Long Term Financial Plan 2026-2036

Contents CEO’s Statement of Financial Sustainability ......................................................................................................................................................................... 2 The Naracoorte Lucindale Story............................................................................................................................................................................................ 3 Strategic Plan & Context ....................................................................................................................................................................................................... 4 Legislative Requirements ...................................................................................................................................................................................................... 5 Key Assumptions .................................................................................................................................................................................................................. 5 REVENUE...................................................................................................................................................................................................................... 5 EXPENDITURE.............................................................................................................................................................................................................. 6 ASSETS......................................................................................................................................................................................................................... 6 LIABILITIES ................................................................................................................................................................................................................... 6 DISPOSAL AND REVALUATION OF ASSETS .............................................................................................................................................................. 6 EXCLUDED PROJECTS ................................................................................................................................................................................................ 6 Financial Strategy ................................................................................................................................................................................................................. 7 Operating Surplus Ratio ..................................................................................................................................................................................................... 8 Net Financial Liabilities Ratio ............................................................................................................................................................................................. 9 Asset Renewal Funding Ratio (as a % of depreciation) .................................................................................................................................................... 10 Summary of Financial Performance & Position Statement .................................................................................................................................................. 11 Conclusion .......................................................................................................................................................................................................................... 11

Naracoorte Lucindale Council Long Term Financial Plan 2026 – 2036

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CEO’s Statement of Financial Sustainability The Australian Local Government Association adopted definition of sustainability is: Council’s long-term financial performance and position is sustainable where planned long-term service and infrastructure levels and standards are met without unplanned increases in rates or disruptive cuts to services.

Our Long Term Financial Plan (LTFP) demonstrates that Naracoorte Lucindale Council is committed to ensuring the financial sustainability of our operations, while continuing to meet our strategic objectives and the needs of our community. It is anticipated Council will perform, on average, in line with our key financial indicator targets: • Operating Surplus Ratio – between 0% and 10% • Net Financial Liabilities Ratio – between 0% and 100% • Asset Renewal Funding Ratio – between 80% and 120% These key financial indicators – which are explained more fully in this document – are used to assess our overall financial sustainability.

Based on the assumptions listed in this LTFP, Council will experience operating deficits in the first year of the plan, returning to a surplus position in 2027/28, with ongoing improvement to that position across the 10 years. Modest rate increases are forecast for the life of the plan. However, a strong operating position in later years of the plan means that, in the longer term, there may be opportunities to increase capital renewal or service levels without significant impacts on our ratepayers, or to rein in rate increases.

Reviews of master plans and asset management plans were undertaken prior to adoption of this LTFP to ensure prudent investment is being undertaken.

Council has agreed to remove several high-cost projects from its forecasts where the community appetite to pay for the projects is, so far, largely untested. It has also smoothed the forecast delivery of key projects over the 10-year life of its plans.

Council has very low levels of debt and there would be capacity to undertake new projects in the medium term without risk to financial sustainability.

The Asset Renewal Funding Ratio, as a percentage of Council’s Infrastructure Asset Management Plan, remains within target for the 10 years, showing the LTFP is aligned with the forward works program. It is assumed proposed new projects will not proceed unless they are supported through external funding and ratepayer feedback.

I am pleased to report that the key financial indicators demonstrate Council will maintain financial sustainability. The LTFP demonstrates Council’s commitment to responsible financial management to ensure delivery of services and community projects without unplanned rate increases.

Kelly Westell Chief Executive Officer Naracoorte Lucindale Council Long Term Financial Plan 2026 – 2036

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The Naracoorte Lucindale Story Naracoorte Lucindale Council is located at the heart of the Limestone Coast region in South-East South Australia. The district is approximately 300km from Adelaide and 450km from Melbourne. Naracoorte is the district’s main centre, with about 5,200 people calling the town home. The remaining population is found in the towns of Lucindale, Hynam, Kybybolite and Frances, along with settlements and farming properties across the district.

Prior to European settlement, several Aboriginal groups inhabited the region, with Meintangk country spanning much of our district. Settlement began in the 1840s and the district has a rich cultural heritage pre and post-settlement.

The official population count from the 2021 Census is 8,686 – an increase from the 2016 Census count of 8,291. Since the 2011 Census, there has been an increase in migrants settling in Naracoorte, with almost 20% being born overseas, including many from non- English speaking backgrounds.

Employment levels remain high at approximately 96% of the labour force, a small increase since 2016: of these 58% are working fulltime.

The district is characterised by reliable rainfall and contains prime agricultural land and accessible underground water. It is home to a thriving and vibrant rural economy: featuring beef and dairy cattle, sheep for both wool and meat, and cereal growing.

Two large enterprises: Teys Australia meat processing facility and MiniJumbuk wool manufacturing centre value add to the primary production, along with large grain storage facilities supporting the cereal growing industry.

Naracoorte Lucindale Council is central to some of Australia’s best wine producing areas, with parts of the Wrattonbully and Padthaway wine regions within the district.

There is a strong tourism industry in the Council area supported by the Visitor Information Centre in Naracoorte. South Australia’s only World Heritage site, the Naracoorte Caves, and Bool Lagoon Game Reserve, a wetland of international importance, are the district’s two best known natural attractions. Several more conservation parks and reserves are home to abundant wildlife.

Other attractions in the area include the Sheep’s Back Museum, Mini Jumbuk Centre, Cockatoo Lake, Naracoorte Golf Club, Lucindale Country Club and the Naracoorte Swimming Lake.

Naracoorte Lucindale Council Long Term Financial Plan 2026 – 2036

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Strategic Plan & Context The purpose of Council’s Long Term Financial Plan (LTFP) is to guide the future strategies and actions of the Council to ensure that Council achieves its Strategic Directions in a financially sustainable manner.

In June 2023, Council endorsed a new Strategic Plan. The development of the plan provided an opportunity to reflect on our strengths and community aspirations, reassess strategic directions over the next 10 years, and develop actions and deliverables for the community over the next 5 years.

Our Strategic Directions for 2023-2033 are; 1.

Plan for and manage growth 2.

Embrace our cultural Diversity 3.

Grow the visitor economy and our regional service hub 4.

Preserve our natural environment and enhance our built assets 5.

Invest in key infrastructure and assets 6.

Activate our recreation, events, arts and cultural opportunities Due to the nature of Local Government and the high level of long-lived assets for which Council is responsible, Council’s Infrastructure & Asset Management Plan (IAMP) – comprising a number of asset management plans for different asset classes and sites – is integral to the development of a robust LTFP. Council’s IAMP aims to forecast infrastructure consumption and renewal needs, as well as considering new infrastructure to meet the future service needs and desires of our community.

Council’s Long Term Financial Plan is not set in stone but is a live document and will be updated on an ongoing basis.

Naracoorte Lucindale Council Long Term Financial Plan 2026 – 2036

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Legislative Requirements The Local Government Act 1999, prescribes a number of requirements in relation to LTFPs. Section 122 (1a) (a) states that a Council must adopt an LTFP for a period of at least 10 years. Section 122 (1b) states that the financial projections in an LTFP adopted by Council must be consistent with those in the IAMP adopted by the Council. Council reviews these plans together annually to ensure data is up to date and consistent.

Section 122(4) (a) requires Council to undertake a review of its LTFP as soon as practicable after adopting the Council’s Annual Business Plan for a particular year. Council generally adopts its Annual Business Plan in June. Section 122(4) (b) states that, in any event, Council must undertake a comprehensive review of its strategic management plans (which includes the LTFP) within two years after each general election of the Council.

The Local Government (Financial Management) Regulations 2011 Part 2, Section 5 provides further detail in relation to required content of an LTFP.

Key Assumptions The following assumptions have been used as the basis for preparing the Long Term Financial Plan: ➢ Based on best estimates, it has been assumed that the movement in Consumer Price Index (CPI) as at 30 June (which incorporates data from the preceding 12 months from 1 July) is forecast at 3.3% annually for the first two years and 3.0% for the remaining term of the plan. ➢ A modest growth factor is assumed. ➢ Priority is given to funding the maintenance or renewal of existing assets. ➢ Priority is given to undertaking works that reduce future maintenance costs of Council and/or significantly extend useful life of existing assets. ➢ There are a number of potential projects that Council discusses in general terms from time to time. These projects have not been taken into consideration when formulating this Plan. ➢ Funding opportunities will continue to be investigated, and grant revenue targeted in a strategic manner.

REVENUE ➢ ➢ ➢ ➢ ➢ ➢

Rate Income – increases forecasted at 5.0% annually for the first year and 4.0% for the remaining term of the plan.

Service Charge Income, Statutory Charges, User Charges, Reimbursements and Other Income – increases forecasted at 3.3% annually for the first two years and 3.0% for the remaining term of the plan.

Investment Income - has been calculated on an assumed rate of 4.50% per annum for the term of the LTFP. Grants Commission Allocation – movement in CPI forecast at 3.3% annually for the first two years and 3.0% for the remaining term of the plan.

Roads to Recovery Allocation – a five-year allocation, commencing 2024-25 FY through to EOFY 2028-29, with payments received each year for the term. It is assumed that the prevailing allocations will be increased by CPI for the last five years of the plan.

Additional Grants (including amounts specifically for new or upgraded assets) – grant funding will be pursued across the term of the plan.

Naracoorte Lucindale Council Long Term Financial Plan 2026 – 2036

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EXPENDITURE ➢ ➢ ➢

It has been assumed that staff levels will remain relatively constant, therefore employee costs will increase by 3.0% per annum. This reflects employment contracts, reclassifications and movement through the applicable salary/wage increments as per Enterprise Agreements.

Contracts, materials and other – movement in CPI forecast at 3.3% annually for the first two years and 3.0% for the remaining term.

Finance Charges – Council’s current loan borrowings are all fixed for both term and interest rate, so this includes actual interest payable.

ASSETS ➢ ➢ ➢

➢

Current Trade & Other Receivables and Inventories – it has been assumed that these will remain constant.

Community Loans – it has been assumed that no new community loans will be granted for the term of the Plan.

Renewal of Assets – forecasts of expenditure have been based on the IAMP (expressed in $’000).

26-27

27-28

28-29

29-30

30-31

31-32

32-33

33-34

34-35

35-36

TOTAL

7,164

11,634

8,091

8,432

7,913

6,880

5,560

4,992

13,123

6,799

80,587

New & Upgraded Assets – minimal expenditure on new or upgraded assets is planned in the latter years of the plan (expressed in $’000).

26-27 2,638

27-28 3,785

28-29 2,681

29-30 1,927

30-31 2,163

31-32 2,612

32-33 1,159

33-34 1,000

34-35 3,086

35-36 2,333

TOTAL 23,384

LIABILITIES ➢ ➢ ➢ ➢

Trade & Other Payables – it has been assumed that these figures will remain constant.

Liabilities in relation to the Harry Tregoweth Retirement Village are included in Trade & Other Payables. It has been assumed that the units will be maintained at 100% occupancy for the term of this Plan.

There are two new borrowings proposed in the latter part of the plan, specifically for the Naracoorte Regional Livestock Exchange. One of the three existing loans is due to be finalised in the 2027-28 financial year.

It has been assumed that LSL Provision will reduce, due to greater diligence being placed on the management of leave.

DISPOSAL AND REVALUATION OF ASSETS ➢

There is no inclusion for Revaluation of Assets, but AMPs and LTFP will be updated as assets are revalued over the term of this LTFP.

EXCLUDED PROJECTS ➢

There are a number of potential projects Council discusses in general terms from time to time. These projects have not been taken into consideration. The impact on the LTFP would need to be considered following preparation of costings and direction by Council.

Naracoorte Lucindale Council Long Term Financial Plan 2026 – 2036

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Financial Strategy The following strategy is essential for Council’s future financial sustainability: ➢ Continued review and improvement of the Infrastructure & Asset Management Plan and supporting documentation, including reviews of asset conditions, service levels, hierarchies and master plans. ➢ Forging strong links between projected asset spend and the Long Term Financial Plan. ➢ Loan borrowings to be used as appropriate to achieve strategic targets, where detailed analysis of cost/benefit has been undertaken. ➢ Requests for expansion of asset base to be fully assessed for “whole of life” cost ad benefit prior to any commitment. ➢ Grant revenue to be targeted in a strategic manner. This means that grant revenue will not be accessed where the benefits are not clear and there is potential to delay Council objectives. Projects that are unsuccessful in achieving grant funding will be subject to further consideration and potentially delayed until funding is achieved, or considered for borrowing (if appropriate).

Naracoorte Lucindale Council Long Term Financial Plan 2026 – 2036

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Operating Surplus Ratio Operating surplus is the difference between day-to-day income and expenditure. The ratio is calculated by dividing the operating result by the operating income.

Operating Surplus Ratio 16% 14% 12% 10%

Ratio

8%

LTFP Projected

6% Max Target

4% Min Target

2% 0% 2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

-2% -4%

Plan Year Target To achieve an operating surplus ratio of between 0% and 10% over any five-year period.

The graph indicates that Council will be operating within its target range. However, this position can be easily influenced by movements in Council’s operating income and expenditure, forecasted CPI and/or adjustments to depreciation and grant income.

Naracoorte Lucindale Council Long Term Financial Plan 2026 – 2036

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Net Financial Liabilities Ratio Net Financial Liabilities are defined as total liabilities, less financial assets. The ratio is calculated by dividing the net financial liabilities by operating income.

Net Financial Liabilities Ratio 150%

100%

Ratio

50%

LTFP Projected Max Target

0%

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

Min Target

-50%

-100%

Plan Year Target Net financial liabilities ratio is greater than zero but less than 100% of total operating revenue.

As minimal borrowings have been considered over the life of the LTFP, forecasted capital expenditure over the life of the plan significantly outweighs forecasted income streams. This ultimately results in Council maintaining a strong cash balance throughout the life of the plan.

Council has two existing loans for NRLE, with one to be finalised by 30 June 2028 and the remaining loan for the D-Yards roof and pens to be reviewed upon maturity of its 5-year fixed period (2027-2028). Borrowings have been forecasted to occur in the final two years of the plan for new infrastructure located at the NRLE, but this will only occur if grant funding is made available for the remaining balance of the project cost.

Naracoorte Lucindale Council Long Term Financial Plan 2026 – 2036

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Asset Renewal Funding Ratio (as a % of depreciation) This refers to the extent to which assets are being replaced/renewed as they wear out. The ratio is calculated by dividing expenditure on asset replacement/renewal by depreciation expense in the asset management plans.

Asset Renewal Funding Ratio (Asset Renewal as a % of Depreciation)

160% 140% 120%

LTFP Projected

Ratio

100%

Max Target

80%

Min Taget

60% 40% 20% 0%

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

Plan Year Target Capital outlays on renewing/replacing assets net of proceeds from sale of replaced assets is greater than 80% but less than 120% of planned expenditure according to the Summary Infrastructure & Asset Management Plan.

Underspending on renewal and replacement over the medium to long term is likely to adversely impact on achievement of service levels.

The Asset Renewal Funding Ratio for all asset categories is within Council’s target range. However, when looking at individual AMPs/10-year plans there will be peaks and troughs, so it is recommended that this ratio be considered as a medium to long term indicator. Desired service levels of the community also significantly impact the Asset Renewal Funding Ratio.

Naracoorte Lucindale Council Long Term Financial Plan 2026 – 2036

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Summary of Financial Performance & Position Statement The Summary of Financial Performance & Position Statement (SFPPS) shows Council’s financial outlook at a strategic level. The data included in this report is used to calculate the ratios in the previous sections.

The operating surplus/(deficit) is considered the most critical indicator of a Council’s financial performance and the achievement of this target (0% 10%) ensures that each generation ‘pays their way’, rather than any generation ‘living off their assets’ and leaving it to future generations to address the issue of repairing worn out infrastructure.

The result of the SFPPS is the movement in Net Financial Liabilities (Net Lending/Borrowing) for the year based on planned capital and operating budgets for that year.

Achieving a zero result on the net lending/(borrowing) measure in any one year essentially means that the Council has met all of its expenditure (both operating and capital) from the current year’s income (with income including amounts received specifically for new/upgraded assets).

Conclusion Council is the custodian of infrastructure and assets, with a replacement cost of $388.9 million as at 30 June 2025 (or carrying value of $272.6 million, i.e. the net worth of the assets).

Sound asset management is the key to financial sustainability.

The LTFP, as presented in the following appendices, indicate that Council has an operating deficit for the first year of the plan returning to an operating surplus for the remainder of the plan. The continued trajectory of the operating surplus is a positive step for Council, providing the opportunity to review rate revenue increases in the latter years to the benefit of the ratepayer (i.e. reduce the rate revenue increase) or the inclusion of other projects, or increased service levels, could be considered.

As the LTFP is reviewed annually, the financial implications may change based on continued maturity of Asset Management Plans.

Naracoorte Lucindale Council Long Term Financial Plan 2026 – 2036

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Appendix A - Summary of Financial Performance & Position Naracoorte Lucindale Council Long-term Financial Plan Summary of Financial Performance and Position for the Years Ending 30 June 2026 to the 30 June 2036 Year Ending 30 June:

2026 Year 0 Budget $'000

2027 Year 1 Plan $'000

2028 Year 2 Plan $'000

2029 Year 3 Plan $'000

2030 Year 4 Plan $'000

2031 Year 5 Plan $'000

2032

2033

Year 6 Plan Year 7 Plan $'000 $'000

2034 Year 8 Plan $'000

2035 Year 9 Plan $'000

2036 Year 10 Plan $'000

Operating Revenues less Operating Expenses

22,698 23,001

23,600 23,901

24,486 24,441

25,268 25,016

26,166 25,566

27,202 26,108

28,304 26,671

29,474 27,252

30,814 27,810

32,259 28,402

33,545 29,060

Operating Surplus/(Deficit) before Capital Amounts

(303)

(301)

46

253

600

1,094

1,633

2,222

3,005

3,857

4,485

8,829

7,164

11,634

8,091

8,432

7,913

6,880

5,560

4,992

13,123

6,799

(8,475)

(8,998)

(9,084)

(9,207)

(9,291)

(9,351)

(9,419)

(9,490)

(9,522)

(9,548)

(9,625)

(410)

(357)

(399)

(283)

(398)

(235)

(345)

(573)

(302)

(151)

(315)

(57)

(2,191)

2,152

(1,400)

(1,256)

(1,674)

(2,885)

(4,503)

(4,832)

3,424

(3,141)

2,909

2,638

3,785

2,681

1,927

2,163

2,612

1,159

1,000

3,086

2,333

(1,107)

(1,187)

(3,574)

(1,194)

(1,835)

(1,883)

(1,201)

(583)

(615)

(5,165)

(1,313)

LESS: Net Outlays on Existing Assets Capital Expenditure on Renewal or Replacement of Existing Assets less Depreciation, Amortisation & Impairment less Proceeds from Sale of Replaced Assets

Net Outlays on Existing Assets LESS: Net Outlays on New or Upgraded Assets Capital Expenditure on New/Upgraded Assets less Amounts Specifically for New/Upgraded Assets less Proceeds from Sale of Surplus Assets

0

0

0

0

0

0

0

0

0

0

0

Net Outlays on New or Upgraded Assets

1,802

1,451

211

1,487

92

280

1,411

576

384

(2,079)

1,020

EQUALS: Net Lending / (Borrowing) for Financial Year

(2,048)

440

(2,317)

165

1,764

2,488

3,107

6,149

7,452

2,512

6,606

Appendix B – Statement of Comprehensive Income Operating Revenue and Operating Expense Year Ending 30 June:

Operating Revenue Rates Charges User Charges Investment Income Operational Grants Reimbursements Other Total Operating Revenue

2026 Year 0 Budget $'000

2027 Year 1 Plan $'000

2028 Year 2 Plan $'000

2029 Year 3 Plan $'000

2030 Year 4 Plan $'000

2031 Year 5 Plan $'000

2032 Year 6 Plan $'000

2033 Year 7 Plan $'000

2034 Year 8 Plan $'000

2035 Year 9 Plan $'000

2036 Year 10 Plan $'000

14,995 263 2,525 359 4,301 126 130 22,698

15,745 272 2,608 269 4,443 130 134 23,600

16,375 281 2,694 275 4,589 134 138 24,486

17,030 289 2,775 167 4,727 138 142 25,268

17,711 298 2,858 141 4,869 142 147 26,166

18,419 307 2,944 220 5,015 147 151 27,202

19,156 316 3,033 328 5,165 151 156 28,304

19,922 325 3,124 467 5,320 155 160 29,474

20,719 335 3,217 738 5,480 160 165 30,814

21,548 345 3,314 1,073 5,644 165 170 32,259

22,410 356 3,413 1,208 5,813 170 175 33,545

Operating Expenses Employee Costs Contracts, Materials and Other Depreciation Finance Charges Other Total Operating Expenses

6,751 7,662 8454 134

6,954 7,864 8,998 85

7,162 8,124 9,084 71

7,377 8,368 9,207 63

7,599 8,619 9,291 58

7,826 8,877 9,351 53

8,061 9,144 9,419 47

8,303 9,418 9,490 41

8,552 9,700 9,522 35

8,809 9,991 9,548 53

9,073 10,291 9,625 70

23,001

23,901

24,441

25,016

25,566

26,108

26,671

27,252

27,810

28,402

29,060

Operating Surplus / (Deficit)

(303)

(301)

46

253

600

1,094

1,633

2,222

3,005

3,857

4,485

0

0

0

0

0

0

0

0

0

0

0

1,179

1,187

3,574

1,194

1,835

1,883

1,201

583

615

5,165

1,313

876

886

3,620

1,447

2,435

2,977

2,834

2,804

3,620

9,022

5,798

876

886

3,620

1,447

2,435

2,977

2,834

2,804

3,620

9,022

5,798

Physical Resources Free of Charge Amounts specifically for new or upgraded assets Asset disposal Net Surplus / (Deficit) Other Comprehensive Income Total Comprehensive Income

As at 30 June:

2026

2027

2028

2029

Year 0 Budget Year 1 Plan Year 2 Plan Year 3 Plan $'000 $'000 $'000 $'000 ASSETS Current Assets Cash and Cash Equivalents Current Trade & Other Receivables Community Loans Inventories Total Current Assets

2030 Year 4 Plan $'000

2031

2032

2033

2034

2035

Year 5 Plan Year 6 Plan Year 7 Plan Year 8 Plan Year 9 Plan $'000 $'000 $'000 $'000 $'000

2036 Year 10 Plan $'000

4,928 954 7 625 6,513

5,022 985 9 646 6,662

2,482 1,018 43 667 4,210

2,550 1,049 3 687 4,289

4,175 1,080 3 708 5,966

6,522 1,112 3 729 8,367

9,485 1,146 3 751 11,384

15,486 1,180 4 773 17,443

22,788 1,216 4 796 24,804

25,630 1,252 4 820 27,706

32,546 1,290 0 845 34,681

Non-current Assets Community Loans Infrastructure, Property, Plant & Equipment WIP Not Capitalised Total Current Assets

46 275,758 1,163 276,967

82 276,204 1,202 277,488

39 282,101 1,242 283,382

36 283,345 1,279 284,660

33 283,978 1,317 285,329

30 284,427 1,357 285,814

27 284,114 1,397 285,539

23 280,728 1,439 282,191

20 276,853 1,482 278,355

16 283,319 1,527 284,862

0 282,480 1,573 284,053

Total Assets

283,480

284,150

287,591

288,949

291,294

294,181

296,923

299,634

303,158

312,568

318,734

Appendix C - Balance Sheet As at 30 June:

2026

2027

2028

2029

Year 0 Budget Year 1 Plan Year 2 Plan Year 3 Plan $'000 $'000 $'000 $'000 LIABILITIES Current Liabilities Trade & Other Payables Bank Overdraft Borrowings Lease Liability Leave Provisions Landfill Rehabilitation Liabilities

Non-current Liabilities Trade & Other Payables Loan Borrowings New Borrowings Lease Liability Leave Provisions Landfill Liability

Total Liabilities Net Assets EQUITY Accumulated Surplus Asset Revaluation Reserves Other Reserves Adjustment to Cash & Borrowings for effects of inflation

Total Equity

2030 Year 4 Plan $'000

2031

2032

2033

2034

2035

Year 5 Plan Year 6 Plan Year 7 Plan Year 8 Plan Year 9 Plan $'000 $'000 $'000 $'000 $'000

2036 Year 10 Plan $'000

1,781 0 262 0 849

1,840 0 182

1,900 0 91

1,958 0 96

2,016 0 102

2,077 0 107

2,139 0 113

2,203 0 120

2,269 0 141

2,337 0 164

2,407 0 140

806

766

728

691

657

624

593

563

535

508

2,892

2,828

2,758

2,782

2,809

2,841

2,876

2,915

2,973

3,036

3,056

0 1,623

0 1,489

0 1,398

0 1,301

0 1,199

0 1,092

0 979

0 859

0 718

0 1,054

0 1,413

361 0 1,984

342 0 1,832

325

309

294

279

265

252

239

227

216

1,723

1,610

1,493

1,371

1,244

1,111

957

1,281

1,629

4,876

4,659

4,481

4,392

4,302

4,212

4,120

4,026

3,930

4,317

4,685

278,605

279,491

283,111

284,557

286,992

289,969

292,803

295,608

299,228

308,250

314,048

56,590 220,096 1,919

57,476 220,096 1,919

61,096 220,096 1,919

62,542 220,096 1,919

64,977 220,096 1,919

67,954 220,096 1,919

70,788 220,096 1,919

73,593 220,096 1,919

77,213 220,096 1,919

86,236 220,096 1,919

92,033 220,096 1,919

278,605

279,491

283,111

284,557

286,992

289,969

292,803

295,608

299,228

308,250

314,048

Appendix D - Budgeted Statement of Cash Flows NARACOORTE LUCINDALE COUNCIL BUDGETED STATEMENT OF CASH FLOWS FOR THE 10 YEAR PERIOD ENDED 30 JUNE

$ Inflows (Outflows) 2027

$ Inflows (Outflows) 2028

$ Inflows (Outflows) 2029

$ Inflows (Outflows) 2030

$ Inflows (Outflows) 2031

$ Inflows (Outflows) 2032

$ Inflows (Outflows) 2033

$ Inflows (Outflows) 2034

$ Inflows (Outflows) 2035

$ Inflows (Outflows) 2036

Year 1 Plan

Year 2 Plan

Year 3 Plan

Year 4 Plan

Year 5 Plan

Year 6 Plan

Year 7 Plan

Year 8 Plan

Year 9 Plan

Year 10 Plan

CASH FLOWS FROM OPERATING ACTIVITIES Receipts All Rates Statutory Charges User Charges & Commercial Income Investment Income Grants, Subsidies & Contributions Reimbursements Other Income Net GST Movement

15745 272 2869 269 4443 143 147 1448

16375 281 2964 275 4589 147 152 2018

17030 289 3053 167 4727 152 157 1580

17711 298 3144 141 4869 156 161 1543

18419 307 3239 220 5015 161 166 1548

19156 316 3336 328 5165 166 171 1495

19922 325 3436 467 5320 171 176 1212

20719 335 3539 738 5480 176 182 1185

21548 345 3645 1073 5644 181 187 2240

22410 356 3754 1208 5813 187 193 1535

Payments Employee costs Materials, contracts & other expenses Finance costs Net GST Movement (capital budget review)

-6954 -9599 -85 0

-7162 -10438 -71 0

-7377 -10253 -63 0

-7599 -10477 -58 0

-7826 -10749 -53 0

-8061 -10973 -47 0

-8303 -10974 -41 0

-8552 -11239 -35 0

-8809 -12596 -53 0

-9073 -12202 -70 0

-31

-33

-31

-31

-32

-33

-34

-35

-36

-38

59

61

57

59

60

62

64

66

68

70

-21

-21

-20

-21

-21

-22

-23

-23

-24

-25

8,643

9,079

9,412

9,845

10,403

11,013

11,674

12,492

13,373

14,080

1,187 -

3,574 -

1,194 -

1,835 -

1,883 -

1,201 -

583 -

615 -

4,509 656

637 676

357 -

399 -

283 -

398 -

235 -

345 -

573 -

302 -

151 -

315 -

9

9

43

3

3

3

3

4

4

4

Movement in Cash Receivables Movement in Cash Payables Movement in Inventory Cash flow rounding NET CASH PROVIDED BY OPERATING ACTIVITIES CASH FLOWS FROM INVESTMENT ACTIVITIES Receipts Amounts for New or Upgraded Assets Amounts for New or Upgraded Assets (NRLE)

Contributions Proceeds - Sale of Replaced Assets Proceeds - Sale of Surplus Assets Proceeds - Sale of Real Estate Developments Proceeds - Community Loans

Payments Expenditure on renewal/replacement of assets - WIP (renewal) Expenditure on renewal/replacement of assets - WIP (new) Expenditure on renewal/replacement of assets Expenditure on new Assets

(38) (7,164) (2,638)

(11,634) (3,785)

(8,091) (2,681)

(8,432) (1,927)

(7,913) (2,163)

(6,880) (2,612)

(5,560) (1,159)

(4,992) (1,000)

(13,123) (3,086)

(6,799) (2,333)

(8,287)

(11,437)

(9,252)

(8,124)

(7,954)

(7,943)

(5,559)

(5,071)

(10,890)

(7,500)

-

-

-

-

-

-

-

-

500

500

(262)

(182)

(91)

(96)

(102)

(107)

(113)

(120)

(141)

(164)

(262)

(182)

(91)

(96)

(102)

(107)

(113)

(120)

359

336

94

(2,540)

68

1,625

2,347

2,963

6,002

7,301

2,842

6,916

CASH AT THE BEGINNING OF REPORTING PERIOD

4,928

5,022

2,482

2,550

4,175

6,522

9,485

15,486

22,788

25,630

CASH AT END OF REPORTING PERIOD

5,022

2,482

2,550

4,175

6,522

9,485

15,486

22,788

25,630

32,546

NET CASH USED IN INVESTMENT ACTIVITIES

CASH FLOWS FROM FINANCING ACTIVITIES Receipts Proceeds from Loan Borrowings Proceeds from Leasing Payments Repayments of Borrowings Repayments of lease liability Repayment of Aged Care Facility Deposits

NET CASH USED IN FINANCING ACTIVITIES

NET INCREASE/(DECREASE) IN CASH HELD