Long Term Financial Plan 2013 2014

1 Long Term Financial Plan

Long Termfinancial plan2013/2023


about this plan.

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.

what is this documentall about?


contents.

Our Plan 2EXECUTIVE SUMMARY 4FINANCIAL STRATEGIES 5 Financial Strategy 1 5

Financial Strategy 2 6



Financial Strategy 5,6,7,8 9

PLANNING ASSUMPTIONS 10 Major Planned Expenditure 11

FINANCIAL FORCAST ASSUMPTIONS 12SENSITIVITY ANALYSIS 14 Senario 1 16

Senario 2 19

Senario 3 22

performance measures 23appendices 24 Appendix 1 - Funding Summary 25

Appendix 2 - Income Statement 27

Appendix 3 - Balance Sheet 29

Appendix 4 - Statement of Cash Flows 31

Appendix 5 - Financial Sustainability Indicators 35

Appendix 6 - Schedule of External Restrictions 37

Appendix 7 - Schedule of Internal Restrictions 38

Appendix 8 - External Borrowings and associated repayments 41

Appendix 9 - Capital Works Program 46

contents.Appendix 10 - Airport – Ten Year Financial Plan 64

Appendix 11 - Livestock Marketing Centre – Ten Year Financial Plan 66

Appendix 12 - Sewerage Services – Ten Year Financial Plan 68

Appendix 13 - Solid Waste Services – Ten Year Financial Plan 70

Appendix 14 - Stormwater Levy – Ten Year Financial Plan 72

contact us 72


executive summary.

EXECUTIVE SUMMARYWhilst 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.

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.

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

• 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.

our EXECUTIVESUMMARY.


financial strategies.

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

Financial Strategy 1 Balanced BudgetsWith 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.

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.

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

• Employee Cost Reductions $1,076K

• Project Deferrals $665K

• Program Reductions $572K

• Other Budget Reductions $855K

• Additional Fees Income $528K

• Additional Grant Income $30K

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.

our financialStrategY 1.

13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23(Surplus) /Deficit $0 $938K $3.0M $3.2M $3.0M $3.3M $4.0M $3.9M $4.0M $4.6M


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

($4.1M) ($3.2M) ($0.1M) $3.1M $6.1M $9.4M $13.4M $17.3M $21.3M $25.8M


Financial Strategy 2 Maintain Current Working FundsWorking 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.




Financial Strategy 3 Identify Ongoing EfficienciesCouncil 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



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

$1.4M $3.6M $3.7M $5.2M $7.0M $7.6M $8.2M $9.7M $10.0M $11.2M


Financial Strategy 4 Narrow the Infrastructure Funding GapCouncil’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.

• 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

• 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.




Financial Strategy 5 Maintain Benchmark Current RatioThe 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.

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 ChargesThis 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.

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 & InvestmentsCouncil 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.

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

Financial Strategy 8 Maintain Benchmark Debt Servicing RatioThe 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).

our financialStrategY 5, 6, 7 & 8.


planning assumptions.

Population and DemographicsThe 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.

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 GrowthWagga 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:

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

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

• Strong retail sector

• Growth of aviation education and training industry

• Industrial growth at Bomen Business Park

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.

Service DeliveryCouncil 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 LevelsCouncil 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.

Major Planned ExpenditureAppendix 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:

our planningassumptions.


planning assumptions.

2013/14Indoor Multi Purpose Facilities $1,500,000

Riverina Intermodal Freight & Logistics Hub $23,720,000

2014/15Indoor 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

2015/16Upgrade 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


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


Replace Surfaces Jubilee Park Hockey Fields $1,000,000

Pine Gully Road/Old Narrandera Road Intersection Upgrade $1,077,439


Boorooma/Estella - Roads Upgrade $1,940,965

2019/20New 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


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 non-residential 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 & ChargesThe 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.




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 Council’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

Employee Costs

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.

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.


sensitivity analysis.

SENSITIVITY ANALYSISMany 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

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

our sensitivityanalysis.


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 PLANCouncil’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.

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 PROGRAMA 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

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.


scenario 1.

SCENARIO 1 base case scenarioThe 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.

scenario 1.


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58,5

13

4,9

19,3

70

4,9

81,2

40

5,0

44,1

40

5,1

08,0

85

5,1

08,0

85

Oth

er R

even

ues

1,7

22,4

10

1,7

99,4

17

1,8

34,5

11

1,8

70,7

51

1,9

08,1

73

1,9

46,8

15

1,9

86,7

20

2,0

27,9

27

2,0

41,9

20

2,0

44,2

59

Gra

nts

& C

ontr

ibut

ions

pro

vide

d fo

r O

pera

ting

Pur

pose

s 1

3,98

1,15

0 1

4,33

6,06

0 1

4,78

1,77

3 1

4,78

9,41

2 1

5,16

8,92

0 1

5,63

0,00

4 1

5,96

3,01

9 1

6,37

8,33

5 1

6,86

9,55

1 1

7,23

1,63

7

Gra

nts

& C

ontr

ibut

ions

pro

vide

d fo

r C

apita

l Pur

pose

s 1

3,15

9,42

8 1

0,08

2,01

3 8

,637

,698

8

,695

,204

8

,759

,586

8

,038

,897

6

,227

,532

6

,297

,883

6

,370

,345

6

,444

,980

Tota

l Inc

om

e fr

om

Co

ntin

uing

O

per

atio

ns10

9,91

2,95

9 1

11,2

64,0

61

114,

301,

719

118,

019,

424

122,

414,

122

126,

121,

089

128,

829,

745

133

,539

,976

1

38,3

90,1

24

142,

975,

652

Exp

ense

s fr

om

Co

ntin

uing

Op

erat

ions

Em

ploy

ee B

enefi

ts &

On-

Cos

ts 3

9,22

9,40

6 4

0,85

3,17

9 4

3,13

2,19

7 4

4,79

0,78

3 4

6,72

9,79

6 4

8,84

3,08

1 5

0,95

4,30

5 5

3,15

7,29

0 5

5,45

5,03

1 5

7,85

2,65

5

Bor

row

ing

Cos

ts 3

,962

,122

4

,890

,006

6

,601

,756

6

,623

,671

6

,459

,218

6

,323

,013

6

,106

,525

5

,759

,944

5

,396

,811

5

,056

,153

Mat

eria

ls &

Con

trac

ts 2

8,88

8,05

4 2

4,89

0,54

2 2

5,53

4,27

5 2

5,41

0,01

5 2

5,10

5,15

3 2

5,62

4,96

5 2

5,67

1,93

9 2

6,35

4,43

6 2

5,89

4,71

8 2

5,66

1,17

3

Dep

reci

atio

n &

Am

ortis

atio

n 2

1,33

2,11

8 2

2,51

7,58

2 2

3,77

4,20

6 2

5,10

6,73

4 2

6,52

0,27

2 2

8,02

0,30

6 2

9,61

2,74

3 3

1,30

3,94

5 3

2,86

9,14

3 3

2,86

9,14

3

Oth

er E

xpen

ses

13,

335,

429

13,

720,

316

14,

166,

864

14,

605,

786

15,

165,

422

15,

741,

583

16,

386,

480

17,

065,

754

17,

719,

283

18,

415,

713

Tota

l Exp

ense

s fr

om

Co

ntin

uing

O

per

atio

ns10

6,74

7,12

9 1

06,8

71,6

25

113,

209,

298

116,

536,

989

119,

979,

862

124,

552,

948

128,

731,

991

133

,641

,369

1

37,3

34,9

85

139,

854,

836

Net

Op

erat

ing

Pro

fit

/(Lo

ss) f

or

the

Year

3,1

65,8

29

4,3

92,4

36

1,0

92,4

22

1,4

82,4

35

2,4

34,2

60

1,5

68,1

40

97,

754

(101

,393

) 1

,055

,139

3

,120

,816

Cap

ital

(Bal

ance

She

et) a

nd R

eser

ve M

ove

men

ts

Cap

ital E

xpen

ditu

re (4

9,62

1,93

8) (4

4,25

0,91

5) (2

6,03

8,59

0) (2

4,36

3,35

5)(3

9,80

6,21

2) (2

2,63

2,03

2)(2

5,17

0,86

9) (2

3,42

6,45

8) (1

7,19

6,32

4) (1

8,20

0,98

3)

Loan

Rep

aym

ents

(Ext

erna

l) (1

,939

,716

) (2

,564

,504

) (3

,526

,906

) (3

,792

,701

) (4

,097

,225

) (4

,491

,593

) (4

,885

,717

) (5

,232

,299

) (5

,593

,322

) (5

,882

,234

)


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- EXE

CUTI

VE SU

MM

ARY

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Pro

ceed

s fro

m S

ale

of in

tang

ible

&

tang

ible

Ass

ets

1,6

28,8

80

1,6

67,5

50

1,5

67,9

50

949

,290

5

36,2

80

695

,550

5

09,9

16

1,0

45,0

00

1,0

45,0

00

1,0

45,0

00

Net

Tra

nsfe

rs (t

o)/f

rom

Res

erve

s 2

5,43

4,82

7 1

7,29

9,73

1 1

01,0

12

(2,6

08,6

60)

11,

406,

798

(6,4

28,9

35)

(4,1

64,6

98)

(7,5

35,6

97)

(16,

133,

887)

(17,

525,

001)

Tota

l Cap

ital

(Bal

ance

She

et) a

nd

Res

erve

Mo

vem

ents

(24,

497,

947)

(27,

848,

137)

(27,

896,

534)

(29,

815,

426)

(31,

960,

359)

(32,

857,

010)

(33,

711,

367)

(35,

149,

454)

(37,

878,

533)

(40,

563,

217)

Net

Res

ult

(incl

udin

g

Dep

reci

atio

n &

Oth

er n

on-

cash

it

ems)

(21,

332,

118)

(23,

455,

701)

(26,

804,

112)

(28,

332,

991)

(29,

526,

098)

(31,

288,

869)

(33,

613,

613)

(35,

250,

847)

(36,

823,

394)

(37,

442,

402)

Add

bac

k D

epre

ciat

ion

Exp

ense

(n

on-c

ash)

21,

332,

118

22,

517,

582

23,

774,

206

25,

106,

734

26,

520,

272

28,

020,

306

29,

612,

743

31,

303,

945

32,

869,

143

32,

869,

143

Cas

h B

udg

et S

urp

lus/

(Defi

cit)

0

(938

,120

)(3

,029

,907

) (3

,226

,257

) (3

,005

,827

) (3

,268

,563

) (4

,000

,870

) (3

,946

,901

) (3

,954

,251

) (4

,573

,259

)

scenario 1.


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- EXE

CUTI

VE SU

MM

ARY

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Pro

ceed

s fro

m S

ale

of in

tang

ible

&

tang

ible

Ass

ets

1,6

28,8

80

1,6

67,5

50

1,5

67,9

50

949

,290

5

36,2

80

695

,550

5

09,9

16

1,0

45,0

00

1,0

45,0

00

1,0

45,0

00

Net

Tra

nsfe

rs (t

o)/f

rom

Res

erve

s 2

5,43

4,82

7 1

7,29

9,73

1 1

01,0

12

(2,6

08,6

60)

11,

406,

798

(6,4

28,9

35)

(4,1

64,6

98)

(7,5

35,6

97)

(16,

133,

887)

(17,

525,

001)

Tota

l Cap

ital

(Bal

ance

She

et) a

nd

Res

erve

Mo

vem

ents

(24,

497,

947)

(27,

848,

137)

(27,

896,

534)

(29,

815,

426)

(31,

960,

359)

(32,

857,

010)

(33,

711,

367)

(35,

149,

454)

(37,

878,

533)

(40,

563,

217)

Net

Res

ult

(incl

udin

g

Dep

reci

atio

n &

Oth

er n

on-

cash

it

ems)

(21,

332,

118)

(23,

455,

701)

(26,

804,

112)

(28,

332,

991)

(29,

526,

098)

(31,

288,

869)

(33,

613,

613)

(35,

250,

847)

(36,

823,

394)

(37,

442,

402)

Add

bac

k D

epre

ciat

ion

Exp

ense

(n

on-c

ash)

21,

332,

118

22,

517,

582

23,

774,

206

25,

106,

734

26,

520,

272

28,

020,

306

29,

612,

743

31,

303,

945

32,

869,

143

32,

869,

143

Cas

h B

udg

et S

urp

lus/

(Defi

cit)

0

(938

,120

)(3

,029

,907

) (3

,226

,257

) (3

,005

,827

) (3

,268

,563

) (4

,000

,870

) (3

,946

,901

) (3

,954

,251

) (4

,573

,259

)

SCENARIO 2 ASSET MANAGEMENT PLAN FUNDING – EXECUTIVE SUMMARYScenario 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.

scenario 2.

scenario 2.


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

2 - A

SSET

MAN

AGEM

ENT P

LAN

FUND

ING

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Inco

me

fro

m C

ont

inui

ng O

per

atio

ns

Rat

es &

Ann

ual C

harg

es54

,015

,182

56,0

10,6

6558

,081

,032

60,2

29,1

3162

,457

,918

64,7

70,4

6367

,169

,956

69,6

59,7

0772

,243

,155

74,8

26,7

13

Use

r C

harg

es &

Fee

s22

,648

,395

24,5

27,5

7826

,330

,016

27,7

02,9

5229

,261

,012

30,8

15,5

3932

,501

,279

34,1

31,9

8435

,757

,068

37,3

19,9

78

Inte

rest

& In

vest

men

t Rev

enue

4,3

86,3

93

4,5

08,3

29

4,6

36,6

88

4,7

31,9

75

4,8

58,5

13

4,9

19,3

70

4,9

81,2

40

5,0

44,1

40

5,1

08,0

85

5,1

08,0

85

Oth

er R

even

ues

1,7

22,4

10

1,7

99,4

17

1,8

34,5

11

1,8

70,7

51

1,9

08,1

73

1,9

46,8

15

1,9

86,7

20

2,0

27,9

27

2,0

41,9

20

2,0

44,2

59

Gra

nts

& C

ontr

ibut

ions

pro

vide

d fo

r O

pera

ting

Pur

pose

s 1

3,98

1,15

0 1

4,33

6,06

0 1

4,78

1,77

3 1

4,78

9,41

2 1

5,16

8,92

0 1

5,63

0,00

4 1

5,96

3,01

9 1

6,37

8,33

5 1

6,86

9,55

1 1

7,23

1,63

7

Gra

nts

& C

ontr

ibut

ions

pro

vide

d fo

r C

apita

l Pur

pose

s 1

3,15

9,42

8 1

0,08

2,01

3 8

,637

,698

8

,695

,204

8

,759

,586

8

,038

,897

6

,227

,532

6

,297

,883

6

,370

,345

6

,444

,980

Tota

l Inc

om

e fr

om

Co

ntin

uing

O

per

atio

ns

109,

912,

959

11

1,26

4,06

1

114,

301,

719

11

8,01

9,42

4

122,

414,

122

12

6,12

1,08

9

128,

829,

745

133

,539

,976

138,

390,

124

14

2,97

5,65

2

Exp

ense

s fr

om

Co

ntin

uing

Op

erat

ions

Em

ploy

ee B

enefi

ts &

On-

Cos

ts 3

9,22

9,40

6 4

0,85

3,17

9 4

3,13

2,19

7 4

4,79

0,78

3 4

6,72

9,79

6 4

8,84

3,08

1 5

0,95

4,30

5 5

3,15

7,29

0 5

5,45

5,03

1 5

7,85

2,65

5

Bor

row

ing

Cos

ts 3

,962

,122

4

,890

,006

6

,601

,756

6

,623

,671

6

,459

,218

6

,323

,013

6

,106

,525

5

,759

,944

5

,396

,811

5

,056

,153

Mat

eria

ls &

Con

trac

ts 3

3,98

8,05

4 2

9,99

0,54

2 3

0,63

4,27

5 3

0,51

0,01

5 3

0,20

5,15

3 3

0,72

4,96

5 3

0,77

1,93

9 3

1,45

4,43

6 3

0,99

4,71

8 3

0,76

1,17

3

Dep

reci

atio

n &

Am

ortis

atio

n 2

1,33

2,11

8 2

2,51

7,58

2 2

3,77

4,20

6 2

5,10

6,73

4 2

6,52

0,27

2 2

8,02

0,30

6 2

9,61

2,74

3 3

1,30

3,94

5 3

2,86

9,14

3 3

2,86

9,14

3

Oth

er E

xpen

ses

13,

335,

429

13,

720,

316

14,

166,

864

14,

605,

786

15,

165,

422

15,

741,

583

16,

386,

480

17,

065,

754

17,

719,

283

18,

415,

713

Tota

l Exp

ense

s fr

om

Co

ntin

uing

O

per

atio

ns

111,

847,

129

11

1,97

1,62

5

118,

309,

298

12

1,63

6,98

9

125,

079,

862

12

9,65

2,94

8

133,

831,

991

13

8,74

1,36

9

142,

434,

985

14

4,95

4,83

6

Net

Op

erat

ing

Pro

fit

/(Lo

ss) f

or

the

Year

(1,9

34,1

71)

(707

,564

) (4

,007

,578

) (3

,617

,565

) (2

,665

,740

) (3

,531

,860

) (5

,002

,246

) (5

,201

,393

) (4

,044

,861

) (1

,979

,184

)

Cap

ital

(Bal

ance

She

et) a

nd R

eser

ve M

ove

men

ts

Cap

ital E

xpen

ditu

re (5

0,62

1,93

8) (4

5,40

5,91

5) (2

7,37

2,61

5) (2

5,90

4,15

3) 4

1,58

5,83

5) (2

4,68

7,49

6)(2

7,54

4,93

0) (2

6,16

8,49

8) (2

0,36

3,38

1) (2

1,85

8,93

4)

Loan

Rep

aym

ents

(Ext

erna

l) (1

,939

,716

) (2

,564

,504

) (3

,526

,906

) (3

,792

,701

) (4

,097

,225

) (4

,491

,593

) (4

,885

,717

) (5

,232

,299

) (5

,593

,322

) (5

,882

,234

)

scenario 2.


scenario 2.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O 2

- ASS

ET M

ANAG

EMEN

T PLA

N FU

NDIN

GBU

DGET

20

13/1

4BU

DGET

20

14/1

5BU

DGET

20

15/1

6BU

DGET

20

16/1

7BU

DGET

20

17/1

8BU

DGET

20

18/1

9BU

DGET

20

19/2

0BU

DGET

20

20/2

1BU

DGET

20

21/2

2BU

DGET

20

22/2

3P

roce

eds

from

Sal

e of

inta

ngib

le &

ta

ngib

le A

sset

s 1

,628

,880

1

,667

,550

1

,567

,950

9

49,2

90

536

,280

6

95,5

50

509

,916

1

,045

,000

1

,045

,000

1

,045

,000

Net

Tra

nsfe

rs (t

o)/f

rom

Res

erve

s 2

5,43

4,82

7 1

7,29

9,73

1 1

01,0

12

(2,6

08,6

60)

11,

406,

798

(6,4

28,9

35)

(4,1

64,6

98)

(7,5

35,6

97)

(16,

133,

887)

(17,

525,

001)

Tota

l Cap

ital (

Bal

ance

She

et) a

nd

Res

erve

Mov

emen

ts (2

5,49

7,94

7) (2

9,00

3,13

7) (2

9,23

0,55

9) (3

1,35

6,22

4)(3

3,73

9,98

1) (3

4,91

2,47

4)(3

6,08

5,42

9) (3

7,89

1,49

4) (4

1,04

5,59

0) (4

4,22

1,16

8)

Net

Res

ult

(incl

udin

g

Dep

reci

atio

n &

Oth

er n

on-

cash

it

ems)

(27,

432,

118)

(29,

710,

701)

(33,

238,

137)

(34,

973,

790)

(36,

405,

721)

(38,

444,

333)

(41,

087,

674)

(43,

092,

887)

(45,

090,

451)

(46,

200,

353)

Add

bac

k D

epre

ciat

ion

Exp

ense

(n

on-c

ash)

21,

332,

118

22,

517,

582

23,

774,

206

25,

106,

734

26,

520,

272

28,

020,

306

29,

612,

743

31,

303,

945

32,

869,

143

32,

869,

143

Cas

h B

udg

et S

urp

lus/

(Defi

cit)

(6,1

00,0

00)

(7,1

93,1

20)

(9,4

63,9

32)

(9,8

67,0

56)

(9,8

85,4

49)

(10,

424,

027)

(11,

474,

932)

(11,

788,

942)

(12,

221,

308)

(13,

331,

210)


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

($1,082K) ($2,261k) ($3,544K) ($4,939K) ($5,087K) ($5,240K) ($5,397K) ($5,589K) ($5,726K)

SCENARIO 3 SPECIAL RATE VARIATION FUNDING (srv) – EXECUTIVE SUMMARYCouncil’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.

scenario 3.

scenario 3.


scenario 3.LO

NG TE

RM FI

NANC

IAL P

LAN

- 6 %

SPEC

IAL R

ATE V

ARIA

TION

TO 2

017/

18BU

DGET

20

13/1

4BU

DGET

20

14/1

5BU

DGET

20

15/1

6BU

DGET

20

16/1

7BU

DGET

20

17/1

8BU

DGET

20

18/1

9BU

DGET

20

19/2

0BU

DGET

20

20/2

1BU

DGET

20

21/2

2BU

DGET

20

22/2

3

Inco

me

fro

m C

ont

inui

ng O

per

atio

ns

Rat

es &

Ann

ual C

harg

es 5

4,01

5,18

2 5

7,09

2,43

5 6

0,34

1,93

1 6

3,77

3,33

2 6

7,39

6,85

0 6

9,85

7,56

4 7

2,40

9,66

9 7

5,05

6,61

2 7

7,80

1,96

7 8

0,55

2,28

9

Use

r C

harg

es &

Fee

s 2

2,64

8,39

5 2

4,52

7,57

8 2

6,33

0,01

6 2

7,70

2,95

2 2

9,26

1,01

2 3

0,81

5,53

9 3

2,50

1,27

9 3

4,13

1,98

4 3

5,75

7,06

8 3

7,31

9,97

8

Inte

rest

& In

vest

men

t Rev

enue

4,3

86,3

93

4,5

08,3

29

4,6

36,6

88

4,7

31,9

75

4,8

58,5

13

4,9

19,3

70

4,9

81,2

40

5,0

44,1

40

5,1

08,0

85

5,1

08,0

85

Oth

er R

even

ues

1,7

22,4

10

1,7

99,4

17

1,8

34,5

11

1,8

70,7

51

1,9

08,1

73

1,9

46,8

15

1,9

86,7

20

2,0

27,9

27

2,0

41,9

20

2,0

44,2

59

Gra

nts

& C

ontr

ibut

ions

pro

vide

d fo

r O

pera

ting

Pur

pose

s

13,

981,

150

1

4,33

6,06

0

14,

781,

773

1

4,78

9,41

2

15,

168,

920

1

5,63

0,00

4

15

,963

,019

16,

378,

335

1

6,86

9,55

1

17,

231,

637

Gra

nts

& C

ontr

ibut

ions

pro

vide

d fo

r C

apita

l Pur

pose

s

13,

159,

428

1

0,08

2,01

3

8

,637

,698

8

,695

,204

8

,759

,586

8

,038

,897

6,22

7,53

2

6

,297

,883

6

,370

,345

6

,444

,980

Tota

l Inc

om

e fr

om

Co

ntin

uing

O

per

atio

ns

10

9,91

2,95

9

11

2,34

5,83

1

11

6,56

2,61

8

12

1,56

3,62

5

12

7,35

3,05

4

13

1,20

8,18

9

13

4,06

9,45

9

13

8,93

6,88

1

14

3,94

8,93

6

14

8,70

1,22

8

Exp

ense

s fr

om

Co

ntin

uing

Op

erat

ions

Em

ploy

ee B

enefi

ts &

On-

Cos

ts 3

9,22

9,40

6 4

0,85

3,17

9 4

2,81

8,82

9 4

4,46

3,78

4 4

6,38

8,57

2 4

8,48

6,11

4 5

0,58

1,84

9 5

2,76

8,67

2 5

5,04

9,54

7 5

7,42

9,57

1

Bor

row

ing

Cos

ts

3

,962

,122

4

,890

,006

6

,601

,756

6

,623

,671

6

,459

,218

6

,323

,013

6,10

6,52

5

5

,759

,944

5

,396

,811

5

,056

,153

Mat

eria

ls &

Con

trac

ts 2

8,88

8,05

4 2

4,89

0,54

2 2

5,53

4,27

5 2

5,41

0,01

5 2

5,10

5,15

3 2

5,62

4,96

5 2

5,67

1,93

9 2

6,35

4,43

6 2

5,89

4,71

8 2

5,66

1,17

3

Dep

reci

atio

n &

Am

ortis

atio

n 2

1,33

2,11

8 2

2,51

7,58

2 2

3,77

4,20

6 2

5,10

6,73

4 2

6,52

0,27

2 2

8,02

0,30

6 2

9,61

2,74

3 3

1,30

3,94

5 3

2,86

9,14

3 3

2,86

9,14

3

Oth

er E

xpen

ses

13,

335,

429

13,

720,

316

14,

166,

864

14,

605,

786

15,

165,

422

15,

741,

583

16,

386,

480

17,

065,

754

17,

719,

283

18,

415,

713

Tota

l Exp

ense

s fro

m C

ontin

uing

O

pera

tions

106,

747,

129

106,

871,

625

113,

209,

298

116,

536,

989

119,

979,

862

124,

552,

948

128,

731,

991

133,

641,

369

1

37,3

34,9

85

139,

854,

836

Net

Op

erat

ing

Pro

fit

/(Lo

ss) f

or

the

Year

3,

165,

829

5,

474,

205

3,

353,

320

5,

026,

636

7,

373,

193

6,

655,

241

5,

337,

468

5,

295,

512

6,

613,

951

8,

846,

392

Cap

ital

(Bal

ance

She

et) a

nd R

eser

ve M

ove

men

ts

Cap

ital E

xpen

ditu

re (4

9,62

1,93

8) (4

4,25

0,91

5) (2

6,03

8,59

0) (2

4,36

3,35

5) (3

9,80

6,21

2) (2

2,63

2,03

2) (2

5,17

0,86

9) (2

3,42

6,45

8) (1

7,19

6,32

4) (1

8,20

0,98

3)

Loan

Rep

aym

ents

(Ext

erna

l) (1

,939

,716

) (2

,564

,504

) (3

,526

,906

) (3

,792

,701

) (4

,097

,225

) (4

,491

,593

) (4

,885

,717

) (5

,232

,299

) (5

,593

,322

) (5

,882

,234

)

Pro

ceed

s fro

m S

ale

of in

tang

ible

&

tang

ible

Ass

ets

1,6

28,8

80

1,6

67,5

50

1,5

67,9

50

949

,290

5

36,2

80

695

,550

5

09,9

16

1,0

45,0

00

1,0

45,0

00

1,0

45,0

00


LONG

TERM

FINA

NCIA

L PLA

N - 6

% SP

ECIA

L RAT

E VAR

IATI

ON TO

201

7/18

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Net

Tra

nsfe

rs (t

o)/f

rom

Res

erve

s 2

5,43

4,82

7 1

7,29

9,73

1 1

01,0

12

(2,6

08,6

60)

11,

406,

798

(6,4

28,9

35)

(4,1

64,6

98)

(7,5

35,6

97)

(16,

133,

887)

(17,

525,

001)

Tota

l Cap

ital

(Bal

ance

She

et) a

nd

Res

erve

Mo

vem

ents

(24,

497,

947)

(27,

848,

137)

(27,

896,

534)

(29,

815,

426)

(31,

960,

359)

32,

857,

010)

(33,

711,

367)

(35,

149,

454)

(37,

878,

533)

(40,

563,

217)

Net

Res

ult

(incl

udin

g

Dep

reci

atio

n &

Oth

er n

on-

cash

it

ems)

(21,

332,

118)

(22,

373,

932)

(24,

543,

214)

(24,

788,

789)

(24,

587,

166)

(26,

201,

769)

(28,

373,

900)

(29,

853,

942)

(31,

264,

582)

(31,

716,

825)

Ad

d b

ack

Dep

reci

atio

n E

xpen

se

(no

n-ca

sh)

21,

332,

118

22,

517,

582

23,

774,

206

25,

106,

734

26,

520,

272

28,

020,

306

29,

612,

743

31,

303,

945

32,

869,

143

32,

869,

143

Cas

h B

udg

et S

urp

lus/

(Defi

cit)

-

14

3,65

0

(769

,008

)

31

7,94

5

1,93

3,10

6

1,81

8,53

7

1,23

8,84

3

1,45

0,00

4

1,60

4,56

1

1,15

2,31

7

scenario 3.


peformance measures.

performancemeasures.PERFORMANCE MEASURESCouncil 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 RatioThe 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 RatioThe 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 Coverage RatioThe 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.

Rates & Annual Charges Outstanding PercentageThe 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 RatioThe 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 PlanAn 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.


APPENDICESThe 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

appendices.

long term financial planAPPENDICES.


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- EXE

CUTI

VE SU

MM

ARY

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Inco

me

fro

m C

ont

inui

ng O

per

atio

ns

Rat

es &

Ann

ual C

harg

es54

,015

,182

56,0

10,6

6558

,081

,032

60,2

29,1

3162

,457

,918

64,7

70,4

6367

,169

,956

69,6

59,7

0772

,243

,155

74,8

26,7

13

Use

r C

harg

es &

Fee

s22

,648

,395

24,5

27,5

7826

,330

,016

27,7

02,9

5229

,261

,012

30,8

15,5

3932

,501

,279

34,1

31,9

8435

,757

,068

37,3

19,9

78

Inte

rest

& In

vest

men

t R

even

ue 4

,386

,393

4

,508

,329

4

,636

,688

4

,731

,975

4

,858

,513

4

,919

,370

4

,981

,240

5

,044

,140

5

,108

,085

5

,108

,085

Oth

er R

even

ues

1,7

22,4

10

1,7

99,4

17

1,8

34,5

11

1,8

70,7

51

1,9

08,1

73

1,9

46,8

15

1,9

86,7

20

2,0

27,9

27

2,0

41,9

20

2,0

44,2

59

Gra

nts

& C

ontr

ibut

ions

pr

ovid

ed fo

r O

pera

ting

Pur

pose

s

13,

981,

150

14,

336,

060

14,

781,

773

14,

789,

412

15,

168,

920

15,

630,

004

15,

963,

019

16,

378,

335

16,

869,

551

17,

231,

637

Gra

nts

& C

ontr

ibut

ions

pr

ovid

ed fo

r C

apita

l P

urpo

ses

13,

159,

428

10,

082,

013

8,6

37,6

98

8,6

95,2

04

8,7

59,5

86

8,0

38,8

97

6,2

27,5

32

6,2

97,8

83

6,3

70,3

45

6,4

44,9

80

Tota

l Inc

om

e fr

om

C

ont

inui

ng O

per

atio

ns 1

09,9

12,9

59

111

,264

,061

1

14,3

01,7

19

118

,019

,424

1

22,4

14,1

22

126

,121

,089

1

28,8

29,7

45

133

,539

,976

1

38,3

90,1

24

142

,975

,652

Exp

ense

s fr

om

Co

ntin

uing

Op

erat

ions

Em

ploy

ee B

enefi

ts &

On-

Cos

ts 3

9,22

9,40

6 4

0,85

3,17

9 4

3,13

2,19

7 4

4,79

0,78

3 4

6,72

9,79

6 4

8,84

3,08

1 5

0,95

4,30

5 5

3,15

7,29

0 5

5,45

5,03

1 5

7,85

2,65

5

Bor

row

ing

Cos

ts 3

,962

,122

4

,890

,006

6

,601

,756

6

,623

,671

6

,459

,218

6

,323

,013

6

,106

,525

5

,759

,944

5

,396

,811

5

,056

,153

Mat

eria

ls &

Con

trac

ts 2

8,88

8,05

4 2

4,89

0,54

2 2

5,53

4,27

5 2

5,41

0,01

5 2

5,10

5,15

3 2

5,62

4,96

5 2

5,67

1,93

9 2

6,35

4,43

6 2

5,89

4,71

8 2

5,66

1,17

3

Dep

reci

atio

n &

A

mor

tisat

ion

21,

332,

118

22,

517,

582

23,

774,

206

25,

106,

734

26,

520,

272

28,

020,

306

29,

612,

743

31,

303,

945

32,

869,

143

32,

869,

143

Oth

er E

xpen

ses

13,

335,

429

13,

720,

316

14,

166,

864

14,

605,

786

15,

165,

422

15,

741,

583

16,

386,

480

17,

065,

754

17,

719,

283

18,

415,

713

Tota

l Exp

ense

s fro

m

Con

tinui

ng O

pera

tions

106

,747

,129

1

06,8

71,6

25

113

,209

,298

1

16,5

36,9

89

119

,979

,862

1

24,5

52,9

48

128

,731

,991

1

33,6

41,3

69

137

,334

,985

1

39,8

54,8

36

Net

Op

erat

ing

Pro

fit

/(L

oss

) fo

r th

e Ye

ar 3

,165

,829

4

,392

,436

1

,092

,422

1

,482

,435

2

,434

,260

1

,568

,140

9

7,75

4 (1

01,3

93)

1,0

55,1

39

3,1

20,8

16

Cap

ital

(Bal

ance

She

et) a

nd R

eser

ve M

ove

men

ts

appendix 1.


appendix 1.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - E

XECU

TIVE

SUM

MAR

Y

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Cap

ital E

xpen

ditu

re (4

9,62

1,93

8) (4

4,25

0,91

5) (2

6,03

8,59

0) (2

4,36

3,35

5) (3

9,80

6,21

2) (2

2,63

2,03

2) (2

5,17

0,86

9) (2

3,42

6,45

8) (1

7,19

6,32

4) (1

8,20

0,98

3)

Loan

Rep

aym

ents

(E

xter

nal)

(1,9

39,7

16)

(2,5

64,5

04)

(3,5

26,9

06)

(3,7

92,7

01)

(4,0

97,2

25)

(4,4

91,5

93)

(4,8

85,7

17)

(5,2

32,2

99)

(5,5

93,3

22)

(5,8

82,2

34)

Pro

ceed

s fro

m S

ale

of

inta

ngib

le &

tang

ible

A

sset

s

1,6

28,8

80

1,6

67,5

50

1,5

67,9

50

949

,290

5

36,2

80

695

,550

5

09,9

16

1,0

45,0

00

1,0

45,0

00

1,0

45,0

00

Net

Tra

nsfe

rs (t

o)/f

rom

R

eser

ves

25,

434,

827

17,

299,

731

101

,012

(2

,608

,660

) 1

1,40

6,79

8 (6

,428

,935

) (4

,164

,698

) (7

,535

,697

) (1

6,13

3,88

7) (1

7,52

5,00

1)

Tota

l Cap

ital

(Bal

ance

S

heet

) and

Res

erve

M

ove

men

ts

(24,

497,

947)

(27,

848,

137)

(27,

896,

534)

(29,

815,

426)

(31,

960,

359)

(32,

857,

010)

(33,

711,

367)

(35,

149,

454)

(37,

878,

533)

(40,

563,

217)

Net

Res

ult

(incl

udin

g

Dep

reci

atio

n &

Oth

er

non-

cash

item

s)

(21,

332,

118)

(23,

455,

701)

(26,

804,

112)

(28,

332,

991)

(29,

526,

098)

(31,

288,

869)

(33,

613,

613)

(35,

250,

847)

(36,

823,

394)

(37,

442,

402)

Add

bac

k D

epre

ciat

ion

Exp

ense

(non

-cas

h) 2

1,33

2,11

8 2

2,51

7,58

2 2

3,77

4,20

6 2

5,10

6,73

4 2

6,52

0,27

2 2

8,02

0,30

6 2

9,61

2,74

3 3

1,30

3,94

5 3

2,86

9,14

3 3

2,86

9,14

3

Cas

h B

udg

et S

urp

lus/

(Defi

cit)

0

(938

,120

) (3

,029

,907

) (3

,226

,257

) (3

,005

,827

) (3

,268

,563

) (4

,000

,870

) (3

,946

,901

) (3

,954

,251

) (4

,573

,259

)


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

BUDG

ETED

INCO

ME S

TATE

MEN

TBU

DGET

20

13/1

4BU

DGET

20

14/1

5BU

DGET

20

15/1

6BU

DGET

20

16/1

7BU

DGET

20

17/1

8BU

DGET

20

18/1

9BU

DGET

20

19/2

0BU

DGET

20

20/2

1BU

DGET

20

21/2

2BU

DGET

20

22/2

3In

com

e fr

om

Co

ntin

uing

Op

erat

ions

Rev

enue

Rat

es &

Ann

ual C

harg

es54

,015

,182

56,0

10,6

6558

,081

,032

60,2

29,1

3162

,457

,918

64,7

70,4

6367

,169

,956

69,6

59,7

0772

,243

,155

74,8

26,7

13

Use

r C

harg

es &

Fee

s22

,648

,395

24,5

27,5

7826

,330

,016

27,7

02,9

5229

,261

,012

30,8

15,5

3932

,501

,279

34,1

31,9

8435

,757

,068

37,3

19,9

78

Inte

rest

& In

vest

men

t R

even

ue 4

,386

,393

4

,508

,329

4

,636

,688

4

,731

,975

4

,858

,513

4

,919

,370

4

,981

,240

5

,044

,140

5

,108

,085

5

,108

,085

Oth

er R

even

ues

1,7

22,4

10

1,7

99,4

17

1,8

34,5

11

1,8

70,7

51

1,9

08,1

73

1,9

46,8

15

1,9

86,7

20

2,0

27,9

27

2,0

41,9

20

2,0

44,2

59

Gra

nts

& C

ontr

ibut

ions

pr

ovid

ed fo

r O

pera

ting

Pur

pose

s

13,

981,

150

14,

336,

060

14,

781,

773

14,

789,

412

15,

168,

920

15,

630,

004

15,

963,

019

16,

378,

335

16,

869,

551

17,

231,

637

Gra

nts

& C

ontr

ibut

ions

pr

ovid

ed fo

r C

apita

l P

urpo

ses

13,

159,

428

10,

082,

013

8,6

37,6

98

8,6

95,2

04

8,7

59,5

86

8,0

38,8

97

6,2

27,5

32

6,2

97,8

83

6,3

70,3

45

6,4

44,9

80

Oth

er In

com

e

Net

gai

ns fr

om th

e di

spos

al o

f ass

ets

-

-

-

-

-

-

-

-

-

-

Join

t Ven

ture

s &

A

ssoc

iate

d E

ntiti

es -

-

-

-

-

-

-

-

-

-

Tota

l Inc

om

e fr

om

C

ont

inui

ng O

per

atio

ns 1

09,9

12,9

59

111

,264

,061

1

14,3

01,7

19

118

,019

,424

1

22,4

14,1

22

126

,121

,089

1

28,8

29,7

45

133

,539

,976

1

38,3

90,1

24

142

,975

,652

Exp

ense

s fr

om

Co

ntin

uing

Op

erat

ions

Em

ploy

ee B

enefi

ts &

On-

Cos

ts 3

9,22

9,40

6 4

0,85

3,17

9 4

3,13

2,19

7 4

4,79

0,78

3 4

6,72

9,79

6 4

8,84

3,08

1 5

0,95

4,30

5 5

3,15

7,29

0 5

5,45

5,03

1 5

7,85

2,65

5

Bor

row

ing

Cos

ts 3

,962

,122

4

,890

,006

6

,601

,756

6

,623

,671

6

,459

,218

6

,323

,013

6

,106

,525

5

,759

,944

5

,396

,811

5

,056

,153

Mat

eria

ls &

Con

trac

ts 2

8,88

8,05

4 2

4,89

0,54

2 2

5,53

4,27

5 2

5,41

0,01

5 2

5,10

5,15

3 2

5,62

4,96

5 2

5,67

1,93

9 2

6,35

4,43

6 2

5,89

4,71

8 2

5,66

1,17

3

Dep

reci

atio

n &

A

mor

tisat

ion

21,

332,

118

22,

517,

582

23,

774,

206

25,

106,

734

26,

520,

272

28,

020,

306

29,

612,

743

31,

303,

945

32,

869,

143

32,

869,

143

Impa

irmen

t -

-

-

-

-

-

-

-

-

-

appendix 2.


appendix 2.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

OBU

DGET

ED IN

COM

E STA

TEM

ENT

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Oth

er E

xpen

ses

13,

335,

429

13,

720,

316

14,

166,

864

14,

605,

786

15,

165,

422

15,

741,

583

16,

386,

480

17,

065,

754

17,

719,

283

18,

415,

713

Inte

rest

& In

vest

men

t Lo

sses

-

-

-

-

-

-

-

-

-

-

Net

Los

ses

from

the

Dis

posa

l of A

sset

s -

-

-

-

-

-

-

-

-

-

Join

t Ven

ture

s &

A

ssoc

iate

d E

ntiti

es -

-

-

-

-

-

-

-

-

-

Tota

l Exp

ense

s fr

om

C

ont

inui

ng O

per

atio

ns 1

06,7

47,1

29

106

,871

,625

1

13,2

09,2

98

116

,536

,989

1

19,9

79,8

62

124

,552

,948

1

28,7

31,9

91

133

,641

,369

1

37,3

34,9

85

139

,854

,836

Op

erat

ing

Res

ult

fro

m

Co

ntin

uing

Op

erat

ions

3,1

65,8

29

4,3

92,4

36

1,0

92,4

22

1,4

82,4

35

2,4

34,2

60

1,5

68,1

40

97,

754

(101

,393

) 1

,055

,139

3

,120

,816

Dis

cont

inue

d O

pera

tions

-

Pro

fit/(L

oss)

-

-

-

-

-

-

-

-

-

-

Net

Pro

fit/(L

oss)

from

D

isco

ntin

ued

Ope

ratio

ns -

-

-

-

-

-

-

-

-

-

Net

Op

erat

ing

Res

ult

for

the

Year

3,1

65,8

29

4,3

92,4

36

1,0

92,4

22

1,4

82,4

35

2,4

34,2

60

1,5

68,1

40

97,

754

(101

,393

) 1

,055

,139

3

,120

,816

Net

Ope

ratin

g R

esul

t be

fore

Gra

nts

and

Con

trib

utio

ns p

rovi

ded

for

Cap

ital

Pur

po

ses

(9,9

93,5

99)

(5,6

89,5

77)

(7,5

45,2

77)

(7,2

12,7

69)

(6,3

25,3

25)

(6,4

70,7

57)

(6,1

29,7

78)

(6,3

99,2

76)

(5,3

15,2

06)

(3,3

24,1

65)


appendix 3.LO

NG TE

RM FI

NANC

IAL P

LAN

- BA

SE C

ASE S

CENA

RIO

- BAL

ANCE

SHEE

T FOR

ECAS

TS

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

AS

SE

TS

Cur

rent

Ass

ets

Cas

h &

Cas

h E

quiv

alen

ts 6

,252

,606

2

,814

,740

2

,929

,196

3

,676

,455

-

3

,223

,264

2

,326

,647

4

,207

,150

1

4,28

1,08

9 2

5,46

3,33

8

Inve

stm

ents

17,

139,

537

17,

139,

537

17,

070,

948

16,

863,

456

14,

670,

287

14,

670,

287

14,

670,

287

14,

670,

287

14,

670,

287

14,

670,

287

Rec

eiva

bles

12,

467,

858

12,

412,

283

12,

759,

432

13,

159,

111

13,

559,

966

13,

936,

674

14,

099,

960

14,

584,

159

15,

163,

563

15,

706,

330

Inve

ntor

ies

3,1

31,1

76

2,7

51,7

53

2,8

15,2

49

2,8

21,5

48

2,8

09,5

98

2,8

65,1

80

2,8

83,7

34

2,9

52,4

05

2,9

34,0

72

2,9

31,1

91

Oth

er 3

05,0

08

279

,425

2

87,4

29

287

,749

2

88,0

11

295

,712

2

99,5

58

309

,626

3

08,4

54

310

,061

Non

-cur

rent

as

sets

cl

assi

fied

as

"hel

d fo

r sa

le"

200

,000

2

00,0

00

200

,000

2

00,0

00

200

,000

2

00,0

00

200

,000

2

00,0

00

200

,000

2

00,0

00

Tota

l C

urre

nt

Ass

ets

39,

496,

185

35,

597,

738

36,

062,

254

37,

008,

319

31,

527,

863

35,

191,

118

34,

480,

187

36,

923,

627

47,

557,

465

59,

281,

207

No

n-C

urre

nt A

sset

s

Inve

stm

ents

32,

162,

256

32,

162,

256

31,

956,

489

31,

334,

011

24,

754,

506

24,

754,

506

24,

754,

506

24,

754,

506

24,

754,

506

24,

754,

506

Rec

eiva

bles

662

,000

6

62,0

00

662

,000

6

62,0

00

662

,000

6

62,0

00

662

,000

6

62,0

00

662

,000

6

62,0

00

Infra

stru

ctur

e,

Pro

pert

y,

Pla

nt &

E

quip

men

t

1,3

84,3

70,5

28

1,40

2,07

6,87

2 1,

402,

773,

307

1,4

01,0

80,6

38

1,4

13,8

30,2

98

1,4

07,7

46,4

75

1,40

2,79

4,68

5 1,

393,

872,

197

1,3

77,1

54,3

79

1,3

61,4

41,2

19

Inve

stm

ents

A

cco

unte

d

for

usin

g

the

equi

ty

met

hod

1,8

36,0

00

1,8

36,0

00

1,8

36,0

00

1,8

36,0

00

1,8

36,0

00

1,8

36,0

00

1,8

36,0

00

1,8

36,0

00

1,8

36,0

00

1,8

36,0

00

Inve

stm

ent

Pro

pert

y 4

,405

,000

4

,405

,000

4

,405

,000

4

,405

,000

4

,405

,000

4

,405

,000

4

,405

,000

4

,405

,000

4

,405

,000

4

,405

,000

Tota

l No

n-C

urre

nt

Ass

ets

1,4

23,4

35,7

85

1,44

1,14

2,12

9 1,

441,

632,

796

1,4

39,3

17,6

49

1,4

45,4

87,8

05

1,4

39,4

03,9

81

1,43

4,45

2,19

1 1,

425,

529,

703

1,4

08,8

11,8

85

1,3

93,0

98,7

25

TO

TAL

AS

SE

TS

1,4

62,9

31,9

70

1,47

6,73

9,86

7 1,

477,

695,

050

1,4

76,3

25,9

68

1,4

77,0

15,6

68

1,4

74,5

95,0

99

1,46

8,93

2,37

8 1,

462,

453,

331

1,4

56,3

69,3

50

1,4

52,3

79,9

32


LONG

TERM

FINA

NCIA

L PLA

N -

BASE

CAS

E SCE

NARI

O - B

ALAN

CE SH

EET F

OREC

ASTS

BU

DGET

20

13/1

4BU

DGET

20

14/1

5BU

DGET

20

15/1

6BU

DGET

20

16/1

7BU

DGET

20

17/1

8BU

DGET

20

18/1

9BU

DGET

20

19/2

0BU

DGET

20

20/2

1BU

DGET

20

21/2

2BU

DGET

20

22/2

3

LIA

BIL

ITIE

S

Cur

rent

Lia

bili

ties

Ban

k O

verd

raft

-

-

-

-

37,

344

-

-

-

-

-

Pay

able

s 2

3,99

1,21

7 2

5,41

9,17

7 2

4,97

5,51

2 2

4,48

3,36

2 2

4,53

6,15

0 2

3,63

6,54

4 2

2,76

1,78

6 2

1,61

6,43

1 2

0,07

0,63

3 1

8,84

2,63

3

Bor

row

ings

535

,621

5

75,5

79

618

,517

6

64,6

59

714

,243

4

,885

,717

5

,232

,299

5

,593

,322

5

,882

,234

6

,212

,749

Pro

visi

ons

14,

326,

967

14,

326,

967

14,

326,

967

14,

326,

967

14,

326,

967

14,

326,

967

14,

326,

967

14,

326,

967

14,

326,

967

14,

326,

967

Tota

l Cur

rent

Li

abilit

ies

38,

853,

805

40,

321,

722

39,

920,

995

39,

474,

988

39,

614,

703

42,

849,

228

42,

321,

051

41,

536,

719

40,

279,

833

39,

382,

348

No

n-C

urre

nt L

iab

iliti

es

Bor

row

ings

85,

356,

437

93,

303,

980

93,

567,

469

91,

161,

959

89,

277,

683

82,

054,

449

76,

822,

150

71,

228,

829

65,

346,

595

59,

133,

846

Pro

visi

ons

10,

653,

033

10,

653,

033

10,

653,

033

10,

653,

033

10,

653,

033

10,

653,

033

10,

653,

033

10,

653,

033

10,

653,

033

10,

653,

033

Tota

l Non

-C

urre

nt

Liab

ilitie

s 9

6,00

9,47

0 1

03,9

57,0

13

104

,220

,502

1

01,8

14,9

92

99,

930,

717

92,

707,

483

87,

475,

184

81,

881,

862

75,

999,

628

69,

786,

880

TO

TAL

LIA

BIL

ITIE

S 1

34,8

63,2

75

144

,278

,735

1

44,1

41,4

97

141

,289

,980

1

39,5

45,4

20

135

,556

,711

1

29,7

96,2

35

123

,418

,581

1

16,2

79,4

61

109

,169

,228

Net

Ass

ets

1,3

28,0

68,6

95

1,33

2,46

1,13

1 1,

333,

553,

553

1,3

35,0

35,9

88

1,3

37,4

70,2

48

1,3

39,0

38,3

88

1,33

9,13

6,14

3 1,

339,

034,

750

1,3

40,0

89,8

89

1,3

43,2

10,7

04

EQ

UIT

Y

Ret

aine

d E

arni

ngs

776

,248

,695

7

80,6

41,1

31

781

,733

,553

7

83,2

15,9

88

785

,650

,248

7

87,2

18,3

88

787

,316

,143

7

87,2

14,7

50

788

,269

,889

7

91,3

90,7

04

Rev

alua

tion

Res

erve

s 5

51,8

20,0

00

551

,820

,000

5

51,8

20,0

00

551

,820

,000

5

51,8

20,0

00

551

,820

,000

5

51,8

20,0

00

551

,820

,000

5

51,8

20,0

00

551

,820

,000

Cou

ncil

Equ

ity

Inte

rest

1,3

28,0

68,6

95

1,33

2,46

1,13

1 1,

333,

553,

553

1,3

35,0

35,9

88

1,3

37,4

70,2

48

1,3

39,0

38,3

88

1,33

9,13

6,14

3 1,

339,

034,

750

1,3

40,0

89,8

89

1,3

43,2

10,7

04

Min

ority

E

quity

In

tere

st

-

-

-

-

-

-

-

-

-

-

Tota

l Eq

uity

1,3

28,0

68,6

95

1,3

32,4

61,1

31

1,3

33,5

53,5

53

1,3

35,0

35,9

88

1,3

37,4

70,2

48

1,3

39,0

38,3

88

1,3

39,1

36,1

43

1,3

39,0

34,7

50

1,3

40,0

89,8

89

1,3

43,2

10,7

04

appendix 3.


appendix 4.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - C

ASHF

LOW

STAT

EMEN

T FOR

ECAS

TSBU

DGET

20

13/1

4BU

DGET

20

14/1

5BU

DGET

20

15/1

6BU

DGET

20

16/1

7BU

DGET

20

17/1

8BU

DGET

20

18/1

9BU

DGET

20

19/2

0BU

DGET

20

20/2

1BU

DGET

20

21/2

2BU

DGET

20

22/2

3C

ash

Flo

ws

fro

m O

per

atin

g A

ctiv

itie

s

Rec

eip

ts:

Rat

es &

A

nnua

l C

harg

es54

,015

,182

56,0

10,6

6558

,081

,032

60,2

29,1

3162

,457

,918

64,7

70,4

6367

,169

,956

69,6

59,7

0772

,243

,155

74,8

26,7

13

Use

r C

harg

es

& F

ees

22,6

48,3

9524

,527

,578

26,3

30,0

1627

,702

,952

29,2

61,0

1230

,815

,539

32,5

01,2

7934

,131

,984

35,7

57,0

6837

,319

,978

Inte

rest

&

Inve

stm

ent

Rev

enue

R

ecei

ved

4,2

49,9

49

4,5

26,2

61

4,6

03,5

86

4,7

09,4

57

4,8

91,0

02

4,8

62,9

99

5,0

14,4

17

5,0

30,2

02

4,9

77,3

32

4,9

65,0

58

Gra

nts

&

Con

trib

utio

ns 2

8,00

6,90

9 2

4,82

5,46

1 2

3,47

3,75

1 2

3,47

7,85

0 2

3,89

9,94

8 2

3,73

7,13

1 2

2,36

8,22

7 2

2,64

4,99

0 2

3,20

3,91

3 2

3,64

7,80

4

Oth

er 1

,405

,646

1

,704

,911

1

,768

,474

1

,794

,441

1

,822

,651

1

,871

,830

1

,925

,179

1

,935

,968

1

,983

,977

2

,003

,747

Pay

men

ts:

Em

ploy

ee

Ben

efits

& O

n-C

osts

(39,

221,

991)

(41,

044,

198)

(43,

132,

197)

(44,

790,

783)

(46,

729,

796)

(48,

843,

081)

(50,

954,

305)

(53,

157,

290)

(55,

455,

031)

(57,

852,

655)

Mat

eria

ls &

C

ontr

acts

(28,

878,

553)

(24,

815,

629)

(25,

504,

692)

(25,

381,

226)

(25,

064,

343)

(25,

585,

899)

(25,

626,

333)

(26,

307,

730)

(25,

848,

636)

(25,

610,

974)

Bor

row

ing

Cos

ts 1

,570

,010

(2

,543

,322

) (6

,358

,912

) (7

,102

,982

) (6

,781

,365

) (6

,966

,605

) (7

,240

,393

) (6

,973

,472

) (6

,692

,799

) (6

,413

,483

)

Bon

ds &

D

epos

its

Ref

unde

d -

-

-

-

-

-

-

-

-

-

Oth

er (1

3,33

5,42

9) (1

3,72

0,31

6) (1

4,16

6,86

4) (1

4,60

5,78

6) (1

5,16

5,42

2) (1

5,74

1,58

3) (1

6,38

6,48

0) (1

7,06

5,75

4) (1

7,71

9,28

3) (1

8,41

5,71

3)

Net

Cas

h pr

ovid

ed

(or

used

in)

Ope

ratin

g A

ctiv

ities

29,

617,

632

29,

176,

180

24,

799,

006

25,

764,

110

28,

302,

658

28,

625,

741

28,

460,

059

29,

584,

378

32,

128,

775

34,

172,

825

Cas

h Fl

ow

s fr

om

Inve

stin

g A

ctiv

itie

s


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- CAS

HFLO

W ST

ATEM

ENT F

OREC

ASTS

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Rec

eip

ts:

Sal

e of

In

vest

men

t S

ecur

ities

-

-

274

,356

8

29,9

71

8,7

72,6

73

-

-

-

-

-

Sal

e of

In

frast

ruct

ure,

P

rope

rty,

Pla

nt

& E

quip

men

t

1,6

28,8

80

1,6

67,5

50

1,5

67,9

50

949

,290

5

36,2

80

695

,550

5

09,9

16

1,0

45,0

00

1,0

45,0

00

1,0

45,0

00

Pay

men

ts:

Pur

chas

e of

In

frast

ruct

ure,

P

rope

rty,

Pla

nt

& E

quip

men

t

(50,

741,

348)

(42,

269,

097)

(26,

833,

283)

(24,

436,

744)

(39,

490,

719)

(23,

008,

922)

(24,

980,

875)

(23,

516,

577)

(17,

506,

514)

(18,

153,

342)

Net

Cas

h pr

ovid

ed

(or

used

in)

Inve

stin

g A

ctiv

ities

(49,

112,

468)

(40,

601,

547)

(24,

990,

977)

(22,

657,

483)

(30,

181,

766)

(22,

313,

372)

(24,

470,

959)

(22,

471,

577)

(16,

461,

514)

(17,

108,

342)

Cas

h Fl

ow

s fr

om

Fin

anci

ng A

ctiv

itie

s

Rec

eip

ts:

Pro

ceed

s fro

m

Bor

row

ings

&

Adv

ance

s 2

1,53

3,89

5 1

0,55

2,00

5 3

,833

,333

1

,433

,333

2

,262

,533

1

,439

,833

-

-

-

-

Pay

men

ts:

Rep

aym

ent o

f B

orro

win

gs &

A

dvan

ces

(1,9

39,7

16)

(2,5

64,5

04)

(3,5

26,9

06)

(3,7

92,7

01)

(4,0

97,2

25)

(4,4

91,5

93)

(4,8

85,7

17)

(5,2

32,2

99)

(5,5

93,3

22)

(5,8

82,2

34)

appendix 4.


appendix 4.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - C

ASHF

LOW

STAT

EMEN

T FOR

ECAS

TSBU

DGET

20

13/1

4BU

DGET

20

14/1

5BU

DGET

20

15/1

6BU

DGET

20

16/1

7BU

DGET

20

17/1

8BU

DGET

20

18/1

9BU

DGET

20

19/2

0BU

DGET

20

20/2

1BU

DGET

20

21/2

2BU

DGET

20

22/2

3N

et C

ash

Flo

w

pro

vid

ed

(use

d in

) Fi

nanc

ing

A

ctiv

itie

s

19,

594,

179

7,9

87,5

01

306

,427

(2

,359

,368

) (1

,834

,692

) (3

,051

,760

) (4

,885

,717

) (5

,232

,299

) (5

,593

,322

) (5

,882

,234

)

Net

In

crea

se/

(Dec

reas

e) in

C

ash

& C

ash

Eq

uiva

lent

s

99,

344

(3,4

37,8

66)

114

,456

7

47,2

59

(3,7

13,7

99)

3,2

60,6

09

(896

,617

) 1

,880

,502

1

0,07

3,93

9 1

1,18

2,24

9

plu

s: C

ash,

C

ash

Eq

uiva

lent

s &

In

vest

men

ts

- b

egin

ning

o

f ye

ar

6,1

53,2

62

6,2

52,6

06

2,8

14,7

40

2,9

29,1

96

3,6

76,4

55

(37,

344)

3,2

23,2

64

2,3

26,6

47

4,2

07,1

50

14,

281,

089

Cas

h &

Cas

h E

qui

vale

nts

- en

d o

f th

e ye

ar

6,2

52,6

06

2,8

14,7

40

2,9

29,1

96

3,6

76,4

55

(37,

344)

3,2

23,2

64

2,3

26,6

47

4,2

07,1

50

14,

281,

089

25,

463,

338

Cas

h &

Cas

h E

quiv

alen

ts

- en

d of

the

year

6,2

52,6

06

2,8

14,7

40

2,9

29,1

96

3,6

76,4

55

(37,

344)

3,2

23,2

64

2,3

26,6

47

4,2

07,1

50

14,

281,

089

25,

463,

338

Inve

stm

ents

-

end

of th

e ye

ar 4

9,30

1,79

4 4

9,30

1,79

4 4

9,02

7,43

7 4

8,19

7,46

7 3

9,42

4,79

4 3

9,42

4,79

4 3

9,42

4,79

4 3

9,42

4,79

4 3

9,42

4,79

4 3

9,42

4,79

4


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- CAS

HFLO

W ST

ATEM

ENT F

OREC

ASTS

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Cas

h, C

ash

Eq

uiva

lent

s &

In

vest

men

ts

- en

d o

f th

e ye

ar

55,

554,

400

52,

116,

533

51,

956,

633

51,

873,

922

39,

387,

450

42,

648,

058

41,

751,

441

43,

631,

943

53,

705,

883

64,

888,

132

Rep

rese

ntin

g:

- E

xter

nal

Res

tric

tions

35,

305,

208

39,

096,

607

48,

488,

791

69,

162,

085

108

,144

,247

2

22,0

77,3

99

494

,731

,987

1

,147

,009

,596

2

,715

,545

,050

6

,495

,539

,250

- In

tern

al

Res

tric

itons

(32,

961,

159)

(48,

688,

144)

(50,

121,

918)

(49,

291,

049)

(53,

685,

833)

(50,

163,

531)

(50,

457,

378)

(47,

627,

831)

(36,

533,

328)

(24,

245,

737)

- U

nres

tric

ted

53,

210,

351

61,

708,

070

53,

589,

760

32,

002,

886

(15,

070,

964)

(129

,265

,810

) (4

02,5

23,1

68)

(1

,055

,749

,821

) (2

,625

,305

,838

)

(6,4

06,4

05,3

81)

55,

554,

400

52,

116,

533

51,

956,

633

51,

873,

922

39,

387,

450

42,

648,

058

41,

751,

441

43,

631,

943

53,

705,

883

64,

888,

132

appendix 4.


appendix 5.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - S

USTA

INAB

ILITY

INDI

CATO

RSFIN

ANCI

AL

STAT

EMEN

TS

2011

/12

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

2.87

:1U

nres

tric

ted

C

urre

nt R

atio

1.18

0.86

0.54

(0.1

9)(2

.26)

(5.6

1)(1

4.66

)(3

6.92

)(9

3.25

)(2

33.0

0)

Cur

rent

Ass

ets

less

all

Ext

erna

l R

estr

ictio

ns

('000

)

32,1

2124

,523

15,2

64(5

,224

)(6

2,74

8)(1

73,6

41)

(446

,056

)(1

,094

,727

)(2

,651

,149

)(6

,417

,683

)

Cur

rent

Li

abilit

ies

less

Spe

cific

P

urpo

se

Liab

ilitie

s ('0

00)

27,1

7728

,570

28,1

4127

,664

27,7

2630

,959

30,4

2329

,649

28,4

3227

,543

6.01

%D

ebt

Ser

vice

R

atio

6.19

%7.

47%

9.72

%9.

66%

9.41

%9.

28%

9.08

%8.

75%

8.43

%8.

11%

Deb

t Ser

vice

C

ost

5,90

27,

455

10,1

2910

,416

10,5

5610

,815

10,9

9210

,992

10,9

9010

,938

Rev

enue

from

C

ontin

uing

O

pera

tions

ex

clud

ing

Cap

ital I

tem

s &

Spe

cific

P

urpo

se

Gra

nts/

Con

trib

utio

ns

95,3

8699

,780

104,

218

107,

878

112,

171

116,

553

121,

041

125,

640

130,

370

134,

845

48.9

7%R

ates

&

Ann

ual

Cha

rges

C

ove

rag

e R

atio

49.1

4%50

.34%

50.8

1%51

.03%

51.0

2%51

.36%

52.1

4%52

.16%

52.2

0%52

.34%

Rat

es &

Ann

ual

Cha

rges

54,0

1556

,011

58,0

8160

,229

62,4

5864

,770

67,1

7069

,660

72,2

4374

,827

Rev

enue

from

C

ontin

uing

O

pera

tions

109,

913

111,

264

114,

302

118,

019

122,

414

126,

121

128,

830

133,

540

138,

390

142,

976


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- SUS

TAIN

ABILI

TY IN

DICA

TORS

FINAN

CIAL

ST

ATEM

ENTS

20

11/1

2

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

5.65

%R

ates

, Ann

ual

Cha

rges

, In

tere

st &

E

xtra

Cha

rges

O

utst

and

ing

P

erce

ntag

e

13.3

8%13

.36%

13.3

5%13

.34%

13.3

2%13

.31%

13.3

0%13

.29%

13.2

8%13

.27%

Rat

es, A

nnua

l &

Ext

ra C

harg

es

Out

stan

ding

7,17

37,

428

7,69

17,

965

8,24

88,

542

8,84

69,

162

9,48

89,

827

Rat

es, A

nnua

l &

Ext

ra C

harg

es

Col

lect

ible

53,6

1655

,606

57,6

2959

,727

61,9

0364

,160

66,5

0068

,927

71,4

4574

,050

98.4

5%B

uild

ing

&

Infr

astr

uctu

re

Ren

ewal

s R

atio

85%

102%

97%

95%

129%

84%

61%

60%

58%

57%

Ass

et R

enew

als

(Bui

ldin

gs &

In

frast

ruct

ure)

16,9

6121

,390

21,2

9321

,928

31,2

5221

,428

16,3

7916

,827

17,0

5517

,739

Dep

reci

atio

n,

Am

ortis

atio

n &

Impa

irmen

t (B

uild

ing

&

Infra

stru

ctur

e A

sset

s)

19,9

0920

,904

21,9

5023

,047

24,2

0025

,409

26,6

8028

,014

29,4

1530

,885

4,1

11

Est

imat

ed

Unr

estr

icte

d

Wo

rkin

g

Fund

s -

$'0

00

4,11

13,

173

144

(3,0

82)

(6,0

87)

(9,3

55)

(13,

355)

(17,

301)

(21,

255)

(25,

828)

(xx)

den

otes

a n

egat

ive

wor

king

fund

s ba

lanc

e

appendix 5.


appendix 6.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - B

UDGE

TED

EXTE

RNAL

RES

TRIC

TION

S BAL

ANCE

RESE

RVE

NAM

EES

TIM

ATED

OPEN

ING

BALA

NCE

12/1

3

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Sew

er R

eser

ve(1

4,82

4,23

1)(1

1,77

8,13

3)(1

0,34

2,69

8)(9

,137

,815

)(8

,381

,278

)1,

197,

739

854,

498

(1,0

44,4

23)

(3,1

94,8

79)

(5,6

82,6

74)

(8,3

72,7

74)

Sol

id W

aste

R

eser

ve(5

,438

,727

)(5

,114

,916

)(1

,830

,414

)(2

,474

,027

)(3

,541

,293

)(4

,881

,536

)(6

,178

,717

)(3

,681

,460

)(5

,022

,934

)(6

,989

,442

)(9

,264

,298

)

Sto

rmw

ater

Lev

y R

eser

ve(2

39,2

03)

(239

,203

)(2

39,2

03)

(239

,203

)(2

39,2

03)

(239

,203

)(2

39,2

03)

(239

,203

)(2

39,2

03)

(239

,203

)(2

39,2

03)

S94

Dev

elop

er

Con

trib

utio

ns(3

,009

,590

)(3

,550

,378

)(3

,133

,176

)(3

,933

,341

)(3

,985

,079

)1,

784,

973

1,58

5,02

13,

419,

698

1,54

4,00

5(3

27,5

85)

(2,1

94,8

95)

S94

A D

evel

oper

C

ontr

ibut

ions

(1,0

70,5

96)

(148

,690

)(3

81,0

20)

(484

,648

)(4

59,5

73)

(899

,639

)(1

,339

,705

)(1

,479

,771

)(1

,748

,233

)(2

,188

,299

)(2

,628

,365

)

S94

(Old

Pla

n 19

93-2

004)

D

evel

oper

C

ontr

ibut

ions

(664

,791

)

(449

,791

)(2

59,7

91)

(259

,791

)(1

37,9

53)

(137

,953

)(1

37,9

53)

(137

,953

)(1

37,9

53)

(137

,953

)(1

37,9

53)

S64

Dev

elop

er

Con

trib

utio

ns

(Sto

rmw

ater

)

(977

,589

)95

1,41

91,

842,

296

1,44

2,29

61,

042,

296

642,

296

242,

296

(157

,704

)(5

57,7

04)

(957

,704

)(1

,357

,704

)

TO

TAL

(26,

224,

727)

(20,

329,

692)

(14,

344,

007)

(15,

086,

530)

(15,

702,

083)

(2,5

33,3

24)

(5,2

13,7

64)

(3,3

20,8

17)

(9,3

56,9

03)

(16,

522,

861)

(24,

195,

193)

* U

nexp

ende

d G

rant

s ar

e al

so c

lass

ified

as

exte

rnal

ly re

stric

ted

fund

s -

how

ever

thes

e ar

e no

t sho

wn

in th

is ta

ble


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- BUD

GETE

D IN

TERN

AL R

ESTR

ICTI

ONS B

ALAN

CERE

SERV

E NA

ME

ESTI

MAT

EDOP

ENIN

G BA

LANC

E12

/13

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Airp

ort R

eser

ve(3

10,1

94)

(361

,036

)44

5,27

3(4

74,3

53)

(1,5

79,6

28)

(2,2

75,9

33)

(4,5

71,9

08)

(7,1

52,3

86)

(4,5

64,2

44)

(9,0

82,6

30)

(14,

530,

039)

Live

stoc

k M

arke

ting

Cen

tre

Res

erve

(4,5

08,8

67)

(4,8

39,2

23)

(5,3

04,0

26)

(5,6

08,7

68)

(6,1

73,5

43)

(6,7

83,3

13)

(7,4

38,1

33)

(8,1

27,7

26)

(8,8

21,9

18)

(9,4

90,9

56)

(10,

064,

707)

Em

ploy

ee L

eave

E

ntitl

emen

ts G

en

Fund

Res

erve

(2,8

72,8

15)

(2,8

72,8

15)

(2,8

72,8

15)

(2,8

72,8

15)

(2,8

72,8

15)

(2,8

72,8

15)

(2,8

72,8

15)

(2,8

72,8

15)

(2,8

72,8

15)

(2,8

72,8

15)

(2,8

72,8

15)

Offi

ce E

quip

men

t /

Cou

ncil

Offi

ces

Res

erve

(103

,852

)(1

03,8

52)

(103

,852

)(1

03,8

52)

(103

,852

)(1

03,8

52)

(103

,852

)(1

03,8

52)

(103

,852

)(1

03,8

52)

(103

,852

)

Info

rmat

ion

Ser

vice

s /

E-B

usin

ess

Res

erve

(43,

647)

(43,

647)

(43,

647)

(43,

647)

(43,

647)

(43,

647)

(43,

647)

(43,

647)

(43,

647)

(43,

647)

(43,

647)

Fam

ily D

ay C

are

Res

erve

(298

,877

)(3

05,9

09)

(343

,389

)(3

94,8

16)

(458

,618

)(5

33,1

56)

(616

,715

)(7

07,5

01)

(803

,641

)(9

03,1

75)

(981

,387

)

Sen

ior

Citi

zens

C

entr

e R

eser

ve(1

3,39

0)(1

5,39

0)(1

7,39

0)(1

9,39

0)(2

1,39

0)(2

3,39

0)(2

5,39

0)(2

7,39

0)(2

9,39

0)(3

1,39

0)(3

3,39

0)

Art

Gal

lery

R

eser

ve(4

8,49

0)(5

1,99

0)(5

5,49

0)(5

8,99

0)(6

2,49

0)(6

5,99

0)(6

9,49

0)(7

2,99

0)(7

6,49

0)(7

9,99

0)(8

3,49

0)

Mus

eum

A

cqui

sitio

ns

Res

erve

(39,

378)

(39,

378)

(39,

378)

(39,

378)

(39,

378)

(39,

378)

(39,

378)

(39,

378)

(39,

378)

(39,

378)

(39,

378)

Gra

vel P

it R

esto

ratio

n R

eser

ve(3

85,6

38)

(385

,638

)(3

85,6

38)

(385

,638

)(3

85,6

38)

(385

,638

)(3

85,6

38)

(385

,638

)(3

85,6

38)

(385

,638

)(3

85,6

38)

Indu

stria

l Lan

d D

evel

opm

ent

Res

erve

(54,

308)

00

00

00

00

00

Pla

nt

Rep

lace

men

t R

eser

ve(1

,498

,404

)(1

,343

,613

)(1

,055

,787

)(8

24,5

64)

(1,2

02,0

07)

(2,6

94,9

18)

(3,9

74,9

22)

(5,8

54,0

39)

(8,0

07,4

93)

(10,

342,

370)

(12,

867,

439)

Cou

ncil

Ele

ctio

n R

eser

ve(1

50,6

02)

(218

,460

)(2

86,3

18)

(354

,176

)(1

12,0

34)

(179

,892

)(2

47,7

50)

(315

,608

)(7

3,46

6)(1

41,3

24)

(209

,182

)

appendix 7.


appendix 7.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - B

UDGE

TED

INTE

RNAL

RES

TRIC

TION

S BAL

ANCE

RESE

RVE

NAM

EES

TIM

ATED

OPEN

ING

BALA

NCE

12/1

3

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Est

ella

C

omm

unity

C

entr

e R

eser

ve(1

78,5

19)

(178

,519

)(1

78,5

19)

(178

,519

)(0

)(0

)(0

)(0

)(0

)(0

)(0

)

Civ

ic T

heat

re

Infra

stru

ctur

e R

eser

ve(1

00,0

00)

(150

,000

)(2

00,0

00)

(250

,000

)(3

00,0

00)

(350

,000

)(4

00,0

00)

(450

,000

)(5

00,0

00)

(550

,000

)(6

00,0

00)

Inte

rnal

Loa

ns

Res

erve

(2,3

64,1

96)

(3,7

06,1

95)

(5,2

73,1

57)

(6,2

61,3

11)

(6,9

42,4

53)

(7,2

18,3

50)

(7,4

94,2

48)

(7,7

70,1

46)

(8,0

46,0

43)

(8,2

14,0

64)

(8,3

61,3

48)

Infra

stru

ctur

e R

epla

cem

ent

Res

erve

(300

,997

)(6

29,5

11)

(958

,025

)(1

,286

,539

)(1

,615

,053

)(1

,943

,567

)(2

,072

,081

)(2

,400

,595

)(2

,729

,109

)(3

,057

,623

)(3

,400

,109

)

Lake

Alb

ert

Impr

ovem

ents

R

eser

ve(3

07,8

16)

(307

,816

)(3

57,8

16)

(407

,816

)(4

57,8

16)

(507

,816

)(5

57,8

16)

(607

,816

)(6

57,8

16)

(707

,816

)(7

57,8

16)

LEP

Pre

para

tion

Res

erve

(50,

000)

(45,

000)

(40,

000)

(35,

000)

(30,

000)

(25,

000)

(20,

000)

(15,

000)

(10,

000)

(5,0

00)

0

Sta

te E

mer

genc

y S

ervi

ces

Res

erve

(6,1

57)

(6,1

57)

(6,1

57)

(6,1

57)

(6,1

57)

(6,1

57)

(6,1

57)

(6,1

57)

(6,1

57)

(6,1

57)

(6,1

57)

Oas

is P

lant

R

eser

ve(6

87,9

37)

(865

,468

)(9

75,4

68)

(1,0

85,4

68)

(1,1

95,4

68)

(1,3

05,4

68)

(1,4

15,4

68)

(1,5

25,4

68)

(1,6

35,4

68)

(1,7

45,4

68)

(1,8

55,4

68)

Silv

erlit

e R

eser

ve(8

2,89

1)(8

2,89

1)(8

2,89

1)(8

2,89

1)(8

2,89

1)(8

2,89

1)(8

2,89

1)(8

2,89

1)(8

2,89

1)(8

2,89

1)(8

2,89

1)

Sto

rm D

amag

e R

eser

ve(4

1,69

2)(4

1,69

2)(4

1,69

2)(4

1,69

2)(4

1,69

2)(4

1,69

2)(4

1,69

2)(4

1,69

2)(4

1,69

2)(4

1,69

2)(4

1,69

2)

Ker

b &

Gut

ter

Res

erve

(122

,538

)(1

22,5

38)

(122

,538

)(1

22,5

38)

(122

,538

)(1

22,5

38)

(122

,538

)(1

22,5

38)

(122

,538

)(1

22,5

38)

(122

,538

)

Sto

rmw

ater

D

rain

age

Res

erve

(196

,352

)(6

4,20

0)(6

4,20

0)(6

4,20

0)(6

4,20

0)(6

4,20

0)(6

4,20

0)(6

4,20

0)(6

4,20

0)(6

4,20

0)(6

4,20

0)

Gur

woo

d S

tree

t P

rope

rty

Res

erve

(79,

355)

(79,

355)

(19,

355)

(19,

355)

(19,

355)

(19,

355)

(19,

355)

(19,

355)

(19,

355)

(19,

355)

(19,

355)

Rob

erts

on O

val

Red

evel

opm

ent

Res

erve

(11,

607)

(11,

607)

(11,

607)

(11,

607)

(11,

607)

(11,

607)

(11,

607)

(11,

607)

(11,

607)

(11,

607)

(11,

607)

Pub

lic A

rt

Res

erve

(499

,047

)(5

19,1

75)

(698

,597

)(8

07,0

14)

(897

,436

)(1

,010

,434

)(1

,110

,813

)(1

,246

,956

)(1

,402

,153

)(1

,496

,618

)(1

,599

,740

)


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- BUD

GETE

D IN

TERN

AL R

ESTR

ICTI

ONS B

ALAN

CERE

SERV

E NA

ME

ESTI

MAT

EDOP

ENIN

G BA

LANC

E12

/13

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Gle

nfiel

d C

omm

unity

C

entr

e R

eser

ve(1

0,00

0)(1

2,00

0)(1

4,00

0)(1

6,00

0)(1

8,00

0)(2

0,00

0)(2

2,00

0)(2

4,00

0)(2

6,00

0)(2

8,00

0)(3

0,00

0)

Sis

ter

Citi

es

Res

erve

(18,

750)

(28,

750)

(38,

750)

(48,

750)

(58,

750)

(68,

750)

(78,

750)

(88,

750)

(98,

750)

(108

,750

)(1

18,7

50)

Pro

ject

Rev

otes

(686

,103

)(4

62,1

03)

(341

,548

)(3

41,5

48)

(341

,548

)(3

41,5

48)

(341

,548

)(3

41,5

48)

(341

,548

)(3

41,5

48)

(341

,548

)

Riv

ersi

de (o

ld

Bea

ch) R

eser

ve(2

00,5

41)

(200

,541

)(2

00,5

41)

(200

,541

)(2

00,5

41)

(200

,541

)(2

00,5

41)

(200

,541

)(2

00,5

41)

(200

,541

)(2

00,5

41)

Brid

ge

Rep

lace

men

t R

eser

ve(2

26,6

67)

(226

,667

)(2

26,6

67)

(226

,667

)(3

26,6

67)

(123

,667

)79

,333

282,

333

182,

333

82,3

33(1

7,66

7)

CB

D C

arpa

rkin

g Fa

cilit

ies

Res

erve

(536

,037

)(8

25,2

37)

(1,1

14,4

37)

(1,4

03,6

37)

(1,6

92,8

37)

(1,9

82,0

37)

(2,2

71,2

37)

(2,5

60,4

37)

(2,8

49,6

37)

(3,1

38,8

37)

(3,4

28,0

37)

Eco

nom

ic

Dev

elop

men

t In

cent

ives

R

eser

ve

(12,

500)

(12,

500)

(12,

500)

(12,

500)

(12,

500)

(12,

500)

(12,

500)

(12,

500)

(12,

500)

(12,

500)

(12,

500)

Str

eet L

ight

ing

Rep

lace

men

t R

eser

ve(3

0,00

0)(6

0,00

0)(9

0,00

0)(1

20,0

00)

(150

,000

)(1

80,0

00)

(210

,000

)(2

40,0

00)

(270

,000

)(3

00,0

00)

(330

,000

)

Civ

ic T

heat

re

Ope

ratin

g R

eser

ve0

(100

,000

)25

,230

(74,

770)

(174

,770

)(2

74,7

70)

(374

,770

)(1

71,7

70)

(271

,770

)(3

71,7

70)

(471

,770

)

Oas

is B

uild

ing

Ren

ewal

Res

erve

0(5

0,00

0)(1

00,0

00)

(29,

000)

(23,

450)

(73,

450)

(46,

450)

(66,

150)

(116

,150

)(1

66,1

50)

(105

,050

)

TO

TAL

(17,

078,

165)

(19,

368,

873)

(21,

205,

693)

(24,

313,

908)

(27,

840,

769)

(31,

988,

262)

(37,

286,

968)

(43,

490,

755)

(45,

155,

564)

(54,

227,

957)

(64,

193,

749)

appendix 7.


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- FOR

ECAS

T EXT

ERNA

L BOR

ROW

INGS

BORR

OWIN

G YE

ARCA

PITA

L PR

OJEC

TFO

RECA

ST

LOAN

AMOU

NT

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Gen

eral

Fun

d C

apit

al P

roje

cts

2013

/14

Imp

lem

ent

Tarc

utta

S

tree

t G

asw

ork

s R

emed

iati

on

3,45

3,89

5

Prin

cipa

l 60

,347

252,

134

270,

252

289,

672

310,

488

332,

799

356,

714

382,

347

409,

822

439,

272

Inte

rest

60,4

4323

1,02

621

2,90

719

3,48

717

2,67

215

0,36

012

6,44

610

0,81

373

,338

43,8

88

Bal

O

utst

andi

ng3,

393,

548

3,14

1,41

42,

871,

162

2,58

1,48

92,

271,

001

1,93

8,20

21,

581,

488

1,19

9,14

178

9,31

935

0,04

7

2013

/14

Eq

uest

rian

Aud

it

Rec

om

men

dat

ions

10

0,00

0

Prin

cipa

l 1,

747

7,30

07,

825

8,38

78,

990

9,63

510

,328

11,0

7011

,866

12,7

18

Inte

rest

1,75

06,

689

6,16

45,

602

4,99

94,

353

3,66

12,

919

2,12

31,

271

Bal

O

utst

andi

ng98

,253

90,9

5383

,128

74,7

4165

,752

56,1

1645

,789

34,7

1922

,853

10,1

35

2013

/14

Cit

y Le

vee

Pro

ject

-

20yr

s1,

333,

333

Prin

cipa

l 7,

761

32,4

2734

,757

37,2

5539

,932

42,8

0245

,877

49,1

7452

,708

56,4

95

Inte

rest

23,3

3391

,951

89,6

2187

,123

84,4

4681

,577

78,5

0175

,204

71,6

7167

,883

Bal

O

utst

andi

ng1,

325,

572

1,29

3,14

51,

258,

387

1,22

1,13

21,

181,

200

1,13

8,39

91,

092,

521

1,04

3,34

899

0,64

093

4,14

5

2013

/14

Imp

lem

ent

Ani

mal

S

helt

er E

xpan

sio

n 66

0,00

0

Prin

cipa

l 11

,532

48,1

8051

,642

55,3

5359

,331

63,5

9468

,164

73,0

6278

,312

83,9

40

Inte

rest

11,5

5044

,146

40,6

8436

,973

32,9

9628

,732

24,1

6219

,264

14,0

148,

387

Bal

O

utst

andi

ng64

8,46

860

0,28

854

8,64

649

3,29

343

3,96

337

0,36

830

2,20

422

9,14

215

0,83

066

,890

2013

/14

New

Am

enit

ies

Bui

ldin

g -

Duk

e K

ent

Ova

l

400,

000

Prin

cipa

l 6,

989

29,2

0031

,298

33,5

4735

,958

38,5

4241

,311

44,2

8047

,462

50,8

73

appendix 8.


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- FOR

ECAS

T EXT

ERNA

L BOR

ROW

INGS

BORR

OWIN

G YE

ARCA

PITA

L PR

OJEC

TFO

RECA

ST

LOAN

AMOU

NT

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Inte

rest

7,00

026

,755

24,6

5722

,408

19,9

9717

,413

14,6

4411

,675

8,49

35,

083

Bal

O

utst

andi

ng39

3,01

136

3,81

133

2,51

329

8,96

626

3,00

822

4,46

618

3,15

413

8,87

491

,412

40,5

39

2013

/14

Bo

lto

n P

ark/

PC

YC

S

tad

ium

Fac

iliti

es

1,50

0,00

0

Prin

cipa

l 26

,208

109,

500

117,

368

125,

802

134,

843

144,

532

154,

918

166,

050

177,

983

190,

772

Inte

rest

26,2

5010

0,33

392

,464

84,0

3074

,990

65,3

0054

,914

43,7

8231

,850

19,0

60

Bal

O

utst

andi

ng1,

473,

792

1,36

4,29

21,

246,

923

1,12

1,12

198

6,27

884

1,74

668

6,82

852

0,77

834

2,79

515

2,02

3

2014

/15

Cit

y Le

vee

Pro

ject

1,

333,

333

Prin

cipa

l 7,

761

32,4

2734

,757

37,2

5539

,932

42,8

0245

,877

49,1

7452

,708

Inte

rest

23,3

3391

,951

89,6

2187

,123

84,4

4681

,577

78,5

0175

,204

71,6

71

Bal

O

utst

andi

ng1,

325,

572

1,29

3,14

51,

258,

387

1,22

1,13

21,

181,

200

1,13

8,39

91,

092,

521

1,04

3,34

899

0,64

0

2014

/15

Bo

lto

n P

ark/

PC

YC

S

tad

ium

Fac

iliti

es

7,01

3,78

2

Prin

cipa

l 12

2,54

551

2,00

654

8,79

858

8,23

463

0,50

467

5,81

172

4,37

577

6,42

783

2,22

1

Inte

rest

122,

741

469,

141

432,

348

392,

912

350,

642

305,

335

256,

772

204,

719

148,

926

Bal

O

utst

andi

ng6,

891,

237

6,37

9,23

15,

830,

433

5,24

2,19

94,

611,

695

3,93

5,88

33,

211,

508

2,43

5,08

11,

602,

860

2014

/15

Riv

erin

a In

term

od

al F

reig

ht

& L

og

isti

cs

Term

inal

26,7

20,0

00

Prin

cipa

l 15

5,53

564

9,84

069

6,53

774

6,59

080

0,23

985

7,74

391

9,38

098

5,44

61,

056,

259

Inte

rest

467,

600

1,84

2,70

11,

796,

004

1,74

5,95

11,

692,

302

1,63

4,79

81,

573,

161

1,50

7,09

51,

436,

282

Bal

O

utst

andi

ng26

,564

,465

25,9

14,6

2425

,218

,087

24,4

71,4

9823

,671

,259

22,8

13,5

1521

,894

,136

20,9

08,6

9019

,852

,431

appendix 8.


appendix 8.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - F

OREC

AST E

XTER

NAL B

ORRO

WIN

GSBO

RROW

ING

YEAR

CAPI

TAL

PROJ

ECT

FORE

CAST

LO

ANAM

OUNT

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

2015

/16

Cit

y Le

vee

Pro

ject

1,

333,

333

Prin

cipa

l 7,

761

32,4

2734

,757

37,2

5539

,932

42,8

0245

,877

49,1

74

Inte

rest

23,3

3391

,951

89,6

2187

,123

84,4

4681

,577

78,5

0175

,204

Bal

O

utst

andi

ng1,

325,

572

1,29

3,14

51,

258,

387

1,22

1,13

21,

181,

200

1,13

8,39

91,

092,

521

1,04

3,34

8

2016

/17

Cit

y Le

vee

Pro

ject

1,

333,

333

Prin

cipa

l 7,

761

32,4

2734

,757

37,2

5539

,932

42,8

0245

,877

Inte

rest

23,3

3391

,951

89,6

2187

,123

84,4

4681

,577

78,5

01

Bal

O

utst

andi

ng1,

325,

572

1,29

3,14

51,

258,

387

1,22

1,13

21,

181,

200

1,13

8,39

91,

092,

521

2016

/17

Co

nstr

uct

Est

ella

C

om

mun

ity

Cen

tre

100,

000

Prin

cipa

l 1,

747

7,30

07,

825

8,38

78,

990

9,63

510

,328

Inte

rest

1,75

06,

689

6,16

45,

602

4,99

94,

353

3,66

1

Bal

O

utst

andi

ng98

,253

90,9

5383

,128

74,7

4165

,752

56,1

1645

,789

2017

/18

Cit

y Le

vee

Pro

ject

83

9,83

3

Prin

cipa

l 4,

889

20,4

2521

,893

23,4

6625

,152

26,9

60

Inte

rest

14,6

9757

,918

56,4

5054

,877

53,1

9151

,383

Bal

O

utst

andi

ng83

4,94

481

4,51

979

2,62

776

9,16

174

4,00

871

7,04

9

2017

/18

Law

n C

emet

ery

Mas

ter

Pla

n S

tag

e 2A

Wo

rks

929,

200

Prin

cipa

l 16

,235

67,8

3272

,706

77,9

3083

,530

89,5

33

Inte

rest

16,2

6162

,153

57,2

7852

,054

46,4

5440

,451

Bal

O

utst

andi

ng91

2,96

584

5,13

377

2,42

869

4,49

761

0,96

752

1,43

4


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- FOR

ECAS

T EXT

ERNA

L BOR

ROW

INGS

BORR

OWIN

G YE

ARCA

PITA

L PR

OJEC

TFO

RECA

ST

LOAN

AMOU

NT

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

2018

/19

Jub

ilee

Par

k S

ynth

etic

Ho

ckey

Fi

eld

s R

epla

ce

600,

000

Prin

cipa

l 10

,483

43,8

0046

,947

50,3

2153

,937

Inte

rest

10,5

0040

,133

36,9

8633

,612

29,9

96

Bal

O

utst

andi

ng58

9,51

754

5,71

749

8,76

944

8,44

839

4,51

1

TO

TAL

GE

NE

RA

L FU

ND

DE

BT

S

ER

VIC

ING

- F

OR

EC

AS

T L

OA

NS

46,8

10,2

10

Pri

ncip

al

114,

584

764,

583

1,71

5,17

81,

872,

045

2,05

7,22

82,

281,

156

2,47

7,64

12,

655,

682

2,84

6,51

73,

051,

065

Inte

rest

130,

326

1,11

4,57

42,

893,

624

2,86

4,63

22,

835,

306

2,78

8,60

62,

655,

071

2,47

7,03

02,

286,

195

2,08

1,64

7

Bal

O

utst

and

ing

7,33

2,64

441

,635

,176

41,2

53,3

3140

,814

,619

40,5

26,4

2538

,845

,268

36,3

67,6

2733

,711

,944

30,8

65,4

2727

,814

,362

Air

po

rt M

aste

rpla

n P

roje

cts

2014

/15

- A

irp

ort

A

irsi

de

Faci

litie

s R

elo

cati

on

404,

000

Prin

cipa

l 7,

059

29,4

9231

,611

33,8

8336

,318

38,9

2741

,725

44,7

2347

,937

Inte

rest

7,07

027

,023

24,9

0422

,632

20,1

9717

,588

14,7

9011

,792

8,57

8

Bal

O

utst

andi

ng39

6,94

136

7,44

933

5,83

830

1,95

526

5,63

822

6,71

018

4,98

614

0,26

392

,326

2014

/15

- U

pg

rad

e Ta

xiw

ay

A t

o a

cco

m c

od

e C

1,

800,

000

Prin

cipa

l 31

,450

131,

400

140,

842

150,

963

161,

811

173,

439

185,

902

199,

260

213,

579

Inte

rest

31,5

0012

0,39

911

0,95

710

0,83

689

,988

78,3

6065

,897

52,5

3938

,220

Bal

O

utst

andi

ng1,

768,

550

1,63

7,15

01,

496,

308

1,34

5,34

51,

183,

534

1,01

0,09

582

4,19

462

4,93

341

1,35

4

appendix 8.


LONG

TERM

FINA

NCIA

L PLA

N - B

ASE C

ASE S

CENA

RIO

- FOR

ECAS

T EXT

ERNA

L BOR

ROW

INGS

BORR

OWIN

G YE

ARCA

PITA

L PR

OJEC

TFO

RECA

ST

LOAN

AMOU

NT

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

2015

/16

- U

pg

rad

e Ta

xiw

ay

A t

o a

cco

m c

od

e C

2,50

0,00

0

Prin

cipa

l 43

,680

182,

500

195,

614

209,

671

224,

738

240,

887

258,

197

276,

751

Inte

rest

43,7

5016

7,22

115

4,10

714

0,05

012

4,98

310

8,83

491

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appendix 8.


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

Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/231 - We are an engaged and involved community

1 City Entrances S94 (Old Plan)* Manager Executive Services 90,000 90,000

2 Undertake review of Developer Contribution Plans

S94* Manager Finance 107,252

3 Upgrade of Backstage Equipment - Civic Theatre

Civic Theatre Infrastructure Reserve Manager Cultural and Community Services 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

4 Acquire pieces for the Australian Print Collection

GPR Manager Cultural and Community Services 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000

5 Acquire pieces for the National Art Glass Collection


6 Airport Public Art Project - Stages 2 & 3 Public Art Reserve Manager Cultural and Community Services 180,000

7 Digital Infrastructure & Mapping Public Art Project

Public Art Reserve Manager Cultural and Community Services 60,000

8 Implement Riverside Master Plan landscaping recommendations

S94A Project Manager - Riverside 697,136

9 Replace Plant and Equipment Plant Replacement Reserve $2,330,720 + Sale of Plant $998,880 (amounts adjusted slightly each future fin yr)

Manager Procurement Services

3,329,600 3,458,500 3,826,500 3,164,300 1,787,600 2,318,500 1,699,720 2,134,000 2,134,000 2,134,000

10 Underground Petroleum Storage System Replacement

Plant Replacement Reserve Manager Procurement Services 130,000

11 Depot - Additional 3 sheds to western side


Total 1 - We are an engaged and involved community 4,394,736 3,761,950 3,971,752 3,202,300 1,825,600 2,356,500 1,737,720 2,172,000 2,172,000 2,172,000

2 - We are a safe and healthy community

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

GPR Manager Parks and Recreation Services 101,741 105,173 108,648 112,167 115,732 119,344 123,005 126,715 130,476 134,390

13 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 Services123,258 126,695 130,206 133,792 137,455 141,200 145,025 148,936 152,935 156,911

14 Renew Street Trees in line with condition and life expectancy


15 Implement Animal Shelter Expansion - Design + Construct

Borrowings (GPR - Future Years Loan Repayments)

Manager Enviro Sustain and Regulatory Services 660,000

16 Lawn Cemetery Master Plan Stage 2A Works


Manager Parks and Recreation Services 929,200

17 Estella West and Gobbagombalin Playground

S94* Manager Parks and Recreation Services 150,000

18 Explorer Park at Amundsen Street - Embellishment and landscape works


19 Lineal Park (Promenade - Amundsen) - Corridor Recreation Improvements

S94* Manager Parks and Recreation Services 1,014,556 0

20 Oasis Carpet Replacement Oasis Building Renewal Reserve Manager Parks and Recreation Services 55,550

21 Oasis Pool Joint Replacement Oasis Building Renewal Reserve Manager Parks and Recreation Services 111,100

22 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

1,500,000 10,874,111

23 Oasis - Diving Board Replacements Oasis Building Renewal Reserve Manager Parks and Recreation Services 30,300

appendix 9.



Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/231 - We are an engaged and involved community

1 City Entrances S94 (Old Plan)* Manager Executive Services 90,000 90,000

2 Undertake review of Developer Contribution Plans

S94* Manager Finance 107,252

3 Upgrade of Backstage Equipment - Civic Theatre

Civic Theatre Infrastructure Reserve Manager Cultural and Community Services 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

4 Acquire pieces for the Australian Print Collection


5 Acquire pieces for the National Art Glass Collection


6 Airport Public Art Project - Stages 2 & 3 Public Art Reserve Manager Cultural and Community Services 180,000

7 Digital Infrastructure & Mapping Public Art Project

Public Art Reserve Manager Cultural and Community Services 60,000

8 Implement Riverside Master Plan landscaping recommendations

S94A Project Manager - Riverside 697,136

9 Replace Plant and Equipment Plant Replacement Reserve $2,330,720 + Sale of Plant $998,880 (amounts adjusted slightly each future fin yr)

Manager Procurement Services

3,329,600 3,458,500 3,826,500 3,164,300 1,787,600 2,318,500 1,699,720 2,134,000 2,134,000 2,134,000

10 Underground Petroleum Storage System Replacement


11 Depot - Additional 3 sheds to western side


Total 1 - We are an engaged and involved community 4,394,736 3,761,950 3,971,752 3,202,300 1,825,600 2,356,500 1,737,720 2,172,000 2,172,000 2,172,000

2 - We are a safe and healthy community

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


13 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 Services123,258 126,695 130,206 133,792 137,455 141,200 145,025 148,936 152,935 156,911

14 Renew Street Trees in line with condition and life expectancy


15 Implement Animal Shelter Expansion - Design + Construct


Manager Enviro Sustain and Regulatory Services 660,000

16 Lawn Cemetery Master Plan Stage 2A Works



17 Estella West and Gobbagombalin Playground


18 Explorer Park at Amundsen Street - Embellishment and landscape works


19 Lineal Park (Promenade - Amundsen) - Corridor Recreation Improvements

S94* Manager Parks and Recreation Services 1,014,556 0

20 Oasis Carpet Replacement Oasis Building Renewal Reserve Manager Parks and Recreation Services 55,550

21 Oasis Pool Joint Replacement Oasis Building Renewal Reserve Manager Parks and Recreation Services 111,100

22 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.


1,500,000 10,874,111

23 Oasis - Diving Board Replacements Oasis Building Renewal Reserve Manager Parks and Recreation Services 30,300

appendix 9.



Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/2324 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 Services1,000,000

25 Crematorium Office Extension GPR Manager Parks and Recreation Services 0 318,150

26 Crematorium - Furnace Hot Face Reline GPR Manager Parks and Recreation Services 100,000

27 Oasis - Replace Wave Ball with New Recreational Facility

GPR Manager Parks and Recreation Services 272,700

28 Buildings - Playsessions Venue - Renew Airconditioning

FDC Reserve Manager Council Businesses 15,000

Total 2 - We are a safe and healthy community 2,491,999 10,128,296 701,040 401,009 1,384,387 1,365,044 555,330 385,151 395,411 835,051

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

150,000 1,800,000 2,500,000

30 Airport - Redevelop terminal - Internal Baggage Claim and Retail Section

Airport Reserve Manager Council Businesses 100,000 1,400,000 0

31 Airport - Design - New 250 space Public Car Park

Airport Reserve Manager Council Businesses 1,000,000

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

Airport Reserve Manager Council Businesses250,000 4,965,774

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


34 LMC - Capital - RFID network renewal LMC Reserve Manager Council Businesses 50,000

35 LMC - Computer network upgrades LMC Reserve Manager Council Businesses 50,000

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

LMC Reserve Manager Council Businesses 100,000

37 LMC - Road overlays LMC Reserve Manager Council Businesses 165,000

38 Airport - Airside Faciltiies Relocation Borrowings (Airport Reserve - Future Years Loan Repayments)

Manager Council Businesses 404,000

39 Riverina Intermodal Freight & Logistics Hub

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

Bomen Business Park Project Manager23,720,000

40 Visitor Information Centre Exterior Refurbishment

GPR Manager Tourism 17,170

Total 3 - We have a growing economy 24,087,170 3,604,000 2,715,000 0 1,000,000 0 397,005 6,338,816 0 0

4 - We have a sustainable natural and built environment

41 Replace Emu Plains Bridge Bridge Replacement Reserve Manager Program Integration 0 303,000

42 Replace Graveyard Creek Bridge Bridge Replacement Reserve Manager Program Integration 0 303,000

43 Replace Tim Hedditch Bridge GPR Manager Program Integration 0 303,000

44 Design and Concept Sewer Scheme - Oura

Sewer Reserve Manager Waste and Stormwater Services 123,882

45 Sewer Reticulation Scheme - Oura Sewer Reserve Manager Waste and Stormwater Services 535,010

46 Sewer Reticulation Scheme - Currawarna


47 Sewer Reticulation Scheme - Humula Sewer Reserve Manager Waste and Stormwater Services 555,742

48 Sewer Reticulation scheme - San Isidore Sewer Reserve Manager Waste and Stormwater Services 1,573,598

appendix 9.


appendix 9.


Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/2324 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 Services1,000,000

25 Crematorium Office Extension GPR Manager Parks and Recreation Services 0 318,150

26 Crematorium - Furnace Hot Face Reline GPR Manager Parks and Recreation Services 100,000

27 Oasis - Replace Wave Ball with New Recreational Facility


28 Buildings - Playsessions Venue - Renew Airconditioning

FDC Reserve Manager Council Businesses 15,000

Total 2 - We are a safe and healthy community 2,491,999 10,128,296 701,040 401,009 1,384,387 1,365,044 555,330 385,151 395,411 835,051

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

150,000 1,800,000 2,500,000

30 Airport - Redevelop terminal - Internal Baggage Claim and Retail Section

Airport Reserve Manager Council Businesses 100,000 1,400,000 0

31 Airport - Design - New 250 space Public Car Park

Airport Reserve Manager Council Businesses 1,000,000

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


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


34 LMC - Capital - RFID network renewal LMC Reserve Manager Council Businesses 50,000

35 LMC - Computer network upgrades LMC Reserve Manager Council Businesses 50,000

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

LMC Reserve Manager Council Businesses 100,000

37 LMC - Road overlays LMC Reserve Manager Council Businesses 165,000

38 Airport - Airside Faciltiies Relocation Borrowings (Airport Reserve - Future Years Loan Repayments)

Manager Council Businesses 404,000

39 Riverina Intermodal Freight & Logistics Hub

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

Bomen Business Park Project Manager23,720,000

40 Visitor Information Centre Exterior Refurbishment

GPR Manager Tourism 17,170

Total 3 - We have a growing economy 24,087,170 3,604,000 2,715,000 0 1,000,000 0 397,005 6,338,816 0 0

4 - We have a sustainable natural and built environment

41 Replace Emu Plains Bridge Bridge Replacement Reserve Manager Program Integration 0 303,000

42 Replace Graveyard Creek Bridge Bridge Replacement Reserve Manager Program Integration 0 303,000

43 Replace Tim Hedditch Bridge GPR Manager Program Integration 0 303,000

44 Design and Concept Sewer Scheme - Oura


45 Sewer Reticulation Scheme - Oura Sewer Reserve Manager Waste and Stormwater Services 535,010

46 Sewer Reticulation Scheme - Currawarna


47 Sewer Reticulation Scheme - Humula Sewer Reserve Manager Waste and Stormwater Services 555,742

48 Sewer Reticulation scheme - San Isidore Sewer Reserve Manager Waste and Stormwater Services 1,573,598



Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/2349 Install Sewage Pumping Station -

Glenfield EastSewer Reserve Manager Waste and Stormwater Services 1,185,593

50 Install Sewage Pumping Station - Glenfield West


51 Install Sewage Pumping Station Storage - Gracelands - SPS20


52 Install Sewage Pumping Station - Ladysmith - SPS47


53 Install Sewage Pumping Station - Lakehaven East - SPS25


54 Install Sewage Treatment Works - Narrung Street

Sewer Reserve Manager Waste and Stormwater Services 9,635,638

55 Renew Sewage Pumping Station - Smith Street - SPS21


56 Renew Sewage Treatment Works - Tarcutta


57 Renew Sewage Treatment Works - Uranquinty


58 Sewer - Pump Station - SPS15 Hammond Avenue - New Assets

Sewer Reserve Manager Waste and Stormwater Services 2,185 847,389

59 Sewer - Operation Overload Sewer Reserve Manager Waste and Stormwater Services 163,875

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


61 Sewer - Pump Station - SPS10 Wiradjuri - New Assets


62 Sewer - Pump Station - SPS34 Tarcutta - New Assets


63 Sewer - Pump Station - SPS52 Henry Street - New Assets


64 Sewer - Pump Station - SPS53 William Street - New Assets


65 Sewer - Pump Station - SPS54 Marah Street - New Assets


66 Sewer - SPS04 Bolton Park - New Assets


67 SPS 08 Boorooma - Increase Pump Capacity


68 SPS 08 Boorooma - Emergency/Wet Weather Detention STG


69 SPS08 Boorooma Growth Storage Upgrade


70 SPS22 Elizabeth St Emergency/Wet Weather Det. Stg


71 SPS22 Elizabeth Street New SPS Structural


72 SPS 22 Elizabeth St - New SPS Mech/Elec


73 SPS 22 Elizabeth St - New 360mm Rising Main


74 Duplicate Stormwater Drainage - 1050 Copland St to proposed pumping station - Wagga East DSP Area

Stormwater DSP $262,825 + Civil Projects $26,755

Manager Waste and Stormwater Services289,580

appendix 9.


appendix 9.


Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/2349 Install Sewage Pumping Station -

Glenfield EastSewer Reserve Manager Waste and Stormwater Services 1,185,593

50 Install Sewage Pumping Station - Glenfield West


51 Install Sewage Pumping Station Storage - Gracelands - SPS20


52 Install Sewage Pumping Station - Ladysmith - SPS47


53 Install Sewage Pumping Station - Lakehaven East - SPS25


54 Install Sewage Treatment Works - Narrung Street

Sewer Reserve Manager Waste and Stormwater Services 9,635,638

55 Renew Sewage Pumping Station - Smith Street - SPS21


56 Renew Sewage Treatment Works - Tarcutta


57 Renew Sewage Treatment Works - Uranquinty


58 Sewer - Pump Station - SPS15 Hammond Avenue - New Assets

Sewer Reserve Manager Waste and Stormwater Services 2,185 847,389

59 Sewer - Operation Overload Sewer Reserve Manager Waste and Stormwater Services 163,875

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


61 Sewer - Pump Station - SPS10 Wiradjuri - New Assets


62 Sewer - Pump Station - SPS34 Tarcutta - New Assets


63 Sewer - Pump Station - SPS52 Henry Street - New Assets


64 Sewer - Pump Station - SPS53 William Street - New Assets


65 Sewer - Pump Station - SPS54 Marah Street - New Assets


66 Sewer - SPS04 Bolton Park - New Assets


67 SPS 08 Boorooma - Increase Pump Capacity


68 SPS 08 Boorooma - Emergency/Wet Weather Detention STG


69 SPS08 Boorooma Growth Storage Upgrade


70 SPS22 Elizabeth St Emergency/Wet Weather Det. Stg


71 SPS22 Elizabeth Street New SPS Structural


72 SPS 22 Elizabeth St - New SPS Mech/Elec


73 SPS 22 Elizabeth St - New 360mm Rising Main


74 Duplicate Stormwater Drainage - 1050 Copland St to proposed pumping station - Wagga East DSP Area





Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/2375 Copland St Industrial Land - Pump

Station for Drainage PurposesS94 (Old Plan)* Manager Waste and Stormwater Services 100,000

76 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


77 Extend Drainage Trickle flow - west of Elizabeth Avenue Forest Hill


Manager Waste and Stormwater Services 242,513

78 Implement Road and Drainage Works - Hammond Avenue - Industrial Areas

S94A* Manager Waste and Stormwater Services 128,703 128,703 171,604

79 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

536,258

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



386,106

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



774,357

82 Implement Stormwater Drainage - Tarcoola Road - Wagga East DSP Area

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


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

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


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



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



86 Narrung St Treatment Plant -Flood Protection Infrastructure


87 BISTF (Bomen Industrial Sewerage Treatment Facility) Land Acquisition


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



89 GWMC - Construct Resource Recovery Centre

Solid Waste Reserve Manager Waste and Stormwater Services 950,000

90 GWMC - Construction of a new Waste Cell

Solid Waste Reserve Manager Waste and Stormwater Services 3,000,000 4,242,000

91 GWMC - Complete Cap Solid Waste Reserve Manager Waste and Stormwater Services 800,000

92 Eliminate Sewer Joint Connections Sewer Reserve Manager Waste and Stormwater Services 139,637 139,637 139,637 139,637 139,637 139,637 139,637 139,637 139,637 139,637

93 Implement renewal program for Gravity Sewer

Sewer Reserve Manager Waste and Stormwater Services 82,400 84,872 87,418 90,040 92,742 95,524 98,390 101,342 104,382 107,513

94 Implement Sewer Laterals Rehabilitation Program


95 Implement Sewer Mains Rehabilitation Program

Sewer Reserve Manager Waste and Stormwater Services 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282

96 Install Sewer Network Extensions Sewer Reserve Manager Waste and Stormwater Services 235,079 235,079 235,079 235,079 235,079 235,079 235,079 235,079 235,079 235,079

97 Renew Sewage Treatment Works - Forest Hill


appendix 9.


appendix 9.


Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/2375 Copland St Industrial Land - Pump

Station for Drainage PurposesS94 (Old Plan)* Manager Waste and Stormwater Services 100,000

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



77 Extend Drainage Trickle flow - west of Elizabeth Avenue Forest Hill



78 Implement Road and Drainage Works - Hammond Avenue - Industrial Areas

S94A* Manager Waste and Stormwater Services 128,703 128,703 171,604

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



536,258

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



386,106

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



774,357

82 Implement Stormwater Drainage - Tarcoola Road - Wagga East DSP Area

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


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

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


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



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



86 Narrung St Treatment Plant -Flood Protection Infrastructure


87 BISTF (Bomen Industrial Sewerage Treatment Facility) Land Acquisition


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



89 GWMC - Construct Resource Recovery Centre

Solid Waste Reserve Manager Waste and Stormwater Services 950,000

90 GWMC - Construction of a new Waste Cell

Solid Waste Reserve Manager Waste and Stormwater Services 3,000,000 4,242,000

91 GWMC - Complete Cap Solid Waste Reserve Manager Waste and Stormwater Services 800,000

92 Eliminate Sewer Joint Connections Sewer Reserve Manager Waste and Stormwater Services 139,637 139,637 139,637 139,637 139,637 139,637 139,637 139,637 139,637 139,637

93 Implement renewal program for Gravity Sewer


94 Implement Sewer Laterals Rehabilitation Program


95 Implement Sewer Mains Rehabilitation Program

Sewer Reserve Manager Waste and Stormwater Services 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282

96 Install Sewer Network Extensions Sewer Reserve Manager Waste and Stormwater Services 235,079 235,079 235,079 235,079 235,079 235,079 235,079 235,079 235,079 235,079

97 Renew Sewage Treatment Works - Forest Hill




Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/2398 Replacement and Renewal of Sewer

PlantSewer Reserve Manager Waste and Stormwater Services 132,316 132,316 132,316 132,316 132,316 132,316 132,316 132,316 132,316 132,316

99 Replacement of Manhole Lids - Sewer Reticulation

Sewer Reserve Manager Waste and Stormwater Services 41,633 41,633 41,633 41,633 41,633

100 Upgrade Sewer - Rising Mains Sewer Reserve Manager Waste and Stormwater Services 0 0 300,000 0 104,083 104,083 104,083 104,083 104,083 104,083

101 Sewer - Kooringal - Sewer Treatment Works Renewals

Sewer Reserve Manager Waste and Stormwater Services 997,131 119,174 119,174 119,174 119,174 119,174 119,174 119,174 119,174

102 Sewer - Narrung - Sewer Treatment Works Renewals


103 Forest Hill - General Improvements Allowance


104 Flood Pumps - Progressively Upgrade Pumps

GPR Manager Waste and Stormwater Services 40,400 40,400 40,400 40,400 40,400 40,400 40,400 40,400 40,400 40,400

105 Stormwater Pollution Traps Stormwater Levy Manager Waste and Stormwater Services 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

106 Install and maintain Gross Pollutant Traps Stormwater Levy Manager Waste and Stormwater Services 42,420 43,693 45,003 46,353 47,744 49,176 50,652 52,171 53,736 55,348

107 Upgrade of Stormwater pit lids to lightweight lids

GPR Manager Waste and Stormwater Services 40,400 40,400 40,400 40,400

108 Amundsen Bridge - Boorooma East to Boorooma

S94* Manager Infrastructure Planning 281,512

109 Bakers Lane and Inglewood Road - Intersection improvements

S94* Manager Infrastructure Planning 0 17,675

110 Bakers Lane and Sturt Highway - Intersection improvements


111 Bakers Lane Widening S94* Manager Infrastructure Planning 0 330,082

112 Boorooma Street Slip Lane into Boorooma West


113 Bourke Street and Bourkelands Drive Intersection Upgrade


114 Farrer Road Improvements S94* Manager Infrastructure Planning 1,263,535

115 Glenfield Road Corridor – Widening/duplication of rail bridge and associated drainage. (Note - includes additional work for Glenfield Road - Urana Street Intersection upgrade)

S94* Manager Infrastructure Planning

100,000 3,117,550

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

S94* Manager Infrastructure Planning0 1,394,272

117 Harris Road/Pine Gully Road - Dual Lane Roundabout

S94* Manager Infrastructure Planning 1,211,564

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


119 Old Narrandera Road - Second Carriageway for 600m

S94A* $100,000 + S94* $737,428 Manager Infrastructure Planning 837,428

120 Old Narrandera Road/Olympic Highway Roundabout


121 Pine Gully Road - Bike Track S94* Manager Infrastructure Planning 126,510

122 Pine Gully Road - Second Carriageway for 1.2km

S94A* $100,000 + S94* $1,840,965 Manager Infrastructure Planning 1,940,965

123 Pine Gully Road/Old Narrandera Road - Intersection Upgrade


appendix 9.


appendix 9.


Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/2398 Replacement and Renewal of Sewer

PlantSewer Reserve Manager Waste and Stormwater Services 132,316 132,316 132,316 132,316 132,316 132,316 132,316 132,316 132,316 132,316

99 Replacement of Manhole Lids - Sewer Reticulation

Sewer Reserve Manager Waste and Stormwater Services 41,633 41,633 41,633 41,633 41,633

100 Upgrade Sewer - Rising Mains Sewer Reserve Manager Waste and Stormwater Services 0 0 300,000 0 104,083 104,083 104,083 104,083 104,083 104,083

101 Sewer - Kooringal - Sewer Treatment Works Renewals


102 Sewer - Narrung - Sewer Treatment Works Renewals


103 Forest Hill - General Improvements Allowance


104 Flood Pumps - Progressively Upgrade Pumps

GPR Manager Waste and Stormwater Services 40,400 40,400 40,400 40,400 40,400 40,400 40,400 40,400 40,400 40,400

105 Stormwater Pollution Traps Stormwater Levy Manager Waste and Stormwater Services 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

106 Install and maintain Gross Pollutant Traps Stormwater Levy Manager Waste and Stormwater Services 42,420 43,693 45,003 46,353 47,744 49,176 50,652 52,171 53,736 55,348

107 Upgrade of Stormwater pit lids to lightweight lids

GPR Manager Waste and Stormwater Services 40,400 40,400 40,400 40,400

108 Amundsen Bridge - Boorooma East to Boorooma


109 Bakers Lane and Inglewood Road - Intersection improvements


110 Bakers Lane and Sturt Highway - Intersection improvements


111 Bakers Lane Widening S94* Manager Infrastructure Planning 0 330,082

112 Boorooma Street Slip Lane into Boorooma West


113 Bourke Street and Bourkelands Drive Intersection Upgrade


114 Farrer Road Improvements S94* Manager Infrastructure Planning 1,263,535

115 Glenfield Road Corridor – Widening/duplication of rail bridge and associated drainage. (Note - includes additional work for Glenfield Road - Urana Street Intersection upgrade)

S94* Manager Infrastructure Planning

100,000 3,117,550

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

S94* Manager Infrastructure Planning0 1,394,272

117 Harris Road/Pine Gully Road - Dual Lane Roundabout


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


119 Old Narrandera Road - Second Carriageway for 600m


120 Old Narrandera Road/Olympic Highway Roundabout


121 Pine Gully Road - Bike Track S94* Manager Infrastructure Planning 126,510

122 Pine Gully Road - Second Carriageway for 1.2km

S94A* $100,000 + S94* $1,840,965 Manager Infrastructure Planning 1,940,965

123 Pine Gully Road/Old Narrandera Road - Intersection Upgrade




Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23124 Red Hill Rd – Widen to 4 lanes Plumpton

Rd to Glenfield Plus widening at Dalman & Yentoo 2.7km

S94* Manager Infrastructure Planning0 144,790 820,475

125 Red Hill Road and Hudson Drive – Intersection improvements

S94* Manager Infrastructure Planning 0 16,088 91,164

126 Red Hill Road West – Street Lighting S94* Manager Infrastructure Planning 80,439

127 Undertake Stormwater Drainage upgrade studies - Wagga West DSP Area


Manager Infrastructure Planning 268,129

128 Upgrade the Main City Levee Bank - CBD Flood Protection

Borrowings $6,566,665 ($1,333,333 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

Manager Infrastructure Planning

0 4,000,000 4,000,000 4,000,000 4,000,000 2,519,500

129 Eunony Bridge Improvements to carry heavy mass vehicles

R2R Grant Manager Infrastructure Planning 303,000

130 Implement unfunded Traffic Committee resolutions as adopted by Council

GPR Manager Infrastructure Planning 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

131 Upgrade Existing Bus Shelters GPR Manager Infrastructure Planning 20,000 20,000 20,000 20,000 20,000

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

GPR $50,000 + S94A* $19,714 Manager Infrastructure Planning69,714 69,714 69,714 69,714 69,714 69,714 69,714 69,714 69,714 69,714

133 Implement Cycleways - Civil Infrastructure


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

RTA Grant $30,000 + GPR $30,000 Manager Infrastructure Planning 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

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

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

136 Conduct Heavy Patching Program GPR Manager Program Integration 680,937 706,506 733,868 763,180 794,614 828,357 864,616 903,616 945,605 990,854

137 Conduct Urban Asphalt Program GPR Manager Program Integration 596,862 646,968 701,797 761,813 827,526 899,496 978,340 1,056,585 1,088,283 1,120,931

138 Supplementary Regional Roads Block Grant - project TBA

Block Grant -Supp Manager Program Integration 199,000 199,000 199,000 199,000 199,000 199,000 199,000 199,000 199,000 199,000

139 Rehabilitation of Pavement Program GPR Manager Program Integration 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

140 Replace Kerb and Gutter GPR Manager Program Integration 317,400 365,010 419,762 482,726 555,135 638,405 734,165 844,290 869,619 895,708

141 Conduct Gravel Resheets R2R Grant Manager Program Integration 725,908 747,685 770,116 793,219 817,016 841,526 866,772 892,775 919,558 947,145

142 Conduct Gravel Resheets - Local Major Roads

GPR Manager Program Integration 59,270 70,710 83,294 97,136 112,363 129,112 147,536 165,776 185,840 207,910

143 Conduct Gravel Resheets - Local Minor Roads


144 Gravel Resheet Multi Access Roads GPR Manager Program Integration 169,400 186,340 204,974 225,471 248,018 272,820 300,102 327,111 356,551 388,641

145 Maintain Roads - Village and Rural Area S94A* Manager Program Integration 14,479 14,479 14,479 14,479 14,479 14,479 14,479 14,479 14,479 14,479

146 Renew and Replace Culverts GPR Manager Program Integration 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000

147 Improve Footpaths S94A $16,088 + GPR $83,912 Manager Program Integration 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

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

GPR Manager Parks and Recreation Services159,135 163,909 168,826 173,891 179,108 184,481 190,016 195,716 201,587 207,635

149 Upgrade Jubilee Park Clubhouse Ground Level Changeroom


appendix 9.


appendix 9.


Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23124 Red Hill Rd – Widen to 4 lanes Plumpton

Rd to Glenfield Plus widening at Dalman & Yentoo 2.7km

S94* Manager Infrastructure Planning0 144,790 820,475

125 Red Hill Road and Hudson Drive – Intersection improvements

S94* Manager Infrastructure Planning 0 16,088 91,164

126 Red Hill Road West – Street Lighting S94* Manager Infrastructure Planning 80,439

127 Undertake Stormwater Drainage upgrade studies - Wagga West DSP Area


Manager Infrastructure Planning 268,129

128 Upgrade the Main City Levee Bank - CBD Flood Protection

Borrowings $6,566,665 ($1,333,333 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

Manager Infrastructure Planning

0 4,000,000 4,000,000 4,000,000 4,000,000 2,519,500

129 Eunony Bridge Improvements to carry heavy mass vehicles

R2R Grant Manager Infrastructure Planning 303,000

130 Implement unfunded Traffic Committee resolutions as adopted by Council


131 Upgrade Existing Bus Shelters GPR Manager Infrastructure Planning 20,000 20,000 20,000 20,000 20,000

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

GPR $50,000 + S94A* $19,714 Manager Infrastructure Planning69,714 69,714 69,714 69,714 69,714 69,714 69,714 69,714 69,714 69,714

133 Implement Cycleways - Civil Infrastructure


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

RTA Grant $30,000 + GPR $30,000 Manager Infrastructure Planning 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

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

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

136 Conduct Heavy Patching Program GPR Manager Program Integration 680,937 706,506 733,868 763,180 794,614 828,357 864,616 903,616 945,605 990,854

137 Conduct Urban Asphalt Program GPR Manager Program Integration 596,862 646,968 701,797 761,813 827,526 899,496 978,340 1,056,585 1,088,283 1,120,931

138 Supplementary Regional Roads Block Grant - project TBA

Block Grant -Supp Manager Program Integration 199,000 199,000 199,000 199,000 199,000 199,000 199,000 199,000 199,000 199,000

139 Rehabilitation of Pavement Program GPR Manager Program Integration 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

140 Replace Kerb and Gutter GPR Manager Program Integration 317,400 365,010 419,762 482,726 555,135 638,405 734,165 844,290 869,619 895,708

141 Conduct Gravel Resheets R2R Grant Manager Program Integration 725,908 747,685 770,116 793,219 817,016 841,526 866,772 892,775 919,558 947,145

142 Conduct Gravel Resheets - Local Major Roads


143 Conduct Gravel Resheets - Local Minor Roads


144 Gravel Resheet Multi Access Roads GPR Manager Program Integration 169,400 186,340 204,974 225,471 248,018 272,820 300,102 327,111 356,551 388,641

145 Maintain Roads - Village and Rural Area S94A* Manager Program Integration 14,479 14,479 14,479 14,479 14,479 14,479 14,479 14,479 14,479 14,479

146 Renew and Replace Culverts GPR Manager Program Integration 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000

147 Improve Footpaths S94A $16,088 + GPR $83,912 Manager Program Integration 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

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


149 Upgrade Jubilee Park Clubhouse Ground Level Changeroom




Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23150 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)


400,000 0

151 Estella New Playground - Local Open Space Works


152 Lloyd New Playground - Local Open Space Works


153 Estella - Neighbourhood Open Space Works


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)


1,200,000

155 Boorooma New Playground - Open Space Works


156 Construction for renewal of Tolland Neighbourhood Park

S94A* Manager Parks and Recreation Services 171,603

157 Construction for renewal of Ashmont Neighbourhood Park (Skate Park)

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


158 Construction for renewal of Bourkelands Neighbourhood Park


159 Construction for renewal of Forest Hill Neighbourhood Park


160 Construction for renewal of Lake Albert Neighbourhood Park


161 Construction for renewal of Mt Austin Neighbourhood Park


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

S94 (Old Plan)* Manager Parks and Recreation Services25,000 0 0 0 0 0 0 0 0 0

163 Replace Softfall - Botanic Gardens Adventure Playground


164 Beautify roundabout at Tarcutta and Forsyth Streets

Public Art Reserve Manager Parks and Recreation Services 50,000

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


Manager Parks and Recreation Services400,000

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



167 Wollundry Lagoon Landscaping S94 (Old Plan)* Manager Parks and Recreation Services 100,000

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


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

20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000

170 Implement Sportsgrounds Lighting Program - Duke of Kent


171 Implement Sportsgrounds Lighting Program - Rawlings


appendix 9.


appendix 9.


Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23150 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)


400,000 0

151 Estella New Playground - Local Open Space Works


152 Lloyd New Playground - Local Open Space Works


153 Estella - Neighbourhood Open Space Works


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)


1,200,000

155 Boorooma New Playground - Open Space Works


156 Construction for renewal of Tolland Neighbourhood Park


157 Construction for renewal of Ashmont Neighbourhood Park (Skate Park)

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


158 Construction for renewal of Bourkelands Neighbourhood Park


159 Construction for renewal of Forest Hill Neighbourhood Park


160 Construction for renewal of Lake Albert Neighbourhood Park


161 Construction for renewal of Mt Austin Neighbourhood Park


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

S94 (Old Plan)* Manager Parks and Recreation Services25,000 0 0 0 0 0 0 0 0 0

163 Replace Softfall - Botanic Gardens Adventure Playground


164 Beautify roundabout at Tarcutta and Forsyth Streets

Public Art Reserve Manager Parks and Recreation Services 50,000

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



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



167 Wollundry Lagoon Landscaping S94 (Old Plan)* Manager Parks and Recreation Services 100,000

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


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

20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000

170 Implement Sportsgrounds Lighting Program - Duke of Kent


171 Implement Sportsgrounds Lighting Program - Rawlings




Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23172 Implement Sportsgrounds Lighting

Program - Bolton Park SkateparkGPR Manager Parks and Recreation Services 90,000

173 Implement Sportsgrounds Lighting Program - Jubilee Park Touch Fields


174 Implement Sportsgrounds Lighting Program - Ashmont Oval


175 Implement Sportsgrounds Lighting Program - Anderson Oval


176 Implement Sportsgrounds Lighting Program - Forest Hill


177 Implement Sportsgrounds Lighting Program - Frenchs Field


178 Implement Sportsgrounds Lighting Program - McPherson Oval


179 Implement Sportsgrounds Lighting Program - Harris Park


180 Renew Community Amenities at Sporting Grounds - Bosley Park

GPR Manager Council Businesses 90,000

181 Renew Community Amenities at Sporting Grounds - Jubilee Park Public Toilets

S94* Manager Council Businesses 90,000

182 Renew Community Amenities - Botanic Gardens Kidsville


183 Renew Community Amenities - Henwood Park Services


184 Renew Community Amenities - Collingulllie Oval


185 Renew Community Amenities - Bolton Park


186 Renew Community Amenities - Anderson Oval


187 Renew Community Amenities - McPherson Oval


188 Renew Community Amenities - French Fields


189 Renew Community Amenities - Kessler Park




191 Paint Civic Theatre Auditorium Civic Theatre Operating Reserve Manager Council Businesses 40,400

192 Upgrade Airconditioning - Civic Centre S94* Recoupment Manager Council Businesses 606,000

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


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

GPR Manager Council Businesses84,184 84,184

195 Buildings - Civic Theatre - Air-Conditioning Upgrade

Civic Theatre Operating Reserve Manager Council Businesses 303,000

196 Buildings - Civic Theatre - Auditorium Carpet Replacement


197 Buildings - Civic Theatre - Auditorium Seat Replacement


appendix 9.


appendix 9.


Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23172 Implement Sportsgrounds Lighting

Program - Bolton Park SkateparkGPR Manager Parks and Recreation Services 90,000

173 Implement Sportsgrounds Lighting Program - Jubilee Park Touch Fields


174 Implement Sportsgrounds Lighting Program - Ashmont Oval


175 Implement Sportsgrounds Lighting Program - Anderson Oval


176 Implement Sportsgrounds Lighting Program - Forest Hill


177 Implement Sportsgrounds Lighting Program - Frenchs Field


178 Implement Sportsgrounds Lighting Program - McPherson Oval


179 Implement Sportsgrounds Lighting Program - Harris Park


180 Renew Community Amenities at Sporting Grounds - Bosley Park


181 Renew Community Amenities at Sporting Grounds - Jubilee Park Public Toilets


182 Renew Community Amenities - Botanic Gardens Kidsville


183 Renew Community Amenities - Henwood Park Services


184 Renew Community Amenities - Collingulllie Oval


185 Renew Community Amenities - Bolton Park


186 Renew Community Amenities - Anderson Oval


187 Renew Community Amenities - McPherson Oval




189 Renew Community Amenities - Kessler Park




191 Paint Civic Theatre Auditorium Civic Theatre Operating Reserve Manager Council Businesses 40,400

192 Upgrade Airconditioning - Civic Centre S94* Recoupment Manager Council Businesses 606,000

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


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

GPR Manager Council Businesses84,184 84,184

195 Buildings - Civic Theatre - Air-Conditioning Upgrade


196 Buildings - Civic Theatre - Auditorium Carpet Replacement


197 Buildings - Civic Theatre - Auditorium Seat Replacement




Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23198 Oura Reserve Convert Composting Toilet

to Septic SystemGPR Manager Council Businesses 35,401

199 36-40 Gurwood St Airconditioning Replacement

Gurwood St Property Reserve Manager Council Businesses 60,000

200 Bolton St Bridge Clubhouse Asbestos Roof Replacement


201 S94 Car Parking Study S94* Manager Strategic Planning 0 80,439

202 S94 Transport Planning and Administration Study

S94* Manager Strategic Planning 0 160,878

Total 4 - We have a sustainable natural and built environment 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

TOTAL LTFP CAPITAL WORKS PROGRAM 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

* Timing of project is subject to receipt of sufficient Section 94 and Section 94A funds

appendix 9.



Ref Project Description Funding Source Responsibility 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23198 Oura Reserve Convert Composting Toilet

to Septic SystemGPR Manager Council Businesses 35,401

199 36-40 Gurwood St Airconditioning Replacement

Gurwood St Property Reserve Manager Council Businesses 60,000

200 Bolton St Bridge Clubhouse Asbestos Roof Replacement


201 S94 Car Parking Study S94* Manager Strategic Planning 0 80,439

202 S94 Transport Planning and Administration Study

S94* Manager Strategic Planning 0 160,878

Total 4 - We have a sustainable natural and built environment 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

TOTAL LTFP CAPITAL WORKS PROGRAM 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

* Timing of project is subject to receipt of sufficient Section 94 and Section 94A funds

appendix 9.


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appendix 10.LO

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IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - A

IRPO

RT

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Est

imat

ed O

pera

ting

Tran

sfer

to/(f

rom

) Res

erve

300,

842

593,

690

919,

627

1,10

5,27

51,

696,

306

2,29

5,97

42,

977,

483

3,70

0,67

34,

518,

387

5,44

7,40

9

Cap

ital

Inco

me

Ext

erna

l Loa

n B

orro

win

gs0

(2,2

04,0

00)

(2,5

00,0

00)

00

00

00

0

T

ota

l Cap

ital

Inco

me

0(2

,204

,000

)(2

,500

,000

)0

00

00

00

Cap

ital

Exp

end

itur

e

Cap

ital W

orks

250,

000

3,60

4,00

02,

500,

000

01,

000,

000

039

7,00

56,

288,

816

00

T

ota

l Cap

ital

E

xpen

dit

ure

250,

000

3,60

4,00

02,

500,

000

01,

000,

000

039

7,00

56,

288,

816

00

Cap

ital

Res

erve

Tra

nsfe

rs

Tran

sfer

from

Airp

ort

Res

erve

(250

,000

)(1

,400

,000

)0

0(1

,000

,000

)0

(397

,005

)(6

,288

,816

)0

0

T

ota

l Cap

ital

Res

erve

Tr

ansf

ers

(250

,000

)(1

,400

,000

)0

0(1

,000

,000

)0

(397

,005

)(6

,288

,816

)0

0

"Les

s: M

ovem

ents

not

invo

lvin

g flo

w o

f fun

ds

Dep

reci

atio

n"(2

08,3

73)

(218

,791

)(2

29,7

31)

(241

,217

)(2

53,2

78)

(265

,942

)(2

79,3

28)

(293

,201

)(3

07,8

61)

(307

,861

)

TO

TAL

00

(0)

(0)

00

0(0

)(0

)0

Est

imat

ed R

eser

ve

Bal

ance

at

end

of

year

361,

036

(445

,273

)47

4,35

31,

579,

628

2,27

5,93

34,

571,

908

7,15

2,38

64,

564,

244

9,08

2,63

014

,530

,039


appendix 11.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - L

IVES

TOCK

MAR

KETI

NG C

ENTR

E

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Est

imat

ed R

eser

ve

Bal

ance

at t

he s

tart

of t

he

year

4,50

8,86

74,

839,

223

5,30

4,02

65,

608,

768

6,17

3,54

36,

783,

313

7,43

8,13

38,

127,

726

8,82

1,91

89,

490,

956

Op

erat

ing

Inco

me

Fees

& C

harg

es(3

,084

,187

)(3

,189

,821

)(3

,299

,092

)(3

,412

,125

)(3

,529

,048

)(3

,649

,997

)(3

,775

,111

)(3

,904

,532

)(3

,919

,584

)(3

,919

,972

)

Oth

er In

com

e(3

64,0

00)

(374

,920

)(3

86,1

68)

(397

,753

)(4

09,6

85)

(421

,976

)(4

34,6

35)

(447

,674

)(4

61,1

04)

(474

,937

)

T

ota

l Op

erat

ing

In

com

e(3

,448

,187

)(3

,564

,741

)(3

,685

,260

)(3

,809

,877

)(3

,938

,734

)(4

,071

,973

)(4

,209

,746

)(4

,352

,206

)(4

,380

,689

)(4

,394

,909

)

Op

erat

ing

Exp

end

itur

e

Sal

arie

s +

Oth

er

Em

ploy

men

t Exp

ense

s92

3,58

996

2,44

51,

002,

991

1,04

5,30

01,

089,

449

1,13

5,51

81,

183,

591

1,23

3,75

51,

286,

100

1,34

0,72

2

Trav

el1,

050

1,05

01,

050

1,05

01,

050

1,05

01,

050

1,05

01,

050

1,05

0

Offi

ce25

4,59

926

9,91

128

6,63

130

4,89

432

4,84

734

6,64

937

0,48

039

6,53

342

5,02

145

6,17

7

Dep

reci

atio

n21

6,47

622

7,30

023

8,66

525

0,59

826

3,12

827

6,28

429

0,09

830

4,60

331

9,83

331

9,83

3

Oth

er E

xpen

ses

1,14

3,28

91,

155,

199

1,16

7,46

61,

180,

101

1,19

3,11

51,

206,

520

1,22

0,32

71,

234,

549

1,24

9,19

61,

264,

284

T

ota

l Op

erat

ing

E

xpen

dit

ure

2,53

9,00

32,

615,

905

2,69

6,80

32,

781,

943

2,87

1,58

82,

966,

022

3,06

5,54

73,

170,

490

3,28

1,20

13,

382,

066

Inte

rnal

Cha

rges

345,

304

361,

333

357,

379

363,

757

370,

503

377,

414

394,

704

392,

129

400,

283

408,

926

Div

iden

d35

0,00

035

0,00

035

0,00

035

0,00

035

0,00

035

0,00

035

0,00

035

0,00

035

0,00

035

0,00

0

Op

erat

ing

Res

erve

Tra

nsfe

rs

Est

imat

ed O

pera

ting

Tran

sfer

to/(f

rom

) Res

erve

430,

356

464,

803

519,

743

564,

775

609,

769

654,

821

689,

593

744,

192

669,

038

573,

751

Cap

ital

Exp

end

itur

e

Cap

ital W

orks

100,

000

021

5,00

00

00

050

,000

00


appendix 11.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - L

IVES

TOCK

MAR

KETI

NG C

ENTR

E

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

T

ota

l Cap

ital

E

xpen

dit

ure

100,

000

021

5,00

00

00

050

,000

00

Cap

ital

Res

erve

Tra

nsfe

rs

Est

imat

ed C

apita

l Tra

nsfe

r to

/(fro

m) R

eser

ve(1

00,0

00)

0(2

15,0

00)

00

00

(50,

000)

00

T

ota

l Cap

ital

Res

erve

Tr

ansf

ers

(100

,000

)0

(215

,000

)0

00

0(5

0,00

0)0

0

“Les

s: M

ovem

ents

not

in

volv

ing

flow

of f

unds

D

epre

ciat

ion"

(216

,476

)(2

27,3

00)

(238

,665

)(2

50,5

98)

(263

,128

)(2

76,2

84)

(290

,098

)(3

04,6

03)

(319

,833

)(3

19,8

33)

TO

TAL

00

(0)

0(0

)0

00

0(0

)

Est

imat

ed R

eser

ve

Bal

ance

at

end

of

year

4,83

9,22

35,

304,

026

5,60

8,76

86,

173,

543

6,78

3,31

37,

438,

133

8,12

7,72

68,

821,

918

9,49

0,95

610

,064

,707


appendix 12.LO

NG TE

RM FI

NANC

IAL P

LAN

- BA

SE C

ASE S

CENA

RIO

- SEW

ER

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Est

imat

ed R

eser

ve

Bal

ance

at t

he s

tart

of t

he

year

14,8

24,2

3111

,778

,133

10,3

42,6

989,

137,

815

8,38

1,27

8(1

,197

,739

)(8

54,4

98)

1,04

4,42

33,

194,

879

5,68

2,67

4

Op

erat

ing

Inco

me

Fees

& C

harg

es(1

5,21

9,96

3)(1

5,79

3,88

1)(1

6,38

9,83

0)(1

7,00

8,66

3)(1

7,65

1,26

5)(1

8,31

8,56

0)(1

9,01

1,50

4)(1

9,73

1,09

0)(2

0,47

5,10

7)(2

1,14

6,52

9)

Ope

ratin

g G

rant

Inco

me

(156

,697

)(1

62,9

65)

(169

,484

)(1

76,2

63)

(183

,314

)(1

90,6

46)

(198

,272

)(2

06,2

03)

(214

,451

)(2

23,0

29)

Oth

er In

com

e(5

12,0

24)

(512

,024

)(5

12,0

24)

(512

,024

)(5

12,0

24)

(512

,024

)(5

12,0

24)

(512

,024

)(5

12,0

24)

(512

,024

)

T

ota

l Op

erat

ing

In

com

e(1

5,88

8,68

4)(1

6,46

8,87

0)(1

7,07

1,33

7)(1

7,69

6,94

9)(1

8,34

6,60

2)(1

9,02

1,22

9)(1

9,72

1,79

9)(2

0,44

9,31

7)(2

1,20

1,58

1)(2

1,88

1,58

1)

Op

erat

ing

Exp

end

itur

e

Sal

arie

s +

Oth

er

Em

ploy

men

t Exp

ense

s1,

992,

451

2,07

8,41

62,

168,

119

2,26

1,72

42,

359,

400

2,46

1,32

42,

567,

681

2,67

8,66

42,

794,

474

2,91

5,32

0

Trav

el34

,485

34,5

0934

,533

34,5

5834

,584

34,6

1134

,638

34,6

6734

,667

34,6

67

Offi

ce13

,079

13,3

8113

,692

14,0

1314

,343

14,6

8315

,033

15,3

9415

,394

15,3

94

Dep

reci

atio

n5,

973,

345

6,27

2,01

26,

585,

613

6,91

4,89

47,

260,

638

7,62

3,67

08,

004,

854

8,40

5,09

68,

825,

351

8,82

5,35

1

Inte

rest

Exp

endi

ture

2,48

5,52

62,

448,

343

2,40

8,38

52,

365,

447

2,31

9,30

52,

269,

721

2,21

6,43

82,

159,

180

2,09

7,65

12,

031,

531

Oth

er E

xpen

ses

8,51

1,30

07,

644,

644

7,89

1,12

78,

175,

544

8,40

4,18

08,

688,

724

8,97

6,67

29,

277,

254

9,59

6,72

39,

889,

234

T

ota

l Op

erat

ing

E

xpen

dit

ure

19,0

10,1

8718

,491

,305

19,1

01,4

6919

,766

,180

20,3

92,4

5021

,092

,733

21,8

15,3

1622

,570

,255

23,3

64,2

5923

,711

,497

Inte

rnal

Cha

rges

1,45

2,90

01,

386,

514

1,39

2,92

21,

400,

378

1,40

8,09

21,

415,

695

1,42

4,07

51,

431,

495

1,44

2,16

21,

453,

933

Div

iden

d31

1,00

031

1,00

031

1,00

031

1,00

031

1,00

031

1,00

031

1,00

031

1,00

031

1,00

031

1,00

0

Loan

Prin

cipa

l Exp

endi

ture

498,

438

535,

621

575,

579

618,

517

664,

659

714,

243

767,

526

824,

784

886,

313

952,

433

Op

erat

ing

Res

erve

Tra

nsfe

rs


appendix 12.LO

NG TE

RM FI

NANC

IAL P

LAN

- BA

SE C

ASE S

CENA

RIO

- SEW

ER

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Est

imat

ed O

pera

ting

Tran

sfer

to/(f

rom

) Res

erve

589,

504

2,01

6,44

12,

275,

980

2,51

5,76

82,

831,

038

3,11

1,22

93,

408,

736

3,71

6,87

94,

023,

198

4,27

8,07

0

Cap

ital

Inco

me

Cap

ital G

rant

/C

ontr

ibut

ions

Inco

me

(750

,000

)(7

50,0

00)

(750

,000

)(7

50,0

00)

(750

,000

)(7

50,0

00)

(750

,000

)(7

50,0

00)

(750

,000

)(7

50,0

00)

T

ota

l Cap

ital

Inco

me

(750

,000

)(7

50,0

00)

(750

,000

)(7

50,0

00)

(750

,000

)(7

50,0

00)

(750

,000

)(7

50,0

00)

(750

,000

)(7

50,0

00)

Cap

ital

Exp

end

itur

e

Cap

ital W

orks

4,38

5,60

24,

201,

876

4,23

0,86

34,

022,

305

13,1

60,0

553,

517,

988

2,25

9,81

52,

316,

423

2,28

5,40

42,

337,

970

T

ota

l Cap

ital

E

xpen

dit

ure

4,38

5,60

24,

201,

876

4,23

0,86

34,

022,

305

13,1

60,0

553,

517,

988

2,25

9,81

52,

316,

423

2,28

5,40

42,

337,

970

Cap

ital

Res

erve

Tra

nsfe

rs

Est

imat

ed C

apita

l Tra

nsfe

r to

/(fro

m) S

ewer

Res

erve

(3,6

35,6

02)

(3,4

51,8

76)

(3,4

80,8

63)

(3,2

72,3

05)

(12,

410,

055)

(2,7

67,9

88)

(1,5

09,8

15)

(1,5

66,4

23)

(1,5

35,4

04)

(1,5

87,9

70)

T

ota

l Cap

ital

Res

erve

Tr

ansf

ers

(3,6

35,6

02)

(3,4

51,8

76)

(3,4

80,8

63)

(3,2

72,3

05)

(12,

410,

055)

(2,7

67,9

88)

(1,5

09,8

15)

(1,5

66,4

23)

(1,5

35,4

04)

(1,5

87,9

70)

“Les

s: M

ovem

ents

not

in

volv

ing

flow

of f

unds

D

epre

ciat

ion”

(5,9

73,3

45)

(6,2

72,0

12)

(6,5

85,6

13)

(6,9

14,8

94)

(7,2

60,6

38)

(7,6

23,6

70)

(8,0

04,8

54)

(8,4

05,0

96)

(8,8

25,3

51)

(8,8

25,3

51)

TO

TAL

00

00

00

00

00

Est

imat

ed R

eser

ve

Bal

ance

at

end

of

year

11,7

78,1

3310

,342

,698

9,13

7,81

58,

381,

278

(1,1

97,7

39)

(854

,498

)1,

044,

423

3,19

4,87

95,

682,

674

8,37

2,77

4


appendix 13.LO

NG TE

RM FI

NANC

IAL P

LAN

- BA

SE C

ASE S

CENA

RIO

- SOL

ID W

ASTE

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Est

imat

ed R

eser

ve

Bal

ance

at t

he s

tart

of t

he

year

5,43

8,72

75,

114,

916

1,83

0,41

42,

474,

027

3,54

1,29

34,

881,

536

6,17

8,71

73,

681,

460

5,02

2,93

46,

989,

442

Op

erat

ing

Inco

me

Fees

& C

harg

es(1

0,21

3,19

8)(1

0,57

4,73

9)(1

0,95

0,29

2)(1

1,34

0,40

4)(1

1,74

5,64

3)(1

2,16

6,60

1)(1

2,60

3,89

0)(1

3,05

8,15

1)(1

3,53

0,04

5)(1

3,91

7,95

7)

Ope

ratin

g G

rant

Inco

me

(107

,778

)(1

12,0

89)

(116

,573

)(1

21,2

36)

(126

,085

)(1

31,1

28)

(136

,374

)(1

41,8

29)

(147

,502

)(1

53,4

02)

Oth

er In

com

e(2

86,8

00)

(342

,612

)(3

55,9

16)

(369

,752

)(3

84,1

42)

(399

,107

)(4

14,6

71)

(430

,857

)(4

47,6

91)

(447

,691

)

T

ota

l Op

erat

ing

In

com

e(1

0,60

7,77

6)(1

1,02

9,44

0)(1

1,42

2,78

0)(1

1,83

1,39

1)(1

2,25

5,87

0)(1

2,69

6,83

6)(1

3,15

4,93

5)(1

3,63

0,83

6)(1

4,12

5,23

7)(1

4,51

9,05

0)

Op

erat

ing

Exp

end

itur

e

Sal

arie

s +

Oth

er

Em

ploy

men

t Exp

ense

s1,

083,

753

1,13

0,84

01,

179,

974

1,23

1,24

51,

284,

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1,34

0,57

21,

398,

827

1,45

9,61

51,

523,

046

1,58

9,23

5

Trav

el45

,375

45,3

7545

,375

45,3

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45,3

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,375

45,3

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45,3

75

Offi

ce32

,947

35,0

3937

,315

39,7

9042

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45,4

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52,0

8955

,883

59,3

50

Dep

reci

atio

n30

4,44

531

9,67

833

5,66

235

2,44

537

0,06

738

8,57

140

7,99

942

8,39

944

8,81

944

9,81

9

Ser

vice

Exp

endi

ture

3,29

4,08

23,

419,

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3,55

0,02

53,

685,

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3,82

6,87

03,

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4,12

6,32

74,

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4,28

6,29

04,

286,

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Oth

er E

xpen

ses

3,99

5,84

34,

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14,

447,

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4,69

1,44

84,

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T

ota

l Op

erat

ing

E

xpen

dit

ure

8,75

6,44

59,

297,

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9,57

5,88

49,

577,

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9,74

4,10

210

,241

,318

10,2

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,085

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50,8

6111

,132

,662

Inte

rnal

Cha

rges

1,43

4,58

81,

441,

017

1,44

3,94

51,

444,

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1,44

6,59

11,

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2,62

91,

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1,46

1,68

81,

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Div

iden

d95

,000

95,0

0095

,000

95,0

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,000

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,000

95,0

0095

,000

95,0

00

Op

erat

ing

Res

erve

Tra

nsfe

rs

Est

imat

ed O

pera

ting

Tran

sfer

to/(f

rom

) Res

erve

626,

189

515,

498

643,

613

1,06

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51,

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243

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744,

743

1,34

1,47

41,

966,

508

2,27

4,85

6


appendix 13.LO

NG TE

RM FI

NANC

IAL P

LAN

- BA

SE C

ASE S

CENA

RIO

- SOL

ID W

ASTE

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Cap

ital

Inco

me

Cap

ital G

rant

/C

ontr

ibut

ions

Inco

me

00

00

00

00

00

T

ota

l Cap

ital

Inco

me

00

00

00

00

00

Cap

ital

Exp

end

itur

e

Cap

ital W

orks

950,

000

3,80

0,00

00

00

04,

242,

000

00

0

T

ota

l Cap

ital

E

xpen

dit

ure

950,

000

3,80

0,00

00

00

04,

242,

000

00

0

Cap

ital

Res

erve

Tra

nsfe

rs

Est

imat

ed C

apita

l Tra

nsfe

r to

/(fro

m) R

eser

ve(9

50,0

00)

(3,8

00,0

00)

00

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(4,2

42,0

00)

00

0

T

ota

l Cap

ital

Res

erve

Tr

ansf

ers

(950

,000

)(3

,800

,000

)0

00

0(4

,242

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)0

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“Les

s: M

ovem

ents

not

in

volv

ing

flow

of f

unds

D

epre

ciat

ion"

(304

,445

)(3

19,6

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(335

,662

)(3

52,4

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(370

,067

)(3

88,5

71)

(407

,999

)(4

28,3

99)

(448

,819

)(4

49,8

19)

TO

TAL

00

(0)

(0)

00

(0)

0(0

)0

Est

imat

ed R

eser

ve

Bal

ance

at

end

of

year

5,11

4,91

61,

830,

414

2,47

4,02

73,

541,

293

4,88

1,53

66,

178,

717

3,68

1,46

05,

022,

934

6,98

9,44

29,

264,

298


appendix 14.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - S

TORM

WAT

ER LE

VY

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Est

imat

ed R

eser

ve

Bal

ance

at t

he s

tart

of t

he

year

239,

203

239,

203

239,

203

239,

203

239,

203

239,

203

239,

203

239,

203

239,

203

239,

203

Op

erat

ing

Inco

me

Fees

& C

harg

es(6

48,5

13)

(656

,013

)(6

63,5

13)

(671

,013

)(6

78,5

13)

(686

,013

)(6

93,5

13)

(701

,013

)(7

08,5

13)

(716

,013

)

T

ota

l Op

erat

ing

In

com

e(6

48,5

13)

(656

,013

)(6

63,5

13)

(671

,013

)(6

78,5

13)

(686

,013

)(6

93,5

13)

(701

,013

)(7

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13)

(716

,013

)

Op

erat

ing

Exp

end

itur

e

Inte

rest

60,8

7758

,136

55,1

9351

,751

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1044

,376

40,4

9136

,240

31,7

0026

,861

Oth

er E

xpen

ses

451,

034

457,

261

463,

450

469,

600

475,

709

481,

777

487,

802

493,

782

499,

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505,

605

T

ota

l Op

erat

ing

E

xpen

dit

ure

511,

911

515,

397

518,

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521,

351

524,

219

526,

153

528,

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530,

022

531,

417

532,

466

Inte

rnal

Cha

rges

00

00

00

00

00

Loan

Prin

cipa

l Exp

endi

ture

44,1

8246

,923

49,8

6653

,308

56,5

4960

,683

64,5

6868

,819

73,3

5978

,198

Op

erat

ing

Res

erve

Tra

nsfe

rs

Est

imat

ed O

pera

ting

Tran

sfer

to/(f

rom

) Res

erve

00

00

00

00

00

Cap

ital

Inco

me

Cap

ital G

rant

/C

ontr

ibut

ions

Inco

me

00

00

00

00

00

T

ota

l Cap

ital

Inco

me

00

00

00

00

00

Cap

ital

Exp

end

itur

e


appendix 14.LO

NG TE

RM FI

NANC

IAL P

LAN

- BAS

E CAS

E SCE

NARI

O - S

TORM

WAT

ER LE

VY

BUDG

ET

2013

/14

BUDG

ET

2014

/15

BUDG

ET

2015

/16

BUDG

ET

2016

/17

BUDG

ET

2017

/18

BUDG

ET

2018

/19

BUDG

ET

2019

/20

BUDG

ET

2020

/21

BUDG

ET

2021

/22

BUDG

ET

2022

/23

Cap

ital W

orks

92,4

2093

,693

95,0

0396

,353

97,7

4499

,176

100,

652

102,

171

103,

736

105,

348

T

ota

l Cap

ital

E

xpen

dit

ure

92,4

2093

,693

95,0

0396

,353

97,7

4499

,176

100,

652

102,

171

103,

736

105,

348

Cap

ital

Res

erve

Tra

nsfe

rs

Est

imat

ed C

apita

l Tra

nsfe

r to

/(fro

m) R

eser

ve0

00

00

00

00

0

T

ota

l Cap

ital

Res

erve

Tr

ansf

ers

00

00

00

00

00

“Les

s: M

ovem

ents

not

in

volv

ing

flow

of f

unds

D

epre

ciat

ion"

00

00

00

00

00

TO

TAL

00

00

(0)

00

0(0

)0

Est

imat

ed R

eser

ve

Bal

ance

at

end

of

year

239,

203

239,

203

239,

203

239,

203

239,

203

239,

203

239,

203

239,

203

239,

203

239,

203


contact us.

questions? comments?contact us.contact usWagga Wagga City Council PO Box 20 Cnr Baylis & Morrow Sts Wagga Wagga NSW

Ph: 1300 292 442 Fax: (02) 6926 9199 Email: [email protected]

www.wagga.nsw.gov.au

Date post:	18-Feb-2016
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Long Term Financial Plan 2013 2014

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