Resourcing Strategy 2013 2025

RESOURCING STRATEGY 2013 - 2025 REVISED JUNE 2015

INCLUDES Long Term Financial Plan 2015/16 – 2024/25 - Revised June 2015 Asset Management Strategy 2015/16 – 2024/25 - Revised June 2015 Workforce Strategy 2013-2017 – Revised April 2015 Ku-ring-gai Council

1

June 2015

2

Resourcing Strategy 2013 - 2025

me vern nt go al

ellence in exc loc for

Ku-ring-gai Council 818 Pacific Highway, Gordon NSW 2072 T 02 9424 0000 F 02 9424 0001 E kmc@kmc.nsw.gov.au W www.kmc.nsw.gov.au

2014 WIN

NER

About this Strategy...................................................... 4 Council’s Role.............................................................. 5 Supporting Documents................................................ 5 Long-Term Financial Plan............................................ 6 Asset Management Strategy........................................ 6 Workforce Strategy...................................................... 7 About Ku-ring-gai........................................................ 8 Key Assumptions......................................................... 10 Key Challenges............................................................ 11 Our Options - Scenario Planning.................................. 13 Our Proposal................................................................ 13

Ku-ring-gai Council

3

ABOUT THIS STRATEGY

Other State Plans and Strategies

State Plan NSW 2021

Councils in New South Wales are required under the Local Government Act 1993 to prepare a suite of documents that form the Integrated Planning and Reporting (IP&R) framework. The Resourcing Strategy is one of these documents. It details how the strategic aspirations of Ku-ring-gai can be achieved in terms of time, money, people and assets. The Resourcing Strategy spans a minimum of ten years. Its component parts are a:

Relevant Regional Plans

• 10-year Long-term Financial Plan; • 10-year Asset Management Strategy; and

Community Strategic Plan

• Four-year Workforce Strategy.

10+ years

Other Strategic Plans and Policies examples:

Community Engagement

Land Use Plans

Climate Change Policy

Community Facillities Strategy

Integrated Transport Strategy

Delivery Program 4 years

Resourcing Strategy • Long Term Financial Plan • Workforce Strategy • Asset Management Strategy

Operational Plan 1 year

Perpetual Monitoring and Review Annual Report

Source: NSW Office of Local Government – Integrated Planning and Reporting framework. www.olg.nsw.gov.au

4

Resourcing Strategy 2013 - 2025

The Resourcing Strategy is the link between the long-term Community Strategic Plan (CSP) and the medium-term Delivery Program. It is prepared every four years following each Council election. It is developed concurrently with the other plans in the IP&R framework (see diagram to left). The Resourcing Strategy is designed to be a living document to reflect changing financial and asset information.

Initiatives within the Resourcing Strategy will be reviewed annually to ensure relevance in the changing environment and to incorporate any community feedback.

COUNCIL’S ROLE

SUPPORTING DOCUMENTS

It is Council’s responsibility to develop the Resourcing Strategy to show how it will allocate its resources to deliver the objectives and strategies identified in the Community Strategic Plan. Councils do not have full responsibility for implementing or resourcing all the community aspirations identified in the Community Strategic Plan.

Other stakeholders, such as state agencies, non-government organisations, community groups and individuals also have a role to play in delivering these outcomes. The Resourcing Strategy process provides an opportunity to quantify what the council’s contribution might be.

Council adopted Community Strategic Plan Our Community - Our Future 2030 is a 20-year blueprint for the future of the Ku-ring-gai local government area (LGA). It is both a process and a document designed to bring together the community to set goals and aspirations for the future and to plan how to go about achieving those goals. It was informed by the current activities of council, future aspirations of residents, businesses, Councillors and State and regional directions. The CSP provides Council with the strategic direction to align its policies, programs and services.

It will also act as a guide for other organisations and individuals in planning and delivering services. The plan addresses the community’s issues to achieve the long term objectives under the following themes:

The Resourcing Strategy is difficult to prepare due to its iterative and integrated nature. The community and council need basic information about assets and their condition to help inform its priority setting but the final asset management strategy can’t be adopted until the Community Strategic Plan has been finalised.

The CSP can’t be finalised until financial projections and rating implications have been prepared and discussed with the community. The Long Term Financial Plan will not take on a level of detail until the Delivery Program and Operational Plans are developed. The documents are prepared with the best available information but are designed to be dynamic to reflect changing priorities.

1. Community, People and Culture 2. Natural Environment 3. Places, Spaces and Infrastructure 4. Local Economy and Employment 5. Access, Traffic and Transport 6. Leadership and Governance

Ku-ring-gai Council

5

LONG TERM FINANCIAL PLAN The first part of the Resourcing Strategy consists of Council’s Long Term Financial Plan (LTFP). The LTFP is Council’s ten-year financial planning document and the emphasis is on long-term financial sustainability. Financial sustainability is one of the key issues facing local government due to several contributing factors including cost shifting from other levels of government, ageing infrastructure and constraints on revenue growth. A financially sustainable Council is one that has the ability to fund on-going service delivery and renew and replace assets without imposing excessive debt or rate increases on future generations. This is an important document, which will test the community aspirations and goals against financial realities. Contained in this plan are: • assumptions used to develop the plan; • financial modelling for different scenarios; •p rojected income and expenditure, balance sheet and cash-flow statements; and • methods of monitoring financial performance.

Balancing expectations, uncertainty of future revenue and expenditure forecasts is one of the most challenging aspects of the financial planning process. As such, the longer the planning horizon, the more general the plan will be in the later years. Every effort has been taken to present the most current estimates and project scopes to be included in this plan.

ASSET MANAGEMENT STRATEGY CURRENT STATE OF COUNCIL’S FINANCES Ku-ring-gai Council is in a sound financial position. The Net Operating Result for 2013/14 was a surplus of $16.04 million after allowing for the depreciation expense on Council’s $976 million portfolio of depreciable assets such as roads, footpaths, drains, buildings and others. If capital grants and contributions are excluded, the operating result for 2013/14 remained in surplus, with a result of $3.1 million. The available working capital for 2013/14 was $4.6 million compared to $5.9 million for 2012/13. Council’s financial position was reinforced as part of an independent review carried out by the NSW Government’s Treasury Corporation (TCorp), which rated Council’s position as sound and a neutral outlook into the future.

The 2015/16 budget provides for an operating surplus of $27.2 million after allowing for depreciation. If capital grants and contributions are excluded, the operating result remains in surplus, with a result of $9.1 million. This is consistent with Council’s LTFP which provides a framework to achieve continued operating surpluses and maintain healthy levels of working capital and reserves. Loan borrowing is significant but manageable and will be substantially repaid over the life of the plan from identified sources of repayments in line with Council’s new funding strategy.

The second part of the Resourcing Strategy deals with asset management planning, in particular the Council’s: • Asset Management Policy (AMP); and • Asset Management Strategy (AMS).

The Asset Management Strategy is supported by Asset Management Plans for each asset class. Together, these documents and our processes, data and systems (including asset registers and technical databases) make up Council’s Asset Management Framework.

The revised Asset Management Strategy 2015-2025 included in this document has been developed with input from Council and the community. The Strategy demonstrates to Ku-ring-gai residents and stakeholders how Council’s asset portfolio supports the service delivery needs of the community both now and into the future (10 years). The revised Strategy also includes an Asset Management Improvement Plan to ensure that organisational practices and procedures are continually improved.

The Strategy establishes the current condition and value of all assets; the preferred condition and level of service of all assets; and the systems, resources, processes and financing options to achieve the preferred condition and level of service.

ASSET PORTFOLIO NSW local governments are the custodians of approximately $50 billion of community assets, which enable councils to provide services to their community. These assets need to be managed in the most appropriate manner on behalf of and to service the community.

The replacement value of Council’s Infrastructure assets is $927 million1. The carrying amount (written down value) is $518 million.

Infrastructure assets include: • roads and transport (roads, footpaths, kerb and gutters, car parks, road structure and street furniture and bridges); • buildings (operational, community and commercial); • stormwater drainage; and • recreation facilities (sports fields, parks, bushland).

1. Ku-ring-gai Council’s Annual Report 2013 - 2014 - Financial Statements - Note 9a Infrastructure, Property, Plant & Equipment

6

Resourcing Strategy 2013 - 2025

WORKFORCE STRATEGY The third and final part of the Resourcing Strategy is the Workforce Strategy (WS). An effective Workforce Strategy provides a systematic framework for developing organisational capability in order to meet emerging needs and effectively respond to unexpected change.

Council’s Workforce Strategy provides a link between operational and strategic objectives and considers the associated workforce implications. In addressing the human capital requirements for Council’s Delivery Program, this strategy spans four years and considers all potential resourcing and knowledge requirements.

Ku-ring-gai Council

7

ABOUT KU-RING-GAI The Ku-ring-gai area is located in Sydney’s northern suburbs, 16 kilometres north of the city centre. The area is predominantly residential with 95 percent of residential areas having low-density housing. There are significant areas of park and bushland with very little commercial, and no industrial, land use. Ku-ring-gai has a unique natural setting and diverse fauna and flora. The extent of bushland and biodiversity of the area is unique for a local government area situated so close to the centre of Sydney’s central business district. The established tree canopy in Ku-ring-gai is a defining characteristic.

Historically, Ku-ring-gai’s urban areas developed as a series of villages along the main ridgelines, each with their own identity, and always bounded by or close to large tracts of natural bushland and national parks. Over time subdivision and residential development have connected the villages into larger suburbs, although their distinct characteristics still largely remain intact. The nine distinct suburbs are Gordon, Killara, Lindfield, Pymble, Roseville, St Ives, Turramurra, Wahroonga and Warrawee. Today, with the increasing population and redevelopment of established areas, there is a greater focus on defining and preserving those visual landscapes and built characteristics that make Ku-ring-gai attractive to its residents and visitors.

Ku-ring-gai’s local government area is comparatively well educated and affluent with high levels of employment.

Housing choice and affordability are key social issues.

In 2011, 77.5% of dwelling types were separate houses, compared with 58.9% in Greater Sydney and down from 84.3% in 2006. The former Sydney Metropolitan Strategy (2036) and North Subregion Strategy (2008) set a target of 10,000 additional dwellings in Ku-ring-gai by 2036.

8

Resourcing Strategy 2013 - 2025

Council accommodated this growth in its Local Centres and Principal LEPs. A Plan for Growing Sydney, the new metropolitan strategy, was released in December 2014.

Subregional planning by the Department of Planning and Environment is currently underway. It is anticipated that this process will require even more growth in medium and high-density development, particularly centred around the rail corridor. Key demographic features of the area include: •K u-ring-gai’s estimated resident population was 120,978 in 2014, up from 116,596 in 2012, giving an annual growth rate of 1.66%; • t he population is expected to reach over 147,000 people by 2031; • c ultural diversity is also increasing consistent with trends across Greater Sydney. New residents are mainly from Chinese and Korean backgrounds along with residents from the United Kingdom, South Africa and Europe; •K u-ring-gai’s demographic profile shows a fairly unique age profile for Sydney with substantial numbers of ageing and families with children aged 5 -17 years compared to the average for Greater Sydney; • t here is a significantly smaller proportion of young working age (25-34 years) at 7.2% compared to 15.4% in Greater Sydney; and • t here are more couple families with children at 46%, compared with 35% in Greater Sydney.

38

120,978

PRIMARY AND HIGH SCHOOLS

50

RESIDENTS (ERP 2014)

40.5%

Ku-ring-gai Chase National Park

OF RESIDENTS AGED 15yrs+ ARE EMPLOYED

In the professional, scientific, technical, financial, insurance, healthcare and social assistance sectors

CHILDCARE CENTRES AND PRESCHOOLS

147,700

North Wahroonga

RESIDENTS BY 2031

85km

13,173

2

AREA OF COUNCIL St Ives Chase North St Ives

North Turramurra

Wahroonga

7

LOCAL BUSINESSES

MAIN CENTRES

Warrawee

24%

Projected increase by 2031

36

%

6

St Ives Turramurra

BORN OVERSEAS

Mainly China, Hong Kong, South Korea, India and Malaysia

21

%

Fox Valley

LOCAL CENTRES

SPEAK A LANGUAGE OTHER THAN ENGLISH AT HOME

Gordon

POSITIVE

HOUSEHOLDS ARE FAMILIES WITH CHILDREN

NET OVERSEAS MIGRATION

The key driver of our population change

23%

26

RESIDENTS

LOCAL JOBS

Lindfield

East Lindfield

Roseville Chase

Roseville

1

OLDER AGE RESIDENTS

% YOUNG

Killara

34,369

RESIDENTS LIVE AND WORK IN KU-RING-GAI

East Killara TOWN CENTRE

West Pymble

46%

12,314

1

Pymble

South Turramurra

REGIONAL HOSPITAL

54%

OF RESIDENTS AGED 15yrs+ HAVE A TERTIARY QUALIFICATION

86.9%

FURTHER READING: kmc.nsw.gov.au

OF HOUSEHOLDS HAVE A BROADBAND INTERNET CONNECTION Ku-ring-gai Council

9

KEY ASSUMPTIONS In order to project future resource requirements, Council has to make assumptions about the key impacts and drivers that will influence Council’s finances, assets and workforce into the future.

High level assumptions over the 10 year period include: • t he number of rateable properties in Ku-ring-gai is expected to increase from 41,455 to approximately 45,738 by 2025; •b usiness as usual – services and service levels will remain at similar levels unless otherwise identified; •e fficiencies – Council must continually investigate and adopt service delivery and process efficiencies so that rates remain within capped levels; • s trategic direction – the broad themes and aspiration in the Community Strategic Plan Our Community-Our Future 2030 will be regularly reviewed but are unlikely to change significantly over time; •e xternal funding – fixed term external grant funding such as the Waste Less, Recycle More (Waste and Resource Recovery Initiative) or our Environmental Special Rate Variation (SRV) may cease in the future at which point delivery of the associated programs may finish; • i nfrastructure – we must prioritise funding for asset renewal based on community consultation and technical assessment; and • fi nancial sustainability – Council seeks to be financially sustainable, which means that it must achieve a fully funded operational position, maintain sufficient cash reserves, have a fully funded capital program and must maintain its asset base.

More specific income and expenditure assumptions are listed in the LTFP. Key income assumptions include: • i nflation (CPI) between 2.4% and 2.9% per annum is applied across all years; • t he annual rates increase is limited to the rates pegging amount of 2.4% set by Independent Pricing and Regulatory Tribunal (IPART) across all years. Council’s dependence on rates and annual charges is approximately 56%; • r ates growth is expected to increase by 0.7% per annum across all years through increased development; 10 Resourcing Strategy 2013 - 2025

• user charges and fees are expected to increase by an average of 4.5% per annum. Council derives approximately 12% of total income from user charges and fees; • total income is forecast to increase by an average of 3% per annum; • new infrastructure to support population growth will be funded by s94 contributions where possible; • significant asset sales over the next two years will be used to discharge current outstanding debt for the acquisition of the new operational building. Assets sales are also required to fund Council’s co-contribution for developer contribution funded works; • loan funds will be drawn and invested into asset renewals to decrease the infrastructure backlog. Outstanding infrastructure loan will be discharged over a longer term from net revenue generated from leasing out the new operational building.

KEY CHALLENGES RATE PEGGING Council’s ability to align funding with expenditure is restrained by ‘rate pegging’, which means that the annual increase in rating revenue is determined by an external body, namely the Independent Pricing and Regulatory Tribunal (IPART). Over half of Council’s income is dependent on rates.

SPECIAL RATES VARIATIONS There are two Special Rate Variations (SRV) projected in the LTFP. These are: 1. The SRV – Infrastructure: In 2014, Council successfully obtained a continuation of the SRV for Infrastructure in perpetuity.

Based on the result of the community engagement a resounding 81% of ratepayers supported continuing the SRV for local roads improvements.

2. The SRV – Environmental: An eight year environmental SRV is in place for special environmental programmes such as stormwater harvesting systems and bushland and waterway rehabilitation. This formally expires in 2018/19, although it is Council’s intention to seek renewal of this SRV.

GROWTH With population growth, there will be an increasing demand for new and enhanced assets and services. Council spends approximately $23 million each year on upgrading and creating new assets. This is predominantly funded through development contributions. These assets will require maintenance and renewal in the future, exacerbating the funding shortfall and backlog of asset renewal. As cultural diversity and ageing increases, there will be competing demands for services, programs and access to community facilities.

CONDITION OF OUR ASSETS Maintaining our infrastructure assets to an acceptable condition continues to be a key challenge in Ku-ring-gai. Recent community consultation identified roads, footpaths and stormwater drainage as the main Council service areas in need of additional resource allocation, with community building, parks and playgrounds also mentioned as priorities.

Throughout 2014/15 Council staff with the assistance of an independent consultant revised the technical and financial infrastructure asset data to determine the true condition of our assets and to ensure that adequate funding was being allocated to maintenance and renewal. As a result of the independent review, Council has been able to establish that the condition of some asset classes was far better that previously assessed, and that a number of improvements had occurred over the years that had not been captured correctly in the technical and financial registers. Additionally, the independent review triggered further and ongoing investigation into how Council assesses satisfactory condition, the alignment between the technical and financial registers and improving asset inspection programs.

INFRASTRUCTURE BACKLOG Funding shortfalls for infrastructure asset renewal is a welldocumented problem facing local government. In 2005, it was estimated that in NSW alone the asset renewal backlog was around $6 billion, and forecast to double over the next 15 years.

In 2013/14 Council’s Special Schedule 7 reported the infrastructure backlog for all assets classes at $165,000,000.

This figure was reduced to $25,000,000 for the same period as a result of the changes to asset conditions and the methodology for determining the backlog.

Council staff have undertaken further work based on the recommendations from the independent review and are formulating new renewal and maintenance funding strategies and programs to achieve further reductions in the infrastructure backlog. The strategies and how Council proposes to fund these programs are detailed in the Long Term Financial Plan and the Asset Management Strategy.

INFRASTRUCTURE RENEWAL AND MAINTENANCE FUNDING The review of Council’s asset information and infrastructure backlog has led to an internal review of capital and operational expenditure. As a result, additional funding has been allocated to improving our existing assets. Whilst operational expenditure has also been reviewed and additional funding is allocated towards asset maintenance.

ASSET SALES Council has resolved to fund specific civic and community projects through the sale of under-utilised or surplus assets (property). These projects are intent on delivering new civic and community assets and infrastructure either through the acquisition and development of new facilities and/or through Council’s co-contribution to deliver facilities and infrastructure identified in the Ku-ring-gai Contributions Plan 2010. The Contributions Plan works program for the next 10 years requires a co-contribution from Council of $15 million which has been included in the LTFP. Where Council plans a large scale “community hub” type project, such as are planned for Woodford Lane Lindfield, Ray Street Turramurra, the Gordon Civic Precinct, and the St Ives Shopping Village precinct, it is expected that these projects should be commercially feasible in their own right such that they do not require the disposal of other assets, long term borrowings, or a drain on ordinary rates revenue.

Further, where feasible, such projects will be expected to produce a dividend for Council above and beyond the community facilities incorporated in the precinct. Planning for these projects, and projects such as the Lindfield Village Green, should consider the inclusion of commercial opportunities of sufficient return to cover ongoing operational costs of the public spaces in the precinct.

The reasoning for Council to divest of these assets is to ensure that Council meets the future needs of the community by providing fit for purpose facilities and maintaining financial sustainability. The LTFP identifies assets sales as a short, medium and long term funding strategy which relies in part on the future reclassification of land from Community to Operational.

The delivery of major civic and community projects will therefore require current and future Councils to implement the strategies identified in the LTFP.

WORKFORCE CHALLENGES Council’s workforce has a high proportion of employees nearing retirement age. Council’s ageing workforce represents a significant organisational risk to the maintaining and operational efficiencies through the potential loss of corporate knowledge.

Existing areas of skills shortage and tight labour supply are expected to worsen, particularly in areas of urban planning, engineering, policy, surveying, environmental health and child care.

Ku-ring-gai Council 11

LOCAL GOVERNMENT REFORMS The NSW Government has requested all councils demonstrate that they are Fit for the Future and to prepare a submission on how it will be Fit for the Future by 30 June 2015. Although the NSW Government states that there will be no forced mergers under their proposal, the number of Sydney metropolitan councils is proposed to be reduced from 41 to 14.

Fit for the Future presents major risks for Council and the community in relation to the future structure of the local government area, including unknown impact on rates, services and representation.

All NSW councils are required to meet a number of financial and infrastructure benchmarks and ratios to demonstrate they are Fit for the Future. The key financial indicators are an industry accepted measures of financial health and sustainability. A summary of these indicators and benchmarks are provided below.

Within the Long Term Financial Plan and the Asset Management Strategy there is demonstrable evidence on how Ku-ring-gai Council is meeting and/or will meet the benchmarks established by the NSW Government over the next 10 years.

Key Financial Indicators 

SUSTAINABILITY



Operating Performance Ratio (Operating revenue excluding capital grants and Contributionsoperating expenses divided by Operating revenue excluding capital grants and contributions)



Own Source Revenue Ratio (Total operating revenue less grants & contributions divided by

Purpose of indicator

To measure Council's ability to contain operating expenditure within operating revenue 



Building & Infrastructure Renewal Ratio (Asset renewals expenditure divided by



depreciation, amortisations & impairment expenses) 

INFRASTRUCTURE AND SERVICE MANAGEMENT



Infrastructure Backlog Ratio (Estimated cost to bring assets to a satisfactory condition (from Special Schedule 7) divided by total infrastructure assets



Asset Maintenance Ratio (Actual maintenance expenditure divided by required annual

Debt service ratio (Net debt service cost divided by revenue from continuing operations)

To assess the rates at which assets are renewed relative to the rate at which they are depreciated(consumed)



To asses the actual asset maintenance expenditure relative to required asset maintenance



To assess the impact of loan principal and interest repayment on the discretionary revenue of Council



EFFICIENCY





Real Operating Expenditure per capita (Operating expenditure divided by total population)



12 Resourcing Strategy 2013 - 2025

>=break-even average over 3 years >60% average over 3 years >100% average over 3 years

To measure the proportion of assets backlog against total value of Council's infrastructure assets

asset maintenance) 

To assess the degree of Council’s dependence upon grants and contributions

total operating revenue)

Benchmark

<2% >100% average over 3 years <20% average over 3 years 

To asses real operational expenditure per capita

Decreasing

OUR OPTIONS - SCENARIO PLANNING

OUR PROPOSAL

The Resourcing Strategy considers two options or ‘scenarios’ to address the key challenges facing Council. The two scenarios are explored in detail to determine the impact on Council’s funding, workforce and assets. The two scenarios are outlined below and are discussed in more detail in the Long Term Financial Plan (LFTP) and Asset Management Strategy (AMS).

Council’s optimal scenario is Scenario 1. This scenario is based on the new funding strategy for asset renewal. This scenario provides the best balance between maintaining the condition of priority assets to contribute to the quality of life and amenity of Ku-ring-gai and ongoing financial sustainability.

SCENARIO 1

SCENARIO 2

Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal

Scenario without additional funding for infrastructure renewal

The base scenario of the LTFP shows the financial results of delivering the current level of service as per the 2015/16 budget expanded out over 10 years and adjusted by various price forecast indexes and is modelled to address Council’s asset renewal gap and is discussed in detail in the financial assumptions section of the LTFP.

This scenario represents a continuation of the current level of service and expenditure as per the forecast 2015/16 budget expanded out over 10 years without additional funding for infrastructure assets renewal in the short term.. The funding strategy under this scenario assumes no additional funding is available for asset renewal. It is assumed that proceeds from asset sales will fund Council’s outstanding debt over a shorter period of time and Council staff will relocate to the new administration building. Increased funding is also required to refurbish the existing building before relocating staff.

Following the infrastructure assets review Council considered funding strategies that prioritises asset maintenance and renewal expenditure over new and upgraded assets expenditure. Council previously resolved to fund the relocation of staff into a new Administration Building (Service Relocation Project) through asset sales. The proceeds from asset sales will discharge the current loan obtained to fund the Services Relocation Project, and under the new funding strategy an equivalent amount of loan funds will be drawn for the purpose of asset renewal. The infrastructure loan funds will be used solely on the assets renewal program and will have an identified repayment source as described in Council’s adopted Long term Financial Plan.

This scenario is financially sustainable according to the recognised financial sustainability measures and is Council’s adopted strategy.

With insufficient asset renewal funding, over time, the infrastructure renewal backlog would increase and the condition of our infrastructure assets will deteriorate, impacting negatively on overall amenity and quality of life in Ku-ring-gai. Further this would unfairly defer or shift the financial burden for renewing assets to future generations.

This scenario is sustainable according to the recognised financial sustainability measures and can be delivered, however, since it does not address the asset renewal backlog and community concerns about the infrastructure assets it is not Council adopted strategy.

Ku-ring-gai Council 13

LONG TERM FINANCIAL PLAN 2015/16 – 2024/25 REVISED JUNE 2015

14 Resourcing Strategy 2013 - 2026

This Plan has been prepared by Ku-ring-gai Council to support the delivery of its long-term strategic direction.

It forms part of the Resourcing Strategy for the Community Strategic Plan and Delivery Program and should be read in conjunction with these documents.

For more information on this document contact: Ku-ring-gai Council 818 Pacific Hwy, Gordon NSW 2072.

Locked bag 1056, Pymble 2073 Ph. (02) 9424 0000 F (02) 9424 0001 kmc@kmc.nsw.gov.au

INTRODUCTION ................................................................................................................................................................................................................. 1 OVERVIEW ......................................................................................................................................................................................................................... 3 LONG TERM FINANCIAL PLAN PRINCIPLES .......................................................................................................................................................................... 3 SCENARIO PLANNING ......................................................................................................................................................................................................... 5 HIGHLIGHTS OF THE LONG TERM FINANCIAL PLAN ........................................................................................................................................................... 18 KEY FINANCIAL INDICATORS ............................................................................................................................................................................................ 32 CONCLUSION ................................................................................................................................................................................................................... 40 APPENDIX A ‐ LTFP FORECASTS AND ASSUMPTIONS ........................................................................................................................................................ 41 APPENDIX B ‐ SCENARIO 1 ‐ FIT FOR THE FUTURE (FFTF) BASE CASE SCENARIO WITH ADDITIONAL FUNDING FOR INFRASTRUCTURE RENEWAL ............... 42 APPENDIX C ‐ SCENARIO 2 – SCENARIO WITHOUT ADDITIONAL FUNDING FOR INFRASTRUCTURE RENEWAL .................................................................... 45

i Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

INTRODUCTION A long term financial plan (LTFP) is one of the three key Resourcing Strategies required by the NSW Integrated Planning & Reporting legislation. Local government operations are vital to its community, and it is important that stakeholders can understand the financial implications arising from its Community Strategic Plan, Delivery Program and annual Operational Plan.

The Integrated Planning and Reporting Guidelines guide preparation of the LTFP for Local Government in NSW issued by the Office of Local Government.

The LTFP includes:       

projected income and expenditure balance sheet cash flow statement planning assumptions used to develop the plan sensitivity analysis – highlight factors most likely to affect the plan financial modelling for different scenarios methods of monitoring financial performance

The LTFP contains a core set of assumptions. These assumptions are based on CPI forecasts, interest rate expectations, employee award increases, loan repayment schedules, special price forecasts for certain Council specific items, planned asset sales and other special income and costs.

1 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

The diagram below illustrates the link between the main elements of the LTFP: service standards, levels and priorities, Capital and Operating budget, major project analysis and assumptions and scenarios.

Long Term Financial Plan Elements of the Plan

2 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

OVERVIEW Ku-ring-gai Council’s current Long Term Financial Plan (LTFP) covers the period 2015/16 to 2024/25. It recognises its current and future financial capacity, to continue delivering high quality services, facilities and infrastructure to the community while commencing new initiatives and projects to achieve the goals set down in its Community Strategic Plan (2030).

Financial planning over a 10-year time horizon is challenging and relies on a variety of assumptions that will undoubtedly change during this period. The LTFP is therefore closely monitored, and regularly revised, to reflect these changing circumstances. The LTFP is the core document used to guide all financial planning within Council and is the basis for annual budgets and the preparation of the Delivery Program and Operational Plan.

Ku-ring-gai Council is in a sound financial position. The LTFP provides for Operating Surpluses after allowing for the depreciation expense on Council’s $976 million portfolio of depreciable assets such as roads, footpaths, drains and buildings. If capital grants and contributions are excluded, the Operating result remains in Surplus throughout the 10 years of the LTFP. Council maintains healthy levels of working capital and reserves in the LTFP, and has a strategy in place to fund renewal of infrastructure assets and debt funding for major projects via identified sources of repayment.

Council has identified increasing funding for infrastructure renewal as a key priority. Two main scenarios have been outlined in detail in the LTFP for consideration. The scenario that Council will adopt best addresses the infrastructure renewal requirements that have been identified.

This scenario includes a new funding strategy for asset renewals. As per the new funding strategy, Council will be able to close the gap between the required level of infrastructure renewal funding and the actual funding available.

LONG TERM FINANCIAL PLAN PRINCIPLES Council’s overall guiding principle is to maintain a healthy financial position, underpinned by a sound income base and commitment to control and delivery of services, facilities and infrastructure demanded by the community in an effective and efficient manner.

The LTFP puts these principles into action by formulating and applying specific objective tests of financial sustainability to the LTFP and its scenarios:

3 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

1. Maximise funds available for projects to upgrade or renew infrastructure by:    

Maximising the operating profit before capital items Prioritizing the use of Council cash reserves Borrowing in accordance with policy Timing project expenditure over a longer period and linking to funds availability

2. Satisfy applied tests of financial sustainability:  

     

Achieve an operating surplus (excluding capital grants and contributions).

Target a minimum working capital of 5.5% of operating expenses (excluding depreciation) as recommended by Council’s external auditors. Working capital is determined by taking net current assets less internally and externally restricted reserves and adding those current liabilities to be funded from the next year’s budget. Essentially, working capital is a measure of Council’s liquidity and ability to meet its obligations as they fall due. This will allow for unforeseen expenditure or reductions in revenue or other accounting adjustments.

Maintain a minimum Unrestricted Current Ratio of 2.0 (industry benchmark is 1.5 for ‘satisfactory’ and 2 for ‘good’).

Maintain a sustainable debt level and debt service ratio below the industry benchmark (industry green light benchmark less than 20%).

Maintain a minimum level of internal discretionary cash reserves (excluding liability cash reserves) of 10% of revenue.

Only capital items to be funded from cash reserves.

Proceeds of asset sales returned to reserves for expenditure on asset renewals or major asset refurbishment.

Maintain all Infrastructure assets ratios at a sustainable level, meeting or outperforming benchmark.

All of the above objective tests are considered together in the overall evaluation of the LTFP and its scenarios. The tests are not necessarily strictly applied each time, particularly where an LTFP scenario only fails the test for a limited period of time. For example, during the next two years, the Infrastructure Backlog Ratio test will not be satisfied due to insufficient funding allocated to asset renewals in previous years, however Council has now adopted a new funding strategy that will address this issue. Thus, the Plan is still regarded as sustainable. The new funding strategy is discussed further in this document.

4 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

3. Borrowing Strategy Loan borrowing is a legitimate and responsible financial management tool and the use of loans to fund capital projects can be an effective mechanism of linking the payment for the assets (via debt payments) to the successive rate-paying populations who receive benefits over the life of those assets. This matching concept is frequently referred to as ‘inter-generational equity’.

Borrowings are considered as a source of funding in the following circumstances:  

Capital projects that deliver long term benefit to the community Building or purchase of assets where a detailed cash flow analysis shows that full funding costs can be recovered over the life of the asset or economic investments where a new asset or service decreases existing costs or provides new revenue in excess of their funding costs (positive NPV)

As borrowings are usually the highest cost source of funds:  

Internal funding sources are considered and used first (including possible re-allocation of funds from lower priority projects or operating items) The proposed project may be re-timed to match internal funds availability

SCENARIO PLANNING The LTFP is a model to consider scenarios for the funding of operating and capital expenditure. Detailed forecasts of all sources of operating revenue and expenditure are utilised to derive the maximum surplus available to apply to Council’s rolling program of capital investments in new or refurbished infrastructure.

Scenario 1 - Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal Scenario 2 - Scenario without additional funding for infrastructure renewal

5 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Both Scenario 1 and 2 are financially sustainable in terms of maintaining a balanced budget, sufficient unrestricted cash and available working capital, sufficient cash reserves and a permissible debt service ratio over the medium term. However, the variance between both scenarios is the level of funding allocated to asset renewals.

Council’s optimal scenario is Scenario 1, which assumes increased investment in renewal of infrastructure as this will help address the asset renewal backlog. It identifies additional funding, in order to meet the identified target renewal expenditure levels.

Both scenarios are modelled for a period of 10 years. Each of them considers the impact on key financial indicators in the LTFP, current service levels and asset management. The forecast income statement, balance sheet and cash flow statement for the scenarios are provided in appendices to this report.

Scenario 1 – Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal The base scenario of the LTFP shows the financial results of delivering the current level of service as per the 2015/16 budget expanded out over 10 years and adjusted by various price forecast indexes as detailed in the financial assumptions section of this document. This scenario is modelled to address Council’s renewal assets gap by adopting a new funding strategy for asset renewals.  Infrastructure Assets review

Council adopted a new funding strategy for Infrastructure asset renewals which is based on the principle that all available surplus funds will be diverted towards Council’s asset renewals as a priority. Additional funding is assumed to be generated from loan funds and reinvested into Council’s renewal program for Infrastructure Assets. The new funding strategy was reinforced by a recent independent review on all Council’s Infrastructure assets.

Council undertook an independent review of its infrastructure assets and financial data to ensure that there is a consistent organisational approach to infrastructure reporting. The following was reviewed: condition of Council’s assets by asset class, Council’s methodology to determine cost to bring assets to a satisfactory condition, actual asset maintenance compared to required asset maintenance, current asset renewals and required asset renewals. All asset classes reported in Special Schedule 7 “ Report on Infrastructure Assets” have been assessed as part of the review as well as the overall cost to bring infrastructure assets to a satisfactory condition. Based on revised condition assessment of Council’s infrastructure assets (i.e buildings and roads) and a new backlog methodology, the current backlog on infrastructure assets has been assessed at $32.7 million with a backlog ratio of 6.4% for 2014/15. The review also identified that Council has an annual shortfall of funding for asset renewals. If this shortfall is not addressed it is likely that the infrastructure backlog will continue to increase in future years. In addition, adequate funding also needs to be directed towards maintenance which is already incorporated in the current plan.

6 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

In light of the infrastructure assets review Council considered funding strategies that prioritises asset maintenance and renewal expenditure over new and upgraded assets expenditure.  New Funding Strategy for Asset renewals

In light of the infrastructure assets review Council considered a new funding strategy that prioritises asset maintenance and renewal expenditure. Council previously resolved to fund a specific project - Relocation of staff to a new Administration Building (Service Relocation project) through asset sales. These funds will discharge the current outstanding loan for the acquisition of this building and under the new funding strategy an equivalent amount of loan funds will be drawn for the purpose of Infrastructure asset renewals. These infrastructure loan funds will be used solely on the asset renewals program and will have an identified repayment source as described below.

The acquisition of the Administration Building in 2012/13 was funded by external borrowing with the borrowing to be subsequently discharged by future asset sales. Under the new funding strategy the Administration Building will be fully leased out generating enough net revenue over the life of the plan to discharge the outstanding debt for infrastructure renewals over a longer period of time. This principle aligns with the matching concept of ‘inter-generational equity’. The relocation of staff to the new administration building is also deferred for a period of 10 years.

The asset renewals funding strategy will increase expenditure on asset renewals by $43.9 million for 10 years (or $22.6 million in the first two years of the LTFP) in addition to the standard renewal expenditure and allocate $13.5m on average in maintenance each year as required by the Asset Management Plan. Additional funding will also have a positive impact on Council’s infrastructure backlog, with a reduction in backlog of $22.2 million by 2016/17, from 6.4% in 2014/15 to 2% in 2016/17 meeting the current industry benchmark for the backlog ratio. The low level of backlog will be maintained over the long term by investing all additional surplus funds into asset renewals and providing sufficient asset maintenance in future years to prevent the backlog from growing.

This scenario is financially sustainable according to the recognised financial sustainability measures and the one that Council will consider for adoption.

It is estimated that proceeds from asset sales will produce the following increase in Council revenue over the next 2 years (see table below).

These proceeds will be used to fully repay the current outstanding loan for the acquisition of the Administration Building and an equivalent amount of loan funds will be drawn for the purpose of asset renewals. This additional loan funding is sufficient to decrease the backlog to the benchmark of 2% by 2016/17. Future backlog will be further decreased and later maintained by additional funding from Council’s Investment property at 828 Pacific Highway, once the loan is discharged in future years.

7 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Proceeds from Asset Sales 2015/16

$11.58M

2016/17

$12.92M

Total

$24.50M

Pending the sale of assets, Council will receive $24.5 million in total over a 2-year period. If the sale of assets does not eventuate and additional funding is not received, only the base funding will be available for asset renewals, leading to increased backlog in future years.

The new asset renewals funding strategy ensures that Council has the capacity to provide additional funding to reduce the infrastructure gap, and continue to bring Council’s infrastructure assets to a satisfactory standard within an established timeframe. The benefits of bringing Council’s infrastructure assets to a satisfactory standard will help reduce the annual maintenance requirements as well as the cost of future infrastructure works.

The table and charts below display the planned asset renewal expenditure in future years, highlighting the standard renewal program and additional funding provided. The additional income from the new funding strategy has a positive impact on the size of the future asset renewal gap, reducing it in just two years to 2% by 2016/17.

Asset Renewal Expenditure $ '000

R equired R enewal Total - I nfrastructure Assets R enewal Standard Renewal Additional Renewal Program

Projected 2015/16 17,013

Projected 2016/17 17,182

Projected 2017/18 17,685

Projected 2018/19 19,815

Projected 2019/20 20,050

Projected 2020/21 20,516

Projected 2021/22 20,929

Projected 2022/23 21,266

Projected 2023/24 21,339

Projected 2024/25 21,468

27,719

28,761

25,005

19,858

21,698

20,557

21,480

21,504

21,802

22,245

16,919

16,961

24,005

17,758

20,698

16,357

16,980

16,504

18,302

22,245

10,800

11,800

1,000

2,100

1,000

4,200

4,500

5,000

3,500

0

8 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

How Council's Infrastructure Backlog Is Being Managed ($M)

10% 9%

20

8% 7%

15

6% 5%

10

4% 3%

10

5

2% 5

1%

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

0

0% Year

2015/ 16

0

2024/ 25

15

2023/ 24

20

2022/ 23

25

2021/ 22

30

Renewal Backlog

2020/ 21

35

$M 25

2019/ 20

Infrastructure Assets ‐ Backlog Ratio Target

2018/ 19

Standard Renewal Expenditure Program

Total Infrastructure Assets ‐ Backlog Ratio

2017/ 18

Backlog Renewal Program

2016/ 17

($M)

Infrastructure Assets Backlog

Additional loan funding is diverted into asset renewals in the first years of the LTFP, contributing to a reduction in the asset renewals backlog to 2% by 2016/17. The industry benchmark for the backlog ratio is 2% as defined by T-Corp and the OLG. As Council injects more funding into asset renewals in the first two years of the LTFP the funding gap decreases significantly. Over 10 years of this financial plan a total of $229 million is invested into infrastructure asset renewals and the backlog is eliminated by the end of this financial plan (from $32million in 2014/15 and $22 million in 2015/16 to nil in 2024/25).

As part of the infrastructure review, it was identified that some asset classes have a larger backlog than other asset classes. The condition of assets was assessed in terms of service potential and funding redirected to those asset classes that have a larger backlog. This will ensure that all infrastructure assets provide an adequate level of service in future. The allocation of renewal funding will be reviewed annually to make sure that assets conditions do not degrade beyond an objective threshold. The allocation of additional funding into assets classes is shown below.

Asset Class

Buildings Roads Footpaths Kerb and Gutter Stormwater Drainage Open Space/Recreational Assets

Percentage of additional funding

20.0% 10.0% 10.0% 25.0% 20.0% 15.0%

9 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Asset maintenance and Infrastructure funding Council’s Asset Management Strategy identifies a shortfall in expenditure on maintenance of infrastructure assets compared to required annual maintenance estimates. Inadequate asset maintenance may result in a shortened useful life and the need for earlier than planned renewal. The current LTFP addresses this issue and allocates adequate funding towards asset maintenance in future years. Council budgeted for $11.5 million (compared to $11 million required expenditure) in maintenance costs for infrastructure assets in 2015/16 budget with further increases in future years. Total maintenance expenditure increases in line with other operating expenses (by an average of 3%), however in 2017/18 to 2018/19 the maintenance expense will increase due to capital projects planned on new assets.

The actual asset maintenance expenditure versus required maintenance, as well as the increasing trend of maintenance expenditure and total operational expenditure are shown below.

Infrastructure Maintenance Expenditure Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

$ '000

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

R equired M aintenance

11,043

11,151

11,478

13,233

13,399

13,710

13,973

14,186

14,237

14,320

Actual M aintenance

11,508

11,842

12,126

13,392

13,713

14,042

14,380

14,725

15,078

15,440

Increase in Actual Maintenance Expenditure vs Total Operating Expenditure Over 10 Years

Infrastructure Asset Maintenance $M

Required Maintenance

Actual Maintenance

Actual Maintenance Increase (Cumulative)

18 16

40%

14

35%

12

30%

10

25%

8

20%

6

15%

4

10%

2

5%

‐

Total Operating Expenditure Increase (Cumulative)

0%

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2015/16

10 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

The current LTFP under Scenario 1 allocates adequate funding towards Infrastructure assets in terms of assets maintenance, renewal and new/upgrade as shown in the chart below. A total of $136 million will be allocated to asset maintenance over 10 years, $229 million to asset renewals and $226 million to build new or upgrade existing assets. The new/upgrade expenditure includes new or existing projects largely funded by s94 developer contributions, such as for community facilities to meet the needs of the growing community. Major capital initiatives are planned for the early years of the LTFP (2015/16 to 20118/19) which are listed further in the report.

Funding for capital works is allocated into the following categories listed below (note that these figures also include expenditure on new assets funded by s94 development contributions). The largest capital expenditure goes to Roads & Transport with 33% of total expenditure for the forecast period, followed by Parks & Recreation (24%) and Streetscape & Public Domain (21%). Parks & Recreation, among others, includes acquisition of Community land, which is funded by s94 contributions.

Projected Capital Expenditure Scenario 1 - Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal

Capital Works Project Exp $'000

Planning, Community & Other Roads & Transport Streetscape & Public Domain Parks & Recreation Stormwater Drainage Council Buildings Trees & Natural Environment

Total Projects

Projected 2015/16 2,101 15,292 2,127 19,460 2,706 4,625 1,358 47,669

Projected 2016/17 2,148 23,130 14,614 13,923 2,986 4,618 999 62,418

Projected 2017/18 2,358 23,567 27,239 16,212 986 57,070 851 128,283

Projected 2018/19 2,451 11,853 4,976 10,972 1,313 1,708 997 34,270

11 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

Projected 2019/20 2,233 18,720 2,015 40,208 1,117 1,152 0 65,445

Projected 2020/21 2,291 18,681 16,526 7,167 1,780 1,817 0 48,262

Projected 2021/22 2,353 16,859 15,545 3,770 1,866 1,903 0 42,296

Projected 2022/23 2,414 14,843 3,094 3,349 1,991 2,029 0 27,720

Projected 2023/24 2,477 16,228 4,660 11,239 1,717 1,756 0 38,077

Projected 2024/25 2,541 13,313 20,441 3,446 1,043 1,084 0 41,868

Scenario 2 - Scenario without additional funding for infrastructure renewal This scenario shows the financial results of delivering the current level of service as per the forecast 2015/16 budget expanded out over 10 years without additional funding for infrastructure asset renewals in the short term. The scenario is modelled to address Council’s renewal assets gap in future years only when funding becomes available. The main difference between the two scenarios is the pattern of capital expenditure and the total amount of funding available for asset renewal. This scenario assumes relocation of staff to the new Administration building (Services Relocation Project) mentioned under Scenario 1. The funding strategy under this scenario allocates proceeds from divestment of assets towards discharging Council’s outstanding debt originally drawn to fund the acquisition of this building and no loan funds are drawn for infrastructure asset renewals. Additional borrowing would also be required for extensive capital expenditure to refurbish the administration building before staff relocation. This scenario does not provide funding for asset renewals in the early years of the forecast period. This means that the current infrastructure backlog will not be addressed and with insufficient funding into renewals the backlog will continue to increase in future years. Funding becomes available in the latter part of the LTFP years.

This scenario is sustainable according to the recognised financial sustainability measures and can be delivered, however, since it does not address the asset renewal backlog and community concerns about the infrastructure assets it is not the preferred option.

Capital expenditure Under this scenario additional renewal funding is not available from infrastructure loan funds, however, funding becomes available in later years from rates growth. The infrastructure backlog remains above FFTF benchmark in the earlier years of the plan and is gradually decreasing by the last year of the plan. It takes significantly more years to reduce the infrastructure backlog. Asset renewals expenditure is less than Scenario 1 mainly because loan funds are not drawn in earlier years for reinvestment into asset renewals. Similar to Scenario 1, the proceeds from asset sales ($24.5 million) are being used to discharge the current total outstanding loan for the administration building.

While remaining within the acceptable limits, other financial indicators are also affected, mainly: reduced operating ratio, higher debt service ratio due to higher principal and interest repayments. The impact on financial ratios is further examined under the “Key financial indicators” section of this report.

12 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

The impact of reduced funding for asset renewals under Scenario 2 is demonstrated in the charts below. Both Asset renewals expenditure goes down and infrastructure backlog deteriorates. The infrastructure backlog under this Scenario is higher in 2015/16 at $30 million compared to ($22 million in 2015/16 under Scenario 1) due to less renewal expenditure on infrastructure assets in the first year of the LTFP. The infrastructure backlog is eliminated by 2024/25.

Infrastructure Assets Backlog

How Council's Infrastructure Backlog Is Being Managed ($M)

($M)

Backlog Renewal Program

Standard Renewal Expenditure Program

Total Infrastructure Assets ‐ Backlog Ratio

Infrastructure Assets ‐ Backlog Ratio Target

Renewal Backlog

$M

35

35

10%

30

9%

30

8% 25

25

7%

20

6%

20

5% 15

15

4%

10

3%

10

2% 5

5

1%

2024/25 Year

Scenario 2 allocates capital funding as follows: Projected Capital Expenditure Scenario 2 - Scenario without additional funding for infrastructure renewal

Capital Works Project Exp $'000

Planning, Community & Other Roads & Transport Streetscape & Public Domain Parks & Recreation Stormwater Drainage Council Buildings Trees & Natural Environment

Total Projects

Projected 2015/16 3,058 10,432 2,127 17,840 546 4,511 1,358 39,872

Projected 2016/17 2,148 19,079 14,614 12,573 1,185 1,492 999 52,090

Projected 2017/18 2,358 23,632 27,239 16,236 1,059 55,709 851 127,084

Projected 2018/19 2,451 12,683 4,976 11,283 1,728 2,226 997 36,344

13 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Projected 2019/20 2,233 20,563 2,015 40,823 1,936 1,971 0 69,541

Projected 2020/21 2,291 19,576 16,526 7,465 2,178 2,215 0 50,251

Projected 2021/22 2,353 17,881 15,545 4,111 2,320 2,357 0 44,567

Projected 2022/23 2,414 15,950 3,094 3,718 2,483 2,521 0 30,180

Projected 2023/24 2,477 18,073 4,660 11,854 2,537 2,576 0 42,177

Projected 2024/25 2,541 16,839 20,441 4,622 2,611 2,651 0 49,705

2024/25

2023/24

2023/24

2022/23

2022/23

2021/22

2021/22

2020/21

2020/21

2019/20

2019/20

2018/19

2018/19

2017/18

2015/16

2016/17

2017/18

0

0% 2015/16

2016/17

0

LTFP ASSUMPTIONS & SENSITIVITY ANALYSIS The Long Term Financial Plan contains a wide range of assumptions, including assumptions about interest rates, potential effect of inflation on revenues and expenditures, current service levels and others. Major assumptions in the current version of the LTFP are listed below and a detailed list is attached to this report.

Some of these assumptions have relatively limited impact if they are inaccurate; some have a major impact on Council’s future financial plan.

The LTFP is a dynamic financial model and is updated quarterly to ensure the assumptions are continually updated with the latest information available. The Plan is also tested by varying the amounts of the moderate to significant assumptions and the impact is analysed.

CPI Forecast: An annual 2.9% increase in CPI has been built into the LTFP for both income and expenditure in line with Access Economics forecast for CPI. The Reserve Bank’s target for inflation remains between 2% and 3%.

Income from Rates is limited to rates pegging set by IPART (2.4% for 2015/16) averaging an annual increase of 3% from 2015/16 onwards. In addition, the LTFP assumes an increase of 0.7% annually resulting from population and property growth. The LTFP assumes continuation of the Environmental special rate variation for the ten-year period.

Fees and charges are expected to increase by 2.9% annually. Charges for domestic and trade waste have been increased to reflect cost increases in providing the service.

Investment revenue has been estimated based on current cash levels and future expected earnings of BBSW + 0.7% over the 10 year period.

The annual interest rate is estimated to 3.2% for 2015/16, 4.1% for 2016/17 and 4.3% for the remaining years to 2024/25.

Grants for both Recurrent and Capital purposes have been increased by 2.9% as per CPI (if relevant for grant), except for the Financial Assistance Grant, which is not indexed in the LTFP. Proceeds from Asset Sales are projected in the LTFP mainly in the early years of the plan. The next 2 years are the most critical as the proceeds from sale will be used for infrastructure asset renewals. These properties have previously been identified and reported to Council.

Employee costs have been estimated based on agreed award increases. Workers compensation has been factored by the same rate, which is an average of 3.7% per year.

Operational materials and contracts expenditure are estimated to increase by 2.9% as per CPI for 2015/16 and 2016/17, and 2.4% for the remaining years. Capital materials and contracts expenditure is assumed to increase by an average 2.6% annually based on ABS infrastructure index.

14 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Borrowing Costs have been estimated based on 135 basis points over 90 day BBSW per annum. The annual interest rate is estimated at 3.9% for 2015/16, 4.8% for 2016/17, and 5% for the remaining years to 2024/25.

Sensitivity Analysis The following table lists the major assumptions affecting the LTFP results and shows the impact of varying them. This impact is classified as Low, Moderate or Significant in terms of quality and quantum of service delivery to constituents.

Impact

Comment

Revenue Inflation/CPI

Low

Changes in inflation will affect both revenue and expenditure, but increases in the assumption are likely to be negative for the projected operating surplus.

Rates Income – Rate Peg

Moderate to Significant

The rate peg for 2015/16 announced by IPART is 2.4%. Rates income also assumes rates growth of 0.7% per annum through increased development.

Changes in rate pegging will affect revenue forecasts, and these will have a moderate impact on the LTFP Model, compared to the calculations using the average LGCI. Nonachievement of property and rates income growth forecasts will directly affect provision of new infrastructure and the rate at which existing infrastructure can be renewed.

Investment Earnings and Interest Expense

Moderate

Investments are placed and managed in accordance with the Council’s adopted Investment Policy in compliance with the Local Government Act. Council’s investments portfolio is subject to fluctuations in interest rates. An adverse movement in interest rates will reduce investments income and impact on capital expenditure and service levels, with only a minor offset through savings in variable interest loan costs.

Proceeds Sales

from

Asset Significant

The LTFP assumes sale of assets for the 10 years. Proceeds from asset sales will be used to discharge current outstanding loan for the Administration Building and an equivalent amount of loan funds will be redrawn for infrastructure asset renewal leading to a reduction in Councils infrastructure backlog. If the proceeds and timing of sales are not realised as per the plan, this will have a major impact on Council’s key infrastructure

15 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Impact

Comment

Revenue assets indicators. There will be insufficient funding available to address the current assets backlog. The Asset’s Renewal Ratio will deteriorate together with the Infrastructure backlog ratio.

Asset sales are also planned to fund Council’s co-contribution in its s94 Developer Contributions plan. If these asset sales are not realised, either cuts to services and other capital would have to be made or alternatively the s94 projects requiring Council co-contributions would have to be deferred or deleted from the program.

Grants

Low for specific The LTFP model includes operational grants and capital grants that have already been awarded. The Council does not have a strong reliance on specific purpose grants purpose grants. revenue in comparison with other sources of revenue. Programs funded by specific Moderate/Significant purpose grants may not be offered by the Council if the grants were eliminated. for general purpose The general purpose component of the Council’s Financial Assistance Grant is currently $3.5 million. If this grant were reduced or eliminated, the Council would need to consider grants significantly reducing capital expenditure and operating service levels.

Expenditure Employee Costs

Significant

This is Council’s largest cost. The number of employees in operating activities is assumed to remain constant with cost increases in line with forecast or known Award changes. This volume assumption is at risk from possible future changes to conditions, further devolvement of functions from other levels of government and from growth in Council services requiring additional staffing. The Award increase assumptions are at risk as Council has no direct control over this. Employees engaged in capital projects may increase slightly with increased funding for infrastructure, however this would be met from the new budget allocations.

Borrowing costs

Moderate

Council’s outstanding loan balance is expected to decrease to $25.1 million by 2015/16.

This includes a line of credit loan where interest capitalises and is discharged by future net revenue generated from leasing out the new Administration building. This carries a moderate risks in term of delays in realising income if the current building is not fully leased out as predicted in the LTFP assumptions.

16 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

The following table illustrates monetary sensitivity to variations in the assumptions.

Income & Expenditure Categories

Assumption

2015/16 Base $'000

Sensitivity to a 10% Variation in the Assumption $

Sensitivity to a 20% Variation in the Assumption $

INCOME: Rates Annual Charges

3.2% 8.5%

57,647 20,740

184,470 176,290

368,941 352,580

Fees & Charges

2.9%

16,991

49,274

98,548

Operating Grants

2.9%

7,566

21,941

43,883

Interest on Investments Other Income

3.2% 2.9%

4,183 10,723

13,386 31,097

26,771 62,193

EXPENDITURE Employee Costs

3.2%

37,534

120,109

240,218

Borrowing Costs

3.9%

1,093

4,208

8,416

Materials & Contracts

2.9%

35,617

103,289

206,579

Depreciation Other Expenditure

1.8% 2.9%

19,155 20,930

34,629 60,697

69,257 121,394

The sensitivity analysis shows that Rates income and Employee costs would have the greatest impact if there is a future variation from the LTFP assumptions. If there are adverse variations in the future from the LTFP assumptions, adjustments will need to be made to operations and capital programs to maintain financial sustainability. The sensitivity analysis brings into sharp focus the need to manage employee numbers and costs.

17 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

HIGHLIGHTS OF THE LONG TERM FINANCIAL PLAN

Financial Performance Summary – Forecast Ku-ring-gai Council’s LTFP details Council’s expected income, operational and capital expenditure within the external environment that Council is expected to face in future. Council is forecasting a strong operating result with operating surpluses in each year. All key financial ratios are predicted to meet or outperform benchmarks. The following forecast summary on financial performance is based on Scenario 1. This Scenario represents the new funding strategy with additional income from divestment of assets for Infrastructure asset renewals. This is Council’s optimal scenario and is financially sustainable in terms of key financial measures.

Operating Result The operating result after accounting for capital items is a surplus in all projected years. The overall trend in operating result is improving over the forecast period due to revenue growth (averaging 3.1% p.a.) outstripping expenditure growth (averaging 2.5% p.a.). Revenue growth is driven by rates and annual charges, user fees and charges and other revenue including rent income. Another factor in increased revenue is the inflow of additional funds from the property development activity that is expected to grow the rates base.

The strong results in 2016/17 to 2018/19 are primarily due to forecast gains from sale of assets to fund infrastructure renewal works as well as capital income from partner contributions partly funding major projects (such as Lindfield Village Green mentioned further in the report).

Planning for these projects, should consider the inclusion of commercial opportunities of sufficient return to cover ongoing operational costs of the public spaces in the precinct. The proceeds from asset sales are restricted and will be solely used for asset renewals.

The charts below show the forecast operating result before and after capital grants and contributions items and income from sale of assets. The Net Operating Result for the year includes capital grants and contributions as well as asset sales revenue. As these items are capital in nature, it is useful to focus on the operating result that excludes capital items and assets sales. The elimination of these items are made to focus on analysis of core operating council’s results. In 2015/16 Council achieves an operating surplus of $27.2 million after allowing for the depreciation expense. If capital grants and contributions are excluded, the operating result remains in Surplus, with a result of $9.1 million.

18 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Projected Income Council obtains revenue from a variety of sources including rates and annual charges, user charges and fees for services, interest and investment revenue, other revenue and grants and contributions for both operating and capital purposes.

Councilâ&#x20AC;&#x2122;s revenue has been forecast to increase from $141.5M in 2015/16 to $175.5M over the ten years, which is an average of 3% increase per year. The projected income for the forecast period is detailed in the chart below.

19 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

Projected Income ‐ 10 Year Total ($M) Rates & Annual Charges 33.6 , 2.0%

User Charges & Fees

252.0 , 15.3%

Interest & Investment Revenue 71.7 , 4.3%

141.2 , 8.6% 40.0 , 2.4%

Other Revenues 917.0 , 55.5%

Grants & Contributions for Operating Purposes Grants & Contributions for Capital Purposes Other Income:

195.9 , 11.9%

Net gains from the disposal of assets

Rates Income & Annual Charges Council’s dependence upon rates income and annual charges is approximately 56%. The rest of the costs of Council’s operations are funded from non-rates income. Part of the increased income from rates is due to the forecast development activity leading to additional dwellings, which will be allocated to asset renewals from 2015/16 onwards and have been incorporated into the LTFP scenarios.

Two special rate variations are included in the LTFP:  

The SRV for Infrastructure is a permanent levy from 2014/15 onwards granted by IPART in 2013/14 based on Council’s application for a continuation of this SRV. Environmental SRV - an 8-year environmental levy is in place for a special environmental program. This formally expires in 2018/19, although it is likely that Council seeks renewal of this levy. Accordingly, the LTFP assumes continuation of the program of works that it funds and continuation of the levy.

20 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

User Charges & Fees Charges Council derives approximately 12% from user charges & fees and these are forecast to increase by an average of 4.5% per year over the forecast period primarily driven by expected rent revenue from the services relocation project.

Interest Income Council has forecast an earning rate on its investments of the expected BBSW rate + 0.7% over the forecast period. Interest revenue changes in line with cash and investment balances.

Operating Grants & Contributions Operating grants and contributions increase by an average of 1% p.a. Council’s main form of grant assistance is the financial assistance grant, which is a federal untied grant that is distributed between the States based on their percentage of the total population. Financial assistance grants consist of two components both of which are distributed to councils: general-purpose component and a local road component.

Capital Grants Capital grants and contributions are volatile over the forecast period as they can relate to specific one-off major projects.

Developer Contributions Council collects contributions from Developers (s94 Contributions) to help pay for new infrastructure and facilities for the growing population of the area. The Long Term Financial Plan includes the works listed in the Ku-ring-gai Contributions Plan 2010, which came into effect on 19 December 2010. This Contributions Plan applies to development in Ku-ring-gai that gives rise to a net additional demand for infrastructure identified in the Contributions Plan. This period accounts for both the estimated pattern of receipt of Section 94 contributions as well as the delay between contribution receipt and Council’s ability to complete works.

Some of the works to be undertaken in the s.94 plan cater for the existing population and these works require a co-contribution from Council’s general funds. Revenue from divestment of Council property assets will be used to meet Council’s commitment in its s.94 Developer Contributions Plans for co-contributions of general revenues to accompany developer contributions. The amount of funding required from property asset divestment over the 10 years of the LTFP is $15 million.

21 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Income from Asset Sales This income from asset sales is from rationalisation of property assets that will start in 2015/16. Planned asset sales are to fund:  

Infrastructure Asset renewals Council’s co-contribution for projects identified in the Development Contributions Plan 2010. These sales are planned to commence in 2017/18 and continue over a 4-year period as Contribution Plan projects proceed. The total proceeds from asset sale will be used for projects commencing in this financial plan ($15 million) and the rest will be restricted to the Assets Sales Reserve available for projects commencing beyond 10 years.

The chart below provides projected asset sales over a 10 year period and identifies the categories to which the funding will be allocated.

Projected Asset Sales $M

Infrastructure Renewal Program

CP2010

14 12 10 8 6 4 2 ‐ 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

Projected Operational Expenditure Council incurs the following expenditure in the course of its operations: employee benefits and on-costs, borrowing costs, materials and contracts, depreciation, other expenses. Total operating expenses are projected to increase by an average annual increase of 2.5% over the forecast period.

The projected operational expenditure for the 10 year forecast period is detailed in the chart below.

22 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Projected Expenditure ‐ 10 Year Total ($M) 45.3 , 3.5%

221.0 , 17.0% 446,644 , 34.4%

Employee Benefits & On‐Costs Borrowing Costs Materials & Contracts

219.7 , 16.9%

5.3 , 0.4%

360.8 , 27.8%

Depreciation & Amortisation Other Expenses Other Operational Projects Expenses

Employee Costs Employee costs increase by an average of 4% p.a. over the forecast period. Employee related expenditure is the largest expense type incurred

by Council. The LTFP reflects the Workforce Strategy. With the allocation of additional funding to Council’s infrastructure asset renewals program, workforce resourcing allocation will require review and adjustment in order to meet increased workload demands. Other employee related issues such as maintaining/improving workforce capacity are dealt with in the Workforce Strategy and have therefore not been addressed in the LTFP.

Workers compensation Workers compensation insurance premium payments are based on previous claims history. Projected premiums therefore take the most recent premium and increase it by CPI.

Capitalisation rate for employee related expenditure Council capitalises a portion of employee related expenditure that relates to the construction of assets per the requirements of AASB 116 – Property, Plant and Equipment. The percentage of employee related expenditure capitalised has been assumed to stay constant from year to year for the purpose of the LTFP.

23 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Superannuation Contributions by Council to both defined benefit and defined contribution superannuation plans have been forecast to increase per the increase in salaries and wages plus the expected increase in the superannuation guarantee. The Government has announced an increase in the superannuation guarantee rate from 9% to 12% between the 2013/14 and 2019/20 financial years.

Employee benefits Employee leave entitlements such as annual leave and long service leave have been projected to increase at the same rate as general salaries expenditure.

Borrowing costs Borrowing costs incurred include interest on loans held by council. Borrowing costs form 0.4% of the total expenditure incurred by Council.

Borrowing cost projections are based on current loans, including the loan facility for the services relocation project and a $2M loan for the Local Infrastructure Renewal Scheme that Council took in 2012/13. This loan was used for Gordon Library upgrade and public toilet upgrades and will involve a ten year repayment schedule. The LTFP plans no further borrowings in future years.

Materials & Contracts Materials and contracts expenses increase by an average of 2% p.a. over the forecast period.

Materials and contractors is the second largest cash expense item incurred by council (28% of total expenditure in the 2015/16 financial year).

Materials and contracts payments include contractor and consultancy costs, which also relate predominantly to Councilâ&#x20AC;&#x2122;s maintenance program. Other materials and contracts costs include operating lease expenses, legal expenses, and auditor fees.

Depreciation and Amortisation Depreciation and amortisation expenses increase by an average of 2% p.a. Depreciation and amortisation are dealt with in the Asset Management Strategy (AMS), and details on all assumptions used in depreciation/amortisation calculations can be found in the AMS.

Other expenses Other expenses increase by an average of 5.1% per year from 2015/16.

24 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

Projected Capital Expenditure A significant highlight of the LTFP is its commitment to capital works program. The LTFP forecasts delivery of a total capital works and other major projects program over 10 years totalling over $536 million (at future prices). A portfolio of all project proposals has been developed, including estimates of costs and funding sources to determine current and future funding requirements. This project portfolio has been linked to the LTFP. Some significant projects included in this and delivered in the next year are listed below:

Major capital projects initiatives for 2015/16 Council considers a range of available projects competing for resources each year and evaluates major ones based on their financial sustainability and potential contribution to Community needs. During 2015/16, the following projects will be commenced or progressed: 

Local Infrastructure Renewal Scheme (LIRS) – this initiative, funded by loans at subsidised interest rates, allowed the renewal and upgrade of Council’s main library and continues to fund many Public Toilet amenity buildings.



The Waste Less, Recycle More (Waste and Resource Recovery Initiative) – is a continuation of last year’s initiative which provides a range of new waste related project initiatives funded by payments received form the State Government following increased recycling of domestic waste



Implementation of Koola Park Master Plan – the first two stages of the redevelopment of this significant recreation area have been completed over the last 3 years. These include the stormwater harvesting system from Rocky Creek, a 600,000 litre underground storage tank, the relocation and expansion of cricket practice nets, store room and plant room addition to the amenities building, and a sewer connection to replace the old septic system. In 2015/16 we will see the construction of stages 3 & 4. These stages include field levelling, drainage, irrigation, an extension of the playing fields to gain an additional full size sports ground for the Ku-ring-gai community, sports field floodlights, as well as a children's play space, outdoor exercise equipment, perimeter exercise path and additional car parking facilities.



Implementation of St Ives Village Green Master Plan – 2014/15 saw the demolition of the old scouts and girl guides halls, with the groups relocated newly renovated facilities at Warrimoo Oval St Ives Chase. This will enable the construction of the new youth precinct, including skate and bike park, basketball court and performance space, as well as a new and expanded children’s playground, picnic and BBQ facilities, commencing in mid-2015/16. The following years will see other parts of the master plan being implemented, including a perimeter exercise path, terraced seating around William Cowan Oval, relocation of the tennis courts to be adjacent to the bowling club, additional car parking in Cowan Road and Memorial Avenue, and an additional footpath on the park side of the Village Green. This path will provide much improved safety and access to and around the park.

25 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)



Lindfield Village Green – this project will involve constructing a new public park on the site of Council’s car park on Tryon Road Lindfield. The existing car parking will be relocated to a new basement car park under the park. The park will become a focus for community events, markets and outdoor dining.



Lindfield Community Hub – the community hub is planned to be located on Council’s car park off Woodford Lane on the western side of Lindfield, the project will deliver a new park and town square, as well as a new branch library and community centre. The hub will become a focus for community activities for the southern part of the Ku-ring-gai LGA.



St Johns Avenue, Gordon streetscape upgrade works – this project will involve the reconstruction of the footpath areas on St Johns Avenue between the Pacific Highway and the railway station. The footpaths will be made wider to cater for outdoor dining; the work will also include new high quality paving, street furniture, street trees and LED street lighting.



Gordon Cultural Hub – The Cultural & Civic Hub is proposed to be located in the heart of Gordon on Council’s land at 818 Pacific Highway and 9-17 Dumaresq Street. The new cultural precinct will be designed to address the cultural needs of the local community; it will be a sub-regional facility that is a focal point for the Ku-ring-gai LGA. The project will also deliver a new civic plaza as a site for outdoor civic ceremonies.



Turramurra Community Hub - the community hub is planned to be located on Council’s car park on the northern side of the Pacific Highway between Ray Street and the rail line. The project will deliver a new park and town square, as well as a new branch library and community centre. The hub will become a focus for community activities for the northern part of the Ku-ring-gai LGA.



Construction of St Ives Showground Regional Play Space – During 2015/16 we will be constructing the regional play space and accessible toilet at St Ives Showground. The regional play space is partly funded by a $250,000 grant from the NSW Metropolitan Greenspace Program and the accessible toilet facility is partly funded by a $50,000 grant from the NSW Crown Lands Public Reserves Management Fund Program.

26 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Assumptions around capital expenditure, asset valuations and asset management are covered in the Asset Management Strategy and have been incorporated into the LTFP. A summary of future capital expenditure by asset category is provided below: Projected Capital Expenditure Scenario 1 - Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal

Capital Works Project Expenditure

Projected 2015/16 2,101 15,292 2,127 19,460 2,706 4,625 1,358 47,669

$'000

Planning, Community & Other Roads & Transport Streetscape & Public Domain Parks & Recreation Stormwater Drainage Council Buildings Trees & Natural Environment

Total Projects

Projected 2016/17 2,148 23,130 14,614 12,836 2,986 4,618 999 61,331

Projected 2017/18 2,358 23,567 27,239 17,328 986 57,070 851 129,399

Projected 2018/19 2,451 11,853 4,976 10,972 1,313 1,708 997 34,270

Projected 2019/20 2,233 18,720 2,015 40,208 1,117 1,152 0 65,445

Projected 2020/21 2,291 18,681 16,526 7,167 1,780 1,817 0 48,262

Projected 2021/22 2,353 16,859 15,545 3,770 1,866 1,903 0 42,296

Projected 2022/23 2,414 14,843 3,094 3,349 1,991 2,029 0 27,720

Projected 2023/24 2,477 16,228 4,660 11,239 1,717 1,756 0 38,077

Projected 2024/25 2,541 13,313 20,441 3,446 1,043 1,084 0 41,868

The largest capital expenditure will go to Roads & Transport with 33% of total expenditure for the forecast period, followed by Parks and Recreation (24%) and Streetscape & Public Domain (21%). Parks & Recreation includes acquisition of Community land, which is funded by Section 94 Contributions.

The chart below provides the breakdown of capital expenditure by category for the next 10 years and the sources and use of funds for capital projects Capital Expenditure by Asset Category ($M)

Year 2024/25 2023/24 2022/23 2021/22 2020/21 2019/20 2018/19 2017/18 2016/17 2015/16 $10

$10

$30

$50

$70

$90

$110

Planning, Community & Other

Roads & Transport

Streetscape & Public Domain

Parks & Recreation

Stormwater Drainage

Council Buildings

Trees & Natural Environment

27 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

$130

$M

Working Capital & Cash Reserves Working Capital Working capital is a measure of Council’s liquidity and ability to meet its obligations as they fall due. It is one of the primary measures of the overall financial position of Council, which allows for unforeseen expenditure, reductions in revenue or other accounting adjustments.

Council’s current policy is to maintain a minimum working capital of 5.5% of operating expense. This equates to a projected amount of $4.6M for 2015/16. The working capital is gradually increasing by an average of 4% annually in future years. The level of working capital highlights an adequate liquidity position with Council being able to meet its short term liabilities when they fall due.

Cash Reserves Council has a number of cash reserves which are held for the following reasons:   

legal constraint (externally restricted) - e.g. Section 94 Developer Contributions to manage cash flow for abnormal items and thus reduce impact on service delivery specific revenue - e.g. contribution to works

There are three (3) types of cash reserves, namely: 1.

2.

3.

Statutory (externally restricted) - eg S94 Developer Contributions, Specific Purpose Unexpended Grants, Domestic Waste Management, Infrastructure Levy and Environmental Levy Internal Liability Reserves – to provide for future liabilities e.g. employee entitlements Internal Project Reserves – to provide for future expenditure on Projects

External reserves can only be used for the purpose for which funds were collected. Internal projects reserves are used solely to fund capital items. One of the targets identified in the LTFP is to maintain a minimum level of internal discretionary cash reserves (excluding liability cash reserves) of 10% of revenue. Any surplus cash funds are allocated towards future asset renewals.

Cash reserves are carefully managed to achieve optimum investment income and to be available when needed for planned expenditures.

28 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Charts below illustrate the level of working capital and internal cash balances reserves (projects reserves) for the 10-year forecast period Working Capital ($M)

($M)

Available Working Capital

7

Target Working Capital

6

5

4 2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25 Year

Summary of Borrowings One of the major underlying principles incorporated into Council’s Long Term Financial Plan is the Borrowing and Debt Strategy. As per this Strategy Council considers borrowings as a source of funding for:  

Capital projects that deliver long term benefit to the community Building or purchase of assets where a detailed cash flow analysis shows that full funding costs can be recovered over the life of the asset and economic investments where a new asset or service decreases existing costs or provides new revenue in excess of their funding costs (positive NPV)

Using this strategy, the LTFP identifies a permissible level of borrowing in each year to ensure that the required level of borrowing is below this level. This is a borrowing level that the Plan regards as sustainable, principally because;  

sources of debt repayment have been identified and modelled into overall cash flows, and the Debt Service Ratio (DSR) is within the Fit for the Future benchmark of less than 20 %

29 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Maintaining a maximum Debt Service Ratio below the industry benchmark of 20% in any one year is one of the key financial sustainability tests applied by the LTFP. During the current planning period, this test will be satisfied. Council's ability to service its debt remains strong for the entire period of the LTFP. As per Council’s new funding strategy, the outstanding debt is fully discharged by the end of this financial plan from net revenue generated through leasing out Council’s new Administration Building.

The acquisition of the Administration Building in 2012/13 was originally funded by external borrowing with the borrowing to be subsequently discharged by future asset sales. Under the new funding strategy, this building will be fully leased out generating enough revenue over the life of the plan to discharge the outstanding debt for infrastructure asset renewals over a longer period of time. This principle aligns with the matching concept of ‘inter-generational equity’. The relocation of staff to the new administration building is also deferred for a period of 10 years.

Council’s Debt Service Ratio will remain in the range of 3% to 6% during the life of the plan. The Debt Service Ratio for the next 10 years is provided in the table below:

Borrowings Summary and Debt Service Ratio $'000 Financial year

Borrowings Proposed Borrowings

Debt Service Ratio

Principal Repayments

Interest Component

Principal Repayment

Total

2015/2016

-

2,228

0.9%

1.9%

2.8%

2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

-

4,070 1,994 5,626 7,322 4,660 4,808 408 -

0.9% 0.8% 0.7% 0.5% 0.3% 0.1% 0.0% 0.0%

3.3% 1.6% 4.4% 5.5% 3.4% 3.4% 0.3% 0.0%

4.2% 2.4% 5.1% 6.0% 3.7% 3.5% 0.3% 0.0%

TOTAL

-

31,116

30 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

How Council’s Debt is being managed The LTFP includes a dynamic capital management strategy which continuously monitors:     

Actual need for loan funds based on actual expenditure occurring within projects designated for loan funding Obtaining loans under terms which not only offer the best interest rate but also offer maximum flexibility for repayment timing and/or further loan drawdown Updated forecasts of sources of loan repayment Updated reviews of operating budgets, and Quoted interest rates on loans compared to interest being earned on invested funds

Currently no borrowings are proposed beyond 2014/15. The LTFP provides for repayments of debt to occur on either a schedule specified by the terms of individual loans or at a time where funds are available and the overall cost of debt can be reduced by making opportunistic repayments. This results in all loans being discharged by 2023/24.

The following charts show Council’s projected outstanding debt and the Net debt service cost for the next 10 years. Total Debt Service Cost includes total interest plus principal repayments.

31 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

KEY FINANCIAL INDICATORS The key financial indicators are an industry accepted measures of financial health and sustainability. This section provides the financial ratios for the two sustainable Scenarios presented in this Long Term Financial Plan.

Council’s future financial performance and position is measured against the Fit for the Future (FFTF) performance indicators. A summary of these indicators and their benchmarks is provided below.

Key Financial Indicators

Purpose of indicator

Benchmark

SUSTAINABILITY Operating Performance Ratio (Operating revenue excluding capital grants and contributionsoperating expenses divided by Operating revenue excluding capital grants and contributions)

To measure Council's ability to contain operating expenditure within operating revenue

Own Source Revenue Ratio (Total Operating revenue less grants and contributions divided

To assess the degree of Council’s dependence upon

by total Operating revenue)

grants and contributions

Building & Infrastructure Renewal Ratio (Asset renewals expenditure divided by

To assess the rates at which assets are renewed relative to

depreciation, amortisations & impairment expenses)

the rate at which they are depreciated (consumed)

>=break-even average over 3 years >60% average over 3 years >100% average over 3 years

INFRASTRUCTURE AND SERVICE MANAGEMENT Infrastructure Backlog Ratio (Estimated cost to bring assets to a satisfactory condition (from Special Schedule 7) divided by total infrastructure assets

To measure the proportion of assets backlog against total value of Council's infrastructure assets

Asset Maintenance Ratio (Actual maintenance expenditure divided by required annual

To asses the actual asset maintenance expenditure relative

asset maintenance)

to required asset maintenance

Debt service ratio (Net debt service cost divided by revenue from continuing operations)

To assess the impact of loan principal and interest repayment on the discretionary revenue of Council

<2% >100% average over 3 years <20% average over 3 years

EFFICIENCY Decreasing Real Operating Expenditure per capita (Operating expenditure divided by total population)

32 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

To asses real operational expenditure per capita

The projected key financial indicators for each scenario for the next 10 years are presented below.

Scenario 1 – Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal

Key Performance Indicators - Scenario 1 Description

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2.3%

3.5%

4.5%

5.2%

4.9%

4.5%

4.6%

4.8%

5.3%

5.5%

82.6%

81.4%

74.2%

72.4%

71.7%

78.4%

80.7%

82.2%

83.4%

84.1%

106.4%

125.7%

157.3%

136.3%

118.3%

102.9%

103.7%

101.3%

102.0%

102.3%

0.5%

0.5%

0.2%

0.2%

0.1%

0.1%

0.0%

0.0%

SUSTAINABILITY

Operating Performance Ratio Own Source Revenue Building & Infrastructure Asset Renewal Ratio

INFRASTRUCTURE AND SERVICE MANAGEMENT Infrastructure Backlog Ratio 4.1%* 2.0%

Asset Maintenance Ratio Debt Service Ratio

100.9%

104.7%

105.4%

104.4%

103.1%

102.0%

102.6%

103.0%

104.2%

105.8%

7.0%

6.8%

3.2%

3.9%

4.5%

4.9%

4.4%

2.5%

1.3%

0.1%

891

877

864

855

849

840

828

822

816

813

EFFICIENCY

Real Operating Expenditure

(per capita) *Council has a new funding strategy to address the current backlog and decrease it in future years as detailed under Scenario 1 in this document.

Scenario 1 highlights Council’s strong future financial position and performance as indicated by the financial ratios above.

All FFTF Financial indicators are meeting current industry benchmarks in all forecast years, except for the Infrastructure Backlog Ratio in 2015/16. Council adopted a new funding strategy for asset renewals, which will see this ratio significantly decrease in the first two years of the LTFP with further reduction in future years. Council forecasts no Infrastructure backlog by 2021/22. The new funding strategy is discussed in detail under Scenario 1.

33 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Sustainability Ratios: Operating Performance Ratio, Own Source Revenue Ratio and Infrastructure Backlog Ratio Operating Performance Ratio is an important financial indicator for Council. Our long-term financial sustainability is dependent upon ensuring that on average over time this indicator is positive, making sure that Council’s expenses are below its associated revenue. This indicator excludes capital income and gain or loss on sale of assets.

Council's current performance ratio is above the benchmark of break even or higher, which means that Council can easily contain operating expenditure (excluding capital grants and contributions) within its operating revenue. The ratio outperforms benchmark for the entire forecast period of the LTFP with an increasing trend starting from 2015/16 onwards.

Own Source Revenue Ratio measures fiscal flexibility. It is the degree of reliance on external funding sources such as operating grants and contributions. Council’s Own Source Operating Revenue Ratio remains above the benchmark of ( >60%) in all future years. Council forecasts a sufficient level of fiscal flexibility, in the event of being faced with future unforseen events.

Building & Infrastructure Asset renewals Ratio This indicator assesses Council’s rate at which buildings and infrastructure assets are being renewed against the rate at which they are depreciating. An indicator of 100% indicates that the amount spent on asset renewals equals the amount of depreciation. Council’s ratio stands at 106.4% in 2015/16.

34 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Council is continuing to focus on appropriate asset standards for renewal and maintenance.

Infrastructure and Service Management: Infrastructure Backlog Ratio, Assets Maintenance Ratio and Debt Service Ratio The Infrastructure Assets Ratios measure Council’s ability to renew and maintain its asset base to decrease the infrastructure asset backlog in future years. Asset Ratios have been incorporated into Council’s Asset Management Strategy and Asset Management Plans and are monitored within Council's Long Term Financial Plan. Council continues its commitment to maintain financial sustainability and decrease the infrastructure backlog.

Infrastructure Backlog Ratio measures what proportion the backlog is against the total value of Council’s infrastructure. Council’s Infrastructure Backlog Ratio has a positive downward trend in the first 3 years, recording a decrease of 3.6% from 4.1% in 2015/16 to 0.5% in 2017/18. The infrastructure backlog will achieve the benchmark of 2% by 2016/17.

Council’s Asset Maintenance Ratio is above benchmark at 100.9%. An indicator above 100% indicates Council is investing enough funds to stop the Infrastructure Backlog from growing. Council is committed to increase expenditure on asset maintenance in future to stop the increase in infrastructure backlog.

35 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Debt Service Ratio: The purpose of the Debt Service Ratio is to assess the impact of loan principal and interest repayments on the discretionary revenue of Council. In accordance with Council's Long Term Financial Plan, borrowing is only undertaken in accordance with Council's borrowing principles outlined in this document.

Council's ability to service its debt remains strong for the entire period of the LTFP. As per Council’s new funding strategy, the outstanding debt for infrastructure renewal is fully discharged by the end of this financial plan from net revenue generated through leasing out Council’s new administration building for 10 years. The level of Council’s borrowing is discussed in more detail under Summary of Borrowing section of this document.

36 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Efficiency Ratio: Real Operating Expenditure per Capita

This indicator compares operational expenditure to population and is a ratio that measures efficiency. Council forecasts a downward trend in all future years of the financial plan. A decrease in the operating expenditure per capita of approximately 1% per year will be achieved while maintaining the same level of service. It is worth mentioning that this can be achieved while maintaining a strong operating surplus in all future years after funding depreciation on infrastructure assets.

37 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

Scenario 2 - Scenario without additional funding for infrastructure renewal - Key Performance Indicators Overall, financial indicators under Scenario 2 will deteriorate, even though most indicators will still meet or outperform benchmark. The main ratios impacted are Building & Infrastructure Renewal ratio and Infrastructure Backlog Ratio. Both these ratios deteriorate due to reduced funding for asset renewals. The Building & Infrastructure Renewal Ratio is expected to drop to below benchmark levels at 89.4% in 2015/16 and 92.8% in the following year. This means that assets infrastructure renewal expenditure will not keep pace with the depreciation of assets. This will contribute to a higher backlog in future years of the LTFP as shown below. The Infrastructure Backlog Ratio remains above benchmark in the first 4 years of the LTFP peaking at 5.9% in 2015/16. Under this Scenario it will take longer to reduce the backlog as there is a shortfall in asset renewals funding.

Key Performance Indicators â&#x20AC;&#x201C; Scenario 2 Description

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

SUSTAINABILITY

Operating Performance Ratio Own Source Revenue Building & Infrastructure Asset Renewal Ratio

2.4%

3.2%

3.9%

4.2%

3.8%

3.2%

3.0%

3.1%

3.4%

3.4%

82.6%

81.3%

73.9%

72.0%

71.3%

78.0%

80.4%

81.9%

83.0%

83.8%

89.4%

92.8%

123.0%

122.7%

127.4%

116.6%

117.6%

112.2%

116.1%

125.0%

5.9%

5.3%

3.2%

2.8%

1.9%

1.5%

1.1%

0.7%

0.1%

0.0%

100.9%

104.6%

105.3%

104.4%

103.3%

102.3%

102.8%

103.3%

104.5%

106.1%

9.5%

11.7%

7.6%

4.5%

0.8%

0.6%

0.4%

0.3%

0.2%

0.1%

INFRASTRUCTURE AND SERVICE MANAGEMENT

Infrastructure Backlog Ratio Asset Maintenance Ratio Debt Service Ratio EFFICIENCY

Real Operating expenditure (per capita)

891

870

853

846

38 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

842

835

824

819

813

810

The impact on Building & Infrastructure Ratio and infrastructure Backlog Ratio under Scenario 2 is demonstrated below. Both ratios do not meet benchmark in earlier years of the LTFP, however are improving in the later years. The Infrastructure Backlog Ratio is on a downward trend and forecast to meet benchmark of 2% by 2019/20 from 6% in 2015/16. It will take approximately 4 years to reduce the backlog under this scenario due to insufficient funds for asset renewals in the first years of LTFP.

39 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

CONCLUSION Council’s Long Term Financial Plan ensures financial sustainability, whilst maintaining service delivery to the community, renewing ageing assets, and providing for new facilities. As part of the long term planning, Council has developed strategic asset management plans and is continuously reviewing and quantifying the renewal gap for infrastructure assets, identifying opportunities to broaden the revenue base, and reviewing its borrowing strategies.

The LTFP (Scenario 1) provides for the following: 

meets all Fit for the Future KPIs by the target year 2016/17



operating surpluses in all years



affordable loan borrowing



fully catching up on the infrastructure assets backlog and provision of ongoing renewal expenditure to match depreciation



capital expenditure to provide new open space and community facilities for our growing community.

40 Ku-ring-gai Council Long Term Financial Plan 2015/16 – 2024/25 (revised June 2015)

Appendix A - LTFP Forecasts and Assumptions Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected 2015/ 16 2016/ 17 2017/ 18 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2023/ 24 2024/ 25 F OR ECAS TS - ACCESS ECON OM ICS Consumer Price Index ( CPI)

2.9%

2.9%

2.4%

2.4%

2.4%

2.4%

2.4%

2.4%

2.4%

2.4%

Average Weekly Ord Time Earnings

2.5%

3.4%

3.6%

3.6%

3.6%

3.6%

3.6%

3.6%

3.6%

3.6%

BBSW - 90 Day

2.7%

2.7%

2.7%

2.7%

2.7%

2.7%

2.7%

2.7%

2.7%

2.7%

Rates Pegging Forecast

2.4%

3.8%

3.8%

3.2%

3.3%

3.3%

3.3%

3.3%

3.2%

3.3%

Rates Growth

0.8%

0.7%

0.7%

0.7%

0.7%

0.7%

0.7%

0.7%

0.7%

0.7%

Total R ates Change F ees and Charges

3.2%

4.5%

4.5%

3.9%

4.0%

4.0%

4.0%

4.0%

3.9%

4.0%

2.9%

3.0%

3.0%

2.6%

2.6%

2.6%

2.6%

2.6%

2.6%

2.6%

Domestic Waste Price Increase

8.5%

2.5%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

Pensioner Rebate Growth

1.7%

1.7%

1.6%

1.6%

1.6%

1.6%

1.6%

1.5%

1.5%

1.5%

Stormwater Management Charge (rates growth only)

0.7%

0.7%

0.6%

0.6%

0.6%

0.6%

0.6%

0.5%

0.5%

0.5%

Trade Waste - Annual Charges (DWM increase rate)

8.5%

2.5%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

3.2%

4.1%

4.3%

4.3%

4.3%

4.3%

4.3%

4.3%

4.3%

4.3%

Recurrent Grants (CPI)

2.9%

2.9%

2.4%

2.4%

2.4%

2.4%

2.4%

2.4%

2.4%

2.4%

Capital Grants (CPI)

2.9%

2.9%

2.4%

2.4%

2.4%

2.4%

2.4%

2.4%

2.4%

2.4%

11,587

12,922

9,981

9,938

2,787

5,648

0

0

0

0

3.2%

3.3%

3.8%

3.8%

3.7%

3.7%

3.8%

3.8%

3.7%

3.7%

9.5%

9.5%

9.5%

9.5%

9.5%

9.5%

10.0%

10.5%

11.0%

11.5%

2.9% 2.9% 2.9% 2.9% 2.9% 2.9% 2.9%

2.9% 2.9% 2.9% 2.9% 2.9% 2.9% 3.0%

2.4% 2.4% 2.4% 2.4% 2.4% 2.4% 2.7%

2.4% 2.4% 2.4% 2.4% 2.4% 2.4% 2.7%

2.4% 2.4% 2.4% 2.4% 2.4% 2.4% 2.6%

2.4% 2.4% 2.4% 2.4% 2.4% 2.4% 2.6%

2.4% 2.4% 2.4% 2.4% 2.4% 2.4% 2.7%

2.4% 2.4% 2.4% 2.4% 2.4% 2.4% 2.7%

2.4% 2.4% 2.4% 2.4% 2.4% 2.4% 2.6%

2.4% 2.4% 2.4% 2.4% 2.4% 2.4% 2.6%

3.9%

4.8%

5.0%

5.0%

5.0%

5.0%

5.0%

5.0%

5.0%

5.0%

I N COM E AS S UM PTI ON S R ates

I nterest I ncome Interest Income - Rate Grants I ncome

Proceeds from Assets S ales Asset Sales EXPEN DI TUR E ASSUMPTI ON S Labour Costs Super - new scheme compulsory increase phased in. [Old Scheme employees at set rates] M aterial & Contracts - Operational Expenditure Operating Expenses (CPI ) Street Lighting Charges (IPART Decision) Building Electricity Charges (IPART) Water Charges (IPART Determination) Fire Levy (CPI) Planning Levy (CPI ) M aterials & Contracts - Capital Expenditure B orrowing Costs Loan Rate (135 bps over 90 BBSW)

41 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

Appendix B - Scenario 1 - Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal 10 Year Financial Plan for the Years ending 30 June 2025

Projected Income Statement Scenario 1 - Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal

$'000

Projected 2015/16

Projected 2016/17

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

Income from Continuing Operations Rates & Annual Charges

78,387

81,683

84,589

87,227

90,025

92,925

95,929

98,856

101,963

105,414

User Charges & Fees

16,991

17,894

18,596

19,043

19,512

19,993

20,487

20,994

21,497

22,047

4,183

4,114

3,535

3,454

3,649

3,338

3,485

4,094

4,902

5,425

10,723

13,188

13,898

14,285

13,801

14,203

14,624

15,050

15,497

15,958

Interest & Investment Revenue Other Revenues Grants & Contributions for Operating Purposes Grants & Contributions for Capital Purposes

7,566

7,188

6,733

6,370

6,931

7,075

7,219

7,399

7,527

7,684

18,162

20,039

63,240

26,085

24,489

20,087

21,189

20,091

19,616

18,974

Other Income: Net gains from the disposal of assets

5,587

5,422

8,781

7,438

2,237

4,148

141,599

149,528

199,372

163,902

160,644

161,769

162,933

166,484

171,002

175,502

117,850

124,067

127,351

130,379

133,918

137,534

141,744

146,393

151,386

156,528

37,534

38,770

40,232

41,750

43,285

44,876

46,725

48,767

51,065

53,640

1,093

1,127

1,052

905

620

350

133

10

Materials & Contracts

35,617

32,620

33,484

33,395

35,252

36,156

37,114

Depreciation & Amortisation

19,155

19,349

19,863

22,017

22,252

22,802

Other Expenses

16,302

20,654

21,175

21,573

22,117

22,675

4,628

5,120

4,609

4,264

4,305

Total Expenses from Continuing Operations

114,329

117,640

120,415

123,904

Net Operating Result for the Year Net Operating Result for the year before Grants & Contributions provided for Capital Purposes

27,270

31,888

78,957

9,108

11,849

15,717

Total Income from Continuing Operations Total Income excluding Proceeds from Asset Sales & Capital Income

-

-

-

-

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs

Other Operational Projects Expenses

42 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

-

-

38,066

39,043

40,045

23,227

23,564

23,637

23,796

23,248

23,834

24,407

24,992

4,678

4,039

4,305

4,440

4,893

127,831

131,537

134,486

138,546

142,592

147,366

39,998

32,813

30,232

28,447

27,938

28,410

28,136

13,913

8,324

10,145

7,258

7,847

8,794

9,162

10 Year Financial Plan for the Years ending 30 June 2025

Projected Balance Sheet Scenario 1 - Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal

$ '000

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

ASSETS Current Assets Cash & Cash Equivalents

9,464

3,065

-

-

-

-

-

17,515

32,553

43,682

Investments

58,251

58,251

28,436

57,500

42,597

45,655

50,907

57,500

57,500

57,500

Receivables

9,852

10,575

16,328

11,628

11,601

11,209

11,600

11,769

12,046

12,286

121

111

114

114

120

123

126

129

133

136

1,414

1,460

1,482

1,481

1,542

1,588

1,610

1,655

1,697

1,748

Inventories Other Non-Current Assets Held for Sale

7,500

1,200

2,500

550

1,500

-

-

-

86,602

74,662

48,859

71,272

57,360

58,575

64,242

88,569

103,930

115,353

Investments

34,211

34,211

34,211

34,211

34,211

34,211

34,211

34,211

34,211

34,211

Receivables

226

235

244

251

259

268

276

285

294

304

1,001,873

1,043,815

1,149,724

1,161,513

1,203,274

1,228,789

1,247,901

1,252,092

1,266,560

1,284,631

Total Current Assets

-

-

Non-Current Assets

Infrastructure, Property, Plant & Equipment Intangible Assets

805

732

743

657

589

534

491

456

428

429

Total Non-Current Assets

1,037,115

1,078,993

1,184,922

1,196,632

1,238,333

1,263,802

1,282,879

1,287,044

1,301,493

1,319,575

TOTAL ASSETS

1,123,717

1,153,655

1,233,781

1,267,905

1,295,693

1,322,377

1,347,122

1,375,613

1,405,423

1,434,928

15,745

16,298

16,779

-

-

-

LIABILITIES Current Liabilities Payables

13,650

14,283

15,932

14,231

15,282

15,356

15,590

Borrowings

1,560

1,069

1,026

672

360

360

408

Provisions

11,691

12,276

12,890

13,534

14,211

14,922

15,668

16,451

17,274

18,137

Total Current Liabilities

26,902

27,627

29,847

28,437

29,853

30,638

31,666

32,196

33,572

34,917

Non-Current Liabilities Payables Borrowings Provisions

-

-

-

-

-

-

-

-

-

-

23,808

21,116

20,048

15,565

9,105

4,751

-

-

-

517

333

350

367

386

405

425

447

469

492

Total Non-Current Liabilities

24,142

21,466

20,415

15,951

9,510

5,177

447

469

492

517

TOTAL LIABILITIES

51,043

49,093

50,262

44,388

39,363

35,814

32,112

32,665

34,065

35,434

1,072,673

1,104,561

1,183,519

1,223,517

1,256,330

1,286,562

1,315,010

1,342,948

1,371,358

1,399,494

Retained Earnings

755,185

787,073

866,031

906,029

938,842

969,074

997,522

1,025,460

1,053,870

1,082,006

Revaluation Reserves

317,488

317,488

317,488

317,488

317,488

317,488

317,488

317,488

317,488

317,488

Council Equity Interest

1,072,673

1,104,561

1,183,519

1,223,517

1,256,330

1,286,562

1,315,010

1,342,948

1,371,358

1,399,494

Total Equity

1,072,673

1,104,561

1,183,519

1,223,517

1,256,330

1,286,562

1,315,010

1,342,948

1,371,358

1,399,494

Net Assets EQUITY

43 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

10 Year Financial Plan for the Years ending 30 June 2025

Projected Cash Flow Statement Scenario 1 - Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

Rates & Annual Charges

77,465

80,950

78,828

91,919

90,044

93,308

95,530

98,678

101,677

105,164

User Charges & Fees

16,991

17,894

18,596

19,043

19,512

19,993

20,487

20,994

21,497

22,047

4,183

4,114

33,350

- 25,610

18,552

280

- 1,766

- 2,500

4,902

5,425

25,728

27,227

69,973

32,455

31,420

27,162

28,408

27,490

27,143

26,658

$ '000

Cash Flows from Operating Activities Receipts:

Investment & Interest Revenue Received Grants & Contributions Bonds, Deposits, Retention amounts received

-

-

-

-

-

-

-

-

-

-

10,744

13,152

13,873

14,286

13,734

14,154

14,598

15,002

15,452

15,904

Employee Benefits & On-Costs

- 36,853

- 38,169

- 39,600

- 41,086

- 42,589

- 44,144

- 45,959

- 47,960

- 50,219

- 52,751

Materials & Contracts

- 35,174

- 31,987

- 31,835

- 35,096

- 34,201

- 36,082

- 36,880

- 37,912

- 38,490

- 39,564

- 355

- 241

- 170

- 116

- 70

- 44

- 28

- 10

-

-

-

-

Other Payments:

Borrowing Costs Bonds, Deposits, Retention amounts refunded Other

-

-

-

-

-

-

- 20,930

- 25,774

- 25,784

- 25,837

- 26,422

- 27,353

- 27,287

- 28,139

- 28,847

- 29,885

41,798

47,166

117,231

29,958

69,980

47,274

47,103

45,643

53,115

52,998

11,587

12,922

9,981

9,938

2,787

5,648

-

-

-

-

Purchase of Infrastructure, Property, Plant & Equipment

- 47,669

- 62,418

- 128,283

- 34,270

- 65,445

- 48,262

- 42,296

- 27,720

- 38,077

- 41,868

Net Cash provided in Investing Activities

- 36,082

- 49,496

- 118,302

- 24,332

- 62,658

- 42,614

- 42,296

- 27,720

- 38,077

- 41,868

Net Cash provided (or used) in Operating Activities Cash Flows from Investing Activities Receipts: Sale of Infrastructure, Property, Plant & Equipment Payments:

Cash Flows from Financing Activities Receipts: Proceeds from Borrowings & Advances

-

-

-

-

-

-

-

-

-

-

Payments: Repayments of Borrowings & Advances

- 2,228

- 4,070

- 1,994

- 5,626

- 7,322

- 4,660

- 4,808

- 408

-

-

Net Cash provided in Financing Activities

- 2,228

- 4,070

- 1,994

- 5,626

- 7,322

- 4,660

- 4,808

- 408

-

-

Net Increase/(Decrease) in Cash & Cash Equivalents

3,488

- 6,399

- 3,065

-

-

-

-

17,515

15,038

11,129

Plus: Cash & Cash Equivalents - beginning of year

5,976

9,464

3,065

-

-

-

-

-

17,515

32,553

Cash & Cash Equivalents - end of year Plus: Investments on hand - end of year

Total Cash, Cash Equivalents & Investments

9,464

3,065

-

-

-

-

-

17,515

32,553

43,682

92,462

92,462

62,647

91,711

76,808

79,866

85,118

91,712

91,712

91,711

101,926

95,527

62,647

91,711

76,808

79,866

85,118

109,227

124,265

135,394

44 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

Appendix C - Scenario 2 â&#x20AC;&#x201C; Scenario without additional funding for Infrastructure renewal 10 Year Financial Plan for the Years ending 30 June 2025

Projected Income Statement Scenario 2 - Scenario without additional funding for infrastructure renewal

$'000

Projected 2015/16

Projected 2016/17

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

Income from Continuing Operations Rates & Annual Charges

78,387

81,683

84,589

87,227

90,025

92,925

95,929

98,856

101,963

105,414

User Charges & Fees

16,991

17,894

18,596

19,043

19,512

19,993

20,487

20,994

21,497

22,047

4,162

4,062

3,468

3,388

3,586

3,270

3,399

3,879

4,412

4,523

10,723

10,909

11,242

11,524

10,939

11,235

11,546

11,859

12,188

12,527

Interest & Investment Revenue Other Revenues Grants & Contributions for Operating Purposes Grants & Contributions for Capital Purposes

7,566

7,188

6,733

6,370

6,931

7,075

7,219

7,399

7,527

7,684

18,162

20,039

63,240

26,085

24,489

20,087

21,189

20,091

19,616

18,974

Other Income: Net gains from the disposal of assets

5,587

5,422

8,781

7,438

2,237

4,148

141,578

147,197

196,649

161,075

157,719

158,733

159,769

163,078

167,203

171,169

117,829

121,736

124,628

127,552

130,993

134,498

138,580

142,987

147,587

152,195

37,534

38,770

40,232

41,750

43,285

44,876

46,725

48,767

51,065

53,640

1,096

649

170

116

70

44

28

10

Materials & Contracts

35,617

32,620

33,484

33,395

35,252

36,156

37,114

Depreciation & Amortisation

19,155

19,368

19,854

21,979

22,214

22,763

Other Expenses

16,302

20,133

20,642

21,164

21,698

22,246

4,628

5,120

4,609

4,264

4,305

Total Expenses from Continuing Operations

114,332

116,660

118,991

122,668

Net Operating Result for the Year Net Operating Result for the year before Grants & Contributions provided for Capital Purposes

27,246

30,537

77,658

9,084

10,498

14,418

Total Income from Continuing Operations Total Income excluding Proceeds from Asset Sales & Capital Income

-

-

-

-

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs

Other Operational Projects Expenses

45 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

-

-

38,066

39,043

40,045

23,188

23,525

23,598

23,758

22,808

23,384

23,946

24,520

4,678

4,039

4,305

4,440

4,893

126,824

130,763

133,902

138,057

142,092

146,856

38,407

30,895

27,970

25,867

25,021

25,111

24,313

12,322

6,406

7,883

4,678

4,930

5,495

5,339

10 Year Financial Plan for the Years ending 30 June 2025

Projected Balance Sheet Scenario 2 - Scenario without additional funding for infrastructure renewal

$ '000

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

ASSETS Current Assets Cash & Cash Equivalents

8,322

1,562

-

-

-

-

-

11,374

19,046

18,600

Investments

58,251

58,251

27,058

56,320

41,507

44,247

48,970

56,320

56,320

56,320

Receivables

9,849

10,272

15,974

11,260

11,221

10,815

11,188

11,326

11,552

11,723

121

111

114

114

120

123

126

129

133

136

1,414

1,447

1,468

1,471

1,531

1,577

1,599

1,644

1,686

1,736

Inventories Other Non-Current Assets Held for Sale

7,500

1,200

2,500

550

1,500

-

-

-

-

-

85,457

72,843

47,115

69,715

55,879

56,762

61,884

80,793

88,737

88,516

Investments

34,211

34,211

34,211

34,211

34,211

34,211

34,211

34,211

34,211

34,211

Receivables

226

235

244

251

259

268

276

285

294

304

994,076

1,025,671

1,130,390

1,144,291

1,190,186

1,217,729

1,239,151

1,245,841

1,264,448

1,290,394

Total Current Assets Non-Current Assets

Infrastructure, Property, Plant & Equipment Intangible Assets

805

732

743

657

589

534

491

456

428

429

Total Non-Current Assets

1,029,318

1,060,849

1,165,588

1,179,410

1,225,245

1,252,742

1,274,129

1,280,793

1,299,381

1,325,338

TOTAL ASSETS

1,114,775

1,133,692

1,212,702

1,249,125

1,281,125

1,309,503

1,336,013

1,361,586

1,388,118

1,413,854

15,660

16,235

16,769

-

-

-

LIABILITIES Current Liabilities Payables

13,525

13,985

15,774

14,153

15,233

15,271

15,506

Borrowings

1,560

1,069

1,026

672

360

360

408

Provisions

11,691

12,276

12,890

13,534

14,211

14,922

15,668

16,451

17,274

18,137

Total Current Liabilities

26,777

27,330

29,690

28,360

29,804

30,553

31,582

32,111

33,508

34,907

Non-Current Liabilities Payables Borrowings Provisions

-

-

-

-

15,016

2,826

1,800

1,128

-

-

-

-

-

-

768

408

-

-

-

517

333

350

367

386

405

425

447

469

492

Total Non-Current Liabilities

15,349

3,176

2,168

1,514

1,173

833

447

469

492

517

TOTAL LIABILITIES

42,126

30,506

31,858

29,873

30,977

31,386

32,028

32,580

34,001

35,424

1,072,649

1,103,186

1,180,845

1,219,252

1,250,147

1,278,117

1,303,985

1,329,006

1,354,117

1,378,430

Retained Earnings

755,161

785,698

863,357

901,764

932,659

960,629

986,497

1,011,518

1,036,629

1,060,942

Revaluation Reserves

317,488

317,488

317,488

317,488

317,488

317,488

317,488

317,488

317,488

317,488

Council Equity Interest

1,072,649

1,103,186

1,180,845

1,219,252

1,250,147

1,278,117

1,303,985

1,329,006

1,354,117

1,378,430

Total Equity

1,072,649

1,103,186

1,180,845

1,219,252

1,250,147

1,278,117

1,303,985

1,329,006

1,354,117

1,378,430

Net Assets EQUITY

46 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

10 Year Financial Plan for the Years ending 30 June 2025

Projected Cash Flow Statement Scenario 2 - Scenario without additional funding for infrastructure renewal Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

Projected

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

Rates & Annual Charges

77,467

81,251

78,879

91,933

90,057

93,323

95,546

98,710

101,728

105,233

User Charges & Fees

16,991

17,894

18,596

19,043

19,512

19,993

20,487

20,994

21,497

22,047

4,162

4,062

34,661

- 25,874

18,399

530

- 1,324

- 3,471

4,412

4,523

25,728

27,227

69,973

32,455

31,420

27,162

28,408

27,490

27,143

26,658

$ '000

Cash Flows from Operating Activities Receipts:

Investment & Interest Revenue Received Grants & Contributions Bonds, Deposits, Retention amounts received

-

-

-

-

-

-

-

-

-

-

10,744

10,886

11,218

11,522

10,872

11,186

11,521

11,811

12,143

12,473

Employee Benefits & On-Costs

- 36,853

- 38,169

- 39,600

- 41,086

- 42,589

- 44,144

- 45,959

- 47,960

- 50,219

- 52,751

Materials & Contracts

- 35,299

- 32,160

- 31,695

- 35,016

- 34,172

- 36,118

- 36,879

- 37,913

- 38,469

- 39,510

- 355

- 241

- 170

- 116

- 70

- 44

- 28

- 10

-

-

-

-

Other Payments:

Borrowing Costs Bonds, Deposits, Retention amounts refunded Other

-

-

-

-

-

-

- 20,930

- 25,253

- 25,251

- 25,428

- 26,003

- 26,924

- 26,847

- 27,689

- 28,386

- 29,413

41,655

45,497

116,611

27,433

67,426

44,964

44,926

41,961

49,849

49,260

11,587

12,922

9,981

9,938

2,787

5,648

-

-

-

-

Purchase of Infrastructure, Property, Plant & Equipment

- 39,872

- 52,090

- 127,084

- 36,344

- 69,541

- 50,251

- 44,567

- 30,180

- 42,177

- 49,705

Net Cash provided in Investing Activities

- 28,285

- 39,168

- 117,103

- 26,406

- 66,754

- 44,603

- 44,567

- 30,180

- 42,177

- 49,705

Net Cash provided (or used) in Operating Activities Cash Flows from Investing Activities Receipts: Sale of Infrastructure, Property, Plant & Equipment Payments:

Cash Flows from Financing Activities Receipts: Proceeds from Borrowings & Advances

-

-

-

-

-

-

-

-

-

-

Payments: Repayments of Borrowings & Advances

- 11,024

- 13,090

- 1,069

- 1,026

- 672

- 360

- 360

- 408

-

-

Net Cash provided in Financing Activities

- 11,024

- 13,090

- 1,069

- 1,026

- 672

- 360

- 360

- 408

-

-

Net Increase/(Decrease) in Cash & Cash Equivalents

2,346

- 6,761

- 1,562

-

-

-

-

11,374

7,672

- 445

Plus: Cash & Cash Equivalents - beginning of year

5,976

8,322

1,562

-

-

-

-

-

11,374

19,046

Cash & Cash Equivalents - end of year Plus: Investments on hand - end of year

Total Cash, Cash Equivalents & Investments

8,322

1,562

-

-

-

-

-

11,374

19,046

18,601

92,462

92,462

61,269

90,531

75,718

78,458

83,181

90,531

90,531

90,531

100,785

94,024

61,269

90,531

75,718

78,458

83,181

101,905

109,577

109,132

47 Ku-ring-gai Council Long Term Financial Plan 2015/16 â&#x20AC;&#x201C; 2024/25 (revised June 2015)

ASSET MANAGEMENT STRATEGY 2015/16 – 2024/25 REVISED JUNE 2015

Ku-ring-gai Council 15

Our Vision Ku-ring-gai will be a creative, healthy and liveable place where people respect each other, conserve the magnificent environment and society for the children and grandchildren of the future.

Community Strategic Plan 2030

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

2

This Plan has been prepared by Ku-ring-gai Council to support the delivery of its long-term strategic direction. It forms part of the Resourcing Strategy for the Community Strategic Plan and Delivery Program and should be read in conjunction with these documents.

For more information on this document contact: Ku-ring-gai Council 818 Pacific Hwy, Gordon NSW 2072.

Locked bag 1056, Pymble 2073 Ph. (02) 9424 0000 F (02) 9424 0001 kmc@kmc.nsw.gov.au

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

3

Contents Our Vision ................................................................................................................................................................................................................ 2 Summary .................................................................................................................................................................................................................. 5 Introduction .............................................................................................................................................................................................................. 5 Asset Management Planning Process ..................................................................................................................................................................... 7 Asset Management Policy and Objectives ............................................................................................................................................................... 8 Where are we now? ............................................................................................................................................................................................... 10 Current Situation .................................................................................................................................................................................................... 10 Council’s Vision, Goals and Objectives – Our Future ............................................................................................................................................ 19 Life Cycle Management ......................................................................................................................................................................................... 21 How will we get there? ........................................................................................................................................................................................... 39 Reporting and Assessment .................................................................................................................................................................................... 47 Conclusion ............................................................................................................................................................................................................. 48 Appendix A Asset Management Policy 2014 ......................................................................................................................................................... 49

Asset Management Strategy 2015/16 – 2024/25

4

Summary The Asset Management Strategy has been prepared following engagement with our community on Council’s service delivery practices, financial sustainability indicators, asset management maturity and the objectives identified in the Community Strategic Plan. The Strategy also includes an asset management improvement plan, which details a program of tasks and nominated resources required as part of our commitment to the continuous improvement of the organisation.

This Asset Management Strategy for Ku-ring-gai has been developed in accordance with the Integrated Planning and Reporting Framework Guidelines.

The Asset Management Strategy is to enable Council to show:   

how its asset portfolio will meet the service delivery needs of its community into the future enable Council’s Asset Management Policy to be achieved ensure the integration of Council’s asset management with its long term strategic plan

Introduction Council delivers a variety of services to the community and in doing so, must ensure that the assets supporting these services are managed with a whole of life asset management approach. The life cycle management approach optimises asset acquisition, maximises use of assets and manages service and operational costs.

Ku-ring-gai Council’s infrastructure assets represent a vast investment over many generations that support modern living in the community.

Millions of dollars are spent annually managing Council’s infrastructure and it is imperative that Council employs the best asset management skills and practices to ensure that related services are delivered economically and sustainably.

Council demonstrates its commitment to asset management the Asset Management Policy, Asset Management Strategy and a suite of Asset Management Plans, which apply to all infrastructure assets owned by Council.

Asset Management Strategy 2015/16 – 2024/25

5

Community and organisational goals and objectives have guided the development of this Strategy to ensure the management of Council’s assets reflect the broader community long term objectives contained in the Community Strategic Plan ‘Our Community, Our Future’ 2030.

The Community Strategic Plan ‘Our Community, Our Future’ 2030, provides strategic direction, addressing the community’s issues to achieve the long term objectives under the following themes;      

Community, People and Culture Natural Environment Places, Spaces and Infrastructure Local Economy and Employment Access, Traffic and Transport Leadership and Governance

The Asset Management Strategy can be viewed as a first tier plan being supported by more detailed Asset Management Plans. It provides direction to guide asset management actions into the future and ensures the Council continually improves the management of its infrastructure.

It is vital that Council develops and maintains rigorous asset management processes, as asset management is a key driver of the 10 Year Long Term Financial Plan through its renewal and capital works program

Asset Management Strategy 2015/16 – 2024/25

6

Asset Management Planning Process

Asset Management Planning Process Asset management planning is a comprehensive process to ensure that assets are managed and maintained in a way that enables affordable services from infrastructure to be provided in an economically optimal way. In turn, affordable service levels can only be determined by assessing Councilâ&#x20AC;&#x2122;s financially sustainability under scenarios with different proposed service levels.

Asset management planning commences with defining stakeholder and legal requirements and needs, incorporating these needs into the organisationâ&#x20AC;&#x2122;s strategic plan, developing an asset management policy, strategy, asset management plans and operational plans, linked to a long-term financial plan.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

7

Asset Management Policy and Objectives Purpose The purpose of Council’s Asset Management Policy is to guide the strategic management of council’s assets. The Asset Management Policy defines the Council’s vision and service delivery objectives for asset management in accordance with legislative requirements, community needs and affordability. The Asset Management Strategy has been developed to support the Asset Management Policy.

The Policy was adopted by Council on the 26 August 2014. A copy of the policy is attached at Appendix A.

Objectives To ensure the long-term financial sustainability of Council, it is essential to balance the community’s expectations for services with their ability to pay for the infrastructure assets used to provide the services. Maintenance of service levels for infrastructure services requires appropriate investment over the whole of the asset life cycle. To assist in achieving this balance, Council develops and maintains asset management governance, skills, processes, data and systems in order to provide services to our present and future community in the most cost-effective and sustainable manner.

The objectives of the Asset Management Strategy are to:   

ensure that the Council’s infrastructure services are provided in an economically optimal way, with the appropriate level of service to residents, visitors and the environment determined by reference to Council’s financial sustainability. improve the condition of our assets over a ten-year period by implementing optimised maintenance and renewal programs based on the remaining useful life, condition and allocated funding. manage assets in a poor and failed condition with appropriate risk management strategies.

Asset Management Strategy 2015/16 – 2024/25

8

        

Improve our existing data by ensuring that all assets are assessed and appropriate useful lives and conditions assigned to each component. any future projects that aim to create or upgrade assets are done with a full understanding of the whole of life costing for the asset.

Asset Management Plans are developed into advanced plans that provide detailed service levels, funding and future maintenance and capital works for each asset group. the Asset Management Strategy and Plans are reviewed to ensure alignment with Council’s Integrated Planning & Reporting documents. safeguard Council’s assets including physical assets and employees by implementing appropriate asset management strategies and appropriate financial resources for those assets. adopt the long-term financial plan as the basis for all service and budget funding decisions. meet legislative requirements for all Council’s operations. ensure resources and operational capabilities are identified and responsibility for asset management is allocated. provide high-level oversight of financial and asset management responsibilities through the Asset Management Steering Group. reporting to Council on the development, revision and implementation of the Asset Management Strategy, Asset Management Plans and Resourcing Strategy.

Asset Management Strategy 2015/16 – 2024/25

9

Where are we now?

Current Situation In developing the Asset Management Strategy, we needed to understand the current situation of Council’s assets and their management. This included consideration of the following: 

What assets do we have and where are they?

Asset Management Strategy 2015/16 – 2024/25

10

   

What is the current condition of assets?

Do they meet Council’s and community current and forecast needs?

Is the funding base for operation, maintenance and renewal appropriate and affordable?

What is the state of Council’s asset management practices, procedures and training?

In 2013 the NSW Government released the Local Government Infrastructure Audit Report which reviewed all NSW councils infrastructure management and infrastructure financial planning. The independent report determined Ku-ring-gai Council’s infrastructure management as Strong.

Asset cost, condition and value The cost, condition and value of assets are reported each year in financial statements within the Annual Report. The infrastructure assets are valued at $927Million1 and the carrying amount (WDV) is $518Million.

Currently financial and technical asset registers do not align as the technical registers are updated on a more regular basis. The integration between registers will improve due to the revaluation of our stormwater drainage and roads and transport assets are to be completed by 30 June 2015.

8

1

Ku-ring-gai Council Annual Report 2013/2014 – Financial Statements Note 9a Infrastructure, Property, Plant & Equipment

Asset Management Strategy 2015/16 – 2024/25

11

Infrastructure Backlog Ratio

Infrastructure Backlog Benchmark <2%

Council’s infrastructure backlog represents the cost to bring assets in a poor and failed condition up to an acceptable standard.

Infrastructure Backlog Ratio

10% 8%

Council has recently engaged a consultant to review the asset registers and the backlog figure, which was previously reported in Special Schedule 7, 2013/2014 as $165Million. Council’s asset data such as unit rates, condition ratings and useful lives were revised and a new methodology for determining the infrastructure backlog has been applied. The infrastructure backlog after review, based on 2013/2014 replacement cost is $24.5million.

6% 4% 2% 0% ‐2% ‐4%

The infrastructure backlog ratio compares the backlog figure to the written down value of our assets (WDV). Figure 1 shows how the ratio decreases from 2014/2015 and reaches the benchmark of 2% in 2016/2017.

Figure 1 Infrastructure Backlog Ratio

Figure 2 shows the Infrastructure backlog for each asset class over a ten-year period. The projections each year are based on the previous year’s backlog, adding depreciating and deducting renewal expenditure. The renewal expenditure is adopted in the Long Term Financial Plan and will be revised each year to ensure that we reallocate renewal to asset groups with a higher backlog figure.

Infrastructure Backlog $'000 Roads and Transport Buildings

Budget 2015/16

Projected 2016/17

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

10,620

4,462

1,761

1,701

733

694

432

400

50

0

4,616

1,170

126

65

115

20

0

62

18

0

Stormwater Drainage

3,051

2,570

1,092

1,031

492

306

137

77

28

0

Recreational Facilities

3,719

2,226

129

267

77

355

256

48

27

0

22,007

10,428

3,107

3,065

1,417

1,376

825

586

123

0

Total Backlog

Figure 2 Financial status of each asset class (identified in the long‐term financial model)

Asset Management Strategy 2015/16 – 2024/25

12

Maintenance expenditure

Asset Maintenance Ratio (3 Yr Average) Benchmark >100%

Maintenance is the activities required or undertaken by Council to preserve the original condition of the assets. The required maintenance, which is reported in Special Schedule 7, is the amount that Council should be spending on their assets and is based on a percentage of the replacement cost. Actual maintenance includes the budgeted amount that Council will spend on preventative, corrective and reactive maintenance annually.

Below Benchmark Asset Maintenance Ratio (3 Yr Average) 140% 120% 100% 80%

Figures 3 and 4 compare the required maintenance to the projected maintenance budget. The asset maintenance ratio compares the figures and demonstrates how Council meets the benchmark of 100% in each year of the Long Term Financial Plan. Maintenance expenditure will have to be revised each year to ensure that Council continues to meet the 100% benchmark.

60%

Figure 3 – Asset Maintenance Ratio REQUIRED MAINTENANCE BY ASSET CLASS Roads and Transport

Budget 2015/16 3,796

Projected 2016/17

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

3,815

3,988

4,196

4,217

4,285

4,490

4,687

4,722

4,756

Buildings

2,568

2,470

2,354

3,301

3,255

3,248

3,218

3,218

3,218

3,218

Stormwater Drainage

1,900

1,904

1,910

1,914

1,919

1,923

1,927

1,931

1,935

1,939

Recreational Facilities

2,779

2,961

3,226

3,823

4,007

4,254

4,339

4,350

4,363

4,409

Total Required Maintenance

11,043

11,151

11,478

13,233

13,399

13,710

13,973

14,186

14,237

14,320

Actual Maintenance (CPI increase)

11,509

11,843

12,127

13,393

13,715

14,044

14,381

14,726

15,079

15,441

466

692

649

160

316

334

408

540

842

1,121

Gap

Figure 4 Asset Maintenance Ratio

Asset Management Strategy 2015/16 – 2024/25

13

Building & Infrastructure Asset Renewal Ratio (3 Yr Average)

Renewal Expenditure

Benchmark >100%

Renewal is the activities to refurbish or replace assets with assets of equivalent capacity or performance capacity. Renewal works are included in Council’s Capital Works Program.

Figure 5 displays the asset renewal ratio. The asset renewal ratio compares renewal expenditure to the depreciation of assets. The graph demonstrates that Council exceeds the benchmark of 100% over the next five years. This begins to level out at approximately 100% from 2020/2021.

Below Benchmark Building & Infrastructure Asset Renewal Ratio (3 Yr Average) 200% 180% 160% 140% 120% 100% 80% 60% 40% 20% 0%

Figure 6 shows the ten year renewal expenditure forecasts identified in Council’s ten year Long Term Financial Plan.

Figure 5 Asset Renewal Ratio

Asset Renewal Expenditure $'000

Budget 2015/16

Roads and Transport Buildings

Projected 2016/17

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

14,587

14,352

11,164

8,840

9,780

8,991

9,544

9,630

9,998

10,056

5,824

6,099

3,572

3,605

3,446

3,582

3,474

3,393

3,499

3,564

Stormwater Drainage

2,229

2,886

3,890

2,477

2,962

2,615

2,602

2,498

2,491

2,543

Recreational Facilities

5,079

5,424

6,380

4,936

5,510

5,369

5,859

5,983

5,813

6,082

27,719

28,761

25,005

19,858

21,698

20,557

21,480

21,504

21,802

22,245

Total Renewal

Figure 6 Renewal Expenditure

Asset Management Strategy 2015/16 – 2024/25

14

New/Upgrade Expenditure Capital new expenditure creates assets which will deliver a service to community that didn’t exist beforehand whilst capital upgrade enhances an existing asset to provide a higher level of service to the community. New and upgrade works are included in Council’s Capital Works Program and are mostly funded by Section 94.

Figure 7 shows the ten year capital new and upgrade expenditure forecasts identified in Council’s Long Term Financial Plan.

New & Upgrade Asset Expenditure Roads and Transport

Budget 2015/16

Projected 2016/17

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

13,276

16,132

1,780

7,801

17,681

17,369

2,674

3,566

5,627

1,654

48,589

188

172

-

-

-

-

-

477

724

471

699

448

460

525

485

497

510

Recreational Facilities

9,128

13,255

29,818

9,242

12,344

4,231

570

643

2,279

431

Total New & Upgrade

11,871

28,908

95,010

11,909

20,766

22,372

18,464

3,803

6,342

6,568

Buildings

1,139

Projected 2017/18

1,127

Stormwater Drainage

Figure 7 – Capital New and Upgrade expenditure

Asset Management Strategy 2015/16 – 2024/25

15

Risk Management In 2011, Council developed and implemented a Risk Management Framework, which meets the requirements of the International Risk Management Standard ISO31000. Key to this process was the identification of significant risks, which required action to reduce the level of risk presented to Council and the Community. Asset Management was one area that was identified as presenting a significant risk to Council – in particular the risk presented by the age of assets, condition and available resources for asset maintenance and renewal.

The Risk Management Procedure sets out the principles and processes the organisation uses to identify assess and manage risks in a broad context. Essentially, Council’s asset management practices integrate risk management principles throughout both strategic and operational processes. However, it is important that the risk management practices are consistent and documented across all of these processes. To ensure this consistency with minimal duplication, the Asset Management Risk Guide (shown in flow chart below) defines how the risk management processes are integrated both strategically and operationally.

Each group of asset custodians are responsible for maintaining a risk register to assist in the identification of significant risks for their asset class. These detailed Risk Registers feed relevant risk information and risk treatment actions into both the Asset Management Strategy and Asset Management Plans.

Those significant or critical risks with unacceptable levels of uncontrolled risk will be monitored via the Significant Risk Register, which requires a detailed risk treatment plan to be completed for each significant risk to assist in bringing the risk to an acceptable level.

This Asset Management Strategy defines high level significant risks, which impact across asset management in general. Each asset overview has a summary of the key significant risks and risk controls for the asset class/group/type.

The Asset Management Plans for each asset class have a detailed evaluation of the significant risks, risk treatments and risk monitoring activities that are carried out by asset custodians. Council’s Risk Management Coordinator provides ongoing assistance to the asset custodians, including training and technical assistance throughout the risk management process.

Asset Management Strategy 2015/16 – 2024/25

16

Critical Assets Asset Management/Risk Management Processes Critical assets are those assets where the financial, business or service level consequences of failure are sufficiently severe to justify proactive inspection and rehabilitation. The following buildings are essential for Council’s operations and outcomes and are considered critical assets; 

Council’s administration buildings located at 818 Pacific Highway Gordon, 31 Bridge Street Pymble;



Council works depot located at 5 Suakin St Pymble

The risks associated with these assets include public health and safety, business continuity and emergencies. With the revision of the current suite of asset management plans further investigation of critical assets and the required maintenance strategies will be developed.

Asset Management Strategy 2015/16 – 2024/25

17

Community Levels of Service Council regularly conducts customer satisfaction surveys to determine community attitudes towards the services and facilities provided, and the quality and appropriateness of each of its services.

Throughout 2012, Council consulted with the community on improving our infrastructure assets. The ‘Closing the Gap’ survey asked the community to respond on the importance and satisfaction over a range of asset classes. The consultation identified that in addition to roads, the assets most important to our community are footpaths, drainage and buildings.

In 2013-2014, Council engaged an independent research company to complete a survey with ratepayers. The purpose of the community survey was twofold, firstly to measure the support for the continuation of the special rate variation to fund the roads renewal program in Ku-ringgai, and secondly to explore community opinions on expected levels of service and to future funding options for priority assets.

The community consultation carried out in 2013-2014, and the survey results indicated that there was a high level of support for the continuation of the special rate variation, with 81% of all respondents indicating they supported it. Further community consultation was conducted through a deliberative forum with ratepayers who had participated in the survey. The objectives of the forum were to discuss the outcomes of the survey and to gauge community opinions on the options for future funding of other footpaths, drainage and building assets.

The community consultation assisted with determining priorities and understanding the community’s desired service levels. This information has been incorporated into the Strategy and assists with funding decisions identified in the LTFP to deliver the community’s outcomes.

We also need to measure our performance to know whether we are achieving or making progress towards achieving these outcomes and to make choices about the services we deliver and what service level is required. There may even be new services required and we need to look at the full program of services to ensure they are affordable and sustainable.

Until recently the ‘Level of Service’ provided by Council’s assets was primarily governed by the condition of these assets. Currently, there are limited formally adopted service levels. Council will further develop service levels in the next revision of its Asset Management Plans for each asset group and link these service levels with community priorities. To do this we plan to undertake regular surveys with our residents to ensure the services we provide are important to them, and that they are satisfied with those services.

Asset Management Strategy 2015/16 – 2024/25

18

Council’s Vision, Goals and Objectives – Our Future This Asset Management Strategy is prepared to achieve the vision, aspiration and long term objectives of our community and identified in our Community Strategic Plan. The table below shows the link between the community strategic plan and this Strategy; Theme

Community Aspiration

Long Term Objective

Integration with asset class

A healthy, safe, and inclusive community that respects our history, and celebrates the contributions of a diverse culture through learning about our differences

An equitable and inclusive community that cares and provides for its members

Buildings

Community, People and Culture

A community that embraces healthier lifestyle choices and practices

Recreational Facilities

Working together as a community to protect and enhance our natural environment and resources

Our natural waterways and riparian areas are enhanced and protected.

Natural Environment

Stormwater Drainage Recreational Facilities

A community addressing and responding to the impacts of climate change and extreme weather events.

Places, Spaces and Infrastructure

A range of well planned, clean and safe neighbourhoods and public spaces designed with a strong sense of identity and place

Asset Management Strategy 2015/16 – 2024/25

Recreation, sporting and leisure facilities are available to meet the community’s diverse and changing needs

Recreational Facilities

Multipurpose community buildings and facilities are available to meet the community’s diverse and changing needs

Buildings

An improved standard of infrastructure that meets the community’s service level standards and Council’s obligations as the custodian of our community assets.

All asset classes

19

Theme

Community Aspiration

Long Term Objective

Access, Traffic and Transport

Access and connection to, from and within Ku-ring-gai provides safe, reliable and affordable public and private travel, transport and infrastructure

An accessible public transport and regional road network that meets the diverse and changing needs of the community

Integration with asset class

Roads and Transport

The local road network is managed to achieve a safe and effective local road network.

Local Economy and employment

Leadership and Governance

Developing partnerships and create opportunities that attract investment and business innovation to stimulate local economic growth and employment

Our centres offer a broad range of shops and services and contain lively urban village spaces and places where people can live, work, shop, meet and spend leisure time

Roads and Transport Buildings Recreational Facilities

Ku-ring-gai is ethical, well led and managed and delivers and facilities the delivery of projects and services to the community by listening, advocating and responding to their needs.

Council rigorously manages its financial resources and assets to maximise delivery of services.

Roads and Transport Stormwater Drainage Buildings Recreational Facilities

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

20

Life Cycle Management Roads and Transport Council’s road and transport network comprises of roads, footpaths, car parks, kerb and gutter, bridges and road structures and street furniture assets. These assets are maintained by Councils Engineering Services section of the Operations Department. All asset information pertaining to each group is contained within Councils asset registers and further detailed information on our roads is held within Council’s Pavement Management System (SMEC).

Council’s road and transport assets are currently being revalued and the updated registers will be imported into Council’s corporate asset system by 30 June 2015. Council has also engaged an independent consultant to review Council’s asset data and infrastructure backlog. The infrastructure backlog for roads and transport assets has been reviewed and the backlog is currently $16.9Million based on 2013/2014 data.

Specific details for each asset group are outlined on the following pages.

Community Objective The Roads and Transport asset class supports the long term objectives of our Community Strategic Plan through the following Themes; 

Access, Traffic and Transport - An accessible public transport and regional road network that meets the diverse and changing needs of the community and the local road network is managed to achieve a safe and effective local road network. 

Places, Spaces and Infrastructure - An improved standard of infrastructure that meets the community’s service level standards and Council’s obligations as the custodian of our community assets. 

Local Economy and employment - Our centres offer a broad range of shops and services and contain lively urban village spaces and places where people can live, work, shop, meet and spend leisure time 

Leadership and Governance - Council rigorously manages its financial resources and assets to maximise delivery of services.

Asset Management Strategy 2015/16 – 2024/25

21

Roads Available data and funding The roads data reported in Note 9a of Councilâ&#x20AC;&#x2122;s Financial Statements 2013/2014, is based on the previous revaluation completed in 2010. The data has been reviewed by a consultant who provided a recommendation for Council to complete a full condition assessment of the road components. The major issue with our road data is that the road pavement and surface condition were previously given the same condition rating.

The conditon assesment will be completed as part of the revaluation and the data will be imported into the new corporate asset system by 30 June 2015 in line with revaluation requirements.

Future Infrastructure Backlog Backlog Backlog figure

Budget 2015/16 7,580

Projected 2016/17 2,982

Projected 2017/18 1,361

Projected 2018/19

Projected 2019/20

1,261

Projected 2020/21

Projected 2021/22

Projected 2022/23

493

527

260

235

Projected 2023/24

Projected 2024/25

15

0

Future Funding Allocation Capital Renewal

Budget 2015/16 9,787

Projected 2016/17 9,237

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

6,324

4,844

5,512

4,832

5,204

5,029

5,224

5,307

New/upgrade

123

3,530

2,302

0

6,736

4,013

3,679

0

2,309

528

Maintenance

1,219

1,254

1,285

1,419

1,453

1,488

1,523

1,560

1,597

1,636

The tables above show the projected capital and maintenance expenditure and the backlog figures for roads. The projected backlog figures are based on revised condition percentages applied to the road pavement and surface by an independent consultant.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

22

Service Level Expectations Community consultation confirmed that our roads are a high priority and our residents support reducing any funding gaps to improve the condition of our roads. Further consultation has also revealed that the community supports the continuation of the special rate variation which has been in place since 2001. The communityâ&#x20AC;&#x2122;s high expectation of our roads influences the substantial investment in renewal funding.

Future directions Council will be completing a full condition assessment of our roads to identify the actual condition rating for the pavement and surface. The asset register will be updated and imported into the corporate system to reflect these new values. The completion of condition assessments will establish more accurate required future funding.

Council will continue to review operational and capital expenditure and where necessary reallocate funding to ensure these assets are maintained to community expectations and the infrastructure backlog is reduced.

The condition of the roads will continue to be assessed and updated on a regular basis.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

23

Footpaths Avaliable data and funding The footpath data reported in Note 9a of Council’s Financial Statements 2013/2014, is based on the previous revaluation completed in 2010. The data has been reviewed by a consultant who determined that the asset register was well established and recommended that condition assessments continue on an ongoing basis.

Council’s footpath assets are being revalued as part of the fair valuation requirements. The register will be imported into the new corporate asset system by 30 June 2015 in line with revaluation requirements.

Future Infrastructure Backlog Backlog Backlog figure

Budget 2015/16 1,556

Projected 2016/17 447

Projected 2017/18 135

Projected 2018/19

Projected 2019/20

113

Projected 2020/21

Projected 2021/22

Projected 2022/23

97

97

84

34

Projected 2023/24

Projected 2024/25

11

0

Future funding allocation Capital Renewal

Budget 2015/16

Projected 2016/17

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

1,666

2,412

1,696

1,474

1,468

1,455

1,495

1,542

1,522

1,523

New/upgrade

572

2,785

2,332

0

121

903

356

267

0

150

Maintenance

843

867

888

981

1,005

1,029

1,053

1,079

1,105

1,131

The tables above show the projected capital and maintenance expenditure and the backlog figures for footpaths. The projected backlog figures are based on the revised figures from the consultant.

Asset Management Strategy 2015/16 – 2024/25

24

Service level expectations The community consultation identified our footpaths as a medium to high priority and residents support reducing any funding gaps to improve the condition of our footpaths. The communityâ&#x20AC;&#x2122;s high expectation of our footpaths influences our investment in renewal funding.

Future directions Council will continue to review operational and capital expenditure and where necessary reallocate funding to ensure these assets are maintained to community expectations and the infrastructure backlog is reduced.

The condition of the footpaths will continue to be assessed and updated on a regular basis.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

25

Kerb and Gutter Available data The kerb and gutter data reported in Note 9a of Council’s Financial Statements 2013/2014, is based on the previous revaluation completed in 2010.

This data has been reviewed by a consultant who determined that the asset register data was outdated and there was no inspection program in place. A subsequent condition assessment has been undertaken and the results indicate that the conditon of the kerb and gutter is of a higher standard than previously documented.

Council’s kerb and gutter assets are being revalued as part of the fair valuation requirements. The register will be imported into the new corporate asset system by 30 June 2015 in line with revaluation requirements.

Infrastructure Backlog Backlog Backlog figure

Budget 2015/16

Projected 2016/17

1,163

Projected 2017/18

712

Projected 2018/19

181

Projected 2019/20

172

Projected 2020/21

Projected 2021/22

Projected 2022/23

62

67

58

76

Projected 2023/24

Projected 2024/25

15

0

Future Funding Allocation Capital Renewal

Budget 2015/16

Projected 2016/17

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

2,700

2,346

2,427

1,904

2,006

1,890

1,904

1,878

1,957

1,919

New/upgrade

0

17

0

0

0

0

0

0

0

0

Maintenance

251

258

265

292

299

306

314

321

329

337

The tables above show the projected capital and maintenance expenditure and the backlog figures for kerb and gutter. The projected backlog figures are based on the revised figures from the consultant.

Asset Management Strategy 2015/16 – 2024/25

26

Service level expectations The community consultation identified kerb and gutter as a low priority and there was lack of support to reduce the funding gap. The communityâ&#x20AC;&#x2122;s low expectation of our kerb and gutter influences the investment in renewal funding.

Future directions Council will continue to review operational and capital expenditure and where necessary reallocate funding to ensure these assets are maintained to community expectations and the infrastructure backlog is reduced.

A condition assessment program will be developed and the asset register will need to be updated on a regular basis.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

27

Car Parks, Road Structures and Bridges Available data The bridges, road structures and car park asset data reported in Note 9a of Council’s Financial Statements 2013/2014, is based on the previous revaluation completed in 2010. This data was not reviewed by a consultant as the infrastructure backlog was insignificant.

Council has separate asset registers for these assets which are not updated on a regulary basis.

Council’s car park, road structures and bridges assets are being revalued as part of the fair valuation requirements. The register will be imported into the new corporate asset system by 30 June 2015 in line with revaluation requirements.

Infrastructure Backlog Backlog $000 Backlog figure

Budget 2015/16 322

Projected 2016/17 321

Projected 2017/18 85

Projected 2018/19 155

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

81

4

29

55

Projected 2023/24

Projected 2024/25

9

0

Future Funding Allocation Capital $000

Budget 2015/16

Projected 2016/17

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

Renewal

434

357

717

618

794

815

942

1,180

1,296

1,307

New/upgrade

443

6,943

11,498

1,780

944

12,765

13,334

2,408

1,257

4,949

Maintenance

120

124

126

140

143

146

150

154

157

161

The tables above show the projected capital and maintenance expenditure and the backlog figures for these assets. The projected backlog figures are based on the revised figures from the consultant.

Asset Management Strategy 2015/16 – 2024/25

28

Itâ&#x20AC;&#x2122;s important to note that the substantial amount of the capital new/upgrade funding is partially funded through Section 94 and will be spent on upgrading our business centre structures over the next ten years.

Service level expectation The community consultation identified car parks as a moderate priority and there was no community consultation for bridges and road structures.

Future directions Council will continue to review operational and capital expenditure and where necessary reallocate funding to ensure these assets are maintained to community expectations and the infrastructure backlog is reduced.

A condition assessment program will be developed for these asset groups and the asset register will need to be updated on a regular basis.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

29

Buildings Council’s building asset class is separated into operational, community and commercial asset groups. Operational buildings include Council offices and depot while commercial assets consist of council owned and leased residential properties and retail services. Community buildings comprise of public toilet amenities, libraries, child care centres, halls, community centres, clubhouses and shelters. All asset information pertaining to each group is contained within Council’s fair valuation register.

Community Objective The Buildings asset class supports the long term objectives of our Community Strategic Plan through the following Themes;  Community, People & Culture – An equitable and inclusive community that cares and provides for its members  Places, Spaces and Infrastructure - Multipurpose community buildings and facilities are available to meet the community’s diverse and

changing needs - An improved standard of infrastructure that meets the community’s service level standards and Council’s obligations as the custodian or our community assets.  Local Economy and Employment - Our centres offer a broad range of shops and services and contain lively urban village spaces and places where people can live, work, shop, meet and spend leisure time  Leadership and Governance - Council rigorously manages its financial resources and assets to maximise delivery of services

Asset Management Strategy 2015/16 – 2024/25

30

Council Buildings Available data Council’s building asset data, reported in Note 9a of Council’s Financial Statements 2013/2014, is based on the previous revaluation completed by a registered valuer in 2013. Buildings over $500,000 were valued at a component level whilst buildings below $500,000 were giving an overall value and an average condition rating. .

The Building Register was recently reviewed by an independent consultant who recommended a re-assessment of condition ratings and the useful lives of heritage buildings, and buildings over $500,000. This assessment was completed by a registered valuer and resulted in a significant improvement of builidng asset conditon and an increase in useful lives which has decreased Council’s depreciation.

Council is still completing an internal condition assessment of all buildings at a component level and this is due for completion late 2015.

Future Infrastructure Backlog Backlog $000

Budget 2015/16

Backlog figure

4,616

Projected 2016/17 1,170

Projected 2017/18 126

Projected 2018/19 65

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

115

20

0

62

Projected 2023/24

Projecte d 2024/25

18

0

Future Funding Allocations Expenditure

Budget 2015/16

Projected 2016/17

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

Renewal

5,824

6,099

3,572

3,605

3,446

3,582

3,474

3,393

3,499

3,564

New/upgrade

1,127

1,654

48,589

188

172

0

0

0

0

0

Maintenance

2,055

2,115

2,165

2391

2449

2508

2568

2629

2693

2757

The tables above show the projected capital and maintenance expenditure and the backlog figures for these assets. The projected backlog figures are based on the revised figures from the consultant.

Asset Management Strategy 2015/16 – 2024/25

31

Important to note that a substantial amount of the capital new/upgrade funding in 2017/2018 is partially funded through Section 94 and will be spent on the redevelopment of our local centres for the provision of new community facilities.

Service level expectations The community consultation identified our buildings as an asset priority support reducing any funding gaps to improve the condition of the buildings.

The communityâ&#x20AC;&#x2122;s high expectation of our buildings influences the investment in renewal funding.

Future directions Council will continue to review operational and capital expenditure and where necessary reallocate funding to ensure these assets are maintained to community expectations and the infrastructure backlog is reduced.

Council will continue to complete the componentisation of our buildings and this will provide an accurate assessment of these assets and the infrastructure backlog.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

32

Stormwater Drainage Council’s stormwater drainage network includes underground assets such as pits and pipes and surface drainage assets including detention basins and open channels. The stormwater drainage asset components are maintained by Council Engineering Services section within the Operations Department.

Council levies a stormwater management levy and this funding source is used to improve the drainage system and the maintenance of Council’s drainage systems.

Community Objective The Stormwater Drainage asset class supports the long term objectives of our Community Strategic Plan through the following Themes; 

Natural Environment – Our natural waterways and riparian areas are enhanced and protected.



Places, Spaces and Infrastructure - An improved standard of infrastructure that meets the community’s service level standards and Council’s obligations as the custodian or our community assets.



Leadership and Governance - Council rigorously manages its financial resources and assets to maximise delivery of services.

Asset Management Strategy 2015/16 – 2024/25

33

Stormwater Drainage Available data Council’s stormwater drainage data reported in Note 9a of Council’s Financial Statements 2013/2014, is based on the previous revaluation completed in 2010. Council conducted CCTV inspections on a small percentage of the drainage network as a representative sample to determine the overall condition of our stormwater drainage infrastructure. At present Council inspects drainage on a reactive basis or through customer requests.

The data has been reviewed by a consultant who recommended that useful lives and unit rates be revised and this has been updated as part of the revaluation requirements 2015.

Infrastructure Backlog Backlog $000 Backlog figure

Budget 2015/16 3,051

Projected 2016/17 2,570

Projected 2017/18 1,092

Projected 2018/19 1,031

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

492

306

137

77

Projected 2023/24

Projected 2024/25

28

0

Future Funding Allocation Capital $000 Renewal

Budget 2015/16

Projected 2016/17

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

2,229

2,886

3,890

2,477

2,962

2,615

2,602

2,498

2,491

2,543

New/upgrade

477

724

471

699

448

460

525

485

497

510

Maintenance

661

680

697

769

788

807

826

846

866

887

The tables above show the projected capital and maintenance expenditure and the backlog figures for these assets. The projected backlog figures are based on the revised figures from the consultant.

Asset Management Strategy 2015/16 – 2024/25

34

Service level expectations The community consultation identified our stormwater drainage assets as a priority and supported reducing funding gaps to improve the condition of these assets. The communityâ&#x20AC;&#x2122;s high expectation of our stormwater drainage influences the investment in capital and operational funding.

Future directions Council will continue to review operational and capital expenditure and where necessary reallocate funding to ensure these assets are maintained to community expectations and the infrastructure backlog is reduced.

The independent consultant also recommended that Council continue to monitor asset condition utilising cost effective measures where possible and that CCTV inspections should only be used where there is an identified problem or when other methods of assessment are not practical.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

35

Recreational Facilities The Recreational Facilities asset class comprises of all assets within our sports fields, parks and bushland locations. Asset groups within these areas include ovals, golf courses, playgrounds, playing courts, walking tracks and fire trails. The assets are maintained by the Open Space Section within the Operations Department.

The recreational facilities asset register is contained within a coporate assets system and technical and finanical asset imformation is integrated in this system.

Community Objective The Recreational Facilities asset class supports the long-term objectives of our Community Strategic Plan through the following Themes; 

Community, People and Culture – A community that embraces healthier lifestyle choices and practices



Natural Environment - A community addressing and responding to the impacts of climate change and extreme weather events.



Places, Spaces and Infrastructure - Recreation, sporting and leisure facilities are available to meet the community’s diverse and changing needs - An improved standard of infrastructure that meets the community’s service level standards and Council’s obligations as the custodian or our community assets.



Local Economy and Employment - Our centres offer a broad range of shops and services and contain lively urban village spaces and places where people can live, work, shop, meet and spend leisure time



Leadership and Governance - Council rigorously manages its financial resources and assets to maximise delivery of services

Asset Management Strategy 2015/16 – 2024/25

36

Recreational Facilities Available data The recreational facilities asset data reported in Note 9a of Councilâ&#x20AC;&#x2122;s Financial Statements 2013/2014, is based on the revaluation completed in 2014 as part of the import into the new corporate system. The data has been reviewed by a consultant who determined that the asset register was well established and recommended that condition assessments continue on an ongoing basis.

Future infrastructure backlog Backlog $000

Budget 2015/16

Backlog figure

3,719

Projected 2016/17 2,226

Projected 2017/18 129

Projected 2018/19 267

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

77

355

256

48

Projected 2023/24

Projected 2024/25

27

0

Future funding allocations Capital $000

Budget 2015/16

Projected 2016/17

Projected 2017/18

Projected 2018/19

Projected 2019/20

Projected 2020/21

Projected 2021/22

Projected 2022/23

Projected 2023/24

Projected 2024/25

Renewal

5,079

5,424

6,380

4,936

5,510

5,369

5,859

5,983

5,813

6,082

New/upgrade

9,128

13,255

29,818

9,242

12,344

4,231

570

643

2,279

431

Maintenance

6,360

6,544

6,702

7,401

7,579

7,761

7,947

8,138

8,333

8,533

The tables above show the projected capital and maintenance expenditure and the backlog figures for these assets. The projected backlog figures are based on the revised figures from the consultant.

Service level expectations Community consultation identified the sports field and playground assets as having moderate importance to our community. The level of support to reduce the funding gap was also moderate. The community considered bushland infrastructure to be of low priority.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

37

The communityâ&#x20AC;&#x2122;s high expectation of our sport fields, playgrounds and golf courses influences the investment in capital and operational funding.

Future directions Council will continue to review operational and capital expenditure and where necessary reallocate funding to ensure these assets are maintained to community expectations and the infrastructure backlog is reduced.

Council will continue to undertake condition assessments and ensure that the asset register is updated on a regular basis.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

38

How will we get there?

The Asset Management Strategy proposes the following strategies to enable the objectives of the Community Strategic Plan to be achieved.

No

Strategy

Desired Outcome

1

Long Term Financial Planning

The long-term implications of Council services are considered in annual budget deliberations.

2

Develop and annually review Asset Management Plans covering at least 10 years for all major asset classes (80% of asset value).

Identification of services needed by the community and required funding to optimise ‘whole of life’ costs.

3

Update Long Term Financial Plan to incorporate asset management Strategy expenditure projections.

Funding model to provide Council services.

4

Review and update asset management plans and long term financial plans after Council and the community are aware of changes to service adoption of annual budgets. Communicate any consequence of funding levels and costs arising from budget decisions. decisions on service levels and service risks.

5

Report Council’s financial position at Fair Value in accordance with Australian Accounting Standards, financial sustainability and performance against strategic objectives in Annual Reports.

Financial sustainability information is available for Council and the community.

6

Ensure Council’s decisions are made from accurate and current information in asset registers, on service level performance and costs and ’whole of life’ costs.

Improved decision making and greater value for money.

7

Report on Council’s resources and operational capability to deliver the services needed by the community in the Annual Report.

Services delivery is matched to available resources and operational capabilities.

8

Ensure responsibilities for asset management are identified

Responsibility for asset management is defined.

9

Implement an Improvement Plan to realise ‘core’ maturity for the financial and asset management competencies within 2 years.

Improved financial and asset management capacity within Council.

10

Report to Council on development and implementation of Asset Management Strategy, AM Plans and Long Term Financial Plans.

Oversight of resource allocation and performance.

Asset Management Strategy 2015/16 – 2024/25

39

Our options - Scenario planning Scenario 1 - Fit for the future (F4F) base case scenario with additional funding for infrastructure renewal This scenario assumes a new funding strategy for infrastructure assets renewal. All additional funds generated from loan funds will be allocated into Council’s renewal program for infrastructure assets. The new funding strategy was adopted by Council following the results of a recent independent review on all Infrastructure assets. The independent review assessed Councils asset and financial data to ensure a consistent organisational approach to infrastructure reporting.

The review included an assessment of asset condition by asset class, Council’s methodology to determine cost to bring assets to a satisfactory condition, actual asset maintenance compared to required asset maintenance, current assets renewals and required assets renewal. Based on the revised condition assessment of Council’s infrastructure assets (i.e. buildings and roads) and the application of a new backlog methodology, the current backlog on infrastructure assets has been assessed at $32.7 million with a backlog ratio of 6.4% for 2014/15.

The review also identified that Council had an annual shortfall of funding for assets renewal. If this shortfall is not addressed it is likely that the infrastructure backlog will continue to increase in future years. In addition, adequate funding needs to be directed towards assets maintenance.

As a result of the infrastructure assets review Council further considered funding strategies that prioritises asset maintenance and renewal expenditure over new and upgraded assets expenditure. Council previously resolved to fund the relocation of staff into a new Administration Building (Service Relocation Project) through asset sales. The proceeds from asset sales will discharge the current loan obtained to fund the Services Relocation Project, and under the new funding strategy an equivalent amount of loan funds will be drawn for the purpose of asset renewal. The infrastructure loan funds will be used solely on the assets renewal program and will have an identified repayment source as described in Council’s adopted Long term Financial Plan.

Scenario 2 - Scenario without additional funding for infrastructure renewal This scenario represents a continuation of the current level of funding and expenditure. The funding strategy under this scenario assumes no additional funding is available for asset renewal. With insufficient asset renewal funding, over time, the infrastructure renewal backlog would increase and the condition of our infrastructure assets will deteriorate, impacting negatively on overall amenity and quality of life in Ku-ring-gai.

Further this would unfairly defer or shift the financial burden for renewing assets to future generations.

Asset Management Strategy 2015/16 – 2024/25

40

Asset Management Improvement Plan To ensure the Asset Management Strategy is implemented effectively and efficiently, an Improvement Plan has been prepared.

The actions required to undertake improvement of Council’s asset management capabilities are impacted by both internal and external influences and require resources or enablers. These enablers can be in the areas of people, processes, technology and information and data.

The Improvement Plan prioritises specific capability areas which were identified through a gap analysis process, and where action is required to raise Council’s asset management capacity to the desired level of maturity. Implementation of these improvements requires resourcing and monitoring. The actions have been integrated into Council’s Delivery Program to ensure ongoing resourcing, implementation and performance monitoring.

Asset Management Strategy 2015/16 – 2024/25

41

Roads and Transport Quality Elements

Action Item

Processes and Practices

Assets and procedures for cost and risk assessment documented.

Objectives

Timeframe

Responsible Officer

Ongoing

Director Operations Risk Management Coordinator

Review of processes and practices Continual maintenance of procedures Data and Knowledge

Improve data knowledge

Continue to develop data collection procedure and program for all assets

Ongoing

Consultant to assess the condition of all road surface and pavement assets 2015/2016 Inspect all road structures and street furniture assets and update in register

2015/2016

Director Operations Pavement Engineer Building Assets Coordinator and Team Leader Design and Projects Manager Engineering Services

2015/2016 Inspect all other assets on an ongoing Update Asset Management Plan

2015/2016

Director Operations Strategic Asset Coordinator Pavement Engineer

Transfer data to corporate system

2014/2015

Business System Analyst

People and Understanding of road asset Organisational Issues management

Provide staff training for all facets of road asset management

Ongoing

Director Operations Strategic Asset Coordinator

Implementation Tactics Outline of required road asset management activities

Review core and non-core activities

2015/2016

AMSG

Asset Management Plans

Asset Information Systems

Advanced asset management plans

Corporate Asset Management System

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

42

Strategy and planning Advanced maintenance and renewal Develop advanced asset renewal and maintenance plans. plans

2015/2016

Director Operations Manager IP & R & Assets

2015/2016

Strategic Asset Coordinator

Life cycle cost analysis

Improve life cycle cost data knowledge

Service level review

Review and update service levels for each asset class

Quality Elements

Action Item

Objectives

Timeframe

Responsible Officer

Processes and Practices

Implement and/or improve building asset management processes

Review of processes and practices

(ongoing)

Director Operations Manager Engineering Services Manager IP & R & Assets

Civil Works Coordinator and Pavement Engineer

Buildings

Assets and procedures for cost and risk documented Data and Knowledge

C ti l database i t f Complete of assets

Asset Management Plans

Asset Information Systems

d

Develop an asset register that captures 2015/2016 all building components

Building Assets Coordinator

Advanced AMP

Update Asset Management Plan

2015/2016

Director Operations Strategic Asset Coordinator Building Assets Coordinator

Asset register

Update all asset components and assign

2015/2016

Engineering Services Coordinator

Transfer data to works and assets

Values, useful lives and conditions.

2015/2016

Business Systems Analyst

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

43

People and Organisational Issues

Understanding of building asset management

Provide staff training for all facets of building asset management

Commenced (annually)

Director Operations

Manager Engineering Services Asset performance register

Review and measure asset

Implementation Tactics Outline of required building asset management activities

Review core and non-core activities

2015/2016

AMSG

Strategy and planning

Advanced maintenance and renewal plans

Develop advanced asset renewal and maintenance plans.

2015/2016

Building Assets Coordinator

life cycle costs analysis Service level review

Improve required life cycle costs

2015/2016

Manager IP & R & Assets Strategic Asset Coordinator Review and update all service levels Manager Engineering Services

Drainage Quality Elements

Action Item

Objectives

Processes and Practices

Implement and/or improve drainage asset management processes

Review of processes and practices

Timeframe

Responsible Officer

2015/2016

Strategic Asset Coordinator

Continual maintenance of procedures Data and Knowledge

Complete database of assets

Advanced Drainage AMP Asset Management Plans (AMP)

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

Ongoing Ongoing development of data collection Ongoing procedure and program.

Review useful lives, condition and capacity Update Asset Management Plan 2015/2016

Director Operations Strategic Asset Coordinator Drainage Engineer Director Operations Director Operations Strategic Asset Coordinator Drainage Assets Engineer

44

Asset Information Systems

Corporate asset management system Update data into corporate system

People and Organisational Issues

Understanding of drainage asset management

Asset performance register Implementation Tactics Outline of required drainage asset management activities Strategy and planning

Advanced maintenance and renewal plans

2016/2017

Business Systems Analyst

Ongoing

Director Operations Strategic Asset Coordinator

Review core and non-core activities

Annually Ongoing

Manager Engineering Director Operations

Develop advanced asset renewal and maintenance plans.

2015/2016

Director Operations Manager IP & R & Assets

Provide staff training for all facets of drainage asset management

Strategic Asset Coordinator

Life cycle cost analysis update required life cycle costs Service levels

Drainage Assets Engineer

Recreational Facilities Quality Elements

Action Item

Processes and Practices

Objectives

Timeframe

Responsible Officer

Implement and/or improve recreational Review of processes and practices asset management processes

Ongoing

Strategic Asset Coordinator

Continual maintenance of procedures

Ongoing

Open Space Manager Asset Management Plans

Advanced RFAMP

Update Asset Management Plan

2015/2016

People and Organisational Issues

Asset performance register

Review and measure asset performance

Annually

Strategic Asset Officer Open Space Asset Supervisor Manager Open Space Operations

Training Ongoing support and training for asset procedures

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

Strategic Asset Coordinator

45

Implementation Tactics Outline of required parks and recreation asset management activities Strategy and planning Advanced maintenance and renewal plans

Review core and non-core activities

Annually

Develop advanced asset renewal and maintenance plans.

2015/2016

Life cycle cost analysis

Improve life cycle costs

Service levels

Update service levels

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

Manager Open Space Operations Manager Open Space Operations Strategic Asset Coordinator

46

Reporting and Assessment - Measuring our performance The approach to assessing performance in relation to asset planning and measurement will be both quantitative and qualitative.

Councilâ&#x20AC;&#x2122;s Integrated Planning and Reporting processes form the core of our continuous improvement programs and are embedded within the organisation.

The development of critical actions, tasks and key performance measures relating to the delivery of infrastructure asset programs are contained in the Delivery Program and annual Operational Plan, and subsequent reporting is conducted quarterly, bi-annually and annually to ensure progress and/or achievements are measured and reported.

Reporting on these indicators is the responsibility of all Asset Managers who have control of specific asset classes.

Regular periodic surveys with the community, gauging perceptions between satisfaction of built asset classes and services being provided will be required. The ongoing use of community surveys will be tailored to include specific asset management issues to ensure relevance of the programs at the required levels of service continue.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

47

Conclusion Whilst significant work has been undertaken in providing more consistent asset management planning, continued diligence is required to allow ongoing improvements for all infrastructure assets under the Councilâ&#x20AC;&#x2122;s control and management.

This strategy, together with asset managers, custodians, staff and the community will allow a continued progression toward service excellence.

Management techniques drawing on the financial, risk, environmental and social drivers will assist in providing an improved asset management performance by enabling Council to work with the community to ensure operations are better understood.

Although adopted as a 10year Asset Management Strategy, annual revisions of the Strategy are carried out to ensure relevance in responding to government and our community. Specifically, with the review of the Community Strategic Plan, the development of each new Delivery Program and Resourcing Strategy every four years we need to ensure what we provide aligns with community objectives and priorities, and that the community understands the implications of these directions.

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

48

Appendix A Asset Management Policy 2014

Asset Management Strategy 2015/16 â&#x20AC;&#x201C; 2024/25

49

Ku•ring•gai Council

Asset Management Policy Version No. 2 Adopted 26 August 2014

Ku-ring-gai Council

Page 1 of 7

Controlled Document Register â&#x20AC;&#x201C; Asset Management Policy

Council Policy

Asset Management Policy

Table of Contents

Controlled Document Information ............................................................................................ 2 Policy .......................................................................................................................................... 4 Purpose and Objectives .......................................................................................................................4 Scope ..................................................................................................................................................5 Responsibilities ....................................................................................................................................5

Policy Statement ........................................................................................................................ 6 Asset Management Principles ..............................................................................................................6 Policy implementation ..........................................................................................................................6

Definitions .................................................................................................................................. 8

Page 1 of 9

Controlled Document Register – Asset Management Policy

Controlled Document Information Authorisation Details This document is a controlled document. Before using this document check it is the latest version by referring to Council’s Controlled Document Register in myCouncil. Unless otherwise indicated, printed or downloaded versions of this document are uncontrolled.

Controlled Document Number: Controlled Document Type:

Policy

Controlled Document Name:

Asset Management Policy

Version Number:

2

Department:

Strategy and Environment

Distribution:

Internal

Review Period:

3 years

TRIM Record No:

2014/196502

Next Review Date:

26 August 2017

Max < 4 years

Document Status:

Draft

Approval Type:

Adopted by Council

Version Start Date:

26 August 2014

Version End Date:

Related Document Information, Standards & References

Related Legislation:

Local Government Act 1993 (NSW)

Local Government Amendment (Planning and Reporting) Act 2009

Related Documents

Other References

Section 8 of the act outlines councils responsibilities for accounting and managing public assets Section 403 of the act requires Council to have a Resourcing Strategy which includes an Asset Management Planning component

Community Strategic Plan 2030 Resourcing Strategy 2014 -2023 Delivery Program 2013-2017 and Operational Plan 2014/2015 Asset Management Strategy 2014 – 2023 Asset Management Plans Procedure for New, Upgraded, Renewed and Disposed assets

The policy integrates with Council’s Integrated Planning and Reporting documents.

Integrated Planning and Reporting Guidelines for Local Government in NSW March 2013 Local Government Code of Accounting Practice and Financial Reporting 2013 Australian Accounting Standards - AAS116

The Policy was developed in line with the IP&R guidelines and manual.

The accounting standards and code define how our assets are accounted for.

The Asset Management Policy guides the asset management strategy, plans and procedures

Page 2 of 9

Controlled Document Register â&#x20AC;&#x201C; Asset Management Policy

Version History Version Number

Version Start Date

1

04/02/2009

2

Version End Date

Author

Details and Comments

Deborah Silva Vanessa Young

This version of the policy has been updated to align with Councils current asset management practices and legislation.

Page 3 of 9

Controlled Document Register – Asset Management Policy

Policy Purpose and Objectives Purpose The purpose of the policy is to demonstrate Ku-ring-gai Councils commitment to the responsible management of Council’s assets. The policy sets the guidelines for implementing consistent asset management processes throughout Ku-ring-gai Council.

Objective To ensure that adequate provision is made for the long-term management of Councils assets by: •

Ensuring that Council’s services and infrastructure are provided in a sustainable manner, with the appropriate levels of service to residents, visitors and the environment.

•

Implementing appropriate asset management strategies and appropriate financial resources for the preservation of assets.

•

Creating and sustaining asset management awareness across the organisation through training and development

•

Meeting legislative requirements for asset management.

•

Ensuring resources and operational capabilities are identified and responsibility for asset management is allocated.

•

Demonstrating transparent and responsible asset management processes that align with best practice.

Figure 1 Councils Asset Management aligns with the Integrated Planning and Reporting Framework

Annual Report

Asset Management Policy

Asset Management Procedures

Asset Management Reporting

Page 4 of 9

Controlled Document Register – Policy - Template

Version 1 – 1 April 2014

Scope This policy applies to all asset classes owned by council. Council’s asset classes identified in the asset hierarchy are: •

Buildings and land

•

Roads and Transport

•

Stormwater Drainage

•

Recreational Facilities

•

Fleet and Plant

•

Information Technology

Other assets accounted for include library books, furniture and fittings, and office equipment.

Responsibilities The following key roles and responsibilities are identified in the management of this policy: Council Council is responsible for: • Providing stewardship • Adopting a corporate asset management policy and strategy • Considering the impact of financial and service level decisions on Councils assets Asset Management Steering group The Asset Management Steering Group is responsible for: • Reviewing the Asset Management Policy and strategy and ensuring integration with the Long Term Financial Plan and other IP&R documents • Monitoring the implementation of asset management policy, strategy and plans • Developing and reviewing processes and practices to ensure assets are managed effectively • Ensuring that asset information is captured and updated into asset registers • Operating within the agreed Terms of Reference Directors/Managers Directors and Managers are responsible for: • Allocating resources to the Implementation of the Asset Management Strategy and Plans • Ensuring that actions identified in the Asset Management Strategy (improvement plan) are completed within timeframes • Developing and implementing maintenance and capital works programs in accordance with the integrated planning and reporting documents • Delivering levels of service to agreed risk and cost standards • Managing infrastructure assets in consideration of long term sustainability • Presenting information to Council on lifecycle risks and costs • Ensuring that individual asset management responsibilities are identified in staff work plans

Page 5 of 9

Controlled Document Register – Asset Management Policy

Policy Statement Asset Management Principles •

An Asset Management Strategy exists for implementing systematic asset management and appropriate best practice throughout Council

•

All relevant legislative requirements together with social, political and economic environments are to be taken into account in asset management

•

The asset management plans are developed and updated for each asset class. The plans are informed by community consultation and financial planning and reporting.

•

An inspection process will be developed for each asset class to ensure agreed service levels are maintained and to identify asset renewal priorities

•

Service levels will be developed and defined in each asset management plan. The service levels will form the basis of annual budget estimates

•

Future service levels will be determined in consultation with the community

•

Renewal plans will be developed based on service levels, condition and risk

•

Future life cycle costs will be reported and considered in all decisions relating to new services and assets and upgrading existing services and assets

Policy implementation Council’s assets will be managed in the most cost effective manner, driven by defined service levels and performance standards. This will require ongoing assessment of the following key issues: a) customer and community expectations; b) strategic and corporate goals; c) long term financial model; and c) legislative requirements.

This should be achieved through strategic planning, service level review, output review, and development/ implementation of the asset management framework.

The Asset Management Steering Group will oversee the implementation of the asset management framework as identified in Figure 2.

Page 6 of 9

Controlled Document Register â&#x20AC;&#x201C; Policy - Template

Version 1 â&#x20AC;&#x201C; 1 April 2014

Figure 2: Asset Management Reporting

Asset Management Policy

Resourcing Strategy

Delivery Program

Asset Management Plans

Operational Plan

Monitor and Review

Service level Agreements

Work Plans

Asset Management Information System (Registers and procedures)

Page 7 of 9

Controlled Document Register â&#x20AC;&#x201C; Asset Management Policy

Definitions Term

Definition

Asset

A physical item owned by council that has economic value and enables services to be provided.

Asset life cycle

The life of an asset; from its acquisition to its disposal.

Asset Management Information System

An asset management information system is a combination of processes, data and software applied to provide the essential outputs for effective asset management such as reduced risk and optimum infrastructure investment.

Asset management

Asset management (AM) is a systematic process to guide the planning, acquisition, creation, operation and maintenance, renewal and disposal of assets.

Asset Management Plan

A plan developed for the management of an asset class that combines multidisciplinary management techniques (including technical and financial) over the life cycle of the asset, in the most cost effective manner to provide a specified level of service.

Asset Management Strategy

The Asset Management Strategy is a component of the Resourcing Strategy. It demonstrates how our assets support service delivery in consultation with the community and within available funding.

Asset register

A record of asset information including inventory, historical, financial, condition, construction, technical, and financial details.

Infrastructure asset

Infrastructure assets are typically large, interconnected networks or portfolios of composite assets, comprising components and sub-components

Level of service

The defined service quality for a particular activity or service area against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental acceptability and cost.

Life cycle cost

The total cost of an asset throughout its useful life.

Operational Plan

The Operational plan comprises detailed implementation plans and information with a 1-year outlook (short-term). The plans typically cover operational control to ensure delivery of asset management policy, strategies and plans. The plans also detail structure, authority, responsibilities, defined levels of service and emergency responses.

Useful life of an asset

The period over which a depreciable asset is expected to be used

Page 8 of 9

WORKFORCE STRATEGY 2013 - 2017 REVISED APRIL 2015

16 Resourcing Strategy 2013 - 2026

Contents INTRODUCTION

3

ABOUT THE WORKFORCE STRATEGY

3

SCENARIOS

4

WHO ARE WE?

5

STAFF PROFILE

7

Employment Type

7

Gender

9

Age

11

This Plan has been prepared by Ku-ring-gai Council to support the delivery of its long-term strategic direction.

Length of Service

13

Organisational Culture

14

It forms part of the Resourcing Strategy for the Community Strategic Plan and Delivery Program and should be read in conjunction with these documents.

Work Life Balance

14

Safe Working Environment

14

Equal Employment Opportunity

15

For more information on this document contact: Ku-ring-gai Council 818 Pacific Hwy, Gordon NSW 2072.

Locked bag 1056, Pymble 2073 Ph. (02) 9424 0000 F (02) 9424 0001 kmc@kmc.nsw.gov.au

Workforce Strategy 2013 – 2017

OUR CHALLENGES

16

Our Long Term Objective

16

Workforce Planning

17

Attraction & Retention

17

Organisation Development

16

People & Culture

17

SNAPSHOT

20

NEXT STEPS

21 2

Introduction Council’s initial Workforce Strategy was developed with the principle in mind that there is not a correct starting or finishing point when strategically planning for Council’s workforce. Rather it represented the first attempt to employ a strategic framework to ensure that Council has “the right number of people with the right skills in the right jobs at the right time”. The plan identified a number of recommendations and outcomes that have since been implemented to mitigate the critical organisational staffing risks associated with the loss of corporate knowledge and systems expertise. This in turn ensures that Council has the capability and capacity to give effect to its strategies and goals.

The 2013-2017 Workforce Strategy aims to build on this work while integrating and complementing the overall Resourcing Strategy that supports the Delivery and Operational plans. A key element of the Workforce Strategy is the elevation of workforce planning from an operational to strategic level by informing our Long Term Financial Plan (employee costs) and our Asset Management Strategy in terms of the skills required to ensure the sustainable renewal of Council assets. Further, it aims to ensure a high quality workforce of dedicated professionals servicing Ku-ring-gai and delivering community priorities as articulated in the Community Strategic Plan.

About the Workforce Strategy The Workforce Strategy meets the Division of Local Government’s Integrated Planning and Reporting (IPR) requirements where assets, finances and the workforce are planned in an integrated framework. It identifies high level issues and themes and provides a strategic framework to guide our people management strategies over the next four years (2013 – 2017).

It was developed by examining our workforce profile and consulting with a broad representative group of employees. While there is a focus on managers’ perceptions of workforce requirements, employees have been consulted about the type of workplace they would like to experience and their role in building the workplace culture of the Council.

This strategy and its supporting Workforce Action Plan aim to provide Council with a framework for making staffing decisions based on Councils strategic plan, budgetary resources, forward planning priorities and desired workforce knowledge requirements.

Workforce Strategy 2013 – 2017

3

Scenarios The following two scenarios have been employed as a baseline for planning across all Council strategic planning documents. The scenarios are considered sustainable and underpin the Workforce Strategy.

Scenario 1 - Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal Scenario 2 – No additional funding for infrastructure renewal The Workforce Strategy considers the impact of each scenario on workforce planning over the remaining period of the Resourcing Strategy.

Scenario 1 - Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal This scenario assumes a new funding strategy for infrastructure assets renewal. Additional funds will be allocated from the sale of underutilised or surplus assets and reinvested into Council’s renewal program for infrastructure assets. This scenario is financially sustainable and the one that Council will consider for adoption.

Anticipated impact on the workforce With the allocation of additional funding to Council’s infrastructure assets renewal program, workforce resourcing allocation will require review and adjustment in order to meet increased workload demands. In addition to this, there will be an opportunity to identify productivity and efficiency gains to maximise the utilisation of the existing workforce.

Scenario 2 – No additional funding for infrastructure renewal This scenario represents a continuation of the current level of funding and expenditure. The funding strategy under this scenario assumes no additional funding is available for asset renewal. It is assumed that proceeds from Asset Sales will fund Council’s outstanding debt over a shorter period of time and Council staff will relocate to the new administration building. Increased funding is also required to refurbish the existing building before relocating staff. This scenario is financially sustainable, however does not address Council’s increased infrastructure backlog and therefore is not a scenario that Council will consider.

Workforce Strategy 2013 – 2017

4

Who are we?

Ku-ring-gai has recently been ranked as one of the Stateâ&#x20AC;&#x2122;s fastest growing communities. Our population is rising by around 3,000 each year and has now reached 114,000. We face many challenges in catering for this growth and meeting the ever changing needs of our community.

About 40 per cent of us were born overseas, mainly in the UK, South Africa, Hong Kong, New Zealand, China or South Korea. Aside from English, the most commonly spoken languages at home are Cantonese, Mandarin and Korean.

Workforce Strategy 2013 â&#x20AC;&#x201C; 2017

5

Services are delivered to the community via five departments together with the General Managers unit (Civic). Each discrete service is provided by one of the twenty business units that operate across these departments. The current structure has been in place since 2009.

Workforce Strategy 2013 â&#x20AC;&#x201C; 2017

6

Employee Profile Council employees work across a number of locations within the Ku-ring-gai area and in a diverse range of occupations. The majority of staff (84%) commutes from outside of the LGA with only 16% of staff living locally.

The following workforce demographics are provided as at 30 June 2014.

Employment Type Council employs a total of 441 employees in both a full time and part time capacity. A total of 84% of these positions are full time providing significant employment opportunities for local residents.

Council also engages non-permanent staff, including casuals and labour hire staff in a range of seasonal and vacation care roles.

Workforce Strategy 2013 â&#x20AC;&#x201C; 2017

7

Departments meet their service delivery requirements by employing a mixture of labour to support operational imperatives and fluctuating resource requirements.

Workforce Strategy 2013 â&#x20AC;&#x201C; 2017

8

Gender Council is an equal opportunity employer and is commited in its staff selection processes to ensure gender equity in employment.

The current workforce gender balance is split approximately 40 /60, female to male, with the disparity appearing to result from the high percentage of outdoor operational roles (20% of the workforce) which are traditionally undertaken by males.

Full time Male

Full time Female

Part time Female

Part time Male

Totals

Casual Male

Casuals Female

Total casuals

Civic

3

2

2

1

8

0

0

0

Community

22

48

35

3

108

97

287

384

Corporate

29

17

5

3

54

0

3

3

Development and Regulation

39

23

9

0

71

0

0

0

Operations

140

11

3

0

154

1

0

1

Strategy and Environment

15

21

9

1

46

12

25

37

Ku-ring-gai Council

248

122

63

8

441

110

315

425

Employment type

Workforce Strategy 2013 â&#x20AC;&#x201C; 2017

9

Males and females are proportionally represented in all age demographics. It must be noted however that women are under represented in higher level and senior roles (catergorised as roles sized at band 6 or higher) which has been a trend over the past five year period. Stategies are currently being considered in order to address this deficency.

Workforce Strategy 2013 â&#x20AC;&#x201C; 2017

10

Age It can be seen that over 55 percent of Councilâ&#x20AC;&#x2122;s workforce is aged 45 years or over. This profile is more closely aligned with the NSW public sector than the general workforce population in NSW. Councilâ&#x20AC;&#x2122;s age profile provides an indication of the number of employees likely to retre in the next five to ten years, which will inform the development of strategies for both attracting and retaining younger workers (e.g. graduate recruitment and career path development) and attracting older workers (e.g. flexible work options, reducing physical demands). Job redesign and technological innovation will also assist in ensuring the onging delivery of services to the community within the constraints of an ageing workforce.

Council continues to monitor and devise strategies to meet the challenges of an ageing workforce. Initial indications are that we remain an employer of choice for many staff and Council continues to offer opportunities for continued employment for all age groups.

Workforce Strategy 2013 â&#x20AC;&#x201C; 2017

11

The median age of employees is 46, however this varies across each department which may be a result of a number of variables. Job families vary in anticipated tenure and career opportunities. Council is typically a stable employer and length of tenure can reflect the constant and ongoing requirment for employment in a particular area.

They can also reflect high levels of satisfaction with the types of employement offered by local government and the ability of employees to maintain active career paths and productive longer term employment.

Workforce Strategy 2013 â&#x20AC;&#x201C; 2017

12

Length of Service Councilâ&#x20AC;&#x2122;s turnover rate is 9.3% per annum which is reflective of the relatively high average years of service across all departments. To this end 47% of staff have tenure of between one and five years with 49% having from six to more than twenty years of service. The workforce reflects a mix of new and old knowledge and the smooth transition of ideas and practices as Council continues with ongoing organisational renewal.

Average Years of Service with Council

Median Years of Service with Council

Total Years of Service with Council

No. of People in Department

Civic

10

9

82

8

Community

8

6

897

108

Corporate

11

7

568

54

Dev and Reg

8

7

530

71

Operations

12

8

1788

154

Strategy and Environment

6

5

295

46

Ku-ring-gai Council

9

7

3181

441

Department

Workforce Strategy 2013 â&#x20AC;&#x201C; 2017

13

Organisational Culture In April 2014 Council conducted an Employee Opinion Survey which was met with a strong response rate. Key highlights from the results include  

62% of respondents indicated an intention to stay with Ku-ring-gai for a period of between 1 and 10 years which suggests a high level of staff satisfaction with our organisation.

The top performing areas as identified by employees were Workplace Health and Safety, team work, work life balance and supportive team leaders.

These results have formed the basis for improving future communication with employees and strategic action planning around identified areas for improvement which will in turn positively influence our organisational culture.

It is anticipated that the impacts of this will be seen in the results of the next Employee Opinion Survey which will be conducted in 2016.

Work Life Balance Council recognises the need to create and support a healthy work/life balance for our employees. Initiatives such as the Transition to Retirement scheme, Self-funded Leave program together with our flexible working hour’s arrangements are key in fostering this approach.

Safe Working Environment Following the commencement of the Work Health & Safety (WHS) Act 2011 on 1 January 2012 Council updated the WHS Management System, policies and documentation to reflect the new legislative environment. A Manager’s guide was published and briefings held advising of changes to individuals responsibilities.

The innovative SafeStart – Human Error Reduction program was delivered in-house to over one third of Council staff in 2012, with refresher training being delivered in 2013, 2014 and in 2015.

Mandatory WHS training history and attendance is recorded centrally in Councils HRIS which enables forward planning around renewal/recertification of mandatory qualifications. This in turn increases the cost effectiveness of the training and lessons the impact on productivity.

Workforce Strategy 2013 – 2017 14

As at June 2014 Council had recorded a reduction of 58% in reported WHS Incidents, a 64% reduction in lost time injuries, a 65% reduction in Workers Compensation Claims and a 70% reduction in hours lost to injury.

Equal Employment Opportunity Council is an equal opportunity employer dedicated to ensuring that the workplace is free from unlawful discrimination as identified under federal and state law.

We keep abreast of legislative and industry changes in this area and undertake regular reviews of HR practices and processes to ensure that EEO principles are applied accordingly.

Equity Within Council it is expected that all employees will;     

Be treated with respect and fairness Work in a place free from all forms of harassment and unlawful discrimination Have access to and compete equitably for recruitment, selection, promotion and transfer opportunities Choose and pursue their own career path Have access to relevant training and development opportunities

Diversity Diversity recognises that employees differ not just on the basis of race, gender and ethnicity but also on other dimensions such as age, lifestyles and geographic origins. Diversity encompasses acceptance of differences and valuing individual contribution to the workplace.

Our draft Equity and Diversity Management Plan 2015 - 2019 will set out the objectives and strategies to be delivered across the next 4 years.

This will enable management and employees to understand Equity and Diversity principles and their responsibilities in relation to its implementation.

Workforce Strategy 2013 – 2017 15

Our Challenges The key workforce challenges that must be considered and addressed in order to effectively deliver Council’s Delivery and Operational Program over the next two years include:      

Responding to NSW State Government reform of Local Government (‘Fit for the Future’) Responding to rapid change, increasing workload and complexity Overcoming skills shortages and ageing workforce issues Managing rising community expectations Creating a high performing collaborative work environment Achieving greater productivity and efficiency to provide the community with best value for money

As with all NSW Councils, Ku-ring-gai Council is currently working through the task of assessing and responding to recommendations made by the NSW State Government in order to demonstrate that we are ‘Fit for the Future’.

In addition to this the ageing workforce continues to expand, especially in areas that are already significantly impacted. Existing areas of skills shortages and tight labour supply in jobs such as urban planning, engineering, policy, surveying, environmental health and child care are likely to become even more constricted.

Increasing community expectations and the complexity of community needs result in an added emphasis on strategy and management of resources. Council workforce faces increasing demands to deliver results and the need to make sound decisions based on guiding priorities.

As recruitment and retention is forecast to become more competitive in areas vital to our business, Council needs to ensure it is primarily positioned in the employment market. This requires innovating in key areas to bring the right people into the business and keep critical talent.

As the labour market tightens, we need a greater focus on how we value, lead and develop the workforce. A key feature of leadership is engaging the workforce to be part of the solution.

Our Long Term Objective The Ku-ring-gai local government area has a growing residential population which provides Council with the opportunity to offer employment to a greater number of locally based employees. This also allows Council to provide employment that supports a work/life balance for its workforce and the opportunity to retain and develop high potential staff in support of its service delivery to the community.

Workforce Strategy 2013 – 2017 16

The long term workforce objective is to focus on developing and improving Council’s ability to foster and maintain a flexible, adaptable and strategic workforce. The four main focus areas reflected in this strategy are: Workforce Planning, Attraction and Retention, Organisational Development, People and Culture.

Each key focus area is discussed below in detail.

Workforce Planning Workforce planning will continue to be a key strategic focus for our organisation. The initiatives identified to contribute to this key focus area include; 

Workforce metrics reporting: Council’s ability to understand the characteristics of the workforce has recently been significantly improved with the development of HR metrics reporting processes. This has greatly assisted the leadership team to understand and proactively manage their staff.



Corporate Risk management: We will be working on integrating corporate risk management as a key component of the workforce planning process which will enable the development of strategies around identified ‘high risk’ positions.



Ageing workforce strategy: Work will shortly commence on the development of an Ageing Workforce Strategy which will provide a systematic approach to targeted retention strategies, knowledge management processes, management of ageing related health issues and succession planning techniques.

Attraction & Retention Whilst our current staff turnover rate of 9.3% is modest, an ageing workforce and skills shortages in key positions require Council to ensure targeted staff attraction and retention in order to maintain expected levels of service to the community.

Attraction Council has a growing residential population which provides an opportunity to offer employment to a greater number of locally based employees. As some people may have a preference of working locally, the fast growth of the regional community has the potential to partially offset constraints in the labour market.

Workforce Strategy 2013 – 2017 17

Remuneration and benefits together with organisational culture must be well balanced in order to attract the right candidates for advertised vacancies. To this end, Council participates in and subscribes to a number of remuneration surveys in order to keep abreast of remuneration trends in the employment market. In addition to this, there are a number of cultural change programs in place focusing on the development of our Corporate Values, Leadership Development and Reward & Recognition which will positively influence the organisational culture once implemented.

Retention The key factors influencing current staff retention have been identified based on the results of Council’s most recent Employee Opinion Survey which provides the following insights; The key issues of importance to staff

Key areas for improvement

    



Prevention of bullying and harassment Job satisfaction Equal opportunity Work/life balance Safe work environment

  

Communication and cooperation between departments and work areas Keeping skilled employees Valuing employees Providing incentives and reward

Action plans to address the identified areas of improvement have been developed by the leadership team and are currently being implemented.

In addition to this and as previously mentioned, an Ageing Workforce Strategy will be developed in the near future. It is anticipated that targeted retention strategies associated with this will reinforce the importance of older workers and the adoption of preventative measures to reduce health risks and absences related to ill health. Council will continue to take a proactive approach in addressing the needs of all staff by providing flexible alternative work arrangements.

Organisational Development Key to the delivery of our services is the development of our workforce both as individuals and as part of a complex organisation. The initiatives identified to contribute to this key focus area include;

Workforce Strategy 2013 – 2017 18



Leadership Development Program: The leadership team recently participated in the Management Colloquium through the Australian Applied School of Management. This program employs a blended learning methodology based on peer knowledge-sharing, experiential exercises, practical workplace application and reflection. The Colloquium focus on the following key leadership issues: Authenticity, Leadership & Management; Team Dynamics; Driving Performance; Communication, Presence & Influence; Innovation & Change; Strategic & Operational Improvement; Empowering You & Your Team: Driving a Continuous Learning Environment.

It is intended that an organisation wide Leadership Development Program, linked directly to the Colloquium program, will shortly be finalised and implemented which will extend to staff at all levels of the organisation. The program will include a mix of formal leadership, management, and individual training elements and will be implemented via a range of in-house workshops delivered by the leadership team.



E-Learning & Talent Management: Work has also commenced on the development of a comprehensive E-learning Program that will deliver a wide range of online and blended e-learning solutions to address Council’s increasingly complex requirements. This in combination with a robust Talent Management Program will ensure Council is well positioned to be an employer of choice in an increasingly competitive market place in coming years. We will see an increased ability to deliver an empowered, skilled and knowledgeable workforce to deliver our services to the community as a result of these programs.



Reward & Recognition: Employees continue to receive formal feedback regarding their performance with exceptional performance being incentivised through our Rewards & Recognition Program. This program is currently undergoing a wholesale review with a focus on driving a high performance culture, continuous improvement and rewarding top performers.



Resourcing: To support Council’s commitment to organisational development a dedicated position has recently been created within the People & Culture business unit which will focus on proactively coordinating Council’s Learning & Development requirements now and into the future.

People & Culture The success of Council’s Workforce Strategy will partly be the development of actions and strategies to engage a workforce that mirrors a generationally, socially and culturally diverse community. The initiatives identified to contribute to this key focus area include; 

Vision and Values: Developing the organisation vision and values which are then embedded within the culture will be critical in making Council a more desirable place to work for both existing and future staff. Work has commenced in this area with all employees being engaged in this process.

Workforce Strategy 2013 – 2017 19



Reward & Recognition: Council’s Performance Assessment System is currently being reviewed to ensure a process of continuous improvement is maintained and the ongoing development of a performance based culture at Ku-ring-gai is supported.



Risk: We are committed to integrating the systematic and proactive management of risks and opportunities to the way we do business at all levels, clearly communicating how managing these risks benefits not only economic outcomes, but also contributes to environmental and social outcomes. Council has developed and implemented an Enterprise Risk Management (ERM) system which meets the requirements of the international standard, and benchmark, AS/NZS ISO 19001 – Risk Management. Phase 1 of this project was the integration of Council’s existing risk registers and any risk actions required into the system. Phase 2 will be the development of an integrated incident and corrective action process for all governance and risk issues.



Human Resources Review: Council’s Human Resources function has recently undergone a functional and structural review which has seen the emergence of a new business unit titled People & Culture. The unit will provide more streamlined service delivery with a focus on strategic continuous improvement in order to better support the ongoing growth and development of the workforce.

Snapshot KEY FOCUS AREA Workforce Planning

Recruitment & Retention

Organisational Development

People & Culture

Workforce Metrics Reporting

Remuneration & Benefits

Leadership Development Program

Vision & Values

Corporate Risk Management

Employee Opinion Survey Action Plan

E-Learning & Talent Management

Reward & Recognition

Ageing Workforce Strategy

Ageing Workforce Strategy

Reward & Recognition

Risk

Resourcing

Human Resources Review

INITIATIVES

Workforce Strategy 2013 – 2017 20

Next steps The implementation phase of the Workforce Strategy will be delivered through a review and update of the Workforce Action Plan 2009.

Workforce Strategy 2013 â&#x20AC;&#x201C; 2017 21

June 2015

Ku-ring-gai Council 17