2020/29 Long Term Financial Plan by Wagga Wagga City Council

Long Term Financial Plan 2020-2029

Statement of commitment to Aboriginal Australians The City of Wagga Wagga acknowledges and respects that Aboriginal people were the first people of this land and the Wiradjuri people were the first regional custodians of the Wagga Wagga Local Government Area. This recognition includes acceptance of the rights and responsibilities of Aboriginal people to participate in decision making. Council acknowledges the shared responsibility of all Australians to respect and encourage the development of an awareness and appreciation of each otherâ&#x20AC;&#x2122;s origin. In so doing, Council recognises and respects the heritage, culture, sacred sites and special places of Aboriginal people. Council is committed to developing programs to improve the wellbeing of all City of Wagga Wagga residents as well as facilitating reconciliation between Aboriginal and non-Aboriginal people. Council recognises that social justice and reconciliation are fundamental to achieving positive changes. Council will continue to actively encourage Aboriginal and non-Aboriginal people to work together for a just, harmonious and progressive society. Council recognises the richness of Aboriginal cultures and values in promoting social diversity within the community.

Table of contents

Executive Summary............................................................... 5

Appendices........................................................................... 36

Fit For The Future.................................................................. 7

Appendix 1: Budgeted Income Statement.......................................... 37

Special Rate Variation........................................................... 8

Appendix 3: Budgeted Cashflow Statement....................................... 40

Financial Strategies............................................................. 10

Appendix 2: Budgeted Balance Sheet................................................ 38 Appendix 4: Financial Sustainability Indicators.................................... 42 Appendix 5: Budgeted External Restrictions....................................... 44

Financial Strategy 1............................................................................ 10

Appendix 6: Budgeted Internal Restrictions........................................ 45

Financial Strategy 2............................................................................ 11

Appendix 7: External Loan Projects and Debt Servicing...................... 48

Financial Strategy 3............................................................................ 11

Appendix 8

Financial Strategy 4............................................................................ 11

a) Capital Works Program One-Off Capital Projects 2019/20-2028/29.................................... 62

Financial Strategy 5............................................................................ 12 Financial Strategy 6............................................................................ 12

Planning for the Community............................................... 13

b) Capital Works Program Recurrent Capital Projects 2019/20-2028/29.................................. 75 Appendix 9: Airport Ten Year Financial Plan........................................ 80

Financial Forecast Assumptions......................................... 23

Appendix 10: Livestock Marketing Centre Ten Year Financial Plan....... 82

Sensitivity Analysis.............................................................. 28

Appendix 12: Solid Waste Services Ten Year Financial Plan................. 85

Financial Scenarios.............................................................. 30 Base Case Scenario........................................................................... 30 Infrastructure Renewal and Maintenance Shortfalls............................. 32

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 11: Sewerage Services Ten Year Financial Plan................... 83 Appendix 13: Stormwater Levy Ten Year Financial Plan....................... 87 Appendix 14: Budgeted Income Statement by function...................... 88

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LONG TERM FINANCIAL PLAN 2020-2029

Executive summary The Long Term Financial Plan (LTFP) is an essential element of the resourcing strategy which details how the strategic aspirations of Wagga Wagga City Council (Council) as outlined in the Community Strategic Plan 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 resourcing 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 to deliver 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. Wagga Wagga City Council’s Long Term Financial Plan is a 10 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 Long Term Financial Plan is formulated, 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 Council’s ability to fund its services and capital works whilst remaining financially sustainable. Council has reviewed the previous Long Term Financial Plan and adjustments have been made as part of this process. The draft budget for 2019/20 is balanced with the remaining financial years projecting deficits in the earlier years and surplus positions in the latter years of the 10 year rolling plan. These projected positions highlight the significant issues that Council has been facing due to the unfavourable adjustments to revenue sources (Financial Assistance Grants and Rate Pegging restrictions) in previous financial years.

LONG TERM FINANCIAL PLAN 2020-2029

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The Long Term Financial Plan is also reviewed during the year and changes adopted via the Monthly Financial Performance Report that is presented to Council. This report assesses Council’s performance against budget each month. If there are any changes to the budget as a result of this process they are reported to Council and adjusted in the Long Term Financial Plan.

Long Term Financial Plan Objectives The objectives of Wagga Wagga City Council’s Long Term Financial Plan are: • to provide a forecast financial position over 10 years to ensure that Council remains financially sustainable • to support the implementation of Wagga View: Community Strategic Plan 2040 • to identify and highlight future challenges, issues and financial trends to ensure that they are proactively addressed • to ensure compliance with legislative requirements of integrated planning and reporting contained in the Local Government Act 1993 and the guidelines produced by the NSW Office of Local Government • continuing the trend towards meeting all seven of the ‘Fit for the Future’ ratios

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LONG TERM FINANCIAL PLAN 2020-2029

Fit for the Future 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 in September 2014. As part of this package all councils were requested by 30 June 2015 to assess their current financial 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 to ensure 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

In October 2015, IPART deemed the Wagga Wagga City Council ‘Fit for the Future’ as a stand-alone organisation based on the actions and strategies identified in Council’s improvement proposal. The improvement proposal outlines how Wagga Wagga City 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 Fit for the Future improvement proposal can be accessed on Council’s website. The key improvement strategies that were implemented from 2016/17 to improve Council’s financial position and sustainability include targeted efficiencies of $800K annually and increased revenue targets of $300K. Wagga Wagga City Council will direct these funds towards the renewal of infrastructure and maintenance of assets which will assist in reducing the infrastructure funding shortfall. 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 unrestricted cash and investments result whilst achieving a balanced or preferably a surplus budget each financial year.

LONG TERM FINANCIAL PLAN 2020-2029

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Special Rate Variation Levee Upgrade Project â&#x20AC;&#x201C; Existing Special Rate Variation - 2016/17 to 2020/21

Wagga Wagga City Council has been planning an upgrade to the levee system since 2007 for the Main City and North Wagga Levees. Following extensive community consultation, Council resolved to upgrade the Main City Levee to a 1 in 100 year level of protection. The full budget impact of upgrading the North Wagga Levee is still to be determined as part of the recently completed Floodplain Risk Management Study. The upgrade of the Main City Levee will ensure the protection of both residences and businesses in Central Wagga in the event of a 1 in 100 year flood. 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 parts of the floodplain upstream and outside of the Main City Levee will increase slightly.

Location

Level of Protection

Main City Levee System

1 in 100 year

$14,840,757

North Wagga Levee System

1 in 20 year

$8,419,811

Total Estimated Cost

Estimated cost

$23,260,568 Table 1: Levee system estimated cost

Rates Category

SRV â&#x20AC;&#x201C; Levee Upgrade component

Farmland

1.9%

All other rates categories

4.1% Table 2: SRV farmland rate comparison

The upgrade of the Main City Levee Bank project commenced in October 2017. The budgeted 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, shown in Table 1. The funding ratio for the project is 2:1, with two-thirds ($15.5M) funded by Federal and State Grants and one third ($7.8M) funded by Council via a temporary Special Rate Variation (SRV) over a five year period. This SRV commenced on 1 July 2016. Due to the extensive drought farmers have experienced over the past decade, Council resolved to charge the Farmland rate category to a lower percentage than all other rate categories, shown in Table 2. As the SRV is a temporary variation, at the end of the five year period, rates payable in 2021/22 will revert back to the equivalent level to that if an SRV had not occurred.

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LONG TERM FINANCIAL PLAN 2020-2029

Infrastructure Maintenance and Renewal Shortfall – Potential Special Rate Variation – 2021/22 ongoing

As part of the Long Term Financial Plan Review process, and ongoing discussions with Council’s Asset Management division, it has been identified that Wagga Wagga City Council requires funds of $83,141,467 over 10 years of the Long Term Financial Plan to address its Infrastructure Maintenance and Renewal Shortfall. The Infrastructure shortfall of $83M is allocated across the Long Term Financial Plan as shown in Table 3. In order to eliminate this shortfall, the option of a Special Rate Variation (SRV) to commence in 2021/22 following on from the conclusion of the 2016/17-2020/21 SRV for the Levee Upgrade Project may be investigated which will include further community engagement and development of the Asset Management Plans. By partly funding the infrastructure shortfall from 2021/22 to 2028/29 of $69M this would also assist in meeting further Fit for the Future benchmarks in future years of the Long Term Financial Plan. This potential Special Rate Variation would result in an average increase to rates of approximately 19% for 2021/22 (following on from the Levee Bank project SRV). This would then be maintained along with the budgeted rate peg amount of 2.5% for the remaining years of the Long Term Financial Plan. This 19% average increase would result in a potential increase in 2021/22 to annual land rates for landowners in the categories shown in Table 4. This scenario would equate to additional rates income of $66M as shown in Table 5. A scenario has also been included in the LTFP Financial Scenarios section.

Lake Albert Water Level Issues – Potential Special Rate Variation – 2021/22 ongoing

There has also been recent discussions in regards to a potential Special

LONG TERM FINANCIAL PLAN 2020-2029

2019/20

2020/21

2021/22

2022/23

2023/24

$6,957,919

$7,228,468

$7,509,794

$7,802,324

$8,106,506

2024/25

2025/26

2026/27

2027/28

2028/29

$8,422,806

$8,751,705

$9,093,706

$9,449,333

$9,818,906

Table 3: Infrastructure maintenance and renewal shortfall

Category

Sub Category

Residential

City & Suburbs

Average $ Increase

$186

Villages

$71

Other Business

$268

City & Suburbs

$1,158

Villages & rural

$111

Farmland

$463 Table 4: Potential SRV average rates increase

2019/20

2020/21

2021/22

2022/23

2023/24

$7,509,697

$7,697439

$7,889,875

2024/25

2025/26

2026/27

2027/28

2028/29

$8,087,122

$8,289,300

$8,496,533

$8,708,946

$8,926,670

Table 5: Potential SRV additional rates income

Rate Variation (SRV) to address the water level issues at Lake Albert. Based on the competing priorities for Lake Albert and the Infrastructure maintenance and renewal funding shortfall, it will need to be determined through extensive community consultation and engagement, the preferred direction of Council and the desire for any future Special Rate Variations.

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Financial strategies Wagga Wagga City 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.

2019/20

2020/21

2021/22

2022/23

2023/24

($423,833)

($966,591)

($758,443)

$319,651

2024/25

2025/26

2026/27

2027/28

2028/29

($35,936)

$1,549,634

$1,824,707

$3,226,926

$3,952,254

Table 6: Councilâ&#x20AC;&#x2122;s 10 year budgeted bottom lines - surplus/(deficits)

The six key principles employed in Councilâ&#x20AC;&#x2122;s financial planning process are:

Financial Strategy 1 Financial sustainability

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. This includes being able to manage likely developments and unexpected financial shocks in the future. Over the past few years, Council has faced significant challenges in maintaining a stable position in previous Long Term Financial Plans. During the development of the 2014/24 Long Term Financial Plan, the Wagga Wagga City Council implemented critical decision making processes adjusting its operations to ensure a more financially sustainable path. The announcement in May 2014 of the freeze on the indexation of the Financial Assistance Grant, along with continual lower than anticipated allowable rate peg increases has added additional pressure for Council to remain financially sustainable into the future. Council has again conducted a comprehensive annual review of all budgets for the 2020/29 Long Term Financial Plan, which demonstrates its commitment to remaining financially sustainable.

Balanced Budgets

With each annual budget process Council aims at a minimum, to achieve a balanced budget which allows the organisation to maintain a positive unrestricted cash and investments balance. This position gives flexibility to

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maintain liquidity and fund any unforeseen expenditures or discretionary funding deficits. The Base Case budget detailed in this Long Term Financial Plan indicates Council will maintain a balanced budget for 2019/20 only. Arriving at this balanced position was a complex and challenging task with each area of the organisation having to contribute various budget reductions and operational efficiencies to achieve this goal. These ongoing adjustments will continue to 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. The draft budget for 2019/20 is balanced with the remaining financial years projecting deficits in the earlier years and surplus positions in the latter years of the 10 year rolling plan as shown in the table below. These figures will again be reviewed as part of the 2021/30 Long Term Financial Plan to ensure that a balance budget for at least the 2020/21 financial year is achieved.

Maintain Unrestricted Cash and Investments

Unrestricted cash and investments represent a measure of liquidity/net financial position. Councilâ&#x20AC;&#x2122;s unrestricted cash and investments allows for day to day liquidity and ensures the organisation is able to manage any budget shocks during the year which may include unforseen expenditure overruns and income shortfalls. Wagga Wagga City Council, as a prudent financial manager, has set a

LONG TERM FINANCIAL PLAN 2020-2029

minimum level of $3.5M which should be maintained. This ensures it 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.

announced by NSW Planning & Environment. This initiative provides a 50% interest subsidy on borrowings for projects that meet the criteria under the program.

Financial Strategy 2

Financial Strategy 4

Prudent financial investment

Maintain tight control over expenditure and staff numbers, while still maintaining best value services, facilities and infrastructure

Wagga Wagga City Council will continue to carefully manage its cash reserves and investments, to ensure that appropriate financial reserves are available to meet Council’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 available to directly support the 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

The Long Term Capital Works Program identifies the various funding sources proposed for each capital project. Council will utilise grant funding where available, internal reserves where applicable, and borrowings where it is deemed necessary. Wagga Wagga City Council as a result of being ‘deemed fit’ will have access, if approved, to lower cost borrowings offered through NSW T-Corp to fund capital works which will reduce future debt-servicing costs. Council has also recently been advised that it was successful in it’s application for the Low Cost Loans Initiative (LCLI) program that was

LONG TERM FINANCIAL PLAN 2020-2029

Wagga Wagga City Council is committed to the ongoing review of its service delivery as part of the continuous improvement process. Specifically, Council is seeking to identify if the services it delivers are relevant and necessary to the community as well as appropriate in the current environment. The continual improvement process includes determining if the services meet the needs and expectations of the community as set out in the Community Strategic Plan. The continuous improvement process aims to achieve the following objectives: • Assist in informing Councillors, the community and Council’s staff on what, how and why it 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 whether any efficiencies can 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 potential projects list or unfunded activities, or by making budget cuts that may not align with the Community Strategic Plan. • Continue moving the organisational culture to one of a “can do attitude and approach”. By creating an expectation of better service delivery, Council is empowering its staff with the tools and processes to make

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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 the services that Wagga Wagga City Council provides 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. A number of other initiatives have been implemented to assist in identifying budget efficiencies, which include: • Controlled expenses • Review of fees and charges that are deemed cost recovery to ensure a closer alignment with actual costs • Energy savings and carbon reduction initiatives • E-Business and online service initiatives • Improved information management systems and technology • Review of capital project delivery, procedures and outcomes • Utilisation of allowable reserves for internal loans in preference to external borrowings where possible • Utilisation of lower cost borrowings where possible including the Low Cost Loans Initiative (LCLI) • Refinancing high interest loan borrowings where possible

Financial Strategy 5 Maintain/move towards above benchmark results against key performance indicators

annually and increased revenue targets of $300K which was introduced 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.

Financial Strategy 6 Narrow the Infrastructure Funding Gap

Wagga Wagga City Council’s Asset Management Plans identify a shortfall in current expenditure on the maintenance and renewal of infrastructure assets. This represents a risk to the organisation 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 • 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. This also includes the use of subsidised loan borrowings under the recently announced Low Cost Loans Initiative (LCLI) where relevant projects receive a 50% interest subsidy on borrowings utilised • Reassessing asset conditions and what constitutes a “satisfactory” condition

As indicated in 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 2020/29 budget process have included targeted efficiencies and savings of $800K

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LONG TERM FINANCIAL PLAN 2020-2029

Population and Demographics Wagga Wagga City is currently playing host to two distinct housing market roles; drawing young adults attracted to education, transport, employment opportunities, as well as providing homes to both young and mature family households. The bulk of population growth has been in the new developments of Boorooma, Gobbagombalin and Lloyd. Recent migration into the area largely arrived from the surrounding local government areas, metropolitan Sydney, or overseas. Conversely, the flows away from the city were largest towards South East Queensland and greater Melbourne. The importance of Wagga Wagga City as a destination for both families and young adults is expected to continue over the forecast period. New residential development opportunities in northern suburbs will cater for an increase in families to the area while continued ‘infill’ development in Wagga Wagga (Central) will drive household growth for young adults. Figure 1 shows how young families will continue to see Wagga Wagga as a favourable destination. Young children (0-19) and young parents (35-45) make up the majority of the population in 2026, with a more even distribution occurring as the forecast extends out to 2036.

Number of persons

Planning for the Community +1200 +1000 +800 +600 +400 +200 0

0-4

5-9

10-14

15-19

20-24

25-29

30-34

35-39

40-44

45-49

50-54

55-59

60-64

65-69

70-74

75-79

80-84

85-89

Age group (years) Figure 1: Forecast in age structure (Wagga Wagga) - 5 year age groups. Source: id, Australian Bureau of Statistics.

Wagga’s population growth is highly dependent on immigration with the 2016 census indicating 31.7% of arrivals between 2011-2016 were born overseas. This means that federal and state immigration policies will be a key factor in Wagga meeting the anticipated growth rate of 1.64% per annum until 2021. Figure 2 illustrates from where migrants are coming (primarily overseas) and where Wagga residents are moving (primarily Melbourne and SE Queensland).

Figure 2: Historical migration flows, Wagga Wagga city 2011-2016. Source: id, Australian Bureau of Statistics.

LONG TERM FINANCIAL PLAN 2020-2029

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Economic conditions and growth

Agriculture, Forestry and Fishing

Wagga Wagga has been identified as an area of significant growth by the state government as part of their 20 year Economic Vision for Regional NSW. By identifying Bomen as an Industrial Special Activation Precinct, continuing to invest in the Health Precinct, and listing Wagga Wagga as an Agritech Innovation Precinct, the state is demonstrating their commitment to their vision.

As shown in Figure 3, health care remains the largest employer in the region, equating for 17.3% of the workforce. This is anticipated to increase even further with upgrades to the public and private hospitals, as well as the increase in specialist services. The Retail Trade sector is the second biggest employer in the region. Wagga Wagga is considered the retail hub of the Riverina and attracts customers from surrounding towns. The population of this catchment area is approximately 170,000 and projected to grow by over 14% by 2036. The local economy (as measured by the Gross Regional Product statistic) grew to $3.84 billion in the most recent data released by the ABS for June 2018. The local labour force is also expanding, with an additional 1,156 jobs in Wagga Wagga with the total workforce at 35,817 in the fourth quarter of 2018.

New South Wales

Mining Manufacturing Electricity, Gas, Water and Waste Services Construction Wholesale Trade Retail Trade

Industry by sector

In addition to these growth sectors, there are strong established industries which have created a diverse economic environment. This diversity has historically been highly valuable in that it reduces the risk of boom-bust cycles, which many smaller, single-industry dependent cities experience. However, the lack of a large, defining industry that draws investment means Wagga Wagga must rely on more active engagement to attract business relocation and jobs to the region.

Wagga Wagga city

Accommodation and Food Services Transport, Postal and Warehousing Information Media and Telecommunications Financial and Insurance Services Rental, Hiring and Real Estate Services Professional, Scientific and Technical Services Administrative and Support Services Public Administration and Safety Education and Training Health Care and Social Assistance Arts and Recreation Services Other Services 0

Estimated percentage (%) of the employed Figure 3: Employment (total) by industry 2017/18 Source: .id, Australian Bureau of Statistics

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LONG TERM FINANCIAL PLAN 2020-2029

Major Projects Included in Council’s 2020/29 Long Term Financial Plan Capital Works Program are significant projects outlined in Table 7. The potential uncertainties around some of Council’s planned major projects have the ability to have a significant impact on the Long Term Financial Plan, both in regards to timing and costing and the utilisation of funding sources.

Levee Bank Upgrades - Upgrades of Main City Levee and North Wagga Levees

Wagga Wagga City Council recently completed Stage 1 of the Main City Levee Upgrade and have now commenced Stage 2 of the project which will upgrade the Main City Levee to a 1 in 100 year level of protection.

Project

Estimated year(s) of construction

Levee Bank System Upgrades

2017/18 – 2021/22

$23.3M

Eunony Bridge Road Upgrade

2019/20

$10.6M

Active Travel Plan

2019/20 + 2020/21

$13.2M

2019/20 + 2020/21

$6.7M

2019/20 + 2020/21

$9.2M

2018/19 + 2019/20

$6.3M

Riverside – Wagga Beach Landscape Upgrade Stage 2 Pomingalarna Multisport Cycling Complex Farrer Road Improvements

Table 7: Major capital works projects

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.

Project

The original 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.

North Wagga Levee System

The total capital cost indexed over the five year period is demonstrated in Table 8. With the commitment of Federal and State funding for the project, Council is funding its one-third share of the cost from a Special Rate Variation (SRV) which commenced in 2016/17 and is maintained for five years. The modelling assumes a construction period of five years but this is conditional of the timing and conditions of funding from NSW Office of Environment and Heritage.

Eunony Bridge Road upgrade

This project is for the upgrade 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 to facilitate

LONG TERM FINANCIAL PLAN 2020-2029

Estimated cost

Main City Levee System

Total

Indexed estimated cost

Grant funding (proposed)

Council’s one-third share

$14.9M

$9.7M

$5.2M

$8.4M

$5.8M

$2.6M

$23.3M

$15.5M

$7.8M

Table 8: Levee bank project

increased productivity into the Bomen Business Park by allowing operators to use larger vehicles. The budget for this project is estimated at $10.6M with construction to commence in 2019/20. Wagga Wagga City Council has been successful in securing grant funding for the project of $9.8M, with Council contributing $0.8M towards the project.

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Active Travel Plan

Roads and Maritime Services announced the availability of $11.7M in grant funding for the development of the Wagga Wagga Cycling Towns Project. There has also been additional Section 7.11 funding allocated towards the project as part of the recently adopted Wagga Wagga Local Infrastructure Contributions Plan 2019-2034. These funds are to be utilised for the delivery of a cycleway network spanning five corridors connecting the suburbs of Wagga Wagga to the CBD. This equates to approximately 47km of cycleways including end of trip facilities at the Visitors Information Centre, Oasis and Hospital. The project also involves a new bridge across the Murrumbidgee on the North Link. The $13.2M total project budget includes development and detailed design which was completed in 2017/18 and 2018/19 with construction to occur in 2019/20 and 2020/21.

Riverside – Wagga Beach Landscape Upgrade Stage 2

The State Government has committed $5M in grant funding for the Riverside Stage 2 – Wagga Beach Landscape Upgrade Project. There has also been additional Section 7.11 funding allocated of $1.7M as part of the recently adopted Wagga Wagga Local Infrastructure Contributions Plan 2019-2034. This brings the total project budget to $6.7M. The aim of the project is to activate, attract and cater for large scale community events and outdoor activities whilst also providing a high quality recreation precinct that will cater for community and visitors alike. The scope of the Riverside Precinct Stage 2 project includes the following elements: • • • • •

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event spaces and support infrastructure infrastructure for pop-up shops a regional playground with water play components additional amenities additional paths

• additional BBQ shelters and picnic furniture • carpark upgrades • lighting

Pomingalarna Multisport Cycling Complex

The State Government has committed $6.9M in grant funding of the $9.2M required for the construction of the Pomingalarna Multisport Cycling Complex in 2019/20 and 2020/21. The remaining $2.3M is to be funded from Section 7.11 Contributions as part of the recently adopted Wagga Wagga Local Infrastructure Contributions Plan 2019-2034. These funds will be utilised to deliver the following elements: • • • • • • • • • • • •

International BMX track 1.8km Criterium track Cycling education area Jump and Pump track Mountain Bike (MTB) Playground Velodrome with lights Sealed car park and an informal grass car park Amenities building with toilets and change rooms Canteen, office space, storage area and meeting room BBQs and shelters Fenced children’s playground Spectator facilities

Farrer Road Improvements

Due to increasing traffic volumes generated by the growth of Charles Sturt University, and the growth of the suburbs of Estella, Boorooma and Gobbagombalin, an increase in the capacity of roads and intersections providing access to and from these areas is required. The Farrer Road improvements project involves the widening and reconstruction of the road to a 9m wide carriageway with a total project budget of $6.3M, budgeted for completion in 2019/20. This project has been included in the recently adopted Low Cost Loans

LONG TERM FINANCIAL PLAN 2020-2029

Initiative (LCLI) program to be funded from external borrowings with a 50% interest subsidy to be received. The difference is to be funded from the Fit for the Future Reserve, Section 7.11 Contributions and the Infrastructure Reserve.

Family Day Care The Australian Government (Department of Education and Training) ceased its annual Community Support Program from 2017/18. This program provided $200,000 a year in grant funding for the Wagga Wagga Regional Family Day Care service.

2019/20

2020/21

2021/22

2022/23

2023/24

$40,013

$100,931

$104,715

2024/25

2025/26

2026/27

2027/28

2028/29

$109,188

$114,376

$120,229

$126,854

$134,284

Table 9: Wagga Wagga Regional Family Day Care 10-year deficits.

To ensure the sustainability and viability of this service into the future, structural changes have been implemented to reduce ongoing operational costs whilst still ensuring it continues to meet the needs of the community and facilitates a high level of care and education. Under this new funding model, the Family Day Care service will continue to be sustainable until 2020/21. Ongoing reviews will occur over the next 3 years to determine whether further efficiencies can be made, increased revenue raised or new funding obtained for this service to continue into the future. These reviews may also involve potential subsidisation of the service by Council into the future. If this was to occur the current Family Day Care Reserve deficits included in the current Long Term Financial Plan from 2021/22 would impact negatively on Councilâ&#x20AC;&#x2122;s bottom line, as demonstrated in Table 9.

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Contributions, Grants and Donations provided by the Wagga Wagga City Council to the community Wagga Wagga City Council contributes to the community utilising a variety of methods which includes contributions, donations, fee waivers and grant program funding, totalling over $2.1M annually. The community organisations who are currently receiving financial assistance have been recently provided advice that from 2020/21, this assistance may not be available and the new process will include a funding application similar to Councilâ&#x20AC;&#x2122;s existing grant approval process. The proposed 2019/20 contributions, grants, donations and fee waivers are shown in the table below:

Contribution/Grant/Donation

Amount

Community - Fees & Charges Waiver ADFAS Riverina Ashmont Public School Learn to swim for disadvantaged youth

790

Breast Cancer Group Inc. (Wagga Wagga) - Mothers Day Walk

Cancer Council â&#x20AC;&#x201C; Biggest Morning Tea

Cancer Council hire of Paramore Park

616

Cantilena Singers

525

Collingullie Soldiers Memorial Hall

380

Combined riders of Wagga Bolton Park Stadium Toy Run

124

Country Hope - Walk for Hope

CSU Photography Grad Show

649

Estella Progress Group Friends of the Botanic Gardens

WA G G A WA G G A C I T Y C O U N C I L

89 1,082

Henwood Park Football Club

380

Kurrajong Waratah hire of Links Art Gallery

302

Kurrajong Waratah hire of Music Bowl and Civic Theatre - Christmas Spectacular

1,928

2,200

Ladysmith Memorial Hall Committee

380

Legacy

142

LONG TERM FINANCIAL PLAN 2020-2029

Contribution/Grant/Donation Legacy Civic Theatre Hire

Amount 2,625

Leukaemia Foundation

100

Mangoplah Cookardinia Eastlakes United Football and Netball Club

595

Medical Flights - Landing Fees

500

Melanoma Institute - March Walk

Mini all-ympics disability Sports Event

417

Motor Neurone Disease Research Wagga Wagga

108

Murrumbidgee Rotary Club Teddy Bears Picnic

124

North Wagga Residents Association Oura Septic Upgrade Financial Assistance Program (ceases 30 June 2020)

286 42,090

Over 60â&#x20AC;&#x2122;s Touch Football Group

595

Regional Heritage Transport Association

380

Riverina Conservatorium of Music events

1,575

Riverina Down Syndrome hire of Music Bowl

184

Rotary Club of Wagga Wagga Shine Awards

259

Rotary Club Street Banners

124

Salvation Army Red Shield Appeal

119

San Isidore Septic Upgrade Financial Assistance Program (ceases 30 June 2020) Specialist Medical Resource Foundation

84,870 671

Suicide Prevention Network meeting room hire

1,244

Task Force 72 - Scale Model Ship Association

779

Tolland Public School swimming lessons for the disadvantage youth

1019

Uranquinty Neighbourhood Centre Management Committee

218

Wagga and Riverina Orienteers - annual school championships

163

Wagga Autism Support Group annual walk

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Contribution/Grant/Donation

Amount

Wagga Wagga & District Family History Society

380

Wagga Wagga Rescue Squad

116

Wagga Womenâ&#x20AC;&#x2122;s Bowling Club

Waste Subsidy for Charitable Organisations & Community Groups

3,609

Total Community - Fees & Charges Waiver

153,203

Rates and Annual Charges Collingullie Soldiers Memorial Hall

168

Henwood Park Football Club

168

Kerbside Waste Services Concessions

4,400

Ladysmith Memorial Hall Committee

168

North Wagga Residents Association

262

Regional Heritage Transport Association

519

Wagga Womenâ&#x20AC;&#x2122;s Bowling Club

4,053

Wagga Wagga Show Society

11,219

Wagga Wagga & District Family History Society

513

Uranquinty Neighbourhood Centre Management Committee

345

Total Rates and Annual Charges

21,815

Cultural Contributions Eastern Riverina Arts Program Contribution

22,025

Eisteddfod Donation

3,090

Riverina Conservatorium of Music events

6,727

School of Arts Contribution

2,500

Summer School for Strings

2,500 Total Cultural Contributions

WA G G A WA G G A C I T Y C O U N C I L

36,842

LONG TERM FINANCIAL PLAN 2020-2029

Contribution/Grant/Donation

Amount

Scholarships Riverina Conservatorium Scholarship

2,000

Southern Sports Academy

4,000

Total Scholarships

6,000

Annual Grants Program - Various Arts & Culture

25,000

Community Health and Wellbeing - Community Programs & Projects

30,000

Community Health and Wellbeing - Recreational Facilities

30,000

Connected Rural and Urban Communities - Neighbourhood & Rural Villages

22,000

Connected Rural and Urban Communities - Rural Halls

25,000

Events

20,000

Local Heritage

16,000

Natural Environment

7,000

Small Business

12,500

Youth Led Initiatives

15,000

Total Annual Grants Program - Various

202,500

Road Closures - Various ANZAC Day Parade

12,000

Lake Run & Ride

5,500

Liberty from Violence Parade

2,500

Remembrance Day

2,000

Riverina Truck Show

2,500

Town & Gown

2,500

Wagga Gold Cup

2,000

Total Road Closures - Various

LONG TERM FINANCIAL PLAN 2020-2029

29,000

WA G G A WA G G A C I T Y C O U N C I L

Contribution/Grant/Donation

Amount

Other Community Leases Rental Subsidy

1,533,928

Committee 4 Wagga - Contribution

7,500

Mayoral Discretionary Fund

1,000

Miss Wagga - Sponsorship

2000

New Major Events Sponsorship

100,000

Parkes Shire Council Event

500

Rotary Circus Quirkus - Contribution

2,200

Rural Villages Leaps and Bounds Early Childhood program

20,450

Rural Counselling Service

10,000

Total Other

Total Section 356 Contributions and Donations

WA G G A WA G G A C I T Y C O U N C I L

1,677,578

2,126,938

LONG TERM FINANCIAL PLAN 2020-2029

Financial forecast assumptions Operating Revenue Figure 4 represents Wagga Wagga City Council’s budgeted operating revenue by category for the 2019/20 financial year.

Rates & Annual Charges (including Special Rate Variation) Rates The Independent Pricing and Regulatory Tribunal (IPART) determines the rate peg based on the 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 2019/20 of 2.7% as announced by IPART in September 2018 as well as a 1% growth in rateable residential properties. This was an increase on the 2018/19 rate peg which was set at 2.3%. The budgeted increase in rates for 2020/21 onwards is 2.5% with an additional 1% growth factor in rateable residential properties for the Long Term Financial Plan. The risk that Council may incur in relation to the amount of rates revenue forecast in the Long Term Financial Plan is that the rate peg announced annually by IPART may be below the budgeted annual percentages that have been forecasted.

Annual Charges – Domestic & Commercial Waste Annual charges for waste are modelled at recovering a reasonable estimated cost of providing the service which includes a component for future site rehabilitation. The rate used in the base case scenario which is included in the 2020/29 Long Term Financial Plan is: • 2019/20 – 4.5% increase • 2020/21 to 2028/29 – 3% annual increase

LONG TERM FINANCIAL PLAN 2020-2029

Rates & Annual Charges - $68.1M (57%)

Interest & Investment Revenue - $3.8M (3%)

User Charges & Fees - $28.4M (24%)

Other Revenues - $3.1M (3%)

Grants & Contributions provided for Operating Purposes - $14.3M (12%)

Special Rate Variation - $1.6M (1%)

Rates & Annual Charges - $68.1M (57%)

Interest & Investment Revenue - $3.8M (3%)

User Charges & Fees - $28.4M (24%)

Other Revenues - $3.1M (3%)

Grants & Contributions provided for Operating Purposes - $14.3M (12%)

Special Rate Variation - $1.6M (1%)

Figure 4: Total Operating Revenue by category - $119.3M Rates & Annual Charges - $68.1M (57%)

Sewer Charges

User Charges & Fees - $28.4M (24%)

Interest & Investment Revenue - $3.8M (3%) Other Revenues - $3.1M (3%)

Special Rate Variation - $1.6M (1%) Grants & Contributions provided for Sewer also modelled at achieving full cost recovery Operatingcharges Purposes -are $14.3M (12%)

including a component for future site rehabilitation and depreciation consistent with Council’s Return on Investment Policy for council businesses. The rate used in the base case scenario which is included in the 2020/29 Long Term Financial Plan is: • 2019/20 - 5% increase plus a 1% residential growth factor. • 2020/21 to 2028/29 - 3% increase plus a 1% residential growth factor.

Stormwater Management Service Charge The maximum amount for annual stormwater services is prescribed by legislation. These charges are as follows: • Residential - $25.00 per property • Residential Strata - $12.50 per occupancy

WA G G A WA G G A C I T Y C O U N C I L

• Business - $25.00 per 350 m2 • Business Strata - $5.00 per strata title This is the basis for which the base case and all scenarios of the Long Term Financial Plan are forecasted.

User Fees & Charges

The base case scenario of the Long Term Financial Plan includes a projected average 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. There has been a freeze imposed on the Airport for the Passenger Charges and the General Aviation Landing Charges for the 2019/20 financial year only, which has been reflected in the budget. There has also been a temporary freeze imposed on all the fees at the Oasis with a reduction in one specific family pass. 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 annual increased revenue targets of $300K.

Interest & Investment Revenue

Given the relatively low cash rate it is difficult for Council to ascertain with any 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 Long Term Financial Plan given the current balance of the portfolio, and the reserves that are identified to be expended.

Grants & Contributions 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 impact on the delivery of services and projects identified in the Long Term Financial Plan.

Developer Contributions Developer contributions income has been projected in line with the recently adopted Wagga Wagga Local Infrastructure Contributions Plan 2019-2034. The projects identified in this new plan have also been reflected in the 10 year capital works program. These plans are subject to review annually with each year of the plan updated accordingly.

Other Revenues

Other revenue includes fines, income from sale of goods, 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 Long Term Financial Plan, where applicable other revenue has been projected at a 3% increase on the 2018/19 financial year budget and corresponds to historical trends.

Wagga Wagga City Councils investment revenue is linked to the expected balance of the portfolio over the life of the Long Term Financial Plan. For the base case scenario, the projected interest rates are a 2.92% - 3.80% return on investment over the life of the plan.

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Where is Council’s budget spent?

Below is a breakdown of Council’s spending for every $100 in the proposed 2018/2019 Draft Budget.

Find outis more about the budget, services and projects for next year at waggaview.com.au Where Council’s budget spent?

Major Works & Construction

$37.48

Some of the major projects scheduled for the 2018/19 financial year include: • Levee Bank System upgrades • Eunony Bridge Road upgrade • Active Travel Plan • Riverside • Pomingalarna Cycling Complex • Farrer Road improvements

Environment

$0.77

• Insect/vermin control • Noxious plants • Environmental protection

Sewer Services

$12.70

• Sewer management • Pump station management • Treatment plant management

LONG TERM FINANCIAL PLAN 2020-2029

Governance & Administration

$2.25

• Governance • Corporate support and general administration

Waste Management

Public Order & Safety

$1.55

• Enforcement of Local Government Regulations • Emergency Services funded by Local Government • Fire Protection • Animal Control

$8.51

Library & Community Services

• Domestic waste management • Waste operations

• Public library • Family Day Care • Youth services • Families and children • Aged & disabled • Other community services

Parks, Recreation & Culture

Roads, Footpath & Drainage Maintenance

$19.92

• Museums & art galleries • Public halls & community centres • Sporting grounds & open spaces • Parks & gardens • Sport & recreation • Civic Theatre • Oasis • Other cultural services

$2.93

$0.90

Health

• Administration and Inspection • Food Control

Housing & Community Amenities

$3.54

• Town planning • Public cemeteries • Public conveniences • Building control

$7.33

• Stormwater drainage maintenance • Roads maintenance • Bridges maintenance • Footpath maintenance • Bus shelters • Street lighting

Economic Affairs

$2.14

• Tourism & area promotion • Industrial development promotion

WA G G A WA G G A C I T Y C O U N C I L

Operating Expenditure Figure 5 represents the Wagga Wagga City Council’s budgeted operating expenses by category for the 2019/20 financial year.

Employee Benefits and On Costs

Under the NSW Local Government Award, on average staff receive a 2.5% pay increase each year. Combining the award increase, performance based increase and the associated on costs, the annual increase factored into the budget for employee costs is 4%.

Borrowing Costs (including Low Cost Loans Initiative)

Employee Benefits & On-Costs - $46.0M (35%) Borrowing Costs - $3.6M (3%) Depreciation & Amortisation - $34.8M (27%)

External Loan Borrowings

Materials & Contracts - $32.4M (25%)

Budgeted borrowing costs of $26.9M have been conservatively forecast for project funding as follows: • • • • • • •

4% 4.5% 4.5% 5% 5.5% 6% 7%

- 2019/20 - 2019/20 - 2020/21 to 2021/22 - 2022/23 to 2023/24 - 2024/25 to 2025/26 - 2026/27 to 2027/28 - 2028/29

10 year term 15 year term (PCYC Contrib) 10 year term 10 year term 10 year term 10 year term 10 year term

If borrowing rates increase substantially above the 7% then Wagga Wagga City 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 NSW T-Corp as part of Council being deemed fit under it’s adopted Fit for the Future proposal. All projects assumed loan term is 10 years, other than the PCYC Contribution which is budgeted at 15 years.

WA G G A WA G G A C I T Y C O U N C I L

Other Expenses - $13.0M (10%)

Employee Benefits & On-Costs - $46.0M (35%) operating Figure 5: Total

expenditure by category - $129.8M

Borrowing Costs - $3.6M (3%)

Low Cost Loans Initiative (LCLI)

Depreciation & Amortisation - $34.8M (27%) Materials Contracts -&$32.4M (25%) NSW &Planning Environment Other Expenses - $13.0M (10%)April Initiative (LCLI) in late

announced a $500 million Low Cost Loans 2018. The key aim of the LCLI is to enable new

housing supply. The essential elements of the initiative are: • the NSW Government will refund 50% of the costs of council’s interest payments on loans for eligible infrastructure • the council is responsible for repaying the loan which is funded by TCorp, or another financial institution of the council’s choice • Loans taken out must be for a minimum of $1 million and have a fixed interest rate and must be no longer than 10 years • Councils showing that planned infrastructure will be substantially completed by 30 June 2021 will be preferred for LCLI support Council was recently successful in its Round 1 application to NSW Planning & Environment for eligible infrastructure projects (2018/19–2020/21) of

LONG TERM FINANCIAL PLAN 2020-2029

Low Cost Loans Borrowing costs are based on indicative interest rates for budgeted projects of $22.6M as follows: • 3.22% • 3.15%

- 2019/20 - 2020/21

9 year term 8 year term

Materials & Contracts

The cost of materials and contracts is to be maintained within existing annual budget allocations.

Depreciation

The forecasted depreciation expense is reflective of the new capital additions and purchases over the term of the Long Term Financial Plan. Depreciation levels are subject to an ongoing review within each year of the plan.

Millions

$22.6M predominantly funded from Section 7.11 Contributions, Fit for the Future Reserve and the Sewer Reserve. This has resulted in cashflow adjustments to these funding sources which will now be funded through external borrowings with a 50% interest subsidy to be received, and the remaining borrowing costs to be funded from these reserves.

180 160 140 120 Grants & contributions provided for operating purposes

100

Other Revenues

Interest & Investment Revenue 60

User Charges & Fees

Special Rate Variation (pending successful IPART determination)

Rates & Annual Charges

Expenses from continuing operations 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29

Financial Year

Figure 6: Operating revenue and expenditure.

Other Expenses

Other Operating Expenses

Utilities

The cost of other operating expenses other than Utilities and Insurance costs are to be maintained within existing budgets.

An increase has been projected in the Long Term Financial Plan for electricity of 7% and gas and water costs of 5% per annum. Wagga Wagga City Council is actively pursuing efficient alternative sources of energy and other energy saving projects and initiatives in order to reduce the effect of these costs where possible, with these projected savings included in the Long Term Financial Plan.

Insurance

Figure 6 demonstrates the relationship between operating revenue and operating expenditure. As shown in this graph, Wagga Wagga City Council’s operating expenditure including depreciation is greater than its operating income for the 10 years of the LTFP. This indicates that Council still has a substantial way to go to be able to fund depreciation and maintain financial sustainability.

It has been assumed that all insurances for 2019/20 and ongoing in the Long Term Financial Plan will increment by 5% excluding public liability and professional indemnity insurance which factors in an annual increase of 7%.

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Sensitivity analysis Although the assumptions listed in the previous section are informed estimates based on reliable information at that point in time, Long Term Financial Plans are inherently uncertain. They contain a wide range of assumptions, including assumptions about interest rate movements and the potential effect of inflation on revenue and expenditure which are largely outside of Councilâ&#x20AC;&#x2122;s control. The following section illustrates the financial effect on the result if certain assumptions were to change.

Rates Rates comprise 57% of Councilâ&#x20AC;&#x2122;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. If rates are held 0.5% p.a. below the predicted rate pegging percentage, the effect on the Long Term Financial Plan base case budget deficits before Capital Grants and Contributions is shown in Figure 7.

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

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

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

4 2

(2)

(4)

(6)

(8)

10)

(10)

(12) Employee ForecastCosts Rates@@4% 0.5% pa under Employee Rate Costs Peg @ 4.5%

Employee ExistingCosts Budget @ 4.5%

8 20

20 2028 26/29 /2 7

Figure 8: Employee costs analysis

4 2

/2 8 20

/2 7 26 20

/2 6 25

24 20

/2 5

/2 4 23 20

/2 3 22 20

/2 2 21 20

6 4 2

(2)

(4)

(6)

(8)

(10)

(12)

/2 1

19 20

Millions

/2 0

/2 9 28 20

/2 8 27 20

/2 7

Surplus/(Deficit) before Capital Grants and Contributions

/2 6 25 20

/2 5 24 20

/2 4 23 20

/2 3 22 20

/2 2 21 20

/2 1 20 20

/2 0 19

20 2027/ 25 28 /2 6

Forcast Rates and Employee Costs varying by 0.5%

Surplus/(Deficit) before Capital Grants and Contributions

20 20 26/ 24 27 /2 5

(12) Employee Costs @ 4%

Figure 7: Rates analysis

Millions

20 2025 23/2 /26 4

(12)

20 2024 22/25 /2 3

Forecast Rates @ Rate Peg

20 2 20 3/2 21 4 /2 2

12)

20 20 22 20 /23 /2 1

22002 191/ /222 0

1 /2 20

/2 19 20 6

9 /2 28 20

8 /2 27 20

2 2002 286/2 /2 7 9

22002 275/ /226 8

20 202 246/ 2/ 5 27

20 2023 25/24 /2 6

2 2002 242/2 /2 3 5

220 022 13/ 2/22 4

20 202 202/2 /21 3

20 2019/ 21 20 /2 2

1 /2 4

Millions

Surplus/(Deficit) before Surplus/(Deficit) Capital Grants and before Contributions Capital Grants and Contributions

Millions

Millions 202 0

Surplus/(Deficit) before Surplus/(Deficit) Capital Grants and before Contributions Capital Grants and Contributions

(12) Employee Costs @ 4%

Employee Costs @ 4.5%

Existing Budget

Forcast Rates and Employee Costs varying by 0.5%

Figure 9: Combined impact of rates and employee costs analysis

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Financial scenarios Scenarios â&#x20AC;&#x201C; Financial Modelling 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. This model which is inclusive of the previously detailed assumptions will be recommended to Council for adoption. BUDGET 2019/20

BUDGET 2020/21

BUDGET 2021/22

BUDGET 2022/23

BUDGET 2023/24

BUDGET 2024/25

BUDGET 2025/26

BUDGET 2026/27

BUDGET 2027/28

BUDGET 2028/29

(70,322,764)

(72,594,419)

(74,941,847)

(77,367,648)

(79,874,517)

(82,465,240)

(85,142,702)

(87,909,890)

(90,769,896)

Revenue From Continuing Operations Rates & Annual Charges

(68,124,368)

Special Rate Variation

(1,612,524)

(1,662,562)

User Charges & Fees

(28,440,057)

(28,839,616)

(29,725,078)

(30,632,580)

(31,568,359)

(32,535,457)

(33,548,412)

(34,619,225)

(35,686,090)

(36,766,314)

Interest & Investment Revenue

(3,774,001)

(4,289,307)

(4,722,758)

(5,309,356)

(5,869,775)

(6,379,375)

(7,298,047)

(8,175,163)

(9,146,847)

(10,465,485)

Other Revenues

(3,053,633)

(3,112,808)

(3,157,618)

(3,237,250)

(3,319,442)

(3,404,302)

(3,489,504)

(3,585,602)

(3,678,930)

(3,722,014)

(14,280,296)

(14,612,012)

(14,606,868)

(14,871,773)

(15,195,545)

(15,584,387)

(15,888,332)

(16,256,907)

(16,667,610)

(17,031,251)

(56,263,733)

(59,048,448)

(45,534,635)

(22,939,270)

(21,037,411)

(14,965,184)

(10,734,021)

(17,130,477)

(11,071,328)

(11,286,783)

(175,548,613)

(181,887,516)

(170,341,376)

(151,932,075)

(154,358,180)

(152,743,222)

(153,423,556)

(164,910,076)

(164,160,696)

(170,041,743)

46,012,119

48,665,952

50,236,708

51,973,990

54,049,376

56,207,760

58,451,684

60,781,845

63,208,042

65,731,243

3,587,823

4,113,959

4,107,332

3,799,490

3,441,317

3,420,207

3,190,391

3,088,141

2,765,830

2,488,467

Materials & Contracts

32,361,760

31,914,036

31,863,619

31,892,252

32,135,382

32,559,889

31,824,800

31,966,901

32,039,363

32,401,571

Depreciation & Amortisation

34,843,073

35,366,566

36,660,277

36,836,750

36,932,067

37,120,367

37,148,213

37,187,244

37,202,903

37,213,755

Other Expenses

13,010,745

11,136,251

11,356,261

11,915,114

12,512,176

13,447,234

13,770,413

14,436,106

15,147,329

15,911,364

Expenses From Continuing Operations

129,815,520

131,196,764

134,224,197

136,417,595

139,070,318

142,755,458

144,385,501

147,460,237

150,363,468

153,746,400

Net Operating (Profit)/Loss

(45,733,093)

(50,690,752)

(36,117,179)

(15,514,479)

(15,287,862)

(9,987,764)

(9,038,055)

(17,449,840)

(13,797,228)

(16,295,343)

10,530,640

8,357,696

9,417,456

7,424,790

5,749,549

4,977,420

1,695,966

(319,363)

(2,725,900)

(5,008,560)

Grants & Contributions provided for Operating Purposes Grants & Contributions provided for Capital Purposes Revenue From Continuing Operations

Expenses From Continuing Operations Employee Benefits & On-Costs Borrowing Costs

Net Operating Result before Grants and Contributions provided for Capital Purposes

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

BUDGET 2019/20

BUDGET 2020/21

BUDGET 2021/22

BUDGET 2022/23

BUDGET 2023/24

BUDGET 2024/25

BUDGET 2025/26

BUDGET 2026/27

BUDGET 2027/28

BUDGET 2028/29

Capital Expenditure - Renewals

36,829,667

28,547,535

24,543,530

17,132,458

19,628,571

20,033,460

19,680,724

20,153,376

21,519,660

20,055,774

Capital Expenditure - New Assets

36,606,922

23,600,056

5,162,777

3,138,866

4,968,062

2,902,721

3,786,716

91,217

92,725

94,234

Capital Expenditure - Potential Projects

41,659,206

59,072,396

37,726,236

17,247,646

22,428,618

9,084,796

5,753,301

9,350,274

3,141,129

5,264,450

3,380,744

5,500,636

6,514,977

6,979,271

6,884,944

7,193,321

7,269,786

8,069,177

6,870,185

7,119,876

(21,222,532)

(7,662,588)

(750,000)

(6,693,610)

(2,401,850)

(4,857,027)

(772,225)

(670,075)

(2,134,706)

(1,502,910)

(1,257,750)

(1,225,350)

(604,250)

(1,043,500)

(1,558,175)

(1,101,500)

(914,050)

(1,285,375)

(910,000)

Capital and Reserve Movements

Loan Repayments New Loan Borrowings Proceeds from Sale of Assets Net Movements to/(from) Reserves

(15,174,931)

(21,319,133)

1,771,878

9,215,681

5,727,192

11,889,795

14,104,633

16,834,608

18,104,956

20,067,217

Total Capital and Reserve Movements

80,576,166

86,481,151

73,744,048

53,109,672

51,900,278

47,144,068

44,636,633

52,812,376

47,773,205

49,556,844

Net Result after Depreciation

34,843,073

35,790,399

37,626,868

37,595,193

36,612,416

37,156,304

35,598,578

35,362,537

33,975,977

33,261,501

Add back Depreciation Expense (noncash)

34,843,073

35,366,566

36,660,277

36,836,750

36,932,067

37,120,367

37,148,213

37,187,244

37,202,903

37,213,755

423,833

966,592

758,443

(319,651)

35,936

(1,549,634)

(1,824,707)

(3,226,926)

(3,952,254)

Cash Budget (Surplus)/Deficit

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Financial Scenarios – Infrastructure Renewal and Maintenance Shortfalls In order to eliminate the Wagga Wagga City Council’s infrastructure renewal and maintenance shortfall, funds of $83,141,467 are required over the 10 years of the Long Term Financial Plan. The Infrastructure renewal and maintenance shortfall of $83M is allocated across the 10 years of the Long Term Financial Plan as follows: 2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

$6,957,919

$7,228,468

$7,509,794

$7,802,324

$8,106,506

$8,422,806

$8,751,705

$9,093,706

$9,449,333

$9,818,906

In order to fund the shortfall of $83M, two funding scenarios have been developed: • Scenario 1 – Funding from External Loan Borrowings • Scenario 2 – Funding from Special Rate Variation

Scenario 1 – Fund 10 year Infrastructure Shortfall from External Loan Borrowings

Wagga Wagga City Council’s current external loan borrowings assumptions (separate to LCLI borrowing assumptions) used in the Long Term Financial Plan are as follows: • • • • • •

4.0% - 2019/20 4.5% - 2020/21 to 2021/22 5.0% - 2022/23 to 2023/24 5.5% - 2024/25 to 2025/26 6.0% - 2026/27 to 2027/28 7.0% - 2028/29

10 year term 10 year term 10 year term 10 year term 10 year term 10 year term

If Wagga Wagga City Council was to fund the Infrastructure shortfall of $83M from external borrowings, this would result in an increase to the bottom line for debt servicing repayments of $45M as follows: This additional funding from loan borrowings would result in the following changes to some of Councils financial performance ratios:

WA G G A WA G G A C I T Y C O U N C I L

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

$857,848

$1,771,374

$2,720,453

$3,730,889

$4,780,719

$5,898,154

$7,059,223

$8,294,766

$9,578,628

LONG TERM FINANCIAL PLAN 2020-2029

Base Case Scenario ACTUALS 2017/18 -8.11%

Operating Performance Ratio

BUDGET 2019/20

BUDGET 2020/21

BUDGET 2021/22

BUDGET 2022/23

BUDGET 2023/24

BUDGET 2024/25

BUDGET 2025/26

BUDGET 2026/27

BUDGET 2027/28

BUDGET 2028/29

-8.83%

-6.80%

-7.55%

-5.76%

-4.31%

-3.61%

-1.19%

0.22%

1.78%

3.15%

4.79

Debt Service Cover Ratio

4.00

3.24

2.95

3.08

3.35

3.69

3.64

4.43

4.65

7.07

Interest Cover Ratio

7.78

7.57

7.63

8.74

10.06

10.40

12.11

13.15

15.44

17.97

42.15%

Infrastructure Renewals Ratio

151.10%

111.11%

113.52%

96.85%

103.32%

52.18%

54.10%

56.19%

55.29%

68.12%

BUDGET 2019/20

BUDGET 2020/21

BUDGET 2021/22

BUDGET 2022/23

BUDGET 2023/24

BUDGET 2024/25

BUDGET 2025/26

BUDGET 2026/27

BUDGET 2027/28

BUDGET 2028/29

-10.87%

-9.08%

-10.10%

-8.53%

-7.30%

-6.79%

-4.55%

-3.30%

-1.89%

-0.63%

Scenario 1 – Borrowings: ACTUALS 2017/18 -8.11%

Operating Performance Ratio

4.79

Debt Service Cover Ratio

3.65

2.73

2.32

2.26

2.12

2.18

2.06

2.20

2.15

7.07

Interest Cover Ratio

7.10

6.51

6.13

6.54

6.89

6.68

7.17

7.27

7.68

8.06

42.15%

Infrastructure Renewals Ratio

166.88%

127.33%

130.24%

114.14%

121.26%

70.72%

73.36%

76.19%

76.09%

89.75%

• The Office of Local Government benchmark for the Operating Performance Ratio is >=0%. As a result of the increased interest and operating maintenance expenditure included for the 10 years of the LTFP for this scenario, this ratio is more negatively impacted for the life of the LTFP. • The Office of Local Government benchmark for the Debt Service Cover Ratio is >=2. Due to the increased external borrowings utilised in this scenario, the ratio is negatively impacted but is still marginally above the required benchmark for each year of the LTFP. • The NSW TCorp benchmark for the Interest Cover Ratio is >=3. Based on the increased interest expenses on borrowings included in this scenario, this ratio shows a significant negative impact each financial year for the Long Term Financial Plan but it is still above the required benchmark for the 10 years of the LTFP. • The Office of Local Government benchmark for the Infrastructure Renewals Ratio is >=100%. Based on the additional renewal expenditure included in this scenario, this ratio shows a significant increase each financial year for the Long Term Financial Plan of between 15% - 21% annually. This increase means that Council is steadily moving towards meeting this benchmark for future LTFP’s.

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Scenario 2 – Fund 10 year Infrastructure Shortfall from Special Rate Variation

The total infrastructure shortfall over the 10 years of the LTFP is $83M. The existing SRV for the levee bank project finishes in 2020/21. As part of this scenario it is proposed to introduce a subsequent SRV from 2021/22 which equates to $69M over 8 years. This would result in an average increase to rates of approximately 19% for 2021/22 (following on from the Levee Bank project SRV) and then maintained along with the budgeted rate peg amount of 2.5% for the remaining years of the Long Term Financial Plan. This scenario would equate to additional rates income of $66M as follows: 2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

$7,509,697

$7,697,439

$7,889,875

$8,087,122

$8,289,300

$8,496,533

$8,708,946

$8,926,670

The additional funding from the SRV would result in the following changes to the Councils operating and infrastructure performance ratios:

Base Case Scenario: ACTUALS 2017/18

BUDGET 2019/20

BUDGET 2020/21

BUDGET 2021/22

BUDGET 2022/23

BUDGET 2023/24

BUDGET 2024/25

BUDGET 2025/26

BUDGET 2026/27

BUDGET 2027/28

BUDGET 2028/29

-8.11%

Operating Performance Ratio

-8.83%

-6.80%

-7.55%

-5.76%

-4.31%

-3.61%

-1.19%

0.22%

1.78%

3.15%

65.01%

Own Source Operating Revenue Ratio

59.82%

59.50%

64.69%

75.11%

76.53%

80.00%

82.65%

79.75%

83.10%

83.35%

42.15%

Infrastructure Renewals Ratio

151.10%

111.11%

113.52%

96.85%

103.32%

52.18%

54.10%

56.19%

55.29%

68.12%

BUDGET 2019/20

BUDGET 2020/21

BUDGET 2021/22

BUDGET 2022/23

BUDGET 2023/24

BUDGET 2024/25

BUDGET 2025/26

BUDGET 2026/27

BUDGET 2027/28

BUDGET 2028/29

-10.87%

-8.86%

-3.42%

-1.78%

-0.47%

0.13%

2.36%

3.63%

5.06%

6.30%

59.82%

59.50%

66.18%

76.31%

77.67%

81.01%

83.54%

80.75%

83.95%

84.18%

166.88%

127.33%

130.24%

114.14%

121.26%

70.72%

73.36%

76.19%

76.09%

89.75%

Scenario 2 – SRV: ACTUALS 2017/18

-8.11%

Operating Performance Ratio

65.01%

Own Source Operating Revenue Ratio

42.15%

Infrastructure Renewals Ratio

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

• The Office of Local Government benchmark for the Operating Performance Ratio is >=0%. As a result of the increased operating maintenance expenditure and proposed SRV income from 2021/22 this ratio is positively impacted due to the significance of the additional income generated from the SRV. This scenario moves Council towards meeting the Office of Local Government benchmark by 2024/25. • The Office of Local Government benchmark for the Own Source Operating Revenue Ratio is >=60%. Based on the additional revenue included in this scenario, this ratio shows a marginal increase for the Long Term Financial Plan from 2021/22 of between 0.5% - 1.5% each year. • The Office of Local Government benchmark for the Infrastructure Renewals Ratio is >=100%. Based on the additional renewals expenditure included in this scenario, this ratio shows a significant increase each financial year for the Long Term Financial Plan of between 15% - 21% annually. This increase means that Council is steadily moving towards meeting the benchmark for future LTFP’s.

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

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 Wagga Wagga City Council over the next 10 years. It is important that these documents are considered as a total package and not in isolation to gain a clear picture of Council’s budgeted financial position over the next 10 years. Appendix 1 Budgeted Income Statement

Appendix 9 Airport - Ten Year Financial Plan

Appendix 2 Budgeted Balance Sheet

Appendix 10 Livestock Marketing Centre - Ten Year Financial Plan

Appendix 3 Budgeted Cash Flow Statement

Appendix 11 Sewerage Services - Ten Year Financial Plan

Appendix 4 Financial Sustainability Indicators

Appendix 12 Solid Waste Services - Ten Year Financial Plan

Appendix 5 Budgeted External Restrictions

Appendix 13 Stormwater Levy - Ten Year Financial Plan

Appendix 6 Budgeted Internal Restrictions

Appendix 14 Budgeted Income Statement by Function

Appendix 7 External Loan Projects and Debt Servicing Appendix 8 a) Capital Works Program – One off projects 2019/20 - 2028/29 b) Capital Works Program – Recurrent projects 2019/20 - 2028/29

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 1 - Budgeted Income Statement BUDGET 2019/20

BUDGET 2020/21

BUDGET 2021/22

BUDGET 2022/23

BUDGET 2023/24

BUDGET 2024/25

BUDGET 2025/26

BUDGET 2026/27

BUDGET 2027/28

BUDGET 2028/29

(70,322,764)

(72,594,419)

(74,941,847)

(77,367,648)

(79,874,517)

(82,465,240)

(85,142,702)

(87,909,890)

(90,769,896)

Revenue From Continuing Operations Rates & Annual Charges

(68,124,368)

Special Rate Variation

(1,612,524)

(1,662,562)

User Charges & Fees

(28,440,057)

(28,839,616)

(29,725,078)

(30,632,580)

(31,568,359)

(32,535,457)

(33,548,412)

(34,619,225)

(35,686,090)

(36,766,314)

Interest & Investment Revenue

(3,774,001)

(4,289,307)

(4,722,758)

(5,309,356)

(5,869,775)

(6,379,375)

(7,298,047)

(8,175,163)

(9,146,847)

(10,465,485)

Other Revenues

(3,053,633)

(3,112,808)

(3,157,618)

(3,237,250)

(3,319,442)

(3,404,302)

(3,489,504)

(3,585,602)

(3,678,930)

(3,722,014)

(14,280,296)

(14,612,012)

(14,606,868)

(14,871,773)

(15,195,545)

(15,584,387)

(15,888,332)

(16,256,907)

(16,667,610)

(17,031,251)

(56,263,733)

(59,048,448)

(45,534,635)

(22,939,270)

(21,037,411)

(14,965,184)

(10,734,021)

(17,130,477)

(11,071,328)

(11,286,783)

(175,548,613)

(181,887,516)

(170,341,376)

(151,932,075)

(154,358,180)

(152,743,222)

(153,423,556)

(164,910,076)

(164,160,696)

(170,041,743)

46,012,119

48,665,952

50,236,708

51,973,990

54,049,376

56,207,760

58,451,684

60,781,845

63,208,042

65,731,243

3,587,823

4,113,959

4,107,332

3,799,490

3,441,317

3,420,207

3,190,391

3,088,141

2,765,830

2,488,467

Materials & Contracts

32,361,760

31,914,036

31,863,619

31,892,252

32,135,382

32,559,889

31,824,800

31,966,901

32,039,363

32,401,571

Depreciation & Amortisation

34,843,073

35,366,566

36,660,277

36,836,750

36,932,067

37,120,367

37,148,213

37,187,244

37,202,903

37,213,755

Other Expenses

13,010,745

11,136,251

11,356,261

11,915,114

12,512,176

13,447,234

13,770,413

14,436,106

15,147,329

15,911,364

129,815,520

131,196,764

134,224,197

136,417,595

139,070,318

142,755,458

144,385,501

147,460,237

150,363,468

153,746,400

(45,733,093)

(50,690,752)

(36,117,179)

(15,514,479)

(15,287,862)

(9,987,764)

(9,038,055)

(17,449,840)

(13,797,228)

(16,295,343)

10,530,640

8,357,696

9,417,456

7,424,790

5,749,549

4,977,420

1,695,966

(319,363)

(2,725,900)

(5,008,560)

Grants & Contributions provided for Operating Purposes Grants & Contributions provided for Capital Purposes Revenue From Continuing Operations

Expenses From Continuing Operations Employee Benefits & On-Costs Borrowing Costs

Expenses From Continuing Operations Net Operating Result (Surplus)/Deficit Net Operating Result before Grants and Contributions provided for Capital Purposes

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 2 - Budgeted Balance Sheet Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

13,025,476

11,659,821

11,912,009

12,833,577

14,075,657

15,504,822

17,400,988

19,161,671

21,039,175

23,259,367

Assets

Current Assets Cash & Cash Equivalents Investments

45,359,838

40,604,091

41,482,308

44,691,572

49,016,984

53,993,898

60,597,095

66,728,488

73,266,693

80,998,277

Receivables

15,518,506

16,160,149

15,061,651

13,188,959

13,259,766

12,936,518

12,750,029

13,605,227

13,280,067

13,506,196

Inventories

2,435,337

2,401,644

2,397,850

2,400,005

2,418,301

2,450,247

2,394,929

2,405,622

2,411,075

2,438,333

528,909

501,839

503,816

510,664

520,458

536,307

531,505

540,921

550,057

563,185

76,868,065

71,327,545

71,357,634

73,624,776

79,291,167

85,421,791

93,674,545

102,441,929

110,547,067

120,765,358

71,869,445

64,334,301

65,725,774

70,810,624

77,663,933

85,549,500

96,011,797

105,726,554

116,085,877

128,336,023

1,526,666,367

1,601,262,038

1,630,808,954

1,630,886,924

1,639,936,608

1,633,279,043

1,624,250,070

1,615,743,643

1,602,008,879

1,589,299,581

2,049,913

2,825,000

Other Total Current Assets

Non-Current Assets Investments Infrastructure, Property, Plant & Equipment Investments Accounted for using the equity method Investment Property

Total Non-Current Assets

1,603,410,724

1,670,471,252

1,701,409,641

1,706,572,461

1,722,475,454

1,723,703,455

1,725,136,780

1,726,345,110

1,722,969,668

1,722,510,517

Total Assets

1,680,278,790

1,741,798,796

1,772,767,275

1,780,197,237

1,801,766,621

1,809,125,247

1,818,811,325

1,828,787,039

1,833,516,736

1,843,275,876

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 2 - Budgeted Balance Sheet (cont) Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

21,923,187

21,348,431

17,668,288

15,264,688

16,284,029

15,272,265

15,080,130

15,298,833

15,079,417

15,379,172

Liabilities

Current Liabilities Payables Borrowings

5,500,636

6,514,977

6,979,271

6,884,944

7,193,321

7,269,786

8,069,177

6,870,185

7,119,876

3,176,089

Provisions

12,462,407

Total Current Liabilities

39,886,230

40,325,815

37,109,966

34,612,039

35,939,756

35,004,458

35,611,713

34,631,425

34,661,699

31,017,668

Borrowings

69,330,848

70,478,460

64,249,189

57,364,245

56,864,534

51,996,598

48,784,448

42,686,487

36,236,687

35,195,304

Provisions

1,749,359

71,080,208

72,227,820

65,998,549

59,113,605

58,613,894

53,745,957

50,533,807

44,435,847

37,986,047

36,944,663

Non-Current Liabilities

Total Non-Current Liabilities Total Liabilities Net Assets

110,966,437

112,553,634

103,108,515

93,725,644

94,553,650

88,750,415

86,145,520

79,067,272

72,647,746

67,962,331

1,569,312,352

1,629,245,162

1,669,658,760

1,686,471,593

1,707,212,971

1,720,374,831

1,732,665,805

1,749,719,767

1,760,868,990

1,775,313,544

983,592,711

1,043,525,520

1,083,939,119

1,100,751,952

1,121,493,329

1,134,655,190

1,146,946,163

1,164,000,126

1,175,149,348

1,189,593,902

Equity Accumulated Surplus Revaluation Reserves Total Equity

LONG TERM FINANCIAL PLAN 2020-2029

585,719,642

1,569,312,353

1,629,245,161

1,669,658,761

1,686,471,593

1,707,212,971

1,720,374,832

1,732,665,805

1,749,719,767

1,760,868,989

1,775,313,544

WA G G A WA G G A C I T Y C O U N C I L

Appendix 3 - Budgeted Cash Flow Statement Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

Cash Flows from Operating Activities

Receipts: Rates & Annual Charges

69,523,324

71,862,819

72,561,232

74,813,946

77,235,478

79,737,929

82,324,083

84,996,819

87,759,119

90,614,068

User Charges & Fees

28,217,358

28,900,040

29,710,704

30,618,575

31,553,837

32,520,060

33,529,988

34,596,082

35,668,213

36,750,961

3,889,027

4,126,516

4,842,740

5,271,252

5,770,417

6,250,406

7,151,558

7,985,732

8,969,129

10,245,465

68,725,666

73,400,600

61,268,767

39,673,046

36,364,543

31,023,474

26,949,820

32,823,289

28,209,928

28,269,746

2,390,062

2,995,593

3,248,590

3,376,805

3,223,819

3,350,738

3,412,696

3,382,052

3,612,957

3,599,496

Employee Benefits & On-Costs

(46,012,119)

(48,665,952)

(50,236,708)

(51,973,990)

(54,049,376)

(56,207,760)

(58,451,684)

(60,781,845)

(63,208,042)

(65,731,243)

Materials & Contracts

(32,304,648)

(32,088,714)

(31,851,543)

(31,849,760)

(32,082,723)

(32,473,335)

(31,824,776)

(31,908,705)

(31,979,860)

(32,327,867)

(3,587,823)

(4,113,959)

(4,107,332)

(3,799,490)

(3,441,317)

(3,420,207)

(3,190,391)

(3,088,141)

(2,765,830)

(2,488,467)

(11,704,324)

(9,790,638)

(9,970,279)

(10,487,553)

(11,041,788)

(11,932,735)

(12,255,588)

(12,920,945)

(13,631,822)

(14,395,501)

79,136,523

86,626,306

75,466,171

55,642,831

53,532,890

48,848,571

47,645,705

55,084,339

52,633,791

54,536,657

31,413,895

35,824,037

20,000,000

25,000,000

20,000,000

25,000,000

20,000,000

25,000,000

20,000,000

25,000,000

1,502,910

1,257,750

1,225,350

604,250

1,043,500

1,558,175

1,101,500

914,050

1,285,375

910,000

(10,000,000)

(15,000,000)

(25,582,930)

(36,945,894)

(23,838,181)

(36,927,768)

(38,798,091)

(41,571,106)

(40,654,694)

(48,389,423)

(116,955,456)

(110,890,086)

(63,705,444)

(34,972,788)

(47,834,406)

(30,743,843)

(28,982,390)

(29,626,711)

(24,341,428)

(25,470,716)

(1,306,421)

(1,345,613)

(1,385,982)

(1,427,561)

(1,470,388)

(1,514,500)

(1,514,825)

(1,515,161)

(1,515,507)

(1,515,863)

(95,345,072)

(90,153,913)

(69,449,007)

(47,741,992)

(52,099,475)

(42,627,936)

(48,193,806)

(46,798,929)

(45,226,254)

(49,466,001)

Investment Revenue and Interest Grants & Contributions Other

Payments:

Borrowing Costs Other Net Cash provided/(used in) Operating Activities

Cash Flows from Investing Activities

Receipts: Sale of Investments Sale of Infrastructure, Property, Plant & Equipment

Payments: Purchase of Investments Purchase of Infrastructure, Property, Plant & Equipment Contributions Paid to Joint Ventures & Associates Net Cash provided/(used in) Investing Activities

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 3 - Budgeted Cash Flow Statement (cont) Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

21,222,532

7,662,588

750,000

6,693,610

2,401,850

4,857,027

772,225

670,075

2,134,706

Repayment of Borrowings & Advances

(3,380,744)

(5,500,636)

(6,514,977)

(6,979,271)

(6,884,944)

(7,193,321)

(2,412,760)

(7,296,952)

(6,200,110)

(4,985,170)

Net Cash provided/(used in) in Financing Activities

17,841,788

2,161,953

(5,764,977)

(6,979,271)

(191,335)

(4,791,471)

2,444,267

(6,524,727)

(5,530,034)

(2,850,464)

1,633,239

(1,365,655)

252,188

921,568

1,242,080

1,429,165

1,896,166

1,760,683

1,877,503

2,220,192

11,392,237

13,025,476

11,659,821

11,912,009

12,833,577

14,075,657

15,504,822

17,400,988

19,161,671

21,039,175

13,025,476

11,659,821

11,912,009

12,833,577

14,075,657

15,504,822

17,400,988

19,161,671

21,039,175

23,259,367

Cash Flows from Financing Activities

Receipts: Proceeds from Borrowings & Advances

Payments:

Totals Net Increase/(Decrease) in Cash & Cash Equivalents plus: Cash & Cash Equivalents - beginning of year Cash & Cash Equivalents - end of the year

13,025,476

11,659,821

11,912,009

12,833,577

14,075,657

15,504,822

17,400,988

19,161,671

21,039,175

23,259,367

Investments - end of the year

Cash & Cash Equivalents - end of the year

117,229,283

104,938,392

107,208,083

115,502,196

126,680,917

139,543,398

156,608,892

172,455,042

189,352,571

209,334,301

Cash, Cash Equivalents & Investments - end of the year

130,254,759

116,598,214

119,120,092

128,335,773

140,756,574

155,048,220

174,009,880

191,616,713

210,391,745

232,593,667

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 4 - Financial Sustainability Indicators Actuals 2017/18 -8.11%

Budget 2019/20 -8.83%

Budget 2020/21 -6.80%

Budget 2021/22 -7.55%

Budget 2022/23 -5.76%

Budget 2023/24 -4.31%

Budget 2024/25 -3.61%

Budget 2025/26 -1.19%

Budget 2026/27 0.22%

Budget 2027/28 1.78%

Budget 2028/29 3.15%

(10,530,640)

(8,357,696)

(9,417,456)

(7,424,790)

(5,749,549)

(4,977,420)

(1,695,966)

319,363

2,725,900

5,008,560

119,284,880

122,839,068

124,806,741

128,992,805

133,320,769

137,778,038

142,689,535

147,779,600

153,089,368

158,754,960

59.82%

59.50%

64.69%

75.11%

76.53%

80.00%

82.65%

79.75%

83.10%

83.35%

Revenue from Continuing Operations excluding all Grants & Contributions

105,004,584

108,227,056

110,199,874

114,121,032

118,125,224

122,193,651

126,801,203

131,522,692

136,421,757

141,723,709

Revenue from Continuing Operations

175,548,613

181,887,516

170,341,376

151,932,075

154,358,180

152,743,222

153,423,556

164,910,076

164,160,696

170,041,743

2.53

2.32

2.60

2.95

3.01

3.36

3.60

4.09

4.41

5.65

Operating Performance Ratio Office of Local Government Benchmark >= 0.00% Revenue from Continuing Operations excluding Capital Grants & Contributions less Operating Expenses Revenue from Continuing Operations excluding Capital Grants & Contributions

65.01%

Own Source Operating Revenue Ratio Office of Local Government Benchmark >= 60.00%

2.99

Unrestricted Current Ratio Office of Local Government Benchmark >= 1.50

4.79

Current Assets less all External Restrictions

61,959,311

57,533,639

57,536,061

59,313,733

63,850,586

68,752,430

75,348,836

82,381,945

88,861,488

97,043,814

Current Liabilities less Specific Purpose Liabilities

24,445,626

24,806,086

22,169,090

20,120,790

21,209,518

20,442,574

20,940,523

20,136,687

20,161,512

17,173,406

4.00

3.24

2.95

3.08

3.35

3.69

3.64

4.43

4.65

27,900,256

31,122,829

31,350,153

33,211,450

34,623,835

35,563,155

38,642,638

40,594,748

42,694,633

44,710,782

6,968,567

9,614,595

10,622,309

10,778,761

10,326,262

10,613,528

10,460,178

11,157,318

9,636,015

9,608,343

7.78

7.57

7.63

8.74

10.06

10.40

12.11

13.15

15.44

17.97

27,900,256

31,122,829

31,350,153

33,211,450

34,623,835

35,563,155

38,642,638

40,594,748

42,694,633

44,710,782

3,587,823

4,113,959

4,107,332

3,799,490

3,441,317

3,420,207

3,190,391

3,088,141

2,765,830

2,488,467

Debt Service Cover Ratio Office of Local Government Benchmark >= 2.00 Operating Result before Capital excluding Interest and Depreciation Principal Repayments plus Borrowing Costs

7.07

Interest Cover Ratio NSW TCorp Benchmark >= 3.00 Operating Result before Interest and Depreciation (EBITA) Borrowing Interest Costs

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 4 - Financial Sustainability Indicators (cont) Actuals 2017/18 4.82%

Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

4.85%

4.84%

4.83%

3,557,993

3,672,709

3,703,785

3,823,551

3,947,316

4,075,217

4,207,397

4,344,002

4,485,184

4,631,102

73,369,582

75,942,320

76,684,084

79,081,351

81,646,527

84,297,650

87,036,734

89,867,715

92,793,766

95,817,212

151.10%

111.11%

113.52%

96.85%

103.32%

52.18%

54.10%

56.19%

55.29%

68.12%

Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage

Wagga Wagga City Council Organisational Target <= 5.00% Office of Local Government Benchmark <= 10.00% (Regional) Rates, Annual & Extra Charges Outstanding Rates, Annual & Extra Charges Collectible

42.15%

Infrastructure Renewals Ratio Office of Local Government Benchmark >= 100.00% Asset Renewals (Building & Infrastructure Assets)

43,354,500

32,242,606

33,258,122

28,513,619

30,502,547

15,502,894

16,086,302

16,726,793

16,467,705

20,294,689

Depreciation of Building and Infrastructure Assets

28,692,201

29,019,120

29,296,385

29,442,408

29,522,496

29,708,545

29,734,141

29,770,922

29,784,332

29,792,933

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 5 - Budgeted External Restrictions Estimated closing balance 2018/19

Closing Balance 2019/20

Closing Balance 2020/21

Closing Balance 2021/22

Closing Balance 2022/23

Closing Balance 2023/24

Closing Balance 2024/25

Closing Balance 2025/26

Closing Balance 2026/27

Closing Balance 2027/28

Closing Balance 2028/29

Sewer Reserve

27,726,736

27,571,100

28,927,119

32,261,366

36,262,841

41,298,632

46,288,117

53,521,360

61,312,220

70,408,300

80,199,116

Solid Waste Reserve

18,967,142

16,802,172

5,029,928

7,760,573

10,888,993

13,870,667

17,307,955

21,577,420

26,042,271

30,680,062

35,501,850

3,102,423

343,615

694,426

1,052,736

1,666,428

2,287,620

2,916,312

3,552,504

4,196,197

4,952,448

5,716,199

Section 7.11 Developer Contributions

20,957,038

17,529,964

11,054,569

6,901,282

4,669,376

1,275,279

1,988,617

732,597

389,137

323,246

400,228

Section 7.12 Developer Contributions

(5,857)

26,643

59,143

91,643

124,143

156,643

189,143

221,643

256,143

290,643

343,143

247,331

233,483

219,444

205,208

190,768

176,117

161,249

146,157

130,833

115,271

5,802,128

3,222,799

2,298,642

3,138,642

4,020,142

4,944,142

5,935,829

6,998,429

8,163,662

9,438,782

9,914,017

76,796,941

65,743,624

48,297,309

51,425,686

57,837,131

64,023,750

74,802,090

86,765,202

100,505,785

116,224,313

132,189,823

Reserve name

Stormwater Levy Reserve

S94 (Old Plan 1993-2004) Developer Contributions S64 Developer Contributions (Stormwater)

Total

* Unexpended Grants are also classified as externally restricted funds - however these are not shown in this table

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 6 - Budgeted Internal Restrictions Reserve name Airport Reserve Art Gallery Reserve Ashmont Community Facility Reserve

Estimated closing balance 2018/19

Closing Balance 2019/20

Closing Balance 2020/21

Closing Balance 2021/22

Closing Balance 2022/23

Closing Balance 2023/24

Closing Balance 2024/25

Closing Balance 2025/26

Closing Balance 2026/27

Closing Balance 2027/28

Closing Balance 2028/29

247,735

770,175

966,238

1,117,967

1,200,642

1,385,443

1,265,586

1,868,097

2,439,269

3,772,024

5,141,989

35,947

42,812

6,312

9,812

13,312

16,812

20,312

23,812

27,312

30,812

34,312

7,500

9,000

10,500

12,000

13,500

15,000

16,500

18,000

19,500

21,000

22,500

Bridge Replacement Reserve

301,972

CBD Carparking Facilities Reserve

762,894

652,592

632,592

612,592

84,476

66,476

48,476

30,476

12,476

CCTV Reserve Cemetery Perpetual Reserve

91,100

224,830

363,033

505,832

663,747

875,105

1,141,725

908,345

1,174,964

1,441,584

1,708,203

372,141

261,976

312,963

402,167

376,153

311,567

206,773

116,656

44,132

15,569

370

Civic Theatre Operating Reserve

30,515

22,188

Civic Theatre Technical Infrastructure Reserve

78,875

68,875

88,875

33,875

38,875

63,875

88,875

113,875

138,875

168,875

155,883

131,883

103,083

76,763

291,691

23,641

Cemetery Reserve

Civil Projects Reserve Community Amenities Reserve Community Works Reserve

121,608

153,825

187,165

227,594

293,674

371,763

417,550

542,199

592,406

Council Election Reserve

288,240

371,403

144,361

227,108

309,637

391,942

164,016

245,852

327,443

408,783

489,862

80,000

191,160

241,160

291,160

341,160

391,160

441,160

491,160

541,160

591,160

641,160

671,000

3,322,780

Environmental Conservation Reserve

111,056

Estella Community Centre Reserve

230,992

210,702

190,132

169,273

148,115

126,648

104,863

82,750

60,298

37,495

4,421

Economic Development Incentives Reserve Emergency Events Reserve Employee Leave Entitlements Gen Fund Reserve

Event Attraction Reserve Family Day Care Reserve

246,555

153,114

57,795

(40,013)

(140,943)

(245,659)

(354,846)

(469,223)

(589,452)

(716,306)

(850,590)

Fit for the Future Reserve

4,547,536

4,280,833

3,798,196

3,308,851

2,812,580

2,309,160

1,798,358

1,279,936

753,645

219,231

(323,569)

Generic Projects Reserve

791,611

771,611

446,510

60,304

7,500

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 6 - Budgeted Internal Restrictions (cont) Reserve name Glenfield Community Centre Reserve Grassroots Cricket Reserve

Closing Balance 2019/20

Closing Balance 2020/21

Closing Balance 2021/22

Closing Balance 2022/23

Closing Balance 2023/24

Closing Balance 2024/25

Closing Balance 2025/26

Closing Balance 2026/27

Closing Balance 2027/28

Closing Balance 2028/29

21,704

23,704

25,704

27,704

29,704

31,704

33,704

35,704

37,704

39,704

41,704

70,992

767,509

Gurwood Street Property Reserve

50,454

Information Services / E-Business Reserve

217,850

440,642

537,488

492,183

818,726

1,135,114

1,483,347

1,284,423

1,291,622

1,548,757

1,767,971

Gravel Pit Restoration Reserve

Infrastructure Replacement Reserve

324,677

354,869

141,323

141,866

112,377

73,573

50,074

36,903

23,533

9,958

(3,828)

Insurance Variations Reserve

100,246

1,830,551

1,569,589

2,256,573

3,441,184

4,615,457

5,191,927

6,033,961

6,508,938

6,689,743

6,843,082

6,994,961

19,858

41,373

62,839

84,255

105,621

67,244

88,504

109,711

130,863

152,344

173,824

2,545

5,969,055

4,996,262

3,745,440

5,326,966

6,955,108

6,519,852

8,295,363

10,119,924

11,993,473

13,916,583

15,894,966

39,378

Internal Loans Reserve Lake Albert Improvements Reserve LEP Preparation Reserve Livestock Marketing Centre Reserve Museum Acquisitions Reserve Oasis Building Renewal Reserve Oasis Plant Reserve Parks & Recreation Projects Reserve

292,230

227,230

143,319

31,864

4,759

9,459

16,179

51,179

86,179

121,179

156,179

1,232,195

374,709

264,830

140,000

60,000

30,000

90,000

150,000

206,460

30,148

2,637,671

1,977,418

1,952,956

1,088,235

2,055,513

1,842,165

1,360,510

1,891,864

2,596,455

1,488,638

2,094,571

40,000

80,000

120,000

160,000

200,000

240,000

280,000

320,000

360,000

400,000

95,290

261,017

377,372

624,782

903,688

1,134,551

1,277,848

1,274,077

1,342,755

1,406,420

1,470,085

Project Carryovers Reserve

688,770

170,444

Public Art Reserve

113,457

83,157

774

Plant Replacement Reserve Planning Legals Reserve Playground Equipment Replacement Reserve

Estimated closing balance 2018/19

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 6 - Budgeted Internal Restrictions (cont) Reserve name Robertson Oval Redevelopment Reserve

Estimated closing balance 2018/19

Closing Balance 2019/20

Closing Balance 2020/21

Closing Balance 2021/22

Closing Balance 2022/23

Closing Balance 2023/24

Closing Balance 2024/25

Closing Balance 2025/26

Closing Balance 2026/27

Closing Balance 2027/28

Closing Balance 2028/29

92,151

Senior Citizens Centre Reserve

17,627

19,627

21,627

23,627

25,627

27,627

29,627

31,627

33,627

35,627

37,627

Sister Cities Reserve

46,328

56,328

66,328

76,328

86,328

96,328

106,328

116,328

126,328

136,328

146,328

1,837,912

1,841,123

1,721,839

68,914

Stormwater Drainage Reserve

SRV Levee Reserve

158,242

258,242

158,242

128,642

Strategic Real Property Reserve

469,350

56,549

Street Lighting Replacement Reserve Subdivision Tree Planting Reserve

542,108

562,108

522,108

542,108

562,108

582,108

602,108

622,108

642,108

662,108

682,108

Sustainable Energy Reserve

489,512

100,179

135,171

162,779

1,792

Traffic Committee Reserve Workers Compensation Reserve

Total

LONG TERM FINANCIAL PLAN 2020-2029

93,251

30,411,165

27,707,905

25,512,170

25,345,028

29,328,263

29,775,094

31,719,371

34,405,519

37,705,556

40,220,323

44,450,369

WA G G A WA G G A C I T Y C O U N C I L

Appendix 7 - External Loan Projects and Debt Servicing Borrow Capital project year General Fund Debt Servicing

2011/12

Wiradjuri Boat Ramp - 6.44% - 15 years

Replace Substation Jubilee Park 2011/12 6.44% - 15 years

Replace Bridge Over Model 2011/12 Railway at Botanic Gardens 6.44% - 15 years

Upgrade Docker Street Pedestrian 2011/12 Rail Crossing - 6.44% - 15 years

Amount Borrowed

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

Interest

16,986

15,203

13,298

11,268

9,163

6,781

4,341

1,718

78,758

Principal

27,087

28,870

30,774

32,805

34,910

37,292

39,732

42,355

273,825

44,073

352,582

421,603

334,000 Interest

13,457

12,044

10,535

8,927

7,259

5,372

3,439

1,361

62,393

Principal

21,459

22,871

24,380

25,988

27,656

29,543

31,476

33,554

216,928

34,915

279,321

51,306 Interest

2,136

1,912

1,673

1,417

1,152

853

546

216

9,905

Principal

3,407

3,631

3,871

4,126

4,391

4,690

4,997

5,327

34,439

5,543

44,344

16,346

14,630

12,798

10,844

8,818

6,525

4,177

1,653

75,792

400,000 Interest Principal

2011/12

Upgrade Tarcutta Main Street 6.44% - 15 Years

WA G G A WA G G A C I T Y C O U N C I L

26,067

27,783

29,615

31,569

33,595

35,888

38,236

40,760

263,513

42,413

339,305

Interest

12,087

10,818

9,463

8,018

6,520

4,825

3,089

1,222

56,042

Principal

19,274

20,543

21,898

23,343

24,841

26,536

28,272

30,139

194,846

31,361

250,887

300,000

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

2011/12

Upgrade Civic Theatre Sound Systems - 6.44% - 15 years

Robertson Oval - 6.44% - 15 2011/12 years

Robertson Oval - 5.42% - 10 2012/13 years

Amount Borrowed

2012/13

Develop Botanic Gardens & Zoo 5.42% - 10 years

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

6,930

6,202

5,425

4,597

3,738

2,766

1,771

701

32,130

11,051

11,778

12,555

13,383

14,242

15,214

16,209

17,280

111,711

17,980

143,842

Interest

134,688

120,550

105,448

89,349

72,657

53,767

34,419

13,619

624,495

Principal

214,780

228,918

244,021

260,119

276,811

295,701

315,049

335,849

2,171,249

4,818

3,661

2,451

1,192

12,122

3,343,032

200,000 20,701

21,859

23,068

30,707

96,334

374,987

381,367

349,468

2,904,201

97,581 Interest

4,029

3,606

3,154

2,673

2,173

1,608

1,030

407

18,681

Principal

6,425

6,848

7,299

7,781

8,280

8,845

9,424

10,046

64,949

4,818

3,661

2,451

1,192

12,122

200,000 Principal

LONG TERM FINANCIAL PLAN 2020-2029

2022/23

Interest

Equestrian Audit 2011/12 Recommendations - 6.44% - 15 years

2021/22

Principal

Principal Develop Botanic Gardens & Zoo 6.44% - 15 years

2020/21

172,000

Interest

2011/12

2019/20

20,701

21,859

23,068

30,707

96,334

35,973

42,352

10,454

192,085

Interest

10,072

9,015

7,886

6,682

5,433

4,021

2,574

1,018

46,701

Principal

16,062

17,119

18,248

19,452

20,701

22,113

23,560

25,116

162,371

250,000

WA G G A WA G G A C I T Y C O U N C I L

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

Equestrian Audit 2013/14 Recommendations - 4.84% 5 years + 3.5% 5 years

Jubilee Park Amenities Building 2012/13 5.42% - 10 years

Higgins Avenue Rehabilitation 2012/13 (LIRS) - 5.42% - 10 years

Amount Borrowed

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

Interest

4,752

3,866

2,948

1,999

1,017

14,582

Principal

25,317

26,203

27,120

28,070

29,052

135,762

56,203

26,134

359,417

250,000

300,000 Interest

7,228

5,491

3,677

1,788

18,183

Principal

31,051

32,788

34,601

46,061

144,501

38,279

47,848

162,684

6,625

5,033

3,371

1,639

16,668

275,000 Interest Principal

2012/13

Reinstate Road Failures (LIRS) 5.42% - 10 years

Building Infrastructure - 6.45% 2012/13 15 years

WA G G A WA G G A C I T Y C O U N C I L

28,463

30,056

31,718

42,222

132,459

35,089

43,861

149,127

589,000 Interest

14,190

10,780

7,220

3,510

35,700

Principal

60,963

64,373

67,934

90,433

283,704

75,154

93,942

319,403

2,500,000 Interest

103,531

92,863

81,757

70,311

57,141

43,863

29,519

14,179

493,164

Principal

156,156

167,661

178,720

190,320

202,792

216,343

230,552

310,818

1,653,362

259,687

260,524

260,477

260,631

259,933

260,206

260,071

324,997

2,146,525

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

Implement Tarcutta Street 2012/13 Gasworks Remediation - 5.42% 10 years (transferred from RIFL)

Implement Tarcutta Street 2013/14 Gasworks Remediation - 4.84% 5 years + 3.5% 5 years

New Amenities Building - Duke 2012/13 Kent Oval - 5.42% - 10 years

New Amenities Building - Duke 2013/14 Kent Oval - 4.84% 5 years + 3.5% 5 years

Soccer Development City Wide 2012/13 Strategy (LIRS) - 5.42% - 10 years

LONG TERM FINANCIAL PLAN 2020-2029

Amount Borrowed

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

Interest

18,310

13,910

9,316

4,528

46,064

Principal

78,662

83,063

87,657

116,687

366,069

760,000

1,864,610 Interest

35,440

28,831

21,991

14,911

7,584

108,758

Principal

188,827

195,436

202,276

209,356

216,683

1,012,577

321,239

345,483

224,267

1,533,468

Interest

530

403

270

131

1,333

Principal

2,277

2,404

2,537

3,378

10,597

Interest

602

490

374

253

129

1,847

Principal

3,208

3,320

3,436

3,556

3,681

17,201

6,617

7,318

3,810

30,978

22,000

31,680

180,000 Interest

4,337

3,294

2,206

1,073

10,910

Principal

18,631

19,673

20,761

27,636

86,701

WA G G A WA G G A C I T Y C O U N C I L

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

2013/14

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

2014/15

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

Multi Purpose Stadium Facilities 2012/13 5.42% - 10 years

Equex Multi Purpose Stadium 2017/18 Facility - 3.55% - 15 years

2018/19

Equex Multi Purpose Stadium Facility - 4% - 15 years

WA G G A WA G G A C I T Y C O U N C I L

Amount Borrowed

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

473,500 Interest

13,576

10,809

8,033

5,117

2,021

39,555

Principal

47,976

50,743

53,519

56,435

59,531

268,204

360,155 Interest

9,279

7,767

6,246

4,577

2,898

1,145

31,911

Principal

35,008

36,520

38,041

39,710

41,389

43,142

233,810

128,806

134,548

105,839

44,287

671,091

Interest

1,470

1,116

748

363

3,697

Principal

6,314

6,667

7,036

9,366

29,382

Interest

2,409

1,830

1,226

596

6,061

Principal

10,350

10,929

11,534

15,354

48,167

61,000

100,000

1,000,000 Interest

32,969

31,051

29,065

27,007

24,875

22,666

20,377

18,007

15,551

13,007

234,574

Principal

53,304

55,222

57,208

59,266

61,399

63,607

65,896

68,266

70,722

73,267

628,158

2,328,021 Interest

93,121

88,470

83,634

78,604

73,372

67,932

62,274

56,389

50,270

43,905

697,970

Principal

116,264

120,914

125,751

130,781

136,012

141,453

147,111

152,995

159,115

165,480

1,395,877

316,201

321,337

295,658

3,043,886

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

Equestrian Audit 2013/14 Recommendations - 4.84% - 5 years + 3.5% - 5 years

RRL Headquarters - $12K per 2013/14 year for 10 years

Amount Borrowed

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

Interest

1,901

1,546

1,179

800

407

5,833

Principal

10,127

10,481

10,848

11,228

11,621

54,305

12,028

60,138

100,000

120,000 Principal

2013/14

City Levee Project - 4.84% - 5 years + 3.5% - 5 years

Implement Animal Shelter 2013/14 Expansion (LIRS) - 5.39% - 10 years

Implement Animal Shelter 2014/15 Expansion (LIRS) - 4.19% - 10 years

LONG TERM FINANCIAL PLAN 2020-2029

12,000

60,000

12,000

60,000

199,750 Interest

3,797

3,089

2,356

1,597

812

11,651

Principal

20,228

20,936

21,669

22,428

23,213

108,475

24,025

120,125

117,870 Interest

3,380

2,691

2,000

1,274

503

9,847

Principal

11,943

12,632

13,323

14,049

14,819

66,765

542,130 Interest

13,968

11,691

9,401

6,890

4,362

1,724

48,035

Principal

52,696

54,973

57,262

59,774

62,302

64,940

351,946

81,986

66,664

476,593

WA G G A WA G G A C I T Y C O U N C I L

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

2013/14

Rehabilitation Lakeside Drive (LIRS) - 5.39% - 10 years

2014/15

Rehabilitation Lakeside Drive (LIRS) - 4.19% - 10 years

2017/18 RIFL Stage 1 - 3.55% - 15 years

Footpath Construction Program 2017/18 3.26% - 10 years

Amount Borrowed

WA G G A WA G G A C I T Y C O U N C I L

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

Interest

15,014

11,953

8,883

5,658

2,235

43,743

Principal

53,055

56,116

59,185

62,410

65,834

296,600

112,370 Interest

2,895

2,423

1,949

1,428

904

357

9,956

Principal

10,923

11,394

11,869

12,390

12,914

13,460

72,950

81,886

13,818

423,249

2,915,980 Interest

96,137

90,545

84,752

78,751

72,534

66,093

59,420

52,507

45,346

37,927

684,012

Principal

155,434

161,025

166,818

172,820

179,037

185,478

192,151

199,063

206,225

213,644

1,831,694

251,571

2,515,706

28,716

25,783

22,754

19,624

16,391

13,052

9,602

6,039

2,357

144,319

1,000,000 Principal

PCYC Contribution - 4.5% - 15 years

2020/21

523,630

Interest

2019/20

88,871

91,804

94,834

97,963

101,196

104,536

107,985

111,549

115,230

913,968

117,587

1,058,287

2,364,247 Interest

106,391

101,272

95,923

90,333

84,492

78,387

72,008

65,342

58,376

752,524

Principal

113,753

118,872

124,221

129,811

135,652

141,757

148,136

154,802

161,768

1,228,772

220,144

1,981,296

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

2020/21

Jubilee Park Synthetic Hockey Fields Replace - 4.5% - 10 years

Dunns Road Upgrade - 4.5% - 10 2020/21 years

Amount Borrowed

Bolton Park Upgrade - 5% - 10 2023/24 years

LONG TERM FINANCIAL PLAN 2020-2029

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

10,125

9,301

8,440

7,540

6,600

5,617

4,591

3,518

55,732

18,310

19,134

19,995

20,895

21,835

22,818

23,845

24,918

171,750

28,435

227,482

112,500

103,345

93,778

83,780

73,333

62,415

51,006

39,084

619,240

2,500,000 -

203,447

212,602

222,169

232,167

242,614

253,532

264,941

276,863

1,908,336

315,947

2,527,576

750,000 Interest

33,750

31,003

28,133

25,134

22,000

18,725

15,302

174,047

Principal

61,034

63,781

66,651

69,650

72,784

76,060

79,482

489,442

94,784

663,489

92,385

85,040

77,327

69,230

60,727

384,708

1,847,693 Principal

Glenfield Road Corridor Works 5% - 10 years

2022/23

Interest

2023/24

2021/22

Principal

Principal Lawn Cemetery Master Plan Works - 4.5% - 10 years

2020/21

225,000

Interest

2021/22

2019/20

146,900

154,245

161,957

170,055

178,558

811,715

239,285

1,196,423

Interest

223,296

205,543

186,902

167,329

146,778

929,848

Principal

355,061

372,814

391,455

411,027

431,579

1,961,935

4,465,917

WA G G A WA G G A C I T Y C O U N C I L

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

Amount Borrowed

2025/26

Glenfield Road Corridor Works 5.5% - 10 years

4,084,802

2027/28

Glenfield Road Corridor Works 6% - 10 years

Establish 3 Local Parks at Lloyd 2024/25 5.5% - 10 years

2026/27

Gregadoo Road Corridor Works 6% - 10 years

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

Interest

224,664

207,215

188,806

620,685

317,257

334,707

353,115

1,005,080

670,075 Interest

40,205

Principal

50,837

578,357

578,357 1,120,278 1,120,278 1,211,320

4,608,590

2,401,850 Principal

Gregadoo Road Corridor Works 5.5% - 10 years

2020/21

Principal

Interest

2025/26

2019/20

132,102

121,842

111,017

99,598

464,558

186,546

196,806

207,631

219,050

810,034

318,648

1,274,592

772,225 Interest

42,472

39,174

35,693

117,340

Principal

59,977

63,276

66,756

190,009

46,334

42,818

89,152

772,225 Interest Principal

TOTAL GENERAL DEBT SERVICING 43,350,251

Interest

58,587

62,102

120,689

102,449

207,370

517,189

740,544

763,418

793,834

720,905

607,652

822,975

842,715

984,284

893,485

825,742

7,995,554

Principal 1,665,058 1,863,164 2,177,085 2,430,663 2,114,656 2,266,108 2,440,113 3,007,840 2,316,222 2,357,419 22,638,329 2,405,601 2,626,582 2,970,918 3,151,568 2,722,309 3,089,083 3,282,828 3,992,124 3,209,707 3,183,162 30,633,883

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow Amount Capital project year Borrowed Low Cost Loans Initiative (LCLI) Debt Servicing

2018/19

Estella Neighbourhood Open Space - 3.28% - 10 years

Farrer Road Improvements 2018/19 3.28% - 10 years

2019/20

Farrer Road Improvements 3.22% - 9 years

SPS23 Ashmont New Pump 2018/19 Station and Rising Main - 3.28% 10 years

SPS23 Ashmont New Pump 2019/20 Station and Rising Main - 3.22% - 9 years

Red Hill Road Upgrade - 3.28% 2018/19 10 years

LONG TERM FINANCIAL PLAN 2020-2029

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

Interest

1,044

954

861

765

666

564

458

349

236

120

6,017

Principal

2,740

2,830

2,922

3,018

3,117

3,220

3,325

3,434

3,547

3,663

31,816

3,783

37,833

31,816

1,700,000 Interest

55,760

50,958

45,999

40,878

35,588

30,125

24,482

18,655

12,636

6,420

321,501

Principal

146,390

151,192

156,151

161,272

166,562

172,025

177,668

183,495

189,514

195,730

1,700,000

4,458,856 Interest

143,575

129,569

115,111

100,188

84,785

68,885

52,474

35,534

18,048

748,169

Principal

434,983

448,990

463,447

478,370

493,774

509,673

526,085

543,025

560,510

4,458,856

202,150

780,708

7,228,526

191,286 Interest

6,274

5,734

5,176

4,600

4,004

3,390

2,755

2,099

1,422

722

36,176

Principal

16,472

17,012

17,570

18,147

18,742

19,357

19,991

20,647

21,324

22,024

191,286

1,906,826 Interest

61,400

55,410

49,227

42,845

36,258

29,459

22,440

15,196

7,718

319,954

Principal

186,020

192,010

198,193

204,575

211,162

217,961

224,980

232,224

239,702

1,906,826

22,746

270,166

2,454,242

4,501

WA G G A WA G G A C I T Y C O U N C I L

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

Red Hill Road Upgrade - 3.22% 2019/20 9 years

Amount Borrowed

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

Interest

148

135

122

108

851

Principal

388

400

413

427

441

455

470

486

502

518

4,501

2,935

2,649

2,354

2,048

1,733

1,408

1,073

727

369

15,297

91,164 Interest Principal

2018/19

Exhibition Centre Kooringal Road Exit - 3.28% - 10 years

Exhibition Centre Kooringal Road 2019/20 Exit - 3.22% - 9 years

8,893

9,180

9,475

9,781

10,096

10,421

10,756

11,102

11,460

91,164

535

12,364

111,813

Interest

1,640

1,499

1,353

1,202

1,047

886

720

549

372

189

9,456

Principal

4,306

4,447

4,593

4,743

4,899

5,060

5,226

5,397

5,574

5,757

50,000

55,550

50,131

44,537

38,763

32,804

26,652

20,302

13,748

6,983

289,471

50,000

1,725,157 Interest Principal

2018/19

2019/20

Forest Hill Sewer Treatment Works - 3.28% - 10 years

Forest Hill Sewer Treatment Works - 3.22% - 9 years

Pine Gully Road Corridor Works 2018/19 3.28% - 10 years

WA G G A WA G G A C I T Y C O U N C I L

168,298

173,717

179,310

185,084

191,044

197,195

203,545

210,099

216,865

1,725,157

5,946

229,793

2,074,084

50,000 Interest

1,640

1,499

1,353

1,202

1,047

886

720

549

372

189

9,456

Principal

4,306

4,447

4,593

4,743

4,899

5,060

5,226

5,397

5,574

5,757

50,000

Interest

36,060

32,542

28,911

25,163

21,294

17,301

13,179

8,925

4,533

187,908

Principal

109,249

112,767

116,398

120,146

124,015

128,008

132,130

136,384

140,776

1,119,871

5,946

151,254

1,367,235

1,119,871

249,169

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

Pine Gully Road Corridor Works 2019/20 3.22% - 9 years

Pine Gully Road Corridor Works 2020/21 3.15% - 8 years

Northern Sporting Precinct 2019/20 3.22% - 9 years

Northern Sporting Precinct 2020/21 3.15% - 8 years

Amount Borrowed

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

Interest

8,173

7,469

6,742

5,991

5,216

4,415

3,588

2,734

1,852

941

47,122

Principal

21,456

22,160

22,887

23,638

24,413

25,214

26,041

26,895

27,777

28,688

249,169

Interest

70,081

63,244

56,187

48,903

41,384

33,624

25,613

17,344

8,810

365,189

Principal

212,320

219,156

226,213

233,497

241,016

248,777

256,787

265,056

273,591

2,176,413

2,149,396 Interest

67,706

60,132

52,320

44,262

35,950

27,376

18,532

9,410

315,690

Principal

240,430

248,003

255,815

263,874

272,186

280,759

289,603

298,726

2,149,396

29,629

312,029

620,165

5,302,979

Interest

161,000

145,294

129,082

112,347

95,075

77,245

58,842

39,846

20,239

838,970

Principal

487,774

503,481

519,693

536,427

553,700

571,529

589,932

608,928

628,536

5,000,000

49,739

44,175

38,436

32,516

26,410

20,111

13,614

6,913

231,913

5,000,000

1,579,000 Interest Principal

2020/21

SPS08 Boorooma Increase Pump Capacity - 3.15% - 8 years

176,626

182,189

187,928

193,848

199,954

206,253

212,750

219,451

1,579,000

648,774

875,139

7,649,883

Interest

2,407

2,138

1,860

1,573

1,278

973

659

335

11,222

Principal

8,547

8,816

9,094

9,380

9,676

9,981

10,295

10,619

76,409

10,954

87,631

76,409

TOTAL LOW COST LOANS INITIATIVE 22,559,864 (LCLI) DEBT SERVICING

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

Amount Borrowed

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

Interest

74,678

598,848

660,295

586,600

510,537

432,030

351,001

267,368

181,049

91,955

3,754,361

Principal

196,057 1,810,025 2,294,032 2,367,727 2,443,790 2,522,297 2,603,326 2,686,959 2,773,279 2,862,372 22,559,864 270,735 2,408,873 2,954,327 2,954,327 2,954,327 2,954,327 2,954,327 2,954,327 2,954,327 2,954,327 26,314,225

Airport Debt Servicing

Airport Pavement Upgrade 2009/10 6.94% - 10 years (refinanced in 2014/15)

Develop Precinct 2A - 6.44% - 15 2011/12 years

3,133,340 Interest

136,257

113,620

90,565

65,868

39,269

11,208

456,787

Principal

301,048

323,685

346,740

371,437

398,036

316,770

2,057,716

437,305

327,979

2,514,503

242,364

216,923

189,747

160,779

130,742

96,751

61,935

24,507

1,123,747

6,015,614 Interest Principal

2019/20

Airport - Various Projects - 4% 10 years

Principal Airport - Various Projects - 4.5% 10 years

Airport Taxiways Enrichment - 5% 2023/24 - 10 years

WA G G A WA G G A C I T Y C O U N C I L

411,927

439,102

468,071

498,108

532,099

566,915

604,343

3,907,052

628,850

5,030,799

95,200

87,271

79,024

70,448

61,529

52,252

42,605

32,572

22,138

543,039

2,380,000 Interest

2020/21

386,486 628,850

198,232

206,162

214,408

222,985

231,904

241,180

250,827

260,860

271,295

2,097,853

293,432

2,640,892

1,132,784 Interest

50,975

46,827

42,492

37,962

33,228

28,281

23,112

17,709

280,586

Principal

92,185

96,333

100,668

105,198

109,932

114,879

120,048

125,451

864,693

143,160

1,145,279

380,000

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 7 - External Loan Projects and Debt Servicing (cont) Borrow year

Capital project

Amount Borrowed

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

TOTALS

Interest

19,000

17,489

15,903

14,238

12,489

79,120

Principal

30,212

31,722

33,308

34,974

36,723

166,939

49,212

246,059

Interest

378,620

425,743

418,559

352,498

282,951

226,450

164,904

111,296

69,921

52,336

2,483,279

Principal

687,535

933,844 1,084,188 1,150,249 1,219,797 1,216,183

949,750 1,003,358

415,883

433,468

9,094,253

1,066,155 1,359,587 1,502,747 1,502,747 1,502,747 1,442,633 1,114,654 1,114,654

485,804

485,804 11,577,532

TOTAL AIRPORT DEBT SERVICING 13,041,738

Stormwater Levy Debt Servicing

2011/12

Remediate Wollundry Lagoon 6.44% - 15 years

1,005,000 Interest

40,491

36,240

31,700

26,861

21,842

16,164

10,347

4,094

187,739

Principal

64,568

68,819

73,359

78,198

83,217

88,895

94,712

100,965

652,733

105,059

840,472

TOTAL STORMWATER LEVY DEBT SERVICING Sewer Fund Debt Servicing

2007/08 Sewer 2010 - 7.1% - 30 years

36,000,000 Interest 2,216,438 2,159,180 2,097,651 2,031,531 1,960,479 1,884,127 1,802,078 1,713,909 1,619,162 1,517,347 19,001,902 Principal

TOTAL SEWER DEBT SERVICING

CONSOLIDATED DEBT SERVICING 115,956,853

767,526

824,784

886,313

952,433 1,023,485 1,099,837 1,181,886 1,270,055 1,364,802 1,466,617 10,837,738

2,983,964 2,983,964 2,983,964 2,983,964 2,983,964 2,983,964 2,983,964 2,983,964 2,983,964 2,983,964 29,839,640

Interest 3,450,770 3,983,430 4,002,039 3,718,394 3,383,461 3,381,745 3,171,045 3,080,952 2,763,617 2,487,381 33,422,836

Principal 3,380,744 5,500,636 6,514,977 6,979,271 6,884,945 7,193,320 7,269,787 8,069,177 6,870,185 7,119,876 65,782,917 6,831,514 9,484,066 10,517,015 10,697,665 10,268,406 10,575,066 10,440,832 11,150,128 9,633,803 9,607,257 99,205,752

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 Ref Project Title

Funding Source

2019/20

2020/21

2021/22

2022/23

2023/24

S7.11*

1,495,725

1,231,950

S7.11*

197,400

2024/25

2025/26

2026/27

2027/28

2028/29

Corporate Services Directorate

2 3 4

6 7

Estella New Local Park (west Rainbow Drive) Embellishment - ROS1 + LA1 (Land Acquisition) Nth Gobbagombalin (Harris Road) Park Embellishment - ROS2 Gobbagombalin - 2 local parks - ROS3 + LA3 (Land Acquisition) Estella Rise Embellishment - ROS4 Lloyd Establish 3 Local Parks - ROS5 + LA5 (Deakin Ave) + LA6 (Barton Ave) + LA7 (Central Lloyd) Land Acquisitions Forest Hill Upgrade Local Park - ROS16 Establish 2nd Rugby League Field at McDonalds Parks - ROS6

S7.11* S7.11* 20/21-22/23 - S7.11* + 24/25 External Borrowings (Future Years Loan repayments funded from S7.11*)

250,000

385,400

250,000

1,036,500

702,125

641,025

2,401,850

S7.11*

216,200

S7.11*

Hockey Assoc Contrib $200,000 + Infrastructure Jubilee Park - Replace Reserve $200,000 + existing synthetic surfaces External Borrowings at the Jubilee Park Hockey $225,000 (Future Years Complex Loan Repayments funded from GPR) Jubilee Oval - Community S7.11* Meeting Space - ROS14

WA G G A WA G G A C I T Y C O U N C I L

456,950

939,550

625,000

384,750

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

10 11 12

Replace Softfall - Botanic Gardens Adventure Playground Female Change Room Facilities Active Travel Plan - 5 corridors totalling 45 kilometres - TT26

Stadium Upgrades

Exhibition Centre Kooringal Road Exit

15 16 17 18 19 20

Ladysmith Asphalt Bike Track Riverside - Hampden Bridge Legacy Project Riverside Wagga - Wagga Beach Landscape Upgrade Stage 2 - ROS9 Riverside - Wagga Beach Car Park upgrade including CCTV and lighting Euberta Hall & Sports Ground Water Bore & Irrigation System

Funding Source

2019/20

GPR Grant Funding Grant Funding $11,279,452 + S7.11* $1,454,391 GPR $360,000 + Grant Funding $889,073 External Borrowings (Future Years Loan Repayments less 50% LCLI Subsidy funded from GPR) Grant Funding $21,000 + GPR $21,000 GPR S7.11* $1,541,581 + Grant Funding $4,854,949 CBD Carparking Reserve $110,302 + Grant funding $224,165 GPR

2020/21

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

1,087,525

2,334,150

2,171,500

2,401,850

384,750

216,200

84,840 250,000

285,473

6,368,005

6,365,838

1,249,073

1,725,157

42,000 66,098 3,000,000

3,396,530

334,466 43,425

Depot - Stores Upgrade GPR 48,480 Total Capital Works - Corporate Services Directorate 13,376,704 12,501,131

LONG TERM FINANCIAL PLAN 2020-2029

2021/22

WA G G A WA G G A C I T Y C O U N C I L

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

Funding Source

2019/20

2020/21

Public Art Reserve

35,000

Public Art Reserve

10,000

Public Art Reserve

20,200

Public Art Reserve

10,100

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

Community Directorate

21 22 23 24 25 27 26 28

29 30 31 32

Public Art - Living Spaces Public Art - Living Communities Public Art - Living Lights Nightlights Public Art - Living Lights Brightlights - Youth based projection program Public Art - River Life

Public Art Reserve

Internal Loans Reserve Civic Theatre (payback from Civic Replacement of Lighting Theatre Tech Reserve Desk 22/23+23/24) Civic Theatre Technical Civic Theatre - Stage Relay Reserve Civic Theatre Internal Loans Reserve Replacement of Overhead (Future Years payback Stage Lights with Digital from Civic Theatre Tech Lights Reserve) Civic Theatre - Audio Civic Theatre Technical System Upgrade including Reserve Sound Desk Botanic Gardens Museum Grant Funding Redevelopment Grant Funding $681,899 Entwine Project + Fit for the Future Reserve $92,433 Purchase of Shipping Container - Botanic GPR Gardens Museum

WA G G A WA G G A C I T Y C O U N C I L

52,083 45,000 30,000 65,000

65,000

80,000 2,283,602 774,332 7,500

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

33 34

Cat Isolation Room at Glenfield Road Animal Shelter (GRAS)

Funding Source

2019/20

GPR

144,430

Birramal Glider Poles Grant Funding Total Capital Works - Community Directorate

24,481 3,309,645

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

267,383

145,000

65,000

Commercial Operations Directorate

36 37 38 39 40 41

Lawn Cemetery Master Plan Stage 2A Works New burial area, outdoor chapel and water feature Wagga Wagga Lawn Cemetery & Crematorium Office Refurbishment Lawn Cemetery Lunch Room Wagga Wagga Lawn Cemetery & Crematorium Furnace Reline Botanic Gardens Zoo Additional CCTV - Stg 2 Botanic Gardens Zoo Exterior Fencing - Stg 2 Parks Smart Irrigation Pilot - To assess the water saving capabilities of the irrigation system Harris Road to Open Space (shared path) ROS13

LONG TERM FINANCIAL PLAN 2020-2029

Borrowings (Future Years Loan Repayments funded from Cemetery Capital Reserve)

750,000

Cemetery Perpetual Reserve

500,000

Cemetery Operating Reserve

52,707

Cemetery Capital Reserve

98,634

GPR

10,201

GPR

180,285

Internal Loans Reserve (Water savings payback 2 Year Loan Repayments) S7.11*

49,995

350,000

WA G G A WA G G A C I T Y C O U N C I L

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

44 45 46

48 49 50

Pine Gully Road - Bike Track - (2006-19 Plan)

Funding Source

2019/20

External Borrowings (Future Years Loan Repayments less 50% LCLI Subsidy funded from S7.11*)

S7.11*

Gregadoo Road Corridor Works - TT7

19/20 - 20/21 (S7.11* $1,952,125 + R2R Grant Funding $1,200,000) + 25/26 - 26/27 $1,544,450 External Borrowings (Future Years Loan Repayments funded from S7.11*)

Red Hill Rd/Dalman Parkway Intersection Treatment - TT27 Boorooma St Upgrade TT28 Sewer - SPS22 Elizabeth Avenue Forest Hill - New Assets

WA G G A WA G G A C I T Y C O U N C I L

2022/23

2023/24

2024/25

2025/26

2026/27

772,225

2027/28

2028/29

297,000 412,500 1,123,159

1,440,000

S7.11*

1,712,125

279,135

S7.11*

1,621,308 2,812,200

Sewer Reserve (DSP)*

External Borrowings Sewer - Pump Station (Future Years Loan SPS23 Ashmont - New Repayments less 50% Assets - New pump station LCLI subsidy funded from and rising main Sewer Reserve)

2021/22

96,510

Boorooma Street Slip Lane into Boorooma West S7.11* (2006-19 Plan) Bakers Lane Widening + Intersection Upgrades S7.11* TT5 Amundsen Bridge - TT6

2020/21

1,118,804

1,906,826

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

55 56 57

58 59

Sewer - Pump Station - SPS24 Lakehaven West - Renewal - Pump replacement and upsizing Sewer - Pump Station SPS36 Springvale - New Assets - New pump station Sewer - Pump Station - SPS39 Copland Street New Assets - New pump station Sewer - Ashmont SPS, Rising Main & Gravity Main Upgrade Re-use Water - Additional infrastructure to meet quality requirements Sewer - Pump Station SPS15 Hammond Avenue - New Assets Sewer - Pump Station SPS01 + SPS02 Sewer Rising Main Network Diversion Erosion Control of Sandy Creek, Uranquinty

Funding Source

Sewer Reserve (DSP)*

2020/21

5,995

34,820

2021/22

Sewer Reserve

Sewer Reserve (DSP)*

Sewer Reserve

65,348

100,000

63,326

Sewer Reserve

401,984

GPR

303,000

Stormwater Levy

247,882

Yanda Lane Drainage

2023/24

15,352

581,105

2024/25

2025/26

2026/27

2027/28

2028/29

379,124

1,224,096

Sewer Reserve

Improve Stormwater drainage - Kincaid St end Stormwater DSP * $782,980 + Civil Projects to Flowerdale pumping station - Wagga West DSP Reserve $28,800 Area

2022/23

554,671

Sewer Reserve

LONG TERM FINANCIAL PLAN 2020-2029

2019/20

300,000

247,882

511,780

WA G G A WA G G A C I T Y C O U N C I L

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

63 64 65 66 67

69 70

Implement Stormwater Drainage Improvements Jubilee Oval to Red Hill Rd - Wagga West DSP Area Alan Turner Depot Emergency Power Generator Lake Albert Hall Accessible Toilet Tarcutta Truck Stop CCTV Bolton Park Accessible Toilet Victory Memorial Garden Toilet Block

Funding Source

2019/20

2020/21

Stormwater DSP * $366,000 + Civil Projects Reserve $24,000

200,000

190,000

Grant Funding

Community Amenities Reserve S7.11* $1,473,000 + Internal Loans Reserve Energy Savings Project $232,770 (Electricity - Civic Centre AirSavings - Future Year Conditioning Upgrade Loan Repayments) + Sustainable Energy Reserve $166,790 Energy Savings Project Civic Theatre Technical - Civic Theatre AirReserve $60,000 + GPR Conditioning Upgrade $163,172 GPR $100,635 + Energy Savings Project Sustainable Energy Project Management Reserve $7,225 Sustainable Energy Reserve $38,461 + Energy Savings Project - Civic Theatre Solar Panels Civic Theatre Operating Reserve $8,327

WA G G A WA G G A C I T Y C O U N C I L

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

62,493

Community Amenities Reserve Infrastructure Replacement Reserve GPR

2021/22

38,122 20,000 136,209 15,000

1,872,560

223,172 107,860

46,788

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

Funding Source

Internal Loans Reserve (Electricity Savings - Future Year Loan Repayments) Internal Loans Reserve $180,751 (Electricity Savings - Future Year Energy Savings Project Loan Repayments) + Library Lights Sustainable Energy Reserve $8,832 + S7.11* $6,662 Internal Loans Reserve Energy Savings Project $108,699 (Electricity Historic Council Chambers Savings - Future Year Lights Loan Repayments) + S7.11 $72,612 Energy Savings Project Art Gallery & Glass Gallery S7.11* Lights Internal Loans Reserve $27,883 (Electricity Energy Savings Project Savings - Future Year Civic Building Solar Panels Loan Repayments) + Sustainable Energy Reserve $123,471 Energy Savings Project Oasis Plant Reserve Oasis Lighting Internal Loans Reserve $358,095 (Electricity Energy Savings Project Savings - Future Year - Oasis Air Conditioning Loan Repayments) + Upgrade Oasis Plant Reserve $518,591

Energy Savings Project - Tarcutta Truck Stop Lighting

LONG TERM FINANCIAL PLAN 2020-2029

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

88,457

196,245

181,311

366,534

151,354

63,061

876,686

WA G G A WA G G A C I T Y C O U N C I L

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

2019/20

Sustainable Energy Reserve $76,954 + S7.11* $82,305

159,259

Energy Savings Project Oasis Solar Panels

Energy Savings Project LMC Pump House Solar Panels

Energy Savings Project Airport Lighting

Energy Savings Project Airport Solar Panels

Survey Equipment

Plant Reserve

Construct a Multisport Cycling Complex at Pomingalarna Reserve ROS8

S7.11* $1,957,449 + Grant funding $6,922,346

86 87

Funding Source

LMC Reserve Internal Loans Reserve (Electricity Savings - Future Year Loan Repayments) Internal Loans Reserve (Electricity Savings - Future Year Loan Repayments)

External Borrowings (Future Years Loan Repayments less 50% Farrer Road Improvements LCLI Subsidy funded - TT4 from Fit for the Future reserve + S7.11* + Infrastructure Reserve) Eunony Bridge Road Grant Funding Upgrade Special Rate Variation Upgrade Main City (1 (SRV) $2.421M + Grant in 100) - Stage 2 Levee $6.055M System

WA G G A WA G G A C I T Y C O U N C I L

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

78,892

38,825

142,401 50,000 4,439,898

50,000 4,439,898

4,458,856

9,371,887 5,000,000

3,475,620

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

Funding Source

2019/20

2020/21

Special Rate Variation Upgrade North Wagga (1 in (SRV) $2.604M + Grant 3,304,642 20) Levee System $5.816M Total Capital Works - Commercial Operations 32,922,699 18,112,167 Directorate

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

394,476

581,105

462,500

4,084,425

772,225

5,115,169 9,023,803

Commercial Development Directorate 89 90

GWMC - Road Rehabilitation GWMC - Weighbridge Relocation

Solid Waste Reserve

300,000

Solid Waste Reserve

500,000

GWMC - Construct RRC

Solid Waste Reserve

1,735,722

GWMC Hook Truck & Bins Solid Waste Reserve

100,000

GWMC - Office Space

94 95 96 97 98 99

GWMC - Renewal of the Rural Transfer GWMC - Establish a Community Recycling Centre (CRC) GWMC - Hard Stand for Landfill Sorting GWMC - Access Road & Fence Construction GWMC - Gas Capture Network Expansion & Gas Powered Evaporator LMC CCTV & security (partial)

Solid Waste Reserve

45,000

Solid Waste Reserve

360,000

Solid Waste Reserve $23,514 + Grant funding $200,000

223,514

Solid Waste Reserve

193,000

Solid Waste Reserve

510,000

Solid Waste Reserve

950,000

98,545

LMC Reserve

41,734

100 LMC new sheep drafts

LMC Reserve

15,000

446,298

LMC new sheep stacking 101 pens

LMC Reserve

15,000

68,467

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

102 103 104 105 106 107 108 109 110 111 112 113 114 115

LMC new sheep delivery pens LMC new circulating road (partial) LMC - Treatment of Re-use Water Airport - Terminal Flooring & Seating Airport - Replacement of Screening Equipment Airport - Car park system replacement Oasis - Tile Repairs & Floor Resurfacing Oasis - Replace Fibreglass Spring Boards Oasis - Filter Sand for All Pools Oasis - Chemical Controller Equipment (All Pools) Oasis - Circulation pumps (All Pools) - Replacement Oasis - Chlorine & Acid pumps (All Pools) Replacement Oasis - Pool Heating Systems (All Pools) Oasis - Ultraviolet Light Pool Filters Replacement

WA G G A WA G G A C I T Y C O U N C I L

Funding Source

LMC Reserve

2019/20

2020/21

20,000

2,254,496

2021/22

2022/23

LMC Reserve LMC Reserve Airport Reserve

2025/26

2026/27

2027/28

2028/29

263,909 70,200 80,800

External Borrowings (Future Years Loan Repayments funded from Airport Reserve)

385,000 386,143

Oasis Building Renewal Reserve

61,105

GPR

232,300

Oasis Plant Reserve

130,000

Oasis Plant Reserve

145,000

Oasis Plant Reserve

60,000

Oasis Plant Reserve Oasis Plant Reserve

2024/25

2,086,693

Airport Reserve

S7.11*

2023/24

200,000 218,288

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

116

117

118 119 120 121 122 123 124 125 126 127 128

Funding Source

Internal Loans Reserve (8 Oasis - Pool Mechanical Air yr interest free payback Ventilation System Upgrade from Oasis Plant Reserve) Oasis Plant Reserve Oasis - Replacement $25,879 + Oasis Building Automatic Pool Cleaners Renewal Reserve x2 $11,491 Oasis - Programmable Logic Controller (PLC) Oasis Plant Reserve System Upgrade Oasis - Replace Flotex Oasis Building Renewal Flooring (Carpet) Reserve Oasis - Replace 50m Pool GPR Covers & Rollers Oasis - Replace Dive Pool Oasis Building Renewal Covers & Rollers Reserve Oasis - Replace Pool Cover GPR Winch Oasis - Replace 25m Pool Lane Ropes & Lane GPR Storage Rollers Oasis - Replace Pool Deck Oasis Building Renewal Grating Reserve Oasis - Replace Two Pool Oasis Building Renewal Inflatables Reserve Oasis - Upgrade CCTV GPR Camera System Oasis - Replace 50m & GPR Dive Pool Expansion Joints Oasis - Upgrade 50m & GPR Dive Pool Bulkhead Tiles

LONG TERM FINANCIAL PLAN 2020-2029

2019/20

2020/21

2021/22

2022/23

231,770

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

231,770

37,370

98,546 42,420 79,992 35,350 15,150 34,441 51,005 28,280 75,750 79,790 40,804

WA G G A WA G G A C I T Y C O U N C I L

Appendix 8a - Capital Works Program - One-Off Capital Projects 2019/20 - 2028/29 (cont) Ref Project Title

129 130 131 132 133

Funding Source

2019/20

2020/21

2021/22

Oasis - Upgrade & Replace GPR Pool Hall Glass Doors Oasis - Repair & Replace GPR Pool Hall Skylights Oasis - Replace Security Oasis Building Renewal Lockers Reserve Oasis - Change Rooms GPR Upgrade Oasis - Pool Plant Oasis Plant Reserve Equipment Upgrade & $90,000 + GPR Replacement $778,600 Total Capital Works - Commercial Development 5,704,322 3,835,166 371,038 Directorate TOTAL LTFP CAPITAL PROGRAM 55,313,371 34,715,847 10,627,366

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

136,350 237,350 30,300 353,500 868,600 745,299

3,043,997

972,630

232,300

3,473,925

5,861,602

3,836,980

4,469,175

1,220,725

* Timing of project is subject to receipt of sufficient Section 7.11, Section 7.12 and DSP funds

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 8b - Capital Works Program - Recurrent Capital Projects 2019/20 - 2028/29 Ref Project Title

Funding Source

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

Corporate Services Directorate 1

Implement Sportsgrounds Lighting Program - Anderson Oval (Mt Austin)

GPR $180,000 + Contrib $144,500

Implement Sportsgrounds Lighting Program - Estella

GPR $180,000 + Contrib $150,000

Implement Sportsgrounds Lighting Program - Jack Misson Oval (Ashmont)

GPR $180,000 + Contrib $144,500

Village Community Priorities - S94A3

S7.12*

20,000

18,000

Renew Recreational Assets

GPR

23,397

24,333

25,306

26,319

27,371

28,466

29,605

30,789

32,021

33,252

Renew Parks Facilities

GPR

127,434

132,532

137,833

143,346

149,080

155,043

161,245

167,695

174,403

181,111

Renew Playground Equipment

GPR

100,000

160,000

40,000

20,000

80,000

180,000

340,000

281,000

300,000

313,987

Renew Recreational Facilities

GPR

129,158

156,164

162,411

168,907

175,664

182,690

189,998

197,598

205,502

213,406

Replace Plant and Equipment

Plant Reserve $3.4M + Plant Sales $1.5M (amounts vary each fin yr)

4,909,700

4,192,500

5,086,500

2,722,000

4,433,000

5,259,700

3,938,500

3,679,100

5,967,000

3,985,000

Corporate Hardware Purchases

GPR

433,000

645,000

757,000

415,000

395,000

393,000

910,000

732,000

450,000

5,742,690

5,655,029

6,559,050

3,840,072

5,280,115

6,218,900

5,589,348

5,106,182

7,146,925

5,176,756

Total Capital Works - Corporate Services Directorate

LONG TERM FINANCIAL PLAN 2020-2029

324,500

330,000

324,500

WA G G A WA G G A C I T Y C O U N C I L

Appendix 8b - Capital Works Program - Recurrent Capital Projects 2019/20 - 2028/29 (cont) Ref

Project Title

Funding Source

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

Community Directorate 11

Upgrade of Backstage Equipment - Civic Theatre

GPR

11,699

12,167

12,653

13,159

13,686

14,233

14,802

15,394

16,010

16,626

Acquire pieces for the Australian Print Collection

GPR

9,189

9,517

9,857

10,212

10,580

10,963

11,362

11,776

12,207

12,638

Acquire pieces for the National Art Glass Collection

GPR

22,973

23,791

24,643

25,529

26,450

27,408

28,404

29,440

30,518

31,596

43,860

45,475

47,154

48,900

50,716

52,604

54,568

56,611

58,735

60,860

Total Capital Works - Community Directorate Ref

Project Title

Funding Source

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

Commercial Operations Directorate 14

Upgrade Existing Bus Shelters

GPR

20,000

Implement unfunded Traffic Committee resolutions as adopted by Council

GPR

50,000

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

GPR

50,000

Capital renewal - reseal program

GPR + Regional Roads Block Grant $323,309 (incrementing 3% each yr)

1,729,233

1,807,233

1,891,210

1,981,709

2,076,539

2,176,212

WA G G A WA G G A C I T Y C O U N C I L

20,000

50,000

2,274,142

2,376,478

2,471,538

2,566,597

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 8b - Capital Works Program - Recurrent Capital Projects 2019/20 - 2028/29 (cont) 18

Conduct Urban Asphalt Program

19/20 -R2R $1,451K + Reg Rds Block $583K + GPR $1,877K, 20/21 -R2R $1,451K + Reg Rds Block $594K + GPR $1,994K, Pavement Rehabilitation 21/22-23/24 - R2R $2,051K + Reg Rds Program Block (Block 2% each year) + GPR Balance, 24/25 onwards - R2R + Reg Rds Block (R2R 3% + Block 2% each year) + GPR Balance

Replace Kerb and Gutter

GPR

818,440

851,852

886,599

922,737

960,320

999,406

1,040,041

1,082,297

1,125,589

1,168,881

3,909,988

4,039,478

4,780,153

4,933,080

5,093,853

4,209,302

4,381,282

4,560,126

4,742,531

4,924,936

GPR

474,038

493,614

513,973

535,147

557,167

580,067

603,870

628,622

653,767

678,912

Gravel Resheets

GPR

1,614,079

1,682,525

1,753,709

1,827,738

1,904,728

1,984,797

2,067,981

2,154,476

2,240,655

2,326,834

Renew and Replace Culverts

GPR

575,261

599,816

625,353

651,911

679,531

708,256

738,094

769,119

799,884

830,649

Eliminate Sewer Joint Connections

Sewer Reserve

51,511

52,284

53,068

53,864

54,672

55,492

56,325

57,169

58,027

58,885

Ref

Project Title

Funding Source

Implement renewal program for Gravity Sewer

Sewer Reserve

142,055

146,316

150,706

155,227

159,884

164,680

169,621

174,709

179,950

185,191

Implement Sewer Mains Sewer Reserve Rehabilitation Program

2,779,780

1,311,272

1,350,611

1,391,129

1,432,863

1,475,849

1,520,124

1,565,728

1,612,700

1,659,671

LONG TERM FINANCIAL PLAN 2020-2029

2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

WA G G A WA G G A C I T Y C O U N C I L

Appendix 8b - Capital Works Program - Recurrent Capital Projects 2019/20 - 2028/29 (cont) 26

Replacement and Renewal of Sewer Plant

Sewer Reserve

52,284

53,068

53,864

54,672

55,492

56,325

57,170

58,027

58,897

59,768

Replacement of Sewer Manhole Lids

Sewer Reserve

70,000

71,050

72,116

73,197

74,295

75,410

76,541

77,689

78,854

80,037

Renew Community Amenities - Bolton Park

GPR

170,444

Renew Community Amenities - Anderson Oval

GPR

214,928

Renew Community Amenities - Norman Duck Oval

GPR

137,360

Renew Community GPR Amenities - Kessler Park

Renew Community Amenities - Forest Hill Oval

GPR

Renew Community Amenities - Uranquinty Sports Ground

GPR

Renew Community Amenities - Jubilee/ Connolly Park

GPR

Renew Community GPR Amenities - Gissing Oval

Ref

Project Title

Funding Source

Renew Community Amenities - Tarcutta Public Convenience

GPR

Renew Community Amenities - Apex Park

GPR

WA G G A WA G G A C I T Y C O U N C I L

221,375 228,016 234,856 241,901 249,158 2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

256,633 264,332

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 8b - Capital Works Program - Recurrent Capital Projects 2019/20 - 2028/29 (cont) 38

Renew Community Amenities - McPherson Oval

GPR

272,031

Total Capital Works - Commercial Operations Directorate

12,336,669 11,731,241 12,472,737 12,908,427

13,404,200 12,827,697 13,354,348 13,861,075 14,406,725 14,912,392

TOTAL LTFP CAPITAL PROGRAM

18,123,218 17,431,744 19,078,941 16,797,399

18,735,031 19,099,201 18,998,264 19,023,867 21,612,385 20,150,008

* Timing of project is subject to receipt of sufficient Section 7.11, Section 7.12 and DSP funds

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 9 - Airport Ten Year Financial Plan Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

(4,246,861)

(4,354,142)

(4,464,482)

(4,577,987)

(4,694,775)

(4,814,964)

(4,938,683)

(5,091,977)

(5,224,014)

(5,356,122)

(251,833)

(257,418)

(263,836)

(270,414)

(277,155)

(284,065)

(291,153)

(300,599)

(308,419)

(316,269)

(5,696,225)

(10,194,919)

(4,611,560)

(4,728,318)

(4,848,401)

(4,971,930)

(5,099,028)

(5,229,835)

(5,392,576)

(5,532,433)

(5,672,391)

Employee Benefits & On-Costs

464,038

482,345

501,381

521,176

541,759

563,163

585,420

605,500

629,223

653,896

Borrowing Costs

381,274

430,825

422,974

356,238

286,004

228,806

166,554

112,228

70,171

52,336

Materials & Contracts

2,100,154

2,192,713

2,218,172

2,363,456

2,338,583

2,401,612

2,466,476

2,608,530

2,558,476

2,600,386

Depreciation & Amortisation

2,893,504

335,439

326,675

349,872

374,608

400,987

429,120

459,126

491,788

525,926

562,340

6,174,409

6,326,062

6,385,903

6,508,981

6,460,837

6,516,205

6,571,078

6,711,550

6,677,299

6,762,461

(4,020,510)

1,714,502

1,657,585

1,660,580

1,488,907

1,417,177

1,341,243

1,318,974

1,144,866

1,090,070

1,675,716

1,714,502

1,657,585

1,660,580

1,488,907

1,417,177

1,341,243

1,318,974

1,144,866

1,090,070

Revenue From Continuing Operations User Charges & Fees Other Revenues Grants & Contributions provided for Capital Purposes Revenue From Continuing Operations Expenses From Continuing Operations

Other Expenses Expenses From Continuing Operations Net Operating (Profit)/Loss Net Operating Result before Grants and Contributions provided for Capital Purposes

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 9 - Airport Ten Year Financial Plan (cont)

Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

Capital and Reserve Movements Capital Expenditure - Renewals

109,025

465,800

Capital Expenditure - New Projects

142,401

8,013,839

716,079

380,000

687,535

933,844

1,084,188

1,150,249

1,219,797

1,216,183

949,750

1,003,358

415,883

433,468

(2,380,000)

(1,132,784)

(380,000)

341,214

196,062

151,730

82,675

184,800

(119,856)

602,511

571,172

1,332,755

1,369,965

Total Capital and Reserve Movements

6,914,013

1,179,002

1,235,918

1,232,924

1,404,597

1,476,327

1,552,261

1,574,529

1,748,637

1,803,433

Net Result

2,893,504

Add back Depreciation Expense (non-cash)

2,893,504

770,175

966,238

1,117,967

1,200,642

1,385,443

1,265,586

1,868,097

2,439,269

3,772,024

5,141,989

Capital Expenditure - Potential Projects Loan Repayments New Loan Borrowings Net Movements to/(from) Reserves

Cash Budget (Surplus)/Deficit Estimated Reserve Balance at end of the year

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 10 - Livestock Marketing Centre Ten Year Financial Plan Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

(5,727,914)

(5,915,346)

(6,109,066)

(6,293,928)

(6,484,656)

(6,681,441)

(6,884,481)

(7,092,107)

(7,306,253)

(7,525,441)

(41,648)

(40,724)

(42,360)

(44,062)

(45,832)

(47,674)

(49,589)

(51,572)

(53,635)

(55,698)

Revenue From Continuing Operations User Charges & Fees Other Revenues Revenue From Continuing Operations

(5,769,563) (5,956,070) (6,151,427) (6,337,990) (6,530,488) (6,729,114) (6,934,070) (7,143,679) (7,359,888) (7,581,139)

Expenses From Continuing Operations Employee Benefits & On-Costs

1,279,399

1,330,350

1,383,336

1,438,440

1,495,744

1,555,338

1,617,313

1,681,319

1,747,880

1,817,087

Materials & Contracts

2,671,189

2,734,149

2,801,626

2,864,956

2,912,313

2,944,825

3,013,117

3,082,545

3,153,799

3,219,991

Depreciation & Amortisation

624,093

694,574

831,183

Other Expenses

353,983

373,132

384,939

406,453

429,260

453,440

479,078

506,266

535,099

565,679

4,928,663

5,061,724

5,193,994

5,333,941

5,531,891

5,784,786

5,940,691

6,101,313

6,267,962

6,433,940

Net Operating (Profit)/Loss

(840,900)

(894,346)

(957,433)

(1,004,049)

(998,597)

(944,328)

(993,378)

(1,042,366)

(1,091,927)

(1,147,199)

Net Operating Result before Grants and Contributions provided for Capital Purposes

(840,900)

(894,346)

(957,433) (1,004,049)

(998,597)

(944,328)

(993,378) (1,042,366) (1,091,927) (1,147,199)

392,801

2,769,261

2,128,427

2,044,984

(972,792)

(1,250,822)

1,581,525

1,628,142

(435,256)

1,775,511

1,824,562

1,873,549

1,923,110

1,978,382

1,464,993

1,518,439

1,581,525

1,628,142

1,693,171

1,775,511

1,824,562

1,873,549

1,923,110

1,978,382

Net Result

624,093

694,574

831,183

Add back Depreciation Expense (non-cash)

624,093

694,574

831,183

4,996,262

3,745,440

5,326,966

6,955,108

6,519,852

Expenses From Continuing Operations

Capital and Reserve Movements Capital Expenditure - New Projects Capital Expenditure - Potential Projects Net Movements to/(from) Reserves Total Capital and Reserve Movements

Cash Budget (Surplus)/Deficit Estimated Reserve Balance at end of the year 82

WA G G A WA G G A C I T Y C O U N C I L

8,295,363 10,119,925 11,993,473 13,916,583 15,894,966

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 11 - Sewerage Services Ten Year Financial Plan Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

Revenue From Continuing Operations Rates & Annual Charges

(14,873,755) (15,460,814) (16,071,118) (16,705,591) (17,365,191) (18,050,917) (18,763,806) (19,504,935) (20,275,427) (21,076,447)

User Charges & Fees

(4,935,986)

(5,083,228)

(5,234,890)

(5,391,105)

(5,552,008)

(5,717,742)

(5,888,450)

(6,064,283)

(6,245,394)

(6,431,907)

(375,067)

(465,368)

(560,180)

(680,964)

(757,627)

(868,534)

(1,052,089)

(1,185,619)

(1,484,685)

(1,704,123)

Grants & Contributions provided for Operating Purposes

(3,957)

(52,346)

(48,444)

(43,039)

(37,460)

(31,701)

(25,756)

(19,620)

(13,286)

(6,749)

Grants & Contributions provided for Capital Purposes

(1,319,000)

(1,301,000)

(1,315,000)

(1,330,000)

(1,349,000)

Interest & Investment Revenue

Revenue From Continuing Operations

(21,507,765) (22,362,756) (23,229,633) (24,150,698) (25,061,286) (26,017,894) (27,079,101) (28,123,458) (29,367,793) (30,568,226)

Expenses From Continuing Operations Employee Benefits & On-Costs

2,540,683

2,641,196

2,745,725

2,641,524

2,746,055

2,854,762

2,967,812

3,085,377

3,207,639

3,334,763

Borrowing Costs

2,224,352

2,263,872

2,194,539

2,117,609

2,035,399

1,947,528

1,853,591

1,753,149

1,645,735

1,530,844

Materials & Contracts

8,951,098

9,077,489

9,450,550

9,550,481

9,897,488

10,051,789

10,309,708

10,617,840

10,853,859

11,128,902

Depreciation & Amortisation

5,423,181

5,446,638

5,492,812

5,545,360

5,553,965

5,565,587

507,603

537,352

568,971

602,584

638,321

676,321

716,734

759,719

805,447

853,854

Expenses From Continuing Operations

19,646,918

19,966,548

20,452,597

20,457,558

20,871,229

21,095,988

21,413,432

21,781,674

22,078,267

22,413,951

Net Operating (Profit)/Loss

(1,860,847)

(2,396,208)

(2,777,035)

(3,693,140)

(4,190,057)

(4,921,907)

(5,665,669)

(6,341,784)

(7,289,525)

(8,154,276)

(541,847)

(1,095,208)

(1,462,035)

(2,363,140)

(2,841,057)

(3,572,907)

(4,316,669)

(4,992,784)

(5,940,525)

(6,805,276)

Other Expenses

Net Operating Result before Grants and Contributions provided for Capital Purposes

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 11 - Sewerage Services Ten Year Financial Plan (cont) Capital and Reserve Movements Capital Expenditure - Renewals

3,195,629

3,307,466

1,680,364

1,728,090

1,777,206

1,827,756

1,879,780

1,933,323

1,988,429

2,043,553

Capital Expenditure - New Projects

2,378,130

34,820

1,289,444

394,476

581,105

Capital Expenditure - Potential Projects

4,104,297

2,079,438

743,992

1,815,730

968,981

2,201,444

555,486

520,000

788,304

1,141,512

1,221,800

1,298,730

1,380,940

1,468,810

1,562,748

1,663,189

1,770,603

1,885,494

(3,026,696)

(76,409)

(155,636)

1,356,019

3,334,247

4,001,475

5,035,791

4,989,484

7,233,243

7,790,860

9,096,080

9,790,816

Total Capital and Reserve Movements

7,284,028

7,842,846

8,269,847

9,238,501

9,744,023

10,487,494

11,231,256

11,907,372

12,855,113

13,719,863

Net Result

5,423,181

5,446,638

5,492,812

5,545,360

5,553,965

5,565,587

Add back Depreciation Expense (noncash)

5,423,181

5,446,638

5,492,812

5,545,360

5,553,965

5,565,587

27,571,100

28,927,119

32,261,366

36,262,841

41,298,632

46,288,117

53,521,359

61,312,220

70,408,300

80,199,116

Loan Repayments New Loan Borrowings Net Movements to/(from) Reserves

Cash Budget (Surplus)/Deficit Estimated Reserve Balance at end of the year

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 12 - Solid Waste Services Ten Year Financial Plan Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

Rates & Annual Charges

(9,252,814)

(9,530,399)

(9,816,311) (10,110,800) (10,414,124) (10,726,548) (11,048,344) (11,379,795) (11,721,189) (12,072,824)

User Charges & Fees

(4,913,845)

(5,088,442)

(5,269,486)

(5,457,220)

(5,651,714)

(5,853,770)

(6,075,925)

(6,306,344)

(6,532,532)

(6,759,036)

Interest & Investment Revenue

(97,643)

(112,824)

(128,099)

(144,389)

(160,699)

(181,550)

(207,803)

(234,178)

(257,237)

(295,257)

Other Revenues

(88,626)

(90,717)

(92,860)

(95,056)

(97,307)

(99,616)

(101,981)

(104,405)

(106,890)

(109,375)

Grants & Contributions provided for Operating Purposes

(2,000)

Grants & Contributions provided for Capital Purposes

(23,514)

Revenue From Continuing Operations

(14,378,443) (14,824,381) (15,308,756) (15,809,465) (16,325,846) (16,863,484) (17,436,053) (18,026,721) (18,619,847) (19,238,492)

Expenses From Continuing Operations Employee Benefits & On-Costs

1,312,240

1,364,664

1,419,185

1,475,887

1,534,857

1,596,185

1,659,966

1,726,298

1,795,284

1,867,028

10,267,655

10,804,526

10,878,175

11,120,203

11,419,916

11,735,914

11,407,556

11,731,251

12,076,893

12,433,916

779,702

1,679,702

73,015

76,776

80,752

84,955

89,399

94,097

99,066

104,321

109,880

115,760

Expenses From Continuing Operations

12,432,612

13,025,668

14,057,813

14,360,746

14,723,873

15,105,898

14,846,290

15,241,572

15,661,757

16,096,406

Net Operating (Profit)/Loss

(1,945,831)

(1,798,713)

(1,250,943)

(1,448,719)

(1,601,973)

(1,757,586)

(2,589,763)

(2,785,149)

(2,958,090)

(3,142,087)

Net Operating Result before Grants and Contributions provided for Capital Purposes

(1,922,317)

(1,798,713)

(1,250,943)

(1,448,719)

(1,601,973)

(1,757,586)

(2,589,763)

(2,785,149)

(2,958,090)

(3,142,087)

860,000

300,000

Materials & Contracts Depreciation & Amortisation Other Expenses

Capital and Reserve Movements Capital Expenditure - Renewals

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 12 - Solid Waste Services Ten Year Financial Plan (cont) Capital Expenditure - New Projects Capital Expenditure - Potential Projects Net Movements to/(from) Reserves Total Capital and Reserve Movements

98,545

273,267

14,252,113

200,000

(2,164,970) (11,772,244)

2,730,644

3,128,421

2,981,674

3,437,288

4,269,465

4,464,851

4,637,791

4,821,788

2,725,533

2,578,415

2,930,644

3,128,421

3,281,674

3,437,288

4,269,465

4,464,851

4,637,791

4,821,788

Net Result

779,702

1,679,702

Add back Depreciation Expense (noncash)

779,702

1,679,702

16,802,172

5,029,928

7,760,573

10,888,993

13,870,667

17,307,955

21,577,420

26,042,271

30,680,062

35,501,850

Cash Budget (Surplus)/Deficit Estimated Reserve Balance at end of the year

3,757,236

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 13 - Stormwater Levy Ten Year Financial Plan

Revenue From Continuing Operations

Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

Rates & Annual Charges

(696,251)

(703,751)

(711,251)

(718,751)

(726,251)

(733,751)

(741,251)

(748,751)

(756,251)

(763,751)

Revenue From Continuing Operations

(696,251)

(703,751)

(711,251)

(718,751)

(726,251)

(733,751)

(741,251)

(748,751)

(756,251)

(763,751)

Expenses From Continuing Operations

40,491

36,240

31,700

26,861

21,842

16,164

10,347

4,094

Materials & Contracts

Borrowing Costs

150,000

Expenses From Continuing Operations

190,491

36,240

31,700

26,861

21,842

16,164

10,347

4,094

Net Operating (Profit)/Loss

(505,760)

(667,511)

(679,551)

(691,890)

(704,409)

(717,587)

(730,904)

(744,657)

(756,251)

(763,751)

Net Operating Result before Grants and Contributions provided for Capital Purposes

(505,760)

(667,511)

(679,551)

(691,890)

(704,409)

(717,587)

(730,904)

(744,657)

(756,251)

(763,751)

Capital and Reserve Movements Capital Expenditure - Renewals

Capital Expenditure - Potential Projects Loan Repayments Net Movements to/(from) Reserves

247,882

3,000,000

64,568

68,819

73,359

78,198

83,217

88,895

94,712

100,965

(2,558,808)

350,811

358,311

613,692

621,192

628,692

636,192

643,692

756,251

763,751

505,760

667,511

679,551

691,890

704,409

717,587

730,904

744,657

756,251

763,751

Add back Depreciation Expense (noncash)

Cash Budget (Surplus)/Deficit

343,615

694,426

1,052,736

1,666,428

2,287,620

2,916,312

3,552,504

4,196,197

4,952,448

5,716,199

Total Capital and Reserve Movements

Net Result

Estimated Reserve Balance at end of the year

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

Appendix 14 - Budgeted Income Statement by Function Budget 2019/20

Budget 2020/21

Budget 2021/22

Budget 2022/23

Budget 2023/24

Budget 2024/25

Budget 2025/26

Budget 2026/27

Budget 2027/28

Budget 2028/29

Revenue From Continuing Operations Community Leadership and Collaboration

(62,549,252)

(64,336,876)

(64,185,874)

(66,301,479)

(68,487,016)

(70,636,509)

(73,171,924)

(75,772,810)

(78,365,000)

(81,429,026)

Safe and Healthy Community

(17,336,857)

(19,107,846)

(17,316,697)

(17,499,256)

(15,839,828)

(6,550,695)

(6,756,322)

(6,978,957)

(7,204,730)

(7,380,098)

Growing Economy

(23,535,377)

(33,458,786)

(26,620,319)

(11,382,548)

(11,704,324)

(12,085,971)

(12,377,832)

(12,756,464)

(13,169,001)

(13,536,746)

(6,197,907)

(2,990,658)

(2,983,228)

(3,000,950)

(3,018,830)

(3,036,874)

(3,054,783)

(3,072,860)

(3,091,110)

(3,109,375)

(65,929,222)

(61,993,350)

(59,235,258)

(53,747,842)

(55,308,182)

(60,433,173)

(58,062,695)

(66,328,984)

(62,330,855)

(64,586,497)

Community Place and Identity The Environment Revenue From Continuing Operations

(175,548,613) (181,887,516) (170,341,376) (151,932,075) (154,358,180) (152,743,222) (153,423,556) (164,910,076) (164,160,696) (170,041,743)

Expenses From Continuing Operations Community Leadership and Collaboration

9,609,935

11,245,834

11,108,404

11,457,757

11,824,622

12,450,522

12,461,782

12,675,883

12,957,868

13,314,217

Safe and Healthy Community

20,998,008

19,040,124

19,547,439

20,110,363

20,777,663

21,407,757

22,187,293

22,781,627

23,420,197

24,242,281

Growing Economy

13,137,327

13,367,703

13,641,327

13,823,788

13,942,031

14,376,811

14,576,528

14,939,324

15,205,611

15,516,974

Community Place and Identity

10,014,973

9,924,086

10,144,907

10,389,292

10,652,889

10,927,285

11,148,791

11,380,282

11,631,276

11,881,554

The Environment

76,055,277

77,619,019

79,782,120

80,636,395

81,873,112

83,593,083

84,011,106

85,683,120

87,148,516

88,791,374

129,815,520

131,196,764

134,224,197

136,417,595

139,070,318

142,755,458

144,385,501

147,460,237

150,363,468

153,746,400

(45,733,093)

(50,690,752)

(36,117,179)

(15,514,479)

(15,287,862)

(9,987,764)

(9,038,055)

(17,449,840)

(13,797,228)

(16,295,343)

Expenses From Continuing Operations

Net Operating (Profit)/ Loss

WA G G A WA G G A C I T Y C O U N C I L

LONG TERM FINANCIAL PLAN 2020-2029

Appendix 14 - Budgeted Income Statement by Function (cont) Capital and Reserve Movements Community Leadership and Collaboration

6,356,118

5,452,500

6,538,937

3,878,136

5,566,550

6,482,514

5,670,984

5,344,185

6,668,225

4,693,644

Safe and Healthy Community

18,729,970

18,038,201

16,171,065

16,860,896

16,233,431

3,726,192

1,422,641

1,409,046

1,000,041

1,040,609

Growing Economy

18,330,466

27,934,984

16,584,188

1,150,249

3,728,224

1,596,183

949,750

1,003,358

415,883

433,468

3,207,645

336,635

216,708

74,283

141,958

67,818

70,778

73,890

58,735

60,860

71,852,341

64,958,302

34,436,621

22,534,678

28,240,033

27,341,590

28,376,374

29,833,564

23,480,816

26,305,753

(21,222,532)

(7,662,588)

(750,000)

(6,693,610)

(2,401,850)

(4,857,027)

(772,225)

(670,075)

(2,134,706)

(1,502,910)

(1,257,750)

(1,225,350)

(604,250)

(1,043,500)

(1,558,175)

(1,101,500)

(914,050)

(1,285,375)

(910,000)

(15,174,931)

(21,319,133)

1,771,878

9,215,681

5,727,192

11,889,795

14,104,633

16,834,608

18,104,956

20,067,217

80,576,166

86,481,151

73,744,048

53,109,672

51,900,278

47,144,068

44,636,633

52,812,376

47,773,205

49,556,844

34,843,073

35,790,399

37,626,868

37,595,193

36,612,416

37,156,304

35,598,578

35,362,537

33,975,977

33,261,501

34,843,073

35,366,566

36,660,277

36,836,750

36,932,067

37,120,367

37,148,213

37,187,244

37,202,903

37,213,755

423,833

966,592

758,443

(319,651)

35,936

(1,549,634)

(1,824,707)

(3,226,926)

(3,952,254)

Community Place and Identity The Environment New Loan Borrowings Proceeds from Sale of intangible & tangible Assets Net Movements to/(from) Reserves Total Capital and Reserve Movements

Net Result after Depreciation

Add back Depreciation Expense (non-cash) Cash Budget (Surplus)/ Deficit

LONG TERM FINANCIAL PLAN 2020-2029

WA G G A WA G G A C I T Y C O U N C I L

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