Temora Shire Council RESOURCING STRATEGY

Page 1 - Temora Shire Council Resourcing Strategy

RESOURCING STRATEGYTemora Shire Council

Including:Asset Management Plan

Workforce PlanLong Term Financial Plan

MAY 2020


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

CONTENTS


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



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.




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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.

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.

Workforce Profile Temora Shire Council LGA


Temora Shire Council is considered a small rural Council, employing some 176 (113.04 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 73

Number of Parttime Staff 13

Number of Casual Staff 86

Number of Trainees/Apprentices 4

TOTAL NUMBER OF STAFF 176

As indicated above, 44% of Temora Shire Council’s workforce is employed on a permanent basis, with 7% employed part time and 49% employed as casual staff.

Workforce NumberFulltime Staff 73Parttime Staff 13Casual Staff 86Trainees/Apprentices 4TOTAL NUMBER OF STAFF 176

TotalAge Distribution Male Female Total< 30 18 18 3631-40 13 14 2741-50 11 20 3151-60 30 25 5560+ 9 18 27

81 95 176

Workforce Summary

Fulltime Staff

Parttime Staff

Casual Staff

Trainees/Apprentices

0

5

10

15

20

25

30

< 30 31-40 41-50 51-60 60+

Male

Female

Fulltime & Part time by departmentDEPARTMENT Total

Governance 2Administration & Finance 18Environmental Services 7Engineering Services 43Community & Commercial Strategy 5Pinnacle Community Services 15TOTALS:

Male FemaleFulltime 53 20Parttime 0 13Casual 26 60Apprentices & Trainees 2 2

81 95

Governance

Administration & Finance

Environmental Services

Engineering Services

Community & CommercialStrategy

Pinnacle CommunityServices

0

10

20

30

40

50

60

Fulltime Parttime Casual Apprentices &Trainees

Male

Female


Understanding the workforce at Temora Shire Council

GenderOf the 163 staff working for Temora Shire Council 46% are male and 54% 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 18 18 36

31-40 13 14 27

41-50 11 20 31

51-60 30 25 55

60+ 9 18 27

81 95 176

Workforce distribution by age and gender

Workforce NumberFulltime Staff 73Parttime Staff 13Casual Staff 86Trainees/Apprentices 4TOTAL NUMBER OF STAFF 176

TotalAge Distribution Male Female Total< 30 18 18 3631-40 13 14 2741-50 11 20 3151-60 30 25 5560+ 9 18 27

81 95 176

Workforce Summary

Fulltime Staff

Parttime Staff

Casual Staff

Trainees/Apprentices

0

5

10

15

20

25

30

< 30 31-40 41-50 51-60 60+

Male

Female

Fulltime & Part time by departmentDEPARTMENT Total

Governance 2Administration & Finance 18Environmental Services 7Engineering Services 43Community & Commercial Strategy 5Pinnacle Community Services 15TOTALS:

Male FemaleFulltime 53 20Parttime 0 13Casual 26 60Apprentices & Trainees 2 2

81 95

Governance

Administration & Finance

Environmental Services

Engineering Services

Community & CommercialStrategy

Pinnacle CommunityServices

0

10

20

30

40

50

60

Fulltime Parttime Casual Apprentices &Trainees

Male

Female

Percentage Graphs current @ April 20 for Annual reports41%7%

49%2%

100%

TotalMale 81Female 95

Total

Male

Female


Temora Shire Council Organisational Structure

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Temora Shire Council Staff Structure (Excluding Casuals) as @ 11 May 2020

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

StaffFull Time

Part Time

Full Time

Part Time

Full Time

Part Time

M F

GovernanceGeneral Manager 1 1 1Executive Assistants 2 1 1 2Administration & FinanceDirector 1 1 1

Administration Manager 1 1 1Financial Accountant - Vacant 0Clerical Staff 7 1 2 2 2 7Information Technology Officer 1 1 1Trainee 1 1 1Librarian 1 1 1Library Assistant 1 1 1Environmental ServicesDirector 1 1 1Health & Building Surveyor 1 1 1Town Planner 1 1 1Building Surveyor/Quality Assurance

1 1 1

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

1 1 1

Engineering Works Manager 1 1 1Rural Overseer 1 1 1Urban Overseer 1 1 1Senior Engineering Technical Officer

1 1 1

Engineering Technical Officer 1 1 1Cadet Engineer 1 1 1Trainee Engineer 1 1 1Project Officer 1 1 1Safety & Systems Coordinator 1 1 1Road Safety Officer 1 1 1Grader Operator 3 3 3Truck Driver 7 6 1 7Plant Operator 9 3 5 1 9Traffic Management Officer 1 1 1Labourer 2 1 1 2

Current Workforce Profile


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

1 1 1

Sewer & Plumbing Officer 1 1 1Community & Commercial StrategyEconomic Development Officer 1 1 1Community Services Officer 1 1 1Rural Museum 1 1 1Visitor Information Centre 1 1 1Communications Officer 1 1 1Youth Officer 1 1 1Pinnacle Community ServicesManager 1 1 1Manager - Cootamundra 1 1 1Transport Coordinator 1 1 1Bus Driver 1 1 1Coordinators 6 1 4 1 6Administration 2 1 1 2Trainee 1 1 1Meals on Wheels Coordinator 1 1 1Leeton Coordinator 1 1TOTALS: 90 16 1 33 8 28 4 54 36Percentage as compared to total

19% 30% 44% 60% 40%

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


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

• Maintenance of permanent workforce numbers in operational areas given the uncertainty of capital grant funding.

• Casual staff numbers at Pinnacle Community Services have increased significantly. These numbers are dependant on funding programs through relevant government departments e.g. NDIS, CHSP.

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 2020-2024: 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 2020-2024: 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 2020-2024 – 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 2020-2024: 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 2020-2024 – 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 2020-2024: 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 2020-2024: 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 2020-2024: 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 2020-2024: 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 2020-2024: 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 a salary system and position evaluation tool.

• Pay rates are reviewed against industry benchmarks when applicable

Relation to Delivery Program 2020-2024: 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 2020-2024: 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 2020-2024: 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.

Relation to Delivery Program 2020-2024: 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 2020-2024: 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 2020-2024: 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 2020-2024: 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 2020-2024: 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 2020-2024: 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 2020-2024: 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 2020-2024: 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 2020-2024: 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 2020/21 to 2029/30.

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 2021/22 to 2029/30.

The rate increase for 2020/21 has been set at 2.6% 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 2020/21 has been increased by 5% to meet expenditure requirements. The increase proposed for the period 2021/2022 to 2029/2030 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 2020/2021 has been increased by 5%. From 2021/2022 to 2029/2030 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 2020/2021 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 2020/2021 to 2029/2030

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 2018/2019 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 has proposed borrowings of $1M in 2020/2021 to fund the construction of a supported independent living house, and borrowings of $1.2M in 2021/2022 to fund the upgrade of the Temora Swimming Pool.


CAPITAL EXPENDITURE AND INCOMEA Capital Works Program has been detailed in the attached asset plans for the period from 2020/2021 to 2029/2030. 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 statement 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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e:N

et g

ains

from

the

disp

osal

of a

sset

s12

3,99

6

12

9,26

7

13

4,56

4

57

,992

112,

683

107,

255

167,

167

143,

251

170,

106

91,9

45

To

tal I

ncom

e fr

om C

ontin

uing

Ope

ratio

ns29

,833

,718

27,9

77,8

67

25

,136

,635

25,3

54,9

51

26

,345

,304

25,8

51,7

03

26

,984

,142

27,3

27,2

23

28

,428

,549

29,1

83,1

61

Expe

nses

from

Con

tinui

ng O

pera

tions

Empl

oyee

Ben

efits

& O

n-C

osts

8,77

4,46

4

9,05

7,69

6

9,41

2,39

6

9,63

7,61

6

10,0

30,0

43

10

,302

,623

10,6

73,3

04

10

,967

,106

11,3

67,8

10

11

,681

,395

Borro

win

g C

osts

62,6

63

60

,807

72,9

55

61

,875

50,4

82

38

,768

28,3

76

24

,370

21,6

65

20

,281

Mat

eria

ls &

Con

tract

s5,

986,

760

5,

824,

129

5,

871,

386

5,

911,

539

6,

150,

635

6,

198,

920

6,

340,

864

6,

478,

260

6,

794,

426

6,

834,

842

D

epre

ciat

ion

& Am

ortis

atio

n5,

506,

385

5,

506,

385

5,

506,

385

5,

506,

385

5,

506,

385

5,

506,

385

5,

506,

385

5,

506,

385

5,

506,

385

5,

506,

385

O

ther

Exp

ense

s3,

232,

319

3,

084,

646

3,

079,

606

3,

153,

253

3,

314,

651

3,

307,

397

3,

389,

865

3,

468,

816

3,

645,

428

3,

640,

507

N

et L

osse

s fro

m th

e D

ispo

sal o

f Ass

ets

-

-

-

-

-

-

-

-

-

-

Tota

l Exp

ense

s fr

om C

ontin

uing

Ope

ratio

ns23

,562

,591

23,5

33,6

62

23

,942

,728

24,2

70,6

68

25

,052

,196

25,3

54,0

93

25

,938

,794

26,4

44,9

37

27

,335

,714

27,6

83,4

10

Ope

ratin

g R

esul

t fro

m C

ontin

uing

Ope

ratio

ns6,

271,

127

4,

444,

205

1,

193,

907

1,

084,

283

1,

293,

108

49

7,61

0

1,

045,

348

88

2,28

6

1,

092,

835

1,

499,

751

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

6,27

1,12

7

4,44

4,20

5

1,19

3,90

7

1,08

4,28

3

1,29

3,10

8

497,

610

1,04

5,34

8

882,

286

1,09

2,83

5

1,49

9,75

1

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

588,

083

(3

69,9

56)

(111

,893

)

64

,308

137,

508

45

7,61

0

665,

248

79

6,68

6

715,

440

1,

101,

351

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

30B

ALAN

CE

SHEE

T - C

ON

SOLI

DAT

EDSc

enar

io: <

Ent

er S

cena

rio N

ame

On

Cov

er S

heet

>20

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

920

29/3

0$

$$

$$

$$

$$

$AS

SETS

Cur

rent

Ass

ets

Cas

h &

Cas

h Eq

uiva

lent

s3,

865,

804

4,

490,

320

4,

595,

542

5,

184,

850

5,

743,

484

6,

342,

198

6,

930,

159

7,

773,

153

8,

594,

484

9,

536,

419

In

vest

men

ts7,

818,

519

8,

218,

519

9,

818,

519

11

,018

,519

12,3

18,5

19

13

,818

,519

15,3

18,5

19

17

,018

,519

19,4

18,5

19

21

,418

,519

Rec

eiva

bles

2,51

7,68

2

2,40

7,31

0

2,23

4,51

3

2,26

4,46

2

2,36

1,56

2

2,34

5,37

2

2,44

2,75

4

2,48

5,86

2

2,58

8,74

1

2,66

4,95

8

Inve

ntor

ies

2,66

4,33

0

4,90

8,81

1

4,09

4,19

0

3,43

9,46

5

2,79

7,59

0

2,14

3,36

3

1,49

5,19

2

846,

712

428,

758

430,

937

Oth

er12

7,93

6

12

2,37

9

12

4,29

2

12

5,79

0

13

1,46

3

13

1,88

7

13

4,98

4

13

7,95

8

14

4,95

8

14

5,28

6

To

tal C

urre

nt A

sset

s16

,994

,272

20,1

47,3

39

20

,867

,055

22,0

33,0

86

23

,352

,619

24,7

81,3

39

26

,321

,609

28,2

62,2

04

31

,175

,460

34,1

96,1

20

Non

-Cur

rent

Ass

ets

Inve

stm

ents

-

-

-

-

-

-

-

-

-

-

Rec

eiva

bles

4,56

0

3,04

0

1,52

0

-

-

-

-

-

-

-

In

frast

ruct

ure,

Pro

perty

, Pla

nt &

Equ

ipm

ent

222,

398,

827

224,

424,

290

224,

388,

625

223,

891,

680

223,

505,

551

222,

108,

866

221,

425,

310

220,

185,

377

218,

355,

247

216,

806,

218

Inve

stm

ents

Acc

ount

ed fo

r usi

ng th

e eq

uity

met

hod

195,

000

195,

000

195,

000

195,

000

195,

000

195,

000

195,

000

195,

000

195,

000

195,

000

Tota

l Non

-Cur

rent

Ass

ets

222,

598,

387

224,

622,

330

224,

585,

145

224,

086,

680

223,

700,

551

222,

303,

866

221,

620,

310

220,

380,

377

218,

550,

247

217,

001,

218

TOTA

L AS

SETS

239,

592,

659

244,

769,

669

245,

452,

200

246,

119,

766

247,

053,

170

247,

085,

205

247,

941,

919

248,

642,

581

249,

725,

707

251,

197,

338

LIAB

ILIT

IES

Cur

rent

Lia

bilit

ies

Paya

bles

2,18

8,88

8

2,08

9,23

3

1,98

9,43

6

1,99

7,91

5

2,07

1,92

7

2,05

4,16

4

2,10

8,60

8

2,13

9,10

3

2,20

8,53

7

2,23

0,44

9

Inco

me

rece

ived

in a

dvan

ce25

9,78

4

26

6,44

3

27

4,19

2

27

9,39

9

28

7,44

0

29

3,10

2

30

1,42

9

30

7,30

5

31

6,15

9

32

2,25

5

Bo

rrow

ings

374,

196

419,

352

430,

418

441,

794

453,

490

251,

433

218,

019

88,0

36

56

,147

57,5

63

Pr

ovis

ions

4,24

2,79

7

4,24

2,79

7

4,24

2,79

7

4,24

2,79

7

4,24

2,79

7

4,24

2,79

7

4,24

2,79

7

4,24

2,79

7

4,24

2,79

7

4,24

2,79

7

Tota

l Cur

rent

Lia

bilit

ies

7,06

5,66

6

7,01

7,82

5

6,93

6,84

3

6,96

1,90

5

7,05

5,65

3

6,84

1,49

5

6,87

0,85

3

6,77

7,24

1

6,82

3,64

0

6,85

3,06

4

Non

-Cur

rent

Lia

bilit

ies

Paya

bles

821

819

844

859

897

911

940

963

1,00

5

1,02

2

Borro

win

gs1,

934,

759

2,

715,

406

2,

284,

988

1,

843,

194

1,

389,

704

1,

138,

272

92

0,25

3

83

2,21

8

77

6,06

8

71

8,50

7

Pr

ovis

ions

37,2

03

37

,203

37,2

03

37

,203

37,2

03

37

,203

37,2

03

37

,203

37,2

03

37

,203

Tota

l Non

-Cur

rent

Lia

bilit

ies

1,97

2,78

3

2,75

3,42

8

2,32

3,03

5

1,88

1,25

6

1,42

7,80

3

1,17

6,38

7

958,

396

870,

384

814,

276

756,

731

TOTA

L LI

ABIL

ITIE

S9,

038,

448

9,

771,

254

9,

259,

878

8,

843,

161

8,

483,

457

8,

017,

882

7,

829,

248

7,

647,

625

7,

637,

916

7,

609,

796

N

et A

sset

s23

0,55

4,21

0

23

4,99

8,41

5

23

6,19

2,32

2

23

7,27

6,60

5

23

8,56

9,71

3

23

9,06

7,32

3

24

0,11

2,67

0

24

0,99

4,95

6

24

2,08

7,79

1

24

3,58

7,54

2

EQU

ITY

Ret

aine

d Ea

rnin

gs10

4,03

9,21

0

10

8,48

3,41

5

10

9,67

7,32

2

11

0,76

1,60

5

11

2,05

4,71

3

11

2,55

2,32

3

11

3,59

7,67

0

11

4,47

9,95

6

11

5,57

2,79

1

11

7,07

2,54

2

R

eval

uatio

n R

eser

ves

126,

515,

000

126,

515,

000

126,

515,

000

126,

515,

000

126,

515,

000

126,

515,

000

126,

515,

000

126,

515,

000

126,

515,

000

126,

515,

000

-

-

-

-

-

-

-

-

-

-

Cou

ncil

Equi

ty In

tere

st23

0,55

4,21

0

23

4,99

8,41

5

23

6,19

2,32

2

23

7,27

6,60

5

23

8,56

9,71

3

23

9,06

7,32

3

24

0,11

2,67

0

24

0,99

4,95

6

24

2,08

7,79

1

24

3,58

7,54

2

M

inor

ity E

quity

Inte

rest

-

-

-

-

-

-

-

-

-

-

Tota

l Equ

ity23

0,55

4,21

0

23

4,99

8,41

5

23

6,19

2,32

2

23

7,27

6,60

5

23

8,56

9,71

3

23

9,06

7,32

3

24

0,11

2,67

0

24

0,99

4,95

6

24

2,08

7,79

1

24

3,58

7,54

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

30C

ASH

FLO

W S

TATE

MEN

T - C

ON

SOLI

DAT

EDSc

enar

io: <

Ent

er S

cena

rio N

ame

On

Cov

er S

heet

>20

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

920

29/3

0$

$$

$$

$$

$$

$C

ash

Flow

s fr

om O

pera

ting

Activ

ities

Rec

eipt

s:R

ates

& A

nnua

l Cha

rges

5,83

7,78

6

6,04

7,83

8

6,26

8,13

4

6,49

6,22

2

6,73

3,72

1

6,98

0,70

7

7,23

7,25

5

7,50

3,29

2

7,77

8,81

2

8,06

5,66

4

Use

r Cha

rges

& F

ees

8,20

4,13

5

8,53

4,66

2

8,79

0,09

0

8,97

1,83

2

9,23

0,88

9

9,42

7,12

7

9,69

6,44

4

9,90

0,04

2

10,1

85,7

80

10

,397

,860

Inte

rest

& In

vest

men

t Rev

enue

Rec

eive

d19

0,81

1

19

4,22

4

19

0,50

9

19

4,25

0

19

8,74

9

20

2,14

6

20

3,19

3

20

7,62

4

20

6,65

4

21

2,50

6

G

rant

s &

Con

tribu

tions

14,4

76,5

46

12

,265

,303

8,98

9,76

5

8,66

7,92

8

9,02

5,67

6

8,18

0,61

4

8,60

6,88

8

8,53

2,96

4

8,97

6,53

9

9,31

1,54

7

Bond

s &

Dep

osits

Rec

eive

d-

-

-

-

-

-

-

-

-

-

O

ther

900,

996

923,

605

944,

121

941,

984

953,

006

975,

707

984,

138

1,00

2,82

0

1,01

6,63

4

1,03

3,51

7

Paym

ents

:Em

ploy

ee B

enef

its &

On-

Cos

ts(8

,748

,555

)

(9,0

52,6

32)

(9

,405

,842

)

(9,6

33,8

39)

(1

0,02

2,76

1)

(1

0,29

7,92

1)

(1

0,66

6,55

9)

(1

0,96

2,02

6)

(1

1,36

0,50

8)

(1

1,67

5,97

0)

M

ater

ials

& C

ontra

cts

(5,8

57,7

67)

(5

,862

,568

)

(5,8

57,7

17)

(5

,896

,633

)

(6,1

04,6

43)

(6

,194

,820

)

(6,3

14,7

99)

(6

,454

,034

)

(6,7

40,0

12)

(6

,830

,775

)

Borro

win

g C

osts

(55,

083)

(51,

547)

(77,

658)

(66,

701)

(55,

436)

(43,

853)

(31,

196)

(26,

815)

(22,

652)

(20,

910)

Bond

s &

Dep

osits

Ref

unde

d-

-

-

-

-

-

-

-

-

-

O

ther

(3,2

32,3

19)

(3

,084

,646

)

(3,0

79,6

06)

(3

,153

,253

)

(3,3

14,6

51)

(3

,307

,397

)

(3,3

89,8

65)

(3

,468

,816

)

(3,6

45,4

28)

(3

,640

,507

)

Net

Cas

h pr

ovid

ed (o

r use

d in

) Ope

ratin

g Ac

tiviti

es11

,716

,550

9,91

4,23

8

6,76

1,79

5

6,52

1,78

9

6,64

4,55

0

5,92

2,31

0

6,32

5,50

0

6,23

5,04

9

6,39

5,81

7

6,85

2,93

2

Cas

h Fl

ows

from

Inve

stin

g Ac

tiviti

esR

ecei

pts:

Sale

of I

nves

tmen

t Sec

uriti

es60

0,00

0

-

-

-

-

-

-

-

-

-

Sale

of R

eal E

stat

e As

sets

375,

000

281,

250

1,02

6,47

7

745,

227

745,

227

745,

227

745,

227

745,

227

496,

818

-

Sa

le o

f Inf

rast

ruct

ure,

Pro

perty

, Pla

nt &

Equ

ipm

ent

144,

727

226,

440

290,

254

272,

709

240,

400

256,

272

344,

255

286,

036

250,

291

344,

345

Def

erre

d D

ebto

rs R

ecei

pts

357,

270

1,52

0

1,52

0

1,52

0

1,52

0

-

-

-

-

-

Pa

ymen

ts:

Purc

hase

of I

nves

tmen

t Sec

uriti

es-

(400

,000

)

(1

,600

,000

)

(1,2

00,0

00)

(1

,300

,000

)

(1,5

00,0

00)

(1

,500

,000

)

(1,7

00,0

00)

(2

,400

,000

)

(2,0

00,0

00)

Pu

rcha

se o

f Inf

rast

ruct

ure,

Pro

perty

, Pla

nt &

Equ

ipm

ent

(11,

145,

099)

(7,7

98,6

74)

(5

,955

,472

)

(5,3

21,5

19)

(5

,331

,269

)

(4,3

71,6

06)

(5

,075

,587

)

(4,5

05,3

01)

(3

,833

,556

)

(4,1

99,1

97)

Pu

rcha

se o

f Rea

l Est

ate

Asse

ts(1

,256

,725

)

(2,4

26,0

61)

-

-

-

-

-

-

-

-

D

efer

red

Deb

tors

& A

dvan

ces

Mad

e(3

50,0

00)

-

-

-

-

-

-

-

-

-

Net

Cas

h pr

ovid

ed (o

r use

d in

) Inv

estin

g Ac

tiviti

es(1

1,27

4,82

7)

(1

0,11

5,52

5)

(6

,237

,221

)

(5,5

02,0

63)

(5

,644

,122

)

(4,8

70,1

07)

(5

,486

,105

)

(5,1

74,0

38)

(5

,486

,447

)

(5,8

54,8

52)

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

s1,

000,

000

1,

200,

000

-

-

-

-

-

-

-

-

Pa

ymen

ts:

Rep

aym

ent o

f Bor

row

ings

& A

dvan

ces

(324

,544

)

(3

74,6

88)

(419

,851

)

(4

30,9

26)

(442

,311

)

(4

54,0

15)

(251

,966

)

(1

85,1

53)

(88,

037)

(56,

147)

Net

Cas

h Fl

ow p

rovi

ded

(use

d in

) Fin

anci

ng A

ctiv

ities

675,

456

825,

312

(419

,851

)

(4

30,9

26)

(442

,311

)

(4

54,0

15)

(251

,966

)

(1

85,1

53)

(88,

037)

(56,

147)

Net

Incr

ease

/(Dec

reas

e) in

Cas

h &

Cas

h Eq

uiva

lent

s1,

117,

179

62

4,02

5

10

4,72

3

58

8,80

0

55

8,11

7

59

8,18

8

58

7,42

9

87

5,85

9

82

1,33

3

94

1,93

4

plus

: Cas

h, C

ash

Equi

vale

nts

& In

vest

men

ts -

begi

nnin

g of

yea

r2,

718,

832

3,

836,

012

4,

460,

036

4,

564,

759

5,

153,

559

5,

711,

676

6,

309,

864

6,

897,

293

7,

773,

152

8,

594,

485

Cas

h &

Cas

h Eq

uiva

lent

s - e

nd o

f the

yea

r3,

836,

012

4,

460,

036

4,

564,

759

5,

153,

559

5,

711,

676

6,

309,

864

6,

897,

293

7,

773,

152

8,

594,

485

9,

536,

418

Cas

h &

Cas

h Eq

uiva

lent

s - e

nd o

f the

yea

r3,

836,

012

4,

460,

036

4,

564,

759

5,

153,

559

5,

711,

676

6,

309,

864

6,

897,

293

7,

773,

152

8,

594,

485

9,

536,

418

In

vest

men

ts -

end

of th

e ye

ar7,

818,

519

8,

218,

519

9,

818,

519

11

,018

,519

12,3

18,5

19

13

,818

,519

15,3

18,5

19

17

,018

,519

19,4

18,5

19

21

,418

,519

Cas

h, C

ash

Equi

vale

nts

& In

vest

men

ts -

end

of th

e ye

ar11

,654

,530

12,6

78,5

55

14

,383

,278

16,1

72,0

78

18

,030

,195

20,1

28,3

83

22

,215

,812

24,7

91,6

71

28

,013

,004

30,9

54,9

37

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

30EQ

UIT

Y ST

ATEM

ENT

- CO

NSO

LID

ATED

Scen

ario

: < E

nter

Sce

nario

Nam

e O

n C

over

She

et >

2020

/21

2021

/22

2022

/23

2023

/24

2024

/25

2025

/26

2026

/27

2027

/28

2028

/29

2029

/30

$$

$$

$$

$$

$$

Ope

ning

Bal

ance

224,

283,

083

230,

554,

210

234,

998,

415

236,

192,

322

237,

276,

605

238,

569,

713

239,

067,

323

240,

112,

670

240,

994,

956

242,

087,

791

Adju

stm

ents

to o

peni

ng b

alan

ceR

esta

ted

Ope

ning

Bal

ance

224,

283,

083

230,

554,

210

234,

998,

415

236,

192,

322

237,

276,

605

238,

569,

713

239,

067,

323

240,

112,

670

240,

994,

956

242,

087,

791

Net

Ope

ratin

g R

esul

t for

the

Year

6,27

1,12

7

4,44

4,20

5

1,19

3,90

7

1,08

4,28

3

1,29

3,10

8

497,

610

1,04

5,34

8

882,

286

1,09

2,83

5

1,49

9,75

1

Adju

stm

ents

to n

et o

pera

ting

resu

lt-

-

-

-

-

-

-

-

-

-

R

esta

ted

Net

Ope

ratin

g R

esul

t for

the

Year

6,27

1,12

7

4,44

4,20

5

1,19

3,90

7

1,08

4,28

3

1,29

3,10

8

497,

610

1,04

5,34

8

882,

286

1,09

2,83

5

1,49

9,75

1

Cur

rent

Yea

r Inc

ome

& Ex

pens

es R

ecog

nise

d di

rect

to E

quity

- Tra

nsfe

rs to

/(fro

m) A

sset

Rev

alua

tion

Res

erve

-

-

-

-

-

-

-

-

-

-

- Tra

nsfe

rs to

/(fro

m) O

ther

Res

erve

s-

-

-

-

-

-

-

-

-

-

- O

ther

Inco

me/

Expe

nses

reco

gnis

ed-

-

-

-

-

-

-

-

-

-

- O

ther

Adj

ustm

ents

-

-

-

-

-

-

-

-

-

-

Net

Inco

me

Rec

ogni

sed

Dire

ctly

in E

quity

-

-

-

-

-

-

-

-

-

-

Tota

l Rec

ogni

sed

Inco

me

& E

xpen

ses

6,27

1,12

7

4,44

4,20

5

1,19

3,90

7

1,08

4,28

3

1,29

3,10

8

497,

610

1,04

5,34

8

882,

286

1,09

2,83

5

1,49

9,75

1

Dis

tribu

tions

to/(C

ontri

butio

ns fr

om) M

inor

ity In

tere

sts

-

-

-

-

-

-

-

-

-

-

Tran

sfer

s be

twee

n Eq

uity

-

-

-

-

-

-

-

-

-

-

Equi

ty -

Bal

ance

at e

nd o

f the

repo

rtin

g pe

riod

230,

554,

210

234,

998,

415

236,

192,

322

237,

276,

605

238,

569,

713

239,

067,

323

240,

112,

670

240,

994,

956

242,

087,

791

243,

587,

542

Proj

ecte

d Ye

ars


Appendix 1

Function BudgetFor the year ended 30 June 2021Budget Summary 2020/21

Function Income Expenditure (Surplus)/DeficitGovernance (85,045) 668,131 583,086Public Order & Safety (347,194) 1,012,397 665,203Health (49,379) 343,753 294,374Community Services & Education (4,785,365) 4,995,751 210,386Housing & Community Amenities (1,074,049) 1,793,127 719,078Sewerage Services (1,199,148) 955,090 (244,058)Recreation & Culture (418,164) 3,297,160 2,878,996Building Services (65,828) 291,137 225,309Transport & Communication (5,862,600) 9,024,201 3,161,601Economic Affairs (1,918,555) 2,320,526 401,971Function Totals (15,805,327) 24,701,273 8,895,946General Purpose Revenues (Not Attributed to Functions) (9,360,033) (9,360,033)Opeating Result before Capital Amounts (25,165,360) 24,701,273 (464,087)Capital Grants & Contributions (5,683,044) (5,683,044)Operating Result (30,848,404) 24,701,273 (6,147,131)

ADD Expenses not involving flows of FundsDepreciation 5,506,385

ADD Non-Operating funds employed

Sale of Assets (144,727)Sale of Real Estate Assets (375,000)Repayments by Long Term Debtors (357,270)Loan Funds used (1,000,000)Transfer from Reserves (976,000)

(2,852,997)

LESS Funds deployed for non-operating purposes Acquisition of Assets 11,120,986Development of Real Estate 1,256,725Carrying Amount of Assets Sold 173,300Cost of Real Estate Assets Sold 222,431Advance to Long Term Debtors 350,000Repayment of Loans 354,215Transfer to Reserves 697,646

14,175,303Budget (Surplus) / Deficit (331,210)

Budget Summary 2020/21

1 of 28



Function Income Expenditure (Surplus)/DeficitGovernance (85,045) 668,131 583,086Public Order & Safety (347,194) 1,012,397 665,203Health (49,379) 343,753 294,374Community Services & Education (4,785,365) 4,995,751 210,386Housing & Community Amenities (1,074,049) 1,793,127 719,078Sewerage Services (1,199,148) 955,090 (244,058)Recreation & Culture (418,164) 3,297,160 2,878,996Building Services (65,828) 291,137 225,309Transport & Communication (5,862,600) 9,024,201 3,161,601Economic Affairs (1,918,555) 2,320,526 401,971Function Totals (15,805,327) 24,701,273 8,895,946General Purpose Revenues (Not Attributed to Functions) (9,360,033) (9,360,033)Opeating Result before Capital Amounts (25,165,360) 24,701,273 (464,087)Capital Grants & Contributions (5,683,044) (5,683,044)Operating Result (30,848,404) 24,701,273 (6,147,131)




(2,852,997)

LESS Funds deployed for non-operating purposes Acquisition of Assets 11,120,986Development of Real Estate 1,256,725Carrying Amount of Assets Sold 173,300Cost of Real Estate Assets Sold 222,431Advance to Long Term Debtors 350,000Repayment of Loans 354,215Transfer to Reserves 697,646



1 of 28


Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 755,127 716,377Public Order & Safety (355,749) 1,038,936 683,187Health (53,555) 354,143 300,588Community Services & Education (4,904,953) 5,121,620 216,667Housing & Community Amenities (1,032,566) 1,719,358 686,792Sewerage Services (1,258,043) 1,034,032 (224,011)Recreation & Culture (428,566) 3,402,111 2,973,545Building Services (67,475) 300,588 233,113Transport & Communication (5,502,034) 8,814,095 3,312,061Economic Affairs (946,777) 2,157,377 1,210,600Function Totals (14,588,468) 24,697,387 10,108,919General Purpose Revenues (Not Attributed to Functions) (9,609,695) (9,609,695)Opeating Result before Capital Amounts (24,198,163) 24,697,387 499,224Capital Grants & Contributions (4,828,561) (4,828,561)Operating Result (29,026,724) 24,697,387 (4,329,337)




(1,821,710)

LESS Funds deployed for non-operating purposes Acquisition of Assets 7,743,448Development of Real Estate 2,426,061Carrying Amount of Assets Sold 211,600Cost of Real Estate Assets Sold 166,823Advance to Long Term Debtors - Repayment of Loans 375,177Transfer to Reserves 715,099



2 of 28



Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 658,469 619,719Public Order & Safety (364,646) 1,066,432 701,786Health (54,913) 360,213 305,300Community Services & Education (5,029,329) 5,252,492 223,163Housing & Community Amenities (1,074,807) 1,761,968 687,161Sewerage Services (1,319,400) 953,617 (365,783)Recreation & Culture (439,388) 3,483,566 3,044,178Building Services (69,185) 310,323 241,138Transport & Communication (5,618,926) 8,976,278 3,357,352Economic Affairs (1,008,291) 2,309,286 1,300,995Function Totals (15,017,635) 25,132,644 10,115,009General Purpose Revenues (Not Attributed to Functions) (9,868,551) (9,868,551)Opeating Result before Capital Amounts (24,886,186) 25,132,644 246,458Capital Grants & Contributions (1,320,200) (1,320,200)Operating Result (26,206,386) 25,132,644 (1,073,742)



Sale of Assets (290,254)Sale of Real Estate Assets (1,026,477)Repayments by Long Term Debtors (1,520)Loan Funds used - Transfer from Reserves (407,500)

(1,725,751)

LESS Funds deployed for non-operating purposes Acquisition of Assets 5,829,120Development of Real Estate - Carrying Amount of Assets Sold 358,400Cost of Real Estate Assets Sold 823,767Advance to Long Term Debtors - Repayment of Loans 420,350Transfer to Reserves 856,871



3 of 28



Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 658,469 619,719Public Order & Safety (364,646) 1,066,432 701,786Health (54,913) 360,213 305,300Community Services & Education (5,029,329) 5,252,492 223,163Housing & Community Amenities (1,074,807) 1,761,968 687,161Sewerage Services (1,319,400) 953,617 (365,783)Recreation & Culture (439,388) 3,483,566 3,044,178Building Services (69,185) 310,323 241,138Transport & Communication (5,618,926) 8,976,278 3,357,352Economic Affairs (1,008,291) 2,309,286 1,300,995Function Totals (15,017,635) 25,132,644 10,115,009General Purpose Revenues (Not Attributed to Functions) (9,868,551) (9,868,551)Opeating Result before Capital Amounts (24,886,186) 25,132,644 246,458Capital Grants & Contributions (1,320,200) (1,320,200)Operating Result (26,206,386) 25,132,644 (1,073,742)



Sale of Assets (290,254)Sale of Real Estate Assets (1,026,477)Repayments by Long Term Debtors (1,520)Loan Funds used - Transfer from Reserves (407,500)

(1,725,751)




3 of 28


Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 630,616 591,866Public Order & Safety (373,543) 1,094,201 720,658Health (56,272) 373,954 317,682Community Services & Education (5,153,706) 5,383,551 229,845Housing & Community Amenities (1,118,449) 1,805,345 686,896Sewerage Services (1,384,046) 973,495 (410,551)Recreation & Culture (450,209) 3,563,231 3,113,022Building Services (70,897) 320,296 249,399Transport & Communication (5,735,864) 9,087,491 3,351,627Economic Affairs (979,836) 2,254,226 1,274,390Function Totals (15,361,572) 25,486,406 10,124,834General Purpose Revenues (Not Attributed to Functions) (10,131,150) (10,131,150)Opeating Result before Capital Amounts (25,492,722) 25,486,406 (6,316)Capital Grants & Contributions (1,034,375) (1,034,375)Operating Result (26,527,097) 25,486,406 (1,040,691)



Sale of Assets (272,709)Sale of Real Estate Assets (745,227)Repayments by Long Term Debtors (1,520)Loan Funds used - Transfer from Reserves (95,625)

(1,115,081)




4 of 28



Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 774,003 735,253Public Order & Safety (382,782) 1,123,158 740,376Health (57,682) 379,136 321,454Community Services & Education (5,282,861) 5,519,801 236,940Housing & Community Amenities (1,164,386) 1,850,783 686,397Sewerage Services (1,452,153) 994,300 (457,853)Recreation & Culture (461,445) 3,626,165 3,164,720Building Services (72,674) 330,776 258,102Transport & Communication (5,960,597) 9,285,851 3,325,254Economic Affairs (1,043,460) 2,410,585 1,367,125Function Totals (15,916,790) 26,294,558 10,377,768General Purpose Revenues (Not Attributed to Functions) (10,402,593) (10,402,593)Opeating Result before Capital Amounts (26,319,383) 26,294,558 (24,825)Capital Grants & Contributions (1,170,000) (1,170,000)Operating Result (27,489,383) 26,294,558 (1,194,825)




(1,117,147)




5 of 28



Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 774,003 735,253Public Order & Safety (382,782) 1,123,158 740,376Health (57,682) 379,136 321,454Community Services & Education (5,282,861) 5,519,801 236,940Housing & Community Amenities (1,164,386) 1,850,783 686,397Sewerage Services (1,452,153) 994,300 (457,853)Recreation & Culture (461,445) 3,626,165 3,164,720Building Services (72,674) 330,776 258,102Transport & Communication (5,960,597) 9,285,851 3,325,254Economic Affairs (1,043,460) 2,410,585 1,367,125Function Totals (15,916,790) 26,294,558 10,377,768General Purpose Revenues (Not Attributed to Functions) (10,402,593) (10,402,593)Opeating Result before Capital Amounts (26,319,383) 26,294,558 (24,825)Capital Grants & Contributions (1,170,000) (1,170,000)Operating Result (27,489,383) 26,294,558 (1,194,825)




(1,117,147)




5 of 28


Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 637,172 598,422Public Order & Safety (392,362) 1,153,073 760,711Health (59,146) 392,103 332,957Community Services & Education (5,416,810) 5,661,057 244,247Housing & Community Amenities (1,212,620) 1,897,573 684,953Sewerage Services (1,522,722) 1,015,743 (506,979)Recreation & Culture (473,098) 3,711,313 3,238,215Building Services (74,518) 341,540 267,022Transport & Communication (6,086,549) 9,456,779 3,370,230Economic Affairs (1,014,780) 2,357,872 1,343,092Function Totals (16,291,355) 26,624,225 10,332,870General Purpose Revenues (Not Attributed to Functions) (10,683,224) (10,683,224)Opeating Result before Capital Amounts (26,974,579) 26,624,225 (350,354)Capital Grants & Contributions (54,400) (54,400)Operating Result (27,028,979) 26,624,225 (404,754)



Sale of Assets (256,272)Sale of Real Estate Assets (745,227)Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (60,000)

(1,061,499)




6 of 28







(1,419,482)




7 of 28







(1,419,482)




7 of 28






(1,061,263)

LESS Funds deployed for non-operating purposes Acquisition of Assets 4,497,520Development of Real Estate - Carrying Amount of Assets Sold 231,068Cost of Real Estate Assets Sold 656,944Advance to Long Term Debtors - Repayment of Loans 185,692Transfer to Reserves 1,048,361



8 of 28







(777,109)


5,553,766Budget (Surplus) / Deficit (1,666,857)


9 of 28







(777,109)




9 of 28


Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 648,230 609,480Public Order & Safety (432,400) 1,280,310 847,910Health (65,259) 433,899 368,640Community Services & Education (5,976,494) 6,389,858 413,364Housing & Community Amenities (1,428,230) 2,099,618 671,388Sewerage Services (1,842,628) 1,107,884 (734,744)Recreation & Culture (521,790) 4,035,108 3,513,318Building Services (82,218) 388,554 306,336Transport & Communication (6,729,527) 10,098,750 3,369,223Economic Affairs (1,089,209) 2,584,206 1,494,997Function Totals (18,206,505) 29,066,417 10,859,912General Purpose Revenues (Not Attributed to Functions) (11,869,318) (11,869,318)Opeating Result before Capital Amounts (30,075,823) 29,066,417 (1,009,406)Capital Grants & Contributions (412,800) (412,800)Operating Result (30,488,623) 29,066,417 (1,422,206)



Sale of Assets (344,345)Sale of Real Estate Assets - Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (30,000)

(374,345)

LESS Funds deployed for non-operating purposes Acquisition of Assets 4,209,756Development of Real Estate - Carrying Amount of Assets Sold 252,400Cost of Real Estate Assets Sold - Advance to Long Term Debtors - Repayment of Loans 56,147Transfer to Reserves 1,168,332



10 of 28


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

021

1. G

over

nanc

e

Desc

riptio

nRe

f.Jo

b No

.No

te

Prev

ious

Ye

ar

Estim

ate

Budg

et

20

20-2

1Bu

dget

2021

-22

Budg

et

20

22-2

3Bu

dget

2023

-24

Budg

et

20

24-2

5Bu

dget

2025

-26

Budg

et

20

26-2

7Bu

dget

2027

-28

Budg

et

20

28-2

9Bu

dget

2029

-30

Inco

me

FBT

Sala

ry R

ecou

ped

2I

1050

.140

.224

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

Crow

n La

nds G

rant

for P

lans

of M

anag

emen

t10

50.1

15.1

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2)(4

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5)-

-

-

-

-

-

-

-

-

Tota

l Inc

ome

(93,

272)

(85,

045)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

(38,

750)

Expe

nditu

reGo

vern

ance

& C

ounc

illor

Exp

ense

s1E

Coun

cillo

r Exp

ense

s30

20.3

30.6

16/6

03/6

48/6

4429

,384

30,1

2030

,873

31,6

5632

,440

33,2

5234

,095

34,9

4035

,813

36,7

1737

,620

Coun

cillo

rs A

llow

ance

3020

.330

.618

97,5

6099

,999

102,

499

105,

099

107,

699

110,

399

113,

199

115,

999

118,

899

121,

899

124,

899

May

oral

Allo

wan

ce30

26.3

31.6

1919

,085

19,5

6220

,051

20,5

6021

,068

21,5

9622

,144

22,6

9223

,259

23,8

4624

,433

May

oral

Rec

eptio

ns30

25.3

31.

10,0

0010

,000

10,0

0010

,000

10,0

0010

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10,0

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10,0

0010

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10,0

00El

ectio

n Ex

pens

es30

50.3

35.6

17-

-

80

,000

-

-

85,0

00-

-

-

90

,000

-

Civi

c Fun

ctio

ns &

Cer

emon

ies

3050

.340

.4,

100

4,20

34,

308

4,41

84,

527

4,64

04,

758

4,87

54,

998

5,12

35,

250

Dele

gate

s Exp

ense

s30

50.4

50.6

4413

,325

13,6

5813

,999

14,3

5514

,710

15,0

7815

,461

15,8

4316

,239

16,6

4917

,059

Loca

l Gov

ernm

ent N

SW S

ubsc

riptio

n30

50.3

70.4

80/4

05.4

8224

,044

24,9

7525

,599

26,2

4826

,898

27,5

7328

,272

28,9

7129

,696

30,4

4531

,194

RERO

C Co

ntrib

utio

n30

50.3

70.4

812

25,7

7126

,868

27,5

4028

,238

28,9

3729

,662

30,4

1531

,167

31,9

4632

,752

33,5

58Ri

verin

a JO

Sub

scrip

tion

3050

.370

.487

25,

000

19,2

3219

,713

20,2

1320

,713

21,2

3221

,771

22,3

0922

,867

23,4

4424

,021

Inte

grat

ed P

lann

ing

& R

epor

ting

3050

.440

.502

95,

637

5,77

855

,922

6,07

36,

223

61,3

796,

541

6,70

26,

870

67,0

437,

217

New

slette

r - N

arra

burr

a Ne

ws

3050

.502

.21

,345

22,6

1623

,213

23,8

3424

,456

25,1

0425

,777

26,4

5327

,154

27,8

8028

,610

Med

ia C

onte

nt M

anag

er30

50.4

40.6

585,

125

5,25

35,

384

5,52

15,

657

5,79

95,

946

6,09

36,

246

6,40

36,

561

Dona

tions

3050

.405

.622

820

,000

20,0

0020

,000

20,0

0020

,000

20,0

0020

,000

20,0

0020

,000

20,0

0020

,000

Sist

er C

ity R

elat

ions

3050

.341

.3,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

Loca

l Gov

ernm

ent W

eek

3050

.645

.5

6,00

06,

000

6,00

06,

000

6,00

06,

000

6,00

06,

000

6,00

06,

000

6,00

0In

tern

al A

udit

3050

.349

.401

17,5

0022

,000

22,5

5023

,122

23,6

9424

,288

24,9

0425

,520

26,1

5826

,818

27,4

78Au

dit,

Risk

& Im

prov

emen

t Com

mitt

ee30

50.3

59.4

053

-

40,0

0041

,000

42,0

4043

,080

44,1

6045

,280

46,4

0047

,560

48,7

6049

,960

Crow

n La

nds P

lans

of M

anag

emen

t30

50.4

54.4

0154

,522

46,2

95-

-

-

-

-

-

-

-

-

Fina

nce

& A

dmin

istra

tion

Cost

s2e

Prep

arat

ion

of M

eetin

g Pa

pers

3050

90,2

9992

,649

94,9

6697

,374

99,7

8310

2,28

610

4,87

810

7,47

211

0,15

911

2,93

811

5,71

8Fu

nctio

n/M

eetin

g At

tend

ance

3050

.336

.12

4,86

411

8,72

212

2,86

112

7,11

913

1,49

413

6,10

514

0,83

414

5,79

815

0,88

015

6,19

816

1,63

4M

anag

emen

t of C

ounc

il30

50.3

37.

412,

151

412,

484

426,

784

441,

498

456,

609

472,

531

488,

867

506,

000

523,

546

541,

903

560,

659

Empl

oyee

Ass

istan

ce P

rogr

ams

3050

.344

.401

410

,000

30,0

0030

,000

30,0

0030

,000

30,0

0030

,000

30,0

0030

,000

30,0

0030

,000

Inte

rnal

Fun

ctio

n Re

view

3050

.348

.401

10,0

00-

-

-

-

-

-

-

-

-

-

W

ork

Heal

th &

Saf

ety

3050

.715

.74

,876

79,5

0682

,187

84,9

5087

,780

90,7

5893

,819

97,0

1610

0,29

410

3,71

910

7,21

6Ad

min

istra

tion

Cost

s31

00/3

050.

351.

301/

3110

/314

01,

956,

518

2,04

0,11

62,

103,

001

2,16

7,88

12,

234,

094

2,30

3,90

42,

375,

678

2,45

0,38

72,

527,

043

2,60

7,25

82,

688,

761

Fina

ncia

l Rep

ortin

g31

00.3

42.

37,0

8437

,084

38,3

8239

,717

41,0

8942

,535

44,0

1945

,576

47,1

7148

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50,5

45Pr

oper

ty R

eval

uatio

ns31

00.4

07.4

016

-

-

-

30,0

00-

-

-

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30

,000

-

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Fina

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l Sta

tem

ent A

udit

Fee

3100

.360

.605

128

,700

28,2

9028

,997

29,7

3330

,468

31,2

3232

,024

32,8

1633

,637

34,4

8635

,334

Coun

cil C

ham

ber R

unni

ng C

osts

3490

711

5,43

011

5,39

711

7,98

212

0,66

912

3,35

912

6,15

012

9,04

513

1,94

013

4,93

813

8,04

214

1,14

2On

cost

s Rec

over

ed31

00.9

86.9

86(1

,808

,596

)(1

,699

,674

)(1

,759

,163

)(1

,820

,733

)(1

,884

,459

)(1

,950

,415

)(2

,018

,680

)(2

,089

,333

)(2

,162

,460

)(2

,238

,146

)(2

,316

,481

)Ov

erhe

ads R

ecov

ered

3050

.980

/305

0/31

00/3

490.

985.

985

(1,1

75,2

33)

(1,2

52,4

44)

(1,2

90,0

42)

(1,3

28,7

58)

(1,3

68,4

67)

(1,4

10,1

73)

(1,4

53,0

12)

(1,4

97,7

27)

(1,5

43,5

82)

(1,5

91,4

50)

(1,6

40,3

42)

Insu

ranc

es3e

Insu

ranc

e - P

erso

nal A

ccid

ent

3050

.410

.627

2,26

12,

552

2,61

62,

682

2,74

92,

817

2,88

92,

960

3,03

43,

111

3,18

7In

sura

nce

- Cou

ncill

ors &

Offi

cers

3050

.410

.629

29,8

3033

,664

34,5

0635

,381

36,2

5637

,165

38,1

0839

,050

40,0

2641

,036

42,0

46In

sura

nce

- Fid

elity

Gua

rant

ee30

50.4

10.6

346,

138

6,92

67,

099

7,27

97,

459

7,64

67,

840

8,03

48,

235

8,44

38,

651

Depr

ecia

tion

3100

/349

0.*.

740

203,

300

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

479,

020

668,

131

755,

127

658,

469

630,

616

774,

003

637,

172

640,

253

672,

926

796,

457

648,

230

Nett

Cost

to C

ounc

il38

5,74

858

3,08

671

6,37

761

9,71

959

1,86

673

5,25

359

8,42

260

1,50

363

4,17

675

7,70

760

9,48

0

11 o

f 28


Func

tion

Budg

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r the

yea

r end

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0 Ju

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021

2. P

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Ord

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Ye

ar

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ate

Budg

et

2020

-21

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et

2021

-22

Budg

et

2022

-23

Budg

et

2023

-24

Budg

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2024

-25

Budg

et

2025

-26

Budg

et

2026

-27

Budg

et

2027

-28

Budg

et

2028

-29

Budg

et

2029

-30

Inco

me

Fire

Con

trol

1I

Oper

atin

g Gr

ant

2070

.115

.160

/161

10(1

51,7

22)

(130

,667

)(1

33,9

34)

(137

,331

)(1

40,7

28)

(144

,256

)(1

47,9

15)

(151

,574

)(1

55,3

63)

(159

,283

)(1

63,2

03)

Blan

d Op

erat

ing

Gran

t20

70.1

15.1

6410

(304

,069

)(1

88,0

34)

(192

,735

)(1

97,6

24)

(202

,513

)(2

07,5

90)

(212

,854

)(2

18,1

19)

(223

,572

)(2

29,2

13)

(234

,854

)Bl

and

Adm

inist

ratio

n Fe

e20

70.1

30.2

2010

(22,

627)

(23,

193)

(23,

773)

(24,

376)

(24,

979)

(25,

605)

(26,

254)

(26,

904)

(27,

576)

(28,

272)

(28,

968)

Anim

al C

ontr

ol2I

2040

(5,3

02)

(5,3

00)

(5,3

07)

(5,3

15)

(5,3

23)

(5,3

31)

(5,3

39)

(5,3

48)

(5,3

57)

(5,3

66)

(5,3

75)

Tota

l Inc

ome

(483

,720

)(3

47,1

94)

(355

,749

)(3

64,6

46)

(373

,543

)(3

82,7

82)

(392

,362

)(4

01,9

45)

(411

,868

)(4

22,1

34)

(432

,400

)

Expe

nditu

reFi

re C

ontr

ol1E

Cont

ribut

ion

- NSW

Fire

Brig

ade

4070

.406

.380

36,1

5238

,389

39,3

4940

,347

41,3

4542

,382

43,4

5744

,532

45,6

4546

,797

47,9

48Co

ntrib

utio

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Fire

Fun

d40

70.4

06.3

8123

5,18

231

0,57

931

8,34

332

6,41

933

4,49

434

2,87

935

1,57

536

0,27

236

9,27

837

8,59

638

7,91

3Br

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e &

Fun

ded

Vehi

cle E

xpen

ses

4070

.306

.10

112,

620

88,7

4291

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93,3

8895

,762

98,2

2910

0,78

610

3,35

510

6,01

210

8,76

411

1,52

3Bl

and

Shire

Brig

ade

& V

ehicl

e Co

sts

4071

1027

0,42

815

0,89

815

4,41

915

8,08

316

1,74

716

5,55

216

9,49

817

3,44

217

7,52

718

1,75

518

5,98

0Ov

erhe

ads/

Inte

rnal

Rec

harg

es40

70.9

80.9

8010

95,3

7010

2,25

410

5,34

710

8,53

111

1,79

811

5,21

711

8,73

012

2,38

712

6,14

013

0,04

713

4,04

3

Anim

al C

ontr

ol2E

4040

158,

948

165,

067

170,

307

175,

702

181,

235

187,

042

193,

009

199,

230

205,

610

212,

268

219,

066

Enfo

rcem

ent o

f Reg

ulat

ions

3E

4030

48,1

0051

,664

53,3

8355

,155

56,9

6958

,878

60,8

3762

,883

64,9

8167

,174

69,4

08

Emer

genc

y Se

rvice

s4E

Secu

rity

Serv

ice40

75.4

20.

40,5

0043

,600

44,6

9045

,824

46,9

5748

,134

49,3

5550

,576

51,8

4053

,148

54,4

56CC

TV O

pera

ting

Cost

s40

75.4

21.

8,00

08,

200

8,40

58,

618

8,83

19,

053

9,28

29,

512

9,75

09,

996

10,2

42In

sura

nces

4075

.410

.1,

159

1,30

81,

340

1,37

41,

408

1,44

41,

480

1,51

71,

556

1,59

41,

634

Stat

e Em

erge

ncy

Serv

ices

4080

.528

./408

0.41

0.23

,468

22,0

6422

,415

22,7

8123

,146

23,5

2623

,920

24,3

1424

,721

25,1

4425

,565

Emer

genc

y M

anag

emen

t Com

mitt

ee40

80.5

29.

2,87

02,

942

3,01

63,

092

3,16

83,

248

3,33

13,

413

3,49

83,

586

3,67

5Ov

erhe

ads/

Inte

rnal

Rec

harg

es40

80.9

80.9

806,

503

6,97

27,

183

7,40

07,

623

7,85

68,

095

8,34

58,

600

8,86

79,

139

Depr

ecia

tion

4070

/404

0/40

30/4

075/

4080

19,7

1819

,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

1,05

9,01

81,

012,

397

1,03

8,93

61,

066,

432

1,09

4,20

11,

123,

158

1,15

3,07

31,

183,

496

1,21

4,87

61,

247,

454

1,28

0,31

0

Nett

Cost

to C

ounc

il57

5,29

866

5,20

368

3,18

770

1,78

672

0,65

874

0,37

676

0,71

178

1,55

180

3,00

882

5,32

084

7,91

0

12 o

f 28


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

021

3. H

ealth

Desc

riptio

nRe

f.Jo

b No

.No

te

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2029

-30

Inco

me

Heal

th A

dmin

istra

tion

1I

2100

(2,8

00)

-

(2,9

42)

(3,0

16)

(3,0

91)

(3,1

68)

(3,2

49)

(3,3

29)

(3,4

12)

(3,4

99)

(3,5

85)

Noxi

ous W

eeed

s2I

1220

(48,

175)

(49,

379)

(50,

613)

(51,

897)

(53,

181)

(54,

514)

(55,

897)

(57,

280)

(58,

712)

(60,

193)

(61,

674)

Tota

l Inc

ome

(50,

975)

(49,

379)

(53,

555)

(54,

913)

(56,

272)

(57,

682)

(59,

146)

(60,

609)

(62,

124)

(63,

692)

(65,

259)

Expe

nditu

reHe

alth

Adm

inist

ratio

n1e

Heal

th A

dmin

istra

tion

& In

spec

tion

4100

63,1

2764

,343

66,5

4668

,813

71,1

3873

,588

76,1

0678

,737

81,4

3584

,255

87,1

37Bu

sh B

ursa

ry P

rogr

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00.4

50.5

813,

000

-

3,00

0-

3,

000

-

3,00

0-

3,

000

-

-

Over

head

s/In

tern

al R

echa

rges

4100

.980

.980

59,3

9063

,676

65,6

0267

,585

69,6

2071

,749

73,9

3676

,214

78,5

5180

,984

83,4

72Im

mun

izatio

n41

10.3

50.6

031,

125

1,15

31,

182

1,21

21,

242

1,27

31,

305

1,33

71,

371

1,40

61,

440

Food

Con

trol

Adm

inist

ratio

n41

2036

,374

36,9

7238

,244

39,5

5240

,894

42,3

0843

,759

45,2

8146

,837

48,4

6650

,129

Noxi

ous W

eeds

/Pes

ts2e

Noxio

us P

ests

/Fru

it Fl

y41

405,

500

5,50

05,

500

5,50

05,

500

5,50

05,

500

5,50

05,

500

5,50

05,

500

Noxio

us W

eeds

- Co

ordi

natio

n &

Insp

ectio

n32

20.5

23/3

00/5

1910

4,61

110

8,31

710

9,71

511

2,61

811

7,03

311

8,56

912

1,71

012

6,47

712

8,15

013

1,54

313

6,64

9No

xious

Wee

ds -

Khak

i Wee

d32

20.5

19.4

0110

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

Noxio

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

0No

xious

Wee

ds -

Regi

onal

Pla

ns32

20.5

20/5

2121

,000

21,0

0021

,000

21,0

0021

,000

21,0

0021

,000

21,0

0021

,000

21,0

0021

,000

Over

head

s/In

tern

al R

echa

rges

3220

.980

.980

17,3

4018

,592

19,1

5419

,733

20,3

2720

,949

21,5

8722

,252

22,9

3523

,645

24,3

72

Depr

ecia

tion

4100

.*.7

407,

200

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

335,

667

343,

753

354,

143

360,

213

373,

954

379,

136

392,

103

400,

998

412,

979

420,

999

433,

899

Nett

Cost

to C

ounc

il28

4,69

229

4,37

430

0,58

830

5,30

031

7,68

232

1,45

433

2,95

734

0,38

935

0,85

535

7,30

736

8,64

0

13 o

f 28


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

021

4. C

omm

unity

Ser

vice

s and

Edu

catio

n

Desc

riptio

nRe

f.Jo

b No

.No

te

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2029

-30

Inco

me

Stat

e Fu

nded

HAC

C Pr

ogra

ms

1i

Tran

spor

t - T

emor

a18

60(2

15,7

62)

(231

,000

)(2

36,7

75)

(242

,781

)(2

48,7

87)

(255

,024

)(2

61,4

92)

(267

,960

)(2

74,6

59)

(281

,589

)(2

88,5

19)

Tran

spor

t - C

oota

mun

dra

1818

(185

,012

)(1

97,0

22)

(201

,946

)(2

07,0

70)

(212

,193

)(2

17,5

11)

(223

,030

)(2

28,5

45)

(234

,259

)(2

40,1

71)

(246

,081

)Di

sabi

lity

Serv

ices P

acka

ges

2820

-288

0(9

72,9

28)

(1,5

00,0

00)

(1,5

37,5

00)

(1,5

76,5

00)

(1,6

15,5

00)

(1,6

56,0

00)

(1,6

98,0

00)

(1,7

40,0

00)

(1,7

83,5

00)

(1,8

28,5

00)

(1,8

73,5

00)

Supp

orte

d In

depe

nden

t Liv

ing

2818

(655

,200

)(7

66,0

14)

(785

,164

)(8

05,0

80)

(824

,997

)(8

45,6

79)

(867

,128

)(8

88,5

76)

(910

,791

)(9

33,7

71)

(956

,752

)Co

ntra

cted

Ser

vice

s18

26-1

828

(71,

750)

(37,

000)

(37,

925)

(38,

887)

(39,

849)

(40,

848)

(41,

884)

(42,

920)

(43,

993)

(45,

103)

(46,

213)

Com

mon

wea

lth Fu

nded

HAC

C Pr

ogra

ms

2i

My

Aged

Car

e Re

gion

al A

sses

smen

ts29

01(4

6,12

5)(5

0,00

0)(5

1,25

0)(5

2,55

0)(5

3,85

0)(5

5,20

0)(5

6,60

0)(5

8,00

0)(5

9,45

0)(6

0,95

0)(6

2,45

0)So

cial S

uppo

rt G

roup

(DDC

)29

02(4

0,78

7)(4

1,50

2)(4

2,54

0)(4

3,61

9)(4

4,69

7)(4

5,81

7)(4

6,98

1)(4

8,14

3)(4

9,34

6)(5

0,59

1)(5

1,83

6)So

cial S

uppo

rt -

Tem

ora

2903

(38,

645)

(39,

611)

(40,

601)

(41,

631)

(42,

661)

(43,

731)

(44,

840)

(45,

949)

(47,

097)

(48,

286)

(49,

474)

Food

Ser

vice

s29

04(1

66,0

00)

(138

,000

)(1

41,4

50)

(145

,038

)(1

48,6

26)

(152

,352

)(1

56,2

16)

(160

,080

)(1

64,0

82)

(168

,222

)(1

72,3

62)

Resp

ite C

are

- Tem

ora

2905

(51,

362)

(52,

539)

(53,

852)

(55,

219)

(56,

584)

(58,

003)

(59,

474)

(60,

945)

(62,

468)

(64,

045)

(65,

621)

Hom

e M

odifi

catio

ns -

Tem

ora

2906

(34,

260)

(34,

916)

(35,

789)

(36,

697)

(37,

605)

(38,

547)

(39,

525)

(40,

503)

(41,

515)

(42,

563)

(43,

610)

Pers

onal

Car

e29

07(2

1,22

2)(2

1,75

2)(2

2,29

6)(2

2,86

1)(2

3,42

7)(2

4,01

4)(2

4,62

4)(2

5,23

2)(2

5,86

3)(2

6,51

6)(2

7,16

8)Ho

me

Mai

nten

ance

- Te

mor

a29

08(1

1,25

7)(1

5,90

7)(1

6,30

5)(1

6,71

8)(1

7,13

2)(1

7,56

1)(1

8,00

7)(1

8,45

2)(1

8,91

4)(1

9,39

0)(1

9,86

8)So

cial S

uppo

rt -

Coot

amun

dra

2910

(39,

087)

(39,

627)

(40,

617)

(41,

648)

(42,

678)

(43,

748)

(44,

858)

(45,

967)

(47,

117)

(48,

305)

(49,

494)

Hom

e M

odifi

catio

ns -

Coot

amun

dra

2911

(26,

260)

(26,

916)

(27,

589)

(28,

289)

(28,

989)

(29,

715)

(30,

469)

(31,

223)

(32,

003)

(32,

811)

(33,

618)

Hom

e M

aint

enan

ce -

Coot

amun

dra

2912

(10,

706)

(15,

536)

(15,

924)

(16,

328)

(16,

732)

(17,

152)

(17,

587)

(18,

022)

(18,

472)

(18,

938)

(19,

404)

Dom

estic

Ass

istan

ce29

13(6

2,50

0)(8

1,48

5)(8

3,52

2)(8

5,64

0)(8

7,76

0)(8

9,95

9)(9

2,24

1)(9

4,52

3)(9

6,88

6)(9

9,33

0)(1

01,7

75)

Hom

e M

odifi

catio

ns -

Leet

on29

15(1

5,00

0)(2

1,95

0)(2

2,49

9)(2

3,06

9)(2

3,64

0)(2

4,23

3)(2

4,84

7)(2

5,46

2)(2

6,09

9)(2

6,75

7)(2

7,41

6)Ho

me

Mai

nten

ance

- Le

eton

2916

(28,

688)

(20,

661)

(21,

177)

(21,

714)

(22,

252)

(22,

810)

(23,

388)

(23,

967)

(24,

566)

(25,

185)

(25,

805)

Socia

l Sup

port

Indi

vidu

al -

Leet

on29

17(3

6,43

2)(3

9,17

4)(4

0,15

3)(4

1,17

2)(4

2,19

0)(4

3,24

8)(4

4,34

5)(4

5,44

2)(4

6,57

8)(4

7,75

3)(4

8,92

8)Fo

od S

ervi

ces -

Leet

on29

18(1

07,3

41)

(104

,152

)(1

06,7

56)

(109

,464

)(1

12,1

72)

(114

,984

)(1

17,9

00)

(120

,816

)(1

23,8

37)

(126

,961

)(1

30,0

86)

Aged

Car

e Pa

ckag

es29

20-2

980

(780

,288

)(1

,307

,687

)(1

,340

,379

)(1

,374

,379

)(1

,408

,379

)(1

,443

,686

)(1

,480

,302

)(1

,516

,917

)(1

,554

,840

)(1

,594

,070

)(1

,633

,301

)

Com

mun

ity C

ar

1861

(7,1

74)

-

-

-

-

-

-

-

-

-

-

Com

mun

ity S

ervi

ces S

undr

y3i

1700

(1,7

00)

(1,7

00)

(1,7

00)

(1,7

00)

(1,7

00)

(1,7

00)

(1,7

00)

(1,7

00)

(1,7

00)

(1,7

00)

(1,7

00)

Yout

h Af

fairs

4i

1780

(1,2

00)

(1,2

00)

(1,2

30)

(1,2

61)

(1,2

92)

(1,3

25)

(1,3

58)

(1,3

92)

(1,4

27)

(1,4

63)

(1,4

99)

Educ

atio

n5i

Pre

Scho

ol K

inde

rgar

ten

1790

(12)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

Tota

l Inc

ome

(3,6

26,6

98)

(4,7

85,3

65)

(4,9

04,9

53)

(5,0

29,3

29)

(5,1

53,7

06)

(5,2

82,8

61)

(5,4

16,8

10)

(5,5

50,7

50)

(5,6

89,4

76)

(5,8

32,9

84)

(5,9

76,4

94)

14 o

f 28


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

021

4. C

omm

unity

Ser

vice

s and

Edu

catio

n

Desc

riptio

nRe

f.Jo

b No

.No

te

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2029

-30

Expe

nditu

reSt

ate

Fund

ed H

ACC

Prog

ram

s1e

Tran

spor

t - T

emor

a38

6020

2,76

220

6,00

021

1,77

521

7,78

022

3,78

623

0,02

323

6,49

124

2,96

024

9,65

925

6,58

926

3,51

9Tr

ansp

ort -

Coo

tam

undr

a38

1816

7,01

217

9,02

218

3,94

618

9,07

019

4,19

319

9,51

120

5,03

021

0,54

521

6,25

922

2,17

122

8,08

1Di

sabl

ed S

ervi

ces P

acka

ges

4820

- 48

8097

2,92

81,

490,

000

1,52

7,50

01,

566,

500

1,60

5,50

01,

646,

000

1,68

8,00

01,

730,

000

1,77

3,50

01,

818,

500

1,86

3,50

0Su

ppor

ted

Inde

pend

ent L

ivin

g48

1865

5,20

063

9,30

665

6,50

967

4,44

769

2,35

371

0,99

173

0,36

274

9,69

776

9,76

492

5,02

194

8,00

2Co

ntra

cted

Ser

vice

s38

26 -

3828

71,7

5037

,000

37,9

2538

,887

39,8

4940

,848

41,8

8442

,920

43,9

9345

,103

46,2

13

Com

mon

wea

lth Fu

nded

HAC

C Pr

ogra

ms

2e

My

Aged

Car

e Re

gion

al A

sses

smen

ts49

0146

,125

46,0

0047

,250

48,5

5049

,850

51,2

0052

,600

54,0

0055

,450

56,9

5058

,450

Socia

l Sup

port

Gro

up (D

DC)

4902

40,7

8741

,502

42,5

4143

,619

44,6

9745

,817

46,9

8148

,143

49,3

4750

,591

51,8

36So

cial S

uppo

rt -

Tem

ora

4903

38,6

4539

,612

40,6

0141

,631

42,6

6143

,731

44,8

4045

,949

47,0

9748

,286

49,4

74Fo

od S

ervi

ces

4904

166,

000

138,

000

141,

450

145,

039

148,

626

152,

352

156,

216

160,

080

164,

082

168,

222

172,

362

Resp

ite C

are

- Tem

ora

4905

51,3

6252

,539

53,8

5255

,219

56,5

8458

,003

59,4

7460

,945

62,4

6864

,045

65,6

21Ho

me

Mod

ifica

tions

- Te

mor

a49

0634

,260

34,9

1635

,789

36,6

9737

,605

38,5

4739

,525

40,5

0341

,515

42,5

6343

,610

Pers

onal

Car

e49

0721

,222

21,7

5222

,296

22,8

6123

,427

24,0

1424

,624

25,2

3225

,863

26,5

1627

,168

Hom

e M

aint

enan

ce -

Tem

ora

4908

11,2

5715

,907

16,3

0516

,718

17,1

3217

,561

18,0

0718

,452

18,9

1419

,390

19,8

68So

cial S

uppo

rt -

Coot

amun

dra

4910

39,0

8739

,627

40,6

1741

,648

42,6

7843

,748

44,8

5845

,967

47,1

1748

,305

49,4

94Ho

me

Mod

ifica

tions

- Co

otam

undr

a49

1126

,260

26,9

1527

,589

28,2

8928

,989

29,7

1530

,469

31,2

2332

,003

32,8

1133

,618

Hom

e M

aint

enan

ce -

Coot

amun

dra

4912

10,7

0615

,537

15,9

2416

,328

16,7

3217

,152

17,5

8718

,022

18,4

7218

,938

19,4

04Do

mes

tic A

ssist

ance

4913

62,5

0081

,485

83,5

2285

,640

87,7

6089

,959

92,2

4194

,523

96,8

8699

,330

101,

775

Hom

e M

odifi

catio

ns -

Leet

on49

1515

,000

21,9

5022

,499

23,0

6923

,640

24,2

3324

,847

25,4

6226

,099

26,7

5727

,416

Hom

e M

aint

enan

ce -

Leet

on49

1628

,688

20,6

6121

,177

21,7

1422

,252

22,8

1023

,388

23,9

6724

,566

25,1

8525

,805

Socia

l Sup

port

Indi

vidu

al -

Leet

on49

1736

,432

39,1

7440

,153

41,1

7242

,190

43,2

4844

,345

45,4

4246

,578

47,7

5348

,928

Food

Ser

vice

s - Le

eton

4918

107,

341

104,

152

106,

756

109,

464

112,

172

114,

984

117,

900

120,

816

123,

837

126,

961

130,

086

Aged

Car

e Pa

ckag

es49

20-4

980

760,

688

1,30

7,68

71,

340,

379

1,37

4,37

91,

408,

379

1,44

3,68

61,

480,

302

1,51

6,91

71,

554,

840

1,59

4,07

01,

633,

301

Com

mun

ity C

ar38

617,

174

-

-

-

-

-

-

-

-

-

-

Othe

r Com

mun

ity S

ervi

ces &

Edu

catio

n3E

Aged

Ser

vice

s37

00.4

59.

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

0Ot

her C

omm

unity

Ser

vice

s37

0011

105,

514

111,

294

114,

764

118,

334

122,

001

125,

857

129,

814

133,

956

138,

200

142,

633

147,

167

Com

mun

ity &

Soc

ial D

evel

opm

ent

3870

5,92

05,

929

5,93

85,

948

5,95

95,

968

5,97

95,

989

6,00

16,

012

6,02

4

Yout

h Af

fairs

4E

Yout

h Pr

ogra

m37

8012

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2026

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2029

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s20

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2010

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s20

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Depr

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2022

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2023

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2027

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957)

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583)

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232)

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974)

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835)

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281)

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742)

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203)

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263)

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362)

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97,7

27)

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338.

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2,22

220

8,22

821

4,30

3Pu

mpi

ng S

tatio

ns23

000.

603.

15,6

5917

,725

18,2

6618

,825

19,3

9319

,990

20,6

0421

,237

21,8

8922

,567

23,2

55Fi

ttin

gs &

Inst

alla

tion

2300

0.59

0.7,

195

7,20

07,

401

7,60

97,

819

8,04

08,

266

8,49

78,

735

8,98

39,

232

Insu

ranc

es23

000.

410.

*17

,425

20,0

4620

,548

21,0

6821

,589

22,1

3122

,692

23,2

5323

,835

24,4

3625

,037

Sund

ry23

000.

970.

3,67

73,

769

3,86

33,

961

4,05

94,

161

4,26

74,

372

4,48

14,

594

4,70

7Ov

erhe

ads/

Inte

rnal

Rec

harg

es23

000.

980.

980

37,9

3140

,669

41,8

9943

,166

44,4

6545

,825

47,2

2248

,677

50,1

6951

,723

53,3

13

Efflu

ent S

chem

e2E

2300

0.51

1/51

2/51

4/53

6/53

717

1,09

121

6,66

622

3,22

222

9,99

823

6,88

824

4,10

725

1,54

525

9,21

026

7,09

127

5,30

228

3,63

0

Depr

ecia

tion

2300

0.*.

740

269,

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

858,

729

955,

090

1,03

4,03

295

3,61

797

3,49

599

4,30

01,

015,

743

1,03

7,76

01,

060,

421

1,08

4,00

31,

107,

884

Nett

Cost

to C

ounc

il(2

78,8

64)

(244

,058

)(2

24,0

11)

(365

,783

)(4

10,5

51)

(457

,853

)(5

06,9

79)

(559

,967

)(6

14,7

73)

(673

,116

)(7

34,7

44)

17 o

f 28


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

021

7. R

ecre

atio

n an

d Cu

lture

Desc

riptio

nRe

f.Jo

b No

.No

te

Prev

ious

Ye

ar

Estim

ate

Budg

et

20

20-2

1Bu

dget

2021

-22

Budg

et

20

22-2

3Bu

dget

2023

-24

Budg

et

20

24-2

5Bu

dget

2025

-26

Budg

et

20

26-2

7Bu

dget

2027

-28

Budg

et

20

28-2

9Bu

dget

2029

-30

Inco

me

Libra

ry S

ervi

ces

1i

1710

25(3

5,61

2)(8

3,71

3)(8

5,80

6)(8

7,98

2)(9

0,15

9)(9

2,42

0)(9

4,76

3)(9

7,10

7)(9

9,53

4)(1

02,0

46)

(104

,558

)

Publ

ic Ha

lls2i

Cine

ma

1742

30.1

(132

,500

)(1

32,5

00)

(135

,812

)(1

39,2

58)

(142

,702

)(1

46,2

80)

(149

,990

)(1

53,7

00)

(157

,542

)(1

61,5

18)

(165

,492

)Pu

blic

Halls

1740

/174

1(9

,000

)(9

,225

)(9

,456

)(9

,695

)(9

,935

)(1

0,18

4)(1

0,44

3)(1

0,70

1)(1

0,96

9)(1

1,24

5)(1

1,52

2)

Recr

eatio

n Ce

ntre

/Sw

imm

ing

Pool

s3I

Tem

ora

Recr

eatio

n Ce

ntre

& S

wim

min

g Po

ols

1720

/172

2/17

30(1

57,0

00)

(160

,861

)(1

64,8

81)

(169

,065

)(1

73,2

48)

(177

,590

)(1

82,0

94)

(186

,599

)(1

91,2

63)

(196

,090

)(2

00,9

16)

Aria

h Pa

rk S

wim

min

g Po

ol17

2128

-

(15,

000)

(15,

375)

(15,

765)

(16,

155)

(16,

560)

(16,

980)

(17,

400)

(17,

835)

(18,

285)

(18,

735)

Spor

ting

Grou

nds

4i

Spor

ting

Grou

nds -

Hire

Fee

s12

40(1

2,00

0)(1

2,30

0)(1

2,60

7)(1

2,92

7)(1

3,24

7)(1

3,57

9)(1

3,92

4)(1

4,26

8)(1

4,62

5)(1

4,99

4)(1

5,36

3)SC

CF G

rant

- Go

lf Cl

ub Ir

rigat

ion

1240

.115

.171

(20,

000)

-

-

-

-

-

-

-

-

-

-

Park

s & G

arde

ns5i

1230

(2,5

62)

(2,5

65)

(2,6

29)

(2,6

96)

(2,7

63)

(2,8

32)

(2,9

04)

(2,9

75)

(3,0

50)

(3,1

27)

(3,2

04)

Cultu

ral A

ctiv

ities

8I

Scou

t Hal

l - A

rts &

Cul

tura

l Cen

tre

1885

27(2

,000

)(2

,000

)(2

,000

)(2

,000

)(2

,000

)(2

,000

)(2

,000

)(2

,000

)(2

,000

)(2

,000

)(2

,000

)

Tota

l Inc

ome

(370

,674

)(4

18,1

64)

(428

,566

)(4

39,3

88)

(450

,209

)(4

61,4

45)

(473

,098

)(4

84,7

50)

(496

,818

)(5

09,3

05)

(521

,790

)

Expe

nditu

reLib

rary

Ser

vice

s1e

3710

2533

2,89

735

7,00

236

7,81

337

8,97

639

0,34

140

2,25

641

4,51

842

7,18

544

0,20

045

3,76

546

7,53

6

Publ

ic Ha

lls2e

Cine

ma

3742

30.1

141,

321

142,

640

146,

046

149,

585

153,

121

156,

796

160,

609

164,

422

168,

369

172,

452

176,

528

Publ

ic Ha

ll M

aint

enan

ce37

40/3

741

121,

441

137,

426

140,

789

144,

261

147,

795

151,

484

155,

288

159,

193

163,

218

167,

397

171,

643

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

454,

614

486,

312

506,

713

541,

795

554,

182

567,

175

580,

556

594,

390

608,

613

623,

456

638,

516

Aria

h Pa

rk S

wim

min

g Po

ol37

2128

25,0

0057

,145

58,3

0559

,497

60,7

2362

,014

63,3

3864

,725

66,1

4867

,635

69,1

55Sp

ort &

Rec

reat

ion

Coun

cil C

ontr

ibut

ion

3730

.452

.10

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

10,0

0010

,000

Spor

ting

Wal

k of

Hon

our

3870

.499

.5,

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

4033

5,03

934

9,36

235

9,34

036

9,66

338

0,12

739

1,06

140

2,34

341

3,89

442

5,79

143

8,15

745

0,67

3Do

natio

n to

Gol

f Clu

b fo

r Irr

igat

ion

Exte

nsio

n32

40.4

05.6

2220

,000

-

-

-

-

-

-

-

-

-

-

Park

s & G

arde

ns5e

3230

496,

069

534,

211

549,

764

565,

849

582,

172

599,

244

616,

844

634,

911

653,

503

672,

854

692,

443

Railw

ay P

recin

t6e

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

857,

275

7,64

97,

752

7,86

17,

968

8,08

08,

196

8,31

38,

433

8,55

78,

683

Bund

awar

rah

Cent

re7e

3880

2620

5,36

121

5,25

522

1,83

522

8,62

423

5,55

324

2,82

925

0,31

025

8,07

226

6,03

927

4,35

128

2,81

0

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,

571

1,60

01,

650

1,70

41,

757

1,81

41,

872

1,93

21,

993

2,05

92,

123

Izum

izaki

Visi

t38

90.4

50.5

92-

-

10

,000

-

10,0

00-

10

,000

-

10,0

00-

10

,000

Even

t Cos

ts &

Eve

nt F

acili

tatio

n39

10/1

3/14

/16/

21-2

9/39

31/3

900

2947

,912

49,6

5350

,439

51,2

4752

,078

52,9

5453

,852

54,7

9555

,760

56,7

7157

,803

Cultu

ral E

xpen

ditu

re38

9030

125,

319

115,

192

132,

842

135,

568

138,

364

141,

291

144,

298

147,

427

150,

638

153,

982

157,

396

Scou

t Hal

l - A

rts &

Cul

tura

l Cen

tre

3885

272,

400

9,36

39,

473

9,58

69,

700

9,81

79,

939

10,0

6110

,187

10,3

1810

,449

Depr

ecia

tion

711,

510

817,

850

817,

850

817,

850

817,

850

817,

850

817,

850

817,

850

817,

850

817,

850

817,

850

Tota

l Exp

endi

ture

3,04

9,22

93,

297,

160

3,40

2,11

13,

483,

566

3,56

3,23

13,

626,

165

3,71

1,31

33,

778,

670

3,86

8,24

23,

941,

104

4,03

5,10

8

Nett

Cost

to C

ounc

il2,

678,

555

2,87

8,99

62,

973,

545

3,04

4,17

83,

113,

022

3,16

4,72

03,

238,

215

3,29

3,92

03,

371,

424

3,43

1,79

93,

513,

318

18 o

f 28


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

021

8. B

uild

ing

Serv

ices

Desc

riptio

nRe

f.Jo

b No

.No

te

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2029

-30

Inco

me

1I

Sept

ic Ta

nk In

stal

latio

ns20

20.1

05.5

4(2

,100

)(2

,152

)(2

,206

)(2

,262

)(2

,318

)(2

,376

)(2

,436

)(2

,496

)(2

,559

)(2

,623

)(2

,688

)On

site

Sew

erag

e M

anag

emen

t20

20.1

10.5

5-

-

-

-

-

-

-

-

-

-

-

Bu

ildin

g Ce

rtifi

cate

- Se

c 149

E20

20.1

05.5

6(1

00)

(102

)(1

05)

(107

)(1

10)

(113

)(1

15)

(118

)(1

21)

(124

)(1

27)

Outs

tand

ing

Notic

es C

ertif

icate

2020

.105

.57

(500

)(5

12)

(525

)(5

38)

(551

)(5

65)

(580

)(5

94)

(609

)(6

24)

(639

)Oc

cupa

tion

Cert

ifica

te F

ees

2020

.105

.64

(9,2

00)

(9,4

30)

(9,6

66)

(9,9

11)

(10,

156)

(10,

411)

(10,

675)

(10,

939)

(11,

212)

(11,

495)

(11,

778)

Cons

truc

tion

Cert

ifica

te F

ees

2020

.105

.65

(30,

500)

(31,

262)

(32,

044)

(32,

856)

(33,

669)

(34,

513)

(35,

389)

(36,

264)

(37,

171)

(38,

108)

(39,

046)

Com

miss

ions

Rec

eive

d20

20.1

05.6

6(1

,025

)(1

,051

)(1

,077

)(1

,105

)(1

,132

)(1

,160

)(1

,190

)(1

,219

)(1

,250

)(1

,281

)(1

,313

)Co

mpl

ianc

e Ce

rtifi

cate

Fee

s20

20.1

05.6

7(2

0,50

0)(2

1,01

2)(2

1,53

7)(2

2,08

4)(2

2,63

0)(2

3,19

7)(2

3,78

6)(2

4,37

4)(2

4,98

3)(2

5,61

4)(2

6,24

4)Bu

ildin

g Co

ntro

l Sun

dry

2020

.130

.220

/.105

.70

(300

)(3

07)

(315

)(3

22)

(331

)(3

39)

(347

)(3

56)

(365

)(3

74)

(383

)

Tota

l Inc

ome

(64,

225)

(65,

828)

(67,

475)

(69,

185)

(70,

897)

(72,

674)

(74,

518)

(76,

360)

(78,

270)

(80,

243)

(82,

218)

Expe

nditu

re1E

Empl

oyee

Cos

ts40

20.3

00/3

1015

7,82

815

9,90

916

5,48

517

1,22

017

7,11

418

3,32

618

9,69

619

6,38

320

3,23

021

0,39

421

7,71

6Of

fice

Adm

inist

ratio

n Co

sts

4020

.350

/370

/450

/970

68,5

0769

,275

71,2

9573

,385

75,5

0377

,720

80,0

0682

,349

84,7

6387

,272

89,8

12Ov

erhe

ads/

Inte

rnal

Rec

harg

es40

20.9

80.9

8057

,222

61,3

5363

,208

65,1

1867

,079

69,1

3071

,238

73,4

3275

,684

78,0

2880

,426

Depr

ecia

tion

4020

.*.7

4060

060

060

060

060

060

060

060

060

060

060

0

Tota

l Exp

endi

ture

284,

157

291,

137

300,

588

310,

323

320,

296

330,

776

341,

540

352,

764

364,

277

376,

294

388,

554

Nett

Cost

to C

ounc

il21

9,93

222

5,30

923

3,11

324

1,13

824

9,39

925

8,10

226

7,02

227

6,40

428

6,00

729

6,05

130

6,33

6

19 o

f 28


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

021

9. T

rans

port

and

Com

mun

icatio

n

Desc

riptio

nRe

f.Jo

b No

.No

te

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2029

-30

Inco

me

RTA

Cont

ribut

ions

Regi

onal

Roa

ds P

rogr

am1I

1340

(710

,000

)(7

28,2

80)

(746

,487

)(7

65,4

22)

(784

,358

)(8

04,0

21)

(824

,413

)(8

44,8

05)

(865

,925

)(8

87,7

73)

(909

,622

)St

ate

Road

s Pro

gram

2I

1370

(3,4

40,0

00)

(3,5

26,0

00)

(3,6

14,1

50)

(3,7

05,8

26)

(3,7

97,5

02)

(3,8

92,7

04)

(3,9

91,4

32)

(4,0

90,1

60)

(4,1

92,4

14)

(4,2

98,1

94)

(4,4

03,9

74)

Repa

ir Pr

ogra

m1I

1372

(125

,000

)(1

28,1

25)

(131

,328

)(1

34,6

59)

(137

,991

)(1

41,4

50)

(145

,038

)(1

48,6

25)

(152

,341

)(1

56,1

84)

(160

,028

)

Road

Saf

ety

Offic

er3i

1380

(82,

909)

(91,

018)

(93,

496)

(96,

049)

(98,

648)

(101

,399

)(1

04,2

18)

(107

,161

)(1

10,1

71)

(113

,324

)(1

16,5

22)

Quar

ry O

pera

tions

4i

1520

(7,0

00)

(7,0

00)

(7,1

75)

(7,3

57)

(7,5

39)

(7,7

28)

(7,9

24)

(8,1

20)

(8,3

23)

(8,5

33)

(8,7

43)

Asso

ciate

d Ro

adw

orks

5i

Road

s to

Reco

very

Pro

gram

1371

31(8

25,9

68)

(1,2

38,9

52)

(825

,968

)(8

25,9

68)

(825

,968

)(9

29,2

14)

(929

,214

)(9

29,2

14)

(929

,214

)(9

29,2

14)

(1,0

45,3

65)

Road

s - S

undr

y - S

ale

of O

ld M

ater

ial

1200

(512

)(5

25)

(538

)(5

52)

(565

)(5

80)

(594

)(6

09)

(624

)(6

40)

(656

)

Aero

drom

e6i

1510

32(3

4,89

0)(4

1,70

0)(4

1,89

2)(4

2,09

3)(4

2,29

3)(4

2,50

1)(4

2,71

6)(4

2,93

2)(4

3,15

5)(4

3,38

6)(4

3,61

7)

Stre

et Li

ghtin

g 7i

1390

33(4

0,00

0)(1

01,0

00)

(41,

000)

(41,

000)

(41,

000)

(41,

000)

(41,

000)

(41,

000)

(41,

000)

(41,

000)

(41,

000)

Tota

l Inc

ome

(5,2

66,2

79)

(5,8

62,6

00)

(5,5

02,0

34)

(5,6

18,9

26)

(5,7

35,8

64)

(5,9

60,5

97)

(6,0

86,5

49)

(6,2

12,6

26)

(6,3

43,1

67)

(6,4

78,2

48)

(6,7

29,5

27)

Expe

nditu

reRT

A Fu

nded

Roa

dwor

ksRe

gion

al R

oads

Pro

gram

1E

3340

95,0

0017

6,40

612

7,81

515

7,08

113

4,85

019

2,97

221

9,45

118

8,43

021

8,26

619

3,95

821

9,65

0St

ate

Road

s Pro

gram

2E

3370

2,87

1,87

72,

955,

743

3,03

9,31

63,

125,

839

3,21

3,35

03,

304,

782

3,39

9,16

33,

495,

507

3,59

4,80

13,

698,

019

3,80

2,22

8

Road

Saf

ety

Offic

er3e

3380

96,1

1296

,800

99,7

8310

2,85

110

5,98

710

9,30

911

2,70

911

6,27

911

9,92

712

3,75

112

7,64

1

Quar

ry O

pera

tions

4e

3520

8,06

18,

280

8,43

78,

599

8,76

58,

940

9,11

99,

306

9,49

79,

697

9,90

1

Asso

ciate

d Ro

adw

orks

5e

Urba

n Se

aled

Roa

ds33

3023

0,08

523

6,83

524

3,79

025

0,98

025

8,27

426

5,90

827

3,77

828

1,85

429

0,16

929

8,82

230

7,58

0Ur

ban

Unse

aled

Roa

ds33

3134

,930

35,9

3236

,963

38,0

3039

,111

40,2

4141

,407

42,5

9943

,828

45,1

0546

,396

Rura

l Sea

led

Road

s33

5034

303,

904

294,

178

302,

875

311,

865

320,

991

330,

544

340,

393

350,

507

360,

918

371,

757

382,

730

Rura

l Uns

eale

d Ro

ads

3360

851,

049

873,

655

896,

874

920,

966

945,

195

970,

439

996,

554

1,02

2,94

41,

050,

209

1,07

8,48

41,

106,

897

Brid

ge M

aint

enan

ce32

805,

091

5,21

85,

348

5,48

45,

620

5,76

15,

907

6,05

36,

204

6,36

16,

517

Kerb

& G

utte

r Mai

nten

ance

3310

61,1

8463

,035

64,9

4366

,914

68,9

1771

,019

73,1

8275

,412

77,7

0580

,094

82,5

18Fo

otpa

th M

aint

enan

ce33

0025

,913

26,7

0427

,520

28,3

6329

,220

30,1

1931

,043

31,9

9732

,980

34,0

0335

,042

Stre

et T

ree

Prog

ram

3385

190,

667

196,

228

201,

957

207,

882

213,

885

220,

173

226,

651

233,

298

240,

139

247,

260

254,

464

Bus S

helte

rs &

Sea

ts32

9086

488

690

893

195

497

81,

003

1,02

81,

053

1,08

01,

107

Car P

ark

Mai

nten

ance

3500

5,00

05,

250

5,38

15,

517

5,65

45,

796

5,94

36,

090

6,24

36,

400

6,55

8De

pot C

osts

3570

/358

035

302,

180

327,

072

327,

835

328,

637

329,

338

330,

192

331,

062

333,

588

342,

833

353,

034

363,

368

Engi

neer

ing

Oper

atio

ns32

0036

880,

068

860,

331

886,

831

914,

153

941,

999

971,

280

1,00

1,37

01,

032,

594

1,06

4,62

31,

098,

072

1,13

2,02

3Le

ss A

dmin

Onc

osts

Rec

over

ed35

90(1

,269

,945

)(1

,290

,270

)(1

,335

,429

)(1

,382

,169

)(1

,430

,545

)(1

,480

,614

)(1

,532

,436

)(1

,586

,071

)(1

,641

,583

)(1

,699

,039

)(1

,758

,505

)

Aero

drom

e Op

erat

ions

& M

aint

enan

ce6e

3510

295,

040

302,

616

311,

396

320,

463

329,

694

339,

350

349,

298

359,

548

370,

088

381,

060

390,

923

Stre

et Li

ghtin

g Ch

arge

s7e

3390

33.1

150,

000

380,

000

92,2

5094

,590

96,9

3099

,360

101,

880

104,

400

107,

010

109,

710

112,

410

Depr

ecia

tion

3,14

6,80

23,

469,

302

3,46

9,30

23,

469,

302

3,46

9,30

23,

469,

302

3,46

9,30

23,

469,

302

3,46

9,30

23,

469,

302

3,46

9,30

2

Tota

l Exp

endi

ture

8,28

3,88

29,

024,

201

8,81

4,09

58,

976,

278

9,08

7,49

19,

285,

851

9,45

6,77

99,

574,

665

9,76

4,21

29,

906,

930

10,0

98,7

50

Nett

Cost

to C

ounc

il3,

017,

603

3,16

1,60

13,

312,

061

3,35

7,35

23,

351,

627

3,32

5,25

43,

370,

230

3,36

2,03

93,

421,

045

3,42

8,68

23,

369,

223

20 o

f 28


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

021

10.

Econ

omic

Affa

irs

Desc

riptio

nRe

f.Jo

b No

.No

te

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2029

-30

Inco

me

Tour

ism &

Are

a Pr

omot

ion

1i

Cara

van

Park

s, Ca

bins

& C

ampi

ng A

reas

2150

-215

437

(149

,000

)(1

50,0

00)

(156

,541

)(2

05,4

91)

(164

,476

)(2

15,0

54)

(172

,845

)(2

24,8

76)

(181

,569

)(2

34,9

56)

(190

,744

)To

urism

& A

rea

Prom

otio

n19

2038

(38,

000)

(20,

500)

(21,

012)

(21,

546)

(22,

078)

(22,

632)

(23,

206)

(23,

780)

(24,

374)

(24,

989)

(25,

604)

Econ

omic

Deve

lopm

ent/

Busin

ess A

ctiv

ities

2i

Drou

ght F

undi

ng G

rant

- Ro

und

221

70.1

15.1

7039

-

(1,0

00,0

00)

-

-

-

-

-

-

-

-

-

Sale

yard

s & M

arke

ts -

Stre

et S

tall F

ees

2050

40(4

30)

(441

)(4

52)

(463

)(4

75)

(487

)(4

99)

(512

)(5

24)

(538

)(5

51)

Serv

ice N

SW (i

ncor

pora

ting

RMS

agen

cy)

1701

51(1

40,3

00)

(143

,235

)(1

46,8

16)

(150

,540

)(1

54,2

64)

(158

,131

)(1

62,1

42)

(166

,153

)(1

70,3

06)

(174

,603

)(1

78,9

01)

Priv

ate

Wor

ks16

00(1

05,0

00)

(105

,000

)(1

07,6

25)

(110

,355

)(1

13,0

85)

(115

,920

)(1

18,8

60)

(121

,800

)(1

24,8

45)

(127

,995

)(1

31,1

45)

Agric

ultu

ral I

nnov

atio

n Ce

ntre

2195

45(4

05,2

75)

(351

,657

)(3

53,0

73)

(354

,547

)(3

56,0

19)

(357

,549

)(3

59,1

36)

(360

,722

)(3

62,3

65)

(364

,065

)(3

65,7

65)

Med

ical F

acili

ties

3i

Med

ical C

entr

e Le

ase

2155

.130

.120

(117

,660

)(1

20,2

97)

(123

,304

)(1

26,4

32)

(129

,560

)(1

32,8

08)

(136

,176

)(1

39,5

45)

(143

,033

)(1

46,6

42)

(150

,251

)M

edica

l Im

agin

g Fa

cility

Leas

e21

56.1

30.1

2050

(21,

000)

(10,

000)

(20,

093)

(20,

603)

(21,

112)

(21,

642)

(22,

191)

(22,

739)

(23,

308)

(23,

896)

(24,

484)

Med

ical U

nits

at 1

93 B

aker

Str

eet R

ents

2159

(17,

000)

(17,

425)

(17,

861)

(18,

314)

(18,

767)

(19,

237)

(19,

725)

(20,

213)

(20,

718)

(21,

241)

(21,

764)

Tota

l Inc

ome

(993

,665

)(1

,918

,555

)(9

46,7

77)

(1,0

08,2

91)

(979

,836

)(1

,043

,460

)(1

,014

,780

)(1

,080

,340

)(1

,051

,042

)(1

,118

,925

)(1

,089

,209

)

Expe

nditu

reTo

urism

& A

rea

Prom

otio

n1e

Cara

van

Park

s, Ca

bins

& C

ampi

ng A

reas

4150

-415

437

220,

300

200,

422

210,

738

237,

670

222,

968

251,

732

236,

052

266,

797

249,

943

282,

872

264,

735

Tour

ism &

Are

a Pr

omot

ion

3920

4138

2,26

938

0,95

838

7,71

039

9,31

241

1,17

042

3,60

343

6,39

044

9,65

946

3,28

447

7,48

949

1,95

9Su

ppor

t TBE

G to

del

iver

com

mun

ity e

vent

s39

20.4

91.6

0342

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

03,

000

3,00

0W

arbi

rds D

ownu

nder

3917

-

83,0

00-

83

,000

-

83,0

00-

83

,000

-

83,0

00-

Econ

omic

Deve

lopm

ent/

Busin

ess A

ctiv

ities

2e

Econ

omic

Deve

lopm

ent

4170

4331

0,81

030

8,36

131

6,47

032

4,81

533

3,38

334

2,38

835

1,62

936

1,29

237

1,19

738

1,53

739

2,10

8Dr

ough

t Fun

ding

Rou

nd 2

- Co

mm

unity

Pro

ject

s41

70.4

9644

-

124,

572

-

-

-

-

-

-

-

-

-

TBEG

/BRE

ED B

usin

ess C

entr

e41

70.4

56/4

58/4

4946

8,00

010

,000

8,00

08,

000

8,00

08,

000

8,00

08,

000

8,00

08,

000

8,00

0TB

EG C

hrist

mas

Fai

r39

2647

4,30

04,

300

4,30

04,

300

4,30

04,

300

4,30

04,

300

4,30

04,

300

4,30

0Sa

leya

rds &

Mar

kets

- St

reet

Sta

ll Car

avan

4050

481,

300

1,34

11,

383

1,42

61,

470

1,51

61,

564

1,61

31,

663

1,71

51,

770

Serv

ice N

SW (i

ncor

pora

ting

RMS

agen

cy)

3701

5113

8,65

813

3,99

813

8,49

814

3,13

014

7,88

615

2,88

915

8,02

616

3,40

316

8,91

417

4,67

418

0,55

9Pr

ivat

e W

orks

3600

97,0

3096

,923

99,7

1710

2,60

310

5,54

410

8,61

511

1,77

911

5,04

011

8,39

212

1,87

912

5,42

2Ag

ricul

tura

l Inn

ovat

ion

Cent

re41

9545

388,

190

397,

145

406,

652

416,

537

426,

429

436,

708

447,

361

458,

035

469,

083

480,

518

491,

964

NRCC

Hou

se41

6086

,207

101,

872

103,

868

105,

945

108,

022

110,

178

112,

416

114,

651

116,

968

119,

365

121,

760

Othe

r Lan

d &

Bui

ldin

gs42

00/4

166

4962

,037

62,5

3164

,093

65,7

1967

,346

69,0

3470

,786

72,5

3674

,351

76,2

2578

,101

Med

ical F

acili

ties

3e

Med

ical C

entr

e41

5524

,124

26,3

2726

,810

27,3

1327

,816

28,3

3728

,878

29,4

1929

,979

30,5

6031

,140

Med

ical I

mag

ing

Facil

ity41

564,

433

3,71

73,

760

3,80

53,

849

3,89

63,

944

3,99

24,

042

4,09

34,

145

Med

ical U

nits

at 1

93 B

aker

Str

eet

4159

17,8

3121

,919

22,2

3822

,571

22,9

0323

,249

23,6

0723

,965

24,3

3624

,720

25,1

03

Depr

ecia

tion

354,

640

360,

140

360,

140

360,

140

360,

140

360,

140

360,

140

360,

140

360,

140

360,

140

360,

140

Tota

l Exp

endi

ture

2,10

3,12

92,

320,

526

2,15

7,37

72,

309,

286

2,25

4,22

62,

410,

585

2,35

7,87

22,

518,

842

2,46

7,59

22,

634,

087

2,58

4,20

6

Nett

Cost

to C

ounc

il1,

109,

464

401,

971

1,21

0,60

01,

300,

995

1,27

4,39

01,

367,

125

1,34

3,09

21,

438,

502

1,41

6,55

01,

515,

162

1,49

4,99

7

21 o

f 28


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

021

11.

Gene

ral P

urpo

se R

even

ue

Desc

riptio

nRe

f.Jo

b No

.No

te

Prev

ious

Ye

ar

Estim

ate

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

Budg

et

2029

-30

Inco

me

Ordi

nary

Rat

es1i

Ordi

nary

Rat

es11

10.1

00.

(4,0

42,4

36)

(4,1

40,9

23)

(4,2

65,1

50)

(4,3

93,5

20)

(4,5

26,0

29)

(4,6

62,6

79)

(4,8

03,4

70)

(4,9

48,4

03)

(5,0

97,4

75)

(5,2

50,6

90)

(5,4

08,0

45)

Pens

ion

Reba

tes

1110

.100

.30

105,

667

108,

837

112,

102

115,

477

118,

959

122,

550

126,

251

130,

060

133,

978

138,

006

142,

141

Lega

l Cos

ts R

ecov

ered

1110

.130

.36

(15,

000)

(15,

000)

(15,

000)

(15,

000)

(15,

000)

(15,

000)

(15,

000)

(15,

000)

(15,

000)

(15,

000)

(15,

000)

Extr

a Ch

arge

s11

10.1

20.3

4(1

0,00

0)(1

0,00

0)(1

0,00

0)(1

0,00

0)(1

0,00

0)(1

0,00

0)(1

0,00

0)(1

0,00

0)(1

0,00

0)(1

0,00

0)(1

0,00

0)Pe

nsio

ner G

rant

1110

.115

.171

(78,

886)

(80,

464)

(82,

878)

(85,

372)

(87,

947)

(90,

602)

(93,

338)

(96,

154)

(99,

051)

(102

,028

)(1

05,0

86)

Inte

rest

on

Inve

stm

ents

2i

1120

.120

.190

(150

,000

)(1

54,0

00)

(157

,000

)(1

60,0

00)

(163

,000

)(1

66,0

00)

(169

,000

)(1

72,0

00)

(176

,000

)(1

79,0

00)

(182

,000

)

Fina

ncia

l Ass

istan

ce G

rant

s3i

Fina

ncia

l Ass

istan

ce G

rant

s - G

ener

al C

ompo

nent

1120

.115

.186

(2,1

62,8

29)

(2,4

34,3

39)

(2,4

95,1

97)

(2,5

58,4

90)

(2,6

21,7

83)

(2,6

87,5

10)

(2,7

55,6

72)

(2,8

23,8

33)

(2,8

94,4

29)

(2,9

67,4

59)

(3,0

40,4

89)

Fina

ncia

l Ass

istan

ce G

rant

s - R

oads

Com

pone

nt11

20.1

15.1

87(1

,232

,352

)(1

,385

,914

)(1

,420

,562

)(1

,456

,596

)(1

,492

,629

)(1

,530

,049

)(1

,568

,855

)(1

,607

,660

)(1

,647

,852

)(1

,689

,429

)(1

,731

,007

)

Othe

r Gen

eral

Pur

pose

Rev

enue

s4i

Sect

ion

603

Cert

ifica

te F

ees

1120

.105

.60

(10,

250)

(10,

506)

(10,

769)

(11,

042)

(11,

315)

(11,

599)

(11,

893)

(12,

187)

(12,

492)

(12,

807)

(13,

122)

Sund

ry A

dmin

istra

tion

1120

.130

.220

/112

0.13

4.11

0(3

,651

)(3

,742

)(3

,835

)(3

,933

)(4

,030

)(4

,131

)(4

,236

)(4

,341

)(4

,449

)(4

,562

)(4

,673

)Tr

aine

eshi

p Su

bsid

ies

1120

.115

.205

(12,

300)

(12,

300)

(12,

607)

(12,

927)

(13,

247)

(13,

579)

(13,

924)

(14,

268)

(14,

625)

(14,

994)

(15,

363)

Dies

el F

uel R

ebat

e15

40.1

15.1

77(9

0,00

0)(7

5,00

0)(7

6,87

5)(7

8,82

5)(8

0,77

5)(8

2,80

0)(8

4,90

0)(8

7,00

0)(8

9,17

5)(9

1,42

5)(9

3,67

5)Su

rplu

s on

Plan

t Hire

1540

/354

0/35

50(1

,599

,155

)(1

,146

,682

)(1

,171

,924

)(1

,198

,323

)(1

,224

,354

)(1

,251

,194

)(1

,279

,187

)(1

,306

,466

)(1

,334

,896

)(1

,364

,134

)(1

,392

,999

)

Tota

l Inc

ome

(9,3

01,1

92)

(9,3

60,0

33)

(9,6

09,6

95)

(9,8

68,5

51)

(10,

131,

150)

(10,

402,

593)

(10,

683,

224)

(10,

967,

252)

(11,

261,

466)

(11,

563,

522)

(11,

869,

318)

22 o

f 28


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

021

Non-

Oper

atin

g In

com

e

Desc

riptio

nRe

f.Jo

b No

.No

teBu

dget

2020

-21

Budg

et

20

21-2

2Bu

dget

2022

-23

Budg

et

20

23-2

4Bu

dget

2024

-25

Budg

et

20

25-2

6Bu

dget

2026

-27

Budg

et

20

27-2

8Bu

dget

2028

-29

Budg

et

20

29-3

0

Capi

tal G

rant

s & C

ontr

ibut

ions

- Ae

rodr

ome

Aero

drom

e - T

AF In

frast

ruct

ure

1510

.135

.172

(150

,000

)-

-

-

-

-

-

-

-

-

Sa

leya

rds S

ubdi

visio

n21

90.1

35.1

71(1

,231

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)(2

,426

,061

)

Capi

tal G

rant

s & C

ontr

ibut

ions

- Ro

ad A

sset

sCy

clew

ay G

rant

s13

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(6

0,50

0)(8

5,00

0)-

-

-

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-

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Fo

otpa

ths -

Loftu

s St T

axi R

ank

Gran

t13

00.1

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71(1

90,0

00)

Foot

path

s Gra

nts

1300

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.171

(181

,250

)(3

7,80

0)Ke

rb &

Gut

terin

g Co

ntrib

utio

ns13

10.1

41.2

00(3

6,00

0)-

-

-

(2

0,00

0)(2

8,00

0)-

-

(4

6,40

0)-

Fo

otpa

th C

ontr

ibut

ions

1300

.141

.204

(79,

200)

-

(10,

200)

(30,

000)

-

(26,

400)

-

-

-

-

Fixin

g Co

untr

y Ro

ads

1373

.135

.171

(1,7

42,3

60)

(1,3

52,0

00)

-

(7,5

00)

(750

,000

)-

(3

00,0

00)

-

(187

,500

)(3

75,0

00)

Fixin

g Lo

cal R

oads

1360

.135

.171

(1,0

26,7

50)

Hosk

ins S

t / P

olar

is St

Rou

ndab

out C

onst

ruct

ion

1330

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(1,0

00,0

00)

Capi

tal G

rant

s & C

ontr

ibut

ions

- Bu

ildin

gsTe

mor

a Sw

imm

ing

Pool

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ater

Slid

e (S

CCF

R3)

1720

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(400

,000

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mor

a Sw

imm

ing

Pool

- W

ater

Slid

e - B

eque

st17

20.1

41.1

73(4

7,80

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mor

a Sw

imm

ing

Pool

Upg

rade

1720

.135

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(990

,000

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ouse

- Ou

tdoo

r Rea

ding

Roo

m/A

cces

s Ste

ps17

10.1

35.1

72(1

89,0

14)

Bund

awar

rah

Cent

re -

Virt

ual T

our

1880

.135

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(8,0

00)

Bund

awar

rah

Cent

re -

Ambu

lanc

e M

useu

m P

lans

& S

tudi

es18

80.1

35.8

21(2

0,00

0)

Capi

tal G

rant

s & C

ontr

ibut

ions

- St

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wat

er &

Sew

erag

eGo

lden

Gat

e Re

serv

e - D

eten

tion

Basin

/Wet

land

1400

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(24,

000)

(400

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owle

y/Po

laris

Sts

- W

este

rn D

rain

& In

ters

ectio

n Up

grad

e14

00.1

35.8

22(1

6,00

0)(4

00,0

00)

(400

,000

)Se

wer

age

- Tre

atm

ent W

orks

- Di

sinfe

ctio

n21

000.

135.

172

(75,

000)

Sew

erag

e - O

'Shan

nesy

s Dam

- De

silt/

Bank

Lini

ng/S

torm

wat

er Is

olat

ion

2100

0.13

5.17

2(3

0,00

0)Se

wer

age

- O'Sh

anne

sys D

am -

Pum

p St

atio

n, fi

lters

& st

orag

e co

ver

2100

0.13

5.17

2(1

8,75

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wer

age

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anne

sys D

am -

Disin

fect

ion

2100

0.13

5.17

2(4

5,00

0)Se

wer

age

- O'Sh

anne

sys D

am -

Aera

tion

2100

0.13

5.17

2(9

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wer

age

- Gar

dner

St D

am -

Pum

p St

atio

n, fi

lters

& st

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e co

ver

2100

0.13

5.17

2(1

8,75

0)Se

wer

age

- Ret

icula

te M

ain

from

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anne

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am to

Rai

lway

Dam

Irr

igat

ion

Netw

ork

2100

0.13

5.17

2(5

2,50

0)Se

wer

age

- Ret

icula

te M

ain

from

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dner

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am to

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lagh

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Irrig

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n Ne

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172

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500)

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orth

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n21

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135.

172

Capi

tal G

rant

s & C

ontr

ibut

ions

- Pa

rks &

Gar

dens

Glou

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ark

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und

Upgr

ade

(SCC

F R3

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30.1

35.1

71(1

54,4

45)

Capi

tal G

rant

s & C

ontr

ibut

ions

- Sp

ortin

g Gr

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port

s Gro

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ss G

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1240

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(100

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iah

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te P

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Upgr

ade

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CF R

3)12

40.1

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22(1

00,0

00)

Aria

h Pa

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Par

k Up

grad

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Con

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eniti

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de (S

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1240

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(80,

000)

(94,

500)

(157

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)

Tota

l Cap

ital G

rant

s & C

ontr

ibut

ions

(5,6

83,0

44)

(4,8

28,5

61)

(1,3

20,2

00)

(1,0

34,3

75)

(1,1

70,0

00)

(54,

400)

(394

,500

)(1

00,0

00)

(391

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)(4

12,8

00)

Sale

of A

sset

sPl

ant S

ales

& T

rade

-ins

1550

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.955

52(1

44,7

27)

(226

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)(2

90,2

54)

(272

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)(2

40,4

00)

(256

,272

)(3

44,2

55)

(286

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)(2

50,2

91)

(344

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)

(144

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)(2

26,4

40)

(290

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)(2

72,7

09)

(240

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)(2

56,2

72)

(344

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)(2

86,0

36)

(250

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44,3

45)

Sale

of R

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stat

eAe

rodr

ome

Subd

ivisi

on21

90.9

50.2

3653

(375

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81,2

50)

(281

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leya

rds S

ubdi

visio

n21

90.9

50.2

36(7

45,2

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(745

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45,2

27)

(745

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)(7

45,2

27)

(745

,227

)(4

96,8

18)

-

(375

,000

)(2

81,2

50)

(1,0

26,4

77)

(745

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)(7

45,2

27)

(745

,227

)(7

45,2

27)

(745

,227

)(4

96,8

18)

-

23 o

f 28


Func

tion

Budg

etFo

r the

yea

r end

ed 3

0 Ju

ne 2

021

Non-

Oper

atin

g In

com

e

Desc

riptio

nRe

f.Jo

b No

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teBu

dget

2020

-21

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et

20

21-2

2Bu

dget

2022

-23

Budg

et

20

23-2

4Bu

dget

2024

-25

Budg

et

20

25-2

6Bu

dget

2026

-27

Budg

et

20

27-2

8Bu

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2028

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20

29-3

0

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Deb

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Tem

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ue19

120.

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,000

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mor

a Go

lf Cl

ub19

120.

8311

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0-

-

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-

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TE

M-F

M R

eloc

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n Co

sts

1913

0.83

10.8

330

(750

)-

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-

-

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-

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-

Ar

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Park

Pre

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1912

0.83

14.8

300

(1,5

20)

(1,5

20)

(1,5

20)

(1,5

20)

(1,5

20)

-

-

-

-

-

Aria

h Pa

rk S

enio

r Hou

sing

1912

0.83

07.8

300

(350

,000

)-

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-

-

-

-

-

-

-

(357

,270

)(1

,520

)(1

,520

)(1

,520

)(1

,520

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Loan

Fund

s Use

dSu

ppor

ted

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pend

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ivin

g Ac

com

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1923

2.92

03.9

010

(1,0

00,0

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Swim

min

g Po

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edev

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men

t Loa

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232.

9206

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0(1

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)

(1,0

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(1,2

00,0

00)

-

-

-

-

-

-

-

-

Tran

sfer

s fro

m R

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ves

Sew

er &

Effl

uent

Sch

eme

Upgr

ade

2100

0.96

0.96

0(1

60,0

00)

(90,

000)

(365

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)(9

5,62

5)(1

30,0

00)

(60,

000)

(330

,000

)(3

0,00

0)(3

0,00

0)(3

0,00

0)Qu

arrie

s & P

its15

20.9

60.9

60St

orm

wat

er D

rain

age

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od S

tudi

es &

Con

stru

ctio

n Pr

ojec

ts14

00.9

60.9

60S9

4 Co

ntrib

utio

ns20

10.9

60.9

60(2

0,00

0)(1

2,50

0)(1

2,50

0)Ci

vica

Upg

rade

s - V

7 &

Ass

et M

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Stre

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g Up

grad

e - I

nfra

stru

ctur

e Re

serv

e13

90.9

60.9

60(2

30,0

00)

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

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2,00

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plem

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nspe

ctio

n Re

port

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Mod

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lace

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ford

able

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30,0

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0,00

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Tota

l Inc

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36,0

41)

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50,2

71)

(3,0

45,9

51)

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49,4

56)

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87,1

47)

(1,1

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99)

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13,9

82)

(1,1

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63)

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68,9

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24 o

f 28


Func

tion

Budg

etFo

r the

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r end

ed 3

0 Ju

ne 2

021

Non-

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atin

g Ex

pend

iture

Desc

riptio

nJo

b No

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teBu

dget

2020

-21

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et

20

21-2

2Bu

dget

2022

-23

Budg

et

20

23-2

4Bu

dget

2024

-25

Budg

et

20

25-2

6Bu

dget

2026

-27

Budg

et

20

27-2

8Bu

dget

2028

-29

Budg

et

20

29-3

0

Coun

cil B

uild

ings

Coun

cil C

ham

bers

& A

dmin

istra

tion

Build

ing

Repl

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ains

10,0

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rava

n Pa

rks

June

e Rd

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tern

al R

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& K

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8950

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Crea

te G

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Pann

ing

Area

10,0

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D Lig

htin

g Up

grad

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7,

000

Sola

r PV

Syst

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stal

latio

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ker S

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ts -

Sola

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Tem

ora

Wor

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Exist

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Sola

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500

NRCC

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seLib

rary

Loca

l Spe

cial P

roje

cts

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647,

500

7,50

07,

500

7,50

07,

500

7,50

07,

500

7,50

07,

500

7,50

0Ex

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g So

lar E

xten

sion

4,50

0Lib

rary

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tern

al P

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6,94

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Repa

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