Template 3 · 2015-07-02 · The ratio will consistently make the benchmark until the three year...

Rural Council Proposal

Template 3

Getting Started

Before you commence this template, please check the following:

You have chosen the correct template – only councils in Group C in the final report of the Independent Panel or that meet the Rural Council characteristics (and do not wish to complete template 1 or 2) should complete Template 3.

You have read a copy of the guidance material for Template 3 and instructions for completing each question.

You have completed the self-assessment of your performance, using the tool provided.

You have completed any supporting material and prepared attachments for your Proposal as PDF documents. Please limit the number of attachments and ensure they are directly relevant to your proposal. Specific references to the relevant page and/or paragraph in the attachments should also be included.

Your Proposal has been endorsed by a resolution of your council.

Section 1: About your council’s proposal

Council details

Council name: Carrathool Shire Council

Date of Council resolution endorsing this submission: 23 June 2015

1.1 Executive summary

Provide a summary (up to 500 words) of the key points of your Proposal including current performance, the issues facing your council and how adopting the Rural Council and other options in your Proposal will improve your council’s performance against the Fit for the Future measures. Carrathool Shire is a large rural Shire having an area of 19,000 square kilometres and five urban centres including the town of Hillston and the villages of Goolgowi (Council headquarters), Merriwagga, Carrathool and Rankins Springs. It is traversed by the Murrumbidgee and Lachlan Rivers as well as the Mid Western Highway and the Kidman Way. Willandra, Cocoparra and Nombinnie National Parks are also a feature of the area.

All villages except Merriwagga are serviced by public schools with Hillston providing a Private Catholic School and a Central School to year 12. The Shire is serviced by a new multi purpose service (hospital) and medical services in Hillston. Hillston also boasts a well stocked library.

The town and villages feature excellent recreation facilities which have been established with a great deal of community effort and pride. Hillston and Goolgowi have 25 metre swimming pools (solar heated) which operate for 22 weeks of the year. Modern playground equipment is provided for each township and village.

Council has continued to support the community to ensure the long term economic viability of the Shire. Some examples include the retention of the Commonwealth Bank in Hillston and the Post Office in Goolgowi. The Shire took over the running of the Commonwealth Bank in Hillston when it had been decided to close the branch. The Shire kept the bank open and returned it to sufficient profitability for the Commonwealth Bank to take it over again. The facility is still open and running five days a week. The village of Goolgowi was in danger of losing its Licensed Post Office two years ago but Council stepped in and continued to run the Post Office with the assistance of community volunteers. The service was then taken over after 12 months, as an ongoing concern with the General Store and the facility continues today. Council also provides the Medical Centre for the Shire’s only Doctor in Hillston. Providing his accommodation, vehicle and other support to ensure the retention of this important community service.

Whilst still predominantly an agricultural based shire, we have diversified greatly from small dryland cereal growing and large grazing pursuits to irrigation crops such as cotton, walnuts, olives, rice, corn, cherries, vegetables, potatoes and citrus. A number of chicken farm developments have also been established, with interest in further agricultural development with capital investment in the range of $500 to $600 million.

Council considered a possible merger with Griffith City Council, but after community consultation it was found that 98% of respondents requested Carrathool remain a stand alone Council. Griffith City Council also indicated at a meeting in Darlington Point on 1 April 2015 that it would prefer not to merge.

Council currently meets four of the seven Fit for the Future criteria results. The three bench marks that Council does not currently achieve are: own source revenue, ratio the building and infrastructure asset renewal ratio and the infrastructure backlog ratio.

Since the T-Corp report Council has focussed on its asset management and depreciation levels and has returned its Operating Performance into the black for the past two financial years.

The building and infrastructure asset renewal ratio average was affected by the 2012 floods where many of Council’s roads were impaired and required restoration. Council received $13 million disaster recovery funding over a two year period and these roads have now been restored. This ratio is due to meet the bench mark in the 2014/15 financial year.

The own source revenue has also been affected by the level of grant funding received for disaster recovery and with the addition of FAGS the ratio has increased to 65.3% for 2013/14, an average of 57.1% over the last three years. This adjusted ratio will be achieved in the 2015/16 financial year.

During this current financial year Council is completing a revaluation and assessment of all road infrastructure and completing a number of projects over the current and next two financial years which should reduce the backlog, returning the ratio to approximately 1.7%.

In summary this submission will show that Council, over the next two to three years, will meet all the Fit for the Future benchmarks, improve Council’s asset management and consequently properly integrate all of Council’s IP&R documentation. Council will also undertake a service review of key services in conjunction with the community to identify possible areas of reduced costs to further improve Council’s funds for discretionary expenditure.

help completing this section.See Guidance material page 10 for help

1.2 Scale and capacity

Did the Independent Local Government Review Panel identify the option that your council become a Rural Council? (i.e. your council was identified in Group C or B of the Panel’s final report)

Yes If the Panel identified an alternative preferred option for your council, have you explored this option? (Group C Councils should answer ‘NA’) NA

See Guidance material page 10-12 for help completing this section.

1.2 Scale and capacity

Please demonstrate how your council meets the following characteristics of a Rural Council (optional if a Group C council).

Rural Council Characteristic

Your council’s response

1. Small and static or declining population spread over a large area

2. Local economies that are based on agricultural or resource industries.

3. High operating costs associated with a dispersed population and limited opportunities for return on investment.

4. High importance of retaining local identity, social capital and capacity for service delivery.

5. Low rate base and high grant reliance.

6. Difficulty in attracting and retaining skilled and experienced staff.

7. Challenges in financial sustainability and provision of adequate services and infrastructure.

8. Long distance to a major or sub-regional centre.

9. Limited options for mergers.

Section 2: Your council’s current position

2.1 Key challenges and opportunities

Explain the key challenges and opportunities facing your council through a SWOT analysis. (You should reference your Community Strategic Plan and any relevant demographic data for this section)

Strengths Strong community identity Low external borrowings Vast fertile/productive agricultural land Temperate climate Proximity to the regional centre of Griffith (labour & services) Diverse agricultural production Significant capital investment in modern and efficient private irrigation infrastructure and agricultural diversification Natural resources including Lachlan and Murrumbidgee rivers Fully funded modern and extensive plant and fleet Skilled and experienced staff Council cash reserves

Weaknesses Reliance on grant funding Static population Ageing population Asset Management Cost shifting from State and Federal Governments Rate pegging Remote location Access to technology Low population density Affordable accommodation for itinerant workers

Opportunities Agricultural investment opportunities Joint Organisations (JO) (regional collaboration) Improve Council’s asset management Service review of Council’s key services Water availability Streamlined governance, i.e. remove wards, reduce Councillor numbers and reduce numbers of meetings held Changes to FAGS distribution Attraction of renewable energy generation (solar farms)

Threats Declining State and Federal Government community services Population decline Climate change Electricity availability Water availability No changes to FAGS distribution Failure of Councils to co-operate in a Joint Organisation

See Guidance material page 13 for

2.2 Performance against the Fit for the Future benchmarks

Sustainability

Measure/Benchmark 2010/2011 performance

2011/2012 performance



Operating Performance Ratio

(Greater than or equal to break-even average over 3 years)

-0.236

-0.106

0.146

0.038

Own Source Revenue Ratio (Greater than 60% average over 3 years)

No FAGS

34.6%

With FAGS

57.30%

No FAGS

31.0%

With FAGS

51.00%

No FAGS

36.1%

With FAGS

55.00%

No FAGS

38.2%

With FAGS

53.45%

Building and Infrastructure Asset Renewal Ratio (Greater than 100% average over 3 years)

29.7%

33.2%

145.0%

108.5%



Sustainability

Measure/Benchmark Achieves FFTF benchmark?

Forecast 2016/2017 performance

Achieves FFTF benchmark?


(Greater than or equal to break-even average over 3 years)

Yes 0.026 average over three years

Estimate performance 0.050 average over three years

Yes

Own Source Revenue Ratio

(Greater than 60% average over 3 years)

No 34.90% average over 3 years 53.20% average over three years with FAGS

74.69% average over three years with FAGS

Yes


No 51.50% average over three years

110.96% average over three years

Yes

If Fit for the Future benchmarks are not being achieved, please indicate why. Council is still heavily reliant on grants but with the inclusion of the FAGS within the ratio Council will now achieve this benchmark. Council received Disaster Relief funding for roads affected by flooding in 2011/12 and this funding and impairment impacted on the building and infrastructure asset renewal ratio. The ratio will consistently make the benchmark until the three year average in 2018/19 and 2019/20 when it will reduce to 87.68% and 94.16% respectively (refer to Attachment B Ratio Projections page 39.) The ratio will then return to achieving the required benchmark. This is due to the timing of asset renewals in Council’s Asset Management Plans.


Infrastructure and service management





Infrastructure Backlog Ratio

(Less than 2%)

6.10%

6.00%

4.30%

3.44%

Asset Maintenance Ratio


115.7%

255.1%

96.0%

110.4%

Debt Service Ratio

(Greater than 0% and less than or equal to 20% average over 3 years)

2.65%

2.71%

2.67%

3.15%



If Fit for the Future benchmarks are not being achieved, please indicate why. Infrastructure backlog ratio is estimated to improve due to the following factors: 2014/15: Roads are in the process of being revalued and improvement of a

minimum of $950K is anticipated in the backlog due to the $13 million in disaster recovery money spent on the roads.

Council Offices: Goolgowi Shire Office was completely refurbished with $400K spent removing the $100K from the backlog.

2015/16: Council Depots: $69K is budgeted to be spent to reduce the $85K backlog in this area with further spending in 2016/17. (Attachment D Page 51).

Hillston Pool: Backlog $1.08M. Council have budgeted $400K to replace the toddler pool (Attachment D Page 51).

2016/17: Hillston Pool: The remaining backlog will be reduced to zero as Council have budgeted $600K to replace the existing 30 metre pool.

(Please refer to Attachment C Schedule 7 2013/14 Financial Report highlighted items and Attachment D Draft Operational Plan 2015/16 General Fund Capital Items)

Infrastructure and service management

Measure/Benchmark Achieves FFTF benchmark?




(Less than 2%)

No Ratio is currently 3.44%

Estimate performance The estimate for the ratio in 2016/17 is 1.69%

Yes



Yes Ratio is currently 157.8%

It is anticipated that the ratio averaged over three years in 2016/17 will be 101.94%

Yes

Debt Service Ratio

(Greater than 0% and less than or equal to 20% average over 3 years)

Yes Ratio is currently 2.83%

Based on future borrowings the ratio averaged over three years in 2016/17 will be 3.05%

Yes


Efficiency





Real Operating Expenditure per capita

(A decrease in Real Operating Expenditure per capita over time)

5.42

4.94

3.70

3.31



If Fit for the Future benchmarks are not being achieved, please indicate why.

Efficiency





Real Operating Expenditure per capita

(A decrease in Real Operating Expenditure per capita over time)

Calculate using Self - Assessment Tool A decrease in expenses are evident

Yes

Estimate performance An increase in expenditure per capita is evident in 2016/17 compared to 2013/14 but the expense continues to trend down until another change of population in 2021/22.

Yes and No.

Council’s past historical figures show a decreasing trend in Real Operating Expenditure per capita over time. Council forward projections also show a decreasing trend but are affected by the NSW Planning figures where our population figures are trending down. Council has a small population spread over a large area, with 5 townships and villages and numerous small localities, requiring Council to spend greater money servicing this dispersed population. On a positive note, Council currently have $576 million developments that are currently in the planning approval stage to be undertaken within the Carrathool Shire Local area (refer to confidential Attachment E). This includes 52 dwellings and estimated employment of 346 FTE not including seasonal worker requirements. These developments should have a positive impact on Council’s population projections from NSW Planning and have been discussed with their demographer.

2.3 Water utility performance NB: This section should only be completed by councils who have direct responsibility for water supply and sewerage management.

Does your council currently achieve the requirements of the NSW Government Best Practice Management of Water Supply and Sewerage Framework? No If no, please explain the factors that influence your performance against the Framework. Council has met 70% of the criteria for the NSW Government Best Practice Management of Water Supply and Sewerage Framework. Council have commenced Drinking Water Management System plans this year and will have these in place by the end of 2015/16 financial year. Council have also joined with eight other RAMROC Councils in a joint project to develop a Integrated Water Cycle Management Plan and it is anticipated that this project will be completed during 2016/17.

How much is your council’s current (2013/14) water and sewerage infrastructure backlog?

$873,000

See Guidance material page 16 for help completing this section.

2.3 Water utility performance

Identify any significant capital works (>$1m) proposed for your council’s water and sewer operations during the 2016-17 to 2019-20 period and any known grants or external funding to support these works.

Capital works

Proposed works Timeframe Cost Grants or external funding

Rankins Springs Potable Water Project

2 years $1,200,000 $1,200,000


Does your council currently manage its water and sewerage operations on at least a break-even basis? Yes If no, please explain the factors that influence your performance. Council has a large rural water supply network as well as water networks in Council’s towns and villages. This extensive water network includes 8 bores, 494 km of mains and pipeline, 22 pump stations with multiple pumps, 33 reservoir sites with multiple tanks and 7 treatment facilities. Council have recently obtained a $1.2 million grant to supply potable water to the township of Rankins Springs. Council have increased the fees for its rural supply network to ensure its long term viability and reworked its asset management plans in this area. Fees will be increased over a ten year period to ensure surplus funds are accumulated to meet future asset renewal requirements.


Identify some of your council’s strategies to improve the performance of its water and sewer operations in the 2016-17 to 2019-20 period. These may take account of the Rural Council Options in Section 3.

Improvement strategies Strategy Timeframe Anticipated outcome

1. SCADA (Telemetry) online monitoring system In place Remote monitoring has saved Council cost in relation to physical monitoring of water infrastructure

2. Switchboards replaced with VSD drives and soft starters

In place Reduction in maintenance and power costs

3. Solar power to 4 major pump stations 2016 Reduction in power costs

4. Replacement of mains on an ongoing basis in areas of high maintenance

2016 – 2019 Reduction in maintenance and loss of water

Section 3: Towards Fit for the Future

3.1 How will your council become/remain Fit for the Future?

Outline your council’s key strategies to improve performance against the benchmarks in the 2016-20 periods, considering the six options available to Rural Councils and any additional options.

Refer to Attachment F for further information on the Key Strategies

Option 1: Resource sharing

Proposal Implementation Proposed milestones Costs Risks

Proposed objectives and strategies

How will your council implement the option?

Milestones for implementation

Costs of implementation. Potential to consider Innovation Fund

Known risks of implementing your proposal.

Sharing Planning and Environment Services

Arrangement already in place with Hay Shire Council Meetings to be held with our neighbouring Councils

Meetings to be held with all neighbouring Shires by 31/03/16 MOU’s in place by 30/06/16

Minimal. DPE employed by Carrathool Shire

Lack of Staff co-operation Change of staff Influence of JO New staff to region No co-operation between Councils.

Road Construction Services

Meetings to be held with neighbouring Councils

Meetings to be held with all neighbouring Shires by 31/03/16 MOU’s in place by 30/06/16

Council have an extensive and modern fleet of plant including 6 graders. Costs would be minimal as a pay for service arrangement would be in place

Influence of JO No co-operation between Councils.

How will your proposal allow your council to become/remain Fit for the Future against the criteria?

Efficiency Infrastructure and Service Management

Sustainability

Improve efficiencies with road maintenance on fringes of the Shire

Maintenance cost reduction Improve own revenue sources and operating profit.

Currently receiving approx $10K to $15K for sharing DPE it is anticipated that this may increase to $20K to $30K per annum.

help completing this section.See Guidance material page 17-20 for




Sustainability

Option 2: Shared administration


Proposed objectives and strategies Awaiting implementation of the JO before further consideration of this area








Sustainability

Increasing own source revenue.

Increased profits generated

Quantitative data is not available

Option 3: Speciality services


Proposed objectives and strategies Council are currently exploring its ability to become pre-qualified for RMS constructions contracts to provide services to the RMS on their State Highways.

How will your council implement the option? Council are investigating the requirements Tumut Shire Council has already a business arm of Council already pre-qualified. Preliminary discussions have been started with Tumut.

Milestones for implementation Investigations completed by 31/03/16 Costing, capabilities and risks reviewed by 30/6/16 Qualifications completed by 31/12/16

Costs of implementation. Potential to consider Innovation Fund Consider Innovation Fund for the costs of implementation

Known risks of implementing your proposal. Council not having the capability RMS not agreeing to provide contract




Sustainability

Reduction in operating expenses.

Reduction of Councillors from 10 to 7. Savings p.a. $32,406.

Council would still like to ensure Shire wide representation is maintained

Reduction in Operating costs will increase profit

Option 4: Streamlined governance


Proposed objectives and strategies Council proposes to reduce Councillor numbers and remove wards and reduce Council meetings 12 per year but adjusted on a needs basis Councillors have decided to only receive two thirds of their maximum fees. Mayor is not provided with a vehicle.

How will your council implement the option? Council is in the process of reducing the number of wards from 5 to 2. Council have already moved a resolution to reduce Councillor numbers. A referendum will take place at the next election in 2016 if no legislation changes are approved

Milestones for implementation September 2016 election referendum Reduction in Councillor numbers at the September 2020 elections

Costs of implementation. Potential to consider Innovation Fund Minimal costs involved

Known risks of implementing your proposal. Referendum is defeated




Sustainability

Option 5: Streamlined planning, regulation and reporting


Proposed objectives and strategies Further consideration of this area will be considered once LG Act review is complete and JOs are in place.







Efficiency Infrastructure and Service management

Sustainability

A decrease in operating expenses is anticipated

Revision of back log dependent on community expectations

Revision of maintenance required dependent on community expectations of service levels

Decrease in operating expenditure with more discretionary funding available

Option 6: Service review


Proposed objectives and strategies Council will implement a organisation wide review of services prior to the September 2016 elections

How will your council implement the option? Council will utilise an independent consultant to review Council services to identify efficiencies and possible savings in conjunction with community and staff consultation

Milestones for implementation Identify possible consultants and obtain quotes 31/10/15 Engage consultants and complete review by 31/03/16 Complete new budgets by 30/04/16 Complete required documentation by 31/12/16.

Costs of implementation. Potential to consider Innovation Fund Yet to be determined Costs to be covered by Council surplus in 2015/16.

Known risks of implementing your proposal. Community expectations on service Staffing issues Costs of change



Efficiency Infrastructure and Service management

Sustainability

Population growth is anticipated with 52 more dwellings and estimated employment growth of 346 FTE

Section 94 (A) contributions of $770K is anticipated over the three to four year period

Town Planning & Development Fees and building permits and fees will increase a total of $268K over this three to four year period.

Option 7: Additional options identified by the council

Proposal How will it be achieved /Implemented

Proposed milestones Costs Risks

Proposed objectives and strategies Development within the Carrathool Shire

How will your council implement the option? Development is currently in the planning stages

Milestones for implementation Development will occur over a three to four year period

Costs of implementation. Potential to consider Innovation Fund Normal staff wages

Known risks of implementing your proposal. Economic downturn Staff changes

3.2 Rural Council Action Plan

Giving consideration to the Rural Council options, summarise the key actions that will be achieved in the first year of your plan.

Action plan

Actions Milestones

1. Resource Sharing Planning Services Meetings by 31/03/16

2. Road Construction Services MOU’s in place 30/06/16

3. RMS Pre-qualified Construction Investigations completed by 31/3/16

Costings, capabilities and risks reviewed by 30/6/16

Qualifications completed by 31/12/16

4. Streamlined Governance September 2016 election referendum to remove wards and reduce Councillors numbers from 10 to 7.

Reduction in Councillor numbers at the September 2020 elections

5. Service Review Identify possible consultants and obtain quotes 31/10/15

Engage Consultants and complete review 31/03/16

Complete new budgets by 30/04/16

Complete required documentation by 31/12/16

Refer to Attachment G for detailed action plan

*Please attach detailed action plan and supporting financial modelling.

Outline the process that underpinned the development of your action plan. Council consulted with their community, staff, Councillors and other Councils in this process. Council senior staff also attended a number of meetings with the Office of Local Government, LG NSW and other groups to better inform and review Council’s submission. A number of Council’s have also shared ideas and met to determine a way forward for the future. Council’s plan has been reviewed by Councillors and senior staff and approved at a Council meeting on 23 June 2015. The document was then displayed on Council’s website for public comment.


help completing this section.

3.3 Community involvement Outline how you have consulted with your community on the challenges facing your council, performance against the benchmarks and the proposed solutions. Council as part of the Fit for the Future process has undertaken community consultation in a number of different formats, with community meetings, an online survey, and mail out of a reply paid survey and information flyer. Council have also placed information on Council’s website and on Council’s Facebook page. Council received a 25% response rate to its survey with 98.1% of respondents wanting the Council to “Stand Alone” with 0.6% in favour of a merger with Griffith. Details of Council’s performance were identified against the Fit for the Future bench marks and some possible solutions were discussed.

3.4 Other strategies considered

In preparing your Action Plan, you may have considered other strategies or actions but decided not to adopt them. Please identify what these strategies/actions were and explain why you chose not to pursue them. Eg. Council sought to pursue a merger but could not reach agreement. After the community consultation it was evident that the community wished to retain its identity and not to merge with Griffith. At a meeting with consultants and seven other neighbouring Councils in Darlington Point, Griffith City Council indicated that no merger with Carrathool Shire would be considered.


Section 4: Expected outcomes

4.1 Expected improvement in performance Measure/ benchmark 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Total improvement over period?

Operating Performance Ratio (Greater than or equal to break-even average over 3 years)

2%

Av. 4%

10%

Av. 6%

3%

Av. 5%

1%

Av. 5%

0%

Av. 1%

1%

Av. 1%

Also complete years 2020/21 – 2024/25 on following page


76.94%

Av. 61.8%

71.69%

Av. 67.4%

75.44%

Av. 74.7%

74.21%

Av. 73.8%

73.69%

Av. 74.4%

73.66%

Av. 73.8%

Also complete years 2020/21 – 2024/25 on following page


100.88%

Av. 118%

125.83%

Av. 112%

106.17%

Av. 111%

77.46%

Av. 103%

79.41%

Av. 88%

125.60%

Av. 94%

% Change + 24.5%

Av. -20%

Infrastructure Backlog Ratio (Less than 2%)

2.59%

2.25%

1.69%

1.75%

1.87%

1.79%

% Change - 30.89%

Asset Maintenance Ratio (Greater than 100% average over 3 years)

101.42%

Av. 102%

101.94%

Av. 105%

102.46%

Av. 102%

102.95%

Av. 103%

103.97%

Av. 103%

102.44%

Av. 103%

% Change + 1.01%

Av. 1%

Debt Service Ratio (Greater than 0% and less than or equal to 20% average over 3 years)

2.94%

Av. 2.96%

2.65%

Av. 2.95%

3.57%

Av. 3.05%

2.98%

Av. 3.07%

2.50%

Av. 3.01%

1.83%

Av. 2.43%

% Change -37.75%

Av. -18%

Real Operating Expenditure per capita A decrease in Real Operating Expenditure per capita over time

4,283.25

4,638.55

4,604.88

4,580.02

4,568.85

4,514.45

% Change +5.40%

4.1 Expected improvement in performance* Measure/ benchmark 2020/21 2021/22 2022/23 2023/24 2024/25

Total improvement over period

Operating Performance Ratio (Greater than or equal to break-even average over 3 years)

0%

Av. 0%

1%

Av. 0%

1%

Av. 1%

1%

Av. 1%

1%

Av. 1%

% Change -50%

Av. -75%


73.65%

Av. 73.7%

73.63%

Av. 73.6%

73.61%

Av. 73.6%

73.58%

Av. 73.6%

73.58%

Av. 73.6%

% Change -4.37%

Av. 19%

* See section 3.3 of IPARTs Methodology for Assessment of Council Fit for the Future Proposals

See Guidance material page 23 for help completing this section.

http://www.ipart.nsw.gov.au/files/sharedassets/website/trimholdingbay/assessment_methodology_-_methodology_for_assessment_of_council_fit_for_the_future_proposals_-_june_2015.pdf�

4.2 Factors influencing performance Outline the factors that you consider are influencing your council’s performance against the Fit for the Future benchmarks, including any constraints that may be preventing improvement. Council have adjusted the benchmarks in line with the revised estimates from the 2015/16 Draft Operational Plan and Delivery Program, to produce a revised Long Term Financial Plan for the General Fund covering the years 2014/15 to 2023/24 (Refer to Attachment A). A copy of Council’s financial statements for the year ending 30 June 2014 have also been included to support Council’s revised estimates. Please refer to page 63 note 21 which indicates the General Fund Operating Result. The only adjustments included in our revised estimates from the actions at 3.1 are Option 7 the town planning, development and building fees. Any other adjustments which are uncertain or cannot be quantified have been left out. Council has not increased the FAGS projections until the 2019/20 financial year. The financial figures provided are conservative and achieves all benchmarks within a few years, except Real Operating Expenditure per capita is affected by the population projections.


Section 5: Implementation

5.1 Putting your plan into action

How will your council implement your Rural Council proposal? For example, who is responsible, how the council will monitor and report progress against achieving the key strategies listed under Section 3. The action plan will be monitored by Council’s senior staff, with progress reported through a fortnightly Manex and then reported to Council every meeting. All Directors, Managers and Supervisors will be involved in the process and have copies of the Action plan for implementation as directed. Funding to ensure implementation of the Action plan will be provided within Council’s Operational Plan and revised Delivery Program


help completing this section.

Attachment A Long Term Financial Plan Projected Estimate

Revenue All Sources, Operation and Capital Expenditure

Promoting our future through diversity

Sum of Estimated 2014/15










Operating Income $13,092,306 $15,847,369 $13,976,784 $14,126,536 $14,360,658 $14,713,915 $15,075,957 $15,447,000 $15,827,270 $16,216,995

Rates & Annual Charges $3,398,950 $3,504,427 $3,612,029 $3,700,686 $3,781,502 $3,876,039 $3,972,941 $4,072,264 $4,174,071 $4,278,422

User Charges & Fees $2,474,030 $3,811,020 $2,841,300 $2,868,570 $2,910,036 $2,982,787 $3,057,356 $3,133,790 $3,212,135 $3,292,439

Interest Revenues $357,800 $341,557 $338,605 $335,410 $340,710 $347,524 $354,475 $361,564 $368,795 $376,171

Other Revenues $348,069 $310,640 $313,000 $321,750 $330,940 $340,868 $351,094 $361,627 $372,476 $383,650

Grants-Operating $5,826,757 $7,177,475 $6,152,720 $6,163,620 $6,255,610 $6,412,000 $6,572,300 $6,736,608 $6,905,023 $7,077,648

Contributions-Operating $586,700 $602,250 $619,130 $636,500 $641,860 $654,697 $667,791 $681,147 $694,770 $708,665

Net Gains from Disposal Plant $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000

Operating Expenditure ($12,709,797) ($14,190,265) ($13,524,334) ($13,866,400) ($14,260,791) ($14,526,520) ($14,942,686) ($15,246,580) ($15,618,198) ($15,995,342)

Borrowing Costs ($111,741) ($104,328) ($112,225) ($88,562) ($67,299) ($51,931) ($38,311) ($27,416) ($21,793) ($15,889)

Depreciation ($3,766,444) ($3,841,773) ($3,957,026) ($4,016,381) ($4,076,627) ($4,117,393) ($4,158,567) ($4,200,153) ($4,242,155) ($4,284,576)

Materials & Contracts ($2,178,015) ($3,400,304) ($2,373,190) ($2,459,190) ($2,595,530) ($2,601,780) ($2,757,730) ($2,791,290) ($2,870,430) ($2,956,542)

Other Expenses ($1,470,862) ($1,505,643) ($1,583,530) ($1,638,953) ($1,688,122) ($1,747,206) ($1,799,622) ($1,853,611) ($1,918,487) ($1,976,042)

Employee Benefits & On-Costs (Operating)

($5,182,735) ($5,338,217) ($5,498,363) ($5,663,314) ($5,833,213) ($6,008,210) ($6,188,456) ($6,374,110) ($6,565,333) ($6,762,293)

Capital Income $1,835,400 $2,103,000 $2,208,000 $2,218,000 $2,286,000 $2,353,900 $2,423,447 $2,495,690 $2,569,681 $2,646,472

Grants-Capital $381,400 $438,000 $413,000 $413,000 $431,000 $444,000 $457,000 $471,000 $485,000 $500,000

Contributions-Capital $1,454,000 $1,665,000 $1,795,000 $1,805,000 $1,855,000 $1,909,900 $1,966,447 $2,024,690 $2,084,681 $2,146,472

Capital Expenditure ($6,205,004) ($5,884,109) ($5,278,581) ($3,719,462) ($4,541,160) ($5,242,318) ($5,276,161) ($5,241,869) ($5,084,561) ($5,156,086)

Materials & Contracts Renewals ($4,126,873) ($4,171,637) ($4,088,500) ($2,962,700) ($3,924,600) ($4,577,790) ($4,674,090) ($4,714,420) ($4,578,490) ($4,625,110)

Materials & Contracts New ($1,808,000) ($1,398,875) ($807,000) ($427,500) ($328,000) ($450,000) ($375,000) ($415,000) ($388,000) ($407,000)

Loan Repayment ($270,131) ($313,597) ($383,081) ($329,262) ($288,560) ($214,528) ($227,071) ($112,449) ($118,071) ($123,976)

Financing/ Internal $765,373 $1,007,235 $1,022,370 $19,830 ($148,900) ($117,070) ($119,540) ($172,310) ($402,930) ($500,930)

Reserve To/From $585,373 $607,235 $422,370 $19,830 ($148,900) ($117,070) ($119,540) ($172,310) ($402,930) ($500,930)

Gravel Pits Expenditure ($700,000) ($721,000) ($742,000) ($765,000) ($788,000) ($811,000) ($836,000) ($860,000) ($860,000) ($860,000)

Internal Gravel Pits To/From Reserve ($150,000) ($154,500) ($159,000) ($163,500) ($168,000) ($172,500) ($177,000) ($181,500) ($181,500) ($181,500)

Gravel Pits Internal Recovery $850,000 $875,500 $901,000 $928,500 $956,000 $983,500 $1,013,000 $1,041,500 $1,041,500 $1,041,500

Borrowed Funds $180,000 $400,000 $600,000 $0 $0 $0 $0 $0 $0 $0

GENERAL FUND Operating Result Surplus/ (Deficit) Not including Capital income

$382,509 $1,657,104 $452,450 $260,136 $99,867 $187,395 $133,271 $200,420 $209,072 $221,653

General Fund – Long Term Financial Plan Projected Estimate Revenue All Sources, Operation and Capital Expenditure 2014/15 to 2023/24

Attachment B Ratio Projections


OPERATING PERFORMANCE RATIO

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Total Operating Revenue 16,914 14,928 17,950 16,185 16,345 16,647 17,068 17,499 17,943 18,397 18,863Less: Capital Grants, Cont & POS 5,266 1,935 2,203 2,308 2,318 2,386 2,454 2,523 2,596 2,670 2,746Adjusted Operating Revenue 11,648 12,993 15,747 13,877 14,027 14,261 14,614 14,976 15,347 15,727 16,117Operating Expenses 10,818 12,710 14,190 13,524 13,867 14,261 14,527 14,943 15,247 15,618 15,995Operating Result 830 283 1,557 353 160 0 87 33 100 109 122

FFTF Operating Performance Ratio Result 7% 2% 10% 3% 1% 0% 1% 0% 1% 1% 1%

FFTF Ratio Calc - 3 Yr Avg:FFTF Operating Performance Ratio (3 Yr Avg.) 6% 5% 5% 1% 1% 0% 0% 1% 1%

Total continuing operating revenue (exc. capital grants and contributions) less operating expensesTotal continuing operating revenue (exc. capital grants and contributions)

0%

1%

2%

3%

4%

5%

6%

2017 2018 2019 2020



OWN SOURCE REVENUE RATIO

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Total Continuing Operating Revenue 16,768 14,828 17,850 16,085 16,245 16,547 16,968 17,399 17,843 18,297 18,763Less: Grants & Contributions 10,262 8,349 9,983 8,880 9,118 9,283 9,521 9,764 10,013 10,269 10,533Plus: FAG 2,456 4,929 4,929 4,929 4,929 4,929 5,052 5,179 5,308 5,441 5,577 Note 1

Adjusted Operating Revenue 8,962 11,408 12,796 12,134 12,056 12,193 12,499 12,814 13,138 13,469 13,807

Own Source Revenue Ratio 53.45% 76.94% 71.69% 75.44% 74.21% 73.69% 73.66% 73.65% 73.63% 73.61% 73.58%Target 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60%

FFTF Own Source Revenue Ratio (3 Yr Avg.) 67.36% 74.69% 73.78% 74.45% 73.85% 73.67% 73.65% 73.63% 73.61%

Note 1 - Rural Council's can include FAG Grant as Own Source Revenue

Total continuing operating revenue less all grants and contributionsTotal continuing operating revenue inclusive of capital grants and contributions

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

2017 2018 2019 2020



Target

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Asset Renewals 2,500 2,419 3,108 2,649 1,952 2,021 3,228 3,324 3,364 3,228 3,275Depreciation, Amortisation & Impairment 2,305 2,398 2,470 2,495 2,520 2,545 2,570 2,596 2,622 2,648 2,675

Building & Infrastructure Asset Renewal Ratio 108.46% 100.88% 125.83% 106.17% 77.46% 79.41% 125.60% 128.04% 128.30% 121.90% 122.43%Target 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

FFTF Building & Infrastructure Renewal Ratio (3 Yr Avg.) 111.72% 110.96% 103.15% 87.68% 94.16% 111.02% 127.32% 126.08% 124.21%

Depreciation, amortisation and impairment (building and infrastructure)Asset renewals (building and infrastructure)

BUILDING AND INFRASTRUCTURE ASSET RENEWAL RATIO

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

2017 2018 2019 2020

Building & Infrastructure Asset Renewal Ratio

Building & Infrastructure Asset Renewal Ratio

Target

INFRASTRUCTURE BACKLOG RATIO

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Cost to Bring to Satisfactory 4,405 3,365 2,965 2,245 2,320 2,475 2,395 2,297 2,165 2,047 2,010 Note 2

WDV of Infrastructure 128,056 129,885 131,922 132,883 132,743 132,547 133,655 134,758 135,915 136,883 137,890 Note 3

Infrastructure Ratio 3.44% 2.59% 2.25% 1.69% 1.75% 1.87% 1.79% 1.70% 1.59% 1.50% 1.46%Target 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00%

Note 2 - Cost to bring to satisfactory+/- Shortfall/overspend of maintenance expenditureNote 3 - WDV+New Assets +Replacement Assets-Depreciation

Estimated cost to bring assets to a satisfactory conditionTotal (WDV) of infrastructure, buildings, other structures and depreciable land improvement assets

1.50% 1.55% 1.60% 1.65% 1.70% 1.75% 1.80% 1.85% 1.90% 1.95% 2.00% 2.05%

2017 2018 2019 2020



Upper Limit

ASSET MAINTENANCE RATIO

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Actual asset maintenance 3,350 3,140 3,203 3,251 3,283 3,349 3,365 3,399 3,467 3,502 3,519Required asset maintenance 3,035 3,096 3,142 3,173 3,189 3,221 3,285 3,301 3,335 3,384 3,400

Asset Maintenance Ratio 110.38% 101.42% 101.94% 102.46% 102.95% 103.97% 102.44% 102.97% 103.96% 103.49% 103.50%Target 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

FFTF Asset Maintenance Ratio (3 Yr Avg.) 104.58% 101.94% 102.45% 103.13% 103.12% 103.13% 103.12% 103.47% 103.65%

Actual asset maintenanceRequired asset maintenance

90.00%

92.00%

94.00%

96.00%

98.00%

100.00%

2017 2018 2019 2020



Target

DEBT SERVICE RATIO

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Interest Expense 109 112 104 112 89 67 52 38 27 22 16Principal Payments 245 270 314 383 329 289 215 227 112 118 124Total Cost of Debt Service 354 382 418 495 418 356 267 265 139 140 140

Total Continuing Operating Revenue 10,860 12,993 15,747 13,877 14,027 14,261 14,614 14,976 15,347 15,727 16,117

Debt Service Ratio 3.26% 2.94% 2.65% 3.57% 2.98% 2.50% 1.83% 1.77% 0.91% 0.89% 0.87%Target 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00% 20.00%

FFTF Debt Service Ratio (3 Yr Avg.) 2.95% 3.05% 3.07% 3.01% 2.43% 2.03% 1.50% 1.19% 0.89%

Total continuing operating revenue (exc. capital grants and contributions)Cost of debt service (interest expense & principal repayments)

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

2017 2018 2019 2020

Debt Service Ratio

Debt Service Ratio

Upper Limit

REAL OPERATING EXPENDITURE PER CAPITA1 2 3 4 5 6 7 8 9 10 11

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Population 2.746 2.792 2.792 2.792 2.600 2.600 2.600 2.600 2.600 2.450 2.450 2.450Total Operating Expenditure 11,437 10,818 12,710 14,190 13,524 13,867 14,261 14,527 14,943 15,247 15,618 15,995

3.7% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3%Deflated Operating Expenditure 10,156 9,251 10,543 11,417 10,555 10,498 10,472 10,348 10,325 10,219 10,153 10,087

Real Operating Expenditure per Capita 3,698.47 3,313.39 3,776.10 4,089.33 4,059.65 4,037.73 4,027.88 3,979.92 3,971.07 4,170.94 4,144.25 4,116.96

3,920.00

3,940.00

3,960.00

3,980.00

4,000.00

4,020.00

4,040.00

4,060.00

4,080.00

2017 2018 2019 2020 2021

Real Operating Expenditure Per Capita

Real Operating Expenditure Per Capita

Linear (Real Operating Expenditure Per Capita)

Attachment C Schedule 7 2013/14 Financial Report


Carrathool Shire Council

Special Schedule No. 7 - Report on Infrastructure Assets as at 30 June 2014

$'000

Special S

chedules 2014

1,007 15% 15% -15%109,507 3,219

0%1,638 0%

- 15

5 5 10

98

137 250

2,877 3,030

12

0%

65 15%

100 0%10 9 14 49

0%32%574

1,952 0%

0.3%10.0%

20%

5 6

5 0%

0%0%0%

8

1,400

1,170

12,616 9.0%

35

671 2

Footpaths

sub total

Regional Roads (Sealed 130Kms & Unsealed 183 Kms)

BridgesMajor Road Culverts

40%

Kerb & Gutter

Access Roadways & Carparks

22.0%

3,750 18%

0%1,134

85

0%20%

40%100%

6%26%

15

5%

110 1,170

52,695

40,602

1,993

8

56%

0%35% 65%

70%

5

Council Public Halls

Other BuildingsSpecialised Buildings

3

Council Works Depot

25%30%

85%0% 0%

0%

0%

2,857

10

0%53%

26

0%9%

Asset Category4

Annual Maintenance Down Value (WDV) (4)-Maintenance

satisfactory 21

8

0%0%

60%

Asset Class

10%

Council Offices /Administration Centres

to bring up to a Estimated cost

Actual (3)--Required (2)- Written

standard (1)_ 2013/14

2 -

Village Street (Sealed 27 Kms)

Libraries

Council Dwellings

100 150

235

50 - 10

1,400

-

5

15

1,032

15 15

-0.1%

25.8%

0%80%90%

0%

0%0%

75%

0%

0%

25.7%

Buildings

Local Roads (Sealed 253 Kms, Unsealed 702 Kms & Formed 1266 Kms)

Roads

sub total

20%

5%25%

373

0%5%

8,353

10.0% 9.0%22.0%

Assets in Condition as a % of WDV (4), (5)

0%

34 10%0%5%

0%211

0%0%

4,668

1,598 90% 5%70%10%75%

25%30% 45%

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Carrathool Shire Council

Special Schedule No. 7 - Report on Infrastructure Assets (continued) as at 30 June 2014

$'000

Notes:(1). Satisfactory is defined as “satisfying expectations or needs, leaving no room for complaint, causing satisfaction, adequate”.

The estimated cost to bring assets to a satisfactory standard is the amount of money that is required to be spent on an asset to ensure that it is in a satisfactory standard.This estimated cost should not include any planned enhancements (ie.to heighten, intensify or improve the facilities).

(2). Required Annual Maintenance is “what should be spent to maintain assets in a satisfactory standard.(3). Actual Maintenance is what has been spent in the current year to maintain the assets.

Actual Maintenance may be higher or lower than the required annual maintenance due to the timing of when the maintenance actually occurs.(4). Written Down Value is in accordance with Note 9 of Council's General Purpose Financial Statements

(5). Infrastructure Asset Condition Assessment "Key"

Excellent No work required (normal maintenance) Poor Renewal requiredGood Only minor maintenance work required Very Poor Urgent renewal/upgrading requiredAverage Maintenance work required

Asset Class

5

30

Recreational Assets 30 10

Stormwater

Written

421

Drainage 1,518 sub total 0.0%

3

Open Space/ 32 1,990 0% 0%Various Structure on Recreational Grounds

30 1,518 10.0% 10.0%80.0%26

Asset Category

Annual satisfactory standard (1)_ Maintenance 52013/14

Maintenance Down Value

10%

Required (2)-to bring up to a

0%

21 3(WDV) (4)-

20 26

Actual (3)--

0%

Estimated cost

80%

0%

40% 10%

0.0%20 10%

10%

Special S

chedules 2014

sub total 1,110 40 40 3,915 9.8% 29.5% 25.2% 10.0% 25.4%

Swimming Pools 1,080 30

Assets in Condition as a % of WDV (4), (5)

4

50%

8 1,925 20% 60% 10%

Shire Wide Drainage Works

TOTAL - ALL ASSETS 5,278 3,400 3,780 148,281 22.5% 42.2% 31.3% 3.2% 0.7%

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Attachment D Operational Plan 2015/16 General

Fund Capital Items


Estimate 2015/16

Estimate 2016/17

Estimate 2017/18

Estimate 2018/19

Y1 Y2 Y3 Y4

$1,740,373 $1,708,373 Plant Carrathool Shire Council - Net Cost $1,064,137 $1,440,000 $1,011,000 $1,903,000

$1,740,373 $1,708,373 General Fund Plant & Equipment $1,064,137 $1,440,000 $1,011,000 $1,903,000

$34,000 $66,000 Office Equipment, Incl Information Technology $48,000 $49,000 $43,500 $55,000$8,000 $8,000 Office Furniture $8,000 $5,000 $6,000 $6,000

$20,000 $45,385 Rubbish Tips $29,000 $20,000 $20,000 $45,000$5,000 $197,818 Office Buildings $5,000 $0 $0 $0

$300,000 $300,000 Council Dwellings $0 $320,000 $0 $0$20,000 $20,000 Swimming Pools $400,000 $625,000 $0 $0$65,000 $65,000 Depot Buildings $69,000 $35,000 $35,000 $25,000$10,000 $16,000 Medical Centre $20,000 $7,000 $0 $0$42,000 $137,076 Public Halls & Library $58,500 $18,000 $15,000 $45,000

$0 $0 Pre-Schools $15,000 $0 $0 $0$0 $21,012 RFS/SES Buildings $0 $0 $0 $90,000

$193,675 $172,975 Sporting Fields, Parks & Gardens $101,500 $52,000 $33,000 $42,000$10,000 $10,000 Public Privies $12,000 $11,000 $14,000 $14,000$12,000 $12,000 Library Books $12,000 $12,000 $12,500 $13,000

$7,000 $7,000 Tourism Signs $8,000 $8,000 $8,200 $8,600$80,000 $523,875 Levee Banks $423,875 $0 $0 $0$17,000 $32,316 Cemeteries $26,500 $15,000 $5,000 $0

$4,000 $11,820 Dog Pounds $5,500 $4,000 $0 $0$18,000 $18,000 Caravan Parks $96,500 $20,500 $95,000 $0

$100,000 $100,000 Stormwater Drainage $100,000 $100,000 $100,000 $100,000$0 $0 Land Subdivisions $200,000 $250,000 $100,000 $0

ROADS - GRANT FUNDED WORKS:$1,025,000 $1,025,000 R2R - Works $2,050,000 $1,025,000 $1,025,000 $1,025,000

$413,000 $413,000 Repair Prog & 3x3 Works $413,000 $413,000 $413,000 $431,000ROADS - COUNCIL FUNDED WORKS:

$300,000 $324,750 Village Streets $295,000 $341,000 $329,000 $325,000$75,000 $75,000 Footpath Reconstruction $60,000 $75,000 $75,000 $75,000

$100,000 $100,000 K & G Construction $50,000 $50,000 $50,000 $50,000$0 $23,632 Hillston Pool - Car Parking Area $0 $0 $0 $0

$4,599,048 $5,434,032 Sub Total General Fund, Including Plant $5,570,512 $4,895,500 $3,390,200 $4,252,600

LOAN PRINCIPAL REPAYMENTS$257,103 $257,103 Existing Loans $275,600 $295,356 $237,099 $191,790$13,028 $13,028 New Proposed Loans $37,997 $87,724 $92,162 $96,769

$270,131 $270,131 Sub Total General Fund, Loan Principal $313,596 $383,080 $329,261 $288,559

$4,869,179 $5,704,163 Total G/F + Incl Plant + Loans $5,884,108 $5,278,580 $3,719,461 $4,541,159

DRAFT DELIVERY PLAN 2015/16 TO 2018/19

Adopted Estimate 2014/15

Revised Estimate

2014/15 (Per QBR # 2)

Description

Estimate 2015/16

Estimate 2016/17

Estimate 2017/18

Estimate 2018/19

Y1 Y2 Y3 Y4



Revised Estimate

2014/15 (Per QBR # 2)

Description

$0 ($443,875) Capital Grants - Infrastructure Excluding Roads $0 $0 $0 ($90,000)

($1,550,000) ($1,550,000) Capital Grants - Roads & Associated Infrastructure ($2,463,000) ($1,438,000) ($1,438,000) ($1,456,000)

($440,373) ($440,373) Plant Replacement Reserve ($120,000) $0 $0 $0

($305,000) ($497,819) Reserves (Various) ($304,500) ($590,500) ($190,000) $0

($50,000) ($73,873) Capital Contributions for K & G Works ($25,000) ($25,000) ($25,000) ($25,000)

$0 $0 Sale - Land & Buildings $0 $0 $0 $0

($180,000) ($180,000) New Loan Funds ($500,000) ($700,000) ($100,000) ($100,000)

$0 $0 Plant Sales / Trade-Ins $0 $0 $0 $0

$0 ($144,483) Carry Over Unspent Capital Funds - 2013/14 $0 $0 $0 $0

$0 ($60,915) Funded from Unspent Capital Grants ($423,875) $0 $0 $0

($270,131) ($270,131) Loan Principal From General Fund Revenue ($313,596) ($383,080) ($329,261) ($288,559)

($2,073,675) ($2,042,694) Balance from General Fund Rate Revenue ($1,734,137) ($2,142,000) ($1,637,200) ($2,581,600)

($4,869,179) ($5,704,163) Sub Total Funding Assets, Including Loans ($5,884,108) ($5,278,580) ($3,719,461) ($4,541,159)

GENERAL FUND - CAPITAL - FUNDING ARRANGEMENT

Estimate 2015/16

Estimate 2016/17

Estimate 2017/18

Estimate 2018/19

Y1 Y2 Y3 Y4



Revised Estimate

2014/15 (Per QBR # 2)

Description

Net Cost Net Cost Description Net Cost Net Cost Net Cost Net Cost

$30,636 $30,636 Administration / Finance / CDO Vehicles $57,363 $45,000 $45,000 $45,000

$69,091 $69,091 Health Light Vehicles $41,637 $65,000 $65,000 $65,000

$0 $0 Hillston Medical Centre $0 $14,000 $0 $14,000

$13,455 $13,455 Parks & Gardens Equipment $12,273 $33,000 $33,000 $33,000

$14,000 $14,000 Parks & Gardens Vehicles $0 $20,000 $20,000 $20,000

$13,927 $13,927 Parks & Gardens Plant & Equipment $25,000 $12,000 $12,000 $12,000

$153,135 $153,135 Engineering Light Vehicles $244,317 $210,000 $210,000 $210,000$1,240,220 $1,208,220 Major Plant $533,183 $900,000 $487,000 $1,360,000

$78,182 $78,182 Engineering Sundry Plant $19,000 $25,000 $25,000 $30,000

$7,000 $7,000 Workshop Equipment - Goolgowi $7,000 $7,000 $7,000 $7,000

$7,000 $7,000 Workshop Equipment - Hillston $7,000 $7,000 $7,000 $7,000

$62,818 $62,818 HACC & CT Vehicles $57,364 $60,000 $60,000 $60,000

$50,909 $50,909 Water & Sewer Vehicles $60,000 $42,000 $40,000 $40,000

$1,740,373 $1,708,373 NET CHANGE OVER COSTS $1,064,137 $1,440,000 $1,011,000 $1,903,000

$0 $0 Less Vehicles Sales & Trade-Ins $0

$1,740,373 $1,708,373 Sub Total Plant - CSC Only $1,064,137 $1,440,000 $1,011,000 $1,903,000(Linked Cells)

Office Equipment $8,000 $8,000 Goolgowi - Office Equip (+ Photocopiers) $17,000 $5,000 $5,000 $15,000

$1,000 $1,000 Hillston - Office Equip (+ Photocopiers) $1,000 $14,000 $8,500 $10,000

$25,000 $57,000 Goolgowi & Hillston - IT Equipment $30,000 $30,000 $30,000 $30,000

$34,000 $66,000 Sub Total - Office Equipment $48,000 $49,000 $43,500 $55,000

$8,000 $8,000 Goolgowi & HDO Furn & Fittings $8,000 $5,000 $6,000 $6,000

$8,000 $8,000 Sub Total - Office Furniture $8,000 $5,000 $6,000 $6,000

Rubbish Tips (MFTS) $12,000 $27,385 Hillston Tip Upgrade $20,000 $11,000 $12,000 $15,000

$2,000 $12,000 Goolgowi Tip Upgrade $5,000 $5,000 $4,000 $10,000

$2,000 $2,000 Merriwagga Tip $2,000 $2,000 $1,000 $10,000

$2,000 $2,000 Rankins Springs Tip $2,000 $1,000 $2,000 $5,000

$2,000 $2,000 Carrathool Tip $0 $1,000 $1,000 $5,000

$20,000 $45,385 Sub Total - Rubbish Tips $29,000 $20,000 $20,000 $45,000

Carrathool Shire Council - Offices$5,000 $5,000 Goolgowi Old Admin Building $5,000 $0 $0 $0

$0 $0 Goolgowi Records Storage Facility $0 $0 $0 $0

$0 $0 Hillston District Office - Old Complex $0 $0 $0 $0

$0 $71,780 Hillston Office - New Complex $0 $0 $0 $0

$0 $121,038 Goolgowi Admin Blding $0 $0 $0 $0

$5,000 $197,818 Sub Total $5,000 $0 $0 $0

Estimate 2015/16

Estimate 2016/17

Estimate 2017/18

Estimate 2018/19

Y1 Y2 Y3 Y4



Revised Estimate

2014/15 (Per QBR # 2)

Description

DWELLINGS

$0 $0 New Dwelling - Hillston (Funding from Bld Reserve) $320,000 $0 $0

$300,000 $300,000 New Dwelling - Frank Campbell Cres Gwi (14/15)

$0 $0 Dwelling - 10 Frank Campbell Cres Gwi

$0 $0 Dweling - 23 Cowper St Hillston

$0 $0 Dwelling - 40 Moore St Hillston

$0 $0 Flats - 40 Moore St Hillston

$0 $0 Dwelling - 15 Bunyip St Gwi

$0 $0 Dwelling - 44 Napier St Gwi

$0 $0 Dwelling - 35 Moira St Gw

$0 $0 Dwelling - Soil Lab Gwi

$0 $0 Dwelling - 18 Charles St Hillston

$0 $0 Dwelling - 15 Napier St Gwi

$0 $0 Unit I - 12 Moira St Gwi

$0 $0 Unit 2 - 12 Moira St Gwi

$300,000 $300,000 Sub Total - Dwellings $0 $320,000 $0 $0

SWIMMING POOLS

$20,000 $20,000 Hillston Pool - Upgrade (From Loan Funds) $400,000 $600,000 $0 $0

$0 $0 Goolgowi Pool $0 $25,000 $0 $0

$20,000 $20,000 Sub Total - Swimming Pools $400,000 $625,000 $0 $0

Depot Buildings (MFTS)$50,000 $50,000 Hillston Depot $10,000 $15,000 $15,000 $10,000

$10,000 $10,000 Goolgowi Depot $55,000 $10,000 $10,000 $5,000

$5,000 $5,000 Rankins Springs Depot $2,000 $5,000 $5,000 $5,000

$0 $0 Carrathool Depot $2,000 $5,000 $5,000 $5,000

$65,000 $65,000 Sub Total - Depot Buildings $69,000 $35,000 $35,000 $25,000

MEDICAL CENTRE

$10,000 $10,000 Hillston Medical Centre $15,000 $7,000 $0 $0

$0 $6,000 Hillston Medical Centre - Carport $5,000 $0 $0 $0

$10,000 $16,000 Sub Total - Medical Centre Building $20,000 $7,000 $0 $0

Public Halls & Library $0 $6,486 Hillston Library (Special Grant Funding from 14/15) $0 $0 $0 $0

$4,000 $4,000 Hillston Library $0 $4,000 $0 $40,000

$0 $2,500 Goolgowi Public Hall $0 $8,000 $0 $0

$0 $0 Hillston Community Centre $15,000 $0 $15,000 $0

$17,000 $48,800 Rankins Springs and District War Memorial Hall $40,000 $0 $0 $0

$1,000 $8,000 Carrathool Public Hall $0 $6,000 $0 $0

$10,000 $57,290 Merriwagga Public Hall $0 $0 $0 $5,000

$0 $0 Gunbar Public Hall $3,500 $0 $0 $0

$10,000 $10,000 Wallanthery Hall $0 $0 $0 $0

$42,000 $137,076 Sub Total - Public Halls & Library $58,500 $18,000 $15,000 $45,000

Pre Schools $0 $0 Goolgowi Pre School $15,000 $0 $0 $0

$0 $0 Sub Total - Pre Schools $15,000 $0 $0 $0

Ditto

Ditto

Ditto

Ditto

Ditto

Ditto

Ditto

Ditto

Ditto

Ditto

No major improvement works proposed next 4 yearsDitto

Ditto

Estimate 2015/16

Estimate 2016/17

Estimate 2017/18

Estimate 2018/19

Y1 Y2 Y3 Y4



Revised Estimate

2014/15 (Per QBR # 2)

Description

$442,000 $735,894 Total - Buildings Non Specialised $567,500 $1,005,000 $50,000 $70,000

RFS Buildings $0 $0 Hillston Rural Fire Brigade Building

$0 $0 Goolgowi Fire Brigade Building

$0 $0 Merriwagga Rural Fire Brigade Building

$0 $0 Rankins Springs Rural Fire Brigade Building

$0 $0 Carrathool Rural Fire Brigade Buildings

$0 $21,012 Wallanthery New RFS Fire Station

$0 $0 New RFS - Gunbar & Goolgowi Fire Stations $90,000

$0 $21,012 Sub Total - RFS Buildings $0 $0 $0 $90,000

SES Buildings $0 $0 SES Hillston Building

$0 $0 SES Goolgowi Building

$0 $0 SES/Fire Control Shed - Goolgowi

$0 $0 SES/Fire Control Shed - Rankins Springs

$0 $0 Sub Total - SES Buildings $0 $0 $0 $0

Sporting Facilities (MFTS)Playground Equipment (Global Allocation) $10,000 $10,000 $15,000 $5,000

$20,000 $20,000 Park Shade Structures (Gloabal Allocation) $0 $0 $0 $0

$5,675 $23,375 Hillston Oval Sports Pavillion - By CSC $0 $0 $0 $0$150,000 $91,600 Hillston Oval Sports Pavillion - By CSC $0 $0 $0 $0

Special Projects for 2015/16$0 $0 Sprinkler System - John Woods Park $5,000 $0 $0 $0$0 $0 Sprinkler System - Lions Park Hillston $6,000 $0 $0 $0$0 $0 Sprinkler System - McFarlane Park $6,000 $0 $0 $0$0 $0 Sun Shelters for Seating in High St $0 $0 $0 $0$0 $0 Rejuvenate Rear Lions Park $15,000 $0 $0 $0$0 $0 Tree Line for Regent Street Hillston $10,000 $0 $0 $0$0 $0 Tree Line Griffith Approach $5,000 $0 $0 $0$0 $0 Lake Woorabinda Upgrade $6,500 $0 $0 $0$0 $0 Bin Surrounds for Various Parks $10,000 $0 $0 $0

Future On-Going Park Improvements Works $0 $10,000 Hillston Swing Bridge $0 $0 $0 $0

$5,000 $5,000 Hillston Memorial Park $2,000 $10,000 $2,000 $5,000$1,000 $1,000 Newton Park $5,000 $5,000 $5,000 $2,000

$0 $10,000 Goolgowi Park - Structures $7,000 $10,000 $5,000 $5,000$5,000 $5,000 Rankins Springs Rec Grounds $4,000 $5,000 $2,000 $2,000$2,000 $2,000 Merriwagga Park $2,000 $10,000 $2,000 $1,000$5,000 $5,000 Hillston - John Woods Park $2,000 $2,000 $2,000 $2,000

New Hillston Lions Park $6,000 $0 $0 $0$0 $0 18/19 - Carrathool Sports Ground & Building $0 $0 $0 $20,000

$193,675 $172,975 Sub Total - Sporting Facilities $101,500 $52,000 $33,000 $42,000

Ditto

Ditto

Ditto

Ditto

No Major Improvement Works Proposed next 4 Years

Ditto

Ditto

Ditto

Ditto

No Major Improvement Works Proposed next 4 Years

Estimate 2015/16

Estimate 2016/17

Estimate 2017/18

Estimate 2018/19

Y1 Y2 Y3 Y4



Revised Estimate

2014/15 (Per QBR # 2)

Description

Public Privies

$2,000 $2,000 Goolgowi $2,000 $2,000 $2,000 $2,000

$2,000 $2,000 Rankins Springs $2,000 $2,000 $2,000 $3,000

$4,000 $4,000 Hillston $4,000 $5,000 $5,000 $3,000

$1,000 $1,000 Merriwagga $2,000 $1,000 $2,000 $3,000

$1,000 $1,000 Carrathool $2,000 $1,000 $3,000 $3,000

$10,000 $10,000 Sub Total - Public Privies Buildings $12,000 $11,000 $14,000 $14,000

$203,675 $203,987 Sub Total - Buildings Specialised $113,500 $63,000 $47,000 $146,000

LIBRARY BOOKS $12,000 $12,000 Library Books $12,000 $12,000 $12,500 $13,000

$12,000 $12,000 Sub Total - Library Books $12,000 $12,000 $12,500 $13,000

TOURISM SIGNS $7,000 $7,000 Tourism Signs $8,000 $8,000 $8,200 $8,600

$7,000 $7,000 Sub Total - Tourism Signs $8,000 $8,000 $8,200 $8,600

LEVEE BANKS

$80,000 $523,875 Lachlan St - Construction Works Etc $423,875 $0 $0 $0

$80,000 $523,875 Sub Total - Levee Banks $423,875 $0 $0 $0

CARAVAN PARKS $4,000 $4,000 Rankins Springs Caravan Park $3,000 $4,500 $0 $0

$4,000 $4,000 Goolgowi Caravan Park $3,500 $6,000 $0 $0

$10,000 $10,000 Hillston Caravan Park (New Cabins from Reserves) $90,000 $10,000 $90,000 $0

$0 $0 Dump Stations for Travellers $0 $0 $5,000 $0

$18,000 $18,000 Sub Total - Caravan Parks $96,500 $20,500 $95,000 $0

CEMETERIES (MFTS) $5,000 $17,000 Hillston Cemetery $10,000 $5,000 $2,500 $0

$7,000 $7,000 Hillston Cemetery - Auto Watering $0 $5,000 $0 $0

$5,000 $8,316 Goolgowi Cemetery $2,500 $5,000 $2,500 $0

$0 $0 Carrathool Cemetery $2,000 $0 $0 $0

$0 $0 Rankins Springs Cemetery $12,000 $0 $0 $0

$17,000 $32,316 Sub Total - Cemeteries $26,500 $15,000 $5,000 $0

DOG POUNDS $2,000 $9,820 Dog Pound Hillston $1,500 $2,500 $0 $0

$2,000 $2,000 Dog Pound Goolgowi $4,000 $1,500 $0 $0

$4,000 $11,820 Sub Total - Dog Pounds $5,500 $4,000 $0 $0

$39,000 $62,136 Grand Total - Other Assets $128,500 $39,500 $100,000 $0

LAND SUBDIVISIONS $0 $0 Hillston - Residential $200,000 $0 $0 $0$0 $0 Hillston - Industrial $250,000 $0 $0$0 $0 Goolgowi - Residential $100,000 $0

$0 $0 Sub Total - Land Subdivisions $200,000 $250,000 $100,000 $0

Estimate 2015/16

Estimate 2016/17

Estimate 2017/18

Estimate 2018/19

Y1 Y2 Y3 Y4



Revised Estimate

2014/15 (Per QBR # 2)

Description

STORMWATER DRAINAGE $100,000 $100,000 Stormwater Drainage - Construction $100,000 $100,000 $100,000 $100,000

$100,000 $100,000 Sub Total - Stormwater Drainage $100,000 $100,000 $100,000 $100,000

R2R & Auslink Road Construction Works $1,025,000 $1,025,000 R2R - Road Works $2,050,000 $1,025,000 $1,025,000 $1,025,000

$413,000 $413,000 Repair Program & 3X3 Capital Works $413,000 $413,000 $413,000 $431,000

$1,438,000 $1,438,000 Sub Total Roads - Grant Funded Works $2,463,000 $1,438,000 $1,438,000 $1,456,000

VILLAGES STREETS $150,000 $150,000 Village Sts Reconstruction - Hillston $175,000 $175,000 $175,000 $100,000

$30,000 $30,000 Village Sts Reconstruction - Goolgowi $30,000 $30,000 $30,000 $100,000

$110,000 $110,000 Village Works - Reseals $85,000 $131,000 $119,000 $120,000

$10,000 $10,000 Other Village Works $5,000 $5,000 $5,000 $5,000

$0 $24,750 High St Garbage Bins Surrounds $0 $0 $0 $0

$300,000 $324,750 Sub Total - Council Funded Road Works $295,000 $341,000 $329,000 $325,000

$0 $23,632 Hillston Pool (Car Parking Arrangements - Carry Over from 2013/14) $0 $0 $0 $0

$0 $23,632 Sub Total - Carparking Hillston Pool $0 $0 $0 $0

$75,000 $75,000 Footpath Construction $60,000 $75,000 $75,000 $75,000

$75,000 $75,000 Sub Total - Footpath Construction $60,000 $75,000 $75,000 $75,000

$80,000 $80,000 K & G Construction Hillston $25,000 $25,000 $25,000 $25,000

$20,000 $20,000 K & G Construction Goolgowi $25,000 $25,000 $25,000 $25,000

$100,000 $100,000 Sub Total - K & G Contruction Works $50,000 $50,000 $50,000 $50,000

$475,000 $523,382 Total - Roads - Other Council Funded Works $405,000 $466,000 $454,000 $450,000

$6,339,421 $7,142,405 Total General Fund $5,570,512 $4,895,500 $3,390,200 $4,252,600

Attachment F Key Strategies/Actions Assumptions & Information


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Key Actions: 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21Achievable (A)/

Visionary (V)$ Impact Notes/Information

Resource Sharing

Sharing of Planning and Environmental Services

X A $15,000

CSC currently has an arrangement with Hay Shire Council for sharing planning and environmental services. CSC has an A1 credited building surveyor and certifier. Some of the Councils in our area lack qualified staff and CSC will share this resource with our neighbours.

Road Construction Services X A TBC

CSC has an extensive and modern fleet of plant, including 6 graders. CSC borders Central Darling Shire, Bland Shire, Griffith City and Murrumbidgee Shire. It is proposed to share resources on roads that border each other's Shires it would be more economical for our neighbours to service and visa versa. Reducing service costs and providing for additional own source income.

Current Resource Sharing

Rural Fire Services (RFS) Zone Sharing A $74,192Currently CSC has a zone sharing arrangement with the RFS. All six Council's share an office in Griffith for the RFS. Savings are based on the annual cost of the office divided by the 6 Councils.

Western Riverina Noxious Weeds Advisory Group

A TBCCurrently provides support for a number of Councils in Western Riverina with grant funding and other resource sharing.

Riverina and Murray Regional Organisation of Councils (RAMROC) Waste Group

A TBCCurrently provides support for 18 Councils in the Riverina and Murray regions with group grant funding, joint procurement and other resource sharing.

RAMROC Waste Group A TBCCurrently provides support for 18 Councils in the Riverina and Murray regions with joint procurement.

FAG Grant Adjustments

No increase until 2019/20 A 2.5% p.a.CSC have only factored in an increase of FAGs based at 2.5% p.a. starting in the 2019/20 financial year. CSC have not factored into its financial projections any realignment of FAGS funding.

Speciality Services

Roads and Maritime Services (RMS) Pre-qualification for Construction Contracts

X A TBC

In discussions with Tumut Shire it was identified that they were pre-qualified for RMS Construction Contracts and had been recently awarded a $5 million contract for the Hume Highway. CSC has approx 200 km of Mid-Western Highway running through the Shire and are within a few kms of the Sturt Highway to our south. Council has an extensive and modern fleet of plant and has recently employed a Project & Design Engineer to compliment its other two Civil Engineers. Council will investigate the requirements for pre-qualification with Tumut Shire's assistance. The General Manager of Tumut Shire has also indicated that a sub-contractor work arrangement may be organised as an alternative, dependent on RMS contracts.

Carrathool Shire Council (CSC) Key Strategies/Actions Assumptions & Information

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Key Actions: 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21Achievable (A)/

Visionary (V)$ Impact Notes/Information

Streamlined Governance

Remove Wards X X A Small Cost ReductionCSC are in the process of reducing the wards from 5 to 2 for the next election and organising a referendum for the abolishment of wards and the reduction of the Councillor numbers from 10 to 7.

Reduction in Councillor numbers X X A $32,406

Council have resolved to reduce the Councillor numbers from 10 to 7. A referendum will be held at the next election in 2016, with numbers to reduce effective the 2020 election. Numbers may be reduced earlier if the State Government legislate accordingly.

Service Review

Implement a organisation wide service review

X X A TBCCSC will utilise an independent consultant to review Council services to identify efficiencies and possible savings in conjunction with the community and staff consultation.

Promoting Better Practice Review X

CSC are in the process of completing the 15 actions identified in the Promoting Better Practice Review completed by the Office of Local Government. Four of the actions have been completed and another six are currently underway from Council's Action Plan. Council has been requested to improve its asset management plans and integration of its Integrated Planning and Reporting documentation. It is anticipated that a review and improvement of these documents will be completed during the 2015/16 financial year.

Other Actions

Development within CSC X X X X A $268,000

Development as detailed in the confidential attachment E is planned in CSC over the next three to four years. This includes $500 to $600 million dollars of investment, 52 additional dwellings and estimated employment growth of 346 FTE. Section 94(A) contributions of $770,000 is anticipated over that period, funding some of Council's new capital projects.

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Attachment G Detailed Action Plan


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RURAL COUNCIL – ACTION PLAN CARRATHOOL SHIRE COUNCIL

ACTIONS ACTION PROPOSED TIME FRAME RESPONSIBILITY PROGRESS REPORT

1. Resource sharing planning and environmental

services

Meetings to be held with neighbouring Councils MOU’s in place

31/03/16 30/06/16

DPE DPE

Reports through fortnightly MANEX and via Council Meetings every meeting

2. Road Construction Services Meetings to be held with neighbouring Councils MOU’s in place

31/03/16 30/06/16

DW & MRB DW & MRB


3. RMS Pre-qualified Road Construction Services for

State Highways

Investigations into qualifications and requirements Costings, capabilities and risks reviewed Qualifications completed

31/03/16 30/06/16 31/12/16

DW, MRB & PDE DW, MRB, PDE & RO DW, MRB & PDE


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ACTIONS ACTION PROPOSED TIME FRAME RESPONSIBILITY PROGRESS REPORT

4. Streamlined Governance Wards reduced from 5 to 2. Referendum to remove wards and reduce Councillor numbers from 10 to 7 Reduction in Councillor numbers effective

July 2015 September 2016 Election September 2020 Election

GM, DCS & MOD GM, DCS & MOD GM, DCS & MOD


5. Service Review. Identify possible external consultants and obtain quotes Engage consultants and complete review Complete new budgets Complete required documentation, AMP, policies, procedures etc.

31/10/15 31/03/16 30/04/16 31/12/16

GM, DW, DCS & DPE GM, DW, DCS & DPE GM, DW, DCS, DPE & MGRs DW, DCS, DPE & MGRs


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Acronyms

AMP: Asset Management Plans

DPE: Director Planning & Environment

DW: Director Works

DCS: Director Corporate Services

GM: General Manager

MGRS: Managers

MOD: Manager Organisational Development

MOU: Memorandum Of Understanding

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