This chapter provides an outline of our vision, plans and framework for the Scenic Rim.
Author
The Scenic Rim Community Plan 2011-2026 articulates the aspirational shared vision and provides the foundation for long-term plans for the future of the Scenic Rim region. It acknowledges the heritage of the region, defines its identity, and highlights the challenges it will face in the future. Developed in consultation with the community, the Community Plan provides the overarching framework for our operations through seven pillars (our themes), which support the delivery of services and facilities through the five-year life of the Corporate Plan (Scenic Rim 2026) and annual operational plans.
On 22 June 2021, Council adopted its Corporate Plan - Scenic Rim 2026 which reflects the strategic direction for the organisation and supports delivery of the aspirational vision set out in the Community Plan 2011-2026 Scenic Rim 2026 articulates Council’s areas of focus and details the actions that will be undertaken over the five year period to achieve the community’s vision. Positioned between the Community Plan and Council’s annual operational plans, Scenic Rim 2026 informs operational priorities for the region’s growth and development, from 2021 to 2026. It establishes the key initiatives guiding the direction of Council’s Operational Plan.
The Scenic Rim Community Plan 2011-2026 provides the shared vision for our region’s future.
By 2026 Scenic Rim will be a network of unique rural communities embedded in a productive and sustainable landscape.
We will enjoy a high-quality rural lifestyle in self-reliant communities that provide a choice of quality local food, products, services and recreation opportunities. Our residents will have affordable transport options and ready access to the broader South East Queensland region.
Our community will support sustainable farms, businesses and industries that are compatible with our environment and lifestyle and provide rewarding employment and prosperity for residents.
Residents will benefit from the region’s productive farmland, stunning natural environment and character-filled towns and villages, which attract tourists and visitors and provide ecosystem services for the broader South East Queensland community.
The Scenic Rim will be an inclusive, caring and creative environment with healthy and active residents. The region will provide a happy, safe and nurturing environment for children and families. We will participate in planning and managing our communities and act to ensure the Scenic Rim is enhanced for future generations.
The Operational Plan 2021-2022 provided the framework for the staged delivery of Council’s goals and objectives, as defined in the Corporate Plan 2021 - 2026 (Scenic Rim 2026). It detailed a diverse range of deliverables across the seven themes of Council’s Corporate Plan The progress of these deliverables was monitored by Council through quarterly progress reports, which included measures against key performance indicators and highlights of key achievements and outcomes. This Annual Report reports Council’s delivery against the Operational Plan 2021-2022.
Council has established a comprehensive suite of strategies and plans for the provision of services to the community. Where appropriate, these are supported by policies and the delegation of statutory powers to the Chief Executive Officer. Council reviews its policies in accordance with the Policy Framework and delegations are reviewed annually.
I am proud to present Scenic Rim Regional Council’s 2021-2022 Annual Report, which illustrates our region’s success in meeting the challenges of yet another year of significant impacts from natural disasters and the COVID-19 pandemic.
The Scenic Rim community has continued to show remarkable resilience and this Annual Report is delivered in the context of significant disruptions to our Council’s operations due to the pandemic and the disaster events that have impacted our region since late 2019.
The ongoing effects of COVID-19 have continued to hamper day-to-day operations for our workforce and our suppliers. With repeated flood events creating the need for extensive repairs to our road network and causing major disruption to our planned delivery of services and programs, this has required a major refocus of our workforce to manage the response.
In this challenging environment, we have seen excellent focus from our high-performing team to maintain the delivery of essential services while continuing to build a strong future for the Scenic Rim and deliver the best value for our ratepayers.
Significant portions of our capital works program have been delayed given the extensive recovery works required in the wake of flood events. While we have prioritised the most urgent works, we recognise that it may not be possible to complete all the repairs across our road and bridge network within the next 12 months. Given the extent of the damage, we will be relying on our partnership with the Queensland Reconstruction Authority to rebuild our region without burdening our ratepayers.
In spite of all these challenges, 2021-2022 was a year of significant achievements that should be celebrated.
The Scenic Rim received international recognition as a leading tourism destination in October 2021 when it was ranked number eight of the Top 10 ‘must visit’ regions in 2022 by global travel authority Lonely Planet. This was a major coup for the Scenic Rim as it was the only Australian region to achieve a ranking in the top 10 and am proud of the part played by our community in achieving this result. The warmth of its welcome to visitors was seen as a defining characteristic of the Scenic Rim.
With our region poised to capitalise on the anticipated resurgence of domestic and international tourism, it was pleasing to see the Council’s ‘Welcome to the Scenic Rim….Richest Place on Earth, in Australia’ campaign receive a gold award in the Destination Marketing category at the Queensland Tourism Awards in November 2021. Again, this highlighted the abundance and richness offered by the Scenic Rim region through its people and places.
In August 2021, we announced a partnership between Council and industry that will develop a 10-year roadmap and a threeyear strategic plan for the Scenic Rim’s agribusiness and agritourism operators and throughout 2021-2022 we have seen our local economy continue to grow.
Our first Regional Prosperity Report Card delivered in December 2021 showed Council was on track to deliver key activities and initiatives from the Scenic Rim Regional Prosperity Strategy 2020-2025 to stimulate the Scenic Rim’s future economic growth and sustainability.
We have seen interest in our region continue to grow. While this presents some challenges in the form of ‘growing pains’, that is preferable to the challenges faced by communities elsewhere that are currently in decline.
Council is grateful for the significant grant funding provided by the Australian and Queensland governments which has not only assisted in our recovery from a series of disaster events in recent years but also enabled us to provide an enhanced level of service in line with the shared vision for our region, as articulated in our Community Plan 2011-2026.
Our 2021-2022 Annual Report provides a detailed account of our achievements in balancing these aspirations with the pressures of maintaining $1 billion in public assets, helping to grow our local economy and ensuring our financial sustainability for the future.
As 2021-2022 unfolded, I was proud of our organisation’s ability not only to meet head on the challenges of disaster events and the COVID-19 pandemic but also to continue to strive for the highest levels of service delivery for our Scenic Rim community.
Our region has dealt with a series of disaster events since late 2019 including drought, bushfires, flooding and the COVID-19 pandemic, all of which have required our workforce to adapt in a rapidly changing environment.
Throughout the COVID-19 pandemic, and the extreme weather events experienced in the Scenic Rim over the past year, our priority has been the safety of our community.
As in so many organisations, COVID-19 has impacted our workforce and, along with the disruption to external supply chains, our ability to meet our scheduled program of works, service and project delivery. However, I was filled with admiration for our infrastructure teams who responded rapidly to the most urgent road repairs, particularly following dangerous landslips, as our road and bridge network sustained damage at more than 2000 locations across the Scenic Rim.
The recovery program will continue in 2022-2023 year and Council is grateful for the patience of the community as we continue to manage the issues of human and financial resourcing in the current climate.
Scenic Rim Regional Council fosters a culture of continuous improvement across the organisation, and this year we built on our Customer Charter’s customer-led vision as we strive to put our customers at the heart of everything we do.
In May 2021, Council formally adopted its first Customer Experience Strategy 2021-2023 the culmination of three years of investigation and consultation with Councillors, our Executive Leadership Team and employees but, most importantly, our thousands of customers, to identify the roadmap to build a contemporary and customer-focused organisation and the actions we can take to transform the community’s experience with Council.
We are committed to making meaningful changes to the way we do business and want all our customers’ experiences with us to be as open, honest and easy as possible. I am pleased to say that we are well on the way to becoming an organisation that is led by its customers and that our team of dedicated employees is working hard to achieve that vision.
To engage more effectively with our customers, we launched our Let’s Talk Scenic Rim community engagement platform in February 2022. In June this year we released the results of
the region’s first ever customer satisfaction survey which was conducted through the new platform, in which Scenic Rim’s waste services and Council-owned facilities received the highest ratings from survey respondents.
It is a credit to the efforts of our parks and facilities workers that 60 per cent of respondents were either very satisfied or satisfied with the accessibility of parks while 44 per cent were very satisfied or satisfied with park maintenance.
Our Parks and Gardens team was just one work unit within Council which this year provided valuable training opportunities for trainees through the First Start Program as part of the Skilling Queenslanders for Work initiative.
Council’s long-term commitment to supporting trainees and apprentices was acknowledged by the Queensland Department of Employment, Small Business and Training, which shortlisted Scenic Rim Regional Council in the category of Large Employer of the Year (South-East Queensland Region) in the 2021 Queensland Training Awards.
Council also received recognition during Queensland Reconciliation Week in June 2022 for the community effort behind the publication in September 2021 of the Jarjum Gurema Indigenous language children’s storybook.
Our libraries were Highly Commended in the Community category of the Queensland Reconciliation Awards for the project, which has encouraged early literacy as well as a revival of the Yugambeh language in our region.
These are just some examples of what can be achieved when we work together with the community and I would like to offer my sincere thanks to everyone across our organisation who, during these challenging times, has continued to bring their best to their work for the Scenic Rim.
It has been a privilege to lead this Council as Chief Executive Officer across the past 4.5 years. As will be finishing up with Council in August 2022, would like to take this opportunity to thank the Scenic Rim community, Council and employees for their support and efforts during my tenure. I wish the organisation and the region every success for the future.
This chapter provides a profile of the Scenic Rim Regional Council, Divisional Councillors and our Executive Leadership Team.
• To ensure Council discharges its responsibilities under the legislation.
• To ensure Council achieves its corporate plan.
• To ensure Council complies with the law.
• To provide high quality leadership to Council and the community.
• To participate in Council meetings, policy development, and decision making for the benefit of the community.
• To be accountable to the community for Council’s performance. Councillors must serve the overall public interest of the whole local government area when performing their responsibilities. The Mayor carries additional responsibilities to that of Councillors.
• Leading and managing meetings of Council at which the Mayor is the chairperson.
• Leading, managing, and providing strategic direction to the Chief Executive Officer (CEO) in order to achieve the high quality administration of Council.
• Directing the CEO under section 170.
• Conducting performance appraisals of the CEO.
• Responding to information requests from the Minister.
• Being a member of each standing committee of Council.
• Representing the Council at ceremonial or civic functions.
The Mayor and all Councillors are bound by a Code of Conduct which sets out the standards of behaviour expected.
Council decisions were made at bi-monthly Ordinary Meetings. Special Meetings were convened during the year for purposes of Budget adoption and consideration of urgent business items.
Agenda items for these meetings included references to legislation and Council’s strategic documents as appropriate and were available to members of the public on Council’s website prior to the meetings.
A schedule of attendances at meetings held during the period is included on page 107 of this report.
Cr Derek Swanborough has been a resident of Tamborine Mountain for 35 years. He was first elected unopposed as Councillor for Division 1 in the new amalgamated Scenic Rim Regional Council from 2008-2012 and was re-elected in 2020.
He has been married to his wife Sue for 42 years and they have four adult children who grew up attending local public schools.
Derek is a local government specialist as well as a part-time lecturer and trainer in both the university and TAFE sectors. His career in local Government includes Director and Executive Manager roles in large councils in South East Queensland and Northern New South Wales over 25 years. Derek was Corporate Services Director of Beaudesert Shire Council for 16 years.
His qualifications include a Master of Business Administration (SCU), Bachelor of Commerce (UQ), Certificate as Local Government Clerk, Diploma of Project Management, Diploma of Workplace Health and Safety and Certificate IV in Training and Assessment.
Cr Virginia West is the Scenic Rim’s longest-serving councillor. She was elected to the inaugural Scenic Rim Regional Council in 2008 and re-elected in both 2012 and 2016, serving as Deputy Mayor from 2012 to 2016.
Virginia is currently Chair of the Scenic Valleys Regional Road Group and member of the LGAQ Roads and Transport Advisory Group.
A qualified nurse, Virginia was employed as a territory manager for a medical company before being elected to the former Beaudesert Shire Council in March 2004.
Married with two adult children, she is President of the Canungra Local Ambulance Committee, serves on the Board of Directors of Tamborine Mountain College and is a member of Beaudesert Hospital Consumer Partnership Committee.
She is also patron of the Beaudesert Rifle Club and the Beaudesert District Orchid and Foliage Society.
Cr Marshall Chalk was elected to Division 5 in the 2020 local government elections and lives in the Scenic Rim area of Carneys Creek, south of Boonah. He is a fourth-generation farmer on his family’s dairy and beef property and currently operates a beef cattle business, breeding and backgrounding cattle.
Marshall attended Mount Alford State School and Boonah State High School and, after finishing Year 12, worked on the family farm. He then followed his rugby league passion, playing for the Fassifern Bombers and the Ipswich Jets before playing professionally for the Canberra Raiders. Marshall then moved to the United Kingdom to play for the Celtic Crusaders in the English Super League, before returning to work the family farm in 2010.
He is actively involved in the local community as a member of the Fassifern Lions, Vice President of the Maroon State School P&C and as an Officer and Deputy Fire Warden in Croftby Carneys Creek Fire Brigade.
In his spare time you can find Marshall having a hit of cricket with the Fassifern Bushrangers or playing a round of golf at the Boonah Golf Club. He is married to Samantha and has three boys.
From the factory floor to the executive floor, Cr Greg Christensen’s lengthy career across the manufacturing, mining and agriculture sectors has prepared him for his current role as Mayor of the Scenic Rim region.
Greg, who has been Mayor since 2016, was re-elected for his second term as Mayor in March 2020 and is committed to delivering strong leadership to the region’s communities, to meet the challenges and opportunities ahead and build a strong region together.
His professional background includes senior leadership roles at General Motors Holden, CSR Timber Products, OneSteel, WMC Resources and Sugar Australia, with a focus on strategy, systems and organisation alignment to unlock full business potential. It also included a period as Director for the Office of Manufacturing in South Australia.
Throughout his career, Greg has provided consultancy, coaching and mentoring services in the areas of leadership, business development, organisational and process change. Greg has also held Board positions within the Training, Superannuation Fund, Infrastructure and Horticulture sectors for over 20 years.
Greg’s passion for lifelong learning includes a Masters in International Management and accreditations in Executive Coaching and Mentoring. Born and raised in the Scenic Rim at Moorang, his family connection to the region dates back to the 19th Century. Greg lives in the rural district of Tarome with his wife, Denise.
Cr Jeff McConnell was elected to Council in 2020 and considers it an honour to represent the communities of Division 2. Cr McConnell was elected as Deputy Mayor on 24 May 2022.
He is an Australian Army veteran with more than 23 years’ service and, after retiring in 2007, embraced volunteering within Tamborine community groups.
Prior to his election to Scenic Rim Regional Council, he was the Scenic Rim State Emergency Service Local Controller from 2011 to 2019 and remains a member of the Tamborine Mountain SES Group.
Jeff is now Deputy Chair of the Scenic Rim Local Disaster Management Group.
He and his wife live in Tamborine Village with their two youngest teenage daughters and enjoy breeding and riding horses.
Cr Michael Enright was elected to Council in 2016 and considers it a privilege to represent the residents of Division 4, serving as Deputy Mayor from 25 May 2021 to 24 May 2022.
He has been an active member of his local community for more than 40 years, beginning with the Beaudesert Junior Chamber of Commerce in 1982 and, more recently, as Beaudesert Chamber of Commerce President in 2013 and 2014.
Michael has also been a member of the Beaudesert and District Health and Welfare Association, a Director of the South East Community Credit Society from 1994 to 2005 and served on the St Mary’s Pastoral Council for four years, two as Chairman.
His career has spanned four decades in small and medium sized businesses in the Beaudesert district.
With tertiary qualifications in business management and training, he has worked in customer service, sales and senior management.
Michael and his wife, Jen, live in Beaudesert and have two adult children.
Cr Duncan McInnes OAM was elected to Scenic Rim Regional Council in 2012 and re-elected unopposed in 2020. He was elected Deputy Mayor in May 2019 and in April 2020. Duncan has lived all his life at Radford, is married to Mary and has four daughters. He is involved in a family dairy farming enterprise which produces four million litres of milk annually. He has served as a director for more than 30 years in the dairy industry at local, state and national levels, and represented the industry internationally.
Duncan is a Director of Regional Development Australia Ipswich and West Moreton and the Darling Downs Moreton Rabbit Board. He is Harrisville School of Arts Committee’s Treasurer, and Trustee of the Harrisville Cemetery. He is a Royal National Agricultural and Industrial Association of Queensland Councillor and member of Harrisville and District Historical Society Inc., and the Boonah Show Society, and a Commissioner of Declarations.
In January 2020 he was awarded an Order of Australia Medal for his service to the community and the dairy industry.
CR DEREK SWANBOROUGH
CR VIRGINIA WEST
CR MARSHALL CHALKCR JEFF MCCONNELL- DEPUTY MAYOR FROM 24 MAY 2022 CR MICHAEL ENRIGHT - DEPUTY MAYOR UNTIL 23 MAY 2022 CR DUNCAN MCINNES OAM
The personal and collective performance of our
is critical to attaining our organisational goals.
To help achieve these outcomes our employees are committed to the Council ethos and values:
We will engage with all staff by providing supportive leadership, a culture of
and continuous
We will work as a team to achieve the shared goals of the Scenic Rim Community Plan and our Corporate and Operational Plans
We will put our customers first to achieve the best outcomes for our region
We will ensure the longterm sustainability of the organisation through sound financial management and governance processes
enabling community + environmental sustainability
The Chief Executive Officer (CEO) is Council’s principal officer whose statutory obligations are to:
• implement the decisions of the elected Council
• manage the day-to-day business of Council
• organise reports to the Council
• conduct Council correspondence
• manage and oversee the administration of the Council and its Corporate Plan and Operational Plan, and
• coordinate the activities of employees.
These outcomes are managed by Council’s Leadership Team, comprising the CEO, General Manager People and Strategy, General Manager Customer and Regional Prosperity, General Manager Asset and Environmental Sustainability and General Manager Council Sustainability.
JON GIBBONS
Jon is an experienced leader with more than 30 years of executive level service principally to rural and regional local governments in Western Australia and across Queensland including Bowen and Carpentaria Shire Councils, Whitsunday Regional Council, City of Gold Coast and Scenic Rim. Jon also spent three years as Chief Executive Officer at the Administration of Norfolk Island.
Jon has a Master of Business Administration, Bachelor of Applied Science, a Graduate Diploma in Local Government Management, a Graduate Diploma in Urban and Regional Planning, Diplomas of Project Management and Quality Auditing and is a graduate of the Mt Eliza Melbourne Business School and the Macquarie Graduate School of Management. Jon also received the Queensland Local Government Manager of the Year Award for leadership and management excellence.
As the Chief Executive Officer, Jon has been responsible for leading transformational change across the organisation in partnership with the Executive Leadership Team, with a focus on our customers, employees, service delivery, internal governance, financial sustainability and assurance as part of the Refresh and Refocus program to enable improved operational efficiency, effectiveness and agility. In addition, Jon is responsible for implementing the policies and decisions of the Council, to manage the Council’s day to day business, to assist the Mayor and Councillors to carry out their duties and to ensure that Council complies with legislative responsibilities.
Jon describes the Scenic Rim as well and truly reflecting the tag line of the richest place on earth, in Australia and a place of huge opportunity.
With an early foundation in finance and business improvement, Caroline has worked with a range of Executive Teams, Boards and other business leaders - in both private and public sectorsin service delivery, strategy development and corporate planning.
Having completed her Bachelor of Business, Caroline commenced her career in the mining industry, and has spent the past 15 years working in senior leadership roles in local and state government. She has a focus on strategic transformation and cultural reform, delivered through a solid platform of evidence and engagement.
Before joining Scenic Rim Regional Council in January 2020, Caroline spent three years as an Executive Leader with Ipswich City Council. She is motivated by organisations with strategic vision, engagement with collaborative partners, and outcomes delivery.
Caroline’s focus at Scenic Rim Regional Council is to foster a constructive culture through mentoring consistent and capable leadership, the delivery of internal services based on contemporary practice, and ensuring a safe and capable workforce.
Debra worked in the private sector for 19 years and has enjoyed a 25-year career in local governments across Queensland (in five councils) and Victoria (in two councils), mostly in senior leadership roles.
At Scenic Rim, Debra is responsible for arts and culture, economic, community and tourism development, investment attraction, event management, customer service and engagement, strategic planning, biodiversity and disaster management. Debra has driven Council’s cultural shift to become a customer-led organisation.
Debra was integral to the Queensland destination development at Tourism and Events QLD and has been a Queensland Tourism Awards Judge since 2017, as well as an Australian Tourism Awards judge in 2021. Debra is a Board Member of the Local Government Managers Australia (Queensland) and a member of the Healthy Land and Water Senior Executive Advisory Committee.
Debra won the 2010 Queensland Telstra Business Women’s White Pages Community and Government Award. She has completed a Graduate Certificate in Management and is a Justice of the Peace (Qualified) QLD. Debra lives in Kooralbyn with her husband and enjoys the relaxed lifestyle of the region.
Boonah born and bred, Chris has spent most of his life in the Scenic Rim region. His 28-year career in local government has been mostly with Scenic Rim Regional Council and the former Boonah Shire Council, in various roles focused on the delivery and maintenance of infrastructure assets. Chris served for eight years as Council’s Manager Works and Acting Director Infrastructure Services.
With a Bachelor of Civil Engineering, Chris is registered with the Board of Professional Engineers Queensland and is a member of the Institute of Public Works Engineers Australasia. He is passionate about the affordable and sustainable delivery of consistent levels of service across the region through the use of appropriate infrastructure and asset management processes. Chris lives in Scenic Rim’s west in a rural setting with his wife and daughter.
Oliver commenced with Scenic Rim Regional Council as the inaugural General Manager Council Sustainability in December 2018. Prior to this appointment he was the Director Corporate Services/Deputy Chief Executive Officer at Carpentaria Shire Council for six years. In a career in local government spanning more than 18 years, Oliver has served in senior managerial roles at Whitsunday Regional Council and Burke Shire Council.
Oliver holds a Bachelor of Management degree from James Cook University and has achieved post-graduate diplomas in Project and Financial Management and is also a Justice of the Peace (Qualified) Queensland. Oliver continues his learning by studying in his spare time to attain his CPA Australia accreditation along with being part of Local Government Association of Queensland’s Financial Governance and Asset Management Advisory Group.
Oliver’s role, as part of Scenic Rim Regional Council’s Executive Management Team, provides guidance in areas of financial sustainability, long-term financial forecasting, asset management, governance, rates and rates modelling, internal audit, procurement, information and technology services as well as Council’s disaster management functions. Oliver lives in Beaudesert with his wife and daughter who are enjoying the Scenic Rim lifestyle and all the region has to offer.
Randall Deans (to December 2021)
Mark Lohmann (Formerly Manager Planning and Development up until December 2021. Health, Building and Environment functions merged with this role from December 2021)
Vasu Pardeshi (Acting)Kartik Venkatraman David Adamson Vacant
This chapter provides a review of Council’s fiscal performance throughout the year.
Council is required to prepare a Community Financial Report each year in accordance with Section 179 of the Local Government Regulation 2012
The Community Financial Report is required to:
a) contain a summary and analysis of Council’s financial performance and position for the financial year;
b) be consistent with the general purpose financial statement for the financial year;
c) include the relevant measures of financial sustainability for the financial year; and d) be written in a way that can be easily understood by the community.
This Community Financial Report complies with the above requirements and covers the financial performance and position of Scenic Rim Regional Council for the financial year ended 30 June 2022.
Council is required to prepare a set of general purpose financial statements each year in accordance with the requirements of the Local Government Act 2009, Local Government Regulation 2012 and Australian Accounting Standards The financial statements are required to be independently audited. The audited financial statements, as set out on pages 111 onwards set out the financial performance, financial position, cash flows and net wealth of Council for the financial year ended 30 June 2022, incorporating four financial statements and accompanying notes.
This statement outlines:
• all sources of Council’s income (revenue)
• all recurrent expenditure, and • capital expenses relating to the write off of non-current assets. Both recurrent revenue and capital revenue are reported in the Statement of Comprehensive Income but only recurrent expenditure is recognised. Capital expenditure is recognised in the Statement of Financial Position. ‘Recurrent’ is also referred to as ‘operating’ because the income and expenditure relate to operations and maintenance and not capital, although depreciation of assets is included.
This statement outlines what Council owns (assets) and what it owes (liabilities) at a point in time. Council’s net wealth is determined by deducting total liabilities from total assets; the larger the net equity, the stronger the financial position
This statement summarises the actual flows of cash for a period and explains the change in the cash balance held from the start of the period through to the end of the reporting period. Cash flows are separated into operating, investing and financing activities.
Operating activities include the normal transactions of conducting Council’s day-to-day business while investing activities include the purchase and sale of assets and receipt of capital grants, subsidies and contributions. Financing activities include loan income and repayment of debt. The ‘cash at the end of the reporting period’ equals the amount reported as ‘cash and cash equivalents’ in the Statement of Financial Position
This statement summarises the change in Council’s real worth throughout the financial year. Council’s net worth can change as a result of:
• a surplus or deficit as recorded in the Statement of Comprehensive Income; and
• an increase or decrease in the net value of non-current assets resulting from a revaluation of those assets.
Council’s key financial results for the financial year ended 30 June 2022:
Council’s income is derived from various sources and a breakdown of Council’s 2021-2022 income is shown below.
Rates and utility charges are Council’s main source of recurrent income. However, other types of income such as fees and charges, sale of contract and recoverable works, grants and contributions are also important sources of funding.
Council provides a wide range of services to the community and in doing so incurs a variety of expenses. A breakdown of Council’s 2021-2022 expenses is shown below.
Assets consist of current assets, which can be converted to cash in less than one year and non current assets, which would most likely take longer than a year to convert to cash. A breakdown of Council’s assets is shown below:
TOTAL ASSETS 2019-2020 2020-2021 2021-2022
Cash and investments $40.5M $60.2M $56.4M
Trade and other receivables $8.9M $7.3M $10.4M
Other assets $4.0M $3.2M $4.9M
Loans $14.7M $14.7M $14.7M
Investment in associate $36.7M $37.4M $38.2M
Infrastructure, property, plant and equipment $894.3M $908.8M $913.7M
TOTAL INCOME
Net rates and utility charges $54.0M $55.2M $58.0M
Fees and charges $4.3M $6.1M $6.4M
Interest and investment revenue $1.7M $1.3M $1.2M
Sale of contract and recoverable works $4.2M $5.0M $6.5M
Grants and contributions - operating $6.0M $7.9M $9.2M
Share of profit from associate $2.4M $2.4M $2.3M
Other revenues $5.1M $3.5M $4.2M
Grants and contributions - capital $20.4M $17.8M $19.4M Capital income $0.0M $0.2M $0.3M
TOTAL INCOME $98.1M $99.4M $107.6M
Total income received during 2021-2022 was $107.6 million, which is an increase of $8.2 million from the previous year. Net rates and utility charges were $2.8 million higher than the previous year. However this result is slightly behind the 20212022 budgeted revenue for net rates and utility charges of $58.1.
Fees and charges were $0.3 million higher than the previous year predominantly due to an increase in fees associated with refuse tipping and subdivision fees.
Interest received was $0.1 million lower than the previous year as applicable investment rates dropped during the year.
Sale of contract and recoverable works income were $1.5 million higher than the previous year due to additional RMPC contract works due to flood damage.
Operating grants and contributions were $1.3 million above prior year due to a number of new grant programs commencing during the year.
The share of profit from associate is Council’s share of profits from Urban Utilities (UU), in which it has an ownership interest of 1.042 per cent. Further information on UU is contained at Note 10 of the audited financial statements.
Other revenues are $0.7 million higher than the previous year. Capital grants and contributions are $1.6 million higher than the previous year.
TOTAL EXPENSES
Employee benefits $30.9M $33.1M $33.9M
Materials and services $31.7M $29.6M $34.9M
Finance costs $1.2M $4.2M $1.3M
Depreciation and amortisation $16.9M $17.4M $17.7M
Capital expenses $5.2M $5.0M $5.1M
TOTAL EXPENSES $85.9M $89.3M $92.9M
Employee benefits have increased by $0.8 million from the previous year.
Materials and services have increased by $5.3million from the previous year. This relates largely due to an increase in both disaster event emergency works and recoverable works expenditure (offsetting the increased revenue).
Finance costs have decreased by $2.9 million from the previous year due to Council refinancing its loans during 2021 which incurred an early repayment fee of $2.9million, however will result in savings to Council over the long term.
Depreciation and amortisation expenses are non cash and represent the reduction of the value of non current assets as a result of wear and tear, age, or obsolescence. Non current assets are shown in the Statement of Financial Position.
Capital expenses represent the non-cash write off of the written down value of non current assets because they have been disposed of through sale, obsolescence or renewal.
OPERATING RESULT 2019-2020 2020-2021 2021-2022
Operating surplus/(deficit) ($3.0M) ($2.8M) $0.1M
The operating surplus/(deficit) is the net result excluding capital items related to income and expenses. A surplus indicates that revenue raised covers operational expenses and there is an amount available equivalent to the surplus for capital funding purposes or other purposes. A deficit indicates that revenue raised does not cover operational expenses. Council’s operating surplus in 2021-2022 was $0.1 million.
TOTAL ASSETS $999.1M $1,031.6M $1,038.2M
Cash and investments has decreased from the previous year by $3.8 million.
Trade and other receivables increased by $3.1 million from the previous year due to a higher level of receivables for both grant programs and recoverable works.
Other assets consist of inventories, contract assets, and other assets. This saw an increase of $1.7 million from the previous year due largely to an increase in prepayments and contract assets.
The loan balance of $14.7 million represents Council’s loan to UU. This is an interest only loan and payments received are recognised as interest revenue. The value of the loan represents 40% of Council’s regulatory asset base that was transferred to UU upon formation.
The investment in associate represents Council’s participation rights in UU. Upon formation of UU, Council’s participation rights represented 60% of Council’s regulatory asset base. The increase of $0.8 million from the previous year is due to the recognition of Council’s share of UU returns.
The written down value of infrastructure, property, plant and equipment increased by $4.9 million from the previous year. Infrastructure, property, plant and equipment accounts for 88% of Council’s total assets.
Capital works of $43.7 million were undertaken during 2021-2022.
Roads
Bridges $6.8M
Drainage $1.8M
Footpaths $0.5M
Facilities, parks and gardens $13.6M Vehicles, plant and equipment $2.6M Waste management $2.3M Other projects $0.4M
TOTAL $43.7M
Liabilities consist of current liabilities, which are expected to be paid or settled in less than one year and non current liabilities, expected to be paid or settled in more than one year.
A breakdown of Council’s liabilities is shown below:
TOTAL LIABILITIES 2019-2020 2020-2021 2021-2022
Trade and other payables $17.4M $14.1M $17.0M
Borrowings $31.6M $45.7M $44.9M
Provisions $10.4M $10.3M $9.4M
Other liabilities $2.1M $5.3M $13.3M
TOTAL LIABILITIES $61.5M $75.4M $84.6M
Trade and other payables decreased by $2.9 million from the previous year.
Borrowings decreased by $0.8 million from the previous year.
Provisions consist of long service leave and rehabilitation provisions for quarries and waste disposal landfill sites.
Other liabilities increased by $8.0 million largely due to the Queensland Government prepaying four years’ worth of domestic waste levy refunds.
Net community assets and equity are represented by what we own (total assets) less what is owed (total liabilities).
NET COMMUNITY ASSETS 2019-2020 2020-2021 2021-2022
Net assets $937.7M $956.2M $953.6M
COMMUNITY EQUITY 2019-2020 2020-2021 2021-2022
Accumulated surplus $659.2M $669.3M $684.0M
Asset revaluation surplus $278.5M $286.9M $269.7M
TOTAL EQUITY $937.7M $956.2M $953.6M
Community equity decreased by $2.6 million from the previous year, which is the value of total comprehensive income from the Statement of Comprehensive Income of $14.7 million and a decrease in the Asset Revaluation Surplus of $17.2 million due to damage to the network during the disaster events during the year.
The Statement of Cash Flows
from
CASH FLOWS
where
Operating activities $18.1M $9.2M $20.2M Investing activities ($20.6M) ($3.6M) ($23.2M)
Financing activities $4.8M $14.2M ($0.9M)
IN CASH HELD $2.3M $19.8M ($3.9M)
Net cash from operating activities increased by $11.0 million from the previous year.
Net cash used in investing activities decreased by $19.6 million from the previous year.
Net cash from financing activities decreased by $15.0 million from the previous year.
Section 104(2) of the Local Government Act 2009 provides the following definition of financial sustainability:
A local government is financially sustainable if the local government is able to maintain its financial capital and infrastructure capital over the long term.
Financial sustainability is a strategy and ratios are used as pointin-time measurements to assess the outcomes of the strategy.
The Department of Infrastructure, Local Government and Planning has developed financial sustainability indicators to assist in the assessment of the long-term financial sustainability of councils.
Section 169(5) of the Local Government Regulation 2012 outlines the three relevant measures of financial sustainability that all Queensland local governments must report on: a) Asset Sustainability Ratio b) Net Financial Liabilities Ratio, and c) Operating Surplus Ratio.
The measurement of the above ratios is in accordance with the Financial Management (Sustainability) Guideline 2013
Why is financial sustainability important?
Local governments are responsible for directly providing residents with a wide range of public services and community infrastructure and facilities. This requires local governments to hold and maintain a significant base of infrastructure assets, which necessitates not only substantial initial investments but also continued expenditure to maintain and renew assets over the course of their respective useful lives.
The outcomes of Council’s financial sustainability strategy are as follows:
Definition:
An approximation of the extent to which the infrastructure assets managed by Council are being replaced as they reach the end of their useful lives.
Capital expenditure on replacement of assets (renewals) divided by depreciation expenditure.
Assists in identifying Council’s asset base consumption and renewal levels and capacity to fund the level of investment needed over the long term.
Target:
Greater than 90 per cent per annum (on average over the long term).
Council’s net financial liabilities ratio for 2021-2022 was 15 per cent. This means that Council has the capacity to comfortably fund its liabilities. A negative indicator means that current assets exceed total liabilities and that Council has the capacity to increase loan borrowings if required.
Definition:
An indicator of the extent to which revenue raised covers operational expenses only or are available for capital funding purposes or other purposes.
How is it calculated?
Net result (excluding capital items) divided by total operating revenue (excluding capital items).
Why is it important?
Assists in identifying Council’s financial capacity and the ability to fund ongoing operations over the long term.
Target:
Between zero per cent and 10 per cent per annum (on average over the long term).
Council’s year end cash balance was $56.4 million as at 30 June 2022.
• To allow for the adequate provision for programs (including capital expenditure) and services into the future without having to introduce substantial or disruptive revenue (and expenditure) adjustments, and
• To allow for the equitable distribution of the costs of establishing and maintaining community assets and services between current and future ratepayers.
The Queensland Treasury Corporation performed a credit risk during 2020-2021 and rated Scenic Rim Regional Council as being Sound with a Negative outlook. Council is committed to remaining financially sustainable through appropriate levels of service provision
Council’s asset sustainability ratio for 2021-2022 was 98 per cent.
Definition:
An indicator of the extent to which the net financial liabilities of Council can be serviced by its operating revenues.
How is it calculated?
Total liabilities less current assets divided by total operating revenue (excluding capital items).
Why is it important?
Assists in identifying Council’s financial capacity and the ability to fund ongoing operations over the long term.
Target:
Less than 60 per cent per annum (on average over the long term).
Council’s operating surplus ratio for 2021-2022 was 0.1 per cent.
The region’s unique natural environment and rural landscapes are preserved and enhanced in partnership with our community.
• Welcomed progress on the Water for Warrill Irrigation Project.
• Released the Scenic Rim’s first Biodiversity Strategy Report Card.
• Continued to work in partnership to improve the condition of local catchments.
• Provided more than $104,000 in environmental grants for projects to help preserve and enhance the region’s natural values.
• Invited the community to share their views on responding to climate change.
The Water for the Warrill Irrigation Project, which has the potential to be a game changer by delivering water reliability and certainty for the Scenic Rim’s agricultural producers, continued to gain momentum in 2021-2022.
In late 2020, after years of ongoing drought, a group of local farmers, growers and producers sought Council’s support to take action on water security and the result has been a collaborative project of regional significance.
Improved water security and reliability would provide the region with an opportunity to become an expanded powerhouse of primary production and a national hub for value-adding processing, with flow-on economic benefits for the wider community.
Seed funding provided by Council for the demand assessment and initial feasibility study was critical in validating and quantifying the game-changing impact that more secure water supplies would offer agricultural producers in the Scenic Rim, together with the broader economic benefits the project could deliver for the entire community.
The Water for the Warrill Irrigation Project Feasibility Study Report identified a range of proposed infrastructure and noninfrastructure solutions to deliver new irrigation water to the Fassifern and Warrill Valleys.
This provided a compelling case for Water for Warrill Ltd’s board to seek the Queensland Government’s support to
submit an application to the National Water Grid Infrastructure Development Fund to seek the funding required to embark on the next steps to progress the project.
Findings from the Phase 1 initial feasibility study showed significant local demand from irrigators, primary producers and processors, and a willingness to pay to secure a reliable water source for irrigated agriculture in the Warrill and Fassifern Valleys.
Industry specialists, Jacobs Group Australia, completed the investment logic mapping and demand assessments with 73 interested parties, representing some 144 properties in the Warrill and Fassifern Valleys, and reported a likely aggregated demand for 21,541 megalitres at $1,000 per ML.
The economic benefit analysis for the Scenic Rim, based on the potential of 21,541 megalitres of water at this price for the Warrill and Fassifern Valleys, could translate to an additional $150 million in new agricultural revenue, $305 million in direct economic benefit and 1,342 full-time jobs in agriculture each year if the project received government funding.
Council’s involvement in Phase 1 and 2 of the project reflects the Scenic Rim Regional Prosperity Strategy 2020-2025 which aims to maximise opportunities for the region to enable it to take charge of its future.
Council will continue to advocate strongly for this regionally significant industry-led project that recognises that water is the lifeblood of our towns and communities.
In partnership with neighbouring local governments, landholders and environmental groups, Council continued to work to turn the tide to improve the condition of waterways in the Albert, Logan and Bremer catchments.
While the release of Healthy Land and Water’s 21st annual Report Card on the health of South-East Queensland ecosystems in November 2021 showed many of the region’s 18 major catchments were struggling against the impacts of population growth, there were encouraging results for the Scenic Rim region.
Analysis of data compiled between July 2020 and June 2021 showed that the Albert catchment has improved slightly and remains in good condition and that the Logan River catchment is in fair condition.
Between 2015 and 2021 the condition of the Logan catchment improved from a D to a C+ and the Albert from a C- to a B.
While the Bremer was still considered to be in poor condition, with more work required, it saw some improvement from a D- in 2015 to a D in 2021.
The Bremer River Catchment Action Plan, which is part of the Resilient Rivers Initiative, has taken a coordinated approach by the Scenic Rim, Brisbane and Ipswich councils to protect the catchment from the ongoing impacts of urban development, severe weather events and flooding.
The establishment of a Rural Partnerships Network within the Bremer catchment has aimed to improve waterway health in priority locations, with projects in 2022 including off-stream watering sites, weed treatment and bank stabilisation works.
As part of the Resilient Rivers Initiative delivered through the Council of Mayors South-East Queensland, Scenic Rim Regional Council has also worked with Logan City Council to target riverbank improvements through the Logan-Albert Catchment Action Plan.
Key stakeholders and landowners have worked on projects to reduce the risk of sediment movement from the catchment, which has a downstream impact on the Logan and Albert Rivers and Moreton Bay.
Riverbank restoration work has included weed management, revegetation of riparian areas and stock fencing, with landholder gatherings and workshops providing opportunities for community involvement in projects.
Traditionally a rural catchment area, the Logan-Albert is the third largest in South-East Queensland and is experiencing significant urban development requiring action by councils, landowners and community organisations to protect its waterways.
Catchments across the Scenic Rim are also benefiting from Council’s environmental initiatives, such as the One Million Trees Program, which aims to plant a million trees across the region by 2025. As at 30 June 2022, more than 667,000 trees, many in areas surrounding waterways, had been planted across the region.
Through Land for Wildlife partnerships with Scenic Rim residents, some 13,041 hectares of land have been retained as habitat for native plants and animals and a further 1,915 hectares are under restoration.
The Scenic Rim Rivers Improvement Trust’s Weed Management Program has focused on weeds which pose the greatest threat
to water health, farm biosecurity, productivity and biodiversity. In 2021-2022, $60,000 was allocated to works to protect native vegetation in riparian areas from the invasive Cat’s Claw Creeper and Chinese Celtis
Through the Scenic Rim Rivers Improvement Trust, Council has continued to support rural landholders in tackling infestations of invasive weeds to enhance the quality of waterways for the wider Scenic Rim community and Moreton Bay.
Council’s efforts to protect the biodiversity and health of local waterways by targeting two invasive fish species, Carp and Tilapia, were supported by the efforts of anglers at the Scenic Rim Carp Cup in September 2021.
The event offered anglers of all ages a fun and educational morning out while removing Carp and Tilapia, which are declared species of noxious fish under Queensland law, as their presence can lead to poor water quality and upset the balance in the food chain that is unsustainable for native fish.
As the location for the 2021 Carp Cup, the II Bogan Lagoon near Beaudesert, is a sacred site for the Mununjali community, Council’s family-friendly fishing day began with a traditional Welcome to Country and Smoking Ceremony by Mununjali Elders Geraldine Page and Janis Page.
A total of 53 Carp and Tilapia were caught by 40 participants, with one angler catching 15 fish alone. While the environment was a major winner of the event following the removal of the pest fish, the prize pool for participants included awards for the largest Carp caught, the First Pest Fish of the Day, Under 14s Largest Tilapia, Under 14s Largest Carp, Longest Tilapia and the Smallest Pest Fish of the Day.
Representatives from the Logan and Albert Fish Management Association and the Freshwater Fishing and Stocking Association of Queensland Inc were on hand to ensure all native fish caught were released back into the water and that the Carp and Tilapia were measured and recorded before being disposed of humanely.
Community groups, schools and individuals working to preserve the Scenic Rim’s green spaces, waterways and native plant and animal habitats shared in more than $104,000 in funding through Council’s 2021-2022 Environmental Grants Program.
Council received a record number of 61 applications from local community groups, landholders and organisations for projects which totalled $345,000 - some three times the Budget allocation for 2021-2022.
In assessing the grant applications, Council aimed to provide maximum value to the community by supporting the widest range of worthwhile projects, in many cases through partial funding.
Funding of $104,300 was approved for 38 environmental projects which will contribute to preserving and enhancing the Scenic Rim’s natural values. Two projects later withdrew their applications, with 36 progressing to delivery.
As the Scenic Rim is one of the most bio-diverse areas in Australia, maintaining habitat for this wide range of native plant and animal species is very much a partnership between Council and the community.
The 38 grant applications funded through the Environmental Grants Program in 2021-2022 included:
• restoration of koala and rock wallaby habitats
• rehabilitation of bushfire-affected areas at Binna Burra and Kerry
• restoration of wildlife corridors, riverbeds and creek banks
• eradication of invasive weeds and cane toads, and
• restoration of some of the region’s last remaining stands of Brigalow scrub and Giant Ironwood trees.
Projects supported by the Environmental Grants Program complemented Council initiatives and the significant contribution of landowners in maintaining habitats for native animals on private property.
Community groups and schools have also continued to play an important role through education and awareness programs,
weed control and wildlife habitat improvement activities and wildlife conservation.
Council’s Environmental Grants Program represents a substantial investment in conserving and enhancing some of the region’s most valuable natural assets, the Scenic Rim’s spectacular scenery and healthy environment.
It also supports Council’s Biodiversity Strategy 2015-2025 which recognises the importance of protecting the region’s many rare and threatened species and the ecological balance vital for the Scenic Rim’s key industries of tourism and agriculture.
Scenic Rim’s citizen scientists helped collect vital data on the region’s native species in a series of BioBlitz events during the year.
Although the Scenic Rim is home to some of the most spectacular flora and fauna in Australia - and an area of great environmental significance with six national parks and the UNESCO World Heritage Area Gondwana Rainforests - much of the region has still not been surveyed.
The BioBlitz events, in partnership with local landowners, have been important in assisting wildlife experts and scientists to gain a more comprehensive understanding of the region’s natural landscape with volunteers working in the field with experts to gain a greater understanding and appreciation of the Scenic Rim’s local plant and animal species.
More than 100 participants contributed to the success of the BioBlitz in April 2022 at Tullamore Farm, Kerry, where a new species of frog was recorded in the Scenic Rim. Survey topics on the day included flora, birds, butterflies, dragonflies, nightspotting and the removal of 130 cane toads.
More than 100 species of plants and 50 species of birds were recorded on the property, with Squirrel Gliders, Koalas, Feathertail Gliders and a number of species of owls seen and heard during the spotlighting session.
BioBlitz events were also held in 2021-2022 at Burnett Creek and Beechmont, attracting a total of 50 participants.
RESPONDING TO THE CLIMATE CHANGE CHALLENGE Council called on the community to share their ideas on how to best respond to the challenge of climate change to secure the best future for the region.
Through the Let’s Talk digital engagement platform between 19 April and 22 May 2022, community members were offered the opportunity to contribute to climate action in the Scenic Rim by participating in an online survey to inform Council’s final Statement of Intent.
Climate change and adaptation were identified as important priorities in the review of the Scenic Rim Community Plan 20112026 and the Statement of Intent will guide future projects and programs of work in keeping with community values.
The statement provides a framework to monitor and review Council’s progress towards its climate change and adaptation goals as a legacy for future generations.
The consultation period provided a valuable opportunity for Council to explore the community’s understanding of climate change and gain insights into its expectations of Council’s role in adapting to, and mitigating, climate change impacts.
In May 2022, almost 2,000 impacted locations within the Scenic Rim local road and bridge network were identified as part of a long-term restoration process to repair or replace damaged infrastructure.
Works to repair damage across the region formed part of a series of emergency works that Council delivered under the jointly funded Commonwealth-State Disaster Recovery Funding Arrangements (DRFA).
The infrastructure damage resulted from declared natural disaster events including the rainfall and flooding events that occurred during the past three summers and the 2019 bushfires.
A network of specialised contractors joined Council’s own workforce to help deliver these substantive restoration works in a streamlined approach. Works to repair several culverts and severe road pavement damage across the region were delivered, stormwater drains were cleaned out, and the design for the remediation of floodways and landslips got underway.
Temporary emergency works started as soon as it was safe to do so to reconnect our region and to support the continued use of its road network. Rigorous assessments were required to demonstrate damage on the road network, especially on sites that had already sustained damage from a previous weather event.
Council was proud to release in June 2022 its first Biodiversity Strategy Report Card which provided a holistic evaluation of achievements between 2015-2020 to preserve biodiversity in the region.
In 2015, Council adopted the Scenic Rim Biodiversity Strategy 2015-2025 providing a 10-year framework to inform its planning and operational activities to improve environmental outcomes.
The Biodiversity Strategy Report Card 2015-2020 outlines Council’s achievements within the first five years of this framework, as well as the current and future challenges faced by the region.
Highlights included Council’s provision of 393,095 native trees through the One Million Trees Program by 2020 and the inclusion of more than 13,000 hectares of private land in the Habitat Protection Program.
Council acknowledged the role of the community in achieving the deliverables of the strategy, including the provision of 143 Environmental Grant projects valued at $477,882 thus far.
The Report Card also highlighted challenges including the reduction in native vegetation cover, with a loss of almost 1,300 hectares, and a significant increase in the number of threatened species, both at a state and national level, with more species nearing extinction.
Protecting the Scenic Rim’s biodiversity is key to preserving key values including lifestyle, amenity, industry, cultural heritage and the intrinsic qualities for a thriving and liveable region.
The region’s biodiversity has made the Scenic Rim a popular choice for residents and visitors. Maintaining ecological balance within native bushland, national parks and waterways underpins local industries while supporting the shared vision for the region’s spectacular scenery and healthy environment.
AREA OF FOCUS: Recognition, preservation and enhancement of the region's unique environment and natural resources, including its biodiversity.
ACTION Continue to implement actions contained within the Scenic Rim Regional Council Biodiversity Strategy 2015-2025.
ACTIVITIES 2021-2022
1. Undertake a review of outcomes achieved under the existing Biodiversity Strategy Implementation Plan
2. Develop a five year implementation plan (2020-2025) to provide support and direction in achieving Scenic Rim Regional Council’s biodiversity vision.
3. Continue delivery of programs aligned with Council’s biodiversity vision.
Biodiversity across the region is protected.
Outcomes are enhanced by productive partnerships and knowledge sharing.
Review of outcomes achieved under the existing Biodiversity Strategy Implementation Plan 2015-2020 completed. 30 June 2022 100%
New Biodiversity Strategy Implementation Plan adopted by Council. 30 June 2022 90%
New properties secured under the Habitat Protection Program by 30 June 2022. 30 46
Total value of grant funding allocated to the community by 30 June 2022 to facilitate biodiversity outcomes. $103,000 $98,800
Number of environmental education events delivered by 30 June 2022. 8 16
KPI COMMENTRY: Council’s Habitat Protection Program had a very successful year with 46 new members joining the program. Funding for the Environmental Grants Program was administered and fully expended with local groups currently delivering and acquitting a broad range of projects. A total of 16 events were held for the year with events including weed treatment workshops, citizen science days, fire management workshops and artificial wetland construction sessions.
AREA OF FOCUS: Recognition, preservation and enhancement of the region’s unique environment and natural resources, including its biodiversity.
ACTION Partner and collaborate with agencies, community groups and private landholders to provide a coordinated approach to protecting biodiversity within the region.
ACTIVITIES 2021-2022
1. Establish project agreements with agencies, community groups or private landholders for the delivery of biodiversity projects.
2. Establish project agreements with agencies, community groups or private landholders for the delivery of biodiversity projects.
Outcomes are enhanced by productive partnerships and knowledge sharing.
Number of biodiversity projects established in collaboration with agencies, community groups or private landholders. 2 2
Value of support secured by 30 June 2022 through biodiversity partnerships. $100,000 $176,400
KPI COMMENTRY: Two projects were successfully delivered during 2021-2022. Projects included working with Conservation and Land Management trainee teams in the delivery of revegetation and weed management projects on Council lands and a project with Griffith University to deliver a riparian assessment tool to assist landholders in prioritising managing waterways.
AREA OF FOCUS: Recognition, preservation and enhancement of the region’s unique environment and natural resources, including its biodiversity.
Resilient Rivers
ACTION Continue to deliver, in partnership with the Council of Mayors South East Queensland, the Resilient Rivers Program.
ACTIVITIES 2021-2022
INDICATOR
Council’s
1. Deliver Logan and Albert Rivers Catchment Action Plan.
2. Deliver Bremer River Catchment Action Plan.
Co-ordinated
under the
Catchment
Weed management,
Weed management,
and
delivered by 30 June 2022 (Mid Logan Phase 2).
planting and
AREA OF FOCUS: Adaptation to changing climate and weather patterns.
ACTION Develop a program of work to facilitate climate adaptation across the region.
ACTIVITIES 2021-2022
1. Develop the Scenic Rim Climate Change Statement of Intent.
2. Commence development of the Scenic Rim Climate Change Strategy and Implementation Plan
AREA OF FOCUS: Adaptation to changing climate and weather patterns.
ACTION Increase environmental sustainability across Council’s operations.
ACTIVITIES 2021-2022
1. Investigate the use of recycled products in Council’s road network.
2. Investigate the use of energy efficient infrastructure and processes in the operation of Council’s operational facilities.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Scenic Rim Climate Change Statement of Intent developed and adopted by Council. 30 June 2022 90%
TARGET ACTUAL Natural environment and rural landscapes are enhanced as a result of planned actions.
Knowledge Hub for Climate Change established. 31 March 2022 100% Climate Adaptation Discussion Paper presented to Council. 30 June 2022
KPI COMMENTRY: The Knowledge Hub for Climate Change was completed and is active. Community consultation was undertaken for the Scenic Rim Climate Change Statement of Intent. The final statement is being developed and will be presented to Council once finalised. There were minor delays associated with development of the Climate Adaptation Discussion Paper, however, the draft paper is nearing completion.
AREA OF FOCUS: Adaptation to changing climate and weather patterns.
ACTION Increase community awareness of the causes and impacts of, and mitigation strategies to manage, drought and natural disasters such as fire and flood.
ACTIVITIES 2021-2022
1. Develop the Queensland Emergency Risk Management Framework (QERMF) assessments.
2. Review and endorse 2021 Local Disaster Management Plan.
3. Deliver annual disaster management exercises to increase capability.
4. Promote Scenic Rim Regional Council Disaster Dashboard website.
3. Implement energy-smart technology in Council’s buildings and community facilities.
Council’s assets provide appropriate and sustainable levels of service.
Business case for proposed trial of environmentally friendly asphalt presented to Council. 31 December 2021 20%
LED lights installed in Council buildings and community facilities annually. 175 205
Number of external grants secured by 30 June 2022 to fund implementation of significant energy-efficiency projects. 2 0
Options paper presenting energy efficient infrastructure and processes for use in Council’s operational facilities presented to the Executive. 30 June 2022 50%
KPI COMMENTRY: The trial associated with the environmentally friendly asphalt has been delayed due to the declared disaster events in 2021 and 2022 impacting the progression of the Beaudesert Enterprise Precinct capital project (on which the materials will be trialled). The trial will be undertaken once the Beaudesert Enterprise Precinct has been delivered. Council submitted a number of applications for grant funding of Electric Vehicle Charging Stations, however, none was successful in 2021-2022.
AREA OF FOCUS: Adaptation to changing climate and weather patterns. Water Resilience
ACTION Advocate for the evaluation of options for increasing water resilience within the region.
ACTIVITIES 2021-2022
1. Progress Water for Warrill Project governance, feasibility and advocacy.
Queensland Emergency Risk Management Framework endorsed by Local Disaster Management Group. 30 June 2022 100%
TARGET ACTUAL Increased community awareness of drought and natural disaster mitigation enhances resilience.
Local Disaster Management Plan reviewed and endorsed by the Local Disaster Management Group. 30 June 2022 25%
Number of Local Disaster Management sub plans reviewed and endorsed by the Local Disaster Management Group by 30 June 2022. 1 2
Disaster exercises facilitated annually. 1 3
Increase in number of users who access the disaster dashboard. 5% 120%
KPI COMMENTRY: The Queensland Emergency Risk Management Framework (QERMF) was endorsed by the Local Disaster Management Group (LDMG) in April 2022 and presented to Council in May 2022. The review of the Local Disaster Management Plan, which aligns to the QERMF, was progressed during 2021-2022. However, it was slightly delayed to allow for consideration of the QERMF and due to priority work associated with LDMG activations during the year in response to flooding and severe weather events. Once the review of the Local Disaster Management Plan has been finalised, it will be provided to the Local Disaster Management Group for endorsement. Disaster Management plans and procedures were practised through three disaster management exercises in late 2021.
AREA OF FOCUS: Adaptation to changing climate and weather patterns.
ACTION Incorporate natural disaster mitigation in the design and operation of Council’s facilities and assets.
ACTIVITIES 2021-2022
1. Conduct reconciliation of Council’s design standards for assembly buildings in which people may gather for social, theatrical, political, religious or civic purposes against the Building Codes of Australia - Queensland Standards and Tolerances.
2. Identify and develop appropriate standards to assist in the delivery of sustainable facilities.
3. Design new facilities and assets to current standards and guidelines, incorporating natural disaster mitigation.
2. Continue to partner with Queensland University of Technology and the Queensland Government Department of Regional Development, Manufacturing and Water to investigate water security for Tamborine Mountain.
TARGET ACTUAL Water resilience across the region is increased. Required governance documentation and protocols developed for industry-managed entity. 30 September 2021 100%
Funding application for Water for Warrill Project prepared and submitted. 31 December 2021 100%
Outcome of the Tamborine Mountain Water Security Extension project reported to Council. 30 June 2022 90%
KPI COMMENTRY: During 2021-2022, Council continued to liaise with the new, locally managed entity, Water for Warrill Ltd, to assist in progressing their application to the Australian Government’s National Water Grid Infrastructure Development Fund for an irrigation scheme for the Fassifern and Warrill Valleys. The irrigation scheme would strengthen agricultural production, grow the value-add sector, create jobs and increase exports. Council supported Water for Warrill Ltd to establish the required governance systems and protocols to provide confidence to the Australian and Queensland Government. The funding application has now been provided to the Queensland Government for submission to the Australian Government.
AREA OF FOCUS: Adaptation to changing climate and weather patterns.
ACTION Continue to deliver One Million Trees for the Scenic Rim by 2025. ACTIVITIES 2021-2022
1. Deliver rural trees initiative.
2. Deliver community trees initiative.
3. Deliver habitat trees initiative.
4. Deliver river trees initiative.
Number of trees planted annually to achieve the ‘One Million Trees for the Scenic Rim’ target by 2025. 90,000 48,838
Reconciliation of Council’s design standards for Class 9B buildings against the Building Codes of Australia - Queensland Standards and Tolerances completed.
31 December 2021 100%
TARGET ACTUAL Council’s assets provide appropriate and sustainable levels of service.
Designs for Council's new or upgraded facilities and assets incorporate natural disaster mitigation. 100% 100%
KPI COMMENTRY: A review of design standards was completed to ensure disaster mitigation is included in all future designs for Council buildings. All Council facilities which are constructed as part of the Capital Works Program have been constructed to the current design standards.
TARGET ACTUAL Natural environment and rural landscapes are enhanced as a result of planned actions.
KPI COMMENTRY: The Progress against target for the One Million Trees Program in 2021-2022 was hampered by a series of flooding events and workforce impacts of COVID-19. Despite these challenges, Council delivered a total of 48,838 plants through the One Million Trees Program. The program has delivered a total of 667,277 plants as of end of financial year 2021-2022.
An enhanced regional brand underpins sustainable economic growth for businesses, strong local employment opportunities and high-performing primary production and tourism industries.
• Achieved international recognition with a number eight ranking in global travel authority Lonely Planet’s Top 10 ‘must visit’ regions in 2022.
• Received a gold award in Destination Marketing category at the Queensland Tourism Awards in November 2021 for the ‘Richest Place on Earth, in Australia campaign.
• Presented the region’s first Regional Prosperity Report Card, highlighting the successful delivery of key activities and initiatives of the Scenic Rim Regional Prosperity Strategy 2020–2025.
• Celebrated the achievements of local businesses at the 2021 Scenic Rim Business Excellence Awards.
• Announced a partnership between Council and industry to deliver a grant-funded 10-year roadmap and three-year action plan for the Scenic Rim’s agribusiness and agritourism industries.
The Scenic Rim’s best and brightest business stars were recognised in a celebration of excellence in November 2021.
More than 210 guests gathered at the Boonah Cultural Centre for the announcement of the 2021 Scenic Rim Business Excellence Awards, which saw The Lime Caviar Company crowned Business of the Year with the Regional Prosperity Award.
The awards shone the spotlight on the resilience, determination and innovation of the local business community in the face of fires, floods and the COVID-19 pandemic. Many businesses rose to the challenge of repositioning themselves by moving to online shopping, while those in the hospitality sector moved to offering only take-aways, as the pandemic compelled businesses to completely overhaul their operating systems to help keep staff, customers and the community safe.
The awards attracted 65 nominations from 49 businesses across 11 nomination categories and members of the judging panel commented on the high calibre of submissions.
As well as providing an opportunity to showcase the region’s industry-leading businesses, the awards also sent a strong message to potential investors and jobseekers about the Scenic Rim’s opportunities. With an award-winning tourism and hospitality sector and thriving agriculture and construction, retail and transport industries, the Scenic Rim is a region where businesses can prosper and careers can flourish.
The 2021 Business Excellence Awards were presented in the categories of: Tourism and Accommodation; Hospitality – Food and Dining; Retail; Trades and Construction; Transport, Logistics, Manufacturing and Mining; Professional and Community Services; Agriculture; Outstanding New Business, Business with 20+ Staff; and Trainee/Apprentice of the Year.
The winners of each category were then judged for the coveted Regional Prosperity Award – Scenic Rim’s business of the year.
The 2021 Scenic Rim Business Excellence Awards Ceremony was proudly sponsored by Federal Member for Wright the Hon Scott Buchholz MP, State Member for Scenic Rim Jon Krause, Destination Scenic Rim, Tamborine Mountain Chamber of Commerce, Beaudesert and District Chamber of Commerce, Boonah District Chamber of Commerce, Canungra Chamber of Commerce, Total First Home Solutions, Scenic Realty, and DGT Employment and Training.
Council’s ‘Richest Place on Earth, in Australia’ campaign received a gold award in Destination Marketing at the Queensland Tourism Awards in November 2021.
The region took out the coveted Richard Power Award for Tourism Marketing and Campaigns category, with a number of local tourism operators also making their mark in various categories.
The Richard Power Award recognises creativity and innovation in the promotion of tourism products, services and destinations and the win was testament to the concerted efforts of Council in promoting the Scenic Rim, leveraging marketing opportunities, working with local operators and fostering partnerships with other tourism bodies.
After the region had battled bushfires, floods, droughts and the impacts of COVID-19, the three-stage ‘Welcome to the richest place on Earth, in Australia’ campaign was developed in conjunction with the Brother & Co creative agency to reinvigorate the Scenic Rim’s destination brand and to give visitors confidence that the region was open for business.
The campaign showcased and celebrated the abundance and richness offered by the Scenic Rim through its people and places.
Following a highly successful awareness campaign, which reached more than one million people via television alone, Council partnered with local tourism operators and secured Bushfire Recovery Funding from the Queensland and Australian Governments to deliver a tactical campaign in early 2021 to drive consumer awareness and bookings.
The campaign generated more than 103,000 visits to the Visit Scenic Rim website and resulted in a 56 per cent increase in the number of consumers clicking through to local operators’ websites. Many tourism operators reported greatly increased booking numbers and much higher social media engagement during and following the campaign period.
Tourism is the second largest industry in the Scenic Rim, supporting more than 10 per cent of local jobs, and Council’s plans for the future will continue to leverage these outstanding achievements - including the new Visit Scenic Rim website which was released in early 2022 - current marketing development programs for local operators and ongoing marketing strategies.
This campaign was made possible through the support of the Queensland Reconstruction Authority and Department of Tourism, Innovation and Sport as well as Council’s partnership with local tourism organisation, Destination Scenic Rim, and local operators.
Also celebrating success at the 2021 Queensland Tourism Awards were the Scenic Rim’s O’Reilly’s Canungra Valley Vineyard, which was awarded silver in Tourism Wineries, Distilleries and Breweries category and the O’Reilly’s Campground which received bronze in the New Product category.
Achieving a number eight ranking in global travel authority
Lonely Planet’s Top 10 ‘must visit’ regions in 2022 confirmed the Scenic Rim as a leading international tourism destination.
As the only Australian region included in the Best in Travel 2022 categories announced in October 2021, the Scenic Rim was ranked alongside top-placed Westfjords in Iceland, West Virginia in the United States of America, Shikoku in Japan, Vancouver Island in Canada and Burgundy in France.
With Lonely Planet regarded as one of the most trusted sources for authentic travel information, its international recognition of the Scenic Rim was a major coup offering long-term benefits for the region.
The Scenic Rim’s commitment to sustainability and its ecoexperiences were singled out as major drawcards for the region in helping travellers experience world-class natural landscapes while minimising their footprint.
Acknowledging the region’s unique experiences, spectacular landscapes, award-winning produce, commitment to low-impact and sustainable travel as well as authentic customer service, Lonely Planet also highlighted the authenticity and warmth of the local community in welcoming visitors with open arms as a defining characteristic of the Scenic Rim region.
As COVID-19 lockdowns and restrictions become a thing of the past, the Scenic Rim’s Lonely Planet ranking will position the region to capitalise on the resurgence of domestic and international tourism.
Working closely with the local tourism industry, Council has invested in a local food strategy, fostered local agritourism experiences, supported regional events including the expansion of Scenic Rim Eat Local Week, and built a strong destination brand as the ‘Richest Place on Earth, in Australia’.
Council will continue to work closely with local industry and partners to expand its tourism growth and development through the delivery of the Visit Scenic Rim website and by finalising the region’s first Nature-based Tourism Strategy. Additionally, as one of only six regions in Australia partnering with Ecotourism Australia and World Wide Fund Australia, the Council is working to achieve ECO Destination Certification for the Scenic Rim region.
A partnership between Council and industry, announced in August 2021, will deliver a 10-year roadmap and a three-year action plan for the Scenic Rim’s agribusiness and agritourism operators.
Funded through the Queensland Government’s Bushfire Recovery Fund, the project is designed to guide and drive economic growth, jobs, innovation and resilience for industries hard hit by natural disasters.
A grant of $200,000, administered by the Department of Employment, Small Business and Training, was awarded to Council to deliver a ‘Go Local, Grow Local’ program and the agribusiness and agritourism road map and strategy. The project is part of phase two of Council’s Agribusiness and Agritourism Industry Development Program.
In response to requests from industry leaders, Council secured three separate grants to support all three phases of the Program, which aligns with the Scenic Rim Regional Prosperity Strategy 2020-2025.
The three-phase Program is focused on supporting the region’s agriculture and tourism industries, which collectively contribute more than $463 million annually to the local economy.
Together, these two industry sectors are critically important to the Scenic Rim, creating employment opportunities for residents and supporting the growth of local businesses.
Targeted stakeholder engagement was commenced for the 10-year roadmap and three-year action plan being developed by industry specialist PricewaterhouseCoopers Australia (PwC), expected to be adopted in September 2022.
The project grew from the formation in January 2020 of an informal group of producers, the Scenic Rim Agriculture, Food and Agritourism Network (Network), which approached Council to support its vision for future growth.
The network’s goals included the formalisation of an industry leadership group, capacity building to improve the industry’s resilience to climatic and economic changes, and the development of a clear road map to guide the next decade. This call from industry prompted Council to pursue potential grant opportunities, in consultation with Councillors, about different funding streams.
In November 2020, phase two was commenced with Council partnering with industry. PwC continued consultation with Scenic Rim agribusiness and agritourism operators to finalise the 10-year roadmap and three-year action plan, which will include the needs and requirements of the region’s food and beverage producers, processors and distributors, the identification of gaps in the system and opportunities for efficiencies.
The first Regional Prosperity Report Card delivered in December 2021 showed Council was on track to deliver key activities and initiatives from the Scenic Rim Regional Prosperity Strategy 2020-2025 to stimulate the Scenic Rim’s future economic growth and sustainability.
The Regional Prosperity Report Card highlights activity delivered between February 2020, following the strategy’s adoption by Council, and 30 June 2021.
Supporting the creation of valuable jobs for locals, the strategy features five pillars - business and industry development, marketing and promotion, investment facilitation, education and workforce development and advocacy for infrastructure.
In Business and Industry Development, Council has continued to lead by example, maximising local buying and sourcing 32 per cent, or $17.9 million, of its contestable materials and services in the Scenic Rim region during the financial year. Other initiatives delivered under the Council’s COVID-19 Economic Stimulus Package, such as the Façade Improvement Scheme and Digital and E-commerce Grant Scheme, were well supported by local businesses, attracting 33 applications. More than $38,000 in funding was awarded and a further $123,878 in local expenditure was generated with local businesses as a result of these programs.
The Scenic Rim was the second local government authority in Queensland to become a Small Business Friendly Council, signing a charter with the region’s five Chambers of Commerce and the Office of the Queensland Small Business Commissioner. The charter recognises Council’s commitment to prompt payment terms, fair procurement, communication and engagement and support for resilience and recovery.
Under the Marketing and Promotion pillar, Council delivered a three-phase destination marketing campaign, funded under a bushfire recovery grant and based on the award-winning ‘Richest Place on Earth, in Australia’ creative concept. This highly successful campaign delivered more than $1 million in editorial coverage across television, radio, print and online media, more than $1.1 million in campaign value due to its reach and engagement with its audiences, and a 360 per cent increase in the generation of leads to Scenic Rim tourism operators’ websites and booking platforms.
As a result of these increases in awareness and engagement, visitor trips to the region between March 2020 and March 2021 rose by as much as 15.2 per cent, despite COVID-19 impacts. This was an outstanding result, given that other destinations - including Brisbane, the Gold Coast and the Sunshine Coastsaw drops of between 15 per cent and 54 per cent in the number
of their visitor trips during the same period. In addition, the staging of 13 regional events, supported via Council’s Regional Events grants of $39,000, collectively delivered an economic impact of $4.3 million to the Scenic Rim.
Under the pillar of Investment Facilitation, with 35 pre-lodgement meetings held between development applicants and Council’s Planning and Regional Prosperity officers, and 34 newly introduced concept meetings. Building approvals in the region for the period of the report card totalled $140 million.
Under Education and Workforce Development pillar, Council delivered the World of Work Business and Careers Expo in March 2021, which attracted 350 attendees and 35 exhibitors, connecting school leavers and job seekers with the region’s employers. It also supported 56 businesses through employment outcomes and 60 with training outcomes, while two pilot projects in hospitality and agriculture were rolled out to engage, train and place new workers into entry-level roles.
Under the pillar of Advocacy for Infrastructure, Council secured $20.2 million in funding from the Queensland Government, $26 million from the Australian Government and nearly $9 million in co-funded grants for projects that will continue to support and grow the Scenic Rim economy. Overall, the report card demonstrated Council’s commitment to developing strategies that will reinvigorate all sectors of the Scenic Rim in line with the expectations of the wider community.
Scenic Rim-based business operators were invited to join a free 12-week development course to help kickstart their enterprises in 2022.
Applications opened in January 2022 for the Scenic Rim Entrepreneurial Hub Online Program, from February to June, to foster local businesses planning to grow or upscale.
The program was provided through funding from the Australian and Queensland Governments under the Disaster Recovery Funding Arrangements, and Council’s partnership with University of Southern Queensland’s Faculty of Business.
In a supportive environment, and assisted by a team of mentors, participants had the opportunity to learn from each other’s experiences, exchange tips of the trade, share knowledge, build connections, learn new business skills and take accountability for their progress.
Eleven participants, whose businesses ranged from agriculture to the arts and accountancy, successfully completed the program, with their only investment being their passion, time and determination.
In just 12 weeks, the entrepreneurial and business development program helped participants to take their great ideas to the next level, grow their business or progress their career with access to business experts and like-minded businesspeople.
In the challenging post-COVID-19 business environment, the program’s support for local entrepreneurs and businesses offered significant flow-on effects including the creation of new jobs, providing a boost to the local economy and adding to the richness of the Scenic Rim’s community and lifestyle.
The Entrepreneurial and Business Development Mentoring Program was delivered by Scenic Rim Regional Council and the Australian and Queensland Governments under the Disaster Recovery Funding Arrangements.
A month-long program of events to help local business connect with industry specialists, government and each other marked Small Business Month in May 2022.
The program offered more than 15 events - hosted by Council, local Chambers of Commerce, industry specialists and government departments - with an opportunity for local businesses to develop new skills, reconnect and become inspired for the future.
As small business accounts for more than 98.5 per cent of the Scenic Rim’s businesses, building the strength and resilience of this sector pays dividends for the local economy, which benefits the region as a whole.
With something for every type of business, the Small Business Month in the Scenic Rim program covered a range of topics, from social media to secrets of success, payroll to planning and grant writing to resilience.
To best meet the needs of operators who find it difficult to take time away from their business, the flexible program was delivered through a mix of in-person and online events including webinars to a business breakfast and walk-in business hubs.
Queensland’s Small Business Month 2022 celebrated the sector’s resurgence after the impacts of COVID-19 and flooding and recognised the importance of small business in driving the local economy, creating local jobs and building strong, rich communities.
Free training opportunities through the Scenic Rim Agriculture Skills Development Program were offered to members of the community already working in the agricultural industry or considering entering the sector.
Delivered between July 2021 and February 2022, the program was provided through $75,000 in funding from the Australian Government’s Drought Communities Program Extension.
As agriculture is the Scenic Rim’s largest industry sector, supporting more than 2,000 local jobs and contributing more than $260 million to Gross Regional Product, the program represented an investment in upskilling the local workforce to further strengthen the region’s economy.
The skills development program acknowledged that, while many workers in the agriculture sector have gained a range of practical capabilities throughout their career, they may not have the formal qualifications supporting their extensive skillset.
By formalising their qualifications through recognition of prior learning and by supporting participants to complete their tickets or certifications, the program not only assisted workers in developing their career paths, but also boosted their employment prospects within the agriculture and wider industry sector.
Training programs were offered in areas as diverse as forklift operation, grader or dozer driving, working with agricultural chemicals and in the fields of horticulture, building and construction.
In May 2022 Council released the Scenic Rim Economic Snapshot 2020-2021 which reflected a diverse and resilient community focused on a sustainable and prosperous economy.
The Snapshot demonstrated how the Scenic Rim’s $1.95 billion economy withstood the cumulative impacts of bushfires, drought, floods and the pandemic to achieve a 4.45 percent increase in Gross Regional Product (GRP) for the year ending 30 June 2021, almost double that of Queensland’s 2.31 percent overall growth.
The Scenic Rim Economic Snapshot outlined key statistics for 2020-2021, highlighting regional performance, particularly in terms of jobs growth, investment (measured through value of building approvals) and Gross Regional Product (GRP).
Council noted that agriculture, forestry, fishing, public administration and health care and social assistance are the region’s highest GRP contributing industries.
The 4.45 percent growth rate was driven predominantly by agriculture, forestry and fishing, wholesale trade and the construction industries.
Unfortunately, not all industries escaped the effects of COVID-19, with the transport, postal and warehousing, accommodation and food service sectors negatively impacted. At 6.8 percent, the region’s unemployment rate was on par with the whole of Queensland, with strong employment growth in agriculture, health care and education.
Council said a key goal of the Regional Prosperity Strategy is to create valuable jobs for local residents.
Council initiatives surrounding education and workforce development have focused on programs to support training and upskilling of staff, create career paths for school leavers, connect local businesses and harness funded traineeships for local residents.
The establishment of more than 100 new GST-registered businesses in the Scenic Rim since March 2020 is another reason for optimism about increasing job opportunities in the region.
Despite the pandemic and natural disasters, the region has added 1,500 local jobs during the past five years, with more than 140 net local jobs created in the year ending 30 June 2021.
Building approvals to the value of $141.57 million put the region on target for a new construction industry milestone, second only to the peak experienced in 2016-2017.
Major infrastructure projects, such as Inland Rail and the expansion of large-scale industries, also present a wealth of opportunities for the further growth and development of the Scenic Rim.
The region has performed extremely well despite the impact of COVID-19 on specific industry sectors and the broader economy.
We will continue to implement initiatives within our Regional Prosperity Strategy 2020-2025, while navigating current supply chain constraints and labour shortages affecting construction project timelines, for example.
The Scenic Rim region is well placed to take advantage of the easing of restrictions, and people’s increasing willingness to travel, and, by continuing to work closely with our business sector, Council is confident and committed to supporting economic prosperity and our Strategy’s goal of creating valuable jobs for local residents.
Bushfire recovery funding provided for a digital marketing assistance program to help Scenic Rim tourism operators and associated businesses showcase their attractions and experiences to a wider audience across Australia.
Expressions of interest were called in July 2021 for tour operators and accommodation providers - as well as food and beverage providers and other businesses associated with tourism - to receive free professional marketing assistance.
Many of the Scenic Rim’s small tourism and events businesses were impacted heavily by the 2019 bushfires and the digital marketing assistance program aimed to provide eligible businesses with professional photography, videography and copywriting services as well as training to improve their website and social media skills.
As part of the project, successful applicants also received support in listing their business on the Australian Tourism Data Warehouse (ATDW), which feeds more than 90,000 travel experiences across Australia to the online distribution platforms used by their customers. These include the new Visit Scenic Rim website, Visit Queensland website and national tourism websites.
A professional presence on the ATDW database provides ongoing benefits for businesses as well as showcasing the Scenic Rim as a world-class destination to travellers around Australia and beyond. With expected results including increased visitation and expenditure, this will in turn help create jobs for local people who work in and support the Scenic Rim’s tourism industry.
This program was jointly funded by the Australian and Queensland governments as a component of the 2019 Queensland Bushfires Community Recovery Package under Category C of the Disaster Recovery Funding Arrangements.
Local farmers, producers, tourism operators and entertainers impacted by the July 2021 COVID-19 lockdown in the greater Brisbane area received a boost from Council following the cancellation of a number of Eat Local Week events.
Council was able to reallocate some of its unspent Queensland Government grant funds, earmarked for the Scenic Rim Eat Local Week 10th birthday celebrations, to assist those facing economic loss as a result of the COVID-19 lockdown.
Having expended only a third of the $150,000 funding allocated to Eat Local Week, including its signature event the Winter Harvest Festival, Council moved quickly to seek approval from the Queensland Government Department of Tourism, Innovation and Sport to repurpose the remaining $99,256.68 to help those impacted by cancellations.
Under a funding agreement, Council redirected $40,000 to Destination Scenic Rim to support the planning and delivery of two Scenic Rim Farm Gate Trails on 28 August and 23 October 2021, and the remaining $59,256.68 was repurposed to support the development of other regional events.
The additional funding enabled Destination Scenic Rim to promote the Farm Gate Trail to a wider audience and engage professional photographers and a videographer. Council’s support not only boosted the Farm Gate Trail on 28 August but also assisted in the ongoing promotion of the next Farm Gate Trail on 23 October.
True to the intent of the Winter Harvest Festival, events such as the Farm Gate Trail provide Scenic Rim residents and visitors to the region with the opportunity to meet participating local producers and to sample and purchase local products. They also help to promote overnight accommodation offerings in the region and increased visitation.
Canungra’s Elysian Fields roared to life in late April 2022 as more than 5000 people descended on the region to revel in the splendor of the Scenic Rim at The Long Sunset, a new boutique regional music festival.
Scenic Rim Regional Council collaborated with Queensland Music Festival (QMF) with the aim of producing an iconic new event to drive social, economic and cultural benefits for the region. The Long Sunset was run as part of QMF’s Queensland Music Trails, a statewide music tourism initiative, where road trip meets music festival.
30 April 2022
Elysian Fields, Canungra
Headlined by brother sister indie-folk duo and music industry heavyweights Angus and Julia Stone, the inaugural event brought $4.82 million in economic return to the Scenic Rim and Brisbane region, with more than 88% of those who attended travelling to the Scenic Rim to enjoy the festival. Brisbane band Ball Park Music and Byron Bay act Babe Rainbow also featured in the festival’s line up.
As Queensland’s Summer mellowed towards Autumn, the Scenic Rim roared to life with The Long Sunset, Australia’s newest boutique regional music event. Born of the tragedy of the Black Summer bushfires, the event was a celebration of the resilience of the people and landscape of this stunning corner of Queensland one of Lonely Planet’s Top Ten Regions to visit in the World in 2021. Onsite camping available from the Friday prior to the main event allowed visitors to revel in the magnificent scenery, while the intimate Bonfire Sessions concert (exclusively for campers), featuring Alissa Schuller and The Inadequates, highlighted the richness of local musical talent.
The Artisan Alley Marketplace played host to 28 local artists and creative businesses, with approximately $18,000 flowing directly back to participants.19 volunteer arts workers also took part. The event has been heralded as a success, with more than 98% of revelers sharing positive feedback about the festival, which provided a welcome boost for local businesses as the region’s arts and tourism operators work towards post COVID-19 economic recovery. More than 3700 bed nights were generated for accommodation providers in the Scenic Rim, with visitors to the event spending approximately $1.16 in the region.
The showcasing of Scenic Rim creativity continued on Saturday, with local artist Mark Paddick working in situ to create a large scale visual artwork on the theme of regeneration. At Artisan Alley, an exhibition cum arts marketplace curated by Tambourine Mountain Arts Collective (TMAC), attendees browsed the offerings of 28 Scenic Rim artists while the sound of Scenic Rim songster Clea reverberated across the lush Elysian Fields.
It has taken its place as one of Australia’s most iconic food festivals, drawing foodies of all ages from across Australia and injecting an estimated $3 million into the local economy.
Scenic Rim Eat Local Week burst into its second decade of operation in June, with more than 125 events in 42 locations across the region attracting more than 38,000 attendees across the week-long festivities.
Between 25 June and 3 July 2022, foodies of all ages flocked in their thousands to picnics, tastings, workshops, festivals and exclusive dining experiences across the Scenic Rim, with warm up events kicking off from late May 2022.
Now in its 11th year, Eat Local Week is a deliciously flavourful celebration of Scenic Rim’s producers, growers and flavourmakers while affording visitors the opportunity to sample Scenic Rim’s best food and wine experiences while exploring their way around our beautiful region.
After a snap COVID-19 lockdown disrupted last year’s 10-year anniversary event, 2022’s Eat Local Week was back in full force, commencing with a series of entrée events including Javier’s Scenic Rim Inspired Banquet at Moda Tapas Brasa Bar, and culminating on 2 and 3 July with events at a range of locations, including the Winter Harvest Festival, Low and Slow BBQ at Spring Creek and Alpaca Picnic in the Vines at Mountainview Alpaca Farm.
As sunset fell across the surrounding mountain ranges, the Munungali Ngari Dancers performed at a Welcome to Country ceremony. An array of Queensland talent took to the mainstage, including Ball Park Music, Nice Biscuit, Jack Gray, Asha Jefferies and Sofia Isella. Finally, as globally acclaimed indie darlings Angus and Julia Stone’s long awaited return to Queensland brought the evening to a crowd stirring close, it was clear that The Long Sunset had successfully delivered a heartfelt celebration of a region and a people rejuvenated, after two disrupted and difficult years. This truly was an event worth the wait.
Planning and pre-production of The Long Sunset began in March 2020, with funding made available to Council through the Australian Government and the Regional Tourism Bushfire Recovery Grants Program.
Community support for the regional music tourism initiative was in full force with 90% of those surveyed agreeing that The Long Sunset “made me feel proud of my local area”.
Eat Local Week started in 2011 when a group of local producers, farmers and tourism operated came up with the idea as a way to showcase the face and flavours of the region, to pay tribute to our food producers and to encourage people to eat seasonal, local food.
Council worked closely with local businesses and producers to provide support to the industry and looks forward to continuing to showcase the outstanding producers our region has to offer.
The Long Sunset is a Queensland Music Trails event presented by QMF and Scenic Rim Regional Council. QMF is supported by the Australian Government through the Restart Investment to Sustain and Expand (RISE) Fund. Scenic Rim Regional Council has received funding support for this event through the Australian Government, and the Regional Tourism Bushfire Recovery Grants Program, an Australian Government bushfire recovery initiative.
Thank you to the Scenic Rim Eat Local Week 2022 Sponsors: The Courier Mail, Urban Utilities, Kalfresh, Bendigo Community Bank Kalbar and District and Moffatt Fresh Produce.
Council
continue to implement
driving awareness, visitation and tourism
Place on Earth, in Australia’;
on the
of the
through
delivering a tactical destination marketing campaign in conjunction with
working with agri-sector to facilitate growth and capitalise on opportunities in agri-business and agritourism;
championing the Bromelton State Development Area (SDA) partnership;
continuing to engage local businesses in exploring opportunities for increasing
developing Council’s
as
AREA OF FOCUS: The current and future economic prosperity of the region.
ACTION Support the local economy through the development of strategic partnerships and supply chain management.
ACTIVITIES 2021-2022
1. Continue to engage local businesses in exploring opportunities for increasing local economic spend.
2. Deliver the grant-funded Scenic Rim Entrepreneurial Hub Online Program to support business development.
3. Develop business and industry capability through the grant-funded Scenic Rim Supply Chain Capability Program.
Percentage of Council's materials and services expenses invested with local suppliers. 35% 24%
TARGET ACTUAL Council continues to focus on ‘buying local’.
Outcomes are enhanced through productive partnerships and knowledge sharing.
Local businesses participating in the Scenic Rim Entrepreneurial Hub Online Program and Scenic Rim Supply Chain Capability Program. 30 30
KPI COMMENTRY: In 2021-2022, Council secured grant funding from the Australian and Queensland Governments under the Disaster Recovery Fund, which enabled two separate programs to be delivered – the Entrepreneurial Hub Online Program and the Scenic Rim Supply Chain Capability Program. The Entrepreneurial Hub program was a free, 12-week development course with mentoring that was designed to foster local business people to take their next big step and realise their business goals. It was delivered in partnership with the Faculty of Business at the University of Southern Queensland. The Supply Chain Capability Program was a five-workshop program designed to lift local businesses’ capabilities and knowledge to pursue new opportunities and boost the local content for Council, regional, and major projects and supply chains. A total of 30 local businesses participated across both of the initiatives, significantly building skills and capability as a result.
INDICATOR FOR SUCCESS
MILESTONE
Number of businesses engaged
Number of developmental projects/initiatives delivered in collaboration with Chambers of Commerce, Local Tourism Organisation, and other business groups.
TARGET ACTUAL Outcomes are enhanced through productive partnerships and knowledge sharing.
Investment in the region grows.
Number of concept and pre-lodgement meetings attended by Regional Prosperity team members.
Event impact and economic impact modelling - number of scenarios modelled. 10 19
Number of potential development applicants supported through case management. 6 15
29
the retention, expansion and attraction of industrial businesses, contingent on market demand. ACTIVITIES 2021-2022
1. Develop a suite of investment attraction marketing materials and tactics, targeted at potential investors.
2. Continue facilitating Scenic Rim Strategic Coordination Group meetings, actions and outcomes.
TARGET ACTUAL Investment in the region grows.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Number of medium-to-large industrial businesses engaged by 30 June 2022 regarding retention, expansion or attraction to the region. 6 20
Number of Scenic Rim Strategic Co-ordination Group meetings held annually. 4 3
KPI COMMENTRY: Council continued to deliver the actions outlined in its Scenic Rim Regional Prosperity Strategy 2020–2025, the region’s first ever economic development strategy. The strategy has as its primary goal the creation of valuable jobs for local residents, and the framework has five pillars – business and industry development, marketing and promotion, investment facilitation, education and workforce development and advocacy for infrastructure. One-to-one engagement with local businesses was a primary focus and in 2021-2022, Council exceeded targets for the number of businesses engaged, and the number of developmental projects and initiatives delivered in collaboration with other organisations. Council also exceeded the target for the number of concept and pre-lodgement meetings attended, where development applicants receive information to help them progress their
helping them to navigate the various Council
which
involved in an
Development Officers deliver a ‘case management’ approach to
for event
the likely economic return of an initiative or event.
and
impact
were
Outcomes are enhanced through productive partnerships and knowledge sharing.
of valued employment for local residents is supported.
Performance
delivered as part of Small Business Month.
registered to participate in Small Business Month activities.
sold to Business Excellence Awards Gala Dinner.
received in the Business Excellence Awards.
a
KPI COMMENTRY: The Scenic Rim Strategic Coordination Group is a very important forum which brings together officers from Council’s economic development team (and on occasion, Strategic Planning), the Office of the Coordinator General, Departments of State Development, Transport and Main Roads, and Trade and Investment Queensland, to progress a strategic agenda relevant to all parties and resolve any issues of concern obstructing progress towards regional development objectives. Typically, meetings are held quarterly, although in 2021-2022 only three meetings were required. Council exceeded the target for engagement with medium-to-large industrial businesses in 2021-2022. These businesses made enquiries relating to the Bromelton State Development Area, Beaudesert Enterprise Precinct and other regional opportunities.
AREA OF FOCUS: An industry footprint that aligns to aspirations of the region and facilitates an evolving economy. Bromelton State Development Area
ACTION Champion the Bromelton State Development Area partnership. ACTIVITIES 2021-2022
1. Pursue concept of Bromelton business case being included as part of a SEQ City Deal.
2. Ensure efficient delivery of the grant-funded Scenic Rim Inland Rail Interface Improvement project.
KPI COMMENTRY: Queensland Small Business Month, held in May, celebrates the vital contribution small business makes in driving our economy, creating local jobs and building strong communities. Council developed a program of 19 individual events in 2022, aimed at celebrating our diverse small businesses and connecting them with support, grants and partnerships that will help them thrive. There were 230 local individuals who registered to participate in these activities. Council delivered the Scenic Rim Business Excellence Awards in November 2021. This event is a highlight of the business social calendar, bringing the region’s business community together to celebrate and share its successes. 63 entries were received for these awards, and 11 awards were conferred. 220 tickets were sold to the event which was held at the Boonah Cultural Centre.
Bromelton business case is included in the SEQ City Deal within the SEQ Trade and Enterprise spine. 100% 100%
TARGET ACTUAL Creation of valued employment for local residents is supported.
Delivery of the grant-funded Scenic Rim Inland Rail Interface Improvement project by 31 March 2022. 100% 30%
KPI COMMENTRY: In March 2022, the highly anticipated SEQ City Deal was announced – a 20-year partnership between the Australian Government, Queensland Government and the 11 Councils which make up the Council of Mayors in SEQ (COMSEQ). It provides a shared commitment to transform South-East Queensland and deliver region-shaping infrastructure. More than $7.76 million in funding will kickstart planning for priority transport, economic and liveability projects across the Scenic Rim, plus the region will have access to more than $400 million in regional funding pools. The Deal includes $2.1 million to improve transport and freight route planning and to identify priorities for infrastructure investment to improve service reliability and safety along critical routes, such as the Mount Lindesay Highway. It includes $5 million in investment aimed at unlocking the Bromelton State Development Area, through the formulation of a comprehensive business case. A final outcome on the progress of the Scenic Rim Inland Rail Interface Improvement Project (which is required by the funding body to pass several ‘gates’ or hurdles) is anticipated to be received in Quarter One, 2022-2023.
AREA
ACTION
the Scenic
INDICATOR
Meetings held by industry-led agri-business
TARGET ACTUAL Investment in the region grows. Total value of economic impact generated by support of events by 30 June 2022. $3,750,000 $5,342,178 Ratio of benefit to dollars invested as at 30 June 2022. 6:1 162:1
KPI COMMENTRY: Scenic Rim Eat Local Week, delivered by Council in partnership with producers, makers and venues in the region, is one of the country’s most authentic and successful food and wine festivals. It showcases and celebrates the food, farmers and provenance of the Scenic Rim region, highlighting all that is seasonal and local. Eat Local Week 2022, the eleventh annual event, was delivered successfully after two years of interruptions resulting from COVID-19. Council is still awaiting the final independent economic analysis of the event and will bring this forward to a future meeting when available. Two new events were also delivered by Council. Firstly, The Long Sunset, a boutique music and camping event held near Canungra, attracted 5,000 people and resulted in an economic injection of over $4.8 million into the Scenic Rim and Brisbane regions. Secondly, Escape in the Scenic Rim, a new nature and adventure festival, was developed, planned and delivered successfully by Council, again in partnership with local operators. Another event, the Scenic Rim Clydesdale Spectacular, was not delivered by Council but received Council funding support. In 2022, it attracted an audience of 8,310 attendees and delivered a nearly $3 million boost to the local economy. An additional 14 events supported through Council’s Regional Events Grants Program were modelled to deliver an economic return to the region of just under $4 million. A further 16 community event coordinators were mentored by Council to improve the experience and outcomes from regional events.
10-year roadmap and 3-year strategic plan developed and
Business development program workshops held (phase 1).
Business development program workshops held (phase 2).
by
for
by industry.
September
TARGET ACTUAL Outcomes are enhanced through productive partnerships and knowledge sharing.
2
KPI COMMENTRY: Council secured grant funding in 2021-2022 from the Australian and Queensland Governments under the Disaster Recovery Funding Arrangements to enable it to develop a 10-year Agribusiness and Agritourism Roadmap together with a 3-year Action Plan. These documents build on the traditional strengths of our region – agriculture and agribusiness – and also look to emerging and complementary opportunities in the agritourism sector. The Roadmap and Action Plan set out how Council can build capability and capacity in the region and better promote the Scenic Rim to build a stronger and more resilient economy. The Roadmap outlines 11 objectives that align with agribusiness, agritourism and capacity building pillars, and sets out success factors that are critical for industry development. In 2021-2022, Council also delivered the two final business development program workshops, part of a broader program that had started in 2020-2021, to help develop capacity and capability in the agritourism sector.
was hugely successful, so much so that it won Gold in the destination marketing category at the 2021 Queensland Tourism Awards. It also doubtlessly contributed to the Scenic Rim region being named by travel authority Lonely Planet as one of the Top 10 regions in the world to visit in 2022, the only Australian destination to make this list.
A resilience building program for operators assisted 24 tourism operators from 22 businesses to be better informed and understand the processes involved in preparing for and recovering from a crisis and helped them to develop a business continuity plan and ‘go kit’. The capacity and capability development program involved optimising tourism operators’ online presence to build consumer awareness and convert to bookings, as well as assessing and developing their digital skills. It also provided operators with professional copywriting, photography and videography for their business websites and social media platforms. There were also 53 businesses who were assisted to raise their profile and increase consumer awareness of their offering, while 49 businesses received tailored digital marketing coaching and training from one of Australia’s leading tourism digital marketing training providers.
funded Executive Officer.
2. Provide funding to facilitate the Local Tourism Organisation’s delivery of some of the tourism activities previously conducted by Council.
3. Jointly deliver a range of destination marketing activities.
INDICATOR FOR SUCCESS Key Milestone / Key Performance Indicator
Outcomes are enhanced through productive partnerships and knowledge sharing.
Number of members of Destination Scenic Rim. 100 112
Timely reports submitted to Council of activities planned and delivered by the Local Tourism Organisation. 2 4
KPI COMMENTRY: During 2021-2022, Council continued its efforts to bring together the region’s two (previously three) local tourism organisations to unite and create a single, industry-led Local Tourism Organisation (LTO) for the region, Destination Scenic Rim. This is intended to ensure operators collaborate and work together effectively, to reduce duplication of marketing efforts and provide a far less confusing offer for potential visitors. In 2021-2022, the change to one LTO was formalised, with a Board and independent Chair appointed, and a suitably qualified, full-time Executive Officer recruited and onboarded. A partnership agreement with Council was executed, and a business plan agreed. Destination Scenic Rim was successful in securing significant grant funding to enable delivery of a range of projects, including a printed ‘drive guide’ brochure, networking events for members, a research project into visitation trends and support for the Scenic Rim Farm Gate Trail events.
AREA OF FOCUS: Sustainable value captured from tourism in the region with regional capability to drive prosperity. Mitigate impact of growth from tourism
ACTION Define opportunities to mitigate the impact of growth derived from tourism.
Report to Council on economic value derived from tourism.
2. Identify and investigate potential initiatives to mitigate environmental and amenity impacts from visitation growth.
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• Adopted the Scenic Rim’s first community engagement strategy.
• Launched the digital community engagement platform, Let’s Talk Scenic Rim.
• Provided help to ratepayers experiencing hardship.
• Verified Council’s commitment to place customers at the heart of everything we do with the implementation of a customer survey.
• Progressed implementation of a modernised human resources and payroll systems platform.
ENGAGING MORE EFFECTIVELY WITH THE COMMUNITY Council adopted its first Community Engagement Strategy in December 2021 and updated its Community Engagement Policy to better involve and inform the community on key issues.
While community input has always played an integral role in Council’s decision making, the Scenic Rim Regional Council Community Engagement Strategy 2021-2026 was based on industry best practice, establishing a framework for improved engagement that will have a positive impact on the future of the region.
In line with Council’s Customer Charter, the strategy was developed on five guiding principles to ensure that community engagement in the Scenic Rim is: open and transparent; inclusive and accessible; informed and timely; responsive; and respectful.
The strategy has provided more opportunities for collaborative decision making and clearer communication of outcomes as Council engages with current and potential residents, ratepayers, business owners, community groups, investors and other levels of government.
Its action plan has 15 specific initiatives centred on the need for open, two-way conversations with our community, underscoring Council’s commitment to putting our customers at the heart of everything we do.
Commitment to meaningful change in the way Council does business has required organisational transformation as employees have worked to align work practices to contribute to a more effective engagement and communication with the community.
A key initiative of the strategy was the development and launch of a digital engagement platform, Let’s Talk Scenic Rim in February 2022. This online platform will become a one-stop shop for projects, ideas, reports and outcomes across a range of Council’s engagement activities.
Scenic Rim residents were encouraged to join the conversation about key issues affecting the region by signing on to Council’s new digital engagement platform launched in February 2022.
Let’s Talk Scenic Rim is an accessible and inclusive online engagement tool connecting Council connect with a broader section of the community, enabling it to participate in two-way conversations across a range of issues and activities.
As a ‘one-stop-shop’ for information, updates, reports, and engagement events, the online platform provides an opportunity for people to contribute in their own time and supports safe and respectful conversations.
Recognising that not everyone is able or may feel comfortable participating in formal community consultations in person, the online portal provides a forum in which Council can engage with the community without the constraints of distance, mobility or timing.
While the platform is not the only means of engaging with Council, anyone, at any time, can source information on a variety of projects housed on Let’s Talk Scenic Rim
By 30 June 2022, more than 500 community members had registered on Let’s Talk Scenic Rim and 10 projects had been taken through consultation.
The Scenic Rim’s waste services and Council-owned facilities received the highest ratings in the region’s first ever customer satisfaction survey, which was conducted through the new Let’s Talk Scenic Rim community engagement platform.
Council valued each of the 98 survey responses and thanked members of the community for providing their feedback, which informs Council’s continuous service delivery improvement and interactions with customers.
Let’s Talk Scenic Rim has provided a new way for our customers to engage with Council and the survey was conducted just as the community was becoming aware of the platform. All the responses to the survey were considered important and were reviewed in line with Council’s commitment to place customers at the heart of everything we do.
Ninety-nine per cent of respondents to the survey identified as living in the Scenic Rim and 83.67 per cent were over the age of 42. Tamborine Mountain residents accounted for more than 40 per cent of the survey responses, followed by Kooralbyn at 15.3 per cent and 8.1 per cent from the Boonah area.
Council’s waste services rated highly, with 76 per cent of respondents being either very satisfied or satisfied with their bin service and 62 per cent very satisfied or satisfied with their recycling and waste stations.
Council-owned facilities also received positive feedback as 60 per cent of respondents were either very satisfied or satisfied with the accessibility of parks while 44 per cent were very satisfied or satisfied with park maintenance.
This reflects the concerted efforts of Council through its Playground Strategy which, since 2017, has been focused on the construction of new playgrounds and playground upgrades right across the region.
This has included the playground at Billabong Park at Kooralbyn, DJ Smith Park at Canungra, Jubilee Park at Beaudesert, Springleigh Park at Boonah, Lions Park at Tamborine Mountain, the Kalbar Civic Centre playground upgrade, Moffatt Park at Aratula, Bowman Park at Mount Alford, the Tiny Tots Playground at Boonah, the Tamborine Memorial Hall playground, Queen’s Park at Harrisville and an upgrade to the Rathdowney Memorial Grounds playground.
The survey showed Council’s library programs were also well received, with 45 per cent of respondents being very satisfied or satisfied, while respondents said they were either very satisfied or satisfied with Council’s environmental programs.
While the impacts of natural disasters and financial and resourcing constraints make it challenging for Council to provide everything it would like for its customers and community it remains committed to becoming a truly customer-led organisation and will continue to seek feedback from the community.
Following the distribution of six-monthly rates notices in June 2021, Council urged ratepayers to reach out if they were feeling the pressure to pay within the allocated timeframe as many residents had been impacted financially by drought, bushfires and the ongoing COVID-19 pandemic.
Council reminded the community of its Financial Hardship Policy, which assists eligible ratepayers who are unable to meet a realistic payment commitment for the rates and charges levied against a property.
Ratepayers who hold a Queensland Centrelink Concession Card, Department of Veterans’ Affairs Pension Concession or Veteran Gold Card could also apply for the Queensland Government Pensioner Rate Rebate, which offers a maximum rebate of $200 from their annual rates bill.
To be eligible for the Queensland Government’s Pensioner Rate Rebate, the ratepayer must be the owner or life tenant of the property, which is their principal place of residence in Queensland, and legally responsible for paying rates and charges levied on that property.
Council is committed to the ethical principles and obligations outlined in the Local Government Act 2009 and the Public Sector Ethics Act 1994. Council’s Code of Conduct for employees is made available to every employee and forms part of the online induction training program for Council. The document is available to all employees on Council’s intranet.
In order to improve transparency and efficiency of its internal processing and reporting, Council significantly progressed the implementation of a more modern and streamlined systems platform to manage its human resources and payroll functions.
This was achieved using Council’s existing enterprise resource planning software, optimising system capability and implementing electronic workflows and dashboard reporting to improve the user experience and integration with Council’s financial and other systems.
As Council continues to enhance its use of this modern human resources and payroll solution, employees will be able to access and input information from anywhere, on any device, from any location, at any time, eliminating the need for many paper-based processes.
In 2021-2022, significant progress was made to enhanced functionality across all elements of the employee lifecycle, including recruitment and onboarding, payroll, timesheet, selfservice, performance management, learning and development, and work health and safety.
Council continued to enjoy positive and productive relationships with Unions party to its Certified Agreement in 2021-2022, facilitated through the Joint Consultative Committee (JCC), a forum for Council, relevant unions and employees to discuss and share information about current employment terms, conditions, policies, procedures and concerns relating to Council’s workforce. Council’s diverse workforce is represented at the JCC by the Australian Workers’ Union Queensland; Transport Workers’ Union; Professionals Australia; Australian Manufacturing Workers Union Queensland; the Construction, Forestry, Mining and Energy Union and The Services Union.
While the global pandemic COVID-19 presented some logistical challenges, the enterprise bargaining process continued in 2021-2022, with all parties participating in open and honest debate, arriving at outcomes that will facilitate both reward and recognition of Council’s dedicated employees, and financial sustainability for Council. Formal agreement was reached in early 2022, and a modernised industrial instrument was tabled with the Queensland Industrial Relations Commission and is awaiting Certification in July 2022.
In June 2022, an independent Work Health and Safety (WHS) Management Systems Audit was conducted to fulfil Council’s requirement as part of the self-insurance scheme LGW Workcare Mutual Risk Obligation Program.
The two primary objectives of the audit were to ascertain compliance with the required performance benchmark; and to provide LGW and Scenic Rim Regional Council’s WHS and Executive Leadership Team with a meaningful report to improve WHS performance.
In addition to a desktop audit of Council’s WHS documentation, the audit was carried out across a number of Council’s facilities and work sites and included onsite inspections and extensive consultation with employees who worked in the audited facilities.
Council scored 70.101% in the audit, indicating that Council has successfully met its performance requirements against the NAT Self Insurance Audit Tool.
Of the 16 participating Councils in Queensland that were audited, only three achieved 70% and above. This is a remarkable achievement that encourages us to keep focusing on improving our safety work systems.
In 2021-2022, a continued focus on the implementation of the online Employee Work Health and Safety Induction ensured compliance with Council’s standards during COVID-19, with all new employees engaged by Council completing the Work Health and Safety Induction within five working days of commencement.
Council reported 12 lost time injuries for 2021-2022 financial year, an increase from the previous year. Statistics provided by Council’s insurer, LG Workcare, however, indicates that Scenic Rim Regional Council’s lost time injury statistics for 2021-2022 are in line with that of other Councils within the self-insured workers’ compensation scheme (the scheme).
The table below captures the workplace incidents that have resulted in lost time and the number of days lost due to these injuries.
FINANCIAL YEAR LOST TIME INCIDENTS LOST TIME DAYS LOST TIME INJURY FREQUENCY RATE 2021-2022 12 181 18.24 2020-2021 10 88 15.92 2019-2020 6 170 9.24 2018-2019 7 61 10.99 2017-2018 5 252 7.58
Council will continue to monitor, review and improve rehabilitation processes in the coming year, with a focus on continuous improvement of work plan templates for management of rehabilitation suitable duties. It is hoped that proactive engagement with employees and local medical practitioners to increase awareness of the importance of early return to work, and Council’s commitment to negotiating suitable duties based on medical advice, will see a reduced lost time injury rate over the coming years.
Council has pro-actively enhanced services to attract, recruit and retain high-performing talent. To achieve this, a competitive range of benefits is provided including competitive salaries, superannuation and salary sacrificing schemes. In 2021-2022 work was undertaken to:
• create improved awareness of local government employee benefits including salary packaging and superannuation cocontribution opportunities
• establish workforce data reporting and analysis processes, and
• provide workforce flexibility to balance work, financial and personal commitments and retain a productive workforce during the ongoing COVID-19 pandemic.
In 2021-2022, on-the-job and off-the-job pathways to learning were provided. To build a more skilled and agile workforce, Council, in collaboration with the Department of Education, Small Business and Training and the Local Government Association of Queensland, annually offers trainee and apprenticeships for disadvantaged groups under the Skilling Queenslanders for Work – First Start Program In 2021-2022 Council saw the completion of five traineeships, one apprenticeship, with two moving to complete early in the 2022-2023 period; with a further six traineeships and one apprenticeship under this program commenced in 2022.
The success of the Learning and Development program has been evidenced by acknowledgement in the Queensland Training awards held by the Department of Employment, Small Business and Training (DESBT). One apprentice in the 2021 cohort was nominated for the Harry Hauenschild Apprentice of the Year – in 2021 and 2022. In 2022, the apprentice reached the finals for the South East Region Queensland Training Awards. Likewise, Council also reached the finals for Large Employer of the Year category for these Awards.
Council’s commitment to building and maintaining existing worker capability through formal training was evidenced by the Verification of Competency (VOC) program conducted throughout 2021-2022 and involved 454 individual ticket competency checks across 15 different plant/ machinery.
Throughout 2021-2022 Council has continued its commitment to a culture of continuous improvement. In 2021-2022, considerable progress has been made towards the improvement of its Role Competency Mapping Matrix, which will facilitate continued accreditation compliance and significantly enhance the planning and delivery of learning and development for employees.
Council’s review of its employment policy framework informed enterprise bargaining discussions in 2021-2022 with a range of innovative solutions proposed to facilitate improved organisational and service delivery outcomes. This will see further modernisation of Council’s human resources policies in 2022-2023.
The remarkable capacity of Council’s workforce to adapt to changing circumstances beyond its control continued to be evidenced in its response to the global pandemic. COVID-19 presented continued challenges and risk to our people, our operations and to our communities.
Council’s initial risk management approach to ensure business continuity, as well as the safety of our employees and communities, was consolidated in 2021-2022 through increased workforce flexibility, process improvement and diversification of services.
Council’s ability to adapt to varying conditions, with numerous lock downs and changing directions from the Queensland Government, was evidenced by its commitment to ongoing productivity and service delivery for the community. Throughout this time, Council continued to support the mental and physical well-being of its workforce, with no permanent or long-term casual employees stood down as a result of the COVID-19 pandemic.
Council’s Audit and Risk Committee, which includes independent representation and was first established in 2009, has continued to operate during 2021-2022. The Committee held five formal meetings plus one special meeting specifically to examine the final draft financial statements. Membership has been largely stable for the year, with only one change occurring. As part of the annual process, Cr Michael Enright was replaced by Cr Jeffrey McConnell, commencing in the June meeting.
The Committee operates in accordance with the Audit and Risk Committee (ARC) Terms of Reference. This document states that the Audit and Risk Committee has been established to:
• provide Council with assurance that all financial and nonfinancial internal control and risk management functions are operating effectively and reliably
• provide an independent review of Council’s reporting functions to ensure the integrity of financial reports
• provide strong and effective oversight of the internal audit function
• provide oversight of the implementation of accepted audit recommendations, and
• ensure that Council effectively monitors compliance with legislative and regulatory requirements and promotes a culture committed to lawful and ethical behaviour.
A key ARC outcome has been completion of the first ARC Annual Meeting Planner which was implemented in 2021. The ARC has received and discussed a number of reports on topics that weren’t explicitly considered in prior years but are entirely relevant to the ARC. This has helped ensure that the ARC is addressing the scope of its responsibilities and adding value by providing advice to Council on a range of opportunities for improvement. During 2021-2022 the Committee discussed a total of 72 reports on a wide variety of topics.
In 2020-2021 the ARC commenced provision of an annual report from the Committee to Council. This report provides a comprehensive summary of the activities of the Committee during the year. The report and discussion between the Councillors and the ARC Chair was positively received. This will continue on an annual basis, with the report on 2021-2022 due to be presented to Council in September.
The following sections provide a brief summary of some areas within the oversight of the Committee. Details on Council’s external audit and financial reporting commences on page 104.
Council has a well-established enterprise risk management framework. Key documents within this framework include the risk management policy, procedure and toolkit. The framework also establishes the Risk Reference Group as the internal governance mechanism for risk management. The Risk Reference Group met four times during 2021-2022.
The Audit and Risk Committee is regularly provided with the latest version of Council’s Strategic Risk Register. At each meeting an update is provided on the activities that demonstrate ongoing effective risk management for council including updates from specific risk reviews, training and awareness activities and application of risk management in practice.
Internal audit is an independent professional appraisal function established within Council to examine and evaluate its activities, including review of Council’s risks, internal controls, efficiency, effectiveness, governance, performance and compliance. Work to re-establish and enhance the Internal Audit function was completed during the year.
Review outcomes discussed by the Committee during the year were as follows:
• Review of conduct of a specific tender;
• Complaints Management Review;
• Business Continuity Management Review;
• Fleet Management Review; and
• Continuous Assurance Summary for 2020-2021.
There is an ongoing process to collate updates on the progress in implementing agreed audit actions to ensure that the identified risks are treated appropriately. During 2021-2022 a total of 24 actions were added to the tracking process and 15 actions were closed.
Council’s Governance function has a broad range of responsibilities that contribute to ensuring that Council is compliant with its various obligations and meets the objective of Council to be transparent and open.
The provisions of the Right to Information Act 2009 and the Information Privacy Act 2009 acknowledge the need for openness and accountability by government, balanced by the need to protect individual privacy. Information held by Council may be released administratively on request if it is in the public interest to do so, unless protected by the provisions of the Information Privacy Act 2009. Formal application processes are applied where information requests need to be assessed to determine if it is contrary to the public interest to give access.
There were two outstanding Right to Information access applications at the end of the reporting period and zero outstanding information privacy applications as at 30 June 2022.
Council welcomes feedback, whether positive or negative. Council respects the right of individuals to lodge a complaint and is committed to managing complaints responsibly, efficiently, effectively, fairly and economically. Under the Local Government Act 2009 issues which are within the scope of Administrative Action Complaints about councils include:
• a decision, or a failure to make a decision, including a failure to provide a written statement of reasons for a decision
• an act, or a failure to act
• the formulation of a proposal or intention, or
• the making of a recommendation.
Council is committed to dealing fairly with all complaints and the complaints process is established to:
• treat complaints about decisions and other administrative actions of Council and complaints about minor breaches fairly, efficiently and consistently
• provide a complaints process that is easy to understand and is readily accessible to all
• detect and rectify administrative errors, where appropriate
• identify areas for improvement in Council’s administrative practices
• increase awareness of the complaints process for Council’s employees and the community
• enhance the community’s confidence in the complaints process and of the reputation of Council as being accountable and transparent, and
• build employees’ capacity to effectively manage complaints in an environment of continuous improvement.
How the complaints management process is implemented Scenic Rim Regional Council has adopted a policy and guideline for the management of administrative action complaints.
Complaints are managed through a three-stage process comprising:
• Stage 1: By the Council business unit to which the subject matter relates.
• Stage 2: Internal review of Stage 1 decisions by the Chief Executive Officer.
• Stage 3: External review of Stage 2 decisions by the Queensland Ombudsman’s Office.
This process has ensured that matters raised have been adequately considered, that complainants have been afforded natural justice and the complaint issues have generally been resolved satisfactorily, as shown by the table below:
Complaints made 113
Complaints resolved 96
Complaints unresolved 17
Complaints not resolved from 2019-2020 0
The Queensland Government Agent Program, which Council is contracted to deliver from the Boonah Customer Service Centre, continues to be popular, providing residents within the Boonah region with a professional and efficient service.
Council’s Customer Contact Team delivers key Queensland Government services to the community, offering the convenience of conducting business locally, eliminating the need to travel outside the region. Services provided to the community at the Boonah Office included licence renewals, registration renewals and learner/driver testing. During 2021-2022, 10,388 transactions were processed by the Customer Contact Team.
Council relies heavily on information stored within its systems to drive decision making and deliver important services to the community. To ensure the ongoing integrity of these systems and the confidentiality of data, it is critical that Council continually assesses and adapts to the rapidly evolving risk that cyber criminals pose.
The cyber security program engages industry experts to conduct physical, social engineering and technology-based testing to identify and recommend additional safety measures.
COVID-19 has changed the way we work and with a shift towards remote working, the risk of organisations being exposed to data breaches is heightened. Council employees’ awareness of cyber threats is increased through regular education, particularly in identifying threats specific to public sector organisations.
Ultimately, Council continues to take seriously the security of data belonging to residents, businesses and visitors and ensuring that Council is continuously reviewing and revising practices to align with emerging threats.
Council will continue to advocate for the interests of the Scenic Rim by participating in strategic discussions with the Local Government Association of Queensland (LGAQ) and the Council of Mayors South-East Queensland (COMSEQ).
To improve customers’ interactions with Council, a project will be established in 2022-2023 to publish the Scenic Rim Planning Scheme 2020 in an e-planning format.
In line with our commitment to make dealing with Council as easy as possible, from July 2022, customers will have the option of logging requests for waste services, road maintenance and animal management online at any time, which will be responded to during business hours.
services.
AREA OF FOCUS: To be a high-quality customer-focused organisation that provides high-quality customer-focused services.
Customer Interactions
ACTION Improve capability to manage interactions with our customers.
ACTIVITIES 2021-2022
1. Optimise use of Council’s Customer Request System.
Customer Access to Services
ACTION Improve systems and digital capacity to enable enhanced customer access to Council’s services.
ACTIVITIES 2021-2022
1. Investigate and evaluate the utilisation of a Customer Relationship Management System.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Project Plan for implementation of a Customer Relationship Management System developed. 30 June 2022 40%
Options Paper for Customer Relationship Management System developed and presented to Council. 30 June 2022 10%
TARGET ACTUAL Council has the systems and digital capability to improve customer experience.
KPI COMMENTRY: Completion of this activity was delayed in 2021-2022, as the result of resource constraints, with focus placed on the delivery of upgrades to Council’s Enterprise Resource Planning system. Full delivery of this project has been rescheduled to the 2022-2023 financial year.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Project Plan for optimisation of Customer Request System developed and endorsed by the Executive. 30 June 2022 50%
Types of customer-initiated interactions (including requests for service, complaints, information requests) that can be accessed by self-service by 30 June 2022.
35% 25%
TARGET ACTUAL Council has the systems and digital capability to improve customer experience.
Report designed to present Key Performance Indicators for Customer Requests. 30 June 2022 0%
KPI COMMENTRY: An interim online self-service solution was developed in 2021-2022 for the highest volume customer requests and is scheduled to be made available on Council’s website from July 2022. Dependency on, and prioritisation of resources to, projects with the upgrade of Council’s Enterprise Resource Planning system has resulted in delays to this activity. Additionally, vendor capability issues necessitated that this project be rescheduled for delivery during 2022-2023.
AREA OF FOCUS: To be a high-quality customer-focused organisation that provides high-quality customer-focused services.
ACTION Enhance communication with our customers and other stakeholders through the implementation of the Scenic Rim Regional Council Communication Strategy 2020- 2023.
ACTIVITIES 2021-2022
1. Deliver activities with a completion date of 30 June 2022, as outlined in the Scenic Rim Regional Council Communication Strategy 20202023.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Clear and relevant information is delivered proactively and in a timely manner.
Responses provided to media enquiries within requested deadlines. 75% 72.95%
Media releases distributed about Council business. 120 171
Number of CEO Updates issued to improve internal communication. 24 35
Number of advertisements published in local newspapers to keep the community informed. 120 178
Social media content schedules developed to increase followers on Council’s Facebook and LinkedIn pages. 12 16
KPI COMMENTRY: During 2021-2022, Council successfully increased engagement with media outlets within the region and has placed continued and conscientious focus on increasing digital engagement with the Scenic Rim community. Council has continued to invest in advertising in local media outlets to increase both investment in regional publications and opportunities to connect with the community. Council continued with the delivery of the Communications Strategy 2020-2023 throughout 2021-2022 and looks forward to continuing to engage with our customers and stakeholders.
AREA OF FOCUS: To be a high-quality customer-focused organisation that provides high-quality customer-focused services. Awareness of Council programs, services and decision processes
ACTION Build and maintain the community’s awareness and understanding of Council’s programs, services and decision-making processes. ACTIVITIES 2021-2022
1. Bring together key stakeholders to plan, collaborate and enable place-based community and culture initiatives.
2. Raise awareness and understanding regarding Council’s community and cultural programs, services and decision-making processes.
3. Distribute relevant resources to keep the community informed about Council programs, services and decision-making processes.
Community and cultural events delivered in partnership with the community. 10 19 Information sessions held to raise awareness of Council’s community and cultural programs, services and decision-making processes. 10 41
TARGET ACTUAL Clear and relevant information is delivered proactively and in a timely manner.
KPI COMMENTRY: In 2021-2022 Council delivered community and cultural events and information sessions. These included both live and online events such as Arts Dinners, Arts in the Olives, Scenic Rim Arts Reference Group meetings, bi-monthly Scenic Rim Heritage Network meetings, and professional development including a Museum Standards workshop. Council progressed consultation on Regional Arts Development Fund projects, expressions of interest for an ‘Artist in Residence’ and development of stories and artworks for the Vibrant and Active Towns and Villages (VATV) program. Story Trails and VATV Storyboards progressed, with community consultations being undertaken through the Beauy Hub for Davidson Park in Beaudesert public art installations. The development of stories and artworks will allow Story Markers to be installed throughout the Scenic Rim region. Community consultation was also completed to inform a creative bushfire recovery project with the Beechmont community that delivered an exhibition, regeneration book launch, documentary and public art mural.
AREA OF FOCUS: Strengthened community engagement and partnerships that improve shared expectation and commitment.
ACTION Develop ways of interacting with the community that facilitate two-way communication and strengthen relationships.
ACTIVITIES 2021-2022
1. Deliver Community Engagement Framework including Action Plan for adoption by Council and commence delivery of year-one actions.
AREA OF FOCUS: Ongoing integrity of council’s practice and processes.
ACTION Ensure Council’s policies and practices remain in line with changing statutory requirements.
ACTIVITIES 2021-2022
1. Deliver training and other activities to ensure awareness of Council’s Policy Review Framework and promote best practice for corporate governance.
Community Engagement Framework including Action Plan endorsed by the Council. 31 December 2021 100% Online community engagement hub implemented. 31 March 2022 100%
TARGET ACTUAL Community sentiment regarding Council and its services is improved.
Baseline established for community engagement via online community engagement hub. 30 June 2022 100%
KPI COMMENTRY: In 2021-2022, Council adopted its first Scenic Rim Regional Council Community Engagement Strategy 2021 - 2026 which provides a framework for how Council will engage with its community. It also provides clear actions, setting out how the community can participate in engagement, how Council will strengthen its services through engagement and how Council plans to continuously improve engagement with the community. The implementation of Council’s new community engagement tool, ‘Let’s Talk Scenic Rim’ in February 2022 saw over 500 residents sign up to be part of conversations about a number of Council projects.
AREA
Councillors’
ACTION Provide support to elected members for their participation in
ACTIVITIES 2021-2022
1. Provide support to elected members for their participation in strategic
with LGAQ and
with LGAQ and COMSEQ.
2. Monitor and provide assistance in the review of policies and procedures to ensure legislative obligations are maintained.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
TARGET ACTUAL Council has ethical and transparent governance. All required policies and procedures are current.
100% 34% at 30 June 2022
KPI COMMENTRY: Additional temporary resources allocated at the end of 2021 enabled documents to be updated to align with the current policy framework in readiness for consultation. Policies and Procedures which required review in 2021-2022 were provided to relevant officers for update and review. Internal consultation will now continue as business as usual and internal processes have been implemented to ensure that future review dates are achieved before their expiration. Once consultation has been completed on the reviewed policies and procedures, the Governance team provides full support and assistance throughout the approval and/or adoption process.
AREA OF FOCUS: Ongoing integrity of council’s practice and processes.
ACTION Maintain an embedded culture and practice of transparency and ethical conduct, while adhering to confidentiality and privacy requirements.
1. Continue to maintain high standards when facilitating matters and processing applications from public and external agencies.
TARGET ACTUAL Council’s advocacy enables the delivery of economic, social and environmental priorities across the region.
ACTIVITIES 2021-2022
Submission of identified motions for the LGAQ Annual Conference. 31 July 2021 100%
2. Partner with Office of the Information Commissioner and the Queensland Ombudsman in promoting awareness of privacy and confidentiality requirements.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
KPI COMMENTRY: Motions were considered and
AREA
by Council and six
were
to the
Government Association Queensland’s (LGAQ) annual conference held in 2021.
ACTION Actively promote, and advocate for, the community’s vision in discussions with the Queensland and Australian Governments and Statutory Entities to facilitate the delivery of necessary infrastructure and services in the region.
ACTIVITIES 2021-2022
1. Seek community feedback on infrastructure and services priorities.
2. Update Council’s summary of, and advocacy plan for, infrastructure and services priorities.
Community engagement sought on infrastructure and services priorities. 31 March 2022 100%
Opportunities pursued by 30 June 2022 to promote Council’s priorities with decision makers. 2 2
TARGET ACTUAL Council’s advocacy enables the delivery of economic, social and environmental priorities across the region.
KPI COMMENTRY: A review was undertaken of the 10 point plan that was prepared for the 2020 State General Election, with a view to potentially preparing a similar document for the May 2022 Federal Election. Consideration was given to the range of projects listed on that plan, many of which were specific to the Queensland Government and not relevant to the Australian Government and as such it was decided not to proceed with the production of a similar document.
TARGET ACTUAL Council has ethical and transparent governance. Development of an annual training program incorporating refresher training, awareness and updates on relevant legislative and Council policy matters. Program aim to also target codelivery of key external agency awareness programs.
31 December 2021 100%
Number of discrepancies identified in the Councillor Conduct Register. 0 1
KPI COMMENTRY: The Annual Training Plan was finalised in 2021-2022 with the delivery of Fraud and Awareness Training and Responsible Decision Making training scheduled to be rolled-out in 2022-2023. Budget constraints and external training provider shortages due to the global pandemic created some difficulties in competing delivery during 2021-2022. Internal training will be prioritised for delivery. Delivery of external agency awareness programs took place throughout 2021-2022 and will be continued for all future training programs. The Councillor Conduct Register had one discrepancy reported which was as a result of incorrect categorisation of a conduct matter which was swiftly rectified.
AREA OF FOCUS: Ongoing integrity of council’s practice and processes.
Compliance
ACTION Ensure Council’s ongoing compliance through robust audit, risk management and assurance frameworks.
ACTIVITIES 2021-2022
Complete
in accordance with approved Annual Audit Plan.
Provide advice regarding controls and business improvements, as required.
Collaborate with, and provide assurance services to, project teams in the delivery of key projects.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Annual Audit Plan adopted by Council. 31 August 2021 100%
Number of Audit and Risk Committee meetings facilitated annually. 4 5
TARGET ACTUAL Council’s practice is consistent, accurate, open and honest.
KPI COMMENTRY: The Annual Audit Plan was endorsed by Council on 3 August 2021 following approval by the Chief Executive Officer on July 2021. Five meetings of the Audit and Risk Committee were held in 2021-2022. An additional meeting was held to review and endorse the draft unaudited financial statements, in addition to the usual quarterly meetings.
Future growth opportunities, development and innovation enhance our lifestyle and preserve our natural assets and prime agricultural land.
• Adopted the Scenic Rim Region Smart Strategy 2022-2032 to leverage new technologies that will support the existing and future prosperity of the Scenic Rim.
• Developed the first region-wide Growth Management Strategy which identifies future growth opportunities, development and innovation to enhance our lifestyle and preserve our natural assets and prime agricultural land.
• Significantly progressed the Major Amendments to the Scenic Rim Planning Scheme 2020.
On 21 June 2022, Council endorsed a landmark strategy for investment in smart technologies and commitment to smart collaboration, planning, design and local services, while aligning with the values of the region, to deliver a vibrant and prosperous economy and community.
The first of its kind for this council, the Scenic Rim Smart Region Strategy 2022-2032 will leverage new technologies, innovation and data to enhance the liveability, workability and sustainability of the region.
This strategy was developed following consultation with local residents and business operators to create a shared vision for the region’s use of new technologies and data and to allow local businesses and communities to embrace and adapt to changing global digital trends.
The vision of the strategy is to be an accessible and serviced region with a vibrant, sustainable and prosperous economy and community. This will be achieved through investment in smart technologies and innovation focused in the areas of:
• Economy: leading an innovative and progressive economy attracting growth and investment.
• Place: Enabling resilient and sustainable management to future-proof communities and the environment.
• Community: Creating inclusive, liveable, and supported communities that attract and retain residents.
The Scenic Rim Region Smart Strategy 2022-2032 is a landmark strategy that is intended to support the region by integrating new technologies and innovation. Digital technology continues to evolve and its impact can benefit everyone in the Scenic Rim.
Families, schools, community groups, small businesses and our agricultural producers will be able to stay connected and competitive in a fast-paced and unpredictable world.
Additionally, council identified that technological improvements are necessary to help facilitate future projects that will impact the Scenic Rim, including:
• Brisbane 2032 Olympic Games
• Brisbane 2032 Paralympic Games
• South-East Queensland City Deal
• Subsequent investment by the Australian and Queensland Governments.
As part of the decision to successfully transition to becoming a smart and innovative region, Council undertook an extensive review of the Information Services and Technology Strategic Plan (ISTSP).
The purpose of this review was to update and integrate the ISTSP with the Scenic Rim Smart Region Strategy 2022-2032
Following the review of the ISTSP, the Executive endorsed the plan’s update and inclusion in the recently adopted the Scenic Rim Smart Region Strategy 2022-2032.
Council partnered with community groups to identify telecommunication blackspots in the region and lobbied for their rectification.
To successfully progress the issues raised in these sessions, Council consulted both NBNco and Telstra for detailed technological information that will help to inform telecommunication upgrades. Council will continue to meet with these telecommunication companies for ongoing recommendations, particularly in regards to geographically challenging and remote areas of the Scenic Rim.
With the community’s feedback as a priority, and in conjunction with the advice provided by NBNco and Telstra, Council engaged an independent consultant, Strategic Directions, to develop the ISTSP. It is anticipated that solutions will be presented to Council early in 2022.2023 financial year.
It is essential for the Scenic Rim to upgrade to a reliable, highspeed and more stable internet. Greater mobile reception will enable the community to take full advantage of new and emerging technologies. Investing in and upgrading in technologies outlined in the ISTSP will further enhance our region’s ability to offer rewarding and well-paying jobs, drive business investment and attract future residents and tourists.
Hundreds of residents shared their views on the future of the Scenic Rim by participating in Council’s initial survey on the region’s first Growth Management Strategy.
The survey aimed to gain an understanding of the community’s vision and priorities for the future growth of the region, including preferred housing types, residential lot sizes, employment opportunities, infrastructure, facilities and services, to inform the Growth Management Strategy and, in July 2021, Council thanked the 348 survey participants who provided their feedback via the Have Your Say portal on Council’s website.
As forecast by the Shaping SEQ Queensland Regional Plan 2017 the population of the Scenic Rim is set to increase from more than 42,000 to more than 67,000 residents by 2041 and Council is committed to protecting the region’s lifestyle for future generations.
To meet the demands of the Scenic Rim’s expected growth, more than 7,600 new jobs will need to be created, some 11,000 dwellings will be added to the region’s housing stock and a focus on essential infrastructure, services and facilities throughout the region will be required.
Development of the Scenic Rim Growth Management Strategy will ensure that the region has a planning framework to guide and responsibly manage this growth until 2041 and will help inform existing strategies and policies such as the Shaping SEQ Regional Plan and Scenic Rim Planning Scheme 2020
Community consultation, such as the Growth Management Strategy survey, assisted Council in maximising the benefits of the region’s growth by ensuring it is well-planned and underpinned by appropriate infrastructure, services and facilities that will last well into the future.
Following the initial survey, Council endorsed the region’s first draft Growth Management Strategy in January 2022, with further consultation conducted via the new Let’s Talk digital engagement platform commencing in February 2022 to refine the final strategy which is planned to be adopted and released in 2022-2023.
The first draft of the Scenic Rim Growth Management Strategy (GMS) was released for community consultation in February 2022. As the first region-wide strategy of this nature, the GMS provides a framework to guide and responsibly manage the future growth of the Scenic Rim.
Community input was crucial for the refinement of the strategy. Accessible via Council’s new engagement platform, Let’s Talk Scenic Rim, the input from the public was strong, with over 500 submissions received that will help to inform the final version of the GMS. All public submissions were finalised on 31 March 2022. Responses to all submitters are expected to be met by 30 September 2022.
Dwelling supply benchmarks that were identified in the South East Queensland Regional Plan - Shaping SEQ helped to inform the direction and key milestones of growth management that are included in the GMS.
The GMS also outlines key matters that will help to support preferred growth strategies of Shaping SEQ’s next review. This will include a clearer indication of future urban land and the importance of supporting rural towns and villages through sustainable growth.
Despite delays in the availability of data from the 2021 Census, which will help to provide a current measure of dwelling data for key study areas, the final version of the GMS is due to be delivered by October 2022.
Once finalised, an implementation plan is set to be released in conjunction with the Scenic Rim Growth Management Strategy
In July 2022, Council began reviewing the Scenic Rim Planning Scheme 2020 to ensure alignment with community aspirations and legislative requirements.
Priorities outlined in the Growth Management Strategy (GMS) were a key focus of the review, as were updates to environmental policies relating to Matters of Local Environmental Significance.
Ministerial approval for public consultation was delayed by three months. With the scheme sent out for public review on 18 May 2022, all submissions are due for collection by 3 July 2022.
Using the Let’s Talk Scenic Rim digital engagement platform, as well as Council’s Customer Service Centres and Libraries, public engagement was a core component of the proposed amendments to the scheme.
Council is anticipated to adopt the amendment package, which is currently under review, in late 2022, pending ministerial approval.
There are currently 20 items contained in the amendment package which include:
• Facilitating craft brewing and distilleries in commercial and tourism zones
• Enabling subdivision in the rural zone where land is severed by a State-controlled Road under limited circumstances
• Facilitating groundwater extraction for domestic water supply in the Rural Precinct on Tamborine Mountain
• Amendments to dual occupancy provisions in the Low Density and Low-medium Density Zones and the Dual Occupancy Code to enhance amenity and streetscape outcomes.
The table below shows the types of development applications
by Council under the Planning Act 2016 during the past five years.
The building industry has stabilised during the 2021-2022 financial year, with 1035 building applications and 465 plumbing applications lodged with Council. This compares to 1114 building applications and 531 plumbing applications lodged in 2020-2021.
A total of 764 building approvals and 462 plumbing approvals were issued in 2021-2022.
Of the total number of all building approvals issued, Class 1 dwelling (house) approvals within Scenic Rim totalled 276 for the 2021-2022 period.
The total value of building work within the Scenic Rim for this period exceeds $173 Million.
Council is predicting healthy building industry growth for the Scenic Rim region in the coming financial period.
The following table shows the applications processed by Council under the Plumbing and Drainage Regulation 2019 and the Building Act 1975 during the past five years.
Council will
on the
AREA OF FOCUS: Advocacy for outcomes that are compatible with the clear and comprehensive vision for the region.
ACTION Implement an advocacy strategy to influence the development of Policy by other levels of Government that better supports the economic, social and environmental priorities for the region.
ACTIVITIES 2021-2022
1. Continue representation on Council of Mayors South East Queensland (COMSEQ) Economic Development Reference Group.
2. Deliver six-monthly update to Queensland and Australian Government Members.
3. Continue representation on the COMSEQ and quarterly meetings with the SEQ Local Government Working Group to inform the Regional Planning Committee and the SEQ Growth Monitoring Program.
Advocacy and innovative partnerships enable the delivery of economic, social and environmental priorities across the region.
Legislation and regional planning instruments facilitate Scenic Rim’s strategic framework for growth.
Advocacy Strategy adopted by Council. 30 June 2022 100%
Meetings of the COMSEQ Economic Development Reference Group / 2032 Legacy Working Group attended. 4 3
Meetings of the SEQ Local Government Working Group - attended to inform the Regional Planning Committee and SEQ Growth Monitoring Program. 4 4
Updates provided to Queensland and Australian Government Members. 2 1
Information prepared to support Council’s submission to inform the Queensland Government’s review of the South East Queensland Regional Plan 2017 - ShapingSEQ. 100% 100%
AREA OF FOCUS: A successful transition to a smart and innovative region.
ACTION Explore options, and advocate, for stable, reliable and relevant digital connectivity across the region.
ACTIVITIES 2021-2022
1. Work with internal and external stakeholders to promote Scenic Rim as a priority region.
KPI COMMENTRY: Prepared in the 2021-2022 financial year, the draft Scenic Rim Growth Management Strategy (GMS) identifies the preferred direction and sequencing of growth to meet the dwelling supply benchmarks of the South East Queensland Regional Plan - Shaping SEQ. The draft GMS also identifies key matters that would support the preferred growth strategies in the next review of the Shaping SEQ, including more accurate representation of future urban land and the need to support the sustainable growth of rural towns and villages. The COMSEQ Economic Development Reference Group was discontinued and replaced by the 2032 Regional Legacy Working Group, with a focus on the 2032 Olympic Games.
AREA OF FOCUS: Advocacy for outcomes that are compatible with the clear and comprehensive vision for the region.
ACTION Develop a Growth Management Strategy for the Scenic Rim region. ACTIVITIES 2021-2022
1. Undertake public consultation of the draft Scenic Rim Growth Management Strategy. 2. Develop the Scenic Rim Growth Management Strategy including an Implementation Plan and respond to all public submissions.
Public consultation of the draft Scenic Rim Growth Management Strategy is complete by 31 March 2022.
The Scenic Rim Growth Management Strategy is adopted with the inclusion of a comprehensive plan for its implementation by 30 June 2022.
Responses provided to all submitters by 30 June 2022.
March 2022
June 2022
TARGET ACTUAL Our Growth Management Strategy ensures preservation of prescribed natural assets and prime agricultural land.
KPI COMMENTRY: The Scenic Rim Growth Management Strategy is on track to be delivered by October 2022 due to a delay in availability of data from the 2021 Census, which will inform updated dwelling data for study areas. The public consultation on the draft Scenic Rim Growth Management Strategy was undertaken in early 2022, attracting a strong response with over 500 submissions received. These submissions will continue to be reviewed and will inform the final strategy.
AREA OF FOCUS: Advocacy for
that are
with the
and
ACTION Complete Major Amendments to the Scenic Rim Planning Scheme
ACTIVITIES 2021-2022
1. Review the Scenic Rim Planning Scheme
for the
to ensure it aligns with community aspirations and legislative
First Major Amendment to the Scenic Rim Planning Scheme 2020 adopted in accordance with legislative requirements 30 June 2022 75%
TARGET ACTUAL Legislation and regional planning instruments facilitate Scenic Rim’s strategic framework for growth.
KPI COMMENTRY: Minister’s Approval to undertake public consultation took three months longer than originally expected, causing a delay in the delivery of the major amendment. Public consultation commenced on 18 May and is due to close on 3 July 2022. Submissions are currently being reviewed and it is anticipated that Council’s adoption of the amendment package will be sought in late 2022 subject to Minister’s approval.
TARGET ACTUAL Mobile and data services connectivity across the region is enhanced.
KPI COMMENTRY: During 2021-2022, Council engaged with NBNco and Telstra representatives and updates were provided to both Councillors and the Executive Leadership Team on rollout plans, service upgrades and opportunities to partner with Council.
AREA OF FOCUS: A successful transition to a smart and innovative region.
Smart Region Strategy
ACTION Implement the Scenic Rim Smart Region Strategy 2021-2024.
ACTIVITIES 2021-2022
1. Work with internal and external stakeholders to promote Scenic Rim as a priority region.
Scenic Rim Smart Region Strategy 2022-2032 developed and adopted by Council. 100% 100% Year 1 action plan of the Scenic Rim Smart Region Strategy 2021- 2024 implemented by 30 June 2022. 25% 0%
TARGET ACTUAL Council’s advocacy enables the delivery of economic, social and environmental priorities across the region.
KPI COMMENTRY: The Scenic Rim Smart Region Strategy 2022-2032 was adopted in June 2022. The first of its kind, the strategy will leverage new technologies, innovation and data to enhance the liveability, workability and sustainability of the region. It was developed following consultation with local residents and business operators to create a shared vision for the region’s use of new technologies and data, and to allow local businesses and communities to embrace and adapt to changing global digital trends.
AREA OF FOCUS: A successful transition to a smart and innovative region. Smart Technology and Internet of Things
ACTION Integrate smart technology and the Internet of Things (IoT) into Council operations and community programs.
ACTIVITIES 2021-2022
1. Facilitate a review of the Information Services and Technology Strategic Plan to allow update and integration with the Scenic Rim Smart Region Strategy 2021-2024.
2. Partner with community groups to identify telecommunication blackspots and lobby towards their rectification.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Information Services and Technology Strategic Plan updated and endorsed by the Executive. 30 June 2022 30%
Information Services and Technology Strategic Plan adopted by Council. 30 June 2022 0%
TARGET ACTUAL Advocacy and innovative partnerships enable the delivery of economic, social and environmental priorities across the region.
KPI COMMENTRY: With the Scenic Rim Smart Region Strategy 2022-2032 being endorsed by Council in June 2022, an independent consultant was engaged and has commenced a review of Council’s Information, Communication and Technology Strategy. This activity has been scheduled for completion in the 2022-2023 financial year. Consultation with both NBNco and Telstra was undertaken and is ongoing regarding telecommunication blackspots in geographically challenging and remote areas of the Scenic Rim.
Our vibrant towns and villages embrace their uniqueness, heritage values and sense of place.
• Forged ahead with Beaudesert Town Centre Revitalisation works.
• Installed new play equipment in Mount Alford, Boonah and Tamborine.
• Considered community feedback in planning for the new $2.14 million Tamborine Mountain Library.
In 2021-2022, Council invested in several playground upgrades. These upgrades formed part of Council’s ongoing commitment to developing vibrant towns and is a key component of Council’s Playground Strategy. Playgrounds are important places in our local communities not only because they are a place where families and friends gather for special occasions like birthday parties and picnics, but they are also a great place where new friendships can be made.
In July 2021, Mount Alford received an upgraded play space in which to run around and use their imaginations, following the completion of a new upgraded playground at Bowman Park. The upgrade received $142,000 funding from the Australian Government through the Drought Communities Program Extension
The opening of the playground was a joyous occasion, given many of the hardships the community has had to endure in recent years. The impact of drought was felt on the local economy and community well-being, so this project will continue to provide an enjoyable area and benefit our community over the longer term.
The playground also paid tribute to students from Mount Alford State School, who had designed their own matching game using pictures they had drawn of outdoor activities in the Scenic Rim.
They matched these with medallions of those activities that are hidden throughout the park for children to find. In addition, the park also features new signage with information about the Mount Alford State School and the Scenic Rim written by students.
Boonah’s youngest residents now have an exciting space where they can play with their friends after Council installed new playground equipment at the Tiny Tots (Rotary Park) in Church Street. Council collaborated with the Boonah Rotary Club to design the new early education-themed playground, which will provide hours of fun for local families and visitors.
This park is very well used, especially by younger children, so it was great to see this playground get an upgrade. Council recognised previous and ongoing involvement of the Boonah Rotary Club with the park and involved Rotary members in this design of the final project.
Upgrades to the park included improved access from the street, soft and hard landscaping, new fencing and the installation of new play equipment. The play equipment offers social, physical, tactile, and cognitive play opportunities for all children.
Council also worked closely with representatives from the Rotary Club of Boonah and local historians from the Templin Museum to create a special story board that will enlighten visitors with fascinating history from the Boonah region, the park, and Rotary Club.Story boards are part of the Scenic Rim Story Trails that will be rolling out over time across the Scenic Rim region in 2022-2023.
The Tiny Tots (Rotary Park) playground project was an initiative of the Queensland Government’s COVID Works for Queensland Program.
Finally, a spider web, jungle gym and swings were just a few of the big-ticket items that featured in the upgraded Tamborine Memorial Hall Playground. The brand-new playground has plenty of things for young and old to enjoy. There is equipment for kids to climb, and an all-abilities birds nest swing which allows for easy transfer from a wheelchair or walker. In addition to the new equipment, there is also a new sandstone block seating area and soft padding under the equipment.
This new play equipment has helped make the Tamborine Memorial Hall Playground more inviting for locals and visitors, and with the recent refurbishment of the tennis courts, the toilets and the hall, this greatly improved the social infrastructure of the Tamborine area.
Council collaborated with the Tamborine District Citizens Association and the Tamborine Memorial Hall Management Committee to bring together ideas for the design of the new playground to better suit the needs of local families.
The Tamborine Village playground upgrades were completed with funding from the Queensland Government’s COVID Works for Queensland program.
Community feedback contributed to planning for the $2.14 million refurbishment of the Tamborine Mountain Library to be completed in 2022-2023.
In February 2022, Council approved the floorplan as the final concept to inform the development of the detailed design prior to the project going to tender.
The refurbishment of the Tamborine Mountain Library was one of seven Local Economic Recovery Program projects totalling $3.695 million proudly supported by the Australian and Queensland governments under the Disaster Recovery Funding Arrangements.
The purchase of the former IGA supermarket near the existing library on Main Street has enabled Council to plan for the 2022 delivery of a landmark project for the community.
A review of Scenic Rim libraries in 2016 highlighted the need for additional space to meet community needs at Tamborine Mountain and Council is grateful for funding to provide a new library that is almost three times the size of the existing facility.
Following a tender for architectural design services in June 2021, Council appointed Hamilton Hayes Henderson Architects who drew on input from the community in developing the concepts and floor plan layout for the new library space. Key features of the new space were identified by members of the community through a ‘have your say’ process which was completed in October 2021.
The architects also worked with Council’s library and customer service employees to ensure the design meets the needs of those who will be working in the space.
Council regards its libraries not as collections of books and electronic resources but as hubs around which community life revolves. The concept for the refurbished Tamborine Mountain Library is for a space that will meet community needs now and for the next 20 years.
Following completion of the project, Council will consider how to best use the current library space.
Scenic Rim Regional Council appointed a specialist civil contractor in April 2022 to carry out the early stages of the redevelopment of the Beaudesert Town Centre, including traffic improvement works along Selwyn and Brisbane Streets, and construction of a new carpark adjacent to Helen Street.
The revitalisation of the Town Centre will create a relaxed and rural atmosphere for residents and visitors alike, featuring welcoming public spaces and appealing streetscapes and infrastructure, while maintaining the unique character of the area. Every effort has been made to retain existing trees including the large gum tree located opposite Selwyn Street which will be protected during construction activities.
The works are expected to take around six months to complete, weather and construction conditions permitting. Works involve the construction of a roundabout on Brisbane Street, a through road from Selwyn Street to Helen Street and carparks adjacent to Helen Street.
Throughout the pandemic, Council worked hard to continue to support local artists and performers and provide an exceptional program of events.
Small Works Big Stories was not one, but two art exhibitions that opened together on 30 October 2021 at The Centre Beaudesert – featuring 11 artists showcasing miniature works and also portraitures by Aboriginal artist Jandamarra Cadd.
Small Wonders featured a group exhibition of incredible 2D and 3D miniature paintings, sculptures, collages and mixed media artworks from 11 different artists, exploring how miniature artworks can help both the creator and the viewer be more mindful and find a sense of control.
Cultural Custodians, produced by the incredible Aboriginal artist Jandamarra Cadd, showcased the value of the psychospiritual connection that Aboriginal and Torres Strait Islander people have with their culture through a series of vibrant and expressive portraitures.
The line-up of free events that were held until 17 December 2021 was a wonderful example of the high calibre of exhibitions, events, workshops and talks that are on offer at Scenic Rim’s Cultural Centres and reflected Council’s ongoing commitment to developing vibrant and active towns and villages.
A performance and a workshop that will produce landmark works of art, and a project to help preserve the region’s rich heritage, were just three of the seven programs to be awarded grants from the Scenic Rim Regional Arts Development Fund (RADF) in 2021-2022. The Regional Arts Development Fund is a partnership between the Queensland Government and Scenic Rim Regional Council to support local arts and culture in Regional Queensland.
Funding for the seven diverse projects was endorsed on the recommendation of the Scenic Rim Arts Reference Group, which is chaired by Councillor Michael Enright.
The Scenic Rim Arts Reference Group assessed all applications against criteria based on RADF guidelines and priorities identified in Council’s Arts and Cultural Policy and Corporate Plan Scenic Rim 2026.
Grants were awarded to Goat Track Theatre Company for a theatre in the round experience on Tamborine Mountain; the 4275 Collective for a workshop to inspire local ‘creatives’ to produce murals in the Canungra township and the Canungra and District Historical Association for a digital cataloguing workshop to help preserve its collection.
Grants were also awarded to:
• Davidson Park project
• Artist in Residence with Donna Davis
• Beaudesert Bee public art and artist in residence Kath Groat
• Development of works with Beechmont artist Kuweni Dias-Mendis and short film by Kenji Lee Council is proud to support organisations that enrich the cultural life of Scenic Rim communities and celebrate the region’s heritage and identity.
The Regional Arts Development Fund (RADF) is a partnership between the Queensland Government and Scenic Rim Regional Council to support local arts and culture in Regional Queensland.
Council will continue to encourage the community’s engagement with activities that celebrate the region’s heritage and identity, and deliver public art projects, story trails, and story markers to celebrate local stories.
Council will continue to support local projects through the Regional Arts Development Fund.
Council looks forward to completing the Tamborine Mountain Library refurbishment project, and the Beaudesert Town Centre project.
AREA OF FOCUS: Re-invigoration of town and village centres through significant vibrancy projects.
ACTION Ensure that “Vibrant and Active Towns and Villages” projects preserve location-based cultural and heritage elements as identified in the Scenic Rim Regional Council Community and Culture Strategy 2021-2025
ACTIVITIES 2021-2022
1. Implement story trails and markers and include heritage and public art in all Vibrant Active Towns and Villages.
The Scenic Rim’s heritage is reflected in our planning guidelines, infrastructure design, public art and community events.
AREA OF FOCUS: Partnerships with community to develop and deliver initiatives that drive vibrant towns and villages.
Celebrate Heritage and Identity
ACTION Encourage the community’s engagement with activities that celebrate the region’s heritage and identity.
ACTIVITIES 2021-2022
Story markers installed across the region. 50 0
Acrylic sign holders installed to facilitate the display and integration of indigenous language in libraries. 40 40
Community engagement meetings or events held annually with local stakeholders to facilitate the development of Vibrant Active Towns and Villages projects or events. 10 9
KPI COMMENTRY: At the end of June 2022, the final designs of Story markers were complete, with prototypes being made and engineering drawings being prepared with a view to progressing procurement in Quarter One of 2022-2023. Tamborine Mountain Library, Beaudesert Library and Canungra Library have Indigenous language signs displayed at library entry points, on wall displays and hanging from library ceilings. Laminated copies of the signs are also used as placemats for children’s and adult events. The signs have also been made into flashcards, which are used in library story times. The words are integrated into many aspects of events and programs in the library. The “Koala’s like to...” story walk has been installed at Springleigh Park, Boonah. The story walk allows children to read the story and use QR codes on each board to access the story being read by Council’s Frist 5 Forever Officer. The story walk for “Jarjum Guream” (Children’s Storybook) will be installed in Jubilee Park, Beaudesert in the near future.
AREA OF FOCUS: Partnerships with community to develop and deliver initiatives that drive vibrant towns and villages.
ACTION Support community initiatives that drive vibrant towns and villages through Council’s community grants program.
ACTIVITIES 2021-2022
1. Implement a Regional Arts Development Fund program that supports the community to deliver a variety of projects across the region.
2. Deliver projects in collaboration with community that contribute to the Vibrant and Active Towns and Villages.
The community is supported to deliver, or participate in, programs and activities that drive the vibrancy of our towns and villages.
Number of story boards installed as part of Scenic Rim Story Trails. 5 5
Applications received for Regional Arts Development Fund that meet criteria. 12 18
Value of community grants provided by 30 June 2022 to facilitate activation of our towns and villages. $195,000 $218,353
KPI COMMENTRY: Regional Arts Development Fund (RADF) grant funding was allocated to Davidson Park project, Artist in Residence with Donna Davis, Beaudesert Bee public art and artist in residence Kath Groat, Development of works with Beechmont artist Kuweni Dias-Mendis and short film by Kenji Lee, 4275 Collective Wallflower project artist development workshop, Canungra Historical Society Mosaic software workshop and Goatrack Theatre Company development of theatre in the round experience. Quick Response Grants were allocated to Bronwyn Davies professional development workshop, Garry Moloney professional development for editing software, Guy Ritani restructuring of Tamborine Mountain Art Collective, Jacques Van der Merwe residency in Mexico, Tamborine Mountain College arts festival artist development, Launchpad funding for Adriene Teveluwe open mic event and Kenji Lee development of Tik Tok videos for youth engagement in RADF. Three storyboards were developed for Rathdowney, two for Canungra, two for Beechmont, one for Binna Burra and one for Mount Alford.
1. Deliver exhibitions and cultural centre programs that reflect the heritage, interests and culture of our region..
2. Encourage community participation in governance and decision making relating to cultural outcomes.
3. Deliver revitalisation projects that incorporate community input into public art that celebrates local stories.
The Scenic Rim’s heritage is reflected in our planning guidelines, infrastructure design, public art and community events.
Proportion of exhibitions and programs held annually at the Scenic Rim Cultural and Community Centres which share local stories that are developed in collaboration with community.
50% 45%
Number of public art installations and events delivered annually that are related to recovery and community resilience. 2 14
Number of Arts Reference Group meetings held annually to assess public art and Regional Arts Development Fund applications. 4 5
KPI COMMENTRY: Five Scenic Rim Arts Reference Group meetings were held to assess Regional Arts Development Fund projects together with online assessment of Launch Pad and Express Lane grants. The Launch Pad was designed as Small Arts Grants to provide opportunities for emerging artist and producers aged 16-25 years to access a wide range of resources to support their arts practice. The Express Lane program was targeted as a Quick Response grant for professional development opportunities that unexpectedly became available outside of the normal RADF grant rounds. Installations and events which were related to recovery and community resilience included the Women of the World Festival, and the Regeneration project with the Beechmont community that delivered a public art mural, exhibition, book launch and documentary. Exhibitions involving local stories and collaborations included Belonging, Woven, Small Works and Storymarkers. Community murals were installed at Tamborine Mountain Skatepark, Vonda Youngman Community Centre and the amenities block at Tamborine Village Memorial Hall. Community consultation occurred for the Boonah mural, the Corroborate community mural and for heritage and public art components for Davidson Park. This includes two yarning circles with carved artworks, etched footpaths, arbour roof, totems, discovery works, amphitheatre text artworks, bush tucker train signage, storyboards, railway walk and stage projections.
AREA OF FOCUS: Partnerships with community to develop and deliver initiatives that drive vibrant towns and villages. Arts and Culture
ACTION Design and deliver an arts and cultural program that facilitates partnerships with community to enhance sense of place. ACTIVITIES 2021-2022
1. Work with artists in residence in centres and heritage museums and community organisations and places.
2. Support Scenic Rim writers and artists to tell local stories.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
The community is supported to deliver, or participate in, programs and activities that drive the vibrancy of our towns and villages.
Number of artists in residence in a local museum annually. 1 1 Number of artists in residence in public spaces. 2 2
KPI COMMENTRY: Kath Anderson was Artist in Residence (AIR) at Beaudesert Museum in 2022 working on the Angels of Agriculture project. Kath spent time at the museum working with volunteers to develop a concept and displays for the bee display based on Norman Rice MBE. This developed into the design and fabrication of a scale model for a public artwork in consultation with the Heritage Museum committee. After community consultation the work will be is now being fabricated and planned to be installed in late 2022. As part of the RADF Strategic Initiative, Donna Davies was commissioned to be an Artist in Residence at the Centre beginning in June and Vonda Youngman Community Centre in July and August 2022. The Arts and Science workshops, floor talks, school workshops and artists one on ones were conducted by Donna while in residencies in the Centres. As part of the AIR, Donna also developed a new projection work for the Beaudesert Vibrant and Active Towns and Villages. Scenic Rim writers were engaged to produce stories for the Story marker project and Beaudesert VATV including local museums, schools and community organisations.
Infrastructure and services support the prioritised needs of our growing community.
• Allocated $27.1 million to the Scenic Rim’s road and bridge network in 2021-2022 as part of Council’s ongoing investment in a well-maintained, safe and interconnected transport network.
• Received high customer satisfaction for its Waste Management Program, with 76% of respondents being either very satisfied or satisfied with bin services and 62% very satisfied or satisfied with recycling and waste stations.
• Resurfaced (resealed) bitumen sections of various sealed Council roads across the region.
As part of its commitment to keep the Scenic Rim spectacular, Council commenced implementation of the Scenic Rim Regional Council Waste Management and Resources Recovery Strategy 2021-26.
The strategy was developed with community input. Core components of the strategy include:
• Reviewing all existing waste facilities and services
• Mapping and quantifying key waste streams
• Conducting a Kerbside Waste Audit to obtain meaningful data to help inform targeted education campaigns and infrastructure development.
While data management and operational review projects were delayed due to impacts of flooding, COVID-19 and resourcing constraints, the development of Waste Education Program materials has progressed delivery of the strategy.
Council’s Waste Services team engaged the Scenic Rim’s young people to take part in reducing waste. Building on the success of 2021’s Reimagine Waste program, the Reduce and Reuse program encouraged the submission of innovative and creative ways to divert waste from landfill. This program stimulates behavioural change in the Scenic Rim community and responses will support Council in developing engaging and relevant programs.
Collaboration with other Councils (Council of Mayors South East Queensland) and the relevant Queensland Government Departments is assisting Council to progress structural change for waste management in line with South East Queensland, including infrastructure planning and levy management.
Rebate protections retained to offset residential component of the Waste Levy were finalised this year, and funding was secured for litter and illegal signage from the Queensland Government and Disaster Waste Management Plan and Resilience Roadmap from Australian Government
To support review of our waste facilities operation Council invited feedback from the community on how its seven waste transfer stations across Boonah, Canungra, Central (Bromelton), Kalbar, Peak Crossing, Rathdowney, and Tamborine Mountain are functioning from a user’s perspective with submissions welcomed through Council’s Let’s Talk Scenic Rim digital engagement platform.
The quality of Council’s waste services to the community was validated by results of Council’s Customer Satisfaction Survey, with 76% of respondents being either very satisfied or satisfied with bin services and 62% very satisfied or satisfied with recycling and waste services.
Council’s allocation of $27.1 million to the Scenic Rim’s road and bridge network in 2021-2022 represented an ongoing investment in a well-maintained, safe and interconnected transport network.
Council committed to enhancing the resilience of critical roads and bridges to improve accessibility during and after natural disaster events.
The 2021-2022 Budget provided funding for the maintenance of roads and bridges, $5.55 million for the upgrade and repair of bridges and $10.30 million for capital expenditure on roads.
Council has a long-term strategy to replace ageing timber bridges throughout the Scenic Rim with more contemporary structures of concrete or steel to deliver a more accessible and serviced region, with safer and more flood resistant structures.
Kerry Road south of Beaudesert is identified as a road of regional significance and Council has several years of investment forward planned, which included funding towards the replacement of Duck Creek Bridge on Kerry Road.
Council aligned this with priorities of all tiers of government and successfully received funding from both the Queensland Government’s Transport Infrastructure Development Scheme and the Australian Government’s Heavy Vehicle Safety and Productivity Program and its Roads to Recovery Program, to deliver a multi-million investment in road network of Kerry over a concentrated three-year timeframe.
This will be of significant benefit for our rural community which depends on the reliable movement of heavy vehicles and farm equipment, and the associated job creation is a key driver for our regional economy.
Council is grateful for the co-investment from the Australian Government through the Bridge Renewal Program, which reduces the financial burden on Council’s general revenue, to replace the Flying Fox Bridge at Ferny Glen and Teese Bridge at Veresdale Scrub.
The Teese Bridge replacement also included funding from Logan City Council for this important boundary structure.
Council’s budget for roads in 2021-2022 included capital funding for:
• road reseals (contribution from the South-East Queensland Community Stimulus Program).
• Kerry Road (contributions from the Transport Infrastructure Development Scheme, Heavy Vehicle Safety and Productivity Program, and Roads to Recovery Program).
• Ward Bridge to Newman Bridge to Keaveney Bridge, Kerry Road
• Seal Change to Spring Creek Bridge, Kerry Road
• Duck Creek Bridge, Kerry Road
• minor works including minor pavement repairs, and design.
Capital works on bridges in 2021-2022 included:
• Flying Fox Bridge, Ferny Glen ($3.34 million project, jointly funded by the Australian Government and Scenic Rim Regional Council)
• bridge rehabilitation works
• major culverts and floodways
• Teese Bridge, Veresdale Scrub School Road (jointly funded by the Australian Government, Logan City Council and Scenic Rim Regional Council)
Council progressively replaced six aged public amenity blocks from across the region, ensuring provision to the community of more modern facilities and accessible pathways from the street, car park or parklands.
Following consideration of community feedback, public amenities were replaced at the following locations:
• Selwyn Park, Beaudesert
• Coronation Park, Boonah
• EM Tilley Park, Rathdowney
• Sharp Park, Witheren
• Staffsmith Park, Tamborine Mountain, and
• Geissmann Oval, Tamborine Mountain.
These public amenities are frequently used by residents, sporting groups, and visitors passing through the region.
This amenities upgrade project was developed with the support of the Queensland Government’s Unite and Recover Community Stimulus Package designed to fast-track South-East Queensland councils’ investment in community assets. This funding has provided the Scenic Rim community with an economic boost and helped Council build new and upgraded infrastructure.
Council provides 45 public amenity facilities across the Scenic Rim and is reviewing its long term planning to ensure a safe and accessible network is maintained in an environmentally sustainable and cost-effective way while meeting the needs of the community.
Critical drainage infrastructure set the foundation for Phase 1 of the Beaudesert Town Centre Revitalisation in July 2021.
The 2021-2022 Budget provided for capital expenditure on drainage in Beaudesert, with support from the Australian Government’s Local Roads and Community Infrastructure Program. This is in addition to the works being undertaken as part of the Beaudesert Town Centre Revitalisation project.
Addressing the storm water flooding in the town centre was a staged process for Council in 2021-2022.
The revitalisation of Beaudesert’s town centre will make infrastructure and streetscape improvements to the heart of the town bringing both social and economic dividends to the Beaudesert community.
The Beaudesert Town Centre Revitalisation project is staged across year-on-year budgets with Phase 1 jointly funded by the Australian Government ($4,190,593), and Queensland Government ($3,750,000), with a contribution from Scenic Rim Regional Council of $460,065.
Council provides a network of approximately 80 kilometres of pathways throughout the Scenic Rim and allocated funding to footpath works in 2021-2022 Budget to increase accessibility and services for urban and semi-urban areas.
The 2021-2022 Budget provided for important footpaths in towns and villages across the Scenic Rim region, including Beechmont, Tamborine Mountain and Dugandan. This work was supported by funding secured from the Australian Government’s Local Roads and Community Infrastructure Program for footpaths during the 2021-22 financial year.
Footpath works included:
• Finalisation of designs for new footpaths in Beechmont including connection of existing social infrastructure including Graceleigh Park and Beechmont State School with surrounding rural residential areas.
• A two-stage project at Beechmont Road - a road of regional significance that carries a high volume of local and visitor traffic - to deliver safer outcomes for pedestrians.
• Replacement of an aged footpath in Dugandan to upgrade the surface and improve the safety of a well-used connective pathway.
Minor footpaths works included new crossovers and ramps which, for a relatively small investment, has a significant benefit for those who use mobility scooters or for young families with prams, making it easier and safer for them to access key services in our towns and villages.
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 Regional Council stepped up its programming for National Recycling Week in November 2021, with a themed business breakfast, youth focused programs in schools and libraries, and community-wide promotion of the Garage Sale Trail.
The main event in the program was the Garage Sale Trail with three consecutive weekends of activities.
It’s the nation’s biggest Council-supported community powered program, with Scenic Rim joining other local councils and communities across Australia to reduce waste to landfill and reuse where possible.
Scenic Rim residents were able to access a variety of free, online Garage Sale Trail masterclasses about how to re-home, re-love and re-purpose things with fashion, finance and sustainability experts.
The Garage Sale Trail saw residents host a private garage sale as sellers or support the program as shoppers.
This initiative aligned with Council’s Waste Management and Resource Recovery Strategy 2021-2026 and supports Queensland’s vision to progress towards a zero-waste society where waste is avoided, reused and recycled to the greatest possible extent.
In the Scenic Rim roughly 20,000 tonnes of waste go to landfill every year, so as part of Council’s Waste Education Program, Council launched a ‘Reimagine Waste’ Poster Competition for children of all ages to share their ideas about how to reuse, recycle or repurpose waste destined for landfill.
A highlight of the Waste Education Program was the free Scenic Rim Business Breakfast, aptly named ‘Talkin’ Trash’ that was held on 19 November 2021 at The Centre, Beaudesert.
Residents were able to listen to the experiences of a panel of local businesses that had benefited from limiting their waste, and industry professionals with knowledge of waste segregation approaches, storage, products and technologies.
Events like National Recycling Week are important to champion efforts to further increase recycling and resource recovery and reduce waste to landfill; success inevitably relies on a collaborative effort from Council, businesses and residents.
Following the success of this program, Council will continue with a similar strategy in 2022-2023.
- Cubic metres
- Tonnes 1,558 1,314
- Cubic metres 10,390 11,304
Waste oil (litres) 55,000 55,880 50,520 48,700 56,800**
Tyres (number) 1,944 4,221 3,900 3,569 2,995
Batteries (tonnes) 19.7*** 25.2 27.8 41.5 37.6
Scrap metal (tonnes) 1,970 1,843 1,561 1,889 1,912
Refrigeration units degassed 1,580 1,561 1,467 1,152 2,617
Cardboard (tonnes) 682 729 904 1,035 1,044
(Kerbside collection, other glass and plastics (tonnes) 2,990 3,002 2,515 2,486 2,619
E-waste (tonnes) 25 30 35 38.81 10,963
* Figure was incorrectly reported in the 2020-2021 annual report as 1,460.
** Due to system issues, the figure reported is an estimate of the annual total.
*** Figure was
in the 2020-2021
as 197.
In November 2021, Council supported a region-wide effort to force urgent action on key transport and liveability projects in time for the Brisbane 2032 Olympic and Paralympic Games.
South-East Queensland’s Mayors launched the Let’s Get Moving! campaign in Brisbane, to generate increased attention to a range of projects requiring completion prior to hosting a world-class sporting event.
The Council of Mayors started the bidding process for the 2032 Games to put a clear deadline on building the roads, bridges and rail our region will need for the next 20 years and beyond.
Council identified the need to invest in projects that protect and improve the Scenic Rim community’s way of life – not because of the Games but in time for the Games. On the basis that major road and transport projects can take a decade or more to plan and build, the need to get moving is critical to ensure preparedness in time for 2032.
With the Foundation City Deal on the table, Council seized an opportunity to identify regionally important projects - which are capable of triggering economic growth and delivering jobs - for consideration for funding from both the Queensland and Australian Governments.
The SEQ City Deal is a critical opportunity for all three levels of government to collaborate and its execution in March 2022 is a significant milestone in the delivery of regionally significant projects to anchor the future of the Scenic Rim. Projects under consideration within the CityDeal include a freight action plan to guide investment and works programming across South-East Queensland and a clearly articulated infrastructure strategy for the Bromelton State Development Area that will attract tenants and secure additional investment in the region. Council is supportive of the inclusion of an upgrade to the Mt Lindesay Highway, accelerated access to public assets and improved digital connectivity to maximise the NBN.
In Spring 2021, Council resurfaced (resealed) bitumen sections of various sealed Council roads across the region.
Council is responsible for approximately 962 kilometres of sealed roads, and in the three months prior to Christmas resurfaced (resealed the bitumen) of approximately 90 kilometres of those roads to ensure the Scenic Rim had a well-maintained, safe and interconnected transport network.
Bitumen resurfacing (resealing) not only improves the travelled surface for motorists, it acts as a waterproof barrier to improve the longevity of our roadways.
The road sections were selected as part of a prioritisation process that was largely based on the seal condition. A condition assessment of our roads is undertaken by industry experts every three years, with annual reviews by Council’s own staff with the data gained from both used in this process.
More than 230 sections of road were resurfaced by December. This was a great result for residents and visitors and part of Council’s ongoing commitment to an accessible and serviced region as set out in its Corporate Plan.
The table below provides a breakdown of the Scenic Rim’s transport network by road classification
Five busy thoroughfares and intersections across the Scenic Rim progressed safety upgrades to better protect the lives of motorists and pedestrians, with Council receiving approval for $1.745 million from the Australian Government’s Black Spot Program.
Some works progressed in 2021-2022 with others set to be delivered in 2022-2023. The projects varied depending on the individual project, and include new audio line markings, guideposts with reflectors, more guardrails, the installation of alignment markers, the installation of a single lane roundabout, warning signs and pedestrian refuges.
Once completed, these works will represent a significant investment into making our local road network better, to get residents home sooner and safer and was part of the Australian Government’s commitment to building safer roads right across the nation.
Council continues to regularly monitor crash locations within the Scenic Rim region as part of the ongoing capital works program development, for potential Black Spot funding nominations and to respond to requests from the community for infrastructure upgrades. The funding from the Australian Government has enabled fast tracking of a number of projects that may otherwise have taken years to deliver.
The Black Spots Program facilities safety enhancements including removal of vegetation from roadsides, installation of audio tactile line marking, signing, guideposts with reflectors and road seal, as well as changing horizontal alignment or slope of roads and inclusion of pedestrian refuges. Projects fully funded by the Black Spots Program include:
• Beechmont Road, east of Rhoades Rd, Witheren
• Beechmont Road, 500m section north of Farm Grove Road, Beechmont
• Install w-beam guardrail on road side. Munbilla Road and Ellis and Jackson Road intersection, Milora
• Birnam Street and James Street intersection, Beaudesert
• Birnam Street and Alice Street intersection, Beaudesert
Council will continue to work with the Queensland and Australian Governments to deliver more contemporary structures of concrete or steel to deliver a more accessible and serviced region, with safer and more flood resistant structures
Council will continue to work with the Queensland and Australian Governments to deliver its Waste Management and Resource Recovery Strategy 2021-2026
Council will deliver the Sports Infrastructure Strategy and the Community Facilities Strategy Council will develop a Camping Management Strategy
AREA OF FOCUS: The provision of services that align to the current and long-term (20 year) service level requirements of the Scenic Rim community.
ACTION Develop and maintain a full catalogue of Council’s services that specifies program objectives, service standards and cost to serve.
ACTIVITIES 2021-2022
1. Undertake a review of key operational areas of the business to enable the identification of service standards.
2. Commence documentation of current service levels and cost metrics.
Comprehensive list of Council’s services developed. 30 June 2022 50% Council’s full Service Level Catalogue developed. 25% 30%
TARGET ACTUAL Community has access to readily available information regarding Council’s full suite of services, including defined service standards and cost to serve.
KPI COMMENTRY: Listing of Council’s Services performed by its Parks and Gardens function was undertaken and completed. This has provided the necessary format for the organisation-wide development of Council’s Service Catalogue, following Council’s approval of a budget amendment to fund the balance of this component. Development of the full Council Service Catalogue will progress further in 2022-2023, with anticipated completion by 31 December 2023, subject to funding in future operational budgets.
AREA OF FOCUS: The provision of services that align to the current and long-term (20 year) service level requirements of the Scenic Rim community. Community dialogue about services
ACTION Develop and maintain a constructive dialogue with the community about service expectations and affordability.
ACTIVITIES 2021-2022
1. Engage with the community and highlight the successes and challenges faced by Scenic Rim Regional Council in maintaining financial sustainability.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Community engagement tool utilised to inform the 2022-2023 Annual Budget development process. 30 June 2022 50%
Fact Sheets relating to Council’s financial sustainability journey published annually on Council’s website. 4 1
TARGET ACTUAL Community has access to readily available information regarding Council’s full suite of services, including defined service standards and cost to serve.
KPI COMMENTRY: An enhancement to Council’s community engagement tool was procured late in 2021-2022 and it is intended that this will be used for the development of the 2023-2024 budget. There was some delay with progressing Fact Sheets in 2021-2022 due to resource constraints.
AREA OF FOCUS: The provision of services that align to the current and long-term (20 year) service level requirements of the Scenic Rim community. Council-controlled reserves
ACTION Ensure that the installation of private and utility infrastructure in Council-controlled reserves does not compromise the function and safety of Council’s infrastructure, or the visual amenity of the region.
ACTIVITIES 2021-2022 1. Ensure appropriate controls and standards for the installation of private and utility infrastructure in Council controlled reserves. 2. Establish an online platform that provides stakeholders with information regarding works on road reserves that may impact the transport network.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Community safety and visual amenity is preserved in Council-controlled reserves.
TARGET ACTUAL
Specifications developed for online platform to facilitate stakeholder visibility of works on road reserves. 30 June 2023 0%
Review of Council’s Provision of Road Network Policy and Road Closure Policy completed. 30 June 2022 75%
KPI COMMENTRY: Three consecutive declared disaster weather events, which occurred between November 2021 and May 2022, required resources to be reallocated to the response required to manage the road network and associated infrastructure. This reallocation of resources resulted in delays to the revision of the policies and the development of the specifications for an online platform.
AREA OF FOCUS: The provision of buildings and facilities that meet current and long-term (20 year) needs of the scenic rim community.
ACTION Adopt a sustainable and equitable approach to the provision and maintenance of community facilities and community sporting infrastructure that meets current and future community needs.
ACTIVITIES 2021-2022
1. Implement the Sports Infrastructure Strategy.
2. Implement the Community Facilities Strategy.
3. Develop service level catalogue content for community facilities and sporting infrastructure.
AREA OF FOCUS: Accessibility and reliability of council-controlled transport, flood mitigation and drainage infrastructure, with enhanced resilience.
Council-controlled transport and urban drainage infrastructure
ACTION Maintain oversight of Council-controlled transport and urban drainage infrastructure, including investment forecasts based on service requirements and asset condition modelling.
ACTIVITIES 2021-2022
1. Reconcile and integrate information contained in Council’s existing asset registers relating to footpaths, floodways and major culverts.
2. Undertake infrastructure condition assessments and comprehensive analyses of asset condition data sets as per the rolling five-year condition assessment program.
3. Assess current performance and further develop defined technical levels of service for infrastructure maintenance activities.
Prioritised program of works developed to address needs in sports infrastructure and community facilities. 31 December 2021 100%
Service level catalogue content for community facilities developed and presented to Council. 30 June 2022 80%
TARGET ACTUAL Council-controlled community facilities and sporting infrastructure meet the identified needs of the community.
Service level catalogue content for sporting infrastructure developed and presented to Council. 30 June 2022 70%
KPI COMMENTRY: Development of the Sports Infrastructure Strategy and the Community Facilities Strategy has progressed in 2021-2022 and final drafts have been prepared. However, they were not finalised due to COVID-19 impacts on resourcing and the reallocation of resources to support the response to three declared disaster weather events which impacted the region in 2021-2022. The service level catalogue development for community facilities and sporting infrastructure was expanded to include all infrastructure within Maintenance and Operations, therefore delaying the finalisation of this project.
AREA OF FOCUS: The provision of buildings and facilities that meet current and long-term (20 year) needs of the scenic rim community.
Camping Facilities
ACTION Develop and implement a strategy for the provision and oversight of a broad range of quality camping facilities on Council-controlled land across the region that meets current and future needs.
ACTIVITIES 2021-2022
1. Develop a Camping Facilities / Management Strategy.
4. Further progress the planning, development and phased implementation of the Enterprise Asset Management system solution.
5. Develop Asset Information Strategy that will set the direction for the effective management of Council’s transport and urban drainage asset data across the infrastructure lifecycle.
Sustainable asset lifecycle is assured through integration of asset planning and financial forecasting.
Completion of the external financial asset revaluation of Council’s Transport Asset Class (roads, bridges, major culverts) and Urban Drainage Asset Class.
30 June 2022 100%
Asset Information Strategy endorsed by the Executive. 30 June 2022 100% Footpaths, floodways and major culvert asset information is accessible across the organisation via Council’s corporate GIS platform by 31 March 2022. 100% 100%
KPI COMMENTRY: The comprehensive financial revaluation of Council’s Transport and Urban Drainage Asset Classes was completed before 30 June 2022. The Asset Information Strategy was endorsed by the Asset Management Steering Committee which includes the General Manager Asset Environmental Sustainability and General Manager Council Sustainability in 2021-2022. Footpaths, floodways and major culverts asset information and spatial locations were reconciled and uploaded to Council’s Corporate GIS platform, Intramaps, before 31 March 2022.
AREA OF FOCUS: Accessibility and reliability of council-controlled transport, flood mitigation and drainage infrastructure, with enhanced resilience.
Asset Resilience
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Camping Facilities Strategy developed and endorsed by Council. 30 June 2022 85%
TARGET ACTUAL Council-controlled community facilities and sporting infrastructure meet the identified needs of the community.
KPI COMMENTRY: The Camping Facilities Strategic Review was completed in 2021-2022 and a camping management strategy will be developed and delivered within 2022 - 2023.
ACTIVITIES
3. Develop Asset Information Strategy that will set the direction for the effective management of Council’s buildings and facilities
across the infrastructure
4. Improve the availability and accessibility of asset spatial information via Council’s GIS platform.
ACTION Incorporate resilience and service level criteria into asset design standards and specifications for infrastructure upgrades, rehabilitations and renewals, to ensure asset reliability during and following natural disaster events.
ACTIVITIES 2021-2022
1. In line with the Scenic Rim Climate Change Statement of Intent, develop a guideline that ensures climate change impacts are assessed as part of the prioritisation, planning, design and construction of Council’s critical infrastructure assets.
2. Update Council’s Transport Asset Management Plan to include specification of Council’s critical infrastructure assets.
3. Update the Asset Management Plans to include infrastructure renewal, rehabilitation and upgrade treatment options that will increase the resilience of Council’s critical transport assets against natural disaster events.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Updated Asset Management Plans are adopted by Council. 30 June 2022 100%
Updated Transport Asset Management Plan adopted by Council. 30 June 2022 100%
TARGET ACTUAL Council’s assets provide appropriate and sustainable levels of service.
KPI COMMENTRY: The updated 10-year capital works program, which reflects updated initiatives based on the asset management planning process, will be presented to Council for adoption with the Community Budget on 11 July 2022.
AREA OF FOCUS: The provision of open spaces that meet current and long-term (20 year) needs of the scenic rim community.
1. Reconcile and integrate parks and open space information contained in Council’s existing asset registers.
Asset Information Strategy endorsed by the Executive Leadership Team. 30 June 2022 100% Building and facilities asset information is accessible across the organisation via Council’s corporate GIS platform by 31 March 2022. 100% 100%
TARGET ACTUAL Sustainable asset lifecycle is assured through integration of asset planning and financial forecasting.
KPI COMMENTRY: The Asset Information Strategy was endorsed by the Asset Management Steering Committee in 2021-2022, which includes the General Manager Asset Environmental Sustainability and General Manager Council Sustainability. Buildings and facilities asset information and spatial locations were reconciled and uploaded to Council’s Corporate GIS platform, Intramaps, before 31 March 2022.
ACTION Maintain oversight of Council’s open spaces, including investment forecasts based on service requirements and asset condition modelling. ACTIVITIES 2021-2022
2. Undertake asset condition assessments and comprehensive analyses of asset condition data sets as per the rolling five-year condition assessment program.
3. Improve the availability and accessibility of asset spatial information via Council’s GIS platform.
4. Develop Asset Information Strategy that will set the direction for the effective management of Council’s parks and open space asset data across the infrastructure lifecycle.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Asset Information Strategy endorsed by the Executive. 30 June 2022 100%
Open space asset information is accessible across the organisation via Council’s corporate GIS platform by 30 June 2022. 100% 100%
TARGET ACTUAL Sustainable asset lifecycle is assured through integration of asset planning and financial forecasting.
KPI COMMENTRY: The Asset Information Strategy was endorsed by the Asset Management Steering Committee in 2021-2022 which includes the General Manager Asset Environmental Sustainability and General Manager Council Sustainability. Open space and parks asset information and spatial locations were reconciled and uploaded to Council’s Corporate GIS platform Intramaps before 30 June 2022.
AREA OF FOCUS: A sustainable program of local, higher order infrastructure delivery necessary to support population and economic growth..
ACTION Develop and review a 10-year capital works program annually, with a 20-year horizon forecast.
ACTIVITIES 2021-2022
1. Develop Council’s 10-year capital works program in line with Council’s long term financial plan.
AREA OF FOCUS: Advocacy for forward planning and delivery of state and statutory entity-controlled infrastructure and services to support population and economic growth.
State and Statutory Entity Controlled Infrastructure and Services
ACTION Conduct a review of the State and statutory entity-controlled registers for infrastructure and services considered critical to support population and economic growth in the region.
ACTIVITIES 2021-2022
1. Identify infrastructure and services controlled by other levels of Government or statutory entities that is critical to supporting population and economic growth in the region.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
10-year capital works program adopted by Council by 30 June 2022. 30 June 2022 95%
TARGET ACTUAL Council’s assets provide appropriate and sustainable levels of service.
KPI COMMENTRY: The 10-year Capital Works Program was endorsed by Council in 2021-2022 and will be presented to Council for adoption at the Special Meeting on 11 July 2022.
AREA OF FOCUS: A sustainable program of local, higher order infrastructure delivery necessary to support population and economic growth.
ACTION Review and maintain Council’s land and infrastructure holdings to ensure relevance for long-term strategic needs.
ACTIVITIES 2021-2022
1. Undertake review of Council land holdings.
2. Develop Property Divestment Plan.
3. Develop suite of standardised leasing templates.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Property Divestment Plan developed and adopted by Council. 30 June 2022 25%
Suite of standardised leasing templates completed. 30 June 2022 50%
TARGET ACTUAL Council’s assets provide appropriate and sustainable levels of service.
KPI COMMENTRY: A review of Council land holdings was substantially progressed during 2021-2022, however finalisation was delayed during Quarter Three and Quarter Four of 2021-2022 due to contractor resourcing availability issues. It is anticipated that the review will be completed late in the 2022 calendar year, with the property divestment plan to follow. Completion of standardised leasing templates was placed on hold pending completion of Council’s Sporting and Community infrastructure strategy.
List of existing
public
infrastructure (e.g.
TARGET ACTUAL Council’s advocacy enables the
of economic,
services
Gap analysis conducted to inform future roadside public transport infrastructure investment requirements. 30 June 2022 0
Guideline to incorporate community-based transport solutions in the planning and design of town streets upgrades and new facilities developed. 30 June 2022 25%
Number of meetings held with Queensland Government, private sector and community-based organisations to advocate for improved access to public transport services. 3 3
KPI COMMENTRY: Due to COVID-19 challenges and resource constraints during 2021-2022, there was no opportunity to liaise with the Department of Transport and Main Roads to explore future public transport plans and solutions. A gap analysis of roadside public transport infrastructure will need to rely on future public transport service plans of the Queensland Government in collaboration with Council’s requirements and demand from the community. Consultation with Transport and Main Roads will be progressed in the coming months to further understand public transport plans and solutions for the region.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
Infrastructure critical to support population and economic growth in the region informs the development of Council’s Advocacy Strategy.
31 March 2022 100%
TARGET ACTUAL Council’s advocacy enables the delivery of economic, social and environmental priorities across the region.
KPI COMMENTRY: Council chose not to update its Advocacy Strategy in 2021-2022 as it remains relevant. Advocacy continued through various channels, to highlight areas where additional infrastructure investment is required for the region. Council adopts an agile approach to advocacy, to identify opportunities to raise awareness about the need to invest in the region to achieve economic, social and environmental outcomes.
AREA OF FOCUS: Progression towards ‘zero avoidable waste to landfill’ as an economically viable operation, through collaboration and innovation.
ACTION Implement the Scenic Rim Regional Council Waste Management and Resources Recovery Strategy 2021- 2026. ACTIVITIES 2021-2022
1. Map Key Waste Streams.
2. Complete review of Waste Facilities and Services.
3. Conduct Kerbside Waste Audit to provide meaningful data to inform targeted education campaigns and infrastructure development.
Review of all existing waste facilities and services completed. 100% 55%
Key waste streams mapped and quantified. 100% 90%
TARGET ACTUAL Council’s assets provide appropriate and sustainable levels of service.
Total volume of waste disposed to landfill is decreased, resulting in value stream creation.
Waste Stream Diversion from Landfill options paper presented to Council. 100% 0% Waste Education Program materials developed. 100% 100% Number of waste education events held annually. 10 15 Waste baselines established to enable benchmarking against State Government targets. 100% 0%
KPI COMMENTRY: Data management and operational review projects were delayed due to impacts of flooding, COVID-19 and challenges to recruit to key vacant roles. This work provides a foundation for the implementation of the Waste Management and Resource Recovery Strategy and will continue to be delivered throughout 20222023.
AREA OF FOCUS: Progression towards ‘zero avoidable waste to landfill’ as an economically viable operation, through collaboration and innovation.
ACTION Collaborate with other Councils (Council of Mayors South East Queensland) and the relevant Queensland Government Departments to progress structural change for waste management within South East Queensland, including infrastructure and levy management. ACTIVITIES 2021-2022
1. Assist in the development of a 10 Year Regional Road Map to support COMSEQ Regional Waste Management Plan.
2. Participate in COMSEQ Waste Working Group meetings.
3. Plan and implement relevant actions from the COMSEQ Regional Waste
10 Year Regional Road Map
by
30 June 2022
Rebate protections
TARGET ACTUAL Council’s advocacy enables the delivery of economic, social and environmental priorities across the region.
100% 100% Funding secured from Queensland and/or
to
Government by 30 June 2022 to undertake trials of the use of
products. $50,000 $0
KPI COMMENTRY: The 10-Year Regional Road Map is being progressed by the Council of Mayors South East Queensland (COMSEQ) and Council provided all the necessary information to support its development. Funding has been
in principle, however negotiations continue in relation to undertaking trials using recycled product.
The social fabric or our growing region is friendly, active, healthy and inclusive.
• Received state-wide recognition for an Indigenous language project that has brought the community together.
• Increased community capacity to deal with the threat of natural disasters.
• Launched a new hiking program for women and girls.
• Supported grassroots organisations through the Community Grants Program.
• Unveiled plans for Tamborine Mountain’s new library.
• Continued to support arts and cultural development in the community.
Launch of the EmpowHER Women’s Hiking Program.
Queensland Reconciliation Week in June 2022 ended on a high note for Council with a Yugambeh language project receiving state-wide recognition at an awards presentation in Cairns. Council’s libraries were Highly Commended in the Community category of the Queensland Reconciliation Awards for the Jarjum Gurema Indigenous language children’s storybook which was launched in September 2021.
The award recognised the Council’s library team and community effort behind the project to encourage early literacy as well as a revival of the Yugambeh language in the region.
Jarjum Gurema’s vibrant original illustrations and online resources celebrate the local Mununjali dialect and encourage families with young children to share the language through story, song and dance.
Championed by footballer Jamal Fogarty, a proud Mununjali man, the book was created in partnership between Council and Mununjali Jymbi Support Services, Jabu Jabuny Club, and the Mununjali Playgroup and was made possible with funding from the Queensland Government and the State Library of Queensland’s First 5 Forever program, which encourages early literacy.
Through the sharing of stories, cultures and values, the project has also brought the wider community together and strengthened relationships between the Mununjali community and education providers.
Scenic Rim libraries have distributed 1,500 free copies of the book to families with children under five years old through sporting clubs, playgroups, early education facilities and family support services.
Council’s investment has benefited the community through the recognition and development of an awareness and connection to Indigenous culture as well as supporting literacy development and the strengthening of links between Indigenous and nonIndigenous people.
First 5 Forever is an initiative of the Queensland Government, coordinated by the State Library of Queensland and delivered in partnership with local government.
Items borrowed 247,973 223,530 188,309 132,386 133,054 Internet/PC bookings 17,610 24,188 19,812 2,969 6,090
WiFi internet bookings 12,962 142,807 105,591 125,268 125,000*
to housebound customers 3,277 2,413 2,216 1,954 1,514
Storytelling attendees 5,555 6,921 4,452 2,265 3,520
Holiday craft attendees 2,623 3,178 2,778 2,725 958
New members 2,185 2,093 1,479 1,424 2,477
Adult information session attendees # 1,879 1,919 1,058 449 10,653
Adult regular program attendees 4,646 5,380 4,277 2,798 1,341
Reservations placed 20,492 20,154 22,961 21,763 19,641
Online loans (digital resources) 10,474 22,618 30,126 33,219 37,753
Visits to libraries 205,638 199,160 149,697 112,442 128,209
* WiFi - Due to a system issue, it has not been possible to obtain WiFi booking data for 20212022 and an estimate has been provided.
# Attendance at adult technology information sessions have increased significantly in 20212022 due to increased interest following COVID-19 restrictions and a review of procedures for recording attendance. Some adult technology programming is delivered one on one as the need presents, providing increased capacity and these sessions are now included in this figure.
In October 2021 Council partnered with Making Good Alliance with support from Women of the World Festival (WOW) Australia to deliver a two-day Resilient Women event on Tamborine Mountain to empower and inspire women in regional areas.
The Resilient Women event was an uplifting, collaborative event where women could network and discuss the issues they face in their daily lives in a creative and supportive environment.
This unique program was jam-packed with a variety of events ranging from panel discussions, presentations, meditation, creative art workshops, story time, singing performances and a night market.
After last year’s cancellation of Brisbane’s Women of the World Festival due to COVID-19 restrictions, Queensland hosted a number of events called WOW Think Ins, designed for women in regional areas to hold conversations about the issues facing their communities.
Event organisers identified from those WOW Think Ins that Scenic Rim women want and need a safe space to connect and talk about issues such as homelessness, financial security, women in leadership and politics, and how to help people going through domestic violence.
This Resilient Women event on Tamborine Mountain kickstarted with a Resilient Women Arts Dinner on Friday 22 October 2021. The Arts Dinner celebrated and explored the things that make and shape resilient women and girls and is headlined by Mununjali/Wiradjuri artist Kim Walmsley, artist Colleen Lavender, photographer Carin Garland, Outland Denim Co-Founder Erica Bartle and award-winning singer Clea.
On Saturday 23 October 2021 the Resilient Women program included health and wellness activities, a wide range of workshops so participants could unleash their creative spirit, and information sessions with community and advocacy organisations.
One unique event called ‘Borrow a Resilient Woman’ was held at the Tamborine Mountain Library. Attendees were able to ‘book’ a resilient woman and ask her questions to find out how they have achieved their goals. The Resilient Women involved included professionals, immigrants, poets, archaeologists, artists and more.
Boonah functions held 305 312 243 338 318 Boonah attendees 14,170 11,216 13,392 10,058 9,020 Beaudesert functions held 539 549 404 357 335
Beaudesert attendees 21,147 20,573 18,847 7,694 9,179
Vonda Youngman Community Centre community hires and events NA 716 664 978 842
Vonda Youngman Community Centre attendees NA 18,683 15,563 14,710 11,274
Blast into Arts attendees 3,113 2,932 2,177 1,305 1,468
Arts Dinner attendees (July, September, October, March) 298 154 254 265 346
Arts dinner Online (July, August, September) NA NA 791 1,698 212
Council’s community grants provided much-needed support for grassroots organisations which rely heavily on volunteers and whose fundraising activities were impacted by COVID-19.
In November 2021, Council announced funding totalling $168,600 for 25 community groups from across the Scenic Rim under its COVID-19 community stimulus funding, with a further 12 local organisations sharing in more than $16,600 in the second round in January 2022.
Providing practical and timely financial relief to grassroots community groups and welfare organisations, that rely heavily on volunteers and donations, was part of Council’s broader strategy to support the region’s recovery through economic stimulus.
As the pandemic impacted many community organisations’ ability to raise much-needed funds, grants have assisted in meeting fixed costs such as insurance, rates or utilities, enabling them to continue to provide a range of sporting, cultural and outreach activities that support the Scenic Rim’s lifestyle.
Through its third economic stimulus package, Council allocated $250,000 specifically for community organisations that had been impacted by COVID-19 restrictions and lockdowns, and the response was overwhelmingly positive.
Not only was Council able to endorse the allocation of funds to all 17 eligible community groups that applied for the COVID-19 Community Grants, it was also able to provide funding for eight community organisations which narrowly missed out in a previous round of Council’s Community Grants (Major) program.
Twenty-nine community groups from across the region shared in more than $176,000 in funding under Round 1 of Council’s Community Grants Program 2021-2022 announced in September.
Funding provided for the update of facilities, purchase of new equipment and hosting of community events which help to strengthen the social fabric of the Scenic Rim and attract visitors to the region.
By supporting groups through financial assistance, Council helped not-for-profit organisations which are the backbone of Scenic Rim communities to develop and deliver a wide range of projects, activities and programs that provide cultural, recreational and community development opportunities in the region.
Groups, many of which rely heavily on volunteers, play an important role in helping Council achieve the goals in its Community Plan which was shaped by residents and designed to build healthy, engaged and resourceful communities.
Scenic Rim residents were invited to help shape the region’s new five-year Community and Culture Strategy to ensure future community spaces, programs and activities align with community expectations.
The community consultation ran for a month from September 2021, with residents encouraged to provide their input under five themes of: Health and Wellbeing; Community Places and Spaces; Heritage and Identity; Learning, Innovating and Creating; and Community Connections, Belonging and Pride.
The Community and Culture Strategy aims to consolidate three separate plans and policies that had previously provided the direction for Council’s health and wellbeing activities, libraries, and arts and culture within one strategy to create a strong sense of belonging and identity and foster community health.
Council coordinates community and cultural grants, delivers programs, manages venues, organises events, advocates on behalf of Scenic Rim resident and works with a range of service providers, community organisations, groups and volunteers to foster a strong and supported community.
As the strategy covers so many aspects of community life, Council encouraged feedback from people of all ages, cultural backgrounds, relationship status, ability levels and gender.
To help promote discussion in the community, Council provided ‘conversation kits’ to encourage people to gather around their kitchen table, in a lunchroom at their workplace or in their local community hall to share their ideas before submitting these to Council.
An online survey was also made available and younger members of the community were encouraged to provide their feedback through postcards to Council.
The strategy project team also convened focus groups and online meetings with local Indigenous groups, youth, community leaders, residents and other key stakeholders at locations across the region.
The five themes of the new Community and Culture Strategy are:
• Health and Wellbeing: Our wellbeing is a combination of our physical, mental, emotional and social health. It is shaped by where and how we grow, live, work, play and age.
• Community Places and Spaces: Community places and spaces are where we gather for recreational, educational, artistic, social or cultural activities. Our community places and spaces should be accessible and fit-for-purpose and support social inclusion and safety.
• Heritage and Identity: Scenic Rim’s character is derived from our history, built and natural features, community and our stories. There are a range of ways to express our local history and stories to reinforce our sense of place and community.
• Learning, Innovating and Creating: Gaining knowledge, learning new skills and cultural and artistic expression help us to build confidence, connect to each other and connect with where we live. We want to make sure Scenic Rim is a place where people of all ages can continue to learn, the arts can flourish, and we keep attracting creatives.
• Community Connections, Belonging and Pride: Our community pride and connection can be expressed in a range of ways, from public art on streets to a calendar of local events. This contributes to the liveability and quality of life for the people who live here and positions the Scenic Rim as vibrant and welcoming to visitors.
The draft strategy is to be adopted by Council in 2022-2023.
A performance and a workshop that will produce landmark works of art, and a project to help preserve the region’s rich heritage, were awarded a total of $32,135 in grants from the Scenic Rim Regional Arts Development Fund (RADF).
Funding for the three diverse projects were endorsed by Council on the recommendation of the Scenic Rim Arts Reference Group.
Five applications for funding in the second round of grants for 2021-2022 were considered by the Scenic Rim Arts Reference Group and assessed against criteria based on RADF guidelines and priorities identified in Council’s Arts and Cultural Policy and Corporate Plan Scenic Rim 2026
The RADF grants represent an excellent return on investment for the community, with funding of $32,135* set to deliver projects with a total value of almost $127,000.
Grants were also awarded to: Goat Track Theatre Company for a theatre in the round experience on Tamborine Mountain; the 4275 Collective for a workshop to inspire local creatives to produce murals in the Canungra township and the Canungra and District Historical Association for a digital cataloguing workshop to help preserve its collection.
Council believes that the grants will support organisations which enrich the cultural life of Scenic Rim communities and celebrate the region’s heritage and its identity.
Goat Track Theatre Company’s grant will help to mount a production of the Life of Galileo, casting actors in the older youth category of 16 to 26 as they are often left out of projects that tend to favour high school teens and children.
Funding for the 4275 Collective’s Wallflower Project, which provides for a two-day workshop, aims to inspire local artists to create a mural on a Canungra building.
Training in the MOSAiC collections management system by members of the Canungra and District Historical Society will benefit local historians working across our regional museums to preserve our region’s heritage for future generations.
The Regional Arts Development Fund (RADF) is a partnership between the Queensland Government and Scenic Rim Regional Council to support local arts and culture in Regional Queensland.
A school celebration, which brought people from across Queensland back to the Scenic Rim, and individuals who represent vital threads in the social fabric of their community were recognised in Council’s 2022 Australia Day Awards.
Postponed in January due to COVID-19, the Australia Day Awards presentation was held in conjunction with a citizenship ceremony and the Scenic Rim Queensland Day celebrations at Jubilee Park, Beaudesert, in June.
The much-anticipated and long-awaited awards were presented in five categories - Community Event of the Year, Citizen of the Year (16-30 years), Citizen of the Year (31-65 years), Citizen of the Year (65+ years) and the Mayor’s Award - by Scenic Rim Mayor Greg Christensen.
Judged the most outstanding community event of 2021, Peak Crossing State School’s 150th anniversary on 4 September welcomed 1500 guests from across Queensland, including a 100-year-old past pupil, Joan Bradshaw, and brought the school and wider community together in celebration of the achievements of students, teachers and volunteers.
Scenic Rim’s Citizen of the Year (16 to 30 years) was Cameron Mansfield, whose involvement with the Canungra Owls began as a six-year-old in the Under 11s team, which won the soccer club’s first-ever grand final.
Graham Stumer’s more than 37 years of service with the State Emergency Services (SES) Boonah Group was recognised with the award of Citizen of the Year (31 to 65 years).
Citizen of the Year (65+ years) was Wilson Neuendorf who, although well in his 80s, continues to work for the Boonah, Kalbar and wider Scenic Rim communities.
The Mayor’s Award was presented to Barbara Proudman, who since 2001, has been the owner and manager of the Tamborine Times newspaper and a keen supporter of the arts, festivals and community events.
The Scenic Rim Australia Day Awards are a highlight of Council’s cultural calendar, recognising the contribution of those who have worked year-round, often over many decades and in challenging circumstances, to make a positive difference to community life.
Twenty-nine community groups from across the Scenic Rim shared in more than $176,000 after receiving funding under Council’s Community Grants Program 2021-2022
Council said it was important to support grassroots community groups and welfare organisations as they continually go above and beyond to make a difference in their communities.
The Scenic Rim are lucky to have so many kind and compassionate people who strive to make a difference in the lives of others every single day.
By supporting groups through financial assistance, we were able to help them deliver and develop a wide variety of projects, activities and programs that provide cultural, recreational and community development opportunities in the region.
Council believes that these groups, many of whom rely heavily on volunteers, are the backbone of our towns and villages, and play an important role in helping Council achieve the goals in its Community Plan which was shaped by residents and designed to build healthy, engaged and resourceful communities.
The following Major Community Grant applications were successful:
Boonah Golf Club Multi-purpose shed $18,530.00
Guides QueenslandBeaudesert Girl Guides Gutters and roof repair on Beaudesert Hut $9,000.00
Scenic Rim Freemasons Upgrade toilet facilities and kitchen $20,000.00
Selwyn Park Sporting Management Association Seed funding for field lighting $20,000.00
The following Minor Community Grant applications were successful:
Beaudesert Bowls Club Purchase new kitchen stove $4,495.00
Beaudesert Meals on Wheels Computer $1,500.00
Beechmont Anzac Committee PA system $2,999.00
Boonah District Chamber of Commerce Threads of Christmas $5,000.00
Boonah Organisation for a Sustainable Shire Boonah Community Recycling Program $3,252.00
Canungra Information and Historical Association Photocopier $4,091.00
Fassifern Bridge Club Automated Dealing Machine $4,880.00
Fassifern Lions Club Kalbar Country Day $4,900.00
Historical Society of Beaudesert Health and Safety Equipment $1,489.65
Kalbar Baptist Church Kalbar and District Australia Day Awards $3,210.00
Kooralbyn Community Centre Management Committee Office and storage equipment $3,027.97
Lions Club of Beaudesert Carols in the Park 2021 $1,500.00
Milbong and District Classic Tractor Club Heritage Day $5,000.00
Rotary Club of Beaudesert Meeting room furniture $4,914.00
Tamborine Mountain Community Kindergarten Reading Corner Refurbishment $2,008.80
Tamborine Mountain Community Men’s Shed Replace band saw $3,289.00
In 2021-2022 Council’s Be Healthy and Active program was proud to offer 44 different health and wellbeing activities. These initiatives were delivered by 27 local businesses and organisations. More than 3,000 participants attended the program throughout the year.
More than 600 people attended Council’s annual free Get Savvy Health and Wellbeing Expos in Boonah, Beaudesert and Tamborine Mountain. From our savvy seniors to parents of pre-schoolers, there was an abundance of information on diet and nutrition, how to stay fit and well, and the range of services offered by community organisations and private health providers.
Council’s EmpowHER hiking program delivered 75 guided hikes with more than 800 tickets sold (out of 900 available). Wet weather impacted the delivery of some of the hikes with 20 hikes being re-scheduled. EmpowHER was nationally recognised winning the Programs and Activities Award at the 2022 Australian Sport, Recreation and Play Innovation Awards.
Council received $75,000 from Queensland Health to deliver Cuppa in the Communi-Tea across the Scenic Rim. The program, which is aimed at addressing social isolation, was delivered across eight rural townships in collaboration with the mobile library service and service providers who share information and resources regarding local services. As part of this holistic community development model, local community groups provide refreshments so that members of the community can connect over a cuppa. The program commenced in March 2022 and is funded until June 2023. In the first three months of the program, 447 people attended with positive reception from these smaller rural communities, increased usage of the mobile library and new connections with local community groups.
$97,530.00
Tamborine Pony Club Lights at show jumping arena $10,000.00 Wild Mountains Trust Wild Mountains main hall ceiling $20,000.00 TOTAL FUNDING
Tamborine Mountain Croquet Club Computer $2,000.00
Tamborine Mountain Orchestral and Choral Society Orchestra concerts $5,000.00
Tamborine Pony Club Upgrade training and competition surfaces $5,000.00
The Scout Assn of Aust QLD Branch - Tamborine Mountain Scout Group Install gutters and downpipes to Scout Den $4,000.00
Traditional Mununjali Elders Aboriginal Corporation ‘Maren’ Yarning and Weaving workshop $3,000.00
Turning Canungra Pink ‘Turning Canungra Pink’ event $3,500.00
U3A Tamborine Mountain Equipment $1,166.35
FUNDING ALLOCATED $79,222.77
Council
with
Animal Welfare League of Queensland’s National Desexing Network and local vets to offer a subsidized desexing program to
more unwanted domestic animals in the region.
Uncontrolled
harm to
Desexing programs
an investment by the region in protecting pets and the Scenic Rim’s natural environment.
Council
for rehoming
Council manages a diverse range of health services programs enforcing Queensland and Local Laws to ensure the community’s health, safety and amenity are protected.
The main program in this area is the Food Safety Program. It is managed by Council’s environmental health officers who are trained to work with our licenced food premises to ensure that they understand the legislative requirements of the business owners to enable them to produce safe food for the community. Council works closely with external agencies and other Council business units such as Regional Prosperity, all which have an interest in ensuring we have safe and flourishing businesses.
Training by the Australian Red Cross and Queensland Fire and Emergency Services has better prepared the Scenic Rim’s Community Disaster Volunteers to fulfil their roles.
In recent years, the Scenic Rim region has endured severe thunderstorms, flash flooding and devastating bushfires, highlighting the need for Community Disaster Volunteers to be well prepared for any emergency.
Council’s Community Disaster Volunteers are all local people who came forward to learn the necessary skills enabling them to provide support before, during and after natural disasters to ensure the safety of everyone in their communities.
During Get Ready Queensland Week in October 2021, Council urged Scenic Rim residents to get to know their neighbours and start preparing their homes and businesses for the forecast season of severe weather which brought flooding to the region in early 2022.
As the most disaster-impacted state in Australia, Queensland has experienced almost 90 disaster events in the past decade and some members of the Scenic Rim community are still recovering from the devastating consequences of ex-severe Tropical Cyclone Debbie in 2017 and the Black Summer Bushfires of 2019-2020.
Other business activities managed by the team include certain accommodation venues such as camp grounds, caravan parks and other operations that involve shared facilities. They also help in assessing and ensuring temporary entertainment events across the region are conducted in a safe and secure manner for the benefit of its patrons and surrounding neighbours.
Other public health and amenity programs are managed to ensure residents are educated and protected from issues relating to but not limited to, noise, dust, asbestos, clandestine drug laboratories, overgrown allotments and unsightly premises. They also have a role in helping prevent communicable diseases by providing advice and investigating concerns raised with water, mosquitoes and COVID.
The team also plays an important part in protecting the health of our environment, including responding to requests raised by the public in relation to litter and waste dumping, water and land contamination.
Red Cross evacuation centre training was held at Tamborine Mountain and Boonah in September 2021 to prepare volunteers for the activation of evacuation centres or places of refuge.
The volunteers learnt valuable skills on how to effectively and safely run an evacuation centre for residents who may be impacted by future bushfires, floods or severe thunderstorms.
The Community Disaster Volunteers will connect with Council, the Australian Red Cross and other emergency services to help understand the community’s strengths and vulnerabilities so Council can better support them in an emergency.
Volunteers were taught about sheltering practices, including COVID-19 considerations, opening and closing preparations, registration and intake responsibilities, the availability of support from other agencies and reporting.
They have also undertaken other training modules, including what it means to be prepared, understanding resilience, encouraging preparedness, and Mental Health First Aid.
Council is grateful to the dedicated Community Disaster Volunteers for their willingness to go above and beyond to make the Scenic Rim a safer place in which to live.
In preparation for the summer of 2021-2022, Council urged residents to complete the emergency checklist in it’s If a disaster struck, Would you be ready? booklet, which was included in the disaster preparedness package delivered via a region-wide letterbox drop to households in July 2021.
In the previous 12 months Queensland’s population growth, at 1.6 per cent, was the highest of any Australian state and territory and the Scenic Rim welcomed many new residents.
Council encouraged members of the community to update their own ‘what if’ plans and to reach out to their new neighbours to make them aware of local conditions and the roads which could be impacted by flash flooding.
Council will finalise and adopt the ‘Innovate’ Reconciliation Action Plan.
The Scenic Rim’s new Mobile Library Service will become fully operational in 2022-2023.
Council will continue to develop and deliver a range of programs to promote community health and wellbeing. It will continue to partner with other levels of government and community agencies to identify, advocate for, and facilitate improved access to community and social services.
AREA OF FOCUS: Enduring social connectedness that drives positive community participation and contribution. Community Activities
ACTION Identify, deliver and support community activities that connect residents of the Scenic Rim.
ACTIVITIES 2021-2022
1. Deliver collaborative programming that supports community learning, networking and gathering.
2. Progress the Scenic Rim Community and Culture Strategy 2021-2026 for adoption by Council.
3. Implement year-one actions from the Scenic Rim Community and Culture Strategy 2021-2026. INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
The community has access to a broad range of resources that drive increased community capability and resilience.
Existing, new and returning residents are motivated to participate in the community, resulting in strong and inclusive social networks and increased resilience.
Increase in number of locations where community can access the Mobile library van in smaller rural towns. 6 15
Increase in the number of community and library programs delivered annually through the mobile library in partnership with community groups. 6 6
Number of Wi-Fi enabled devices available for community use through the mobile library. 12 12
Increase in the number of activities delivered at community halls. 6 10
Scenic Rim Community and Culture Strategy 2021-2026 developed and adopted by Council. 30 September 2022 75%
Year-one actions from the Scenic Rim Community and Culture Strategy 2021-2026 NA NA
KPI COMMENTRY: Council consulted with the community during September and October 2021 on the development of the new Community and Culture Strategy. Development of the strategy was subsequently delayed due to impacts of COVID-19 and to consider alignment with other strategies being adopted across Council. The draft strategy will be presented to Council in 2022 - 2023, with further community consultation to inform the final strategy. This single, consolidated strategy will confirm Council’s priorities and create a more streamlined and focused approach towards realising our community and cultural aspirations for a region that is inclusive, welcoming, resilient and more connected into the future. The interim Click and Collect Outreach Service started on 15 November 2021 to provide services to remote locations, while the new Mobile Library van is undergoing fit-out. The service, which has been well received by the community, operates on a new timetable visiting and trialling 15 locations, an increase from 9 locations visited by the previous mobile library service. Weather events impacted accessibility for some locations. The Click and Collect Service has joined with the Cuppa in the Communi-Tea program and visited eight different locations. This has provided an integrated program for the community and allowed Council to connect with community members, providing them with books and resources. There have been 130 new library members join, engagement with 1,125 people and 2,462 books loaned since the interim service commenced in November 2021.
AREA OF FOCUS: Enduring social connectedness that drives positive community participation and contribution. Inclusion
ACTION Lead or partner in the delivery of initiatives that drive social change, cultural diversity and connectedness. ACTIVITIES 2021-2022 1. Partner with First Nation groups to deliver arts, cultural and community programs.
2. Deliver programs that drive social change, cultural diversity and connectedness.
Existing, new and returning residents are motivated to participate in the community, resulting in strong and inclusive social networks and increased resilience.
The community has access to a broad range of resources that drive increased community capability and resilience.
Number of programs delivered with, by and for Indigenous Community annually. 3 3 Youth Leadership Program evaluated to ensure that it is meeting the needs of young people. 30 June 2022 100%
Number of story books distributed to community members as part of the “Yugambeh Language Project” 1,500 1,500
KPI COMMENTRY: The Youth Leadership program was evaluated during 2021-2022 and an update was presented, with Council endorsing the recommendation to continue the program for Year 6 and Year 10 leaders across Scenic Rim schools in 2022. The ‘Jarjum Gurema’ story book project was selected as one of three finalists in the Community section of the 2022 Queensland Reconciliation Awards. The project was awarded the runner up ‘Highly Commended’. All 1500 ‘Jarjum Gurema’ books were distributed free of charge within the community during 2021-2022. The YouTube videos that support this book and teaching resources are still available through the library website and video clips featured on large TV screens in the libraries across the region as well as being used in children’s events.
AREA OF FOCUS: Enduring social connectedness that drives positive community participation and contribution. Reconciliation
ACTION Develop and Implement the Scenic Rim Reconciliation Action Plan.
ACTIVITIES 2021-2022
1. Develop the Scenic Rim Regional Council “Innovate” Reconciliation Action Plan.
The inaugural Scenic Rim Reconciliation Action Plan is evidenced by action.
AREA OF FOCUS: Increased capacity and community aspiration for improved health and wellbeing. Active Lifestyles
ACTION Plan and provide an environment and opportunities that entice the community to participate in an active lifestyle.
ACTIVITIES 2021-2022
Strategic roadmap for Reconciliation Action Planning presented to Council. 30 June 2022 100%
Scenic Rim Regional Council “Innovate” Reconciliation Action Plan developed by 30 June 2022. NA NA
KPI COMMENTRY: Discussions commenced with the relevant stakeholders to develop the Reconciliation Action Plan (RAP) in 2021-2022, however development of the final RAP was delayed due to changes to Reconciliation Australia’s requirements. The project will continue to progress and the RAP will be finalised in 2022-2023.
AREA OF FOCUS: Enhanced community involvement that increases resilience, capability and resourcefulness.
ACTION Design, develop and deliver resources to educate, build awareness and increase capacity and resilience in the community.
ACTIVITIES 2021-2022
1. Collaborate and engage with key stakeholders and agencies to better understand priorities and aspirations that increase capacity and resilience in the community.
2. Develop and implement programs, in collaboration with key stakeholders and agencies, that build capacity and resilience in the community.
The community has access to a broad range of resources that drive increased community capability and resilience.
Workshops delivered to improve community capacity. 20 23
Number of issues of newsletter to improve communication with local community groups and build increased capacity and resilience. 4 4
New resources developed annually to keep the community informed about local events. 2 3
KPI COMMENTRY: Council delivered a number of workshops and capacity building programs throughout 2021-2022 including Disaster Resilience workshops, Community Preparedness Workshops, Back on Track Capacity Building Workshops, Mental Health First Aid and Evacuation Centre training. Council stays in touch with community groups through regular newsletters that keep them informed about local happenings including Cuppa in the Communi-Tea, training opportunities, disaster preparedness messaging and showcasing stories about local volunteers. The libraries have delivered a number of workshops and capacity building programs including MyGov sessions, craft workshops, creative writing workshops, NBN sessions, Fit for Life, poetry writing, technology sessions and mental health wellness sessions. Scenic Rim Library Service launched the Scenic Rim Library App which is an integrated App providing a smart and easy way for library members to access their library account anywhere and at any time. The App allows customers to browse the catalogue, access eResources, book library events and programs, book public library computers, watch First 5 Forever videos and clips, access library timetables and use eBooks and eAudio resources. The App keeps the community informed and connected about library and local events.
AREA
ACTION
Existing, new and returning
are motivated to participate in the community, resulting in strong and inclusive social networks and increased resilience.
recognition programs for community volunteers. 1 4
Increased volunteer participation (hours). 10% 12.5%
Number of Community Disaster Volunteers trained by 30 June 2022. 10 35
KPI COMMENTRY: Council hosted a Volunteer Thank You morning tea for community members who volunteer at Council libraries and cultural centres, assist community events across the region, as well as Community Disaster Volunteers. In 2021-2022, 35 Scenic Rim locals signed up to become a Community Disaster Volunteer (CDV) and Council continued to build the capacity of CDVs to respond and prepare for disasters. This included assisting Council with Evacuation Centres and/or Places of Refuge as well as providing preparedness information and resources beyond disaster events to build capacity and resilience within local communities. Monthly newsletters were distributed to CDVs to keep them informed and connected to the program. The CDV program was nominated for the Local Government Managers Association (LGMA) Queensland Awards for Excellence in 2022 for the Community Shaping Category.
1. Develop concept designs for Spring Creek Master Plan by 31 March 2022, subject to funding.
2. Secure funding for Stage 1 projects for the Spring Creek Master Plan by 30 June 2022, subject to funding.
The community has access to recreational infrastructure and opportunities that enable improved health and wellness.
Concept designs Spring Creek Master Plan completed, subject to funding. 30 June 2022 0%
Funding for Stage 1 projects for the Spring Creek Master Plan secured by 30 June 2022. $1,000,000 $0
KPI COMMENTRY: Council was unable to secure external funding for concept designs in 2021-2022, which is essential for progressing Stage 1 and future stages of the Spring Creek Master Plan. Council will continue to consult with key stakeholders and investigate external funding opportunities to deliver this project for the Scenic Rim region.
AREA OF FOCUS: Increased capacity and community aspiration for improved health and wellbeing. Health and Wellness
ACTION Develop and deliver a range of programs to promote and facilitate community health and wellness.
ACTIVITIES 2021-2022
1. Deliver programs that focus on improving health and wellbeing outcomes for the Scenic Rim community.
2. Explore external funding opportunities to promote and facilitate community health and wellbeing outcomes.
INDICATOR FOR SUCCESS KEY MILESTONE / KEY PERFORMANCE INDICATOR
The community has access to recreational infrastructure and opportunities that enable improved health and wellness.
Number of health and wellbeing programs run annually. 10 10
Value of external funding secured by 30 June 2022 to deliver programs that facilitate health and wellbeing outcomes. $75,000 $75,000
KPI COMMENTRY: More than 600 people attended Council’s annual free Get Savvy Health and Wellbeing Expos at Boonah, Beaudesert and Tamborine Mountain. Be Healthy and Active offered 44 different health and wellbeing activities, delivered by 27 local businesses and organisations. More than 3,000 participants attended the program throughout the year. Council received $75,000 from Queensland Health to deliver Cuppa in the Communi-Tea across the Scenic Rim. The program, which is aimed at addressing social isolation, was delivered across eight rural townships in collaboration with the mobile library service and service providers who share information and resources regarding local services. As part of this holistic community development model, local community groups provide refreshments so that members of the community can connect over a cuppa. The program commenced in March 2022 and is funded until June 2023. In the first three months of the program, 447 people attended with positive reception from these smaller rural communities, increased usage of the mobile library and new connections with local community groups. The EmpowHER hiking program delivered 75 guided hikes and has exceeded all expectations with more than 800 tickets sold (out of 900 available). Wet weather impacted the delivery of some of the hikes with 20 hikes being re-scheduled. EmpowHER was nationally recognised winning the Programs and Activities Award at the 2022 Australian Sport, Recreation and Play Innovation Awards.
OF FOCUS: Advocacy and partnerships that ensure the community’s access to essential social services and infrastructure.
Advocacy for Improved Access to Community and Social Services
ACTION Participate in strategic discussions and/or partnerships with all levels of government and community agencies to identify, advocate for, and facilitate improved access to community and social services.
ACTIVITIES 2021-2022
1. Advocate and work in partnership with government and community stakeholders to improve access to community infrastructure and social services.
Productive discussions with government and agency partners facilitate the community’s access to required human and social services.
Number of events, forums or collaborative conversations hosted to address key issues in the community. 4 14
KPI COMMENTRY: Council participated in collaborative conversations with local service providers and agencies to discuss key issues impacting the Scenic Rim, including homelessness and housing affordability, mental health, and drug and alcohol counselling services. Council hosted comedy events in Beechmont and Aratula during 2021-2022 provided recovery and resilience support for communities directly impacted by 2019 Black Summer bushfires. Council also engaged Mary O’Brien (mental health advocate) to deliver Are you bogged mate? sessions in Kerry and Kalbar.
This section of the report contains information which is prescribed by the Local Government Act 2009 and Local Government Regulation 2012 to be disclosed in Council’s annual report for the period.
(a) During the period Council operated the following business activities:
Roads
Waste collection
Building certification
(b) None of the above activities satisfied the statutory threshold for classification as a significant business activity.
(c) Council applied the competitive neutrality principle to these business activities.
(d) None of these business activities commenced operations during the period.
The value of remuneration packages of senior management employees was:
EFFECTIVE 30/06/2022 NUMBER OF SENIOR MANAGEMENT
$100,000 - $149,999 0
$150,000 - $199,999
$200,000 - $249,999
$250,000 - $299,999
$300,000 - $349,999
$350,000 - $399,000 0 $400,000 - $450,000 1
LOCAL GOVERNMENT REGULATION 2012
(a) The general purpose financial statement is shown on pages 110 to 146.
(b) The current year financial sustainability statement is shown on page 147.
(c) The long-term financial sustainability statement is shown on page 151.
(d) The Auditor-General’s audit reports about the general purpose financial statements and the current year sustainability statement.
The Community Financial Report for the period is shown on pages 22 to 27.
There were no Particular resolutions for the financial year 2021-2022.
(a) Remuneration and superannuation payments to Councillors during 2021-2022 were as follows:
Gregory Christensen $132,650 $15,918 $148,568
Derek Swanborough $70,469 $8,456 $78,925
Jeffrey McConnell $71,617 $8,594 $80,211
Virginia West $70,469 $8,456 $78,925
Michael Enright $81,757 $9,811 $91,568
Marshall Chalk $70,469 $7,047 $77,516
Duncan McInnes $70,469 $8,456 $78,925
(b) The cost of expenses incurred by, and the facilities provided to Councillors in 2021-2022 was as follows:
Gregory Christensen $589 $7,568 $4,365 $12,522
Derek Swanborough $589 $5,437 $471 $6,497
Jeffrey McConnell $589 $4,095 $2,740 $7,424 Virginia West $589 $3,461 $0 $4,050
Michael Enright $589 $2,631 $2,577 $5,797 Marshall Chalk $589 $5,002 $471 $6,062
Duncan McInnes $589 $3,751 $471 $4,811
(c)
FOR THE FINANCIAL
1. THE TOTAL NUMBER OF THE FOLLOWING
orders made under Section
and
(i) The name of each Councillor for whom a decision, order or recommendation mentioned in paragraph (1) was made
1) Derek Swanborough
2) Greg Christensen
(ii) A description of the unsuitable meeting conduct, inappropriate conduct or misconduct engaged in by each of the Councillors;
1) The Councillor occasionally failed to prepare for workshops, briefings and meetings adequately. The Councillor occasionally failed to engage with presentations or background introduction of issues, working on emails instead and that the Councillor occasionally misrepresented Mayor Christensen’s comments.
2) Council found that in a meeting on 8 June 2020, Mayor Christensen stated that a participant was slow and that he would speak slower so that he could understand what he was saying. Council found these comments to contravene a behavioural standard outlined in the Councillor Code of Conduct.
(iii) A summary of the decision, order or recommendation made for each Councillor; and
1) That the Councillor must attend training on Code of Conduct for Councillors in Queensland being held on Tuesday, 14 December 2021; and That the Councillor must make a public admission at the next Ordinary Meeting being held on 18 January 2022, that he has engaged in inappropriate conduct.
2) No action to be taken.
(i) complaints referred to the assessor under Section 150P(2)(a) of the Act by the local government; a Councillor of the local government and the chief executive officer of the local government. 12
(ii) matters, mentioned in Section 150P(3) of the Act, notified to the Crime and Corruption Commission 2
(iii) notices given under Section 150R(2) of the Act; 16 (iv) notices given under Section 150S(2)(a) of the Act 0 (v) decisions made under Section 150W(1)(a) of the Act; 15 (vi) decisions made under Section 150W(1)(b) of the Act; 1 (vii) decisions made under Section 150W(1)(e) of the Act; 25 (viii) referral notices accompanied by a recommendation mentioned in Section 150AC(3)(a) of the Act 2 (ix) occasions information was given under Section 150AF(4)(a) of the Act 0 (ix) occasions the local government asked another entity to investigate, under chapter 5A, part 3, division 5 of the Act for the local government, the suspected inappropriate conduct of a Councillor 11 (x) applications heard by the conduct tribunal about the alleged misconduct of a Councillor 0
A report regarding implementation of Council’s Administrative Action Complaints Process is shown on page 57
The annual report for a financial year must contain information about any overseas travel made by a Councillor or local government employee in an official capacity during the financial year.
No overseas travel was undertaken by the Councillors or Council employees in an official capacity during 2021-2022.
(a) Grants from Council Programs were:
(1) The annual report for a financial year must contain the following information:
(a) The Chief Executive Officer’s assessment of the local government’s progress towards implementing its fiveyear corporate plan and annual operation plan.
The assessment of Council’s implementation of the Corporate Plan Scenic Rim 2026 and the Operational Plan 2021-2022 is included on pages 28 to 103.
(b) Particulars of other issues relevant to making an informed assessment of the local government’s operations and performance in the financial year.
Pages 28 to 103 provide a detailed assessment of Council’s performance for the year.
(c) An annual operations report for each commercial business unit.
Council did not operate any commercial business units during 2021-2022.
(d) Details of any action taken for, and expenditure on, a service, facility or activity supplied by another local government under an agreement for conducting a joint government activity and for which the local government levied special rates or charges for the financial year.
Council did not levy any special rates or charges for a service, facility or activity supplied by another local government.
(e) The number of invitations to change tenders under Section 228(8) during the financial year.
No invitations to change tenders were issued during the year.
(f) A list of registers kept by the local government.
The following registers were kept by Council during 2021-2022:
- Register of Interests
- Outcomes of Complaints against Councillors - Register of Delegations
- Council Policies
- Register of Local Laws
- Register of Cost Recovery Fees
- Register of Impounded Animals
- Dog Registry - Road Map and Register
- Asset Register
- Register of Council Business Activities
- Register of Pre-qualified suppliers
- Register of On-site Sewerage and Greywater Facilities
- Register of Backflow Prevention Devices
- Burial Register
- Related Parties Register
- Infrastructure Charges Register
- Register of Resolutions About Land Subject to Flooding
- Register of Notices given under Section 251 Building Act 1975
- Register of Pest Control and Entry Notices
- Register of Development Applications
- Register of Decision Notices re Development Applications
- Register of Licenses under the Food Act 2006
- Register of Licenses under the Public Health (Infection Control and Personal Appearance Services) Act 2003
(g) A summary of all concessions for rates and charges granted by the local government.
In accordance with Section 130 of the Regulation, a discount of five per cent was allowed on general rates only for the 2021-2022 financial year, only if the total amount of all rates and charges included on an assessment for which the discount is allowed and all
overdue rates and charges, is received by Council on or before the due date for payment, within 31 days from date of issue shown on the rate notice.
At a Special Council Meeting held on 17 August 2021 Council approved the Scenic Rim Economic Stimulus Package 3: COVID-19 to minimise the impact on the Scenic Rim’s economy.
As part of this package Council endorsed the the extension of the due date for payments for the first half yearly rates issued from the original due date of 19 August 2021 to 17 September 2021.
Council endorsed the application of existing provisions in the Financial Hardship Policy FI02.05CP to extend to all ratepayers by suspending the levying of calculated interest on all outstanding rates and charges balances for the period 1 August to 31 December 2021.
Council endorsed the concession applicable for Financial Hardship: Extraordinary Circumstances be based on twotier approval that include:
• waiving of applicable interest on overdue rates and charges and suspending applicable debt recovery actions; or
• suspension of debt recovery actions.
As part of Council’s commitment to preserving the environment, a whole or partial concession on the General Rate was provided to owners of land who entered into a Voluntary Conservation Covenant and/or a Voluntary Conservation Agreement, depending on the portion of the area of the conservation area defined in the Voluntary Conservation Covenant/Agreement for the total area of land.
In 2021-2022, Council granted a full rebate of the general rate, separate charge and the waste disposal utility charge to:
• Sporting groups and associations on Council-owned and controlled land that do not have a liquor licence;
• Not-For-Profit Organisations
• Not-For-Profit Community Service Providers
In 2021-2022, Council granted a full rebate of the separate charge and the waste disposal utility charge and a partial rebate on the general rate to:
• Stock dips and pump sites held separately from the balance of holdings or held separately by trustees; and
In 2021-2022, Council granted a full rebate of the separate charge and the waste disposal utility charge and a partial rebate on the general rate to:
• Land identified as Historic Subdivisions under the Boonah Shire Council Planning Scheme.
Council also granted a rebate of the lesser of $200 or 20 per cent of the gross rates and charges levied on rateable properties owned and occupied by totally and permanently incapacitated (TPI) veterans holding a TPI Gold Card.
(h) The report on the internal audit for the financial year is shown on page 56.
(i) A summary of investigation notices given in the financial year under Section 49 for competitive neutrality complaints and
(j) the local government’s responses in the financial year on the Queensland Competition Authority’s recommendations on any competitive neutrality complaints under Section 52(3).
Council did not receive any investigation notices about competitive neutrality complaints and no competitive neutrality complaint reports were received or responses required during the period.
Infrastructure charges revenue and expenditure reporting (actual and forecast) and trunk infrastructure information summary Scenic Rim Regional Council Date of update:
Total amount of infrastructure charges revenue collected (by way of infrastructure charges
amount of infrastructure charges that were offset (i.e. infrastructure provided by a developer in lieu of
the
infrastructure charges revenue spent on the supply of trunk infrastructure
charges that
infrastructure charges
Trunk infrastructure description
LGIP reference number (if applicable)
Trunk infrastructure network
Suburb or locality of trunk infrastructure
Method of infrastructure delivery (council or developer contributed)
Infrastructure value ($’000)
Kerry Road R21, R22 Scenic Rim Kerry Council $4,217
Flying Fox Bridge R24 Scenic Rim Ferny Glen Council $2,747 New Bromelton Landfill Cell Scenic Rim Bromelton Council $1,985
Beaudesert Enterprise Precinct NC3 Scenic Rim Beaudesert Council $1,501 Spring Creek Bridge R19, R20 Scenic Rim Kerry Council $979 Beaudesert-Nerang Road R9, R10, R11 Scenic Rim Canungra Council $827 Beaudesert Town Centre Transport Improvements R19, R20 Scenic Rim Beaudesert Council $608 Kooralbyn Road R5, R23 Scenic Rim Kooralbyn Council $363 Beechmont Road R6,R7,R8,R1 Scenic Rim Beechmont Council $334 Reseals Trunk Road Infrastructure Component Scenic Rim Various Council $1,074
Other Scenic Rim Various Council $1,353
For the year ended 30 June 2022
Table of Contents
Statement of Comprehensive Income
Statement of Financial Position
Statement of Changes in Equity
Statement of Cash Flows
Notes to the Financial Statements
1Information about these financial statements
2Analysis of results by function
3Revenue
4Employee benefits
5Materials and services
6Finance costs
7Depreciation and amortisation
8Cash and cash equivalents
9Receivables
10Equity accounted investments
11Property, plant and equipment
12Contract balances
13Payables
14Borrowings
15Provisions
16Other liabilities
17Asset revaluation surplus
18Commitments for expenditure
19Contingent liabilities
20Superannuation - Regional defined benefit fund
21Trust funds
22Reconciliation of net operating surplus to net cash inflow / (outflow) from operating activities
23Reconciliation of liabilities arising from financing activities
24Financial instruments and financial risk management
25Significant events
26Events after the reporting period
27National competition policy
with related parties
Statement of Comprehensive Income
For the year ended 30 June 2022
Note 2022 2021
Restated* $'000 $'000
Income
Recurrent revenue
Rates and utility charges 3(a) 58,02455,235
Fees and charges 3(b) 6,421 6,128
Interest received 1,154 1,273
Sales of contract and recoverable works 3(c) 6,545 5,029
Profit from equity accounted investment 10 2,286 2,431
Other revenues 3(d) 4,224 3,506
Grants, subsidies, contributions and donations 3(e) 9,238 7,862
Total recurrent revenue 87,89281,464
Grants, subsidies, contributions and donations 3(e) 19,406 17,789
Total revenue 107,29899,253
Capital income 289 156
Total income 107,58799,409
Recurrent expenses
Employee benefits 4 33,89933,109 Materials and services 5 34,91029,625
Finance costs 6 1,258 4,193
Depreciation and amortisation 7 17,74217,384
Total recurrent expenses 87,80984,311
Capital expenses 5,109 4,982
Total expenses 92,91889,293
Net result 14,66910,116
Items that will not be reclassified to net result
Increase / (decrease) in asset revaluation surplus 17 (17,271) 8,442
Total comprehensive income for the year (2,602)18,558
* Council has made a retrospective restatement. Details are disclosed in Note 1.E.
The above statement should be read in conjunction with the accompanying notes.
As at 30 June 2022
Note 2022 2021 $'000 $'000
Cash and cash equivalents 8 56,36560,230
Receivables 9 10,353 7,300
Inventories 1,039 1,073
Contract assets 12 3,236 2,059
Other assets 674 53
Total current assets 71,66770,715
Non-current assets
Receivables 9 14,67614,676
Equity accounted investments 10 38,15737,434
Intangible assets 0 85
Property, plant and equipment 11 913,729908,712
Total non-current assets 966,562960,907
Total assets 1,038,2291,031,622
Current liabilities
Payables 13 16,99214,143
Contract liabilities 12 6,603 5,180
Borrowings 14 2,562 2,285
Provisions 15 7,305 7,423 Other liabilities 16 1,794 29
Total current liabilities 35,25629,060
Non-current liabilities
Borrowings 14 42,33243,460
Provisions 15 2,124 2,891 Other liabilities 16 4,908 0
Total non-current liabilities 49,36446,351
Total liabilities 84,62075,411
Net assets 953,609956,211
Equity
Accumulated surplus 683,959669,290
Asset revaluation surplus 17 269,650286,921
Total equity 953,609956,211
The above statement should be read in conjunction with the accompanying notes.
Note Accumulated surplus Asset revaluation surplus
Total (Note 17)
$'000 $'000 $'000
Balance as at 1 July 2021 669,290 286,921 956,211
Net result 14,669 0 14,669
Other comprehensive income
Revaluations of property, plant and equipment 0 (17,632) (17,632)
Change in value of future rehabilitation cost 0 361 361
Total comprehensive income for the year 14,669 (17,271) (2,602)
Balance as at 30 June 2022 683,959269,650953,609
Balance as at 1 July 2020 659,174278,479937,653
Net result 10,116 010,116
Other comprehensive income
Revaluations of property, plant and equipment 0 8,388 8,388
Change in value of future rehabilitation cost 0 54 54
Total comprehensive income for the year 10,116 8,44218,558
Balance as at 30 June 2021 669,290286,921956,211
The above statement should be read in conjunction with the accompanying notes.
For the year ended 30 June 2022
Note 2022 2021
Restated* $'000 $'000
Inflows:
Receipts from customers 78,97274,967
Interest received 1,140 1,302
Grants, subsidies and contributions 9,238 7,862
Outflows:
Payments to suppliers and employees (68,012)(70,820)
Interest expense (1,175)(1,264)
Loan refinancing early repayment adjustment 0(2,874)
Net cash inflow / (outflow) from operating activities 22 20,163 9,173
Inflows:
Proceeds from sale of property plant and equipment 787 861
Grants, subsidies and contributions for capital acquisitions 17,34419,679
Dividend received 1,610 1,657
Payments for property, plant and equipment (42,918)(25,774)
Net cash inflow / (outflow) from investing activities (23,177)(3,577)
Inflows:
Proceeds from borrowings 1,39516,314
Repayment of borrowings (2,246)(2,137)
Net cash inflow / (outflow) from financing activities 23 (851)14,177
Net increase / (decrease) in cash held (3,865)19,773 Cash at beginning of reporting period 60,23040,457 Cash at end of reporting period 8 56,36560,230
*Council has made a retrospective restatement. Details are disclosed in Note 1.E.
The above statement should be read in conjunction with the accompanying notes.
The Scenic Rim Regional Council is constituted under the Queensland Local Government Act 2009 and is domiciled in Australia.
These general purpose financial statements are for the period 1 July 2021 to 30 June 2022. They are prepared in accordance with the Local Government Act 2009 and the Local Government Regulation 2012
Council is a not-for-profit entity for financial reporting purposes and these financial statements comply with Australian Accounting Standards and Interpretations as applicable to not-for-profit entities.
These financial statements have been prepared under the historical cost convention except for the revaluation of certain classes of property, plant and equipment.
Scenic Rim Regional Council adopted all standards which became mandatorily effective for annual reporting periods beginning on 1 July 2021. None of the standards had a material impact on reported position, performance and cash flows.
The AASB has issued Australian Accounting Standards and Interpretations which are not effective at 30 June 2022. These standards have not been adopted by Council and will be included in the financial statements on their effective date. None of these standards are expected to have a significant impact for Council.
Councils make a number of judgements, estimates and assumptions in preparing these financial statements. These are based on the best information available to Council at the time, however due to the passage of time, these assumptions may change and therefore the recorded balances may not reflect the final outcomes. The significant judgements, estimates and assumptions relate to the following items and specific information is provided in the relevant note:
Valuation of property, plant and equipment - Note 11(e)
Impairment / condition assessment of property, plant and equipment due to natural disaster events - Note 11(d) and Note 25
Depreciation of property, plant and equipment - Note 7 and Note 11 Revenue recognition – Note 3
Provisions - Note 15
Annual leave within payables - Note 13
Contingent liabilities - Note 19
The financial statements are in Australian dollars and have been rounded to the nearest $1,000, unless otherwise stated.
Comparative information is generally restated for reclassifications, errors and changes in accounting policies unless permitted otherwise by transition rules in a new Accounting Standard / Comparative information is prepared on the same basis as prior year.
During the financial year Council changed the accounting treatment for the domestic waste levy state reimbursement. This was previously treated as other revenues but is now treated as a negative expense under materials and services. The comparative year has been amended accordingly.
For the year ended 30 June 2022
1 Information about these financial statements (continued)
Council is exempt from income tax, however council is subject to Fringe Benefits Tax, Goods and Services Tax (‘GST’) and payroll tax on certain activities. The net amount of GST recoverable from the ATO or payable to the ATO is shown as an asset or liability respectively.
Council has a participating interest in the Central SEQ Distributor-Retailer Authority (trading as Urban Utilities) governed by a Participation Agreement. The Authority is subject to the Local Government Tax Equivalents Regime (LGTER). Under the LGTER the Authority is required to make income tax equivalent payments to Council in accordance with the requirements of the Participation Agreement. Income tax equivalent payments from the Authority are recognised as revenue when the significant risks and rewards related to the corresponding assets have been transferred to Council.
Council has leases in place over computer equipment and printers. These assets are considered low value and as such Council has applied the exception to lease accounting for leases of low-value assets.
Council's operations for the year ended 30 June 2022 have been impacted by the COVID-19 pandemic. The following steps were taken by Council in response to the pandemic during the yearthat had a financial impact:
Suspension of the application of interest on outstanding rates and charges for the period 1 August 2021 to 31 December 2021. Financial impact estimated to be $158,000.
An extension of the discount period for rates and charges issued on 19 July 2021 from 30 to 60 days from date of issue shown on the rates notice. Financial impact estimated to be $67,000.
Supplier payment terms were amended such that suppliers within the Council area are paid within a week of the invoice being approved for payment.
Economic Stimulus Package No.3 Community Grants of up to a maximum $1,500 were made available to eligible community organisations that can demonstrate financial loss or hardship resulting from the impacts of COVID-19. Financial impact was $185,323.
Economic Stimulus Package No. 3 concessions for licence fees for food premises of 25%. Financial impact was $29,842.
The activities relating to the Council's components reported on in Note 2(b) are as follows : Chief executive office
The objective of this function is to provide high quality support to the Mayor and Councillors and Chief Executive Officer.
The objective of this function is to provide professional services to assist with infrastructure construction, maintenance and asset management. This includes the provision of capital works, design services, asset management, facility and property management, fleet and waste management services as well as external contract management.
The objective of this function is to provide professional services to assist the community with economic growth and development, customer service, planning and development activities, disaster management preparedness and recovery as well as community services.
The objective of this function is for the provision human resources, work health and safety and payroll functions across all of Council. This function also includes business systems analysis and corporate strategy and performance reporting.
The objective of this function includes the provision of governance, audit/risk and professional financial and information services across Council. The function includes finance, information services and technology, records, governance, audit and risk as well as business continuity and council wide transactions.
For the year ended 30 June 2022
2 (b) Revenue, expenses and assets have been attributed to the following functions:
Year ended 30 June 2022
Functions Income Total Total Net Assets Grants Other income expenses result for period
2022 2022 2022 2022 2022 2022 $'000 $'000 $'000 $'000 $'000 $'000
Chief executive office 0 0 01,451(1,451)131
Asset and environmental sustainability 22,42218,95541,37758,938(17,561)854,866
Customer and regional prosperity 4,1234,2168,33919,478(11,139)2,277
People and strategy 268 383062,782(2,476) 31 Council sustainability 1,83155,73457,56510,26947,296180,924
Total 28,64478,943107,58792,91814,6691,038,229
Year ended 30 June 2021
Functions
Income Total Total Net Assets Grants Other income expenses result for period
2021 2021 2021 2021 2021 2021 $'000 $'000 $'000 $'000 $'000 $'000
Chief executive office 0 0 01,606(1,606)196
Asset and environmental sustainability 13,87616,10729,98354,466(24,483)865,722
Customer and regional prosperity 7,2084,10911,31717,501(6,184)2,320
People and strategy 29 37 662,626(2,560) 39 Council sustainability 4,53853,50558,04313,09444,949163,345
Total 25,65173,75899,40989,29310,1161,031,622
For the year ended 30 June 2022
2022 2021 $'000 $'000 3 Revenue
Rates and annual charges are recognised as revenue at the beginning of the rating period to which they relate. Prepaid rates are recognised as a financial liability until the beginning of the rating period.
General rates 43,867 43,101
Separate rates 9,071 7,466 Garbage charges 7,001 6,515 Rates and utility charge revenue 59,939 57,082
Less: Discounts (1,915) (1,847)
Net rates and utility charges 58,024 55,235
Revenue arising from fees and charges is recognised at the point in time when the performance obligation is completed and the customer receives the benefit of the goods / services being provided. The performance obligation relates to the specific services which are provided to the customers. There is no material obligation for Council in relation to refunds or returns. Licences granted by Council are all either short-term or low value and all revenue from licences is recognised at the time that the licence is granted rather than the term of the licence.
Animal management fees 246 235
Building fees 1,200 1,466 Caravan park fees 520 478 Cemetery fees 320 308
Document lodgement fees 289 299
Food premises licencing fees 164 163 Planning application fees 824 802
Refuse tipping fees 1,465 1,244 Search fees 346 332 Subdivision fees 557 359 Other fees and charges 490 442 6,421 6,128
Revenue arising from sales of contract and recoverable works is recognised at the point in time when the performance obligation is completed and generally comprises a recoupment of material costs together with an hourly charge for use of equipment and employees. This revenue and the associated costs are recognised by reference to the stage of completion of the contract activity based on costs incurred at the reporting date.
Road maintenance performance contract 5,0073,585
Responsive maintenance contract 1,044 876 Other contracts and recoverable works 494 568 6,545 5,029
For the year ended
Other revenue is recognised at the point in time when the performance obligation is completed and the customer receives the benefit of the goods / services being provided. The performance obligation relates to the specific services which are provided to the customers. There is no material obligation for Council in relation to refunds or returns.
Cultural centre revenues
Fuel rebates
Rental fees
equivalent - Urban Utilities
Waste charges from Logan City Council
Other revenues
During the 2022 financial year Council changed the accounting treatment for the domestic waste levy state reimbursement. This was previously treated as other revenues but is now treated as a negative expense under materials and services. The comparative year has been amended accordingly resulting in a reduction in both other revenues and materials and services of $1,282,000.
Where grant income arises from an agreement which is enforceable and contains sufficiently specific performance obligations then the revenue is recognised when control of each performance obligations is satisfied. The performance obligations are varied based on the agreement. Payment terms vary depending on the terms of the grant, cash is received upfront for some grants and on the achievement of certain payment milestones for others. Each performance obligation is considered to ensure that the revenue recognition reflects the transfer of control and within grant agreements there may be some performance obligations where control transfers at a point in time and others which have continuous transfer of control over the life of the contract. Where control is transferred over time, revenue is recognised using either costs or time incurred.
Where Council receives an asset for significantly below fair value, the asset is recognised at fair value, related liability (or equity items) are recorded and income is then recognised for any remaining asset value at the time that the asset is received.
Where council receive funding under an enforceable contract to acquire or construct a specified item of property, plant and equipment which will be under Council’s control on completion, revenue is recognised as and when the obligation to construct or purchase is completed. For construction projects, this is generally as the construction progresses in accordance with costs incurred.
Where assets are donated or purchased for significantly below fair value, the revenue is recognised when the asset is acquired and controlled by the council. Donations and contributions are generally recognised on receipt of the asset since there are no enforceable performance obligations. Physical assets contributed to council by developers in the form of road works, stormwater infrastructure and park equipment are recognised as revenue when Council obtains control of the asset and there is sufficient data in the form of drawings and plans to determine the approximate specifications and values of such assets. Non-cash contributions with a value in excess of the recognition thresholds disclosed in Note 11(a) are recognised as non-current assets. Those below the thresholds are recorded as expenses.
For the year ended 30 June 2022
2022 2021 $'000 $'000 3 Revenue (continued)
i) Operating Commonwealth general purpose grant 4,620 3,545 Other commonwealth government grants 335 988 State government subsidies & grants 4,012 3,109 Contributions 271 220
Total operating grants, subsidies, contributions and donations 9,238 7,862
ii) Capital
a) Monetary revenue Commonwealth government grants 2,839 4,781 State Government subsidies & grants 12,190 7,917 Contributions 2,069 2,863 17,098 15,561
b) Non-monetary revenue Roads and drainage contributed by developers at fair value 2,308 2,178 Other physical assets contributed by developers at fair value 0 50 2,308 2,228
Total capital grants, subsidies, contributions and donations 19,406 17,789
iii) Timing of revenue recognition for grants, subsidies, contributions and donations
$'000 $'000 $'000 $'000 Revenue recognised at a point in time
Revenue recognised over time
Revenue recognised at a point in time
Revenue recognised over time
Grants and subsidies 8,967 15,029 7,642 12,698 Contributions 271 4,377 220 5,091 9,238 19,406 7,862 17,789
Note $'000 $'000
Employee benefit expenses are recorded when the service has been provided by the employee.
Total staff wages and salaries 30,332
Councillors' remuneration
Termination benefits
Annual, sick and long service leave entitlements 2,412 3,003 Superannuation 20 3,729 3,605 Other employee related expenses 1,094
38,260 37,197
Less: Capitalised employee expenses (4,361) (4,088) 33,89933,109
Councillor remuneration represents salary, and other allowances paid in respect of carrying out their duties.
Total Council employees at end of reporting period: Elected members 7 7 Administration staff
Depot and outdoors staff
Total full time equivalent employees
For the year ended 30 June 2022
2022 2021 Note $'000 $'000
Expenses are recorded on an accrual basis as Council receives the goods and services.
Asset revaluation and condition assessments 318 430
Audit of annual financial statements by the Auditor-General of Queensland * 141 138
Consultancies 702 283
Cultural services 257 248
Donations paid 654 505
Economic development 881 647
Grants provided 477 356
Grant funded expenditure 2,375 1,588
Insurance 556 514
IT systems maintenance 2,119 2,250
Legal costs 1,427 894
Maintenance and operations - facilities 4,405 4,304
Maintenance and operations - fleet 3,124 2,494
Maintenance and operations - parks, gardens and cemeteries 1,366 1,412
Maintenance and operations - roads and bridges 6,212 5,007
Maintenance and operations - waste facilities** 1,879 1,615
Office expenses 399 453
Pest and animal management 370 362
Recoverable works 3,324 2,267
Rentals - operating leases 142 168
Subscriptions 268 238
Vibrant and active towns and villages 549 431 Waste collection contract 2,287 3,040
Other materials and services 3,131 2,558 37,363 32,202
Less: Capitalised fleet expenses (2,453) (2,577) 34,910 29,625
* Total audit fees quoted by the Queensland Audit Office relating to the 2021-22 financial statements are $141,400 (2021: $138,000)
** During the 2022 financial year Council changed the accounting treatment for the domestic waste levy state reimbursement. This was previously treated as other revenues but is now treated as a negative expense under materials and services. The comparative year has been amended accordingly resulting in a reduction in both other revenues and materials and services of $1,282,000.
Finance costs - Queensland Treasury Corporation 973 1,081 Loan refinancing early repayment adjustment - Queensland Treasury Corporation 0 2,874 Bank charges 202 183
Unwinding of discount - quarry site provisions 15 10 6
Unwinding of discount - refuse site provisions 15 73 49 1,258 4,193
Depreciation expense 11 17,742 17,301
Amortisation expense - intangible assets 0 83 17,742 17,384
For the year ended 30 June 2022 2022 2021 $'000 $'000
Cash and cash equivalents in the statement of cash flows includes cash on hand, all cash and cheques receipted but not banked at 30 June 2022, deposits held at call with financial institutions, and other short-term, highly liquid investments that are readily convertible to known amounts of cash at the Council’s option and that are subject to a low risk of changes in value.
The Council considers all its term deposits, being readily convertible to cash, to be cash equivalents.
Cash and deposits at call are held in normal savings and business accounts. As at 30 June 2022 Council held deposits with the following financial institutions (76% of deposits are held with the Queensland Treasury Corporation):
National Australia Bank A1+
Bendigo and Adelaide Bank - Canungra Branch
Bendigo and Adelaide Bank - Kalbar Branch
Bendigo and Adelaide Bank - Beaudesert Branch
Queensland Treasury Corporation A1+ Suncorp Metway Bank A1 A2 A2 A2
Queensland Country Bank A2 ME Bank A2
The Council has an ongoing working capital facility with Queensland Treasury Corporation (facility limit $10 million). The facility has not been utilised as at 30 June 2022.
Cash at bank and on hand 364 1,340 Deposits at call 43,001 48,890
Term deposits 13,000 10,000
Balance as per statement of financial position 56,36560,230
Externally imposed expenditure restrictions at the reporting date relate to the following cash assets: Unspent government grants and subsidies
Unspent loan monies
Less: Externally imposed restrictions on cash (24,669)(25,385) Unrestricted cash 31,69634,845 8,9977,743 15,67217,642 24,66925,385
Receivables are recognised at the amounts due at the time of sale or service delivery, settlement on receivables being generally required within 30 days from the invoice date.
The collectability of receivables is assessed periodically with an allowance being made for impairment if required. Refer to Note 24(b) for more information.
The loan to Urban Utilities is carried at amortised cost and is an interest only loan.
Current Rates and utility charges 4,680 4,064 GST recoverable 430 477 Other debtors 5,243 2,759 10,353 7,300
Interest was charged on outstanding rates at a rate of 8.03% per annum for the period ended 30 June 2022. As part of a COVID-19 pandemic stimulus package, Council suspended the application of interest on outstanding rates for the period 1 August 2021 to 31 December 2021. No interest is charged on other debtors. There is no concentration of credit risk for rates and utility charges, fees and other debtors receivable.
Non-current Shareholder loan - Urban Utilities 14,676 14,676 14,676 14,676
For the year ended 30 June 2022
Name - Urban Utilities
Principal activity - Water and sewerage services
Proportion of ownership interest - 1.042%
2022
Participation rights held in Urban Utilities are accounted for using the equity method to reflect Council's significant influence on Urban Utilities. The initial value of the participating rights on 1 July 2010 was calculated using a regulatory asset base valuation, and by applying a ratio agreed by the participating Councils and Urban Utilities. The value at year end includes Council's share of Urban Utilities' profit and other comprehensive income at 30 June 2022.
Council's investment in Urban Utilities comprises:
Participation rights 38,15737,434
Details of movements in participation rights
Opening balance 37,43436,660
Plus share of profit of associate 2,2862,431
Plus share of other comprehensive income 00
Less participation return received and accrued (1,563) (1,657)
Closing balance at end of year 38,15737,434
Extract from the Urban Utilities statement of comprehensive income:
Revenue 1,446,9781,435,703
Net profit 219,402233,332
Extract from Urban Utilities statement of financial position:
Current assets 393,037300,703
Non-current assets 6,493,3906,350,347 6,886,4276,651,050
Current liabilities 314,307306,688
Non-current liabilities 2,896,0172,735,985 3,210,3243,042,673
Net assets 3,676,1033,608,377
11 Property, plant and equipment (continued)
Plant and equipment with a total value of less than $5,000, and infrastructure assets and buildings with a total value of less than $10,000, are treated as an expense in the year of acquisition. All other items of property, plant and equipment are capitalised (including Land with a total value greater than $1).
Land under roads and reserve land under the Land Act 1994 or Land Title Act 1994 is controlled by Queensland State Government and not recognised in the Council financial statements.
Property, plant and equipment assets are initially recorded at cost. Subsequently, each class of property, plant and equipment is stated at cost or fair value less, where applicable, any accumulated depreciation and accumulated impairment loss. Cost is determined as the fair value of consideration plus costs directly attributable to bringing the asset to a location and condition capable of being used by Council. Direct labour, materials and an appropriate portion of overheads incurred in the acquisition or construction of assets are also included as capital costs.
Property, plant and equipment received in the form of contributions, for significantly less than fair value or as offsets to infrastructure charges are recognised as assets and revenue at fair value.
When Council raises a provision for the restoration of a Council-controlled site, such as a landfill site, the provision is initially recognised against property, plant and equipment. Subsequent changes in the provision relating to the discount rate or the estimated amount or timing of restoration costs are recognised against asset revaluation surplus.
Assets are depreciated from the date of acquisition or when an asset is ready for use. Land and capital work in progress are not depreciated.
Depreciation, where applicable, is calculated on a straight-line basis such that the cost of the asset less its residual value is recognised progressively over its estimated useful life to Council. Management believe that the straight-line basis appropriately reflects the pattern of consumption of all Council assets. Where assets have separately identifiable components, these components have separately assigned useful lives.
Depreciation methods, estimated useful lives and residual values are reviewed at the end of each reporting period and adjusted where necessary to reflect any changes in the pattern of consumption, physical wear and tear, technical or commercial obsolescence, or management intentions.
Property, plant and equipment held at cost is assessed for indicators of impairment annually. If an indicator of possible impairment exists, the Council determines the asset's recoverable amount. Any amount by which the asset's carrying amount exceeds the recoverable amount is recorded as an impairment loss.
For the year ended
11 Property, plant and equipment (continued)
Council considers the carrying amount of its property, plant and equipment on an annual basis compared to fair value and makes adjustment where these are materially different. Council performs a full comprehensive revaluation of each asset class every 3 years with different classes being revalued each year on a rolling basis. An external professionally qualified valuer is engaged to perform these revaluations.
In the intervening years, Council undertakes:
- a management valuation using internal engineers and asset managers to assess the condition and cost assumptions associated with all infrastructure assets and an appropriate cost index for the region.
- a desktop valuation for land and buildings at valuation which involves management assessing a suitable index and applying an indexation if it is determined appropriate.
Revaluation increases are recognised in the asset revaluation surplus unless they are reversing a previous decrease which was taken through the income statement, in that case the increase is taken to the income statement to the extent of the previous decrease. Revaluation decreases are recognised in the asset revaluation surplus, where there is sufficient amount available in the asset revaluation surplus relating to that asset class. Where there isn’t sufficient amount available in the surplus, the decrease is recognised in the statement of comprehensive income. Where the class of asset has previously decreased in value and this reduction was recognised as an expense, an increase in the value of the class is recognised in the statement of comprehensive income.
On revaluation, accumulated depreciation is restated proportionately with the change in the carrying amount of the asset and any change in the estimate of remaining useful life.
Fair values are classified into three levels as follows:
- Level 1 - fair value based on quoted prices (unadjusted) in active markets for identical assets or liabilities
- Level 2 - fair value based on inputs that are directly or indirectly observable, such as prices for similar assets, for the asset or liability
- Level 3 - fair value based on unobservable inputs for the asset and liability
There were no transfers between levels during the year.
For the year ended
Contract assets represents the excess of costs incurred in relation to a contract with the customer or construction of an asset over the amounts that council has invoiced the customer or the grantor. Where Council has invoiced the customer or the grantor amounts in excess of what it has incurred in relation to a contract or in constructing an asset, this gives rise to a contract liability.
Revenue recognised that was included in the contract liability balance at the beginning of the year
Funds to construct Council controlled assets
Contract assets has increased significantly due to a number of new programs for which Council has commenced works but has not yet received funding. The funding in relation to the grants that made up the balance as at 30 June 2021 has now largely been received. Grant programs that make up the balance as at 30 June 2022 include COVID Works for Queensland, Bridge Renewal Programme, Unite and Recover Community Stimulus Package, Building Our Regions Beaudesert Business Park and the Heavy Vehicle Safety and Productivity Program.
Contract liabilities has increased significantly due to a number of new programs for which Council has received funds in advance of works being performed. The works in relation to the funds received in advance as at 30 June 2021 have now largely been completed. Funds received in advance as at 30 June 2022 consist of grant programs including SEQ Community Stimulus Package, Building Better Regions for the Beaudesert Revitalisation Project, Black Spot Program, Queensland Bushfires Local Economic Recovery Program, and funding under the Disaster Recovery Funding Arrangements (DRFA).
A liability for creditors is recognised upon receipt of the goods or services ordered and are measured at the agreed purchase/contract price net of applicable discounts other than contingent discounts. Amounts owing are unsecured and are generally settled on 30 day terms.
A liability for salaries and wages is recognised and measured as the amount unpaid at the reporting date at current pay rates in respect of employees' services up to that date.
A liability for annual leave has been calculated based on the present value of wage and salary levels that will be paid when the liability is expected to be settled and includes related employee on-costs. All annual leave is classified as current as Council does not have an unconditional right to defer settlement beyond twelve months.
Current Creditors and accruals
and wages accruals
leave
rates
Loans payable are measured at amortised cost. Interest is recognised as it accrues. Borrowing costs are treated as an expense, as assets constructed by the Council are generally completed within one year and therefore are not considered to be qualifying assets.
Principal and interest repayments are made quarterly in arrears. Borrowings are underwritten by the Queensland State Government.
Scenic Rim Regional Council Notes to the financial statements For the year ended 30 June 2022 14 Borrowings 20222021 $'000 $'000
Current Queensland Treasury Corporation 2,562 2,285
Non-current Queensland Treasury Corporation 42,332 43,460 44,89445,745
Details of movements in borrowings: Queensland Treasury Corporation Opening balance 45,745 31,568
Principal repayments (market value) - refinanced loans 0 (22,315)
Early repayment adjustments - refinanced loans 0 2,874 Loan advances - refinanced loans 0 19,441
New loan advances 1,395 16,314 Interest accrued 973 1,081 Principal and interest repayments (3,219) (3,218) Book value at period end 44,89445,745
All unsecured borrowings are provided by Queensland Treasury Corporation.
All borrowings are in $A denominated amounts and carried at amortised cost, interest being expensed as it accrues. No interest has been capitalised during the current or comparative reporting period. Final repayment dates vary from 15 June 2024 to 15 June 2041.
There have been no defaults or breaches of the loan agreement during the period.
The loan market value at the reporting date was $37,822,542. This represents the value of the debt if the Council repaid it at that date. As it is the intention of the Council to hold the debt for its term, no provision is required to be made in these accounts.
Council has no assets pledged as security.
For the year ended 30 June 2022
20222021
For the year ended 30 June 2022 2022 2021 $'000 $'000
Long service leave 5,771 6,229
Refuse sites restoration 1,239 1,194
Quarry sites restoration 295 0 7,305 7,423
Refuse sites restoration 1,119 1,633
Quarry sites restoration 0 359 Long service leave 1,005 899 2,124 2,891
(a)Restoration provisions
Provisions are made for the cost of restoring refuse and quarry sites where it is probable the Council will be liable, or required, to do this when the use of the facilities is complete. The provisions are calculated as the present value of anticipated future costs associated with the restoration of these sites.
The calculation of these provisions requires assumptions such as application of environmental legislation, available technologies and engineering cost estimates. These uncertainties may result in future actual expenditure differing from amounts currently provided. Due to the long-term nature of the liabilities, the most significant uncertainty in estimating the provisions is the cost that will be incurred. The provisions recognised are reviewed at least annually and updated based on the facts and circumstances available at the time.
Balance at beginning of financial year 2,827 2,979
Increase due to unwinding of discount 73 49
Amounts used (105) (51)
Increase (decrease) due to change in estimated future cost (288) 11
Increase (decrease) due to change in discount rate (149) (161)
Balance at the end of financial year 2,358 2,827
Quarry sites restoration
Balance at beginning of financial year 359 415
Increase due to unwinding of discount 10 6
Decrease due to sites no longer requiring rehabilitation 0 (41)
Increase (decrease) due to change in estimated future cost 13 10
Increase (decrease) due to change in discount rate (87) (31)
Balance at the end of financial year 295 359
The provision for long service leave represents the present value of the estimated future cash outflows to be made in respect of services provided by employees up to the reporting date.
The liability is calculated using current pay rates and projected future increases in those rates and includes related employee on-costs. The estimates are adjusted for the probability of the employee remaining in the council's employment or other associated employment which would result in the Council being required to meet the liability. Adjustments are then made to allow for the proportion of the benefit earned to date, and the result is discounted to present value. The provision is discounted using the Commonwealth Bond yield rates published on the Department of State Development, Infrastructure, Local Government and Planning website.
Long service leave is treated as current where Council does not have an unconditional right to defer settlement beyond twelve months. All other long service leave is treated as non-current.
Balance at beginning of financial year 7,128 6,959
Entitlements accrued 282 729
Entitlements paid (634) (560)
Balance at the end of financial year 6,776 7,128
Current Ticket sales received in advance 17 29 Domestic waste levy refund received in advance* 1,777
1,794
Non-Current Domestic waste levy refund received in advance* 4,908
* The State government made an advance payment to Council for the domestic waste levy refund in June 2022. The advance payment covers the years 2022-2023 to 2025-2026. The payment received in advance for the 2022-2023 financial year has been treated as a current liability. The payment received in advance for the financial years 20232024 to 2025-2026 has been treated as a non-current liability.
Movements in the asset revaluation surplus were as follows: Revaluations of property, plant and equipment (refer Note 11) (17,632) 8,388 Change in value of future rehabilitation costs 361 54 (17,271) 8,442
The closing balance of the asset revaluation surplus is comprised of the following asset categories:
Land 38,186 30,332 Buildings 34,073 29,689 Road and bridge network 177,968 202,032 Drainage 11,993 17,909 Other infrastructure 2,794 2,323 Major plant and equipment 4,636 4,636 269,650 286,921
For the year ended 30 June 2022
2022
Lease commitments deemed to be short-term or low value Non-cancellable leases contracted for but not recognised in the financial statements: Within one year 9 72 9 72
Contractual commitments at the reporting date but not provided for in the financial statements are as follows: Within one year 3,717 3,709
One to five years 12,545 12,651
Greater than five years 3,159 7,009 19,421 23,369
Contractual commitments for capital Capital expenditure contracted for at the reporting date but not provided for in the financial statements are as follows:
Within one year 14,520 12,509 14,520 12,509
Details and estimates of maximum amounts of contingent liabilities are as follows:
The Scenic Rim Regional Council is a member of the Queensland local government workers compensation self insurance scheme, Local Government Workcare. Under this scheme the Council has provided an indemnity towards a bank guarantee to cover bad debts which may remain should the self insurance licence be cancelled and there was insufficient funds available to cover outstanding liabilities. Only the Queensland Government's workers compensation authority may call on any part of the guarantee should the above circumstances arise. The Council's maximum exposure to the bank guarantee is $787,984.
The Scenic Rim Regional Council is a member of the local government mutual liability self-insurance pool, LGM Queensland. In the event of the pool being wound up or it is unable to meet its debts as they fall due, the trust deed and rules provide that any accumulated deficit will be met by the individual pool members in the same proportion as their contribution is to the total pool contributions in respect to any year that a deficit arises. As at 30 June 2021 the Local Government Mutual financial statements reported an accumulated surplus and it is not anticipated any liability will arise.
For the year ended 30 June 2022
Council contributes to the LGIAsuper Regional Defined Benefits Fund (the scheme), at the rate of 12% for each permanent employee who is a defined benefit member. This rate is set in accordance with the LGIAsuper trust deed and may be varied on the advice of an actuary. The Regional Defined Benefits Fund is a complying superannuation scheme for the purpose of the Commonwealth Superannuation Industry (Supervision) legislation and is also governed by the Local Government Act 2009
The scheme is a pooled defined benefit plan and it is not in accordance with the deed to allocate obligations, plan assets and costs at the Council level.
Any amount by which the scheme is over or under funded may affect future benefits and result in a change to the contribution rate obligations, but has not been recognised as an asset or liability of the Council.
Scenic Rim Regional Council may be liable to the scheme for a portion of another local governments’ obligations should that local government be unable to meet them. However the risk of this occurring is extremely low and in accordance with the LGIAsuper trust deed changes to council's obligations will only be made on the advice of an actuary.
The last completed actuarial assessment of the scheme was undertaken as at 1 July 2021. The actuary indicated that “at the valuation date of 1 July 2021, the net assets of the scheme exceeded the vested benefits and the scheme was in a satisfactory financial position as at the valuation date." The measure of vested benefits represents the value of benefit entitlements should all participating employees voluntarily exit the scheme. The Council is not aware of anything that has happened since that time that indicates the assets of the scheme are not sufficient to meet the vested benefits, as at the reporting date.
No changes have been made to prescribed employer contributions which remain at 12% of employee salary or wages and there are no known requirements to change the rate of contributions.
Another actuarial investigation is being conducted as at 1 July 2024. The most significant risks that may result in LGIAsuper increasing the contribution rate, on the advice of the actuary, are: Investment risk - The risk that the scheme's investment returns will be lower than assumed and additional contributions are needed to fund the shortfall. Salary growth risk - The risk that wages or salaries will rise more rapidly than assumed, increasing vested benefits to be funded.
Superannuation contributions made to the Regional Defined Benefits Fund
Other superannuation contributions for employees
Other superannuation contributions for elected members
Council expects to make contributions of $151,935 to the Regional Defined Benefits Fund in 2022-23.
For the year ended 30 June 2022
Trust funds
Monies collected
held
paid
$'000
2,795
For the year ended 30 June 2022
24 Financial instruments and financial risk management
Scenic Rim Regional Council has exposure to the following risks arising from financial instruments:
The Scenic Rim Regional Council performs
respect of these
As these
be used by
they are not brought to account in these financial statements.
22 Reconciliation of net operating surplus to net cash inflow / (outflow) from operating activities
Net result 14,669 10,116
Non-cash operating items:
Depreciation and amortisation 17,742 17,384
Change in restoration provisions expensed 83 55
Share of profit from associate (2,286) (2,431) 15,53915,008
Investing and development activities:
Capital grants, subsidies and contributions (19,406) (17,789)
Capital income (289) (156)
Capital expenses 5,109 4,982 (14,586)(12,963)
Changes in operating assets and liabilities:
(Increase) decrease in receivables (3,047) 376 (Increase) decrease in inventories 34 12
(Increase) decrease in other assets (621) 833
Increase (decrease) in payables 2,112 (4,188)
Increase (decrease) in provisions (610) (39)
Increase (decrease) in other liabilities 6,673 18 4,541 (2,988)
cash inflow / (outflow) from operating activities
of
activities
Borrowings:
Opening balance
Cashflows (851)
Closing balance 14
Financial assets and liabilities - Market risk - Credit risk - Liquidity risk
Financial risk management
Exposure to financial risks is managed in accordance with Council approved policies on financial risk management. These policies focus on managing the volatility of financial markets and seek to minimise potential adverse effects on the financial performance of Council.
The Council's audit committee oversees how management monitors compliance with the Council's risk management policies and procedures, and reviews the adequacy of the risk managements framework in relation to the risks faced by the Council. The Council audit committee is assisted in its oversight role by internal audit. Internal audit undertakes both regular and ad hoc reviews of risk management controls and procedures, the results of which are reported to the audit committee.
(a) Market risk
Market risk is the risk that changes in market indices, such as interest rates, will affect Council's income or the value of its holdings of financial instruments. Council is exposed to market risk through its investments and borrowings with Queensland Treasury Corporation (QTC) and other financial institutions. The Council has access to a mix of variable and fixed rate funding options through QTC so that interest rate risk exposure can be minimised.
Sensitivity to interest rate movements is shown for variable financial assets and liabilities based on the carrying amount at reporting date.
The following interest rate sensitivity analysis depicts what effect a reasonably possible change in interest rates (assumed to be 1% increase) would have on profit and equity, based on the carrying values at the end of the reporting period. The calculation assumes that the change in interest rates would be held constant over the period.
Net carrying amount Profit Equity 2022 2021 2022 2021 2022 2021 $'000 $'000 $'000 $'000 $'000 $'000 Cash and cash equivalents 56,365 60,230 564 602 564 602 Net 564 602 564 602
QTC borrowings are at fixed interest rates and are therefore not subject to interest rate sensitivity.
Credit risk exposure refers to the situation where the Council may incur financial loss as a result of another party end of the reporting period. The calculation assumes that the change in interest rates would be held investments and receivables from customers.
The carrying amounts of financial assets at the end of the reporting period represent the maximum exposure to credit risk for the Council.
The following table represents the Council's maximum exposure to credit risk: 2022 2021 $'000 $'000
Cash and cash equivalents 56,365 60,230 Receivables 25,029 21,976 81,394 82,206
For the year ended 30 June 2022
24 Financial instruments and financial risk management (continued)
Cash and cash equivalents
The Council may be exposed to risk through its investments with the Queensland Treasury Corporation (QTC) and deposits held with banks or other financial institutions. The QTC Cash Fund is an asset management portfolio that invests with a wide variety of high credit rating counterparties. Deposits are capital guaranteed. Other investments are held with highly rated/regulated banks and financial institutions and whilst not capital guaranteed, the likelihood of a credit failure is assessed as remote.
As at 30 June 2022 Council has 6 active natural disaster events throughout the Scenic Rim Regional Council region that it is still managing the repairs for in conjunction with the Queensland Reconstruction Authority (QRA). These events are: 2019-2020 financial year event:
- Queensland Bushfires, September-December 2019
2020-2021 financial year events:
In the case of rate receivables, the Council has the power to sell the property to recover any defaulted amounts. In effect this power protects the Council against credit risk in the case of these debts.
In other cases, Council assesses the credit risk before providing goods or services and applies normal business credit protection procedures to minimise the risk.
The Council does not require collateral in respect of other receivables. The Council does not have receivables for which no loss allowance is recognised because of collateral.
A summary of the Council's exposure to credit risk for which impairment requirements of AASB9 - Financial Instruments have been applied, being for statutory charges (non-rates & charges) and other debtors, follows:
Receivables 20222021 $'000$'000
Subject to impairment
Not past due 5,0622,661
Past due 1-30 days 4165
Past due 31-60 days 11511
Past due 61-90 days 211
More than 90 days 2311
Total Gross Carrying Amount 5,2432,759
Loss Allowance 00 5,2432,759
Not subject to impairment
Rates and utility charges 4,6804,064
GST recoverable 430477
Shareholder loan - Queensland Urban Utilities 14,67614,676
Total Gross Carrying Amount 19,78619,217 25,02921,976
Liquidity risk refers to the situation where the Council may encounter difficulty in meeting obligations associated with financial liabilities. The Council is exposed to liquidity risk through its trading in the normal course of business and borrowings from Queensland Treasury Corporation for capital works.
The Council's approach to managing liquidity is to ensure, as far as possible, that it will have sufficient liquidity to meet its liabilities when they are due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to the Council's reputation.
The following table sets out the liquidity risk of financial liabilities held by the Council. It represents the remaining contractual cashflows (principal and interest) of financial liabilities at the end of the reporting period, excluding the impact of netting agreements:
0 to 1 year 1 to 5 years Over 5 years
Total contractual cashflow Carrying amount
2022 $'000 $'000 $'000 $'000 $'000
Payables 9,663 0 0 9,663 9,663
Loans - QTC 3,502 13,141 37,673 54,316 44,894 13,165 13,141 37,673 63,979 54,557
2021
Payables 7,597 0 0 7,597 7,597
Loans - QTC 3,219 12,383 40,361 55,963 45,745 10,816 12,383 40,361 63,560 53,342
- South East Queensland Coastal Trough, 12-15 December 2020
- Southern Queensland Severe Weather, 20-31 March 2021
2021-2022 financial year events:
- Central, Southern and Western Queensland Rainfall and Flooding, 10 November -3 December 2021
- South East Queensland Rainfall and Flooding, 22 February - 5 April 2022
- Southern Queensland Flooding, 6 – 20 May 2022
The combined estimated damage to Councils infrastructure and property from these events is $41.7 million. The combined estimated unrestored damage as at 30 June 2022 is $40.2 million. There was also one natural disaster event for which restoration works were completed during the current financial year. This event was the Southern Queensland Heavy Rainfall and Flooding 8-14 February 2020.
The majority of the costs associated with these natural disaster events are funded under the Natural Disaster Relief and Recovery Arrangements (NDRRA). NDRRA is a joint Commonwealth / State government funding program. Under these arrangements Scenic Rim Regional Council is required to contribute to each activated natural disaster event up to a maximum trigger point.
Under the NDRRA guidelines works are classified as emergent works, restoration works or betterment works. Emergent works are works that have become necessary during the course of a disaster to protect eligible public assets or to restore essential services and maintain public safety. It also covers immediate post-disaster repairs to eligible assets to enable them to operate at a reasonable level of efficiency and temporary repairs to ensure access and safety. Restoration works relate to the reconstruction or replacement of eligible assets to their pre-disaster standard or level of service. Betterment works relate to the enhancement of an asset beyond its pre-disaster standard or level of service to a more disaster resilient standard.
There were no material adjusting events after the balance date.
The Scenic Rim Regional Council applies the code of competitive conduct to the following activities: Roads Building Certifying Waste Collection
This requires the application of full cost pricing, identifying the cost of community service obligations (CSO's) and eliminating the advantages and disadvantages of public ownership within that activity. Council has not identified any CSO's.
(b) Financial performance of activities subject to code of competitive conduct:
RoadsBuilding Certifying Waste Collection $'000$'000$'000
Revenue for services provided 6,545 477 6,382 Community service obligations 0 0 0 6,545 477 6,382
Less : Expenditure 6,972 236 3,863 Surplus / (deficit) (427) 241 2,519
For the year ended 30 June 2022
28 Transactions with related parties
(a)Transactions with associates Revenue
Urban Utilities - Participation return (Note 10)
Urban Utilities - Tax equivalents (Note 3(d)) 953831
Urban Utilities - Loan interest 561683
Urban Utilities - Waste tipping fees 3 1
Urban Utilities - Venue hire 0 3
Urban Utilities - Sponsorship - Winter harvest festival
Urban Utilities - Water and sewerage access and consumption charges
Urban Utilities - Repairs and maintenance
Urban Utilities - Audit and compliance charges
Urban Utilities - Laboratory sampling and analysis - swimming pools
All transactions with Urban Utilities were at arm's length and were in the normal course of Council operations.
Urban Utilities - Participation return 782828
Urban Utilities - Tax equivalents 199 45
Urban Utilities - Loan interest 47 52
For the year ended 30 June 2022
28Transactions with related parties (continued)
(e)Transactions with other related parties
Amount of transactions during year
Purchase of materials and services from an entity controlled by a member of KMP
Payment of a precept and provision of inkind support to Scenic Rim Rivers Improvement Trust
Employee expenses for close family members of KMP
Planning and development fees charged to entities controlled by a close family member of KMP Building and plumbing fees on property developments charged to entities controlled by a close family member of KMP
Rates and charges on property developments charged to entities controlled by a close family member of KMP
Outstanding balance (incl commitments)
Provisions for doubtful debts on outstanding
Urban Utilities have proposed a payment date of 30 September 2022 for the final participation return. The outstanding tax equivalents and loan interest was received in July 2022.
Urban Utilities - Sponsorship 11 11 1,039936 (c)Loans and guarantees to/from related parties
Urban Utilities - Shareholder loan (Note 9) No guarantees have been provided.
(d)Transactions with key management personnel (KMP)
KMP include the Mayor, Councillors, Council's Chief Executive Officer and some executive management. KMP compensation paid or accrued during the financial year comprises:
Short-term employee benefits 2,0942,031 Long-term benefits 22 23 Post employment benefits 210214 2,3262,268
Detailed remuneration disclosures are provided in the annual report.
Purchase of materials and services from an entity controlled by a member of KMP
Payment of a precept and provision of inkind support to Scenic Rim Rivers Improvement Trust
Employee expenses for close family members of KMP
Planning and development fees charged to entities controlled by a close family member of KMP
Building and plumbing fees on property developments charged to entities controlled by a close family member of KMP
Doubtful debts expense recognised 2022 $'000 $'000 $'000$'000 (i) 18 0 0 0 (ii) 123 0 0 0 (iii) 92 0 0 0 (iv) 47 0 0 0 (iv) 9 0 0 0 (iv) 158 0 0 0 2021 (i) 30 0 0 0 (ii) 116 0 0 0 (iii) 92 0 0 0 (iv) 208 0 0 0 (iv) 153 0 0 0 (iv) 137 0 0 0
Rates and charges on property developments charged to entities controlled by a close family member of KMP
For the year ended 30 June 2022
For the year ended 30 June 2022
28Transactions with related parties (continued)
(i)Council purchased materials and services from an entity that is controlled by a member of KMP. All purchases were at arm's length and were in the normal course of Council operations.
(ii)Scenic Rim Rivers Improvement Trust is controlled by members of the KMP and operates under the River Improvement Trust Act 1940 . Councils contribution assists with riverine maintenance works in the region.
(iii)All close family members of KMP were employed through an arm's length process. They are paid in accordance with the Award for the job they perform. Council employs 392 staff of which only 1 is a close family member of key management personnel (2021: 406 staff employed of which only 1 were close family members of key management personnel).
(iv)Planning and development fees, building and plumbing fees and rates and charges on property developments charged to entities controlled by a close family member of KMP. All transactions were at arm's length and were in the normal course of Council operations.
(f)Transactions with related parties that have not been disclosed
Most of the entities and people that are related parties of Council live and operate within the Scenic Rim Regional Council area. Therefore, on a regular basis ordinary citizen transactions occur between Council and its related parties. Some examples include:
-Payment of rates and utility charges
-Fees and charges included in Council's Register of Fees and Charges
-Fines and penalties included in Council's Register of Local Laws and Subordinate Local Laws
-Attendance at Council functions which are open to the general public
-Visiting Council facilities which are open to the general public
-Transactions whose total dollar value is deemed immaterial
Council has not included these types of transactions in its disclosure, where they are made on the same terms and conditions available to the general public.
These general purpose financial statements have been prepared pursuant to sections 176 and 177 of the Local Government Regulation 2012 (the Regulation) and other prescribed requirements.
In accordance with section 212(5) of the Regulation we certify that:
(i) (ii)
the prescribed requirements of the Local Government Act 2009 and Local Government Regulation 2012 for the establishment and keeping of accounts have been complied with in all material respects; and
the general purpose financial statements as set out on pages 1 to 33, present a true and fair view, in accordance with Australian Accounting Standards, of the Council’s transactions for the financial year and financial position at the end of the year.
Mayor, Greg Christensen
Scenic Rim Regional Council Date: 30-09-2022
Acting Chief Executive Officer, Caroline McMahon Scenic Rim Regional Council Date: 30-09-2022
For the year ended 30 June 2022
Measures of Financial Sustainability
Council's performance at 30 June 2022 against key financial ratios and targets: How the measure is calculatedTarget Actual Operating surplus ratio Between 0% and 10% 0%
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
Asset sustainability ratio greater than 90% 98%
Capital expenditure on the replacement of infrastructure assets (renewals) divided by depreciation expense on infrastructure assets
Net financial liabilities ratio not greater than 60% 15%
Total liabilities less current assets divided by total operating revenue (excluding capital items)
The current year financial sustainability statement is a special purpose statement prepared in accordance with the requirements of the Local Government Regulation 2012 and the Financial Management (Sustainability) Guideline 2013 . The amounts used to calculate the three reported measures are prepared on an accrual basis and are drawn from the Council's audited general purpose financial statements for the year ended 30 June 2022.
For the year ended 30 June 2022
This current year financial sustainability statement has been prepared pursuant to Section 178 of the Local Government Regulation 2012 (the regulation).
In accordance with Section 212(5) of the Regulation we certify that this current year financial sustainability statement has been accurately calculated.
Mayor, Greg Christensen
Date: 30-09-2022
Acting Chief Executive Officer, Caroline McMahon
Scenic Rim Regional Council
Date: 30-09-2022
Scenic Rim Regional Council
Long Term Financial Sustainability Statement (Unaudited) Prepared as at 30 June 2022
Measures of Financial Sustainability How the measure is calculatedTarget2022202320242025202620272028202920302031
Operating surplus ratio Between 0% and 10% 0%0%2%2%3%4%5%6%7%7%
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
Asset sustainability ratio greater than 90%
Capital expenditure on the replacement of infrastructure assets (renewals) divided by depreciation expense on infrastructure assets
Total liabilities less current assets divided by total operating revenue (excluding capital items)
Net financial liabilities ratio not greater than 60%
Council measures revenue and expenditure trends over time as a guide to future requirements and to make decisions about the efficient allocation of resources to ensure the most effective provision of services. Council ensures that its financial management strategy is prudent and that its long term financial forecast shows a sound financial position whilst also being able to meet the community’s current and future needs.
This long-term financial sustainability statement has been prepared pursuant to Section 178 of the Local Government Regulation 2012 (the Regulation).
In accordance with Section 212(5) of the Regulation we certify that this long-term financial sustainability statement has been accurately calculated.
Acting Chief Executive Officer, Caroline McMahon Scenic Rim Regional Council Scenic Rim Regional Council Date: 30/09/2022 Date: 30/09/2022