2013-2017 delivery program and - wingecarribee shire · page 1 section 1- introduction mayor’s...

Civic Centre, Elizabeth St, Moss Vale, NSW 2577. PO Box 141, Moss Vale. t. (02) 4868 0888 f. (02) 4869 1203 e. [email protected] DX 4961 Bowral ABN 49 546 344 354

2013-2017 Delivery Program and 2013-14 Operational Plan

Adopted by Council 26 June 2013

Contents

Section 1 ............................................................................................................................................................................................................... 4 Introduction ........................................................................................................................................................................................................... 4 Section 1- Introduction .......................................................................................................................................................................................... 1

Mayor’s message .............................................................................................................................................................................................. 1 General Manager’s message ............................................................................................................................................................................ 2 Councillors 2012-2016 Term ............................................................................................................................................................................. 3 Wingecarribee Shire Profile .............................................................................................................................................................................. 4 Executive Management Team .......................................................................................................................................................................... 6 Mission, Vision & Values ................................................................................................................................................................................... 7 Organisational Structure ................................................................................................................................................................................... 8 Position Statements .......................................................................................................................................................................................... 9 Integrated Planning and Reporting Framework .............................................................................................................................................. 13

Section 2 ............................................................................................................................................................................................................. 17 2013-2017 Delivery Program and 2013/14 Operational Plan ............................................................................................................................ 17 Section 2 – 2013-2017 Delivery Program and 2013/14 Operational Plan ......................................................................................................... 18

Leadership ....................................................................................................................................................................................................... 18 People .............................................................................................................................................................................................................. 26 Places .............................................................................................................................................................................................................. 31 Environment .................................................................................................................................................................................................... 38 Economy .......................................................................................................................................................................................................... 44

Section 3 ............................................................................................................................................................................................................. 49 2013/14 Budget ................................................................................................................................................................................................... 49 Section 3 - 2013/14 Budget ................................................................................................................................................................................ 50

Budget Projections .......................................................................................................................................................................................... 50 2013/14 Budget – Income ............................................................................................................................................................................... 56 2013/14 Budget – Expenditure ....................................................................................................................................................................... 57

2013/14 Budget ............................................................................................................................................................................................... 58 2013/14 Budget – General Fund ..................................................................................................................................................................... 60 2013/14 Budget – Water Fund ........................................................................................................................................................................ 61 2013/14 Budget– Sewer Fund ........................................................................................................................................................................ 63 2013/14 Budget – Corporate Structure ........................................................................................................................................................... 65 2013-2017 Financial Projections ..................................................................................................................................................................... 67 2013-2017 Capital Works Schedule ............................................................................................................................................................... 71 2013/14 Capital Works Program ..................................................................................................................................................................... 74 2013/14 WATER FUND .................................................................................................................................................................................. 79 2013/14 SEWER FUND .................................................................................................................................................................................. 80 Asset Disposal ................................................................................................................................................................................................. 81 IRS Schedule ................................................................................................................................................................................................... 82 Environment Levy works ................................................................................................................................................................................. 88 Stormwater Management Service Charge Program ...................................................................................................................................... 90

Section 4 ............................................................................................................................................................................................................. 91 Statement of Revenue ........................................................................................................................................................................................ 91 Section 4 – Statement of Revenue Policy 2013/14 ............................................................................................................................................ 92

General Principles ........................................................................................................................................................................................... 92 2013/14 Proposed Rating Structure................................................................................................................................................................ 92 Policy ............................................................................................................................................................................................................... 93 Special Rates – Environment Levy ................................................................................................................................................................. 94 Special Rates – Environment Levy ................................................................................................................................................................. 94 Charges ........................................................................................................................................................................................................... 95 Fees ............................................................................................................................................................................................................... 101 Charges ......................................................................................................................................................................................................... 102 Private Works ................................................................................................................................................................................................ 104 Statement of Borrowings ............................................................................................................................................................................... 104 Investments ................................................................................................................................................................................................... 105

Section 1 Introduction

Section 1- Introduction Mayor’s message I’m pleased to present to you Wingecarribee Shire Council’s annual 2013/14 Operational Plan and 2013-2017 Delivery Program. These plans are the first for the newly elected Council of 2012 and are our first formalised documents representing our vision for the future of the Shire. Both the four year Delivery Program and 2013/14 Operational Plan outline our program of works we plan on undertaking in the immediate future. The Operational Plan helps us set priorities and allocate financial, physical and human resources to meet these actionable projects and programs. In developing the 2013-17 Delivery Program, councillors agreed on many common goals. These include traditional core priorities for the next four years such as support for local businesses, promotion of the Moss Vale Enterprise Zone and economic stimulus for the development of new jobs. Promoting the Southern Highlands as a key visitor destination and implementing our tourism and re-branding strategies, prioritising a traffic management plan, developing youth, cultural, aged and disability plans are other key areas the councillors highlighted for attention. Other priorities high on our agenda include a continued focus on community engagement and public participation, protection of our Shire’s unique natural resources, enhancement of our pristine environment and encouraging greater recycling practices. But other goals and priorities nominated will undoubtedly be unique to this term of councillors. In the wake of the GFC and collapse of Lehman Brothers – from which Council recovered some $7 million of its collaterised debt obligations earlier this year - the councillors have earmarked prudent financial management and long-term fiscal sustainability as a key future driver. Overseeing all of this is the call for more open and transparent governance in an effort to allow greater accountability and probity into our decision-making processes and management of public monies. Unique or not, all of the priorities share a common theme. They are all directives from our residents and they will all be used as our core drivers for the next four years. Overshadowing all of this is undoubtedly the single largest change facing Wingecarribee Shire Council in decades. The imminent change to the structure of Local Government may well include boundary distributions and amalgamations. I have no doubt the 2013/14 Operational Plan and four year Delivery Program will be a watershed document for the future of both Council and the greater Wingecarribee Shire. Councillor Juliet Arkwright Mayor

General Manager’s message It gives me great pleasure to present to you Council’s 2013/14 Operational Plan and 2013-17 Delivery Program. This year’s document is especially significant as it marks the first Operational Plan and Delivery Program prepared by the newly elected Council of 2012. It details the councillors vision for the Shire’s future, prioritises our immediate 12 months of work and outlines our short-term program of projects. Together, these documents not only foreshadow our upcoming works, but help us to allocate the financial, physical and human resources to meet these projects. In brief, they will help shape our Shire’s future for the next 20 years and beyond. Major infrastructure works earmarked for the year ahead include the demolition of the former Mittagong Bowl Club and its subsequent return to public recreational reserve and commencement of community consultation into the refurbishment of Council’s Moss Vale Civic Centre. Continued priority will also be given to annual capital works projects such as our road rehabilitation and re-sealing programs, bridge maintenance and sports field improvement schemes and our water and sewer renewal programs. Just as important, this year will also see the culmination of many key infrastructure projects that were borne from previous Operational Plans and Delivery Programs. Multi-million dollar projects such as the Robertson Sewage Scheme and Moss Vale Indoor Aquatic Centre will both be completed within months of the release of this document. Other initiatives detailed within these documents build upon previous foundations. Our Information Kiosks and community engagement activities such as ‘Our Village, Our Future’ community building programs continue to build momentum. In fact our first village partnership project, the Balmoral Action Plan was launched in March of this year. Council’s Environment Levy initiatives including our Biodiversity Conservation, Landcare and Bushcare, and River Health and Wetlands and Biodiversity Conservation projects - which involve weed management, revegetation works and community education programs - are some of the schemes reaping the benefit of sustained support. Importantly, all of the projects and goals detailed within the 2013/14 Operational Plan and 2013-17 Delivery Program are being undertaken whilst employees focus on continued improvement practices utilising the business excellence framework to increase Council’s public value and improve the delivery of our services to our customers and ratepayers. In closing I would like to thank the new term of councillors for their involvement in the preparation of this year’s Operational Plan and Delivery Program. I would also like to congratulate both the staff who compiled the information contained within these documents and those involved in the physical delivery of the projects and goals. Jason R Gordon General Manager

Councillors 2012-2016 Term

Mayor Juliet Arkwright

Councillor Ian Scandrett

Deputy Mayor Larry Whipper

CouncillorDuncan Gair

CouncillorGraham McLaughlin

Councillor Gary Turland

Councillor Holly Campbell

Councillor Jim Clark

Councillor John Uliana

0427 491 322 [email protected]

Wingecarribee Shire Profile Location Wingecarribee Shire is located 75 kilometres from the south western fringe of Sydney and 110 kilometres from Sydney central business district. The Shire lies within the Sydney – Canberra – Melbourne transport corridor on the Southern rail line and Hume Highway. The M5 motorway provides rapid access to Campbelltown, Liverpool and other key metropolitan centres within Sydney. Wingecarribee is also referred to as the Southern Highlands due to its position on a spur of the Great Dividing Range some 640 to 800 metres above sea level. Environment Wingecarribee Shire is rich in biodiversity with large areas of high conservation value including part of the World Heritage Greater Blue Mountains area and two declared wilderness areas. Environmental features include cold climatic conditions, rugged topography and significant areas of state forest, national park and other protected lands that form part of the Sydney Water catchment area. Eastern parts of the Shire are bounded by the Illawarra escarpment and Morton National Park. The north abuts Nepean and Avon dam catchments and is rugged eucalypt bushland. In the west, the Wollondilly and Wingecarribee rivers flow through deep sandstone valleys which form part of the Warragamba Dam catchment. Southern reaches of the Shire are bounded by Uringall Creek and comprise sandstone plateau dissected by deep gorges. Settlement Wingecarribee Shire is predominantly rural in character with agricultural lands separating towns and villages, characterised by unique landscape, aesthetic appeal. Development pressures are significant and include subdivision for residential and lifestyle purposes, infrastructure, industry and agriculture. The Southern Highlands forms part of Gundungurra tribal lands and preservation of Aboriginal heritage is significant. European settlement dates back to the early 1800s with first contact between Aboriginal people and Europeans occurred in 1798. Settlement followed in 1821 at Bong Bong. Urban settlement is concentrated in the Shire’s three main towns of Mittagong, Bowral and Moss Vale which lie in close proximity along the main north-south road network. Bundanoon, a smaller town is located 20km further south. Villages include Balmoral, Hill Top, Colo Vale and Yerrinbool in the northern reaches; Berrima and New Berrima west of Moss Vale; Exeter, Penrose and Wingello in the south, Burrawang and Robertson to the east. Population In 2010 we had a population of approximately 44,000 people, 1.3% of our residents identifying as Aboriginal, 32% aged 55 years or older, 15% born overseas, 4% speak a language other than English at home, 51% overweight or obese and 19.5% current smokers

Transportation Shire towns are linked by bus and rail services. Cityrail services link Yerrinbool, Mittagong, Bowral, Burradoo, Moss Vale and Bundanoon offering access to and from Sydney. CountryLink operates daily to and from Sydney, Canberra and Melbourne. Buses operate to and from Moss Vale to Nowra and Wollongong and link Colo Vale and Hill Top to Cityrail services at Picton. A taxi service operates ranks in all towns and a shuttle bus travels daily shuttle bus travels daily to Sydney Airport and CBD. While regular bus services operate between the Shire’s three main towns, Bundanoon and village communities are less well serviced. Due to low population densities inhibiting service viability, a majority of village communities have only the one school bus service and no servicing during weekends or school vacations. Community transport provided by volunteers is available for frail aged persons and people with a disability who are transport disadvantaged. Industry Since the mid 1980s, population growth, urbanisation and other changes have lead to declining numbers of persons working in primary industry and to the development of secondary and tertiary industries. By 2006, only 5% of the Shire’s labour force was engaged in agriculture, forestry, fishing or mining. Most common industries of employment are now retail and wholesale trade, manufacturing, health and community services, construction, education and training, recreation and hospitality. Industrial estates are located north of Mittagong and north-west of Moss Vale where Council is encouraging further industrial development within the Moss Vale Enterprise Zone. Due to the Shire’s numerous attractions, tourism will continue to offer prospects for economic growth. Level of tourist expenditure is one of the highest of any non-coastal local government area in NSW. Viticulture is a growing primary industry with close links to tourism. Anticipated population growth within the Sydney to Canberra corridor over the next 20 years to 2031 will present significant opportunities for future economic development and employment creation.

Executive Management Team

General ManagerJason Gordon The General Manager is responsible for the overall management of the Council as an organisation and the delivery of services and facilities in line with community direction and Council resource capacity.

Deputy General Manager - Corporate and StrategyAnn Prendergast

The Deputy General Manager of Corporate and Strategy is responsible for providing internal services to Council and assisting branches of Council to deliver services and facilities to the community to the best possible standards. Services are provided to the community in the areas of youth, aged, family day care, community and cultural development. Libraries, urban and rural planning, environmental education, natural resources and environmental health are also focus as well as economic development, tourism and asset management.

Deputy General Manager - OperationsPhil Marshall The Deputy General Manager of Operations is responsible for the design, construction and maintenance of the many Shire assets including regional and local roads, shared pathways, traffic facilities, water and sewer pipes, passive and active recreation areas and community buildings. Services are also provided to the community in the form of processing building and land use applications in line with regulations. The Southern Regional Livestock Exchange, Resource Recovery Centre and Swimming Pools are also within the Operations portfolio.

Mission, Vision & Values

OUR VISION OUR VALUES

Organisational Structure

General Manager

Deputy General ManagerCorporate & Strategy

ManagerCustomer & Information Services

Group ManagerTourism, Economic Development & Events

ManagerEnvironment & Sustainbility

Group ManagerStrategic & Assets

Group ManagerFinance & Corporate Services

Deputy General ManagerOperations

Group ManagerOperations

Group ManagerDevelopment Services

ManagerWater & Sewer & Business Units

ManagerProjects & Contracts

Position Statements Council has made their position clear on the following critical issues: Finance Council is committed to providing services and facilities to the community in a fiscally responsible manner and will continue to improve financial transparency and accountability. Environment Our local environment is unique, with rich biodiversity, complex ecosystem, intricate waterways, variety of landforms, soils and generous living conditions, which form the cornerstone of our habitation, heritage, and economic strength. It is a valuable resource, both for current and future generations. Council is committed to protection of our local environment, the prevention of pollution and degradation and improving the sustainability of our operations and services. Infrastructure Council has a role in establishing and maintaining infrastructure to provide a service to the community and will endeavour to balance strategic, community accessibility, asset life cycle, regulatory requirements, risk and environmental outcomes in it decisions. Asset standards and asset maintenance or service level may require adjustment to address gaps between expectation and affordability. Council will advocate to other levels of government for infrastructure that matches the evolving needs of the Shire’s population. Housing (affordable) It is expected that as the population increases and ages the number of multi unit residential and aged care developments that will be required will also increase. Council will promote choice in housing stock in terms of size and location to influence affordability to increasingly reflect household structure and occupancy rates and reduce dependency on energy and water. This will create a more diverse and connected community. Health Council will work positively through its local members to bring about the improvement to health services within the Shire through the financial support of the state and federal governments and the initiative of local and private practitioners. Transport Council supports transport systems that meet the needs of our community. Connectivity between and within towns and villages is essential for ensuring people with mobility restrictions are able to get to their place of destination with minimal obstacles. Transport networks need to be flexible, convenient and comfortable.

Employment and Workforce With our proximity to Sydney, Canberra and Wollongong the Shire has a strong base for economic development. The main contributors to employment include retail trade, manufacturing, health care and social assistance, accommodation and food services, education and training. Ageing In addition to planning for a larger population in coming years, the ageing population presents issues including mix of housing stock, aged care health and accommodation, transportability into and through towns, accessibility along paths and into community facilities and community safety generally. Ideally, older people should be supported to remain living at home in the community and to age in place, with the assistance of government and community. Youth A trend of concern to the community is that 50% of 12-17 youth cohort that move to the 18-24 cohort relocate out of the Shire for study, employment and wider opportunities. The youth cohort is declining as a proportion of the resident population of Wingecarribee Shire. For those that remain in the shire, Council will advocate to government, business and community to improve the mix of education and employment opportunities to provide youth with the choice to stay. Tourism Council acknowledges and will continue to support tourism as a key driver of the local economy, providing jobs and investment. Council has made significant investment in the visitor information centre and associated activities to establish the Southern Highlands as a destination of choice. Disability (services) With an aging population there will be an increase in the number of residents experiencing some form of disability particularly in the areas of hearing, visual, mental and physical ability to walk. Council designs footpaths and ramps to accommodate the increased usage of scooters and ensure access to public transport is fully accessible. Where plans are made to install new bus shelters, paths leading to the facility as well as the ability to board buses etc. will be constructed to enable people with disabilities to be able to access public transport. Council will undertake an audit of its facilities to ensure plans are in place to convert existing buildings so that they are fully accessible. Growth Council is committed to ensuring that growth of towns and villages does not compromise separation distance and that green belts are retained. Council also supports in-fill development where it is possible within regulatory requirements. This position must be balanced with need for greenfield development to accommodate an anticipated population increase to 58,700 by 2031 (NSW Department of Planning), from 47,000 in 2011. Future development issues have significant implications for the character and identity of towns, villages and the Wingecarribee Shire as a whole, particularly if not adequately managed.

Water Catchment Management Water is the source of life. Council recognises it is a limited and precious resource and the sustainable management of water catchment for environment and public health is essential. The protection of our water supply takes the highest precedence, ahead of any other development or gain. Education Council is committed to promoting the Southern Highlands as “The Smart Shire”. Projects that deliver benefits to the broader community, whilst meeting their diverse learning needs will be encouraged and supported. 53.5% of the Shire’s current population in the workforce has a tertiary qualification. Volunteers Council acknowledges and supports volunteering within the Shire and also utilises the skills and expertise of volunteers to assist in the delivery of services. Participation in our local community contributes to building community spirit as well as personal satisfaction and wellbeing. Heritage The Southern Highlands has a rich history which began with the traditional owners of the land, the Gundungurra and D’harawal people, and later European settlers who first explored the area in 1798. The region is today recognised for its impressive 18th and 19th century buildings and streetscapes as well as for its natural and farming landscapes. European settlement commenced in the area in the 1820s. Preservation of our heritage is key to retaining the character of our Shire. Council supports the preservation of heritage through the inclusion of development controls within the Planning Instruments as well as running programs which promote heritage such as the Heritage Festival, Heritage Assistance Scheme and free Heritage advice from a qualified Heritage Adviser. Rural Industries The Shire has a mix of traditional agriculture such as of beef cattle and dairying and more recent boutique agriculture such as vignerons, berry farming, mushroom farming and truffles. Agribusiness has strong foundations for tourism to the area by introducing farmgate opportunities to customers as well as encouraging local producers to participate in farmers markets in the larger towns. Council acknowledges the issue of future food security needs of the population. With expected climate change, increased population growth in the Sydney basin and across the world, the ability for the world to produce enough food to feed the planet is becoming an ever increasing concern for governments and aid organisations. Wingecarribee Shire has good soils for agriculture, good rainfall patterns and a cool – temperate climate conducive to a range of food producing forms of agriculture. Therefore it is prudent to maintain and protect potential food productive areas through land use planning and zoning controls.

Community and Technology With the advancement of technology and the general population’s ability to access internet, social media etc, there are more opportunities to engage the community in Council business than the traditional methods of letters and newspapers advertisements. These new more recent forms of communication are also more cost effective. Council will continue to develop its website and open up other ways for the community to participate in the monitoring and evaluation of Council projects etc. Council runs numerous events throughout the year. Events are a way of involving the community in a friendly and fun way where the community can interact and celebrate their community and its achievements. Animal Welfare Council would like to ensure that all animals of our Shire are cared for responsibly. This will occur through enforcement of development requirements for buildings that house animals and informing the community of legal and human obligations required of all companion animal owners, as well as those who are thinking about acquiring a pet. Groundwater Our groundwater is a valuable resource and although it is hidden it cannot be taken for granted. Much of our groundwater is connected to surface water with consequent impacts on stream flows, aquifer recharge, groundwater dependent ecosystems, and water quality. It is neither fully understood nor managed as well as it needs to be if this valuable resource is to be sustained into the future. Our groundwater reserves are coming under increasing pressure from extraction demand, and uncontrolled discharges and the cross-contamination of aquifers. Council recognises groundwater quality and quantity requires careful management. Coal Mining The mining of coal and other related activities such as Coal Seam Gas Extraction, have the potential to impact the viability of the Shire’s rural industries and negatively impact upon the Shire’s unique scenic qualities. The Shire’s location within the sensitive water catchment for Sydney’s drinking water is a critical consideration in determining the suitability of Wingecarribee for these activities. As a result of genuine concern about these issues, Council has passed two detailed resolutions MN501/10 from 24 November 2010 meeting and MN251/11 from 13 July 2011 meeting. Climate Change Council recognises the scientific and government position on climate change. It is understood that climate change may manifest as variable and intense weather patterns causing environmental, economic and social harm through drought, flood, bushfire, storm and sea level rises. Council is committed to developing adaptation plans and monitoring the carbon price to ensure we are well placed to lead, facilitate and advocate for our community and also make sound business decisions.

Integrated Planning and Reporting Framework All councils in New South Wales work within the Integrated Planning and Reporting framework as shown below. It recognises that council plans and policies should not exist in isolation and are connected and linked to the communities aspirations.

Community Strategic Plan - Wingecarribee 2031+ The Wingecarribee 2031+ (W2031+) vision is “A healthy and productive community, learning and living in harmony, proud of our heritage and nurturing our environment.” Wingecarribee 2031+ (W2031+) our future, our choice is the blueprint for the future of the Southern Highlands. It represents the vision, aspirations, goals, priorities and challenges for our community. The purpose of Wingecarribee 2031+ is to:

Describe the vision and goals the community has for this Shire Outline the strategies to achieve the vision and goals Provide a long term focus for decision making and resource allocation Provide a basis for measuring our progress Provide an opportunity for community participation in decision making Address social, economic, environmental and civic leadership issues

W2031+, as developed by the community, will be maintained and implemented by Council on behalf of the Wingecarribee local government area. It is a plan for the future of the Shire and will be a guide for other levels of government, private business and non-government agencies. This framework is underpinned by the principles and values of social justice and sustainability and is built around five (5) themes. Council recognises that they are inextricably linked and should not be viewed in isolation.

Delivery Program Our Delivery Program sets out the principal activities Council will undertake across the full range of Council’s operations. These activities directly address the Goals and Strategies outlined in W2031+. These activities are those that Council have the responsibility and capacity to implement through links to Council’s Resourcing Strategy. The Delivery Program will run for four (4) years covering a Council term. Operational Plan This Operational Plan supports implementation of the 2013-2017 Delivery Program and outlines in more detail the individual actions and activities that Council will undertake in the 2013/14 financial year. This plan links directly to Wingecarribee 2031+ (W2031+) our future our choice, Council’s Delivery Program and Resourcing Strategy and should not be read in isolation. These plans can be viewed on Council’s website at www.wsc.nsw.gov.au

How to read this document Section 2 of this document is structured by Council’s corporate planning framework which is in alignment with the themes of W2031+, under the headings of:

Leadership People Places Environment Economy

Each theme contains the following: 2013-2017 Delivery Program

Objectives, relevant W2031+ strategy and measures of progress A table outlining which W2031+ strategies will be the focus of Council’s efforts during 2013-2017

2013/14 Operational Plan

Definitions of the principal activities Council will undertake For each principal activity the programs/projects Council will undertake, branch responsible for implementation, link to 2013-2017

Delivery Program objective and the source of funding, defined as follows: o General Fund – Council’s base budget o Environment Levy – Environment Levy funds o IRS – Infrastructure Renewal Strategy funds o Water Fund – Fees and charges collected for provision and usage of water o Sewer Fund – Fees and charges collected for provision of sewer services o Grant Funding – Funds obtained from successful grant applications o WaSIP – Waste and Sustainability Improvement Payment

Section 3 of this document contains the Statement of Revenue Policy, which includes details of:

Estimated income and expenditure Ordinary rates and special rates Proposed fees and charges Council’s proposed pricing methodology Proposed borrowings

Reporting We will monitor our progress towards achieving the goals and strategies of W2031+ through the implementation objectives, programs and projects identified in this plan. The following reports will be provided:

Quarterly budget review statements and a revision of budget estimates Six monthly progress reports on progress of implementation of the Delivery Program objectives Annual Report detailing implementation of the Delivery Program, audited financial statements and information as required by Clause

217 of the Local Government (General) Regulation 2005.

Section 2

2013-2017 Delivery Program and 2013/14 Operational Plan

Section 2 – 2013-2017 Delivery Program and 2013/14 Operational Plan Leadership 2013-2017 Delivery Program objectives Objectives Responsible branch Relevant W2031+ strategy

Direct Indirect DP01 Continue a focus on community engagement by ensuring participation in

decision making Strategic and Assets 1.4.1 1.1.2, 1.3.4,

1.4.2, 1.4.3 DP02 Ensure timely, accurate and open communications Media and

Communications 1.1.2 1.4.2

DP03 Undertake responsible financial management focussing on long term sustainability

Financial Services 1.2.3 1.5.3

DP04 Our leadership is based on open, transparent and ethical governance Governance, Legal and Human Resources

1.1.1 1.1.3

DP05 Develop a strategic position to industry change Organisational Support 1.1.3 1.3.2 DP06 Develop and maintain an engaged and safe workforce to meet the

objectives of Council Governance, Legal and Human Resources

Operational activity

DP07 Information and communication technology that provides contemporary business solutions

Customer and Information Services


DP08 Undertake a program of continuous improvement to deliver public value Organisational Support Operational activity Measuring Progress The following performance indicators will be measured every two years through our Community Satisfaction Survey:

Overall performance of Council Importance of and satisfaction with:

- Opportunities to participate in decision making - Council provision of information to residents

2013-2017 focus for implementation of W2031+ Goal 1.1 Our leadership is based on mutual trust to foster and embody values of respect, responsibility, integrity and ethical

governance 2013-2017 Delivery Program

Direct Indirect 1.1.1 Ensure systems and processes are in place to achieve mutual trust and collaboration 1.1.2 Foster respect through continuing engagement and communication activities using a variety of modes and mediums 1.1.3 Change our paradigm from self-interest to mutual benefit Goal 1.2 Wingecarribee leadership is visionary through creative thinking and practical planning 1.2.1 Provide opportunities to participate in futures thinking and nurture ideas 1.2.2 Encourage creativity in utilisation of our community assets 1.2.3 Ensure all ideas and proposals are assessed on their life cycle impacts Goal 1.3 The Wingecarribee community has strong networks that supports collaboration, partnerships and empowerment 1.3.1 Identify good examples of leadership and map community assets (individuals, organisations and institutions) 1.3.2 Stimulate networking in local communities and across areas of common interest 1.3.3 Foster and support diverse interest groups to harness the skills, passion, time and commitment of community members and

organisation, and to leverage effective participation

1.3.4 Facilitate and support leadership within the community by removing barriers to participation Goal 1.4 1.4.1 Create a focus on community engagement 1.4.2 Invest in communication technology for direct interaction with the community 1.4.3 Ensure the implementation and review of Wingecarribee 2031+, and plan by continuing engagement with the community Goal 1.5 We all together in a flexible and responsive way utilising community values to achieve our vision for Wingecarribee

2031+

1.5.1 Create an inclusive process for measurement and celebration of progress toward achieving the goals of W2031+ 1.5.2 Solicit widespread public endorsement which directs and empowers action from 2010 to 2031 by the whole community 1.5.3 Ensure important decision are made on the basis of how they meet our goals

Indicates which W2031+ strategies will be addressed through the 2013-2017 Delivery Program objectives

Council’s Functions The Leadership principal activities Council will undertake during 2013/14 include: Principal Activity Description

Corporate Governance and Support Support Council and the community by administering Council’s activities and services in accordance with ethical, statutory and best industry practice standards. Provide support services to meet council's needs. Undertake risk management and workplace health and safety support services.

Corporate Strategy and Improvement

Implementation and progression of Council’s Integrated Planning and Reporting Framework to enable the achievement of Council’s strategic and operational objectives. Facilitate utilisation and implementation of improvement tools such as the Australian Business Excellence Framework. Facilitate implementation of an Integrated Management System.

Financial Services Manage funding sources to enable the attainment of Council’s service objectives. Ensure timely fulfilment of corporate/legislative obligations. Manage Council’s funds to industry best practice standards.

Human Resources Provide human resources, training and staff development support services. Achieve excellence in the recruitment, retention and training of employees.

Information Services Provide the necessary equipment and resources to support the current and future information and technology requirements of the organisation

Community Engagement, Communication and Customer Service

Actively engage and communicate with the community to enable participation in transparency in decision making and provision of information. Provide an effective and professional communication and information service between the Community and Council. Provide a friendly and helpful point of first contact for the Shire.

2013/14 Operational Plan projects Program/projects Responsible

branch Funding Source

Delivery Program Link

Corporate Governance and Support OP001 Ensure ethical governance of council is implemented and maintained Governance,

Legal & HR General Fund DP04

OP002 Provide support Councillors to perform their roles Governance, Legal & HR

General Fund DP04

OP003 Implement modern systems for meeting agenda & minute preparation Governance, Legal & HR

General Fund DP04

OP004 Ensure completion of governance statutory reporting Governance, Legal & HR

General Fund DP04

OP005 Ensure committee structure enables implementation of W2031+ Governance, Legal & HR

General Fund DP04

OP006 Develop a fraud control Policy and conduct a fraud assessment Governance, Legal & HR

General Fund DP04

OP007 Develop a Compliance Register to ensure legislative and regulatory obligations are met

Governance, Legal & HR

General Fund DP04

OP008 Council to review its Membership of Audit committee having regard to DLG Guidelines


General Fund DP04

OP009 Implement actions from the 2012/13 Integrated Risk Management Improvement Plan (IRMIP)


General Fund DP04

OP010 Implement Council's corporate risk management software (QSE) Governance, Legal & HR

General Fund DP04

OP011 Undertake corporate risk activities Governance, Legal & HR

General Fund DP04

OP012 Implement the Statewide Risk Management Action Plan (RMAP) Governance, Legal & HR

General Fund DP04

OP013 Claims Management (Excluding Motor Vehicle claims) Governance, Legal & HR

General Fund DP04

OP014 Ensure all Council insurances are renewed Governance, Legal & HR

General Fund DP04

OP015 Coordinate Emergency Planning activities at Council Governance, Legal & HR

General Fund DP04

OP016 Review Complaints Handling Policy, particularly in relation to unreasonable complainant conduct and report on complaints received


General Fund DP04

OP017 Provision of internal legal advice Governance, Legal & HR

General Fund DP04

Program/projects Responsible branch

Funding Source


OP018 Provision of administrative support to internal customers Governance, Legal & HR

General Fund DP06

OP019 Implement Workplace Health and Safety Strategic Plan Target:

Lost Time Injury rate of 4.28 or lower (DLG average) All injuries report to StateCover with 2 business days Reduce the number of significant injuries (on 2012/13 figures) Reduce number of injuries resulting from manual tasks by 10% (on

2012/13 figures) Managers complete minimum of one workplace inspection each

month


General Fund DP06

OP020 Benchmark Workplace Health and Safety activities Target:

Improve overall conformance to AS4801 StateCover Tool by 5 % (on 2012/13 figures)


General Fund DP06

OP021 Continue WorkCover Alliance Governance, Legal & HR

General Fund DP06

OP022 Maintain Workplace Health and Safety management system Governance, Legal & HR

General Fund DP06

OP023 Conduct Councils safety awards Governance, Legal & HR

General Fund DP06

OP024 Conduct health monitoring Audiometric testing Hep A and Hep B immunisation status of employees Asbestos screening with DDB Lung Bus Chemicals testing for employees


General Fund DP06

OP025 Facilitate the Workplace Health and Safety Committee


General Fund DP06

Corporate Strategy and Improvement OP026 Continually improve Council’s Integrated Planning and Reporting

framework and meet legislative requirements Organisational Support

General Fund DP08

OP027 Facilitate and monitor Council’s continuous improvement program Organisational Support

General Fund DP08


Funding Source


Financial Services OP028 Maintain Long Term Financial Plan Finance and

Corporate Services

General Fund DP03

OP029 Review and ensure Quarterly Budget Review Statement compliance requirements are met

Finance and Corporate Services

General Fund DP03

OP030 Ensure compliance with statutory financial reporting Finance and Corporate Services

General Fund DP03

OP031 Manage Council’s investment portfolio Finance and Corporate Services

General Fund DP03

OP032 Levy rates and process Water and Sewer accounts Finance and Corporate Services

General Fund DP03

OP033 Investigate options and tools for provision of budget information to Managers


General Fund DP03

OP034 Review plant subsidiary ledger Finance and Corporate Services

General Fund DP03

OP035 Ensure accurate processing of creditor payments in accordance with internal controls, delegations and terms of business


General Fund DP03

OP036 Process payroll payment and undertake payroll activities in accordance with internal controls and compliance with the NSW Local Government (State) Award


General Fund DP03

Human Resources OP037 Implement salary system review Human

Resources General Fund DP06

OP038 Build a high performance organisational culture by improving leadership skills of the organisation

Human Resources

General Fund DP06

OP039 Consolidating the value-add to the organisation through the implementation of the business partnership model and establish Service Level Agreement’s

Human Resources

General Fund DP06


Funding Source


OP040 Optimise functionality of E-Recruit and improve human resources information system employee database.

Human Resources

General Fund DP06

OP041 Embed performance management in the organisation with a view to employing technology to manage the administration of this process

Human Resources

General Fund DP06

OP042 Implement mechanism to ensure professional and competency development is in line with needs with development needs and organisational objectives

Human Resources

General Fund DP06

OP043 Improve Human Resources transactional functions including review of policies, forms, documents, related publications and work practices ensuring compliance with legislation and organisations needs.

Human Resources

General Fund DP06

OP044 Conduct employee service and recognition awards Human Resources

General Fund DP06

Information Services OP045 Implement priority actions from information and communications

technology review Customer and Information Services

General Fund DP07

OP046 Increase understanding of critical support to business operations Customer and Information Services

General Fund DP07

OP047 Improve the quality of information held by Council for managing information and communications technology systems


General Fund DP07

OP048 Improve the project outcomes for information and communications technology projects


General Fund DP07

OP049 Maintain current level of service to the organisation for information and communication technology


General Fund DP07

OP050 Developing options for response to structural change Customer and Information Services

General Fund DP07

OP051 Improve knowledge management at Council Customer and Information Services

General Fund DP07


Funding Source


OP052 Improve the support for the Corporate (line of business) applications Customer and Information Services

General Fund DP07

OP053 Assess the alignment of current corporate systems with the needs of the business


General Fund DP07

Community Engagement and Customer Services OP054 Implement community engagement policy and framework across council Strategic &

Assets General Fund DP01

OP055 Review and support community engagement practices, guidelines and tools

Strategic & Assets

General Fund DP01

OP056 Regularly engage with the community regarding issues specific to towns and villages

Strategic & Assets

General Fund DP01

OP057 Coordinate the delivery of community engagement training Strategic & Assets

General Fund DP01

OP058 Build on customer service ‘people’ improvement program Customer and Information Services

General Fund DP02

OP059 Build on customer service ‘process’ improvement program Customer and Information Services

General Fund DP02

OP060 Build on customer service ‘promotion’ improvement program Customer and Information Services

General Fund DP02

OP061 Develop Communications Strategy Media & Communications

General Fund DP02

OP062 Foster and develop social media channels Media & Communications

General Fund DP02

OP063 Identify localised communications channels Media & Communications

General Fund DP02

OP064 Ensure communications mediums support the implementation of W2031 + strategies

Media & Communications

General Fund DP02

People 2013-2017 Delivery Program objectives Objectives Responsible branch Relevant W2031+ strategy

Direct Indirect DP09 Facilitate and enable community development, with particular focus on

targeted community groups such as young people, seniors, aboriginal people and people with a disability

Strategic & Assets 2.4.1 2.4.2, 2.4.3

DP10 Provide and plan for community services and facilities to suit community needs, including family day care, libraries and pools.

Strategic & Assets 2.1.3 2.2.2, 2.3.1

DP11 Foster, support and encourage arts and culture Strategic & Assets 2.1.2 2.1.1, 2.1.3 DP12 Provide and maintain parks, sports facilities and open spaces that meet

the needs of our community Operations 2.2.4

DP13 Continue to support and develop community events Strategic & Assets 2.4.4 2.1.2, 2.2.2, 2.4.1

Measuring Progress The following performance indicators will be measured every two years through our Community Satisfaction Survey:

Importance of and satisfaction with: - Festivals and events - Community safety/crime prevention - Support for aged persons - Support for people with a disability - Support for youth - Support for the aboriginal community - Provision and operation of libraries - Provision and maintenance of swimming pools - Provision and maintenance of playgrounds - Provision and maintenance of sporting facilities - Provision and maintenance of local parks and gardens

2013-2017 focus for implementation of W2031+ Goal 2.1 Wingecarribee community has access to a variety of cultural, recreational and sporting opportunities 2013-2017 Delivery Program

Direct Indirect 2.1.1 Leverage and network what we have that is good and working well in a particular field to establish core working groups that

with Council collaboration and support, will provide leadership, coordinated planning and funding

2.1.2 Foster community participation 2.1.3 Council actively facilities and supports the coordinated use of existing public and private facilities to ensure equitable access Goal 2.2 Wingecarribee people have a healthy lifestyle and inclusive community 2.2.1 Increase access to fresh local produce for all and build local security through supporting local food production and

consumption

2.2.2 Increase community inclusion, cohesion and social interaction 2.2.3 Foster preventative health systems and activities to promote physical, mental and social health 2.2.4 Provide structure in the Shire to encourage physical activities and enable access Goal 2.3 Services and facilities are provided locally to meet the needs of our community 2.3.1 Create community hubs to engage residents and organisations in the provision of appropriate decentralised or mobile

essential services

2.3.2 Maintain strong public institutions and facilities in the district to match the evolving needs of the community 2.3.3 Prioritise improved, environmentally sensitive public and private transport within and between villages and towns Goal 2.4 Wingecarribee fosters a diverse, creative and vibrant community 2.4.1 Proactively value, attract and hold a diverse population of young people, families, cultures and socio-economic backgrounds

to the Shire to ensure a balanced community

2.4.2 Identify and measure social trends and issues to enable formal and informal development of appropriate leadership, knowledge, skills and early responsiveness

2.4.3 Engage the under-represented in the life and decision making of the Shire 2.4.4 Encourage and implement activities that strengthen community spirit

Council’s Functions The People principal activities Council will undertake during 2013/14 include: Principal Activity Description

Community Planning and Development

Investigation, planning, coordination and provision of Community Services including arts, cultural, youth, senior, disability and recreational services.

Library Services Develop and manage library services to meet the needs of the Shire’s residents and ratepayers. Provide the community with easily accessible information and technology services.

Children’s Services Provide a Family Day Care Scheme for the Shire. Support a range of affordable and accessible childcare services for the Shire.

Community Facilities Provide fun, safe, healthy and accessible facilities to meet the needs of residents and visitors (including sport, recreation and aquatics). Management of public cemeteries in the Shire.

Parks and Open Space Maintenance and Improvement

Routine and preventative maintenance of open space systems. Provide clean, safe and vibrant parks and reserves where residents and visitors can enjoy the outdoors. Manage and develop facilities to improve the function, safety and utilisation of parks and reserves for the benefit of residents and visitors.


branch Funding source

Delivery Program link

Community Planning and Development OP065 Completion and implementation of Ageing Strategy Strategic & Assets General Fund DP09 OP066 Implementation of Disability Action Plan Strategic & Assets General Fund DP09 OP067 Implementation of Cultural Strategy Strategic & Assets General Fund DP09 OP068 Development of Youth Strategy Strategic & Assets General Fund DP09 OP069 Development of Aboriginal and Torres Strait Islander population Strategy Strategic & Assets General Fund DP09 OP070 Hold community events, including:

Seniors Week Youth Week NAIDOC Week Harmony Day Heritage Week

Strategic & Assets General Fund DP13

OP071 Rollout the Our Village Our Future project to Hill Top and Robertson Strategic & Assets General Fund DP09 OP072 Facilitate Council Committees Strategic & Assets General Fund DP09 OP073 Administer Community Grants Program Strategic & Assets General Fund DP09 OP074 Coordinate and run childhood immunisation clinics Environment &

Sustainability General Fund DP09

Library Services OP075 Review library services and community needs in line with the development of

Master Plans, demographic changes and community demand Customer and Information Services

General Fund DP10

OP076 Maintain current library levels of service Provide access to modern and relevant collections of books,

periodicals, multimedia and other items Promote the availability of ebooks Provide school holiday activities Provide a mobile lending service for remote areas Provide public access to computers and wifi Provide access to the Local History Collection


General Fund DP10

Children’s Services OP077 Implement Children’s Services Quality Improvement Plans Strategic & Assets General Fund DP10 OP078 Operate Family Day Care Services within the Shire Strategic & Assets General Fund DP10 OP079 Operate Out of School Care Strategic & Assets General Fund DP10


Funding source


Community Facilities OP080 Facilitate 355 Management Committees Strategic & Assets General Fund DP10 OP081 Progress Bowral Memorial Hall Strategic & Assets General Fund DP10 OP082 Progress Regional Art Gallery Strategic & Assets General Fund DP11 OP083 Manage Mittagong Pool refurbishment Business Services General Fund DP10 OP084 Review management of Council pools Business Services General Fund DP10 OP085 Progress the covering of Moss Vale Pool

Target: On time, on budget Projects and Contracts

General Fund DP10

OP086 Oversee the development of plans for refurbishment of Mittagong Pool in 2014/15

Projects and Contracts

General Fund DP10

OP087 Develop a Recreation, Open Space and Community Facilities S94 Plan Strategic & Assets General Fund DP10

OP088 Manage new Animal Shelter project

Environmental Assessment

General Fund DP10

Parks and Open Space Maintenance and Improvement OP089 Undertake parks and reserves construction and/or upgrade capital works

program Target: On time, on budget

Operations IRS, Section 94

DP12

OP090 Undertake parks and reserves maintenance program Target: In accordance with SLA’s

Operations Environment Levy, IRS, General Fund

DP12

OP091 Undertake sports fields and sports facilities construction and/or upgrade capital works program Target: On time, on budget

Operations IRS, Section 94

DP12

OP092 Undertake sports fields maintenance program Target: In accordance with SLA’s

Operations IRS, General Fund

DP12

OP093 Undertake roadside vegetation management Operations Environment Levy, IRS, General Fund

DP12

Places 2013-2017 Delivery Program objectives Objectives Responsible branch Relevant W2031+ strategy

Direct Indirect DP14 Maintain rural landscape and separation distance between towns and

villages Strategic & Assets 3.2.1 3.2.3, 3.3.4

DP15 Retain, revitalise and strengthen special qualities of towns and villages Strategic & Assets 3.2.2 3.3.1, 3.3.3, 3.5.1, 3.5.2,

3.5.3 DP16 Plan and prioritise appropriate transport, traffic management and car

parking solutions for the Shire Strategic & Assets 3.1.4 3.1.1, 3.1.2,

3.1.3 DP17 Ensure appropriate development that suits the character and

demographics of the Shire Strategic & Assets 3.3.2, 3.1.6, 3.4.1,

3.4.2 DP18 Provide efficient and safe roads, shared, cycle and foot pathways and

drainage networks Operations 3.1.4 3.1.5

DP19 Ensure appropriate regulation and animal control throughout the Shire Environmental Assessment


DP20 Provide and maintain community and council buildings Operations Operational activity Measuring Progress The following performance indicators will be measured every two years through our Community Satisfaction Survey:

Importance of and satisfaction with: - Revitalisation/beautification of town and village centres as well as the surrounding areas - Protecting heritage values and buildings - Dog control - Cleanliness and functionality of public toilets - Availability of car parking the town and village centres - Cycle paths and walking tracks - Local traffic management - Availability of and access to public transport - Condition of local roads - Provision and quality of footpaths - Provision and maintenance of community halls/facilities - Managing development and building regulations - Providing adequate drainage

2013-2017 focus for implementation of W2031+ Goal 3.1 Wingecarribee is linked by an integrated and efficient transport network 2013-2017 Delivery Program

Direct Indirect 3.1.1 Provide convenient, affordable and high public transport to major urban centres outside Wingecarribee Shire 3.1.2 Connect towns, villages and employment centres with efficient public transport networks that are affordable, convenient,

flexible and comfortable

3.1.3 Provide comfortable and efficient transport interchanges at transport nodes 3.1.4 Provide safe and efficient road, cycle and where appropriate, walking paths between and within town and villages, and

conveniently located parking areas for cars and bicycles. Ideally, all roads serves to include provision for safe walking and cycling

3.1.5 Encourage walking and cycling 3.1.6 Encourage development that will increase the viability of public transport, cycling and walking infrastructure 3.1.7 Maximise the efficiency of freight transport through and within the area to encourage activities which will ise rail, provide local

employment and minimise impact on the Shire’s roads and residents

Goal 3.2 Wingecarribee has maintained a distinct character of separate towns and villages 3.2.1 Retain the rural landscape between towns and villages 3.2.2 Retain and make more distinctive the special qualities that make each town or village unique 3.2.3 Ensure growth of towns and villages does not compromise separation distance between those towns and villages Goal 3.3 Urban design in Wingecarribee creates inspiring places where people want to be 3.3.1 Strengthen the connectivity, liveability and vibrancy of towns and villages 3.3.2 Ensure future development respects the character of the areas in which it is located, and reinforce that character with

appropriately sited and designed new development

3.3.3 Encourage development that emphasises towns as distinctive destinations 3.3.4 Encourage responsible compact development and usable community space within the current urban growth boundary of

each town and village

Goal 3.4 Wingecarribee housing options are diverse 3.4.1 Provide for housing types that match projected demographic and household needs in appropriate locations 3.4.2 Provide housing options in all towns and villages that will enable residents to age in their communities 3.4.3 Provide for higher density development within the towns of Mittagong, Bowral, Moss Vale and Bundanoon 3.4.4 Promote ‘universal design’ in housing to enable people of all ages and abilities to live independently Goal 3.5 Wingecarribee is recognised as a place of significant heritage conservation 3.5.1 Identify and promote buildings, places, trees, gardens, landscapes and other areas of significant cultural heritage value 3.5.2 Ensure that that unique heritage qualities of towns, villages and special areas are protected 3.5.3 Recognise where the Shire’s cultural heritage contributions to its character and manager change appropriately to reinforce

local distinctiveness

Council Functions The Places principal activities Council will undertake during 2013/14 include: Principal Activity Description

Community Regulation Enforcement of regulations and complaint investigation to improve the amenity and safety of the local area. Companion animal regulation, collection and housing in accordance with legislative guidelines

Asset Management Ensure assets are maintained at a safe and functional standard and manage the utilisation of Council's assets to maximise provision of Council's services and facilities (within budget whilst aiming towards W2031+)

Construction and Maintenance of Infrastructure

Project management, supervision and construction of infrastructure provided by Council. Routine and preventative maintenance of Council’s civil infrastructure.

Depot Administration and Fleet Management

Management and administration of Council's depots, workshops and stores and compliance with legislative requirements. Manage Council’s plant and equipment in an efficient and cost effective manner.

Infrastructure Design and Support Investigation, design and cost estimates for infrastructure, survey, applications for grant funding and road safety.

Development and Building Services Consideration and approval of development applications, including relevant community engagement. Assessment and approval of construction applications and staged inspections of building works. Ensure everything built within the Shire is safe and enhances the community.

Community and Corporate Buildings Planning, design, construction, improvement, management and maintenance of Council's corporate and community buildings and facilities.

Strategic Planning Strategic planning to guide the long term development of the Shire in the best interests of the community. Plan and design a workable Shire that the meets community aspirations. Assessment of traffic generating development, strategic planning and assessing the need for new infrastructure. Design improved, more sustainable ways for the community to move throughout the Shire.




Community Regulation OP094 Undertake regular and frequent parking patrols

Target: Reduction in parking penalty infringement notices issued (on

2012/13 figures)


General Fund DP19

OP095 Encourage responsible pet ownership by preventing dogs from escaping and increase companion animals registration. Target:

Reduction by no less than 2% of wandering dogs and dog pickup customer requests (on 2012/13 figures)

Improve registered animals as a percentage of total companion animals by no less than 2% (on 2012/13 figures)


General Fund DP19

OP096 Conduct regular food shop inspections Number of food inspections undertaken % of con-compliance with critical food handling practices


General Fund DP19

OP097 Conduct On-Site Sewerage Management Systems inspections Target:

300 inspections % of major/minor failures identified


General Fund DP19

Asset Management OP98 Undertake Parks and Properties asset inventory and valuations Strategic & Assets General Fund DP20 OP99 Undertake Parks and Properties asset condition assessments Strategic & Assets General Fund DP20 OP100 Undertake Parks and Properties asset customer services and

investigation Strategic & Assets General Fund DP20

OP101 Develop Parks and Properties asset policies, strategies, plans and council reports


OP102 Undertake Parks and Properties budget and long term financial plan inputs


OP103 Undertake Roads and Drainage inventory and valuations Strategic & Assets General Fund DP18 OP104 Undertake Roads and Drainage asset condition assessments Strategic & Assets General Fund DP18 OP105 Undertake Roads and Drainage asset customer services and

investigation Strategic & Assets General Fund DP18

OP106 Develop Roads and Drainage asset policies, strategies, plans and council reports



Funding source


OP107 Undertake Roads and Drainage budget and long term financial plan inputs


OP108 Undertake traffic engineering and road safety programs Strategic & Assets General Fund DP18 Construction and Maintenance of Infrastructure OP109 Undertake Local Road construction capital works program

Target: On time, on budget Operations IRS, Grant

Funding, Section 94, Stormwater Drainage Levy

DP18

OP110 Undertake Local Road maintenance program Target: In accordance with Service Level Agreements (SLA’s), NATSPEC and traffic Committee requests

Operations IRS, Stormwater Drainage Levy

DP18

OP111 Undertake Regional Road construction capital works program Target: On time, on budget

Operations Grant Funding

DP18

OP112 Undertake Regional Road maintenance program Target: In accordance with SLA’s, NATSPEC and traffic Committee requests

Operations Grant Funding

DP18

OP113 Undertake footpaths, shared paths and cycle ways construction capital works program Target: On time, on budget

Operations IRS, Section 94, Grant Funding

DP18

OP114 Undertake footpaths, shared paths and cycle ways maintenance program Target: In accordance with SLA’s, NATSPEC and traffic Committee requests

Operations IRS, Grant Funding

DP18

OP115 Undertake road ancillaries construction capital works program Target: On time, on budget

Operations General Fund, Grant Funding, IRS

DP18

OP116 Undertake road ancillaries maintenance program Target: In accordance with SLA’s, NATSPEC and traffic Committee requests

Operations General Fund, IRS

DP18


Funding source


Development and Buildings Services OP117 Provide development, building assessment and certification services

Target: Maintain better than Division of Local Government Group 4 average. Determination of development application

Mean WSC = 33 days, Group 4 = 37 days Median WSC = 24 days, Group 4 = 25 days


General Fund DP17

OP118 Complete groundthruthing of swimming pools register and implement inspection program


General Fund DP19

OP119 Complete groundthruthing of fire safety database and implement inspection program


General Fund DP19

Depot Administration and Fleet Management OP120 Support and maintain operational works and ensure effective fleet

management Target:

Achieve best value Procurement of goods and services for Operations undertaken in accordance with the Act, Division of Local Government guidelines

Implement activity based costing and financial reporting for Operations budget to manage resources

Increase private works and external income Ensure roads and bridges construction projects conform to

International Organisation for Standardisation standards for quality, safety and environment

Manage fleet in accordance with asset management principles and IPWEA guidelines to ensure optimum utilisation and replacement timing

Operations General Fund DP18

Infrastructure Design and Support OP121 Supply of survey and designs

Target: On time, on budget

Operations General Fund DP18

Community and Corporate Buildings OP122 Clean and maintain Council facilities Operations General Fund DP20 OP123 Progress options for the future of Council’s Civic Centre Projects and

Contracts

General Fund DP20


Funding source


Strategic Planning OP124 Finalise and implement Local Planning Strategy Strategic & Assets General Fund DP14 OP125 Complete Moss Vale Traffic Study Strategic & Assets General Fund DP16 OP126 Continue identification and listing of potential heritage items Strategic & Assets General Fund DP15 OP127 Prepare heritage assistance policy and education program Strategic & Assets General Fund DP15 OP128 Review water and sewer developer servicing plans Strategic & Assets General Fund DP17 OP129 Consultation and adoption of Town Centre Masterplans Strategic & Assets General Fund DP15

Environment 2013-2017 Delivery Program objectives Objectives Responsible branch Relevant W2031+ strategy

Direct Indirect DP21 Protect and enhance our natural environment Environment &

Sustainability 4.1.1 4.1.2, 4.1.3

DP22 Ensure development doesn’t threaten underpinning natural resources of the Shire

Environment & Sustainability, Strategic & Assets, Environmental Assessment

4.2.2

DP23 Promote and encourage waste minimisation and recycling Business Services 4.3.1 4.3.3 DP24 Reduce Council’s environmental footprint Environment &

Sustainability, Strategic & Assets, Operations

4.2.1 4.4.3, 4.4.4

DP25 Provide efficient and effective water and sewerage services to the community

Business Services Operational activity

Measuring Performance The following performance indicators will be measured every two years through our Community Satisfaction Survey:

Importance of and satisfaction with: - Litter control and rubbish dumping - Green waste collection - Resource recovery centre - Domestic garbage collection - Support for community environmental initiatives - Restoration of natural bushland - Healthy, natural urban streams and creeks but not rivers - Encouraging recycling - Encouraging waste reduction initiatives - Town water quality (taste, smell and colour)

2013-2017 focus for implementation of W2031+ Goal 4.1 Wingecarribee’s distinct and diverse natural environment is protected and enhanced 2013-2017 Delivery Program

Direct Indirect

4.1.1 Conserve the key natural resources of the Shire water catchments, arable land, key wildlife corridors, vegetation and scenic landscapes

4.1.2 Maintain and enhance biodiversity 4.1.3 Ensure no net loss of the natural resources of the Shire by the replacement and/or offset of the unavoidable loss of trees,

vegetation and other resources using an effective and transparent offset formula.

Goal 4.2 Wingecarribee communities live sustainability by choice 4.2.1 Establish mitigation and adaption plans and imagine a very different world in 2031. Take into consideration the realities of

peak oil, climate change, steady state economy and population growth

4.2.2 Ensure that no development takes place in Wingecarribee that would threaten the underpinning natural resources of the area as a water catchment, food bowl, and tourist and recreational attraction

4.2.3 Engage and encourage community by developing programs to explore ways by which we may all live more sustainably 4.2.4 Educate the community about how to live sustainably 4.2.5 Regulate and encourage the community to maximise sustainable living through best building practice Goal 4.3 Wingecarribee achieves continuous reduction in waste generation and disposal to landfill 4.3.1 Minimise waste through education, promotion of alternatives, financial incentives, prosecution of dumpers and Council’s own

waste management program

4.3.2 Promote Product Stewardship (PS) and Extended Producer Responsibility (EPR) at a local level 4.3.3 Continue to reduce, reuse, recycle and return to maker 4.3.4 Promote alternatives to single use packaging and other disposables Goal 4.4 Wingecarribee community has a carbon neutral economy 4.4.1 Promote the type of development that would reduce the use of fossil fuel 4.4.2 Encourage residents and businesses to source goods locally 4.4.3 Promote local sources of renewable energy 4.4.4 Monitor and publish performance of the reduction and offsetting of greenhouse gas emissions

Council Functions The Environment principal activities Council will undertake during 2013/14 include: Principal Activity Description

Environmental Management Environmental management systems and policy development, environmental and sustainability initiatives and education and bushcare.

Water Management Provision of water to the Shire’s residents and businesses to necessary standards and meeting population demands

Sewer Management Provision of sewer services to the Shire’s residents and business to necessary standard and meeting population demands.

Waste Management Provide the community with waste removal, cleaning and education on waste minimisation practices. Help achieve continuous reduction of waste generation and disposal to landfill




Environmental Management OP130 Undertake and implement 2013/14 Environment Levy projects and

programs Environment & Sustainability

Environment Levy

DP21

OP131 Ensure council’s environment and health Policies are consistent with the vision of the Shire

Environment & Sustainability

General Fund DP21

OP132 Ensure currency of environmental information for Council and community Environment & Sustainability

General Fund DP21

OP133 Manage the implementation and delivery of Waste and Sustainability Improvement Payments (WASIP)


WASIP General Fund

DP21

OP134 Implement local dumping strategy


General Fund WASIP

DP23

OP135 Participate in Regional Illegal Dumping (RID) program


General Fund WASIP

DP23

OP136 Monitor Council’s water and energy consumption from Council operations and facilities, and identify opportunities to minimize consumption and costs in these areas.


General Fund WASIP, Environment Levy

DP24

OP137 Manage contamination and remediation issues at key Council contaminated sites


General Fund DP21

OP138 Incorporate appropriate bushfire control in Council managed bushlands Environment & Sustainability

General Fund IRS

DP21

OP139 Advocate to the appropriate authority issues relating to development in the Shire that would threaten the underpinning natural resources of the area

Environment & Sustainability. Strategic & Assets, Environmental Assessment

General Fund DP22

OP140 Undertake floodplain studies and stormwater/drainage master/management plans.


OP141 Undertake Water and Sewer asset inventory and valuations Strategic & Assets General Fund DP25 OP142 Undertake Water and Sewer asset condition assessments Strategic & Assets General Fund DP25 OP143 Undertake Water and Sewer asset customer services and investigation Strategic & Assets General Fund DP25 OP144 Undertake Water and Sewer asset policies, strategies, plans and council

reports Strategic & Assets General Fund DP25


Funding source


OP145 Undertake Water and Sewer budget and long term financial plan inputs Strategic & Assets General Fund DP25 OP146 Achieve and maintain ISO 14001 accreditation for roads and bridge

construction Operations General Fund DP21

OP147 Develop programs and processes that will improve the environmental management of operational activities and develop and implement quality procedures that support this activity

Environment & Sustainability, Operations

General Fund DP21

OP148 Ensure staff are aware of their environmental responsibilities Environment & Sustainability, Operations

General Fund DP21

Water Management OP149 Monitor water quality at key sites:

Recreational Council Pools


General Fund DP21

OP150 Monitor and sample water quality in Council’s reticulation system Environment & Sustainability

General Fund DP25

OP151 Undertake water reticulation construction capital works program Target: On time, on budget

Operations Water Fund DP25

OP152 Undertake water reticulation maintenance program Target: In accordance with SLA’s

Operations Water Fund DP25

OP153 Undertake water plant capital works program Target: On time, on budget

Business Services Water Fund DP25

OP154 Undertake water plant operation and maintenance program Target: In accordance with Water and Sewer Asset Management Plan


OP155 Implement and manage backflow protection program for council buildings as well as commercial and industrial buildings


Sewer Management OP156 Undertake sewer reticulation construction capital works program

Target: On time, on budget Operations Sewer Fund DP25

OP157 Undertake sewer reticulation maintenance program Target: In accordance with SLA’s

Operations Sewer Fund DP25

OP158 Undertake sewer plant capital works program Target: On time, on budget

Business Services Sewer Fund DP25

OP159 Undertake sewer plant operation and maintenance program Target: In accordance with Water and Sewer Asset Management Plan

Business Services Sewer Fund DP25

OP160 Manage trade waste program for commercial and industrial Business Services Sewer Fund DP25


Funding source


businesses OP161 Implement Robertson sewer scheme connection inspection program Environmental

Assessment General Fund DP25

Waste Management OP162 Develop Strategy and implementation plan for Welby Tip rehabilitation Business Services General Fund DP23 OP163 Meet State Government diversion rate at Resource Recovery Centre

Target = 66% Business Services General Fund

WASIP DP23

OP164 Ensure a balanced budget for the Resource Recovery Centre Business Services General Fund DP23 OP165 Operate Resource Recovery Centre in accordance with

Environmental Protection Authority license Business Services General Fund DP23

OP166 Develop asset management strategy for Resource Recovery Centre Business Services General Fund DP23 OP167 Manage and implement collection and transport contract for Domestic

Waste Business Services General Fund DP23

Economy 2013-2017 Delivery Program objectives Objectives Responsible branch Relevant W2031+ strategy

Direct Indirect DP26 Support local business and employment for economic growth Tourism, Economic

Development & Events

5.5.2 5.5.1, 5.5.7

DP27 Promote Moss Vale Enterprise Zone Tourism, Economic Development & Events

5.5.3

DP28 Continue to promote the Southern Highlands as a recognised tourism destination

Tourism, Economic Development & Events

5.2.2 5.2.1

DP29 Continue operations of Southern Regional Livestock Exchange Business Services Operational activity DP30 Review Council’s role in the promotion of learning across all

demographics Tourism, Economic Development & Events

5.1.1 5.1.2, 5.1.3, 5.5.8

DP31 Administer and manager Council owned land and operational property Finance and Corporate Services


Measuring Performance The following performance indicators will be measured every two years through our Community Satisfaction Survey:

Importance of and satisfaction with: - Support for local business and employment - Support for tourism

2013-2017 focus for implementation of W2031+ Goal 5.1 Wingecarribee is a centre for learning 2013-2017 Delivery Program

Direct Indirect 5.1.1 Promote the Southern Highlands as “The Smart Shire” by establishing a Community Learning Initiative (CLI), that delivers

benefits to the broadest spectrum of community members and meets our diverse learning needs as we progress through all life stages

5.1.2 Encourage the networking of learning and teaching communities across the Highlands 5.1.3 Expand further education and training institutes and opportunities available locally and leverage these to attract related public

and private sector research bodies

Goal 5.2 The ‘Southern Highlands’ is a recognised tourist destination throughout Australia 5.2.1 Develop and implement a compelling and competitive brand identity for the Southern Highlands, based on our distinctive

lifestyle factors of climate, horticulture, recreation, landscape and heritage

5.2.2 Develop and implement a comprehensive Tourism Strategy for the Southern Highlands, based on the unique Southern Highlands brand of climate, horticulture, recreation, landscape and heritage

Goal 5.3 Wingecarribee has agribusiness suited to our distinct climate and geography 5.3.1 Optimise our current agribusiness economy by developing closer and mutually beneficial relationships between producers

and consumers in the Southern Highlands

5.3.2 Develop and implement programs to extend our agribusiness economy by pursuing new lines of business which best fit our climate and brand identity

5.3.3 Attract agricultural industries and research institutes to establish operations within the Shire, both to support local producers and to design products and services for export to other markets

5.3.4 Encourage communities and residents to create a self-provisioning economy by growing their own food Goal 5.4 Sustainable business and industry thrive in Wingecarribee 5.4.1 Create green jobs and careers for multiple segments: engineers, designers, marketing, advertising, finance professionals,

and all trades people by establishing the Southern Highlands as a leading centre of industry, innovation and expertise for the "greening" of our residential built environment (both existing and new)

5.4.2 Establish the Southern Highlands as a leading centre of industry, innovation and expertise, which provides tried and tested, cost effective solutions for the sustainable management and use of scarce water resources

5.4.3 Exploit fast emerging business opportunities in the field of alternative and decentralised energy generation Goal 5.5 Wingecarribee’s diverse economy dries a wide range of job and career opportunities 5.5.1 Develop and implementation lobbying program to build a persuasive profile of the Southern Highlands as the destination

Shire for all public sector agencies considering relocations greenfield operations.

5.5.2 Council to develop and implement a plan to give full support to social and economic flourishing in the Shire, both directly and as a significant factor in its own right, and indirectly through facilitating broad-based community actions to drive social and economic development

5.5.3 Move full speed ahead with the development of Moss Vale Enterprise Zone 5.5.4 Optimise existing strengths in manufacturing and engineering clusters of enterprises, which cooperate to find new ways to

attract similar industries to relocate to the Southern Highlands

5.5.5 Build appropriate information and Communication Technology (ICT) as an important industry in its own right and as enabler for economic development generally

5.5.6 Turn ‘grey’ into ‘gold’ by attracting more retirees to the Shire and utilising their skills and experience to volunteer, work, run businesses, and pass on their wisdom to younger generations

5.5.7 Encourage school leavers to remain in the Shire by developing effective ‘Transition to Work’ programs 5.5.8 Work with neighbouring local Councils, business, business groups, business organisations, universities and TAFE to better

integrate economic strategies to maximise the economic opportunities for the whole of the region (i.e. the Sydney Canberra corridor)

Council Functions The Economy principal activities Council will undertake during 2013/14 include: Principal Activity Description

Economic Development Facilitate employment opportunity and economic gain for residents, businesses, developers and Council. Promote growth and sustainability of commercial and industrial centres

Tourism Management of the Visitor Information Centre, promotion and advocacy of the Destination Southern Highlands brand and provide support to local operators.

Entrepreneurial Business Provision of a leading livestock selling centre which services the region as a business unit of Council. Acquisition, management and development of operational property to maximise the available returns to enable Council to service the Community. Ensure development of Council owned land provides the best outcomes for the Community. Management of Council’s lease portfolio to maximise available returns to enable Council to service the Community. Manage Council’s properties effectively and efficiently.




Economic Development OP168 Review Economic Development Strategy Tourism, Economic


General Fund

DP26

OP169 Promote Moss Vale Enterprise Zone Tourism, Economic Development & Events

General Fund

DP27

OP170 Review Council’s role in the promotion of learning across all demographics Tourism, Economic Development & Events

General Fund

DP30

Tourism OP171 Implementation of Tourism Strategy Tourism, Economic


General Fund

DP28

OP172 Refit and upgrade Visitor Information Centre Tourism, Economic Development & Events

General Fund

DP28

OP173 Implement new Destination Southern Highlands website Tourism, Economic Development & Events

General Fund

DP28

OP174 Implement Destination Management Plan for Southern Highlands Tourism, Economic Development & Events

General Fund

DP28

OP175 Implement redeveloped membership program Tourism, Economic Development & Events

General Fund

DP28

OP176 Develop and implement annual Tulip Time Festival Tourism, Economic Development & Events

General Fund

DP28

OP177 Undertake My Southern Highlands local Community Ambassador Program Tourism, Economic Development & Events

General Fund

DP28


Funding source


Entrepreneurial Business OP178 Implement Southern Regional Livestock Exchange strategic plan

Target = throughput 72,000 Business Services General

Fund DP29

OP179 Review and update Council’s public land register to meet legislative requirements

Business Services General Fund

DP31

OP180 Provide property legal services to the organisation to manage and complete acquisitions, easements, licences, leases etc.

Business Services General Fund

DP31

Section 3 2013/14 Budget

Section 3 - 2013/14 Budget Budget Projections

Scenario: Base Case 2012/13 2013/14$ $

Income from Continuing OperationsRevenue:Rates & Annual Charges 47,848,256 50,553,338 User Charges & Fees 17,812,421 19,082,049 Interest & Investment Revenue 1,878,824 1,954,402 Other Revenues 622,661 1,096,464 Grants & Contributions provided for Operating Purposes 8,448,073 7,505,158 Grants & Contributions provided for Capital Purposes 6,202,425 4,458,754 Other Income:Net gains from the disposal of assets - - Joint Ventures & Associated Entities - - Total Income from Continuing Operations 82,812,659 84,650,165

Expenses from Continuing OperationsEmployee Benefits & On-Costs 29,649,871 31,208,858 Borrowing Costs 2,243,200 2,584,689 Materials & Contracts 15,967,839 15,999,955 Depreciation & Amortisation 22,955,208 23,529,088 Impairment - - Other Expenses 14,604,109 14,865,937 Interest & Investment Losses - - Net Losses from the Disposal of Assets - - Joint Ventures & Associated Entities - - Total Expenses from Continuing Operations 85,420,227 88,188,527

Operating Result from Continuing Operations (2,607,568) (3,538,363)

Discontinued Operations - Profit/(Loss) - - Net Profit/(Loss) from Discontinued Operations - -

Net Operating Result for the Year (2,607,568) (3,538,363)

Net Operating Result before Grants and Contributions provided for Capital Purposes (8,809,993) (7,997,117)

PROJECTED INCOME STATEMENT - CONSOLIDATED


ASSETSCurrent AssetsCash & Cash Equivalents 6,664,996 7,000,000 Investments 36,739,259 37,501,121 Receivables 6,881,670 7,785,796 Inventories 580,848 581,337 Other 561,126 567,185 Non-current assets classified as "held for sale" - - Total Current Assets 51,427,900 53,435,439

Non-Current AssetsInvestments 23,250,516 23,346,077 Receivables 126,000 126,000 Inventories - - Infrastructure, Property, Plant & Equipment 1,169,417,857 1,168,248,727 Investments Accounted for using the equity method - - Investment Property - - Intangible Assets - - Non-current assets classified as "held for sale" - - Other - - Total Non-Current Assets 1,192,794,373 1,191,720,804 TOTAL ASSETS 1,244,222,273 1,245,156,243

PROJECTED BALANCE SHEET - CONSOLIDATED

LIABILITIESCurrent LiabilitiesBank Overdraft - - Payables 8,267,209 8,012,970 Borrowings 2,543,664 3,229,328 Provisions 5,490,714 5,490,714 Liabilities associated with assets classified as "held for sale" - - Total Current Liabilities 16,301,587 16,733,012

Non-Current LiabilitiesPayables - - Borrowings 38,637,968 42,678,875 Provisions 356,286 356,286 Investments Accounted for using the equity method - - Liabilities associated with assets classified as "held for sale" - - Total Non-Current Liabilities 38,994,254 43,035,161 TOTAL LIABILITIES 55,295,841 59,768,174 Net Assets 1,188,926,432 1,185,388,069

EQUITYRetained Earnings 531,615,432 528,077,069 Revaluation Reserves 657,311,000 657,311,000 Council Equity Interest 1,188,926,432 1,185,388,069 Minority Equity Interest - - Total Equity 1,188,926,432 1,185,388,069

PROJECTED BALANCE SHEET - CONSOLIDATED


Cash Flows from Operating ActivitiesReceipts:Rates & Annual Charges 45,171,975 50,234,385 User Charges & Fees 21,098,245 18,935,466 Interest & Investment Revenue Received 1,383,089 1,945,085 Grants & Contributions 15,302,693 12,102,161 Bonds & Deposits Received - - Other 1,495,313 576,341 Payments:Employee Benefits & On-Costs (29,649,871) (31,208,858) Materials & Contracts (17,696,238) (15,989,294) Borrowing Costs (2,243,200) (2,903,536) Bonds & Deposits Refunded - - Other (14,604,109) (14,865,937)

Net Cash provided (or used in) Operating Activities 20,257,897 18,825,814

Cash Flows from Investing ActivitiesReceipts:Sale of Investment Securities 6,272,495 880,164 Sale of Investment Property - - Sale of Real Estate Assets - - Sale of Infrastructure, Property, Plant & Equipment 110,227 94,500 Sale of Interests in Joint Ventures & Associates - - Sale of Intangible Assets - - Deferred Debtors Receipts - - Sale of Disposal Groups - - Distributions Received from Joint Ventures & Associates - -

PROJECTED CASH FLOW STATEMENT

Payments:Purchase of Investment Securities (6,653,270) (1,737,586) Purchase of Investment Property - - Purchase of Infrastructure, Property, Plant & Equipment (33,146,292) (22,454,459) Purchase of Real Estate Assets - - Purchase of Intangible Assets - - Deferred Debtors & Advances Made - - Purchase of Interests in Joint Ventures & Associates - - Contributions Paid to Joint Ventures & Associates - -

Net Cash provided (or used in) Investing Activities (33,416,840) (23,217,381)

Cash Flows from Financing ActivitiesReceipts:Proceeds from Borrowings & Advances 12,500,000 7,500,000 Proceeds from Finance Leases - - Other Financing Activity Receipts - - Payments:Repayment of Borrowings & Advances (2,427,061) (2,773,429) Repayment of Finance Lease Liabilities - - Distributions to Minority Interests - - Other Financing Activity Payments - -

PROJECTED CASH FLOW STATEMENT

Net Cash Flow provided (used in) Financing Activities 10,072,939 4,726,571

Net Increase/(Decrease) in Cash & Cash Equivalents (3,086,004) 335,004

plus: Cash, Cash Equivalents & Investments - beginning of year 9,751,000 6,664,996

Cash & Cash Equivalents - end of the year 6,664,996 7,000,000

Cash & Cash Equivalents - end of the year 6,664,996 7,000,000 Investments - end of the year 59,989,775 60,847,197 Cash, Cash Equivalents & Investments - end of the year 66,654,771 67,847,197

Representing:- External Restrictions 47,270,662 49,514,598 - Internal Restricitons 19,565,028 18,670,781 - Unrestricted (180,919) (338,182)

66,654,771 67,847,197

2013/14 Budget – Income

Rates Annual Charges User Charges & Fees

Interest Received

Grants Contributions Other Operating Revenues

Reserves Loan Funds

32,383,224 20,728,564 20,797,519 1,879,402 8,712,870 18,045,879 1,572,053 2,172,624 7,500,000

Income by Type

2013/14 Budget – Expenditure

Leadership Economy People Places Environment$,000 13,824 2,528 9,837 42,758 44,845

Expenditure by Function

2013/14 Budget

2012/13 2013/14EXPENSES FORM ORDINARY ACTIVITIES

29,998,478 Employee Costs 31,593,60816,375,832 Materials & Contracts 16,765,9063,406,985 Borrowing Costs 2,997,408

20,148,760 Depreciation & Amortisation 23,529,08834,071,019 Other Operating Expenses 34,621,821

0 Loss from Disposal of Assets 0104,001,074 Total Expenses from Ordinary Actvities 109,507,832

REVENUES FORM ORDINARY ACTIVITIES(31,167,841) Rates (32,383,224)(19,197,704) Annual Charges (20,728,564)(19,968,552) User Charges & Fees (20,797,519)(1,803,824) Interest Received (1,879,402)(7,996,073) Grants (7,905,870)

(15,457,179) Contributions (14,941,626)(924,178) Other Operating Revenues (1,572,053)

0 Profit from Disposal of Assets 0(96,515,351) Total Revenues from Ordinary Actvities (100,208,257)

7,485,723 Operating Result Including Depreciation 9,299,574

ADOPTED BUDGET 2013/14 STATEMENT FINANCIAL PERFORMANCE

CONSOLIDATED ALL FUNDS

Add Back Expenses Not Involving Flow of Funds:(20,148,760) Depreciation (23,529,088)

(12,663,037) Operating Result Excluding Depreciation (14,229,514)

Add Non Operating Income(807,000) Capital Grants (807,000)

(4,863,652) Capital Contributions (3,104,254)(15,928,000) Capital Income Loan Funds (7,500,000)

Alow For Funds Deployed for Non - Operating Purposes:3,064,865 Repayment of Loans 3,117,059

32,122,821 Acquisition of Assets 20,923,719925,997 SUBTOTAL (1,599,990)

Transfer to/from Internally Restricted Funds:255,211 - Waste Reserve 171,346

(1,915,868) - Plant Reserve (1,980,124)109,153 - Computer Reserve 010,507 - Saleyards Reserve 17,223

390,000 - Land Rental Charge Reserve 690,000125,000 - Entrepreneurial Reserve 125,000

0 - Capital Projects Reserve 00 - Other Reserve - (Cemetery, Effluent, Tourism) 00 - Water Fund Reserves 1,221,601

(200,000) - Sewer Fund Reserves 1,354,944(300,000) TOTAL 0


CONSOLIDATED ALL FUNDS

2013/14 Budget – General Fund


25,128,958 Employee Costs 26,486,54812,696,743 Materials & Contracts 12,779,4671,349,661 Borrowing Costs 1,122,425

12,781,903 Depreciation & Amortisation 14,356,02027,503,383 Other Operating Expenses 27,795,262


REVENUES FORM ORDINARY ACTIVITIES(31,167,841) Rates (32,383,224)(5,831,651) Annual Charges (6,046,013)

(12,839,554) User Charges & Fees (12,717,044)(1,263,824) Interest Received (1,339,402)(7,695,073) Grants (7,597,870)

(15,457,179) Contributions (14,941,626)(886,178) Other Operating Revenues (1,534,053)




GENERAL FUND

2013/14 Budget – Water Fund


2,277,734 Employee Costs 2,379,1751,426,542 Materials & Contracts 1,547,142

177,000 Borrowing Costs 165,6413,976,281 Depreciation & Amortisation 4,586,5343,766,969 Other Operating Expenses 3,791,804


REVENUES FORM ORDINARY ACTIVITIES0 Rates 0

(2,844,563) Annual Charges (2,898,007)(6,164,296) User Charges & Fees (7,002,622)

(348,000) Interest Received (348,000)(163,000) Grants (163,000)

0 Contributions 0(38,000) Other Operating Revenues (38,000)



ADOPTED BUDGET 2013/14 STATEMENT FINANCIAL PERFORMANCEWATER FUND



Add Non Operating Income0 Capital Grants 0

(567,119) Capital Contributions (1,744,500)0 Capital Income Loan Funds 0

Alow For Funds Deployed for Non - Operating Purposes:210,936 Repayment of Loans 222,296

2,374,100 Acquisition of Assets 3,024,500108,303 SUBTOTAL (1,063,571)

Transfer to/from Internally Restricted Funds:0 - Waste Reserve 0

(108,303) - Plant Reserve (158,030)0 - Computer Reserve 00 - Saleyards Reserve 00 - Land Rental Charge Reserve 00 - Entrepreneurial Reserve - (Budget Surplus) 00 - Other Reserve - (Cemetery, Effluent,Capital Projects, WI 00 - Water Reserve 1,221,601

- Sewer Reserve0 TOTAL 0

ADOPTED BUDGET 2013/14 STATEMENT FINANCIAL PERFORMANCEWATER FUND

2013/14 Budget– Sewer Fund


2,591,786 Employee Costs 2,727,8862,252,547 Materials & Contracts 2,439,2971,880,324 Borrowing Costs 1,709,3423,390,576 Depreciation & Amortisation 4,586,5342,800,667 Other Operating Expenses 3,034,755


REVENUES FORM ORDINARY ACTIVITIES0 Rates 0

(10,521,490) Annual Charges (11,784,544)(964,702) User Charges & Fees (1,077,853)(192,000) Interest Received (192,000)(138,000) Grants (145,000)

0 Contributions 00 Other Operating Revenues 00 Profit from Disposal of Assets 0

(11,816,192) Total Revenues from Ordinary Actvities (13,199,397)


ADOPTED BUDGET 2013/14 STATEMENT FINANCIAL PERFORMANCESEWER FUND



Add Non Operating Income0 Capital Grants 0

(3,937,688) Capital Contributions (1,050,000)0 Capital Income Loan Funds 0

Alow For Funds Deployed for Non - Operating Purposes:1,877,396 Repayment of Loans 1,948,5734,551,160 Acquisition of Assets 1,130,224

200,000 SUBTOTAL (1,259,320)Transfer to/from Internally Restricted Funds:

0 - Waste Reserve 00 - Plant Reserve (95,624)0 - Computer Reserve 00 - Saleyards Reserve 00 - Land Rental Charge Reserve 00 - Entrepreneurial Reserve - (Budget Surplus) 00 - Other Reserve - (Cemetery, Effluent,Capital Projects) 00 - Water Reserve 0

(200,000) - Sewer Reserve 1,354,9440 TOTAL 0

ADOPTED BUDGET 2013/14 STATEMENT FINANCIAL PERFORMANCESEWER FUND

2013/14 Budget – Corporate Structure

BUDGET BY CORPORATE STRUCTURE 2013/14Budget 2012/13

Income 2013/14

Expenditure 2013/14

Budget 2013/14 Variation

1 Leadership (19,467,532) (34,541,564) 14,512,345 (20,029,219) (561,688)1.1 Corporate Governance & Support 2,170,508 (2,154,545) 4,596,100 2,441,555 271,0471.2 Corporate Strategy & Improvement 179,452 (20,000) 135,425 115,425 (64,027)1.3 Financial Services (23,242,353) (27,861,911) 3,793,418 (24,068,493) (826,140)1.4 Human Resources 411,209 (2,157,270) 2,470,387 313,117 (98,091)1.5 Information Services & Technology 316,938 (1,681,838) 2,097,286 415,448 98,5091.6 Community Engagement & Customer Service 696,714 (666,000) 1,419,729 753,729 57,015

2 Economy 986,851 (1,437,648) 2,554,908 1,117,260 130,4092.1 Economic Development 390,499 0 402,694 402,694 12,1952.2 Tourism 720,630 (345,000) 1,119,670 774,670 54,0402.3 Entrepreneurial Business (124,278) (1,092,648) 1,032,544 (60,104) 64,1742.3.1 Entrepreneurial Business (124,278) (459,141) 399,036 (60,105) 64,1742.3.2 Southern Regional Livestock Exchange (0) (633,507) 633,507 0 1

3 People 4,900,542 (4,260,057) 9,661,586 5,401,529 500,9873.2 Library Services 1,435,076 (123,500) 1,594,868 1,471,368 36,2933.1 Community Planning & Development 699,259 (164,091) 876,152 712,061 12,8013.3 Children's Services 81,847 (635,834) 718,186 82,352 5053.5 Parks & Open Space 1,540,850 (103,854) 1,631,477 1,527,623 (13,227)3.4 Community Facilities 1,143,510 (3,232,778) 4,840,903 1,608,125 464,615

BUDGET BY CORPORATE STRUCTURE 2013/14Budget 2012/13

Income 2013/14

Expenditure 2013/14

Budget 2013/14 Variation

4 Places 12,017,921 (32,849,543) 45,099,440 12,249,897 231,9764.1 Community Regulation 613,711 (355,803) 1,032,379 676,576 62,8654.2 Asset Management (71,763) (514,888) 390,399 (124,489) (52,727)4.3 Construction & Maintenance of Infrastructure 5,750,105 (15,967,228) 21,943,498 5,976,270 226,1654.3.1 Construction & Maintenance of Infrastructure 5,750,105 (3,953,717) 9,929,987 5,976,270 226,1654.3.2 Infrastructure Renewal Strategy (IRS) 0 (12,013,511) 12,013,511 0 (0)

4.4 Depot Administration & Fleet Management 545,172 (7,482,050) 8,055,013 572,963 27,7904.5 Infrastructure Design & Support 1,173,966 (247,714) 1,365,616 1,117,902 (56,064)4.6 Development & Building Services 2,487,317 (1,696,481) 3,974,546 2,278,065 (209,252)4.7 Corporate & Community Buildings 820,461 (5,349,000) 6,183,303 834,303 13,8424.8 Strategic Planning 698,951 (1,236,379) 2,154,686 918,307 219,356

5 Environment 1,262,221 (43,657,060) 44,917,594 1,260,533 (1,688)5.1 Environmental Management 1,262,220 (4,391,952) 5,652,483 1,260,531 (1,688)5.1.1 Environmental Management 1,262,220 (3,328,322) 4,588,853 1,260,531 (1,689)5.1.2 Environment Levy (0) (1,063,630) 1,063,630 0 0

5.2 Water Services 1 (12,367,159) 12,367,159 0 (1)5.3 Sewer Services (0) (14,345,021) 14,345,022 1 15.4 Waste Management 0 (12,552,928) 12,552,929 1 1

Net Result (299,997) (116,745,872) 116,745,872 0 299,997

2013-2017 Financial Projections INCOME STATEMENT - CONSOLIDATED Past Year Current Year4 Year Financial Projections ending 30 June 2017 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

$ $ $ $ $ $Income from Continuing OperationsRevenue:Rates & Annual Charges 44,567,000 47,848,256 50,553,338 52,196,321 53,892,702 55,644,215 User Charges & Fees 16,837,000 17,812,421 19,082,049 19,673,455 20,283,794 20,913,678 Interest & Investment Revenue 1,218,000 1,878,824 1,954,402 3,297,015 3,119,730 2,941,976 Other Revenues 2,072,000 622,661 1,096,464 1,123,876 1,151,973 1,180,772 Grants & Contributions provided for Operating Purposes 13,390,000 8,448,073 7,505,158 7,691,550 7,882,602 8,078,430 Grants & Contributions provided for Capital Purposes 14,949,000 6,202,425 4,458,754 5,495,005 5,434,714 4,954,790 Other Income:Net gains from the disposal of assets 98,000 - - - - - Joint Ventures & Associated Entities - - - - - - Total Income from Continuing Operations 93,131,000 82,812,659 84,650,165 89,477,222 91,765,514 93,713,861

Expenses from Continuing OperationsEmployee Benefits & On-Costs 27,256,000 29,649,871 31,208,858 32,121,768 33,062,913 34,033,097 Borrowing Costs 2,315,000 2,243,200 2,584,689 2,739,567 2,632,730 2,595,959 Materials & Contracts 18,186,000 15,967,839 15,999,955 16,107,206 16,509,861 16,922,583 Depreciation & Amortisation 22,607,000 22,955,208 23,529,088 24,117,315 24,720,248 25,338,255 Impairment - - - - - - Other Expenses 13,909,000 14,604,109 14,865,937 15,234,176 15,611,620 15,998,501 Interest & Investment Losses 2,689,000 - - - - - Net Losses from the Disposal of Assets 13,000 - - - - - Joint Ventures & Associated Entities - - - - - - Total Expenses from Continuing Operations 86,975,000 85,420,227 88,188,527 90,320,032 92,537,373 94,888,394

Operating Result from Continuing Operations 6,156,000 (2,607,568) (3,538,363) (842,810) (771,859) (1,174,533)

Discontinued Operations - Profit/(Loss) - - - - - - Net Profit/(Loss) from Discontinued Operations - - - - - -

Net Operating Result for the Year 6,156,000 (2,607,568) (3,538,363) (842,810) (771,859) (1,174,533)

Net Operating Result before Grants and Contributions provided for Capital Purposes (8,793,000) (8,809,993) (7,997,117) (6,337,815) (6,206,573) (6,129,323)

Net Internal Surplus 3,180,137 3,106,347 3,251,656 3,332,947 3,416,271 Net Internal Deficit 1,397,851 1,355,651 1,389,542 1,424,281 1,459,888

Interest receivable on Internal Loans - - - - - Interest payable on Internal Loans - - - - -

Projected Years

BALANCE SHEET - CONSOLIDATED Past Year Current Year4 Year Financial Projections ending 30 June 2017 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

$ $ $ $ $ $ASSETSCurrent AssetsCash & Cash Equivalents 9,751,000 7,852,250 7,307,306 6,000,000 7,132,612 7,521,407 Investments 49,414,000 36,689,195 37,949,187 37,173,907 36,764,975 35,370,447 Receivables 8,446,000 6,921,921 7,825,831 8,051,772 8,291,740 8,540,042 Inventories 552,000 580,848 581,337 588,849 603,568 618,655 Other 552,000 561,126 567,185 578,714 593,141 607,929 Non-current assets classified as "held for sale" - - - - - - Total Current Assets 68,715,000 52,605,341 54,230,847 52,393,242 53,386,036 52,658,481

Non-Current AssetsInvestments 10,195,000 25,073,076 25,550,668 24,494,182 24,197,818 23,252,553 Receivables 17,000 126,000 126,000 126,000 126,000 126,000 Inventories - - - - - - Infrastructure, Property, Plant & Equipment 1,159,337,000 1,173,917,857 1,165,248,727 1,164,317,362 1,161,527,282 1,162,533,617 Investments Accounted for using the equity method - - - - - - Investment Property - - - - - - Intangible Assets - - - - - - Non-current assets classified as "held for sale" - - - - - - Other - - - - - - Total Non-Current Assets 1,169,549,000 1,199,116,932 1,190,925,396 1,188,937,544 1,185,851,100 1,185,912,170 TOTAL ASSETS 1,238,264,000 1,251,722,273 1,245,156,243 1,241,330,786 1,239,237,136 1,238,570,651

LIABILITIESCurrent LiabilitiesBank Overdraft - - - - - - Payables 9,774,307 8,267,209 8,012,970 8,259,652 8,451,357 8,630,744 Borrowings 2,587,693 2,773,429 3,229,328 3,455,240 3,341,196 3,497,035 Provisions 5,213,000 5,490,714 5,490,714 5,490,714 5,490,714 5,490,714 Liabilities associated with assets classified as "held for sale" - - - - - - Total Current Liabilities 17,575,000 16,531,352 16,733,012 17,205,606 17,283,267 17,618,493

Non-Current LiabilitiesPayables - - - - - - Borrowings 28,521,000 45,908,203 42,678,875 39,223,635 37,824,183 37,997,005 Provisions 634,000 356,286 356,286 356,286 356,286 356,286 Investments Accounted for using the equity method - - - - - - Liabilities associated with assets classified as "held for sale" - - - - - - Total Non-Current Liabilities 29,155,000 46,264,489 43,035,161 39,579,921 38,180,469 38,353,291 TOTAL LIABILITIES 46,730,000 62,795,841 59,768,174 56,785,527 55,463,736 55,971,784 Net Assets 1,191,534,000 1,188,926,432 1,185,388,069 1,184,545,259 1,183,773,400 1,182,598,867

EQUITYRetained Earnings 534,223,000 531,615,432 528,077,069 527,234,259 526,462,400 525,287,867 Revaluation Reserves 657,311,000 657,311,000 657,311,000 657,311,000 657,311,000 657,311,000 Council Equity Interest 1,191,534,000 1,188,926,432 1,185,388,069 1,184,545,259 1,183,773,400 1,182,598,867 Minority Equity Interest - - - - - - Total Equity 1,191,534,000 1,188,926,432 1,185,388,069 1,184,545,259 1,183,773,400 1,182,598,867

Variance Net assets to Total Equity - - - - - - Check that variance above is NIL

1 2 3 4 5

Variance Net assets to Total Equity (excluding rounding adjustm - - - - - - Rounding adjustment required - - - - - -

Internal Loans receivable - Current - - - - - - Internal Loans receivable - Non-current - - - - - -

Internal Loans payable - Current - - - - - - Internal Loans payable - Non-current - - - - - -

Debit Balance aggregagted over funds - 7,852,250 7,307,306 6,000,000 7,132,612 7,521,407 Overdraft Balance aggregagted over funds - - - - - -

Debit Balance adjustment 7,852,250 7,307,306 6,000,000 7,132,612 7,521,407 Overdraft Balance adjustment - - - - -

Projected Years

CASH FLOW STATEMENT - CONSOLIDATED Past Year Current Year4 Year Financial Projections ending 30 June 2017 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

$ $ $ $ $ $Cash Flows from Operating ActivitiesReceipts:Rates & Annual Charges 44,305,000 45,171,975 50,234,385 52,063,714 53,755,785 55,502,848 User Charges & Fees 20,461,000 21,098,245 18,935,466 19,614,624 20,223,072 20,851,005 Interest & Investment Revenue Received - 1,342,838 1,945,301 3,295,606 3,111,322 2,932,483 Grants & Contributions 27,950,000 15,302,693 12,102,161 13,186,166 13,316,917 13,032,812 Bonds & Deposits Received - - - - - - Other 7,013,000 1,495,313 576,341 1,265,151 1,193,197 1,206,429 Payments:Employee Benefits & On-Costs (27,484,000) (29,649,871) (31,208,858) (32,121,768) (33,062,913) (34,033,097) Materials & Contracts (18,799,000) (17,696,238) (15,989,294) (16,040,108) (16,407,827) (16,817,998) Borrowing Costs (1,962,000) (2,243,200) (2,903,536) (2,753,004) (2,646,953) (2,611,049) Bonds & Deposits Refunded - - - - - - Other (19,831,000) (14,604,109) (14,865,937) (15,234,176) (15,611,620) (15,998,501)

Net Cash provided (or used in) Operating Activities 31,653,000 20,217,646 18,826,030 23,276,206 23,870,980 24,064,931

Cash Flows from Investing ActivitiesReceipts:Sale of Investment Securities 20,622,000 - - 3,316,488 705,296 2,339,793 Sale of Investment Property - - - - - - Sale of Real Estate Assets - - - - - - Sale of Infrastructure, Property, Plant & Equipment 1,316,000 110,227 94,500 - - - Sale of Interests in Joint Ventures & Associates - - - - - - Sale of Intangible Assets - - - - - - Deferred Debtors Receipts 103,000 - - - - - Sale of Disposal Groups - - - - - - Distributions Received from Joint Ventures & Associates - - - - - - Payments:Purchase of Investment Securities (16,000,000) (2,153,270) (1,737,586) (1,484,721) - - Purchase of Investment Property - - - - - - Purchase of Infrastructure, Property, Plant & Equipment (34,148,000) (37,646,292) (14,954,459) (23,185,950) (21,930,168) (26,344,590)Purchase of Real Estate Assets - - - - - - Purchase of Intangible Assets - - - - - - Deferred Debtors & Advances Made - - - - - - Purchase of Interests in Joint Ventures & Associates - - - - - - Contributions Paid to Joint Ventures & Associates - - - - - -

Net Cash provided (or used in) Investing Activities (28,107,000) (39,689,335) (16,597,545) (21,354,184) (21,224,871) (24,004,797)

Cash Flows from Financing ActivitiesReceipts:Proceeds from Borrowings & Advances - 20,000,000 - - 2,000,000 4,000,000 Proceeds from Finance Leases - - - - - - Other Financing Activity Receipts - - - - - - Payments:Repayment of Borrowings & Advances (2,181,000) (2,427,061) (2,773,429) (3,229,328) (3,513,496) (3,671,339) Repayment of Finance Lease Liabilities - - - - - - Distributions to Minority Interests - - - - - - Other Financing Activity Payments - - - - - -

Net Cash Flow provided (used in) Financing Activities (2,181,000) 17,572,939 (2,773,429) (3,229,328) (1,513,496) 328,661

Net Increase/(Decrease) in Cash & Cash Equivalents 1,365,000 (1,898,750) (544,944) (1,307,306) 1,132,612 388,795

plus: Cash, Cash Equivalents & Investments - beginning o 8,386,000 9,751,000 7,852,250 7,307,306 6,000,000 7,132,612

Cash & Cash Equivalents - end of the year 9,751,000 7,852,250 7,307,306 6,000,000 7,132,612 7,521,407

Cash & Cash Equivalents - end of the year 9,751,000 7,852,250 7,307,306 6,000,000 7,132,612 7,521,407 Investments - end of the year 59,609,000 61,762,270 63,499,856 61,668,089 60,962,793 58,623,000 Cash, Cash Equivalents & Investments - end of the year 69,360,000 69,614,520 70,807,162 67,668,089 68,095,405 66,144,408

Representing:- External Restrictions 41,815,185 42,770,662 45,014,598 43,142,354 44,159,427 42,654,338 - Internal Restricitons 20,841,933 19,565,028 18,670,781 17,236,534 16,342,287 15,448,040 - Unrestricted 6,702,881 7,278,830 7,121,783 7,289,201 7,593,691 8,042,030

69,360,000 69,614,520 70,807,162 67,668,089 68,095,405 66,144,408

Projected Years

EQUITY STATEMENT - CONSOLIDATED Past Year Current Year4 Year Financial Projections ending 30 June 2017 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

$ $ $ $ $ $

Opening Balance 1,159,926,000 1,191,534,000 1,188,926,432 1,185,388,069 1,184,545,259 1,183,773,400

a. Current Year Income & Expenses Recognised direct to Equity- Transfers to/(from) Asset Revaluation Reserve 25,452,000 - - - - - - Transfers to/(from) Other Reserves - - - - - - - Other Income/Expenses recognised - - - - - - - Other Adjustments - - - - - - Net Income Recognised Directly in Equity 25,452,000 - - - - -

b. Net Operating Result for the Year 6,156,000 (2,607,568) (3,538,363) (842,810) (771,859) (1,174,533)

Total Recognised Income & Expenses (c&d) 31,608,000 (2,607,568) (3,538,363) (842,810) (771,859) (1,174,533)

c. Distributions to/(Contributions from) Minority Interests - - - - - - d. Transfers between Equity - - - - - -

Equity - Balance at end of the reporting period 1,191,534,000 1,188,926,432 1,185,388,069 1,184,545,259 1,183,773,400 1,182,598,867

Projected Years

2013-2017 Capital Works Schedule

Capital Works Schedule 2013 - 2017 2013/14 2014/15 2015/16 2016/17 2017/18 Roads & Drainage 7,577,717 7,205,000 7,230,000 6,735,000 6,903,375

Carparks 180,000 180,000 180,000 180,000 184,500Culverts / Bridges 750,000 750,000 750,000 750,000 768,750Cycleway/Walkways 52,000 187,000 187,000 187,000 191,675Drainage 575,000 780,000 805,000 310,000 317,750Footpaths & Access Ramps 195,000 195,000 195,000 195,000 199,875Kerb & Guttering 75,000 75,000 75,000 75,000 76,875Local Roads 4,488,717 3,992,000 3,992,000 3,992,000 4,091,800Regional Roads 690,000 690,000 690,000 690,000 707,250Safety Barrier 110,000 110,000 110,000 110,000 112,750Street Furniture - Renewal & New 247,000 31,000 31,000 31,000 31,775Traffic facilities 215,000 215,000 215,000 215,000 220,375

Parks & Property 1,629,000 1,273,000 603,000 633,000 648,825Buildings and Property 998,000 127,000 127,000 127,000 130,175Bushcare and Fire Management 20,000 20,000 20,000 20,000 20,500Cemeteries 26,000 26,000 26,000 26,000 26,650Floral Parks 25,000 25,000 25,000 25,000 25,625Parks & Reserves 40,000 40,000 40,000 40,000 41,000Roadside Reserves & Tree Management 130,000 10,000 10,000 10,000 10,250Sports & Recreational Facilities 325,000 400,000 270,000 300,000 307,500Swimming Pools 65,000 625,000 85,000 85,000 87,125

Capital Works Schedule 2013 - 2017 2013/14 2014/15 2015/16 2016/17 2017/18 Assets 7,500,000 0 0 0 0

Civic Centre Refurbishment 5,000,000 0 0 0 0Mittagong Pool - Replace Liner 2,500,000 0 0 0 0

Corporate Services 239,000 239,000 239,000 239,000 244,975Information Services 50,000 50,000 50,000 50,000 51,250Library Services 189,000 189,000 189,000 189,000 193,725

Operations 1,648,516 1,568,516 1,568,516 1,568,516 1,607,729Bushfire Purchases 423,000 423,000 423,000 423,000 433,575Plant & Vehicles 1,225,516 1,145,516 1,145,516 1,145,516 1,174,154

Sewer Fund 1,880,224 2,625,224 3,225,224 6,215,224 9,260,224Bowral STP Upgrade to 18000 EP 0 570,000 1,140,000 3,990,000 5,700,000Lease vehicle replacement 50,000 50,000 50,000 50,000 50,000Main capacity upgrde for growth & PRP 100,000 100,000 100,000 100,000 100,000Moss Vale STP Upgrage to 14000 EP 0 0 0 170,000 1,530,000Plant replacement 120,224 120,224 120,224 120,224 120,224Private Works - Extension & connection 75,000 75,000 75,000 75,000 75,000Pump replacements 75,000 75,000 75,000 75,000 75,000Pump station asset renewal 100,000 100,000 100,000 100,000 100,000Pump Station capacity upgrade for growth & P 75,000 75,000 75,000 75,000 75,000Pump Station upgrades / improvements 85,000 85,000 85,000 85,000 85,000Reticulation - Mains, manholes, valves 800,000 800,000 800,000 800,000 800,000STP Asset renewal 100,000 150,000 150,000 150,000 150,000STP upgrades / improvements 100,000 200,000 200,000 200,000 200,000Telemetry component renewal 200,000 200,000 200,000 200,000 200,000Telemetry System upgrade 0 0 30,000 0 0Vent pipe replacement 0 25,000 25,000 25,000 0Yerrinbool Sewer Scheme 0 0 0 0 0

Capital Works Schedule 2013 - 2017 2013/14 2014/15 2015/16 2016/17 2017/18 Water Fund 2,980,000 7,252,000 5,835,000 7,512,000 9,278,000

2015 Capacity Upgrade (Distribution) 0 0 0 100,000 2,000,000Balmoral Water Supply 0 0 400,000 600,000 3,600,000Bulk Meters 30,000 0 30,000 0 30,000Bundanoon W.T.P. - Improvements 15,000 25,000 25,000 25,000 25,000Dams 30,000 40,000 40,000 40,000 40,000Dams (Component) upgrade 30,000 30,000 30,000 30,000 30,000Hydrants, Valves & PRVs 100,000 100,000 101,000 102,000 103,000Installation of Bulk meters 40,000 0 0 0 0Installation of Valves and PRV's 75,000 0 0 0 0Lease vehicle replacement 60,000 60,000 60,000 60,000 60,000Medway W.T.P. - Improvements 15,000 1,100,000 2,065,000 3,025,000 1,550,000Mittagong / Willow Vale Development 100,000 3,000,000 0 0 0New Meters and Connections 145,000 145,000 145,000 145,000 145,000Oldbury Rd booster pump station 50,000 300,000 0 0 0Penrose / Wingello Water Supply 0 0 0 0 0Plant Replacement 200,000 200,000 200,000 200,000 200,000Private works, connections, extensions 150,000 150,000 150,000 150,000 150,000Pump Station - (Component) upgrade 135,000 35,000 35,000 35,000 35,000Pump Stations 125,000 75,000 75,000 75,000 75,000Reservoirs 75,000 250,000 75,000 75,000 75,000Reservoirs - (Component) upgrade 110,000 187,000 30,000 30,000 30,000Telemetry System 200,000 200,000 200,000 100,000 0Telemetry System upgrade 20,000 20,000 20,000 20,000 20,000Water Mains & Service Connections 700,000 700,000 800,000 800,000 805,000Water Meters 300,000 300,000 300,000 200,000 30,000Water Treatment Plants 150,000 135,000 380,000 200,000 200,000Wingecarribee W.T.P. - Improvements 125,000 200,000 674,000 1,500,000 75,000

Grand Total 23,454,457 20,162,740 18,700,740 22,902,740 27,943,128

2013/14 Capital Works Program

CAPITAL EXPENDITURE2013/14

Total Project Cost

General Rates and Revenue

IRS Developer Contributions

Grants or Subsidies Loans SMSC Internal

Reserves

GENERAL FUNDTechnical ServicesOperations and EquipmentExeter Hall Extension Public Toilets and Car Park Renewal 833,000 800,000 33,000 Halls & Other Property 127,000 127,000 VIC Building Upgrade 38,000 38,000 Upgrade Tourist Attraction 10,000 10,000 Recreational Pathways 10,000 10,000 Streetscape Improvements 50,000 50,000 East Bowral - Kangaloon RoadRoadside Trees Program 50,000 50,000 East Bowral - Drainage Reserve Boardman to Alice Avenue 30,000 30,000 Mittagong Pool – Capital Renewal 45,000 45,000 Bowral Pool - Capital Renewal 20,000 20,000 Iron Mines Oval - Mountain Bike park 25,000 25,000 Exeter Oval, fence renewal 30,000 30,000 Stephens Park, sports field refurbishment and canteen area upgrade 30,000 30,000 Community Oval,drainage upgrade project 50,000 50,000 Loseby Oval, amenities/ storage and building upgrade 60,000 60,000 Cherry Tree Walk, Bowral – Exercise Equipment 45,000 45,000 Centennial Park – Facility Upgrade 50,000 50,000 Goal Post Renewal 35,000 35,000 Children Playground Renewal Colo St Mittagong 30,000 30,000 Berrima Market Place - Tree Renewal 10,000 10,000 Capital Floral Parks - Lions Park, Bowral 25,000 25,000 Cemetery new infrastructure 26,000 26,000 Civic Centre Refurbishment 5,000,000 5,000,000 Mittagong Pool - Replace Liner 2,500,000 2,500,000 Plant & Vehicles 1,225,516 345,516 880,000 Bushfire Purchases 423,000 423,000 Total - Operations and Equipment 10,777,516 345,516 691,000 880,000 481,000 7,500,000 - 880,000

FUNDING SOURCE


Total Project Cost




Reserves

GENERAL FUNDTechnical ServicesRoads & TrafficKerb & Gutter Renewal 75,365 - 75,365 - - - - -

Anembo Street K&G Renewal 16,000 16,000 General Renewal 32,000 32,000 Jellore St K&G Renewal 13,000 13,000 Waite St K&G, Footpath & Kerb Ramp Renewal 14,365 14,365

Local Roads - Asphalt Resheeting 100,000 - 100,000 - - - - - Local Roads Asphalt Resheeting Program 100,000 100,000

Local Roads - Gravel Resheeting 588,583 265,000 323,583 - - - - - Gravel Resheeting Program 484,583 265,000 219,583 McEvilly Road - Asbestos Management 24,000 24,000 Old Argyle Road - Asbestos Management 80,000 80,000

Local Roads - Reseal Urban and Rural 1,637,000 837,000 800,000 - - - - - Local Roads Resealing Program 1,637,000 837,000 800,000

Local Roads - Road Rehabilitation / Reconstruction 1,145,000 - 650,000 - 495,000 - - - Caalong Street Rehabilitation With Bridge Replacement 550,000 410,000 140,000 Kangaloon Road Rehabilitation Slip Repair Stage 1 165,000 165,000 Merrigang St 0030 & 0040 Pavmt Repair/Resurfacing & Bridge Repair (Pa 240,000 240,000 Tourist Road Rehabiitation 190,000 190,000

Local Roads - Road Widening 240,000 - - - 240,000 - - - Parry Drive Widening & Sealing Asbestos Management Program 240,000 240,000

Local Roads - Rural Road Sealing (Seal of Approval) 278,000 - 278,000 - - - - - Burrawang Street Seal of Approval 90,000 90,000 Scarlett Street Seal of Approval Asbestos Management Program 52,000 52,000 Vandenbergh Road Sealing Asbestos Management Program 60,000 60,000 Yeola Road Sealing Asbestos Management Program 76,000 76,000

FUNDING SOURCE


Total Project Cost




Reserves

GENERAL FUNDTechnical ServicesRoads & TrafficLocal Roads - Town Street Sealing (Seal of Approval) 500,000 - 150,000 - 350,000 - - -

Bulwer Road Construction & Sealing 150,000 150,000 Ranelagh Road Construction & Sealing 350,000 350,000

Regional Roads - Gravel Resheeting 80,000 - - - 80,000 - - - Regional Roads Gravel Resheeting Program 80,000 80,000

Regional Roads - Resealing; Asphalt Resheeting 240,000 - - - 240,000 - - - Regional Roads Resealing Program 240,000 240,000

Regional Roads - Road Repair Program (RRRP) 370,000 - - - 370,000 - - - MR372 (Berrima Rd) Widen & Rehabilitation 140,000 140,000 Railway Ave Rehab 230,000 230,000

Road Ancillaries - Access Ramps 38,000 15,000 23,000 - - - - - Kirkham St/Clarence St Kerb Ramp Upgrade 38,000 15,000 23,000

Road Ancillaries - Car Parks Renewal 30,000 - 30,000 - - - - - Queen St Car Park Rehabilitation (Tennis Courts) 30,000 30,000

Road Ancillaries - Construction of New Car Parks 150,000 - 150,000 - - - - - Queen Street Car Park Upgrade & Miscellaneous Roadworks/Operations 150,000 150,000

Road Ancillaries - Culverts & Bridges 750,000 - 750,000 - - - - - Belanglo Road Causeway Repair 60,000 60,000 Kangaloon Rd Caalang Ck Bridge Replacement 650,000 650,000 Victoria Street Pedestrian Bridge Replacement 40,000 40,000

Road Ancillaries - Cycleway/Walkway Renewal 52,000 - 52,000 - - - - - Boardman Rd Cycleway Renewal 15,000 15,000 Cycleway Renewal - Funded For Project 3.6.3 32,000 32,000 Design Bowral Cycleway Drainage and Lighting Upgrade 5,000 5,000

FUNDING SOURCE


Total Project Cost




Reserves

GENERAL FUNDTechnical ServicesRoads & TrafficRoad Ancillaries - Footpath Renewal 157,000 - 157,000 - - - - -

Old Hume Highway Footpath Renewal Stage 2 157,000 157,000

Road Ancillaries - Safety Barrier Improvements 110,000 - 110,000 - - - - - Design Guardrail Upgrade Aylmerton Railway Bridge & Station/Park Rd 5,000 5,000 Guardrail Replacement Program 105,000 105,000

Stormwater Drainage 574,500 - - 315,000 - - 259,500 - Biggera Street Drainage Construction Pipe & Pit Works 300,000 220,000 80,000 Bong Bong Race Course Drainage Channel Construction 50,000 50,000 Design Braemar Zone Drainage Master Plan 45,000 45,000 Pit, Old South Rd 10,000 10,000 Southy Street Drainage 900mm Pipe 60,000 60,000 The Gullies Rd Drainage Culvert Construction & Erosion Protection 100,000 100,000 Wandeavan Pl Drainage Construction 9,500 9,500

Street Furniture - Bus Shelters Renewal & New Construction 237,269 - 21,000 94,032 122,237 - - - Ennis Ave (Nth Side) Bus Shelter (CIPTIGS) Construction 38,000 15,118 22,882 Old Hume Hwy (East Side) Bus Shelter (CIPTIGS) Construction 67,946 27,000 40,946 Railway Ave (East Side) Bus Shelter (CIPTIGS) Construction 40,000 5,882 10,032 24,086 West Pde (East Side) Bus Shelter (CIPTIGS) Construction 43,957 28,000 15,957 West Pde (West Side) Bus Shelter (CIPTIGS) Construction 47,366 29,000 18,366

Street Furniture - Litterbins Renewal & New Construction 5,000 - 5,000 - - - - - Litter Bin Installations and Renewals 5,000 5,000

Street Furniture - Seats Renewal & New Construction 5,000 - 5,000 - - - - - Street Seat Installations and Renewals 5,000 5,000

FUNDING SOURCE


Total Project Cost




Reserves

GENERAL FUNDTechnical ServicesRoads & TrafficTraffic Facilities - Renewal & New Construction 200,000 - 200,000 - - - - -

Design Frensham Intersection Range Rd 20,000 20,000 Design of pedestrian bridge over Moss Vale-Unanderra Rail Line on the e 10,000 10,000 Design Phillip St K&G and Footpath Construction 5,000 5,000 Design Range Rd Railway Pedestrian Bridge 10,000 10,000 Mt Broughton Rd - Completion 100,000 100,000 Traffic Facilities Construction - Funded For Matching Grants 55,000 55,000

Traffic Facilities - Signs - Renewal & New 15,000 - 15,000 - - - - - Shire Entry Signs 15,000 15,000

Total - Roads & Traffic 7,577,717 1,117,000 3,894,948 409,032 1,897,237 - 259,500 -

Total - Technical Services 18,355,233 1,462,516 4,585,948 1,289,032 2,378,237 7,500,000 259,500 880,000

Corporate ServicesInformation Services

Network Acquisitions 50,000 50,000 Total - Information Services 50,000 50,000 - - - - - -

Library ServicesLibrary Resources 189,000 189,000

Total - Library Services 189,000 189,000 - - - - - - Total - Corporate Services 239,000 239,000 - - - - - -

Total - General Fund 18,594,233 1,701,516 4,585,948 1,289,032 2,378,237 7,500,000 259,500 880,000

FUNDING SOURCE

2013/14 WATER FUND


Total Project Cost




Reserves

WATER FUNDMittagong / Willow Vale Development 100,000 100,000 Private works, connections, extensions 150,000 150,000 New Meters and Connections 145,000 145,000 Dams (Component) upgrade 30,000 30,000 Wingecarribee W.T.P. - Improvements 125,000 125,000 Bundanoon W.T.P. - Improvements 15,000 15,000 Medway W.T.P. - Improvements 15,000 15,000 Pump Station - (Component) upgrade 135,000 135,000 Reservoirs - (Component) upgrade 110,000 110,000 Telemetry System upgrade 20,000 20,000 Installation of Valves and PRV's 75,000 75,000 Installation of Bulk meters 40,000 40,000 Oldbury Rd booster pump station 50,000 50,000 Dams 30,000 30,000 Water Treatment Plants 150,000 150,000 Pump Stations 125,000 125,000 Reservoirs 75,000 75,000 Water Mains & Service Connections 700,000 700,000 Hydrants, Valves & PRVs 100,000 100,000 Bulk Meters 30,000 30,000 Water Meters 300,000 300,000 Telemetry System 200,000 200,000 Plant Replacement 60,000 60,000 Vehicle Replacement 200,000 200,000 Total - Water Fund 2,980,000 1,280,000 - 1,700,000 - - - -

FUNDING SOURCE

2013/14 SEWER FUND


Total Project Cost




Reserves

SEWER FUNDMain capacity upgrde for growth & PRP 100,000 100,000 Pump Station capacity upgrade for growth & PRP 75,000 75,000 Private Works - Extension & connection 75,000 75,000 STP upgrades / improvements 100,000 100,000 Pump Station upgrades / improvements 85,000 85,000 STP Asset renewal 100,000 100,000 Pump station asset renewal 100,000 100,000 Pump replacements 75,000 75,000 Reticulation - Mains, manholes, valves 800,000 800,000 Telemetry component renewal 66734 200,000 200,000 Plant Replacement 120,224 120,224 Vehicle Replacement 50,000 50,000 Total - Sewer Fund 1,880,224 880,224 - 1,000,000 - - - - TOTAL - MAJOR PROJECTS 23,454,457 3,861,740 4,585,948 3,989,032 2,378,237 7,500,000 259,500 880,000

FUNDING SOURCE

Asset Disposal Plant Item 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23Brushcutters - - - - - - - - - - Cars 46,083 8,953 50,356 10,076 - 55,025 11,011 - - - Chainsaws 33,258 1,507 1,001 3,004 38,555 1,799 1,231 3,805 - - Graders 341,208 - - - 355,786 - - - 722,958 458,555 Loaders 322,471 - - - - 145,136 - - 149,270 514,228 Miscellaneous - - - - - - - - - - Mowers - Push (Edger) - - - - - - - - - - Mowers - Ride on 60,509 63,695 1,141 139,186 171,088 76,055 1,403 176,316 131,706 - Road Maintenance Equip 43,252 - - - 73,988 - - - - 58,127 Tractor Attachments 40,418 - - - 26,236 - 49,709 - - - Tractors 120,513 74,571 - 49,428 - 96,700 148,216 94,464 - 66,427 Trailers - - - - - - - - - - Trucks 923,923 217,176 303,442 140,309 60,575 328,992 788,428 2,562,382 283,365 407,801 Utilities 188,250 116,179 252,251 130,760 - 224,780 142,885 - 245,624 156,135 Workshop Equipment - - - - - - - - - - Excavator - - - 105,501 - - - - 250,455 - Backhoe - 245,359 - - - - 109,827 310,814 - - Roller 165,783 160,465 - 59,086 - 237,502 - - 313,448 222,798 Total 2,285,668 887,905 608,191 637,350 726,228 1,165,990 1,252,711 3,147,781 2,096,826 1,884,072

IRS Schedule

ASSETSPARKS & PROPERTY

Recreation Pathways $25,000 $10,000 $35,000Civic Centre - maintenance $70,000 $70,000Civic Centre - refurbishment (loan repayment) $413,767 $413,767Childrens Playground Softfall $40,000 $30,000 $70,000Cemetery strategy & ash beam replacement $26,500 $26,500

$135,000 $480,267 $615,267ROADS & TRAFFIC

Capital - Seal of Approval Village Program $278,075 $278,075Capital - Seal of Approval Town Program $150,000 $150,000 - Resealing $800,000 $800,000 - Road Rehabilitation $650,000 $650,000Town Centre Master Plan $0Bridges $750,000 $750,000Locality & Street Name Signage $0Local Road Trafic Facilities $200,000 $200,000Road Safety $12,000 $12,000Street lighting $210,000 $210,000Street Furniture $0 - Litter bins $5,000 $5,000 $10,000 - Seats $5,000 $5,000 $10,000 - Bus shelters $10,000 $21,000 $31,000 - Asset Engineer $107,097 $107,097

$349,097 $2,859,075 $3,208,172Total for Assets $484,097 $3,339,342 $3,823,439

Total Budget 2013/14

WINGECARRIBEE SHIRE COUNCIL'S INFRASTRUCTURE RECOVERY PROGRAM FOR 2013/14PROGRAMME 2013/14

Maintenance Capital Works

OPERATIONSSportsfields

Sports Facilities maintenance $150,000 $150,000Grounds man $82,600 $82,600Capital works $300,000 $300,000

$232,600 $300,000 $532,600Roadside Reserves & Tree Management

Maintain Trees to req level $300,000 $300,000Street Scaping $20,000 $10,000 $30,000Moss Vale Entry Tree Planting $40,000 $40,000Roadside mowing $205,000 $205,000Roadside gardens $30,000 $30,000Cycleway Mowing $20,000 $20,000Centenary Planting Maintance $5,000 $5,000Clearance Pruning $305,000 $305,000

$885,000 $50,000 $935,000Bushcare & Fire Management

Bushfire hazard reduction $85,000 $85,000Up grade Tourist Attraction - lookouts $7,000 $10,000 $17,000

$92,000 $10,000 $102,000Building &Property Maintenance

Amenities $70,000 $70,000VIC Building Maintenance $12,000 $12,000VIC Upgrade $38,000 $38,000Halls & Other Property $600,000 $600,000Halls & Other Property Capital $127,233 $127,233Facilities Supervisor $61,950 $61,950

$743,950 $165,233 $909,1839 Infrastructure facilities replacement $0

WINGECARRIBEE SHIRE COUNCIL'S INFRASTRUCTURE RECOVERY PROGRAM FOR 2013/14

Total Budget 2013/14 Maintenance Capital Works

OPERATIONSNoxious Weeds

Vegetation Field Officer $76,405 $76,405Control Weeds on WSC Land $95,000 $95,000

$171,405 $0 $171,405Other Parks & Reserves

Increase maintenance as per schedule $35,000 $35,000Parks & Open Space Coordinator (75%) $70,304 $70,304Plant operator x 2 $94,990 $94,990Plant and equipment - utility with tip tray $10,000 $10,000Parks & Reserves Signage $20,000 $20,000Operations Support Officer $55,483 $55,483Berrima Market Place $10,000 $10,000

$285,777 $10,000 $295,777Parks & Flora Maintenance

Increase maintenance as per schedule $30,000 $25,000 $55,000Botanic Gardens Seed Money $0

$30,000 $25,000 $55,000ROADS & TRAFFICRoads

Unsealed roads - - Maintenance grading $120,000 $120,000 - Gravel resheeting $323,583 $323,583 - Drains M&R $40,000 $40,000 - Other M&R $0

$160,000 $323,583 $483,583Sealed Roads - - Bitumen patching $40,000 $40,000 - Heavy patching $296,239 $296,239 - Shoulder grading $50,000 $50,000 - Drains M&R $65,000 $65,000 - Other M&R $0 - Asphalt Resheeting $100,000 $100,000

$155,000 $396,239 $551,239


Total Budget 2013/14

Maintenance Capital Works

OPERATIONSAncillaries

Cormercial Centres & Corbett Plaza $90,000 $90,000Guardrail $110,000 $110,000Footpaths $180,000 $180,000Cycleways $52,000 $52,000Carparks - CBD Maintenance Crew $30,000 $30,000Carparks - Renewal $30,000 $30,000Queen St MV Car Park & Drainage $150,000 $150,000Our Village Pilot Program - Wingello & Balmoral $40,000 $40,000

$160,000 $522,000 $682,000Urban Cleaning

Street Cleaning $90,000 $90,000Tipping Fees - street sweeping $20,000 $20,000CBD Weed Spraying $20,000 $20,000Urgent CalloutsGeneral Shire CleanupTipping Fees (Non Profit)

$130,000 $0 $130,000



OPERATIONSRoads & Traffic

Shire signs & markings $30,000 $30,000Shire entry signs $15,000 $15,000

$30,000 $15,000 $45,000Drainage

Piped Stormwater Drains $20,000 $20,000Kerb & Gutter $75,000 $75,000Creek cleaning $10,000 $10,000Capital - Drainage Construction - Stormwater (GPT's) $5,000 $5,000 - Stormwater - drainage swales $10,000 $10,000

$45,000 $75,000 $120,000Operations & Equipment

Project implementation $50,392 $50,392Community Engagement Officer $37,198 $37,198Depot Upgrades & Maintenance $70,000 $70,000 $140,000Student Engineer $118,194 $118,194Works Engineer $117,134 $117,134Operations Support Officer $52,265 $52,265

$445,183 $70,000 $515,183Total for Operations $3,565,915 $1,962,055 $5,527,970CORPORATE SUPPORT

Assets $345,869 $345,869Business Units $68,002 $68,002Operations $471,650 $471,650

$885,521 $885,521TOTAL $5,678,677 $6,298,959 $11,977,636



Environment Levy works

Project 2013/14 2014/15 2015/16 2016/17Biodiversity Conservation Environmental Weed Management 254,255 261,118 268,952 277,020Invaders 10,090Regeneration 140,430 144,219 148,546 153,002Support Community Nursery 20,580 21,136 21,770 22,423Vegetation Conservation 56,838 58,371 60,122 61,926Green Web Action 24,042 24,763 25,506Map new EECs and Threatened Species 31,703Vertebrate Pest Management Plans 40,696 54,424Indian Myna 1,389 1,427 1,469 1,514Understanding Places 27,468River Health and Wetlands Upper Nattai Creek Riparian Management Plan 8,500Gibbergunyah/Iron Mines/Chinamans Creek Riparian Management Plan 25,000WSUD Expertise 3,080Mittagong Creek – Actions from Riparian Management Plan 69,457 52,839 49,000 55,057Whites Creek – Actions from Riparian Management Plan 25,572 40,251Sustainable Living Baseline Carbon Emissions 21,830Facility SAP 25,968Community Sustainability 36,258 37,236 38,353 39,503Community Education 27,782 28,533 29,389 30,271Awareness Campaigns 10,804 11,096 11,429 11,772Landcare and Bushcare 41,160 42,271 43,539 44,846Community Support 23,395 24,026 24,747 25,489Environment Levy Awareness 4,400 4,528 4,789 4,933Environment and Sustainability Committee Support 17,493 17,965 18,504 19,059Urban Sustainability Partner Program 43,218 53,087 54,680 56,320Rural Partner Program 25,725 26,420 27,212 28.029Environmental Systems Data Collection – Biodiversity 8,230 8,454 8,708 8,969

Project 2013/14 2014/15 2015/16 2016/17ManagementEnvironment Levy Program and Grant Coordination 118,248 118,359 121,910 125,567Environment Levy Corporate Support 62,627 64,318 66,248 66,235Total Expenditure 1,048,097 1,071,971 1,104,130 1,137,154Environment Levy Income 1,048,097 1,071,971 1,104,130 1,137,154

Stormwater Management Service Charge Program Stormwater Drainage Maintenance and Minor Capital Works $ The Stormwater Management Service Charge will be used to fund stormwater drainage maintenance and minor capital work in addition to IRS funds as follows:

Regular maintenance program for stormwater drainages assets (in addition to IRS funds) Cleaning and Clearing of stormwater drainage pits and pipes in towns and villages Cleaning and maintenance of Gross Pollutant traps Minor capital stormwater drainage works in response to Action Requests Creek Clearing Wetlands Maintenance Maintenance of Drainage Reserves

98,000

Drainage Asset Inspection $ CCTV inspection 50,000

Floodplain Management Studies $ 1/3 of funds to match grants from DECCW for Nattai Creek FPRMS&P, Burradoo FPRMS&P, Wingecarribee FS

50,000

Capital Works $ Colo Vale Master Plan, Cutler Place Drainage Construction, Hill St Drainage Construction, Gullies Rd Bundanoon

Culvert Construction

292,000

Section 4 Statement of Revenue

Section 4 – Statement of Revenue Policy 2013/14 General Principles Council has increased its rate income in accordance with Section 506 of the Local Government Act 1993 and The Independent Pricing and Regulatory Tribunal (IPART) determination that the rate pegging increase for general income received from ordinary rates for the 2013/2014 financial year is not to exceed 3.4 per cent. For the 2013/2014 financial year in accordance with Section 498 of the Local Government Act, Council’s ordinary rate levy will be calculated on the basis of an Ad valorem rate determined by the amount in the dollar in respect of the relevant rating category and sub category. A minimum rate also applies to each relevant rating category and sub category in accordance with Section 548 of the Local Government Act. For the 2013/2014 financial year, in accordance with Section 499 of the Local Government Act, Council’s Environment Levy will be calculated on the basis of a base amount plus an ad valorem rate determined by the amount in the dollar relevant for this rate. The base amount will be subject to a maximum of 50% of the total revenue raised by the levy in accordance with Section 500 of the Local Government Act. 2013/14 Proposed Rating Structure

2013/2014 PROPOSED RATING STRUCTURE WITH RATE PEGGING

Category Sub-Category Rate in the $ Minimum Rate Yield

Residential Ordinary 0.004195 $ 768.95 $23,068,285.90 Residential Renwick 0.004314 $ 768.95 $ 90,645.39 Business Ordinary 0.006510 $ 768.95 $ 4,351,512.97 Mining Ordinary 0.010671 $ 768.95 $ 69,404.05 Farmland 0.002080 $ 1,123.67 $ 3,636,081.65 Mining Coal Rights Only 0.001304 $ - $ 56.19 $31,215,986.16 Base Rate Environmental Levy 0.00007080 $ 23.30 $ 1,047,488.99 Estimate Yield $32,263,475.15

Policy

1 Farmland Category 1.1 The Farmland category will apply uniformly to all rateable assessments within the Local Government area that satisfy the

FARMLAND criteria in Section 515 of the Act. 1.2 The rate in dollar for FARMLAND assessments will be set at 0.002080.

2 Residential Category 2.1 The Residential category will apply uniformly to all rateable assessments within the Local Government area that satisfy the

RESIDENTIAL criteria in Section 516 of the Act with the exception of rateable assessments deemed Residential Renwick. 2.2 For the purposes of rating in Wingecarribee, the Renwick sub�category includes all rateable assessments that will form

part of the Renwick subdivision. This rate being for the funding of additional costs associated with a higher standard of greenspace and community

infrastructure provided within that precinct. 2.3 The rate in dollar for the RESIDENTIAL assessments will be set at 0.004195. 2.4 The rate in dollar for the RENWICK subcategory will be set at 0.004314.

3 Mining Category 3.1 The Mining category will apply uniformly to all rateable assessments within the Local Government area that satisfy the

MINING criteria in Section 517 of the Act. 3.2 The rate in dollar for the MINING assessments will be set at 0.010671. 3.3 The rate in dollar for the COAL RIGHTS ONLY assessments will be set at 0.001304. No minimum applies to COAL

RIGHTS ONLY assessments.

4 Business Category 4.1 The Business category will apply uniformly to all rateable assessments within the Local Government area that satisfy the

BUSINESS criteria in Section 518 of the Act. 4.2 The rate in the dollar for the business category will be set at 0.006510.

Special Rates – Environment Levy In June 2000 the NSW Minister for Local Government approved a request by Council for a Special Variation to its General Income for environmental projects. This special rate was approved for three years and again for a further five years in 2003. In July 2008 the Minister again approved the extension of this rate for a further five years to 2012/13. In June 2012 IPART again approved the continuation of this levy until 2018/19. The 2012/13 Environment Levy program of works is detailed on pages 91, 92. Accordingly, Council will continue to levy a Special Rate on all rateable land in the Shire. The Environment Levy is used to fund specific expenditure on the following environmental projects: Biodiversity Conservation Reduced impact of invasive weeds Net increase in native vegetation extent Increase area of significant native vegetation conserved to reduce threats to biodiversity resilience Enhanced capacity of Council and community to protect and restore natural ecosystems River Health and Wetlands Improved water quality management for our major rivers and creeks Improvement in the health and function of our riparian areas Sustainable Living Continuous improvement in waste avoidance and resource recovery Reduced usage of fossil fuels and carbon emissions within Wingecarribee Shire Majority of community actively chooses sustainable products and services Improved access to information to enable our community to act on local environmental issues Increased support and skills development for environmentally active members of our community More effective communication of planning and results of environmental activities within our community Significant increase in leveraging environmental education/incentive projects available from NGOs, NSW and Australian Governments Environmental Systems Monitoring, evaluation and reporting system in place to support best practice Natural Resource Management and environmental program

performance Foundations for NRM Asset Management are in place Risk to environment is reduced through regulation, enforcement and development of Council systems and processes

Council has assessed the base/ad valorem method for raising the Environmental Levy as the most equitable. This method will minimise the impact of the levy on individual rate paying assessments. This rate is an ad valorem/ base Special Rate with the base component raising 50% of the total levy income. The base rate for the Environment Levy Special Rate will be set at $23.30 and the rate in the dollar will be set at 0.00007080. Charges Council proposes to levy charges for:

1 Water supply 2 Sewerage 3 Resource Recovery 4 Interest on Overdue Rates and Charges 5 Stormwater Management Service Charge

1 Water Supply Charges

In 2013/14 Council has again reviewed its Water pricing structure in accordance with the guidelines set down by the NSW Office of Water.

1.1 Water charges will be billed on a water and sewerage account issued three (3) times during the year and will be deemed due 30

days after the posting date of the account.

1.2 Accounts will be calculated on the basis of: i Access charge (Section 501 of the Act)

Business, Farmland and Mining consumers Residential consumers

ii Volumetric Usage charge (Section 502 of the Act) Business, Farmland and Mining consumers Residential consumers

1.3 The following charging structure will apply from the first full billing period in 2013/2014

1.4 Fixed Access Charge (Per annum per occupancy)

i Residential: Charges will be expressed in daily terms and included on each of the three accounts per year. Residential charges will be equivalent to $148.00 or $0.41 per day.

ii Business, Farmland and Mining Consumers: Charges will be expressed in daily terms and included on each of the three accounts per year PLUS charges increasing by the factor applying to a particular meter size as per page 95.

iii For properties that have a water pressure reading of less than 120 kilopascals (17.6 psi) at the meter, a rebate of 50% will be applied to the fixed water access charge only. The rebate only applies if the problem is not rectified within 7 days of Council being notified. The rebate will continue to apply until the minimum standard of pressure is provided.

1.5 Water Usage Charges The usage charge applies to all water consumed. Each account is calculated on the number of days in the reading period based on

the following tariff structure:

Tarrif 1 0 to 616 litres per day $1.63 per Kilolitre Tariff 2 Over 617 litres per day $2.45 per Kilolitre Non-residential usage charges are at the following tariff Tarrif 1 0 to ALL litres per day $1.63 per Kilolitre 1.6 Estimated Yield of Charges Access charge: Business, Farmland & Mining consumers $ 442,814 Residential consumers $2,455,193 Usage charge: Business, Farmland & Mining consumers $1,725,612 Residential consumers $4,621,038 Total Estimated Yield $9,244,657

METER SIZE TARIFF FACTOR DAILY CHARGE ANNUAL CHARGE 3/4" 20mm 1 1.00 $ 0.41 $148.001" 25mm 2 1.56 $ 0.64 $233.00

1 1/4" 32mm 3 2.56 $ 1.05 $382.001 1/2" 40mm 4 4.00 $ 1.63 $596.00

2" 50mm 5 6.25 $ 2.55 $932.002 1/2" 65mm 6 10.56 $ 4.31 $1,574.00

3" 80mm 7 16.00 $ 6.53 $2,385.004" 100mm 8 25.00 $ 10.20 $3,726.006" 150mm 9 56.25 $ 22.95 $8,384.00

2 Sewerage Charges In 2013/14 Council has again reviewed its Sewer pricing structure in accordance with the guidelines set down by the NSW Office of Water. 2.1 Sewerage charges will be billed on a water and sewerage account issued three (3) times during the year and will be deemed due

30 days after the posting date of the account. 2.2 Accounts will be compiled on the basis of:

i Access charge (Section 501 of the Act) Business, Farmland and Mining consumers Residential consumers

ii Volumetric Usage charge (Section 502 of the Act) Business, Farmland and Mining consumers

2.3 The following charging structure will apply from the first full billing period in 2013/2014. 2.4 Fixed Access Charge (Per annum per occupancy)

i Residential ‑ Charges will be expressed in daily terms and included on each of the three accounts per year. Residential charges will be equivalent to $711.00 or $1.95 per day.

ii Business, Farmland and Mining Consumers ‑ Charges will be expressed in daily terms and included on each of the three accounts per year PLUS charges increasing by the factor applying to a particular meter size as per the table following:

2.5 Business and Mining Consumers:

METER SIZE TARIFF FACTOR DAILY CHARGE ANNUAL CHARGE 3/4" 20mm 1 1.00 $ 1.60 $585.001" 25mm 2 1.56 $ 2.51 $915.00

1 1/4" 32mm 3 2.56 $ 4.10 $1,498.001 1/2" 40mm 4 4.00 $ 6.41 $2,341.00

2" 50mm 5 6.25 $ 10.02 $3,658.002 1/2" 65mm 6 10.56 $ 16.93 $6,183.00

3" 80mm 7 16.00 $ 25.64 $9,365.004" 100mm 8 25.00 $ 40.06 $14,633.006" 150mm 9 56.25 $ 90.14 $32,925.00

Vacant Business Land no metered properties are to have the minimum Residential access charge applied. 2.6 Sewerage Trade Waste Charges

Fees for businesses or industries that discharge liquid trade waste into sewers will be made and included in formal agreements between Council and the individual industry concerned. In the absence of an agreement, the full sewerage charging structure will apply.

Fees for Business or Industries who have signed trade waste agreements will be charged through the water and sewerage account.

2.7 Sewerage Usage Charges The usage charge applies to all water consumed on commercial properties. Each account is calculated on the number of days in the reading period based on the following tariff structure: Residential No usage charge to apply to properties categorised Residential Business Usage Charge $1.35 per Kl

2.8 Estimated Yield of Charges Access charge: Business, Farmland and Mining consumers $ 995,375 Residential consumers $ 10759,165 Usage charge: Business, Farmland and Mining consumers $ 506,353 Residential consumers $ 0 Total Estimated Yield $12,260,893 2.9 Sewerage Charges for Non Rateable Lands

The charge applies to land that conforms with Sections 555, 556 and 557 of the Local Government Act in respect of the ex emption of land from rates. Each account is calculated in accordance with Ordinance 46 of the previous Local Government Act with an increase to the previous years charge by a percentage in accordance with Council’s Budget and Financial Plan process. The Sewerage Charges for Non-Rateable Lands are as follows: Per Unit

a. Water closet in schools and churches $ 52.50 b. Cisterns serving urinals in schools and churches $ 39.50 c. Water closet elsewhere $101.50 d. Cistern serving elsewhere $ 39.50

3 Resource Recovery Charges

Resource recovery charges in Wingecarribee are structured in two (2) categories Domestic Waste Management Service charge and Resource Recovery management charges - actual use.

3.1 Domestic Waste Management Service Charge (Section 496 of the Act)

3.1.1 This charge is specifically for the purpose of funding kerb side material collection including subsidisation of inert and garden organics collection services.

3.1.2 For the purposes of raising charges under Section 496 of the Act in Wingecarribee Council deems a parcel of rateable land

as that which is categorised under the proposed zoning of Residential R2, R3, R4 and R5 or currently rated as residential for the purpose of residential dwelling within the Compulsory Resource Recovery Collection Area and for which a service is available and will incur a Domestic Waste Management Service Charge for each self contained dwelling upon that property.

3.1.3 Owners of properties that have been approved as ‘Non Rateable’ may apply to have a domestic waste collection service

allocated to a property that categorised under the proposed zoning of Residential R2, R3, R4 and R5 or currently as residential for the purpose of residential dwelling within the Compulsory Resource Recovery Collection Area and for which a service is available.

3.1.4 Owners of properties that fall outside the Compulsory Resource Recovery Collection Area but for which a service is

available may apply to use the service.

Vacant land within the Compulsory Resource Recovery Collection Area categorised under the proposed zoning of Residential R2, R3, R4 and R5 or currently as residential is charged the Vacant Land Waste Management Charge.

This charge is billed on the annual rates and charges notice and able to be paid by quarterly installments.

Domestic Waste Management Service Charges are as follows:

Vacant land properties $ 22.80 Domestic Waste Management Service Charge- Weekly Service p.a. $322.00 Domestic Waste Management Service Charge- Fortnightly Service p.a. $265.00 Domestic Waste Management Service Charge — Additional Waste Bin Weekly p.a. $163.00 Domestic Waste Management Service Charge — Additional Recycling Service Fortnightly p.a $163.00

3.2 Domestic Waste Management Service Charge – Actual Use (Section 502 of the Act)

3.2.1 This charge is to be applied to all non rateable assessments that meet the criteria in 3.1.3 above and utilise a Council domestic waste collection service.

3.2.2 The annual Domestic Waste Management charge for this service is $322.00 - actual use in Wingecarribee for the

2013/14 year. 3.2.3 Council twice yearly inert clean up campaign. Collections are advertised and held on a ‘user pays’ basis and is subsidised

from domestic waste management revenue. Residents who have a domestic waste collection may book and pay for a collection from the frontage of their property. Cost for this service is $48.50 per collection (conditions apply).

3.2.4 Council on call garden Organics collection. Collections are advertised and held on a ‘user pays’ basis and is subsidized

from domestic waste management revenue. Residents who have a domestic waste collection may book and pay for a collection from the frontage of their property. Cost for this service is $38.50 per collection (conditions apply).

NOTE: Trade waste collection service fees and waste disposal fees are included in the list of Fees & Charges attached

to this Policy.

4 Interest on Overdue Rates and Charges Council proposes to charge interest on overdue rates and charges at the rate determined by the Minister of Local Government in accordance with Section 566(3) of the Local Government Act.

5 Stormwater Management Service Charge Council implemented a Stormwater Management Service Charge in 2006/07 under (Section 496A (1)) of the Local Government Act. This charge is to again be levied in the following situations: 1. In respect of urban land that is categorised for rating purposes as either residential or business, and 2. Where the land is located within a stormwater catchment area. 3. This charge does not apply land that is vacant.

STORMWATER LEVY STRUCTURE Category Charge Residential - Urban $25.00 each property - Vacant Exempt - Strata $12.50 each unit Business

- Strata 350m2 or part thereof x $25.00 (divided by no of units within strata)

- Urban 350m2 or part thereof x $25.00 (up to a maximum of $250.00)

Fees Please see separate 2013/14 Fees and Charges for a full list of fees The schedule that follows outlines:

i. Each fee proposed to be charged ii. The purpose of the fee iii. The amount of the fee iv. The pricing category of each fee

Council has conducted a full review of its existing fee structure to ensure that each fee satisfies the principles contained in the Pricing Policy.

Charges 1 Policy Statement

Council's pricing policy will be equitable and whilst generally supporting the pay for service philosophy, it will recognise people's ability to pay and balance am expectation that some services will be cross subsidised for the common good of the community.

2 Strategic Goals 2.1 To explore all cost effective opportunities to maximise Council's revenue base.

2.2 To ensure customers value for money by providing effective and efficient service. 2.3 To balance the dependence on rates and grants against other funding sources. 2.4 To manage financial risk in a volatile economic climate. 2.5 To ensure that debt financing is limited to revenue raising activities and that the total debt is limited to ensure long term financial

stability. 2.6 To provide integrated and coordinated services which assist all sections of the community in line with Council's corporate goals. 2.7 To develop pricing structures that can be administered simply and cheaply and be easily understood by the public. In so doing,

recognising that aiming at simplicity can sometimes lead to minor inequities. 3 Pricing Policy Principles Category 1 – Full Cost Recovery

1.1 Recovery of all direct and indirect costs associated with providing a service, including in some cases, making provision for future capital expenditure.

Category 2 - Partial Cost Recovery 2.1 Subsidised operations which are of benefit to the community as a whole, as well as individuals and in particular low income users.

Category 3 - Market Pricing 3.1 When Council provides a similar service "in competition" with other councils or agencies, e.g. saleyard fees, hall hire, etc, where

people may go elsewhere if the fee is too high. This category also includes prescribed or recommended fees. Council will not use subsidies to aggressively price others out of the market or compete unfairly.

Category 4 - Rate of Return Pricing 4.1 Profit making or entrepreneurial activities. Aimed purely at revenue generation (including investments in financial institutions). Category 5 - Incentive Pricing 5.1 Where Council sets a fee structure to encourage people to "do the right thing" e.g. a scaled tariff that rewards low water

consumers, library fines, etc.

Category 6 - Sewerage Pricing 6.1 Is not based on property values. 6.2 Collects revenue to fund the sewerage system from people who actually benefit from availability or use of Council's sewerage

system. 6.3 Eliminates cross subsidies within the community. 6.4 Ensures Council derives sufficient income to:

i. Operate the sewerage system, irrespective of seasonal fluctuations. ii. Provides for future capital expenditure and debt servicing.

6.5 Can be administered simply and cheaply and can be easily understood by the public. Category 7 - Water Charging 7.1 Is not based on property values. 7.2 Collects revenue to fund the water supply system from the people who actually benefit from availability or use of Council's water

supply. 7.3 Ensures Council derives sufficient income to operate the water supply system, irrespective of seasonal fluctuations and provides

for capital and debt servicing. 7.4 Eliminates cross subsidies within the community. 7.5 Encourages conservation of water by having a scaled tariff that rewards low consumers. 7.6 Assists in the deferment of capital works. 7.7 Does not impede Council's commitment to greening the district.

7.8 Can be administered simply and cheaply and be easily understood by the public. Category 8 - Section 94 Contributions Pricing 8.1 To ensure Section 94 contributions accurately reflect the costs incurred by Council in providing infrastructure (roads, drains,

sewerage, etc), open space and recreational facilities, needed to meet the additional needs of the community created by new development and in doing so, ensure the local amenity does not diminish.

Category 9 – Prescribed Fees 9.1 Regulation or Act sets a maximum fee that can be charged.

Private Works Policy Private works will be undertaken by Council’s Operations Division if sufficient resources are available, and the undertaking of the private works does not impact on Council’s works program or core business activities. Any private works undertaken will ensure that Council does not incur a loss and that the work is to an acceptable standard. Statement of Borrowings The following schedule details the funds that are proposed to be borrowed in 2013/14. Fund Amount ($) Source SecurityGeneral

Civic Centre Refurbishment 5,000,000 External

Mittagong Pool Renewal Strategy

2,500,000 External

Water - Sewer -

Investments Policy 1 Background

Interest on investments represents a significant contribution to the total income of Council and it is essential that Council has clear policy guidelines as to how funds can be invested. While the Local Government Act 1993 and Ministers Guidelines are quite explicit as to the types of institutions with which Council can invest there are nevertheless variations in the financial ratings of these institutions and the types of investments that can be purchased, which are not explained. This policy aims to:

i. Clearly state the institutions with which Council can invest ii. The maximum proportion of funds that may be placed with individual organisations iii. The types of investments entered into.

2 Policy Guidelines Funds for Investment Any Council funds not required for current financial commitments are to invested. Authority for Investment

The Investment of surplus funds will be in accordance with Section 625 of the Local Government Act and by order of the Minister as published in the Gazette. A copy of the current order is attached to this policy as Annexure 1.

Guidelines

Authorised investments will only include those that comply with part B of this policy. This could include but not necessarily be limited to:

Bank accepted/endorsed bank bills; Bank interest bearing deposits; Deposits with the Local Government Investment Services (“LGIS”); Deposits with Non-Bank Financial Institutions approved by the Department of Local Government; Any debentures or securities issued by an authorised deposit-taking institution (as defined in the Banking Act 1959(Cwth), but

excluding subordinated debt obligations.

A council or entity acting on its behalf should exercise the care, diligence and skill that a prudent person would exercise in investing council funds. A prudent person is expected to act with considerable duty of care, not as an average person would act, but a wise, cautious and judicious person would. (Ref: Trustee Amendment (Discretionary Investments) Act 1997 section 14 A (2)).

3 General Policy Guidelines

a. Diversification At any time, Council shall not hold more than 50% of its total investment portfolio with approved non-bank Financial Institutions. Where a council invests in banks, building societies and credit unions it should know that these institutions are regulated as authorised deposit taking institutions by the Australian Prudential Regulation Authority (APRA) under the Banking Act 1995. A quotation process with at least three (3) financial institutions will be undertaken to ensure maximisation of the return on Council’s investment portfolio. Council’s investment strategy will consider the desirability of diversifying investments and the nature and risks associated with each investment. The strategy will aim to return the best yield possible in accordance with the guidelines and Council’s investment policy.

b. Credit Ratings As per the Ministers Order, Council will not invest in securities that are subject to a credit rating. If any of the securities of funds held are downgraded such that they no longer fall within Council’s investments policy guidelines, any security or fund concerned will be divested within 30 days or as reasonable a time as is practical at the discretion of the Deputy General Manager - Corporate and Strategy. Investments with approved non-bank financial institutions will be the only exception to this standard as they are not rated (must comply with all other requirements of this policy).

4 Variation to Policy The General Manager is delegated authority under the Local Government Act to approve variations to this policy if the investment is to Council’s advantage and/or due to revised legislation, without diminishing Council’s security.

5 Reporting In accordance with the Financial Management Regulation and the Code of Accounting Practice and Financial Reporting, a monthly report is to be made available to Council, detailing Council’s investment portfolio. For audit purposes certificates must be obtained from the Banks/Funds Manager (s) confirming the amounts of investments held on Council’s behalf at 30 June each year.

6 Investment Advisors

Council can appoint an Investment Advisor to provide written and oral advice in relation to the optimum maximisation of its Investment portfolio, provided such services and strategy complies with Council’s policy. An investment adviser/investment dealer acting on behalf of Council must be li censed by the Australian Securities and Investment Commission.

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