River improvement trusts

Trusts play a crucial role in addressing local environmental needs. They deliver projects to improve water quality and safeguard our waterways, native habitats, people, land and infrastructure. They also take the lead on environmental and asset protection projects on behalf of Landholders.

Stakeholders and community members agree the trusts are vital to their communities.

While trusts demonstrate delivery of effective environmental outcomes, the following opportunities for improvement were identified:

• clarifying the role of trusts
• investigating additional and long-term funding options
• tweaking project planning processes and improving measurement of outcomes.

The following recommendations were made:

1. The department to review the River Improvement Trust Act 1940 to clarify and simplify the trusts’ objectives.
2. Trusts to run competitive tender processes for engineering design and construction projects.  Processes should be consistent with the Queensland procurement policy. Project designs should consider a range of options and be developed consistent with current guidelines. For example:
   • the Queensland River Rehabilitation Management Guidelines
   • the Soil conservation guidelines for Queensland.
3. Trusts to include a statement in their operational plans detailing major projects and intended outcomes.

Trust members are passionate representatives of their communities and this help make the trusts successful. Members focus on stakeholder engagement to achieve desired outcomes, rather than rely on statutory powers provided by the RIT Act. However, trusts consider powers under the RIT Act essential to achieving this collaborative approach.

While trusts demonstrate efficiency in their activities, the following opportunities for improvement were identified:

• review process for recruitment and project approval
• review statutory powers.

The following recommendations were made:

4. The department to review statutory powers granted to trusts in RIT Act. This review should aim to identify which powers are essential for trusts to effectively carry out their work. It should also assess whether any modifications are necessary to:
   • reduce legislative overlaps
   • align with modern legislative standards
   • ensure adequate protection for individuals affected by the use of these powers.
5. The department to develop an education pack specifically designed for new trust members. This should provide comprehensive information on trust powers, obligations and approval processes. It should be regularly updated to reflect any changes or developments in relevant legislation and guidelines.
6. The department to investigate amending the RIT Act so that trusts nominate new members to the Minister for appointment. This is consistent with the process for Category 2 water authorities.

Trusts find the annual and financial reporting processes expensive, time consuming and excessive as small organisations with limited funding. This has resulted in poor compliance with reporting obligations. Although barriers exist, some simple changes can be made to improve the trusts’ accountability and transparency.

The following areas were identified as opportunities for improvement:

• planning
• reporting
• stakeholder consultation.

The following recommendations were made:

7. The State Council, in consultation with the department, to develop standard templates for individual trust strategic and operational plans. The templates are to:
   1. clearly link individual projects to the RIT Act objectives
   2. be consistent with the Department of the Premier and Cabinet agency planning requirements
   3. include clear and measurable standardised performance indicators and targets
   4. clearly describe projects to be undertaken, their purpose, how they link to the strategic plan and the expected outcomes.
8. Trusts to update their strategic and operational plans using the standard templates and provide these to the department for review and monitoring.
9. The department to publish individual trust strategic plans, operational plans and consultation strategies on its website to enhance transparency and accessibility of information.
10. The department to revise the annual report template, following the completion of strategic plan and operational plan templates, so they:
    • clearly link to operational plans
    • include details of projects undertaken
    • highlight outcomes and any deviations from the operational plan.
11. The department to explore legislative amendments and other options to ensure trust compliance with:
    • the Financial Accountability Act 2009
    • RIT Act
    • other relevant state legislation
    • relevant policies.
12. The department to investigate criteria for exemption from Auditor-General audit requirements. The department to work with individual trusts that wish to be considered for exemption by the Auditor-General.
13. The department, in consultation with Queensland Treasury, to provide additional guidance to trusts on asset recognition and management.
14. Trusts to develop a consultation strategy and provide a copy to the department. The strategy should:
    • identify key stakeholders
    • outline when and how stakeholders will be consulted during the development of strategic and operational plans and individual projects.
15. The State Council to develop a website to promote trusts, showcase trust initiatives and engage with the public.

Local communities value the projects and outcomes delivered by trusts even though they are on a small scale. Trusts operate with low overhead costs and work to maximise outcomes with the limited funds available to them. Members volunteer considerable time to leading projects and are devoted to achieving best outcomes for their communities. The scale of their activities is restricted by access to funding and funding security. With escalating project costs under current economic conditions, and funding for trusts not increasing, these financial pressures are growing.

Additional funding and long-term funding security would allow trusts to invest in projects more efficiently through improved forward planning for investment in long-term projects.

The following recommendations were made:

16. The department to review state grant funding to SCRTQ to see if opportunities exist to increase the amount of future funding, request ongoing funding, and bring forward the timing of the funding agreement.
17. The State Council to review funding allocation process, noting funding is not available to trusts if they do not meet statutory reporting requirements, as well as identifying opportunities to bring forward funding for individual trust projects.
18. The department to undertake further review, in context of Recommendation 1, investigating whether trusts, should they wish to, could operate under different institutional arrangements, similar to the pathways offered to Category 2 water authorities.
19. The department to assess progress on implementation of this review’s recommendations and identify any necessary follow-up actions within four years of completing this review.