SCENIC RIM REGIONAL COUNCIL
2020–21 COMMUNITY BUDGET REPORT
scenicrim.qld.gov.au CS2020.0015
2020-21 COMMUNITY BUDGET REPORT
4 Introduction 4 6 8 9 10
Message from the Mayor Message from the CEO Legislative Framework Your Councillors Corporate Plan and Planning Framework
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Budget Highlights
13 14 15 16 17 18 19 20
Council delivers $87.3 million budget for the Scenic Rim region Funding for facilities supports community life Groundbreaking project to break ground in 2020 New streamlined grants program to provide increased funding opportunities Working hand in hand with green thumbs A healthy investment in community wellbeing Funding grows for parks and gardens in 2020 Footpath improvements another step forward
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Rates and Charges
22 Revenue Statement 22 Revenue Strategy 23 General Rates 23 Charges 23 Discount 24 Land Valuations 24 Rating Environment
2020-21 COMMUNITY BUDGET REPORT
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Operating Budget
25 26
Recurrent Revenue Recurrent Expenditure
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Capital Budget
27 28 30
Capital Funding Capital Expenditure Ten Year Capital Program 2020-21 to 2029-30
39 Budgeted Financial Statements 2020-21 39 39 39 39
Budgeted Statement of Comprehensive Income Budgeted Statement of Financial Position Budgeted Statement of Cash Flows Budgeted Statement of Changes in Equity
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Operational Plan 2020-21
69
Budget Documentation
70 88 92 98
Revenue Statement Revenue Policy Debt Policy Investment Policy
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
M E S S AGE FR O M T HE MAYO R On behalf of all councillors, it is my pleasure to present the 2020–21 Scenic Rim Regional Council Budget to our community. This is the first budget of this new term of Council, and one that has been formulated against a challenging background of sequential disaster events culminating with the current COVID-19 pandemic, and is a budget that is for the whole of the Scenic Rim. I acknowledge the diligent approach of the Councillors as we prepared this budget together, and also thank the executive and employees of Council for their ardent efforts in preparing the supporting materials and operational detail to inform the decision making of Council so effectively.
Over the past few years, Council has grappled with the ongoing impact of significant valuation increases for some areas and land use types within the region. This year we have received a further round of valuations and will be averaging individual property valuation increases from these over a two-year window.
Finding the right balance between the conflicting goals of meeting increasing community expectations, ensuring we meet our commitments to sustainable asset renewal, and maintaining financial sustainability as a Council, while mitigating impacts across our communities, are always at the core of our deliberations.
Most rates categories will see capped minimum nett General Rates and Community Infrastructure Charge increases of just one per cent. For the most part, Fees and Charges have been kept at zero increase or, in some cases, reduced as a result of process improvements and reviews.
We are responsibly budgeting for a total expenditure of $87.3 million, which is some $11.6 million down from last year’s budget of $98.9 million. The budget gives sharp focus to the immediate circumstance across our region, keeping revenue growth from the general rate and community infrastructure charge to just .89 per cent across all categories, plus a projected 1.5 per cent growth in new rateable contributions. Our decision to maintain services, while holding revenue growth to less than half of CPI, will see us budgeting for a deficit of $1.43 million.
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Scenic Rim Regional Council
Our Budget also benefits from, and recognises $17.66 million co-investment from, the Queensland and Australian Governments for a number of projects, both operational and capital. Council has enjoyed exceptional success through grant programs in recent years, which is a positive testament to our improving ability to plan well, demonstrate strong business cases, and execute these to deliver the strong community outcomes sought by all levels of government. Council’s 2020-21 Budget provides $295,000 for our new-look Community Grants Program, which intends to combine sport and active recreation grants with community grants to provide a wider range of funding opportunities for not-for-profit organisations across the region.
We will continue our investment of $90,000 to maintain the expanded 12-month Be Healthy and Active Program, which last year included 65 health and wellbeing activities delivered by 42 Scenic Rim businesses and community organisations in 17 towns and villages across the region. Our key industries of tourism and agriculture depend on the maintenance of the ecological balance, which our $103,000 Environmental Grants Program, in conjunction with our Biodiversity Strategy, will help to support. Over the coming year, we will continue our strong focus on delivering on the commitments of our Scenic Rim Regional Prosperity Strategy 2020-2025, with the primary goal of creating valuable jobs for our local people. Council has a key role to facilitate economic growth, however we need to partner with our key industries, local businesses and other levels of government and work collaboratively as one Scenic Rim to generate prosperity for our region. Our $22.4 million capital program provides ongoing base service level maintenance of our infrastructure and assets, which is very much driven by condition monitoring and life cycle management, as well the program of strategic change. This takes a longterm approach to ensure the attractiveness and liveability of our communities, and therefore we aren’t always able to deliver something in every community in every year.
The multi-year Beaudesert Town Centre Revitalisation project will begin this year, which will transform the heart of Beaudesert to provide our residents, businesses and visitors with a vibrant and active town centre. Work will also start work on a business case to look at options for redeveloping Tamborine Mountain’s Gallery Walk, so that we can look to create a vibrant precinct with transformed streetscaping in line the natural beauty of the rainforests and village character. In our budget, we struck a balance to ensure we continue to deliver for all our communities. This includes pertinent services, significant support initiatives, and strong infrastructure support. Importantly the budget supports renewed economic growth, drives prosperity and employment generation so that we can move forward strongly, and together. With this budget, we are standing beside our community as One Scenic Rim.
Greg Christensen
Mayor Scenic Rim Regional Council
The revitalisation of our public spaces across the region under our Vibrant and Active Towns and Villages program is key to enhancing economic growth, jobs creation and community vitality. The revitalised spaces already delivered in the Boonah Town Centre have been well received by the local community, and works are continuing this year.
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
M E S S AG E FR O M T HE CE O All local governments must be efficient, effective, economical with public resources, provide excellent service delivery and continually improve. At the same time, councils are under pressure to meet the needs and expectations of the community and to provide better customer outcomes and improved services. This is against the backdrop of ever-increasing-costs, and challenges such as councils raising only three per cent of taxes, but having to maintain 70 per cent of all roads and 35 per cent of all infrastructure assets. We are focused on delivering for our community, with a great range of services however, we have asked ourselves whether this is a shared view. As a Council, we are challenged by an increasing number and range of customer requests that we receive. In developing this fiscally responsible budget, Councillors have had to balance the cost of services against savings and the loss of services or levels of services. These are services that residents have come to expect and are the current implied base standards that residents are prepared to pay for. Councillors are also required by legislation to think beyond their own division for the good of the whole region. In addition, the Queensland Government’s Shaping SEQ Plan places growth demands upon Beaudesert and surrounds, which is set to become the main growth centre in the region over coming years. Scenic Rim Regional Council now faces new opportunities and challenges as our region continues its steady growth and is currently gripped by the COVID-19 impact, making this the most challenging of budgets requiring us to balance long-term financial sustainability strategy forecasts for revenue against operational and capital expenditure requirements.
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Scenic Rim Regional Council
We have maintained our workforce during COVID as most employees deliver essential services to the community. Keeping jobs is a high priority, as these employees are mostly locals who call this region home and, together with their families, spend locally which boosts the local economy. On top of salaries and wages for our workforce, Council’s annual average on local spend is 29 per cent and is working exceptionally hard to grow this through local procurement programs and initiatives. We consider this as a benchmark and it compares very favourably to other councils. For transparency, we report monthly to Council and the community. As part of Council’s Economic Stimulus Package in response to COVID-19, we have also focused on expediting payments upon receiving invoices to assist local businesses with cash flow. We have an inspired and passionate workforce keen to serve our community. We put our customers first and work hard to do more with less. Our Customer Centricity program has recently delivered our Customer Charter, which will be underpinned by a Customer Strategy and Customer Improvement Plans. Our zerobased budgeting continues to be rolled out across the organisation and this program has provided savings of $640,000 during the past two years. Last year we introduced novated leases for employee vehicles rather than providing Council-owned vehicles. This has reduced Council’s expenditure on fleet replacement, reduced fleet maintenance and operational costs, provided additional support to local car dealers, reduced Council’s fringe benefit tax obligations and, in total, has delivered $230,000 in ongoing savings in the budget.
We have also been able to maintain a fair and equitable rating system, despite huge valuation impacts with rural and principal place of residence as the greatest segments contributing along with the commercial sector.
As we deliver services under this coming year’s budget, we will continue to live our values of Respect, Trust, Honesty, Teamwork, Communications, Quality, Staff Worth and Accountability.
Under my leadership, and that of our General Managers and broader management team, many team members have far exceeded the requirements of their position descriptions. The ownership and commitments made by our team members is extraordinary and impressive. Our team is always aiming for efficiency, effectiveness and agility, and this became even more evident in our response to bushfires, drought and now COVID-19.
We are all honoured to deliver services in partnership with our communities across the Scenic Rim region.
Our internal and external communications with all our stakeholders, including the Mayor and Councillors, employees and wider community is the core to how we deliver optimal services. We identified that we needed a fresh focus on what we do, how we do it and how timely we are in our responses and, importantly, how effective we are in meeting the needs and expectations of our customers. This was the genesis of our Refresh and Refocus program that commenced in late 2018.
CEO Scenic Rim Regional Council
We are One Scenic Rim.
Jon Gibbons
As we continue our Refresh and Refocus program, the alignment to the Community, Corporate and Operational Plans is paramount. We have been busy rebuilding the organisation based on principles of putting the customer first, developing our own people to be able to lead, being accountable and transparent, working as one united team, and improving communication to all stakeholders both internal and external. We are also putting in place more robust strategies, systems and processes, and taking a stronger approach to governance.
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
LEGI SL ATIVE FR AM E WORK Scenic Rim Regional Council is required to prepare an annual budget in accordance with the requirements of Part 3 of the Local Government Regulations 2012. This legislation is the framework which governs the system of financial management that must be established for Council to ensure it is financially sustainable. Section 169 of the Local Government Regulation 2012 states that a local government’s budget for each financial year must include: • financial statements for the financial year for which it is prepared and the next two financial years
• five-year corporate plan • annual operational plan
• a revenue statement
Council also produces a number of other documents to meet the requirements of legislation and guide its budget process. These documents include:
• a revenue policy
• Register of Fees and Charges
• each of the relevant measures of financial sustainability for the financial year for which it is prepared and the next nine financial years:
• Investment Policy
• a long-term financial forecast
1. asset sustainability ratio
2. net financial liabilities ratio
3. operating surplus ratio
• the total value of the change, expressed as a percentage, in the rates and utility charges levied for the financial year compared with the rates and utility charges levied in the previous budget
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Section 169 of the Local Government Regulation 2012 also states the budget must be consistent with the following documents:
Scenic Rim Regional Council
• Debt Policy
2020-21 COMMUNITY BUDGET REPORT
YOUR COUNCILLOR S Your Scenic Rim Councillors DIV 1
DIV 2
Cr Derek Swanborough Phone: 07 5540 5401
DIV 4
DIV 3
Cr Jeff McConnell
Cr Virginia West
Phone: 07 5540 5402
Phone: 07 5540 5403
DIV 6
DIV 5
Cr Michael Enright
Phone: 07 5540 5404
Mutdapilly
Rosevale
Cr Duncan McInnes OAM
Phone: 07 5540 5406
Peak Crossing
Mt Walker Warrill View
Cr Marshall Chalk
Phone: 07 5540 5405
Harrisville
6
Kagaru
Munbilla Silverdale Roadvale
Tamborine
Wyaralong Allenview Dam
Fassifern Tarome
Aratula
Bromelton
BOONAH
Lake Moogerah
2
Veresdale Scrub Gleneagle
Wyaralong
Kalbar
BEAUDESERT
4
Dugandan
Il-bogan
1
TAMBORINE MOUNTAIN
Canungra
Mt Alford Kooralbyn
Croftby
Laravale Kerry
5
3
Maroon Carneys Creek
Maroon Dam
Beechmont
Darlington
Rathdowney Hillview
Barney View Running Creek
Lamington
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
C ORP OR ATE PL AN AND PL ANNING FR AM E WORK The 2020-21 Community Budget Report sets out specific program deliverables and projects that Scenic Rim Regional Council proposes to deliver for the community in the 2020-21 financial year. The Community Budget Report shows the alignment to Council’s Corporate Plan. The Corporate Plan documents align with Council’s longterm strategic direction to achieve the vision for the future of the Scenic Rim expressed in the Scenic Rim Community Plan 2011-2026.
Regional Vision 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 selfreliant 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 visitors and provide ecosystem services for the broader South East Queensland community. 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.
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Scenic Rim Regional Council
Strategic Themes Theme 1: Spectacular Scenery and Healthy Environment
Theme 2: Sustainable and Prosperous Economy Theme 3: Open and Responsive Government
Theme 4: Relaxed Living and Rural Lifestyle
Theme 5: Vibrant Towns and Villages
Theme 6: Accessible and Serviced Region Theme 7: Healthy, Engaged and Resourceful Communities
2020-21 COMMUNITY BUDGET REPORT
Council Planning Framework Scenic Rim’s integrated planning and reporting process, including the Community Budget Report incorporating the Annual Budget and Operational Plan, is illustrated by the diagram below.
COMMUNITY PLAN
CORPORATE PLAN
OPERATIONAL PLAN
Themes Outcomes Priorities
Informs Informs
Area of Focus
Directs
Deliverables (SMART) Key Indicators for Success
Budget Core Council Services
Key Indicators
Key Performance Indicators CORPORATE REPORTING Financial Reporting
Process Reporting
Annual Report
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
BUDGE T HIG HLIG HT S 2020-21 Budget
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2020-21 Long Term Financial Forecast (10 Year)
Operating Expenditure $’000
Capital Expenditure $’000
Operating Expenditure $’000
Capital Expenditure $’000
Spectacular Scenery and Healthy Environment
2,897
-
34,031
-
Sustainable and Prosperous Economy
2,182
-
25,637
-
Open and Responsive Government
10,212
3,131
119,966
36,400
Relaxed Living and Rural Lifestyle
4,860
-
57,098
-
Vibrant Towns and Villages
10,841
4,189
127,362
38,052
Accessible and Serviced Region
28,324
14,410
309,673
205,269
Healthy, Engaged and Resourceful Communities
4,269
704
50,151
3,895
Total Council
63,585
22,434
723,918
283,616
Scenic Rim Regional Council
2020-21 COMMUNITY BUDGET REPORT
Council delivers $87.3 million budget for the Scenic Rim region Scenic Rim Regional Council adopted its first budget for the new term of Council at a Special Meeting held in Beaudesert today.
Scenic Rim Mayor Greg Christensen said the budget had been formulated against a challenging background of sequential disaster events, including the COVID-19 pandemic.
Cr Christensen said the Budget also recognised co-investment from the Queensland and Australian governments for a number of projects
“ Finding the right balance in the current challenging environment was core to Council’s 2020-21 $87.3 million Budget.
“ Grants, both operational and capital, in 2020-21 will collectively deliver $17.66 million to our region.
“ It’s always on a fine balance between the conflicting goals of meeting increasing community expectations, ensuring we meet our commitments to sustainable asset renewal, and maintaining financial sustainability as a Council,” Cr Christensen said.
“ While some of these grants come off the back of very challenging disasters, they enable us to deliver programs and projects that reduce the burden on our ratepayer revenue and our ratepayers, and I am optimistic that we will enjoy further support as this year progresses,” he said.
“ While at the same time we need to mitigate financial impact across all our communities, which was at the core of our deliberations. “ We’ve given sharp focus to the immediate circumstances across our region, keeping revenue growth from Council general rates and community infrastructure charges to just .89%. “ For those ratepayers in our community who have a residential principal place of residence, on minimum rate, the increase in the general rates and community infrastructure charge equates to $15 per annum or 29 cents per week, and the Rate in the Dollar will reduce by 9.2% from .7975 to .7240. “ If your principal place of residence is on a rural property, the minimum combined general rates and community infrastructure charges will increase by $17 per annum, or 33 cents per week, and the Rate in the Dollar for these properties will reduce 10.5 per cent from .6875 to .6154.” Cr Christensen said the 2020-21 budget was a responsible budget with total expenditure down $11.6 million from last year’s $98.9 million. “ Within our fiscally responsible budget, we have allocated $22.43 million to our capital program, which will include five road projects and four bridge replacements which help to drive the regional economy, as well footpath upgrades and ongoing maintenance of facilities across the region. “ We remain committed to fostering vibrant towns and villages as reflected in the shared Community Plan vision for Scenic Rim communities to embrace their uniqueness, heritage values and sense of place,’ Cr Christensen said. Works under Council’s Vibrant and Active Towns and Villages program in the Boonah Town Centre will continue in the coming months with the project expected to be completed by the end of the calendar year. The Budget also provides $1.5 million for works at Selwyn Street to improve traffic flow as the first stage in the Beaudesert Town Centre Revitalisation Project, which will offer economic and social benefits for the wider Scenic Rim community. Work will also start work on a business case to look at options for redeveloping Tamborine Mountain’s Gallery Walk, so that we can look to create a vibrant precinct with transformed streetscaping in line the natural beauty of the rainforests and village character.
“ We will continue our own investment in grants programs to provide benefits to communities across our region. “ With the region’s key industries of tourism and agriculture depending on maintaining an ecological balance, our $103,000 Environmental Grants Program, in conjunction with our Biodiversity Strategy, will help to support this outcome. “ We will be launching a new-look Community Grants Program which intends to combine sport and active recreation grants with community grants to provide a wider range of funding opportunities for not-for-profit organisations across the region. “ This allocation of $295,000 of funding recognise the value in providing financial and in-kind assistance to local organisations, which rely heavily on enthusiastic volunteers who are making a difference in their communities,” Cr Christensen said. Over the coming year Council will continue its strong focus on delivering on the commitments of the Scenic Rim Regional Prosperity Strategy 2020-2025 to support creating valuable jobs for our local people. “ Against our challenging backdrop, supporting economic growth and job creation is more critical than ever for our region and for our people. “ We know there are those across our communities who are hurting, and who have lost jobs and businesses, and we are working hard to support those people. “ Partnering for prosperity with our key industries, local businesses and other levels of government is key to supporting our region’s economic recovery during this challenging time, and we have a key role to facilitate economic growth. “ However, it’s important that we work collectively and collaboratively as one Scenic Rim to generate prosperity for our region. “ Again I reiterate, this is a responsible budget that continues to build on our core commitments of sustainable service delivery, our strategic focus on renewing our key public spaces, and providing strong support for economic and employment growth and diversity. “ In our first budget for the first term of this Council, we have sought to minimise our revenue, soften and share the impact and contain our expenditure.” •
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
INVESTMENT IN ROADS AND BRIDGES TO CONTINUE TO DRIVE REGIONAL PROSPERITY Council’s allocation of $23.83 million to the Scenic Rim’s road and bridge network in 2020-21 represents an ongoing investment in the growth and development of the region. Mayor Greg Christensen said Council was committed to ensuring the best value to ratepayers through investment in infrastructure to support the growing needs of a growing region and to assist in the Scenic Rim’s economic recovery from COVID-19. The 2020-21 Budget provides $11.21 million for the maintenance of roads and bridges, $5.39 million for the upgrade and repair of bridges and $7.23 million for capital expenditure on roads, drainage and footpaths. “As well as connecting our communities, our road and bridge network acts as a key driver of our regional economy, and this will be even more important as we continue the journey to recovery following COVID-19,” Cr Christensen said. “The value of our investment in roads and bridges was highlighted late last year during the Sarabah bushfires, when our recently upgraded infrastructure was better able to support the fire-fighting and evacuation effort.” Council is committed to a long-term strategy to replace ageing timber bridges throughout the Scenic Rim with more contemporary structures of concrete or steel to help realise the shared Community Plan vision for an accessible and serviced region. “By the end of 2020-21, we expect that the number of timber bridges in our regional network will be 61, down from 97 in 2011,” Cr Christensen said. “More contemporary structures constructed with steel and concrete are safer, more resilient, require less maintenance and are free of load limits - a significant benefit for our rural community which depends on the reliable movement of modern heavy vehicles and farm equipment. “In addition to agriculture, our region also relies heavily on tourism and the visitors who contribute more than $150 million annually to our local economy will welcome the ongoing improvements to our road and bridge network.”
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Scenic Rim Regional Council
Council’s budget for roads and bridges in 2020-21 includes capital works of: • $3.12 million for road reseals • $1.3 million for works on Beechmont Road from Tucker Lane to Botan Creek Bridge • $684,000 for minor works and design, and • an additional $982,000 on Beechmont Road funded through the Australian Government’s Black Spot Program. • Capital works on bridges in 2020-21 include: • $2 million for Spring Creek Bridge at Kerr • $2 million for Keaveny Bridge at Darlington • $789,000 for major culverts and floodways • $450,000 for minor bridge rehabilitation and, • a total of $155,000 on the rehabilitation of Flying Fox Bridge at Ferny Glen and Freeman Bridge at Veresdale Scrub.
2020-21 COMMUNITY BUDGET REPORT
Funding for facilities supports community life Communities throughout the Scenic Rim will benefit from Council’s increased expenditure on the maintenance and upgrade of a wide range of facilities including swimming pools, community halls and cultural centres. Council has allocated a total of $6.64 million in its 202021 budget, an increase from the $6.04 million provided in 2019-20, for facilities which are focal points of Scenic Rim community life. Mayor Greg Christensen said Council’s planned expenditure on community facilities in the coming year aligned with the shared vision of the Community Plan for the Scenic Rim as a region of vibrant towns and villages with healthy, engaged and resourceful communities. “ Our community facilities are very much a part of the lifestyle we enjoy in the Scenic Rim,” he said. “ The maintenance and renewal of facilities that support our arts and culture, community groups and sporting and recreational activities benefit the entire community and make our region such a great place to live.” Council’s Budget provides $152,000 for community halls with an additional $244,000 for community hall upgrades funded by the Queensland and Australian Governments’ Bushfire Recovery Exceptional Assistance Grant.
A total of $75,000 has been allocated for equipment upgrades at the Boonah Cultural Centre and $56,000 will be spent on replacing shelving across our libraries. Council’s swimming pools at Beaudesert and Tamborine Mountain have been allocated a total of $70,000 in 2020-21. Council hopes to secure funding under the Queensland Government’s Works for Queensland COVID Recovery Package for an electrical safety upgrade at Lake Moogerah Caravan Park and for infrastructure for libraries, as well as the maintenance of community facilities, waste facilities and parks and reserves across the region. “ Council is grateful for the funding support of the Queensland and Australian Governments that will enable us to progress projects that will enhance the liveability of our communities and drives positive economic outcomes for our region,” Cr Christensen said. •
This grant funding has also provided $415,000 for water access, for the installation of bores and tanks across the region to improve water availability for both Council and firefighting operations, and $17,000 for improvements to the car park at Moriarty Park in Canungra.
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
Groundbreaking project to break ground in 2020-21 The first stage in a much-anticipated project to transform the Beaudesert Town Centre is set to begin with Council allocating $1.56 million in its 2020-21 Budget to its Vibrant and Active Towns and Villages initiative. Council’s 2020-21 Budget provides $1.459 million for works at Selwyn Street to improve traffic flow as the first stage in the Beaudesert Town Centre Revitalisation Project that offers economic and social benefits for the wider Scenic Rim community.
“ While each project is unique, what all of these projects have in common is the objective to deliver a built environment which resonates with residents and visitors alike and which also yields an economic dividend for our communities.
Mayor Greg Christensen said Council’s commitment to fostering vibrant towns and villages reflected the shared Community Plan vision for Scenic Rim communities which embraced their uniqueness, heritage values and sense of place.
“ The revitalisation of public spaces is key to enhancing economic growth, jobs creation and a sense of place.”
“ The Beaudesert Town Centre Revitalisation Project, supported by Queensland and Australian Government funding, will deliver a long-overdue transformation of the heart of Beaudesert to provide our residents, businesses and visitors with a much more vibrant town centre,” he said. “ Our previous Vibrant and Active Towns and Villages projects at Tamborine Mountain and Boonah have reflected the uniqueness of their communities and the revitalisation planned for Beaudesert will be no exception.
Artists impression of Beaudesert amphitheatre and event space
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Scenic Rim Regional Council
The final allocation of $72,000 from the Queensland Government’s Maturing Infrastructure Pipeline Program from 2018-19 will provide for the ongoing investigation and design of the Beaudesert Community Hub and Library to complement the town centre revitalisation project. Under its Vibrant and Active Towns and Villages Program, Council’s 2020-21 Budget also provides $33,300 for CCTV in the Boonah Town Centre. “ These are examples of Scenic Rim Regional Council delivering continuous improvement that creates community vitality and economic viability for our region,” Cr Christensen said. •
2020-21 COMMUNITY BUDGET REPORT
New streamlined grants program provides increased funding opportunities Council’s goal in 2020-21 is to streamline and consolidate its grants, for community organisations and sporting and active recreational groups into one grants program, to be known as Scenic Rim Community Grants Program, that will provide more flexibility and deliver greater benefits to the Scenic Rim.
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 notfor-profit organisations across the region. Mayor Greg Christensen said Council was pleased to support grassroots community groups and not-for-profit sporting and recreational organisations that contribute greatly to the Scenic Rim’s liveability. “ Council recognises the value in providing financial and in-kind assistance to local organisations, which rely heavily on volunteers who give so generously of their time and devote much of their energy to making a difference to their communities,” he said. “ The new Community Grants Program takes into account the needs of our rural and regional townships, where community and sporting groups often share the same facilities and have common goals.
“ These grants contribute to building and strengthening the social fabric of our communities and support healthy, engaged and resourceful communities, one of the pillars of the Scenic Rim Community Plan.” Grants applications will be streamlined in 2020-21 as Council transitions to SmartyGrants, an online grants management platform, which is used by many Australian and Queensland Government departments and many local governments. SmartyGrants eliminates the need for paper-based applications and offers the benefit of greater efficiencies for Council as well as grant applicants. “ I encourage community and sporting groups of all sizes to consider applying for funding assistance which will add value to the greater Scenic Rim community and I look forward to seeing the many exciting and innovative projects that our new Community Grants Program will support over the coming year,” Cr Christensen said. •
“ Broadening the grants eligibility criteria will enable us to support a wider range of community initiatives, providing a greater community benefit.
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
Working hand in hand with green thumbs Scenic Rim Regional Council will continue to work in partnership with the community to conserve and enhance the region’s natural values, providing $103,000 for the Environmental Grants Program in its 2020-21 Budget. Mayor Greg Christensen said funding for the Environmental Grants Program represented an investment by Council in conserving and enhancing some of the region’s most valuable natural assets, its spectacular scenery and healthy environment, in line with the shared Community Plan vision for the Scenic Rim. “ Landowners, schools and community groups play an invaluable role in helping to enhance the habitat of endangered native species, restoring waterway areas, installing nesting boxes for wildlife, undertaking weed control projects and revegetating degraded areas,” he said. “ Although our region is home to many large national parks, much of the remaining native habitat in the Scenic Rim is found on private property, so the conservation of native plants and wildlife and the maintenance of healthy ecosystems is very much a community effort. “ Our region’s key industries of tourism and agriculture depend on the maintenance of the ecological balance, which our Environmental Grants Program, in conjunction with our Biodiversity Strategy, helps to support.” Applications will open this month for Council’s 202021 Environmental Grants Program which offers landowners, schools and community groups funding for projects that work to improve wildlife habitat, conserve native wildlife, and provide community education and awareness programs. More than 300 Land for Wildlife agreements are in place across the Scenic Rim, with landowners maintaining habitats for native animals on more than 12,000 hectares of private property.
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Scenic Rim Regional Council
In 2019-20, Council provided a total of $43,205 in rates rebates to landowners of 27 properties which met the criteria for Voluntary Conservation Agreements and Covenants. “ Landowners can make a significant contribution to conserving and enhancing our natural environment simply by maintaining natural habitats on private property,” Cr Christensen said. In addition to the Environmental Grants Program, Council’s 2020-21 Budget provides $50,500 for the Million Trees Program, which aims to plant one million native trees throughout the Scenic Rim by 2025. Cr Christensen urged ratepayers to make use of their free tree vouchers, to be distributed with rates notices this month, to help make a difference, beginning with their own backyards. Council provides a large number of local native species as well as a small number of hardy exotic plants which are compatible with the Scenic Rim’s natural environment. “ Our free trees initiative plays an important part in the greening of our region and enhancing its biodiversity,” Cr Christensen said. “ This year we are offering Scenic Rim ratepayers with multiple properties up to 10 plants, an increase from previous years when the maximum was six plants. “ Council will also honour vouchers issued with 20192020 rates notices for those who may have missed an opportunity to collect their plants during the closure of the Beaudesert nursery due to COVID-19.” •
2020-21 COMMUNITY BUDGET REPORT
A healthy investment in community wellbeing Scenic Rim residents of all ages and abilities will benefit from Council’s ongoing investment in its popular Be Healthy and Active Program.
Council’s 2020-21 Budget provides $90,000 for Be Healthy and Active, confirming its commitment to a healthier and more active Scenic Rim. Last year Council extended the program to 12-months, which included 65 health and wellbeing activities delivered by 42 Scenic Rim businesses and community organisations in 17 towns and villages across the region. Mayor Greg Christensen said the Be Healthy and Active Program’s benefits extended beyond individual physical health and wellbeing to stronger social interaction and community connection. “ The COVID-19 situation has highlighted the need we all have for community connection, and I appreciate the efforts of the Be Healthy and Active providers who, in recent months, continued to deliver their programs online where possible,” he said. “ Participation in group fitness programs and activities has been shown to have mental health benefits and programs such as Be Healthy and Active contribute to all-round community wellbeing. “ This supports our shared Community Plan vision for the region in nurturing healthy, engaged and resourceful communities.” 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, information sessions such as health and nutrition seminars and meditation. Queensland Government funding through the AgeFriendly 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 of the activities they provide to the community. “ It is not only the participants who have enjoyed the social connections and friendships they have formed through Be Healthy and Active - this program is an opportunity for our local health and wellbeing providers and community organisations to raise their profile, all while helping to create a healthier and connected community,” Cr Christensen said. •
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
Funding grows for parks and gardens in 2020-21 Increased funding for Scenic Rim parks and gardens features in Council’s 2020-21 Budget.
In line with the shared Community Plan vision for the Scenic Rim as a region of vibrant towns and villages, Council has allocated a total of $3.68 million to capital expenditure and maintenance of parks and public gardens, up from $3.36 million in 2019-20. Mayor Greg Christensen said Council’s investment in the Scenic Rim’s parks and gardens recognised their importance, not only as recreational areas but also for their role in creating a sense of place for communities. “ The vision shared by Council and the Scenic Rim community is for vibrant towns and villages that embrace their uniqueness, heritage values and sense of place,” he said. “ Place is not just about location, but about people, culture and connection to an area.
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“ The recent COVID-19 restrictions, which forced the closure of our parks for many weeks, has given many of us a renewed appreciation of the importance of parks which are at the heart of our communities. “ Research has shown that even urban dwellers yearn for a connection to the natural environment and that spending time in greenspace can reduce stress and lift the spirits.” Cr Christensen said Scenic Rim’s parks provided places for recreation, relaxation and community connection. “ Our parks help to promote an active and healthy lifestyle and strengthen the social fabric of our communities by providing an opportunity for our residents to connect with others, all while enjoying our beautiful Scenic Rim environment,” he said. •
2020-21 COMMUNITY BUDGET REPORT
Footpath improvements another step forward More than $1 million has been allocated to footpath works in Council’s 2020-21 Budget as another step towards realising two key outcomes of the Scenic Rim’s shared Community Plan vision for an accessible and serviced region with a healthy and active community. The Budget provides for the extension of the important shared footpath bikeway link along Beaudesert-Nerang Road, between Kingsley Drive and Brooklands Drive, as well as minor footpath works across the region.
“ A well-maintained footpath network is an important part of encouraging healthy and active communities, as walking is one of the easiest ways for people of all ages to increase their health and fitness.
Scenic Rim Mayor Greg Christensen said footpath improvements contributed to the vibrancy of communities and the health and wellbeing of residents.
“ Footpaths and shared bikeways also represent important links in our transport network.
“ Footpath improvements encourage the physical activity and social interaction so important for physical and mental wellbeing, as more people get out and about and engage with others,” he said.
“ For many residents, due to age, illness or other reasons preventing them from driving, walking provides the only means of unassisted transport, and shared bikeways provide an opportunity for improved fitness as well as transport that has no impact on the environment.” •
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
R AT E S AND CHARG E S Revenue Statement
Revenue Strategy
Council’s Revenue Statement for the 2020–21 financial year is contained in this document and aims to:
Council’s revenue strategy for the 2020-21 financial year is based on the following guidelines relating to rates and charges. Council’s rates and charges include:
• Assist the community to better understand the relationship between Council’s strategic plans for the community, its Budget and its rates and charges structure; • Reflect Council’s consideration of consistency and comparability in the imposition of rates on various sectors of the community, including residential, business and rural ratepayers; and • Provide clear information around rate setting thereby gaining greater community understanding of the issues. The Revenue Statement is developed in accordance with Council’s Revenue Policy, which sets out the principles used by Council in setting rates and charges.
• Differential general rates; there are a number of differential general rates and minimum general rates, which are set based on land usage and other relevant factors. • Separate rates and charges; there is a separate charge for Community Infrastructure. • Utility charges; there are two utility charges for Waste Disposal and Refuse Collection. • Special rates and charges; there is a special charge for Rural Fire Levy, which is remitted in full to local brigades, thus not captured above.
The total net revenue of $55.7 million to be generated in 2020–21 through net rates and charges is summarised below.
Net Rates and Charges Utility Charges $7.0M Separate Charges $7.0M
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General Rates $41.7M
2020-21 COMMUNITY BUDGET REPORT
General Rates
Charges
For the 2020-21 financial year Council will increase the minimum general rate by 1% for residential principal place of residence properties. The following table provides a comparison of the general rates proposed for 2020-21 based on the minimum general rate for a residential principal place of residence ratepayer in the Scenic Rim region compared to the previous year:
In the 2020-21 financial year Council will levy the following charges:
2019-20
2020-21
Minimum General & Separate Charge per year
$1,537
$1,552
Minimum General & Separate Charge per week
$29.56
$ increase % increase $15.00
1.0%
Separate Charges • Community Infrastructure Charge Utility Charges • Waste Disposal Charge • Refuse Collection Charge Special Charges • Boonah Rural Fire Levy • Beaudesert Rural Fire Levy
$29.85
$0.29
1.0%
For residential principal place of residence properties not on the minimum general rate (rate-in-the-dollar assessments), the average rate increase will be 1.0%. Individual rating outcomes will vary in 2020–21 as the region underwent a land valuation in 2020. For comparative purposes the Consumer Price Index (CPI) nationally for the March Quarter 2020 was 2.2%. Council is continuing with its previously established policy on differential rates for residential non-principal place of residence properties. In line with industry averages, Council will set the differential between residential principal place of residence and residential non-principal place of residence at 25% in 2020–21
In addition to the above, Council will levy charges on behalf of the State Government for the Emergency Management Levy. The Emergency Management Levy and the Rural Fire Levies are remitted to the relevant agencies to provide the required funding to carry out these services. The Community Infrastructure Charge is used to fund either all or part of the costs associated with road and bridge infrastructure maintenance. The Waste Disposal Charge is used to fund recurrent and capital expenditure and administration costs associated with the ongoing operation, maintenance and upgrading of Council’s waste management facilities. This charge will not apply to properties that already incur the refuse collection service. The Refuse Collection Charge is used to fund the cost of domestic and commercial waste collection and associated waste disposal costs.
Discount In 2020–21 Council will continue to offer a discount of 5% on general rates only in line with Council’s Rates Discount Policy for rates paid within 31 days of issue of notice.
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
Land Valuations
Rating Environment
In accordance with the Land Valuation Act 2010 Council receives land valuations and these valuations apply for rating purposes.
Council’s rates and charges are set each year with regard to a number of factors including the cost of providing services, capital works and service level expectations by the community.
In 2020 a land valuation was undertaken Department Natural Resources Mines and Energy (DNRME) for the Scenic Rim. The results saw valuations once again fluctuate around the region, in particular properties that DNRME classed as having a property valuation method of rural seeing significant increases. To mitigate the impact of substantial changes in land valuation, Council has applied land valuation averaging over two financial years to determine the value of rateable land for the 2020–21 financial year. The mix of rateable properties that make up the Scenic Rim region include:
Residential principal place of residence
60%
Residential non-principal place of residence
23%
Rural 11% Commercial and industrial
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Scenic Rim Regional Council
6%
Council also considers statistical indicators such as the Consumer Price Index and the Queensland Local Government Index, which is prepared by the Local Government Association of Queensland. Council aims to keep the increase in rates to a minimum in order to lessen any impact on ratepayers, however at the same time generate enough income to provide adequate levels of service and achieve community objectives. Scenic Rim’s relatively low population density means that it has a lower rate base than citybased regions from which to raise revenues to maintain infrastructure and provide services.
2020-21 COMMUNITY BUDGET REPORT
OPER ATING BUDGE T This section provides an analysis of the planned recurrent or operating expenditure budget for the 2020-21 financial year and the sources of funding for the budget.. Recurrent Revenue Recurrent revenue of $80.4 million budgeted for in 2020-21 is summarised below by major category.
Recurrent Revenue Operating Grants & Subsidies, $6.9M, 9% Other Revenue, $4.9M, 6%
Share of Profit from Associate, $1.9M, 2%
Recoverable Works, $4.6M, 6%
Interest Received, $1.6M, 2%
Net Rates & Utility Charges, $55.7M, 69%
Fees & Charges, $4.8M, 6%
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2020-21 COMMUNITY BUDGET REPORT
Recurrent Expenditure Recurrent expenditure of $81.9 million budgeted for in 2020-21 is summarised below by major category.
Recurrent Expenses
Depreciation & Amortisation, $17.0M, 21%
Finance Costs, $1.3M, 2%
Materials & Services, $31.4M, 38%
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Net Employee Expenses, $32.2M, 39%
2020-21 COMMUNITY BUDGET REPORT
C APITAL BUDGE T This section provides an analysis of the planned capital expenditure budget for the 2020-21 financial year and the sources of funding for the budget. Capital Funding Capital funding of $16.6 million budgeted for in 2020-21 is summarised below by major category.
The value of depreciation and the operating surplus, less share of profit from associate shown in the Statement of Comprehensive Income, are also used to fund capital expenditure.
Capital Funding Asset Sales, $2.0M, 12%
Borrowings, $1.5M, 9%
Developer Contributions, $2.3M, 14% Capital Grants & Subsidies, $10.8M, 65%
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
Capital Expenditure Capital expenditure of $24.5 million* budgeted for in 2020-21 is summarised below by major categories. *Includes $2.1 million in loan repayments
Capital Expenditure Loan Repayments, $2.1M, 9%
Bridges, $5.4M, 22%
Other Projects, $3.0M, 12% Drainage, $0.1M, 0% Vibrant & Active Towns & Villages, $1.6M, 7%
Footpaths, $1.0M, 4%
Fleet, $3.1M, 13%
Waste Management, $0.3M, 1% Facilities & PGC, $1.8M, 7%
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Scenic Rim Regional Council
Roads, $6.1M, 25%
2020-21 COMMUNITY BUDGET REPORT
Asset Management Scenic Rim Regional Council manages its business based on a comprehensive financial strategy and, in addition, calls for a total asset management approach to be undertaken in relation to the management of Council’s assets. Council is committed to developing its asset management strategies to ensure that decisions regarding its long lived assets are made on the best information available. At 30 June 2021, it is anticipated Council will be the custodian of community assets and infrastructure, including land, having a net value of $948 million. A strategic approach to asset management together with strong financial governance are essential to ensure: • that Council delivers high levels of community satisfaction • revenue generation is based on required service delivery outcomes
• responsible stewardship • that Council does not leave an inappropriate liability for future generations • decision makers and the community understand the whole of life costs associated with infrastructure and service delivery, and • Council is appropriately positioned to negotiate with the Queensland and Australian Government on funding opportunities. Council’s asset management strategies place significant emphasis on costs associated with replacing and renewing existing infrastructure and, where required, contains plans for new capital expenditure to meet the needs of a growing population. In accordance with Council’s strategies, the 2020-21 capital works program consists of renewal capital works of $10.7 million and new capital works of $11.7 million.
Community Budget Report 2020-21
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2020-21 COMMUNITY BUDGET REPORT
T EN YE AR C APITAL PROG R AM 2020–2 1 TO 2 02 9 –30 Disclaimer: The 10 Year Capital Works Program has been developed as a long term planning tool for Scenic Rim Regional Council (Council) and lists possible projects as prioritised at the time of development. Project priorities may change over the period of the program. Council does not provide a formal commitment to a specific project until it is adopted as part of an annual budget. Only year one of the program has been adopted by Council and as such, there is no formal commitment by Council for projects listed in years 2-10 and should not be relied upon as these priorities may change.
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2020-21 COMMUNITY BUDGET REPORT
BUDGE TED FINANCIAL STATEM E NT S 202 0–21 Budgeted financial statements for 2020-21 on the following pages are:
Budgeted Statement of Comprehensive Income This statement outlines: • All sources of Council’s income (revenue) • All recurrent expenditure. These expenses relate to operations and do not include capital expenditure although depreciation of assets is included.
Budgeted Statement of Cash Flows This statement summarises the actual flows of cash for a period and explains the change in the cash balance held from the start of the period through to the end of the reporting period. This shows where Council received its cash from and then what it spent it on.
Budgeted Statement of Changes in Equity
The Net Result for the year is a measure of Council’s financial performance. This figure is determined by deducting total recurrent expenditure from total income.
This statement summarises the change in Council’s real worth throughout the financial year. Council’s net worth can change as a result of:
Budgeted Statement of Financial Position
• The net result as recorded in the Statement of Comprehensive Income; or
This statement outlines what Council owns (assets) and what it owes (liabilities) at a point in time.
• An increase or decrease in the net value of non-current assets resulting from a revaluation of those assets.
Council’s net worth is determined by deducting total liabilities from total assets – the larger the net equity, the stronger the financial position.
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Scenic Rim Regional Council Budgeted Financial Statements STATEMENT OF COMPREHENSIVE INCOME Income
Revised Budget 2019/20 $'000
Budget 2020/21 $'000
Forecast 2021/22 $'000
Forecast 2022/23 $'000
Revenue Recurrent Revenue Gross Rates and Utility Charges Discounts and Pensioner Remissions Fees & Charges Interest Received Sales of Contract and Recoverable Works Share of Profit from Associate Other Revenue Operating Grants, Subsidies, Contributions and Donations Total Recurrent Revenue
55,977 -1,762 5,026 1,692 4,968 2,325 5,318 4,986 78,530
57,436 -1,763 4,818 1,593 4,614 1,889 4,943 6,899 80,429
60,046 -1,843 5,037 1,621 4,765 2,388 5,286 4,606 81,907
62,776 -1,927 5,266 1,670 4,921 2,553 5,498 4,689 85,445
Capital Revenue Capital Grants, Subsidies, Contributions and Donations Contributions from Developers Total Capital Revenue
28,336 2,224 30,560
10,756 2,260 13,016
7,545 2,305 9,850
6,812 2,351 9,163
Total Revenue
109,090
93,445
91,757
94,608
Total Income
109,090
93,445
91,757
94,608
Recurrent Expenses Employee Expenses Materials & Services Finance Costs Depreciation & Amortisation Total Recurrent Expenses
30,083 31,494 1,242 16,625 79,444
32,186 31,399 1,278 16,993 81,856
33,066 30,521 1,235 17,673 82,494
34,233 31,533 1,181 18,380 85,326
Total Expenses
79,444
81,856
82,494
85,326
Net Result
29,646
11,589
9,262
9,282
Operating Revenue (Recurrent Revenue) Operating Expenses (Recurrent Expenses) Operating Result (Recurrent Result)
78,530 79,444 -914
80,429 81,856 -1,427
81,907 82,494 -588
85,445 85,326 119
Expenses
The forecast total increase in net rates and utility charges revenue (including growth allowance) between 2019/20 and 2020/21 is 2.7%
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Scenic Rim Regional Council Budgeted Financial Statements STATEMENT OF FINANCIAL POSITION ASSETS
Current Assets Cash & Cash Equivalents Trade & Other Receivables Inventories Other Assets Total Current Assets Non-Current Assets Trade & Other Receivables Property, Plant & Equipment Investment in Associate Total Non-Current Assets TOTAL ASSETS
Revised Budget 2019/20 $'000
Budget 2020/21 $'000
Forecast 2021/22 $'000
Forecast 2022/23 $'000
18,803 5,600 900 690 25,993
26,098 5,600 900 690 33,288
24,765 5,600 900 690 31,955
25,446 5,600 900 690 32,636
14,676 926,143 36,655 977,474 1,003,467
14,676 948,098 36,887 999,661 1,032,949
14,676 976,528 38,243 1,029,447 1,061,402
14,676 1,005,068 39,139 1,058,883 1,091,519
4,500 2,066 10,400 16,966
4,500 2,270 10,400 17,170
4,500 2,759 10,400 17,659
4,500 3,016 10,400 17,916
29,526 1,841 31,367 48,333 955,134
28,692 1,841 30,533 47,703 985,246
28,432 1,841 30,273 47,932 1,013,470
29,479 1,841 31,320 49,236 1,042,283
293,692 661,442 955,134
312,215 673,031 985,246
331,177 682,293 1,013,470
350,708 691,575 1,042,283
LIABILITIES
Current Liabilities Trade & Other Payables Borrowings Provisions Total Current Liabilities Non-Current Liabilities Borrowings Provisions Total Non-Current Liabilities TOTAL LIABILITIES
Net Assets EQUITY
Asset Revaluation Surplus Accumulated Surplus
Total Equity
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Scenic Rim Regional Council Budgeted Financial Statements STATEMENT OF CASH FLOWS Cash Flows from Operating Activities Receipts from Customers Payments to Suppliers and Employees Receipts: Interest Received Operating Grants, Subsidies, Contributions and Donations Payments: Interest Expense Net Cash Inflow / (Outflow) from Operating Activities
Revised Budget 2019/20 $'000
Budget 2020/21 $'000
Forecast 2021/22 $'000
Forecast 2022/23 $'000
69,998 -66,819 3,179
70,048 -63,763 6,285
73,291 -63,768 9,523
76,533 -65,951 10,582
1,692 4,986
1,593 6,899
1,621 4,606
1,670 4,689
-1,064
-1,100
-1,054
-996
8,793
13,677
14,696
15,945
Cash Flows from Investing Activities
Receipts: Proceeds from Sale of Property, Plant & Equipment Dividend Received from Associate Capital Grants, Subsidies, Contributions and Donations Payments: Payments for Property, Plant & Equipment
1,598 1,657 30,560
2,010 1,657 13,016
1,930 1,032 9,850
3,030 1,657 9,163
-66,787
-22,434
-29,071
-30,419
Net Cash Inflow / (Outflow) from Investing Activities
-32,972
-5,751
-16,259
-16,569
6,500
1,500
2,500
4,064
-1,629
-2,131
-2,270
-2,759
4,871
-631
230
1,305
-19,308
7,295
-1,333
681
plus: Cash & Cash Equivalents - beginning of year
38,111
18,803
26,098
24,765
Cash & Cash Equivalents - end of the year
18,803
26,098
24,765
25,446
Cash Flows from Financing Activities
Receipts: Proceeds from Borrowings Payments: Repayment of Borrowings
Net Cash Flow inflow / (Outflow) from Financing Activities Net Increase/(Decrease) in Cash
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Scenic Rim Regional Council Budgeted Financial Statements STATEMENT OF CHANGES IN EQUITY
Revised Budget 2019/20 $'000
Budget 2020/21 $'000
Forecast 2021/22 $'000
Forecast 2022/23 $'000
Accumulated Surplus Opening Balance Net Operating Result for the Year Closing Balance
631,796 29,646 661,442
661,442 11,589 673,031
673,031 9,262 682,293
682,293 9,282 691,575
Asset Revaluation Surplus Opening Balance Asset Revaluation Adjustments Closing Balance
277,034 16,658 293,692
293,692 18,523 312,215
312,215 18,962 331,177
331,177 19,531 350,708
Total Equity Opening Balance Net Operating Result for the Year Asset Revaluation Adjustments Closing Balance
908,830 29,646 16,658 955,134
955,134 11,589 18,523 985,246
985,246 9,262 18,962 1,013,470
1,013,470 9,282 19,531 1,042,283
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Scenic Rim Regional Council Budgeted Financial Statements ESTIMATED ACTIVITY STATEMENT ROADS ACTIVITY
Revenue payable to: Scenic Rim Regional Council Other Parties Expenditure Direct Overhead Allocation Net Result Community Service Obligations
Budget 2020/21 $'000
Forecast 2021/22 $'000
Forecast 2022/23 $'000
4,494 0
4,606 0
4,722 0
3,771 431 292 0
3,847 439 320 0
3,924 448 350 0
452 0
463 0
475 0
340 216 -105 0
347 220 -105 0
354 225 -104 0
5,694 0
5,837 0
5,983 0
4,096 531 1,067 0
4,177 542 1,117 0
4,261 553 1,169 0
BUILDING CERTIFYING ACTIVITY
Revenue payable to: Scenic Rim Regional Council Other Parties Expenditure Direct Overhead Allocation Net Result Community Service Obligations
WASTE COLLECTION ACTIVITY
Revenue payable to: Scenic Rim Regional Council Other Parties Expenditure Direct Overhead Allocation Net Result Community Service Obligations
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Operational Plan 2020 - 2021
scenicrim.qld.gov.au CS2020.0002
Community Budget Report 2020-21
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Table of Contents CHIEF EXECUTIVE OFFICER'S MESSAGE .................................................................................. 3 EXECUTIVE SUMMARY ............................................................................................................. 3 PLANNING FRAMEWORK.......................................................................................................... 4 CORPORATE PLAN THEMES .................................................................................................... 5 RISK MANAGEMENT ................................................................................................................. 5 Spectacular Scenery and Healthy Environment ........................................................................... 6 Open and Responsive Government........................................................................................... 12 Relaxed Living And Rural Lifestyle ............................................................................................ 15 Relaxed Living And Rural Lifestyle ............................................................................................ 16 Vibrant Active Towns and Villages............................................................................................. 17 Accessible and Serviced Region ............................................................................................... 19 Healthy, Engaged and Resourceful Communities...................................................................... 23
CHIEF EXECUTIVE OFFICER'S MESSAGE I am delighted to share Scenic Rim Regional Council's Annual Operational Plan 2020 – 2021, which provides the framework to support the organisation’s goals and objectives of the Corporate Plan 2018 - 2023 (Scenic Rim 2023). It also works towards realising the shared vision for the region's future, as outlined in the Scenic Rim Community Plan 2011 - 2026. In reading through, you will see the Operational Plan sets out the specific activities, timelines, budget and measures, which helps to maintain focus and provide transparency as Council progresses the delivery of the Operational Plan objectives. Facilitated by the Annual Operational Plan, Council has successfully achieved a range of significant initiatives during the past two years (as outlined in our Corporate Plan 2018-2023, Scenic Rim 2023). The delivery of these initiatives continues to enable a sustainable future and enhances the unique rural communities and environments of the Scenic Rim region. The Scenic Rim’s first ever unified planning scheme came into effect in March 2020. This was a notable achievement and a major
milestone within the Corporate Plan. This new planning scheme represents a landmark moment in the life of the region, with submissions from residents, business operators and community organisations contributing to its development. In February 2020, Council adopted the Scenic Rim's first ever strategy focussed on economic growth, which was another significant outcome of the Corporate Plan. The Scenic Rim Regional Prosperity Strategy 2020-2025, provides clear direction for the region's future economic growth and sustainability. This comprehensive Strategy recognises the importance of partnering with the Scenic Rim's business community to build a tomorrow that is better than today. I am excited about the future opportunities within our region and look forward to working closely with the Mayor, Councillors, Council employees, and in partnership with the community, to deliver the specific outcomes of this Operational Plan 2020 - 2021. Jon Gibbons Chief Executive Officer
EXECUTIVE SUMMARY Scenic Rim Regional Council's Operational Plan 2020 - 2021 has been developed in alignment with the themes and areas of focus of the Corporate Plan 2018 - 2023 (Scenic Rim 2023), as required by section 175 of the Local Government Regulation 2012. Council's key strategic projects are also incorporated into this Operational Plan. Each of the key objectives are aligned with the respective financial allocation, to provide better transparency and accountability. Furthermore, each of the objectives has defined key performance indicators, to facilitate a process for the measurement of Council's performance against its key objectives. Progress against the delivery of the objectives outlined in this plan is reported regularly throughout the year to Council and the community via quarterly performance reports and the Annual Report.
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PLANNING FRAMEWORK The Operational Plan is a key component of Council's strategic planning framework and should be considered in conjunction with other planning documents, including the long-term financial forecast, annual budget and corporate reporting framework. The purpose of the Corporate Plan 2018 – 2023 (Scenic Rim 2023) is to clearly outline the strategic approach that Council will take over the next five years in furthering the goals and objectives of the Scenic Rim Community Plan 2011 - 2026. This Annual Operational Plan and the 2020 - 2021 Annual Budget details the actions Council will take in furthering the delivery of the strategic direction of the Corporate Plan. Council's strategic planning framework is represented in the following diagram (provided below). For each Corporate Plan theme, Council has nominated a statement of intent and identified deliverables to be progressed to implement the theme and areas of focus. Each Operational Plan deliverable and activity relates to a specific Corporate Plan Area of Focus and is grouped in this order. Furthermore, established measures in the form of measures of success and SMART (specific, measurable, achievable, relevant, and time-bound) Key Performance Indicators (KPIs) are nominated to track progress in delivering relevant strategic outcomes. While the full achievement of the deliverables outlined in the Corporate Plan may span a number of years, the SMART key performance indicator targets (outlined in this Plan) specifically pertain to the period of this Plan (1 July - 30 June).
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CORPORATE PLAN THEMES
RISK MANAGEMENT Council is committed to implementing a systematic risk management methodology that identifies and addresses areas of potential risk within Council's operations in a manner that is consistent with Australian Standards. Effective risk management is governed by an Enterprise Risk Management Framework that establishes the relationship between Council’s various risk management components and processes. A key element of the Risk Management Framework is Council’s Risk Register. This register details how strategic and operational risks to the organisation are described, assessed, and managed. The Risk Register is maintained in accordance with Council’s Risk Management Policy and the Enterprise Risk Management Guidelines. Corporate and strategic risks are reviewed on a quarterly basis in alignment with the nominated review dates, while operational risks are monitored and reviewed at Portfolio level on a regular basis and escalated where appropriate.
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SPECTACULAR SCENERY AND HEALTHY ENVIRONMENT Statement of Intent: The region's unique natural environment and rural landscapes are preserved and enhanced in partnership with our community. Deliverable
Budget
Revenue
Million Trees for Scenic Rim Project
$50,500
-
END DATE
1. Deliver rural trees initiative
01-Jul-2020
31-Dec-2020
2. Deliver community trees initiative
01-Jan-2021
30-Jun-2021
3. Deliver habitat trees initiative
01-Jan-2021
30-Jun-2021
4. Deliver river trees initiative
01-Jan-2021
30-Jun-2021
Measure of Success
SMART KPI
Target
By 2025, one million new trees will be planted in the Scenic Rim
110,000 trees planted annually (reported quarterly)
110,000
Deliverable Develop and refine Climate Change Interim Statement of Intent and Biodiversity Strategy
Budget
Revenue
$0 (within existing resources)
-
Lead Health Building & Environment
START DATE
END DATE
1. Review Interim Climate Change Statement and proceed to public consultation
01-Jul-2020
31-Dec-2020
2. Present final Climate Change Statement of Intent and supporting documentation including reviewed Scenic Rim Regional Council Biodiversity Strategy
01-Jan-2021
30-Jun-2021
Activities
Area of Focus: Partner and collaborate with agencies, community groups and private landholders to provide a coordinated approach to protecting biodiversity within the region.
Health Building & Environment
START DATE
Activities
Area of Focus: Recognise, preserve and enhance the region’s unique biodiversity.
Lead
Measure of Success
SMART KPI
Target
Council has a clear policy position on climate change and biodiversity
Environmental offsets options Climate Change Statement of Intent adopted by Council
June 2021
Deliverable
Budget
Resilient Rivers Project
$290,000
Revenue $290,000
START DATE
Activities
Lead Health Building & Environment
END DATE
1. Deliver Logan and Albert Rivers Catchment Action Plan
01-Jul-2020
30-Jun-2021
2. Deliver Bremer River Catchment Action Plan
01-Jul-2020
30-Jun-2021
Measure of Success Improvement in the health and resilience of South East Queensland's catchments and rivers through collaboration with strategic partners
SMART KPI
Target
Scheduled actions delivered in accordance with the Logan and Albert River Catchment Action Plan (reported quarterly)
100%
Scheduled actions delivered in accordance with the Bremer River Catchment Action Plan (reported quarterly)
100%
COMSEQ resilient rivers funding, acquitted as per agreement (reported quarterly)
100%
6|Page
SPECTACULAR SCENERY AND HEALTHY ENVIRONMENT (CONTINUED) Statement of Intent: The region's unique natural environment and rural landscapes are preserved and enhanced in partnership with our community. (continued) Deliverable
Budget
Revenue
Biodiversity Partnerships Project
$50,000
TBD
Health Building & Environment
START DATE
END DATE
1. Project plans for proposed biodiversity projects developed for the year
01-Jul-2020
30-Sep-2020
2. Establish biodiversity and waterway projects
01-Oct-2020
30-Jun-2021
3. Report on biodiversity and waterway projects
01-Oct-2020
30-Jun-2021
4. Biodiversity and waterway projects (implemented)
01-Oct-2020
30-Jun-2021
Activities
Area of Focus: Partner and collaborate with agencies, community groups and private landholders to provide a coordinated approach to protecting biodiversity within the region. (continued)
Lead
Measure of Success Increased biodiversity outcomes for the region, achieved through strategic partnerships
SMART KPI
Target
Number of project agreements developed for nominated biodiversity partnerships (reported quarterly)
#8
Number of quarterly)
#2
biodiversity
partnerships
Pest Plant Species Project Activities 1. Undertake treatment of biosecurity matter in the Scenic Rim
By 2023, Council will be in a position to meet its biosecurity obligations for its local road network
(reported
Funds secured through biodiversity partnerships (reported quarterly)
Deliverable
Measure of Success
secured
$50,000
Budget
Revenue
$100,000
-
Lead Health Building & Environment
START DATE
END DATE
01-Jul-2020
30-Jun-2021
SMART KPI
Target
Reduction in biosecurity matter on treated road network (reported quarterly)
10%
Kilometres of local road network treated for biosecurity matter (reported quarterly)
40%
7|Page
SUSTAINABLE AND PROSPEROUS ECONOMY Statement of Intent: An enhanced regional brand underpins sustainable economic growth for businesses, strong local employment opportunities and high-performing primary production and tourism industries. Deliverable Take actions to enable regional infrastructure to facilitate emerging economic opportunities
Revenue
$0 (within existing resources)
-
Lead Asset & Environmental Sustainability
START DATE
END DATE
1. Review and update the list of regionally significant infrastructure projects, that are key to facilitating emerging economic opportunities
01-Jul-2020
30-Jun-2021
2. Review and update the advocacy 'plan on a page' document (for identified regionally significant infrastructure)
01-Jul-2020
30-Jun-2021
3. Distribute (regionally significant infrastructure) Advocacy Plan to key stakeholders
01-Jul-2020
30-Jun-2021
Activities
Measure of Success Significant infrastructure improvements Area of Focus: Guide and optimise the future economic prosperity of the region.
Budget
SMART KPI
Target
Advocacy Plan reviewed and adopted by Council by 31 July 2020
100%
Significant regional infrastructure projects reviewed and approved by Council by 30 June 2021
100%
Deliverable Economic Development Program
Budget
Revenue
Lead
$364,400
$175,000
Regional Marketing & Economic Development
START DATE
END DATE
1. Deliver year one actions of the Scenic Rim Regional Prosperity Strategy 2020-2025
01-Jul-2020
30-Jun-2021
2. Deliver relevant actions in the Regional Skills Investment Strategy and acquit grant funding from the Department of Employment, Small Business and Training (DESBT)
01-Jul-2020
30-Jun-2021
3. Provide advocacy and business development for major economic projects including Bromelton State Development Area, Beaudesert Enterprise Precinct and Scenic Rim Agricultural Industrial Precinct (Kalfresh)
01-Jul-2020
30-Jun-2021
4. Work with agri sector to facilitate growth and build on opportunities of the Locavore program
01-Jul-2020
30-Jun-2021
5. Deliver and report outcomes of 2020 Scenic Rim Business Excellence Awards
01-Mar-2021
30-Jun-2021
Activities
Measure of Success
SMART KPI
Target
By end June 2021, economic development opportunities will be identified and maximised to position and benefit the region
Growth in value of gross regional product
$5,000,000
Growth in # local jobs
500
8|Page
SUSTAINABLE AND PROSPEROUS ECONOMY Statement of Intent: An enhanced regional brand underpins sustainable economic growth for businesses, strong local employment opportunities and high-performing primary production and tourism industries. (continued) Deliverable
Budget $0 (within existing resources)
Market Place Area of Focus: Guide and optimise the future economic prosperity of the region. (continued)
-
Lead Corporate Finance
START DATE
END DATE
1. Roll-out and encourage all businesses in Scenic Rim to register in the VendorPanel Market Place platform
01-Jul-2020
30-Jun-2021
2. Continued local business engagement in further exploring opportunities for increasing local economic spend
01-Jul-2020
30-Jun-2021
Activities
Measure of Success Increased levels of activity and local spend in the Scenic Rim
SMART KPI
Target
All procurement activities facilitated through Council's dedicated procurement mechanisms
100%
Driving and reporting increases in local spend
100%
Increase of local businesses registered for Market Place platform
10%
Deliverable Tourism Program
Budget
Revenue
$238,000
$20,000
Lead Regional Marketing & Economic Development
START DATE
END DATE
1. Resolve issues relating to tourism statistic data capture and quantification of economic indicators
01-Jul-2020
31-Dec-2020
2. Review and refresh Scenic Rim Tourism Strategy 2017-2021 and action plan and launch as Scenic Rim Tourism Strategy 2020-2024
01-Jul-2020
30-Jun-2021
3. Finalise and adopt Adventure and Nature-Based Tourism Strategy and acquit Building Better Regions Fund (BBRF) grant
01-Jul-2020
30-Jun-2021
4. Commence implementation of action plan
01-Jul-2020
30-Jun-2021
5. Review Visitor Information Centres and develop action/improvement plan
01-Jul-2020
30-Jun-2021
6. Consolidate industry organisations to evolve in to one optimised Local Tourism Organisation
01-Jul-2020
30-Jun-2021
Activities
Area of Focus: Develop and maximise the value derived from vibrant and sustainable tourism and genuine visitor experiences.
Revenue
Measure of Success
SMART KPI
Target
Scenic Rim Region visitation
Total number of visitors to the region
1.75 million
Scenic Rim Region visitor expenditure
Amount of visitor expenditure
$320 million
Scenic Rim Region number of visitor nights
Number of visitor nights
1.1 million
9|Page
SUSTAINABLE AND PROSPEROUS ECONOMY (CONTINUED) Statement of Intent: An enhanced regional brand underpins sustainable economic growth for businesses, strong local employment opportunities and high-performing primary production and tourism industries. (continued) Deliverable Regional Events
Lead
$308,000
$100,000
Regional Marketing & Economic Development
END DATE
1. Develop and launch Scenic Rim Events Toolkit
01-Jul-2020
31-Dec-2020
2. Develop and deliver activity that compensates for the cancellation of 2020 Eat Local Week (due to COVID-19)
01-Jul-2020
30-Jun-2021
3. Acquit Tourism and Events Queensland Grant
01-Jul-2020
30-Jun-2021
4. Develop Scenic Rim Events Strategy, action plan and calendar of events
01-Jul-2020
30-Jun-2021
5. Attract, expand or develop new events in the region
01-Jul-2020
30-Jun-2021
6. Transition events sponsorship program to SmartyGrants
01-Jan-2021
30-Jun-2021
Measure of Success
SMART KPI
Target
Scenic Rim Eat Local Week and other events supported by Council deliver measurable economic growth to the region
Total value of economic impact generated by support of events
$3,500,000
Ratio of benefit generated to $ invested
Minimum of 10:1
Two events (attracted/expanded/new)
30-Jun-2021
From July 2020, continue to attract and hold significant events Deliverable Marketing Program
Budget
Revenue
$220,000
-
Lead Regional Marketing & Economic Development
START DATE
END DATE
1. Deliver phase 2 of Destination Brand Marketing Campaign
01-Jul-2020
30-Jun-2021
2. Grow social media followings
01-Jul-2020
30-Jun-2021
Activities Area of Focus: Clearly articulate and build positive awareness of the Scenic Rim brand as a region
Revenue
START DATE
Activities
Area of Focus: Develop and maximise the value derived from vibrant and sustainable tourism and genuine visitor experiences. (continued)
Budget
Measure of Success
SMART KPI
Target
From July 2020, relevant messages concerning Council's services and its destination are shared on relevant platforms and the community engages strongly with this communication
Grow digital media statistics: Instagram Visit Scenic Rim to 20,000 Facebook Visit Scenic Rim to 15,000 Facebook Scenic Rim Eat Local Week to 10,000 Facebook Scenic Rim Disaster Dashboard to 13,000 Facebook Scenic Rim Regional Council to 9,000 Instagram Scenic Rim Eat Local Week to 5,000
100%
10 | P a g e
SUSTAINABLE AND PROSPEROUS ECONOMY (CONTINUED) Statement of Intent: An enhanced regional brand underpins sustainable economic growth for businesses, strong local employment opportunities and high-performing primary production and tourism industries. (continued) Deliverable
Budget
Revenue
Tourism Recovery Fund Program
$1.45M
$1.5M
Regional Marketing & Economic Development
START DATE
END DATE
1. Visit Scenic Rim website refreshed
01-Jul-2020
31-Dec-2020
2. Tactical destination marketing campaign delivered
01-Jul-2020
31-Mar-2021
3. Development of Resilience Building Program
01-Jul-2020
30-Jun-2021
4. Development of Industry Capacity and Capability Development Program
01-Jul-2020
30-Jun-2021
5. Rationalisation of destination marketing structure
01-Jul-2020
30-Jun-2021
6. Development of business case for new Canungra visitor information centre
01-Jul-2020
30-Jun-2021
7. Scenic Rim Eat Local Week 10 anniversary celebration
01-Jul-2020
30-Jun-2021
8. Tactical business development
01-Jul-2020
30-Jun-2021
Activities
Area of Focus: Clearly articulate and build positive awareness of the Scenic Rim brand as a region (continued)
Lead
th
Measure of Success By July 2020, the impacts of the Tourism Bushfire Recovery Fund Program are starting to have an impact on the rebuilding and recovery process for tourism and industry development
SMART KPI
Target
Visit Scenic Rim website refreshed
December 2020
Tactical destination delivered
marketing
campaign
Canungra Visitor Information Centre Business Case adopted by Council
March 2021 June 2021
11 | P a g e
OPEN AND RESPONSIVE GOVERNMENT Statement of Intent: Ethical and transparent leadership supports the diverse needs of our community via a high-performing and financially sustainable organisation. Deliverable Customer Centric Framework Activities
Revenue
$0 (within existing resources)
-
Lead Community & Culture
START DATE
END DATE
1. Finalisation and implementation of the approved Customer Charter, Customer Experience Strategy and associated Improvements Plan
01-Jul-2020
30-Jun-2021
2. Develop customer centric principles and guidelines for customer interactions and relationships
01-Jul-2020
30-Jun-2021
Measure of Success Significant progress towards customer centric culture and operating practices Area of Focus: Plan, develop and implement high-quality customerfocused services.
Budget
SMART KPI
Target
Customer Charter, Customer Experience Strategy and Improvements Plan adopted and implemented by Council by end June 2021
100%
Develop customer centric principles and guidelines for customer interactions and relationships
100%
Deliverable
Budget
Revenue
Customer Survey
$10,000
-
Activities
Lead Community & Culture
START DATE
END DATE
1. Annual customer survey program finalised
01-Jan-2021
1-Mar-2021
2. Yearly survey distributed and analysed
01-Apr-2021
30-Jun-2021
Measure of Success
SMART KPI
Target
Council's Customer Survey Program is finalised and survey campaign is undertaken
Customer survey conducted by end June 2021, with minimum of 10% response rate from across the region
100%
Deliverable Refresh and Refocus Activities 1. Progress the implementation of deliverables, as agreed by the Project Control Group
Budget
Revenue
$0 (within existing resources)
-
Lead People & Strategy
START DATE
END DATE
01-Jul-2020
30-Sep-2020
Measure of Success
SMART KPI
Target
By June 2020, Council's transformational change has commenced
Refresh and Refocus Program activities delivered within agreed timeframes
100%
12 | P a g e
OPEN AND RESPONSIVE GOVERNMENT (CONTINUED) Statement of Intent: Ethical and transparent leadership supports the diverse needs of our community via a high-performing and financially sustainable organisation. (continued) Deliverable
Budget
Revenue
Communications Strategy and Framework for (internal and external) Stakeholders
$45,000
-
Communications
START DATE
END DATE
1. Conduct communications audit
01-Jul-2020
30-Jun-2021
2. Develop Social/Digital Strategy
01-Jul-2020
30-Jun-2021
3. Develop Brand Strategy including Corporate Style Guide
01-Jul-2020
Activities
Measure of Success
Area of Focus: Embed community engagement and partnerships that improve shared understanding
Lead
By June 2021, Council has implemented relevant outcomes contained within its Communications Strategy including a full audit of communication materials, developed a Social/Digital Strategy and a Brand Strategy
30-Jun-2021
SMART KPI
Target
Council’s branded communication channels and artefacts audited by 31 December 2020
100%
Digital/Social Strategy completed by 31 March 2021
100%
Brand Strategy completed by 31 August 2020
100%
Deliverable Disaster Management Capability
Budget
Revenue
Lead
$192,000
$162,000
Disaster Management
START DATE
END DATE
1. Stakeholder engagement and consultation to build resilience
01-Jul-2020
30-Jun-2021
2. Development of a number of disaster sub-plans in conjunction with Local Disaster Management Group (LDMG)
01-Jan-2020
30-Jun-2021
Activities
Measure of Success
SMART KPI
Target
Successful development and delivery of community involvement programs
Education packages developed and communication plan implemented
100%
Council has in place the funded disaster sub- plans
Sub plans endorsed by Local Disaster Management Group (LDMG)
100%
13 | P a g e
OPEN AND RESPONSIVE GOVERNMENT (CONTINUED) Statement of Intent: Ethical and transparent leadership supports the diverse needs of our community via a high-performing and financially sustainable organisation. (continued) Deliverable Review and deliver Information Services and Technology (IS&T) Strategic Plan
Area of Focus: Deploy innovative information and communication technology solutions that meet contemporary standards and ensures business continuity. (continued)
Revenue
$0 (within existing resources)
-
Lead Information Services & Technology
START DATE
END DATE
1. Review, draft and facilitate approval process for a revised IS&T Strategic Plan that encompasses identified project deliverables (including electronic service delivery and smart technology and Internet of Things)
01-Jul-2020
01-Aug-2020
2. Identify year-one deliverables and implement and/or evaluate for potential future budget consideration
01-Jul-2020
30-Jun-2021
Activities Area of Focus: Deploy innovative information and communication technology solutions that meet contemporary standards and ensures business continuity.
Budget
Measure of Success
Increased overall awareness of IS&T planned service delivery. delivery of identified organisational improvement requirements
SMART KPI
Target
Finalise implementation of Council’s Enterprise Resource Planning (ERP) software module upgrades
December 2020
Minimal service disruption with implementing data centre and network infrastructure improvements
December 2020
Development and approval of IS&T Strategic Plan
December 2020
Rollout of Council’s Information Management Digitisation Framework
June 2021
Deliverable
Budget
Revenue
Cyber Security Program
$10,000
-
Activities
Lead Information Services & Technology
START DATE
END DATE
1. Undertake random third-party audit of Council hosted service providers
01-Jul-2020
30-Jun-2021
2. Continue exploring industry standards and best practices to determine application to Council
01-Jul-2020
30-Jun-2021
Measure of Success
Council's Cyber Security Program continues to be robust and maximises protection against ever changing cyber threats
SMART KPI
Target
Agreements in place with IS&T platform service providers to ensure continued approved assurance levels
100%
Nil breaches detected (of audit or actual cyber security attacks)
100%
Quarterly report to Council on Cyber Security Program
100%
Immediate report to Council of any significant breaches that have the potential to comprise Council
100%
14 | P a g e
RELAXED LIVING AND RURAL LIFESTYLE Statement of Intent: Future growth opportunities, development and innovation enhance our lifestyle and preserve our natural assets and prime agricultural land. Deliverable
Budget
Asset Design As Constructed (ADAC) Implementation Business Case Activities 1. Undertake a scoping study to investigate and identify the financial costs, staff resourcing required and the prescribed benefits of adopting the ADAC standard
$60,000
-
Lead Planning and Development (Development Engineering)
START DATE
END DATE
01-Jul-2020
30-Jun-2021
Measure of Success
SMART KPI
Target
Completed business case to support Council's progression with ADAC
Completion of the Asset Design As Constructed (ADAC) Implementation Business Case by end June 2021
100%
Deliverable Development of a Scenic Rim Growth Management Strategy (GMS) Area of Focus: Maintain a clear and comprehensive planning vision for the region.
Revenue
Budget
Revenue
$150,000
-
Lead Planning and Development (Strategic Planning)
START DATE
END DATE
1. Completion of a project management plan for a Scenic Rim Growth Management Strategy
01-Jul-2020
30-Sep-2020
2. Completion of a Scenic Rim Growth Management Strategy in line with the Strategic Land Use Planning Program 2020-2025
1-Oct 2020
30-Jun-2021
Activities
Measure of Success
SMART KPI
Target
By end June 2021, the Growth Management Strategy for Scenic Rim will be completed for adoption by Council
Completion of the scoping study for a Growth Management Strategy for Scenic Rim
100%
Completion of the Growth Management Strategy for Scenic Rim
100%
Deliverable
Budget
Revision of Scenic Rim Planning Scheme 2020 Amendment One Activities 1. Preparation of operational Amendment Package 1 of the Scenic Rim Planning Scheme 2020
Revenue
$40,000
-
Lead Planning and Development (Strategic Planning)
START DATE
END DATE
01-Jul-2020
30-Jun-2021
Measure of Success
SMART KPI
Target
By June 2021, Amendment Package 1 of the Scenic Rim Planning Scheme 2020 is approved by Council for public consultation
Amendment Package 1 of the Scenic Rim Planning Scheme 2020 is approved by Council for public consultation
100%
15 | P a g e
RELAXED LIVING AND RURAL LIFESTYLE Statement of Intent: Future growth opportunities, development and innovation enhance our lifestyle and preserve our natural assets and prime agricultural land. Deliverable
Budget
Develop a Scenic Rim Smart Region Strategy Area of Focus: Assist the Scenic Rim community transition to a smart and innovative region.
Revenue
$40,000
-
Lead Regional Marketing & Economic Development
START DATE
END DATE
1. Draft Smart Region Strategy developed (as a subset of Regional Prosperity Strategy 2020-2025)
01-Jul-2020
31-Dec-2020
2. Delivery of Smart Region Strategy Implementation Plan, year one actions commenced implementation
01-Jan-2021
30-Jun-2021
Activities
Measure of Success Ensure Scenic Rim captures smart region and technology opportunities
SMART KPI
Target
Smart Region Strategy adopted by Council by June 2021
100%
Smart Region Strategy Implementation Plan adopted by June 2021 and year one actions implementation commenced
100%
16 | P a g e
VIBRANT ACTIVE TOWNS AND VILLAGES Statement of Intent: Our vibrant towns and villages embrace their uniqueness, heritage values and sense of place. Deliverable Strategic review of existing and future sporting needs to align with projected population growth and development Activities 1. Sporting Needs Strategy Implementation Plan developed
Area of Focus: Provide vibrant and dynamic parks, open spaces and community infrastructure.
Revenue
$0 (review from 201920 ongoing)
-
Lead Maintenance & Operations
START DATE
END DATE
01-Jul-2020
30-Jun-2021
Measure of Success
SMART KPI
Target
From June 2020, Council continues to improve its comprehensive knowledge of its future sporting needs to meet population growth and development demands
Sporting Needs Strategy adopted by Council by 20 June 2021
100%
Deliverable
Budget
Council's Managed Camping Facilities Strategy
Revenue
$25,000
Activities 1. Council's Managed Camping Facilities Strategy Implementation Plan developed
-
Lead Maintenance & Operations
START DATE
END DATE
01-Jan-2021
30-Jun-2021
Measure of Success
SMART KPI
Target
By June 2021, Council has a comprehensive strategy regarding managed camping facilities and an implementation plan to encourage tourists and visitors
Camping Facilities Strategy adopted by Council
100%
Deliverable Plan, design and deliver vibrancy projects
Budget
Revenue
$135,000
$TBC
Lead Capital Works & Asset Management
START DATE
END DATE
1. Review infrastructure guidelines for use in key identified towns within the region
01-Jul-2020
30-Jun-2021
2. Actively seek alternate funding streams through application to external grant sources
01-Jul-2020
30-Jun-2021
Activities Area of Focus: Re-invigorate town centres through significant vibrancy projects.
Budget
Measure of Success By June 2021, additional vibrancy projects contribute to the region's attractiveness and encourage tourists and visitors to the region
SMART KPI
Target
Funding opportunities awarded
#1
VATV and strategic projects delivered within scheduled timeframes
100%
17 | P a g e
VIBRANT ACTIVE TOWNS AND VILLAGES (CONTINUED) Statement of Intent: Our vibrant towns and villages embrace their uniqueness, heritage values and sense of place. (continued) Deliverable
Budget
Public Art and Heritage
$106,000
$TBC
Lead Community & Culture
START DATE
END DATE
1. Deliver public art in Beaudesert Town Centre Vibrant Active Towns and Villages (VATV)
01-Jul-2020
30-Jun-2021
2. Develop community incubator art maker spaces
01-Jul-2020
30-Jun-2021
Activities Area of Focus: Re-invigorate town centres through significant vibrancy projects. (continued)
Revenue
Measure of Success
SMART KPI
Target
Public Art included in planning for Beaudesert Town revitalisation project
Adequate budget is allocated from VATV and artists briefs are developed in collaboration with Arts Reference Group for circulation
100%
By December 2021, two incubator spaces have been established in empty shops in partnership with local artists and cultural organisations
Incubator spaces established by June 2021
100%
18 | P a g e
ACCESSIBLE AND SERVICED REGION Statement of Intent: Infrastructure and services support the prioritised needs of our growing community. Deliverable
Budget
Revenue
Review community needs for buildings and facilities
$25,000
-
Activities
START DATE
END DATE
1. Review selected assets and allocate a service level category and maintenance level
01-Jul-2020
30-Sep-2020
2. Identify facilities that are redundant, considered unsustainable, cannot be properly maintained or are surplus to current service level requirements
01-Oct-2020
31-Dec-2020
3. Identify property that are redundant, considered unsustainable, cannot be properly maintained or surplus to current service level requirements.
01-Jan-2021
30-Jun-2021
Measure of Success By June 2021, Council has a comprehensive knowledge of community building and facility needs to ensure the region remains a desirable place to reside
Area of Focus: Align Council’s buildings and facilities with current and predicted service level requirements.
Lead Maintenance & Operations
SMART KPI
Target
Land Bank updated by June 2021
100%
Identification of redundant parcel/property
100%
Deliverable Beaudesert Enterprise Precinct (light industrial estate) Activities
Budget
Revenue
Lead
$0 (within existing resources)
$843,000
Capital Works & Asset Management/Resource & Sustainability
START DATE
END DATE
1. Construction of Enterprise Drive loop road and light industrial subdivision
01-Jul-2020
15-Dec-2020
2. Commence sale of lots in light industrial estate
01-Feb-2021
30-Jun-2021 Target
Measure of Success
SMART KPI
By December 2020, Council has an industrial estate that meets the region’s needs
Projects delivered within projected timeframes and budget
Deliverable Implement the Council Depot Strategy Project Activities 1. Deliver Depot Strategy Implementation Plan
100%
Budget
Revenue
$0 (within existing resources)
-
Lead Resources & Sustainability
START DATE
END DATE
01-Jul-2020
30-Jun-2021
Measure of Success
SMART KPI
Target
By June 2021, Council will implement the outcomes contained within the Depot Strategy that sets the vision and details high level plans to achieve more relevant and fit for purpose Depots
Council Depot Strategy Implementation Plan (for 2020-2021) delivered
100%
19 | P a g e
ACCESSIBLE AND SERVICED REGION (CONTINUED) Statement of Intent: Infrastructure and services support the prioritised needs of our growing community. (continued) Deliverable Implementation of Infrastructure Plan Area of Focus: Develop a sustainable program of local, higher order infrastructure necessary to support population and economic growth.
a
Local
Government
Revenue
$0 (within existing resources)
-
Lead Capital Works & Asset Management
START DATE
END DATE
01-Jul-2020
30-Sep-2020
2. Report on investment in trunk infrastructure within Annual Report
01-Jul-2020
31-Dec-2020
3. Utilise the Local Government Infrastructure Plan to inform the 10-year Capital Works Program
01-Oct-2020
30-Jun-2021
4. Incorporate the Local Government Infrastructure Plan into Council's Asset Management Plans
01-Jul-2020
30-Jun-2021
Activities 1. Review and amend Infrastructure Plan
the
Local
Government
Measure of Success
SMART KPI
Target
From July 2020, infrastructure projects delivered that supports population and economic growth
Infrastructure Projects are delivered in alignment with the Local Government Infrastructure Plan (quarterly)
100%
Deliverable
Area of Focus: Ensure accessibility of Councilcontrolled infrastructure networks, while enhancing resilience.
Budget
Develop and review a 10-Year Capital Works Program Activities 1. Ten (10) year capital works programs reviewed for each infrastructure asset class
Budget
Revenue
$0 (within existing resources)
-
Lead Capital Works & Asset Management
START DATE
END DATE
01-Jul-2020
31-Dec-2020
Measure of Success
SMART KPI
Target
By June 2021, Council has a comprehensive and strategic 10-Year Capital Works Program to ensure appropriate funding and prioritisation for each infrastructure asset class
10-year capital works adopted by Council (annually)
100%
20 | P a g e
ACCESSIBLE AND SERVICED REGION (CONTINUED) Statement of Intent: Infrastructure and services support the prioritised needs of our growing community. (continued) Deliverable Define level of services required by Council's infrastructure network
$0 (within existing resources)
-
Lead Capital Works & Asset Management
END DATE
1. Existing Level of Service Program for Council's infrastructure network reviewed
01-Jul-2020
30-Sep-2020
2. Define level of services for prioritised infrastructure in accordance with service review program
01-Jul-2020
31-Dec-2020
3. Implement revised level of service statements
01-Jan-2021
30-Jun-2021
Measure of Success From June 2020, Council has defined the level of services required by the infrastructure network which ensures appropriate prioritisation of infrastructure investment
SMART KPI
Target
Review established service level standards for identified assets by end September 2020
100%
Service level standards for community facilities adopted by Council by end December 2020
100%
Deliverable Asset Management Strategy
Budget
Revenue
$0 (within existing resources)
-
Lead Capital Works & Asset Management
START DATE
END DATE
1. Review and update the Asset Management Strategy
01-Jul-2020
30-Sep-2020
2. Continue to improve the Asset Management System
01-Jul-2020
30-Jun-2021
3. Continue to improve Asset Management plans
01-Jul-2020
30-Jun-2021
4. Deliver the Asset Management Strategy
01-Jul-2020
30-Jun-2021
Activities Area of Focus: Ensure accessibility of Councilcontrolled infrastructure networks, while enhancing resilience. (continued)
Revenue
START DATE
Activities Area of Focus: Ensure accessibility of Councilcontrolled infrastructure networks, while enhancing resilience. (continued)
Budget
Measure of Success
SMART KPI
Target
From July 2020, assets continue to be managed in accordance with the Asset Management Strategy
Asset Management Strategy projects delivered within projected timeframes
100%
From July 2020, asset management activities are understood from the community (user) perspective of Levels of Service
An organisational engagement plan is developed and implemented to draft Community Levels of Service for inclusion in updated Asset Management Plans
100%
21 | P a g e
ACCESSIBLE AND SERVICED REGION (CONTINUED) Statement of Intent: Infrastructure and services support the prioritised needs of our growing community. (continued) Deliverable Waste Strategy - Vision on Waste
Revenue
$100,000
-
Lead Resources & Sustainability
START DATE
END DATE
1. Develop and deliver a Waste Strategy Implementation Plan
01-Jul-2020
30-Jun-2021
2. Provide the community with an ongoing Waste Education Program
01-Jul-2020
30-Jun-2021
3. Develop and deliver a Waste Education Strategy Implementation Plan
01-Jan-2021
30-Jun-2021
Measure of Success
SMART KPI
Target
Activities
Area of Focus: Recover, reuse and recycle resources from the Scenic Rim Region’s waste streams.
Budget
By end June 2021, tangible results achieved in making Council's waste vision a reality
Innovative Waste Strategy adopted by Council by end June 2021
100%
Waste Education Program projects delivered within projected timeframes
100%
Deliverable Enable and support sustainable waste management technologies Activities 1. Investigate and develop relevant waste and resource recovery services for the region, in line with Council's Waste Strategy
Budget
Revenue
$200,000
-
Lead Resources & Sustainability
START DATE
END DATE
01-Jul-2020
30-Jun-2021
Measure of Success
SMART KPI
Target
By June 2021, Council has delivered the ongoing Waste Education Program to the community, information of new services and technologies
Waste Education Program Projects delivered within projected timeframes
100%
From June 2021, Council continues to deliver waste and resource recovery services to the community
Increase the resources that are diverted from landfill
2%
22 | P a g e
HEALTHY, ENGAGED AND RESOURCEFUL COMMUNITIES Statement of Intent: The social fabric of our growing region is friendly, active, healthy and inclusive. Deliverable Community Engagement Programs
Budget
Revenue
$140,000
-
Community & Culture
START DATE
END DATE
1. Community Engagement Programs delivered including: Be Healthy and Active Events that celebrate Community Youth Leadership
01-Jul-2020
30-Jun-2021
2. Review community development programs to measure Council's social return on investment
01-Jul-2020
30-Jun-2021
Activities
Measure of Success
Area of Focus: Build capacity to improve health and wellbeing in the community.
Lead
The health and wellbeing of the Scenic Rim community continues to improve and communities feel more socially connected
SMART KPI
Target
Community connections increased
5%
Number of programs delivered
10
Deliverable
Budget
Revenue
Community and Culture Strategy Development
$40,000
-
Lead Community & Culture
START DATE
END DATE
1. Community and Culture Strategy developed and Building Better Regions Fund (BBRF) grant acquitted
01-Jul-2020
30-Dec-2020
2. Community and Culture Strategy year one actions commenced implementation
01-Jan-2021
30-Jun-2021
Activities
Measure of Success
SMART KPI
Target
By July 2020, a Community and Culture Strategy that sets objectives and targets for a healthier, more engaged and resourceful community is developed
Community and Culture Strategy adopted by Council by December 2020
100%
Community and Culture Strategy year one actions commenced implementation
100%
23 | P a g e Community Budget Report 2020-21
67
HEALTHY, ENGAGED AND RESOURCEFUL COMMUNITIES (CONTINUED) Statement of Intent: The social fabric of our growing region is friendly, active, healthy and inclusive. (continued) Deliverable Arts and Culture Program
$104,000
-
Lead Community & Culture
END DATE
1. Implement Arts and Culture Plan activities
01-Jul-2020
30-Jun-2021
2. Operation of Cultural Centres - Beaudesert, Boonah and Tamborine Mountain
01-Jul-2020
30-Jun-2021
3. Public Art and Heritage Program delivered
01-Jul-2020
30-Jun-2021
Measure of Success
SMART KPI
From July 2020, continue to deliver programs that support the social and cultural fabric of the region
Arts and Culture Plan objectives delivered
100%
Increased attendance in accordance to local population growth (per venue)
2.8%
Venue revenue increased (per venue) by 30 June 2021
2.8%
From July 2020, the regions Cultural Centres continue to thrive From July 2020, heritage and cultural trails continue to be delivered that promote and encourage community and tourism visitation across the region
Area of Focus: Provide contemporary library services across the region that reflect the needs of the community.
Revenue
START DATE
Activities
Area of Focus: Build capacity to improve health and well-being in the community. (continued)
Budget
Target
Online and printed trails are developed, markers and signage installed Promotional material and an online platform developed for art and heritage trails Customers surveyed are satisfied with public art trail
100% 100% 100%
Deliverable
Budget
Revenue
Library Services
$34,000
-
Lead Community & Culture
START DATE
END DATE
1. Implementation of Library Service Review recommendations commenced
01-Jul-2020
30-Jun-2021
2. Implement Radio Frequency Identification (RFID) over 34 years
01-Jul-2020
30-Jun-2021
Activities
Measure of Success
SMART KPI
Target
By June 2021, a static library is established at Kooralbyn
Visitor number and loans increased (from former non-static number and loans) Mobile Library Service
25%
Installation of an RFID system in a nominated library
Total library resources borrowed through electronic means
70%
24 | P a g e 68
Scenic Rim Regional Council
2020-21 COMMUNITY BUDGET REPORT
BUDGE T DOCUM E NTATION Revenue Statement Revenue Policy Debt Policy Investment
Community Budget Report 2020-21
69
Revenue Statement 2020-2021
INTRODUCTION Council is required to produce a Revenue Statement to accompany the budget each year. The Revenue Statement is an explanatory statement outlining and explaining the revenue measures adopted in the annual budget and is produced in accordance with the Revenue Policy. The Revenue Statement 2020-2021 applies to the financial year ending 30 June 2021.
LEGISLATIVE REQUIREMENTS Council is required by section 104 of the Local Government Act 2009 (the Act) and section 169 of the Local Government Regulation 2012 (the Regulation) to produce a Revenue Statement. Section 172 of the Regulation requires the Revenue Statement to state: (a)
if the local government levies differential general rates: (i) the rating categories for rateable land in the local government area; and (ii) a description of each rating category; and
(b)
if the local government levies special rates or charges for a joint government activity, a summary of the terms of the joint government activity; and
(c)
if the local government fixes a cost-recovery fee, the criteria used to decide the amount of the cost-recovery fee; and
(d)
if the local government conducts a business activity on a commercial basis, the criteria used to decide the amount of the charges for the activity's goods and services.
The Revenue Statement must also include: (a)
an outline and explanation of the measures that the local government has adopted for raising revenue, including an outline and explanation of: (i) the rates and charges to be levied in the financial year; and (ii) the concessions for rates and charges to be granted in the financial year;
(b)
whether the local government has made a resolution limiting an increase of rates and charges.
REVENUE PRINCIPLES The Council is required to raise an appropriate amount of revenue to maintain assets and provide services to the Scenic Rim region as a whole. In deciding how revenue is raised Council has regard to the following principles: •
Equity; defined as ensuring the fair and consistent application of lawful rating and charging principles, without bias, taking account of all relevant considerations.
Portfolio: Council Sustainability Business Unit: Revenue
70
Scenic Rim Regional Council
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 1 of 19
• • •
Effectiveness/Efficiency; defined as meeting the financial, social, economic and environmental or other corporate objectives of the Council as stated in its long term plans or policies. Simplicity; to ensure widespread community or stakeholder understanding, and minimise perceived inequities and hidden costs, of a complex system. Sustainability; revenue decisions support the financial strategies for the delivery of infrastructure and services identified in Council’s long term planning.
REVENUE GUIDELINES Council identifies services where the cost of providing the service will be met by the consumer of that service. The cost of providing the service will include the cost of acquiring the service, the cost of providing the infrastructure or organisation to process and/or deliver the service and any associated overheads. Individual consumers of a service cannot always be separately identified. For this reason there is a need for specific user charges to be supplemented by other general revenue sources. The relevant components of Council rates and charges are based on a combination of specific user charges, a separate charge and a rate on the value of land to provide the most equitable and rational basis for raising revenue. Rates and charges are determined after due consideration of the following: • Council’s legislative obligations; • The needs and expectations of the general community as determined by formal and informal consultation and survey processes; • The cost of maintaining existing facilities and necessary services; • The need for additional facilities and services; and • Equity.
2020-2021 RATES AND CHARGES Pursuant to section 94 of the Act Council hereby resolves to make the following rates and charges for the twelve months ended 30 June 2021.
GENERAL RATES General rates are for services, facilities and activities that are supplied or undertaken for the benefit of the community in general (rather than a particular person). Differential General Rates In accordance with section 80 of the Regulation Council will adopt a differential general rating scheme. A differential general rate will be levied on all rateable land based on the value of the land as assessed by the Department of Natural Resources, Mines and Energy. The categories into which rateable land is categorised and the description of those categories is contained in the following differential general rate tables.
Portfolio: Council Sustainability Business Unit: Revenue
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 2 of 19
Community Budget Report 2020-21
71
72
Scenic Rim Regional Council
Name
Description
Multi-Unit Dwelling 2-3 Flats/Units Multi-Unit Dwelling 4-5 Flats/Units Multi-Unit Dwelling 6-7 Flats/Units Multi-Unit Dwelling 8-9 Flats/Units
Name
Portfolio: Council Sustainability Branch: Revenue
24
23
22
21
Category
Multi-Unit Dwellings
Residential Principal Place of Residence
Residential land used for a multi-unit residential building, which does not form part of a community titles scheme or residential group title, containing 2 to 3 flats or units or a duplex. Residential land used for a multi-unit residential building, which does not form part of a community titles scheme or residential group title, containing 4 to 5 flats or units. Residential land used for a multi-unit residential building, which does not form part of a community titles scheme or residential group title, containing 6 to 7 flats or units. Residential land used for a multi-unit residential building, which does not form part of a community titles scheme or residential group title, containing 8 to 9 flats or units.
Description
Land, including rural residential land, which is: (a) used for the purpose of a single Dwelling House or Dwelling Unit, where such land is the 1 owner's Principal Place of Residence; or (b) Vacant Residential Land that an owner intends to make its Principal Place of Residence. Residential Principal Land, including rural residential land, used for the purpose of single Dwelling House or 1MD Place of Residence Dwelling Unit and a Secondary Dwelling House or Dwelling Unit, where such land is the with Second Dwelling owner's Principal Place of Residence. Land, including rural residential land, which is: Residential Non(a) used for the purpose of a single Dwelling House or Dwelling Unit, where such land is not 1NPR Principal Place of the owner's Principal Place of Residence; or Residence (b) any land used for residential purposes which is not otherwise categorised. Residential NonLand, including rural residential land, used for the purpose of single Dwelling House or Principal Place of Dwelling Unit and a Secondary Dwelling House or Dwelling Unit, where such land is not the 1NPRMD Residence with owner's Principal Place of Residence. Second Dwelling
Category
Residential
Differential General Rate Categories
1,487
2,715
0.9050
0.9991
9,899
N/A
N/A
N/A
N/A
Capped % Increase
N/A
9%
9%
9%
Capped % Increase
Page 3 of 19
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004
1.3249
4,802
3,435
1.0932 1.2018
2,421
0.9991
Minimum General Rate
2,162
0.9050
Rate Cents in $
1,180
Minimum General Rate
0.7240
Rate Cents in $
Community Budget Report 2020-21
73
Multi-Unit Dwelling > 9 Flats/Units
25
Rural Non-Principal Place of Residence
9
9NPR
Poultry Farm 1,000-100,000 Birds Poultry Farm 100,001-200,000 Birds Poultry Farm 200,001-400,000 Birds Poultry Farm 400,001-600,000 Birds
Portfolio: Council Sustainability Branch: Revenue
11C
11B
11A
11
Category
Name
Rural Principal Place of Residence
Commercial
Name
Category
Rural
Name
Category
Land used, in whole or in part, for a poultry farm capable of housing 400,001 to 600,000 birds.
Land used, in whole or in part, for a poultry farm capable of housing 200,001 to 400,000 birds.
Land used, in whole or in part, for a poultry farm capable of housing 100,001 to 200,000 birds.
Land used, in whole or in part, for a poultry farm capable of housing 1,000 to 100,000 birds.
Description
Land used for a rural or agricultural purpose containing a Dwelling House or Dwelling Unit, where such land is the owner's Principal Place of Residence and Vacant Rural Land that an owner intends to make its Principal Place of Residence, other than land included in categories 10 to 78. Land used for a rural or agricultural purpose, which contains: (a) a Dwelling House or Dwelling Unit, where such land is not the owner's Principal Place of Residence and not included in categories 10 to 78; or (b) any land used for a rural or agricultural purpose which is not otherwise categorised.
Description
Residential land used for a multi-unit residential building, which does not form part of a community titles scheme or residential group title, containing more than 9 flats or units.
Description
26,078
22,749
16,597
10,961
Minimum General Rate
1,434
1,299
Minimum General Rate
11,142
Minimum General Rate
N/A
9%
N/A
N/A
Capped % Increase
9%
9%
Capped % Increase
N/A
Capped % Increase
Page 4 of 19
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004
1.9764
1.9764
1.9764
1.9764
Rate Cents in $
0.6769
0.6154
Rate Cents in $
1.3249
Rate Cents in $
74
Scenic Rim Regional Council
Accommodation Provider 36-50 Units/Rooms Accommodation Provider 7-35 Units/Rooms Accommodation Provider < 7 Units/Rooms Accommodation Provider > 50 Units/Rooms Rural Accommodation Provider < 3 Units/Rooms Rural Accommodation Provider 3-6 Units/Rooms
Water Drainage, Storage & Delivery
Poultry Farm 600,001- 800,000 Birds Poultry Farm > 800,000 Birds Shopping Centre > 1,250 m2 > 100 vehicles Shopping Centre Other
Name
Portfolio: Council Sustainability Branch: Revenue
14E
14D
14C
14B
14A
14
13
12A
12
11E
11D
Category
0.8004
Land used for a rural or agricultural purpose with short term accommodation containing 3 to 6 accommodation units or rooms.
1,925
1,925
28,258
1,925
3,193
22,154
10,189
8,880
70,058
69,764
54,503
Minimum General Rate
N/A
N/A
N/A
9%
N/A
N/A
N/A
N/A
9%
N/A
N/A
Capped % Increase
Page 5 of 19
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004
0.7259
1.5543
0.9693
1.0876
1.1625
4.3806
Land used for a rural or agricultural purpose with short term accommodation containing less than 3 accommodation units or rooms.
Land used or capable of being used for short term accommodation including a hotel, motel or cabins containing more than 50 accommodation units or rooms.
Land used or capable of being used for short term accommodation including a hotel, motel or cabins containing 7 to 35 accommodation units or rooms, other than land included in categories 55 or 56. Land used or capable of being used for short term accommodation including a hotel, motel or cabins containing less than 7 accommodation units or rooms, other than land included in categories 14D, 14E or 55.
Land used or capable of being used for short term accommodation including a hotel, motel or cabins containing 36 to 50 accommodation units or rooms.
Land used or capable of being used for: (a) water drainage, storage and delivery; and (b) any purpose associated with, or ancillary to, water drainage, storage and delivery, such as maintenance, accommodation, recreational and/or education facilities.
1.5650
3.0804
Land used for a shopping centre with a Gross Floor Area greater than 1,250 square metres and/or onsite parking for more than 100 vehicles.
Land used for a supermarket with on-site parking and not included in category 12.
1.9764
1.9764
Rate Cents in $
Land used, in whole or in part, for a poultry farm capable of housing more than 800,000 birds.
Land used, in whole or in part, for a poultry farm capable of housing 600,001 to 800,000 birds.
Description
Community Budget Report 2020-21
75
Residential Institution 1-25 Dwellings Residential Institution 26-50 Dwellings Residential Institution 51-75 Dwellings Residential Institution 76-100 Dwellings
Commercial
High Impact & Special Industry > 40 Employees High Impact & Special Industry Other Extractive 100,001-1,000,000 Tonnes Extractive 1,000,0012,000,000 Tonnes Extractive 2,000,0013,000,000 Tonnes Extractive > 3,000,000 Tonnes Extractive 5,000-100,000 Tonnes
Name
Portfolio: Council Sustainability Branch: Revenue
29
28
27
26
19
18
17C
17B
17A
17
16
15
Category
4.3440 4.3440 4.3440 5.7775 1.3929 1.1291
Land used, in whole or in part, for extractive industry licensed for 100,001 to 1,000,000 tonnes of material.
Land used, in whole or in part, for extractive industry licensed for 1,000,001 to 2,000,000 tonnes of material.
Land used, in whole or in part, for extractive industry licensed for 2,000,001 to 3,000,000 tonnes of material.
Land used, in whole or in part, for extractive industry licensed for more than 3,000,000 tonnes of material.
Land used, in whole or in part, for extractive industry licensed for 5,000 to 100,000 tonnes of material.
Land used or capable of being used for commercial or industrial purposes, other than land included in categories 11 to 18 or 26 to 78.
1.5991 1.5991
Land used for a Residential Institution containing 51 to 75 independent living dwellings.
Land used for a Residential Institution containing 76 to 100 independent living dwellings.
53,865
26,933
23,019
7,673
1,985
20,018
223,312
133,720
66,860
40,036
7,451
44,447
Minimum General Rate
N/A
N/A
N/A
N/A
9%
N/A
N/A
N/A
N/A
N/A
9%
N/A
Capped % Increase
Page 6 of 19
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004
1.5991
Land used for a Residential Institution containing 26 to 50 independent living dwellings.
1.5991
2.1040
Land used or capable of being used for a High Impact or Special Industry with 40 or less onsite employees/contractors.
Land used for a Residential Institution containing 1 to 25 independent living dwellings.
2.6441
Rate Cents in $
Land used or capable of being used for a High Impact or Special Industry with more than 40 on-site employees/contractors.
Description
76
Scenic Rim Regional Council
Sporting Club & Sporting Facility Transport Depot Other Transport Depot 2,501-5,000m2 Transport Depot 5,001-10,000m2 Transport Depot 10,001-20,000m2 Transport Depot 20,001-30,000m2 Transport Depot 30,001-40,000m2
Brewery & Winery
Service Station > 16 Fuel Hoses Service Station > 16 Fuel Hoses with shops Pub, Hotel & Tavern
Service Station 9-16 Fuel Hoses
Residential Institution > 100 Dwellings Transformer, Electricity Substation & Telecommunication Site Service Station 4-8 Fuel Hoses
Name
Portfolio: Council Sustainability Branch: Revenue
70E
70D
70C
70B
70A
70
60
56
55
47
46
45
44
35
30
Category
1.2947
Land used for a brewery or winery where such brewery or winery incorporates a cellar door, restaurant or function centre.
Land used, in whole or in part, for the purposes of a Transport Depot, other than land included in categories 70A to 70F. Land used, in whole or in part, for the purposes of a Transport Depot with a Gross Floor Area 2,501 to 5,000 square metres. Land used, in whole or in part, for the purposes of a Transport Depot with a Gross Floor Area 5,001 to 10,000 square metres. Land used, in whole or in part, for the purposes of a Transport Depot with a Gross Floor Area 10,001 to 20,000 square metres. Land used, in whole or in part, for the purposes of a Transport Depot with a Gross Floor Area 20,001 to 30,000 square metres. Land used, in whole or in part, for the purposes of a Transport Depot with a Gross Floor Area 30,001 to 40,000 square metres.
291,248
208,034
124,796
N/A
N/A
N/A
N/A
N/A
N/A
N/A
9%
9%
N/A
N/A
9%
N/A
9%
N/A
Capped % Increase
Page 7 of 19
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004
3.4520
3.4520
3.4520
62,398
31,199
3.4520 3.4520
3,861
1,914
2,313
3,492
22,237
11,096
4,081
4,081
10,189
69,486
Minimum General Rate
1.0884
0.8512
1.2569
Land used for a pub, hotel or tavern.
Land used for a sporting club or sporting facility.
3.0703
2.2460
1.7421
Land used for a service station with more than 16 fuel hoses and 2 or more separate shops and a fuel retail outlet.
Land used for: (a) a service station with between 9 and 16 fuel hoses; or (b) a fuel or oil depot. Land used for a service station with more than 16 fuel hoses, other than land included in category 47.
1.2316
3.8064
Land used or capable of being used for: (a) a transformer, electricity substation or telecommunications site; and (b) any purpose associated with, or ancillary to a transformer, electricity substation or telecommunications site, such as offices, depots and storage sheds.
Land used for a service station with between 4 and 8 fuel hoses.
1.5991
Rate Cents in $
Land used for a Residential Institution containing more than 100 independent living dwellings.
Description
Community Budget Report 2020-21
77
Land not included in any other category.
Land not included elsewhere
20
Portfolio: Council Sustainability Branch: Revenue
Land used for pump sites and dip sites valued separately from balance of holding or held separately by trustees.
Description
1,230
$35
Minimum General Rate
6,201
4,104
2,032
10,206
3,669
2,608
2,062
374,545
Minimum General Rate
N/A
N/A
Capped % Increase
N/A
9%
9%
N/A
N/A
9%
N/A
N/A
Capped % Increase
Page 8 of 19
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004
0.7688
0.5271
Rate Cents in $
2.4796
1.5807
0.7611
3.4299
Land used, in whole or in part, for an On Farm Packing Operation with a Gross Floor Area more than 2,500 square metres.
Land used, or capable of being used, in whole or in part, for Domestic Water Extraction, other than land included in category 55. Land used, or capable of being used, in whole or in part, for Commercial Water Extraction and/or on-site or off-site water bottling. Land used, in whole or in part, for a Fast Food Restaurant, other than land included in category 12, 46 or 47.
0.8316
1.2631
3.1409
3.4520
Rate Cents in $
Land used, in whole or in part, for an On Farm Packing Operation with a Gross Floor Area 0 to 2,500 square metres.
Land used, in whole or in part, for the purposes of a Transport Depot with a Gross Floor Area more than 40,000 square metres. Land wholly located within the Bromelton State Development Area which has a rateable value greater than $1,000,000, other than land included in categories 11 to 18 or 26 to 70. Land used, in whole or in part, for a turf farm, other than land included in categories 11 to 11E or 17 to 18.
Description
Pump & Dip Site
Name
On Farm Packing Operation 0-2,500m2 On Farm Packing Operation > 2,500m2 Domestic Water Extraction Commercial Water Extraction Fast Food Restaurant
Turf Farm
Transport Depot > 40,000m2 Bromelton Land > $1m
Name
10
Category
Other
78
77
76
75
74
72
71
70F
Category
Categorisation of Land for Differential General Rates Council delegates to the Chief Executive Officer the power (contained in section 81(4) and (5) of the Regulation) to identify the rating category to which each parcel of rateable land in Council’s area belongs. Definitions for the purposes of determining the categorisation of property for rating Principal Place of Residence A Principal Place of Residence is defined as a single approved* Dwelling House or Dwelling Unit that is the place of residence at which at least one person who constitutes the owner/s of the land predominantly resides. In establishing principal place of residence, Council may consider, but not be limited to, the owner's declared address for electoral, taxation, government social security or national health registration purposes, or any other form of evidence deemed acceptable by Council. Residential premises that have not met these criteria will be deemed a non-principal place of residence. A Dwelling House or Dwelling Unit is not a Principal Place of Residence where it is not occupied, whether permanently or temporarily (for more than 120 days of the financial year), including for the purposes of renovation or redevelopment; except where: (a)
a premises being renovated remains the registered principal place of residence for the purposes specified above and that the owner/s do not own any other property which they claim to be their principal place of residence; and
(b)
a property is vacant for longer than 120 continuous days of the financial year due to owner/s absence on an extended holiday, provided that the property remains vacant for the entire period of their absence.
*Approved in the context of the definition of "principal place of residence" means a property where a final building inspection certificate for a Dwelling House or Dwelling Unit has been issued or an approval for establishment or occupation of a temporary home has been granted. For the purposes of this definition, a Body Corporate cannot reside in a principal place of residence. Body Corporate Means:• A company or corporation incorporated under the Corporations Act 2001(Cth); • An association incorporated under the Associations Incorporation Act 1981; • A government entity; or • Any other entity incorporated under any other legislation. Land The term Land includes a lot in a community titles scheme or group title. Vacant Residential Land Vacant Residential Land means land used for a residential purpose with no improvements or structures, irrespective of whether such structures are either temporarily or permanently vacant. For the avoidance of doubt, land with structures that are temporarily or permanently vacant will not constitute Vacant Residential Land. Vacant Rural Land Vacant Rural Land means land used for a rural or agricultural purpose devoid of buildings or structures with the exception of sheds, outbuildings, garages or other minor structures not designed or used for human habitation or occupation.
Portfolio: Council Sustainability Branch: Revenue
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 9 of 19
78
Scenic Rim Regional Council
Dwelling House or Dwelling Unit A Dwelling House or Dwelling Unit includes a house, granny flat or relative's accommodation but does not include a multi-unit residential building such as a duplex, apartment, unit complex or a block of flats. A Secondary Dwelling House or Dwelling Unit is a dwelling house or dwelling unit which does not share a common wall or roof line with another dwelling house or dwelling unit on the same land. Gross Floor Area The term Gross Floor Area means the total floor area of all buildings and sheds, measured from the outside of external walls or the centre of party walls, and includes all roofed areas. High Impact or Special Industry The term High Impact or Special Industry includes an: • abattoir; • concrete batching plant; • knackery; • meat processing facility; • sawmill; • tannery; • facility which processes animal by-products; • facility for the production of fertiliser; and • facility for the manufacture of swimming pools. Residential Institution A Residential Institution includes: • an aged-care facility; • a retirement home; and • a retirement village. Transport Depot The term Transport Depot includes land used for: • the parking or garaging of three or more Commercial Vehicles; and • may include the maintenance, repair or storage of such vehicles; and • may include the transfer and storage of goods delivered by rail or road transport or transfer of goods or persons from one vehicle to another. The term Commercial Vehicles means medium rigid buses and trucks, heavy rigid buses and trucks, heavy combination trucks and prime movers, B-doubles and road trains. Bromelton State Development Area The Bromelton State Development Area is the Bromelton Major Industry Precinct and the Bromelton Major Industry Sub-Precinct Area as depicted on the maps prepared by the Department of State Development. Those maps can be accessed at: http://www.statedevelopment.qld.gov.au/resources/project/bromelton/regulation-map.pdf. On Farm Packing Operation The term On Farm Packing Operation means land containing a facility where fruit and/or vegetables are received and/or processed prior to distribution to market. Operations may include but are not limited to sorting, trimming, washing, drying, waxing, curing, chemical treatment, packaging, precooling, storage, and transportation. Portfolio: Council Sustainability Branch: Revenue
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 10 of 19
Community Budget Report 2020-21
79
Domestic Water Extraction The term Domestic Water Extraction means land with a minor public utility (water supplier) for domestic water carrier supply only. Domestic water carrier supply is defined as water extraction for the purpose of bulk water delivery confined to the Tamborine Mountain bounded locality. Commercial Water Extraction The term Commercial Water Extraction means land with a minor public utility (water supplier) for commercial and/or domestic water carrier supply. Commercial water carrier supply is defined as water extraction for the purpose of bulk water delivery outside the Tamborine Mountain bounded locality. Fast Food Restaurant The term Fast Food Restaurant means a franchise or a number of similar establishments under one ownership, or management with common branding, where foods such as chicken, chips, pizza, hamburgers, etc. can be prepared and served quickly. Objecting to Differential General Rate Category In accordance with Division 4 of the Regulation the owners of rateable land will be informed that they have the right of objection to the rate category their land is included in. Pursuant to section 90 of the Regulation objections must be in writing and received within thirty (30) days of rate notices being issued. The only ground for objecting is that the owner considers the land should belong to a different rating category. Land Valuation In accordance with section 75 of the Regulation, the rateable value of land is the average of the valuations of that land over a period of two financial years. This is to mitigate the impact of substantial changes in the valuation of a particular parcel of land from year to year. If, however, the value of land averaged over the two financial years exceeds its value for the current financial year, the latter value will be its rateable value. If the land does not have a value for the previous year, the rateable value of the land will be the value of the land for the financial year multiplied by the two year averaging number. Minimum General Rate Regardless of the value of the land, there will be a minimum contribution required from each ratepayer towards the overall running of the Council. This will be achieved by the application of minimum general rates. The minimum differential general rates are shown in the Differential General Rate Categories table. In accordance with section 77(3) of the Regulation properties subject to a discounted valuation are exempt from the minimum general rate. Limitation of Increase in Differential General Rate In accordance with section 116 of the Regulation, for the 2020-2021 financial year Council will limit any increase in the differential general rate in specified rating categories to the differential general rate levied in the 2019-2020 financial year by the percentage shown in the Differential General Rate Category tables. The limitation of the increase in the differential general rate does not apply in the following instances: • The area of the rateable land changes; • The assessment is the minimum general rate in the current year; • There has been a change in valuation (other than the revaluation of the entire local government area) during the current or previous financial year; • The land is no longer subject to section 50 of the Land Valuation Act 2010; or • There is a change in the differential rating category.
Portfolio: Council Sustainability Branch: Revenue
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 11 of 19
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For land on which the differential general rate levied for the previous financial year was for a period of less than the full year, the differential general rate for the previous year will be annualised and the limitation applied to the annualised amount. If a property has transferred to a new rating category in the previous financial year, the differential general rate for the previous year will be annualised in accordance with the new differential rating category and the limitation applied to the annualised amount.
SEPARATE RATES AND CHARGES Separate rates and charges are for any other service, facility or activity that is not funded through other rates and charges. In accordance with section 94 of the Act and section 103 of the Regulation, Council will levy separate charges on all rateable assessments within the Scenic Rim region for community infrastructure. It is considered that it is more appropriate to raise these funds by a separate charge, rather than from general funds, so that the community is aware of Councilâ&#x20AC;&#x2122;s commitment to the specific activities to be funded by the charges. Community Infrastructure A separate charge will be levied equally on all properties within the Scenic Rim region for the purposes of funding all or part of the costs associated with road and bridge infrastructure maintenance throughout the Region. In 2020-2021 the Separate Charge: Community Infrastructure will be $372.00 per rateable assessment. A pro rata charge effective from the date of valuation will apply to new properties created during the financial year.
SPECIAL RATES AND CHARGES Special rates and charges are for services, facilities and activities that have a special association with particular land because: (a) the land or its occupier: (i) specially benefits from the service, facility or activity; or (ii) has or will have special access to the service, facility or activity; or (b) the land is or will be used in a way that specially contributes to the need for the service, facility or activity; or (c) the occupier of the land specially contributes to the need for the service, facility or activity. In accordance with section 94 of the Act and section 94 of the Regulation, Council will levy special charges for rural fire services. Rural Fire Levy Pursuant to section 94(1) of the Act, Council will levy a special charge on all rateable assessments within the Rural Fire Brigade areas of the Region, as determined by the Queensland Fire and Emergency Service (QFES) Commissioner and delineated on electronic maps provided by QFES. There are two separate special charges based on the Rural Fire Brigade areas as described.
Portfolio: Council Sustainability Branch: Revenue
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 12 of 19
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Each rateable assessment within each Rural Fire Brigade area specially benefits from the provision of funding to rural fire brigades, because such funding enables the rural fire brigades to: â&#x20AC;˘ purchase and maintain equipment; and â&#x20AC;˘ fund operational activities. Council will remit the special charge proceeds to the Rural Fire Brigade Group of the QFES to fund ongoing provision and maintenance of firefighting equipment and operations for the Rural Fire Brigades. The proceeds will be distributed according to the funding requirements identified in the annual budgets and determined by the Local Area Finance Committee of the Scenic Rim Rural Fire Brigade Group. Special Charge 1 - Rural Fire Brigade Council will levy a special charge as follows: 1. On land to which the plan described in paragraph 3 applies, to assist the following Rural Fire Brigades in accordance with that plan: Allandale, Aratula, Cannon Creek, Croftby/Carneys Creek, Kalbar, Maroon, Mt Alford, Mt French, Mt Walker, Mutdapilly, Roadvale, Rosevale, Tarome and Warrill View. 2. The special charge is $12.50 per rateable assessment. 3. The overall plan for the service, facility, or activity to be funded by the special charge is as follows: (a) The land to which the plan applies is the rateable land within the Rural Fire Brigade areas for Allandale, Aratula, Cannon Creek, Croftby/Carneys Creek, Kalbar, Maroon, Mt Alford, Mt French, Mt Walker, Mutdapilly, Roadvale, Rosevale, Tarome and Warrill View delineated on electronic maps provided by QFES. These maps can be viewed at Council's office. (b) The service, facility, or activity for which the plan is made is for Council to assist Rural Fire Brigades to: (i) purchase and maintain equipment; and (ii) fund operational activities. (c) The estimated cost of carrying out the overall plan is $56,932.52 with the contribution of $41,562.50 to be raised through the Special Charge. (d) The estimated time for implementing the overall plan is 1 (one) year commencing 1 July 2020 and ending 30 June 2021. Special Charge 2 - Rural Fire Brigade Council will levy a special charge as follows: 1. On land to which the plan described in paragraph 3 applies, to assist the following Rural Fire Brigades in accordance with that plan: Beechmont, Biddaddaba, Birnam, Canungra, Cedar Creek/Wolffdene, Kerry, Rathdowney, Tamborine Mountain, Tamborine and Woodhill. 2. The special charge is $33.00 per rateable assessment. 3. The overall plan for the service, facility, or activity to be funded by the special charge is as follows: (a) The land to which the plan applies is the rateable land within the Rural Fire Brigade areas for Beechmont, Biddaddaba, Birnam, Canungra, Cedar Creek/Wolffdene, Kerry, Rathdowney, Tamborine Mountain, Tamborine and Woodhill delineated on electronic maps provided by QFES. These maps can be viewed at Council's office. (b) The service, facility, or activity for which the plan is made is for Council to assist Rural Fire Brigades to: (i) purchase and maintain equipment; and (ii) fund operational activities. (c) The estimated cost of carrying out the overall plan is $186,938.95 with the contribution of $124,542 to be raised through the Special Charge. (d) The estimated time for implementing the overall plan is 1 (one) year commencing 1 July 2020 and ending 30 June 2021. Portfolio: Council Sustainability Branch: Revenue
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 13 of 19
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UTILITY CHARGES Utility charges are for a service, facility or activity such as waste management, gas, sewerage and water. In accordance with section 94 of the Act and section 99 of the Regulation, Council will levy waste management utility charges for: • Waste Disposal • Refuse Collection. Waste Disposal Council will levy a Waste Disposal utility charge on properties that: (a) do not receive a Council kerbside waste and recyclables collection or Council bulk bin service; and (b) have improvements recorded against the property as determined by Scenic Rim Regional Council's property and rating system. The proceeds from the Waste Disposal charge shall be applied to fund recurrent and capital expenditure and administration costs associated with the ongoing operation, maintenance and upgrading of Council’s waste management facilities comprising landfill sites, transfer stations, weighbridge and rubbish bins located throughout the Scenic Rim region. In 2020-2021 the Waste Disposal charge will be $138.00 per rateable assessment. A pro rata charge effective from the date of valuation will apply to new properties created during the financial year not already excluded above. Refuse Collection The charges for the dual domestic 240 litre bin service and the dual commercial (non-domestic) 240 litre bin service incorporate both the waste service and the recycling service. The dual refuse service comprises a 240 litre waste bin serviced kerbside once per week and a 240 litre recycling bin serviced kerbside once per fortnight. New services will receive a pro rata supplementary notice effective from the date of delivery of waste and/or recycling containers. In accordance with Local Law No. 5 (Waste Management) 2018, all premises within Scenic Rim Regional Council boundaries are designated as areas in which Council may conduct general waste collection. Services shall be provided to all premises within the Council area where waste services are, or can be made available. The following domestic refuse collection charges are applicable for the 2020-2021 financial year: Domestic (Wheelie Bin) Refuse Collection Service Charge The following properties will be charged for a dual domestic refuse collection service: • all occupied residential premises or land • all occupied community titles scheme residential premises • new domestic/residential premises issued with Form 21 Certificate of Final Inspection Size and Type of Container
Charge
240 Litre Dual Waste & Recycling Container Kerbside Additional 240 Litre Dual Waste & Recycling Container Kerbside Additional 240 Litre Waste Container Kerbside Additional 240 Litre Recycling Container Kerbside
Portfolio: Council Sustainability Branch: Revenue
$383.00 $383.00 $209.00 $174.00 Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 14 of 19
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Domestic Bulk Bin Waste Collection Service Charge The charges set out below are for one service per week. Size and Type of Container
Charge
1 Cubic Metre 1.5 Cubic Metres 2 Cubic Metres 3 Cubic Metres The charges set out below are for one service per fortnight.
$1,349.00 $1,991.00 $2,596.00 $3,804.00
Size and Type of Container
Charge
1 Cubic Metre 1.5 Cubic Metres 2 Cubic Metres 3 Cubic Metres
$898.00 $1,200.00 $1,502.00 $2,105.00
Bulk waste service charges do not include a charge for a recycling service. If a premise with a bulk waste service requests a recycling service an additional charge will apply. Due to the six month deferment of the Queensland Government's Waste Disposal Levy (Waste Reduction and Recycling Act 2011 and Waste Reduction and Recycling Regulation 2011) increases, the respective commercial refuse collection charges will now be increased by the estimated cost of the increased levy from 1 January 2021. Commercial (Wheelie Bin) Refuse Collection Service Charge The following properties will be charged for a dual commercial refuse collection service: • all occupied commercial premises; • all occupied community titles scheme commercial (non-domestic) residential premises; and • new commercial premises issued with either Form 21 Certificate of Final Inspection or Certificate of Classification for Commercial Premises The following charges are applicable from 1 July 2020 to 31 December 2020 Size and Type of Container
Charge
240 Litre Dual Waste & Recycling Container Kerbside Additional 240 Litre Dual Waste & Recycling Container Kerbside Additional 240 Litre Waste Container Kerbside Additional 240 Litre Recycling Container Kerbside
$293.50 $293.50 $197.00 $96.50
The following charges are applicable from 1 January 2021 to 30 June 2021 Size and Type of Container
240 Litre Dual Waste & Recycling Container Kerbside Additional 240 Litre Dual Waste & Recycling Container Kerbside Additional 240 Litre Waste Container Kerbside Additional 240 Litre Recycling Container Kerbside
Charge
$295.50 $295.50 $199.00 $96.50
Additional services will also be charged on the basis of the above tables.
Portfolio: Council Sustainability Branch: Revenue
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 15 of 19
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Commercial Bulk Bin Waste Collection Service Charge The following charges are applicable from 1 July 2020 to 31 December 2020: The charges set out below are for one service per week. Size and Type of Container
Charge
1 Cubic Metre 1.5 Cubic Metres 2 Cubic Metres 3 Cubic Metres
$869.50 $1,288.50 $1,688.00 $2,487.00
The charges set out below are for one service per fortnight. Size and Type of Container
Charge
1 Cubic Metre 1.5 Cubic Metres 2 Cubic Metres 3 Cubic Metres
$547.00 $747.00 $946.00 $1,345.50
The following charges are applicable from 1 January 2021 to 30 June 2021: The charges set out below are for one service per week. Size and Type of Container
1 Cubic Metre 1.5 Cubic Metres 2 Cubic Metres 3 Cubic Metres
Charge
$882.50 $1,307.50 $1,714.00 $2,526.00
The charges set out below are for one service per fortnight. Size and Type of Container
1 Cubic Metre 1.5 Cubic Metres 2 Cubic Metres 3 Cubic Metres
Charge
$553.00 $756.00 $959.00 $1,364.50
Bulk waste service charges do not include a charge for a recycling service. If a premise with a bulk waste service requests a recycling service an additional charge will apply. Exemptions No separate refuse collection charge will be levied for storage lots and garage lots that are separate lots in a community titles scheme. Commercial (non-domestic) recycling services shall be provided free of charge to schools if Council is providing an existing refuse service. Exemptions also apply to premises that meet the criteria outlined in Council's Waste Collection Policy WI03.02CP under 'Exemption and Temporary Exemption'.
Portfolio: Council Sustainability Branch: Revenue
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 16 of 19
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Changes in Refuse Collection Services Where a property owner wishes to: â&#x20AC;˘ increase or decrease the number of domestic bin services, commercial bin services or bulk bin services received per week; or â&#x20AC;˘ vary the size or number of receptacles used for any type of service. The owner or authorised agent of the owner must make written application to Council setting out the proposed variation and the reason for the variation. Where Council agrees to the proposed variation, the owner or agent will be advised of the applicable utility charges based on the relevant charges set out in this document. Any resulting amendment to charges will apply from the date on which the variation takes effect. Cancellation of Services Service cancellations are permitted in the following circumstances: (a)
Premises that have been vacant for 6 (six) months or more. The property owner must complete a statutory declaration stating: (i) the reason the premises is unoccupied; (ii) the period for which the premises has been unoccupied and is expected to remain unoccupied; and (iii) a proposed recommencement date for the provision of the refuse collection services. Where Council agrees not to levy a charge for a refuse collection service in such circumstances the charges will cease to apply from the date Council receives the statutory declaration.
(b)
Where Council receives advice that the premises have been demolished or rendered uninhabitable by damage from fire or disaster. The charges will cease to apply from the later of the date Council receives the advice in writing or the date of demolition. Suitable advice includes Police or Fire Services report or Insurance Assessment report. Cancellation must be in the form required by Council.
Portfolio: Council Sustainability Branch: Revenue
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 17 of 19
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RECOVERY OF RATES AND CHARGES Time Within Which Rates and Charges Must Be Paid In accordance with section 118 of the Regulation rates and charges are due to be paid within thirty -one (31) days from the date of issue shown on the rate notice. Interest on Overdue Rates or Charges Section 133 of the Local Government Regulation 2012 has been amended to change the maximum interest rate which Councils can apply to overdue rates or charges. From 1 July 2020, the maximum interest rate a Council can apply to overdue rates or charges will be calculated annually using the Reserve Bank of Australia "bank yield rate". The calculated maximum interest rate will be the "bank yield rate" plus 8 per cent. The "bank yield rate" (3-month bank accepted bills monthly average) as at March of each year will be used to calculate the maximum rate of interest to apply for the following financial year. The "bank yield rate" as at March 2020 (published by the Reserve Bank of Australia) was 0.53 per cent. In accordance with Section 133 of the Local Government Regulation 2012 interest on all overdue rates or charges will be calculated at a rate of 8.53 per cent per annum compounded monthly Calculation of interest will be undertaken on monthly rests, with accrual commencing on the first day rates become overdue.
FEES AND CHARGES To minimise the general rate burden on ratepayers, Council will attempt to recover costs through charging fees for the use of services and facilities where it is administratively simple and efficient to do so. A full list of Councilâ&#x20AC;&#x2122;s fees and charges is maintained in a Register of Fees and Charges, which was adopted by Council on 6 July 2020 for the 2020-2021 financial year. Cost-Recovery Fees In accordance with section 97(1) of the Act Council has resolved to adopt a range of cost-recovery fees for the 2020-2021 financial year. These fees are based on the user pays policy with consideration given, where appropriate, to the social impact certain fees may have. Business Activity Fees Council has the power to conduct business activities and to charge fees for services and facilities it provides on this basis. Business activity fees are fees other than cost-recovery fees, charged where Council provides a service for which a consumer can choose whether or not to avail itself. Business activity fees are purely commercial in application and are subject to the Commonwealthâ&#x20AC;&#x2122;s Goods and Services Tax. In accordance with section 262(3)(c) of the Act Council has adopted a range of business activity fees for the 2020-2021 financial year. Business activity fees include but are not confined to the following: rents, plant hire, private works and hire of facilities.
Portfolio: Council Sustainability Branch: Revenue
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 12/13/002; 04/15/004 Page 18 of 19
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REVENUE OBJECTIVES The objectives of this Policy are to set out the principles used by Council in establishing its own source of revenues including: 1. 2. 3. 4. 5.
General rates; Separate rates and charges; Special rates and charges; Utility charges; and Fees and charges.
POLICY STATEMENT Council is committed to: 1.
Council’s rate setting and charging structures being based on the following principles, where applicable: (a)
Equity defined as ensuring the fair and consistent application of lawful rating and charging principles, without bias, taking account of all relevant considerations;
(b)
Effectiveness/Efficiency defined as meeting the financial, social, economic and environmental or other corporate objectives of the Council as stated in its long term plans or policies; and
(c)
Simplicity to ensure widespread community or stakeholder understanding and minimise perceived inequities and hidden costs, of a complex system.
(d)
Sustainability to ensure revenue decisions support the financial strategies for the delivery of infrastructure and services identified in Council’s long term planning. These principles apply to the following activities: • Setting rates and charges; • Levying rates and charges; • Recovering rates and charges; • Granting and administering rates and charges concessions; • Setting user-pays fees and charges; and • Developer charges.
Policy Reference Number: FI01.03CP Portfolio: Council Sustainability Business Unit: Financial Management
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Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 10959238 Page 1 of 4
2.
Rates, fees and charges are to be determined and applied in accordance with Council's Revenue Statement.
3.
Recovery of overdue rates and charges in accordance with Council's Recovery of Overdue Rates and Charges Procedure.
4.
Subject to the conditions determined in Council’s Rates Based Financial Assistance Policy, Council may grant rebates on rates and charges to: (a)
Owner-occupiers who hold a current Totally and Permanently Incapacitated (TPI) Gold Card;
(b)
Not-for-profit community organisations;
(c)
Provide incentive for landowners entering into voluntary conservation covenants; and
(d)
Land identified with specific use or historic significance.
5.
In accordance with Section 130 of the Local Government Regulation 2012 Council will provide a discount on rates at the amount specified in Council’s Revenue Statement.
6.
In accordance with Section 133 of the Local Government Regulation 2012 interest will be charged on overdue rates and charges at the amount specified in Council’s Revenue Statement.
7.
Council’s Infrastructure Charges Resolution and policies support the funding of the costs of infrastructure for new development through charges from development, to the extent of physical and social infrastructure costs, in accordance with the relevant planning schemes.
CONSIDERATION OF HUMAN RIGHTS UNDER HUMAN RIGHTS ACT 2019 In acknowledgement of the fundamental human rights recognised in International covenants this Council Policy has been developed and acknowledges a commitment to recognise the importance and protection of human rights in creating policies that serve to develop overarching frameworks, standards, behaviours or actions that affect the way in which Council serves the community of the Scenic Rim region. An assessment of this Policy against the human rights determined that no human rights are limited or affected by this Policy, because this Policy is applied in a non-discriminatory manner, not affecting or restraining any resident from exercising any of the articulated human rights. COMPLIANCE, MONITORING AND REVIEW The Revenue and Financial Management business units will be responsible for ensuring compliance with relevant legislation and for the annual review in accordance with the annual budget modelling adopted by Council.
DEFINITIONS Own Source Revenue; revenue or income generated by the entity such as rates, fees and charges. It does not include grants and contributions from other levels of government. Rate; a charge primarily based upon the value of land as assessed by the Department of Natural Resources, Mines and Energy.
Policy Reference Number: FI01.03CP Portfolio: Council Sustainability Business Unit: Financial Management
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 10959238 Page 2 of 4
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RELATED DOCUMENTS (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k)
Local Government Act 2009 Local Government Regulation 2012 Land Valuation Act 2010 Uniform Civil Procedure Rules 1999 Revenue Guideline Recovery of Overdue Rates and Charges Guideline Rates Discount Policy Rates Based Financial Assistance Policy Revenue Statement Register of Fees and Charges Adopted Infrastructure Charges Resolution
This Policy supports the Scenic Rim Regional Council Corporate Plan 2018-2023, in particular Theme - Open and Responsive Government.
Approved By: SCENIC RIM REGIONAL COUNCIL Adopted 06/07/2020 Version Information Version No. 1 2 3 4 5 6 7 8
Date 08/07/2008 23/06/2009 25/05/2010 24/05/2011 19/06/2012 20/06/2013 03/07/2014 24/06/2015
9
23/06/2016
10
13/06/2018
11
12/06/2019
12
06/07/2020
Key Changes Annual Review Annual Review Annual Review Annual Review Annual Review Annual Review Annual Review Special Meeting Item No. 1.5 Annual Review Special Meeting Item No. 1.5 Annual Review Special Meeting Item No. 1.4 Annual Review Updated into new policy format Special Meeting Item No. 1.3 Annual Review Special Meeting Item No. Updated into new Policy format Annual Review
Policy Reference Number: FI01.03CP Portfolio: Council Sustainability Business Unit: Financial Management
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Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 10959238 Page 3 of 4
Legislation Part 3 of the Local Government Act 2009 requires Council to have a Revenue Policy as part of a system of financial management. Section 169 of the Local Government Regulation 2012 states that a local government’s budget for each financial year must include a Revenue Policy. Section 193 of the Local Government Regulation 2012 requires that Council’s Revenue Policy states: (a)
the principles that the local government intends to apply in the financial year for: (i)
levying rates and charges
(ii)
granting concessions for rates and charges
(iii)
recovering overdue rates and charges
(iv)
cost-recovery methods
(b)
if the local government intends to grant concessions for rates and charges, the purpose for the concessions; and
(c)
the extent to which physical and social infrastructure costs for a new development are to be funded by charges for the development.
The Revenue Policy may state guidelines used for preparing the local government’s revenue statement and must be reviewed annually in line with adoption of the annual budget.
Policy Reference Number: FI01.03CP Portfolio: Council Sustainability Business Unit: Financial Management
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 10959238 Page 4 of 4
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DEBT OBJECTIVE The objectives of this Policy are to: 1.
Outline parameters for borrowing and debt levels within Council’s annual budget and long-term financial forecast; and
2.
Ensure Council complies with its requirements under the Local Government Act 2009 and Local Government Regulation 2012, with regard to Debt as part of its system of financial management.
POLICY STATEMENT Council is committed to: 1.
At least on an annual basis, and in accordance with section 171 of the Local Government Regulations 2012, Council will consider its long-term financial forecast before planning new Borrowings. Council’s borrowing program will be based on a long-term sustainable financial position and will be only undertaken where Council can demonstrate that repayments can be comfortably met.
2.
Ensuring that Borrowings are only available for capital expenditure and not for use to fund recurrent expenditure and operational activities of the Council. Where the Council raises funds from new Borrowings, the funds will only be used for the purpose for which the loan was raised. If a borrowing is undertaken and the final project cost is less than budget, resulting in unexpended loan funds, these funds may be reallocated to eligible projects by resolution of Council.
3.
Ensuring that in borrowing for infrastructure, the term of the loan shall not exceed the finite life of the related asset.
4.
Ensuring that planned Borrowings are identified in Council’s budget and long-term financial forecast; and listed as an attachment to this Policy. This condition may be waived in circumstances where an emergency or urgent situation requires the use of Borrowings and those Borrowings comply with all other Policy conditions.
Policy Reference Number: FI01.14CP Portfolio: Council Sustainability Business Unit: Financial Management
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Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 10955178 Page 1 of 5
CONSIDERATION OF HUMAN RIGHTS UNDER HUMAN RIGHTS ACT 2019 In acknowledgement of the fundamental human rights recognised in International covenants this Council Policy has been developed and acknowledges a commitment to recognise the importance and protection of human rights in creating policies that serve to develop overarching frameworks, standards, behaviours or actions that affect the way in which Council serves the community of the Scenic Rim region. An assessment of this Policy against the human rights determined that no human rights are limited or affected by this Policy, because this Policy is applied in a non-discriminatory manner, not affecting or restraining any resident from exercising any of the articulated human rights. COMPLIANCE, MONITORING AND REVIEW Financial Management will be responsible for ensuring compliance with relevant legislation and for the annual review in accordance with the annual budget modelling adopted by Council.
DEFINITIONS Borrowings; those funds which Council obtains from external sources by loans, overdraft or other financial arrangements that impose on Council an obligation for repayment.
RELATED LEGISLATION AND DOCUMENTS (a) (b) (c) (d) (e)
Local Government Act 2009 Local Government Regulations 2012 Statutory Bodies Financial Arrangements Act 1982 Statutory Bodies Financial Arrangements Regulation 2007 Statutory Bodies Financial Arrangements Act 1982 Operational Guidelines
Policy Reference Number: FI01.14CP Portfolio: Council Sustainability Business Unit: Financial Management
Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 10955178 Page 2 of 5
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This Policy supports the Scenic Rim Regional Council Corporate Plan 2018-2023, in particular Theme - Open and Responsible Government.
APPROVAL AND REVIEW DETAILS Approved By: SCENIC RIM REGIONAL COUNCIL Adopted 06/07/2020 Version Information Version No. 1
Date 23/06/2011
2 3 4
13/07/2012 20/06/2013 03/07/2014
5
27/10/2015
6
23/06/2016
7
15/06/2017
8
13/06/2018
9
12/06/2019
10
06/07/2020
Key Changes Special Meeting Item number 2.21 Annual Review Annual Review Annual Review Special Meeting Item number 1.19 Annual Review Adopted Ordinary Meeting Finance Committee Meeting 13.10.2015 Special Meeting Item No. 1.8 Annual Review Special Meeting Item No. 1.7 Annual Review Special Meeting Item No. 1.7 Annual Review Updated into new policy format Special Meeting Item No. 1.13 Annual Review Special Meeting Item No. Annual Review Updated into new policy format
Policy Reference Number: FI01.14CP Portfolio: Council Sustainability Business Unit: Financial Management
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Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 10955178 Page 3 of 5
Attachment 1 Scenic Rim Regional Council Planned Borrowings New Borrowings New borrowings identified in Councilâ&#x20AC;&#x2122;s long-term financial forecast are as follows: Financial Year Ending 30 June
Amount
Repayment Period
Purpose
2021
$1,500,000 Land Acquisition - Lupton Road
20 yrs
2022
$2,500,000 New Landfill Cell at Bromelton
6 yrs
2023
$4,064,000 Beaudesert Community Hub and Regional Library
20 yrs
2028
$2,500,000 New landfill cell at Bromelton
6 yrs
Existing Borrowings Existing borrowings are shown in the following table: Year Borrowe d
Transferre d on Amalgama tion
Amount Borrowed
Purpose
Beaudesert Shire Council $2,960,590 Schedule Works 2007/08
($2.213M transferred to bulk water authority on 30 June 2008)
2008 2011
$3,500,000
2012
$3,000,000
2013
$4,000,000
2014
$4,000,000
2015
$4,000,000
2016
$3,000,000
2017
$2,000,000
2018
$3,000,000
2019
$3,300,000
2019
$1,400,000
2020
$1,500,000
2020
$5,500,000
Scenic Rim RC Capital Works 2011 Scenic Rim RC Capital Works 2012 Scenic Rim RC Capital Works 2013 Scenic Rim RC Capital Works 2014 Scenic Rim RC Capital Works 2015 Scenic Rim RC Capital Works 2016 Scenic Rim RC Capital Works 2017 Scenic Rim RC Capital Works 2018 Scenic Rim RC Bridge Rehabilitation 2019 Scenic Rim RC Bromelton Landfill Cell 2019 Scenic Rim RC Bridge Rehabilitation 2020 Scenic Rim RC Beaudesert Enterprise Precinct
Repayme nt Period
Year to be Repaid
Principal Outstanding 31/05/2020
20 yrs
2028
20 yrs
2029
20 yrs
2031
20 yrs
2031
20 yrs
2033
20 yrs
2034
20 yrs
2036
20 yrs
2037
20 yrs
2038
20 yrs
2039
$3,216,272
5 yrs
2024
$1,200,206
20 yrs
2040
$0*
13 yrs
2033
$0*
$452,146 $2,249,043 $2,076,636 $2,897,923 $3,091,449 $3,248,061 $2,583,569 $1,811,817 $2,833,007
*To be drawn down during June 2020 Policy Reference Number: FI01.14CP Portfolio: Council Sustainability Business Unit: Financial Management
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Overdrafts Council has an ongoing Working Capital Facility with Queensland Treasury Corporation (limit $10,000,000). Legislation Section 34 of the Statutory Bodies Financial Arrangements Act 1982 provides that Council may borrow funds provided it has the Treasurer’s approval and the borrowings are in Australian money and undertaken in Australia. Section 104 of the Local Government Act 2009 requires Council to have a Debt Policy, as part of a system of financial management. Section 192 of the Local Government Regulation 2012 requires that Council’s Debt Policy states: a) the new borrowings planned for the current financial year and the next 9 financial years; and b) the period over which the local government plans to repay existing and new borrowings. Section 7 of the Statutory Bodies Financial Arrangements Act 1982 Operational Guidelines provides that there is general approval granted by the Treasurer for any borrowings from Queensland Treasury Corporation (QTC) if they have been approved by the Department of Local Government. All of Council’s current and future borrowing arrangements are with QTC.
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Scenic Rim Regional Council
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INVESTMENT OBJECTIVE The objectives of this Policy are to establish the guidelines for investing funds not required to meet immediate liquidity needs: 1.
In accordance with legislative requirements; and
2.
With consideration of risk and at the most favourable rate of interest available at the time for the investment type.
POLICY STATEMENT Part 3 Section 104 of the Local Government Act 2009 (Act) requires Council to have an Investment Policy as part of a system of financial management. Section 191 of the Local Government Regulation 2012 (Regulation) requires that Council’s Investment Policy must outline: (a) (b)
the local government’s investment objectives and overall risk philosophy; and procedures for achieving the goals related to investment stated in the Policy.
Council is committed to maintaining a diversified portfolio of investments with the aim of minimising credit risk and market risk. While exercising the power to invest, consideration is to be given to preservation of capital, liquidity and the return on investment. The following principles will be applied to all investment decisions: ▪ Investing only in investments permitted by current legislation; ▪ Ensuring investments are placed giving due consideration to the relationship between credit rating and interest rate; ▪ Ensuring diversification is achieved by maintaining the spread of investments across a range of institutions; ▪ Ensuring the investment portfolio is realisable with minimal penalty within a reasonable timeframe; ▪ Identifying available cash and period of availability via analysis of the cash flow position for Council each working day; ▪ Seeking the most advantageous interest rate taking consideration of what is most appropriate in all the circumstances; ▪ Keeping records to support Council’s investment decisions; and ▪ Divesting within 28 days or as soon as practicable if the funds are downgraded and no longer fall within the current guidelines. Policy Reference Number: FI01.10CP Portfolio: Council Sustainability Business Unit: Financial Management
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Adoption/Approval Date: 06/07/2020 Review Date: 30/06/2021 File References: 10955054 Page 1 of 8
Delegation of Authority Authority for the exercise of Category 1 investment power under Part 6 of the Statutory Bodies Financial Arrangement Act 1982 and in accordance with the Investment Policy is delegated by Council to the Chief Executive Officer pursuant to Section 257(1)(b) of the Act. Type of Investments Investments should be appropriate to Council’s investment objectives and comply with the range of approved investments prescribed by Section 44 of the Statutory Bodies Financial Arrangements Act 1982. Risk Management Council is risk averse; risk aversion is the reluctance to invest in a product with a higher risk compared to a product with a lower risk, but possibly lower returns. Risk can never be completely mitigated and no investment is risk free. The Investment Policy outlines the limits on investments that assist in mitigating risk within Council’s control without unnecessary detrimental impact on investment returns. Investments are to comply with key criteria relating to: ▪ Credit Risk - limit overall credit exposure of the portfolio; ▪ Counterparty Credit Risk - limit exposure to individual counterparties/institutions; ▪ Maturity Risk - limits based upon maturing of investments; ▪ Protection of Principal - investments entered into should be structured to minimise the risk of loss of principal; and ▪ Grant Funding Conditions - conditions relating to grant funding available to invest must be complied with. Investment Limits Term to Maturity Council’s investments should be able to be liquidated in a timely manner with minimal loss or penalty. The term to maturity of any investment may range from “at call” to one year. The maximum term for any investment will not exceed one year in accordance with Section 44 of the Statutory Bodies Financial Arrangements Act 1982. Liquidity Requirements The term of investments must also take into account Council’s liquidity requirements and the portfolio must be structured so that there are always sufficient funds available to meet weekly cash requirements. Credit Ratings Credit ratings in no way guarantee an investment or protect Council against investment losses. The prescribed ratings should not be misinterpreted as an implicit guarantee of investments or entities that have such ratings. Even given this challenge, ratings provide the best independent information available.
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To limit overall credit exposure of the portfolio and exposure to individual counterparties/institutions, Council has placed the following limits on portfolio credit ratings:
Short Term Rating (Standard & Poor’s) or equivalent A1+ A1 A2 A3 Unrated QIC/QTC Pooled Cash Management Fund* *equivalent to AAA rated
Maximum Percentage of Total Investments 100% 50% 30% 10% 10% 100%
Diversification No more than 30% of Council’s investments will be held with any one financial institution, or fund manager for investments other than Queensland Treasury Corporation (QTC) or the Queensland Investment Corporation (QIC) cash funds, where 100% of investments may be held. Type 2 Financial Arrangements Due to Council being a participating local government as defined in section 5(b) of the South East Queensland Water (Distribution and Retail Restructuring) Act 2009, Council has entered into a loan arrangement with Urban Utilities (formerly Queensland Urban Utilities) as of 1 July 2010. Although this arrangement does not meet the criteria of other policy referred to in this document, it is an exception and has the approval of the Under-Treasurer and Council. CONSIDERATION OF HUMAN RIGHTS UNDER HUMAN RIGHTS ACT 2019 In acknowledgement of the fundamental human rights recognised in International covenants this Council Policy has been developed and acknowledges a commitment to recognise the importance and protection of human rights in creating policies that serve to develop overarching frameworks, standards, behaviours or actions that affect the way in which Council serves the community of the Scenic Rim region. An assessment of this Policy against the human rights determined that no human rights are limited or affected by this Policy, because this Policy is applied in a non-discriminatory manner, not affecting or restraining any resident from exercising any of the articulated human rights. COMPLIANCE, MONITORING AND REVIEW Financial Management will be responsible for ensuring compliance with relevant legislation and for the annual review in accordance with the annual budget modelling adopted by Council. DEFINITIONS Authorised Deposit-taking Institutions (ADIs) means corporations which are authorised under the Banking Act 1959. Credit Ratings means a guide or standard for an investor, which indicate the ability of a debt issuer or debt issue to meet the obligations of repayment of interest and principal. Credit rating agencies such as Moody’s, Standard and Poor’s (S&P) and Fitch Rating make these independent assessments based on a certain set of market and non-market information. Credit Risk means risk that a counterparty cannot pay back part or all of the investment when it is due. Policy Reference Number: FI01.104CP Portfolio: Council Sustainability Business Unit: Financial Management
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Investments means arrangements that are undertaken or acquired for producing income. Liquidity Risk means the risk that an investment product will be difficult to liquidate or involve transaction costs to liquidate. Market Risk means risk that changes in interest rates will adversely affect the fair value of an investment.
RELATED LEGISLATION AND DOCUMENTS (a) (b) (c) (d) (e) (f) (g) (h) (i)
Local Government Act 2009 (the Act); Local Government Regulations 2012 (the Regulation); Statutory Bodies Financial Arrangements Act 1982; Statutory Bodies Financial Arrangements Regulation 2007; Statutory Bodies Financial Arrangements Act 1982 - Operational Guidelines; Banking Act (Cwlth) 1959; Investment Policy Guidelines for Statutory Bodies: October 2012 - Queensland; Government - Queensland Treasury and Trade; and Investment Policy Procedure (Attachment A)
This Policy supports the Scenic Rim Regional Council Corporate Plan 2018-2023, in particular Theme - Open and Responsible Government. APPROVAL AND REVIEW DETAILS Approved By: SCENIC RIM REGIONAL COUNCIL Adopted 06/07/2020 Version Information Version No. 1 2
Date 12/06/2019 06/07/2020
Key Changes New Policy Special Meeting Item No. Updated New Policy Template
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ATTACHMENT A: Investment Policy Procedure 1.
Introduction 1.1
Preamble
Council is granted authority to exercise Category 1 investment power under Part 6 of the Statutory Bodies Financial Arrangements Act 1982. This power permits Council to invest in a range of highly secure investments: • •
Either at call; or For a fixed time of not more than one year.
The Treasurer may from time to time constrain the investing activities of local government by limitation, caveat, restriction and/or other relevant regulation. Where this occurs, this Investment Policy will be reviewed and reissued for the subsequent change in legislation. Council has also been granted authority to enter into a Type 2 financial arrangement with its Central SEQ Distributor-Retailer Authority; Urban Utilities. This is due to Council being a participating local government as defined in section 5(b) of the South East Queensland Water (Distribution and Retail Restructuring) Act 2009. This approval gives Council the authority to enter into loan arrangements with QUU. 1.2
Intent
The activities of officers or fund managers responsible for stewardship of Council’s funds will be measured against the standards in this Policy and its objectives. Activities that defy the spirit and intent of this Policy will be deemed contrary to the Policy.
2.
Guidelines 2.1
Authority
All investments are to be made in accordance with: • •
Statutory Bodies Financial Arrangements Act 1982 Statutory Bodies Financial Arrangements Regulation 2007
2.2
Ethical Considerations 2.2.1 Prudent person standard The prudent person standard requires officers to exercise same care, diligence and skill that a prudent person would exercise in managing the affairs of other persons. Acting prudently applies to selecting investments and requires an individual to consider diversification, appropriateness of the investment, risk and anticipated return, liquidity, independent financial advice and to have a clear understanding of the investment and associated underlying risk. 2.2.2 Ethics And Conflicts Of Interest Officers shall refrain from personal activities that would conflict with the proper execution and management of Council’s investment portfolio. This includes activities that would impair the officer’s ability to make impartial decisions. This Policy requires officers to disclose any conflict of interest to the Chief Executive Officer.
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2.3
Investment Objectives
Councilâ&#x20AC;&#x2122;s overall objective is to invest its funds at the most advantageous rate of interest available to it at the time, for that investment type, and in a way that it considers most appropriate given the circumstances. In priority, the order of investment activities shall be preservation of capital, liquidity, and return on investment. 2.3.1 Preservation Of Capital Preservation of capital shall be the principal objective of the investment portfolio. Investments are to be performed in a manner that seeks to ensure security of principal of the overall portfolio. This would include managing credit and interest rate risk within given risk management parameters and avoiding any transactions that would prejudice confidence in Council or its associated entities. Credit Risk Council will evaluate and assess credit risk prior to investment. Credit risk is the risk of loss due to the failure of an investment issuer or guarantor. Credit risk will be minimised by officers pre-qualifying all transactions including the brokers/securities dealers with which they do business, diversify the portfolio and limit transactions to secure investments. Interest Rate Risk Officers shall seek to minimise the risk of a change in the market value of the portfolio because of a change in interest rates. This will be achieved by considering the cash flow requirements of Council and structuring the portfolio accordingly. This will avoid having to sell securities prior to maturity in the open market. Interest rate risk can also be limited by investing in shorter term securities. 2.3.2 Maintenance Of Liquidity The investment portfolio will maintain sufficient liquidity to meet all reasonably anticipated operating cash flow requirements of Council, as and when they fall due, without incurring significant transaction costs due to being required to redeem an investment. 2.3.3 Return On Investments The portfolio is expected to achieve a market average rate of return and take into account Councilâ&#x20AC;&#x2122;s risk tolerance and current interest rates, budget considerations, and the economic cycle. Any additional return target set by Council will also consider the risk limitations, prudent investment principles and cash flow characteristics identified within this Investment Policy. 2.4
Portfolio Implementation 2.4.1 Authorised personnel Responsibility for implementation of these Procedures is delegated by the Chief Executive Officer to the General Manager Council Sustainability in accordance with Section 259 of the Act. 2.4.2 Internal Controls The General Manager Council Sustainability shall establish internal controls and processes that will ensure investment objectives are met and that the investment portfolios are protected from loss, theft or inappropriate use.
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The established processes will include monthly reporting (including compliance reporting), as well as regular review of the Investment Policy. The internal controls will address the following: • • • • • • • 2.5
Control of collusion; Separate the transaction authority from accounting and record keeping; Safekeeping; Avoid physical delivery of securities; Confirmation requirements for settlement of securities; Compliance and oversight of investment parameters; and Reporting of breaches.
Investment Parameters 2.5.1 Investable funds For the purposes of this Policy, investable funds are the investment moneys available for investment at any one time and include the Council’s bank account balance. Included in this balance is any moneys held by Council on behalf of external parties i.e. trust funds. The investable funds should match the cash flow needs of Council after preparing the annual budget. 2.5.2 Authorised Investments Without specific approval from Council or the Treasurer, investments are limited to those prescribed by Section 44 of the Statutory Bodies Financial Arrangements Act 1982, which include: • State/Commonwealth Government bonds, debentures or securities; • Interest bearing deposits issued by an authorised deposit taking institution (ADI); • Deposits with QIC or QTC. 2.5.3 Mandatory Conditions There are certain mandatory conditions that all investments must comply with: • All investments must be in the name of Scenic Rim Regional Council. If using the services of an investment advisor or broker, Council must ensure that ownership is retained. • All investments must be denominated in Australian dollars. 2.5.4 Prohibited Investments This Investment Policy prohibits any investment carried out for speculative purposes including: • Derivative based instruments; • Principal only investments or securities that provide potentially nil or negative cash flow; • Stand alone securities issued that have underlying futures, options, forward contracts and swaps of any kind. The Investment Policy also prohibits the use of leveraging (borrowing to invest) of an investment. 2.5.5 Portfolio Investment Parameters And Credit Requirements The Policy contains the maximum acceptable institutional credit rating limits associated with applicable institutions based on their short-term Standard and Poor’s or equivalent credit rating.
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A Financial Institution is defined as an authorised deposit-taking institution within the meaning of the Banking Act 1959 (Cwlth), Section 5. Council shall keep a current list of credit ratings for the authorised financial institutions. It is noted that for the purposes of this investment portfolio, the percentage limits apply effective from the date of purchase as a percentage of the market value of the portfolio.
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Community Feedback Council welcomes comments, suggestions and questions regarding this document from the community. Chief Executive Officer Scenic Rim Regional Council PO Box 25 Beaudesert QLD 4285 Email: mail@scenicrim.qld.gov.au Telephone: 07 5540 5111 Fax: 07 5540 5103
Media Enquiries Should be directed to Councilâ&#x20AC;&#x2122;s Communications and Marketing Team. Telephone: 07 5540 5111 Email: media@scenicrim.qld.gov.au Prepared 3 July 2020
scenicrim.qld.gov.au CS2020.0015