Temora Shire Council RESOURCING STRATEGY€¦ · In addition to using asset management as a tool to...
Transcript of Temora Shire Council RESOURCING STRATEGY€¦ · In addition to using asset management as a tool to...
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RESOURCING STRATEGYTemora Shire Council
Including:Asset Management Plan
Workforce PlanLong Term Financial Plan
MAY 2019
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Foreword ......................................................... 1
Asset Management Strategy ........................... 5
Workforce Plan ................................................ 25
Long Term Financial Plan ................................ 47
Appendix 1 ...................................................... 56
Temora Shire Council 105 Loftus Street PO Box 262
TEMORA NSW 2666
Phone: (02) 6980 1100 Fax: (02) 6980 1138
Email: [email protected] Web: www.temora.nsw.gov.au
DX Address DX 5494 TEMORA NSW
CONTENTS
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Index
Foreword ......................................................... 1
Asset Management Strategy ........................... 5
Workforce Plan ................................................ 25
Long Term Financial Plan ................................ 47
Appendix 1 ...................................................... 56
ForewordTemora 2030 provides a vehicle for the Temora Shire community to express its long term aspirations. The aspirations cannot and will not be achieved without sufficient resources to carry them out. The Resourcing Strategy is the critical link in translating strategic objectives into actions.
The Resourcing Strategy outlines available resources in terms of time, money, assets and people required by and available to the Integrated Planning Process.
Essentially, the Resourcing Strategy consists of three (3) components:
1. Asset Management Plans
2. Workforce Management Plan
3. Long Term Financial Plan
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1. Asset Management PlansThe Assets Management Plans are a long term plan that outlines the asset activities for each service. The International Infrastructure Management Manual defines Asset Management Plan as “a written representation of the intended asset management programs for one or more infrastructure networks based on the controlling organisations understanding of customer requirements, existing and projected networks and asset condition and performance”
Due to the complexity of local government assets, Council has determined to develop a separate plan for each asset type. The 6 plans are as follows:
• Roads and Footpaths
• Sewerage Treatment and Effluent Reuse
• Aerodrome
• Buildings and Recreational Space
• Bridges and Stormwater
• Plant
For details on the individual plans, please refer to the comprehensive Asset Management Plans
2. Workforce Management PlanningA key factor in the delivery of the community’s strategic goals is the ensurance that the right people, with the right skills in the right job are available in the medium to long term. The Workforce Management Plan is the mechanism by which a strategic approach is taken to this important function. Issues that are encountered are identified and strategies developed to minimise the impact of these issues.
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3. Long Term Financial PlanThis section is the area where the long term community aspirations are tested against financial realities. The plan should answer the questions:
• Can we survive the pressures of the future?
• What are the opportunities for future income and economic growth?
• Can we afford what the community wants?
• How can we go about achieving these outcomes?
The plan is not intended to be a firm commitment to future expenditure. It is a valuable guide to future action. No organisation is an “island”. Temora Shire Council will be subject to many external factors in the next 10-20 yeas that will impact on our plans. These are outside the control of Council. This is why all plans are reviewed and reported on. The process is dynamic.
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ASSET MANAGEMENT STRATEGY
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Asset Management Strategy
Contents
1. Introduction ....................................................................................................................................7
1.1. Background ................................................................................................................................7
1.2. Goals and Objectives of Asset Management. ...................................................................8
1.3. Key Principles ...................................................................................................................9
2. Legislative Controls .....................................................................................................................10
2.1. NSW OLG Integrated Planning and Reporting Framework ............................................10
2.2. NSW and Federal Acts and Regulations .........................................................................10
2.3. Australian Standards and other Codes of Practice ......................................................... 11
2.4. Accounting Standards ..................................................................................................... 11
3. Asset Management Maturity Assessment....................................................................................12
4. Priority Tasks And Actions Resulting From Maturity Assessments ..............................................14
4.1. Asset Management Strategy ...........................................................................................14
4.2. Asset Management Policy ...............................................................................................14
4.3. Asset register and condition data ....................................................................................14
4.4. Asset Management Plans ...............................................................................................15
4.5. Monitoring and reporting .................................................................................................15
4.6. Operations/Maintenance management ...........................................................................15
4.7. Systems integration ........................................................................................................15
5. Temora Shire Council’s Assets ....................................................................................................16
6. State Of The Assets .....................................................................................................................18
7. References ..................................................................................................................................24
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Resourcing
Strategy
Resourcing Strategy
Asset Management
Policy, Strategy and
Plans
Work Force Plan
Long Term Financial Plan
1.1. BackgroundThis Asset Management Strategy outlines a structured set of actions aimed at enabling Council to improve its asset management practices, to achieve the objectives of Temora 2030, and to be compliant with regulatory requirements. It is to be read with the following associated planning documents:
1. INTRODUCTION
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• Temora 2030 – Articulates the long-term strategic direction of Council.
• Delivery Program – a summary of the principle activities that Council intends to undertake over the next four years.
• Operational Plan – Detailed action plan on projects and finances for each particular year. The works identified in Asset Management Plans form the basis on which future annual plans are prepared.
• Resourcing Strategy – outlines the available resources in terms of time, money, assets and people required by and available to the Integrated Planning process.
• Long-term Financial Plan – Outlines all aspects of the key financial strategic objectives and commitments.
• Contracts – The service levels, strategies and information requirements contained in the Asset Management Plan are translated into field staff work instructions, contract specifications and reporting requirements.
Key stakeholders in the preparation and implementation of the Asset Management Strategy are:
Federal and State Governments and Agencies - Funding assistance and standards development.
Elected members - Community representation and administration.
Community - End-user involvement.
Visitors - End-user involvement.
Utilities / Developers - Providers of services and infrastructure facilities.
Employees / Volunteers - Operational and administration providers.
Contractors / Suppliers - Suppliers of goods and services.
Insurers - Remedy providers.
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1.2. Goals and Objectives of Asset Management.Council exists to provide services to its community. Many of these services are provided by infrastructure assets.
Council’s goal in managing infrastructure assets is to meet the required levels of service in the most cost effective manner for current and future communities. The key elements of infrastructure asset management are:
• taking a lifecycle approach;
• developing cost-effective management strategies for the long term;
• providing defined levels of service and monitoring performance;
• understanding and meeting the demands of growth through demand management and infrastructure investment;
• managing risks associated with asset failures;
• sustainably using physical resources; and
• continuously improving asset management practices.
This Asset Management Strategy has been prepared under the direction of Council’s vision, mission, goals and objectives.
Council’s vision is:Our community strives to reflect the qualities of its greatest asset – its people, each of whom we value as individuals.
With our rural heritage as our foundation, we embrace change and grasp every opportunity to enhance our environment, economy and lifestyle.
Council’s mission is:To achieve the best possible outcomes for our community by striving for excellence in all we do.
1.3. Key PrinciplesWhilst the responsible management of Council’s infrastructure can be seen as a technical measure, based on a defined set of measures and requirements, it is clearly more than that and is an organizational wide responsibility. Strategic asset management is based on 5 key principles:
• Sound information and systems are needed to inform decision making;
• Comprehensive asset management planning is required to ensure decisions are based on an evaluation of alternatives that take into account life cycle costs, benefits and risks of assets;
• The Community will be informed and have an opportunity to have involvement in establishing level of service standards;
• Responsibility for asset management, including accountability and reporting requirements, is clearly established, communicated and implemented;
• An effective policy framework is established for the strategic management of assets.
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2. Legislative Controls
In addition to using asset management as a tool to better manage the community’s assets and to help provide better services to the community, there are legislative requirements that Council must comply with in relation to the management of its assets. These requirements are as follows;
• NSW OLG Integrated Planning and Reporting framework
• NSW and Federal Acts and Regulations
• Australian Standards and other Codes of Practice
• Accounting Standards
Further information on each of these requirements is detailed in each of the following sub-sections.
2.1. NSW OLG Integrated Planning and Reporting FrameworkThe Integrated Planning and Reporting Framework (IPRF) is the NSW Government’s implementation of the Local Government and Planning Ministers’ Council (LGPMC) endorsed Nationally Consistent Frameworks for Local Government Financial Sustainability. Implementation of the IPRF has been mandated through the NSW Local Government Act and the associated IPRF Guidelines and Manual.
2.2. NSW and Federal Acts and RegulationsThe NSW and Federal Acts and associated Regulations that may apply to Strategic Asset Management include:
• Local Government Act and Regulations,
• Roads Act,
• Environmental Planning and Assessment Act and Regulations,
• Work Health and Safety Act and Regulations 2011,
• The Protection of the Environment Act and Regulations, and
• Anti-Discrimination Act.
• Disability Discrimination Act
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2.3. Australian Standards and other Codes of PracticeMany Australian Standards and codes apply to asset management including the Building Code of Australia and AS/NZ ISO 31000 Risk Management – Principals and Guidelines.
An International Asset Management Standard was released March 2014 and is known as the ISO 55000 series. Future assessment of Council’s Asset Management practices will be reviewed against this standard with a revised improvement program being developed should it be required.
2.4. Accounting StandardsThe Australian Accounting Standards that apply to Local Government include:
• AASB 116 Property, Plant & Equipment – prescribes requirements for recognition of property, plant and equipment assets, the determination of their carrying amounts and the depreciation charges and impairment losses to be recognised in relation to them;
• AASB 13 Fair Value Measurement – sets out methods for determining Fair Value;
• AASB 136 Impairment of Assets – aims to ensure that assets are carried at amounts that are not in excess of their recoverable amounts;
• AASB 108 Accounting Policies, Changes in Accounting Estimates and Errors – prescribes the criteria for selecting and changing accounting policies, together with the accounting treatment and disclosure of changes in accounting policies, changes in accounting estimates and correction of errors;
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3. Asset Management Maturity Assessment
To ascertain the maturity level of Council an assessment was undertaken in September 2016 to measure current practices against the National Assessment Framework (NAF). As asset management within the organisation grows further assessments will be undertaken for comparison. It is proposed that an assessment be undertaken annually.
For each of the 11 practice areas the following information has been provided:• The current assessed maturity level;• Key observations on the current maturity level;• Implications of the assessed current maturity level;• An assessed risk score, based on a risk framework; and• Recommendations on actions required to be taken to reach a minimum or core level of maturity.
Table 1 – Summary of Asset Management Maturity Scores (NAF)
Practice Area Current Score Core Target Advanced Target
Strategic Long Term Planning 3.66 3 4
Annual Budgets 2.66 3 4
Annual Reporting 2.60 3 3
Asset Management Policy 0.33 3 3
Asset Management Strategy 1.83 3 4
Asset Management Plans 1.58 3 3
Governance and Management 2.66 3 3
Levels of Service 2.33 3 3
Data and Systems 2.37 3 4
Skills and Processes 2.36 3 4
Monitoring and reporting 2.11 3 3
Figure 1 - September 2016 Asset Management Maturity Score Spider
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To assist in determining prioritises for development of asset management within the organisation a further assessment was undertaken in 2015 for the Office of Local Government (OLG). The assessment tool used was the ‘NSW Local Government Asset Management Audit Preparedness Assessment 2015’. This assessment is in response to the OLG looking at asset management, in particular, responses and information provided in Special Schedule 7 (SS7) of Council’s Annual Financial Statements.
Table 2 – Summary of Asset Management Maturity Scores (OLG)
Practice Area Current Score Core Target Advanced Target
Asset Management Plans 0.77 3 3
Condition Data 1.17 3 4
Risk Management 1.84 3 4
Systems integration 1.47 3 3
Operations/ Maintenance Management
1.78 3 4
Valuation, depreciation & age/life data 1.96 3 3
Asset Register 1.95 3 4
Critical Assets 1.59 3 4
Lifecycle Cost Data 2.17 3 3
Attributes and Location 2.67 3 4
Asset Classification/ Hierarchy 2.59 3 4
Figure 2 - OLG Asset Management Maturity Score Spider
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4. PRIORITY TASKS AND ACTIONS RESULTING FROM MATURITY ASSESSMENTS
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When developing the Asset Management priorities for an organisation a logical sequence of key tasks and actions is needed. This sequence is developed based upon both the maturity assessments undertaken and the existing systems and processes within the organisation. The following are the key priority tasks for Temora Shire Council;
• writing of this Asset Management Strategy,
• writing an Asset Management Policy,
• reviewing the existing asset register, including asset condition data to ensure it is complete and current,
• writing of asset management plans for all major asset groups,
• monitoring and reporting on assets and improvements to asset management within the organisation,
• writing operations and maintenance management plans,
• ensuring all systems are integrated.
The following sections elaborate on each of these priority tasks and actions.
4.1 Asset Management StrategyThe Asset Management Strategy is this document and is a key document in defining how the asset portfolio meets the needs of the community and defines the future vision of asset management practices within Council.
This Asset Management Strategy is linked to Council’s Asset Management Policy and integrated into Council’s strategic long term planning documentation including Temora 2030, 4-year Delivery Plan, Annual Operational Plan, Long Term Financial Plan and Resourcing Strategy.
4.2 Asset Management PolicyAn Asset Management Policy defines Council’s vision and service delivery objectives for Asset Management. It has a direct linkage to Council’s strategic longer term plans and Long Term Financial Plan. It is informed by community consultation and local government financial reporting frameworks.
The Asset Management Policy defines asset management roles, responsibilities and reporting framework.
4.3 Asset register and condition dataAn asset register is an integral tool in managing Council’s assets. It holds asset attribute data including size, age, value, condition and remaining life. The data is relied upon in producing Asset Management Plans and as such needs to be comprehensive, complete and accurate. For Temora Shire Council the task at hand is to ensure that the asset register has the most up-to-date information as the Asset Management Plans will be used to inform future works and associated budgets.A critical component of an asset register is condition data. Council needs to move to regular condition assessment of its assets to;• assist in the revaluation of each asset group,• assist in the development of works programs for asset groups,• determine the deterioration or improvement in network condition and the adequacy of funding
levels to sustain each asset group to provide the agreed levels of service,• allow review of the Asset Management Plan and the agreed levels of service.
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4.4 Asset Management PlansCouncil shall develop formal Asset Management Plans for each of its major infrastructure groups. Asset Management Plans shall;• provide actions and costs to provide a defined level of service in the most cost effective manner,• address life cycle costs of assets,• include forward works programs identifying budgets for operations and maintenance, asset
renewals, upgraded assets, new assets and depreciation,• include asset rationalisation and disposal programs,• progressively improve Council’s capacity to manage its assets. This will include appropriate
capacity building within the organisation to improve the level of knowledge required to effectively manage the community’s assets.
4.5 Monitoring and reportingMonitoring and reporting covers three main areas; • annual financial reporting,• reporting on the condition of assets (Special Schedule 7)• and, reporting on the status of asset management improvements.
Annual financial reporting is carried out by Councils Finance Team and financial data is used to inform future iterations of Asset Management Plans. Financial data and reporting of ratios is also now part of ‘Fit for Future’ annual reporting.
The Office of Local Government is proposing changes to Special Schedule 7. Processes and procedures need to be put in place for future reporting, particularly on items including the ‘cost to bring assets to a satisfactory condition when measured against a level of service’.
Section 5 dealt with maturity assessments of asset management practices. It is proposed to undertake Asset Management Practice assessments annually and report the results accordingly to show organisational improvement.
4.6 Operations/Maintenance managementTo ensure an asset reaches the full potential of its life it will require systematic maintenance. Maintenance becomes most efficient when it is proactively programmed as opposed to reactive maintenance. Operations and maintenance management is about planning for proactive maintenance programs.
To ensure Council moves towards proactive maintenance practices it needs to develop processes and procedures. This involves;• operations and maintenance requirements are specified against asset performance and service
level expectations,• appropriate data collection, validation, auditing and management processes,• maintenance management supported by appropriate processes and systems for maintenance
planning,• maintenance specifications,• ensuring the costs associated with maintenance activities are kept separate from asset renewal
costs
4.7 Systems integrationSystems integration is having an Asset Management system integrated into the organisational business structures and processes. Asset registers need to be compatible with Council’s financial systems. It is having asset registers combined into a single asset database and a spatial mapping system implemented and accessible to all users.
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5. Temora Shire Council’s Assets
Asset Category Current Replacement Cost ($M)
Annual Depreciation ($M)
Asset Type Unit Quantity
Roads $196.809 $2.211 Regional Roads km 92.8
Local Roads km 1237.2
Footpaths km 20.4
Kerb and Gutter km 87
Sewerage Treatment and Effluent Reuse
$20.671 $0.273 Gravity sewer mains km 53.29
Rising sewer mains km 3.36
Sewer pump stations No. 5
Sewer property connections No. 2029
Sewer manholes No. 514
Sewerage treatment works No. 1
Effluent storage dams No. 5
Effluent pumping stations No. 5
Effluent delivery lines km 12.4
Telemetry system No. 1
Weather stations No. 2
Aerodrome $4.824 $0.063 Runways No. 3
Taxiways No. 8
GA Apron Km 1
Open unlined drain No. 0.9
Piped stormwater drain No. 1
Perimeter fencing No. 10
Buildings and Recreational Space
$47.183 $0.609 Parks and Gardens No. 20
Sporting fields No. 10
Public buildings No. 18
Operational land No. 5
Bridges and stormwater
$23.497 $0.232 Stormwater pipes No. 668
Box culverts No. 65
Open channel drain km 2
Causeways No. 144
Gross pollutant traps No. 1
Siltation dams No. 2
Bridges No. 6
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5. Temora Shire Council’s Assets
Plant $8.931 $0.768 Cars No. 6
Light utilities No. 17
Small trucks No. 9
12 tonne tippers 7 trailers No. 10
Graders No. 3
Tractors No. 3/3
Water carts No. 5/3
Miscellaneous equipment e.g. chainsaws
various 19
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6. STATE OF THE ASSETS
Roads and FootpathsOperational Plan Goal – To provide transport infrastructure that meets community expectation in terms of need, safety, amenity and standard
Financial Reporting Ratios• Asset Consumption Rate – 70.1%
• Asset Renewal Rate – 101.35%
• Asset Upgrade/Expansion rate – 0.18%
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Sewerage Treatment and Effluent reuseOperational Plan Goal – To maintain the treatment works and gravity mains to ensure compliance with legislative requirements and improve the quality of effluent.
Financial Reporting Ratios• Asset Consumption Rate – 62.97%
• Asset Renewal Rate – TBD
• Asset Upgrade/Expansion rate – 4.89%*
Note: Asset upgrade for effluent reuse only. Sewer system to be determined.
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AerodromeOperational Plan Goal – To develop and market the aerodrome as a premier tourist attraction and the first rate facility for recreational avaiation enthusiasts, plus promote both the commercial and residential aerodrome development in order to attract business and residents to Temora.
Condition data yet to be determined.
Financial Reporting Ratios• Asset Consumption Rate – 0.6%
• Asset Renewal Rate – 0.3%
• Asset Upgrade/Expansion rate – 1.5%
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Buildings and Recreational SpaceOperational Plan Goals – To provide council properties that are well maintained, planned and meet or exceed the expectations of our community and visitors. To provide, maintain and improve the sporting fields and recreational facilities which meet the needs of thr community and are safe, enjoyable and attractive.
Financial data to be confirmed.
Condition data yet to be determined.
Financial Reporting Ratios• Asset Consumption Rate – 51.27%
• Asset Renewal Rate – 167.72%
• Asset Upgrade/Expansion rate – 0.21%
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Stormwater and BridgesOperational Plan Goals – To provide stormwater and bridge infrastructure that meets the communities expectations in terms of need, safety, amenity and standard.
Financial Reporting Ratios• Asset Consumption Rate – 68.29%
• Asset Renewal Rate – 324.56%
• Asset Upgrade/Expansion rate – 0%
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PlantOperational Plan Goals – To provide and maintain a modern plant and equipment fleet that meets its operational requirements with high utilisation in a cost effective manner.
Financial Reporting Ratios• Asset Consumption Rate – 52.08%
• Asset Renewal Rate – 158.59%
• Asset Upgrade/Expansion rate – 0%
7. References
IPWEA, 2016, NAMS.PLUS Asset Management, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/namsplus.
IPWEA, 2015, Australian Infrastructure Financial Management Guidelines, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/AIFMG.
IPWEA, 2011, International Infrastructure Management Manual, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au
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WORKFORCE PLAN
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Workforce Plan
EXECUTIVE SUMMARYThe New South Wales State Government introduced an Integrated Planning and Reporting Framework for Local Government that includes a requirement that local councils develop and adopt a Workforce Management Plan in keeping with the framework shown below: The Integrated Planning and Reporting Framework requires all NSW Councils to develop long term Community Strategic Plans and four year Delivery Programs. This Workforce Plan forms part of the Resourcing Strategy and outlines how Temora Shire Council will implement the priorities and strategies within its Delivery Program, in line with Council’s budget.
Councils are required to undertake workforce planning to support the achievement of the Delivery Program. The Workforce Management Strategy is a four-year plan, addressing the human resources required to achieve the activities identified in the Delivery Program.
What is Workforce Planning?Workforce planning and development is a management technique used to effectively manage workforce demand and supply. It is the process used to align the needs of a business with those of its workforce.
An effective workforce plan is a continuous process of shaping the workforce to ensure that it is capable of delivering the Councils objectives now and in the future. The plan aims to provide Council with the people best able to inform its strategic direction, develop innovative approaches to complex issues and deliver appropriate services consistently, effectively and efficiently.
For the process to be truly effective, workforce planning needs to be recognised as a business-driven process, which is a fundamental component of the integrated planning and reporting framework.
Workforce planning and development is an urgent issue in the Australian business community. It is strategic and operational and needs to be successfully integrated into overall business strategy and corporate objectives.
While Workforce Planning is the key to forecasting future labour requirements, it is also used for:
• Identifying staffing problems;
• Developing new workforce skills;
• Monitoring and containing workforce costs;
• Ensuring that there is adequate service delivery into the future.
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What is Workforce Development?Workforce development is those policies and practices which support staff in participating effectively in the workforce and to develop and apply skills in the workplace, where learning translates into positive outcomes for the organisation.
Workforce development strategies are relevant to the entire workforce, permanent full-time and part-time staff, contractors, casuals as well as volunteers.
What are the Challenges?Workforce planning in Australia, particularly in rural Australia has a number of challenges;
• There are more women working than ever before
• There are fewer young people entering the job market each year
• The workforce is ageing
• In 2011 more people exited the workforce than entered it
• Over the next 40 years the proportion of Australians aged over 65 will double
• Australia will have shortages of more than 200,000 skilled workers over the next five years, with many of these prominent in the local government sector
• Aboriginal, the Cultural and Linguistically Diverse communities and people with disabilities are underrepresented in the workforce.
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Temora Shire CouncilINTRODUCTIONIn recent years there have been some significant changes in the make-up and recruitment of the workforce within Local Government in Australia. With the growing trend of people being more nomadic throughout their working life, the recruitment, training and retention of staff has assumed a far greater importance in the delivery of services to the Community by Local Government.
In order to keep abreast of the changes that are occurring Council must in planning for the future, recognise the current and future organisational roles, objectives and direction of its workforce.
“TEMORA SHIRE 2030” – A COMMUNITY STRATEGIC PLAN FOR TEMORA SHIRE As the result of legislation enacted in October 2009 all NSW Local Councils are required by the Local Government Act to develop a Resourcing Strategy. Included within the Resourcing Strategy is a Workforce Management Plan which is a strategic approach to managing the workforce needs for the next four years.
Figure 1 and Figure 2 illustrate how Workforce Planning combines with Long Term Financial Planning and Asset Management to support Council’s Resourcing Strategy that in turn details how Council will resource the strategies that it is responsible for within the Community Strategic Plan, Delivery Program and Operational Plan.
Figure 1: Resourcing Strategy
Figure 2: Integrated Planning and Reporting
Resourcing Strategy
Long Term Financial Management Planning Workforce Management Asset Management
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Temora Shire Council is a significant employer within the Local Government Area (LGA), employing 104 equivalent fulltime employees, and representing more than 5% of the employment within the LGA. Council has a strong relationship with its workforce – long term employees, a small workforce number and tight knit community all support the connected, professional and personal approach to management.
AimA strong, diverse, committed and motivated workforce is at the core of any successful business.
Getting the right people into the right jobs is paramount and requires a commitment to attract, develop, retain and recognise talented and motivated employees who are aligned with our Vision and Values.
Temora Shire Council is a multi-faceted organisation, accordingly, we require a diverse workforce that is capable of delivering positive outcomes for the organisation and to help us grow the community. We are however faced with many challenges; including a significant proportion of our existing workforce nearing retirement and recruiting the next generation of skilled specialist staff.
We need to ensure our staff are ‘fit for the future’ so that we can deliver our community’s priorities. We need to involve our staff and support them in learning new ways of working.
This Workforce Management Plan aims to support Temora Shire Council in achieving the skilled, motivated, flexible and diverse workforce it needs, to deliver value for money services that make a difference to our local community, while at the same time maintaining our position as an employer of choice.
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Our Direction and Values
Our Vision Our community strives to reflect the qualities of its greatest asset – its people, each of whom we value as individuals
With our rural heritage as our foundation, we embrace change and grasp every opportunity to enhance our environment, economy and lifestyle.
Our Mission To achieve the best possible outcomes for our community by striving for excellence in all we do.
Our Core Values
We will make the best decisions we can, through:
• Leadership and Respect – we will act decisively with knowledge and courage in the best interest of all our community
• Integrity and Transparency – we will act honestly and openly in all our dealings with a view to making ethical and equitable decisions
We will always act with the community as our primary consideration, through:
• Community Focus – we will engage with our community to provide services that respond to community need
• Future Custodianship – we will always act with consideration of the impact of our actions on future generations
We will value the views and input of others, through:
• Teamwork and Cooperation – we will work together with open communication to achieve a common goal by sharing knowledge and supporting each other
• Effective Partnerships – we will treat everyone with respect by being inclusive, non-judgemental and valuing diversity
We will maximise our opportunities, through:
• Innovation – we will encourage creative thinking and innovation based on detailed knowledge and accept that bold actions carry a degree of risk
• Continuous Improvement – we will always strive to achieve our goals more efficiently through improvements in process or new technology
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Temora Shire covers an area of 2,802km2, and is bordered to the west by the local government areas of Bland, to the north east by Hilltops, to the east by Cootamundra-Gundagai and to the south by Coolamon, Junee and Wagga Wagga.
The shire includes the townships of Temora and Ariah Park as well as a number of smaller rural communities including Springdale and Reefton. The shire is part of the state electorate of Cootamundra and the Federal electorate of Riverina.
At the time of preparing this report the most recent statistics available were from 2016. The Shire population, according to the Australian Bureau of Statistics (ABS), was 6,236 persons. The Shire population has increased by 1% over the last 5 years.
The Shire has an ageing population, with 24% of the population 65 + years old in 2016, which is above the State average.
56% of the population of Temora is of working age (15-64 years) while 19% are under the age of 15, and 24% are 65 and over. The proportion of the population in each of the broad age cohorts has slightly changed to show an increasing number of people of retirement age.
Analysis of the latest small area labour data (Department of Jobs and Small Business) estimates Temora’s labour force in 2017 to consist of 2,856 persons, of which 2,690 are employed*. The size of Temora’s labour force increased over the period 2012 to 2017, by 6.9%, and the number of employed persons over the same period increased 6.8%.
Gross regional product for Temora is estimated to be $336.873 million. GRP per worker (which is a measure of productivity) in Temora is $163,689, lower than Riverina ($159,461) and NSW ($171,738).
Workforce Profile Temora Shire Council LGA
Temora Riverina Region New South WalesGRP ($M) $336.697 $12,001.867 $576,716.000
Output ($M) $672.058 $24,650.194 $1,135,977.630
Value-added ($M) $292.911 $9,881.520 $481,633.095
ProductivityGRP per capita $60,180 $72,351 $77,225
GRP per worker $156,400 $159,461 $171,738
Temora accounts for:
• 2.8% of the Riverina’s and 0.1% of NSW GRP.
• 2.7% of the Riverina’s and 0.1% of NSW output
• 2.9% of the Riverina’s and 0.1% of NSW value-added.
Other significant economic sectors within the Shire are health and aged care, manufacturing, retail and tourism.
The skill shortages as a result of a smaller population mean that employers may be unable to source suitable employees from within the Shire and also have difficulties attracting and retaining suitable employees from outside the Shire.
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Temora Shire Council is considered a small rural Council, employing some 163 (117 full time equivalent) staff across a diverse range of functional areas.
Workforce distribution by Department
Understanding the workforce at Temora Shire Council
Employment Status:Our workforce consists of permanent, permanent part time and casual staff; this combination contributes to not only commitment and loyalty but allows flexibility in responding to the needs of our community.
Staffing levels at April 2019 were as follows:
Number of Fulltime Staff 75
Number of Parttime Staff 14
Number of Casual Staff 70
Number of Trainees/Apprentices 4
TOTAL NUMBER OF STAFF 163
As indicated above, 48% of Temora Shire Council’s workforce is employed on a permanent basis, with 8% employed part time and 44% employed as casual staff.
Page 33 - Temora Shire Council Resourcing Strategy
Understanding the workforce at Temora Shire Council
GenderOf the 163 staff working for Temora Shire Council 50% are male and 50% are female. This represents an equitable split of male and female workers on staff, yet there are a much higher percentage of males employed full-time, and females employed part-time or casually.
Age Distribution Male Female Total< 30 23 16 39
31-40 12 17 29
41-50 14 17 31
51-60 23 17 40
60+ 10 14 24
82 81 163
Workforce distribution by age and gender
Page 34 - Temora Shire Council Resourcing Strategy
Temora Shire Council Organisational Structure
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Page 35 - Temora Shire Council Resourcing Strategy
Temora Shire Council Staff Structure (Excluding Casuals) as @ 20 April 2018
Aged 18 -30 Aged 31 - 50 Aged 51 - 75 GenderDEPARTMENT No of
StaffFull Time
Part Time
Full Time
Part Time
Full Time
Part Time
M F
Governance General Manager 1 1 1 Executive Assistants 3 2 1 3Administration & Finance Director 1 1 1 Administration Manager 1 1 1Financial Accountant 1 1 1Clerical Staff 8 1 1 3 2 1 8Information Technology Officer
1 1 1
Trainee 1 1 1Librarian 1 1 1Library Assistant 1 1 1Environmental Services Director 1 1 1 Health & Building Surveyor 1 1 1Town Planner 1 1 1Building Surveyor/Quality Assurance
1 1 1
Ranger 1 1 1 Waste Management 3 1 2 3 Engineering Services Engineering Technical Services Manager
1 1 1
Engineering Works Manager
1 1 1
Rural Overseer 1 1 1 Urban Overseer 1 1 1 Asset & Survey Officer 1 1 1 Engineering Technical Officer
2 2 1 1
Cadet Engineer 1 1 1 Safety & Systems Coordinator
1 1 1
Road Safety Officer 1 1 1 Grader Operator 3 3 3 Truck Driver 7 1 5 1 7
Current Workforce Profile
Page 36 - Temora Shire Council Resourcing Strategy
Aged 18 -30 Aged 31 - 50 Aged 51 - 75 GenderDEPARTMENT No of
StaffFull Time
Part Time
Full Time
Part Time
Full Time
Part Time
M F
Plant Operator 8 2 3 3 8 Traffic Management Officer 3 2 1 3 Labourer 4 2 2 4 Civil Construction Trainee 0 Plant Manager 1 1 1 Mechanic 2 1 1 2 Apprentice Mechanic 1 1 1 Storeman 1 1 1 Senior Horticulturist 1 1 1 P & G Plant Operator 2 2 2 P & G Horticulturist 2 2 2 P & G Apprentice 0 Builder 1 1 1 Assistant Sewer & Plumbing Officer
1 1 1
Sewer & Plumbing Officer 1 1 1 Community & Commercial Strategy
Economic Development Officer
1 1 1
Community Services Officer 1 1 1Rural Museum 1 1 1 Visitor Information Centre 1 1 1Communications Officer 1 1 1Youth Officer 1 1 1Pinnacle Community Services
Manager 1 1 1Manager - Cootamundra 1 1 1 Transport Coordinator 1 1 1Bus Driver 1 1 1 Coordinators 3 2 1 3Administration 1 1 1Trainee 2 2 2Meals on Wheels Coordinator
1 1 1
Leeton Coordinator 1 1 1TOTALS: 93 19 0 31 10 30 3 60 33Percentage as compared to total
20% 30% 44% 65% 35%
Page 37 - Temora Shire Council Resourcing Strategy
Temora Shire Council faces a number of challenges in relation to sustainable workforce planning. Some challenges relate specifically to the implementation of Council’s 4 year delivery program whilst others are long term, ongoing challenges that relate to supporting the attraction and retention of skilled and experienced staff. The key challenges that Temora Shire Council will face in relation to workforce management are:
• Gender equality
• Staff turnover
• Ageing workforce
• Attracting and retaining young people
• Attracting and retaining skilled professional and technical staff
• Meeting diverse community expectations with limited resources
• Ensuring supervisors and managers have leadership and management skills
• Sourcing skilled employees to meet the growing needs of Home Care Packages and National Disability Insurance Scheme Packages
Challenges
Page 38 - Temora Shire Council Resourcing Strategy
Strategies to meet future workforce needs
Workforce resourcing
Key area Goal Specific outcomesWorkforce planning An understanding of
our current and future workforce needs
• Record human resource data to enable analysis of workplace issues and trends including employee profile data (age, gender, aboriginality, disability, cultural), skills, qualifications, grievances,incidents)
• all exiting staff provided an exit interview
Relation to Delivery Program 2019-2023: This allows Council to understand current and potential future workforce issues that could impact its ability to implement Delivery Program actions.
Meet organisational needs
A workforce with the required skills and expertise to implement the Council’s Delivery Program
• Continue to engage suitably qualified contractors, consultants, fixed term and casual staff to support the pe rmanent workforce in the delivery of projects in Council’s Delivery Program
• Continue to access resource sharingto enable staff resources in other Councils and Joint Organisations (JO) to continue to ensure that the service needs of the organisation can be met when there are gaps in Council’s skills.
Relation to Delivery Program 2019-2023: in particular community services, economic development, facility maintenance, grant writing, project management, strategic and land use planning, building assessment, health inspections, RMS contracting, environmental management and experienced works staff/contractors.
Recruitment and selection
Attract and retain qualified and skilled people
• Recruit younger people through innovative and dynamic recruitment processes – including use of social media and promotion of Council’s family friendly policies and staff development approach
• Continue to focus on attracting skilled and qualified staff to the organisation. This includes innovative recruitment advertising processes, secondment and job share opportunities, resource sharing and partnerships.
• Promote Local Government as an attractive industry
Relation to Delivery Program 2019-2023 – capacity to implement the Delivery Program actions that require skilled, experienced and/or physically capable staff.
Workplace diversity Value difference and have a workforce that reflects the community’s profile
• Implement the EEO Management Plan
Relation to Delivery Program 2019-2023: a diverse workforce that reflects the community profile and ensuresall employees’ skills are being used.
Page 39 - Temora Shire Council Resourcing Strategy
Key area Goal Specific outcomesPlacements Provide opportunities
for young people to experience what Temora Shire Council has to offer
• Partner with local high school careers advisers and tertiary education institutes within the region to offer work experience to students
• Offer AdministrationTrainee positions each year
Relation to Delivery Program 2019-2023 – promote Council and Local Government as an attractive career option including during Local Government Week – further supporting capacity to attract the appropriate skill set to implement the Delivery Program.
Placements relevant to the Delivery Program include:
• Engineering and infrastructure• Land use planning and development assessment• Building surveying• Asset Management • Communications• Marketing• Community Development• Finance • Human Resources• Administration• Information technology and GIS
Page 40 - Temora Shire Council Resourcing Strategy
Employee professional development
Key area Goal Specific outcomesTrainees and apprentices Grow our own • Council has several trainees and apprentices on staff at
any one time. This will mean that some skilled positions will need to be replaced with a trainee when the position becomes vacant.
• Foster relationships with key training providers and the Australian Apprenticeship Centres
• Each trainee / apprentice has a nominated mentor
• Foster relationships with secondary schools within the shire and neighbouring shires, to encourage local young people to fill traineeship and apprenticeship positions
Relation to Delivery Program 2019-2023: meet skills and resource gaps that may exist within the Delivery Program. These include:
• IT / GIS• Customer Service• Works (roads, construction, facility maintenance, plant
operation, and sewer • Engineering and design• Land use planning • Building assessment • Governance • Finance
Employee orientation New employees feel welcome and supported
• Continue to implement the comprehensive orientation program that creates a strong first impression of Temora Shire Council, makes new employees feel welcome and ensures they have all the required information
• Ensure that Temora Shire Council’s values are promoted through the induction, position descriptions, employee appraisal process, posters and team meetings.
Relation to Delivery Program 2019-2023: an employer of choice, to meet the ongoing requirements of the Delivery Program.
Succession planning Key roles are planned for • Identify the critical roles in the organisation
• Fill gaps in key roles through staged retirement, external mentoring programs, intensive training opportunities, shared services
Relation to Delivery Program 2019-2023: a long term focus, ensuring that appropriate skills and experience exist within the organisation.
Page 41 - Temora Shire Council Resourcing Strategy
Key area Goal Specific outcomesLearning and development
Relevant development opportunities are provided to all employees
• Continue to identify development needs for each employee at the annual appraisal and provide appropriate budget for training each year
• Continue to develop an annual corporate training calendar to ensure training opportunities are provided to all employees
• To support the implementation of Council’s Delivery Program, training should include a focus on skills in the following areas:
• information technology,
• plant,
• WHS,
• Risk Management
• Asset management
• Works
Supervisory Management
• Continuous improvement and innovation
• Legislative compliance
• Continue to register suitable staff for all available free / subsidised training and qualifications
• Continue to register suitable staff for all available free Tafe courses
• Continue to promote the Study and Professional Development policy with Council subsidising employees who wish to undertake further study on their own time
Relation to Delivery Program 2019-2023: capacity to develop staff to meet emergent and existing needs in the implementation of the Delivery Program.
Page 42 - Temora Shire Council Resourcing Strategy
Reward and recognition
Key area Goal Specific outcomesEmployee reviews Recognise employees’
efforts, capabilities and performance and address performance issues in a timely manner
• Develop an annual performance plan for each employee at the beginning of each financial year. This includes links to all the Delivery Program actions, the position’s PD and the Council values
• Continue with the Annual Performance Review process at the end of each financial year.
• Ensure that supervisors and managers provide opportunity for open and ongoing two way feedback with employees
Relation to Delivery Program 2019-2023: supports employees’ understanding of key performance targets that relate to Delivery Program outcomes and how their job and performance fits into the bigger picture.
Fixed pay Grade levels reflect the role and the broader market
• Council has instituted a new salary system and position evaluation tool in the past five years.
• Pay rates are reviewed against industry benchmarks when applicable
Relation to Delivery Program 2019-2023: present as an employer of choice and to competitively attract skilled and experienced staff.
Recognition scheme Commitment, loyalty and continued service to Temora Shire Council is recognised and valued
• Continue to recognise and celebrate key service milestones with long term staff members, with Council and where appropriate in the media
• Celebrate and acknowledge qualification achievements made by staff including at staff breakfasts
• Profile staff in the monthly Communiqué
• Enter staff and their innovations into Awards where appropriate
Relation to Delivery Program 2019-2023: supports the celebration and promotion of key achievements within Council – especially those that support the achievement of key Delivery Program actions.
Page 43 - Temora Shire Council Resourcing Strategy
Workplace relations
Key area Goal Specific outcomesWork/life balance Our staff enjoy work
and meet their family / personal obligations
• Investigate a Flexible Work Arrangements Policy to ensure it remains relevant for supporting work/life balance.
• Promote the policy to all staff through the Consultative Committee and monthly Communiqué and at Team Meetings
Relation to Delivery Program 2019-2023: present as an employer of choice and to competitively attract skilled and experienced staff.
Equal Employment Opportunity
A workplace free of discrimination/ harassment/bullying
• Implement Council’s EEO Management Plan
• Regular promotion of Council’s Harassment and Bullying policy and conduct refresher training.
Relation to Delivery Program 2019-2023: present as an employer of choice and to competitively attract skilled and experienced staff.
Employee assistance Employees have access to professional, independent counselling support
• Continue to provide free confidential counselling services for employees and families.
• Promote the service at staff breakfasts, through The Communique and when staff are involvedin grievances.
Relation to Delivery Program 2019-2023: provides a supportive environment for all staff.
Work environment A consistent, productive and positive work environment
• Conduct Code of Conduct refresher training for all staff every 3 years.
• Promote the Code of Conduct and other policies through all relevant mediums and forums
• Senior management and HR to support managers in addressing poor behaviour promptly and in accordance with Council’s policies
• Promote the Council’s Values through each employee’s annual performance plan, assessed at the annual performance appraisal, on posters and at team meetings.
• Conduct an employee engagement survey every 2 years.
• Implement the 2017 Employee Engagement Survey and Focus Group feedback results
Relation to Delivery Program 2019-2023: provide a supportive environment for all staff.
Page 44 - Temora Shire Council Resourcing Strategy
Workplace health and safety and wellbeing
Key area Goal Specific outcomesSafe work environment A workplace that is safe
and healthy • All human resource and W H S processes are reviewed
in consultation with employees through the Consultative Committee and the WHS Committee and at team meetings
• Develop and implement annual WHS Action Plan
• WHS and risk management is the first agenda item at all tool box and team meetings
• WHS and risk is on the Manex agenda each month
• Proactively and in a timely manner investigate all workplace incidents and grievances
Relation to Delivery Program 2019-2023: all staff understand their safety rights and responsibilities, and that Council is complaint with legislation.
Risk management Risk management is an embedded business practice
• Adopt the Enterprise Risk Management Policy and framework
• Develop and implement an annual Corporate Enterprise Risk Management Plan with department plans underneath
• Train all staff in risk management concepts and can undertake required risk identification and management tasks
• Ensure all required Council services, events and programs have appropriate risk management plans developed and implemented
• WHS and risk management is the first agenda item at all tool box and team meetings
Relation to Delivery Program 2019-2023: all actions within the Delivery Program – including events, infrastructure activities outlined within the Delivery Program – comply with relevant risk procedures.
Injury management Injured employees are returned to their pre-injury role
• Review the injury management policy to strengthen incident investigation, early injury management and allocation of alternate duties
• All injured staff are provided with alternate duties until they return to their full pre-injury duties
Relation to Delivery Program 2019-2023: provide a supportive environment for all staff.
Employee health and wellbeing
A fit and healthy workplace
• WHS Committee to implement a Staff Well Being Program.
Relation to Delivery Program 2019-2023: provide a supportive, healthy environment for all staff.
Page 45 - Temora Shire Council Resourcing Strategy
Leadership culture
Key area Goal Specific outcomesStrong leadership A strong and committed
leadership approach• All supervisors attend leadership training – as a new
supervisor, refresher training for experienced
• All leadership staff to be given an opportunity to participate in development opportunities such as the annual Rural Management Challenge and the Local Government Mentor program.
• Regularly update staff on key issues, projects and decisions through the Communique, team meetings, executive staff being seen regularly in the field, staff presentations
• Provide higher duties and secondment opportunities so people can try leadership roles
Relation to Delivery Program 2019-2023: provide strong and effective leadership.
Organisational culture A positive, vibrant and responsive organisation
• Conduct an employee engagement survey every 2 years, next one due in late-2019
• Implement the Employee Engagement Survey and focus group feedback results
• Include the leadership values in each supervisor’s annual performance plan and assess them at the annual performance appraisal for each supervisor
Relation to Delivery Program 2019-2023: a positive organisational culture.
Change management Employees actively participate in new initiatives and improved approaches
• Foster information sharing between staff – both formally and informally – through project plans, stakeholder engagement strategies and change management strategies
Relation to Delivery Program 2019-2023: focusing on developing capacity in areas that enable the repose to Delivery Program actions.
Employee Engagement The staff are engaged and empowered
• All teams have regular team and tool box meetings where two way communication is fostered
• actively involve all staff in reviews of all Integrated Planning and Reporting documents including the Community Strategic Plan
Relation to Delivery Program 2019-2023: staff participate in the review of the Delivery Program and Operational Plan as appropriate.
ConclusionThis Workforce Plan is an evolving document that compliments the suite of documents produced by Council as part of its Integrated Planning process. Continual review of this document will ensure that staff demographic information is accurate, current and can better identify future skill needs. The review will also allow for better pathways for learning and development also enhanced position descriptions and competency statements leading to better staff recruitment and retention outcomes.
Page 46 - Temora Shire Council Resourcing Strategy
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LONG TERM FINANCIAL PLAN
Page 47 - Temora Shire Council Resourcing Strategy
Long Term Financial Plan
This document presents to the community Council’s adopted Long Term Financial Plan (LTFP) for the 10 year period from 2019/20 to 2028/29.
The 10 year Financial Plan will be used to forecast Council’s long term financial sustainability and will assist Council with its decision making and problem solving in deciding how best to achieve the Council’s corporate objectives while addressing its long term financial challenges. The LTFP is not intended to indicate what services/proposals should be allocated funds but rather it addresses areas that impact on Council’s ability to fund its services and capital works whilst living within its means.
This LTFP does not allow for any additional funding for the maintenance/upgrade of Council’s infrastructure assets other than annual CPI increases. The LTFP has been prepared based on the assumption that Council will continue to be responsible for providing the current range of goods and services with the current service delivery methods being largely unchanged.
Reviewing the PlanThe LTFP will be reviewed annually as part of the development of Council’s Operational Plan.
The review will include:
• An assessment of the previous year’s performance in terms of the accuracy of the projections made in the plan,
• Were estimates accurate?
• Were the assumptions underpinning the estimates accurate?
• An explanation where major differences emerge between budget estimates and actual expenditure/income.
Page 48 - Temora Shire Council Resourcing Strategy
Page 49 - Temora Shire Council Resourcing Strategy
LTFP Modelling Assumptions
OPERATING INCOMERates and Annual ChargesThis includes General Rate Revenue, Domestic Waste Management Charges and Sewer Availability Charges.The NSW State Government pegs rate increases and to reflect the conservative nature of these increases, the LTFP has provided for 3% increases for the period 2020/21 to 2028/29.
The rate increase for 2019/20 has been set at 2.7% which is the rate pegging limit recently announced by the NSW Minister for Local Government.
Temora Shire Council has traditionally adopted the rate pegging limit as the rate increase and the assumption has been made that this will continue.
Council has resolved to adopt best practice pricing for sewerage with common sewerage charges across the Council area, and best practice pricing was implemented in the 2008/9 financial year.
The charge for 2019/20 has been increased by 5% to meet expenditure requirements. The increase proposed for the period 2020/21 to 2028/29 is 5% per year.
The Domestic waste management (DWM) charge must be determined each year pursuant to Section 496 of the Local Government Act 1993. This charge is audited by Council’s external auditors to ensure that the rate is reasonable and that the cost of collecting and processing domestic waste throughout the Council area is relative to the charge for providing the service.
The charge for 2019/20 has been increased by 5%. From 2020/21 to 2028/29 the annual increase is set at 5%.
User Charges and FeesGenerally the majority of Council’s fees and charges have been indexed by the projected CPI for the life of the LTFP. Sewerage usage charges have been indexed in accordance with the increases outlined above for annual charges.
Financial Assistance GrantsGrant revenue from the Financial Assistance Grants Scheme has been increased in accordance with CPI projections ie 2.5% per year.
Operating GrantsAll operating grants have been indexed by 2.5%.
Interest RevenuesInterest on investments attributed to the General Fund has been set to 2% of the projected reserve balances.
Other RevenueOther revenue has been projected based on CPI growth of 2.5%.
OPERATING EXPENDITUREEmployee CostsEmployee costs include salaries, wages and employee leave entitlements and have been estimated to increase by 4% for 2019/20 and thereafter have been indexed by 3.5% per year. Superannuation and workers compensation have been factored by the same index.
Insurance CostsThe LTFP includes a projected increase for public liability and property insurance of 2.5% per year from 2019/20 to 2028/29
Materials and Contractor CostsMaterials and contractors costs have been indexed by 2.5% for the life of the LTFP.
DepreciationDepreciation expenses have been indexed based on the 2017/18 levels.
Other ExpensesThe model makes no allowance for the impact on Council’s operations for population growth or for the impact of climate change.
Borrowing CostsIn July 2018 Council borrowed $2m to fund the purchase of our works depot. This loan will be repaid over a period of 8 years.
Council also has proposed borrowings of $700,000 in 2019/20 to fund the construction of a supported independent lving house.
Page 50 - Temora Shire Council Resourcing Strategy
CAPITAL EXPENDITURE AND INCOMEA Capital Works Program has been detailed in the attached asset plans for the period from 2019/20 to 2028/29. The infrastructure plans for:
1. Roads
2. Sewerage Treatment and Effluent Reuse
3. Aerodrome
4. Operational and Community Land & Public Buildings
5. Bridges and Stormwater Management
6. Plant Replacement
detail expenditure and funding means for these projects.
Note:Financial modelling for different scenarios (planned/optimistic/conservative) has not been carried out. Council has adopted a conservative financial strategy as evidenced by the assumptions described previously and this, together with the annual review and analysis limits the variability and volatility of the projections.
Financial Performance IndicatorsCouncil has maintained financial ratios as identified in the statemenet of Performance Measures note to the Annual Financial Statements at better than industry averages for Councils in the same category as reported by the Office of Local Government.
The assumptions used in the LTFP have been adopted to assist in maintaining Council’s financial ratios.
Page 51 - Temora Shire Council Resourcing Strategy
Page 52 - Temora Shire Council Resourcing Strategy
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0
19
4,40
0
19
9,40
0
20
4,40
0
20
9,40
0
21
4,40
0
21
9,40
0
22
4,40
0
O
ther
Rev
enue
s97
5,71
4
98
9,51
8
1,
003,
652
1,
018,
173
1,
033,
030
1,
048,
266
1,
063,
891
1,
079,
903
1,
096,
306
1,
113,
145
G
rant
s &
Con
tribu
tions
pro
vide
d fo
r Ope
ratin
g Pu
rpos
es6,
979,
894
6,
933,
609
6,
996,
768
7,
148,
974
7,
304,
670
7,
567,
677
7,
731,
503
7,
899,
385
8,
071,
343
8,
247,
936
G
rant
s &
Con
tribu
tions
pro
vide
d fo
r Cap
ital P
urpo
ses
8,02
4,72
6
3,17
4,62
2
1,43
2,20
0
3,52
9,50
0
3,05
3,37
5
795,
000
804,
800
960,
000
745,
000
637,
895
Oth
er In
com
e:N
et g
ains
from
the
disp
osal
of a
sset
s77
,113
19
5,28
6
28
9,98
7
17
6,74
8
95
,022
12
9,77
2
21
8,06
1
83
,700
30
8,75
7
22
7,34
3
To
tal I
ncom
e fr
om C
ontin
uing
Ope
ratio
ns29
,043
,681
24,7
09,2
80
23
,489
,890
26,1
06,1
05
26
,102
,401
24,6
40,9
19
25
,318
,299
26,0
43,4
86
26
,676
,143
27,2
21,7
96
Expe
nses
from
Con
tinui
ng O
pera
tions
Empl
oyee
Ben
efits
& O
n-C
osts
7,55
6,18
5
7,87
8,41
7
8,02
0,32
6
8,29
8,34
3
8,51
3,71
2
8,80
7,39
5
9,03
9,23
1
9,34
9,76
8
9,59
8,84
7
9,92
6,84
7
Borro
win
g C
osts
54,1
70
68,0
83
58,2
25
48,0
59
37,5
73
26,7
59
15,6
07
5,75
5
2,26
6
-
M
ater
ials
& C
ontra
cts
5,22
2,33
2
5,22
6,30
8
5,11
3,60
2
5,25
5,72
4
5,28
5,39
6
5,52
0,10
7
5,60
7,85
8
5,73
5,67
0
5,89
7,02
9
6,12
2,87
2
Dep
reci
atio
n &
Amor
tisat
ion
5,05
4,97
5
5,05
4,97
5
5,05
4,97
5
5,05
4,97
5
5,05
4,97
5
5,05
4,97
5
5,05
4,97
5
5,05
4,97
5
5,05
4,97
5
5,05
4,97
5
Oth
er E
xpen
ses
2,82
2,46
4
2,91
1,71
8
2,92
1,88
5
2,99
1,22
9
3,06
3,70
7
3,19
5,01
4
3,20
9,72
0
3,28
7,86
6
3,36
4,73
1
3,51
0,12
4
Tota
l Exp
ense
s fr
om C
ontin
uing
Ope
ratio
ns20
,710
,126
21,1
39,5
01
21
,169
,013
21,6
48,3
30
21
,955
,363
22,6
04,2
50
22
,927
,391
23,4
34,0
34
23
,917
,848
24,6
14,8
18
Ope
ratin
g R
esul
t fro
m C
ontin
uing
Ope
ratio
ns8,
333,
554
3,
569,
779
2,
320,
877
4,
457,
775
4,
147,
038
2,
036,
669
2,
390,
908
2,
609,
452
2,
758,
295
2,
606,
978
Dis
cont
inue
d O
pera
tions
- Pr
ofit/
(Los
s)-
-
-
-
-
-
-
-
-
-
N
et P
rofit
/(Los
s) fr
om D
isco
ntin
ued
Ope
ratio
ns-
-
-
-
-
-
-
-
-
-
Net
Ope
ratin
g R
esul
t for
the
Year
8,33
3,55
4
3,56
9,77
9
2,32
0,87
7
4,45
7,77
5
4,14
7,03
8
2,03
6,66
9
2,39
0,90
8
2,60
9,45
2
2,75
8,29
5
2,60
6,97
8
Net
Ope
ratin
g R
esul
t bef
ore
Gra
nts
and
Con
trib
utio
ns p
rovi
ded
for
Cap
ital P
urpo
ses
308,
828
39
5,15
7
888,
677
92
8,27
5
1,09
3,66
3
1,
241,
669
1,58
6,10
8
1,
649,
452
2,01
3,29
5
1,
969,
083
Proj
ecte
d Ye
ars
Page 53 - Temora Shire Council Resourcing Strategy
Tem
ora
Shire
Cou
ncil
10 Y
ear F
inan
cial
Pla
n fo
r the
Yea
rs e
ndin
g 30
Jun
e 20
29B
ALAN
CE
SHEE
T - C
ON
SOLI
DAT
ED20
19/2
020
20/2
120
21/2
220
22/2
320
23/2
420
24/2
520
25/2
620
26/2
720
27/2
820
28/2
9$
$$
$$
$$
$$
$AS
SETS
Cur
rent
Ass
ets
Cas
h &
Cas
h Eq
uiva
lent
s3,
447,
834
4,
683,
941
5,
998,
108
7,
020,
637
8,
250,
345
9,
511,
952
10
,815
,569
11,9
72,2
22
13
,494
,299
14,6
98,5
59
In
vest
men
ts6,
639,
000
6,
639,
000
7,
039,
000
7,
439,
000
7,
639,
000
7,
639,
000
7,
839,
000
8,
439,
000
9,
239,
000
10
,839
,000
Rec
eiva
bles
2,40
6,94
6
2,12
1,05
4
2,04
7,60
6
2,23
6,22
3
2,25
1,67
5
2,18
3,65
6
2,23
4,26
8
2,31
2,43
5
2,35
3,65
4
2,42
2,52
7
Inve
ntor
ies
1,59
6,24
3
1,89
8,18
0
1,95
4,81
6
2,02
0,19
1
2,25
7,20
9
2,50
5,80
2
2,74
6,08
2
3,00
9,93
9
3,31
8,32
8
3,63
0,34
9
Oth
er11
1,89
5
11
1,63
6
11
1,46
3
11
4,39
7
11
5,73
1
12
0,91
5
12
2,24
5
12
5,08
2
12
8,38
5
13
3,62
7
To
tal C
urre
nt A
sset
s14
,201
,918
15,4
53,8
11
17
,150
,993
18,8
30,4
50
20
,513
,960
21,9
61,3
25
23
,757
,163
25,8
58,6
78
28
,533
,666
31,7
24,0
63
Non
-Cur
rent
Ass
ets
Rec
eiva
bles
10,2
50
10,2
50
10,2
50
10,2
50
10,2
50
10,2
50
10,2
50
10,2
50
10,2
50
10,2
50
Infra
stru
ctur
e, P
rope
rty, P
lant
& E
quip
men
t21
4,90
9,09
8
21
6,75
8,65
2
21
7,00
0,94
9
21
9,54
3,06
4
22
1,67
5,50
4
22
1,91
8,19
2
22
2,16
7,30
0
22
2,55
4,39
8
22
2,58
2,32
3
22
2,04
2,27
1
In
vest
men
ts A
ccou
nted
for u
sing
the
equi
ty m
etho
d18
6,00
0
18
6,00
0
18
6,00
0
18
6,00
0
18
6,00
0
18
6,00
0
18
6,00
0
18
6,00
0
18
6,00
0
18
6,00
0
To
tal N
on-C
urre
nt A
sset
s21
5,10
5,34
8
21
6,95
4,90
2
21
7,19
7,19
9
21
9,73
9,31
4
22
1,87
1,75
4
22
2,11
4,44
2
22
2,36
3,55
0
22
2,75
0,64
8
22
2,77
8,57
3
22
2,23
8,52
1
TO
TAL
ASSE
TS22
9,30
7,26
6
23
2,40
8,71
3
23
4,34
8,19
2
23
8,56
9,76
4
24
2,38
5,71
4
24
4,07
5,76
7
24
6,12
0,71
3
24
8,60
9,32
6
25
1,31
2,23
9
25
3,96
2,58
4
LIAB
ILIT
IES
Cur
rent
Lia
bilit
ies
Paya
bles
2,06
2,12
7
1,90
4,03
1
1,84
4,28
1
1,93
8,10
4
1,94
9,14
3
1,95
3,62
3
1,97
1,58
1
2,01
0,20
2
2,04
8,64
7
2,08
6,69
5
Inco
me
rece
ived
in a
dvan
ce15
0,78
6
15
5,15
2
15
7,98
3
16
2,56
4
16
5,54
9
17
0,34
2
17
3,49
9
17
8,51
5
18
1,84
8
18
7,09
7
Bo
rrow
ings
314,
630
324,
488
334,
655
345,
140
355,
954
367,
107
164,
527
97,2
05
-
-
Prov
isio
ns4,
111,
319
4,
111,
319
4,
111,
319
4,
111,
319
4,
111,
319
4,
111,
319
4,
111,
319
4,
111,
319
4,
111,
319
4,
111,
319
To
tal C
urre
nt L
iabi
litie
s6,
638,
862
6,
494,
990
6,
448,
238
6,
557,
127
6,
581,
966
6,
602,
391
6,
420,
926
6,
397,
242
6,
341,
814
6,
385,
112
Non
-Cur
rent
Lia
bilit
ies
Paya
bles
1,50
5
1,53
4
1,54
3
1,59
0
1,61
9
1,68
4
1,71
4
1,76
4
1,81
0
1,87
9
Borro
win
gs1,
989,
076
1,
664,
588
1,
329,
933
98
4,79
3
62
8,83
9
26
1,73
2
97
,205
0
00
Prov
isio
ns32
,681
32
,681
32
,681
32
,681
32
,681
32
,681
32
,681
32
,681
32
,681
32
,681
To
tal N
on-C
urre
nt L
iabi
litie
s2,
023,
262
1,
698,
803
1,
364,
157
1,
019,
064
66
3,13
8
29
6,09
7
13
1,60
0
34
,445
34
,491
34
,560
TO
TAL
LIAB
ILIT
IES
8,66
2,12
5
8,19
3,79
3
7,81
2,39
5
7,57
6,19
1
7,24
5,10
4
6,89
8,48
8
6,55
2,52
6
6,43
1,68
7
6,37
6,30
4
6,41
9,67
1
Net
Ass
ets
220,
645,
142
224,
214,
920
226,
535,
797
230,
993,
572
235,
140,
610
237,
177,
279
239,
568,
187
242,
177,
639
244,
935,
934
247,
542,
912
EQU
ITY
Ret
aine
d Ea
rnin
gs95
,996
,142
99,5
65,9
20
10
1,88
6,79
7
10
6,34
4,57
2
11
0,49
1,61
0
11
2,52
8,27
9
11
4,91
9,18
7
11
7,52
8,63
9
12
0,28
6,93
4
12
2,89
3,91
2
R
eval
uatio
n R
eser
ves
124,
649,
000
124,
649,
000
124,
649,
000
124,
649,
000
124,
649,
000
124,
649,
000
124,
649,
000
124,
649,
000
124,
649,
000
124,
649,
000
Cou
ncil
Equi
ty In
tere
st22
0,64
5,14
2
22
4,21
4,92
0
22
6,53
5,79
7
23
0,99
3,57
2
23
5,14
0,61
0
23
7,17
7,27
9
23
9,56
8,18
7
24
2,17
7,63
9
24
4,93
5,93
4
24
7,54
2,91
2
M
inor
ity E
quity
Inte
rest
-
-
-
-
-
-
-
-
-
-
Tota
l Equ
ity22
0,64
5,14
2
22
4,21
4,92
0
22
6,53
5,79
7
23
0,99
3,57
2
23
5,14
0,61
0
23
7,17
7,27
9
23
9,56
8,18
7
24
2,17
7,63
9
24
4,93
5,93
4
24
7,54
2,91
2
Proj
ecte
d Ye
ars
Page 54 - Temora Shire Council Resourcing Strategy
Tem
ora
Shire
Cou
ncil
10 Y
ear F
inan
cial
Pla
n fo
r the
Yea
rs e
ndin
g 30
Jun
e 20
29C
ASH
FLO
W S
TATE
MEN
T - C
ON
SOLI
DAT
ED20
19/2
020
20/2
120
21/2
220
22/2
320
23/2
420
24/2
520
25/2
620
26/2
720
27/2
820
28/2
9$
$$
$$
$$
$$
$C
ash
Flow
s fr
om O
pera
ting
Activ
ities
Rec
eipt
s:R
ates
& A
nnua
l Cha
rges
5,65
4,42
6
5,86
1,33
4
6,06
8,70
8
6,29
6,44
5
6,52
8,75
0
6,76
4,93
5
7,00
5,00
7
7,26
5,83
1
7,53
1,61
3
7,80
1,66
0
Use
r Cha
rges
& F
ees
7,22
6,01
2
7,33
7,47
7
7,48
5,75
6
7,70
6,64
8
7,86
2,92
3
8,09
4,15
3
8,25
9,16
9
8,50
1,30
0
8,67
5,29
4
8,92
8,80
5
Inte
rest
& In
vest
men
t Rev
enue
Rec
eive
d17
1,06
3
18
1,73
6
18
0,81
9
18
5,58
4
19
4,44
2
19
9,37
3
20
3,22
4
20
6,43
0
21
0,58
0
21
1,03
2
G
rant
s &
Con
tribu
tions
14,6
86,0
44
10
,409
,392
8,53
2,27
7
10,5
52,6
18
10
,377
,441
8,47
3,32
1
8,52
5,66
3
8,83
9,55
4
8,81
9,03
0
8,88
1,59
8
Oth
er95
6,91
6
1,
008,
562
1,
008,
622
1,
004,
025
1,
031,
358
1,
052,
178
1,
059,
721
1,
073,
519
1,
092,
984
1,
107,
734
Pa
ymen
ts:
Empl
oyee
Ben
efits
& O
n-C
osts
(7,5
47,9
79)
(7
,875
,383
)
(8,0
19,2
79)
(8
,295
,825
)
(8,5
11,8
95)
(8
,804
,740
)
(9,0
37,2
71)
(9
,346
,967
)
(9,5
96,7
37)
(9
,923
,894
)
Mat
eria
ls &
Con
tract
s(5
,306
,309
)
(5,2
18,1
35)
(5
,112
,581
)
(5,2
28,4
50)
(5
,269
,687
)
(5,4
74,2
86)
(5
,595
,214
)
(5,7
08,0
92)
(5
,867
,620
)
(6,0
75,4
00)
Bo
rrow
ing
Cos
ts(4
8,12
9)
(7
2,11
9)
(6
2,38
8)
(5
2,35
2)
(4
2,00
1)
(3
1,32
6)
(2
0,31
6)
(7
,866
)
(3,5
13)
(0
)
Oth
er(2
,822
,464
)
(2,9
11,7
18)
(2
,921
,885
)
(2,9
91,2
29)
(3
,063
,707
)
(3,1
95,0
14)
(3
,209
,720
)
(3,2
87,8
66)
(3
,364
,731
)
(3,5
10,1
24)
Net
Cas
h pr
ovid
ed (o
r use
d in
) Ope
ratin
g Ac
tiviti
es12
,969
,580
8,72
1,14
6
7,16
0,04
9
9,17
7,46
5
9,10
7,62
4
7,07
8,59
3
7,19
0,26
2
7,53
5,84
4
7,49
6,89
9
7,42
1,41
2
Cas
h Fl
ows
from
Inve
stin
g Ac
tiviti
esR
ecei
pts:
Sale
of R
eal E
stat
e As
sets
277,
971
687,
060
687,
060
687,
060
409,
089
409,
089
409,
089
372,
726
300,
000
300,
000
Sale
of I
nfra
stru
ctur
e, P
rope
rty, P
lant
& E
quip
men
t13
8,18
2
20
8,22
7
23
9,42
5
25
6,98
6
32
2,72
7
28
4,97
7
23
9,26
6
20
6,34
5
39
4,98
2
19
2,66
8
D
efer
red
Deb
tors
Rec
eipt
s8,
000
5,
750
-
-
-
-
-
-
-
-
Pa
ymen
ts:
Purc
hase
of I
nves
tmen
t Sec
uriti
es-
-
(4
00,0
00)
(400
,000
)
(2
00,0
00)
-
(2
00,0
00)
(600
,000
)
(8
00,0
00)
(1,6
00,0
00)
Pu
rcha
se o
f Inf
rast
ruct
ure,
Pro
perty
, Pla
nt &
Equ
ipm
ent
(12,
954,
966)
(7,3
21,4
46)
(5
,547
,879
)
(7,8
64,3
27)
(7
,564
,591
)
(5,6
55,0
98)
(5
,467
,894
)
(5,6
93,7
36)
(5
,272
,599
)
(4,6
09,8
19)
Pu
rcha
se o
f Rea
l Est
ate
Asse
ts(1
00,0
00)
(750
,000
)
(5
00,0
00)
(500
,000
)
(5
00,0
00)
(500
,000
)
(5
00,0
00)
(500
,000
)
(5
00,0
00)
(500
,000
)
Net
Cas
h pr
ovid
ed (o
r use
d in
) Inv
estin
g Ac
tiviti
es(1
2,63
0,81
3)
(7
,170
,409
)
(5,5
21,3
94)
(7
,820
,281
)
(7,5
32,7
75)
(5
,461
,032
)
(5,5
19,5
39)
(6
,214
,665
)
(5,8
77,6
17)
(6
,217
,151
)
Cas
h Fl
ows
from
Fin
anci
ng A
ctiv
ities
Rec
eipt
s:Pr
ocee
ds fr
om B
orro
win
gs &
Adv
ance
s70
0,00
0
-
-
-
-
-
-
-
-
-
Paym
ents
:R
epay
men
t of B
orro
win
gs &
Adv
ance
s(2
29,0
72)
(314
,630
)
(3
24,4
88)
(334
,655
)
(3
45,1
40)
(355
,954
)
(3
67,1
07)
(164
,527
)
(9
7,20
5)
-
Net
Cas
h Fl
ow p
rovi
ded
(use
d in
) Fin
anci
ng A
ctiv
ities
470,
928
(314
,630
)
(3
24,4
88)
(334
,655
)
(3
45,1
40)
(355
,954
)
(3
67,1
07)
(164
,527
)
(9
7,20
5)
-
Net
Incr
ease
/(Dec
reas
e) in
Cas
h &
Cas
h Eq
uiva
lent
s80
9,69
5
1,
236,
107
1,
314,
167
1,
022,
529
1,
229,
708
1,
261,
607
1,
303,
616
1,
156,
653
1,
522,
077
1,
204,
261
plus
: Cas
h, C
ash
Equi
vale
nts
& In
vest
men
ts -
begi
nnin
g of
yea
r2,
638,
139
3,
447,
834
4,
683,
941
5,
998,
108
7,
020,
637
8,
250,
345
9,
511,
952
10
,815
,569
11,9
72,2
22
13
,494
,299
Cas
h &
Cas
h Eq
uiva
lent
s - e
nd o
f the
yea
r3,
447,
834
4,
683,
941
5,
998,
108
7,
020,
637
8,
250,
345
9,
511,
952
10
,815
,569
11,9
72,2
22
13
,494
,299
14,6
98,5
59
Cas
h &
Cas
h Eq
uiva
lent
s - e
nd o
f the
yea
r3,
447,
834
4,
683,
941
5,
998,
108
7,
020,
637
8,
250,
345
9,
511,
952
10
,815
,569
11,9
72,2
22
13
,494
,299
14,6
98,5
59
In
vest
men
ts -
end
of th
e ye
ar6,
639,
000
6,
639,
000
7,
039,
000
7,
439,
000
7,
639,
000
7,
639,
000
7,
839,
000
8,
439,
000
9,
239,
000
10
,839
,000
Cas
h, C
ash
Equi
vale
nts
& In
vest
men
ts -
end
of th
e ye
ar10
,086
,834
11,3
22,9
41
13
,037
,108
14,4
59,6
37
15
,889
,345
17,1
50,9
52
18
,654
,569
20,4
11,2
22
22
,733
,299
25,5
37,5
59
Rep
rese
ntin
g:- E
xter
nal R
estri
ctio
ns3,
912,
101
4,
260,
562
4,
827,
622
5,
124,
751
5,
671,
303
6,
130,
455
6,
836,
011
7,
397,
843
8,
315,
833
8,
989,
363
- I
nter
nal R
estri
cito
ns5,
195,
392
5,
568,
980
5,
942,
568
6,
316,
156
6,
689,
744
7,
063,
332
7,
436,
920
7,
810,
508
8,
184,
096
8,
557,
684
- U
nres
trict
ed97
9,34
2
1,
493,
399
2,
266,
918
3,
018,
730
3,
528,
299
3,
957,
166
4,
381,
638
5,
202,
871
6,
233,
369
7,
990,
512
10
,086
,834
11,3
22,9
41
13
,037
,108
14,4
59,6
37
15
,889
,345
17,1
50,9
52
18
,654
,569
20,4
11,2
22
22
,733
,299
25,5
37,5
59
Proj
ecte
d Ye
ars
Page 55 - Temora Shire Council Resourcing Strategy
Tem
ora
Shire
Cou
ncil
10 Y
ear F
inan
cial
Pla
n fo
r the
Yea
rs e
ndin
g 30
Jun
e 20
29EQ
UIT
Y ST
ATEM
ENT
- CO
NSO
LID
ATED
2019
/20
2020
/21
2021
/22
2022
/23
2023
/24
2024
/25
2025
/26
2026
/27
2027
/28
2028
/29
$$
$$
$$
$$
$$
Ope
ning
Bal
ance
212,
311,
587
220,
645,
142
224,
214,
920
226,
535,
797
230,
993,
572
235,
140,
610
237,
177,
279
239,
568,
187
242,
177,
639
244,
935,
934
a. C
urre
nt Y
ear I
ncom
e &
Expe
nses
Rec
ogni
sed
dire
ct to
Equ
ity- T
rans
fers
to/(f
rom
) Ass
et R
eval
uatio
n R
eser
ve-
-
-
-
-
-
-
-
-
-
- T
rans
fers
to/(f
rom
) Oth
er R
eser
ves
-
-
-
-
-
-
-
-
-
-
- Oth
er In
com
e/Ex
pens
es re
cogn
ised
-
-
-
-
-
-
-
-
-
-
- Oth
er A
djus
tmen
ts-
-
-
-
-
-
-
-
-
-
N
et In
com
e R
ecog
nise
d D
irect
ly in
Equ
ity-
-
-
-
-
-
-
-
-
-
b. N
et O
pera
ting
Res
ult f
or th
e Ye
ar8,
333,
554
3,
569,
779
2,
320,
877
4,
457,
775
4,
147,
038
2,
036,
669
2,
390,
908
2,
609,
452
2,
758,
295
2,
606,
978
Tota
l Rec
ogni
sed
Inco
me
& E
xpen
ses
(c&
d)8,
333,
554
3,
569,
779
2,
320,
877
4,
457,
775
4,
147,
038
2,
036,
669
2,
390,
908
2,
609,
452
2,
758,
295
2,
606,
978
c. D
istri
butio
ns to
/(Con
tribu
tions
from
) Min
ority
Inte
rest
s-
-
-
-
-
-
-
-
-
-
d.
Tra
nsfe
rs b
etw
een
Equi
ty-
-
-
-
-
-
-
-
-
-
Equi
ty -
Bal
ance
at e
nd o
f the
repo
rtin
g pe
riod
220,
645,
142
224,
214,
920
226,
535,
797
230,
993,
572
235,
140,
610
237,
177,
279
239,
568,
187
242,
177,
639
244,
935,
934
247,
542,
912
Proj
ecte
d Ye
ars
Page 56 - Temora Shire Council Resourcing Strategy
Appendix 1
Function BudgetFor the year ended 30 June 2020Budget Summary 2019/20
Function Income Expenditure (Surplus)/DeficitGovernance (93,272) 479,020 385,748Public Order & Safety (483,720) 1,059,018 575,298Health (50,975) 335,667 284,692Community Services & Education (3,626,698) 3,938,762 312,064Housing & Community Amenities (1,152,704) 1,902,688 749,984Sewerage Services (1,137,593) 858,729 (278,864)Recreation & Culture (370,674) 3,064,229 2,693,555Building Services (64,225) 284,157 219,932Transport & Communication (5,266,279) 8,283,882 3,017,603Economic Affairs (993,665) 2,103,129 1,109,464Function Totals (13,239,805) 22,309,281 9,069,476General Purpose Revenues (Not Attributed to Functions) (9,301,192) (9,301,192)Opeating Result before Capital Amounts (22,540,997) 22,309,281 (231,716)Capital Grants & Contributions (8,024,726) (8,024,726)Operating Result (30,565,723) 22,309,281 (8,256,442)
ADD Expenses not involving flows of FundsDepreciation 5,054,975
ADD Non-Operating funds employed
Sale of Assets (138,182)Sale of Real Estate Assets (277,971)Repayments by Long Term Debtors (8,000)Loan Funds used (700,000)Transfer from Reserves (436,621)
(1,560,774)
LESS Funds deployed for non-operating purposes Acquisition of Assets 13,080,537Development of Real Estate 100,000Carrying Amount of Assets Sold 161,036Cost of Real Estate Assets Sold 178,004Advance to Long Term Debtors - Repayment of Loans 229,072Transfer to Reserves 707,542
14,456,191Budget (Surplus) / Deficit (416,000)
Budget Summary 2019/20
Page 1
Page 57 - Temora Shire Council Resourcing Strategy
Function BudgetFor the year ended 30 June 2020Budget Summary 2020/21
Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 495,908 457,158Public Order & Safety (495,689) 1,091,142 595,453Health (52,249) 344,512 292,263Community Services & Education (3,717,319) 3,953,484 236,165Housing & Community Amenities (1,074,285) 1,813,927 739,642Sewerage Services (1,192,907) 976,852 (216,055)Recreation & Culture (359,388) 3,117,284 2,757,896Building Services (65,828) 294,843 229,015Transport & Communication (5,375,772) 8,466,449 3,090,677Economic Affairs (1,052,682) 2,218,950 1,166,268Function Totals (13,424,869) 22,773,351 9,348,482General Purpose Revenues (Not Attributed to Functions) (9,548,353) (9,548,353)Opeating Result before Capital Amounts (22,973,222) 22,773,351 (199,871)Capital Grants & Contributions (3,174,622) (3,174,622)Operating Result (26,147,844) 22,773,351 (3,374,493)
ADD Expenses not involving flows of FundsDepreciation 5,054,975
ADD Non-Operating funds employed
Sale of Assets (208,227)Sale of Real Estate Assets (687,060)Repayments by Long Term Debtors (5,750)Loan Funds used - Transfer from Reserves (330,000)
(1,231,037)
LESS Funds deployed for non-operating purposes Acquisition of Assets 7,162,232Development of Real Estate 750,000Carrying Amount of Assets Sold 257,703Cost of Real Estate Assets Sold 442,298Advance to Long Term Debtors - Repayment of Loans 314,630Transfer to Reserves 644,733
9,571,596Budget (Surplus) / Deficit (88,909)
Budget Summary 2020/21
Page 2
Page 58 - Temora Shire Council Resourcing Strategy
Function BudgetFor the year ended 30 June 2020Budget Summary 2021/22
Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 409,447 370,697Public Order & Safety (507,943) 1,115,039 607,096Health (53,555) 352,934 299,379Community Services & Education (3,810,125) 4,050,055 239,930Housing & Community Amenities (1,027,416) 1,750,157 722,741Sewerage Services (1,248,236) 893,574 (354,662)Recreation & Culture (368,315) 3,180,916 2,812,601Building Services (67,474) 302,951 235,477Transport & Communication (5,487,916) 8,615,451 3,127,535Economic Affairs (1,025,324) 2,171,546 1,146,222Function Totals (13,635,054) 22,842,070 9,207,016General Purpose Revenues (Not Attributed to Functions) (9,805,705) (9,805,705)Opeating Result before Capital Amounts (23,440,759) 22,842,070 (598,689)Capital Grants & Contributions (1,432,200) (1,432,200)Operating Result (24,872,959) 22,842,070 (2,030,889)
ADD Expenses not involving flows of FundsDepreciation 5,054,975
ADD Non-Operating funds employed
Sale of Assets (239,425)Sale of Real Estate Assets (687,060)Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (80,000)
(1,006,485)
LESS Funds deployed for non-operating purposes Acquisition of Assets 5,491,472Development of Real Estate 500,000Carrying Amount of Assets Sold 194,200Cost of Real Estate Assets Sold 442,298Advance to Long Term Debtors - Repayment of Loans 324,488Transfer to Reserves 783,340
7,735,798Budget (Surplus) / Deficit (356,551)
Budget Summary 2021/22
Page 3
Page 59 - Temora Shire Council Resourcing Strategy
Function BudgetFor the year ended 30 June 2020Budget Summary 2022/23
Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 446,486 407,736Public Order & Safety (520,533) 1,144,260 623,727Health (54,895) 358,978 304,083Community Services & Education (3,905,460) 4,150,844 245,384Housing & Community Amenities (1,072,308) 1,793,340 721,032Sewerage Services (1,314,520) 911,797 (402,723)Recreation & Culture (377,485) 3,237,212 2,859,727Building Services (69,162) 312,815 243,653Transport & Communication (5,603,136) 8,703,551 3,100,415Economic Affairs (1,086,779) 2,300,360 1,213,581Function Totals (14,043,028) 23,359,643 9,316,615General Purpose Revenues (Not Attributed to Functions) (10,068,143) (10,068,143)Opeating Result before Capital Amounts (24,111,171) 23,359,643 (751,528)Capital Grants & Contributions (3,529,500) (3,529,500)Operating Result (27,640,671) 23,359,643 (4,281,028)
ADD Expenses not involving flows of FundsDepreciation 5,054,975
ADD Non-Operating funds employed
Sale of Assets (256,986)Sale of Real Estate Assets (687,060)Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (600,000)
(1,544,046)
LESS Funds deployed for non-operating purposes Acquisition of Assets 7,922,090Development of Real Estate 500,000Carrying Amount of Assets Sold 325,000Cost of Real Estate Assets Sold 442,298Advance to Long Term Debtors - Repayment of Loans 334,655Transfer to Reserves 1,033,901
10,557,944Budget (Surplus) / Deficit (322,105)
Budget Summary 2022/23
Page 4
Page 60 - Temora Shire Council Resourcing Strategy
Function BudgetFor the year ended 30 June 2020Budget Summary 2023/24
Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 403,144 364,394Public Order & Safety (533,412) 1,174,262 640,850Health (56,267) 372,796 316,529Community Services & Education (4,002,973) 4,254,000 251,027Housing & Community Amenities (1,117,321) 1,837,829 720,508Sewerage Services (1,380,819) 930,541 (450,278)Recreation & Culture (386,868) 3,315,481 2,928,613Building Services (70,891) 323,010 252,119Transport & Communication (5,721,011) 8,830,068 3,109,057Economic Affairs (1,058,610) 2,264,515 1,205,905Function Totals (14,366,922) 23,705,646 9,338,724General Purpose Revenues (Not Attributed to Functions) (10,337,364) (10,337,364)Opeating Result before Capital Amounts (24,704,286) 23,705,646 (998,640)Capital Grants & Contributions (3,053,375) (3,053,375)Operating Result (27,757,661) 23,705,646 (4,052,015)
ADD Expenses not involving flows of FundsDepreciation 5,054,975
ADD Non-Operating funds employed
Sale of Assets (322,727)Sale of Real Estate Assets (409,089)Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (392,500)
(1,124,316)
LESS Funds deployed for non-operating purposes Acquisition of Assets 7,559,915Development of Real Estate 500,000Carrying Amount of Assets Sold 372,500Cost of Real Estate Assets Sold 264,294Advance to Long Term Debtors - Repayment of Loans 345,141Transfer to Reserves 1,075,831
10,117,681Budget (Surplus) / Deficit (113,625)
Budget Summary 2023/24
Page 5
Page 61 - Temora Shire Council Resourcing Strategy
Function BudgetFor the year ended 30 June 2020Budget Summary 2024/25
Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 483,620 444,870Public Order & Safety (546,623) 1,205,132 658,509Health (57,673) 377,919 320,246Community Services & Education (4,103,023) 4,359,902 256,879Housing & Community Amenities (1,162,465) 1,883,744 721,279Sewerage Services (1,447,135) 949,872 (497,263)Recreation & Culture (396,489) 3,375,903 2,979,414Building Services (72,665) 333,552 260,887Transport & Communication (5,945,216) 9,028,611 3,083,395Economic Affairs (1,122,337) 2,396,131 1,273,794Function Totals (14,892,376) 24,394,386 9,502,010General Purpose Revenues (Not Attributed to Functions) (10,613,907) (10,613,907)Opeating Result before Capital Amounts (25,506,283) 24,394,386 (1,111,897)Capital Grants & Contributions (795,000) (795,000)Operating Result (26,301,283) 24,394,386 (1,906,897)
ADD Expenses not involving flows of FundsDepreciation 5,054,975
ADD Non-Operating funds employed
Sale of Assets (284,977)Sale of Real Estate Assets (409,089)Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (330,000)
(1,024,066)
LESS Funds deployed for non-operating purposes Acquisition of Assets 5,597,663Development of Real Estate 500,000Carrying Amount of Assets Sold 300,000Cost of Real Estate Assets Sold 264,294Advance to Long Term Debtors - Repayment of Loans 355,954Transfer to Reserves 925,941
7,943,852Budget (Surplus) / Deficit (42,086)
Budget Summary 2024/25
Page 6
Page 62 - Temora Shire Council Resourcing Strategy
Function BudgetFor the year ended 30 June 2020Budget Summary 2025/26
Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 395,767 357,017Public Order & Safety (560,172) 1,236,880 676,708Health (59,116) 390,850 331,734Community Services & Education (4,205,614) 4,468,552 262,938Housing & Community Amenities (1,207,746) 1,931,097 723,351Sewerage Services (1,513,469) 969,792 (543,677)Recreation & Culture (406,356) 3,458,517 3,052,161Building Services (74,482) 344,447 269,965Transport & Communication (6,069,263) 9,199,140 3,129,877Economic Affairs (1,093,583) 2,363,214 1,269,631Function Totals (15,228,551) 24,758,256 9,529,705General Purpose Revenues (Not Attributed to Functions) (10,897,752) (10,897,752)Opeating Result before Capital Amounts (26,126,303) 24,758,256 (1,368,047)Capital Grants & Contributions (804,800) (804,800)Operating Result (26,931,103) 24,758,256 (2,172,847)
ADD Expenses not involving flows of FundsDepreciation 5,054,975
ADD Non-Operating funds employed
Sale of Assets (239,266)Sale of Real Estate Assets (409,089)Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (130,000)
(778,355)
LESS Funds deployed for non-operating purposes Acquisition of Assets 5,470,083Development of Real Estate 500,000Carrying Amount of Assets Sold 166,000Cost of Real Estate Assets Sold 264,294Advance to Long Term Debtors - Repayment of Loans 367,107Transfer to Reserves 972,355
7,739,839Budget (Surplus) / Deficit (266,338)
Budget Summary 2025/26
Page 7
Page 63 - Temora Shire Council Resourcing Strategy
Function BudgetFor the year ended 30 June 2020Budget Summary 2026/27
Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 391,660 352,910Public Order & Safety (574,055) 1,269,520 695,465Health (60,594) 399,692 339,098Community Services & Education (4,310,730) 4,579,945 269,215Housing & Community Amenities (1,259,796) 1,979,960 720,164Sewerage Services (1,590,756) 990,313 (600,443)Recreation & Culture (416,468) 3,523,387 3,106,919Building Services (76,343) 355,718 279,375Transport & Communication (6,196,404) 9,318,450 3,122,046Economic Affairs (1,159,463) 2,497,824 1,338,361Function Totals (15,683,359) 25,306,469 9,623,110General Purpose Revenues (Not Attributed to Functions) (11,188,861) (11,188,861)Opeating Result before Capital Amounts (26,872,220) 25,306,469 (1,565,751)Capital Grants & Contributions (960,000) (960,000)Operating Result (27,832,220) 25,306,469 (2,525,751)
ADD Expenses not involving flows of FundsDepreciation 5,054,975
ADD Non-Operating funds employed
Sale of Assets (206,345)Sale of Real Estate Assets (372,726)Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (330,000)
(909,071)
LESS Funds deployed for non-operating purposes Acquisition of Assets 5,694,473Development of Real Estate 500,000Carrying Amount of Assets Sold 252,400Cost of Real Estate Assets Sold 242,971Advance to Long Term Debtors - Repayment of Loans 164,527Transfer to Reserves 1,029,121
7,883,492Budget (Surplus) / Deficit (606,305)
Budget Summary 2026/27
Page 8
Page 64 - Temora Shire Council Resourcing Strategy
Function BudgetFor the year ended 30 June 2020Budget Summary 2027/28
Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 427,159 388,409Public Order & Safety (588,273) 1,303,064 714,791Health (62,108) 411,663 349,555Community Services & Education (4,418,393) 4,694,109 275,716Housing & Community Amenities (1,311,976) 2,030,323 718,347Sewerage Services (1,668,063) 1,011,451 (656,612)Recreation & Culture (426,825) 3,610,536 3,183,711Building Services (78,252) 367,365 289,113Transport & Communication (6,326,636) 9,509,042 3,182,406Economic Affairs (1,130,311) 2,467,982 1,337,671Function Totals (16,049,587) 25,832,694 9,783,107General Purpose Revenues (Not Attributed to Functions) (11,487,645) (11,487,645)Opeating Result before Capital Amounts (27,537,232) 25,832,694 (1,704,538)Capital Grants & Contributions (745,000) (745,000)Operating Result (28,282,232) 25,832,694 (2,449,538)
ADD Expenses not involving flows of FundsDepreciation 5,054,975
ADD Non-Operating funds employed
Sale of Assets (394,982)Sale of Real Estate Assets (300,000)Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (30,000)
(724,982)
LESS Funds deployed for non-operating purposes Acquisition of Assets 5,268,800Development of Real Estate 500,000Carrying Amount of Assets Sold 185,900Cost of Real Estate Assets Sold 200,325Advance to Long Term Debtors - Repayment of Loans 97,205Transfer to Reserves 1,085,290
7,337,520Budget (Surplus) / Deficit (891,975)
Budget Summary 2027/28
Page 9
Page 65 - Temora Shire Council Resourcing Strategy
Function BudgetFor the year ended 30 June 2020Budget Summary 2028/29
Function Income Expenditure (Surplus)/DeficitGovernance (38,750) 473,212 434,462Public Order & Safety (602,874) 1,337,581 734,707Health (63,663) 419,558 355,895Community Services & Education (4,528,959) 4,911,641 382,682Housing & Community Amenities (1,364,315) 2,082,267 717,952Sewerage Services (1,745,388) 1,033,226 (712,162)Recreation & Culture (437,457) 3,680,063 3,242,606Building Services (80,210) 379,390 299,180Transport & Communication (6,460,390) 9,650,421 3,190,031Economic Affairs (1,198,215) 2,605,757 1,407,542Function Totals (16,520,221) 26,573,116 10,052,895General Purpose Revenues (Not Attributed to Functions) (11,794,635) (11,794,635)Opeating Result before Capital Amounts (28,314,856) 26,573,116 (1,741,740)Capital Grants & Contributions (637,895) (637,895)Operating Result (28,952,751) 26,573,116 (2,379,635)
ADD Expenses not involving flows of FundsDepreciation 5,054,975
ADD Non-Operating funds employed
Sale of Assets (192,668)Sale of Real Estate Assets (300,000)Repayments by Long Term Debtors - Loan Funds used - Transfer from Reserves (330,000)
(822,668)
LESS Funds deployed for non-operating purposes Acquisition of Assets 4,579,923Development of Real Estate 500,000Carrying Amount of Assets Sold 65,000Cost of Real Estate Assets Sold 200,325Advance to Long Term Debtors - Repayment of Loans - Transfer to Reserves 1,140,840
6,486,088Budget (Surplus) / Deficit (1,771,190)
Budget Summary 2028/29
Page 10
Page 66 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
1. G
over
nanc
e
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Inco
me
FBT
Sala
ry R
ecou
ped
2I
1050
.140
.224
(30,
888)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
Crow
n La
nds G
rant
for P
lans
of M
anag
emen
t10
50.1
15.1
71-
(5
4,52
2)-
-
-
-
-
-
-
-
-
Tota
l Inc
ome
(30,
888)
(93,
272)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
(38,
750)
Expe
nditu
reG
over
nanc
e &
Cou
ncill
or E
xpen
ses
1E
Coun
cillo
r Exp
ense
s30
20.3
30.6
16/6
03/6
48/6
4428
,668
29,3
8430
,120
30,8
7031
,644
32,4
3433
,245
34,0
7834
,928
35,8
0236
,698
Coun
cillo
rs A
llow
ance
3020
.330
.618
81,6
0097
,560
99,9
9910
2,49
710
5,06
210
7,68
711
0,37
911
3,14
011
5,97
011
8,86
712
1,84
3M
ayor
al A
llow
ance
3026
.331
.619
16,5
6019
,085
19,5
6220
,051
20,5
5321
,066
21,5
9322
,133
22,6
8623
,253
23,8
35M
ayor
al R
ecep
tions
3025
.331
.10
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
Elec
tion
Expe
nses
3050
.335
.617
-
-
55,0
00-
-
-
60
,000
-
-
-
65,0
00Ci
vic
Func
tions
& C
erem
onie
s30
50.3
40.
4,00
04,
100
4,20
34,
308
4,41
54,
525
4,63
94,
755
4,87
34,
996
5,12
0De
lega
tes E
xpen
ses
3050
.450
.644
13,0
0013
,325
13,6
5813
,999
14,3
5014
,708
15,0
7615
,453
15,8
3916
,235
16,6
42Lo
cal G
over
nmen
t NSW
Sub
scrip
tion
3050
.370
.480
/405
.482
23,4
5824
,044
24,6
4525
,261
25,8
9326
,540
27,2
0327
,883
28,5
8129
,296
30,0
29RE
ROC
Cont
ribut
ion
3050
.370
.481
25,5
0025
,771
26,4
1527
,075
27,7
5328
,446
29,1
5729
,887
30,6
3431
,399
32,1
85Ri
verin
a JO
Sub
scrip
tion
3050
.370
.487
-
5,00
05,
125
5,25
35,
384
5,51
95,
657
5,79
85,
944
6,09
26,
244
Inte
grat
ed P
lann
ing
& R
epor
ting
3050
.440
.502
5,50
05,
637
27,7
785,
922
6,07
06,
222
30,3
786,
537
6,70
16,
868
33,0
40N
ewsle
tter
- N
arra
burr
a N
ews
3050
.502
.20
,802
21,3
4521
,902
22,4
7523
,062
23,6
6524
,285
24,9
2025
,571
26,2
4326
,931
Med
ia C
onte
nt M
anag
er30
50.4
40.6
585,
000
5,12
55,
253
5,38
45,
519
5,65
75,
798
5,94
36,
092
6,24
46,
401
Dona
tions
3050
.405
.622
20,0
0020
,000
20,0
0020
,000
20,0
0020
,000
20,0
0020
,000
20,0
0020
,000
20,0
00Si
ster
City
Rel
atio
ns30
50.3
41.
3,00
03,
000
3,00
03,
000
3,00
03,
000
3,00
03,
000
3,00
03,
000
3,00
0Lo
cal G
over
nmen
t Wee
k30
50.6
45.
4,20
06,
000
6,15
06,
304
6,46
26,
623
6,78
86,
958
7,13
27,
311
7,49
4In
tern
al A
udit
3050
.349
.401
16,0
0017
,500
17,9
3818
,386
18,8
4619
,316
19,8
0020
,295
20,8
0221
,322
21,8
56Cr
own
Land
s Pla
ns o
f Man
agem
ent
3050
.454
.401
-
54,5
22-
-
-
-
-
-
-
-
-
Fina
nce
& A
dmin
istr
atio
n Co
sts
2e
Prep
arat
ion
of M
eetin
g Pa
pers
3050
88,0
1090
,299
92,6
4995
,060
97,5
3710
0,07
710
2,68
310
5,36
110
8,11
011
0,93
111
3,82
6Fu
nctio
n/M
eetin
g At
tend
ance
3050
.336
.11
6,34
712
4,86
412
9,21
813
3,73
513
8,39
914
3,22
414
8,22
515
3,39
815
8,75
716
4,30
317
0,03
5M
anag
emen
t of C
ounc
il30
50.3
37.
407,
120
412,
151
426,
443
441,
261
456,
568
472,
401
488,
802
505,
770
523,
345
541,
529
560,
322
Empl
oyee
Ass
istan
ce P
rogr
ams
3050
.344
.401
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
00In
tern
al F
unct
ion
Revi
ew30
50.3
48.4
0125
,000
10,0
00-
-
-
-
-
-
-
-
-
W
ork
Heal
th &
Saf
ety
3050
.715
.47
,758
74,8
7677
,426
80,0
6682
,794
85,6
1388
,533
91,5
5394
,678
97,9
1110
1,25
1IM
S De
velo
pmen
t30
50.7
14.4
0110
,000
-
-
-
-
-
-
-
-
-
-
Adm
inist
ratio
n Co
sts
3100
/305
0.35
1.30
1/31
10/3
140
1,78
0,14
21,
956,
518
2,01
6,27
02,
078,
137
2,14
1,98
72,
207,
922
2,27
6,15
22,
346,
662
2,41
9,60
22,
494,
949
2,57
2,76
8Fi
nanc
ial R
epor
ting
3100
.342
.36
,180
37,0
8438
,382
39,7
2841
,119
42,5
5844
,048
45,5
9147
,189
48,8
4350
,553
Prop
erty
Rev
alua
tions
3100
.407
.401
-
-
-
-
40,0
00-
-
-
-
40
,000
-
Fina
ncia
l Sta
tem
ent A
udit
Fee
3100
.360
.605
28,0
0028
,700
29,4
1730
,152
30,9
0731
,679
32,4
7133
,283
34,1
1634
,968
35,8
43Co
unci
l Cha
mbe
r Run
ning
Cos
ts34
9090
,445
115,
430
118,
015
120,
663
123,
383
126,
165
129,
020
131,
949
134,
946
138,
019
141,
172
Onc
osts
Rec
over
ed31
00.9
86.9
86(1
,773
,767
)(1
,808
,596
)(1
,871
,897
)(1
,937
,413
)(2
,005
,223
)(2
,075
,406
)(2
,148
,045
)(2
,223
,226
)(2
,301
,039
)(2
,381
,576
)(2
,464
,931
)O
verh
eads
Rec
over
ed30
50.9
80/3
050/
3100
/349
0.98
5.98
5(1
,056
,567
)(1
,175
,233
)(1
,203
,248
)(1
,246
,190
)(1
,283
,467
)(1
,321
,994
)(1
,361
,820
)(1
,402
,988
)(1
,445
,540
)(1
,489
,525
)(1
,534
,990
)
Insu
ranc
es3e
Insu
ranc
e - P
erso
nal A
ccid
ent
3050
.410
.627
2,20
62,
261
2,31
82,
375
2,43
52,
496
2,55
82,
622
2,68
82,
755
2,82
4In
sura
nce
- Cou
ncill
ors &
Offi
cers
3050
.410
.629
29,1
0229
,830
30,5
7631
,339
32,1
2432
,926
33,7
5034
,594
35,4
5936
,345
37,2
55In
sura
nce
- Fid
elity
Gua
rant
ee30
50.4
10.6
345,
988
6,13
86,
291
6,44
96,
610
6,77
56,
945
7,11
87,
296
7,47
97,
666
Depr
ecia
tion
3100
/349
0.*.
740
159,
100
203,
300
203,
300
203,
300
203,
300
203,
300
203,
300
203,
300
203,
300
203,
300
203,
300
Tota
l Exp
endi
ture
282,
352
479,
020
495,
908
409,
447
446,
486
403,
144
483,
620
395,
767
391,
660
427,
159
473,
212
Net
t Cos
t to
Coun
cil
251,
464
385,
748
457,
158
370,
697
407,
736
364,
394
444,
870
357,
017
352,
910
388,
409
434,
462
Page
11
Page 67 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
2. P
ublic
Ord
er a
nd S
afet
y
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Inco
me
Fire
Con
trol
1I
Ope
ratin
g Gr
ant
2070
.115
.160
(107
,264
)(1
11,7
72)
(114
,566
)(1
17,4
28)
(120
,367
)(1
23,3
74)
(126
,459
)(1
29,6
22)
(132
,863
)(1
36,1
83)
(139
,592
)M
inor
Equ
ipm
ent &
Con
sum
able
s20
70.1
15.1
61(3
8,00
0)(3
9,95
0)(4
0,94
9)(4
1,97
1)(4
3,02
2)(4
4,09
7)(4
5,19
9)(4
6,33
0)(4
7,48
9)(4
8,67
5)(4
9,89
4)Bl
and
Ope
ratin
g Gr
ant
2070
.115
.164
(296
,653
)(3
04,0
69)
(311
,671
)(3
19,4
55)
(327
,452
)(3
35,6
31)
(344
,024
)(3
52,6
29)
(361
,447
)(3
70,4
78)
(379
,752
)Bl
and
Adm
inist
ratio
n Fe
e20
70.1
30.2
20(2
2,07
5)(2
2,62
7)(2
3,19
3)(2
3,77
2)(2
4,36
7)(2
4,97
6)(2
5,60
0)(2
6,24
1)(2
6,89
7)(2
7,56
9)(2
8,25
9)
Anim
al C
ontr
ol2I
2040
(5,2
00)
(5,3
02)
(5,3
10)
(5,3
17)
(5,3
25)
(5,3
34)
(5,3
41)
(5,3
50)
(5,3
59)
(5,3
68)
(5,3
77)
Tota
l Inc
ome
(469
,192
)(4
83,7
20)
(495
,689
)(5
07,9
43)
(520
,533
)(5
33,4
12)
(546
,623
)(5
60,1
72)
(574
,055
)(5
88,2
73)
(602
,874
)
Expe
nditu
reFi
re C
ontr
ol1E
Cont
ribut
ion
- NSW
Fire
Brig
ade
4070
.406
.380
35,2
7036
,152
37,0
5637
,981
38,9
3239
,905
40,9
0241
,925
42,9
7444
,048
45,1
50Co
ntrib
utio
n - B
ush
Fire
Fun
d40
70.4
06.3
8122
9,44
623
5,18
224
1,06
224
7,08
225
3,26
725
9,59
426
6,08
527
2,74
127
9,56
128
6,54
629
3,71
9Br
igad
e &
Fun
ded
Vehi
cle
Expe
nses
4070
.306
.29
,297
29,7
9330
,661
31,5
5632
,479
33,4
2734
,405
35,4
1336
,451
37,5
2038
,621
Bush
fire
Trai
ning
4070
.310
.3,
152
3,23
13,
312
3,39
43,
479
3,56
63,
656
3,74
73,
841
3,93
74,
035
Min
or E
quip
men
t & C
onsu
mab
les
4070
78,6
3079
,596
81,5
8683
,624
85,7
1787
,858
90,0
5592
,307
94,6
1696
,980
99,4
07Bl
and
Shire
Brig
ade
& V
ehic
le C
osts
4071
260,
522
270,
428
276,
938
283,
606
290,
453
297,
461
304,
648
312,
018
319,
571
327,
306
335,
249
Ove
rhea
ds/In
tern
al R
echa
rges
4070
.980
.980
92,3
9195
,370
100,
670
101,
227
104,
300
107,
474
110,
754
114,
141
117,
641
121,
256
124,
991
Anim
al C
ontr
ol2E
4040
155,
908
158,
948
165,
881
169,
159
174,
521
180,
056
185,
782
191,
700
197,
816
204,
139
210,
666
Enfo
rcem
ent o
f Reg
ulat
ions
3E
4030
46,9
3048
,100
49,6
9751
,351
53,0
5754
,820
56,6
4458
,532
60,4
8362
,500
64,5
81
Emer
genc
y Se
rvic
es4E
Secu
rity
Serv
ice
4075
.420
.39
,588
40,5
0041
,512
42,5
4943
,614
44,7
0445
,822
46,9
6848
,142
49,3
4550
,580
CCTV
Ope
ratin
g Co
sts
4075
.421
.8,
500
8,00
08,
200
8,40
58,
615
8,83
09,
051
9,27
89,
510
9,74
79,
991
Insu
ranc
es40
75.4
10.
1,13
11,
159
1,18
81,
218
1,24
81,
279
1,31
11,
344
1,37
81,
412
1,44
7St
ate
Emer
genc
y Se
rvic
es40
80.5
28./4
080.
410.
23,2
4423
,468
23,8
5524
,251
24,6
5825
,074
25,5
0125
,938
26,3
8626
,846
27,3
19Em
erge
ncy
Man
agem
ent C
omm
ittee
4080
.529
.2,
800
2,87
02,
942
3,01
63,
091
3,16
83,
247
3,32
83,
411
3,49
73,
585
Ove
rhea
ds/In
tern
al R
echa
rges
4080
.980
.980
6,29
96,
503
6,86
46,
902
7,11
17,
328
7,55
17,
782
8,02
18,
267
8,52
2
Depr
ecia
tion
4070
/404
0/40
30/4
075/
4080
15,1
5819
,718
19,7
1819
,718
19,7
1819
,718
19,7
1819
,718
19,7
1819
,718
19,7
18
Tota
l Exp
endi
ture
1,02
8,26
61,
059,
018
1,09
1,14
21,
115,
039
1,14
4,26
01,
174,
262
1,20
5,13
21,
236,
880
1,26
9,52
01,
303,
064
1,33
7,58
1
Net
t Cos
t to
Coun
cil
559,
074
575,
298
595,
453
607,
096
623,
727
640,
850
658,
509
676,
708
695,
465
714,
791
734,
707
Page
12
Page 68 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
3. H
ealth
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Inco
me
Heal
th A
dmin
istr
atio
n1I
2100
(2,6
00)
(2,8
00)
(2,8
70)
(2,9
42)
(3,0
15)
(3,0
91)
(3,1
68)
(3,2
47)
(3,3
28)
(3,4
12)
(3,4
97)
Nox
ious
Wee
eds
2I
1220
(47,
000)
(48,
175)
(49,
379)
(50,
613)
(51,
880)
(53,
176)
(54,
505)
(55,
869)
(57,
266)
(58,
696)
(60,
166)
Tota
l Inc
ome
(49,
600)
(50,
975)
(52,
249)
(53,
555)
(54,
895)
(56,
267)
(57,
673)
(59,
116)
(60,
594)
(62,
108)
(63,
663)
Expe
nditu
reHe
alth
Adm
inis
trat
ion
1e
Heal
th A
dmin
istra
tion
& In
spec
tion
4100
62,7
2163
,127
65,2
8967
,528
69,8
4172
,232
74,7
0977
,273
79,9
2582
,669
85,5
03Bu
sh B
ursa
ry P
rogr
am41
00.4
50.5
81-
3,
000
-
3,00
0-
3,
000
-
3,00
0-
3,
000
-
Ove
rhea
ds/In
tern
al R
echa
rges
4100
.980
.980
57,5
3459
,390
62,6
9063
,037
64,9
5066
,927
68,9
6971
,079
73,2
5875
,510
77,8
35Im
mun
izatio
n41
10.3
50.6
031,
100
1,12
51,
153
1,18
21,
212
1,24
21,
273
1,30
51,
337
1,37
11,
405
Food
Con
trol
Adm
inist
ratio
n41
2036
,100
36,3
7437
,626
38,9
2240
,261
41,6
4443
,078
44,5
6146
,096
47,6
8749
,327
Nox
ious
Wee
ds/P
ests
2e
Nox
ious
Pes
ts/F
ruit
Fly
4140
5,50
05,
500
5,50
05,
500
5,50
05,
500
5,50
05,
500
5,50
05,
500
5,50
0N
oxio
us W
eeds
- Co
ordi
natio
n &
Insp
ectio
n32
20.5
23/3
00/5
1910
2,06
010
4,61
110
8,75
011
0,16
011
3,05
011
7,51
011
9,05
312
2,17
912
6,98
712
8,67
913
2,06
2N
oxio
us W
eeds
- Kh
aki W
eed
3220
.519
.401
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
00N
oxio
us W
eeds
- Lo
cal C
ontr
ol32
20.5
22.
7,00
07,
000
7,00
07,
000
7,00
07,
000
7,00
07,
000
7,00
07,
000
7,00
0N
oxio
us W
eeds
- Re
gion
al P
lans
3220
.520
/521
21,0
0021
,000
21,0
0021
,000
21,0
0021
,000
21,0
0021
,000
21,0
0021
,000
21,0
00O
verh
eads
/Inte
rnal
Rec
harg
es32
20.9
80.9
8016
,798
17,3
4018
,304
18,4
0518
,964
19,5
4120
,137
20,7
5321
,389
22,0
4722
,726
Depr
ecia
tion
4100
.*.7
406,
300
7,20
07,
200
7,20
07,
200
7,20
07,
200
7,20
07,
200
7,20
07,
200
Tota
l Exp
endi
ture
326,
113
335,
667
344,
512
352,
934
358,
978
372,
796
377,
919
390,
850
399,
692
411,
663
419,
558
Net
t Cos
t to
Coun
cil
276,
513
284,
692
292,
263
299,
379
304,
083
316,
529
320,
246
331,
734
339,
098
349,
555
355,
895
Page
13
Page 69 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
4. C
omm
unity
Ser
vice
s and
Edu
catio
n
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Inco
me
Stat
e Fu
nded
HAC
C Pr
ogra
ms
1i
Tran
spor
t - T
emor
a18
60(2
10,5
00)
(215
,762
)(2
21,1
56)
(226
,680
)(2
32,3
55)
(238
,158
)(2
44,1
14)
(250
,220
)(2
56,4
75)
(262
,884
)(2
69,4
65)
Tran
spor
t - C
oota
mun
dra
1818
(180
,500
)(1
85,0
12)
(189
,636
)(1
94,3
74)
(199
,240
)(2
04,2
17)
(209
,322
)(2
14,5
58)
(219
,923
)(2
25,4
18)
(231
,060
)Di
sabi
lity
Serv
ices
Pac
kage
s28
20-2
880
(949
,198
)(9
72,9
28)
(997
,251
)(1
,022
,158
)(1
,047
,746
)(1
,073
,918
)(1
,100
,771
)(1
,128
,305
)(1
,156
,520
)(1
,185
,415
)(1
,215
,090
)Su
ppor
ted
Inde
pend
ent L
ivin
g28
18(5
86,2
95)
(655
,200
)(6
71,5
80)
(688
,353
)(7
05,5
85)
(723
,210
)(7
41,2
93)
(759
,835
)(7
78,8
36)
(798
,296
)(8
18,2
79)
Cont
ract
ed S
ervi
ces
1826
-182
8(7
0,00
0)(7
1,75
0)(7
3,54
3)(7
5,38
0)(7
7,26
7)(7
9,19
8)(8
1,17
9)(8
3,20
9)(8
5,28
9)(8
7,42
0)(8
9,60
8)
Com
mon
wea
lth F
unde
d HA
CC P
rogr
ams
2i
My
Aged
Car
e Re
gion
al A
sses
smen
ts29
01(4
5,00
0)(4
6,12
5)(4
7,27
8)(4
8,45
9)(4
9,67
2)(5
0,91
3)(5
2,18
6)(5
3,49
1)(5
4,82
9)(5
6,19
9)(5
7,60
6)So
cial
Sup
port
Gro
up (D
DC)
2902
(39,
792)
(40,
787)
(41,
807)
(42,
851)
(43,
923)
(45,
021)
(46,
146)
(47,
301)
(48,
483)
(49,
695)
(50,
939)
Soci
al S
uppo
rt -
Tem
ora
2903
(37,
702)
(38,
645)
(39,
611)
(40,
600)
(41,
617)
(42,
656)
(43,
723)
(44,
817)
(45,
937)
(47,
085)
(48,
264)
Food
Ser
vice
s29
04(1
82,7
47)
(166
,000
)(1
70,1
50)
(174
,400
)(1
78,7
65)
(183
,231
)(1
87,8
12)
(192
,510
)(1
97,3
24)
(202
,254
)(2
07,3
17)
Resp
ite C
are
- Tem
ora
2905
(50,
110)
(51,
362)
(52,
646)
(53,
961)
(55,
312)
(56,
694)
(58,
111)
(59,
564)
(61,
054)
(62,
580)
(64,
147)
Hom
e M
odifi
catio
ns -
Tem
ora
2906
(46,
081)
(34,
260)
(35,
116)
(35,
994)
(36,
894)
(37,
816)
(38,
762)
(39,
732)
(40,
725)
(41,
742)
(42,
787)
Pers
onal
Car
e29
07(2
0,70
4)(2
1,22
2)(2
1,75
2)(2
2,29
6)(2
2,85
4)(2
3,42
5)(2
4,01
0)(2
4,61
2)(2
5,22
7)(2
5,85
7)(2
6,50
5)Ho
me
Mai
nten
ance
- Te
mor
a29
08(1
0,98
3)(1
1,25
7)(1
1,53
9)(1
1,82
7)(1
2,12
2)(1
2,42
5)(1
2,73
6)(1
3,05
5)(1
3,38
1)(1
3,71
5)(1
4,05
9)So
cial
Sup
port
- Co
otam
undr
a29
10(3
8,13
3)(3
9,08
7)(4
0,06
4)(4
1,06
4)(4
2,09
3)(4
3,14
4)(4
4,22
3)(4
5,33
0)(4
6,46
2)(4
7,62
4)(4
8,81
6)Ho
me
Mod
ifica
tions
- Co
otam
undr
a29
11(2
6,42
8)(2
6,26
0)(2
6,91
6)(2
7,58
9)(2
8,27
9)(2
8,98
6)(2
9,71
1)(3
0,45
4)(3
1,21
5)(3
1,99
5)(3
2,79
6)Ho
me
Mai
nten
ance
- Co
otam
undr
a29
12(1
0,44
5)(1
0,70
6)(1
0,97
4)(1
1,24
8)(1
1,52
9)(1
1,81
7)(1
2,11
3)(1
2,41
6)(1
2,72
6)(1
3,04
4)(1
3,37
1)Do
mes
tic A
ssist
ance
2913
(49,
712)
(62,
500)
(64,
062)
(65,
663)
(67,
307)
(68,
987)
(70,
713)
(72,
482)
(74,
294)
(76,
150)
(78,
057)
Hom
e M
odifi
catio
ns -
Leet
on29
15(1
0,92
6)(1
5,00
0)(1
5,37
5)(1
5,75
9)(1
6,15
4)(1
6,55
7)(1
6,97
1)(1
7,39
6)(1
7,83
0)(1
8,27
6)(1
8,73
4)Ho
me
Mai
nten
ance
- Le
eton
2916
(23,
110)
(28,
688)
(29,
405)
(30,
140)
(30,
894)
(31,
666)
(32,
458)
(33,
269)
(34,
102)
(34,
953)
(35,
828)
Soci
al S
uppo
rt In
divi
dual
- Le
eton
2917
(35,
543)
(36,
432)
(37,
343)
(38,
275)
(39,
234)
(40,
214)
(41,
219)
(42,
250)
(43,
307)
(44,
389)
(45,
500)
Food
Ser
vice
s - L
eeto
n29
18(1
04,7
23)
(107
,341
)(1
10,0
25)
(112
,773
)(1
15,5
96)
(118
,483
)(1
21,4
45)
(124
,484
)(1
27,5
97)
(130
,784
)(1
34,0
58)
Aged
Car
e Pa
ckag
es29
20-2
980
(753
,940
)(7
80,2
88)
(799
,795
)(8
19,7
71)
(840
,292
)(8
61,2
81)
(882
,818
)(9
04,9
00)
(927
,528
)(9
50,7
03)
(974
,502
)
Com
mun
ity C
ar
1861
(6,9
99)
(7,1
74)
(7,3
53)
(7,5
37)
(7,7
26)
(7,9
19)
(8,1
17)
(8,3
20)
(8,5
28)
(8,7
41)
(8,9
60)
Com
mun
ity S
ervi
ces S
undr
y3i
1700
(1,7
00)
(1,7
00)
(1,7
00)
(1,7
00)
(1,7
00)
(1,7
00)
(1,7
00)
(1,7
00)
(1,7
00)
(1,7
00)
(1,7
00)
Yout
h Af
fairs
4i
1780
(1,2
00)
(1,2
00)
(1,2
30)
(1,2
61)
(1,2
92)
(1,3
25)
(1,3
58)
(1,3
92)
(1,4
26)
(1,4
62)
(1,4
99)
Educ
atio
n5i
Pre
Scho
ol K
inde
rgar
ten
1790
(12)
(12)
(12)
(12)
(12)
(12)
(12)
(12)
(12)
(12)
(12)
Tota
l Inc
ome
(3,4
92,4
83)
(3,6
26,6
98)
(3,7
17,3
19)
(3,8
10,1
25)
(3,9
05,4
60)
(4,0
02,9
73)
(4,1
03,0
23)
(4,2
05,6
14)
(4,3
10,7
30)
(4,4
18,3
93)
(4,5
28,9
59)
Page
14
Page 70 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
4. C
omm
unity
Ser
vice
s and
Edu
catio
n
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Expe
nditu
reSt
ate
Fund
ed H
ACC
Prog
ram
s1e
Tran
spor
t - T
emor
a38
6018
8,85
720
2,76
220
8,15
621
3,68
021
9,35
522
5,15
823
1,11
423
7,22
024
3,47
524
9,88
425
6,46
5Tr
ansp
ort -
Coo
tam
undr
a38
1817
1,14
316
7,01
217
1,63
617
6,37
418
1,24
018
6,21
719
1,32
219
6,55
820
1,92
320
7,41
821
3,06
0Di
sabl
ed S
ervi
ces P
acka
ges
4820
- 48
8094
9,19
897
2,92
899
7,25
11,
022,
158
1,04
7,74
61,
073,
918
1,10
0,77
11,
128,
305
1,15
6,52
01,
185,
415
1,21
5,09
0Su
ppor
ted
Inde
pend
ent L
ivin
g48
1858
2,71
065
5,20
059
3,20
760
7,53
162
2,23
863
7,25
965
2,65
766
8,43
068
4,57
570
1,09
181
8,27
9Co
ntra
cted
Ser
vice
s38
26 -
3828
70,0
0071
,750
73,5
4375
,380
77,2
6779
,198
81,1
7983
,209
85,2
8987
,420
89,6
08
Com
mon
wea
lth F
unde
d HA
CC P
rogr
ams
2e
My
Aged
Car
e Re
gion
al A
sses
smen
ts49
0145
,000
46,1
2547
,278
48,4
5949
,672
50,9
1352
,186
53,4
9154
,829
56,1
9957
,606
Soci
al S
uppo
rt G
roup
(DDC
)49
0239
,792
40,7
8741
,807
42,8
5143
,923
45,0
2146
,146
47,3
0148
,483
49,6
9550
,939
Soci
al S
uppo
rt -
Tem
ora
4903
37,7
0238
,645
39,6
1140
,600
41,6
1742
,656
43,7
2344
,817
45,9
3747
,085
48,2
64Fo
od S
ervi
ces
4904
182,
747
166,
000
170,
150
174,
400
178,
765
183,
231
187,
812
192,
510
197,
324
202,
254
207,
317
Resp
ite C
are
- Tem
ora
4905
50,1
1051
,362
52,6
4653
,961
55,3
1256
,694
58,1
1159
,564
61,0
5462
,580
64,1
47Ho
me
Mod
ifica
tions
- Te
mor
a49
0646
,081
34,2
6035
,116
35,9
9436
,894
37,8
1638
,762
39,7
3240
,725
41,7
4242
,787
Pers
onal
Car
e49
0720
,704
21,2
2221
,752
22,2
9622
,854
23,4
2524
,010
24,6
1225
,227
25,8
5726
,505
Hom
e M
aint
enan
ce -
Tem
ora
4908
10,9
8311
,257
11,5
3911
,827
12,1
2212
,425
12,7
3613
,055
13,3
8113
,715
14,0
59So
cial
Sup
port
- Co
otam
undr
a49
1038
,133
39,0
8740
,064
41,0
6442
,093
43,1
4444
,223
45,3
3046
,462
47,6
2448
,816
Hom
e M
odifi
catio
ns -
Coot
amun
dra
4911
26,4
2826
,260
26,9
1627
,589
28,2
7928
,986
29,7
1130
,454
31,2
1531
,995
32,7
96Ho
me
Mai
nten
ance
- Co
otam
undr
a49
1210
,445
10,7
0610
,974
11,2
4811
,529
11,8
1712
,113
12,4
1612
,726
13,0
4413
,371
Dom
estic
Ass
istan
ce49
1349
,712
62,5
0064
,062
65,6
6367
,307
68,9
8770
,713
72,4
8274
,294
76,1
5078
,057
Hom
e M
odifi
catio
ns -
Leet
on49
1510
,926
15,0
0015
,375
15,7
5916
,154
16,5
5716
,971
17,3
9617
,830
18,2
7618
,734
Hom
e M
aint
enan
ce -
Leet
on49
1623
,110
28,6
8829
,405
30,1
4030
,894
31,6
6632
,458
33,2
6934
,102
34,9
5335
,828
Soci
al S
uppo
rt In
divi
dual
- Le
eton
4917
35,5
4336
,432
37,3
4338
,275
39,2
3440
,214
41,2
1942
,250
43,3
0744
,389
45,5
00Fo
od S
ervi
ces -
Lee
ton
4918
104,
723
107,
341
110,
025
112,
773
115,
596
118,
483
121,
445
124,
484
127,
597
130,
784
134,
058
Aged
Car
e Pa
ckag
es49
20-4
980
710,
440
760,
688
780,
195
800,
171
820,
692
841,
681
863,
218
885,
300
907,
928
931,
103
954,
902
Com
mun
ity C
ar38
616,
999
7,17
47,
353
7,53
77,
726
7,91
98,
117
8,32
08,
528
8,74
18,
960
Oth
er C
omm
unity
Ser
vice
s & E
duca
tion
3E
Aged
Ser
vice
s37
00.4
59.
3,00
03,
000
3,00
03,
000
3,00
03,
000
3,00
03,
000
3,00
03,
000
3,00
0O
ther
Com
mun
ity S
ervi
ces
3700
103,
833
105,
514
109,
808
112,
297
115,
861
119,
546
123,
361
127,
306
131,
390
135,
613
139,
977
Com
mun
ity &
Soc
ial D
evel
opm
ent
3870
5,90
95,
920
5,92
95,
939
5,94
85,
959
5,96
95,
980
5,99
06,
001
6,01
2
Yout
h Af
fairs
4E
Yout
h Pr
ogra
m37
8095
,021
141,
500
139,
437
142,
913
147,
073
151,
374
155,
829
160,
435
165,
203
170,
137
175,
238
Scho
lars
hips
3780
.405
.621
6,00
06,
000
6,00
06,
000
6,00
06,
000
6,00
06,
000
6,00
06,
000
6,00
0
Educ
atio
n5e
Pre-
Scho
ol K
inde
rgar
ten
3790
9,86
310
,542
10,8
0611
,076
11,3
5311
,636
11,9
2612
,226
12,5
3112
,844
13,1
66
Depr
ecia
tion
122,
985
93,1
0093
,100
93,1
0093
,100
93,1
0093
,100
93,1
0093
,100
93,1
0093
,100
Tota
l Exp
endi
ture
3,75
8,09
73,
938,
762
3,95
3,48
44,
050,
055
4,15
0,84
44,
254,
000
4,35
9,90
24,
468,
552
4,57
9,94
54,
694,
109
4,91
1,64
1
Net
t Cos
t to
Coun
cil
265,
614
312,
064
236,
165
239,
930
245,
384
251,
027
256,
879
262,
938
269,
215
275,
716
382,
682
Page
15
Page 71 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
5. H
ousi
ng a
nd C
omm
unity
Am
eniti
es
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Inco
me
Tow
n Pl
anni
ng2i
Sec
149
Cert
ifica
te F
ees
2010
.105
.58
(12,
000)
(12,
300)
(12,
607)
(12,
922)
(13,
246)
(13,
577)
(13,
916)
(14,
264)
(14,
621)
(14,
986)
(15,
361)
Deve
lopm
ent A
pplic
atio
n Fe
es20
10.1
05.6
1(4
0,00
0)(4
2,00
0)(4
3,05
0)(4
4,12
5)(4
5,23
0)(4
6,36
0)(4
7,51
9)(4
8,70
7)(4
9,92
5)(5
1,17
3)(5
2,45
4)Se
ctio
n 94
Con
trib
utio
ns20
10.1
05.7
1(2
6,00
0)(2
6,00
0)(2
6,00
0)(2
6,00
0)(2
6,00
0)(2
6,00
0)(2
6,00
0)(2
6,00
0)(2
6,00
0)(2
6,00
0)(2
6,00
0)Su
bdiv
ision
Fee
s20
10.1
05.6
3(4
,500
)(5
,000
)(5
,125
)(5
,253
)(5
,384
)(5
,519
)(5
,657
)(5
,798
)(5
,944
)(6
,092
)(6
,244
)
Was
te M
anag
emen
t3i
Dom
estic
Was
te C
harg
es14
20.1
00.4
0(5
10,7
95)
(541
,194
)(5
68,2
54)
(595
,313
)(6
27,7
85)
(660
,257
)(6
92,7
28)
(725
,200
)(7
63,0
84)
(800
,967
)(8
38,8
51)
Pens
ion
Reba
te14
20.1
00.3
0/31
39,3
3337
,761
38,7
0539
,671
40,6
6541
,680
42,7
2343
,791
44,8
8746
,008
47,1
60Tr
ade
Was
te C
harg
es14
21.1
00.4
1(1
13,1
89)
(121
,504
)(1
27,5
79)
(133
,654
)(1
40,9
45)
(148
,235
)(1
55,5
25)
(162
,815
)(1
71,3
21)
(179
,826
)(1
88,3
31)
Extr
a Ch
arge
s14
20/1
421.
120.
34(1
,900
)(1
,900
)(1
,900
)(1
,900
)(1
,900
)(1
,900
)(1
,900
)(1
,900
)(1
,900
)(1
,900
)(1
,900
)Ti
ppin
g Ch
arge
s14
10.1
10.
(100
,150
)(1
02,5
50)
(105
,113
)(1
07,7
40)
(110
,436
)(1
13,1
95)
(116
,025
)(1
18,9
27)
(121
,902
)(1
24,9
46)
(128
,075
)
Stor
mw
ater
Man
agem
ent
4i
Stor
mw
ater
Man
agem
ent A
nnua
l Cha
rges
1400
.100
.44
(48,
175)
(48,
588)
(48,
588)
(48,
588)
(48,
588)
(48,
588)
(48,
588)
(48,
588)
(48,
588)
(48,
588)
(48,
588)
Gran
ts -
Floo
d St
udie
s & F
lood
plai
n Ri
sk M
gt P
lans
1400
.115
.171
(201
,429
)(2
01,4
29)
(85,
000)
-
-
-
-
-
-
-
-
Herit
age
5i
Herit
age
Fund
Gra
nts
1930
.115
(8,0
00)
(12,
000)
(12,
000)
(12,
000)
(12,
000)
(12,
000)
(12,
000)
(12,
000)
(12,
000)
(12,
000)
(12,
000)
Publ
ic C
emet
ery
Fees
6i
1530
/153
1.(6
5,50
0)(7
1,00
0)(7
2,77
4)(7
4,59
2)(7
6,45
9)(7
8,37
0)(8
0,33
0)(8
2,33
8)(8
4,39
8)(8
6,50
6)(8
8,67
1)
Envi
ronm
enta
l Pro
tect
ion
7i
2060
(5,0
00)
(5,0
00)
(5,0
00)
(5,0
00)
(5,0
00)
(5,0
00)
(5,0
00)
(5,0
00)
(5,0
00)
(5,0
00)
(5,0
00)
Tota
l Inc
ome
(1,0
97,3
05)
(1,1
52,7
04)
(1,0
74,2
85)
(1,0
27,4
16)
(1,0
72,3
08)
(1,1
17,3
21)
(1,1
62,4
65)
(1,2
07,7
46)
(1,2
59,7
96)
(1,3
11,9
76)
(1,3
64,3
15)
Expe
nditu
reHo
usin
g1e
Dwel
ling
Mai
nten
ance
4164
3,50
03,
552
3,63
13,
714
3,79
83,
885
3,97
44,
068
4,16
44,
262
4,36
5
Tow
n Pl
anni
ng2e
4010
193,
534
198,
648
206,
626
211,
599
218,
403
225,
438
232,
717
240,
245
248,
035
256,
090
264,
412
Was
te M
anag
emen
t3e
Dom
estic
Was
te C
olle
ctio
n34
2019
0,09
820
2,01
520
8,46
621
3,99
722
0,26
622
6,71
623
3,36
724
0,22
124
7,28
725
4,56
226
2,06
3Tr
ade
Was
te C
olle
ctio
n34
2122
,067
22,7
3923
,684
24,1
0024
,814
25,5
4826
,307
27,0
8927
,896
28,7
2829
,585
Oth
er W
aste
Col
lect
ion
3422
& 3
430
51,2
0552
,448
54,0
9155
,230
56,6
8558
,188
59,7
3861
,336
62,9
8764
,688
66,4
42W
aste
Disp
osal
3410
298,
132
282,
682
291,
169
299,
929
308,
956
318,
256
327,
854
337,
753
347,
967
358,
494
369,
348
Stor
mw
ater
Dra
inag
e4e
Stor
mw
ater
Dra
inag
e M
aint
enan
ce34
0019
,605
20,1
7420
,761
21,3
6321
,986
22,6
2623
,285
23,9
6324
,663
25,3
8426
,126
Aria
h Pa
rk &
Spr
ingd
ale
Floo
d St
udy
& F
lood
plai
n Ri
sk
Man
agem
ent P
lan
3400
.357
.401
235,
000
235,
000
-
-
-
-
-
-
-
-
-
Tem
ora
Floo
dpla
in R
isk M
anag
emen
t Pla
n34
00.3
58.4
01-
-
10
0,00
0-
-
-
-
-
-
-
-
Herit
age
5e
Herit
age
Fund
3930
.405
.15
,000
15,0
0015
,000
15,0
0015
,000
15,0
0015
,000
15,0
0015
,000
15,0
0015
,000
Herit
age
Advi
ser
3930
.360
.408
15,0
0015
,500
15,8
8716
,284
16,6
9217
,109
17,5
3717
,975
18,4
2518
,885
19,3
58O
ther
Her
itage
Exp
ense
s39
305,
500
5,64
05,
809
5,98
56,
166
6,35
56,
549
6,75
06,
956
7,17
17,
392
Publ
ic C
emet
erie
s6e
3530
-353
220
9,17
921
9,44
422
6,93
723
1,81
123
8,28
124
4,93
925
1,80
725
8,88
526
6,18
127
3,69
728
1,44
4
Envi
ronm
enta
l Pro
tect
ion
7e
Re
cycl
ing
Ope
ratio
ns40
60.9
70 &
341
518
,014
22,8
7623
,480
24,1
0224
,741
25,3
9726
,070
26,7
6127
,471
28,2
0128
,949
Oth
er E
nviro
nmen
tal P
rote
ctio
n40
606,
260
6,26
56,
268
6,27
16,
274
6,27
76,
280
6,28
36,
287
6,29
06,
294
LCM
A La
ndca
re F
und
4060
.450
.492
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
00En
viro
nmen
tal S
ervi
ces
4000
9,20
09,
500
9,68
79,
880
10,0
7710
,278
10,4
8510
,698
10,9
1511
,138
11,3
67
Publ
ic C
onve
nien
ces
8e
3450
90,4
0394
,450
98,6
9110
0,39
910
3,52
210
6,74
511
0,07
511
3,51
511
7,07
012
0,73
812
4,53
0
Stre
et C
lean
ing
9e
3440
231,
443
237,
800
244,
785
251,
538
258,
724
266,
117
273,
744
281,
600
289,
701
298,
040
306,
637
Depr
ecia
tion
233,
135
248,
955
248,
955
248,
955
248,
955
248,
955
248,
955
248,
955
248,
955
248,
955
248,
955
Tota
l Exp
endi
ture
1,85
6,27
51,
902,
688
1,81
3,92
71,
750,
157
1,79
3,34
01,
837,
829
1,88
3,74
41,
931,
097
1,97
9,96
02,
030,
323
2,08
2,26
7
Net
t Cos
t to
Coun
cil
758,
970
749,
984
739,
642
722,
741
721,
032
720,
508
721,
279
723,
351
720,
164
718,
347
717,
952
Page
16
Page 72 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
6. S
ewer
age
Serv
ices
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Inco
me
Sew
erag
e Sy
stem
1I
Resid
entia
l Ann
ual C
harg
es21
000.
100.
20/4
3(8
20,1
78)
(875
,708
)(9
19,4
93)
(963
,279
)(1
,015
,821
)(1
,068
,364
)(1
,120
,906
)(1
,173
,449
)(1
,234
,748
)(1
,296
,048
)(1
,357
,347
)Co
mm
erci
al A
cces
s Cha
rge
& U
sage
2100
0.10
1.20
/43
(187
,825
)(2
17,8
72)
(228
,766
)(2
39,6
59)
(252
,732
)(2
65,8
04)
(278
,876
)(2
91,9
48)
(307
,200
)(3
22,4
51)
(337
,702
)Ex
tra
Char
ges
2100
0.12
0.34
/35
(2,5
00)
(2,5
00)
(2,5
00)
(2,5
00)
(2,5
00)
(2,5
00)
(2,5
00)
(2,5
00)
(2,5
00)
(2,5
00)
(2,5
00)
Pens
ion
Reba
te21
000.
100.
30/3
143
,888
39,4
6340
,450
41,4
6042
,498
43,5
5944
,648
45,7
6546
,910
48,0
8149
,285
Inte
rest
Ear
ned
2100
0.12
0.19
0(1
6,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)Pe
nsio
n Su
bsid
y21
000.
115.
9849
(24,
138)
(21,
705)
(22,
248)
(22,
803)
(23,
374)
(23,
958)
(24,
557)
(25,
171)
(25,
801)
(26,
445)
(27,
107)
Sew
er C
ompl
ianc
e Ce
rtifi
cate
Fee
s21
000.
110.
102
(5,6
37)
(5,7
78)
(5,9
22)
(6,0
70)
(6,2
22)
(6,3
78)
(6,5
37)
(6,7
01)
(6,8
68)
(7,0
40)
(7,2
16)
Fitt
ings
& In
stal
latio
n21
000.
110.
103
(4,2
02)
(4,3
07)
(4,4
15)
(4,5
25)
(4,6
38)
(4,7
54)
(4,8
73)
(4,9
95)
(5,1
20)
(5,2
48)
(5,3
79)
Drai
nage
Dia
gram
Fee
2100
0.11
0.10
4(4
,400
)(4
,510
)(4
,623
)(4
,738
)(4
,857
)(4
,978
)(5
,103
)(5
,230
)(5
,361
)(5
,495
)(5
,633
)Pr
oper
ty R
enta
l21
000.
130.
120
(1,0
00)
(1,0
00)
(1,0
00)
(1,0
00)
(1,0
00)
(1,0
00)
(1,0
00)
(1,0
00)
(1,0
00)
(1,0
00)
(1,0
00)
Sund
ry In
com
e21
000.
130.
220
(100
)(1
00)
(100
)(1
00)
(100
)(1
00)
(100
)(1
00)
(100
)(1
00)
(100
)Pl
ant H
ire21
000.
130.
975
(15,
000)
(15,
000)
(15,
375)
(15,
759)
(16,
154)
(16,
557)
(16,
971)
(17,
396)
(17,
830)
(18,
276)
(18,
734)
Efflu
ent S
chem
e Sa
les
2I
2100
0.11
0.99
(13,
245)
(13,
576)
(13,
915)
(14,
263)
(14,
620)
(14,
985)
(15,
360)
(15,
744)
(16,
138)
(16,
541)
(16,
955)
Tota
l Inc
ome
(1,0
50,3
37)
(1,1
37,5
93)
(1,1
92,9
07)
(1,2
48,2
36)
(1,3
14,5
20)
(1,3
80,8
19)
(1,4
47,1
35)
(1,5
13,4
69)
(1,5
90,7
56)
(1,6
68,0
63)
(1,7
45,3
88)
Expe
nditu
reSe
wer
age
Syst
em1E
Man
agem
ent &
Tec
hnic
al C
osts
2300
0.33
8.34
020
,700
21,4
2422
,174
22,9
5223
,755
24,5
8625
,447
26,3
3927
,262
28,2
1829
,205
Inte
grat
ed W
ater
Cyc
le M
anag
emen
t Pla
n23
000.
347.
401
120,
000
-
-
-
-
-
-
-
-
-
-
Sew
erag
e M
gt P
lan
& O
pera
tiona
l Pro
cedu
res
2300
0.35
2.40
1-
-
10
0,00
0-
-
-
-
-
-
-
-
Tr
eatm
ent W
orks
2300
0.60
2.14
7,02
815
1,18
415
5,45
615
9,85
216
4,38
216
9,03
617
3,82
717
8,76
318
3,84
118
9,06
519
4,44
5M
ains
Mai
nten
ance
2300
0.60
1.15
9,32
516
3,99
316
8,79
017
3,73
317
8,82
618
4,06
518
9,46
919
5,03
520
0,77
220
6,68
121
2,77
0Pu
mpi
ng S
tatio
ns23
000.
603.
15,2
0015
,659
16,1
3416
,623
17,1
2817
,647
18,1
8418
,736
19,3
0719
,897
20,5
03Fi
ttin
gs &
Inst
alla
tion
2300
0.59
0.7,
000
7,19
57,
395
7,60
37,
815
8,03
38,
257
8,48
88,
726
8,97
19,
222
Insu
ranc
es23
000.
410.
*8,
840
17,4
2517
,860
18,3
0618
,765
19,2
3419
,715
20,2
0820
,713
21,2
3121
,762
Sund
ry23
000.
970.
3,58
73,
677
3,76
93,
863
3,96
04,
059
4,16
04,
264
4,37
14,
480
4,59
2O
verh
eads
/Inte
rnal
Rec
harg
es23
000.
980.
980
36,7
4637
,931
40,0
3940
,261
41,4
8342
,745
44,0
5045
,397
46,7
8948
,227
49,7
12
Efflu
ent S
chem
e2E
2300
0.51
1/51
2/51
416
6,21
617
1,09
117
6,08
518
1,23
118
6,53
319
1,98
619
7,61
320
3,41
220
9,38
221
5,53
122
1,86
5
Depr
ecia
tion
2300
0.*.
740
243,
150
269,
150
269,
150
269,
150
269,
150
269,
150
269,
150
269,
150
269,
150
269,
150
269,
150
Tota
l Exp
endi
ture
927,
792
858,
729
976,
852
893,
574
911,
797
930,
541
949,
872
969,
792
990,
313
1,01
1,45
11,
033,
226
Net
t Cos
t to
Coun
cil
(122
,545
)(2
78,8
64)
(216
,055
)(3
54,6
62)
(402
,723
)(4
50,2
78)
(497
,263
)(5
43,6
77)
(600
,443
)(6
56,6
12)
(712
,162
)
Page
17
Page 73 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
7. R
ecre
atio
n an
d Cu
lture
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Inco
me
Libr
ary
Serv
ices
1i
1710
(39,
000)
(35,
612)
(36,
502)
(37,
414)
(38,
351)
(39,
309)
(40,
291)
(41,
300)
(42,
332)
(43,
389)
(44,
476)
Publ
ic H
alls
2i
Cine
ma
1742
(131
,500
)(1
32,5
00)
(135
,812
)(1
39,2
04)
(142
,689
)(1
46,2
55)
(149
,910
)(1
53,6
59)
(157
,502
)(1
61,4
38)
(165
,479
)Pu
blic
Hal
ls17
40/1
741
(8,0
00)
(9,0
00)
(9,2
25)
(9,4
55)
(9,6
92)
(9,9
34)
(10,
183)
(10,
437)
(10,
698)
(10,
966)
(11,
240)
Recr
eatio
n Ce
ntre
/Sw
imm
ing
Pool
s3i
1720
/172
1/17
22/1
730
(156
,000
)(1
57,0
00)
(160
,923
)(1
64,9
43)
(169
,071
)(1
73,2
96)
(177
,629
)(1
82,0
73)
(186
,627
)(1
91,2
89)
(196
,075
)
Spor
ting
Grou
nds
4i
Spor
ting
Grou
nds -
Hire
Fee
s12
40(1
2,00
0)(1
2,00
0)(1
2,30
0)(1
2,60
7)(1
2,92
3)(1
3,24
6)(1
3,57
7)(1
3,91
6)(1
4,26
4)(1
4,62
1)(1
4,98
7)SC
CF G
rant
- Go
lf Cl
ub Ir
rigat
ion
1240
.115
.171
(53,
000)
(20,
000)
-
-
-
-
-
-
-
-
-
Park
s & G
arde
ns5i
1230
(2,5
00)
(2,5
62)
(2,6
26)
(2,6
92)
(2,7
59)
(2,8
28)
(2,8
99)
(2,9
71)
(3,0
45)
(3,1
22)
(3,2
00)
Cultu
ral A
ctiv
ities
8I
Scou
t Hal
l - A
rts &
Cul
tura
l Cen
tre
1885
-
(2,0
00)
(2,0
00)
(2,0
00)
(2,0
00)
(2,0
00)
(2,0
00)
(2,0
00)
(2,0
00)
(2,0
00)
(2,0
00)
Tota
l Inc
ome
(402
,000
)(3
70,6
74)
(359
,388
)(3
68,3
15)
(377
,485
)(3
86,8
68)
(396
,489
)(4
06,3
56)
(416
,468
)(4
26,8
25)
(437
,457
)
Expe
nditu
reLi
brar
y Se
rvic
es1e
3710
355,
298
332,
897
343,
915
353,
428
364,
182
375,
264
386,
701
398,
503
410,
681
423,
240
436,
187
Publ
ic H
alls
2e
Cine
ma
3742
140,
991
141,
321
144,
655
148,
073
151,
580
155,
167
158,
847
162,
619
166,
486
170,
444
174,
509
Publ
ic H
all M
aint
enan
ce37
40/3
741
123,
099
126,
441
131,
030
132,
643
135,
889
139,
231
142,
677
146,
230
149,
892
153,
666
157,
552
Recr
eatio
n Ce
ntre
/Sw
imm
ing
Pool
s3e
Tem
ora
Recr
eatio
n Ce
ntre
& S
wim
min
g Po
ol37
20/3
722/
3730
494,
150
464,
614
479,
820
489,
150
502,
006
515,
257
528,
939
543,
051
557,
621
572,
649
588,
148
Aria
h Pa
rk S
wim
min
g Po
ol37
2122
,775
25,0
0025
,000
25,0
0025
,000
25,0
0025
,000
25,0
0025
,000
25,0
0025
,000
Spor
t & R
ecre
atio
n Co
unci
l Con
trib
utio
n37
30.4
52.
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
00Sp
ortin
g W
alk
of H
onou
r38
70.4
99.
5,00
05,
000
5,00
05,
000
5,00
05,
000
5,00
05,
000
5,00
05,
000
5,00
0
Spor
ting
Grou
nds
4e
Spor
ting
Grou
nds M
aint
enac
e32
4032
5,56
533
5,03
934
6,01
835
4,45
936
4,61
037
5,04
938
5,80
439
6,88
840
8,30
442
0,05
143
2,15
8Do
natio
n to
Gol
f Clu
b fo
r Irr
igat
ion
Exte
nsio
n32
40.4
05.6
2253
,000
20,0
00-
-
-
-
-
-
-
-
-
Park
s & G
arde
ns5e
3230
481,
772
496,
069
512,
036
525,
457
540,
827
556,
648
572,
961
589,
772
607,
097
624,
942
643,
331
Railw
ay P
reci
nt6e
Railw
ay M
useu
m37
861,
000
1,00
01,
000
1,00
01,
000
1,00
01,
000
1,00
01,
000
1,00
01,
000
Railw
ay S
tatio
n37
856,
816
7,27
57,
369
7,46
67,
565
7,66
67,
770
7,87
87,
988
8,09
98,
214
Bund
awar
rah
Cent
re7e
3880
190,
397
205,
361
212,
342
218,
162
224,
874
231,
799
238,
959
246,
355
253,
991
261,
876
270,
014
Cultu
ral A
ctiv
ities
8e
Aust
ralia
Day
3912
5,50
05,
500
5,50
05,
500
5,50
05,
500
5,50
05,
500
5,50
05,
500
5,50
0M
obile
Sta
ge E
xpen
ditu
re39
181,
547
1,57
11,
620
1,67
21,
726
1,78
11,
838
1,89
71,
957
2,02
02,
084
Izum
izaki
Visi
t38
90.4
50.5
92-
-
-
10
,000
-
10,0
00-
10
,000
-
10,0
00-
Ev
ent C
osts
& E
vent
Fac
ilita
tion
3910
/13/
14/1
6/21
-29/
3931
/390
054
,082
47,9
1248
,679
49,4
7450
,296
51,1
4652
,027
52,9
3953
,883
54,8
6055
,870
Cultu
ral E
xpen
ditu
re38
9011
6,74
212
5,31
912
9,33
013
0,40
013
3,06
313
5,81
413
8,65
514
1,59
114
4,62
414
7,75
515
0,98
9Sc
out H
all -
Art
s & C
ultu
ral C
entr
e38
85-
2,
400
2,46
02,
522
2,58
42,
649
2,71
52,
784
2,85
32,
924
2,99
7
Depr
ecia
tion
689,
163
711,
510
711,
510
711,
510
711,
510
711,
510
711,
510
711,
510
711,
510
711,
510
711,
510
Tota
l Exp
endi
ture
3,07
6,89
73,
064,
229
3,11
7,28
43,
180,
916
3,23
7,21
23,
315,
481
3,37
5,90
33,
458,
517
3,52
3,38
73,
610,
536
3,68
0,06
3
Page
18
Page 74 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
7. R
ecre
atio
n an
d Cu
lture
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Net
t Cos
t to
Coun
cil
2,67
4,89
72,
693,
555
2,75
7,89
62,
812,
601
2,85
9,72
72,
928,
613
2,97
9,41
43,
052,
161
3,10
6,91
93,
183,
711
3,24
2,60
6
Page
19
Page 75 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
8. B
uild
ing
Serv
ices
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Inco
me
1I
Sept
ic T
ank
Inst
alla
tions
2020
.105
.54
(2,0
00)
(2,1
00)
(2,1
52)
(2,2
06)
(2,2
61)
(2,3
18)
(2,3
76)
(2,4
35)
(2,4
96)
(2,5
59)
(2,6
23)
Build
ing
Cert
ifica
te -
Sec
149E
2020
.105
.56
(100
)(1
00)
(102
)(1
05)
(108
)(1
10)
(113
)(1
16)
(119
)(1
22)
(125
)O
utst
andi
ng N
otic
es C
ertif
icat
e20
20.1
05.5
7(5
00)
(500
)(5
12)
(525
)(5
38)
(552
)(5
66)
(580
)(5
94)
(609
)(6
24)
Occ
upat
ion
Cert
ifica
te F
ees
2020
.105
.64
(9,0
00)
(9,2
00)
(9,4
30)
(9,6
66)
(9,9
07)
(10,
155)
(10,
409)
(10,
669)
(10,
936)
(11,
209)
(11,
490)
Cons
truc
tion
Cert
ifica
te F
ees
2020
.105
.65
(30,
000)
(30,
500)
(31,
262)
(32,
043)
(32,
845)
(33,
666)
(34,
508)
(35,
371)
(36,
255)
(37,
161)
(38,
091)
Com
miss
ions
Rec
eive
d20
20.1
05.6
6(1
,000
)(1
,025
)(1
,051
)(1
,077
)(1
,104
)(1
,131
)(1
,160
)(1
,189
)(1
,218
)(1
,249
)(1
,280
)Co
mpl
ianc
e Ce
rtifi
cate
Fee
s20
20.1
05.6
7(2
0,00
0)(2
0,50
0)(2
1,01
2)(2
1,53
7)(2
2,07
6)(2
2,62
8)(2
3,19
4)(2
3,77
4)(2
4,36
8)(2
4,97
7)(2
5,60
2)Bu
ildin
g Co
ntro
l Sun
dry
2020
.130
.220
/.105
.70
(100
)(3
00)
(307
)(3
15)
(323
)(3
31)
(339
)(3
48)
(357
)(3
66)
(375
)
Tota
l Inc
ome
(62,
700)
(64,
225)
(65,
828)
(67,
474)
(69,
162)
(70,
891)
(72,
665)
(74,
482)
(76,
343)
(78,
252)
(80,
210)
Expe
nditu
re1E
Empl
oyee
Cos
ts40
20.3
00/3
1015
4,93
415
7,82
816
3,33
116
9,03
917
4,93
418
1,03
418
7,35
219
3,89
020
0,66
520
7,67
421
4,91
7O
ffice
Adm
inist
ratio
n Co
sts
4020
.350
/370
/450
/970
65,3
3568
,507
70,5
1072
,576
74,7
0176
,891
79,1
4881
,472
83,8
6886
,337
88,8
79O
verh
eads
/Inte
rnal
Rec
harg
es40
20.9
80.9
8055
,435
57,2
2260
,402
60,7
3662
,580
64,4
8566
,452
68,4
8570
,585
72,7
5474
,994
Depr
ecia
tion
4020
.*.7
40-
60
060
060
060
060
060
060
060
060
060
0
Tota
l Exp
endi
ture
275,
704
284,
157
294,
843
302,
951
312,
815
323,
010
333,
552
344,
447
355,
718
367,
365
379,
390
Net
t Cos
t to
Coun
cil
213,
004
219,
932
229,
015
235,
477
243,
653
252,
119
260,
887
269,
965
279,
375
289,
113
299,
180
Page
19
Page 76 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
9. T
rans
port
and
Com
mun
icat
ion
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Inco
me
RTA
Cont
ribut
ions
Regi
onal
Roa
ds P
rogr
am1I
1340
(704
,175
)(7
10,0
00)
(727
,750
)(7
45,9
26)
(764
,599
)(7
83,6
98)
(803
,294
)(8
23,3
87)
(843
,977
)(8
65,0
64)
(886
,719
)St
ate
Road
s Pro
gram
2I
1370
(4,2
50,0
00)
(3,4
40,0
00)
(3,5
26,0
00)
(3,6
14,0
64)
(3,7
04,5
36)
(3,7
97,0
72)
(3,8
92,0
16)
(3,9
89,3
68)
(4,0
89,1
28)
(4,1
91,2
96)
(4,2
96,2
16)
Repa
ir Pr
ogra
m1I
1372
(121
,417
)(1
25,0
00)
(128
,125
)(1
31,3
25)
(134
,612
)(1
37,9
75)
(141
,425
)(1
44,9
62)
(148
,588
)(1
52,3
00)
(156
,112
)
Road
Saf
ety
Offi
cer
3i
1380
(86,
038)
(82,
909)
(85,
194)
(87,
558)
(89,
996)
(92,
514)
(95,
116)
(97,
804)
(100
,583
)(1
03,4
52)
(106
,414
)
Qua
rry
Ope
ratio
ns4i
1520
(6,6
23)
(7,0
00)
(7,1
75)
(7,3
54)
(7,5
38)
(7,7
27)
(7,9
20)
(8,1
18)
(8,3
21)
(8,5
29)
(8,7
42)
Asso
ciat
ed R
oadw
orks
5i
Road
s to
Reco
very
Pro
gram
1371
(565
,017
)(8
25,9
68)
(825
,968
)(8
25,9
68)
(825
,968
)(8
25,9
68)
(929
,214
)(9
29,2
14)
(929
,214
)(9
29,2
14)
(929
,214
)Ro
ads -
Sun
dry
- Sal
e of
Old
Mat
eria
l12
00(5
00)
(512
)(5
25)
(538
)(5
51)
(565
)(5
79)
(594
)(6
09)
(624
)(6
39)
Aero
drom
e6i
1510
(7,0
00)
(34,
890)
(35,
035)
(35,
183)
(35,
336)
(35,
492)
(35,
652)
(35,
816)
(35,
984)
(36,
157)
(36,
334)
Stre
et L
ight
ing
7i
1390
(40,
000)
(40,
000)
(40,
000)
(40,
000)
(40,
000)
(40,
000)
(40,
000)
(40,
000)
(40,
000)
(40,
000)
(40,
000)
Tota
l Inc
ome
(5,7
80,7
70)
(5,2
66,2
79)
(5,3
75,7
72)
(5,4
87,9
16)
(5,6
03,1
36)
(5,7
21,0
11)
(5,9
45,2
16)
(6,0
69,2
63)
(6,1
96,4
04)
(6,3
26,6
36)
(6,4
60,3
90)
Expe
nditu
reRT
A Fu
nded
Roa
dwor
ksRe
gion
al R
oads
Pro
gram
1E
3340
189,
175
95,0
0015
5,87
518
9,25
114
4,21
113
4,17
319
2,21
921
8,34
918
7,56
521
7,36
419
2,83
1St
ate
Road
s Pro
gram
2E
3370
3,55
6,15
92,
871,
877
2,95
4,66
33,
036,
526
3,12
2,52
33,
210,
902
3,30
1,94
63,
395,
661
3,49
2,13
53,
591,
373
3,69
3,56
9
Road
Saf
ety
Offi
cer
3e
3380
103,
299
96,1
1299
,060
102,
114
105,
267
108,
524
111,
897
115,
384
118,
994
122,
727
126,
580
Qua
rry
Ope
ratio
ns4e
3520
6,94
18,
061
8,21
18,
366
8,52
58,
691
8,86
19,
038
9,22
09,
408
9,60
3
Asso
ciat
ed R
oadw
orks
5e
Urba
n Se
aled
Roa
ds33
3022
3,53
323
0,08
523
6,83
524
3,79
325
0,96
125
8,33
826
5,94
627
3,78
428
1,86
329
0,18
529
8,76
0Ur
ban
Unse
aled
Roa
ds33
3133
,957
34,9
3035
,932
36,9
6438
,026
39,1
1940
,245
41,4
0542
,599
43,8
2845
,093
Rura
l Sea
led
Road
s33
5027
7,54
530
3,90
429
4,17
830
2,88
031
1,84
832
1,07
733
0,59
834
0,40
935
0,52
336
0,94
137
1,68
1Ru
ral U
nsea
led
Road
s33
6082
9,03
685
1,04
987
3,65
589
6,86
692
0,74
194
5,21
897
0,38
399
6,23
81,
022,
795
1,05
0,05
51,
078,
086
Brid
ge M
aint
enan
ce32
804,
967
5,09
15,
218
5,34
95,
482
5,61
95,
760
5,90
46,
052
6,20
36,
358
Kerb
& G
utte
r Mai
nten
ance
3310
55,0
0061
,184
63,0
3564
,944
66,9
1268
,940
71,0
3373
,192
75,4
1877
,713
80,0
79Fo
otpa
th M
aint
enan
ce33
0025
,000
25,9
1326
,704
27,5
2228
,362
29,2
3030
,125
31,0
5032
,004
32,9
8533
,998
Stre
et T
ree
Prog
ram
3385
181,
094
190,
667
196,
228
201,
958
207,
865
213,
940
220,
202
226,
654
233,
305
240,
148
247,
205
Bus S
helte
rs &
Sea
ts32
9068
386
488
690
893
095
497
81,
002
1,02
71,
053
1,07
9Ca
r Par
k M
aint
enan
ce35
004,
060
5,00
05,
125
5,25
35,
384
5,51
95,
657
5,79
85,
944
6,09
26,
244
Depo
t Cos
ts35
70/3
580
287,
319
302,
180
303,
405
302,
040
301,
960
301,
859
301,
753
301,
636
303,
160
311,
390
320,
435
Engi
neer
ing
Ope
ratio
ns32
0086
6,98
888
0,06
891
4,94
393
4,31
896
2,73
499
2,02
81,
022,
277
1,05
3,48
81,
085,
714
1,11
8,95
21,
153,
230
Less
Adm
in O
ncos
ts R
ecov
ered
3590
(1,2
66,8
23)
(1,2
69,9
45)
(1,3
14,3
93)
(1,3
60,3
96)
(1,4
08,0
10)
(1,4
57,2
91)
(1,5
08,2
96)
(1,5
61,0
86)
(1,6
15,7
24)
(1,6
72,2
75)
(1,7
30,8
04)
Aero
drom
e O
pera
tions
& M
aint
enan
ce6e
3510
278,
270
295,
040
306,
337
312,
403
321,
493
330,
856
340,
515
350,
477
360,
749
371,
338
382,
257
Stre
et L
ight
ing
Char
ges
7e
3390
120,
000
150,
000
153,
750
157,
590
161,
535
165,
570
169,
710
173,
955
178,
305
182,
760
187,
335
Depr
ecia
tion
2,92
2,84
03,
146,
802
3,14
6,80
23,
146,
802
3,14
6,80
23,
146,
802
3,14
6,80
23,
146,
802
3,14
6,80
23,
146,
802
3,14
6,80
2
Tota
l Exp
endi
ture
8,69
9,04
38,
283,
882
8,46
6,44
98,
615,
451
8,70
3,55
18,
830,
068
9,02
8,61
19,
199,
140
9,31
8,45
09,
509,
042
9,65
0,42
1
Net
t Cos
t to
Coun
cil
2,91
8,27
33,
017,
603
3,09
0,67
73,
127,
535
3,10
0,41
53,
109,
057
3,08
3,39
53,
129,
877
3,12
2,04
63,
182,
406
3,19
0,03
1
Page
20
Page 77 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
10.
Econ
omic
Affa
irs
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Inco
me
Tour
ism
& A
rea
Prom
otio
n1i
Cara
van
Park
s, Ca
bins
& C
ampi
ng A
reas
2150
-215
4(1
78,8
25)
(149
,000
)(1
96,1
00)
(156
,539
)(2
05,4
60)
(164
,466
)(2
15,0
38)
(172
,795
)(2
24,8
51)
(181
,542
)(2
34,9
08)
Tour
ism &
Are
a Pr
omot
ion
1920
(38,
000)
(38,
000)
(38,
500)
(39,
012)
(39,
538)
(40,
076)
(40,
628)
(41,
194)
(41,
774)
(42,
368)
(42,
978)
Econ
omic
Dev
elop
men
t/Bu
sine
ss A
ctiv
ities
2i
TBEG
Offi
cer -
TBE
G Co
ntrib
utio
n21
70.1
30.2
20(7
,920
)-
-
-
-
-
-
-
-
-
-
Sa
leya
rds &
Mar
kets
- St
reet
Sta
ll Fe
es20
50(6
,420
)(4
30)
(441
)(4
52)
(463
)(4
75)
(487
)(4
99)
(511
)(5
24)
(537
)Se
rvic
e N
SW (i
ncor
pora
ting
RMS
agen
cy)
1701
(133
,600
)(1
40,3
00)
(143
,808
)(1
47,3
99)
(151
,089
)(1
54,8
63)
(158
,735
)(1
62,7
06)
(166
,775
)(1
70,9
42)
(175
,221
)Pr
ivat
e W
orks
1600
(105
,000
)(1
05,0
00)
(107
,625
)(1
10,3
13)
(113
,074
)(1
15,8
99)
(118
,797
)(1
21,7
68)
(124
,814
)(1
27,9
32)
(131
,134
)Ag
ricul
tura
l Inn
ovat
ion
Cent
re21
95(3
54,1
00)
(405
,275
)(4
06,6
57)
(408
,072
)(4
09,5
25)
(411
,013
)(4
12,5
38)
(414
,102
)(4
15,7
05)
(417
,347
)(4
19,0
33)
NRC
C Ho
use
- Ren
ts &
Tra
inin
g Ro
om F
ees
2160
(6,5
07)
-
-
-
-
-
-
-
-
-
-
Med
ical
Fac
ilitie
s3i
Med
ical
Cen
tre
Leas
e21
55.1
30.1
20(1
16,8
54)
(117
,660
)(1
20,6
01)
(123
,614
)(1
26,7
08)
(129
,873
)(1
33,1
21)
(136
,450
)(1
39,8
62)
(143
,357
)(1
46,9
46)
Med
ical
Cen
tre
Loan
Inte
rest
Sub
sidy
2155
.130
.195
(7,7
66)
-
-
-
-
-
-
-
-
-
-
Med
ical
Imag
ing
Faci
lity
Leas
e21
56.1
30.1
20(1
9,14
4)(2
1,00
0)(2
1,52
5)(2
2,06
3)(2
2,61
5)(2
3,18
0)(2
3,75
9)(2
4,35
4)(2
4,96
3)(2
5,58
6)(2
6,22
7)M
edic
al U
nits
at 1
93 B
aker
Str
eet R
ents
2159
(10,
250)
(17,
000)
(17,
425)
(17,
860)
(18,
307)
(18,
765)
(19,
234)
(19,
715)
(20,
208)
(20,
713)
(21,
231)
Tota
l Inc
ome
(984
,386
)(9
93,6
65)
(1,0
52,6
82)
(1,0
25,3
24)
(1,0
86,7
79)
(1,0
58,6
10)
(1,1
22,3
37)
(1,0
93,5
83)
(1,1
59,4
63)
(1,1
30,3
11)
(1,1
98,2
15)
Expe
nditu
reTo
uris
m &
Are
a Pr
omot
ion
1e
Cara
van
Park
s, Ca
bins
& C
ampi
ng A
reas
4150
-415
419
8,33
022
0,30
022
2,27
222
7,78
223
4,43
024
1,28
324
8,36
825
5,67
126
3,20
827
0,99
127
9,01
8To
urism
& A
rea
Prom
otio
n39
2035
5,69
938
2,26
938
1,43
538
9,45
940
0,57
641
2,05
142
3,90
843
6,15
444
8,80
546
1,87
147
5,36
3Pr
omot
ions
& V
isita
tions
Com
mitt
ee39
20.4
91.6
033,
000
3,00
03,
000
3,00
03,
000
3,00
03,
000
3,00
03,
000
3,00
03,
000
War
bird
s Dow
nund
er39
1783
,000
-
83,0
00-
83
,000
-
83,0
00-
83
,000
-
83,0
00
Econ
omic
Dev
elop
men
t/Bu
sine
ss A
ctiv
ities
2e
Econ
omic
Dev
elop
men
t41
7030
0,72
031
0,81
032
1,31
632
6,59
733
4,89
034
3,46
535
2,33
536
1,50
837
1,00
138
0,81
439
0,95
5Do
natio
n to
Roa
dwor
ks fo
r Dev
elop
men
t41
70.4
50.6
2250
,000
-
-
-
-
-
-
-
-
-
-
TBEG
Offi
cer/
BREE
D Bu
sines
s Cen
tre
4170
.456
/458
/449
14,7
818,
000
8,20
08,
405
8,61
58,
830
9,05
19,
278
9,51
09,
747
9,99
1TB
EG C
hrist
mas
Fai
r39
264,
300
4,30
04,
300
4,30
04,
300
4,30
04,
300
4,30
04,
300
4,30
04,
300
Sale
yard
s & M
arke
ts -
Stre
et S
tall
Cara
van
4050
76,1
841,
300
1,34
11,
382
1,42
51,
470
1,51
51,
564
1,61
31,
664
1,71
6Se
rvic
e N
SW (i
ncor
pora
ting
RMS
agen
cy)
3701
132,
094
138,
658
143,
183
146,
049
149,
901
153,
852
157,
914
162,
090
166,
378
170,
781
175,
309
Priv
ate
Wor
ks36
0095
,270
97,0
3010
1,24
310
2,68
310
5,64
110
8,69
011
1,83
111
5,07
111
8,41
012
1,85
212
5,39
9Ag
ricul
tura
l Inn
ovat
ion
Cent
re41
9537
2,84
338
8,19
039
7,60
640
6,97
741
6,74
242
6,73
643
6,99
444
7,51
245
8,30
046
9,35
148
0,69
8N
RCC
Hous
e41
6085
,652
86,2
0787
,998
89,8
3491
,721
93,6
4995
,629
97,6
5799
,738
101,
868
104,
053
Oth
er L
and
& B
uild
ings
4200
/416
624
,900
62,0
3762
,200
62,3
6862
,539
62,7
1662
,897
63,0
8063
,271
63,4
6563
,665
Med
ical
Fac
ilitie
s3e
Med
ical
Cen
tre
4155
34,5
4124
,124
24,5
5224
,991
25,4
4125
,901
26,3
7426
,858
27,3
5527
,864
28,3
87M
edic
al Im
agin
g Fa
cilit
y41
564,
010
4,43
34,
493
4,55
74,
620
4,68
64,
752
4,82
24,
892
4,96
55,
039
Med
ical
Uni
ts a
t 193
Bak
er S
tree
t41
5915
,830
17,8
3118
,171
18,5
2218
,879
19,2
4619
,623
20,0
0920
,403
20,8
0921
,224
Depr
ecia
tion
315,
124
354,
640
354,
640
354,
640
354,
640
354,
640
354,
640
354,
640
354,
640
354,
640
354,
640
Tota
l Exp
endi
ture
2,16
6,27
82,
103,
129
2,21
8,95
02,
171,
546
2,30
0,36
02,
264,
515
2,39
6,13
12,
363,
214
2,49
7,82
42,
467,
982
2,60
5,75
7
Net
t Cos
t to
Coun
cil
1,18
1,89
21,
109,
464
1,16
6,26
81,
146,
222
1,21
3,58
11,
205,
905
1,27
3,79
41,
269,
631
1,33
8,36
11,
337,
671
1,40
7,54
2
Page
21
Page 78 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
11.
Gen
eral
Pur
pose
Rev
enue
Desc
riptio
nRe
f.Jo
b N
o.
Prev
ious
Ye
ar
Estim
ate
Budg
et
2019
-20
Budg
et
2020
-21
Budg
et
2021
-22
Budg
et
2022
-23
Budg
et
2023
-24
Budg
et
2024
-25
Budg
et
2025
-26
Budg
et
2026
-27
Budg
et
2027
-28
Budg
et
2028
-29
Inco
me
Ord
inar
y Ra
tes
1i
Ord
inar
y Ra
tes
1110
.100
.(3
,903
,934
)(4
,042
,436
)(4
,163
,709
)(4
,288
,620
)(4
,417
,169
)(4
,549
,761
)(4
,686
,395
)(4
,827
,073
)(4
,971
,791
)(5
,120
,958
)(5
,274
,570
)Pe
nsio
n Re
bate
s11
10.1
00.3
011
9,00
010
5,66
710
8,83
711
2,10
211
5,46
211
8,92
912
2,50
012
6,17
712
9,96
013
3,85
913
7,87
4Le
gal C
osts
Rec
over
ed11
10.1
30.3
6(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)(1
5,00
0)Ex
tra
Char
ges
1110
.120
.34
(10,
000)
(10,
000)
(10,
000)
(10,
000)
(10,
000)
(10,
000)
(10,
000)
(10,
000)
(10,
000)
(10,
000)
(10,
000)
Pens
ione
r Gra
nt11
10.1
15.1
71(8
1,00
0)(7
8,88
6)(8
0,46
4)(8
2,07
3)(8
3,71
4)(8
5,38
6)(8
7,09
8)(8
8,84
1)(9
0,61
6)(9
2,43
1)(9
4,27
7)
Inte
rest
on
Inve
stm
ents
2i
1120
.120
.190
(106
,000
)(1
50,0
00)
(155
,000
)(1
60,0
00)
(165
,000
)(1
70,0
00)
(175
,000
)(1
80,0
00)
(185
,000
)(1
90,0
00)
(195
,000
)
Fina
ncia
l Ass
ista
nce
Gran
ts3i
Fina
ncia
l Ass
istan
ce G
rant
s - G
ener
al C
ompo
nent
1120
.115
.186
(2,1
10,0
77)
(2,1
62,8
29)
(2,2
16,9
00)
(2,2
72,2
68)
(2,3
29,1
51)
(2,3
87,3
31)
(2,4
47,0
25)
(2,5
08,2
33)
(2,5
70,9
55)
(2,6
35,1
91)
(2,7
01,1
57)
Fina
ncia
l Ass
istan
ce G
rant
s - R
oads
Com
pone
nt11
20.1
15.1
87(1
,202
,295
)(1
,232
,352
)(1
,263
,161
)(1
,294
,709
)(1
,327
,120
)(1
,360
,270
)(1
,394
,283
)(1
,429
,159
)(1
,464
,897
)(1
,501
,498
)(1
,539
,084
)
Oth
er G
ener
al P
urpo
se R
even
ues
4i
Sect
ion
603
Cert
ifica
te F
ees
1120
.105
.60
(10,
000)
(10,
250)
(10,
506)
(10,
769)
(11,
038)
(11,
314)
(11,
597)
(11,
887)
(12,
184)
(12,
489)
(12,
801)
Sund
ry A
dmin
istra
tion
1120
.130
.220
/112
0.13
4.11
0(3
,562
)(3
,651
)(3
,743
)(3
,836
)(3
,932
)(4
,030
)(4
,131
)(4
,234
)(4
,340
)(4
,449
)(4
,560
)Tr
aine
eshi
p Su
bsid
ies
1120
.115
.205
(12,
000)
(12,
300)
(12,
607)
(12,
922)
(13,
246)
(13,
577)
(13,
916)
(14,
264)
(14,
621)
(14,
986)
(15,
361)
Surp
lus o
n Pl
ant H
ire15
40/3
540/
3550
(1,7
14,8
07)
(1,6
89,1
55)
(1,7
26,1
00)
(1,7
67,6
10)
(1,8
08,2
35)
(1,8
49,6
24)
(1,8
91,9
62)
(1,9
35,2
38)
(1,9
79,4
17)
(2,0
24,5
02)
(2,0
70,6
99)
Tota
l Inc
ome
(9,0
49,6
75)
(9,3
01,1
92)
(9,5
48,3
53)
(9,8
05,7
05)
(10,
068,
143)
(10,
337,
364)
(10,
613,
907)
(10,
897,
752)
(11,
188,
861)
(11,
487,
645)
(11,
794,
635)
Page
22
Page 79 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
Non
-Ope
ratin
g In
com
e
Desc
riptio
nRe
f.Jo
b N
o.Bu
dget
20
19-2
0Bu
dget
20
20-2
1Bu
dget
20
21-2
2Bu
dget
20
22-2
3Bu
dget
20
23-2
4Bu
dget
20
24-2
5Bu
dget
20
25-2
6Bu
dget
20
26-2
7Bu
dget
20
27-2
8Bu
dget
20
28-2
9
Capi
tal G
rant
s & C
ontr
ibut
ions
- Ae
rodr
ome
Aero
drom
e U
pgra
des
1510
.135
.172
(5,3
53,1
51)
(150
,000
)-
-
-
-
-
-
-
-
Sa
leya
rds S
ubdi
visio
n(3
00,0
00)
(300
,000
)(3
00,0
00)
(300
,000
)(3
00,0
00)
(300
,000
)(3
00,0
00)
(300
,000
)(3
00,0
00)
Capi
tal G
rant
s & C
ontr
ibut
ions
- Ro
ad A
sset
sCy
clew
ay G
rant
s13
05.1
35.1
72-
(4
5,50
0)(2
0,00
0)-
-
-
(4
0,00
0)(5
0,00
0)-
-
Fo
otpa
ths -
Lof
tus S
t Tax
i Ran
k Gr
ant
1300
.135
.171
(190
,000
)-
-
-
-
-
-
-
-
-
Fo
otpa
ths -
Coo
lam
on S
t Cen
tral
Isla
nd U
pgra
de S
CCF
Gran
t13
00.1
35.1
71(6
4,00
0)Fo
otpa
ths -
Pol
aris
St, a
djac
ent t
o Hi
ghsc
hool
(37,
800)
Kerb
& G
utte
ring
Cont
ribut
ions
1310
.141
.200
-
(30,
000)
-
-
-
(20,
000)
(28,
000)
(28,
000)
-
(180
,000
)Fo
otpa
th C
ontr
ibut
ions
1300
.141
.204
(23,
597)
(40,
500)
(29,
700)
(36,
000)
-
-
(24,
000)
-
-
-
Fixi
ng C
ount
ry R
oads
1373
.135
.171
(1,1
12,0
00)
(840
,000
)(1
,012
,500
)(2
,575
,000
)(2
,132
,500
)(3
75,0
00)
(375
,000
)(4
87,5
00)
(375
,000
)-
Capi
tal G
rant
s & C
ontr
ibut
ions
- Bu
ildin
gsTo
wn
Hall
Upg
rade
s - S
CCF
Gran
t17
40.1
35.8
22(3
20,0
00)
-
-
-
-
-
-
-
-
-
Tem
ora
Swim
min
g Po
ol U
pgra
de(1
,500
,000
)Ag
ricul
tura
l Res
earc
h St
atio
n - C
reek
Cro
ssin
g &
Inte
rnal
Rd
2195
.141
.173
-
-
-
-
-
-
-
-
(70,
000)
-
NRC
C Ho
use
- Out
door
Rea
ding
Roo
m/A
cces
s Ste
ps(9
0,00
0)Bu
ndaw
arra
h Ce
ntre
- Vi
rtua
l Tou
r(8
,000
)Bu
ndaw
arra
h Ce
ntre
- Am
bula
nce
Mus
eum
Pla
ns &
Stu
dies
(20,
000)
WHS
- Er
gono
mic
Fur
nitu
re(1
5,00
0)
Capi
tal G
rant
s & C
ontr
ibut
ions
- St
orm
wat
er &
Sew
erag
eGo
lden
Gat
e Re
serv
e - D
eten
tion
Basin
/Wet
land
1400
.135
.822
(424
,000
)Cr
owle
y/Po
laris
Sts
- W
este
rn D
rain
& In
ters
ectio
n U
pgra
de14
00.1
35.8
22(4
16,0
00)
Sew
erag
e - R
ecyc
led
Efflu
ent T
runk
Mai
n Du
plic
atio
n21
000.
135.
172
(75,
000)
Sew
erag
e - T
reat
men
t Wor
ks -
Disin
fect
ion
2100
0.13
5.17
2(7
5,00
0)
Sew
erag
e - O
'Sha
nnes
ys D
am -
Desil
t/Ba
nk L
inin
g/St
orm
wat
er Is
olat
ion
2100
0.13
5.17
2(5
2,50
0)Se
wer
age
- O'S
hann
esys
Dam
- Pu
mp
Stat
ion,
filte
rs &
stor
age
cove
r21
000.
135.
172
(18,
750)
Sew
erag
e - O
'Sha
nnes
ys D
am -
Disin
fect
ion
2100
0.13
5.17
2(4
5,00
0)Se
wer
age
- O'S
hann
esys
Dam
- Ae
ratio
n21
000.
135.
172
(9,3
75)
Sew
erag
e - G
ardn
er S
t Dam
- Pu
mp
Stat
ion,
filte
rs &
stor
age
cove
r21
000.
135.
172
(18,
750)
Sew
erag
e - R
etic
ulat
e M
ain
from
O'S
hann
esys
Dam
to R
ailw
ay D
am
Irrig
atio
n N
etw
ork
2100
0.13
5.17
2(5
2,50
0)Se
wer
age
- Ret
icul
ate
Mai
n fr
om G
ardn
er S
t Dam
to C
alla
ghan
Dam
Irr
igat
ion
Net
wor
k21
000.
135.
172
(52,
500)
Capi
tal G
rant
s & C
ontr
ibut
ions
- Pa
rks &
Gar
dens
Lake
Cen
tena
ry -
SCCF
Gra
nt -
Repl
ace
Play
Equ
ipm
ent &
Fly
ing
Fox
1230
.135
.171
(120
,000
)Te
mor
a To
wn
Entr
ance
Bea
utifi
catio
n - S
CCF
Gran
t12
30.1
35.1
71(1
00,0
00)
Glou
cest
er P
ark
- Pla
ygro
und
Upg
rade
(130
,000
)
Capi
tal G
rant
s & C
ontr
ibut
ions
- Sp
ortin
g Gr
ound
sTe
mor
a W
est S
port
s Gro
und
- Top
Dre
ss G
rant
1240
.135
.822
(100
,000
)Bo
b Al
drid
ge P
ark
- Top
Dre
ssin
g &
Res
hape
(70,
000)
Aria
h Pa
rk S
kate
Par
k U
pgra
de -
SCCF
Gra
nt12
40.1
35.8
22(1
,378
)Ar
iah
Park
Ska
te P
ark
Upg
rade
- Gr
ant
(58,
622)
Tem
ora
Tenn
is Cl
ub -
Resu
rfac
e 2
Cour
ts -
SCCF
Gra
nt12
40.1
35.8
22(8
0,00
0)N
ixon
Par
k - C
ricke
t Sto
rage
Con
trib
utio
n(7
,600
)N
ixon
Par
k - A
ussie
Rul
es C
lubh
ouse
- S
CCF
Gran
t12
40.1
35.8
22(2
74,0
00)
Nix
on P
ark
- Aus
sie R
ules
Clu
bhou
se -
Cric
ket C
ontr
ibut
ion
1240
.135
.822
(50,
000)
Nix
on P
ark
- Aus
sie R
ules
Clu
bhou
se -
AFL
(NSW
) Con
trib
utio
ns12
40.1
35.8
22(4
0,00
0)N
ixon
Par
k - O
ther
Upg
rade
s(8
0,00
0)(9
4,50
0)(1
57,8
95)
The
Ova
l - R
esur
face
Net
ball
Cour
ts -
SCCF
Gra
nt12
40.1
35.8
22(7
8,00
0)Th
e O
val -
Res
urfa
ce N
etba
ll Co
urts
- N
etba
ll Co
ntrib
utio
n(7
8,00
0)-
To
tal C
apita
l Gra
nts &
Con
trib
utio
ns(8
,024
,726
)(3
,174
,622
)(1
,432
,200
)(3
,529
,500
)(3
,053
,375
)(7
95,0
00)
(804
,800
)(9
60,0
00)
(745
,000
)(6
37,8
95)
Page
23
Page 80 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
Non
-Ope
ratin
g In
com
e
Desc
riptio
nRe
f.Jo
b N
o.Bu
dget
20
19-2
0Bu
dget
20
20-2
1Bu
dget
20
21-2
2Bu
dget
20
22-2
3Bu
dget
20
23-2
4Bu
dget
20
24-2
5Bu
dget
20
25-2
6Bu
dget
20
26-2
7Bu
dget
20
27-2
8Bu
dget
20
28-2
9
Sale
of A
sset
sPl
ant S
ales
& T
rade
-ins
1550
.950
.955
(138
,182
)(2
08,2
27)
(239
,425
)(2
56,9
86)
(322
,727
)(2
84,9
77)
(239
,266
)(2
06,3
45)
(394
,982
)(1
92,6
68)
(138
,182
)(2
08,2
27)
(239
,425
)(2
56,9
86)
(322
,727
)(2
84,9
77)
(239
,266
)(2
06,3
45)
(394
,982
)(1
92,6
68)
Sale
of R
eal E
stat
eAe
rodr
ome
Subd
ivisi
on21
90.9
50.2
36(2
77,9
71)
(277
,971
)(2
77,9
71)
(277
,971
)Sa
leya
rds S
ubdi
visio
n(3
00,0
00)
(300
,000
)(3
00,0
00)
(300
,000
)(3
00,0
00)
(300
,000
)(3
00,0
00)
(300
,000
)(3
00,0
00)
Apol
lo P
lace
Sub
divi
sion
(109
,089
)(1
09,0
89)
(109
,089
)(1
09,0
89)
(109
,089
)(1
09,0
89)
(72,
726)
(277
,971
)(6
87,0
60)
(687
,060
)(6
87,0
60)
(409
,089
)(4
09,0
89)
(409
,089
)(3
72,7
26)
(300
,000
)(3
00,0
00)
Repa
ymen
ts b
y Lo
ng T
erm
Deb
tors
Tem
ora
Scho
olbo
ys R
ugby
Lea
gue
1912
0.83
09.8
300
(5,0
00)
(5,0
00)
-
-
-
-
-
-
-
-
TEM
-FM
Rel
ocat
ion
Cost
s19
130.
8310
.833
0(3
,000
)(7
50)
-
-
-
-
-
-
-
-
(8,0
00)
(5,7
50)
-
-
-
-
-
-
-
-
Loan
Fun
ds U
sed
Supp
orte
d In
depe
nden
t Liv
ing
Acco
mod
atio
n(7
00,0
00)
(700
,000
)-
-
-
-
-
-
-
-
-
Tran
sfer
s fro
m R
eser
ves
Sew
er &
Effl
uent
Sch
eme
Upg
rade
2100
0.96
0.96
0(1
37,0
00)
(135
,000
)(8
0,00
0)(6
00,0
00)
(392
,500
)(3
30,0
00)
(130
,000
)(3
30,0
00)
(30,
000)
(330
,000
)St
orm
wat
er D
rain
age
- Flo
od S
tudi
es &
Con
stru
ctio
n Pr
ojec
ts14
00.9
60.9
60(3
3,57
1)-
-
-
-
-
-
-
-
-
S9
4 Co
ntrib
utio
ns20
10.9
60.9
60(2
0,00
0)(2
5,00
0)-
-
-
-
-
-
-
-
Pi
nnac
le -
Pain
ting
(21,
000)
Civi
ca U
pgra
des -
V7
& A
sset
Man
agem
ent
(55,
000)
(150
,000
)
Revo
tes:
Bob
Aldr
idge
Par
k - I
rrig
atio
n Re
habi
litat
ion
1240
.960
.960
(20,
000)
Bund
awar
rah
Cent
re -
Cons
truc
t Brid
ge o
ver d
am(2
2,00
0)Bu
ndaw
arra
h Ce
ntre
- Im
prov
ed T
ouris
m S
igna
ge fo
r Vic
(10,
000)
Impl
emen
t Ins
pect
ion
Repo
rtin
g M
odul
e (1
5,00
0)Ad
min
istra
tion
Build
ing
- Rec
eptio
n Ar
ea R
enov
atio
ns(2
0,00
0)Th
eatr
e - t
o Co
unci
l IT
syst
em &
CCT
V U
pgra
de(6
,000
)Ce
met
ery
- Hea
vy P
atch
ing
& R
esea
ling
of In
tern
al R
oads
(50,
000)
BFB
Deve
lopm
ent
(47,
050)
(436
,621
)(3
30,0
00)
(80,
000)
(600
,000
)(3
92,5
00)
(330
,000
)(1
30,0
00)
(330
,000
)(3
0,00
0)(3
30,0
00)
Tota
l Inc
ome
(9,5
85,5
00)
(4,4
05,6
59)
(2,4
38,6
85)
(5,0
73,5
46)
(4,1
77,6
91)
(1,8
19,0
66)
(1,5
83,1
55)
(1,8
69,0
71)
(1,4
69,9
82)
(1,4
60,5
63)
Page
24
Page 81 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
Non
-Ope
ratin
g Ex
pend
iture
Desc
riptio
nJo
b N
o.Bu
dget
20
19-2
0Bu
dget
20
20-2
1Bu
dget
20
21-2
2Bu
dget
20
22-2
3Bu
dget
20
23-2
4Bu
dget
20
24-2
5Bu
dget
20
25-2
6Bu
dget
20
26-2
7Bu
dget
20
27-2
8Bu
dget
20
28-2
9
Coun
cil B
uild
ings
Libr
ary
- Loc
al S
peci
al P
roje
cts
W16
647,
500
7,50
07,
500
7,50
07,
500
7,50
07,
500
7,50
07,
500
7,50
0Ad
min
istra
tion
Build
ing
- 30K
W S
olar
Sys
tem
W22
9750
,000
Adm
in B
uild
ing
- Rep
lace
Cur
tain
sW
2565
10,0
00Ad
min
Bui
ldin
g - R
ecep
tion
Area
Ren
ovat
ions
(Pla
nnin
g on
ly)
W17
9820
,000
Ergo
nom
ic F
urni
ture
W28
5515
,000
Adm
in B
uild
ing
Exte
nsio
n50
0,00
0Ju
nee
Rd C
arav
an P
ark
- Int
erna
l Roa
ds &
K&
G U
pgra
deW
1789
50,0
00Ag
ricul
tura
l Res
earc
h St
atio
n - R
esea
l Int
erna
l Sea
led
Road
s20
,000
Agric
ultu
ral R
esea
rch
Stat
ion
- Cre
ek C
ross
ing
40,0
00
Agric
ultu
ral R
esea
rch
Stat
ion
- Int
erna
l Gra
vel R
oad
(from
Cre
ek C
ross
ing)
30,0
00Bu
ndaw
arra
h Ce
ntre
- Vi
rtua
l Tou
rW
2856
8,00
0Bu
ndaw
arra
h Ce
ntre
- Co
nstr
uct B
ridge
ove
r dam
W23
7922
,000
Bund
awar
rah
Cent
re -
Impl
emen
t act
ions
from
tour
ist si
gnag
e st
udy
W25
8310
,000
Bund
awar
rah
Cent
re -
Desig
n Ch
ange
sW
2584
40,0
00Bu
ndaw
arra
h Ce
ntre
- U
pgra
de a
cces
s to
inco
rpor
ate
card
syst
emW
2578
9,00
0Bu
ndaw
arra
h Ce
ntre
- La
ndsc
ape
fore
cour
t & si
gnag
e fo
r site
W28
578,
000
Bund
awar
rah
Cent
re -
Ambu
lanc
e M
useu
m P
lans
& S
tudi
esW
2858
20,0
00Bu
ndaw
arra
h Ce
ntre
- Cr
eate
Gol
d Pa
nnin
g Ar
ea10
,000
NRC
C Ho
use
Pinn
acle
- In
tern
al P
aint
ing
W28
5921
,000
NRC
C Ho
use
Libr
ary
- Int
erna
l Pai
ntin
gW
2860
14,0
00N
RCC
Hous
e - O
utdo
or R
eadi
ng R
oom
/Acc
ess S
teps
W28
6190
,000
Plat
form
Y -
Airc
ondi
tione
r for
mai
n ha
llW
2862
5,30
0Te
mor
a Sw
imm
ing
Pool
Red
evel
opm
ent
W25
861,
500,
000
Tem
ora
Recr
eatio
n Ce
ntre
- Si
gnag
e U
pgra
deW
2863
5,00
0To
wn
Hall
Refu
rbish
men
tW
1737
425,
000
Villa
ge/L
ocal
ity S
igna
ge U
pdat
eW
2639
38,0
00U
pdat
e Ch
ristm
as D
ecor
atio
ns ($
1k fo
r Aria
h Pa
rk)
W28
6516
,000
Supp
orte
d In
depe
nden
t Liv
ing
Acc
omod
atio
nW
2864
700,
000
Tech
nolo
gyRe
plac
e PC
s on
Net
wor
kW
1629
27,5
0027
,500
27,5
0027
,500
27,5
0027
,500
27,5
0027
,500
27,5
0027
,500
Impl
emen
t Ins
pect
ion
Repo
rtin
g M
odul
e W
2572
15,0
00Th
eatr
e to
Cou
ncil
IT sy
stem
& C
CTV
Upg
rade
W27
026,
000
Web
cast
ing
Equi
pmen
t & S
oftw
are
- Aud
io O
nly
W28
9410
,000
Web
site
Upg
rade
W28
9520
,000
Civi
ca -
Upg
rade
to V
7.1
W28
9655
,000
Civi
ca -
Asse
t Man
agem
ent &
App
s15
0,00
0
Park
s & G
arde
nsTe
mor
a To
wn
Entr
ance
Bea
utifi
catio
nW
2170
100,
000
Lake
Cen
tena
ry -
Repl
ace
Play
Equ
ipm
ent &
Fly
ing
Fox
- SCC
FW
2321
120,
000
Glou
cest
er P
ark
- Pla
ygro
und
Upg
rade
130,
000
Lake
Cen
tena
ry -
Rese
al R
oad
& C
arpa
rk30
,000
Harp
er P
ark
- Upg
rade
Toi
lets
45,0
00Ha
rper
Par
k - U
pgra
de P
layg
roun
d50
,000
Glou
cest
er P
ark
- Rep
lace
Sha
de S
ails
W17
9121
,500
Edis
Park
- Re
plac
e Sh
ade
Sail
20,0
00Ca
llagh
an P
ark
- Rep
lace
Sha
de S
ail
21,5
00Fe
dera
l Par
k - S
kate
Par
k M
odifi
catio
ns50
,000
Hillv
iew
Par
k - S
hade
Sai
ls ov
er p
lay
equi
pmen
t25
,000
Harp
er P
ark
- Sha
de S
ail
15,0
00Fe
dera
l Par
k - R
epla
ce P
lay
Equi
pmen
t10
0,00
0Fe
dera
l Par
k - R
epla
ce S
hade
Sai
l25
,000
Calla
ghan
Par
k - C
onst
ruct
Toi
lets
90,0
00
Page
25
Page 82 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
Non
-Ope
ratin
g Ex
pend
iture
Desc
riptio
nJo
b N
o.Bu
dget
20
19-2
0Bu
dget
20
20-2
1Bu
dget
20
21-2
2Bu
dget
20
22-2
3Bu
dget
20
23-2
4Bu
dget
20
24-2
5Bu
dget
20
25-2
6Bu
dget
20
26-2
7Bu
dget
20
27-2
8Bu
dget
20
28-2
9Ca
llagh
an P
ark
- Rep
lace
Pla
y Eq
uipm
ent
100,
000
Spor
ting
Grou
nds
Tem
ora
Wes
t Spo
rts G
roun
d - T
op d
ress
100,
000
Bob
Aldr
idge
Par
k - T
op D
ress
ing
& D
rain
age
W21
412,
500
70,0
00Ar
iah
Park
Rec
reat
ion
Grou
nd -
Upg
rade
Can
teen
Fac
ilitie
s48
,000
Aria
h Pa
rk R
ecre
atio
n Gr
ound
- Ex
tend
Sea
l in
Carp
ark
65,0
00Ar
iah
Park
Rec
reat
ion
Grou
nd -
Drai
nage
Pip
es &
Str
uctu
res
20,0
00Ar
iah
Park
Rec
reat
ion
Grou
nd -
Pain
ting/
Elec
tric
al/G
utte
ring
W28
9335
,000
Aria
h Pa
rk R
ecre
atio
n Gr
ound
- RV
Dum
p Po
int -
Stu
dy/D
esig
n 19
/20
22,0
00Ar
iah
Park
Ska
te P
ark
Upg
rade
W25
701,
378
58,6
22Th
e O
val -
Res
urfa
ce N
etba
ll Co
urts
- SC
CF P
roje
ctW
2096
156,
000
Tem
ora
Tenn
is Co
urts
- Re
surf
ace
2 co
urts
- SC
CF P
roje
ctW
2623
80,0
00N
ixon
Par
k - P
lay
equi
pmen
t fen
cing
W22
8715
,000
Nix
on P
ark
- Cric
ket S
tora
geW
2891
23,9
00N
ixon
Par
k - S
hade
Sai
l ove
r Pla
y Eq
uipm
ent
20,0
00N
ixon
Par
k - T
op D
ress
ing
& R
esha
pe N
ixon
#2
W26
553,
000
80,0
00N
ixon
Par
k - A
ussie
Rul
es C
lub
Hous
e U
pgra
deW
2656
364,
000
Nix
on P
ark
- Ath
letic
s Are
a U
pgra
de16
,500
Nix
on P
ark
- Sea
led
Car P
arki
ng fo
r Ath
letic
s & N
etba
ll25
,000
Nix
on P
ark
- Upg
rade
d Li
ghtin
g to
Net
ball
Cour
ts5,
000
Nix
on P
ark
- Wid
en &
Res
urfa
ce N
etba
ll Co
urts
21,0
00N
ixon
Par
k - I
nter
chan
ge S
eatin
g N
ixon
#1
22,0
00N
ixon
Par
k - D
isass
embl
y of
Exi
stin
g Gr
ands
tand
at N
ixon
#1
5,00
0N
ixon
Par
k - D
iver
sion
of v
ehic
le e
gres
s for
ext
ende
d Au
ssie
Rul
es C
lubh
ouse
&
rem
oval
of t
rees
W28
9210
,000
Nix
on P
ark
- Fac
ilitie
s Sig
nage
- In
tern
al (e
xclu
des e
ntra
nce)
8,00
0N
ixon
Par
k - U
pgra
ded
Benc
h se
atin
g on
Nix
on #
1 O
val P
erim
eter
30,0
00N
ixon
Par
k - P
A Sy
stem
on
Nix
on #
1 O
val
30,0
00N
ixon
Par
k - T
ime
Keep
ers B
ooth
s & In
terc
hang
e Be
nche
s - N
etba
ll3,
500
Nix
on P
ark
- Gra
ndst
and
at N
ixon
#1
Ova
l86
,395
Nix
on P
ark
- Upg
rade
s to
CCTV
8,00
0N
ixon
Par
k - S
ecur
ity G
ates
& F
eatu
re S
igna
ge W
all
12,0
00N
ixon
Par
k - C
over
ove
r Ent
ry fo
r Wet
Wea
ther
8,00
0
Sew
erag
eEf
fluen
t Reu
se S
chem
eW
1661
30,0
0030
,000
30,0
0030
,000
30,0
0030
,000
30,0
0030
,000
30,0
0030
,000
Relin
ing
Sew
er M
ains
W17
8130
0,00
030
0,00
030
0,00
030
0,00
0Fr
ench
Str
eet -
Lift
Pum
p Re
plac
emen
tW
2190
50,0
00Ai
rpor
t Pum
p St
atio
n - T
elem
etry
W23
6950
,000
Tem
ora
Recr
eatio
n Gr
ound
- Irr
igat
ion
Exte
nsio
n to
hill
are
aW
2580
7,00
0Bo
b Al
drid
ge P
ark
- Irr
igat
ion
Reha
bilit
atio
nW
2371
80,0
00Fe
dera
l Par
k - C
ontr
olle
r Upg
rade
& W
iring
Rep
air
25,0
00Te
mor
a W
est P
ark
- Con
trol
ler U
pgra
de &
Wiri
ng R
epai
rW
2373
25,0
00Ho
skin
s St -
Irrig
atio
n Au
tom
atio
n25
,000
Recy
cled
Effl
uent
Tru
nk M
ain
Dupl
icat
ion
W23
7010
0,00
0Tr
eatm
ent W
orks
- Di
sinfe
ctio
n10
0,00
0O
'Sha
nnes
y's D
am -
Desil
t/Ba
nk L
inin
g/St
orm
wat
er Is
olat
ion
70,0
00O
'Sha
nnes
y's D
am -
Pum
p St
atio
n, fi
lters
& st
orag
e co
ver
25,0
00O
'Sha
nnes
y's D
am -
Disin
fect
ion
60,0
00O
'Sha
nnes
y's D
am -
Aera
tion
12,5
00Ga
rdne
r St D
am -
Pum
p St
atio
n, fi
lters
& S
tora
ge C
over
25,0
00Tr
eatm
ent W
orks
- Se
wer
Pum
p St
atio
n Re
cond
ition
ing
100,
000
Retic
ulat
ion
Mai
n fr
om O
'Sha
nnes
y's D
am to
Rai
lway
Dam
Irrig
atio
n N
etw
ork
(Rem
oval
of R
ailw
ay D
am)
70,0
00Re
ticul
atio
n M
ain
from
Gar
dner
St D
am to
Cal
lagh
an D
am Ir
rigat
ion
Net
wor
k (r
emov
al o
f Cal
lagh
an D
am)
70,0
00
Page
26
Page 83 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
Non
-Ope
ratin
g Ex
pend
iture
Desc
riptio
nJo
b N
o.Bu
dget
20
19-2
0Bu
dget
20
20-2
1Bu
dget
20
21-2
2Bu
dget
20
22-2
3Bu
dget
20
23-2
4Bu
dget
20
24-2
5Bu
dget
20
25-2
6Bu
dget
20
26-2
7Bu
dget
20
27-2
8Bu
dget
20
28-2
9Ai
rpor
t Sew
er P
ump
Stat
ion
- Pum
p Re
new
als
100,
000
Road
s & T
rans
port
Stre
et L
ight
ing
W16
70.7
7720
,000
20,0
0020
,000
20,0
0020
,000
Cycl
eway
Con
stru
ctio
n Pr
ogra
m73
05.7
77.
-
91,0
0040
,000
-
-
-
80,0
0010
0,00
0-
-
Ke
rb &
Gut
ter P
rogr
am73
10.7
4617
7,05
010
0,00
010
0,00
010
2,00
015
5,00
013
0,00
021
9,00
029
7,00
013
0,00
088
0,00
0Fo
otpa
th/T
axira
nk C
onst
ruct
ion
Prog
ram
7300
.760
.37
7,65
832
7,00
019
6,50
015
0,00
072
,500
160,
000
205,
600
190,
000
20,0
00-
Ru
ral U
nsea
led
Road
s73
60.7
40.
487,
500
685,
000
448,
000
475,
000
815,
000
830,
000
690,
000
812,
000
735,
000
650,
000
Urb
an S
eale
d Ro
ads
7330
.740
.39
5,70
038
3,00
027
6,00
044
9,50
039
4,00
035
4,50
034
9,50
027
1,00
027
0,00
046
5,00
0U
rban
Uns
eale
d Ro
ads
7331
.740
.30
,000
65,0
0030
,000
150,
000
97,0
0010
0,00
012
0,00
015
7,00
014
6,00
075
,000
Rura
l Sea
led
Road
s73
50.7
40.
1,69
1,40
01,
385,
920
2,29
2,00
03,
448,
000
3,12
9,00
074
5,00
01,
375,
000
685,
000
1,40
0,00
012
5,00
0Re
gion
al R
oads
7340
.740
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0,00
070
0,00
068
8,00
075
5,00
078
7,50
075
2,50
075
0,00
080
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080
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085
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0
Plan
t Pur
chas
esGe
nera
l Pla
nt75
40.7
77.
948,
000
896,
690
980,
972
1,14
7,59
01,
162,
415
1,18
5,66
392
5,98
395
1,97
31,
542,
800
842,
028
Aero
drom
eRu
nway
18/
36 R
econ
stru
ctio
n75
10.7
77.
3,28
6,17
5M
ain
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ort A
pron
Rec
onst
ruct
ion
7510
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2,99
7Ar
teria
l Dra
inag
e U
pgra
de75
10.7
77.
761,
787
Taxi
way
C &
D R
econ
stru
ctio
n75
10.7
77.
274,
000
Taxi
way
F &
G In
itial
Sea
ling
7510
.777
.11
8,19
2Re
seal
ing
of T
axiw
ays (
C &
E)
130,
000
Mul
ti Pu
rpos
e Bu
ildin
g - P
lans
onl
y 19
/20
W28
9010
,000
TAF
Infr
astr
uctu
re20
0,00
0Fe
ncin
g of
Airs
ide/
Land
side
Boun
dary
(Tax
iway
E)
20,0
00
Stor
mw
ater
Dra
inag
eAu
stra
l Str
eet U
/G D
rain
age
(DeB
oos t
o Au
rora
St)
W23
195,
000
80,0
00Ch
ifley
Str
eet C
ulve
rt(s
)80
,000
Crow
ley
St/P
olar
is St
- W
este
rn d
rain
upg
rade
20,0
0050
0,00
0De
lava
n St
reet
(Box
Cul
vert
)W
2107
80,0
00Iro
nbar
k St
to N
ixon
Par
k (U
/G D
rain
age)
60,0
00Go
lden
Gat
e Re
serv
e - D
eten
tion
Basin
/Wet
land
W21
0830
,000
500,
000
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ins S
tree
t (Po
laris
to K
itche
ner U
/G D
rain
age)
20,0
0060
0,00
0Ho
skin
s Str
eet (
Mac
aule
y to
Ash
elfo
rd U
/G D
rain
age)
80,0
00De
Boos
/Brit
anni
a In
ters
ectio
n (U
/G D
rain
age)
80,0
00Au
rora
/Brit
anni
a In
ters
ectio
n (U
/G D
rain
age)
80,0
00Gr
oss P
ollu
tant
Tra
p on
Wes
tern
Dra
in80
,000
Cem
eter
yBu
rial P
linth
W17
56-
50
,000
-
50,0
00-
50
,000
-
50,0
00-
50
,000
Heav
y Pa
tchi
ng &
Res
ealin
g of
Inte
rnal
Roa
dW
2286
50,0
00Pu
rcha
se o
f Add
ition
al L
and
250,
000
Tota
l Acq
uisi
tion
of A
sset
s13
,080
,537
7,16
2,23
25,
491,
472
7,92
2,09
07,
559,
915
5,59
7,66
35,
470,
083
5,69
4,47
35,
268,
800
4,57
9,92
3
Deve
lopm
ent o
f Rea
l Est
ate
Apol
lo P
lace
W27
2340
,000
250,
000
Sale
yard
sW
2677
60,0
0050
0,00
050
0,00
050
0,00
050
0,00
050
0,00
050
0,00
050
0,00
050
0,00
050
0,00
0
Tota
l Dev
elop
men
t of R
eal E
stat
e10
0,00
075
0,00
050
0,00
050
0,00
050
0,00
050
0,00
050
0,00
050
0,00
050
0,00
050
0,00
0
Carr
ying
Am
ount
of A
sset
s Sol
dPl
ant
3550
.686
.590
161,
036
257,
703
194,
200
325,
000
372,
500
300,
000
166,
000
252,
400
185,
900
65,0
00
Tota
l Car
ryin
g Am
ount
of A
sset
s Sol
d16
1,03
625
7,70
319
4,20
032
5,00
037
2,50
030
0,00
016
6,00
025
2,40
018
5,90
065
,000
Page
27
Page 84 - Temora Shire Council Resourcing Strategy
Func
tion
Budg
etFo
r the
yea
r end
ed 3
0 Ju
ne 2
020
Non
-Ope
ratin
g Ex
pend
iture
Desc
riptio
nJo
b N
o.Bu
dget
20
19-2
0Bu
dget
20
20-2
1Bu
dget
20
21-2
2Bu
dget
20
22-2
3Bu
dget
20
23-2
4Bu
dget
20
24-2
5Bu
dget
20
25-2
6Bu
dget
20
26-2
7Bu
dget
20
27-2
8Bu
dget
20
28-2
9
Cost
of R
eal E
stat
e As
sets
Sol
dAe
rodr
ome
Esta
te41
9017
8,00
417
8,00
417
8,00
417
8,00
4-
-
-
-
-
-
Ap
ollo
Pla
ce S
ubdi
visio
n41
9063
,969
63,9
6963
,969
63,9
6963
,969
63,9
6942
,646
Sale
yard
s Sub
divi
sion
4190
200,
325
200,
325
200,
325
200,
325
200,
325
200,
325
200,
325
200,
325
200,
325
Tota
l Cos
t of R
eal E
stat
e As
sets
Sol
d17
8,00
444
2,29
844
2,29
844
2,29
826
4,29
426
4,29
426
4,29
424
2,97
120
0,32
520
0,32
5
Adva
nce
to L
ong
Term
Deb
tors
Tota
l Adv
ance
to L
ong
Term
Deb
tors
-
-
-
-
-
-
-
-
-
-
Repa
ymen
t of L
oans
Depo
t Pur
chas
e Lo
an19
232.
9204
.901
022
9,07
223
6,25
724
3,66
625
1,30
825
9,19
026
7,31
827
5,70
270
,266
-
-
Supp
orte
d In
depe
nden
t Liv
ing
Acco
mm
odat
ion
Loan
1923
2.92
03.9
010
78,3
7380
,822
83,3
4785
,951
88,6
3691
,405
94,2
6197
,205
Tota
l Rep
aym
ent o
f Loa
ns22
9,07
231
4,63
032
4,48
833
4,65
534
5,14
135
5,95
436
7,10
716
4,52
797
,205
-
Tran
sfer
s to
Rese
rves
Sew
erag
e Re
serv
e23
000.
961.
961
278,
864
216,
055
354,
662
605,
223
647,
153
497,
263
543,
677
600,
443
656,
612
712,
162
Two
Way
Rad
io -
Upg
rade
to D
igita
l32
00.9
61.9
6115
,000
15,0
0015
,000
15,0
0015
,000
15,0
0015
,000
15,0
0015
,000
15,0
00Se
ctio
n 94
Con
trib
utio
ns40
10.9
61.9
6126
,000
26,0
0026
,000
26,0
0026
,000
26,0
0026
,000
26,0
0026
,000
26,0
00M
edic
al C
ompl
ex M
aint
enan
ce R
eser
ve41
55.9
61.9
6110
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
0010
,000
10,0
00In
fras
truc
ture
Rep
lace
men
t Res
erve
3120
.961
.961
300,
000
300,
000
300,
000
300,
000
300,
000
300,
000
300,
000
300,
000
300,
000
300,
000
Stor
mw
ater
Man
agem
ent
3400
.961
.961
48,5
8848
,588
48,5
8848
,588
48,5
8848
,588
48,5
8848
,588
48,5
8848
,588
Aero
drom
e - A
irsid
e M
aint
enan
ce35
10.9
61.9
6129
,090
29,0
9029
,090
29,0
9029
,090
29,0
9029
,090
29,0
9029
,090
29,0
90
Tota
l Tra
nsfe
rs to
Res
erve
s70
7,54
264
4,73
378
3,34
01,
033,
901
1,07
5,83
192
5,94
197
2,35
51,
029,
121
1,08
5,29
01,
140,
840
Tota
l Non
-Ope
ratin
g Ex
pend
iture
14,4
56,1
919,
571,
596
7,73
5,79
810
,557
,944
10,1
17,6
817,
943,
852
7,73
9,83
97,
883,
492
7,33
7,52
06,
486,
088
Page
28
Page 85 - Temora Shire Council Resourcing Strategy
Page 86 - Temora Shire Council Resourcing Strategy