Longterm financial plan 2016 26 by Wagga Wagga City Council

Long Term

financial plan 2016/2026

Long Term Financial Plan

about this plan.

what is this

document all about?

What is THE LONG TERM FINANCIAL PLAN? The Long Term Financial Plan is a 10 year plan that outlines Council’s financial capacity to meet those objectives of the Community Strategic Plan that fall under the auspices of Council. The Long Term Financial Plan is formulated by using a number of estimates and assumptions to project the future revenue and expenditure required of Council to deliver those services and projects expected by the community. In doing so it addresses the resources that impact on Council’s ability to fund its services and capital works whilst remaining financially sustainable The Long Term Financial Plan is one element of the resourcing strategy that ensures the community’s ideas and aspirations for the future are realistically achievable. The other elements of the resourcing strategy include the Asset Management Plan and the Workforce Plan. The Asset Management Plan aims to predict infrastructure consumption and renewal needs, as well as consider infrastructure requirements to meet future community needs. The Workforce Plan is designed to ensure that Council has the necessary staff to deliver current services and operational needs for the community now and in the future. These interrelated plans give consideration to the capacity of Council to deliver on its responsibilities within the Community Strategic Plan (‘Ruby & Oliver’). Each element informs the Delivery Plan which outlines the strategies in place to meet these responsibilities. Council has reviewed the previous Long Term Financial Plan and significant changes have been made to both operational and capital items in the formulation of this 2016/26 Long Term Financial Plan. Council reviews any significant changes to the Long Term Financial Plan via the Monthly Finance Report to Council. The Monthly Finance Report assesses Council’s performance against budget each month. Any ongoing changes to budget that result from this process are included in the Long Term Financial Plan and reported to Council. A comprehensive review of the Long Term Financial Plan is conducted annually during the Operational Plan process.

Long Term Financial Plan

contents.

contents. ABOUT THIS PLAN EXECUTIVE SUMMARY proposed special rate variation fit for the future FINANCIAL STRATEGIES Financial Strategy 1 Financial Strategy 2 Financial Strategy 3 Financial Strategy 4 Financial Strategy 5 Financial Strategy 6

2 4 6 8 9 9 10 10 11 11 11

PLANNING ASSUMPTIONS 12 FINANCIAL FORECAST ASSUMPTIONS 14 SENSITIVITY ANALYSIS 18 Base Case Scenario Scenario 1. Scenario 2.

20 23 23

appendices 24 Appendix 1 Budgeted Income Statement

Appendix 2 Balance Sheet Forecasts

Appendix 3 Cashflow Statement Forecasts

Appendix 4 Financial Sustainability Indicators

Appendix 5 Budgeted External Restrictions

Appendix 6 Budgeted Internal Restrictions

Appendix 7 External Loan Projects and Debt Servicing

Appendix 8 Capital Works Program + Concepts list

Appendix 9 Wagga Wagga Regional Airport Ten Year Financial Plan

Appendix 10 Livestock Marketing Centre Ten Year Financial Plan

Appendix 11 Sewerage Services Ten Year Financial Plan

Appendix 12 Solid Waste Services Ten Year Financial Plan

Appendix 13 Stormwater Levy Ten Year Financial Plan

Appendix 14 Budgeted Income Statement by Function

85 3

Long Term Financial Plan

executive summary.

our

EXECUTIVE SUMMARY. The Long Term Financial Plan (LTFP) is an essential element of the resourcing strategy which details how the strategic aspirations of the City which are outlined in the Community Strategic Plan (‘Ruby & Oliver’) can be achieved in terms of time, money, assets and people. The Resourcing Strategy focuses on long term strategies in three key areas: • Financial Planning - addresses the financial resources that impact on Council’s ability to fund its services and capital works whilst remaining financially sustainable. • Workforce Planning - ensures that Council has the staffing capacity with the required skills and experience to deliver current services and operational needs for the community now and in the future. • Asset Management Planning - aims to predict infrastructure consumption and renewal needs, as well as consider infrastructure requirements to meet future community needs. These interrelated plans give consideration to the capacity of Council to deliver on its responsibilities within the Community Strategic Plan that fall under the auspices of Council. Each element informs the Delivery Plan which outlines the strategies in place to meet these responsibilities. Council’s LTFP is a ten-year financial planning document with an emphasis on long-term financial sustainability. Financial sustainability is one of the key issues facing local government due to several contributing factors including growing demands for community services and facilities, constrained revenue growth and ageing infrastructure. The LTFP is formulated by using a number of estimates and assumptions to project the future revenue and expenditure required of Council to deliver those services and projects expected by the community. In doing so it addresses the resources that impact on Council’s ability to fund its services and capital works whilst remaining financially sustainable.

Council has reviewed the previous LTFP and significant changes have been made to both operational and capital items in the formulation of this 2016/26 LTFP. The draft budget for the four years 2016/17 to 2019/20 are balanced, and this position has been achieved with significant changes to both operational and capital budgets including savings over the ten year period of $3.4M for salaries, $15.5M in utility costs and $4.3M in capital budgets. These savings have helped Council overcome unfavourable adjustments to Council’s revenue sources, which have included: • The last year of the three (3) year freeze on indexation of the Federal Government’s Financial Assistance Grant and population adjustments ($4.8M) • Reduction of the rate peg from 2.4% to 1.8% ($11.1M) • Adjustments in operational budgets ($6.8M) over the ten year period • A reduction of investment income of ($1.3M) for the first five (5) years of the LTFP due to sustained lower interest rates Council also reviews any significant changes to the LTFP via the Monthly Finance Performance Report to Council. The Monthly Finance Report assesses Council’s performance against budget each month. If there are any changes to budget that result from this process they are reported to Council and adjusted in the LTFP. Long Term Financial Plan Objectives The objectives of Wagga Wagga City Council’s LTFP are: • to provide a forecast financial position over 10 years to ensure that Council remains financially sustainable • to support the implementation of the Council’s Community Strategic Plan (‘Ruby & Oliver’) • to identify and highlight future challenges, problems and financial trends to ensure that they be proactively addressed • to ensure compliance with legislative requirements of integrated planning and reporting contained in the Local Government Act and the guidelines produced by the NSW Office of Local Government • continuing trend towards meeting all seven of the ‘Fit for the Future’ ratios.

Long Term Financial Plan

Financial Sustainability In 2013, New South Wales Treasury Corporation (TCorp) conducted a financial assessment of the 152 Councils in New South Wales. During this assessment, TCorp defined financial sustainability as: A local government will be financially sustainable over the long term when it is able to generate sufficient funds to provide the levels of service and infrastructure agreed with its community. From its assessment, TCorp developed key recommendations for consideration: 1. At least breakeven operating positions are essential 2. Pricing paths are needed for the medium term 3. Rate increases must meet underlying costs 4. Asset management planning must be prioritised 5. Councillor and management capacity must be developed 6. Improved use of restricted funds 7. Increased use of debt T- Corp concluded that Wagga City Councils financial sustainability was “Moderate, with a Negative outlook”. A Moderate rating indicates that a Council has an adequate capacity to meet its financial obligations in the short to medium term (being the next five years), and to manage the risks to its business. Councils rated as Moderate will generally not have sufficient funds to address their Infrastructure Backlogs over time. The Negative Outlook rating is based on the perception of the likely future movement in the Financial Sustainability Rating (FSR) of each Council over the next three years. A Negative Outlook indicates that a Council’s FSR is more likely to deteriorate, and is a sign of a general weakening in performance and sustainability. In reviewing this year’s LTFP, Council has considered T-Corp’s recommendations and have continued to investigate and implement programs and strategies in order to assist in improving Council’s financial sustainability position into the future.

Long Term Financial Plan

proposed

special rate variation.

[pending successful IPART determination]

The City of Wagga Wagga has been planning for an upgrade to the levee system since 2007, and recently completed detailed designs for the Main City and North Wagga Levee Upgrade Project. Following extensive community consultation, Council resolved to upgrade the Main City Levee to a 1 in 100 year level of protection. The full impact of upgrading the North Wagga Levee is still to be considered in a review of the Floodplain Risk Management Study. The upgrade of the Main City Levee will ensure the protection of residences and businesses in Central Wagga up to a 1 in 100 year flood event. This will reduce the likelihood that the area will need to be evacuated during a flood event, which can also have an immediate social and economic impact. In some flood events the upgrade will mean that flood levels in some flood events in parts of the floodplain upstream and outside of the Main City Levee will increase slightly. The total estimated cost of upgrading the Main City Levee to a 1 in 100 year level of protection and upgrading the North Wagga Levee to a 1 in 20 year level of protection is $23.3M:

Location

Level of Protection Estimated Cost

Main City Levee System

1 in 100 year

$14,598,443

North Wagga Levee System

1 in 20 year

$8,654,863

Total Estimated Cost

$23,253,306

In January 2016, Council received advice from the NSW Office of Environment & Heritage that it had been successful for funding under the 2015/16 NSW Floodplain Management Program for Stage 1 construction of the Wagga Wagga Main City & North Wagga Levee upgrade. The initial grant payment is for $2M matched by a one third contribution from Council of $1M. Given the nature of funding with the program, it is likely that the upgrade will be constructed in stages over a number of years. In March 2016 an application under the 2016/2017 NSW Flood Plain Management was lodged for Stage 2 funding of the Main City & North Wagga Levee upgrade. If Council’s application is successful (announcement to be made May 2016), it is anticipated that construction on Stage

Long Term Financial Plan

1 will commence in the second half of 2016 and Stage 2 of the Levee upgrade will commence in the first half of 2017. Providing it can secure Federal and State funding, Council is committed to funding one-third of the cost of the overall project and proposes to fund this $7.78M share with a Special Rate Variation (SRV). Application for a Special Rate Variation 2016/17 In February 2016 Council made an application to the Independent Pricing and Regulatory Tribunal (IPART) for a Special Rate Variation (SRV) of 4.1% above the rate peg each year maintained for five years for all rate categories other than farmland, with an SRV of 1.9% above the rate peg for the farmland category, both commencing in 2016/17. Council will be advised of IPART’s determination of its SRV application in May 2016. Overall SRV 5.63% rate increase proposed (after 1.8% rate peg announced for 2016/17)

Rates Category

SRV – Levee Upgrade component

Rates Peg Total SRV Component % increase

Farmland

1.9%

1.8%

3.7%

All other rates categories

4.1%

1.8%

5.9%

Assuming the rate peg is set at 2.5% each year, the full increase will be a one off annual increase of 5.63% maintained for five years. At the end of the five year period rates payable in (2021/22) will revert back down to the equivalent level to that if an SRV had not occurred. The table at the top of the opposite page provides a snapshot of the average impact of the proposed SRV for the 2016/17 year for each rate category. Ratepayers can be assured that money raised by the proposed SRV can only be spent on the Levee Upgrade Project. In the event that an upgrade of the North Wagga levee to a 1 in 20 year level of protection does not proceed to this extent, the SRV amount would be adjusted downwards to include

Rates Category

2015/16 Average Annual Rates

Rate Peg - 1.8% Increase

2016/17 Average Annual Rates (including SRV + Rate Peg)

2016/17 Total average increase (including SRV + Rate Peg)

SRV – Levee Component Increase

Residential Wagga

$1,018.46

$18.09

$40.57

$58.66

$1,077.12

Residential Village

$386.74

$6.85

$14.36

$21.21

$407.95

Residential Other

$1,416.12

$25.49

$57.89

$83.38

$1,499.50

Business Wagga

$6,346.94

$114.24

$259.47

$373.71

$6,720.65

Business Village

$533.60

$9.34

$21.19

$30.53

$564.13

$2,433.19

$44.09

$46.30

$90.39

$2,523.58

Farmland

A snapshot of the average impact of the proposed SRV for the 2016/17 year for each rate category.

only the increase required to upgrade the Main City Levee. If Council is not successful with its application for a special rate variation, it will need to fund its one-third share of the Levee Project by borrowing $7.78M over five years. This would be paid back with interest over approximately 14 years. The total cost of the repayments is anticipated to be $10.51M. The table below outlines what the repayments are predicted to be each year over a 15 year repayment period (timing of funds drawn down is reflective of the five (5) year construction period). The debt servicing costs would need to be budgeted for in each of the financial year’s listed below, which will mean a reduction in the services that Council provides to the community. Services that could be impacted include Council’s road and footpath maintenance program, facilities such as the Oasis Aquatic Centre, cultural programs such as community festivals and potentially further staff cuts.

YEAR

REPAYMENT AMOUNT*

2017/18

$198,783

2018/19

$403,716

2019/20

$614,994

2020/21

$832,819

2021/22

$1,057,399

2022/23

$1,057,399

2023/24

$1,057,399

2024/25

$1,057,399

2025/26

$1,057,399

2026/27

$1,046,147

2027/28

$847,016

2028/29

$641,724

2029/30

$430,075

2030/31

$211,868

TOTAL

$ 10,514,135

*Indicative increase only and subject to changes in interest rates

Given the significant pressure that borrowing money to fund the Levee Upgrade Project will have on Council’s ability to provide services, Council believes that the fairest and most cost effective result for the community is to fund the project with a SRV. The scenario for funding Council’s portion of the Levee Upgrade Project from borrowings instead of a Special Rate Variation is outlined in detail in the sensitivity analysis section of this document.

Long Term Financial Plan

fit for the future

Fit for the

future. Following T-Corp’s recommendations in 2013, the Minister for Local Government in response to the findings of a comprehensive three-year independent review of local government announced the ‘Fit For the Future’ Local Government reform package. As part of this package all Councils were requested by 30 June 2015 to assess their current situation, consider whether or not they have the appropriate scale and capacity to meet the future needs of their communities and to develop a plan ensuring they are financially sustainable in the future. A Fit for the Future council is one that is: • Sustainable • Efficient • Effectively manages infrastructure and delivers services for communities • Has the scale and capacity to engage effectively across community, industry and government. IPART in October 2015 deemed Wagga Wagga City Council ‘fit for the future’ as a stand-alone Council based on the actions and strategies identified in Council’s improvement proposal. The action plan outlines how Council is committed to a number of key improvement strategies to meet five of the benchmarks and trend towards the remaining two benchmarks by 2019/20. Council’s improvement proposal can be accessed on Council’s site: www.wagga.nsw.gov.au/__data/assets/pdf_file/0007/35917/ Fit-For-the-Future-Council-Improvement-Proposal.pdf

Long Term Financial Plan

The key improvement strategies to be implemented to improve Council’s financial position and sustainability as part of the 2016/26 budget process have included targeted efficiency (service) reviews of $800K annually and increased revenue targets of $300K from 2016/17. Council will direct these funds towards the renewal of infrastructure and maintenance of assets which will assist in reducing the infrastructure backlog. A key consideration in Council’s decision making as part of this improvement plan is the ongoing commitment to improving our financial position and sustainability. This includes maintaining and improving the working funds result as well as achieving a balanced or preferably a surplus budget each financial year.

our financial strategy.

our

financial Assistance Grant and the reduction of the rate peg in 2016/17 from 2.4% down to 1.8% has added further pressure on trying to remain financially sustainable into the future. Council has again made significant budget savings for this 2016/26 LTFP, which demonstrate its commitment to remaining financially sustainable.

StrategY Council is committed to operating in a financially sustainable framework, to ensure that its community and other stakeholders can rely upon the ongoing provision of a full and diverse range of high quality community services, facilities and infrastructure. Council plans to maintain its financial position and performance, to ensure resilience and a capacity to adapt and respond to arising community needs in a measured and equitable manner.

Balanced Budgets: With each annual budget process Council aims at a minimum to achieve a balanced budget which allows Council to maintain a positive working funds balance. This position gives Council the flexibility to maintain liquidity and fund any unforeseen expenditures or discretionary funding deficits. The Base Case budget detailed in the LTFP indicates Council will maintain a balanced budget over the next four (4) financial years, with the remaining six (6) years (Surplus)/Deficits:

The six (6) Key principles employed in Councilâ&#x20AC;&#x2122;s financial planning process are:

16/17 17/18 18/19 19/20 20/21 (Surplus) / Deficit

Financial Strategy 1 Financial sustainability is the ability for Council to provide the facilities, services and infrastructure that the community needs and expects over the medium to longer term.

MILLIONS

Over the past few years, Council has faced significant challenges in maintaining a stable position in previous LTFPâ&#x20AC;&#x2122;s. Council had commenced in the 2014/24 LTFP process the critical decision making required by adjusting its operations to ensure a more financially sustainable path. The announcement in May 2014 of the freeze on the indexation of the Financial

325,101

21/22 22/23 23/24 24/25 25/26 (Surplus) / Deficit

386,206

52,804 (294,643) (636,189)

(1,346,424)

Arriving at mainly balanced or surplus positions over the 10 years was a complex and challenging task with each area of the organisation having to contribute significant budget

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

Figure 1: Councilâ&#x20AC;&#x2122;s increasing deficits before Capital Grants and Contributions.

Long Term Financial Plan

our financial strategy.

reductions and operational efficiencies to achieve this goal. These savings will have a substantial impact on the delivery of projects and services, which will require Council to be highly innovative and efficient in delivering the Operational Plan and Delivery Plan items. Although Council has managed to arrive at balanced budgets for the next four financial years, it maintains a heavy reliance on Capital Grants and Contributions. The graph below details Councils Operating Result (Surplus)/Deficits before accounting for Capital Grants and Contributions. One of the major influences in Council’s reported operating deficit result is the significant increase in depreciation expense following the revaluation of required asset categories in 2014/15 which has added a further $10M to the budgeted deficits in the LTFP. Maintain Current Working Funds: Working funds represent a measure of liquidity/net financial position. Council’s working capital allows for day to day liquidity and ensures Council is able to survive any budget shocks during the year – i.e. unforseen expenditure overruns and income shortfalls. Council as a prudent financial manager has set a minimum level of $3.5M at which its working capital should be maintained. This level of working capital ensures Council retains an appropriate level of liquidity on an ongoing basis and is able to control/ determine the value of its annual budget surplus or deficit. Forecasts of Council’s available working funds as per the base case budget are shown below:

THOUSANDS

As you can see from Figure 2, Council still has some work to do for the 2020/21 and future year’s budgets to ensure Council’s working funds position remains at a minimum, the $3.5M target.

Financial Strategy 2 Prudent financial investment Council will continue to carefully manage its cash reserves and investments, to ensure that appropriate financial reserves are available to meet the City’s liabilities and commitments, and manage cash flow demands to ensure responsible financial management control. While externally restricted reserves will be maintained in accordance with legislative requirements, a number of internally restricted reserves are used to ensure that funds are set aside to directly support Council’s Community Strategic Plan initiatives and projects. Council will closely monitor its investment performance and publish a number of key financial indicators within its monthly and quarterly budget reviews to demonstrate its financial health and sustainability.

Financial Strategy 3 Effective utilisation of funding sources to fund capital works Council’s Long Term Capital Works Program identifies the various funding sources proposed for each capital project. Where available, Council will utilise grant funding, internal reserves where applicable, and borrowings where valid. Council as a result of being ‘deemed fit’ will also have access if approved to lower cost borrowings offered through T-Corp to fund capital works which will reduce future debt-servicing costs.

4000

$3.5M minimum target

3500 3000 2500 2000 1500 1000 500 0 2016/17

2017/18

2018/19

2019/20

Figure 2: Council’s estimated unrestricted working funds.

Long Term Financial Plan

2020/21

2021/22

2022/23

2023/24

2024/25

our financial strategy.

Financial Strategy 4

• Review of capital project processes, procedures and outcomes

Maintain tight control over expenditure and staff numbers, while still maintaining best value services, facilities and infrastructure Council has committed to undertake a detailed Operational and Efficiency Review of its service delivery. Specifically, Council is seeking to identify if the services it delivers are relevant and necessary to their community as well as appropriate in the current environment. This includes determining if the services meet the needs and expectations of the community articulated in the Community Strategic Plan (CSP).

• Utilisation of allowable reserves for internal loans in preference to external borrowings where possible

The Service Review process aims to achieve the following objectives: • Assist in informing Councillors, the community and Council staff on what, how and why Council delivers the current list of services. It endeavours to answer questions surrounding the need to provide the service, service delivery alternatives such as contracting resources, outsourcing some activities, joint delivery with other Councils, what can be provided at what cost and can any efficiencies be found. • Finding savings that are real, sustainable, and are able to be entrenched into future budgets. This strategic approach to budget management is to identify lasting solutions for the provision of services in contrast to common short term budget management strategies which include delaying the implementation of projects onto a concepts list or unfunded activities, or by making budget cuts that may not align with the CSP. • Continue moving the organisational culture to one of a “can do attitude & approach”. By creating an expectation of better service delivery, Council is empowering its staff with the tools and processes to make better decisions. • Embedding the realisation of continuous improvement. In providing an environment where continuous improvement to service delivery is expected, staff are encouraged and supported to identify opportunities to make Council services the best value for its community. • Identifying a clear set of recommendations on proposed changes following each service reviewed. These recommendations will include as a minimum consideration of options for costs and efficient service delivery which may include process, resourcing and delivery changes. Council is still currently in the process of conducting Service Reviews. Of the 65 broadly defined Key Service Areas, a number of reviews have been completed with recommendations being considered and implemented by Management.

• Utilisation of lower cost borrowings where possible

Financial Strategy 5 Maintain/move towards above benchmark results against key performance indicators As indicated in Wagga Wagga City Council’s Fit for the Future Criteria Results which was based on a three year average, Council did not meet three out of the seven benchmarks. The key improvement strategies to be implemented to improve our financial position and sustainability as part of the 2016/26 budget process have included targeted efficiency (service) reviews of $800K annually and increased revenue targets of $300K from 2016/17. Council will direct these funds towards the renewal of infrastructure and maintenance of assets which will assist in reducing the infrastructure backlog ratio. A successful SRV application will also see Council trending towards meeting all of these ratios in 2019/20.

Financial Strategy 6 Narrow the Infrastructure Funding Gap Council’s Asset Management Plan identifies a shortfall in current expenditure on the maintenance and renewal of infrastructure assets. This represents a risk to Council that a significant number of assets may fail due to inadequate maintenance. If this issue is not addressed it will have an adverse impact on Council’s financial position in the medium and longer term. Council is attempting to address this issue by: • Increasing recurrent levels of maintenance and renewal budgets by identifying budget savings and efficiency gains from all parts of the organisation • Maintaining a reserve for Infrastructure Replacement and allocating additional funds towards this reserve as a priority when budget improvements are realised, and allocating the proceeds from the sale of non-core assets • Increasing the use of low cost borrowings to fund infrastructure renewals through T-Corp as a result of being deemed ‘fit’ as part of Council’s Fit for the Future proposal. • Reassessing asset condition and what constitutes “satisfactory” condition

A number of other initiatives have been implemented to assist in identifying budget efficiencies, which include: • Targeted savings for employee costs • Controlled expenses • Review of fees and charges to ensure closer alignment with costs • Energy savings and carbon reduction initiatives • EBusiness and online service initiatives • Improved information management systems and technology

Long Term Financial Plan

planning assumptions.

our

planning assumptions. Population and Demographics The level of population increase and population demographics have a significant impact on demand for services, and are key drivers for Council’s planning for new infrastructure and the type of infrastructure incorporated in the LTFP. The data provided by the ABS reveals that Wagga Wagga has a younger population relative to the NSW average. The proportion of the population aged 24 or less for Wagga Wagga is 37% compared with 32% for NSW. Between 2016 and 2026, the age structure forecasts for the City indicate a 15.8% increase in population under working age, a 32.3% increase in population of retirement age, and a 7.0% increase in population of working age. This profile is reflected in Council’s ten year capital works program, committing resources to facilities and infrastructure designed to cater for a changing demographic.

Economic Conditions and Growth Economic conditions and growth have a significant external impact to Wagga’s financial position and the LTFP. Some key factors include the following: • The state of financial markets (including official interest rates) • Inflation rates • Labour force and unemployment rate • Population growth rate Interest rate fluctuations will have a direct impact on the returns earned on Councils investment portfolio. Inflation rate fluctuations impact both income and expenditure and what products can be purchased for in real terms. When the general price level rises, each unit of currency buys fewer goods and services. Consequently, inflation reflects a reduction in the purchasing power per unit of money. Wagga Wagga has a strong and diverse economy without a reliance on a single sector, allowing the city to maintain growth and prosperity. The city’s labour force is in excess of 35,000 people, maintaining a relatively low unemployment rate of 4.2% when compared to the New South Wales 5.7% and Australian 6.1% rates. Over the next 20 years, Wagga Wagga is expected to grow steadily at an average annual rate of 1%, reaching 80,000 residents by the year 2036.

Long Term Financial Plan

Major Projects Included in Council’s 2016/26 LTFP are four (4) significant projects:

Project

Estimated Year(s) of construction

Estimated Cost

Riverina Intermodal Freight and Logistic

2016/17 + 2017/18

$40.2M

Multi Purpose Stadiums

2016/17 + 2017/18

$15.9M

Levee Bank System Upgrades

2016/17 – 2019/20

$23.3M

Eunony Bridge Road Bride Replacement

2016/17

$9.8M

The uncertainties around Council’s planned major projects have the potential to have a significant impact on the LTFP both in regards to timing and costings. Riverina Intermodal Freight and Logistics The Riverina Intermodal Freight and Logistics (RIFL) hub project involves the construction of new major rail and road infrastructure and a freight terminal on 95 hectares of land north of Wagga Wagga at the Bomen Business Park. The project also includes the development of an agricultural bulk goods facility (grain terminal) and will be a key economic driver of growth in the Riverina. Key project deliverables for the 2015/16 financial year will include the finalisation of commercial models, customer agreements, constructions plans and project funding. Stage 1 construction is proposed to commence in 2016/17 which will include the construction of enabling roads. Stage 2 construction includes land purchases and construction of rail tracks. The uncertainties associated with the RIFL project continue to reduce as the project matures through the project phases. The last significant funding hurdle to clear is the commitment from the NSW Government. Multi Purpose Stadiums The scope of the project is to deliver two Multi Purpose Stadiums (both sport and conference facilities), the first site located at The Exhibition Centre, consisting of a large sports building next to the existing Netball Clubhouse. The facility will provide three (3) full sized indoor multi purpose courts, change room amenities, office spaces, an elevated seating gallery, a function area and catering faciltiies. This is proposed to be constructed in 2016/17 with $9.1M funding allocated. The second site which is still in concepts phase for $6.8M in 2017/18 is an expansion to the Bolton Park Stadium’s existing gymnasium building. There is funding of $150K allowed in 2016/17 to investigate options and complete a masterplan for the Bolton Park precinct which will include the Oasis facility.

Levee Bank Upgrades - Upgrades of Main City Levee and North Wagga Levees Council recently completed detailed designs for the Main City and North Wagga Levee Upgrade Project and following extensive community consultation has resolved to proceed with the upgrade of the Main City Levee to a 1 in 100 year level of protection. The full impact of upgrading the North Wagga Levee to a 1 in 20 year level of protection is still to be considered in a review of the Floodplain Risk Management Study. The estimated cost of upgrading the Main City Levee to a 1 in 100 year level of protection and upgrading the North Wagga Levee to a 1 in 20 year level of protection is $23.3M. The total capital cost indexed over the five (5) year period is as follows:

Project

Upgrade of Main City Levee System Upgrade of North Wagga Levee System Total

Indexed Estimated Cost

Grant funding (proposed)

Council’s one-third share

$14.6M

$9.7M

$4.9M

$8.7M

$5.8M

$2.9M

$23.3M

$15.5M

$7.8M

Funding options for Council’s one-third share: 1. Special Rate Variation (SRV). An additional rates levy applied to all rateable property owners from 2016/2017 within the Local Government Area of 4.1% above the rate peg maintained for five years. This is Council’s preferred option however this option requires approval from the Independent Pricing and Regulatory Tribunal (IPART) which will be determined in May 2016. 2. Borrowings. This option will be applied in the event that the SRV is not approved by IPART. This provides an assurance by Council to fund its one-third share regardless of the result of the application to IPART. Eunony Bridge Road Bridge Replacement This project is for the replacement of the existing Eunony Bridge with a structure capable of catering for Heavy Mass Limit (HML) vehicles. This project is key to the implementation of the Bomen Strategic Master Plan as the replacement of the bridge will facilitate increased productivity into the Bomen Business park by allowing operators to use larger vehicles. The budget for this project is estimated at $9.8M with construction to commence in 2016/17. Council has recently been advised of a successful grant for $4.9M, with Council required to match the funding from the transfer of funds from existing road project budgets.

In January 2016 Council received advice from the NSW Office of Environment and Heritage (NSW OEH) that it had been successful for funding under the 2015/16 NSW Floodplain Management Program for Stage 1 construction. The initial grant payment is for $2M matched by a one third contribution from Council of $1M. In March 2016 an application under the 2016/17 NSW Flood Plain Management was lodged for Stage 2 funding of the Main City & North Wagga Levee upgrade. Providing it can secure Federal and State funding, Council is committed to funding one-third of the cost of the overall project and proposes to fund this $7.78M share with a Special Rate Variation (SRV) which is pending a successful IPART determination. At this stage of the design process the cost estimate is within plus or minus 20 – 30%. The modelling assumes a construction period of five (5) years but this is conditional of the timing and conditions of funding from NSW OEH.

Long Term Financial Plan

financial forecast assumptions.

financial

forecast assumptions. Rates & Annual Charges $59.2M

14%

Grants & Contributions provided for Operating Purposes $14.78M

3% 3%

Other Revenues $3.12M

Figure 3: Total operating revenue budget $105.5M

56% Interest & Investment Revenue $3.41M

22%

User Charges & Fees $23.63M

Special Rate Variation $1.46M (Pending successful IPART determination)

OPERATING revenue Figure 3 represents Council’s budgeted operating revenue for the 2016/17 financial year, displayed as a percentage. Rates The Independent Pricing and Regulatory Tribunal (IPART) determine the rate peg based on a Local Government Cost Index, a productivity factor, as well as any other pertinent legislative and industry factors. This is to ensure that a balance is made between Council meeting the increasing costs of delivering services and that productivity gains are shared with ratepayers. The base case scenario includes an ordinary rate increase for 2016/17 of 1.8% as announced by IPART in December 2015, with a 1% growth in rateable properties for residential only. This was a significant reduction on the 2015/16 rate peg of 2.4%. The assumed increase in rates for 2017/18 onwards is in line with rate pegging of 2.5% with an additional 1% growth factor (for residential only) in additional rateable properties for the LTFP. The risk that Council may incur in relation to the amount of rates revenue forecast in the LTFP is that the rate peg announced annually by IPART may be below the assumed annual forecasted percentages Council has used.

Annual Charges – Domestic & Commercial Waste Annual charges for Waste are modelled at recovering a reasonable estimated cost of providing the service which includes a component for future site rehabilitation. The rate

Long Term Financial Plan

used in the base case and all scenarios is an annual increase of 3%.

Sewer Charges Sewer charges are also modelled at recovering a reasonable estimated cost of providing the service which includes a component for future site rehabilitation. The rate used in the base case scenario which was included in the 2015/25 LTFP is: For the first 2 years - 3.5% increase plus a 1% residential growth factor. For the remaining 8 years - 2.5% increase plus a 1% residential growth factor. The Sewer operation is currently undergoing a review comprising extensive modelling scenarios to achieve full cost recovery which includes depreciation consistent with Council’s Return on Investment Policy for council businesses. At this point in time the annual charge increase for residential customers is proposed as follows: 2016/17 – 3.5% increase plus a 1% residential growth factor 2017/18 – 2022/23 – 6.5% increase plus a 1% residential growth factor 2022/23 – 2025/26 – 2.5% increase plus a 1% residential growth factor Further increases will result if Council commits to proceeding with the San Isidore Sewerage Scheme which is currently included on the concepts capital works list in the LTFP.

financial forecast assumptions.

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Operating Revenue

(16,964,703) (17,999,624) (19,150,585) (20,232,373) (21,519,023) (22,906,142) (24,403,606) (25,196,897) (26,094,136) (27,078,123)

Capital Revenue

(1,275,000)

(1,289,000)

(1,305,000)

(1,319,000)

(1,301,000)

(1,315,000)

(1,330,000)

(1,349,000)

Operating Expenditure

17,587,668

18,647,297

18,935,351

19,763,070

20,359,379

21,256,804

21,989,685

22,962,130

23,770,715

24,436,949

Interest Repayments

2,453,366

2,400,234

2,343,311

2,282,321

2,216,972

2,146,946

2,071,905

1,991,486

1,905,298

1,812,922

Capital Expenditure

1,850,809

5,401,450

4,708,132

2,343,679

4,656,373

3,923,493

2,687,814

3,758,156

1,520,809

300,000

1,501,016

1,897,803

265,494

12,947

$469.37

$499.88

$532.37

$566.98

$603.83

$643.08

$684.88

$702.00

$719.55

$737.54

3.50%

6.50%

2.50%

3,076,331

3,047,906

2,128,077

1,813,018

1,057,328

497,608

(342,016)

(243,280)

(418,124)

(828,252)

16,480,645

12,844,991

10,714,574

13,462,916

14,939,024

17,775,133

23,289,943

28,021,312

35,537,318

43,866,469

Project Concepts New External Loan Borrowings Proposed Residential Charge Net Operating result before Capital Grants & Contributions (Surplus)/ Deficit

Proposed Closing Reserve Balance

Sewer Business Operations LTFP - Potential Increase to meet Council’s Return on Investment Policy

Stormwater Services

Interest & Investment Revenue

The maximum amount for annual stormwater services is prescribed by legislation. This is currently $25 per residential & business property per annum, which is the amount used in the base case and all scenarios of the LTFP.

Given the present volatility in global financial markets, and the relatively low cash rate it is difficult for Council to ascertain with certainty what actual returns are likely to be over the 10 years of the plan. It is not likely that Council can continue to rely on additional investment income over the life of the LTFP given the current balance of the portfolio, and the reserves that are identified to be expended. The reduction in investment income and overall portfolio balance places further funding pressures on Council in the future.

User Fees & Charges The base case scenario of the LTFP includes a projected increase in user fees and charges generally between 3%-5%. A number of fees are prescribed by legislation and some fees are set at a level to recover the actual cost of providing the service. All fees have been reviewed in line with Council’s revenue and pricing policy. The key improvement strategies to be implemented to improve our financial position and sustainability as part of Council’s Fit for the Future improvement proposal has included increased revenue targets of $300K from 2016/17.

Council’s investment revenue is linked to the expected balance of the portfolio over the life of the LTFP. For the base case scenario, the projected interest rates to inform the LTFP are:

Years

Financial Year

Predicted interest rate earnings

Years 1-3

2016/17 – 2018/19

3.30% - 3.58%

Years 4-7

2019/20 – 2022/23

3.26% - 3.68%

Years 8-10

2023/24 – 2025/26

3.57% - 3.98%

Long Term Financial Plan

financial forecast assumptions.

Grants & Contributions

OPERATING EXPENDITURE

Grants It is assumed in the base case scenario that the current level of grant funding from the State and Federal Governments will continue. Grants are a significant source of funding for local government and as such any fluctuation in current levels is likely to have a substantial effect on the delivery of services and projects identified in the LTFP.

Employee Benefits and On Costs Under the NSW Local Government Award, on average staff receive a 2.8% pay increase each year. Combining the award increase, performance based increase and the associated on costs, the budgeted employee costs increase is 4%.

2016/17 represents the 3rd year of the three (3) year freeze on indexation for the Financial Assistance Grant. The freeze has had a significant impact on Council’s previous LTFP’s, with further adjustments to population have now resulted in a further $4.8M adjustment to the 2016/26 LTFP’s 10 year starting point. The base case and all scenarios assume that the indexation of the Financial Assistance Grant will recommence from 1 July 2017. The LTFP provides sensitivity analysis on a continuation of the freeze and indexation rates between 0 and 2.5%. Developer Contributions Developer contributions have been projected in line with each contribution plan over the life of the LTFP. These plans are subject to review annually with each iteration of the LTFP updated accordingly.

Other Revenues Other revenue includes fines, income from sale of goods as well as diesel fuel rebates and income from insurance claims and rebates. Revenue from these sources is difficult to ascertain with any certainty as they are generally influenced by factors outside of Council’s control. As a result for the purposes of the LTFP other revenue has been projected at a 3% increase from the 2015/16 financial year budget which corresponds to historical trends.

In addition to the above, a salary cap of 2.5% was introduced in 2015/16 in the base case budget for 3 years of the LTFP, which then reverts back to the above award and salary progression system from 2018/19. Borrowing Costs Borrowing costs have been conservatively forecast at approximately 6% for 2016/17 to 2020/21 and 7% for the remaining years of the LTFP. If rates increase substantially above the 6% then Council will have to adjust the borrowings program as well as capital programs so that an affordable level of debt is always maintained. There is also the potential to source lower cost borrowings through T-Corp as part of Council’s Fit for the Future proposal. All projects assumed term of loan is 10 years, other than the Multi Purpose Stadium and Riverina Intermodal Freight Logistics Hub projects. Materials & Contracts The cost of materials and contracts is to be maintained within existing budgets. Depreciation Following a review of depreciation budgets, adjustments have been made to the 2016/17 base case for the 10 years of the LTFP. Depreciation is forecast to increase by 5% each year of the LTFP. This is reflective of the new capital additions and purchases over the term of the LTFP. Depreciation levels are subject to ongoing review with each LTFP. Council is currently undergoing an asset revaluation and a possible change in depreciation methodology which may have an impact on the depreciation expense forecasts.

Other expenses $37.51M

32%

36%

Depreciation & amortisation $32.41M Materials & contracts $2.7M Borrowing costs $3.95M

27%

3% 2%

Employee benefits & on-costs $42.11M Figure 4: Council’s budgeted operating expenses for the 2016/17 financial year, displayed as a percentage.

Long Term Financial Plan

financial forecast assumptions.

MILLIONS

160

140 Grants & contributions provided for Operating purposes

120

100

Other revenues

Interest & investment revenue

User charges & fees

Special Rate Variation (pending successful IPART determination)

Rates & annual charges

Expenses from continuing operations 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Figure 5: Council’s operating revenue and expenditure

Other Expenses Utilities An increase has been projected in the LTFP for electricity of 8% and gas and water costs of 5% per annum. Council is actively pursuing efficient alternative sources of energy and other energy saving initiatives in order to reduce the effect of these costs where possible and these projected savings have been included in the LTFP. Insurance It has been assumed that insurance premiums will increase at 5% per annum, with liability insurance assumed at 7%. Other Operating Expenses The cost of other operating expenses other than Utilities and Insurance costs are to be maintained within existing budgets. Figure 5 demonstrates the relationship between operating revenue and operating expenditure. As can be seen from Figure 5, Council’s operating income is greater than it’s operating expenditure in the first four (4) years of the 10 year LTFP. This indicates that for the remaining six (6) years of the LTFP, additional work (increase revenue, decrease expenditure) needs to occur in order for Council to maintain it’s financial sustainability position.

Long Term Financial Plan

sensitivity analysis.

our

sensitivity analysis. Although the assumptions listed in the previous section are Council’s current informed estimate based on a range of reliable sources, LTFPs are inherently uncertain. They contain a wide range of assumptions, including assumptions about interest rate movements and the potential effect of inflation on revenues and expenditures which are largely outside Council’s control.

Employee Costs Salary growth is largely subject to the NSW Local Government Award. Council has factored in a 4% annual increase in employee expenses. If the Award increases by 0.5%, the effect on the LTFP base case budget deficits before Capital Grants and Contributions is shown in Figure 8.

The LTFP base case scenario budget (Surplus)/Deficits is demonstrated in Figure 6:

Combined impact Figure 9 shows the combined impact of a 0.5% unfavourable variance in our assumptions for Rates and Employee Costs.

The following section illustrates the financial effect on Council’s result if certain assumptions were to change. Rates Rates comprise 56% of Council’s total operating income. As stated earlier, rates are capped by the State Government and Council can only increase rates above the rate pegging percentage if a Special Rate Variation is submitted and approved.

THOUSANDS

If rates are held 0.5% p.a. below the predicted rate pegging percentage, the effect on the LTFP base case budget deficits before Capital Grants and Contributions is shown in Figure 7.

600 400 200 0

(200) (400) (600) (800) (1000) (1200) (1400) (1600)

2016/17

2017/18

Figure 6: Council’s cash budget result.

Long Term Financial Plan

2018/19

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

MILLIONS

sensitivity analysis.

0 (5) (10) (15) (20) (25)

2016/17

2017/18

2018/19

2019/20

2020/21

Forecast Rates @ Rate Peg

2021/22

2022/23

2023/24

2024/25

2025/26

Forecast Rates @ 0.5% pa under Rate Peg

MILLIONS

Figure 7: Rates Income

0 (5) (10) (15) (20) (25) (30)

2016/17

2017/18

2018/19

2019/20

2020/21

Employee Costs @ 4%

2021/22

2022/23

2023/24

2024/25

2025/26

Employee Costs @ 4.5%

MILLIONS

Figure 8: Employee Costs

0 (5) (10) (15) (20) (25) (30)

2016/17

2017/18

2018/19

2019/20

Existing budget

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

Forecast rates and employee costs varying by 0.5%

Figure 9: Combined Rates Income and Employee Costs

Long Term Financial Plan

base case scenario

base case

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

Long Term Financial Plan

31,998,481

33,250,784

13,011,400

Capital Expenditure - New Projects

Capital Expenditure - Project Concepts

(21,671,319)

Capital Expenditure - Renewals

Capital and Reserve Movements

Net Operating (Profit)/Loss

118,679,733

37,510,505

Other Expenses

2,704,884

32,405,375

Depreciation & Amortisation

Materials & Contracts

42,105,886

3,953,084

Expenses From Continuing Operations

(19,210,178)

(14,081,625)

(3,154,522)

(3,874,391)

(25,462,775)

(1,508,325)

(61,130,987)

(11,006,285)

(14,439,759)

(3,191,933)

(4,314,075)

(27,307,123)

(1,555,027)

(63,032,551)

(10,721,077)

(14,704,282)

(3,246,042)

(4,284,553)

(28,604,724)

(1,603,211)

(64,994,677)

BUDGET 2019/20

(10,974,043)

(15,027,000)

(3,315,672)

(4,707,361)

(29,801,980)

(1,652,925)

(67,019,337)

BUDGET 2020/21

(7,588,053)

(15,408,132)

(3,383,394)

(5,306,867)

(31,200,917)

(69,108,565)

BUDGET 2021/22

(7,656,010)

(15,695,899)

(3,452,983)

(5,895,558)

(32,162,054)

(71,264,465)

BUDGET 2022/23

(7,590,721)

(16,044,529)

(3,524,428)

(6,119,307)

(33,309,394)

(73,489,014)

BUDGET 2023/24

(7,652,737)

(16,402,258)

(3,597,741)

(6,662,245)

(34,344,893)

(75,784,644)

BUDGET 2024/25

(7,652,737)

(16,734,158)

(3,604,074)

(7,472,916)

(34,949,066)

(78,153,676)

BUDGET 2025/26

17,679,054

13,326,518

22,570,028

(6,420,695)

122,002,107

37,122,286

34,236,278

2,717,130

4,588,705

43,337,708

11,596,631

8,585,850

20,259,817

2,422,364

127,269,116

37,969,771

36,170,628

2,869,551

4,887,669

45,371,497

4,754,530

6,649,532

19,063,398

3,628,149

131,786,715

38,789,712

38,214,269

2,828,006

4,779,210

47,175,518

4,540,658

2,788,701

22,294,580

4,207,317

136,705,636

39,961,260

40,373,375

2,825,441

4,493,870

49,051,690

4,469,934

3,476,403

15,722,317

9,440,048

141,435,975

40,745,028

42,654,471

2,839,836

4,193,743

51,002,898

4,275,208

927,245

16,007,178

9,886,847

146,013,816

41,157,395

45,064,448

2,826,805

3,933,024

53,032,144

4,779,087

1,604,377

17,458,951

11,461,348

151,538,741

42,370,368

47,610,589

2,813,987

3,601,248

55,142,549

2,592,325

4,538,371

17,976,762

12,821,074

157,265,593

43,560,414

50,300,588

2,802,202

3,265,031

57,337,359

1,343,000

539,766

16,952,147

13,537,479

162,104,106

43,773,845

53,142,571

2,613,305

2,955,406

59,618,978

(140,351,052) (128,422,802) (124,846,752) (128,158,565) (132,498,318) (131,995,928) (136,126,969) (140,077,392) (144,444,519) (148,566,628)

Borrowing Costs

Employee Benefits & On-Costs

Expenses From Continuing Operations

Revenue From Continuing Operations

(34,768,294)

Grants & Contributions provided for Capital Purposes

(3,123,096)

(14,779,516)

Other Revenues

Grants & Contributions provided for Operating Purposes

(3,406,597)

Interest & Investment Revenue

(23,631,263)

(1,463,059)

SRV (pending successful IPART determination)

User Charges & Fees

(59,179,227)

Rates & Annual Charges

Revenue From Continuing Operations

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO BUDGET BUDGET BUDGET 2016/17 2017/18 2018/19

base case scenario

Long Term Financial Plan

2,603,821

Long Term Financial Plan

54,076,694

32,405,375

Total Capital and Reserve Movements

Net Result after Depreciation

Add back Depreciation Expense (non-cash)

(7,945,724)

Net Movements to/(from) Reserves

Cash Budget (Surplus)/Deficit

(4,982,151)

(13,859,917)

Proceeds from Sale of intangible & tangible Assets

New Loan Borrowings

Loan Repayments

34,236,278

40,656,974

(3,072,370)

(4,373,635)

(8,791,573)

3,318,953

36,170,628

33,748,264

(6,499,531)

(1,980,000)

(2,100,157)

3,885,654

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO BUDGET BUDGET BUDGET 2016/17 2017/18 2018/19

38,214,269

34,586,119

862,071

(1,002,800)

4,259,389

BUDGET 2019/20

325,101

40,373,375

40,698,476

36,491,159

4,099,093

(1,759,200)

4,527,327

BUDGET 2020/21

386,206

42,654,471

43,040,677

33,600,629

7,501,375

(1,630,000)

(750,000)

4,810,600

BUDGET 2021/22

52,804

45,064,448

45,117,252

35,230,405

10,068,155

(1,299,320)

5,251,939

BUDGET 2022/23

(294,643)

47,610,589

47,315,946

35,854,598

8,324,234

(1,438,400)

5,126,349

BUDGET 2023/24

(636,188)

50,300,588

49,664,400

36,843,325

8,798,095

(1,950,000)

4,887,772

BUDGET 2024/25

(1,346,424)

53,142,571

51,796,147

38,258,668

15,755,366

(1,050,000)

4,718,389

BUDGET 2025/26

base case scenario

scenarios

scenario 1. Scenario 1 uses the same data as the base case however in the event a Special Rate Variation is not approved by IPART, Council would borrow the required $7.8M. The below table illustrates the loan borrowings required over the five (5) year construction period, and the applicable loan repayments over this 2016/26 LTFP.

Upgrade Main City Levee + North Wagga Levee – fund Council’s one third share from external loan borrowings Capital project funds of $23.3M are required for the upgrade of the Main City Levee and North Wagga Levee projects. In January 2016, Council received advice from the NSW Office of Environment & Heritage that it had been successful for funding for Stage 1 construction. The initial grant payment is for $2M matched by a one third contribution from Council of $1M. In March 2016 an application under the 2016/17 NSW Flood Plain Management was lodged for Stage 2 funding of the Main City & North Wagga Levee upgrade.

The assumption used for the potential loan borrowings is 6% over a 14 year loan period. The below table represents the impact on Council’s budgeted result eg. Council needs to find an additional $198,783 in the 2017/18 financial year to service the $1,463,059 loan borrowings required from 2016/17. This amount increases each year for the life of this LTFP due to the drawdowns required over the five (5) year construction period.

Providing it can secure Federal and State funding, Council is committed to funding one-third of the cost of the overall project and proposes to fund this $7.78M share with a Special Rate Variation (SRV). This scenario is included in the base case data shown above.

Scenario 1 - Both Levees funded by Borrowings 16/17 17/18 18/19 19/20 20/21 21/22

22/23

23/24

24/25

25/26

Main City (1 in 100) + North Wagga Levee (1 in 20) 1,463,059 1,508,325 1,555,027 1,603,211 1,652,925 0 Borrowings Repayments 0

198,783

403,716

614,994

832,819

1,057,399 1,057,399 1,057,399 1,057,399 1,057,399

scenario 2. RIFL – Stage 1 construction only for enabling roads component $35.1M – removal of land sales as a funding source and fund with external loan borrowings The Base Case Scenario includes the remaining funding of the $40.2M budgeted for Stages 1 and 2 construction of the Riverina Intermodal Freight and Logistics (RIFL) hub project ($32.2M allocated in 2016/17 + 2017/18) and also includes operational budgets for user fee income as well as ongoing maintenance costs. Please note that these potential income and maintenance figures are indicative at this point in time and will change as the project progresses. Stage 1 of the project includes planning costs, land acquisitions, construction of the enabling roads component including rail infrastructure and the underpass. Stage 2 includes construction of rail tracks, service provisions and includes further land acquisitions.

Scenario 2 - RIFL Stage 1 only 16/17 17/18 18/19 19/20

It is proposed in this Scenario to include only Stage 1 construction in the event that Council does not proceed with implementation of Stage 2. This scenario also includes substituting the strategic land sales funding source of $6.8M with external loan borrowings due to the inherent risk of this funding. There would also be no income generated due to the construction of the roads component only as well as a reduction in annual maintenance costs. The assumption used for potential loan borrowings is a 6% interest term for 15 years. The below table represents the impact to Council’s bottom line for the 10 years of the LTFP based on these changes to the base case scenario. The below table represents the impact on Council’s budgeted result eg. Council needs to find an additional $232,284 in the 2017/18 financial year due to the removal of the potential income generated from Stage 2 construction. This reduction in income increases over the life of the LTFP.

20/21

21/22

22/23

23/24

24/25

25/26

-260,350

Borrowings Repayments -27,713

-83,870

-260,350

492,634

1,178,788 1,355,376 1,531,396 1,411,459 1,754,491 1,804,059 1,854,991

Net Operating Costs 0

Total impact on LTFP budgeted result -27,713

-83,870

232,284

918,438

1,095,026 1,271,046 1,151,109 1,494,141 1,543,709 1,594,641

Long Term Financial Plan

appendices.

long term

financial plan APPENDICES. APPENDICES The following summary documents are provided as appendixes to the Long Term Financial Plan document. They provide a summary of the financial projections of Council over the next ten years. It is important that these documents are considered as a total package and not in isolation to gain a clear picture of Councilâ&#x20AC;&#x2122;s financial position over the next ten years. Appendix 1 Budgeted Income Statement Appendix 2 Balance Sheet Forecasts Appendix 3 Cash Flow Statement Forecasts Appendix 4 Financial Sustainability Indicators Appendix 5 Budgeted External Restrictions Appendix 6 Budgeted Internal Restrictions Appendix 7 External Loan Projects and Debt Servicing Appendix 8 Capital Works Program + Concepts List Appendix 9 Wagga Wagga Regional Airport Ten Year Financial Plan Appendix 10 Livestock Marketing Centre Ten Year Financial Plan Appendix 11 Sewerage Services Ten Year Financial Plan Appendix 12 Solid Waste Services Ten Year Financial Plan Appendix 13 Stormwater Levy Ten Year Financial Plan Appendix 14 Budgeted Income Statement by Function

Long Term Financial Plan

(21,671,319)

Net Operating Result (Surplus)/Deficit

Contributions provided for Capital Purposes

13,096,975

Net Operating Result before Grants and

118,679,733

Expenses From Continuing Operations

37,510,505

Other Expenses

2,717,130

12,789,483

(6,420,695)

122,002,107

37,122,286

34,236,278

2,704,884

32,405,375

4,588,705

43,337,708

3,953,084

42,105,886

Depreciation & Amortisation

Materials & Contracts

Borrowing Costs

Employee Benefits & OnCosts

(19,210,178)

(14,081,625)

(3,154,522)

(3,874,391)

(25,462,775)

(1,508,325)

(61,130,987)

BUDGET 2017/18

(11,006,285)

(14,439,759)

(3,191,933)

(4,314,075)

(27,307,123)

(1,555,027)

(63,032,551)

BUDGET 2018/19

(10,721,077)

(14,704,282)

(3,246,042)

(4,284,554)

(28,604,724)

(1,603,211)

(64,994,677)

BUDGET 2019/20

(10,974,043)

(15,027,000)

(3,315,672)

(4,707,361)

(29,801,980)

(1,652,925)

(67,019,337)

BUDGET 2020/21

(7,588,053)

(15,408,132)

(3,383,394)

(5,306,867)

(31,200,917)

(69,108,565)

BUDGET 2021/22

(7,656,010)

(15,695,899)

(3,452,983)

(5,895,558)

(32,162,054)

(71,264,465)

BUDGET 2022/23

(7,590,721)

(16,044,529)

(3,524,428)

(6,119,307)

(33,309,394)

(73,489,014)

BUDGET 2023/24

(7,652,737)

(16,402,258)

(3,597,741)

(6,662,245)

(34,344,893)

(75,784,644)

BUDGET 2024/25

(7,652,737)

(16,734,158)

(3,604,074)

(7,472,916)

(34,949,066)

(78,153,676)

BUDGET 2025/26

13,428,649

2,422,364

127,269,116

37,969,771

36,170,628

2,869,551

4,887,669

45,371,497

14,349,226

3,628,149

131,786,715

38,789,712

38,214,269

2,828,006

4,779,210

47,175,518

15,181,360

4,207,317

136,705,636

39,961,260

40,373,375

2,825,441

4,493,870

49,051,690

17,028,101

9,440,048

141,435,975

40,745,028

42,654,471

2,839,836

4,193,743

51,002,898

17,542,857

9,886,847

146,013,816

41,157,395

45,064,448

2,826,805

3,933,024

53,032,144

19,052,069

11,461,348

151,538,741

42,370,368

47,610,589

2,813,987

3,601,248

55,142,549

20,473,811

12,821,074

157,265,593

43,560,414

50,300,588

2,802,202

3,265,031

57,337,359

20,890,216

13,237,479

161,804,106

43,473,845

53,142,571

2,613,305

2,955,406

59,618,978

(140,351,052) (128,422,802) (124,846,752) (128,158,566) (132,498,318) (131,995,928) (136,126,969) (140,077,392) (144,444,519) (148,566,628)

Expenses From Continuing Operations

Revenue From Continuing Operations

(34,768,294)

Grants & Contributions provided for Capital Purposes

(3,123,096)

Other Revenues

(14,779,516)

(3,406,597)

Interest & Investment Revenue

Grants & Contributions provided for Operating Purposes

(23,631,263)

(1,463,059)

User Charges & Fees

(59,179,227)

Rates & Annual Charges

SRV (pending successful IPART determination)

Revenue From Continuing Operations

BUDGET 2016/17

LONG TERM FINANCIAL PLAN - BUDGETED INCOME STATEMENT

appendix 1.

Long Term Financial Plan

62,436,159

1,494,839,473

TOTAL ASSETS

3,318,953

12,287,439

Borrowings

Provisions

Payables

Current Liabilities

16,395,730

1,447,997,722

1,432,403,313

Total NonCurrent Assets

LIABILITIES

3,450,000

Investment Property

12,287,439

3,885,654

14,292,958

1,519,209,864

1,907,000

Investments Accounted for using the equity method

1,395,434,829

47,205,893

1,380,469,143

46,577,170

71,212,142

480,824

241,545

13,874,400

45,513,685

11,101,688

BUDGET 2017/18

Infrastructure, Property, Plant & Equipment

Investments

Non-Current Assets

Total Current Assets

485,362

Other

14,784,527

Receivables

240,456

38,707,501

Investments

Inventories

8,218,314

Cash & Cash Equivalents

Current Assets

ASSETS

BUDGET 2016/17

12,287,439

4,259,389

13,333,036

1,524,010,488

1,450,291,019

3,450,000

1,907,000

1,397,726,499

47,207,520

73,719,469

492,892

255,094

13,727,951

45,515,255

13,728,277

BUDGET 2018/19

12,287,439

4,527,327

12,598,287

1,522,005,726

1,439,862,378

3,450,000

1,907,000

1,388,976,889

45,528,488

82,143,348

502,287

251,401

14,071,945

43,896,412

23,421,304

BUDGET 2019/20

LONG TERM FINANCIAL PLAN - BUDGETED BALANCE SHEET

12,287,439

4,810,600

12,699,566

1,518,142,956

1,429,838,203

3,450,000

1,907,000

1,376,468,253

48,012,949

88,304,753

516,395

251,173

14,444,218

46,291,812

26,801,155

BUDGET 2020/21

12,287,439

5,251,939

12,303,398

1,509,034,682

1,411,737,981

3,450,000

1,907,000

1,355,852,437

50,528,544

97,296,701

526,028

252,453

14,415,194

48,717,228

33,385,797

BUDGET 2021/22

12,287,439

5,126,349

12,157,914

1,497,111,120

1,388,382,217

3,450,000

1,907,000

1,330,698,300

52,326,917

108,728,903

530,848

251,294

14,672,540

50,451,135

42,823,085

BUDGET 2022/23

12,287,439

4,887,772

12,561,718

1,484,257,773

1,364,952,375

3,450,000

1,907,000

1,305,491,726

54,103,649

119,305,398

545,333

250,155

14,975,913

52,164,176

51,369,821

BUDGET 2023/24

12,287,439

4,718,389

12,846,723

1,470,002,187

1,339,507,012

3,450,000

1,907,000

1,278,348,597

55,801,415

130,495,175

559,553

249,107

15,270,514

53,801,081

60,614,920

BUDGET 2024/25

12,287,439

4,718,389

12,328,892

1,452,231,024

1,304,777,869

3,450,000

1,907,000

1,242,990,939

56,429,930

147,453,155

559,849

232,315

15,338,657

54,407,065

76,915,269

BUDGET 2025/26

appendix 2.

32,002,123

1,380,700,866

529,493,955

Revaluation Reserves

TOTAL EQUITY

851,206,911

Retained Earnings

EQUITY

1,380,700,866

NET ASSETS

Total NonCurrent Liabilities

114,138,607

2,038,908

82,136,484

Provisions

TOTAL LIABILITIES

80,097,576

Borrowings

Non-Current Liabilities

Total Current Liabilities

BUDGET 2016/17

1,401,701,409

529,493,955

872,207,454

1,401,701,409

117,508,455

87,042,403

2,038,908

85,003,496

30,466,052

BUDGET 2017/18

1,409,247,453

529,493,955

879,753,498

1,409,247,453

114,763,035

84,883,171

2,038,908

82,844,263

29,879,864

BUDGET 2018/19

1,412,236,829

529,493,955

882,742,874

1,412,236,829

109,768,897

80,355,844

2,038,908

78,316,936

29,413,053

BUDGET 2019/20

LONG TERM FINANCIAL PLAN - BUDGETED BALANCE SHEET

1,412,800,107

529,493,955

883,306,152

1,412,800,107

105,342,849

75,545,244

2,038,908

73,506,336

29,797,605

BUDGET 2020/21

1,408,148,601

529,493,955

878,654,646

1,408,148,601

100,886,081

71,043,305

2,038,908

69,004,397

29,842,776

BUDGET 2021/22

1,401,622,463

529,493,955

872,128,507.52

1,401,622,462

95,488,658

65,916,956

2,038,908

63,878,049

29,571,701

BUDGET 2022/23

1,393,491,659

529,493,955

863,997,704

1,393,491,659

90,766,114

61,029,184

2,038,908

58,990,276

29,736,930

BUDGET 2023/24

1,383,838,841

529,493,955

854,344,886

1,383,838,841

86,163,346

56,310,795

2,038,908

54,271,887

29,852,551

BUDGET 2024/25

1,371,303,897

529,493,955

841,809,942

1,371,303,897

80,927,127

51,592,406

2,038,908

49,553,498

29,334,721

BUDGET 2025/26

appendix 2.

Long Term Financial Plan

(42,105,886)

(31,018,819)

(3,953,084)

(7,791,305)

52,232,729

Materials & Contracts

Borrowing Costs

Other

Net Cash provided/ (used in) Operating Activities

1,756,151

48,281,625

Employee Benefits & OnCosts

Payments:

Other

Grants & Contributions

3,280,329

23,383,555

User Charges & Fees

Interest & Investment Revenue Received

60,400,164

Rates & Annual Charges

Receipts:

42,565,041

(7,850,210)

(4,588,705)

(30,770,485)

(43,337,708)

3,224,466

34,325,849

3,808,620

25,236,228

62,516,987

35,058,925

(8,191,432)

(4,887,669)

(31,347,468)

(45,371,497)

3,170,383

25,970,945

4,164,246

27,083,179

64,468,239

35,508,741

(8,645,949)

(4,779,210)

(31,629,040)

(47,175,518)

3,130,219

25,426,742

4,235,951

28,470,795

66,474,749

LONG TERM FINANCIAL PLAN - BUDGETED CASH FLOW STATEMENT BUDGET BUDGET BUDGET BUDGET 2016/17 2017/18 2018/19 2019/20 Cash Flows from Operating Activities

37,059,763

(9,432,323)

(4,493,870)

(31,941,262)

(49,051,690)

3,175,661

25,962,528

4,608,534

29,686,985

68,545,199

BUDGET 2020/21

34,446,844

(9,651,348)

(4,193,743)

(32,528,986)

(51,002,898)

3,292,663

23,197,217

5,194,659

31,057,440

69,081,840

BUDGET 2021/22

36,114,007

(10,205,370)

(3,933,024)

(32,315,501)

(53,032,144)

3,320,731

23,328,110

5,728,336

32,090,461

71,132,409

BUDGET 2022/23

37,092,952

(10,796,905)

(3,601,248)

(32,864,517)

(55,142,549)

3,385,460

23,616,293

5,932,522

33,211,143

73,352,752

BUDGET 2023/24

38,508,794

(11,728,658)

(3,265,031)

(33,042,558)

(57,337,359)

3,457,158

24,026,913

6,487,308

34,266,992

75,644,029

BUDGET 2024/25

40,685,928

(12,356,295)

(2,955,406)

(32,481,934)

(59,618,978)

3,559,386

24,364,691

7,224,777

34,941,123

78,008,564

BUDGET 2025/26

appendix 3.

(45,154,287)

(1,222,595)

(54,797,729)

Repayment of Borrowings & Advances

Payments:

Proceeds from Borrowings & Advances

Receipts:

(2,603,821)

13,859,917

(3,318,953)

8,791,573

Cash Flows from Financing Activities

(67,836,585)

(1,186,986)

Contributions Paid to Joint Ventures & Associates

Net Cash provided/ (used in) Investing Activities

(77,514,380)

Purchase of Infrastructure, Property, Plant & Equipment

(18,000,000)

3,828,200

4,850,800

(18,400,000)

25,037,838

24,413,981

Purchase of Investment Securities

Payments:

Sale of Infrastructure, Property, Plant & Equipment

Sale of Investment Securities

Receipts:

(3,885,654)

2,100,157

(30,646,839)

(1,259,273)

(39,313,498)

(16,000,000)

1,980,000

23,945,932

(4,259,389)

(21,556,324)

(1,297,052)

(29,610,127)

(16,000,000)

1,002,800

24,348,055

LONG TERM FINANCIAL PLAN - BUDGETED CASH FLOW STATEMENT BUDGET BUDGET BUDGET BUDGET 2016/17 2017/18 2018/19 2019/20 Cash Flows from Investing Activities

(4,527,327)

(29,152,585)

(1,335,964)

(29,551,439)

(16,000,000)

1,759,200

15,975,617

BUDGET 2020/21

(4,810,600)

750,000

(23,801,602)

(1,376,043)

(23,156,801)

(16,000,000)

1,630,000

15,101,242

BUDGET 2021/22

(5,251,939)

(21,424,780)

(1,417,323)

(20,998,279)

(16,000,000)

1,299,320

15,691,503

BUDGET 2022/23

(5,126,349)

(23,419,868)

(1,459,843)

(24,068,702)

(16,000,000)

1,438,400

16,670,277

BUDGET 2023/24

(4,887,772)

(24,375,923)

(1,503,638)

(25,216,188)

(16,000,000)

1,950,000

16,393,904

BUDGET 2024/25

(4,718,389)

(19,667,190)

(1,503,638)

(18,295,791)

(16,000,000)

1,050,000

15,082,240

BUDGET 2025/26

appendix 3.

Long Term Financial Plan

8,218,314

92,719,578

103,821,266

12,566,073

8,218,314

85,284,671

93,502,985

plus: Cash, Cash Equivalents & Investments beginning of year

Cash & Cash Equivalents - end of the year

Cash & Cash Equivalents end of the year

Investments end of the year

Cash, Cash Equivalents & Investments - end of the year

11,101,688

2,883,374

(4,347,759)

Net Increase/ (Decrease) in Cash & Cash Equivalents

5,472,620

11,256,097

Net Cash provided/ (used in) in Financing Activities

106,451,052

92,722,775

13,728,277

11,101,688

2,626,588

(1,785,497)

112,846,204

89,424,900

23,421,304

13,728,277

9,693,027

(4,259,389)

LONG TERM FINANCIAL PLAN - BUDGETED CASH FLOW STATEMENT BUDGET BUDGET BUDGET BUDGET 2016/17 2017/18 2018/19 2019/20

121,105,916

94,304,761

26,801,155

23,421,304

3,379,851

(4,527,327)

BUDGET 2020/21

132,631,569

99,245,772

33,385,797

26,801,155

6,584,642

(4,060,600)

BUDGET 2021/22

145,601,137

102,778,052

42,823,085

33,385,797

9,437,288

(5,251,939)

BUDGET 2022/23

157,637,646

106,267,825

51,369,821

42,823,085

8,546,735

(5,126,349)

BUDGET 2023/24

170,217,416

109,602,496

60,614,920

60,614,919

51,369,821

9,245,099

(4,887,772)

BUDGET 2024/25

187,752,264

110,836,995

76,915,269

76,915,268

60,614,919

16,300,349

(4,718,389)

BUDGET 2025/26

appendix 3.

Asset Renewals (Building & Infrastructure Assets)

26,449

93.28%

64,838

4,122

Rates, Annual & Extra Charges Outstanding

Rates, Annual & Extra Charges Collectible

6.36%

140,351

84,274

Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage

58.13% Building & Infrastructure Renewals Ratio

6.21%

Revenue from Continuing Operations

Rates & Annual Charges + User Charges & Fees

60.04%

105,583

5,514

Debt Service Cost

Revenue from Continuing Operations before Capital Grants & Contributions

5.22%

18,269

Current Liabilities less Specific Purpose Liabilities

Debt Service Ratio

50,781

2.78

28,326

94.56%

67,112

4,258

6.34%

140,351

86,150

61.38%

109,213

7,200

6.59%

17,009

61,379

3.61

22,333

70.57%

69,212

4,391

6.34%

140,351

88,041

62.73%

113,840

8,186

7.19%

16,528

66,109

4.00

18,111

54.17%

71,371

4,528

6.34%

140,351

89,387

63.69%

117,437

8,451

7.20%

16,146

74,827

4.63

18,956

53.66%

73,600

4,669

6.34%

140,351

90,634

64.58%

121,524

8,434

6.94%

16,461

80,809

4.91

12,852

34.44%

74,196

4,699

6.33%

140,351

90,380

64.40%

124,408

8,525

6.85%

16,498

89,291

5.41

13,629

34.57%

76,400

4,846

6.34%

140,351

91,341

65.08%

128,471

8,726

6.79%

16,276

99,095

6.09

14,653

35.18%

78,791

4,997

6.34%

140,351

92,489

65.90%

132,487

8,279

6.25%

16,411

108,278

6.60

14,302

32.50%

81,259

5,154

6.34%

140,351

93,524

66.64%

136,792

7,717

5.64%

16,506

118,602

7.19

14,651

31.51%

83,784

5,315

6.34%

140,351

94,128

67.07%

140,914

7,603

5.40%

16,081

133,277

8.29

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Current Assets less all External Restrictions

Unrestricted Current Ratio

58.19% Own Source Operating Revenue Ratio

5.66%

2.68

Actuals 2015/16

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - SUSTAINABILITY INDICATORS

appendix 4.

Long Term Financial Plan

3,721

Actuals 2015/16

Long Term Financial Plan

(xx) denotes a negative working funds balance

Estimated Unrestricted Working Funds - $â&#x20AC;&#x2122;000

Depreciation, Amortisation & Impairment (Building & Infrastructure Assets) 3,721

28,354

3,721

29,956

3,721

31,649

3,721

33,437

3,396

35,326

3,010

37,322

2,957

39,431

3,252

41,658

3,888

44,012

5,234

46,499

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - SUSTAINABILITY INDICATORS

appendix 4.

(42,837,887)

(2,874,623)

S64 Developer Contributions (Stormwater)

TOTAL

(242,668)

S94 (Old Plan 1993-2004) Developer Contributions

(12,327,038)

S94 Developer Contributions

(867,091)

(1,973,245)

Stormwater Levy Reserve

S94A Developer Contributions

(9,039,825)

(15,513,397)

(38,089,860)

(3,374,623)

(242,668)

(419,696)

(10,435,156)

(2,201,711)

(8,288,061)

(13,127,945)

ESTIMATED CLOSING CLOSING BALANCE BALANCE 2016/17 2015/16

Solid Waste Reserve

Sewer Reserve

RESERVE NAME

(30,553,749)

(3,874,623)

(242,668)

(393,043)

(7,643,284)

(2,787,677)

(6,462,892)

(9,149,562)

CLOSING BALANCE 2017/18

(20,560,263)

(3,741,812)

(120,830)

(304,687)

(2,462,306)

(181,143)

(7,574,656)

(6,174,829)

CLOSING BALANCE 2018/19

(18,942,138)

(4,241,812)

(120,830)

(595,034)

(940,651)

(181,143)

(5,341,451)

(7,521,217)

CLOSING BALANCE 2019/20

(19,456,113)

(3,923,117)

(120,830)

(513,777)

(971,897)

(181,143)

(6,766,741)

(6,978,608)

CLOSING BALANCE 2020/21

(21,794,689)

(3,923,117)

(120,830)

(704,124)

(883,914)

(181,143)

(8,866,488)

(7,115,073)

CLOSING BALANCE 2021/22

(28,989,385)

(3,923,117)

(120,830)

(994,471)

(3,270,342)

(181,143)

(11,319,772)

(9,179,710)

CLOSING BALANCE 2022/23

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - BUDGETED EXTERNAL RESTRICTIONS BALANCE

(35,075,334)

(3,923,117)

(120,830)

(1,284,818)

(5,756,699)

(181,143)

(13,468,577)

(10,340,150)

CLOSING BALANCE 2023/24

(38,770,036)

(3,923,117)

(120,830)

(1,575,165)

(7,080,485)

(181,143)

(11,729,051)

(14,160,245)

CLOSING BALANCE 2024/25

(49,102,366)

(3,923,117)

(120,830)

(1,865,512)

(9,608,707)

(181,143)

(14,738,930)

(18,664,127)

CLOSING BALANCE 2025/26

appendix 5.

Long Term Financial Plan

(19,500)

(55,430)

(148,903)

(395,793)

(19,500)

Civic Theatre Technical Infrastructure Reserve

Civil Projects Reserve

Council Election Reserve

Economic Development Incentives Reserve

(159,235)

(141,878)

Civic Theatre Operating Reserve

(148,903)

(105,430)

(241,878)

(335,518)

(198,881)

(213,521)

(64,476)

Cemetery Reserve

(54,476)

CCTV Reserve

(999,958)

(123,860)

(905,763)

CBD Carparking Facilities Reserve

(506,667)

(4,500)

(55,490)

(67,229)

Cemetery Perpetual Reserve

(646,667)

(3,000)

(51,990)

(1,737)

Bridge Replacement Reserve

Ashmont Community Facility Reserve

Art Gallery Reserve

Airport Reserve

(19,500)

(232,330)

(148,903)

(155,430)

(341,878)

(488,746)

(338,667)

(74,476)

(1,202,755)

(606,667)

(6,000)

(58,990)

(187,184)

(19,500)

(305,068)

(124,903)

(205,430)

(441,878)

(559,019)

(468,046)

(84,476)

(1,403,664)

(706,667)

(7,500)

(62,490)

(344,348)

(19,500)

(377,438)

(124,903)

(255,430)

(238,878)

(746,762)

(601,777)

(66,476)

(1,602,609)

(806,667)

(9,000)

(65,990)

(538,357)

(19,500)

(139,430)

(96,103)

(305,430)

(338,878)

(952,409)

(739,979)

(48,476)

(1,799,512)

(906,667)

(10,500)

(69,490)

(768,810)

(19,500)

(211,031)

(96,103)

(355,430)

(438,878)

(1,204,731)

(882,778)

(30,476)

(1,994,291)

(1,006,667)

(12,000)

(72,990)

(1,035,667)

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - BUDGETED INTERNAL RESTRICTIONS BALANCE RESERVE ESTIMATED CLOSING CLOSING CLOSING CLOSING CLOSING CLOSING NAME CLOSING BALANCE BALANCE BALANCE BALANCE BALANCE BALANCE BALANCE 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2015/16

(19,500)

(282,230)

(96,103)

(405,430)

(538,878)

(1,318,665)

(1,040,693)

(12,476)

(2,186,861)

(1,106,667)

(13,500)

(76,490)

(1,339,058)

CLOSING BALANCE 2022/23

(19,500)

(353,015)

(96,103)

(455,430)

(638,878)

(1,403,248)

(1,252,052)

(2,377,134)

(1,206,667)

(15,000)

(79,990)

(1,678,637)

CLOSING BALANCE 2023/24

(19,500)

(113,374)

(96,103)

(505,430)

(738,878)

(1,457,249)

(1,518,671)

(2,565,017)

(1,306,667)

(16,500)

(83,490)

(2,164,853)

CLOSING BALANCE 2024/25

(19,500)

(173,293)

(96,103)

(555,430)

(838,878)

(984,439)

(1,785,291)

(2,752,901)

(1,406,667)

(18,000)

(86,990)

(2,914,229)

CLOSING BALANCE 2025/26

appendix 6.

(135,656)

(915,696)

(823,785)

(15,704)

(30,000)

Family Day Care Reserve

Fit for the Future Reserve

Generic Projects Reserve

Glenfield Community Centre Reserve

Grassroots Cricket Reserve

(50,454)

(339,408)

(319,440)

(28,502)

(50,454)

(339,408)

(319,440)

(27,615)

Industrial Land Development Reserve

Information Services / E-Business Reserve

Infrastructure Replacement Reserve

(707,193)

(45,000)

(17,704)

(940,751)

(527,471)

(121,050)

(230,992)

(3,302,160)

Gurwood Street Property Reserve

(707,193)

(230,992)

Estella Community Centre Reserve

Gravel Pit Restoration Reserve

(3,302,160)

Employee Leave Entitlements Gen Fund Reserve

35 (76,573)

(319,440)

(339,408)

(50,454)

(707,193)

(45,000)

(19,704)

(1,014,918)

(139,246)

(111,015)

(230,992)

(3,302,160)

(86,098)

(319,440)

(339,408)

(50,454)

(707,193)

(45,000)

(21,704)

(583,857)

(139,246)

(104,628)

(52,473)

(3,302,160)

(117,561)

(319,440)

(339,408)

(50,454)

(707,193)

(45,000)

(23,704)

(139,246)

(100,932)

(52,473)

(3,302,160)

(143,727)

(319,440)

(339,408)

(50,454)

(707,193)

(45,000)

(25,704)

(139,246)

(98,926)

(52,473)

(3,302,160)

(170,771)

(319,440)

(339,408)

(50,454)

(707,193)

(45,000)

(27,704)

(139,246)

(97,568)

(52,473)

(3,302,160)

(174,832)

(319,440)

(339,408)

(50,454)

(707,193)

(45,000)

(29,704)

(139,246)

(95,774)

(52,473)

(3,302,160)

CLOSING BALANCE 2022/23

(177,008)

(319,440)

(339,408)

(50,454)

(707,193)

(45,000)

(31,704)

(139,246)

(92,414)

(52,473)

(3,302,160)

CLOSING BALANCE 2023/24

(197,929)

(319,440)

(339,408)

(50,454)

(707,193)

(45,000)

(33,704)

(139,246)

(86,308)

(52,473)

(3,302,160)

CLOSING BALANCE 2024/25

(232,667)

(319,440)

(339,408)

(50,454)

(707,193)

(45,000)

(35,704)

(139,246)

(76,380)

(52,473)

(3,302,160)

CLOSING BALANCE 2025/26

appendix 6.

Long Term Financial Plan

(101,371)

Lloyd E2 Environmental Works Reserve

Playground Equipment Replacement Reserve

(37,637)

(3,199,850)

Plant Replacement Reserve

Public Art Reserve

(48,031)

(198,031)

Pedestrian River Crossing Reserve

99,941

(51,230)

(3,351,203)

(1,102,937)

(992,937)

(51,000)

(39,378)

(101,371)

(2,452,664)

(2,545)

(182)

(921,062)

(30,000)

Oasis Plant Reserve

(1,000)

(5,667,720)

Livestock Marketing Centre Reserve

Oasis Building Renewal Reserve

(2,545)

LEP Preparation Reserve

(39,378)

(182)

Lake Albert Improvements Reserve

Museum Acquisitions Reserve

(124,075)

(30,000)

Internal Loans Reserve

Insurance Variations Reserve

86,943

(156,909)

(4,037,039)

(1,212,937)

(83,147)

(39,378)

(101,371)

(4,228,823)

(2,545)

(50,182)

(3,445,488)

(30,000)

86,564

(87,415)

(5,051,619)

(1,322,937)

(56,147)

(39,378)

(101,371)

(6,374,055)

(2,545)

(100,182)

(3,722,601)

(30,000)

50,421

(253,142)

(6,182,633)

(1,232,937)

(75,847)

(39,378)

(101,371)

(7,374,406)

(2,545)

(150,182)

(3,999,493)

(30,000)

(4,776)

(369,498)

(6,271,641)

(1,007,937)

(125,847)

(39,378)

(101,371)

(10,133,845)

(2,545)

(200,182)

(4,276,158)

(30,000)

759

(616,907)

(6,649,673)

(1,117,937)

(175,847)

(39,378)

(101,371)

(13,238,016)

(2,545)

(250,182)

(4,444,712)

(30,000)

(2,363)

(895,814)

(7,621,654)

(1,227,937)

(114,747)

(39,378)

(101,371)

(13,679,119)

(2,545)

(300,182)

(4,592,290)

(30,000)

CLOSING BALANCE 2022/23

(5,485)

(1,126,676)

(8,485,723)

(1,142,937)

(164,747)

(39,378)

(101,371)

(13,665,484)

(2,545)

(350,182)

(4,739,644)

(30,000)

CLOSING BALANCE 2023/24

(8,608)

(1,269,973)

(8,685,954)

(1,252,937)

(214,747)

(39,378)

(101,371)

(17,186,384)

(2,545)

(400,182)

(4,886,998)

(30,000)

CLOSING BALANCE 2024/25

(11,730)

(1,266,202)

(9,343,257)

(1,362,937)

(264,747)

(39,378)

(101,371)

(20,971,021)

(2,545)

(450,182)

(5,034,352)

(30,000)

CLOSING BALANCE 2025/26

appendix 6.

(29,980)

(30,914)

(208,762)

(803,449)

(44,755)

(142,252)

(430,442)

Silverlite Reserve

Sister Cities Reserve

Stormwater Drainage Reserve

Strategic Real Property Reserve

Street Lighting Replacement Reserve

Subdivision Tree Planting Reserve

Sustainable Energy Reserve

TOTAL

Unexpended External Loans Reserve

(22,321,066)

(486,722)

(16,390)

Senior Citizens Centre Reserve

Traffic Committee Reserve

(86,697)

Robertson Oval Redevelopment Reserve

(20,026,451)

(486,722)

(50,000)

(520,442)

(102,252)

(74,755)

(803,449)

(208,762)

(40,914)

(29,980)

(18,390)

(86,697)

(26,017,865)

(486,722)

(100,000)

(485,442)

(122,252)

(104,755)

(803,449)

(208,762)

(50,914)

(29,980)

(20,390)

(86,697)

(29,898,097)

(486,722)

(150,000)

(515,442)

(142,252)

(134,755)

(803,449)

(179,162)

(60,914)

(29,980)

(22,390)

(86,697)

(32,799,031)

(486,722)

(200,000)

(547,842)

(162,252)

(164,755)

(803,449)

(179,162)

(70,914)

(29,980)

(24,390)

(86,697)

(36,825,244)

(486,722)

(250,000)

(582,834)

(122,252)

(194,755)

(803,449)

(179,162)

(80,914)

(29,980)

(26,390)

(86,697)

(42,260,529)

(486,722)

(300,000)

(610,442)

(142,252)

(224,755)

(803,449)

(179,162)

(90,914)

(29,980)

(28,390)

(86,697)

(45,394,393)

(486,722)

(350,000)

(610,442)

(162,252)

(254,755)

(803,449)

(179,162)

(100,914)

(29,980)

(30,390)

(86,697)

CLOSING BALANCE 2022/23

(47,893,085)

(486,722)

(400,000)

(610,442)

(182,252)

(284,755)

(803,449)

(179,162)

(110,914)

(29,980)

(32,390)

(86,697)

CLOSING BALANCE 2023/24

(53,256,884)

(486,722)

(450,000)

(610,442)

(202,252)

(314,755)

(803,449)

(179,162)

(120,914)

(29,980)

(34,390)

(86,697)

CLOSING BALANCE 2024/25

(59,240,326)

(486,722)

(500,000)

(610,442)

(222,252)

(344,755)

(803,449)

(179,162)

(130,914)

(29,980)

(36,390)

(86,697)

CLOSING BALANCE 2025/26

appendix 6.

Long Term Financial Plan

Upgrade Docker Street 400,000 Pedestrian Rail Crossing Interest - 6.44% - 15 years Principal

Upgrade Tarcutta Main Street - 6.44% - 15 Years

172,000 Upgrade Civic Theatre Sound Systems - 6.44% Interest - 15 years Principal

Australian Carbon Trust 211,909 Project - 5% - 4 years Interest Principal

2011/12

300,000 Interest Principal

51,306 Interest Principal

Replace Bridge Over Model Railway at Botanic Gardens 6.44% - 15 years

2011/12

334,000 Interest Principal

Replace Substation Jubilee Park - 6.44% 15 years

421,603 Interest Principal

4,144 36,943

9,446 8,534 17,980

16,475 14,885 31,361

2,224 38,863

8,857 9,123 17,980

15,448 15,913 31,361

20,892 21,521 42,413

5,543

22,282 20,131 42,413

2,730 2,813

17,199 17,716 34,915

21,710 22,363 44,073

2,912 2,631

18,343 16,572 34,915

23,154 20,919 44,073

377 20,030

8,302 9,678 17,980

14,480 16,880 31,361

19,584 22,829 42,413

5,543

2,559 2,984

16,122 18,794 34,915

20,350 23,723 44,073

7,595 10,386 17,980

13,247 18,114 31,361

17,915 24,498 42,413

5,543

2,341 3,202

14,748 20,167 34,915

18,616 25,457 44,073

6,930 11,051 17,980

12,087 19,274 31,361

16,346 26,067 42,413

5,543

2,136 3,407

13,457 21,459 34,915

16,986 27,087 44,073

6,202 11,778 17,980

10,818 20,543 31,361

14,630 27,783 42,413

5,543

1,912 3,631

12,044 22,871 34,915

15,203 28,870 44,073

5,425 12,555 17,980

9,463 21,898 31,361

12,798 29,615 42,413

5,543

1,673 3,871

10,535 24,380 34,915

13,298 30,774 44,073

4,597 13,383 17,980

8,018 23,343 31,361

10,844 31,569 42,413

5,543

1,417 4,126

8,927 25,988 34,915

11,268 32,805 44,073

3,738 14,242 17,980

6,520 24,841 31,361

8,818 33,595 42,413

5,543

1,152 4,391

7,259 27,656 34,915

9,163 34,910 44,073

2,766 15,214 17,980

4,825 26,536 31,361

6,525 35,888 42,413

5,543

853 4,690

5,372 29,543 34,915

6,781 37,292 44,073

1,771 16,209 17,980

3,089 28,272 31,361

4,177 38,236 42,413

5,543

546 4,997

3,439 31,476 34,915

4,341 39,732 44,073

6,746 95,836

65,629 132,153 197,783

114,470 230,500 344,970

154,811 311,733 466,544

60,973

20,233 40,741

127,443 256,623 384,066

160,870 323,931 484,801

Amount 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 TOTALS Borrowed

2011/12

General Fund Capital Projects 2011/12 Wiradjuri Boat Ramp 6.44% - 15 years

BORROWING CAPITAL PROJECT YEAR

EXTERNAL LOAN PROJECTS AND DEBT SERVICING - LONG TERM FINANCIAL PLAN

appendix 7.

Jubilee Park Amenities Building - 5.42% - 10 years

Higgins Avenue Rehabilitation (LIRS) 5.42% - 10 years

2012/13

275,000 Interest Principal

300,000 Interest Principal

Develop Botanic 97,581 Gardens & Zoo - 6.44% Interest - 15 years Principal Develop Botanic 200,000 Gardens & Zoo - 5.42% Interest - 10 years Principal

2011/12

2012/13

Equestrian Audit Recommendations 4.84% 5 years + 6% 5 years

2013/14

250,000 Interest Principal 250,000 Interest Principal

Equestrian Audit Recommendations 6.44% - 15 years

Robertson Oval - 6.44% 3,343,032 - 15 years Interest Principal Robertson Oval - 5.42% 200,000 - 10 years Interest Principal

12,156 22,933

13,261 25,017 38,279

8,841 16,678 35,973

5,492 4,962

58,714

10,867 21,713

13,730 12,405

8,841 16,678 374,987

183,593 165,875

41,087

10,917 24,172

11,909 26,370 38,279

7,939 17,580 35,973

5,149 5,304

58,714

9,835 22,745

12,873 13,261

7,939 17,580 374,987

172,144 177,324

41,087

9,490 25,599

10,353 27,926 38,279

6,902 18,617 35,973

4,827 5,627

58,714

8,639 23,940

12,067 14,067

6,902 18,617 374,987

161,362 188,106

20,407

8,078 27,011

8,813 29,466 38,279

5,875 19,644 35,973

4,416 6,038

58,714

7,466 25,114

11,039 15,095

5,875 19,644 374,987

147,612 201,856

6,625 28,463

7,228 31,051 38,279

4,818 20,701 35,973

4,029 6,425

58,364

8,146 24,084

10,072 16,062

4,818 20,701 374,987

134,688 214,780

5,033 30,056

5,491 32,788 38,279

3,661 21,859 35,973

3,606 6,848

58,364

6,701 25,529

9,015 17,119

3,661 21,859 374,987

120,550 228,918

3,371 31,718

3,677 34,601 38,279

2,451 23,068 35,973

3,154 7,299

58,364

5,169 27,060

7,886 18,248

2,451 23,068 374,987

105,448 244,021

1,639 42,222

1,788 46,061 47,848

1,192 30,707 42,352

2,673 7,781

58,364

3,545 28,684

6,682 19,452

1,192 30,707 381,367

89,349 260,119

10,454

2,173 8,280

56,539

1,824 28,581

5,433 20,701

349,468

72,657 276,811

10,454

1,608 8,845

26,134

4,021 22,113

349,468

53,767 295,701

102,582

10,454

1,030 9,424

26,134

2,574 23,560

57,309 232,173

62,519 253,280 315,799

41,679 168,853 325,522

38,157 76,833

577,116

62,192 227,449

95,392 192,083

41,679 168,853 349,468 4,054,682

34,419 1,275,589 315,049 2,568,561

Amount 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 TOTALS Borrowed

2011/12

2012/13

2011/12

BORROWING CAPITAL PROJECT YEAR

EXTERNAL LOAN PROJECTS AND DEBT SERVICING - LONG TERM FINANCIAL PLAN

appendix 7.

Long Term Financial Plan

2013/14

2012/13

2013/14

2012/13

2014/15

2013/14

1,377 2,751

1,246 2,882

873 1,934

339,966

972 1,835

73,354 169,640

81,051 161,943

1,864,610 Interest Principal

30,169 66,803

128,806

33,595 63,377

13,337 30,950

20,596 40,956

7,145 15,822

23,381 51,773 75,154

14,757 29,530

22,668 38,884

7,957 15,010

26,036 49,117 75,154

35,089

760,000 Interest Principal

360,155 Interest Principal

473,500 Interest Principal

New Amenities Building 22,000 - Duke Kent Oval Interest 5.42% - 10 years Principal New Amenities Building 31,680 - Duke Kent Oval Interest 4.84% 5 years + 6% 5 Principal years

Implement Tarcutta Street Gasworks Remediation - 5.42% - 10 years (transferred from RIFL) Implement Tarcutta Street Gasworks Remediation - 4.84% 5 years + 6% 5 years

Soccer Development City Wide Strategy (LIRS) - 5.42% - 10 years Soccer Development City Wide Strategy (LIRS) - 5.39% - 10 years Soccer Development City Wide Strategy (LIRS) - 4.19% - 10 years

2012/13

180,000 Interest Principal

Reinstate Road Failures 589,000 (LIRS) - 5.42% - 10 Interest years Principal

35,089

1,095 3,033

759 2,048

339,966

64,437 178,557

26,227 70,745

128,806

12,023 32,263

18,345 43,207

6,212 16,755

20,326 54,828 75,154

35,089

946 3,182

646 2,161

339,966

55,682 187,312

22,325 74,647

128,806

10,684 33,602

15,973 45,579

5,288 17,680

17,302 57,852 75,154

35,089

1,032 3,051

530 2,277

337,355

60,755 179,627

18,310 78,662

128,806

9,279 35,008

13,576 47,976

4,337 18,631

14,190 60,963 75,154

35,089

849 3,234

403 2,404

337,355

49,977 190,405

13,910 83,063

128,806

7,767 36,520

10,809 50,743

3,294 19,673

10,780 64,373 75,154

35,089

655 3,428

270 2,537

337,355

38,553 201,829

9,316 87,657

128,806

6,246 38,041

8,033 53,519

2,206 20,761

7,220 67,934 75,154

35,089

449 3,634

131 3,378

361,598

26,443 213,939

4,528 116,687

134,548

4,577 39,710

5,117 56,435

1,073 27,636

3,510 90,433 93,942

43,861

231 3,621

226,776

13,607 213,169

105,839

2,898 41,389

2,021 59,531

44,287

1,145 43,142

82,713 360,155

117,137 436,830

37,511 151,968

122,746 497,273 620,018

289,482

158,381 641,642

7,879 28,817

4,585 18,574

- 2,960,303

463,858 - 1,696,422

- 1,186,314

Amount 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 TOTALS Borrowed

2012/13

BORROWING CAPITAL PROJECT YEAR

EXTERNAL LOAN PROJECTS AND DEBT SERVICING - LONG TERM FINANCIAL PLAN

appendix 7.

Equex Multi Purpose Stadium Facility - 6% 15 years

Bolton Park Multi Purpose Stadium Facility - 6% - 15 years

Oasis Energy CoGeneration Project - 4 years

100,000 Equestrian Audit Recommendations Interest - 4.84% - 5 years + 6% Principal - 5 years

2016/17

2017/18

2013/14

RRL Headquarters $12K per year for 10 years

Multi Purpose Stadium Facilities - 5.42% - 10 years

2012/13

2013/14

Multi Purpose Stadium Facilities - 5.42% - 10 years

2012/13

120,000 Principal

200,912 Interest Principal

61,000 Interest Principal 100,000 Interest Principal 3,328,021 Interest Principal 4,211,940 Interest Principal

New Amenities Building 416,320 - Duke Kent Oval - 5% - Interest 10 years Principal

234 18,782 19,016

20,543

3,970 8,790

2,421 5,362

363,205

199,681 142,981

3,451 9,309

2,105 5,678

252,716 180,957 796,878

191,102 151,560

2,938 9,822

1,792 5,991

241,859 191,814 796,878

182,009 160,653

2,409 10,350

1,470 6,314

230,350 203,323 796,878

172,370 170,293

1,830 10,929

1,116 6,667

218,151 215,522 796,878

162,152 180,510

1,226 11,534

748 7,036

205,219 228,454 802,014

151,321 191,341

596 15,354

363 9,366

191,512 242,161 776,335

139,841 202,821

12,000 12,000

176,983 256,690 776,335

127,672 214,991

20,840 84,427

12,712 51,500

108,000 108,000

24,877 90,980 115,857

3,475 91,857 95,332

161,581 1,678,372 272,092 1,791,012 776,335 6,722,823

114,772 1,440,921 227,890 1,643,040

20,816 19,161 17,423 15,599 13,683 11,671 9,559 7,341 5,013 2,567 122,833 33,099 34,754 36,492 38,317 40,232 42,244 44,356 46,574 48,903 48,781 413,753 60,850 60,850 60,850 60,806 60,806 60,806 61,508 57,768 53,915 51,348 596,441

4,347 3,934 3,456 2,986 3,258 2,680 2,068 1,418 730 8,685 9,098 9,576 10,046 9,633 10,212 10,824 11,474 11,432 13,032 13,032 13,032 13,032 12,892 12,892 12,892 12,892 12,162 -

3,241 73,075 76,316

20,543

4,420 8,339

2,696 5,087

6,935

Amount 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 TOTALS Borrowed

2015/16

BORROWING CAPITAL PROJECT YEAR

EXTERNAL LOAN PROJECTS AND DEBT SERVICING - LONG TERM FINANCIAL PLAN

appendix 7.

Long Term Financial Plan

Riverina Intermodal 3,746,540 Freight & Logistics Interest Terminal - 5% - 15 years Principal Riverina Intermodal 10,531,896 Freight & Logistics Terminal - 6% - 15 years Interest Principal 4,579,633 Riverina Intermodal Freight & Logistics Interest Terminal - 6% - 15 years Principal

2015/16

2017/18

2016/17

Rehabilitation Lakeside Drive (LIRS) - 4.19% 10 years

2014/15

523,630 Interest Principal 112,370 Interest Principal

Rehabilitation Lakeside Drive (LIRS) - 5.39% 10 years

2013/14

199,750 Interest Principal

City Levee Project 4.84% - 5 years + 6% - 5 years

Implement Animal 117,870 Shelter Expansion (LIRS) Interest - 5.39% - 10 years Principal Implement Animal 542,130 Shelter Expansion (LIRS) Interest - 4.19% - 10 years Principal

4,604 9,213 81,886

25,068 43,001

8,683 17,349 26,031

22,213 44,450 81,986

5,643 9,680

631,914 452,479

178,646 182,304

3,751 10,066 81,886

20,287 47,781

6,903 19,128 26,031

18,098 48,565 81,986

4,567 10,756

604,765 479,628

169,531 191,420

3,334 10,484 81,886

17,665 50,404

5,965 20,066 26,031

16,083 50,581 81,986

3,976 11,346

575,987 508,406

159,960 200,991

2,895 10,923 81,886

15,014 53,055

6,508 19,243 25,751

13,968 52,696 81,986

3,380 11,943

545,483 538,910

149,910 211,040

2,423 11,394 81,886

11,953 56,116

5,354 20,398 25,751

11,691 54,973 81,986

2,691 12,632

513,148 571,245

139,358 221,592

1,949 11,869 81,886

8,883 59,185

4,130 21,621 25,751

9,401 57,262 81,986

2,000 13,323

478,874 605,519

128,279 232,672

1,428 12,390 81,886

5,658 62,410

2,833 22,919 25,751

6,890 59,774 81,986

1,274 14,049

442,543 641,851

116,645 244,305

904 12,914 81,886

2,235 65,834

1,458 22,836 24,294

4,362 62,302 81,986

503 14,819

404,031 680,362

104,430 256,521

357 13,460 13,818

1,724 64,940 66,664

25,807 112,370 750,793

129,539 483,078

49,692 181,733 231,425

124,505 542,130 804,536

29,159 108,742

363,210 4,559,955 721,183 5,199,584

91,604 1,425,688 269,347 2,183,814

- 274,778 262,973 250,459 237,195 223,135 208,231 192,433 175,687 1,824,890 - 196,754 208,559 221,072 234,337 248,397 263,301 279,099 295,845 1,947,364 360,950 1,445,343 1,916,875 1,916,875 1,916,875 1,916,875 1,916,875 1,916,875 1,916,875 1,916,875 17,141,295

187,327 173,623

4,161 9,656 81,886

22,776 45,292

7,858 18,173 26,031

20,076 46,588 81,986

5,127 10,195

Amount 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 TOTALS Borrowed

2013/14

2014/15

2013/14

BORROWING CAPITAL PROJECT YEAR

EXTERNAL LOAN PROJECTS AND DEBT SERVICING - LONG TERM FINANCIAL PLAN

appendix 7.

Jubilee Park Synthetic 225,000 Hockey Fields Replace - Interest 6% - 10 years Principal

Exhibition Centre Kooringal Road Exit 6% - 10 years

2018/19

2009/10

Airport Pavement Upgrade - 6.94% - 10 years (refinanced in 2014/15)

3,133,340 Interest Principal

Airport Masterplan Projects

TOTAL GENERAL DEBT SERVICING 43,121,710 Interest Principal

1,775,157 Interest Principal

Construct Estella 100,000 Community Centre - 6% Interest - 10 years Principal

Lawn Cemetery Master 292,165 Plan Stg 2A Works - 5% Interest - 10 years Principal Lawn Cemetery Master 750,000 Plan Stg 2A Works - 7% Interest - 10 years Principal

5,062 8,525 13,587

37,837

8,191 29,646

4,551 9,036 13,587

52,500 54,283 144,620

6,708 31,128

4,009 9,578 13,587

48,700 58,083 144,620

5,152 32,685

3,434 10,153 13,587

44,634 62,149 144,620

3,518 34,319

2,825 10,762 13,587

40,284 66,499 142,818

1,802 34,233

31,425 63,682 95,108

186,119 241,014 803,698

86,202 290,363

98,429 142,758 241,187

89,863 151,324 241,187

80,784 160,403 241,187

71,160 170,027 241,187

60,958 180,229 241,187

50,144 557,847 191,043 1,130,461 241,187 1,688,309

191,487 245,818 437,305

208,368 228,937 437,305

437,305

173,457 263,848

3,405,830

1,848,621

437,305

154,800 282,505

4,290,627

2,310,865

437,305

136,257 301,048

4,572,545

2,577,925

437,305

113,620 323,685

4,572,545

2,728,185

437,305

90,565 346,740

4,572,545

2,886,663

437,305

65,868 371,437

4,765,041

3,194,455

437,305

39,269 398,036

4,318,630

2,926,791

327,979

11,208 316,770

26,013,471 41,738,563

- 4,263,723

- 1,184,899 - 3,078,824

3,864,199 3,735,061

2,643,623 2,668,845

2,018,471

106,509 134,678 241,187

1,623,068

5,545 8,042 13,587

37,837

9,602 28,234

13,500 12,476 11,390 10,239 9,019 7,726 6,356 70,707 17,070 18,095 19,180 20,331 21,551 22,844 24,215 143,285 30,570 30,570 30,570 30,570 30,570 30,570 30,570 213,992

6,000 7,587 13,587

37,837

10,947 26,890

791,177 1,557,209 1,979,763 1,994,620 1,844,360 1,685,883 1,570,586 1,391,839 1,220,575 1,066,216 15,725,093

37,837

12,227 25,609

1,227,293

37,837

13,447 24,390

622,865

37,837

14,608 23,228

1,000,203

Amount 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 TOTALS Borrowed

2018/19

2021/22

2015/16

BORROWING CAPITAL PROJECT YEAR

EXTERNAL LOAN PROJECTS AND DEBT SERVICING - LONG TERM FINANCIAL PLAN

appendix 7.

Long Term Financial Plan

TOTAL STORMWATER LEVY DEBT SERVICING

Remediate Wollundry Lagoon - 6.44% - 15 years

Forsyth Street New 1,758,384 Pump Station - 5% - 10 Interest years Principal

Sewer 2010 - 7.1% - 30 years 36,000,000 Interest Principal

2015/16

2007/08

SEWER FUND DEBT SERVICING

2011/12

1,005,000 Interest Principal

9,148,954 Interest Principal

TOTAL AIRPORT DEBT SERVICING

Stormwater Levy Projects

6,015,614 Interest Principal

Develop Precinct 2A 6.44% - 15 years

2011/12

2,365,447 618,517 2,983,964

575,579 2,983,964

87,919 139,800 227,719

2,408,385

51,751 53,308 105,059

1,066,155

55,193 49,866 105,059

501,252 564,903

538,734 527,420

2,983,964

664,659

2,319,305

80,929 146,790 227,719

48,510 56,549 105,059

1,066,155

463,820 602,335

2,983,964

714,243

2,269,721

73,590 154,129 227,719

44,376 60,683 105,059

1,066,155

420,421 645,734

2,983,964

767,526

2,216,438

65,883 161,835 227,719

40,491 64,568 105,059

1,066,155

378,620 687,535

2,983,964

824,784

2,159,180

57,792 169,927 227,719

36,240 68,819 105,059

1,066,155

330,543 735,611

2,983,964

886,313

2,097,651

49,295 178,424 227,719

31,700 73,359 105,059

1,066,155

280,313 785,842

2,983,964

952,433

2,031,531

40,374 187,345 227,719

26,861 78,198 105,059

1,066,155

226,647 839,508

2,983,964

1,023,485

1,960,479

31,007 196,712 227,719

21,842 83,217 105,059

1,066,155

170,011 896,144

11,181,072

2,983,964 2,983,964

1,023,485 1,181,886

32,823,604

9,232,909

23,590,695

10,844 518,804 206,031 1,747,540 216,875 2,266,344

10,347 383,474 94,712 772,174 105,059 1,155,648

628,850

61,935 3,480,255 566,915 7,700,817

1,960,479 1,802,078

21,171 206,548 227,719

16,164 88,895 105,059

956,829

107,959 848,870

330,367 309,765 290,363 265,621 242,364 216,923 189,747 160,779 130,742 96,751 61,935 2,295,356 298,483 319,085 338,487 363,229 386,486 411,927 439,102 468,071 498,108 532,099 566,915 4,621,993 628,850 628,850 628,850 628,850 628,850 628,850 628,850 628,850 628,850 628,850 628,850 6,917,349

Amount 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 TOTALS Borrowed

BORROWING CAPITAL PROJECT YEAR

EXTERNAL LOAN PROJECTS AND DEBT SERVICING - LONG TERM FINANCIAL PLAN

appendix 7.

CONSOLIDATED DEBT SERVICING

91,034,048 Interest Principal 3,797,546 2,603,821 6,401,367

5,778,246

3,211,683

2,983,964

2,153,069

758,317

575,579

3,625,178

2,453,366

2,408,385

7,788,726

3,318,953

4,469,773

3,211,683

811,449

2,400,234

8,673,524

3,885,654

4,787,870

3,211,683

868,372

2,343,311

8,955,442

4,259,390

4,696,052

3,211,683

929,361

2,282,321

8,955,442

4,527,327

4,428,115

3,211,683

994,711

2,216,972

8,955,442

4,810,600

4,144,842

3,211,683

1,064,737

2,146,946

9,147,937

5,251,939

3,895,998

3,211,683

1,139,778

2,071,905

8,701,527

5,126,349

3,575,178

3,211,683

1,220,197

1,991,486

8,137,769 7,669,809

4,811,420 4,718,389

3,326,348 2,951,420

3,211,683 3,200,839

1,230,032 1,387,917

1,981,650 1,812,922

89,165,231

45,466,911

43,698,320

35,089,948

10,980,449

24,109,499

Amount 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 TOTALS Borrowed

TOTAL SEWER DEBT 37,758,384 SERVICING Interest Principal

BORROWING CAPITAL PROJECT YEAR

EXTERNAL LOAN PROJECTS AND DEBT SERVICING - LONG TERM FINANCIAL PLAN

appendix 7.

Long Term Financial Plan

46 3,172,684

1,278,105

2,902,347

4,500,000

500,000

Long Term Financial Plan

Wagga Wagga Lawn Cemetery & Crematorium Furnace Reline

Northern Wagga (Estella/ Boorooma) Suburban Playground

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

Estella Sportsground Land S94* Acquisition & Development (Acquisition 17/18 - OS22, Development 18/19 - OS4)

Land Adjacent Estella Sportsground Acquisition (OS28)

Estella - Neighbourhood Open Space Works

Upgrade Jubilee Park Clubhouse Ground Level Changeroom

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

Hockey Association Contribution $200,000 + Infrastructure Reserve $200,000 + Borrowings $225,000

100,000

S94*

31,816

99,816

S94*

Cemetery Capital Reserve

Wagga Wagga Lawn Cemetery & Crematorium Office Refurbishment

Borrowings (Cemetery Capital Reserve - Future Years Loan Repayments)

Lawn Cemetery Master Plan Stage 2A Works

625,000

1,500,000

100,000

1,100,000

150,000

200,000

750,000

500,000

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Environmental & Community Services

Ref Project Title

51,562,067 22,747,959 14,207,089 11,989,760 9,035,734

APPENDIX 8 - LONG TERM FINANCIAL PLAN ONE-OFF CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

Equex Multi Purpose Stadium

Exhibition Centre Kooringal Road Exit

Marrambidya Wetland Enhancements

Oasis Pool Joint Replacement

Oasis - Diving Board Replacements

Oasis - Filter Sand for All Pools

Oasis Plant Reserve

Oasis Building Renewal Reserve

Contribution

Borrowings (GPR Future Years Loan Repayments)

NSRF Grant $4,400,000 + Borrowings $3,328,021 + S94* $1,187,848 + Netball Contribution $250,000

GPR

30,000

9,165,869

150,000

30,000

84,840

195,000

Replace Softfall - Botanic Gardens Adventure Playground

S94* - Southern Parks Fund

50,000

30,300

Bedervale Park Upgrade Works (Shared Pathway & Picnic Node)

S94* - Southern Parks Fund

111,100

Irrigation for Tatton Park

60,000

1,775,157

Boorooma New Playground S94* - Open Space Works

S94A*

171,603

100,000

Construction of Ashmont Neighbourhood Park OS7 - (Kokoda Park + Graham Park)

S94A*

Construction of Mt Austin Neighbourhood Park (Harris Park - OS10)

328,000

500,000

S94A* $128,702 + S94* Southern Parks Fund $199,298

4,500,000

Construction of Forest Hill Neighbourhood Park (OS12)

2,902,347

1,278,105

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

3,172,684

Ref Project Title

51,562,067 22,747,959 14,207,089 11,989,760 9,035,734

APPENDIX 8 - LONG TERM FINANCIAL PLAN ONE-OFF CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

Long Term Financial Plan

Oasis - Circulation pumps (All Pools)

Oasis - Chlorine & Acid pumps (All Pools)

Oasis - Pool Heating Systems (All Pools)

Oasis - 25m Pool Dive Starting Blocks

Civic Theatre Auditorium & Foyer Refurbishment

Welcoming - Roundabouts Public Art Reserve

Connecting - NightLights/ BrightLights

Connecting - Exhibition Centre & Bolton Pk

Placeshaping VillageWorks

Placeshaping NeighbourWorks

Placeshaping - ArtWorks

Upgrade Existing Bus Shelters

Graveyard Creek Bridge

Tim Hedditch Bridge

Upgrade Main City (1 in 100) + North Wagga (1 in 20) Levee Systems

Infrastructure Services

Special Rate Variation (SRV) $7.78M + Grant $15.47M

R2R Grant

Bridge Replacement Reserve

GPR

Public Art Reserve

S94* Civic Theatre Recoupment

Oasis Building Renewal Reserve

Oasis Plant Reserve

Oasis - Chemical Controller Oasis Plant Reserve Equipment (All Pools)

Total Capital Works - Environmental & Community Services

3,172,684

1,278,105

2,902,347

4,500,000

500,000

4,208,262

240,000

10,643,288

14,000

25,000

79,000

50,000

25,000

310,000

4,418,675

20,000

364,509

17,853

4,639,609

5,500,157

4,871,590

20,000

1,480,300

200,000

5,115,169

535,000

60,000

145,000

130,000

20,000

750,000

111,100

20,000

195,000

500,000

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Ref Project Title

51,562,067 22,747,959 14,207,089 11,989,760 9,035,734

APPENDIX 8 - LONG TERM FINANCIAL PLAN ONE-OFF CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

Sewer - Pump Station - SPS18 Industrial Renewals

Sewer - Pump Station SPS28 Equex - Renewals

Sewer - Pump Station SPS12 CSU - New Assets

Sewer - Pump Station SPS22 Elizabeth Avenue, Forest Hill - New Assets

Sewer - Pump Station SPS23 Ashmont - New Assets

Sewer - Pump Station SPS24 Lakehaven West - New Assets

Sewer - Pump Station - SPS29 Gobba - New Assets

Sewer Reserve

50,000

280,000

1,032,585

1,337,543

300,000

822,870

250,000

61,421

Sewer - Pump Station - SPS17 Cleardale Renewals

Sewer Reserve

230,000

Sewer - Pump Station - SPS09 Cartwrights Hill Renewals

Sewer Reserve

286,242

300,000

550,000

Sewer - Pump Station - SPS06 Shaw Street Renewals

600,000

80,000

Sewer Reserve

Sewer - Pump Station - SPS02 Forsyth Street Renewals

Sewer Reserve

Sewer - SPS04 Bolton Park - New Assets

420,000

500,000

Sewer Reserve

4,500,000

Sewer - Pump Station SPS03 Simmons Street New Assets

2,902,347

1,278,105

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

3,172,684

Ref Project Title

51,562,067 22,747,959 14,207,089 11,989,760 9,035,734

APPENDIX 8 - LONG TERM FINANCIAL PLAN ONE-OFF CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

Long Term Financial Plan

Sewer - Pump Station - SPS31 Uranquinty Renewals

Sewer Treatment Works - Collingullie Villages Renewals

Sewer - Pump Station - SPS 08 Boorooma Increase Pump Capacity

Sewer - Pump Station - SPS 08 Boorooma Emergency/Wet Weather Detention STG

Sewer - Pump Station SPS01 + SPS02 Sewer Rising Main Network Diversion

Sewer - Ashmont SPS, Rising Main & Gravity Main Upgrade

254,414

Sewer Reserve

76,689

801,984

Sewer Reserve

1,218,677

Sewer Treatment Works - Forest Hill Plant - New Assets

Sewer Reserve

654,671

40,781

15,352

414,910

520,000

581,105

Sewer - Pump Station SPS49 Springvale - New Assets

1,076,386

Sewer Reserve

1,810,893

Sewer - Pump Station - SPS41 Glenfield East New Assets

Sewer Reserve

Sewer - Pump Station - SPS39 Copland Street New Assets

56,743

Sewer Reserve

Sewer - Pump Station SPS31 Uranquinty - New Assets

1,816,072

500,000

Sewer Reserve

4,500,000

Sewer - Pump Station - SPS30 Bomen - New Assets

2,902,347

1,278,105

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

3,172,684

Ref Project Title

51,562,067 22,747,959 14,207,089 11,989,760 9,035,734

APPENDIX 8 - LONG TERM FINANCIAL PLAN ONE-OFF CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

Solid Waste Reserve

5,318,262 10,069,316

1,500,000

8,206,932

230,000 9,956,460

8,250,734

2,422,684

1,167,005

2,707,347

300,000

4,500,000

GWMC - Progressive Site Rehabilitation

Total Capital Works Infrastructure Services

GWMC - Additional Leachate Pond

Solid Waste Reserve

250,000

GWMC - Purchase of Large Cardboard Compactor

300,000

4,500,000

Solid Waste Reserve

150,000

GWMC - Road Rehabilitation

4,242,000

150,000

GWMC - Construction of a Solid Waste Reserve new Waste Cell (Design + Construction)

1,224,096

500,000

Sewer Reserve

4,500,000

Install Sewer Network Extensions

2,902,347

1,278,105

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

3,172,684

Ref Project Title

51,562,067 22,747,959 14,207,089 11,989,760 9,035,734

APPENDIX 8 - LONG TERM FINANCIAL PLAN ONE-OFF CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

Long Term Financial Plan

Riverina Intermodal Freight & Logistics Hub

Eunony Bridge Replacement

Riverside - Hampden Bridge Legacy Project

Civic Building Energy Efficiency Project - Civic Building Solar Panels

Upgrade Airconditioning Civic Centre

3,172,684

1,278,105

2,902,347

4,500,000

500,000

Long Term Financial Plan

S94* Civic Building Recoupment

Sustainable Energy Reserve

GPR

Grant + GPR + Fit for the Future Reserve

500,000

283,400

8,002,000

22,480,117 2016/17 - Grant Funds $8.1M + Borrowings $10.5M (GPR + S94A $200K - Future Years Loan Repayments) + Sale of Land $1.25M + Internal Loans Reserve $2.6M (Repaid in 2017/18 when land sales are realised)+ S94A $35K, 2017/18 Grant Funds $3.52M + Borrowings $4.58M (GPR + S94A $200K Future Years Loan Repayments) + Sale of Land $545K+ Internal Loans Reserve $1.1M (Repaid in 2017/18 when land sales are realised) + S94A $15K

500,000

125,000

1,812,000

9,775,134

500,000

250,000

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Commercial & Economic Development

Ref Project Title

51,562,067 22,747,959 14,207,089 11,989,760 9,035,734

APPENDIX 8 - LONG TERM FINANCIAL PLAN ONE-OFF CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

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

51,562,067 22,747,959 14,207,089 11,989,760

TOTAL LTFP CAPITAL PROGRAM

553,000

35,600,517 12,314,134 500,000

4,000,000

Total Capital Works Commercial & Economic Development

Grant

9,035,734

250,000

3,172,684

1,278,105

2,902,347

4,500,000

500,000

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

GPR

102,000

Civic Centre Southern Lift Control Upgrade

303,000

Civic Theatre Operating Reserve

Buildings - Civic Theatre Air-Conditioning Upgrade

335,000

500,000

S94* Civic Building Recoupment

4,500,000

Air Conditioning Treatment System (Civic Centre Air Conditioning Fresh Air Energy Recovery Ventilation Upgrade)

2,902,347

1,278,105

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

3,172,684

Ref Project Title

51,562,067 22,747,959 14,207,089 11,989,760 9,035,734

APPENDIX 8 - LONG TERM FINANCIAL PLAN ONE-OFF CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

Long Term Financial Plan

Implement Sportsgrounds Lighting Program Estella

Implement Sportsgrounds Lighting Program Jack Misson Oval (Ashmont)

Renew Recreational GPR Assets

Renew Parks Facilities

Renew Playground Equipment

Renew Recreational S94A $9,653 + GPR 25,692 Facilities balance

GPR

GPR $180,000 + Contributions $144,500

GPR $180,000 + Contributions $150,000

GPR $180,000 + Contributions $177,000

GPR $180,000 + Contributions $282,000

185,000

113,289

Implement Sportsgrounds Lighting Program - McPherson Oval (Nth Wagga)

20,800

Implement Sportsgrounds Lighting Program - Harris Park (Mt Austin)

GPR $180,000 + Contributions $122,500

Implement Sportsgrounds Lighting Program - Frenchs Field (Mt Austin)

GPR $180,000 + Contributions $144,500

Implement Sportsgrounds Lighting Program Anderson Oval (Mt Austin)

138,830

140,000

117,820

21,632

144,383

325,000

122,533

22,497

357,000

462,000

150,158

100,000

127,434

23,397

302,500

156,164

160,000

132,532

24,333

324,500

162,411

40,000

137,833

25,306

330,000

168,907

20,000

143,346

26,319

324,500

175,664

80,000

149,080

27,371

182,690

180,000

155,043

28,466

189,998

340,000

161,245

29,605

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Environmental & Community Services

Ref Project Title

13,687,199 13,168,586 14,638,578 13,743,169 16,047,547 16,046,036 15,656,318 16,180,981 18,015,133 16,991,913

APPENDIX 8 - LONG TERM FINANCIAL PLAN RECURRENT CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

Capital renewal reseal program

Conduct Urban Asphalt Program

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

Upgrade Existing Bus Shelters

Infrastructure Services

Total Capital Works Environmental & Community Services

GPR

731,340

760,594

1,589,229

1,526,360

GPR + Regional Roads Block Grant $295,873 (incrementing 3% each yr)

50,000

GPR

459,097

21,428

20,000

384,161

20,700

GPR

8,571

791,018

1,656,715

50,000

1,475,721

22,185

8,874

822,659

1,729,233

50,000

20,000

747,350

22,973

9,189

855,565

1,807,233

50,000

843,004

23,791

9,517

889,788

1,891,210

50,000

20,000

742,704

24,643

9,857

12,653

925,379

1,981,709

50,000

731,972

25,529

10,212

13,159

962,394

2,076,539

50,000

20,000

482,831

26,450

10,580

13,686

1,000,890

2,176,212

50,000

598,804

27,408

10,963

14,233

1,040,926

2,176,212

50,000

775,416

28,404

11,362

14,802

Acquire pieces for the National Art Glass Collection

8,280

12,167

GPR

11,699

Acquire pieces for the Australian Print Collection

11,249

10,816

GPR

Upgrade of Backstage Equipment - Civic Theatre

10,400

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Ref Project Title

13,687,199 13,168,586 14,638,578 13,743,169 16,047,547 16,046,036 15,656,318 16,180,981 18,015,133 16,991,913

APPENDIX 8 - LONG TERM FINANCIAL PLAN RECURRENT CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

Long Term Financial Plan

Replace Plant and Equipment

Eliminate Sewer Joint Connections

Sewer Reserve

140,809

3,702,000 Plant Replacement Reserve $2,221,200 + Sale of Plant $1,480,800 (amounts vary each fin yr) 140,809

2,953,000

540,800

520,000

140,809

3,090,600

562,432

1,575,370

140,809

2,507,000

584,929

1,638,385

477,885

140,809

4,398,000

608,326

1,703,921

497,000

140,809

4,075,000

632,660

1,772,077

516,880

140,809

3,248,300

657,966

1,842,960

537,556

140,809

3,596,000

684,285

1,916,679

559,058

140,809

4,875,000

711,656

1,993,346

581,420

4,217,438

140,809

3,500,000

740,122

2,073,080

604,677

4,213,638

Renew and Replace 2016/17 - GPR Culverts $20,000 + R2R Grant $500,000, 2017/18 onwards GPR

1,514,779

1,456,518

459,505

4,030,086

2016/17 - R2R Grant $781,123 + GPR $675,395, 2017/18 onwards GPR

441,832

3,844,011

Gravel Resheets

424,838

3,666,493

GPR

3,501,915

Replace Kerb and Gutter

3,349,192

3,207,340

2,952,720 2016/17 - R2R Grant $2,360,973 + Regional Roads Block Grant $591,747, 2017/18 - R2R Grant $1,335,509 + Regional Roads Block Grant $609,499 + GPR $1,130,449, 2018/19 onwards R2R Grant $841,526 (incrementing 3% each year) + Regional Roads Block Grant $627,784 (incrementing 3% each year) + GPR Balance

Pavement Rehabilitation Program

3,075,457

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Ref Project Title

13,687,199 13,168,586 14,638,578 13,743,169 16,047,547 16,046,036 15,656,318 16,180,981 18,015,133 16,991,913

APPENDIX 8 - LONG TERM FINANCIAL PLAN RECURRENT CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

Renew Community Amenities - Bolton Park

Renew Community Amenities Anderson Oval

Renew Community GPR Amenities - Frenchs Fields

Renew Community Amenities - Kessler Park

GPR

Renew Community Amenities Collingulllie Oval

GPR

Renew Community Amenities Henwood Park

Commercial & Economic Development

Total Capital Works Infrastructure Services

GPR

40,400

50,000

40,400

50,000

40,400

50,000

40,400

50,000

1,200,000

40,400

50,000

1,200,000

40,400

50,000

1,200,000

196,690

190,962

202,590

208,668

214,928

221,375

12,915,386 12,506,900 12,954,189 12,780,892 14,983,169 15,075,317 14,689,490 15,456,249 17,167,171 15,959,864

40,400

50,000

1,200,000

130,000

Upgrade of Stormwater pit lids to lightweight lids

40,400

50,000

1,200,000

130,000

GPR

50,000

1,200,000

130,000

Flood Pumps - Progressively Upgrade Pumps

50,000

1,200,000

130,000

Sewer Reserve

1,200,000

130,000

Replacement and Renewal of Sewer Plant

1,200,000

130,000

1,200,000

130,000

Implement Sewer Sewer Reserve Mains Rehabilitation Program

130,000

Sewer Reserve

Implement renewal program for Gravity Sewer

130,000

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Ref Project Title

13,687,199 13,168,586 14,638,578 13,743,169 16,047,547 16,046,036 15,656,318 16,180,981 18,015,133 16,991,913

APPENDIX 8 - LONG TERM FINANCIAL PLAN RECURRENT CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

Long Term Financial Plan

Long Term Financial Plan 214,928

221,375

228,016

234,856

241,901

249,158

256,633

13,687,199 13,168,586 14,638,578 13,743,169 16,047,547 16,046,036 15,656,318 16,180,981 18,015,133 16,991,913

208,668

TOTAL LTFP CAPITAL PROGRAM

202,590

387,652

Total Capital Works Commercial & Economic Development

GPR

256,633

Renew Community Amenities - Gissing Oval

249,158

Renew Community GPR Amenities - Jubilee/ Connolly Park

GPR

241,901

Renew Community Amenities Uranquinty Sports Ground

234,856

Renew Community Amenities - Forest Hill Oval

GPR

Renew Community Amenities Ashmont Oval

228,016

Funding Source 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Ref Project Title

13,687,199 13,168,586 14,638,578 13,743,169 16,047,547 16,046,036 15,656,318 16,180,981 18,015,133 16,991,913

APPENDIX 8 - LONG TERM FINANCIAL PLAN RECURRENT CAPITAL PROJECTS - 2016/17 - 2025/26

appendix 8.

appendix 8. Appendix 8b) Capital Works Concepts List A comprehensive capital works review was conducted as part of the 2016/17 LTFP budget review process resulting in the â&#x20AC;&#x2DC;conceptsâ&#x20AC;&#x2122; category for capital projects being introduced. The principles established to determine the treatment and categorisation of capital works projects into the concepts list included any projects that are pending development; unclear project description; projects that had not been commenced; or projects where joint funding has not yet been confirmed. Projects can be transferred from the concepts list to the capital works delivery program during the 2016/17 financial year via budget variations presented to Council for adoption.

Long Term Financial Plan

Funding Source

Long Term Financial Plan

Construct Estella Community Centre

Civic Theatre Auditorium S94* Civic Theatre & Foyer Refurbishment Recoupment

Public Art Projects TBA

563,024

1,137,182

8,440,597

100,000

850,000

680,000

6,810,597

S94*

Amundsen Bridge Boorooma East to Boorooma

297,000

Boorooma Street Slip Lane into Boorooma West

4,540,658

4,469,934

4,275,208

4,779,087

2,592,325

1,343,000

1,632,000

100,000

332,000

1,200,000

100,000

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

S94*

Farrer Road Widening & S94* Reconstruction

Public Art Reserve

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

Infrastructure Services

Total Project Concepts Environmental & Community Services

Oasis Water Slide

S94* - Oasis Recoupment

Oasis Splash Pad water S94* - Oasis feature Recoupment

Borrowings $4,211,940 + S94* $68,657 + Royal Lifesaving NSW Contribution $300,000 + Sale of Land $400,000 + PCYC Contribution $1,830,000

Bolton Park Stadium Upgrade

Environmental & Community Services

Ref Project Title

13,011,400 17,679,054 11,596,631 4,754,530

APPENDIX 8 - LONG TERM FINANCIAL PLAN CONCEPTS LIST - 2016/17 - 2025/26

appendix 8.

Bakers Lane Widening S94* + Intersection Upgrades Sturt Hwy & Inglewood Rd)

Bourke Street and Bourkelands Drive Intersection Upgrade

Kooringal Road - Works S94* to improve traffic flow (RT30)

Harris Road/Pine Gully Road - Dual Lane Roundabout

Old Narrandera Road - S94A* $100,000 + Second Carriageway for S94* $737,428 600m

Old Narrandera Road/ Olympic Highway Roundabout

Pine Gully Road - Bike Track

S94A* $100,000 + Pine Gully Road Second Carriageway for S94* $1,840,965 1.2km

Pine Gully Road/Old Narrandera Road Intersection Upgrade

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

S94*

Glenfield Road Corridor â&#x20AC;&#x201C; Works to improve traffic flow (RT16)

S94*

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

S94*

Funding Source

Ref Project Title

4,540,658

4,469,934

4,275,208

4,779,087

2,592,325

1,343,000

1,211,564

107,252

100,000

3,117,550

1,077,439

1,394,272

126,510

677,886

837,428

391,945

1,940,965

1,179,768

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

13,011,400 17,679,054 11,596,631 4,754,530

APPENDIX 8 - LONG TERM FINANCIAL PLAN CONCEPTS LIST - 2016/17 - 2025/26

appendix 8.

Long Term Financial Plan

62 150,000

150,000

Supplementary Regional Block Grant -Supp Roads Block Grant project TBA

Sewer Reserve

Implement Pedestrian Access and Mobility Program (PAMP)

Implement Cycleways

Renew Sewage Treatment Works Tarcutta

Sewer - Pump Station - SPS15 Hammond Avenue - New Assets

Sewer - Pump Station - Sewer Reserve SPS01 Sheppard Street - Renewals

Sewer Reserve

Regional Roads Repair Block Grant - project TBA

Sewer - Pump Station - SPS15 Hammond Avenue - Renewals

Sewer - Pump Station - SPS21 Smith Street Forest Hill - Renewals

Sewer - Pump Station - SPS26 Kyeamba Renewals

Long Term Financial Plan

180,000

Sewer Reserve

350,000

401,016

100,000

60,000

84,000

400,000

300,000

60,000

84,000

400,000

199,000

16,088

Sewer Reserve

Grant $30,000 + GPR $30,000

Grant $42,000 + GPR $42,000

Repair Block Grant

199,000

Red Hill Road and Hudson Drive – Intersection improvements

S94*

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

4,540,658

4,469,934

4,275,208

4,779,087

2,592,325

1,343,000

1,000,000

60,000

84,000

400,000

199,000

91,164

60,000

84,000

400,000

199,000

60,000

84,000

400,000

199,000

144,790

60,000

84,000

400,000

199,000

720,475

12,947

60,000

84,000

400,000

199,000

100,000

60,000

84,000

400,000

199,000

60,000

84,000

400,000

199,000

60,000

84,000

400,000

199,000

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Funding Source

Ref Project Title

13,011,400 17,679,054 11,596,631 4,754,530

APPENDIX 8 - LONG TERM FINANCIAL PLAN CONCEPTS LIST - 2016/17 - 2025/26

appendix 8.

Sewer - San Isidore Pump Station - New Assets

GWMC - Constuct RRC Solid Waste Reserve

GWMC - Alternate Solid Waste Reserve Waste Treatment Facility

GWMC - Weighbridge Relocation

GWMC - Asset Renewals (Transfer Stations, Leachate systems)

Implement Road and Drainage Works - Hammond Avenue Industrial Areas

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

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

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

Sewer - Gravity Network Sewer Reserve Extension - New Assets

Sewer Reserve

Sewer - Pump Station - SPS27 Tarcoola Renewals

268,129

128,702

128,703

Stormwater DSP * $119,102 + Stormwater Drainage Reserve $9,600

1,785,920

897,803

289,580

1,750,000

4,000,000

170,000

Stormwater DSP * $248,129 + Stormwater Drainage Reserve $20,000

4,540,658

4,469,934

4,275,208

4,779,087

2,592,325

1,343,000

171,604

500,000 200,000

265,494

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

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

S94A*

Solid Waste Reserve

Sewer Reserve $3,200,000 + Grant Income $800,000

Funding Source

Ref Project Title

13,011,400 17,679,054 11,596,631 4,754,530

APPENDIX 8 - LONG TERM FINANCIAL PLAN CONCEPTS LIST - 2016/17 - 2025/26

appendix 8.

Long Term Financial Plan

Stormwater DSP Project Stormwater DSP* Allocation - TBA

Murray St Stormwater Project

Wollundry Lagoon Levee S94* Civic Building Bank Recoupment

Civic Building Energy Efficiency Project Library Lights

Civic Building Energy Efficiency Project - Historic Council Chambers Lights

Civic Building Energy Efficiency Project - Art Gallery & Glass Gallery Lights

LMC - Treatment of Reuse Water

S94* Civic Building Recoupment

275,000

S94* Civic Building Recoupment

334,582

150,000

7,980,182

50,000

LMC Reserve

4,540,658

4,469,934

4,275,208

4,779,087

2,592,325

1,343,000

399,278

88,809

29,200

100,000

6,524,864

200,000

100,000

9,864,631

3,200,000

3,214,711

4,440,658

500,000

347,495

4,369,934

500,000

1,355,947

500,000

1,243,000

500,000

2,422,768

500,000

1,243,000

500,000

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

S94* Civic Building Recoupment

Riverside - Wagga CBD Carparking Beach Car Park Reserve $110K + Grant upgrade including CCTV funding $224K and lighting

Riverside - Continuation GPR $152K + of Shared Path Network Pedestrian River Crossing Reserve $198K

Commercial & Economic Development

Total Project Concepts Infrastructure Services

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

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

Stormwater Levy

Funding Source

Ref Project Title

13,011,400 17,679,054 11,596,631 4,754,530

APPENDIX 8 - LONG TERM FINANCIAL PLAN CONCEPTS LIST - 2016/17 - 2025/26

appendix 8.

LMC Reserve

LMC - Alterations to cattle selling ring

LMC - Layback Kerb to Cattle Load in

LMC - New Cattle Draft

LMC - New Cattle Stacking Pens

LMC - New Cattle Delivery Pens

LMC - Calf Pens

LMC - New Pedestrian Bridge to Site Services

LMC - Linemarking & Signage

LMC - Landscaping

LMC install new fan draft for receivals

LMC CCTV & security (partial)

LMC new sheep drafts

LMC new cow draft and LMC Reserve selling pens

LMC new sheep stacking pens

LMC new sheep delivery LMC Reserve pens

LMC new light vehicle parking

LMC new circulating road (partial)

LMC fencing (partial)

Airport - Redevelop terminal - Internal Baggage Claim and Retail Section

Grant

LMC Reserve

Funding Source

Ref Project Title

4,540,658

4,469,934

4,275,208

4,779,087

2,592,325

1,343,000

67,980

736,450

11,330

339,900

226,600

1,586,200

765,002

498,520

39,655

2,000,000

33,990

45,320

16,995

1,439,819

2,274,496

83,467

461,298

83,467

2,086,693

1,224,193

41,734

69,557

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

13,011,400 17,679,054 11,596,631 4,754,530

APPENDIX 8 - LONG TERM FINANCIAL PLAN CONCEPTS LIST - 2016/17 - 2025/26

appendix 8.

Long Term Financial Plan

Funding Source

4,540,658

4,469,934

4,275,208

4,779,087

2,592,325

1,343,000

2,713,593

100,000

13,011,400 17,679,054 11,596,631

5,031,219

4,754,530

1,439,819

4,540,658

4,469,934

4,275,208

2,819,261

4,779,087

3,436,087

2,592,325

69,557

1,343,000

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

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

TOTAL LTFP PROJECT CONCEPTS

Total Project Concepts Commercial & Economic Development

Ref Project Title

13,011,400 17,679,054 11,596,631 4,754,530

APPENDIX 8 - LONG TERM FINANCIAL PLAN CONCEPTS LIST - 2016/17 - 2025/26

appendix 8.

Long Term Financial Plan

1,793,449

(3,724,261)

Net Operating (Profit)/ Loss

Capital Expenditure Renewals

4,000,000

Capital and Reserve Movements

3,934,709

Expenses From Continuing Operations

(1,764,960)

1,845,393

251,789

906,134

Materials & Contracts

Depreciation & Amortisation

4,022,752

255,130 957,330

501,252

Borrowing Costs

Other Expenses

463,820

482,085

501,078

(5,787,712)

(2,000,000)

Employee Benefits & OnCosts

Expenses From Continuing Operations

(7,658,970)

(4,000,000)

Grants & Contributions provided for Capital Purposes

Revenue From Continuing Operations

(225,468)

(200,480)

Grants & Contributions provided for Operating Purposes

Other Revenues

Interest & Investment Revenue

(3,562,244)

(3,458,489)

67,229

BUDGET 2017/18

User Charges & Fees

Rates & Annual Charges

1,737

Revenue From Continuing Operations

Estimated Reserve Balance at start of the year

BUDGET 2016/17

208,522

4,110,037

1,898,795

1,011,420

258,572

420,421

520,830

(3,901,515)

(232,404)

(3,669,111)

187,184

BUDGET 2018/19

187,021

4,205,520

1,954,849

1,068,565

262,116

378,620

541,370

(4,018,500)

(239,315)

(3,779,185)

344,348

BUDGET 2019/20

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - AIRPORT

162,875

4,301,167

2,013,187

1,128,939

265,767

330,543

562,731

(4,138,293)

(245,732)

(3,892,560)

538,357

BUDGET 2020/21

140,025

4,402,401

2,074,891

1,192,724

269,529

280,313

584,945

(4,262,376)

(253,039)

(4,009,337)

768,810

BUDGET 2021/22

117,214

4,507,461

2,139,251

1,260,113

273,403

226,647

608,047

(4,390,247)

(260,630)

(4,129,617)

1,035,667

BUDGET 2022/23

95,585

4,617,541

2,206,756

1,331,309

277,394

170,011

632,071

(4,521,955)

(268,450)

(4,253,506)

1,339,058

BUDGET 2023/24

71,443

4,729,056

2,276,009

1,406,528

281,505

107,959

657,054

(4,657,613)

(276,502)

(4,381,111)

1,678,637

BUDGET 2024/25

169,706

4,829,624

2,314,302

1,485,997

284,516

61,935

682,875

(4,659,919)

(278,808)

(4,381,111)

2,164,853

BUDGET 2025/26

appendix 9.

Estimated Reserve Balance at end of the year

Cash Budget (Surplus)/ Deficit

67,229

906,134

Net Result

Add back Depreciation Expense (non-cash)

4,630,395

Total Capital and Reserve Movements

65,492

Proceeds from Sale of intangible & tangible Assets

Net Movements to/(from) Reserves

New Loan Borrowings

564,903

Capital Expenditure Project Concepts

Loan Repayments

Capital Expenditure - New Projects

BUDGET 2016/17

119,956

602,335

187,184

957,330

2,722,290

2,000,000

BUDGET 2017/18

157,164

344,348

1,011,420

802,898

645,734

BUDGET 2018/19

194,009

538,357

1,068,565

881,544

687,535

BUDGET 2019/20

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - AIRPORT

230,453

768,810

1,128,939

966,064

735,611

BUDGET 2020/21

266,857

1,035,667

1,192,724

1,052,699

785,842

BUDGET 2021/22

303,391

1,339,058

1,260,113

1,142,899

839,508

BUDGET 2022/23

339,580

1,678,637

1,331,309

1,235,724

896,144

BUDGET 2023/24

486,215

2,164,853

1,406,528

1,335,085

848,870

BUDGET 2024/25

749,376

2,914,229

1,485,997

1,316,291

566,915

BUDGET 2025/26

appendix 9.

Long Term Financial Plan

Capital Expenditure Renewals

(652,579)

4,181,587

Capital and Reserve Movements

Net Operating (Profit)/ Loss

Expenses From Continuing Operations

2,220,829

679,002

Other Expenses

Depreciation & Amortisation

(1,155,098)

4,012,544

1,988,029

717,366

257,537

271,384

1,049,612

(5,167,642)

1,010,371

Materials & Contracts

Borrowing Costs

Employee Benefits & OnCosts

Expenses From Continuing Operations

(4,834,166)

Grants & Contributions provided for Capital Purposes

Revenue From Continuing Operations

(31,207)

(29,998)

Grants & Contributions provided for Operating Purposes

Other Revenues

(5,136,436)

(4,804,168)

User Charges & Fees

2,452,664

BUDGET 2017/18

Interest & Investment Revenue

Rates & Annual Charges

5,667,720

Revenue From Continuing Operations

Estimated Reserve Balance at start of the year

BUDGET 2016/17

(1,387,335)

4,137,860

2,029,563

757,897

258,959

1,091,441

(5,525,195)

(32,464)

(5,492,731)

4,228,823

BUDGET 2018/19

(1,639,452)

4,269,160

2,073,077

800,718

260,424

1,134,941

(5,908,612)

(33,773)

(5,874,840)

6,374,055

BUDGET 2019/20

(1,913,480)

4,406,337

2,118,267

845,959

261,932

1,180,179

(6,319,817)

(35,134)

(6,284,683)

7,374,406

BUDGET 2020/21

(2,210,416)

4,550,461

2,165,996

893,755

263,486

1,227,224

(6,760,877)

(36,550)

(6,724,327)

10,133,845

BUDGET 2021/22

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - Livestock Marketing Centre

(2,316,111)

4,701,160

2,215,672

944,252

265,086

1,276,149

(7,017,271)

(38,023)

(6,979,248)

13,238,016

BUDGET 2022/23

(2,424,849)

4,858,893

2,267,528

997,603

266,734

1,327,028

(7,283,742)

(39,555)

(7,244,187)

13,679,119

BUDGET 2023/24

(2,536,491)

5,024,200

2,321,860

1,053,967

268,432

1,379,941

(7,560,691)

(41,149)

(7,519,542)

13,665,484

BUDGET 2024/25

(2,671,120)

5,177,158

2,360,164

1,113,516

268,511

1,434,967

(7,848,279)

(42,807)

(7,805,472)

17,186,384

BUDGET 2025/26

appendix 10.

679,002

Add back Depreciation Expense (non-cash)

Estimated Reserve Balance 2,452,664 at end of the year

Cash Budget (Surplus)/ Deficit

679,002

1,331,581

Total Capital and Reserve Movements

Net Result

(3,215,056)

Net Movements to/(from) Reserves

4,228,823

717,366

1,872,464

1,776,159

New Loan Borrowings

Proceeds from Sale of intangible & tangible Assets

96,305

4,546,637

BUDGET 2017/18

Loan Repayments

Capital Expenditure Project Concepts

Capital Expenditure - New Projects

BUDGET 2016/17

757,897

2,145,232

6,374,055

2,145,232

BUDGET 2018/19

800,718

2,440,170

1,000,351

7,374,406

0 1,439,819

BUDGET 2019/20

845,959

2,759,439

10,133,845

2,759,439

BUDGET 2020/21

893,755

3,104,171

13,238,016

3,104,171

BUDGET 2021/22

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - Livestock Marketing Centre

944,252

3,260,364

441,103

13,679,119

0 2,819,261

BUDGET 2022/23

997,603

3,422,452

(13,635)

13,665,484

0 3,436,087

BUDGET 2023/24

1,053,967

3,590,458

3,520,901

17,186,384

0 69,557

BUDGET 2024/25

1,113,516

3,784,637

20,971,021

3,784,637

BUDGET 2025/26

appendix 10.

Long Term Financial Plan

15,513,397

Long Term Financial Plan

1,083,257

5,525,004

8,731,835

Materials & Contracts

Depreciation & Amortisation

Other Expenses

20,041,034

2,453,366

Borrowing Costs

Expenses From Continuing Operations

2,247,573

Employee Benefits & OnCosts

Expenses From Continuing Operations

(19,039,703)

(2,075,000)

Grants & Contributions provided for Capital Purposes

Revenue From Continuing Operations

(158,161)

Grants & Contributions provided for Operating Purposes

(307,473)

Interest & Investment Revenue

Other Revenues

(4,698,106)

(11,800,963)

User Charges & Fees

Rates & Annual Charges

Revenue From Continuing Operations

Estimated Reserve Balance at start of the year

BUDGET 2016/17

21,047,531

9,364,503

5,837,167

1,110,675

2,400,234

2,334,951

(18,945,896)

(1,289,000)

(165,278)

(356,644)

(4,813,304)

(12,321,669)

13,127,945

BUDGET 2017/18

21,278,662

9,197,970

6,166,967

1,142,708

2,343,311

2,427,706

(19,611,269)

(1,305,000)

(172,716)

(454,349)

(4,931,394)

(12,747,811)

9,149,562

BUDGET 2018/19

22,045,391

9,547,746

6,515,401

1,175,752

2,282,321

2,524,171

(20,149,419)

(1,319,000)

(178,761)

(410,473)

(5,052,446)

(13,188,739)

6,174,829

BUDGET 2019/20

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - SEWER

22,576,351

9,641,528

6,883,521

1,209,835

2,216,972

2,624,495

(20,801,305)

(1,301,000)

(185,017)

(493,785)

(5,176,537)

(13,644,966)

7,521,217

BUDGET 2020/21

23,403,750

10,010,553

7,272,440

1,244,980

2,146,946

2,728,831

(21,521,499)

(1,315,000)

(191,493)

(594,240)

(5,303,741)

(14,117,025)

6,978,608

BUDGET 2021/22

24,061,590

10,187,785

7,683,333

1,281,227

2,071,905

2,837,340

(22,283,433)

(1,330,000)

(198,195)

(715,634)

(5,434,138)

(14,605,466)

7,115,073

BUDGET 2022/23

24,953,616

10,575,889

8,117,441

1,318,611

1,991,486

2,950,189

(22,974,967)

(1,349,000)

(205,132)

(742,169)

(5,567,808)

(15,110,859)

9,179,710

BUDGET 2023/24

25,676,013

10,769,917

8,576,076

1,357,169

1,905,298

3,067,552

(23,747,225)

(1,349,000)

(212,312)

(847,287)

(5,704,833)

(15,633,793)

10,340,150

BUDGET 2024/25

26,249,871

10,829,578

9,060,625

1,357,169

1,812,922

3,189,577

(24,601,854)

(1,349,000)

(219,743)

(1,014,232)

(5,844,000)

(16,174,880)

14,160,245

BUDGET 2025/26

appendix 11.

1,001,331

5,525,004

Add back Depreciation Expense (non-cash)

Estimated Reserve Balance at end of the year

13,127,945

5,525,004

Net Result

Cash Budget (Surplus)/ Deficit

4,523,673

Total Capital and Reserve Movements

(2,385,453)

Proceeds from Sale of intangible & tangible Assets

Net Movements to/(from) Reserves

758,317

4,300,000

50,000

1,800,809

New Loan Borrowings

Loan Repayments

Capital Expenditure Project Concepts

Capital Expenditure - New Projects

Capital Expenditure Renewals

Capital and Reserve Movements

Net Operating (Profit)/ Loss

9,149,562

5,837,167

3,735,532

(3,978,382)

811,449

1,501,016

1,834,569

3,566,881

2,101,635

6,174,829

6,166,967

4,499,574

(2,974,733)

868,372

1,897,803

2,810,634

1,897,498

1,667,393

7,521,217

6,515,401

4,619,428

1,346,388

929,361

822,870

1,520,809

1,895,973

6,978,608

6,883,521

5,108,476

(542,609)

994,711

2,230,893

2,425,480

1,775,045

7,115,073

7,272,440

5,390,189

136,465

1,064,737

265,494

2,361,903

1,561,590

1,882,251

9,179,710

7,683,333

5,905,176

2,064,637

1,139,778

12,947

567,005

2,120,809

1,778,157

10,340,150

8,117,441

6,138,792

1,160,440

1,220,197

1,417,347

2,340,809

1,978,649

14,160,245

8,576,076

6,647,288

3,820,095

1,306,385

1,520,809

1,928,788

18,664,127

9,060,625

7,412,608

4,503,882

1,387,917

1,520,809

1,648,017

appendix 11.

Long Term Financial Plan

9,039,825

Long Term Financial Plan

(10,907,401)

Net Operating (Profit)/ Loss

Expenses From Continuing Operations

Other Expenses

Depreciation & Amortisation

Materials & Contracts

Borrowing Costs

Employee Benefits & OnCosts

(1,037,540)

9,869,860

3,824,155

(1,435,326)

9,830,020

3,570,341

275,425

4,817,534

4,663,105

260,696

1,166,720

(11,265,347)

(114,959)

(64,229)

(97,908)

(3,214,292)

(7,773,958)

8,288,061

BUDGET 2017/18

1,121,904

Expenses From Continuing Operations

Revenue From Continuing Operations

Grants & Contributions provided for Capital Purposes

(62,784)

Other Revenues

(111,611)

(85,277)

Interest & Investment Revenue

Grants & Contributions provided for Operating Purposes

(7,547,532)

(3,100,196)

Rates & Annual Charges

User Charges & Fees

Revenue From Continuing Operations

Estimated Reserve Balance at start of the year

BUDGET 2016/17

(1,200,777)

10,432,877

3,949,432

290,987

4,979,130

1,213,328

(11,633,654)

(118,408)

(65,710)

(109,703)

(3,332,656)

(8,007,177)

6,462,892

BUDGET 2018/19

(1,701,368)

10,297,520

3,581,194

307,427

5,147,097

1,261,801

(11,998,888)

(121,960)

(67,227)

(106,861)

(3,455,447)

(8,247,392)

7,574,656

BUDGET 2019/20

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - SOLID WASTE

(1,600,493)

10,791,272

3,832,572

324,797

5,321,690

1,312,213

(12,391,764)

(125,619)

(68,783)

(119,713)

(3,582,835)

(8,494,814)

5,341,451

BUDGET 2020/21

(1,956,600)

10,843,705

3,632,746

343,148

5,503,170

1,364,641

(12,800,305)

(129,388)

(70,378)

(135,888)

(3,714,993)

(8,749,659)

6,766,741

BUDGET 2021/22

(2,090,748)

11,130,525

3,657,012

362,536

5,691,811

1,419,166

(13,221,273)

(133,269)

(72,012)

(151,740)

(3,852,103)

(9,012,148)

8,866,488

BUDGET 2022/23

(2,215,787)

11,429,079

3,682,291

383,019

5,887,897

1,475,872

(13,644,865)

(137,268)

(73,687)

(157,421)

(3,994,172)

(9,282,317)

11,319,772

BUDGET 2023/24

(2,355,814)

11,740,613

3,709,385

404,660

6,091,722

1,534,847

(14,096,427)

(141,386)

(75,405)

(177,109)

(4,141,937)

(9,560,591)

13,468,577

BUDGET 2024/25

(2,582,356)

11,828,152

3,712,727

427,523

6,091,722

1,596,180

(14,410,508)

(145,627)

(75,405)

(200,326)

(4,141,937)

(9,847,213)

11,729,051

BUDGET 2025/26

appendix 12.

Estimated Reserve Balance at end of the year

8,288,061

260,696

Add back Depreciation Expense (non-cash)

Cash Budget (Surplus)/ Deficit

260,696

1,298,236

Total Capital and Reserve Movements

Net Result

(751,764)

Net Movements to/(from) Reserves

Proceeds from Sale of intangible & tangible Assets

6,462,892

275,425

1,710,751

(1,825,169)

Loan Repayments

1,785,920

1,500,000

250,000

BUDGET 2017/18

1,750,000

300,000

New Loan Borrowings

Capital Expenditure Project Concepts

Capital Expenditure - New Projects

Capital Expenditure Renewals

Capital and Reserve Movements

BUDGET 2016/17

7,574,656

290,987

290,986

1,491,764

1,111,764

150,000

230,000

BUDGET 2018/19 0

5,341,451

307,427

2,008,796

(2,233,204)

4,242,000

BUDGET 2019/20

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - SOLID WASTE

6,766,741

324,797

1,925,289

1,425,289

500,000

BUDGET 2020/21

8,866,488

343,148

2,299,748

2,099,748

200,000

BUDGET 2021/22

11,319,772

362,536

2,453,283

BUDGET 2022/23

13,468,577

383,019

2,598,806

2,148,806

150,000

300,000

BUDGET 2023/24 0

11,729,051

404,660

2,760,474

(1,739,526)

4,500,000

BUDGET 2024/25

14,738,930

427,523

3,009,879

BUDGET 2025/26

appendix 12.

Long Term Financial Plan

1,973,245

Long Term Financial Plan

(683,525)

Net Operating (Profit)/ Loss

Expenses From Continuing Operations

(281,774)

401,751

350,000

Depreciation & Amortisation

48,510

51,751

(642,515)

Other Expenses

(691,025)

Materials & Contracts

Borrowing Costs

Employee Benefits & OnCosts

Expenses From Continuing Operations

Revenue From Continuing Operations

Grants & Contributions provided for Capital Purposes

Other Revenues

Grants & Contributions provided for Operating Purposes

0 0

(691,025)

User Charges & Fees

(683,525)

2,201,711

BUDGET 2017/18

Interest & Investment Revenue

Rates & Annual Charges

Revenue From Continuing Operations

Estimated Reserve Balance at start of the year

BUDGET 2016/17

(654,149)

44,376

(698,525)

2,787,677

BUDGET 2018/19

(64,568)

641,457

600,966

40,491

(706,025)

181,143

BUDGET 2019/20

(68,819)

644,706

608,466

36,240

(713,525)

181,143

BUDGET 2020/21

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - STORMWATER LEVY

(73,359)

647,666

615,966

31,700

(721,025)

181,143

BUDGET 2021/22

(78,198)

650,327

623,466

26,861

(728,525)

181,143

BUDGET 2022/23

(83,217)

652,809

630,966

21,842

(736,025)

181,143

BUDGET 2023/24

(88,895)

654,630

638,466

16,164

(743,525)

181,143

BUDGET 2024/25

(94,712)

656,313

645,966

10,347

(751,025)

181,143

BUDGET 2025/26

appendix 13.

Capital Expenditure Project Concepts

Cash Budget (Surplus)/ Deficit

2,201,711

Add back Depreciation Expense (non-cash)

Estimated Reserve Balance at end of the year

281,774

Total Capital and Reserve Movements

Net Result

585,966

228,466

Net Movements to/(from) Reserves

2,787,677

642,515

Proceeds from Sale of intangible & tangible Assets

56,549

BUDGET 2017/18

New Loan Borrowings

53,308

Capital Expenditure - New Projects

Loan Repayments

Capital Expenditure Renewals

Capital and Reserve Movements

BUDGET 2016/17

181,143

654,149

(2,606,534)

60,683

3,200,000

BUDGET 2018/19

181,143

64,568

BUDGET 2019/20

181,143

68,819

BUDGET 2020/21

LONG TERM FINANCIAL PLAN - BASE CASE SCENARIO - STORMWATER LEVY

181,143

73,359

BUDGET 2021/22

181,143

78,198

BUDGET 2022/23

181,143

83,217

BUDGET 2023/24

181,143

88,895

BUDGET 2024/25

181,143

94,712

BUDGET 2025/26

appendix 13.

Long Term Financial Plan

(8,385,906)

(1,378,631)

Mining, Manufacturing & Construction

(7,849,424)

20,041,034

5,637,006

Housing & Community Amenities

Sewerage Services

2,677,527

21,047,531

5,819,443

2,512,279

14,195,131

14,457,828

Community Services & Education

Environment

1,426,708

1,401,631

Health

2,639,740

14,169,569

13,596,299

2,574,629

1,080,080

1,350,450

Public Order & Safety

Administration

Governance

(55,799,266)

(57,667,750)

(67,179,002)

(8,444,651)

(7,130,983)

(1,518,339)

(4,225,015)

(19,611,269)

(5,541,543)

(1,932,032)

(15,583,976)

(207,007)

(1,822,136)

(1,132,053)

(30,000)

BUDGET 2018/19

(59,288,763)

(68,869,802)

(8,981,348)

(7,328,409)

(1,593,421)

(3,833,695)

(20,149,419)

(5,633,965)

(1,959,630)

(16,144,953)

(214,890)

(1,862,253)

(1,137,819)

(30,000)

BUDGET 2019/20

(61,248,272)

(71,250,046)

(9,601,425)

(7,531,046)

(1,672,221)

(3,862,439)

(20,801,305)

(5,750,100)

(1,987,260)

(16,743,786)

(223,067)

(1,903,638)

(1,143,759)

(30,000)

BUDGET 2020/21

(61,705,887)

(70,290,040)

(10,180,241)

(7,867,609)

(1,754,923)

(4,017,778)

(21,521,499)

(5,874,606)

(2,014,924)

(13,702,326)

(230,683)

(1,945,575)

(1,149,877)

(30,000)

BUDGET 2021/22

(63,835,602)

(72,291,367)

(10,476,938)

(8,081,441)

(1,841,723)

(4,012,562)

(22,283,433)

(6,003,094)

(2,042,622)

(14,135,692)

(239,101)

(1,988,583)

(1,156,178)

(30,000)

BUDGET 2022/23

(65,769,935)

(74,307,457)

(10,836,334)

(8,301,683)

(1,932,833)

(4,022,214)

(22,974,967)

(6,123,403)

(2,070,358)

(14,571,843)

(248,464)

(2,032,690)

(1,162,668)

(30,000)

BUDGET 2023/24

(67,966,573)

(76,477,946)

(11,208,868)

(8,528,527)

(2,028,480)

(4,029,043)

(23,747,225)

(6,266,059)

(2,098,132)

(15,036,131)

(258,202)

(2,077,926)

(1,169,353)

(30,000)

BUDGET 2024/25

(70,412,015)

(78,154,613)

(11,498,742)

(8,607,948)

(2,028,480)

(4,104,126)

(24,601,854)

(6,295,178)

(2,125,092)

(15,357,711)

(258,202)

(2,077,926)

(1,169,353)

(30,000)

BUDGET 2025/26

21,278,662

6,058,321

2,532,471

14,959,232

1,455,853

2,701,104

15,202,432

1,121,284

22,045,391

6,304,777

2,573,761

15,595,187

1,500,369

2,775,071

16,144,558

1,164,127

22,576,351

6,570,387

2,616,752

16,275,345

1,530,373

2,855,797

17,030,909

1,518,673

23,403,750

6,822,381

2,661,030

16,523,342

1,561,326

2,931,029

18,013,892

1,254,991

24,061,590

7,210,838

2,707,659

17,015,332

1,593,264

3,013,240

18,973,998

1,303,150

24,953,616

7,519,612

2,756,419

17,529,315

1,626,669

3,098,541

20,078,916

1,353,223

25,676,013

7,845,791

2,807,200

18,066,615

1,665,846

3,191,473

21,163,431

1,715,288

26,249,871

8,182,624

2,859,692

18,369,625

1,553,168

3,250,338

22,397,972

1,468,775

(140,351,052) (128,422,802) (124,846,752) (128,158,565) (132,498,318) (131,995,928) (136,126,969) (140,077,392) (144,444,519) (148,566,628)

(53,901,818)

(72,623,536)

(6,490,261)

(86,449,234)

(13,102,443)

(1,446,798)

(26,101,362)

Expenses From Continuing Operations

Total Revenue From Continuing Operations

General Purpose Income

Revenue From Continuing Operations

Economic Affairs

Transport & Communication

(18,945,896)

(19,039,703)

Sewerage Services

Recreation & Culture

(5,703,149)

(5,452,623)

(5,327,985)

Housing & Community Amenities

(1,904,464)

(15,059,631)

(14,561,535)

(2,075,201)

Environment

Community Services & Education

(219,405)

(1,783,250)

(1,126,454)

(30,000)

BUDGET 2017/18

(192,076)

(1,745,554)

Health

Public Order & Safety

(30,000)

(1,121,019)

Administration

Governance

Revenue From Continuing Operations

BUDGET 2016/17

LONG TERM FINANCIAL PLAN - BUDGETED FUNDING SUMMARY BY FUNCTION

appendix 14.

Governance

249,302

Recreation & Culture

(4,982,151)

(7,945,724)

Net Movements to/(from) Reserves

(13,859,917)

4,981,921

61,821,994

(3,072,370)

(4,373,635)

(8,791,573)

960,007

38,514,280

2,749,001

935,213

Proceeds from Sale of intangible & tangible Assets

New Loan Borrowings

Economic Affairs

Transport & Communication

Mining, Manufacturing & Construction

7,713,915

24,390

6,909,126

23,228

Housing & Community Amenities

Sewerage Services

3,612,499

236,443

2,142,171

59,321

3,011,838

(6,420,695)

122,002,107

8,414,319

29,255,748

1,251,567

20,189,992

BUDGET 2017/18

56,783

3,757,607

Community Services & Education

Environment

Health

Public Order & Safety

Administration

(21,671,319)

Net Operating (Profit)/ Loss

Capital and Reserve Movements

118,679,733

7,676,860

28,617,563

1,210,374

19,438,531

Expenses From Continuing Operations

Economic Affairs

Transport & Communication

Mining, Manufacturing & Construction

Recreation & Culture

BUDGET 2016/17

(6,499,531)

(1,980,000)

(2,100,157)

3,910,954

24,279,871

1,519,363

7,474,307

25,609

3,640,683

261,959

61,927

3,153,279

2,422,364

127,269,116

8,619,279

30,916,434

1,297,628

21,126,416

BUDGET 2018/19

862,071

(1,002,800)

3,500,631

18,981,290

1,743,916

3,273,040

26,890

4,306,568

258,290

64,639

2,571,584

3,628,149

131,786,715

8,640,037

31,799,519

1,345,554

21,898,364

BUDGET 2019/20

4,099,093

(1,759,200)

1,213,422

19,895,546

1,986,365

5,651,085

28,234

568,819

273,468

67,604

4,466,723

4,207,317

136,705,636

9,117,846

32,755,751

1,382,023

22,475,429

BUDGET 2020/21

LONG TERM FINANCIAL PLAN - BUDGETED FUNDING SUMMARY BY FUNCTION

7,501,375

(1,630,000)

(750,000)

1,068,936

15,402,056

1,943,328

5,253,724

29,646

273,359

289,486

70,585

4,148,135

9,440,048

141,435,975

9,088,552

34,502,351

1,433,916

23,239,415

BUDGET 2021/22

10,068,155

(1,299,320)

3,946,778

12,630,589

2,149,474

3,840,539

85,411

78,198

330,626

73,822

3,326,131

9,886,847

146,013,816

9,233,866

35,548,788

1,487,919

23,864,174

BUDGET 2022/23

8,324,234

(1,438,400)

4,625,422

12,886,726

1,886,717

4,978,353

90,768

533,217

213,169

77,121

3,677,272

11,461,348

151,538,741

9,436,934

36,961,417

1,544,119

24,679,959

BUDGET 2023/24

8,798,095

(1,950,000)

1,324,127

14,395,496

1,760,688

2,827,194

96,468

4,588,895

64,940

4,937,424

12,821,074

157,265,593

9,697,830

38,454,172

1,602,610

25,379,323

BUDGET 2024/25

15,755,366

(1,050,000)

1,323,413

13,598,170

1,961,042

2,908,726

100,732

94,712

3,866,508

13,237,479

161,804,106

9,805,681

39,844,762

1,660,473

26,161,126

BUDGET 2025/26

appendix 14.

Long Term Financial Plan

32,405,375

Add back Depreciation Expense (non-cash)

32,405,375

Net Result after Depreciation

Cash Budget (Surplus)/ Deficit

54,076,694

Total Capital and Reserve Movements

BUDGET 2016/17

34,236,278

40,656,974

BUDGET 2017/18

36,170,628

33,748,264

BUDGET 2018/19

38,214,269

34,586,119

BUDGET 2019/20

325,101

40,373,375

40,698,476

36,491,159

BUDGET 2020/21

LONG TERM FINANCIAL PLAN - BUDGETED FUNDING SUMMARY BY FUNCTION

386,206

42,654,471

43,040,677

33,600,629

BUDGET 2021/22

52,804

45,064,448

45,117,252

35,230,405

BUDGET 2022/23

(294,643)

47,610,589

47,315,946

35,854,598

BUDGET 2023/24

(636,188)

50,300,588

49,664,400

36,843,325

BUDGET 2024/25

(1,346,424)

53,142,571

51,796,147

38,558,668

BUDGET 2025/26

appendix 14.

Long Term Financial Plan

questions?

comments? contact us. contact us Wagga Wagga City Council PO Box 20 Cnr Baylis & Morrow Sts Wagga Wagga NSW Ph: 1300 292 442 Fax: (02) 6926 9199 Email: council@wagga.nsw.gov.au Follow @WaggaCouncil on Twitter to get the news, events and emergency information straight from the source.

www.wagga.nsw.gov.au

Long Term Financial Plan