2019-20 ANNUAL REPORT

scenicrim.qld.gov.au

Contents

Our Vision ...... 05

Our Council ...... 08

Our Community Financial Report ...... 16

Our Performance ...... 22

Spectacular Scenery and Healthy Environment ...... 34

Sustainable and Prosperous Economy ...... 40

Open and Responsive Government ...... 48

Relaxed Living and Rural Lifestyle ...... 56

Vibrant Towns and Villages ...... 60

Accessible and Serviced Region ...... 66

Healthy, Engaged and Resourceful Communities ...... 70

Statutory Information ...... 80

Financial Statements ...... 86 OUR

Author andScenic naturalist Arthur Groom, Rim 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 ESTIMATED GROSS COUNCIL OPERATING COUNCIL CAPITAL LOCATION RESIDENT AREA REGIONAL EXPENDITURE EXPENDITURE POPULATION PRODUCT 2019-20 2019-20 South East 43,123 4,249 km2 $1.86 billion $80.6 million $42.3 million Queensland (at 30 June 2019) (at 30 June 2019)

4 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT OUR REGIONAL

The Scenic Rim CommunityVision 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 The annual Operational Plan provides the framework for a given aspirational shared vision and provides the foundation for year of the staged delivery of Council’s goals and objectives, long-term plans for the future of the Scenic Rim region. It as defined in the Corporate Plan 2018 - 2023 (Scenic Rim 2023). acknowledges the heritage of the region, defines its identify, It details a diverse range of deliverables across the seven themes and highlights the challenges it will face in the future. of Council’s Corporate Plan. Developed in consultation with the community, the Community The progress of these deliverables is monitored by Council Plan provides the overarching framework for our operations through quarterly progress reports, which include measures through seven pillars (our themes), which support the delivery against key performance indicators and highlights of key of services and facilities through the five-year life of the Corporate achievements and outcomes. Plan, (Scenic Rim 2023) and the annual Operational Plan. POLICIES AND OTHER DOCUMENTS CORPORATE PLAN 2018-2023 (SCENIC RIM 2023) Council has established a comprehensive suite of policies, Scenic Rim 2023 provides the focus and details the strategies strategies and plans for the provision of services to the that Council will apply to achieve the aspirational vision set community. Where appropriate, these are supported by the out in the Scenic Rim Community Plan 2011-2026. It outlines delegation of statutory powers to the Chief Executive Officer. the strategic direction for the organisation and informs Council reviews its policies on a maximum three-year cycle operational priorities for the region’s growth and development and its delegations are reviewed annually. 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.

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 In an unprecedented year of ongoing drought, two severe Annual Report and to reflect on an unprecedented year. A year bushfire events, flash flooding and responding to the social and that brought many challenges, it also demonstrated the strength economic impacts of the COVID-19 pandemic, our communities and resilience of our people who make up our many wonderful have shown incredible strength and resilience working communities. together and supporting each other to minimise the impacts where possible. In particular, I pay my respects to those in our A key deliverable of Council was the adoption in January of communities who lost their precious homes and properties the Scenic Rim Planning Scheme 2020, which came into effect as a result of the devastating fires, and acknowledge those in March and is a landmark in the Scenic Rim’s development. who fought hard to protect their livelihoods and, of course, our This single planning scheme provides a consistent approach to emergency services for their relentless work in keeping us safe development throughout the region and supersedes the former during this time. The Scenic Rim Local Disaster Management Beaudesert Shire, Boonah Shire and Ipswich City Council Group was activated four times during the year to support the planning schemes within the Scenic Rim local government area. community, with Council providing significant coordination Aligning with the Scenic Rim Community Plan and capturing the and services to help meet the community’s needs during these vision shared by Council and the Scenic Rim community for the challenging times. region’s lifestyle and economy, the new planning scheme will In response to COVID-19, we continue to support our guide the region’s development for the next 20 years, providing communities and businesses through an Economic Stimulus certainty to residents, businesses and investors in planning for Package to assist ratepayers and businesses to recover from future development. the financial impacts of the pandemic caused by closures and The region’s first ever economic strategy was adopted by Council restrictions. Like many other businesses, Council pivoted its in February 2020 to provide a clear direction and roadmap for operations to respond to the pandemic and offered alternatives the Scenic Rim’s future economic growth and sustainability. to many of its community events and programs recognising the The primary goal of the Scenic Rim Regional Prosperity Strategy important role they play in connecting people and promoting 2020-2025 is to create valuable jobs for local people to build a mental health and wellbeing. more diverse, sustainable and dynamic economy. The strategy In another historic moment, the newly elected Councillors and I aligns with initiatives set out in the Community Plan and the made Declarations of Office via teleconference on 20 April 2020 Corporate Plan, embraces the opportunities available for the following the announcement of the local government elections. region and recognises the importance of partnering with local I thank former Councillors Nadia O’Carroll, Nigel Waistell and businesses to build prosperity for the Scenic Rim. Rick Stanfield for their valuable contributions during the previous Over the year, we continued to deliver projects which are Council term. meeting the long-term infrastructure needs and demands of As we begin a new chapter in the Scenic Rim’s history and our growing community, investing almost $12 million in our navigate these challenging times, I remain optimistic about our road construction program, more than $4 million in our bridge region’s future. Together with my fellow Councillors and Council program and more than $3 million in road reseals. Improving our employees, we remain committed to delivering strong outcomes road corridors and bridges enables better access for residents for the region and ensuring the Scenic Rim is the richest place to and visitors across our towns and villages, and supports a more live, work and enjoy life to the fullest. 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. Cr Greg Christensen

6 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT CEO’S REPORT JON GIBBONS

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

As a Council, we recognise the important role we play In response to COVID-19, the Executive Leadership Team in supporting both the long-term sustainability of” our promptly escalated to a disaster management scenario to rapidly communities, as well as the Scenic Rim’s spectacular scenery address issues, implement Business Continuity Plans across the and environment. This is core to the Corporate Plan, Scenic organisation, and ensure the continued delivery of services to Rim 2023, and the Scenic Rim Community Plan 2011-2026. Our the community. A COVID-19 Risk Action Plan identified 120 risks 2019-20 Annual Report provides an overview of the progress we with appropriate mitigants and this was reviewed regularly to have made against the seven key themes of the Corporate Plan ensure Council was meeting the needs of the community while and includes our statutory reporting requirements of the Local adhering to changing public health requirements. Government Act 2009. I am proud of the agility demonstrated by our workforce in Our people are key to enabling us to deliver on our strategy. adapting to the rapidly changing circumstances during the Over the year, we continued our Refresh and Refocus Program, succession of disasters - drought, flood, fire and the COVID-19 which began in August 2018, and aims for Council to become pandemic - that impacted the Scenic Rim community in 2019-20. more effective, efficient and agile in its delivery of services and As we respond to the changing landscape that COVID-19 infrastructure for the Scenic Rim communities. We now have our has presented us with, coupled with our ongoing focus on functional structure in place, with general managers leading four our customers, I am confident our teams will continue their key portfolios, and most of the realignment of teams under this innovative delivery of services and programs for our customers. structure has now taken place. It’s exciting to see our employees’ enthusiasm as we focus on While our people are the key enablers, our customers are building a more modern and contemporary organisation that core to everything we do. During the year, we mobilised our better meets the needs of all our communities and customers Customer Centricity project to promote a culture of customer across the Scenic Rim. 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 Jon Gibbons 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. 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 OUR Council The Council for the 2016-2020 term comprises: Mutdapilly Peak Crossing Mayor Cr Greg Christensen Mt Walker Harrisville Warrill Division 1 Cr Derek Swanborough View 6 Rosevale Kagaru Division 2 Cr Jeff McConnell Munbilla Tamborine Silverdale Wyaralong Division 3 Cr Virginia West Roadvale Dam Allenview TAMBORINE Veresdale Kalbar Wyaralong Scrub 2 MOUNTAIN Gleneagle Division 4 Cr Michael Enright Fassifern Aratula Bromelton 1 Tarome Division 5 Cr Marshall Chalk BEAUDESERT BOONAH Dugandan Il-bogan Division 6 Cr Duncan McInnes OAM 4 Canungra Deputy Mayor Lake Moogerah Mt Alford

Kooralbyn Laravale Kerry Beechmont Croftby 5 3 Maroon Darlington Maroon Rathdowney Carneys Dam Creek Hillview Barney View Lamington Running Creek

8 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 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 Council decisions were made at bi-monthly Ordinary Meetings. Local Government Act 2009 which states that: 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. Agenda items for these meetings included references to legislation and Council’s strategic documents as appropriate and (2) All Councillors of a local government have the were available to members of the public on Council’s website same responsibilities, but the Mayor has some prior to the meetings. extra responsibilities. A schedule of attendances at meetings held during the period is (3) All Councillors have the following responsibilities— included on page 82 of this report. (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.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 9 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. Councillors 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. His career in local Government includes MAYOR Director and Executive Manager CR GREG CHRISTENSEN 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 DIVISION 2 lengthy career across the manufacturing, mining and agriculture sectors has prepared him for his current role as Mayor of the CR JEFF MCCONNELL Scenic Rim region. Cr Jeff McConnell was elected to Council in 2020 and considers Greg was re-elected for his second term as Mayor in March it an honour to represent the communities of Division 2. 2020 and is committed to delivering strong leadership to the region’s communities, to meet the challenges and opportunities He is an Australian Army veteran with more than 23 years’ ahead and build a strong region together. service and, after retiring in 2007, embraced volunteering within Tamborine community groups. For the past several years, Greg has provided consultancy, coaching and mentoring services in the areas of leadership, Prior to his election to Scenic Rim Regional business development, organisational and process change. Council, he was the Scenic Rim State Emergency Service Local Controller His professional background includes senior leadership roles at from 2011 to 2019 and remains a member General Motors Holden, CSR Timber Products, OneSteel, WMC of the Tamborine Mountain SES Group, Resources and Sugar Australia, with a focus on strategy, systems as well as the President of the Scenic Rim and organisation alignment to unlock full business potential. It SES East Support Group. also included a period as Director for the Office of Manufacturing in South Australia. Jeff is now Deputy Chair of the Scenic Rim Local Disaster Management Greg’s passion for lifelong learning includes a Masters in Group. International Management and accreditations in Executive Coaching and Mentoring. Born and raised in the Scenic Rim He and his wife live in Tamborine at Moorang, his family connection to the region dates back Village with their two youngest to the 19th Century. Greg lives in the rural district of Tarome teenage daughters and enjoy with his wife of 43 years, Denise. breeding and riding horses.

10 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 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 She was elected to the inaugural Scenic Rim Regional Council Creek, south of Boonah. He is the fourth-generation farmer on in 2008 and re-elected in both 2012 and 2016, serving as Deputy his family’s dairy and beef property and currently operates a beef Mayor from 2012 to 2016. cattle business, breeding and backgrounding cattle. Virginia is currently Acting Chair of the Scenic Valleys Regional Marshall attended Mount Alford State School and Boonah State Road Group. High School and, after finishing Year 12, worked on the family A qualified nurse, Virginia was employed as a territory manager farm. He then followed his Rugby League passion, playing for for a medical company before being elected to the former the Fassifern Bombers and the Ipswich Jets before playing Beaudesert Shire Council in March 2004. professionally for the Canberra Raiders. Marshall then moved to the United Kingdom, to play for the Celtic Married with two adult children, Crusaders in the English Super League, before she is President of the Canungra returning to work the family farm in 2010. Local Ambulance Committee and serves on the board of directors of He is actively involved in the local Tamborine Mountain College and community as a member of the the Beaudesert Hospital Community Fassifern Lions, Vice President of the Advisory Committee. Maroon State School P&C and as an Officer and Deputy Fire Warden in She is also a patron of the Croftby Carneys Creek Fire Brigade. Beaudesert Rifle Club and the Beaudesert District Orchid and In his spare time you can find Foliage Society. 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 Cr Duncan McInnes OAM was elected to Scenic Rim Regional Council it a privilege to represent the residents of Division 4. 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 He has been an active member of his local community for more Radford, is married to Mary and has four daughters. He is involved in than 30 years, beginning with the Beaudesert Junior Chamber of a family dairy farming enterprise which produces four million litres of Commerce in 1982 and, more recently, as Beaudesert Chamber milk annually. He has served as a director for more than 30 years in of Commerce President in 2013 and 2014. the dairy industry at local, state and national levels, and represented Michael has also been a member of the the industry internationally. Beaudesert and District Health and Welfare Duncan is a Director for Regional Association, a Director of the South East Development Australia Ipswich and West Community Credit Society from 1994 to Moreton and the Darling Downs Moreton 2005 and served on the St Mary’s Pastoral Rabbit Board. He is Harrisville Lions Club’s Council for four years, two as Chairman. President, Harrisville School of Arts His career has spanned four decades in Committee’s Treasurer, and Trustee of small and medium sized businesses in the Harrisville Cemetery. He is a Royal the Beaudesert District. National Agricultural and Industrial Association of Queensland Councillor With tertiary qualifications in business and member of Harrisville and District management and training, he has Historical Society Inc., Boonah Dairy worked in customer service, sales Development/QDO Committee and and senior management. the Boonah Show Society, and a Michael and his wife, Jen, Commissioner of Declarations. live in Beaudesert and have In January 2020 he was awarded an two adult children. 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 A Refresh and Refocus project management group was established structure appropriate to the performance of its local government in 2019 to facilitate information sharing, decision making, managing responsibilities. A key objective of Council’s ‘Refresh and Refocus’ project risks and mitigation strategies as well as project delivery journey is to align the organisational structure to Council’s controls. On conclusion of the Refresh and Refocus journey, Corporate and Operational Plans and operational needs. 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 CHIEF EXECUTIVE OFFICER

GENERAL MANAGER GENERAL MANAGER GENERAL MANAGER GENERAL MANAGER People and Strategy Customer and Regional Prosperity Asset and Environmental Sustainability Council Sustainability

MANAGER MANAGER MANAGER MANAGER MANAGER MANAGER MANAGER MANAGER Regional Community Health, Building Planning and Maintenance Works and Resources Information Services Prosperity and and Culture and Environment Development and Operations Asset Management and Sustainability and Technology Communications

Community Building and Strategic Communications Road Project Delivery Fleet Financial ICT Operations Employee / Industrial Development Plumbing Planning and Marketing Maintenance Management Management Relations Capital Works ICT Projects Internal and Environment Development Regional Road Corridor Resources and Accounts Payable Organisational External Grants and Policy Assessment Prosperity Management Structures and Sustainability Records Development Drainage Rates Cultural Health Services Development Regional Events Parks and External Contract and Revenue Recruitment Services Engineering Landscape Asset Management and Selection Compliance Regional Skills Maintenance Management Purchasing Community Services Waste Services and Stores Work Health Recovery Economic Facilities Design and Safety Recovery Maintenance and Survey Property Governance Customer Management and Corporate Payroll Contact Landfill Assurance

Corporate Strategy Library Transfer Stations Internal Audit, and Performance Services Risk and Workshop Improvement Business Systems Analysis Disaster Management Business Special Projects Continuity (Corporate)

OUR

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

12 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT COUNCIL ETHOS AND VALUES The personal and collective performance of our employees To help achieve these outcomes our employees are committed is critical to attaining our organisational goals. to the Council ethos and values: OUR ETHOS

PEOPLE Everything that we STOME do will be guided by: CU R

We will engage with all staff by providing supportive We will put our customers ESPECT leadership, a culture R first to achieve the best

MUNICA TAFF WOR of innovation and M TIO S T outcomes for our region O H continuous improvement C N

QUALITY HONESTY OUR VALUES LIVER URAN DE Y ASS CE TRUST

A C Y We will work as a team to C O I T We will ensure the long- U N TA BI L achieve the shared goals of term sustainability of the

T E K the Scenic Rim Community A M W O R organisation through sound Plan and our Corporate and financial management and Operational Plans 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 GENERAL MANAGER JON GIBBONS PEOPLE AND STRATEGY Jon has spent more than 30 years in local government, principally CAROLINE MCMAHON with rural and regional local governments in Western Australia With an early foundation in finance and business improvement, and across Queensland including Bowen and Carpentaria Shire Caroline has worked with a range of Executive Teams, Boards Councils, Whitsunday Regional Council, City of Gold Coast and and other business leaders - in both private and public sectors - now Scenic Rim. Jon also spent three years as Chief Executive in service delivery, strategy development and corporate planning. Officer at the Administration of Norfolk Island. Having completed her Bachelor of Business, Caroline Jon has a Master of Business Administration, Bachelor of Applied commenced her career in the mining industry, and has spent the Science, a Graduate Diploma in Local Government Management, past 14 years working in senior leadership roles in local and state a Graduate Diploma in Urban and Regional Planning, Diplomas government. She has a focus on strategic transformation and of Project Management and Quality Auditing and is a graduate cultural reform, delivered through a solid platform of evidence of the Mt Eliza Melbourne Business School and the Macquarie and engagement. Graduate School of Management. Jon also received the Before joining Scenic Rim Regional Council in January 2020, Queensland Local Government Manager of the Year Award for Caroline spent three years as an Executive Leader with leadership and management excellence in 2009. Ipswich City Council. She is motivated by organisations As the Chief Executive Officer, Jon is responsible for with strategic vision, engagement with collaborative partners, implementing the policies and decisions of the Council, and outcomes delivery. to manage the Council’s day to day business and ensure The newest member of Council’s Executive Leadership Team, operational efficiencies and effectiveness, to assist the Mayor Caroline looks forward to the opportunity to excite and inspire and Councillors to carry out their duties and to ensure that staff through contemporary practice, consistent leadership and Council complies with legislative responsibilities. cultural development. Jon describes the Scenic Rim as ‘a great place to live and work, and a place of huge opportunity.’

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

14 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT GENERAL MANAGER ASSET AND ENVIRONMENTAL SUSTAINABILITY OUR MANAGEMENT TEAM CHRIS GRAY Reporting to the Executive Leadership Team, Council’s managers Boonah born and bred, Chris has spent most of his life in the play key roles in ensuring the delivery of agreed outcomes Scenic Rim region. His 26-year career in local government has in line with the Corporate Plan and Operational Plan, as well been mostly with Scenic Rim Regional Council and the former as identifying opportunities and implementing strategies for Boonah Shire Council, in various roles focused on the delivery organisational improvement. The team meets regularly for and maintenance of infrastructure assets. Chris served for professional development and discussion of emerging issues. eight years as Council’s Manager Works and Acting Director The areas of responsibility shared by Council’s managers are: 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 COMMUNITY AND CULTURE appropriate infrastructure and asset management processes. Debra Moore Chris lives in Scenic Rim’s west in a rural setting with his wife and daughter.

GENERAL MANAGER CUSTOMER AND REGIONAL PROSPERITY DEBRA HOWE HEALTH, BUILDING AND ENVIRONMENT Debra has worked in the private sector for more than 19 years Randall Deans 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 PLANNING AND DEVELOPMENT Brisbane, Crows Nest, Toowoomba, Mackay, and Livingstone, Mark Lohmann 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 REGIONAL PROSPERITY AND Toowoomba, Golden West and South Burnett Regional Tourist COMMUNICATIONS Association). She won the 2010 Queensland Telstra Business Brenda Walker 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 MAINTENANCE AND OPERATIONS the Peace (Qualified) Queensland. Scott Osman GENERAL MANAGER COUNCIL SUSTAINABILITY OLIVER PRING Oliver commenced with Scenic Rim Regional Council as the CAPITAL WORKS AND ASSET inaugural General Manager Council Sustainability in December MANAGEMENT 2018. Prior to this appointment he was the Director Corporate Services/Deputy Chief Executive Officer at Carpentaria Shire Ken Bott 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 RESOURCES AND SUSTAINABILITY and Financial Management and is also a Justice of the Peace Kartik Venkatraman (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 INFORMATION SERVICES AND audit, procurement, information and technology services as TECHNOLOGY well as Council’s disaster management functions. Oliver lives Nathan Rogers in Beaudesert with his wife and daughter who are enjoying the Scenic Rim lifestyle and all the region has to offer.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 15 OurFINANCIAL REPORTcommunity 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 Statement of Financial Position each year in accordance with Section 179 of the Local This statement outlines what Council owns (assets) and what Government Regulation 2012. it owes (liabilities) at a point in time. Council’s net wealth is The Community Financial Report is required to: determined by deducting total liabilities from total assets; the larger the net equity, the stronger the financial position. a) contain a summary and analysis of Council’s financial performance and position for the financial year; Statement of Cash Flows b) be consistent with the general purpose financial statement This statement summarises the actual flows of cash for a for the financial year; period and explains the change in the cash balance held from the start of the period through to the end of the reporting c) include the relevant measures of financial sustainability for period. Cash flows are separated into operating, investing and the financial year; and financing activities. d) be written in a way that can be easily understood by the Operating activities include the normal transactions of community. conducting Council’s day-to-day business while investing This Community Financial Report complies with the above activities include the purchase and sale of assets and receipt requirements and covers the financial performance and position of capital grants, subsidies and contributions. Financing activities of Scenic Rim Regional Council for the financial year ended include loan income and repayment of debt. The ‘cash at the end 30 June 2020. of the reporting period’ equals the amount reported as ‘cash and cash equivalents’ in the Statement of Financial Position. FINANCIAL STATEMENTS Council is required to prepare a set of general purpose financial Statement of Changes in Equity statements each year in accordance with the requirements of the This statement summarises the change in Council’s real worth Local Government Act 2009, Local Government Regulation 2012 throughout the financial year. Council’s net worth can change and Australian Accounting Standards. The financial statements as a result of: are required to be independently audited. The audited financial statements, on pages 87 onwards, set out the financial • A surplus or deficit as recorded in the Statement performance, financial position, cash flows and net wealth of of Comprehensive Income; and Council for the financial year ended 30 June 2020, incorporating • An increase or decrease in the net value of non-current four financial statements and accompanying notes. assets resulting from a revaluation of those assets.

Statement of Comprehensive Income This statement outlines: • All sources of Council’s income (revenue); • All recurrent expenditure, and • Capital expenses relating to the write off of non-current 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.

16 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 17 OVERVIEW Sale of contract and recoverable works income were $0.3 million Council’s key financial results for the financial year ended lower than the previous year. This result is in line with the 30 June 2020: 2019-20 budget that took into account lower levels of contracts with Department of Transport and Main Roads as well other KEY RESULTS 2019-20 recoverable works. Total income $98.0M Operating grants and contributions were $1.6 million higher than Total expenses $85.9M the previous year largely due to bushfire recovery and tourism recovery funding received in 2019-20. Net result $12.1M The share of profit from associate is Council’s share of profits Operating surplus/(deficit) ($3.0M) from Urban Utilities (UU), in which it has an ownership interest of Total assets $990.8M 1.042 per cent. Further information on UU is contained at Note 9 Total liabilities $61.5M of the audited financial statements. NET ASSETS $929.3M Other revenues are $2.1 million higher than the previous year due to the State reimbursement of the domestic waste levy along FINANCIAL PERFORMANCE with increased waste disposal income from Logan City Council due to the introduction of the State waste levy. Total income Council’s income is derived from various sources and a Capital grants and contributions were $15.7 million lower than breakdown of Council’s 2019-20 income is shown below. the previous year. This is mainly due to the higher level of subsidies received during 2018-19 for restoration works related to Rates and utility charges are Council’s main source of recurrent flood damage offset slightly by increased capital funding through income. However, other types of income such as fees and the bridge renewal program. charges, sale of contract and recoverable works, grants and contributions are also important sources of funding. Total expenses Council provides a wide range of services to the community Rates & Utility Charges and, in doing so, incurs a variety of expenses. A breakdown of Council’s 2019-20 expenses is shown below. 21% Fees & Charges

Interest & Investment Revenue

Sale of Contract & Recoverable Works 5% 6% Empl oyee Benefits 3% 55% Grants & Contributions - Operating 20% 6% Materials & Services Share of Profit from Associate 36% 4% 4% Other Revenues Finance Costs 2% 1% Grants & Contributions - Capital Depreciation & Amortisation

37% TOTAL INCOME 2017-18 2018-19 2019-20 Capital Expenses Rates and utility charges $50.5M $52.7M $54.0M Fees and charges $5.3M $4.8M $4.3M TOTAL EXPENSES 2017-18 2018-19 2019-20 Interest and investment revenue $2.3M $2.4M $1.7M Employee benefits $28.8M $29.9M $30.9M Sale of contract and recoverable works $5.6M $4.5M $4.2M Materials and services $23.4M $25.3M $31.7M Grants and contributions - operating $4.4M $4.4M $6.0M Finance costs $1.1M $1.2M $1.2M Share of profit from associate $2.6M $2.4M $2.4M Depreciation and amortisation $16.1M $16.0M $16.9M Other revenues $3.2M $3.0M $5.1M Capital expenses $8.2M $2.6M $5.2M Grants and contributions - capital $38.2M $36.1M $20.4M TOTAL EXPENSES $77.6M $75.0M $85.9M Capital income $0.2M $0.1M $0.0M Employee benefits have increased by $1.0 million from the TOTAL INCOME $112.3M $110.4M $98.0M previous year due to an administrative pay increase applied 1 July 2019 along with costs in delivering Council’s Refresh and Refocus Total income received during 2019-20 was $98.0 million, which is program. a decrease of $12.4 million from the previous year. Materials and services have increased by $6.4 million from the Rates and utility charges were $1.3 million higher than the previous year. This relates largely to the introduction of the new previous year. However this result is slightly behind the 2019-20 State waste levy, a one-off increase in landfill rehabilitation costs budgeted revenue for rates and utility charges of $54.2 million and expenditure on various disaster response activities (emergent due to unrealised rates growth, amalgamation impacts and works and counter disaster operations in relation to bushfires, amendments to property valuations. wet weather events and COVID-19 pandemic), Fees and charges were $0.5 million lower than the previous Finance costs are the interest on loans taken out by Council as year predominantly due to a decrease in fees associated with well as the fees charged for banking services. These have stayed building, plumbing and new development fees. the same from the previous year. Interest received was $0.7 million lower than the previous year as applicable investment rates dropped during the year.

18 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT Depreciation and amortisation expenses are non-cash and The written down value of infrastructure, property, plant and represent the reduction of the value of non-current assets as a equipment increased by $25.9 million from the previous year. result of wear and tear, age, or obsolescence. Non-current assets Infrastructure, property, plant and equipment accounts for are shown in the Statement of Financial Position. These have 90 per cent of Council’s total assets. increased by $25.9 million from the previous year due to asset 2019-20 capital expenditure upgrades and improvements. Capital works of $42.3 million were undertaken during 2019-20. Capital expenses represent the non-cash write off of the written- down value of non current assets because they have been CAPITAL EXPENDITURE 2019-20 disposed of through sale, obsolescence or renewal. The increase Roads $14.9M from the previous year of $2.6 million relates to road and bridge write offs upon the capitalisation of Council works. Bridges $14.1M Drainage $0.5M OPERATING RESULT Footpaths $0.5M OPERATING RESULT 2017-18 2018-19 2019-20 Facilities, parks and gardens $7.1M Operating surplus/(deficit) $4.5M $1.8M ($3.0M) Vehicles, plant and equipment $4.0M The operating surplus/(deficit) is the net result excluding capital Waste management $0.9M items related to income and expenses. A surplus indicates that revenue raised covers operational expenses and there is an Other projects $0.2M amount available equivalent to the surplus for capital funding TOTAL $42.3M 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. 2019-20 Capital Expenditure Waste Management Other Projects $0.9M $0.2M 2% 0% FINANCIAL POSITION Vehicles, Plant & Equipment Total assets $4.0M 10% Assets consist of current assets, which can be converted to cash in less than one year and non current assets, which would most Facilities, Parks likely take longer than a year to convert to cash. A breakdown of & Gardens $7.1M Council’s assets is shown below: 17% Roads $14.9M TOTAL ASSETS 2017-18 2018-19 2019-20 35%

Cash and investments $45.9M $38.1M $40.5M Footpaths $0.5M Trade and other receivables $11.6M $8.0M $8.9M 1% Drainage Other assets $2.0M $1.9M $4.0M $0.5M 1% Loans $14.7M $14.7M $14.7M

Investment in associate $35.2M $36.0M $36.7M Bridges $14.1M Infrastructure, property, 34% plant and equipment $738.3M $860.6M $886.0M TOTAL ASSETS $847.7M $959.3M $990.8M Total liabilities Cash and investments has increased from the previous year by Liabilities consist of current liabilities, which are expected to be $2.4 million. paid or settled in less than one year and non current liabilities, expected to be paid or settled in more than one year. Trade and other receivables increased by $0.9 million from the A breakdown of Council’s liabilities is shown below: previous year, which relates to a higher level of outstanding rates and charges and GST recoverable. TOTAL LIABILITIES 2017-18 2018-19 2019-20 Other assets consist of inventories, contract assets, other assets, Trade and other payables $15.6M $14.5M $17.4M and intangible assets. This saw an increase of $2.1 million from the Borrowings $23.2M $26.7M $31.6M previous year due to the first-time recognition of contract assets Provisions $7.4M $7.8M $10.4M due to the introduction of new revenue Accounting Standards. Contract assets represents capital grant revenue receivable due Other liabilities $0 $1.4M $2.1M to work performed on these programs at year end. TOTAL LIABILITIES $46.2M $50.4M $61.5M The loan balance of $14.7 million represents Council’s loan to UU. Trade and other payables increased by $2.9 million from the This is an interest only loan and payments received are recognised previous year. as interest revenue. The value of the loan represents 40 per cent of Council’s regulatory asset base that was transferred to UU Borrowings increased by $4.9 million from the previous year due upon formation. 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. The investment in associate represents Council’s participation rights in UU. Upon formation of UU, Council’s participation rights Provisions consist of rehabilitation provisions for quarries and represented 60 per cent of Council’s regulatory asset base. waste disposal sites and employee long service leave provisions. The increase of $0.7 million from the previous year is due to the Other liabilities for 2019-20 consists of the contract liabilities and recognition of Council’s share of UU returns. unearned revenue.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 19 Net community assets and equity FINANCIAL SUSTAINABILITY INDICATORS Net community assets and equity are represented by what we Section 104(2) of the Local Government Act 2009 provides the own (total assets) less what is owed (total liabilities). following definition of financial sustainability: A local government is financially sustainable if the local NET COMMUNITY ASSETS 2017-18 2018-19 2019-20 government is able to maintain its financial capital and Net assets $801.4M $908.9M $929.3M infrastructure capital over the long term. Financial sustainability is a strategy and ratios are used as point- COMMUNITY EQUITY 2017-18 2018-19 2019-20 in-time measurements to assess the outcomes of the strategy. Accumulated surplus $596.4M $631.9M $650.8M The Department of Infrastructure, Local Government and Planning has developed financial sustainability indicators to assist in the Asset revaluation surplus $205.0M $277.0M $278.5M assessment of the long-term financial sustainability of councils. TOTAL EQUITY $801.4M $908.9M $929.3M Section 169(5) of the Local Government Regulation 2012 outlines Community equity increased by $20.4 million from the previous the three relevant measures of financial sustainability that all year, which consists of the value of total comprehensive income Queensland local governments must report on: from the Statement of Comprehensive Income of $13.6 million and an increase as a result of the initial application of new revenue a) Asset Sustainability Ratio accounting standards of $6.8 million. b) Net Financial Liabilities Ratio, and c) Operating Surplus Ratio. CASH FLOWS The measurement of the above ratios is in accordance with the The Statement of Cash Flows shows where Council received its Financial Management (Sustainability) Guideline 2013. cash and where this was subsequently spent. Why is financial sustainability important? CASH FLOWS 2017-18 2018-19 2019-20 Local governments are responsible for directly providing NET CASH INFLOW/(OUTFLOW) FROM: residents with a wide range of public services and community Operating activities $21.8M $19.1M $18.1M infrastructure and facilities. This requires local governments to hold and maintain a significant base of infrastructure assets, Investing activities ($7.2M) ($30.3M) ($20.6M) which necessitates not only substantial initial investments but Financing activities $2.0M $3.5M $4.8M also continued expenditure to maintain and renew assets over NET INCREASE/(DECREASE) the course of their respective useful lives. $16.6M ($7.8M) $2.3M IN CASH HELD The outcomes of Council’s financial sustainability strategy are as Net cash from operating activities decreased by $1.0 million from follows: the previous year. • To allow for the adequate provision for programs (including Net cash used in investing activities decreased by $9.7 million capital expenditure) and services into the future without from the previous year. having to introduce substantial or disruptive revenue (and expenditure) adjustments; and Net cash from financing activities increased by $1.3 million from the previous year. • To allow for the equitable distribution of the costs of establishing and maintaining community assets and services Year-end cash balance between current and future ratepayers. The Queensland Audit Office’s report to State Parliament on $50.0M $45.9M the outcomes of local government audits for 2015-16 rated $45.0M $40.5M Scenic Rim Regional Council as having a low risk of financial $38.1M $40.0M sustainability concerns. The Queensland Treasury Corporation $35.0M performed a credit risk during 2018-19 and rated Scenic Rim $30.0M Regional Council as being Sound with a Neutral outlook. Council $25.0M is committed to remaining financially sustainable through appropriate levels of service provision. $20.0M $15.0M ASSET SUSTAINABILITY RATIO $10.0M Definition: $5.0M An approximation of the extent to which the infrastructure assets $0.0M managed by Council are being replaced as they reach the end of their useful lives. How is it calculated? 2019-20 2018-19 2017-18 Capital expenditure on replacement of assets (renewals) divided by depreciation expenditure. Council’s year end cash balance was $40.5 million as at 30 June 2020.. 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).

20 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 370% OPERATING SURPLUS RATIO Definition: 320% An indicator of the extent to which revenue raised covers operational expenses only or are available for capital funding 270% purposes or other purposes. 220% How is it calculated? Net result (excluding capital items) divided by total operating 170% revenue (excluding capital items).

120% Why is it important? Assists in identifying Council’s financial capacity and the ability 70% to fund ongoing operations over the long term. Target: 20% Between zero per cent and 10 per cent per annum (on average 2019-20 2018-19 2017-18 -30% over the long term).

Asset Sustai nabil ity R atio Mi nimum Target 12%

Council’s asset sustainability ratio for 2019-20 was 142 per cent. 10% This means that Council is likely to be sufficiently maintaining, 8% replacing or renewing existing infrastructure assets as they reach 6% the end of their useful life. The result continues to be high due to the commitment of Council towards investing in the ageing 4% infrastructure requiring replacement. 2% NET FINANCIAL LIABILITIES RATIO 0% 2019-20 2018-19 2017-18 Definition: -2% An indicator of the extent to which the net financial liabilities of Council can be serviced by its operating revenues. -4% How is it calculated? -6% Total liabilities less current assets divided by total operating Operating Surplus Ratio Lower Limit Upper Limit revenue (excluding capital items). Why is it important? Council’s Operating Surplus Ratio for 2019-20 was -4 per cent. Assists in identifying Council’s financial capacity and the ability Council was forecasting an operating surplus ratio of -1.3 per cent to fund ongoing operations over the long term. for 2019-20. Target: Less than 60 per cent per annum (on average over the long term). 60%

50%

40%

30%

20%

10%

0% 2019-20 2018-19 2017-18 -10%

Net Financial Liabilities Ratio 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 21 22 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 SUSTAINABLE AND AND HEALTHY ENVIRONMENT 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 Region award at the prestigious delicious. Produce Awards Lodge campgrounds, which were devastated by bushfire in August 2019 and the Economic Development Single in September 2019 Event or Activity category for Eat Local Week at the • Supported projects to help conserve threatened species, National Economic Development Awards in October 2019 eliminate invasive weeds and restore native habitat with • Launched the first stage of a new destination marketing more than $100,000 from Council’s Environmental Grants campaign to reposition the Scenic Rim on the tourism map Program following the September 2019 bushfires • Moved towards the development of a Climate Change • Showcased the wealth of local employment and training Statement of Intent in 2020 opportunities at Council’s inaugural Scenic Rim Jobs and • Continued to work in partnership with a range of Skills Fest environmental organisations to protect and enhance • Launched a new Scenic Rim Jobs online portal to support Scenic Rim waterways local employment • Partnered with the Department of Transport and Main • Worked closely with the region’s food producers to develop Roads to identify the distribution of roadside weeds solutions to open up growth opportunities, launching across all state-controlled roads in the Scenic Rim 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

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 23 RELAXED LIVING AND VIBRANT TOWNS RURAL LIFESTYLE 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 • the Boonah Town Centre throughout the region and captures the vision shared by Council and the Scenic Rim community for the region’s • Unveiled a landmark artwork, telling the Scenic Rim’s lifestyle and economy stories, as a spectacular entry statement to Beaudesert • Adopted a new policy streamlining development • Completed two new playgrounds reflecting the unique assessments to save time and money for both Council character of the Harrisville and Kalbar communities and members of the business and wider community Gathered more than 1,000 Scenic Rim stories and mapped • Adapted processes prior to the introduction of • sites of cultural or heritage interest as part of an online trails Queensland’s new plumbing laws, which aims to deliver project to preserve the Scenic Rim’s history fast-tracked plumbing approvals to save businesses and individuals time and money and enhance community safety • Installed public art and way finder statements at key • Continued the effective delivery of services to ensure the locations throughout the region to add to the vibrancy of Scenic Rim’s compliance with a wide range of local laws open spaces for Scenic Rim residents and visitors and Queensland Government legislation covering building, planning and the environment • Requested the Queensland Government consider making a Tamborine Mountain reserve a national park due to its environmental values

HEALTHY, ENGAGED AND ACCESSIBLE AND SERVICED REGION RESOURCEFUL COMMUNITIES • Adopted a revised 10-year Capital Works Program, identifying long-term objectives for the delivery of infrastructure to meet • Developed innovative alternatives to enable the safe 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, footpaths and drainage, in line with our commitment to • Staged Queensland’s largest ever regional arts conference maintaining and renewing infrastructure, which is a key and celebration, Arts Ablaze, which drew almost 2,800 driver of the region’s economy attendees, including almost 450 individual conference delegates • Carried out a preliminary review of the Local Government Infrastructure Plan, which confirmed that the existing • Extended the popular Be Healthy and Active program plan was current, supported growth and that planned from six months to a year-long program, delivering some infrastructure aligned with the shared Community Plan vision 65 health and wellbeing activities by 42 Scenic Rim for the Scenic Rim as an accessible and serviced region businesses and community organisations in 17 towns and villages across the region • Enhanced service delivery to growing communities in the region’s east with the completion of a new depot at • Supported not-for-profit groups, which help to enrich Canungra community life in the Scenic Rim, through Community Grants and Sporting and Active Recreation Grants programs • Continued to achieve higher levels of waste management service delivery at Bromelton Landfill with the construction • Provided eligible Scenic Rim secondary school a total of a new landfill cell completed of 1,655 immunisations to help protect the community against the spread of potentially fatal diseases

24 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT Key Performance Indicators READ MORE FROM SPECTACULAR SCENERY AND HEALTHY ENVIRONMENT PAGE 35 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 TARGET 110,000 By 2025, one million trees will be planted in the Scenic Rim 110,000 trees planted annuallye 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 SMART KPI ANNUAL

By June 2020, Council has progressed towards having a TARGET APRIL 2020 Environmental offsets options presented to Council committed position on providing environmental offsets 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 TARGET 100% with the Logan and Albert River Catchment Action Plan ACTUAL 50% By July 2019, continue to collaboratively improve the health Scheduled actions for the project delivered in accordance TARGET 100% and resilience of South East Queensland’s catchments with the Bremer River Catchment Action Plan and rivers ACTUAL 50% COMSEQ resilient rivers funding, acquitted as TARGET 100% per agreement 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 TARGET 8 biodiversity partnerships ACTUAL 7 Council will foster partnerships with appropriate TARGET 2 organisations to leverage Council’s ability to increase Number of biodiversity partnerships secured biodiversity outcomes for the region ACTUAL 5 TARGET $200,000 Funds secured through biodiversity partnership 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 SMART KPI ANNUAL TARGET 10% Reduction in biosecurity matter on treated road network By 2023, Council will be in a position to meet its ACTUAL 10% biosecurity obligations for its local road network Kilometres of local road network treated for biosecurity TARGET 20% matter ACTUAL 20%

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 25 READ MORE FROM SUSTAINABLE AND PROSPEROUS ECONOMY PAGE 42 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 2020- 21 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 SMART KPI ANNUAL Advocacy Plan developed and approved by Executive TARGET 100% By June 2020, progress made towards significant Leadership Team ACTUAL 0% infrastructure improvements Significant regional infrastructure projects identified and TARGET 100% endorsed by Executive Leadership Team 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 SMART KPI ANNUAL TARGET $2,000,000 From July 2019, economic development opportunities will be Growth in value of gross regional product RESULTS NOT YET identified and maximised to position and benefit the region ACTUAL 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 SMART KPI ANNUAL From July 2019, partnerships, tourism and event-based TARGET 40,000 Number of visitors to the region opportunities explored and employed (where validated) 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 SMART KPI ANNUAL From July 2019, Eat Local Week continues to grow and Dollar value of total economic return at Eat Local Week TARGET $2,200,000 provide financial and growth opportunities to the region increased ACTUAL $1,970,000

26 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 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 SMART KPI ANNUAL From July 2019, the message about the region’s unique Grow digital media statistics - followers, reach and TARGET 100% qualities and attributes continues to be shared engagement ACTUAL 100%

READ MORE FROM OPEN AND RESPONSIVE GOVERNMENT PAGE 49 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 TARGET 100% by end 2019 ACTUAL 100% By June 2020, Council has identified a roadmap to achieve Customer Experience Strategy adopted by Council TARGET 100% a more integrated and effective approach to managing by end 2019 customer requirements ACTUAL 80% Detailed systems and processes project plan adopted TARGET 100% by Executive Leadership Team by June 2020 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 SMART KPI ANNUAL From June 2019, Council’s Community Survey captures Community Survey minimum response rate from each of TARGET 10% responses from all regions the regions 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 SMART KPI ANNUAL By June 2020, Council’s transformational change has Refresh and Refocus Program activities delivered within TARGET 100% commenced agreed timeframes ACTUAL 72.5%

DELIVERABLE: ELECTRONIC SERVICE DELIVERY PROGRESS: MEASURE OF SUCCESS SMART KPI ANNUAL By June 2020, progress made towards the provision of TARGET 100% Online portal live and integrated with existing systems online services to the community ACTUAL 50%

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 27 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 SMART KPI ANNUAL Communications Strategy and Consultation and TARGET 100% Engagement Framework for Stakeholders endorsed By June 2020, Council has in place a high-level by Council ACTUAL 5% Communication Framework for Stakeholders Communications Strategy and Framework implementation TARGET 100% plan, actions delivered by agreed timeframes 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 SMART KPI ANNUAL Successful implementation of Human Resources and TARGET 100% By June 2020, Council’s information and communication Payroll (HRP) Module ACTUAL 25% technology will facilitate and enable the achievement of the strategic vision ICT Strategic Implementation Plan completed and adopted TARGET 100% by Executive Leadership Team 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 ANNUAL Agreements in place with service providers to ensure TARGET 100% From July 2019, Council’s Cyber Security Program continues to continued assurance ACTUAL 100% protect against ever-changing cyber threats Nil breaches detected (of audit or actual cyber security TARGET 100% attacks) ACTUAL 75%

28 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT READ MORE FROM RELAXED LIVING AND RURAL LIFESTYLE PAGE 57 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 SMART KPI ANNUAL New Consolidated Scenic Rim Planning Scheme adopted TARGET 100% By March 2020, the New Consolidated Scenic Rim Planning by the Minister by December 2019 ACTUAL 100% Scheme is adopted New Consolidated Scenic Rim Planning Scheme adopted TARGET 100% by Council by March 2020 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 SMART KPI ANNUAL Remote Site Connectivity Solutions Strategy developed and TARGET 100% adopted by Council ACTUAL 90% By June 2020, minimise mobile black spots TARGET 100% Waste transfers and refuse sites online 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 SMART KPI ANNUAL TARGET 100% Smart Region Strategy adopted by Council Ensure Scenic Rim captures smart region and technology ACTUAL 0% opportunities Smart Region Implementation Plan adopted by Executive TARGET 100% Leadership Team ACTUAL 0%

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 29 READ MORE FROM VIBRANT TOWNS AND VILLAGES PAGE 61 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 SMART KPI ANNUAL By June 2020, Council has a robust and strategic strategy TARGET 100% Significant Park and Streetscape Trees Strategy adopted to proactively manage and enhance the region’s significant by Council park and streetscape trees 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 SMART KPI ANNUAL By June 2020, Council has a comprehensive knowledge of TARGET 100% its future sporting needs to meet population growth and Sporting Needs Strategy adopted by Council development demands 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 SMART KPI ANNUAL By June 2020, Council’s managed camping facilities provide Camping Facilities (for key locations) Priority Works Strategy TARGET 100% valued recreational facilities that draw visitors adopted by Council 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 ANNUAL TARGET 100% VATV and Strategic Program 2019 - 2020 adopted by Council ACTUAL 100% By June 2020, vibrancy projects contribute to the region’s TARGET 1 attractiveness and encourage tourists and visitors to External funding opportunities identified and secured the region ACTUAL 2 VATV and strategic projects delivered within scheduled TARGET 100% timeframes ACTUAL 87.5%

DELIVERABLE: PUBLIC ART AND HERITAGE PROGRESS: MEASURE OF SUCCESS SMART KPI ANNUAL By December 2019, Council’s public art trail encourages TARGET 1% Visitors to the online Public Art trail increased an increased number of visitors to the region ACTUAL 0% By December 2019, customer satisfaction with parks, open TARGET 95% Customers surveyed are satisfied with public art trail spaces and community infrastructure increases ACTUAL 0%

30 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT READ MORE FROM ACCESSIBLE AND SERVICED REGION PAGE 67 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 SMART KPI ANNUAL

By June 2020, Council has a comprehensive knowledge of TARGET 100% Community Building and Facilities Strategy adopted by community building and facility needs to ensure the region Council remains a desirable place to reside 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 SMART KPI ANNUAL

By June 2020, Council has implemented a Local Government TARGET 100% Infrastructure Plan that contributes to the region’s Projects delivered within projected timeframes and budget infrastructure assets and improves the liveability of the region 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 SMART KPI ANNUAL TARGET 100% Council Depot Strategy adopted by Council By June 2020, Council will have a Depot Strategy that sets ACTUAL 0% the vision and details high level plans to achieve more relevant and fit for purpose Depots Council Depot Strategy Implementation Plan adopted by TARGET 100% Executive Leadership Team 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 SMART KPI ANNUAL TARGET 100% Innovative Waste Strategy adopted by Council By June 2020, tangible results achieved in making Council’s ACTUAL 70% waste vision a reality TARGET 100% Waste Education Program delivered by 30 June 2019 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 ANNUAL

By June 2020, Council has a comprehensive and strategic TARGET 100% 10-Year Capital Works Program to ensure appropriate funding 10-year capital works adopted by Council and prioritisation for each infrastructure asset class ACTUAL 100%

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 31 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 ANNUAL Service level standards for public conveniences adopted TARGET 100% by Council ACTUAL 0% By June 2020, Council has defined the level of services TARGET 100% required by the infrastructure network which ensures Service level standards for roads adopted by Council appropriate prioritisation of infrastructure investment ACTUAL 0% TARGET 100% Service level standards for bridges adopted by Council 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 SMART KPI ANNUAL From July 2019, assets continue to be managed in Asset Management Strategy annual project plan delivered TARGET 100% accordance with the Asset Management Strategy within projected timeframes 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 SMART KPI ANNUAL

By June 2020, Council significantly contributes to the TARGET 100% Waste Education Program Projects delivered within economic and sustainable prosperity of the region through projected timeframes its sustainable waste vision 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 SMART KPI ANNUAL From July 2019, infrastructure projects continue to be Infrastructure Projects are delivered in alignment with the TARGET 100% delivered that support population and economic growth Local Government Infrastructure Plan ACTUAL 100%

32 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT READ MORE FROM HEALTHY, ENGAGED AND RESOURCEFUL COMMUNITIES PAGE 71 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 SMART KPI ANNUAL Health and wellbeing of the community continues to TARGET 5% improve, including more Be Healthy and Active programs Be Healthy and Active annual participation rates increased delivered in smaller communities across the region (to ACTUAL 6.6% address social isolation)

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 SMART KPI ANNUAL By December 2021, a Community and Culture Strategy that TARGET 100% sets objectives and targets for a healthier, more engaged Community and Culture Strategy adopted by Council and resourceful community is developed 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 SMART KPI ANNUAL From July 2019, continue to deliver programs that TARGET 100% Arts and Culture Plan objectives delivered support the social and cultural fabric of the region ACTUAL 100% Increased attendance in accordance to local TARGET 2.8% population growth ACTUAL -8.5% From July 2019, the region’s Cultural Centres continue TARGET 2.8% to thrive Venue revenue increased 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 TARGET 100% Review and increase library service at Canungra Extended operating hours operational by September 2019 ACTUAL 100% TARGET 100% Increase office space for Beaudesert Library Extended workspace operational by January 2020 ACTUAL 20%

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 33 34 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT SCENERY SpectacularAND HEALTHY ENVIRONMENT

The region’s unique natural environment and rural landscapes are preserved and enhanced in partnership with our community

MONITORING THE BIODIVERSITY STRATEGY Council offers a wide range of local native species as well as a The significant contribution made by residents/communities small number of hardy exotic plants which are compatible with of/within the Scenic Rim communities in preserving and the Scenic Rim’s natural environment. The One Million Trees enhancing the region’s unique natural values was highlighted Program has now provided more than 500,000 plants through a during an update on Council’s 10-year Biodiversity Strategy in combination of initiatives for community groups and landholders, 2019. A report tabled at Council’s Ordinary Meeting in December as well as plantings on Council land. Plantings under the One 2019 showed that, as the strategy approached the halfway point Million Trees Program have helped to improve stock shelter and in its delivery, partnerships and community participation had wind breaks, retain and stabilise soil, support local habitat and been vital to preserving the Scenic Rim’s biodiversity. deliver Landcare projects. Organisations including local environmental and Landcare Since the commencement of the biodiversity strategy in 2015, groups, as well as Scenic Rim residents, have participated in Scenic Rim residents and environmental groups have shared projects that help to manage weeds, protect rare and threatened in more than $477,882 of funding under Council’s Environmental species and improve waterways. One of Council’s most popular Grants Program for a variety of projects including re-vegetation and successful initiatives has been the One Million Trees and weed control, managing endangered ecosystems and Program, which aims to plant one million trees over the lifetime species, managing sustainable property and enhancing of the strategy. koala habitats. In 2019-20, the One Million Trees Program supported 96 Council also partners with organisations including universities, applications for more than 30,300 trees provided through government and non-government organisations, other local Council’s Rural, River, Habitat and Community Trees initiatives. governments, community groups and catchment associations to A total of 69,462 trees and shrubs counted towards the One preserve and enhance the environment. Through its partnership Million Trees target in 2019-20. Council’s Free Trees initiative is with the Scenic Rim Rivers Improvement Trust, more than a vital part of the One Million Trees program, providing some 190 kilometres of local rivers and catchments have been 8,000 free plants a year to residents through vouchers issued treated for weeds. with rates notices in July each year.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 35 In 2019-20, Council partnered with the Department of Transport The Resilient Rivers program has strengthened Council’s and Main Roads in a 12-week program to identify the distribution partnerships with the Council of Mayors South East Queensland, of roadside weeds across all state-controlled roads in the Logan City Council, Logan Water City of Gold Coast, Redlands Scenic Rim. Data gathered will inform future planning for weed City Council, Healthy Land and Water and Seqwater, enabling treatment programs by the Queensland Government and a coordinated approach to management of the Logan Albert Council under the Biosecurity Act 2014. Catchment. In 2019-20, the program funded a Riparian Rehabilitation and Community Engagement Workshop delivered A partnership between Council and the Queensland Trust for in October by the Australian River Restoration Centre. As part of Nature has continued to focus on improving koala habitat. In the Resilient Rivers program, weed control was carried out on six 2019-20, works were carried out to remove weeds from a site at properties near the Logan River, one of which was revegetated Kilmore Drive, Tamborine, in preparation for plantings of trees to with 2,240 native plants. Engineering work and the revegetation support the koala population in the Sandy Creek corridor. of another property helped to stabilise an eroding gully, which COVID-19 delayed the delivery in 2019-20 of a project by Council posed a threat to water quality. and Wildlife Queensland to provide corridors and improve Following the success of the first Scenic Rim Carp Cup held habitat for squirrel gliders in Scenic Rim areas identified as at Boonah in 2018, an encore event was held at Canungra in wildlife hubs. Council will supply participating landowners up October 2019. Managed by Council through the Resilient Rivers to 100 trees or shrubs to establish wildlife corridors in the Kerry Program, the family fun day of fishing at Riverbend Drive Reserve Valley between Beaudesert and Duck Creek, between Knapps attracted 48 participants keen to help rid Scenic Rim waterways Peak and Kooralbyn, and between Kooralbyn and Mount of pest species Carp and Tilapia. 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.

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 Council’s collaboration with the Scenic Rim River Improvement the mid-Logan River targeted for riparian restoration to improve Trust has expanded on previous years’ riparian management habitat connectivity and retain soil on agricultural land to of the Logan and Albert Catchments. The treatment of invasive reduce sediment loads on the Logan River and Moreton Bay. A weed species, Chinese Celtis, which prevents native riparian Landholder Get Together was held in August 2019 at Cochrane’s vegetation from regenerating and destroys the habitat of native Bridge Park in Woodhill to raise property owners’ awareness animals, continued to be the focus of targeted management of their role in contributing to the quality of the Scenic Rim’s works, along with Cats-claw Creeper, an aggressive climber waterways. Supported by the Council of Mayors South East that can smother native vegetation and alter soil chemistry. Queensland, Scenic Rim Regional Council, Logan City Council, The Scenic Rim River Improvement Trust continued its positive Seqwater and Healthy Land and Water, the event was attended landholder engagement in 2019-20, providing rural landholders by 13 landholders with properties located along the Logan River the support needed to tackle heavy infestations of weeds to between Beaudesert and the Cedar Grove weir. The event was enhance waterway health and water quality for the wider Scenic well received, with most landholders open to a potential site visit Rim community and Moreton Bay. to discuss future riverbank restoration works on their properties.

36 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT SUPPORTING ENVIRONMENTAL PROJECTS ASSISTING BUSHFIRE RECOVERY Projects to help conserve threatened species, eliminate invasive Council’s One Million Trees program provided 3,000 native plants weeds and restore native habitat were supported with more for the revegetation of the historic Binna Burra Lodge campgrounds, than $100,000 from Council’s Environmental Grants Program which were devastated by bushfire in September 2019. in 2019-20. A partnership between Council, Belong training, the Queensland Council allocated a total of $101,217 for 29 projects to help local Department of Education and Training, Binna Burra Lodge community groups, landowners and not-for-profit organisations and the Queensland Parks and Wildlife Service delivered a across the region contribute to the enhancement of the Scenic project which resonated with the Beechmont and Binna Burra Rim’s natural values. communities and represented an important step in the journey of community recovery. A total of 34 applications requesting more than $183,000 – almost twice the budget allocation for the year – reflected the commitment The project saw the careful selection, preparation and planting of Scenic Rim residents to maintaining the region’s spectacular of native trees, shrubs and grasses throughout the fire-impacted scenery and healthy environment as part of the shared vision of grounds of Binna Burra Lodge and surrounding rainforest to the Scenic Rim Community Plan. enable local fauna to return to the area. As well as assisting the recovery of the area’s environmental values, the project provided In assessing applications, Council aimed to provide maximum immediate and long-term social, environmental and economic value to the community by supporting the widest range of benefits for the local community and the wider Scenic Rim, worthwhile projects, which resulted in some grant requests supporting the re-introduction of ecotourism and sustainable receiving partial funding. uses of the site sympathetic to nearby Lamington National Park. The treatment of invasive weeds, which contribute to the erosion Three of the 12 Belong trainees in the revegetation project were of stream banks and pose a threat to native plants and animals directly impacted by the September 2019 bushfires, either through by destroying habitat, was a priority for many grant applicants loss of employment at Binna Burra Lodge, fighting the fires as throughout the region. part of the Rural Fire Service, or assisting local landholders to Council’s environmental grants in 2019-20 supported projects move cattle to safer ground. In December 2019, the trainees targeting invasive weeds at Tamborine Mountain, Moogerah, received a Certificate One qualification in Conservation and Land Biddaddaba, Canungra, Lamington, Beechmont, Kalbar, Maroon, Management after completing a program that included a range of Frenches Creek, Rathdowney, Coochin and Carneys Creek. environmental projects across the Scenic Rim. Funding was also provided for a survey of endangered quoll Commencing in mid-2019, the trainees worked on projects at populations within key areas of the Scenic Rim and for a koala Fassifern Reserve at Frazerview, Il-bogan Reserve at Beaudesert, care workshop in Beaudesert. Riverbend Reserve at Canungra, Pioneer Reserve at Beechmont, Council recognises the value of supporting the efforts of Yellow Pinch Reserve at the base of Mount Barney and the Shelf Scenic Rim community groups and landowners who play a Road Reserve on Tamborine Mountain as part of the Queensland major role in protecting the region’s world-class biodiversity and Government’s Skilling Queenslanders for Work Program. its many rare and threatened species, such as the bristlebird, Council’s partnership with Belong Employment has grown glossy black cockatoo and koala, as well as the Scenic Rim’s from strength to strength through a shared passion for the unique vegetation including Brigalow scrub and native environment and helping locals improve their employability macadamia trees. through an 18-week schedule of work to support the regeneration of public spaces in the Scenic Rim.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 37 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 LOOKING AHEAD across the region to secure a sustainable future for the Scenic Council will continue to work in partnership with the Rim. While the future presents many challenges, Council is well community to conserve and enhance the region’s placed to work with local communities, businesses, industries natural values, providing $103,000 for the Environmental and other levels of government in mitigating and adapting to climate change. Grants Program in its 2020-21 Budget. Land For Wildlife property inspections and other environmental An interim statement of intent was adopted by Council in January management activities, which were disrupted by 2020 and its development has been a priority for the new COVID-19, will resume in 2020-21. 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 2016-17 2017-18 2018-19 2019-20 Number of new Voluntary Conservation Agreements 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 COUNCIL NURSERY TREES PLANTED Distributed under Free Trees Program 7,290 6,678 7,840 5684 Trees planted in parks, gardens and cemeteries 620 199 497 266 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 Total 21,464 27,186 19,106 39,080 SCENIC RIM ONE MILLION TREES PROGRAM Rural Trees Initiative 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 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

38 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 39 SustainableAND ProsperousECONOMY

40 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 41 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 The wealth of local employment and training opportunities was launched in November 2019 to reposition the Scenic Rim on the showcased at Council’s inaugural Scenic Rim Jobs and Skills tourism map and bring visitors back to the region following the Fest in November 2019. Some 34 local employers and training September bushfires in the region’s east. Made possible by a providers, ranging from Aldi Supermarkets to Yourtown, set up contribution of $100,000 from Tourism and Events Queensland, stalls in The Centre Beaudesert to market their employment as well as a donation by creative agency Brother and Co, the and training opportunities to secondary students, job seekers campaign to promote the region’s visitor values pitched the and workers considering a career change or simply upskilling. Scenic Rim as “The richest place on earth … in Australia” and Drawing a crowd of almost 200, the event was presented as part began its roll-out ahead of the peak summer holiday season. 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 The Jobs and Skills Fest identified 179 job opportunities and significant number of cancellations by potential visitors, with generated more than 315 expressions of interest for these accommodation and tourism operators continuing to feel positions. While the Scenic Rim’s regional economy is diverse, the pinch several months after the localised disaster. The it continues to rely on its key industries of agri-business, tourism, wider Scenic Rim suffered ongoing economic impacts of the health and wellbeing, along with key service sectors and September bushfires, compounded by the November 2019 construction. Over the next two decades, creating valuable jobs bushfires in the region’s west, from the flow-on effect to many for locals will be a focus of Council’s economic development businesses which support tourism operators by providing goods activities as it seeks to continually build a more diverse, and services. sustainable and vibrant economy. This initial destination marketing campaign highlighted the natural beauty, country charm and unforgettable visitor experiences offered by the Scenic Rim and featured 18 high- profile 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 Jobs andFest Skills 2019 advertising complemented the media exposure generated by Council, including blogs on some of the most widely read APPRENTICESHIPS, TRAINEESHIPS, FULL TIME, PART TIME, CASUAL An interactive event that provides opportunities for local businesses to connect with tourism sites, and coverage on television programs including potential new employees and promote job opportunities in the local area. Jobs andFest Skills 2019 Queensland Weekender and Great Day Out. Wednesday 6 November 10.00am - 12.30pm The Centre Beaudesert, 82 Brisbane Road, Beaudesert CALLING ALL COMMUNITY MEMBERS! PURPOSE: Seeking employment or career advice? Looking for a job? Council partnered with 25 of the region’s tourism operators Support priority industry employers to engage with a broader workforce development initiative and recruitment strategies BENEFITS TO EMPLOYERS: THIS IS THE EVENT FOR YOU! FREE ENTRY! • Access to a targeted workforce Get access to: to offer special deals on its visitscenicrim.com.au destination • Opportunity to pre-screen local candidates to suit your business needs • Grow your own workforce - finding the right person for the right job  Employers  Employment opportunities  Support services in your area • Promote your business needs, requirements and opportunities There are also opportunities to find out more about: website as part of the campaign and acknowledged the • Connect with local schools, providers and stakeholders to support your business • Supporting your local community  Career and training pathway information  Apprenticeship and Traineeship information generosity of the Brother and Co agency, which donated its HOW TO PARTICIPATE: Please complete the following Expression of Interest form. There are two options to participate at the Jobs and Skills Fest 2019 10.00am - 12.30pm WHEN: services to help in the region’s recovery. The second phase of the OPTION 1: CAREERS ZONE EXHIBITOR Wednesday 6 November 2019 This is an opportunity to promote your organisation, be recognised as an employer of choice and attract the best The Centre Beaudesert, SCAN USING YOUR talent by exhibiting your job opportunities, entry level requirements progression pathways, training programs etcWHERE: PHONE CAMERA 82 Brisbane Road, Beaudesert Richest Place on Earth…in Australia campaign, which included OPTION 2: JOBS BOARD The event has a designated jobs board where employers /stakeholders can promote job opportunities, programs, www.ivvy.com.au/event/scenicrim training options and wrap around services. This area has a designated facilitator to guide and support candidates.REGISTER: television commercials in addition to outdoor, digital and press REGISTER NOW! LIMITED SPACES!! advertising, was developed to commence early in 2020-21, with additional bushfire recovery funding from the Australian and For more information: Phone 0438 861 960 scenicrim.qld.gov.au Queensland Governments. Email: [email protected]

42 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT WINNING NATIONAL RECOGNITION DRIVING ECONOMIC GROWTH AND SUSTAINABILITY The Scenic Rim achieved national recognition in August 2019, Council’s five-year economic development strategy, adopted judged Australia’s most outstanding foodie region by some of in February 2020, provides clear direction and a roadmap for the nation’s best chefs and food industry leaders. Winning the the region’s future economic growth and sustainability. Central ‘Outstanding Region’ trophy at the prestigious delicious. Produce to the Scenic Rim Regional Prosperity Strategy 2020-2025 is Awards in Sydney, the Scenic Rim shone on the national stage the goal of creating valuable jobs for local people to build a for its authentic local food movement, underpinned by the highly more diverse, sustainable and dynamic economy, aligned with successful annual Scenic Rim Eat Local Week initiative. the initiatives of the Community Plan and the Corporate Plan. The comprehensive Regional Prosperity Strategy recognises Scenic Rim Eat Local Week was also a winner at the National the importance of partnering with the Scenic Rim business Economic Development Awards in Adelaide in October 2019, community to build a better future for the region. taking the award in the Single Event or Activity category. The Scenic Rim outshone a record number of entries from across While the Scenic Rim faces a number of challenges over the next Australia, including fellow events category finalists Southern two decades, the strategy embraces available opportunities and Grampians Shire Council and Logan City Council, to win the outlines the actions needed to capitalise on those. The region’s award. Council’s award submission was based on the success economy is underpinned by its strong agricultural industries of Eat Local Week 2018, which drew 40,000 people to the region which, along with the Scenic Rim’s vibrant tourism sector that is and contributed more than $2 million to the local economy. growing each year, contribute around 25 per cent to the annual Gross Regional Product of $1.9 billion. Other rapidly growing Through initiatives such as Scenic Rim Eat Local Week and the sectors in the Scenic Rim include health and wellbeing, transport year-round Eat Local Scenic Rim ‘accredited locavores’ program, and logistics, creative industries and business development Council has provided an opportunity for producers to collaborate services. Major infrastructure projects such as Inland Rail and the and cross-promote to create strong working relationships built expansion of large-scale industries, primarily in the Bromelton on a shared passion for a stunningly beautiful and productive State Development Area, will help to attract investment. region. Council’s small and dedicated team behind Scenic Rim Eat Local Week has worked closely with local food and beverage In 2019-20, Council initiated a Bromelton Steering Group producers to create a grassroots movement, connecting including a range of stakeholders who met regularly during consumers with producers, to not only strengthen the local the year to identify any obstacles to development at the economy but also the social fabric of the region. Bromelton State Development Area and work collaboratively to resolve these issues. The remit of this group was subsequently ATTRACTING INVESTMENT broadened, becoming the Scenic Rim Strategic Coordination An Investment Attraction Incentives Program, adopted by Group and including other developments such as the proposed Council in January 2020, will give the Scenic Rim a competitive Scenic Rim Agricultural Industrial Precinct and the Beaudesert edge and make it easier for business to thrive in the region. Enterprise Precinct. 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. Incentives To bring your business to the Scenic Rim Existing businesses and new investors will benefit from a case management approach by Council, which may include support At Scenic Rim Regional Council, we support strong sustainable economic growth by providing assistance for both new and existing businesses wishing to invest in the region. ranging from concept meetings and pre-lodgement meetings To support your business, we are offering the Scenic Rim Investment Incentives Program which includes a range of services to suit the needs of business, developers and investors. through to assistance with development applications. Council HOW WE CAN HELP

Our Regional Prosperity team will be your first point of contact and will: will also work with eligible businesses to ease the pressure of • provide you with a variety of local information and market intelligence Partnering • assist you to identify and select a suitable site or premises • facilitate assistance with development applicationsScenic Rim infrastructure charges, with the program offering the potential to for • facilitate assistance with referral agencies, and • organise access to free of charge concept meetings where you can 2020 - 2025 explore opportunities with our Planning team. This isRegional completed Prosperity Strategy before a pre-lodgement meeting or the development application defer infrastructure charges on a case-by-case basis. prosperity being lodged and committing to the associated costs. We also offer a deferral of infrastructure charges for eligible developments - see below for more information. The Investment Attraction Incentive Program Policy and DEFERRAL OF INFRASTRUCTURE CHARGES the Scenic Rim Investment Attraction Incentives Program - FOR ELIGIBLE DEVELOPMENTS If your proposed development will deliver sustainable economic development and growth outcomes in alignment with Council’s planning objectives, we offer a deferral on the payment of your infrastructure Infrastructure Charges Deferral Guideline were released in charges as outlined below. • The deferral is for infrastructure charges payable on Council approved development applications only. INVEST IN THE SCENIC RIM TO ACCESS: February 2020, following Council’s adoption of the overarching • This deferral of charges applies to infrastructure charges for approved • enviable rural living and housing/land eligible uses within the Scenic Rim region (please note residential affordability developments are not considered eligible). Scenic Rim Regional Prosperity Strategy 2020-2025. • strong local workforce • Once the properly made development application is approved by • existing interstate rail connection and Council, commencement of use must occur within three years for the future Inland Rail deferral of infrastructure charges to apply. • road connections across South East • The deferral of infrastructure charges will be administered via an Queensland Infrastructure Agreement, which reflects Council’s Investment • export/import markets via Port of Attraction Incentives Program Policy. Brisbane and Brisbane, Gold Coast The Scenic Rim Investment Attraction Incentives Program Policy and Guidelines are and Wellcamp Airports (all within available on Council’s website under Council Policies and Documents. two hour drive)

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 43 SUPPORTING LOCAL EMPLOYMENT PIVOTING EAT LOCAL WEEK Local jobseekers and employers are now able to connect COVID-19 forced the cancellation of Scenic Rim Eat Local more easily, following the launch in May 2020 of a new Scenic Week, which was to have celebrated its 10th anniversary from Rim Jobs online ‘talent community’ portal to support local 27 June to 5 July 2020. Annually, Eat Local Week attracts as employment. The portal provides a one-stop shop where many as 40,000 people to the Scenic Rim and contributes some Scenic Rim residents looking for local work can build and $2 million to the local economy, so the announcement of its upload resumes and apply online for local jobs, and where local cancellation on 31 March 2020 was a major disappointment to businesses can post vacancies and fill roles with skilled local Council, to the many local businesses involved in the event and people. It also provides access to information to help jobseekers to the many loyal fans from the region and beyond who regularly explore career pathways and access training opportunities. attend the program of events. As part of its Economic Stimulus Package developed to address the impacts of COVID-19 and, in The site was launched to address one of the findings that particular, to help minimise the impacts of the cancellation of Eat became evident during the development of the Scenic Rim Local Week 2020, Council worked closely with the region’s food Regional Prosperity Strategy, which showed that 40 per cent of producers to develop a sales, logistics and delivery solution to working people living in the region travelled out of the Scenic deliver growth opportunities, through supporting the launch of Rim each day to work in Gold Coast, Brisbane, Ipswich and Scenic Rim Farm Box. Logan. The lack of local jobs has also forced many young families, who moved to the Scenic Rim for its lifestyle and The new Scenic Rim Farm Box initiative, developed by local affordability, to leave the region to move closer to employment vegetable grower and processer Kalfresh, received Council opportunities. support to augment their own significant investment, and launched on 17 April to 2020 to deliver the best of the Scenic The Scenic Rim Jobs site was developed with support from the Rim to households in Brisbane and beyond. The first boxes Queensland Government’s Regional Skills Investment Strategy were delivered in early May, filled to the brim with farm-fresh, Project and complements the Scenic Rim Regional Prosperity seasonal goods and products grown or made in the Scenic Strategy 2020-2025. Regional Skills Investment Strategy projects Rim. Suppliers to Scenic Rim Farm Box must be Eat Local promote local training pathways tailored to local employment Scenic Rim Accredited Locavores or be able to meet the same opportunities through industry collaboration on current criteria. They must also meet food safety, capability and quality workforce training and skills issues in priority industry areas. requirements as assessed by Scenic Rim Farm Box. Council will continue to work in 2020-21 with local businesses, As well as filling the gap left by the cancellation of Eat Local to understand the future skills needs of their workforce, and Week, the Scenic Rim Farm Box initiative has helped to keep with training providers to ensure there is an opportunity to jobs in the Scenic Rim and strengthen the region’s connection deliver local training for Scenic Rim workers. Funding from the with consumers. Department of Education, Small Business and Training enabled Council to engage a Regional Skills Investment Strategy Co- Building on the agricultural community’s stoic spirit that has seen ordinator for two years to assist workforce development in the the region rise to many decades of challenge and change, the region. In the first 12 months, engagement with more than 330 long-term benefits of the farm box concept will go beyond the employers supported 139 businesses to achieve employment COVID-19 situation. In its first three months of operation, 2,000 outcomes and 176 businesses with training outcomes. 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.

44 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 45 MINIMISING LONG-TERM ECONOMIC IMPACTS Modifying planning and development As previously outlined, an economic stimulus package to • Council suspended the recovery of infrastructure charges. minimise the impact of COVID-19 on the Scenic Rim’s economy • Council temporarily provided flexibility outside of some was approved by Council in March 2020. The initial Scenic Rim development conditions (where health and safety were Economic Stimulus Package: COVID-19 was approved until 30 not affected). June 2020 and complemented the stimulus packages previously Supporting Scenic Rim businesses announced by the Australian and Queensland governments. It provided a foundation for the region’s recovery, supporting • Council’s dedicated Regional Prosperity team assisted the Scenic Rim communities and local businesses to manage short- business community by responding to emerging needs and term cash flow and help keep people employed, to minimise helping them to access available Australian and Queensland the long-term impact of COVID-19 to the local economy. More Government support. than 90 per cent of the Scenic Rim’s 4,500 businesses are small • Council assisted businesses in accessing external independent businesses, supporting the regional economy and providing jobs mentors for tailored financial mentoring and business planning for local people. Key features of the package included: support. Adapting rates policy • Council provided access to an external, independent counselling service for business owners and operators needing support. • Council suspended the application of interest for all ratepayers with outstanding rates and charges for the period of 1 March • Council worked with the region’s agri-businesses and food to 30 June 2020. producers to develop Scenic Rim Farm Box, a providore sales, logistics and delivery solution to open up growth opportunities. • Council suspended ongoing debt recovery action in relation to overdue rates. • Council shared information its website and social media platforms about new and existing services being offered Prioritising payment of invoices for local businesses during COVID-19, such as restaurants offering takeaways. • Council expedited payment of all certified invoices from local • Council launched the One Scenic Rim campaign to encourage suppliers within seven days, once received by Council, to regional pride and support local spending. support local businesses’ cash flow (terms were previously Council maintained previously allocated events sponsorship 30 days). • funding for events that were postponed. Prioritising procurement with Scenic Rim-based Supporting community and culture businesses • Council moved to assess applications submitted under Round • Council ensured all requests for quotes, where appropriate, 2 of Council’s Community Grants, with a view to providing include at least two local businesses to increase the share of more flexibility under the grant guidelines. local spend. • Council’s Community Development team continued to provide Refunding of fees and charges support to community groups and organisations. • Council refunded booking fees paid for any cancelled events at The Scenic Rim Economic Stimulus Package: COVID-19 also venues owned and operated by Scenic Rim Regional Council. included advocacy to other levels of government to obtain Providing rent relief funding for the Scenic Rim to reduce the pandemic’s economic impact on the community. • Council provided, on a case-by-case basis, rent relief for tenants of Council-owned commercial properties who required support.

46 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT SUPPORTING ECONOMIC RECOVERY ADVOCATING FOR SUPPORT Scenic Rim communities and businesses were asked to show Council welcomed the announcement in December 2019 of a their local pride and support for the region’s economic recovery $2 million tourism recovery package funded jointly by the by uniting behind the One Scenic Rim campaign launched by Australian and Queensland governments under the Disaster Council in May 2020. Recovery Funding Arrangements. Working with a range of parties - including the Queensland Reconstruction Authority, As social distancing and isolation became the norm during Department of Innovation and Tourism Industry Development, COVID-19, the One Scenic Rim campaign aimed to bring the Department of Small Business, Education and Training and many community together as one, as the region faced one of its of the region’s hundreds of tourism and hospitality businesses - greatest ever economic and social challenges. Council advocated for much-needed support following bushfires Building on the community spirit that came to the fore during which devastated the Scenic Rim’s tourism industry. floods, droughts and the bushfires of 2019, the One Scenic Although only a very small percentage of the region was directly Rim concept was developed as an extension of the work by affected by the September and November bushfires, Council Council and Visit Scenic Rim to support local businesses during calculated the economic impacts to the region in excess of $10 COVID-19. million, with annualised impacts several times that amount, as It began early in the COVID-19 journey when Council developed the perception that the region was unsafe to visit prompted and broadly distributed a brochure urging members of the numerous cancellations and the discontinuation of bookings. community to look out for one another and promoted the The $2 million of federal and state government funds were importance of supporting local businesses through its Visit allocated to tourism marketing and appointment of industry Scenic Rim and Eat Local Week digital platforms. recovery officers to help attract visitors back to the region. While the One Scenic Rim concept was created by Council, it In May 2020, the Queensland Government announced funding is seen as a long-term regional brand with key messages that of $1.8 million for an exciting tourism development Hazelwood will be owned by the entire Scenic Rim community - residents, Estate at Beechmont through the Attracting Tourism Fund. businesses, Council employees and visitors to the region. All Council welcomed the announcement as a significant step were invited to embrace One Scenic Rim by: forward for the Scenic Rim in its recovery from the impacts of bushfires and COVID-19. Hazelwood Estate, whose luxury supporting local businesses and buying locally wherever • accommodation is expected to open in early 2021, is tipped possible to attract an extra 18,000 tourists annually to the Scenic Rim, • showing pride and pledging support by using the offering visitors another way to enjoy the stunning natural #onescenicrim social media assets and pledging support to environment of Beechmont and neighbouring Binna Burra buy locally and pumping an extra $4.5 million into the economy. sharing stories on social media and showing regional pride by • In 2019-20, Council’s advocacy work helped secure $145,000 of using the #onescenicrim, and funding for a new event for the region, POPera in the Paddock, to • adding their business or community group to Council’s online be delivered in conjunction with the Queensland Music Festival directory to reach the Scenic Rim community. 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 47 48 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT OpenAND ResponsiveGOVERNMENT 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 Council recognises the importance of facilitating a productive, improvement. The appointment of a new General Manager engaged and stable workforce and supported the well-being, People and Strategy in January 2020 has seen a renewed focus inclusion and enhanced experience of employees in 2019-20 on building team capability and an investment in streamlining through: processes and practices to improve team capacity and deliver recruiting and retaining a workforce that continues to reflect higher levels of efficiency. This included a resourcing review and • the diversity of the community the initiation of an employment policy framework review. • empowering a motivated workforce to shape employment The remarkable capacity of Council’s workforce to adapt to success rapidly changing circumstances was seen in the succession of improving awareness of Council’s Employee Assistance disasters - drought, flood, fire and the COVID-19 pandemic - • Program (EAP) and support services, by promoting the that impacted the Scenic Rim community in 2019-20. COVID-19 importance of mental health and wellbeing and raising presented unprecedented challenges and risk to Council’s awareness of domestic and family violence, and workforce, operations and communities. • recognising valued employees for their service delivery in line Council responded promptly and proactively by initiating a with Council’s values. COVID-19 Special Disaster Management Steering Committee A culture of positive and collaborative relationships between and implementing a COVID-19 Risk Action Plan with business • employees, leaders and employee organisations and agencies continuity and workforce contingency planning. With a focus was fostered in 2019-20 through: on business continuity, workforce retention and the safety and well-being of Council employees, a working-from-home • consistent and equitable treatment of the workforce in line framework was promptly developed in response to Queensland with existing legislation, industrial instruments and policies Government directives. • proactive and effective communication between employees and leaders More than 50 per cent of the workforce - approximately 230 employees - transitioned to working from home. Employees • a proactive approach to swiftly resolve workforce issues at the who were responsible for delivering programs and activities lowest level impacted by closures in response to COVID-19 health directives • proactive management of performance and conduct, and .were re-deployed to support emergent service demands. • consolidation of a framework for effective dialogue and Operational changes were enacted to mitigate risk for field- bargaining with relevant unions. based 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.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 49 RECRUITING HIGH-PERFORMING EMPLOYEES was delayed due to COVID-19 restrictions, it is hoped that Enhancements to Council’s employment practices were negotiations to establish a new Certified Agreement will undertaken during 2019-20 to attract, recruit and retain high- commence with the relevant unions in the first half of the performing employees. The digitalisation of recruitment and 2020-21 financial year. selection processes has provided for job applications to be ENSURING A CULTURE OF WORKPLACE HEALTH lodged and assessed via an e-platform and contributed to AND SAFETY business continuity during COVID-19 restrictions. Council’s team approach to workplace health and safety aims Council offers a range of benefits including competitive salaries, to ensure that all employees ‘think safe, work safe and go home superannuation and salary sacrificing schemes, to attract and safe’. The health and wellbeing of employees, their families and retain talented employees. In 2019-20 work was undertaken to: the broader community is supported by Council’s wide range of • improve awareness of local government employee benefits, work health and safety (WHS) processes and procedures. including salary packaging and superannuation co-contribution In 2019-20, the focus was on the induction of employees opportunities engaged by Council to ensure compliance with Council’s • establish workforce data reporting and analysis processes, and standards, particularly during COVID-19. The Work Health • provide workforce flexibility to balance work, financial and and Safety team’s development of an online WHS induction, personal commitments and retain a productive workforce which was subsequently user tested and trialled, enabled 15 during the COVID-19 pandemic. new employees to complete their induction during COVID-19 restrictions and ensured Council continued to meet its safety BUILDING WORKFORCE CAPABILITY obligations during the pandemic. Council recognises the importance of investing in learning and An audit of Council undertaken by Local Government Workcare development initiatives to enable employees to work towards (LGW) in the first quarter of 2019-20, included scheduled meetings achieving the shared vision for the region’s future as identified with employees from all levels of the organisation and site visits to in the seven themes of the Scenic Rim Community Plan. In all areas within the region. The audit was carried out to: 2019-20, on-the-job and off-the-job pathways to learning were provided by Council to employees. • ascertain Council’s compliance with the performance benchmark set by LGW for self-insurance purposes To build a more skilled and agile workforce, Council has collaborated with the Department of Education, Small Business • identify WHS risks that may impact the business and/or the and Training to identify government funding opportunities to welfare of Council employees assist employees in developing workplace skills and technical • identify organisational gaps and opportunities for improvement knowledge. In 2019-20, skills shortage priority groups were • assess the effectiveness of the documented Workplace Health identified, two apprentices and four trainees completed their and Safety Management System, and training and a subsequent 2020 intake of two apprentices and assess WHS performances at different levels and functions five trainees commenced training. In addition, a bid was lodged • across the organisation. with the Local Government Association of Queensland for a 2021 intake. Council received an overall performance score of 66.5 per cent, which included eight non-conformances, against a benchmark As well as promoting training and employment opportunities of 70 per cent. Council acted quickly to resource a project to within the Scenic Rim, a job fest careers day hosted by Council address the audit’s recommendations, with significant progress in November 2019 helped to raise awareness of the career, made in 2019-20 against the prioritised actions. training and apprenticeship initiatives and opportunities available within Council. Good practices highlighted during the audit were Council’s: The introduction of existing workers to traineeships in civil • safety culture construction and the facilitation of legislative compliance training consultation, communication and access to information and professional development opportunities affirms Council’s • commitment to building existing worker capability through • planning – risk identification formal training. • safety operating procedure – inductions emergency management WORKING TOWARDS A NEW CERTIFIED AGREEMENT • maintenance and testing programs, and The establishment of a Joint Consultative Committee (JCC) • in 2018-19 provided a forum for Council, relevant unions and • housekeeping practices. employees to discuss and share information about current Council’s focus on safety is reflected in its information sharing employment terms and conditions and policies, procedures with employees and monitoring of compliance. Employees and concerns relating to Council’s workforce. Council’s diverse are required to complete monthly work health and safety workforce is represented at JCC by the Australian Workers’ questionnaires and the monthly employees newsletter includes Union Queensland, the Transport Workers’ Union, Professionals a topical item relating to workplace health and safety. Australia, the Australian Manufacturing Workers Union Queensland, the Construction, Forestry, Mining and Energy Safe work practices and reduced lost-time injuries across Union and The Services Union. Council’s workforce have resulted in a reduction in Council’s A revised JCC Terms of Reference was adopted in early 2020 workplace insurance premiums. To consolidate on its improved and Council commenced preparations for enterprise bargaining. safety statistics, Council’s investment in health and wellbeing Although the existing Certified Agreement nominally expired in activities for employees in 2019-20 included safe work month 2014, Council has continued to implement administrative salary sessions featuring motivational guest speaker and safety increases for its employees on an annual basis, as a gesture of advocate, Garry Nichols from Worksafe Queensland. His passion goodwill and in recognition of the ongoing commitment and for workplace safety, inspired by an incident that almost cost him dedication of its workforce. While the opportunity to modernise his life, left a lasting impression on the 188 employees who each the industrial instrument through enterprise bargaining attended one of three sessions presented in November 2019.

50 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT The table below captures Council’s workplace incidents that APPOINTING NEW AUDIT COMMITTEE MEMBERS have resulted in lost time and days lost due to injuries. Council’s Audit and Risk Committee changed substantially in 2019-20 with the appointment of two new, independent LOST TIME LOST TIME INJURY FINANCIAL YEAR DURATION RATE members and the retirement of Councillor Nigel Waistell prior INCIDENTS FREQUENCY RATE to the March 2020 local government elections. Cr Waistell’s 2019-20 6 170 days 9.24 position on the committee was filled by newly elected Councillor 2018-19 7 61 days 10.99 Derek Swanborough and two new independent members were recruited as the terms of Chair Jason Evans and Amanda Pafumi 2017-18 5 252 days 7.58 expired. Mayor Greg Christensen is the only member to have served on the previous committee of four. PROVIDING ASSURANCE Council’s Assurance Framework was further strengthened Council sought individuals of a high calibre for the two in 2019-20 with the insourcing of its internal audit function, independent member positions and appointed Stephen Coates which was combined with risk management and business as Chair and Melissa Jacobs following an extensive recruitment improvement. The internal audit function supports the move and selection process. Mr Coates is the current President of the towards more efficient and effective processes and systems, Institute of Internal Auditors Australia and Mrs Jacobs’ recent aligned with Council’s focus on continuous improvement and experience included the management of risk on the Gold Coast aims to: Commonwealth Games Committee. The risk management model she developed for the Commonwealth Games was • provide assurance that processes and internal controls are in commended by the Queensland Audit Office as a benchmark place to ensure accountability and compliance for risk management practices. provide assurance that Council’s systems produce expected • As required under the Local Government Act 2009 and the outcomes Financial and Performance Management Standard 2009, • identify opportunities for improved performance and Council’s Audit and Risk Committee meets quarterly. The Audit efficiencies, and and Risk Committee has been established to: identify processes to reduce Council’s risks. • • provide Council with assurance that all financial and non- During 2019-20, Council’s new Internal Audit Charter and financial internal control and risk management functions are Internal Audit Manual were created and approved. In addition a operating effectively and reliably new annual and three-year Internal Audit Plans were approved • provide an independent review of Council’s reporting functions and new Audit Issue tracking software was installed. Reviews to ensure the integrity of financial reports focused on Council’s Policy Register and Associated Procedures • provide strong and effective oversight of the internal audit and its fraud and risk management structure. A Continuous function Assurance Program, using new data-analytical software, was commenced and oversight was provided for the implementation • provide oversight of the implementation of accepted audit of recommendations from reviews of Council’s cyber security recommendations, and and work health and safety processes. • ensure that Council effectively monitors compliance with legislative and regulatory requirements and promotes a culture Council’s Audit and Risk Committee’s Terms of Reference were committed to lawful and ethical behaviour. reviewed and two new independent members, with a wealth of industry experience, were appointed to the committee, taking up their positions in June 2020.

Stephen Coates and Melissa Jacobs

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 51 The committee does not replace or replicate established Following governance arrangements being established management responsibilities and delegations, the responsibilities to respond to COVID-19, a range of activities was quickly of other executive management groups within Scenic Rim implemented to respond to emerging issues, which included: Regional Council, or the reporting lines and responsibilities of Council teams being split across locations or work sites external audit functions. • to ensure continuity in the event that employees from one As required by legislation, it provides prompt and constructive location became infected reports on its findings directly to Council and is directly • contingency plans being identified for critical roles/functions responsible and accountable to the full Council for carrying out rotations of teams being established, for example to provide its duties and responsibilities. The committee must, at all times, • for half a team in one week and the other half in the next week recognise that primary responsibility for Council’s management when a core of members was required onsite rests with the Chief Executive Officer. • the roll-out of employees, who could perform their roles from In discharging its responsibilities, the committee has the authority home, being equipped to work remotely to: • a small number of employees who could not perform their • conduct or authorise investigations into matters within its roles from home remaining in Council facilities scope of responsibility and access information, records and • field employees adapting their work practices to adhere to Council personnel for such purpose social distancing guidelines, and • request the attendance of any employee, including executive • the rapid development of a set of guidelines to facilitate employees, at committee meetings workforce management during this challenging time. • conduct meetings with Council’s internal and external auditors, With the health, safety and wellbeing of residents, ratepayers, as necessary, and employees and the broader community of paramount importance, • seek advice from external parties, as necessary. the Scenic Rim Local Disaster Management Group moved to In addition to the four permanent committee members, the ‘stand-up’ status on 23 March 2020, with all relevant agencies following persons are invited to attend the committee’s meetings activated to support the community. Council responded quickly as observers: to the evolving health advice, implementing changes across its operations to align with increasing government restrictions. • the Chief Executive Officer, all General Managers and other During March 2020, Council suspended the delivery of all public relevant Council Officers such as Principal Specialist - Internal programs, events and activities. The unprecedented pandemic Audit, Risk and Improvement and Principal Specialist - event and subsequent government restrictions resulted in Governance and Assurance the closure of Council libraries, cultural centres, playgrounds, • a person appointed by the Queensland Audit Office skateparks, barbecues in parks, public pools, camping grounds • external auditors and financial advisors as required, although and community-leased facilities. All other essential services must attend any meetings pertaining to the Annual Financial continued uninterrupted, including road maintenance, compliance Report, and and park maintenance, business and community support, licensing and permit applications, building/plumbing and Councillors who are not committee members. • development approvals, the customer contact call centre and MANAGING RISK DURING COVID-19 Council’s waste collection, waste transfer stations and fill sites. Impacts of the COVID-19 pandemic have been a major focus Innovative alternatives were developed enabling Council to safely of Council’s risk management activities from early 2020 continue its delivery of cultural, library and community programs onwards. Restrictions implemented by both the Australian during the COVID-19 restrictions. As restrictions in Queensland and Queensland governments to ‘flatten the curve’ and slow began to ease, the Scenic Rim Disaster Management Group the increasing spread of the virus began to impact Council’s changed its status to ‘lean forward’ on 8 May 2020, however operations and services during February 2020. A robust and messaging continued to be delivered to the community considered risk management approach was taken to ensure concerning the need to maintain good hygiene practices and a comprehensive understanding of the risks associated with social distancing according to government guidelines. COVID-19. This resulted in identifying more than 120 risks, which were mitigated by a comprehensive array of controls and An important milestone in the region’s social and economic treatments. recovery was the Queensland Government’s stage one easing of restrictions from midnight 15 May 2020, enabling the reopening Council promptly escalated the situation to a Disaster of Council playgrounds and barbecue facilities. Council libraries Management scenario to address the issues with required reopened on 18 May 2020, for a ‘click and collect’ service only, urgency and to support the implementation of Business while Council swimming pools remained closed, as usual, for Continuity Plans across the organisation and ensure the winter. Customer Service Centres reopened on Monday 25 May continued delivery of services to the community. The risk 2020, with sneeze guards and floor markers to indicate social approach was defined and agreed at a full-day risk workshop distancing and, for the first time, Council broadcast audio of its held on 16 March 2020, with subsequent meetings continuing to Ordinary Meeting live via its website. On 8 June 2020, as part of be held on a weekly or fortnightly basis timed with government its Economic Stimulus Package: COVID-19, Council announced announcements or other requirements. The Executive the availability of free counselling sessions with independent Leadership Team established daily meetings to facilitate the professionals, Capacity Consulting, also known as Lavender timely discussion and resolution of emerging issues at a high House, for businesses and individuals impacted by COVID-19. level. 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.

52 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.

MAINTAINING A HIGH STANDARD OF SERVICE DELIVERY FOCUSING ON OUR CUSTOMERS Council’s Customer Contact Team embraced the challenges As the next stage of the Refresh and Refocus program presented by COVID-19, continuing to deliver a high standard announced in August 2018, Council embarked on a journey to of service to the community through the Scenic Rim’s three improve its interactions with customers, mobilising the Customer Customer Service and Administration Centres. Centricity Project in 2019-20. In 2019-20, the Customer Contact Team received a total of 46,147 The development and approval of the Project Charter and calls, with an extremely low abandonment rate of two per cent, Project Plan for the Customer Centricity Project provided the and 37,932 incoming calls answered within 30 seconds. framework, objectives and outcomes for the project, aligned with Council’s commitment to develop a contemporary and customer- The Customer Contact Team is passionate about providing an focused organisation. excellent customer experience and is committed to continually improving its service to the community. Customers have Extensive engagement and consultation were undertaken continued to prefer to telephone Council to lodge requests for with key internal and external stakeholders to gain information to services, such as a new or replacement wheelie bin, report a lost develop a modern Customer Charter, which was adopted or found animal or to report damage to roads. by Council on 22 June 2020. The Customer Charter vision, intent and commitments will be underpinned by a Customer There was an increase of 13.2 per cent in the number of Experience Strategy and Customer Improvements Plan currently telephone calls received by Customer Contact, resulting in a under development. 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.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 53 MANAGING COMPLAINTS RESPONDING TO INFORMATION REQUESTS Local governments are accountable to their communities and The provisions of the Right to Information Act 2009 and the Council welcomes feedback, whether positive or negative. Information Privacy Act 2009 acknowledge the need for Council respects the right of individuals to lodge a complaint and openness and accountability by government, balanced by the is committed to managing complaints responsibly, efficiently, need to protect individual privacy. Information held by Council effectively, fairly and economically. Under the Local Government may be released administratively on request if it is in the public Act 2009, issues which are within the scope of Administrative interest to do so, unless protected by the provisions of the Action Complaints about councils include: Information Privacy Act 2009. Formal application processes are applied where information requests need to be assessed to a decision, or a failure to make a decision, including a failure to • determine if it is contrary to the public interest to give access. provide a written statement of reasons for a decision • an act, or a failure to act There were no outstanding Right to Information access applications at the end of the reporting period and no the formulation of a proposal or intention, or • outstanding information privacy applications as at 30 June 2020. • the making of a recommendation. Scenic Rim Regional Council manages Administrative Action RIGHT TO Complaints through a three-stage process comprising: INFORMATION 2015-16 2016-17 2017-18 2018-19 2019-20 APPLICATIONS • Stage 1: By the Council business unit to which the subject On hand at start matter relates 1 0 1 2 2 of period • Stage 2: Internal review of Stage 1 decisions by the Chief Executive Officer, and Received 5 7 9 6 3 • Stage 3: External review of Stage 2 decisions by the Withdrawn 2 4 2 3 2 Queensland Ombudsman’s Office. Finalised 4 2 6 3 1 This process has ensured that matters raised have been Outstanding at end 0 1 2 2 2 adequately considered, that complainants have been afforded of period natural justice and the complaint issues have generally been resolved satisfactorily, as shown by the table below:

ADMINISTRATIVE ACTION 2017-18 2018-19 2019-20 LOOKING AHEAD COMPLAINTS Not Not The Customer Charter vision, intent and Stage 1 complaints 0* reported reported commitments to develop a contemporary and customer-focused organisation will be underpinned Stage 2 reviews 20 7 7 by a Customer Experience Strategy and Customer Resolved under AAC process 19 6 9 Improvements Plan to be completed in 2020-21. Not resolved at end of period 1 2 0 With the easing of COVID-19 restrictions, it is * moratorium sought from the Queensland Ombudsman’s Office around the reporting requirements. anticipated that enterprise bargaining negotiations, to establish a new Certified Agreement, may Council is committed to dealing fairly with all complaints and the commence with relevant unions in the first half complaints process is established to: of 2020-21. • 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.

54 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 55 RelaxedLIVING AND RURAL Lifestyle 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 .

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 57 STREAMLINING DEVELOPMENT ASSESSMENTS The number of Class 1 dwelling building approvals issued by A new policy to streamline development assessments was private building certifiers and Council certifiers totalled 197 for adopted in October 2019 to save time and money for both the 2019-20 period, with the market experiencing a decline Council and members of the business and wider community. of three per cent in new dwelling construction for the year. The policy, Providing Draft Conditions for Development Tightening access to finance and investor uncertainty, combined Assessment and its supporting guideline, enable development with the economic impacts of the COVID-19 crisis, contributed to assessment planners to issue draft conditions for an approval the downturn in the building industry, which also saw a decrease prior to issuing a formal decision notice. of five per cent in the number of plumbing approvals issued in 2019-20, compared with the previous year. The number of The policy reflects Council’s commitment to better meet the regulatory plumbing inspections also decreased slightly across needs of its customers and improve processes by avoiding the region during this period. potential delays that can restrict business and impact the local economy. Aimed to improve efficiencies and avoid unnecessary ENSURING LEGISLATIVE COMPLIANCE costs and delays, for both Council and applicants, it enables Council has continued its effective delivery of services to ensure development proposals to be progressed while ensuring the Scenic Rim’s compliance with a wide range of local laws and appropriate planning outcomes are achieved. Queensland Government legislation covering building, planning The clarification of conditions around a development application and the environment. During 2019-20, Council’s compliance before a decision notice is formally issued means that any officers responded to a wide range of customer requests relating discrepancies can be resolved, potentially allowing the to the Building Act 1975, the Planning Act 2016, Environmental development to start without having to enter into a negotiation Protection Act 1994 and local laws. process that costs Council and the applicant time and money. Audits of high-profile development approvals, relating specifically Introduction of the new policy has not meant a relaxation of to quarries and ground water extraction, were carried out process in assessing development applications and Council has to ensure that residential amenity, traffic nuisance and continued to impose conditions considered necessary to protect environmental concerns were monitored. the community and the environment. The community’s high expectations for safe residential accommodation was reflected in the number of enquiries FAST-TRACKING PLUMBING APPROVALS received in relation to individuals living in unapproved structures. Scenic Rim’s approach to adapting its processes prior to Complaints received under the Building Act 1975 related Queensland’s new plumbing laws being introduced on 1 July to the unlawful residential occupation of sheds and other 2019 has provided a model for other local governments. similar structures, unlawful residential occupation of caravans, The streamlined framework of the Plumbing and Drainage Act dangerous and dilapidated buildings and pool safety barriers. 2018 and Plumbing Regulation 2019 aims to deliver fast-tracked The high number of complaints to Council relating to protected plumbing approvals to save businesses and individuals time and vegetation, waterways and wildlife reflects the premium placed by money and enhance community safety. the Scenic Rim community on the region’s environmental values. While the new laws have provided tougher penalties for Complaints received by Council under the Planning Act 2016 in plumbers, drainers and gasfitters who endanger public health 2019-20 related to unlawful vegetation clearing, non-compliance and safety, they have also enabled the fast tracking of plumbing with development approval conditions - such as quarrying and applications associated with dwellings and sheds in areas ground water extraction activities – and unapproved earthworks connected to water and sewerage. and unlawful land uses, for example unapproved home businesses, transport depots, tourist parks, and dual occupancies. Under the new laws, Council assesses plumbing applications Water contamination complaints were investigated by Council on a two-day turnaround for premises to be connected to water under the Environmental Protection Act 1994. and sewerage. The previous statutory assessment period was 20 days. This is a great outcome for the building industry as it helps Throughout 2019-20, Council conducted many joint construction progress more rapidly. investigations with officers from the Queensland Government’s Department of Agriculture and Fisheries and the Department Building on its community engagement with key stakeholders, of Environment and Science. These collaborations resulted in including plumbers, service agents, builders and building residents receiving information and advice which has led to certifiers in May 2019, Council developed information packages improved outcomes for the region. which were made available on Council’s website as the new laws came into effect. Council’s investigation of complaints relating to matters covered by local laws included unlawful roadside advertisements MANAGING BUILDING AND PLUMBING APPROVALS and licensing of advertising devices, goods on road reserves, The COVID-19 pandemic has further hampered the building unapproved driveway accesses and unlawful activities in industry’s recovery in 2019-20, following the downturn in 2018- cemeteries. 19, which was reflected in the decrease in the total number of Council has taken a lead role in making positive changes to the building and plumbing approvals issued across the Scenic Rim way in which it communicates with members of the community area compared with the previous year. There was another decrease in relation to compliance issues. Every action now taken is in the total number of building and plumbing approvals issued in preceded by a telephone conversation, or personal site visit, 2019-20. ensuring that customers are provided with all the relevant The number of building approvals issued by private certifiers information to empower them to make informed decisions to decreased by five percent to 647 compared to the 2018-19 year, enable them to comply with Queensland and local government however the number of building approvals issued by Council regulations. rose by five percent to 166 compared to the previous year.

58 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT The table below shows the types of development applications SEEKING NATIONAL PARK STATUS FOR processed by Council under the Planning Act 2016 during the MOUNTAIN RESERVE past four years. Council has requested the Queensland Government to consider making a Tamborine Mountain reserve a national park due to 2016-17 2017-18 2018-19 2019-20 its environmental values. In August 2019, Council declined the Development Applications Processed Department of Natural Resources, Mines and Energy’s request for Scenic Rim Regional Council to become trustee of the - Material Change of Use 123 118 80 90 Queensland Government’s 92-hectare site at Wongawallan Road - Reconfiguration of a Lot 36 43 43 25 due to potential fire risks and ongoing maintenance costs to - Operational Works (signage) 9 7 3 2 the community. - Change of Development conditions 12 33 27 28 With significant vegetation and natural habitat, the land adjoins - Extension of Time 10 24 14 23 large areas of undeveloped land, including the Panorama Point section of the Tamborine National Park. While this provides - Building Envelope Approval 0 4 0 0 an ideal conservation zone, Council considered the area more - Building Envelope amendment 0 15 18 8 appropriate for national park status given the financial risks - New lots approved 116 158 140 144 and liabilities Council would assume for fire management and ongoing maintenance costs if it was to take on the reserve. - Survey Plans signed NA NA 58 51 - Planning Certificates issued NA NA 37 26 - Flood Certificates issued NA NA 103 89 - Operational Works for land NA NA 25 30 LOOKING AHEAD development A Smart Region Strategy is to be developed in the The table below shows the applications processed by Council first half of 2020-21 . under the Plumbing and Drainage Act 2002 and the Building Act 1975 during the past four years. A grant of $37,500 from the Australian Government’s Building Better Regions Fund 2016-17 2017-18 2018-19 2019-20 will contribute to Council engaging a specialist Facilities registered under the Plumbing and Drainage Act 2002 provider to assist in delivering a strategy and - Backflow prevention devices 610 588 692 787 implementation plan with the aim of encouraging innovation in the Scenic Rim . - On-site sewerage facilities 2,997 3,203 3,433 4,010 BUILDING APPROVALS Inspections performed 875 675 693 461 Council certified approvals issued 220 221 157 166 Privately certified approvals 649 717 685 647 PLUMBING APPROVALS Inspections performed 3,030 3,132 2,615 2,396 Approvals issued 349 416 307 293 SERVICE REQUESTS Development compliance 155 198 209 225 Building compliance 138 146 175 148

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 59 TOWNS Vibrant AND VILLAGES

Kalbar Playground 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 pick- ups 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 .

SCENIC RIM REGIONAL COUNCIL 2017-18 ANNUAL REPORT 61 REVITALISING BEAUDESERT The engagement highlighted the following four key community A public information session hosted by Council in December priorities, which have been considered as part of the 2019 provided a preview of plans for the revitalisation of Beaudesert Town Centre Revitalisation project: Beaudesert . As part of Council’s Vibrant Towns and Villages • greening with shade trees and boulevards program, the Beaudesert Town Centre Revitalisation project • creating a community hub/destination/library/heart aims to deliver a built environment which resonates with • creating welcoming gateways with improved amenities, and residents, provides a relaxed rural atmosphere and also yields • walkable streets and linkages . a social and economic dividend for the Beaudesert community . Community members were able to preview the latest The Beaudesert Town Centre Masterplan was first presented Beaudesert Town Centre Revitalisation concept at an evening for community consultation in September 2016 . Feedback public information session at the Beaudesert Golf Club on was provided through both formal and informal consultation, 9 December 2019 . The town centre design team was also including one-on-one one engagement with the community available during the day at The Centre Beaudesert for one-on- in the Beaudesert town centre and through a ‘question and one discussions with community members unable to attend answer’ format during trader and community forums . 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 .

62 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT BUILDING A SENSE OF PLACE The Story Marker Project is part of Council’s wider Vibrant and A landmark artwork telling the Scenic Rim’s stories was Active Towns and Villages initiative, which aims to revitalise unveiled in December 2019 as a spectacular entry statement to Scenic Rim communities through public spaces that connect Beaudesert . The installation, near Waters Creek Bridge on the people and places . It incorporates elements of public art, Mount Lindesay Highway, represented the latest chapter in the signage, storytelling and place-making at key locations across Scenic Rim Story Marker Project that has seen the revitalisation the Scenic Rim at significant entry points . of Scenic Rim communities through public spaces that connect The artwork unveiled at Beaudesert represents another step people and places . in Council’s journey to create a route which engages travellers The artwork incorporated all elements of the Scenic Rim’s with the Scenic Rim’s towns and villages and provides locals indigenous, environmental, colonial and contemporary heritage with a greater sense of community connection . The storytellers and was a legacy of the 2018 Commonwealth Games Shared and their stories featured in the artwork are: Fire celebration from the Fire and Water Finale at Kooralbyn . • Aunty Ruby Sims - The Kooralbyn Rock Wallabies It comprises four 2 .4-metre panels fabricated by local steel • Kim Williams - The Mununjali people and the Warrajum sculptor, Colleen Lavender, who adapted images from eight local at Ill Bogan Lagoon artists, each with their own Scenic Rim story . The Scenic Rim • Tamlyn Geiger - The Pine Trees of Canungra Arts Reference Group recommended that the pieces be installed • Meaghan Bailey - The Tamborine Mountain Lyrebird as a single work and numerous sites were considered for its • Ailsa Rolley - The Night Soil Horses of Beaudesert location . The Beaudesert site was chosen for its natural elevation • Leeton Lee - Story Lines Through Community to showcase the artwork, its access to electricity for lighting the • Krystie Smoothy - World War Two and the Fassifern school panels and a cleared area which did not require the removal of children, and vegetation . While the individual panels reflect different aspects • Teenie Wilton - The Warrajum of the Boonah Waterholes . of the Scenic Rim, the sections were integrated seamlessly to connect the region’s inspirational stories .

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 63 PRESERVING THE REGION’S HISTORY REVITALISING BOONAH More than 1,000 Scenic Rim stories were gathered, and sites The first stage in the revitalisation of the Boonah Town Centre of cultural or heritage interest mapped, as part of an online is part of Council’s long-term commitment to creating more trails project to preserve the Scenic Rim’s history. Council liveable communities and driving the Scenic Rim’s economic worked with the Queensland Museum Network and the Scenic development through its Vibrant and Active Towns and Villages Rim Heritage Network in 2019-20 to identify significant stories program. With a December 2020 delivery deadline, to ensure for the region, with each story connected to a location and the precinct was ready to host the traditional Christmas street grouped under the themes of Environment, Indigenous, Settler, parade, construction commenced in September 2019 on the final Migrant and Contemporary. 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 The Boonah Town Centre redevelopment features the upgrade contributed by the Scenic Rim Writers Group and a further 20 of the courtyard outside Council’s Boonah Customer Service stories were commissioned from the Ugurapul and Mununjali Centre on High Street to incorporate a shaded alfresco area and Indigenous communities. The Wangerriburra community seating set amidst public artworks to create a vibrant community was commissioned to produce a storyboard for Tamborine space. It also included the upgrade of the Walter Street car park Mountain’s Main Street, to enhance the sense of place in a behind the Council building, with the addition of parking spaces, popular public space. The Story Trails project also links to 446 disability car parking, the installation of retaining walls and places of interest, 377 public plaques, 95 heritage-listed buildings construction of a covered walkway, with solar panels, connecting across the Scenic Rim and to storyboards created as part of through to High Street. Funded by the Australian Government’s Council’s Vibrant and Active Towns and Villages project to Building Better Regions Fund and the Queensland Government’s revitalise communities and enhance the experience of visitors Building our Regions program in association with Scenic Rim to the region. Boonah’s history, told in storyboards by authors Regional Council, the project represented the beginning of the from the Templin Museum and Iris Skinner, Wendy Creighton, next stage in the life of the Boonah community and surrounding John Long and Gail Wiltshire, features as a key element in the district. The second stage of works in the Boonah Town Centre revitalisation of the Boonah Town Centre. revitalisation are due for completion in December 2020. Boonah is the Scenic Rim’s second largest economic centre after Council preserved an important part of Boonah’s past, funding Beaudesert and supports the outlying areas of Kalbar, Harrisville, the restoration in 2019-20 of the Boonah School of Arts Peak Crossing, Aratula, Mount Alford, Roadvale, Warrill View, advertising drop curtain. The curtain was discovered early in Rosevale, Maroon and Dugandan. It bustles with trade and 2019 when Council was preparing to demolish the Boonah Sign community life and, while many country towns no longer have Shed as part of the Boonah Town Centre revitalisation. Two large this vibrancy, Council’s vision is to keep it buzzing with the town canvas rolls were found in the old building and were recognised centre providing a vibrant hub for activity and a destination for as having historical significance. Commissioned by the Boonah visitors and residents alike. Civic improvements that create a School of Arts Committee in 1934, the advertising curtain was sense of place and reflect the unique character of the community painted by the talented artist, Mr H. Whitman of Whitman not only add to the vitality of communities but also the local Scenic Service, and now provides a portal into the cultural and economy by driving increased commercial and retail activity. commercial development of Boonah and the wider district. Public artworks by members of the local creative community are The curtain is considered an excellent example of the ‘romantic key elements in Council’s plan for the revitalisation of Boonah. European style’ scenic advertising drop curtain and is believed Funding from the Australian Government’s Building Better to be the most complete and original example of its type in Regions Fund and the Queensland Government’s Building Our Australia, making it an important object for research for Boonah’s Regions Fund has provided for unique works which capture history as well as the nation’s theatre arts, theatre advertising the heritage and spirit of the Boonah community. The Council and scenic studios. forecourt features a series of small bronze artworks of native Four artists/conservators were employed in the restoring animals by Catherine Anderson, seating by Sally Hart inspired by the curtain and local historical societies were engaged in the region’s callistemons, farmyard sculptures by Blumbergville researching its heritage. The curtain is now part of Council’s clock creator Christopher Trotter and stories about the Warrajum collection and will be added to the Boonah Heritage Trail. by Yugurapul Elders and artists John Long and Teenie Wilton.

64 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 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 Scenic Rim’s Aboriginal and Australian South Sea Islander heritage is commemorated in the works, also created for Arts Ablaze in 2019, by internationally ASSI 150 Wayfinder project. 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, LOOKING AHEAD involving up to 100 community members in creating and painting 260 shapes cut from steel and marine ply, which will be installed The first stage of the much-anticipated project to transform in Beaudesert. the Beaudesert Town Centre is set to begin in 2020-21, with Council allocating $1 .459 million for works at Selwyn The Scenic Rim’s Aboriginal and Australian South Sea Islander Street to improve traffic flow in the town centre . Council’s heritage are commemorated in the ASSI 150 Wayfinder project, 2020-21 budget also provides a total of $6 .64 million for completed in June 2020 at Hopkins Park, Veresdale, north the maintenance and upgrade of a wide range of facilities, of Beaudesert. Three artists and five local businesses were including swimming pools, community halls and cultural th employed on the project, which commemorated the 150 centres, which are focal points of Scenic Rim community life . anniversary of the arrival of the region’s first South Sea Islanders, who were brought to Queensland to work on the Townsvale Stage 2 of the Boonah Town Centre project, which includes Cotton Plantation. The project, which began in 2013, was the revitalisation of the High Street pedestrian footpath, completed with the installation of seating, a bronze memorial dining areas and open spaces and upgrades to stormwater plaque, and a storyboard featuring a range of stories and drainage, is due for completion in December 2020 . historical information

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 65 AccessibleAND 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.

SCENIC RIM REGIONAL COUNCIL 2017-18 ANNUAL REPORT 67 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 - 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 Although the Lions were made aware that Council is - 5f Rural Formed 39 38 45 45 45 engaged by the Department of Transport and Main Roads to - 5g Rural Unformed 18 65 65 66 66 maintain Running Creek Road, they were keen to continue - Unrated (parking bays, etc) 18 87 8 15 7 their contribution, which will be used to fund further road maintenance. TOTAL 1,802 1,804 1,808 1,816 1,819 Gravel road length graded (km) 290 252 37 153 350 REPLACING AND REHABILITATING BRIDGES Gravel road length resheeted 201 170 289 258 144 More than $4.08 million was allocated in 2019-20 to rehabilitating (km) and replacing bridges throughout the Scenic Rim, which saw a Gravel road shoulder 54 34 25 34 32 further reduction in the number of timber structures across the resheeted (km) region. Council’s significant investment in bridges is part of a Sealed roads resealed (km) - long-term strategy which prioritises the renewal of the region’s including top coats replaced 71 87 12# 60 74 ageing timber bridges with contemporary concrete or steel under NDRRA structures to help realise the shared Community Plan vision for an accessible and serviced region. More contemporary BRIDGES structures constructed with steel and concrete are safer, more Not previously CONCRETE 52 58 63 resilient, require less maintenance and, importantly, are free of reported load limits, providing significant benefits for a rural community TIMBER relying on the movement of modern heavy vehicles and farm - Load limited below MALL* 26 21 14 10 4 equipment. - Load limited above MALL* 6 6 5 2 2 Major projects in Council’s 2019-20 bridge program, co-funded by Council and the Australian Government’s Bridges Renewal - Not load limited 46 5- 54 56 57 Program, included the replacement of S Todd Bridge at OTHER CONSTRUCTION 51 4 4 4 Bromelton, and Josephville Bridge, Josephville. Other key projects TOTAL 129 129 130 130 included the upgrade of a culvert on Tarome Road, Tarome, which was co-funded by Council and the Australian Government’s # Note 1: Reduced works in 2017-18 were a result of the Heavy Vehicle Safety and Productivity Program, and the Infrastructure recovery program effort. completion of upgrades and associated road approaches to *MALL - Minimum Acceptable Load Limit. Cavell Bridge, Boyland; Brookland Bridge, Kagaru; and Ferguson Reserve Bridge at Allenview. Across the region, $450,000 was IMPROVING STORMWATER INFRASTRUCTURE allocated to works on minor bridge rehabilitation and on major Scenic Rim Regional Council’s commitment to maintaining culverts and floodways. By the end of 2019-20, the number of and improving the region’s stormwater infrastructure was timber bridges in the Scenic Rim’s network was 63, a significant underpinned by a $1.08 million budget allocation for drainage reduction from 97 in 2011 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

68 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT the Tamborine Mountain Sports Association, was rescheduled, businesses on how they could reduce their waste disposal costs commencing in June 2019 and expected to be completed through good separation of recyclables from general or ‘co- in October 2020. Footpath projects planned in 2019-20 for mingled’ waste and stockpiling of materials to achieve the best Highbury Street in Boonah and Boundary Road to Eaglesfield value for disposal fees. Street in Beaudesert required further design investigations to Due to delays resulting from COVID-19 restrictions, Council resolve issues of access to underground water mains and have adopted its schedule of fees and charges in July 2020 and the been rescheduled for the 2020-21 financial year. Similarly, the Queensland Government delayed the additional increase to design of a footpath at School Road on Tamborine Mountain was $80 per tonne of waste disposal for commercial operators until rescoped, with construction rescheduled to 2020-21. 1 January 2021.This aimed to ensure businesses had as much Footpath improvements carried out during the year represented visibility as possible of State Government-mandated charges a further step towards the achievement of two key outcomes of likely to impact their operations. the Scenic Rim shared Community Plan vision for the Scenic The table below provides a three-year comparison of Council’s Rim - an accessible and serviced region and a healthy and active waste management activities. community. Council’s footpaths provide important links in the transport network as the only form of un-assisted transport that 2016-17 2017-18 2018-19 2019-20 many residents have, due to age, illness or other reasons that WEEKLY KERBSIDE COLLECTION SERVICES AT END OF PERIOD prevent them from driving. Well maintained footpaths also help (WASTE BIN ONLY) to create community connections, encouraging more people to Domestic services 14,396 14,781 14,852 15,052 get out and about on foot. Increased pedestrian connectivity also contributes to community wellbeing, as walking is one of Commercial 1,191 1,179 1,174 1,110 the easiest ways for people of all ages to boost their health and RECYCLING STATISTICS fitness. GREEN WASTE MULCHED - Tonnes 5,008 4,185 3,964 3,391 ENHANCING SERVICE DELIVERY - Cubic metres 16,694 13,950 13,213 11,304 Council’s service delivery to communities in the region’s east GREEN WASTE RAW was enhanced by the completion in October 2019 of a new depot - Tonnes 1,558 657 at Canungra. Located within the footprint of the Canungra Waste Transfer Station on the Beaudesert-Nerang Road, the new and - Cubic metres 10,390 4,380 larger facility replaced the depot in Pine Street, enabling Council Waste oil (litres) 53,900 55,000 55,880 50,520 to better meet the growing needs of the communities Tyres (number) 2,220 1,944 4,221 3,900 of Canungra, Tamborine, Tamborine Mountain and Beechmont. Batteries (tonnes) 37.2 197 25.2 27.8 The new depot supports the shared Community Plan vision Scrap metal (tonnes) 1,767 1,970 1,843 1,561 for an accessible and serviced region, which aims to ensure Refrigeration units degassed 1,578 1,580 1,561 1,467 Council’s buildings and facilities meet current and predicted Cardboard (tonnes) 677 682 729 904 service level requirements. The depot’s expansion reflects the Mixed Recyclables anticipated growth of the Scenic Rim and the growth in the (Kerbside collection, other glass 3,058 2,990 3,002 2,515 demand for Council’s road and park maintenance services. and plastics (tonnes) Beaudesert-based firm Franklin Constructions was the E-waste (tonnes) 22.78 25 30 35 successful tenderer for the construction of the depot’s buildings, with Council’s own crews undertaking the bulk earthworks, WASTE PROCESSED (TONNES) 2016-17 2017-18 2018-19 2019-20 pavement and surfacing. RECEIVED AT TRANSFER STATIONS MANAGING WASTE - Beaudesert 1,610 1,491 1,544 1,600 Council’s operation of the Bromelton Landfill has continued to - Canungra 1,218 1,183 1,200 1,319 achieve higher levels of service delivery, with construction of a - Rathdowney 443 450 412 394 new landfill cell completed by the end of December 2019. - Tamborine Mountain 1,532 1,543 1,598 1,628 Despite cost increases, Council has maintained its commitment - Boonah 1,702 1,586 1,615 1,473 to recycling in line with the expectations of the Scenic Rim - Kalbar 161 149 153 154 community, which has shown a disciplined approach to reducing - Peak Crossing 346 347 369 428 waste going to landfill. Council is further investigating methods TOTAL 7,012 6,749 6,891 6,996 of minimising waste to landfill in line with the Queensland DEPOSITED INTO Government’s Waste Management and Resource Recovery CENTRAL LANDFILL 40,598 39,513 34,072 31,645 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 LOOKING AHEAD during 2019-20. Council continued to work with businesses across the Scenic Council’s allocation of $23.83 million to the Scenic Rim’s Rim to raise awareness of the commercial impacts of the road and bridge network in 2020-21 represents an ongoing Queensland Government’s Waste Levy following its introduction investment in the growth and development of the region. on 1 July 2019. The 2020-21 Budget provides $11.21 million for the As part of a zero-waste strategy for Queensland, the introductory maintenance of roads and bridges, $5.39 million for the Waste Levy of $75 per tonne for commercial operators disposing upgrade and repair of bridges and $6.92 million for capital of waste to landfill aims to increase recycling and the recovery expenditure on roads, drainage and footpaths. of resources. Council also worked to provide information to

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 69 70 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT AND RESOURCEFUL Healthy, engaged COMMUNITIES

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 71 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 The strong sense of community that shone through during the its community experienced devastating bushfires, flash flooding dark days of the 2019 bushfires was celebrated at the Scenic Rim and the economic impacts of COVID-19 during 2019-20. Australia Day Awards on 26 January 2020. More than 200 guests attended the awards presentation at The Centre Beaudesert, held During what has become known as the Black Summer bushfire in conjunction with a citizenship ceremony where a record 57 season - a period of unusually intense bushfires throughout Scenic Rim community members officially became Australians. Queensland and Australia - the Scenic Rim region was devastated by blazes near Canungra and at Sarabah and Binna Some of the brave men and women involved in the firefighting Burra in September and rural areas south-west of Boonah, effort were honoured with special awards, as well as the including areas as far afield as Tarome and Carneys Creek, community champions who work tirelessly behind the scenes to in November. Although the bushfires burned predominately support grassroots organisations year-round. Citizen of the Year in National Park areas, the community lost 11 homes and five Awards were presented in three age categories and the Mayor’s commercial structures, including the historic Binna Burra Lodge. Award was presented for an outstanding individual across all categories. This year, a special Mayoral Scenic Rim Region Award The Scenic Rim Local Disaster Management Group responded was introduced to recognise the service and sacrifice of fire to support the community and was activated for more than three emergency service volunteers during the September to December months between September and December 2019. Emergency 2019 bushfires across the Scenic Rim. Many of the nominees for services, government agencies and non-for-profit organisations the Citizen of the Year Awards were among those who had been joined the Local Disaster Management Group in assisting the involved in the firefighting and community recovery efforts. Scenic Rim, with Council providing significant coordination and support to ensure these services were accommodated to help Citizenship Day, celebrated on 17 September, was marked in 2019 meet the needs of the distressed community. with 36 Scenic Rim residents pledging their loyalty to Australia and its people, their respect for its democratic beliefs, rights and In February 2020, the Scenic Rim experienced another severe liberties and their commitment to uphold and obey its laws. 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. HOSTING COMMUNITY EVENTS With the community already suffering considerable economic An International Men’s Day Dinner and an International Women’s and psychosocial effects from previous disasters during the Day Breakfast Dinner were among several free events hosted by year, Council and the Local Disaster Management Group has Council to bring the Scenic Rim community together in 2019-20. been in full response to assist the Scenic Rim community during COVID-19. In March 2020, Council adopted its first Economic Former Queensland Rugby League Footballer, Shane Webcke Stimulus Package: COVID-19 to assist ratepayers and businesses was the keynote speaker at Council’s International Men’s Day to recover from the financial impacts of the pandemic caused by Dinner in November 2019. Celebrated through the theme of closures and restrictions. Council offered COVID-19 impacted Making a Difference for Men and Boys, International Men’s Day businesses and individuals free counselling with independent encouraged men to become positive role models for a younger professionals, Capacity Consulting, also known as Lavender generation and lead by example in every facet of life. More than House at Beaudesert. 180 invited guests turned out to The Centre Beaudesert to hear Shane Webcke’s down-to-earth discussion about his football Recovery from natural disaster events has been foremost across career and life growing up on the family farm, which resonated Council’s operations throughout the second half of 2019-20. with members of the Scenic Rim’s rural community. Roads and bridges have been reconstructed with greater resilience and assistance has been provided to sustain local Inspirational guest speaker Jacqui Bell, the youngest person businesses, including tourism operators. Council has also ever to have run an ultra-marathon on each of the world’s seven managed a significant number of projects to build resilience continents, provided a stirring start to the day for the more than within the Scenic Rim community and local businesses and to 180 guests at Council’s International Women’s Day Breakfast. enhance the emergency services response capability through Celebrated at The Centre in March 2020, International Women’s Queensland and Australian Government funding. 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.

72 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT September bushfire damage - Binna Burra

Incident Control Centre Visit from Scott Buchholz MP

Scenic Rim Bushfire

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 73 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 2019- 20. 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 Arts Ablaze Performer and cultural programming.

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 Arts Ablaze. Photo by Tony de Latour of the Scenic Rim and the wider community. The five-day program involved 376 artists, 147 presenters, 91 Arts Ablaze Performer. Photo by Tony de Latour 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. 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.

ArtsArts Ablaze Ablaze Performer

CONFERENCE + FESTIVAL 2 – 6 October 2019 RAMADA RESORT KOORALBYN VALLEY QUEENSLAND REGIONAL ART

IgniteIgnite

artsablaze.com.au

RS RTNERS PARTNE PA FUNDING FUNDING

RTNERS RTNERS TING PA TING PA SUPPOR SUPPOR

RS PARTNE FUNDING

RTNERS TING PA SUPPOR SUPPORTING ARTS AND CULTURE SUPPORTING COMMUNITY AND SPORTING GROUPS Demand for funding through the Regional Arts Development Council’s Community Grants and Sporting and Active Recreation Fund has continued to increase, with high quality project Grants programs in 2019-20 represented a significant investment applications requesting a total of $95,000 against an available by Council in not-for-profit groups which help to enrich pool of $25,000. By working with the South West Regional Arts community life in the Scenic Rim. Service Network, Council was able to source additional funding Seventy-one Scenic Rim community groups shared in more than to enable more projects to be supported through grants. $174,000 for the 2019-20 Community Grants Program and more After COVID-19 restrictions forced the closure of Scenic Rim’s cultural than $30,000 was provided to local community groups for in- facilities in late March 2020, Council moved to host online school kind support to build community capacity and strengthen social holiday activities, in partnership with Goat Track Theatre Company, interaction in the Scenic Rim. and to take the Above and Below exhibition and associated workshops online. A partnership was also formed with the South Council’s Community Grants Program supports local West Queensland Regional Arts Service Network to assist in the organisations, most of which rely heavily on volunteers, that delivery of Arts Dinners Online. The pivot to online delivery of the make a positive contribution to the Scenic Rim’s enviable Arts Dinner program saw an increase in audience numbers, with lifestyle. Grassroots organisations play a valuable role in discussion topics including Youth Arts, What Now for the Arts and strengthening the social fabric of communities through special Mentoring and Placemaking providing food for thought. events and regular activities that celebrate the Scenic Rim’s unique identity, culture and diversity. COVID-19 closures provided an opportunity to initiate a Behind the Scenes Project which saw research, review and inventory carried Nine sporting clubs shared in more than $87,000 Council’s out in preparation for the development of a Cultural Facilities Audit. 2019-20 Sport and Active Recreation Grants program to improve The table below shows the impact of COVID-19 on functions held at facilities and their ability to provide services in the Scenic Rim. As the Vonda Youngman Community Centre on Tamborine Mountain well as contributing to community infrastructure improvements, and at the Boonah and Beaudesert Cultural Centres in 2019-20. Council’s Sport and Active Recreation Grants have contributed While there had been an increase in the number of Arts Dinner to building social connections, improving information sharing and participants prior to COVID-19, this grew markedly with the delivery embedding a sense of local pride, to support stronger and more of Arts Dinners online in response to COVID-19 restrictions. An resilient communities. increase in attendance numbers at Boonah Cultural Centre in 2019- 20, despite COVID-19 restrictions, was due to local government COMMUNITY GRANTS 2016-17 2017-18 2018-19 2019-20 election polling taking place at that location in March. COMMUNITY GRANTS PAID CULTURAL CENTRES 2016-17 2017-18 2018-19 2019-20 - Number 88 62 67 71 Boonah functions held 303 305 312 243 - Value $112,119 $140,513 $174,014 $174,765 Boonah attendees 12,961 14,170 11,216 13,392 IN-KIND GRANTS Beaudesert functions held 523 539 549 404 - Number 165 129 102 108 Beaudesert attendees 24,145 21,147 20,573 18,847 - Value $58,138 $39,863 $27,064 $30,845 Vonda Youngman Community 716 664 Centre community hires and events Vonda Youngman Community 18,683 15,563 Centre attendees Blast into Arts attendees 3,583 3,113 2,932 2,177 Arts Dinner attendees 368 298 154 254 Arts dinner Online 791 (Feb, April, May, June)

VONDA BOONAH THE CENTRE YOUNGMAN EVENT EVENT TYPE CULTURAL BEAUDESERT COMMUNITY TOTALS CENTRE CENTRE

Meetings/rehearsals 285 115 160 560 Performances 19 17 8 44 Council/civic events 6 1 0 7 Cultural development 51 11 6 68 events Movie screenings 38 93 0 131 Exhibitions 3 0 0 3 Dinners 2 3 0 5 Forums or Expos 3 24 27 Arts/sports activities 466 466 TOTAL 404 243 664 1,311

76 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT PIVOTING LIBRARY SERVICES During 2019-20, participation continued to grow in the Innovative alternatives were developed to enable Council to First5Forever Story Time activities and Baby Rhyme Times, hosted continue the safe delivery of cultural, library and community by Council’s libraries to assist parents and caregivers in developing programs during COVID-19 restrictions. This included the the early literacy skills of children under five years of age. implementation of a range of online cultural and library activities A dedicated First5Forever vehicle, which will enable these to replace suspended programs and support the community services to be provided across the region in 2020-21, was following the closure of libraries on 24 March 2020. Children’s purchased with a grant provided by the Queensland Government Storytime and Baby Rhyme Time sessions were delivered online through the State Library of Queensland. and videos of these and a range of other library activities were uploaded to Council’s website. Community consultation helped in developing a roadmap for Council’s new and improved mobile library service to be rolled The website was also used to share the libraries’ school holiday out in 2020-21. In December 2019, Council approved a flexible activities for children and assist parents in supporting their library service to better meet the needs of the community and children’s education from home during school closures. The replace the large mobile library trailer service which had reached availability of a comprehensive range electronic resources the end of its life. - ebooks, audiobooks, puzzles and movie streaming - was promoted to the community. Responding to community needs The new service will offer contemporary library services, during the COVID-19 restrictions, libraries extended their including access to mobile WiFi, laptops and printers. The borrowing time, from 24 March to 30 June 2020, and doubled to smaller, multi-purpose library van will enable to the mobile library 40 the number of items available for loan, including audio books. to visit a wider range of locations including schools, day care centres and nursing homes, which were identified as priorities With the Queensland Government’s easing of COVID-19 during the community consultation. restrictions, Scenic Rim’s libraries reopened on 18 May 2020, for a ‘click and collect’ service only. Council will continue to explore Volunteers and Friends of the Library groups have continued innovative and responsive ways to continue to meet community to help make Council’s libraries vibrant community spaces and needs and is optimistic about the range of alternative delivery focal points for community engagement, assisting with deliveries mechanisms that may be possible, in addition to normal service for housebound library users, and presenting school holiday delivery methods, as the pandemic response unwinds. activities and programs. The continuing evolution of libraries as technology hubs was 2016-17 2017-18 2018-19 2019-20 reflected by the arrival of Hublets at Boonah Library in late 2019 LIBRARIES and Canungra and Tamborine Mountain branch libraries in March 2020. All Scenic Rim’s libraries now have a bank of six - Items borrowed 261,384 247,973 223,530 188,309 tablets available for use for up to two hours at a time by library - Internet / PC Bookings 17,733 17,610 24,188 19,812 members who do not have their own digital devices. Purchased - WiFi Internet bookings 10,040 12,962 142,807 105,591 with grants from the Community Gambling Fund, the Hublets - Items delivered to housebound allow more users to access the internet as demand for the 4,508 3,277 2,413 2,216 library’s desktop computers continues to increase. customers - 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 2,688 1,879 1,919 1,058 attendees - adult regular program 3,841 4,646 5,380 4,277 attendees - reservations placed 22,338 20,492 20,154 22,961 - online loans (digital resources) 7,509 10,474 22,618 30,126 Library Assistant Rachel prepares for Story Time - visits to libraries 202,745 205,638 199,160 149,697

Scenic Rim Libraries teams 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 Council’s subsidised desexing program, provided in conjunction Rim secondary school students in 2019-20 to help protect the with the Animal Welfare League Queensland’s National community against the spread of potentially fatal diseases. Desexing Network and local vets to prevent the uncontrolled breeding of cats in the Scenic Rim, was suspended in 2019-20 Council’s School Immunisation Program, operated under an due to COVID-19. agreement between Council and Queensland Health’s Metro South Hospital and Health Services, provides free vaccinations Council is committed to raising awareness of the importance of to secondary students at Tamborine Mountain State High desexing to reduce the numbers of abandoned and feral cats, School, Tamborine Mountain College, Beaudesert State High which cause harm to other domestic animals and decimate School, McAuley College, Boonah State High School and The native wildlife, in the region. Kooralbyn International School. Council continues to make every effort to reunite impounded The program offers Year 7 students two free doses of the animals with their owners. In 2019-20, there was a reduction in Human Papillomavirus (HPV) vaccine and one free dose of the the number of impounded cats and an increase in the number of Diphtheria, Tetanus and Pertussis (whooping cough) vaccine, cats impounded and re-homed, as shown by the table below. in line with the National Immunisation Program Schedule. Year Impounded animals which are unclaimed are offered for 10 students are offered one free dose of the vaccine against the rehoming through a range of animal welfare organisations. A,C,W and Y strains of meningococcal as recommended by the National Immunisation Schedule. 2016-17 2017-18 2018-19 2019-20 Following all annual immunisation clinics, data on the vaccines DOGS administered is submitted to the Australian Immunisation Register. Registered at end of period 5,519 5,124 5,101 5243 Impounded 304 242 196 191 The table below shows the number vaccines administered Impounded and returned to to Scenic Rim secondary students through Council’s school 116 102 71 82 immunisation program. owner Impounded and rehomed 108 93 101 82 SCHOOL IMMUNISATION PROGRAM - VACCINES ADMINISTERED Impounded and euthanised 80 43 24 27 2016-17 2017-18 2018-19 2019-20 CATS Human Papillomavirus (HPV) 1,732 454 NA NA Impounded 278 256 283 255 Gardasil 4 three-dose course Impounded and returned to Human Papillomavirus (HPV) 8 13 20 12 owner Gardasil 9 two-dose course NA 525 1,031 902 commenced 2018 Impounded and re-homed 161 118 103 125 Diphtheria, Tetanus and Impounded and euthanised 109 125 160 118 524 549 571 423 Pertussis (dTpa) ANIMALS REPORTED LOST/FOUND BY THE PUBLIC Varicella (Chicken Pox) 83 NA NA NA Animals reported lost 286 42 234 148 Meningococcal ACWY NA 231 481 330 Animals reported found 61 7 35 25

78 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 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. @ i @ @ Council also manages a range of public health and amenity i @ programs to ensure Scenic Rim residents are protected from the impacts of noise, dust, asbestos, clandestine drug laboratories, overgrown allotments and unsightly premises. We are now open! In line with the Queensland Government’s social distancing guidelines, limited customers are allowed in our Customer Service Centres at one time. 2016-17 2017-18 2018-19 2019-20 Boonah Customer Service Centre ENVIRONMENTAL AND PUBLIC HEALTH LICENSING customers Max Access forms online @ 6 and email: MAIL: i @ 82 Brisbane Street, [email protected] @ 07 5540 5111 Beaudesert 4285 Food 402 382 416 416 Monday - Friday 8.30am - 4.30pm i Personal Appearance Services 4 3 2 1 @ All Local Law Licences Protect yourself and those around1.5m you 374 384 367 301 Keep 1.5m Are you feeling unwell or (advertisements, kennels, events) Avoid touching away from others

your face Cover your coughs have any of these symptoms? Wash your and sneezes Stay at home as hands regularly • Fever • Cough • Shortness of breath • Sore throat, or much as possible SERVICE REQUESTS INVESTIGATED Have you returned from travelling overseas recently? If your answer is yes, then please avoid coming in and call us instead.

COVID-19 INFORMATION We are more than happy to help you over the telephone. Health Services 1,894 1,911 1,853 1,798 Council Services: scenicrim.qld.gov.au/covid-19 There are many ways you can contact us Scenic Rim Disaster Dashboard:. disasterdashboard.scenicrim.qld.gov.au Follow us on Facebook without face-to-face interaction: Environmental Policy and Services 56 65 95 92 Queensland Health: 13HEALTH (13 43 25 84) covid19.qld.gov.au

CSC2020.0002 07 5540 5111 Monday - Friday 8.30am - 4.30pm MAIL: Compliance Services 395 411 443 478 82 Brisbane Street, Beaudesert 4285 access forms [email protected] and email If you do needWe to come clean in to see us, rest and assured wewe’re keeping care. everything clean and sanitised. We ask if you could also follow good hygiene while you are here by using the hand sanitiser provided and practising social distancing. For more information: scenicrim.qld.gov.au/covid-19 disasterdashboard.scenicrim.qld.gov.au health.qld.gov.au/coronavirus

or call 13 HEALTH (13 43 25 84)

RPC2020.0017

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 (a) The general purpose financial statement is shown on Business Activities: pages 87 to 126  Roads  Waste collection  Building certification (b) None of the above activities satisfied the statutory (b) The current year financial sustainability statement is threshold for classification as a significant business activity. shown on page 125 (c) Council applied the competitive neutrality principle to (c) The long-term financial sustainability statement is these business activities. shown on page 126. (d) None of these business activities commenced operations during the period. (d The Auditor-General’s audit reports about the general purpose financial statements and the current year Section 201 Remuneration paid to Senior Management sustainability statement. Employees Section 184 Community Financial Report The value of remuneration packages of senior management employees was: The Community Financial Report for the period is shown on pages 16 to 21. EFFECTIVE 30/06/2020 NUMBER OF SENIOR MANAGEMENT $0 - $99,999 1* Section 185 Particular resolutions $100,000 - $199,999 10** (a) At the Ordinary meeting on 3 February 2020 a resolution was passed to amend the Expenses $200,000 - $299,999 3 Reimbursement Policy. $300,000 - $399,999 1 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 ** for 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:

MOBILE COUNCIL TRAINING AND VEHICLE KM COUNCILLOR TOTAL DEVICES VEHICLES CONFERENCES TRAVELLED Gregory Christensen $681 $7,404 $5,197 $13,282 45,981 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 Duncan McInnes $827 $5,782 $2,438 $9,047 20,914 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) SPECIAL MEETINGS (1) WORKSHOPS (18) REQUIRING REQUIRING REQUIRING POST-ELECTION COUNCILLOR ATTENDANCE ATTENDED ATTENDANCE ATTENDED ATTENDANCE ATTENDED MEETING (1) Gregory Christensen 19 19 1 1 17 17 1 Nigel Waistell# 15 15 1 1 13 13 Nadia O'Carroll# 14 14 1 1 13 13 Virginia West 19 19 1 1 17 17 1 Michael Enright 19 19 1 1 18 18 1 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 2019- 2020 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 4 executive officer of the local government. (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 0 inappropriate conduct of a Councillor (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 (1) The annual report for a financial year must contain the Action Complaints Process is shown on page 54. following information: Section 188 Overseas Travel (a) The Chief Executive Officer’s assessment of the local The annual report for a financial year must contain information government’s progress towards implementing its five- about any overseas travel made by a Councillor or local year corporate plan and annual operation plan. government employee in an official capacity during the The assessment of Council’s implementation of the financial year. Corporate Plan Scenic Rim 2023 and the Operational No overseas travel was undertaken by the Councillors or Plan 2019-20 is included on pages 23 to 33. Council employees in an official capacity during 2019-2020 (b) Particulars of other issues relevant to making an informed assessment of the local government’s operations and Section 189 Expenditure on grants to community organisations performance in the financial year. (a) Grants from Council Programs were: Pages 25 to 33 provide a detailed assessment of Council’s performance for the year. PROGRAM GRANTS PAID (c) An annual operations report for each commercial Community Grants Program $205,610 business unit. Public Halls Assistance Program $36,000 Council did not operate any commercial business units Environmental Grants Program $99,917 during 2019-20. Regional Arts Development Fund $70,000 (d) Details of any action taken for, and expenditure on, a service, facility or activity supplied by another local Sports and Recreation Grant $87,710 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. As part of Council’s commitment to preserving the environment, a whole or partial concession on the General Rate was provided The following registers were kept by Council during to owners of land who entered into a Voluntary Conservation 2019-20: Covenant and/or a Voluntary Conservation Agreement, - Register of Interests - Outcomes of Complaints against depending on the portion of the area of the conservation area Councillors defined in the Voluntary Conservation Covenant/Agreement for - Register of Delegations - Council Policies the total area of land. - Register of Local Laws - Register of Cost Recovery In 2019-20, Council granted a full rebate of the general rate, Fees separate charge and the waste disposal utility charge to: - Register of Impounded Animals • Sporting groups and associations on Council-owned - Dog Registry - Road Map and Register and controlled land that do not have a liquor licence; - Asset Register - Register of Council Business Activities • Stock dips and pump sites held separately from the - Register of Pre-qualified suppliers balance of holdings or held separately by trustees; and - Register of On-site Sewerage and Greywater Facilities • Land identified as Historic Subdivisions under the - Register of Backflow Prevention Devices Boonah Shire Council Planning Scheme. - Burial Register - Related Parties Register Council also granted a rebate of the lesser of $100 or 10 per cent of the gross rates and charges levied on rateable properties - Infrastructure Charges Register owned and occupied by totally and permanently incapacitated - Register of Resolutions About Land Subject to Flooding (TPI) veterans holding a TPI Gold Card. - Register of Notices given under Section 251 Building (h) The report on the internal audit for the financial year is Act shown on page 122. - Register of Pest Control and Entry Notices (i) A summary of investigation notices given in the financial - Register of Development Applications year under Section 49 for competitive neutrality - Register of Decision Notices re Development complaints and Applications (j) the local government’s responses in the financial - Register of Exemptions From Pool Safety Regulations year on the Queensland Competition Authority’s - Register of Budget Accommodation Premises. recommendations on any competitive neutrality complaints under Section 52(3). (g) A summary of all concessions for rates and charges granted by the local government. Council did not receive any investigation notices about competitive neutrality complaints and no competitive neutrality In accordance with Section 130 of the Regulation, a complaint reports were received or responses required during the discount of five per cent was allowed on general rates period. 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 Council- owned commercial properties that require support on a case-by-case basis.

84 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 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 Total amount of Total amount of Total amount of Total amount of Total amount infrastructure infrastructure infrastructure infrastructure of unspent charges revenue charges that charges revenue charges that the infrastructure collected (by way were offset (i.e. spent on the local government charges revenue of infrastructure infrastructure supply of trunk refunded charges levied) provided by a infrastructure developer in lieu of paying the charge) $’000 $’000 $’000 $’000 $’000 SCENIC RIM REGIONAL COUNCIL $1,897 0 $1,897 $0 $0

2019-2020 FINANCIAL YEAR TRUNK INFRASTRUCTURE INFORMATION SUMMARY Method of LGIP reference Trunk Suburb or infrastructure Infrastructure Trunk infrastructure description number (if infrastructure locality of trunk delivery (council value ($’000) applicable) network infrastructure or developer contributed) 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 Reseals Component of Trunk Road Infrastructure Scenic Rim Various Council $1,258 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 New Landfill Cell - Central Scenic Rim Bromelton Council $844 Undullah Road (Brookland Bridge Approaches) R17 Scenic Rim Kagaru Council $806 Beaudesert Business Park Development Scenic Rim Beaudesert Council $531 Footpath Upgrade 41-57 High St - Western Verge F9 Scenic Rim Boonah Council $373 Bridge-Replacement-Back Creek B5 Scenic Rim Beechmont Council $330 Major Culverts and Floodways Scenic Rim Various Council $270 Beechmont Rd - (Millie Ct to Upper Coomera Rd) R6 Scenic Rim Beechmont Council $242 Beechmont Road R16 Scenic Rim Beechmont Council $152 (Upper Coomera Road to Coomera River) Memorial park -Playground upgrade 45 Scenic Rim Harrisville Council $123 Vonda Youngman Community Centre Tamborine Scenic Rim Council $123 Community Safety Project Mountain Beaudesert Library Business Case and Design LF-000005 Scenic Rim Beaudesert Council $115 Kalbar Civic Centre -Playground upgrade 49 Scenic Rim Kalbar Council $115 Beaudesert Town Centre Transport Improvements Scenic Rim Beaudesert Council $106 (Selwyn Street) 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 86 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)

Page 1

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 2019 $'000 $'000

Income Recurrent revenue Rates and utility charges 3(a) 54,023 52,742 Fees and charges 3(b) 4,345 4,803 Interest received 1,655 2,424 Sales of contract and recoverable works 4,172 4,505 Profit from equity accounted investment 9 2,330 2,361 Other revenues 3(c) 5,124 2,964 Grants, subsidies, contributions and donations 3(d) 5,956 4,370 Total recurrent revenue 77,605 74,169

Capital revenue Grants, subsidies, contributions and donations 3(d) 20,417 36,135

Total revenue 98,022 110,304

Capital income 0 67

Total income 98,022 110,371

Expenses Recurrent expenses Employee benefits 4 30,912 29,855 Materials and services 5 31,666 25,320 Finance costs 1,230 1,204 Depreciation and amortisation 6 16,839 15,960 Total recurrent expenses 80,647 72,339

Capital expenses 5,232 2,560

Total expenses 85,879 74,899

Net result 12,143 35,472

Other comprehensive income Items that will not be reclassified to net result Increase / (decrease) in asset revaluation surplus 16 1,446 72,010

Total comprehensive income for the year 13,589 107,482

The above statement should be read in conjunction with the accompanying notes.

88 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Page 2 Scenic Rim Regional Council Statement of Financial Position As at 30 June 2020 Note 2020 2019 $'000 $'000

Current assets Cash and cash equivalents 7 40,457 38,110 Receivables 8 8,894 8,014 Inventories 1,085 1,061 Contract assets 11 1,948 0 Other assets 886 502 Total current assets 53,270 47,687

Non-current assets Receivables 8 14,676 14,676 Equity accounted investments 9 36,660 35,987 Intangible assets 168 365 Property, plant and equipment 10 885,989 860,557 Total non-current assets 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 11 1,343 Total current liabilities 27,872 23,536

Non-current liabilities Borrowings 13 29,389 25,025 Provisions 14 4,218 1,815 Total non-current liabilities 33,607 26,840

Total liabilities 61,479 50,376

Net assets 929,284 908,896

Equity Accumulated surplus 650,805 631,863 Asset revaluation surplus 16 278,479 277,033 Total equity 929,284 908,896

The above statement should be read in conjunction with the accompanying notes.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 89

Page 3 Scenic Rim Regional Council Statement of Changes in Equity For the year ended 30 June 2020 Accumulated Asset Total surplus revaluation surplus (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 6,799 0 6,799 Restated balance as at 1 July 2019 638,662 277,033 915,695 Net result 12,143 0 12,143 Other comprehensive income Revaluations of property, plant and equipment 0 2,202 2,202 Change in value of future rehabilitation cost 0 (756) (756) Total comprehensive income for the year 12,143 1,446 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

Net operating result 35,472 0 35,472 Other comprehensive income Revaluations of property, plant and equipment 0 72,018 72,018 Change in value of future rehabilitation cost 0 (8) (8) Total comprehensive income for the year 35,472 72,010 107,482

Balance as at 30 June 2019 631,863 277,033 908,896

The above statement should be read in conjunction with the accompanying notes.

90 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Page 4 Scenic Rim Regional Council Statement of Cash Flows For the year ended 30 June 2020 Note 2020 2019 $'000 $'000

Cash flows from operating activities Inflows: Receipts from customers 74,630 77,309 Interest received 1,731 2,416 Grants, subsidies and contributions 5,956 4,396

Outflows: Payments to suppliers and employees (63,023) (63,861) Interest expense (1,222) (1,192) Net cash inflow / (outflow) from operating activities 21 18,072 19,068

Cash flows from investing activities Inflows: Proceeds from sale of property plant and equipment 984 1,177 Grants, subsidies and contributions for capital acquisitions 22,361 37,794 Dividend received 9 1,626 1,849

Outflows: Payments for property, plant and equipment (45,543) (71,147) Net cash inflow / (outflow) from investing activities (20,572) (30,327)

Cash flows from financing activities Inflows: Proceeds from borrowings 6,500 4,700

Outflows: Repayment of borrowings (1,653) (1,193) Net cash inflow / (outflow) from financing activities 22 4,847 3,507

Net increase / (decrease) in cash held 2,347 (7,752) Cash at beginning of reporting period 38,110 45,862 Cash at end of reporting period 7 40,457 38,110

The above statement should be read in conjunction with the accompanying notes.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 91

Page 5 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:

• 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

1.E 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.

92 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 re- measured, 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 93 Page 7 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.

94 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Page 8 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 Income Total Total Net Assets Grants Other income expenses result for period

2020 2020 2020 2020 2020 2020 $'000 $'000 $'000 $'000 $'000 $'000

Chief executive office 0 0 0 1,680 (1,680) 230 Asset and environmental sustainability 18,500 15,831 34,331 54,818 (20,487) 840,725 Customer and regional prosperity 3,227 3,275 6,502 17,493 (10,991) 3,925 People and strategy 26 0 26 2,667 (2,641) 13 Council sustainability 4,620 52,543 57,163 9,221 47,942 145,870 Total 26,373 71,649 98,022 85,879 12,143 990,763

Year ended 30 June 2019 Functions Income Total Total Net Assets Grants Other income expenses result for period

2019 2019 2019 2019 2019 2019 $'000 $'000 $'000 $'000 $'000 $'000

Works 32,612 4,406 37,018 28,370 8,648 686,747 Waste management 107 8,099 8,206 6,930 1,276 8,400 Infrastructure services 3,333 1,605 4,938 10,533 (5,595) 108,885 Executive 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 Total 40,505 69,866 110,371 74,899 35,472 959,272

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 95

Page 9 Scenic Rim Regional Council Notes to the financial statements For the year ended 30 June 2020

3 Revenue AASB 15 AASB 1058 2020 2020 Note $'000 $'000 Revenue recognised at a point in time Rates and utility charges 3a 0 54,023 Fees and charges 3b 4,345 0 Grants, subsidies, contributions and donations 3d 0 5,956 4,345 59,979 Revenue recognised over time Sales of contract and recoverable works 4,172 0 Grants, subsidies, contributions and donations 3d 0 20,417 4,172 20,417

Total revenue 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. 2020 2019 $'000 $'000 General rates 43,129 42,228 Separate rates 6,437 6,348 Garbage charges 6,235 5,923 Rates and utility charge revenue 55,801 54,499 Less: Discounts (1,778) (1,757) Net rates and utility charges 54,023 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

96 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 179 198 Rental fees 71 96 Tax equivalent - Urban Utilities 850 988 Waste charges from Logan City Council 1,614 752 Fuel rebates 264 246 Domestic waste levy state reimbursement 1,310 0 Legal fee recoveries 300 0 Other revenues 536 684 5,124 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) 2020 2019 $'000 $'000 i) Recurrent - grants and subsidies, and other contributions are analysed as follows: Commonwealth general purpose grant 3,329 3,321 Other commonwealth government grants 1,428 6 State government subsidies & grants 996 791 Contributions 203 252 Total recurrent grants, subsidies, contributions and donations 5,956 4,370

ii) Capital - grants and subsidies, other contributions and donations are analysed as follows: a) Monetary revenue designated for capital funding purposes: Commonwealth government grants 11,112 2,500 State Government subsidies & grants 3,537 32,680 Contributions 1,910 748 16,559 35,928

b) Non-monetary revenue received is analysed as follows: Roads and drainage contributed by developers at fair value 3,681 0 Other physical assets contributed by developers at fair value 177 207 3,858 207

Total capital grants, subsidies, contributions and donations 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

98 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 2019 Note $'000 $'000 4 Employee benefits

Total staff wages and salaries 28,203 27,406 Councillors' remuneration 561 548 Annual, sick and long service leave entitlements 2,988 3,245 Superannuation 19 3,514 3,456 Other employee related expenses 1,055 1,067 36,321 35,722 Less: Capitalised employee expenses (5,409) (5,867) 30,912 29,855

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 7 7 Administration staff 202 207 Depot and outdoors staff 175 180 Total full time equivalent employees 384 394

5 Materials and services

Asset revaluation and condition assessments 347 146 Audit of annual financial statements by the Auditor-General of Queensland * 138 135 Consultancies 614 330 Cultural services 601 326 Donations paid 493 366 Economic development 773 596 Election expenses 249 1 Grant expenditure 340 210 Insurance 435 426 IT systems maintenance 2,186 2,027 Legal costs 805 1,430 Maintenance and operations - facilities 4,132 4,672 Maintenance and operations - fleet 2,714 2,980 Maintenance and operations - parks, gardens and cemeteries 1,235 932 Maintenance and operations - roads and bridges 5,116 4,021 Maintenance and operations - waste facilities 3,277 798 Monitoring of closed landfill sites 1,459 55 Office expenses 469 499 Pest and animal management 349 350 Recoverable works 1,655 1,881 Rentals - operating leases 221 236 Subscriptions 226 186 Vibrant and active towns and villages 758 381 Waste collection contract 3,034 2,907 Other materials and services 2,829 2,365 34,455 28,256 Less: Capitalised fleet expenses (2,789) (2,936) 31,666 25,320

* 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 10 16,715 15,815 Amortisation expense - intangible assets 124 145 16,839 15,960

Page 13

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 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. 2020 2019 $'000 $'000 Cash at bank and on hand 357 256 Term deposits at variable interest rates 40,100 37,854 Balance as per statement of cash flows 40,457 38,110 Externally imposed expenditure restrictions at the reporting date relate to the following cash assets: Unspent government grants and subsidies 1,275 3,299 Unspent loan monies 4,175 871

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.

2020 2019 $'000 $'000 Current Rates and utility charges 3,976 3,718 GST recoverable 931 605 Other debtors 3,987 3,691 8,894 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

100 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 2019 $'000 $'000 9 Equity accounted investments

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

Details of movements in participation rights Opening balance 35,987 35,220 Plus share of profit of associate 2,330 2,361 Less participation return received and accrued (1,657) (1,594) Closing balance at end of year 36,660 35,987

Extract from the Urban Utilities statement of comprehensive income: Revenue 1,437,433 1,377,569 Net profit 223,619 226,554

Extract from Urban Utilities statement of financial position: Current assets 323,955 240,263 Non-current assets 6,092,037 5,787,505 6,415,992 6,027,768

Current liabilities 363,742 323,086 Non-current liabilities 2,532,968 2,264,994 2,896,710 2,588,080

Net assets 3,519,282 3,439,688

Page 15

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 101 0 0 546 3,858 2,748 42,279 16,715 20,145 22,134 42,279 (2,876) (7,216) (1,764) 885,989 193,286 201,567 (12,296) 1,053,843 1,087,556 2020 Total $'000 $'000 0 0 0 0 0 0 0 0 0 0 Page 16 (195) 41,122 36,779 52,097 41,122 20,145 16,634 36,779 (47,559) Cost 2020 $'000 $'000 progress Capital work in Capital Not depreciated Not 0 0 0 0 0 0 (195) (195) 4,613 2,516 4,613 4,613 17,273 28,405 12,117 29,947 12,674 (2,876) (1,764) 1-40 Cost 2020 $'000 $'000 Plant and Plant equipment 0 0 0 0 0 0 0 0 0 0 0 396 285 448 412 2,480 1,835 2,928 2,532 6-75 2020 $'000 $'000 Other Other Valuation infrastructure 0 0 0 0 0 0 0 0 0 0 (8) 852 584 103 7,613 8,197 40,644 47,894 48,841 2020 $'000 $'000 15-80 Drainage Valuation 0 0 0 0 0 0 0 0 0 2,829 11,250 44,923 (6,882) 667,914 785,628 149,536 821,818 153,904 (11,562) 2020 $'000 $'000 15-120 network Valuation Road and bridge 0 0 0 0 0 0 0 0 24 177 904 (93) (216) 2,183 25,471 34,505 10,343 36,649 11,178 cost Cost 2020 $'000 $'000 10-100 Buildings at at Buildings 0 0 0 0 0 0 0 934 350 134 (46) (24) (120) 1,176 47,299 11,842 48,463 35,381 13,082 2020 $'000 $'000 15-100 valuation Valuation Buildings at at Buildings 0 0 0 0 0 0 0 0 0 0 0 0 887 887 887 1,366 55,535 57,788 57,788 2020 Land $'000 $'000 Valuation Not depreciated Not 6 Note 3 (d) (ii) b) (ii) (d) 3 Disposals Additions* Infrastructure renewals Infrastructure Revaluation due to external assessment and indexation external Revaluation due to Transfers classes between Write-offs Contributed assets at valuation assets at Contributed Opening grossOpening value 2019 1 July as at Depreciation providedDepreciation period in on disposals Depreciation Opening balance as at 1 July 2019 1 July balance asOpening at Closing grossClosing value Other additions Other Revaluation due to external assessment and indexation external Revaluation due to Depreciation on write-offsDepreciation Total additions Total Net Value as at 30 June as 2020 at Value Net Closing accumulated depreciation balance depreciation accumulated Closing Transfers classes between Scenic Rim Regional Council statements financial the to Notes Range of estimated useful years in life Range of estimated For the year ended 30 June 2020 year the For 10 plant and Property, equipment ofBasis measurement Values Asset comprise: *Additions Accumulated depreciationAccumulated and impairment

102 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 0 207 15,815 25,777 69,494 39,966 29,528 69,494 97,795 (1,122) (2,252) 860,557 926,150 193,286 187,824 (35,008) (37,551) 1,053,843 2019 Total $'000 $'000 0 0 0 0 0 0 0 0 0 0 Page 17 52,097 35,166 66,232 39,966 26,266 66,232 52,097 (49,301) Cost 2019 $'000 $'000 progress Capital work in Capital Not depreciated Not 0 0 0 0 0 (33) (33) 2,544 3,262 3,262 3,262 16,288 27,403 12,117 10,728 28,405 (1,122) (2,227) 1-40 Cost 2019 $'000 $'000 Plant and Plant equipment 0 0 0 0 0 0 0 0 0 0 20 645 308 (17) 2,460 1,835 1,544 2,480 6-75 2019 $'000 $'000 Other Other Valuation infrastructure 0 0 0 0 0 0 0 0 0 57 563 1,684 7,613 5,366 1,513 40,281 46,324 47,894 2019 $'000 $'000 15-80 Drainage Valuation 0 0 0 0 0 0 0 10,497 24,110 96,262 46,817 636,092 679,724 149,536 149,850 785,628 (34,921) (37,175) 2019 $'000 $'000 4-100 network Valuation Road and bridge 0 0 0 0 0 0 0 0 811 202 (54) (123) 9,586 2,397 24,162 32,029 10,343 34,505 cost Cost 2019 $'000 $'000 10-100 Buildings at at Buildings 0 0 0 0 0 0 0 0 0 0 0 30 1,092 35,457 47,269 11,842 10,750 47,299 2019 $'000 $'000 15-100 valuation Valuation Buildings at at Buildings 0 0 0 0 5 0 0 0 0 0 0 0 0 (25) (220) 55,535 55,775 55,535 2019 Land $'000 $'000 Valuation Not depreciated Not 6 Note 3 (d) (ii) b) (ii) (d) 3 Additions * Additions Infrastructure renewals Infrastructure additions Other additions Total Net valueNet 30 June as 2019 at Depreciation providedDepreciation period in on disposals Depreciation Opening grossOpening value 2018 1 July as at Closing accumulated depreciation balance depreciation accumulated Closing Revaluation due to external assessment and indexation external Revaluation due to Disposals on write-offsDepreciation Opening balance as at 1 July 2018 1 July balance asOpening at Contributed assets at valuation assets at Contributed Revaluation due to external assessment and indexation external Revaluation due to Transfers classes between grossClosing value Write-offs Scenic Rim Regional Council statements financial the to Notes Range of estimated useful years in life Range of estimated For the year ended 30 June 2020 year the For 10 plant and Property, equipment (continued) ofBasis measurement Values Asset comprise: *Additions Accumulated depreciationAccumulated and impairment

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 103 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

104 SCENIC RIM REGIONAL COUNCIL 2019-202018-19 ANNUAL ANNUAL REPORT 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

SCENICSCENIC RIM RIM REGIONAL REGIONAL COUNCIL COUNCIL 2019-20 2018-19 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. 2020 2019 $'000 $'000 Non-Specialised Buildings (level 2) 1,233 1,227 Specialised Buildings (level 3) 34,148 34,230 35,381 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.

Page 20 106 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.

Page 21 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 107 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.

2020 2019 $'000 $'000 Current Creditors and accruals 10,824 8,162 Salary and wages accruals 1,104 1,268 Annual leave 3,228 3,117 Prepaid rates 2,291 1,942 17,447 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.

2020 2019 $'000 $'000 Current Queensland Treasury Corporation 2,179 1,696

Non-current Queensland Treasury Corporation 29,389 25,025 31,568 26,721 Details of movements in borrowings: Queensland Treasury Corporation Opening balance 26,721 23,214 Loans raised 6,500 4,700 Interest accrued 1,050 1,015 Principal and interest repayments (2,703) (2,208) Book value at period end 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.

Page 22 108 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 2019 $'000 $'000 14 Provisions Current Long service leave 6,135 6,008 6,135 6,008 Non-Current Refuse sites restoration 2,979 632 Quarry rehabilitation 415 409 Long service leave 824 774 4,218 1,815 Details of movements in provisions: (a) Refuse sites restoration Opening balance 632 623 Increase (decrease) in provision - borrowing cost 3 6 Increase (decrease) in estimate of future cost 2,344 3 Balance at the end of period 2,979 632 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 409 398 Increase (decrease) in provision - borrowing cost 5 6 Increase (decrease) in estimate of future cost 1 5 Balance at the end of period 415 409

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 6,782 6,377 Entitlements accrued 805 1,109 Entitlements paid (628) (704) Balance at the end of period 6,959 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 on- costs. 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 0 1,310 Ticket sales received in advance 11 33 11 1,343

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORTPage 23 109 Scenic Rim Regional Council Notes to the financial statements For the year ended 30 June 2020 2020 2019 $'000 $'000 16 Asset revaluation surplus

Movements in the asset revaluation surplus were as follows: Revaluations of property, plant and equipment (refer Note 10) 2,202 72,018 Change in value of future rehabilitation costs (756) (8) 1,446 72,010 The closing balance of the asset revaluation surplus is comprised of the following asset categories: Land 29,884 28,518 Buildings 28,698 27,898 Road and bridge network 195,480 195,480 Drainage 17,507 17,507 Other infrastructure 2,274 2,994 Major plant and equipment 4,636 4,636 278,479 277,033

17 Commitments for expenditure

Operating lease commitments Non-cancellable operating leases contracted for but not recognised in the financial statements: Within one year 140 154 One to five years 70 209 210 363 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.

Page 24

110 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 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.

2020 2019 $'000 $'000 Superannuation contributions made to the Regional Defined Benefits Fund 216 235 Other superannuation contributions for employees 3,233 3,155 Other superannuation contributions for elected members 65 66 Total superannuation contributions Note 4 3,514 3,456

Council expects to make contributions of $220,267 to the Regional Defined Benefits Fund in 2020-21.

Page 25

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 111 Scenic Rim Regional Council Notes to the financial statements For the year ended 30 June 2020 2020 2019 $'000 $'000 20 Trust funds

Monies collected or held on behalf of other entities yet to be paid out to or on behalf of those entities 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 12,143 35,472

Non-cash operating items: Depreciation and amortisation 16,839 15,960 Change in restoration provisions expensed 1,597 12 Share of profit from associate (2,330) (2,361) 16,106 13,611 Investing and development activities: Capital income 0 (67) Capital expenses 5,232 2,560 5,232 2,493 Financing activities: Capital grants, subsidies and contributions (20,417) (36,135) (20,417) (36,135) Changes in operating assets and liabilities: (Increase) decrease in receivables 349 3,454 (Increase) decrease in inventories (24) (128) (Increase) decrease in other assets (384) 1 Increase (decrease) in payables 6,222 (1,442) Increase (decrease) in provisions 177 405 Increase (decrease) in other liabilities (1,332) 1,337 5,008 3,627

Net cash inflow / (outflow) from operating activities 18,072 19,068

22 Reconciliation of liabilities arising from financing activities

Borrowings: Opening balance 26,721 23,214 Cashflows 4,847 3,507 Closing balance Note 13 31,568 26,721

Page 26

112 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 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

Balance at 1 July 2019 $'000 Contract assets - Under AASB 1058 9,949 Total contract assets 9,949

Contract liabilities - Under AASB 1058 3,150 Total contract liabilities 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

Carrying Adjustments Carrying amount per Dr / (Cr) amount if Statement of previous Financial standards had Position been applied Dr / (Cr) Dr / (Cr) $'000 $'000 $'000 Contract assets 1,948 (1,948) 0 Contract liabilities (2,100) 2,100 0 Accumulated surplus (650,805) (152) (650,957) (650,957) 0 (650,957)

Page 27 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 113 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 Adjustments Carrying amount per Dr / (Cr) amount if Statement of previous Financial standards had Position been applied Dr / (Cr) Dr / (Cr) $'000 $'000 $'000 Revenue - capital 20,417 152 20,569 20,417 152 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.

Page 28

114 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. Net carrying Profit Equity amount

2020 2019 2020 2019 2020 2019 $'000 $'000 $'000 $'000 $'000 $'000 Cash and cash equivalents 40,457 38,110 405 381 405 381 Net 405 381 405 381

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: 2020 2019 $'000 $'000 Financial assets Cash and cash equivalents 40,457 38,110 Receivables 23,570 22,690 64,027 60,800

Page 29 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 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:

2020 2019 $'000 $'000 Subject to impairment Not past due 3,812 2,889 Past due 1-30 days 25 193 Past due 31-60 days 0 352 Past due 61-90 days 0 90 More than 90 days 150 167 Total Gross Carrying Amount 3,987 3,691 Loss Allowance 0 0 3,987 3,691 Not subject to impairment Rates and utility charges 3,976 3,718 GST recoverable 931 605 Shareholder loan - Queensland Urban Utilities 14,676 14,676 Total Gross Carrying Amount 19,583 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 Carrying year years years cashflow amount 2020 $'000 $'000 $'000 $'000 $'000 Payables 10,824 0 0 10,824 10,824 Loans - QTC 3,218 12,594 23,586 39,398 31,568 14,042 12,594 23,586 50,222 42,392 2019 Payables 8,162 0 0 8,162 8,162 Loans - QTC 2,704 10,826 21,250 34,780 26,721 10,866 10,826 21,250 42,942 34,883

Page 30 116 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 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 Building Waste Certifying Collection $'000 $'000 $'000

Revenue for services provided 4,172 440 5,527 Community service obligations 0 0 0 4,172 440 5,527 Less : Expenditure 4,469 391 4,569 Surplus / (deficit) (297) 49 958

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 117

Page 31 Scenic Rim Regional Council Notes to the financial statements For the year ended 30 June 2020 2020 2019 $'000 $'000 27 Transactions with related parties

(a) Transactions with associates

Revenue Urban Utilities - Participation return (Note 9) 1,657 1,594 Urban Utilities - Tax equivalents (Note 3(c)) 850 988 Urban Utilities - Loan interest 669 690 Urban Utilities - Waste tipping fees 8 7 Urban Utilities - Venue hire 1 1 Urban Utilities - Sponsorship - Winter harvest festival 0 10 3,185 3,290

Expenditure Urban Utilities - Water and sewerage access and consumption charges 288 291

Urban Utilities - Laboratory sampling and analysis - swimming pools 12 12 300 303

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 828 797 Urban Utilities - Tax equivalents 0 5 Urban Utilities - Loan interest 56 57 884 859

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) 14,676 14,676 No guarantees have been provided.

(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 2,055 1,930 Long-term benefits 24 166 Post employment benefits 211 204 Termination benefits 49 54 2,339 2,354 Detailed remuneration disclosures are provided in the annual report.

118 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT Page 32 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 Doubtful transactions balance (incl doubtful debts debts during year commitments) on expense outstanding recognised 2020 $'000 $'000 $'000 $'000 Purchase of materials and services from (i) 32 0 0 0 an entity controlled by a member of KMP

Payment of a precept and provision of in- (ii) 115 0 0 0 kind support to Scenic Rim Rivers Improvement Trust Payment of a precept to Darling Downs- (iii) 308 0 0 0 Moreton Rabbit Board Provision of funding under Council's (iv) 1 0 0 0 grants program Employee expenses for close family (v) 94 0 0 0 members of KMP

2019 Purchase of materials and services from (i) 44 0 0 0 an entity controlled by a member of KMP

Payment of a precept and provision of in- (ii) 114 0 0 0 kind support to Scenic Rim Rivers Improvement Trust Payment of a precept to Darling Downs- (iii) 303 0 0 0 Moreton Rabbit Board Provision of funding under Council's (iv) 3 0 0 0 grants program Employee expenses for close family (v) 267 0 0 0 members of KMP

(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).

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 119 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.

120 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Page 34 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 121

To the Councillors of Scenic Rim Regional Council

Report on the audit of the financial report Opinion I have audited the accompanying financial report of Scenic Rim Regional Council (the council). In my opinion, the financial report: a) gives a true and fair view of the c as at 30 June 2020, and of its financial performance and cash flows for the year then ended b) complies with the Local Government Act 2009, the Local Government Regulation 2012 and Australian Accounting Standards. The financial report comprises the statement of financial position as at 30 June 2020, the statement of comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, notes to the financial statements including significant accounting policies and other explanatory information, and the certificate given by the Mayor and the Chief Executive Officer. Basis for 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 further described in the responsibilities for the audit of the financial report section of my report. I am independent of the council in accordance with the ethical requirements of the Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the financial report 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. Other information Other information comprises financial and non-financial information (other than the audited

Scenic Rim Regional Council 2020 was the current year financial sustainability statement, long-term financial sustainability statement and the annual report. The councillors are responsible for the other information.

122 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

My opinion on the financial report 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 current year To the Councillors of Scenic Rim Regional Council financial sustainability statement. In connection with my audit of the financial report, my responsibility is to read the other Report on the audit of the financial report information and, in doing so, consider whether the other information is materially inconsistent Opinion with the financial report and my knowledge obtained in the audit or otherwise appears to be materially misstated. I have audited the accompanying financial report of Scenic Rim Regional Council (the council). 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. In my opinion, the financial report: Responsibilities of the councillors for the financial report a) gives a true and fair view of the c as at 30 June 2020, and of its financial performance and cash flows for the year then ended The councillors are responsible for the preparation of the financial report that gives a true and fair view in accordance with the Local Government Act 2009, the Local Government b) complies with the Local Government Act 2009, the Local Government Regulation 2012 Regulation 2012 and Australian Accounting Standards, and for such internal control as the and Australian Accounting Standards. councillors determine is necessary to enable the preparation of the financial report that is The financial report comprises the statement of financial position as at 30 June 2020, the free from material misstatement, whether due to fraud or error. statement of comprehensive income, statement of changes in equity and statement of cash The councillors are also responsible for assessing the council's ability to continue as a going flows for the year then ended, notes to the financial statements including significant concern, disclosing, as applicable, matters relating to going concern and using the going accounting policies and other explanatory information, and the certificate given by the Mayor concern basis of accounting unless it is intended to abolish the council or to otherwise cease and the Chief Executive Officer. operations of the council. Basis for opinion inancial report I conducted my audit in accordance with the Auditor-General Auditing Standards, which My objectives are to obtain reasonable assurance about whether the financial report as a incorporate the Australian Auditing Standards. My responsibilities under those standards are whole is free from material misstatement, whether due to fraud or error, and to issue an further described in the responsibilities for the audit of the financial report section of l of assurance, my report. but is not a guarantee that an audit conducted in accordance with the Australian Auditing I am independent of the council in accordance with the ethical requirements of the Standards will always detect a material misstatement when it exists. Misstatements can arise Code of Ethics for from fraud or error and are considered material if, individually or in aggregate, they could Professional Accountants (the Code) that are relevant to my audit of the financial report in reasonably be expected to influence the economic decisions of users taken on the basis of Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code this financial report. and the Auditor-General Auditing Standards. As part of an audit in accordance with the Australian Auditing Standards, I exercise I believe that the audit evidence I have obtained is sufficient and appropriate to provide a professional judgement and maintain professional scepticism throughout the audit. I also: basis for my opinion. Identify and assess the risks of material misstatement of the financial report, whether Other information due to fraud or error, design and perform audit procedures responsive to those risks, Other information comprises financial and non-financial information (other than the audited 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, Scenic Rim Regional intentional omissions, misrepresentations, or the override of internal control. Council 2020 was the current year financial sustainability statement, long-term financial sustainability statement and the annual report. 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 expressing an The councillors are responsible for the other information. opinion on the effectiveness of the council's internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the council.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 123

Conclude on the appropriateness of the c use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the council's ability to continue as a going concern. If I conclude that a material uncertainty exists, I

financial report or, if such disclosures are inadequate, to modify my opinion. I base

However, future events or conditions may cause the council to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report 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. Report on other legal and regulatory requirements In accordance with s.40 of the Auditor-General Act 2009, for the year ended 30 June 2020: a) I received all the information and explanations I required. b) In my opinion, the prescribed requirements in relation to the establishment and keeping of accounts were complied with in all material respects.

30 September 2020

Melissa Read Queensland Audit Office as delegate of the Auditor-General Brisbane

124 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 125

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 further described in the responsibilities for the audit of the current year financial 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 Council 2020 was the general purpose financial statements, long-term financial sustainability statement and the annual report. The councillors are responsible for the other information.

126 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

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. udit of the current year financial sustainability statement 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.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 127

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 Queensland Audit Office as delegate of the Auditor-General Brisbane

128 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 129 PAGE INTENTIONALLY LEFT BLANK.

130 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT PAGE INTENTIONALLY LEFT BLANK.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT 131 Telephone: 07 5540 5111 82 Brisbane Street | PO Box 25 Beaudesert Qld 4285 Email: [email protected]