central highlands regional council 2019-20 operational plan · at the library until the end of...

Central Highlands Regional Council

centralhighlands.qld.gov.au


2019-20 operational planQuarter 3 Performance Report

2019-20 Quarter 3 Performance Report2

As I write this on 22 April 2019, for the quarter from January to March, I am proud of the response to date.

The focus has been on keeping people safely at work. There are references in this report to some of the innovative work practices and strategies that have kept our people employed and services being provided, albeit in different forms.

Perhaps our greatest success is how we have embraced technology and different work practices. For years, workforce mobility and flexible work arrangements have been part of our strategy, which I believed might have been a few years away until COVID-19 emerged.

The pandemic has proved to be a helpful ‘burning bridge’ to propel us into different and efficient work practices that leverage all the technology in just days.

It hasn’t all been roses though! There are constraints; some technology training gaps; and the usual challenges any organisation would face when making such a swift adjustment.

The real effects of COVID-19 will be reflected in the final quarterly report 2019-20 period and into next financial year.

Approximately $4M of the capital program is in jeopardy and perhaps more, depending on how circumstances unfold. The primary reasons are supply constraints for materials and services, specifically the unavailability of contractors due to the isolation; and quarantine and restrictive practice measures.

dealing with the covid-19 pandemic has been a focus for Central Highlands Regional council this quarter ...

This report also reveals 29 actions out of 116 that are compromised because of the pandemic. Some we accept and cannot do anything about. For example, supporting the Sister City relationship through student exchanges to Japan, while some require further analysis and scrutiny to identify an alternative approach.

We will also embrace the opportunity of working with a new council to ensure the organisation is focussed on what really matters.

Our community presence this quarter has been excellent. Many youth and health events had a positive impact on wellbeing and liveability within the region.

Financial support to community groups has continued, with 22 groups benefiting from $147,000 of grants. It was pleasing to have a good roll-up for the commemoration of the Midlander rail disaster, which occurred at Bogantungan 60 years ago – a tragic and important historical event that impacted Australia.

A terrible storm battered the region in February, causing damage to roads and culverts across the region, and to many homes in Emerald along with the prized botanic gardens.

Staff worked tirelessly to re-instate the gardens in record time and were grateful for some assistance from our mates at Rockhampton Regional Council who came over to help. This is one of the great things about local councils – we help one another!

CEO's forewordQuarter 3 Performance Report 2019-20

The incredible parks and gardens team, along with many other council staff across the region, deserve a massive ‘pat on the back’ for their efforts.

Our council prides itself on supporting the local economy. Nearly all development applications received this quarter were approved within statutory timeframes.

Council is open for business and continues to work cooperatively with its neighbours and the Central Queensland Regional Organisation of Councils to attract investment and develop the region.

I take this opportunity to thank and congratulate the outgoing council (2016-2020) for its achievements and to all councillors throughout this term for their individual and overall contributions.

They can all be proud of their many achievements as evidenced in the recently produced End of Term Report Card.

Scott Mason Chief Executive Officer


reconciliation action planAs part of council’s Reconciliation Action Plan, an Indigenous art workshop was held at Sapphire Gemfields in February 2020. The workshop was facilitated by local Aboriginal Elder, artist and storyteller Eunice Day. ‘Rainbow Barramundi’ was the subject for the day and participants also learned how to make ‘soapy Soap’ from acacia tree leaves.

youthinc emerald 1825A youth advisory group of people aged 18 to 25 started meeting regularly at the Emerald PCYC.

Member numbers have slowly but steadily increased. The group hosted their first event, a horror movie night, in March.

The event was supported by Emerald PCYC, Anglicare Central Queensland and the Emerald Cinema Complex.

The group donated money raised on the night to Emerald’s youth drop in centre, Green Space.

green space Through consultation with more than 50 young people across the Central Highlands, it was identified that a safe place where youth could connect and access support services was needed.

Council worked with Anglicare Central Queensland, Emerald PCYC, CH headspace Consortium Group and CH headspace Youth Reference Group to develop a youth drop-in centre.

The new Green Space centre was officially opened at the PCYC by Mayor Kerry Hayes on 7 February 2020.

Green Space is supervised by youth workers and volunteers and offers a range of activities, as well as referrals for further support such as accommodation, mental health, drugs and alcohol and employment.

Mayor Hayes also announced at the opening that Central Highlands had been successful in obtaining funding for a full headspace facility in Emerald.

sister city programStudents selected from Blackwater, Emerald and Springsure for the annual Sister City exchange program to Japan held several successful fundraising events. Due to travel restrictions, the original trip had to be postponed, but alternative dates are being discussed with Ichinoseki City Council.

art - reasonable & necessary The Emerald Art Gallery hosted ‘Reasonable & Necessary’, an exhibition of vibrant artworks created by artists with significant and complex physical disabilities.

Art facilitator, Louise Taylor, opened the exhibition with an inspiring artist talk, providing insight into the modified tools and processes used to enable these artists to create their works.

Louise also delivered a creative printmaking workshop to 25 participants.

Key Priority 1: Strongvibrant communitiesEach of our thirteen communities is unique, but they are the heart of the Central Highlands region. We intend to inspire community spirit and promote a sense of belonging by addressing liveability, empowering local influencers, stimulating cultural diversity and pursuits, promoting healthy lifestyles, encouraging young people and supporting local prosperity by robust advocacy through well-planned support and funding.

community grants approvedpeople enjoyed a print making workshopyouth events

$143K2526

Medway rail disaster 60th anniversaryw


midlander rail 60 years On 26 February 2020, Emerald Library hosted an exhibition opening to commemorate the 60th anniversary of the Midlander Rail Disaster.

The historic accident occurred when the railway bridge over Medway Creek near Bogantungan collapsed during a torrential rainstorm.

More than 100 people came to view the exhibition of photographs, newspaper clippings and memorabilia, listen to guest speakers, and hear the accounts of families and workers. The exhibition was on display at the library until the end of March.

international women's dayIn early March, 120 people attended morning teas across Central Highlands’ libraries to celebrate International Women’s Day.

Dingo, Blackwater, Tieri and Emerald branches also participated in a webinar from Impact Innovations in Brisbane that unpacked how female founders can improve their chances of obtaining investment.

community engagementIn January 2020, council endorsed a report and recommendations to enhance its community engagement process.

LEGEND TOTAL ACTIONST

ON TARGET 4

MONITOR 3

BELOW TARGET 4

NOT PROCEEDING 1

COMPLETED 9

TOTAL 21

KEY PRIORITY 2 COMPLETION STATUS

Operational Plan Key Priority 1 statistics:The following table represents the status of these activities as at the end of the third quarter:

community firstMany of council’s community services have been delivered innovatively during the COVID-19 pandemic.

Some highlights from March include the launch of our first online school holiday program for youth and a call for entries by the Central Highlands Regional Galleries for an upcoming online exhibition.


43%

19%

14%

19%5%

Key priority 1: Strong, Vibrant Communities (21)

Opening of Green Space by Mayor Kerry Hayes.


storm repairRepair work was carried out across the region after significant rain and storm damage in January and February.

Of note was the damage to assets in Arcadia Valley, Bauhinia area, Rolleston area, Blackwater area and Wyuna Road.

There was also a considerable clean-up required in Emerald due to two successive nights of major storms.

roadsPave and seal works were completed on Buckland Road and Rubyhill Crescent and have commenced on Malvern Road.

Rehabilitation works were completed on Arcadia Valley Road and Mayfair Drive and have commenced on Lilyvale Road and Codenwarra Road.

water supplyVery low rainfall in quarter two led to increased water restrictions in several communities in December and January.

However, rain events in January and February addressed the issues of low storages in Duaringa and Capella, with the Dawson River flowing again and the Capella dams at a higher level than 2019.

energy savingsThe LG Sherlock program has been implemented across council facilities.

Data is sourced from energy providers and is analysed to determine trends to inform energy efficient management strategies to reduce the environmental impact.

Over the past 12 months, 2,096,487kWh of energy and 1,647 tonnes of CO2 emissions have been saved.

valve & hydrant replacementLocal contractors have replaced 33 water valves and hydrants across several towns in the region, which will also assist any firefighting response.

Key Priority 2: Buildingand maintaining qualityinfrastructureThe cornerstone of a well-planned, functioning

and sustainable region is the development and

maintenance of its infrastructure and assets. We

will continue to apply best-practice systems and

technology to audit, plan, deliver and maintain

the most cost-effective and efficient roads, waste,

water, wastewater and land management facilities and services with the security of a sustainable future as a priority.

rural roads gradedkwh energy saving in a year cost saving in energy

333km2 million$73.8K



ON TARGET 9

MONITOR 4

BELOW TARGET 4

NOT PROCEEDING 0

COMPLETED 5

TOTAL 22


23%

41%

18%

18%

Key Priority 2: Building and Maintaining Quality Infrastructure (22)

A wild storm in February caused a lot of damage.


development incentive Four applications were received and accepted under council’s Regional Economic Development Incentive.

business supportDuring the last quarter support was provided to 4170 businesses and industry stakeholders by disseminating information through direct contact, workshops and forums. Information and business support has also been provided across all industry sectors in response to COVID-19 restrictions.

emerald saleyardsCompletion of the installation of the double-deck dump ramp and associated yard work has provided significant efficiencies for the loading and unloading of cattle.

Sales throughput and return to producers reached unprecedented heights due to rain in February and a significant increase on demand from processors, restockers and live export trade.

Relationship building with major corporate clients has increased demand on the facility for dipping services and spelling, which has increased the feed sales.

airports & aerodromesThe Emerald Airport main runway project was completed on time and budget. It is the first stone mastic asphalt runway installed in Australia.

Larger parking bays and two helicopter landing bays were completed at the general and eastern aviation apron and refuelling area to Improve capacity and safety.

Emergency services’ helicopter bays were built at the Rolleston and Springsure aerodromes to provide an all-weather zero visibility evacuation capability.

A wildlife proof fence and an obstacle limitation surface was constructed around Duaringa aerodrome to improve safety for pilots.

Key Priority 3:Supporting ourlocal economyThe Central Highlands’ region has

abundant natural assets that provide

opportunity for diversity in economic

development. We recognise the

importance of our role to explore,

facilitate, advocate and promote to

ensure the region grows and thrives.

total cattle sales

23,941deveopment incentive applications received

4interactions with local business

5839




ON TARGET 4

MONITOR 0

BELOW TARGET 2

NOT PROCEEDING 0

COMPLETED 7

TOTAL 13

54%31%

15%

Key Priority 3: Supporting our Local Economy (13)

Supporting local businesses.


drinking water quality plansThe drinking water quality plans cover all 12 regional drinking water schemes and have been updated to incorporate changes identified through an audit and review held in 2019.

DISASTER MANAGEMENTThe Central Highlands Regional Council’s Local Disaster Management Group (LDMG) was activated for 82 days in the third quarter.

In response to the COVID-19 situation, the Local Disaster Coordination Centre moved to the former Queensland Agricultural College site.

CLEAN UP AUSTRALIA DAY 2020On Sunday 1 March 2020, a Clean Up Australia Day event was held in Emerald with 180 registered volunteers.

PLANNING SCHEME AMENDMENTSPlanning scheme amendments currently under review with the state government include: Amendment 5

(Major 3) Flood Hazard; Temporary Local Planning Instrument (TLPI) 1/2020 for Operational Works within a Flood Hazard Area; Amendment 6 (Major 4) Business Improvement; and Innovation and Local Government Infrastructure Plan (LGIP) Amendment 2.

mozzie managementFogging activities were conducted in key hotspot areas across the region following heavy rainfall in March. This was supported by an online educational campaign promoting the ‘tip it, store it, throw it’ philosophy.

pet pep programOnly one session of the popular PetPep program was held this quarter due to the school holidays and the COVID-19 response.

PetPep is a joint initiative with local veterinary businesses and council’s ranger services team with the aim to promote responsible and safe pet ownership to school-aged children.

Key Priority 4:Protecting our peopleand our environmentLiving in the Central Highlands is a choice to appreciate healthy, attractive and safe surroundings. Our primary responsibility as caretaker of the built and natural environment is to ensure the confidence of the community that the amenity of the region is maintained by managing appropriate growth and development; protecting the natural landscape and waterways; promoting community health

and safety; and building resilience.

17182development applications approved on time

96%


ON TARGET 11

MONITOR 2

BELOW TARGET 0

NOT PROCEEDING 0

COMPLETED 8

TOTAL 21

dogs registered this quarterdays the local disaster management group activated



38%

52%

10%

Key Priority 4: Protecting our People and our Environment (21)

Clean up Australia Day 2020


media relations surveyThe corporate communications and events team conducted a media relations satisfaction survey this quarter.

While the survey’s response rate was just below 10%, the feedback indicated a good relationship with critical local media representatives. All responses identified that council media officers are ‘extremely helpful’ or ‘very helpful’ with enquiries and 75% said the team were ‘above average’ at meeting enquiry deadlines.

Compared to other councils, half of participants identified this council to be ‘much more effective’ at media relations. Participants were also very satisfied or satisfied with media content produced.

eventsTwo significant civic events were held this quarter: Australia Day 2020 and Clean Up Australia Day. Both events attracted good community participation. Australia Day celebrations attracted 490 attendees and the open pool event a further 828. Clean Up Australia Day in Emerald attracted 224 attendees. They cleaned up 19 sites with support from 20 council staff.

the hubCouncil has implemented a new ‘one stop shop’ communication portal for councillors.

The portal is used to deliver meeting business papers to the right people, organise documents so they are quick and easy to find, and ensure that users always have the latest versions.

The Hub securely manages and distributes information to councillors and provides secure access to staff, no matter where they are or what device they are using.

report writing trainingReport writing training was rolled out this quarter to help managers and regular report writers and reviewers improve the quality of the reports that are prepared for council meetings.

Key Priority 5:Leadership and governanceThe communities of the Central Highlands have a right to expect its local government authority to apply transparent and accountable processes to administer the region. We accept and embrace this responsibility by exploring efficiencies through advocacy, technology, collaboration and responsible financial management. Further, we

commit to keeping our community informed about our activities and performance and employing robust governance policies and procedures to ensure legislative compliance and organisational integrity.

came to Australia Day



ON TARGET 17

MONITOR 2

BELOW TARGET 1

NOT PROCEEDING 0

COMPLETED 1

TOTAL 21

following our social meda 490

15 264calls to customer service Resolved at 1st Point of Contact

3466


The Turn on Technology One project went live on 11 November.

5%

81%

9%5%

Key Priority 5: Leadership and Governance (21)

Australia Day 2020


staff & community housingThe staff housing strategy was adopted by council on 8 October 2019. A council housing condition assessment of 100 staff houses and 89 community houses has enabled key maintenance and capital expenditure to be forecast for the next five years.

A community housing strategy is being drafted to address council’s obligations for local government community housing under the Housing Act 2003.

The strategy will identify partners for council to work with so that community housing needs and expectations are considered.

ch housing companyThe Central Highlands (Qld) Housing Company is a not-for-profit organisation that was established in 2012 to provide a local response to affordable housing needs within the region.

A council donation this quarter enabled the company to purchase units in Emerald at 41 Anakie Street.

new traineesCouncil welcomed seven enthusiastic trainees in February 2020. The trainees commenced in the fields of procurement, horticulture, water operations, information technology, asset management and safety.

The annual traineeship program is co-funded by the Department of Education and Training’s Skilling Queenslanders for Work First Start initiative. The new recruits will gain a nationally recognised qualification and invaluable on-the-job experience at various work locations.

native titleAn online native title compliance system was put into use this quarter. The online system, which was developed by the Institute of Public Works and Engineering Australia, was developed using council’s paper-based system.

It provides a clear process for officers to investigate and determine if native title considerations are required before any projects or work begins

Key Priority 6:Our organisationCentral Highlands Regional Council is one of the largest employers in the region. We strive to be an employer of choice. Our people are chosen for their ability, experience, dedication to quality service delivery, and conformity with our values. We support their endeavours by providing a safe and healthy workplace where self improvement and innovation are fostered and rewarded.

customer requests received Trainees welcomed7

staff attended report writingtraining

40+ 4353



ON TARGET 12

MONITOR 4

BELOW TARGET 0

NOT PROCEEDING 0

COMPLETED 2

TOTAL 18

KEY PRIORITY 6 COMPLETION STATUS11%

67%

22%

Key Priority 6: Our Organisation (18)

2020 trainees


The overall operational plan results for the third quarter indicate the following performance:

2019-2020 Operational Plan Performance

Quarter 3 Performance Report 2019-20

Key Priority Number of Activity Measures � Key Priority 1: Strong, Vibrant Communities 21

� Key Priority 2: Building and Maintaining Quality Infrastructure 22

� Key Priority 3: Supporting our Local Economy 13

� Key Priority 4: Protecting our People and our Environment 21

� Key Priority 5: Leadership and Governance 21

� Key Priority 6: Our Organisation 18

Total 116

Financial & Capital Update

Budget performance against operational plan delivery (includes operating and capital):

key priorityoriginal budget

+ BR1 & BR2q3 accumulative

q3 actuals q2 actuals Q1 actuals% $

Key Priority 1: $35,167,132 64% $22,516,961 $9,384,586 $6,046,343 $7,086,033

Key Priority 2: $114,538,946 63% $71,725,614 $24,702,785 $26,206,721 $20,816,108

Key Priority 3: $21,842,795 79% $17,241,853 $6,562,846 $6,678,308 $4,000,698

Key Priority 4: $29,682,619 70% $20,652,375 $7,238,833 $6,885,468 $6,528,073

Key Priority 5: $8,487,220 103% $8,738,214 $2,682,277 $3,034,336 $3,021,601

Key Priority 6: $15,592,121 65% $10,105,845 $3,503,417 $3,893,065 $2,709,363

TOTALS $225,310,832 67% $150,980,861 $54,074,745 $52,744,240 $44,161,876

-

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

Key Priority 1: Strong,Vibrant Communities

Key Priority 2:Building and

Maintaining QualityInfrastructure

Key Priority 3:Supporting our Local

Economy

Key Priority 4:Protecting our Peopleand our Environment

Key Priority 5:Leadership and

Governance

Key Priority 6:Our Organisation

2019-20 Operational Plan Quarter 3 Key Priorities

Budget v Actuals

Original Budget +BR1 +BR2 Q3 Accumulative


Financial PERFORMANCEThis summary provides a review of council’s financial performance against the 2019-20 revised budget for the period ended 31 March 2020. With nine months completed, year-to-date revenue is at 72% of the full-year budget, and expenditure is at 75% of the full-year budget.

summary of operating performance

2019-20 operating performance full year budget

2019-20 ytdbudget

2019-20 ytdactuals

variance$

variance %

Income 148,502,385 108,108,298 106,121,593 -1,986,705 -1.8%

Expenditure 150,860,681 114,020,155 112,289,493 -1,730,662 -1.5%

Operating Result Surplus/(Deficit) (2,358,296) (5,911,857) (6,167,900) (256,043) -4.3%

* Note: internal transactions have not been eliminated.

Operating Revenue

The operating revenue graph shows actual revenue performance at the end of March 2020 against the forecast 2019-20 revised budget, from a high-level department perspective. At the end of this reporting period, actual revenue is tracking behind the revised budget forecast.

Variances at the end of this reporting period are:

� Recoverable works – scheduled external works are expected to be completed over the next quarter following delays associated with water availability. These delays have impacted the timing of revenue receipts up to the end of the third quarter. An adjustment may be considered as part of budget review three for any works that are deferred until the next financial year.

� Rates and utility charges - due to lower than budgeted general rate capping adjustments being applied to properties and some in year valuation changes, revenue from general rates has exceeded year to date budget at the end of the third quarter. An adjustment will be made at budget review three to reflect this reduction in the budgeted capping expense.

� Interest from investments – the significant decline in the Reserve Bank of Australia cash rate has impacted forecast returns on invested cash balances. An adjustment will be made at Budget Review three to reflect this reduced revenue.

� Sale proceeds from developed land – it is expected that council will not dispose of any developed land blocks this financial year and an adjustment will be made at budget review three to remove the forecast revenue.

- 10,000,000 20,000,000 30,000,000 40,000,000 50,000,000 60,000,000

Infrastrucuture & Utilities

Executive Management

Customer & Commercial Services

Corporate Services

Corporate Revenue & Expenses

Communities

2019/20 YTD Budget 2019/20 YTD Actuals


OPERATING EXPENSES

The operating expenditure graph shows actual expenditure performance at the end of March 2020 against the forecast 2019-20 revised budget from a high-level department perspective. Actual expenditure is currently below forecast levels at the end of March 2020.

Variances at the end of this reporting period are:

� Materials and services - the delays in the completion of scheduled external works has resulted in an underspend in contractor expenditure. As works are completed over the last quarter of the financial year it is expected that actual expenditure will move closer to budgeted levels. An adjustment may be considered as part of budget review three for any works that are deferred until the next financial year.

� Costs of developed land sold – it is expected that council will not dispose of any developed land blocks this financial year and an adjustment will be made at budget review three to remove the forecast expenditure.

- 10,000,000 20,000,000 30,000,000 40,000,000 50,000,000 60,000,000

Infrastrucuture & Utilities

Executive Management

Customer & Commercial Services

Corporate Services

Corporate Revenue & Expenses

Communities

2019/20 YTD Budget 2019/20 YTD Actuals


Capital Reporting Quarter 3 – 2019-20This section reports on council’s capital program where projects are reported against their progress in the project life cycle: that is, projects are either not commenced or in the phases of concept and feasibility; procurement; detailed planning and design; delivery/construction; finalisation, defects period; or change in schedule.

Project status as at 31 march 2020

project progressQuarter 3 Quarter 2 quarter 1

Budget br2$M % Budget br1$M % original budget $M %

Not commenced 7.33 m 9.85% 27.05 32.97 28.59 39.53

Concept and feasibility 1.80 m 2.41% 1.83 2.23 10.75 14.87

Procurement 7.97 m 10.71% 11.37 13.86 8.21 11.36

Detailed planning & design 2.65 m 3.56% 6.64 8.10 4.31 5.96

Delivery/Construction 29.87 m 40.12% 28.45 34.68 20.32 28.09

Finalisation 22.22 m 29.85% 4.20 5.12 0.15 0.21

Defects Period 2.50 3.05

Change in Schedule 2.61 m 3.50%

grand TOTAL 74.45 m 100.00% 82.04 m 100% 72.34 m 100%

$67.12 million (90.15%) of the total Budget Review 2 budget has commenced or been committed to be spent as at 31 March 2020. With a significant amount of budgeted capital projects currently in delivery/construction and finalisation phases - $52.09m (69.97%).

project Expenditure as at 31 march 2020

directorate approved BR2 budget $ actuals at 31/3/20 $ commitments $ % spent including

commitmentsActuals including

committments $

Communities 11,183,196 5,983,402 2,906,750 79% 8,890,152

Corporate Services 11,724,345 5,728,639 3,084,880 75% 8,813,519

Customer and Commercial Services

20,119,232 14,351,988 2,936,435 86% 17,288,423

Infrastructure and Utilities 31,423,378 12,627,340 8,093,095 66% 20,720,435

grand TOTAL 74,450,152 38,691,368 17,021,160 75% 55,712,529


Capital revenueGrants and contributions to the value of $6.5M for capital projects was received of a full budget of $10.15M, which is 64%.

Based on the 31 March 2020 actuals and commitments including commitments $55.7 million (75%) of the 2019-20 Budget Review 2, approved capital budget is expended. Of the approved budget following adoption of budget review 2, actuals account for $38.7M (52%) and commitments $17M (23%).

The current approved capital works program is at risk of not being delivered due to the current COVID-19 pandemic that requires travel restrictions and social distancing.

-

5

10

15

20

25

30

35

40

Communities Corporate Services Customer and Commerical Services Infrastructure and Utilities

Mill

ions

Capital Expenditureincluding Commitments

as at 31 March 2020

2019/20Approved Budget

2019/20Approved BudgetincludingBudget Review 1 (BR1)

2019/20Approved BudgetincludingBudget Review 2 (BR2)

2019/20Actualsincluding Commitments

Capital Expenditure including Commitmentsas at YTD 31 March 2020

(in millions)

74.45 m


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to ti

min

g of

inte

rnal

aud

it ac

tiviti

es a

nd u

tilis

atio

n of

ext

erna

l le

gal s

ervi

ces.

Peo

ple

& C

ultu

re u

nder

spen

d of

$37

4k is

rela

ted

to th

e de

lay

in th

e ro

ll ou

t of m

anda

tory

trai

ning

due

to

Cov

id 1

9 re

stric

tions

and

trai

nee

vaca

nt p

ositi

ons.

Cust

omer

& C

omm

erci

al S

ervi

ces

2,37

5,51

21,

695,

294

1,22

4,59

614

0%68

0,21

8Income

-13,404,427

-13,997,072

-19,388,450

96%

592,645

Expenditure

15,779,939

15,692,366

20,613,046

101%

87,573

Exec

utiv

e M

anag

emen

t3,

698,

902

3,96

8,66

15,

412,

263

93%

-269

,759

Income

-1,358

-8,003

-9,000

17%

6,645

Var

ianc

e im

mat

eria

l.Ex

penditure

3,700,260

3,976,664

5,421,263

93%

-276,404

WH

S u

nder

spen

d of

$24

4k is

rela

ted

to th

e de

lay

in m

anda

tory

fire

test

ing

and

occu

patio

nal s

cree

ning

.In

frast

rucu

ture

& U

tiliti

es23

,682

,185

23,7

86,5

3030

,682

,274

100%

-104

,345

Income

-30,718,599

-32,583,158

-43,011,332

94%

1,864,559

BoR

Gra

nt fu

nds

of $

900k

to b

e re

ceiv

ed 1

mon

th la

ter t

han

budg

eted

. RM

PC

wor

ks b

ehin

d sc

hedu

le

follo

win

g sh

orta

ge o

f usa

ble

wat

er e

arlie

r in

the

year

. The

maj

ority

of t

he s

ched

uled

wor

ks is

stil

l ex

pect

ed to

be

com

plet

ed b

y 30

Jun

e.Ex

penditure

54,400,784

56,369,688

73,693,606

97%

-1,968,904


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central highlands regional council 2019-20 operational plan · at the library until the end of...

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