temora nswriverina€¦ · strategic long term planning 3.66 3 4 annual budgets 2.66 3 4 annual...

- Temora Shire Council Resourcing Strategy

River inaNSW

TEMORA

RESOURCING STRATEGYTemora Shire Council

Including:Asset Management Plan

Workforce PlanLong Term Financial Plan

MAY 2018

- Temora Shire Council Resourcing Strategy

Foreword ......................................................... 1

Asset Management Strategy ........................... 5

Workforce Plan ................................................ 49

Long Term Financial Plan ................................ 71

Appendix 1 ...................................................... 80

Temora Shire Council 105 Loftus Street PO Box 262

TEMORA NSW 2666

Phone: (02) 6980 1100Fax: (02) 6980 1138

Email: [email protected]: www.temora.nsw.gov.au

DX AddressDX 5494 TEMORA NSW

CONTENTS

Temora Shire Council Resourcing Strategy

Index

Foreword ......................................................... 1

Asset Management Strategy ........................... 5

Workforce Plan ................................................ 49

Long Term Financial Plan ................................ 71

Appendix 1 ...................................................... 80

ForewordTemora 2030 provides a vehicle for the Temora Shire community to express its long term aspirations. The aspirations cannot and will not be achieved without sufficient resources to carry them out. The Resourcing Strategy is the critical link in translating strategic objectives into actions.

The Resourcing Strategy outlines available resources in terms of time, money, assets and people required by and available to the Integrated Planning Process.

Essentially, the Resourcing Strategy consists of three (3) components:

1. Asset Management Plans

2. Workforce Management Plan

3. Long Term Financial Plan

Page 1 - Temora Shire Council Resourcing Strategy


1. Asset Management PlansThe Assets Management Plans are a long term plan that outlines the asset activities for each service. The International Infrastructure Management Manual defines Asset Management Plan as “a written representation of the intended asset management programs for one or more infrastructure networks based on the controlling organisations understanding of customer requirements, existing and projected networks and asset condition and performance”

Due to the complexity of local government assets, Council has determined to develop a separate plan for each asset type. The 6 plans are as follows:

• Roads and Footpaths

• Sewerage Treatment and Effluent Reuse

• Aerodrome

• Buildings and Recreational Space

• Bridges and Stormwater

• Plant

For details on the individual plans, please refer to the comprehensive Asset Management Plans

2. Workforce Management PlanningA key factor in the delivery of the community’s strategic goals is the ensurance that the right people, with the right skills in the right job are available in the medium to long term. The Workforce Management Plan is the mechanism by which a strategic approach is taken to this important function. Issues that are encountered are identified and strategies developed to minimise the impact of these issues.


3. Long Term Financial PlanThis section is the area where the long term community aspirations are tested against financial realities. The plan should answer the questions:

• Can we survive the pressures of the future?

• What are the opportunities for future income and economic growth?

• Can we afford what the community wants?

• How can we go about achieving these outcomes?

The plan is not intended to be a firm commitment to future expenditure. It is a valuable guide to future action. No organisation is an “island”. Temora Shire Council will be subject to many external factors in the next 10-20 yeas that will impact on our plans. These are outside the control of Council. This is why all plans are reviewed and reported on. The process is dynamic.


This page is intentionally left blank.

ASSET MANAGEMENT STRATEGY



Asset Management Strategy

Contents

1. Introduction ....................................................................................................................................7

1.1. Background ................................................................................................................................7

1.2. Goals and Objectives of Asset Management. ...................................................................8

1.3. Key Principles ...................................................................................................................9

2. Legislative Controls .....................................................................................................................10

2.1. NSW OLG Integrated Planning and Reporting Framework ............................................10

2.2. NSW and Federal Acts and Regulations .........................................................................10

2.3. Australian Standards and other Codes of Practice ......................................................... 11

2.4. Accounting Standards ..................................................................................................... 11

3. Asset Management Maturity Assessment....................................................................................12

4. Priority Tasks And Actions Resulting From Maturity Assessments ..............................................14

4.1. Asset Management Strategy ...........................................................................................14

4.2. Asset Management Policy ...............................................................................................14

4.3. Asset register and condition data ....................................................................................14

4.4. Asset Management Plans ...............................................................................................15

4.5. Monitoring and reporting .................................................................................................15

4.6. Operations/Maintenance management ...........................................................................15

4.7. Systems integration ........................................................................................................15

5. Temora Shire Council’s Assets ....................................................................................................16

6. State Of The Assets .....................................................................................................................18

7. References ..................................................................................................................................24

8. Appendices ..................................................................................................................................25

Appendix A – Asset Planning and Management National Assessment Framework (NAF) Maturity Assessment ..........................................................................................26

Appendix B – NSW Local Government Asset Management Audit Preparedness Assessment 2015 .....................................................................................................34


Resourcing

Strategy

Resourcing Strategy

Asset Management

Policy, Strategy and

Plans

Work Force Plan

Long Term Financial Plan

1.1. BackgroundThis Asset Management Strategy outlines a structured set of actions aimed at enabling Council to improve its asset management practices, to achieve the objectives of Temora 2030, and to be compliant with regulatory requirements. It is to be read with the following associated planning documents:

1. INTRODUCTION


• Temora 2030 – Articulates the long-term strategic direction of Council.

• Delivery Program – a summary of the principle activities that Council intends to undertake over the next four years.

• Operational Plan – Detailed action plan on projects and finances for each particular year. The works identified in Asset Management Plans form the basis on which future annual plans are prepared.

• Resourcing Strategy – outlines the available resources in terms of time, money, assets and people required by and available to the Integrated Planning process.

• Long-term Financial Plan – Outlines all aspects of the key financial strategic objectives and commitments.

• Contracts – The service levels, strategies and information requirements contained in the Asset Management Plan are translated into field staff work instructions, contract specifications and reporting requirements.

Key stakeholders in the preparation and implementation of the Asset Management Strategy are:

Federal and State Governments and Agencies - Funding assistance and standards development.

Elected members - Community representation and administration.

Community - End-user involvement.

Visitors - End-user involvement.

Utilities / Developers - Providers of services and infrastructure facilities.

Employees / Volunteers - Operational and administration providers.

Contractors / Suppliers - Suppliers of goods and services.

Insurers - Remedy providers.


1.2. Goals and Objectives of Asset Management.Council exists to provide services to its community. Many of these services are provided by infrastructure assets.

Council’s goal in managing infrastructure assets is to meet the required levels of service in the most cost effective manner for current and future communities. The key elements of infrastructure asset management are:

• taking a lifecycle approach;

• developing cost-effective management strategies for the long term;

• providing defined levels of service and monitoring performance;

• understanding and meeting the demands of growth through demand management and infrastructure investment;

• managing risks associated with asset failures;

• sustainably using physical resources; and

• continuously improving asset management practices.

This Asset Management Strategy has been prepared under the direction of Council’s vision, mission, goals and objectives.

Council’s vision is:Our community strives to reflect the qualities of its greatest asset – its people, each of whom we value as individuals.

With our rural heritage as our foundation, we embrace change and grasp every opportunity to enhance our environment, economy and lifestyle.

Council’s mission is:To achieve the best possible outcomes for our community by striving for excellence in all we do.

1.3. Key PrinciplesWhilst the responsible management of Council’s infrastructure can be seen as a technical measure, based on a defined set of measures and requirements, it is clearly more than that and is an organizational wide responsibility. Strategic asset management is based on 5 key principles:

• Sound information and systems are needed to inform decision making;

• Comprehensive asset management planning is required to ensure decisions are based on an evaluation of alternatives that take into account life cycle costs, benefits and risks of assets;

• The Community will be informed and have an opportunity to have involvement in establishing level of service standards;

• Responsibility for asset management, including accountability and reporting requirements, is clearly established, communicated and implemented;

• An effective policy framework is established for the strategic management of assets.


2. Legislative Controls

In addition to using asset management as a tool to better manage the community’s assets and to help provide better services to the community, there are legislative requirements that Council must comply with in relation to the management of its assets. These requirements are as follows;

• NSW OLG Integrated Planning and Reporting framework

• NSW and Federal Acts and Regulations

• Australian Standards and other Codes of Practice

• Accounting Standards

Further information on each of these requirements is detailed in each of the following sub-sections.

2.1. NSW OLG Integrated Planning and Reporting FrameworkThe Integrated Planning and Reporting Framework (IPRF) is the NSW Government’s implementation of the Local Government and Planning Ministers’ Council (LGPMC) endorsed Nationally Consistent Frameworks for Local Government Financial Sustainability. Implementation of the IPRF has been mandated through the NSW Local Government Act and the associated IPRF Guidelines and Manual.

2.2. NSW and Federal Acts and RegulationsThe NSW and Federal Acts and associated Regulations that may apply to Strategic Asset Management include:

• Local Government Act and Regulations,

• Roads Act,

• Environmental Planning and Assessment Act and Regulations,

• Work Health and Safety Act and Regulations 2011,

• The Protection of the Environment Act and Regulations, and

• Anti-Discrimination Act.

• Disability Discrimination Act


2.3. Australian Standards and other Codes of PracticeMany Australian Standards and codes apply to asset management including the Building Code of Australia and AS/NZ ISO 31000 Risk Management – Principals and Guidelines.

An International Asset Management Standard was released March 2014 and is known as the ISO 55000 series. Future assessment of Council’s Asset Management practices will be reviewed against this standard with a revised improvement program being developed should it be required.

2.4. Accounting StandardsThe Australian Accounting Standards that apply to Local Government include:

• AASB 116 Property, Plant & Equipment – prescribes requirements for recognition of property, plant and equipment assets, the determination of their carrying amounts and the depreciation charges and impairment losses to be recognised in relation to them;

• AASB 13 Fair Value Measurement – sets out methods for determining Fair Value;

• AASB 136 Impairment of Assets – aims to ensure that assets are carried at amounts that are not in excess of their recoverable amounts;

• AASB 108 Accounting Policies, Changes in Accounting Estimates and Errors – prescribes the criteria for selecting and changing accounting policies, together with the accounting treatment and disclosure of changes in accounting policies, changes in accounting estimates and correction of errors;



3. Asset Management Maturity Assessment

To ascertain the maturity level of Council an assessment was undertaken in September 2016 to measure current practices against the National Assessment Framework (NAF). As asset management within the organisation grows further assessments will be undertaken for comparison. It is proposed that an assessment be undertaken annually.For each of the 11 practice areas the following information has been provided:• The current assessed maturity level;• Key observations on the current maturity level;• Implications of the assessed current maturity level;• An assessed risk score, based on a risk framework; and• Recommendations on actions required to be taken to reach a minimum or core level ofmaturity.

Table 1 – Summary of Asset Management Maturity Scores (NAF)

Practice Area Current Score Core Target Advanced Target

Strategic Long Term Planning 3.66 3 4

Annual Budgets 2.66 3 4

Annual Reporting 2.60 3 3

Asset Management Policy 0.33 3 3

Asset Management Strategy 1.83 3 4

Asset Management Plans 1.58 3 3

Governance and Management 2.66 3 3

Levels of Service 2.33 3 3

Data and Systems 2.37 3 4

Skills and Processes 2.36 3 4

Monitoring and reporting 2.11 3 3

Figure 1 - September 2016 Asset Management Maturity Score Spider


To assist in determining prioritises for development of asset management within the organisation a further assessment was undertaken in 2015 for the Office of Local Government (OLG). The assessment tool used was the ‘NSW Local Government Asset Management Audit Preparedness Assessment 2015’. This assessment is in response to the OLG looking at asset management, in particular, responses and information provided in Special Schedule 7 (SS7) of Council’s Annual Financial Statements.

Table 2 – Summary of Asset Management Maturity Scores (OLG)

Practice Area Current Score Core Target Advanced Target

Asset Management Plans 0.77 3 3

Condition Data 1.17 3 4

Risk Management 1.84 3 4

Systems integration 1.47 3 3

Operations/ Maintenance Management

1.78 3 4

Valuation, depreciation & age/life data 1.96 3 3

Asset Register 1.95 3 4

Critical Assets 1.59 3 4

Lifecycle Cost Data 2.17 3 3

Attributes and Location 2.67 3 4

Asset Classification/ Hierarchy 2.59 3 4

Figure 2 - OLG Asset Management Maturity Score Spider


4. PRIORITY TASKS AND ACTIONS RESULTING FROM MATURITY ASSESSMENTS


When developing the Asset Management priorities for an organisation a logical sequence of key tasks and actions is needed. This sequence is developed based upon both the maturity assessments undertaken and the existing systems and processes within the organisation. The following are the key priority tasks for Temora Shire Council;

• writing of this Asset Management Strategy,• writing an Asset Management Policy,• reviewing the existing asset register, including asset condition data to ensure it is complete and

current,• writing of asset management plans for all major asset groups,• monitoring and reporting on assets and improvements to asset management within the

organisation,• writing operations and maintenance management plans,• ensuring all systems are integrated.

The following sections elaborate on each of these priority tasks and actions.

4.1 Asset Management StrategyThe Asset Management Strategy is this document and is a key document in defining how the asset portfolio meets the needs of the community and defines the future vision of asset management practices within Council.

This Asset Management Strategy is linked to Council’s Asset Management Policy and integrated into Council’s strategic long term planning documentation including Temora 2030, 4-year Delivery Plan, Annual Operational Plan, Long Term Financial Plan and Resourcing Strategy.

4.2 Asset Management PolicyAn Asset Management Policy defines Council’s vision and service delivery objectives for Asset Management. It has a direct linkage to Council’s strategic longer term plans and Long Term Financial Plan. It is informed by community consultation and local government financial reporting frameworks.

The Asset Management Policy defines asset management roles, responsibilities and reporting framework.

4.3 Asset register and condition dataAn asset register is an integral tool in managing Council’s assets. It holds asset attribute data including size, age, value, condition and remaining life. The data is relied upon in producing Asset Management Plans and as such needs to be comprehensive, complete and accurate. For Temora Shire Council the task at hand is to ensure that the asset register has the most up-to-date information as the Asset Management Plans will be used to inform future works and associated budgets.

A critical component of an asset register is condition data. Council needs to move to regular condition assessment of its assets to;

• assist in the revaluation of each asset group,• assist in the development of works programs for asset groups,• determine the deterioration or improvement in network condition and the adequacy of funding

levels to sustain each asset group to provide the agreed levels of service,• allow review of the Asset Management Plan and the agreed levels of service.


4.4 Asset Management PlansCouncil shall develop formal Asset Management Plans for each of its major infrastructure groups. Asset Management Plans shall;• provide actions and costs to provide a defined level of service in the most cost effective manner,• address life cycle costs of assets,• include forward works programs identifying budgets for operations and maintenance, asset

renewals, upgraded assets, new assets and depreciation,• include asset rationalisation and disposal programs,• progressively improve Council’s capacity to manage its assets. This will include appropriate

capacity building within the organisation to improve the level of knowledge required to effectively manage the community’s assets.

4.5 Monitoring and reportingMonitoring and reporting covers three main areas; • annual financial reporting,• reporting on the condition of assets (Special Schedule 7)• and, reporting on the status of asset management improvements.

Annual financial reporting is carried out by Councils Finance Team and financial data is used to inform future iterations of Asset Management Plans. Financial data and reporting of ratios is also now part of ‘Fit for Future’ annual reporting.

The Office of Local Government is proposing changes to Special Schedule 7. Processes and procedures need to be put in place for future reporting, particularly on items including the ‘cost to bring assets to a satisfactory condition when measured against a level of service’.

Section 5 dealt with maturity assessments of asset management practices. It is proposed to undertake Asset Management Practice assessments annually and report the results accordingly to show organisational improvement.

4.6 Operations/Maintenance managementTo ensure an asset reaches the full potential of its life it will require systematic maintenance. Maintenance becomes most efficient when it is proactively programmed as opposed to reactive maintenance. Operations and maintenance management is about planning for proactive maintenance programs.

To ensure Council moves towards proactive maintenance practices it needs to develop processes and procedures. This involves;• operations and maintenance requirements are specified against asset performance and service

level expectations,• appropriate data collection, validation, auditing and management processes,• maintenance management supported by appropriate processes and systems for maintenance

planning,• maintenance specifications,• ensuring the costs associated with maintenance activities are kept separate from asset renewal

costs.

4.7 Systems integrationSystems integration is having an Asset Management system integrated into the organisational business structures and processes. Asset registers need to be compatible with Council’s financial systems. It is having asset registers combined into a single asset database and a spatial mapping system implemented and accessible to all users.


5. Temora Shire Council’s Assets

Asset Category Current Replacement Cost ($M)

Annual Depreciation ($M)

Asset Type Unit Quantity

Roads $193.354 $1.441 Regional Roads km 92.8

Local Roads km 1237.2

Footpaths km 20.4

Kerb and Gutter km 87

Sewerage Treatment and Effluent Reuse

$19.239 $0.242 Gravity sewer mains km 53.29

Rising sewer mains km 3.36

Sewer pump stations No. 5

Sewer property connections No. 2029

Sewer manholes No. 514

Sewerage treatment works No. 1

Effluent storage dams No. 5

Effluent pumping stations No. 5

Effluent delivery lines km 12.4

Telemetry system No. 1

Weather stations No. 2

Aerodrome $4.824 $0.063 Runways No. 3

Taxiways No. 8

GA Apron Km 1

Open unlined drain No. 0.9

Piped stormwater drain No. 1

Perimeter fencing No. 10

Buildings and Recreational Space

$30.93 $0.728 Parks and Gardens No. 20

Sporting fields No. 10

Public buildings No. 18

Operational land No. 5


5. Temora Shire Council’s Assets

Bridges and stormwater

$22.28 $0.213 Stormwater pipes No. 668

Box culverts No. 65

Open channel drain km 2

Causeways No. 144

Gross pollutant traps No. 1

Siltation dams No. 2

Bridges No. 6

Plant $7.597 $0.576 Cars No. 6

Light utilities No. 17

Small trucks No. 9

12 tonne tippers 7 trailers No. 10

Graders No. 3

Tractors No. 3/3

Water carts No. 5/3

Miscellaneous equipment e.g. chainsaws

various 19


6. STATE OF THE ASSETS

Roads and FootpathsOperational Plan Goal – To provide transport infrastructure that meets community expectation in terms of need, safety, amenity and standard

Financial Reporting Ratios• Asset Consumption Rate – 2.9%

• Asset Renewal Rate – 1.4%

• Asset Upgrade/Expansion rate – 1.5%


Sewerage Treatment and Effluent reuseOperational Plan Goal – To maintain the treatment works and gravity mains to ensure compliance with legislative requirements and improve the quality of effluent.


• Asset Renewal Rate – TBD

• Asset Upgrade/Expansion rate – 34.1%*

Note: Asset upgrade for effluent reuse only. Sewer system to be determined.


AerodromeOperational Plan Goal – To develop and market the aerodrome as a premier tourist attraction and the first rate facility for recreational avaiation enthusiasts, plus promote both the commercial and residential aerodrome development in order to attract business and residents to Temora.

Condition data yet to be determined.




Temora Shire Council Resourcing StrategyPage 21 - Temora Shire Council Resourcing Strategy

Buildings and Recreational SpaceOperational Plan Goals – To provide council properties that are well maintained, planned and meet or exceed the expectations of our community and visitors. To provide, maintain and improve the sporting fields and recreational facilities which meet the needs of thr community and are safe, enjoyable and attractive.

Financial data to be confirmed.

Condition data yet to be determined.





Stormwater and BridgesOperational Plan Goals – To provide stormwater and bridge infrastructure that meets the communities expectations in terms of need, safety, amenity and standard.



• Asset Upgrade/Expansion rate – 0%


PlantOperational Plan Goals – To provide and maintain a modern plant and equipment fleet that meets its operational requirements with high utilisation in a cost effective manner.



• Asset Upgrade/Expansion rate – 0%

7. References

IPWEA, 2016, NAMS.PLUS Asset Management, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/namsplus.

IPWEA, 2015, Australian Infrastructure Financial Management Guidelines, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/AIFMG.

IPWEA, 2011, International Infrastructure Management Manual, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au


8. Appendices

Appendix A – Asset Planning and Management National Assessment Framework (NAF) Maturity Assessment

Appendix B – NSW Local Government Asset Management Audit Preparedness Assessment 2015



Appendix A – Asset Planning and Management National Assessment Framework (NAF) Maturity Assessment

Component/Activity

Question Task/Action to achieve desired core asset management competency

Strategic Long Term Planning

Current score: 3.66

Core score: 3.00

Advanced score: 4.00

Does your council have an adopted strategic longer term plan?

Council has a Strategic Longer Term Plan (ideally 20 years - at least 10 years) that incorporates a vision, mission, values and long term service outcomes that reflects how Council plans to provide for community needs.

The development of the Strategic Longer Term Plan included community engagement and reflects community needs.

Council has a sustainable Long Term Financial Plan (ideally 20 years - at least 10years) which establishes its prudential limits on debt, revenue raising, reserve funding, asset management funding and capital works to support its Long Term Plan.

Council’s Long Term Financial Plan is directly aligned with its Service Plans.

The Long Term Financial Plan clearly separates ‘recurrent expenditure’ under the categories of operations and maintenance and clearly separates ‘capital works expenditure’ under the categories of renewal, upgrade and new.

The Long Term Financial Plan clearly identifies the ongoing maintenance, operational and renewal impacts arising from capital works and contributed assets.

The Strategic Longer Term Plan includes a current position statement and discussion

The Strategic Longer Term Plan includes strategies for achieving objectives

Annual budgets

Current score: 2.66

Core score: 3.00


Does your council prepare an annual budget?

The Annual Budget contains estimates of revenue and expenditure with an explanation of the assumptions and methodologies underpinning the estimates, an explanation of the financial performance and position of the Council and has been prepared based on the resource requirements and strategic objectives detailed in Council’s Strategic Longer Term Plan, Asset Management Plans and Long Term Financial Plan.

The Annual Budget reflects the Council’s strategic objectives and contains a statement of how Council will meet the goals and objectives of its Strategic Longer Term Plan.

The Annual Budget aligns with Year 1 of the Long Term Financial Plan, and was adopted following community consultation.

Council’s Annual Budget includes resources to implement Strategic Longer Term Plan strategies.

Temora Shire Council Resourcing StrategyPage 27 - Temora Shire Council Resourcing Strategy

Annual reporting

Current score: 2.60

Core score: 3.00


Does your Council publish an annual report?

The Annual Report complies with all statutory requirements including publication by the due date and is made widely available to the public.

The Annual Report includes independently audited financial statements that are prepared on an accrual basis in accordance with the Australian Accounting Standards.

The Annual Report reviews the performance of the Council against its strategic objectives and explains variations between the budget and actual results and how these variations impact on the Strategic Longer Term Plan.

The Annual Report includes details of any major changes in functions of the Council, organisation structure and/or policy initiatives and how these changes might impact on Council’s Strategic Longer Term Plan.

“In relation to the financial reporting framework in the Annual Report, the Annual Report addresses the following issues in accordance with relevant state policies, Australian Accounting Standards and other best practice guidelines:

Asset Management Policy

Current score: 0.33

Core score: 3.00


Does your council have an adopted asset management policy?

Council has an adopted Asset Management Policy which defines the Council’s vision and service delivery objectives for asset management.

AM Policy has a direct linkage with Council’s Strategic Longer Term Plan and Long Term Financial Plan.

AM Policy requires the adoption of Asset Management Plans informed by community consultation and local government financial reporting frameworks.

AM Policy defines asset management roles, responsibilities and reporting framework.

AM Policy identifies a process for meeting training needs in financial and asset management practices for councillors and staff.

Current Position: AM Policy in place but not adopted by Council OR some awareness by Council of asset management policy elements and asset management principles.


Asset Management Strategy

Current score: 1.83

Core score: 3.00


Does your council have an adopted asset management strategy?

Council has an Asset Management Strategy which shows how the asset portfolio can meet the service delivery needs of the community and defines the future vision of asset management practices within Council.

Council’s Asset Management Strategy is linked to Council’s Asset Management Policy and integrated into Council’s Strategic Longer Term planning and annual budgeting processes.

XXXX Council’s Asset Management Strategy documents the current status of asset management practices (processes, asset data and information systems) within the Council and what actions Council must take to implement the Asset Management Policy, including resource requirements, timeframes and accountabilities.

Current Position: Strategy shows what assets the council has. Strategy fits with the council strategic plans

Asset Management Plans

Current score: 1.58

Core score: 3.00


Does your council have adopted asset management plans?

AMPS adopted by Council for all material asset groups in a consistent format in accordance with industry best practice (E.g. Appendix A of the International Infrastructure Management Manual (IIMM)) and are available to all relevant staff across the organisation.

AMPs define which asset groups are covered by each Plan in accordance with a clearly documented Infrastructure Asset Hierarchy.

AMPS cover at least 10 years and

a. Refer to Council’s Asset Management Policy and Asset Management Strategy;

b. Include all assets and document asset inventory information for the asset group/category as recorded in the asset register;

c. Document the asset hierarchy within each asset group;

d. Document the current condition of assets;

e. Document the adopted useful lives of assets;

f. Include risk assessment and criticality profiles;

g. Provide information about assets, including particular actions and costs to provide a defined (current and/or target) level of service in the most cost effective manner


h. Include demand management forecasts;

i. Address life cycle costs of assets;

j. Include forward programs identifying cash flow forecasts projected for:

i. Asset Renewals;

ii. New Assets and Upgrades of existing assets;

iii. Maintenance expenditure;

iv. Operational expenditure (including depreciation expense);

k. Address asset performance and utilisation measures and associated targets as linked to levels of service;

l. Include an asset rationalisation and disposal program; and

m. Include an asset management improvement plan.

n. Include consideration of non-asset service delivery solutions (leasing private/public partnerships)

o. Recognise changes in service potential of assets through projections of asset replacement costs, depreciated replacement cost and depreciation expense.

p. Include consideration of possible effects of climate change on asset useful lifes and maintenance costs

AMPs link to the Council’s AM Policy, AM Strategy, Strategic Longer Term Plan, Long Term Financial Plan and other relevant Council Policy objectives.

AMPs have all been prepared in association with community consultation.

Current Position:

Separate AMP’s for each asset group - high level overall framework but not consistent

AMP’s in place but not regularly reviewed or adopted

AMPs include all assets on asset register

AMPs Include an improvement plan


Governance and Management

Current score: 2.66

Target score: 3.00


Does your council have good management practices linking AM to service delivery?

Council has mechanisms in place to provide high level oversight by the Council, CEO/GM and Executive Management Team, for development and implementation of the Asset Management Strategy and Asset Management Plans.

Roles and responsibilities are clearly defined in a matrix or policy, identifying positions responsible for determining levels of service and positions responsible for managing the assets to meet service delivery needs.

The staff structure and position descriptions clearly define asset management functions, responsibilities and skill requirements for managing all asset classes.

Council has a documented process for making capital investment decisions, which is driven by Council’s Strategic Longer Term Plan, Long Term Financial Plan and the Service Plan and explicitly details the impacts on the future operations and maintenance budgets, “Whole of Life” costs and risk management assessments.

Council involves all its departments in Asset Management.

Council has an Asset Management Steering Committee, with cross functional representation and clearly defined and documented terms of reference, focussed on coordinating the linkages between service delivery and asset management implementation.

There are internal processes to promote Asset Management across Council

Levels of Service

Current score: 2.33

Core score: 3.00


Does your Council have a defined process for determining current and target levels of service and costs?

Council has Service Plans for each of its services which have been developed in consultation with the community.

Council has undertaken the process of defining, quantifying and documenting current community levels of service and technical levels of service, and costs of providing the current levels of service.

Current and target levels of service (for both community levels of service and associated technical levels of service) are clearly defined in each Asset Management Plan.

Technical levels of service are incorporated into service agreements and/or maintenance, operational and capital renewal procedures.


Data and systems

Current score: 2.37

Core score: 3.00


Does Council have the data and systems to perform asset management activities?

Council has a consolidated, integrated, accurate, up to date and complete componentised asset register with the required functionality to ensure security and data integrity, which includes all information about each asset sorted by asset group.

There is a common corporate data framework used across all asset groups, which is defined by Council’s Infrastructure Asset Hierarchy.

Council has documented repeatable methodologies to carry out consistent asset condition surveys and defect identification assessments, as documented in a Condition Rating Assessment Manual for applicable asset classes.

Council’s asset financial reporting functionality is comprehensive and includes audit trails, depreciation calculations, reporting thresholds and records of acquisition and disposal of assets

Council’s systems, procedures and processes allow it to benchmark its asset management performance against like Councils over time.

Asset Management systems have the functionality to generate maintenance and renewal programs and produce associated cash flow forecasts.

Council has defined and documented procedures for determining asset replacement and treatment unit rates, which are then stored in Council’s Asset Management system.

Council has a defined process for operations, maintenance, renewal and upgrade planning for its existing assets.


Skills and Processes

Current score: 2.36

Core score: 3.00


Does council have the data & systems knowledge to perform asset data management activities?

Council has a process to review and update the Asset Management Strategy on a maximum of a 5 year cycle. The Asset Management Strategy is to be formally adopted by Council.

Council has a process to review and update Asset Management Plans for all asset groups on a maximum of a 3 to 4 year cycle consistent with the Council election cycle. Asset Management Plans are formally adopted by Council.

Council has a process to identify operational risks, assign responsibilities and monitor risk treatment actions all recorded within a risk register.

Council has a process to annually review and update the financial forecasts for all asset classes and update the Long Term Financial Plan.

Council has assessed the skills and knowledge required to perform asset data management activities, conduct financial reporting valuations and develop Asset Management Plans. Council has a current asset management skills matrix. Staff training needs have been identified and training scheduled.

Council has a defined methodology for assessing the Remaining and Useful Life, Residual Value and Depreciation Method of assets.

Council has a process to collect and record asset data into an Asset Management system upon the commissioning of new (and/or modified) assets, including built and contributed assets.

Council has formal processes for the handover of assets to asset custodians/owners.

Council has a process to communicate the financial implications of the Asset Management Plans to internal and external stakeholders.

Council provides ongoing training programs for councillors, council management and officers on key asset management topics.


Monitoring and reporting

Current score: 2.11

Core score: 3.00


Does council have a process to evaluate progress and use of resources on implementation of the National Frameworks?

Council has a documented evaluation process by which asset management improvements are identified, timeframes established, resources allocated, actioned, monitored and reported to the Executive Management Team and/or CEO

Technical levels of service are monitored and performance reported.

Community levels of service are monitored and performance reported.


Appendix B – NSW Local Government Asset Management Audit Preparedness Assessment 2015

Component/Activity

Question Task/Action

1. Asset Knowledge and DataAsset Classification/ Hierarchy

Current score: 2.59

Core score: 3.00


Does Council have a logical structure to the collection and storage of its data?

Core:

- Assets identified by unique identifiers – YES

- Registers include segmentation into appropriate classification levels – YES

- Hierarchy/ classification consistent with guidelines & processes – YES

- Alignment of asset classification /hierarchy between asset management plans and accounting system – YES

Advanced:

- Asset hierarchy covers all asset classes – NO

- Guidelines and processes for asset identification using unique IDs developed and implemented – NO

Attributes and Location

Current score: 2.67

Core score: 3.00


Does Council collect the appropriate level of asset attribute data to make informed decisions about its assets?

Core:

- Accurate location data in asset register/ system – YES

- Asset attributes recorded for all assets at appropriate level (size, material, asset type etc.) – NO

- Asset attributes and location data are in a useable format – EXCEL

Advanced:

- Asset location and attributes can be represented in spatial format – NO

- Spatial mapping guidelines and processes developed and implemented – NO


Condition Data

Current score: 1.17

Core score: 3.00


Does Council collect asset condition data for each of its asset groups?

Core:

- Council has documented repeatable methodologies to carry out consistent asset condition surveys and defect identification assessments, as documented in a Condition Rating Assessment Manual for applicable asset classes – NO

- Condition assessment data collected and recorded against appropriate asset hierarchy level - NO (2015 only)

- Rating system developed and applied - Developed, not applied

Advanced:

- Condition assessment strategy, guidelines and processes developed and implemented – NO

- Historical condition assessment data available – NO

- Do the systems and process include annual review and recording of condition data? - NO


Lifecycle Cost Data

Current score: 2.17

Core score: 3.00


Does Council collect and use asset lifecycle cost data?

Core:

- Operations/maintenance data collected/ recorded - Financial only

- Capital cost data including renewals and new works data collected & recorded - Financial only

- Lifecycle cost data is utilised in decision making - NO

Advanced:

- Asset lifecycle strategy/costing/ planning guidelines and processes developed and implemented including clear definitions of and guidelines for operating, maintaining, renewing, developing and disposing of assets - NO

- Lifecycle planning including options considered for operating, maintaining, renewing, developing and disposing of assets - NO

Valuation, Depreciation and Age/Life Data

Current score: 1.96

Core score: 3.00


Is Council’s asset valuation data up to date and current?

Core:

- There is a common corporate data framework used across all asset groups, which is defined by Council’s Infrastructure Asset Hierarchy – NO

- Depreciation data is current and available - YES (financial only, based on assumed condition)

- Asset useful life is assessed on an annual basis – NO

- Replacement cost data for all assets at appropriate hierarchy level – YES

- Asset accounting data history is available – YES

- Alignment of asset classes between asset management plans and accounting system – YES

- Does Council have a documented procedure for calculating the amount of money required by council to bring assets back to a satisfactory standard only to all asset classes and if so is it applied uniformly? – NO


2. Strategic Asset Planning ProcessesAsset Management Plans

Current score: 0.77

Core score: 3.00


Does Council have a long term asset management plan for its assets?

Core:

- Council has Asset Management plans for all its assets - YES (outdated ‘shelf’ documents)

- Address life cycle costs of assets – NO

- Include forward programs identifying cash flow forecasts for renewals, new assets and asset upgrades, maintenance, operations and depreciation – NO

- Have all been prepared in association with community consultation – NO

Advanced:

- Provide actions and costs to provide a defined (current and/or target) level of service in the most cost effective manner – NO

- Include demand forecasts including possible effects of demographic change and demand management plans – NO

- Address asset performance and utilisation measures and associated targets as linked to levels of service – NO

- Include an asset rationalisation and disposal program – NO

- Include an asset management improvement plan – NO

- Include consideration of non-asset service delivery solutions (leasing private/public partnerships) – NO

Risk Management

Current score: 1.84

Core score: 3.00


Does Council’s Asset Management Strategy deal with significant risks to assets?

Core:

- Council wide risk management policy/ strategy – YES

- Risk analysis/assessment undertaken for assets – NO

- Critical assets identified – NO

- Risk treatment/minimisation strategies developed – NO

Advanced:

- Emergency/disaster response and recovery plans and business continuity plans – Basic


3. Operations and Maintenance Work PracticesOperations/ Maintenance Management

Current score: 1.78

Core score: 3.00


Does Council have in place strategies for the management and operation of its assets?

Core:

- Appropriate data collection, validation, auditing and management processes in place – NO (2.67) C

- Maintenance management supported by appropriate processes and systems for maintenance planning, issue and manage work orders and capture work order information, costing and transactional management, analyse maintenance data and manage contract activity – NO (2.34) C

- Does council distinguish between operational maintenance and renewal? (3.00) C

Advanced:

- Processes developed for managing planned and unplanned operational and maintenance activities and tasks – NO (2.67) A

- Operations and maintenance requirements specified against asset performance and service level expectations – NO (0.00) A

- Maintenance specifications and contracts/ Service Level Agreements in place (0.00) A

Critical Assets

Current score: 1.59

Core score: 3.00


Has Council identified its critical assets and what systems and processes are in place to manage these assets?

Core:

- Critical assets assessed/ identified/ prioritised - NO (Roads Hierarchy identified higher tier roads as ‘higher priority’) (2.00) C

- Management strategies for critical assets developed and implemented – NO (2.00) C

- Critical assets identified and emergency management/response planning in place – NO (2.34) C

- Reporting on condition and performance of critical assets is carried out on a regular basis – NO (2.34) C

Advanced:

- Quality management systems in place – NO (1.00) A


4. Information SystemsAsset Register

Current score: 1.95

Core score: 3.00


Does the Council have a comprehensive asset register covering all its assets?

Core:

- Asset Register has suitable reporting capabilities available – NO

- Registers support hierarchical definition of assets so that data can be linked at alternative levels and aggregation capabilities exist – NO

- System allows customisation of application and data for reporting and strategic purposes – NO

Advanced:

- Asset Register with advanced capabilities including capture and management of the appropriate level of data to meet Asset Management needs – NO

- System integrates with other Asset Management and Maintenance (AM&M) systems/modules and system integration/ interface supports import/export of data and information – NO

Systems integration

Current score: 1.47

Core score: 3.00


Does Council have an asset management system and is it effectively integrated into the organisational business structures and processes?

- Asset registers are combined into single asset data base - YES

- Multiple asset registers do not exist – NO

- Business, corporate and AM&M system functionality/needs defined with integration in mind and system/ systems developed and implemented accordingly – NO

- AM&M systems integrate/interface with corporate/ business systems including customer request management system, record and document management systems, accounting systems, Human Resources/Payroll – NO

- Spatial system implemented and accessible and spatial data guidelines and processes developed and implemented – NO


Appendix A - Abbreviations

Appendix B - Glossary

Appendix A - ABBREVIATIONSAAAC Average annual asset consumption

AMP Asset management plan

ARI Average recurrence interval

BOD Biochemical (biological) oxygen demand

CRC Current replacement cost

CWMS Community wastewater management systems

DA Depreciable amount

DoH Department of Health

EF Earthworks/formation

IRMP Infrastructure risk management plan

LCC Life Cycle cost

LCE Life cycle expenditure

MMS Maintenance management system

PCI Pavement condition index

RV Residual value

SS Suspended solids

vph Vehicles per hour

GM General Manager

DAF Director of Administration and Finance

DE Director of Engineering

APPENDICES


Appendix B - GLOSSARYAnnual service cost (ASC)An estimate of the cost that would be tendered, per annum, if tenders were called for the supply of a service to a performance specification for a fixed term. The Annual Service Cost includes operating, maintenance, depreciation, finance/ opportunity and disposal costs, less revenue.

Asset classGrouping of assets of a similar nature and use in an entity’s operations (AASB 166.37).

Asset condition assessmentThe process of continuous or periodic inspection, assessment, measurement and interpretation of the resultant data to indicate the condition of a specific asset so as to determine the need for some preventative or remedial action.

Asset managementThe combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective manner.

AssetsFuture economic benefits controlled by the entity as a result of past transactions or other past events (AAS27.12).

Property, plant and equipment including infrastructure and other assets (such as furniture and fittings) with benefits expected to last more than 12 month.

Average annual asset consumption (AAAC)*The amount of a local government’s asset base consumed during a year. This may be calculated by dividing the Depreciable Amount (DA) by the Useful Life and totalled for each and every asset OR by dividing the Fair Value (Depreciated Replacement Cost) by the Remaining Life and totalled for each and every asset in an asset category or class.

Brownfield asset values**Asset (re)valuation values based on the cost to replace the asset including demolition and restoration costs.

Capital expansion expenditureExpenditure that extends an existing asset, at the same standard as is currently enjoyed by residents, to a new group of users. It is discretional expenditure, which increases future operating, and maintenance costs, because it increases council’s asset base, but may be associated with additional revenue from the new user group, eg. extending a drainage or road network, the provision of an oval or park in a new suburb for new residents.

Capital expenditureRelatively large (material) expenditure, which has benefits, expected to last for more than 12 months. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.


Capital fundingFunding to pay for capital expenditure.

Capital grantsMonies received generally tied to the specific projects for which they are granted, which are often upgrade and/or expansion or new investment proposals.

Capital investment expenditureSee capital expenditure definition

Capital new expenditureExpenditure which creates a new asset providing a new service to the community that did not exist beforehand. As it increases service potential it may impact revenue and will increase future operating and maintenance expenditure.

Capital renewal expenditureExpenditure on an existing asset, which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time, eg. resurfacing or resheeting a material part of a road network, replacing a material section of a drainage network with pipes of the same capacity, resurfacing an oval. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital upgrade expenditureExpenditure, which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretional and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the council’s asset base, eg. widening the sealed area of an existing road, replacing drainage pipes with pipes of a greater capacity, enlarging a grandstand at a sporting facility. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Carrying amountThe amount at which an asset is recognised after deducting any accumulated depreciation / amortisation and accumulated impairment losses thereon.

Class of assetsSee asset class definition

ComponentAn individual part of an asset which contributes to the composition of the whole and can be separated from or attached to an asset or a system.

Cost of an assetThe amount of cash or cash equivalents paid or the fair value of the consideration given to acquire an asset at the time of its acquisition or construction, plus any costs necessary to place the asset into service. This includes one-off design and project management costs.


Current replacement cost (CRC)The cost the entity would incur to acquire the asset on the reporting date. The cost is measured by reference to the lowest cost at which the gross future economic benefits could be obtained in the normal course of business or the minimum it would cost, to replace the existing asset with a technologically modern equivalent new asset (not a second hand one) with the same economic benefits (gross service potential) allowing for any differences in the quantity and quality of output and in operating costs.

Current replacement cost “As New” (CRC)The current cost of replacing the original service potential of an existing asset, with a similar modern equivalent asset, i.e. the total cost of replacing an existing asset with an as NEW or similar asset expressed in current dollar values.

Cyclic Maintenance**Replacement of higher value components/sub-components of assets that is undertaken on a regular cycle including repainting, building roof replacement, cycle, replacement of air conditioning equipment, etc. This work generally falls below the capital/ maintenance threshold and needs to be identified in a specific maintenance budget allocation.

Depreciable amountThe cost of an asset, or other amount substituted for its cost, less its residual value (AASB 116.6)

Depreciated replacement cost (DRC)The current replacement cost (CRC) of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset

Depreciation / amortisationThe systematic allocation of the depreciable amount (service potential) of an asset over its useful life.

Economic lifeSee useful life definition.

ExpenditureThe spending of money on goods and services. Expenditure includes recurrent and capital.

Fair valueThe amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arms length transaction.

Greenfield asset values **Asset (re)valuation values based on the cost to initially acquire the asset.

Heritage assetAn asset with historic, artistic, scientific, technological, geographical or environmental qualities that is held and maintained principally for its contribution to knowledge and culture and this purpose is central to the objectives of the entity holding it.


Impairment LossThe amount by which the carrying amount of an asset exceeds its recoverable amount.

Infrastructure assetsPhysical assets of the entity or of another entity that contribute to meeting the public’s need for access to major economic and social facilities and services, eg. roads, drainage, footpaths and cycleways. These are typically large, interconnected networks or portfolios of composite assets The components of these assets may be separately maintained, renewed or replaced individually so that the required level and standard of service from the network of assets is continuously sustained. Generally the components and hence the assets have long lives. They are fixed in place and are often have no market value.

Investment propertyProperty held to earn rentals or for capital appreciation or both, rather than for:

(a) use in the production or supply of goods or services or for administrative purposes; or

(b) sale in the ordinary course of business (AASB 140.5)

Level of serviceThe defined service quality for a particular service against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental, acceptability and cost).

Life Cycle Cost **The life cycle cost (LCC) is average cost to provide the service over the longest asset life cycle. It comprises annual maintenance and asset consumption expense, represented by depreciation expense. The Life Cycle Cost does not indicate the funds required to provide the service in a particular year.

Life Cycle Expenditure **The Life Cycle Expenditure (LCE) is the actual or planned annual maintenance and capital renewal expenditure incurred in providing the service in a particular year. Life Cycle Expenditure may be compared to Life Cycle Expenditure to give an initial indicator of life cycle sustainability.

Loans / borrowingsLoans result in funds being received which are then repaid over a period of time with interest (an additional cost). Their primary benefit is in ‘spreading the burden’ of capital expenditure over time. Although loans enable works to be completed sooner, they are only ultimately cost effective where the capital works funded (generally renewals) result in operating and maintenance cost savings, which are greater than the cost of the loan (interest and charges).

Maintenance and renewal gapDifference between estimated budgets and projected expenditures for maintenance and renewal of assets, totalled over a defined time (eg 5, 10 and 15 years).

Maintenance and renewal sustainability indexRatio of estimated budget to projected expenditure for maintenance and renewal of assets over a defined time (eg 5, 10 and 15 years).


Maintenance expenditureRecurrent expenditure, which is periodically or regularly required as part of the anticipated schedule of works required to ensure that the asset achieves its useful life and provides the required level of service. It is expenditure, which was anticipated in determining the asset’s useful life.

MaterialityAn item is material is its omission or misstatement could influence the economic decisions of users taken on the basis of the financial report. Materiality depends on the size and nature of the omission or misstatement judged in the surrounding circumstances.

Modern equivalent asset.A structure similar to an existing structure and having the equivalent productive capacity, which could be built using modern materials, techniques and design. Replacement cost is the basis used to estimate the cost of constructing a modern equivalent asset.

Non-revenue generating investmentsInvestments for the provision of goods and services to sustain or improve services to the community that are not expected to generate any savings or revenue to the Council, eg. parks and playgrounds, footpaths, roads and bridges, libraries, etc.

Operating expenditureRecurrent expenditure, which is continuously required excluding maintenance and depreciation, eg power, fuel, staff, plant equipment, on-costs and overheads.

Pavement management systemA systematic process for measuring and predicting the condition of road pavements and wearing surfaces over time and recommending corrective actions.

Planned Maintenance**Repair work that is identified and managed through a maintenance management system (MMS). MMS activities include inspection, assessing the condition against failure/breakdown criteria/experience, prioritising scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

PMS ScoreA measure of condition of a road segment determined from a Pavement Management System.

Rate of annual asset consumption*A measure of average annual consumption of assets (AAAC) expressed as a percentage of the depreciable amount (AAAC/DA). Depreciation may be used for AAAC.

Rate of annual asset renewal*A measure of the rate at which assets are being renewed per annum expressed as a percentage of depreciable amount (capital renewal expenditure/DA).

Rate of annual asset upgrade*A measure of the rate at which assets are being upgraded and expanded per annum expressed as a percentage of depreciable amount (capital upgrade/expansion expenditure/DA).


Reactive maintenanceUnplanned repair work that carried out in response to service requests and management/supervisory directions.

Recoverable amountThe higher of an asset’s fair value, less costs to sell and its value in use.

Recurrent expenditureRelatively small (immaterial) expenditure or that which has benefits expected to last less than 12 months. Recurrent expenditure includes operating and maintenance expenditure.

Recurrent fundingFunding to pay for recurrent expenditure.

RehabilitationSee capital renewal expenditure definition above.

Remaining lifeThe time remaining until an asset ceases to provide the required service level or economic usefulness. Age plus remaining life is economic life.

RenewalSee capital renewal expenditure definition above.

Residual valueThe net amount which an entity expects to obtain for an asset at the end of its useful life after deducting the expected costs of disposal.

Revenue generating investmentsInvestments for the provision of goods and services to sustain or improve services to the community that are expected to generate some savings or revenue to offset operating costs, eg public halls and theatres, childcare centres, sporting and recreation facilities, tourist information centres, etc.

Risk management The application of a formal process to the range of possible values relating to key factors associated with a risk in order to determine the resultant ranges of outcomes and their probability of occurrence.

Section or segmentA self-contained part or piece of an infrastructure asset.

Service potentialThe capacity to provide goods and services in accordance with the entity’s objectives, whether those objectives are the generation of net cash inflows or the provision of goods and services of a particular volume and quantity to the beneficiaries thereof.

Service potential remaining* A measure of the remaining life of assets expressed as a percentage of economic life. It is also a measure of the percentage of the asset’s potential to provide services that is still available for use in providing services (DRC/DA).


Strategic Management Plan (SA)**Documents Council objectives for a specified period (3-5 yrs), the principle activities to achieve the objectives, the means by which that will be carried out, estimated income and expenditure, measures to assess performance and how rating policy relates to the Council’s objectives and activities.

Sub-componentSmaller individual parts that make up a component part.

Useful lifeEither:

(a) the period over which an asset is expected to be available for use by an entity, or

(b) the number of production or similar units expected to be obtained from the asset by the entity.

It is estimated or expected time between placing the asset into service and removing it from service, or the estimated period of time over which the future economic benefits embodied in a depreciable asset, are expected to be consumed by the council. It is the same as the economic life.

Value in UseThe present value of estimated future cash flows expected to arise from the continuing use of an asset and from its disposal at the end of its useful life. It is deemed to be depreciated replacement cost (DRC) for those assets whose future economic benefits are not primarily dependent on the asset’s ability to generate new cash flows, where if deprived of the asset its future economic benefits would be replaced.

WORKFORCE PLAN



Workforce Plan

EXECUTIVE SUMMARYThe New South Wales State Government introduced an Integrated Planning and Reporting Framework for Local Government that includes a requirement that local councils develop and adopt a Workforce Management Plan in keeping with the framework shown below: The Integrated Planning and Reporting Framework requires all NSW Councils to develop long term Community Strategic Plans and four year Delivery Programs. This Workforce Plan forms part of the Resourcing Strategy and outlines how Temora Shire Council will implement the priorities and strategies within its Delivery Program, in line with Council’s budget.

Councils are required to undertake workforce planning to support the achievement of the Delivery Program. The Workforce Management Strategy is a four-year plan, addressing the human resources required to achieve the activities identified in the Delivery Program.

What is Workforce Planning?Workforce planning and development is a management technique used to effectively manage workforce demand and supply. It is the process used to align the needs of a business with those of its workforce.

An effective workforce plan is a continuous process of shaping the workforce to ensure that it is capable of delivering the Councils objectives now and in the future. The plan aims to provide Council with the people best able to inform its strategic direction, develop innovative approaches to complex issues and deliver appropriate services consistently, effectively and efficiently.

For the process to be truly effective, workforce planning needs to be recognised as a business-driven process, which is a fundamental component of the integrated planning and reporting framework.

Workforce planning and development is an urgent issue in the Australian business community. It is strategic and operational and needs to be successfully integrated into overall business strategy and corporate objectives.

While Workforce Planning is the key to forecasting future labour requirements, it is also used for:

• Identifying staffing problems;

• Developing new workforce skills;

• Monitoring and containing workforce costs;

• Ensuring that there is adequate service delivery into the future.


What is Workforce Development?Workforce development is those policies and practices which support staff in participating effectively in the workforce and to develop and apply skills in the workplace, where learning translates into positive outcomes for the organisation.

Workforce development strategies are relevant to the entire workforce, permanent full-time and part-time staff, contractors, casuals as well as volunteers.

What are the Challenges?Workforce planning in Australia, particularly in rural Australia has a number of challenges;

• There are more women working than ever before

• There are fewer young people entering the job market each year

• The workforce is ageing

• In 2011 more people exited the workforce than entered it

• Over the next 40 years the proportion of Australians aged over 65 will double

• Australia will have shortages of more than 200,000 skilled workers over the next five years, with many of these prominent in the local government sector

• Aboriginal, the Cultural and Linguistically Diverse communities and people with disabilities are underrepresented in the workforce.


Temora Shire CouncilINTRODUCTIONIn recent years there have been some significant changes in the make-up and recruitment of the workforce within Local Government in Australia. With the growing trend of people being more nomadic throughout their working life, the recruitment, training and retention of staff has assumed a far greater importance in the delivery of services to the Community by Local Government.

In order to keep abreast of the changes that are occurring Council must in planning for the future, recognise the current and future organisational roles, objectives and direction of its workforce.

“TEMORA SHIRE 2030” – A COMMUNITY STRATEGIC PLAN FOR TEMORA SHIRE As the result of legislation enacted in October 2009 all NSW Local Councils are required by the Local Government Act to develop a Resourcing Strategy. Included within the Resourcing Strategy is a Workforce Management Plan which is a strategic approach to managing the workforce needs for the next four years.

Figure 1 and Figure 2 illustrate how Workforce Planning combines with Long Term Financial Planning and Asset Management to support Council’s Resourcing Strategy that in turn details how Council will resource the strategies that it is responsible for within the Community Strategic Plan, Delivery Program and Operational Plan.

Figure 1: Resourcing Strategy

Figure 2: Integrated Planning and Reporting

Resourcing Strategy

Long Term Financial Management Planning Workforce Management Asset Management


Temora Shire Council is a significant employer within the Local Government Area (LGA), employing 104 equivalent fulltime employees, and representing more than 5% of the employment within the LGA. Council has a strong relationship with its workforce – long term employees, a small workforce number and tight knit community all support the connected, professional and personal approach to management.

AimA strong, diverse, committed and motivated workforce is at the core of any successful business.

Getting the right people into the right jobs is paramount and requires a commitment to attract, develop, retain and recognise talented and motivated employees who are aligned with our Vision and Values.

Temora Shire Council is a multi-faceted organisation, accordingly, we require a diverse workforce that is capable of delivering positive outcomes for the organisation and to help us grow the community. We are however faced with many challenges; including a significant proportion of our existing workforce nearing retirement and recruiting the next generation of skilled specialist staff.

We need to ensure our staff are ‘fit for the future’ so that we can deliver our community’s priorities. We need to involve our staff and support them in learning new ways of working.

This Workforce Management Plan aims to support Temora Shire Council in achieving the skilled, motivated, flexible and diverse workforce it needs, to deliver value for money services that make a difference to our local community, while at the same time maintaining our position as an employer of choice.


Our Direction and Values

Our Vision Our community strives to reflect the qualities of its greatest asset – its people, each of whom we value as individuals

With our rural heritage as our foundation, we embrace change and grasp every opportunity to enhance our environment, economy and lifestyle.

Our Mission To achieve the best possible outcomes for our community by striving for excellence in all we do.

Our Core Values

We will make the best decisions we can, through:

• Leadership and Respect – we will act decisively with knowledge and courage in the best interest of all our community

• Integrity and Transparency – we will act honestly and openly in all our dealings with a view to making ethical and equitable decisions

We will always act with the community as our primary consideration, through:

• Community Focus – we will engage with our community to provide services that respond to community need

• Future Custodianship – we will always act with consideration of the impact of our actions on future generations

We will value the views and input of others, through:

• Teamwork and Cooperation – we will work together with open communication to achieve a common goal by sharing knowledge and supporting each other

• Effective Partnerships – we will treat everyone with respect by being inclusive, non-judgemental and valuing diversity

We will maximise our opportunities, through:

• Innovation – we will encourage creative thinking and innovation based on detailed knowledge and accept that bold actions carry a degree of risk

• Continuous Improvement – we will always strive to achieve our goals more efficiently through improvements in process or new technology


Temora Shire covers an area of 2,802km2, and is bordered to the west by the local government areas of Bland, to the north east by Hilltops, to the east by Cootamundra-Gundagai and to the south by Coolamon, Junee and Wagga Wagga.

The shire includes the townships of Temora and Ariah Park as well as a number of smaller rural communities including Springdale and Reefton. The shire is part of the state electorate of Cootamundra and the Federal electorate of Riverina.

At the time of preparing this report the most recent statistics available were from 2016. The Shire population, according to the Australian Bureau of Statistics (ABS), was 6,236 persons. The Shire population has increase by 1% over the last 5 years.

The Shire has an ageing population, with 24% of the population 65 + years old in 2016, which is above the State average.

56% of the population of Temora is of working age (15-64 years) while 19%are under the age of 15, and 24% are 65 and over. The proportion of the population in each of the broad age cohorts has slightly changed to show an increasing number of people of retirement age.

Analysis of the latest small area labour data (Department of Jobs and Small Business) estimates Temora’s labour force in 2017 to consist of 2,856 persons, of which 2,690 are employed*. The size of Temora’s labour force increased over the period 2012 to 2017, by 6.9%, and the number of employed persons over the same period increased 6.8%.

Gross regional product for Temora is estimated to be $336.873 million. GRP per worker (which is a measure of productivity) in Temora is $163,689, lower than Riverina ($159,461) and NSW ($171,738).

Workforce Profile Temora Shire Council LGA

Temora Riverina Region New South WalesGRP ($M) $336.697 $12,001.867 $576,716.000

Output ($M) $672.058 $24,650.194 $1,135,977.630

Value-added ($M) $292.911 $9,881.520 $481,633.095

ProductivityGRP per capita $60,180 $72,351 $77,225

GRP per worker $156,400 $159,461 $171,738

Temora accounts for:

• 2.8% of the Riverina’s and 0.1% of NSW GRP.

• 2.7% of the Riverina’s and 0.1% of NSW output

• 2.9% of the Riverina’s and 0.1% of NSW value-added.

Other significant economic sectors within the Shire are health and aged care, manufacturing, retail and tourism.

The skill shortages as a result of a smaller population mean that employers may be unable to source suitable employees from within the Shire and also have difficulties attracting and retaining suitable employees from outside the Shire.


Temora Shire Council is considered a small rural Council, employing some 149 (104.11 full time equivalent) staff across a diverse range of functional areas.

Workforce distribution by Department

Understanding the workforce at Temora Shire Council

Employment Status:Our workforce consists of permanent, permanent part time and casual staff; this combination contributes to not only commitment and loyalty but allows flexibility in responding to the needs of our community.

Staffing levels at April 2018 were as follows:

Number of Fulltime Staff 71

Number of Parttime Staff 16

Number of Casual Staff 58

Number of Trainees/Apprentices 4

TOTAL NUMBER OF STAFF 149

As indicated above, 51% of Temora Shire Council’s workforce is employed on a permanent basis, with 11% employed part time and 39% employed as casual staff.


Understanding the workforce at Temora Shire Council

GenderOf the 149 staff working for Temora Shire Council 52% are male and 48% are female. This represents an equitable split of male and female workers on staff, yet there are a much higher percentage males employed full-time, and females employed part-time or casually.

Age Distribution Male Female Total< 30 19 13 32

31-40 10 15 25

41-50 12 15 27

51-60 25 19 44

60+ 11 10 21

77 72 149


Temora Shire Council Organisational Structure

TEM

OR

ASH

IRE

CO

UN

CIL

OR

GAN

ISAT

ION

ALST

RU

CTU

RE

Seas

onal

Cas

ualS

taff

x6

May

or&

Cou

ncil

Gen

eral

Man

ager

Dire

ctor

Adm

inis

trat

ion

&Fi

nanc

e

Build

ing

Surv

eyor

/Q

ualit

yAs

sura

nce

Tow

nH

all

Thea

treM

anag

er0.

30

Tow

nPl

anne

r0.5

1

Rec

reat

ion

Cen

treM

anag

er0.

60

Hea

th&

Build

ing

Surv

eyor

Was

teM

anag

emen

tSt

affx

3

Exec

utiv

eAs

sist

ant

Rur

alM

useu

mM

anag

er

Build

er/

Con

stru

ctio

nM

anag

er

Fina

nce

&Ad

min

istra

tion

Man

ager

Libr

aria

n0.

90

Acco

unts

Paya

ble

Offi

cer

Rec

eptio

nist

Tech

nica

lSu

ppor

t&As

setA

dmin

ITO

ffice

r

Payr

oll/H

RO

ffice

r

Fina

nce

Assi

stan

t0.

40

Fina

ncia

lAc

coun

tant

RM

SO

ffice

rs0.

6/0.

7Vi

sito

rCen

treM

anag

er0.

93

Pinn

acle

Man

ager

Cas

eW

orke

r/R

egio

nal

Asse

ssor

Bus

Driv

er

Adm

inis

tratio

nAs

sist

ant

Cas

ual

Adm

inTr

aine

e

Food

Serv

ices

&So

cial

Supp

ort

Coo

tam

undr

aM

anag

er

Tran

spor

t&C

HSP

Coo

rdin

ator

Coo

tam

undr

aAd

min

/C

oord

inat

or

Libr

ary

Assi

stan

ts0.

80/0

.15

Dire

ctor

Envi

ronm

enta

lSe

rvic

es

Car

avan

Park

Man

ager

/Poo

lat

tend

ant

Ran

ger

Coo

tam

undr

aC

ase

Wor

ker/

RAS

Asse

ssor

(cas

)

Coo

tam

undr

aAd

min

Supp

ort

Proj

ectio

nist

-Th

eatre

0.4

Adm

inis

tratio

nAs

sist

ant

Econ

omic

Dev

elop

men

tO

ffice

r

Yout

hO

ffice

r0.

60

Com

mun

ity&

Cul

tura

lSer

vice

sO

ffice

r

Trai

nee

Prep

ared

by:C

New

Cur

rent

as@

Mar

18

Com

mun

icat

ions

0.67

Engi

neer

ing

Wor

ksM

anag

er

Stra

tegi

cPr

ojec

tsO

ffice

r0.

34

Adm

inis

tratio

nAs

sist

ant5

0%

Engi

neer

ing

Tech

nica

lSe

rvic

esM

anag

er

Plan

tMan

ager

Lead

ing

Han

dM

echa

nic

Mec

hani

c

Appr

entic

eM

echa

nic

Proc

urem

ent

Offi

cer

Urb

anO

vers

eer

Rur

alO

vers

eer

Con

cret

eC

onst

ruct

ion

Gan

ger

Hor

ticul

turis

t

Irrig

atio

nO

ffice

r

Plan

tOpe

rato

r

Labo

urer

Aria

hPa

rkM

aint

/P&G

Sew

er&

Plum

bing

Offi

cer

Airp

ortI

nspe

ctor

0.16

Con

cret

eC

onst

ruct

ion

Labo

urer

/Pla

ntO

pera

tor

P&G

Appr

entic

e

Assi

stan

tIrr

igat

ion

Offi

cer

Juni

orEn

gine

erin

gTe

ch/C

adet

Safe

ty&

Syst

ems

Coo

rdin

ator

Engi

neer

ing

Tech

nica

lO

ffice

r

Asse

t&D

esig

nO

ffice

r

Roa

dSa

fety

Offi

cer

Seni

orEn

gine

erin

gTe

chO

ffice

r

Assi

stan

tSew

er&

Plum

bing

Offi

cer

Truc

kD

river

Gan

ger

Roa

dM

aint

enan

ceTr

uck

Gan

ger

Mai

ntG

rade

rTe

amLe

ader

Mai

ntG

rade

rTe

amLe

ader

Con

stG

rade

rTe

amLe

ader

Traf

ficM

anag

emen

tO

ffice

r

Truc

kD

river

s

Rol

lerO

pera

tor

Labo

urer

Trai

nee

Traf

ficM

’men

t Offi

cer

Plan

tOpe

rato

rs

Wat

erTr

uck

Rol

lerO

pera

tor

Wat

erTr

uck

Wat

erTr

uck

Rol

lerO

pera

tor

Cas

ualW

orke

rsx1

3

Cas

ualW

orke

rsx7

Leet

onM

eals

onW

heel

s

Leet

onC

asua

lSu

ppor

tWor

ker


Temora Shire Council Staff Structure (Excluding Casuals) as @ 20 April 2018

Aged 18 -30 Aged 31 - 50 Aged 51 - 75 GenderDEPARTMENT No of

StaffFull Time

Part Time

Full Time

Part Time

Full Time

Part Time

M F

GovernanceGeneral Manager 1 1 1 Executive Assistants 3 2 1 3Administration & FinanceDirector 1 1 1 Administration Manager 1 1 1Financial Accountant 1 1 1Clerical Staff 8 2 1 3 2 8Information Technology Officer

1 1 1

Trainee 1 1 1Librarian 1 1 1Library Assistant 1 1 1Environmental ServicesDirector 1 1 1 Health & Building Surveyor

1 1 1

Town Planner 1 1 1Building Surveyor/Quality Assurance

1 1 1

Ranger 1 1 1 Waste Management 3 1 2 3 Engineering ServicesEngineering Technical Services Manager

1 1 1

Engineering Works Manager

1 1 1

Rural Overseer 1 1 1 Urban Overseer 1 1 1 Asset & Survey Officer 1 1 1 Engineering Technical Officer

2 1 1 1 1

Risk/WHS Manager 1 1 1 Road Safety Officer 1 1 1Grader Operator 3 3 3 Truck Driver 7 1 5 1 7 Plant Operator 9 2 3 4 9

Current Workforce Profile


Traffic Management Officer

2 1 1 2

Labourer 3 1 2 3 Civil Construction Trainee

0

Plant Manager 1 1 1 Mechanic 2 1 1 2 Apprentice Mechanic 1 1 1 Storeman 1 1 1 Horticulturist 1 1 1 P & G Plant Operator 2 2 2 P & G Horticulturist 1 1 1 P & G Apprentice 1 1 1 Builder 1 1 1 Assistant Sewer & Plumbing Officer

1 1 1

Sewer & Plumbing Officer

1 1 1

Community & Commercial StrategyEconomic Development Officer

1 1 1

Community Services Officer

1 1 1

Rural Museum 1 1 1 Visitor Information Centre 1 1 1Communications Officer 1 1 1Youth Officer 1 1 1Pinnacle Community ServicesManager 1 1 1Manager - Cootamundra 1 1 1 Transport Coordinator 1 1 1Bus Driver 1 1 1 Case Worker 2 1 1 2Administration 2 1 1 2Trainee 2 2 2Meals on Wheels Coordinator

1 1 1

Leeton Coordinator 1 1 1

TOTALS: 91 16 3 27 8 33 3 57 34Percentage as compared to total

21% 30% 44% 63% 37%


Temora Shire Council faces a number of challenges in relation to sustainable workforce planning. Some challenges relate specifically to the implementation of Council’s 4 year delivery program whilst others are long term, ongoing challenges that relate to supporting the attraction and retention of skilled and experienced staff. The key challenges that Temora Shire Council will face in relation to workforce management are:

• Gender equality

• Staff turnover

• Ageing workforce

• Attracting and retaining young people

• Attracting and retaining skilled professional and technical staff

• Meeting diverse community expectations with limited resources

• Ensuring supervisors and managers have leadership and management skills

Challenges


Strategies to meet future workforce needs

Workforce resourcing

Key area Goal Specific outcomesWorkforce planning An understanding of

our current and future workforce needs

• Record human resource data to enable analysis of workplace issues and trends including employee profile data (age, gender, aboriginality, disability, cultural), skills, qualifications, grievances, incidents)

• all exiting staff provided an exit interview

Relation to Delivery Program 2018-2022: This allows Council to understand current and potential future workforce issues that could impact its ability to implement Delivery Program actions.

Meet organisational needs

A workforce with the required skills and expertise to implement the Council’s Delivery Program

• Continue to engage suitably qualified contractors, consultants, fixed term and casual staff to support the pe rmanent workforce in the delivery of projects in Council’s Delivery Program

• Continue to access resource sharingto enable staff resources in other Councils and Joint Organisations (JO) to continue to ensure that the service needs of the organisation can be met when there are gaps in Council’s skills.

Relation to Delivery Program 2018-2022: in particular community services, economic development, facility maintenance, grant writing, project management, strategic and land use planning, building assessment, health inspections, RMS contracting, environmental management and experienced works staff/contractors.

Recruitment and selection

Attract and retain qualified and skilled people

• Recruit younger people through innovative and dynamic recruitment processes – including use of social media and promotion of Council’s family friendly policies and staff development approach

• Continue to focus on attracting skilled and qualified staff to the organisation. This includes innovative recruitment advertising processes, secondment and job share opportunities, resource sharing and partnerships.

• Promote Local Government as an attractive industry

Relation to Delivery Program 2018-2022 – capacity to implement the Delivery Program actions that require skilled, experienced and/or physically capable staff.

Workplace diversity Value difference and have a workforce that reflects the community’s profile

• Implement the EEO Management Plan

Relation to Delivery Program 2018-2022: a diverse workforce that reflects the community profile and ensuresall employees’ skills are being used.


Key area Goal Specific outcomesPlacements Provide opportunities

for young people to experience what Temora Shire Council has to offer

• Partner with local high school careers advisers and tertiary education institutes within the region to offer work experience to students

• Offer AdministrationTrainee positions each year

Relation to Delivery Program 2018-2022 – promote Council and Local Government as an attractive career option including during Local Government Week – further supporting capacity to attract the appropriate skill set to implement the Delivery Program.

Placements relevant to the Delivery Program include:

• Engineering and infrastructure• Land use planning and development assessment• Building surveying• Asset Management • Communications• Marketing• Community Development• Finance • Human Resources• Administration• Information technology and GIS


Employee professional development

Key area Goal Specific outcomesTrainees and apprentices Grow our own • Council has several trainees and apprentices on staff at

any one time. This will mean that some skilled positions will need to be replaced with a trainee when the position becomes vacant.

• Foster relationships with key training providers and the Australian Apprenticeship Centres

• Each trainee / apprentice has a nominated mentor

• Foster relationships with secondary schools within the shire and neighbouring shires, to encourage local young people to fill traineeship and apprenticeship positions

Relation to Delivery Program 2018-2022: meet skills and resource gaps that may exist within the Delivery Program. These include:

• IT / GIS• Customer Service• Works (roads, construction, facility maintenance, plant

operation, and sewer • Engineering and design• Land use planning • Building assessment • Governance • Finance

Employee orientation New employees feel welcome and supported

• Continue to implement the comprehensive orientation program that creates a strong first impression of Temora Shire Council, makes new employees feel welcome and ensures they have all the required information

• Ensure that Temora Shire Council’s values are promoted through the induction, position descriptions, employee appraisal process, posters and team meetings.

Relation to Delivery Program 2018-2022: an employer of choice, to meet the ongoing requirements of the Delivery Program.

Succession planning Key roles are planned for • Identify the critical roles in the organisation

• Fill gaps in key roles through staged retirement, external mentoring programs, intensive training opportunities, shared services

Relation to Delivery Program 2018-2022: a long term focus, ensuring that appropriate skills and experience exist within the organisation.


Key area Goal Specific outcomesLearning and development

Relevant development opportunities are provided to all employees

• Continue to identify development needs for each employee at the annual appraisal and provide appropriate budget for training each year

• Continue to develop an annual corporate training calendar to ensure training opportunities are provided to all employees

• To support the implementation of Council’s Delivery Program, training should include a focus on skills in the following areas:

• information technology,

• plant,

• WHS,

• Risk Management

• Asset management

• Works

Supervisory Management

• Continuous improvement and innovation

• Legislative compliance

• Continue to register suitable staff for all available free / subsidised training and qualifications

• Continue to register suitable staff for all available free Tafe courses

• Continue to promote the Study and Professional Development policy with Council subsidising employees who wish to undertake further study on their own time

Relation to Delivery Program 2018-2022: capacity to develop staff to meet emergent and existing needs in the implementation of the Delivery Program.


Reward and recognition

Key area Goal Specific outcomesEmployee reviews Recognise employees’

efforts, capabilities and performance and address performance issues in a timely manner

• Develop an annual performance plan for each employee at the beginning of each financial year. This includes links to all the Delivery Program actions, the position’s PD and the Council values

• Continue with the Annual Performance Review process at the end of each financial year.

• Ensure that supervisors and managers provide opportunity for open and ongoing two way feedback with employees

Relation to Delivery Program 2018-2022: supports employees’ understanding of key performance targets that relate to Delivery Program outcomes and how their job and performance fits into the bigger picture.

Fixed pay Grade levels reflect the role and the broader market

• Council has instituted a new salary system and position evaluation tool in the past five years.

• Pay rates are reviewed against industry benchmarks when applicable

Relation to Delivery Program 2018-2022: present as an employer of choice and to competitively attract skilled and experienced staff.

Recognition scheme Commitment, loyalty and continued service to Temora Shire Council is recognised and valued

• Continue to recognise and celebrate key service milestones with long term staff members, with Council and where appropriate in the media

• Celebrate and acknowledge qualification achievements made by staff including at staff breakfasts

• Profile staff in the monthly Communiqué

• Enter staff and their innovations into Awards where appropriate

Relation to Delivery Program 2018-2022: supports the celebration and promotion of key achievements within Council – especially those that support the achievement of key Delivery Program actions.


Workplace relations

Key area Goal Specific outcomesWork/life balance Our staff enjoy work

and meet their family / personal obligations

• Investigate a Flexible Work Arrangements Policy to ensure it remains relevant for supporting work/life balance.

• Promote the policy to all staff through the Consultative Committee and monthly Communiqué and at Team Meetings


Equal Employment Opportunity

A workplace free of discrimination/ harassment/bullying

• Implement Council’s EEO Management Plan

• Regular promotion of Council’s Harassment and Bullying policy and conduct refresher training.


Employee assistance Employees have access to professional, independent counselling support

• Continue to provide free confidential counselling services for employees and families.

• Promote the service at staff breakfasts, through The Communique and when staff are involvedin grievances.

Relation to Delivery Program 2018-2022: provides a supportive environment for all staff.

Work environment A consistent, productive and positive work environment

• Conduct Code of Conduct refresher training for all staff every 3 years.

• Promote the Code of Conduct and other policies through all relevant mediums and forums

• Senior management and HR to support managers in addressing poor behaviour promptly and in accordance with Council’s policies

• Promote the Council’s Values through each employee’s annual performance plan, assessed at the annual performance appraisal, on posters and at team meetings.

• Conduct an employee engagement survey every 2 years.

• Implement the 2017 Employee Engagement Survey and Focus Group feedback results

Relation to Delivery Program 2018-2022: provide a supportive environment for all staff.


Workplace health and safety and wellbeing

Key area Goal Specific outcomesSafe work environment A workplace that is safe

and healthy • All human resource a n d W H S processes are reviewed

in consultation with employees through the Consultative Committee and the WHS Committee and at team meetings

• Develop and implement annual WHS Action Plan

• WHS and risk management is the first agenda item at all tool box and team meetings

• WHS and risk is on the Manex agenda each month

• Proactively and in a timely manner investigate all workplace incidents and grievances

Relation to Delivery Program 2018-2022: all staff understand their safety rights and responsibilities, and that Council is complaint with legislation.

Risk management Risk management is an embedded business practice

• Adopt the Enterprise Risk Management Policy and framework

• Develop and implement an annual Corporate Enterprise Risk Management Plan with department plans underneath

• Train all staff in risk management concepts and can undertake required risk identification and management tasks

• Ensure all required Council services, events and programs have appropriate risk management plans developed and implemented

• WHS and risk management is the first agenda item at all tool box and team meetings

Relation to Delivery Program 2018-2022: all actions within the Delivery Program – including events, infrastructure activities outlined within the Delivery Program – comply with relevant risk procedures.

Injury management Injured employees are returned to their pre-injury role

• Review the injury management policy to strengthen incident investigation, early injury management and allocation of alternate duties

• All injured staff are provided with alternate duties until they return to their full pre-injury duties

Relation to Delivery Program 2018-2022: provide a supportive environment for all staff.

Employee health and wellbeing

A fit and healthy workplace

• WHS Committee to implement a Staff Well Being Program.

Relation to Delivery Program 2018-2022: provide a supportive, healthy environment for all staff.


Leadership culture

Key area Goal Specific outcomesStrong leadership A strong and committed

leadership approach• All supervisors attend leadership training – as a new

supervisor, refresher training for experienced

• All leadership staff to be given an opportunity to participate in development opportunities such as the annual Rural Management Challenge and the Local Government Mentor program.

• Regularly update staff on key issues, projects and decisions through the Communique, team meetings, executive staff being seen regularly in the field, staff presentations

• Provide higher duties and secondment opportunities so people can try leadership roles

Relation to Delivery Program 2018-2022: provide strong and effective leadership.

Organisational culture A positive, vibrant and responsive organisation

• Conduct an employee engagement survey every 2 years, next one due in late-2019

• Implement the Employee Engagement Survey and focus group feedback results

• Include the leadership values in each supervisor’s annual performance plan and assess them at the annual performance appraisal for each supervisor

Relation to Delivery Program 2018-2022: a positive organisational culture.

Change management Employees actively participate in new initiatives and improved approaches

• Foster information sharing between staff – both formally and informally – through project plans, stakeholder engagement strategies and change management strategies

Relation to Delivery Program 2018-2022: focusing on developing capacity in areas that enable the repose to Delivery Program actions.

Employee Engagement The staff are engaged and empowered

• All teams have regular team and tool box meetings where two way communication is fostered

• actively involve all staff in reviews of all Integrated Planning and Reporting documents including the Community Strategic Plan

Relation to Delivery Program 2018-2022: staff participate in the review of the Delivery Program and Operational Plan as appropriate.

ConclusionThis Workforce Plan is an evolving document that compliments the suite of documents produced by Council as part of its Integrated Planning process. Continual review of this document will ensure that staff demographic information is accurate, current and can better identify future skill needs. The review will also allow for better pathways for learning and development also enhanced position descriptions and competency statements leading to better staff recruitment and retention outcomes.

River inaNSW

TEMORA

LONG TERM FINANCIAL PLAN


Long Term Financial Plan

This document presents to the community Council’s adopted Long Term Financial Plan (LTFP) for the 10 year period from 2018/19 to 2027/28.

The 10 year Financial Plan will be used to forecast Council’s long term financial sustainability and will assist Council with its decision making and problem solving in deciding how best to achieve the Council’s corporate objectives while addressing its long term financial challenges. The LTFP is not intended to indicate what services/proposals should be allocated funds but rather it addresses areas that impact on Council’s ability to fund its services and capital works whilst living within its means.

This LTFP does not allow for any additional funding for the maintenance/upgrade of Council’s infrastructure assets other than annual CPI increases. The LTFP has been prepared based on the assumption that Council will continue to be responsible for providing the current range of goods and services with the current service delivery methods being largely unchanged.

Reviewing the PlanThe LTFP will be reviewed annually as part of the development of Council’s Operational Plan.

The review will include:

• An assessment of the previous year’s performance in terms of the accuracy of the projections made in the plan,

• Were estimates accurate?

• Were the assumptions underpinning the estimates accurate?

• An explanation where major differences emerge between budget estimates and actual expenditure/income.



LTFP Modelling Assumptions

OPERATING INCOMERates and Annual ChargesThis includes General Rate Revenue, Domestic Waste Management Charges and Sewer Availability Charges.The NSW State Government pegs rate increases and to reflect the conservative nature of these increases, the LTFP has provided for 2% increases for the period 2018/19 to 2027/28.

The rate increase for 2018/19 has been set at 2.3% which is the rate pegging limit recently announced by the NSW Minister for Local Government.

Temora Shire Council has traditionally adopted the rate pegging limit as the rate increase and the assumption has been made that this will continue.

Council has resolved to adopt best practice pricing for sewerage with common sewerage charges across the Council area, and best practice pricing was implemented in the 2008/9 financial year.

The charge for 2018/19 has been increased by 5% to meet expenditure requirements. The increase proposed for the period 2019/20 to 2027/28 is 5% per year.

The Domestic waste management (DWM) charge must be determined each year pursuant to Section 496 of the Local Government Act 1993. This charge is audited by Council’s external auditors to ensure that the rate is reasonable and that the cost of collecting and processing domestic waste throughout the Council area is relative to the charge for providing the service.

The charge for 20187/19 has been increased by 5%.From 2019/20 to 2027/28 the annual increase is set at 5%.

User Charges and FeesGenerally the majority of Council’s fees and charges have been indexed by the projected CPI for the life of the LTFP. Sewerage usage charges have been indexed in accordance with the increases outlined above for annual charges.

Financial Assistance GrantsGrant revenue from the Financial Assistance Grants Scheme has been increased in accordance with CPI projections ie 2.5% per year.

Operating GrantsAll operating grants have been indexed by 2.5%.

Interest RevenuesInterest on investments attributed to the General Fund has been set to 2% of the projected reserve balances.

Other RevenueOther revenue has been projected based on CPI growth of 2.5%.

OPERATING EXPENDITUREEmployee CostsEmployee costs include salaries, wages and employee leave entitlements and have been estimated to increase by 4% for 2018/19 and thereafter have been indexed by 3.5% per year. Superannuation and workers compensation have been factored by the same index.

Insurance CostsThe LTFP includes a projected increase for public liability and property insurance of 2.5% per year from 2018/19 to 2027/28

Materials and Contractor CostsMaterials and contractors costs have been indexed by 2.5% for the life of the LTFP.

DepreciationDepreciation expenses have been indexed based on the 2016/17 levels.

Other ExpensesThe model makes no allowance for the impact on Council’s operations for population growth or for the impact of climate change.

Borrowing CostsCouncil raised a loan in 2013 under the Local Infrastructure Renewal Scheme (LIRS). This loan of $1,643,500 for the new Temora Medical Complex is shown on the forward estimates and will be repaid in 2018/19

Council has proposed borrowings of $2m in 2018/2019 to fund the purchase of our works depot.


CAPITAL EXPENDITURE AND INCOMEA Capital Works Program has been detailed in the attached asset plans for the period from 2018/19 to 2027/28. The infrastructure plans for:

1. Roads

2. Sewerage Treatment and Effluent Reuse

3. Aerodrome

4. Operational and Community Land & Public Buildings

5. Bridges and Stormwater Management

6. Plant Replacement

detail expenditure and funding means for these projects.

Note:Financial modelling for different scenarios (planned/optimistic/conservative) has not been carried out. Council has adopted a conservative financial strategy as evidenced by the assumptions described previously and this, together with the annual review and analysis limits the variability and volatility of the projections.

Financial Performance IndicatorsCouncil has maintained financial ratios as identified in Note 13 of the Annual Statutory Financial Reports at better then industry averages for Councils in the same category as reported by the Division of Local Government.

The assumptions used in the LTFP have been adopted to assist in maintaining Council’s financial ratios.



Tem

ora

Shire

Cou

ncil

10 Y

ear F

inan

cial

Pla

n fo

r the

Yea

rs e

ndin

g 30

Jun

e 20

28IN

CO

ME

STAT

EMEN

T - C

ON

SOLI

DAT

EDSc

enar

io: B

ase

Cas

e20

18/1

920

19/2

020

20/2

120

21/2

220

22/2

320

23/2

420

24/2

520

25/2

620

26/2

720

27/2

8$

$$

$$

$$

$$

$In

com

e fr

om C

ontin

uing

Ope

ratio

nsR

even

ue:

Rat

es &

Ann

ual C

harg

es5,

381,

875

5,

537,

093

5,

693,

773

5,

868,

230

6,

044,

151

6,

221,

907

6,

401,

118

6,

598,

104

6,

796,

926

6,

997,

193

U

ser C

harg

es &

Fee

s7,

850,

864

5,

892,

454

6,

086,

491

6,

190,

565

6,

390,

803

6,

503,

611

6,

710,

346

6,

832,

729

7,

044,

702

7,

178,

511

In

tere

st &

Inve

stm

ent R

even

ue13

6,40

0

11

5,40

0

11

5,40

0

13

4,40

0

14

6,40

0

16

5,40

0

17

8,40

0

20

9,40

0

22

2,40

0

21

4,40

0

O

ther

Rev

enue

s3,

810,

435

3,

902,

971

3,

996,

436

4,

092,

458

4,

190,

672

4,

291,

446

4,

394,

778

4,

500,

668

4,

609,

121

4,

720,

497

G

rant

s &

Con

tribu

tions

pro

vide

d fo

r Ope

ratin

g Pu

rpos

es6,

586,

455

6,

565,

401

6,

625,

860

6,

775,

290

6,

928,

164

7,

085,

035

7,

274,

864

7,

439,

732

7,

608,

612

7,

782,

048

G

rant

s &

Con

tribu

tions

pro

vide

d fo

r Cap

ital P

urpo

ses

3,24

0,50

0

4,25

0,00

0

1,55

2,50

0

3,64

2,14

2

2,65

1,39

5

-

50

,000

35

0,00

0

97

5,00

0

70

8,00

0

O

ther

Inco

me:

Net

gai

ns fr

om th

e di

spos

al o

f ass

ets

-

8,

344

94

,877

12

9,62

7

3,

038

14

6,53

4

-

152,

601

-

-

Tota

l Inc

ome

from

Con

tinui

ng O

pera

tions

27,0

06,5

29

26

,271

,663

24,1

65,3

37

26

,832

,712

26,3

54,6

23

24

,413

,933

25,0

09,5

06

26

,083

,234

27,2

56,7

61

27

,600

,649

Expe

nses

from

Con

tinui

ng O

pera

tions

Empl

oyee

Ben

efits

& O

n-C

osts

6,71

0,81

7

6,86

1,49

4

7,12

8,32

9

7,31

5,71

5

7,55

0,05

7

7,70

2,00

9

7,97

0,08

5

8,21

4,79

4

8,49

7,74

1

8,71

8,22

4

Borro

win

g C

osts

67,2

45

49,6

04

42,4

41

35,0

57

27,4

46

19,6

02

11,5

16

3,18

1

-

-

Mat

eria

ls &

Con

tract

s9,

575,

237

7,

604,

423

7,

682,

771

7,

827,

733

8,

063,

443

8,

123,

703

8,

383,

945

8,

592,

080

8,

838,

399

9,

055,

982

D

epre

ciat

ion

& Am

ortis

atio

n4,

706,

955

4,

706,

955

4,

706,

955

4,

706,

955

4,

706,

955

4,

706,

955

4,

706,

955

4,

706,

955

4,

706,

955

4,

706,

955

O

ther

Exp

ense

s2,

633,

255

2,

598,

789

2,

698,

299

2,

706,

508

2,

772,

664

2,

842,

033

2,

970,

164

2,

981,

498

3,

056,

205

3,

129,

060

N

et L

osse

s fro

m th

e D

ispo

sal o

f Ass

ets

14,7

75

-

-

-

-

-

27

,482

-

50,7

69

1,09

6

Join

t Ven

ture

s &

Asso

ciat

ed E

ntiti

es-

-

-

-

-

-

-

-

-

-

To

tal E

xpen

ses

from

Con

tinui

ng O

pera

tions

23,7

08,2

85

21

,821

,265

22,2

58,7

95

22

,591

,968

23,1

20,5

65

23

,394

,302

24,0

70,1

47

24

,498

,508

25,1

50,0

69

25

,611

,317

Ope

ratin

g R

esul

t fro

m C

ontin

uing

Ope

ratio

ns3,

298,

244

4,

450,

398

1,

906,

542

4,

240,

744

3,

234,

058

1,

019,

631

93

9,35

9

1,

584,

726

2,

106,

692

1,

989,

332

Dis

cont

inue

d O

pera

tions

- Pr

ofit/

(Los

s)-

-

-

-

-

-

-

-

-

-

N

et P

rofit

/(Los

s) fr

om D

isco

ntin

ued

Ope

ratio

ns-

-

-

-

-

-

-

-

-

-

Net

Ope

ratin

g R

esul

t for

the

Year

3,29

8,24

4

4,45

0,39

8

1,90

6,54

2

4,24

0,74

4

3,23

4,05

8

1,01

9,63

1

939,

359

1,58

4,72

6

2,10

6,69

2

1,98

9,33

2

Net

Ope

ratin

g R

esul

t bef

ore

Gra

nts

and

Con

trib

utio

ns p

rovi

ded

for

Cap

ital P

urpo

ses

57,7

44

20

0,39

8

354,

042

59

8,60

2

582,

663

1,

019,

631

889,

359

1,

234,

726

1,13

1,69

2

1,

281,

332

Proj

ecte

d Ye

ars


Tem

ora

Shire

Cou

ncil

10 Y

ear F

inan

cial

Pla

n fo

r the

Yea

rs e

ndin

g 30

Jun

e 20

28B

ALAN

CE

SHEE

T - C

ON

SOLI

DAT

EDSc

enar

io: B

ase

Cas

e20

18/1

920

19/2

020

20/2

120

21/2

220

22/2

320

23/2

420

24/2

520

25/2

620

26/2

720

27/2

8$

$$

$$

$$

$$

$AS

SETS

Cur

rent

Ass

ets

Cas

h &

Cas

h Eq

uiva

lent

s45

3,53

9

70

1,37

7

77

4,77

8

66

6,73

5

78

5,14

9

73

5,90

8

73

7,94

4

79

7,82

9

72

5,42

7

95

0,26

2

In

vest

men

ts4,

689,

325

4,

689,

325

5,

189,

325

5,

789,

325

6,

289,

325

6,

589,

325

7,

189,

325

7,

689,

325

9,

089,

325

10

,489

,325

Rec

eiva

bles

2,10

9,91

2

1,92

5,74

1

1,78

7,65

5

1,98

1,79

6

1,95

6,82

6

1,83

1,14

9

1,89

1,50

8

1,95

6,09

3

2,05

8,61

1

2,09

3,63

6

Inve

ntor

ies

1,78

3,95

6

2,01

6,06

5

2,11

8,55

8

2,21

9,15

4

2,32

4,87

4

2,42

0,66

4

2,43

5,00

4

2,44

6,38

9

2,45

9,92

3

2,47

1,82

2

Oth

er14

4,74

3

12

0,09

6

12

3,40

5

12

5,17

1

12

8,77

0

13

0,23

8

13

4,89

8

13

7,46

9

14

1,29

0

14

4,72

9

To

tal C

urre

nt A

sset

s9,

181,

474

9,

452,

604

9,

993,

720

10

,782

,181

11,4

84,9

44

11

,707

,285

12,3

88,6

80

13

,027

,104

14,4

74,5

76

16

,149

,774

Non

-Cur

rent

Ass

ets

Inve

stm

ents

1,00

0,00

0

1,20

0,00

0

1,40

0,00

0

2,00

0,00

0

2,20

0,00

0

2,80

0,00

0

3,20

0,00

0

4,00

0,00

0

4,50

0,00

0

5,20

0,00

0

Rec

eiva

bles

28,5

00

22,7

50

22,7

50

22,7

50

22,7

50

22,7

50

22,7

50

22,7

50

22,7

50

22,7

50

Infra

stru

ctur

e, P

rope

rty, P

lant

& E

quip

men

t20

9,42

2,32

9

21

2,80

0,42

5

21

3,64

8,00

3

21

6,37

5,50

0

21

8,46

2,84

9

21

8,33

5,75

0

21

7,97

3,04

8

21

7,96

7,40

4

21

8,18

9,86

8

21

7,84

1,83

9

To

tal N

on-C

urre

nt A

sset

s21

0,45

0,82

9

21

4,02

3,17

5

21

5,07

0,75

3

21

8,39

8,25

0

22

0,68

5,59

9

22

1,15

8,50

0

22

1,19

5,79

8

22

1,99

0,15

4

22

2,71

2,61

8

22

3,06

4,58

9

TO

TAL

ASSE

TS21

9,63

2,30

3

22

3,47

5,77

9

22

5,06

4,47

3

22

9,18

0,43

1

23

2,17

0,54

3

23

2,86

5,78

5

23

3,58

4,47

8

23

5,01

7,25

8

23

7,18

7,19

4

23

9,21

4,36

3

LIAB

ILIT

IES

Cur

rent

Lia

bilit

ies

Paya

bles

2,64

6,85

6

2,27

8,80

2

2,20

0,32

3

2,32

2,53

0

2,33

2,92

1

2,27

0,95

6

2,32

0,51

3

2,37

6,70

9

2,43

9,09

9

2,47

6,28

0

Inco

me

rece

ived

in a

dvan

ce28

,304

23

,756

24

,454

24

,938

25

,663

26

,180

26

,932

27

,485

28

,263

28

,857

Bo

rrow

ings

234,

056

240,

134

247,

518

255,

129

262,

974

271,

060

208,

750

-

-

-

Pr

ovis

ions

3,94

1,57

8

3,94

1,57

8

3,94

1,57

8

3,94

1,57

8

3,94

1,57

8

3,94

1,57

8

3,94

1,57

8

3,94

1,57

8

3,94

1,57

8

3,94

1,57

8

Tota

l Cur

rent

Lia

bilit

ies

6,85

0,79

4

6,48

4,27

0

6,41

3,87

2

6,54

4,17

5

6,56

3,13

5

6,50

9,77

4

6,49

7,77

4

6,34

5,77

2

6,40

8,94

0

6,44

6,71

5

Non

-Cur

rent

Lia

bilit

ies

Paya

bles

2,38

3

2,11

8

2,18

7

2,22

7

2,29

4

2,32

6

2,40

9

2,46

6

2,54

1

2,60

4

Borro

win

gs1,

485,

564

1,

245,

430

99

7,91

2

74

2,78

3

47

9,81

0

20

8,75

0

-

-

-

-

Pr

ovis

ions

35,4

22

35,4

22

35,4

22

35,4

22

35,4

22

35,4

22

35,4

22

35,4

22

35,4

22

35,4

22

Tota

l Non

-Cur

rent

Lia

bilit

ies

1,52

3,36

9

1,28

2,97

1

1,03

5,52

2

780,

433

517,

527

246,

498

37,8

32

37,8

88

37,9

64

38,0

26

TOTA

L LI

ABIL

ITIE

S8,

374,

163

7,

767,

241

7,

449,

394

7,

324,

607

7,

080,

662

6,

756,

272

6,

535,

605

6,

383,

660

6,

446,

904

6,

484,

741

N

et A

sset

s21

1,25

8,14

0

21

5,70

8,53

8

21

7,61

5,07

9

22

1,85

5,82

3

22

5,08

9,88

1

22

6,10

9,51

3

22

7,04

8,87

2

22

8,63

3,59

8

23

0,74

0,29

0

23

2,72

9,62

2

EQU

ITY

Ret

aine

d Ea

rnin

gs84

,781

,140

89,2

31,5

38

91

,138

,079

95,3

78,8

23

98

,612

,881

99,6

32,5

13

10

0,57

1,87

2

10

2,15

6,59

8

10

4,26

3,29

0

10

6,25

2,62

2

R

eval

uatio

n R

eser

ves

126,

477,

000

126,

477,

000

126,

477,

000

126,

477,

000

126,

477,

000

126,

477,

000

126,

477,

000

126,

477,

000

126,

477,

000

126,

477,

000

Cou

ncil

Equi

ty In

tere

st21

1,25

8,14

0

21

5,70

8,53

8

21

7,61

5,07

9

22

1,85

5,82

3

22

5,08

9,88

1

22

6,10

9,51

3

22

7,04

8,87

2

22

8,63

3,59

8

23

0,74

0,29

0

23

2,72

9,62

2

M

inor

ity E

quity

Inte

rest

-

-

-

-

-

-

-

-

-

-

Tota

l Equ

ity21

1,25

8,14

0

21

5,70

8,53

8

21

7,61

5,07

9

22

1,85

5,82

3

22

5,08

9,88

1

22

6,10

9,51

3

22

7,04

8,87

2

22

8,63

3,59

8

23

0,74

0,29

0

23

2,72

9,62

2

Proj

ecte

d Ye

ars


Tem

ora

Shire

Cou

ncil

10 Y

ear F

inan

cial

Pla

n fo

r the

Yea

rs e

ndin

g 30

Jun

e 20

28C

ASH

FLO

W S

TATE

MEN

T - C

ON

SOLI

DAT

EDSc

enar

io: B

ase

Cas

e20

18/1

920

19/2

020

20/2

120

21/2

220

22/2

320

23/2

420

24/2

520

25/2

620

26/2

720

27/2

8$

$$

$$

$$

$$

$C

ash

Flow

s fr

om O

pera

ting

Activ

ities

Rec

eipt

s:R

ates

& A

nnua

l Cha

rges

5,37

4,97

3

5,53

1,17

3

5,68

7,80

3

5,86

1,52

3

6,03

7,39

5

6,21

5,08

9

6,39

4,25

1

6,59

0,50

0

6,78

9,26

0

6,98

9,47

9

Use

r Cha

rges

& F

ees

7,48

2,32

4

6,06

9,80

2

6,06

8,98

9

6,18

1,20

9

6,37

2,74

3

6,49

3,46

8

6,69

1,70

2

6,82

1,72

2

7,02

5,58

7

7,16

6,47

4

Inte

rest

& In

vest

men

t Rev

enue

Rec

eive

d15

1,50

7

11

9,07

6

11

0,45

8

12

7,90

8

14

3,74

6

16

3,61

4

17

2,52

1

20

4,69

4

21

2,62

0

20

4,32

4

G

rant

s &

Con

tribu

tions

9,68

6,51

0

10,7

69,1

01

8,

339,

807

10

,266

,084

9,64

0,35

3

7,22

9,26

4

7,31

0,15

7

7,76

1,18

6

8,53

4,83

2

8,49

5,84

7

Oth

er3,

660,

711

3,

951,

538

3,

996,

435

4,

072,

704

4,

183,

041

4,

292,

159

4,

381,

269

4,

488,

499

4,

592,

721

4,

710,

094

Pa

ymen

ts:

Empl

oyee

Ben

efits

& O

n-C

osts

(6,7

02,4

70)

(6

,860

,873

)

(7,1

27,0

55)

(7

,314

,901

)

(7,5

48,9

84)

(7

,701

,414

)

(7,9

68,8

37)

(8

,213

,689

)

(8,4

96,4

27)

(8

,717

,276

)

Mat

eria

ls &

Con

tract

s(9

,275

,950

)

(7,7

96,4

91)

(7

,647

,908

)

(7,8

11,0

09)

(8

,028

,327

)

(8,1

06,5

67)

(8

,336

,503

)

(8,5

67,9

77)

(8

,800

,300

)

(9,0

22,1

69)

Bo

rrow

ing

Cos

ts(7

4,14

0)

(5

2,60

9)

(4

5,52

3)

(3

8,23

4)

(3

0,72

1)

(2

2,97

7)

(1

4,99

5)

(5

,861

)

-

-

Bond

s &

Dep

osits

Ref

unde

d-

-

-

-

-

-

-

-

-

-

O

ther

(2,6

30,6

45)

(2

,600

,760

)

(2,6

98,0

34)

(2

,706

,367

)

(2,7

72,3

76)

(2

,841

,916

)

(2,9

69,7

91)

(2

,981

,292

)

(3,0

55,8

99)

(3

,128

,785

)

Net

Cas

h pr

ovid

ed (o

r use

d in

) Ope

ratin

g Ac

tiviti

es7,

672,

820

9,

129,

957

6,

684,

974

8,

638,

917

7,

996,

870

5,

720,

719

5,

659,

773

6,

097,

783

6,

802,

394

6,

697,

988

Cas

h Fl

ows

from

Inve

stin

g Ac

tiviti

esR

ecei

pts:

Sale

of I

nves

tmen

t Sec

uriti

es1,

960,

675

-

-

-

-

-

-

-

-

-

Def

erre

d D

ebto

rs R

ecei

pts

8,00

0

8,00

0

5,75

0

-

-

-

-

-

-

-

Pa

ymen

ts:

Purc

hase

of I

nves

tmen

t Sec

uriti

es(1

,000

,000

)

(200

,000

)

(7

00,0

00)

(1,2

00,0

00)

(7

00,0

00)

(900

,000

)

(1

,000

,000

)

(1,3

00,0

00)

(1

,900

,000

)

(2,1

00,0

00)

Pu

rcha

se o

f Inf

rast

ruct

ure,

Pro

perty

, Pla

nt &

Equ

ipm

ent

(9,0

74,7

76)

(8

,206

,063

)

(5,6

77,1

89)

(7

,299

,442

)

(6,9

23,3

28)

(4

,606

,987

)

(4,3

86,6

78)

(4

,529

,148

)

(4,9

74,7

96)

(4

,373

,153

)

Purc

hase

of R

eal E

stat

e As

sets

(90,

000)

(250

,000

)

-

-

-

-

-

-

-

-

Net

Cas

h pr

ovid

ed (o

r use

d in

) Inv

estin

g Ac

tiviti

es(8

,196

,101

)

(8,6

48,0

63)

(6

,371

,439

)

(8,4

99,4

42)

(7

,623

,328

)

(5,5

06,9

87)

(5

,386

,678

)

(5,8

29,1

48)

(6

,874

,796

)

(6,4

73,1

53)

Cas

h Fl

ows

from

Fin

anci

ng A

ctiv

ities

Rec

eipt

s:Pr

ocee

ds fr

om B

orro

win

gs &

Adv

ance

s-

-

-

-

-

-

-

-

-

-

Pa

ymen

ts:

Rep

aym

ent o

f Bor

row

ings

& A

dvan

ces

(537

,155

)

(2

34,0

56)

(240

,134

)

(2

47,5

18)

(255

,129

)

(2

62,9

74)

(271

,060

)

(2

08,7

50)

-

-

Net

Cas

h Fl

ow p

rovi

ded

(use

d in

) Fin

anci

ng A

ctiv

ities

(537

,155

)

(2

34,0

56)

(240

,134

)

(2

47,5

18)

(255

,129

)

(2

62,9

74)

(271

,060

)

(2

08,7

50)

-

-

Net

Incr

ease

/(Dec

reas

e) in

Cas

h &

Cas

h Eq

uiva

lent

s(1

,060

,436

)

247,

838

73,4

01

(108

,043

)

11

8,41

4

(4

9,24

1)

2,

036

59

,885

(7

2,40

2)

22

4,83

5

plus

: Cas

h, C

ash

Equi

vale

nts

& In

vest

men

ts -

begi

nnin

g of

yea

r1,

513,

975

45

3,53

9

70

1,37

7

77

4,77

8

66

6,73

5

78

5,14

9

73

5,90

8

73

7,94

4

79

7,82

9

72

5,42

7

Cas

h &

Cas

h Eq

uiva

lent

s - e

nd o

f the

yea

r45

3,53

9

70

1,37

7

77

4,77

8

66

6,73

5

78

5,14

9

73

5,90

8

73

7,94

4

79

7,82

9

72

5,42

7

95

0,26

2

Cas

h &

Cas

h Eq

uiva

lent

s - e

nd o

f the

yea

r45

3,53

9

70

1,37

7

77

4,77

8

66

6,73

5

78

5,14

9

73

5,90

8

73

7,94

4

79

7,82

9

72

5,42

7

95

0,26

2

In

vest

men

ts -

end

of th

e ye

ar5,

689,

325

5,

889,

325

6,

589,

325

7,

789,

325

8,

489,

325

9,

389,

325

10

,389

,325

11,6

89,3

25

13

,589

,325

15,6

89,3

25

C

ash,

Cas

h Eq

uiva

lent

s &

Inve

stm

ents

- en

d of

the

year

6,14

2,86

4

6,59

0,70

2

7,36

4,10

3

8,45

6,06

0

9,27

4,47

4

10,1

25,2

33

11

,127

,269

12,4

87,1

54

14

,314

,752

16,6

39,5

87

Proj

ecte

d Ye

ars


Tem

ora

Shire

Cou

ncil

10 Y

ear F

inan

cial

Pla

n fo

r the

Yea

rs e

ndin

g 30

Jun

e 20

28EQ

UIT

Y ST

ATEM

ENT

- CO

NSO

LID

ATED

Scen

ario

: Bas

e C

ase

2018

/19

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2024

/25

2025

/26

2026

/27

2027

/28

$$

$$

$$

$$

$$

Ope

ning

Bal

ance

207,

959,

896

211,

258,

140

215,

708,

538

217,

615,

079

221,

855,

823

225,

089,

881

226,

109,

513

227,

048,

872

228,

633,

598

230,

740,

290

a. C

urre

nt Y

ear I

ncom

e &

Expe

nses

Rec

ogni

sed

dire

ct to

Equ

ity- T

rans

fers

to/(f

rom

) Ass

et R

eval

uatio

n R

eser

ve-

-

-

-

-

-

-

-

-

-

- T

rans

fers

to/(f

rom

) Oth

er R

eser

ves

-

-

-

-

-

-

-

-

-

-

- Oth

er In

com

e/Ex

pens

es re

cogn

ised

-

-

-

-

-

-

-

-

-

-

- Oth

er A

djus

tmen

ts-

-

-

-

-

-

-

-

-

-

N

et In

com

e R

ecog

nise

d D

irect

ly in

Equ

ity-

-

-

-

-

-

-

-

-

-

b. N

et O

pera

ting

Res

ult f

or th

e Ye

ar3,

298,

244

4,

450,

398

1,

906,

542

4,

240,

744

3,

234,

058

1,

019,

631

93

9,35

9

1,

584,

726

2,

106,

692

1,

989,

332

Tota

l Rec

ogni

sed

Inco

me

& E

xpen

ses

(c&

d)3,

298,

244

4,

450,

398

1,

906,

542

4,

240,

744

3,

234,

058

1,

019,

631

93

9,35

9

1,

584,

726

2,

106,

692

1,

989,

332

c. D

istri

butio

ns to

/(Con

tribu

tions

from

) Min

ority

Inte

rest

s-

-

-

-

-

-

-

-

-

-

d.

Tra

nsfe

rs b

etw

een

Equi

ty-

-

-

-

-

-

-

-

-

-

Equi

ty -

Bal

ance

at e

nd o

f the

repo

rtin

g pe

riod

211,

258,

140

215,

708,

538

217,

615,

079

221,

855,

823

225,

089,

881

226,

109,

513

227,

048,

872

228,

633,

598

230,

740,

290

232,

729,

622

Proj

ecte

d Ye

ars


Appendix 1

Function BudgetFor the year ended 30 June 2019Budget Summary 2018/19

Function Income Expenditure (Surplus)/DeficitGovernance (30,888) 282,352 251,464Public Order & Safety (469,192) 1,028,266 559,074Health (49,600) 326,113 276,513Community Services & Education (3,492,483) 3,758,097 265,614Housing & Community Amenities (1,097,305) 1,856,275 758,970Sewerage Services (1,050,337) 927,792 (122,545)Recreation & Culture (402,000) 3,076,897 2,674,897Building Services (62,700) 275,704 213,004Transport & Communication (5,780,770) 8,699,043 2,918,273Economic Affairs (984,386) 2,166,278 1,181,892Function Totals (13,419,661) 22,396,817 8,977,156General Purpose Revenues (Not Attributed to Functions) (9,049,675) (9,049,675)Opeating Result before Capital Amounts (22,469,336) 22,396,817 (72,519)Capital Grants & Contributions (3,240,500) (3,240,500)Operating Result (25,709,836) 22,396,817 (3,313,019)

ADD Expenses not involving flows of FundsDepreciation 4,706,955

ADD Non-Operating funds employed

Sale of Assets (305,000)Sale of Real Estate Assets (269,727)Repayments by Long Term Debtors (8,000)Loan Funds used (2,000,000)Transfer from Reserves (755,800)

(3,338,527)

LESS Funds deployed for non-operating purposes Acquisition of Assets 9,170,050Development of Real Estate 90,000Carrying Amount of Assets Sold 412,523Cost of Real Estate Assets Sold 176,979Advance to Long Term Debtors - Repayment of Loans 537,155Transfer to Reserves 521,720

10,908,427Budget (Surplus) / Deficit (450,074)

Budget Summary 2018/19






Sale of Assets (206,632)Sale of Real Estate Assets (269,727)Repayments by Long Term Debtors (8,000)Loan Funds used - Transfer from Reserves (232,000)

(716,359)

LESS Funds deployed for non-operating purposes Acquisition of Assets 8,169,455Development of Real Estate 250,000Carrying Amount of Assets Sold 291,036Cost of Real Estate Assets Sold 176,979Advance to Long Term Debtors - Repayment of Loans 234,056Transfer to Reserves 573,893





Function Income Expenditure (Surplus)/DeficitGovernance (30,888) 342,131 311,243Public Order & Safety (492,681) 1,093,605 600,924Health (52,110) 347,261 295,151Community Services & Education (3,669,149) 3,949,554 280,405Housing & Community Amenities (967,524) 1,679,490 711,966Sewerage Services (1,151,345) 842,690 (308,655)Recreation & Culture (367,991) 3,104,707 2,736,716Building Services (65,872) 296,069 230,197Transport & Communication (3,903,988) 7,125,993 3,222,005Economic Affairs (1,012,580) 2,105,471 1,092,891Function Totals (11,714,128) 20,886,971 9,172,843General Purpose Revenues (Not Attributed to Functions) (9,432,008) (9,432,008)Opeating Result before Capital Amounts (21,146,136) 20,886,971 (259,165)Capital Grants & Contributions (1,552,500) (1,552,500)Operating Result (22,698,636) 20,886,971 (1,811,665)



Sale of Assets (192,809)Sale of Real Estate Assets (269,727)Repayments by Long Term Debtors (5,750)Loan Funds used - Transfer from Reserves (375,000)

(843,286)

LESS Funds deployed for non-operating purposes Acquisition of Assets 5,552,404Development of Real Estate - Carrying Amount of Assets Sold 190,680Cost of Real Estate Assets Sold 176,979Advance to Long Term Debtors - Repayment of Loans 240,134Transfer to Reserves 707,830








Sale of Assets (244,179)Sale of Real Estate Assets (269,727)Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (50,000)

(563,906)






Function Income Expenditure (Surplus)/DeficitGovernance (30,888) 292,478 261,590Public Order & Safety (517,374) 1,152,660 635,286Health (54,749) 364,150 309,401Community Services & Education (3,854,898) 4,148,976 294,078Housing & Community Amenities (1,052,129) 1,765,376 713,247Sewerage Services (1,278,571) 878,382 (400,189)Recreation & Culture (386,626) 3,242,682 2,856,056Building Services (69,208) 315,774 246,566Transport & Communication (4,071,356) 7,309,830 3,238,474Economic Affairs (1,054,399) 2,201,600 1,147,201Function Totals (12,370,198) 21,671,908 9,301,710General Purpose Revenues (Not Attributed to Functions) (9,881,335) (9,881,335)Opeating Result before Capital Amounts (22,251,533) 21,671,908 (579,625)Capital Grants & Contributions (2,651,395) (2,651,395)Operating Result (24,902,928) 21,671,908 (3,231,020)




(853,517)






Function Income Expenditure (Surplus)/DeficitGovernance (30,888) 245,587 214,699Public Order & Safety (530,186) 1,183,452 653,266Health (56,118) 378,237 322,119Community Services & Education (3,951,263) 4,252,532 301,269Housing & Community Amenities (1,094,613) 1,810,361 715,748Sewerage Services (1,342,709) 897,045 (445,664)Recreation & Culture (396,293) 3,324,957 2,928,664Building Services (70,939) 326,133 255,194Transport & Communication (4,158,231) 7,318,336 3,160,105Economic Affairs (1,031,032) 2,168,932 1,137,900Function Totals (12,662,272) 21,905,572 9,243,300General Purpose Revenues (Not Attributed to Functions) (10,116,397) (10,116,397)Opeating Result before Capital Amounts (22,778,669) 21,905,572 (873,097)Capital Grants & Contributions - - Operating Result (22,778,669) 21,905,572 (873,097)




(737,704)






Function Income Expenditure (Surplus)/DeficitGovernance (30,888) 322,273 291,385Public Order & Safety (543,323) 1,215,122 671,799Health (57,521) 383,627 326,106Community Services & Education (4,050,071) 4,358,776 308,705Housing & Community Amenities (1,137,225) 1,856,755 719,530Sewerage Services (1,405,866) 916,288 (489,578)Recreation & Culture (406,204) 3,389,516 2,983,312Building Services (72,713) 336,842 264,129Transport & Communication (4,276,295) 7,429,692 3,153,397Economic Affairs (1,098,147) 2,303,826 1,205,679Function Totals (13,078,253) 22,512,717 9,434,464General Purpose Revenues (Not Attributed to Functions) (10,351,305) (10,351,305)Opeating Result before Capital Amounts (23,429,558) 22,512,717 (916,841)Capital Grants & Contributions (50,000) (50,000)Operating Result (23,479,558) 22,512,717 (966,841)



Sale of Assets (238,518)Sale of Real Estate Assets - Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (320,000)

(558,518)

LESS Funds deployed for non-operating purposes Acquisition of Assets 4,371,735Development of Real Estate - Carrying Amount of Assets Sold 266,000Cost of Real Estate Assets Sold - Advance to Long Term Debtors - Repayment of Loans 271,060Transfer to Reserves 888,753





Function Income Expenditure (Surplus)/DeficitGovernance (30,888) 230,552 199,664Public Order & Safety (556,786) 1,247,688 690,902Health (58,960) 396,836 337,876Community Services & Education (4,151,319) 4,467,716 316,397Housing & Community Amenities (1,186,207) 1,904,619 718,412Sewerage Services (1,481,115) 936,116 (544,999)Recreation & Culture (416,363) 3,476,441 3,060,078Building Services (74,531) 347,917 273,386Transport & Communication (4,367,640) 7,643,929 3,276,289Economic Affairs (1,077,454) 2,274,342 1,196,888Function Totals (13,401,263) 22,926,156 9,524,893General Purpose Revenues (Not Attributed to Functions) (10,607,018) (10,607,018)Opeating Result before Capital Amounts (24,008,281) 22,926,156 (1,082,125)Capital Grants & Contributions (350,000) (350,000)Operating Result (24,358,281) 22,926,156 (1,432,125)




(258,101)

LESS Funds deployed for non-operating purposes Acquisition of Assets 4,548,710Development of Real Estate - Carrying Amount of Assets Sold 85,500Cost of Real Estate Assets Sold - Advance to Long Term Debtors - Repayment of Loans 208,750Transfer to Reserves 944,174









(499,181)

LESS Funds deployed for non-operating purposes Acquisition of Assets 4,980,188Development of Real Estate - Carrying Amount of Assets Sold 229,950Cost of Real Estate Assets Sold - Advance to Long Term Debtors - Repayment of Loans - Transfer to Reserves 997,021

6,207,159Budget (Surplus) / Deficit (1,156,438)








(377,195)

LESS Funds deployed for non-operating purposes Acquisition of Assets 4,360,022Development of Real Estate - Carrying Amount of Assets Sold 358,291Cost of Real Estate Assets Sold - Advance to Long Term Debtors - Repayment of Loans - Transfer to Reserves 1,046,268

5,764,581Budget (Surplus) / Deficit (1,309,997)



Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

1. G

over

nanc

e

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Inco

me

FBT

Sala

ry R

ecou

ped

2I

1050

.140

.224

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

Tota

l Inc

ome

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

(30,

888)

Expe

nditu

reG

over

nanc

e &

Cou

ncill

or E

xpen

ses

1E

Coun

cillo

r Exp

ense

s30

20.3

30.6

16/6

03/6

48/6

4427

,969

28,6

6829

,384

30,1

2030

,873

31,6

4432

,434

33,2

4634

,078

34,9

3135

,802

Coun

cillo

rs A

llow

ance

3020

.330

.618

79,6

1081

,600

83,6

4085

,729

87,8

7590

,070

92,3

2294

,632

96,9

9899

,421

101,

910

May

oral

Allo

wan

ce30

26.3

31.6

1916

,156

16,5

6016

,974

17,3

9817

,833

18,2

7918

,736

19,2

0519

,685

20,1

7720

,682

May

oral

Rec

eptio

ns30

25.3

31.

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

00El

ectio

n Ex

pens

es30

50.3

35.6

17-

-

-

55

,000

-

-

-

60,0

00-

-

-

Ci

vic

Func

tions

& C

erem

onie

s30

50.3

40.

4,00

04,

000

4,10

04,

203

4,30

84,

415

4,52

54,

639

4,75

54,

873

4,99

6De

lega

tes E

xpen

ses

3050

.450

.644

12,5

0013

,000

13,3

2513

,658

14,0

0014

,349

14,7

0815

,076

15,4

5315

,839

16,2

36Lo

cal G

over

nmen

t NSW

Sub

scrip

tion

3050

.370

.480

/405

.482

22,9

2223

,458

24,0

4424

,645

25,2

6225

,893

26,5

4027

,205

27,8

8428

,582

29,2

96RE

ROC

Cont

ribut

ion

3050

.370

.481

20,0

0025

,500

26,1

3726

,790

27,4

6128

,147

28,8

5129

,572

30,3

1231

,069

31,8

47In

tegr

ated

Pla

nnin

g &

Rep

ortin

g30

50.4

40.5

025,

000

5,50

05,

637

27,7

785,

923

6,07

16,

223

30,3

786,

538

6,70

16,

869

New

slett

er -

Nar

rabu

rra

New

s30

50.5

02.

21,6

9720

,802

21,3

4521

,902

22,4

7523

,061

23,6

6424

,284

24,9

2025

,572

26,2

43M

edia

Con

tent

Man

ager

3050

.440

.658

-

5,00

05,

125

5,25

35,

384

5,51

95,

657

5,79

85,

944

6,09

26,

244

Dona

tions

3050

.405

.622

20,0

0020

,000

20,0

0020

,000

20,0

0020

,000

20,0

0020

,000

20,0

0020

,000

20,0

00Si

ster

City

Rel

atio

ns30

50.3

41.

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

0Lo

cal G

over

nmen

t Wee

k30

50.6

45.

3,65

04,

200

4,30

54,

412

4,52

34,

636

4,75

24,

871

4,99

25,

118

5,24

6In

tern

al A

udit

3050

.349

.401

12,5

0016

,000

16,4

0016

,810

17,2

3017

,661

18,1

0218

,555

19,0

1919

,494

19,9

82

Fina

nce

& A

dmin

istr

atio

n Co

sts

2e

Prep

arat

ion

of M

eetin

g Pa

pers

3050

86,9

2388

,010

90,2

9992

,648

95,0

6197

,536

100,

077

102,

686

105,

362

108,

110

110,

933

Func

tion/

Mee

ting

Atte

ndan

ce30

50.3

36.

114,

179

116,

347

120,

403

124,

611

128,

956

133,

453

138,

110

142,

929

147,

923

153,

089

158,

429

Man

agem

ent o

f Cou

ncil

3050

.337

.38

0,32

340

7,12

042

1,23

943

5,87

945

1,00

046

6,64

148

2,84

449

9,60

751

6,97

153

4,93

455

3,50

0Em

ploy

ee A

ssist

ance

Pro

gram

s30

50.3

44.4

0110

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

Inte

rnal

Fun

ctio

n Re

view

3050

.348

.401

25,0

0025

,000

-

-

-

-

-

-

-

-

-

Wor

k He

alth

& S

afet

y30

50.7

15.

45,1

0447

,758

49,3

6051

,019

52,7

3054

,501

56,3

3158

,226

60,1

8762

,210

64,3

03IM

S De

velo

pmen

t30

50.7

14.4

01-

10

,000

-

-

-

-

-

-

-

-

-

Adm

inist

ratio

n Co

sts

3100

/305

0.35

1.30

1/31

10/3

140

1,29

1,36

61,

464,

006

1,54

7,17

71,

572,

332

1,61

8,76

81,

666,

699

1,71

6,27

01,

767,

477

1,82

0,41

71,

875,

096

1,93

1,55

3Fi

nanc

ial R

epor

ting

3100

.342

.34

,113

36,1

8037

,446

38,7

6040

,116

41,5

2042

,975

44,4

8046

,039

47,6

5349

,321

Prop

erty

Rev

alua

tions

3100

.407

.401

35,0

00-

-

-

-

40

,000

-

-

-

-

40,0

00Fi

nanc

ial S

tate

men

t Aud

it Fe

e31

00.3

60.6

0527

,500

28,0

0028

,700

29,4

1730

,153

30,9

0631

,679

32,4

7233

,284

34,1

1534

,969

Gene

ral A

ccou

ntin

g31

00.7

0530

4,95

831

6,13

632

7,20

133

8,67

635

0,53

236

2,79

837

5,50

638

8,65

840

2,28

341

6,38

343

0,95

7Co

unci

l Cha

mbe

r Run

ning

Cos

ts34

9085

,221

90,4

4592

,406

94,4

1596

,477

98,5

8810

0,75

210

2,97

410

5,24

810

7,57

710

9,97

0O

ncos

ts R

ecov

ered

3100

.986

.986

(1,4

77,0

76)

(1,7

73,7

67)

(1,8

35,8

49)

(1,9

00,1

04)

(1,9

66,6

07)

(2,0

35,4

39)

(2,1

06,6

79)

(2,1

80,4

13)

(2,2

56,7

27)

(2,3

35,7

13)

(2,4

17,4

63)

Ove

rhea

ds R

ecov

ered

3050

.980

/305

0/31

00/3

490.

985.

985

(1,0

37,6

99)

(1,0

56,5

67)

(1,0

78,4

75)

(1,1

10,5

04)

(1,1

43,5

72)

(1,1

77,7

38)

(1,2

13,0

89)

(1,2

49,6

36)

(1,2

87,4

47)

(1,3

26,5

33)

(1,3

66,9

01)

Insu

ranc

es3e

Insu

ranc

e - P

erso

nal A

ccid

ent

3050

.410

.627

2,15

22,

206

2,26

12,

318

2,37

62,

435

2,49

62,

558

2,62

22,

688

2,75

5In

sura

nce

- Cou

ncill

ors &

Offi

cers

3050

.410

.629

28,3

9229

,102

29,8

3030

,575

31,3

4032

,123

32,9

2633

,750

34,5

9435

,458

36,3

45In

sura

nce

- Fid

elity

Gua

rant

ee30

50.4

10.6

345,

842

5,98

86,

138

6,29

16,

448

6,61

06,

775

6,94

47,

118

7,29

67,

478

Depr

ecia

tion

3100

/349

0.*.

740

156,

000

159,

100

159,

100

159,

100

159,

100

159,

100

159,

100

159,

100

159,

100

159,

100

159,

100

Tota

l Exp

endi

ture

376,

302

282,

352

290,

652

342,

131

259,

025

292,

478

245,

587

322,

273

230,

552

222,

332

253,

602

Net

t Cos

t to

Coun

cil

345,

414

251,

464

259,

764

311,

243

228,

137

261,

590

214,

699

291,

385

199,

664

191,

444

222,

714


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

2. P

ublic

Ord

er a

nd S

afet

y

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Inco

me

Fire

Con

trol

1I

Ope

ratin

g Gr

ant

2070

.115

.160

(95,

601)

(107

,264

)(1

09,9

46)

(112

,692

)(1

15,5

13)

(118

,398

)(1

21,3

58)

(124

,394

)(1

27,5

05)

(130

,690

)(1

33,9

62)

Min

or E

quip

men

t & C

onsu

mab

les

2070

.115

.161

(38,

438)

(38,

000)

(38,

950)

(39,

923)

(40,

922)

(41,

944)

(42,

993)

(44,

069)

(45,

171)

(46,

299)

(47,

458)

Blan

d O

pera

ting

Gran

t20

70.1

15.1

64(2

95,3

52)

(296

,653

)(3

04,0

69)

(311

,664

)(3

19,4

66)

(327

,446

)(3

35,6

33)

(344

,028

)(3

52,6

31)

(361

,442

)(3

70,4

90)

Blan

d Ad

min

istra

tion

Fee

2070

.130

.220

(21,

537)

(22,

075)

(22,

627)

(23,

192)

(23,

773)

(24,

366)

(24,

976)

(25,

600)

(26,

241)

(26,

896)

(27,

569)

Anim

al C

ontr

ol2I

2040

(5,2

00)

(5,2

00)

(5,2

04)

(5,2

10)

(5,2

16)

(5,2

20)

(5,2

26)

(5,2

32)

(5,2

38)

(5,2

44)

(5,2

50)

Tota

l Inc

ome

(456

,128

)(4

69,1

92)

(480

,796

)(4

92,6

81)

(504

,890

)(5

17,3

74)

(530

,186

)(5

43,3

23)

(556

,786

)(5

70,5

71)

(584

,729

)

Expe

nditu

reFi

re C

ontr

ol1E

Cont

ribut

ion

- NSW

Fire

Brig

ade

4070

.406

.380

34,9

9835

,270

36,1

5237

,055

37,9

8238

,931

39,9

0440

,903

41,9

2542

,973

44,0

49Co

ntrib

utio

n - B

ush

Fire

Fun

d40

70.4

06.3

8117

8,15

222

9,44

623

5,18

224

1,05

624

7,09

025

3,26

225

9,59

526

6,08

927

2,74

227

9,55

728

6,55

5Br

igad

e &

Fun

ded

Vehi

cle

Expe

nses

4070

.306

.28

,044

29,2

9730

,151

31,0

2931

,934

32,8

6733

,826

34,8

1735

,835

36,8

8637

,968

Bush

fire

Trai

ning

4070

.310

.3,

075

3,15

23,

231

3,31

13,

394

3,47

93,

566

3,65

53,

747

3,84

03,

937

Min

or E

quip

men

t & C

onsu

mab

les

4070

77,9

7278

,630

80,5

9682

,609

84,6

7786

,792

88,9

6291

,187

93,4

6795

,803

98,2

01Bl

and

Shire

Brig

ade

& V

ehic

le C

osts

4071

258,

677

260,

522

266,

785

273,

201

279,

788

286,

528

293,

442

300,

529

307,

793

315,

237

322,

875

Ove

rhea

ds/In

tern

al R

echa

rges

4070

.980

.980

83,1

6092

,391

98,5

1010

1,55

510

4,69

910

7,94

511

1,30

411

4,77

411

8,36

412

2,07

212

5,90

2

Anim

al C

ontr

ol2E

4040

153,

029

155,

908

167,

179

172,

537

178,

065

183,

778

189,

686

195,

794

202,

110

208,

640

210,

902

Enfo

rcem

ent o

f Reg

ulat

ions

3E

4030

39,8

0746

,930

48,4

8750

,101

51,7

6753

,487

55,2

6857

,109

59,0

1160

,979

63,0

09

Emer

genc

y Se

rvic

es4E

Secu

rity

Serv

ice

4075

.420

.38

,622

39,5

8840

,578

41,5

9142

,632

43,6

9744

,790

45,9

1047

,058

48,2

3449

,441

CCTV

Ope

ratin

g Co

sts

4075

.421

.2,

000

8,50

08,

712

8,93

09,

154

9,38

29,

617

9,85

710

,104

10,3

5610

,616

Insu

ranc

es40

75.4

10.

1,09

01,

131

1,15

91,

188

1,21

81,

248

1,28

01,

311

1,34

51,

378

1,41

3St

ate

Emer

genc

y Se

rvic

es40

80.5

28./4

080.

410.

22,6

8523

,244

23,8

2424

,419

25,0

3225

,656

26,2

9826

,956

27,6

3028

,321

29,0

29Em

erge

ncy

Man

agem

ent C

omm

ittee

4080

.529

.2,

800

2,80

02,

870

2,94

13,

015

3,09

03,

167

3,24

73,

329

3,41

23,

497

Ove

rhea

ds/In

tern

al R

echa

rges

4080

.980

.980

5,67

06,

299

6,71

76,

924

7,13

97,

360

7,58

97,

826

8,07

08,

323

8,58

4

Depr

ecia

tion

4070

/404

0/40

30/4

075/

4080

12,8

5015

,158

15,1

5815

,158

15,1

5815

,158

15,1

5815

,158

15,1

5815

,158

15,1

58

Tota

l Exp

endi

ture

942,

631

1,02

8,26

61,

065,

291

1,09

3,60

51,

122,

744

1,15

2,66

01,

183,

452

1,21

5,12

21,

247,

688

1,28

1,16

91,

311,

136

Net

t Cos

t to

Coun

cil

486,

503

559,

074

584,

495

600,

924

617,

854

635,

286

653,

266

671,

799

690,

902

710,

598

726,

407


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

3. H

ealth

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Inco

me

Heal

th A

dmin

istr

atio

n1I

2100

(2,5

00)

(2,6

00)

(2,6

65)

(2,7

32)

(2,8

00)

(2,8

70)

(2,9

42)

(3,0

15)

(3,0

91)

(3,1

68)

(3,2

47)

Nox

ious

Wee

eds

2I

1220

(46,

000)

(47,

000)

(48,

175)

(49,

378)

(50,

614)

(51,

879)

(53,

176)

(54,

506)

(55,

869)

(57,

265)

(58,

698)

Tota

l Inc

ome

(48,

500)

(49,

600)

(50,

840)

(52,

110)

(53,

414)

(54,

749)

(56,

118)

(57,

521)

(58,

960)

(60,

433)

(61,

945)

Expe

nditu

reHe

alth

Adm

inis

trat

ion

1e

Heal

th A

dmin

istra

tion

& In

spec

tion

4100

55,4

8362

,721

64,8

6867

,095

69,3

9471

,772

74,2

3476

,780

79,4

1782

,144

84,9

62Bu

sh B

ursa

ry P

rogr

am41

00.4

50.5

813,

000

-

3,00

0-

3,

000

-

3,00

0-

3,

000

-

3,00

0O

verh

eads

/Inte

rnal

Rec

harg

es41

00.9

80.9

8051

,786

57,5

3461

,345

63,2

4165

,199

67,2

2169

,312

71,4

7373

,708

76,0

1878

,403

Imm

uniza

tion

4110

.350

.603

1,00

01,

100

1,12

81,

156

1,18

51,

214

1,24

51,

276

1,30

81,

340

1,37

4Fo

od C

ontr

ol A

dmin

istra

tion

4120

31,5

4836

,100

37,3

4238

,630

39,9

5941

,334

42,7

5844

,231

45,7

5447

,334

48,9

63

Nox

ious

Wee

ds/P

ests

2e

Nox

ious

Pes

ts/F

ruit

Fly

4140

5,50

05,

500

5,50

05,

500

5,50

05,

500

5,50

05,

500

5,50

05,

500

5,50

0N

oxio

us W

eeds

- Co

ordi

natio

n &

Insp

ectio

n32

20.5

23/3

00/5

1910

1,47

910

2,06

010

4,73

210

8,87

411

0,29

311

3,18

311

7,65

111

9,19

912

2,32

812

7,14

012

8,84

1N

oxio

us W

eeds

- Kh

aki W

eed

3220

.519

.401

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

00N

oxio

us W

eeds

- Lo

cal C

ontr

ol32

20.5

22.

7,00

07,

000

7,00

07,

000

7,00

07,

000

7,00

07,

000

7,00

07,

000

7,00

0N

oxio

us W

eeds

- Re

gion

al P

lans

3220

.520

/521

21,0

0021

,000

21,0

0021

,000

21,0

0021

,000

21,0

0021

,000

21,0

0021

,000

21,0

00O

verh

eads

/Inte

rnal

Rec

harg

es32

20.9

80.9

8015

,120

16,7

9817

,911

18,4

6519

,036

19,6

2620

,237

20,8

6821

,521

22,1

9522

,891

Depr

ecia

tion

4100

.*.7

408,

400

6,30

06,

300

6,30

06,

300

6,30

06,

300

6,30

06,

300

6,30

06,

300

Tota

l Exp

endi

ture

311,

316

326,

113

340,

126

347,

261

357,

866

364,

150

378,

237

383,

627

396,

836

405,

971

418,

234

Net

t Cos

t to

Coun

cil

262,

816

276,

513

289,

286

295,

151

304,

452

309,

401

322,

119

326,

106

337,

876

345,

538

356,

289


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

4. C

omm

unity

Ser

vice

s and

Edu

catio

n

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Inco

me

Stat

e Fu

nded

HAC

C Pr

ogra

ms

1i

Com

mun

ity O

ptio

ns -

Tem

ora/

Cool

amon

2800

(3,4

32)

-

-

-

-

-

-

-

-

-

-

Cent

re B

ased

Car

e28

02(3

8,00

0)-

-

-

-

-

-

-

-

-

-

So

cial

Sup

port

- Te

mor

a28

03(4

,000

)-

-

-

-

-

-

-

-

-

-

Fo

od S

ervi

ces

2804

(10,

000)

-

-

-

-

-

-

-

-

-

-

Line

n - T

emor

a28

07(3

36)

-

-

-

-

-

-

-

-

-

-

Hom

e M

aint

enan

ce -

Tem

ora

2808

(5,0

00)

-

-

-

-

-

-

-

-

-

-

Soci

al S

uppo

rt -

Coot

amun

dra

2810

(35,

436)

-

-

-

-

-

-

-

-

-

-

Tran

spor

t - T

emor

a18

60(2

17,1

47)

(210

,500

)(2

15,7

62)

(221

,152

)(2

26,6

89)

(232

,349

)(2

38,1

59)

(244

,117

)(2

50,2

22)

(256

,472

)(2

62,8

95)

Tran

spor

t - C

oota

mun

dra

1818

(177

,404

)(1

80,5

00)

(185

,012

)(1

89,6

32)

(194

,381

)(1

99,2

38)

(204

,218

)(2

09,3

24)

(214

,559

)(2

19,9

22)

(225

,427

)Tr

ansit

ion

Fund

ing

1809

(35,

000)

-

-

-

-

-

-

-

-

-

-

Disa

bilit

y Se

rvic

es P

acka

ges

2820

-288

0(5

92,8

08)

(949

,198

)(9

72,9

28)

(997

,227

)(1

,022

,191

)(1

,047

,725

)(1

,073

,923

)(1

,100

,785

)(1

,128

,312

)(1

,156

,503

)(1

,185

,453

)Su

ppor

ted

Inde

pend

ent L

ivin

g28

18-

(5

86,2

95)

(600

,952

)(6

15,9

62)

(631

,381

)(6

47,1

52)

(663

,334

)(6

79,9

26)

(696

,929

)(7

14,3

42)

(732

,224

)Co

ntra

cted

Ser

vice

s18

26-1

828

-

(70,

000)

(71,

750)

(73,

542)

(75,

383)

(77,

266)

(79,

198)

(81,

179)

(83,

209)

(85,

288)

(87,

423)

Com

mon

wea

lth F

unde

d HA

CC P

rogr

ams

2i

My

Aged

Car

e Re

gion

al A

sses

smen

ts29

01(4

4,00

0)(4

5,00

0)(4

6,12

5)(4

7,27

7)(4

8,46

0)(4

9,67

1)(5

0,91

3)(5

2,18

6)(5

3,49

2)(5

4,82

8)(5

6,20

0)So

cial

Sup

port

Gro

up (D

DC)

2902

(38,

823)

(39,

792)

(40,

787)

(41,

805)

(42,

852)

(43,

923)

(45,

021)

(46,

147)

(47,

300)

(48,

482)

(49,

697)

Soci

al S

uppo

rt -

Tem

ora

2903

(36,

782)

(37,

702)

(38,

645)

(39,

610)

(40,

601)

(41,

615)

(42,

656)

(43,

723)

(44,

816)

(45,

936)

(47,

086)

Food

Ser

vice

s29

04(1

81,2

11)

(182

,747

)(1

87,3

15)

(191

,994

)(1

96,8

00)

(201

,716

)(2

06,7

60)

(211

,932

)(2

17,2

31)

(222

,659

)(2

28,2

32)

Resp

ite C

are

- Tem

ora

2905

(48,

999)

(50,

110)

(51,

362)

(52,

645)

(53,

963)

(55,

312)

(56,

695)

(58,

113)

(59,

565)

(61,

054)

(62,

582)

Hom

e M

odifi

catio

ns -

Tem

ora

2906

(44,

957)

(46,

081)

(47,

232)

(48,

412)

(49,

624)

(50,

864)

(52,

136)

(53,

441)

(54,

776)

(56,

145)

(57,

550)

Pers

onal

Car

e29

07(2

0,19

9)(2

0,70

4)(2

1,22

2)(2

1,75

2)(2

2,29

6)(2

2,85

3)(2

3,42

4)(2

4,01

0)(2

4,61

0)(2

5,22

5)(2

5,85

7)Ho

me

Mai

nten

ance

- Te

mor

a29

08(1

0,71

5)(1

0,98

3)(1

1,25

7)(1

1,53

9)(1

1,82

7)(1

2,12

3)(1

2,42

6)(1

2,73

7)(1

3,05

6)(1

3,38

1)(1

3,71

7)So

cial

Sup

port

- Co

otam

undr

a29

10(3

7,20

2)(3

8,13

3)(3

9,08

7)(4

0,06

3)(4

1,06

5)(4

2,09

1)(4

3,14

4)(4

4,22

3)(4

5,32

8)(4

6,46

1)(4

7,62

4)Ho

me

Mod

ifica

tions

- Co

otam

undr

a29

11(2

5,78

3)(2

6,42

8)(2

7,08

8)(2

7,76

5)(2

8,46

0)(2

9,17

1)(2

9,90

0)(3

0,64

9)(3

1,41

4)(3

2,19

9)(3

3,00

6)Ho

me

Mai

nten

ance

- Co

otam

undr

a29

12(1

0,19

0)(1

0,44

5)(1

0,70

6)(1

0,97

4)(1

1,24

8)(1

1,52

9)(1

1,81

7)(1

2,11

3)(1

2,41

6)(1

2,72

6)(1

3,04

5)Do

mes

tic A

ssist

ance

2913

(48,

500)

(49,

712)

(50,

955)

(52,

227)

(53,

535)

(54,

872)

(56,

244)

(57,

651)

(59,

093)

(60,

569)

(62,

085)

Hom

e M

odifi

catio

ns -

Leet

on29

15(1

0,66

0)(1

0,92

6)(1

1,19

9)(1

1,47

9)(1

1,76

6)(1

2,06

0)(1

2,36

2)(1

2,67

1)(1

2,98

8)(1

3,31

2)(1

3,64

5)Ho

me

Mai

nten

ance

- Le

eton

2916

(22,

546)

(23,

110)

(23,

688)

(24,

279)

(24,

887)

(25,

509)

(26,

147)

(26,

801)

(27,

471)

(28,

157)

(28,

862)

Soci

al S

uppo

rt In

divi

dual

- Le

eton

2917

(34,

676)

(35,

543)

(36,

432)

(37,

341)

(38,

276)

(39,

232)

(40,

213)

(41,

219)

(42,

250)

(43,

306)

(44,

390)

Food

Ser

vice

s - L

eeto

n29

18(6

3,14

4)(1

04,7

23)

(107

,341

)(1

10,0

22)

(112

,776

)(1

15,5

93)

(118

,484

)(1

21,4

47)

(124

,484

)(1

27,5

95)

(130

,789

)Ag

ed C

are

Pack

ages

2920

-298

0-

(7

53,9

40)

(772

,788

)(7

92,0

89)

(811

,918

)(8

32,1

99)

(853

,008

)(8

74,3

44)

(896

,208

)(9

18,6

00)

(941

,596

)

Com

mun

ity C

ar

1861

(6,8

29)

(6,9

99)

(7,1

74)

(7,3

53)

(7,5

37)

(7,7

25)

(7,9

19)

(8,1

17)

(8,3

20)

(8,5

28)

(8,7

41)

Com

mun

ity S

ervi

ces S

undr

y3i

1700

(1,7

00)

(1,7

00)

(1,7

17)

(1,7

35)

(1,7

54)

(1,7

73)

(1,7

92)

(1,8

12)

(1,8

32)

(1,8

53)

(1,8

74)

Yout

h Af

fairs

4i

1780

(1,2

30)

(1,2

00)

(1,2

30)

(1,2

61)

(1,2

92)

(1,3

25)

(1,3

58)

(1,3

92)

(1,4

26)

(1,4

62)

(1,4

99)

Educ

atio

n5i

Pre

Scho

ol K

inde

rgar

ten

1790

(12)

(12)

(12)

(12)

(12)

(12)

(12)

(12)

(12)

(12)

(12)

Tota

l Inc

ome

(1,8

06,7

21)

(3,4

92,4

83)

(3,5

79,7

66)

(3,6

69,1

49)

(3,7

60,9

74)

(3,8

54,8

98)

(3,9

51,2

63)

(4,0

50,0

71)

(4,1

51,3

19)

(4,2

55,0

17)

(4,3

61,5

11)


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

4. C

omm

unity

Ser

vice

s and

Edu

catio

n

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Expe

nditu

reSt

ate

Fund

ed H

ACC

Prog

ram

s1e

Cent

re B

ased

Day

Car

e48

0238

,000

-

-

-

-

-

-

-

-

-

-

Soci

al S

uppo

rt -

Tem

ora

4803

4,00

0-

-

-

-

-

-

-

-

-

-

Fo

od S

ervi

ces

4804

10,0

00-

-

-

-

-

-

-

-

-

-

Li

nen

- Tem

ora

4807

336

-

-

-

-

-

-

-

-

-

-

Hom

e M

aint

enan

ce -

Tem

ora

4808

5,00

0-

-

-

-

-

-

-

-

-

-

So

cial

Sup

port

- Co

otam

undr

a48

1035

,436

-

-

-

-

-

-

-

-

-

-

Tran

spor

t - T

emor

a38

6020

5,64

718

8,85

719

5,02

620

1,41

420

8,00

421

4,81

722

1,86

222

9,14

223

6,67

324

4,45

925

2,49

7Tr

ansp

ort -

Coo

tam

undr

a38

1816

2,40

417

1,14

317

4,74

817

8,37

018

2,06

618

5,77

018

9,51

519

3,29

919

7,10

820

0,93

520

4,82

5Di

sabl

ed S

ervi

ces P

acka

ges

4820

- 48

8058

3,88

894

9,19

897

2,92

899

7,22

71,

022,

191

1,04

7,72

51,

073,

923

1,10

0,78

51,

128,

311

1,15

6,50

31,

185,

453

Supp

orte

d In

depe

nden

t Liv

ing

4818

-

582,

710

597,

367

612,

377

627,

796

643,

567

659,

749

676,

341

693,

344

710,

757

728,

639

Cont

ract

ed S

ervi

ces

3826

- 38

28-

70

,000

71,7

4973

,542

75,3

8377

,266

79,1

9781

,179

83,2

0885

,288

87,4

23

Com

mon

wea

lth F

unde

d HA

CC P

rogr

ams

2e

My

Aged

Car

e Re

gion

al A

sses

smen

ts49

0144

,000

45,0

0046

,125

47,2

7748

,460

49,6

7150

,913

52,1

8653

,492

54,8

2856

,200

Soci

al S

uppo

rt G

roup

(DDC

)49

0238

,823

39,7

9240

,787

41,8

0542

,852

43,9

2345

,021

46,1

4747

,300

48,4

8249

,697

Soci

al S

uppo

rt -

Tem

ora

4903

36,7

8237

,702

38,6

4539

,610

40,6

0141

,615

42,6

5643

,723

44,8

1645

,936

47,0

86Fo

od S

ervi

ces

4904

181,

211

182,

747

187,

315

191,

994

196,

800

201,

716

206,

760

211,

932

217,

231

222,

659

228,

232

Resp

ite C

are

- Tem

ora

4905

48,9

9950

,110

51,3

6252

,645

53,9

6355

,312

56,6

9558

,113

59,5

6561

,054

62,5

82Ho

me

Mod

ifica

tions

- Te

mor

a49

0644

,957

46,0

8147

,232

48,4

1249

,624

50,8

6452

,136

53,4

4154

,776

56,1

4557

,550

Pers

onal

Car

e49

0720

,199

20,7

0421

,222

21,7

5222

,296

22,8

5323

,424

24,0

1024

,610

25,2

2525

,857

Hom

e M

aint

enan

ce -

Tem

ora

4908

10,7

1510

,983

11,2

5711

,539

11,8

2712

,123

12,4

2612

,737

13,0

5613

,381

13,7

17So

cial

Sup

port

- Co

otam

undr

a49

1037

,202

38,1

3339

,087

40,0

6341

,065

42,0

9143

,144

44,2

2345

,328

46,4

6147

,624

Hom

e M

odifi

catio

ns -

Coot

amun

dra

4911

25,7

8326

,428

27,0

8827

,765

28,4

6029

,171

29,9

0030

,649

31,4

1432

,199

33,0

06Ho

me

Mai

nten

ance

- Co

otam

undr

a49

1210

,190

10,4

4510

,706

10,9

7411

,248

11,5

2911

,817

12,1

1312

,416

12,7

2613

,045

Dom

estic

Ass

istan

ce49

1348

,500

49,7

1250

,955

52,2

2753

,535

54,8

7256

,244

57,6

5159

,093

60,5

6962

,085

Hom

e M

odifi

catio

ns -

Leet

on49

1510

,660

10,9

2611

,199

11,4

7911

,766

12,0

6012

,362

12,6

7112

,988

13,3

1213

,645

Hom

e M

aint

enan

ce -

Leet

on49

1622

,546

23,1

1023

,688

24,2

7924

,887

25,5

0926

,147

26,8

0127

,471

28,1

5728

,862

Soci

al S

uppo

rt In

divi

dual

- Le

eton

4917

34,6

7635

,543

36,4

3237

,341

38,2

7639

,232

40,2

1341

,219

42,2

5043

,306

44,3

90Fo

od S

ervi

ces -

Lee

ton

4918

63,1

4410

4,72

310

7,34

111

0,02

211

2,77

611

5,59

311

8,48

412

1,44

712

4,48

412

7,59

513

0,78

9Ag

ed C

are

Pack

ages

4920

-498

0-

71

0,44

072

9,29

074

8,58

976

8,41

878

8,69

880

9,50

983

0,84

585

2,71

087

5,10

189

8,09

5

Com

mun

ity C

ar38

616,

830

6,99

97,

173

7,35

37,

537

7,72

67,

919

8,11

68,

320

8,52

78,

742

Oth

er C

omm

unity

Ser

vice

s & E

duca

tion

3E

Aged

Ser

vice

s37

00.4

59.

3,00

03,

000

3,07

53,

152

3,23

13,

312

3,39

43,

479

3,56

63,

655

3,74

7O

ther

Com

mun

ity S

ervi

ces

3700

95,3

8310

3,83

310

8,48

711

2,00

011

5,62

811

9,37

812

3,25

912

7,27

413

1,42

813

5,72

714

0,16

5Co

mm

unity

& S

ocia

l Dev

elop

men

t38

705,

900

5,90

95,

918

5,92

75,

937

5,94

65,

956

5,96

75,

977

5,98

85,

998

Yout

h Af

fairs

4E

Yout

h Pr

ogra

m37

8088

,864

95,0

2198

,358

101,

071

103,

868

106,

765

109,

763

112,

863

116,

072

119,

392

122,

820

Scho

lars

hips

3780

.405

.621

6,00

06,

000

6,00

06,

000

6,00

06,

000

6,00

06,

000

6,00

06,

000

6,00

0

Educ

atio

n5e

Pre-

Scho

ol K

inde

rgar

ten

3790

8,85

49,

863

10,1

0910

,363

10,6

2210

,887

11,1

5911

,438

11,7

2412

,017

12,3

18

Depr

ecia

tion

101,

400

122,

985

122,

985

122,

985

122,

985

122,

985

122,

985

122,

985

122,

985

122,

985

122,

985

Tota

l Exp

endi

ture

2,03

9,32

93,

758,

097

3,85

3,65

43,

949,

554

4,04

8,10

24,

148,

976

4,25

2,53

24,

358,

776

4,46

7,71

64,

579,

369

4,69

4,07

4

Net

t Cos

t to

Coun

cil

232,

608

265,

614

273,

888

280,

405

287,

128

294,

078

301,

269

308,

705

316,

397

324,

352

332,

563


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

5. H

ousi

ng a

nd C

omm

unity

Am

eniti

es

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Inco

me

Tow

n Pl

anni

ng2i

Sec

149

Cert

ifica

te F

ees

2010

.105

.58

(12,

000)

(12,

000)

(12,

300)

(12,

607)

(12,

923)

(13,

246)

(13,

577)

(13,

916)

(14,

264)

(14,

621)

(14,

987)

Deve

lopm

ent A

pplic

atio

n Fe

es20

10.1

05.6

1(2

5,00

0)(4

0,00

0)(4

1,00

0)(4

2,02

4)(4

3,07

6)(4

4,15

2)(4

5,25

6)(4

6,38

8)(4

7,54

8)(4

8,73

6)(4

9,95

6)Se

ctio

n 94

Con

trib

utio

ns20

10.1

05.7

1-

(2

6,00

0)(2

6,00

0)(2

6,00

0)(2

6,00

0)(2

6,00

0)(2

6,00

0)(2

6,00

0)(2

6,00

0)(2

6,00

0)(2

6,00

0)Su

bdiv

ision

Fee

s20

10.1

05.6

3(4

,200

)(4

,500

)(4

,612

)(4

,728

)(4

,846

)(4

,967

)(5

,091

)(5

,219

)(5

,349

)(5

,483

)(5

,620

)

Was

te M

anag

emen

t3i

Dom

estic

Was

te C

harg

es14

20.1

00.4

0(4

81,7

90)

(510

,795

)(5

36,3

35)

(561

,874

)(5

92,5

22)

(623

,170

)(6

53,8

18)

(684

,465

)(7

20,2

21)

(755

,977

)(7

91,7

32)

Pens

ion

Reba

te14

20.1

00.3

0/31

39,0

0039

,333

40,3

1641

,324

42,3

5843

,416

44,5

0245

,615

46,7

5547

,924

49,1

23Tr

ade

Was

te C

harg

es14

21.1

00.4

1(1

06,0

62)

(113

,189

)(1

18,8

48)

(124

,508

)(1

31,2

99)

(138

,091

)(1

44,8

82)

(151

,673

)(1

59,5

96)

(167

,520

)(1

75,4

43)

Extr

a Ch

arge

s14

20/1

421.

120.

34(1

,900

)(1

,900

)(1

,900

)(1

,900

)(1

,900

)(1

,900

)(1

,900

)(1

,900

)(1

,900

)(1

,900

)(1

,900

)Ti

ppin

g Ch

arge

s14

10.1

10.

(89,

100)

(100

,150

)(1

02,6

54)

(105

,218

)(1

07,8

52)

(110

,545

)(1

13,3

09)

(116

,144

)(1

19,0

49)

(122

,022

)(1

25,0

78)

Stor

mw

ater

Man

agem

ent

4i

Stor

mw

ater

Man

agem

ent A

nnua

l Cha

rges

1400

.100

.44

(47,

975)

(48,

175)

(48,

175)

(48,

175)

(48,

175)

(48,

175)

(48,

175)

(48,

175)

(48,

175)

(48,

175)

(48,

175)

Gran

ts -

Floo

d St

udie

s & F

lood

plai

n Ri

sk M

gt P

lans

1400

.115

.171

(81,

428)

(201

,429

)(8

5,00

0)-

-

-

-

-

-

-

-

Herit

age

5i

Herit

age

Fund

Gra

nts

1930

.115

(8,0

00)

(8,0

00)

(8,0

00)

(8,0

00)

(8,0

00)

(8,0

00)

(8,0

00)

(8,0

00)

(8,0

00)

(8,0

00)

(8,0

00)

Publ

ic C

emet

ery

Fees

6i

1530

/153

1.(5

9,60

0)(6

5,50

0)(6

7,13

7)(6

8,81

4)(7

0,53

6)(7

2,29

9)(7

4,10

7)(7

5,96

0)(7

7,86

0)(7

9,80

5)(8

1,80

2)

Envi

ronm

enta

l Pro

tect

ion

7i

2060

(5,0

00)

(5,0

00)

(5,0

00)

(5,0

00)

(5,0

00)

(5,0

00)

(5,0

00)

(5,0

00)

(5,0

00)

(5,0

00)

(5,0

00)

Tota

l Inc

ome

(883

,055

)(1

,097

,305

)(1

,016

,645

)(9

67,5

24)

(1,0

09,7

71)

(1,0

52,1

29)

(1,0

94,6

13)

(1,1

37,2

25)

(1,1

86,2

07)

(1,2

35,3

15)

(1,2

84,5

70)

Expe

nditu

reHo

usin

g1e

Dwel

ling

Mai

nten

ance

4164

3,50

03,

500

3,57

73,

658

3,74

03,

825

3,91

34,

004

4,09

84,

194

4,29

4

Tow

n Pl

anni

ng2e

4010

160,

976

193,

534

201,

951

208,

476

215,

212

222,

175

229,

384

236,

840

244,

557

252,

539

260,

782

Was

te M

anag

emen

t3e

Dom

estic

Was

te C

olle

ctio

n34

2018

5,90

019

0,09

819

6,36

720

2,08

520

7,97

521

4,03

722

0,28

722

6,72

823

3,36

624

0,20

124

7,24

5Tr

ade

Was

te C

olle

ctio

n34

2120

,694

22,0

6723

,095

23,7

8424

,496

25,2

2825

,984

26,7

6527

,569

28,4

0029

,257

Oth

er W

aste

Col

lect

ion

3422

& 3

430

49,3

2151

,205

53,0

8754

,660

56,2

8157

,950

59,6

6961

,444

63,2

7465

,161

67,1

03W

aste

Disp

osal

3410

249,

587

298,

132

276,

256

284,

644

293,

289

302,

196

311,

390

320,

870

330,

650

340,

733

351,

130

Stor

mw

ater

Dra

inag

e4e

Stor

mw

ater

Dra

inag

e M

aint

enan

ce34

0018

,700

19,6

0520

,174

20,7

6021

,365

21,9

8522

,626

23,2

8423

,965

24,6

6525

,385

Tem

ora

Floo

d St

udy

3400

.356

.401

95,0

00-

-

-

-

-

-

-

-

-

-

Ar

iah

Park

& S

prin

gdal

e Fl

ood

Stud

y &

Flo

odpl

ain

Risk

M

anag

emen

t Pla

n34

00.3

57.4

01-

23

5,00

0-

-

-

-

-

-

-

-

-

Te

mor

a Fl

oodp

lain

Risk

Man

agem

ent P

lan

3400

.358

.401

-

-

100,

000

-

-

-

-

-

-

-

-

Herit

age

5e

Herit

age

Fund

3930

16,5

0020

,500

20,6

6420

,835

21,0

1121

,194

21,3

8321

,578

21,7

7821

,986

22,2

01He

ritag

e Ad

vise

r39

30.3

60.4

0813

,000

15,0

0015

,375

15,7

5916

,154

16,5

5716

,971

17,3

9617

,830

18,2

7618

,734

Publ

ic C

emet

erie

s6e

3530

-353

218

6,60

120

9,17

921

7,13

322

3,43

722

9,93

323

6,61

824

3,51

325

0,61

825

7,94

326

5,48

827

3,25

8

Envi

ronm

enta

l Pro

tect

ion

7e

Re

cycl

ing

Ope

ratio

ns40

60.9

70 &

341

517

,605

18,0

1418

,495

18,9

9119

,502

20,0

2520

,563

21,1

1421

,682

22,2

6522

,864

Oth

er E

nviro

nmen

tal P

rote

ctio

n40

606,

139

6,26

06,

276

6,29

26,

307

6,32

36,

340

6,35

86,

375

6,39

36,

411

LCM

A La

ndca

re F

und

4060

.450

.492

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

00En

viro

nmen

tal S

ervi

ces

4000

9,00

09,

200

9,38

09,

565

9,75

49,

947

10,1

4610

,350

10,5

5910

,772

10,9

92

Publ

ic C

onve

nien

ces

8e

3450

83,9

7290

,403

95,0

0697

,983

101,

054

104,

228

107,

507

110,

895

114,

399

118,

017

121,

749

Stre

et C

lean

ing

9e

3440

220,

560

231,

443

238,

475

245,

426

252,

586

259,

953

267,

550

275,

376

283,

439

291,

741

300,

297

Depr

ecia

tion

228,

630

233,

135

233,

135

233,

135

233,

135

233,

135

233,

135

233,

135

233,

135

233,

135

233,

135

Tota

l Exp

endi

ture

1,57

5,68

51,

856,

275

1,73

8,44

61,

679,

490

1,72

1,79

41,

765,

376

1,81

0,36

11,

856,

755

1,90

4,61

91,

953,

966

2,00

4,83

7

Net

t Cos

t to

Coun

cil

692,

630

758,

970

721,

801

711,

966

712,

023

713,

247

715,

748

719,

530

718,

412

718,

651

720,

267


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

6. S

ewer

age

Serv

ices

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Inco

me

Sew

erag

e Sy

stem

1I

Resid

entia

l Ann

ual C

harg

es21

000.

100.

20/4

3(7

69,6

36)

(820

,178

)(8

61,1

87)

(902

,196

)(9

51,4

06)

(1,0

00,6

17)

(1,0

49,8

28)

(1,0

99,0

39)

(1,1

56,4

51)

(1,2

13,8

63)

(1,2

71,2

76)

Com

mer

cial

Acc

ess C

harg

e &

Usa

ge21

000.

101.

20/4

3(1

93,4

97)

(187

,825

)(1

97,2

16)

(206

,608

)(2

17,8

77)

(229

,146

)(2

40,4

16)

(251

,686

)(2

64,8

33)

(277

,981

)(2

91,1

29)

Extr

a Ch

arge

s21

000.

120.

34/3

5(2

,500

)(2

,500

)(2

,500

)(2

,500

)(2

,500

)(2

,500

)(2

,500

)(2

,500

)(2

,500

)(2

,500

)(2

,500

)Pe

nsio

n Re

bate

2100

0.10

0.30

/31

46,4

3243

,888

44,9

8546

,108

47,2

6348

,444

49,6

5550

,897

52,1

7053

,473

54,8

12In

tere

st E

arne

d21

000.

120.

190

(30,

000)

(16,

000)

(15,

000)

(15,

000)

(18,

000)

(20,

000)

(23,

000)

(25,

000)

(29,

000)

(31,

000)

(30,

000)

Pens

ion

Subs

idy

2100

0.11

5.98

49(2

5,00

0)(2

4,13

8)(2

4,74

1)(2

5,35

9)(2

5,99

4)(2

6,64

4)(2

7,31

0)(2

7,99

3)(2

8,69

3)(2

9,41

0)(3

0,14

6)Se

wer

Com

plia

nce

Cert

ifica

te F

ees

2100

0.11

0.10

2(5

,500

)(5

,637

)(5

,778

)(5

,922

)(6

,070

)(6

,222

)(6

,378

)(6

,537

)(6

,701

)(6

,868

)(7

,040

)Fi

ttin

gs &

Inst

alla

tion

2100

0.11

0.10

3(4

,100

)(4

,202

)(4

,307

)(4

,415

)(4

,525

)(4

,638

)(4

,754

)(4

,873

)(4

,995

)(5

,120

)(5

,248

)Dr

aina

ge D

iagr

am F

ee21

000.

110.

104

(4,3

07)

(4,4

00)

(4,5

10)

(4,6

23)

(4,7

38)

(4,8

57)

(4,9

78)

(5,1

03)

(5,2

30)

(5,3

61)

(5,4

95)

Prop

erty

Ren

tal

2100

0.13

0.12

0(1

,000

)(1

,000

)(1

,025

)(1

,051

)(1

,077

)(1

,104

)(1

,131

)(1

,160

)(1

,189

)(1

,218

)(1

,249

)Su

ndry

Inco

me

2100

0.13

0.22

0(1

00)

(100

)(1

02)

(105

)(1

08)

(110

)(1

13)

(116

)(1

19)

(122

)(1

25)

Plan

t Hire

2100

0.13

0.97

5(1

5,00

0)(1

5,00

0)(1

5,37

5)(1

5,75

9)(1

6,15

4)(1

6,55

7)(1

6,97

1)(1

7,39

6)(1

7,83

0)(1

8,27

6)(1

8,73

4)

Efflu

ent S

chem

e Sa

les

2I

2100

0.11

0.99

(12,

922)

(13,

245)

(13,

576)

(13,

915)

(14,

264)

(14,

620)

(14,

985)

(15,

360)

(15,

744)

(16,

138)

(16,

542)

Tota

l Inc

ome

(1,0

17,1

30)

(1,0

50,3

37)

(1,1

00,3

32)

(1,1

51,3

45)

(1,2

15,4

50)

(1,2

78,5

71)

(1,3

42,7

09)

(1,4

05,8

66)

(1,4

81,1

15)

(1,5

54,3

84)

(1,6

24,6

72)

Expe

nditu

reSe

wer

age

Syst

em1E

Man

agem

ent &

Tec

hnic

al C

osts

2300

0.33

8.34

020

,000

20,7

0021

,424

22,1

7622

,952

23,7

5524

,587

25,4

4926

,341

27,2

6428

,218

Inte

grat

ed W

ater

Cyc

le M

anag

emen

t Pla

n23

000.

347.

401

-

120,

000

-

-

-

-

-

-

-

-

-

Sew

erag

e M

gt P

lan

& O

pera

tiona

l Pro

cedu

res

2300

0.35

2.40

1-

-

10

0,00

0-

-

-

-

-

-

-

-

Re

cycl

ed W

ater

Mgt

Pla

n &

Ope

ratio

nal P

roce

dure

s23

000.

353.

401

50,0

00-

-

-

-

-

-

-

-

-

-

Tr

eatm

ent W

orks

2300

0.60

2.13

2,54

314

7,02

815

1,18

415

5,46

415

9,87

016

4,39

616

9,06

117

3,86

517

8,80

618

3,88

918

9,12

4M

ains

Mai

nten

ance

2300

0.60

1.13

6,15

015

9,32

516

3,99

316

8,80

517

3,76

117

8,86

218

4,12

218

9,54

119

5,12

820

0,88

120

6,80

7Pu

mpi

ng S

tatio

ns23

000.

603.

12,2

1515

,200

15,6

5916

,134

16,6

2417

,128

17,6

4718

,184

18,7

3919

,309

19,8

98Fi

ttin

gs &

Inst

alla

tion

2300

0.59

0.7,

000

7,00

07,

195

7,39

67,

603

7,81

58,

033

8,25

78,

488

8,72

68,

971

Insu

ranc

es23

000.

410.

*8,

642

8,84

09,

061

9,28

79,

519

9,75

810

,002

10,2

5210

,508

10,7

7111

,040

Sund

ry23

000.

970.

3,50

03,

587

3,67

73,

769

3,86

33,

959

4,05

84,

160

4,26

44,

370

4,48

0O

verh

eads

/Inte

rnal

Rec

harg

es23

000.

980.

980

33,0

7536

,746

39,1

8040

,391

41,6

4242

,933

44,2

6845

,649

47,0

7648

,552

50,0

75

Efflu

ent S

chem

e2E

2300

0.51

1/51

2/51

416

0,14

316

6,21

617

1,09

117

6,11

818

1,29

418

6,62

619

2,11

719

7,78

120

3,61

620

9,62

621

5,81

6

Depr

ecia

tion

2300

0.*.

740

215,

650

243,

150

243,

150

243,

150

243,

150

243,

150

243,

150

243,

150

243,

150

243,

150

243,

150

Tota

l Exp

endi

ture

778,

918

927,

792

925,

614

842,

690

860,

278

878,

382

897,

045

916,

288

936,

116

956,

538

977,

579

Net

t Cos

t to

Coun

cil

(238

,212

)(1

22,5

45)

(174

,718

)(3

08,6

55)

(355

,172

)(4

00,1

89)

(445

,664

)(4

89,5

78)

(544

,999

)(5

97,8

46)

(647

,093

)


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

7. R

ecre

atio

n an

d Cu

lture

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Inco

me

Libr

ary

Serv

ices

1i

1710

(36,

800)

(39,

000)

(39,

974)

(40,

974)

(41,

999)

(43,

048)

(44,

124)

(45,

229)

(46,

359)

(47,

518)

(48,

707)

Publ

ic H

alls

2i

Cine

ma

1742

(131

,500

)(1

31,5

00)

(134

,787

)(1

38,1

53)

(141

,613

)(1

45,1

51)

(148

,780

)(1

52,4

99)

(156

,313

)(1

60,2

20)

(164

,231

)Pu

blic

Hal

ls17

40/1

741

(9,5

00)

(8,0

00)

(9,5

00)

(9,7

38)

(9,9

81)

(10,

230)

(10,

486)

(10,

748)

(11,

017)

(11,

293)

(11,

575)

Recr

eatio

n Ce

ntre

/Sw

imm

ing

Pool

s3i

1720

/172

1/17

22/1

730

(158

,000

)(1

56,0

00)

(159

,899

)(1

63,8

93)

(167

,995

)(1

72,1

92)

(176

,498

)(1

80,9

13)

(185

,438

)(1

90,0

70)

(194

,827

)

Spor

ting

Grou

nds

4i

Spor

ting

Grou

nds -

Hire

Fee

s12

40(1

0,00

0)(1

67,0

00)

(12,

300)

(12,

607)

(12,

923)

(13,

246)

(13,

577)

(13,

916)

(14,

264)

(14,

621)

(14,

987)

SCCF

Gra

nt -

Golf

Club

Irrig

atio

n12

40.1

15.1

71-

(5

3,00

0)-

-

-

-

-

-

-

-

-

Park

s & G

arde

ns5i

1230

(2,0

00)

(72,

500)

(2,5

62)

(2,6

26)

(2,6

92)

(2,7

59)

(2,8

28)

(2,8

99)

(2,9

72)

(3,0

46)

(3,1

22)

Tota

l Inc

ome

(347

,800

)(6

27,0

00)

(359

,022

)(3

67,9

91)

(377

,203

)(3

86,6

26)

(396

,293

)(4

06,2

04)

(416

,363

)(4

26,7

68)

(437

,449

)

Expe

nditu

reLi

brar

y Se

rvic

es1e

3710

329,

354

355,

298

367,

470

378,

824

390,

507

402,

588

415,

040

427,

892

441,

164

454,

855

468,

977

Publ

ic H

alls

2e

Cine

ma

3742

133,

774

140,

991

145,

007

149,

149

153,

408

157,

786

162,

302

166,

952

171,

734

176,

660

181,

728

Publ

ic H

all M

aint

enan

ce37

40/3

741

116,

836

123,

099

128,

422

131,

840

135,

363

138,

991

142,

737

146,

603

150,

590

154,

701

158,

939

Recr

eatio

n Ce

ntre

/Sw

imm

ing

Pool

s3e

Tem

ora

Recr

eatio

n Ce

ntre

& S

wim

min

g Po

ol37

20/3

722/

3730

436,

292

494,

150

457,

312

469,

759

482,

593

495,

824

509,

484

523,

583

538,

139

553,

147

568,

636

Aria

h Pa

rk S

wim

min

g Po

ol37

2122

,722

22,7

7523

,094

23,4

2123

,758

24,1

0124

,454

24,8

1525

,185

25,5

6525

,954

Spor

t & R

ecre

atio

n Co

unci

l Con

trib

utio

n37

30.4

52.

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

00Sp

ortin

g W

alk

of H

onou

r38

70.4

99.

-

5,00

05,

000

5,00

05,

000

5,00

05,

000

5,00

05,

000

5,00

05,

000

Spor

ting

Grou

nds

4e

Spor

ting

Grou

nds M

aint

enac

e32

4031

5,91

732

5,56

533

6,87

334

6,61

835

6,65

436

6,98

037

7,62

938

8,60

139

9,90

741

1,54

542

3,54

0Do

natio

n to

Gol

f Clu

b fo

r Irr

igat

ion

Exte

nsio

n32

40.4

05.6

22-

53

,000

-

-

-

-

-

-

-

-

-

Park

s & G

arde

ns5e

3230

455,

868

481,

772

498,

010

512,

739

527,

922

543,

557

559,

692

576,

326

593,

482

611,

167

629,

395

Railw

ay P

reci

nt6e

Railw

ay M

useu

m37

861,

000

1,00

01,

000

1,00

01,

000

1,00

01,

000

1,00

01,

000

1,00

01,

000

Railw

ay S

tatio

n37

856,

116

6,81

66,

899

6,98

47,

071

7,16

17,

252

7,34

57,

441

7,54

07,

641

Bund

awar

rah

Cent

re7e

3880

177,

358

190,

397

197,

344

203,

600

210,

053

216,

715

223,

600

230,

717

238,

067

245,

661

253,

497

Cultu

ral A

ctiv

ities

8e

Aust

ralia

Day

3912

5,50

05,

500

5,50

05,

500

5,50

05,

500

5,50

05,

500

5,50

05,

500

5,50

0M

obile

Sta

ge E

xpen

ditu

re39

181,

500

1,54

71,

596

1,64

71,

699

1,75

31,

808

1,86

61,

926

1,98

72,

050

Izum

izaki

Visi

t38

90.4

50.5

92-

-

10

,000

-

10,0

00-

10

,000

-

10,0

00-

10

,000

Even

t Cos

ts &

Eve

nt F

acili

tatio

n39

10/1

3/14

/16/

21-2

9/39

0043

,094

54,0

8244

,830

45,6

0746

,408

47,2

3848

,098

48,9

8749

,909

50,8

6251

,848

Cultu

ral E

xpen

ditu

re38

9098

,556

116,

742

121,

248

123,

856

126,

547

129,

325

132,

198

135,

166

138,

234

141,

403

144,

677

Depr

ecia

tion

364,

990

689,

163

689,

163

689,

163

689,

163

689,

163

689,

163

689,

163

689,

163

689,

163

689,

163

Tota

l Exp

endi

ture

2,51

8,87

73,

076,

897

3,04

8,76

83,

104,

707

3,18

2,64

63,

242,

682

3,32

4,95

73,

389,

516

3,47

6,44

13,

545,

756

3,63

7,54

5

Net

t Cos

t to

Coun

cil

2,17

1,07

72,

449,

897

2,68

9,74

62,

736,

717

2,80

5,44

32,

856,

056

2,92

8,66

42,

983,

312

3,06

0,07

83,

118,

988

3,20

0,09

6


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

8. B

uild

ing

Serv

ices

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Inco

me

1I

Sept

ic T

ank

Inst

alla

tions

2020

.105

.54

(2,0

00)

(2,0

00)

(2,0

50)

(2,1

01)

(2,1

54)

(2,2

08)

(2,2

63)

(2,3

19)

(2,3

77)

(2,4

37)

(2,4

98)

Build

ing

Cert

ifica

te -

Sec

149E

2020

.105

.56

(100

)(1

00)

(102

)(1

05)

(108

)(1

10)

(113

)(1

16)

(119

)(1

22)

(125

)O

utst

andi

ng N

otic

es C

ertif

icat

e20

20.1

05.5

7(5

00)

(500

)(5

12)

(525

)(5

38)

(552

)(5

66)

(580

)(5

94)

(609

)(6

24)

Occ

upat

ion

Cert

ifica

te F

ees

2020

.105

.64

(9,0

00)

(9,0

00)

(9,2

25)

(9,4

55)

(9,6

92)

(9,9

34)

(10,

183)

(10,

437)

(10,

698)

(10,

966)

(11,

240)

Cons

truc

tion

Cert

ifica

te F

ees

2020

.105

.65

(30,

000)

(30,

000)

(30,

750)

(31,

518)

(32,

307)

(33,

114)

(33,

942)

(34,

791)

(35,

661)

(36,

552)

(37,

467)

Com

miss

ions

Rec

eive

d20

20.1

05.6

6(1

,000

)(1

,000

)(1

,025

)(1

,051

)(1

,077

)(1

,104

)(1

,131

)(1

,160

)(1

,189

)(1

,218

)(1

,249

)Co

mpl

ianc

e Ce

rtifi

cate

Fee

s20

20.1

05.6

7(2

0,00

0)(2

0,00

0)(2

0,50

0)(2

1,01

2)(2

1,53

8)(2

2,07

6)(2

2,62

8)(2

3,19

4)(2

3,77

4)(2

4,36

8)(2

4,97

8)Bu

ildin

g Co

ntro

l Sun

dry

2020

.130

.220

(100

)(1

00)

(102

)(1

05)

(108

)(1

10)

(113

)(1

16)

(119

)(1

22)

(125

)

Tota

l Inc

ome

(62,

700)

(62,

700)

(64,

266)

(65,

872)

(67,

522)

(69,

208)

(70,

939)

(72,

713)

(74,

531)

(76,

394)

(78,

306)

Expe

nditu

re1E

Empl

oyee

Cos

ts40

20.3

00/3

1013

6,71

615

4,93

416

0,33

716

5,93

917

1,72

817

7,71

518

3,91

819

0,33

619

6,98

620

3,86

621

0,97

8O

ffice

Adm

inist

ratio

n Co

sts

4020

.350

/370

/450

/970

64,0

0365

,335

67,2

3769

,197

71,2

1673

,292

75,4

3377

,641

79,9

1382

,254

84,6

65O

verh

eads

/Inte

rnal

Rec

harg

es40

20.9

80.9

8049

,896

55,4

3559

,106

60,9

3362

,819

64,7

6766

,782

68,8

6571

,018

73,2

4375

,541

Tota

l Exp

endi

ture

250,

615

275,

704

286,

680

296,

069

305,

763

315,

774

326,

133

336,

842

347,

917

359,

363

371,

184

Net

t Cos

t to

Coun

cil

187,

915

213,

004

222,

414

230,

197

238,

241

246,

566

255,

194

264,

129

273,

386

282,

969

292,

878


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

9. T

rans

port

and

Com

mun

icat

ion

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Inco

me

RTA

Cont

ribut

ions

Regi

onal

Roa

ds P

rogr

am1I

1340

(692

,900

)(7

04,1

75)

(721

,779

)(7

39,8

06)

(758

,326

)(7

77,2

68)

(796

,704

)(8

16,6

32)

(837

,053

)(8

57,9

67)

(879

,444

)St

ate

Road

s Pro

gram

2I

1370

(2,0

50,0

00)

(4,2

50,0

00)

(2,2

55,0

00)

(2,3

11,3

20)

(2,3

69,1

80)

(2,4

28,3

60)

(2,4

89,0

80)

(2,5

51,3

40)

(2,6

15,1

40)

(2,6

80,4

80)

(2,7

47,5

80)

Repa

ir Pr

ogra

m1I

1372

(118

,458

)(1

21,4

17)

(124

,452

)(1

27,5

61)

(130

,754

)(1

34,0

20)

(137

,371

)(1

40,8

07)

(144

,328

)(1

47,9

34)

(151

,638

)

Road

Saf

ety

Offi

cer

3i

1380

(86,

216)

(86,

038)

(88,

632)

(91,

322)

(94,

101)

(96,

977)

(99,

955)

(103

,038

)(1

06,2

32)

(109

,537

)(1

12,9

53)

Qua

rry

Ope

ratio

ns4i

1520

(6,4

62)

(6,6

23)

(6,7

89)

(6,9

58)

(7,1

32)

(7,3

10)

(7,4

93)

(7,6

81)

(7,8

73)

(8,0

69)

(8,2

71)

Asso

ciat

ed R

oadw

orks

5i

Road

s to

Reco

very

Pro

gram

1371

(1,0

86,4

78)

(565

,017

)(5

79,1

42)

(579

,142

)(5

79,1

42)

(579

,142

)(5

79,1

42)

(608

,099

)(6

08,0

99)

(608

,099

)(6

08,0

99)

Road

s - S

undr

y - S

ale

of O

ld M

ater

ial

1200

(500

)(5

00)

(512

)(5

25)

(538

)(5

52)

(566

)(5

80)

(594

)(6

09)

(624

)

Aero

drom

e6i

1510

(27,

000)

(7,0

00)

(7,1

75)

(7,3

54)

(7,5

38)

(7,7

27)

(7,9

20)

(8,1

18)

(8,3

21)

(8,5

29)

(8,7

42)

Stre

et L

ight

ing

7i

1390

(40,

000)

(40,

000)

(40,

000)

(40,

000)

(40,

000)

(40,

000)

(40,

000)

(40,

000)

(40,

000)

(40,

000)

(40,

000)

Tota

l Inc

ome

(4,1

08,0

14)

(5,7

80,7

70)

(3,8

23,4

81)

(3,9

03,9

88)

(3,9

86,7

11)

(4,0

71,3

56)

(4,1

58,2

31)

(4,2

76,2

95)

(4,3

67,6

40)

(4,4

61,2

24)

(4,5

57,3

51)

Expe

nditu

reRT

A Fu

nded

Roa

dwor

ksRe

gion

al R

oads

Pro

gram

1E

3340

271,

900

189,

175

161,

779

239,

806

278,

327

242,

268

156,

704

171,

632

287,

052

302,

967

319,

443

Stat

e Ro

ads P

rogr

am2E

3370

1,75

8,23

83,

556,

159

1,89

3,19

11,

940,

873

1,98

9,87

02,

040,

006

2,09

1,46

42,

144,

248

2,19

8,35

82,

253,

796

2,31

0,74

3

Road

Saf

ety

Offi

cer

3e

3380

98,5

2910

3,29

910

6,50

010

9,82

111

3,24

611

6,78

812

0,45

312

4,24

412

8,16

713

2,22

413

6,41

4

Qua

rry

Ope

ratio

ns4e

3520

46,3

256,

941

7,06

17,

186

7,31

57,

449

7,58

77,

730

7,87

98,

032

8,19

1

Asso

ciat

ed R

oadw

orks

5e

Urba

n Se

aled

Roa

ds33

3021

7,17

522

3,53

323

0,08

523

6,84

024

3,79

925

0,95

925

8,34

226

5,95

127

3,79

228

1,86

929

0,19

0Ur

ban

Unse

aled

Roa

ds33

3133

,012

33,9

5734

,930

35,9

3336

,964

38,0

2639

,119

40,2

4641

,404

42,5

9943

,829

Rura

l Sea

led

Road

s33

5026

9,03

727

7,54

528

5,73

729

4,18

330

2,88

531

1,84

332

1,08

233

0,60

334

0,41

935

0,52

836

0,94

8Ru

ral U

nsea

led

Road

s33

6080

6,20

082

9,03

685

1,04

987

3,64

789

6,89

092

0,72

194

5,22

297

0,39

699

6,25

01,

022,

790

1,05

0,08

0Br

idge

Mai

nten

ance

3280

4,84

64,

967

5,09

15,

218

5,34

95,

483

5,62

05,

760

5,90

46,

052

6,20

3Ke

rb &

Gut

ter M

aint

enan

ce33

1030

,120

55,0

0056

,684

58,4

2460

,218

62,0

6763

,976

65,9

4467

,976

70,0

7172

,232

Foot

path

Mai

nten

ance

3300

41,0

6825

,000

25,7

6226

,550

27,3

6128

,198

29,0

6129

,952

30,8

6931

,818

32,7

94St

reet

Tre

e Pr

ogra

m33

8517

5,80

318

1,09

418

6,43

019

1,92

719

7,59

520

3,42

420

9,43

921

5,64

122

2,02

922

8,60

823

5,39

1Bu

s She

lters

& S

eats

3290

666

683

700

718

736

754

773

792

812

832

853

Car P

ark

Mai

nten

ance

3500

3,87

74,

060

4,16

24,

265

4,37

24,

481

4,59

34,

708

4,82

64,

947

5,07

1De

pot C

osts

3570

372,

600

287,

319

288,

825

288,

642

288,

443

288,

238

288,

027

287,

811

287,

594

292,

774

301,

391

Engi

neer

ing

Ope

ratio

ns32

0086

8,36

886

6,98

879

7,88

182

1,73

184

6,31

187

1,63

889

7,77

292

4,71

895

2,52

398

1,18

31,

010,

732

Less

Adm

in O

ncos

ts R

ecov

ered

3590

(1,1

96,7

99)

(1,2

66,8

23)

(1,3

11,1

61)

(1,3

57,0

52)

(1,4

04,5

49)

(1,4

53,7

08)

(1,5

04,5

88)

(1,5

57,2

48)

(1,6

11,7

52)

(1,6

68,1

63)

(1,7

26,5

49)

Aero

drom

e O

pera

tions

& M

aint

enan

ce6e

3510

261,

848

278,

270

289,

991

298,

369

307,

001

315,

899

325,

082

334,

560

344,

343

354,

423

364,

821

Stre

et L

ight

ing

Char

ges

7e

3390

115,

000

120,

000

123,

000

126,

072

129,

228

132,

456

135,

768

139,

164

142,

644

146,

208

149,

868

Depr

ecia

tion

2,70

0,70

02,

922,

840

2,92

2,84

02,

922,

840

2,92

2,84

02,

922,

840

2,92

2,84

02,

922,

840

2,92

2,84

02,

922,

840

2,92

2,84

0

Tota

l Exp

endi

ture

6,87

8,51

38,

699,

043

6,96

0,53

77,

125,

993

7,25

4,20

17,

309,

830

7,31

8,33

67,

429,

692

7,64

3,92

97,

766,

398

7,89

5,48

5

Net

t Cos

t to

Coun

cil

2,77

0,49

92,

918,

273

3,13

7,05

63,

222,

005

3,26

7,49

03,

238,

474

3,16

0,10

53,

153,

397

3,27

6,28

93,

305,

174

3,33

8,13

4


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

10.

Econ

omic

Affa

irs

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Inco

me

Tour

ism

& A

rea

Prom

otio

n1i

Cara

van

Park

s, Ca

bins

& C

ampi

ng A

reas

2150

-215

4(1

29,0

00)

(178

,825

)(1

36,1

46)

(186

,537

)(1

43,0

39)

(192

,336

)(1

50,2

79)

(198

,227

)(1

57,8

89)

(203

,212

)(1

65,8

85)

Tour

ism &

Are

a Pr

omot

ion

1920

(37,

600)

(38,

000)

(38,

500)

(39,

012)

(39,

538)

(40,

076)

(40,

628)

(41,

194)

(41,

774)

(42,

368)

(42,

978)

Econ

omic

Dev

elop

men

t/Bu

sine

ss A

ctiv

ities

2i

TBEG

Offi

cer -

TBE

G Co

ntrib

utio

n21

70.1

30.2

20(7

,652

)(7

,920

)(8

,197

)(8

,485

)(8

,782

)(9

,089

)(9

,407

)(9

,737

)(1

0,07

8)(1

0,43

1)(1

0,79

7)Sa

leya

rds &

Mar

kets

2050

(7,4

20)

(6,4

20)

(430

)(4

41)

(452

)(4

64)

(475

)(4

87)

(499

)(5

12)

(525

)Se

rvic

e N

SW (i

ncor

pora

ting

RMS

agen

cy)

1701

(120

,612

)(1

33,6

00)

(136

,940

)(1

40,3

60)

(143

,874

)(1

47,4

68)

(151

,155

)(1

54,9

36)

(158

,810

)(1

62,7

78)

(166

,853

)Pr

ivat

e W

orks

1600

(105

,000

)(1

05,0

00)

(107

,625

)(1

10,3

13)

(113

,074

)(1

15,8

99)

(118

,797

)(1

21,7

68)

(124

,814

)(1

27,9

32)

(131

,134

)Ag

ricul

tura

l Inn

ovat

ion

Cent

re21

95(3

10,0

00)

(354

,100

)(3

60,4

53)

(366

,957

)(3

73,6

41)

(380

,476

)(3

87,4

89)

(394

,680

)(4

02,0

48)

(409

,595

)(4

17,3

46)

NRC

C Ho

use

- Ren

ts &

Tra

inin

g Ro

om F

ees

2160

(7,2

92)

(6,5

07)

(6,6

65)

(6,8

26)

(6,9

92)

(7,1

62)

(7,3

36)

(7,5

14)

(7,6

97)

(7,8

84)

(8,0

77)

Med

ical

Fac

ilitie

s3i

Med

ical

Cen

tre

Leas

e21

55.1

30.1

20(1

15,5

44)

(116

,854

)(1

19,7

76)

(122

,767

)(1

25,8

40)

(128

,984

)(1

32,2

09)

(135

,516

)(1

38,9

05)

(142

,375

)(1

45,9

39)

Med

ical

Cen

tre

Loan

Inte

rest

Sub

sidy

2155

.130

.195

(19,

699)

(7,7

66)

-

-

-

-

-

-

-

-

-

Med

ical

Imag

ing

Faci

lity

Leas

e21

56.1

30.1

20(2

0,78

7)(1

9,14

4)(1

9,62

3)(2

0,11

3)(2

0,61

6)(2

1,13

1)(2

1,66

0)(2

2,20

1)(2

2,75

6)(2

3,32

5)(2

3,90

9)M

edic

al U

nits

at 1

93 B

aker

Str

eet R

ents

2159

(10,

000)

(10,

250)

(10,

506)

(10,

769)

(11,

038)

(11,

314)

(11,

597)

(11,

887)

(12,

184)

(12,

489)

(12,

801)

Tota

l Inc

ome

(890

,606

)(9

84,3

86)

(944

,861

)(1

,012

,580

)(9

86,8

86)

(1,0

54,3

99)

(1,0

31,0

32)

(1,0

98,1

47)

(1,0

77,4

54)

(1,1

42,9

01)

(1,1

26,2

44)

Expe

nditu

reTo

uris

m &

Are

a Pr

omot

ion

1e

Cara

van

Park

s, Ca

bins

& C

ampi

ng A

reas

4150

-415

417

2,42

419

8,33

020

5,61

921

1,89

221

8,35

222

5,01

923

1,90

423

9,01

124

6,34

625

3,91

626

1,11

7To

urism

& A

rea

Prom

otio

n39

2034

3,47

835

5,69

936

9,72

138

0,49

239

1,60

240

3,06

941

4,92

842

7,17

043

9,82

545

2,89

446

6,37

8Pr

omot

ions

& V

isita

tions

Com

mitt

ee39

20.4

91.6

033,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

Avia

tion

Mus

eum

Fly

ing

Disp

lay

- Nov

embe

r39

17-

83

,000

-

83,0

00-

83

,000

-

83,0

00-

83

,000

-

Econ

omic

Dev

elop

men

t/Bu

sine

ss A

ctiv

ities

2e

Econ

omic

Dev

elop

men

t41

7022

1,50

230

0,72

026

9,79

827

7,53

928

5,53

029

3,79

130

2,34

331

1,18

932

0,34

332

9,81

133

9,58

8Do

natio

n to

Roa

dwor

ks fo

r Dev

elop

men

t41

70.4

50.6

22-

50

,000

-

-

-

-

-

-

-

-

-

TBEG

Offi

cer

4170

.456

/458

14,2

9914

,781

15,2

9315

,825

16,3

7216

,939

17,5

2718

,135

18,7

6519

,416

20,0

90TB

EG C

hrist

mas

Fai

r39

264,

300

4,30

04,

300

4,30

04,

300

4,30

04,

300

4,30

04,

300

4,30

04,

300

Sale

yard

s & M

arke

ts40

5030

,127

76,1

8416

,308

16,7

1417

,133

17,5

6318

,000

18,4

5118

,913

19,3

8519

,870

Serv

ice

NSW

(inc

orpo

ratin

g RM

S ag

ency

)37

0112

7,88

913

2,09

413

7,75

314

2,42

314

7,24

515

2,23

315

7,39

816

2,74

116

8,27

417

3,99

817

9,91

1Pr

ivat

e W

orks

3600

87,3

4095

,270

99,9

6610

2,87

710

5,87

610

8,96

811

2,15

611

5,44

511

8,83

712

2,33

412

5,93

8Ag

ricul

tura

l Inn

ovat

ion

Cent

re41

9538

4,12

137

2,84

338

2,17

539

1,55

240

1,18

341

1,04

042

1,15

843

1,53

644

2,17

545

3,07

246

4,26

7N

RCC

Hous

e41

6080

,580

85,6

5287

,468

89,3

2991

,238

93,1

9495

,198

97,2

5699

,362

101,

519

103,

735

Oth

er L

and

& B

uild

ings

4200

/416

629

,591

24,9

0025

,520

26,1

6126

,814

27,4

8528

,172

28,8

7829

,598

30,3

3831

,097

Med

ical

Fac

ilitie

s3e

Med

ical

Cen

tre

4155

49,2

5834

,541

24,2

7124

,703

25,1

4625

,599

26,0

6426

,541

27,0

2927

,530

28,0

44M

edic

al Im

agin

g Fa

cilit

y41

563,

000

4,01

04,

061

4,11

24,

165

4,21

84,

275

4,33

14,

389

4,44

94,

511

Med

ical

Uni

ts a

t 193

Bak

er S

tree

t41

5911

,300

15,8

3016

,126

16,4

2816

,740

17,0

5817

,385

17,7

1818

,062

18,4

1318

,775

Depr

ecia

tion

257,

000

315,

124

315,

124

315,

124

315,

124

315,

124

315,

124

315,

124

315,

124

315,

124

315,

124

Tota

l Exp

endi

ture

1,81

9,20

92,

166,

278

1,97

6,50

32,

105,

471

2,06

9,82

02,

201,

600

2,16

8,93

22,

303,

826

2,27

4,34

22,

412,

499

2,38

5,74

5

Net

t Cos

t to

Coun

cil

928,

603

1,18

1,89

21,

031,

642

1,09

2,89

11,

082,

934

1,14

7,20

11,

137,

900

1,20

5,67

91,

196,

888

1,26

9,59

81,

259,

501


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

11.

Gen

eral

Pur

pose

Rev

enue

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

Budg

et

2018

-19

Budg

et

2019

-20

Budg

et

2020

-21

Budg

et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

et

2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Inco

me

Ord

inar

y Ra

tes

1i

Ord

inar

y Ra

tes

1110

.100

.(3

,802

,423

)(3

,903

,934

)(3

,982

,013

)(4

,061

,652

)(4

,142

,855

)(4

,225

,618

)(4

,310

,332

)(4

,396

,610

)(4

,484

,449

)(4

,574

,239

)(4

,665

,590

)Pe

nsio

n Re

bate

s11

10.1

00.3

011

9,00

011

9,00

012

1,38

012

3,80

812

6,28

312

8,80

613

1,38

713

4,01

813

6,69

613

9,43

214

2,21

7Le

gal C

osts

Rec

over

ed11

10.1

30.3

6(1

7,00

0)(1

5,00

0)(1

5,00

0)(1

5,00

0)(1

5,00

0)(1

5,00

0)(1

5,00

0)(1

5,00

0)(1

5,00

0)(1

5,00

0)(1

5,00

0)Ex

tra

Char

ges

1110

.120

.34

(10,

000)

(10,

000)

(10,

000)

(10,

000)

(10,

000)

(10,

000)

(10,

000)

(10,

000)

(10,

000)

(10,

000)

(10,

000)

Pens

ione

r Gra

nt11

10.1

15.1

71(9

3,00

0)(8

1,00

0)(8

2,62

0)(8

4,27

2)(8

5,95

7)(8

7,67

4)(8

9,43

2)(9

1,22

2)(9

3,04

5)(9

4,90

8)(9

6,80

3)

Inte

rest

on

Inve

stm

ents

2i

1120

.120

.190

(125

,000

)(1

06,0

00)

(86,

000)

(86,

000)

(102

,000

)(1

12,0

00)

(128

,000

)(1

39,0

00)

(166

,000

)(1

77,0

00)

(170

,000

)

Fina

ncia

l Ass

ista

nce

Gran

ts3i

Fina

ncia

l Ass

istan

ce G

rant

s - G

ener

al C

ompo

nent

1120

.115

.186

(2,0

24,0

21)

(2,1

10,0

77)

(2,1

62,8

29)

(2,2

16,8

47)

(2,2

72,3

42)

(2,3

29,1

03)

(2,3

87,3

41)

(2,4

47,0

56)

(2,5

08,2

49)

(2,5

70,9

18)

(2,6

35,2

75)

Fina

ncia

l Ass

istan

ce G

rant

s - R

oads

Com

pone

nt11

20.1

15.1

87(1

,161

,113

)(1

,202

,295

)(1

,232

,352

)(1

,263

,131

)(1

,294

,751

)(1

,327

,093

)(1

,360

,277

)(1

,394

,302

)(1

,429

,168

)(1

,464

,876

)(1

,501

,546

)

Oth

er G

ener

al P

urpo

se R

even

ues

4i

Sect

ion

603

Cert

ifica

te F

ees

1120

.105

.60

(9,6

92)

(10,

000)

(10,

250)

(10,

506)

(10,

769)

(11,

038)

(11,

314)

(11,

597)

(11,

887)

(12,

184)

(12,

489)

Sund

ry A

dmin

istra

tion

1120

.130

.220

/112

0.13

4.11

0(3

,500

)(3

,562

)(3

,651

)(3

,743

)(3

,836

)(3

,932

)(4

,030

)(4

,131

)(4

,234

)(4

,340

)(4

,449

)Tr

aine

eshi

p Su

bsid

ies

1120

.115

.205

(12,

000)

(12,

000)

(12,

300)

(12,

607)

(12,

923)

(13,

246)

(13,

577)

(13,

916)

(14,

264)

(14,

621)

(14,

987)

Surp

lus o

n Pl

ant H

ire15

40/3

540/

3550

(1,5

20,0

27)

(1,7

14,8

07)

(1,7

51,7

93)

(1,7

92,0

58)

(1,8

33,3

55)

(1,8

75,4

37)

(1,9

18,4

81)

(1,9

62,4

89)

(2,0

07,4

18)

(2,0

53,2

73)

(2,1

00,2

62)

Tota

l Inc

ome

(8,6

58,7

76)

(9,0

49,6

75)

(9,2

27,4

28)

(9,4

32,0

08)

(9,6

57,5

05)

(9,8

81,3

35)

(10,

116,

397)

(10,

351,

305)

(10,

607,

018)

(10,

851,

927)

(11,

084,

184)


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

Non

-Ope

ratin

g In

com

e

Desc

riptio

nRe

f.Jo

b N

o.Bu

dget

20

18-1

9Bu

dget

20

19-2

0Bu

dget

20

20-2

1Bu

dget

20

21-2

2Bu

dget

20

22-2

3Bu

dget

20

23-2

4Bu

dget

20

24-2

5Bu

dget

20

25-2

6Bu

dget

20

26-2

7Bu

dget

20

27-2

8

Capi

tal G

rant

s & C

ontr

ibut

ions

- Ae

rodr

ome

Aero

drom

e U

pgra

des

1510

.135

.172

-

(3,0

00,0

00)

-

(650

,000

)-

-

-

-

-

-

Capi

tal G

rant

s & C

ontr

ibut

ions

- Ro

ad A

sset

sCy

clew

ay G

rant

s13

05.1

35.1

72(3

8,50

0)(1

0,50

0)(3

5,00

0)(3

5,00

0)-

-

(5

0,00

0)(4

0,00

0)-

-

Fo

otpa

th/L

oftu

s St T

axi R

ank

Gran

ts13

00.1

35.1

71(4

0,00

0)(1

20,0

00)

-

-

-

-

-

-

-

-

Foot

path

s - C

oola

mon

St C

entr

al Is

land

Upg

rade

SCC

F Gr

ant

1300

.135

.171

(50,

000)

Kerb

& G

utte

ring

Cont

ribut

ions

1310

.141

.200

-

-

(35,

000)

(24,

000)

-

-

-

(32,

500)

(125

,000

)(1

30,0

00)

Foot

path

Con

trib

utio

ns13

00.1

41.2

04(4

8,50

0)(1

5,00

0)(5

5,00

0)(3

7,50

0)(4

0,00

0)-

-

(2

7,50

0)(4

00,0

00)

-

Fixi

ng C

ount

ry R

oads

1373

.135

.171

(326

,000

)-

(2

00,0

00)

(200

,000

)-

-

-

(2

50,0

00)

(450

,000

)(5

00,0

00)

Heav

y Ve

hicl

e Sa

fety

& P

rodu

ctiv

ity P

rogr

am13

75.1

35.1

71-

(7

00,0

00)

(700

,000

)(2

,375

,000

)(2

,375

,000

)-

-

-

-

-

Br

idge

s Ren

ewal

Pro

gram

1280

.135

.821

(200

,000

)-

-

-

-

-

-

-

-

-

Capi

tal G

rant

s & C

ontr

ibut

ions

- Bu

ildin

gsTo

wn

Hall

Upg

rade

s - S

SCF

Gran

t17

40.1

35.8

22(1

,000

,000

)-

-

-

-

-

-

-

-

-

Te

mor

a Sw

imm

ing

Pool

- Co

ntrib

utio

n fo

r Sw

imm

ing

Blan

ket

1720

.141

.173

(6,0

00)

-

-

-

-

-

-

-

-

-

Tem

ora

Swim

min

g Po

ol -

SCCF

Gra

nt fo

r Poo

l Bla

nket

1720

.135

.171

(14,

000)

Tem

ora

Recr

eatio

n Ce

ntre

- SC

CF G

rant

for A

men

ities

Upg

rade

1730

.135

.171

(220

,000

)Ar

iah

Park

Sw

imm

ing

Pool

con

cret

ing

& d

rain

age

- SCC

F Gr

ant

1721

.135

.172

(30,

000)

-

-

-

-

-

-

-

-

-

Agric

ultu

ral R

esea

rch

Stat

ion

- Cre

ek C

ross

ing

& In

tern

al R

d21

95.1

41.1

73-

-

-

-

-

-

-

-

-

(7

0,00

0)

Tech

nolo

gyIn

tern

al A

udit

Onl

ine

Port

al D

evel

opm

ent

1050

.135

.171

(97,

500)

Capi

tal G

rant

s & C

ontr

ibut

ions

- St

orm

wat

er &

Sew

erag

eGo

lden

Gat

e Re

serv

e - D

eten

tion

Basin

/Wet

land

1400

.135

.822

(257

,142

)Cr

owle

y/Po

laris

Sts

- W

este

rn D

rain

& In

ters

ectio

n U

pgra

de14

00.1

35.8

22(3

00,0

00)

Sew

erag

e - O

'Sha

nnes

ys D

am -

Desil

t/Ba

nk L

inin

g/St

orm

wat

er Is

olat

ion

2100

0.13

5.17

2(5

5,00

0)Se

wer

age

- Tre

atm

ent W

orks

- Di

sinfe

ctio

n21

000.

135.

172

(80,

000)

Sew

erag

e - R

ecyc

led

Efflu

ent T

runk

Mai

n Du

plic

atio

n21

000.

135.

172

(80,

000)

Sew

erag

e - B

ob A

ldrid

ge -

Irrig

atio

n Re

habi

litat

ion

2100

0.13

5.17

2(2

0,00

0)Se

wer

age

- O'S

hann

esys

Dam

- Pu

mp

Stat

ion,

filte

rs &

stor

age

cove

r21

000.

135.

172

(20,

000)

Sew

erag

e - O

'Sha

nnes

ys D

am -

Disin

fect

ion

2100

0.13

5.17

2(5

0,00

0)Se

wer

age

- O'S

hann

esys

Dam

- Ae

ratio

n21

000.

135.

172

(12,

500)

Sew

erag

e - G

ardn

er S

t Dam

- Pu

mp

Stat

ion,

filte

rs &

stor

age

cove

r21

000.

135.

172

(20,

000)

Sew

erag

e - R

etic

ulat

e M

ain

from

O'S

hann

esys

Dam

to R

ailw

ay D

am

Irrig

atio

n N

etw

ork

2100

0.13

5.17

2(6

0,00

0)Se

wer

age

- Ret

icul

ate

Mai

n fr

om G

ardn

er S

t Dam

to C

alla

ghan

Dam

Irr

igat

ion

Net

wor

k21

000.

135.

172

(60,

000)

Sew

erag

e - N

orth

Tem

ora

Irrig

atio

n21

000.

135.

172

(150

,000

)

Capi

tal G

rant

s & C

ontr

ibut

ions

- Pa

rks &

Gar

dens

Lake

Cen

tena

ry -

Repa

ir N

orth

ern

Bank

Ero

sion

1230

.141

.173

(30,

000)

Lake

Cen

tena

ry -

SCCF

Gra

nt -

Repl

ace

Play

Equ

ipm

ent

1230

.135

.171

(125

,000

)La

ke C

ente

nary

- SC

CF G

rant

- Fi

re P

its12

30.1

35.1

71(1

5,00

0)Te

mor

a To

wn

Entr

ance

Bea

utifi

catio

n - S

CCF

Gran

t12

30.1

35.1

71(1

21,0

00)

Capi

tal G

rant

s & C

ontr

ibut

ions

- Sp

ortin

g Gr

ound

sTe

mor

a W

est S

port

s Gro

und

- SCC

F Gr

ant -

Upg

rade

Dre

ssin

g Sh

ed &

Ch

ange

Roo

ms

1240

.135

.822

(60,

000)

Tem

ora

Wes

t Spo

rts G

roun

d - S

occe

r Clu

b Co

ntrib

utio

n - U

pgra

de D

ress

ing

Shed

& C

hang

e Ro

oms

1240

.141

.173

(50,

000)

Aria

h Pa

rk R

ecre

atio

n Gr

ound

- Re

furb

Toi

lets

Foo

tbal

l Clu

b12

40.1

35.8

22(1

50,0

00)

Nix

on P

ark

Upg

rade

s - S

CCF

Gran

t12

40.1

35.8

22(3

24,0

00)

(169

,500

)(5

,000

)(6

3,50

0)(8

6,39

5)(8

,000

)N

ixon

Par

k U

pgra

des -

Use

r Con

trib

utio

ns12

40.1

35.8

22(2

0,00

0)N

ixon

Par

k U

pgra

des -

AFL

(NSW

) Con

trib

utio

ns12

40.1

35.8

22(4

0,00

0)N

ixon

Par

k - P

lay

Equi

pmen

t12

40.1

35.8

22(5

0,00

0)


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

Non

-Ope

ratin

g In

com

e

Desc

riptio

nRe

f.Jo

b N

o.Bu

dget

20

18-1

9Bu

dget

20

19-2

0Bu

dget

20

20-2

1Bu

dget

20

21-2

2Bu

dget

20

22-2

3Bu

dget

20

23-2

4Bu

dget

20

24-2

5Bu

dget

20

25-2

6Bu

dget

20

26-2

7Bu

dget

20

27-2

8Te

mor

a Te

nnis

Club

- Re

surf

ace

4 Co

urts

- SC

CF G

rant

1240

.135

.822

(80,

000)

The

Ova

l - R

esur

face

Net

ball

Cour

ts -

SCCF

Gra

nt12

40.1

35.8

22(8

5,00

0)Ar

iah

Park

Ska

te P

ark

Upg

rade

- SC

CF G

rant

1240

.135

.822

(20,

000)

-

Tota

l Cap

ital G

rant

s & C

ontr

ibut

ions

(3,2

40,5

00)

(4,2

50,0

00)

(1,5

52,5

00)

(3,6

42,1

42)

(2,6

51,3

95)

-

(50,

000)

(350

,000

)(9

75,0

00)

(708

,000

)

Sale

of A

sset

sPl

ant S

ales

& T

rade

-ins

1550

.950

.955

(305

,000

)(2

06,6

32)

(192

,809

)(2

44,1

79)

(238

,790

)(3

57,9

77)

(238

,518

)(2

38,1

01)

(179

,181

)(3

57,1

95)

(305

,000

)(2

06,6

32)

(192

,809

)(2

44,1

79)

(238

,790

)(3

57,9

77)

(238

,518

)(2

38,1

01)

(179

,181

)(3

57,1

95)

Sale

of R

eal E

stat

eAe

rodr

ome

Subd

ivisi

on21

90.9

50.2

36(2

69,7

27)

(269

,727

)(2

69,7

27)

(269

,727

)(2

69,7

27)

(269

,727

)-

-

-

-

(269

,727

)(2

69,7

27)

(269

,727

)(2

69,7

27)

(269

,727

)(2

69,7

27)

-

-

-

-

Repa

ymen

ts b

y Lo

ng T

erm

Deb

tors

Tem

ora

Scho

olbo

ys R

ugby

Lea

gue

1912

0.83

09.8

300

(5,0

00)

(5,0

00)

(5,0

00)

-

-

-

-

-

-

-

TEM

-FM

Rel

ocat

ion

Cost

s19

130.

8310

.833

0(3

,000

)(3

,000

)(7

50)

-

-

-

-

-

-

-

(8,0

00)

(8,0

00)

(5,7

50)

-

-

-

-

-

-

-

Loan

Fun

ds U

sed

Depo

t Pur

chas

e Lo

an19

232.

9204

.901

0(2

,000

,000

)-

-

-

-

-

-

-

-

-

(2,0

00,0

00)

-

-

-

-

-

-

-

-

-

Tran

sfer

s fro

m R

eser

ves

Sew

er &

Effl

uent

Sch

eme

Upg

rade

2100

0.96

0.96

0(3

70,0

00)

(187

,000

)(3

75,0

00)

(50,

000)

(345

,000

)(1

10,0

00)

(320

,000

)(2

0,00

0)(3

20,0

00)

(20,

000)

Stor

mw

ater

Dra

inag

e - F

lood

Stu

dies

& C

onst

ruct

ion

Proj

ects

1400

.960

.960

(49,

250)

-

-

-

-

-

-

-

-

-

S94

Cont

ribut

ions

2010

.960

.960

(5,0

00)

(45,

000)

-

-

-

-

-

-

-

-

Revo

tes:

Tem

ora

Wes

t Spo

rts G

roun

d U

pgra

de D

ress

ing

Shed

& T

oile

ts12

40.9

60.9

60(1

35,0

00)

Cem

eter

y Pl

inth

1530

.960

.960

(50,

000)

BFB

Deve

lopm

ent

1310

.960

.960

(47,

050)

Tem

ora

Floo

d St

udy

1400

.960

.960

(30,

000)

Lake

Cen

tena

ry -

Repa

ir N

orth

ern

Bank

Ero

sion

1230

.960

.960

(60,

000)

Lake

Cen

tena

ry -

Sand

into

Sw

imm

ing

& S

ki A

rea

1230

.960

.960

(10,

000)

Bob

Aldr

idge

Par

k - I

rrig

atio

n Re

habi

litat

ion

1240

.960

.960

(20,

000)

Airp

ort H

anga

r - C

oncr

ete

driv

eway

acc

ess &

reta

inin

g w

all w

orks

1510

.960

.960

(9,5

00)

(785

,800

)(2

32,0

00)

(375

,000

)(5

0,00

0)(3

45,0

00)

(110

,000

)(3

20,0

00)

(20,

000)

(320

,000

)(2

0,00

0)

Tota

l Inc

ome

(6,6

09,0

27)

(4,9

66,3

59)

(2,3

95,7

86)

(4,2

06,0

48)

(3,5

04,9

12)

(737

,704

)(6

08,5

18)

(608

,101

)(1

,474

,181

)(1

,085

,195

)


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

Non

-Ope

ratin

g Ex

pend

iture

Desc

riptio

nJo

b N

o.Bu

dget

20

18-1

9Bu

dget

20

19-2

0Bu

dget

20

20-2

1Bu

dget

20

21-2

2Bu

dget

20

22-2

3Bu

dget

20

23-2

4Bu

dget

20

24-2

5Bu

dget

20

25-2

6Bu

dget

20

26-2

7Bu

dget

20

27-2

8

Coun

cil B

uild

ings

Libr

ary

- Loc

al S

peci

al P

roje

cts

W16

647,

500

7,50

07,

500

7,50

07,

500

7,50

07,

500

7,50

07,

500

Depo

t Pur

chas

eW

2375

2,00

0,00

0Ad

min

istra

tion

Build

ing

- Ste

el C

arpo

rts w

ith 3

0KW

Sol

ar S

yste

mW

2297

131,

000

Adm

inist

ratio

n Bu

ildin

g - R

epla

ce F

luro

Lig

hts w

ith L

EDs

W25

669,

000

Adm

inist

ratio

n Bu

ildin

g - R

epla

ce C

urta

ins

10,0

00Ad

min

istra

tion

Build

ing

- Rec

eptio

n Ar

ea R

enov

atio

nsW

1798

20,0

00Ad

min

istra

tion

Build

ing

Exte

nsio

n50

0,00

0N

RCC

Hous

e - L

ibra

ry K

itche

n &

Toi

let U

pgra

deW

2588

13,0

00N

RCC

Hous

e - U

pgra

de A

cces

s to

inco

rpor

ate

card

syst

emW

2577

9,00

0Ju

nee

Rd C

arav

an P

ark

- Int

erna

l Roa

ds &

K&

G U

pgra

deW

1789

50,0

00Ag

ricul

tura

l Res

earc

h St

atio

n - N

ew S

heep

Yar

dsW

1937

40,0

00Ag

ricul

tura

l Res

earc

h St

atio

n - R

esea

l Int

erna

l Sea

led

Road

s20

,000

Agric

ultu

ral R

esea

rch

Stat

ion

- Cre

ek C

ross

ing

40,0

00

Agric

ultu

ral R

esea

rch

Stat

ion

- Int

erna

l Gra

vel R

oad

(from

Cre

ek C

ross

ing)

30,0

00Bu

ndaw

arra

h Ce

ntre

- Co

nstr

uct B

ridge

ove

r dam

W23

7922

,000

Bund

awar

rah

Cent

re -

Impr

oved

Tou

rism

Sig

nage

for V

icW

2583

10,0

00Bu

ndaw

arra

h Ce

ntre

- De

sign

Chan

ges (

18/1

9 - d

esig

n on

ly)

W25

845,

000

40,0

00Bu

ndaw

arra

h Ce

ntre

- U

pgra

de a

cces

s to

inco

rpor

ate

card

syst

emW

2578

9,00

0Bu

ndaw

arra

h Ce

ntre

- La

ndsc

ape

fore

cour

t & si

gnag

e fo

r site

8,00

0Bu

ndaw

arra

h Ce

ntre

- Am

bula

nce

Mus

eum

Pla

ns &

Stu

dies

5,00

0Bu

ndaw

arra

h Ce

ntre

- Cr

eate

Gol

d Pa

nnin

g Ar

ea10

,000

Plat

form

Y -

Upg

rade

acc

ess t

o in

corp

orat

e ca

rd sy

stem

W25

766,

000

Aria

h Pa

rk S

wim

min

g Po

ol -

Conc

rete

nor

ther

n en

d in

cl d

rain

age

W26

3530

,000

Tem

ora

Swim

min

g Po

ol -

New

Poo

l Bla

nket

W25

6720

,000

Tem

ora

Recr

eatio

n Ce

ntre

- Am

eniti

es U

pgra

deW

2587

220,

000

Tem

ora

Swim

min

g Po

ol R

edev

elop

men

t (18

/19

- pla

nnin

g on

ly)

W25

8620

,000

250,

000

Tow

n Ha

ll U

pgra

de -

Ligh

ting

& S

ound

, Mai

n Ha

ll Re

furb

ishm

ent

W17

3722

0,00

0To

wn

Hall

Upg

rade

- Fo

yer D

evel

opm

ent

W25

0468

0,00

0To

wn

Hall

Upg

rade

- Re

plac

e As

best

os R

oof

W25

7510

0,00

0

Tech

nolo

gyRe

plac

e PC

s on

Net

wor

kW

1629

27,5

0027

,500

27,5

0027

,500

27,5

0027

,500

27,5

0027

,500

27,5

0027

,500

Impl

emen

t Ins

pect

ion

Repo

rtin

g M

odul

e W

2572

15,0

00Th

eatr

e to

Cou

ncil

IT sy

stem

& C

CTV

Upg

rade

6,00

0In

tern

al A

udit

Onl

ine

Port

al D

evel

opm

ent

W25

4681

,500

Park

s & G

arde

nsTe

mor

a To

wn

Entr

ance

Bea

utifi

catio

n Pr

ojec

tW

2170

121,

000

Dave

y Pa

rk -

Toile

t Upg

rade

W26

2130

,000

Hillv

iew

Par

k Re

vita

lisat

ion

W22

985,

000

Hillv

iew

Par

k - S

hade

Sai

ls ov

er p

lay

equi

pmen

t25

,000

Harp

er P

ark

- Upg

rade

Toi

lets

30,0

00Ha

rper

Par

k - S

hade

Sai

l15

,000

The

Pine

s - T

imbe

r Bol

lard

Inst

alla

tion

W26

228,

000

Lake

Cen

tena

ry -

Sand

into

Sw

imm

ing

& S

ki A

rea

W23

2010

,000

Lake

Cen

tena

ry -

Repa

ir N

orth

ern

Bank

Ero

sion

W23

2290

,000

Lake

Cen

tena

ry -

Repl

ace

Play

Equ

ipm

ent

W23

2112

5,00

0La

ke C

ente

nary

- Fi

re P

itsW

2571

15,0

00La

ke C

ente

nary

- O

ff Le

ash

Area

W26

2015

,000

Lake

Cen

tena

ry -

Rese

al R

oad

& C

arpa

rk30

,000

Lake

Cen

tena

ry -

Entr

ance

Upg

rade

Sta

ge 2

(Fla

gpol

es &

Ban

ners

)W

2296

16,0

00Ca

llagh

an P

ark

- Rep

lace

Sha

de S

ail

21,5

00Ca

llagh

an P

ark

- Rep

lace

Pla

y Eq

uipm

ent

100,

000

Calla

ghan

Par

k To

ilets

90,0

00


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

Non

-Ope

ratin

g Ex

pend

iture

Desc

riptio

nJo

b N

o.Bu

dget

20

18-1

9Bu

dget

20

19-2

0Bu

dget

20

20-2

1Bu

dget

20

21-2

2Bu

dget

20

22-2

3Bu

dget

20

23-2

4Bu

dget

20

24-2

5Bu

dget

20

25-2

6Bu

dget

20

26-2

7Bu

dget

20

27-2

8Ed

is Pa

rk -

Repl

ace

Shad

e Sa

il20

,000

Fede

ral P

ark

- Ska

te P

ark

Mod

ifica

tions

50,0

00Fe

dera

l Par

k - R

epla

ce P

lay

Equi

pmen

t60

,000

Fede

ral P

ark

- Rep

lace

Sha

de S

ail

20,0

00Gl

ouce

ster

Par

k - R

epla

ce S

hade

Sai

l21

,500

Glou

cest

er P

ark

- Lib

erty

Sw

ing

35,0

00Br

adle

y Pa

rk -

Repl

ace

Shad

e Sa

il21

,500

Brad

ely

Park

- Re

plac

e Pl

ay E

quip

men

t70

,000

Tem

ora

Wes

t Par

k - R

epla

ce P

lay

Equi

pmen

t75

,000

Tem

ora

Wes

t Par

k - S

hade

Sai

ls ov

er P

lay

Equi

pmen

t22

,000

Spor

ting

Grou

nds

Tem

ora

Wes

t Spo

rts G

roun

d - U

pgra

de D

ress

ing

Shed

Toi

lets

& C

hang

e Ro

oms

W21

0924

5,00

0Te

mor

a W

est S

port

s Gro

und

- Top

dre

ss10

0,00

0Ar

iah

Park

Rec

reat

ion

Grou

nd -

Refu

rbish

Foo

tbal

l Clu

b To

ilets

W26

1115

0,00

0Ar

iah

Park

Rec

reat

ion

Grou

nd -

Exte

nd S

eal i

n Ca

rpar

k65

,000

Aria

h Pa

rk R

ecre

atio

n Gr

ound

- Dr

aina

ge P

ipes

& S

truc

ture

s35

,000

Aria

h Pa

rk R

ecre

atio

n Gr

ound

- U

pgra

de C

ante

en F

acili

ties

34,5

00

Aria

h Pa

rk R

ecre

taio

n Gr

ound

- N

ew T

oile

t & S

how

er B

lock

at N

etba

ll Co

urt

122,

500

Aria

h Pa

rk S

kate

Par

k U

pgra

de (1

8/19

Inve

stig

atio

n on

ly)

W25

7022

,000

30,0

00Th

e O

val -

Res

urfa

ce N

etba

ll Co

urts

W20

9685

,000

Tem

ora

Tenn

is Co

urts

- Re

surf

ace

4 co

urts

- SC

CF P

roje

ctW

2623

80,0

00Bo

b Al

drid

ge P

ark

- Top

Dre

ssin

g &

Dra

inag

eW

2141

2,50

070

,000

Nix

on P

ark

- Pla

y eq

uipm

ent &

rubb

er so

ftfal

lW

2287

70,0

00N

ixon

Par

k - P

lay

equi

pmen

t fen

cing

W22

8715

,000

Nix

on P

ark

- Sha

de S

ail o

ver P

lay

Equi

pmen

t20

,000

Nix

on P

ark

Upg

rade

384,

000

Nix

on P

ark

- Upg

rade

s to

CCTV

8,00

0N

ixon

Par

k - T

op D

ress

ing

& R

esha

pe N

ixon

#2

(18/

19 P

lann

ing

only

)3,

000

80,0

00N

ixon

Par

k - A

thle

tics A

rea

Upg

rade

16,5

00N

ixon

Par

k - S

eale

d Ca

r Par

king

for A

thle

tics &

Net

ball

25,0

00N

ixon

Par

k - U

pgra

ded

Ligh

ting

to N

etba

ll Co

urts

5,00

0N

ixon

Par

k - W

iden

& R

esur

face

Net

ball

Cour

ts21

,000

Nix

on P

ark

- Int

erch

ange

Sea

ting

Nix

on #

122

,000

Nix

on P

ark

- Disa

ssem

bly

of E

xist

ing

Gran

dsta

nd a

t Nix

on #

15,

000

Nix

on P

ark

- Div

ersio

n of

veh

icle

egr

ess f

or e

xten

ded

Auss

ie R

ules

Clu

bhou

se &

re

mov

al o

f tre

es10

,000

Nix

on P

ark

- Fac

ilitie

s Sig

nage

- In

tern

al (e

xclu

des e

ntra

nce)

8,00

0N

ixon

Par

k - U

pgra

ded

Benc

h se

atin

g on

Nix

on #

1 O

val P

erim

eter

30,0

00N

ixon

Par

k - P

A Sy

stem

on

Nix

on #

1 O

val

30,0

00N

ixon

Par

k - T

ime

Keep

ers B

ooth

s & In

terc

hang

e Be

nche

s - N

etba

ll3,

500

Nix

on P

ark

- Gra

ndst

and

at N

ixon

#1

Ova

l86

,395

Nix

on P

ark

- Sec

urity

Gat

es &

Fea

ture

Sig

nage

Wal

l12

,000

Nix

on P

ark

- Cov

er o

ver E

ntry

for W

et W

eath

er8,

000

Sew

erag

eEf

fluen

t Reu

se S

chem

eW

1661

20,0

0020

,000

20,0

0020

,000

20,0

0020

,000

20,0

0020

,000

20,0

0020

,000

Fren

ch S

tree

t - L

ift P

ump

Repl

acem

ent

W21

9040

,000

O'S

hann

esy'

s Dam

- De

silt/

Bank

Lin

ing/

Stor

mw

ater

Isol

atio

n70

,000

O'S

hann

esy'

s Dam

- Pu

mp

Stat

ion,

filte

rs &

stor

age

cove

r25

,000

O'S

hann

esy'

s Dam

- Di

sinfe

ctio

n60

,000

O'S

hann

esy'

s Dam

- Ae

ratio

n12

,500

Gard

ner S

t Dam

- Pu

mp

Stat

ion,

filte

rs &

Sto

rage

Cov

er25

,000


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

Non

-Ope

ratin

g Ex

pend

iture

Desc

riptio

nJo

b N

o.Bu

dget

20

18-1

9Bu

dget

20

19-2

0Bu

dget

20

20-2

1Bu

dget

20

21-2

2Bu

dget

20

22-2

3Bu

dget

20

23-2

4Bu

dget

20

24-2

5Bu

dget

20

25-2

6Bu

dget

20

26-2

7Bu

dget

20

27-2

8Tr

eatm

ent W

orks

- Pu

mp

Upg

rade

W26

3650

,000

Trea

tmen

t Wor

ks -

Disin

fect

ion

100,

000

Trea

tmen

t Wor

ks -

Sew

er P

ump

Stat

ion

Reco

nditi

onin

g50

,000

Airp

ort S

ewer

Pum

p St

atio

n - P

ump

Rene

wal

s40

,000

Airp

ort P

ump

Stat

ion

- Tel

emet

ryW

2369

25,0

00Re

cycl

ed E

fflue

nt T

runk

Mai

n Du

plic

atio

nW

2370

100,

000

Retic

ulat

ion

Mai

n fr

om O

'Sha

nnes

y's D

am to

Rai

lway

Dam

Irrig

atio

n N

etw

ork

(Rem

oval

of R

ailw

ay D

am)

70,0

00Re

ticul

atio

n M

ain

from

Gar

dner

St D

am to

Cal

lagh

an D

am Ir

rigat

ion

Net

wor

k (r

emov

al o

f Cal

lagh

an D

am)

70,0

00Bo

b Al

drid

ge P

ark

- Irr

igat

ion

Reha

bilit

atio

nW

2371

60,0

00Fe

dera

l Par

k - C

ontr

olle

r Upg

rade

& W

iring

Rep

air

15,0

00Te

mor

a Re

crea

tion

Grou

nd -

Irrig

atio

n Ex

tens

ion

to h

ill a

rea

7,00

0Te

mor

a W

est P

ark

- Con

trol

ler U

pgra

de &

Wiri

ng R

epai

rW

2373

15,0

00Ho

skin

s St -

Irrig

atio

n Au

tom

atio

n15

,000

Nor

th T

emor

a Irr

igat

ion

(Bra

dley

Par

k or

Hill

view

Par

k)17

5,00

0Re

linin

g Se

wer

Mai

nsW

1781

300,

000

300,

000

300,

000

300,

000

300,

000

Road

s & T

rans

port

Stre

et L

ight

ing

W16

70.7

7720

,000

20,0

0020

,000

20,0

0020

,000

Cycl

eway

Con

stru

ctio

n Pr

ogra

m73

05.7

77.

77,0

0021

,000

70,0

0070

,000

100,

000

80,0

00Ke

rb &

Gut

ter P

rogr

am73

10.7

4612

4,05

011

0,00

011

8,00

048

,000

156,

000

178,

000

134,

000

271,

000

428,

000

589,

000

Foot

path

/Tax

irank

Con

stru

ctio

n Pr

ogra

m73

00.7

60.

217,

000

300,

000

130,

000

150,

000

80,0

0095

,000

205,

000

135,

000

400,

000

Rura

l Uns

eale

d Ro

ads

7360

.740

.42

5,00

047

5,00

070

0,00

072

8,00

047

5,00

084

0,00

064

5,00

032

0,00

035

2,00

066

0,00

0U

rban

Uns

eale

d Ro

ads

7331

.740

.30

,000

30,0

0050

,000

20,0

0010

5,00

060

,000

145,

000

25,0

0019

7,00

014

3,00

0U

rban

Sea

led

Road

s73

30.7

40.

340,

000

261,

500

367,

500

207,

000

250,

500

252,

500

161,

000

166,

000

398,

000

250,

000

Rura

l Sea

led

Road

s73

50.7

40.

871,

000

1,40

1,00

01,

537,

000

3,38

8,00

03,

270,

000

470,

000

920,

000

1,17

0,00

01,

100,

000

500,

000

Regi

onal

Roa

ds73

40.7

40.

515,

000

560,

000

500,

000

480,

000

535,

000

640,

000

645,

000

550,

000

555,

000

560,

000

Plan

t Pur

chas

esGe

nera

l Pla

nt75

40.7

77.

1,01

2,00

096

1,95

584

8,40

489

8,07

31,

138,

119

1,20

4,07

097

1,73

589

9,21

083

2,68

81,

268,

022

Aero

drom

eAi

rpor

t Han

gar -

con

cret

e dr

ivew

ay a

cces

s and

reta

inin

g w

all w

orks

W22

919,

500

Runw

ay 0

5/23

& T

axiw

ay L

inem

arki

ng75

10.7

77.

50,0

00Ag

ricul

tura

l Site

Dev

elop

men

t47

,500

Apro

n &

Tax

iway

Rec

onst

ruct

ion

7510

.777

.50

0,00

0Re

seal

Tax

iway

s75

10.7

77.

130,

000

Runw

ay 1

8/36

Reh

abili

tatio

n75

10.7

77.

2,50

0,00

0Ar

teria

l Dra

inag

e U

pgra

de20

,000

650,

000

Stor

mw

ater

Dra

inag

eCr

owle

y St

/Pol

aris

St -

Wes

tern

dra

in u

pgra

de74

00.7

77.

20,0

0030

0,00

0Go

lden

Gat

e Re

serv

e - D

eten

tion

Basin

/Wet

land

W21

0830

,000

300,

000

Aust

ral S

tree

t U/G

Dra

inag

e (D

eBoo

s to

Auro

ra S

t)W

2319

5,00

050

,000

Dela

van

Stre

et (B

ox C

ulve

rt)

W21

0750

,000

Ironb

ark

St to

Nix

on P

ark

(U/G

Dra

inag

e)74

00.7

77.

60,0

00Ho

skin

s Str

eet (

Pola

ris to

Kitc

hene

r U/G

Dra

inag

e)74

00.7

77.

200,

000

Hosk

ins S

tree

t (M

acau

ley

to A

shel

ford

U/G

Dra

inag

e)80

,000

DeBo

os/B

ritan

nia

Inte

rsec

tion

(U/G

Dra

inag

e)74

00.7

77.

80,0

00Au

rora

/Brit

anni

a In

ters

ectio

n (U

/G D

rain

age)

7400

.777

.80

,000

Gros

s Pol

luta

nt T

rap

on W

este

rn D

rain

7400

.777

.80

,000

Cem

eter

yBu

rial P

linth

W17

5650

,000

50,0

0050

,000

50,0

0050

,000

Heav

y Pa

tchi

ng &

Res

ealin

g of

Inte

rnal

Roa

dW

2286

50,0

00N

orth

ern

Drai

nage

W23

1610

,000


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

019

Non

-Ope

ratin

g Ex

pend

iture

Desc

riptio

nJo

b N

o.Bu

dget

20

18-1

9Bu

dget

20

19-2

0Bu

dget

20

20-2

1Bu

dget

20

21-2

2Bu

dget

20

22-2

3Bu

dget

20

23-2

4Bu

dget

20

24-2

5Bu

dget

20

25-2

6Bu

dget

20

26-2

7Bu

dget

20

27-2

8

Tota

l Acq

uisi

tion

of A

sset

s9,

170,

050

8,16

9,45

55,

552,

404

7,39

7,57

36,

884,

014

4,52

6,07

04,

371,

735

4,54

8,71

04,

980,

188

4,36

0,02

2

Deve

lopm

ent o

f Rea

l Est

ate

Apol

lo P

lace

90,0

0025

0,00

0

Tota

l Dev

elop

men

t of R

eal E

stat

e90

,000

250,

000

-

-

-

-

-

-

-

-

Carr

ying

Am

ount

of A

sset

s Sol

dPl

ant

3550

.686

.590

286,

885

291,

036

190,

680

207,

300

328,

500

304,

191

266,

000

85,5

0022

9,95

035

8,29

1Sa

leya

rds

4050

.690

.801

125,

638

-

-

-

-

-

-

-

-

-

Tota

l Car

ryin

g Am

ount

of A

sset

s Sol

d41

2,52

329

1,03

619

0,68

020

7,30

032

8,50

030

4,19

126

6,00

085

,500

229,

950

358,

291

Cost

of R

eal E

stat

e As

sets

Sol

dAe

rodr

ome

Esta

te41

9017

6,97

917

6,97

917

6,97

917

6,97

917

6,97

917

6,97

9-

-

-

-

Tota

l Cos

t of R

eal E

stat

e As

sets

Sol

d17

6,97

917

6,97

917

6,97

917

6,97

917

6,97

917

6,97

9-

-

-

-

Adva

nce

to L

ong

Term

Deb

tors

Tota

l Adv

ance

to L

ong

Term

Deb

tors

-

-

-

-

-

-

-

-

-

-

Repa

ymen

t of L

oans

Med

ical

Cen

tre

Loan

1923

2.92

02.9

010

311,

134

1,08

5-

-

-

-

-

-

-

-

De

pot P

urch

ase

Loan

1923

2.92

04.9

010

226,

021

232,

971

240,

134

247,

518

255,

129

262,

974

271,

060

208,

750

-

-

Tota

l Rep

aym

ent o

f Loa

ns53

7,15

523

4,05

624

0,13

424

7,51

825

5,12

926

2,97

427

1,06

020

8,75

0-

-

Tran

sfer

s to

Rese

rves

Sew

erag

e Re

serv

e23

000.

961.

961

122,

545

174,

718

308,

655

355,

172

400,

189

445,

664

489,

578

544,

999

597,

846

647,

093

Two

Way

Rad

io -

Upg

rade

to D

igita

l32

00.9

61.9

6115

,000

15,0

0015

,000

15,0

0015

,000

15,0

0015

,000

15,0

0015

,000

15,0

00Se

ctio

n 94

Con

trib

utio

ns40

10.9

61.9

6126

,000

26,0

0026

,000

26,0

0026

,000

26,0

0026

,000

26,0

0026

,000

26,0

00M

edic

al C

ompl

ex M

aint

enan

ce R

eser

ve41

55.9

61.9

6110

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

00In

fras

truc

ture

Rep

lace

men

t Res

erve

3120

.961

.961

300,

000

300,

000

300,

000

300,

000

300,

000

300,

000

300,

000

300,

000

300,

000

300,

000

Stor

mw

ater

Man

agem

ent

3400

.961

.961

48,1

7548

,175

48,1

7548

,175

48,1

7548

,175

48,1

7548

,175

48,1

7548

,175

Tota

l Tra

nsfe

rs to

Res

erve

s52

1,72

057

3,89

370

7,83

075

4,34

779

9,36

484

4,83

988

8,75

394

4,17

499

7,02

11,

046,

268

Tota

l Non

-Ope

ratin

g Ex

pend

iture

10,9

08,4

279,

695,

419

6,86

8,02

78,

783,

717

8,44

3,98

66,

115,

053

5,79

7,54

85,

787,

134

6,20

7,15

95,

764,

581