Temora Shire Council RESOURCING STRATEGY€¦ · In addition to using asset management as a tool to...

- Temora Shire Council Resourcing Strategy

RESOURCING STRATEGYTemora Shire Council

Including:Asset Management Plan

Workforce PlanLong Term Financial Plan

MAY 2019

- Temora Shire Council Resourcing Strategy

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

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

Workforce Plan ................................................ 25

Long Term Financial Plan ................................ 47

Appendix 1 ...................................................... 56

Temora Shire Council 105 Loftus Street PO Box 262

TEMORA NSW 2666

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

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

DX Address DX 5494 TEMORA NSW

CONTENTS

Temora Shire Council Resourcing Strategy

Index

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

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

Workforce Plan ................................................ 25

Long Term Financial Plan ................................ 47

Appendix 1 ...................................................... 56

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.


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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


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 of maturity.

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 $196.809 $2.211 Regional Roads km 92.8

Local Roads km 1237.2

Footpaths km 20.4

Kerb and Gutter km 87

Sewerage Treatment and Effluent Reuse

$20.671 $0.273 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

$47.183 $0.609 Parks and Gardens No. 20

Sporting fields No. 10

Public buildings No. 18

Operational land No. 5

Bridges and stormwater

$23.497 $0.232 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


5. Temora Shire Council’s Assets

Plant $8.931 $0.768 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 – 70.1%

• Asset Renewal Rate – 101.35%

• Asset Upgrade/Expansion rate – 0.18%


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 – 4.89%*

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


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 increased 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 163 (117 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 2019 were as follows:

Number of Fulltime Staff 75

Number of Parttime Staff 14

Number of Casual Staff 70

Number of Trainees/Apprentices 4

TOTAL NUMBER OF STAFF 163

As indicated above, 48% of Temora Shire Council’s workforce is employed on a permanent basis, with 8% employed part time and 44% employed as casual staff.


Understanding the workforce at Temora Shire Council

GenderOf the 163 staff working for Temora Shire Council 50% are male and 50% are female. This represents an equitable split of male and female workers on staff, yet there are a much higher percentage of males employed full-time, and females employed part-time or casually.

Age Distribution Male Female Total< 30 23 16 39

31-40 12 17 29

41-50 14 17 31

51-60 23 17 40

60+ 10 14 24

82 81 163

Workforce distribution by age and gender


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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

Governance General Manager 1 1 1 Executive Assistants 3 2 1 3Administration & Finance Director 1 1 1 Administration Manager 1 1 1Financial Accountant 1 1 1Clerical Staff 8 1 1 3 2 1 8Information Technology Officer

1 1 1

Trainee 1 1 1Librarian 1 1 1Library Assistant 1 1 1Environmental Services Director 1 1 1 Health & Building Surveyor 1 1 1Town Planner 1 1 1Building Surveyor/Quality Assurance

1 1 1

Ranger 1 1 1 Waste Management 3 1 2 3 Engineering Services Engineering 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 2 1 1

Cadet Engineer 1 1 1 Safety & Systems Coordinator

1 1 1

Road Safety Officer 1 1 1 Grader Operator 3 3 3 Truck Driver 7 1 5 1 7

Current Workforce Profile


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

Plant Operator 8 2 3 3 8 Traffic Management Officer 3 2 1 3 Labourer 4 2 2 4 Civil Construction Trainee 0 Plant Manager 1 1 1 Mechanic 2 1 1 2 Apprentice Mechanic 1 1 1 Storeman 1 1 1 Senior Horticulturist 1 1 1 P & G Plant Operator 2 2 2 P & G Horticulturist 2 2 2 P & G Apprentice 0 Builder 1 1 1 Assistant Sewer & Plumbing Officer

1 1 1

Sewer & Plumbing Officer 1 1 1 Community & Commercial Strategy

Economic Development Officer

1 1 1

Community Services Officer 1 1 1Rural Museum 1 1 1 Visitor Information Centre 1 1 1Communications Officer 1 1 1Youth Officer 1 1 1Pinnacle Community Services

Manager 1 1 1Manager - Cootamundra 1 1 1 Transport Coordinator 1 1 1Bus Driver 1 1 1 Coordinators 3 2 1 3Administration 1 1 1Trainee 2 2 2Meals on Wheels Coordinator

1 1 1

Leeton Coordinator 1 1 1TOTALS: 93 19 0 31 10 30 3 60 33Percentage as compared to total

20% 30% 44% 65% 35%


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

• Sourcing skilled employees to meet the growing needs of Home Care Packages and National Disability Insurance Scheme Packages

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 2019-2023: 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 2019-2023: 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 2019-2023 – 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 2019-2023: 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 2019-2023 – 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 and 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 2019-2023: 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 2019-2023: 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.


This page is intentionally left blank.

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 2019/20 to 2028/29.

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 3% increases for the period 2020/21 to 2028/29.

The rate increase for 2019/20 has been set at 2.7% 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 2019/20 has been increased by 5% to meet expenditure requirements. The increase proposed for the period 2020/21 to 2028/29 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 2019/20 has been increased by 5%. From 2020/21 to 2028/29 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 2019/20 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 2019/20 to 2028/29

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 2017/18 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 CostsIn July 2018 Council borrowed $2m to fund the purchase of our works depot. This loan will be repaid over a period of 8 years.

Council also has proposed borrowings of $700,000 in 2019/20 to fund the construction of a supported independent lving house.


CAPITAL EXPENDITURE AND INCOMEA Capital Works Program has been detailed in the attached asset plans for the period from 2019/20 to 2028/29. 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 the statemenet of Performance Measures note to the Annual Financial Statements at better than industry averages for Councils in the same category as reported by the Office of Local Government.

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



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9,03

9,23

1

9,34

9,76

8

9,59

8,84

7

9,92

6,84

7

Borro

win

g C

osts

54,1

70

68,0

83

58,2

25

48,0

59

37,5

73

26,7

59

15,6

07

5,75

5

2,26

6

-

M

ater

ials

& C

ontra

cts

5,22

2,33

2

5,22

6,30

8

5,11

3,60

2

5,25

5,72

4

5,28

5,39

6

5,52

0,10

7

5,60

7,85

8

5,73

5,67

0

5,89

7,02

9

6,12

2,87

2

Dep

reci

atio

n &

Amor

tisat

ion

5,05

4,97

5

5,05

4,97

5

5,05

4,97

5

5,05

4,97

5

5,05

4,97

5

5,05

4,97

5

5,05

4,97

5

5,05

4,97

5

5,05

4,97

5

5,05

4,97

5

Oth

er E

xpen

ses

2,82

2,46

4

2,91

1,71

8

2,92

1,88

5

2,99

1,22

9

3,06

3,70

7

3,19

5,01

4

3,20

9,72

0

3,28

7,86

6

3,36

4,73

1

3,51

0,12

4

Tota

l Exp

ense

s fr

om C

ontin

uing

Ope

ratio

ns20

,710

,126

21,1

39,5

01

21

,169

,013

21,6

48,3

30

21

,955

,363

22,6

04,2

50

22

,927

,391

23,4

34,0

34

23

,917

,848

24,6

14,8

18

Ope

ratin

g R

esul

t fro

m C

ontin

uing

Ope

ratio

ns8,

333,

554

3,

569,

779

2,

320,

877

4,

457,

775

4,

147,

038

2,

036,

669

2,

390,

908

2,

609,

452

2,

758,

295

2,

606,

978

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

8,33

3,55

4

3,56

9,77

9

2,32

0,87

7

4,45

7,77

5

4,14

7,03

8

2,03

6,66

9

2,39

0,90

8

2,60

9,45

2

2,75

8,29

5

2,60

6,97

8

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

308,

828

39

5,15

7

888,

677

92

8,27

5

1,09

3,66

3

1,

241,

669

1,58

6,10

8

1,

649,

452

2,01

3,29

5

1,

969,

083

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

29B

ALAN

CE

SHEE

T - C

ON

SOLI

DAT

ED20

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

820

28/2

9$

$$

$$

$$

$$

$AS

SETS

Cur

rent

Ass

ets

Cas

h &

Cas

h Eq

uiva

lent

s3,

447,

834

4,

683,

941

5,

998,

108

7,

020,

637

8,

250,

345

9,

511,

952

10

,815

,569

11,9

72,2

22

13

,494

,299

14,6

98,5

59

In

vest

men

ts6,

639,

000

6,

639,

000

7,

039,

000

7,

439,

000

7,

639,

000

7,

639,

000

7,

839,

000

8,

439,

000

9,

239,

000

10

,839

,000

Rec

eiva

bles

2,40

6,94

6

2,12

1,05

4

2,04

7,60

6

2,23

6,22

3

2,25

1,67

5

2,18

3,65

6

2,23

4,26

8

2,31

2,43

5

2,35

3,65

4

2,42

2,52

7

Inve

ntor

ies

1,59

6,24

3

1,89

8,18

0

1,95

4,81

6

2,02

0,19

1

2,25

7,20

9

2,50

5,80

2

2,74

6,08

2

3,00

9,93

9

3,31

8,32

8

3,63

0,34

9

Oth

er11

1,89

5

11

1,63

6

11

1,46

3

11

4,39

7

11

5,73

1

12

0,91

5

12

2,24

5

12

5,08

2

12

8,38

5

13

3,62

7

To

tal C

urre

nt A

sset

s14

,201

,918

15,4

53,8

11

17

,150

,993

18,8

30,4

50

20

,513

,960

21,9

61,3

25

23

,757

,163

25,8

58,6

78

28

,533

,666

31,7

24,0

63

Non

-Cur

rent

Ass

ets

Rec

eiva

bles

10,2

50

10,2

50

10,2

50

10,2

50

10,2

50

10,2

50

10,2

50

10,2

50

10,2

50

10,2

50

Infra

stru

ctur

e, P

rope

rty, P

lant

& E

quip

men

t21

4,90

9,09

8

21

6,75

8,65

2

21

7,00

0,94

9

21

9,54

3,06

4

22

1,67

5,50

4

22

1,91

8,19

2

22

2,16

7,30

0

22

2,55

4,39

8

22

2,58

2,32

3

22

2,04

2,27

1

In

vest

men

ts A

ccou

nted

for u

sing

the

equi

ty m

etho

d18

6,00

0

18

6,00

0

18

6,00

0

18

6,00

0

18

6,00

0

18

6,00

0

18

6,00

0

18

6,00

0

18

6,00

0

18

6,00

0

To

tal N

on-C

urre

nt A

sset

s21

5,10

5,34

8

21

6,95

4,90

2

21

7,19

7,19

9

21

9,73

9,31

4

22

1,87

1,75

4

22

2,11

4,44

2

22

2,36

3,55

0

22

2,75

0,64

8

22

2,77

8,57

3

22

2,23

8,52

1

TO

TAL

ASSE

TS22

9,30

7,26

6

23

2,40

8,71

3

23

4,34

8,19

2

23

8,56

9,76

4

24

2,38

5,71

4

24

4,07

5,76

7

24

6,12

0,71

3

24

8,60

9,32

6

25

1,31

2,23

9

25

3,96

2,58

4

LIAB

ILIT

IES

Cur

rent

Lia

bilit

ies

Paya

bles

2,06

2,12

7

1,90

4,03

1

1,84

4,28

1

1,93

8,10

4

1,94

9,14

3

1,95

3,62

3

1,97

1,58

1

2,01

0,20

2

2,04

8,64

7

2,08

6,69

5

Inco

me

rece

ived

in a

dvan

ce15

0,78

6

15

5,15

2

15

7,98

3

16

2,56

4

16

5,54

9

17

0,34

2

17

3,49

9

17

8,51

5

18

1,84

8

18

7,09

7

Bo

rrow

ings

314,

630

324,

488

334,

655

345,

140

355,

954

367,

107

164,

527

97,2

05

-

-

Prov

isio

ns4,

111,

319

4,

111,

319

4,

111,

319

4,

111,

319

4,

111,

319

4,

111,

319

4,

111,

319

4,

111,

319

4,

111,

319

4,

111,

319

To

tal C

urre

nt L

iabi

litie

s6,

638,

862

6,

494,

990

6,

448,

238

6,

557,

127

6,

581,

966

6,

602,

391

6,

420,

926

6,

397,

242

6,

341,

814

6,

385,

112

Non

-Cur

rent

Lia

bilit

ies

Paya

bles

1,50

5

1,53

4

1,54

3

1,59

0

1,61

9

1,68

4

1,71

4

1,76

4

1,81

0

1,87

9

Borro

win

gs1,

989,

076

1,

664,

588

1,

329,

933

98

4,79

3

62

8,83

9

26

1,73

2

97

,205

0

00

Prov

isio

ns32

,681

32

,681

32

,681

32

,681

32

,681

32

,681

32

,681

32

,681

32

,681

32

,681

To

tal N

on-C

urre

nt L

iabi

litie

s2,

023,

262

1,

698,

803

1,

364,

157

1,

019,

064

66

3,13

8

29

6,09

7

13

1,60

0

34

,445

34

,491

34

,560

TO

TAL

LIAB

ILIT

IES

8,66

2,12

5

8,19

3,79

3

7,81

2,39

5

7,57

6,19

1

7,24

5,10

4

6,89

8,48

8

6,55

2,52

6

6,43

1,68

7

6,37

6,30

4

6,41

9,67

1

Net

Ass

ets

220,

645,

142

224,

214,

920

226,

535,

797

230,

993,

572

235,

140,

610

237,

177,

279

239,

568,

187

242,

177,

639

244,

935,

934

247,

542,

912

EQU

ITY

Ret

aine

d Ea

rnin

gs95

,996

,142

99,5

65,9

20

10

1,88

6,79

7

10

6,34

4,57

2

11

0,49

1,61

0

11

2,52

8,27

9

11

4,91

9,18

7

11

7,52

8,63

9

12

0,28

6,93

4

12

2,89

3,91

2

R

eval

uatio

n R

eser

ves

124,

649,

000

124,

649,

000

124,

649,

000

124,

649,

000

124,

649,

000

124,

649,

000

124,

649,

000

124,

649,

000

124,

649,

000

124,

649,

000

Cou

ncil

Equi

ty In

tere

st22

0,64

5,14

2

22

4,21

4,92

0

22

6,53

5,79

7

23

0,99

3,57

2

23

5,14

0,61

0

23

7,17

7,27

9

23

9,56

8,18

7

24

2,17

7,63

9

24

4,93

5,93

4

24

7,54

2,91

2

M

inor

ity E

quity

Inte

rest

-

-

-

-

-

-

-

-

-

-

Tota

l Equ

ity22

0,64

5,14

2

22

4,21

4,92

0

22

6,53

5,79

7

23

0,99

3,57

2

23

5,14

0,61

0

23

7,17

7,27

9

23

9,56

8,18

7

24

2,17

7,63

9

24

4,93

5,93

4

24

7,54

2,91

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

29C

ASH

FLO

W S

TATE

MEN

T - C

ON

SOLI

DAT

ED20

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

820

28/2

9$

$$

$$

$$

$$

$C

ash

Flow

s fr

om O

pera

ting

Activ

ities

Rec

eipt

s:R

ates

& A

nnua

l Cha

rges

5,65

4,42

6

5,86

1,33

4

6,06

8,70

8

6,29

6,44

5

6,52

8,75

0

6,76

4,93

5

7,00

5,00

7

7,26

5,83

1

7,53

1,61

3

7,80

1,66

0

Use

r Cha

rges

& F

ees

7,22

6,01

2

7,33

7,47

7

7,48

5,75

6

7,70

6,64

8

7,86

2,92

3

8,09

4,15

3

8,25

9,16

9

8,50

1,30

0

8,67

5,29

4

8,92

8,80

5

Inte

rest

& In

vest

men

t Rev

enue

Rec

eive

d17

1,06

3

18

1,73

6

18

0,81

9

18

5,58

4

19

4,44

2

19

9,37

3

20

3,22

4

20

6,43

0

21

0,58

0

21

1,03

2

G

rant

s &

Con

tribu

tions

14,6

86,0

44

10

,409

,392

8,53

2,27

7

10,5

52,6

18

10

,377

,441

8,47

3,32

1

8,52

5,66

3

8,83

9,55

4

8,81

9,03

0

8,88

1,59

8

Oth

er95

6,91

6

1,

008,

562

1,

008,

622

1,

004,

025

1,

031,

358

1,

052,

178

1,

059,

721

1,

073,

519

1,

092,

984

1,

107,

734

Pa

ymen

ts:

Empl

oyee

Ben

efits

& O

n-C

osts

(7,5

47,9

79)

(7

,875

,383

)

(8,0

19,2

79)

(8

,295

,825

)

(8,5

11,8

95)

(8

,804

,740

)

(9,0

37,2

71)

(9

,346

,967

)

(9,5

96,7

37)

(9

,923

,894

)

Mat

eria

ls &

Con

tract

s(5

,306

,309

)

(5,2

18,1

35)

(5

,112

,581

)

(5,2

28,4

50)

(5

,269

,687

)

(5,4

74,2

86)

(5

,595

,214

)

(5,7

08,0

92)

(5

,867

,620

)

(6,0

75,4

00)

Bo

rrow

ing

Cos

ts(4

8,12

9)

(7

2,11

9)

(6

2,38

8)

(5

2,35

2)

(4

2,00

1)

(3

1,32

6)

(2

0,31

6)

(7

,866

)

(3,5

13)

(0

)

Oth

er(2

,822

,464

)

(2,9

11,7

18)

(2

,921

,885

)

(2,9

91,2

29)

(3

,063

,707

)

(3,1

95,0

14)

(3

,209

,720

)

(3,2

87,8

66)

(3

,364

,731

)

(3,5

10,1

24)

Net

Cas

h pr

ovid

ed (o

r use

d in

) Ope

ratin

g Ac

tiviti

es12

,969

,580

8,72

1,14

6

7,16

0,04

9

9,17

7,46

5

9,10

7,62

4

7,07

8,59

3

7,19

0,26

2

7,53

5,84

4

7,49

6,89

9

7,42

1,41

2

Cas

h Fl

ows

from

Inve

stin

g Ac

tiviti

esR

ecei

pts:

Sale

of R

eal E

stat

e As

sets

277,

971

687,

060

687,

060

687,

060

409,

089

409,

089

409,

089

372,

726

300,

000

300,

000

Sale

of I

nfra

stru

ctur

e, P

rope

rty, P

lant

& E

quip

men

t13

8,18

2

20

8,22

7

23

9,42

5

25

6,98

6

32

2,72

7

28

4,97

7

23

9,26

6

20

6,34

5

39

4,98

2

19

2,66

8

D

efer

red

Deb

tors

Rec

eipt

s8,

000

5,

750

-

-

-

-

-

-

-

-

Pa

ymen

ts:

Purc

hase

of I

nves

tmen

t Sec

uriti

es-

-

(4

00,0

00)

(400

,000

)

(2

00,0

00)

-

(2

00,0

00)

(600

,000

)

(8

00,0

00)

(1,6

00,0

00)

Pu

rcha

se o

f Inf

rast

ruct

ure,

Pro

perty

, Pla

nt &

Equ

ipm

ent

(12,

954,

966)

(7,3

21,4

46)

(5

,547

,879

)

(7,8

64,3

27)

(7

,564

,591

)

(5,6

55,0

98)

(5

,467

,894

)

(5,6

93,7

36)

(5

,272

,599

)

(4,6

09,8

19)

Pu

rcha

se o

f Rea

l Est

ate

Asse

ts(1

00,0

00)

(750

,000

)

(5

00,0

00)

(500

,000

)

(5

00,0

00)

(500

,000

)

(5

00,0

00)

(500

,000

)

(5

00,0

00)

(500

,000

)

Net

Cas

h pr

ovid

ed (o

r use

d in

) Inv

estin

g Ac

tiviti

es(1

2,63

0,81

3)

(7

,170

,409

)

(5,5

21,3

94)

(7

,820

,281

)

(7,5

32,7

75)

(5

,461

,032

)

(5,5

19,5

39)

(6

,214

,665

)

(5,8

77,6

17)

(6

,217

,151

)

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

s70

0,00

0

-

-

-

-

-

-

-

-

-

Paym

ents

:R

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Tem

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Shire

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10 Y

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Pla

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ndin

g 30

Jun

e 20

29EQ

UIT

Y ST

ATEM

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NSO

LID

ATED

2019

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2020

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2021

/22

2022

/23

2023

/24

2024

/25

2025

/26

2026

/27

2027

/28

2028

/29

$$

$$

$$

$$

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Ope

ning

Bal

ance

212,

311,

587

220,

645,

142

224,

214,

920

226,

535,

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230,

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140,

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Proj

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d Ye

ars


Appendix 1

Function BudgetFor the year ended 30 June 2020Budget Summary 2019/20

Function Income Expenditure (Surplus)/DeficitGovernance (93,272) 479,020 385,748Public Order & Safety (483,720) 1,059,018 575,298Health (50,975) 335,667 284,692Community Services & Education (3,626,698) 3,938,762 312,064Housing & Community Amenities (1,152,704) 1,902,688 749,984Sewerage Services (1,137,593) 858,729 (278,864)Recreation & Culture (370,674) 3,064,229 2,693,555Building Services (64,225) 284,157 219,932Transport & Communication (5,266,279) 8,283,882 3,017,603Economic Affairs (993,665) 2,103,129 1,109,464Function Totals (13,239,805) 22,309,281 9,069,476General Purpose Revenues (Not Attributed to Functions) (9,301,192) (9,301,192)Opeating Result before Capital Amounts (22,540,997) 22,309,281 (231,716)Capital Grants & Contributions (8,024,726) (8,024,726)Operating Result (30,565,723) 22,309,281 (8,256,442)

ADD Expenses not involving flows of FundsDepreciation 5,054,975

ADD Non-Operating funds employed

Sale of Assets (138,182)Sale of Real Estate Assets (277,971)Repayments by Long Term Debtors (8,000)Loan Funds used (700,000)Transfer from Reserves (436,621)

(1,560,774)

LESS Funds deployed for non-operating purposes Acquisition of Assets 13,080,537Development of Real Estate 100,000Carrying Amount of Assets Sold 161,036Cost of Real Estate Assets Sold 178,004Advance to Long Term Debtors - Repayment of Loans 229,072Transfer to Reserves 707,542

14,456,191Budget (Surplus) / Deficit (416,000)

Budget Summary 2019/20

Page 1



Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 495,908 457,158Public Order & Safety (495,689) 1,091,142 595,453Health (52,249) 344,512 292,263Community Services & Education (3,717,319) 3,953,484 236,165Housing & Community Amenities (1,074,285) 1,813,927 739,642Sewerage Services (1,192,907) 976,852 (216,055)Recreation & Culture (359,388) 3,117,284 2,757,896Building Services (65,828) 294,843 229,015Transport & Communication (5,375,772) 8,466,449 3,090,677Economic Affairs (1,052,682) 2,218,950 1,166,268Function Totals (13,424,869) 22,773,351 9,348,482General Purpose Revenues (Not Attributed to Functions) (9,548,353) (9,548,353)Opeating Result before Capital Amounts (22,973,222) 22,773,351 (199,871)Capital Grants & Contributions (3,174,622) (3,174,622)Operating Result (26,147,844) 22,773,351 (3,374,493)



Sale of Assets (208,227)Sale of Real Estate Assets (687,060)Repayments by Long Term Debtors (5,750)Loan Funds used - Transfer from Reserves (330,000)

(1,231,037)




Page 2






Sale of Assets (239,425)Sale of Real Estate Assets (687,060)Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (80,000)

(1,006,485)




Page 3







(1,544,046)

LESS Funds deployed for non-operating purposes Acquisition of Assets 7,922,090Development of Real Estate 500,000Carrying Amount of Assets Sold 325,000Cost of Real Estate Assets Sold 442,298Advance to Long Term Debtors - Repayment of Loans 334,655Transfer to Reserves 1,033,901



Page 4







(1,124,316)




Page 5



Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 483,620 444,870Public Order & Safety (546,623) 1,205,132 658,509Health (57,673) 377,919 320,246Community Services & Education (4,103,023) 4,359,902 256,879Housing & Community Amenities (1,162,465) 1,883,744 721,279Sewerage Services (1,447,135) 949,872 (497,263)Recreation & Culture (396,489) 3,375,903 2,979,414Building Services (72,665) 333,552 260,887Transport & Communication (5,945,216) 9,028,611 3,083,395Economic Affairs (1,122,337) 2,396,131 1,273,794Function Totals (14,892,376) 24,394,386 9,502,010General Purpose Revenues (Not Attributed to Functions) (10,613,907) (10,613,907)Opeating Result before Capital Amounts (25,506,283) 24,394,386 (1,111,897)Capital Grants & Contributions (795,000) (795,000)Operating Result (26,301,283) 24,394,386 (1,906,897)




(1,024,066)




Page 6







(778,355)




Page 7







(909,071)




Page 8



Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 427,159 388,409Public Order & Safety (588,273) 1,303,064 714,791Health (62,108) 411,663 349,555Community Services & Education (4,418,393) 4,694,109 275,716Housing & Community Amenities (1,311,976) 2,030,323 718,347Sewerage Services (1,668,063) 1,011,451 (656,612)Recreation & Culture (426,825) 3,610,536 3,183,711Building Services (78,252) 367,365 289,113Transport & Communication (6,326,636) 9,509,042 3,182,406Economic Affairs (1,130,311) 2,467,982 1,337,671Function Totals (16,049,587) 25,832,694 9,783,107General Purpose Revenues (Not Attributed to Functions) (11,487,645) (11,487,645)Opeating Result before Capital Amounts (27,537,232) 25,832,694 (1,704,538)Capital Grants & Contributions (745,000) (745,000)Operating Result (28,282,232) 25,832,694 (2,449,538)




(724,982)




Page 9



Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 473,212 434,462Public Order & Safety (602,874) 1,337,581 734,707Health (63,663) 419,558 355,895Community Services & Education (4,528,959) 4,911,641 382,682Housing & Community Amenities (1,364,315) 2,082,267 717,952Sewerage Services (1,745,388) 1,033,226 (712,162)Recreation & Culture (437,457) 3,680,063 3,242,606Building Services (80,210) 379,390 299,180Transport & Communication (6,460,390) 9,650,421 3,190,031Economic Affairs (1,198,215) 2,605,757 1,407,542Function Totals (16,520,221) 26,573,116 10,052,895General Purpose Revenues (Not Attributed to Functions) (11,794,635) (11,794,635)Opeating Result before Capital Amounts (28,314,856) 26,573,116 (1,741,740)Capital Grants & Contributions (637,895) (637,895)Operating Result (28,952,751) 26,573,116 (2,379,635)




(822,668)

LESS Funds deployed for non-operating purposes Acquisition of Assets 4,579,923Development of Real Estate 500,000Carrying Amount of Assets Sold 65,000Cost of Real Estate Assets Sold 200,325Advance to Long Term Debtors - Repayment of Loans - Transfer to Reserves 1,140,840

6,486,088Budget (Surplus) / Deficit (1,771,190)


Page 10


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-

-

-

-

-

-

-

W

ork

Heal

th &

Saf

ety

3050

.715

.47

,758

74,8

7677

,426

80,0

6682

,794

85,6

1388

,533

91,5

5394

,678

97,9

1110

1,25

1IM

S De

velo

pmen

t30

50.7

14.4

0110

,000

-

-

-

-

-

-

-

-

-

-

Adm

inist

ratio

n Co

sts

3100

/305

0.35

1.30

1/31

10/3

140

1,78

0,14

21,

956,

518

2,01

6,27

02,

078,

137

2,14

1,98

72,

207,

922

2,27

6,15

22,

346,

662

2,41

9,60

22,

494,

949

2,57

2,76

8Fi

nanc

ial R

epor

ting

3100

.342

.36

,180

37,0

8438

,382

39,7

2841

,119

42,5

5844

,048

45,5

9147

,189

48,8

4350

,553

Prop

erty

Rev

alua

tions

3100

.407

.401

-

-

-

-

40,0

00-

-

-

-

40

,000

-

Fina

ncia

l Sta

tem

ent A

udit

Fee

3100

.360

.605

28,0

0028

,700

29,4

1730

,152

30,9

0731

,679

32,4

7133

,283

34,1

1634

,968

35,8

43Co

unci

l Cha

mbe

r Run

ning

Cos

ts34

9090

,445

115,

430

118,

015

120,

663

123,

383

126,

165

129,

020

131,

949

134,

946

138,

019

141,

172

Onc

osts

Rec

over

ed31

00.9

86.9

86(1

,773

,767

)(1

,808

,596

)(1

,871

,897

)(1

,937

,413

)(2

,005

,223

)(2

,075

,406

)(2

,148

,045

)(2

,223

,226

)(2

,301

,039

)(2

,381

,576

)(2

,464

,931

)O

verh

eads

Rec

over

ed30

50.9

80/3

050/

3100

/349

0.98

5.98

5(1

,056

,567

)(1

,175

,233

)(1

,203

,248

)(1

,246

,190

)(1

,283

,467

)(1

,321

,994

)(1

,361

,820

)(1

,402

,988

)(1

,445

,540

)(1

,489

,525

)(1

,534

,990

)

Insu

ranc

es3e

Insu

ranc

e - P

erso

nal A

ccid

ent

3050

.410

.627

2,20

62,

261

2,31

82,

375

2,43

52,

496

2,55

82,

622

2,68

82,

755

2,82

4In

sura

nce

- Cou

ncill

ors &

Offi

cers

3050

.410

.629

29,1

0229

,830

30,5

7631

,339

32,1

2432

,926

33,7

5034

,594

35,4

5936

,345

37,2

55In

sura

nce

- Fid

elity

Gua

rant

ee30

50.4

10.6

345,

988

6,13

86,

291

6,44

96,

610

6,77

56,

945

7,11

87,

296

7,47

97,

666

Depr

ecia

tion

3100

/349

0.*.

740

159,

100

203,

300

203,

300

203,

300

203,

300

203,

300

203,

300

203,

300

203,

300

203,

300

203,

300

Tota

l Exp

endi

ture

282,

352

479,

020

495,

908

409,

447

446,

486

403,

144

483,

620

395,

767

391,

660

427,

159

473,

212

Net

t Cos

t to

Coun

cil

251,

464

385,

748

457,

158

370,

697

407,

736

364,

394

444,

870

357,

017

352,

910

388,

409

434,

462

Page

11


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

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

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

Budg

et

2028

-29

Inco

me

Fire

Con

trol

1I

Ope

ratin

g Gr

ant

2070

.115

.160

(107

,264

)(1

11,7

72)

(114

,566

)(1

17,4

28)

(120

,367

)(1

23,3

74)

(126

,459

)(1

29,6

22)

(132

,863

)(1

36,1

83)

(139

,592

)M

inor

Equ

ipm

ent &

Con

sum

able

s20

70.1

15.1

61(3

8,00

0)(3

9,95

0)(4

0,94

9)(4

1,97

1)(4

3,02

2)(4

4,09

7)(4

5,19

9)(4

6,33

0)(4

7,48

9)(4

8,67

5)(4

9,89

4)Bl

and

Ope

ratin

g Gr

ant

2070

.115

.164

(296

,653

)(3

04,0

69)

(311

,671

)(3

19,4

55)

(327

,452

)(3

35,6

31)

(344

,024

)(3

52,6

29)

(361

,447

)(3

70,4

78)

(379

,752

)Bl

and

Adm

inist

ratio

n Fe

e20

70.1

30.2

20(2

2,07

5)(2

2,62

7)(2

3,19

3)(2

3,77

2)(2

4,36

7)(2

4,97

6)(2

5,60

0)(2

6,24

1)(2

6,89

7)(2

7,56

9)(2

8,25

9)

Anim

al C

ontr

ol2I

2040

(5,2

00)

(5,3

02)

(5,3

10)

(5,3

17)

(5,3

25)

(5,3

34)

(5,3

41)

(5,3

50)

(5,3

59)

(5,3

68)

(5,3

77)

Tota

l Inc

ome

(469

,192

)(4

83,7

20)

(495

,689

)(5

07,9

43)

(520

,533

)(5

33,4

12)

(546

,623

)(5

60,1

72)

(574

,055

)(5

88,2

73)

(602

,874

)

Expe

nditu

reFi

re C

ontr

ol1E

Cont

ribut

ion

- NSW

Fire

Brig

ade

4070

.406

.380

35,2

7036

,152

37,0

5637

,981

38,9

3239

,905

40,9

0241

,925

42,9

7444

,048

45,1

50Co

ntrib

utio

n - B

ush

Fire

Fun

d40

70.4

06.3

8122

9,44

623

5,18

224

1,06

224

7,08

225

3,26

725

9,59

426

6,08

527

2,74

127

9,56

128

6,54

629

3,71

9Br

igad

e &

Fun

ded

Vehi

cle

Expe

nses

4070

.306

.29

,297

29,7

9330

,661

31,5

5632

,479

33,4

2734

,405

35,4

1336

,451

37,5

2038

,621

Bush

fire

Trai

ning

4070

.310

.3,

152

3,23

13,

312

3,39

43,

479

3,56

63,

656

3,74

73,

841

3,93

74,

035

Min

or E

quip

men

t & C

onsu

mab

les

4070

78,6

3079

,596

81,5

8683

,624

85,7

1787

,858

90,0

5592

,307

94,6

1696

,980

99,4

07Bl

and

Shire

Brig

ade

& V

ehic

le C

osts

4071

260,

522

270,

428

276,

938

283,

606

290,

453

297,

461

304,

648

312,

018

319,

571

327,

306

335,

249

Ove

rhea

ds/In

tern

al R

echa

rges

4070

.980

.980

92,3

9195

,370

100,

670

101,

227

104,

300

107,

474

110,

754

114,

141

117,

641

121,

256

124,

991

Anim

al C

ontr

ol2E

4040

155,

908

158,

948

165,

881

169,

159

174,

521

180,

056

185,

782

191,

700

197,

816

204,

139

210,

666

Enfo

rcem

ent o

f Reg

ulat

ions

3E

4030

46,9

3048

,100

49,6

9751

,351

53,0

5754

,820

56,6

4458

,532

60,4

8362

,500

64,5

81

Emer

genc

y Se

rvic

es4E

Secu

rity

Serv

ice

4075

.420

.39

,588

40,5

0041

,512

42,5

4943

,614

44,7

0445

,822

46,9

6848

,142

49,3

4550

,580

CCTV

Ope

ratin

g Co

sts

4075

.421

.8,

500

8,00

08,

200

8,40

58,

615

8,83

09,

051

9,27

89,

510

9,74

79,

991

Insu

ranc

es40

75.4

10.

1,13

11,

159

1,18

81,

218

1,24

81,

279

1,31

11,

344

1,37

81,

412

1,44

7St

ate

Emer

genc

y Se

rvic

es40

80.5

28./4

080.

410.

23,2

4423

,468

23,8

5524

,251

24,6

5825

,074

25,5

0125

,938

26,3

8626

,846

27,3

19Em

erge

ncy

Man

agem

ent C

omm

ittee

4080

.529

.2,

800

2,87

02,

942

3,01

63,

091

3,16

83,

247

3,32

83,

411

3,49

73,

585

Ove

rhea

ds/In

tern

al R

echa

rges

4080

.980

.980

6,29

96,

503

6,86

46,

902

7,11

17,

328

7,55

17,

782

8,02

18,

267

8,52

2

Depr

ecia

tion

4070

/404

0/40

30/4

075/

4080

15,1

5819

,718

19,7

1819

,718

19,7

1819

,718

19,7

1819

,718

19,7

1819

,718

19,7

18

Tota

l Exp

endi

ture

1,02

8,26

61,

059,

018

1,09

1,14

21,

115,

039

1,14

4,26

01,

174,

262

1,20

5,13

21,

236,

880

1,26

9,52

01,

303,

064

1,33

7,58

1

Net

t Cos

t to

Coun

cil

559,

074

575,

298

595,

453

607,

096

623,

727

640,

850

658,

509

676,

708

695,

465

714,

791

734,

707

Page

12


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

3. H

ealth

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2028

-29

Inco

me

Heal

th A

dmin

istr

atio

n1I

2100

(2,6

00)

(2,8

00)

(2,8

70)

(2,9

42)

(3,0

15)

(3,0

91)

(3,1

68)

(3,2

47)

(3,3

28)

(3,4

12)

(3,4

97)

Nox

ious

Wee

eds

2I

1220

(47,

000)

(48,

175)

(49,

379)

(50,

613)

(51,

880)

(53,

176)

(54,

505)

(55,

869)

(57,

266)

(58,

696)

(60,

166)

Tota

l Inc

ome

(49,

600)

(50,

975)

(52,

249)

(53,

555)

(54,

895)

(56,

267)

(57,

673)

(59,

116)

(60,

594)

(62,

108)

(63,

663)

Expe

nditu

reHe

alth

Adm

inis

trat

ion

1e

Heal

th A

dmin

istra

tion

& In

spec

tion

4100

62,7

2163

,127

65,2

8967

,528

69,8

4172

,232

74,7

0977

,273

79,9

2582

,669

85,5

03Bu

sh B

ursa

ry P

rogr

am41

00.4

50.5

81-

3,

000

-

3,00

0-

3,

000

-

3,00

0-

3,

000

-

Ove

rhea

ds/In

tern

al R

echa

rges

4100

.980

.980

57,5

3459

,390

62,6

9063

,037

64,9

5066

,927

68,9

6971

,079

73,2

5875

,510

77,8

35Im

mun

izatio

n41

10.3

50.6

031,

100

1,12

51,

153

1,18

21,

212

1,24

21,

273

1,30

51,

337

1,37

11,

405

Food

Con

trol

Adm

inist

ratio

n41

2036

,100

36,3

7437

,626

38,9

2240

,261

41,6

4443

,078

44,5

6146

,096

47,6

8749

,327

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

2,06

010

4,61

110

8,75

011

0,16

011

3,05

011

7,51

011

9,05

312

2,17

912

6,98

712

8,67

913

2,06

2N

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

8016

,798

17,3

4018

,304

18,4

0518

,964

19,5

4120

,137

20,7

5321

,389

22,0

4722

,726

Depr

ecia

tion

4100

.*.7

406,

300

7,20

07,

200

7,20

07,

200

7,20

07,

200

7,20

07,

200

7,20

07,

200

Tota

l Exp

endi

ture

326,

113

335,

667

344,

512

352,

934

358,

978

372,

796

377,

919

390,

850

399,

692

411,

663

419,

558

Net

t Cos

t to

Coun

cil

276,

513

284,

692

292,

263

299,

379

304,

083

316,

529

320,

246

331,

734

339,

098

349,

555

355,

895

Page

13


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

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

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

Budg

et

2028

-29

Inco

me

Stat

e Fu

nded

HAC

C Pr

ogra

ms

1i

Tran

spor

t - T

emor

a18

60(2

10,5

00)

(215

,762

)(2

21,1

56)

(226

,680

)(2

32,3

55)

(238

,158

)(2

44,1

14)

(250

,220

)(2

56,4

75)

(262

,884

)(2

69,4

65)

Tran

spor

t - C

oota

mun

dra

1818

(180

,500

)(1

85,0

12)

(189

,636

)(1

94,3

74)

(199

,240

)(2

04,2

17)

(209

,322

)(2

14,5

58)

(219

,923

)(2

25,4

18)

(231

,060

)Di

sabi

lity

Serv

ices

Pac

kage

s28

20-2

880

(949

,198

)(9

72,9

28)

(997

,251

)(1

,022

,158

)(1

,047

,746

)(1

,073

,918

)(1

,100

,771

)(1

,128

,305

)(1

,156

,520

)(1

,185

,415

)(1

,215

,090

)Su

ppor

ted

Inde

pend

ent L

ivin

g28

18(5

86,2

95)

(655

,200

)(6

71,5

80)

(688

,353

)(7

05,5

85)

(723

,210

)(7

41,2

93)

(759

,835

)(7

78,8

36)

(798

,296

)(8

18,2

79)

Cont

ract

ed S

ervi

ces

1826

-182

8(7

0,00

0)(7

1,75

0)(7

3,54

3)(7

5,38

0)(7

7,26

7)(7

9,19

8)(8

1,17

9)(8

3,20

9)(8

5,28

9)(8

7,42

0)(8

9,60

8)

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

5,00

0)(4

6,12

5)(4

7,27

8)(4

8,45

9)(4

9,67

2)(5

0,91

3)(5

2,18

6)(5

3,49

1)(5

4,82

9)(5

6,19

9)(5

7,60

6)So

cial

Sup

port

Gro

up (D

DC)

2902

(39,

792)

(40,

787)

(41,

807)

(42,

851)

(43,

923)

(45,

021)

(46,

146)

(47,

301)

(48,

483)

(49,

695)

(50,

939)

Soci

al S

uppo

rt -

Tem

ora

2903

(37,

702)

(38,

645)

(39,

611)

(40,

600)

(41,

617)

(42,

656)

(43,

723)

(44,

817)

(45,

937)

(47,

085)

(48,

264)

Food

Ser

vice

s29

04(1

82,7

47)

(166

,000

)(1

70,1

50)

(174

,400

)(1

78,7

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(183

,231

)(1

87,8

12)

(192

,510

)(1

97,3

24)

(202

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07,3

17)

Resp

ite C

are

- Tem

ora

2905

(50,

110)

(51,

362)

(52,

646)

(53,

961)

(55,

312)

(56,

694)

(58,

111)

(59,

564)

(61,

054)

(62,

580)

(64,

147)

Hom

e M

odifi

catio

ns -

Tem

ora

2906

(46,

081)

(34,

260)

(35,

116)

(35,

994)

(36,

894)

(37,

816)

(38,

762)

(39,

732)

(40,

725)

(41,

742)

(42,

787)

Pers

onal

Car

e29

07(2

0,70

4)(2

1,22

2)(2

1,75

2)(2

2,29

6)(2

2,85

4)(2

3,42

5)(2

4,01

0)(2

4,61

2)(2

5,22

7)(2

5,85

7)(2

6,50

5)Ho

me

Mai

nten

ance

- Te

mor

a29

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0,98

3)(1

1,25

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1,53

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1,82

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2,42

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2,73

6)(1

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3,38

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cial

Sup

port

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a29

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4,22

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6,46

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7,62

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me

Mod

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Mai

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12(1

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1,81

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mes

tic A

ssist

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2913

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712)

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663)

(67,

307)

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987)

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Hom

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Leet

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6)(1

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Mai

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405)

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140)

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894)

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458)

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269)

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102)

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Soci

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432)

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275)

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234)

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214)

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219)

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250)

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307)

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389)

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500)

Food

Ser

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27,5

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34,0

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Aged

Car

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ckag

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19,7

71)

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61,2

81)

(882

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04,9

00)

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50,7

03)

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Com

mun

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ar

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99)

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74)

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Com

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Yout

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Educ

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n5i

Pre

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Tota

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93)

(4,5

28,9

59)

Page

14


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

4. C

omm

unity

Ser

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s and

Edu

catio

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Desc

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Prev

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Ye

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Estim

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Budg

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2019

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Budg

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2020

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Budg

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2021

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Budg

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2022

-23

Budg

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2023

-24

Budg

et

2024

-25

Budg

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2025

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Budg

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2026

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2027

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Expe

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4820

- 48

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Ser

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3828

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Soci

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Soci

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174,

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187,

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197,

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202,

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207,

317

Resp

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4905

50,1

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52,6

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55,3

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Hom

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4908

10,9

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11,5

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Hom

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29,7

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4917

35,5

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107,

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112,

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115,

596

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483

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124,

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127,

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130,

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Aged

Car

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980

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760,

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780,

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820,

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841,

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863,

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928

931,

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Com

mun

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7,17

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353

7,53

77,

726

7,91

98,

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8,32

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Oth

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Ser

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3E

Aged

Ser

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s37

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Com

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Page

15


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

5. H

ousi

ng a

nd C

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Am

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et

2019

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Budg

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2020

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Budg

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2021

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Budg

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2022

-23

Budg

et

2023

-24

Budg

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2024

-25

Budg

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2025

-26

Budg

et

2026

-27

Budg

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2027

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2028

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Inco

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264)

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588)

(48,

588)

Gran

ts -

Floo

d St

udie

s & F

lood

plai

n Ri

sk M

gt P

lans

1400

.115

.171

(201

,429

)(2

01,4

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(85,

000)

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-

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Herit

age

5i

Herit

age

Fund

Gra

nts

1930

.115

(8,0

00)

(12,

000)

(12,

000)

(12,

000)

(12,

000)

(12,

000)

(12,

000)

(12,

000)

(12,

000)

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000)

(12,

000)

Publ

ic C

emet

ery

Fees

6i

1530

/153

1.(6

5,50

0)(7

1,00

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2,77

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4,59

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8,37

0)(8

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0)(8

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Envi

ronm

enta

l Pro

tect

ion

7i

2060

(5,0

00)

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00)

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Tota

l Inc

ome

(1,0

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(1,2

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(1,3

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Expe

nditu

reHo

usin

g1e

Dwel

ling

Mai

nten

ance

4164

3,50

03,

552

3,63

13,

714

3,79

83,

885

3,97

44,

068

4,16

44,

262

4,36

5

Tow

n Pl

anni

ng2e

4010

193,

534

198,

648

206,

626

211,

599

218,

403

225,

438

232,

717

240,

245

248,

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256,

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264,

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Was

te M

anag

emen

t3e

Dom

estic

Was

te C

olle

ctio

n34

2019

0,09

820

2,01

520

8,46

621

3,99

722

0,26

622

6,71

623

3,36

724

0,22

124

7,28

725

4,56

226

2,06

3Tr

ade

Was

te C

olle

ctio

n34

2122

,067

22,7

3923

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24,1

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,814

25,5

4826

,307

27,0

8927

,896

28,7

2829

,585

Oth

er W

aste

Col

lect

ion

3422

& 3

430

51,2

0552

,448

54,0

9155

,230

56,6

8558

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59,7

3861

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Disp

osal

3410

298,

132

282,

682

291,

169

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929

308,

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318,

256

327,

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337,

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347,

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494

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Stor

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ater

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Stor

mw

ater

Dra

inag

e M

aint

enan

ce34

0019

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,761

21,3

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22,6

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23,9

6324

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Aria

h Pa

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235,

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Tem

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Herit

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Herit

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3930

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.15

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Herit

age

Advi

ser

3930

.360

.408

15,0

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,500

15,8

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16,6

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17,5

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18,4

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Her

itage

Exp

ense

s39

305,

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5,64

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5,98

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17,

392

Publ

ic C

emet

erie

s6e

3530

-353

220

9,17

921

9,44

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6,93

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1,81

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8,28

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4,93

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1,80

725

8,88

526

6,18

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3,69

728

1,44

4

Envi

ronm

enta

l Pro

tect

ion

7e

Re

cycl

ing

Ope

ratio

ns40

60.9

70 &

341

518

,014

22,8

7623

,480

24,1

0224

,741

25,3

9726

,070

26,7

6127

,471

28,2

0128

,949

Oth

er E

nviro

nmen

tal P

rote

ctio

n40

606,

260

6,26

56,

268

6,27

16,

274

6,27

76,

280

6,28

36,

287

6,29

06,

294

LCM

A La

ndca

re F

und

4060

.450

.492

10,0

0010

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10,0

0010

,000

10,0

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10,0

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,000

10,0

00En

viro

nmen

tal S

ervi

ces

4000

9,20

09,

500

9,68

79,

880

10,0

7710

,278

10,4

8510

,698

10,9

1511

,138

11,3

67

Publ

ic C

onve

nien

ces

8e

3450

90,4

0394

,450

98,6

9110

0,39

910

3,52

210

6,74

511

0,07

511

3,51

511

7,07

012

0,73

812

4,53

0

Stre

et C

lean

ing

9e

3440

231,

443

237,

800

244,

785

251,

538

258,

724

266,

117

273,

744

281,

600

289,

701

298,

040

306,

637

Depr

ecia

tion

233,

135

248,

955

248,

955

248,

955

248,

955

248,

955

248,

955

248,

955

248,

955

248,

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248,

955

Tota

l Exp

endi

ture

1,85

6,27

51,

902,

688

1,81

3,92

71,

750,

157

1,79

3,34

01,

837,

829

1,88

3,74

41,

931,

097

1,97

9,96

02,

030,

323

2,08

2,26

7

Net

t Cos

t to

Coun

cil

758,

970

749,

984

739,

642

722,

741

721,

032

720,

508

721,

279

723,

351

720,

164

718,

347

717,

952

Page

16


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

6. S

ewer

age

Serv

ices

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2028

-29

Inco

me

Sew

erag

e Sy

stem

1I

Resid

entia

l Ann

ual C

harg

es21

000.

100.

20/4

3(8

20,1

78)

(875

,708

)(9

19,4

93)

(963

,279

)(1

,015

,821

)(1

,068

,364

)(1

,120

,906

)(1

,173

,449

)(1

,234

,748

)(1

,296

,048

)(1

,357

,347

)Co

mm

erci

al A

cces

s Cha

rge

& U

sage

2100

0.10

1.20

/43

(187

,825

)(2

17,8

72)

(228

,766

)(2

39,6

59)

(252

,732

)(2

65,8

04)

(278

,876

)(2

91,9

48)

(307

,200

)(3

22,4

51)

(337

,702

)Ex

tra

Char

ges

2100

0.12

0.34

/35

(2,5

00)

(2,5

00)

(2,5

00)

(2,5

00)

(2,5

00)

(2,5

00)

(2,5

00)

(2,5

00)

(2,5

00)

(2,5

00)

(2,5

00)

Pens

ion

Reba

te21

000.

100.

30/3

143

,888

39,4

6340

,450

41,4

6042

,498

43,5

5944

,648

45,7

6546

,910

48,0

8149

,285

Inte

rest

Ear

ned

2100

0.12

0.19

0(1

6,00

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)Pe

nsio

n Su

bsid

y21

000.

115.

9849

(24,

138)

(21,

705)

(22,

248)

(22,

803)

(23,

374)

(23,

958)

(24,

557)

(25,

171)

(25,

801)

(26,

445)

(27,

107)

Sew

er C

ompl

ianc

e Ce

rtifi

cate

Fee

s21

000.

110.

102

(5,6

37)

(5,7

78)

(5,9

22)

(6,0

70)

(6,2

22)

(6,3

78)

(6,5

37)

(6,7

01)

(6,8

68)

(7,0

40)

(7,2

16)

Fitt

ings

& In

stal

latio

n21

000.

110.

103

(4,2

02)

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07)

(4,4

15)

(4,5

25)

(4,6

38)

(4,7

54)

(4,8

73)

(4,9

95)

(5,1

20)

(5,2

48)

(5,3

79)

Drai

nage

Dia

gram

Fee

2100

0.11

0.10

4(4

,400

)(4

,510

)(4

,623

)(4

,738

)(4

,857

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,978

)(5

,103

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,361

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,495

)(5

,633

)Pr

oper

ty R

enta

l21

000.

130.

120

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00)

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00)

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00)

(1,0

00)

(1,0

00)

(1,0

00)

(1,0

00)

(1,0

00)

(1,0

00)

(1,0

00)

(1,0

00)

Sund

ry In

com

e21

000.

130.

220

(100

)(1

00)

(100

)(1

00)

(100

)(1

00)

(100

)(1

00)

(100

)(1

00)

(100

)Pl

ant H

ire21

000.

130.

975

(15,

000)

(15,

000)

(15,

375)

(15,

759)

(16,

154)

(16,

557)

(16,

971)

(17,

396)

(17,

830)

(18,

276)

(18,

734)

Efflu

ent S

chem

e Sa

les

2I

2100

0.11

0.99

(13,

245)

(13,

576)

(13,

915)

(14,

263)

(14,

620)

(14,

985)

(15,

360)

(15,

744)

(16,

138)

(16,

541)

(16,

955)

Tota

l Inc

ome

(1,0

50,3

37)

(1,1

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93)

(1,1

92,9

07)

(1,2

48,2

36)

(1,3

14,5

20)

(1,3

80,8

19)

(1,4

47,1

35)

(1,5

13,4

69)

(1,5

90,7

56)

(1,6

68,0

63)

(1,7

45,3

88)

Expe

nditu

reSe

wer

age

Syst

em1E

Man

agem

ent &

Tec

hnic

al C

osts

2300

0.33

8.34

020

,700

21,4

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22,9

5223

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24,5

8625

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le M

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gt P

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& O

pera

tiona

l Pro

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res

2300

0.35

2.40

1-

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10

0,00

0-

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Tr

eatm

ent W

orks

2300

0.60

2.14

7,02

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1,18

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615

9,85

216

4,38

216

9,03

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3,82

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8,76

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9,06

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ains

Mai

nten

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2300

0.60

1.15

9,32

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3,99

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3,73

317

8,82

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4,06

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9,46

919

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0,77

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mpi

ng S

tatio

ns23

000.

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16,1

3416

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17,1

2817

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8418

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19,3

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03Fi

ttin

gs &

Inst

alla

tion

2300

0.59

0.7,

000

7,19

57,

395

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815

8,03

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257

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726

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222

Insu

ranc

es23

000.

410.

*8,

840

17,4

2517

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18,3

0618

,765

19,2

3419

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20,2

0820

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21,2

3121

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ry23

000.

970.

3,58

73,

677

3,76

93,

863

3,96

04,

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4,16

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264

4,37

14,

480

4,59

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rnal

Rec

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es23

000.

980.

980

36,7

4637

,931

40,0

3940

,261

41,4

8342

,745

44,0

5045

,397

46,7

8948

,227

49,7

12

Efflu

ent S

chem

e2E

2300

0.51

1/51

2/51

416

6,21

617

1,09

117

6,08

518

1,23

118

6,53

319

1,98

619

7,61

320

3,41

220

9,38

221

5,53

122

1,86

5

Depr

ecia

tion

2300

0.*.

740

243,

150

269,

150

269,

150

269,

150

269,

150

269,

150

269,

150

269,

150

269,

150

269,

150

269,

150

Tota

l Exp

endi

ture

927,

792

858,

729

976,

852

893,

574

911,

797

930,

541

949,

872

969,

792

990,

313

1,01

1,45

11,

033,

226

Net

t Cos

t to

Coun

cil

(122

,545

)(2

78,8

64)

(216

,055

)(3

54,6

62)

(402

,723

)(4

50,2

78)

(497

,263

)(5

43,6

77)

(600

,443

)(6

56,6

12)

(712

,162

)

Page

17


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

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

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

Budg

et

2028

-29

Inco

me

Libr

ary

Serv

ices

1i

1710

(39,

000)

(35,

612)

(36,

502)

(37,

414)

(38,

351)

(39,

309)

(40,

291)

(41,

300)

(42,

332)

(43,

389)

(44,

476)

Publ

ic H

alls

2i

Cine

ma

1742

(131

,500

)(1

32,5

00)

(135

,812

)(1

39,2

04)

(142

,689

)(1

46,2

55)

(149

,910

)(1

53,6

59)

(157

,502

)(1

61,4

38)

(165

,479

)Pu

blic

Hal

ls17

40/1

741

(8,0

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)

Recr

eatio

n Ce

ntre

/Sw

imm

ing

Pool

s3i

1720

/172

1/17

22/1

730

(156

,000

)(1

57,0

00)

(160

,923

)(1

64,9

43)

(169

,071

)(1

73,2

96)

(177

,629

)(1

82,0

73)

(186

,627

)(1

91,2

89)

(196

,075

)

Spor

ting

Grou

nds

4i

Spor

ting

Grou

nds -

Hire

Fee

s12

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2,00

0)(1

2,00

0)(1

2,30

0)(1

2,60

7)(1

2,92

3)(1

3,24

6)(1

3,57

7)(1

3,91

6)(1

4,26

4)(1

4,62

1)(1

4,98

7)SC

CF G

rant

- Go

lf Cl

ub Ir

rigat

ion

1240

.115

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(53,

000)

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-

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-

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-

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Park

s & G

arde

ns5i

1230

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00)

(2,5

62)

(2,6

26)

(2,6

92)

(2,7

59)

(2,8

28)

(2,8

99)

(2,9

71)

(3,0

45)

(3,1

22)

(3,2

00)

Cultu

ral A

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ities

8I

Scou

t Hal

l - A

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Cul

tura

l Cen

tre

1885

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(2,0

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00)

(2,0

00)

(2,0

00)

(2,0

00)

(2,0

00)

(2,0

00)

(2,0

00)

Tota

l Inc

ome

(402

,000

)(3

70,6

74)

(359

,388

)(3

68,3

15)

(377

,485

)(3

86,8

68)

(396

,489

)(4

06,3

56)

(416

,468

)(4

26,8

25)

(437

,457

)

Expe

nditu

reLi

brar

y Se

rvic

es1e

3710

355,

298

332,

897

343,

915

353,

428

364,

182

375,

264

386,

701

398,

503

410,

681

423,

240

436,

187

Publ

ic H

alls

2e

Cine

ma

3742

140,

991

141,

321

144,

655

148,

073

151,

580

155,

167

158,

847

162,

619

166,

486

170,

444

174,

509

Publ

ic H

all M

aint

enan

ce37

40/3

741

123,

099

126,

441

131,

030

132,

643

135,

889

139,

231

142,

677

146,

230

149,

892

153,

666

157,

552

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

494,

150

464,

614

479,

820

489,

150

502,

006

515,

257

528,

939

543,

051

557,

621

572,

649

588,

148

Aria

h Pa

rk S

wim

min

g Po

ol37

2122

,775

25,0

0025

,000

25,0

0025

,000

25,0

0025

,000

25,0

0025

,000

25,0

0025

,000

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

5,00

0

Spor

ting

Grou

nds

4e

Spor

ting

Grou

nds M

aint

enac

e32

4032

5,56

533

5,03

934

6,01

835

4,45

936

4,61

037

5,04

938

5,80

439

6,88

840

8,30

442

0,05

143

2,15

8Do

natio

n to

Gol

f Clu

b fo

r Irr

igat

ion

Exte

nsio

n32

40.4

05.6

2253

,000

20,0

00-

-

-

-

-

-

-

-

-

Park

s & G

arde

ns5e

3230

481,

772

496,

069

512,

036

525,

457

540,

827

556,

648

572,

961

589,

772

607,

097

624,

942

643,

331

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,

816

7,27

57,

369

7,46

67,

565

7,66

67,

770

7,87

87,

988

8,09

98,

214

Bund

awar

rah

Cent

re7e

3880

190,

397

205,

361

212,

342

218,

162

224,

874

231,

799

238,

959

246,

355

253,

991

261,

876

270,

014

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,

547

1,57

11,

620

1,67

21,

726

1,78

11,

838

1,89

71,

957

2,02

02,

084

Izum

izaki

Visi

t38

90.4

50.5

92-

-

-

10

,000

-

10,0

00-

10

,000

-

10,0

00-

Ev

ent C

osts

& E

vent

Fac

ilita

tion

3910

/13/

14/1

6/21

-29/

3931

/390

054

,082

47,9

1248

,679

49,4

7450

,296

51,1

4652

,027

52,9

3953

,883

54,8

6055

,870

Cultu

ral E

xpen

ditu

re38

9011

6,74

212

5,31

912

9,33

013

0,40

013

3,06

313

5,81

413

8,65

514

1,59

114

4,62

414

7,75

515

0,98

9Sc

out H

all -

Art

s & C

ultu

ral C

entr

e38

85-

2,

400

2,46

02,

522

2,58

42,

649

2,71

52,

784

2,85

32,

924

2,99

7

Depr

ecia

tion

689,

163

711,

510

711,

510

711,

510

711,

510

711,

510

711,

510

711,

510

711,

510

711,

510

711,

510

Tota

l Exp

endi

ture

3,07

6,89

73,

064,

229

3,11

7,28

43,

180,

916

3,23

7,21

23,

315,

481

3,37

5,90

33,

458,

517

3,52

3,38

73,

610,

536

3,68

0,06

3

Page

18


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

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

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

Budg

et

2028

-29

Net

t Cos

t to

Coun

cil

2,67

4,89

72,

693,

555

2,75

7,89

62,

812,

601

2,85

9,72

72,

928,

613

2,97

9,41

43,

052,

161

3,10

6,91

93,

183,

711

3,24

2,60

6

Page

19


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

8. B

uild

ing

Serv

ices

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2028

-29

Inco

me

1I

Sept

ic T

ank

Inst

alla

tions

2020

.105

.54

(2,0

00)

(2,1

00)

(2,1

52)

(2,2

06)

(2,2

61)

(2,3

18)

(2,3

76)

(2,4

35)

(2,4

96)

(2,5

59)

(2,6

23)

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)

(9,2

00)

(9,4

30)

(9,6

66)

(9,9

07)

(10,

155)

(10,

409)

(10,

669)

(10,

936)

(11,

209)

(11,

490)

Cons

truc

tion

Cert

ifica

te F

ees

2020

.105

.65

(30,

000)

(30,

500)

(31,

262)

(32,

043)

(32,

845)

(33,

666)

(34,

508)

(35,

371)

(36,

255)

(37,

161)

(38,

091)

Com

miss

ions

Rec

eive

d20

20.1

05.6

6(1

,000

)(1

,025

)(1

,051

)(1

,077

)(1

,104

)(1

,131

)(1

,160

)(1

,189

)(1

,218

)(1

,249

)(1

,280

)Co

mpl

ianc

e Ce

rtifi

cate

Fee

s20

20.1

05.6

7(2

0,00

0)(2

0,50

0)(2

1,01

2)(2

1,53

7)(2

2,07

6)(2

2,62

8)(2

3,19

4)(2

3,77

4)(2

4,36

8)(2

4,97

7)(2

5,60

2)Bu

ildin

g Co

ntro

l Sun

dry

2020

.130

.220

/.105

.70

(100

)(3

00)

(307

)(3

15)

(323

)(3

31)

(339

)(3

48)

(357

)(3

66)

(375

)

Tota

l Inc

ome

(62,

700)

(64,

225)

(65,

828)

(67,

474)

(69,

162)

(70,

891)

(72,

665)

(74,

482)

(76,

343)

(78,

252)

(80,

210)

Expe

nditu

re1E

Empl

oyee

Cos

ts40

20.3

00/3

1015

4,93

415

7,82

816

3,33

116

9,03

917

4,93

418

1,03

418

7,35

219

3,89

020

0,66

520

7,67

421

4,91

7O

ffice

Adm

inist

ratio

n Co

sts

4020

.350

/370

/450

/970

65,3

3568

,507

70,5

1072

,576

74,7

0176

,891

79,1

4881

,472

83,8

6886

,337

88,8

79O

verh

eads

/Inte

rnal

Rec

harg

es40

20.9

80.9

8055

,435

57,2

2260

,402

60,7

3662

,580

64,4

8566

,452

68,4

8570

,585

72,7

5474

,994

Depr

ecia

tion

4020

.*.7

40-

60

060

060

060

060

060

060

060

060

060

0

Tota

l Exp

endi

ture

275,

704

284,

157

294,

843

302,

951

312,

815

323,

010

333,

552

344,

447

355,

718

367,

365

379,

390

Net

t Cos

t to

Coun

cil

213,

004

219,

932

229,

015

235,

477

243,

653

252,

119

260,

887

269,

965

279,

375

289,

113

299,

180

Page

19


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

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

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

Budg

et

2028

-29

Inco

me

RTA

Cont

ribut

ions

Regi

onal

Roa

ds P

rogr

am1I

1340

(704

,175

)(7

10,0

00)

(727

,750

)(7

45,9

26)

(764

,599

)(7

83,6

98)

(803

,294

)(8

23,3

87)

(843

,977

)(8

65,0

64)

(886

,719

)St

ate

Road

s Pro

gram

2I

1370

(4,2

50,0

00)

(3,4

40,0

00)

(3,5

26,0

00)

(3,6

14,0

64)

(3,7

04,5

36)

(3,7

97,0

72)

(3,8

92,0

16)

(3,9

89,3

68)

(4,0

89,1

28)

(4,1

91,2

96)

(4,2

96,2

16)

Repa

ir Pr

ogra

m1I

1372

(121

,417

)(1

25,0

00)

(128

,125

)(1

31,3

25)

(134

,612

)(1

37,9

75)

(141

,425

)(1

44,9

62)

(148

,588

)(1

52,3

00)

(156

,112

)

Road

Saf

ety

Offi

cer

3i

1380

(86,

038)

(82,

909)

(85,

194)

(87,

558)

(89,

996)

(92,

514)

(95,

116)

(97,

804)

(100

,583

)(1

03,4

52)

(106

,414

)

Qua

rry

Ope

ratio

ns4i

1520

(6,6

23)

(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)

Asso

ciat

ed R

oadw

orks

5i

Road

s to

Reco

very

Pro

gram

1371

(565

,017

)(8

25,9

68)

(825

,968

)(8

25,9

68)

(825

,968

)(8

25,9

68)

(929

,214

)(9

29,2

14)

(929

,214

)(9

29,2

14)

(929

,214

)Ro

ads -

Sun

dry

- Sal

e of

Old

Mat

eria

l12

00(5

00)

(512

)(5

25)

(538

)(5

51)

(565

)(5

79)

(594

)(6

09)

(624

)(6

39)

Aero

drom

e6i

1510

(7,0

00)

(34,

890)

(35,

035)

(35,

183)

(35,

336)

(35,

492)

(35,

652)

(35,

816)

(35,

984)

(36,

157)

(36,

334)

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

(5,7

80,7

70)

(5,2

66,2

79)

(5,3

75,7

72)

(5,4

87,9

16)

(5,6

03,1

36)

(5,7

21,0

11)

(5,9

45,2

16)

(6,0

69,2

63)

(6,1

96,4

04)

(6,3

26,6

36)

(6,4

60,3

90)

Expe

nditu

reRT

A Fu

nded

Roa

dwor

ksRe

gion

al R

oads

Pro

gram

1E

3340

189,

175

95,0

0015

5,87

518

9,25

114

4,21

113

4,17

319

2,21

921

8,34

918

7,56

521

7,36

419

2,83

1St

ate

Road

s Pro

gram

2E

3370

3,55

6,15

92,

871,

877

2,95

4,66

33,

036,

526

3,12

2,52

33,

210,

902

3,30

1,94

63,

395,

661

3,49

2,13

53,

591,

373

3,69

3,56

9

Road

Saf

ety

Offi

cer

3e

3380

103,

299

96,1

1299

,060

102,

114

105,

267

108,

524

111,

897

115,

384

118,

994

122,

727

126,

580

Qua

rry

Ope

ratio

ns4e

3520

6,94

18,

061

8,21

18,

366

8,52

58,

691

8,86

19,

038

9,22

09,

408

9,60

3

Asso

ciat

ed R

oadw

orks

5e

Urba

n Se

aled

Roa

ds33

3022

3,53

323

0,08

523

6,83

524

3,79

325

0,96

125

8,33

826

5,94

627

3,78

428

1,86

329

0,18

529

8,76

0Ur

ban

Unse

aled

Roa

ds33

3133

,957

34,9

3035

,932

36,9

6438

,026

39,1

1940

,245

41,4

0542

,599

43,8

2845

,093

Rura

l Sea

led

Road

s33

5027

7,54

530

3,90

429

4,17

830

2,88

031

1,84

832

1,07

733

0,59

834

0,40

935

0,52

336

0,94

137

1,68

1Ru

ral U

nsea

led

Road

s33

6082

9,03

685

1,04

987

3,65

589

6,86

692

0,74

194

5,21

897

0,38

399

6,23

81,

022,

795

1,05

0,05

51,

078,

086

Brid

ge M

aint

enan

ce32

804,

967

5,09

15,

218

5,34

95,

482

5,61

95,

760

5,90

46,

052

6,20

36,

358

Kerb

& G

utte

r Mai

nten

ance

3310

55,0

0061

,184

63,0

3564

,944

66,9

1268

,940

71,0

3373

,192

75,4

1877

,713

80,0

79Fo

otpa

th M

aint

enan

ce33

0025

,000

25,9

1326

,704

27,5

2228

,362

29,2

3030

,125

31,0

5032

,004

32,9

8533

,998

Stre

et T

ree

Prog

ram

3385

181,

094

190,

667

196,

228

201,

958

207,

865

213,

940

220,

202

226,

654

233,

305

240,

148

247,

205

Bus S

helte

rs &

Sea

ts32

9068

386

488

690

893

095

497

81,

002

1,02

71,

053

1,07

9Ca

r Par

k M

aint

enan

ce35

004,

060

5,00

05,

125

5,25

35,

384

5,51

95,

657

5,79

85,

944

6,09

26,

244

Depo

t Cos

ts35

70/3

580

287,

319

302,

180

303,

405

302,

040

301,

960

301,

859

301,

753

301,

636

303,

160

311,

390

320,

435

Engi

neer

ing

Ope

ratio

ns32

0086

6,98

888

0,06

891

4,94

393

4,31

896

2,73

499

2,02

81,

022,

277

1,05

3,48

81,

085,

714

1,11

8,95

21,

153,

230

Less

Adm

in O

ncos

ts R

ecov

ered

3590

(1,2

66,8

23)

(1,2

69,9

45)

(1,3

14,3

93)

(1,3

60,3

96)

(1,4

08,0

10)

(1,4

57,2

91)

(1,5

08,2

96)

(1,5

61,0

86)

(1,6

15,7

24)

(1,6

72,2

75)

(1,7

30,8

04)

Aero

drom

e O

pera

tions

& M

aint

enan

ce6e

3510

278,

270

295,

040

306,

337

312,

403

321,

493

330,

856

340,

515

350,

477

360,

749

371,

338

382,

257

Stre

et L

ight

ing

Char

ges

7e

3390

120,

000

150,

000

153,

750

157,

590

161,

535

165,

570

169,

710

173,

955

178,

305

182,

760

187,

335

Depr

ecia

tion

2,92

2,84

03,

146,

802

3,14

6,80

23,

146,

802

3,14

6,80

23,

146,

802

3,14

6,80

23,

146,

802

3,14

6,80

23,

146,

802

3,14

6,80

2

Tota

l Exp

endi

ture

8,69

9,04

38,

283,

882

8,46

6,44

98,

615,

451

8,70

3,55

18,

830,

068

9,02

8,61

19,

199,

140

9,31

8,45

09,

509,

042

9,65

0,42

1

Net

t Cos

t to

Coun

cil

2,91

8,27

33,

017,

603

3,09

0,67

73,

127,

535

3,10

0,41

53,

109,

057

3,08

3,39

53,

129,

877

3,12

2,04

63,

182,

406

3,19

0,03

1

Page

20


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

10.

Econ

omic

Affa

irs

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2028

-29

Inco

me

Tour

ism

& A

rea

Prom

otio

n1i

Cara

van

Park

s, Ca

bins

& C

ampi

ng A

reas

2150

-215

4(1

78,8

25)

(149

,000

)(1

96,1

00)

(156

,539

)(2

05,4

60)

(164

,466

)(2

15,0

38)

(172

,795

)(2

24,8

51)

(181

,542

)(2

34,9

08)

Tour

ism &

Are

a Pr

omot

ion

1920

(38,

000)

(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

,920

)-

-

-

-

-

-

-

-

-

-

Sa

leya

rds &

Mar

kets

- St

reet

Sta

ll Fe

es20

50(6

,420

)(4

30)

(441

)(4

52)

(463

)(4

75)

(487

)(4

99)

(511

)(5

24)

(537

)Se

rvic

e N

SW (i

ncor

pora

ting

RMS

agen

cy)

1701

(133

,600

)(1

40,3

00)

(143

,808

)(1

47,3

99)

(151

,089

)(1

54,8

63)

(158

,735

)(1

62,7

06)

(166

,775

)(1

70,9

42)

(175

,221

)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

54,1

00)

(405

,275

)(4

06,6

57)

(408

,072

)(4

09,5

25)

(411

,013

)(4

12,5

38)

(414

,102

)(4

15,7

05)

(417

,347

)(4

19,0

33)

NRC

C Ho

use

- Ren

ts &

Tra

inin

g Ro

om F

ees

2160

(6,5

07)

-

-

-

-

-

-

-

-

-

-

Med

ical

Fac

ilitie

s3i

Med

ical

Cen

tre

Leas

e21

55.1

30.1

20(1

16,8

54)

(117

,660

)(1

20,6

01)

(123

,614

)(1

26,7

08)

(129

,873

)(1

33,1

21)

(136

,450

)(1

39,8

62)

(143

,357

)(1

46,9

46)

Med

ical

Cen

tre

Loan

Inte

rest

Sub

sidy

2155

.130

.195

(7,7

66)

-

-

-

-

-

-

-

-

-

-

Med

ical

Imag

ing

Faci

lity

Leas

e21

56.1

30.1

20(1

9,14

4)(2

1,00

0)(2

1,52

5)(2

2,06

3)(2

2,61

5)(2

3,18

0)(2

3,75

9)(2

4,35

4)(2

4,96

3)(2

5,58

6)(2

6,22

7)M

edic

al U

nits

at 1

93 B

aker

Str

eet R

ents

2159

(10,

250)

(17,

000)

(17,

425)

(17,

860)

(18,

307)

(18,

765)

(19,

234)

(19,

715)

(20,

208)

(20,

713)

(21,

231)

Tota

l Inc

ome

(984

,386

)(9

93,6

65)

(1,0

52,6

82)

(1,0

25,3

24)

(1,0

86,7

79)

(1,0

58,6

10)

(1,1

22,3

37)

(1,0

93,5

83)

(1,1

59,4

63)

(1,1

30,3

11)

(1,1

98,2

15)

Expe

nditu

reTo

uris

m &

Are

a Pr

omot

ion

1e

Cara

van

Park

s, Ca

bins

& C

ampi

ng A

reas

4150

-415

419

8,33

022

0,30

022

2,27

222

7,78

223

4,43

024

1,28

324

8,36

825

5,67

126

3,20

827

0,99

127

9,01

8To

urism

& A

rea

Prom

otio

n39

2035

5,69

938

2,26

938

1,43

538

9,45

940

0,57

641

2,05

142

3,90

843

6,15

444

8,80

546

1,87

147

5,36

3Pr

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

War

bird

s Dow

nund

er39

1783

,000

-

83,0

00-

83

,000

-

83,0

00-

83

,000

-

83,0

00

Econ

omic

Dev

elop

men

t/Bu

sine

ss A

ctiv

ities

2e

Econ

omic

Dev

elop

men

t41

7030

0,72

031

0,81

032

1,31

632

6,59

733

4,89

034

3,46

535

2,33

536

1,50

837

1,00

138

0,81

439

0,95

5Do

natio

n to

Roa

dwor

ks fo

r Dev

elop

men

t41

70.4

50.6

2250

,000

-

-

-

-

-

-

-

-

-

-

TBEG

Offi

cer/

BREE

D Bu

sines

s Cen

tre

4170

.456

/458

/449

14,7

818,

000

8,20

08,

405

8,61

58,

830

9,05

19,

278

9,51

09,

747

9,99

1TB

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

ts -

Stre

et S

tall

Cara

van

4050

76,1

841,

300

1,34

11,

382

1,42

51,

470

1,51

51,

564

1,61

31,

664

1,71

6Se

rvic

e N

SW (i

ncor

pora

ting

RMS

agen

cy)

3701

132,

094

138,

658

143,

183

146,

049

149,

901

153,

852

157,

914

162,

090

166,

378

170,

781

175,

309

Priv

ate

Wor

ks36

0095

,270

97,0

3010

1,24

310

2,68

310

5,64

110

8,69

011

1,83

111

5,07

111

8,41

012

1,85

212

5,39

9Ag

ricul

tura

l Inn

ovat

ion

Cent

re41

9537

2,84

338

8,19

039

7,60

640

6,97

741

6,74

242

6,73

643

6,99

444

7,51

245

8,30

046

9,35

148

0,69

8N

RCC

Hous

e41

6085

,652

86,2

0787

,998

89,8

3491

,721

93,6

4995

,629

97,6

5799

,738

101,

868

104,

053

Oth

er L

and

& B

uild

ings

4200

/416

624

,900

62,0

3762

,200

62,3

6862

,539

62,7

1662

,897

63,0

8063

,271

63,4

6563

,665

Med

ical

Fac

ilitie

s3e

Med

ical

Cen

tre

4155

34,5

4124

,124

24,5

5224

,991

25,4

4125

,901

26,3

7426

,858

27,3

5527

,864

28,3

87M

edic

al Im

agin

g Fa

cilit

y41

564,

010

4,43

34,

493

4,55

74,

620

4,68

64,

752

4,82

24,

892

4,96

55,

039

Med

ical

Uni

ts a

t 193

Bak

er S

tree

t41

5915

,830

17,8

3118

,171

18,5

2218

,879

19,2

4619

,623

20,0

0920

,403

20,8

0921

,224

Depr

ecia

tion

315,

124

354,

640

354,

640

354,

640

354,

640

354,

640

354,

640

354,

640

354,

640

354,

640

354,

640

Tota

l Exp

endi

ture

2,16

6,27

82,

103,

129

2,21

8,95

02,

171,

546

2,30

0,36

02,

264,

515

2,39

6,13

12,

363,

214

2,49

7,82

42,

467,

982

2,60

5,75

7

Net

t Cos

t to

Coun

cil

1,18

1,89

21,

109,

464

1,16

6,26

81,

146,

222

1,21

3,58

11,

205,

905

1,27

3,79

41,

269,

631

1,33

8,36

11,

337,

671

1,40

7,54

2

Page

21


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

11.

Gen

eral

Pur

pose

Rev

enue

Desc

riptio

nRe

f.Jo

b N

o.

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2028

-29

Inco

me

Ord

inar

y Ra

tes

1i

Ord

inar

y Ra

tes

1110

.100

.(3

,903

,934

)(4

,042

,436

)(4

,163

,709

)(4

,288

,620

)(4

,417

,169

)(4

,549

,761

)(4

,686

,395

)(4

,827

,073

)(4

,971

,791

)(5

,120

,958

)(5

,274

,570

)Pe

nsio

n Re

bate

s11

10.1

00.3

011

9,00

010

5,66

710

8,83

711

2,10

211

5,46

211

8,92

912

2,50

012

6,17

712

9,96

013

3,85

913

7,87

4Le

gal C

osts

Rec

over

ed11

10.1

30.3

6(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)(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(8

1,00

0)(7

8,88

6)(8

0,46

4)(8

2,07

3)(8

3,71

4)(8

5,38

6)(8

7,09

8)(8

8,84

1)(9

0,61

6)(9

2,43

1)(9

4,27

7)

Inte

rest

on

Inve

stm

ents

2i

1120

.120

.190

(106

,000

)(1

50,0

00)

(155

,000

)(1

60,0

00)

(165

,000

)(1

70,0

00)

(175

,000

)(1

80,0

00)

(185

,000

)(1

90,0

00)

(195

,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

(2,1

10,0

77)

(2,1

62,8

29)

(2,2

16,9

00)

(2,2

72,2

68)

(2,3

29,1

51)

(2,3

87,3

31)

(2,4

47,0

25)

(2,5

08,2

33)

(2,5

70,9

55)

(2,6

35,1

91)

(2,7

01,1

57)

Fina

ncia

l Ass

istan

ce G

rant

s - R

oads

Com

pone

nt11

20.1

15.1

87(1

,202

,295

)(1

,232

,352

)(1

,263

,161

)(1

,294

,709

)(1

,327

,120

)(1

,360

,270

)(1

,394

,283

)(1

,429

,159

)(1

,464

,897

)(1

,501

,498

)(1

,539

,084

)

Oth

er G

ener

al P

urpo

se R

even

ues

4i

Sect

ion

603

Cert

ifica

te F

ees

1120

.105

.60

(10,

000)

(10,

250)

(10,

506)

(10,

769)

(11,

038)

(11,

314)

(11,

597)

(11,

887)

(12,

184)

(12,

489)

(12,

801)

Sund

ry A

dmin

istra

tion

1120

.130

.220

/112

0.13

4.11

0(3

,562

)(3

,651

)(3

,743

)(3

,836

)(3

,932

)(4

,030

)(4

,131

)(4

,234

)(4

,340

)(4

,449

)(4

,560

)Tr

aine

eshi

p Su

bsid

ies

1120

.115

.205

(12,

000)

(12,

300)

(12,

607)

(12,

922)

(13,

246)

(13,

577)

(13,

916)

(14,

264)

(14,

621)

(14,

986)

(15,

361)

Surp

lus o

n Pl

ant H

ire15

40/3

540/

3550

(1,7

14,8

07)

(1,6

89,1

55)

(1,7

26,1

00)

(1,7

67,6

10)

(1,8

08,2

35)

(1,8

49,6

24)

(1,8

91,9

62)

(1,9

35,2

38)

(1,9

79,4

17)

(2,0

24,5

02)

(2,0

70,6

99)

Tota

l Inc

ome

(9,0

49,6

75)

(9,3

01,1

92)

(9,5

48,3

53)

(9,8

05,7

05)

(10,

068,

143)

(10,

337,

364)

(10,

613,

907)

(10,

897,

752)

(11,

188,

861)

(11,

487,

645)

(11,

794,

635)

Page

22


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

Non

-Ope

ratin

g In

com

e

Desc

riptio

nRe

f.Jo

b N

o.Bu

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

8Bu

dget

20

28-2

9

Capi

tal G

rant

s & C

ontr

ibut

ions

- Ae

rodr

ome

Aero

drom

e U

pgra

des

1510

.135

.172

(5,3

53,1

51)

(150

,000

)-

-

-

-

-

-

-

-

Sa

leya

rds S

ubdi

visio

n(3

00,0

00)

(300

,000

)(3

00,0

00)

(300

,000

)(3

00,0

00)

(300

,000

)(3

00,0

00)

(300

,000

)(3

00,0

00)

Capi

tal G

rant

s & C

ontr

ibut

ions

- Ro

ad A

sset

sCy

clew

ay G

rant

s13

05.1

35.1

72-

(4

5,50

0)(2

0,00

0)-

-

-

(4

0,00

0)(5

0,00

0)-

-

Fo

otpa

ths -

Lof

tus S

t Tax

i Ran

k Gr

ant

1300

.135

.171

(190

,000

)-

-

-

-

-

-

-

-

-

Fo

otpa

ths -

Coo

lam

on S

t Cen

tral

Isla

nd U

pgra

de S

CCF

Gran

t13

00.1

35.1

71(6

4,00

0)Fo

otpa

ths -

Pol

aris

St, a

djac

ent t

o Hi

ghsc

hool

(37,

800)

Kerb

& G

utte

ring

Cont

ribut

ions

1310

.141

.200

-

(30,

000)

-

-

-

(20,

000)

(28,

000)

(28,

000)

-

(180

,000

)Fo

otpa

th C

ontr

ibut

ions

1300

.141

.204

(23,

597)

(40,

500)

(29,

700)

(36,

000)

-

-

(24,

000)

-

-

-

Fixi

ng C

ount

ry R

oads

1373

.135

.171

(1,1

12,0

00)

(840

,000

)(1

,012

,500

)(2

,575

,000

)(2

,132

,500

)(3

75,0

00)

(375

,000

)(4

87,5

00)

(375

,000

)-

Capi

tal G

rant

s & C

ontr

ibut

ions

- Bu

ildin

gsTo

wn

Hall

Upg

rade

s - S

CCF

Gran

t17

40.1

35.8

22(3

20,0

00)

-

-

-

-

-

-

-

-

-

Tem

ora

Swim

min

g Po

ol U

pgra

de(1

,500

,000

)Ag

ricul

tura

l Res

earc

h St

atio

n - C

reek

Cro

ssin

g &

Inte

rnal

Rd

2195

.141

.173

-

-

-

-

-

-

-

-

(70,

000)

-

NRC

C Ho

use

- Out

door

Rea

ding

Roo

m/A

cces

s Ste

ps(9

0,00

0)Bu

ndaw

arra

h Ce

ntre

- Vi

rtua

l Tou

r(8

,000

)Bu

ndaw

arra

h Ce

ntre

- Am

bula

nce

Mus

eum

Pla

ns &

Stu

dies

(20,

000)

WHS

- Er

gono

mic

Fur

nitu

re(1

5,00

0)

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

(424

,000

)Cr

owle

y/Po

laris

Sts

- W

este

rn D

rain

& In

ters

ectio

n U

pgra

de14

00.1

35.8

22(4

16,0

00)

Sew

erag

e - R

ecyc

led

Efflu

ent T

runk

Mai

n Du

plic

atio

n21

000.

135.

172

(75,

000)

Sew

erag

e - T

reat

men

t Wor

ks -

Disin

fect

ion

2100

0.13

5.17

2(7

5,00

0)

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

2,50

0)Se

wer

age

- O'S

hann

esys

Dam

- Pu

mp

Stat

ion,

filte

rs &

stor

age

cove

r21

000.

135.

172

(18,

750)

Sew

erag

e - O

'Sha

nnes

ys D

am -

Disin

fect

ion

2100

0.13

5.17

2(4

5,00

0)Se

wer

age

- O'S

hann

esys

Dam

- Ae

ratio

n21

000.

135.

172

(9,3

75)

Sew

erag

e - G

ardn

er S

t Dam

- Pu

mp

Stat

ion,

filte

rs &

stor

age

cove

r21

000.

135.

172

(18,

750)

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(5

2,50

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

(52,

500)

Capi

tal G

rant

s & C

ontr

ibut

ions

- Pa

rks &

Gar

dens

Lake

Cen

tena

ry -

SCCF

Gra

nt -

Repl

ace

Play

Equ

ipm

ent &

Fly

ing

Fox

1230

.135

.171

(120

,000

)Te

mor

a To

wn

Entr

ance

Bea

utifi

catio

n - S

CCF

Gran

t12

30.1

35.1

71(1

00,0

00)

Glou

cest

er P

ark

- Pla

ygro

und

Upg

rade

(130

,000

)

Capi

tal G

rant

s & C

ontr

ibut

ions

- Sp

ortin

g Gr

ound

sTe

mor

a W

est S

port

s Gro

und

- Top

Dre

ss G

rant

1240

.135

.822

(100

,000

)Bo

b Al

drid

ge P

ark

- Top

Dre

ssin

g &

Res

hape

(70,

000)

Aria

h Pa

rk S

kate

Par

k U

pgra

de -

SCCF

Gra

nt12

40.1

35.8

22(1

,378

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iah

Park

Ska

te P

ark

Upg

rade

- Gr

ant

(58,

622)

Tem

ora

Tenn

is Cl

ub -

Resu

rfac

e 2

Cour

ts -

SCCF

Gra

nt12

40.1

35.8

22(8

0,00

0)N

ixon

Par

k - C

ricke

t Sto

rage

Con

trib

utio

n(7

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ixon

Par

k - A

ussie

Rul

es C

lubh

ouse

- S

CCF

Gran

t12

40.1

35.8

22(2

74,0

00)

Nix

on P

ark

- Aus

sie R

ules

Clu

bhou

se -

Cric

ket C

ontr

ibut

ion

1240

.135

.822

(50,

000)

Nix

on P

ark

- Aus

sie R

ules

Clu

bhou

se -

AFL

(NSW

) Con

trib

utio

ns12

40.1

35.8

22(4

0,00

0)N

ixon

Par

k - O

ther

Upg

rade

s(8

0,00

0)(9

4,50

0)(1

57,8

95)

The

Ova

l - R

esur

face

Net

ball

Cour

ts -

SCCF

Gra

nt12

40.1

35.8

22(7

8,00

0)Th

e O

val -

Res

urfa

ce N

etba

ll Co

urts

- N

etba

ll Co

ntrib

utio

n(7

8,00

0)-

To

tal C

apita

l Gra

nts &

Con

trib

utio

ns(8

,024

,726

)(3

,174

,622

)(1

,432

,200

)(3

,529

,500

)(3

,053

,375

)(7

95,0

00)

(804

,800

)(9

60,0

00)

(745

,000

)(6

37,8

95)

Page

23


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

Non

-Ope

ratin

g In

com

e

Desc

riptio

nRe

f.Jo

b N

o.Bu

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

8Bu

dget

20

28-2

9

Sale

of A

sset

sPl

ant S

ales

& T

rade

-ins

1550

.950

.955

(138

,182

)(2

08,2

27)

(239

,425

)(2

56,9

86)

(322

,727

)(2

84,9

77)

(239

,266

)(2

06,3

45)

(394

,982

)(1

92,6

68)

(138

,182

)(2

08,2

27)

(239

,425

)(2

56,9

86)

(322

,727

)(2

84,9

77)

(239

,266

)(2

06,3

45)

(394

,982

)(1

92,6

68)

Sale

of R

eal E

stat

eAe

rodr

ome

Subd

ivisi

on21

90.9

50.2

36(2

77,9

71)

(277

,971

)(2

77,9

71)

(277

,971

)Sa

leya

rds S

ubdi

visio

n(3

00,0

00)

(300

,000

)(3

00,0

00)

(300

,000

)(3

00,0

00)

(300

,000

)(3

00,0

00)

(300

,000

)(3

00,0

00)

Apol

lo P

lace

Sub

divi

sion

(109

,089

)(1

09,0

89)

(109

,089

)(1

09,0

89)

(109

,089

)(1

09,0

89)

(72,

726)

(277

,971

)(6

87,0

60)

(687

,060

)(6

87,0

60)

(409

,089

)(4

09,0

89)

(409

,089

)(3

72,7

26)

(300

,000

)(3

00,0

00)

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)

-

-

-

-

-

-

-

-

TEM

-FM

Rel

ocat

ion

Cost

s19

130.

8310

.833

0(3

,000

)(7

50)

-

-

-

-

-

-

-

-

(8,0

00)

(5,7

50)

-

-

-

-

-

-

-

-

Loan

Fun

ds U

sed

Supp

orte

d In

depe

nden

t Liv

ing

Acco

mod

atio

n(7

00,0

00)

(700

,000

)-

-

-

-

-

-

-

-

-

Tran

sfer

s fro

m R

eser

ves

Sew

er &

Effl

uent

Sch

eme

Upg

rade

2100

0.96

0.96

0(1

37,0

00)

(135

,000

)(8

0,00

0)(6

00,0

00)

(392

,500

)(3

30,0

00)

(130

,000

)(3

30,0

00)

(30,

000)

(330

,000

)St

orm

wat

er D

rain

age

- Flo

od S

tudi

es &

Con

stru

ctio

n Pr

ojec

ts14

00.9

60.9

60(3

3,57

1)-

-

-

-

-

-

-

-

-

S9

4 Co

ntrib

utio

ns20

10.9

60.9

60(2

0,00

0)(2

5,00

0)-

-

-

-

-

-

-

-

Pi

nnac

le -

Pain

ting

(21,

000)

Civi

ca U

pgra

des -

V7

& A

sset

Man

agem

ent

(55,

000)

(150

,000

)

Revo

tes:

Bob

Aldr

idge

Par

k - I

rrig

atio

n Re

habi

litat

ion

1240

.960

.960

(20,

000)

Bund

awar

rah

Cent

re -

Cons

truc

t Brid

ge o

ver d

am(2

2,00

0)Bu

ndaw

arra

h Ce

ntre

- Im

prov

ed T

ouris

m S

igna

ge fo

r Vic

(10,

000)

Impl

emen

t Ins

pect

ion

Repo

rtin

g M

odul

e (1

5,00

0)Ad

min

istra

tion

Build

ing

- Rec

eptio

n Ar

ea R

enov

atio

ns(2

0,00

0)Th

eatr

e - t

o Co

unci

l IT

syst

em &

CCT

V U

pgra

de(6

,000

)Ce

met

ery

- Hea

vy P

atch

ing

& R

esea

ling

of In

tern

al R

oads

(50,

000)

BFB

Deve

lopm

ent

(47,

050)

(436

,621

)(3

30,0

00)

(80,

000)

(600

,000

)(3

92,5

00)

(330

,000

)(1

30,0

00)

(330

,000

)(3

0,00

0)(3

30,0

00)

Tota

l Inc

ome

(9,5

85,5

00)

(4,4

05,6

59)

(2,4

38,6

85)

(5,0

73,5

46)

(4,1

77,6

91)

(1,8

19,0

66)

(1,5

83,1

55)

(1,8

69,0

71)

(1,4

69,9

82)

(1,4

60,5

63)

Page

24


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

Non

-Ope

ratin

g Ex

pend

iture

Desc

riptio

nJo

b N

o.Bu

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

8Bu

dget

20

28-2

9

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

7,50

0Ad

min

istra

tion

Build

ing

- 30K

W S

olar

Sys

tem

W22

9750

,000

Adm

in B

uild

ing

- Rep

lace

Cur

tain

sW

2565

10,0

00Ad

min

Bui

ldin

g - R

ecep

tion

Area

Ren

ovat

ions

(Pla

nnin

g on

ly)

W17

9820

,000

Ergo

nom

ic F

urni

ture

W28

5515

,000

Adm

in B

uild

ing

Exte

nsio

n50

0,00

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 - 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

- Vi

rtua

l Tou

rW

2856

8,00

0Bu

ndaw

arra

h Ce

ntre

- Co

nstr

uct B

ridge

ove

r dam

W23

7922

,000

Bund

awar

rah

Cent

re -

Impl

emen

t act

ions

from

tour

ist si

gnag

e st

udy

W25

8310

,000

Bund

awar

rah

Cent

re -

Desig

n Ch

ange

sW

2584

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

W28

578,

000

Bund

awar

rah

Cent

re -

Ambu

lanc

e M

useu

m P

lans

& S

tudi

esW

2858

20,0

00Bu

ndaw

arra

h Ce

ntre

- Cr

eate

Gol

d Pa

nnin

g Ar

ea10

,000

NRC

C Ho

use

Pinn

acle

- In

tern

al P

aint

ing

W28

5921

,000

NRC

C Ho

use

Libr

ary

- Int

erna

l Pai

ntin

gW

2860

14,0

00N

RCC

Hous

e - O

utdo

or R

eadi

ng R

oom

/Acc

ess S

teps

W28

6190

,000

Plat

form

Y -

Airc

ondi

tione

r for

mai

n ha

llW

2862

5,30

0Te

mor

a Sw

imm

ing

Pool

Red

evel

opm

ent

W25

861,

500,

000

Tem

ora

Recr

eatio

n Ce

ntre

- Si

gnag

e U

pgra

deW

2863

5,00

0To

wn

Hall

Refu

rbish

men

tW

1737

425,

000

Villa

ge/L

ocal

ity S

igna

ge U

pdat

eW

2639

38,0

00U

pdat

e Ch

ristm

as D

ecor

atio

ns ($

1k fo

r Aria

h Pa

rk)

W28

6516

,000

Supp

orte

d In

depe

nden

t Liv

ing

Acc

omod

atio

nW

2864

700,

000

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

W27

026,

000

Web

cast

ing

Equi

pmen

t & S

oftw

are

- Aud

io O

nly

W28

9410

,000

Web

site

Upg

rade

W28

9520

,000

Civi

ca -

Upg

rade

to V

7.1

W28

9655

,000

Civi

ca -

Asse

t Man

agem

ent &

App

s15

0,00

0

Park

s & G

arde

nsTe

mor

a To

wn

Entr

ance

Bea

utifi

catio

nW

2170

100,

000

Lake

Cen

tena

ry -

Repl

ace

Play

Equ

ipm

ent &

Fly

ing

Fox

- SCC

FW

2321

120,

000

Glou

cest

er P

ark

- Pla

ygro

und

Upg

rade

130,

000

Lake

Cen

tena

ry -

Rese

al R

oad

& C

arpa

rk30

,000

Harp

er P

ark

- Upg

rade

Toi

lets

45,0

00Ha

rper

Par

k - U

pgra

de P

layg

roun

d50

,000

Glou

cest

er P

ark

- Rep

lace

Sha

de S

ails

W17

9121

,500

Edis

Park

- Re

plac

e Sh

ade

Sail

20,0

00Ca

llagh

an P

ark

- Rep

lace

Sha

de S

ail

21,5

00Fe

dera

l Par

k - S

kate

Par

k M

odifi

catio

ns50

,000

Hillv

iew

Par

k - S

hade

Sai

ls ov

er p

lay

equi

pmen

t25

,000

Harp

er P

ark

- Sha

de S

ail

15,0

00Fe

dera

l Par

k - R

epla

ce P

lay

Equi

pmen

t10

0,00

0Fe

dera

l Par

k - R

epla

ce S

hade

Sai

l25

,000

Calla

ghan

Par

k - C

onst

ruct

Toi

lets

90,0

00

Page

25


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

Non

-Ope

ratin

g Ex

pend

iture

Desc

riptio

nJo

b N

o.Bu

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

8Bu

dget

20

28-2

9Ca

llagh

an P

ark

- Rep

lace

Pla

y Eq

uipm

ent

100,

000

Spor

ting

Grou

nds

Tem

ora

Wes

t Spo

rts G

roun

d - T

op d

ress

100,

000

Bob

Aldr

idge

Par

k - T

op D

ress

ing

& D

rain

age

W21

412,

500

70,0

00Ar

iah

Park

Rec

reat

ion

Grou

nd -

Upg

rade

Can

teen

Fac

ilitie

s48

,000

Aria

h Pa

rk R

ecre

atio

n Gr

ound

- Ex

tend

Sea

l in

Carp

ark

65,0

00Ar

iah

Park

Rec

reat

ion

Grou

nd -

Drai

nage

Pip

es &

Str

uctu

res

20,0

00Ar

iah

Park

Rec

reat

ion

Grou

nd -

Pain

ting/

Elec

tric

al/G

utte

ring

W28

9335

,000

Aria

h Pa

rk R

ecre

atio

n Gr

ound

- RV

Dum

p Po

int -

Stu

dy/D

esig

n 19

/20

22,0

00Ar

iah

Park

Ska

te P

ark

Upg

rade

W25

701,

378

58,6

22Th

e O

val -

Res

urfa

ce N

etba

ll Co

urts

- SC

CF P

roje

ctW

2096

156,

000

Tem

ora

Tenn

is Co

urts

- Re

surf

ace

2 co

urts

- SC

CF P

roje

ctW

2623

80,0

00N

ixon

Par

k - P

lay

equi

pmen

t fen

cing

W22

8715

,000

Nix

on P

ark

- Cric

ket S

tora

geW

2891

23,9

00N

ixon

Par

k - S

hade

Sai

l ove

r Pla

y Eq

uipm

ent

20,0

00N

ixon

Par

k - T

op D

ress

ing

& R

esha

pe N

ixon

#2

W26

553,

000

80,0

00N

ixon

Par

k - A

ussie

Rul

es C

lub

Hous

e U

pgra

deW

2656

364,

000

Nix

on P

ark

- Ath

letic

s Are

a U

pgra

de16

,500

Nix

on P

ark

- Sea

led

Car P

arki

ng fo

r Ath

letic

s & N

etba

ll25

,000

Nix

on P

ark

- Upg

rade

d Li

ghtin

g to

Net

ball

Cour

ts5,

000

Nix

on P

ark

- Wid

en &

Res

urfa

ce N

etba

ll Co

urts

21,0

00N

ixon

Par

k - I

nter

chan

ge S

eatin

g N

ixon

#1

22,0

00N

ixon

Par

k - D

isass

embl

y of

Exi

stin

g Gr

ands

tand

at N

ixon

#1

5,00

0N

ixon

Par

k - D

iver

sion

of v

ehic

le e

gres

s for

ext

ende

d Au

ssie

Rul

es C

lubh

ouse

&

rem

oval

of t

rees

W28

9210

,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

- Upg

rade

s to

CCTV

8,00

0N

ixon

Par

k - S

ecur

ity G

ates

& F

eatu

re S

igna

ge W

all

12,0

00N

ixon

Par

k - C

over

ove

r Ent

ry fo

r Wet

Wea

ther

8,00

0

Sew

erag

eEf

fluen

t Reu

se S

chem

eW

1661

30,0

0030

,000

30,0

0030

,000

30,0

0030

,000

30,0

0030

,000

30,0

0030

,000

Relin

ing

Sew

er M

ains

W17

8130

0,00

030

0,00

030

0,00

030

0,00

0Fr

ench

Str

eet -

Lift

Pum

p Re

plac

emen

tW

2190

50,0

00Ai

rpor

t Pum

p St

atio

n - T

elem

etry

W23

6950

,000

Tem

ora

Recr

eatio

n Gr

ound

- Irr

igat

ion

Exte

nsio

n to

hill

are

aW

2580

7,00

0Bo

b Al

drid

ge P

ark

- Irr

igat

ion

Reha

bilit

atio

nW

2371

80,0

00Fe

dera

l Par

k - C

ontr

olle

r Upg

rade

& W

iring

Rep

air

25,0

00Te

mor

a W

est P

ark

- Con

trol

ler U

pgra

de &

Wiri

ng R

epai

rW

2373

25,0

00Ho

skin

s St -

Irrig

atio

n Au

tom

atio

n25

,000

Recy

cled

Effl

uent

Tru

nk M

ain

Dupl

icat

ion

W23

7010

0,00

0Tr

eatm

ent W

orks

- Di

sinfe

ctio

n10

0,00

0O

'Sha

nnes

y's D

am -

Desil

t/Ba

nk L

inin

g/St

orm

wat

er Is

olat

ion

70,0

00O

'Sha

nnes

y's D

am -

Pum

p St

atio

n, fi

lters

& st

orag

e co

ver

25,0

00O

'Sha

nnes

y's D

am -

Disin

fect

ion

60,0

00O

'Sha

nnes

y's D

am -

Aera

tion

12,5

00Ga

rdne

r St D

am -

Pum

p St

atio

n, fi

lters

& S

tora

ge C

over

25,0

00Tr

eatm

ent W

orks

- Se

wer

Pum

p St

atio

n Re

cond

ition

ing

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

00

Page

26


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

Non

-Ope

ratin

g Ex

pend

iture

Desc

riptio

nJo

b N

o.Bu

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

8Bu

dget

20

28-2

9Ai

rpor

t Sew

er P

ump

Stat

ion

- Pum

p Re

new

als

100,

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.

-

91,0

0040

,000

-

-

-

80,0

0010

0,00

0-

-

Ke

rb &

Gut

ter P

rogr

am73

10.7

4617

7,05

010

0,00

010

0,00

010

2,00

015

5,00

013

0,00

021

9,00

029

7,00

013

0,00

088

0,00

0Fo

otpa

th/T

axira

nk C

onst

ruct

ion

Prog

ram

7300

.760

.37

7,65

832

7,00

019

6,50

015

0,00

072

,500

160,

000

205,

600

190,

000

20,0

00-

Ru

ral U

nsea

led

Road

s73

60.7

40.

487,

500

685,

000

448,

000

475,

000

815,

000

830,

000

690,

000

812,

000

735,

000

650,

000

Urb

an S

eale

d Ro

ads

7330

.740

.39

5,70

038

3,00

027

6,00

044

9,50

039

4,00

035

4,50

034

9,50

027

1,00

027

0,00

046

5,00

0U

rban

Uns

eale

d Ro

ads

7331

.740

.30

,000

65,0

0030

,000

150,

000

97,0

0010

0,00

012

0,00

015

7,00

014

6,00

075

,000

Rura

l Sea

led

Road

s73

50.7

40.

1,69

1,40

01,

385,

920

2,29

2,00

03,

448,

000

3,12

9,00

074

5,00

01,

375,

000

685,

000

1,40

0,00

012

5,00

0Re

gion

al R

oads

7340

.740

.74

0,00

070

0,00

068

8,00

075

5,00

078

7,50

075

2,50

075

0,00

080

5,00

080

0,00

085

0,00

0

Plan

t Pur

chas

esGe

nera

l Pla

nt75

40.7

77.

948,

000

896,

690

980,

972

1,14

7,59

01,

162,

415

1,18

5,66

392

5,98

395

1,97

31,

542,

800

842,

028

Aero

drom

eRu

nway

18/

36 R

econ

stru

ctio

n75

10.7

77.

3,28

6,17

5M

ain

Airp

ort A

pron

Rec

onst

ruct

ion

7510

.777

.91

2,99

7Ar

teria

l Dra

inag

e U

pgra

de75

10.7

77.

761,

787

Taxi

way

C &

D R

econ

stru

ctio

n75

10.7

77.

274,

000

Taxi

way

F &

G In

itial

Sea

ling

7510

.777

.11

8,19

2Re

seal

ing

of T

axiw

ays (

C &

E)

130,

000

Mul

ti Pu

rpos

e Bu

ildin

g - P

lans

onl

y 19

/20

W28

9010

,000

TAF

Infr

astr

uctu

re20

0,00

0Fe

ncin

g of

Airs

ide/

Land

side

Boun

dary

(Tax

iway

E)

20,0

00

Stor

mw

ater

Dra

inag

eAu

stra

l Str

eet U

/G D

rain

age

(DeB

oos t

o Au

rora

St)

W23

195,

000

80,0

00Ch

ifley

Str

eet C

ulve

rt(s

)80

,000

Crow

ley

St/P

olar

is St

- W

este

rn d

rain

upg

rade

20,0

0050

0,00

0De

lava

n St

reet

(Box

Cul

vert

)W

2107

80,0

00Iro

nbar

k St

to N

ixon

Par

k (U

/G D

rain

age)

60,0

00Go

lden

Gat

e Re

serv

e - D

eten

tion

Basin

/Wet

land

W21

0830

,000

500,

000

Hosk

ins S

tree

t (Po

laris

to K

itche

ner U

/G D

rain

age)

20,0

0060

0,00

0Ho

skin

s Str

eet (

Mac

aule

y to

Ash

elfo

rd U

/G D

rain

age)

80,0

00De

Boos

/Brit

anni

a In

ters

ectio

n (U

/G D

rain

age)

80,0

00Au

rora

/Brit

anni

a In

ters

ectio

n (U

/G D

rain

age)

80,0

00Gr

oss P

ollu

tant

Tra

p on

Wes

tern

Dra

in80

,000

Cem

eter

yBu

rial P

linth

W17

56-

50

,000

-

50,0

00-

50

,000

-

50,0

00-

50

,000

Heav

y Pa

tchi

ng &

Res

ealin

g of

Inte

rnal

Roa

dW

2286

50,0

00Pu

rcha

se o

f Add

ition

al L

and

250,

000

Tota

l Acq

uisi

tion

of A

sset

s13

,080

,537

7,16

2,23

25,

491,

472

7,92

2,09

07,

559,

915

5,59

7,66

35,

470,

083

5,69

4,47

35,

268,

800

4,57

9,92

3

Deve

lopm

ent o

f Rea

l Est

ate

Apol

lo P

lace

W27

2340

,000

250,

000

Sale

yard

sW

2677

60,0

0050

0,00

050

0,00

050

0,00

050

0,00

050

0,00

050

0,00

050

0,00

050

0,00

050

0,00

0

Tota

l Dev

elop

men

t of R

eal E

stat

e10

0,00

075

0,00

050

0,00

050

0,00

050

0,00

050

0,00

050

0,00

050

0,00

050

0,00

050

0,00

0

Carr

ying

Am

ount

of A

sset

s Sol

dPl

ant

3550

.686

.590

161,

036

257,

703

194,

200

325,

000

372,

500

300,

000

166,

000

252,

400

185,

900

65,0

00

Tota

l Car

ryin

g Am

ount

of A

sset

s Sol

d16

1,03

625

7,70

319

4,20

032

5,00

037

2,50

030

0,00

016

6,00

025

2,40

018

5,90

065

,000

Page

27


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

020

Non

-Ope

ratin

g Ex

pend

iture

Desc

riptio

nJo

b N

o.Bu

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

8Bu

dget

20

28-2

9

Cost

of R

eal E

stat

e As

sets

Sol

dAe

rodr

ome

Esta

te41

9017

8,00

417

8,00

417

8,00

417

8,00

4-

-

-

-

-

-

Ap

ollo

Pla

ce S

ubdi

visio

n41

9063

,969

63,9

6963

,969

63,9

6963

,969

63,9

6942

,646

Sale

yard

s Sub

divi

sion

4190

200,

325

200,

325

200,

325

200,

325

200,

325

200,

325

200,

325

200,

325

200,

325

Tota

l Cos

t of R

eal E

stat

e As

sets

Sol

d17

8,00

444

2,29

844

2,29

844

2,29

826

4,29

426

4,29

426

4,29

424

2,97

120

0,32

520

0,32

5

Adva

nce

to L

ong

Term

Deb

tors

Tota

l Adv

ance

to L

ong

Term

Deb

tors

-

-

-

-

-

-

-

-

-

-

Repa

ymen

t of L

oans

Depo

t Pur

chas

e Lo

an19

232.

9204

.901

022

9,07

223

6,25

724

3,66

625

1,30

825

9,19

026

7,31

827

5,70

270

,266

-

-

Supp

orte

d In

depe

nden

t Liv

ing

Acco

mm

odat

ion

Loan

1923

2.92

03.9

010

78,3

7380

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83,3

4785

,951

88,6

3691

,405

94,2

6197

,205

Tota

l Rep

aym

ent o

f Loa

ns22

9,07

231

4,63

032

4,48

833

4,65

534

5,14

135

5,95

436

7,10

716

4,52

797

,205

-

Tran

sfer

s to

Rese

rves

Sew

erag

e Re

serv

e23

000.

961.

961

278,

864

216,

055

354,

662

605,

223

647,

153

497,

263

543,

677

600,

443

656,

612

712,

162

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

48,5

8848

,588

48,5

8848

,588

48,5

8848

,588

48,5

8848

,588

48,5

8848

,588

Aero

drom

e - A

irsid

e M

aint

enan

ce35

10.9

61.9

6129

,090

29,0

9029

,090

29,0

9029

,090

29,0

9029

,090

29,0

9029

,090

29,0

90

Tota

l Tra

nsfe

rs to

Res

erve

s70

7,54

264

4,73

378

3,34

01,

033,

901

1,07

5,83

192

5,94

197

2,35

51,

029,

121

1,08

5,29

01,

140,

840

Tota

l Non

-Ope

ratin

g Ex

pend

iture

14,4

56,1

919,

571,

596

7,73

5,79

810

,557

,944

10,1

17,6

817,

943,

852

7,73

9,83

97,

883,

492

7,33

7,52

06,

486,

088

Page

28

Temora Shire Council RESOURCING STRATEGY€¦ · In addition to using asset management as a tool to...

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Transcript of Temora Shire Council RESOURCING STRATEGY€¦ · In addition to using asset management as a tool to...