Golden Plains Shire Council Budget 2023/24

1 OVERVIEW

1.1MAYOR’S INTRODUCTION

DearResidents

IampleasedtopresentCouncil’s2023-24Budgettoyou.ThisBudgetseekstomaintainandimproveservicesand infrastructureaswellasdeliverprojectsandservicesthatarevaluedbyourcommunity,withinthe3.50%maximum ratecapincreaseassetbytheMinisterforLocalGovernment.

IbelievethisBudgetanswersmanyofthequestions,prioritiesandconcernsraisedbythecommunityoverthelast fewyears.TheBudgethasbeenpreparedbasedontheadoptedprincipleswithinthe2021-2025CouncilPlanand LongTermFinancialPlan.

 Continuedcapitalinvestmentininfrastructureassets.

 Focusonfloodrecoveryandimprovingdrainage.

 Wastemanagementchargesarebasedonachievingfullcostrecoverytoensurethisserviceissustainable forthelongterm.InFebruary2020,theStateGovernmentreleaseditswasterelatedcirculareconomypolicy ‘RecylcingVictoria–ANewEconomy’.AkeyactionincludedastheincreaseintheStateGovernmentlandfill levyfeesover3yearstobringitinlinewithotherStates.The2023-24annualchargehasincreasedby$38 from$389to$427.

 Existingfeesandchargeshavebeenincreasedby3.50%inlinewiththeratecap.

Capital works

 Councilwillcontinuebudgetedcapitalworksasscheduledtomaximiselocalbusinessandemployment opportunities.

Highlights

 $48.9mspentonthedeliveryofservicestotheGoldenPlainscommunity.

 $22.6minvestmentincapitalassets,includinginfrastructure,buildings,recreation,leisureandcommunity facilitiesandplantmachineryandequipment.

Staying sustainable

Wearecommittedtoyourfuture;byfocusingontheStrategicObjectivescreatedinpartnershipwiththecommunity intheCouncilPlan. Councilwillcontinuetoreviewtheservicesitdeliverstoensuretheyaresustainableintothe future.

CrBrett Cunningham Mayor–GoldenPlainsShireCouncil

1.2EXECUTIVE SUMMARY

Introduction

The2023-24Budgethasbeenpreparedbasedonthe2021-2025CouncilPlanandFinancialPlan. TheBudget seekstomaintainandimproveservicesandinfrastructureaswellasdeliverprojectsandservicesthatarevaluedby ourcommunity,withinthe3.5%maximumratecapincreasesetbytheMinisterforLocalGovernment.

Thisbudgetrecognisesthecurrenteconomicclimatewithinflationarypressuresandsignificantincreasesincosts, notinginflationistrendingtowards8%,utilitycostshaveincreasedupto11%,civilconstructioncostsupto15% higherthanhistoriclevels,commercialbuildingrateincreasesupto20%higherthanhistoriclevels,andmaterial costsforitemssuchasgravel,concreteandsteelhaveincreasedupwardsof20%-40%. Counciliscontinuingto supportcustomersexperiencingfinancialhardshipbyincluding$0.050mforaraterebatetoassistthoseinneed.

TheBudgetprojectsasurplusof$12.4mfor2023-24,withanunderlyingresultadeficitof$443k.

WithintheprinciplesoftheCouncilPlan,therehavebeensomeareasofincreasedfocusforCouncilinthe2023-24 financialyear.Theseincludededicatedexpenditureoninfrastructuremaintenanceandrenewaltoensureadequate servicelevelsaremaintained.CouncilhasalsoensuredthatallnewinitiativeshavebeenevaluatedagainstCouncil prioritiesandanysavingsidentifiedhavebeenre-directedintothesepriorityareas.

Key things Councilare funding

 OngoingdeliveryofservicestotheGoldenPlainscommunityfundedbyabudgetof$48.9m.Theseservices aresummarisedinSection2oftheBudget.

 Continuedinvestmentincapitalassetsof$22.6m. Thisconsistsof:

o infrastructuretotalling$17m(includingroads,bridges,footpathsandcycleways($9.8m),recreation, leisureandcommunityfacilities($5.8m),parks,openspaceandstreetscapes($1.0m);

o buildingsof$3.1m;and

o Plant,machineryandequipmentof$2.5m(includingcomputersandtelecommunications($246k).

 TheStatementofCapitalWorkscanbefoundinSection3andfurtherdetailsonthecapitalworksbudget canbefoundinSection4.5oftheBudget.

Council’s 2023-24 Budget at a Glance

1.3 BUDGET PREPARATION

ThissectionliststheBudgetprocessestobeundertakeninordertoadopttheBudgetinaccordancewiththeActand Regulations.

ThebudgetispreparedbasedontheactionsincludedintheCouncilPlan,whichisdevelopedandreviewedafter undertakingdetailedcommunityengagementactivities.

AsummaryoftheDraftBudgetisthenpreparedandpresentedtoCouncillorsforconsideration.A‘proposed’Budget ispreparedinaccordancewiththeActandsubmittedtoCouncilinlateAprilforapproval‘inprinciple’.Thebudgetis preparedinaccordancewithCouncil’sCommunityEngagementPolicy. GoldenPlainsShiremaketheDraftBudget availableforcommunityfeedbackpriortofinalisingaProposedBudgetforadoption.

ThefinalstepisforCounciltoadopttheBudgetafterreceivingandconsideringanysubmissionsfrominterested parties.TheBudgetisrequiredtobeadoptedandacopysubmittedtotheMinisterby30June.Thekeydatesforthe budgetprocessaresummarisedbelow:

1.4LINKAGE TO THE COUNCIL PLAN

ThissectiondescribeshowtheAnnualBudgetlinkstotheachievementoftheCouncilPlanwithinanoverallplanning andreportingframework.ThisframeworkguidestheCouncilinidentifyingcommunityneedsandaspirationsover thelongterm(CommunityVisionandFinancialPlan),mediumterm(CouncilPlan)andshortterm(AnnualBudget) andthenholdingitselfaccountable(AnnualReport).

Legislative Planning and accountability framework

TheBudgetisarollingfour-yearplanthatoutlinesthefinancialandnon-financialresourcesthatCouncilrequiresto achievethestrategicobjectivesdescribedintheCouncilPlan. Thediagrambelowdepictstheintegratedplanning andreportingframeworkthatappliestolocalgovernmentinVictoria. Ateachstageoftheintegratedplanningand reportingframeworkthereareopportunitiesforcommunityandstakeholderinput.Thisisimportanttoensure transparencyandaccountabilitytobothresidentsandratepayers.

Source:DepartmentofJobs,Skills,IndustryandRegions

Thetimingofeachcomponentoftheintegratedstrategicplanningandreportingframeworkiscriticaltothesuccessful achievementoftheplannedoutcomes.

Shire Profile

GoldenPlainsShireisaruralmunicipalitysituatedbetweentwoofVictoria’slargestregionalcities,Geelongand Ballarat,withapopulationofover25,651(2023)peopleacross56vibrantruralcommunities.

Renownedforitsaward-winningfoodandwine,iconicmusicfestivals,goldfieldheritageandfriendlycommunities, GoldenPlainsShireisanattractivedestinationbothtovisitandcallhome.

Newresidents,particularlyyoungfamilies,areattractedtothearea’srurallifestyle,affordablehousingandproximity totheservicesandjobsavailableintheShire,aswellasthoseinMelbourne,Geelong,BallaratandtheSurfCoast. ResidentsvaluethecharacterofGoldenPlains’smalltownshipsandcommunities,localfacilitiesandservices,and naturalenvironment.AsoneofthefastestgrowingregionsinVictoria,boastingrichbiodiversityandabroadrange offloraandfauna,GoldenPlainsShirehasmuchtooffer.

GoldenPlainsalsooffersmanyopportunitiesforbusinesses,investment,sustainabledevelopmentandemployment, withmorethan1,824businessesincludingfarming,construction,retailandhome-basedbusinessesbasedinthe Shire.TheShirehasastrongagriculturalsector,withahistoryofwool,sheepandgrainproduction.Nowdaysthe Shireisseeingstronggrowthinintensiveagriculture,includingpoultry,pigs,beefandgoatdairy,aswellasthe expansionofviticultureintheMooraboolValley.Thisinturnhasdrivenanincreaseintheregionstourismoffering, withvisitorsattractedtotheregion’spicturesquewineries,gourmetfoodproducers,agri-tourismandthemonthly GoldenPlainsFarmers’Market.

Our purpose

Our Vision

A healthy, safe, vibrant, prosperous and sustainable community supported by strong leadership, transparent governanceandcommunitypartnerships-OurCommunity,OurEconomy,andOurPride.

Our Mission

Wewillachieveourvisionthrough:

 Demonstratinggoodgovernanceandinvolvingthecommunityindecisionmaking

 workingandadvocatinginpartnershipwithourcommunitytoaddresssocial,economicandenvironmental challenges

 Promotinggenderequalityandequityandinclusionforall

 sustainingafocusonlongtermoutcomesanddeliveringincreasedpublicvaluethroughgooddecisionmakingandwisespending

 buildingawarenessandstrategicallianceswithgovernment,regionalgroupsandcommunity.

Our Values

Honesty and Integrity

Wewillactethicallyandhonestlyandworktocontinuetobuildthetrustandconfidenceofthecommunity.

Leadership

Wewilldemonstratestrongandcollaborativecommunityleadership.

Accountability

Wewillactinanopenandtransparentmannerandbeaccountabletoourcommunityforourprocesses,decisions andactions.

Adaptability

Wewillimplementprogressiveandcreativeresponsestoemergingissuesandwillcontinuetoworktobuild organisationalandcommunityresilience.

Fairness

Wewillbaseourdecisionmakingonresearch,informationandunderstandingoftheneedsandaspirationsofthe wholecommunityandpromoteequitableaccesstotheShire’sservicesandpublicplaces.

Key Planning consideration

Service level planning

Althoughcouncilshavealegalobligationtoprovidesomeservicessuchasanimalmanagement,localroads,food safety and statutory planning, most council services are not legally mandated, including some services closely associatedwithcouncils,suchaslibraries,buildingpermitsandsportingfacilities. Further,overtime,the needsandexpectationsofcommunitiescanchange.Thereforecouncilsneedtohaverobust processesforservice planningandreviewtoensureallservicescontinuetoprovidevalueformoneyandareinlinewithcommunity expectations.Indoingso,councilsshouldengagewithcommunitiestodeterminehowtoprioritiseresourcesand balanceserviceprovisionagainstotherresponsibilitiessuchasassetmaintenanceandcapitalworks.

CommunityconsultationneedstobeinlinewithacouncilsadoptedCommunityEngagementPolicyandPublic TransparencyPolicy.

GoldenPlainsShireisoneoftheleadingproducersofeggsandchickenmeatinVictoria,producingnearlyaquarter ofVictoria’seggs. Councilisencouragingcontinuedgrowthandinvestmentinintensiveagriculture,byestablishing theGoldenPlainsFoodProductionPrecinct,nearLethbridge,whichisontracktobecomeoneofVictoria’spremier areasforintensiveagriculturedevelopmentandexpansion.

EconomicgrowthwillbestronglydrivenintheshorttermthroughtheexpansionoftheBannockburnIndustrialEstate andtheplannedGheringhapEmploymentPrecinctbothofferingstrategicallylocatedlandtoGeelongandfreeway connectiontoMelbourne. Thisisastrongfoundationtoattractnewindustryandsubstantiallyincreasethenumber oflocalemploymentopportunities.

Councilisrecognisedforengagingwithitscommunitiestobuildcommunityspirit;andplanforgrowthandfuture facilitiesandservices.Lookingtothefuture,GoldenPlainsShireresidentshavesharedtheirvisionandprioritiesfor thenext20yearsindevelopingtheGoldenPlainsCommunityVision2040andthroughengagementundertakento identifyshortertermprioritiesfortheCouncilPlan2021-2025andBudget.Theyidentifiedtheneedtoplanand managethecompetinginterestsofagrowingpopulationwhilstmaintainingtheShire’shighlyvaluedruralcharacter, meetcommunityserviceandinfrastructureneeds,andmaintainandimprovetheShire’sextensiveroadnetwork.

GoldenPlainsoffersrelaxedcountryliving,withtheservicesandattractionsofMelbourne,GeelongandBallaratjust astone’sthrowaway.Withanabundanceofevents,attractionsandactivities,aswellasmanygreatlocalbusinesses andbreathtakingviews,GoldenPlainsisagreatplacetolive,invest,taste,seeandexplore.

2 SERVICES, INITIATIVES AND SERVICE PERFORMANCE INDICATORS

2.1STRATEGIC OBJECTIVES

ThissectionprovidesadescriptionoftheservicesandinitiativestobefundedintheBudgetforthe2023-24yearand howthesewillcontributetoachievingthestrategicobjectivesoutlinedintheCouncilPlan.Italsodescribesseveral initiativesandserviceperformanceoutcomeindicatorsforkeyareasofCouncil’soperations.Councilisrequiredby legislationtoidentifymajorinitiatives,initiativesandserviceperformanceoutcomeindicatorsintheBudgetandreport againstthemintheirAnnualReporttosupporttransparencyandaccountability.Therelationshipbetweenthese accountabilityrequirementsintheCouncilPlan,theBudgetandtheAnnualReportisshownbelow.

Strategic Direction

1.Community

2.Liveability

3.Sustainability

4.Prosperity

5.Leadership

Strategic Objectives

 Safe,resilientandproudcommunities

 Celebratingandconnectingcommunities

 Communityparticipation,engagementandownership

 Valuingcommunitydiversityandinclusion

 Connectedandaccessibleroads,crossings,pathsandtransport

 Supportinghealthyandactiveliving

 Provideforadiversitylifestyleandhousingoptions

 Attractiveandwell-maintainedinfrastructureandpublicspaces

 Valuingandprotectingnature,culturalheritageandtheenvironment

 Effectiveandresponsivewasteservicesandeducation

 Responsiblymaintainingandmanagingnaturallandscapesand resources

 Mitigatingclimatechangeandpromotingclean/greentechnology

 Education,learningandskilldevelopment

 Supportinglocalproducers,agricultureandbusiness

 Improvedoptionsforshopping,hospitality,tourismandevents

 Localemploymentandtraining

 Partnerships,advocacyandopportunitiesforinvestment

 Informationandengagementtoinvolvecommunityindecisionmaking

 Accountableandtransparentgovernanceandfinancialmanagement

 Responsiveservicedeliverysupportedbysystems,resourcesandan engagedworkforce

 Planning,advocatingandinnovatingforthefuture

Source: Department of Jobs, Skills, Industry and Regions

Strategic Direction 1: Community

Strategic Objectives:

1.1 Safe, resilient, and proud communities

GoldenPlainscommunitiesaresupportedtobesafe,proudandresilientthrougheducation,services,infrastructure, placesandadvocacy.

1.2 Celebrating and connecting communities

GoldenPlainsconnectstoitsindigenousHeritageandrichhistoryandcelebratesthrougharts,cultureandevents thatbringcommunitiestogether.

1.3 Community participation, engagement and ownership

GoldenPlainsresidentsparticipateandareengagedintheircommunitiesthroughactivities,placesandopportunities thatbuildcapacityandownership.

1.4 Valuing community diversity and inclusion

GoldenPlainsvaluesdiversityandprovidesinclusiveopportunitiesforresidentsofallages,backgroundsandabilities toparticipateintheircommunities.

Strategic Objectives

1.1 EmergencyMgt Plan&SES This serviceensures Council staffare prepared and our resources andfacilities areready to assist inan emergency. This service alsochairs the multi-agency MunicipalEmergency Management Planning Committee and organises thepreparation of the MunicipalEmergency Management Plan andthe relevant subplans. The 21/22& 22/23 years included bushfire resiliencecosts which arenot included in 23/24.

1.1 FireProtection Implementationof actions from the Municipal Fire Management Plan whichincludes undertaking fire hazard inspections, completingmaintenance in reserves andfire access tracks and provides financialand physical support tothe CFA for burning of Municipal land.

1.1 Community Safety

To implement locallaws, school crossing supervision, fireprotection, emergency management, animal control andplanning compliance programs to ensure the safety of residents andvisitors to the Shire.

1.1 Environmental Health

To protect andenhancethe health of the public and the environment viaa range of education and enforcement programs. To deliverservices addressing domestic waste water management, food safety, immunisationand tobaccocontrol regulations.

1.3 Community Facilities

Improvingthehealth andwellbeing of Golden Plains Shire residents and facilitating thedevelopment of healthy vibrantcommunities. Providing opportunity to support and access arange of services and programs at Council managedfacilities across the Shire.

1.4 ActiveAgeing& Inclusion Planning and provision of PositiveAgeing, Access & Inclusion andSocial Connections programs and activities to support thehealthy ageing of older people and to promote inclusion of people of all ages, abilities and backgrounds inthe community.

Community Facilities

ActiveAgeing &Inclusion

Development Supporting and strengtheninglocal communities and local leadershipthrough the development of Community Plans and Council’s community grants programs.

Arts&Culture Facilitatingthedevelopment of community arts and culturaldevelopment projects andcreative industries in collaboration with local artists and communities. Arts, culture and heritageiscentral tothe quality of life and wellbeing of residents inGolden Plains Shire.

Youth Development

The Youth Development programoffers a range of accessible andinclusive activities, programs and events designed toimprove opportunities for youth and young adults ages 12-25 years of ageto connect, learn and lead in theircommunity. This is achievedthroughyouth informedpractice andstrong community partnerships andconnections.

Volunteers Supportingvolunteers tobest servicetheir communities through recruitmentand retention, capacity building, developing new programs and achievingbest practice involunteer management.

Community Development

Arts&Culture

 Chairsthemulti-agencyMunicipalEmergencyManagementPlanningCommittee.

 MaintenanceofNeighbourhoodSaferPlaces.

 PreparationoftheMunicipalEmergencyManagementPlanandrelevantsubplans.

 ContributiontotheBarwonFloodWarningSystem.

 TrainforandpreparefortheopeningofReliefCentresinanemergency.

 Installationoffloodgatesatkeylocations.

 Assistinaccommodationandclothingforresidentswhosehomeisimpactedbyanemergencyevent.

 Assistinmitigating,respondingtoandrecoveringfromanemergency.

 ImplementimprovedsystemsandprocessesatCommunityFacilitiesincludingtheonlinebooking system.

 DeterminefutureapproachestotransportasaresultoftheCommunityTransporttrialandDepartment ofTransportStudy.

 DelivertheActiveAgeingandInclusionPlan2020-2024tosupporttheneedsofolderresidentsand peoplelivingwithdisability.

 DelivertworoundsoftheCommunityStrengtheningGrantsProgramandoneroundoftheBerrybank WindfarmCommunityGrantsProgram.

 ImplementimprovementstotheCommunityPlanningProgramthroughdeliveryoftheCommunity PlanningProgramActionPlan.

 History&Heritage-supportingthecareandinterpretationofourheritageassets(communityandcivic collections).

 FacilitatingopportunitiesforCreatives-brokeringaccesstospaceandcapacitybuildingprograms.

 ProgressdeliveryoftheArts,CultureandHeritageStrategy2022-2026.

 Facilitateopportunitiesforexhibitions,initiativesandartsprograms.

Youth Development

 DevelopaYouthDevelopmentActionPlan.

 ProgressthedeliveryofprogrammingandoperationsoftheGoldenPlainsYouthHub.

 DeliverprogramsfromEngageandFreezafunding.

Numberofcriticalnoncomplianceoutcome notificationsandmajornoncomplianceoutcome notificationsaboutafood premisesfollowedup x100 Numberofcriticalnoncomplianceoutcome notificationsandmajornoncomplianceoutcome notificationsaboutfood premises

Numberofsuccessfulanimal managementprosecutions

Strategic Direction 2: Liveability

Strategic Objectives:

2.1 Connected and accessible roads, crossings, paths and transport

Liveability is supported through the provision of, and advocacy for roads, bridges, pedestrian / cycling paths and connected transportoptions.

2.2 Supporting healthy and active living

Liveabilityissupportedthroughtheprovisionof,andadvocacyforfacilities,initiativesandprogramsthatenablehealthyrecreation, physicalactivityandsocialconnection.

2.3 Provide for a diversity lifestyle and housing options

Liveabilityissupportedbyadiversityofareas,infrastructureandhousingthatbalancetheneedsofdevelopingcommunitiesand valuetherurallifestyleofGoldenPlains.

2.4 Attractive and well-maintained infrastructure and public spaces

Liveabilityissupportedthroughadvocacyforandprovisionofqualitypublicspaces,infrastructureandservicesthatdeliverhigh standardsofmaintenanceandcleanliness.

2.3 Statutory Planning To provide arange of statutory planning services to promote thefair, orderly andsustainable development of land withintheShire.

2.3 BuildingControl To undertakea range of regulatory compliance actions for buildings andswimmingpools toensure a safe built environment for all GoldenPlains Shire residents.

2.3 Strategic Planning Undertake long term land useplanning tomeet the sustainable needs ofcurrent and future generations. 2022/23 costs includedevelopment of theGrowing Places Strategy and Development Contributions Plan.

2.3 Development Engineering To provide engineering requirements to developments being approved withintheShire, ensuring Water Sensitive Urban Design priniciples areconsidered and implemented, together with best practice results.

2.1 Community Transport Seeking localflexiblesolutions to residents who are transport disadvantaged as identified in theGoldenPlains Transport Connections Study.

2.2 Health Promotion Collaboratively working withcommunity, government, health and wellbeing partners andagencies tosupport, protect and improvethe healthand wellbeing of residents.

2.2 Recreation Planning Working todevelopa range of recreation facilities and services, withthe aim to increaseactive living in our community. By identifying, supporting and applying for grant funding, strategically planning recreationserviceand facility provision, buildingcapacity and supportinglocal leadership infacility management and providing participation and engagement opportunities.

of community facilities, including halls, paths and trails, recreation reserves andpavilions, sporting facilities andplaygrounds

Undertaking general maintenanceof all Councilowned and controlledland (DEECA –Department of Energy, Environment and Climate Action), buildings andfacilities and supportingcommunities that undertake these activities on behalf of Council. Maintenacecompleted inline with programs and Committee of Management agreements and conditions. Work completedthrough a mixture of in-house resources andcontractors. 43% of this budget relates to depreciation.

Planning and development of major projects, including halls, recreation reserves and pavilions andsporting facilities Major land developmentprojects undertaken by Council are alsoincludedinthis program.

Routine maintenance of the RoadRegistersealed local road network. Council road maintenance crew activities related to upkeep andmaintenance of Councils 1,034kmof sealed road network. Provisionofroadside slashingand guidepost spraying(Fire prevention) for thesealedroad network.

Bituminous resealingof Council’s local sealed road network. Councildepreciation of the sealed road network. Repairs of major andsignificant road failures (Hazardous) not identifiedincapitalworks improvement program.

Improvements Road designto allow Counciltosubmit grant applications. Majority of budget relates toincome fromthese grant applications.

Routine maintenance of the RoadRegister gravel road network. Councilroad maintenance crew activities related to upkeepand maintenanceof Councils 706km gravel road network. There are 219km of formed and unmade roads not included onthe road registerswith minimalbudget allocatedtotheseroads. Reconstructionof gravel roads by gravel re-sheetingprograms conducted onCouncil’s local gravel road network.

2.1 Bridge Maintenance General maintenance of Council’s138 bridges and major culverts. Maintenance activities are aligned tocondition surveys and activities tokeepassets safe and serviceable. Activities donot relate to asset improvement orupgrade. This budget includes incomefromgrant funding applications. 63% of this budget relates todepreciation.

2.1 GravelPits Operation of CouncilSago gravel pit. This budget relates to theextraction and use of Sagogravel within theShirein line withlicencerequirements. Sago gravel is used in Council road projects, gravelre-sheeting and general gravel road maintenance. 53% of this budget relates to depreciation.

2.4

Maintenanceof Council’s significant township and rural drainage assets. This includes pipe systems, open drains, discharge points, treatment wetlands andkerb& channel. The budget is split between urbanand rural drainage projects. 15% of this budget relates to depreciation.

2.3

Provision of private worksservices for residents, other Councils and developers. Externalparties can request Council to providequotation tocomplete works ontheir behalf. These requests normally relate toworks that have potential impact on existing Council assets. These requests are dependant onCouncil resourceavailability.

2.1

Maintenanceof line-marking, anddelineation intheform of guideposts andsignage across Council’s local road network to Australian and VicRoads guidelines. This work includes maintenanceand newsignage as well as addressingcustomerrequests.

2.4 StreetLighting Provision of street lighting across Council’s local road network. This includes power costs associated with running streetlights, installation ofnew streetlights and maintenancewhere required.

2.4 BusShelters Provision andmaintenance of bus shelters across the Shire inline with Council Policy.

2.1 Paths&Trails Maintenanceof Council’s networkof footpaths andtrails. Council maintainpaths contructedfrom concrete, asphalt and gravel including all signage, drains and bollards. 80% of this budget relates to depreciation.

Tree maintenance works onCouncil’s localroad network and managed land, to ensurecommunity safety and in responseto customer requests. Maintenance work is deliveredvia internal staff andcontractors. Council receives hundreds of customer requests per year fortree maintenance.

Provision of alltownshipmaintenanceservices in accordancewithCouncilpolicy. This includes street beautificationworks, roadside, parkland and recreation facility grass, horticulture maintenance. Street furniture maintenanceand replacement. General litter removal and removal of graffiti. Maintenance work is deliveredvia a combination of internalstaff andcontractors.

Provide for utilities and maintenancecosts, OH&S related needs, quality of workingenvironment for staff andto house tools, equipment, chemical, materials andprovide for fleet support.

Initiatives

Service Area

Recreation Planning

Development Services

Major Initiatives

 ContinueimplementationoftheSportandActiveRecreationStrategy2020-2030andPlaySpace Strategy2019-2029.

 UndertakeMasterplanningforrecreationreserves.

 ImplementtheFairAccessPolicyRoadmaptoadvancegenderequitableaccessanduseof communitysportsinfrastructure.

 Developconceptplans,detaileddesignsandseekfundingopportunitiesforSportandActive Recreationprojects.

 Undertaketargetedplanningschemeenforcementandcompliancechecks.

 FurtherprogresstheBannockburnSouthEastPrecinctStructurePlan.

 ProvideinputtotheDevelopmentFacilitationProgramwhoarepreparingtheCambrianHill PrecinctStructurePlan.

 AdvancethepreparationoftheSmythesdaleStructurePlanoncetheGrowingPlacesStrategyis adopted.

 UndertakeareviewoftheGoldenPlainsPlanningScheme.

 PreparetheGoldenPlainsGrowingPlacesStrategy.

 PreparetheDevelopmentContributionsPlan.

 ExploreopportunitiesfortheidentificationofnewemploymentlandwithintheShire.

Regulatory Services

Development Engineering

HealthPromotion

Recreation Construction

 ImplementCouncil’sadoptedDomesticWasteWaterManagementPlan.

 Implementatargetedinspectionprogramtoensurehighlevelsofswimmingpoolbarrier compliance.

 Ensuringengineeringrequirementsareimplementedthroughthedevelopmentprocess,including compliancewithCouncil'sInfrastructureDesignManual.

 ImplementtheMunicipalPublicHealthandWellbeingPlan2021-2025.

 ConsiderandimplementprioritiesfromtheCommunityServicesandInfrastructurePlan.

 LeighdaleEquestrianCentreUndercoverArea.

 RokewoodCommunityHub.

 LintonOvalUpgrade.

 InverleighActiveYouthSpace.

 BannockburnSkateBowl.

 LethbridgePlaySpaceUpgrade.

 RecreationInfrastructuremaintenance.

 WorkingwithCommitteeofManagementgroupstoidentifyprioritymaintenanceprojects.

 SportsFieldManagementOptimisation.

SealedRoads Routine Maintenance

LocalRoads Resealing

LocalRoads Rehabilitation

LocalRoads Improvements

 Sealedroadmaintenanceandrehabilitation.

 Yearlyfirepreventionprogramofroadsideslashing.

 Ongoingroadresealingactivities.

 Majorpatchingandmaintenance.

 DelivertheRoadstoRecoveryFundingProgram.

 LobbyingforGovernmentandexternalroadfunding.

 RoadDesigninvestigation.

 RoadManagementPracticeImprovments(Systems,PoliciesandCommunityEngagement).

GravelRoads Routine Maintenance

Gravel Resheeting

Bridge Maintenance

 RoadManagementPracticeImprovements(Systems,PoliciesandEngagement).

 GravelroadmaintenanceasperCustomerCharterandmaintenanceprogram.

 Ongoinggravelresheetingprogram.

 Bridgeconditionsurveyandrevaluationprogram.

 LobbyingforGovernmentandexternalbridgefunding.

 Bridgeandlargeculvertroutinemaintenance.

 ObtainingcontributionsfromotherCouncilswherebridgesareonCouncilboundaries.

TreeMaintenance

 ImplementtheplantoaddresstheInverleighCypressTreesandAvenueofSignificance.

 DevelopstrategiestoaddresstheMeredithAvenuesofSignificance.

 Developmentandimplementationofproactiveroutineinspectionandmaintenanceprograms acrosstheShire.

 InventorisationofallArboricultureAssets.

Linemarking, Guidepostsand Signs

StreetLighting

 Managingroadusersafetythroughlinemarkingandsignmaintenance.

 Managementofpowercostsforstreetlighting.

 Conversionoflightingtoenergyefficientsystemswherepossible. Township Maintenance

 WorkingwithCommitteesofManagement,ProgressAssociationsandVolunteerstodeliverbest practiceworkprogramsacrosstheShire.

 Townshipmaintenanceactivitiesincludingmowing,horticulture,streetsweepingandirrigation maintenance.

 WorkingwithCommunityCoordinatorstoachievecommunityplanoutcomes.

PathsandTrails

 MaintenanceofCouncilPaths&Trails.

Service Performance Outcome Indicators

Service Performance Outcome Indicators

VCAT (Percentageofplanningapplication decisionssubjecttoreviewbyVCAT andthatwereupheldinfavourofthe Council)

Strategic Direction 3: Sustainability

Strategic Objectives:

3.1 Valuing and protecting nature, cultural heritage and the environment

Sustainabilityisprovidedthroughpractices,educationandadvocacythatprotectnativevegetationandecosystemsandpreserve culturalandnaturalheritageforfuturegenerations.

3.2 Effective and responsive waste services and education

Sustainabilityisprovidedthroughtheefficientprovisionofwastemanagementservicesandeducationtopromoteresponsible behavioursandreducewastetolandfill.

3.3 Responsibly maintaining and managing natural landscapes and resources

Sustainabilityisprovidedthroughlandmanagementpractices,communitypartnerships,initiativesandbehavioursthatenablea safeandthrivingnaturalenvironment.

3.4 Mitigating climate change and promoting clean / green technology

Sustainabilityisprovidedthroughapproachestoaddressclimatechangeanditsimpactonhealthandtheinvestigationanduse ofcleanenergyandtechnologysolutions.

3.1 Environmental Sustainability

To implement theEnvironment Strategy that includes the development of programs to address climate emissions and deliverspecific actions toensure the protectionand enhancement of identified environmental assets. This includes thedevelopment of natural environment reserve management plans, ecologicaland cultural burning program and community engagement activities to promote specific environmental projects.

3.2 Garbage Collection Delivery of the Wasteand Resource Recovery Strategy. This includes thecollectionand disposalof domestic garbage and recyclables across the Shire. Management of ongoingshared services contracts includingrecycling, disposaland collection.

3.2 MunicipalTips Operation of the Rokewood Transfer Station including sorting and appropriate recycling and disposal. Rehabilitation andenvironmental monitoring of Council’s registered historic landfillsites.

3.2 LitterControl Control of general litter and illegal dumping that occurs across the Shire. Dumping is normally seen in remote areas of low traffic. Council investigate all dumpingto identify sources. Dumped rubbish is collected and disposedof properly. Management of public bin enclosures.

BUDGET 2023-24 GOLDEN

Initiatives

Service Area

Garbage Collections

Major Initiatives

 Kerbsidecollectionanddisposalofgarbage.

 Kerbsidecollectionandtreatmentofrecycling.

 Communitycommunication,engagementandeducationofkeywastemanagementprinciples.

 DeliverWasteandResourceRecoveryStrategy.

Municipal Landfills

Environment Sustainability

 OperationofRokewoodtransferstation.

 MaintenanceandprotectionofnaturalenvironmentreservesacrosstheShire.

 Communitycommunication,engagementandeductionofkeyenvironmentprinciples.

 Weedmanagementanderadication.

 DeliverandimplementtheEmissionReductionActionPlan,includinginitiativesfromClimate EmergencyPlan.

 OngoingreviewandimplementationofCouncil’sEnvironmentalStrategy2019-2027.

Service Performance Outcome Indicators

Service Performance Outcome Indicators

Service Indicator Performance Measure

Wastecollection Wastediversion Kerbsidecollectionwastediverted fromlandfill (Percentageofgarbage,recyclables andgreenorganicscollectedfrom kerbsidebinsthatisdivertedfrom landfill)

Computation

Weightofrecyclablesand greenorganicscollected fromkerbsidebins x100 Weightofgarbage, recyclablesandgreen organicscollectedfrom kerbsidebins

Strategic Direction 4: Prosperity

Strategic Objectives:

4.1 Education,learning and skilldevelopment

Prosperity will be enabled through early childhood development and advocacy for access to education, learning and skill developmentthroughallstagesoflife.

4.2 Supporting local producers, agriculture and business

Prosperity will be enabled through activities that connect and promote small businesses and support local producers and agriculture.

4.3 Improved options for shopping,hospitality, tourism and events

Prosperitywillbeenabledthroughlocalshopping,hospitalityandavarietyofbusinesses,eventsandactivitiesthatattractvisitation andtourism.

4.4 Local employment and training

Prosperitywillbeenabledthroughincentivesandassistancefortrainingandinitiativesthatsupportlocalemployment.

4.5 Partnerships, advocacy and opportunities for investment

Prosperitywillbeenabledthroughadvocacyandtheidentificationofinvestmentopportunities,partnershipsandprojects.

4.5 Economic Development

This servicefacilitates andsupports adiverse, resilient, prosperous and socially responsible economy. This is done by workingwith business, government andcommunity partners, through attracting investment, supporting local business, lobbying and advocatingfor improved infrastructure anddevelopingtourism.

4.2 FarmersMarket

To provide agenuine farmers’ market experience for visitors and residents that strengthens opportunities for localgrowers andmakers, supports thelocaleconomy andtourism and creates avibrant community meeting place.

4.1 Maternal&Child Health(MCH)

Provides a comprehensiveandfocused approach for the promotion, prevention andearly identification of thephysical, emotional and social factors affecting young children and theirfamilies. The servicesupports child and family health, wellbeing and safety, focusing onmaternal health and father inclusive practice as key enablerto optimisechildlearning and development.

Childrens Services

Improvethe health and wellbeing of families by increasingaccess to a range of quality universal and specialist childrenand family services. Support access through advocacy and prommotion of services operatedthroughout the Shire including Council operatedPrivate andNotfor-profit. Providingfamilies choice and promoting quality services that meet community needs. Establishnetworks, develop relationships withservice providers andconsider gaps in community access toservices.

4.1 Kindergartens Central Registration andEnrolment Scheme (CRES) forGoldenPlains Shire Kindergarten enrolments. Early Years Management of five funded kindergartens offeringthree and four year old programs andaccompanying early learning facilities located at Bannockburn,Meredith, Rokewood, Inverleigh and Teesdale.

4.1

4.1

FamilyDayCare

Golden Plains Shire Family Day Care Service operates a family day careservicecomprisingof contractedEducators operating throughout the Shire withintheirown residencesand from approved invenuefacilities. To provide access to locally-based Family Day Care (Childcare) options for families andcarers inGolden Plains Shire. Qualifiededucators provideeducation and care tobetweenfour and sevenchildren per day and likechildcare/ kindergartens are strictly regulated under National Regulation and Law. Some educators also provide before and after schoolcareoptions for families.

Management and operation of theintegrated facility inBannockburn. Facilitating access to childcare and fundedKindergarten programs, to Allied and Maternal and ChildHealth support, services and programs.

Initiatives

Service Area Major Initiatives ChildrenServices

 DevelopmentofMunicipalEarlyYearsPlan.

Exp 498 509 536 Rev (10) 112 0 NET 508 398 536

 ConsiderationofinfrastructureplanningconceptsforEarlyYearsfacilitators.

 PlanningandimplementationofFundedSleepandSettlingprograms.

 PlanningandimplementationofFundedSupportedPlaygroupprogram.

 PlanningandimplementationofSchoolreadinessfunding.

 Advocacy,planningandimplementationofStategovernmentEarlyEducationBestStartBestLife reforms(commenced2022).

 DeliveryofMaternalandChildHealthService.

 OperationofFamilyDayCareService.

Investment Attraction& BusinessSupport

GoldenPlains Farmers’Market

Community

Development

Service

 ContinuetosupportbusinessinitiativestorecoverfromCOVID-19.

 ImplementtheTourismandCommunicationsStrategypromotingtheThreeTrails.

Service Performance Outcome Indicators

Maternaland ChildHealth Participation

ParticipationinMCHkeyagesand stagesvisits

(Percentageofchildrenattendingthe MCHkeyagesandstagesvisits)

Computation

Numberofchildrenwho attendtheMCHserviceat leastonce(intheyear) x100

Numberofchildrenenrolled intheMCHservice

Maternaland ChildHealth Participation

ParticipationinMCHkeyagesand stagesvisitsbyAboriginalchildren

(PercentageofAboriginalchildren attendingtheMCHkeyagesand stagesvisits)

NumberofAboriginal childrenwhoattendtheMCH serviceatleastonce(inthe year) x100

NumberofAboriginal childrenenrolledintheMCH service

Libraries Participation

Activelibraryborrowersin municipality

(Percentageofthemunicipal populationthatareactivelibrary borrwers)

Sumofthenumberofactive libraryborrowersinthelast3 financialyears x100

Sumofthepopulationinthe last3financialyears

Strategic Direction 5: Leadership

Strategic Objectives:

5.1 Information and engagement to involve community in decision making

Councilleadershipwillincludetheprovisionoftimelyinformationtocommunityanddeliberativeengagementtoinformandinvolve stakeholdersinCouncildecisionmaking.

5.2 Accountable and transparent governance and financial management

Councilleadershipwillincludeoperatinginanopenandtransparentmannertoensureresponsiblegovernanceandsustainable financial,assetandriskmanagement.

5.3 Responsive service delivery supported by systems, resources and an engaged workforce

CouncilleadershipwillincludethedeliveryofefficientandresponsiveservicedeliverysupportedbyCouncilsystems,processes andahealthy,productiveworkforce.

5.4 Planning, advocating and innovating forthe future

Councilleadershipwillincludeadvocacy,innovation,partnershipsandplanningtoprogresstheGoldenPlainsCommunityVision 2040andensureabrightfutureforall.

5.1 Communications &Engagement Council deploys asuiteof diverseand engaging communique across a broadspectrum of channels to articulate Councilinitiatives, strategies and services toa broad range of stakeholder, including the following -media; proactive media releases, planned media releases, timely responseto media enquiries, press advertising, radiointerviews, building relationships withtarget journalists; digital advertising, socialmedia, newsletters, websiteand video. Additionally, Council develops myth buster fact sheets for asuiteof projects to informthe community of current engagement opportunities/works.

5.3 Customer Experience

To provideconsistent, highquality customer service, by managing, resolvingand preventing problems; empowering and educating our customers withself-service tools and solutions; communicating effectively and exceeding customer expectations which will enable Council andour community to reachtheirgoals.

To promoteCouncil's organisational values - pride, respect, integrity, collaboration and excellencein everything wo do. Toensure principles of 'good' governance guide decision making and contribute to thestrategic directionof Counciland outcomes for thecommunity.

of an integrated approach to corporate planning, financialplanning, budgeting and resource allocation andthemaintenance and measurement of organisational performanceto meet customerserviceneeds.

5.3 Safetyand Wellbeing To develop, buildand identify effective management of Council's exposure to risks which impact onthe health, safety and wellbeing of our staff andtofoster asafe workplace environment and culture.

5.2 Risk Management

To develop, buildand identify effective management of Council's exposure to all forms of risk andto fostersafer places andenvironments within themunicipality.

5.2 Peopleand Culture Attraction, retention andongoing engagement of employees. This includes recruitment, employee pay and benefits, employee relations, employee performancemanagement and planning. Includes any expenses relating totraineeships, work experience andstudent placements.

5.2 Organisational Development Development and delivery of programs, systems and frameworks tosupport strategic performance planning in linewith Council’s vision and values. This includes corporate reportingand performance, workforce planning, employeeengagement and recognition, learning and capability programs.

5.2 Digital Transformation To deliver digital andICT services that enhance customer experienceoutcomes and improvestaff operational efficiency.

5.2 General Revenue

of rates andcharges, managing and collectinginterest on rates, receipt of Victoria Grants Commission general purpose grant, managing investments tomaximise interest and accounting forsubdivisions handed to Council.

of Council’s ratingsystem, including levying rates and charges, outstanding interest and supportingthe annual valuations of all rateable properties.

Initiatives

Service Area Major Initiatives

Comunications& Engagement

 Effectivecommunityengagementandcommunicationsrestsonathoughtfulunderstandingofour targetaudiences.Considerationoftheircurrentissuesandconcernsandtheirinterestwillhelp ensureCouncildevelopsarelevantproject/program.Carefullythemesmessagesonframingand informationaimedtoguidepeople’sthinkingisaprincipleunderpinningsuccessfulengagement. Forexample,messagesthatappealcloselyhelpvalueshadmoretraction.

 SupportCouncil’sCommunityEngagementPolicytoreflectgenuineengagementforallresidents acrosstheShire.

 LaunchtheCouncillorEngagementprogram.

 ReviewCouncilSocialMediaandEngagementPolicyunderway.

 ReviewandstrengthenCouncil’sdigitalcommunicationschanneltoincludeexpansionofcurrent Websitetoreflectworks/upgradeinyourareaportal.

 DevelopanddeliverCommunicationsandEngagementinformingframeworktosupportthe organisationinthedeliveryofcommunicationsandengagementtacticsforprojectdelivery.

Customer Experience

PeopleandCulture

 ImplementtheCustomerExperienceStrategyActionPlanthatensuresGolenPlainsShire Councilisanagile,capableandsustainableCouncilintothefuture.

 Implementcustomer-friendlyprocessesincludingtheComplaintsHandlingPolicyandintegration withtheCustomerRelationshipManagementSystem(CRMS).

 AchievingtheGenderEqualityActionPlantocreateleadershipopportunitiesfordiversewomen, ensureanenablingworkplacecultureandembedagenderinclusiveapproachtocommunity programs,servicesandinfrastructure.

 ImplementtherequirementsoftheLocalGovernmentActincludingdevelopmentoftheCEO RecruitmentandRemunerationPolicyandWorkforcePlan.

CorporatePlanning

Governance

 ImplementtheadoptedCouncilPlan2021-2025inaccordancewiththeprovisionsoftheLocal GovernmentAct2020.

 ImplementpoliciesthatcontinuetopromotetransparencyandaccountabilitytosupportCouncilto achievetheirshort,mediumandlongtermgoalsforthemunicipalcommunity.

 Implementgoodgovernanceanddecisionmakingprocessesandmeetalllegislative requirementsoftheLocalGovernmentAct2020.

 ReviewingandupdatingPoliciesandProcedures.

Safetyand Wellbeing

RiskManagement

Records Management

Digital Transformation

AssetManagement

 ProvideastructuredOccupationalHealthandSafetySystemtoGoldenPlainsShireCouncil.

 UpskillourLeadersinkeyOccupationalHealthandSafetyAreas.

 Improveresponsetoemerginghazards.

 ImplementandreviewCouncil’sRiskManagementFrameworkandensureallkeyriskshave beenmeasuredandadequatelycontrolled.

 ImplementationofacorporateDigitisationPlanforgreateraccessibilitytocorporaterecords.

 DeliveryofthekeyactionsoftheDigitalTransformationStrategyincludingembeddingthe CorporateSystemupgradesintoCouncil’soperations.

 EnhanceoperationsaroundGISsystems.

 MigrateassetinspectionprogramstoAsseticMaintenanceincludingtheannualroadandfootpath inspectionprogram.

 ImplementationandpopulationoftheAsseticsoftwaresystem.

 Adopt,monitoranddelivertheimprovementsasidentifiedintheAssetPlan2022-2032.

Strategic ObjectivesSummary

Performance Statement

TheserviceperformanceindicatorsdetailedintheprecedingpageswillbereportedonwithinthePerformance Statementwhichispreparedattheendoftheyearasrequiredbysection98oftheActandincludedinthe2023-24 Annual Report. The Performance Statement will also include reporting on prescribed indicators of financial performance(outlinedinsection5.2)andsustainablecapacity,whicharenotincludedinthisBudgetreport. Thefull setofprescribedperformanceindicatorsareauditedeachyearbytheVictorianAuditorGeneralwhoissuesanaudit opiniononthePerformanceStatement. Themajorinitiativesdetailedintheprecedingpageswillbereportedinthe AnnualReportintheformofastatementofprogressinthereportofoperations.

2.2EXTERNAL FACTORS

Local Government Amendment (Fair Go Rates) Act 2015

 LocalGovernmentAmendment(FairGoRates)Act2015receivedRoyalAssenton2December2015. The MinisterforLocalGovernmenthasmadeadeterminationthatthecap,whichsetsthemaximumcapped amountofratesandmunicipalchargerevenue,whichwassetat3.5%forthe2023-24year.

Fire Services Property Levy Act 2012

 CouncilwillcontinuetocollecttheFireServicesPropertyLevy(FSPL),onbehalfoftheStateGovernment, whichwasintroducedon1July2013. Hence,Councildoesnotrecognisethisrevenueandthelevyisnot includedinanyratingcalculationorcomparisons.

Local Authorities Superannuation Fund Defined Benefit Plan (LASF DB Plan)

 TheLASFDBPlanisanindustrywidedefinedbenefitfundthatcurrentandpastemployeesofCouncilare membersofandCouncilhasalegalobligationtomeetany‘calls’madeonthefund. Thefundwasclosed tonewmembersin1993.

Asat30June2020thetriennialactuarialreviewofthePlandeterminedtheLASFDBPlanasina satisfactoryfinancialposition,fullyfundedandthata‘call’wasnotrequired. ThisPlanismanagedby VisionSuperandisexposedtofluctuationsinthemarket. No‘call’isexpectedintheshorttermandno provisionhasbeenmadein2023-24. Thenextactuarialreviewisdueat30June2023.

Local Government Costs

 TheBudgethasbeenframedtakingintoaccountthecostofdeliveringlocalgovernmentservices.CPIisa weightedbasketofhouseholdgoodsandservices.But,Councilservicesarequitedifferenttohousehold services,sinceagreaterproportionofcostsaredirectedtowardsprovidinginfrastructureandsocialand communityservices. Thesecostsgenerallyexceedothercostincreasesintheeconomy.

Insurance Costs

 In2021,WorkSafemadeadecisiontorefusetheMunicipalAssociationofVictoria(MAV’s)applicationfor renewalasaself-insuredWorkCoverinsurer,withWorkCaresubsequentlyceasingoperationinJune2021. Asaresultofthecessationofthescheme,theparticipatingCouncilmemberswillberequiredtoabsorb significantfinancialcostasrequiredbyWorkSafe.Thesecostsareestimatedtobeongoinguntilthelatter halfof2027.

 The2021-22financialyearsawCouncilWorkCoverinsurancemovetoEML. Itisestimatedthe2023-2024 premiumwillapproximately$390,000.

 Theinsurancemarketiscurrentlyexperiencinga‘hardmarket’cycle,whereinsurerstendtowithdraw capacity,increaseratesandlimitcovers,whichhasbeenacceleratedbytheimpactofCOVID-19inearly 2020.Withtheincreasedfrequencyandseverityofnaturalcatastrophes,includinglargeclaimeventssuch asbushfiresoverthe2019-20yearandrecentfloodeventsacrossAustralia,alongwithexpectedpremium increasesexacerbatedbysignificantwithdrawalofcapacity,thehardmarketconditionsarelikelytocontinue fortheshorttomediumterm.

Interest Rates

 Nonewborrowingsareforecastforthe2023-24year.

 Interestratesforinvestmentsareassumedtobebetween3.8%and4.2%perannum.

Household Waste Disposal

 InFebruary2020,theStateGovernmentreleaseditswasterelatedcirculareconomypolicy‘Recycling Victoria–ANewEconomy’. AkeyactionincludedwastheincreaseintheStateGovernmentlandfilllevy feesover3yearstobringitintolinewithotherStates.

Population Growth

 Futurepopulationgrowthfrom2023isforecasttogrowto42,607by2041,a66.1%increase.

Rates and Charges

 Totalratesandchargesof$29.2mincluderates,municipalcharge,specialchargesandwastemanagement charge,supplementaryratesandinterestonratesandcharges.

 Theinterestrateonoutstandingratesandcharges(perthePenaltyInterestRatesAct1983)isassumedto be10.0%perannum. TheratecanbereviewedatanystageduringtheyearbytheAttorney-Generaland thiswillbetheratethatCouncilusesinaccordancewiththeLocalGovernmentAct1989.

 10%ofratesandchargesraisedin2023-24havebeenbudgetedtoremainoutstandingat30June2024.

Grants

 TheFederalAssistanceGrantsdistributedviatheVictoriaGrantsCommissionisassumedtoincreaseonly marginallyfromthe2023-24allocation.

 Operatinggrantshavedecreasedby10.4%to$10.3m.

 Capitalgrantshaveincreasedby11.8%to$12.2m.

 FurtherdetailongrantrevenueisprovidedinNote4.1and4.5.

User Fees and Charges

 Somestatutoryfeesandchargeswillincreaseandthelevelofincomefromthesefeesisgenerallyassumed toincreaseby3.5%asaresultofgrowthinthelevelofactivity.

 MostofCouncil’snon-statutoryfeesandchargeswillincreaseby3.5%inaccordancewiththeFinancial Plan.

Payables

 Tradecreditorsarebasedontotalcapitalexpenditure,expenditureonMaterialsandServicesandaportion ofemployeecostssuchassuperannuation. Thenormalpaymentcycleis30days.

Receivables

 ThebalanceofOtherDebtorsisbasedoncollecting95%ofcontributions,recoupments,grants,feesand chargesraisedduringtheyear.

Economy

 Economicconditionsareexpectedtoremainstableduringthebudgetperiod.LocalGovernmentplaysakey roleintheimplementationofStateandFederalGovernmenteconomicdevelopmentprogramswhichimpact onthelevelofcapitalworksexpenditureofCouncil.

Page 30 of 100

2.3INTERNAL FACTORS

Employee Costs

 TotalEmployeecostsforCouncilstaffisexpectedtoincreaseby$1.2mor6.3%fromthe2022-23forecast.

 Enterprise Bargaining Agreement increments as well as growth and movements between bandings contributetothisincrease.

Impact of 2022-23 year on 2023-24 Budget

 The2022-23forecastBalanceSheetbecomesthestartingpointforthe2023-24financialyear;therefore, thisStatementholdsthekeytoanalysingtheimpactoflastyear’soperationsonthenewBudget.

 The2022-23forecastasat28February2023remainsconsistentwiththeoriginalBudgetandanyknown materialvariancehasbeenallowedforintheforecast. However,anysubsequentmovementtotheforecast before30June2023willimpacttheopeningBalanceSheetfor2023-24.

 Transactionsoccurringinthe2022-23yearwillhaveanimpactonthe2023-24Budget. Theseincludesuch itemsasclosingcashbalance,capitalpurchasesandborrowings. Thesewillimpactopeningcashbalance, depreciationandinterestrespectively.

Councillor and Mayoral Allowances

 Inaccordancewith Local Government Act 2020,Section39,commencing6April2020,Councilwillpaythe allowancefortheMayor,DeputyMayorandCouncillorsinaccordancewithaDeterminationoftheVictorian IndependentRemunerationTribunalunderthe Victorian Independent Remuneration Tribunal and Improving Parliamentary Standards Act 2019

 SinceDecember2019,GoldenPlainsShireCouncilhasbeenclassifiedasaCategory2council(mid-level), whichcurrentlyallowsforthefollowingthresholds:

TheMayorcontributesacomponentoftheirsalaryfortheuseofamotorvehicletoconductmayoralduties.

2.4BUDGET PRINCIPLES

TheBudgetalsotakesintoaccountthefollowingprinciples:

 ThefinancialresultshouldbeconsistentwithCouncil’sLongTermFinancialPlan,toensurelong-term sustainability.

 AllstrategiescontainedwithintheCouncilPlanforthe2023-24yearshouldbefundedintheBudget.

 RatesandchargesareleviedinaccordancewithCouncil’sRatingStrategyandincompliancewiththeLocal GovernmentAct2020.

 Spendingandratingpoliciesshouldbeconsistentwithareasonabledegreeofstabilityinthelevelofthe ratesburden.

 Councilshouldhaveregardtotheeffectonfuturegenerationsofdecisionsmade.

 StaffinglevelsshouldbeinaccordancewithCouncil’sFinancialPlan.

 Onlyone-offcapitalprojectsshouldbefundedfromanyretainedearningsbalance.

 DebtfinancecanbeusedwhereappropriateasperCouncil’sBorrowingPolicy.

 Cashreservesshouldbemaintainedatappropriatelevels.

 Long-termassetsshouldbemanagedtomaximisecommunitybenefit.

 ExistingfeesandchargesshouldbeincreasedinlinewithCouncil’sFinancialPlanormarketforces.

 Newrevenuesourcesshouldbeidentifiedwhereverpossible.

 Newinitiativesornewemployeeproposalsshouldbejustifiedthroughabusinesscase.

 Councilrecognisesthatgovernmentgrantsareacrucialelementoffinancialsustainability.

 Council’sBudgetshouldtakeintoaccountallofCouncil’sotherstrategicplans.

 FinancialrisksfacedbyCouncilshouldbemanagedhavingregardtoeconomiccircumstances.

2.5LEGISLATIVE REQUIREMENTS

UndertheLocalGovernmentAct2020(theAct),Councilisrequiredtoimplementtheprinciplesofsoundfinancial management. TheprinciplesofsoundfinancialmanagementarethataCouncilmust:

 ManagefinancialrisksfacedbytheCouncilprudently,havingregardtoeconomiccircumstances

 Pursuespendingandratingpoliciesthatareconsistentwithareasonabledegreeofstabilityinthelevelof theratesburden

 Ensurethatdecisionsaremadeandactionsaretakenhavingregardtotheirfinancialeffectsonfuture generationsand

 Ensurefull,accurateandtimelydisclosureoffinancialinformationrelatingtoCouncil

UndertheAct,CouncilisrequiredtoprepareandadoptanAnnualBudgetforeachfinancialyear.TheBudgetis requiredtoincludecertaininformationabouttheratesandchargesthatCouncilintendstolevyaswellasarangeof otherinformationrequiredbytheLocalGovernment(PlanningandReporting)Regulations2020(theRegulations) whichsupporttheAct.

The2023-24Budget,whichisincludedinthisreport,isfortheyear1July2023to30June2024andispreparedin accordancewiththeActandRegulations.TheBudgetincludesfinancialstatementsbeingaComprehensiveIncome Statement,BalanceSheet,andStatementofChangesinEquity,StatementofCashFlowsandaStatementofCapital Works. TheBudgetalsoincludesaStatementofHumanResources.

Thesestatementshavebeenpreparedfortheyearended30June2024inaccordancewithAccountingStandards andothermandatoryprofessionalreportingrequirementsandinaccordancewiththeActandRegulations.Italso includesdetailedinformationabouttheratesandchargestobelevied,thecapitalworksprogramtobeundertaken andotherfinancialinformation,whichCouncilrequiresinordertomakeaninformeddecisionabouttheadoptionof theBudget.

TheBudgetincludesconsiderationofanumberoflongtermstrategiestoassistCouncilinconsideringtheBudgetin aproperfinancialmanagementcontext.TheseincludeaFinancialPlan(Section5.1),RatingStrategyandother strategiesasdetailedinServices,InitiativesandServicePerformanceIndicators(Section2).

3 STATEMENTS

ThissectionpresentsinformationinregardtotheFinancialStatementsandStatementofHumanResources.The budgetinformationfortheyear2023-24hasbeensupplementedwithprojectionsto2026-27extractedfromthe FinancialPlan.

ThissectionincludesthefollowingfinancialstatementspreparedinaccordancewiththeLocalGovernmentAct2020 andtheLocalGovernment(PlanningandReporting)regulations2020.

 ComprehensiveIncomeStatement

 BalanceSheet

 StatementofChangesinEquity

 StatementofCashFlows

 StatementofCapitalWorks

 StatementofHumanResources

Pending Accounting Standards

The2023-24budgethasbeenpreparedbasedontheaccountingstandardsapplicableatthedateofpreparation. Therearenopendingstandardsthatarelikelytoimpactonthe2023-24financialstatements.

3.1COMPREHENSIVE INCOME STATEMENT

Forthe fouryears ending 30 June 2027

3.2 BALANCE SHEET

Forthe fouryears ending 30 June 2027

3.3STATEMENT OF CHANGES IN EQUITY

Forecast forthe year ending 30 June 2023

Forthe year ending 30 June 2024

Forthe year ending 30 June 2025

Forthe year ending 30 June 2026

year ending 30 June 2027

NotesareincludedinSection4.3

3.4STATEMENT OF CASH FLOWS

3.5STATEMENT OF CAPITAL WORKS

Forthe fouryears ending 30 June 2027

3.6STATEMENT OF HUMAN RESOURCES

AsummaryofhumanresourcesexpenditurecategorisedaccordingtotheorganisationalstructureofCouncilis includedbelow:

Asummaryofthenumberoffulltimeequivalent(FTE)Councilstaffinrelationtotheaboveexpenditureisincluded below:

Summary of Planned Human Resources FTE

Forthe fouryears ended 30 June 2027

4 NOTES TO THE FINANCIAL STATEMENTS

4.1INCOME STATEMENT

Adjusted Underlying Result

Theregulationsprescribethemethodforcalculatingthe‘AdjustedUnderlyingResult’.Perthefollowingtable,it removesanynon-recurrentgrantsusedtofundcapitalexpenditure,non-monetaryassetcontributionsandother contributionstofundcapitalexpenditurefromthetotalcomprehensiveresult.

* excludes Road to Recovery grants which are considered recurrent capital grants.

4.1 Comprehensive Income Statement

Note 4.1.1: Rates and Charges ($2.1m increase)

RatesandchargesarerequiredbytheActandtheRegulationstobedisclosedinCouncil’sannualbudget. IndevelopingtheFinancialPlan,ratesandchargeswereidentifiedasanimportantsourceofrevenue.Planningfor futurerateincreaseshasthereforebeenanimportantcomponentoftheFinancialPlanningprocess.TheFairGo RatesSystem(FGRS)setsoutthemaximumamountcouncilsmayincreaseratesinayear.For2023-24theFGRS caphasbeensetat3.50%.Thecapappliestobothgeneralratesandmunicipalchargesandiscalculatedonthe basisofcouncil’saverageratesandcharges.

Thelevelofrequiredratesandchargeshasbeenconsideredinthiscontext,withreferencetoCouncil'sothersources ofincomeandtheplannedexpenditureonservicesandworkstobeundertakenforthecommunity.

Toachievetheseobjectiveswhilemaintainingservicelevelsandastrongcapitalexpenditureprogram,theaverage generalrateandthemunicipalchargewillincreaseby3.50%inlinewiththeratecap.

ThecurrentRatingStrategyisbasedonthefollowingratingprinciples:

 Municipalchargeof$250onallproperties

 87.5%differentialrateforfarmsover40hectares

 95%differentialrateforfarmsintensive

 Nodiscountforfarmsof2to40hectares(unlessintensivefarm)

 Generalrateapplicabletonon-farm,non-developablelandintheFarmZone

 Non-FarmVacantLandrateof205%ofthegeneralrate

 Businessrateof100%ofthegeneralrate

 Bannockburnbusinessrateat130%ofthegeneralrate

 Generalrateapplicabletoallotherproperties

4.1.1(a)ThereconciliationofthetotalratesandchargestotheComprehensiveIncomeStatementisasfollows:

*TheseitemsaresubjecttotheratecapestablishedundertheFGRS

4.1.1(b) Therateinthedollartobeleviedasgeneralratesundersection158oftheActforeachtypeorclassof landcomparedwiththepreviousfinancialyear

4.1.1(c)Theestimatedtotalamounttoberaisedbygeneralratesinrelationtoeachtypeorclassofland,andthe estimatedtotalamounttoberaisedbygeneralrates,comparedwiththepreviousfinancialyear

# Actual 2022-23 rate in dollar applied to final valuations. Budget rate in the dollar is calculated using draft revaluation data available at time of setting budget.

4.1.1(d)Thenumberofassessmentsinrelationtoeachtypeorclassofland,andthetotalnumberofassessments, comparedwiththepreviousfinancialyear

#Actual2022-23assessmentsappliedtorateinthedollarcalculation. Onlydraftrevaluationdatawasavailableattimeofsetting2023-24budget.

4.1.1(e)ThebasisofvaluationtobeusedistheCapitalImprovedValue(CIV).

4.1.1(f)Theestimatedtotalvalueofeachtypeorclassofland,andtheestimatedtotalvalueofland,comparedwith thepreviousfinancialyear

*The abovevaluations and rates in the dollarare based on the2023 Stage3 Certified Revaluations.

# Actual 2022-23 final valuations. Only draft revaluationdata was available at time of setting 2023-24 budget.

4.1.1(g)ThemunicipalchargeunderSection159oftheActcomparedwiththepreviousfinancialyear

4.1.1(h)Theestimatedtotalamounttoberaisedbymunicipalchargescomparedwiththepreviousfinancialyear

100

4.1.1(i)TherateorunitamounttobeleviedforeachtypeofservicerateorchargeunderSection162oftheAct comparedwiththepreviousfinancialyear

4.1.1(j) Theestimatedtotalamounttoberaisedbyeachtypeofservicerateorcharge,andtheestimatedtotal amounttoberaisedbyserviceratesandcharges,comparedwiththepreviousfinancialyear

4.1.1(k)FairGoRatesSystemCompliance

GoldenPlainsShireisrequiredtocomplywiththeStateGovernment’sFairGoRatesSystem(FGRS). Thetable belowdetailsthebudgetassumptionsconsistentwiththerequirementsoftheFairGoRatesSystem

4.1.1(l)Anysignificantchangesthatmayaffecttheestimatedamountstoberaisedbyratesandcharges

Therearenoknownsignificantchangeswhichmayaffecttheestimatedamountstoberaisedbyratesandcharges. However,thetotalamounttoberaisedbyratesandchargesmaybeaffectedby:

· Themakingofsupplementaryvaluations(2023-24:estimated$498kand2022-23:$257k)

· Thevariationofreturnedlevelsofvalue(e.g.valuationappeals)

· Changesofuseoflandsuchthatrateablelandbecomesnon-rateablelandandviceversa

· Changesofuseoflandsuchthatresidentiallandbecomesbusinesslandandviceversa

4.1.1(m)Differentialrates

FurtherdetailedinformationconcerningRatesandChargescanbefoundinSection5.4RatingInformationand Section6Appendices.

Note 4.1.2: Statutory Fees and Fines ($25k increase)

Statutoryfeesandfinesrepresent1.3%oftotalincome.DetailsoftotalfeesandfinescontainedintheBudgetfollow.

Note 4.1.3: UserFees ($149k increase)

Userfeesrepresent3.9%oftotalincome. DetailsoftotalfeescontainedintheBudgetfollow.

Note 4.1.4: Grant Funding Types and Source ($87k increase)

Grantscomprise36.7%ofthetotalincome.TheBudgetprovidesfor$22.5mintotalgrants,representingaincrease of$86kfromthe2022-23forecast.

Note 4.1.4: Grants - Operating ($1.2m decrease)

Operating grants comprise 16.9% of the total income. The Budget provides for $10.3m in operating grants, representingadecreaseof$1.2mfromthe2022-23forecast.

TheBudgetallowsforaVictoriaGrantsCommission(VGC)allocationof$7.0m.Acompletelistingoftotalbudgeted grantsisshownbelow.

Note 4.1.5: Grants - Capital ($1.3k increase)

TheBudgetprovidesfor$12.2mincapitalgrantsrepresentingaincreaseof$1.3mfrom2022-23forecast.Capital grantscomprise19.9%ofthetotalincome.CapitalgrantsareutilisedtodeliverCapitalprojects.

Non-recurrentgrantmeansagrantobtainedontheconditionthatitisexpendedinaspecifiedmannerandisnot expectedtobereceivedagainduringtheperiodcoveredbyCouncil’sFinancialPlan.

Note 4.1.6: Contributions - Monetary ($251k decrease)

TheBudgetprovidesfor$1.7mmonetarycontributions,representingadecreaseof$251kfromthe2022-23forecast. MonetaryContributionscomprise2.8%oftotalincome.

BelowisalistofmonetarycontributionscontainedintheBudget.

Note 4.1.7: Contributions - Non–Monetary ($875k increase)

TheBudgetprovidesfor$2mnon-monetary(assets)contributions,representing3.4%oftotalincome.

Note 4.1.8: Net Gain on Disposal of Property, Plant and Equipment

Proceedsfromthesaleofassets,lesstheirwrittendownvalue,isdisclosedasanetfigureintheIncomeStatement. Thedetailsofthenetresultaredetailedinthetablebelow.

Note

4.1.9: OtherIncome ($598k increase)

Otherincomeincludesinterestoninvestments.Interestoninvestmentshasbeenbasedonshorttermdepositrates rangingfrom3.8%to4.2%. Thebudgetof$0.9mcomprisesonly1.6%oftotalincome.

Expenditure

Note 4.1.10: Employee Costs ($1.2m increase)

Employeecostsincludealllabourrelatedexpendituresuchaswagesandsalariesandon-costssuchasallowances, leaveentitlements,employersuperannuation,rostereddaysoff,WorkCoverpremiums,longserviceleaveandfringe benefitstax.

Employeecostsarebudgetedtoincreasefromthe2022-23forecastby$1.2m,or6.3%,to$20.2m.Enterprise BargainingAgreementincrements,growthandmovementsbetweenbandingcontributetothisincrease.

Reconciliation from 2023-24 Budget

Note 4.1.11: Materials and Services ($2.4m decrease)

MaterialsandServicesincludethepurchaseofconsumables,paymentstocontractorsfortheprovisionofservices, utilitycostsandone-offoperatingcostsofacapitalnature.

Operatingmaterialsandservicesarebudgetedtodecreaseby$2.4mto$18.9m.

Allocationofbadanddoubtfuldebtsof$101kmainlyrelatestoprovisionforcommunitysafetyprograminfringements andhardshippolicyapplication.

Depreciationisthesystematicallocationofthecapitalcostofalong-termassetoveritsusefullife.Itisanaccounting measurethatattemptstocapturethedeteriorationorusageofCouncil’slong-termassetsoverafinancialyear. Long-termassetsincludebuildings,plantandmachinery,furnitureandequipment,infrastructureandotherstructures.

Note 4.1.12: Bad and Doubtful Debts ($41k increase)

Note 4.1.13: Depreciation and Amortisation ($281k decrease)

Note 4.1.14: Borrowing Costs ($29k decrease)

FinanceCostsrelatetotheinterestpaidonCouncilborrowings.Theratiooffinancecostsasapercentageofincome indicatesthatlessthan0.3%ofincomeisrequiredtoservicedebt.Thedecreaseof$29kisprimarilytheresultof lowerprevailinginterestratesonnewandexistingborrowingswhicharerequiredtofundnewcapitalprojects.

Note 4.1.15: Other Expenses ($38k increase)

OtherexpensesconsistsofAuditFeesandMayoral&CouncillorAllowancesandmakesup0.8%oftotalexpenditure.

4.2BALANCE SHEET

Note 4.2.1: Current assets ($1.1m decrease)

 Cashassetsincreasedby$2.3m

 Receivablesdecreasedby$2.8m

 Non-currentassetsheldforre-saledecreasedby$575k

 Otherassetsincreasedby$38k

Note 4.2.2: Non-current assets ($16m increase)

Theincreaseinnon-currentassetsisdetailedinthetablebelow,including:

 Anincreaseinproperty,infrastructureplantandequipmentby$16m,comprisedofthecapitalworksprogram ($22.6m),lessdepreciationandamortisation($9m)anddisposalofassets($0.13m)plusthereceiptofgifted assets($2m).

Note 4.2.3: Current liabilities ($0.3m decrease)

 CurrentliabilitiesrepresentobligationsCouncilmustpaywithinthenextyear.

 Theprovisionforemployeebenefitsasat30June2024representsCouncil’sliabilitytopayemployees annualleaveandlongserviceleave.

Note 4.2.4: Non-current liabilities ($1.7m decrease)

 Non-currentliabilitiesrepresentobligationsCouncilmustpaybeyondthenextyear.

 Thenon-currentliabilityprovisionprimarilyforemploymentbenefitswillincreaseby$22k.

 Interestbearingliabilitiesdecreaseby$1.6mwhichisforrepaymentsofloanstakenoutinprioryears.

 Thenon-currentliabilityforlandfillrehabilitationwillnowbefundedover10yearswithanincreaseinthe garbagechargethatcommencedfrom2021-22.

4.3CHANGES IN EQUITY

Note 4.3.1: Equity ($12.4m increase)

Totalequityof$560mwillalwaysequalnetassetsandismadeupofthefollowingcomponents:

 CommittedreservesthatCouncilwishestoseparatelyidentifyasbeingsetasidetomeetspecificorstatutory purposeinthefuture.Thesereservesarederivedfromitemssuchasdevelopercontributions,specificlevies andunexpendedprojects;

 DiscretionaryreservesaretofundthelongtermviabilityofCouncil.Thedecisionsaboutfutureuseofany availablefundsisreflectedinCouncil’sFinancialPlanandanychangesinfutureuseofthefundswillbe madeinthecontextofthefuturefundingrequirementssetoutintheplan.Thefundingofthereplacementof longterminfrastructureassetsgenerallycomesfromdiscretionaryfunds;whichisacomponentofthe accumulatedsurplus.Thisisthevalueofallnetassets,lessreservesthathaveaccumulatedovertime.

Note 4.4.4: Restricted and unrestricted cash and investments

CashandcashequivalentsheldbyCouncilarerestrictedinpartandnotfullyavailableforCouncil’soperations.The budgetedcashflowstatementindicatesthatCouncilisestimatingat30June2024itwillhavecashandcash equivalentsof$13.1m,whichhasbeenrestrictedasshowninthefollowingtable.

Thesefundsmustbeappliedforspecifiedstatutorypurposesinaccordancewithvariouslegislativerequirements. WhilethesefundsearninterestrevenuesforCouncil,thefundsarenotavailableforotherpurposes.Duringthe202324year$100kisbudgetedtobetransferredtoStatutoryReserves.

OtherCommitted Reserves ($1.9m)

Thesefundsareshownasothercommitedreserves,althoughnotrestrictedbyastatutoryrequirement,Councilhas madedecisionsregardingthefutureuseofthesefundsandunlessthereisaCouncilresolutionthesefundsshould beusedforthoseearmarkedpurposes.Duringthe2023-24year$355kisbudgetedtobetransferredtoCommited Reserves.ThedecisionsaboutfutureuseofthesefundshasbeenreflectedinCouncil’sFinancialPlanandany changesinfutureuseofthefundswillbemadeinthecontextofthefuturefundingrequirementssetoutintheplan.

Unrestricted Cash and Cash Equivalents ($10.3m)

ThesefundsarefreeofallspecificCouncilcommitmentsandrepresentfundsavailabletomeetdailycashflow requirements,unexpectedshorttermneedsandanybudgetcommitmentswhichwillbeexpendedinthefollowing year,suchasgrantsandcontributions.Councilregardsthesefundsastheminimumnecessarytoensurethatitcan meetitscommitments,asandwhentheyfalldue,withoutborrowingfurtherfunds.

4.4CASH FLOWS

Note 4.4.1: Operating activities ($20.4m cash inflow)

OperatingactivitiesrefertothecashgeneratedorusedinthenormalservicedeliveryfunctionsofCounciland include:

 Receiptsfromratepayersof$29.1m

 Grantsof$28.5mtofundoperatingexpensesandcapitalworks

 Userfees$3.3m

 Contributionsandrecoupmentsof$1.7m

 Paymentstoemployees$20.2mand

 Paymentstosuppliers$24m

Note 4.4.2: Investing activities ($16.2m cash outflow)

Investingactivitiesrefertocashusedinthepurchase,enhancementorcreationofproperty,plantandequipment andinfrastructure.Theseactivitiesalsoincludethesaleofnon-currentassets.

Note 4.4.3: Financing activities ($1.8m cash outflow)

Financingactivitiesgenerallyrefertoborrowingsusedinthefinancingofcapitalprojectsandmovementsinfunds heldintrust.

Thenetoutflowof$1.8mincludestherepaymentoftheprincipalcomponentofborrowings$1.65mandinterest expenditure$198k.

4.5CAPITAL WORKS

Council’scapitalworksprogramisbroadlycategorisedintofourgroups:newassets,capitalrenewal,capitalupgrade andcapitalexpansion.

Newassetsareassetsthatdidnotpreviouslyexistpriorto1July2023.Newassetswillresultinincreasedoperating costs,maintenancecostsandcapitalrenewalinthefuture.

Capitalrenewalexpenditurereinstatesexistingassetstooriginalcondition. Itmayreducefutureoperatingand maintenanceexpenditureifcompletedattheoptimumtime.

Capitalupgradeexpenditureenhancesanexistingassettoprovideahigherlevelofserviceorexpenditurethatwill increasethelifeoftheassetbeyondthatwhichithadoriginallybeenassigned.Upgradeexpenditureisdiscretionary andincreasesoperatingandmaintenanceexpenditureinthefuturebecauseoftheincreaseintheCouncil’sasset base.

Capitalexpansionexpenditureextendsanexistingassettoanewgroupofusers.Itisdiscretionaryexpenditurethat increasesfutureoperatingandmaintenancecostsbecauseitincreasesCouncil’sassetbase.

Note 4.5.1: Summarymajorcapitalworksandhowtheyarefundedin2023-24.

Note 4.5.2: Capital Expenditure Funding Sources 2023-24

Note 4.5.2: Capital Expenditure Funding Sources 2023-24

Note 4.5.2: Capital Expenditure Funding Sources 2023-24

Note 4.5.2: Capital Expenditure Funding Sources 2024-25

Note 4.5.2: Capital Expenditure Funding Sources 2025-26

Note 4.5.2: Capital Expenditure Funding Sources 2026-27

Note 4.5.3: New Assets ($1.m expenditure)

Infrastructure ($650k expenditure)

 FutureDesignWork$300k

 Kerb&Channel$200k

 CapitalisationofLabour$150k

Parks, Open Spaces & Streetscapes ($100k expenditure)

 ShireBeatification$25k

 OpenSpaceStrategyImplementation$75k

Note 4.5.4: Capital Renewal ($7.8m expenditure)

Buildings ($525k expenditure)

 MajorFacilitiesRenewal$175k

 MaudeCommunityHall$350k

Plant and Machinery ($2.2m expenditure)

Thisexpenditureof$2.2misconsistentwithCouncil’splantandmachineryreplacementschedule.ThemajoritemsofplanttobechangedareTipperTrucks,Grader,Trailers, FleetVehiclesandUtes.

Infrastructure ($4.4m expenditure)

 Theresealprogramisbudgetedfor$1.1m;thefollowingpagecontainsdetailedinformationabouttheplannedprogramfortheyear

 Gravelre-sheetingonlocalroadswillbefundedtoanamountof$800k

 BridgeRenewal$600k

 BridgeReplacement$1.3m

 Footpaths/Kerbs$100k

 DrainageWorks$400k

 FireAccessTrack$30k

 ClimateEmergencyPlanInitiatives$75k

Computer hardware ($246k expenditure)

Note 4.5.5: Capital Upgrade ($12.7m expenditure)

Buildings ($2.5m expenditure)

 DisabilityActionPlan$40k

 HaddonKindergartenextension$100k

 TeesdaleKindergartenextensionsepticupgrade$100k

 CycloneFencingatLintonPound$25k

 BannockburnFamilyServicesCentreextension$450k

 BannockburnVicParkNetballPavilion$1.8m

Infrastructure ($5.1m expenditure)

 Localroadsimprovements$900k

 Localroadsimprovements(R2R)$1.3m

 LocalRoads&CommunityInfrastructureProgram$2.1m

 Footpaths$200k

 EmergencyDrainageWorks$500k

Other ($5.1m expenditure)

 Community&RecreationFacilityBeautification/SafetyWorks$50k

 NorthernStreetscapeImplementation$650k

 SportsOvalIrrigationUpgrades$100k

 BannockburnSkatePark$805

 WoadyYaloak(Smythesdale)Lighting$500

 TeesdaleDonWallaceRecReserve$1.8m

 InverleighActiveYouthSpace(Fed,GrowingSuburbs)$1.2m

Note 4.5.5: Capital Expansion ($1.2m expenditure)

 InverleighActiveYouthSpace(Fed,GrowingSuburbs)$1.2m

BUDGET 2023-24

Reseal Program

CapitalRenewalincludesthefollowingroadresealprojectstotalling$1.1m.

GOLDEN PLAINS SHIRE COUNCIL

Local Roads Re-Sheeting

Re-sheetingprogramtotals$0.7m.

Road Improvements Program

Improvementsprogamtotals$0.7m,plusRoadstoRecoveryprogram$1.5m

Kerb and Channel/Footpaths

FootpathsandKerbandChannelprogramtotals$0.6m.

GOLDEN PLAINS SHIRE COUNCIL

BUDGET 2023-24

Bridge Renewal and Replacement

Bridgereplacementtotals$2.08m,plusbridgerenewalstotalling$0.6m

Drainage Program

Drainageprogramtotals$0.40mplusInverleighdrainageandcarparkworkstotalling$0.50m

GOLDEN PLAINS SHIRE COUNCIL

Note 4.5.6: Capital Expenditure Funding Sources $’000

Note 4.5.7: Capital Grants

InorderforCounciltodeliveritscapitalworksprogram,itreliesonfundingreceivedfromStateandFederal Governments. FollowingisalistofallgrantsincludedintheBudget.Some,butnotall,ofthesegrantshavebeen confirmedbyfundingagencies.

Proceeds from the Sale of Non-Current Assets

Proceedsfromthesaleofnon-currentassetstotals$3.4mandincludesthetrade-inofmotorvehicles,plantitems

4.6BORROWINGS

Thebudgetedloanliabilityof$8.3mat30June2024represents28%ofratesrevenue,whichisadecreasefrom 38%in2022-23(refersection4.8loansandborrowingsfinancialindicators). Theseborrowingsremainconsistent withsoundfinancialmanagementprinciples. BorrowingsallowCounciltospreadthefinancingcostofnewfacilities overanumberofyears,therebyeliminatingtheburdenonratepayersinanyoneyear.

LoanBalanceSchedule

Borrowing Schedule

4.7TARGETED PERFORMANCE INDICATORS

ThefollowingtableshighlightCouncil’scurrentandprojectedperformanceacrossaselectionoftargetedserviceand financialperformanceindicators.TheseindicatorsprovideausefulanalysisofCouncil’sintentionsandperformance andshouldbeinterpretedinthecontextoftheorganisation’sobjectives.

ThetargetedperformanceindicatorsbelowaretheprescribedperformanceindicatorscontainedinSchedule4ofthe LocalGovernment(PlanningandReporting)Regulations2020.Resultsagainsttheseindicatorsandtargetswillbe reportedinCouncil’sPerformanceStatementincludedintheAnnualReport.

Targeted PerformanceIndicators – Service

Targeted Performance Indicators – Financial

4.8FINANCIAL PERFORMANCE INDICATORS

KeytoForecastTrend:

+ForecastsimprovementinCouncil'sfinancialperformance/financialpositionindicator oForecaststhatCouncil'sfinancialperformance/financialpositionindicatorwillbesteady -ForecastsdeteriorationinCouncil'sfinancialperformance/financialpositionindicator

NOTES TO INDICATORS

1 Working Capital –Theproportionofcurrentliabilitiesrepresentedbycurrentassets. Workingcapitalisforecast toremainatsustainablelevelsduringtheperiodoftheCouncilPlan.

2 Asset renewal - ThispercentageindicatestheextentofCouncilrenewalsagainstitsdepreciationcharge(an indicationofthedeclineinvalueofitsexistingcapitalassets).Apercentagegreaterthan100indicatesCouncilis maintainingitsexistingassets,whileapercentagelessthan100meansitsassetsaredeterioratingfasterthanthey arebeingrenewedandfuturecapitalexpenditurewillberequiredtorenewassets.

3Ratesconcentration- ReflectsextentofrelianceonraterevenuestofundallofCouncil'son-goingservices. The currentratioindicatesthatCouncil’srelianceongovernmentfundinghasdiminishedandthisbalanceisexpectedto remainsteadyoverthetermoftheCouncilPlan. Itwillbeverydifficulttoimprovethisratiowithinaratecapping environment.

4 Adjusted underlying result –AnindicatorofthesustainableoperatingresultisrequiredtoenableCouncilto continuetoprovidecoreservicesandmeetitsobjectives.

5 Loans and Borrowings compared to rates – Thisratioisforecasttoreduceasloanprincipalisrepaidwithno newborrowings.

6 Interest and Principal Repayments compared to rates – Thisratioreflectsscheduledloanrepaymentsas describedintheBorrowingScheduleinSection4.6.

5.1DECLARATION OF RATES AND CHARGES

1. Amount Intended to be Raised

Anamountof$29,202,101(orsuchotheramountasislawfullyraisedasaconsequenceofthisresolution)be declaredastheamountwhichCouncilintendstoraisebygeneralrates,themunicipalchargeandtheannualservice charges(describedlaterinthisresolution),whichamountiscalculatedasfollows:

2.

2.1.Ageneralratebedeclaredinrespectofthe2023-24FinancialYear.

2.2.Itbefurtherdeclaredthatthegeneralrateberaisedbytheapplicationofdifferentialrates.

2.3.Adifferentialrateberespectivelydeclaredforrateablelandhavingtherespectivecharacteristicsspecified below,whichcharacteristicswillformthecriteriaforeachdifferentialratesodeclared:

2.3.1.ResidentialImproved

2.3.2.Business,IndustrialandCommercial Anylandwhich:

2.3.2.1. isusedprimarilyforcommercialorindustrial(includingextractiveindustry)purposes

2.3.3.Business,IndustrialandCommercial(BannockburnArea) Anylandwhich:

2.3.3.1. isusedprimarilyforcommercialorindustrial(includingextractiveindustry)purposes;

2.3.3.2. islocatedwithinanyoftheareasboundedbythecontinuousandunbrokenlinesandthe plansisattachedintheScheduleincludedintheAnnualBudget;and

2.3.3.3. isdesignatedassuchinCouncil'sratingdatabase.

2.3.4.FarmLandBroadacre

2.3.4.1. isover40hectaresinarea;and

2.3.4.2. is used primarily for grazing, dairying, pig-farming, poultry-farming, fish-farming, treefarming,bee-keeping,viticulture,horticulture,fruit-growingorthegrowingofcropsofany kindorforanycombinationofthoseactivities;and

2.3.4.3. isusedbyabusinessthat:

2.3.4.3.1. hasasignificantandsubstantialcommercialpurposeorcharacter;and

2.3.4.3.2. seekstomakeaprofitonacontinuousorrepetitivebasisfromitsactivitieson theland;and

2.3.4.3.3. is making a profit from its activities on the land, or that has a reasonable prospectofmakingaprofitfromitsactivitiesonthelandifitcontinuestooperate inthewaythatitisoperating.

2.3.5.1. isover2hectartesandlessthan40hectaresinarea;and

2.3.5.2. isintensivelyfarmed;and

General Rates

Anylandwhich:

2.3.5.FarmLandIntensive Anylandwhich:

2.3.5.3. isusedbyabusinessthat:

2.3.5.3.1. hasasignificantandsubstantialcommercialpurposeorcharacter;and

2.3.5.3.2. seekstomakeaprofitonacontinuousorrepetitivebasisfromitsactivitieson theland;and

2.3.5.3.3. is making a profit from its activities on the land, or that has a reasonable prospectofmakingaprofitfromitsactivitiesonthelandifitcontinuestooperate inthewaythatitisoperating.

2.3.6.FarmLand<40hectaresinarea Anylandwhich:

2.3.6.1. isover2hectartesandlessthan40hectaresinarea;and

2.3.6.2. is used primarily for grazing, dairying, pig-farming, poultry-farming, fish-farming, treefarming,bee-keeping,viticulture,horticulture,fruit-growingorthegrowingofcropsofany kindorforanycombinationofthoseactivities.

2.3.7.NonFarmVacantLand Anylandwhich:

2.3.7.1. isnotusedprimarilyforresidential,commercialorindustrial(includingextractiveindustry) purposes

2.3.8.VacantLandNonDevelopable

2.3.8.1. islocatedintheFarmingZone(aszonedwithintheGoldenPlainsPlanningScheme);and

2.3.8.2. cannotbeusedforresidential,commercialorindustrial(includingextractiveindustry) purposesduetotheconstraintsoftheGoldenPlainsPlanningScheme.

2.4.EachdifferentialratewillbedeterminedbymultiplyingtheCapitalImprovedValueofeachrateableland (categorisedbythecharacteristicsdescribedinthisresolution)bytherelevantcentsinthedollarindicated inthefollowingtable,orsuchlesseramountasrequiredtoachievecompliancewithPart8A–Ratecapsof theLocalGovernmentAct1989:

2.5.

*Theaboveratesinthedollarareindicativeonlyastheyarebasedonthedraft 2023Revaluations availableat31March2023.Theseratesinthe dollar will be recalculated in May 2023 following certification of the 2023 Revaluation by the Valuer-General, in order to ensure compliance with the ratecapping provisions of the Local Government Act.

2.6.ItberecordedthatCouncilconsidersthateachdifferentialratewillcontributetotheequitableandefficient carryingoutofCouncilfunctions,andthat

2.6.1. therespectiveobjectivesofeachdifferentialratebethosespecifiedintheSchedule includedintheAnnualBudget;

Anylandwhich:

2.6.2. therespectivetypesorclassesoflandwhicharesubjecttoeachdifferentialratebethosedefinedin thisresolution;

2.6.3. therespectiveusesandlevelsofeachdifferentialrateinrelationtothoserespectivetypesor classesoflandbethosedescribedinthisresolution;and

2.6.4. therelevant

2.6.4.1. usesof;

2.6.4.2. geographicallocationsof;

2.6.4.3. planningschemezoningsof;and

2.6.4.4. typesofbuildingson; therespectivetypesorclassesoflandbethosedescribedinthisresolution.

3. Municipal Charge

3.1.Amunicipalchargebedeclaredinrespectofthe2023-24FinancialYear.

3.2.ThemunicipalchargebedeclaredforthepurposeofcoveringsomeofthecostsofCouncil.

3.3.Themunicipalchargebeinthesumof$250foreachrateableland(orpart)inrespectofwhichamunicipal chargemaybelevied.

3.4.Itbeconfirmedthatthemunicipalchargeisdeclaredinrespectofallrateablelandwithinthemunicipal districtinrespectofwhichamunicipalchargemaybelevied.

4. Annual Service (Garbage) Charge

4.1.Anannualservicechargebedeclaredinrespectofthe2023-24FinancialYear.

4.2.Theannualservicechargebedeclaredforthecollectionanddisposalofrefuse(includingrecyclables).

4.3.Theannualservicechargebe:

4.3.1.inthesumof$427foreachrateableland(orpart)inrespectofwhichtheannualservicechargemay belevied;and

4.3.2.basedonownershipofanylandusedprimarilyforresidentialpurposeswithintheareadesignatedfor wastecollectionintheplan,whicharethecriteriafortheannualservicechargesodeclared.

5.1.ItberecordedthatCouncilrequiresanypersontopayinterestonanyamountofratesandchargestowhich:

5.1.1.thatpersonisliabletopay;and

5.1.2.havenotbeenpaidbythedatespecifiedfortheirpayment

5.2.TheChiefExecutiveofficerbeauthorisedtolevyandrecoverthegeneralrates,municipalchargeandannual servicechargeinaccordancewiththeLocalGovernmentAct1989.

5.3.TheChiefExecutiveofficerbeauthorisedtomakesomuchofCouncil'sratingdatabaseavailableasis reasonablynecessarytoenableanypersontoascertainthedesignationofanylandlocatedwithinanyof theareasboundedbythecontinuousandunbrokenlinesintheplansattachedtothisresolution.

5. Consequential

SCHEDULE

ResidentialImproved

Objective:

Toencouragecommerceandindustry,andtoensurethatallrateablelandmakesanequitablefinancialcontribution tothecostofcarryingoutthefunctionsofCouncil,includingthe:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Types and Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintheresolution.

Use and Level of Differential Rate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove.

Geographic Location:

Whereverlocatedwithinthemunicipaldistrict.

Use of Land:

AnyusepermittedundertherelevantPlanningScheme.

Planning Scheme Zoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

Types of Buildings:

Allbuildingswhicharenowconstructedonthelandorwhichareconstructedpriortotheexpiryofthe2023-24 FinancialYear.

BUDGET 2023-24

Business, Industrial and Commercial

Objective:

Toencouragecommerceandindustry,andtoensurethatallrateablelandmakesanequitablefinancialcontribution tothecostofcarryingoutthefunctionsofCouncil,includingthe:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Types and Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Use and Level of Differential Rate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove.

Geographic Location:

Whereverlocatedwithinthemunicipaldistrict.

Use of Land:

AnyusepermittedundertherelevantPlanningScheme.

Planning Scheme Zoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

Types of Buildings:

Allbuildingswhicharenowconstructedonthelandorwhichareconstructedpriortotheexpiryofthe2023-24 FinancialYear.

BUDGET 2023-24

Business, Industrial and Commercial (Bannockburn Area)

Objective:

ToenablemoreresourcestobedevotedtostrategicplanningofBusiness,IndustrialandCommercial(GrowthArea) (includingplanningfortheinfrastructureandcommunityneedsofthoseoperatingbusinessesonBusiness,Industrial andCommercial(GrowthArea)),toencouragecommerceandindustryandtoensurethatallrateablelandmakes anequitablefinancialcontributiontothecostofcarryingoutthefunctionsofCouncil,includingthe:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Types and Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Use and Level of Differential Rate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove.

Geographic Location:

Whereverlocatedwithinthemunicipaldistrict.

Use of Land:

AnyusepermittedundertherelevantPlanningScheme.

Planning Scheme Zoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

Types of Buildings:

Allbuildingswhicharenowconstructedonthelandorwhichareconstructedpriortotheexpiryofthe2023-24 FinancialYear.

BUDGET 2023-24

Farm Land Broadacre

Objective:

ToenablemoreresourcestobedevotedtostrategicplanningofFarmLand(includingplanningfortheinfrastructure andcommunityneedsofthoseoperatingfarmsorresidingonFarmLand),toencouragefarmingactivityandto ensurethatallrateablelandmakesanequitablefinancialcontributiontothecostofcarryingoutthefunctionsof Council,includingthe:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Types and Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Use and Level of Differential Rate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove.

Geographic Location:

Whereverlocatedwithinthemunicipaldistrict.

Use of Land:

AnyusepermittedundertherelevantPlanningScheme.

Planning Scheme Zoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

Types of Buildings:

Allbuildingswhicharenowconstructedonthelandorwhichareconstructedpriortotheexpiryofthe2023-24 FinancialYear.

GOLDEN PLAINS SHIRE COUNCIL Page 95 of 100

BUDGET 2023-24

Farm Land Intensive

Objective:

ToenablemoreresourcestobedevotedtostrategicplanningofFarmLand(includingplanningfortheinfrastructure andcommunityneedsofthoseoperatingfarmsorresidingonFarmLand),toencouragefarmingactivityandto ensurethatallrateablelandmakesanequitablefinancialcontributiontothecostofcarryingoutthefunctionsof Council,includingthe:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Types and Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Use and Level of Differential Rate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove.

Geographic Location:

Whereverlocatedwithinthemunicipaldistrict.

Use of Land:

AnyusepermittedundertherelevantPlanningScheme.

Planning Scheme Zoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

Types of Buildings:

Allbuildingswhicharenowconstructedonthelandorwhichareconstructedpriortotheexpiryofthe2023-24 FinancialYear.

GOLDEN PLAINS SHIRE COUNCIL Page 96 of 100

BUDGET 2023-24

Farm Land < 40 Hectares

Objective:

Toencouragefarmingactivityandtoensurethatallrateablelandmakesanequitablefinancialcontributiontothe costofcarryingoutthefunctionsofCouncil,includingthe:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Types and Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Use and Level of Differential Rate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove.

Geographic Location:

Whereverlocatedwithinthemunicipaldistrict.

Use of Land:

AnyusepermittedundertherelevantPlanningScheme.

Planning Scheme Zoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

Types of Buildings:

Allbuildingswhicharenowconstructedonthelandorwhichareconstructedpriortotheexpiryofthe2023-24 FinancialYear.

BUDGET

Non Farm Vacant Land

Objective:

ToenablemoreresourcestobedevotedtostrategicplanningofNonFarmVacantLand(includingplanningforthe infrastructureandcommunityneedsofthosewhomaycometooccupyNonFarmVacantLand),toencourage developmentofthatlandandtoensurethatallrateablelandmakesanequitablefinancialcontributiontothecostof carryingoutthefunctionsofCouncil,includingthe:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Types and Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Use and Level of Differential Rate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove.

Geographic Location:

Whereverlocatedwithinthemunicipaldistrict.

Use of Land:

AnyusepermittedundertherelevantPlanningScheme.

Planning Scheme Zoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

BUDGET 2023-24

Vacant Land Non Developable

Objective:

ToenablemoreresourcestobedevotedtostrategicplanningofNonFarmVacantLand(includingplanningforthe infrastructureandcommunityneedsofthosewhomaycometooccupyNonFarmVacantLand),toensurethatall rateablelandmakesanequitablefinancialcontributiontothecostofcarryingoutthefunctionsofCouncil,including the:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Types and Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Use and Level of Differential Rate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove.

Geographic Location:

Whereverlocatedwithinthemunicipaldistrict.

Use of Land:

AnyusepermittedundertherelevantPlanningScheme.

Planning Scheme Zoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.