Long Term Financial Plan 2013/2014 by Wagga Wagga City Council

Long Term

financial plan 2013/2023

Long Term Financial Plan

about this plan.

what is this

document all about?

What is THE LONG TERM FINANCIAL PLAN? The Long Term Financial Plan is a 10 year plan that outlines Council’s financial capacity to meet those objectives of the Community Strategic Plan that fall under the auspices of Council. The Long Term Financial Plan is formulated by using a number of estimates and assumptions to project the future revenue and expenditure required of Council to deliver those services and projects expected by the community. In doing so it addresses the resources that impact on Council’s ability to fund its services and capital works whilst remaining financially sustainable The Long Term Financial Plan is one element of the resourcing strategy that ensures the community’s ideas and aspirations for the future are realistically achievable. The other elements of the resourcing strategy include the Asset Management Plan and the Workforce Plan. The Asset Management Plan aims to predict infrastructure consumption and renewal needs, as well as consider infrastructure requirements to meet future community needs. The Workforce Plan is designed to ensure that Council has the necessary staff to deliver current services and operational needs for the community now and in the future. These interrelated plans give consideration to the capacity of Council to deliver on its responsibilities within the Community Strategic Plan (‘Ruby & Oliver’). Each element informs the Delivery Plan which outlines the strategies in place to meet these responsibilities. Council has reviewed the 2012/22 Long Term Financial Plan and significant changes were made to both operational and capital items in the formulation of this 2013/23 Long Term Financial Plan. Council reviews any significant changes to the Long Term Financial Plan via the Quarterly Budget Report to Council. The Quarterly Budget Report assesses Council’s performance against budget each quarter, and any ongoing changes to budget that result from this process and included in the Long Term Financial Plan and reported to Council each quarter. A comprehensive review of the Long Term Financial Plan is conducted annually during the Operational Plan process.

Long Term Financial Plan

contents.

contents. Appendix 10 - Airport – Our Plan 2 Ten Year Financial Plan Appendix 11 - Livestock Marketing Centre – EXECUTIVE SUMMARY 4 Ten Year Financial Plan FINANCIAL STRATEGIES 5 Appendix 12 - Sewerage Services – Ten Year Financial Plan Financial Strategy 1 5

64 66 68

Appendix 13 - Solid Waste Services – Ten Year Financial Plan

Financial Strategy 4 8

Appendix 14 - Stormwater Levy – Ten Year Financial Plan

Financial Strategy 2

Financial Strategy 3

Financial Strategy 5,6,7,8

PLANNING ASSUMPTIONS 10 Major Planned Expenditure 11 FINANCIAL FORCAST ASSUMPTIONS 12 SENSITIVITY ANALYSIS 14 Senario 1 16 Senario 2 19 Senario 3 22 performance measures 23 appendices 24

Appendix 1 - Funding Summary

Appendix 2 - Income Statement

Appendix 3 - Balance Sheet

Appendix 4 - Statement of Cash Flows 31

Appendix 5 - Financial Sustainability Indicators

Appendix 6 - Schedule of External Restrictions

Appendix 7 - Schedule of Internal Restrictions

Appendix 8 - External Borrowings and associated repayments

Appendix 9 - Capital Works Program

46 3

Long Term Financial Plan

executive summary.

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EXECUTIVE SUMMARY. EXECUTIVE SUMMARY

OBJECTIVES

Whilst Wagga Wagga City Council has managed to maintain a stable financial position in the past, the message from the current Long Term Financial Plan is that without additional sources of revenue, Council will not be able to maintain the current levels of service being delivered to the community.

The objectives of Wagga Wagga City Council’s Long Term Financial Plan are:

Council’s Auditors described the financial position at the end of June 2012 as follows: “Council’s immediate financial position remains satisfactory however, with the elevated level of planned expenditure on new assets in the 2013 and 2014 years, its medium to longer term financial plans indicate that the financial position will be eroded as it consumes reserve funds and commits a higher portion of its general purpose revenue to servicing debt. The medium term forecast for the key financial sustainability indicators (liquidity, debt servicing and asset renewal) clearly show that Council will need to consider modifying its short term plans to preserve its financial flexibility in the medium term. The integrated planning and reporting process is now well established. As a guide to long term sustainability the plans show that Council faces a significant challenge in balancing asset maintenance and renewal requirements with available financial resources.” The Long Term Financial Plan has been prepared based on a number of objectives and assumptions further outlined in this document. As with all plans, assumptions and objectives are subject to change over time. Strategies, issues and risk are all dynamic influences in relation to any planning and as such the Long Term Financial Plan is reviewed and adjusted annually to reflect material changes in these assumptions and objectives. There a number of scenarios presented in the Long Term Financial Plan which highlight the effect on Council’s financial result if certain events/changes were to occur that are beyond Council’s control. The Base Case Scenario as presented in this document is the most realistic scenario and the one that Council will consider for adoption.

Long Term Financial Plan

•

To provide a forecast financial position over ten years to ensure that Council remains financially sustainable,

•

To support the implementation of the Council’s Community Strategic Plan (‘Ruby & Oliver’),

•

To identify and highlight future challenges, problems and financial trends in order that they be proactively addressed before it is too late to respond to those community aspirations and needs as identified in ‘Ruby & Oliver’ for which Council is responsible,

•

To ensure compliance with legislative requirements of integrated planning and reporting contained in the Local Government Act and the guidelines produced by the NSW Division of Local Government.

This Long Term Financial highlights that beyond 2013/14 Council is not financially sustainable. In order for Council to continue to deliver the current services and projects as identified in the Delivery and Operational Plans additional revenue will have to be sourced to eliminate the current deficits, or alternatively, certain services and projects already contained in the Delivery and Operational Plans will have to be either scaled back or removed. At this point in time, Council has not identified the specific services or projects that are to be reduced or removed. A project team has been tasked with identifying potential services/ projects that can be targeted for reduction in the oncoming years with minimal impact on current service delivery. This team will also investigate the possibility of applying for a Special Rate Variation (SRV) to IPART to enable Council to continue to deliver those services and projects identified in the current Long Term Financial Plan and Delivery Plan.

financial strategies.

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financial StrategY 1. FINANCIAL STRATEGIES

Some of the major efficiencies/savings identified were as follows:

In formulating the Long Term Financial Plan Council has identified eight key strategies that will enable Council to remain financially sustainable.

• Employee Cost Reductions

$1,076K

• Project Deferrals

$665K

Financial Strategy 1 Balanced Budgets

• Program Reductions

$572K

• Other Budget Reductions

$855K

• Additional Fees Income

$528K

• Additional Grant Income

$30K

With each iterative annual budget process Council aims to achieve, at the minimum, a balanced budget which allows Council to maintain a positive working funds balance. This position gives Council the flexibility to maintain liquidity and fund unforeseen expenditures or discretionary funding deficits without using reserve funds. The Base Case Scenario detailed in the Long Term Financial Plan indicates that Council will not maintain a balance budget beyond the 2013/14 financial year with the following years have significant deficit budgets which are not sustainable.

By identifying the above savings and additional income Council has substantially reduced the deficits that were forecast in the 2012/22 Long Term Financial Plan. The 2013/33 Long Term Financial Plan represents an improved forecast for Council though there a still a number of challenges ahead.

The Base Case Scenario budget result for the Long Term Financial Plan is summarised in the table below. Arriving at a balanced budget for 2013/14 was a complex and difficult task with each area of the organisation having to contribute significant budget reductions and operational efficiencies to achieve this goal. These savings will have some impact on the delivery of projects and services for 2013/14 albeit minor. Council will need to be innovative and efficient in delivering the 2013/14 Operational Plan.

13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 (Surplus) /Deficit

$938K

$3.0M

$3.2M

$3.0M

$3.3M

$4.0M

$3.9M

$4.0M

$4.6M

Long Term Financial Plan

financial strategies.

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financial StrategY 2. Financial Strategy 2 Maintain Current Working Funds Working Funds represent a measure of liquidity/net financial position. Council’s working capital allows for day to day liquidity and ensures Council is able to survive any budget shocks during the year – i.e. expenditure overruns and income shortfalls Council as a prudent financial manager has set a minimum level ($4.0M) at which its working capital should be maintained. This level of working capital ensures Council retains an appropriate level of liquidity on an ongoing basis and is able to control/ determine the value of its annual budget surplus or deficit. Forecasts of Council’s available working funds as per the base case scenario are shown in the table below. Council’s working fund balance at 30 June 2012 was $4.30M and it is anticipated that a similar balance will be maintained at 30 June 2013. Appendix 5 details the movement in working funds over the life of the Long Term Financial Plan and demonstrates that Council does not meet the desired aim to maintain a working funds balance of $4.0M.

13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 Working Funds Result (Surplus) /Deficit

($4.1M)

($3.2M)

Long Term Financial Plan

($0.1M)

$3.1M

$6.1M

$9.4M

$13.4M

$17.3M

$21.3M

$25.8M

financial strategies.

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financial StrategY 3. Financial Strategy 3 Identify Ongoing Efficiencies Council is committed to identifying and implementing initiatives which reduce expenditure and/or increase income, thus improving Council’s bottom line and the capacity to improve services. With the exception of employee related costs, energy/utility costs and statutory contributions, increases in other budgets are only approved after all other options have been considered by Council’s senior executive team. A number of initiatives have been implemented to identify budget efficiencies. These include: •

Targeted savings for employee costs

•

Review of fees and charges to ensure closer alignment with costs

•

Sourcing grant funds to support capital programs and new initiatives

•

Energy savings and carbon reduction initiatives

•

Ebusiness and online service initiatives

• Improved information management systems and technology •

Review of capital project processes, procedures and outcomes

Long Term Financial Plan

financial strategies.

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financial StrategY 4. Financial Strategy 4 Narrow the Infrastructure Funding Gap Council’s Asset Management Plan identifies a shortfall in current expenditure on the maintenance and renewal of infrastructure assets. This represents a risk to Council that a significant number of assets may fail due to inadequate maintenance. If this issue is not addressed it will have an adverse impact on Council’s financial position in the medium and longer term. Council is attempting to address this issue by: • Increasing recurrent levels of maintenance and renewal budgets by identifying budget savings and efficiency gains from all parts of the organisation.

•

Increasing the use of low cost borrowings to fund infrastructure renewals through the Local Government Infrastructure Renewal Scheme (LIRS).

Scenario 2 highlights the effect on future year’s deficits in the Long Term Financial Plan if the actions from the current Asset Management Plan for infrastructure renewal and maintenance were to be undertaken. It assumes that Council will increase funding for asset renewals by 15.5% for 20 years and fund $5.1M in maintenance each year as required by the Asset Management Plan to address the current shortfalls in maintenance and renewals. The shortfalls in funding between the Base Case Scenario and the Asset Management Plan are summarised in the table below.

• Maintaining a reserve for Infrastructure Replacement and allocating additional funds towards this reserve as a priority when budget improvements are realised, and allocating the proceeds from the sale of non-core assets

13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 Total Asset Mgt Plan Funding Gap

$1.4M

$3.6M

Long Term Financial Plan

$3.7M

$5.2M

$7.0M

$7.6M

$8.2M

$9.7M

$10.0M

$11.2M

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financial StrategY 5, 6, 7 & 8. Financial Strategy 5 Maintain Benchmark Current Ratio

Council has maintained this approach in the formulation of budgeted interest income for the Long Term Financial Plan.

The unrestricted current ratio is a measure of whether Council has sufficient liquid assets available to meet short term commitments for the unrestricted activities of Council. As a general rule a healthy ratio is 1:1 or greater – i.e. for every $1 of liability there is $1 of asset to cover it.

Financial Strategy 8 Maintain Benchmark Debt Servicing Ratio

Council’s objective is that the unrestricted current ratio remains greater than 1:1 for the ten year period covered by the Long Term Financial Plan. The ratio at 30 June 2012 was 2.52:1. The base case scenario in the Long Term Financial Plan shows this ratio goes below 0:1 in 2016/17 (ref appendix 5) due to the decline in cash/current assets for years 2014/15 and 2015/16.

Financial Strategy 6 Maintain Benchmark Outstanding Rates & Annual Charges This ratio assesses the impact of uncollected rates and annual charges on Council’s liquidity and the adequacy of debt recovery efforts. The lower the percentage, the less income that is tied up in receivables and the more revenue that is available for Council purposes.

The debt service ratio represents the percentage of Council’s total ongoing operating revenue that is committed to the repayment of debt. The use of loan funds for infrastructure improvements and other capital purposes is considered to be a prudent financial strategy allowing for the contribution to the cost of the asset through its life by the community. The Division of Local Government’s benchmark for the debt service ratio is less than 10% is satisfactory, 10% to 20% is fair, and greater than 20% is of concern. It is Council’s policy that this ratio should stay below 10%. As at 30 June 2012 this consolidated ratio was 4.08% which is inclusive of sewerage borrowings (sewerage debt service ratio for 2012 was 19.34%). The Long Term Financial Plan forecast is for the debt servicing ratio to peak at 9.72% in 2015/16 (refer appendix 5).

As at 30 June 2012, the ratio for Council was 5.99% which is within the Council’s stated aim of less than 6%. The Division of Local Government’s accepted benchmark for outstanding rates is less than 5% for urban and coastal councils and less than10% for rural councils. Council’s success in maintaining this objective will be dependent on the state of the local economy and its continued efforts to pursue overdue debts in line with the established debt recovery policy and procedures.

Financial Strategy 7 Prudent Management of Cash & Investments Council has a longstanding record of prudent and conservative management of its investment portfolio. In keeping with this approach Council’s investment portfolio retains a high level of liquidity and comprises mainly investments which are both highly rated and low risk. 9

Long Term Financial Plan

planning assumptions.

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planning assumptions. Population and Demographics

Service Delivery

The level of population increase and population demographics have a significant impact on demand for services, and are key drivers for Council’s planning for new infrastructure. The demographic mix of the population has an impact on the demand for services and the type of infrastructure incorporated in the Long Term Financial Plan. The data provided by the ABS reveals that Wagga Wagga has a population which is younger relative to the NSW state average. The proportion of the population aged 24 or less for Wagga Wagga is 40% compared with 33.2% for NSW. The proportion of the population aged over 65 is 12.3% compared with 14.1% for NSW.

Council has no immediate plans to discontinue any existing services and the Long Term Financial Plan has been prepared on the basis that all existing services will continue. However, given the deficit results for the majority of the Long Term Financial Plan it will be necessary for Council to undertake an annual review of all services in line with community expectations and council’s resource availability.

Service Levels

•

Expansion of facilities and student intake at schools, TAFE and Charles Sturt University

Council is intent on maintaining all current levels of services for 2013/14. Given the future years deficits it is likely that Council will no longer be able to maintain the current levels of services unless changes are made to increase revenue. This represents a challenge to Council given the rate pegging environment that exists in NSW which hampers Council’s ability to raise revenue to match the increasing costs of expenditure. Unless Council can source alternative revenue funds or applies for a Special Rate Variation, then cuts to expenditure (resulting in decreased levels of services), deferral of the timing of projects and continued organisational efficiencies are the only viable methods of achieving a balanced budget for both the Long Term Financial Plan and Delivery Plan. Council will need to engage in open and robust conversations with the community if it is to consider service level and project delivery cuts in order to balance both the Long Term Financial Plan and Delivery Plan in the ensuing years.

•

Expansion of the Forest Hill RAAF Base and Kapooka Army recruit training facilities

Major Planned Expenditure

•

Strong retail sector

•

Growth of aviation education and training industry

•

Industrial growth at Bomen Business Park

Appendix 9 details the Ten Year Capital Works Program and the proposed funding source for each item. The timing for the delivery of these projects and estimated costs is based on the best available information and is subject to change as part of the annual review of the Long Term Financial Plan. A summary of the items which exceed $1.0M are:

This profile is reflected in Council’s ten year capital works program which places a heavy influence on facilities such as skate parks, sporting and recreation improvements and cultural events and activities.

Economic Growth Wagga Wagga has achieved a high rate of economic growth over the past five years as evidenced by the average annual population growth of 1.4%. This rate of growth ranks among the highest in NSW and is quite remarkable given that it has occurred during the global financial crisis and severe drought conditions throughout much of this period. The key contributors to this growth have been:

Council has established a Commercial & Economic Development directorate which is heavily focused on facilitating economic growth through the Bomen Business Park, Airport, Livestock Marketing Centre and forming close relationships with existing local businesses.

Long Term Financial Plan

planning assumptions. 2013/14 Indoor Multi Purpose Facilities

$1,500,000

Riverina Intermodal Freight & Logistics Hub

$23,720,000

2014/15 Indoor Multi Purpose Facilities

$10,874,111

Lineal Park Recreation Improvements

$1,014,556

Upgrade City Levee

$4,000,000

New Waste Cell - Gregadoo Waste Management Centre

$3,000,000

Kooringal Road Upgrade

$1,179,768

Upgrade Taxiways to Code C – Wagga Wagga Airport

$1,800,000

Redevelop Internal Baggage Claim & Retail Area – Wagga Wagga Airport

$1,400,000

2015/16 Upgrade City Levee

$4,000,000

Upgrade Taxiways to Code C – Wagga Wagga Airport

$2,500,000

Install Glenfield East Sewer Pumping Station

$1,185,593

2016/17 Upgrade City Levee

$4,000,000

Construct Estella Community Centre

$1,200,000

Sewer Reticulation Scheme – San Isidore

$1,573,598

Sewer Treatment Works – Narrung Street

$9,635,638

Farrer Road Improvements

$1,263,535

Harris Road/Pine Gully Road Roundabout

$1,211,564

New Public Car Park – Wagga Wagga Airport

$1,000,000

Glenfield Road Corridor

$3,117,550

Glenfield Road/Pearson Street/Red Hill Road/Dobney Avenue Widening

$1,394,272

2017/18 Upgrade City Levee

$4,000,000

Replace Surfaces Jubilee Park Hockey Fields

$1,000,000

Pine Gully Road/Old Narrandera Road Intersection Upgrade

$1,077,439

2018/19 Upgrade City Levee

$2,519,500

Boorooma/Estella - Roads Upgrade

$1,940,965

2019/20 New Waste Cell - Gregadoo Waste Management Centre

$4,242,000

Extend Western GA Apron – Wagga Wagga Airport

$4,965,774

Extend Southern GA Apron – Wagga Wagga Airport

$1,323,042

Long Term Financial Plan

financial forecast assumptions.

financial

forecast assumptions. FINANCIAL FORECAST ASSUMPTIONS – BASE CASE SCENARIO OPERATING REVENUE

BASE CASE SCENARIO ASSUMPTION

Rates

The base case scenario includes an ordinary rate increase for 2013/14 of 3.4% as announced by IPART, with a 1% growth factor for residential rates only. The assumed increase for 2014/15 onwards in line with rate pegging is 3% with an additional 1% growth factor (for residential only) in additional rateable properties for the Long Term Financial Plan.

Annual Charges – Domestic & Commercial Waste

Annual charges for waste are modelled at recovering a reasonable estimated cost of providing the service which includes a component for future site rehabilitation. The rate used in the base case scenario is an annual increase of 3% over the life of the Long Term Financial Plan.

Sewer Charges

Sewer charges are also modelled at recovering a reasonable estimated cost of providing the service which includes a component for future site rehabilitation. The rate used in the base case scenario is an annual increase of 7% over the life of the Long Term Financial Plan. In 2012/13 Council introduced Best Practice Non-Residential Sewer charging. The proposed 2013/14 residential and nonresidential sewer charges will remain at 2012/13 levels whilst an updated Sewer Business Plan and Delivery Service Plan (DSP) is undertaken.

Stormwater Services

The maximum amount for annual stormwater services is prescribed by legislation. This is currently $25 per residential & business property per annum, which is the amount used in the base case scenario of the Long Term Financial Plan.

User Fees & Charges

The base case scenario of the Long Term Financial Plan includes a projected increase in user fees and charges in line with projected CPI growth of 3%.

Investment Revenue

Council’s investment revenue is linked to the expected balance of the portfolio over the life of the Long Term Financial Plan. For the base case scenario a rate of 6% on the balance of the portfolio has been assumed.

Grants & Contributions

This source of revenue includes both State and Federal grant assistance. It is assumed for the purposes of the Long Term Financial Plan that grant income will increase in line with CPI, which has been assumed to be 3% for the base case scenario. This assumption includes the Financial Assistance Grant (FAG) provided annually by the Federal Government.

Developer Contributions

Developer contributions have been projected in line with each contribution plan over the ten years of the Long Term Financial Plan. Each of these plans is subject to review annually and as such the Long Term Financial Plan is updated accordingly.

Long Term Financial Plan

financial forecast assumptions. OPERATING REVENUE

BASE CASE SCENARIO ASSUMPTION

Other Revenue

Other revenue includes fines, income from sale of goods as well as diesel fuel rebates and income from insurance claims and rebates. Revenue from these sources are difficult to ascertain with any certainty due as they are generally influenced by factors outside of Councilâ&#x20AC;&#x2122;s control. As a result for the purposes of the Long Term Financial Plan other revenue has been projected at 3% which corresponds to historical trends.

OPERATING EXPENDITURE

BASE CASE SCENARIO ASSUMPTION Under NSW Local Government Award staff on average receive a 3.25% pay increase each year. This award is due for review after 1 July 2013. In addition to the award increase Council has its own salary progression system based on performance. When combined with the award staff on average receive a 4.35% pay increase. This is the assumption that has been used in the base case scenario for the Long Term Financial Plan.

Employee Costs

Superannuation has been set at the current guarantee level of 9.25% for 2013/14, and then incremented as per legislation for the remainder of the Long Term Financial Plan. Workers compensation costs have been increased at 4% per annum. A target savings in overall salaries and wages of $500K for 2013/14 and 2014/15, and long service leave targeted savings of $200K per annum have been included in base case scenario.

Borrowing Costs

Borrowing costs have been calculated on individual capital projects at 7%.

Materials & Contracts

The Long Term Financial Plan makes provision for all known future contract price increases and generally assumes an increase of 3% in other contractual costs. There is no provision made for increases in the cost of materials.

Utilities

An increase has been projected in the Long Term Financial Plan for electricity costs of 10% per annum. Gas and water have been increased at 9% per annum. Council is actively pursuing efficient alternative sources of energy in order to reduce the effect of these costs where possible on the Long Term Financial Plan.

Insurance

It has been assumed that insurance premiums will increase at 5% per annum.

Depreciation

Depreciation is forecast to increase by 5.65% each year of the Long Term Financial Plan. This is reflective of the new capital additions and purchases over the term of the Long Term Financial Plan. Depreciation levels are subject to ongoing review with each iteration of the Long Term Financial Plan.

Other Operating Expenses

Other expenses have increased at a CPI rate of 3% where advised.

Long Term Financial Plan

sensitivity analysis.

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sensitivity analysis. SENSITIVITY ANALYSIS Many of the above assumptions are susceptible to change due to a variety of influences. The following highlights some of the issues that may impact on a number of the base case scenario assumptions. • Rates – IPART determines the rate peg based on a Local Government Cost Index, a productivity factor as well as any other pertinent legislative and industry factors eg. Carbon Tax etc. This is to ensure that a balance is struck between Council meeting the increasing costs of delivering services and that productivity gains are shared with ratepayers. The risk that Council may incur in relation to the amount of rates revenue forecast in the Long Term Financial Plan is that the rate peg announced by IPART may be below the 3% assumed in the base case scenario, and that growth in rateable residential properties may also be less than the 1% identified. This would have a significant impact on Council’s financial position and would further exacerbate the already identified future deficits in the Long Term Financial Plan. • Investment Income – the base case scenario assumes a return of 6% on the balance of Council’s portfolio. Given the present volatility in global financial markets, and the relatively low cash rate it is difficult for Council to ascertain with certainty what actual returns are likely to be. Council’s portfolio has outperformed budget over the past few years, but it is not likely that Council can continue to rely on additional investment income over the life of the Long Term Financial Plan given the deficits that are predicted, and reserves that are to be expended thus reducing Council’s portfolio and placing further funding pressures on Council in the future. • Grants – it is assumed in the base case scenario that the current level of grant funding from the State and Federal Governments will continue. Grants are a significant source of funding for local government and as such any fluctuation in current levels is likely to have a substantial effect on the delivery of services and projects identified in the Long Term Financial Plan. The project at greatest risk is the Riverina Intermodal Freight and Logistics (RIFL) Hub at Bomen. Council has been awarded a $14.5M grant from the Regional Development Australia Fund towards both rail and road infrastructure for the project. With an election set for September 2013 there is always a risk that a new government, if elected, may withdraw support for this funding initiative. If the funding 14

Long Term Financial Plan

for the project was withdrawn for whatever reason, then the project would not go ahead in the next two years of the Long Term Financial Plan. Financial Assistance Grants (FAGs) also contribute a great deal of funding towards the renewal and maintenance of Council’s extensive road network. Any reduction in this funding will entail a reduction in the overall condition of the road network in the Local Government Area (LGA). • Employee Costs – the base case scenario makes a number of assumptions in relation to salary increases and identified savings in these costs over the life of the Long Term Financial Plan. If the savings that are assumed cannot be achieved, then Council will need to identify a number of services and/or projects to be reduced or removed from the current plans in order to maintain a balanced budget. Council is committed to achieving these savings for the years as identified in the plan. The base case scenario assumes that the current organisational structure will remain i.e. no additional FTE’s have been incorporated in the Long Term Financial Plan. • Borrowing Costs – have been forecast at 7% for the life of the Long Term Financial Plan. Obviously as Council borrows each year the rate will be determined by the market. If rates increase substantially above the 7% then Council will have to adjust the borrowings program so that an affordable level of debt is always maintained. • Workers Compensation – the costs of workers compensation premiums have been assumed at 5% of salary and wages. Workplace Health & Safety legislative changes have placed more onerous regulations on employers which are yet to be fully costed in the workplace. Council will continue to closely monitor these costs and their effect on employee costs and the organisation as a whole. • Materials - the base case scenario assumes that the current costs for materials will remain the same over the term of the plan. Obviously any increase in the cost of materials will have a negative impact on Council’s financial position. • Economic Growth – Wagga Wagga City continues to grow and this growth places significant demands on Council’s current infrastructure as well as generating demand for new infrastructure. Given the deficits in the Long Term Financial Plan, Council is going to have difficulty meeting this demand for both maintenance and renewal of current infrastructure as well as the construction of new

infrastructure to satisfy growth demands. • Reserves – Council as at 30 June 2012 had some $83.9M available in reserves to fund future projects. As these projects are implemented these reserves will decline which will impede Council’s capacity and flexibility to respond to future funding demands that are yet to be identified.

ASSET MANAGEMENT PLAN Council’s Asset Management Plan provides Council with detailed comprehensive information in relation to condition assessment, lifecycle management and financial considerations for all of Council’s assets. This plan allows Council to identify costs in relation to required maintenance, renewals, rehabilitation, operating costs and depreciation for all assets. These costs are then captured in the Long Term Financial Plan in order for Council to determine the best strategy to maintain all of its assets in a satisfactory condition.

required to reflect any changes in priorities or timing of the delivery of projects. A list of major capital projects over $1.0M was provided earlier in this document. One the major Long Term Financial Plan capital projects due for completion in 2014, is the Riverina Intermodal Freight (RIFL) Hub to be constructed at Bomen. The current estimated cost of the project is $64.04M. The current partnership contributions for the project are as follows: •

Wagga Wagga City Council

$29.22M

•

Commercial Operator

$15.00M

•

Federal Government Grant

$14.50M

•

NSW Government Grant

$2.50M

•

Australian Rail & Track Corporation

$2.82M

A detailed ten year capital works program is shown in Appendix 9.

As at 30 June 2012 Council held $1.3 billion in infrastructure assets. Under the current asset management plan it is estimated that $100M is required (or 7.7% of the asset base) to renew Council’s infrastructure assets and bring them back to a satisfactory condition. Currently Council spends in the vicinity of $16.7M per annum on maintenance of assets. It is calculated that to maintain the assets at a level which allows them to meet the community service delivery expectation Council should be spending closer to $21.9M per annum. The Base Case scenario as contained in this Long Term Financial Plan continues to fund infrastructure maintenance and renewal at a rate similar or identical to funding for the previous 3 years. By not increasing maintenance and renewal funding the community’s assets will continue to decline and the level of service delivered by these assets will decline accordingly. Scenario 2 of the Long Term Financial Plan assumes that Council will increase funding for asset renewal by 15.5% for 20 years to address the current asset renewal shortfall and $5.1M shortfall in maintenance each year identified under the current Asset Management Plan. By taking a staged approached to reducing the renewal liability, Council will be able to prevent complete failure of those assets at immediate risk and gradually reduce the risk of failures across the entire network by 2023. This scenario identifies the future funding requirements if Council were to address the asset funding shortfall in this manner, given that this scenario is predicated on the current base case scenario with all projects and service levels being maintained as the status quo.

CAPITAL WORKS PROGRAM A ten year capital works program has been prepared in alignment with Council’s Community Strategic Plan and is based on the latest information and costings available. Whilst the capital works program is reflective of the current Council and community priorities, these priorities may change as new issues will emerge over the course of a ten year period. A Council is elected for a four year term and any newly elected Council may have differing priorities to those of the previous Council. An annual review of the ten year capital works program is 15

Long Term Financial Plan

scenario 1.

scenario 1. SCENARIO 1 base case scenario The commentary and analysis provided in the document to this point describe the base model of the Long Term Financial Plan. It is this model inclusive of the above detailed assumptions that will be recommended to Council for adoption.

Long Term Financial Plan

13,335,429

Other Expenses

3,165,829

Loan Repayments (External)

Capital Expenditure

(1,939,716)

(49,621,938)

Capital (Balance Sheet) and Reserve Movements

Net Operating Profit /(Loss) for the Year

106,747,129

21,332,118

Depreciation & Amortisation

Total Expenses from Continuing Operations

28,888,054

3,962,122

39,229,406

Materials & Contracts

Borrowing Costs

Employee Benefits & On-Costs

Expenses from Continuing Operations

109,912,959

13,159,428

Grants & Contributions provided for Capital Purposes

Total Income from Continuing Operations

13,981,150

1,722,410

Other Revenues

Grants & Contributions provided for Operating Purposes

4,386,393

22,648,395

User Charges & Fees

Interest & Investment Revenue

54,015,182

Rates & Annual Charges

Income from Continuing Operations

(2,564,504)

(44,250,915)

4,392,436

106,871,625

13,720,316

22,517,582

24,890,542

4,890,006

40,853,179

111,264,061

10,082,013

14,336,060

1,799,417

4,508,329

24,527,578

56,010,665

(3,526,906)

(26,038,590)

1,092,422

113,209,298

14,166,864

23,774,206

25,534,275

6,601,756

43,132,197

114,301,719

8,637,698

14,781,773

1,834,511

4,636,688

26,330,016

58,081,032

(3,792,701)

(24,363,355)

1,482,435

116,536,989

14,605,786

25,106,734

25,410,015

6,623,671

44,790,783

118,019,424

8,695,204

14,789,412

1,870,751

4,731,975

27,702,952

60,229,131

(4,097,225)

(39,806,212)

2,434,260

119,979,862

15,165,422

26,520,272

25,105,153

6,459,218

46,729,796

122,414,122

8,759,586

15,168,920

1,908,173

4,858,513

29,261,012

62,457,918

6,227,532

15,963,019

1,986,720

4,981,240

32,501,279

67,169,956

16,386,480

29,612,743

25,671,939

6,106,525

50,954,305

(4,491,593)

(22,632,032)

1,568,140

(4,885,717)

(25,170,869)

97,754

124,552,948 128,731,991

15,741,583

28,020,306

25,624,965

6,323,013

48,843,081

126,121,089 128,829,745

8,038,897

15,630,004

1,946,815

4,919,370

30,815,539

64,770,463

(5,232,299)

(23,426,458)

(101,393)

133,641,369

17,065,754

31,303,945

26,354,436

5,759,944

53,157,290

133,539,976

6,297,883

16,378,335

2,027,927

5,044,140

34,131,984

69,659,707

(5,593,322)

(17,196,324)

1,055,139

137,334,985

17,719,283

32,869,143

25,894,718

5,396,811

55,455,031

138,390,124

6,370,345

16,869,551

2,041,920

5,108,085

35,757,068

72,243,155

(5,882,234)

(18,200,983)

3,120,816

139,854,836

18,415,713

32,869,143

25,661,173

5,056,153

57,852,655

142,975,652

6,444,980

17,231,637

2,044,259

5,108,085

37,319,978

74,826,713

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - EXECUTIVE SUMMARY BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

scenario 1.

Long Term Financial Plan

21,332,118

Cash Budget Surplus/(Deficit)

(21,332,118)

Add back Depreciation Expense (non-cash)

Net Result (including Depreciation & Other non-cash items)

(24,497,947)

25,434,827

Net Transfers (to)/from Reserves

Total Capital (Balance Sheet) and Reserve Movements

1,628,880

Proceeds from Sale of intangible & tangible Assets

(938,120)

22,517,582

(23,455,701)

(27,848,137)

17,299,731

1,667,550

(3,029,907)

23,774,206

(26,804,112)

(27,896,534)

101,012

1,567,950 11,406,798

536,280

(3,226,257)

25,106,734

(3,005,827)

26,520,272

(28,332,991) (29,526,098)

(29,815,426) (31,960,359)

(2,608,660)

949,290 (4,164,698)

509,916

(3,268,563)

28,020,306

(4,000,870)

29,612,743

(31,288,869) (33,613,613)

(32,857,010) (33,711,367)

(6,428,935)

695,550

(3,946,901)

31,303,945

(35,250,847)

(35,149,454)

(7,535,697)

1,045,000

(3,954,251)

32,869,143

(36,823,394)

(37,878,533)

(16,133,887)

1,045,000

(4,573,259)

32,869,143

(37,442,402)

(40,563,217)

(17,525,001)

1,045,000

scenario 1.

scenario 2.

scenario 2. SCENARIO 2 ASSET MANAGEMENT PLAN FUNDING â&#x20AC;&#x201C; EXECUTIVE SUMMARY Scenario 2 assumes the base case scenario and an increase funding for asset renewal by 15.5% for 20 years to address the current asset renewal shortfall and $5.1M shortfall in maintenance each year identified under the current Asset Management Plan.

Long Term Financial Plan

13,335,429

Other Expenses

(1,934,171)

Loan Repayments (External)

Capital Expenditure

(1,939,716)

(50,621,938)

Capital (Balance Sheet) and Reserve Movements

Net Operating Profit /(Loss) for the Year

111,847,129

21,332,118

Depreciation & Amortisation

Total Expenses from Continuing Operations

33,988,054

3,962,122

39,229,406

Materials & Contracts

Borrowing Costs

Employee Benefits & On-Costs

Expenses from Continuing Operations

109,912,959

13,159,428

Grants & Contributions provided for Capital Purposes

Total Income from Continuing Operations

13,981,150

1,722,410

Other Revenues

Grants & Contributions provided for Operating Purposes

4,386,393

22,648,395

User Charges & Fees

Interest & Investment Revenue

54,015,182

Rates & Annual Charges

Income from Continuing Operations

(2,564,504)

(45,405,915)

(707,564)

111,971,625

13,720,316

22,517,582

29,990,542

4,890,006

40,853,179

111,264,061

10,082,013

14,336,060

1,799,417

4,508,329

24,527,578

56,010,665

(3,526,906)

(27,372,615)

(4,007,578)

118,309,298

14,166,864

23,774,206

30,634,275

6,601,756

43,132,197

114,301,719

8,637,698

14,781,773

1,834,511

4,636,688

26,330,016

58,081,032

(3,792,701)

(25,904,153)

(3,617,565)

121,636,989

14,605,786

25,106,734

30,510,015

6,623,671

44,790,783

118,019,424

8,695,204

14,789,412

1,870,751

4,731,975

27,702,952

60,229,131

(4,097,225)

41,585,835)

(2,665,740)

125,079,862

15,165,422

26,520,272

30,205,153

6,459,218

46,729,796

122,414,122

8,759,586

15,168,920

1,908,173

4,858,513

29,261,012

62,457,918

6,227,532

15,963,019

1,986,720

4,981,240

32,501,279

67,169,956

16,386,480

29,612,743

30,771,939

6,106,525

50,954,305

(4,491,593)

(24,687,496)

(3,531,860)

(4,885,717)

(27,544,930)

(5,002,246)

129,652,948 133,831,991

15,741,583

28,020,306

30,724,965

6,323,013

48,843,081

126,121,089 128,829,745

8,038,897

15,630,004

1,946,815

4,919,370

30,815,539

64,770,463

(5,232,299)

(26,168,498)

(5,201,393)

138,741,369

17,065,754

31,303,945

31,454,436

5,759,944

53,157,290

133,539,976

6,297,883

16,378,335

2,027,927

5,044,140

34,131,984

69,659,707

(5,593,322)

(20,363,381)

(4,044,861)

142,434,985

17,719,283

32,869,143

30,994,718

5,396,811

55,455,031

138,390,124

6,370,345

16,869,551

2,041,920

5,108,085

35,757,068

72,243,155

(5,882,234)

(21,858,934)

(1,979,184)

144,954,836

18,415,713

32,869,143

30,761,173

5,056,153

57,852,655

142,975,652

6,444,980

17,231,637

2,044,259

5,108,085

37,319,978

74,826,713

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO 2 - ASSET MANAGEMENT PLAN FUNDING BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

scenario 2.

(25,497,947)

Total Capital (Balance Sheet) and Reserve Movements

21,332,118

(6,100,000)

Add back Depreciation Expense (non-cash)

Cash Budget Surplus/(Deficit)

(27,432,118)

25,434,827

Net Transfers (to)/from Reserves

Net Result (including Depreciation & Other non-cash items)

1,628,880

Proceeds from Sale of intangible & tangible Assets

(7,193,120)

22,517,582

(29,710,701)

(29,003,137)

17,299,731

1,667,550

(9,463,932)

23,774,206

(33,238,137)

(29,230,559)

101,012

1,567,950

(33,739,981)

11,406,798

536,280

(9,867,056)

25,106,734

(9,885,449)

26,520,272

(34,973,790) (36,405,721)

(31,356,224)

(2,608,660)

949,290

(36,085,429)

(4,164,698)

509,916

29,612,743

(10,424,027) (11,474,932)

28,020,306

(38,444,333) (41,087,674)

(34,912,474)

(6,428,935)

695,550

(11,788,942)

31,303,945

(43,092,887)

(37,891,494)

(7,535,697)

1,045,000

(12,221,308)

32,869,143

(45,090,451)

(41,045,590)

(16,133,887)

1,045,000

(13,331,210)

32,869,143

(46,200,353)

(44,221,168)

(17,525,001)

1,045,000

scenario 2.

Long Term Financial Plan

scenario 3.

scenario 3. SCENARIO 3 SPECIAL RATE VARIATION FUNDING (srv) – EXECUTIVE SUMMARY Council’s SRV scenario uses the base case data plus the relevant adjustments as identified in the assumptions table below. In order to balance the Long Term Financial Plan for the first 4 years, and thus being to able to identify those services and projects that will be delivered under the Delivery Plan, the optimistic scenario includes a Special Rate Variation (SRV) of 6%. %. This represents an increase of 3% on rate pegging for years 2014/15 to 2017/18.

Using this scenario, the spreadsheet shown below illustrates that Council’s budget result will show small surplus for the first 3 years of the LongTerm Financial Plan and then some million plus surpluses from 2016/17 onwards. . This scenario would allow Council to deliver all projects identified in the Capital Program (refer appendix 9) as well as maintain all of the budget assumptions in the base case scenario over 10 years. The surpluses in the future years would enable Council to maintain a healthy working funds and provide Council with the flexibility to respond to future funding demands that may yet to identified.

13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 Rates increase – apply for SRV from 2014/15 to 2017/18, then 3% onwards

($1,082K)

Long Term Financial Plan

($2,261k)

($3,544K)

($4,939K)

($5,087K) ($5,240K)

($5,397K)

($5,589K)

($5,726K)

13,335,429

Other Expenses

3,165,829

(1,939,716)

1,628,880

Proceeds from Sale of intangible & tangible Assets

(49,621,938)

Loan Repayments (External)

Capital Expenditure

Capital (Balance Sheet) and Reserve Movements

Net Operating Profit /(Loss) for the Year

106,747,129

21,332,118

Depreciation & Amortisation

Total Expenses from Continuing Operations

28,888,054

3,962,122

39,229,406

Materials & Contracts

Borrowing Costs

Employee Benefits & On-Costs

Expenses from Continuing Operations

109,912,959

13,159,428

Grants & Contributions provided for Capital Purposes

Total Income from Continuing Operations

13,981,150

1,722,410

Other Revenues

Grants & Contributions provided for Operating Purposes

4,386,393

22,648,395

User Charges & Fees

Interest & Investment Revenue

54,015,182

Rates & Annual Charges

Income from Continuing Operations

1,667,550

(2,564,504)

(44,250,915)

5,474,205

106,871,625

13,720,316

22,517,582

24,890,542

4,890,006

40,853,179

112,345,831

10,082,013

14,336,060

1,799,417

4,508,329

24,527,578

57,092,435

1,567,950

(3,526,906)

(26,038,590)

3,353,320

113,209,298

14,166,864

23,774,206

25,534,275

6,601,756

42,818,829

116,562,618

8,637,698

14,781,773

1,834,511

4,636,688

26,330,016

60,341,931

949,290

(3,792,701)

(24,363,355)

5,026,636

116,536,989

14,605,786

25,106,734

25,410,015

6,623,671

44,463,784

121,563,625

8,695,204

14,789,412

1,870,751

4,731,975

27,702,952

63,773,332

536,280

(4,097,225)

(39,806,212)

7,373,193

119,979,862

15,165,422

26,520,272

25,105,153

6,459,218

46,388,572

127,353,054

8,759,586

15,168,920

1,908,173

4,858,513

29,261,012

67,396,850

6,227,532

15,963,019

1,986,720

4,981,240

32,501,279

72,409,669

695,550

(4,491,593)

(22,632,032)

6,655,241

124,552,948

15,741,583

28,020,306

25,624,965

6,323,013

48,486,114

509,916

(4,885,717)

(25,170,869)

5,337,468

128,731,991

16,386,480

29,612,743

25,671,939

6,106,525

50,581,849

131,208,189 134,069,459

8,038,897

15,630,004

1,946,815

4,919,370

30,815,539

69,857,564

1,045,000

(5,232,299)

(23,426,458)

5,295,512

133,641,369

17,065,754

31,303,945

26,354,436

5,759,944

52,768,672

138,936,881

6,297,883

16,378,335

2,027,927

5,044,140

34,131,984

75,056,612

1,045,000

(5,593,322)

(17,196,324)

6,613,951

137,334,985

17,719,283

32,869,143

25,894,718

5,396,811

55,049,547

143,948,936

6,370,345

16,869,551

2,041,920

5,108,085

35,757,068

77,801,967

1,045,000

(5,882,234)

(18,200,983)

8,846,392

139,854,836

18,415,713

32,869,143

25,661,173

5,056,153

57,429,571

148,701,228

6,444,980

17,231,637

2,044,259

5,108,085

37,319,978

80,552,289

LONG TERM FINANCIAL PLAN - 6 % SPECIAL RATE VARIATION TO 2017/18 BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

scenario 3.

Long Term Financial Plan

Cash Budget Surplus/(Deficit)

Add back Depreciation Expense (non-cash)

Net Result (including Depreciation & Other non-cash items)

Total Capital (Balance Sheet) and Reserve Movements

Net Transfers (to)/from Reserves

21,332,118

(21,332,118)

(24,497,947)

25,434,827

143,650

22,517,582

(22,373,932)

(27,848,137)

17,299,731

(769,008)

23,774,206

(24,543,214)

(27,896,534)

101,012

11,406,798

317,945

25,106,734

1,933,106

26,520,272

(24,788,789) (24,587,166)

(29,815,426) (31,960,359)

(2,608,660)

(4,164,698)

1,818,537

28,020,306

1,238,843

29,612,743

(26,201,769) (28,373,900)

32,857,010) (33,711,367)

(6,428,935)

1,450,004

31,303,945

(29,853,942)

(35,149,454)

(7,535,697)

1,604,561

32,869,143

(31,264,582)

(37,878,533)

(16,133,887)

1,152,317

32,869,143

(31,716,825)

(40,563,217)

(17,525,001)

scenario 3.

peformance measures.

performance

measures. PERFORMANCE MEASURES Council has determined the use of financial sustainability indicators in order to assess its progress and performance against the Long Term Financial Plan. These indicators are also used in Council’s Financial Statements as a measure of financial performance each year. The use of the same indicators will ensure that the performance of Council’s Long Term Financial Plan outcomes can easily be compared against actual performance by both Council and the community. A table summarising the financial indicators is provided in Appendix 5.

Unrestricted Current Ratio The purpose of the Unrestricted Current Ratio is to assess the adequacy of working capital and its ability to satisfy obligations in the short term for the unrestricted activities of Council. Council’s 2.52:1 ratio at 30 June 2012 is well above the Division of Local Government (DLG) benchmark target of 1.5:1 and the average published by the DLG for Group 4 councils of 2.26:1. Council’s ratio is relatively high because of the significant value and liquid nature of internal restrictions of $43.3M at 30 June 2012.

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 2011/12 Council increased its external borrowings by $14.9M for a variety of capital projects, which included the Robertson Oval & Bolton Park Upgrade ($3.3M), Airport Masterplan Projects ($6.0M) and the Wollundry Lagoon Remediation ($1.0M). The Debt Service Ratio for 30 June 2012 was 4.08%. The DLG’s accepted benchmark for this ratio is less than 10% is satisfactory; 10% to 20% is fair; and greater than 20% is of concern.

Rates & Annual Charges Outstanding Percentage The purpose of the Rates & Annual Charges Percentage Ratio is to assess the impact of uncollected rates and annual charges on Council’s liquidity and the adequacy of recovery efforts. As at 30 June 2012 Council’s Rates Outstanding percentage was 5.99% which is within the benchmark set by Council of no more than 6%.

Building & Infrastructure Renewals Ratio The purpose of the Building & Infrastructure Renewals Ratio is to determine how much Council is contributing to Building & Infrastructure Asset Renewals as a percentage of depreciation costs relating to the asset category. This percentage can vary significantly from one year to the next due to the timing of capital works expenditure. As at 30 June 2012 Council’s renewals ratio was 82.70%.

Review of Long Term Financial Plan An annual review of the Long Term Financial Plan will be conducted by Council as a measure of performance. It is expected that over time the assumptions and strategies described in the document will be refined with each iteration, and that that the level of understanding of the plan along with the outcomes will be clear for the community.

Rates & Annual Charges Coverage Ratio The purpose of the Rates & Annual Charges Coverage Ratio is to assess the degree of Council’s dependence upon revenue from rates and annual charges and to assess the security of Council’s income. Council’s coverage ratio at 30 June 2012 was 41.17%. Council’s average Rates Coverage Ratio over the past 4 years has been 42.95%, though this average has been aided by the additional grants that Council has received over the past 3 years for national disaster funding. 25

Long Term Financial Plan

appendices.

long term

financial plan APPENDICES. APPENDICES The following summary documents are provided as appendixes to the Long Term Financial Plan document. They provide a summary of the financial projections of Council over the next ten years. It is important that these documents are considered as a total package and not in isolation to gain a clear picture of Council’s financial position over the next ten years. Appendix 1 Funding Summary Appendix 2 Income Statement Appendix 3 Balance Sheet Appendix 4 Statement of Cash Flows Appendix 5 Financial Sustainability Indicators Appendix 6 Schedule of External Restrictions Appendix 7 Schedule of Internal Restrictions Appendix 8 External Borrowings and associated repayments Appendix 9 Capital Works Program Appendix 10 Airport – Ten Year Financial Plan Appendix 11 Livestock Marketing Centre – Ten Year Financial Plan Appendix 12 Sewerage Services – Ten Year Financial Plan Appendix 13 Solid Waste Services – Ten Year Financial Plan Appendix 14 Stormwater Levy – Ten Year Financial Plan

Long Term Financial Plan

109,912,959

Total Income from Continuing Operations

3,165,829

106,747,129

4,392,436

106,871,625

13,720,316

22,517,582

24,890,542

4,890,006

40,853,179

111,264,061

10,082,013

14,336,060

1,799,417

4,508,329

24,527,578

56,010,665

Capital (Balance Sheet) and Reserve Movements

Net Operating Profit / (Loss) for the Year

Total Expenses from Continuing Operations

13,335,429

21,332,118

Depreciation & Amortisation

Other Expenses

28,888,054

3,962,122

39,229,406

Materials & Contracts

Borrowing Costs

Employee Benefits & OnCosts

Expenses from Continuing Operations

13,159,428

1,722,410

Other Revenues

Grants & Contributions provided for Capital Purposes

4,386,393

Interest & Investment Revenue

13,981,150

22,648,395

User Charges & Fees

Grants & Contributions provided for Operating Purposes

54,015,182

Rates & Annual Charges

Income from Continuing Operations

1,092,422

113,209,298

14,166,864

23,774,206

25,534,275

6,601,756

43,132,197

114,301,719

8,637,698

14,781,773

1,834,511

4,636,688

26,330,016

58,081,032

1,482,435

116,536,989

14,605,786

25,106,734

25,410,015

6,623,671

44,790,783

118,019,424

8,695,204

14,789,412

1,870,751

4,731,975

27,702,952

60,229,131

2,434,260

119,979,862

15,165,422

1,568,140

124,552,948

15,741,583

28,020,306

25,624,965

25,105,153 26,520,272

6,323,013

48,843,081

126,121,089

8,038,897

15,630,004

1,946,815

4,919,370

30,815,539

64,770,463

6,459,218

46,729,796

122,414,122

8,759,586

15,168,920

1,908,173

4,858,513

29,261,012

62,457,918

97,754

128,731,991

16,386,480

29,612,743

25,671,939

6,106,525

50,954,305

128,829,745

6,227,532

15,963,019

1,986,720

4,981,240

32,501,279

67,169,956

(101,393)

133,641,369

17,065,754

31,303,945

26,354,436

5,759,944

53,157,290

133,539,976

6,297,883

16,378,335

2,027,927

5,044,140

34,131,984

69,659,707

1,055,139

137,334,985

17,719,283

32,869,143

25,894,718

5,396,811

55,455,031

138,390,124

6,370,345

16,869,551

2,041,920

5,108,085

35,757,068

72,243,155

3,120,816

139,854,836

18,415,713

32,869,143

25,661,173

5,056,153

57,852,655

142,975,652

6,444,980

17,231,637

2,044,259

5,108,085

37,319,978

74,826,713

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - EXECUTIVE SUMMARY

appendix 1.

Long Term Financial Plan

1,628,880

25,434,827

(24,497,947)

(21,332,118)

21,332,118

Proceeds from Sale of intangible & tangible Assets

Net Transfers (to)/from Reserves

Total Capital (Balance Sheet) and Reserve Movements

Net Result (including Depreciation & Other non-cash items)

Add back Depreciation Expense (non-cash)

(1,939,716)

Loan Repayments (External)

Cash Budget Surplus/ (Deficit)

(49,621,938)

Capital Expenditure

(938,120)

22,517,582

(23,455,701)

(27,848,137)

17,299,731

1,667,550

(2,564,504)

(44,250,915)

(3,029,907)

23,774,206

(26,804,112)

(27,896,534)

101,012

1,567,950

(3,526,906)

(26,038,590)

(3,226,257)

25,106,734

(28,332,991)

(29,815,426)

(2,608,660)

949,290

(3,792,701)

(24,363,355)

(3,005,827)

26,520,272

(29,526,098)

(31,960,359)

11,406,798

536,280

(4,097,225)

(39,806,212)

(3,268,563)

28,020,306

(31,288,869)

(32,857,010)

(6,428,935)

695,550

(4,491,593)

(22,632,032)

(4,000,870)

29,612,743

(33,613,613)

(33,711,367)

(4,164,698)

509,916

(4,885,717)

(25,170,869)

(3,946,901)

31,303,945

(35,250,847)

(35,149,454)

(7,535,697)

1,045,000

(5,232,299)

(23,426,458)

(3,954,251)

32,869,143

(36,823,394)

(37,878,533)

(16,133,887)

1,045,000

(5,593,322)

(17,196,324)

(4,573,259)

32,869,143

(37,442,402)

(40,563,217)

(17,525,001)

1,045,000

(5,882,234)

(18,200,983)

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - EXECUTIVE SUMMARY

appendix 1.

21,332,118

Depreciation & Amortisation

Impairment

28,888,054

3,962,122

39,229,406

Materials & Contracts

Borrowing Costs

Employee Benefits & OnCosts

Expenses from Continuing Operations

109,912,959

Joint Ventures & Associated Entities

Total Income from Continuing Operations

Net gains from the disposal of assets

Other Income

13,159,428

1,722,410

Other Revenues

Grants & Contributions provided for Capital Purposes

4,386,393

Interest & Investment Revenue

13,981,150

22,648,395

User Charges & Fees

Grants & Contributions provided for Operating Purposes

54,015,182

Rates & Annual Charges

Revenue

Income from Continuing Operations

22,517,582

24,890,542

4,890,006

40,853,179

111,264,061

10,082,013

14,336,060

1,799,417

4,508,329

24,527,578

56,010,665

23,774,206

25,534,275

6,601,756

43,132,197

114,301,719

8,637,698

14,781,773

1,834,511

4,636,688

26,330,016

58,081,032

25,106,734

25,410,015

6,623,671

44,790,783

118,019,424

8,695,204

14,789,412

1,870,751

4,731,975

27,702,952

60,229,131

26,520,272

25,105,153

6,459,218

46,729,796

122,414,122

8,759,586

15,168,920

1,908,173

4,858,513

29,261,012

62,457,918

28,020,306

25,624,965

6,323,013

48,843,081

126,121,089

8,038,897

15,630,004

1,946,815

4,919,370

30,815,539

64,770,463

29,612,743

25,671,939

6,106,525

50,954,305

128,829,745

6,227,532

15,963,019

1,986,720

4,981,240

32,501,279

67,169,956

31,303,945

26,354,436

5,759,944

53,157,290

133,539,976

6,297,883

16,378,335

2,027,927

5,044,140

34,131,984

69,659,707

32,869,143

25,894,718

5,396,811

55,455,031

138,390,124

6,370,345

16,869,551

2,041,920

5,108,085

35,757,068

72,243,155

32,869,143

25,661,173

5,056,153

57,852,655

142,975,652

6,444,980

17,231,637

2,044,259

5,108,085

37,319,978

74,826,713

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO BUDGETED INCOME STATEMENT BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

appendix 2.

Long Term Financial Plan

Capital Purposes

Net Operating Result before Grants and Contributions provided for

(9,993,599)

3,165,829

Net Profit/(Loss) from Discontinued Operations

Net Operating Result for the Year

Discontinued Operations Profit/(Loss)

3,165,829

Operating Result from Continuing Operations

Joint Ventures & Associated Entities

106,747,129

Net Losses from the Disposal of Assets

Total Expenses from Continuing Operations

13,335,429

Interest & Investment Losses

Other Expenses

(5,689,577)

4,392,436

106,871,625

13,720,316

(7,545,277)

1,092,422

113,209,298

14,166,864

(7,212,769)

1,482,435

116,536,989

14,605,786

(6,325,325)

2,434,260

119,979,862

15,165,422

(6,470,757)

1,568,140

124,552,948

15,741,583

(6,129,778)

97,754

128,731,991

16,386,480

(6,399,276)

(101,393)

133,641,369

17,065,754

(5,315,206)

1,055,139

137,334,985

17,719,283

(3,324,165)

3,120,816

139,854,836

18,415,713

appendix 2.

39,496,185

1,836,000

4,405,000

1,423,435,785

1,462,931,970

Investments Accounted for using the equity method

Investment Property

Total NonCurrent Assets

TOTAL ASSETS

1,384,370,528

662,000

Receivables

Infrastructure, Property, Plant & Equipment

32,162,256

Investments

Non-Current Assets

Total Current Assets

200,000

3,131,176

Inventories

Non-current assets classified as "held for sale"

12,467,858

Receivables

305,008

17,139,537

Investments

Other

6,252,606

Cash & Cash Equivalents

Current Assets

ASSETS

1,476,739,867

1,441,142,129

4,405,000

1,836,000

1,402,076,872

662,000

32,162,256

35,597,738

200,000

279,425

2,751,753

12,412,283

17,139,537

2,814,740

1,477,695,050

1,441,632,796

4,405,000

1,836,000

1,402,773,307

662,000

31,956,489

36,062,254

200,000

287,429

2,815,249

12,759,432

17,070,948

2,929,196

1,476,325,968

1,439,317,649

4,405,000

1,836,000

1,401,080,638

662,000

31,334,011

37,008,319

200,000

287,749

2,821,548

13,159,111

16,863,456

3,676,455

1,477,015,668

1,445,487,805

4,405,000

1,836,000

1,413,830,298

662,000

24,754,506

31,527,863

200,000

288,011

2,809,598

13,559,966

14,670,287

1,474,595,099

1,439,403,981

4,405,000

1,836,000

1,407,746,475

662,000

24,754,506

35,191,118

200,000

295,712

2,865,180

13,936,674

14,670,287

3,223,264

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - BALANCE SHEET FORECASTS BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

1,468,932,378

1,434,452,191

4,405,000

1,836,000

1,402,794,685

662,000

24,754,506

34,480,187

200,000

299,558

2,883,734

14,099,960

14,670,287

2,326,647

BUDGET 2019/20

1,462,453,331

1,425,529,703

4,405,000

1,836,000

1,393,872,197

662,000

24,754,506

36,923,627

200,000

309,626

2,952,405

14,584,159

14,670,287

4,207,150

BUDGET 2020/21

1,456,369,350

1,408,811,885

4,405,000

1,836,000

1,377,154,379

662,000

24,754,506

47,557,465

200,000

308,454

2,934,072

15,163,563

14,670,287

14,281,089

BUDGET 2021/22

1,452,379,932

1,393,098,725

4,405,000

1,836,000

1,361,441,219

662,000

24,754,506

59,281,207

200,000

310,061

2,931,191

15,706,330

14,670,287

25,463,338

BUDGET 2022/23

appendix 3.

Long Term Financial Plan

38,853,805

Total Current Liabilities

1,328,068,695

Minority Equity Interest

Total Equity

1,328,068,695

551,820,000

Revaluation Reserves

Council Equity Interest

776,248,695

Retained Earnings

EQUITY

1,328,068,695

Net Assets

96,009,470

Total NonCurrent Liabilities

134,863,275

10,653,033

Provisions

TOTAL LIABILITIES

85,356,437

Borrowings

Non-Current Liabilities

14,326,967

Provisions

535,621

23,991,217

Payables

Borrowings

Bank Overdraft

Current Liabilities

LIABILITIES

1,332,461,131

551,820,000

780,641,131

1,332,461,131

144,278,735

103,957,013

10,653,033

93,303,980

40,321,722

14,326,967

575,579

25,419,177

1,333,553,553

551,820,000

781,733,553

1,333,553,553

144,141,497

104,220,502

10,653,033

93,567,469

39,920,995

14,326,967

618,517

24,975,512

1,335,035,988

551,820,000

783,215,988

1,335,035,988

141,289,980

101,814,992

10,653,033

91,161,959

39,474,988

14,326,967

664,659

24,483,362

1,337,470,248

551,820,000

785,650,248

1,337,470,248

139,545,420

99,930,717

10,653,033

89,277,683

39,614,703

14,326,967

714,243

24,536,150

37,344

1,339,038,388

551,820,000

787,218,388

1,339,038,388

135,556,711

92,707,483

10,653,033

82,054,449

42,849,228

14,326,967

4,885,717

23,636,544

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - BALANCE SHEET FORECASTS BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

1,339,136,143

551,820,000

787,316,143

1,339,136,143

129,796,235

87,475,184

10,653,033

76,822,150

42,321,051

14,326,967

5,232,299

22,761,786

BUDGET 2019/20

1,339,034,750

551,820,000

787,214,750

1,339,034,750

123,418,581

81,881,862

10,653,033

71,228,829

41,536,719

14,326,967

5,593,322

21,616,431

BUDGET 2020/21

1,340,089,889

551,820,000

788,269,889

1,340,089,889

116,279,461

75,999,628

10,653,033

65,346,595

40,279,833

14,326,967

5,882,234

20,070,633

BUDGET 2021/22

1,343,210,704

551,820,000

791,390,704

1,343,210,704

109,169,228

69,786,880

10,653,033

59,133,846

39,382,348

14,326,967

6,212,749

18,842,633

BUDGET 2022/23

appendix 3.

1,570,010

Borrowing Costs

29,617,632

(13,335,429)

29,176,180

(13,720,316)

(2,543,322)

(24,815,629)

(41,044,198)

1,704,911

24,825,461

4,526,261

24,527,578

56,010,665

Cash Flows from Investing Activities

Net Cash provided (or used in) Operating Activities

Other

(28,878,553)

Materials & Contracts

Bonds & Deposits Refunded

(39,221,991)

1,405,646

28,006,909

Employee Benefits & OnCosts

Payments:

Other

Grants & Contributions

4,249,949

22,648,395

User Charges & Fees

Interest & Investment Revenue Received

54,015,182

Rates & Annual Charges

Receipts:

Cash Flows from Operating Activities

24,799,006

(14,166,864)

(6,358,912)

(25,504,692)

(43,132,197)

1,768,474

23,473,751

4,603,586

26,330,016

58,081,032

25,764,110

(14,605,786)

(7,102,982)

(25,381,226)

(44,790,783)

1,794,441

23,477,850

4,709,457

27,702,952

60,229,131

28,302,658

(15,165,422)

(6,781,365)

(25,064,343)

(46,729,796)

1,822,651

23,899,948

4,891,002

29,261,012

62,457,918

28,625,741

(15,741,583)

(6,966,605)

(25,585,899)

(48,843,081)

1,871,830

23,737,131

4,862,999

30,815,539

64,770,463

28,460,059

(16,386,480)

(7,240,393)

(25,626,333)

(50,954,305)

1,925,179

22,368,227

5,014,417

32,501,279

67,169,956

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CASHFLOW STATEMENT FORECASTS BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

29,584,378

(17,065,754)

(6,973,472)

(26,307,730)

(53,157,290)

1,935,968

22,644,990

5,030,202

34,131,984

69,659,707

BUDGET 2020/21

32,128,775

(17,719,283)

(6,692,799)

(25,848,636)

(55,455,031)

1,983,977

23,203,913

4,977,332

35,757,068

72,243,155

BUDGET 2021/22

34,172,825

(18,415,713)

(6,413,483)

(25,610,974)

(57,852,655)

2,003,747

23,647,804

4,965,058

37,319,978

74,826,713

BUDGET 2022/23

appendix 4.

Long Term Financial Plan

(49,112,468)

Net Cash provided (or used in) Investing Activities

Repayment of Borrowings & Advances

Payments:

Proceeds from Borrowings & Advances

Receipts:

(1,939,716)

21,533,895

(40,601,547)

(42,269,097)

1,667,550

(2,564,504)

10,552,005

Cash Flows from Financing Activities

(50,741,348)

1,628,880

Purchase of Infrastructure, Property, Plant & Equipment

Payments:

Sale of Infrastructure, Property, Plant & Equipment

Sale of Investment Securities

Receipts:

(3,526,906)

3,833,333

(24,990,977)

(26,833,283)

1,567,950

274,356

(3,792,701)

1,433,333

(22,657,483)

(24,436,744)

949,290

829,971

(4,097,225)

2,262,533

(30,181,766)

(39,490,719)

536,280

8,772,673

(4,491,593)

1,439,833

(22,313,372)

(23,008,922)

695,550

(4,885,717)

(24,470,959)

(24,980,875)

509,916

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CASHFLOW STATEMENT FORECASTS BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 -

(5,232,299)

(22,471,577)

(23,516,577)

1,045,000

BUDGET 2020/21 -

(5,593,322)

(16,461,514)

(17,506,514)

1,045,000

BUDGET 2021/22

(5,882,234)

(17,108,342)

(18,153,342)

1,045,000

BUDGET 2022/23

appendix 4.

6,252,606

Cash & Cash Equivalents - end of the year

49,301,794

6,153,262

plus: Cash, Cash Equivalents & Investments - beginning of year

Investments - end of the year

99,344

19,594,179

Net Increase/ (Decrease) in Cash & Cash Equivalents

Net Cash Flow provided (used in) Financing Activities

49,301,794

2,814,740

6,252,606

(3,437,866)

7,987,501

49,027,437

2,929,196

2,814,740

114,456

306,427

48,197,467

3,676,455

2,929,196

747,259

(2,359,368)

39,424,794

(37,344)

3,676,455

(3,713,799)

(1,834,692)

39,424,794

3,223,264

(37,344)

3,260,609

(3,051,760)

39,424,794

2,326,647

3,223,264

(896,617)

(4,885,717)

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CASHFLOW STATEMENT FORECASTS BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

39,424,794

4,207,150

2,326,647

1,880,502

(5,232,299)

BUDGET 2020/21

39,424,794

14,281,089

4,207,150

10,073,939

(5,593,322)

BUDGET 2021/22

39,424,794

25,463,338

14,281,089

11,182,249

(5,882,234)

BUDGET 2022/23

appendix 4.

Long Term Financial Plan

61,708,070

52,116,533

55,554,400

(48,688,144)

39,096,607

52,116,533

53,210,351

(32,961,159)

- Internal Restricitons

- Unrestricted

35,305,208

55,554,400

- External Restrictions

Representing:

Cash, Cash Equivalents & Investments - end of the year

51,956,633

53,589,760

(50,121,918)

48,488,791

51,956,633

51,873,922

32,002,886

(49,291,049)

69,162,085

51,873,922

39,387,450

(15,070,964)

(53,685,833)

108,144,247

39,387,450

42,648,058

(129,265,810)

(50,163,531)

222,077,399

42,648,058

41,751,441

(402,523,168)

(50,457,378)

494,731,987

41,751,441

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CASHFLOW STATEMENT FORECASTS BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

43,631,943

(1,055,749,821)

(47,627,831)

1,147,009,596

43,631,943

BUDGET 2020/21

53,705,883

(2,625,305,838)

(36,533,328)

2,715,545,050

53,705,883

BUDGET 2021/22

64,888,132

(6,406,405,381)

(24,245,737)

6,495,539,250

64,888,132

BUDGET 2022/23

appendix 4.

48.97%

6.01%

2.87:1

49.14%

54,015

109,913

Rates & Annual Charges

Revenue from Continuing Operations

95,386

Revenue from Continuing Operations excluding Capital Items & Specific Purpose Grants/ Contributions

Rates & Annual Charges Coverage Ratio

5,902

Debt Service Cost

27,177

Current Liabilities less Specific Purpose Liabilities ('000)

6.19%

32,121

Current Assets less all External Restrictions ('000)

Debt Service Ratio

1.18

Unrestricted Current Ratio

111,264

56,011

50.34%

99,780

7,455

7.47%

28,570

24,523

0.86

114,302

58,081

50.81%

104,218

10,129

9.72%

28,141

15,264

0.54

118,019

60,229

51.03%

107,878

10,416

9.66%

27,664

(5,224)

(0.19)

122,414

62,458

51.02%

112,171

10,556

9.41%

27,726

(62,748)

(2.26)

126,121

64,770

51.36%

116,553

10,815

9.28%

30,959

(173,641)

(5.61)

128,830

67,170

52.14%

121,041

10,992

9.08%

30,423

(446,056)

(14.66)

133,540

69,660

52.16%

125,640

10,992

8.75%

29,649

(1,094,727)

(36.92)

138,390

72,243

52.20%

130,370

10,990

8.43%

28,432

(2,651,149)

(93.25)

142,976

74,827

52.34%

134,845

10,938

8.11%

27,543

(6,417,683)

(233.00)

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - SUSTAINABILITY INDICATORS FINANCIAL BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET STATEMENTS 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2011/12

appendix 5.

Long Term Financial Plan

4,111

19,909

Depreciation, Amortisation & Impairment (Building & Infrastructure Assets)

Estimated Unrestricted Working Funds - $'000

16,961

Asset Renewals (Buildings & Infrastructure)

53,616

Rates, Annual & Extra Charges Collectible

85%

7,173

Rates, Annual & Extra Charges Outstanding

Building & Infrastructure Renewals Ratio

13.38%

Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage

(xx) denotes a negative working funds balance

4,111

98.45%

5.65%

3,173

20,904

21,390

102%

55,606

7,428

13.36%

144

21,950

21,293

97%

57,629

7,691

13.35%

(3,082)

23,047

21,928

95%

59,727

7,965

13.34%

(6,087)

24,200

31,252

129%

61,903

8,248

13.32%

(9,355)

25,409

21,428

84%

64,160

8,542

13.31%

(13,355)

26,680

16,379

61%

66,500

8,846

13.30%

(17,301)

28,014

16,827

60%

68,927

9,162

13.29%

(21,255)

29,415

17,055

58%

71,445

9,488

13.28%

(25,828)

30,885

17,739

57%

74,050

9,827

13.27%

appendix 5.

(26,224,727)

(20,329,692)

1,442,296

(259,791)

(484,648)

(3,933,341)

(239,203)

(2,474,027)

(9,137,815)

1,042,296

(137,953)

(459,573)

(3,985,079)

(239,203)

(3,541,293)

(8,381,278)

(14,344,007) (15,086,530) (15,702,083)

1,842,296

(259,791)

(381,020)

(3,133,176)

(239,203)

(1,830,414)

(10,342,698)

(2,533,324)

642,296

(137,953)

(899,639)

1,784,973

(239,203)

(4,881,536)

1,197,739

* Unexpended Grants are also classified as externally restricted funds - however these are not shown in this table

TOTAL

951,419

(977,589)

S64 Developer Contributions (Stormwater)

(148,690)

(449,791)

(1,070,596)

S94A Developer Contributions

(3,550,378)

(664,791)

(3,009,590)

S94 Developer Contributions

(239,203)

(5,114,916)

(11,778,133)

S94 (Old Plan 1993-2004) Developer Contributions

(239,203)

(5,438,727)

(14,824,231)

Stormwater Levy Reserve

Solid Waste Reserve

Sewer Reserve

(5,213,764)

242,296

(137,953)

(1,339,705)

1,585,021

(239,203)

(6,178,717)

854,498

(3,320,817)

(157,704)

(137,953)

(1,479,771)

3,419,698

(239,203)

(3,681,460)

(1,044,423)

(9,356,903)

(557,704)

(137,953)

(1,748,233)

1,544,005

(239,203)

(5,022,934)

(3,194,879)

(16,522,861)

(957,704)

(137,953)

(2,188,299)

(327,585)

(239,203)

(6,989,442)

(5,682,674)

(24,195,193)

(1,357,704)

(137,953)

(2,628,365)

(2,194,895)

(239,203)

(9,264,298)

(8,372,774)

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - BUDGETED EXTERNAL RESTRICTIONS BALANCE ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET RESERVE NAME OPENING 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 BALANCE 12/13

appendix 6.

Long Term Financial Plan

(2,872,815)

(103,852)

Employee Leave Entitlements Gen Fund Reserve

Office Equipment / Council Offices Reserve

(48,490)

(39,378)

(385,638)

Art Gallery Reserve

Museum Acquisitions Reserve

Gravel Pit Restoration Reserve

Council Election Reserve

Plant Replacement Reserve

(150,602)

(1,498,404)

(54,308)

(13,390)

Senior Citizens Centre Reserve

Industrial Land Development Reserve

(298,877)

Family Day Care Reserve

(43,647)

(4,508,867)

Livestock Marketing Centre Reserve

Information Services / E-Business Reserve

(310,194)

Airport Reserve

(218,460)

(1,343,613)

(385,638)

(39,378)

(51,990)

(15,390)

(305,909)

(43,647)

(103,852)

(2,872,815)

(4,839,223)

(361,036)

(286,318)

(1,055,787)

(385,638)

(39,378)

(55,490)

(17,390)

(343,389)

(43,647)

(103,852)

(2,872,815)

(5,304,026)

445,273

(354,176)

(824,564)

(385,638)

(39,378)

(58,990)

(19,390)

(394,816)

(43,647)

(103,852)

(2,872,815)

(5,608,768)

(474,353)

(112,034)

(1,202,007)

(385,638)

(39,378)

(62,490)

(21,390)

(458,618)

(43,647)

(103,852)

(2,872,815)

(6,173,543)

(1,579,628)

(179,892)

(2,694,918)

(385,638)

(39,378)

(65,990)

(23,390)

(533,156)

(43,647)

(103,852)

(2,872,815)

(6,783,313)

(2,275,933)

(247,750)

(3,974,922)

(385,638)

(39,378)

(69,490)

(25,390)

(616,715)

(43,647)

(103,852)

(2,872,815)

(7,438,133)

(4,571,908)

(315,608)

(5,854,039)

(385,638)

(39,378)

(72,990)

(27,390)

(707,501)

(43,647)

(103,852)

(2,872,815)

(8,127,726)

(7,152,386)

(73,466)

(8,007,493)

(385,638)

(39,378)

(76,490)

(29,390)

(803,641)

(43,647)

(103,852)

(2,872,815)

(8,821,918)

(4,564,244)

(141,324)

(10,342,370)

(385,638)

(39,378)

(79,990)

(31,390)

(903,175)

(43,647)

(103,852)

(2,872,815)

(9,490,956)

(9,082,630)

(209,182)

(12,867,439)

(385,638)

(39,378)

(83,490)

(33,390)

(981,387)

(43,647)

(103,852)

(2,872,815)

(10,064,707)

(14,530,039)

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - BUDGETED INTERNAL RESTRICTIONS BALANCE RESERVE ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET NAME OPENING 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 BALANCE 12/13

appendix 7.

(2,364,196)

(300,997)

(307,816)

(50,000)

(6,157)

Internal Loans Reserve

Infrastructure Replacement Reserve

Lake Albert Improvements Reserve

LEP Preparation Reserve

State Emergency Services Reserve

(499,047)

(11,607)

Robertson Oval Redevelopment Reserve

Public Art Reserve

(79,355)

Gurwood Street Property Reserve

(122,538)

Kerb & Gutter Reserve

(196,352)

(41,692)

Storm Damage Reserve

Stormwater Drainage Reserve

(82,891)

Silverlite Reserve

(687,937)

(100,000)

Civic Theatre Infrastructure Reserve

Oasis Plant Reserve

(178,519)

Estella Community Centre Reserve

(519,175)

(11,607)

(79,355)

(64,200)

(122,538)

(41,692)

(82,891)

(865,468)

(6,157)

(45,000)

(307,816)

(629,511)

(3,706,195)

(150,000)

(178,519)

(698,597)

(11,607)

(19,355)

(64,200)

(122,538)

(41,692)

(82,891)

(975,468)

(6,157)

(40,000)

(357,816)

(958,025)

(5,273,157)

(200,000)

(178,519)

(807,014)

(11,607)

(19,355)

(64,200)

(122,538)

(41,692)

(82,891)

(1,085,468)

(6,157)

(35,000)

(407,816)

(1,286,539)

(6,261,311)

(250,000)

(178,519)

(897,436)

(11,607)

(19,355)

(64,200)

(122,538)

(41,692)

(82,891)

(1,195,468)

(6,157)

(30,000)

(457,816)

(1,615,053)

(6,942,453)

(300,000)

(0)

(1,010,434)

(11,607)

(19,355)

(64,200)

(122,538)

(41,692)

(82,891)

(1,305,468)

(6,157)

(25,000)

(507,816)

(1,943,567)

(7,218,350)

(350,000)

(0)

(1,110,813)

(11,607)

(19,355)

(64,200)

(122,538)

(41,692)

(82,891)

(1,415,468)

(6,157)

(20,000)

(557,816)

(2,072,081)

(7,494,248)

(400,000)

(0)

(1,246,956)

(11,607)

(19,355)

(64,200)

(122,538)

(41,692)

(82,891)

(1,525,468)

(6,157)

(15,000)

(607,816)

(2,400,595)

(7,770,146)

(450,000)

(0)

(1,402,153)

(11,607)

(19,355)

(64,200)

(122,538)

(41,692)

(82,891)

(1,635,468)

(6,157)

(10,000)

(657,816)

(2,729,109)

(8,046,043)

(500,000)

(0)

(1,496,618)

(11,607)

(19,355)

(64,200)

(122,538)

(41,692)

(82,891)

(1,745,468)

(6,157)

(5,000)

(707,816)

(3,057,623)

(8,214,064)

(550,000)

(0)

(1,599,740)

(11,607)

(19,355)

(64,200)

(122,538)

(41,692)

(82,891)

(1,855,468)

(6,157)

(757,816)

(3,400,109)

(8,361,348)

(600,000)

(0)

appendix 7.

Long Term Financial Plan

(17,078,165)

Oasis Building Renewal Reserve

TOTAL

Civic Theatre Operating Reserve

(30,000)

(536,037)

CBD Carparking Facilities Reserve

Street Lighting Replacement Reserve

(226,667)

Bridge Replacement Reserve

(12,500)

(200,541)

Riverside (old Beach) Reserve

Economic Development Incentives Reserve

(686,103)

(18,750)

Sister Cities Reserve

Project Revotes

(10,000)

Glenfield Community Centre Reserve

(19,368,873)

(50,000)

(100,000)

(60,000)

(12,500)

(825,237)

(226,667)

(200,541)

(462,103)

(28,750)

(12,000)

(21,205,693)

(100,000)

25,230

(90,000)

(12,500)

(1,114,437)

(226,667)

(200,541)

(341,548)

(38,750)

(14,000)

(23,450)

(174,770)

(150,000)

(12,500)

(1,692,837)

(326,667)

(200,541)

(341,548)

(58,750)

(18,000)

(73,450)

(274,770)

(180,000)

(12,500)

(1,982,037)

(123,667)

(200,541)

(341,548)

(68,750)

(20,000)

(24,313,908) (27,840,769) (31,988,262)

(29,000)

(74,770)

(120,000)

(12,500)

(1,403,637)

(226,667)

(200,541)

(341,548)

(48,750)

(16,000)

(66,150)

(171,770)

(240,000)

(12,500)

(2,560,437)

282,333

(200,541)

(341,548)

(88,750)

(24,000)

(116,150)

(271,770)

(270,000)

(12,500)

(2,849,637)

182,333

(200,541)

(341,548)

(98,750)

(26,000)

(37,286,968) (43,490,755) (45,155,564)

(46,450)

(374,770)

(210,000)

(12,500)

(2,271,237)

79,333

(200,541)

(341,548)

(78,750)

(22,000)

(54,227,957)

(166,150)

(371,770)

(300,000)

(12,500)

(3,138,837)

82,333

(200,541)

(341,548)

(108,750)

(28,000)

(64,193,749)

(105,050)

(471,770)

(330,000)

(12,500)

(3,428,037)

(17,667)

(200,541)

(341,548)

(118,750)

(30,000)

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - BUDGETED INTERNAL RESTRICTIONS BALANCE ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET RESERVE NAME OPENING 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 BALANCE 12/13

appendix 7.

City Levee Project - 20yrs

2013/14

New Amenities Building - Duke Kent Oval

Implement Animal Shelter Expansion

Equestrian Audit Recommendations

2013/14

Implement Tarcutta Street Gasworks Remediation

2013/14

General Fund Capital Projects

60,443 3,393,548

Interest

Bal Outstanding

1,750 98,253

Interest

Bal Outstanding

1,325,572

Bal Outstanding

Principal

6,989

648,468

Bal Outstanding

400,000

11,550

Interest

Principal 11,532

23,333

Interest

660,000

7,761

Principal

1,333,333

1,747

Principal

100,000

60,347

Principal

3,453,895

29,200

600,288

44,146

48,180

1,293,145

91,951

32,427

90,953

6,689

7,300

3,141,414

231,026

252,134

31,298

548,646

40,684

51,642

1,258,387

89,621

34,757

83,128

6,164

7,825

2,871,162

212,907

270,252

33,547

493,293

36,973

55,353

1,221,132

87,123

37,255

74,741

5,602

8,387

2,581,489

193,487

289,672

35,958

433,963

32,996

59,331

1,181,200

84,446

39,932

65,752

4,999

8,990

2,271,001

172,672

310,488

38,542

370,368

28,732

63,594

1,138,399

81,577

42,802

56,116

4,353

9,635

1,938,202

150,360

332,799

41,311

302,204

24,162

68,164

1,092,521

78,501

45,877

45,789

3,661

10,328

1,581,488

126,446

356,714

44,280

229,142

19,264

73,062

1,043,348

75,204

49,174

34,719

2,919

11,070

1,199,141

100,813

382,347

47,462

150,830

14,014

78,312

990,640

71,671

52,708

22,853

2,123

11,866

789,319

73,338

409,822

50,873

66,890

8,387

83,940

934,145

67,883

56,495

10,135

1,271

12,718

350,047

43,888

439,272

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - FORECAST EXTERNAL BORROWINGS BORROWING CAPITAL FORECAST BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET YEAR PROJECT LOAN 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 AMOUNT

appendix 8.

Long Term Financial Plan

Bolton Park/PCYC Stadium Facilities

City Levee Project

Bolton Park/PCYC Stadium Facilities

Riverina Intermodal Freight & Logistics Terminal

2013/14

2014/15

393,011

Bal Outstanding

26,250 1,473,792

Interest

Bal Outstanding

23,333 1,325,572

Interest

Bal Outstanding

122,741 6,891,237

Interest

Bal Outstanding

155,535 467,600 26,564,465

Principal

Interest

Bal Outstanding

26,720,000

122,545

Principal

7,013,782

7,761

1,364,292

100,333

109,500

363,811

26,755

Principal

1,333,333

26,208

Principal

1,500,000

7,000

Interest

25,914,624

1,842,701

649,840

6,379,231

469,141

512,006

1,293,145

91,951

32,427

1,246,923

92,464

117,368

332,513

24,657

25,218,087

1,796,004

696,537

5,830,433

432,348

548,798

1,258,387

89,621

34,757

1,121,121

84,030

125,802

298,966

22,408

24,471,498

1,745,951

746,590

5,242,199

392,912

588,234

1,221,132

87,123

37,255

986,278

74,990

134,843

263,008

19,997

23,671,259

1,692,302

800,239

4,611,695

350,642

630,504

1,181,200

84,446

39,932

841,746

65,300

144,532

224,466

17,413

22,813,515

1,634,798

857,743

3,935,883

305,335

675,811

1,138,399

81,577

42,802

686,828

54,914

154,918

183,154

14,644

21,894,136

1,573,161

919,380

3,211,508

256,772

724,375

1,092,521

78,501

45,877

520,778

43,782

166,050

138,874

11,675

20,908,690

1,507,095

985,446

2,435,081

204,719

776,427

1,043,348

75,204

49,174

342,795

31,850

177,983

91,412

8,493

19,852,431

1,436,282

1,056,259

1,602,860

148,926

832,221

990,640

71,671

52,708

152,023

19,060

190,772

40,539

5,083

appendix 8.

Construct Estella Community Centre

City Levee Project

2016/17

2017/18

Lawn Cemetery Master Plan Stage 2A Works

City Levee Project

2016/17

2017/18

City Levee Project

2015/16

23,333 1,325,572

Interest

Bal Outstanding

23,333 1,325,572

Interest

Bal Outstanding

1,750 98,253

Interest

Bal Outstanding

14,697 834,944

Interest

Bal Outstanding

16,235 16,261 912,965

Principal

Interest

Bal Outstanding

929,200

4,889

90,953

6,689

7,300

1,293,145

91,951

32,427

1,258,387

89,621

34,757

Principal

839,833

1,747

Principal

100,000

7,761

1,293,145

91,951

32,427

Principal

1,333,333

7,761

Principal

1,333,333

845,133

62,153

67,832

814,519

57,918

20,425

83,128

6,164

7,825

1,258,387

89,621

34,757

1,221,132

87,123

37,255

772,428

57,278

72,706

792,627

56,450

21,893

74,741

5,602

8,387

1,221,132

87,123

37,255

1,181,200

84,446

39,932

694,497

52,054

77,930

769,161

54,877

23,466

65,752

4,999

8,990

1,181,200

84,446

39,932

1,138,399

81,577

42,802

610,967

46,454

83,530

744,008

53,191

25,152

56,116

4,353

9,635

1,138,399

81,577

42,802

1,092,521

78,501

45,877

521,434

40,451

89,533

717,049

51,383

26,960

45,789

3,661

10,328

1,092,521

78,501

45,877

1,043,348

75,204

49,174

appendix 8.

Long Term Financial Plan

Jubilee Park Synthetic Hockey Fields Replace

- Airport Airside Facilities Relocation

- Upgrade Taxiway A to accom code C

2014/15

Airport Masterplan Projects

TOTAL GENERAL FUND DEBT SERVICING - FORECAST LOANS

2018/19

1,715,178

1,872,045

2,057,228

130,326 7,332,644

Interest

Bal Outstanding

7,070 396,941

Interest

Bal Outstanding

31,450 31,500 1,768,550

Principal

Interest

Bal Outstanding

1,800,000

7,059

41,635,176

1,114,574

Principal

404,000

114,584

Principal

1,637,150

120,399

131,400

367,449

27,023

29,492

41,253,331

2,893,624

1,496,308

110,957

140,842

335,838

24,904

31,611

40,814,619

2,864,632

1,345,345

100,836

150,963

301,955

22,632

33,883

40,526,425

2,835,306

1,183,534

89,988

161,811

265,638

20,197

36,318

38,845,268

2,788,606

2,281,156

589,517

Bal Outstanding

764,583

10,500

Interest

46,810,210

10,483

Principal

600,000

1,010,095

78,360

173,439

226,710

17,588

38,927

36,367,627

2,655,071

2,477,641

545,717

40,133

43,800

824,194

65,897

185,902

184,986

14,790

41,725

33,711,944

2,477,030

2,655,682

498,769

36,986

46,947

624,933

52,539

199,260

140,263

11,792

44,723

30,865,427

2,286,195

2,846,517

448,448

33,612

50,321

411,354

38,220

213,579

92,326

8,578

47,937

27,814,362

2,081,647

3,051,065

394,511

29,996

53,937

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - FORECAST EXTERNAL BORROWINGS FORECAST BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BORROWING CAPITAL YEAR PROJECT LOAN 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 AMOUNT

appendix 8.

- Upgrade Taxiway A to accom code C

CONSOLIDATED DEBT SERVICING FORECAST LOANS

TOTAL AIRPORT DEBT SERVICING FORECAST LOANS

2015/16

0 0

Interest

Bal Outstanding

114,584 130,326 7,332,644

Principal

Interest

Bal Outstanding

51,514,210

Principal

43,800,668

1,153,144

803,092

2,165,492

38,570

45,714,251

3,084,796

1,919,750

4,460,919

191,172

204,572

2,456,320

Bal Outstanding

38,508

43,750

Interest

4,704,000

43,680

Principal

2,500,000

44,920,585

3,167,713

2,226,999

4,105,966

303,082

354,953

2,273,820

167,221

182,500

44,251,931

3,112,881

2,437,688

3,725,506

277,575

380,460

2,078,206

154,107

195,614

42,162,975

3,038,842

2,688,956

3,317,707

250,235

407,799

1,868,535

140,050

209,671

39,248,230

2,876,002

2,914,745

2,880,603

220,931

437,103

1,643,797

124,983

224,738

36,124,034

2,666,551

3,124,196

2,412,090

189,522

468,513

1,402,910

108,834

240,887

32,775,337

2,442,050

3,348,697

1,909,910

155,855

502,180

1,144,714

91,524

258,197

29,186,005

2,201,416

3,589,332

1,371,643

119,768

538,266

867,963

72,970

276,751

appendix 8.

Long Term Financial Plan

appendix 9. LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CAPITAL WORKS PROGRAM - 2013/14 - 2022/23 TOTAL LONG TERM FINANCIAL PLAN CAPITAL WORKS PROGRAM

Ref

Project Description

Funding Source

Responsibility

1 - We are an engaged and involved community 1

City Entrances

S94 (Old Plan)*

Manager Executive Services

Undertake review of Developer Contribution Plans

S94*

Manager Finance

Upgrade of Backstage Equipment - Civic Civic Theatre Infrastructure Reserve Theatre

Manager Cultural and Community Services

Acquire pieces for the Australian Print Collection

GPR

Manager Cultural and Community Services

Acquire pieces for the National Art Glass Collection

GPR

Manager Cultural and Community Services

Airport Public Art Project - Stages 2 & 3

Public Art Reserve

Manager Cultural and Community Services

Digital Infrastructure & Mapping Public Art Project

Public Art Reserve

Manager Cultural and Community Services

Implement Riverside Master Plan landscaping recommendations

S94A

Project Manager - Riverside

Replace Plant and Equipment

Plant Replacement Reserve Manager Procurement Services $2,330,720 + Sale of Plant $998,880 (amounts adjusted slightly each future fin yr)

Underground Petroleum Storage System Replacement

Plant Replacement Reserve

Manager Procurement Services

Depot - Additional 3 sheds to western side

Plant Replacement Reserve

Manager Procurement Services

Total 1 - We are an engaged and involved community 2 - We are a safe and healthy community 12

Renew Parks Facilities (2013/14 - Apex Park Car Park)

GPR

Manager Parks and Recreation Services

Renew Recreational Facilities (Jubilee Pk Sign, Wilks Pk Shelter BBQ, Apex Pk Bollards)

2013/14 - GPR $113,605 + S94 $9,653, 2014/15 onwards - S94 $9,653 + GPR balance

Manager Parks and Recreation Services

Renew Street Trees in line with condition and life expectancy

GPR

Manager Parks and Recreation Services

Implement Animal Shelter Expansion Design + Construct

Borrowings (GPR - Future Years Loan Repayments)

Manager Enviro Sustain and Regulatory Services

Lawn Cemetery Master Plan Stage 2A Works

Borrowings (GPR - Future Years Loan Repayments)

Manager Parks and Recreation Services

Estella West and Gobbagombalin Playground

S94*

Manager Parks and Recreation Services

Explorer Park at Amundsen Street Embellishment and landscape works

S94*

Manager Parks and Recreation Services

Lineal Park (Promenade - Amundsen) Corridor Recreation Improvements

S94*

Manager Parks and Recreation Services

Oasis Carpet Replacement

Oasis Building Renewal Reserve

Manager Parks and Recreation Services

Oasis Pool Joint Replacement

Oasis Building Renewal Reserve

Manager Parks and Recreation Services

Indoor Multi Purpose Facilities

2013/14 - S94A $500,000 + $S94 $1,610,111; 2014/15 - Borrowings $8,184,000 + PCYC Contribution $1,830,000 (Sale of Land + Contribution) + Netball Contribution $250,000 - potential RDAF funding.

Manager Parks and Recreation Services

Oasis - Diving Board Replacements

Oasis Building Renewal Reserve

Manager Parks and Recreation Services

Long Term Financial Plan

appendix 9. 50,072,971

44,250,915

26,502,040

24,832,955

40,281,922

23,113,809

25,658,671

23,921,240

17,696,042

18,706,588

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 90,000

90,000 107,252

10,000

8,000

20,000

3,458,500

3,826,500

3,164,300

1,787,600

2,318,500

1,699,720

2,134,000

180,000 60,000 697,136

3,329,600

130,000 45,450 4,394,736

3,761,950

3,971,752

3,202,300

1,825,600

2,356,500

1,737,720

2,172,000

101,741

105,173

108,648

112,167

115,732

119,344

123,005

126,715

130,476

134,390

123,258

126,695

130,206

133,792

137,455

141,200

145,025

148,936

152,935

156,911

92,000

94,500

97,000

99,500

102,000

104,500

107,000

109,500

112,000

114,500

660,000 929,200 150,000 365,186 1,014,556

0 55,550 111,100

1,500,000

10,874,111

30,300

Long Term Financial Plan

appendix 9. LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CAPITAL WORKS PROGRAM - 2013/14 - 2022/23 TOTAL LONG TERM FINANCIAL PLAN CAPITAL WORKS PROGRAM

Ref

Project Description

Funding Source

Responsibility

Jubilee Park - Replace existing synthetic surfaces at the Jubilee Park Hockey Complex.

Hockey Association Contribution $200,000 + Infrastructure Reserve $200,000 + Borrowings $600,000

Manager Parks and Recreation Services

Crematorium Office Extension

GPR

Manager Parks and Recreation Services

Crematorium - Furnace Hot Face Reline

GPR

Manager Parks and Recreation Services

Oasis - Replace Wave Ball with New Recreational Facility

GPR

Manager Parks and Recreation Services

Buildings - Playsessions Venue - Renew Airconditioning

FDC Reserve

Manager Council Businesses

Total 2 - We are a safe and healthy community 3 - We have a growing economy 29

Airport - Design + Construct - Upgrade to Code C: Taxiways A, B, D, E

2013/14 - Airport Reserve, 2014/15 onwards - Borrowings (Airport Reserve - Future Years Loan Repayments)

Manager Council Businesses

Airport - Redevelop terminal - Internal Baggage Claim and Retail Section

Airport Reserve

Manager Council Businesses

Airport - Design - New 250 space Public Car Park

Airport Reserve

Manager Council Businesses

Airport - Design + Construct- Extend Western GA Apron, west and connect with Precinct 2A

Airport Reserve

Manager Council Businesses

Airport - Design + Construct - Extension of southern GA Apron for Code B light aircraft

Airport Reserve

Manager Council Businesses

LMC - Capital - RFID network renewal

LMC Reserve

Manager Council Businesses

LMC - Computer network upgrades

LMC Reserve

Manager Council Businesses

LMC - Resurface roadway east of sheep yards and west of cattle yards

LMC Reserve

Manager Council Businesses

LMC - Road overlays

LMC Reserve

Manager Council Businesses

Airport - Airside Faciltiies Relocation

Borrowings (Airport Reserve - Future Years Loan Repayments)

Manager Council Businesses

Riverina Intermodal Freight & Logistics Hub

Borrowings $16.92M (GPR - Future Years Loan Repayments) + Grant funds $6.8M

Bomen Business Park Project Manager

Visitor Information Centre Exterior Refurbishment

GPR

Manager Tourism

Total 3 - We have a growing economy 4 - We have a sustainable natural and built environment 41

Replace Emu Plains Bridge

Bridge Replacement Reserve

Manager Program Integration

Replace Graveyard Creek Bridge

Bridge Replacement Reserve

Manager Program Integration

Replace Tim Hedditch Bridge

GPR

Manager Program Integration

Design and Concept Sewer Scheme Oura

Sewer Reserve

Manager Waste and Stormwater Services

Sewer Reticulation Scheme - Oura

Sewer Reserve

Manager Waste and Stormwater Services

Sewer Reticulation Scheme Currawarna

Sewer Reserve

Manager Waste and Stormwater Services

Sewer Reticulation Scheme - Humula

Sewer Reserve

Manager Waste and Stormwater Services

Sewer Reticulation scheme - San Isidore

Sewer Reserve

Manager Waste and Stormwater Services

Long Term Financial Plan

appendix 9. 50,072,971

44,250,915

26,502,040

24,832,955

40,281,922

23,113,809

25,658,671

23,921,240

17,696,042

18,706,588

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 1,000,000 0

318,150 100,000

272,700 15,000 2,491,999

10,128,296

701,040

150,000

1,800,000

2,500,000

100,000

1,400,000

401,009

1,384,387

1,365,044

555,330

385,151

250,000

4,965,774

147,005

1,323,042

395,411

835,051

1,000,000

50,000 50,000 100,000 165,000 404,000 23,720,000 17,170 24,087,170

3,604,000

2,715,000

1,000,000

397,005

6,338,816

303,000

303,000 0

303,000

123,882 535,010 551,886 555,742 1,573,598

Long Term Financial Plan

appendix 9. LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CAPITAL WORKS PROGRAM - 2013/14 - 2022/23 TOTAL LONG TERM FINANCIAL PLAN CAPITAL WORKS PROGRAM

Ref

Project Description

Funding Source

Responsibility

Install Sewage Pumping Station Glenfield East

Sewer Reserve

Manager Waste and Stormwater Services

Install Sewage Pumping Station Glenfield West

Sewer Reserve

Manager Waste and Stormwater Services

Install Sewage Pumping Station Storage - Gracelands - SPS20

Sewer Reserve

Manager Waste and Stormwater Services

Install Sewage Pumping Station Ladysmith - SPS47

Sewer Reserve

Manager Waste and Stormwater Services

Install Sewage Pumping Station Lakehaven East - SPS25

Sewer Reserve

Manager Waste and Stormwater Services

Install Sewage Treatment Works Narrung Street

Sewer Reserve

Manager Waste and Stormwater Services

Renew Sewage Pumping Station - Smith Street - SPS21

Sewer Reserve

Manager Waste and Stormwater Services

Renew Sewage Treatment Works Tarcutta

Sewer Reserve

Manager Waste and Stormwater Services

Renew Sewage Treatment Works Uranquinty

Sewer Reserve

Manager Waste and Stormwater Services

Sewer - Pump Station - SPS15 Hammond Avenue - New Assets

Sewer Reserve

Manager Waste and Stormwater Services

Sewer - Operation Overload

Sewer Reserve

Manager Waste and Stormwater Services

Sewer - Pump Station - SPS03 Simmons Sewer Reserve Street - New Assets

Manager Waste and Stormwater Services

Sewer - Pump Station - SPS10 Wiradjuri - New Assets

Sewer Reserve

Manager Waste and Stormwater Services

Sewer - Pump Station - SPS34 Tarcutta - New Assets

Sewer Reserve

Manager Waste and Stormwater Services

Sewer - Pump Station - SPS52 Henry Street - New Assets

Sewer Reserve

Manager Waste and Stormwater Services

Sewer - Pump Station - SPS53 William Street - New Assets

Sewer Reserve

Manager Waste and Stormwater Services

Sewer - Pump Station - SPS54 Marah Street - New Assets

Sewer Reserve

Manager Waste and Stormwater Services

Sewer - SPS04 Bolton Park - New Assets

Sewer Reserve

Manager Waste and Stormwater Services

SPS 08 Boorooma - Increase Pump Capacity

Sewer Reserve

Manager Waste and Stormwater Services

SPS 08 Boorooma - Emergency/Wet Weather Detention STG

Sewer Reserve

Manager Waste and Stormwater Services

SPS08 Boorooma Growth Storage Upgrade

Sewer Reserve

Manager Waste and Stormwater Services

SPS22 Elizabeth St Emergency/Wet Weather Det. Stg

Sewer Reserve

Manager Waste and Stormwater Services

SPS22 Elizabeth Street New SPS Structural

Sewer Reserve

Manager Waste and Stormwater Services

SPS 22 Elizabeth St - New SPS Mech/ Elec

Sewer Reserve

Manager Waste and Stormwater Services

SPS 22 Elizabeth St - New 360mm Rising Main

Sewer Reserve

Manager Waste and Stormwater Services

Duplicate Stormwater Drainage - 1050 Stormwater DSP $262,825 + Civil Copland St to proposed pumping station Projects $26,755 - Wagga East DSP Area

Long Term Financial Plan

Manager Waste and Stormwater Services

appendix 9. 50,072,971

44,250,915

26,502,040

24,832,955

40,281,922

23,113,809

25,658,671

23,921,240

17,696,042

18,706,588

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 1,185,593 87,400 116,301 42,291 169,165 9,635,638 35,401 25,344 28,742 2,185

847,389 163,875 32,775 76,475 43,700 2,185 34,960 29,497 436,999

76,689 255,631 371,648 115,034 249,197 216,240 522,182 289,580

Long Term Financial Plan

appendix 9. LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CAPITAL WORKS PROGRAM - 2013/14 - 2022/23 TOTAL LONG TERM FINANCIAL PLAN CAPITAL WORKS PROGRAM

Ref

Project Description

Funding Source

Responsibility

Copland St Industrial Land - Pump Station for Drainage Purposes

S94 (Old Plan)*

Manager Waste and Stormwater Services

Extend Drainage Trickle flow - Plumpton Rd to 200 m north of Stringy Bark Creek Culvert - Wagga East DSP Area

Stormwater DSP $159,000 + Drainage Reserve $17,832

Manager Waste and Stormwater Services

Extend Drainage Trickle flow - west of Elizabeth Avenue Forest Hill

Stormwater DSP $144,000 + Drainage Reserve $98,513

Manager Waste and Stormwater Services

Implement Road and Drainage Works Hammond Avenue - Industrial Areas

S94A*

Manager Waste and Stormwater Services

Implement Stormwater Drainage Bomen - Trickle flow east of Hereford Street under Railway Line to Byrnes Road

Stormwater DSP $496,258 + GPR $40,000

Manager Waste and Stormwater Services

Implement Stormwater Drainage Fernleigh Road Trickle flow from culvert north west of Rules Club to detention basins - Wagga West DSP Area

Stormwater DSP $357,306 + GPR $28,800

Manager Waste and Stormwater Services

Implement Stormwater Drainage - New Estella western and southern subdivision piped drainage Pine Gully Road /Old Narrandera Road to Olympic Highway

Stormwater DSP $709,357 + Civil Projects $65,000

Manager Waste and Stormwater Services

Implement Stormwater Drainage Tarcoola Road - Wagga East DSP Area

Stormwater DSP $314,405 + GPR $28,800 (Deferred from 12/13)

Manager Waste and Stormwater Services

Implement Stormwater Drainage Improvements - Jubilee Oval to Red Hill Road - Wagga West DSP Area

Stormwater DSP $265,580 + $24,000 Civil Projects Reserve

Manager Waste and Stormwater Services

Improve Stormwater drainage - Kincaid St end to Flowerdale pumping station Wagga West DSP Area

Stormwater DSP $318,695 + Civil Projects $28,800

Manager Waste and Stormwater Services

Undertake Stormwater Drainage Upgrade - Contour Ridge (Lloyd) approx 5km - Wagga West DSP Area

Stormwater DSP $119,102 + GPR $9,600

Manager Waste and Stormwater Services

Narrung St Treatment Plant -Flood Protection Infrastructure

Sewer Reserve

Manager Waste and Stormwater Services

BISTF (Bomen Industrial Sewerage Treatment Facility) Land Acquisition

Sewer Reserve

Manager Waste and Stormwater Services

Undertake Stormwater Drainage Upgrade - Day, Higgins, Tarcutta Street Wagga West DSP Area

Stormwater DSP $248,129 + GPR $20,000

Manager Waste and Stormwater Services

GWMC - Construct Resource Recovery Centre

Solid Waste Reserve

Manager Waste and Stormwater Services

GWMC - Construction of a new Waste Cell

Solid Waste Reserve

Manager Waste and Stormwater Services

GWMC - Complete Cap

Solid Waste Reserve

Manager Waste and Stormwater Services

Eliminate Sewer Joint Connections

Sewer Reserve

Manager Waste and Stormwater Services

Implement renewal program for Gravity Sewer

Sewer Reserve

Manager Waste and Stormwater Services

Implement Sewer Laterals Rehabilitation Program

Sewer Reserve

Manager Waste and Stormwater Services

Implement Sewer Mains Rehabilitation Program

Sewer Reserve

Manager Waste and Stormwater Services

Install Sewer Network Extensions

Sewer Reserve

Manager Waste and Stormwater Services

Renew Sewage Treatment Works Forest Hill

Sewer Reserve

Manager Waste and Stormwater Services

Long Term Financial Plan

appendix 9. 50,072,971

44,250,915

26,502,040

24,832,955

40,281,922

23,113,809

25,658,671

23,921,240

17,696,042

18,706,588

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 100,000 176,832 242,513 128,703

128,703

171,604

536,258

386,106

774,357

343,205 289,580

347,495

128,702 250,000 656,500 268,129 950,000 3,000,000

4,242,000

800,000 139,637

139,637

82,400

84,872

87,418

90,040

92,742

95,524

98,390

101,342

104,382

107,513

179,432

188,404

197,824

207,715

218,101

229,006

240,456

252,479

260,053

267,855

1,057,282

235,079

6,555

310,275

6,555

Long Term Financial Plan

appendix 9. LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CAPITAL WORKS PROGRAM - 2013/14 - 2022/23 TOTAL LONG TERM FINANCIAL PLAN CAPITAL WORKS PROGRAM

Ref

Project Description

Funding Source

Responsibility

Replacement and Renewal of Sewer Plant

Sewer Reserve

Manager Waste and Stormwater Services

Replacement of Manhole Lids - Sewer Reticulation

Sewer Reserve

Manager Waste and Stormwater Services

100

Upgrade Sewer - Rising Mains

Sewer Reserve

Manager Waste and Stormwater Services

101

Sewer - Kooringal - Sewer Treatment Works Renewals

Sewer Reserve

Manager Waste and Stormwater Services

102

Sewer - Narrung - Sewer Treatment Works Renewals

Sewer Reserve

Manager Waste and Stormwater Services

103

Forest Hill - General Improvements Allowance

Sewer Reserve

Manager Waste and Stormwater Services

104

Flood Pumps - Progressively Upgrade Pumps

GPR

Manager Waste and Stormwater Services

105

Stormwater Pollution Traps

Stormwater Levy

Manager Waste and Stormwater Services

106

Install and maintain Gross Pollutant Traps Stormwater Levy

Manager Waste and Stormwater Services

107

Upgrade of Stormwater pit lids to lightweight lids

GPR

Manager Waste and Stormwater Services

108

Amundsen Bridge - Boorooma East to Boorooma

S94*

Manager Infrastructure Planning

109

Bakers Lane and Inglewood Road Intersection improvements

S94*

Manager Infrastructure Planning

110

Bakers Lane and Sturt Highway Intersection improvements

S94*

Manager Infrastructure Planning

111

Bakers Lane Widening

S94*

Manager Infrastructure Planning

112

Boorooma Street Slip Lane into Boorooma West

S94*

Manager Infrastructure Planning

113

Bourke Street and Bourkelands Drive Intersection Upgrade

S94*

Manager Infrastructure Planning

114

Farrer Road Improvements

S94*

Manager Infrastructure Planning

115

Glenfield Road Corridor â&#x20AC;&#x201C; Widening/ duplication of rail bridge and associated drainage. (Note - includes additional work for Glenfield Road - Urana Street Intersection upgrade)

S94*

Manager Infrastructure Planning

116

Glenfield Road/Pearson St - Red Hill Rd to Dobney Ave Widening to 4 lanes (Full length - 3 km)

S94*

Manager Infrastructure Planning

117

Harris Road/Pine Gully Road - Dual Lane Roundabout

S94*

Manager Infrastructure Planning

118

Kooringal Road Widening to 4 lanes (Full length - 4km)

S94*

Manager Infrastructure Planning

119

Old Narrandera Road - Second Carriageway for 600m

S94A* $100,000 + S94* $737,428

Manager Infrastructure Planning

120

Old Narrandera Road/Olympic Highway Roundabout

S94A* $100,000 + S94* $577,886

Manager Infrastructure Planning

121

Pine Gully Road - Bike Track

S94*

Manager Infrastructure Planning

122

Pine Gully Road - Second Carriageway for 1.2km

S94A* $100,000 + S94* $1,840,965

Manager Infrastructure Planning

123

Pine Gully Road/Old Narrandera Road Intersection Upgrade

S94*

Manager Infrastructure Planning

Long Term Financial Plan

appendix 9. 50,072,971

44,250,915

26,502,040

24,832,955

40,281,922

23,113,809

25,658,671

23,921,240

17,696,042

18,706,588

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 132,316

132,316

41,633 0

132,316

41,633

132,316

41,633

132,316

41,633

132,316 41,633

300,000

104,083

997,131

119,174

357,520

119,174

7,669

40,400

50,000

42,420

43,693

45,003

46,353

47,744

49,176

50,652

52,171

53,736

55,348

40,400

281,512 0

17,675

44,188

330,082 297,000 0

107,252 1,263,535

100,000

3,117,550

1,394,272 1,211,564

1,179,768 837,428 677,886 126,510 1,940,965 1,077,439

Long Term Financial Plan

appendix 9. LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CAPITAL WORKS PROGRAM - 2013/14 - 2022/23 TOTAL LONG TERM FINANCIAL PLAN CAPITAL WORKS PROGRAM

Ref

Project Description

Funding Source

Responsibility

124

Red Hill Rd – Widen to 4 lanes Plumpton Rd to Glenfield Plus widening at Dalman & Yentoo 2.7km

S94*

Manager Infrastructure Planning

125

Red Hill Road and Hudson Drive – Intersection improvements

S94*

Manager Infrastructure Planning

126

Red Hill Road West – Street Lighting

S94*

Manager Infrastructure Planning

127

Undertake Stormwater Drainage upgrade Stormwater DSP $225,228 + GPR studies - Wagga West DSP Area $42,901

128

Upgrade the Main City Levee Bank CBD Flood Protection

Borrowings $6,566,665 ($1,333,333 Manager Infrastructure Planning for 4 years + $839,833 for year 5) + DNR Grant $13,133,335 ($2,666,667 for 4 years + $1,679,667 for year 5). Borrowing debt to be serviced by GPR

129

Eunony Bridge Improvements to carry heavy mass vehicles

R2R Grant

Manager Infrastructure Planning

130

Implement unfunded Traffic Committee resolutions as adopted by Council

GPR

Manager Infrastructure Planning

131

Upgrade Existing Bus Shelters

GPR

Manager Infrastructure Planning

132

Implement Street Lighting Improvements Program - Roads and Traffic Facilities (as per schedule)

GPR $50,000 + S94A* $19,714

Manager Infrastructure Planning

133

Implement Cycleways - Civil Infrastructure

GPR

Manager Infrastructure Planning

134

Cycleways Program (Shared Pathways) Parks & Recreation (as per priority list)

RTA Grant $30,000 + GPR $30,000

Manager Infrastructure Planning

135

Capital renewal - Reseal program

Regional Roads Block Grant $812,298 (increment by 3% each yr) + GPR $549,577 (incrementing each yr)

Manager Program Integration

136

Conduct Heavy Patching Program

GPR

Manager Program Integration

137

Conduct Urban Asphalt Program

GPR

Manager Program Integration

138

Supplementary Regional Roads Block Grant - project TBA

Block Grant -Supp

Manager Program Integration

139

Rehabilitation of Pavement Program

GPR

Manager Program Integration

140

Replace Kerb and Gutter

GPR

Manager Program Integration

141

Conduct Gravel Resheets

R2R Grant

Manager Program Integration

142

Conduct Gravel Resheets - Local Major Roads

GPR

Manager Program Integration

143

Conduct Gravel Resheets - Local Minor Roads

GPR

Manager Program Integration

144

Gravel Resheet Multi Access Roads

GPR

Manager Program Integration

145

Maintain Roads - Village and Rural Area

S94A*

Manager Program Integration

146

Renew and Replace Culverts

GPR

Manager Program Integration

147

Improve Footpaths

S94A $16,088 + GPR $83,912

Manager Program Integration

148

Renew Playground Equipment (2013/14 -Chambers, Webb, Jack Skeers, Lonergan)

GPR

Manager Parks and Recreation Services

149

Upgrade Jubilee Park Clubhouse Ground S94* Level Changeroom

Manager Parks and Recreation Services

Long Term Financial Plan

Manager Infrastructure Planning

appendix 9. 50,072,971

44,250,915

26,502,040

24,832,955

40,281,922

23,113,809

25,658,671

23,921,240

17,696,042

18,706,588

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 0

144,790

820,475

16,088

91,164

4,000,000

2,519,500

50,000

80,439 268,129

303,000 50,000 20,000

20,000

50,000

20,000

50,000

20,000

69,714

92,987

96,677

100,477

104,392

108,424

112,576

116,854

120,359

123,970

127,689

60,000

1,361,875

1,413,012

1,467,736

1,526,360

1,589,229

1,656,715

1,729,233

1,807,233

1,891,210

1,981,709

680,937

706,506

733,868

763,180

794,614

828,357

864,616

903,616

945,605

990,854

596,862

646,968

701,797

761,813

827,526

899,496

978,340

1,056,585

1,088,283

1,120,931

199,000

2,723,750

2,826,023

2,935,471

3,052,720

3,178,457

3,313,430

3,458,465

3,615,466

3,782,421

3,963,417

317,400

365,010

419,762

482,726

555,135

638,405

734,165

844,290

869,619

895,708

725,908

747,685

770,116

793,219

817,016

841,526

866,772

892,775

919,558

947,145

59,270

70,710

83,294

97,136

112,363

129,112

147,536

165,776

185,840

207,910

278,300

306,130

336,743

370,417

407,459

448,205

493,026

537,398

553,520

570,126

169,400

186,340

204,974

225,471

248,018

272,820

300,102

327,111

356,551

388,641

14,479

500,000

100,000

159,135

163,909

168,826

173,891

179,108

184,481

190,016

195,716

201,587

207,635

100,000

Long Term Financial Plan

appendix 9. LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CAPITAL WORKS PROGRAM - 2013/14 - 2022/23 TOTAL LONG TERM FINANCIAL PLAN CAPITAL WORKS PROGRAM

Ref

Project Description

Funding Source

Responsibility

150

Conolly Rugby Park expansion

2013/14 Internal Loans Reserve $200,000 + Partnership with SIRU Contribution $200,000, (2014/15 - GPR payback to Internal Loans Reserve)

Manager Parks and Recreation Services

151

Estella New Playground - Local Open Space Works

S94*

Manager Parks and Recreation Services

152

Lloyd New Playground - Local Open Space Works

S94*

Manager Parks and Recreation Services

153

Estella - Neighbourhood Open Space Works

S94*

Manager Parks and Recreation Services

154

Construct Estella Community Centre

S94* $600,000 + GPR $199,643 + S94 (Old Plan) $121,838 + Reserve $178,519 + Borrowings $100,000 (GPR - Future Years Loan Repayments)

Manager Parks and Recreation Services

155

Boorooma New Playground - Open Space Works

S94*

Manager Parks and Recreation Services

156

Construction for renewal of Tolland Neighbourhood Park

S94A*

Manager Parks and Recreation Services

157

Construction for renewal of Ashmont Neighbourhood Park (Skate Park)

Parks and Recreation Reserve (Sale of 9 Saxon St Land)

Manager Parks and Recreation Services

158

Construction for renewal of Bourkelands Neighbourhood Park

S94A*

Manager Parks and Recreation Services

159

Construction for renewal of Forest Hill Neighbourhood Park

S94A*

Manager Parks and Recreation Services

160

Construction for renewal of Lake Albert Neighbourhood Park

S94A*

Manager Parks and Recreation Services

161

Construction for renewal of Mt Austin Neighbourhood Park

S94A*

Manager Parks and Recreation Services

162

Implement recommendations from the Recreation and Open Space Strategy 2005-2015 (as per schedule)

S94 (Old Plan)*

Manager Parks and Recreation Services

163

Replace Softfall - Botanic Gardens Adventure Playground

GPR

Manager Parks and Recreation Services

164

Beautify roundabout at Tarcutta and Forsyth Streets

Public Art Reserve

Manager Parks and Recreation Services

165

Replace Amenities Building at Duke of Kent Oval (as part of adopted Soccer Strategy)

Borrowings (GPR - Future Years Loan Repayments)

Manager Parks and Recreation Services

166

Development of Community Equestrian Faciltiies in Partnership with CSU (stg 1 completion works)

Borrowings (GPR - Future Years Loan Repayments)

Manager Parks and Recreation Services

167

Wollundry Lagoon Landscaping

S94 (Old Plan)*

Manager Parks and Recreation Services

168

Implement outcomes from the Wagga Bicycle Plan (signage, linemarking, parking)

GPR

Manager Parks and Recreation Services

169

Implement Recreational Assets Capital Works Plan (2013-14 Bolton Pk Field 1 Safety Barrier, VMG -replace concrete pads under tables)

Old Plan S94* - RF4

Manager Parks and Recreation Services

170

Implement Sportsgrounds Lighting Program - Duke of Kent

GPR

Manager Parks and Recreation Services

171

Implement Sportsgrounds Lighting Program - Rawlings

GPR

Manager Parks and Recreation Services

Long Term Financial Plan

appendix 9. 50,072,971

44,250,915

26,502,040

24,832,955

40,281,922

23,113,809

25,658,671

23,921,240

17,696,042

18,706,588

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 400,000

51,481 51,481 31,816

1,200,000

51,481 171,603 200,000 171,603 128,702 128,702 171,603 25,000

84,840 50,000 400,000

100,000 100,000 20,000

20,000

180,000 90,000

Long Term Financial Plan

appendix 9. LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CAPITAL WORKS PROGRAM - 2013/14 - 2022/23 TOTAL LONG TERM FINANCIAL PLAN CAPITAL WORKS PROGRAM

Ref

Project Description

Funding Source

Responsibility

172

Implement Sportsgrounds Lighting Program - Bolton Park Skatepark

GPR

Manager Parks and Recreation Services

173

Implement Sportsgrounds Lighting Program - Jubilee Park Touch Fields

GPR

Manager Parks and Recreation Services

174

Implement Sportsgrounds Lighting Program - Ashmont Oval

GPR

Manager Parks and Recreation Services

175

Implement Sportsgrounds Lighting Program - Anderson Oval

GPR

Manager Parks and Recreation Services

176

Implement Sportsgrounds Lighting Program - Forest Hill

GPR

Manager Parks and Recreation Services

177

Implement Sportsgrounds Lighting Program - Frenchs Field

GPR

Manager Parks and Recreation Services

178

Implement Sportsgrounds Lighting Program - McPherson Oval

GPR

Manager Parks and Recreation Services

179

Implement Sportsgrounds Lighting Program - Harris Park

GPR

Manager Parks and Recreation Services

180

Renew Community Amenities at Sporting GPR Grounds - Bosley Park

Manager Council Businesses

181

Renew Community Amenities at Sporting S94* Grounds - Jubilee Park Public Toilets

Manager Council Businesses

182

Renew Community Amenities - Botanic Gardens Kidsville

GPR

Manager Council Businesses

183

Renew Community Amenities - Henwood GPR Park Services

Manager Council Businesses

184

Renew Community Amenities Collingulllie Oval

GPR

Manager Council Businesses

185

Renew Community Amenities - Bolton Park

GPR

Manager Council Businesses

186

Renew Community Amenities - Anderson GPR Oval

Manager Council Businesses

187

Renew Community Amenities McPherson Oval

GPR

Manager Council Businesses

188

Renew Community Amenities - French Fields

GPR

Manager Council Businesses

189

Renew Community Amenities - Kessler Park

GPR

Manager Council Businesses

190

Renew Community Amenities - French Fields

GPR

Manager Council Businesses

191

Paint Civic Theatre Auditorium

Civic Theatre Operating Reserve

Manager Council Businesses

192

Upgrade Airconditioning - Civic Centre

S94* Recoupment

Manager Council Businesses

193

Upgrade Air-Conditioning Control - Civic Centre - Stg 2 (Level 0)

S94*

Manager Council Businesses

194

Upgrade Air-Conditioning Control - Civic Centre - 14/15 Stg 3 (Level 1) & 15/16 Stg 4 (Level 2) 15/16

GPR

Manager Council Businesses

195

Buildings - Civic Theatre - AirConditioning Upgrade

Civic Theatre Operating Reserve

Manager Council Businesses

196

Buildings - Civic Theatre - Auditorium Carpet Replacement

Civic Theatre Operating Reserve

Manager Council Businesses

197

Buildings - Civic Theatre - Auditorium Seat Replacement

Civic Theatre Operating Reserve

Manager Council Businesses

Long Term Financial Plan

appendix 9. 50,072,971

44,250,915

26,502,040

24,832,955

40,281,922

23,113,809

25,658,671

23,921,240

17,696,042

18,706,588

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 90,000 180,000 180,000 180,000 180,000 90,000 90,000 180,000 90,000 90,000 185,400 190,962 196,690 202,590 208,668 214,928 221,375 228,016 234,856 40,400 606,000 68,940 84,184

84,184 303,000

33,330 151,500

Long Term Financial Plan

appendix 9. LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - CAPITAL WORKS PROGRAM - 2013/14 - 2022/23 TOTAL LONG TERM FINANCIAL PLAN CAPITAL WORKS PROGRAM

Ref

Project Description

Funding Source

Responsibility

198

Oura Reserve Convert Composting Toilet to Septic System

GPR

Manager Council Businesses

199

36-40 Gurwood St Airconditioning Replacement

Gurwood St Property Reserve

Manager Council Businesses

200

Bolton St Bridge Clubhouse Asbestos Roof Replacement

GPR

Manager Council Businesses

201

S94 Car Parking Study

S94*

Manager Strategic Planning

202

S94 Transport Planning and Administration Study

S94*

Manager Strategic Planning

Total 4 - We have a sustainable natural and built environment TOTAL LTFP CAPITAL WORKS PROGRAM * Timing of project is subject to receipt of sufficient Section 94 and Section 94A funds

Long Term Financial Plan

appendix 9. 50,072,971

44,250,915

26,502,040

24,832,955

40,281,922

23,113,809

25,658,671

23,921,240

17,696,042

18,706,588

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 35,401 60,000 27,775 0

80,439

160,878

18,648,033

24,397,230

18,650,798

20,760,046

35,596,225

18,910,488

22,480,814

14,531,491

14,628,914

15,193,931

49,621,938

44,250,915

26,038,590

24,363,355

39,806,212

22,632,032

25,170,869

23,426,458

17,196,324

18,200,983

Long Term Financial Plan

195,100

636,827

Sundry Maintenance

Interest Expenditure

150,000

577,790

Dividend

Principal Loan Repayments

Operating Reserve Transfers

249,002

Internal Charges

2,275,222

677,957

Other Expenses

Total Operating Expenditure

208,373

34,510

Office

Depreciation

44,811

477,645

(3,344,483)

(47,788)

(3,296,695)

310,194

Travel

Salaries + Other Employment Expenses

Operating Expenditure

Total Operating Income

Other Income

Fees & Charges

Operating Income

Estimated Reserve Balance at the start of the year

532,148

150,000

254,476

2,441,619

634,299

196,903

813,703

218,791

34,712

44,811

498,399

(3,753,141)

(48,264)

(3,704,877)

361,036

615,351

150,000

260,706

2,509,309

730,843

198,760

750,187

229,731

34,920

44,811

520,056

(4,225,262)

(48,729)

(4,176,533)

(445,273)

760,765

150,000

267,902

2,715,064

859,916

200,673

790,656

241,217

35,134

44,811

542,655

(4,757,788)

(49,182)

(4,708,606)

474,353

814,494

150,000

273,577

2,742,896

806,187

202,643

834,384

253,278

35,355

44,811

566,237

(5,423,995)

(119,618)

(5,304,377)

1,579,628

876,255

150,000

279,328

2,767,949

744,427

204,672

881,670

265,942

35,583

44,811

590,845

(6,103,564)

(120,035)

(5,983,530)

2,275,933

939,435

150,000

285,428

2,797,330

681,246

206,763

932,841

279,328

35,818

44,811

616,523

(6,870,348)

(120,428)

(6,749,920)

4,571,908

1,007,932

150,000

291,617

2,827,311

1,081,546

150,000

298,345

2,850,948

539,135

208,915

208,915 612,749

1,042,888

307,861

36,060

44,811

671,277

(8,591,364)

(121,126)

(8,470,238)

4,564,244

988,258

293,201

36,060

44,811

643,317

(7,684,333)

(120,793)

(7,563,540)

7,152,386

1,160,601

150,000

305,882

2,860,604

460,080

208,915

1,102,424

307,861

36,060

44,811

700,453

(9,616,635)

(121,902)

(9,494,734)

9,082,630

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - AIRPORT

appendix 10.

(250,000)

Estimated Reserve Balance at end of year

TOTAL

Depreciation"

361,036

(208,373)

(445,273)

(218,791)

(1,400,000)

3,604,000

250,000

(250,000)

3,604,000

(2,204,000)

593,690

250,000

300,842

"Less: Movements not involving flow of funds

Total Capital Reserve Transfers

Transfer from Airport Reserve

Capital Reserve Transfers

Total Capital Expenditure

Capital Works

Capital Expenditure

Total Capital Income

External Loan Borrowings

Capital Income

Estimated Operating Transfer to/(from) Reserve

474,353

(0)

(229,731)

2,500,000

(2,500,000)

919,627

1,579,628

(0)

(241,217)

1,105,275

2,275,933

(253,278)

(1,000,000)

1,000,000

1,696,306

4,571,908

(265,942)

2,295,974

7,152,386

(279,328)

(397,005)

397,005

2,977,483

4,564,244

(0)

(293,201)

(6,288,816)

6,288,816

3,700,673

9,082,630

(0)

(307,861)

4,518,387

14,530,039

(307,861)

5,447,409

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - AIRPORT

appendix 10.

Long Term Financial Plan

216,476

Depreciation

Capital Works

Capital Expenditure

Estimated Operating Transfer to/(from) Reserve

100,000

430,356

350,000

Dividend

Operating Reserve Transfers

345,304

2,539,003

Internal Charges

Total Operating Expenditure

1,143,289

254,599

Office

Other Expenses

1,050

923,589

Travel

Salaries + Other Employment Expenses

Operating Expenditure

(3,448,187)

(364,000)

Other Income

Total Operating Income

(3,084,187)

4,508,867

Fees & Charges

Operating Income

Estimated Reserve Balance at the start of the year

464,803

350,000

361,333

2,615,905

1,155,199

227,300

269,911

1,050

962,445

(3,564,741)

(374,920)

(3,189,821)

4,839,223

215,000

519,743

350,000

357,379

2,696,803

1,167,466

238,665

286,631

1,050

1,002,991

(3,685,260)

(386,168)

(3,299,092)

5,304,026

564,775

350,000

363,757

2,781,943

1,180,101

250,598

304,894

1,050

1,045,300

(3,809,877)

(397,753)

(3,412,125)

5,608,768

609,769

350,000

370,503

2,871,588

1,193,115

263,128

324,847

1,050

1,089,449

(3,938,734)

(409,685)

(3,529,048)

6,173,543

654,821

350,000

377,414

2,966,022

1,206,520

276,284

346,649

1,050

1,135,518

(4,071,973)

(421,976)

(3,649,997)

6,783,313

689,593

350,000

50,000

744,192

350,000

392,129

3,170,490

3,065,547

394,704

1,234,549

304,603

396,533

1,050

1,233,755

(4,352,206)

(447,674)

(3,904,532)

8,127,726

1,220,327

290,098

370,480

1,050

1,183,591

(4,209,746)

(434,635)

(3,775,111)

7,438,133

669,038

350,000

400,283

3,281,201

1,249,196

319,833

425,021

1,050

1,286,100

(4,380,689)

(461,104)

(3,919,584)

8,821,918

573,751

350,000

408,926

3,382,066

1,264,284

319,833

456,177

1,050

1,340,722

(4,394,909)

(474,937)

(3,919,972)

9,490,956

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - LIVESTOCK MARKETING CENTRE

appendix 11.

4,839,223

TOTAL

Estimated Reserve Balance at end of year

(216,476)

(100,000)

Total Capital Reserve Transfers

â&#x20AC;&#x153;Less: Movements not involving flow of funds Depreciation"

(100,000)

100,000

Estimated Capital Transfer to/(from) Reserve

Capital Reserve Transfers

Total Capital Expenditure

5,304,026

(227,300)

5,608,768

(0)

(238,665)

(215,000)

215,000

6,173,543

(250,598)

6,783,313

(0)

(263,128)

7,438,133

(276,284)

8,127,726

(290,098)

8,821,918

(304,603)

(50,000)

50,000

9,490,956

(319,833)

10,064,707

(0)

(319,833)

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - LIVESTOCK MARKETING CENTRE

appendix 11.

Long Term Financial Plan

8,511,300

Other Expenses

498,438

Loan Principal Expenditure

Operating Reserve Transfers

311,000

1,452,900

Dividend

Internal Charges

19,010,187

2,485,526

Interest Expenditure

Total Operating Expenditure

5,973,345

13,079

Office

Depreciation

34,485

1,992,451

Travel

Salaries + Other Employment Expenses

Operating Expenditure

(15,888,684)

(512,024)

Other Income

Total Operating Income

(156,697)

(15,219,963)

14,824,231

Operating Grant Income

Fees & Charges

Operating Income

Estimated Reserve Balance at the start of the year

535,621

311,000

1,386,514

18,491,305

7,644,644

2,448,343

6,272,012

13,381

34,509

2,078,416

(16,468,870)

(512,024)

(162,965)

(15,793,881)

11,778,133

575,579

311,000

1,392,922

19,101,469

7,891,127

2,408,385

6,585,613

13,692

34,533

2,168,119

(17,071,337)

(512,024)

(169,484)

(16,389,830)

10,342,698

618,517

311,000

1,400,378

19,766,180

8,175,544

2,365,447

6,914,894

14,013

34,558

2,261,724

(17,696,949)

(512,024)

(176,263)

(17,008,663)

9,137,815

664,659

311,000

1,408,092

20,392,450

8,404,180

2,319,305

7,260,638

14,343

34,584

2,359,400

(18,346,602)

(512,024)

(183,314)

(17,651,265)

8,381,278

714,243

311,000

1,415,695

21,092,733

8,688,724

2,269,721

7,623,670

14,683

34,611

2,461,324

(19,021,229)

(512,024)

(190,646)

(18,318,560)

(1,197,739)

767,526

311,000

1,424,075

21,815,316

8,976,672

2,216,438

8,004,854

15,033

34,638

2,567,681

(19,721,799)

(512,024)

(198,272)

(19,011,504)

(854,498)

824,784

311,000

1,431,495

22,570,255

886,313

311,000

1,442,162

23,364,259

9,596,723

2,097,651

2,159,180 9,277,254

8,825,351

15,394

34,667

2,794,474

(21,201,581)

(512,024)

(214,451)

(20,475,107)

3,194,879

8,405,096

15,394

34,667

2,678,664

(20,449,317)

(512,024)

(206,203)

(19,731,090)

1,044,423

952,433

311,000

1,453,933

23,711,497

9,889,234

2,031,531

8,825,351

15,394

34,667

2,915,320

(21,881,581)

(512,024)

(223,029)

(21,146,529)

5,682,674

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - SEWER

appendix 12.

(750,000)

Total Capital Income

4,385,602

Total Capital Expenditure

(5,973,345)

11,778,133

TOTAL

Estimated Reserve Balance at end of year

10,342,698

(6,272,012)

(3,635,602)

Total Capital Reserve Transfers

“Less: Movements not involving flow of funds Depreciation”

(3,451,876)

(3,635,602)

(3,451,876)

4,201,876

(750,000)

2,016,441

Estimated Capital Transfer to/(from) Sewer Reserve

Capital Reserve Transfers

4,385,602

Capital Works

Capital Expenditure

(750,000)

589,504

Capital Grant/ Contributions Income

Capital Income

Estimated Operating Transfer to/(from) Reserve

8,381,278

9,137,815

(6,914,894)

(3,272,305)

4,022,305

(750,000)

2,515,768

(6,585,613)

(3,480,863)

4,230,863

(750,000)

2,275,980

(1,197,739)

(7,260,638)

(12,410,055)

13,160,055

(750,000)

2,831,038

(854,498)

(7,623,670)

(2,767,988)

3,517,988

(750,000)

3,111,229

1,044,423

(8,004,854)

(1,509,815)

2,259,815

(750,000)

3,408,736

3,194,879

(8,405,096)

(1,566,423)

2,316,423

(750,000)

3,716,879

5,682,674

(8,825,351)

(1,535,404)

2,285,404

(750,000)

4,023,198

8,372,774

(8,825,351)

(1,587,970)

2,337,970

(750,000)

4,278,070

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - SEWER

appendix 12.

Long Term Financial Plan

Estimated Operating Transfer to/(from) Reserve

Operating Reserve Transfers

Dividend

Internal Charges

626,189

95,000

1,434,588

8,756,445

3,995,843

Other Expenses

Total Operating Expenditure

3,294,082

Service Expenditure

304,445

32,947

Office

Depreciation

45,375

1,083,753

Travel

Salaries + Other Employment Expenses

Operating Expenditure

(10,607,776)

(286,800)

Other Income

Total Operating Income

(107,778)

(10,213,198)

5,438,727

Operating Grant Income

Fees & Charges

Operating Income

Estimated Reserve Balance at the start of the year

515,498

95,000

1,441,017

9,297,603

4,347,128

3,419,542

319,678

35,039

45,375

1,130,840

(11,029,440)

(342,612)

(112,089)

(10,574,739)

5,114,916

643,613

95,000

1,443,945

9,575,884

4,427,533

3,550,025

335,662

37,315

45,375

1,179,974

(11,422,780)

(355,916)

(116,573)

(10,950,292)

1,830,414

1,067,265

95,000

1,444,269

9,577,302

4,222,715

3,685,732

352,445

39,790

45,375

1,231,245

(11,831,391)

(369,752)

(121,236)

(11,340,404)

2,474,027

1,340,243

95,000

1,446,591

9,744,102

4,174,561

3,826,870

370,067

42,483

45,375

1,284,745

(12,255,870)

(384,142)

(126,085)

(11,745,643)

3,541,293

1,297,181

95,000

1,451,907

10,241,318

4,447,723

3,973,661

388,571

45,416

45,375

1,340,572

(12,696,836)

(399,107)

(131,128)

(12,166,601)

4,881,536

1,744,743

95,000

1,452,629

10,270,562

4,243,424

4,126,327

407,999

48,609

45,375

1,398,827

(13,154,935)

(414,671)

(136,374)

(12,603,890)

6,178,717

1,341,474

95,000

1,461,676

11,161,085

1,966,508

95,000

1,461,688

11,050,861

4,691,448

4,286,290

4,285,106 4,890,501

448,819

55,883

45,375

1,523,046

(14,125,237)

(447,691)

(147,502)

(13,530,045)

5,022,934

428,399

52,089

45,375

1,459,615

(13,630,836)

(430,857)

(141,829)

(13,058,151)

3,681,460

2,274,856

95,000

1,466,351

11,132,662

4,702,593

4,286,290

449,819

59,350

45,375

1,589,235

(14,519,050)

(447,691)

(153,402)

(13,917,957)

6,989,442

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - SOLID WASTE

appendix 13.

(950,000)

(304,445)

5,114,916

Total Capital Reserve Transfers

â&#x20AC;&#x153;Less: Movements not involving flow of funds Depreciation"

TOTAL

Estimated Reserve Balance at end of year

950,000

Estimated Capital Transfer to/(from) Reserve

Capital Reserve Transfers

Total Capital Expenditure

Capital Works

Capital Expenditure

Total Capital Income

Capital Grant/ Contributions Income

Capital Income

1,830,414

(319,678)

(3,800,000)

3,800,000

2,474,027

(0)

(335,662)

3,541,293

(0)

(352,445)

4,881,536

(370,067)

6,178,717

(388,571)

3,681,460

(0)

(407,999)

(4,242,000)

4,242,000

5,022,934

(428,399)

6,989,442

(0)

(448,819)

9,264,298

(449,819)

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - SOLID WASTE

appendix 13.

Long Term Financial Plan

Capital Expenditure

Total Capital Income

Capital Grant/ Contributions Income

Capital Income

Estimated Operating Transfer to/(from) Reserve

Operating Reserve Transfers

Loan Principal Expenditure

Internal Charges

Total Operating Expenditure

Other Expenses

Interest

Operating Expenditure

Total Operating Income

Fees & Charges

Operating Income

Estimated Reserve Balance at the start of the year

44,182

511,911

451,034

60,877

(648,513)

239,203

46,923

515,397

457,261

58,136

(656,013)

239,203

49,866

518,643

463,450

55,193

(663,513)

239,203

53,308

521,351

469,600

51,751

(671,013)

239,203

56,549

524,219

475,709

48,510

(678,513)

239,203

60,683

526,153

481,777

44,376

(686,013)

239,203

64,568

528,293

487,802

40,491

(693,513)

239,203

68,819

530,022

493,782

36,240

(701,013)

239,203

73,359

531,417

499,717

31,700

(708,513)

239,203

78,198

532,466

505,605

26,861

(716,013)

239,203

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - STORMWATER LEVY

appendix 14.

Estimated Reserve Balance at end of year

TOTAL

239,203

Total Capital Reserve Transfers

â&#x20AC;&#x153;Less: Movements not involving flow of funds Depreciation"

92,420

Estimated Capital Transfer to/(from) Reserve

Capital Reserve Transfers

Total Capital Expenditure

Capital Works

239,203

93,693

239,203

95,003

239,203

96,353

239,203

(0)

97,744

239,203

99,176

239,203

100,652

239,203

102,171

239,203

(0)

103,736

239,203

105,348

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - STORMWATER LEVY

appendix 14.

Long Term Financial Plan

questions?

comments? contact us. contact us Wagga Wagga City Council PO Box 20 Cnr Baylis & Morrow Sts Wagga Wagga NSW Ph: 1300 292 442 Fax: (02) 6926 9199 Email: council@wagga.nsw.gov.au

www.wagga.nsw.gov.au

Long Term Financial Plan