Issuu

2022–2023

ANNUAL REPORT PO Box 25 | 82 Brisbane Street Beaudesert QLD 4285 mail@scenicrim.qld.gov.au | 07 5540 5111

SCENIC RIM REGIONAL COUNCIL

Canungra D.J. Smith Memorial Park

CONTENTS OUR REGION

OUR COUNCIL

COMMUNITY FINANCIAL REPORT

SPECTACULAR SCENERY AND HEALTHY ENVIRONMENT

SUSTAINABLE AND PROSPEROUS ECONOMY

OPEN AND RESPONSIVE GOVERNMENT

RELAXED LIVING AND RURAL LIFESTYLE

VIBRANT AND ACTIVE TOWNS AND VILLAGES

113

ACCESSIBLE AND SERVICED REGION

127

HEALTHY ENGAGED AND RESOURCEFUL COMMUNITIES

153

STATUTORY INFORMATION

177

Acknowledgement of Country Scenic Rim Regional Council respectfully acknowledges the traditional country across our region. We also acknowledge and pay our respects to the Mununjali, Wangerriburra and Ugarapul peoples of the Scenic Rim, and their elders past, present and emerging. We acknowledge the important role Aboriginal and Torres Strait Islander people continue to play within the Scenic Rim community.

SCENIC RIM REGIONAL COUCIL 2022-2023 ANNUAL REPORT | 4

OUR REGION

THIS CHAPTER PROVIDES AN OUTLINE OF OUR VISION, PLANS AND FRAMEWORK FOR THE SCENIC RIM.

Beaudesert Jubliee Park

OUR REGION OUR SCENIC RIM Author and naturalist Arthur Groom, who co-founded Binna Burra Lodge in 1933, coined the phrase Scenic Rim in describing the region’s chain of mountains, plateaus and peaks that extend from the coastal hinterland in the east to the Great Dividing Range in the west. The local government area formed during the council amalgamations of 2008 encompasses many of these features and was subsequently named Scenic Rim Regional Council.

OUR REGIONAL VISION The Scenic Rim Community Plan 2011-2026 provides the shared vision for our region’s future. By 2026 Scenic Rim will be a network of unique rural communities embedded in a productive and sustainable landscape. We will enjoy a high-quality rural lifestyle in self-reliant communities that provide a choice of quality local food, products, services and recreation opportunities. Our residents will have affordable transport options and ready access to the broader South-East Queensland region.

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

ESTIMATED POPULATION

LOCATION

AREA

44,374 (ERP at 30 June 2022)

Scenic Rim region – South East Queensland

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.

GROSS REGIONAL PRODUCT

4,249km2

$2.09 billion (as at 30 June 2022)

COUNCIL OPERATING EXPENDITURE 2022–23

COUNCIL CAPITAL EXPENDITURE 2022–23

$91.5 million

$58.6 million

Mutdapilly Mount Walker Merryvale Harrisville Warrill View Radford Wilsons Plains

Coleyville

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.

Limstone Ridges

Rosevale Silverdale

Munbilla Anthony

Kents Lagoon

Washpool

Wyaralong Kulgun Kalbar Teviotville Frazerview Fassifern Hoya Coulson Fassifern Templin Valley Aratula Mount Edwards Tarome

Mount French

Charlwood

Lake Moogerah

Moogerah

Bunjurgen Mount Alford

Bromelton

Boyland

Beaudesert

Tabragalba

Tamborine Mountain

Benobble

Cryna Josephville

Milford

Canungra Kerry

Cannon Wallaces Creek Bunburra Creek (East)

Witheren Ferny Glen

Laravale

Kooralbyn

Illinbah

Knapp Creek

Tamrookum

Croftby

Sarabah Tabooba

Cainbable

Flying Fox Beechmont

Innisplain

Maroon Lake Maroon

Oaky Creek

Rathdowney Barney View

Burnett Creek

Birnam

Biddaddaba

Boonah Allandale

Frenches Creek

Tamborine National Park

Veresdale Scrub Gleneagle

Wyaralong Dam

Coochin

Carneys Creek

Tamborine

Allenview

Blantyre Roadvale

Moorang

Kagaru

Milbong Woolooman

Mount Barney Mount Barney National Park

Mount Lindesay

Christmas Creek Hillview Darlington

O’Reilly

Lamington Palen Creek

Running Creek

Chinghee Creek Mount Gipps

Binna Burra

Lamington National Park

Southern Lamington

Beaudesert Jubliee Park

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 8

STRATEGIC FRAMEWORK SCENIC RIM COMMUNITY PLAN 2011-2026 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.

CORPORATE PLAN 2021-2026 (SCENIC RIM 2026) 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.

Tamborine Mountian Staffsmith Park

OPERATIONAL PLAN 2022-2023 The Operational Plan 2022-2023 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 2022-2023. 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.

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.

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 10

MAYOR’S MESSAGE I am pleased to present Scenic Rim Regional Council’s 2022-2023 Annual Report, which documents a year of significant achievements for our region. Our region has continued to rebuild following a series of natural disasters in recent years, with the recovery from bushfires and floods hampered by the ongoing impacts of the COVID-19 pandemic, staff shortages and supply chain issues. Ongoing wet weather has continued to interrupt our planned program of capital works as, since late 2020, the Scenic Rim has experienced some of the worst widespread rainfall and flooding in generations. With a program in progress to restore the local road network, 2022-2023 saw our region once again impacted by flooding that caused additional damage and disrupted works already under way. Council is grateful for the significant grant funding provided by the Australian and Queensland governments which has not only assisted in our recovery but also enabled us to build back better. Works to restore damaged infrastructure have focused on improved safety and accessibility for our community and on building confidence in the local road network with the reconstruction of roads and bridges that are more resilient to future flooding. We have continued replacing ageing timber bridges by investing in more resilient concrete structures, both of which are essential for the growth of our local economy. In line with our Community Plan vision for a sustainable and prosperous economy, Council has continued to work with the local business community and other levels of government to capitalise on opportunities for our region. The 2032 Olympic and Paralympic Games have the potential to boost our local economy and showcase the Scenic Rim on the world stage, with Lake Wyaralong having been identified as the location for the flatwater course for rowing and sprint canoeing events. The Scenic Rim’s reputation as a leading destination was reaffirmed at the November 2022 Queensland Tourism Awards with a silver award for Excellence in Food Tourism. The success of Eat Local Week (now Month) reflects the growth and the synergies of our region’s key industries of tourism and agriculture, supported by Council’s efforts to encourage economic growth and prosperity. Providing a vision for the region’s future, the draft Scenic Rim Growth Management Strategy 2041 received a Strategic Planning Project Award for Excellence in November 2022. The EmpowHER hiking program won the Programs and Activities Award at the 2022 Australian Sport, Recreation and Play Innovation Awards in Melbourne in July. In October, it went on to receive the Government Achievement Award at the Outdoors Queensland Awards.

CEO’S MESSAGE The results of the Scenic Rim Economic Snapshot presented in June 2023 showed that our local economy continued to power ahead in 2021-2022 with a 9.81 per cent increase in Gross Regional Product for the financial year, almost double Queensland’s 4.99 per cent growth statewide. The Scenic Rim has a wealth of opportunities for future growth and development of its key industries of tourism and agriculture, the expansion of large-scale industries and major infrastructure projects and the welcome addition of new light industrial land, such as that developed at the Beaudesert Enterprise Precinct. We have also looked to potential partnerships to unlock the potential of the Bromelton Waste Facility as we continue to transition to a low-emissions circular economy to achieve our ultimate goal of zero waste to landfill with its economic and environmental outcomes. In line with our commitment to building a sustainable future for our region, Council adopted the Scenic Rim Climate Change Statement of Intent in November 2022, which is based on solid data and the expectation that other levels of government will also play their part. We have continued to work in partnership with the Scenic Rim community on a range of environmental programs and increased our funding for environmental grants to help preserve and enhance the region’s natural values. In 2022-2023, Council endorsed its Scenic Rim Nature-based Tourism Strategy 2023-2032 to capitalise on the region’s opportunities for adventure and naturebased tourism while ensuring the region’s natural beauty is protected for the enjoyment of residents and visitors. Complementing this, Council approved the Biodiversity Strategy Implementation Plan to preserve and enhance the region’s unique environment and natural resources. Community feedback on Let’s Talk Scenic Rim has been invaluable in shaping Council’s decision making during the year. In a first for our region, community consultation helped to determine priorities for Council’s 2023-2024 Budget. I thank everyone who participated in this and other community engagement opportunities that have contributed to building a strong future for the Scenic Rim.

Since joining Scenic Rim Regional Council in November 2022 I have been pleased to see the enthusiasm of staff who are dedicated to serving our community and helping to make our region all it can be for our residents, local business operators and visitors. I regularly receive positive feedback from the community which reflects our organisation’s commitment to putting our customers at the heart of everything we do - whether it’s maintaining local roads and infrastructure, taking care of parks and playgrounds, providing library services, caring for the environment, managing waste, ensuring community health and wellbeing, promoting tourism, working to boost our regional economy or assisting ratepayers. I am proud of Council’s customer-centric culture and of its staff who continue to deliver high standards of service and achieve great value for our ratepayers. The dedication and professionalism of so many of our staff has seen great results achieved in often difficult circumstances during 2022-2023. Our employees continue to rise to the ongoing challenges that many other organisations have faced in recent years, including the effects of the COVID-19 pandemic, labour shortages and supply chain issues that have impacted projects and programs. We have redoubled our efforts to attract and retain staff and our focus, moving forward, will be on continuing to build a skilled workforce and planning for the future.

These projects represent more than infrastructure improvements - they are about building our communities. Our staff are part of these communities and have supported community development through a wide range of programs that have brought people together throughout the year, celebrating the achievements of local heroes at our Australia Day Awards and welcoming our newest Australians at citizenship ceremonies. We have celebrated our local history and identity through art exhibitions and cultural events and continued to support our creative community and grassroots organisations with grants that have helped to enrich our region as a whole. I congratulate everyone across the organisation whose efforts in serving our community during a challenging year have contributed to the achievements celebrated in our 2022-2023 Annual Report.

DAVID KEENAN CHIEF EXECUTIVE OFFICER

I am proud of the achievements of our staff, operational and administrative, whose hard work was recognised with several state and national awards in 2022-2023. We saw the revitalisation of the Beaudesert Town Centre reach a major milestone, and planning continued for improvements to the popular Gallery Walk precinct on Tamborine Mountain as well as the town centres of Canungra and Kalbar.

CR GREG CHRISTENSEN MAYOR | 11

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 12

OUR COUNCIL

THIS CHAPTER PROVIDES A PROFILE OF THE SCENIC RIM REGIONAL COUNCIL, DIVISIONAL COUNCILLORS AND OUR EXECUTIVE LEADERSHIP TEAM.

OUR COUNCIL THE COUNCIL FOR THE 2020-2024 TERM COMPRISES:

COUNCILLOR RESPONSIBILITIES

MAYOR CR

Greg Christensen

DIVISION 1

Cr Derek Swanborough (Cr Derek Swanborough resigned from Council 21 February 2023)

To ensure Council discharges its responsibilities under the legislation.

Cr Amanda Hay (Cr Amanda Hay commenced on 18 April 2023)

• To ensure Council achieves its corporate plan.

DIVISION 2

Cr Jeff McConnell (Deputy Mayor from 24 May 2022 until 30 June 2023)

• To ensure Council complies with the law.

DIVISION 3

Cr Virginia West

• To provide high quality leadership to Council and the community.

DIVISION 4

Cr Michael Enright

DIVISION 5

Cr Marshall Chalk

DIVISION 6

Cr Duncan McInnes OAM

• 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.

Mutdapilly Mount Walker Merryvale Harrisville Warrill View Radford Wilsons Plains

Coleyville

Rosevale

Moorang

Silverdale

Limstone Ridges

Munbilla Anthony

Kents Lagoon

MAYOR RESPONSIBILITIES

Washpool

Tarome

Lake Moogerah

Moogerah

Bunjurgen Mount Alford

Bromelton

Milford

Cannon Wallaces Creek Bunburra Creek (East)

Maroon Lake Maroon

Mount Barney National Park

Mount Lindesay

• Directing the CEO under section 170 of the Local Government Act Queensland.

Benobble

• 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.

MEETINGS 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 181 of this report.

Canungra

Witheren Ferny Glen

Sarabah Tabooba

Cainbable

Flying Fox Beechmont

Innisplain

Oaky Creek

Christmas Creek Hillview Darlington

O’Reilly

Lamington Palen Creek

Tamborine Mountain

• Leading, managing, and providing strategic direction to the Chief Executive Officer (CEO) in order to achieve the high quality administration of Council.

• Responding to information requests from the Minister.

Illinbah Tamrookum

Barney View Mount Barney

Boyland

Tabragalba

Kerry

Rathdowney Burnett Creek

Beaudesert

Laravale

Knapp Creek

Coochin

Carneys Creek

Tamborine National Park

Cryna Josephville

Kooralbyn

Croftby

Birnam

Biddaddaba

French

Frenches Creek

Veresdale Scrub Gleneagle

Wyaralong Dam

Boonah Allandale Mount

Charlwood

Tamborine

Allenview

Blantyre Roadvale

Wyaralong Kulgun Kalbar Teviotville Frazerview Fassifern Hoya Coulson Fassifern Templin Valley Aratula Mount Edwards

• Leading and managing meetings of Council at which the Mayor is the chairperson.

Kagaru

Milbong Woolooman

• Conducting performance appraisals of the CEO.

Running Creek

Chinghee Creek Mount Gipps

Binna Burra

Lamington National Park

Southern Lamington

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OUR COUNCILLORS

MAYOR CR GREG CHRISTENSEN

DIVISION 1 CR DEREK SWANBOROUGH

DIVISION 1 CR AMANDA HAY

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.

Cr Derek Swanborough has been a resident of Tamborine Mountain for 36 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.

Cr Amanda Hay was elected to Council in April 2023 in a by-election following the resignation of the former Division 1 Councillor.

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.

He has been married to his wife Sue for 43 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 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,

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

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.

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.

Originally from the Wagga Wagga area in New South Wales, Cr Hay has a semi-rural background and her employment history includes wide-ranging experience in both the private and public sectors. As a civilian, Cr Hay served as paymaster for the Department of Defence in Canberra and Port Moresby. She also filled officer advisory and audit roles with the Australian Taxation Office, recruitment roles with the Commonwealth Employment Service and later Employment National, before moving into compliance and investigation activities with the Department of Human Services. During her career, Cr Hay prepared briefs of evidence for prosecutions by the Commonwealth Director of Public Prosecutions. As an active member of the Scenic Rim community, she has assisted ratepayers with land valuation objections and with submissions relating to development applications.

DIVISION 2 CR JEFF MCCONNELL DEPUTY MAYOR 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.

Accredited by Logan TAFE, Cr Hay worked as a volunteer tutor in English as a Second Language. She has been heavily involved in community activities, firstly in Logan and, since 2009, on Tamborine Mountain. Her interests include horticulture and the preservation of the environment and she has served as a member or committee member of several Tamborine Mountain community organisations. Cr Hay and her partner, Stuart, reside on Tamborine Mountain.

Note - Cr Swanborough resigned from Council on 21 February 2023, and was replaced by Councillor Amanda Hay on 18 April 2023.

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OUR COUNCILLORS

DIVISION 3 CR VIRGINIA WEST

DIVISION 4 CR MICHAEL ENRIGHT

DIVISION 5 CR MARSHALL CHALK

DIVISION 6 CR DUNCAN MCINNES OAM

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

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.

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.

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.

Marshall attended Mount Alford State School and Boonah State High School and, after finishing Year 12, worked on the family farm.

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.

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.

He has been an active member of his local community for more than 41 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.

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 and as the First Officer 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.

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

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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.

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 20

OUR ORGANISATION

OUR MISSION SCENIC RIM REGIONAL COUNCIL WILL ENABLE A SUSTAINABLE FUTURE FOR OUR REGION THAT ENHANCES OUR UNIQUE RURAL COMMUNITIES AND ENVIRONMENTS.

COUNCIL ETHOS AND VALUES The personal and collective performance of our employees is critical to attaining our organisational goals. To help achieve these outcomes our employees are committed to the Council ethos and values:

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

WE VALUE ACCOUNTABILITY

M ER O T US

We accept ownership of our role and responsibility for our actions.

COMMUNICATION

We actively promote clear, concise and open discussion between staff council and communities

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

RESPEC

COMMU

HONESTY

We act with integrity and when we ask an honest question, we get an honest answer.

ATION

H RT

NIC

STAFF WO

QUALITY QUA

RESPECT

We act respectfully to each other, accepting each person’s individuality and their role.

A SS UR A

STAFF WORTH

E NC

IT Y BIL

WO RK

DEL IV

ACCONTA TE A M

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

Y LIT

Y ER

HONES

OUR VALUES

TR U ST

We have pride in whatever we do, and strive to do it well.

Our actions demonstrate that our people matter.

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

TEAMWORK

We work cooperatively to achieve common goals, drawing on the strengths of each other, in a supportive and safe environment.

TRUST

We build strong relationships that we believe in, and rely on.

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OUR EXECUTIVE LEADERSHIP TEAM

The Chief Executive Officer (CEO) is Council’s principal officer whose statutory obligations are to: • implement the decisions of the elected Council • manage the day-to-day business of Council • organise reports to the Council • conduct Council correspondence • manage and oversee the administration of the Council and its Corporate Plan and Operational Plan, and • coordinate the activities of employees.

THESE OUTCOMES ARE MANAGED BY COUNCIL’S LEADERSHIP TEAM, COMPRISING THE CEO, GENERAL MANAGER PEOPLE AND STRATEGY, GENERAL MANAGER CUSTOMER AND REGIONAL PROSPERITY, GENERAL MANAGER ASSET AND ENVIRONMENTAL SUSTAINABILITY AND GENERAL MANAGER COUNCIL SUSTAINABILITY.

CHIEF EXECUTIVE OFFICER DAVID KEENAN

GENERAL MANAGER PEOPLE AND STRATEGY CAROLINE MCMAHON

David Keenan joined Scenic Rim Regional Council as CEO in November 2022, and brings to the Scenic Rim a wealth of experience in local government through previous Chief Executive Officer roles with Mitchell Shire Council, Hume City Council (acting), Tweed Shire Council, Southern Downs Regional Council and, most recently, Mount Isa City Council.

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

In his role at Mount Isa David was involved in facilitating investment in renewable energy, as well as working closely with the mining and agriculture sectors. David’s qualifications include a Master of Business Management, Post Graduate Diplomas in Town Planning and Environment, Management and Government Business and Environmental Science, amongst other qualifications. David has also completed the Australian Institute of Company Director’s course and was the inaugural President of Economic Development Australia. David remains on the board for the Mount Isa Hospital and is the Treasurer for AFL Masters Queensland.

GENERAL MANAGER CUSTOMER AND REGIONAL PROSPERITY DEBRA HOWE Debra worked in the private sector for 19 years and has enjoyed a 26-year career in local governments across Queensland (in five councils) and Victoria (in two councils), mostly in senior leadership roles.

Having completed her Bachelor of Business, Caroline commenced her career in the mining industry, and has spent the past 16 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.

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.

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 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.

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GENERAL MANAGER ASSET AND ENVIRONMENTAL SUSTAINABILITY CHRISTOPHER GRAY Boonah born and bred, Chris has spent most of his life in the Scenic Rim region. His 29-year career in local government has been mostly with Scenic Rim Regional Council and the former Boonah Shire Council, in various roles focused on the delivery and maintenance of infrastructure assets. Chris served for eight years as Council’s Manager Works and Acting Director Infrastructure Services. With a Bachelor of Civil Engineering, Chris is registered with the Board of Professional Engineers Queensland and is a member of the Institute of Public Works Engineers Australasia. He is passionate about the affordable and sustainable delivery of consistent levels of service across the region through the use of appropriate infrastructure and asset management processes. Chris lives in Scenic Rim’s west in a rural setting with his wife and daughter.

GENERAL MANAGER COUNCIL SUSTAINABILITY OLIVER PRING Oliver commenced with Scenic Rim Regional Council as the inaugural General Manager Council Sustainability in December 2018. Prior to this appointment he was the Director Corporate Services/ Deputy Chief Executive Officer at Carpentaria Shire Council for six years. In a career in local government spanning more than 19 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.

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OUR MANAGEMENT TEAM

MANAGER CUSTOMER, COMMUNITY AND CULTURE MARGIE JACKSON

WE WILL WORK AS A TEAM TO ACHIEVE THE SHARED GOALS OF THE SCENIC RIM COMMUNITY PLAN AND OUR CORPORATE AND OPERATIONAL PLANS.

Was acting Manager from 1 July 2022 until 22 March 2023

MANAGER CUSTOMER, COMMUNITY AND CULTURE JO JONES

Acting Manager from 23 March 2023

MANAGER REGIONAL PROSPERITY AND COMMUNICATIONS BRENDA WALKER

MANAGER MAINTENANCE AND OPERATIONS SCOTT OSMAN

MANAGER CAPITAL WORKS AND ASSET MANAGEMENT VASU PARDESHI (ACTING)

MANAGER RESOURCES AND SUSTAINABILITY KARTIK VENKATRAMAN

MANAGER INFORMATION SERVICES AND TECHNOLOGY DAVID ADAMSON

MANAGER HUMAN RESOURCES JON RUTLEDGE

MANAGER REGIONAL DEVELOPMENT, HEALTH AND BIODIVERSITY MARK LOHMANN

Beaudesert Jubilee Park

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SCENIC RIM REGIONAL COUCIL 2022-2023 ANNUAL REPORT | 26

COMMUNITY FINANCIAL REPORT THIS CHAPTER PROVIDES A REVIEW OF COUNCIL’S FISCAL PERFORMANCE THROUGHOUT THE YEAR.

Beaudesert Jubliee Park

COMMUNITY FINANCIAL REPORT 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;

FINANCIAL STATEMENTS

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 2023.

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 189 onwards outline (the financial performance), financial position, cash flows and net wealth of Council for the financial year ended 30 June 2023, incorporating four financial statements and accompanying notes.

STATEMENT OF COMPREHENSIVE INCOME This statement outlines: • All sources of Council’s income (revenue); • All recurrent expenditure; and • 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.

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

STATEMENT OF CASH FLOWS This statement summarises the actual flows of cash for a period and explains the change in the cash balance held from the start of the period through to the end of the reporting period. Cash flows are separated into operating, investing and financing activities. Operating activities include the normal transactions of conducting Council’s day-to-day business while investing activities include the purchase and sale of assets and receipt of capital grants, subsidies and contributions. Financing activities include loan income and repayment of debt. The ‘cash at the end of the reporting period’ equals the amount reported as ‘cash and cash equivalents’ in the Statement of Financial Position.

STATEMENT OF CHANGES IN EQUITY This statement summarises the change in Council’s real worth throughout the financial year. Council’s net worth can change as a result of: • A surplus or deficit as recorded in the Statement of Comprehensive Income; and • An increase or decrease in the net value of noncurrent assets resulting from a revaluation of those assets.

OVERVIEW Council’s key financial results for the financial year ended 30 June 2023: KEY RESULTS

2022-23

Total Income

$145.8M

Total Expenses

$95.3M

Net Result

$50.5M

Operating Surplus/(Deficit)

$6.4M

Total Assets

$1,178.3M

Total Liabilities

$86.9M

Net Assets

$1091.4M

Canungra Christie Street

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FINANCIAL PERFORMANCE TOTAL INCOME

TOTAL INCOME

Council’s income is derived from various sources and a breakdown of Council’s 2022-23 income is shown below.

Rates and utility charges

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. 0%

42%

33%

2020-21

2021-22

$55.2M

$58.0M

2022-23 $61.5M

Fees and charges

$6.1M

$6.4M

$7.6M

Interest received

$1.3M

$1.2M

$2.8M

Sales of contract and recoverable works

$5.0M

$6.5M

$7.4M

Profit from equity accounted investment

$2.4M

$2.3M

$2.0M

Other revenues

$3.5M

$4.2M

$5.1M

Grants and contributions – operating

$7.9M

$9.2M

$11.7M

Grants and contributions – capital

$17.8M

$19.4M

$47.8M

Capital income

$0.2M

$0.3M

$0.0M

TOTAL INCOME

$99.4M

$107.6M

$145.8M

TOTAL EXPENSES

4% 20%

Finance costs have remained stable between the two financial years.

37%

Rates and utility charges Fees and charges Interest received Sales of contract and recoverable works Profit and equity accounted investment Other revenues Grants and contributions – operating Grants and contributions – capital Capital income

Fees and charges were $1.2M higher than the previous year predominantly due to an increase in fees associated with planning application fees and refuse tipping. Interest received was $1.6M higher than the previous year as investment rates increased during the year. Sale of contract and recoverable works income were $0.9M higher than the previous year due to additional RMPC and RMC contract works. Operating grants and contributions were $2.4M above prior year due to the prepayment of the Financial Assistance Grant and a number of new grant programs commencing during the year. The profit from equity accounted investments is Council’s share of profits from Urban Utilities (UU), in which it has an ownership interest of 1.042%. Further information on UU is contained at Note 9 of the audited financial statements. Other revenues are $0.9M higher than the previous year. Capital grants and contributions are $28.4M higher than the previous year largely due to the recovery of expenditure on restoration works through the Disaster Recovery Funding Arrangements (DRFA). | 31

Depreciation 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.

Total income received during 2022-23 was $145.8M, which is an increase of $38.2M from the previous year. Net rates and utility charges were $3.5M higher than the previous year. However, this result is slightly behind the 2022-23 budgeted revenue for net rates and utility charges of $61.7M.

MATERIALS AND SERVICES HAVE INCREASED BY $1.0M FROM THE PREVIOUS YEAR. THIS RELATES LARGELY DUE TO AN INCREASE IN BOTH MAINTENANCE AND OPERATIONS AND RECOVERABLE WORKS EXPENDITURE (OFFSETTING THE INCREASED REVENUE), OFFSET BY A DECREASE IN DISASTER EVENT EMERGENCY WORKS.

Council provides a wide range of services to the community and in doing so incurs a variety of expenses. A breakdown of Council’s 2022-23 expenses is shown below.

OPERATING RESULT 38% Employee benefits Materials and services Finance costs Depreciation Capital expenses TOTAL EXPENSES

2020-21

2021-22

2022-23

Employee benefits

$33.1M

$33.9M

$35.2M

Materials and services

$29.6M

$34.9M

$35.9M

Finance costs

$4.2M

$1.3M

Depreciation

$17.4M

$17.7M

$19.1M

Capital expenses

$5.0M

$5.1M

$3.8M

TOTAL EXPENSES

$89.3M

$92.9M

$95.3M

OPERATING RESULT

2020-21

2021-22

2022-23

Operating Surplus/(Deficit)

($2.8M)

$0.1M

$6.4M

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 2022-23 was $6.4M.

Employee benefits have increased by $1.3M from the previous year.

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FINANCIAL POSITION TOTAL ASSETS Assets consist of current assets, which can be converted to cash in less than one year and noncurrent 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 Cash and investments

2020-21 $60.2M

2021-22 $56.4M

2022-23 $54.4M

Trade and other receivables

$7.3M

$10.4M

$12.2M

Other assets

$3.2M

$4.9M

$13.4M

Loan to Urban Utilities

$14.7M

Investment in associate

$37.4M

$38.2M

$38.8M

Infrastructure, property, plant and equipment

$908.8M

$913.7M

$1044.9M

TOTAL ASSETS

$1,031.6M

$1,038.2M

TOTAL LIABILITIES

Capital works of $58.6M were undertaken during 2022-23. CAPITAL EXPENDITURE

2022-23

Roads

$31.3M

Bridges

$1.7M

Drainage

$1.5M

Footpaths

$0.8M

Facilities, parks and gardens

$20.6M

Vehicles, plant and equipment

$1.7M

Waste management

$0.6M

Other projects

$0.4M

TOTAL

$58.6M

$1,178.3M

0.6%

35%

Other assets consist of inventories, contract assets (work performed on capital grants prior to the receipt of grant monies), and prepayments. This saw an increase of $8.4M from the previous year due largely to an increase in contract assets and prepayments. The loan balance of $14.7M 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.

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

2020-21

2021-22

2022-23

53%

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 $0.6M from the previous year is due to the recognition of Council’s share of UU returns.

Roads

The written down value of infrastructure, property, plant and equipment increased by $131.1M from the previous year. Infrastructure, property, plant and equipment accounts for 89% of Council’s total assets.

Vehicles, plant and equipment

Bridges

2020-21

2021-22

2022-23

Net assets

$956.2M

$953.6M

$1,091.4M

COMMUNITY EQUITY

2020-21

2021-22

2022-23

$14.1M

$17.0M

$17.9M

$45.7M

$44.9M

$47.4M

Provisions

$10.3M

$9.4M

$10.6M

Accumulated surplus

$669.3M

$684.0M

$734.4M

Other liabilities

$5.3M

$13.3M

$11.0M

Asset revaluation surplus

$286.9M

$269.7M

$357.0M

TOTAL LIABILITIES

$75.4M

$84.6M

$86.9M

TOTAL EQUITY

$956.2M

$953.6M

$1,091.4M

BORROWINGS INCREASED BY $2.5M FROM THE PREVIOUS YEAR DUE TO THE DRAWDOWN OF ADDITIONAL $5.0M IN LOANS AT JUNE 2023 OFFSET BY $2.5M IN REPAYMENTS OF LOAN PRINCIPLE.

Other liabilities consists mainly of contract liabilities (capital grants received in advance of the work being performed) and the domestic waste levy refund received in advance from the Queensland State Government. This decreased by $2.3M largely due to a decrease in contract liabilities.

NET COMMUNITY ASSETS

Trade and other payables

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

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

Borrowings

Trade and other payables decreased by $0.9M from the previous year.

Cash and investments has decreased from the previous year by $2.0M. Trade and other receivables increased by $1.8M from the previous year due to a higher level of outstanding rates and utility charges and grant programs.

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.

NET COMMUNITY ASSETS AND EQUITY

Community equity increased by $137.8M from the previous year, which is the value of total comprehensive income from the Statement of Comprehensive Income of $50.5M and an increase in the Asset Revaluation Surplus of $87.3M.

CASH FLOWS The Statement of Cash Flows outlines where Council received its cash from and where it was subsequently spent. CASH FLOWS

2020-21

2021-22

2022-23

NET CASH INFLOW/(OUTFLOW) FROM: Operating activities

$9.2M

$20.2M

$21.5M

Investing activities

($3.6M)

($23.2M)

($26.0M)

Financing activities

$14.2M

($0.9M)

$2.6M

NET INCREASE/ (DECREASE) IN CASH HELD

$19.8M

($3.9M)

($2.0M)

Net cash from operating activities increased by $1.3M from the previous year.

Drainage

Net cash used in investing activities decreased by $2.8 from the previous year.

Footpaths Facilities, Parks and gardens

Net cash from financing activities increased by $3.4M from the previous year.

Waste management Other projects

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FINANCIAL POSITION

FINANCIAL SUSTAINABILITY INDICATORS

YEAR END CASH BALANCE

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

$61.0M $60.0M

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

$60.2M

Financial sustainability is a strategy and ratios are used as point-in-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.

$59.0M $58.0M $57.0M

$56.4M

$56.0M $55.0M

$54.4M

$52.0M

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:

$51.0M

a) Asset Sustainability Ratio

$54.0M $53.0M

2020-21

2021-22

b) Net Financial Liabilities Ratio

2022-23

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

Council’s year end cash balance was $54.4M as at 30 June 2023.

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

The outcomes of Council’s financial sustainability strategy are as follows: • To allow for the adequate provision for programs (including capital expenditure) and services into the future without having to introduce substantial or disruptive revenue (and expenditure) adjustments; and • To allow for the equitable distribution of the costs of establishing and maintaining community assets and services between current and future ratepayers. The Queensland Treasury Corporation performed a credit risk assessment during 2022-2023 and rated SRRC as being Sound with a Developing outlook. Council is committed to remaining financially sustainable through appropriate levels of service provision.

Boonah Coronation Park

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FINANCIAL SUSTAINABILITY INDICATORS ASSET SUSTAINABILITY RATIO

NET FINANCIAL LIABILITIES RATIO

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

How is it calculated?

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

Why is it important? Target:

Definition:

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

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

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

Greater than 90% per annum (on average over the long-term)

Target:

Less than 60% per annum (on average over the long-term)

180% 160%

60%

140%

50%

120%

40%

100%

30%

80%

20%

60%

10%

40%

20%

-10%

2020-21

2021-22

Asset Sustainability Ratio

2020-21 Net FinancialLiabilities Ratio

2022-23

2021-22

2022-23 Maximum Target

Minimum Target Council’s net financial liabilities ratio for 2022-2023 was 7%. 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.

Council’s asset sustainability ratio for 2022-2023 was 168%.

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FINANCIAL SUSTAINABILITY INDICATORS OPERATING SURPLUS RATIO 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 0% and 10% per annum (on average over the long-term)

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

2020-21

2021-22

Operating Surplus Ratio

2022-23 Lower Limit

Upper Limit

Council’s operating surplus ratio for 2022-2023 was 6.6%.

Tamborine Mountain, June 2023

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SPECTACULAR SCENERY AND HEALTHY ENVIRONMENT THE REGION’S UNIQUE NATURAL ENVIRONMENT AND RURAL LANDSCAPES ARE PRESERVED AND ENHANCED IN PARTNERSHIP WITH OUR COMMUNITY

Kalbar Engelsburg Memorial Park

OUR HIGHLIGHTS

MANAGING BIODIVERSITY

WORKING IN PARTNERSHIP WITH THE COMMUNITY TO PRESERVE AND ENHANCE THE REGION’S NATURAL VALUES, COUNCIL IN 2022-23:

IMPLEMENTING THE BIODIVERSITY STRATEGY

ADOPTED THE FIVE-YEAR SCENIC RIM BIODIVERSITY IMPLEMENTATION PLAN

Council’s implementation of its Biodiversity Strategy 2015-2025 continued during 2022-23 with a report card in July 2022 providing an insight into the successes of the strategy during its first five years. Approval of a five-year implementation plan has provided renewed direction for the remaining five years of the strategy through the recognition, preservation and enhancement of the region’s unique environment and natural resources. The implementation plan not only provides a detailed work plan for Council but also supports the partnerships required for its delivery.

PLANTED 60,897 TREES AS PART OF THE ONE MILLION TREES PROGRAM

DELIVERED A RECORD $156,380 FOR 51 PROJECTS THROUGH THE SCENIC RIM ENVIRONMENTAL GRANTS

ADOPTED THE SCENIC RIM CLIMATE CHANGE STATEMENT OF INTENT

In line with the Biodiversity Strategy 2015-2025, Council delivered the Scenic Rim Environmental Grants Program funding a record number of projects in 2022-23 to enhance habitat and improve waterways through a 50 per cent budget increase. In October 2022, $156,380 was allocated for 51 projects to be delivered by individual landowners and community groups. Funding provided for projects which aimed to improve habitat for endangered species, plant vegetation, preserve trees and control wild pigs and invasive weeds. Waterways benefited from projects to stabilise banks and increase populations of endangered Mary River cod. Council’s Environmental Grants Program demonstrates its investment in partnerships to conserve and enhance some of our region’s most valuable environmental assets.

TACKLING PEST FISH   The Il Bogan Lagoon near Beaudesert was the biggest winner from the 2022 Carp Cup in September, as fishers and families competed for the biggest catch while removing pest Carp and Tilapia from the waterway. Carp and Tilapia are two of Queensland’s declared species of noxious fish, posing a serious threat to native aquatic communities.

THE ANNUAL CARP CUP EVENT, WHICH ATTRACTED 55 PARTICIPANTS OF ALL AGES HELPED TO RESTORE THE ECOLOGICAL BALANCE BY REDUCING THE NUMBER OF PEST FISH WHICH COMPETE WITH NATIVE FISH AND WILDLIFE AND DAMAGE STREAM BANKS. The winner of the Scenic Rim Regional Council Carp Cup 2022 was Dorina Gyurcsik, who caught the largest Carp on the day. Medals were also awarded for the First Pest Fish of the Day, Under 14 Years Largest Tilapia, Under 14 Years Largest Carp, Largest Tilapia and even the Smallest Pest Fish of the Day. A medal for Haul of the Day was won by Liam Goeldner who reeled in a total of 10 pest fish. Following the removal 49 Carp and Tilapia, ranging in size from 11.5 centimetres to 45 centimetres, 1000 native Australian Bass fingerlings which were released into the Il Bogan Lagoon.

MANAGING PEST ANIMALS Council rolled out its biannual baiting program to control wild dogs and feral pigs in April 2023, encouraging property owners on larger holdings to help manage pest animals which not only pose a threat to native wildlife but also pets and other domestic animals. The program, which uses sodium fluoroacetate baits more commonly known as 1080, has proved very effective over a number of years in assisting landowners in controlling wild dogs, which are responsible for stock losses as well as the destruction of native wildlife. Council’s carefully controlled program uses a pesticide that has been deployed across Australia since the early 1960s and which has proven to be the most effective and humane way of dealing with wild dogs and feral pigs without impacting other species.

Resilient Rivers Program

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MANAGING BIODIVERSITY SUPPORTING NATIONAL INITIATIVES

MANAGING THE ENVIRONMENT

Scenic Rim residents, schools and businesses were encouraged by Council to get involved in national programs to address environmental challenges.

The table below details Council’s environmental management activities during the past five years. ENVIRONMENTAL MANAGEMENT

THE NEW PLANTINGS WERE IN PLACE IN PREPARATION FOR VIETNAM VETERANS DAY COMMEMORATIONS IN AUGUST 2023.

2020-2021

2021-2022

2022-2023

Bushland reserves

152

Land for Wildlife properties

287

290

320

348

Environmental Grants

New Conservation Agreements

Rural Trees Initiative

10,073

11,557

17,797

21,845

9,219

Habitat Trees Initiative

1,060

6,400

6,890

7,722

21,679

Community Trees Initiative

12,216

4,307

7,274

950

6,045

River Trees Initiative

13,181

2,638

7,632

4,420

4,630

LAND PROTECTED UNDER ENVIRONMENTAL MANAGEMENT PROGRAMS

SCENIC RIM ONE MILLION TREES PROGRAM

REVITALISING BEAUDESERT’S MEMORIAL GARDEN

The memorial garden was officially opened in August 1995 to commemorate the 50th anniversary of the end of World War Two, with 33 palm trees planted in memory of Beaudesert’s servicemen and women who made the supreme sacrifice, giving their lives for their country during the conflict. Many of the palm trees had died, either as a result of vandalism or their unsuitability to the local soil and growing conditions, and others had barely survived. All were replaced with Melaleuca ‘Claret Tops’ while the tree at the centre of the garden was replaced with a Callistemon ‘Wildfire’.

2019-2020

Number of new Voluntary Conservation Agreements

In early 2023, Council promoted Clean Up Australia Day, urging the region to get behind the nation’s largest community-based environmental event on Sunday 5 March. With a focus on reducing the disposal of unwanted items to landfill, the Garage Sale Trail in November 2022 was a win-win for Scenic Rim sellers and shoppers. Figures released in January 2023 showed that, over two weekends, more than 2700 locals participated in Australia’s largest festival of pre-loved items with Scenic Rim sellers turning their trash into cash, generating more than $40,000 in sales and saving almost 3.2 tonnes of unwanted items from landfill.

Beaudesert’s Memorial Palm Garden, honouring those who served in World War Two, was rejuvenated with new plantings and a makeover by Scenic Rim Regional Council in May 2023. With the approval of the Beaudesert RSL Sub Branch, Council replaced 33 palm trees which had failed to thrive with native species more suited to the area and which will attract nectar-loving birds.

2018-2019

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

9,956

5,480

5,632

4,920

TOTAL

46,486

30,382

45,225

35,025

46,493

2022 (Q1)

2022 (Q2)

2023 (Q3)

2023 (Q4)

TOTAL

To the public (free trees)

2,178

2,274

1,124

788

6,364

To the PLM team – (internal landscaping)

766

1,852

2,852

2,548

8,018

2,944

34,126

3,980

3,354

14,404

NURSERY TREES

Advanced Trees TOTAL

* numbers included in ‘Distributed under Free Trees Program’ section Reducing the region’s flood risk

PLANTING ONE MILLION TREES   The One Million Trees Program is Council’s flagship environmental initiative, with the goal of planting a million trees across the Scenic Rim by 2025. The program provides native trees to Scenic Rim residents, community groups, rural landholders and schools and aims to address issues of biodiversity loss by encouraging sustainable land practices, the restoration of waterways and beautification of the region. In 2022-23 Council received 171 applications for trees resulting in more than 41,000 plantings across the region. As at 30 June 2023, more than 728,000 trees had been planted across the region as part of this ambitious program. In total, Council provided 60,897 trees for the community and plantings in Scenic Rim parks and reserves.

Koala habitat regeneration at Tamborine

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ADDRESSING CLIMATE CHANGE ISSUES REDUCING THE REGION’S FLOOD RISK The Scenic Rim will be better prepared to deal with the impacts of intense rain events following the Queensland Reconstruction Authority’s funding approval of $637,000 in June 2023 for eight projects aimed at reducing the region’s flood risks. Support from the Flood Risk Management Program, jointly funded by the Australian and Queensland governments under the Disaster Recovery Funding Arrangements, will enable Council to undertake a detailed analysis of all potential sources of risk to support its preparations for widespread flooding. In line with the 2011 Queensland Floods Commission of Inquiry’s recommendation that councils develop floodplain management plans, Scenic Rim Regional Council has worked to enhance flood modelling to inform its planning and invested in the improved resilience of local infrastructure. The Flood Intelligence Strategy will see the development of schematic catchment plans identifying the location of existing rainfall and river height gauges and the corresponding locations that will be impacted downstream during intense rain events. Flood modelling of five waterways – the Logan River, Purga Creek, Albert River, Warrill Creek and Teviot Brook - will improve Council’s understanding of flooding in the Scenic Rim. Critical Council infrastructure, including community places refuge, will be identified and mapped to enable forecasting of flood impacts. Council’s incident management system will also be enhanced through the addition of information on flooding and flood gauges. With the support of the Australian and Queensland governments, Council continues to enhance its ability to understand and respond to rainfall events and subsequent flooding within the Scenic Rim region. Working with the Queensland Reconstruction Authority, Council has maximised the Disaster Relief Funding Arrangements, combined with its own funds, to further its understanding of floods and reduce the risks for the community.

PREPARING THE COMMUNITY Council supported Get Ready Queensland Week, encouraging Scenic Rim residents in October 2022 to prepare a ‘what if’ plan for extreme weather and other disasters, following a series of flooding events across the region in recent years. With predictions of a third consecutive La Nina weather event, the region was facing a season that could have brought flooding to the Scenic Rim once again. Get Ready Queensland Week was a timely reminder for residents to prepare their homes to reduce the impacts of floods and fires. A recruitment drive was activated to encourage residents to sign up to the Scenic Rim Disaster Dashboard, which delivers timely information including weather and road conditions as well as emergency updates to the region.

SECURING DISASTER ASSISTANCE Council secured financial assistance in October 2022 through the jointly funded Commonwealth-State Disaster Recovery Funding Arrangements to support clean-up operations and the repair of essential public assets. Severe storms that impacted the region in September 2022 damaged local and state roads, resulting in road closures and short-term isolation of areas across the Scenic Rim.

MAPPING THE FLOOD RECOVERY JOURNEY

PROMOTING SAFETY AND RESILIENCE

An interactive map was launched in April 2023 to provide information to the community on the location and progress of roadworks as the Scenic Rim continues its flood recovery journey. The map, which can be viewed on Council’s website at www. scenicrim.qld.gov.au/roadworks shows, at the click of a mouse, the description and location of flood damage on the local road network and the status of repair works. The map continues to be updated as works progress.

Council updated its Disaster Management Policy in October 2022 to ensure its disaster management arrangements continued to support a safer, more secure and resilient local community and meet the region’s changing needs.

This map puts at users’ fingertips information about works which have commenced, those that are waiting further approvals and works which have been completed. It reflects the long journey of recovery from disaster events which have impacted our region over a number of years, most recently the flooding of early 2022. Assistance for these works has been provided through the jointly funded Commonwealth-State Disaster Recovery Funding Arrangements.

The policy, which had previously been reviewed and updated in November 2018, was revised to include the roles and responsibilities of all groups and individuals involved in the region’s disaster management, particularly the Local Disaster Management Group. It provides an integrated and effective approach to enable an appropriate and coordinated response to disaster events and sets out Council’s responsibilities and activities for managing emergency or disaster events in line with the Disaster Management Act 2003 and the Disaster Management Regulation 2014.

MORE THAN $3.14 MILLION WAS APPROVED IN JUNE 2023 THROUGH THE AUSTRALIAN GOVERNMENT’S EMERGENCY RESPONSE FUND FOR PROJECTS TO ASSIST IN THE SCENIC RIM’S RECOVERY FROM THE 2021-2022 FLOODS. The announcement of $3.1 million in funding for a two-lane concrete bridge, that will be more resistant to flooding than the low-level crossing at Price Creek, was welcomed by the Illinbah and wider community. Removal of debris from the Lahey Tunnel at Canungra was allocated $25,300 and $16,400 will provide for reconstruction of the footpath at the Tamborine Mountain Regional Botanic Gardens in the Scenic Rim. The Beaudesert Historical Museum will receive $2,100 to replace damaged ceiling tiles and informational signage. | 47

Local Disaster Management training

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ADDRESSING CLIMATE CHANGE ISSUES ADDRESSING CLIMATE CHANGE Council set a clear vision for action at a local level when it adopted its final Climate Change Statement of Intent in November 2022. The Statement of Intent demonstrated Council’s commitment to building a sustainable future for Scenic Rim communities, based on solid data and clear expectations. It supports Council’s role in ensuring the Scenic Rim remains valuable, liveable and productive. As part of an ongoing dialogue about climate change issues, the statement of intent will also inform the development of a Climate Change Strategy.

SECURING WATER RESOURCES In December 2022, Queensland Government lodged a formal application on behalf of Water for Warrill Ltd, seeking support for the proposal from the Australian Government National Water Grid Authority for funding to prepare a Preliminary Business Case and Options Analysis. Unfortunately, this application was unsuccessful.

WE HAVE ALSO APPROACHED THE SCENIC RIM REGIONAL COUNCIL TO FUND ELEMENTS OF THE WATER FOR WARRILL PLANNING AS THE PROJECT STRONGLY ALIGNS WITH THE COUNCIL’S PROSPERITY STRATEGY 2020-2025.

LOOKING AHEAD

The Water for Warrill project can: • Play a key role in enhancing the output from local rural industries

In 2023-24 Council will: • Develop a five-year plan to support the implementation of its Biosecurity Plan

• Create up to 1342 additional permanent jobs, both directly in the agricultural sector and via associated processing and value-adding sectors, throughout the community

• Deliver annual Disaster Management exercises • Deliver rural, community habitat and river trees initiatives, and

• Deliver direct economic benefit of up to $305 million and $150 million in new agricultural revenue each year. This would be an almost 10% increase on the Scenic Rim’s Gross Regional Product

• Promote Council’s disaster dashboard as a key source of information • Progress plans for water resilience.

• Allow current production to be more resilient to drought and climate change • Enhance opportunities for processing of produce given reliable, secure water supply and increased production volumes outside that of fresh supermarket supplies Several immediate investigations have been proposed which may lead to identifying economy-building water development opportunities, including: • Utilising Wyaralong Dam water • Enhanced mapping and understanding of groundwater • Accessing unused allocations in the SEQ catchment and incentives to deliver better use of existing allocations The Water for Warrill project has the potential to strengthen the agricultural sector in the Warrill and Fassifern Valleys by bringing high priority, or equivalent, water entitlements, increasing production volumes and quality, supercharging investment certainty and increasing job opportunities.

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: Recognition, preservation and enhancement of the region’s unique environment and natural resources, including its biodiversity.

AREA OF FOCUS: : Recognition, preservation and enhancement of the region’s unique environment and natural resources, including its biodiversity.

Biodiversity Strategy

Resilient Rivers

Action

Continue to implement actions contained within the Scenic Rim Regional Council Biodiversity Strategy 2015-2025.

Action

Continue to deliver, in partnership with the Council of Mayors South East Queensland, the Resilient Rivers Program.

Activities 2022-2023

1. Deliver actions identified in the five-year implementation plan (2020-2025).

Activities 2022-2023

1. Deliver actions under the Logan-Albert Catchment Action Plan.

2. Continue to deliver programs aligned with Council’s biodiversity vision

2. Deliver actions under the Bremer Catchment Action Plan.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Indicator For Success

Key Milestone / Key Performance Indicator

Biodiversity across the region is protected.

New properties secured under the Habitat Protection Program.

Outcomes are enhanced by productive partnerships and knowledge sharing.

Total value of grant funding allocated to the community.

150,000

154,384

Natural environment and rural Projects delivered under the Logan-Albert Catchment Action Plan. landscapes are enhanced as Projects delivered under the Bremer Catchment Action Plan. a result of planned actions.

Number of environmental education events delivered.

Target

Actual

KPI COMMENTARY: The Resilient Rivers Initiative successfully delivered seven projects supporting landholders in improving waterway health and management in the Scenic Rim. Key projects across the catchment included revegetation projects, stabilisation works and riparian fencing in the upper Bremer, Logan and Albert Catchments. The project resulted in approximately 5,000 plants being planted in key riparian areas with weed treatment works occurring across several kilometres of waterways. Other works included the repair of active erosion sites within key areas of the Logan and Bremer catchments.

KPI COMMENTARY: All actions in the Scenic Rim Regional Council Biodiversity Strategy 2015-2025 five-year implementation plan that were planned for delivery in 2022-2023 have been delivered. Programs aligning to Council's biodiversity vision have been successfully delivered, with demand exceeding initial targets AREA OF FOCUS: Recognition, preservation and enhancement of the region’s unique environment and natural resources, including its biodiversity. Biodiversity Partnerships Action

Partner and collaborate with agencies, community groups and private landholders to provide a coordinated approach to protecting biodiversity within the region.

Activities 2022-2023

1. Establish project agreements with agencies, community groups or private landholders for the delivery of biodiversity projects. 2. Deliver biodiversity projects in collaboration with agencies, community groups or private landholders

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Outcomes are enhanced by productive partnerships and knowledge sharing.

Number of biodiversity projects established in collaboration with agencies, community groups or private landholders.

Value of support secured through biodiversity partnerships.

$100,000

$238,600

KPI COMMENTARY: Council was successful under Round Two of the Koala Habitat Restoration Partnerships Program for a restoration and revegetation project at Sundown Reserve. The Project resulted in 3,000 plants being planted and weed treatment across approximately six hectares of land. Under the Skilling Queenslanders for Work program, Trainees worked across six council reserves planting more than 2,000 plants and reducing large infestations of environmental weeds. Trainees learn valuable skills and techniques in weed management and restoration practices while gaining a certificate 1 in conservation and land management.

Resilent Rivers Program

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: : Adaptation to changing climate and weather patterns.

AREA OF FOCUS: : Adaptation to changing climate and weather patterns.

Climate Adaptation

Natural disaster mitigation

Action

Develop a program of work to facilitate climate adaptation across the region.

Action

Incorporate natural disaster mitigation in the design and operation of Council’s facilities and assets.

Activities 2022-2023

1. Develop the Scenic Rim Climate Change Strategy and Action Plan.

Activities 2022-2023

1. Design new facilities and assets to current standards and guidelines, incorporating natural disaster mitigation.

Indicator For Success

Key Milestone / Key Performance Indicator

Natural environment and rural Scenic Rim Climate Change Strategy adopted by Council. landscapes are enhanced as a result of planned actions

Target

Actual

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

75%

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%

KPI COMMENTARY: Significant progress has been made in the development of the Scenic Rim Climate Change Strategy and Implementation Plan. It is anticipated that this will be finalised by end December 2023.

KPI COMMENTARY: Council continues to ensure that natural disaster mitigations are considered in the design and operation of Council’s facilities and assets.

AREA OF FOCUS: : Adaptation to changing climate and weather patterns.

Disaster management awareness

Environmental Sustainability

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 2022-2023

1. Develop or review disaster management plans and procedures as needed by the Local Disaster Management Group. 2. Deliver annual disaster management exercises to increase local coordination capability

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Outcomes are enhanced by productive partnerships and knowledge sharing.

Number of local disaster management plans and procedures developed, reviewed and endorsed by the Local Disaster Management Group.

Increased community awareness of drought and natural disaster mitigation enhances resilience.

Number of disaster management exercises and training sessions facilitated for Council and stakeholders who participate in disaster response and recovery activities.

Action

Design and deliver initiatives to increase environmental sustainability across Council’s operations.

Activities 2022-2023

1. Investigate the use of energy efficient infrastructure and processes in the operation of Council’s operational facilities.. 2. Implement energy-smart technology in Council’s buildings and community facilities

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council’s assets provide appropriate and sustainable levels of service.

Number of LED lights installed in Council buildings and community facilities.

100

130

Number of external grants secured to fund implementation of significant energy efficiency projects.

KPI COMMENTARY: While Council has not yet been successful in securing an external grant to fund implementation of significant energy efficiency projects, this will remain a goal as Council maintains focus the importance of environmental sustainability considerations in operations of its infrastructure and processes.

KPI COMMENTARY: Significant progress was made towards updating the local disaster management plans and procedures, with Council’s adoption of the Scenic Rim Local Disaster Management Plan on 20 June 2023. A number of successful disaster management exercises and training sessions were held in 2022-2023 to ensure continued preparedness, including a Disaster Coordination Centre training session and education in the Guardian IMS software for Council’s Incident Management Team. Exercises were delivered for Kooralbyn Place of Refuge with emergency services and Community Disaster Volunteers, and a review was undertaken of Seqwater Dam Emergency Action Plans with the Local Disaster Management Group.

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS

Council nursery

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 2022-2023

1. Progress Water for Warrill Project advocacy. 2. Investigate policy options to increase domestic water supply capacity for new dwellings in the region to reduce demand on reticulated water supply.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Water resilience across the region is increased.

Number of Advisory Group meetings attended in support of the Water for Warrill project.

Recommendations for policy options to increase domestic water supply capacity for new dwellings presented to Council for consideration.

100%

KPI COMMENTARY: In December 2022, the Queensland Government lodged a formal application on behalf of Water for Warrill Ltd, seeking support for the proposal from the Australian Government National Water Grid Authority for funding to prepare a Preliminary Business Case and Options Analysis. The application was considered in the first quarter of 2023, with an unsuccessful decision announced in May. No Advisory Group meetings were held during this time, due to the consideration of the application. Options to increase domestic water supply capacity for new dwellings have been researched and reviewed to prepare the Policy. AREA OF FOCUS: : Adaptation to changing climate and weather patterns. One Million Trees Action

Continue to deliver One Million Trees for the Scenic Rim by 2025.

Activities 2022-2023

1. Deliver rural trees initiative. 2. Deliver community trees initiative 3. Deliver habitat trees initiative. 4. Deliver river trees initiative.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Natural environment and rural Number of trees planted annually to achieve the 'One Million Trees for the Scenic 90,000 landscapes are enhanced as Rim' target by 2025. a result of planned actions.

60,897

KPI COMMENTARY: While there has been reduced planting on Council lands with prioritisation of other works, the “One Million Trees for the Scenic Rim” program continues to track well, with 728,174 plants delivered through the program as at 30 June 2023.

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SUSTAINABLE AND PROSPEROUS ECONOMY AN ENHANCED REGIONAL BRAND UNDERPINS SUSTAINABLE ECONOMIC GROWTH FOR BUSINESSES, STRONG LOCAL EMPLOYMENT OPPORTUNITIES AND HIGH-PERFORMING PRIMARY PRODUCTION AND TOURISM INDUSTRIES.

Tamborine Mountain

OUR HIGHLIGHTS

ECONOMIC PROSPERITY

WITH A CONTINUED FOCUS ON THE GROWTH OF THE LOCAL ECONOMY AND EMPLOYMENT OPPORTUNITIES, COUNCIL IN 2022-23:

SUPPORTING THE REGION’S ECONOMIC PROSPERITY

DELIVERED THE SHOP SCENIC RIM GIFT CARD PROGRAM

STAGED THE 2022 QUEENSLAND GRADE CHAMPIONSHIP ROWING REGATTA IN CONJUNCTION WITH ROWING QUEENSLAND FOLLOWING A $50,000 FUNDING BOOST

As an extension of Scenic Rim Regional Council’s Community Plan and Corporate Plan, the Regional Prosperity Strategy 2020-2025 provides specific direction for the delivery of the ‘Sustainable and Prosperous Economy’ pillar. The strategy is a rolling implementation program that is reviewed annually and adjusted to the economic climate. It was developed through detailed research and analysis of the region as well as engagement with both internal and external stakeholders.

ADOPTED THE SCENIC RIM AGRIBUSINESS 10-YEAR ROADMAP 2022-2032 AND THE SCENIC RIM AGRIBUSINESS AND AGRITOURISM THREE-YEAR ACTION PLAN 2022–2025

WON A SILVER AWARD AT THE QUEENSLAND TOURISM AWARDS IN THE EXCELLENCE IN FOOD TOURISM CATEGORY

Council’s Regional Prosperity team is responsible for the strategy’s delivery and works proactively with the Scenic Rim businesses to assist in building capacity, identifying opportunities for growth and providing a voice through its advocacy to relevant government agencies and representative groups. During 2022-23, Council delivered two Business Breakfasts, each attracting more than 120 guests, for networking and information sharing. In November 2022, Council’s newly appointed CEO David Keenan presented a keynote address, relating what attracted him to Council and some of the opportunities for the Scenic Rim during the next decade. During Queensland Small Business Month in May 2023, economist Michael Campbell shared his extensive experiences in areas of exporting and investment attraction and explained how local businesses could leverage support through partnerships across all levels of government. Some of the Scenic Rim’s successful small business exporters also shared their experiences in a panel discussion chaired by Trade and Investment Queensland.    Council’s Regional Prosperity team also engaged extensively with the region’s small business operators, and worked collaboratively with the region’s Chambers of Commerce, its local tourism organisation Destination Scenic Rim and with other business groups throughout the year. Council continued its rollout and promotion of the Shop Scenic Rim gift card program encouraging local spending and support of local businesses.

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Sam Dusting, Danielle Stone and Bec Thomson and at My Country Escape to support Shop Scenic Rim Gift Cards.

SUPPORTING LOCAL BUSINESSES   The gift that keeps on giving Council’s Shop Scenic Rim gift card initiative continued to gain momentum in 2022-2023 with 130 local businesses registering to participate in the initiative and a total of $16,000 worth of gift cards sold. The program, which supports local businesses and encourages the community to shop locally, promotes the purchase of gift cards, which can then be spent in participating local stores, ensuring money is injected back into the local economy.   Assistance for the program was provided through Commonwealth-State Disaster Recovery Funding Arrangements (DRFA) Exceptional Circumstances package made available following the 2019 Queensland Bushfires.

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ECONOMIC PROSPERITY ENGAGING IN STRATEGIC PARTNERSHIPS Council continued its advocacy for the Scenic Rim in 2022-2023 following the announcement in March 2022 of the SEQ City Deal which will provide more than $7.76 million in funding to kickstart planning for priority transport, economic and liveability projects including the Bromelton State Development Area. Throughout 2022-2023, Council facilitated four meetings of the Scenic Rim Strategic Coordination Group, a major forum that brings together representatives from key Queensland Government agencies such as the Department of State Development, Infrastructure, Local Government and Planning; the Office of the Coordinator-General; the Department of Transport and Main Roads; and Trade and Investment Queensland.

OUR INDUSTRY THIS GROUP CONTINUED TO IDENTIFY AND PROGRESS THE REMOVAL OF IMPEDIMENTS TO INVESTMENT TO UNLOCK THE POTENTIAL OF THE STATE DEVELOPMENT AREA AT BROMELTON AND DISCUSSED A RANGE OF MATTERS OF SHARED INTEREST. THESE INCLUDED CRITICAL TRANSPORT AND OTHER INFRASTRUCTURE, THE DEVELOPMENT OF THE BEAUDESERT ENTERPRISE PRECINCT, THE SEQ CITY DEAL AND THE SCENIC RIM’S INVOLVEMENT IN THE 2032 OLYMPIC AND PARALYMPIC GAMES.

ATTRACTING AND EXPANDING INDUSTRIAL BUSINESSES Council progressed the development of a suite of investment attraction materials – including videos, photographs, fact sheets and website updates – as key elements in promoting the Scenic Rim as an optimum location for a wide range of industrial enterprises. These will provide much-needed collateral to highlight the region’s attributes for approaches to, and negotiations with, potential investors.

EXPLORING FUTURE AGRICULTURE-BASED INDUSTRY OPPORTUNITIES     Planning for the future Council’s adoption in 2022-23 of its Scenic Rim Agribusiness 10-Year Roadmap 2022-2032 and the Scenic Rim Agribusiness and Agritourism Three-Year Action Plan 2022-2025 will support the continued growth of the region’s key industries of tourism and agriculture which add more than $400 million to the local economy annually and employ more than 4,000 locals.

Council met with the Trade Commission in October 2022.

THE ROADMAP OUTLINES 11 OBJECTIVES ALIGNED WITH BUILDING THE CAPACITY OF THE INDUSTRY SECTOR AND 17 INITIATIVES DEVELOPED IN CONSULTATION WITH THE LOCAL COMMUNITY WHICH ARE SUPPORTED BY 48 SPECIFIC AND MEASURABLE ACTIONS IN THE ACTION PLAN. The roadmap and action plan identify Council’s role and how it can work in partnership with the business community and other levels of government to achieve the Scenic Rim’s economic goals.

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Plasvacc Winners at the Premier of Queensland’s Export Awards 2022

Innovation and collaboration    The importance of the Scenic Rim’s agribusiness and agritourism sectors to the local economy was highlighted in October 2022 when Plasvacc, a leading Australian pharmaceutical company, was recognised in the Small Business category of the Premier of Queensland’s Export Awards. Council congratulated Plasvacc - which has been recognised worldwide for its high-quality blood plasma products for horses, camels and dogs – for its achievements that have helped to build the Scenic Rim’s reputation as a region of innovation.    Successful collaboration between Scenic Rim producers culminated in the launch in 2022 of Australia’s first ever sheep, camel, goat and jersey milk cheese. Inspired by the challenges of drought and flooding, the EWE+3 cheese, that is now served in some of Queensland’s finest restaurants, demonstrates the resilience and innovation of the region’s primary producers.

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OUR INDUSTRY ASSISTING BUSINESS DEVELOPMENT Agricultural workshop series Six agricultural workshops to build capacity and capability for a stronger and more resilient agricultural sector were delivered by Council in 2022-23. These free workshops covered a wide range of topics including farm and enterprise planning, financial and succession planning, legal and financial management, opportunities in emerging markets, diversification, export opportunities and innovation and research specific to the horticulture and dairy industries.

WORKSHOPS ATTENDED BY 197 PARTICIPANTS WERE HELD ACROSS THE REGION AT HARRISVILLE, RATHDOWNEY, ARATULA, KERRY AND KALBAR. ADDITIONAL WORKSHOPS ARE BEING PLANNED FOR 2023-24 FOLLOWING EXCELLENT FEEDBACK FROM PARTICIPANTS. Information sessions for tourism and short-term accommodation providers Three free workshops delivered by Council in April and May 2023 aimed to provide local businesses with the information needed to make informed decisions about launching or growing their tourism or short-term accommodation businesses. The sessions held in Beaudesert, Boonah and Tamborine Mountain not only included information about licensing, permits and gaining relevant approvals but also provided participants with the opportunity to network with other operators and industry stakeholders.

2023 Small Business Breakfast

Queensland Small Business Month Queensland Small Business Month (QSBM) in May 2023 featured 23 events attracting more than 500 registrations and exceeded the success of QSBM 2022 which included nine separate events, attended by 230 participants. The Chambers of Commerce of Tamborine Mountain, Canungra and Boonah, along with Destination Scenic Rim, received support from Council and/or the Department of Employment, Small Business and Training (DESBT) to assist in delivering their dedicated events during QSBM.

ATTRACTING AN AUDIENCE OF 122 GUESTS, THE SCENIC RIM SMALL BUSINESS BREAKFAST HELD ON 16 MAY AND SUPPORTED BY DESBT WAS THE MOST SUCCESSFUL EVER STAGED IN THE REGION. In addition to a month-long program of events, businesses including PlasVacc, Dover & Sons Beaudesert, Jasmin Organics, Ginja Ninja Sushi & Café, The Shoe Vault, German Cuckoo Clock Nest, Beaudesert Exhaust, and Maynard’s Store were profiled on social media. Posts that appeared on Council’s Facebook and LinkedIn pages between 15 and 27 May received significant engagement. This resulted in a reach (how many times the posts were seen at least once) of 41,383 with 892 likes and reactions, 115 comments and 39 shares. Council’s involvement in delivering events during QSBM aligns with the Scenic Rim Regional Prosperity Strategy 2020-2025 and is also identified as an action under the 2022-2023 Operational Plan.

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OUR TOURISM REALISING THE REGION’S TOURISM VISION Council’s progress in realising its five-year vision to double the value of the region’s tourism industry was highlighted in the final report of the Scenic Rim Tourism Strategy 2017-2021 released in January 2023. The report documented Council’s progress towards doubling the value of the region’s tourism industry from $150 million in 2016 to $300 million by 2021 and its effectiveness as a catalyst for growth within the sector. The report also outlined the successes and challenges of delivering outcomes for the region’s tourism development and destination management. Challenges included COVID-19 and the Black Summer bushfires of 2019-2020. The strategy succeeded in helping to ensure the long-term viability and sustainability of the sector and growing the value of the tourism sector within the local economy.

PROMOTING BRAND AWARENESS     Council continued to deliver its program of tactical marketing in 2022-23 that continued the region’s trajectory as a recognised tourism destination, still capitalising on its naming by Lonely Planet as one of the top regions in the world to visit in 2022.    The ‘Always on’ social media marketing campaign delivered via Facebook and Instagram and extensive public relations activity across local, state and national mediums, generated more than $20 million in media value. This was complemented by co-operative marketing campaign activity delivered in October and November 2022, in partnership with local operators and ‘piggybacking’ on campaigns delivered by Tourism and Events Queensland. This campaign activity resulted in more than 59,000 leads to tourism operators and reached an audience of more than 2.7 million while investment and focus on the region’s Visit Scenic Rim destination marketing website paid dividends in driving traffic to the site.

IN 2022-23, COUNCIL ALSO LAUNCHED THE FIRST-EVER INDUSTRY/MEMBERS PORTAL, ON THE VISIT SCENIC RIM WEBSITE, OFFERING INFORMATION AND RESOURCES ON HOW TO GROW A TOURISM BUSINESS, OBTAIN SUPPORT AND TRAINING, CONNECT WITH INDUSTRY AND BE DISASTER READY.

DELIVERING EVENTS AND EXPERIENCES    The Scenic Rim’s reputation as a world-class destination for food tourism was reaffirmed with a silver award in the 2022 Queensland Tourism Awards in November. The award for Excellence in Food Tourism recognised the success of events such as Scenic Rim Eat Local Week and the Scenic Rim Farm Gate Trail. One of the key drivers of the region’s food tourism industry has been Scenic Rim Eat Local Week, which grew from a small food festival in 2011 to an annual 10-day celebration of locally produced food and wine and then a month-long event in 2023. The Scenic Rim Farm Gate Trail, which is delivered by local tourism organisation, Destination Scenic Rim, sees up to 30 local producers opening their gates to self-drive tourists, attracting thousands of visitors purchasing produce directly from the source. Council also continued to support the delivery of a range of other events in 2022-23 that attracted visitors to the region, including The Long Sunset concert, the Scenic Rim Clydesdale Spectacular, the Sunshine and Sunflower Festival and the Carralbyn Drag Race Display event. Together, these events generated more than $5.6 million of economic impact for the region and provided a return of $160 of economic impact for every dollar invested.

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Eat Local Month launch in May 2023

Eat Local Month A highly anticipated Eat Local Month was delivered in 2022-23 following Council’s decision to expand the event from one week to a full month-long destination festival in June 2023. Throughout the year, Council’s Regional Events team also implemented a range of enhancements to the event stemming from a strategic review of the festival and series of recommendations adopted by Council in December 2022. These included pursuing a dedicated caravanning and camping strategy, providing marketing workshops for the event holders, distributing an event operator toolkit, introducing a ‘sub-regional approach’ clustering events around key areas, introducing a new and improved website and undertaking a packaging initiative with group itineraries to capitalise on midweek opportunities.

FROM ITS INCEPTION IN 2011, WHEN 10 EVENTS ATTRACTED JUST 900 PEOPLE, THE SCENIC RIM’S CELEBRATION OF ITS FARMERS, GROWERS, PRODUCERS, ARTISANS, CHEFS AND QUALITY FOOD AND BEVERAGES HAD GROWN TO MORE THAN 130 EVENTS REGIONWIDE IN 2023, DRAWING ALMOST 35,000 VISITORS AND ADDING $1.2 MILLION TO THE LOCAL ECONOMY.   The full Eat Local Month 2023 program included long lunches showcasing local produce, flavour-filled dinners, farm gate experiences, food walks, tastings, tours, talks, masterclasses and workshops for all ages, culminating in the region’s signature event, the Winter Harvest Festival, on 1 July 2023. Eat Local Month 2023 generated $4.1 million in nationwide media coverage, attracted an estimated 2,417 overnight stays, with 94 per cent of visitors indicating their experience of visiting the Scenic Rim and attending Eat Local Month had made them want to come back and see more of the region. SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 66

OUR TOURISM Buy from the Bush The Scenic Rim’s second Buy from the Bush Queensland Festival held on 17 September 2022 at Summer Land Camels celebrated the flavours, food, faces, wines, tourism experiences, talents, crafts and products of the Australian Bush. From its commencement in 2018, the event has been about supporting Australian businesses from country areas and providing opportunities for people to access products and services from bush businesses.   Showcasing an Olympic venue In partnership with Rowing Queensland, Council secured $50,000 from the Regional Sports Event Fund, supported by the Australian Sports Commission to stage a major rowing event at Lake Wyaralong which has been identified as one of the venues for the Brisbane 2032 Olympic and Paralympic Games. The Queensland Grade Championship Rowing Regatta, which brought rowers from across Queensland in December 2022, provided an excellent opportunity to showcase the Scenic Rim as a visitor and sporting destination.   Clydesdale Spectacular   Based on an estimated return of more than $2.3 million for the region, Council in February approved a doubling of financial and in-kind support to a maximum of $20,000 for the landmark Clydesdale Spectacular staged at Boonah on the weekend of 17 and 18 June 2023.

THE ANNUAL EVENT SHOWCASES THE HERITAGE AND HISTORY OF THE CLYDESDALE BREED, USED BY PIONEERING SCOTTISH AND GERMAN FAMILIES SINCE THE 1840S TO TRANSFORM THE SCENIC RIM’S BUSHLAND INTO A LEADING AGRICULTURAL AREA. Council considers its support of the event an excellent return on investment for the Scenic Rim, with some 7,000 visitors, 88 per cent of whom came from outside the region, attending the 2023 Clydesdale Spectacular.

REACHING FOR THE STARS   Council’s approval in February 2023 of a planning application for a planetarium at Tamborine Mountain was an important step towards a project that is expected to bring thousands of visitors to the region and create new local jobs. The planetarium will provide an educational space for locals and visitors and add to Tamborine Mountain’s wealth of tourism offerings.

COUNCIL CONSIDERED THE LONG ROAD DEVELOPMENT, THAT WILL INCLUDE SIX SINGLE-STOREY CABINS FOR VISITORS, WAS IN KEEPING WITH THE SURROUNDING AREA AND WOULD BE ANOTHER MAJOR VISITOR DRAWCARD FOR THE MOUNTAIN.

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SUPPORTING DESTINATION SCENIC RIM    Destination Scenic Rim (DSR), the industry-led, member-based local tourism organisation, continued to benefit from Council’s support during 2022-23 including the promotion of DSR’s Farm Gate Trail in October, and its Farm Gate Markets in September and December 2022. Council officers worked closely with member tourism operators to ensure they optimised their profiles and listings on the new, refreshed Visit Scenic Rim website.

CELEBRATING BINNA BURRA LODGE’S RENEWAL   Binna Burra Lodge, one of the Scenic Rim’s leading visitor destinations which was destroyed in the 2019 Black Summer bushfires, celebrated the opening of new facilities in November 2022, supported by a grant of $500,000 from the Queensland and Australian Governments and auspiced by Scenic Rim Regional Council. This was a major milestone on the road to recovery for the heritage-listed site and represented a landmark project for the region. The $607,000 project included the extension of Binna Burra’s Tea House deck and the construction of showers, toilets, a first aid room and storage areas under the Tea House, the addition of four safari tents to the camping ground and new amenities blocks at the safari tents and at the base of Mount Roberts.

The opening of the new facilities recognised the importance of Lamington National Park reserve for the protection of native birds and animals and Binna Burra Lodge’s role in fostering environmental awareness through eco-tourism.

PROMOTING NATURE-BASED TOURISM The Scenic Rim is well placed to become Queensland’s leading destination for nature-based tourism following Council’s adoption in April 2023 of a strategy to ensure the region’s natural beauty is protected for the enjoyment of residents and visitors.

THE SCENIC RIM NATURE-BASED TOURISM STRATEGY 2023-2032 WAS DEVELOPED WITH SUPPORT FROM THE AUSTRALIAN GOVERNMENT’S BUILDING BETTER REGIONS FUND COMMUNITY INVESTMENTS STREAM ROUND 3, WITH FUNDING MATCHED BY COUNCIL, AND AIMS TO CAPITALISE ON THE REGION’S OPPORTUNITIES FOR ADVENTURE AND NATURE-BASED TOURISM. The strategy provides a strong foundation to build on the Scenic Rim’s nature-based tourism offerings while ensuring the sustainability of the region’s economy and lifestyle.

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OUR ECONOMY SUPPORTING REGIONAL PROSPERITY

Eat Local Week

The Scenic Rim’s remarkable resilience was highlighted by a year of significant achievements documented in the Regional Prosperity Annual Report Card 2021-2022. The report card detailed Council’s achievements and outcomes across the five pillars supporting the Scenic Rim Regional Prosperity Strategy 2020-2025, despite the pandemic and disaster events which have impacted the region since late 2019.

Preparation of a Draft Major Amendment to the Scenic Rim Planning Scheme 2020 aligned with the Investment Facilitation pillar, supported tourism and industry development. At $182 million, building approvals for 2021-2022, comprising $132 million for residential and $59 million for non-residential, were at their highest since the Scenic Rim’s peak of $195 million in 2016-2017, well in excess of the figure of $140 million in 2020-2021.   Through its Advocacy for Infrastructure pillar, Council secured more than $59.215 million in combined Australian and Queensland Government funding, with total co-contributions of $18.161 million. Funding of $7.76 million through the SEQ City Deal, announced in March 2022, will kickstart planning for priority transport, economic and liveability projects across Scenic Rim.

Figures for 2021-2022 from the National Institute of Economic Research highlighted the Scenic Rim’s strong performance in terms of jobs growth, investment as measured through the value of building approvals and Gross Regional Product.

ACHIEVING ECONOMIC GROWTH

INCREASED INVESTMENT CONFIDENCE IN THE SCENIC RIM WAS HIGHLIGHTED BY THE $182 MILLION IN BUILDING APPROVALS IN 2021-2022, THE HIGHEST SINCE THE REGION’S PEAK IN 2016-2017.

Council’s Scenic Rim Economic Snapshot for 2021-2022 released in June 2023 highlighted the region’s strong economic growth and the role local industries are playing in providing valuable jobs for locals and contributing to the Scenic Rim’s $2.09 billion economy.

The strategy’s framework had been designed to support the creation of valuable jobs for local residents based on research, analysis and engagement with stakeholders, recognising the part played by all levels of government in facilitating economic development.

THE STRENGTH OF THE FIRST PILLAR OF THE SCENIC RIM REGIONAL PROSPERITY STRATEGY 2020-2025, BUSINESS AND INDUSTRY DEVELOPMENT, WAS REFLECTED IN 1710 BUSINESS ENGAGEMENTS WHICH EXCEEDED COUNCIL’S TARGETS.

The report card clearly illustrated the early success of the Scenic Rim Regional Prosperity Strategy 20202025 in supporting the vision shared by Council and the community for our region’s sustainable and prosperous economy.

The snapshot showed that the Scenic Rim economy continued to power ahead in 2021-2022 with a 9.81 per cent increase in Gross Regional Product for the financial year, almost double Queensland’s 4.99 per cent growth statewide.   Continued support for the Water for Warrill irrigation project will potentially provide $305 million in direct economic benefit and 1,340 jobs at completion. Advocacy to preserve the natural values of the Scenic Rim contributed to the withdrawal of two tenements to explore coal seam gas in the region.

The snapshot indicated that agriculture has grown significantly, and that agriculture, forestry and fishing is still the strongest industry sector while healthcare and social assistance provides the most jobs - more than 2000 – in the region. The Scenic Rim has shown strong growth which is a testament to the efforts of the region’s businesses and also to Council’s support through the pillars of the Regional Prosperity Strategy.

Boonah township

The strategy’s pillar of Education and Workforce Development supported training opportunities for members of the community already working in the agricultural industry or who were considering entering the sector. As a result, 104 qualifications were awarded to participants in fields including horticulture, building and construction.

A HIGHLY COMMENDED AWARD IN THE AUSTRALIAN TOURISM AWARDS IN MARCH 2022 – WHICH CONSOLIDATED THE GOLD AWARD RECEIVED FOR TOURISM MARKETING AND CAMPAIGNS AT THE QUEENSLAND TOURISM AWARDS IN NOVEMBER 2021 – WAS JUST ONE OF COUNCIL’S SUCCESSES UNDER ITS MARKETING AND PROMOTION PILLAR.

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LOOKING AHEAD In 2023-24 Council will: • continue to deliver the Regional Prosperity Strategy 2020-2025   • plan and deliver the Scenic Rim Business Excellence Awards   • progress and promote the Shop Scenic Rim gift card program, and • plan and deliver Scenic Rim Eat Local Month 2024 in addition to a range of events aligned with the Regional Prosperity Strategy.

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: The current and future economic prosperity of the region.

AREA OF FOCUS: The current and future economic prosperity of the region.

Regional Prosperity Strategy

Business Development

Action

Continue to implement the Scenic Rim Regional Prosperity Strategy 2020-2025.

Action

Activities 2022-2023

1. Deliver year two actions contained in the Scenic Rim Regional Prosperity Strategy 2020–2025.

Facilitate and mentor continued development and sustainability of diverse and high-performing local business, with capability to adapt and thrive.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Activities 2022-2023

1. Engage with local businesses through visitation schedule, regular program of assistance and refer to opportunities through local, Queensland and Australian Government programs.

Outcomes are enhanced through productive partnerships and knowledge sharing.

Number of businesses engaged annually.

200

828

Number of developmental projects/initiatives delivered in collaboration with Chambers of Commerce, Destination Scenic Rim, and other business groups.

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.

Number of potential development applicants supported through case management. 6

2. Deliver a region-relevant program of activities as part of Small Business Month.

KPI COMMENTARY: Council has demonstrated its ongoing commitment to engagement with local businesses, industry groups and government agencies in 2022-2023, with the delivery of a wide range of development programs to ensure continued sustainable economic growth. During the year Council delivered two Business Breakfasts, each attracting well over 120 guests, for networking and information sharing. In November 2022, newlyappointed CEO David Keenan presented a keynote address, sharing what attracted him to Council and some of the opportunities for the Scenic Rim over the next decade. Then in May 2023, during Queensland Small Business Month, economist Michael Campbell shared his extensive experiences with exporting and investment attraction and explained how local businesses can leverage support through partnerships across all levels of government. Some of the Scenic Rim’s successful small business exporters also shared their stories in a panel discussion chaired by Trade and Investment Queensland. Queensland Small Business Month (QSBM) was held in May 2023 during which 23 events that attracted over 500 registrations (some participants attended multiple events during May). These results exceeded that of 2022 QSBM, which included delivery of 19 separate events, attended by 230 participants.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Creation of valued employment for local residents is supported.

Number of events delivered as part of Small Business Month.

Number of individuals registered to participate in Small Business Month activities.

100

500

KPI COMMENTARY: Throughout 2022-2023, Council has continued to engage with local businesses and provide connection to government support and programs, also promoting support available. The Tamborine Mountain, Canungra and Boonah Chambers of Commerce and Destination Scenic Rim received support from Council and the Department of Employment, Small Business and Training (DESBT) to assist in delivering a wide range of events during “Small Business Month” in May. Council also delivered 23 events that attracted over 500 registrations, with participants attending multiple events during May. Council sought expressions of interest for participation in the Scenic Rim Regional Prosperity Leadership Alliance, however this yielded a lower level of interest than anticipated. With a view to evolve this alliance to include a Brisbane 2032 Olympic and Paralympic legacy mandate, this was placed on hold and is anticipated to progress in 2023-2024.

AREA OF FOCUS: The current and future economic prosperity of the region. Strategic Partnerships and Supply Chain Management Action

Support the local economy through the development of strategic partnerships and supply chain management.

Activities 2022-2023

1. Continue to engage local businesses in exploring opportunities for increasing local economic spend. 2. Progress and promote the Shop Scenic Rim fixed loop gift card program. 3. Develop Council’s Inventory Procurement Plan to highlight the annual inventory procurement and opportunities for local suppliers.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council continues to focus on ‘buying local’.

Percentage of Council's materials and services expenses purchased from local suppliers.

35%

32.5%

Number of local businesses participating in Shop Scenic Rim program.

150

133

Value of Shop Scenic Rim gift cards redeemed in participating businesses.

$15,000

$8,314

Value loaded on Shop Scenic Rim gift cards.

$25,000

$16,205

KPI COMMENTARY: Council has continued its support of the local economy through direction of discretionary spending to Scenic Rim based businesses, where value for money can be achieved. Council’s total local spend in 2022-23 was approximately $28.96 million. Development of Council’s Inventory Procurement Plan, which will highlight opportunities for local suppliers, has been delayed until 2023-2024. The Shop Scenic Rim fixed loop gift card program has continued to grow throughout the year and, while the number of local businesses signed up to the program fell slightly short of the target in 2022-2023, gift cards totalling more than $16,000 will benefit local businesses, once fully redeemed.

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: An industry footprint that aligns to aspirations of the region and facilitates an evolving economy.

AREA OF FOCUS: : An industry footprint that aligns to aspirations of the region and facilitates an evolving economy.

Industrial businesses

Agriculture Opportunities

Action

Facilitate the retention, expansion and attraction of industrial businesses, contingent on market demand.

Action

Advocate for agriculture-based future industry opportunities.

Activities 2022-2023

1. Develop a suite of investment attraction marketing materials and tactics, targeted at potential investors.

Activities 2022-2023

1. Work with agri-sector to facilitate growth and capitalise on opportunities in agri-business and agri-tourism.

2. Continue to facilitate Scenic Rim Strategic Coordination Group meetings (with Office of the Coordinator-General, Department of State Development, Infrastructure, Local Government and Planning, Department of Transport and Main Roads and other relevant agencies), actions and outcomes.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Outcomes are enhanced through productive partnerships and knowledge sharing.

Year one actions of the three-year action plan of the Agri-business and Agritourism Industry Development Program 10-year Roadmap are delivered.

100%

75%

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Investment in the region grows.

Number of engagements with medium-to-large industrial businesses to support retention, expansion, or attraction to the region.

Number of Scenic Rim Strategic Co-ordination Group meetings held.

KPI COMMENTARY: Council has continued to prioritise actions deliverable under the Agri-business and Agri-tourism Industry Development Program 10-year Roadmap, with appropriate outcomes achieved, despite resourcing challenges throughout the year. Outcomes delivered included delivery of six agricultural workshops to provide exposure and build capacity and capability for a stronger and more resilient agri sector. These free workshops covered a broad range of topics including information and data to be considered for farm and enterprise planning, climate, soil and water resilience, as well as financial and succession planning, insurance, agtech to help improve yield and enhance market prospects, diversification to strengthen an enterprise, opportunities in emerging markets, legal and financial management, and innovation and research specific to the horticulture and dairy industries. These workshops were held across the region at Harrisville, Rathdowney, Aratula, Kerry and Kalbar, and were attended by 197 participants. Council received excellent feedback and is planning additional workshops in future. Continued support for the Water for Warrill irrigation project will potentially provide $305 million in direct economic benefit and 1,340 jobs at completion.

KPI COMMENTARY: Council progressed the development of a suite of investment attraction materials in 2022-2023, which includes videography, photography, fact sheets and website updates. These will be critical in the promotion of the Scenic Rim as an optimum location for a wide range of industrial businesses in the future. Throughout 2022-2023, Council facilitated four meetings of the Scenic Rim Strategic Coordination Group (including key Queensland Government stakeholders and other agencies), to discuss and coordinate actions and outcomes such as critical transport and other infrastructure, the development of the Beaudesert Enterprise Precinct, the South East Queensland City Deal, Scenic Rim’s involvement in the Brisbane 2032 Olympic and Paralympic Games and other issues of relevance to all parties.

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 2022-2023

1. Ensure efficient delivery of the grant-funded Scenic Rim Inland Rail Interface Improvement project (subject to it passing ‘gate’ hurdles as determined by funding body). 2. Include comprehensive information for Bromelton State Development Area (SDA) opportunity in broader investment attraction material and marketing.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Creation of valued employment for local residents is supported.

Investment attraction collateral for Bromelton produced (in conjunction with Department of State Development, Infrastructure, Local Government and Planning) and disseminated through hard copy channels and online.

100%

KPI COMMENTARY: Council progressed the development of a suite of investment attraction materials in 2022-2023, including material promoting the Bromelton State Development Area as a prime location for industrial business activity. Videography, photography, fact sheets and website updates contained within these materials will be key resources in the promotion of this critical SDA. The Scenic Rim Inland Rail Interface Improvement project was discontinued by the funding body.

Advocated for agriculture based businesses

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: Sustainable value captured from tourism in the region with regional capability to drive prosperity.

AREA OF FOCUS: Sustainable value captured from tourism in the region with regional capability to drive prosperity.

Destination Marketing

Destination Scenic Rim

Action

Build on the Scenic Rim destination marketing brands, such as ‘The Richest Place on Earth, in Australia’, to drive awareness, visitation and tourism investment.

Activities 2022-2023

1. Deliver tactical destination marketing campaign in conjunction with industry.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Outcomes are enhanced through productive partnerships and knowledge sharing.

Number of leads to Visit Scenic Rim website from campaign activity.

50,000

207,733

Number of leads to tourism operators from website or digital campaigns.

100,000

59,684

Audience reach through campaign activity (views).

5,000,000

2,772,903

Campaign value generated above paid media spend.

$250,000

$49,870

Editorial/media value generated by PR.

$1 million

$20,979,227

Action

Partner with the unified Local Tourism Organisation, Destination Scenic Rim.

Activities 2022-2023

1. Jointly deliver a range of destination marketing and industry development activities.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Outcomes are enhanced through productive partnerships and knowledge sharing.

Number of financial members of Destination Scenic Rim.

100

156

Number of collaborative initiatives delivered for the tourism industry.

Timely reports submitted to Council with details of activities planned and delivered by Destination Scenic Rim.

KPI COMMENTARY: Council provided marketing support to Destination Scenic Rim, promoting the Autumn Farm Gate Trail through Council’s channels. The Visit Scenic Rim destination (i.e. consumer focused) website was launched, with significant engagement ensuring that operators were optimising their profile and listings. Council also launched the first ever industry/members portal with information and resources on how to grow a tourism business, get support and training, connect with industry and be disaster ready. Council also worked with agency partners to develop a digital, geo-targeted campaign directing people to the new Visit Scenic Rim website. Council supported the delivery of Scenic Rim Farm Gate Trail October, and the Scenic Rim Farm Gate Markets at Breakfast Creek 10 September 2022 and market on 3 December 2022.

KPI COMMENTARY: A co-operative marketing opportunity was provided for local tourism businesses in 2022-2023. This reached over half a million customers and generated over 18,500 customer leads for local businesses. This was complemented by Council’s strategic social media activity throughout the year. A marketing campaign was delivered to drive traffic to the new Visit Scenic Rim website, resulting in nearly 24,000 visitors to the website. 57,279 leads were generated to the Visit Scenic Rim website from Visit Scenic Rim marketing activity, including organic social media and publicity, as well as Eat Local Month promotional activities that provided links to the Visit Scenic Rim website.

AREA OF FOCUS: Sustainable value captured from tourism in the region with regional capability to drive prosperity. AREA OF FOCUS: Sustainable value captured from tourism in the region with regional capability to drive prosperity.

Mitigate impact of growth from tourism

Events and Experiences Action

Facilitate growth of quality regional events and experiences.

Activities 2022-2023

1. Plan and deliver Scenic Rim Eat Local Week 2023, including lead up marketing. 2. Attract, expand, and develop new events in the region. 3. Mentor community-based organisers of regional events to build their capability.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Investment in the region grows.

Total value of economic impact generated by support of events.

$4 million

$5,680,122

Ratio of benefit to dollars invested.

10:1

160:1 (av)

Engagements with event organisers.

219 (Av 55 per quarter)

Action

Define opportunities to mitigate the impact of growth derived from tourism.

Activities 2022-2023

1. Conduct a review of environmental and amenity impacts from visitation growth.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Renewal of Council’s assets, including facilities and infrastructure, is partially offset through value captured from tourism and other activities.

Review of environmental and amenity impacts from visitation growth completed by 31 March 2023.

25%

KPI COMMENTARY: A list of sites for review has been drafted, however progression of this project has been delayed due to resource availability and competing priorities. It is anticipated that this review will be completed in 2023-2024.

KPI COMMENTARY: 2022-2023 saw the delivery of the inaugural expanded Eat Local Month, the Scenic Rim’s celebration of its farmers, growers, producers, artisans, chefs and quality food and beverages grew to over 130 events regionwide in 2023, attended by almost 35,000 visitors, adding $1.2 million to the local economy. Council supported a number of significant events, including The Long Sunset, the Escape Raid and the Clydesdale Spectacular, which drew a wide range of visitors to the region and generated economic impact exceeding $5.6M.

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OPEN AND RESPONSIVE GOVERNMENT ETHICAL AND TRANSPARENT LEADERSHIP SUPPORTS THE DIVERSE NEEDS OF OUR COMMUNITY VIA A HIGH-PERFORMING AND FINANCIALLY SUSTAINABLE ORGANISATION.

OUR HIGHLIGHTS

CUSTOMER FOCUS

IN LINE WITH ITS COMMITMENT TO DELIVERING THE HIGHEST STANDARDS OF SERVICE TO THE COMMUNITY, COUNCIL IN 2022-23:

IMPLEMENTING THE CUSTOMER EXPERIENCE STRATEGY

LAUNCHED ITS ONLINE CUSTOMER REQUEST PORTAL FOR A RANGE OF HIGH-DEMAND COUNCIL SERVICES

Implementation of Council’s Customer Experience Strategy progressed in 2022-2023 through the delivery of targeted training for all new employees to improve their awareness of the customer’s perspective. The development of Plain Language Guidelines progressed in 2022-2023 with a draft developed for internal review.

CONSULTED WITH THE COMMUNITY TO IDENTIFY PRIORITIES IN THE DRAFT 2023-2024 BUDGET

ENHANCEMENTS TO COUNCIL’S WEBSITE DURING 2022-2023 ACHIEVED GREATER ONLINE INTERACTIONS WITH CUSTOMERS. THE LAUNCH OF THE ONLINE CUSTOMER REQUEST PORTAL IN JULY 2023 HAS PROVIDED CUSTOMERS WITH A CONVENIENT MEANS OF LODGING THE MOST COMMONLY RECEIVED REQUESTS UNDER THE CATEGORIES OF WASTE MANAGEMENT, ROAD MAINTENANCE AND ANIMAL MANAGEMENT. AS PART OF COUNCIL’S OVERALL TECHNOLOGY STRATEGY, BUSINESS PROCESSES CONTINUED TO BE REVIEWED AND REFINED TO ENABLE THE ONLINE SUBMISSION OF CUSTOMER APPLICATIONS.

COMMENCED THE CUSTOMER EFFORT SCORE SURVEY TO BETTER UNDERSTAND CUSTOMERS’ INTERACTIONS WITH COUNCIL

Progress against the Scenic Rim Regional Council Communication Strategy 2020-2023 was reported to Council and the community in November 2022, underscoring Council’s commitment to being an open and responsive organisation with a customer-centric culture. The three-year strategy was developed following feedback from the community and key stakeholder and aims to enhance communication with residents, businesses, investors, employees and other levels of government.

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Strong progress was made across all seven key elements of the strategy, which included the successful launch and ongoing development of Council’s community engagement platform, Let’s Talk Scenic Rim, and a video content strategy which achieved high levels of engagement across multiple communication channels.

ENSURING CUSTOMER SATISFACTION   Council’s Customer Effort Score Survey was launched in June 2023, with the submission period extended until 17 July 2023 to allow further time for the community to provide input. The Customer Effort Score survey forms part of Council’s customer survey framework, which includes a range of surveys to be conducted over a five-year rotation. This survey, and subsequent surveys, will provide Council with an opportunity to collect data that will help to set further benchmarking standards and assist with future planning to improve our customers’ experience with Council.

DELIVERING QUEENSLAND GOVERNMENT SERVICES The Queensland Government Agent Program, which Council is contracted to deliver from the Boonah Customer Service Centre, continued 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. Some 11,028 transactions were processed by Council’s Customer Contact Team during 2022-23.

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COMMUNITY ENGAGEMENT   ENGAGING MORE EFFICIENTLY WITH THE COMMUNITY

INCREASING COMMUNITY ENGAGEMENT

FINALISING DESIGNS FOR GALLERY WALK

SHAPING COUNCIL’S LANDMARK BUDGET

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.

Council’s online community engagement hub, Let’s Talk Scenic Rim, has provided a platform for information, consultation and feedback since its launch in February 2022.

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 region’s future.

The number of registered participants continued to increase steadily during 2022-23 to 705 as at 30 June 2023. The platform achieved 11,646 site visits relating to 20 topics during the year and an engagement rate of 4.5 per cent. Some 478 contributions were received from the community via Let’s Talk Scenic Rim and the 102 documents that were published on the site attracted 1,730 visitors resulting in 3,690 downloads.

Feedback from the Scenic Rim community helped Council to finalise concept designs for a range of improvements proposed for Tamborine Mountain’s popular Gallery Walk precinct. The final round of community engagement to inform the development of a business case for a pedestrian boulevard at Gallery Walk focused on designs for a car park and improved pedestrian safety. The consultation concluded in October 2022 and included 75 responses and significant engagement with content on Let’s Talk Scenic Rim.

In a first for the region, Scenic Rim Community members were invited to have their say on Council’s financial planning by providing feedback on the 2023-2024 Draft budget in March 2023. The draft budget documents were made available for viewing and comment on Council’s Let’s Talk Scenic Rim community engagement platform, and at a three in-person community consultation sessions held in April 2023 at Boonah, Beaudesert and Tamborine Mountain.

In line with Council’s Customer Charter, the strategy was developed on five guiding principles to ensure 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.

In addition to the online platform, 24 newsletters and notifications were distributed to more than 500 individuals with an average opening rate of 70 per cent. Topics discussed on Let’s Talk Scenic Rim during 2022-23 included: • Growth Management Strategy updates – August and December 2022

DURING 2022-2023, COUNCIL FOCUSSED ON ACHIEVING ITS OBJECTIVE OF ESTABLISHING MORE OPEN, TWO-WAY CONVERSATIONS WITH THE COMMUNITY, UNDERSCORING COUNCIL’S COMMITMENT TO PUTTING CUSTOMERS AT THE HEART OF EVERYTHING WE DO. THIS WAS ACHIEVED BY ENHANCING THE DIGITAL CAPABILITIES OF THE LET’S TALK SCENIC RIM ONLINE PLATFORM AND INCREASING THE VOLUME AND FREQUENCY OF DIRECT COMMUNICATIONS WITH REGISTERED MEMBERS.

• Roads and Infrastructure updates – February 2023

The introduction of Customer Charter training as part of the employee induction process demonstrated Council’s commitment to achieving meaningful change and organisational transformation in aligning work practices with more effective engagement and communication with the community.

• Beaudesert Town Centre Revitalisation update – February 2023

• Works at Head Road, Carneys Creek – February 2023 • Customer Effort Score Survey – May 2023 • Health and Wellbeing Program Review – May 2023 • 2023-2024 Draft Budget – March and April 2023

During the consultation community members were asked to identify elements of the design they liked and those they would like to see improved. Off-street parking was viewed positively, along with safety improvements. Suggested improvements included additional seating, shaded areas and landscaping. In 2020, Council was allocated $150,100 under the Queensland Government’s Building our Regions program to develop the Tamborine Mountain Gallery Walk Pedestrian Boulevard Business Case and Council contributed $75,100 towards the project. The Tamborine Mountain Gallery Walk Pedestrian Boulevard Business Case is proudly funded by the Queensland Government’s Building our Regions program in association with Scenic Rim Regional Council.

Thirty eight submissions were received before the consultation closed in May 2023. Community feedback covered a range of Council services and projects. More than 1,700 members of the community viewed the Let’s Talk Scenic Rim project page and more than 500 documents were downloaded from the platform. Feedback from all 38 submissions was considered in developing the final 2023-2024 Annual Budget which was tabled for adoption at a Special Meeting of Council on 19 June 2023. The 2023-2024 Budget was Scenic Rim’s first to be developed with direct input from the community, identifying ratepayers’ priorities that have informed Council’s planning for 2023-24 and into the future.

• Tamborine Mountain Library update – March 2023 • Disaster Waste Management – April 2023 • Ekka Show Holiday – May 2023 • Planning Scheme Amendment – June 2023 • Climate Change Statement of Intent update – November 2022 • Gallery Walk Project Update - January 2023

• Rathdowney Memorial Park Update – January 2023

Gallery Walk

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GOVERNMENT RELATIONS ENSURING BEST PRACTICE IN LOCAL GOVERNMENT

OUR PARTNERSHIPS EXPLORING OPPORTUNITIES

Gary Stevenson

A business mission to North America arranged by the Council of Mayors South East Queensland (COMSEQ) in February 2023 offered wide-ranging benefits for the Scenic Rim including the opportunity to showcase the region and explore future opportunities.

To support the Mayor and Councillors, its Chief Executive Officer and Managers in ensuring best practice in local government, Mr Gary Stevenson was appointed by the Department of State Development, Infrastructure, Local Government and Planning as Scenic Rim Regional Council’s Governance Advisor in January 2023.

ALL 11 MEMBER COUNCILS OF COMSEQ WERE REPRESENTED IN THE VISIT TO VANCOUVER, SAN FRANCISCO AND LOS ANGELES.

Prior to Mr Stevenson’s appointment, Council had regularly sought guidance from the department to improve meeting proceedings in the Chamber. In April 2023, Council welcomed the extension until 9 June 2023 of Mr Stevenson’s appointment by the Queensland Government.

Of particular significance for the Scenic Rim were three core agendas of: • improving transport connectivity through the potential of Wisk drone-based technology, which opened a window of opportunity to overcome the lag in traditional public transport solutions to meet the needs our distributed region • showcasing the Scenic Rim on the world stage not only as the “Richest Place on Earth, in Australia” but also the home of rowing for the 2032 Olympic and Paralympic Games, and • discovering the very best learnings to inform the region’s journey to zero avoidable waste being disposed of to landfill, which is a particular interest for Cr Greg Christensen as Scenic Rim Mayor and Chair of the COMSEQ Waste Working Group.

ESTABLISHING DIALOGUE BETWEEN ALL LEVELS OF GOVERNMENT Representatives of the region’s three tiers of government met in Beaudesert in April 2023 for a briefing hosted by Scenic Rim Regional Council. In what promised to be the first of a more regular series of meetings, Mayor Greg Christensen and Councillors were joined by federal Member for Wright, Scott Buchholz, and state Member for Scenic Rim, John Krause, to discuss a range of topics concerning the region. The discussion focused on: • the Inland Rail project review • the challenges for households and businesses across the region in dealing with increasing cost of living pressures • funding for roads as the Scenic Rim continues to rebuild following the 2019 bushfires and four severe weather events between March 2021 and May 2022

• the preparation of Council’s submission to the South East Queensland Regional Plan review, and • managing the Scenic Rim’s growth, specifically through upgrades to schools and hospitals and infrastructure funded by the Queensland and Australian governments. The meeting also included a positive discussion about the management of pest species and agri-business and the right to farm.

COUNCIL LOOKS FORWARD TO CONTINUING THESE POSITIVE MEETINGS WITH LOCAL MEMBERS AS IT CONTINUES TO DELIVER A SUSTAINABLE FUTURE FOR THE REGION.

• preparation for the Brisbane 2032 Olympic and Paralympic Games, with the Lake Wyaralong Flat Water Centre in the Scenic Rim confirmed as the venue for rowing and sprint canoeing

Council met with Federal Member Scott Bucholz and State Member John Krause

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OUR INTEGRITY PROVIDING ASSURANCE Since its establishment in 2009, Council’s Audit and Risk Committee has provided assurance to the community that Council is fulfilling its legislative responsibilities in relation to financial reporting, internal controls, risk management and ethical accountability.

DURING 2022–2023, THE COMMITTEE HELD FOUR STANDARD MEETINGS PLUS ONE SPECIAL MEETING SPECIFICALLY TO EXAMINE COUNCIL’S FINAL DRAFT FINANCIAL STATEMENTS. The committee membership consists of an External Chair, an external member, the Mayor and one other Councillor. As part of the annual process to review Councillors’ committee membership, Deputy Mayor Jeffrey McConnell was confirmed to continue as a member with Cr Michael Enright replaced as the proxy member by Cr Amanda Hay. The committee operates in accordance with the Audit and Risk Committee (ARC) Terms of Reference, which were updated in 2022. The Audit and Risk Committee was established to: • provide Council with assurance that all financial and non-financial internal control and risk management functions are operating effectively and reliably

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

The report and discussion between the Councillors and the ARC Chair has been positively received. The ARC’s 2022-23 report is to be presented to Council in October 2023.

• provide strong and effective oversight of the internal audit function

PROVIDING INTERNAL AUDIT

• ensure effective engagement with External Audit regarding their audit process, findings and reports

• provide an assessment of the effectiveness of the implementation of accepted audit recommendations, and

Internal audit is an independent professional appraisal function established within Council to examine and evaluate its activities, which include the review of Council’s risks, internal controls, efficiency, effectiveness, governance, performance and compliance.

• provide assurance that Council has appropriate internal governance arrangements and promotes a culture committed to lawful and ethical behaviour. The ARC has been operating to a consistent rhythm with the ARC Annual Meeting Planner now well established and reports being consistently provided and discussed. By the end of the 2022-23 financial year, all planned agenda items had been covered. The ARC has provided feedback to the organisation on these reports, including a number of areas where there have been opportunities to strengthen current practices to provide greater assurance to the ARC and to Council. The coverage achieved has helped to 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 2022-23 the Committee discussed 72 reports on a wide range of topics. In 2020-21 the ARC began providing an annual report to Council, which provides a comprehensive summary of the committee’s activities during the year.

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During 2022-23, reviews were completed of Council’s: • Capital Works Program Management • Project Management Health Check • PCI DSS (Payment Card Security) Compliance • Human Resources and Payroll Project • Business Continuity Planning (Stage 2), and • Queensland Audit Office Recommendation Implementation. Through an ongoing process, updates are collated on Council’s progress in implementing agreed audit actions to ensure that identified risks are managed appropriately. During 2022-23, a total of 41 actions was added to the tracking process and 20 actions were closed.

MANAGING RISK Council has a well-established enterprise risk management framework which includes the risk management policy, procedure and toolkit. The framework also establishes the Risk Reference Group as the internal governance mechanism for managing risk. The Risk Reference Group met three times during 2022-23. 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.

DURING 2022-2023, COUNCIL CONDUCTED A RISK MANAGEMENT MATURITY ASSESSMENT FACILITATED BY A CONSULTANT FROM COUNCIL’S INSURANCE PROVIDER. THIS CONCLUDED THAT COUNCIL HAS A RISK MATURITY RATING OF SATISFACTORY, CONFIRMING ITS WELL-ESTABLISHED RISK MANAGEMENT FRAMEWORK. The review identified a number of recommendations that will be addressed during the coming financial year to ensure continuous improvement and further embed risk management in Council’s practices.

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OUR INTEGRITY ENSURING CYBER SECURITY

MAINTAINING A CODE OF CONDUCT

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 posed by cyber criminals.

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 organisation’s induction training program.

As part of its cyber security program, Council engages industry experts to conduct physical, social engineering and technology-based testing to identify and recommend additional safety measures.

WITH COVID-19 CHANGING THE WAY WE WORK AND DRIVING A SHIFT TOWARDS REMOTE WORKING, THE RISK OF ORGANISATIONS BEING EXPOSED TO DATA BREACHES HAS BEEN HEIGHTENED. COUNCIL EMPLOYEES’ AWARENESS OF CYBER THREATS HAS BEEN RAISED THROUGH REGULAR EDUCATION, PARTICULARLY IN IDENTIFYING THREATS SPECIFIC TO PUBLIC SECTOR ORGANISATIONS. Council continues to place paramount importance on the security of data belonging to residents, businesses and visitors and ensuring that Council continuously reviews and revises its practices in line with emerging threats. RIGHT TO INFORMATION APPLICATIONS

The document is also available to all employees on Council’s intranet.

MANAGING INFORMATION REQUESTS 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 four outstanding Right to Information access applications at the end of the reporting period and no outstanding information privacy applications as at 30 June 2023.

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

On hand at start of period

Received

Withdrawn

Finalised

Outstanding at end of period

Boonah Council Chambers

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LOOKING AHEAD

OUR INTEGRITY MANAGING COMPLAINTS Council welcomes all feedback from the community, whether positive or negative. It respects the rights of individuals to lodge complaints and is committed to managing these 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 through a complaints process 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

Scenic Rim Regional Council has adopted a policy and guideline for managing administrative action complaints which are managed through a threestage process comprising:

In 2023-24, Council will continue to engage with its customers and the community by continuing to deliver:

Stage One:

• customer-focussed projects

By the Council business unit to which the subject matter relates

• the Customer Service Strategy, and • enhancements to the Let’s Talk Scenic Rim online platform.

Stage Two: Internal review of Stage 1 decisions by the Chief Executive Officer, and

Scenic Rim Mayor and Councillors following the adoption of the 2023-2024 Budget

Stage Three: External review of Stage 2 decisions by the Queensland Ombudsman’s Office. This process has ensured that matters raised have been adequately considered, that complainants have been afforded natural justice and the complaint issues have generally been resolved satisfactorily, as shown by the table below: ADMINISTRATIVE ACTION COMPLAINTS

2022-2023

Complaints made

• detect and rectify administrative errors, where appropriate

Complaints resolved

Complaints unresolved

• identify areas for improvement in Council’s administrative practices

Complaints not resolved from 2021-22

• 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.

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: To be a high-quality customer-focused organisation that provides high-quality customer-focused services. Customer Access to Services Action

Improve systems and digital capacity to enable enhanced customer access to Council’s services.

Activities 2022-2023

1. Publish Scenic Rim Planning Scheme 2020 in an e-planning format to enhance user experience and assist with self-servicing of town planning enquiries. 2. Create digital capability to facilitate online customer interactions for a range of Council services.

AREA OF FOCUS: To be a high-quality customer-focused organisation that provides high-quality customer-focused services. Customer Experience Enhance the customer experience through the delivery of planned actions contained within the Scenic Rim Regional Council Customer Experience Strategy 2021- 2023.

Activities 2022-2023

1. Facilitate and support activities within the Customer Experience Strategy.

Key Milestone / Key Performance Indicator

Target

Actual

Clear and relevant information is delivered proactively and in a timely manner..

Software provider engaged to migrate the planning scheme to an e-plan format by 31 August 2022.

100%

Migration of Scenic Rim Planning Scheme 2020 to new e-plan format completed and accessible on Council's website by 31 December 2022.

100%

Engagement with online planning scheme compared to previous format of planning searches and telephone enquiries.

25% reduction in town planning enquiries based on quarterly average for Q3 and Q4.

Nil reduction. The average number of town planning enquires for Q4 was 175, versus the Q3 average of 176.

Website enhancements 'go live' to facilitate online customer requests for a range of high demand Council services by 30 September 2022.

100%

KPI COMMENTARY: The ePlan was launched in February 2023 to allow community members and industry stakeholders a level of self-service capability, with regard to town planning enquiries. The large number of site visits to the ePlan (more than 4,200 in quarter four) evidence strong take up on this technology. It was anticipated that the ePlan tool would result in a reduced number of town planning enquiries for Council, however as other factors (such as changes in Queensland Government legislation for secondary dwellings) have generated additional enquiries, this has not occurred. Instead, the number of enquiries has remained consistent since the ePlan was launched. Significantly, the change in legislation has generated strong development interest in the region, and it is clear that, when making enquiries, customers have often already looked at the ePlan and are seeking more complex advice. A number of other website enhancements throughout 2022-2023 have enabled online customer interactions for some services, the launch of the online customer request portal in July 2023 which provides customers with a convenient way to lodge the most common requests under the categories of Waste Management, Road Maintenance and Animal Management.

Continuing to deliver excellent service

Action

Indicator For Success

2. Conduct Customer Effort Score Survey in accordance with the customer survey framework. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Community sentiment regarding Council and its services is improved.

Customer Effort Score Survey is completed.

100%

75%

Annual report card for implementation outcomes of the Scenic Rim Regional Council Customer Experience Strategy 2021-2023 is published.

100%

KPI COMMENTARY: Implementation of the Customer Experience Strategy is progressing, with the delivery of Customer Experience Induction training for all new employees which aims to raise awareness of the customers perspective with new employees. Development of Plain Language Guidelines progressed in 2022-2023, with a draft developed for internal review. While some key initiatives within the strategy have not commenced, these will be prioritised in 2023-2024 and a comprehensive report presented to Council. Council’s Customer Effort Score Survey was launched in June 2023. The submission period was extended until 17 July 2023 to allow further time for the community to provide input.

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: To be a high-quality customer-focused organisation that provides high-quality customer-focused services.

AREA OF FOCUS: To be a high-quality customer-focused organisation that provides high-quality customer-focused services.

Customer Interactions

Awareness of Council Programs, Services and Decision Processes

Action

Improve capability to manage interactions with our customers.

Activities 2022-2023

1. Streamline the way customers make and submit applications to Council.

Indicator For Success

Key Milestone / Key Performance Indicator

Council has the systems Council's customer forms updated to allow online completion. and digital capability to improve customer experience.

Target

Actual

15%

Action

Build and maintain the community’s awareness and understanding of Council’s programs, services and decision-making processes.

Activities 2022-2023

1. Ensure that meeting practices of Council are contemporary and in line with legislative requirements.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council has ethical and transparent governance.

All Ordinary and Special meeting agendas and minutes are facilitated in accordance with what is prescribed in Council's Standing Orders.

100%

Public participation in all Ordinary and Special Meetings is enabled through the Live Meeting Broadcast and Public Gallery and is maintained in accordance with Council's Standing Orders and legislative requirements.

100%

KPI COMMENTARY: Customer Contact has continued to review and refine business processes to enable the online submission of customer applications for a broader range of services. Further progress with implementation of improved processes for online applications forms part of Council’s overall technology strategy.

KPI COMMENTARY: Actions are underway to streamline meeting practices of Council. A revised suite of meeting documentation has been drafted and will be tabled for Council consideration in July 2023, and it is anticipated that a trial of the new meeting structure will commence in Quarter Two of 2023-2024.

AREA OF FOCUS: To be a high-quality customer-focused organisation that provides high-quality customer-focused services. Communication Strategy Action

Enhance communication with our customers and other stakeholders through the implementation of the Scenic Rim Regional Council Communication Strategy 2020- 2023.

Activities 2022-2023

1. Facilitate and support activities within the Customer Experience Strategy.

AREA OF FOCUS: Strengthened community engagement and partnerships that improve shared expectation and commitment. Community Engagement

2. Conduct Customer Effort Score Survey in accordance with the customer survey framework. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

75%

93%

100

149

Number of CEO Updates issued annually to improve internal communication.

Number of advertisements published in local newspapers annually to keep the community informed.

208

Forward facing social media content schedules developed to increase followers on Council’s Facebook and LinkedIn pages.

Clear and relevant information Responses provided to media enquiries within is delivered proactively and in 24 hours of being received by Council. a timely manner. Media releases distributed annually about Council business.

KPI COMMENTARY: In 2022-2023 Council increased the frequency and volume of print advertising in local publications. We also leveraged different assets across the region to deliver communications messaging to our community, which included signage (such as A-frames, triangular coreflutes in parks and open spaces, fence mesh on building sites, outdoor ground stickers, posters and digital advertising in Council facilities), as well as radio advertising. The revised advertising strategy was aimed at achieving optimum return on investment and value for money, and also saw a refreshed approach to brand positioning that saw Council’s advertising and marketing collateral take a fresher, friendlier and more enticing approach. Council’s website was actively maintained and achieved 778,266 page views by 201,555 unique viewers across 332,885 sessions throughout 2022-2023. Council achieved over 20,000 active engagements across its social media platforms, resulting in over 150,000 clicks. We also increased the frequency and volume of geo-targeted (paid) social media posts aimed at directly connecting with our local community. Our media team refined the processes for release distribution and maintained sound working relationships with media outlets. This resulted in open communications, adequate response times and resulted in almost 5,000 media mentions, for a potential reach of approximately 152 million, and a total of $45 million worth of media coverage for the year. Enhanced internal communication practices saw a renewed focus on direct communications with staff and included the introduction of a new e-newsletter template, desktop and digital messaging, CEO postcard updates and weekly CEO updates. Council also closed out all action items in the 2020-2023 Communications Strategy. | 95

Action

Develop ways of interacting with the community that facilitate two-way communication and strengthen relationships.

Activities 2022-2023

1. Deliver activities with a completion date of 30 June 2023, as contained within the Scenic Rim Regional Council Community Engagement Strategy 2021-2025.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Community sentiment regarding Council and its services is improved.

Let’s Talk Scenic Rim online community engagement hub fully operational, featuring key Council projects.

100%

Number of participants registered on Let’s Talk Scenic Rim.

1,200

705

KPI COMMENTARY: Council’s online community engagement hub ‘Let’s Talk Scenic Rim’ continues to provide a platform for information, consultation and feedback. While the number of registered participants on the platform was fewer than anticipated by the end of the financial year, registration numbers continued to increase steadily. A trial was conducted in Quarter Four on two projects which opened for community consultation, allowing community members to complete project surveys without having to first register on the platform. This approach increased participation for community consultation with demographic questions incorporated for analysis purposes. There was also an increased number of site visits towards the end of the financial year.

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: : Strengthened relationships with other levels of government and statutory organisations to secure their commitment to a shared community vision.

AREA OF FOCUS: Ongoing integrity of Council’s practice and processes.

Councillors’ Strategic Discussions

Transparency and Ethics

Action

Participate in strategic discussions with the Local Government Association Queensland (LGAQ) and the Council of Mayors South East Queensland (COMSEQ).

Action

Maintain an embedded culture and practice of transparency and ethical conduct, while adhering to confidentiality and privacy requirements.

Activities 2022-2023

1. Provide support to elected representatives for their participation in strategic discussions with LGAQ and COMSEQ.

Activities 2022-2023

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

1. Continue to maintain high standards when facilitating matters and processing applications from public and external agencies.

Council’s advocacy enables the delivery of economic, social and environmental priorities across the region.

Identified motions for the LGAQ Annual Conference submitted.

100%

2. Partner with external agencies to promote awareness of good decision making and ethical conduct including privacy and confidentiality requirements.

KPI COMMENTARY: The consultation process with elected members identified four topics considered for submission at the LGAQ Annual Conference. At the 2 August Ordinary Meeting, Council endorsed the following motions to be submitted: Release of Early Census Results, Recognition of Fire Trails and Fire Breaks as Public Assets, Earlier Release of Land Valuations and Recognition of the Darling Downs-Moreton Rabbit Board Fences as a Public Asset. Following review and assessment by LGAQ, the following motions were included in the agenda of the annual conference and progressed to adoption: • The LGAQ calls on the Australian Bureau of Statistics to release census population and housing data early to local governments, before the official acceptance by the Australian Statistician. • The LGAQ calls on the State and Federal governments to make the required legislative changes to recognise the following assets as essential public assets, making them eligible for disaster recovery funding: 1. Council owned and operated (or leased) parks, gardens, playgrounds and community sports facilities. 2. Fire trails and fire breaks. 3. The Darling Downs-Moreton Rabbit Board (DDMRB) fence. • The LGAQ calls on the State Government to make the required legislative changes in order for the Valuer-General to bring forward the deadline for the release of land valuation notices to no later than the end of December in any valuation cycle.

AREA OF FOCUS: Ongoing integrity of Council’s practice and processes Policies and Practices

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council has ethical and transparent governance.

Internal training on processing of Information Privacy and Right to Information applications delivered.

All Right to Information applications processed within the legislative or required timeframes.

100%

Number of training and awareness programs delivered to Councillors in conjunction with key external agency programs.

Number of training and awareness programs delivered to Council employees in conjunction with key external agency programs.

KPI COMMENTARY: Training and awareness programs delivered to elected representatives in 2022-2023 included the rollout of new meeting procedures and the Risk Maturity Assessment and Workshop with Councill’s insurer. Key Council personnel participated in a range of training throughout the year to promote the embedded culture and practice of transparency and ethical conduct. This training included Good Decision Making, Public Interest Disclosure Awareness Fraud and Corruption updates on Council’s website and various Bulletin articles regarding Rights to Information awareness and Privacy Awareness Week. A new standalone PID hotline was implemented along with a dedicated email address to receive internal complaints and communicate with disclosers. All Information Privacy and Right to Information applications were processed in line with legislative or required timeframes.

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 2022-2023

1. Deliver training and other activities to ensure awareness of Council’s Policy Review Framework and promote best practice for corporate governance.

Compliance Action

Ensure Council’s ongoing compliance through robust audit, risk management and assurance frameworks.

2. Monitor and provide assistance in the review of policies and procedures to ensure legislative obligations are maintained.

Activities 2022-2023

1. Deliver the Annual Audit Plan. 2. Provide advice about controls and business improvements, as required. 3. Collaborate with, and provide assurance services to, project teams in the delivery of key projects.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council has ethical and transparent governance.

Number of governance activities scheduled that raise awareness and promote best practice around the Policy Review Framework.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Biannual audit on Council Policies and Procedures undertaken to identify current status and facilitate appropriate reporting.

Council’s practice is consistent, accurate, open and honest.

Annual Audit Plan endorsed by the Audit and Risk Committee and approved by the Chief Executive Officer by 31 August 2022.

100%

Number of Audit and Risk Committee meetings facilitated.

KPI COMMENTARY: A range of training was delivered in 2022-2023 to ensure that Council continues to promote best governance practice. This included Bulletin articles outlining Right to Information responsibilities of employees, Privacy Awareness Week, and Fraud and Corruption Training. Council’s continuous improvement in the policy framework saw the development of an updated suite of document templates in Quarter Four, and the implementation of a project team to expedite the review of Council and Administrative Policies. This project will continue to be monitored, with oversight provided by the Council’s Audit and Risk Committee.

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KPI COMMENTARY: Progress on the Annual Audit Plan tracked slightly behind schedule throughout the year due to increased complexity and associated effort on the reviews and some supporting activities. Including reviews that were in progress at the beginning of the financial year, 9 of the 13 planned reviews were completed. The remaining 4 reviews will be completed in the coming financial year. The Audit and Risk Committee held four standard meetings plus one special meeting during the year. All agenda items on the Audit and Risk Committee Annual Planner were covered, with a total of 72 reports presented and discussed.

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RELAXED LIVING AND RURAL LIFESTYLE

FUTURE GROWTH OPPORTUNITIES, DEVELOPMENT AND INNOVATION ENHANCE OUR LIFESTYLE AND PRESERVE OUR NATURAL ASSETS AND PRIME AGRICULTURAL LAND.

Boonah

OUR HIGHLIGHTS

PLANNING FOR GROWTH

IN LINE WITH ITS COMMITMENT TO THE SUSTAINABLE MANAGEMENT OF THE REGION’S GROWTH, COUNCIL IN 2022-23:

Kalbar

To ensure the Scenic Rim Planning Scheme 2020 remains relevant and responds to emerging issues and changing community priorities, Council resolved in December 2022 to commence an amendment in line with the Planning Act 2016.

DELIVERED THE FIRST YEAR ACTIONS OF THE SCENIC RIM SMART REGION STRATEGY 2022-2032

LAUNCHED A NEW ONLINE PLANNING SCHEME PLATFORM

APPROVED DEVELOPMENTS FOR NEW RESIDENTIAL AREAS IN HOYA AND KALBAR

PLANNING FOR FUTURE GROWTH

Amendment Number 6 relates to policies on Matters of Environmental Significance and Water Resource Catchments and will ensure that further growth in the Scenic Rim is informed by updated environmental policy and information. In addition, Draft Major Amendment Number 3, covering a range of planning issues across the region, was submitted for approval and adoption by the Minister for State Development, Infrastructure, Local Government and Planning during 2022-23.

ADOPTED THE SCENIC RIM GROWTH MANAGEMENT STRATEGY 2041

EXPLORING GAMES OPPORTUNITIES Council moved quickly to work with a range of organisations during 2022-23 to explore the specific requirements for hosting events during the Brisbane 2032 Olympic and Paralympic Games following the announcement of the Lake Wyaralong Flatwater Centre as the venue for rowing and sprint canoeing events.

DISCUSSIONS HAVE FOCUSED ON ENSURING THAT LOCAL BUSINESSES CAN IDENTIFY AND PURSUE POTENTIAL OPPORTUNITIES PRESENTED BY THE GAMES AND THAT THE EVENTS WILL PROVIDE A LASTING LEGACY FOR THE SCENIC RIM COMMUNITY.

SOME 28 SUBMISSIONS WERE RECEIVED DURING THE COMMUNITY CONSULTATION BETWEEN MAY AND JULY 2022 AND, AFTER CAREFUL CONSIDERATION BY COUNCIL, RESULTED IN A NUMBER OF IMPROVEMENTS TO THE AMENDMENT. THESE INCLUDED THE FACILITATION OF SMALL-SCALE CRAFT BREWERIES AND DISTILLERIES IN THE MINOR TOURISM ZONE AND CENTRE ZONES, GROUNDWATER EXTRACTION IN THE TAMBORINE MOUNTAIN RURAL PRECINCT AND AMENDMENTS TO DUAL OCCUPANCY PROVISIONS IN CERTAIN ZONES. AMENDMENT NUMBER 3 WAS ADOPTED BY COUNCIL AND COMMENCED ON 30 JUNE 2023’

Council wins Planning Excellence Awards in November 2022

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PLANNING FOR GROWTH IMPROVING ACCESS TO INFORMATION

PROVIDING A STRATEGY FOR GROWTH

Improved customer service and access to information have been the major benefits to the community of Council’s launch in February 2023 of its new online planning platform. Combining mapping and planning scheme documents in a single, userfriendly interactive platform, the ePlan has helped to streamline the development application process, for both Council and its customers, and enhanced Council’s service delivery in line with current community and industry expectations. Through Council’s website, the platform’s self-service system, providing access to information about the planning scheme outside standard business hours, enables customers to choose how and when they interact with Council.

The Scenic Rim Growth Management Strategy 2041 adopted by Council in November 2022 provides an evidence-based approach to managing the region’s anticipated growth over the next 20 years, while balancing opportunities, impacts and competing priorities.

Although the Scenic Rim Planning Scheme 2020 had been available on Council’s website as a series of PDF documents, the new system provides a more user-friendly customer experience. A key feature of the ePlan is its ability to create a Property Report, which outlines zoning and overlay information specific to a property which is searched on the platform. The ePlan’s launch included information sessions by Council officers to support customers’ use of the new system. Demonstrations of the new platform were presented at Council’s Cuppa in the Communi-tea information sessions held across the region.

PROCESSING DEVELOPMENT APPLICATIONS

THIS FIRST REGION-WIDE STRATEGY TO MANAGE THE FUTURE GROWTH OF THE SCENIC RIM AIMS TO PROTECT ITS OUTSTANDING NATURAL AND ENVIRONMENTAL FEATURES AND ITS STRONG AGRICULTURAL BASE WHILE PROVIDING OPPORTUNITIES FOR TOURISM, RECREATION AND EMPLOYMENT. Reflecting the most recent census data, the strategy aligns with the Queensland Government’s Shaping SEQ South East Queensland Regional Plan, which requires Council to plan for 11,000 additional dwellings and at least 7,609 new jobs between 2016 and 2041. More than 23,000 new residents are expected to call the Scenic Rim home by 2041, with the region’s population projected to exceed 67,000.

The table below shows the types of development applications processed by Council under the Planning Act 2016 during the past five years. 2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

Development Applications Processed Material Change of Use

129

195

117

Reconfiguration of a lot

Operational works (signage)

Operational works (other)

Operational works for land development

Change of development conditions

Extension of time

Building envelope approval

Building envelope amendment

New lots approved

140

144

232

351

296

Survey plans signed

Planning certificates issued

Flood certificates issued

103

129

150

151

Canungra

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PLANNING FOR GROWTH MANAGING BUILDING AND PLUMBING APPROVALS The building industry continued to stabilise during the 2022-2023 period. Since 2020, the Regional has experienced significant growth in building. While easing slightly this year, the number and value of building approvals has continued to be strong, surpassing the pre-2020 levels. Continued development of residential land indicates that this level of building will continue well into the future.

A TOTAL OF 1053 BUILDING APPROVALS AND 485 PLUMBING APPROVALS WERE ISSUED IN 2022-2023.

OUR INNOVATION Of the total number of all building approvals issued, Class 1 dwelling (house) approvals within Scenic Rim totalled 281 for the 2022-2023 period.

THE TOTAL VALUE OF BUILDING WORK WITHIN THE SCENIC RIM FOR THIS PERIOD EXCEEDS $ 185,000,000.

The Scenic Rim Smart Region Strategy 2022-2032 adopted by Council in June 2022, provides a shared vision for the region’s use of technology and data as it looks to a digital future.

DURING 2022-2023, A ‘DIGITAL AND DATA’ THEME WAS INCORPORATED IN THE 2023 SMALL BUSINESS MONTH SERIES OF EVENTS AS PART OF THE DELIVERY OF INITIATIVES FROM THE FIRST YEAR OF THE STRATEGY’S IMPLEMENTATION. AS ANOTHER ONGOING INITIATIVE, COUNCIL PARTNERED WITH A TRAINING PROVIDER TO PROVIDE DIGITAL LITERACY TRAINING SESSIONS TARGETED TO MEET THE NEEDS OF SMALL BUSINESSES WITHIN THE REGION, WITH A FOCUS ON THE TOURISM SECTOR.

Council is predicting stability for the Scenic Rim region in the coming financial period. The tables below show the applications processed by Council under the Plumbing and Drainage Regulation 2019 and the Building Act 1975 during the past five years.

2018-2019

PROGRESSING THE SMART REGION STRATEGY

2019-2020

2020-2021

2021-2022

2022-2023

FACILITIES REGISTERED UNDER THE PLUMBING AND DRAINAGE REGULATION 2019 Backflow prevention devices

592

787

810

844

861

On-site sewerage facilities

3,433

4,010

4,704

4,890

5,095

Inspections performed

693

461

313

288

Council certified building approvals

157

166

189

112

Council certified building applications

168

187

199

107

Privately certified building applications

685

647

915

928

1,023

Inspections performed

2,615

2,396

2,361

3146

2,995

Approvals issued

307

293

500

462

485

Development compliance

209

225

364

306

471

Building compliance

175

148

177

264

244

BUILDING APPROVALS

PLUMBING APPROVALS

SERVICE REQUESTS

Tamborine Mountain Main Street June 2023

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LOOKING AHEAD To meet the region’s growing needs while maintaining its relaxed living and rural lifestyle, Council in 2023-24 will: • prepare a major amendment to the Planning scheme in response to emerging issues • continue to implement the Scenic Rim Growth Management Strategy, and • continue to implement the Scenic Rim Smart Region Strategy 2022-2032.

Springleigh Park, Boonah

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: Advocacy for outcomes that are compatible with the clear and comprehensive vision for the region.

AREA OF FOCUS: Advocacy for outcomes that are compatible with the clear and comprehensive vision for the region.

Advocacy

Growth Management Strategy

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 2022-2023

1. Represent Scenic Rim Regional Council on Council of Mayors South-East Queensland (COMSEQ) Leveraging 2032 Working Group.

Action

Review Council’s relevant programs and plans in context of the Growth Management Strategy.

Activities 2022-2023

1. Identify priority actions of the Growth Management Strategy and prepare an implementation plan, in collaboration with internal project teams. 2. Progress a Major Amendment to the Scenic Rim Planning Scheme 2020 to update environmental policy relating to Matters of Local Environmental Significance.

2. Deliver regular updates to local Queensland and Australian Government representatives. 3. Continue representation on COMSEQ and quarterly meetings with the SEQ Local Government Working Group to inform the SEQ Regional Planning Committee and the SEQ Growth Monitoring Program. 4. Continue representation on the SEQ Regional Planning Committee to advocate for planning policy administered by the Queensland Government that better supports the economic, social, and environmental policies for the region. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Advocacy and innovative partnerships enable the delivery of economic, social, and environmental priorities across the region.

Percentage of meetings of the COMSEQ Leveraging 2032 Working Group attended.

100%

Number of meetings of the SEQ Local Government Working Group attended to inform the SEQ Regional Planning Committee and SEQ Growth Monitoring Program.

Number of general updates delivered by Officers to each of the Queensland and Australian Members of Parliament.

SEQ Regional Planning Committee Meetings attended by the mayor or his delegate and Senior Executive.

100%

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Growth in the region is supported by a clear and evidence-based planning vision.

A five-year Strategic Land Use Planning Program is adopted by 31 December 2022 that schedules the Planning Scheme amendments for the implementation of the Growth Management Strategy five-year Strategic Land Use Planning Program

100%

Growth strategies are quantified by 31 December 2022 in a format to allow for the commencement of the review of the Local Government Infrastructure Plan.

100%

KPI COMMENTARY: Council’s Growth Management Strategy 2041, which was adopted in November 2022 clearly identifies priorities for the review of the Local Government Infrastructure Plan, including identification of areas for amendments to Priority Infrastructure Areas. Council’s five-year Strategic Land Use Planning Program, which facilitates the implementation of the Growth Management Strategy, was adopted by Council in March 2023. The program identifies the following key projects aligned with the objectives of the Growth Management Strategy:

KPI COMMENTARY: Council continued its advocacy for the development of policy that better supports the economic, social and environmental priorities of the Scenic Rim region, through active participation in the SEQ Local Government Working Group to inform regional planning policy and decisions.

• Major amendments to support dwellings supply and housing diversity based on the assessment of housing need • Review of the Local Government Infrastructure Plan (LGIP Amendment) • Review of Matters of Environmental Significance, including identification of biodiversity linkages • Identification of character precincts and the development of built form guidelines to protect and enhance the unique character and built form of valued streetscapes in the Scenic Rim • Review of the Scenic Rim Local Heritage Register

AREA OF FOCUS: Advocacy for outcomes that are compatible with the clear and comprehensive vision for the region. AREA OF FOCUS: A successful transition to a smart and innovative region.

Planning Scheme Major Amendments Action

Complete Major Amendments to the Scenic Rim Planning Scheme 2020.

Digital Connectivity

Activities 2022-2023

1. Prepare amendments to the Scenic Rim Planning Scheme 2020 to implement the priorities of the Growth Management Strategy.

Action

Explore options, and advocate, for stable, reliable and relevant digital connectivity across the region.

Activities 2022-2023

1. Work with internal and external stakeholders to promote Scenic Rim as a priority region.

2. Progress a Major Amendment to the Scenic Rim Planning Scheme 2020 to update environmental policy relating to Matters of Local Environmental Significance.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Our Growth Management Strategy ensures preservation of prescribed natural assets and prime agricultural land.

Priority planning scheme amendments to implement the Growth Management Strategy identified in the adopted five year Strategic Land Use Planning Program are submitted to the Queensland Government for a State Interest Review.

100%

N/A

The scope and key deliverables for a Major Amendment updating policy for Matters of Local Environmental Significance are identified.

100%

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Mobile and data services connectivity across the region is enhanced.

Number of engagements with decision makers and policy influencers regarding digital connectivity.

Prioritised mobile blackspots submitted to the Australian Government's Mobile Black Spot Funding Program.

100%

KPI COMMENTARY: While Council continued its advocacy for stable, reliable and relevant digital connectivity across the region, there were no Scenic Rim locations targeted by the Australian Government in the “Improving Mobile Coverage”. Council was therefore ineligible to submit an application for funding in this round.

KPI COMMENTARY: Council adopted the Strategic Planning Program 2022-2027 this year, which identified the priority amendments arising from the Growth Management Strategy that will be included in the next Major Amendment to the Planning Scheme. The amendments will need to progress through the amendment process under the Planning Act, which include a State Interest Review and public consultation. According to the adopted Strategic Planning Program 2022-2027, the Major Amendment is scheduled to be completed by December 2024. | 109

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: A successful transition to a smart and innovative region. Smart Region Strategy Action

Implement the Scenic Rim Smart Region Strategy 2022-2032.

Activities 2022-2023

1. Implement the Scenic Rim Smart Region Strategy 2022-2032.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Advocacy and innovative partnerships enable the delivery of economic, social, and environmental priorities across the region.

Year 1 actions of the Scenic Rim Smart Region Strategy 2022-2025 implemented.

90%

KPI COMMENTARY: In June 2022, Council adopted the Scenic Rim Smart Region Strategy 2022-2032, a shared vision for the region’s use of technology and data to be better prepared for a digital future. During the year under review, Council delivered one of the initiatives from Year 1 of the strategy, which was to introduce a ‘digital and data’ theme in the 2023 Small Business Month series of events. One of the other ongoing initiatives, to partner with a training provider to provide digital literacy training sessions targeted at the needs of small businesses within the region, was also completed, with a focus on the tourism sector.

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 2022-2023

1. Investigate and evaluate options for smart infrastructure points in key areas, such as main streets of Beaudesert, Tamborine Mountain, Boonah, and Canungra. 2. Investigate inclusion of public Wi-Fi and smart sensors within Council facilities and Council-owned community facilities. 3. Promote Library Digital Days Program to increase participation and involve community groups in presenting online learning sessions.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Advocacy and innovative partnerships enable the delivery of economic, social, and environmental priorities across the region.

Reports presented to Council on options for smart infrastructure points in key areas, 2 such as main streets of Beaudesert, Tamborine Mountain, Boonah, and Canungra.

Business case presented to Council for inclusion of public Wi-Fi and smart sensors within Council facilities and Council-owned community facilities by 31 March 2023.

100%

50%

Number of sessions delivered as part of Library Digital Days program.

KPI COMMENTARY: Council is continuing discussions with smart infrastructure vendors to understand possible use cases for the Scenic Rim region. This will be further progressed in the 2023-2024 period. Progress has been made towards implementation of public Wi-fi at key locations throughout the region. It is anticipated that a business case to support this outcome will be presented to Council in the next financial year. Promotion of the Library’s Digital Days program has been incorporated as ongoing content in Council’s What’s On publication and is also promoted in the Libraries Programming Calendar. Digital Days promotion focused on mobile devices and apps as well as supporting use of the library service eResources. Digital Days also has a strong focus on promoting cyber safety to improve online security.

Beaudesert, June 2023

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Boonah Library

VIBRANT AND ACTIVE TOWNS AND VILLAGES OUR VIBRANT TOWNS AND VILLAGES EMBRACE THEIR UNIQUENESS, HERITAGE VALUES AND SENSE OF PLACE.

OUR HIGHLIGHTS

VIBRANT AND DYNAMIC PARKS AND OPEN SPACES

THE RENEWAL OF THE SCENIC RIM’S TOWNS AND VILLAGES AND COUNCIL’S INVESTMENT IN COMMUNITY INFRASTRUCTURE CONTINUED IN 2022-23 WITH THE:

UPGRADING A POPULAR PLAYGROUND

COMPLETION OF REFURBISHMENTS TO THE BOONAH CULTURAL CENTRE CINEMA

The upgrade of a popular Beaudesert park has taken fun to new heights with a three-level play space providing exciting activities for children of all ages and abilities under one shaded area.

COMPLETION OF PARKING AND PEDESTRIAN IMPROVEMENTS AS PART OF THE MULTI-STAGE REVITALISATION OF THE BEAUDESERT TOWN CENTRE

FINALISATION OF DESIGNS FOR THE GALLERY WALK PRECINCT FOLLOWING COMMUNITY CONSULTATION

Works at Junior Chamber Park at Beaudesert were completed in March 2023 as part of Council’s ongoing Playground Strategy which identifies and prioritises playgrounds requiring replacement or upgrading to meet community needs and contemporary standards.

THE ONE-OF-A-KIND PLAY SPACE, DESIGNED TO ASSIST CHILDREN’S PHYSICAL DEVELOPMENT AND IMPROVE THEIR BALANCE AND COORDINATION, INCLUDES A NEW SWING SET WITH A BIRD’S NEST WHEELCHAIR-ACCESSIBLE SEAT.

DELIVERY OF THE PLAYGROUND STRATEGY

Children can enjoy sliding, swinging and testing their climbing skills on the multi-level equipment which is fully covered by a shade sail.

CATERING FOR ALL ABILITIES A new play space at Rathdowney Memorial Park catering for a range of ages and abilities received top marks from local primary school students who attended its official opening in November 2022. Reflecting the history of the town, the new playground includes a new rope crawl bridge, climbing net, quad leap, and a new multi-level interactive tower and tube slide as well as a swing seat that encourages inclusive play by enabling the ease of transfer of a child from a wheelchair.

Rathdowney playground

THE PARK IS A POPULAR PLACE FOR RATHDOWNEY STATE SCHOOL STUDENTS AND THEIR FAMILIES, PARTICULARLY BEFORE AND AFTER SCHOOL, AND THE PLAYGROUND UPGRADE HAS MADE OUTDOOR PLAY EVEN MORE ACCESSIBLE TO THE LOCAL COMMUNITY. The Rathdowney Memorial Grounds Park Playground Upgrade is proudly funded by the Queensland Government’s South East Queensland Community Stimulus Program and delivered in association with Scenic Rim Regional Council.

The creative play space was designed to develop children’s physical, cognitive, sensory and social skills. Inclusive play was a priority throughout planning for the playground, with the installation of equipment accessible from ground level.

Boonah Cinema Opening

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VIBRANCY PROJECTS CREATING A VIBRANT COMMUNITY HUB

PLANNING FOR A POPULAR PRECINCT

Tamborine Mountain Library’s refurbishment progressed in 2022-23 with more than $2.14 million in funding from Australian and Queensland Governments through the Local Economic Recovery (LER) Program to support areas impacted by the 2019 bushfires.

Members of the community, business operators and visitors were invited to provide feedback on concept plans for Tamborine Mountain’s popular Gallery Walk precinct in October 2022.

COUNCIL’S VISION FOR THE LIBRARY WAS THE CREATION OF A VIBRANT COMMUNITY HUB TO HOUSE A LARGER COLLECTION OF RESOURCES AND PROVIDE MEETING ROOMS, QUIET AREAS AND SPACES FOR CHILDREN AND YOUNG PEOPLE. The need for additional library space for Tamborine Mountain was identified in 2016 and the refurbishment will see the library almost treble in size to create a focal point for the community on the site of the former IGA shopping centre on Main Street which was purchased by Council. Community consultation completed in 2021 helped to shape planning for the new library, with key features of the new space identified through a ‘have your say’ process. Architects also worked with Council’s library and customer service staff to ensure the design meets the needs of those working in the space. The library refurbishment was scheduled for completion in July 2023. LER assistance has been provided through the jointlyfunded Commonwealth-State Disaster Recovery Funding Arrangements (DRFA).

The three-week community consultation provided opportunities to help shape designs for improvements as another step towards the development of a business case for a pedestrian boulevard. The business case will be key to the revitalisation of Gallery Walk as it will be used to seek grant funding from the Queensland and Australian governments to progress the detailed design and construction of improvements on Tamborine Mountain’s state-controlled Long Road.

WITH MORE THAN 70 BESPOKE SHOPS AND HOSPITALITY BUSINESSES IN ONE BLOCK, GALLERY WALK IS AN IMPORTANT DESTINATION FOR VISITORS AND LOCALS ALIKE AND, DURING THE PAST 20 YEARS, A NUMBER OF IMPROVEMENTS HAVE BEEN MADE TO THE PRECINCT FOLLOWING CONSULTATION WITH MEMBERS OF THE COMMUNITY AND STAKEHOLDERS.

Results of the community consultation in October 2022 will support Council’s design of a carpark on the site that will not only alleviate current traffic issues, but also provide convenient parking for local residents and visitors well into the future.

DETAILED DESIGNS OF THE GALLERY WALK PRECINCT ARE SCHEDULED FOR COMPLETION IN THE 2023-24 FINANCIAL YEAR. The Tamborine Mountain Gallery Walk Pedestrian Boulevard Business Case is proudly funded by the Queensland Government’s Building our Regions program in association with Scenic Rim Regional Council.

REVITALISING BEAUDESERT’S TOWN CENTRE The multi-stage revitalisation of the Beaudesert Town Centre reached a major milestone in February 2023 with the completion of car parking and a new roundabout and new connection of Selwyn Street to Helen Street.

Car parking was identified as a key issue and Council has been working towards a solution. In line with its Strategic Land Purchase Initiative, Council in 2022 acquired a 6.17-hectare property in the heart of Gallery Walk with ample, gently sloping land providing direct vehicle and pedestrian access to Long Road.

While work was disrupted due to wet weather, resourcing issues and industry delays, Council completed this important project which has improved safety for pedestrians and motorists with the addition of a new pedestrian crossing and parking spaces for cars and caravans. The next phase of work includes improvements to the drainage system, which are due to be completed in the 2023-24 financial year.

CELEBRATING CINEMA’S REOPENING A red carpet celebration marked the reopening in August 2022 of Boonah Cultural Centre’s refurbished cinema. Stage One of the refurbishment included the acquisition and installation of a digital projector and associated fittings and was co-funded by the Australian and Queensland Governments’ Local Economic Recovery Program through Category D of the Disaster Recovery Funding Arrangements, and Scenic Rim Regional Council. The installation of a digital cinema audio system, screen, acoustic curtains, and augmented hearing facilities was included in Stage Two of the project. This was co-funded by Council and the Queensland Department of State Development, Infrastructure, Local Government and Planning via the South East Queensland Community Stimulus Package.

A SPECIAL SCREENING OF THE NEWLY RELEASED MOVIE TOP GUN: MAVERICK WAS A HIGHLIGHT OF THE OFFICIAL OPENING BY SCENIC RIM MAYOR GREG CHRISTENSEN, WHO WAS JOINED BY A SPECIAL GUEST IN THE GUISE OF TOM CRUISE. GUESTS AT THE GALA EVENING INCLUDED FEDERAL MEMBER FOR WRIGHT SCOTT BUCHHOLZ.

Beaudesert Town Centre Revitalisation Project

Boonah Cinema Opening

Tamborine Mountain Library

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COMMUNITY PROJECTS REVITALISING A KEY COMMUNITY ASSET

CREATING A LANDMARK ARTWORK

Beechmont’s historic Old School received a makeover, including a new roof and fresh coat of paint, in November 2022 as part of a $70,000 project funded by the Queensland Government’s South East Queensland Community Stimulus Program to create jobs and help stimulate the local economy.

Wildlife for which the Scenic Rim is renowned will feature in a 44-metre long mural that will become one of the largest public artworks in the region, adding colour and vibrancy to the Boonah town centre. Following community consultation, and on the recommendation of the Scenic Rim Arts Reference Group in July 2022, Council approved artist Ash Taylor’s concept for what will become a local landmark in Walter Street.

THE OLD SCHOOL IS PART OF THE HISTORY OF BEECHMONT AND WILL CONTINUE TO PLAY AN IMPORTANT PART OF ITS FUTURE AS A VENUE FOR LOCAL EVENTS THAT BRING THE COMMUNITY TOGETHER AND ATTRACT VISITORS TO THE SCENIC RIM. It provides an important point of community connection and events such as the monthly Beechmont Sunday markets add to the community’s vitality and vibrancy as well as the economic viability of the local area and the wider Scenic Rim region. Funding for the refurbishment provided for the replacement of roof sheeting as well as painting of the facias and gable ends on the main school building and an adjacent building which are managed by the Beechmont Area Progress Association under an agreement with Scenic Rim Regional Council. This project was proudly funded by the Queensland Government’s South East Queensland Community Stimulus Program and delivered in association with Scenic Rim Regional Council.

ASH TAYLOR’S CONCEPT FOR THE BOONAH MURAL CONSIDERED CONTEMPORARY DESIGN PRINCIPLES TO ENGAGE AND INTRIGUE THE AUDIENCE AND SHARE FACETS OF THE SCENIC RIM’S IDENTITY. The $25,000 mural project was funded from the Scenic Rim Story Marker Project budget as part of the revitalisation of Boonah, with the artwork providing a landmark for the local community and a wayfinder for visitors to the Scenic Rim.

Inspired by the Scenic Rim’s Biodiversity Strategy (2015-2025), the mural features two of Queensland’s threatened species, the Spotted-Tailed Quoll and the Glossy Black Cockatoo, along with the bird’s sole source of food, the She-oak. Cr West, Mayor Christensen and Mark Ritchie at the revitalised Old Beechmont School

ACHIEVING NATIONAL RECOGNITION Public art won national recognition for the Scenic Rim with The Vonda Youngman Community Centre mural at Tamborine Mountain named as a finalist in the 2022 Australian Street Art Awards.

THIS AWARDS PROGRAM RECOGNISES EXCELLENCE AND INNOVATION IN ART TOURISM AND THE MURAL’S INCLUSION AS A FINALIST IN THE BEST EXTERNAL MURAL CATEGORY HAS HELPED PUT THE SCENIC RIM ON THE MAP AS A PLACE TO VISIT BY EVERYONE WHO ENJOYS DISCOVERING VISUALLY STUNNING EXPERIENCES. Established in 2018, the awards provide Australian communities, including those in remote and regional areas, with a means to be recognised for outdoor art that makes their destination and Australia as a whole a more attractive place to visit and explore. Boonah Mural

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LOOKING AHEAD

COMMUNITY PROJECTS EXPLORING CREATIVE CONCEPTS The concept of placemaking was explored in the August 2022 Arts Dinner at The Centre Beaudesert, which was set against the backdrop of the Life in Focus exhibition and the Scenic Rim Story Marker Trails project.

The Scenic Rim’s unique identity will continue to be celebrated in 2023-24 as Council: • continues to deliver the Regional Arts Development Fund to support projects across the region • progresses public art projects that build on our region’s sense of place, and • develops new masterplans to support the revitalisation of towns and villages.

The discussion focused on how public art connects people with places, builds community pride and reflects the space in which it resides. Guests were invited to consider how installing public artwork helps to create a sense of community and makes a place more visually appealing to residents and visitors alike. The dinner discussion complemented The Centre’s exhibition, which featured a selection of photographs of landmark locations across the Scenic Rim, showcasing remarkable stories of places of interest and heritage sites across the region. Council’s free professional and skills development series of Arts Dinners continued to provide food for thought during 2022-23 with inspiring guest speakers, networking opportunities, workshops and entertainment.

IN A BREAK FROM TRADITION, THE NOVEMBER 2022 ARTS DINNER WAS HELD AT THE CANUNGRA SCHOOL OF ARTS HALL AS A FITTING FINALE TO THE 4275 COLLECTIVE’S OPEN STUDIO. With the theme of How to Stay Cool, Calm and Collective, the evening featured discussions by Scenic Rim creatives who shared their perspectives on how to get arts initiatives off the drawing board and maintain the momentum.

Canungra

Public Art at Tamborine Mountain Gallery Walk

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: Re-invigoration of town and village centres through significant vibrancy projects.

AREA OF FOCUS: Partnerships with community to develop and deliver initiatives that drive vibrant towns and villages.

Vibrant and Active Towns and Villages Projects

Support Community Initiatives

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.

Action

Engage with the community to define the unique character, values, and sense of place of the region’s towns and villages.

Activities 2022-2023

1. Implement Story Trails, Markers and Boards, and include heritage and public art in all Vibrant and Active Towns and Villages.

Activities 2022-2023

1. Develop public domain and open space electrical infrastructure guidelines for use in key identified towns within the region.

2. Encourage community participation in governance and decision making relating to cultural outcomes. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

The Scenic Rim’s heritage is reflected in our planning guidelines, infrastructure design, public art and community events.

Storyboards or Markers installed across the region.

Community engagement meetings or events held annually with local stakeholders to facilitate the development of Vibrant and Active Towns and Villages projects or events.

2. Ten-year capital Vibrant and Active Towns and Villages (VATV) and strategic projects delivered and reviewed. 3. Actively seek alternate funding streams through application to external grant sources. 4. Deliver revitalisation projects incorporating community input into public art to celebrate local stories.

KPI COMMENTARY: After design reviews and an initial prototype production, a suite of Story Marker designs has been finalised and fabrication of prototypes is underway. Storyboards have been completed and installed in Rathdowney, DJ Smith Park Canungra, Lahey’s tunnel, Beechmont and Binna Burra. Community engagement meetings and presentations about Public Art projects and Story Trails have occurred in conjunction with Kalbar Progress Association, Tamborine community, Scenic Rim Heritage Network and Scenic Rim Writers group.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

The community is supported to deliver, or participate in, programs and activities that drive the vibrancy of our towns and villages.

VATV and strategic projects delivered within scheduled timeframe as per the approved 10-year capital works program.

100%

Funding opportunities secured.

Public domain and open space electrical infrastructure guidelines developed.

100%

80%

Number of public art installations and events delivered that reflect the heritage, interests and culture of our region.

Number of Scenic Rim Arts Reference Group meetings held to assess public art and Regional Arts Development Fund applications.

KPI COMMENTARY: After community consultation, the Vonda Youngman Community Centre and skatepark mural were finalised with members of the community participating to complete the painting. The mural by Ash Taylor in Walter Street, Boonah was completed and creates a colourful panorama for the area. Two artist residencies were undertaken with Donna Davis and Donna Maree Robinson conducting community and school workshops resulting in digital projections for Davidson Park. A number of key projects have been delivered within Council’s 2022-2023 “Vibrant and Active Towns and Villages” program that enhance the unique character, values and sense of place of the region’s towns and villages. The multi-stage revitalisation of the Beaudesert Town Centre reached a major milestone with the completion of a new roundabout and the extension of Selwyn Street to Helen Street with new car parking on both streets. Scenic Rim residents and visitors to the town centre will also see new pedestrian crossings and new off-street car parking that provides additional spaces for cars and caravans at Davidson Park. Like many other areas across south-east Queensland, Council faced the challenge of delivering important projects for our community and maximising ratepayer dollars against the backdrop of ongoing delays and disturbance to the works schedule due to wet weather, resourcing issues and industry delays which have been beyond Councils control. These first two projects of works have improved safety for pedestrians and motorists with the inclusion of new crossings and connections, a new roundabout to help manage peak traffic flow and the addition of parking spaces to cater for residents as well as an increase in visitor numbers along the extension of Selwyn Street. Delivery of public domain and open space electrical infrastructure guidelines has been delayed due to availability and prioritisation of skilled resources. It is anticipated that the guidelines will be finalised in Quarter Two of 2023-2024.

History boards in Boonah

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: Partnerships with community to develop and deliver initiatives that drive vibrant towns and villages.

AREA OF FOCUS: Partnerships with community to develop and deliver initiatives that drive vibrant towns and villages.

Support Community Initiatives

Arts and Culture

Action

Support community initiatives that drive vibrant towns and villages through Council’s community grants program.

Action

Design and deliver an arts and cultural program that facilitates partnerships with community to enhance sense of place.

Activities 2022-2023

1. Implement a Regional Arts Development Fund program that supports the community to deliver a variety of projects across the region.

Activities 2022-2023

1. Review Public Art Policy and Guidelines, to include information about murals and placemaking. 2. Implement delivery of public art as part of the Davidson Park Revitalisation Project (Beaudesert Town Centre Revitalisation Project).

2. Support Scenic Rim writers and artists to tell local stories. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

The community is supported to deliver, or participate in, programs and activities that drive the vibrancy of our towns and villages.

Number of applications received for funding under the Regional Arts Development Fund that meet criteria.

Review of public art policy and guidelines completed

100%

90%

Number of locations for which stories are documented that reflect the heritage, interests, and culture of our region.

The community is supported to deliver, or participate in, programs and activities that drive the vibrancy of our towns and villages.

Number of artist designed public artworks fabricated and installed as part of revitalisation of Davidson Park.

KPI COMMENTARY: Museums and local writers have been engaged and are currently writing content for Storyboards for Harrisville, Rosins Lookout, Enterprise Drive, Beaudesert and Kalbar. Council delivered four exhibitions at The Centre, Beaudesert – Moving Mountains and Opera Eagles Nest - which documented significant community stories. The region was also showcased in the short film, Love Iris, that was partly funded by RADF and filmed in Beaudesert and Tamborine Mountain.

KPI COMMENTARY: Public Art and Heritage projects for installation at Davidson Park have been planned for delivery in line with the capital works program, planned for delivery in the first half of 2023-2024. Sandstone blocks have been installed for the men’s and women’s Yarning Circles and designs for carvings on the blocks and amphitheatre walls are in development. Public Art designs for the central footpath, small bronze discovery works for the parklands, a bush tucker trail with Indigenous plant names and screens for the QCWA building have been designed and production is underway. One digital projection has been completed and the second is 90% complete. Council’s Public Art Policy and Guidelines have been reviewed to include information about murals and placemaking. It is anticipated that the updated guidelines will be finalised in the first quarter of 2023-2024.

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 2022-2023

1. Prepare scope for a review of the Scenic Rim Local Heritage Register.

Boonah Customer Service Centre

2. Prepare scope for the identification and protection of precincts that protect the character of significant areas or streetscapes in the region. 3. Develop Story Trails, Markers and Boards for public spaces that incorporate community input and celebrate local stories. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

The Scenic Rim’s heritage is reflected in our planning guidelines, infrastructure design, public art and community events.

Scope and costing for a review of the Scenic Rim Local Heritage Register is completed by 31 December 2022.

100%

Scope and costing for the identification and protection of character precincts for future inclusion in the Scenic Rim Planning Scheme 2020 is completed by 31 December 2022.

100%

Story Markers/boards installed across the region as part of Scenic Rim Story Trails

KPI COMMENTARY: A scope has been developed for Council’s review of the Scenic Rim Local Heritage Register, which will commence from mid 2024. The scope of works to identify precincts that protect the character of significant areas or streetscapes in the region has been developed. This work will be undertaken in 2023-2024. Design and production of storyboards for public spaces that celebrate local stories is on track overall, however Davidson Park installation will take place in line with the relevant capital project delivery. A new suite of Story Marker designs has been created and final protypes are being created prior to fabrication. Storyboards have been installed in Rathdowney, DJ Smith Park, Canungra, Lahey’s tunnel, Beechmont and Binna Burra. Artist Plaques, Welcome to Country signs and five storyboards are in development for Davidson Park.

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ACCESSIBLE AND SERVICED REGION    INFRASTRUCTURE AND SERVICES SUPPORT THE PRIORITISED NEEDS OF OUR GROWING COMMUNITY.

Canungra Depot and Refuse Transfer Station

OUR HIGHLIGHTS

MAINTAINING COMMUNITY FACILITIES

TO SUPPORT THE REGION’S ECONOMIC GROWTH AND THE COMMUNITY’S INCREASING NEED FOR KEY SERVICES AND INFRASTRUCTURE, COUNCIL IN 2022-23:

Facilities which are at the heart of the Scenic Rim’s community life, and enjoyed by locals and visitors alike, were supported with funding in Council’s 2022-23 budget.

DELIVERED MULTI-MILLION DOLLAR IMPROVEMENTS TO THE ROAD AND BRIDGE NETWORK

The maintenance and upgrade of a range of facilities across the region will ensure they can continue to serve the community for years to come.

INVESTED IN IMPROVED STORMWATER DRAINAGE

UPGRADED LAKE MOOGERAH CARAVAN PARK

Playgrounds contribute to the liveability of communities and social connectivity, particularly for young families. Council’s investment in community infrastructure has seen the installation of new lighting at sporting and recreational facilities, upgraded public amenities and the addition of more modern shelters at several parks.

CONTINUED TO ENHANCE ITS WASTE MANAGEMENT IN THE MOVE TOWARDS A ZEROWASTE SOCIETY

Projects delivered in 2022-23 included:

Cr Chalk and Mayor Christensen at Lake Moogerah opening

• lighting and facility maintenance and upgrades at the Long Road Sports Complex, Tamborine Mountain ($200,000)

UPGRADING LAKE MOOGERAH CARAVAN PARK

• the first stage of lighting upgrades at Selwyn Park, Beaudesert ($150,000) • new picnic shelters at Rathdowney Memorial Grounds Park, Collins Park at Rathdowney and Harrisville Memorial Park ($45,000) • upgraded safety bollards at Coronation Park, Boonah ($25,000) • upgraded water supply infrastructure for the change rooms and kiosk at Beaudesert Pool ($22,000) • roof repairs at Vonda Youngman Community Centre, Tamborine Mountain ($30,000) • improvements to Lake Moogerah Caravan Park ($20,000), and • a new shade structure at the Rathdowney Memorial Park Playground ($40,000). In addition, Council’s investment in infrastructure included: • the playground upgrade at Junior Chamber Park, Beaudesert ($110,000) • new effluent disposal areas at Darlington Park at Darlington and Everdell Park at Gleneagle ($70,000) • CCTV and lighting to improve security at Council’s waste transfer stations ($60,000), and • resurfacing of internal roads at Council’s waste transfer stations to improve public access ($95,880).

The completion of the Lake Moogerah Caravan Park upgrade in October 2022 was welcomed by the Scenic Rim community and visitors to the region.

WORKS FUNDED BY THE QUEENSLAND GOVERNMENT’S COVID WORKS FOR QUEENSLAND AND THE UNITE AND RECOVER STIMULUS PROGRAMS CREATED A MODERN AND COMPLIANT CAMPING GROUND WITH AN INCREASED NUMBER OF UNPOWERED SITES. Lake Moogerah is a popular recreational space for boating, fishing, water sports and enjoying the Scenic Rim’s natural environment. The caravan park upgrade included a new camp kitchen, refurbished facilities building, commissioning of a new water treatment and effluent system, landscaping and electrical improvements. This project is funded by the Queensland Government COVID Works for Queensland and Unite and Recover Community Stimulus programs delivered in association with Scenic Rim Regional Council. These programs support job creation through the delivery of new infrastructure, and maintenance or minor works projects.

Canungra Depot and Refuse Transfer Station

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ROADS AND DRAINAGE    IMPROVING ROAD SAFETY Works on five road projects commenced in late 2022 to improve safety for motorists and pedestrians. Funded under the Australian Government’s 20212022 Black Spot Program which is designed to build safer, more efficient roads and improve visibility at locations where serious crashes have occurred.

THE WORKS INCLUDED NEW AUDIO LINE MARKINGS, GUIDEPOSTS WITH REFLECTORS, ADDITIONAL GUARDRAILS, ALIGNMENT MARKERS, CONSTRUCTION OF A SINGLELANE ROUNDABOUT, PEDESTRIAN REFUGES AND WARNING SIGNS. Works were completed in May 2023 at the following locations: • Beechmont Road, east of Rhoades Road, Witheren • Beechmont Road, a 500-metre section north of Farm Grove Road, Beechmont • Munbilla Road and Ellis and Jackson Road intersection, Milora • Birnam Street and James Street intersection, Beaudesert, and • Birnam Street and Alice Street intersection, Beaudesert.

RESTORING HEAD ROAD Important and complex works commenced in February 2023 at Head Road, near Brett Road at Carney’s Creek, to replace approximately 200 metres of guard rail damaged in the 2019 Black Summer Bushfires. Works had been postponed due to the border closure between Queensland and New South Wales during COVID-19 restrictions, which prevented the use of the alternative route, and were again delayed as a result of weather events in 2021 and 2022, with further damage sustained from landslides leading to the road’s closure for safety reasons. The Head Road restoration works involved excavating and stabilising a highly weathered rock slope to enable installation of guard rail posts and included a rebuild of foundations, improved drainage and hazard signage. A milestone was reached in May 2023 when backfilling commenced on one of seven landslip sites and progress continued to be made on road excavations and the construction of retaining structures. Additional road repairs and safety improvements to Head Road have continued to be carried out to enable the anticipated reopening of the road in September 2023, weather and construction conditions permitting. Assistance for this project has been provided through the jointly-funded Commonwealth-State Disaster Recovery Funding Arrangements (DRFA).

IMPROVING DRAINAGE INFRASTRUCTURE

DRIVING THE ROAD TO RECOVERY

Council’s commitment to maintaining the region’s stormwater infrastructure was underpinned by a $801,532 budget allocation for drainage improvements in 2022-23.

With the Scenic Rim region experiencing some of the worst widespread rainfall and flooding in generations since late 2020, nine floodways and 22 landslips required repair or replacement following multiple declared disaster events.

TWO MAJOR DRAINAGE PROJECTS TOTALLING $609,772 WERE IDENTIFIED FOR DELIVERY AT KALBAR AND BEAUDESERT.

Since the 2019 bushfires, the delivery of Council’s Capital Works Program has been impacted by five separate flooding events. Damage assessments and emergency repair works were undertaken in 2022, highlighting the need for long-term restoration works across the Scenic Rim.

Some $316,200 was allocated to upgrading stormwater inlets and pipes on Moffatt and Wiss Streets in Kalbar. As part of the Vibrant Towns and Villages program, Council will continue to progress drainage improvements in Beaudesert, with a $293,572 budget allocation for continuing works on the Beaudesert Town Centre Revitalisation project. The Beaudesert Town Centre Revitalisation is jointly funded by the Australian Government’s Building Better Regions Fund and the Queensland Government in association with Scenic Rim Regional Council.

IN DECEMBER 2022, THE QUEENSLAND RECONSTRUCTION AUTHORITY (QRA) APPROVED $18.1 MILLION IN GRANT FUNDING TO SUPPORT THE DELIVERY OF THESE WORKS. THE COMPLETE PROGRAM OF FLOOD RESTORATION WORKS IS EXPECTED TO TAKE AROUND 18 MONTHS, ALTHOUGH THIS COULD BE IMPACTED BY WEATHER CONDITIONS OR RESOURCING ISSUES. The QRA assistance is provided through the jointly funded Commonwealth-State Disaster Recovery Funding Arrangements (DRFA).

Boonah Town Centre

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ROADS AND DRAINAGE    BUILDING CONFIDENCE IN THE ROAD NETWORK

SECURING FUNDING TO IMPROVE TEVIOTVILLE ROAD

Members of the Illinbah and wider Scenic Rim community welcomed the announcement in June 2023 of $3.1 million in funding for a bridge at Price Creek that will be more resilient to flooding and provide increased confidence in the Scenic Rim’s road network.

Council’s successful application for funding to reconstruct Teviotville Road will enable this essential public asset to be rebuilt to a more resilient standard, with a wider scope of works to improve its lifespan and its ability to withstand the impact of future natural disasters.

THE AUSTRALIAN GOVERNMENT’S EMERGENCY RESPONSE FUND WILL PROVIDE FOR A TWO-LANE CONCRETE BRIDGE TO REPLACE THE LOW-LEVEL CROSSING ON UPPER COOMERA ROAD AT FERNY GLEN WHICH IS VULNERABLE TO EXTREME WEATHER EVENTS THAT OFTEN RESULT IN THE AREA’S 73 RESIDENTIAL PROPERTIES AND BUSINESSES BECOMING ISOLATED.

WHILE MINOR WORKS, INCLUDING DRAINAGE UPGRADES TO IMPROVE THE FLOW OF STORMWATER, HAD BEEN CARRIED OUT ON THE ROAD IN 2022, AND REPAIRS TO POTHOLES ON THE MOST DAMAGED SECTIONS OF THE ROAD HAD CONTINUED TO PROGRESS, FURTHER CONSTRUCTION WAS POSTPONED UNTIL EARLY 2023 DUE TO ONGOING WET WEATHER.

In recent years, funding by the Australian and Queensland Governments through the Natural Disaster Relief and Recovery Arrangements provided for Jerome Bridge on Upper Coomera Road and Bennett Bridge, which replaced the low-lying Bennett Crossing on Illinbah Road, improving safety and accessibility for the community.

Council used the halt to the works, which were necessitated by previously declared disaster events, to apply to the Queensland Reconstruction Authority in December 2022 for Betterment funding to achieve an even greater outcome for the region. Although this potentially meant a short delay to the commencement of works, these were reprogrammed to January 2023 to ensure all relevant resources were available. The funding application was approved in early 2023, with final works to be completed in the 2023-24 financial year. The Teviotville Road reconstruction is supported by the jointly-funded Commonwealth-State Disaster Recovery Funding Arrangements, administered by the Queensland Reconstruction Authority

CHARTING THE REGION’S FLOOD RECOVERY JOURNEY An interactive map detailing the location and progress of roadworks as the Scenic Rim continued its flood recovery journey was launched by Council in May 2023. The map, which can be viewed on Council’s website at www.scenicrim.qld.gov.au/roadworks shows, at the click of a mouse, the description and location of flood damage on the local road network and the status of repair works and is updated as works progress. Supported by the Australian and Queensland Governments through disaster recovery funding, Council has a large volume of works at various stages progressing across the region.

With co-investment from the Australian Government through the Bridge Renewal Program, Council was able to replace the ageing timber Flying Fox Bridge at Ferny Glen. The new bridge at Price Creek represents another key piece of infrastructure in the Scenic Rim road network as the current flood-prone causeway is the only access for business and residential properties at Illinbah, Tabletop, Gray and Price Creek Roads.

Flood water over local roads

PROVIDING WATER FOR FIREFIGHTERS The installation of bores and tanks at strategic locations across the Scenic Rim will assist with water availablity to firefighters when needed. Funded through the Bushfire Recovery Exceptional Assistance Program, the bores at Boyland, Kerry, Christmas Creek, Frazerview and Rathdowney will feed 20,000-litre water tanks that will be topped up automatically, ensuring supplies of water to meet firefighters’ needs.

This map puts at users’ fingertips information about works which have commenced, those that are waiting further approvals and works which have been completed.

The addition of these new assets was welcomed by the Rural Fire Service and will help to protect lives and property in the Scenic Rim. The project represented another a significant investment in the resilience of the region.

IT REFLECTS THE LONG JOURNEY OF RECOVERY FROM DISASTER EVENTS WHICH HAVE IMPACTED THE SCENIC RIM OVER A NUMBER OF YEARS, MOST RECENTLY THE FLOODING OF EARLY 2022.

Assistance has been provided through the jointly-funded Commonwealth-State Disaster Recovery Funding Arrangements (DRFA)

Teviotville Road

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OUR OPEN SPACES    Council’s continued the delivery of its Parks and Open Spaces Strategy in 2022-2023 through its investment in enhancements and upgrades to some of the region’s most popular parks. Works were completed at Collins Park in Rathdowney and the playground at Junior Chamber Park at Beaudesert received a significant upgrade. New fencing and bollards were installed in Lions Rotary Park at Harrisville, JF Burnett Park at Warrill View, Henry Franklin Family Park at Wonglepong, Guanaba Park and Rosser Park at Tamborine Mountain and Lions Park at Canungra.

OUR INFRASTRUCTURE   LANDSCAPE IMPROVEMENTS WERE CARRIED OUT ON THE MAIN WESTERN ROAD ROUNDABOUT AT TAMBORINE MOUNTAIN AS WELL AS THE MEMORIAL GARDEN IN JUBILEE PARK, BEAUDESERT, WHICH WAS REJUVENATED WITH THE PLANTING OF NATIVE SHRUBS.

DRIVING ROAD AND BRIDGE IMPROVEMENTS Council’s continued commitment to improving the 1,750-kilometre local road and bridge network was underscored with a multi-million dollar investment 2022-2023.

WITH AGRICULTURE ONE OF THE KEY DRIVERS OF THE REGION’S ECONOMY, QUALITY INFRASTRUCTURE IS ESSENTIAL TO SUPPORT THE MOVEMENT OF HEAVY VEHICLES AND FARM MACHINERY. THE SCENIC RIM’S OTHER KEY INDUSTRY, TOURISM, ALSO DEPENDS ON RELIABLE TRANSPORT NETWORKS TO ENSURE THE SAFETY AND ENJOYMENT OF VISITORS TO THE REGION. Council’s 2022-23 budget funded the continuation of works on Kerry Road, south of Beaudesert, with: • $1.1 million for the section from Ward Bridge to Newman Bridge and Keaveny Bridge • $2.5 million for the section between Ward Lane and Duck Creek Bridge, and • $1.39 million for the Spring Creek Bridge pavement widening. By the end of the 2022-2023 financial year, the number of timber bridges across the Scenic Rim network had decreased to 58 from 97 in 2011 as ageing bridges have been replaced with more resilient concrete structures that reduce maintenance costs and provide increased load capacity.

Tamborine Mountain roundabout

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OUR INFRASTRUCTURE

ADVOCATING FOR INFRASTRUCTURE

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

Council welcomed the opportunity to discuss a wide range of issues with key representatives of the Department of Transport and Main Roads (TMR) in June 2023.

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

- 4a Rural Connector

- 4b Rural Collector

121

120

121

- 5a Rural Access

301

299

303

- 5b Rural Access

340

341

- 5c Rural Access

362

363

367

- 5d Rural Access

463

462

467

468

- 5e Rural Formed

ROAD HIERARCHY ANALYSIS (KM)

- 5f Rural Unformed

- 5g Rural Unformed

- Unrated (parking bays, etc.)

TOTAL (EXCLUDING UNRATED)

1,816

1,819

1,813

1,825

1,829

Gravel road length graded (km)

153

350

420

417

435

Gravel road length resheeted (km)

258

144

Gravel road shoulder resheeted (km)

Sealed roads resealed (km) including top coats replaced under NDRRA

- Load limited below MALL*

- Load limited above MALL*

- Not load limited

OTHER CONSTRUCTION

129

130

BRIDGES CONCRETE TIMBER

TOTAL *MALL - Minimum Acceptable Load Limit

The meeting in Beaudesert saw Scenic Rim Mayor Greg Christensen, Councillors and Transport and Main Roads representatives, including DirectorGeneral Neil Scales OBE, canvas issues ranging from future transport needs to the management of current roadworks. The discussions focused on the transport needs of the Scenic Rim as a rapidly growing region and the opportunities presented by the 2032 Olympic and Paralympic Games.

WITH THE QUEENSLAND FLATWATER CENTRE AT WYARALONG DAM IDENTIFIED AS THE HOME OF ROWING AND SPRINT CANOEING FOR THE GAMES, THE SCENIC RIM ALSO HAS THE POTENTIAL TO HOST TEAMS TRAINING IN THE LEAD-UP TO THESE EVENTS. The meeting with TMR also canvassed the possibility of the return of rail to Beaudesert and for increased bus services for the region. Currently, public transport is limited to one route in the Scenic Rim and ongoing growth in the region’s population and industry development will continue to drive demand for improved connectivity. Inadequate road links are seen as a key constraint to the activation of the Bromelton State Development Area. Additionally, Council’s planning of its region-wide road network requires an understanding of TMR’s prioritisation for works and delivery timetables. Increased traffic from the burgeoning areas of Flagstone and Yarrabilba to the Gold Coast has placed increased pressure on the state-controlled Canungra Bypass, causing congestion and issues of safety and amenity for residents and road users. Approved developments are likely to cause further congestion and it is essential to ensure this route provides unrestricted travel for both passenger and transport vehicles.

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Meeting with Council and TMR

WITH THE CUNNINGHAM HIGHWAY A KEY CONNECTOR FOR THE SCENIC RIM, THE EFFECTIVE MANAGEMENT OF TMR’S CUNNINGHAMS GAP RECONSTRUCTION PROJECT IS VITAL IN MITIGATING THE IMPACTS OF ROAD CLOSURES ON THE REGION’S AGRICULTURE, HORTICULTURE AND TOURISM SECTORS. Council’s meeting with TMR also considered the impacts of closures caused by flooding at Coulson Crossing on the Beaudesert-Boonah Road. Boonah-Beaudesert Road is the major connector between the eastern and western areas of the Scenic Rim and major producers require regular access through this corridor. Coulson Crossing is the weak link in this network as, on average, there are three closures a year due to flooding on this section. The discussions also revealed the challenges faced by Council and TMR in progressing key projects. Council and TMR have both experienced issues with increasing costs of materials, a shortage of engineers and difficulties in sourcing contractors. These are common challenges that require all levels of government to work together to find solutions. Council will continue its discussions with TMR during the 2023-24 financial year.

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OUR WASTE MANAGEMENT The table below provides a five-year comparison of Council’s waste management activities. 2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

Domestic services

14,852

15,052

15,286

15,608

15,926

Commercial

1,174

1,110

1,197*

1,208

1,206

WEEKLY KERBSIDE COLLECTION BY END OF PERIOD (WASTE BIN ONLY)

RECYCLING STATISTICS GREEN WASTE MULCHED - Tonnes

3,964

3,391

3,842

2,986

3,444

- Cubic Metres

13,213

11,304

12,794

9,954

11,481

GREEN WASTE RAW - Tonnes

1,558

1,314

3,842

- Cubic metres

10,390

11,304

12,794

Waste oil (litres)

55,880

50,520

48,700

56,800**

67,500

Tyres (number)

4,221

3,900

3,569

2,995

4,438

Batteries (tonnes)

25.2

27.8

41.5

37.6

44.68

Scrap metal (tonnes)

1,843

1,561

1,889

1,912

2,287

Refrigeration units degassed

1,561

1,467

1,152

2,617

1,925

Cardboard (tonnes)

729

904

1,035

1,044

3,289

Mixed Recyclables (Kerbside collection, other glass and plastics (tonnes)

3,002

2,515

2,486

2,619

2,456

110

E-waste (tonnes)

* 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.

WASTE PROCESSED (TONNES)

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

- Beaudesert

1,544

1,600

1,755

1,949

1,891

- Canungra

1,200

1,319

1,281

1,492

1,499

- Rathdowney

412

394

448

465

398

TRANSITIONING TO A ZERO-WASTE SOCIETY Council’s progress in achieving the first-year targets of its Waste Management and Resource Recovery Strategy 2021-2026 was highlighted in a report card released in November 2022. The strategy supports statewide targets set by the Queensland Government to reduce by 25 per cent the amount of waste sent to landfill by 2050 and drive a fundamental shift in waste management as the transition to a zero-waste society gains momentum. The report card highlighted not only progress against the strategy but also the challenges – including frequent flooding, impacts of COVID-19 and resource constraints - that had resulted in some actions being delayed. The Scenic Rim’s current waste generation and diversion were examined to ensure focus is maintained on strategic priorities, noting that it will take time for the generation of waste to trend down and for the diversion of waste from landfill to increase. Community-based waste collection and education campaigns continue to be a major focus for Council, especially around the diversion of waste from landfill and the region’s transition towards a circular economy. Productive partnerships will help Council to continue to lead actions outlined in the strategy, as its Waste Services team continues to have a presence at key community and Council-supported events.

GREAT HEADWAY HAS ALREADY BEEN ACHIEVED THROUGH ASPIRE - A PROGRAM THAT EMPOWERS BUSINESSES TO TRADE WASTE AS A RESOURCE TO COLLECTIVELY HELP REDUCE CARBON EMISSIONS AND, AT THE SAME TIME, MAKE MONEY. The report card revealed that 50 percent of early learning centres across the Scenic Rim have signed up to the children’s waste education program, Get Grubby, an interactive online waste education campaign highlighting the importance of reducing waste at home or at school and the impact of waste on the environment. For households, the How to Reduce Waste guide, available for free on Council’s website, offers a wealth of information on saving money while reducing their environmental footprint. The commitment of Scenic Rim residents to reducing waste can be seen in the results of the 2022 Garage Sale Trail, with the region rating the second highest per capita in Queensland in participation in this festival of pre-loved items. A shift in perception has seen waste viewed as a resource and a realisation that ‘it’s not waste until it’s wasted’. Results of the report card are available on Council’s website.

RECEIVED AT TRANSFER STATIONS

- Tambourine Mountain

1,598

1,628

1,855

1,951

1,774

- Boonah

1,615

1,473

1,649

1,752

1,584

- Kalbar

153

154

103

180

100

- Peak Crossing

369

428

427

479

456

TOTAL

6,891

6,996

7,518

8,267

7,701

DEPOSITED INTO CENTRAL LANDFILL

34,072

31,645

33,476

34,809

40,806*

*The 2022-2023 year has seen a significant increase in commercial waste to landfill. Boonah Refuse Transfer Station

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LOOKING AHEAD

OUR WASTE MANAGEMENT UNLOCKING BROMELTON’S POTENTIAL

SUPPORTING RECYCLING INITIATIVES

An updated master plan for the Bromelton Waste Facility was endorsed by Council in March 2023, enabling flexibility in the long-term development of the facility as the transition towards a circular economy gains momentum.

Partnering with Planet Ark, Council promoted National Recycling Week in November 2022 under the banner of ‘Waste isn’t Waste until it’s Wasted’.

The new master plan aligns with the overarching Waste Management and Resource Recovery Strategy 20212026 and provides a vision for Bromelton’s ongoing development. The master plan, available on Council’s website, is a living document, which is reviewed regularly to ensure that Council maximises every opportunity for the sustainable reuse of resources. Expressions of interest for potential partners to support the diversification of service offerings at the Bromelton Waste Facility and support Council’s shift towards a circular economy were sought in September 2022.

COUNCIL WAS PARTICULARLY KEEN TO EXPLORE OPTIONS FOR THE USE OF FOOD SCRAPS AND GARDEN WASTE WHICH ACCOUNTS FOR SOME 40 PER CENT OF KERBSIDE WASTE COLLECTED IN THE SCENIC RIM.

REIMAGINING WASTE In October 2022, Council launched its Reimagine Waste Reduce and Reuse Challenge, asking younger residents of the Scenic Rim to devise new ways to prevent waste or to find other uses for items which would otherwise go to landfill.

THE CHALLENGE SOUGHT IDEAS THAT COULD BE USED IN COMMUNITIES TO MAKE A POSITIVE IMPACT IN REDUCING WASTE. INNOVATION AND CREATIVITY WERE ENCOURAGED IN THE CHALLENGE WHICH OFFERED GREAT PRIZES FOR SCHOOL STUDENTS.

With a focus on the delivery of important infrastructure and the sustainable management of waste, Council in 2023-24 will: • continue to deliver localised waste education campaigns

National Recycling Week reminded all Australians that much of what is currently sent to landfill is valuable material that could be reused, repurposed or recycled. National Recycling Week aligns with Council’s Waster Management and Resource Recovery Strategy 20212026 that supports the transition to a zero-waste society. Australia’s largest festival of pre-loved items, the Garage Sale Trail in November 2022, was strongly supported in the Scenic Rim, which was placed eleventh in overall in registrations nationwide, and second in Queensland.

• assess the feasibility of diverting organic waste from food and gardens to landfill • consult key stakeholders on the development of the Bromelton waste facility • develop the Bromelton Circular Precinct Plan • continue to advocate for investment in infrastructure • finalise a review of Council land holdings, and • continue to deliver flood recovery works across the region.

Over two weekends 2,721 locals from across the region participated in this annual event, generating more than $40,000 in sales and saving almost 3.2 tonnes of unwanted items from landfill while enjoying the opportunity to meet the neighbours, declutter and make some extra money while reducing waste.

IMPROVING DISASTER WASTE MANAGEMENT Council sought community feedback in April 2023 on its planning to improve the management of waste during and after a natural disaster. With a focus on the health and wellbeing of residents and the environment, the Waste Service Resilience Roadmap aims to enhance Council’s ability to maintain continuity of waste services during a disaster and better manage waste in the aftermath. Community members were invited to comment on the roadmap by providing feedback on Council’s roles and responsibilities, communication processes, facility and service planning and post-recovery actions to increase waste management resilience now and into the future. A detailed Fact Sheet was provided on Council’s Let’s Talk Scenic Rim community engagement platform, where residents were encouraged to have their say on the roadmap during the consultation which closed in May 2023. The revised roadmap was presented to council in July 2023. | 141

Works commenced at Head Road

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS 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.

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.

Service Catalogue

Council-controlled reserves

Action

Develop and maintain a full catalogue of Council’s service levels and cost to serve.

Activities 2022-2023

1. Undertake a review of key operational areas of the business to enable the identification of service standards. 2. Progress documentation of current service levels and cost metrics..

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Community has access to readily available information regarding Council’s full suite of services, including defined service standards and cost to serve.

Council’s Service Level Catalogue includes services delivered by the Customer and Regional Prosperity, People and Strategy and Council Sustainability Portfolios.

30%

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 2022-2023

1. Continue the development of an online platform that provides stakeholders with information about works on road reserves that may impact the transport network. 2. Ensure appropriate controls and standards for the installation of private and utility infrastructure in Council controlled reserves.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Community safety and visual amenity is preserved in Council-controlled reserves.

Identification of a suitable online platform to facilitate stakeholder visibility of works on road reserves is provided.

100%

KPI COMMENTARY: A process to map Council’s services to its general ledger has set the foundations for the development of a comprehensive service catalogue, which will detail the full list of Council services and cost to serve. Data collection to support this project is well underway and it is anticipated that a final Service Catalogue will be available for the community’s benefit by the end of quarter three in 2023-2024.

KPI COMMENTARY: Council has identified an online platform that will enable visibility of works on road reserves. Content development will continue over the coming months, with the platform’s launch planned for 2023-2024. A review of Council’s Policies and Guidelines regarding the road network is currently underway. It is anticipated that these controls will be undated by the end of December 2023.

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.

AREA OF FOCUS: The provision of buildings and facilities that meet current and long-term (20 year) needs of the Scenic Rim community.

Community dialogue about services

Community Facilities and Sporting Infrastructure

Action

Develop and maintain a constructive dialogue with the community about service expectations and affordability.

Action

Activities 2022-2023

1. Engage with the community and highlight the successes and challenges faced by Scenic Rim Regional Council in maintaining financial sustainability.

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 2022-2023

1. Establish standardised leasing documentation

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Community has access to readily available information regarding Council’s full suite of services, including defined service standards and cost to serve.

’Let's Talk Scenic Rim’ community engagement platform is used to inform the 202324 annual budget development process.

100%

Fact Sheets relating to Council's financial sustainability journey published on Council's website.

2. Develop service level catalogue content for community facilities and sporting infrastructure to align with leasing documentation. Indicator For Success

KPI COMMENTARY: Extensive community consultation, including ‘town hall’ style meetings and online feedback, informed Council’s delivery of its Annual Budget 2023-2024, which was adopted in Quarter Four. 38 feedback submissions were received which included feedback about a range of Council services and projects, over 1,700 people viewed the Let’s Talk Scenic Rim project page and over 500 documents were downloaded from the platform.

Key Milestone / Key Performance Indicator

Target

Actual

Council-controlled community Community leasing standardisation documentation presented facilities and sporting to Council by 30 June 2023. infrastructure meet the Lease maintenance plan developed and presented to Council by 30 June 2023. identified needs of the community.

50%

55%

100%

25%

KPI COMMENTARY: Work is well underway to establish standardised leasing documentation to support the provision and maintenance of community facilities and sporting infrastructure across the region. It is anticipated that this activity, and the development of the Lease Maintenance Plan, will be completed by end of December 2023. Council’s development of a comprehensive Service Catalogue detailing the full list of Council’s services and cost to serve is progressing well and is expected to be completed and published on Council’s website in Quarter Three of 2023-2024.

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: The provision of buildings and facilities that meet current and long-term (20 year) needs of the Scenic Rim community.

AREA OF FOCUS: Accessibility and reliability of Council-controlled transport, flood mitigation and drainage infrastructure, with enhanced resilience.

Buildings and Facilities

Asset Resilience

Action

Maintain oversight of Council’s Building and Facilities, including investment forecasts based on service requirements and condition assessment modelling.

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 2022-2023

1. Undertake asset condition assessments and comprehensive analyses of asset condition data sets as outlined in the rolling five-year condition assessment program.

Activities 2022-2023

1. Update the Asset Management Plans to include infrastructure renewal, rehabilitation and upgrade treatment options that will increase the resilience of Council’s critical infrastructure assets against natural disaster events.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council’s assets provide appropriate and sustainable levels of service.

Critical infrastructure assets are identified and documented in Council's Asset Management Plans.

100%

20%

2. Implement the Asset Information Strategy elements relevant to Council’s Buildings and Facilities. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Sustainable asset lifecycle is assured through integration of asset planning and financial forecasting.

Building and facilities asset information is reviewed by 31 December 2022 to ensure its adequacy to provide appropriate management of this asset class.

100%

Building and facilities assets capital investment requirements are reviewed, updated and presented to Council.

100%

KPI COMMENTARY: The update of Asset Management Plans has commenced but has now stalled due to the availability of skilled resources. It is anticipated that this activity will be completed in Quarter Two of 2023- 2024.

KPI COMMENTARY: Asset condition assessments and comprehensive analyses of asset condition data sets have been undertaken in line with Council’s rolling five-year condition assessment program.

AREA OF FOCUS: The provision of open spaces that meet current and long-term (20 year) needs of the Scenic Rim community. Open Spaces

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 2022-2023

1. Undertake asset condition assessments and comprehensive analyses of asset condition data sets as outlined in the rolling five-year condition assessment program.

Action

Maintain oversight of Council’s open spaces, including investment forecasts based on service requirements and asset condition modelling.

Activities 2022-2023

1. Undertake asset condition assessments and comprehensive analyses of asset condition data sets as outlined in the rolling five-year condition assessment program. 2. Implement the Asset Information Strategy elements relevant to Council’s open spaces.

2. Implement the Asset Information Strategy elements relevant to Council’s transport and urban drainage assets. 3. Restore transport assets, to a more resilient standard where possible, following natural disaster events, through delivery of Infrastructure Recovery Program. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Sustainable asset lifecycle is assured through integration of asset planning and financial forecasting.

Transport and urban drainage asset information is reviewed by 31 December 2022 to ensure its adequacy to provide appropriate management of this asset class.

100%

Transport and urban drainage assets capital renewal investment requirements are reviewed and presented to Council by 31 December 2022.

100%

Infrastructure Recovery Program developed by 30 September 2022.

100%

Infrastructure Recovery Program delivered in line with planned timelines.

100%

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Sustainable asset lifecycle is assured through integration of asset planning and financial forecasting.

Open space and parks asset information is reviewed by 31 December 2022 to ensure its adequacy to provide appropriate management of this asset class.

100%

Open spaces and parks assets capital renewal investment requirement are reviewed and presented to Council by 31 December 2022.

100%

KPI COMMENTARY: Capital investment requirements for the renewal of Council’s open spaces and parks assets have been built into Council’s ten-year capital works program, which was adopted by Council, together with the annual budget, in June 2023.

KPI COMMENTARY: Through its Infrastructure Recovery Program, Council has continued to deliver extensive capital works to restore transport assets, with a focus on betterment where possible, following a series of natural disaster events since 2020. Major recovery works delivered in 2022-2023 has included extensive gravel resheeting and sealed pavement repairs across the whole region. Major works are underway on Head Road to repair landslips and fire damaged guardrail. A full reconstruction of Teviotville Road for the majority of its length is also underway. Major Landslip and Floodway projects are nearing completion in the detailed design phase which will allow construction to proceed in 2023-2024. Asset condition assessments and comprehensive analyses of asset condition data sets have been undertaken in line with Council’s rolling five-year condition assessment program.

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: A sustainable program of local, higher order infrastructure delivery necessary to support population and economic growth.

AREA OF FOCUS: A sustainable program of local, higher order infrastructure delivery necessary to support population and economic growth.

Local Government Infrastructure Plan

Land and Infrastructure Holdings

Action

Review and update Council’s Local Government Infrastructure Plan.

Action

Review and maintain Council’s land and infrastructure holdings to ensure relevance for long-term strategic needs.

Activitie 2022-2023

1. Progress the review and amendment of Council’s Local Government Infrastructure Plan (LGIP) in alignment with Council’s Growth Management Strategy.

Activities 2022-2023

1. Complete review of Council land holdings, including recommendations for future use and potential land acquisition requirements.

2. Monitor the delivery of the current LGIP projects through the capital works program and development contribution. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Sustainable asset lifecycle is Baseline assumptions for the LGIP amendment are fully documented and are in line 100% assured through integration of with the Growth Management Strategy. asset planning and financial forecasting.

100%

2. Divest identified properties as approved by Council. 3. Pursue land and infrastructure acquisition to support Council’s strategic needs. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council’s assets provide appropriate and sustainable levels of service.

Report of Council land holdings with recommendations for future use (including Divestment Plan) adopted by Council by 31 March 2023.

100%

85%

Disposal of property as per Council's approved Divestment Plan.

100%

Addendum to Council's Depot Strategy developed and approved by Council by 31 March 2023.

100%

90%

KPI COMMENTARY: Baseline assumptions for the review of the LGIP have been documented in line with principles underpinning the Growth Management Strategy. The LGIP amendment will be progressed in 2023-2024 in line with the endorsed LGIP Amendment Project Schedule and Timeline.

KPI COMMENTARY: The review of Council’s land holdings, including recommendations for future use and potential land acquisition requirements, is well underway, however some delays have occurred as the result of prioritisation of skilled resources. This has resulted in the delay of finalisation of Council’s Divestment Plan. It is anticipated that the review will be completed in 2023-2024. The Addendum to Council’s Depot Strategy will be presented to Council in Quarter One of 2023-2024.

AREA OF FOCUS: A sustainable program of local, higher order infrastructure delivery necessary to support population and economic growth. Capital Works Program Action

Develop and review a 10-year capital works program annually, with a 20-year horizon forecast.

Activities 2022-2023

1. Develop Council’s 10-year capital works program in line with Council’s long term financial plan.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council’s assets provide appropriate and sustainable levels of service.

10-year capital works program adopted by Council

100%

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

Develop and maintain a register of the State and Statutory Entity-controlled infrastructure and services considered critical to support population and economic growth in the region.

Activities 2022-2023

1. Continue to identify infrastructure and services controlled by other levels of Government or statutory entities which are critical to supporting population and economic growth in the region.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council’s advocacy enables the delivery of economic, social and environmental priorities across the region.

Infrastructure critical to support population and economic growth in the region informs the development of Council’s Advocacy Strategy.

100%

KPI COMMENTARY: Council’s 10-year capital works program was adopted by Council, together with the annual budget, in June 2023.

KPI COMMENTARY: Through its active participation in forums such as the SEQ Local Government Working Group (to inform regional planning policy and decisions), Council has continued to advocate to the Queensland Government and other statutory entities for the provision of infrastructure and services considered critical to support population and economic growth of the Scenic Rim region.

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: Advocacy for forward planning and delivery of State and statutory entity-controlled infrastructure and services to support population and economic growth.

AREA OF FOCUS: Progression towards ‘zero avoidable waste to landfill’ as an economically viable operation, through collaboration and innovation.

Public Transport

Waste Management

Action

Participate in strategic discussions with Queensland Government and private sector to identify, advocate for, and facilitate improved access to public transport services.

Activities 2022-2023

1. Ensure infrastructure provided facilitates improved access to public transport services.

Action

Implement the Scenic Rim Regional Council Waste Management and Resources Recovery Strategy 2021- 2026.

Activities 2022-2023

1. Progress the development of a Disaster Waste Management Plan. 2. Trial improvements in Council event waste reduction.

2. Advocate for Queensland Government funded solutions to facilitate improved access to public transport services.

3. Deliver the Waste Education Program.

3. Advocate for alternative local private sector and community-based solutions to facilitate improved access to public transport services. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council’s advocacy enables the delivery of economic, social and environmental priorities across the region.

List of existing roadside public transport infrastructure (e.g., bus stops, set downs) is 100% reviewed and updated by 30 September 2022 to support improved public transport services.

100%

Gap analysis conducted to inform future roadside public transport infrastructure 100% investment requirements.

100%

Number of meetings held with Queensland Government, private sector, and community-based organisations to advocate for improved access to public transport services and community-based solutions.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council’s assets provide appropriate and sustainable levels of service.

Fit for purpose and consistently identifiable public place waste infrastructure installed.

25%

Number of waste education events held.

Development of consultation draft Disaster Waste Management Plan completed.

100%

Reduction in waste to landfill* (measured annually). *not including commercial landfill

Zero waste event trial completed.

100

10%

Recycled material in roads trial progressed.

25%

15%

Total volume of waste disposed to landfill is decreased, resulting in value stream creation

COMMENTS: Council Officers have continued to where possible advocate for improved access to pubic transport. Infrastructure within council’s urban areas are built to a standard to ensure that public transport options are not impeded due to poor design.

COMMENTS: A review of public place waste infrastructure is now underway with new bin enclosures designed and plans to replace this infrastructure progressing for completion in 2023-2024. The Disaster Waste Management Plan provides a decision-making process and information to support the prompt management of waste in a disaster focusing on ensuring health and safety for Council workers and the community, and managing waste rapidly in the event of a disaster. The trial for improvements in Council event waste management has been postponed due to availability of resourcing. It is anticipated that this will progress in 2023-2024. Council is participating in a significant multi-party research project through the SmartCrete Cooperative Research Centre on use of recycled materials in roads. While the opportunity to partner in progressing this research delayed the project commencement, the extent of research that can now be undertaken is significantly enhanced.

Canungra Depot and Refuse Transfer Station

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: Progression towards ‘zero avoidable waste to landfill’ as an economically viable operation, through collaboration and innovation. Regional Waste Management 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 2022-2023

1. Participate in COMSEQ Waste Working Group meetings. 2. Plan and implement relevant actions from the COMSEQ Regional Waste Management Plan. 3. Participate in relevant State, Federal and industry body consultation processes.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Council’s advocacy enables the delivery of economic, social and environmental priorities across the region.

Funding secured from State or Federal government to support implementation of landfill diversion options.

$50,000

COMMENTS: Significant and ongoing reform is occurring in industry and throughout State and Federal government, Council’s involvement is prioritised based on impact and opportunity considerations. Council has been unable to source funding from other levels of government to support implementation of landfill diversion options, however this has not deterred Council’s commitment to delivering outcomes through collaboration and innovation.

Beaudesert Monument was revitalised in 2022-2023

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HEALTHY ENGAGED AND RESOURCEFUL COMMUNITIES THE SOCIAL FABRIC OF OUR GROWING REGION IS FRIENDLY, ACTIVE, HEALTHY AND INCLUSIVE.

Caption

OUR HIGHLIGHTS

SOCIAL CONNECTIONS

WITH A FOCUS ON THE HEALTH AND WELLBEING OF THE COMMUNITY AND ITS RICH CULTURAL HERITAGE, COUNCIL IN 2022-23:

SUPPORTING GRASSROOTS ORGANISATIONS

ACHIEVED STATE AND NATIONAL RECOGNITION FOR THE EMPOWHER HIKING PROGRAM FOR WOMEN AND GIRLS

DELIVERED THE 2022-23 CULTURAL SERVICES PROGRAM

Council’s commitment to supporting local organisations, which make a positive contribution to the quality of life in the Scenic Rim, was underscored by increased funding for Community Grants in its 2022-23 Budget.

COMMENCED ITS TOURISM ACCOMMODATION SAFETY COMPLIANCE PROGRAM TO MAINTAIN HIGH STANDARDS OF SAFETY IN VISITOR ACCOMMODATION ACROSS THE SCENIC RIM

CONTINUED TO SUPPORT LOCAL ARTISTS THROUGH REGIONAL ARTS DEVELOPMENT FUND GRANTS

LAUNCHED THE STORY WALKS INITIATIVE TO ENCOURAGE EARLY LITERACY

Canungra Moriarty Park

THE COMMUNITY GRANTS PROGRAM PROVIDES FINANCIAL SUPPORT TO NOT-FOR-PROFIT GRASSROOTS COMMUNITY GROUPS AND SPORTING CLUBS FOR PROJECTS AND EVENTS WHICH BENEFIT THE REGION AND IN 2022-23 WAS BOOSTED BY 35 PER CENT TO $400,000. In October 2022, Council approved the allocation of the first round of major and minor grants to local organisations. This provided more than $115,000 in minor grants for 34 projects and more than $121,200 in major grants for seven projects. The minor grants provided a maximum of $5,000 to each organisation with almost all projects in this round - including the staging of community events, training for volunteers, equipment purchases and minor upgrades to community facilities – receiving full funding of the amount requested.

REVIEWED THE SCENIC RIM ARTS REFERENCE GROUP

In May 2023, 26 grassroots organisations and sporting clubs across the Scenic Rim shared in a total of almost $90,265 in the second round of minor grants.

SUPPORTED BY VOLUNTEERS, LOCAL ORGANISATIONS ARE VITAL THREADS IN THE SOCIAL FABRIC OF THE SCENIC RIM’S COMMUNITIES. THEIR EVENTS AND ACTIVITIES THAT BRING PEOPLE TOGETHER, ENRICH THE CULTURAL LIFE OF THE REGION AND CONTRIBUTE TO THE HEALTH AND WELLBEING OF RESIDENTS, ARE WELL WORTHY OF COUNCIL’S FINANCIAL SUPPORT. DETAILS OF THE GRANTS ALLOCATED ARE AVAILABLE ON COUNCIL’S WEBSITE. As well as providing direct funding through its Community Grants Program, Council also supports the activities of local not-for-profit organisations through in-kind support including subsidised use of Council’s community and cultural centres and waste bins for local community events.

The table below shows Council’s allocation of community grants during the past five years. COMMUNITY GRANTS

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

$174,014

$174,765

$266,540

$238,452

$326,732.08

COMMUNITY GRANTS PAID Number Value IN-KIND GRANTS

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Number

102

Value

$27,064

$87,710

$28,366

$36,339

$43,895.87

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OUR LIBRARIES ENCOURAGING EARLY LITERACY A series of colourful storyboards was installed in parks at Boonah and Beaudesert in September 2022 with the aim of encouraging early literacy through play while strengthening family connections and the Scenic Rim’s links to its Indigenous heritage. Proudly funded and supported by the Queensland Government and State Library of Queensland, the 10page Story Walk at Beaudesert is based on the Jarjum Gurema children’s story book, which was launched in 2021 and was Highly Commended in the Community category of the 2022 Queensland Reconciliation Awards, announced in June. The boards also link to a video of the story being read by footballer Jamal Fogarty, a Beaudesert local, proud father and Mununjali man, who has championed the project’s aims of inspiring all parents to read, sing, dance and play with their children and encourage pride in the culture, language and history of the Indigenous community. Scenic Rim libraries had already distributed 1,500 copies of the book, which is based on local Yugambeh greetings and totem animals of the Mununjali area, and the Story Walk provided another way of sharing Jarjum Gurema with the wider community.

LIBRARY STATISTICS

Created in partnership between Council and the Mununjali Housing Development Company, the publication was funded by the Queensland Government’s First 5 Forever early literacy program.

The table below shows the range of services and activities delivered by Council’s libraries during the past five years.

FIRST 5 FOREVER IS AN INITIATIVE OF THE QUEENSLAND GOVERNMENT, COORDINATED BY THE STATE LIBRARY OF QUEENSLAND AND DELIVERED IN PARTNERSHIP WITH COUNCILS TO ENCOURAGE CHILDREN’S DEVELOPMENT FROM BIRTH TO THE AGE OF FIVE THROUGH STORIES, RHYMES AND FUN ACTIVITIES. Throughout 2022-23, Council provided a packed program of free First 5 Forever sessions at parks and libraries at Beaudesert, Boonah, Canungra, Kalbar, Kooralbyn, Rathdowney, and Tamborine as well as at early learning centres across the Scenic Rim. Scenic Rim’s libraries are much more than collections of books and resources - as social and educational centres they contribute to individual and community wellbeing and have become hubs around which community life revolves.

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

Items borrowed

223,530

188,309

132,386

133,054

145,240

Internet / PC bookings

24,188

19,812

2,969

6,090

9,652

Items delivered to housebound customers

2,413

2,216

1,954

1,514

1,319

Storytelling attendees

6,921

4,452

2,265

3,520

6,012

School Holiday attendees

3,178

2,778

2,725

958

1,039

New members

2,093

1,479

1,424

2477

2,534

Library statistics

Adult technology information session attendees #

1,919

1,058

449

10,653

10,847

Adult regular program attendees

5,380

4,277

2,798

1,341

1,084

Reservations placed

20,154

22,961

21,763

19,641

22,734

Online loans (digital resources)

22,618

30,126

33,219

37,753

40,745

Visits to libraries

199,160

149,697

112,442

128,209

150,815

# Attendance at adult technology information sessions increased exponentially in 2021-2022 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 required, providing increased capacity, and these sessions have been included in this figure from 2021-2022 onwards.

Boonah Library, encouraging early literacy

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SUPPORTING THE REGION’S YOUTH

ARTS AND CULTURE

PLANNING FOR A PCYC

DEVELOPING FUTURE LEADERS

CREATING A CULTURAL PROGRAM

Council delivered another successful Youth Leadership Program in 2022-23 for Scenic Rim students in Years 6 and 10 following a pilot program in 2021 that saw it expanded to include primary schools.

In July 2022, Council sought proposals for the Scenic Rim Cultural Program for 2023, inviting local artists to reimagine and explore the possibilities for a range of arts and cultural activities for the year ahead.

Council confirmed its support in July 2022 for the establishment in Beaudesert of a Police Citizens Youth Club (PCYC) for young people from across the region. Council agreed to secure Council-owned or controlled land on which to base a community hub, centred on sport and recreation facilities, youth support and community services. In February 2023, Council confirmed that a preferred site had been identified and has been working closely with Youth and Community Centre (YACC) Beaudesert Inc to finalise the location, allocating $30,000 in its 2023-24 budget to progress plans for the project.

THE PCYC HAS THE POTENTIAL TO ENRICH THE LIVES OF MORE THAN 10,000 SCENIC RIM YOUTH AGED FIVE TO 24 YEARS, 3,700 OF WHOM LIVE IN THE BEAUDESERT AREA. Council has welcomed collaboration with YACC and PCYC Queensland, an organisation established in 1948 and which plays a vital role in the lives of more than 50,000 young people each year.

The Youth Leadership Program provides opportunities for students to improve self-awareness and learn how to deliver effective presentations, make informed leadership decisions and actively contribute to a group working environment.

MORE THAN 380 STUDENTS HAVE PARTICIPATED IN THE PROGRAM SINCE ITS ESTABLISHMENT IN 2011 IN RESPONSE TO COMMUNITY FEEDBACK. In 2020 and 2021, the impacts of COVID-19 saw the program of six full-day workshops at Council venues condensed into one-day programs delivered at schools across the Scenic Rim. The revised one-day format exceeded expectations and, by enabling schools to host the program, has provided an opportunity for greater student participation and a more inclusive environment. The program reflects Council’s ongoing commitment to delivering programs and projects that meet the needs of the region’s youth and provide direction for young people across the region.

Moving Mountains exhibition

Under the theme of Reimagine: explore the possibilities, Council created a year-long program of performances, exhibitions, workshops and talks at The Centre Beaudesert, Boonah Cultural Centre, Vonda Youngman Community Centre North Tamborine and throughout the Scenic Rim region.

STAGING THOUGHT– PROVOKING EXHIBITIONS The Centre Beaudesert continued to provide a focal point for the Scenic Rim’s cultural community with the staging of a series of thought-provoking free exhibitions throughout 2022-23.

IN JULY 2022, COUNCIL LAUNCHED ENDURING, WHICH HIGHLIGHTED THE CONSTANCY OF CHANGE AND THE CAPACITY OF INDIVIDUALS TO RESPOND TO THE CHALLENGES IT PRESENTS. THE EXHIBITION FEATURED THE WORK OF BONNY SHORE, WHO USES TEXTILE AND PRINTS, AND JANINE HEALY WHO USES X-RAY FILMS AS PART OF AN INNOVATIVE APPROACH TO SELF-PORTRAITURE. Under the banner of Connections to Place, Council launched two concurrent exhibitions in October 2022. Running Rivers: Pigments of Place, by Beechmont artist Kuweni Dias Mendis included a collection of more than 50 new works on paper and fabric, using pigments made from natural materials. Small Treasures 22: Place, celebrated the resilience of the Scenic Rim community and brought together more than 100 works from local artists and others with a connection to the region.

The Paper exhibition which opened in January 2023, celebrated a spirit of resilience and the reimagining of a better future. It included contemporary artworks by Heather Matthew and Zela Bissett, who shared their personal journeys of home, resilience, hope and recovery through the medium of handmade paper. The official exhibition launch on 4 February provided the community with an opportunity to meet the artists, learn more about the inspiration for their work and the process of contemporary paper making. The story of the David and Goliath battle between community members and a mining company that finally put paid to coal and coal seam gas extraction in the Scenic Rim was told in a powerful and moving exhibition launched in June 2023. Moving Mountains people power in action marked the first anniversary of Arrow Energy’s withdrawal of its lease tenements over the Scenic Rim following a concerted 11-year campaign to preserve valuable farmland and the region’s natural beauty. The exhibition, by the Keep the Scenic Rim Scenic and Boonah Organisation for a Sustainable Shire community groups, showed that people power could literally move mountains. It offered a rich tapestry of artworks, images, authentic memorabilia and accounts by those who fought for our region’s future, documenting a watershed moment in our community’s history.

Youth Leadership Program at Boonah

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ARTS AND CULTURE REVIEWING THE ARTS REFERENCE GROUP

SUPPORTING ARTS DEVELOPMENT

A review of the Scenic Rim Arts Reference Group was completed in February 2023, resulting in new terms of reference that will see improvements to the assessment of applications for projects under the Regional Arts Development Fund (RADF) and changes to the group’s membership to ensure fresh perspectives continue to be brought to the table.

The Regional Arts Development Fund (RADF) program promotes the role and value of arts, culture and heritage as key drivers of diversity and inclusivity and the strong regional growth.

Since its establishment in 2016, the Arts Reference Group has played an important role in the region’s cultural life by celebrating its heritage and identity and promoting creative excellence. This includes delivering the RADF Program, with funding of $39,500 by the Queensland Government through Arts Queensland matched by Council’s contribution of $30,500 for a range of cultural projects in 2022-23.

CHANGES TO THE BIG IDEA COMMUNITY GRANT, WHICH WILL SEE FUNDING ROUNDS REDUCED FROM TWO ROUNDS TO ONE ROUND PER YEAR, WILL ENABLE LARGER AMOUNTS TO BE ALLOCATED FOR PARTICULAR PROJECTS AND FOR A GREATER NUMBER OF PROJECTS TO BE SUPPORTED AT ONE TIME. At an Ordinary Meeting in February 2023, Council paid tribute to Arts Reference Group members Ailsa Rolley, Brendan Knight, Janine Gibson, Jeremy Ring, Pietro Agnoletto, Shane O’Reilly, Stuart Murray, Susan Rallings and Susan Short for their contribution to the cultural life of the Scenic Rim.

RADF is a partnership between the Queensland Government and Scenic Rim Regional Council to support local arts and culture through training, education and employment opportunities for the creative community. It offers funding for local arts and cultural workers for professional services, travel costs to attend seminars, productions, exhibitions, workshops, research and arts promotion. Funds are allocated in the Scenic Rim on the recommendation of the Arts Reference Group. All RADF applications are now submitted via the Smarty Grants portal, with Council offering three funding streams of: Big Idea Community Grants totalling $50,000 a year

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. Full list of 2022-2023 RADF grant recipients is available on Council’s website.

INVOLVING THE COMMUNITY The following table provides details of events and attendances at Council’s cultural centres during the past five years. The outstanding contribution of local events and individuals to communities across the region was recognised at the Scenic Rim’s 2023 Australia Day Awards in January at The Centre, Beaudesert.

CULTURAL CENTRES

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

Boonah functions held

312

243

338

318

343

Boonah attendees

11,216

13,392

10,058

9,020

8,159

Beaudesert functions held

549

404

357

335

396

20,573

18,847

7,694

9,179

11,606

716

664

978

842

1,017

Vonda Youngman Community Centre attendees

18,683

15,562

14,710

11,274

13,589

Blast into Arts attendees

2,932

2,177

1,305

1468

3,066

Arts Dinner attendees (July, September, October, March)

154

254

265

346

278

Arts Dinner online (July, August, September)

791

1,698

212

N/A

Beaudesert attendees Vonda Youngman Community Centre community hires and events

Express Lane Quick Response Grants totalling $5,000 a year, and Launch Pad Young Creatives Small Arts Grants totalling $5,000 a year. In 2022-23, RADF grants supported projects ranging from a feature film to a coffee table book showcasing the Scenic Rim and the composition and performance of an original piece of music to collaboration by artists leading to a touring exhibition. In January 2023, on the recommendation of the Scenic Rim Arts Reference Group, Council endorsed funding of $25,000 for projects with a total value of $303,000. With projects worth more than 10 times the amount funded, the grants represented an excellent investment in the Scenic Rim’s creative industries and artisans, providing dividends for the community, Council and Arts Queensland.

THE CENTRE BEAUDESERT

BOONAH CULTURAL CENTRE

VONDA YOUNGMAN COMMUNITY CENTRE

EVENT TOTALS

Meetings / rehearsals

235

123

436

Performances

Council / civic events

Cultural development events

Movie screenings

165

264

Exhibitions and associated events

N/A

Dinners

Forums or Expos

Incl. in above

882

397

343

1,017

1,756

Arts / sport activities TOTAL

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SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 162

CELEBRATING COMMUNITY CHAMPIONS

IMPROVING COMMUNITY RESILIENCE ENHANCING COMMUNICATIONS

2023 Australia Day Award recipients

Council invested in Government Wireless Network (GWN) hardware in 2022-23 to ensure reliable communications during disaster events.

THE GWN PROVIDES APPROXIMATELY 99 PERCENT COVERAGE OF SOUTHEAST QUEENSLAND, AND BRINGS PUBLIC SAFETY AGENCIES – INCLUDING THE QUEENSLAND POLICE SERVICE, QUEENSLAND FIRE AND EMERGENCY SERVICES AND QUEENSLAND AMBULANCE – INTO THE SAME RADIO COMMUNICATIONS PLATFORM AND FREQUENCY GROUP. THIS ENABLES EFFECTIVE COMMUNICATION BETWEEN MULTIPLE ORGANISATIONS. The 17 award nominations acknowledged some of the quiet achievers and local organisations which are at the heart of the community and highlighted the richness of community life in the Scenic Rim. The awards were presented in the categories of Community Event of the Year, Citizen of the Year (31 to 65 years) and Citizen of the Year (65+ years), with a special Mayor’s Award for an outstanding individual, in conjunction with a citizenship ceremony that welcomed 23 new citizens to the region. The 2023 Australia Day Award Winners were: CATEGORY

WINNERS

Community Event of the Year

Dancing with Celebrities

Citizen of the Year (31-65 Years)

Justin O'Leary

Citizen of the Year (65+ Years)

Adrian Sandell

Mayor's Award

Gary Hamblyn

INSPIRING THE COMMUNITY Inspirational guest speakers featured at Council’s International Men’s Day and International Women’s Day celebrations during 2022-23.

A FORMER SOLDIER AND GOLD MEDAL PARACANOEIST, CURTIS MCGRATH, SHARED HIS STORY OF TRIUMPH OVER TRAGEDY WITH 154 GUESTS AT THE INTERNATIONAL MEN’S DAY DINNER AT THE CENTRE BEAUDESERT ON 24 NOVEMBER 2022. THE EVENT HIGHLIGHTED THE CONTRIBUTION OF MEN TO THE COMMUNITY AND THE IMPORTANCE OF POSITIVE MALE ROLE MODELS. The founder and Chair of the not-for-profit organisation Women in Power, Penelope Twemlow, was the guest speaker at Council’s International Women’s Day breakfast on 8 March 2023. Some 118 guests celebrated the theme of embracing equity, with local alt-country singer Laura Frank providing the entertainment for the event.

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ENSURING COMMUNITY PREPAREDNESS The appointment in 2022-23 of a Community Recovery and Resilience Officer will assist Council in ensuring the community is better prepared to deal with the threat of natural disasters. The position was funded by the Queensland Reconstruction Authority and will add value to the region by raising community awareness of the need for disaster preparedness.

Council attended the local Scouts group

The purchase of 30 handheld radios, 30 single-unit chargers and two fixed-station terminals will replace the old systems in place and enable coverage across the Scenic Rim region. The GWN will achieve vastly improved radio communications for Council operations and the one-off cost of hardware allocated in the 2022-23 budget will provide ongoing benefits for improved efficiencies for internal communications across the region.

ANNUAL OPERATING COSTS FOR THE SYSTEM, INCLUDING TRAINING, WILL BE ALLOCATED FROM COUNCIL’S BUDGET AND ARE ANTICIPATED TO BE LOWER THAN THE COST OF MAINTAINING THE TWO-WAY RADIO SYSTEM USED BY COUNCIL. Trials of GWN devices have addressed concerns about coverage in ‘black spot’ areas and identified options for the use of Council-owned communications aerials and deployment of mobile radio transmission sites to further extend GWN coverage if required.

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 164

HEALTH AND WELLBEING EMPOWHERING WOMEN AND GIRLS

ASSESSING OUR WELLBEING PROGRAM

Council received state and national recognition in 2022 for its EmpowHER program which has encouraged women and girls to participate in hiking and explore the Scenic Rim while building confidence and fitness.

In May 2023, Council progressed the review of its Health and Wellbeing Programs to ensure its investment in community health and wellbeing is fit-for-purpose, delivers value for money and continues to meet the needs of a diverse and growing population.

The program aimed to increase the physical activity of women and girls by reducing barriers to participation, including affordability, time flexibility, transport and self-motivation. Seventy-five guided walks, 80 per cent of which sold before the program commenced and catered for a range of abilities, were hosted between February and June 2022, with 390 participants between the ages of 10 and 76 lacing up their hiking boots to participate.

IN JULY 2022, EMPOWHER RECEIVED NATIONAL RECOGNITION, TAKING OUT THE PROGRAMS AND ACTIVITIES AWARD AT THE 2022 AUSTRALIAN SPORT, RECREATION AND PLAY INNOVATION AWARDS IN MELBOURNE. THE ANNUAL AWARDS, HOSTED BY THE NATIONAL SPORTS AND PHYSICAL ACTIVITY CONVENTION 2022, RECOGNISE INNOVATIVE PROJECTS THAT ENCOURAGE A MORE ACTIVE COMMUNITY. EmpowHER’s positive impact was also recognised with a second major award in October 2022 when it won the Government Achievement Award at the Outdoors Queensland Awards. Both awards highlighted the EmpowHER Hiking Program’s value in creating opportunities for positive outdoor experiences for participants of all ages and abilities.

The overall intent of this review was to recognise and acknowledge the important role of Council in delivering health and wellbeing outcomes at a community level, while considering emerging trends and issues impacting the Scenic Rim region to understand and support the social, cultural and economic needs of the region.

Supporting community health is complex, requiring a partnership approach that addresses the breadth of social, environmental, cultural and behavioural determinants of health and wellbeing.

THROUGH THE LET’S TALK SCENIC RIM ONLINE PLATFORM BETWEEN 29 MAY AND 26 JUNE 2023, COUNCIL SOUGHT COMMUNITY INPUT TO HELP BETTER UNDERSTAND THE UNIQUE HEALTH AND WELLBEING NEEDS OF LOCAL COMMUNITIES. Results of the review, to be released during the 2023-24 financial year, will inform the development of a Health and Wellbeing Monitoring and Evaluation Framework.

EmpowHER Award presentation

FOSTERING A HEALTHY AND ACTIVE COMMUNITY Council is committed to fostering a healthy and active community, particularly encouraging family participation in activities that contribute to health and wellbeing.

IN SEPTEMBER 2022, COUNCIL INVITED SUBMISSIONS FOR THE 2023 BE HEALTHY AND ACTIVE PROGRAM FROM LOCAL PROVIDERS INVOLVED IN THE FITNESS, HEALTH, SPORT, RECREATION OR WELLNESS INDUSTRIES AND WHO SHARED COUNCIL’S PASSION FOR DELIVERING AFFORDABLE ACTIVITIES THAT ENCOURAGE SCENIC RIM RESIDENTS TO BE HEALTHY, ACTIVE AND SOCIALLY CONNECTED. The full list of Council’s Be Healthy and Active programs, offering free and low-cost activities for all ages and abilities, can be found on the What’s On Scenic Rim website.

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HEALTH AND WELLBEING MANAGING ANIMALS

PROTECTING COMMUNITY AND ENVIRONMENTAL HEALTH

To help prevent more unwanted domestic animals in the Scenic Rim, Council has continued to support a program by the Animal Welfare League of Queensland’s National Desexing Network and local vets to offer a subsidised desexing program.

Council manages a diverse range of health services programs, enforcing state and local laws to ensure the community’s health, safety and amenity are protected.

Uncontrolled breeding causes harm to other domestic animals and native wildlife and desexing programs represent an investment in protecting residents’ pets and the region’s natural environment.

The Food Safety Program is managed by Council’s environmental health officers, who are trained to work with operators of licensed food premises to ensure that they understand the legislative requirements for safe food production. Council works closely with external agencies and other Council business units with an interest in the health and wellbeing of the community and the growth of the local economy.

COUNCIL MAKES EVERY EFFORT TO REUNITE IMPOUNDED ANIMALS WITH THEIR OWNERS. IMPOUNDED ANIMALS THAT ARE UNCLAIMED ARE OFFERED FOR REHOMING THROUGH A RANGE OF WELFARE ORGANISATIONS.

Council’s health services programs also cover accommodation including camp grounds, caravan parks and other operations involving shared facilities. Council also assesses temporary entertainment events across the region to ensure these are conducted safely for the benefit of those attending as well as surrounding neighbours.

The table below shows the number of cats and dogs impounded, returned to their owner or rehomed, or euthanised during the past five years. 2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

Dogs

OTHER PUBLIC HEALTH AND AMENITY PROGRAMS ARE MANAGED TO ENSURE SCENIC RIM RESIDENTS ARE EDUCATED ABOUT AND PROTECTED FROM ISSUES INCLUDING NOISE, DUST, ASBESTOS, CLANDESTINE DRUG LABORATORIES, OVERGROWN ALLOTMENTS AND UNSIGHTLY PREMISES. COUNCIL ALSO WORKS TO PROTECT COMMUNITY HEALTH BY HELPING TO PREVENT COMMUNICABLE DISEASES BY PROVIDING ADVICE AND INVESTIGATING CONCERNS RAISED WITH WATER, MOSQUITOES AND COVID-19. To protect the health of the environment, Council also responds to requests raised by members of the public in relation to litter and waste dumping, water and land contamination.

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

416

378

367

399

Environmental and Public Health Licencing

Registered at end of period

5,101

5,243

5,025

5,174

5,185

Food

Impounded

196

191

168

159

130

Personal appearance services

Impounded and returned to owner

All Local Law Licences (advertisements, kennels, events)

Impounded and re-homed

101

Impounded and euthanised

Cats Impounded

283

255

216

244

270

Impounded and returned to owner

Impounded and re-homed

103

125

115

123

Impounded and euthanised

160

118

200

Animals reported lost

234

148

139

103

Animals reported found

367

301

300

332

343

1,853

1,798

1,915

1,701

1,853

Environmental Policy and Services

Compliance Services

443

478

638

720

832

Service requests investigated Health Services

Animals reported lost/found by the public

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LOOKING AHEAD

HEALTH AND WELLBEING ENSURING SAFETY AND AMENITY In response to concerns raised about a small percentage of Scenic Rim tourism operators, Council launched its Tourist Accommodation Compliance Program in February 2023. The program aims to protect the region’s reputation as a leading tourist destination by ensuring tourism operators adhere to standards of community safety and amenity.

The program will provide advice, education and compliance activities in relation to the cleanliness of facilities, swimming pool safety, emergency plans for flood or bushfire, noise, privacy and fire safety.

THE PROGRAM WILL FOCUS ON EDUCATION AND AWARENESS, AND WILL USE A RISKBASED APPROACH IN THE DEPLOYMENT OF RESOURCES.

The Scenic Rim’s unique identity will continue to be celebrated in 2023-24 as Council will: • finalise its Community and Culture Strategy and commence its implementation • continue to work towards implementing a Reconciliation Action Plan • deliver its Tourist Accommodation Compliance Program, and • present the results of its Health and Wellbeing Program review.

Boonah Visitor Information Centre

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: Enduring social connectedness that drives positive community participation and contribution.

AREA OF FOCUS: Enduring social connectedness that drives positive community participation and contribution.

Community activities

Inclusion

Action

Identify, deliver and support community activities that connect residents of the Scenic Rim.

Action

Lead or partner in the delivery of initiatives that drive social change, cultural diversity and connectedness.

Activities 2022-2023

1. Provide outreach locations access to resources and devices by implementing the new Mobile Library service.

Activities 2022-2023

1. Develop and foster partnerships with key stakeholders to deliver events and activities that celebrate identity, social inclusion, and connectedness.

2. Deliver library programs and events that actively target youth involvement and participation.

2. Partner with key stakeholders to deliver youth-oriented events and activities that celebrate our young people.

3. Partner with indigenous groups to deliver programs to promote literacy. Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

The community has access to a broad range of resources that drive increased community capability and resilience.

Mobile library van fully operational by 31 December 2022.

100%

95%

The number of community, outreach and library programs delivered annually is increased, with a particular emphasis on providing activities in partnership with community groups.

The number of library-facilitated youth (13–18-year-olds) events is increased.

KPI COMMENTARY: Council has provided a full outreach service to community members across the region through a Click and Collect program throughout the year. Fit out of a new mobile library vehicle has been completed and application of the locally designed external wrap is underway. It is expected that the mobile library will be commissioned into service in late October 2023. The schedule of programs to support youth engagement and promote participation have been delivered as planned. These have included Youth Leadership programs, End of School Term Pool Parties at local pools and Silent Discos at Cultural Centres across the region. Scenic Rim Libraries partnership with Mununjali has provided literacy programs on a regular basis at Beaudesert Library for 30 students per session, and First 5 Forever play book sessions for young children twice per month.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Existing, new and returning residents are motivated to participate in the community, resulting in strong and inclusive social networks and increased resilience.

Tamborine Mountain Library refurbishment is completed.

100%

95%

New programs are introduced at the Tamborine Mountain Library within the Makerspace area, Local History area and meeting rooms.

Stakeholder partnerships achieved for community events and activities.

Number of youth-oriented events and activities is increased.

KPI COMMENTARY: With the support of the Australian and Queensland governments through the Local Economic Recovery Program, Council was able to refurbish its Tamborine Mountain Library. This community hub, with a range of facilities and services catering for all ages and interests, is now housed on the site of the former IGA supermarket within the shopping centre on Main Street and provides almost a trebling in size of the former library space. A broad range of new programs will be implemented in 2023-2024, featuring the new Makerspace area that will provide opportunities for local artists, makers and creatives to engage and collaborate, a dynamic children’s space that invites learning through play and adventure, comfortable reading and study zones for people to linger and meeting rooms for groups to connect. Council works closely with Scenic Rim Primary and High Schools to deliver the annual Youth Leadership Program for Year 6 and Year 10 students across the region. The program provides opportunities for young people to develop confidence and leadership skills. Councll partnered with a number of stakeholders to deliver community events and activities including Movies in the Park, Queensland Day, Cuppa in the Communi-Tea and Be Healthy and Active. AREA OF FOCUS: Enduring social connectedness that drives positive community participation and contribution. Inclusion Action

Develop and Implement the Scenic Rim Reconciliation Action Plan.

Activities 2022-2023

1. Progress development of the Scenic Rim Regional Council “Innovate” Reconciliation Action Plan.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

The inaugural Scenic Rim Reconciliation Action Plan is evidenced by action.

Scenic Rim Reconciliation Action Plan is developed and adopted by Council.

10%

KPI COMMENTARY: The Reconciliation Action Plan Advisory Group was formed, including community members well placed to guide Council as it progresses the development of the Reconciliation Action Plan. Further progress on the Reconciliation Action Plan to be made in 2023-2024.

Tamborine Mountain Library

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS AREA OF FOCUS: Enhanced community involvement that increases resilience, capability and resourcefulness.

AREA OF FOCUS: Increased capacity and community aspiration for improved health and wellbeing.

Community Awareness, Capacity and Resilience

Planning for Community Infrastructure and Programs

Action

Design, develop and deliver resources to educate, build awareness and increase capacity and resilience in the community.

Action

Develop a strategic understanding of healthy community indicators and enablers to facilitate planning for the delivery of community infrastructure and programs.

Activities 2022-2023

1. Update Council resources to increase the capacity of the community and build more resilience.

Activities 2022-2023

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

1. Explore funding opportunities and strategic partnerships to improve health and wellbeing outcomes through built and social infrastructure.

The community has access to a broad range of resources that drive increased community capability and resilience.

Number of resilience resources updated and distributed across the community.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

The community has access to recreational infrastructure and opportunities that enable improved health and wellness.

Number of partnerships to improve walk and cycle infrastructure developed.

KPI COMMENTARY: Council continues to build the resilience of the local community with engaging and practical resources including Emergency Preparedness Wallets, Disaster Dashboard flyers, New Resident kits, Kids Activity Books and Emergency Medical Information Booklets.

KPI COMMENTARY: Council has engaged with key stakeholders including other local councils, Department of Transport and Main Roads and local community groups to improve walk and cycle infrastructure opportunities for the Scenic Rim region. The relationships with these key stakeholders are also building on Council’s strategic partnerships to explore active transport funding opportunities.

AREA OF FOCUS: Enhanced community involvement that increases resilience, capability and resourcefulness. AREA OF FOCUS: Increased capacity and community aspiration for improved health and wellbeing.

Community Volunteerism Action

Strengthen community volunteerism through targeted initiatives and programs.

Activities 2022-2023

1. Attract, manage, and retain volunteers through targeted initiatives and programs that are purposeful and meaningful.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Existing, new and returning residents are motivated to participate in the community, resulting in strong and inclusive social networks and increased resilience.

Volunteer recognition events and activities delivered.

Volunteering resources are updated and distributed.

100%

Number of training and engagement sessions held with Community Disaster Volunteers.

Active Lifestyles Action

Plan and provide an environment and opportunities that entice the community to participate in an active lifestyle.

Activities 2022-2023

1. Explore funding opportunities and strategic partnerships to build sustainability of health and wellbeing programs. 2. Evaluate the Health and Wellbeing Programs to ensure that Council’s investment in health and wellbeing is fit for purpose, delivers value for money, and continues to meet the needs of a diverse and growing population.

KPI COMMENTARY: Council supports all volunteers throughout the year by offering subsidised ticket entry for shows and events at Council Cultural Centres. Council also hosts a Volunteer Thank You event in December every year as part of International Volunteers Day to acknowledge and celebrate local volunteers. Council continues to build the capacity of Community Disaster Volunteers and build the resilience of the broader community by offering a range of free training programs across the region.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

The community has access to a broad range of resources that drive increased capacity and resilience.

Funding and partnerships successful.

The community has access to recreational infrastructure and opportunities that enable improved health and wellness.

Report detailing Health and Wellbeing Programs completed and presented to Council.

100%

90%

KPI COMMENTARY: A review of the community Health and Wellbeing programs has been undertaken and a summary report will be presented to Councillors in Quarter One of 2023-2024. Opportunities to encourage the community to actively participate and connect in their local communities have been delivered in partnership with Government Agencies, Service Providers and local community groups. The Cuppa in the Communi-Tea project continues to be embraced by local communities as a way to connect and engage with Council services and agencies over a cuppa. Be Healthy and Active continues to offer a wide range of free and low cost activities that encourage the community to be healthy, active and connected. Health and wellbeing programs Investing in health and wellbeing contributes to economic prosperity, disease prevention, social cohesion and promoting equity. Council’s health and wellbeing programs are delivering numerous benefits for individuals and the broader community.

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OPERATIONAL PLAN KEY PERFORMANCE INDICATORS 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 2022-2023

1. Build the capacity of the community to participate in health and wellbeing programs.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

The community has access to recreational infrastructure and opportunities that enable improved health and wellness.

Number of health and wellbeing programs delivered

KPI COMMENTARY: A range of health and wellbeing programs have been delivered across the region to increase community aspiration for improved health and wellbeing and community connections. These have included Be Healthy and Active and Cuppa in the Communi-Tea, Movies in the Park, Queensland Day.

AREA 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 2022-2023

1. Finalise the Scenic Rim Community and Culture Strategy 2022-2032 for adoption by Council.

Indicator For Success

Key Milestone / Key Performance Indicator

Target

Actual

Productive discussions with government and agency partners facilitate the community’s access to required human and social services.

Community engagement on draft Community and Culture Strategy has commenced.

75%

KPI COMMENTARY: Delivery of the Community and Culture Strategy is planned for 2023-2024.

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Canungra Visitor Information Centre

STATUTORY INFORMATION

THIS SECTION OF THE REPORT CONTAINS INFORMATION WHICH IS PRESCRIBED BY THE LOCAL GOVERNMENT ACT 2009 AND LOCAL GOVERNMENT REGULATION 2012 TO BE DISCLOSED IN COUNCIL’S ANNUAL REPORT FOR THE PERIOD.

LOCAL GOVERNMENT ACT 2009

LOCAL GOVERNMENT REGULATION 2012

SECTION 45 SIGNIFICANT BUSINESS ACTIVITIES

SECTION 183 FINANCIAL STATEMENTS

SECTION 184 COMMUNITY FINANCIAL REPORT

(a) The general purpose financial statement (pages 189 to 221).

The Community Financial Report for the period is shown on pages 27 to 40.

(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.

EMPLOYEES The value of remuneration packages of senior management employees was: Effective 30/06/2023

Number of Senior Management

$100,000 - $149,999

$150,000 - $199,999

$200,000 - $249,999

$250,000 - $299,999

$300,000 - $349,999

$350,000 - $399,999

$400,000 - $449,999

(b) The current year financial sustainability statement (page 225). (c) The long-term financial sustainability statement (page 229). (d) The Auditor-General’s audit reports about the general purpose financial statements (pages 222 to 224) and the current year sustainability statement (pages 226 to 228).

(d) None of these business activities commenced operations during the period.

SECTION 185 PARTICULAR RESOLUTIONS There were no Particular resolutions for the financial year 2022-2023

SECTION 186 COUNCILLORS

Section 201 Remuneration paid to Senior Management

(a) Remuneration and superannuation payments to Councillors during 2022-2023 were as follows: Councillor

Remuneration

Superannuation

Total

Gregory Christensen

$135,300

$16,236

$151,536

Derek Swanborough *

$47,541

$5,705

$53,246

Amanda Hay#

$13,550

$1,626

$15,176

Jeffrey McConnell

$84,560

$10,147

$94,707

Virginia West

$71,876

$8,625

$80,501

Michael Enright

$71,876

$8,625

$80,501

Marshall Chalk

$71,876

$7,547

$79,423

Duncan McInnes

$71,876

$8,625

$80,501

* 1 July 2022 to 21 February 2023 # 18 April 2023 to 30 June 2023

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LOCAL GOVERNMENT REGULATION 2012 (b) The cost of expenses incurred by, and the facilities provided to Councillors in 2022-2023 was as follows: Mobile Devices

Council Vehicles

Training and Conferences

Total

Gregory Christensen

$574

$9,030

$7,158

$16,762

Derek Swanborough*

$370

$5,068

$5,687

$11,125

Amanda Hay#

$119

$1,201

$1,320

Jeffrey McConnell

$574

$6,026

$8,030

$14,630

Virginia West

$574

$5,545

$2,922

$9,041

Michael Enright

$574

$1,486

$4,262

$6,322

Marshall Chalk

$574

$6,000

$4,073

$10,647

Duncan McInnes

$574

$5,316

$4,433

$10,323

2022-2023 Day 1 (22)

2022-2023 Day 2 (15)

2022-2023 Day 3 (1)

Attended

Councillor

* 1 July 2022 to 21 February 2023 # 18 April 2023 to 30 June 2023

Councillor

Special Meetings (2)

Attended

Councillor and Executive Workshops

Attended

Gregory Christensen

Derek Swanborough*

12 of 14

0 of 1

2022-8 of 11 2023-1 of 2

2022-4 of 9 2023-N/A

N/A

Amanda Hay#

5 of 5

1 of 1

2022-N/A 2023-5 of 5

2022-N/A 2023-3 of 3

Jeffrey McConnell

Virginia West

Michael Enright

Marshall Chalk

Duncan McInnes

* 1 July 2022 to 21 February 2023 # 18 April 2023 to 30 June 2023

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LOCAL GOVERNMENT REGULATION 2012 SECTION 186 REPORTING AS REQUIRED BY LOCAL GOVERNMENT REGULATION 2012 The statistics for complaints made against Councillors for 2022- 2023

FOR THE FINANCIAL YEAR 2022-2023

1. THE TOTAL NUMBER OF THE FOLLOWING

3. THE NUMBER OF EACH OF THE FOLLOWING DURING THE FINANCIAL YEAR

(i) orders made under Section 150I(2) of the Act

(ii) orders made under Section 150AH

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

(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.

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

2. EACH OF THE FOLLOWING DURING THE FINANCIAL YEAR

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

(i) The name of each Councillor for whom a decision, order or recommendation mentioned in paragraph (1) was made

1. Derek Swanborough 2. Derek Swanborough

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

(v) decisions made under Section 150W(1)(a) of the Act;

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

1. Councillor breached the Code of Conduct for Councillors in Queensland in his behaviour towards a council employee during Council meetings and via email. 2. Councillor breached the Code of Conduct for Councillors in Queensland in his behaviour towards a Council employee

(vi) decisions made under Section 150W(1)(b) of the Act;

(vii) decisions made under Section 150W(1)(e) of the Act;

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

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

1. That the Councillor makes a public admission that the Councillor has engaged in inappropriate conduct. That such an admission must include, but not limited to, a statement that is to be read at the next available Ordinary Meeting acknowledging that the Councillor behaved inappropriately. That a reprimand be recorded against the councillor for the conduct. That if the councillor engages in the same type of conduct again it will be treated as misconduct. That Councillor Swanborough reimburse the local government for 30% of the costs of the investigation arising from this councillor’s inappropriate conduct. 2. That the Councillor makes a public admission that the Councillor has engaged in inappropriate conduct. That such an admission must include, but not limited to, a statement that is to be read at the next available Ordinary Meeting acknowledging that the Councillor behaved inappropriately. That a reprimand be recorded against the councillor for the conduct. That if the councillor engages in the same type of conduct again it will be treated as misconduct

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

(x) 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

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

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LOCAL GOVERNMENT REGULATION 2012 SECTION 187 ADMINISTRATIVE ACTION COMPLAINTS

SECTION 188 OVERSEAS TRAVEL

A report regarding implementation of Council’s Administrative Action Complaints Process is shown on page 91.

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. There were two separate occasions where overseas travel was undertaken by the Councillors or Council employees in an official capacity during 2022-2023.

(b) The cost of expenses incurred by, and the facilities provided to Councillors in 2022-2023 was as follows: Date from

Date to

Destination

Purpose

Total $

Mayor Greg Christensen

02/02/2023

14/02/2023

San Francisco Bay Area, Metro Vancouver and Los Angeles County, North America

Council of Mayors South East Queensland (COMSEQ) North America Mission that focused on the topics around managing population growth; regional connectivity; sustainability and climate resilience and grow global influence, reach and reputation.

$369.62*

Trade and Investment Queensland 2023 Smart City Summit and Expo and then 2050 Net Zero Summit and Expo focusing on: Digital and Green Transition; partnership opportunities; exposure to businesses focused on recycling and renewable energy opportunities.

$933.53#

Total

25/03/2023

01/04/2023

Taipei City, Taiwan

(e) The number of invitations to change tenders under Section 228(8) during the financial year.

Grants from Council Programs were:

(f) A list of registers kept by the local government.

Program

Grants Paid

Community Grants Program

$326,732

Public Halls Assistance Program

$36,000

Environmental Grants Program

$156,384

Regional Arts Development Fund*

$102,659

*Grant funding includes allocation of funding from previous years

Councillor

Mayor Greg Christensen

SECTION 189 EXPENDITURE ON GRANTS TO COMMUNITY ORGANISATIONS

SECTION 190 OTHER MATTERS

*Council membership to the Council of Mayors South East Queensland (COMSEQ) covered the associated travel and accommodation expenses. Incidental expenses stemming from taxi transfers communication and internet connectivity are the balance of the expenses incurred by Council. #Participation at this event was in part sponsored by Trade and Investment Queensland and the Taipei Computer Association who provided maximum funding of USD$2,000 towards travel and accommodation expenses incurred.

The following registers were kept by Council during 2022-2023: » 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

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

» Dog Registry

(a) The Chief Executive Officer’s assessment of the local government’s progress towards implementing its five year corporate plan and annual operation plan.

» Asset Register

The assessment of Council’s implementation of the Corporate Plan Scenic Rim 2026 and the Operational Plan 2022-2023 is included on pages 41 to 176.

$1,303.15

No invitations to change tenders were issued during the year.

(b) Particulars of other issues relevant to making an informed assessment of the local government’s operations and performance in the financial year. Pages 190 to 220 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 2022-2023. (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.

» Road Map and 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.

Council did not levy any special rates or charges for a service, facility or activity supplied by another local government. | 185

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 186

LOCAL GOVERNMENT REGULATION 2012 (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 2022-2023 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.

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.

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.

INFRASTRUCTURE CHARGES INFORMATION/TRUNK INFRASTRUCTURE INFORMATION Infrastructure charges revenue and expenditure reporting (actual and forecast) and trunk infrastructure information summary Scenic Rim Regional Council Date of update: 30 June 2023 2022-2023 FINANCIAL YEAR INFRASTRUCTURE CHARGES REVENUE AND EXPENDITURE SUMMARY Infrastructure Charges Revenue

(h) The report on the internal audit for the financial year is shown on page 88.

Total amount of infrastructure charges revenue collected (by way of infrastructure charges levied)

(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.

SCENIC RIM REGIONAL COUNCIL

Total amount of infrastructure charges that were offset (i.e. infrastructure provided by a developer in lieu of paying the charge)

Infrastructure Charges Revenue Expenditure Total amount of infrastructure charges revenue spent on the supply of trunk infrastructure

Total amount of infrastructure charges that the local government refunded

Total amount of unspent infrastructure charges revenue

$'000

$4,584

Trunk infrastructure network

Suburb or locality of trunk infrastructure

Method of infrastructure delivery (council or developer contributed)

Infrastructure value ($’000)

Scenic Rim

2022-23 FINANCIAL YEAR TRUNK INFRASTRUCTURE INFORMATION SUMMARY

In 2022-2023, Council granted a full rebate of the general rate, separate charge and the waste disposal utility charge to:

Trunk infrastructure description

• Sporting groups and associations on Council-owned and controlled land that do not have a liquor licence;

Kerry Road

• Not-For-Profit Organisations • Not-For-Profit Community Service Providers In 2022-2023, Council granted a full rebate of the separate charge and the waste disposal utility charge and a partial rebate on the general rate to:

LGIP reference number (if applicable)

Kerry

Council

$4,146

Tamborine Mountain Library

R21, R22 122

Scenic Rim Tamborine Mountain

Council

$2,585

Beaudesert Enterprise Precinct

NC3

Scenic Rim

Beaudesert

Council

$1,173

Beechmont Road

R6,R7,R8,R16

Scenic Rim

Beechmont

Council

$1,019

Flying Fox Bridge

R24

Scenic Rim

Ferny Glen

Council

$786

FORECAST INFRASTRUCTURE CHARGES REVENUE AND TRUNK INFRASTRUCTURE EXPENDITURE SUMMARY

• Stock dips and pump sites held separately from the balance of holdings or held separately by trustees; and

Financial Year

• In 2022-2023, 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 Scenic Rim Planning Scheme 2020.

2023-2024

2024-2025

2025-2026

2026-2027

Total

$'000

Infrastructure charges revenue

$2,485

$2,535

$2,585

$2,637

$10,242

Trunk infrastructure expenditure

$8,380

$17,128

$9,929

$16,057

$51,494

Anders Road

| 187

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 188

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Statement of Comprehensive Income

Scenic Rim Regional Council Financial Statements

For the year ended 30 June 2023

Note

2023 $'000

2022 $'000

3(a) 3(b)

61,487 7,593 2,755 7,369 1,992 5,058 11,664 97,918

58,024 6,421 1,154 6,545 2,286 4,224 9,238 87,892

47,846

19,406

Total revenue

145,764

107,298

Capital income

289

145,764

107,587

35,160 35,898 1,283 19,134 91,475

33,899 34,910 1,258 17,742 87,809

3,826

5,109

Total expenses

95,301

92,918

Net result

50,463

14,669

87,312

(17,271)

137,775

(2,602)

Table of Contents Income Recurrent revenue Rates and utility charges Fees and charges Interest received Sales of contract and recoverable works Profit from equity accounted investment Other revenues Grants, subsidies, contributions and donations Total recurrent revenue

Statement of Comprehensive Income Statement of Financial Position Statement of Changes in Equity Statement of Cash Flows Notes to the Financial Statements 1 Information about these financial statements 2 Analysis of results by function 3 Revenue 4 Employee benefits 5 Materials and services 6 Finance costs 7 Cash and cash equivalents 8 Receivables 9 Equity accounted investments 10 Property, plant and equipment 11 Contract balances 12 Payables 13 Borrowings 14 Provisions 15 Other liabilities 16 Asset revaluation surplus 17 Commitments for expenditure 18 Contingent liabilities 19 Superannuation - Regional defined benefit fund 20 Trust funds 21 Reconciliation of net operating surplus to net cash inflow / (outflow) from operating activities 22 Reconciliation of liabilities arising from financing activities 23 Financial instruments and financial risk management 24 Significant events 25 Events after the reporting period 26 National competition policy 27 Transactions with related parties Management Certificate Independent Auditor's Report Current Year Financial Sustainability Statement Independent Auditor's Report - Current Year Financial Sustainability Statement Long Term Financial Sustainability Statement (Unaudited)

Capital revenue Grants, subsidies, contributions and donations

3(c) 9 3(d) 3(e)

3(e)

Total income Expenses Recurrent expenses Employee benefits Materials and services Finance costs Depreciation Total recurrent expenses

4 5 6 10

Capital expenses

Other comprehensive income Items that will not be reclassified to net result Increase / (decrease) in asset revaluation surplus

Total comprehensive income for the year The above statement should be read in conjunction with the accompanying notes.

| 189

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 190 Page 2

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Statement of Changes in Equity

Scenic Rim Regional Council Statement of Financial Position

As at 30 June 2023

Current assets Cash and cash equivalents Receivables Inventories Contract assets Other assets Total current assets Non-current assets Receivables Equity accounted investments Property, plant and equipment Total non-current assets

For the year ended 30 June 2023

Note

2023 $'000

2022 $'000

54,411

56,365

12,183 1,197 10,953 1,238 79,982

10,353 1,039 3,236 674 71,667

14,676

9 10

38,795 1,044,865 1,098,336

38,157 913,729 966,562

1,178,318

1,038,229

Total assets Current liabilities Payables Contract liabilities Borrowings

12 11 13

17,927 4,683 4,182

16,992 6,603 2,562

Provisions Other liabilities Total current liabilities

14 15

7,767 1,731 36,290

7,305 1,794 35,256

Non-current liabilities Borrowings Provisions Other liabilities Total non-current liabilities

Asset revaluation surplus (Note 16)

Total

$'000

Balance as at 1 July 2022

683,959

269,650

953,609

Net result Other comprehensive income Revaluations of property, plant and equipment Change in value of future rehabilitation cost Total comprehensive income for the year

50,463

0 0 50,463

87,357 (45) 87,312

87,357 (45) 137,775

Balance as at 30 June 2023

734,422

356,962

1,091,384

Balance as at 1 July 2021

669,290

286,921

956,211

Net result Other comprehensive income Revaluations of property, plant and equipment Change in value of future rehabilitation cost Total comprehensive income for the year

14,669

0 0 14,669

(17,632) 361 (17,271)

(17,632) 361 (2,602)

Balance as at 30 June 2022

683,959

269,650

953,609

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

43,265

42,332

14 15

2,818 4,561 50,644

2,124 4,908 49,364

86,934

84,620

1,091,384

953,609

734,422

683,959

356,962 1,091,384

269,650 953,609

Total liabilities Net assets Equity Accumulated surplus Asset revaluation surplus Total equity

Accumulated surplus

Note

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

| 191 Page 3

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 192 Page 4

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Statement of Cash Flows

For the year ended 30 June 2023

Note

2023 $'000

2022 $'000

Cash flows from operating activities Inflows: Receipts from customers

88,297

78,972

Interest received Grants, subsidies and contributions

2,542 11,664

1,140 9,238

Information about these financial statements

1.A

Basis of preparation The Scenic Rim Regional Council is constituted under the Queensland Local Government Act 2009 and is domiciled in Australia. These general purpose financial statements are for the period 1 July 2022 to 30 June 2023. 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.

Outflows: Payments to suppliers and employees Payment to employees

(79,833)

(68,012)

(1,170) 21,500

(1,175) 20,163

Inflows: Proceeds from sale of property plant and equipment Grants, subsidies and contributions for capital acquisitions

426 30,681

787 17,344

Dividends received

1,458

1,610

(58,573) (26,008)

(42,918) (23,177)

5,075

1,395

(2,522) 2,553

(2,246) (851)

(1,955) 56,365 54,411

(3,865) 60,230 56,365

Interest expense Net cash inflow / (outflow) from operating activities

These financial statements have been prepared under the historical cost convention except for the revaluation of certain classes of property, plant and equipment. 1.B

Scenic Rim Regional Council adopted all standards which became mandatorily effective for annual reporting periods beginning on 1 July 2022. None of the standards had a material impact on reported position, performance and cash flows.

Cash flows from investing activities 1.C

Cash flows from financing activities Inflows: Proceeds from borrowings Outflows: Repayment of borrowings Net cash inflow / (outflow) from financing activities Net increase / (decrease) in cash held Cash at beginning of reporting period Cash at end of reporting period

Standards issued by AASB not yet effective The AASB has issued Australian Accounting Standards and Interpretations which are not effective at 30 June 2023. 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.

Outflows: Payments for property, plant and equipment Net cash inflow / (outflow) from investing activities

New and revised accounting standards adopted during the year

1.D

Estimates and judgements Councils make a number of judgements, estimates and assumptions in preparing these financial statements. These are based on the best information available to Council at the time, however due to the passage of time, these assumptions may change and therefore the recorded balances may not reflect the final outcomes. The significant judgements, estimates and assumptions relate to the following items and specific information is provided in the relevant note: Valuation of property, plant and equipment - Note 10(e) Impairment / condition assessment of property, plant and equipment due to natural disaster events - Note 10(d) and Note 24 Depreciation of property, plant and equipment - Note 10 Revenue recognition – Note 3 Provisions - Note 14 Annual leave within payables - Note 12 Contingent liabilities - Note 18

1.E

Rounding and comparatives The financial statements are in Australian dollars and have been rounded to the nearest $1,000 or, where that amount is $500 or less, to zero, unless otherwise stated.

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

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. 1.F

Taxation Council is exempt from income tax, however council is subject to Fringe Benefits Tax, Goods and Services Tax (‘GST’) and payroll tax on certain activities. The net amount of GST recoverable from the ATO or payable to the ATO is shown as an asset or liability respectively. Council has a participating interest in the Central SEQ Distributor-Retailer Authority (trading as Urban Utilities) governed by a Participation Agreement. The Authority is subject to the Local Government Tax Equivalents Regime (LGTER). Under the LGTER the Authority is required to make income tax equivalent payments to Council in accordance with the requirements of the Participation Agreement. Income tax equivalent payments from the Authority are recognised as revenue when the significant risks and rewards related to the corresponding assets have been transferred to Council.

| 193 Page 5

Page 6 SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 194

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023

For the year ended 30 June 2023 2

2 (b) Revenue, expenses and assets have been attributed to the following functions:

Analysis of results by function

Year ended 30 June 2023 Functions

(a) Components of Council functions

Grants

Income

Other

Total income

Total expenses

Net result for period

Assets

$'000

The activities relating to the Council's components reported on in Note 2(b) are as follows : $'000

Chief executive office The objective of this function is to provide high quality support to the Mayor and Councillors and Chief Executive Officer.

Chief executive office

Asset and environmental sustainability The objective of this function is to provide professional services to assist with infrastructure construction, maintenance and asset management. This includes the provision of capital works, design services, asset management, facility and property management, fleet and waste management services as well as external contract management.

1,718

(1,718)

123

Asset and environmental sustainability

36,520

22,120

58,640

60,387

(1,747)

1,008,142

Customer and regional prosperity

2,377

6,974

4,851

11,825

19,556

(7,731)

People and strategy

317

352

3,576

(3,224)

Council sustainability

15,699

59,248

74,947

10,064

64,883

167,662

Total

59,510

86,254

145,764

95,301

50,463

1,178,318

Year ended 30 June 2022 Functions

Customer and regional prosperity The objective of this function is to provide professional services to assist the community with economic growth and development, customer service, planning and development activities, disaster management preparedness and recovery as well as community services.

Grants

Income

$'000 Chief executive office

People and strategy The objective of this function is for the provision of 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.

Other

Total income

Total expenses

Net result for period

Assets

$'000

1,451

(1,451)

131

Asset and environmental sustainability

22,422

18,955

41,377

58,938

(17,561)

854,866

Customer and regional prosperity

2,277

4,123

4,216

8,339

19,478

(11,139)

People and strategy

268

306

2,782

(2,476)

Council sustainability

1,831

55,734

57,565

10,269

47,296

180,924

Total

28,644

78,943

107,587

92,918

14,669

1,038,229

Council sustainability The objective of this function includes the provision of governance, audit/risk and professional financial and information services across Council. The function includes finance, information services and technology, records, governance, audit and risk as well as business continuity and council wide transactions.

| 195

Page 8

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 196

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023

3 Revenue

For the year ended 30 June 2023 2023 $'000

2022 $'000

3 Revenue (continued)

(a) Rates and utility charges

45,416 10,231 7,763 63,410 (1,923) 61,487

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.

43,867 9,071 7,001 59,939 (1,915) 58,024

Cultural centre revenues Fuel rebates Rental fees Tax equivalent - Urban Utilities Waste charges from Logan City Council Other revenues

(b) Fees and charges 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 Building fees Caravan park fees Cemetery fees Document lodgement fees Food premises licencing fees Planning application fees Refuse tipping fees Search fees Subdivision fees Other fees and charges

254 1,288 637 508 314 184 1,285 1,831 246 553 493 7,593

160 197 96 953 1,780 1,038 4,224

Grant income under AASB 15 Where grant income arises from an agreement which is enforceable and contains sufficiently specific performance obligations then the revenue is recognised when control of each performance obligation 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.

246 1,200 520 320 289 164 824 1,465 346 557 490 6,421

Grant income under AASB 1058 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. Capital grants 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.

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. 5,357 1,516 496 7,369

198 230 83 930 2,757 860 5,058

(e) Grants, subsidies, contributions and donations

Road maintenance performance contract Responsive maintenance contract Other contracts and recoverable works

2022 $'000

(d) Other revenues

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 Separate rates Garbage charges Rates and utility charge revenue Less: Discounts Net rates and utility charges

2023 $'000

Donations and contributions 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 10(a) are recognised as non-current assets. Those below the thresholds are recorded as expenses.

5,007 1,044 494 6,545

Page 9

Page 10

| 197

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 198

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023

For the year ended 30 June 2023 2023 $'000

3 Revenue (continued)

2022 $'000

(e) Grants, subsidies, contributions and donations (continued)

ii) Capital a) Monetary revenue Commonwealth government grants State Government subsidies & grants Contributions b) Non-monetary revenue Roads and drainage contributed by developers at fair value Other physical assets contributed by developers at fair value Total capital grants, subsidies, contributions and donations

5,890 460 4,635 679 11,664

4,620 335 4,012 271 9,238

9,400 26,331 4,587 40,318

2,839 12,190 2,069 17,098

6,990 538 7,528

2,308 0 2,308

47,846

19,406

Asset revaluation and condition assessments Audit of annual financial statements by the Auditor-General of Queensland * Consultancies Cultural services Donations paid Economic development Grants provided Grant funded expenditure Insurance IT systems maintenance Legal costs Maintenance and operations - facilities Maintenance and operations - fleet Maintenance and operations - parks, gardens and cemeteries Maintenance and operations - roads and bridges Maintenance and operations - waste facilities Office expenses Pest and animal management Recoverable works Rentals - operating leases Subscriptions Vibrant and active towns and villages Waste collection contract Other materials and services

iii) Timing of revenue recognition for grants, subsidies, contributions and donations 2023 $'000 $'000 Revenue Revenue recognised at recognised a point in time over time 10,985 679 11,664

2022 $'000 $'000 Revenue Revenue recognised at recognised a point in time over time

35,731 12,115 47,846

Note

8,967 271 9,238

Less: Capitalised fleet expenses

15,029 4,377 19,406

215 146 1,260 322 619 1,005 430 1,360 622 2,580 1,205 4,969 3,745 1,701 5,483 2,594 460 373 4,210 128 323 317 2,543 3,265 39,875 (3,977) 35,898

318 141 702 257 654 881 477 2,375 556 2,119 1,427 4,405 3,124 1,366 6,212 1,879 399 370 3,324 142 268 549 2,287 3,131 37,363 (2,453) 34,910

* Total audit fees quoted by the Queensland Audit Office relating to the 2022-23 financial statements are $145,900 (2022: $141,400)

2023 $'000

2022 $'000

Finance costs - Queensland Treasury Corporation Bank charges Unwinding of discount - quarry site provisions Unwinding of discount - refuse site provisions

Employee benefit expenses are recorded when the service has been provided by the employee.

Less: Capitalised employee expenses

2022 $'000

6 Finance costs

4 Employee benefits

Total staff wages and salaries Councillors' remuneration Termination benefits Annual, sick and long service leave entitlements Superannuation Other employee related expenses

Materials and services

2023 $'000

Expenses are recorded on an accrual basis as Council receives the goods and services.

i) Operating Commonwealth general purpose grant Other commonwealth government grants State government subsidies & grants Contributions Total operating grants, subsidies, contributions and donations

Grants and subsidies Contributions

Note

31,955 571 15 3,051 3,924 1,338 40,854 (5,694) 35,160

30,332 570 123 2,412 3,729 1,094 38,260 (4,361) 33,899

14 14

979 191 15 98 1,283

973 202 10 73 1,258

Councillors' remuneration represents salary, and other allowances paid in respect of carrying out their duties. Total Council employees at end of reporting period: Elected members Administration staff Depot and outdoors staff Total full time equivalent employees

7 231 175 413

7 215 177 399 Page 11

Page 12

| 199

SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 200

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023

2023 $'000

7 Cash and cash equivalents

2022 $'000

8 Receivables

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 2023, 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 loan to Urban Utilities is carried at amortised cost and is an interest only loan.

Cash and deposits at call are held in normal savings and business accounts. As at 30 June 2023 Council held deposits with the following financial institutions (51% of deposits are held with the Queensland Treasury Corporation):

Current Rates and utility charges GST recoverable Other debtors

S&P Short Term Rating A1+ A1+ A1 A2 A2 A2 A2 A2

Externally imposed expenditure restrictions at the reporting date relate to the following cash assets: Unspent government grants and subsidies Unspent loan monies State domestic waste levy refund received in advance

5,680 435 6,068 12,183

4,680 430 5,243 10,353

Interest was charged on outstanding rates at a rate of 8.17% per annum for the period ended 30 June 2023. 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

1,491 27,920 25,000 54,411 (25,734) 28,677

364 43,001 13,000 56,365 (24,669) 31,696

7,658 11,797 6,279 25,734

8,997 15,672 6,685 31,354

14,676 14,676

9 Equity accounted investments

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 2023. Cash at bank and on hand Deposits at call Term deposits Balance as per statement of financial position Less: Externally imposed restrictions on cash Unrestricted cash

2022 $'000

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 23(b) for more information.

The Council considers all its term deposits, being readily convertible to cash, to be cash equivalents.

National Australia Bank Queensland Treasury Corporation Suncorp Metway Bank Bendigo and Adelaide Bank - Canungra Branch Bendigo and Adelaide Bank - Kalbar Branch Bendigo and Adelaide Bank - Beaudesert Branch Bank of Queensland AMP Bank

2023 $'000

Name - Urban Utilities Principal activity - Water and sewerage services Proportion of ownership interest - 1.042% Participation rights held in Urban Utilities are accounted for using the equity method to reflect Council's significant influence on Urban Utilities. The initial value of the participating rights on 1 July 2010 was calculated using a regulatory asset base valuation, and by applying a ratio agreed by the participating Councils and Urban Utilities. The value at year end includes Council's share of Urban Utilities' profit and other comprehensive income at 30 June 2023. Council's investment in Urban Utilities comprises: Participation rights

38,795

38,157

38,157 1,992 (1,354) 38,795

37,434 2,286 (1,563) 38,157

1,508,048 204,446

1,430,701 206,124

368,278 6,761,164 7,129,442

376,760 6,493,390 6,870,150

Current liabilities Non-current liabilities

337,833 3,072,934 3,410,767

325,998 2,893,805 3,219,803

Net assets

3,718,675

3,650,347

Details of movements in participation rights Opening balance Plus share of profit of associate* Less participation return received and accrued Closing balance at end of year Extract from the Urban Utilities statement of comprehensive income*: Revenue Net profit Extract from Urban Utilities statement of financial position*: Current assets Non-current assets

* Urban Utilities have restated their 2022 comparatives and these have been updated accordingly in the above extracts. As a result of the restatement Council's share of profit of associate has been adjusted in the 2023 year. Page 14

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SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 202

FINANCIAL STATEMENTS 2022–2023

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SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 204

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023

10 Property, plant and equipment (continued)

10 Property, plant and equipment (continued) (e) Valuation

(a) Recognition Plant and equipment with a total value of less than $5,000, and infrastructure assets and buildings with a total value of less than $10,000, are treated as an expense in the year of acquisition. All other items of property, plant and equipment are capitalised (including Land with a total value greater than $1).

(i) Valuation processes 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.

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.

In the intervening years, Council undertakes:

(b) Measurement

- 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.

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.

- 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.

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.

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.

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.

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

(c) Depreciation 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.

- Level 3 - fair value based on unobservable inputs for the asset and liability There were no transfers between levels during the year.

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. (d) Impairment 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.

Page 17

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SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 206

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023

2023 $'000

11 Contract balances

2022 $'000

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. (a) Contract assets 10,953

3,236

Funds received upfront to construct Council controlled assets

4,683

6,603

Revenue recognised that was included in the contract liability balance at the beginning of the year Funds to construct Council controlled assets

6,465

4,091

Contracts to construct Council controlled assets (b) Contract liabilities

(c) Significant changes in contract balances 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 2022 has now largely been received. Grant programs that make up the balance as at 30 June 2023 include Building Better Regions, Heavy Vehicle Safety and Productivity Program, Local Roads and Community Infrastructure Program and Disaster Recovery Funding Arrangements. Contract liabilities has decreased significantly as works in relation to the funds received in advance as at 30 June 2022 have now largely been completed. Funds received in advance as at 30 June 2023 consist of grant programs including the Bridge Renewal Program, Local Roads and Community Infrastructure Program and the Community and Recreational Asset Recovery and Resilience Program. 12 Payables A liability for creditors is recognised upon receipt of the goods or services ordered and are measured at the agreed purchase/contract price net of applicable discounts other than contingent discounts. Amounts owing are unsecured and are generally settled on 30 day terms. A liability for salaries and wages is recognised and measured as the amount unpaid at the reporting date at current pay rates in respect of employees' services up to that date. A liability for annual leave has been calculated based on the present value of wage and salary levels that will be paid when the liability is expected to be settled and includes related employee on-costs. All annual leave is classified as current as Council does not have an unconditional right to defer settlement beyond twelve months. Current Creditors and accruals Salary and wages accruals Annual leave Prepaid rates

11,361 692 3,114 2,760 17,927

9,663 1,444 3,216 2,669 16,992

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SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 208

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023

For the year ended 30 June 2023 13 Borrowings

14 Provisions

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.

Current Long service leave Refuse sites restoration Quarry sites restoration

Principal and interest repayments are made quarterly in arrears. Borrowings are underwritten by the Queensland State Government.

Current Queensland Treasury Corporation Non-current Queensland Treasury Corporation Details of movements in borrowings: Queensland Treasury Corporation Opening balance New loan advances Interest accrued Principal and interest repayments Book value at period end

2023 $'000

2022 $'000

Non-Current Refuse sites restoration Long service leave

4,182

2,562

Details of movements in provisions: (a)

43,265 47,447

42,332 44,894

44,894 5,075 979 (3,501)

45,745 1,395 973 (3,219)

47,447

44,894

2023 $'000

2022 $'000

5,875 1,524 368 7,767

5,771 1,239 295 7,305

1,840 978 2,818

1,119 1,005 2,124

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.

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 2043. There have been no defaults or breaches of the loan agreement during the period. The loan market value at the reporting date was $39,583,246. 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.

(b)

Refuse sites restoration Balance at beginning of financial year Increase due to unwinding of discount Additional provisions Amounts used Increase (decrease) due to change in estimated future cost Increase (decrease) due to change in discount rate Balance at the end of financial year

2,358 98 1,168 (68) (350) 158 3,364

2,827 73 0 (105) (288) (149) 2,358

Quarry sites restoration Balance at beginning of financial year Increase due to unwinding of discount Increase (decrease) due to change in estimated future cost Increase (decrease) due to change in discount rate Balance at the end of financial year

295 15 (156) 214 368

359 10 13 (87) 295

Long service leave 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 Entitlements accrued Entitlements paid Balance at the end of financial year

6,776 826 (749) 6,853

7,128 282 (634) 6,776

Page 22

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SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 210

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023 15 Other liabilities

Current Ticket sales received in advance Domestic waste levy refund received in advance* Non-Current Domestic waste levy refund received in advance*

2023 $'000

2022 $'000

13 1,718 1,731

17 1,777 1,794

4,561 4,561

4,908 4,908

For the year ended 30 June 2023 18

Local Government Workcare The Scenic Rim Regional Council is a member of the Queensland local government workers compensation self insurance scheme, Local Government Workcare. Under this scheme the Council has provided an indemnity towards a bank guarantee to cover bad debts which may remain should the self insurance licence be cancelled and there was insufficient funds available to cover outstanding liabilities. Only the Queensland Government's workers compensation authority may call on any part of the guarantee should the above circumstances arise. The Council's maximum exposure to the bank guarantee is $811,542.

The closing balance of the asset revaluation surplus is comprised of the following asset categories: Land Buildings Road and bridge network Drainage Other infrastructure Major plant and equipment 17

Local Government Mutual The Scenic Rim Regional Council is a member of the local government mutual liability self-insurance pool, LGM Queensland. In the event of the pool being wound up or it is unable to meet its debts as they fall due, the trust deed and rules provide that any accumulated deficit will be met by the individual pool members in the same proportion as their contribution is to the total pool contributions in respect to any year that a deficit arises. As at 30 June 2022 the Local Government Mutual financial statements reported an accumulated surplus and it is not anticipated any liability will arise.

Asset revaluation surplus Movements in the asset revaluation surplus were as follows: Revaluations of property, plant and equipment (refer Note 10) Change in value of future rehabilitation costs

87,357 (45) 87,312

80,595 37,910 216,118 14,991 2,712 4,636 356,962

Contingent liabilities

2022 $'000

Details and estimates of maximum amounts of contingent liabilities are as follows:

* 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. A further advance payment was received in June 2023 to cover the 2026-2027 year. The payment received in advance for the 2023-2024 financial year has been treated as a current liability. The payments received in advance for the financial years 2024-2025 to 2026-2027 have been treated as a non-current liability. 16

2023 $'000

(17,632) 361 (17,271)

Scenic Rim Developments v Scenic Rim Regional Council A claim has been lodged against Scenic Rim Regional Council in the Supreme Court seeking damages, costs and relief of a value, which the Plaintiff stated to the media to be in excess of $35 million. Council has been ably represented throughout the matter through the engagement of legal and insurance service providers.

38,186 34,073 177,968 11,993 2,794 4,636 269,650

Council is unable to reliably estimate the value of the outcome and advice from Council's legal experts indicates that there is no basis for Council to pay the Plaintiff any substantial amount to settle the matter. At this point in time, the legal process for the claim is continuing and further legal proceedings may establish a reliable estimate of any potential liability. Environmental Matter

Commitments for expenditure

In July 2023 Scenic Rim Regional Council received a notice to conduct or commission an environmental investigation pursuant to the Environmental Protection Act 1994 . The notice was issued by the Department of Environment and Science for a property controlled by Scenic Rim Regional Council. The notice alleged that petroleum hydrocarbons had been deposited on the land over an extended period. Council have been required to engage an appropriately qualified person to undertake a site examination to determine the extent of the contamination and the steps required to remediate the land.

Contractual commitments for operating expenditure Contractual commitments at the reporting date but not provided for in the financial statements are as follows: Within one year 3,954 3,717 One to five years 12,670 12,545 Greater than five years 0 3,159 16,624 19,421

Council have engaged Redleaf Environmental (Engineering and Environmental Consultancy) to undertake the site examination. Until the site examination is complete, the cost of the remediation is not known. Furthermore, Council's insurer has been advised but has informed Council that there is no policy coverage for remediating contaminated land.

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 17,127 14,520 17,127 14,520

The site examination is to be completed by 21 December 2023.

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SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 212

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023

For the year ended 30 June 2023 19

Superannuation - Regional defined benefit fund

Monies collected or held on behalf of other entities yet to be paid out to or on behalf of those entities

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 managed by the LGIAsuper trustee as trustee for LGIAsuper trading as Brighter Super. 21

2022 $'000

4,130

2,795

Reconciliation of net operating surplus to net cash inflow / (outflow) from operating activities Net result

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.

Non-cash operating items: Depreciation and amortisation Change in restoration provisions expensed Share of profit from associate

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.

Investing and development activities: Capital grants, subsidies and contributions Capital income Capital expenses

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.

Changes in operating assets and liabilities: (Increase) decrease in receivables (Increase) decrease in inventories (Increase) decrease in other assets Increase (decrease) in payables Increase (decrease) in provisions Increase (decrease) in other liabilities

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.

Net cash inflow / (outflow) from operating activities

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 Note 4 Total superannuation contributions

2023 $'000

The Scenic Rim Regional Council performs only a custodial role in respect of these monies. As these funds cannot be used by the Council, they are not brought to account in these financial statements.

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.

2023 $'000 139 3,718 67 3,924

Trust funds

Note

2022 $'000 149 3,513 67 3,729

50,463

14,669

19,134 113 (1,992) 17,255

17,742 83 (2,286) 15,539

(47,846) 0 3,826 (44,020)

(19,406) (289) 5,109 (14,586)

(1,987) (158) (564) 1,090 (169) (410) (2,198)

(3,047) 34 (621) 2,112 (610) 6,673 4,541

21,500

20,163

44,894 2,553 47,447

45,745 (851) 44,894

Reconciliation of liabilities arising from financing activities Borrowings: Opening balance Cashflows Closing balance

Council expects to make contributions of $144,350 to the Regional Defined Benefits Fund in 2023-24.

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SCENIC RIM REGIONAL COUNCIL 2022-2023 ANNUAL REPORT | 214

FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023

23 Financial instruments and financial risk management

23 Financial instruments and financial risk management (continued) Cash and cash equivalents

Financial assets and liabilities

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.

Scenic Rim Regional Council has exposure to the following risks arising from financial instruments: - Market risk - Credit risk - Liquidity risk

Receivables

Financial risk management

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.

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.

In other cases, Council assesses the credit risk before providing goods or services and applies normal business credit protection procedures to minimise the risk.

Council's Audit and Risk Committee oversees how management monitors compliance with Council's risk management policies and procedures, and reviews the adequacy of the risk managements framework in relation to the risks faced by Council. The Audit and Risk 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 and Risk Committee. (a)

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, are as follows:

Market risk

Subject to impairment Not past due Past due 1-30 days Past due 31-60 days Past due 61-90 days More than 90 days Total Gross Carrying Amount Loss Allowance

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.

Cash and cash equivalents Net

Net carrying amount 2023 2022 $'000 $'000 54,411 56,365

Profit 2023 $'000 544 544

Not subject to impairment Rates and utility charges GST recoverable Shareholder loan - Urban Utilities Total Gross Carrying Amount

Equity 2022 $'000 564 564

2023 $'000 544 544

2022 $'000 564 564

(c)

QTC borrowings are at fixed interest rates and are therefore not subject to interest rate sensitivity. (b)

Credit risk is the risk of financial loss if a counterparty to a financial instrument fails to meet its contractual obligations. These obligations arise principally from the council's investments and receivables. The carrying amounts of financial assets at the end of the reporting period represent the maximum exposure to credit risk for the Council.

Financial assets Cash and cash equivalents Receivables

2023 $'000

2022 $'000

54,411 26,859 81,270

56,365 25,029 81,394

Page 27

2022 $'000

4,406 321 673 545 123 6,068 0 6,068

5,062 41 115 2 23 5,243 0 5,243

5,680 435 14,676 20,791

4,680 430 14,676 19,786

26,859

25,029

Liquidity risk

Liquidity risk refers to the situation where the Council may encounter difficulty in meeting obligations associated with financial liabilities. The Council is exposed to liquidity risk through its trading in the normal course of business and borrowings from Queensland Treasury Corporation for capital works. 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.

Credit risk

The following table represents the Council's maximum exposure to credit risk:

2023 $'000

The following table sets out the liquidity risk of financial liabilities held by the Council. It represents the remaining contractual cashflows (principal and interest) of financial liabilities at the end of the reporting period, excluding the impact of netting agreements: Total 0 to 1 1 to 5 Over 5 contractual Carrying year years years cashflow amount 2023 $'000 $'000 $'000 $'000 $'000 Payables 11,361 0 0 11,361 11,361 Loans - QTC 5,272 15,105 36,843 57,220 47,447 16,633 15,105 36,843 68,581 58,808 2022 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

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FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023 24

For the year ended 30 June 2023

Significant events

27 Transactions with related parties

Natural Disasters

Urban Utilities Participation return (Note 9) Tax equivalents (Note 3(d)) Loan interest Waste tipping fees Venue hire Sponsorship - Eat Local Month

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 Council's infrastructure and property from these events is $55.7 million. The combined value of restoration works performed to 30 June 2023 is $19.1 million, leaving an estimated unrestored damage as at 30 June 2023 of $36.6 million. The restoration works associated with the Queensland Bushfires, September-December 2019 event, which was active as at 30 June 2022, has now been rolled in to the Southern Queensland Flooding, 6-20 May 2022 event.

Urban Utilities Water and sewerage access and consumption charges Repairs and maintenance Laboratory sampling and analysis - swimming pools

269 1 30 300

269 1 17 287

All transactions with Urban Utilities were at arm's length and were in the normal course of Council operations.

Under the DRFA guidelines works are classified as emergency works, restoration works or betterment works. Emergency 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.

(b) Outstanding balances Receivables Urban Utilities Participation return Tax equivalents Loan interest Sponsorship

Events after the reporting period There were no material adjusting events after the balance date.

Urban Utilities Shareholder loan (Note 8) No guarantees have been provided.

The Scenic Rim Regional Council applies the code of competitive conduct to the following activities: Roads Building Certifying Waste Collection

7,369 0 7,369 7,718 (349)

432 0 432 362 70

14,676

1,944 21 184 2,149

2,094 22 210 2,326

KMP include the Mayor, Councillors, Council's Chief Executive Officer and some executive management. KMP compensation paid or accrued during the financial year comprises: Short-term employee benefits Long-term benefits Post employment benefits

(b) Financial performance of activities subject to code of competitive conduct: Building Certifying $'000

14,676

(d) Transactions with key management personnel (KMP)

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.

$'000

782 199 47 11 1,039

(a) Activities to which the code of competitive conduct is applied

Roads

677 101 45 0 823

Urban Utilities have proposed a payment date of 30 September 2023 for the final participation return.

National competition policy

Less : Expenditure Surplus / (deficit)

1,563 953 561 3 0 10 3,090

Expenditure

The majority of the costs associated with these natural disaster events are funded under the Disaster Recovery Funding Arrangements (DRFA). DRFA 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.

Revenue for services provided Community service obligations

1,354 930 546 3 1 8 2,842

Revenue

2020-2021 financial year events: - South East Queensland Coastal Trough, 12-15 December 2020 - Southern Queensland Severe Weather, 20-31 March 2021

2022 $'000

(a) Transactions with associates

As at 30 June 2023 Council has 5 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:

2023 $'000

Waste Collection $'000

Detailed remuneration disclosures are provided in the annual report.

6,867 0 6,867 4,528 2,339

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Page 30

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FINANCIAL STATEMENTS 2022–2023 Scenic Rim Regional Council Notes to the financial statements

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2023

27 Transactions with related parties (continued)

(e) Transactions with other related parties

Amount of transactions during year $'000

Outstanding Provisions for balance (incl doubtful debts commitments) on outstanding $'000 $'000

Purchase of materials and services from an entity controlled by a member of KMP

(i)

Payment of a precept and provision of inkind support to Scenic Rim Rivers Improvement Trust

(ii)

105

Employee expenses for close family members of KMP

(iii)

101

Planning and development fees charged to entities controlled by a close family member of KMP

(iv)

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

(iv)

2023

(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.

Doubtful debts expense recognised $'000

(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 406 staff of which only 1 is a close family member of key management personnel (2022: 392 staff employed of which only 1 was a close family member 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:

(iv)

Purchase of materials and services from an entity controlled by a member of KMP

(i)

Payment of a precept and provision of inkind support to Scenic Rim Rivers Improvement Trust

(ii)

123

Employee expenses for close family members of KMP Planning and development fees charged to entities controlled by a close family member of KMP

(iii)

(iv)

Building and plumbing fees on property developments charged to entities controlled by a close family member of KMP

(iv)

Rates and charges on property developments charged to entities controlled by a close family member of KMP

(iv)

158

- 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

2022

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.

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FINANCIAL STATEMENTS 2022–2023

To the Councillors of Scenic Rim Regional Council

Report on the audit of the financial report Opinion I have audited the financial report of Scenic Rim Regional Council. In my opinion, the financial report: a)

financial performance and cash flows for the year then ended

June 2023, and of its

b) complies with the Local Government Act 2009, the Local Government Regulation 2012 and Australian Accounting Standards. The financial report comprises the statement of financial position as at 30 June 2023, the statement of comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, notes to the financial statements including material accounting policy information, and the certificate given by the Mayor and Chief Executive Officer. Basis for opinion I conducted my audit in accordance with the Auditor-General Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are section of further described in the my report. I am independent of the council in accordance with the ethical requirements of the Code of Ethics for Accounting Pro Professional Accountants (the Code) that are relevant to my audit of the financial report in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code and the Auditor-General Auditing Standards. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion. Other information Other information comprises financial and non-financial information (other than the audited the available other information in Scenic Rim Regional Council annual report for the year ended 30 June 2023 was the current year financial sustainability statement, long-term financial sustainability statement and the annual report. The councillors are responsible for the other information. My opinion on the financial report does not cover the other information and accordingly I do not express any form of assurance conclusion thereon. However, as required by the Local Government Regulation 2012, I have formed a separate opinion on the current year financial sustainability statement. In connection with my audit of the financial report, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report and my knowledge obtained in the audit or otherwise appears to be materially misstated.

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FINANCIAL STATEMENTS 2022–2023

I communicate with the council regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

If, based on the work I have performed, I conclude that there is a material misstatement of this information, I am required to report that fact. I have nothing to report in this regard. Responsibilities of the councillors for the financial report

Report on other legal and regulatory requirements

The councillors are responsible for the preparation of the financial report that gives a true and fair view in accordance with the Local Government Act 2009, the Local Government Regulation 2012 and Australian Accounting Standards, and for such internal control as the councillors determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.

In accordance with s. 40 of the Auditor-General Act 2009, for the year ended 30 June 2023: a) I received all the information and explanations I required b) I consider that, the prescribed requirements in relation to the establishment and keeping of accounts were complied with in all material respects.

to continue as a going The councillors are also responsible for assessing concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless it is intended to abolish the council or to otherwise cease operations of the council.

Prescribed requirements scope The prescribed requirements for the establishment and keeping of accounts are contained in the Local Government Act 2009, and the Local Government Regulation 2012. The applicable requirements include those for keeping financial records that correctly record and explain the

My objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an

financial report.

assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

6 October 2023 Jacques Coetzee as delegate of the Auditor-General

As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:

Queensland Audit Office Brisbane

Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for expressing an opinion on the effectiveness of Evaluate the appropriateness of material accounting policy information used and the reasonableness of accounting estimates and related disclosures made by the council. accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events ability to continue as a going concern. If I conclude that a material uncertainty exists, I am report or, if such disclosures are inadequate, to modify my opinion. I base my conclusions events or conditions may cause the council to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation.

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FINANCIAL STATEMENTS 2022–2023

INDEPENDENT AUDIT

REPORT

To the Councillors of Scenic Rim Regional Council Report on the Current-Year Financial Sustainability Statement Opinion I have audited the accompanying current year financial sustainability statement of Scenic Rim Regional Council for the year ended 30 June 2023, comprising the statement, explanatory notes, and the certificate of accuracy given by the Mayor and the Chief Executive Officer. In accordance with s.212 of the Local Government Regulation 2012, in my opinion, in all material respects, the current year financial sustainability statement of Scenic Rim Regional Council for the year ended 30 June 2023 has been accurately calculated. Basis of opinion I conducted my audit in accordance with the Auditor-General Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are responsibilities for the audit of the current year financial further described in the sustainability statement section of my report. I am independent of the council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the statement in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code and the Auditor-General Auditing Standards. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion. Emphasis of matter

basis of accounting

I draw attention to Note 1 which describes the basis of accounting. The current year financial sustainability statement has been prepared in accordance with the Financial Management (Sustainability) Guideline 2013 for the purpose of fulfilling the c responsibilities under the Local Government Regulation 2012. As a result, the statement may not be suitable for another purpose. My opinion is not modified in respect of this matter. Other Information Other information comprises financial and non-financial information (other than the audited financial report) in an the available other information in Scenic Rim Regional At the date of this au Council annual report for the year ended 30 June 2023 was the general purpose financial statements, the long-term financial sustainability statement and the annual report. The councillors are responsible for the other information. My opinion on the current year financial sustainability statement does not cover the other information and accordingly I do not express any form of assurance conclusion thereon. However, as required by the Local Government Regulation 2012, I have formed a separate opinion on the general purpose financial report.

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FINANCIAL STATEMENTS 2022–2023

In connection with my audit of the financial report, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report and my knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude that there is a material misstatement of this information, I am required to report that fact. I have nothing to report in this regard.

6 October 2023

Responsibilities of the councillors for the current year financial sustainability statement

Jacques Coetzee as delegate of the Auditor-General

The councillors are responsible for the preparation and fair presentation of the current year financial sustainability statement in accordance with the Local Government Regulation 2012. The councillors responsibility also includes such internal control as the councillors determine is necessary to enable the preparation and fair presentation of the statement that is accurately calculated and is free from material misstatement, whether due to fraud or error. statement

Queensland Audit Office Brisbane

udit of the current year financial sustainability

My objectives are to obtain reasonable assurance about whether the current year financial sustainability statement as a whole is free from material misstatement, whether due to fraud my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this statement. My responsibility does not extend to forming an opinion on the appropriateness or relevance of the reported ratios, nor on the c As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also: Identify and assess the risks of material misstatement of the statement, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the council Evaluate the appropriateness of material accounting policy information used and the reasonableness of accounting estimates and related disclosures made by the council. Evaluate the overall presentation, structure and content of the statement, including the disclosures, and whether the statement represents the underlying transactions and events in a manner that achieves fair presentation.

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