Golden Plains Shire Council Budget 2025/26

1 OVERVIEW

1.1MAYOR’S INTRODUCTION

DearResidents

IampleasedtopresentCouncil’s2025-26Budgettoyou.ThisBudgetseekstomaintainservicesandinfrastructure aswellasdeliverprojectsandservicesthatarevaluedbyourcommunity,withinthe3%maximumratecapincrease assetbytheMinisterforLocalGovernment.

TheBudgethasbeenpreparedbasedontheadoptedprincipleswithinthe2025-2029CouncilPlanandLongTerm FinancialPlanandthecurrenteconomicclimate.

 Continuedcapitalinvestmentininfrastructureassets.

 Wastemanagementchargesarebasedonachievingfullcostrecoverytoensurethisserviceissustainable forthelongterm.

 Existingfeesandchargeshavegenerallybeenincreasedby3%inlinewiththeratecap.

 An adjusted underlying surplus of $0.077m after removing non-recurrent capital grants and capital contributions.

 Anoverarchingreductionintheoperationalspendtakingintoaccountcostsavingsmeasuresandreductions inservicelevels.

 RecognitionofthechallengesimpactingthefinancialsustainabilityoftheLocalGovernmentsectoracross Victoriaincludingbutnotlimitedtoongoingmaterialincreasesinconstructionandutilitycosts,costshifting measuresandsignificantmovementininsurancecosts.

Capitalworks

 Councilwillcontinuebudgetedcapitalworksasscheduledtomaximiselocalbusinessandemployment opportunities.

Highlights

 $52.12mspentonthedeliveryofservicestotheGoldenPlainscommunity.

 $15.3minvestmentincapitalassets,includinginfrastructure,buildings,recreation,leisureandcommunity facilitiesandplantmachineryandequipment.

Staying sustainable

Increasingcostsforthedeliveryofcapitalprojectsandoperatingservices,combinedwithunprecedentednatural disastersandweatherevents,andthecumulativeeffectofrate-cappingbelowCPI,haveplacedsignificantpressure onthefinancialmanagementofcouncils.TheVictorianlocalgovernmentsectorfaceschallengeswhichwillmost likelyleadtopotentialchangestoCouncil’sserviceofferingandcapacitytoinvestininfrastructure. Afocusonshorttermdecisionsandlong-termfinancialplanningisessentialtoensuresustainabilityforthesector.

Councilsareexperiencingdeterioratingfinancialresults,bestillustratedbyseverelylimitedreservesofunrestricted cash,therebyprovidinglittleornoprotectionagainstemergencies. Thenatureofthesectoralsomeansthereare fewopportunitiesforalternativeincomestreams,especiallyinregionalorruralareas.

Wearecommittedtoyourfuture;byfocusingontheStrategicObjectivescreatedinpartnershipwiththecommunity intheCouncilPlan. Councilwillcontinuetoreviewtheservicesitdeliverstoensuretheyaresustainableintothe future.

CrOwen Sharkey Mayor–GoldenPlainsShireCouncil

1.2EXECUTIVE SUMMARY

Introduction

The2025-26Budgethasbeenpreparedbasedonthe2025-2029CouncilPlanandFinancialPlan.TheBudgetseeks tomaintainandimproveservicesandinfrastructureaswellasdeliverprojectsandservicesthatarevaluedbyour community,withinthe3%maximumratecapincreasesetbytheMinisterforLocalGovernment.

Thisbudgetrecognisesthecurrenteconomicclimatewithinflationarypressuresandsignificantincreasesincosts, notinginflationistrendingtowards3.2%,utilitycostshaveincreasedbyupto2.5%-4.0%,civilconstructioncostsand commercialbuildingrateincreasesupto3.4%higher.Materialcostsforitemssuchasgravel,concreteandsteel havecontinuedtoincreaseontopofthesignificantincreasesexperiencedduring2024-25.

TheBudgetprojectsasurplusof$7.6mfor2025-26,withanadjustedunderlyingsurplusof$0.07m.

WithintheprinciplesoftheCouncilPlan,therehavebeensomeareasofincreasedfocusforCouncilinthe2025-26 financialyear. CouncilhasalsoensuredthatallprogramshavebeenevaluatedagainstCouncilprioritiesandany savingsidentifiedhavebeenre-directedintothesepriorityareas.

KeythingsCouncilarefunding

 OngoingdeliveryofservicestotheGoldenPlainscommunityfundedbyabudgetof$52.2m.Theseservices aresummarisedinSection2oftheBudget.

 Continuedinvestmentincapitalassetsof$15.3m. Thisconsistsof:

o infrastructure totalling $12.2m (including roads, bridges, footpaths and cycleways ($9.1m), recreation,leisureandcommunityfacilities($1.5m),parks,openspaceandstreetscapes($1.5m);

o buildingsof$0.3m;and

o Plant,machineryandequipmentof$1.8m(includingcomputersandtelecommunications($230k).

TheStatementofCapitalWorkscanbefoundinSection3andfurtherdetailsonthecapitalworksbudget canbefoundinSection4.5oftheBudget.

Council’s 2025-26 Budget at a Glance

RATESANDCHARGES$31.24M

USERFEES$2.15M GRANTS-OPERATING$11.64M GRANTS-CAPITAL$5.81M CONTRIBUTIONS-MONETARY$2.5M CONTRIBUTIONS-NON-MONETARYASSETS$3.79M NETGAIN/(LOSS)ONDISPOSAL$1.4M STATUTORYFEESANDFINES$0.81M OTHERINCOME$0.36M

1.3 BUDGET PREPARATION

ThissectionliststheBudgetprocessesundertakeninordertoadopttheBudgetinaccordancewiththeActand Regulations.

CommunityconsultationcommencedinNovember2024withdiscussionofthebudgetaspartoftheFinancialPlan deliberativeengagementworkshops. FurtherconsultationwiththecommunitywasheldinFebruary2025which focusedonthebudgetsubmissionprocessandinformingthecommunityofthechangeinprocessthisyear,with consultationheldearliertoinformthebudget. ThischangeallowedCounciltoconsidercommunityfeedbackinthe formofbudgetsubmissionsduringthepreparationofthebudget. BudgetsubmissionswereheardattheCouncil meetingheldon1April2025.

ThebudgetispreparedbasedontheactionsincludedintheCouncilPlan,whichisdevelopedandreviewedafter undertakingthesecommunityengagementactivitiesinaccordancewithCouncil’sCommunityEngagementPolicy.

AsummaryoftheBudgetisthenpreparedandpresentedtoCouncillorsforconsideration. Anumberofworkshops wereheldprovidingCouncilwithupdatesfromFebruarythroughtoApril2025.

AreviewoftheRevenueandRatingPlanwascompletedinaccordancewithrequirementsoftheLocalGovernment Act2020,requiredtobeadoptedby30JuneintheyearfollowingaCouncilelection. Theratingdifferentialswere reviewedandcommunityengagementwasundertakenwiththechangestoratingdifferentialsincludedintheBudget.

ThefinalstepisforCounciltoadopttheBudget.TheBudgetisrequiredtobeadoptedby30June.Thekeydates forthebudgetprocessaresummarisedbelow:

BudgetProcess

Timing

1. DeliberativeEngagementonFinancialPlan(incorporatingbudget) Nov2024

2. Officersprepareoperatingandcapitalbudgets Oct2024–March2025

3. CouncilworkshopsconductedtoreviewDraftBudget Feb2025–April2025

4. CouncilreceivesummaryofDraftBudgetforreview Feb2025–April2025

5. CommunityEngagement Feb2025

6. Budgetsubmissionperiod March2025

7. AnalysisandconsiderationofBudgetSubmissions March2025

8. SubmissionsconsideredbyCouncil April2025

9. CouncilreceiveupdatedDraftBudgetforreview April2025

10.BudgetpresentedtoCouncilforadoption May2025

11.Budgetrequiredtobeadopted 30June2025

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 reporting framework there are opportunities for community and stakeholder input. This is important to ensure transparencyandaccountabilitytobothresidentsandratepayers.

Source:DepartmentofJobs,Skills,IndustryandRegions

Thetimingofeachcomponentoftheintegratedstrategicplanningandreportingframeworkiscriticaltothesuccessful achievementoftheplannedoutcomes.

Shire Profile

GoldenPlainsShireisaruralmunicipalitysituatedbetweentwoofVictoria’slargestregionalcities,Geelongand Ballarat,withapopulationofover26,520(2025)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, withmorethan1,828businessesincludingfarming,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

We will implement progressive and creative responses to emerging issues and will continue to work to build 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 closelyassociatedwithcouncils,suchaslibraries,buildingpermitsandsportingfacilities. Further,overtime,the needsandexpectationsofcommunitiescanchange.Thereforecouncilsneedtohaverobustprocessesforservice planning and review to ensureallservicescontinue toprovidevaluefor moneyand areinlinewithcommunity expectations.Indoingso,councilsshouldengagewithcommunitiestodeterminehowtoprioritiseresourcesand balanceserviceprovisionagainstotherresponsibilitiessuchasassetmaintenanceandcapitalworks.

CommunityconsultationneedstobeinlinewithacouncilsadoptedCommunityEngagement PolicyandPublic TransparencyPolicy.

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

EconomicgrowthwillbestronglydrivenintheshorttermthroughtheexpansionoftheBannockburnIndustrialEstate andtheplannedGheringhapEmploymentPrecinctbothofferingstrategicallylocatedlandtoGeelongandfreeway connectiontoMelbourne. Thisisastrongfoundationtoattractnewindustryandsubstantiallyincreasethenumber oflocalemploymentopportunities.

Councilisrecognisedforengagingwithitscommunitiestobuildcommunityspirit;andplanforgrowthandfuture facilitiesandservices. Lookingtothefuture,GoldenPlainsShireresidentshavesharedtheirvisionandprioritiesfor thenext20yearsindevelopingtheGoldenPlainsCommunityVision2040andthroughengagementundertakento identifyshortertermprioritiesfortheCouncilPlan2025-2029andBudget.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

ThissectionprovidesadescriptionoftheservicesandinitiativestobefundedintheBudgetforthe2025-26yearand howthesewillcontributetoachievingthestrategicobjectivesoutlinedintheCouncilPlan.Italsodescribesseveral initiativesandserviceperformanceoutcomeindicatorsforkeyareasofCouncil’soperations.Councilisrequiredby legislationtoidentifymajorinitiatives,initiativesandserviceperformanceoutcomeindicatorsintheBudgetandreport againstthemintheirAnnualReporttosupporttransparencyandaccountability.Therelationshipbetweenthese accountabilityrequirementsintheCouncilPlan,theBudgetandtheAnnualReportisshownbelow.

Source: Department of Jobs, Skills, Industry and Regions

1.Community

2.Liveability

3.Sustainability

4.Prosperity

5.Leadership

 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

Strategic Direction 1: Community

StrategicObjectives:

1.1 Safe, resilient, andproudcommunities

GoldenPlainscommunitiesaresupportedtobesafe,proudandresilientthrougheducation,services,infrastructure, placesandadvocacy.

1.2 Celebrating andconnecting communities

GoldenPlainsconnectstoitsindigenousHeritageandrichhistoryandcelebratesthrougharts,cultureandevents thatbringcommunitiestogether.

1.3 Communityparticipation,engagementandownership

GoldenPlainsresidentsparticipateandareengagedintheircommunitiesthroughactivities,placesandopportunities thatbuildcapacityandownership.

1.4 Valuing communitydiversityand inclusion

GoldenPlainsvaluesdiversityandprovidesinclusiveopportunitiesforresidentsofallages,backgroundsandabilities toparticipateintheircommunities.

1.3 Facilities Management

serviceensures Council officers are prepared for emergencies andare able assist inthe relief and recovery fromemergencies. This servicechairs the multi-agency Municipal Emergency Management Planning Committee andis secretariat to the MunicipalFireManagement Sub-Committee. Council officers prepare theMunicipal Emergency Management Plan and the relevant subplans. Actions inthis service areainclude: emergency management training and exercising, plan maintenance, fire hazard inspections, completing maintenanceonfire access tracks and provide financialand physical support tothe CFA for burning of Municipal land.

This serviceundertakes anumberof community facingroles withinCouncil, including enforcinglocal laws, managing and undertakingschool crossing supervision, attending toanimalcontrol issues and planning compliancecomplaints to ensurethe safety of residents andvisitors to theShire.

To assess andcontrol environmental factors that may affect thehealthof the public via a range of education andenforcement programs. Todeliver services addressing domestic waste water management, foodsafety andtobaccocontrol regulations.

Council facilities support the health and wellbeing of Golden Plains Shire residents andfacilitate healthy vibrant communities. Themanagement and maintenanceof a network of facilities across the Shire enables service delivery, community and recreation activities and Council operations.

1.4 Community Inclusion

Engage, understand and advocateon behalf of the local agedand disability community. Identify and reduce barriers to promote activecommunity engagement. Development andmonitoring of the MunicipalDisability ActionPlan. Engagement and delivery of theAccess and Inclusion Advisory Committee.

Emergency Management andFire Prevention

Facilities Management

Community Inclusion

Increaseopportunities for allpeople to leadand influencedecisionmaking intheir communities through the delivery of theCommunity Planning Program. Increase community capacity through provisionof grants. Develop, implement andmonitor the Community Vision, CouncilPlan and ReconciliationActionPlan.

Facilitatingthedevelopment of community arts, heritage and cultural development projects and creative industries incollaborationwith local artists and communities.Arts, culture and heritage is central to the quality of life and wellbeing of residents inGoldenPlains Shire.

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

 Chairsthemulti-agencyMunicipalEmergencyManagementPlanningCommittee

 Developathree-yearMunicipalEmergencyManagementPlanwithkeystakeholders

 Assistinmitigating,respondingtoandrecoveringfromanemergency

 Implementimprovedsystems,processesandmaintenanceatCouncilandCommunityFacilities includingtheonlinebookingsystem,management/licenseagreementsandessentialsafety measures

 BuildthecapacityoftheDisabilityAdvisoryCommitteetoadviseonthedeliveryoftheDisability ActionPlanFramework

 UtilisetheRainbowReadyRoadmapLocalGovernmentGuidetoinformLGBTQIA+initiatives

 EngagewithanddeveloptheAccessandInclusionAdvisoryCommittee

 DelivertheMunicipalPublicHealthandWellbeingActionPlan

 DevelopandImplementCouncil’sInnovateReconciliationActionPlan

 EngageandsupportcommunityinthedevelopmentanddeliveryofCommunityPlans

 Providetraininganddevelopmentopportunitiestobuildthecapacityofcommunityvolunteers

 EngageandsupportcommunityinthedevelopmentofCommunityRecoveryHubsandIndividual andCommunityindevelopmentofemergencyplans

Initiatives

Service Area

Arts,Culture andHeritage

Youth Development

Major Initiatives

 ImplementtheInnovateReconciliationActionPlan

 FacilitatingopportunitiesforCreatives-brokeringaccesstospace,capacitybuildingopportunities andproject/programdevelopment

 ProgressdeliveryoftheArts,CultureandHeritageStrategy2022-2026

 Facilitateopportunitiesforexhibitions,initiativesandartsprograms

 DevelopandincreasethevoiceforYouthtoassistininformingCouncilServicesandStrategies

 ProgressthedeliveryofprogrammingandoperationsoftheGoldenPlainsYouthHuband outreachprogramsacrosstheShire

 DeliverprogramsfromEngageandFreezafunding

Service Performance Outcome Indicators

Performance Outcome Indicators

Criticalandmajornoncompliancenotifications

(Percentageofcritical andmajornoncompliancenotifications thatarefollowedupby Council)

AnimalManagement

Animalmanagement prosecutions(Numberof successfulanimal management prosecutions)

Numberofcriticalnoncomplianceoutcome notificationsandmajornoncomplianceoutcome notificationsaboutafood premisesfollowedup x100

Numberofcriticalnoncomplianceoutcome notificationsandmajornoncomplianceoutcome notificationsaboutfood premises

Numberofsuccessful animalmanagement prosecutions

Strategic Direction 2: Liveability

StrategicObjectives:

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

2.2 Supportinghealthyandactive living

Liveabilityissupportedthroughtheprovisionof,andadvocacyforfacilities,initiativesandprogramsthatenablehealthyrecreation, physicalactivityandsocialconnection.

2.3 Providefor adiversitylifestyleand housingoptions

Liveabilityissupportedbyadiversityofareas,infrastructureandhousingthatbalancetheneedsofdevelopingcommunitiesand valuetherurallifestyleofGoldenPlains.

2.4 Attractiveandwell-maintained infrastructureand publicspaces Liveabilityissupportedthroughadvocacyforandprovisionofqualitypublicspaces,infrastructureandservicesthatdeliverhigh standardsofmaintenanceandcleanliness.

2.2

engineering requirements to developments beingapproved within theShire, ensuring IDM requirements areconsidered and implemented, together with best practicecompliance in construction. Includes incomefrom fees for design checking and supervision of development works.

for local flexiblesolutions to residents who are transport disadvantaged as identified inthe Golden Plains Transport Connections Study. Implement recommendations from the Golden Plains Transport Connections Study Report withkey stakeholders.

Collaboratively working withcommunity, government, health and wellbeing partners andagencies to support, protect andimprovethe health and wellbeing of residents. Develop, deliver andmonitor the MunicipalHealth andWellbeing Plan.

Working todevelopa range of recreation facilities and services, withthe aim to increase active living in our community. By identifying, supporting and applying for grant funding, strategically planning recreationservice andfacility provision, building capacity and supporting localleadership infacility management and providing participation and engagement opportunities.

2.2

Delivery of recreationand community infrastructure projects including construction of community facilities, paths andtrails, recreationreserves and pavilions, sportingfacilities and play spaces.

2.1

2.1

Road Maintenance

2.1

Bridge Maintenance

GravelPits

2.4 Drainage

Routine maintenance of the RoadRegisterto upkeep and maintainof Council’s 1,040kms of sealed road and 703kms of unsealed road network. Repairs of major andsignificant roadfailures(Hazardous). Depreciation of the sealed and unsealed road network. Road designto allow Council to submit grant applications. Income received from grant applications. Maintenanceof line-marking and signage across Council’s local road network to Australian andVicRoads guidelines. This work includes installation of newsignage. Provision of private works services for residents, other Councils and developers. External parties can request Council to providequotation tocompleteworks on their behalf. These requests normally relate toworks that have potential impact onexistingCouncil assets. These requests are dependent onCouncil resource availability. Minor works on formedroads not on road register.

General maintenance of Council’s138 bridges and major culverts. Maintenanceactivities are aligned to conditionsurveys andactivities tokeep assets safe and serviceable. Activities donot relate toasset improvement or upgrade. This budget includes incomefromgrant funding applications. 63% of this budget relates todepreciation.

Operation of CouncilSago Hill gravel pit. This budget relates tothe extraction and use of Sago gravel within theShirein line withlicencerequirements. Sago gravelis used insome Councilroad projects, gravel re-sheetingand general gravel road maintenance. Over 50% of this budget relates to depreciation.

Maintenanceof Council’s drainage assets. This includes pipe systems, open drains, discharge points, treatment wetlands and kerb& channel. Over 15% of this budget relates todepreciation.

2.4 StreetLighting

2.1 Paths&Trails

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

Maintenanceof Council’s networkof footpaths, trails and rail trails. Council maintains paths constructed from concrete, asphalt and gravel including all signage, drains andbollards. 83% of this budget relates to depreciation.

Depots

Tree maintenance works onCouncil’s localroad network andmanaged land, to ensure community and road safety and inresponseto customer requests. Maintenance work is delivered via internal staff andcontractors. Council receives hundreds of customer requests per year fortree maintenance. Provision of roadsideslashingtoCouncil Roads and guidepost spraying(visibility).

Provision of alltownship amenity services in accordancewithCouncilpolicy. This includes minor streetscape beautificationimprovements, openspace maintenance(garden beds, medians, reserve maintenance)play areas (playgrounds, skateparks, bike parks, tennis and hardcourt facilities, sports ovals maintenance(watering, turf maintenance). Street furnituremaintenance and replacement. General litter removal, street sweeping and removal of graffiti. Maintenance tokeep theShireclean and tidy for Community is deliveredviaacombination of internal staff andcontractors.

Provide for utilities and maintenancecosts, OH&S related needs, quality of working environment forstaff and to house tools, equipment, chemical, materials and providefor fleet support.

Initiatives

RecreationPlanning

 ContinueimplementationoftheSportandActiveRecreationStrategy2020-2030andPlay SpaceStrategy2019-2029

 UndertakeMasterplanningforrecreationreserves

 ImplementtheFairAccessPolicyRoadmaptoadvancegenderequitableaccessanduseof communitysportsinfrastructure

 Developconceptplans,detaileddesignsandseekfundingopportunitiesforSportandActive Recreationprojects

 WorkwithCommitteeofManagementgroupstomanage,maintainandactivatefacilitiesand identifypriorityupgrade/maintenanceprojects

 Advocateforappropriatetransportinfrastructureandresourcingtomeetfuturegrowthdemands

 FurtherprogresstheBannockburnSouthEastPrecinctStructurePlan

 ContinuedpreparationoftheSmythesdaleStructurePlan

 FinalisetheGoldenPlainsPlanningScheme

 DevelopandimplementtheGrowingPlacesStrategy

 FurtherprogressthedevelopmentoftheDevelopmentContributionsPlanfortheBannockburn SouthEastPrecinctStructurePlan

 ImplementDevelopmentContributionsFramework,PolicyandProcedureforthemunicipality

 Progressrezoningapplicationsforbothresidential,industrialandcommercialdevelopments

 ImplementCouncil’sadoptedDomesticWasteWaterManagementPlan

RegulatoryServices

Development Engineering

 Undertaketargetedplanningschemeenforcementandcompliancechecks

 ImplementandregulateactionsundertheDomesticAnimalManagementPlan

 Ensuringengineeringrequirementsareimplementedthroughthedevelopmentprocess, includingcompliancewithCouncil'sInfrastructureDesignManual

Service Area Major Initiatives

Drainage

Health&Wellbeing

 Maintenanceofthedrainagenetwork

 FloodStudiesanddesignofdrainageimprovements

 Deliveryofdrainagemitigationmeasuresandupgrades

 ImplementandevaluatetheMunicipalPublicHealthandWellbeingPlan2021-2025

 DelivertheMunicipalHealthandWellbeingPlan2025-2029

 DeliverhealthpromotioninitiativesinlinewiththeVictorianHealth-HealthPromotionprogram andVicLocalGovernmentPartnership

 ConsiderandimplementprioritiesfromtheCommunityServicesandInfrastructurePlan

 ConsiderandimplementprioritieswithintheClimateEmergencyplanastheyrelateto CommunityHealth&Wellbeing

 BannockburnBikePark

 Community&RecreationFacilitySafetyWorks

 ClimateEmergencyPlan

 TreeReplacementProgram

Recreation Construction

RoadMaintenance

LocalRoads Resealing

LocalRoads Rehabilitation

LocalRoads Improvements

GravelResheeting

BridgeMaintenance

 NorthernStreetscapeImplementation

 OpenSpaceImprovements

 MajorRecreationFacilitiesRenewal

 SportsOvalIrrigation

 Netball/TennisCourtRenewal

 Sealedroadmaintenanceandrehabilitation

 UnsealedroadmaintenanceincludinggradingprogramasperCustomerCharter

 Managingroadusersafetythroughlinemarkingandsignmaintenance

 Ongoingroadresealingactivities

 Majorpatchingandroadupgradesincludingroadsafetyprojects

 DelivertheRoadstoRecoveryFundingProgram

 LobbyingforGovernmentandexternalroadfunding

 RoadDesigninvestigation

 RoadManagementPracticeImprovements(Systems,PoliciesandCommunityEngagement)

 Ongoinggravelresheetingprogramonunsealedroadnetwork

 Bridgeconditionsurveyandrevaluationprogram

 LobbyingforGovernmentandexternalbridgefunding

 Bridgeandlargeculvertroutinemaintenance

 ObtainingcontributionsfromotherCouncilswherebridgesareonCouncilboundaries

 ProgressthesecondstageoftheInverleighTreeSuccessionplan

 Progressdevelopmentofaproactiveroutineinspectionandmaintenanceprogramsfortree maintenanceacrosstheShire

TreeMaintenance

StreetLighting

 Progressdevelopingatreeinventorywithintownships

 Progresstreereplacementplanting,andtreeplantinginresponsetocommunityrequests

 Managementofpowercostsforstreetlighting

 Progressconversionofstreetlightingtoenergyefficientsystems

Service Area Major Initiatives

Township Maintenance

PathsandTrails

 WorkingwithCommitteesofManagementandProgressAssociationstodeliverworkprograms acrosstheShire

 Considersupportforvolunteerorganisationsthatstrivetoenhanceandprotecttheamenityof ourtownships

 Considertownshipamenityimprovementsinresponsetocommunityrequests

 MaintenanceofCouncilPaths,RailTrail(includingexistingfurnituremaintenance)&Trails

 AdvocateforandseekfundingopportunitiestodelivertheTracksandTrailsStrategyincluding theKitjarra-dja-bulBullartoLangi-utmasterplan

Service Performance Outcome Indicators

Service Indicator

Service

Performance

Outcome Indicators

Service Indicator Performance Measure Computation

Statutory planning Decisionmaking Councilplanning decisionsupheldat VCAT (Percentageof planningapplication decisionssubjectto reviewbyVCATand thatwereupheldin favouroftheCouncil)

NumberofVCATdecisionsthatdidnotsetaside Council'sdecisioninrelationtoaplanning application x100

NumberofVCATdecisionsinrelationtoplanning applications

Communitysatisfactionrating outof100withhowCouncilhas performedontheconditionof sealedlocalroads.

Communitysatisfactionrating outof100withhowCouncilhas performedontheconditionof unsealedlocalroads.

Strategic Direction 3: Sustainability

StrategicObjectives:

3.1 Valuing andprotectingnature,culturalheritageandtheenvironment

Sustainabilityisprovidedthroughpractices,educationandadvocacythatprotectnativevegetationandecosystemsandpreserve culturalandnaturalheritageforfuturegenerations.

3.2 Effectiveandresponsivewasteservicesand education

Sustainability is provided through the efficient provision of waste management services and education to promote responsible behavioursandreducewastetolandfill.

3.3 Responsiblymaintaining andmanagingnaturallandscapesand resources

Sustainabilityisprovidedthroughlandmanagementpractices,communitypartnerships,initiativesandbehavioursthatenablea safeandthrivingnaturalenvironment.

3.4 Mitigatingclimatechangeandpromoting clean/green technology

Sustainabilityisprovidedthroughapproachestoaddressclimatechangeanditsimpactonhealthandtheinvestigationanduse ofcleanenergyandtechnologysolutions.

To implement Environment Strategy strategic directions, deliveringspecific actions to ensurethe protectionand enhancement of our environment and natural assets. This includes implementationof reserve management plans, environmentaladvisory, pest/weed management, ecological/cultural burning program and community engagement activities to promotespecific environmentalprojects.

To implement the Climate Emergency Planthat includeskey imperatives to reduceemissions and prepare our operations, assets, community, and service delivery to adapt and buildresiliencefor a changing climate.

3.2 Garbage Collection Delivery of the Wasteand Resource Recovery Strategy. This includes the collection and disposal of domestic garbage and recyclables across theShire, and provision of education aboutwaste reductionand recycling to community. Management of ongoing shared services contracts including recycling, disposal, and collection. Implementation ofadditional services (glass only and FOGO) as per Government policy and legislation. Respondingto customer, community, and statutory authority enquiries.

3.2 MunicipalTips Operation of the Rokewood Transfer Station including sorting and appropriate recycling and disposal.

Rehabilitation of Council’s registered historic landfill sites. Responding to statutory authority andcommunity enquiries in regardto landfill sites.

3.2 LitterControl Control of general litter and illegal dumping that occurs across the Shire. Counciltoinvestigate all dumping to identify sources. Dumped rubbish is collected and disposedof properly. Management of public bin enclosures. Litter control is undertaken internally and by external contractors.

3.1 Environmental Sustainability

Initiatives

Service Area

Garbage Collection

Municipal Landfills

Environmental Sustainability

Major Initiatives

 Continuedimplementationofglassonlycollectionservice

 Communitycommunication,engagementandeducationofkeywastemanagementchangesand principlestoreducewastetolandfill

 ImplementtheWasteandResourceRecoveryStrategy,includingintroductionofFOGOinlinewith StateGovernmentrequirements

 Rokewoodlandfillrehabilitationprojectaftercaremanagement

 ContinuetoplanfortheTeesdalelandfillrehabilitationproject

 RespondtoStatutoryandcommunityenquiriesintolegacylandfillsites

 BannockburnIntegratedWaterManagementPlan-implementationofactions

 ImplementationofFleetManagementPlanactions

 ReviewandimplementtheTreeManagementPlan

 ProgresstheMooraboolRiverReserveMasterPlanpriorityactionsto‘shovelready’andprogress developmentofmanagementplan

 Communitycommunication,engagementandeducationofkeyenvironmentprinciples

 Developanevidencedbasedunderstandingofmunicipality-wideclimaterisks

 DevelopandimplementtheEnvironmentStrategy

 ImplementtheClimateEmergencyPlan

 Promotecommunitycirculareconomyacceleratorprogramsengagingbusiness,youngpeopleandthe broadercommunity

Strategic Direction 4: Prosperity

StrategicObjectives:

4.1 Education,learningand skilldevelopment

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

4.2 Supportinglocal producers,agriculture andbusiness

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

4.3 Improvedoptionsfor shopping,hospitality,tourism andevents

Prosperitywillbeenabledthroughlocalshopping,hospitalityandavarietyofbusinesses,eventsandactivitiesthatattractvisitation andtourism.

4.4 Localemployment and training

Prosperitywillbeenabledthroughincentivesandassistancefortrainingandinitiativesthatsupportlocalemployment.

4.5 Partnerships,advocacyandopportunitiesforinvestment

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 and developingtourism.

4.1 Maternal&Child Health(MCH)

4.1 Children’s Services

Provides a comprehensiveandfocused approachfor the promotion, prevention andearly identification of the physical, emotional andsocialfactors affecting young children andtheir families. The service supports child and family health, wellbeing and safety, focusing onmaternalhealth and father inclusivepracticeaskey enabler to optimisechild learning and development.

Improvethe health and wellbeing of families by increasingaccess to a range of quality universaland specialist children and familyservices. Support access through advocacy and promotion of services operated throughout theShireincluding Council operated Private and Not-for-profit. Providing families choice and promoting quality services that meet community needs. Establishnetworks, develop relationships withservice providers andconsider gaps incommunity access toservices.

4.1 Kindergartens Central Registration andEnrolment Scheme(CRES) for GoldenPlains Shire Kindergarten enrolments. Early Years Management of fivefunded kindergartens offeringthree and four year old programs and accompanyingearly learning facilities located at Bannockburn, Meredith, Rokewood, Inverleigh and Teesdale.

4.1 Libraries

Initiatives

Golden Plains Shire Family Day Care Service operates a family day careservicecomprisingof contractedEducators operating throughout theShire within their own residences andfrom approvedin venue facilities. Toprovideaccess to locally-based Family Day Care (Childcare) options for families and carers inGoldenPlains Shire. Qualified educators provide education andcareto between four and sevenchildren per day and likechildcare/ kindergartens are strictly regulatedunder National Regulation and Law. Someeducators also provide before and after school care options for families.

Providinga fit for purposefixed and mobilelibrary serviceto residents of GoldenPlains Shire through Council’s participation inthe Geelong Regional Library Corporation.

Investment Attraction& BusinessSupport

 Implementation(Year1)MunicipalEarlyYearsandChildrenPlan2025-2029

 PlanningandimplementationofMaternalandChildHealthservicesincludingfamilysupport programs

 ProvisionofCommunityImmunisationProgram

 Advocacy,planningandimplementationofStategovernmentEarlyEducation-BestStartBest LifeReform(by2032)

 CentralHighlandsSubRegionalEarlyChildhoodWorkforcePlanImplementation

 PlanningandDeliveryofEarlyYearsManagement:Free/FundedSessionalKindergarten

 InpartnershipwithStateGovernment:Advocacy,planningandimplementationofGoldenPlains ShireCouncilKindergartenInfrastructureServicesPlanandBuildingBlocksInfrastructure Agreement

 EstablishaTourismReferenceGroupthatencompassesboththeSouthandNorthregionsofthe GoldenPlainsShirewithdiverserepresentation

 ImplementtheTourismandCommunicationsStrategypromotingtheThreeTrails

 Supportlocalemploymentpathwaysthroughtraineeships,apprenticeshipsandworkplacements

 ParticipateandleverageopportunitieslinkedtotheCentralGoldfieldsWorldHeritageapplication

 ImplementtheEconomicDevelopment,TourismandInvestmentAttractionStrategy2022-2032 GoldenPlains Farmers’Market

Community Development

 Supportlocalproducers,businessandtourismbyconductingamonthlyFarmer'sMarketand annualTwilightMarket

 Developacommunityfacingadvocacyplan,highlightingcommunitypriorities

 ProvideopportunitiestoparticipateonCommunityEventsandPrograms

Service Performance Outcome Indicators

Service Performance Outcome Indicators

ParticipationinMCHkeyagesandstages visits

(PercentageofchildrenattendingtheMCHkey agesandstagesvisits)

Maternal andChild Health Participation

Libraries Participation

ParticipationinMCHkeyagesandstages visitsbyAboriginalchildren

(PercentageofAboriginalchildrenattending theMCHkeyagesandstagesvisits)

Activelibraryborrowersinmunicipality

(Percentageofthemunicipalpopulationthat areactivelibraryborrowers)

Numberofchildrenwho attendtheMCHserviceat leastonce(intheyear) x100

Numberofchildrenenrolledin theMCHservice

NumberofAboriginalchildren whoattendtheMCHservice atleastonce(intheyear) x100

NumberofAboriginalchildren enrolledintheMCHservice

Sumofthenumberofactive libraryborrowersinthelast3 financialyears x100

Sumofthepopulationinthe last3financialyears

Strategic Direction 5: Leadership

StrategicObjectives:

5.1 Information andengagement toinvolvecommunityindecision making Councilleadershipwillincludetheprovisionoftimelyinformationtocommunityanddeliberativeengagementtoinformandinvolve stakeholdersinCouncildecisionmaking.

5.2 Accountable and transparentgovernance andfinancial management Councilleadershipwillincludeoperatinginanopenandtransparentmannertoensureresponsiblegovernanceandsustainable financial,assetandriskmanagement.

5.3 Responsiveservice delivery supportedby systems, resourcesandan engagedworkforce CouncilleadershipwillincludethedeliveryofefficientandresponsiveservicedeliverysupportedbyCouncilsystems,processes andahealthy,productiveworkforce.

5.4 Planning, advocating andinnovating forthefuture Councilleadershipwillincludeadvocacy,innovation,partnershipsandplanningtoprogresstheGoldenPlainsCommunityVision 2040andensureabrightfutureforall.

5.3

Council deploys asuiteof diverseand engaging communique across a broadspectrum of channels to articulate Council initiatives, strategies andservices to a broad range of stakeholders, includingthe following - media; proactivemediareleases, planned media releases, timely responseto media enquiries, press advertising, radio interviews, 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.

Experience To provideconsistent, highquality customer service, by managing, resolving and preventing problems; empowering and educating our customers withselfservicetools and solutions; communicating effectively and exceeding customer expectations which willenable Council andour community to reach their goals.

5.2 Governanceand

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 the strategic directionof Council and outcomes for the community.

Maintenanceof voters’ rolls inreadiness for elections Conduct Council meetings, committeemeetings, workshops and othermeetings of Council with management.

Maintenanceof an integrated approach tocorporate planning, financial planning, budgeting and resource allocationand themaintenanceand measurement of organisational performancetomeet customer service needs.

To develop, buildand identify effectivemanagement of Council's exposureto risks which impact on the health, safety and wellbeingof ourstaff andto foster a safe workplace environment andculture.

5.1 Communications &Engagement

5.2

5.2

5.2

5.2

5.2

5.2

5.2

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.

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

deliver digital andICT services that enhance customer experienceoutcomes and improvestaff operational efficiency.

Levyingof rates andcharges, managing and collectinginterest on rates, receipt of VictoriaGrants Commissiongeneral purpose grant, managing investments to maximiseinterest and accountingfor subdivisions handedto Council.

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

Preparation of Council’s annual budget, annual financialstatements, financialplan, accounts payable, accounts receivable, taxationcompliance and other statutory returns and requirements.

Develop and maintaindocumented standards for procurement governance and procurement process which result invalue for money outcomes and minimalprocurement risk. Also, develop thecontract management capacity of Council.

and replacement of Council’s plant and equipment inaccordance with theplant replacement scheduleand Climate EmergencyPlan emissions reductiontargets.

Strategic Management of Council’s significant asset base including but not limitedto roads, bridges, footpaths, buildings, recreation reserves, drainage systems, parks and playgrounds etc.

Service Area

Communications&Engagement

CustomerExperience

PeopleandCulture

CorporatePlanning

Governance

SafetyandWellbeing

RiskManagement

InformationManagement

InformationTechnology&Digital Transformation

AssetManagement

Major Initiatives

 DevelopandimplementaCommunicationsplantoensurecommunityiswell informedonCouncildecisionsandpriorities

 SupportCouncil’sCommunityEngagementPolicytoreflectgenuine engagementforallresidentsacrosstheShire

 LaunchtheCouncillorEngagementprogram

 ReviewCouncilSocialMediaandEngagementPolicyunderway

 ReviewandstrengthenCouncil’sdigitalcommunicationschanneltoinclude expansionofcurrentWebsitetoreflectworks/upgradeinyourareaportal

 DevelopanddeliverCommunicationsandEngagementinformingframework tosupporttheorganisationinthedeliveryofcommunicationsandengagement tacticsforprojectdelivery

 DevelopthenewCustomerExperienceStrategy

 Implementcustomer-friendlyprocessesincludingtheComplaintsHandling PolicyandintegrationwiththeCustomerRelationshipManagementSystem (CRMS)

 AchievingtheGenderEqualityActionPlantocreateleadershipopportunities fordiversewomen,ensureanenablingworkplacecultureandembedagender inclusiveapproachtocommunityprograms,servicesandinfrastructure

 ReviewandimplementtheWorkforceCapabilityFramework

 ImplementtheadoptedCouncilPlan2025-2029inaccordancewiththe provisionsoftheLocalGovernmentAct2020

 Undertakeareviewofservicesandservicelevelstomaintainfinancial sustainability

 Implementpoliciesthatcontinuetopromotetransparencyandaccountabilityto supportCounciltoachievetheirshort,mediumandlongtermgoalsforthe municipalcommunity

 Implementgoodgovernanceanddecisionmakingprocessesandmeetall legislativerequirementsoftheLocalGovernmentAct2020

 ReviewingandupdatingPoliciesandProcedures

 ProvideastructuredOccupationalHealthandSafetySystemtoGoldenPlains ShireCouncil

 UpskillourLeadersinkeyOccupationalHealthandSafetyAreas

 ImplementtheSafetyandWellbeingStrategy

 RefineandimplementCouncil’sRiskManagementFrameworkandensureall keyriskshavebeenmeasuredandadequatelycontrolled

 ImplementationofacorporateDigitisationPlanforgreateraccessibilityto corporaterecords

 RedevelopandimplementtheDigitalTransformationStrategy

 ImplementtheCoreSystemTransformationProject

 EnhanceoperationsaroundGISsystems

 DelivertheAssetManagementStrategyRoadMap

 MaintainingdataintheAsseticsoftwaresystem

 Adopt,monitoranddelivertheimprovementsasidentifiedintheAssetPlan 2022-2032

Performance Outcome Indicators

Service Performance Outcome Indicators

Strategic ObjectivesSummary

100withhowCouncilhasperformedin makingdecisionsintheinterestsofthe community

Performance Statement

Theservice performanceindicators detailedinthepreceding pages willbe reported onwithinthe Performance Statementwhichispreparedattheendoftheyearasrequiredbysection98oftheActandincludedinthe2024-25 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%forthe2025-26year.

Fire Services Property Levy Act 2012

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

 From1July2025theFireServicesPropertyLevywillbereplacedbytheEmergencyServicesandVolunteers Fund(ESVF),whichwillbecollectedonbehalfoftheStateGovernment. AswiththeexistingFSPL,the ESVFwillappearonratesnoticeshoweverCouncildoesnotrecognisethisrevenuewhichisnotincludedin anyratingcalculation.

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

 TheLASFDBPlanisanindustrywidedefinedbenefitfundthatcurrentandpastemployeesofCouncilare membersofandCouncilhasalegalobligationtomeetany‘calls’madeonthefund. Thefundwasclosed tonewmembersin1993.

Asat30June2020thetriennialactuarialreviewofthePlandeterminedtheLASFDBPlanasina satisfactoryfinancialposition,fullyfundedandthata‘call’wasnotrequired. ThisPlanismanagedby VisionSuperandisexposedtofluctuationsinthemarket. A‘call’isexpectedintheshorttermand provisionhasbeenmadein2025-26budget.

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. Itisestimatedthe2025-2026 premiumwillbeapproximately$400,000.

 The insurance market is currently experiencing a ‘hard market’ cycle, where insurers tend to withdraw capacity,increaseratesandlimitcovers,whichhascontinuedtobeacceleratedbytheimpactofCOVID-19 in early 2020 and natural disasters. With the increasedfrequency and severity of natural catastrophes, includinglargeclaimeventssuchasbushfiresfloodeventsacrossAustralia,alongwithexpectedpremium increasesexacerbatedbysignificantwithdrawalofcapacity,thehardmarketconditionsarelikelytocontinue fortheshorttomediumterm.

Interest Rates

 $3.1mnewborrowingsareforecastforthe2025-26year.

 Interestratesforinvestmentsareassumedtobebetween4.5%and5.0%perannum.

Household Waste Disposal

 In February 2020, the State Government released its waste related circular economy policy ‘Recycling Victoria–ANewEconomy’. AkeyactionincludedwastheincreaseintheStateGovernmentlandfilllevy feesover3yearstobringitintolinewithotherStates.

Population Growth

 Futurepopulationgrowthfrom2025isforecasttogrowto42,607by2041,a60.66%increase.

Rates and Charges

 Totalratesandchargesof$31.24mincluderates,municipalcharge,specialchargesandwastemanagement charge,supplementaryratesandinterestonratesandcharges.

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

 10%ofratesandchargesraisedin2025-26havebeenbudgetedtoremainoutstandingat30June2026.

Grants

 TheFederalAssistanceGrantsdistributedviatheVictoriaGrantsCommissionisassumedtoincreaseonly marginallyfromthe2025-26allocation.

 Operatinggrantshavedecreasedby28.1%to$11.6m.

 Capitalgrantshavedecreasedby$8.5m.to$5.8m.

 FurtherdetailongrantrevenueisprovidedinNote4.1and4.5.

User Fees and Charges

 Somestatutoryfeesandchargeswillincreaseandthelevelofincomefromthesefeesisgenerallyassumed toincreaseby3%asaresultofgrowthinthelevelofactivity.

 MostofCouncil’snon-statutoryfeesandchargeswillincreaseby3%inaccordancewiththeFinancialPlan.

Payables

 Tradecreditorsarebasedontotalcapitalexpenditure,expenditureonMaterialsandServicesandaportion ofemployeecostssuchassuperannuation. Thenormalpaymentcycleis30days.

Receivables

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

Economy

 Economicconditionsareexpectedtoremainstableduringthebudgetperiod.LocalGovernmentplaysakey roleintheimplementationofStateandFederalGovernmenteconomicdevelopmentprogramswhichimpact onthelevelofcapitalworksexpenditureofCouncil.

2.3INTERNAL FACTORS

Employee Costs

 TotalEmployeecostsforCouncilstaffisexpectedtoincreaseby$1mfromthe2024-25forecast.

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

Impact of 2024-25 year on 2025-26 Budget

 The2024-25forecastBalanceSheetbecomesthestartingpointforthe2025-26financialyear;therefore, thisStatementholdsthekeytoanalysingtheimpactoflastyear’soperationsonthenewBudget.

 The2024-25forecastasat 31March2025remainsconsistentwiththeoriginal Budgetandanyknown materialvariancehasbeenallowedforintheforecast. However,anysubsequentmovementtotheforecast before30June2025willimpacttheopeningBalanceSheetfor2025-26.

 Transactionsoccurringinthe2024-25yearwillhaveanimpactonthe2025-26Budget. 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:

 The financial result should be consistent with Council’s Long Term Financial Plan, to ensure long-term sustainability.

 AllstrategiescontainedwithintheCouncilPlanforthe2025-26yearshouldbefundedintheBudget.

 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

 Ensurethat decisions are made and actions are taken having regard totheirfinancialeffects on future generationsand

 Ensurefull,accurateandtimelydisclosureoffinancialinformationrelatingtoCouncil

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

The2025-26Budget,whichisincludedinthisreport,isfortheyear1July2025to30June2026andispreparedin accordancewiththeActandRegulations.TheBudgetincludesfinancialstatementsbeingaComprehensiveIncome Statement,BalanceSheet,andStatementofChangesinEquity,StatementofCashFlowsandaStatementofCapital Works. TheBudgetalsoincludesaStatementofHumanResources.

Thesestatementshavebeenpreparedfortheyearended30June2026inaccordancewithAccountingStandards andothermandatoryprofessionalreportingrequirementsandinaccordancewiththeActandRegulations.Italso includesdetailedinformationabouttheratesandchargestobelevied,thecapitalworksprogramtobeundertaken andotherfinancialinformation,whichCouncilrequiresinordertomakeaninformeddecisionabouttheadoptionof theBudget.

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

3 STATEMENTS

ThissectionpresentsinformationinregardtotheFinancialStatementsandStatementofHumanResources.The budgetinformationfortheyear2025-26hasbeensupplementedwithprojectionsto2028-29extractedfromthe FinancialPlan.

ThissectionincludesthefollowingfinancialstatementspreparedinaccordancewiththeLocalGovernmentAct2020 andtheLocalGovernment(PlanningandReporting)regulations2020.

 ComprehensiveIncomeStatement

 BalanceSheet

 StatementofChangesinEquity

 StatementofCashFlows

 StatementofCapitalWorks

 StatementofHumanResources

Pending Accounting Standards

The2025-26budgethasbeenpreparedbasedontheaccountingstandardsapplicableatthedateofpreparation. Therearenopendingstandardsthatarelikelytoimpactonthe2025-26financialstatements.

3.1COMPREHENSIVE INCOME STATEMENT

Forthefouryearsending 30June2029

3.2 BALANCE SHEET

Forthefouryearsending 30June 2029

3.3STATEMENT OF CHANGES IN EQUITY

Forecastfortheyear ending 30June2025

Fortheyear ending30 June2026

Fortheyear ending30 June2027

Fortheyear ending30 June2028

Fortheyear ending30 June2029

NotesareincludedinSection4.3

3.4STATEMENT OF CASH FLOWS

Forthefouryearsending 30June2029 Note

3.5STATEMENT OF CAPITAL WORKS

Forthefouryearsending 30June2029

Forthefouryearsending 30June2029

A summary of human resources expenditure categorised according to theorganisationalstructure of Council is includedbelow:

Asummaryofthenumberoffulltimeequivalent(FTE)Councilstaffinrelationtotheaboveexpenditureisincluded below:

Forthefouryearsended 30June 2029

Forthefouryearsended 30June 2029

4 NOTES TO THE FINANCIAL STATEMENTS

4.1INCOME STATEMENT

Adjusted Underlying Result

Theregulationsprescribethemethodforcalculating the‘AdjustedUnderlyingResult’. Perthefollowingtable, it removes any non-recurrent grants used to fund capital expenditure, non-monetary asset contributions and other contributionstofundcapitalexpenditurefromthetotalcomprehensiveresult.

4.1 Comprehensive Income Statement

Note4.1.1: RatesandCharges ($1m increase)

RatesandchargesarerequiredbytheActandtheRegulationstobedisclosedinCouncil’sannualbudget. IndevelopingtheFinancialPlan,ratesandchargeswereidentifiedasanimportantsourceofrevenue.Planningfor futurerateincreaseshasthereforebeenanimportantcomponentoftheFinancialPlanningprocess.TheFairGo RatesSystem(FGRS)setsoutthemaximumamountcouncilsmayincreaseratesinayear.For2025-26theFGRS caphasbeensetat3%.Thecapappliestobothgeneralratesandmunicipalchargesandiscalculatedonthebasis ofcouncil’saverageratesandcharges.

Thelevelofrequiredratesandchargeshasbeenconsideredinthiscontext,withreferencetoCouncil'sothersources ofincomeandtheplannedexpenditureonservicesandworkstobeundertakenforthecommunity.

Toachievetheseobjectiveswhilemaintainingservicelevelsandastrongcapitalexpenditureprogram,theaverage generalrateandthemunicipalchargewillincreaseby3%inlinewiththeratecap.

ThecurrentRatingStrategyisbasedonthefollowingratingprinciples:

 Municipalchargeof$200allproperties

 75%differentialrateforallfarms

 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

4.1.1(d)Thenumberofassessmentsinrelationtoeachtypeorclassofland,andthetotalnumberofassessments, comparedwiththepreviousfinancialyear

4.1.1(e)ThebasisofvaluationtobeusedistheCapitalImprovedValue(CIV).

4.1.1(f)Theestimatedtotalvalueofeachtypeorclassofland,andtheestimatedtotalvalueofland,comparedwith thepreviousfinancialyear

4.1.1(g)ThemunicipalchargeunderSection159oftheActcomparedwiththepreviousfinancialyear

4.1.1(h)Theestimatedtotalamounttoberaisedbymunicipalchargescomparedwiththepreviousfinancialyear

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(2025-26:estimated$300kand2024-25:$314k)

· Thevariationofreturnedlevelsofvalue(e.g.valuationappeals)

· Changesofuseoflandsuchthatrateablelandbecomesnon-rateablelandandviceversa

· Changesofuseoflandsuchthatresidentiallandbecomesbusinesslandandviceversa

4.1.1(m)Differentialrates

FurtherdetailedinformationconcerningRatesandChargescanbefoundinSection5.4RatingInformationand Section6Appendices.

Note4.1.2: Statutory Feesand Fines ($81kincrease)

Userfeesrepresent1.4%oftotalincome.DetailsoftotalfeesandfinescontainedintheBudgetfollow.

Note4.1.3: UserFees($447kincrease)

Userfeesrepresent3.6%oftotalincome.DetailsoftotalfeescontainedintheBudgetfollow.

Note4.1.4: GrantFunding Types andSource($13.1mdecrease)

Grantscomprise29.2%ofthetotalincome.TheBudgetprovidesfor$17.5mintotalgrants,representingadecrease of$13.1mfromthe2024-25forecast.

Note4.1.4: Grants-Operating ($4.5mdecrease)

Operating grants comprise 19.5% of the total income. The Budget provides for $11.6m in operating grants, representingadecreaseof$4.5mfromthe2024-25forecast.

TheBudgetallowsforaVictoriaGrantsCommission(VGC)allocationof$7.9m. Acompletelistingoftotalbudgeted grantsisshownbelow.

OperatingGrantFunding Typesand Source

Note4.1.5:

Grants-Capital($8.5mdecrease)

TheBudgetprovidesfor$5.8mincapitalgrantsrepresentingadecreaseof$8.5mfrom2024-25forecast.Capital grantscomprise9.7%ofthetotalincome.CapitalgrantsareutilisedtodeliverCapitalprojects.

Non-recurrentgrantmeansagrantobtainedontheconditionthatitisexpendedinaspecifiedmannerandisnot expectedtobereceivedagainduringtheperiodcoveredbyCouncil’sFinancialPlan.

Note4.1.6: Contributions - Monetary ($785kincrease)

TheBudgetprovidesfor$2.5mmonetarycontributions,representinganincreaseof$785kfromthe2024-25forecast. MonetaryContributionscomprise4.2%oftotalincome.

BelowisalistofmonetarycontributionscontainedintheBudget.

Note4.1.7: Contributions - Non–Monetary($466k decrease)

TheBudgetprovidesfor$3.8mnon-monetary(assets)contributions,representing6.4%oftotalincome.

Note4.1.8: Net Gain on Disposalof Property, Plant andEquipment

Proceedsfromthesaleofassets,lesstheirwrittendownvalue,isdisclosedasanetfigureintheIncomeStatement. Thedetailsofthenetresultaredetailedinthetablebelow.

Note4.1.9: OtherIncome ($136kdecrease)

Otherincomeincludesinterestoninvestments.Interestoninvestmentshasbeenbasedonshorttermdepositrates rangingfrom3.8%to4.5%. Thebudgetof$364kcomprisesonly0.6%oftotalincome.

Note4.1.10: EmployeeCosts($1mincrease)

Employeecostsincludealllabourrelatedexpendituresuchaswagesandsalariesandon-costssuchasallowances, leaveentitlements,employersuperannuation,rostereddaysoff,longserviceleaveandfringebenefitstax.

Employeecostsarebudgetedtoincreasefromthe2024-25forecastby$996kto$21.7m.EnterpriseBargaining Agreementincrements,growthandmovementsbetweenbandingcontributetothisincrease.

Reconciliation from2024-25Budget

Note4.1.11:Materials andServices($6.9mdecrease)

MaterialsandServicesincludethepurchaseofconsumables,paymentstocontractorsfortheprovisionofservices,

Operatingmaterialsandservicesarebudgetedtodecreaseby$6.9mto$18m.

Note4.1.12:Bad andDoubtfulDebts($20k increase) Allocationofbadanddoubtfuldebtsof$50kmainlyrelatestoprovisionforcommunitysafetyprograminfringements andhardshippolicyapplication.

Note4.1.13:Depreciation andAmortisation ($992kincrease)

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

Note4.1.14:BorrowingCosts($22kincrease)

FinanceCostsrelatetotheinterestpaidonCouncilborrowings.Theratiooffinancecostsasapercentageofrates incomeindicatesthatlessthan0.6%ofincomeisrequiredtoservicedebt.Theincreaseof$22kisprimarilytheresult ofnewborrowingswhicharerequiredtofundnewcapitalprojects.

Note4.1.15:Other Expenses($256kdecrease)

OtherexpensesconsistsprimarilyofAuditFeesandMayoral&CouncillorAllowances.The2024-25yearincluded councilelectionexpenseswiththeCouncilelectionheldinOctober2024.

4.2BALANCE SHEET

Note4.2.1: Currentassets($2m Increase)

 Cashassetsincreasedby$2m

 Receivablesdecreasedby$0.4m

 Non-currentassetsheldforre-saleincreasedby$0.4m

Note4.2.2: Non-currentassets($6.4m increase)

Theincreaseinnon-currentassetsisdetailedinthetablebelow,including:

 Anincreaseinproperty,infrastructureplantandequipmentby$6.4m,comprisedofthecapitalworksprogram ($15.3m),receiptofgiftedassets($3.7m)lessdepreciationandamortisation($11.8m)andthecostofland developmentforre-salecost($0.9m).

Movements in Non-Current Assets

Note4.2.3:

Currentliabilities($644kdecrease)

 CurrentliabilitiesrepresentobligationsCouncilmustpaywithinthenextyear.

 Interestbearingcurrentliabilitiesincreaseby$124k,whichisforre-paymentofnewbarrowings

Note4.2.4: Non-currentliabilities($1.4mincrease)

 Non-currentliabilitiesrepresentobligationsCouncilmustpaybeyondthenextyear.

 Interestbearingliabilitiesincreaseby$1.4mwhichisfornewbarrowingslessrepaymentsofloanstakenout inprioryears.

4.3CHANGES IN EQUITY

Note4.3.1: Equity($7.5m increase)

Totalequityof$676mwillalwaysequalnetassetsandismadeupofthefollowingcomponents:

 CommittedreservesthatCouncilwishestoseparatelyidentifyasbeingsetasidetomeetspecificorstatutory purposeinthefuture.Thesereservesarederivedfromitemssuchasdevelopercontributions,specificlevies andunexpendedprojects;

 DiscretionaryreservesaretofundthelongtermviabilityofCouncil.Thedecisionsaboutfutureuseofany availablefundsisreflectedinCouncil’sFinancialPlanandanychangesinfutureuseofthefundswillbe madeinthecontextofthefuturefundingrequirementssetoutintheplan.Thefundingofthereplacementof long term infrastructure assets generally comes from discretionary funds; which is a component of the accumulatedsurplus.Thisisthevalueofallnetassets,lessreservesthathaveaccumulatedovertime.

Note4.4.4: Restricted andunrestricted cash andinvestments

CashandcashequivalentsheldbyCouncilarerestrictedinpartandnotfullyavailableforCouncil’soperations.The budgeted cash flow statement indicates that Council is estimating at 30 June 2026 it will have cash and cash equivalentsof$4m,whichhasbeenrestrictedasshowninthefollowingtable.

StatutoryReserves($769k)

Thesefundsmustbeappliedforspecifiedstatutorypurposesinaccordancewithvariouslegislativerequirements. WhilethesefundsearninterestrevenuesforCouncil,thefundsarenotavailableforotherpurposes.Duringthe202526year$100kisbudgetedtobetransferredtoStatutoryReserves.

OtherCommitted Reserves($2.4m)

Thesefundsareshownasothercommittedreserves,althoughnotrestrictedbyastatutoryrequirement,Councilhas madedecisionsregardingthefutureuseofthesefundsandunlessthereisaCouncilresolutionthesefundsshould beusedforthoseearmarkedpurposes.Duringthe2025-26year$400kisbudgetedtobeusedfromCommitted Reserves.ThedecisionsaboutfutureuseofthesefundshasbeenreflectedinCouncil’sFinancialPlanandany changesinfutureuseofthefundswillbemadeinthecontextofthefuturefundingrequirementssetoutintheplan.

Unrestricted Cashand Cash Equivalents($750k)

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

4.4CASH FLOWS

Note4.4.1: Operating activities($14m cash inflow)

Operatingactivitiesrefertothecashgeneratedor usedin the normalservice deliveryfunctionsof Counciland include:

 Receiptsfromratepayersof$31.6m

 Grantsof$17.5mtofundoperatingexpensesandcapitalworks

 Userfees$3m

 Contributionsandrecoupmentsof$2.5m

 Paymentstoemployees$21.8mand

Paymentstosuppliers$18.6m

Note4.4.2: Investingactivities($13.4mcash outflow)

Investingactivitiesrefertocashusedinthepurchase,enhancementorcreationofproperty,plantandequipment andinfrastructure.Theseactivitiesalsoincludethesaleofnon-currentassets.

Note4.4.3: Financing activities($1.4m cash inflow)

Financingactivitiesgenerallyrefertoborrowingsusedinthefinancingofcapitalprojectsandmovementsinfunds heldintrust.

Thenetinflowof$1.4mincludesthenewbarrowing$3.1mandrepaymentoftheprincipalcomponentofborrowings $1.5mandinterestexpenditure$189k.

4.5CAPITAL WORKS

Council’scapitalworksprogramisbroadlycategorisedintofourgroups:newassets,capitalrenewal,capitalupgrade andcapitalexpansion.

Newassetsareassetsthatdidnotpreviouslyexistpriorto1July2025. Newassetswillresultinincreasedoperating costs,maintenancecostsandcapitalrenewalinthefuture.

Capitalrenewalexpenditurereinstatesexistingassetstooriginalcondition. It mayreducefutureoperatingand maintenanceexpenditureifcompletedattheoptimumtime.

Capitalupgradeexpenditureenhancesanexistingassettoprovideahigherlevelofserviceorexpenditurethatwill increasethelifeoftheassetbeyondthatwhichithadoriginallybeenassigned. Upgradeexpenditureisdiscretionary andincreasesoperatingandmaintenanceexpenditureinthefuturebecauseoftheincreaseintheCouncil’sasset base.

Capitalexpansionexpenditureextendsanexistingassettoanewgroupofusers. Itisdiscretionaryexpenditurethat increasesfutureoperatingandmaintenancecostsbecauseitincreasesCouncil’sassetbase.

Note4.5.1: Summarymajorcapitalworksandhowtheyarefundedin2025-26.

Note 4.5.2: Capital Expenditure Funding Sources 2025-26

Note 4.5.2: Capital Expenditure Funding Sources 2026-27

Note 4.5.2: Capital Expenditure Funding Sources 2027-28

Note4.5.3: New Assets ($1.3mexpenditure)

Infrastructure($867k expenditure)

 FutureDesignWork$300k

 Kerb&Channel$100k

 CarParkProjects$50k

 FootpathProjects$250k

 CapitalisationofLabour$167k

Parks,Open Spaces &Streetscapes($275k expenditure)

 ClimateEmergencyPlan$150k

 ShireBeatification$25k

 OpenSpaceStrategyImprovements$100k

Note4.5.4: Capital Renewal($5.4mexpenditure)

Plant and Machinery ($1.6mexpenditure)

Thisexpenditureof$1.6misconsistentwithCouncil’splantandmachineryreplacementschedule.Themajoritems ofplanttobereplacedareaJetpatcher,BeavertailTruck,GigaTruck,Tractors,Forklift,Slasher,Mower,RotaryHoe, Trailers,FleetVehiclesandUtes.

Infrastructure($5.3m expenditure)

 Theresealprogramisbudgetedfor$400k;thefollowingpagecontainsdetailedinformationaboutthe plannedprogramfortheyear

 Gravelre-sheetingonlocalroadswillbefundedtoanamountof$700k

 BridgeRenewal$350k

 BridgeReplacement$1.2m

 Footpaths/Kerbs$50k

 DrainageWorks$400k

Parks,Open Spaces &Streetscapes($320k expenditure)

 TreeReplacementProgram$100k

 RefurbishmentofPlayground$150k

 ActiveRecreationalTrail$70k

Computerhardware($224kexpenditure)

Note4.5.5: Capital Upgrade($8.5m expenditure) Buildings$100k

 MinorModificationstoCouncilBuilding$40k

 EarlyYearsfacilitiesupgrades$50k

Infrastructure($5.3m expenditure)

 Localroadsimprovements$600k

 Localroadsimprovements(Roads2Recovery)$2.1m

 TVCRoadimprovementsprogram$1.7m

 Bridgeupgrade$800k

Parks,Open Spaces &Streetscapes($2.3mexpenditure)

 BannockburnBikePark$900k

 MajorRecFacilitiesUpgrade$175k

 NorthernStreetscapeImplementation$650k

 Community&RecreationFacilitySafetyWorks$100k

 SportsOvalIrrigation$100k

 CouncilCo-contributionforfundingopportunities$250k

 BannockburnSplashParkrenewals$30k

Bridge Renewal and Replacement Bridgereplacementtotals$2.0m,plusbridgerenewalstotalling$0.35m.

Note4.5.6: Capital ExpenditureFunding Sources $’000

Note4.5.7: Capital Grants

In order for Council to deliver its capital works program, it relies on funding received from State and Federal Governments. FollowingisalistofallgrantsincludedintheBudget.Some,butnotall,ofthesegrantshavebeen confirmedbyfundingagencies.

Thebudgetedloanliabilityof$8.3mat30June2026represents26.54%ofratesrevenue,whichisaincreasefrom 22.3%in2024-25(refersection4.8loansandborrowingsfinancialindicators).Thisisduetonewborrowings$3.1m tofundcapitalprojects.BorrowingsallowCounciltospreadthefinancingcostofnewfacilitiesoveranumberof years,therebyeliminatingtheburdenonratepayersinanyoneyear.

4.7TARGETED PERFORMANCE INDICATORS

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

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

Targeted PerformanceIndicators – Service

Indicator Measure

Governance

Satisfactionwith community consultationand engagement

Roads Sealedlocal

Statutory Planning Planning applications decidedwithin therelevant requiredtime

Waste Management

Kerbside collectionwaste divertedfrom landfill

Weightof recyclablesand greenorganics collectedfrom kerbsidebins/ Weightofgarbage, recyclablesand greenorganics collectedfrom kerbsidebins

Targeted Performance Indicators – Financial

4.8FINANCIAL PERFORMANCE INDICATORS

KeytoForecastTrend:

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

NOTESTOINDICATORS

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 – Thisratioreflects scheduled loanrepayments as describedintheBorrowingScheduleinSection4.6.

5.1DECLARATION OF RATES AND CHARGES

Recommendation

1. Amount Intended tobeRaised

Anamount of$31,237,960 (orsuchother amountas islawfullyraisedasaconsequenceof thisresolution)be declaredastheamountwhichCouncilintendstoraisebygeneralrates,themunicipalchargeandtheannualservice charges(describedlaterinthisresolution),whichamountiscalculatedasfollows:

GeneralRates

MunicipalCharge

AnnualService(Garbage)ChargeCompulsory

AnnualService(Garbage)ChargeNotCompulsory

SupplementaryRatesIncome

MunicipalChargeonSupplementaryRates

$23,846,470

$2,372,600

$4,335,900

$232,990

$250,000

$50,000 InterestonRates

2. General Rates

$150,000

2.1. Ageneralratebedeclaredinrespectofthe2025-26FinancialYear.

2.2. Itbefurtherdeclaredthatthegeneralrateberaisedbytheapplicationofdifferentialrates.

2.3. Adifferentialrateberespectivelydeclaredforrateablelandhavingtherespectivecharacteristicsspecified below,whichcharacteristicswillformthecriteriaforeachdifferentialratesodeclared:

2.3.1.ResidentialImproved

Anylandwhich:

2.3.1.1. isusedforprivateresidentialpurposes,includingbutnotlimitedtohouses,dwellings,flats andunits.

2.3.2.Business,IndustrialandCommercial

AnylandnotintheBannockburnlocalitywhich:

2.3.2.1. is used primarily for commercial or industrial (including extractive industry) purposes, includingbutnotlimitedtopropertiesusedfor:

2.3.2.1.1. thesaleorhireofgoodsbyretailortradesales,e.g.shops,auctionrooms,hardware stores

2.3.2.1.2. themanufactureofgoodswherethegoodsaresoldontheproperty

2.3.2.1.3. theprovisionofentertainment,e.g.theatres,cinemas,amusementparlours

2.3.2.1.4. media/broadcasting/communication establishments, e.g. newspaper offices, radio stations,telecommunicationtowersandassociatedfacilities

2.3.2.1.5. theprovisionofaccommodationotherthanprivateresidential,e.g.motels,caravan parks, camping grounds, camps, supported accommodation, accommodation houses,hostels,boardinghouses

2.3.2.1.6. short-termtouristaccommodationspecificallyidentifiedandcodedwithanAustralian Valuation Property Classification Code (AVPCC) of 232 (serviced apartments/holidayunits)or233(bedandbreakfast)

2.3.2.1.7. theprovisionofhospitality,e.g.hotels,bottleshops,restaurants,cafes,takeaway foodestablishments,tearooms

2.3.2.1.8. touristandleisureindustry,e.g.flora&faunaparks,indoorsportsstadiums

2.3.2.1.9. artgalleries,museums,showrooms,e.g.displayofgoods

2.3.2.1.10. commercialstorage(ministorageunits,wholesaledistributors)

2.3.2.1.11. hallsforcommercialhire

2.3.2.1.12. mixed business (those operating in residential type zones under the relevant Planning Scheme, with attached residences occupied as the principal place of residenceoftheperson(s)operatingthemixedbusinesscomponentoftherateable property,willhavetheresidentialportionratedasResidential)

2.3.2.1.13. themanufactureofgoods,equipment,plant,machinery,foodorbeveragewhichare generallynotsoldorconsumedonsite

2.3.2.1.14. warehouse/bulkstorageofgoods

2.3.2.1.15. thestorageofplantandmachinery

2.3.2.1.16. theproductionofrawmaterialsintheextractiveandtimberindustries

2.3.2.1.17. thetreatmentandstorageofindustrialwastematerials

2.3.2.1.18. vacantunoccupiedlandzonedorintendedtobeusedforindustrialorcommercial purposes

2.3.3.Business,IndustrialandCommercial(BannockburnArea) AnylandintheBannockburnlocalitywhich:

2.3.3.1. isusedprimarilyforcommercialorindustrial(includingextractiveindustry)purposesincluded butnotlimitedtopropertiesusedfor;

2.3.3.1.1. thesaleorhireofgoodsbyretailortradesales,e.g.shops,auctionrooms,hardware stores

2.3.3.1.2. themanufactureofgoodswherethegoodsaresoldontheproperty

2.3.3.1.3. theprovisionofentertainment,e.g.theatres,cinemas,amusementparlours

2.3.3.1.4. media/broadcasting/communication establishments, e.g. newspaper offices, radio stations,telecommunicationtowersandassociatedfacilities

2.3.3.1.5. theprovisionofaccommodationotherthanprivateresidential,e.g.motels,caravan parks, camping grounds, camps, supported accommodation, accommodation houses,hostels,boardinghouses

2.3.3.1.6. short-termtouristaccommodationspecificallyidentifiedandcodedwithanAustralian Valuation Property Classification Code (AVPCC) of 232 (serviced apartments/holidayunits)or233(bedandbreakfast)

2.3.3.1.7. theprovisionofhospitality,e.g.hotels,bottleshops,restaurants,cafes,takeaway foodestablishments,tearooms

2.3.3.1.8. touristandleisureindustry,e/g/flora&faunaparks,indoorsportsstadiums

2.3.3.1.9. artgalleries,museums,showrooms,e.g.displayofgoods

2.3.3.1.10. commercialstorage(ministorageunits,wholesaledistributors)

2.3.3.1.11. hallsforcommercialhire

2.3.3.1.12. mixed business (those operating in residential type zones under the relevant Planning Scheme, with attached residences occupied as the principal place of residenceoftheperson(s)operatingthemixedbusinesscomponentoftherateable property,willhavetheresidentialportionratedasResidential)

2.3.3.1.13. themanufactureofgoods,equipment,plant,machinery,foodorBeveridgewhich aregenerallynotsoldorconsumedonsite

2.3.3.1.14. warehouse/bulkstorageofgoods

2.3.3.1.15. thestorageofplantandmachinery

2.3.3.1.16. theproductionofrawmaterialsintheextractiveandtimbeindustries

2.3.3.1.17. thetreatmentandstorageofindustrialwastematerials

2.3.3.1.18. vacantunoccupiedlandzonedorintendedtobeusedforindustrialorcommercial purposes

2.3.4.FarmLand

Anylandwhich:

2.3.4.1. isover2hectaresinarea;and

2.3.4.1.1. isusedprimarilyforgrazing,dairying,poultry-farming,broilerfarming,eggfarming, pigfarming,goatdairyfarming,fish-farming,tree-farming,bee-keeping,viticulture, horticulture,fruit-growingorthegrowingofcropsofanykind,isintensivelyfarmed, orforanycombinationofthoseactivities;and

2.3.4.2. isusedbyabusinessthat:

2.3.4.2.1. hasasignificantandsubstantialcommercialpurposeorcharacter;and 2.3.4.2.2. seeks to make a profit on a continuous or repetitive basis from its activities on theland.

2.3.4.3. Thisdifferentialisalso to beappliedto anyproperty that hasanapprovedFarmRate ApplicationorSingleFarmEnterpriseApplication.

2.3.5.NonFarmVacantLand

Anylandwhich:

2.3.5.1. isnotusedprimarilyforresidential,commercialorindustrial(includingextractiveindustry) purposesanddoesnothaveadwellingerectedandoccupiedfortheprincipalpurposesof accommodatingpersonsontheproperty.

2.3.6.VacantLandNonDevelopable Anylandwhich:

2.3.6.1. islocatedintheFarmingZone(aszonedwithintheGoldenPlainsPlanningScheme);and

2.3.6.2. cannot be used for residential, commercial or industrial (including extractive industry) purposesduetotheconstraintsoftheGoldenPlainsPlanningSchemeand

2.3.6.3. includespropertiesthatareclassifiedPRCZorPCZindicatingplanningrestrictionsapplyto theproperty.

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

2.5.

2.6. ItberecordedthatCouncilconsidersthateachdifferentialratewillcontributetotheequitableandefficient carryingoutofCouncilfunctions,andthat

2.6.1. therespectiveobjectivesofeachdifferentialratebethosespecifiedintheSchedule includedintheAnnualBudget;

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.

3.1. Amunicipalchargebedeclaredinrespectofthe2025-26FinancialYear.

3.2. ThemunicipalchargebedeclaredforthepurposeofcoveringsomeofthecostsofCouncil.

3.3. Themunicipalchargebeinthesumof$200foreachrateableland(orpart)inrespectofwhichamunicipal chargemaybelevied.

3.4. Itbeconfirmedthatthemunicipalchargeisdeclaredinrespectofallrateablelandwithinthemunicipal districtinrespectofwhichamunicipalchargemaybelevied.

3. Municipal Charge

4. AnnualService(Garbage) Charge

4.1. Anannualservicechargebedeclaredinrespectofthe2025-26FinancialYear.

4.2. Theannualservicechargebedeclaredforthecollectionanddisposalofrefuse(includingrecyclables).

4.3. Theannualservicechargebe:

4.3.1.inthesumof$447foreachrateableland(orpart)inrespectofwhichtheannualservicechargemay belevied;and

4.3.2.basedonownershipofanylandusedprimarilyforresidentialpurposeswithintheareadesignatedfor wastecollectionintheplan,whicharethecriteriafortheannualservicechargesodeclared.

5. Consequential

5.1. ItberecordedthatCouncilrequiresanypersontopayinterestonanyamountofratesandchargestowhich:

5.1.1.thatpersonisliabletopay;and

5.1.2.havenotbeenpaidbythedatespecifiedfortheirpayment

5.2. TheChiefExecutiveofficerbeauthorisedtolevyandrecoverthegeneralrates,municipalchargeandannual servicechargeinaccordancewiththeLocalGovernmentAct1989.

5.3. TheChiefExecutiveofficerbeauthorisedtomakesomuchofCouncil'sratingdatabaseavailableasis reasonablynecessarytoenableanypersontoascertainthedesignationofanylandlocatedwithinanyof theareasboundedbythecontinuousandunbrokenlinesintheplansattachedtothisresolution.

SCHEDULE

ResidentialImproved

Objective:

Toensurethatallrateablelandmakesanequitablefinancialcontributiontothecostsofcarryingoutthefunctionsof Council,includingthe:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Typesand Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintheresolution.

Useand Level ofDifferentialRate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove,havingregardtothecharacteristicsoftheland.

GeographicLocation:

Whereverlocatedwithinthemunicipaldistrict.

UseofLand:

AnyusepermittedundertherelevantPlanningScheme.

Planning SchemeZoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

TypesofBuildings:

Allbuildingswhicharenowconstructedonthelandorwhichareconstructedpriortotheexpiryoftheapplicable reportingyear.

Business,Industrialand Commercial

Objective:

Toencouragecommerceandindustry,andtoensurethatallrateablelandmakesanequitablefinancialcontribution tothecostofcarryingoutthefunctionsofCouncil,includingthe:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Typesand Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Useand Level ofDifferentialRate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove,havingregardtothecharacteristicsoftheland.

GeographicLocation:

WhereverlocatedwithinthemunicipaldistrictbutnotintheBannockburnlocality.

UseofLand:

AnyusepermittedundertherelevantPlanningScheme.

Planning SchemeZoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

TypesofBuildings:

Allbuildingswhicharenowconstructedonthelandorwhichareconstructedpriortotheexpiryoftheapplicable reportingperiod.

Business,Industrialand Commercial(BannockburnArea)

Objective:

Toencouragecommerceandindustry,andtoensurethatallrateablelandmakesanequitablefinancialcontribution tothecostofcarryingoutthefunctionsofCouncil,includingthe:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Typesand Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Useand Level ofDifferentialRate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove,havingregardtothecharacteristicsoftheland.

GeographicLocation:

ApplicabletolandinthelocalityofBannockburnwithinthemunicipaldistrict.

UseofLand:

AnyusepermittedundertherelevantPlanningScheme.

Planning SchemeZoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

TypesofBuildings:

Allbuildingswhicharenowconstructedonthelandorwhichareconstructedpriortotheexpiryoftheapplicable reportingperiod.

FarmLand

Objective:

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

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Typesand Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Useand Level ofDifferentialRate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove,havingregardtothecharacteristicsoftheland.

GeographicLocation:

Whereverlocatedwithinthemunicipaldistrict.

UseofLand:

AnyusepermittedundertherelevantPlanningScheme.

Planning SchemeZoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

TypesofBuildings:

Allbuildingswhicharenowconstructedonthelandorwhichareconstructedpriortotheexpiryoftheapplicable reportingperiod.

NonFarm VacantLand

Objective:

ToenablemoreresourcestobedevotedtostrategicplanningofNonFarmVacantLand(includingplanningforthe infrastructure and communityneeds of those who maycome tooccupy NonFarmVacantLand),toencourage developmentofthatlandandtoensurethatallrateablelandmakesanequitablefinancialcontributiontothecostof carryingoutthefunctionsofCouncil,includingthe:

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Typesand Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Useand Level ofDifferentialRate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove,havingregardtothecharacteristicsoftheland.

GeographicLocation:

Whereverlocatedwithinthemunicipaldistrict.

UseofLand:

AnyusepermittedundertherelevantPlanningScheme.

Planning SchemeZoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.

VacantLandNon Developable

Objective:

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

 Constructionandmaintenanceofpublicinfrastructure

 Developmentandprovisionofhealthandcommunityservicesand

 Provisionofgeneralsupportservices

Typesand Classes:

Rateablelandhavingtherelevantcharacteristicsdescribedintherecommendation.

Useand Level ofDifferentialRate:

ThedifferentialratewillbeusedtofundsomeofthoseitemsofexpendituredescribedintheBudgetadoptedby Council. ThelevelofthedifferentialrateisthelevelwhichCouncilconsidersisnecessarytoachievetheobjectives specifiedabove,havingregardtothecharacteristicsoftheland.

GeographicLocation:

Whereverlocatedwithinthemunicipaldistrict.

UseofLand:

AnyusepermittedundertherelevantPlanningScheme.

Planning SchemeZoning:

Thezoningapplicabletoeachrateablelandwithinthiscategory,asdeterminedbyconsultingmapsreferredtointhe relevantPlanningScheme.