2018-19 Community Budget Report

2018 -19
Community
Budget Report
S C E N I C R IM REGION A L C OUNCIL
2018-19
COMMUNITY
BUDGET REPORT
4 Introduction
4 Message from the Mayor
6 Message from the CEO
8 Legislative Framework
10 Your Councillors
10 Corporate Plan and Planning Framework
12 Budget Highlights
13 Budget focuses on Region’s sustainable future
14 Community facilities receive Budget boost
15 Grants help to enrich community life
16 Funds flow for drainage improvements
16 Budget funding supports region’s environmental values
17 Funding grows for parks and gardens in this year’s Budget
17 Sporting groups score budget funding
18 Sustainable waste management figures in Council’s 2018-19 Budget
19 Regional vision drives road upgrades
20 Federal funding helps drive record investment in bridges
21 Footpath improvements in step with community needs
22 Investment in vibrancy creates catalyst for growth
23 Capital plan offers insight into Council’s long-term vision
24 Rates and Charges

24 Revenue Statement
24 Revenue Strategy
25 General Rates
25 Charges
25 Discount
26 Land Valuations
26 Rating Environment
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27 Operating Budget
27 Recurrent Revenue
28 Recurrent Expenditure
28 Operating Position
29 Capital Budget
29 Capital Funding
30 Capital Expenditure
32 Ten Year Capital Program 2018-19 to 2027-28
45 Budgeted Financial Statements 2018-19

46 Budgeted Statement of Comprehensive Income
47 Budgeted Statement of Financial Position
48 Budgeted Statement of Cash Flows
49 Budgeted Statement of Changes in Equity
50 Estimated Activity Statement
51 Operational Plan 2018-19

94 Financial Sustainability Strategy 2018-19
129 Budget Documentation
130 Revenue Statement
151 Revenue Policy
155 Debt Policy
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M ESSA GE FROM TH E MAYOR
It gives me great pleasure to introduce my third annual Budget as

Mayor of Scenic Rim Regional Council.
This is the first Budget to be delivered under the To provide a little more context - for an owner-
new Corporate Plan, Scenic Rim 2023, which occupied residence on the minimum general rate
was developed from the Community Plan based of $1,203 - the 2018-19 outcome represents a
on the priorities of the region’s residents and difference of $25 annually or 48 cents per week.
business operators.
The delivery of the shared vision of the Scenic Rim
This, like every Budget, is the result of many Community Plan, which has informed our Corporate
hours of diligent and robust conversation and Plan, Scenic Rim 2023, provide the context for
deliberations around the chamber table, involving the development of this Budget which is the fiscal
not only our leadership team but also many officers framework for our operations in the 2018-19 year.
from across the Council organisation.
This Budget continues to capitalise on the growing
The outcome of this dialogue is the revenue and sense of optimism and emerging opportunities
expenditure framework which we believe best throughout the region.
meets the needs of our region, now and into the
Our financial settings for the year ahead reflect
future.
our continued commitment to the sustainable
Our Budget balances servicing community needs and long-term management of our region’s public
and the State Government’s legislative criteria assets - particularly our key infrastructure of roads
which requires councils to generate revenue and bridges - and paving the way for sustainable
through rates linked to property valuations. economic development and growth.
While the recent valuations released by the Once again, in 2018-19, Council - assisted by
Queensland Valuer-General were overall a funding from the Australian Government Bridges
reflection of a positive outlook for the region, some Renewal Program - will be investing significantly in
residents have, not surprisingly, been concerned our region’s network of roads and bridges which
due to significant movements in the order of 80 connect our communities and help drive our local
per cent for some. Council has been very mindful economy.
of these concerns, particularly as they might
As our roads are key economic corridors, a failure
affect rates outcomes, and we have attempted to
to provide infrastructure which meets the needs
moderate potential impacts.
of modern transport would restrict our capacity to
After considering a number of options, we have grow. To this end, a further eight timber bridges
adopted a model of three-year land valuation are programmed for replacement over the next
averaging, along with capping of maximum year as we forge ahead with our long-term Bridges
increases, to alleviate the impact on rate rises from Strategy. This will complete the program for these
the volatility in valuation outcomes. bridges commenced in this year, following our
success with attracting matching funding under
Residential and rural principal places of residence
the Federal Bridges Renewal Program.
categories will receive a 2.1 per cent increase in the
minimum general rate. A cap of nine per cent will With funding through the Natural Disaster Relief and
apply to increases in rates on rural and residential Recovery Arrangements, Council will also continue
properties that are a principal place of residence. its restoration and reconstruction program to repair
local infrastructure damaged during the floods and
Around 75 per cent of residential properties,
storms of ex-Tropical Cyclone Debbie in 2017.
including principal and non-principal place of
residence, will experience an increase in general In 2018-19, we will also continue our investment in
rates of less than 2.5 per cent in 2018-19. In fact, community infrastructure through our Vibrant and
almost half of these will experience no increase Active Towns and Villages initiative and associated
for 2018-19. programs. Highlights of the past financial year were
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the completion of the Rhoda Rushbrook Park on The process has also involved an extended
Tamborine Mountain and the Village Greens which schedule of workshops since early this year, where
provided the centrepiece of our Commonwealth the Councillors have worked through the full range
Games celebrations in April as we hosted the of consideration of both expenditure and revenue
Queen’s Baton Relay. sides of the Budget.
Both these spaces have been embraced by Due to the previously mentioned valuations
locals and visitors alike, and are milestones in our released by the Valuer-General’s Department - the
journey towards realising the shared Community first in three years - and the wide range of valuation
Plan vision for the creation of liveable, local changes, a great amount of time has been spent
communities where people aspire to live, work, this year to consider the rates and charges
raise their families and where they make the most components of our revenue.
of all our region has to offer.
We were acutely aware of the concerns of some
This vision for our communities is built on the landowners who received significant - up to 80
hard infrastructure needed for our growing area. per cent in some cases - valuation changes.
Importantly, we will continue to focus on strategic While we have evaluated a wide range of possible
economic development and tourism in a concerted approaches, the model we have selected was
effort to attract investment, drive business seen as providing the best solution to moderate
opportunities and increase visitor numbers the variability and volatility in some areas, and still
throughout the region. achieve balanced outcomes. This model is based
on averaging valuations over a three-year window
We will continue to target new development
and applying a series of maximum increase
that creates employment, particularly within the
percentage caps as well.
Bromelton State Development Area, and building
the value of our tourism sector from $150 million to Over the coming year we plan to return more
$300 million in line with our Tourism Strategy. attention to our Revenue Strategy and, in
particular, to our Rates Strategy to assess further
Through our organisational efficiency program we
improvements. We continue to look to the pillars
will continue to identify ways to improve Council
of the Community Plan to support our decision
processes to deliver enhanced levels of service
making in all that we do to realise our shared
and best value to the community.
vision for the region.
Budget process
Along with my Councillor colleagues, I am
Over the life of this Council we have continued committed to working in partnership with the
to refine and improve the Budget development community to deliver the brightest possible
processes. future for the Scenic Rim.
While the legislation defines that compiling and
submitting a Budget can be a Mayor-only process,
we have continued to develop our Budgets as
a collective activity involving all Councillors and
allowing full and frank consideration of differing
opinions along the way. And yes - we do have
robust discussion. I thank again my fellow
Councillors for their application and diligence
throughout the Budget process. Cr Greg Christensen
Our Budget process began late in 2017, with a Mayor, Scenic Rim
review against the strategic goals of our services,
programs and investment priorities. Since
Regional Council
then, Council staff have continued to work on
detailed assessments, prioritisation and Budget
consolidation to properly inform the considerations
of the elected Council.
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M ESSA GE FROM TH E CE O
Scenic Rim Regional Council’s Operational Plan and

Budget for 2018-19 have been developed to deliver quality
services to the community whilst ensuring the responsible
management of public assets.
This year’s Budget, my first since Council has a strong track record
joining the organisation in March, is in producing financially sustainable
the result of an extensive process that outcomes and was recently rated by
involved consultation with staff, the the Queensland Audit Office as having
Executive and the Council. I would like a low risk of financial unsustainability
to thank the elected Council for their based on 2016-17 financial results.
dedication to this process and our staff The 2018-19 Budget and Long Term
who have supported the Mayor and Financial Forecast continue this
Councillors in producing the 2018-19 trend to ensure that Council does not
Operational Plan and Budget. leave, as a legacy, a liability for future
generations.
Both the Operational Plan and
Budget have been informed by the Stringent audit and risk management
new Corporate Plan, Scenic Rim ensure best practice and our
2023, which was adopted in May and compliance with State Government
provides Council’s strategic direction legislation - including conflicts of
for the next five years. interest, material personal interests,
receipt of gifts and codes of conduct -
The delivery of a new strategic plan across all of our operations.
coinciding with the commencement of
a new financial year is both timely and We have an external independent
exciting. A new vision for Council and member from our insurer, Local
its staff will lay the foundations for a Government Mutual, as part of our
strong and positive focus for the future Risk Reference Group to assist in
of the Scenic Rim and ensure we the identification, control, avoidance,
maintain and improve on our existing minimisation and limitation of
service levels. unacceptable financial, operational,
compliance and reputational risks.
Council will maintain its focus on
business improvement in 2018-19, with Our Audit and Risk Committee
the inclusion of productivity savings includes two external independent
in the Budget and continued regular members, one as Chair, as well as
reporting on business improvement an officer of the Queensland Audit
outcomes. Council is progressing a range Office, two members from our external
of projects in its 2018-19 Operational auditors Bentleys, and two from our
Plan and Budget that will help drive the internal auditors BDO (Qld) Pty Ltd. At
automation of business processes and least four major internal performance
improved customer service outcomes. audits on specific key processes and
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practices are also carried out during newly identified priorities and there
the year, in line with our commitment is no formal commitment to any
to continuous improvement. future listed projects until they have
been adopted as part of an annual
An external independent Chair on 12-month budget.
our Information Communication
Technology Steering Group ensures Ensuring that the Budget delivers
that our ICT hardware and software efficiencies and value for money for
keeps pace with technological ratepayers is an ongoing process that
change, safeguards important will include a review of all expenditure
information and delivers efficiencies and revenues in readiness for 2019-
for the organisation. 20 and beginning in September.
The rigorous management of our
As a Council, we are proud of our operational expenditure will provide
openness and transparency, in greater opportunities for us to deliver
line with our vision for Open and the infrastructure that underpins a
Responsive Government which is stronger future for our region.
one of seven key themes of our
Corporate Plan and Community Plan. I am pleased to recommend this
Our commitment to transparency Budget for adoption by the Mayor and
means we provide greater detail Councillors as a strong foundation from
of financial reporting information which to begin delivering the strategic
to our community than most local outcomes of Scenic Rim 2023.
governments.
For the first time, the community will

have an insight into Council’s long-
term planning with the inclusion of
the 10-year capital program in this
year’s Budget. It should be noted
that this planned program of works Jon Gibbons
is based on structured prioritisation CEO, Scenic Rim
processes, condition analysis and
the projected availability of funds. Regional Council
This means that project priorities may
change due to circumstances such
as grant funding, weather events or
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LEGI SLATIVE FRAME W ORK
Scenic Rim Regional Council is required to prepare an annual

budget in accordance with the requirements of Part 3 of the
Local Government Act 2009. This legislation is the framework
which governs the system of financial management that
must be established for Council to ensure it is financially
sustainable.
Section 169 of the Local Government Council also produces a number of other
Regulation 2012 states that a local documents to meet the requirements of
government’s budget for each financial legislation and guide its budget process.
year must include: These documents include:
• financial statements for the financial • Register of Fees and Charges
year for which it is prepared and the • Investment Policy
next two financial years
• Debt Policy
• a long-term financial forecast
Revisions to the Local Government
• a revenue statement
Act 2009 were introduced in the Local
• a revenue policy Government and Other Legislation
• each of the relevant measures Amendment Bill 2012.
of financial sustainability for the
financial year for which it is prepared These changes reinforced the
and the next nine financial years: responsibilities of mayors in providing a
strategic role in the economic, social and
1. asset sustainability ratio
environmental management of a local
2. net financial liabilities ratio
government area.
3. operating surplus ratio
• the total value of the change, Under Section 12 (4b) of the Local
expressed as a percentage, in the Government Act 2009, the Mayor’s
rates and utility charges levied for responsibilities now include “preparing
the financial year compared with the a budget to present to the local
rates and utility charges levied in the government”.
previous budget.
Section 169 of the Local Government

Regulation 2012 also states the budget
must be consistent with the following
documents:
• five-year Corporate Plan
• annual Operational Plan.
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YOUR COU N CILLORS
DIV DIV DI V
1 2 3
Cr Nigel Waistell Cr Nadia O’Carroll Cr Virginia West

nigel.w@scenicrim.qld.gov.au nadia.o@scenicrim.qld.gov.au virginia.w@scenicrim.qld.gov.au
Ph 5540 5401 | Fax 5540 5103 Ph 5540 5402 | Fax 5540 5103 Ph 5540 5403 | Fax 5540 5103
DIV DIV DI V
4 5 6
Cr Michael Enright Cr Rick Stanfield | Deputy Mayor Cr Duncan McInnes

michael.e@scenicrim.qld.gov.au rick.s@scenicrim.qld.gov.au duncan.m@scenicrim.qld.gov.au
Ph 5540 5404 | Fax 5540 5103 Ph 5540 5405 | Fax 5540 5103 Ph 5540 5406 | Fax 5540 5103
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C ORPOR ATE P LAN AN D

PLA NNI N G FRAME W ORK
The 2018-19 Community Budget Report We will participate in planning and

sets out specific program deliverables managing our communities and act to
and projects that Scenic Rim Regional ensure the Scenic Rim is enhanced for
Council proposes to deliver for the future generations.
community in the 2018-19 financial year.
The Community Budget Report shows Strategic Themes
the alignment to Council’s Corporate
Plan. The Corporate Plan documents Theme 1:
Council’s long-term strategic direction Spectacular Scenery and
to achieve the vision for the future of the Healthy Environment
Scenic Rim expressed in the Scenic Rim
Community Plan 2011-2026.
Theme 2:
Sustainable and
Regional Vision Prosperous Economy
By 2026, Scenic Rim will be a network of
unique rural communities embedded in Theme 3:
a productive and sustainable landscape. Open and Responsive
We will enjoy a high quality rural lifestyle Government
in self-reliant communities that provide
a choice of quality local food, products,
services and recreational opportunities. Theme 4:
Our residents will have affordable Relaxed Living and
transport options and ready access to the Rural Lifestyle
broader South East Queensland region.
Theme 5:
Our community will support sustainable
Vibrant Towns
farms, businesses and industries that
and Villages
are compatible with our environment
and lifestyle and provide rewarding
employment and prosperity for residents. Theme 6:
Accessible and
Residents will benefit from the region’s Serviced Region
productive farmland, stunning natural
environment and character-filled towns
and villages which attract tourists and Theme 7:
visitors and provide ecosystem services Healthy, Engaged and
for the broader South East Queensland Resourceful Communities
community.
Scenic Rim will be an inclusive, caring

and creative environment with healthy
and active residents. The region will
provide a happy, safe and nurturing
environment for children and families.
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Council Planning Framework

Scenic Rim’s integrated planning and reporting process, including the Community
Budget Report incorporating the Annual Budget and Operational Plan, is illustrated
by the diagram below.
COMMUNITY PLAN CORPORATE PLAN OPERATIONAL PLAN
Themes
Outcomes
Informs
Priorities
Informs
Area of Focus
Directs
Deliverables (SMART)
Key Indicators
for Success
Budget
Core Council Key

Services Indicators
Key Performance
Indicators
CORPORATE REPORTING
Financial Process
Reporting Reporting
Annual Report
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BUD GET H IGH LIGH TS
2018-19 Budget 2018-19 Long Term

Financial Forecast (10 Year)
Operating Capital Operating Capital

Expenditure Expenditure Expenditure Expenditure
$’000 $’000 $’000 $’000
Spectacular
Scenery 2,750 - 32,303 -
and Healthy
Environment
Sustainable
and Prosperous 1,344 - 15,784 -
Economy
Open and
Responsive 9,351 3,566 109,847 40,459
Government
Relaxed Living
and Rural 4,820 - 56,621 -
Lifestyle
Vibrant Towns 9,477 2,088 111,331 25,689

and Villages
Accessible and 20,876 52,395 249,669 246,763

Serviced Region
Healthy, Engaged
and Resourceful 3,782 537 44,427 18,570
Communities
Total Council 52,400 58,586 619,982 331,481
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Budget focuses on Region’s Total Operating and Capital expenditure for

sustainable future Council in 2018-19 includes:
Roads and Bridges ............................... $34.22 million

Disaster Restoration .................................. $15 million
The continued renewal and restoration
Vibrant and Active Towns and Villages .. $1.30 million
of the region’s road and bridge network Community buildings and facilities ........ $7.38 million
is a key focus of Scenic Rim Regional Parks and Gardens ................................. $3.22 million
Council’s $112 million Budget for 2018-19. Community and Cultural programs ........ $5.82 million
Waste Operations ................................... $8.60 million
Planning .................................................. $2.87 million
Health, Building and Environment .......... $5.22 million
Mayor Greg Christensen said Council’s Budget
included $26 million for capital improvements to roads,
bridges, footpaths and drainage across the Scenic Rim
to meet the growing needs of a growing region. investment in infrastructure that provides the impetus
to the ongoing growth and economic development of
“Structured under our Corporate Plan, Scenic Rim 2023, our region,” Cr Christensen said.
this year’s Budget reflects Council’s mission to enable
a sustainable future for our region that enhances our Cr Christensen said the Budget balanced community
unique rural communities and environments,” he said. needs and the Queensland Government’s legislative
criteria which requires councils to generate revenue
In 2018-19, Council is planning to complete $25 million through rates linked to property valuations.
of flood restoration, as well as Betterment works to
improve the resilience of local infrastructure to damage Individual rating outcomes will vary in 2018-19
from future flooding. The total flood restoration and following the State Government’s land valuations of
Betterment works being delivered across the 2017-18 2018, the first in three years.
and 2018-19 financial years will account for more than
“With valuation increases of up to 80 per cent in some
$55 million when completed.
areas, we recognise the valid concerns of residents in
“Our financial settings for the year ahead are geared to relation to the potential impact of significant increases
sustainable economic development and growth which in parts of our region,” Cr Christensen said.
relies heavily on infrastructure and services.
“These were taken into account in developing this
“Roads and bridges not only connect the communities year’s ratings outcomes.
of our region but are key drivers of our regional
“After considering a range of options, we have adopted
economy and our investment in infrastructure aligns
a model of three-year land valuation averaging,
with the vision we share with the community for the
coupled with rate capping, to lessen the effect on rates
Scenic Rim as a sustainable and prosperous economy.”
outcomes resulting from the valuations volatility.
Ongoing works to repair $38 million in damage to
“This means a 2.1 per cent increase in the minimum
roads and bridges from ex-Tropical Cyclone Debbie in
rate for residential and rural principal places of
2017 are to be completed by the end of the 2018-19
residence. A capped nine per cent increase has been
year, with 75 per cent of the funding from the Natural
applied for rates on rural and residential properties that
Disaster Relief and Recovery Arrangements from
are a principal place of residence.”
the Australian Government and 25 per cent from the
Queensland Government. Seventy-five per cent of principal place of residence
ratepayers will have an increase of less than 2.5
Council continues to supplement more than $8
per cent, while half of those will experience no rate
million of Betterment funding from the Australian and
increase.
Queensland Governments to ensure key roads and
bridges will be more resilient to damage from future “In simple terms, for an owner-occupied residence on
flooding during extreme weather events. the minimum general rate of $1,203, an increase of 2.1
per cent represents a difference of $25 a year or 48
“Through sound asset management practices, we
cents per week,” Cr Christensen said.
are ensuring the best value to ratepayers for our
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Community facilities receive Budget boost
Communities across the Scenic Rim will benefit from Council’s Budget allocation of $7.38
million in 2018-19 for the maintenance and upgrade of a wide range of facilities including
swimming pools, cultural centres and parks.
Mayor Greg Christensen said Council’s planned Boonah Cultural Centre will benefit from an
expenditure on community facilities in the upgrade to auditorium lighting and the stage
coming year aligned with the shared Community lighting will be upgraded at The Centre,
Plan vision for vibrant towns and villages and Beaudesert.
healthy, engaged and resourceful communities.
Works at Vonda Youngman Community Centre,
“Capital expenditure of $922,000 across the Tamborine Mountain, will include the design and
region in the coming year will further enhance installation of acoustic panels in meeting rooms
the relaxed living and rural lifestyle we enjoy in and the design of new rigging and curtains.
the Scenic Rim,” he said.
At Beechmont, the Headmaster’s House café
“Everyone throughout the region will benefit, will be upgraded and Graceleigh Park’s toilet
either directly or indirectly, from the maintenance facilities will be refurbished.
and renewal of facilities that support community
groups as well as recreational and sporting DJ Smith Park at Canungra, Lions Park at
activities.” Tamborine Mountain, and the Rathdowney
Memorial Grounds will also see improvements
Region-wide, Council has allocated funds for from Council’s 2018-19 Budget.
the replacement of picnic shelters and electric
barbecues in parks and the installation of shade “Our parks, swimming pools and cultural centres
structures at playgrounds. are at the heart of Scenic Rim community life,”
Cr Christensen said.
Roof sheeting and solar tubing will be replaced
at Beaudesert Pool while refurbishments at
Tamborine Mountain Pool will include the
addition of removable pool stairs to improve
access for those with reduced mobility,
the installation of a shade structure and
improvements to the changing rooms.
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Grants help to enrich community life
Community groups which are vital threads in the social fabric of the Scenic Rim region will
benefit from $191,500 in funding through Council’s 2018-19 Budget.
Mayor Greg Christensen said Council’s Community The Community Grants program was revised in
Grants Program supported a pillar of the Scenic 2017 to ensure that it continued to provide a fair
Rim Community Plan by fostering healthy, engaged and equitable process for assisting community
and resourceful communities. groups within the region.
“Council’s Community Grants Program aims to In 2018 it transitioned to two six-monthly rounds,
provide assistance to grassroots not-for-profit providing financial and in-kind support to local
community groups and organisations which make community groups across the sporting, cultural,
a positive contribution to the quality of life in the welfare, youth and service areas to deliver a range
Scenic Rim,” Cr Christensen said. of projects and programs.
“These grants support many local organisations and Last year, 76 community groups received project-
help to strengthen the social fabric of communities specific funds for a diverse range of projects
by bringing people together through events and including events, equipment and facility upgrades,
activities that celebrate our identity, culture and while a further 80 organisations received in-kind
diversity. support for lesser projects.
“Council’s Community Grants Program represents “The many not-for-profit organisations that benefit
an investment in organisations whose activities from the Community Grants Program contribute to
positively impact the broader community. our region’s relaxed living and rural lifestyle which is,
another key theme of the shared Community Plan
“Many of these organisations rely heavily on the vision for the region,” Cr Christensen said.
hard work and energy of volunteers and are well
deserving of Council’s financial assistance.
“We know that the relatively small amount we

provide to community groups has a multiplier effect,
adding many times its value to our region.”
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Funds flow for drainage improvements
Council’s commitment to improving the region’s drainage infrastructure is underpinned by

a $520,000 allocation in the 2018-19 Budget.
Mayor Greg Christensen said three key projects, “We are committed to maintaining and improving
in addition to minor works across the region in the our stormwater drainage systems which are
coming year, represented further progress towards ‘invisible infrastructure’ that could easily be
the shared Community Plan vision for the Scenic neglected. However, this is infrastructure that we
Rim as an accessible and serviced region. critically rely on during rain events to ensure the
safety of our streets,” Cr Christensen said.
Major stormwater drainage improvements will be
undertaken at Freemont Drive and Kinabalu Drive,
Tamborine Mountain; and Milford Road and Grace
Street, Boonah.
Budget funding supports region’s environmental values
Projects which help to maintain the Scenic Rim’s environmental values will continue to be
supported with funding of $101,500 in the 2018-19 Budget.
Mayor Greg Christensen said Council’s Budget Cr Christensen said Council’s support for the
allocation for its Environmental Grants Program will Environmental Grants Program represented an
help to realise the shared Community Plan vision investment in preserving and enhancing some of
for a region defined by its spectacular scenery and our region’s most valuable natural assets.
healthy environment.
Landowners who are members of Council’s Habitat
“Scenic Rim is one of the most bio-diverse areas Protection Program and school and community
in Australia and maintaining that biodiversity is a groups make a significant contribution to preserving
partnership between Council and the community,” habitats for the native plants and animals which
he said. make the Scenic Rim so unique.
“Environmental grants assist the work of community “Council’s funding of environmental initiatives also
members whose projects benefit the Scenic Rim supports our Biodiversity Strategy which recognises
and will leave a lasting legacy for future generations. the importance of the ecological balance which is
vital for the Scenic Rim’s key industries of tourism
“They have helped members of the Scenic Rim and agriculture,” Cr Christensen said.
community to protect endangered species such as
the bristlebird, glossy black cockatoo and koala as
well as vegetation including our unique brigalow
scrub and native macadamia trees.”
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Funding grows for parks and gardens in this year’s Budget
Increased funding for Scenic Rim parks and gardens in Council’s 2018-19 Budget will help
to realise the shared Community Plan vision for the region’s vibrant towns and villages.
Mayor Greg Christensen said the total Budget “There are many cities with amazing structures and
allocation for capital works and maintenance for transport infrastructure that have lost their sense
the region’s parks, gardens and cemeteries had of identity and connection to their origins because
increased by $268,000 over the previous year to their focus has been on creating space rather than
$3.22 million in 2018-19. a sense of place.”
“The vision shared by Council and the Scenic Rim Council’s 2018-19 Budget includes funding for:
community is for vibrant towns and villages that
• a new internal road and car park at Boonah
embrace their uniqueness, heritage values and
Cemetery
sense of place,” he said.
• fencing and parking at Cunningham Lookout
“Council’s investment in our region’s parks, gardens • the upgrade and extension of fencing at North
and cemeteries recognises their importance in Tamborine Park
anchoring communities, maintaining local heritage • enhancements to the northern entry of
and creating a sense of place. Beaudesert township
• continued capital support to improvements at
“Place is not just about location, but about people, Tamborine Mountain Botanic Gardens, and
culture and connection to an area. • the renewal of fencing at DJ Smith Park,
Canungra, and Kingsley Drive, Beaudesert
Sporting groups score budget funding
Funding for Council’s Sport and Recreation Grants Program will help Scenic Rim’s
sporting and recreational groups kick more goals during 2018-19.
Grants totalling $101,500 will help local groups to “We know that the relatively small amount we
carry out infrastructure and facility improvements, provide to individual sporting and recreational
purchase new equipment and pitch for more groups generates many times that value to our
significant grants from other levels of government. region, socially and economically.
Mayor Greg Christensen said Council’s Sport and “Capital projects supported by Council’s Sport
Recreation Grants Program supported groups which and Recreation Grants Program assist grassroots
played an important part in the life of Scenic Rim community sporting groups to improve their
communities. facilities for the benefit of Scenic Rim residents,
encouraging a healthy and active lifestyle.
“These grants contribute to building and
strengthening our region and are an investment in “I encourage sporting and recreational groups of all
healthy, engaged and resourceful communities in sizes to consider applying for funding assistance -
line with the Scenic Rim Community Plan,” he said. from Council as well as other levels of government
- which will add value to the greater Scenic Rim
community.”
17
2018-19
COMMUNITY
BUDGET REPORT
Sustainable waste management figures in Council’s 2018-19 Budget
The Scenic Rim community’s commitment to sustainably managing waste is being

supported by Council’s Budget allocation of $8.6 million in 2018-19.
Mayor Greg Christensen said the commitment “The options we have been exploring include
of the region’s residents to sustainable waste energy from waste facilities that capture value for
management, particularly through their disciplined our community rather than continuing costs.”
approach to recycling, reflected their concern for
the environment now and into the future. In 2018-19, Council will invest $1.7 million in the
design and construction of a new landfill cell at
“We know from our Community Plan public Council’s Bromelton landfill and will purchase four
consultations that our region’s spectacular scenery landfill lids designed to reduce operational costs
and natural environment are a key priority for Scenic and extend the life of the landfill through the use
Rim residents as shown by their commitment to of less daily capping and material cover.
effectively managing waste,” he said.
Waste collection and transfer station operations
Council’s 2018-19 Budget takes account of recent together will account for more than $6.76 million of
price increases in the cost of recycling. Council’s total waste management expenditure in
the year ahead.
“Based on current recycling volumes, this
represents a direct cost of close to $500,000 a year The Queensland Government’s announcement on
specifically for processing our recyclable waste 1 June of a waste disposal levy has implications for
material through a materials recovery facility,” Cr Council’s 2018-19 Budget.
Christensen said.
From 1 January 2019, the government will impose
“This is despite the strong performance of our a charge of $70 per tonne on commercial waste,
residents in reducing waste contamination - rising by $5 a year.
ensuring that materials unsuitable for recycling are
not disposed of with recyclables - which impacts For commercial operators with a wheelie bin
waste management costs. collection service, this will result in an additional
charge commencing on the January 2019 rates
“Region-wide we have a waste contamination rate notices.
of less than 15 per cent, compared with other local
government areas where this can be as high as “The State Government has advised that there
50 per cent, while on Tamborine Mountain this is will be no direct impact to the cost of domestic
around five per cent - a credit to the community.” (household) waste from the introduction of this
levy but producers of commercial waste will be
Due to the increased charges imposed on Council directly impacted,” Cr Christensen said.
by its recycling processor, an increase of $25 has
been added to the waste collection and processing
charge this year.
“To be very clear, we will not put our recyclables

into landfill and we are confident that the Scenic
Rim community will continue to support Council’s
efforts to ensure environmentally sustainable
and financially viable solutions for our region’s
management of waste,” Cr Christensen said.
18
2018-19
COMMUNITY
BUDGET REPORT
Regional vision drives road upgrades
Five key construction projects across the region feature in Council’s $11.2 million road
improvement program for 2018-19.
Mayor Greg Christensen said Council’s continuing The 2018-19 roads program also provides $2.02
investment in the 1800-kilometre local road million for road resealing and $1.68 million for road
network aligned with the shared Community Plan resheeting.
vision for the Scenic Rim as an accessible and
serviced region. There will be some carry forward of funds for
resheeting that has been allocated to specific road
“Council is committed to the sustainable delivery sections that are currently being used as corridors
of projects which meet the long-term infrastructure for the transport of heavy machinery and materials
needs and the demands of our growing being used in other projects. Works will begin on
community,” he said. the rehabilitation of these roads after the completion
of other major works.
The 2018-19 roads program includes the third and
final stage of Kilmoylar Road, from Undullah Road “Our 1800-kilometre network of roads not only
to Teviot Brook at Kagaru; a section of Teviotville connects our communities but also helps to
Road, Teviotville; a one-kilometre section of drive our regional economy, and well-maintained
Sugarloaf Road from the Cunningham Highway at infrastructure offers increased productivity for
Mutdapilly; Kooralbyn Road adjacent to Kooralbyn industry as well as improved safety for motorists,”
Drive, Kooralbyn; and Beechmont Road, Upper Cr Christensen said.
Coomera, on the approach to Sharp Bridge.
Scenic Rim’s wildlife has been factored into
Works at Teviotville Road are the first in a series of Council’s planning for the roadworks at Upper
stages to improve the road surface for a smoother Coomera.
drive and the final stage of works on Kilmoylar Road
will see its entire length sealed to current standards. “The works on Beechmont Road will be carried
out near an established bat colony at Witheren and
“As with other programs, the timing of some Council has been developing processes to ensure
projects will be aligned with other works activities, that these protected species are not disturbed
such as the Beechmont Road upgrade which will be during construction,” Cr Christensen said.
sequenced with the Sharp Bridge replacement,”
Cr Christensen said.
19
2018-19
COMMUNITY
BUDGET REPORT
Federal funding helps drive record investment in bridges
Federal Government funding is a key component of Council’s record investment of more

than $12.85 million in bridge upgrades and repairs in its 2018-19 Budget.
Scenic Rim Mayor Greg Christensen said Council’s This means four bridges, three on Beechmont
funding for bridge improvements will also include Road - Sharp Bridge, Botan Creek Bridge and Back
a carry-over of funds from last year’s Budget, Creek Bridge - as well as Ferguson Reserve Bridge
as works had been delayed to allow for funding at Allenview, will be funded in part from the 2017-
applications under the Australian Government’s 18 Budget allocation.
Bridges Renewal Program last year.
S Todd Bridge and Josephville Bridge, both at
“Having secured funding from the Australian Josephville, Cavell Bridge at Boyland and Brookland
Government in September, works have commenced Bridge at Kagaru are also in line for replacement
and we will now be focused on delivering the whole during 2018-19.
of this package through the 2018-19 year,” he said.
Rehabilitation works will also be carried out at
“Well-maintained transport infrastructure is vital in Krugers Bridge, Mount Forbes; Round Mountain
realising the shared Community Plan vision for the Bridge, Laravale; Rowe Bridge, Ferny Glen; Spring
Scenic Rim as an accessible and serviced region Creek Bridge, Kerry; and a culvert at Shay Place,
with a sustainable and prosperous economy. Witheren.
“In 2010, when Council’s Bridge Renewal Program “As a milestone in our ongoing infrastructure
began, there were 70 bridges in our region that improvements, by the end of the 2018-19 year we
were below minimum acceptable load limits. will have only 63 timber bridges - fewer than half the
total - in a network of 130,” Cr Christensen said.
“By the end of 2018-19, this number will be
reduced to four. “For the first time, we will have more bridges
that are constructed of steel, concrete and other
“New bridges that are free of load limits for heavy materials than timber, with considerably longer
vehicles are a key driver for our local economy lifespans, which is an indicator of the significant
given the significant movement of trucks and farm progress we have made in recent years.
equipment in our rural areas.”
“This will further reduce the number of ‘load limited’
In September 2017, Council secured $9.3 million of bridges, improving commercial outcomes through
federal funding under the Australian Government’s these areas.”
Bridge Renewal Program for the replacement
of eight bridges which will be a major focus for
Council in 2018-19.
“Securing this matching funding from the Federal

Government was worth the wait as it maximises our
ability to deliver step change improvements across
the region,” Cr Christensen said.
20
2018-19
COMMUNITY
BUDGET REPORT
Footpath improvements in step with community needs
Funding of $925,000 for footpath improvements in Scenic Rim Regional Council’s 2018-
19 Budget are another step towards healthier and more connected communities.
Mayor Greg Christensen said the creation of new “Walking is one of the easiest ways for people
footpaths and the renewal of existing pedestrian of all abilities to boost their physical fitness and
areas supported two key outcomes of the mental health and a well-maintained footpath
shared Community Plan for the Scenic Rim as an network helps to create healthier and more active
accessible and serviced region and a healthy and communities.”
active community.
Council’s 2018-19 Budget includes new footpaths
“Our investment of $925,000 in the coming year at Albert Street, Beaudesert; Brookland Drive,
shows our level of commitment to improving Beaudesert; the Cunningham Highway at Aratula
footpaths and is a significant increase over the and the upgrade of the footpath at School Road,
allocation of $254,000 in the 2015-16 year,” he said. Tamborine Mountain.
“Increased pedestrian connectivity adds to the It also includes the upgrade of the footpath at
energy and vibrancy of our Scenic Rim towns and Beaudesert-Nerang Road, Beaudesert, as part of
villages. the Principle Cycle Network Upgrade Program,
co-funded equally by Council and the Queensland
“Footpath improvements also bring an added Government.
social dimension as they encourage more people to
get out and about on foot and connect with other
members of the community.
21
2018-19
COMMUNITY
BUDGET REPORT
Investment in vibrancy creates catalyst for growth
Council’s continued investment of $875,000 in its Vibrant and Active Towns and Villages
program in the 2018-19 Budget is paying economic and social dividends for Scenic Rim
Communities.
Mayor Greg Christensen said the Boonah Town Cr Christensen said the Vibrant and Active Towns
Square was a key project in Council’s long- and Villages Program aimed to create more liveable
term program which supported the Community communities and, in doing so, provide the catalyst
Plan vision for the Scenic Rim as a region of for greater commercial and retail activity.
vibrant towns and villages with a sustainable and
prosperous economy. “We also intend to progress the next stage of
analysis and planning for the Beaudesert town
As part of the master plan for Boonah, the section centre renewal as the handover of Brisbane Street
of High Street between Park Street and the Council (north) to Council by the Department of Transport
building forecourt will be redeveloped into a town and Main Roads allows us to explore additional
square precinct. options to create an iconic solution,” he said.
“Last year we delivered the first of our master- Council’s Budget allocation for the Vibrant and
planned town centre precincts in Railway Street, Active Towns and Villages Program in 2018-19 also
Boonah, and this year completed the Village includes $625,000 for the Boonah Town Square
Greens project on Tamborine Mountain,” Cr project and a total of $250,000 for playgrounds at
Christensen said. Moffatt Park, Aratula, and Springleigh Park, Boonah.
“The Boonah town square precinct is the next in “Last year we completed major playground projects
a series of projects to provide the catalyst for the at Canungra, Kooralbyn and Beaudesert so these
renewal and revitalisation of our local population new play areas represent renewal from the east to
centres across the region. west of the region,” Cr Christensen said.
“We had hoped to progress this project in the 2017- “Our investment in playgrounds takes account
18 year, however we are still waiting on responses of the needs of the increasing number of families
from applications for co-funding from other levels of in our region and community expectations
government. for contemporary play structures that provide
an educational and engaging experience for
“Once again, obtaining co-funding from the State youngsters.
and Federal Government will allow us to stretch our
ratepayer dollar much further. “Upgrades to our parks and play areas add value to
our communities, not only as improved recreational
“As an example, the Tamborine Mountain Village areas for residents but also as drawcards for visitors
Greens project, for which we obtained 60 per to the Scenic Rim.”
cent of State Government funding, allowed us to
achieve a significant project for only 40 per cent of
the cost.”
22
2018-19
COMMUNITY
BUDGET REPORT
Capital plan offers insight into Council’s long-term vision
For the first time the Scenic Rim community will have an insight into Council’s long-term
planning with the inclusion of its 10-year capital program in this year’s Budget.
Mayor Greg Christensen said the program had been As project priorities may change due to
developed as a long-term planning tool for Council circumstances such as grant funding, weather
and making it available to the community reflected events or newly identified priorities, there is no
Council’s commitment to open and responsive formal commitment to any future listed projects
government in line with the shared vision of the until they have been adopted as part of an annual
Community Plan. 12-month budget.
“Over the life of this Council we have continued “In providing this tool, we urge people to note that
to explore avenues to increase transparency and it is based on structured prioritisation processes,
support better understanding within the community condition analysis and projected availability of
of the wide-ranging issues and demands that funds,” Cr Christensen said.
Council seeks to address,” he said.
“Emerging needs will also be considered on
“Making public this information about long-term an ongoing basis and these will be added for
capital planning is something that has been assessment and planning into long-term forecasts.
discussed throughout this term of Council and
we hope that the availability of these plans will be “As an example, we recognise a strong need in a
appreciated by the wider community.” number of areas for significant library upgrades but
these have not been scoped and therefore aren’t
The plans are not ‘set in concrete’ but reflect the currently in the capital plan.
prioritised plans of Council at a point in time. They
do not include projects that continue into 2018-19 “We anticipate needing to address these types of
or may not be completed by 30 June 2018 and will issues over the next 10 years.”
carry forward into the 2018-19 financial year.
23
2018-19
COMMUNITY
BUDGET REPORT
RAT ES AN D CH ARGE S
Revenue Statement Revenue Strategy

Council’s Revenue Statement for the Council’s revenue strategy for the 2018-
2018-19 financial year is contained in 19 financial year is based on the following
this document and aims to: guidelines relating to rates and charges.
Council’s rates and charges include:
• Assist the community to better
understand the relationship between • Differential general rates; there are a
Council’s strategic plans for the number of differential general rates
community, its Budget and its rates and minimum general rates, which are
and charges structure; set based on land usage and other
relevant factors.
• Reflect Council’s consideration of
consistency and comparability in • Separate rates and charges; there
the imposition of rates on various is a separate charge for Community
sectors of the community, including Infrastructure.
residential, business and rural
ratepayers; and • Utility charges; there are two utility
charges for Waste Disposal and
• Provide clear information around Refuse Collection.
rate setting thereby gaining greater
community understanding of the • Special rates and charges; there is
issues. a special charge for Rural Fire Levy,
which is remitted in full to local
The Revenue Statement is developed brigades, thus not captured above.
in accordance with Council’s Revenue
Policy, which sets out the principles used
by Council in setting rates and charges.
The total revenue of $53.3 million to be

generated in 2018-19 through net rates
and charges is summarised below.
Net Rates and Charges
Utility Charges
$6.3M
Separate Charges General Rates

$6.0M $41.0M
24
2018-19
COMMUNITY
BUDGET REPORT
General Rates Charges

For the 2018-19 financial year, Council In the 2018-19 financial year, Council
will increase the minimum general rate will levy the following charges:
by 2.1 per cent for residential principal • Community Infrastructure Charge
place of residence properties. The • Rural Fire Levy
following table provides a comparison of • Waste Disposal Charge
the general rates proposed for 2018-19, • Refuse Collection Charge.
based on the minimum general rate for
a residential principal place of residence In addition to the above, Council will
ratepayer in the Scenic Rim region levy charges on behalf of the State
compared to the previous year: Government for the Emergency
Management Levy. The Emergency
2017-18 2018-19 $ increase % increase Management Levy and the Rural Fire
Levy are both remitted to the relevant
Minimum $1,178 $1,203 $25 2.1%
General Rates agencies to provide the required funding
per year to carry out these services.
Minimum $22.65 $23.13 $0.48 2.1%
General Rates The Community Infrastructure Charge
per week is used to fund either all or part of the
costs associated with road and bridge
infrastructure maintenance.
For residential principal place of residence
properties not on the minimum general The Waste Disposal Charge is used to
rate (rate-in-the-dollar assessments), fund recurrent and capital expenditure
the average rate increase will be 2.5 per and administration costs associated with
cent. Individual rating outcomes will vary the ongoing operation, maintenance and
in 2018-19 as the region received a land upgrade of Council’s waste management
valuation in 2018. facilities. This charge will not apply to
properties that already incur the refuse
For comparative purposes, the Consumer collection service.
Price Index (CPI) nationally for the March
Quarter 2018 was 1.9 per cent. The Refuse Collection Charge is used to
fund the cost of domestic and commercial
Council is continuing with its previously waste collection and associated waste
established policy on differential rates disposal costs.
for residential non-principal place of
residence properties. In line with industry
averages, Council will set the differential Discount
between residential principal place of Council will continue to offer a discount
residence and residential non-principal of five per cent on general rates only in
place of residence at 25 per cent in 2018-19.
2018-19.
25
2018-19
COMMUNITY
BUDGET REPORT
Land Valuations Rating Environment

In accordance with the Land Valuation Council’s rates and charges are set
Act 2010 Council receives land each year with regard to a number of
valuations and these valuations apply factors including the cost of providing
for rating purposes. A land valuation services, capital works and service level
occurred in 2018 for the Scenic Rim expectations by the community.
and some large valuation increases
were experienced in some locations, Council also considers statistical
particularly Tamborine Mountain. indicators such as the Consumer
Price Index and the Queensland Local
To mitigate the impact of substantial Government Index, which is prepared
changes in land valuation, Council has by the Local Government Association of
applied land valuation averaging over Queensland.
three financial years to determine the
value of rateable land for the 2018-19 Council aims to keep the increase in
financial year. rates to a minimum to lessen any impact
on ratepayers, but at the same time
The mix of rateable properties that makes generate sufficient income to provide
up the Scenic Rim region includes: adequate levels of service and achieve
community objectives.
Residential principal Scenic Rim’s relatively low population

place of residence 59% density means that it has a lower rate
base than city-based regions from
Residential non-principal which to raise revenues to maintain
place of residence 24% infrastructure and provide services.
Rural 11%
Commercial and industrial 6%
26
2018-19
COMMUNITY
BUDGET REPORT
OPERATIN G BU DGE T
This section provides an analysis of the planned recurrent or

operating expenditure budget for the 2018-19 financial year
and the sources of funding for the budget.
Recurrent Revenue
Recurrent revenue of $75 million budgeted for in 2018-19
is summarised below by major categories.
Other revenue, Operating grants and

$3.0M, 4% subsidies, $3.8M, 5%
Share of profit from

associate, $2.2M, 3%
Recoverable works,
$5.3M, 7%
Interest received,
$2.0M, 3%
Fees and charges,

$5.1M, 7%
Net rates and utility

charges, $53.3M, 71%
27
2018-19
COMMUNITY
BUDGET REPORT
Recurrent Expenditure
Recurrent expenditure of $70 million budgeted for in 2018-19
Depreciation and
amortisation,
$16.7M, 24% Net employee
expenses,
$29.3M, 41%
Finance costs,
$1.3M, 2%
Materials and services,

$23.1M, 33%
Operating Position
The operating surplus or deficit for the The Queensland Audit Office’s report
year is a measure of Council’s financial to Parliament on the results of local
performance. This figure is determined government audits for the 2016-17
by deducting total recurrent expenditure financial year rated Scenic Rim Regional
from total recurrent revenue. Council as having a lower risk of financial
sustainability concerns. A key factor in
The State Government’s key this assessment is that Council budgets
performance indicators require councils for an operating surplus and not an
to maintain an operating surplus ratio of operating deficit.
between zero and 10 per cent to ensure
financial sustainability. While an operating surplus is generated,
Council does not retain these funds.
Council’s operating position from Any surplus funding that is generated
the 2018-19 budget of $4.4 million over and above the level of recurrent
produces an operating surplus ratio of expenditure is used to fund capital
+5.8 per cent. expenditure and repay loans.
28
2018-19
COMMUNITY
BUDGET REPORT
C A PITAL BU DGE T
This section provides an analysis of the planned capital

expenditure budget for the 2018-19 financial year and the
sources of funding for the budget.
Capital Funding
Capital funding of $60 million budgeted The value of depreciation and the
for in 2018-19 is summarised below by operating surplus, less share of profit
major category. from associate shown in the Statement
of Comprehensive Income, are also used
to fund capital expenditure.
Natural Disaster Relief and Capital grants and

Recovery Arrangements, subsidies, $7.5M, 12%
$25.0M, 41%
Developer contributions,
$2.2M, 4%
Borrowings,
$4.7M, 8%
Asset sales,
$1.0M, 2%
Dividends from
associate, $1.3M, 2%
Funding from Statement

of Comprehensive Income
(Operating Surplus +
Depreciation - Share of Profit
from Associate), $18.8M, 31%
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2018-19
COMMUNITY
BUDGET REPORT
Capital Expenditure
Capital expenditure of $60 million budgeted for in 2018-19
Natural Disaster Relief and

Recovery Arrangements, Roads,
$25.0M, 42% $11.3M, 19%
Bridges,
$12.9M, 21%
Loan
repayments,
Drainage,
$1.2M, 2%
$0.5M, 1%
Other projects,
$0.5M, 1%
Footpaths,
Fleet,
$0.9M, 1%
$3.6M, 6%
Waste Council facilities,
management, $2.2M, 4%
$1.8M, 3%
30
2018-19
COMMUNITY
BUDGET REPORT
Scenic Rim Regional Council manages • decision makers and the community
its business based on a comprehensive understand the whole-of-life costs
financial strategy and, in addition, calls associated with infrastructure and
for a total asset management approach service delivery; and
to be undertaken in relation to the
• Council is appropriately positioned
management of Council’s assets.
to negotiate with the Queensland
Council is committed to developing its and Commonwealth Government on
asset management strategies to ensure funding opportunities.
that decisions regarding its long-lived
Council’s asset management strategies
assets are made on the best information
place significant emphasis on costs
available.
associated with replacing and renewing
Council is the custodian of community existing infrastructure and, where
assets and infrastructure, including land, required, contain plans for new capital
which have a gross value of $866 million. expenditure to meet the needs of a
growing population.
A strategic approach to asset
management, together with strong In accordance with Council’s strategies,
financial governance, are essential to the 2018-19 capital works program
ensure: consists largely of renewal capital works
where Council intends to spend $48.6
• that we deliver high levels of million on renewal works, and $10.0
community satisfaction; million on new works including $25.0
million under the Natural Disaster Relief
• revenue generation is based on
and Recovery Arrangements on road and
required service delivery outcomes;
bridge restoration and betterment works.
• responsible stewardship;
• that we do not leave an inappropriate
liability for future generations;
31
2018-19
COMMUNITY
BUDGET REPORT
T EN YEA R CAP ITAL P ROGRAM

2018-19 TO 2 0 2 7 -2 8
Disclaimer: The 10-year capital program has been developed as a long term planning
tool for Scenic Rim Regional Council (Council) and lists possible projects as prioritised
at the time of development. The program does not contain projects that may not be
completed by 30 June 2018 and carried forward into the 2018-19 financial year. Capital
project priorities may change over the period of the program. Council does not provide
a formal commitment to a specific project until it is adopted as part of an annual budget.
Only year one of the program has been adopted by Council and as such, there is no
formal commitment by Council for projects listed in years two -10 and this should not
be relied upon as these priorities may change. Council is not liable for any use of, or
decisions made by members of the public based on the information in the program. For
clarity, priorities may and can change each year for many reasons including the following:
• Additional studies are constantly being undertaking adding further necessary

projects to the current program e.g. stormwater
• Storm and rain events
• Funds available and community feedback
• Grant funding opportunities
• Demands on services and condition assessments
• Renewal focussed program and technology improvements.
32
10 Year Capital Works Program 2018/19 to 2027/28
Project Asset Group / Location 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
• Represents potential forecast works for this project

ROADS
Design Design $345,000 • • • • • • • • •
Beechmont Road (Upper Coomera Road to Coomera River) LRRS Roads $1,010,000
Kooralbyn Road (Seal Change to Kooralbyn Drive) LRRS Roads $350,000
Beechmont Road (Coomera River to Seal Change) LRRS Roads •
Beechmont Road (Seal Change to Tucker Lane) LRRS Roads •
Kerry Road (Duck Creek Road to Duck Creek Bridge) LRRS Roads •
Kerry Road (Ch19,960 to Duck Creek Road) LRRS Roads •
Kerry Road (Seal Change to Spring Creek Bridge) LRRS Roads •
Christmas Creek Road (Seal Change to Fedamore Road) LRRS Roads •
Kerry Road (Brolga Road to Seal Change) LRRS Roads •
Kerry Road (Spring Creek Bridge to Pave Change) LRRS Roads •
Kerry Road (Seal Change to Nindooinbah House Road) LRRS Roads • •
Kerry Road (Width Change to Ward Bridge) LRRS Roads •
Christmas Creek Road (Jim Brown Bridge to Rudd Lane) LRRS Roads •
Kerry Road (Newman Bridge to Keaveney Bridge LRRS Roads •
Kerry Road (Ward Bridge to Newman Bridge) LRRS Roads • •
Christmas Creek Road (Rudd Lane to Seal Change) LRRS Roads •
Christmas Creek Road (Seal Change to Jim Brown Bridge) LRRS Roads •
Minor Works less than $100,000 Minor Works $416,000 • • • • • • • • •
NDRRA Restoration Works NDRRA $14,954,000
NDRRA Betterment Works NDRRA $10,047,000
Teviotville Road (Ch95 to Ch1880) Rehabilitation $1,390,000
Sugarloaf Road (Cunningham Highway 0 to Ch1330) Rehabilitation $1,250,000
Kooralbyn Road (Ch6,151 to Ch6,977) Rehabilitation •
Teviotville Road (Ch3850 to 4430) Rehabilitation •
Christmas Creek Road (Ch8,374 to Ch9,535) Rehabilitation • •
Kooralbyn Road (Ch3,868 to Ch4,901) Rehabilitation •
Tamrookum Creek Road (Mt Lindesay Highway to Culvert) Rehabilitation •
Tamrookum Creek Road (Culvert to Seal Change) Rehabilitation •
Tamrookum Creek Road (Seal Change to End Seal) Rehabilitation •
Oaky Creek Road (Ch2,446 to George Lane) Rehabilitation •
Kerry Road (Seal Change to Brolga Road) Rehabilitation •
Boyland Road (Four Mile Lane to Ch2,918) Rehabilitation •
Kooralbyn Road (Change to Hodgson Road) Rehabilitation •
Kerry Road (Ch18,349 to Ch19,198) Rehabilitation •
Middle Road (Ch12,305 to Ch12,805) Rehabilitation •
Kerry Road (Seal Change to Nindooinbah Estate Road) Rehabilitation •
Kerry Road (Nindooinbah House Road to Seal Change) Rehabilitation •
Reseals Reseals $2,028,000 • • • • • • • • •
Resheeting Resheeting $1,689,000 • • • • • • • • •
Kilmoylar Road (Undullah Road to Teviot Brook) Rural Roads $2,250,000
33
34

Brookland Road (Change to Barnes Road) Rural Roads •
Wilsons Plains Road (Ch4,424 to Ch6,251) Rural Roads •
Upper Coomera Road (Jerome Bridge to Flying Fox Road) Rural Roads •
Allan Creek Road (Mt Lindesay Highway to Bromelton House Road) Rural Roads •
Veresdale Scrub School Road (Freeman Road to Veresdale Scrub Road) Rural Roads • •
Veresdale Scrub Road (Veresdale Scrub School Road to Change) Rural Roads •
Veresdale Scrub Road (Ch6,251 to Barnes Rd) Rural Roads •
Veresdale Scrub Road (Ch5,743 to Ch6,251) Rural Roads •
Brookland Road (Barnes Road to Change) Rural Roads • •
Dwyer Ridges Road (Seal Change to Titmarsh Road) Rural Roads • •
Brookland Road (Allan Creek Road to Change) Rural Roads • •
Shoulder Resheeting Shoulder Resheeting $524,000 • • • • • • • • •
Edward Street (Ch0 to 185) SRRC Streets •
Meier Street (Ch0 to Ch298) SRRC Streets •
Tilley Street (Ch0 to Ch130) SRRC Streets •
Cedar Drive (Ch0 to Ch485) SRRC Streets •
Hayes Street (Ch0 to Ch90) SRRC Streets •
Beacon Road (Ch186 to Ch1121) SRRC Streets •
Orchid Drive SRRC Streets •
Alpine Terrace (Ch262 to Ch941) SRRC Streets •
Long Road (Ch899 to Ch2031) SRRC Streets • •
Jane Street (Ch0 to Ch480) SRRC Streets •
Peak Crossing Churchbank Weir Road (Ch0 to Ch290) SRRC Streets •
Wongawallen Road (Ch92 to Ch706) SRRC Streets •
James Street (Ch0 to Ch338) SRRC Streets •
Boundary Street SRRC Streets •
Enterprise Drive (North/Ch0 to Ch222) SRRC Streets •
Long Road (Ch0 to Ch899) SRRC Streets •
Enterprise Drive (South/Ch0 to Ch740) SRRC Streets •
Beacon Road (Ch1965 to Ch2440) SRRC Streets •
Total Roads $36,253,000


DRAINAGE
Massey Street /Eaglesfield Street Beaudesert •
Kerry Hills Estate Beaudesert •
Albert Street / Mitchell Street Beaudesert • •
McInnes Court Beechmont •
Milford Road / Grace Street Boonah $110,000
McLauchlan Street Boonah •
Macquarie Street, Boonah Boonah •
Grace Street Boonah •
Jerome Street Canungra •
Moffat Street / Wiss Street Kalbar •
Kinabalu Parade (77) Tamborine Mountain $130,000
Freemont Drive (81 - 87) Tamborine Mountain $120,000
Wongawallen Road (9) Tamborine Mountain •
Corypha Court (31 & 34) Tamborine Mountain •
Caryota Court / Licuala Drive Tamborine Mountain •
Alpine Terrace (150) Tamborine Mountain •
Kootenai Drive (3) Tamborine Mountain •
Boise Court / Winema Drive Tamborine Mountain •
Coomera Gorge Drive (20 & 66) Tamborine Mountain •
Lahey Road (70 & 44) Tamborine Mountain •
Griffith Street (25/27) Tamborine Mountain •
Tambora Court Tamborine Mountain •
Chalmette Drive Tamborine Mountain • •
Minor Works Various $160,000 • • • • • • • • •
Total Drainage $520,000
35
36

FOOTPATHS
Cunningham Highway Aratula $120,000
Elizabeth Street Aratula •
Elizabeth Street Aratula •
Cunningham Highway Aratula •
Albert Street (TMR) Beaudesert $440,000
Beaudesert-Nerang Road Beaudesert $203,000
Brookland Drive Beaudesert $45,000
Telemon Street Beaudesert •
James Street Beaudesert •
Brookland Drive Beaudesert •
Birnam Street Beaudesert •
Brisbane Street Beaudesert •
William Street Beaudesert •
Anna Street Beaudesert •
Beechmont Road Beechmont • •
Beechmont Road Beechmont • •
Highbury Street Boonah •
Milford Road Boonah •
Elizabeth Terrace Boonah •
Melbourne Street Boonah •
Yeates Avenue Boonah •
McLauchlan Street East Boonah •
Boonah-Rathdowney Road Boonah •
Church Street Boonah •
Mt French Road Boonah •
Melbourne Street Boonah •
Park Street Boonah •
Coronation Drive Boonah •
Leonard Street Boonah •
Church Street Boonah •
Golf Avenue Boonah •
Pine Street Canungra •
Christie Street Canungra •
Kidston Street Canungra •
Kidston Street (TMR) Canungra •
Eagle Street Harrisville •
Queen Street Harrisville •

Edward Street kalbar •
George Street Kalbar •
George Street (TMR) Kalbar •
Fassifern Street Peak Crossing •
Ipswich Boonah Road Peak Crossing •
Ipswich-Boonah Road Peak Crossing •
School Road Tamborine Mountain $117,000
Holt Road Tamborine Mountain •
Alpine Terrace Tamborine Mountain •
Prospect Street Tamborine Mountain •
Main Western Road Tamborine Mountain •
Fern Street Tamborine Mountain •
Wongawallen Road Tamborine Mountain • •
Siganto Street Tamborine Mountain •
Long Road South Tamborine Mountain • •
Beacon Road Tamborine Mountain •
Total Footpaths $925,000
37
38

BRIDGES
Rowe Bridge, Rowe Road Bridge Rehabilitation $100,000
Spring Creek Bridge, Kerry Road Bridge Rehabilitation $200,000
Round Mountain Bridge, Round Mountain Road Bridge Rehabilitation $130,000
Krugers Bridge, Kruger Road Bridge Rehabilitation $120,000
Shay Place (culvert) Bridge Rehabilitation $100,000
Minor Bridge Rehabilitation Bridge Rehabilitation $450,000 • • • • • • • • •
Major Culvert & Floodway Bridge Rehabilitation $362,000 • • • • • • • • •
Josesphville Bridge, Josesphville Road Bridge Replacements $2,435,300
Cavell Bridge, Boyland Road Bridge Replacements $914,300
S Todd Bridge, Sandy Creek Road Bridge Replacements $3,366,200
Brookland Bridge, Undullah Road Bridge Replacements $599,700
Ferguson Reserve Bridge Replacements $557,600
Sharp Bridge Replacements $1,245,300
Back Creek Bridge Replacements $1,702,100
Botan Creek Bridge Replacements $574,800
Bridge Rehabilitation subject to annual Bridge Monitoring Program Bridge Rehabilitation • • • • • • • • •
Ainsworth Bridge, Innisplain Rd Bridge Replacements •
Freeman Bridge, Veresdale Scrub School Road Bridge Replacements •
Hinchcliffe Bridge, Hinchcliffe Drive Bridge Replacements •
Flying Fox Bridge, Upper Coomera Road Bridge Replacements •
Teese (Boundary Bridge), Veresdale Scrub School Rd Bridge Replacements •
Heck (Boundary Bridge), Wild Pigg Creek Road Bridge Replacements •
Waters Bridge, Tamrookum Church Rd Bridge Replacements •
Taylor Bridge, Christmas Creek Road Bridge Replacements •
Five Mile Bridge, Tarome Road Bridge Replacements •
Keaveny Bridge, Kerry Road Bridge Replacements •
Rowe Bridge, Rowe Road Bridge Replacements •
Kengoon Bridge, Kengoon Road Bridge Replacements •
Storey Bridge, Flagstone Creek Road Bridge Replacements •
The Stan Martin Bridge, Oaky Creek Road Bridge Replacements •
Total Bridges $12,857,300


COUNCIL FACILITIES
Major Council Facility - Beaudesert Administration Building
Lighting Upgrade - Building Compliance And Energy Saving Initiative Beaudesert Administration Building $30,000 • • •
Paint Exterior Of Building Beaudesert Administration Building •
Replace Front Counter And Floor Coverings Beaudesert Administration Building •
Replace Carpet Tiles Beaudesert Administration Building •
Air Conditioning - Replace Remaining Original Controllers For Air Con System Beaudesert Administration Building $45,000
Upgrade Air Conditioner Unit For Customer Service And Call Centre Beaudesert Administration Building $32,000
Level 4 Air Conditioning - Replace Flexiduct Beaudesert Administration Building $12,000
Replace Failing Vav 2-1 On Level 5 Beaudesert Administration Building $11,000
Electricity Monitoring Infrastructure For Admin And The Centre Beaudesert Administration Building $20,000
Major Council Facility - Boonah Administration Building
Air Conditioning Upgrade - Stage 2 Boonah Administration Building •
Replace Roof Sheeting And Box Gutter Boonah Administration Building •
Major Council Facility - Boonah Cultural Centre
Teviot Room - Provide Auditorium Clip Together Seating Boonah Cultural Centre •
Upgrade Stage Lighting Boonah Cultural Centre •
Replace Carpet In The Auditorium Boonah Cultural Centre •
Teviot Room - Replace Carpet Boonah Cultural Centre •
Install Double Roller Blinds To The High St Side Of The Auditorium Boonah Cultural Centre •
Replace Air-Conditioning Units Boonah Cultural Centre •
Teviot Room - Install New Fire Retardant Commercial Curtains Boonah Cultural Centre •
Replacement And Relocation of Cold Room Refrigeration Units Boonah Cultural Centre $26,000
Upgrade Auditorium Lights Boonah Cultural Centre $15,000
Major Council Facility - The Centre Beaudesert
Replace Roof Sheeting On The Fly Tower The Centre Beaudesert •
Upgrade Stage Lighting The Centre Beaudesert $25,000
Major Council Facility - Jim Newton Building
Replace Roof Sheeting. Install New Roof Insulation. Install New Flashing Above Jim Newton Building •
Upgrade Air Conditioning To Old Survey Area Jim Newton Building •
Community Buildings
Upgrade Building / Cafe to Class 6 to Satisfy Planning And Building Beechmont Headmasters House $80,000
Requirements
Replace Degraded Concrete Footpaths Beechmont Community Centre •
Floor Fitout Boonah VIC •
Paint Exterior Of Building - Boonah Bandhall Boonah Bandhall •
Replace Exterior Toilet Building Boonah Bandhall •
Exterior And Interior Painting. New Floor Coverings - Brabazon Road Brabazon Road •
New Floor Coverings At The CWA Hall Harrisville CWA Hall •
Restump Building Kalbar Civic Centre •
New Floor Coverings And Screens Kalbar Civic Centre •
Construct New Toilet Kalbar Civic Centre •
39
40

Upgrade Kitchen - Tamborine Memorial Hall Tamborine Memorial Hall •
New Roof Sheeting And Insulation - Little School Building Tamborine Memorial Old School •
Paint Exterior Of Building Tamborine Memorial Old School •
Paint Exterior Of Building Vonda Youngman Community
Centre •
Upgrade Kitchen Vonda Youngman Community
Centre •
Stage Fit Out Vonda Youngman Community
Centre • •
Rigging Audit And Design For New Rigging And Curtains Vonda Youngman Community $16,000
Centre
Design And Install Acoustic Panels For Meeting Rooms Vonda Youngman Community $15,000
Centre
Install Swipe Card Access Vonda Youngman Community $11,000
Centre
Libraries
Replace Air-Conditioning Unit - Beaudesert Library Beaudesert •
Replace Floor Coverings Tamborine Mt •
Replace Book Shelving Library - All • •
Swimming Pools
Replace Shade Structures Located On Western Side Of The Pool Beaudesert Pool •
Shade Structure At Starter Block End Beaudesert Pool •
Replace Sand Filter Tank And Associated Pipe Work. Install Roof Cover Over Beaudesert Pool
New Fibreglass Filter Tanks •
Lighting Upgrade Beaudesert Pool •
Replace Roof Sheeting And Solar Tubing Beaudesert Pool $50,000
Roof Access Safety Beaudesert Pool $20,000
Upgrade Grandstand Structure, Roof Covering and Shade Cloth Walls Tamborine Mt Pool •
Replace Sand Filter Tank and Associated Pipe Work. Install Roof Cover Over Tamborine Mt Pool
New Fibreglass Filter Tanks •
Shade Structure At Starter Block End Tamborine Mt Pool $35,000
Replace Wall Tiles In The Change Rooms Tamborine Mt Pool $12,000
Removable Pool Stairs Tamborine Mt Pool $11,000
Cemeteries
New Toilet Block Beaudesert •
Replace Shelter Shed Beaudesert •
Upgrade Columbarium Beaudesert •
Beaudesert Cemetery Master Plan Beaudesert •
New Internal Road & Carpark Boonah $150,000
New Shelter Shed/Gazebo Boonah •
Replace Existing Toilet Block Boonah •
Replace Existing Shelter Shed Canungra •

Upgrade Car Parking Canungra •
New Access Road (Stage 1) Kalbar •
New Access Road (Stage 2) Kalbar •
Replace Shelter Kalbar •
Additional Columbarium Tamborine Mountain •
New Cemetery (Stage 1) Tamborine Mountain •
Bollard Fencing Wonglepong •
Cemetery Seating Renewal Program All • • •
Reseal/Seal Cemetery Roads All • • • •
Camping Reserves
Clean And Paint Roof On Managers House • •
Campers Shower Block. Replace Underground Service Room Drainage Pipes.
Replace Concrete Floor. •
Install New Effluent Pump Well •
Install Sediment Filter With Back Wash Capability On The Water Supply Line •
Progressively Replace 6 Picnic Tables •
Beaudesert Nursery
Extend The Birnam Nursery Compound Fence. Gravel And Construct A New Beaudesert Nursery
Entry Road. •
New Shade House & Propagation Shed Roofs - Beaudesert Nursery Beaudesert Nursery •
Parks
Apex Park - New Garden Beds Park - Apex Park •
Beaudesert War Memorial Refurbishment Park - Beaudesert War Memorial •
Boomerang Lagoon Park - Fencing Park - Boomerang Lagoon •
Collins Park - Garden Landscape (Stage 1) Park - Collins Park •
Collins Park - Garden Landscape (Stage 1) Park - Collins Park •
Coronation Park - Drainage, Footpaths, Roofing Park - Coronation Park •
Construct New Toilet Park - Coronation Park - Public •
Cunningham Lookout - Parking & Fencing Park - Cunningham Lookout $45,000
Refurbishment Of The Memorial DJ Smith Park $50,000
New Bbq Shelter And Underground Electrical DJ Smith Park $20,000
Replace 3 X Park Lighting Poles And Lights. Upgrade Underground Electrical DJ Smith Park $15,000
Relocate Wagon & Install New Covering Structure DJ Smith Park •
Renew Fencing DJ Smith Park $30,000
Renewal Fencing Engelsberg Park •
Fencing Fassifern Reserve •
Pioneer Graves Preservation And Restoration Fassifern Reserve •
Upgrade Gravel Roads Flanagan Reserve •
New Fencing Fred Bucholz Park •
Construct New Toilet Geissmann Oval •
Refurbish The Interior Of The Toilet Graceleigh Park $25,000
Refurbish The Toilet Hanggliders Park $12,000
41
42

Fence And Garden Upgrade Harrisville Lions Rotary Park •
Install New Effluent Disposal Area For The 3 Septic Systems Harrisville Memorial Park •
Rail Corridor Upgrade Stage 1 Helen Street Parklands •
Construct New Toilet J M Sharp Memorial Park •
Jf Burnett Park - Fencing JF Burnett Park •
Shade Structure Upgrades Jubilee Park •
Car Park Extension Jubilee Park •
New Line Marking Carpark Jubilee Park •
Redesign Garden Jubilee Park •
Renew Front Gardens Jubilee Park •
Kingsley Drive - Old Saleyard - Bollards To Frontage Kingsley Drive - Old Saleyard $27,000
Renewal Access Road Lions Bicentennial Park •
Replace Bollard Fencing Lions Park - Tamborine Mt $30,000
Middle Park Middle Park •
New Carparking (Stage 1) Middle Park •
New Carparking (Stage 2) Middle Park •
Touch Tag Upgrade Moriarty Park & Geissman Oval $12,000
Car Park: Layout Design, Extension Of Asphalt Geissmann Oval •
Fence Upgrade And Extension Geissmann Oval $48,000
Access Road (Stage 1) Rathdowney Memorial Grounds •
Upgrade Of The Aqua Nova Effluent Area Rathdowney Memorial Grounds $80,000
Construct New Toilet Rosser Park •
Replacement Deteriorated Timber Fence Rosin Lookout •
Grandstand - Design New Seating Frame Selwyn Park •
Grandstand - Replace Timber Seating Frame And Seating Boards Selwyn Park •
Construct New Toilet Selwyn Park •
New Fencing Staffsmith Park •
Construct New Toilet Staffsmith Park •
Upgrade Bollards And Drainage Tamborine Heights Park (Justin's
Lookout) •
Upgrade Tennis Court Lights Tamborine Memorial Park •
Tamborine Mountain Botanic Gardens Capital Support Tamborine Mountain Botanic $30,000
Gardens
• • • • • • • • •
Replace Effluent Tanks. Bitumen Repairs Required Tamborine Mountain Botanical
Gardens •
Drainage Upgrade Tamborine Mountain Sports
Complex •
Dam Edge Stabilisation And Planting Toby Slater Park •
Access And Car Parking (Stage 1) Youngman Family Park •
Access And Car Parking (Stage 2) Youngman Family Park •

Electric Bbq Replacement Program Region Wide $12,000 • •
Picnic Shelter Replacement Region Wide $65,000 • • • • • • • •
Shade Structures At Various Playgrounds Region Wide $35,000 • • • • • •
Wood Burning Bbq Replacement Region Wide • • •
Other Works
Town Bypass Entry - Reshaping And Turfing Beaudesert $11,500
Beaudesert Town Entries - New Annual Beds Beaudesert • •
Beaudesert Township - Northern Entry (Stage 3) Beaudesert $35,000
Beaudesert Township - Northern Entry (Stage 4) Beaudesert •
Fire Extinguisher Replacements $20,000
Maroon TV - Decommission Tower $30,000
Meter Box Locks $15,000
Public Lighting $15,000
Security Improvement Program • • • •
Property And Light Pole Replacement $20,000 • •
TOTAL COUNCIL FACILITIES $1,298,500
VIBRANT & ACTIVE TOWNS & VILLAGES

Playground Upgrade Park - Aratula $200,000
Playground Upgrade Springleigh Park $50,000
Playground Upgrade Outyears Region Wide • • • • • • • • •
Boonah Town Square Boonah $625,000 •
Beaudesert Gateway Project Stage 1 Beaudesert •
Beaudesert Gateway Project Stage 2 Beaudesert •
Beaudesert Library Beaudesert •
Beaudesert Town Square Project Stage 1 Beaudesert •
William Street Improvements Beaudesert •
Carpark To Rear Of High Street Shops Boonah •
Re-Organisation Of Carpark To Maximise Parking Spaces Boonah Administration Building •
Main Street East - Lower Streetscape Tamborine Mountain •
Main Street East - Upper Streetscape Tamborine Mountain •
Northern Green Tamborine Mountain •
Tamborine Mountain Town Square (Partial) Tamborine Mountain •
Western Main Street Tamborine Mountain •
TOTAL VIBRANT & ACTIVE TOWNS & VILLAGES $875,000
43
44

WASTE MANAGEMENT
Central - New Landfill Cell & Capping (Construction) Central Landfill $1,700,000 •
Evaporative Technology (Leachate Management) Central Landfill • • •
Landfill Lids (4) Central Landfill $80,000 •
Closed Landfill Additional Monitoring Bores Central Landfill $40,000 • •
Central - New Monitoring Bores Central Landfill • •
Central - New Landfill Cell (Design) Central Landfill • •
Leachate Collection System Upgrade And New Collection Dam Central Landfill • •
Street Litter Bins Central Landfill •
Renew Internal Roadworks Peak Crossing $20,000
Upgrade Amenities Peak Crossing •
Upgrade Computer Bromelton • •
Central - Dallas Card System Bromelton • •
Truck Turning Areas Various • • •
New Litter Fences Bromelton • •
60M³ Roro Bins (Additional) Bromelton • •
Keycard Entry System Bromelton • •
TOTAL WASTE MANAGEMENT $1,840,000
FLEET
Machinery, Plant and Vehicle Replacement Fleet $3,566,000 • • • • • • • • •
TOTAL FLEET $3,566,000
OTHER PROJECTS
Library Books & Resources $249,000 • • • • • • • • •
Story Marker Project $102,000 • • • • • • • • •
Sport & Recreation Capital Works Funding $100,000 • • • • • • • • •
TOTAL OTHER PROJECTS $451,000
TOTAL CAPITAL WORKS PROGRAM $58,585,800

2018-19
COMMUNITY
BUDGET REPORT
BUD GETE D FIN AN CIAL

STAT EME N TS 2 0 1 8 -1 9
Budgeted financial statements for

2018-19 on the following pages are:
Budgeted Statement
of Cash Flows
Budgeted Statement of This statement summarises the actual
Comprehensive Income flows of cash for a period and explains
the change in the cash balance held from
This statement outlines: the start of the period through to the end
• All sources of Council’s income of the reporting period. This shows where
(revenue) Council received its cash from and then
what it spent it on.
• All recurrent expenditure. These
expenses relate to operations and
do not include capital expenditure
Budgeted Statement
although depreciation of assets is of Changes in Equity
included.
This statement summarises the change
The Net Result for the year is a measure in Council’s real worth throughout the
of Council’s financial performance. This financial year. Council’s net worth can
figure is determined by deducting total change as a result of:
recurrent expenditure from total income.
• The net result as recorded in the
Statement of Comprehensive Income;
Budgeted Statement or
of Financial Position • An increase or decrease in the net
This statement outlines what Council value of non-current assets resulting
owns (assets) and what it owes from a revaluation of those assets.
(liabilities) at a point in time.
Council’s net worth is determined by

deducting total liabilities from total
assets – the larger the net equity, the
stronger the financial position.
45
Scenic Rim Regional Council
Budgeted Financial Statements
STATEMENT OF COMPREHENSIVE INCOME
Revised
Budget Budget Forecast Forecast
2017/18 2018/19 2019/20 2020/21
$'000 $'000 $'000 $'000
Income
Revenue
Recurrent Revenue
Gross Rates & Utility Charges 52,052 55,070 57,573 60,190
Discounts & Pensioner Remissions -1,673 -1,758 -1,838 -1,921
Fees & Charges 5,071 5,116 5,349 5,592
Interest Received 2,222 2,010 1,903 1,879
Sales of Contract & Recoverable Works 6,019 5,271 5,443 5,621
Share of Profit from Associate 2,123 2,216 2,223 2,228
Other Revenue 3,109 3,003 3,063 3,151
Operating Grants, Subsidies, Contributions &
Donations 2,783 3,762 3,834 3,906
Total Recurrent Revenue 71,705 74,690 77,550 80,645
Capital Revenue
Capital Grants, Subsidies, Contributions &
Donations 32,331 32,467 1,662 8,628
Contributions from Developers 2,137 2,180 2,224 2,268
Total Capital Revenue 34,468 34,647 3,886 10,896
Total Revenue 106,173 109,337 81,436 91,541
Total Income 106,173 109,337 81,436 91,541
Expenses
Recurrent Expenses
Employee Expenses 27,971 29,347 30,383 31,455
Materials & Services 25,057 23,051 23,605 24,438
Finance Costs 1,156 1,268 1,319 1,308
Depreciation & Amortisation 16,022 16,663 17,330 18,023
Total Recurrent Expenses 70,206 70,329 72,635 75,224
Total Expenses 70,206 70,329 72,635 75,224
Net Result 35,967 39,008 8,800 16,317
Operating Revenue (Recurrent Revenue) 71,705 74,690 77,550 80,645

Operating Expenses (Recurrent Expenses) 70,206 70,329 72,635 75,224
Operating Result (Recurrent Result) 1,499 4,361 4,914 5,421
The forecast total increase in net rates and utility charges revenue (including growth
allowance) between 2017/18 and 2018/19 is 5.8%
46
STATEMENT OF FINANCIAL POSITION
Revised
2017/18 2018/19 2019/20 2020/21
$'000 $'000 $'000 $'000
ASSETS
Current Assets
Cash & Cash Equivalents 17,595 18,243 18,623 20,068
Trade & Other Receivables 5,563 5,563 5,563 5,563
Inventories 900 900 900 900
Other Assets 690 690 690 690
Total Current Assets 24,748 25,396 25,776 27,221
Non-Current Assets
Trade & Other Receivables 14,676 14,676 14,676 14,676
Property, Plant & Equipment 761,919 818,112 841,923 874,030
Investment in Associate 35,200 36,116 37,019 37,930
Total Non-Current Assets 811,795 868,904 893,618 926,636
TOTAL ASSETS 836,543 894,300 919,394 953,857
LIABILITIES
Current Liabilities
Trade & Other Payables 4,435 4,435 4,435 4,435
Borrowings 1,186 1,569 1,693 1,873
Employee Benefits 9,180 9,180 9,180 9,180
Total Current Liabilities 14,801 15,184 15,308 15,488
Non-Current Liabilities
Borrowings 22,031 25,159 24,966 26,094
Employee Benefits 600 600 600 600
Provisions 986 986 986 986
Total Non-Current Liabilities 23,617 26,745 26,552 27,680
TOTAL LIABILITIES 38,418 41,929 41,860 43,168
Net Assets 798,125 852,371 877,534 910,689
EQUITY
Asset Revaluation Surplus 200,127 215,365 231,727 248,565
Accumulated Surplus 597,998 637,006 645,807 662,124
Total Equity 798,125 852,371 877,534 910,689
47
STATEMENT OF CASH FLOWS
Revised
2017/18 2018/19 2019/20 2020/21
$'000 $'000 $'000 $'000
Cash Flows from Operating Activities
Receipts from Customers 70,677 66,702 69,590 72,632

Payments to Suppliers and Employees -53,584 -52,551 -54,143 -56,052
17,093 14,151 15,447 16,580
Receipts:
Interest Received 2,222 2,010 1,903 1,879
Operating Grants, Subsidies, Contributions &
Donations 2,783 3,762 3,834 3,906
Payments:
Interest Expense -1,006 -1,115 -1,163 -1,149
Net Cash Inflow / (Outflow) from

Operating Activities 21,092 18,808 20,021 21,216
Cash Flows from Investing Activities

Receipts:
Proceeds from Sale of Property, Plant &
Equipment 1,493 968 983 893
Dividend Received from Associate 1,231 1,300 1,320 1,317
Capital Grants, Subsidies, Contributions &
Donations 34,468 34,647 3,886 10,896
Payments:
Payments for Property, Plant & Equipment -71,909 -58,586 -25,761 -34,184
Net Cash Inflow / (Outflow) from Investing

Activities -34,717 -21,671 -19,572 -21,078
Cash Flows from Financing Activities

Receipts:
Proceeds from Borrowings 3,000 4,700 1,500 3,000
Payments:
Repayment of Borrowings -1,034 -1,189 -1,569 -1,693
Net Cash Flow inflow / (Outflow) from

Financing Activities 1,966 3,511 -69 1,307
Net Increase/(Decrease) in Cash -11,659 648 380 1,445
plus: Cash & Cash Equivalents -

beginning of year 29,254 17,595 18,243 18,623
Cash & Cash Equivalents - end of the

year 17,595 18,243 18,623 20,068
48
STATEMENT OF CHANGES IN EQUITY
Revised
2017/18 2018/19 2019/20 2020/21
$'000 $'000 $'000 $'000
Accumulated Surplus
Opening Balance 562,031 597,998 637,006 645,807
Net Operating Result for the Year 35,967 39,008 8,800 16,317
Closing Balance 597,998 637,006 645,807 662,124
Asset Revaluation Surplus

Opening Balance 185,308 200,127 215,365 231,727
Asset Revaluation Adjustments 14,819 15,238 16,362 16,838
Closing Balance 200,127 215,365 231,727 248,565
Total Equity
Opening Balance 747,339 798,125 852,371 877,534
Net Operating Result for the Year 35,967 39,008 8,800 16,317
Asset Revaluation Adjustments 14,819 15,238 16,362 16,838
Closing Balance 798,125 852,371 877,534 910,689
49
ESTIMATED ACTIVITY STATEMENT Budget Forecast Forecast

2018/19 2019/20 2020/21
$'000 $'000 $'000
ROADS ACTIVITY
Revenue payable to:
Scenic Rim Regional Council 5,151 5,280 5,412
Other Parties 0 0 0
Expenditure
Direct 4,331 4,417 4,506
Overhead Allocation 440 449 458
Net Result 380 414 448
Community Service Obligations 0 0 0
BUILDING CERTIFYING ACTIVITY

Revenue payable to:
Scenic Rim Regional Council 486 498 511
Other Parties 0 0 0
Expenditure
Direct 331 337 344
Net Result 29 32 35
WASTE COLLECTION ACTIVITY

Revenue payable to:
Scenic Rim Regional Council 5,221 5,351 5,485
Other Parties 0 0 0
Expenditure
Direct 3,822 3,898 3,976
Net Result 788 830 873
50
Operational Plan 2018-19
51
DRAFT - Operational Plan 2018-2019 Scenic Rim Regional Council
Contents
Background ...................................................................................................................................................................................................................................... 3
Planning Framework ........................................................................................................................................................................................................................ 3
Plan Relationship ............................................................................................................................................................................................................................. 4
Corporate Plan Key Themes ............................................................................................................................................................................................................ 5
Risk Management ............................................................................................................................................................................................................................ 5
THEME 1 Spectacular Scenery and Healthy Environment ....................................................................................................................................................... 6
THEME 2 Sustainable and Prosperous Economy ................................................................................................................................................................... 11
THEME 3 Open and Responsive Government........................................................................................................................................................................ 15
THEME 4 Relaxed Living and Rural Lifestyle.......................................................................................................................................................................... 24
THEME 5 Vibrant Towns and Villages..................................................................................................................................................................................... 28
THEME 6 Accessible and Serviced Regions........................................................................................................................................................................... 32
THEME 7 Healthy, Engaged and Resourceful Communities .................................................................................................................................................. 40
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INTRODUCTION
Background
This Operational Plan has been prepared to ensure that the Council delivers the areas of focus/deliverables in the Corporate Plan 2018-2023 (known as Scenic
INTRODUCTION
Rim 2023) and has been prepared concurrently with the 2018-2019 Budget.
Background Planning Framework
The Operational Plan outlines Council’s projects and programs that are designed to progress the implementation of the five-year Corporate Plan 2018-2023
This Operational
as required Plan has
by section 175been prepared
of the Local Government
to ensure thatRegulation delivers the
the Council2012. The Operational Plan is a key component of Council’s strategic
areas of focus/deliverables in the Corporate Plan 2018-2023 (known as Scenic planning framework, and should be considered in conjunction with
Rim 2023) and
A project is a has
discrete prepared
beenbody concurrently
of work with
that occurs the 2018-2019
within the nominatedBudget.
timeframe. Examples other planning
include documents,
the delivery of aincluding
particularthe long-term
piece financial forecast,
of infrastructure, a policy
or program review or the implementation of new legislative requirements. Initiatives with aannual budget
budgetary and Corporate
impact are usuallyReporting.
also identified within Council’s budget
The Operational
documents; Plan outlines
however, Council’s
projects projects
may include and programs
activities funded by are
thatrecurrent budget allocations.
designed to progress the implementation of the five-year Corporate Plan 2018- The purpose of the Scenic Rim 2023 Corporate Plan is to clearly
2023 as required by section 175 of the Local Government Regulation 2012.
Programs, by contrast, represent the ongoing/recurrent operational activities of Council. outline the strategic approach that Council will take over the next
five years in furthering the goals and objectives of the Scenic
A project is a discrete body of work that occurs within the nominated Community Plan 2011-2026. This Operational Plan and the
Key performance
timeframe. Examplesindicators
include theare nominated
delivery for council's
of a particular piece projects
of and programs whereRim reportable to provide a process for the measurement of Council’s
2018-2019 Budget detail the actions Council will take each year in
performance in
infrastructure, implementing
a policy or program 2018-2019
the review or theOperational
implementationPlan.of new
furthering the delivery of the strategic direction of the Corporate Plan
legislative requirements. Initiatives with a budgetary impact are usually also Council’s strategic planning framework is represented in the following
identified reports
Quarterlywithin are provided
Council’s budgetfrom the Chief
documents; Executive
however, Officer
projects may the Council to track the organisation’s progress in delivering the nominated projects and
toinclude
diagram provided below.
programs.
activities funded by recurrent budget allocations.
For each Corporate Plan theme, Council has nominated a statement
Programs, by contrast, represent the ongoing/recurrent operational of intent, identified deliverables to be progressed to implement the
Planning Framework
activities of Council.
The Operational Plan is a key component of Council's strategic planning framework, and theme shouldand its areas of focus,
be considered and established
in conjunction measures
with other the form
planningindocuments,
of key indicators for success and percentage based reporting to track
Key performance
including indicators
the long-term financial
are forecast, for council’s
nominatedannual budgetprojects and
and Corporate Reporting.
progress in delivering relevant strategic outcomes. Each Operational
programs where reportable to provide a process for the measurement of
Plan Project and Program relates a specific Corporate
Council’s
The purpose performance in implementing
of the Scenic the 2018-2019
Rim 2023 Corporate PlanOperational
is to clearlyPlan.
outline the strategic approach that Council will take overtothe next fiveprimary
years in furthering the
Plan Deliverable and is grouped
goals and objectives of the Scenic Rim Community Plan 2011-2026. This Operational Plan and the 2018-2019 Budget detail the actions Council in this order. Relevant secondary
will take each
Quarterly reports are
year in furthering theprovided
deliveryfrom
of the Chief Executive
thestrategic directionOfficer the
of thetoCorporate Corporate
Plan Council's strategic Plan deliverables
planning frameworkare is also
represented relation
identifiedininthe to Projects
following diagram
Council track the organisation’s progress in delivering the nominated and Programs.
providedtobelow.
projects and programs.
For each Corporate Plan theme, Council has nominated a statement of intent, identified deliverables to be progressed to implement the theme and its areas
of focus, and established measures in the form of key indicators for success and percentage based reporting to track progress in delivering relevant strategic
outcomes. Each Operational Plan Project and Program relates to a specific primary Corporate Plan Deliverable and is grouped in this order. Relevant secondary
Corporate Plan deliverables are also identified in relation to Projects and Programs.
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Plan Relationship
Plan Relationship
The relationship between the Community Plan, Corporate Plan,

Operational Plan, Budget and Corporate Reporting
COMMUNITY PLAN CORPORATE PLAN OPERATIONAL PLAN
Themes
Outcomes
Informs
Priorities
Informs
Area of Focus
Directs
Deliverables (SMART)
Key Indicators
for Success
Budget
Core Council Key

Services Indicators
Key Performance
Indicators
CORPORATE REPORTING
Financial Process
Reporting Reporting
Annual Report
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Corporate Plan Key Themes Risk Management

Corporate Plan Key Themes Risk Management
Council is committed
Council
to isimplementing systematic risk
committed to aimplementing
management methodology that identifies
a systematic risk management and addresses
Spectacular Scenery and risk within Council
areas of potentialmethodology in a
that identifiesmanner
and that is
Healthy Environment consistent with addresses
Australianareas Standards. Effective
of potential risk within risk
governed
management is Council by
in a manner organisational
an that is consistent Risk
Healthy, Engaged Management Framework that establishes
with Australian Standards. the relationship
Effective
and Resourceful various
between Council’srisk risk management
management is governed by an components
Communities 1 and processes. organisational Risk Management
Framework that establishes the
7 Sustainable
A key element ofrelationship Management
the Risk between Framework
Council’s various is
and Prosperous
Council’s Organisational Risk Register. This register
risk management components and details
Economy
how significant risks to the organisation are described,
processes.
2
assessed and managed. It is maintained in accordance with
Council’s Risk Management Policy and the Enterprise Risk
This Corporate Plan is Management Guidelines. Linkages to the Organisational
Accessible structured around the A key element of the Risk Management
6
Risk Register for each project and program are detailed by
and Serviced Framework is Council’s Organisational
seven themes of the the Operational Plan.
Region Risk Register. This register details how
Community Plan significant risks to the organisation are
3 described, assessed and managed. It is
Open and
maintained in accordance with Council’s
Responsive
Risk Management Policy and the
Government
5 Enterprise Risk Management Guidelines.
4 Linkages to the Organisational Risk
Register for each project and program
Vibrant Towns are detailed by the Operational Plan.
and Villages
Relaxed Living and
Rural Lifestyle
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THEME 1 Spectacular Scenery and Healthy Environment

INTENT 1.1 The region’s unique natural environment and rural landscapes are preserved and enhanced in partnership with
our community
KEY AREAS OF FOCUS 1.1.1 Recognise, preserve and enhance the region's unique biodiversity
PROJECT BUSINESS UNIT START DATE END DATE
Million Trees for Scenic Rim Project Health Building and 01-Jul-2018 31-Dec-2023
Environment
DELIVERABLES START DATE END DATE
1. Habitat Trees Initiative delivered 01-Jul-2018 30-Sep-2018
2. River Trees Initiative delivered 01-Oct-2018 31-Dec-2018
3. Prepare and deliver update and deliver Rural Trees Initiative 01-Jan-2019 31-Mar-2019
4. Community Trees Initiative delivered 01-Apr-2019 30-Jun-2019
PROGRAM BUSINESS UNIT START DATE END DATE

Waste Strategy - Vision on Waste Property and Operations 01-Jul-2018 30-Jun-2019
1. Waste Education Program delivered 01-Jul-2018 30-Jun-2019
2. Investigate innovative waste reduction technology 01-Jul-2018 30-Jun-2019
3. Maximise the recovery and reuse of recyclables as a resource (steel, concrete, cardboard, batteries) 01-Jul-2018 30-Jun-2019
4. Investigate innovative waste reduction, technologies 01-Jul-2018 30-Jun-2019
5. Maximise resource streams through recycling and re-use of steels, concrete, cardboard, batteries 01-Jul-2018 30-Jun-2019

Options Paper for environmental offset policy Health Building and 01-Jul-2018 30-Jun-2019
Environment
1. Prepare draft options paper 01-Jul-2018 31-Mar-2019
2. Undertake internal consultation and present draft options paper for workshop 01-Apr-2019 30-Jun-2019
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Roadside Weed Management Program Health Building and 01-Jul-2018 30-Jun-2019
Environment
1. Main Roads Contract delivered 01-Jul-2018 30-Jun-2019
2. Undertake weed management on local government controlled roads 01-Jul-2018 30-Jun-2019

Habitat Protection Program Health Building and 01-Jul-2018 30-Jun-2019
Environment
1. Land for Wildlife Program delivered 01-Jul-2018 30-Jun-2019
2. Voluntary Conservation Agreements Program delivered 01-Jul-2018 30-Jun-2019
3. Nature Refuge and Conservation Covenant Program delivered 01-Jul-2018 30-Jun-2019

Waterways Program Health Building and 01-Jul-2018 30-Jun-2019
Environment
1. Provide support and develop strong partnerships with key government and non-governmental organisations 01-Jul-2018 30-Jun-2019
2. Develop partnerships with key stakeholders in delivering the Resilient Rivers Initiative 01-Jul-2018 30-Jun-2019
3. Continue partnerships with key s stakeholders in delivering rivers improvement trust actions 01-Jul-2018 30-Jun-2019

Reserve Management Program Health Building and 01-Jul-2018 30-Jun-2019
Environment
1. Bushfire mitigation works on council reserves undertaken 01-Jul-2018 30-Jun-2019
2. Pest animal and plant control in council reserves undertaken 01-Jul-2018 30-Jun-2019
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Biosecurity Program Health Building and 01-Jul-2018 30-Jun-2019
Environment
1. Biosecurity advice to community delivered 01-Jul-2018 30-Jun-2019
2. Wild Dog Baiting Program delivered 01-Jul-2018 30-Jun-2019

Environmental Assessment Program Health Building and 01-Jul-2018 30-Jun-2019
Environment
1. Provision of advice relating to environmental considerations 01-Jul-2018 30-Jun-2019
KPIs Unit Target Business Unit

Animal Management - 1. Reported animal attacks responded to within 24 hours % 100 Health, Building and Environment
Animal Management - 2. Livestock wandering within a road reserve area responded to % 100 Health, Building and Environment
within 24 hours
Animal Management - 3. Collection of stray domestic animal requests are completed % 100 Health, Building and Environment
within one business day.
Animal Management - 4. Environmental noise nuisance from animal requests are % 100 Health, Building and Environment
resolved within 30 days
Animal Management - 5. Impounded animals suitable for adoption to be transferred to a % 100 Health, Building and Environment
rehoming organisation
Animal Management - 6. Declared pest animal information on control methods provided % 100 Health, Building and Environment
to landholders within 30 days
Animal Management - 7. Number of dog registrations paid for the financial year % 100 Health, Building and Environment
Biodiversity Preservation - 1. 110,000 trees planted each year % 100 Health, Building and Environment
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Biodiversity Preservation - 2. One and a half (1.5) hectares of riparian restoration % 100 Health, Building and Environment
undertaken per year
Pest Management - 1. Programed property inspections undertaken in accordance with % 95 Health, Building and Environment
Pest Management Plan
Reserve Management - 1. Undertake bushfire mitigation works in accordance with % 100 Health, Building and Environment
Management Plan
KEY AREAS OF FOCUS 1.1.2 Partner and collaborate with agencies, community groups and private landholders to provide coordinated
approach to protecting biodiversity within the region
Biodiversity Partnerships Health Building and 01-Jul-2018 30-Jun-2019
Environment
1. Project plans for proposed biodiversity projects for the year developed 01-Jul-2018 30-Sep-2018
2. Biodiversity and waterway projects 01-Oct-2018 30-Jun-2019
3. Report on biodiversity and waterway projects 01-Oct-2018 30-Jun-2019
4. Establish biodiversity and waterways projects 01-Oct-2018 30-Jun-2019

Pest Plant Species Project Health Building and 01-Jul-2018 30-Jun-2019
Environment
1. Draft Biosecurity Plan to presented to Council for discussion 01-Jul-2018 30-Sep-2018
2. Five-year Project Plan prepared (to meet target of 75% local road network treated) 01-Jul-2018 30-Sep-2018
3. Biosecurity Plan presented to Council for adoption 01-Oct-2018 30-Jun-2019

Community Environmental Management Program Health Building and 01-Jul-2018 30-Jun-2019
Environment
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1. Community Education and Awareness Program delivered 01-Jul-2018 30-Jun-2019
2. Community Environmental Grants Program delivered 01-Jul-2018 30-Jun-2019

Pest Management - 2. Nominated roadside (local road) weed control activities % 100 Health, Building and Environment
undertaken in accordance with operational guidelines
State Road Weed Control - 1. Nominated weed control activities on State roads % 100 Health, Building and Environment
undertaken in accordance with treatment schedule
State Road Weed Control - 2. By 2021 Council will treat 75% of its local road network % 20 Health, Building and Environment
each year for pest plants that pose a bio-security risk (progressively build to 75% over
five years)
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THEME 2 Sustainable and Prosperous Economy

INTENT 2.1 An enhanced regional brand underpins sustainable economic growth for businesses, strong local employment
opportunities and high-performing primary production and tourism industries
KEY AREAS OF FOCUS 2.1. Guide and optimise the future economic prosperity of the region
Economic Development Program Development and Tourism 01-Jul-2018 30-Jun-2019
1. Economic Development Programs delivered 01-Jul-2018 30-Jun-2019
2. Develop partnership with State Development, and develop strategy to attract tenants to Bromelton 01-Jul-2018 30-Jun-2019
3. Incorporate Bromelton opportunities in collateral targeting investment 01-Jul-2018 30-Jun-2019
4. Relaunch and deliver Business Excellence Awards to highlight performance and model excellence 01-Jul-2018 30-Jun-2019
5. Two workshops (minimum) that build capability in business community delivered 01-Jul-2018 30-Jun-2019

Revenue Management Program Finance 01-Jul-2018 30-Jun-2019
1. Review of rating framework and practices conducted 01-Jul-2018 31-Dec-2018
2. Levy rates and charges 01-Jul-2018 30-Jun-2019
3. Overdue accounts monitored and debt recovery actions undertaken 01-Jul-2018 30-Jun-2019
4. Processes to increase the accuracy of rating including categorisation of properties for rating purposes reviewed 01-Jul-2018 30-Jun-2019
and changes implemented
Economic Development 1. Growth in value of gross regional product $ 1,750,000 Development of Tourism
Financial Performance - 1. Levy rates six monthly by 31 July and 31 January each year % 100 Finance
Revenue Management - 1. Annual rates and charges outstanding less than 5% at 30 % 100 Finance
June
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KEY AREAS OF FOCUS 2.1.2 Develop and maximise the value derived from vibrant and sustainable tourism and genuine visitor experience
Tourism Program Development and Tourism 01-Jul-2018 30-Jun-2019
1. Partnership developed with Brisbane Marketing and Gold Coast Tourism for specific campaigns to target 01-Jul-2018 30-Jun-2019
drive market
2. Tourism Strategy 2018-19 implemented 01-Jul-2018 30-Jun-2019
3. Tourism Investment Prospectus for accommodation, adventure and events prepared, launched and 01-Jul-2018 30-Jun-2019
distributed
4. Research project to assist in quantifying visitor data delivered 01-Jul-2018 30-Jun-2019
5. Research, scope and source partner and/or support for a new regional event (adventure or eco) 01-Jul-2018 30-Jun-2019

Eat Local Week Marketing Development and Tourism 01-Jul-2018 30-Jun-2019
1. Mainstream marketing efforts in Brisbane/Gold Coast markets expanded 01-Jul-2018 30-Jun-2019
2. Enter Eat Local Week in Qld Tourism Awards 01-Jul-2018 30-Jun-2019
3. Eat Local Week events delivered 01-Jul-2018 30-Jun-2019
4. Eat Local Scenic Rim accreditation program and participation launched and continually developed 01-Jul-2018 30-Jun-2019
Economic Development - 2. Digital media statistics - followers, reach and engagement % 100 Development of Tourism
Economic Development - 3. Dollar value of spend at Eat Local Week increase $ 2,200,000 Development of Tourism
KEY AREAS OF FOCUS 2.1.3 Clearly articulate and build positive awareness of the Scenic Rim brand as a region
Marketing Program Development and Tourism 01-Jul-2018 30-Jun-2019
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1. Digital marketing platforms refreshed 01-Jul-2018 30-Jun-2019
2. Public relations campaign delivered to leverage media coverage from all initiatives 01-Jul-2018 30-Jun-2019

Community Connectivity Program Executive Management 01-Jul-2018 30-Jun-2019
1. Provision of community engagement advisory function consistent with Community Engagement Policy 01-Jul-2018 30-Jun-2019
2. Utilise relevant communication channels to connect with Scenic Rim community 01-Jul-2018 30-Jun-2019
3. Provision of a communication channel to the community in disaster situations for the Local Disaster 01-Jul-2018 30-Jun-2019
Management Group

Strategic Communication Program Executive Management 01-Jul-2018 30-Jun-2019
1. Positive relationships maintained with media organisations and ensure enquiries are responded to within agreed 01-Jul-2018 30-Jun-2019
timeframes
2. Corporate communication materials prepared and distributed to media and external stakeholders as required 01-Jul-2018 30-Jun-2019
3. Monthly media monitoring reports provided to Councillors and Executive Team 01-Jul-2018 30-Jun-2019
4. Whole of Council Communications Map developed 01-Jul-2018 30-Jun-2019

Corporate Identity Program Executive Management 01-Jul-2018 30-Jun-2019
1. Council website presence maintained 01-Jul-2018 30-Jun-2019
2. Provision of graphic design support to Council to assist in delivery of operational and organisational objectives 01-Jul-2018 30-Jun-2019
3. Ensure material complies with Council branding and professional standards 01-Jul-2018 30-Jun-2019
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Regional Collaboration Program Executive Management 01-Jul-2018 30-Jun-2019
1. Provision of support to the Mayor and Chief Executive Officer in maintaining inter-governmental and inter- 01-Jul-2018 30-Jun-2019
regional relationships

Internal Communication Program Executive Management 01-Jul-2018 30-Jun-2019
1. Provision of internal communication function which assists in promoting organisational culture, reflects Council's 01-Jul-2018 30-Jun-2019
values, and fosters staff awareness of the organisation and its activities
Economic Development - 4. Number of visitors to the region # 35,000 Development of Tourism
Economic Development - 5. Dollar value of media coverage earned $ 500,000 Development of Tourism
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THEME 3 Open and Responsive Government

INTENT 3.1 Ethical and transparent leadership supports the diverse needs of our community via a high-performing and
financially sustainable organisation
KEY AREAS OF FOCUS 3.1.1 Plan, develop and implement high-quality customer-focused services
Customer Satisfaction Survey Community and Culture 01-Jul-2018 30-Jun-2019
1. Survey Plan researched and developed 01-Jul-2018 31-Mar-2019
2. Survey undertaken 01-Apr-2019 30-Jun-2019

Customer Request Management Framework Review Finance 01-Jul-2018 31-Dec-2018
1. Review Project initiation/planning undertaken 01-Jul-2018 31-Jul-2018
2. Review Project design developed 01-Aug-2018 31-Aug-2018
3. Review Project implementation 01-Sep-2018 30-Nov-2018
4. Review Project closure 01-Dec-2018 31-Dec-2018

Customer Service Program Community and Culture 01-Jul-2018 30-Jun-2019
1. Customer Contact Strategy priorities implemented 01-Jul-2018 30-Jun-2019

Customer Contact Program Community and Culture 01-Jul-2018 30-Jun-2019
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1. Operate Council customer Contact Centres 01-Jul-2018 30-Jun-2019
2. Customer contact continuous improvements initiatives reviewed and progressed 01-Jul-2018 30-Jun-2019

Customer Management - Council's community survey provides a statistical % 95 Community and Culture
representation of Scenic Rim Region
KEY AREAS OF FOCUS 3.1.2 Provide streamlined and practical regulatory services that deliver improved access for the community
Audit and Risk Program Governance 01-Jul-2018 30-Jun-2019
1. Risk Management Framework administered 01-Jul-2018 30-Jun-2019
2. Provision of advice and support on risk management to Council service areas 01-Jul-2018 30-Jun-2019
3. Internal audit function administered 01-Jul-2018 30-Jun-2019
4. Support of the Audit and Risk Committee 01-Jul-2018 30-Jun-2019

Electronic Service Delivery Project Information Services 01-Jul-2018 31-Dec-2019
1. Council to develop an options paper in regards electronic service delivery capability 01-Jul-2018 30-Jun-2019

Organisational Development Program Human Resources 01-Jul-2018 30-Jun-2019
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1. Staff engagement through biannual corporate culture and climate surveys 01-Jul-2018 30-Jun-2019
2. Action plans to address matters identified in the biannual corporate culture and climate surveys implemented 01-Jul-2018 30-Jun-2019
3. Contemporary Workforce Planning Framework implemented 01-Jul-2018 30-Jun-2019
4. Staff Reward and Recognition Framework delivered 01-Jul-2018 30-Jun-2019

Procurement Management Program Finance 01-Jul-2018 30-Jun-2019
1. Management of procurement function 01-Jul-2018 30-Jun-2019
2. Rollout of vendor panel quotation system 01-Jul-2018 30-Jun-2019
3. Establishment of local supplier reporting 01-Jul-2018 30-Jun-2019

Financial Management Program Finance 01-Jul-2018 30-Jun-2019
1. Management of financial management function 01-Jul-2018 30-Jun-2019
2. Coordinate external valuation of road and bridge asset classes 01-Jul-2018 30-Jun-2019
3. Annual budget delivered in accordance with Council's budget timetable 01-Jul-2018 30-Jun-2019
4. Coordinate statutory financial reporting and external audit in accordance with audit timetable 01-Jul-2018 30-Jun-2019

Complaints Management Program Governance 01-Jul-2018 30-Jun-2019
1. Complaints Management Program maintained 01-Jul-2018 30-Jun-2019
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Staffing and Administration Program Human Resources 01-Jul-2018 30-Jun-2019
1. Recruitment and selection practices are effective, efficient and legally compliant 01-Jul-2018 30-Jun-2019
2. Organisational structure implemented that reflects appropriate relativities 01-Jul-2018 30-Jun-2019
3. Administration of employee records is accurate and legally compliant 01-Jul-2018 30-Jun-2019

Corporate Performance and Planning Program Governance 01-Jul-2018 30-Jun-2019
1. Operational Plan performance reports to the Executive Team delivered 01-Jul-2018 30-Jun-2019
2. Council's Annual Report for previous year delivered 01-Jul-2018 31-Oct-2018
3. Council's Corporate Plan reviewed 01-Jul-2018 30-Jun-2019
5. Annual Operational Plan developed 01-Jul-2018 30-Jun-2019
4. Quarterly Reports to Council delivered 01-Sep-2018 30-Jun-2019

Training and Development Program Human Resources 01-Jul-2018 30-Jun-2019
1. Annual Corporate Training Programs addressing training needs identified through the annual Personal 01-Jul-2018 30-Jun-2019
Performance and Development (PPD) process
2. Corporate Induction that is timely, professional and informative 01-Jul-2018 30-Jun-2019
3. Management and leadership development that contributes to ethical and highly competent management and 01-Jul-2018 30-Jun-2019
leadership across the organisation

Local Law Review Program Governance 01-Jul-2018 30-Jun-2019
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1. Consequential amendments to Local Laws conducted and implemented in anticipation of adoption of new 01-Jul-2018 30-Jun-2019
Planning Scheme
2. Register of requested amendments to Local Laws maintained 01-Jul-2018 30-Jun-2019

Information Access and Privacy Program Governance 01-Jul-2018 30-Jun-2019
1. Information Access and Privacy Program delivered 01-Jul-2018 30-Jun-2019

Workplace Health and Safety Program Human Resources 01-Jul-2018 30-Jun-2019
1. Workplace Health and Safety Management System delivered 01-Jul-2018 30-Jun-2019
2. Rehabilitation and Return to Work Framework delivered 01-Jul-2018 30-Jun-2019
3. Employee Wellbeing Framework delivered 01-Jul-2018 30-Jun-2019

Policy Development and Review Program Governance 01-Jul-2018 30-Jun-2019
1. Policy Program maintained 01-Jul-2018 30-Jun-2019

Employee Relations Program Human Resources 01-Jul-2018 30-Jun-2019
1. Employee relations practices delivered 01-Jul-2018 30-Jun-2019
2. Corporate Citizenship Program delivered 01-Jul-2018 30-Jun-2019
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Corporate Compliance Training and Development Program Governance 01-Jul-2018 30-Jun-2019
1. Corporate induction delivered to commencing employees 01-Jul-2018 30-Jun-2019

Delegations and Authorisations Program Governance 01-Jul-2018 30-Jun-2019
1. Delegations and Authorisations Program delivered 01-Jul-2018 30-Jun-2019
Complaints Management - 1. Customer acknowledgement of complaints within 14 % 100 Governance

business days
Financial Management - 1. Council total recurrent expenditure to remain within 10% of % 100 Finance
adopted budget
Financial Management - 2. Annual financial statements audited and signed by % 100 Finance
Queensland Audit Office by 31 October
Financial Management - 3. Investment returns to be greater than average Queensland % 100 Finance
Treasury Corporation overnight cash rate
Financial Management - 4. Investments to remain within credit rating and counterparty % 100 Finance
limits set in the Investment Policy
Financial Management - 5 Financial ratios remain within targets recommended by % 100 Finance
Queensland Audit Office in accordance with adopted budget
Human Resources Services - 1. The administration of personal records are legally % 100 Human Resources
compliant at all times
Human Resources Services - 2. Recruitment and Selection practices are legally % 100 Human Resources
compliant at all times
Information Access and Privacy - 1. Right to Information and Information Privacy % 100 Governance
Applications processed within statutory timeframes
Organisational Development - 1. Corporate Culture and Climate Surveys conducted % 100 Human Resources
biannually by 30 June
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Organisational Development - 2. Action Plans developed by 30 November biannually to % 100 Human Resources
address matters identified in the Corporate Culture and Climate Surveys
Policy Development and Review - 1. Council policies reviewed within nominated review % 100 Governance
schedule
Staff Performance and Development - 1. Personal Performance and Development Plan % 90 Human Resources
activities for all staff undertaken within relevant timeframes
Staff Performance and Development - 2. Industrial Relations legislation complied with at % 100 Human Resources
all times
Workplace Health and Safety - 1. Workplace Health and Safety legislation complied with % 100 Human Resources
at all times
Workplace Health and Safety - 2. Workers' Compensation legislation complied with at all % 100 Human Resources
times
KEY AREAS OF FOCUS 3.1.3 Embed community engagement and partnerships that improve shared understanding
Communications Framework for Stakeholders Executive Management 01-Jul-2018 30-Jun-2019
1. Communication Framework established 01-Jul-2018 31-Dec-2018
2. Communications Framework implemented 01-Jan-2019 30-Jun-2019
KEY AREAS OF FOCUS 3.1.4 Deploy innovative information and communication technology solutions that meet contemporary standards
and ensures business continuity
Business Systems Review Project Finance 01-Jul-2018 30-Jun-2019
1. Business process improvements endorsed by Project Steering Committee 01-Jul-2018 30-Jun-2019
2. Implementation of system improvements identified through business process reviews 01-Jul-2018 30-Jun-2019
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Information and Communications Technology Strategic Plan Implementation Information Services 01-Jul-2018 31-Dec-2021
1. Year 1 action items implemented 01-Jan-2019 30-Jun-2019

Cyber Security Program Information Services 01-Jul-2018 30-Jun-2019
1. Cyber Security Audit reviewed and remediate in accordance within Risk Management Framework 01-Jan-2019 31-Mar-2019
2. Inventory of mobile devices and software reviewed and managed 01-Apr-2019 30-Jun-2019

Information Management Program Information Services 01-Jul-2018 30-Jun-2019
1. Management of correspondence 01-Jul-2018 30-Jun-2019
2. Internal audit program on compliance with records standards 01-Jul-2018 30-Jun-2019
3. Provision of information archiving services 01-Jul-2018 30-Jun-2019

Software Management Program Information Services 01-Jul-2018 30-Jun-2019
1. Management of software licences and support agreements 01-Jul-2018 30-Jun-2019
2. Maintenance and support of business systems 01-Jul-2018 30-Jun-2019

Geographical Information Systems (GIS) Program Information Services 01-Jul-2018 30-Jun-2019
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1. Internal mapping system and integration with core property and rating system maintained 01-Jul-2018 30-Jun-2019
2. Maintain and update mapping component of online property enquiry system 01-Jul-2018 30-Jun-2019
3. Maintain street and rural road numbering in conjunction with relevant Departments 01-Jul-2018 30-Jun-2019

Helpdesk System of Information Technology Program Information Services 01-Jul-2018 30-Jun-2019
1. Helpdesk services delivered 01-Jul-2018 30-Jun-2019

Business Continuity for Information Technology Program Information Services 01-Jul-2018 30-Jun-2019
1. Business continuity systems tested 01-Jul-2018 30-Jun-2019

Information Management - 1. Records Management Helpdesk requests resolved % 80 Information Services
within one working day
Information Management - 2. IT Helpdesk requests of Priority 4 and above resolved % 90 Information Services
within 30 days
Information Management - 3. Incoming correspondence registered into ECM and % 80 Information Services
tasked within one business day of being received
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THEME 4 Relaxed Living and Rural Lifestyle

INTENT 4.1 Future growth opportunities, development and innovation enhance our lifestyle and preserve our natural
assets and prime agricultural land
KEY AREAS OF FOCUS 4.1.1 Maintain a clear and comprehensive planning vision for the region
Building and Plumbing Program Health Building and Environment 01-Jul-2018 30-Jun-2019
1. Provision of building approval services 01-Jul-2018 30-Jun-2019
2. Provision of plumbing approval services 01-Jul-2018 30-Jun-2019
3. Provision of plumbing compliance services 01-Jul-2018 30-Jun-2019

Commencement of a New Consolidated Scenic Rim Planning Scheme Planning 01-Jul-2018 31-Dec-2019
1. Initial public consultation completed 01-Jul-2018 31-Dec-2018
2. Council resolve to seek the Minister's approval to adopt the draft Scenic Rim Planning Scheme 01-Jul-2018 31-Dec-2019

Development Compliance Program Health Building and Environment 01-Jul-2018 30-Jun-2019
1. High Risk Development Program reviewed and implemented 01-Jul-2018 30-Jun-2019
2. Provision of development compliance services 01-Jul-2018 30-Jun-2019
3. Provision of building compliance services 01-Jul-2018 30-Jun-2019
4. Provision of local laws compliance services 01-Jul-2018 30-Jun-2019

Development Assessment Program Planning 01-Jul-2018 30-Jun-2019
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1. Provision of development application assessment services 01-Jul-2018 30-Jun-2019
2. Provision of planning and flooding certificates 01-Jul-2018 30-Jun-2019
3. Provision of pre-lodgement and development advisory services 01-Jul-2018 30-Jun-2019
4. Process summary of development applications 01-Jul-2018 30-Jun-2019

Land Use Planning Program Planning 01-Jul-2018 30-Jun-2019
1. Respond to and implement changes to state and regional planning policy and legislation 01-Jul-2018 30-Jun-2019

Rural Villages and Growth Strategy Project Planning 01-Jul-2018 30-Jun-2019
1. Project Brief developed 01-Jul-2018 31-Mar-2019
Building and Plumbing - 1. Building applications approved within statutory timeframes % 100 Health, Building and Environment
(20 business days with an additional 10 business days where further information
required)
Building and Plumbing - 2. Plumbing applications approved within statutory timeframes % 100 Health, Building and Environment
(20 business days with an additional 10 business days where further information
required)
Building and Plumbing - 3. Requests for action are responded to in line with service % 100 Health, Building and Environment
standards
Development Application Responses - 1. Assessment of applications within applicable % 100 Health, Building and Environment
service standards
Development Assessment - 1. New development applications allocated to an officer % 100 Planning
within 2 business days
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Development Assessment - 2. Applicants contacted within 2 business days of new % 100 Planning
applications being allocated to a Development Assessment Officer
Development Assessment - 3. Number of new applications received which are not made % 100 Planning
(i.e. because the application is incomplete) less than 10%
Development Assessment - 4. Action Notices issued within statutory timeframes (10 % 100 Planning
business days)
Development Assessment - 5. Confirmation Notices issued within statutory timeframes % 100 Planning
(10 business days)
Development Assessment - 6. Number of new applications where applicant opts out of % 100 Planning
an Information Request and Council cannot request additional information
Development Assessment - 7. Number of Information Requests issued within statutory % 100 Planning
timeframe (10 business days)
Development Assessment - 8. Number of change to the application requests submitted % 80 Planning
by the applicant
Development Assessment - 9. Number of application fee amendments as a percentage % 20 Planning
of total applications
Development Assessment - 10. Plan Endorsement Applications processed within 10 % 100 Planning
business days of all information being received
Development Assessment - 11. Pre-lodgement Meeting Minutes processed and issued % 100 Planning
within 15 business days of meeting date
Development Compliance - 1. Compliance assessments for Higher Risk Developments % 95 Health, Building and Environment
undertaken within 3 months of commencement of use
Development Compliance 2. Initial inspections for vegetation clearing completed within 2 % 90 Health, Building and Environment
business days
Development Compliance 3. Initial inspections for swimming pool incident requests % 90 Health, Building and Environment
completed within 2 business days
Development Compliance 4. Initial inspections for dangerous building customer requests % 90 Health, Building and Environment
completed within 2 business days
Development Compliance 5. Customer requests completed within 20 business days % 80 Health, Building and Environment
Land Use Planning - 1. Submissions to proposed changes to state and regional planning % 100 Planning
policy and legislation provided within public consultation timeframes
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Planning Certificates - 1. Planning certificates issued within statutory timeframes % 100 Planning
Planning Certificates - 2. Flood Certificates issued within 5 business days of request % 100 Planning
Regulatory Approvals - 1. Assessment of legislative and Local Law licences / approvals % 100 Health, Building and Environment
within legislative guidelines and policies
KEY AREAS OF FOCUS 4.1.2 Assist the Scenic Rim community transition to a smart and innovative region
Smart Technology and Internet of Things (IoT) Project Information Services 01-Jul-2018 30-Jun-2019
1. Accounts payable auto invoice matching with optical character recognition system implemented 01-Jul-2018 30-Jun-2019

Develop a Scenic Rim Smart Region Strategy Planning 01-Jul-2018 30-Jun-2019
1. Project Brief for Smart Region Strategy developed 01-Jul-2018 31-Dec-2018
Technology - 1. The Scenic Rim increased coverage for mobile and data services for % 100 Information Services
area
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THEME 5 Vibrant Towns and Villages

INTENT 5.1 Our vibrant towns and villages embrace their uniqueness, heritage values and sense of place
KEY AREAS OF FOCUS 5.1.1 Provide vibrant and dynamic parks, open spaces and community infrastructure
Council’s managed camping facilities Property and Operations 01-Jul-2018 31-Dec-2021
1. Priority of Council's managed camping facilities for master planning determined and reported 01-Jul-2018 31-Dec-2018
2. Cost estimates for scope of work in reviewing agreed priorities established 01-Jan-2019 31-Mar-2019

Strategy for the management and enhancement of significant park and Property and Operations 01-Jul-2018 30-Jun-2020
streetscape trees
1. Categories in the Asset Management System established 01-Jul-2018 30-Sep-2018
2. Trial data collection on park trees as the pilot project delivered 01-Oct-2018 31-Dec-2018
3. Prioritise data collection to premier, civic and district recreation parks 01-Jan-2019 31-Mar-2019
4. Data collection continued 01-Apr-2019 30-Jun-2019

Strategic review of existing and future sporting needs to align with projected Property and Operations 01-Jul-2018 31-Dec-2020
population growth and development
1. Briefing documentation to undertake a strategic review of existing and future sporting needs prepared 01-Jul-2018 31-Mar-2019
2. Consultant engaged 01-Apr-2019 30-Jun-2019

Parks, Gardens and Cemeteries Planning Project Property and Operations 01-Nov-2018 30-Jun-2019
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1. Ten (10) year Parks, Gardens and Cemeteries Capital Works Program reviewed 01-Nov-2018 31-Jan-2019
2. Preplanning of parks, gardens and cemeteries capital works projects undertaken 01-Feb-2019 30-Jun-2019

Facilities Planning Program Property and Operations 01-Jul-2018 30-Jun-2019
1. Ten (10) year Facilities Capital Works Program reviewed 01-Jul-2018 31-Jan-2019
2. Preplanning for facilities capital works projects undertaken 01-Feb-2019 30-Jun-2019

Facilities Capital Works Program Property and Operations 01-Jul-2018 30-Jun-2019
1. Facilities Capital Works Program delivered 01-Jul-2018 30-Jun-2019

Parks, Gardens and Cemeteries Capital Works Program Property and Operations 01-Jul-2018 30-Jun-2019
1. Parks, Gardens and Cemeteries Capital Works Program delivered 01-Jul-2018 30-Jun-2019

Facilities Operations and Maintenance Program Property and Operations 01-Jul-2018 30-Jun-2019
1. Facilities Operations and Maintenance Program delivered 01-Jul-2018 30-Jun-2019

Parks, Gardens and Cemeteries Operations and Maintenance Program Property and Operations 01-Jul-2018 30-Jun-2019
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1. Parks, Gardens and Cemeteries Operations and Maintenance Program delivered 01-Jul-2018 30-Jun-2019

Camping Grounds - 1. Camp facilities available for use during scheduled State school % 90 Property and Operations
and public holidays
Cemeteries - 1. No more than 4 requests for mowing or maintenance responded to # 4 Property and Operations
outside of the 5 business day customer service standard
Cemeteries - 2. Process all applications for burials within 2 business days % 90 Property and Operations
Community Facility Maintenance - 1. Libraries available for use during nominated % 90 Property and Operations
opening hours
Community Facility Maintenance - 2. Swimming Pool water tested monthly during pool % 90 Property and Operations
season
Community Facility Maintenance - 3. Swimming Pools available for use during % 90 Property and Operations
nominated opening hours
Community Infrastructure - 1. Community satisfaction with parks, open spaces and % 100 Property and Operations
community infrastructure increased by 2023
Manage Council Buildings and Depots - 1. RCD testing completed 6 monthly % 100 Property and Operations
Manage Council Buildings and Depots - 2. Test and tagging completed quarterly % 90 Property and Operations
Manage Council Buildings and Depots - 3. Fire extinguisher testing completed every 6 % 90 Property and Operations
months
Nurseries and Gardens - 1. No more than 4 requests for nursery or gardens services # 4 Property and Operations
responded to outside of 5 business day customer service standard
Nurseries and Gardens - 2. Nursery Tree Distribution Days delivered and quantities of % 90 Property and Operations
trees supplied recorded
Park Buildings and Furniture - 1. Request for Action responded to within 5 business days % 90 Property and Operations
Park Buildings and Furniture - 2. Playground equipment inspected annually % 100 Property and Operations
Parks - 1. No more than 4 requests for mowing or maintenance responded to outside of # 4 Property and Operations
5 business day customer service standard
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Parks - 2. No more than 4 applications for tree work responded to outside of 10 business # 4 Property and Operations
day customer service standard
Public Amenity Facilities - 1. Requests for Action for public amenity facility maintenance % 90 Property and Operations
responded to within 48 hours
Sporting Facility Availability - 1. All Council sporting facilities available for scheduled % 90 Property and Operations
fixtures
KEY AREAS OF FOCUS 5.1.2 Re-invigorate town centres through significant vibrancy projects
Plan, design and deliver vibrancy projects Property and Operations 01-Jul-2018 31-Dec-2023
1. Annual project governance review undertaken 01-Jul-2018 30-Sep-2018
2. Capital vibrancy projects in accordance with the project program delivered 01-Jul-2018 30-Jun-2019
3. Public domain manual for use in key identified towns within the region developed 01-Jan-2019 31-Mar-2019
4. Actively seek alternate funding streams through application to external grant sources 01-Jul-2018 30-Jun-2019

Public Art Trail Community and Culture 01-Jul-2018 31-Dec-2019
1. Current art pieces identified 01-Jan-2019 31-Mar-2019
2. Trail options identified 01-Apr-2019 30-Jun-2019
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THEME 6 Accessible and Serviced Regions

INTENT 6.1 Infrastructure and services support the prioritised needs of our growing community
KEY AREAS OF FOCUS 6.1.1 Align Council's buildings and facilities with current and predicted service level requirements
Roads and Streets Management Program Works 01-Jul-2018 30-Jun-2019
1. Ten (10) Year Roads and Streets Capital Works Program reviewed 01-Jul-2018 31-Dec-2018
2. Roads and Streets Operations and Maintenance Program delivered 01-Jul-2018 30-Jun-2019
3. Roads and Streets Capital Works Program delivered 01-Jul-2018 30-Jun-2019
4. Preplanning of roads and streets capital works projects undertaken 01-Jul-2018 30-Jun-2019

Implement the Council Depot Strategy Project Infrastructure Services 01-Jul-2018 31-Dec-2019
Management
1. Current Depot Strategy reviewed 01-Jul-2018 30-Sep-2018
2. Depot Strategy implementation timeline developed 01-Oct-2018 31-Dec-2018
3. Resource and Depot Strategy implemented 01-Jan-2019 30-Jun-2019

Review community needs for buildings and facilities Property and Operations 01-Jul-2018 30-Jun-2020

1. List of community buildings and facilities compiled 01-Jul-2018 30-Sep-2018
2. Service level categories addressing community needs for buildings and facilities developed 01-Jan-2019 31-Mar-2019
3. Appropriate minimum maintenance priorities for buildings and facilities developed 01-Apr-2019 30-Jun-2019
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Develop a light industrial estate in Enterprise Drive Property and Operations 01-Jul-2018 31-Dec-2023
1. Determination on relocation of Beaudesert Depot to the Industrial Estate obtained 01-Jan-2019 31-Mar-2019

Floodway and Causeway Strategy Project Works 01-Jul-2018 30-Jun-2019
1. Floodway and Causeway Strategy reviewed 01-Jul-2018 30-Jun-2019

Define level of services required by Council's infrastructure network Infrastructure Services 01-Jul-2018 01-Dec-2020
Management
1. Existing level of services reviewed 01-Jul-2018 30-Jun-2019
Road and Street Program - 1. Number of road surface and reliability complaints per one # 5 Works
million trip kilometres Target: 5 valid complaints or less
KEY AREAS OF FOCUS 6.1.2 Develop a sustainable program of local, higher order infrastructure necessary to support population and
economic growth
Alliance and Contract Works Program Works 01-Jul-2018 30-Jun-2019
1. Routine maintenance performance contract 01-Jul-2018 30-Jun-2019
2. Other Department of Transport and Main Roads contracts 01-Jul-2018 30-Jun-2019
3. Works for other Councils 01-Jul-2018 30-Jun-2019
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Fleet Services Program Fleet 01-Jul-2018 30-Jun-2019
1. Ten (10) year Fleet Services Procurement Program reviewed 01-Jul-2018 30-Jun-2019
2. Fleet Procurement Program delivered 01-Jul-2018 30-Jun-2019
3. Efficient workshop operations delivered 01-Jul-2018 30-Jun-2019
5. Preplanning of Fleet Services procurement undertaken 01-Jul-2018 30-Jun-2019

Develop and review a 10-Year Capital Works Program Infrastructure Services 01-Jul-2018 30-Jun-2019
Management
1. Ten (10)-year capital works programs reviewed for each infrastructure asset class 01-Jul-2018 30-Jun-2019

Footpaths and Bikeways Management Program Works 01-Jul-2018 30-Jun-2019
1. Ten (10) Year Footpaths and Bikeways Capital Works Program reviewed 01-Jul-2018 30-Jun-2019
2. Footpaths and Bikeways Operations and Maintenance Program delivered 01-Jul-2018 30-Jun-2019
3. Footpaths and Bikeways Capital Works Program delivered 01-Jul-2018 30-Jun-2019
4. Preplanning of Footpaths Bikeways Capital Works projects undertaken 01-Jul-2018 30-Jun-2019

Fleet Business Analysis Project Fleet 01-Jul-2018 30-Jun-2019
1. Analysis of Fleet Business Unit undertaken 01-Jul-2018 30-Jun-2019
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Property Management Strategy Program Property and Operations 01-Jul-2018 30-Jun-2019
1. Leases and agreements managed 01-Jul-2018 30-Jun-2019
2. Corporate and internal services delivered 01-Jul-2018 30-Jun-2019
3. External and community services delivered 01-Jul-2018 30-Jun-2019
4. Council land and property managed in a strategic manner 01-Jul-2018 30-Jun-2019
Fleet - 1. Fleet availability % 90 Infrastructure Services

Management
Fleet - 2. Fleet Capital Purchases completed % 90 Infrastructure Services
Management
Fabrication - 1. Fabricated items supplied to end user on time % 90 Fleet
Footpaths - 1. Footpath network inspected, with defects logged, prioritised and % 95 Works
programmed
Property Management - 1. Leases /agreements maintained within currency period % 90 Property and Operations
KEY AREAS OF FOCUS 6.1.3 Ensure accessibility of Council-controlled infrastructure networks, while enhancing resilience
Asset Management Strategy Project Infrastructure Services 01-Jul-2018 30-Jun-2019
Management
1. Continue to improve Asset Management System 01-Jul-2018 30-Jun-2019
2. Continue to improve asset management plans 01-Jul-2018 30-Jun-2019
3. Asset management awareness and capability improved across Council 01-Jul-2018 30-Jun-2019
4. Continue to integrate asset management across Council 01-Jul-2018 30-Jun-2019
6. New Maintenance Management System implemented 01-Jul-2018 30-Jun-2019
5. New Asset Management Strategy developed 01-Jan-2019 30-Jun-2019
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Road Corridor Management Program Works 01-Jul-2018 30-Jun-2019
1. Road reserve matters managed 01-Jul-2018 30-Jun-2019

Development Assessment - Operational Works Program Infrastructure Services 01-Jul-2018 30-Jun-2019
Management
1. Operational works assessment services delivered 01-Jul-2018 30-Jun-2019

Design Services Program Design, Survey and Operational 01-Jul-2018 30-Jun-2019
Works
1. Designs for asset construction, renewal and maintenance developed 01-Jul-2018 30-Jun-2019
2. Provision of technical advice on development applications 01-Jul-2018 30-Jun-2019

Bridges and Structures Management Program Works 01-Jul-2018 30-Jun-2019
1. Ten (10) Year Bridges and Structures Capital Works Program developed 01-Jul-2018 30-Jun-2019
2. Bridges and Structures Operations and Maintenance Program delivered 01-Jul-2018 30-Jun-2019
3. Bridges and Structures Capital Works Program delivered 01-Jul-2018 30-Jun-2019
4. Preplanning of Bridges and Structures Capital Works projects undertaken 01-Jul-2018 30-Jun-2019

Asset Management Program Infrastructure Services 01-Jul-2018 30-Jun-2019
Management
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1. Infrastructure asset service criteria assessed 01-Jul-2018 30-Dec-2018
2. Asset Management Information System maintained and updated 01-Jul-2018 30-Jun-2019
3. Asset management plans updated 01-Jul-2018 30-Jun-2019
PROJECT BUSINESS UNIT START DATE

Urban Drainage Strategy Project Works 01-Jul-2018 30-Jun-2019
1. Urban Drainage Strategy reviewed 01-Jul-2018 30-Jun-2019
PROGRAM BUSINESS UNIT START DATE

Stormwater Management Program Works 01-Jul-2018 30-Jun-2019
1. Ten (10) Year Stormwater Capital Works Program reviewed 01-Jul-2018 30-Jun-2019
2. Stormwater Operations and Maintenance Program delivered 01-Jul-2018 30-Jun-2019
3. Stormwater Capital Works Program delivered 01-Jul-2018 30-Jun-2019
4. Preplanning of stormwater capital works projects undertaken 01-Jul-2018 30-Jun-2019
PROJECT BUSINESS UNIT START DATE

Stormwater Network Analysis Project Works 01-Jul-2018 30-Jun-2019
1. Hydraulic capacity of stormwater networks analysed and improvement projects identified 01-Jul-2018 30-Jun-2019

Asset Management - 1. Portable and attractive assets stocktake completed by 30 June % 100 Infrastructure Services
each year Management
Asset Management - 2. State of assets indicators % 100 Infrastructure Services
Management
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Alliance and Contract Works - 1. Annual operating surplus % 80 Works
Bridge Program - 1. Load limits for timber bridges above acceptable load limit total % 75 Works
Bridge Program - 2. The bridge load limit ratio is not to be less than 0.90 % 90 Works
Operational Works - 1. Operational Works development applications assessed within % 100 Infrastructure Services
statutory timeframes Management
KEY AREAS OF FOCUS 6.1.4 Recover, reuse and recycle resources from the Scenic Rim Region's waste streams
Enable and support sustainable waste management technologies Property and Operations 01-Jul-2018 31-Dec-2023
1. Innovative Technology Options Paper developed for Council 01-Jul-2018 30-Sep-2018
2. Council to adopt Options Paper recommendations 01-Oct-2018 31-Dec-2018
3. Commence implementation of Council's adopted Waste Management Program 01-Jan-2019 30-Jun-2019

Waste Disposal Capital Projects Property and Operations 01-Jul-2018 30-Jun-2019
1. Ten (10) Year Waste Capital Works Program delivered 01-Jul-2018 30-Jun-2019
2. Preplanning of 2019/2020 waste capital works projects undertaken 01-Jul-2018 31-Dec-2018

Waste Disposal - Operation of the Bromelton Landfill Property and Operations 01-Jul-2018 30-Jun-2019
1. Operation of the Bromelton Landfill on budget and within operation plan objectives 01-Jul-2018 30-Jun-2019
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Waste Disposal - Movement of Bulk Recycling Property and Operations 01-Jul-2018 30-Jun-2019
1. Recycling centre operational 01-Jul-2018 30-Jun-2019
2. Materials Recovery Facility Contract in place 01-Jul-2018 30-Jun-2019

Waste Disposal Transfer Stations Operations and Maintenance Program Property and Operations 01-Jul-2018 30-Jun-2019
1. Waste Disposal Operations and Maintenance program delivered 01-Jul-2018 30-Jun-2019
Waste Services - 1. Dead animals collected within 24 hours % 90 Property And Operations
Waste Services - 2. Damaged bins repaired / replaced within nine business days % 90 Property And Operations
Waste Services - 3. Stolen bins replaced within 4 business days % 90 Property And Operations
Waste Services - 4. Missed collection of bins serviced within 2 business days % 90 Property And Operations
Waste Services - 5. Unscheduled collection of bins serviced within two business days % 90 Property And Operations
Waste Services - 6. New bins supplied within 8 business days % 90 Property And Operations
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THEME 7 Healthy, Engaged and Resourceful Communities

INTENT 7.1 The social fabric of our growing region is friendly, active, healthy and inclusive
KEY AREAS OF FOCUS 7.1.1 Build capacity to improve health and well-being in the community
Public Health Program Health Building and Environment 01-Jul-2018 30-Jun-2019
1. School-based Immunisation Program delivered 01-Jul-2018 30-Jun-2019
2. Provision of public health regulatory services 01-Jul-2018 30-Jun-2019
3. Provision of food safety management services 01-Jul-2018 30-Jun-2019
4. Provision of vector control services 01-Jul-2018 30-Jun-2019
5. Provision of environmental protection regulatory services 01-Jul-2018 30-Jun-2019

Healthy and Active Program Community and Culture 01-Jul-2018 31-Dec-2019
1. Health and Wellbeing Plan and priorities implemented 01-Jul-2018 30-Jun-2019
2. Be Healthy and Active Program delivered 01-Jul-2018 30-Jun-2019
3. Review process researched 01-Jul-2018 31-Dec-2018
4. Review program established 01-Jan-2019 31-Mar-2019
5. Review undertaken 01-Arp-2019 30-Jun-2019

Disaster Management Program Finance 01-Jul-2018 30-Jun-2019
1. Local Disaster Management Plan 2018 reviewed 01-Jul-2018 29-Jun-2019
2. Annual disaster management training and exercise delivered 01-Jul-2018 31-Dec-2018
3. Disaster Management Strategy 2017-2020 and Implementation Plan developed 01-Jul-2018 30-Jun-2019
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4. Provision of State Emergency Service support 01-Jul-2018 30-Jun-2019

Community and Culture Strategy Development Community and Culture 01-Jul-2018 31-Dec-2021
1. Terms of Reference for Strategy Review developed 01-Jul-2018 30-Jun-2019

Animal Management Program Health Building and Environment 01-Jul-2018 30-Jun-2019
1. Dog Registration Program delivered 01-Jul-2018 30-Jun-2019
2. Provision of animal control services 01-Jul-2018 30-Jun-2019
3. Provision of stock control services 01-Jul-2018 30-Jun-2019

Arts and Culture Program Community and Culture 01-Jul-2018 30-Jun-2019
1. Arts and Culture Plan objectives implemented 01-Jul-2018 30-Jun-2019
2. Operation of Cultural Centres 01-Jul-2018 30-Jun-2019
3. Heritage and Public Art Program delivered 01-Jul-2018 30-Jun-2019

Cultural Services Program Community and Culture 01-Jul-2018 30-Jun-2019
1. Local indigenous community consulted on arts, culture and heritage 01-Jul-2018 30-Jun-2019
2. Programs to support creative industries for Scenic Rim delivered 01-Jul-2018 30-Jun-2019
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3. Arts Ablaze developed 01-Jul-2018 30-Jun-2019

Community Development Program Community and Culture 01-Jul-2018 30-Jun-2019
1. Council Corporate Events Program delivered 01-Jul-2018 30-Jun-2019
2. Build capacity with the sports and recreation community 01-Jul-2018 30-Jun-2019
3. Youth Leadership Program delivered 01-Jul-2018 30-Jun-2019
4. Master Plan - Spring Creek Precinct developed 01-Jul-2018 30-Jun-2019
5. Scenic Rim Community Events across the region celebrated 01-Jul-2018 30-Jun-2019
6. Recovery and resilience milestones delivered 01-Jul-2018 30-Jun-2019

Community Development Grants Program Community and Culture 01-Jul-2018 30-Jun-2019
1. Community grants delivered 01-Jul-2018 30-Jun-2019
2. Sport and recreational grants delivered 01-Jul-2018 30-Jun-2019

Cultural Grants Program Community and Culture 01-Jul-2018 30-Jun-2019
1. Regional Arts Development Fund Grants delivered 01-Jul-2018 30-Jun-2019
Health Services - 1. Scheduled food inspections completed for the quarter % 100 Health, Building and Environment
Health Services - 2. Completed food inspections recorded and next inspection % 100 Health, Building and Environment
scheduled
Healthy and Active Program - 1. Deliver nominated activities in accordance with program % 90 Community and Culture
schedule
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Healthy and Active Program - 2. Healthy and Active participation rate increases region- % 5 Community and Culture
wide
Public Health - 1. Vaccination rate of students with parental/guardian consent is greater % 85 Health, Building and Environment
than 85%
Public Health - 2. Vaccination rate of total cohort is greater than 76% % 76 Health, Building and Environment
Public Health - 3. Requests for Action for all customer requests responded to within % 100 Health, Building and Environment
applicable service standards
KEY AREAS OF FOCUS 7.1.2 Provide contemporary library services across the region that reflects the needs of the community
Library Services Review Community and Culture 01-Jul-2018 30-Jun-2019
1. Future library services model determined 01-Jul-2018 31-Dec-2018
2. Implementation of service e model commenced 01-Jan-2019 30-Jun-2019

Libraries Program Community and Culture 01-Jul-2018 30-Jun-2019
1. Provision of a library service that meets all State standards and service level agreements. 01-Jul-2018 30-Jun-2019
2. Engage with our communities 01-Jul-2018 30-Jun-2019
3. Develop and embody a culture of lifelong learning, support all levels of literacy 01-Jul-2018 30-Jun-2019
4. Provision of space, equipment and opportunities for collaborative and creative endeavours 01-Jul-2018 30-Jun-2019
Libraries - 1 Total visits to libraries increases % 5 Community and Culture
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Financial Sustainability Strategy
2019 - 2028
Community Needs
and Expectations
Financial
Sustainability
Strategy
Affordable Sustainable
Services Infrastructure
94
CONTENTS
1 Executive Summary ..........................................................................................1

2 Strategy Background ........................................................................................2
2.1 Scenic Rim Profile ......................................................................................2
2.2 Scenic Rim Regional Council .....................................................................3
2.3 Link to Strategic Plans ................................................................................4
2.4 Background ................................................................................................5
2.5 Factors Impacting Financial Sustainability ................................................ 11
3 Strategy Vision ................................................................................................ 16
3.1 Objectives of the Strategy ......................................................................... 16
4 Strategy Outcomes and Performance Measures.......................................... 17
5 Abbreviations .................................................................................................. 22
6 Long Term Financial Forecast ....................................................................... 23
6.1 Introduction ............................................................................................... 23
6.2 Assumptions ............................................................................................. 23
6.3 Major Risks and Challenges ..................................................................... 25
6.4 Budgeted Financial Statements ................................................................ 25
6.5 Sensitivity Analysis ................................................................................... 31
7 Supporting References ................................................................................... 33
Date Strategy was

27 April 2015
endorsed by ET
Date Strategy was
24 June 2015; 23 June 2016; 15 June 2017; 13 June 2018
approved by Council
Strategy Review Date 30 June 2019
95
1 Executive Summary
The Financial Sustainability Strategy provides Council with an agreed roadmap for managing its
financial resources and processes and is aligned with the objectives and priorities of the Corporate
Plan. This strategy establishes the framework under which sound and sustainable financial decisions
can be made, outlines the economic environment in which Council operates and identifies the major
challenges to be addressed by the strategy.
Within the framework of this strategy, guidance is provided to support decision making with respect
to capital and operating revenue and expenditure, asset and service management levels and
procurement operations.
Council measures the effectiveness of its strategy through its long term financial forecast (LTFF) that
is governed by a series of strategies, planned responses and associated financial stability and
sustainability targets to measure performance. This strategy will be implemented though the
alignment of Council’s LTFF to the strategy deliverables.
It must also be recognised that financial sustainability cannot occur without a strong underlying
system of asset management. The alignment of asset management and financial sustainability
outcomes will be critical to the success of this strategy as will the identification of appropriate service
levels to support the community.
Financial sustainability is a legislative requirement of the Local Government Act 2009. A strategy is
considered necessary to ensure that Council acts responsibly in the allocation of scarce resources
and avoids a situation in which financial and infrastructure capital are not maintained at appropriate
levels thereby leaving a liability for future generations.
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96
2 Strategy Background
2.1 Scenic Rim Profile
Scenic Rim Location

The Scenic Rim region is located in South East Queensland approximately an hour south of the
Brisbane CBD and 30 minutes west of the Gold Coast. Covering an area of 4,256km2 the region
consists of a diverse range of landscapes including rich agricultural and grazing land, world heritage
listed national parks, and urban and rural living environments.
The region has three main townships at Beaudesert, Boonah and Tamborine Mountain as well as
many unique rural townships and villages.
Scenic Rim Demographic

There were approximately 41,735 people residing in the Scenic Rim Region in 2017, representing
an increase of 760 people or 1.85% in population since 2016. The five year average annual growth
rate for Scenic Rim is 1.8%, slightly above the Queensland average of 1.6% for the same period.
Scenic Rim’s relatively low population density means that it has a lower rate base than city-based
regions from which to raise revenues to maintain infrastructure and provide services.
Future population growth is likely to increase as a result of general Queensland population growth
trends and development in the Bromelton State Development Area (BSDA).
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97
Scenic Rim Economy
Key drivers of the Scenic Rim economy are agriculture, construction and retail trade, which
represented approximately 47% of total industry turnover in the region in 2016. Smaller, but
important, industries operating in the region include manufacturing, wholesale trade, tourism,
transport and professional services along with many others.
Council expects growth to occur in all industries into the future with emphasis on industrial
development, residential housing construction and rail freight transport. The first rail freight transport
depot was constructed in the BSDA in 2016-17 representing an important step to significant future
development of the BSDA and the generation of both direct and indirect new jobs in the region. The
announcement of funding for inland rail in the 2017 Federal Government's budget will also benefit
the BSDA.
Key issues that have impacted the economic development of the region include:
 limited local employment opportunities;
 lack of road and rail transport infrastructure to support the development of industry, particularly
the BDSA;
 lack of public transport options leaving people living in the region reliant on car transport;
 the Scenic Rim local government area having the lowest average wages in South East
Queensland which are also lower than the Queensland average; and
 urban settlements are spread across a large and dispersed area and located close to city
areas; this leads to people living in the region looking outside the region for more attractive
shopping options and strong competition from these areas limits the ability for local business
to grow and diversify.
While these issues will continue to be evident, development of the BSDA and the associated
economic growth will assist to alleviate some impacts. Council is also investing in social
infrastructure programs to assist with attracting new residents and retaining existing residents in the
region.
2.2 Scenic Rim Regional Council
Scenic Rim Regional Council was formed in 2008 by the amalgamation of Beaudesert and Boonah
Shire Councils, with the transfer of a substantial area to Logan City Council and a small area from
Ipswich City Council. This ‘amalgamation’ was unique in that the population of the resulting council
was significantly smaller than the larger of the former councils. This meant that the new council had
to scale back its workforce. At the time it was identified that this was to be one of the most challenging
amalgamations resulting from the local government reform in Queensland.
The resulting council was left with the responsibility of a large rural road network and the same level
of shared services that were previously spread across a larger number of ratepayers. At the time
high population growth was expected to occur by the State Government due to the development of
the BSDA. However, actual population growth has been well below expectations due to the both
global and national economic conditions resulting in the BSDA not progressing as forecast.
Council is governed by a popularly-elected Mayor and one Councillor for each of the region's six
electoral divisions. Council employs approximately 363 full time equivalent employees who work
within four directorates being:
1. Chief Executive Office
2. Finance and Information Services
3. Infrastructure Services
4. Regional Services
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98
The main public services that Council provides include:
 Animal control and regulation
 Building and plumbing inspection services
 Cultural centres at Beaudesert and Boonah
 Customer service centres at Beaudesert, Boonah and Tamborine Mountain
 Disaster management functions
 Economic development and tourism
 Environmental programs and services
 Healthy and active programs
 Maintenance of community buildings including public halls and public toilets
 Maintenance of parks, reserves, sporting areas and cemeteries
 Planning and development services
 Public infrastructure maintenance and construction including roads, bridges footpaths and
drainage
 Public libraries at Beaudesert, Boonah, Canungra, Tamborine Mountain and a Mobile Library
 Recreation and leisure services including the provision of public pools
 Regulatory control enforcement
 Street cleaning
 Waste management including domestic waste kerbside collection
The Financial Sustainability Strategy is influenced by the environment Council operates within:
External Environment Internal Environment

National & Regional Local Government Council’s Forecast
Demographics Industry & Market Drivers Needs & Wants
Economic Growth Legislative Requirements Community Expectations
Environmental Issues Government Policy Financial Capacity
Population Growth Technology Trends Services & Service Levels
Income Levels Industry Cost Drivers Infrastructure Requirements
Unemployment Levels Quality of Assets & Resources
Age Dispersion Capability of Organisation
Diversity of Local Economy Risk Management
Natural Disasters
2.3 Link to Strategic Plans
Council is guided by the Scenic Rim Community Plan 2011-2026 which provides a shared vision and
plan for the Scenic Rim region's future. The Community Plan guides Council, other levels of
government and the community on issues including the environment, economic development, social
wellbeing, infrastructure and governance. From this Council has developed Scenic Rim 2023,
Council's Corporate Plan for 2018-2023 to articulate the approach that Council will use over the
nominated timeframe to achieve the vision for the region. The Corporate Plan is structured into seven
themes aligned with the themes of the Community Plan.
The Corporate Plan themes are:

 Spectacular scenery and healthy environment
 Sustainable and prosperous economy
 Open and responsive government
 Relaxed living and rural lifestyle
 Vibrant towns and villages
 Accessible and serviced regions
 Healthy, engaged and resourceful communities
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Integrated Planning & Reporting Framework
Council’s integrated planning and reporting framework is shown below:
2.4 Background
The report commissioned by the Local Government Association of Queensland on local government
financial sustainability Factors Impacting Local Government Financial Sustainability noted that there
is a long history of poor financial sustainability outcomes in local government. In recent times, no
less than 13 state and national based inquiries into local government financial sustainability have
been undertaken, with the general conclusions being that the local government sector is financially
stressed, with anywhere from one third to 50% of local governments deemed to be unsustainable,
weak or distressed. A 2016 report by the Queensland Audit Office Forecasting long-term
sustainability of local government found that most Queensland councils plan poorly for the long term
and that many councils cannot reliably conclude whether they are financially sustainable.
Council has had a strategy around financial sustainability since its formation in 2008 through
application of the budget parameters contained in the LTFF. This document outlines Council’s
strategy to ensure long-term financial sustainability to ensure that key outcomes are recognised and
improvements are made to the existing framework. While Council recognises that a significant
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amount of effort and discipline has gone into achieving the current state of financial sustainability, it
is also cognisant that the information that it has available to it in order to evaluate financial
sustainability is constantly evolving and that it is a process of continuous improvement.
Financial Sustainability Reviews

In 2008 the Local Government Reform Commission stated in its report that Beaudesert Shire Council
was likely to be rated at best as Weak in terms of financial sustainability and the new council would
also likely be Weak. The former Boonah Shire Council was assessed by Queensland Treasury
Corporation (QTC) as being Weak with a Developing (uncertain) outlook.
According to QTC Weak was defined as:

A local government with an acceptable capacity to meet its financial commitments in the short to
medium term and a limited capacity in the long term. It is unlikely to be able to manage unforseen
financial shocks and any advertise changes in its business and in general economic conditions
without the need for significant revenue or expense adjustments. It may experience difficulty in
managing core business risks.
Upon formation in 2008, Council undertook an independent review of financial sustainability using
Orion Consulting Network as part of the development of the 2009-10 budget and LTFF. Orion
provided advice to Council on the indicators and assumptions in the LTFF to assist Council in setting
its budget parameters.
This review demonstrated that, provided Council continued with the recommended budget
parameters contained in the LTFF, the financial sustainability indicator targets recommended by
QTC could be achieved from 2011-12 onwards.
Since that time Council has continued to keep financial sustainability as its focus. As a consequence,
the Department of Local Government rated Council in a strong financial position for the 2010-11
financial year.
For the 2011-12 budget and LTFF Council again engaged Orion Consulting Network to provide
advice to Council on the indicators and assumptions to be used and provide an opinion on whether
the forecast was financially sustainable. Between these two reviews three significant things occurred:
1. Queensland Urban Utilities was formed on 1 July 2010 and took over the Council’s water and
wastewater distribution and retail responsibilities;
2. Substantial flooding occurred through December 2010 and January 2011 triggering the
National Disaster Relief and Recovery Arrangements (NDRRA), which resulted in restoration
works identified to be carried out over the following two years; and
3. Council adopted a new organisational structure as part of an organisational review.
The review found that Council had remained within the recommended budget parameters and was
achieving the financial sustainability indicator targets recommended by QTC from 2011-12 onwards.
Further substantial flooding occurring after 2010-11 in 2012 and 2013 also triggered NDRRA and
has resulted in a total flood restoration program of over $100 million being spent in the Scenic Rim
region.
Council has undertaken a further three independent financial sustainability reviews with the latest
conducted by Orion Consulting Network in April 2016. This review found Council was on track to
achieve long term financial sustainability, with no sustainability issues that required immediate
addressing.
Long Term Financial Forecast

Council is required by Section 104 of the Local Government Act 2009 (the Act) and Section 169 of
the Local Government Regulation 2012 (the Regulation) to prepare a LTFF. The LTFF is a ten year
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financial forecast which includes income, expenditure, related cash flow projections, liabilities and
equity and the value of assets.
The primary purpose of the LTFF is to guide and inform decision-making. The LTFF is reviewed
quarterly following revised budget forecasts and is used to support resource allocation decision
making. The LTFF contains details of the assumptions used to estimate growth rates, price
increases, general rates and charges increases, and also provides the financial outputs and financial
sustainability measures for each of the ten years.
The LTFF establishes the framework for sound financial decisions, as well as a financial modelling
tool used to:
 assess revenue for building capacity to resource implementation of the Corporate Plan;
 establish Council’s transparency and accountability to the community in managing the
Council’s finances;
 provide an opportunity for early identification of financial issues and any likely impacts in the
longer term; and
 confirm that the Council can remain financially sustainable in the longer term.
Financial Sustainability
Financial sustainability is a core requirement of local government in Queensland. Section 104 of the
Act contains the following definition:
A local government is financially sustainable if the local government is able to maintain its financial
capital and infrastructure capital over the long term.
Both the Act and the Regulation contain numerous references to financial sustainability.
Financial sustainability for local governments is critical as they are responsible for directly providing
the community 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 concept of financial sustainability not only encompasses the idea of Council ensuring that it
adequately maintains financial and infrastructure capital but also that, in doing so, it does not require
significant future adjustments to revenue and/or expenditure policies. The LTFF is the tool Council
uses to determine whether significant future adjustments are required and this allows Council to take
mitigating action beforehand so that it can avoid such situations. Of course, this is only successful
where unexpected events do not occur.
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
(DILGP) has developed financial sustainability indicators to assist in the assessment of the long-
term financial sustainability of councils.
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Financial Sustainability Indicators
Section 169(5) of the Regulation and the Financial Management (Sustainability) Guideline 2013
contains the following measures of financial sustainability:
a) Asset Sustainability Ratio
b) Net Financial Liabilities Ratio
c) Operating Surplus Ratio
In accordance with legislative requirements, the above measures of financial sustainability must be
reported as part of the LTFF and the annual financial statements. The indicators reported with the
annual financial statements are reviewed and reported on by the Queensland Audit Office and
Council receives a sustainability risk rating that is reported to the Queensland Parliament based on
these results.
The Queensland Audit Office’s report to State Parliament on the outcomes of local government
audits for 2016-17 rated Scenic Rim Regional Council as having a low risk of financial sustainability
concerns.
Council’s forecast performance against the key financial sustainability indicators is outlined on the
following pages.
Asset Sustainability 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 Capital expenditure on replacement of assets (renewals) divided by
calculated? depreciation expenditure
Why is it Assists in identifying Council’s asset base consumption and renewal levels and
important? capacity to fund the level of investment needed over the long-term
Target Greater than 90% per annum (on average over the long-term)
350% Council’s asset

sustainability ratio is
300% forecast to remain above
90% over the next ten
250% years. This means that
Council is likely to be
200% sufficiently maintaining,
replacing or renewing
150% existing infrastructure
assets as they reach the
100% end of their useful life.
Council’s asset
50% sustainability ratio for
2018-19 appears high
0% compared to other years
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 due to the impact of the
NDRRA flood restoration
Asset Sustainability Ratio Minimum Target program on capital renewal
expenditure.
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Net Financial Liabilities Ratio
Definition An indicator of the extent to which the net financial liabilities of Council can be
serviced by its operating revenues
How is it Total liabilities less current assets divided by total operating revenue
calculated? (excluding capital items)
Why is it Assists in identifying Council’s financial capacity and the ability to fund ongoing
important? operations over the long-term
Target Less than 60% per annum (on average over the long-term)
Council’s net financial

60%
liabilities ratio is forecast to
remain less than 60% over
50% the next ten years. This
means that Council has the
40% capacity to comfortably
fund its liabilities. A
30% negative indicator means
that current assets exceed
20% total liabilities and that
Council has the capacity to
10% increase loan borrowings if
required.
0%
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
‐10%
Net Financial Liabilities Ratio Maximum Target
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 Net result (excluding capital items) divided by total operating revenue (excluding
calculated? capital items)
Why is it Assists in identifying Council’s financial capacity and the ability to fund ongoing
important? operations over the long-term
Target Between 0% and 10% per annum (on average over the long-term)
Council’s operating surplus

10% ratio is forecast to remain
between 0% and 10% over
8% the next ten years. This
means that Council is
expecting to generate
6% healthy levels of revenues
that can be used to fund
proposed capital
4% expenditure and debt
repayments, and is less
likely to compromise the
2% levels of service expected
by ratepayers.
0%
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Operating Surplus Ratio Lower Limit Upper Limit
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Long Term Asset Management Plan
Council is required by Section 167 of the Regulation to prepare a long term asset management plan
for a period of at least ten years, which must:
a) provide for strategies to ensure the sustainable management of the assets mentioned in the
local government’s asset register and the infrastructure of the local government;
b) state the estimated capital expenditure for renewing, upgrading and extending the assets for
the period covered by the plan; and
c) be part of, and consistent with, the LTFF.
Local Government Infrastructure Plan

Council is required by the Sustainable Planning (Infrastructure Charges) and Other Legislation
Amendment Act 2014 to prepare a Local Government Infrastructure Plan (LGIP). An LGIP is that
part of the planning scheme and identifies Council's plans for trunk infrastructure necessary to
service urban development at the desired standard of service in a coordinated, efficient and
financially sustainable manner.
The purpose of an LGIP is to:

 integrate infrastructure planning with the land use planning identified in the planning scheme;
 provide transparency regarding a local government's intentions for the provision of trunk
infrastructure;
 enable a local government to estimate the cost of infrastructure provision to assist its long term
financial planning;
 ensure that trunk infrastructure is planned and provided in an efficient and orderly manner; and
 provide a basis for the imposition of conditions about infrastructure on development approvals.
Asset Management
Council has a comprehensive system and strong culture of asset management embedded into the
organisation through the following documents, structures and systems.
Documentation
 Asset Management Policy
 Asset Management Strategy
 Asset Management Plans
 Asset Management Improvement Plan
 Ten Year Capital Expenditure Forecasts
Structures
 Asset Management Steering Committee
 Asset Management Working Group
 Asset Management Section
Systems
 Capital Expenditure Prioritisation Models
 Alignment of asset management system with international standard ISO 55001:2014, Asset
Management - Management systems: Requirements
 Regular asset condition assessments and valuations
A strong asset management system is essential for financial sustainability. A weak system of asset
management will not produce outputs in which Council can have confidence. These outputs are used
to evaluate the success of the LTFF in funding asset management plan (AMP) funding requirements.
If this was not able to occur with a reasonable level of confidence then Council would not be able to
evaluate its financial sustainability.
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2.5 Factors Impacting Financial Sustainability
Factor Implications/ Opportunities for Council

Being a Public goods are assets and services that one individual can consume without
provider of reducing its availability to another individual and from which no one is excluded.
public goods The majority of Council’s services fall into the category of public goods including
roads, bridges, footpaths, public parks and libraries. In addition, some services
cannot be operated on a full user pays service because the resulting fees would
be too high and people would not be able to afford them. Public facilities such as
swimming pools and community services such as leisure and sporting programs
are run on the basis that they are partly subsidised by rates and charges.
Council must raise rates from the community to cover the cost of public goods
therefore rates are a tax similar to goods and services tax and income tax.
However, this concept is not well understood by the community, which still view
rates as a ‘fee for service’ and not a tax.
This creates challenges for Council as the community has high expectations
about what it should receive in return for paying rates and does not understand
why Council must increase rates in order to provide increased funding for public
goods each year.
Borrowings It has been widely recognised that the Local Government sector has traditionally
had low levels of borrowings. In recent years there have been some major
changes in the level of borrowings for which Local Government is responsible and
borrowing levels are greater than they have ever been. This is due largely to the
change in perception around borrowings whereby traditionally borrowings have
been viewed negatively by councils themselves and the general public.
A working paper prepared by John Comrie for the Australian Centre of Excellence
for Local Government suggests that borrowings should be considered where
there are significant asset renewal backlogs. The cost of using borrowings in such
instances should be considered against the eventual cost of allowing assets to
deteriorate without intervention and the likely impacts to the community and local
economy by allowing this to occur.
However, while there are strong arguments to be made for using borrowings,
decisions regarding borrowings as a source of funding must not be made lightly.
Borrowings will cost more in the long term and the community will be paying for
the asset over a long period of time. Interest must also be repaid and
unfavourable movements in interest rates can have detrimental impacts on the
budget. Council must also ensure that the long term benefits to be gained from
using borrowings justify the overall cost.
The net financial liabilities ratio developed by the DILGP suggests a target of less
than 60% per annum is acceptable. However, this is a one size fits all approach.
Council should be mindful of issues such as how much financial capital is needed
to fund infrastructure for future growth forecasts and what impacts would be felt
from unfavourable movements in interest rates before determining an appropriate
level of borrowings in the LTFF.
Capping of Changes introduced by the Queensland Government to cap infrastructure
infrastructure charges have reduced the ability for Local Government to obtain the required
charges financial capital to fund infrastructure associated with development from
developers. In addition to this, the introduction of fair value charges has further
reduced this capacity.
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Changes in Council must operate in accordance with legislation and is governed by a number
legislation of Acts, Regulations and Guidelines.
Changes in legislation can have significant impacts on Council due to the

resources required to implement changes resulting in additional costs. Often
changes are for the better, however, will always involve time and resources. This
can create challenges for Council in trying to balance the requirement to amend
or provide new services on top of existing services.
Cost shifting From time to time the Commonwealth and Queensland Governments amend their
from other responsibilities and this can result in the cost of those responsibilities shifting to
levels of other levels of government including Local Government. Often while the
government responsibility is shifted to another level of government no corresponding funding
is provided. A recent example is the transfer from the Queensland Government
to Local Government of the responsibility for monitoring fruit bat activity.
Implementing activities to deter fruit bats away from urban living environments
has resulted in significant increased costs to Council.
Disaster Across Australia Local Government plays a crucial role in disaster management.
management In Queensland Local Government has significant responsibilities under the
Disaster Management Act 2003 in coordinating disaster management resources
during flood and storm events, which are the most common disaster events to
occur in Queensland.
The cost of these responsibilities is significant. Many councils employ dedicated

disaster management personnel and must also provide coordination centre
facilities. Access to trained personnel and the necessary infrastructure must occur
year round regardless of whether a disaster event occurs or not. No external
funding is made available to cover these activities.
It should be noted that the cost of disaster management through the above
activities is in addition to the financial support that Local Government is required
to provide to the State Emergency Service and Rural Fire Service.
Duplication of Having a population base spread over a large area means that Council is in the
services and position of providing a number of smaller services spread across the region rather
assets than one larger centralised service. This is the case in the provision of customer
service centres, libraries, swimming pools and waste disposal facilities. Often
these services have significant fixed overhead costs regardless of the level of
utilisation.
The issue for Council is that it incurs a much higher cost of service provision per
head of population than urban councils. It cannot therefore offer the same level
of service provision as urban councils as the cost of doing so would be
unaffordable.
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Inability to Council’s physical non-current assets have a total value of $820 million. Over
fund asset 90% of Council’s assets are referred to as infrastructure assets. These are assets
maintenance with long useful lives whose value is measured at replacement cost.
and renewal
The majority of Council’s assets cannot be sold to generate funding as they are
used to provide services or are public goods.
The challenge for Council is that these assets must be maintained at a certain
level in order to provide a satisfactory level of service provision to the community.
Council must allocate its scarce resources over the vast network of assets for
which it is responsible in order to achieve this in all areas.
Council measures this by evaluating the AMP outcomes for each major asset
class. AMPs can tell Council whether the level of resources allocated to assets is
keeping them at the level required to achieve satisfactory service provision.
Where AMPs produce unsatisfactory outcomes i.e. they identify significant

funding gaps between what is needed and what is made available then Council
must evaluate what options it has available to address the funding gap. This can
include increasing revenues, changing the level of service provided, reprioritising
available funding and, in some circumstances, providing additional funding
through borrowings.
Recent natural disasters in the form of repeated flooding in the Scenic Rim region
have increased this challenge. While funding has been made available through
the NDRRA to repair the major impacted areas of Council’s road network much
of the remainder of the network has also experienced repeated inundation, which
has resulted in overall deterioration of the road network. The effect on the network
is still being measured and any detrimental impacts will be evident in future AMPs
prepared for roads.
The inability to source appropriate levels of funding for effective infrastructure

renewal and replacement is one of the top two issues identified by Local
Government in Queensland and is probably the most critical issue facing Local
Government across Australia. It is generally acknowledged that assistance is
unlikely to be received from the Queensland or Commonwealth Governments in
addressing this challenge. Therefore, Council must have a focus on asset
renewal and replacement and this should represent a higher priority than the
creation of new assets where decisions regarding the scarce allocation of
resources have to be made.
Limited Council is classified in the rural/regional council category and this category must
opportunities maintain a high rating effort compared to other categories of councils in order to
to increase maintain service levels. This is in addition to the challenges that the rural/regional
revenue category face of low average household incomes and being the highest out of all
categories to experience mortgage and rental stress.
Council is predominantly reliant on rates and charges revenue for funding and
this presents challenges in balancing the ability for ratepayers to absorb rate
increases against the need for funding to maintain service levels. Council’s rate
base is also predominantly residential and this limits Council’s ability to diversify
the rate base and achieve rate revenue growth.
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Low Urban settlements are spread across a large and dispersed area creating
population challenges in relation to service delivery. Council’s population spread is approx.
density/large 9 people per km2. Neighbouring urban Local Government areas have population
service area spreads in excess of 300 people per km2. A more intensive population spread
makes it easier to raise required funding from the rate base and also diversify
funding sources.
Natural The Productivity Commission has recommended significant changes to the share
Disaster of disaster management funding required from the Commonwealth, Queensland
Relief and and Local Governments. These recommendations would have significant
Recovery detrimental financial impacts on Council if implemented and potentially result in
Funding unacceptable asset management outcomes. The estimated cost of damage to
Arrangements Council’s assets from natural disasters has been approx. 92% of general rate
revenue from 2009 to 2014.
Pressure on A significant issue for Local Governments is the reduction in funding sources it
level of receives other than from rates and utility charges. This has occurred for a range
funding of reasons but key reasons for Scenic Rim include the downturn in the economy
required from that affected a number of different revenue sources and the reduction of
rates government grants, which is an issue for all local governments and included the
freezing of Financial Assistance Grant funding levels. As a result, many of
Council's revenue sources have remained at static levels or even reduced since
it formed in 2008. This places an unsustainable burden on the level of funding
required to be generated from rates and utility charges, which must be generated
through effecting rate increases on the community.
Reduced In the 2013-14 budget Council had grant funding of over $1 million reduced due
funding from to a reduction in the general purpose Financial Assistance Grant allocation and
other levels of the withdrawal or reduction of capital grants and subsides by the Queensland
government Government. This has meant Council has had to replace this funding either
through alternative sources of revenues such as rates and charges or reductions
in expenditure.
Council’s analysis on the general purpose financial assistance grant allocation

has identified that it receives far less per capita than similarly classed councils
such as Lockyer Valley Regional Council and Somerset Regional Council. The
higher level of funding received by other councils enables them to provide a
higher level of subsidy per ratepayer. Council has pushed for a change in the
grant allocation methodology to occur in order to address this inequity.
In 2014-15 the Commonwealth Government announced that it was freezing the

level of financial assistance grant funding for a period of three years. This decision
is estimated to reduce grant funding to Local Government by $925 million by
2017-18.
Vertical fiscal This refers to the situation where revenue collection at different levels of
imbalance Government does not match expenditure requirements.
In 2015-16 the share of taxation revenue by sphere of government was broken

down as follows:
Federal 79.6%
State 16.8%
Local 3.6%
Local government only collects 3.6% of all government taxes but is responsible
for 36% of non-financial assets held by all spheres of government.
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Horizontal This refers to different abilities to raise revenue and different expenditure
fiscal requirements at the same level of government. Local Governments have different
imbalance capacities to raise revenues as well as expenditure needs. Whilst this is partly
addressed through financial assistance grant allocation methodologies, the
maintenance of these is outside the control of local government.
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3 Strategy Vision
Consistent with Council’s theme of Organisational Sustainability contained in the Corporate Plan,
the vision of the financial sustainability strategy is:
To ensure Scenic Rim Regional Council remains financially sustainable in the short, medium, and
long term.
3.1 Objectives of the Strategy
The objectives are to:

 maintain key financial sustainability indicator results in line with DILGP targets;
 provide sufficient funding to meet AMP requirements over the long term where agreed and
affordable service levels are identified;
 provide sufficient funding to meet capital expenditure requirements identified in the LGIP to
support future development and population growth;
 ensure adequate funding is available to provide efficient and effective services to the
community;
 ensure key financial risks have been considered and are reflected in financial forecasts;
 achieve and maintain fair and equitable revenue structures that consider the cost of providing
services and the level of subsidy provided from rates;
 address key inter-generational infrastructure and service issues, which allows any significant
financial burden to be spread over a number of years and not impact adversely on current or
future ratepayers.
 ensure prudent management of investments and loan borrowings;
 ensure that Council considers the full lifecycle cost of all proposals prior to making
commitments for expenditure; and
 ensure robust systems remain in place around the development and management of budgets
and the LTFF.
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4 Strategy Outcomes and Performance Measures
Strategy Long-term performance against key financial sustainability indicators

Statement: maintained in LTFF
Outcome: Define a set of key financial sustainability indicators, identify targets for each
indicator and maintain forecast financial performance in accordance with
identified targets
Performance Long-term performance in LTFF to remain in accordance with identified targets
Measure:
Key Actions to Achieve Strategy:
Maintain key financial sustainability Operating surplus ratio Between 0% and 10%
indicator results in line with DILGP Net financial liabilities ratio Less than 60%
targets Asset sustainability ratio Greater than 90%
Maintain other financial sustainability Cash holdings ratio Greater than 3 months
indicator results in line with Council Current ratio Greater than 1.1
targets Debt service cover ratio Greater than 5
Quarterly budget reviews to remain Capture quarterly budget reviews in the LTFF and
consistent with financial ensure financial sustainability ratios remain in
sustainability indicator results in the accordance with LTFF results
LTFF
Refinement of financial sustainability Review of financial sustainability indicators and targets
indicators and targets annually as part of development of budget and LTFF
Strategy Funding requirements identified in AMPs are provided for in the LTFF at agreed
Statement: and affordable levels of service
Outcome: Community assets are maintained and remain fit for purpose with current and
future generations benefitting from effective financial and asset management
Performance Provisions for renewal capital expenditure in LTFF consistent with AMP
Measure: funding requirements
Infrastructure capital works Infrastructure ten year capital works programs are
programs are consistent with AMPs developed based on the capital works prioritisation
model and are consistent with AMP forecasts
Asset management improvement Progress the deliverables contained in the asset
plan will improve level of confidence management improvement plan
in AMPs
Asset management steering Asset management steering committee to play a key role
committee to play key role in long- in review of AMP assumptions including service levels to
term alignment of AMP forecasts ensure reasonable level of confidence in AMP forecasts
and LTFF
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Strategy Provision for developer contributions and capital expenditure in LTFF is
Statement: consistent with LGIP forecasts
Outcome: Ensure Council is able to afford capital expenditure associated with
development and population growth
Performance Provision for developer contributions and capital expenditure in LTFF
Measure: consistent with LGIP funding requirements over the long-term
Developer contributions accurately Process developed for estimating developer
forecast over the long-term contributions in accordance with LGIP forecasts and
incorporated into LTFF
Provision for capital expenditure in Process developed for estimating capital expenditure in
LTFF consistent with LGIP accordance with LGIP forecasts and incorporated into
LTFF
Developer contributions linked to Process developed for linking funding provided by
development funded developer contributions to the associated infrastructure
expenditure and incorporated into LTFF
Developer contributed assets Process developed for estimating value of developer
recognised in LTFF contributed assets and associated ongoing maintenance
costs over the long-term and incorporated into LTFF
Sustainable planning and Council’s planning scheme reflects sustainable planning
development practices ensuring land and infrastructure are used as
efficiently as possible
Strategy Service levels funded by the LTFF remain sustainable and affordable
Statement:
Outcome: Planning is integrated and effective and there is a clear linkage between
community expectations and service delivery within affordable limits
Performance Existing and forecast service levels can be funded in the LTFF without
Measure: requiring significant increases in funding
Service levels remain efficient and Continued assessment of core business and service level
effective reviews through Executive Strategy Workshops
Increases to existing services or All discretionary operational projects require a business
new services must undergo a case and must undergo a prioritisation peer review
formal approval process through development of the annual budget
Efficient staffing levels are Any vacant position is evaluated on the basis of need and
maintained new staff positions must undergo a formal approval
process
Encourage business innovation Business cases that demonstrate a reasonable payback
that produces efficiency and period or produce immediate efficiencies are given priority
productivity improvements ahead of other discretionary projects
Develop partnerships with business Maintain and develop partnerships that contribute to the
and neighbouring councils effectiveness and efficiency of Council’s operations
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Strategy Financial risks are appropriately managed and their potential effect on the
Statement: LTFF is considered
Outcome: Financial risks remain within acceptable tolerance thresholds
Performance Financial risks are identified and monitored and control methods remain
Measure: effective
Strategic financial risks are Reviews of strategic risks, including financial risks, are
recognised and appropriate control conducted by Council’s Risk Reference Group along
methods are in place with an assessment of the effectiveness of existing
controls and identification of further treatment details
The LTFF is reviewed to determine if Second year of LTFF is used as the basis for next year's
forecasts remain consistent with draft budget and performance against financial
actual performance sustainability ratios is compared to previous forecast
Refinement of LTFF assumptions Ongoing refinement of LTFF assumptions to be
undertaken through development of annual budget
Impact of changes in assumptions to LTFF sensitivity analysis to be developed based on
LTFF results are considered changes in key assumptions
Ensure Council remains adequately Council reviews insurance requirements annually and
insured manages insurance in accordance with the Insurance
Policies and Claims Policy
Strategy Revenue structures remain fair and equitable and consider the cost of
Statement: providing services and the level of subsidy provided from rates
Outcome: The level of rates, fees and charges remains affordable yet provides sufficient
funding to deliver services identified in the LTFF
Performance Rates, fees and charges increases are sustainable and reflect an appropriate
Measure: level of subsidy provided from rates
Ensure the level of rates and Continuing with rating reform including applying user
charges set in the Revenue pays principles where it is appropriate to do so through
Statement reflects the capacity of development of the annual budget
ratepayers to pay
Ensure user pays fees and charges Fees and charges reviewed annually through
reflect an appropriate level of development of the annual budget and activities subject
subsidy provided from rates to national competition policy reviewed to ensure
appropriate level of cost recovery
Continue to identify sources of Continue to undertake recoverable works and explore
revenue other than rates and business opportunities that are likely to produce positive
charges returns to Council
Opportunities to dispose of surplus Strategic reviews of assets continue to occur with
assets are identified and investigated opportunities to dispose of surplus assets identified and
recommended for consideration
Continue to lobby for change in Continue to analyse general purpose Financial
Financial Assistance Grant allocation Assistance Grant allocation and lobby for change in
(general purpose) grant allocation methodology
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Strategy Borrowings are appropriately managed and undertaken only after it can be
Statement: clearly demonstrated that it is an appropriate source of funding and financial
sustainability indicators remain within identified targets
Outcome: Council will only borrow to finance future capital works based on
intergenerational, risk management or accelerated infrastructure needs and not
for recurrent or operational expenditure, and on terms appropriate to the
reasonably expected life of the relevant capital assets
Performance Borrowings are undertaken only to finance capital works that provide long-term
Measure: community benefits
New borrowings are only undertaken Borrowings only identified as a source of funding for
where it is an appropriate source of capital works that provide long-term community benefits
funding and after all other sources of funding have been
considered
New borrowings are only undertaken Actual borrowings are subject to the maintenance of
where financial sustainability approved financial ratios and targets
indicators remain within identified
targets
New borrowings undertaken must be All new borrowings must be undertaken in accordance
in accordance with Council Policy with Council’s Debt Policy
Exposure to interest rates is Scenario analysis is performed on the LTFF on
effectively managed unfavourable movements in interest rates and any
negative impacts managed appropriately
Strategy Cash and investments are managed effectively and surplus funds are invested
Statement: in accordance with liquidity requirements
Outcome: Council maintains sufficient cash reserves to meet its short-term working
capital requirements and investment returns are optimised
Performance Investments are managed in accordance with Council Policy and an
Measure: appropriate level of liquidity is maintained to support Council’s operations
Management of forecast cash flows Daily cash flow analysis is performed and timing of
ensuring sufficient liquidity to support investments is in accordance with working capital
Council's operations requirements
Investments are managed in Funds surplus to requirement are invested in
accordance with Council Policy accordance with Council’s Investment Policy and
compliance with the Policy is monitored through monthly
reporting to Council
Creditors are managed to optimise Creditor payments are made in accordance with
cash flows Council’s standard payment terms or contract terms
Debtors are managed to optimise Rate notices and invoices are issued in a timely manner
cash flows and enforcement of recovery actions occurs in line with
Council’s Revenue Policy
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Strategy New capital projects are undertaken only after consideration has been given to
Statement: the full lifecycle cost of the proposal
Outcome: Council will commit to new capital projects only where the full lifecycle cost has
been considered, including the future servicing and maintenance costs, and
any impact on the rate increase required to provide a source of ongoing
funding
Performance New capital projects are undertaken only if it can be shown they will not
Measure: adversely affect Council’s financially sustainability
New capital projects undertaken only The financial analysis for major new capital projects
after consideration of full lifecycle (+$100k) must be prepared using a whole of life costing
costs has occurred tool and LTFF scenario analysis before endorsement
from Council can occur
All projects are managed using Council has an endorsed project management
Council’s project management methodology, which must be used in the management of
framework all projects
Strategy Budgets are managed effectively and actual performance to budget is closely
Statement: monitored
Outcome: A strong budget management culture is established and maintained
Performance Budget variances remain within identified tolerances and management action is
Measure: undertaken where this does not occur
Actual performance to budget is Monthly budget packs are used to identify budget
closely monitored variances that have exceeded identified tolerances and
capture explanations provided by management where
this occurs
Report actual performance against A monthly financial report containing budget variance
budget to Executive Team and analysis is prepared and reported to the Executive Team
Council and Council’s Finance Committee
Quarterly budget reviews are A minimum of four budget reviews occur per year and
undertaken budget review adjustments must be in accordance with
Council’s Budget Review Policy
Internal controls are maintained for Financial delegations are managed using the Technology
financial delegations and One system and purchasing must be performed in
purchasing accordance with Council’s Purchasing Policy
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Strategy Financial asset systems support core asset management outcomes
Statement:
Outcome: Financial asset outcomes align with asset management outcomes
Performance Financial asset data is consistent with asset management data and systems
Measure: used by both areas complement each other
Capital expenditure is captured in Capital expenditure is separately identified using Project
the accounting system Ledgers in the Technology One system and separately
identified for budgeting purposes
Ensure expenditure meets the Expenditure must meet the definition provided for in
criteria for capital expenditure before Council’s Recognition of Non Current Assets Policy
capitalising before being capitalised
External asset valuations undertaken Undertake external asset valuations in accordance with
in accordance with accounting timeframes required by the accounting standards
standards
Asset valuation assumptions Asset valuation assumptions are reviewed annually in
reviewed annually consultation with asset management and infrastructure
staff
Ensure financial asset records align Wherever possible, finance and asset management use
with asset management records the same asset data sets and differences are identified
and investigated in order to improve consistency
Key actions to be progressed during the next financial year can be found in Council’s Operational
Plan and are reported in Council’s Annual Report.
5 Abbreviations
Act Local Government Act 2009
AMP Asset Management Plan
BSDA Bromelton State Development Area
DILGP Department of Infrastructure, Local Government and Planning
LGIP Local Government Infrastructure Plan
LTFF Long Term Financial Forecast
NDRRA Natural Disaster Relief and Recovery Arrangements
PPE Property, Plant & Equipment
QTC Queensland Treasury Corporation
Regulation Local Government Regulation 2012
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6 Long Term Financial Forecast
6.1 Introduction
The LTFF links directly to Council’s Community and Corporate Plans and sets the framework to
provide cost effective services within available resources for the duration of the forecast.
Section 171 of the Regulation requires councils to prepare a LTFF covering a period of at least ten
years. The LTFF is essential for:
 Demonstrating Council’s financial sustainability as required by section 104(2) of the Act; and
 Council’s system of financial management as required by section 104(5) of the Act.
The Scenic Rim Regional Council LTFF covers ten years from 2018-19 to 2027-28.
The overall objective of Council’s LTFF is to maintain current service levels, identify a capital works
program that meets the asset renewal requirements contained in Council’s AMPs and achieve a
financially sustainable position. Based on the outcome of the LTFF, it can be seen that Scenic Rim
Regional Council is in a satisfactory position to sustain its operations over the life of the LTFF.
6.2 Assumptions
As with all forecasts, it must be acknowledged that things change over time and that long term
forecasts are useful as a guidance tool which can identify financial issues in advance and enable a
strategy or plan to be developed to deal with them. This LTFF has been prepared using a number of
assumptions, which are applicable from 2019-20 onwards.
The LTFF has been developed with the overriding assumption that Council will prioritise projects in
accordance with available funding and will continue to maintain its current service levels with no
reductions in staff numbers.
The LTFF also includes the following specific assumptions:
General Assumptions
Item Assumption Comment

The long term average CPI for Brisbane is 2.5%; however, CPI
CPI 2.0%-2.5%
for the past couple of years has lowered to around 2%
New Initiatives
New initiatives are new projects or programs or increases in service level that are deliberately
segregated from the general budget so that their effect on the budget can be evaluated separately.
For 2018-19 ongoing new initiatives are automatically included in the forecast and the value of ‘one
off’ new initiatives in 2018-19 is included in that year only.
Recurrent Revenue Assumptions

These assumptions reflect Council's rating strategy outcomes
3% other than but prior to setting the budget each year Council will
Rates & Utility 2021-22 4% reconsider the rate increase in line with available funding
Charges opportunities and funding requirements
Based on planning new dwelling projections converted into an
1.5% growth
estimated rates growth increase
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118
Fees & 3.0% Fees & charges increases have been aligned with the rates &
Charges 1.5% growth utility charges assumption
Interest
N/A Recalculated based on forecast cash levels
Received
Sales of Revenue assumed to increase in accordance with long term
2.5%
Contract & CPI
Recoverable A revenue growth component is recognised in line with growth
0.75% growth
Works in expenditure
Share of Profit
Share of profits from Queensland Urban Utilities included as
from N/A
per QUU Corporate Plan
Associate
Other 2.5% Other revenues consist of items such as rents and leases that
Revenue 1.5% growth generally increase in line with CPI
The main source of recurrent grants is the financial assistance
Grants & grant and this was frozen at current levels by the
Subsidies – 1.9% Commonwealth Government for the last 3 years; however this
Recurrent freeze was removed in the most recent Federal budget and, as
a result, a CPI increase has been assumed
Recurrent Expenditure Assumptions

Based on estimated certified agreement increases and
2%
Employee increment increases
Expenses The allowance for growth is to offset the increase in service
1.5% growth
level costs associated with rates growth
Materials, services and contracts generally increase in line
2%
Materials & with CPI
Services The allowance for growth is to offset the increase in service
1.5% growth
level costs associated with rates growth
Finance Costs N/A Included as per loan borrowings schedule
Depreciation
Depreciation is varied in proportion to the increase in fixed
& 4%
asset values
Amortisation
Capital Assumptions
Item Assumption
Grants &
Included as per the Ten Year Capital Program; assumed to increase by 2% per
Contributions
annum in line with the index applied to capital expenditure
– Capital
Capital Included as per the Ten Year Capital Works Program; capital works expenditure
Expenditure is assumed to increase by 2% per annum
Repayments on the present loan are forecast in accordance with the borrowings
Borrowings schedule; new borrowings are assumed to be financed by 20 year loans at the
current indicative borrowing rate of 4.0%
Fixed Asset The value of fixed assets is based on the current value of PPE adjusted for the
Values forecast level of purchases and disposals and adjusted by a revaluation index
Reserves The asset revaluation reserve is adjusted in line with fixed asset values
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119
6.3 Major Risks and Challenges
Scenic Rim Regional Council has developed a comprehensive risk management framework. The
preparation of a LTFF assists Council in evaluating the impact that future decisions may have on its
budget and avoid making decisions which may have long term negative impacts. This is particularly
important when evaluating the impact of large projects involving borrowings and ongoing operating
costs. In addition, the LTFF also allows Council to see how it may defer or bring forward projects to
best suit its cash flow projections and thus smooth out planned expenditure.
Council has identified the following strategic risks:

CF2 Adoption of unrealistic corporate objectives that are beyond the financial resources of
the organisation to deliver.
CF3 Utilisation of deficient or substandard financial management practices and subsequent
decision making processes.
CF4 Ineffective, inefficient or poorly integrated strategic planning and monitoring.
As with many local governments, a major challenge for Council is the management of ageing assets
in need of renewal and replacement. Infrastructure assets such as roads, bridges, pathways, kerbs,
stormwater drains and public buildings present particular challenges as their condition and longevity
can be difficult to determine. The creation of new assets also presents challenges in terms of funding
for initial construction and ongoing service costs.
6.4 Budgeted Financial Statements
Budgeted Statement of Comprehensive Income

This statement outlines:
 All sources of Council’s income (revenue)
 All recurrent expenditure. These expenses relate to operations and do not include capital
expenditure although depreciation of assets is included.
The Net Result for the year is a measure of Council’s financial performance. This figure is determined
by deducting total recurrent expenditure from total income.
Budgeted Statement of Financial Position

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

This statement summarises the actual flows of cash for a period and explains the change in the cash
balance held from the start of the period through to the end of the reporting period. This shows where
Council received its cash from and then what it spent it on.
Budgeted Statement of Changes in Equity

This statement summarises the change in Council’s real worth throughout the financial year.
Council’s net worth can change as a result of:
 The net result as recorded in the Statement of Comprehensive Income; or
 An increase or decrease in the net value of non-current assets resulting from a revaluation of
those assets.
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120
Financial Sustainability Indicators
Revised
Budget Projected Years
Budget
2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28
Indicators per S169(5) of the Local Government Regulation 2012

Operating Surplus Ratio
2.1% 5.8% 6.3% 6.7% 7.5% 8.1% 8.5% 8.8% 9.1% 9.5% 9.8%
Target: Between 0% and 10%
Calculation: (Net result (excluding capital items) / recurrent revenue)
Net Financial Liabilities Ratio
19.1% 22.1% 20.7% 19.8% 15.4% 12.0% 11.1% 8.0% 4.4% -0.2% -6.0%
Target: Less than 60%
Calculation: ((Total liabilities less current assets) / recurrent revenue)
Asset Sustainability Ratio
294.9% 321.9% 107.8% 94.4% 95.9% 113.8% 109.0% 108.3% 101.3% 99.0% 106.6%
Target: Greater than 90%
Calculation: (Capital renewals on infrastructure assets / infrastructure depreciation)
Additional indicators per Financial Sustainability Strategy 2017-2026

Cash Holdings Ratio
3.9 4.1 4.0 4.2 4.2 4.2 4.0 3.9 4.0 4.2 4.7
Target: Greater than 3 months
Calculation: (Cash / ((Operating Expenditure less Depreciation Expense) / 12 months)
Current Ratio
1.7 1.7 1.7 1.8 1.8 1.8 1.8 1.8 1.9 2.0 2.3
Target: Greater than 1.1
Calculation: (Current Assets / Current Liabilities)
Debt Service Cover Ratio
9.0 9.2 8.2 8.3 8.3 8.7 9.2 9.8 10.2 10.7 11.4
Target: Greater than 5
Calculation: (Operating Result + Interest Expense + Depreciation - Profit from Associate + Dividend from Associate) / (Interest Expense + Previous
Year Current Loans Outstanding)
121
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122
Budgeted Statement of Comprehensive Income
Revised
Budget
2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Income
Recurrent Revenue
Rates and Utility Charges 52,052 55,070 57,573 60,190 63,536 66,424 69,443 72,599 75,899 79,348 82,955
Discounts and Pensioner Remissions -1,673 -1,758 -1,838 -1,921 -2,028 -2,120 -2,217 -2,318 -2,423 -2,533 -2,648
Fees & Charges 5,071 5,116 5,349 5,592 5,846 6,112 6,389 6,680 6,983 7,301 7,632
Interest Received 2,222 2,010 1,903 1,879 1,976 2,034 2,065 2,081 2,220 2,497 2,864
Sales of Contract and Recoverable
6,019 5,271 5,443 5,621 5,805 5,995 6,191 6,393 6,602 6,818 7,041
Works
Share of Profit from Associate 2,123 2,216 2,223 2,228 2,374 2,374 2,374 2,374 2,374 2,374 2,374
Other Revenue 3,109 3,003 3,063 3,151 3,302 3,395 3,491 3,590 3,694 3,802 3,915
Operating Grants, Subsidies,
2,783 3,762 3,834 3,906 3,981 4,056 4,133 4,212 4,292 4,373 4,456
Contributions and Donations
Total Recurrent Revenue 71,705 74,690 77,550 80,645 84,792 88,268 91,869 95,611 99,641 103,980 108,589
Capital Revenue
Capital Grants, Subsidies,
32,331 32,467 1,662 8,628 1,368 1,396 1,424 1,453 1,481 1,511 1,541
Contributions from Developers 2,137 2,180 2,224 2,268 2,313 2,360 2,407 2,455 2,504 2,554 2,605
Total Capital Revenue 34,468 34,647 3,886 10,896 3,681 3,756 3,831 3,908 3,985 4,065 4,146
Total Income 106,173 109,337 81,436 91,541 88,473 92,024 95,700 99,519 103,626 108,045 112,735
Expenses
Recurrent Expenses
Employee Expenses 27,971 29,347 30,383 31,455 32,566 33,715 34,905 36,137 37,413 38,734 40,101
Materials & Services 25,057 23,051 23,605 24,438 25,751 26,660 27,701 28,878 30,198 31,664 33,282
Finance Costs 1,156 1,268 1,319 1,308 1,352 1,268 1,180 1,076 989 897 802
Depreciation & Amortisation 16,022 16,663 17,330 18,023 18,744 19,493 20,273 21,084 21,927 22,804 23,717
Total Recurrent Expenses 70,206 70,329 72,635 75,224 78,412 81,136 84,058 87,176 90,527 94,099 97,901
Total Expenses 70,206 70,329 72,635 75,224 78,412 81,136 84,058 87,176 90,527 94,099 97,901
Net Result 35,967 39,008 8,800 16,317 10,061 10,888 11,642 12,343 13,099 13,946 14,834
Operating Revenue (Recurrent
71,705 74,690 77,550 80,645 84,792 88,268 91,869 95,611 99,641 103,980 108,589
Revenue)
Operating Expenses (Recurrent
70,206 70,329 72,635 75,224 78,412 81,136 84,058 87,176 90,527 94,099 97,901
Expenses)
Operating Result (Recurrent
1,499 4,361 4,914 5,421 6,380 7,132 7,811 8,435 9,114 9,881 10,688
Result)
Page 27
Budgeted Statement of Financial Position
Revised
Budget
2021/2
2017/18 2018/19 2019/20 2020/21 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28
2
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Assets
Current Assets
Cash & Cash Equivalents 17,595 18,243 18,623 20,068 21,096 21,555 21,322 21,731 22,807 25,175 29,105
Trade & Other Receivables 5,563 5,563 5,563 5,563 5,563 5,563 5,563 5,563 5,563 5,563 5,563
Inventories 900 900 900 900 900 900 900 900 900 900 900
Other Assets 690 690 690 690 690 690 690 690 690 690 690
Total Current Assets 24,748 25,396 25,776 27,221 28,249 28,708 28,475 28,884 29,960 32,328 36,258
Non-Current Assets
Trade & Other Receivables 14,676 14,676 14,676 14,676 14,676 14,676 14,676 14,676 14,676 14,676 14,676
Property, Plant & Equipment 761,919 818,112 841,923 874,030 897,631 923,012 951,655 979,480 1,007,851 1,036,239 1,064,473
Investment in Associate 35,200 36,116 37,019 37,930 38,970 40,010 41,050 42,090 43,130 44,170 45,210
Total Non-Current Assets 811,795 868,904 893,618 926,636 951,277 977,698 1,007,381 1,036,246 1,065,657 1,095,085 1,124,359
Total Assets 836,543 894,300 919,394 953,857 979,526 1,006,406 1,035,856 1,065,130 1,095,616 1,127,413 1,160,617
Liabilities
Current Liabilities
Trade & Other Payables 4,435 4,435 4,435 4,435 4,435 4,435 4,435 4,435 4,435 4,435 4,435
Borrowings 1,186 1,569 1,693 1,873 1,960 2,052 2,102 2,202 2,306 2,355 2,182
Employee Benefits 9,180 9,180 9,180 9,180 9,180 9,180 9,180 9,180 9,180 9,180 9,180
Total Current Liabilities 14,801 15,184 15,308 15,488 15,575 15,667 15,717 15,816 15,921 15,970 15,796
Non-Current Liabilities
Borrowings 22,031 25,159 24,966 26,094 24,134 22,081 21,379 19,177 16,872 14,516 12,335
Employee Benefits 600 600 600 600 600 600 600 600 600 600 600
Provisions 986 986 986 986 986 986 986 986 986 986 986
Total Non-Current Liabilities 23,617 26,745 26,552 27,680 25,720 23,667 22,965 20,763 18,458 16,102 13,921
Total Liabilities 38,418 41,929 41,860 43,168 41,295 39,334 38,682 36,580 34,378 32,071 29,717
Net Assets 798,125 852,371 877,534 910,689 938,231 967,072 997,174 1,028,550 1,061,238 1,095,341 1,130,900
Equity
Asset Revaluation Surplus 200,127 215,365 231,727 248,565 266,046 283,999 302,459 321,492 341,082 361,239 381,963
Accumulated Surplus 597,998 637,006 645,807 662,124 672,185 683,073 694,715 707,058 720,156 734,102 748,936
Total Equity 798,125 852,371 877,534 910,689 938,231 967,072 997,174 1,028,550 1,061,238 1,095,341 1,130,900
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Budgeted Statement of Cash Flows
Revised
Budget
2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Cash Flows from Operating Activities
Receipts from Customers 70,677 66,702 69,590 72,632 76,461 79,804 83,297 86,945 90,755 94,736 98,895
Payments to Suppliers and
Employees
-53,584 -52,551 -54,143 -56,052 -58,478 -60,540 -62,774 -65,188 -67,786 -70,576 -73,565
17,093 14,151 15,447 16,580 17,983 19,264 20,523 21,757 22,969 24,160 25,330
Receipts:
Interest Received 2,222 2,010 1,903 1,879 1,976 2,034 2,065 2,081 2,220 2,497 2,864
Operating Grants, Subsidies,
2,783 3,762 3,834 3,906 3,981 4,056 4,133 4,212 4,292 4,373 4,456
Payments:
Interest Expense -1,006 -1,115 -1,163 -1,149 -1,190 -1,103 -1,011 -905 -814 -719 -619
Net Cash Inflow / (Outflow)
from Operating Activities
21,092 18,808 20,021 21,216 22,750 24,251 25,710 27,145 28,667 30,311 32,031
Cash Flows from Investing Activities
Receipts:
Proceeds from Sale of PP&E 1,493 968 983 893 1,028 1,071 1,067 1,159 1,246 1,155 1,137
Dividend Received from
Associate
1,231 1,300 1,320 1,317 1,334 1,334 1,334 1,334 1,334 1,334 1,334
Capital Grants, Subsidies,
34,468 34,647 3,886 10,896 3,681 3,756 3,831 3,908 3,985 4,065 4,146
Payments:
Payments for PP&E -71,909 -58,586 -25,761 -34,184 -25,892 -27,993 -31,523 -31,035 -31,954 -32,191 -32,363
Net Cash Inflow / (Outflow)
from Investing Activities
-34,717 -21,671 -19,572 -21,078 -19,849 -21,832 -25,291 -24,634 -25,389 -25,637 -25,746
Cash Flows from Financing Activities
Receipts:
Proceeds from Borrowings 3,000 4,700 1,500 3,000 0 0 1,400 0 0 0 0
Payments:
Repayment of Borrowings -1,034 -1,189 -1,569 -1,693 -1,873 -1,960 -2,052 -2,102 -2,202 -2,306 -2,355
Net Cash Flow inflow /
(Outflow) from Financing 1,966 3,511 -69 1,307 -1,873 -1,960 -652 -2,102 -2,202 -2,306 -2,355
Activities
Net Increase/(Decrease) in
Cash
-11,659 648 380 1,445 1,028 459 -233 409 1,076 2,368 3,930
plus: Cash & Cash Equivalents
- beginning of year
29,254 17,595 18,243 18,623 20,068 21,096 21,555 21,322 21,731 22,807 25,175
Cash & Cash Equivalents - end
of the year
17,595 18,243 18,623 20,068 21,096 21,555 21,322 21,731 22,807 25,175 29,105
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Budgeted Statement of Changes in Equity
Revised
Budget
2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Accumulated Surplus
Opening Balance 562,031 597,998 637,006 645,807 662,124 672,185 683,073 694,715 707,058 720,156 734,102
Net Operating Result for
35,967 39,008 8,800 16,317 10,061 10,888 11,642 12,343 13,099 13,946 14,834
the Year
Closing Balance 597,998 637,006 645,807 662,124 672,185 683,073 694,715 707,058 720,156 734,102 748,936
Asset Revaluation Surplus

Opening Balance 185,308 200,127 215,365 231,727 248,565 266,046 283,999 302,459 321,492 341,082 361,239
Asset Revaluation
14,819 15,238 16,362 16,838 17,481 17,953 18,460 19,033 19,590 20,157 20,725
Adjustments
Closing Balance 200,127 215,365 231,727 248,565 266,046 283,999 302,459 321,492 341,082 361,239 381,963
Total Equity
Opening Balance 747,339 798,125 852,371 877,534 910,689 938,231 967,072 997,174 1,028,550 1,061,238 1,095,341
Net Operating Result for
35,967 39,008 8,800 16,317 10,061 10,888 11,642 12,343 13,099 13,946 14,834
the Year
Asset Revaluation
14,819 15,238 16,362 16,838 17,481 17,953 18,460 19,033 19,590 20,157 20,725
Adjustments
Closing Balance 798,125 852,371 877,534 910,689 938,231 967,072 997,174 1,028,550 1,061,238 1,095,341 1,130,900
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6.5 Sensitivity Analysis
Sensitivity analysis has been undertaken of the key assumptions most likely to impact the
achievement of the LTFF's financial targets.
Income
Key Risks
Analysis of Council's sources of income has shown that, other than rates and charges, these have
not increased in line with price increases since 2013-14. The following table demonstrates what the
level of these other income sources has been over the past five years based on the original budgets
from those years.
Recurrent Revenue 2013-14 2014-15 2015-16 2016-17 2017-18

Fees & Charges $3.7M $3.9M $4.2M $4.4M $4.6M
Interest Received $2.0M $1.7M $1.8M $1.7M $1.7M
Sales of Contract & Recoverable Works $5.6M $3.7M $3.7M $4.1M $4.9M
Share of Profit from Associate $1.3M $1.3M $1.7M $2.0M $2.1M
Other Revenue $1.7M $2.0M $2.0M $2.5M $2.7M
Operating Grants, Subsidies & Contributions $3.2M $3.2M $3.3M $3.3M $3.4M
Total Revenue $17.5M $15.9M $16.7M $18.0M $19.4M
The original budget is used because rates and charges are set each year based on the original
budget. Overall these other income sources have decreased over five years relative to CPI.
The reason this is important is that these other sources of income currently represent 28% of
Council's recurrent funding. In 2013-14 they represented 31% of Council's recurrent funding. The
proportion of recurrent funding they represent has reduced resulting in the funding shortfall created
being addressed through reductions in expenditure but also increases in rates and charges.
A key risk for Council is that this pattern will continue due to circumstances outside its control. The
assumption in the LTFF is that at least some of these sources of other income will increase each
year.
Council has already assumed that interest received will not increase in line with any price index in
the LTFF. This is due to interest being based on the level of cash held and market-based interest
rates.
The sensitivity analysis performed consisted of reducing the assumption for fees and charges and
other revenue to 0% instead of the assumptions used in the LTFF to evaluate the impact of these
recurrent sources of revenue not increasing. As revenue from sales of contract and recoverable
works is also tied to expenditure this was not changed as it was assumed that expenditure would
also not increase if revenues did not increase.
The impacts on the financial sustainability indicators are as follows:

 Operating Surplus Ratio; this remains within the 0% to 10% target identified over the life of the
LTFF, however, it worsens the ratio from 2019-20 onwards due to the lower level of recurrent
revenue generated by the forecast.
 Net Financial Liabilities Ratio; this remains less than the 60% target identified over the life of
the LTFF, however, it worsens the ratio from 2019-20 onwards due to the lower level of
recurrent revenue generated by the forecast.
 Asset Sustainability Ratio; this ratio remains unchanged.
 Cash Holdings Ratio; this ratio deteriorates from 2020-21 and falls below the target of greater
than 3 months in 2024-25 in the LTFF and gets progressively worse. This ratio is highly
Page 31
126
sensitive to any change in the assumptions relating to recurrent income due to the
compounding nature that any change in recurrent funding has on cash.
 Current Ratio; this ratio worsens from 2020-21 onwards.
 Debt Service Cover Ratio; this ratio remains greater than 5 over the life of the LTFF, however,
it worsens from 2019-20 onwards due to the lower level of recurrent revenue generated by the
forecast.
The conclusion that can be drawn from the sensitivity analysis is that, if sources of income other than
rates and charges do not increase in line with price increases, Council cannot allow this to occur
without undertaking a corrective change as the resulting effect on the financial sustainability ratios
is unsustainable. This would likely take the form of reducing expenditure or increasing rates and
charges.
Expenditure
Key Risks
The key risk to Council's financial sustainability is a lift in recurrent expenditure without an associated
lift in recurrent sources of funding. Areas where this could occur are employee costs and materials
and services. The sensitivity analysis performed consisted of increasing the assumption for
employee costs and materials and services from 2% to 2.5% over the life of the LTFF to evaluate
the impact of these recurrent expenditures increasing by more than what has been assumed in the
forecast.
The impacts on the financial sustainability indicators are as follows:

 Operating Surplus Ratio; this remains within the 0% to 10% target identified over the life of the
LTFF, however, it worsens the ratio from 2019-20 onwards due to the higher level of recurrent
expenditure generated by the forecast.
 Net Financial Liabilities Ratio; this remains less than the 60% target identified over the life of
the LTFF, however, it worsens the ratio from 2019-20 onwards due to the higher level of
recurrent expenditure generated by the forecast.
 Asset Sustainability Ratio; this ratio remains unchanged.
 Cash Holdings Ratio; this ratio deteriorates and falls below the target of greater than 3 months
in 2024-25 in the LTFF although it worsens from 2020-21 onwards. This ratio is highly sensitive
to any change in the assumptions relating to recurrent expenditure due to the compounding
nature that any change in recurrent expenditure has on cash.
 Current Ratio; this ratio worsens from 2020-21 onwards.
 Debt Service Cover Ratio; this ratio remains greater than 5 over the life of the LTFF, however,
it worsens from 2019-20 onwards due to the higher level of recurrent expenditure generated
by the forecast.
The conclusion that can be drawn from the sensitivity analysis is that, if recurrent expenditures
increase by more than what is assumed in the forecast, Council cannot allow this to occur without
undertaking a corrective change as the resulting effect on the financial sustainability ratios is
unsustainable. This would likely take the form of increasing rates and charges.
Another key risk for expenditure is any change in disaster management funding arrangements that
increases the exposure of local government. A key challenge for Council is that it does not have
cash reserves to draw upon in the event that it may be required to make substantial contributions
towards disaster management. If these funding arrangements were to change in future, this would
present a significant funding issue.
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127
7 Supporting References
Local Government Act 2009
Local Government Regulation 2012
Financial Management (Sustainability) Guideline 2013
Scenic Rim Community Plan 2011-2026
Scenic Rim Regional Council Corporate Plan 2018-2023
Scenic Rim Regional Council Operational Plan 2018-2019
Scenic Rim Regional Council Budget Forecast Financial Sustainability (June 2009)
Orion Consulting Network
Scenic Rim Regional Council Budget Forecast Financial Sustainability (June 2011)
Scenic Rim Regional Council Financial Sustainability Review (December 2013)

Queensland Treasury Corporation
Scenic Rim Regional Council Financial Health Review & Next Term Outlook (April 2016)
National State of the Assets (November 2014)

Jeff Roorda and Associates for the Australian Local Government Association
Results of Audit: Local Government Entities 2015-16 (April 2017)

Queensland Audit Office
https://www.qao.qld.gov.au/sites/all/libraries/pdf.js/web/viewer.html?file=https%3A%2F%2Fwww.qao.qld.gov
.au%2Fsites%2Fqao%2Ffiles%2Freports%2Flocal_government_entities-2015-
16_results_of_financial_audits_report_13-2016-17.pdf
Forecasting long-term sustainability of local government (October 2016)

Queensland Audit Office
https://www.qao.qld.gov.au/sites/all/libraries/pdf.js/web/viewer.html?file=https%3A%2F%2Fwww.qao.qld.gov
.au%2Fsites%2Fqao%2Ffiles%2Freports%2Fforecasting_long-
term_sustainability_of_local_government_0.pdf
In Our Hands: Strengthening Local Government Revenue for the 21st Centuary (February 2013)
Australian Centre for Excellence for Local Government (ACELG)
http://www.acelg.org.au/news/stronger-local-government-revenues
Factors Impacting Local Government Financial Sustainability: A Council Segment Approach (September 2013)
Local Government Association of Queensland (LGAQ)
[http://www.lgaq.asn.au/documents/10136/13500/Factors%20Impacting%20Local%20Government%20Finan
cial%20Sustainability%20A%20Council%20Segment%20Approach%20-
%20Final%20Report%2020130926.pdf]
Report of the Local Government Reform Commission - Volume 1 (July 2007)

Local Government Reform Commission
http://www.parliament.qld.gov.au/documents/TableOffice/TabledPapers/2007/TP1809-2007.pdf
-ooOoo-
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2018-19
COMMUNITY
BUDGET REPORT
BUD GET DOCU ME N TATION
Revenue Statement
Revenue Policy
Debt Policy
129
Revenue Statement 2018-19
INTRODUCTION
Council is required to produce a Revenue Statement to accompany the budget each year. The
Revenue Statement is an explanatory statement outlining and explaining the revenue measures
adopted in the annual budget and is produced in accordance with the Revenue Policy. The Revenue
Statement 2018-19 applies to the financial year ending 30 June 2019.
LEGISLATIVE REQUIREMENTS
Council is required by section 104 of the Local Government Act 2009 (the Act) and section 169 of
the Local Government Regulation 2012 (the Regulation) to produce a Revenue Statement.
Section 172 of the Regulation requires the Revenue Statement to state:
(a) if the local government levies differential general rates:

(i) the rating categories for rateable land in the local government area; and
(ii) a description of each rating category; and
(b) if the local government levies special rates or charges for a joint government activity, a
summary of the terms of the joint government activity; and
(c) if the local government fixes a cost-recovery fee, the criteria used to decide the amount of the
cost-recovery fee; and
(d) if the local government conducts a business activity on a commercial basis, the criteria used
to decide the amount of the charges for the activity's goods and services.
The Revenue Statement must also include:
(a) an outline and explanation of the measures that the local government has adopted for raising
revenue, including an outline and explanation of:
(i) the rates and charges to be levied in the financial year; and
(ii) the concessions for rates and charges to be granted in the financial year;
(b) whether the local government has made a resolution limiting an increase of rates and charges.
REVENUE PRINCIPLES
The Council is required to raise an appropriate amount of revenue to maintain assets and provide
services to the Scenic Rim region as a whole. In deciding how revenue is raised Council has regard
to the following principles:
 Equity; defined as ensuring the fair and consistent application of lawful rating and charging
principles, without bias, taking account of all relevant considerations.
130
 Effectiveness/Efficiency; defined as meeting the financial, social, economic and environmental
or other corporate objectives of the Council as stated in its long term plans or policies.
 Simplicity; to ensure widespread community or stakeholder understanding, and minimise
perceived inequities and hidden costs, of a complex system.
 Sustainability; revenue decisions support the financial strategies for the delivery of
infrastructure and services identified in Council’s long term planning.
REVENUE GUIDELINES
Council identifies services where the cost of providing the service will be met by the consumer of
that service. The cost of providing the service will include the cost of acquiring the service, the cost
of providing the infrastructure or organisation to process and/or deliver the service and any
associated overheads.
Individual consumers of a service cannot always be separately identified. For this reason there is a
need for specific user charges to be supplemented by other general revenue sources.
The relevant components of Council rates and charges are based on a combination of specific user
charges, a separate charge and a rate on the value of land to provide the most equitable and rational
basis for raising revenue.
Rates and charges are determined after due consideration of the following:
 Council’s legislative obligations;
 The needs and expectations of the general community as determined by formal and informal
consultation and survey processes;
 The cost of maintaining existing facilities and necessary services;
 The need for additional facilities and services; and
 Equity.
2018-19 RATES AND CHARGES
Pursuant to section 94 of the Act Council hereby resolves to make the following rates and charges
for the twelve months ended 30 June 2019.
GENERAL RATES
General rates are for services, facilities and activities that are supplied or undertaken for the benefit
of the community in general (rather than a particular person).
Differential General Rates
In accordance with section 80 of the Regulation Council will adopt a differential general rating
scheme. A differential general rate will be levied on all rateable land based on the value of the land
as assessed by the Department of Natural Resources, Mines and Energy.
The categories into which rateable land is categorised and the description of those categories is
contained in the following differential general rate tables.
Revenue Statement 2018-19 Page 2 of 21
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Differential General Rate Categories
Residential
Rate Minimum Capped %

Category Name Description
Cents in $ General Rate Increase
Land, including rural residential land, which is:

Residential Principal
(a) used for the purpose of a single Dwelling House or Dwelling Unit, where such land is the
1 0.8288 $1,203 9%
Place of Residence owner's Principal Place of Residence; or
(b) Vacant Residential Land that an owner intends to make its Principal Place of Residence.
Residential Principal Land, including rural residential land, used for the purpose of single Dwelling House or
1MD Place of Residence Dwelling Unit and a Secondary Dwelling House or Dwelling Unit, where such land is the 1.0360 $2,165 15%
with Second Dwelling owner's Principal Place of Residence.
Land, including rural residential land, which is:
Residential Non-
(a) used for the purpose of a single Dwelling House or Dwelling Unit, where such land is not
1NPR Principal Place of 1.0360 $1,504 15%
the owner's Principal Place of Residence; or
Residence
any land used for residential purposes which is not otherwise categorised.
Residential Non-
Land, including rural residential land, used for the purpose of single Dwelling House or
Principal Place of
1NPRMD Dwelling Unit and a Secondary Dwelling House or Dwelling Unit, where such land is not the 1.1396 $2,707 N/A
Residence with
owner's Principal Place of Residence.
Second Dwelling
Multi-Unit Dwellings

Multi-Unit Dwelling Residential land used for a multi-unit residential building, which does not form part of a
21 1.1396 $2,406 N/A
2-3 Flats/Units community titles scheme or residential group title, containing 2 to 3 flats or units or a duplex.
22 1.2536 $3,368 N/A
4-5 Flats/Units community titles scheme or residential group title, containing 4 to 5 flats or units.
23 1.3790 $4,692 N/A
24 1.5169 $9,624 N/A
25 1.6686 $10,827 N/A
> 9 Flats/Units community titles scheme or residential group title, containing more than 9 flats or units.

Rural

Land used for a rural or agricultural purpose containing a Dwelling House or Dwelling Unit,
Rural Principal where such land is the owner's Principal Place of Residence and Vacant Rural Land that an
9 0.7018 $1,319 9%
Place of Residence owner intends to make its Principal Place of Residence, other than land included in categories
10 to 78.
Land used for a rural or agricultural purpose, which contains:
Rural Non-Principal (a) a Dwelling House or Dwelling Unit, where such land is not the owner's Principal Place of
9NPR 0.7720 $1,451 15%
Place of Residence Residence and not included in categories 10 to 78; or
(b) any land used for a rural or agricultural purpose which is not otherwise categorised.
Commercial

Poultry Farm
11 1,000-100,000 Land used, in whole or in part, for a poultry farm capable of housing 1,000 to 100,000 birds. 2.2642 $10,712 N/A
Birds
Poultry Farm
11A 100,001-200,000 Land used, in whole or in part, for a poultry farm capable of housing 100,001 to 200,000 birds. 2.2642 $16,068 N/A
Birds
Poultry Farm
11B 200,001-400,000 Land used, in whole or in part, for a poultry farm capable of housing 200,001 to 400,000 birds. 2.2642 $22,495 20%
Birds
Poultry Farm
11C 400,001-600,000 Land used, in whole or in part, for a poultry farm capable of housing 400,001 to 600,000 birds. 2.2642 $25,709 N/A
Birds
Poultry Farm
11D 600,001- 800,000 Land used, in whole or in part, for a poultry farm capable of housing 600,001 to 800,000 birds. 2.2642 $53,560 N/A
Birds
Poultry Farm
11E Land used, in whole or in part, for a poultry farm capable of housing more than 800,000 birds. 2.2642 $68,558 N/A
> 800,000 Birds
Shopping Centre
Land used for a shopping centre with a Gross Floor Area greater than 1,250 square metres
12 > 1,250 m2 3.0732 $68,724 N/A
and/or onsite parking for more than 100 vehicles.
> 100 vehicles
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134
Shopping Centre
12A Land used for a supermarket with on-site parking and not included in category 12. 1.5366 $8,750 N/A
Other
Land used or capable of being used for:
Water Drainage, (a) water drainage, storage and delivery; and
13 4.5080 $9,833 N/A
Storage & Delivery (b) any purpose associated with, or ancillary to, water drainage, storage and delivery, such as
maintenance, accommodation, recreational and/or education facilities.
Accommodation
Land used or capable of being used for short term accommodation including a hotel, motel or
14 Provider 1.1798 $21,654 N/A
cabins containing 36 to 50 accommodation units or rooms.
36-50 Units/Rooms
Accommodation Land used or capable of being used for short term accommodation including a hotel, motel or
14A Provider cabins containing 7 to 35 accommodation units or rooms, other than land included in 1.1300 $3,158 N/A
7-35 Units/Rooms categories 55 or 56.
Accommodation Land used or capable of being used for short term accommodation including a hotel, motel or
14B Provider cabins containing less than 7 accommodation units or rooms, other than land included in 1.1137 $1,922 15%
< 7 Units/Rooms categories 14D, 14E or 55.
Accommodation
Land used or capable of being used for short term accommodation including a hotel, motel or
14C Provider 1.1798 $27,609 N/A
cabins containing more than 50 accommodation units or rooms.
> 50 Units/Rooms
Rural
Accommodation Land used for a rural or agricultural purpose with short term accommodation containing less
14D 0.7937 $1,922 N/A
Provider than 3 accommodation units or rooms.
< 3 Units/Rooms
Rural
Accommodation Land used for a rural or agricultural purpose with short term accommodation containing 3 to 6
14E 0.8855 $1,922 N/A
Provider accommodation units or rooms.
3-6 Units/Rooms
High Impact &
Land used or capable of being used for a High Impact or Special Industry with more than 40
15 Special Industry 2.5054 $42,764 N/A
on-site employees/contractors.
> 40 Employees
High Impact &
Land used or capable of being used for a High Impact or Special Industry with 40 or less on-
16 Special Industry 2.2549 $7,201 15%
site employees/contractors.
Other
Extractive
Land used, in whole or in part, for extractive industry licensed for 100,001 to 1,000,000 tonnes
17 100,001-1,000,000 4.4106 $38,524 N/A
of material.
Tonnes
Extractive
Land used, in whole or in part, for extractive industry licensed for 1,000,001 to 2,000,000
17A 1,000,001- 4.4106 $57,786 N/A
tonnes of material.
2,000,000 Tonnes

Extractive
Land used, in whole or in part, for extractive industry licensed for 2,000,001 to 3,000,000
17B 2,000,001- 4.4106 $115,572 N/A
tonnes of material.
3,000,000 Tonnes
Extractive
Land used, in whole or in part, for extractive industry licensed for more than 3,000,000 tonnes
17C > 3,000,000 5.8808 $173,358 N/A
of material.
Tonnes
Extractive
Land used, in whole or in part, for extractive industry licensed for 5,000 to 100,000 tonnes of
18 5,000-100,000 1.4702 $19,262 N/A
material.
Tonnes
Land used or capable of being used for commercial or industrial purposes, other than land
19 Commercial 1.1603 $1,992 15%
included in categories 11 to 18 or 26 to 78.
Residential
26 Institution Land used for a Residential Institution containing 1 to 25 independent living dwellings. 1.1603 $7,519 N/A
1-25 Dwellings
Residential
26-50 Dwellings
Residential
51-75 Dwellings
Residential
76-100 Dwellings
Residential
30 Institution Land used for a Residential Institution containing more than 100 independent living dwellings. 1.1603 $67,669 N/A
> 100 Dwellings
Transformer,
Land used or capable of being used for:
Electricity
(a) a transformer, electricity substation or telecommunications site; and
35 Substation & 4.5080 $9,833 50%
(b) any purpose associated with, or ancillary to a transformer, electricity substation or
Telecommunication
telecommunications site, such as offices, depots and storage sheds.
Site
Service Station
44 Land used for a service station with between 4 and 8 fuel hoses. 1.2307 $4,025 N/A
4-8 Fuel Hoses
Land used for:
Service Station
45 (a) a service station with between 9 and 16 fuel hoses; or 1.8461 $5,000 30%
9-16 Fuel Hoses
(b) a fuel or oil depot.
Service Station Land used for a service station with more than 16 fuel hoses, other than land included in
46 2.4614 $10,868 N/A
> 16 Fuel Hoses category 47.
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136
Service Station >

Land used for a service station with more than 16 fuel hoses and 2 or more separate shops
47 16 Fuel Hoses 3.2930 $21,736 N/A
and a fuel retail outlet.
with shops
Pub, Hotel &
55 Land used for a pub, hotel or tavern. 1.2539 $3,450 20%
Tavern
Land used for a brewery or winery where such brewery or winery incorporates a cellar door,
56 Brewery & Winery 1.3633 $2,300 30%
restaurant or function centre.
Sporting Club &
60 Land used for a sporting club or sporting facility. 0.8961 $1,992 N/A
Sporting Facility
Transport Depot Land used, in whole or in part, for the purposes of a Transport Depot, other than land included
70 1.2307 $3,750 N/A
Other in categories 70A to 70F.
Transport Depot Land used, in whole or in part, for the purposes of a Transport Depot with a Gross Floor Area
70A 1.4702 $30,000 N/A
2,501-5,000m2 2,501 to 5,000 square metres.
70B 1.4702 $60,000 N/A
70C 1.4702 $120,000 N/A
70D 1.4702 $200,000 N/A
70E 1.4702 $280,000 N/A
70F 1.4702 $360,000 N/A
> 40,000m2 more than 40,000 square metres.
Bromelton Land Land wholly located within the Bromelton State Development Area which has a rateable value
71 3.0210 $2,021 N/A
> $1m greater than $1,000,000, other than land included in categories 11 to 18 or 26 to 70.
Land used, in whole or in part, for a turf farm, other than land included in categories 11 to 11E
72 Turf Farm 1.5969 $2,588 30%
or 17 to 18.
On Farm Packing
Land used, in whole or in part, for an On Farm Packing Operation with a Gross Floor Area 0 to
74 Operation 0.9354 $3,623 N/A
2,500 square metres.
0-2,500m2
On Farm Packing
Land used, in whole or in part, for an On Farm Packing Operation with a Gross Floor Area
75 Operation 3.8563 $10,000 N/A
more than 2,500 square metres.
> 2,500m2
Domestic Water Land used, or capable of being used, in whole or in part, for Domestic Water Extraction, other
76 1.0360 $1,992 12.5%
Extraction than land included in category 55.
Commercial Water Land used, or capable of being used, in whole or in part, for Commercial Water Extraction
77 2.3206 $3,984 50%
Extraction and/or on-site or off-site water bottling.

Fast Food Land used, in whole or in part, for a Fast Food Restaurant, other than land included in category
78 2.3641 $6,000 N/A
Restaurant 12, 46 or 47.
Other

Land used for pump sites and dip sites valued separately from balance of holding or held
10 Pump & Dip Site 0.7018 $35 N/A
separately by trustees.
Land not included
20 Land not included in any other category. 0.8288 $1,244 N/A
elsewhere
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Categorisation of Land for Differential General Rates
Council delegates to the Chief Executive Officer the power (contained in section 81(4) and (5) of the
Regulation) to identify the rating category to which each parcel of rateable land in Council’s area
belongs.
Definitions for the purposes of determining the categorisation of property for rating
Principal Place of Residence

A Principal Place of Residence is defined as a single approved* Dwelling House or Dwelling Unit
that is the place of residence at which at least one person who constitutes the owner/s of the land
predominantly resides. In establishing principal place of residence, Council may consider, but not be
limited to, the owner's declared address for electoral, taxation, government social security or national
health registration purposes, or any other form of evidence deemed acceptable by Council.
Residential premises that have not met these criteria will be deemed a non-principal place of
residence.
A Dwelling House or Dwelling Unit is not a Principal Place of Residence where it is not occupied,
whether permanently or temporarily (for more than 120 days of the financial year), including for the
purposes of renovation or redevelopment; except where:
(a) a premises being renovated remains the registered principal place of residence for the
purposes specified above and that the owner/s do not own any other property which they claim
to be their principal place of residence; and
(b) a property is vacant for longer than 120 continuous days of the financial year due to owner/s
absence on an extended holiday, provided that the property remains vacant for the entire
period of their absence.
*Approved in the context of the definition of "principal place of residence" means a property where a
final building inspection certificate for a Dwelling House or Dwelling Unit has been issued or an
approval for establishment or occupation of a temporary home has been granted.
For the purposes of this definition, a Body Corporate cannot reside in a principal place of residence.
Body Corporate
Means:-
 A company or corporation incorporated under the Corporations Act 2001(Cth);
 An association incorporated under the Associations Incorporation Act 1981;
 A government entity; or
 Any other entity incorporated under any other legislation.
Land
The term Land includes a lot in a community titles scheme or group title.
Vacant Residential Land

Vacant Residential Land means land used for a residential purpose with no improvements or
structures, irrespective of whether such structures are either temporarily or permanently vacant.
For the avoidance of doubt, land with structures that are temporarily or permanently vacant will not
constitute Vacant Residential Land.
Vacant Rural Land

Vacant Rural Land means land used for a rural or agricultural purpose devoid of buildings or
structures with the exception of sheds, outbuildings, garages or other minor structures not designed
or used for human habitation or occupation.
138
Dwelling House or Dwelling Unit
A Dwelling House or Dwelling Unit includes a house, granny flat or relative's accommodation but
does not include a multi-unit residential building such as a duplex, apartment, unit complex or a block
of flats.
A Secondary Dwelling House or Dwelling Unit is a dwelling house or dwelling unit which does not
share a common wall or roof line with another dwelling house or dwelling unit on the same land.
Gross Floor Area

The term Gross Floor Area means the total floor area of all buildings and sheds, measured from the
outside of external walls or the centre of party walls, and includes all roofed areas.
High Impact or Special Industry

The term High Impact or Special Industry includes an:
 abattoir;
 concrete batching plant;
 knackery;
 meat processing facility;
 sawmill;
 tannery;
 facility which processes animal by-products;
 facility for the production of fertiliser; and
 facility for the manufacture of swimming pools.
Residential Institution
A Residential Institution includes:
 an aged-care facility;
 a retirement home; and
 a retirement village.
Transport Depot
The term Transport Depot includes land used for:
 the parking or garaging of three or more Commercial Vehicles; and
 may include the maintenance, repair or storage of such vehicles; and
 may include the transfer and storage of goods delivered by rail or road transport or transfer of
goods or persons from one vehicle to another.
The term Commercial Vehicles means medium rigid buses and trucks, heavy rigid buses and trucks,
heavy combination trucks and prime movers, B-doubles and road trains.
Bromelton State Development Area

The Bromelton State Development Area is the Bromelton Major Industry Precinct and the Bromelton
Major Industry Sub-Precinct Area as depicted on the maps prepared by the Department of State
Development.
Those maps can be accessed at:

http://www.statedevelopment.qld.gov.au/resources/project/bromelton/regulation-map.pdf.
On Farm Packing Operation

The term On Farm Packing Operation means land containing a facility where fruit and/or vegetables
are received and/or processed prior to distribution to market. Operations may include but are not
limited to sorting, trimming, washing, drying, waxing, curing, chemical treatment, packaging, pre-
cooling, storage, and transportation.
139
Domestic Water Extraction
The term Domestic Water Extraction means land with a minor public utility (water supplier) for
domestic water carrier supply only. Domestic water carrier supply is defined as water extraction for
the purpose of bulk water delivery confined to the Tamborine Mountain bounded locality.
Commercial Water Extraction

The term Commercial Water Extraction means land with a minor public utility (water supplier) for
commercial and/or domestic water carrier supply. Commercial water carrier supply is defined as
water extraction for the purpose of bulk water delivery outside the Tamborine Mountain bounded
locality.
Fast Food Restaurant

The term Fast Food Restaurant means a franchise or a number of similar establishments under one
ownership, or management with common branding, where foods such as chicken, chips, pizza,
hamburgers, etc. can be prepared and served quickly.
Objecting to Differential General Rate Category
In accordance with Division 4 of the Regulation the owners of rateable land will be informed that they
have the right of objection to the rate category their land is included in. Pursuant to section 90 of the
Regulation objections must be in writing and received within thirty (30) days of rate notices being
issued. The only ground for objecting is that the owner considers the land should belong to a different
rating category.
Land Valuation
In accordance with section 76 of the Regulation, the rateable value of land is the average of the
valuations of that land over a period of three financial years. This is to mitigate the impact of
substantial changes in the valuation of a particular parcel of land from year to year. If, however, the
value of land averaged over three financial years exceeds its value for the current financial year, the
latter value will be its rateable value. If the land does not have a value for the two previous years,
the rateable value of the land will be the value of the land for the financial year multiplied by the three
year averaging number.
Minimum General Rate
Regardless of the value of the land, there will be a minimum contribution required from each
ratepayer towards the overall running of the Council. This will be achieved by the application of
minimum general rates. The minimum differential general rates are shown in the Differential General
Rate Categories table.
In accordance with section 77(3) of the Regulation properties subject to a discounted valuation are
exempt from the minimum general rate.
Limitation of Increase in Differential General Rate
In accordance with section 116 of the Regulation, for the 2018-19 financial year Council will limit any
increase in the differential general rate in specified rating categories to the differential general rate
levied in the 2017-18 financial year by the percentage shown in the Differential General Rate Category
tables.
The limitation of the increase in the differential general rate does not apply in the following instances:
 The area of the rateable land changes;
 The assessment is the minimum general rate in the current year;
 There has been a change in valuation (other than the revaluation of the entire local government
area) during the current or previous financial year;
 The land is no longer subject to section 50 of the Land Valuation Act 2010; or
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 There is a change in the differential rating category.
For land on which the differential general rate levied for the previous financial year was for a period of
less than the full year, the differential general rate for the previous year will be annualised and the
limitation applied to the annualised amount.
If a property has transferred to a new rating category in the previous financial year, the differential
general rate for the previous year will be annualised in accordance with the new differential rating
category and the limitation applied to the annualised amount.
SEPARATE RATES AND CHARGES
Separate rates and charges are for any other service, facility or activity that is not funded through
other rates and charges.
In accordance with section 94 of the Act and section 103 of the Regulation, Council will levy separate
charges on all rateable assessments within the Scenic Rim region for community infrastructure.
It is considered that it is more appropriate to raise these funds by a separate charge, rather than
from general funds, so that the community is aware of Council’s commitment to the specific activities
to be funded by the charges.
Community Infrastructure
A separate charge will be levied equally on all properties within the Scenic Rim region for the
purposes of funding all or part of the costs associated with road and bridge infrastructure
maintenance throughout the Region.
In 2018-19 the Separate Charge: Community Infrastructure will be $316.00 per rateable assessment.
A pro rata charge effective from the date of valuation will apply to new properties created during the
financial year.
SPECIAL RATES AND CHARGES
Special rates and charges are for services, facilities and activities that have a special association
with particular land because:
(a) the land or its occupier:
(i) specially benefits from the service, facility or activity; or
(ii) has or will have special access to the service, facility or activity; or
(b) the land is or will be used in a way that specially contributes to the need for the service, facility
or activity; or
(c) the occupier of the land specially contributes to the need for the service, facility or activity.
In accordance with section 94 of the Act and section 94 of the Regulation, Council will levy special
charges for rural fire services.
Rural Fire Levy
Pursuant to section 94(1) of the Act, Council will levy a special charge on all rateable assessments
within the Rural Fire Brigade areas of the Region, as determined by the Queensland Fire and
Emergency Service (QFES) Commissioner and delineated on electronic maps provided by QFES.
There are two separate special charges based on the Rural Fire Brigade areas as described.
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Each rateable assessment within each Rural Fire Brigade area specially benefits from the provision
of funding to rural fire brigades, because such funding enables the rural fire brigades to:
 purchase and maintain equipment; and
 fund operational activities.
Council will remit the special charge proceeds to the Rural Fire Brigade Group of the QFES to fund
ongoing provision and maintenance of fire fighting equipment and operations for the Rural Fire
Brigades. The proceeds will be distributed according to the funding requirements identified in the
annual budgets and determined by the Local Area Finance Committee of the Scenic Rim Rural Fire
Brigade Group.
Special Charge 1 - Rural Fire Brigade

Council will levy a special charge as follows:
1. On land to which the plan described in paragraph 3 applies, to assist the following Rural Fire
Brigades in accordance with that plan:
Allandale, Aratula, Cannon Creek, Croftby/Carneys Creek, Kalbar, Maroon, Mt Alford,
Mt French, Mt Walker, Mutdapilly, Roadvale, Rosevale, Tarome and Warrill View.
2. The special charge is $18.00 per rateable assessment.
3. The overall plan for the service, facility, or activity to be funded by the special charge is as
follows:
(a) The land to which the plan applies is the rateable land within the Rural Fire Brigade areas
for Allandale, Aratula, Cannon Creek, Croftby/Carneys Creek, Kalbar, Maroon, Mt Alford,
Mt French, Mt Walker, Mutdapilly, Roadvale, Rosevale, Tarome and Warrill View
delineated on electronic maps provided by QFES. These maps can be viewed at
Council's office.
(b) The service, facility, or activity for which the plan is made is for Council to assist Rural
Fire Brigades to:
(i) purchase and maintain equipment; and
(ii) fund operational activities.
(c) The estimated cost of implementing the overall plan is $60,282.
(d) The estimated time for implementing the overall plan is 1 (one) year commencing 1 July
2018 and ending 30 June 2019.
Special Charge 2 - Rural Fire Brigade

Council will levy a special charge as follows:
1. On land to which the plan described in paragraph 3 applies, to assist the following Rural Fire
Brigades in accordance with that plan:
Beechmont, Biddaddaba, Birnam, Canungra, Cedar Creek/Wolffdene, Kerry, Rathdowney,
Tamborine Mountain, Tamborine and Woodhill.
2. The special charge is $33.00 per rateable assessment.
3. The overall plan for the service, facility, or activity to be funded by the special charge is as
follows:
(a) The land to which the plan applies is the rateable land within the Rural Fire Brigade areas
for Beechmont, Biddaddaba, Birnam, Canungra, Cedar Creek/Wolffdene, Kerry,
Rathdowney, Tamborine Mountain, Tamborine and Woodhill delineated on electronic
maps provided by QFES. These maps can be viewed at Council's office.
(b) The service, facility, or activity for which the plan is made is for Council to assist Rural
Fire Brigades to:
(i) purchase and maintain equipment; and
(ii) fund operational activities.
(c) The estimated cost of implementing the overall plan is $123,166.
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(d) The estimated time for implementing the overall plan is 1 (one) year commencing 1 July
2018 and ending 30 June 2019.
UTILITY CHARGES
Utility charges are for a service, facility or activity such as waste management, gas, sewerage and
water.
In accordance with section 94 of the Act and section 99 of the Regulation, Council will levy waste
management utility charges for:
 Waste Disposal
 Refuse Collection.
Waste Disposal
Council will levy a Waste Disposal utility charge on properties that:

(a) do not receive a Council kerbside waste and recyclables collection or Council bulk bin service;
and
(b) have improvements recorded against the property as determined by Scenic Rim Regional
Council's property and rating system.
The proceeds from the Waste Disposal charge shall be applied to fund recurrent and capital
expenditure and administration costs associated with the ongoing operation, maintenance and
upgrading of Council’s waste management facilities comprising landfill sites, transfer stations,
weighbridge and rubbish bins located throughout the Scenic Rim region.
In 2018-19 the Waste Disposal charge will be $130.00 per rateable assessment. A pro rata charge
effective from the date of valuation will apply to new properties created during the financial year not
already excluded above.
Refuse Collection
The charges for the dual domestic 240 litre bin service and the dual commercial (non-domestic) 240
litre bin service incorporate both the waste service and the recycling service. The dual refuse service
comprises a 240 litre waste bin serviced kerbside once per week and a 240 litre recycling bin
serviced kerbside once per fortnight.
New services will receive a pro rata supplementary notice effective from the date of delivery of waste
and/or recycling containers.
In accordance with Local Law No. 5 (Waste Management) 2018, all premises within Scenic Rim
Regional Council boundaries are designated as areas in which Council may conduct general waste
collection. Services shall be provided to all premises within the Council area where waste services
are, or can be made available.
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The following domestic refuse collection charges are applicable for the 2018-19 financial year:
Domestic (Wheelie Bin) Refuse Collection Service Charge

The following properties will be charged for a dual domestic refuse collection service:
 all occupied residential premises or land
 all occupied community titles scheme residential premises
 new domestic/residential premises issued with Form 21 Certificate of Final Inspection
Size and Type of Container Charge
240 Litre Dual Waste & Recycling Container Kerbside $361.00

Additional 240 Litre Dual Waste & Recycling Container Kerbside $361.00
Additional 240 Litre Waste Container Kerbside $197.00
Additional 240 Litre Recycling Container Kerbside $164.00
Domestic Bulk Bin Waste Collection Service Charge

The charges set out below are for one service per week.
1 Cubic Metre $1,272.00

1.5 Cubic Metres $1,877.00
2 Cubic Metres $2,447.00
The charges set out below are for one service per fortnight.
1 Cubic Metre $847.00

Bulk waste service charges do not include a charge for a recycling service. If a premise with a bulk
waste service requests a recycling service an additional charge will apply.
Due to the introduction of the Queensland Government's Waste Disposal Levy in the first quarter of
2019, commercial refuse collection charges will be increased by the estimated cost of the levy from
1 January 2019.
Commercial (Wheelie Bin) Refuse Collection Service Charge

The following properties will be charged for a dual commercial refuse collection service:
 all occupied commercial premises
 all occupied community titles scheme commercial (non-domestic) residential premises
 new commercial premises issued with either Form 21 Certificate of Final Inspection or
Certificate of Classification for Commercial Premises
The following charges are applicable from 1 July 2018 to 31 December 2018:

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The following charges are applicable from 1 January 2019 to 30 June 2019:

Additional services will also be charged on the basis of the above tables.
Commercial Bulk Bin Waste Collection Service Charge
The following charges are applicable from 1 July 2018 to 31 December 2018:

1.5 Cubic Metres $938.50

2 Cubic Metres $708.00
The following charges are applicable from 1 January 2019 to 30 June 2019:


Bulk waste service charges do not include a charge for a recycling service. If a premise with a bulk
waste service requests a recycling service an additional charge will apply.
Exemptions
No separate refuse collection charge will be levied for storage lots and garage lots that are separate
lots in a community titles scheme.
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Commercial (non-domestic) recycling services shall be provided free of charge to schools if Council
is providing an existing refuse service.
Exemptions also apply to premises that meet the criteria outlined in Council's Waste Collection Policy
WI03.02CP under 'Exemption and Temporary Exemption'.
Changes in Refuse Collection Services

Where a property owner wishes to:
 increase or decrease the number of domestic bin services, commercial bin services or bulk bin
services received per week; or
 vary the size or number of receptacles used for any type of service.
The owner or authorised agent of the owner must make written application to Council setting out the
proposed variation and the reason for the variation.
Where Council agrees to the proposed variation, the owner or agent will be advised of the applicable
utility charges based on the relevant charges set out in this document. Any resulting amendment to
charges will apply from the date on which the variation takes effect.
Cancellation of Services
Service cancellations are permitted in the following circumstances:
(a) Premises that have been vacant for 6 (six) months or more.
The property owner must complete a statutory declaration stating:

(i) the reason the premises is unoccupied;
(ii) the period for which the premises has been unoccupied and is expected to remain
unoccupied; and
(iii) a proposed recommencement date for the provision of the refuse collection services.
Where Council agrees not to levy a charge for a refuse collection service in such circumstances
the charges will cease to apply from the date Council receives the statutory declaration.
(b) Where Council receives advice that the premises have been demolished or rendered
uninhabitable by damage from fire or disaster.
The charges will cease to apply from the later of the date Council receives the advice in writing
or the date of demolition. Suitable advice includes Police or Fire Services report or Insurance
Assessment report.
Cancellation must be in the form required by Council.
RECOVERY OF RATES AND CHARGES
Time Within Which Rates and Charges Must Be Paid
In accordance with section 118 of the Regulation rates and charges are due to be paid within thirty-
one (31) days from the date of issue shown on the rate notice.
Interest on Overdue Rates or Charges
In accordance with section 133 of the Regulation interest on all overdue rates or charges will be
calculated at a rate of 11% per annum compounded monthly.
Calculation of interest will be undertaken on monthly rests, with accrual commencing on the first day
rates become overdue.
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FEES AND CHARGES
To minimise the general rate burden on ratepayers, Council will attempt to recover costs through
charging fees for the use of services and facilities where it is administratively simple and efficient to
do so.
A full list of Council’s fees and charges is maintained in a Register of Fees and Charges, which was
adopted by Council on 13 June 2018 for the 2018-19 financial year.
Cost-Recovery Fees
In accordance with section 97(1) of the Act Council has resolved to adopt a range of cost-recovery
fees for the 2018-19 financial year. These fees are based on the user pays policy with consideration
given, where appropriate, to the social impact certain fees may have.
Business Activity Fees
Council has the power to conduct business activities and to charge fees for services and facilities it
provides on this basis. Business activity fees are fees other than cost-recovery fees, charged where
Council provides a service for which a consumer can choose whether or not to avail itself. Business
activity fees are purely commercial in application and are subject to the Commonwealth’s Goods and
Services Tax.
In accordance with section 262(3)(c) of the Act Council has adopted a range of business activity fees
for the 2018-19 financial year. Business activity fees include but are not confined to the following:
rents, plant hire, private works and hire of facilities.
CONCESSIONS
Discount
In accordance with section 130 of the Regulation a discount of 5% will be allowed on general rates
only for the 2018-19 financial year, only if the total amount of all rates and charges included on an
assessment for which the discount is allowed and all overdue rates and charges, is received by Council
on or before the due date for payment, which is at least thirty (30) days from date of issue shown on
the rate notice.
Concessions
Voluntary Conservation Covenants

In accordance with section 120(1)(e) and section 122(1)(b) of the Regulation, Council will grant a partial
rebate of the general rate to landowners who have entered into:
 a voluntary conservation covenant registered under section 97A of the Land Title Act 1994
with Council; or
 an unregistered voluntary conservation agreement with Council, to preserve, restore or

maintain an area of environmental or scientific significance upon their rateable land, namely
vegetation communities having levels of significance detailed below.
The rebate will be a pro rata percentage of the general rate attributable to the conservation area of
the land.
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The general rate attributable to the conservation area is the product of applying the following formula:
Conservation Area
General Rate Amount x
Area of Rateable Land
The rebate percentage is:
1. Level of Significance 1 -
100% rebate allowable if:
(a) Landowner has not been issued with any Notice to Remedy; Full amount of the rebate
allowable.
(b) Landowner has been issued with a Severe Breach Notice to Remedy; Nil rebate
allowable.
(c) Landowner has been issued with a Moderate Breach Notice to Remedy; Half of the
rebate allowable. Two (2) or more Moderate Breach Notices to remedy issued; Nil rebate
allowable.
(d) Landowner has been issued with a Minor Breach Notice to Remedy; One third of the
rebate allowable. Three (3) or more Minor Breach Notices to remedy issued; Nil rebate
allowable.
allowable.
allowable.
allowable.
allowable.
allowable.
allowable.
allowable.
allowable.
The Levels of Significance definitions applying to land covered by a voluntary conservation covenant
or agreement is contained within Council’s Voluntary Conservation Agreements Landowners’
Information Kit.
Failure to comply with any Notice to Remedy will automatically result in loss of rebate.
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Examples of notices to remedy that will result in loss or reduction of rebate allowable includes, but
is not limited to, the following:
Level of
Example
Breach
Severe  Creation of a road
 Construction of a dam
 Draining of a wetland
 Clearing of a significant portion of the conservation area
Moderate  Selective clearing or thinning of part of the conservation area
 Failure to implement all elements of a property management plan
 Inappropriate construction of tracks
 Dumping of waste and rubbish
Minor  Adverse effect to the ecology through inappropriate activities that alter nutrient,
fire, and moisture regimes of the conservation area
 Inappropriate management of stock within conservation area
Not-For-Profit Entities
In accordance with section 120(1)(b) and section 122(1)(b) of the Regulation, Council will grant a full
rebate of the general rate, separate charge and the waste disposal utility charge to the following
ratepayers:
 Australian Red Cross

 Beaudesert Community Arts & Information Centre Association Inc
 Beaudesert RSL Sub Branch (Property ID 1218)
 Beaucare Inc
 Beaudesert Rifle Club Inc
 Blue Care
 Your Town (Property ID 36625)
 Jymbilung House Aged & Disabled Care Services (Property ID 1562)
 Memorial Ground (Rathdowney & District Memorial Grounds Inc)
 Moogerah Passion Play Association Inc
 Public Halls including School of Arts
 Roadvale Water Board
 Rural Lifestyle Options Association Inc (Property IDs 1188 & 1189)
 Society of Saint Vincent De Paul
 Tamborine Mountain Community Care Association Inc
 Tamborine Mountain Rainforest Trust
In accordance with section 120(1)(b) and section 122(1)(b) of the Regulation, Council may, upon
application, grant a full rebate of the general rate, separate charge and the waste disposal utility charge
to the following classes of ratepayers where the land is used for a community purpose:
 Community Not-For-Profit Kindergartens

 Country Women’s Associations
 Girl Guides Organisations
 Historical Societies
 Masonic Lodges
 Not-For-Profit Nursing Homes
 Rural Fire Brigades
 Scouting Organisations
 Show Societies
 Urban Fire Brigades
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In accordance with section 120(1)(b) and section 122(1)(b) of the Regulation, Council will grant a full
rebate of the general rate, separate charge and the waste disposal utility charge levied upon
Council-owned and controlled land occupied by sporting organisations:
 that are entities whose objects do not include making a profit for distribution among their
members; and
 that do not hold liquor licences for the occupied land.
A liquor licence is a licence or permit issued under the Liquor Act 1992, allowing the holder to sell or
supply liquor in excess of 25 hours per week. It does not encompass a licence or permit allowing the
holder to sell or supply liquor for not more than 25 hours per week.
Council may consider applications for the rebate of rates and charges to entities who meet the criteria
of section 120 of the Regulation.
Hardship
In accordance with section 120(1)(c) and section 122(1)(b) of the Regulation, Council will grant a full
rebate of separate charges and the waste disposal utility charge levied to owners of the following
classes of land:
 dip and pump sites held separately from the balance of holdings or held separately by trustees;
and
 land identified as Historic Subdivisions under the Boonah Shire Planning Scheme effective
31 March 2006.
In accordance with section 120(1)(c) and section 122(1)(b) of the Regulation, Council will grant a
rebate of whichever is the less of, $100 per annum and 10% of the gross rates and charges levied on
rateable assessments, where the property is owned and occupied by totally and permanently
incapacitated (TPI) veterans holding a TPI Gold Card.
DATE OF ADOPTION
Council Special Meeting, 13 June 2018
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COUNCIL POLICY - (FI01.03CP)
REVENUE
OBJECTIVES
The objectives of this policy are to set out the principles used by Council in establishing its own
source revenues including:
1. General rates
2. Separate rates and charges
3. Special rates and charges
4. Utility charges
5. Fees and charges.
POLICY STATEMENT
Council is committed to
1. Council’s rate setting and charging structures being based on the following principles, where
applicable:
(a) Equity; defined as ensuring the fair and consistent application of lawful rating and
charging principles, without bias, taking account of all relevant considerations.
(b) Effectiveness/Efficiency; defined as meeting the financial, social, economic and

environmental or other corporate objectives of the Council as stated in its long term plans
or policies.
(c) Simplicity; to ensure widespread community or stakeholder understanding, and minimise

perceived inequities and hidden costs, of a complex system.
(d) Sustainability; revenue decisions support the financial strategies for the delivery of
infrastructure and services identified in Council’s long term planning.
These principles apply to the following activities:

 setting rates and charges
 levying rates and charges
 recovering rates and charges
 granting and administering rates and charges concessions
Policy Reference Number: FI01.03CP Adoption/Approval Date: 13 June 2018
Directorate: Office of the Chief Finance Officer Review Date: 30 June 2019
Branch: Revenue File References: 12/13/002; 04/15/004
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 setting user-pays fees and charges
 developer charges.
2. Rates, fees and charges are to be determined and applied in accordance with Revenue
Guideline FI01.03GL01.
3. Recovery of overdue rates and charges in accordance with Councils Recovery of Overdue
Rates and Charges Guideline FI01.03GL02.
4. Subject to the conditions determined in Council’s Revenue Statement, Council may grant
rebates on rates and charges to:
(a) owner-occupiers who hold a current Totally and Permanently Incapacitated (TPI)
Gold Card
(b) not-for-profit community organisations
(c) provide incentive for landowners entering into voluntary conservation covenants.
5. Council may grant rebates on rates and charges to the following classes of land:
(a) dip and pump sites held separately from the balance of holdings or held separately
by trustees
(b) land identified as Historic subdivisions under the Boonah Shire Planning Scheme
effective 31 March 2006.
6. In accordance with Section 130 of the Local Government Regulation 2012 Council will
provide a discount on rates at the amount specified in Council’s Revenue Statement.
7. In accordance with Section 133 of the Local Government Regulation 2012 interest will be
charged on overdue rates and charges at the amount specified in Council’s Revenue
Statement.
8. Council’s Infrastructure Charges Resolution and policies support the funding of the costs of
infrastructure for new development through charges from development, to the extent of
physical and social infrastructure costs, in accordance with the relevant planning schemes.
DEFINITIONS
Own Source Revenue; revenue or income generated by the entity such as rates, fees and charges.
It does not include grants and contributions from other levels of government.
Rate; a charge primarily based upon the value of land as assessed by the Department of Natural
Resources, Mines and Energy.
RELATED DOCUMENTS
(a) Local Government Act 2009

(b) Local Government Regulation 2012
(c) Land Valuation Act 2010
(d) Uniform Civil Procedure Rules 1999
(e) Revenue Guideline FI01.03GL01
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152
(f) Recovery of Overdue Rates and Charges Guideline FI01.03GL02
(g) Rates Discount Policy FI02.01CP
(h) Revenue Statement
(i) Register of Fees and Charges
(j) Adopted Infrastructure Charges Resolution
This policy supports the Scenic Rim Regional Council Corporate Plan 2018-2023, in particular
Theme - Open and Responsive Government.
Approved By:
SCENIC RIM REGIONAL COUNCIL
Adopted 13/06/2018
Version Information
Version No. Date Key Changes
11 13/06/2018 Special Meeting Item No. 1.4
Annual Review
Updated into new policy format

Page 3 of 4
153
Legislation
Part 3 of the Local Government Act 2009 requires Council to have a Revenue Policy as part of a
system of financial management.
Section 169 of the Local Government Regulation 2012 states that a local government’s budget for
each financial year must include a Revenue Policy.
Section 193 of the Local Government Regulation 2012 requires that Council’s Revenue Policy states:
(a) the principles that the local government intends to apply in the financial year for:
(i) levying rates and charges
(ii) granting concessions for rates and charges
(iii) recovering overdue rates and charges
(iv) cost-recovery methods
(b) if the local government intends to grant concessions for rates and charges, the purpose for the
concessions; and
(c) the extent to which physical and social infrastructure costs for a new development are to be
funded by charges for the development.
The Revenue Policy may state guidelines used for preparing the local government’s revenue
statement and must be reviewed annually in line with adoption of the annual budget.

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COUNCIL POLICY - (FI01.14CP)
DEBT
OBJECTIVES
The objectives of this policy are to:

1. Outline parameters for borrowing and debt levels within Council’s annual budget and long-
term financial forecast; and
2. Ensure Council complies with its requirements under the Local Government Act 2009 and
Local Government Regulation 2012, with regard to Debt as part of its system of financial
management.
POLICY STATEMENT
Council is committed to:
1. At least on annual basis, and in accordance with section 171 of the Local Government
Regulations 2012, Council will consider its long-term financial forecast before planning new
borrowings. Council’s borrowing program will be based on a long-term sustainable financial
position and will be only undertaken where Council can demonstrate that repayments can be
comfortably met.
2. Ensuring that borrowings are only available for capital expenditure and not for use to fund
recurrent expenditure and operational activities of the Council. Where the Council raises
funds from new borrowings, the funds will only be used for the purpose for which the loan
was raised. If a borrowing is undertaken and the final project cost is less than budget,
resulting in unexpended loan funds, these funds may be reallocated to eligible projects by
resolution of Council.
3. Ensuring that in borrowing for infrastructure, the term of the loan shall not exceed the finite
life of the related asset.
4. Ensuring that planned borrowings are identified in Council’s budget and long-term financial
forecast; and listed as an attachment to this policy. This condition may be waived in
circumstances where an emergency or urgent situation requires the use of borrowings and
those borrowings comply with all other policy conditions.

Branch: Financial Management File References: 12/13/002; 04/15/004
Page 1 of 4
155
DEFINITIONS
Borrowings; those funds which Council obtains from external sources by loans, overdraft or other
financial arrangements that impose on Council an obligation for repayment.
RELATED DOCUMENTS
(a) Local Government Act 2009

(b) Local Government Regulations 2012
(c) Statutory Bodies Financial Arrangements Act 1982
(d) Statutory Bodies Financial Arrangements Regulation 2007
(e) Statutory Bodies Financial Arrangements Act 1982 Operational Guidelines
This policy supports the Scenic Rim Regional Council Corporate Plan 2018-2023, in particular
Theme - Open and Responsive Government.
Approved By:
SCENIC RIM REGIONAL COUNCIL
Adopted 13/06/2018
Version Information
Version No. Date Key Changes
9 13/06/2018 Special Meeting Item No. 1.7
Annual Review
Updated into new policy format

Page 2 of 4
156
Attachment 1
Scenic Rim Regional Council Planned Borrowings
New Borrowings
New borrowings identified in Council’s long-term financial forecast are as follows:
Financial Year
Repayment
Ending Amount Purpose
Period
30 June
$3.3M Bridge Rehabilitation Program 20 yrs
2019 $4,700,000
$1.4M New landfill cell at Bromelton 5 yrs
2020 $1,500,000 Bridge Rehabilitation Program 20 yrs
2021 $3,000,000 Beaudesert Town Centre Redevelopment 20 yrs
2024 $1,400,000 New landfill cell at Bromelton 5 yrs
Existing Borrowings
Existing borrowings are shown in the following table:
Year to Principal
Year Amount Repayment
Purpose be Outstanding
Borrowed Borrowed Period
Repaid 31/03/2017
Transferred Beaudesert Shire Council -
on
Amalgamation $2,960,590 Schedule Works 2007/08 20 yrs 2027 $528,683
($2.213M transferred to bulk water
2008 authority on 30 June 2008)
Scenic Rim RC -
2011 $3,500,000 20 yrs 2028 $2,588,293
Capital Works 2011
Scenic Rim RC -
2012 $3,000,000 20 yrs 2030 $2,344,555
Capital Works 2012
Scenic Rim RC -
2013 $4,000,000 20 yrs 2030 $3,264,166
Capital Works 2013
Scenic Rim RC -
2014 $4,000,000 20 yrs 2032 $3,422,887
Capital Works 2014
Scenic Rim RC -
2015 $4,000,000 20 yrs 2033 $3,573,756
Capital Works 2015
Scenic Rim RC -
2016 $3,000,000 20 yrs 2036 $2,807,869
Capital Works 2016
Scenic Rim RC -
2017 $2,000,000 20 yrs 2037 $1,949,917
Capital Works 2017
Scenic Rim RC -
2018 $3,000,000 20 yrs 2038 $0*
Capital Works 2018
*To be drawn down during June 2018
Overdrafts
Council has no overdraft facilities.

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Legislation
Section 34 of the Statutory Bodies Financial Arrangements Act 1982 provides that Council may
borrow funds provided it has the Treasurer’s approval and the borrowings are in Australian money
and undertaken in Australia.
Section 104 of the Local Government Act 2009 requires Council to have a Debt Policy, as part of a
system of financial management.
Section 192 of the Local Government Regulation 2012 requires that Council’s Debt Policy states:
a) the new borrowings planned for the current financial year and the next 9 financial years; and
b) the period over which the local government plans to repay existing and new borrowings.
Section 7 of the Statutory Bodies Financial Arrangements Act 1982 Operational Guidelines provides
that there is general approval granted by the Treasurer for any borrowings from Queensland
Treasury Corporation (QTC) if they have been approved by the Department of Local Government.
All of Council’s current and future borrowing arrangements are with QTC.

Page 4 of 4
158
Community Feedback
Council welcomes comments, suggestions
and questions regarding this document
from the community.
Chief Executive Officer

PO Box 25
Beaudesert QLD 4285
E: mail@scenicrim.qld.gov.au
P: 07 5540 5111
F: 07 5540 5103
scenicrim.qld.gov.au
Media Enquiries
Should be directed to Council’s
Communication and Engagement Section.
P: 07 5540 5339
E: media@scenicrim.qld.gov.au

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2018 -19

24 Rates and Charges

45 Budgeted Financial Statements 2018-19

51 Operational Plan 2018-19

M ESSA GE FROM TH E MAYOR

It gives me great pleasure to introduce my third annual Budget as

Scenic Rim Regional Council’s Operational Plan and

For the first time, the community will

LEGI SLATIVE FRAME W ORK

Scenic Rim Regional Council is required to prepare an annual

Section 169 of the Local Government

YOUR COU N CILLORS

Cr Nigel Waistell Cr Nadia O’Carroll Cr Virginia West

Cr Michael Enright Cr Rick Stanfield | Deputy Mayor Cr Duncan McInnes

C ORPOR ATE P LAN AN D

The 2018-19 Community Budget Report We will participate in planning and

Scenic Rim will be an inclusive, caring

Council Planning Framework

COMMUNITY PLAN CORPORATE PLAN OPERATIONAL PLAN

Core Council Key

BUD GET H IGH LIGH TS

2018-19 Budget 2018-19 Long Term

Operating Capital Operating Capital

Vibrant Towns 9,477 2,088 111,331 25,689

Accessible and 20,876 52,395 249,669 246,763

Total Council 52,400 58,586 619,982 331,481

Budget focuses on Region’s Total Operating and Capital expenditure for

Roads and Bridges ............................... $34.22 million

Community facilities receive Budget boost

Grants help to enrich community life

“We know that the relatively small amount we

Funds flow for drainage improvements

Council’s commitment to improving the region’s drainage infrastructure is underpinned by

Budget funding supports region’s environmental values

Funding grows for parks and gardens in this year’s Budget

Sporting groups score budget funding

Sustainable waste management figures in Council’s 2018-19 Budget

The Scenic Rim community’s commitment to sustainably managing waste is being

“To be very clear, we will not put our recyclables

Regional vision drives road upgrades

Federal funding helps drive record investment in bridges

Federal Government funding is a key component of Council’s record investment of more

“Securing this matching funding from the Federal

Footpath improvements in step with community needs

Investment in vibrancy creates catalyst for growth

Capital plan offers insight into Council’s long-term vision

Revenue Statement Revenue Strategy

The total revenue of $53.3 million to be

Net Rates and Charges

Separate Charges General Rates

General Rates Charges

Land Valuations Rating Environment

Residential principal Scenic Rim’s relatively low population

This section provides an analysis of the planned recurrent or

Other revenue, Operating grants and

Share of profit from

Fees and charges,

Net rates and utility

Materials and services,

This section provides an analysis of the planned capital

Natural Disaster Relief and Capital grants and

Funding from Statement

Natural Disaster Relief and

T EN YEA R CAP ITAL P ROGRAM

45 Budgeted Financial Statements 2018-19