Long Term Financial Plan 2019-2029 by shireofesperance

Long Term Financial Plan

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ate

gi c

i ty Pl an 2017-2027 mu n

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A shire that manages its finances, services and assets sustainably exceeding community needs oa G p rsh i e d L ea Community

Long Term Financial Plan: 2019-2029

Contents Planning Context......................................................................................................................................................................4 Integrated Planning & Reporting.....................................................................................................................................................................4 Developing the Long Term Financial Plan..........................................................................................................................................5

Strategic Context....................................................................................................................................................................6 Vision - Strategic Community Plan 2017-2027...........................................................................................................................6 Mission - Corporate Business Plan 2017-2021................................................................................................................................6 Community & Economy...............................................................................................................................................................................................6 Challenges facing the Shire....................................................................................................................................................................................7 Council Focus.............................................................................................................................................................................................................................8 Priority Projects.........................................................................................................................................................................................................................8 Projects Underway................................................................................................................................................................................................................8 The Role of Local Government........................................................................................................................................................................9

Operational Context......................................................................................................................................................10 Organisation Structure.................................................................................................................................................................................................10 Current Financial Situation.....................................................................................................................................................................................10 Risk Management.....................................................................................................................................................................................................................11 Asset Management...............................................................................................................................................................................................................12 Workforce Planning............................................................................................................................................................................................................13

Financial Context .................................................................................................................................................................14 Financial Strategies.............................................................................................................................................................................................................14 Rating Strategy.......................................................................................................................................................................................................................14 Debt Strategy...........................................................................................................................................................................................................................15 Valuation of Non-Current Assets.......................................................................................................................................................................16 Scenario Modelling..............................................................................................................................................................................................................16 Sensitivity Analysis...................................................................................................................................................................................................................16 Financial Assumptions........................................................................................................................................................................................................17

Financial Projections.......................................................................................................................................................20 Projections & Calculations.......................................................................................................................................... 21 Glossary of Terms...............................................................................................................................................................79 Long Term Financial Plan: 2019-2029

1. Planning Context 1.1. Integrated Planning & Reporting Local Government performs a significant role in every community, even more so in regional areas where the delivery of vital services and infrastructure keeps communities together. In 2011 the State government introduced the legislated Integrated Planning & Reporting Framework. This framework was developed to ensure all local governments plan responsibly for the future and equip their organisations to respond to short, medium and long term community needs. The Shire of Esperance has embraced this framework from its introduction and is dedicated to planning sustainably for the benefit of the Esperance community. The Long Term Financial Plan (LTFP) is a key document informed by the Strategic Community Plan, Corporate Business Plan and other strategic documents. The LTFP a is plan for the next ten years ensuring the Shire is financially sustainable as we work towards achieving the Strategic Plus Community Plan.

Long Term Financial Plan

Strategic Community Plan

R ev

Esperance Branding Guidelines

ed iew Rev

ev ery

i e w e d v e r y y e ar e

four years

Youth Friendly Community Report

ev ery two years

Corporate Business Plan d we Revie

Annual Budget

Re vi

r ewed yea e v er y

Public Open Space Strategy

55 Community Report

Workforce Plan Revenue Strategy Sports Facilities & Service Plan

Plant & Fleet Replacements Plans

Coastal Management Plan

Figure 1 - Integrated Planning & Reporting Framework

Disability Access & Inclusion Plan

Long Term Financial Plan: 2019-2029

Esperance Coastal Hazard Adaptation Strategy

Asset Management Plans

1.2. Developing the Long Term Financial Plan The Long Term Financial Plan (LTFP) is a modelling tool to project the Shires financial commitments over the next ten years as a means of helping to ensure financial sustainability. The Long Term Financial Plan is a dynamic tool which analyses financial trends over a ten year period on a range of assumptions and provides information to assess the impacts of current decisions and budgets on future financial sustainability. The aim of the Long Term Financial Plan is to achieve the following objectives: • Help to project commitments with regards to the costs of new services or projects as a result of community growth and expectations or changing demographics • Maintain a strong cash position, ensuring that the Shire remains financially sustainable in the long term and has the capacity to respond to unexpected opportunities or unpredictable events such as natural disasters • Strategically pursue state and federal government grant funding opportunities where aligned with the Strategic Community Plan and the Corporate Business Plan requirements • Plan rate increases to balance the budget so we can provide for service delivery that meets reasonable community needs • Ensure that critical infrastructure asset renewal is funded at the optimum time • Maximise opportunities for Shire freehold properties from an economic and community development perspective • Support the broad review of our Strategic Community Plan every two years and a full review every four years. This Long Term Financial Plan will be reviewed annually in conjunction with the budget process to ensure continued sustainability. The following diagram illustrates the process undertaken to develop the Long Term Financial Plan.

Phase One

Phase Two

Environmental analysis of the organisations current financial situation Set financial assumptions and projections for future planning

Financial analysis including revenue planning, sensitivity analysis, scenario modelling and informing documents Draft Long Term Financial Plan

Phase Three Financial capability and sustainability information for the whole of the Shire

10 year Long Term Financial Plan

Figure 2 – Developing the Long Term Financial Plan

Long Term Financial Plan: 2019-2029

2. Strategic Context The Strategic Community Plan is the Shire’s overarching plan which guides the future direction of Council’s policies, plans, projects and decision making over the next ten years to 2027. The Corporate Business Plan identifies the priorities for the Shire and outlines the actions that will be undertaken to address the Strategic Community Plan. The following is the strategic context which the Long Term Financial Plan must operate within.

2.1. Vision - Strategic Community Plan 2017-2027

The Esperance Community is vibrant, welcoming and supportive and values its social connections and natural landscape. 2.2. Mission - Corporate Business Plan 2017-2021 The Shire of Esperance, as custodians of community infrastructure, will endeavour to be efficient, sustainable and responsive to community needs. As a leading organisation we will operate in a responsible, transparent and ethical manner. 2.3. Community & Economy The Shire of Esperance encompasses over 44,000km2 of land and is located on Western Australia’s South East coast 725km from the capital, Perth. With a population of just over 14,000, the Esperance region has one of the lowest population densities to be found anywhere and is comprised of some of the most spectacular landscapes in Western Australia. It includes approximately 500km of coastline ranging from the gently undulating bays and bountiful islands of the Recherché Archipelago to the spectacular cliffs of the Great Australian Bight. Esperance is a regional hub with a diverse and vibrant community, who actively get involved in making things happen. The environment and agricultural aspects of Esperance are a significant part of our heritage, values and identity. Our National Parks, Ramsar wetlands and dramatic coastline provide a number of recreational and tourism opportunities. We are a sustainable community, that does not suffer the fluctuating population other regional towns experience as a result of significant shifts in industry and agriculture, nor do we have the same degree of urban drift. The natural beauty of Esperance, our climate, isolation and lifestyle continue to attract people to our region and encourage them to stay.

Long Term Financial Plan: 2019-2029

Our economy has historically been based around agriculture and the Esperance Port which have provided a solid foundation for employment and investment. Shifts in the mining industry have resulted in a reduction of employment opportunities offered by the Esperance Port. In the coming years it is anticipated that increased interest in the region will support substantial growth in the Tourism industry and that paired with the capacity for agricultural growth in the areas of research, development and innovation, Esperance will continue to prosper. The main economic drivers for the Esperance region are agriculture, manufacturing, fishing, tourism and small businesses. It is the employment generated by these key industries that provides a sound economic base for the Shire to build on.

14,236

nt s

7,500

s s me

4,853km of Roads 5,900km2 of National Parks & Reserves 12,950km2 of Agricultural Land

up lation

44,798km2

Rate Ass

2.4. Challenges facing the Shire The Esperance Community faces a variety of challenges and opportunities that need careful planning over the next 10 years. Council listens to all sections of the community, encourages and supports innovation, delivers vital community services and facilities, and provides strong leadership within the community. Opportunities • Improving and facilitating local events & festivals

Challenges • Mental health issues and a significant rise in drug usage in our community

• Develop the tourist experience and extend the tourism season

• Attracting new industry to Esperance and increasing employment opportunities

• Develop stronger partnerships and foster inspirational and passionate leaders

• Sharing our achievements while building trust and confidence in the community

• Give the community access to a recreational jetty

• Funding and investment for town revitalisation making Esperance a vibrant regional centre

• Partner with other coastal communities and work with environmental partners

• Protect our natural assets from overuse

Long Term Financial Plan: 2019-2029

2.5. Council Focus After reviewing the consultation results from the Strategic Community Plan 2017-2027, Council identified a number of focus areas. Identifying these distinct focuses for the next ten years will ensure strong core service delivery by the Shire. Council’s focuses will be to: • Continue to advocate for sustainable and efficient utilities that facilitate connectivity within the region. • Provide a best practice Waste Management Facility and investigate possible alternative methods of waste management. • Maintain and protect the cultural and environmental values of our natural areas, while providing sustainable economic and recreational use that ensures they are not depleted from overuse. • Promote visiting Esperance by facilitating the development of a tourism culture, enhancing the visitor experience by providing infrastructure and promoting the opportunities that abound in our region. • Attract people looking to live, work and invest in our community. • Continue to support existing businesses and industries and encourage new initiatives and innovative ideas. • Advocate for increased health services and provide support to external agencies who work with our community.

2.6. Priority Projects

2.7. Projects Underway

The Shire is actively planning for and advocating for funding for a number of significant projects across the Shire.

In addition to the priority projects, the Shire is currently building and working on a number of significant projects and include:

These priority projects have been identified to improve the quality of services in the Shire, and include: • Waste Management Initiatives to reduce our reliance on landfill • Greater Sports Ground Redevelopment, commencing with the design and construction of a new Indoor Sports Stadium • Esperance Waterfront - Tanker Jetty, a sustainable resolution that allows the community to have access to a jetty

• Closing the Asset Management Gap • Esperance Waste Disposal Facility • Eastern Suburbs Water Re-use Scheme • Public Open Space Implementation • Esperance Town Centre Parking, Traffic and Pedestrian Strategy • Development of Flinders Subdivision • Indoor Sports Stadium Upgrade • Road Hierarchy & Maintenance Program • Visitor Centre operations • Develop an Indigenous Land Use Agreement with local Native Title Claimants

Long Term Financial Plan: 2019-2029

2.8. The Role of Local Government The nine elected members make up the Council. Councillors play a very important policy-making role, requiring the identification of community needs, setting objectives to meet those needs, establishing priorities between competing demands and allocating resources. They meet monthly to discuss issues facing the community, the Shire and make decisions. The implementation of the Council policy and plans and the ongoing management and administration of Shire affairs is the responsibility of the Chief Executive Officer and employed staff. The Council acts in multiple roles which are put into practice by the Shire officers. These roles inform how the Shire will activate the Strategic Community Plan through new initiatives and operational activities.

Councilâ&#x20AC;&#x2122;s Role

Council will

Example

Lead

Plan and provide direction through policy and practices

Take a leadership role in the revitalisation of the Esperance town centre

Provide

Develop physical infrastructure and deliver essential services

Council funds recreational facilities such as sports fields and community halls and provides services such as residential waste collection

Regulate

Responsible for the enforcement of statutory requirements

Health inspections to ensure quality provision of food and beverage services

Partner

Collaborate with external stakeholders to deliver services/ projects

Working with South Coast NRM to achieve joint outcomes on Coastal Management

Advocate

Proactively make representation for the Esperance community

Advocate for the community to improve facilities and services in Esperance such as Health Care and Education

Market the Esperance community

Promote and highlight the Esperance Region to boost Tourism

Facilitate

Coordinate local groups and agencies to achieve a positive benefit for the community

Facilitate with groups who have common goals and could work together to achieve desired outcomes

Fund

Provide resources for the benefit of the local community

Community Grants Program designed for community groups to have access to funding opportunities

Promote

Long Term Financial Plan: 2019-2029

3. Operational Context 3.1. Organisation Structure The Shire delivers services to the community through four directorates. Each directorate are comprised of several departments. The Corporate Business Plan has guided the development of the Long Term Financial Plan through the activities of these directorates and departments. A summary of the services provided by each directorates is identified below.

Executive Services

Corporate Resources

Asset Management

External Services

Council Liaison Corporate Reporting Executive Assistance Media & Communications Elected Member Support Organisation Management Governance

Finance Management Rates Customer Service Lease Management Tenders & Contracts Licensing Insurance Records Payroll Information Technology Human Resources Risk Management Occupational, Safety & Health

Asset Management Drafting Surveying Building Maintenance Fleet Management Fixed Plant Depot & Stores Parks & Reserves Esperance Cemetery Roads, Drains & Footpaths Project Management

Bay of Isles Leisure Centre Airport Waste Management Land & Property Development Economic Development Civic Centre Visitor Centre Library & Culture Community Development Seniors, Youth & Disability Esperance Home Care Volunteer Resource Centre Emergency Services Rangers Health & Environment

3.2. Current Financial Situation The Shire of Esperance has historically adopted balanced budgets each year. This has ensured a sound financial position for the Shire on a year to year approach. Capital expenditure has been adjusted each year to ensure cash deficits are not accumulated. The Shire could continue this budgeting cycle well into the future with minimal noticeable side effects, however the now well documented and increasingly understood infrastructure renewal gap will be unable to be addressed meaningfully and would progressively lead to a reduction in the level of service that the Shire provides. To maintain current service levels it is imperative for the renewal of infrastructure to happen at the optimal intervention period. Capital expenditure on renewal of existing infrastructure will need to increase and match the asset management plans. The Shire is currently generating underlying operating deficits. One of the main objectives of creating a LTFP is to see a movement towards a small operating surplus over the longer term. The

operating deficit position has been highlighted by a move to fair value accounting, as the current depreciation expense that is contained within the operating statement is now based on fair value costs. The increase in depreciation has directly impacted the operating statement. The Shire is currently heavily reliant upon operational and capital grant funding. In the 2018/19 budget external grants accounted for approximately 27% of total income. A large portion of capital expenditure is also reliant upon external funding to assist in the capital works program. Programs such as Roads to Recovery and Regional Road Group are integral to the road network. Any removal or decrease in these external grants will have a direct effect on service levels that the Shire currently undertakes. The Shire employs a large number of staff to maintain service levels. Local Governments are in a competitive employment environment with other employers and need to ensure remuneration and working conditions are comparable.

Long Term Financial Plan: 2019-2029

3.3. Risk Management The Shire is committed to implementing the Risk Management Policy to ensure the goals of the Strategic Community Plan are met and inform decision making within the organisation. The aim of the Risk Management Policy is to protect Shire employees, assets, earnings, liabilities and the public against potential losses and improve the effectiveness and efficiency of the organisation. The objectives of Risk Management Policy are: • Optimise the achievement of our vision, mission, strategies, goals and objectives. • Provide transparent and formal oversight of the risk and control environment to enable effective decision making. • Enhance risk versus return within our risk appetite. • Embed appropriate and effective controls to mitigate risk. • Achieve effective corporate governance and adherence to relevant statutory, regulatory and compliance obligations. • Enhance organisational resilience. • Identify and provide for the continuity of critical operations. Key Organisation Risks The Risk Management Register is an all-embracing document identifying organisational risks and develops treatment plans. The following key organisation wide risks have been identified: • Reduction of external funding sources • Education to community and elected members on changes to legislation/compliance • Improved reporting of identified areas of non-compliance to the Executive Management Team • Improved project/change management to ensure effective communication and consultation occurs • Improved internal communication to reduce level of duplication and errors The major risks associated with the Long Term Financial Plan relate to delays in approvals for major projects and the viability of a project if it relies on land acquisition which may be affected by land price movements and funding of projects. Shire projects that are funded through rate revenue and do not require external approvals have lower risks associated with them. However projects that rely heavily on external funding and additional stakeholders have a far greater risk impact on the Shires long term financial planning. The following risks identified will be dealt with in the Long Term Financial Plan: • Reduced funding from external sources for projects. • Unable to meet service levels required and expected by the community. • Failure to comply with relevant legislation. • Diminishing volunteer base may affect service levels or require paid for positions. • Interest rates on borrowings and investments are predicted to be relatively constant over the life of the long term financial plan. If adverse changes occur this may impact on the Shires reserves and future project costs. • Loss of funded positions within the Shire may affect service levels or require paid for positions. • Unexpected one-off expenditures. • Ageing assets nearing end of life.

Long Term Financial Plan: 2019-2029

3.4. Asset Management in predicting infrastructure renewal demand. The renewal demand is the cost of bringing an asset back to new at the optimum time in its life-cycle. The objectives of Asset Management are: • Ensure a life cycle approach • Develop cost effective management strategies for the long term • Provide a defined level of service and monitor performance • Understand and meet the demands of growth • Manage risks • Ensure the continuous improvement in asset management practices.

The Shire has developed a strategic approach to asset management and developed asset management plans based on the total life cycle of assets. Asset management planning ensures delivery of services from infrastructure is provided in a financially sustainable manner. The Asset Management Plan details information about infrastructure assets including actions required to provide an agreed level of service in the most cost efficient manner. The plan defines the services to be provided, how the services are provided and what funds are required to provide the services. The Asset Management Plans assist the Shire

Funding Gap Summary Service

Predicted Renewal Expenditure ($/yr)*

Current Renewal Expenditure LTFP ($/yr)

Predicted Gap ($/yr)

Transport

11,221,791

11,094,904

- $

126,887

Buildings

2,621,939

2,104,951

- $

516,988

Furniture & Equip

113,365

132,341

18,976

Airport

416,821

321,446

- $

95,374

Sanitation

303,573

- $

303,573

Other Infrastructure

2,252,633

1,718,619

- $

534,014

Fleet

2,218,780

TOTALS

19,148,901

17,591,041

- $

1,557,860

*Based on depreciation

Reserve Transfers(Cash) for future Asset Renewal Jetty Reserve

169,879

Building Maintenance & Replacement Reserve

309,813

Airport Reserve

95,374

Sanitation Reserve

303,573

Priority Projects Reserve

131,745

- $

547,476

Assets Management Gap Shortfall

The above table shows the required expenditure as an average over the term of the plan as well as the proposed average expenditure as shown in the 2019/29 Long Term Financial Plan. Council also cash backs reserves for future asset renewal that is outside for this plan particularly for building maintenance, jetty replacement, sanitation, airport and priority projects. The current renewal expenditure is also reliant upon the assumptions contained within the plan to come to fruition such grant funding and growth assumption.

Long Term Financial Plan: 2019-2029

Some asset classes do not have funding gaps such as Waste Management and Airport as these are self funded business units, while Fleet has been fully funded in the Long Term Financial Plan. Although the average of the plan has an asset management gap shortfall, the later years of the plan closes the asset management gap.

3.5. Workforce Planning Challenges Facing the Workforce

The Workforce Plan details our resources required to deliver the Corporate Business Plan and the strategies to be implemented to address the challenges facing our workforce. The objectives of the Workforce Plan are to identify:

Internal communication within the Shire Performance management Training and mentoring Change management Attracting and retaining staff in critical positions Managing and recording knowledge across the organisation • Improving productivity and efficiency across the organisation • Managing the responsibilities placed on local government • Implications of an ageing working and labour pool • • • • • •

• Internal and external challenges facing our workforce • Critical skills organisation • Gaps between workforce

and

positions

our

current

within and

the

future

• Strategies to address the gaps in resources, mitigate risks and address the challenges.

Projected New Positions Table outlines the projected new positions and their indicative costs Position

Directorate

FTE

19/20

Cost

$56,943

20/21

Cost

21/22

Cost

22/23

Cost

Known Resource Gap Plant Operator

Asset Management

Indoor Stadium Administration

External Services

$54,462

External Services

$119,137

$173,599

Project Requirements Esperance Waste Disposal Facility Total new positions

Total including 16% on cost

$56,943 $66,053

Positions to be funded from existing allocations

Positions requiring additional municipal funds

$201,375

$66,053 3

$201,375

Long Term Financial Plan: 2019-2029

4. Financial Context 4.1. Financial Strategies A principle aim of long term financial planning is to ensure that the Shire remains financially sustainable. Whilst there are many definitions of sustainability, the definition of financial sustainability can be found in the report entitled National Financial Sustainability Study of Local Government for the Australian Local Government Association is as follows: “The financial sustainability of a council is determined by its ability to manage expected financial requirements and financial risks and shocks over the long term without the use of disruptive revenue or expenditure measures; which is determined by: - healthy finances in the current period and long term outlook based on continuation of the council’s present spending and funding policies and given likely economic and demographic developments, and - ensuring infrastructure renewals/replacement expenditure matches forward looking asset management plan expenditure needs.” It is important that sound financial strategies and principles are developed and continually reviewed in line with the changing economic and demographic outlook for the Esperance community. These strategies inform the Long Term Financial Plan and determine future financial focus areas for the Shire. The Shire of Esperance has the following high level financial strategies• Maintain strong financial position. • Work towards achieving an underlying operating surplus within the term of this plan. • Matching long term expenditure to meet the relevant asset management plans. • Maintain a sustainable and responsible level of debt. • Maintain existing operational costs with an additional increase based on the Local Government Cost Index, fair work agreements and the workforce plan.

4.2. Rating Strategy The rating strategy determined by the Council has a direct impact on our long term financial sustainability and thus the ability to continue the delivery of services to meet the Strategic Community Plan and Corporate Business Plan Requirement. As part of the Long Term Financial Plan process, the Shire of Esperance has entered the proposed budget and amount to be raised by rates which will allow Council to determine if the current rating strategy will meet our needs now and in the future. When the current rating strategy does not raise enough funds to cover annual expenditure requirements a funding gap is identified. An inability to reduce or eliminate this funding gap can create longer term issues, such as: • Infrastructure will begin to fail and this will impact on the economic prosperity of the community. • The Shire of Esperance will start to run out of cash as increasing amounts effort will be required to fund maintenance activities in an attempt to prolong infrastructure life. This will significantly reduce our ability to fund existing and/or new services.

Long Term Financial Plan: 2019-2029

There are essentially only three ways to close a funding gap: • Reduce the asset base (i.e. rationalise assets) • Reduce the level of service (however this may not be a long term sustainable strategy). • Secure more funds via targeting grant fundingand increasing rates. Increasing rates is ideally a strategy of last resort, nonetheless it is important that prudent rate increases form part of the multi-prong approach to financial management. The Shire has limited control over other funding sources which are often not indexed and can in some instances decline from year to year. In order to deliver the same level of service, current expenditure levels need to be retained in the longer term. Everything the Shire spends money on (Labour, Plant and Materials) is subject to inflation; often well in excess of the Consumer Price Index (CPI). If CPI increases 2.0% and 50% of the Shire’s revenue is from non-indexed sources, rates need to be increased by double CPI in order to deliver the same level of service as that delivered the previous year. Hence, critical review of service levels and well considered rate increases are an important aspect of long term financial planning. The Shire of Esperance currently has a revenue strategy in place to ensure financial sustainability and to meet the agreed community service levels. The strategy which provides high level direction and identifies that rate increases will not be lower than the Local Government Cost Index (LGCI) plus an additional percentage to cater for the asset management gap and the uncertainty of non indexed external funding. The strategy also looks at the use of differential rates to ensure a more equitable rating effort.

4.3. Debt Strategy The Shire of Esperance currently has a policy position that Council will consider loan funding that is prudent and within guidelines and ratios as identified by the Department of Local Government. Loan funding will be guided by those loans that are proposed in the Long Term Financial Plan. An exception to this is self supporting loans. A number of loans have been proposed throughout the plan to meet the objectives of the Corporate Business Plan. An Indicative Additional Borrowing Capacity sheet has been included within the Plan to highlight the amount of additional borrowing that the Shire can undertake if required.

Long Term Financial Plan: 2019-2029

4.4. Valuation of Non-Current Assets Recently the Shire of Esperance transitioned to “Fair Value” valuation of Non-Current Assets in line with Australian Accounting Standard AASB16.6. At the same time the Shire aims to implement cash backed depreciation so that the Shire’s underlying operating surplus becomes neutral or positive. This approach will align with the Shire’s approach to asset management and help to ensure that the additional amount raised in rates will provide the additional revenue to cash back depreciation and which will also align with the long term.

4.5. Scenario Modelling The Long Term Financial Plan was developed with the ability for the plan to show different scenarios. The scenario models were based around the different growth models that were developed through the Supertowns planning process. The three models that were developed were based around low, medium and high growth. During Long Term Plan workshops with the Councillors these different models were run to inform of the best strategy to adopt to meet community expectations should variations occur in a range of factors or assumptions. The model that is presented is the low growth (0.2% growth) model that is more consistent to the growth that Esperance has traditionally experienced. The plan can easily be adapted to higher growth if economic conditions change.

4.6. Sensitivity Analysis Sensitivity Analysis is used to test the financial impact of variations in the factors or assumptions underlying the plan. Analysing the sensitivity of the LTFP to variations such as CPI estimates, employee costs, interest rates, utility charges, rates increases, recurrent grants and others, will indicate those assumptions which have the greatest impact when varied. The LTFP has the ability to change the assumptions and during the preparation a number of assumptions were tested to determine the optimal solution. This sensitivity analysis showed that small changes to the assumptions can have significant impact on the financial position of the Shire in the longer term. Regular review and refinement of the assumptions is required to ensure the LTFP is relevant and accurate. The assumptions that have been included in the presented model are further discussed in Item 4.7 Financial Assumptions.

Long Term Financial Plan: 2019-2029

4.7. Financial Assumptions. The assumptions used in the preparation of the Long Term Financial Plan (LTFP) can significantly influence the outcome of the plan. Some information as to the major financial assumptions has been included to provide context around how the plan was developed. The LTFP has been prepared using a high level grouping of operating income and expenditure accounts based upon a nature and type analysis. The information used was from the 2018/19 Annual Budget. Abnormal and carryover income and expenditure has been excluded from the accounts to form a “baseline” income and expenditure on which growth assumptions can then be calculated. While the LTFP uses specific assumptions to calculate future years estimated operating income and expenditure it will not remove the need for Council to continue to achieve operational efficiencies. The LTFP has been prepared on the assumption that the community will grow by 0.2% per annum in both population and rateable income. Note that with any increase in community size will also require an equal and offset expenditure to ensure service levels are maintained across the Shire. The plan at this point has been based upon a “business as usual” scenario with current service level delivery being maintained. The Corporate Business Plan requires service levels to be reviewed over the next four years which may effect operational expenditure. Where further efficiencies can be achieved, funds will be directed to asset renewal, maintenance or improved service provisions where identified and required. A cost inflation factor of 2% has been used throughout the LTFP in line with the current Local Government Cost Index (LGCI) . Due to growth factors being used within the plan and the benefit of integrated documentation such as the Corporate Business Plan and Workforce Plan the first 4 years of the LTFP are considered to be more accurate and reliable than the later years of the LTFP. The following information explains the major financial assumptions applicable to the Long Term Financial Plan. Employment Expenses Increases in employment expenses have three main elements. These are 1. Increases contained in the enterprise agreement 2. Increases and movements of levels within the current workforce and; 3. Additional positions that are required to meet the strategic direction of the Council and the growth of the community. Employee costs are estimated to increase by 2.2% for the term of the plan. Renegotiated Enterprise Agreements will have a significant effect on this figure in future years as the current EBA expires in 2019. Note that this increase is reflective of the Shires contribution to employment expenses and does not take into account any increases or decreases in fully funded positions such as Homecare.

Long Term Financial Plan: 2019-2029

Materials and Contracts Increases in Materials and contracts are in line with the Local Government Cost Index of 2% plus an additional 0.2% to take into account the estimated growth in the Shire of Esperance. Utility Charges The plan has factored in increases of 3% for the life of the plan, except in the 2022/23 year where 8% has been used to cater for expected gas costs for the Bay of Isles Leisure Centre to be realised. The Shire is currently working on utility efficiencies such as LED Streetlights and solar power for high energy use buildings. Loan Borrowings and Repayments Loan repayments are calculated on loan schedules that are currently in existence and the estimation of any future loan borrowings. The LTFP has proposed loan borrowings of $4m for a new waste facility and $2.3m for a future stage of Flinders Estate. The existing short term borrowings for Flinders Estate is repaid in line with sales of the Flinders land. The loan will be repaid before any surplus funds are placed into the land development reserve. Reserve Transfers Transfer to Reserves are in line with existing reserve calculations that are contained within the 2018/19 budget and increased by 2% to take into account inflation factors. In areas such as the airport or waste management these transfers could change if their net operating results changed. Continual scrutiny and review of the fees being charged in these areas are essential to ensure sufficient money is being captured in the reserves to pay for large capital expenditure in future years. Interest on Reserve holdings has been calculated at 2.5% and reinvested into the reserve. Rate Revenue Rate yield increases are forecast at 3.75% for 2019/20 and for the following 3 years of the plan until it will decrease to 2.75% for the balance of the plan. It is estimated that the additional income that is generated that is higher than normal operational requirements will be spent on closing the asset management gap that the Shire currently has. Council has a revenue strategy that has recommendations regarding future rate increases to assist in closing the asset management gap specifically within the transport area. Operating Grants An increase of 2% has been allowed for in the LTFP. Although this funding source is somewhat unknown as politcal and economic factors can influence any increases that the different levels of government may offer a small increase has been assumed to cater for general inflation increases.

Long Term Financial Plan: 2019-2029

Fees and Charges Fees and Charges that Council has discretion over has been increased by 3% per annum for term of the LTFP. Proceeds from Sale of Assets Proceeds from Sale of Assets are those relating to plant changeovers and land sales and are representative of estimated sale prices. Capital Grants Roads grants from the Regional Roads Group have been estimated at the existing levels, averaged from the past two years. Regional Road Group is a competitive process and application has to be made each year for specific projects, the allocations can therefore fluctuate significantly. Roads to Recovery grants have been maintained for the life of this plan. A large number of the capital projects are reliant upon grants from external sources. If the funding from these sources does not eventuate the projects may need to be reviewed or alternate funding sourced. Capital Expenditure Capital Expenditure is in line with existing Asset Management Plans and has been increased by 2% in line with expected inflation figures- the asset management plans that were used in the development of the Plan has been Fleet, Footpaths, Drainage, Playgrounds, Waste and Airport. Road expenditure is in line with existing annual allocations and increased by 2% in line with expected inflation. Additional expenditure is expected to be increased over the life of the plan to help address the asset management gap in the transport area and more specifically rural road re-sheeting. The 10 year capital works program has been developed in two formats showing both a source of funding format and also whether the asset is renewal, upgrade or new. As identified in the capital grants section a number of key infrastructure projects are heavily reliant upon external grant funds. If external funding from these projects does not eventuate to the amounts as indicated in the plan then the scope of each capital project will need to be revisited or the project postponed until further funding is sourced.

Long Term Financial Plan: 2019-2029

5. Financial Projections The financial projections in this Long Term Financial Plan have been developed in a format that conforms to the Local Government (Financial Management) Regulations 1996 and Australian Accounting Standards. This format has been chosen as it allows projections to feed into the statutory format of the Annual Budget and key performance measures in the Plan to be compared with Annual Budgets and Annual Financial Reports. The Statutory schedules include: • Statement of Financial Position (Balance Sheet) and Equity Statement • Statement of Comprehensive Income • Statement of Cash Flows • Rate Setting Statement The Statement of Comprehensive Income shows what is expected to happen during the year in terms of revenue, expenses and other adjustments from all activities. Large deficiits are expected in the initial years due mainly to the increase in depreciation from revaluation of infrastructure and large one off operating expenditure that impact the statement. Rates increases will decrease this deficit position with an aim of a balanced position within the term of the plan. The Statement of Financial Position is a snap-shot of the expected financial position of the Shire at the end of the financial year. It reports what is expected to be owned (assets) and what is expected to be owed (liabilities). The bottom line “Net Assets” represents the net worth of the Council. The assets and liabilities are separated into current and non-current. Current means those assets or liabilities which will fall due in the next 12 months. Non-current refers to assets and liabilities that are recoverable or which fall due over a longer period than 12 months. The Statement of Cash Flows shows what is expected to happen during the year in terms of cash. The net cash provided by operating activities shows how much cash is expected to remain after paying for the services provided to the community. This can be used to fund other activities such as capital works and infrastructure. The information in this statement assists in the assessment of the ability to generate cash flows and meet financial commitments as they fall due, including debt repayments. The format of the Rate Setting Statement varies from the format of the statements prepared in Annual Budgets. In Annual Budgets, the bottom line of the statement is the amount to be made up from rates. In the LTFP, rates assessed in accordance with relevant assumptions has been shown as a revenue stream with all other sources of revenue, so that if a surplus results, this can be used to fund other services. However, where a shortfall results, this indicates that the Council is unable to fund the services proposed at the planned rating levels and may need to defer works or services, increase debt or increase rates even further to cover the cost of planned service provision. In the LTFP the Rate Setting Statement shows the accumulated surplus carried forward at the end of each year. The statements are supported by schedules of: • Assumptions used in the Long Term Financial Plan • Calculations and measurement of Key Performance Indicators • Capital works • Cash reserves • Loan borrowings and repayments

Long Term Financial Plan: 2019-2029

Projections & Calculations

Long Term Financial Plan: 2019-2029

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Variable Assumptions Underpinning the Plan

2019/2020

2020/2021

2021/2022

2022/2023

2023/2024

2024/2025

2025/2026

2026/2027

2027/2028

Medium

High

Custom

3.75% 2.0% 2.0% 3.0% 3.0% 2.5% 3.0%

2.75% 2.0% 2.0% 3.0% 3.0% 2.5% 3.0%

OPERATING EXPENSES Employee Costs Materials and Contracts Utility Charges Depreciation on Non-current Assets (see below) Interest Expense (based on estimated borrowings) Insurance Expense Other Expenditure

2.20% 2.0% 3.0% 2.0% 4.0% 3.0% 3.0%

2.20% 2.0% 8.0% 2.0% 4.0% 3.0% 3.0%

2.20% 2.0% 3.0% 2.0% 4.0% 3.0% 3.0%

GROWTH Expected Growth in Shire

0.20%

Use CPI for everything? FALSE

OPERATING REVENUES Rates - Annual Yield Increases Operating Grants, Subsidies and Contributions Non-operating Grants, Subsidies, Contributions Fees and Charges Service Charges Interest Earnings Other revenue

CAPITAL ASSETS FCWP

Capital Projects to be escalated manually

Page 22

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Key Performance Indicators

Ratios as per Regulation 50 of the Local Government (Finacial Management) Regulations 1996**

OPERATING SURPLUS RATIO Operating Revenue Less Operating Exp incl interest & depreciation = Net Operating Surplus Divided by Own Source Revenue Ratio Target > or = 0.01 CURRENT RATIO Current Assets Less Restricted Assets = Net Current Assets Divided by Current Liabilities less Current Liabilities ass'd with Restricted Assets = Net Current Liabilities Ratio Target > or = to 1:1 Assume Provision same as Leave Cash Reserve RATES COVERAGE RATIO Total Rates Revenue Divided by Total Expenses Ratio Target > or = to 40% DEBT SERVICE COVERAGE RATIO Operating Surplus before Interest & Depreciation = Operating Revenue Less Operating Expenses Except Interest Expense and Depreciation = OSBID Divided by Principal and Interest Ratio Target > or = to 2

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

40,775,151 (43,881,994) (3,106,843) 31,659,001

41,972,567 (46,640,035) (4,667,469) 32,640,628

43,349,375 (49,654,331) (6,304,956) 34,230,797

44,629,623 (48,554,845) (3,925,222) 35,320,673

46,125,466 (52,439,319) (6,313,853) 36,622,337

47,220,470 (51,123,036) (3,902,567) 37,519,279

48,470,944 (52,704,702) (4,233,758) 38,292,729

49,884,974 (53,464,352) (3,579,378) 39,775,694

51,343,577 (54,067,287) (2,723,710) 40,624,113

52,821,019 (55,690,274) (2,869,255) 41,887,165

-9.81%

-14.30%

-18.42%

-11.11%

-17.24%

-10.40%

-11.06%

-9.00%

-6.70%

-6.85%

21,198,180 (18,311,245) 2,886,935

22,135,066 (19,242,152) 2,892,914

17,356,425 (14,441,751) 2,914,674

19,218,527 (16,329,096) 2,889,431

12,663,689 (9,794,643) 2,869,046

10,935,667 (8,064,528) 2,871,138

14,333,298 (11,421,709) 2,911,589

17,919,087 (15,065,441) 2,853,646

20,785,606 (17,923,505) 2,862,101

23,638,630 (20,786,081) 2,852,549

2,919,126 (1,354,998) 1,564,128

2,919,126 (1,388,873) 1,530,253

2,919,126 (1,423,595) 1,495,531

2,919,126 (1,459,185) 1,459,941

2,919,126 (1,495,664) 1,423,462

2,919,126 (1,533,056) 1,386,070

2,919,126 (1,571,382) 1,347,744

2,919,126 (1,610,667) 1,308,459

2,919,126 (1,650,933) 1,268,193

2,919,126 (1,692,207) 1,226,919

1.85

1.89

1.95

1.98

2.02

2.07

2.16

2.18

2.26

2.32

1,354,998

1,388,873

1,423,595

1,459,185

1,495,664

1,533,056

1,571,382

1,610,667

1,650,933

1,692,207

20,592,577 43,881,994

21,405,984 46,640,035

22,251,438 49,654,331

23,130,284 48,554,845

24,043,842 52,439,319

24,753,042 51,123,036

25,483,161 52,704,702

26,234,816 53,464,352

27,008,641 54,067,287

27,805,291 55,690,274

46.9%

45.9%

44.8%

47.6%

45.9%

48.4%

49.1%

50.0%

49.9%

40,775,151 (43,881,994) 16,330,332 13,223,489 215,639

41,972,567 (46,640,035) 17,894,929 13,227,461 234,483

43,349,375 (49,654,331) 17,889,842 11,584,887 1,243,216

44,629,623 (48,554,845) 18,830,394 14,905,172 1,213,516

46,125,466 (52,439,319) 19,463,498 13,149,645 776,446

47,220,470 (51,123,036) 19,710,653 15,808,086 506,211

48,470,944 (52,704,702) 20,757,424 16,523,666 505,619

49,884,974 (53,464,352) 20,725,118 17,145,740 505,016

51,343,577 (54,067,287) 20,581,982 17,858,273 504,009

52,821,019 (55,690,274) 21,376,227 18,506,971 503,323

Page 23

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Key Performance Indicators

Ratios as per Regulation 50 of the Local Government (Finacial Management) Regulations 1996**

2018/2019 $0s ASSET SUSTAINABILITY RATIO Capital Renewal Expenditure Divided by Depreciation Expense Ratio Target > or = to 90% ASSET CONSUMPTION RATIO Deprec'd Replace't Cost Assets (Written Down Value) Divided by Current Replacement Cost Ratio Target > or = to 50% New Assets Acquired at Cost Fair Value Revaluation (6% - 3-yearly) Current Replacement Cost of Assets ASSET RENEWAL FUNDING RATIO** Capital Investment on Renewal Renewal Demand (From Asset Mgmt Plans) Ratio Target > or = to 75% OWN SOURCE REVENUE COVERAGE RATIO Own Source Operating Revenue Divided by Operating Expense Ratio Target >40%

27,583,000 16,236,002 169.9%

517,166,902 669,278,808 77.3%

2019/2020 $0s

13,814,711 17,807,144 77.6%

519,863,267 673,028,579 77.2%

2020/2021 $0s

14,330,091 17,759,204 80.7%

524,754,328 707,587,616 74.2%

2021/2022 $0s

15,531,647 18,731,309 82.9%

552,038,838 718,099,103 76.9%

2022/2023 $0s

18,616,989 19,155,695 97.2%

563,463,305 728,417,067 77.4%

2023/2024 $0s

20,728,102 19,414,463

2024/2025 $0s 16,173,770 20,473,389

106.8%

571,511,259 764,352,471

79.0%

596,429,052 771,403,758

74.8%

77.3%

2025/2026 $0s 16,590,839 20,453,900 81.1%

598,189,765 774,867,296 77.2%

2026/2027 $0s 17,145,935 20,324,673 84.4%

597,566,238 807,801,569 74.0%

2027/2028 $0s 17,691,725 21,133,232 83.7%

626,269,370 814,703,514 76.9%

9,498,430 3,478,275 669,278,808

673,028,579 673,028,579

682,770,933 24,816,683 707,587,616

714,827,904 3,271,199 718,099,103

728,417,067 728,417,067

736,798,235 27,554,236 764,352,471

767,795,895 3,607,863 771,403,758

774,867,296 774,867,296

778,392,149 29,409,420 807,801,569

811,394,471 3,309,043 814,703,514

27,583,000 15,271,646

13,814,711 15,775,810

14,330,091 15,590,254

15,531,647 15,590,254

18,616,989 16,138,348

20,728,102 15,838,752

16,173,770 15,625,556

16,590,839 15,499,096

17,145,935 16,312,552

17,691,725 15,470,168

180.6%

87.6%

91.9%

99.6%

115.4%

130.9%

103.5%

107.0%

105.1%

114.4%

31,659,001 (43,834,640)

32,640,628 (46,596,985)

34,230,797 (49,616,037)

35,320,673 (48,520,623)

36,622,337 (52,408,784)

37,519,279 (51,095,179)

38,292,729 (52,679,544)

39,775,694 (53,442,038)

40,624,113 (54,047,981)

41,887,165 (55,674,142)

72.2%

70.0%

69.0%

72.8%

69.9%

73.4%

72.7%

74.4%

75.2%

** Asset Renewal Funding Ratio as been modified from the Ratio set out in Reg 50 of the LG(Financial Management) Regs 1996 until DLG release guidance note on calculation Note that the divisor in the Operating Surplus Ratio is Rates Revenue. However, this is currently under review and the ratio is likely to change to also include fees and charges and other revenue generated by the efforts of a local government.

Page 24

2018/2019 -9.81%

2019/2020 -14.30%

2020/2021 -18.42%

2021/2022 -11.11%

2022/2023 -17.24%

2023/2024 -10.40%

2024/2025 -11.06%

2025/2026 -9.00%

2026/2027 -6.70%

2027/2028 -6.85%

OPERATING SURPLUS RATIO 0.00%

2018/2019

2019/2020

2020/2021

2021/2022

2022/2023

2023/2024

2024/2025

2025/2026

2026/2027

2027/2028

-5.00% -10.00% -15.00% OPERATING SURPLUS RATIO

-20.00%

2018/2019 1.85

2019/2020 1.89

2020/2021 1.95

2021/2022 1.98

2022/2023 2.02

2023/2024 2.07

2024/2025 2.16

2025/2026 2.18

2026/2027 2.26

2027/2028 2.32

CURRENT RATIO 2.50 2.00

CURRENT RATIO

1.50 1.00 0.50 -

2018/2019

2019/2020

2020/2021

2021/2022

2022/2023

Page 25

2023/2024

2024/2025

2025/2026

2026/2027

2027/2028

2018/2019 46.9%

2019/2020 45.9%

2020/2021 44.8%

2021/2022 47.6%

2022/2023 45.9%

2023/2024 48.4%

2024/2025 48.4%

2025/2026 49.1%

2026/2027 50.0%

2027/2028 49.9%

RATES COVERAGE RATIO 51.0% 50.0% 49.0% 48.0% 47.0%

RATES COVERAGE RATIO

46.0% 45.0% 44.0% 43.0% 42.0%

2018/2019

2019/2020

2019/2020 61

2020/2021

2020/2021 56

2021/2022

2021/2022 9

2022/2023

2022/2023 12

2023/2024

2023/2024 17

2024/2025

2025/2026

2024/2025 31

2026/2027

2025/2026 33

2027/2028

2026/2027 34

2027/2028 35

DEBT SERVICE COVERAGE RATIO 70 60 50

DEBT SERVICE COVERAGE RATIO

40 30 20 10 0

2018/2019

2019/2020

2020/2021

2021/2022

2022/2023

Page 26

2023/2024

2024/2025

2025/2026

2026/2027

2027/2028

2018/2019 169.9%

2019/2020 77.6%

2020/2021 80.7%

2021/2022 82.9%

2022/2023 97.2%

2023/2024 106.8%

2024/2025 79.0%

2025/2026 81.1%

2026/2027 84.4%

2027/2028 83.7%

ASSET SUSTAINABILITY RATIO 180.0% 160.0% 140.0%

ASSET SUSTAINABILITY RATIO

120.0% 100.0% 80.0% 60.0% 40.0% 20.0% 0.0%

2018/2019

2018/2019 77.3%

2019/2020

2019/2020 77.2%

2020/2021

2020/2021 74.2%

2021/2022

2021/2022 76.9%

2022/2023

2022/2023 77.4%

2023/2024

2023/2024 74.8%

2024/2025

2024/2025 77.3%

2025/2026

2025/2026 77.2%

2026/2027

2027/2028

2026/2027 74.0%

2027/2028 76.9%

ASSET CONSUMPTION RATIO 78.0% 77.0% 76.0% 75.0%

ASSET CONSUMPTION RATIO

74.0% 73.0% 72.0%

2018/2019

2019/2020

2020/2021

2021/2022

2022/2023

Page 27

2023/2024

2024/2025

2025/2026

2026/2027

2027/2028

2018/2019 180.6%

2019/2020 87.6%

2020/2021 91.9%

2021/2022 99.6%

2022/2023 115.4%

2023/2024 130.9%

2024/2025 103.5%

2025/2026 107.0%

2026/2027 105.1%

2027/2028 114.4%

ASSET RENEWAL FUNDING RATIO 200.0% 180.0% 160.0% 140.0% 120.0% 100.0% 80.0% 60.0% 40.0% 20.0% 0.0%

ASSET RENEWAL FUNDING RATIO

2018/2019

2018/2019 72.2%

2019/2020

2019/2020 70.0%

2020/2021

2020/2021 69.0%

2021/2022

2021/2022 72.8%

2022/2023

2023/2024

2022/2023 69.9%

2023/2024 73.4%

2024/2025

2025/2026

2024/2025 72.7%

2025/2026 74.4%

2026/2027

2027/2028

2026/2027 75.2%

2027/2028 75.2%

OWN SOURCE REVENUE COVERAGE RATIO 76.0% 75.0% 74.0% 73.0% 72.0% 71.0% 70.0% 69.0% 68.0% 67.0% 66.0% 65.0%

OWN SOURCE REVENUEâ&#x20AC;¦

2018/2019

2019/2020

2020/2021

2021/2022

2022/2023

Page 28

2023/2024

2024/2025

2025/2026

2026/2027

2027/2028

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Statement of Projected Comprehensive Income by Nature and Type

INCOME: REVENUES FROM ORDINARY ACTIVITIES

2018/2019 Adj. 2018/2019 2019/2020 $0s $0s $0s

EXCLUDING PROFIT ON ASSET DISPOSAL, NON-OPERATING GRANTS, SUBSIDIES & CONTRIBUTIONS

Rates Rates Growth Operating Grants, Subsidies & Contributions Fees & Charges Service Charges Interest Earnings Interest Earnings- Reserve One off income Type 1 One off income Type 2 Other Revenue Total Revenue

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

20,592,577 7,472,224 9,306,174 363,500 568,876 800,427 39,103,778

20,592,577 9,148,960 9,306,174 363,500 568,876 795,064 40,775,151

21,364,799 41,185 9,331,939 9,585,359 372,588 457,781 818,916 41,972,567

22,208,708 42,730 9,518,578 9,872,920 381,902 481,054 843,483 43,349,375

23,085,867 44,417 9,708,950 10,169,108 391,450 361,044 868,788 44,629,623

23,997,670 46,172 9,903,129 10,474,181 401,236 408,227 894,852 46,125,466

24,705,047 47,995 10,101,191 10,788,406 411,267 244,866 921,697 47,220,470

25,433,751 49,410 10,303,215 11,112,058 421,549 201,613 949,348 48,470,944

26,183,948 50,868 10,509,279 11,445,420 432,087 285,543 977,828 49,884,974

26,956,273 52,368 10,719,465 11,788,783 442,889 376,636 1,007,163 51,343,577

27,751,379 53,913 10,933,854 12,142,446 453,962 448,088 1,037,378 52,821,019

(15,658,376) (14,160,573) (1,174,740) (801,339) (1,338,486) (94,330) (16,236,002) (49,463,846)

(15,658,376) (9,631,948) (1,174,740) (565,387) (521,211) (94,330)

(16,236,002) (43,881,994)

(16,034,177) (9,843,851) (1,209,982) (582,349) (536,847) (87,785) (537,900) (17,807,144) (46,640,035)

(16,418,997) (10,060,416) (1,246,282) (599,819) (552,953) (130,638) (2,886,022) (17,759,204) (49,654,331)

(16,813,053) (10,281,745) (1,283,670) (617,814) (569,541) (99,084) (158,628) (18,731,309) (48,554,845)

(17,216,566) (10,507,943) (1,386,364) (636,348) (586,628) (307,803) (2,641,972) (19,155,695) (52,439,319)

(17,629,764) (10,739,118) (1,427,955) (655,438) (604,226) (296,190) (355,882) (19,414,463) (51,123,036)

(18,052,878) (10,975,378) (1,470,793) (675,102) (622,353) (284,035) (150,773) (20,473,389) (52,704,702)

(18,486,147) (11,216,837) (1,514,917) (695,355) (641,024) (271,218) (184,954) (20,453,900) (53,464,352)

(18,929,815) (11,463,607) (1,560,365) (716,215) (660,255) (257,309) (155,048) (20,324,673) (54,067,287)

(19,384,131) (11,715,807) (1,607,176) (737,702) (680,062) (242,995) (189,171) (21,133,232) (55,690,274)

(10,360,068)

(3,106,843)

(4,667,469)

(6,304,956)

(3,925,222)

(6,313,853)

(3,902,567)

(4,233,758)

(3,579,378)

(2,723,710)

(2,869,255)

14,847,976 32,810 14,880,786

4,868,284 4,868,284

4,826,923 400,000 5,226,923

4,880,277 400,000 5,280,277

7,931,976 400,000 8,331,976

9,987,430 400,000 10,387,430

5,043,993 125,000 5,168,993

5,101,687 400,000 5,501,687

5,160,535 5,160,535

5,220,559 5,220,559

4,520,718

11,773,943

200,815

(1,078,033)

1,355,055

2,018,123

6,484,863

935,235

1,922,309

2,436,825

2,351,304

EXPENDITURE: EXPENSES FROM ORDINARY ACTIVITIES

EXCLUDING LOSS ON ASSET DISPOSAL

Employee Costs Materials & Contracts Utilities Insurance Other Expenditure Interest Expenses One off expenditure - Labour One off expenditure - Contracts & Materials One off expenditure - Other Depreciation Total Expenditure Sub-total Non-Operating Grants, Subsidies & Contributions Profit on Asset Disposals Loss on Asset Disposals Sub-total

NET RESULT Other Comprehensive Income/ Expenses Impairment of Assets Expense Total Other Comprehensive Income/ Expenses TOTAL COMPREHENSIVE INCOME

4,520,718

11,773,943

200,815

(1,078,033)

Page 29

1,355,055

2,018,123

6,484,863

935,235

1,922,309

2,436,825

2,351,304

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Statement of Projected Comprehensive Income by Program

INCOME: REVENUES FROM ORDINARY ACTIVITIES

EXCLUDING PROFIT ON ASSET DISPOSAL AND NON-OPERATING GRANTS, SUBSIDIES & CONTRIBUTIONS

Governance General Purpose Funding Law, Order, Public Safety Health Education and Welfare Housing Community Amenities Recreation and Culture Transport Economic Services Other Property and Services Total Revenue

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

321,036 23,839,355 1,000,964 63,500 3,948,603 4,633,840 1,695,259 1,330,027 1,741,737 529,457 39,103,778

344,588 25,588,293 1,074,398 68,159 4,238,286 4,973,795 1,819,629 1,427,602 1,869,517 568,300 41,972,567

355,892 26,427,655 1,109,641 70,394 4,377,313 5,136,948 1,879,318 1,474,431 1,930,842 586,942 43,349,375

366,402 27,208,149 1,142,413 72,473 4,506,589 5,288,659 1,934,820 1,517,976 1,987,866 604,276 44,629,623

378,683 28,120,080 1,180,703 74,902 4,657,636 5,465,918 1,999,669 1,568,854 2,054,493 624,529 46,125,466

387,673 28,787,642 1,208,732 76,681 4,768,207 5,595,677 2,047,140 1,606,098 2,103,266 639,355 47,220,470

397,939 29,549,985 1,240,741 78,711 4,894,476 5,743,859 2,101,352 1,648,630 2,158,964 656,286 48,470,944

409,548 30,412,038 1,276,937 81,007 5,037,262 5,911,423 2,162,654 1,696,725 2,221,947 675,432 49,884,974

421,523 31,301,266 1,314,274 83,376 5,184,548 6,084,269 2,225,889 1,746,336 2,286,915 695,181 51,343,577

433,652 32,201,979 1,352,093 85,775 5,333,736 6,259,348 2,289,940 1,796,588 2,352,722 715,186 52,821,019

(2,410,240) (560,937) (1,761,569) (416,855) (4,883,383) (5,519,464) (13,382,454) (16,300,344) (3,140,977) (993,293) (49,369,516)

(2,276,986) (529,925) (1,664,178) (393,808) (4,613,397) (5,214,311) (12,599,531) (15,399,151) (2,967,323) (893,642) (46,552,250)

(2,424,145) (564,173) (1,771,732) (419,260) (4,911,555) (5,551,306) (13,421,365) (16,394,381) (3,159,097) (906,679) (49,523,693)

(2,370,467) (551,681) (1,732,500) (409,976) (4,802,800) (5,428,385) (13,127,402) (16,031,364) (3,089,146) (912,039) (48,455,760)

(2,560,109) (595,816) (1,871,104) (442,775) (5,187,032) (5,622,665) (14,184,042) (17,313,901) (3,336,283) (1,017,789) (52,131,516)

(2,495,848) (580,861) (1,824,137) (431,661) (5,056,832) (5,481,739) (13,829,918) (16,879,304) (3,252,539) (994,007) (50,826,846)

(2,573,065) (598,831) (1,880,573) (445,016) (5,213,283) (5,665,175) (14,261,355) (17,401,523) (3,353,168) (1,028,679) (52,420,667)

(2,610,152) (607,463) (1,907,678) (451,430) (5,288,423) (5,757,107) (14,470,115) (17,652,337) (3,401,498) (1,046,932) (53,193,134)

(2,639,587) (614,313) (1,929,192) (456,521) (5,348,063) (5,831,938) (14,636,559) (17,851,408) (3,439,858) (1,062,539) (53,809,978)

(2,718,822) (632,754) (1,987,102) (470,225) (5,508,600) (6,021,256) (15,079,672) (18,387,270) (3,543,115) (1,098,464) (55,447,280)

(10,265,738)

(4,579,683)

(6,174,318)

(3,826,138)

(6,006,050)

(3,606,376)

(3,949,723)

(3,308,160)

(2,466,400)

(2,626,261)

(47,354) (46,976) (94,330)

(43,050) (44,735) (87,785)

(38,293) (92,345) (130,638)

(34,222) (64,863) (99,084)

(240,000) (30,535) (37,268) (307,803)

(233,767) (27,857) (34,566) (296,190)

(227,160) (25,158) (31,717) (284,035)

(220,156) (22,314) (28,748) (271,218)

(212,732) (19,306) (25,271) (257,309)

(204,863) (16,132) (22,000) (242,995)

EXPENDITURE: EXPENSES FROM ORDINARY ACTIVITIES

EXCLUDING LOSS ON ASSET DISPOSAL AND FINANCE COSTS

Net Result from Operating Activities FINANCE COSTS Governance Law, Order, Public Safety Health Education and Welfare Community Amenities Recreation and Culture Transport Economic Services Other Property and Services Sub-total

Page 30

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Statement of Projected Comprehensive Income by Program 2018/2019 $0s NON-OPERATING GRANTS, SUBSIDIES, CONTRIBUTIONS Law, Order, Public Safety Education & Welfare Community Amenities Recreation and Culture Transport Economic Services Other Property and Services Sub-total PROFIT / (LOSS) ON DISPOSAL OF ASSETS Governance General Purpose Funding Law, Order, Public Safety Health Education and Welfare Housing Community Amenities Recreation and Culture Transport Economic Services Other Property and Services Sub-total NET RESULT OTHER COMPREHENSIVE INCOME Changes in Valuation of non-current assets Total Other Comprehensive Income TOTAL COMPREHENSIVE INCOME

122,918 330,000 10,300,639 4,094,419 14,847,976 3,971 4,612 (5,157) (158,557) (8,364) 196,305 32,810 4,520,718 4,520,718

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2027/2028 $0s

4,180,277 -

700,000 4,460,535 -

700,000 4,520,559 -

4,826,923

4,880,277

7,931,976

9,987,430

5,043,993

5,101,687

5,160,535

5,220,559

400,000 400,000

1,355,055

2,018,123

6,484,863

4,126,923 -

4,868,284

(1,078,033) (1,078,033)

Page 31

2026/2027 $0s

700,000 4,401,687 -

4,168,284 -

200,815

2025/2026 $0s

700,000 4,343,993 -

700,000 -

2024/2025 $0s

700,000 5,000,000 4,287,430 -

700,000 -

200,815

2023/2024 $0s

700,000 7,231,976 -

700,000 -

2022/2023 $0s

1,355,055

2,018,123

6,484,863

(275,000) 400,000 125,000 935,235 935,235

400,000 400,000 1,922,309 1,922,309

2,436,825 2,436,825

2,351,304 2,351,304

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Statement of Projected Cash Flows

CASH FLOWS FROM OPERATING ACTIVITIES RECEIPTS Rates Operating Grants, Subsidies & Contributions Fees & Charges Service Charges Interest Earnings One off income Type 1 One off income Type 2 Goods and Services Tax Other Revenue Net Movement Receivables Sub-total PAYMENTS Employee Costs Materials & Contracts Utilities (gas, electricity, water, etc.) Insurance Interest Paid on Loans Goods and Services Tax Other Expenditure One off expenditure - Labour One off expenditure - Contracts & Materials One off expenditure - Other Net Movement Payables Sub-total Net Cash Provided by (Used in) Operating Activities

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

20,592,577 7,472,224 9,306,174 932,376 3,400,000 800,427 42,503,778

21,405,984 9,331,939 9,585,359 830,369 3,400,000 818,916 45,372,567

22,251,438 9,518,578 9,872,920 862,956 3,400,000 843,483 46,749,375

23,130,284 9,708,950 10,169,108 752,494 3,400,000 868,788 48,029,623

24,043,842 9,903,129 10,474,181 809,463 3,400,000 894,852 49,525,466

24,753,042 10,101,191 10,788,406 656,133 3,400,000 921,697 50,620,470

25,483,161 10,303,215 11,112,058 623,162 3,400,000 949,348 51,870,944

26,234,816 10,509,279 11,445,420 717,630 3,400,000 977,828 53,284,974

27,008,641 10,719,465 11,788,783 819,525 3,400,000 1,007,163 54,743,577

27,805,291 10,933,854 12,142,446 902,049 3,400,000 1,037,378 56,221,019

(14,964,819) (14,823,983) (1,174,740) (801,339) (94,330) (3,400,000) (1,338,486) 5,000 (36,592,697)

(16,034,177) (9,843,851) (1,209,982) (582,349) (87,785) (3,400,000) (536,847) (537,900) (32,232,892)

(16,418,997) (10,060,416) (1,246,282) (599,819) (130,638) (3,400,000) (552,953) (2,886,022) (35,295,126)

(16,813,053) (10,281,745) (1,283,670) (617,814) (99,084) (3,400,000) (569,541) (158,628) (33,223,535)

(17,216,566) (10,507,943) (1,386,364) (636,348) (307,803) (3,400,000) (586,628) (2,641,972) (36,683,624)

(17,629,764) (10,739,118) (1,427,955) (655,438) (296,190) (3,400,000) (604,226) (355,882) (35,108,574)

(18,052,878) (10,975,378) (1,470,793) (675,102) (284,035) (3,400,000) (622,353) (150,773) (35,631,313)

(18,486,147) (11,216,837) (1,514,917) (695,355) (271,218) (3,400,000) (641,024) (184,954) (36,410,452)

(18,929,815) (11,463,607) (1,560,365) (716,215) (257,309) (3,400,000) (660,255) (155,048) (37,142,614)

(19,384,131) (11,715,807) (1,607,176) (737,702) (242,995) (3,400,000) (680,062) (189,171) (37,957,042)

5,911,081

13,139,675

11,454,249

14,806,087

12,841,842

15,511,896

16,239,632

16,874,522

17,600,963

18,263,977

Page 32

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Statement of Projected Cash Flows

2018/2019 $0s CASH FLOWS FROM INVESTING ACTIVITIES Payments for Land Payments for Investment Property Payments for Buildings Payments for Furniture and Equipment Payments for Plant & Equipment Payments for Plant & Equipment - Under Lease Payments for Intagibles Payments for Infrastructure - Roads (Formation Only) Payments for Infrastructure - Roads (Ex Formation) Payments for Infrastructure - Bridges Payments for Infrastructure - Drainage Payments for Infrastructure - Parks, Gardens and Reserves Payments for Infrastructure - Footpaths and Cycleways Payments for Infrastructure - Airports (Fromation Only) Payments for Infrastructure - Airports (Ex Formation) Payments for Infrastructure - Sewerage Payments for Infrastructure - Other Advances to Community Groups / Third Parties Grants / Contributions for the Development of Assets Proceeds from Sale of Assets Net Movement Non Current Receivables Net Movement Non Current Payables Net Cash Provided by (Used in) Investing Activities CASH FLOWS FROM FINANCING ACTIVITIES Proceeds from Loans Proceeds from Self Supporting Loans Payments on Loans Net Cash Provided by (Used in) Financing Activities NET INCREASE (DECREASE) IN CASH HELD Cash at Beginning of Year Cash at the End of Year

(860,000) (8,939,041) (160,054) (3,555,035) (13,436,666) (252,275) (2,506,523) (928,934) (6,442,902)

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

(21,062,220)

(250,000) (123,792) (3,048,394) (11,906,435) (595,000) (488,826) (192,353) (214,464) (745,218) 4,868,284 539,249 (12,156,949)

(2,188,388) (500,000) (136,006) (3,504,649) (12,357,937) (612,000) (423,891) (200,000) (4,149,574) 4,826,923 1,822,179 (17,423,343)

(105,786) (3,524,045) (13,372,151) (612,000) (1,003,891) (4,154,062) 4,880,277 1,972,799 (15,918,859)

(116,635) (3,876,585) (13,348,568) (650,000) (784,481) (10,000,000) (158,684) 7,931,976 2,025,989 (18,976,988)

(10,000,000) (109,054) (3,576,989) (13,551,353) (670,000) (1,040,016) (161,858) 9,987,430 2,046,854 (17,074,986)

(147,546) (3,363,793) (14,159,594) (689,000) (1,093,816) (163,445) 5,043,993 1,905,247 (12,667,954)

(122,257) (3,237,333) (14,177,601) (702,780) (1,447,692) (200,000) (166,714) 5,101,687 1,847,627 (13,105,063)

(131,502) (4,050,789) (14,299,966) (716,836) (1,101,646) (200,000) (170,049) 5,160,535 969,642 (14,540,611)

(170,782) (3,208,405) (15,145,139) (731,173) (1,655,679) (200,000) (173,450) 5,220,559 857,684 (15,206,385)

60,000 77,473 (121,309) 16,164

100,858 (146,698) (45,840)

2,238,388 64,643 (1,112,578) 1,190,453

4,025,000 64,306 (1,114,432) 2,974,874

48,951 (468,643) (419,692)

45,088 (210,021) (164,933)

47,538 (221,584) (174,046)

50,128 (233,798) (183,670)

52,866 (246,700) (193,834)

55,760 (260,328) (204,568)

(4,778,641) 18,608,012 13,829,371

1,862,102 13,829,371 15,691,473

(6,554,838) 15,691,473 9,136,635

(1,728,023) 9,136,635 7,408,613

14,847,976 1,171,234

(15,134,975) 32,806,101 17,671,126

936,886 17,671,126 18,608,012

Page 33

3,397,632 7,408,613 10,806,244

3,585,789 10,806,244 14,392,033

2,866,518 14,392,033 17,258,552

2,853,024 17,258,552 20,111,576

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Statement of Projected Financial Postition 2017/2018 ASSETS CURRENT ASSETS Cash and Cash Equivalents Receivables Inventories GST Receivable Total Current Assets NON-CURRENT ASSETS Receivables Land Investment Property Buildings Furniture and Equipment Plant and Equipment Plant and Equipment - Under Lease Intangibles Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) Infrastructure - Bridges Infrastructure - Drainage Infrastructure - Parks, Gardens and Reserves Infrastructure - Footpaths and Cycleways Infrastructure - Airports (Formation Only) Infrastructure - Airports (Ex Formation) Infrastructure - Culverts & Pipes Infrastructure - Other Work in Progress Total Non-Current Assets TOTAL ASSETS LIABILITIES CURRENT LIABILITIES Payables Current Portion of Long Term Borrowings (all loans) Provisions Provisions- Long Service Leave Provision- Waste Facility Total Current Liabilities

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

32,806,101 3,303,580 366,259 36,475,940

17,671,126 3,160,795 366,259 21,198,180

18,608,012 3,160,795 366,259 22,135,066

13,829,371 3,160,795 366,259 17,356,425

15,691,473 3,160,795 366,259 19,218,527

9,136,635 3,160,795 366,259 12,663,689

7,408,613 3,160,795 366,259 10,935,667

10,806,244 3,160,795 366,259 14,333,298

14,392,033 3,160,795 366,259 17,919,087

17,258,552 3,160,795 366,259 20,785,606

20,111,576 3,160,795 366,259 23,638,630

870,324 26,267,967 5,523,228 49,032,214 432,103 15,389,377

498,330,222

870,324 26,267,967 6,208,228 59,167,754 502,905 16,128,818 338,597,583 18,200,113 11,382,311 12,720,355 4,608,947 8,420,019 18,440,177 521,515,501

870,324 26,267,967 6,208,228 56,661,808 518,694 16,595,185 341,146,716 18,592,493 10,834,643 12,351,069 4,618,720 8,302,928 17,764,813 520,733,591

870,324 26,267,967 7,796,616 54,519,979 543,029 17,163,540 364,540,539 20,113,034 10,923,026 12,746,611 4,693,623 8,685,641 21,577,405 550,441,335

870,324 26,267,967 7,196,616 55,254,022 533,125 17,531,621 367,830,536 20,501,346 10,918,877 12,186,567 4,488,123 8,564,857 24,036,380 556,180,361

870,324 26,267,967 6,596,616 52,682,706 535,754 18,143,000 371,008,019 20,923,208 10,701,177 11,651,129 14,156,486 8,445,752 22,351,492 564,333,629

870,324 26,267,967 5,996,616 60,131,050 530,511 18,370,323 396,559,656 22,615,735 11,394,284 11,838,284 14,386,065 8,835,049 22,139,954 599,935,818

870,324 26,267,967 5,396,616 60,665,639 563,561 18,505,804 399,757,069 23,053,208 11,435,404 11,318,149 13,756,203 8,712,186 20,605,109 600,907,239

870,324 26,267,967 4,796,616 57,842,487 565,337 18,560,355 402,885,475 23,499,594 11,817,853 11,018,009 13,153,919 8,591,033 19,191,120 599,060,089

870,324 26,267,967 4,796,616 55,150,713 575,684 19,272,667 430,222,743 25,365,044 12,537,563 11,392,138 13,367,239 8,987,026 19,040,258 627,845,982

870,324 26,267,967 4,796,616 55,893,248 621,864 19,196,902 433,478,237 25,814,322 13,023,618 11,088,747 12,781,984 8,862,050 17,752,857 630,448,737

534,806,162

542,713,681

542,868,657

567,797,760

575,398,888

576,997,319

610,871,485

615,240,537

616,979,176

648,631,588

654,087,366

1,932,079 121,309 1,141,615 987,047 617,365 4,799,415

1,932,079 146,698 1,141,615 987,047 617,365 4,824,804

1,932,079 1,112,578 1,141,615 987,047 617,365 5,790,684

1,932,079 1,114,432 1,141,615 987,047 617,365 5,792,538

1,932,079 468,643 1,141,615 987,047 617,365 5,146,749

1,932,079 210,021 1,141,615 987,047 617,365 4,888,127

1,932,079 221,584 1,141,615 987,047 617,365 4,899,690

1,932,079 233,798 1,141,615 987,047 617,365 4,911,904

1,932,079 246,700 1,141,615 987,047 617,365 4,924,806

1,932,079 260,328 1,141,615 987,047 617,365 4,938,434

334,229,610 18,146,899 9,753,486 12,333,306 4,819,979 8,538,761 12,992,968

Page 34

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Statement of Projected Financial Postition 2017/2018

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

NON-CURRENT LIABILITIES Payables Long Term Borrowings Provisions Total Non-Current Liabilities TOTAL LIABILITIES NET ASSETS

1,625,178 5,735,735 7,360,913

1,563,869 5,705,570 7,269,439

1,391,782 5,806,427 7,198,209

1,551,712 5,871,071 7,422,783

4,460,426 5,935,378 10,395,804

4,637,572 5,984,329 10,621,901

4,686,173 6,029,416 10,715,589

4,453,026 6,076,954 10,529,980

4,207,014 6,127,082 10,334,096

3,947,412 6,179,948 10,127,360

3,673,456 6,235,708 9,909,164

12,160,328

12,068,854

12,023,013

13,213,467

16,188,342

15,768,650

15,603,716

15,429,670

15,246,000

15,052,166

14,847,598

522,645,834

530,644,827

530,845,644

554,584,293

559,210,546

561,228,669

595,267,769

599,810,867

601,733,176

633,579,421

639,239,768

Page 35

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Statement of Projected Financial Postition 2017/2018 NET CURRENT ASSETS CURRENT ASSETS Cash and Cash Equivalents Receivables Inventories Total Current Assets CURRENT LIABILITIES Payables Provisions - Annual Leave Total Current Liabilities NET CURRENT ASSETS LESS: Restricted Reserves ADD: Restricted Cash not in Reserves (Muni) ADD: Cash-backed Leave Reserve (Homecare) OPENING/CLOSING FUNDS

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

32,806,101 3,226,107 190,202 36,222,410

17,671,126 3,160,795 366,259 21,198,180

18,608,012 3,160,795 366,259 22,135,066

13,829,371 3,160,795 366,259 17,356,425

15,691,473 3,160,795 366,259 19,218,527

9,136,635 3,160,795 366,259 12,663,689

7,408,613 3,160,795 366,259 10,935,667

10,806,244 3,160,795 366,259 14,333,298

14,392,033 3,160,795 366,259 17,919,087

17,258,552 3,160,795 366,259 20,785,606

20,111,576 3,160,795 366,259 23,638,630

1,932,079 1,141,615 3,073,694

33,148,716

18,124,486

19,061,372

14,282,731

16,144,833

9,589,995

7,861,973

11,259,604

14,845,393

17,711,912

20,564,936

(28,877,157) 187,578

(18,311,245) 186,759

(19,242,152) 191,428

(14,441,751) 196,214

(16,329,096) 201,119

(9,794,643) 206,147

(8,064,528) 211,301

(11,421,709) 216,583

(15,065,441) 221,998

(17,923,505) 227,548

(20,786,081) 233,236

10,648

37,194

16,856

1,499

8,745

54,478

1,950

15,954

12,091

4,459,137

Page 36

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Statement of Projected Changes in Equity

EQUITY RETAINED SURPLUS Balance 1 July Net Transfer from / (to) Reserve Net Total Comprehensive Income Balance 30 June

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

293,097,473 10,565,910 4,520,718 308,184,101

308,184,101 (930,907) 200,815 307,454,009

307,454,009 4,800,401 (1,078,033) 311,176,378

311,176,378 (1,887,345) 1,355,055 310,644,088

310,644,088 6,534,453 2,018,123 319,196,664

319,196,664 1,730,115 6,484,863 327,411,642

327,411,642 (3,357,181) 935,235 324,989,696

324,989,696 (3,643,732) 1,922,309 323,268,273

323,268,273 (2,858,064) 2,436,825 322,847,034

322,847,034 (2,862,576) 2,351,304 322,335,762

CASH BACKED RESERVES Balance 1 July Net Transfer (from) / to Reserve Balance 30 June

28,877,155 (10,565,910) 18,311,245

18,311,245 930,907 19,242,152

19,242,152 (4,800,401) 14,441,751

14,441,751 1,887,345 16,329,096

16,329,096 (6,534,453) 9,794,643

9,794,643 (1,730,115) 8,064,528

8,064,528 3,357,181 11,421,709

11,421,709 3,643,732 15,065,441

15,065,441 2,858,064 17,923,505

17,923,505 2,862,576 20,786,081

ASSET REVALUATION RESERVE Balance 1 July Revaluation Reserve Movements Balance 30 June

200,671,206 3,478,275 204,149,481

204,149,481 204,149,481

204,149,481 24,816,683 228,966,164

228,966,164 3,271,199 232,237,363

232,237,363 232,237,363

232,237,363 27,554,236 259,791,599

259,791,599 3,607,863 263,399,462

263,399,462 263,399,462

263,399,462 29,409,420 292,808,882

292,808,882 3,309,043 296,117,925

TOTAL EQUITY Balance 30 June

530,644,827

530,845,643

554,584,293

559,210,547

561,228,670

595,267,769

599,810,867

601,733,176

633,579,422

639,239,768

530,644,827

530,845,643

554,584,293

559,210,547

561,228,670

595,267,769

599,810,867

601,733,176

633,579,421

639,239,768

Net Assets as Balance Sheet

Page 37

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Projected Rate Setting Statement

REVENUES Rate Levies (Under adopted assumptions) Other Revenue Revenues Sub-total

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

20,592,577 18,544,011 39,136,588

21,405,984 20,566,583 41,972,567

22,251,438 21,497,937 43,749,375

23,130,284 21,899,339 45,029,623

24,043,842 22,481,624 46,525,466

24,753,042 22,867,427 47,620,470

25,483,161 23,112,783 48,595,944

26,234,816 24,050,158 50,284,974

27,008,641 24,334,936 51,343,577

27,805,291 25,015,728 52,821,019

EXPENSES All Operating Expenses

(49,463,846)

(46,640,035)

(49,654,331)

(48,554,845)

(52,439,319)

(51,123,036)

(52,704,702)

(53,464,352)

(54,067,287)

(55,690,274)

Net Operating Profit/(Loss)

(10,327,258)

(4,667,469)

(5,904,956)

(3,525,222)

(5,913,853)

(3,502,567)

(4,108,758)

(3,179,378)

(2,723,710)

(2,869,255)

(32,810) 145,075 16,236,002 16,348,267

4,669 17,807,144 17,811,813

(400,000) 4,786 17,759,204 17,363,990

(400,000) 4,905 18,731,309 18,336,214

(400,000) 5,028 19,155,695 18,760,723

(400,000) 5,154 19,414,463 19,019,617

(125,000) 5,283 20,473,389 20,353,672

(400,000) 5,415 20,453,900 20,059,315

5,550 20,324,673 20,330,223

5,689 21,133,232 21,138,921

CAPITAL EXPENDITURE AND REVENUE Land Investment Property Buildings Furniture and Equipment Plant and Equipment Plant and Equipment - Under Lease Intangibles Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) Infrastructure - Bridges Infrastructure - Drainage Infrastructure - Parks, Gardens and Reserves Infrastructure - Footpaths and Cycleways Infrastructure - Airports (Formation Only) Infrastructure - Airports (Ex Formation) Infrastructure - Sewerage Infrastructure - Other Work in Progress Repayment of Loans Proceeds from New Loans Grants / Contributions for the Development of Assets Proceeds Disposal of Assets Net Movement Non Current Receivables Net Movement Non Current Payables Advances to Community Groups / Third Parties Transfers to Restricted Municipal Reserves Transfers from Restricted Municipal Reserves Proceeds from Self Supporting Loans Net Cash From Investing Activities

(860,000) (8,939,041) (160,054) (3,555,035) (13,436,666) (252,275) (2,506,523) (928,934) (6,442,902) (121,309) 60,000 14,847,976 1,171,234 (3,394,810) 13,960,720 77,473 (10,480,146)

(250,000) (123,792) (3,048,394) (11,906,435) (595,000) (488,826) (192,353) (214,464) (745,218) (146,698) 4,868,284 539,249 (2,566,621) 1,635,714 100,858 (13,133,696)

(2,188,388) (500,000) (136,006) (3,504,649) (12,357,937) (612,000) (423,891) (200,000) (4,149,574) (1,112,578) 2,238,388 4,826,923 1,822,179 (2,631,071) 7,431,472 64,643 (11,432,489)

(105,786) (3,524,045) (13,372,151) (612,000) (1,003,891) (4,154,062) (1,114,432) 4,025,000 4,880,277 1,972,799 (2,580,234) 692,889 64,306 (14,831,330)

(116,635) (3,876,585) (13,348,568) (650,000) (784,481) (10,000,000) (158,684) (468,643) 7,931,976 2,025,989 (3,555,412) 10,089,865 48,951 (12,862,227)

(10,000,000) (109,054) (3,576,989) (13,551,353) (670,000) (1,040,016) (161,858) (210,021) 9,987,430 2,046,854 (3,797,650) 5,527,765 45,088 (15,509,804)

(147,546) (3,363,793) (14,159,594) (689,000) (1,093,816) (163,445) (221,584) 5,043,993 1,905,247 (3,947,453) 590,272 47,538 (16,199,181)

(122,257) (3,237,333) (14,177,601) (702,780) (1,447,692) (200,000) (166,714) (233,798) 5,101,687 1,847,627 (4,125,300) 481,568 50,128 (16,932,465)

(131,502) (4,050,789) (14,299,966) (716,836) (1,101,646) (200,000) (170,049) (246,700) 5,160,535 969,642 (3,311,188) 453,124 52,866 (17,592,509)

(170,782) (3,208,405) (15,145,139) (731,173) (1,655,679) (200,000) (173,450) (260,328) 5,220,559 857,684 (3,428,331) 565,755 55,760 (18,273,529)

ESTIMATED SURPLUS/(DEFICIT) JULY 1 B/FWD ESTIMATED SURPLUS/(DEFICIT) JUNE 30 C/FWD

4,459,137 -

10,648

10,648 37,194

37,194 16,856

16,856 1,499

1,499 8,745

8,745 54,478

54,478 1,950

1,950 15,954

15,954 12,091

NON CASH ITEMS (Profit)/Loss on Asset Disposals Movements in Provisions and Accruals Depreciation on Assets Sub-total

Page 38

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Depreciation Schedule

NOTE: Use of Disposals rows will result in a shortening of the years over which depreciation will occur. The overall depreciation expense will occur over a shorter timeframe

LAND Dep'n Rate (Life in Years): Opening Book Value of Land Cost of Land Acquired Book Value Land Disposed (-ve) Net Value Land Depreciation Land (not depreciated) Depreciation on New Land Acquired (not depreciated) Valuation increment Impairment (-ve)

2018/2019 $0s 1

$0s 0 1,000,000,000 26,267,967

Closing Book Value of Land Asset revaluation reserve Impairment Expense Asset movement Proceeds of Land Disposed Profit/(Loss) on Disposition of Land INVESTMENT PROPERTY Dep'n Rate (Life in Years): Opening Book Value of Investment Property Investment Property Acquired Book Value of Investment Property Disposed (-ve) Net Value Investment Property Depreciation Investment Property (not depreciated) Depreciation on Investment Property Acquired (not depreciated) Valuation increment Impairment (-ve)

26,267,967

1,000,000,000 5,523,228

Closing Book Value of Investment Property Asset revaluation reserve Impairment Expense Asset movement Proceeds of Investment Property Disposed Profit/(Loss) on Disposition of Investment Property BUILDINGS Dep'n Rate (Life in Years): Opening Book Value of Buildings Buildings Acquired Book Value of Buildings Disposed (-ve) Net Value Buildings Depreciation Buildings Depreciation on Buildings Acquired (Useful Life)

5,523,228

21 49,032,214

2019/2020 $0s 2

2020/2021 $0s 3

2021/2022 $0s 4

26,267,967 26,267,967 (0) -

26,267,967 -

26,267,967 (0) -

26,267,967

2022/2023 $0s 5

2023/2024 $0s 6

2024/2025 $0s 7

2025/2026 $0s 8

2026/2027 $0s 9

2027/2028 $0s 10

26,267,967 (0) -

26,267,967 26,267,967 (0) -

26,267,967

5,523,228 860,000 (175,000) 6,208,228 (0) (0) -

6,208,228 6,208,228 (0) -

6,208,228 2,188,388 (600,000) 7,796,616 (0) (0) -

7,796,616 (600,000) 7,196,616 (0) -

7,196,616 (600,000) 6,596,616 (0) -

6,596,616 (600,000) 5,996,616 (0) -

5,996,616 (600,000) 5,396,616 (0) -

5,396,616 (600,000) 4,796,616 (0) -

4,796,616 4,796,616 (0) -

6,208,228

7,796,616

7,196,616

6,596,616

5,996,616

5,396,616

4,796,616

1,588,388 1,000,000 400,000

(600,000) 1,000,000 400,000

56,661,808 500,000 57,161,808 (2,636,829) (5,000)

54,519,979 54,519,979 (2,537,156) -

55,254,022 55,254,022 (2,571,316) -

52,682,706 10,000,000 62,682,706 (2,451,656) (100,000)

60,131,050 (275,000) 59,856,050 (2,798,274) -

60,665,639 60,665,639 (2,823,152) -

685,000 350,000 175,000

49,032,214 8,939,041 57,971,255 (2,281,776)

59,167,754 250,000 59,417,754 (2,753,446) (2,500)

Page 39

57,842,487 57,842,487 (2,691,773) -

55,150,713 55,150,713 (2,566,508) -

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Depreciation Schedule

NOTE: Use of Disposals rows will result in a shortening of the years over which depreciation will occur. The overall depreciation expense will occur over a shorter timeframe 2018/2019 $0s

$0s Depreciation adjustment of Buildings Disposed Valuation increment Impairment (-ve)

3,478,275

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

3,271,199

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

3,607,863

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s 3,309,043

Closing Book Value of Buildings

59,167,754

56,661,808

54,519,979

55,254,022

52,682,706

60,131,050

60,665,639

57,842,487

55,150,713

55,893,248

Asset revaluation reserve Impairment Expense Asset movement Proceeds of Buildings Disposed Profit/(Loss) on Disposition of Buildings

3,478,275 12,417,316 -

3,478,275 250,000 -

3,478,275 500,000 -

6,749,474 3,271,199 -

6,749,474 -

6,749,474 10,000,000 -

10,357,337 3,332,863 (275,000)

10,357,337 -

13,666,380 3,309,043 -

432,103 160,054 592,157 (89,252)

502,905 123,792 626,697 (103,876) (4,126) -

518,694 136,006 654,700 (107,138) (4,534) -

543,029 105,786 648,815 (112,164) (3,526) -

533,125 116,635 649,760 (110,118) (3,888) -

535,754 109,054 644,808 (110,661) (3,635) -

530,511 147,546 678,057 (109,578) (4,918) -

563,561 122,257 685,818 (116,405) (4,075) -

565,337 131,502 696,839 (116,772) (4,383) -

575,684 170,782 746,466 (118,909) (5,693) -

FURNITURE AND EQUIPMENT Dep'n Rate (Life in Years): Opening Book Value of Furniture & Equipment Furniture & Equipment Acquired Book Value of Furniture & Equipment Disposed (-ve) Net Value Furniture & Equipment Depreciation Furniture & Equipment Depreciation on Furniture & Equipment Acquired (Useful Life) Valuation increment Impairment (-ve)

49,032,214

5 432,103

Closing Book Value of Furniture & Equipment

502,905

518,694

543,029

533,125

535,754

530,511

563,561

565,337

575,684

621,864

Asset revaluation reserve Impairment Expense Asset movement Proceeds of Furniture & Equipment Disposed Profit/(Loss) on Disposition of Furniture & Equipment

160,054 -

123,792 -

136,006 -

105,786 -

116,635 -

109,054 -

147,546 -

122,257 -

131,502 -

170,782 -

15,389,377 3,555,035 (963,424) 17,980,988 (1,852,170)

16,128,818 3,048,394 (539,249) 18,637,963 (1,941,165) (101,613) -

16,595,185 3,504,649 (822,179) 19,277,655 (1,997,294) (116,822) -

17,163,540 3,524,045 (972,799) 19,714,786 (2,065,697) (117,468) -

17,531,621 3,876,585 (1,025,989) 20,382,217 (2,109,997) (129,220) -

18,143,000 3,576,989 (1,046,854) 20,673,135 (2,183,579) (119,233) -

18,370,323 3,363,793 (905,247) 20,828,869 (2,210,938) (112,126) -

18,505,804 3,237,333 (847,627) 20,895,510 (2,227,244) (107,911) -

18,560,355 4,050,789 (969,642) 21,641,502 (2,233,809) (135,026) -

19,272,667 3,208,405 (857,684) 21,623,388 (2,319,539) (106,947) -

PLANT AND EQUIPMENT Dep'n Rate (Life in Years): Opening Book Value of Plant & Equipment Plant & Equipment Acquired Book Value of Plant & Equipment Disposed (-ve) Net Value Plant & Equipment Depreciation Plant & Equipment Depreciation on Plant & Equipment Acquired (Useful Life) Valuation increment Impairment (-ve)

432,103

8 15,389,377

Closing Book Value of Plant & Equipment

16,128,818

16,595,185

17,163,540

17,531,621

18,143,000

18,370,323

18,505,804

18,560,355

19,272,667

19,196,902

Asset revaluation reserve Impairment Expense Asset movement Proceeds of Plant & Equipment Disposed

2,591,611 821,234

2,509,145 539,249

2,682,470 822,179

2,551,246 972,799

2,850,596 1,025,989

2,530,135 1,046,854

2,458,546 905,247

2,389,706 847,627

3,081,147 969,642

2,350,721 857,684

15,389,377

Page 40

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Depreciation Schedule

NOTE: Use of Disposals rows will result in a shortening of the years over which depreciation will occur. The overall depreciation expense will occur over a shorter timeframe 2018/2019 $0s (142,190)

$0s Profit/(Loss) on Disposition of Plant & Equipment INFRASTRUCTURE - ROADS (EX FORMATION) Dep'n Rate (Life in Years): Opening Book Value Infrastructure Roads (Ex Formation) Road (Ex Formation) Infrastructure Acquired Book Value of Road (Ex Formation) Infrastructure Disposed (-ve) Net Value Infrastructure - Roads (Ex Formation) Depreciation Depreciation on Infrastructure - Roads (Ex Formation) Acquired (-ve) Valuation increment Impairment (-ve)

37 334,229,610

Book Value of Infrastructure - Roads (Ex Formation) Asset revaluation reserve Impairment Expense Asset movement Proceeds of Infrastructure - Roads (Ex Formation) Disposed Profit/(Loss) on Disposition of Infrastructure - Roads (Ex Formation) INFRASTRUCTURE - DRAINAGE Dep'n Rate (Life in Years): Opening Book Value of Drainage Drainage Acquired Book Value of Drainage Disposed (-ve) Net Value Drainage Depreciation Drainage Depreciation on Infrastructure - Drainage Acquired (Useful Life) Valuation increment Impairment (-ve)

334,229,610

91 18,146,899

100

Closing Book Value of Drainage Asset revaluation reserve Impairment Expense Asset movement Proceeds of Infrastructure - Drainage Disposed Profit/(Loss) on Disposition of Infrastructure - Drainage INFRASTRUCTURE - PARKS, GARDENS AND RESERVES Dep'n Rate (Life in Years): Opening Book Value of Parks, Gardens and Reserves Parks, Gardens and Reserves Acquired Book Value of Parks, Gardens and Reserves Disposed (-ve) Net Value Parks, Gardens and Reserves Depreciation Parks, Gardens and Reserves Depreciation on Infrastructure - Parks, Gardens and Reserves Acquire

18,146,899

11 9,753,486

2019/2020 $0s -

2020/2021 $0s -

2021/2022 $0s -

2022/2023 $0s -

2023/2024 $0s -

2024/2025 $0s -

2025/2026 $0s -

2026/2027 $0s -

2027/2028 $0s -

338,597,583 11,906,435 350,504,018 (9,187,210) (170,092) -

341,146,716 12,357,937 353,504,653 (9,256,376) (176,542) 20,468,803

364,540,539 13,372,151 377,912,690 (9,891,123) (191,031) -

367,830,536 13,348,568 381,179,104 (9,980,391) (190,694) -

371,008,019 13,551,353 384,559,372 (10,066,606) (193,591) 22,260,481

396,559,656 14,159,594 410,719,250 (10,759,902) (202,280) -

399,757,069 14,177,601 413,934,670 (10,846,658) (202,537) -

402,885,475 14,299,966 417,185,441 (10,931,541) (204,285) 24,173,128

430,222,743 15,145,139 445,367,882 (11,673,286) (216,359) -

338,597,583

341,146,716

364,540,539

367,830,536

371,008,019

396,559,656

399,757,069

402,885,475

430,222,743

433,478,237

13,436,666 -

11,906,435 -

20,468,803 32,826,740 -

20,468,803 13,372,151 -

20,468,803 13,348,568 -

42,729,284 35,811,834 -

42,729,284 14,159,594 -

42,729,284 14,177,601 -

66,902,413 38,473,094 -

66,902,413 15,145,139 -

18,146,899 252,275 18,399,174 (199,061)

18,200,113 595,000 18,795,113 (199,645) (2,975) -

18,592,493 612,000 19,204,493 (203,949) (3,060) 1,115,550

20,113,034 612,000 20,725,034 (220,628) (3,060) -

20,501,346 650,000 21,151,346 (224,888) (3,250) -

20,923,208 670,000 21,593,208 (229,516) (3,350) 1,255,392

22,615,735 689,000 23,304,735 (248,082) (3,445) -

23,053,208 702,780 23,755,988 (252,880) (3,514) -

23,499,594 716,836 24,216,430 (257,777) (3,584) 1,409,976

25,365,044 731,173 26,096,217 (278,240) (3,656) -

18,200,113

18,592,493

20,113,034

20,501,346

20,923,208

22,615,735

23,053,208

23,499,594

25,365,044

25,814,322

252,275 -

595,000 -

1,115,550 1,727,550 -

1,115,550 612,000 -

1,115,550 650,000 -

2,370,942 1,925,392 -

2,370,942 689,000 -

2,370,942 702,780 -

3,780,918 2,126,812 -

3,780,918 731,173 -

9,753,486 2,506,523 12,260,009 (877,698)

11,382,311 488,826 11,871,137 (1,024,273) (12,221)

10,834,643 423,891 11,258,534 (974,989) (10,597)

10,923,026 1,003,891 11,926,917 (982,943) (25,097)

10,918,877 784,481 11,703,358 (982,569) (19,612)

10,701,177 1,040,016 11,741,193 (962,979) (26,000)

11,394,284 1,093,816 12,488,100 (1,025,350) (27,345)

11,435,404 1,447,692 12,883,096 (1,029,051) (36,192)

11,817,853 1,101,646 12,919,499 (1,063,467) (27,541)

12,537,563 1,655,679 14,193,242 (1,128,232) (41,392)

334,229,610 13,436,666 347,666,276 (9,068,693) -

Page 41

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Depreciation Schedule

NOTE: Use of Disposals rows will result in a shortening of the years over which depreciation will occur. The overall depreciation expense will occur over a shorter timeframe 2018/2019 $0s -

$0s Valuation increment Impairment (-ve) Closing Book Value of Parks, Gardens and Reserves Asset revaluation reserve Impairment Expense Asset movement 9,753,486 Proceeds of Infrastructure - Parks, Gardens and Reserves Disposed Profit/(Loss) on Disposition of Infrastructure - Parks, Gardens and Reserves INFRASTRUCTURE - FOOTPATHS AND CYCLEWAYS Dep'n Rate (Life in Years): Opening Book Value of Footpaths and Cycleways Footpaths and Cycleways Acquired Book Value of Footpaths and Cycleways Disposed (-ve) Net Value Footpaths and Cycleways Depreciation Footpaths and Cycleways Depreciation on Infrastructure - Footpaths and Cycleways Acquired Valuation increment Impairment (-ve)

23 12,333,306

Closing Book Value of Footpaths and Cycleways Asset revaluation reserve Impairment Expense Asset movement Proceeds of Infrastructure - Footpaths and Cycleways Disposed Profit/(Loss) on Disposition of Infrastructure - Footpaths and Cycleways INFRASTRUCTURE - AIRPORTS (EX FORMATION) Dep'n Rate (Life in Years): Opening Book Value of Airports Airports Acquired Book Value of Airports Disposed (-ve) Net Value Airports Depreciation Airports Depreciation on Infrastructure - Airports Acquired (Useful Life) Valuation increment Impairment (-ve)

12,333,306

23 4,819,979

Closing Book Value of Airports Asset revaluation reserve Impairment Expense Asset movement Proceeds of Infrastructure - Airports Disposed Profit/(Loss) on Disposition of Infrastructure - Airports

2020/2021 $0s 650,079

2021/2022 $0s -

2022/2023 $0s -

2023/2024 $0s 642,071

2024/2025 $0s -

2025/2026 $0s -

2026/2027 $0s 709,071

2027/2028 $0s -

11,382,311

10,834,643

10,923,026

10,918,877

10,701,177

11,394,284

11,435,404

11,817,853

12,537,563

13,023,618

2,506,523 -

488,826 -

650,079 1,073,970 -

650,079 1,003,891 -

650,079 784,481 -

1,292,149 1,682,087 -

1,292,149 1,093,816 -

1,292,149 1,447,692 -

2,001,220 1,810,717 -

2,001,220 1,655,679 -

12,333,306 928,934 13,262,240 (541,885)

12,720,355 192,353 12,912,708 (558,891) (2,748) -

12,351,069 200,000 12,551,069 (542,665) (2,857) 741,064

12,746,611 12,746,611 (560,044) -

12,186,567 12,186,567 (535,438) -

11,651,129 11,651,129 (511,912) 699,068

11,838,284 11,838,284 (520,135) -

11,318,149 200,000 11,518,149 (497,282) (2,857) -

11,018,009 200,000 11,218,009 (484,095) (2,857) 661,081

11,392,138 200,000 11,592,138 (500,533) (2,857) -

12,720,355

12,351,069

12,746,611

12,186,567

11,651,129

11,838,284

11,318,149

11,018,009

11,392,138

11,088,747

928,934 -

192,353 -

741,064 941,064 -

741,064 -

1,440,132 699,068 -

1,440,132 -

1,440,132 200,000 -

2,101,212 861,081 -

2,101,212 200,000 -

4,819,979 4,819,979 (211,032)

4,608,947 214,464 4,823,411 (201,792) (2,898) -

4,618,720 4,618,720 (202,220) 277,123

4,693,623 4,693,623 (205,500) -

4,488,123 10,000,000 14,488,123 (196,502) (135,135) -

14,156,486 14,156,486 (619,810) 849,389

14,386,065 14,386,065 (629,862) -

13,756,203 13,756,203 (602,285) -

13,153,919 13,153,919 (575,915) 789,235

13,367,239 13,367,239 (585,255) -

4,618,720

4,693,623

4,488,123

14,156,486

14,386,065

13,756,203

13,153,919

13,367,239

12,781,984

214,464 -

277,123 277,123 -

277,123 -

277,123 10,000,000 -

1,126,512 849,389 -

1,126,512 -

1,915,748 789,235 -

1,915,748 -

4,608,947

4,819,979

2019/2020 $0s -

Page 42

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Depreciation Schedule

NOTE: Use of Disposals rows will result in a shortening of the years over which depreciation will occur. The overall depreciation expense will occur over a shorter timeframe 2018/2019 $0s

$0s INFRASTRUCTURE - CULVERTS & HEADWALLS Dep'n Rate (Life in Years): Opening Book Value of Culverts & Pipes Culverts & Pipes Acquired Book Value of Culverts & Pipes Disposed (-ve) Net Value Culverts & Pipes Depreciation Culverts & Pipes Depreciation on Infrastructure - Culverts & Pipes (Useful Life) Valuation increment Impairment (-ve)

72 8,538,761

100

Closing Book Value of Culverts & Pipes Asset revaluation reserve Impairment Expense Asset movement Proceeds of Infrastructure - Culverts & Pipes Profit/(Loss) on Disposition of Culverts & Pipes INFRASTRUCTURE - OTHER Dep'n Rate (Life in Years): Opening Book Value of Other Other Acquired Book Value of Other Disposed (-ve) Net Value Other Depreciation Other Depreciation on Infrastructure - Other Acquired (Useful Life) Valuation increment Impairment (-ve)

13 12,992,968

Closing Book Value of Other Asset revaluation reserve Impairment Expense Asset movement Proceeds of Infrastructure - Other Profit/(Loss) on Disposition of Infrastructure - Other DEPRECIATION SUMMARY Opening Book Value of All Assets Assets Acquired (Land & Investment Property) Assets Acquired (excluding Land & Investment Property) Book Value of Assets Disposed (Land & Investment Property) Book Value of Assets Disposed (excluding Land & Investment Property) Net Value of Assests Total Depreciation Closing Book Value of All Assets

12,992,968

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

8,420,019 8,420,019 (117,091) -

8,302,928 8,302,928 (115,462) 498,176 -

8,685,641 8,685,641 (120,785) -

8,564,857 8,564,857 (119,105) -

8,445,752 8,445,752 (117,449) 506,745 -

8,835,049 8,835,049 (122,862) -

8,712,186 8,712,186 (121,154) -

8,591,033 8,591,033 (119,469) 515,462 -

8,987,026 8,987,026 (124,976) -

8,302,928

8,685,641

8,564,857

8,445,752

8,835,049

8,712,186

8,591,033

8,987,026

8,862,050

498,176 498,176 -

498,176 -

1,004,921 506,745 -

1,004,921 -

1,520,383 515,462 -

1,520,383 -

18,440,177 745,218 19,185,395 (1,413,130) (7,452) -

17,764,813 4,149,574 21,914,387 (1,361,375) (41,496) 1,065,889

21,577,405 4,154,062 25,731,467 (1,653,546) (41,541) -

24,036,380 158,684 24,195,064 (1,841,985) (1,587) -

22,351,492 161,858 22,513,350 (1,712,867) (1,619) 1,341,090

22,139,954 163,445 22,303,399 (1,696,656) (1,634) -

20,605,109 166,714 20,771,823 (1,579,036) (1,667) -

19,191,120 170,049 19,361,169 (1,470,677) (1,700) 1,151,467

19,040,258 173,450 19,213,708 (1,459,116) (1,735) -

18,440,177

17,764,813

21,577,405

24,036,380

22,351,492

22,139,954

20,605,109

19,191,120

19,040,258

17,752,857

6,442,902 -

745,218 -

1,065,889 5,215,463 -

1,065,889 4,154,062 -

1,065,889 158,684 -

2,406,978 1,502,948 -

2,406,978 163,445 -

2,406,978 166,714 -

3,558,445 1,321,516 -

3,558,445 173,450 -

497,459,898 860,000 36,221,430 (175,000) (963,424) 533,402,904 (16,236,002) 517,166,902

520,645,177 17,564,482 (539,249) 537,670,410 (17,807,144) 519,863,267

519,863,267 2,188,388 21,884,057 (600,000) (822,179) 542,513,533 (17,759,204) 524,754,328

549,571,011 22,771,935 (600,000) (972,799) 570,770,147 (18,731,309) 552,038,838

555,310,037 28,934,953 (600,000) (1,025,989) 582,619,001 (19,155,695) 563,463,305

563,463,305 29,109,270 (600,000) (1,046,854) 590,925,721 (19,414,463) 571,511,259

599,065,494 19,617,194 (600,000) (1,180,247) 616,902,441 (20,473,389) 596,429,052

600,036,915 20,054,377 (600,000) (847,627) 618,643,665 (20,453,900) 598,189,765

598,189,765 20,670,788 (969,642) 617,890,911 (20,324,673) 597,566,238

626,975,658 21,284,628 (857,684) 647,402,602 (21,133,232) 626,269,370

8,538,761 8,538,761 (118,742) 8,420,019

8,538,761

2019/2020 $0s

12,992,968 6,442,902 19,435,870 (995,693) -

Page 43

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Depreciation Schedule

NOTE: Use of Disposals rows will result in a shortening of the years over which depreciation will occur. The overall depreciation expense will occur over a shorter timeframe $0s

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

Depreciation on All Assets Acquired Proceeds of All Assets Disposed Book Value of All assets Disposed Profit on Disposition of Assets Loss on disposition of Assets

(0) 1,171,234 (1,138,424) 32,810 -

(306,625) 539,249 (539,249) -

(360,907) 1,822,179 (1,422,179) 400,000 -

(381,723) 1,972,799 (1,572,799) 400,000 -

(483,385) 2,025,989 (1,625,989) 400,000 -

(447,428) 2,046,854 (1,646,854) 400,000 -

(351,749) 1,905,247 (1,780,247) 125,000 -

(358,754) 1,847,627 (1,447,627) 400,000 -

(379,378) 969,642 (969,642) -

(378,638) 857,684 (857,684) -

Asset Revaluation Reserve Movement: Asset Revaluation Reserve Impairment Expense

3,478,275 3,478,275 -

3,478,275 -

28,294,958 24,816,683 -

31,566,157 3,271,199 -

31,566,157 -

59,120,393 27,554,236 -

62,728,256 3,607,863 -

62,728,256 -

92,137,676 29,409,420 -

95,446,719 3,309,043 -

Current Replacement Value of all Depreciable Assets

656,302,103

Page 44

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Loan Repayment Schedule (compiled from amortisation schedules)

LOAN INTEREST REPAYMENTS Self Supporting Loans Rec'n & Culture Loan 261 - Pink Lake Country Club Loan 287 - Esp Seafarers Centre Loan 291 - Recherche Aged Welfare Comm Loan 292 - Esperance Squash Club Loan 295 - Esperance Yacht Club Loan 298- Cascade Town Rec Association Loan 299- Newtown Condingup Football Club Loan 300- Esp Bay Yacht Club Total Interest Paid - Self Supporting Loans Council Loans Community Amenities Waste Management Recreation and Culture Other Property and Services Loan 288 - Flinders Land Development (Stage 2 & 3) Loan 296- Shark Lake Industrial Park Total Interest Paid on Council Loans Total Interest Paid

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

5,868 36 18,332 1,068 18,900 1,361 1,789 47,354

4,661 17,349 609 18,279 521 1,631

3,090 16,248 112 17,378 1,465

1,414 15,079 16,435 1,295

137 13,834 15,445 1,119

12,511 14,409 938

11,095 13,311 752

9,592 12,163 560

7,989 10,955 362

6,284 9,691 157

43,050

38,293

34,222

30,535

27,857

25,158

22,314

19,306

16,132

240,000 -

233,767 -

227,160 -

220,156 -

212,732 -

204,863 -

46,976 46,976

44,735 44,735

50,000 42,345 92,345

25,000 39,863 64,863

37,268 277,268

34,566 268,333

31,717 258,877

28,748 248,904

25,271 238,003

22,000 226,863

94,330

87,785

130,638

99,084

307,803

296,190

284,035

271,218

257,309

242,995

Page 45

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Loan Repayment Schedule (compiled from amortisation schedules)

2018/2019 $0s LOAN PRINCIPAL REPAYMENTS Self Supporting Loans Loan 261 - Pink Lake Country Club Opening New Proceeds Principal Paid Principal Outstanding Loan 287 - Esp Seafarers Centre Opening New Proceeds Principal Paid Principal Outstanding Loan 291 - Recherche Aged Welfare Comm Opening New Proceeds Principal Paid Principal Outstanding Loan 292 - Esperance Squash Club Opening New Proceeds Principal Paid Principal Outstanding

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

92,411 19,473 72,938

72,938 20,801 52,137

52,137 22,219 29,918

29,918 23,734 6,184

6,184 6,184 -

2,426

2,426 -

266,358 14,450 251,908

251,908 15,391 236,517

236,517 16,393 220,124

18,526 7,079 11,447

11,447 7,516 3,931

3,931 3,931 -

220,124 17,461 202,663 -

Page 46

202,663 18,598 184,065 -

184,065 19,810 164,255 -

164,255 21,100 143,155 -

143,155 22,474 120,681 -

120,681 23,938 96,743 -

96,743 25,497 71,246 -

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Loan Repayment Schedule (compiled from amortisation schedules)

2018/2019 $0s Loan 295 - Esperance Yacht Club Opening New Proceeds Principal Paid Principal Outstanding Loan 298- Cascade Town Rec Association Opening New Proceeds Principal Paid Principal Outstanding Loan 299- Newtown Condingup Football Club Opening New Proceeds Principal Paid Principal Outstanding Loan 300- Esp Bay Yacht Club Opening New Proceeds Principal Paid Principal Outstanding Totals - Self Supporting Opening New Proceeds Principal Paid Principal Outstanding Net Movement Council Loans Community Amenitites Waste Management Opening New Proceeds Principal Paid Principal Outstanding Recreation and Culture 0 Opening New Proceeds Principal Paid Principal Outstanding

340,978 14,998 325,980 49,845

2019/2020 $0s 325,980 15,760 310,220

2020/2021 $0s 310,220 16,558 293,662

2021/2022 $0s 293,662 17,399 276,263

36,014 36,014 -

54,784 5,376 49,408

60,000 60,000 830,544 60,000 77,473 813,071 (17,473)

13,831 36,014 60,000 5,216 54,784

276,263 18,281 257,982

2023/2024 $0s 257,982 19,209 238,773

2024/2025 $0s 238,773 20,183 218,590

2025/2026 $0s 218,590 21,207 197,383

2026/2027 $0s 197,383 22,283 175,100

2027/2028 $0s 175,100 23,413 151,687

49,408 5,542 43,866

43,866 5,712 38,154

38,154 5,888 32,266

32,266 6,069 26,197

26,197 6,255 19,942

19,942 6,447 13,495

13,495 6,645 6,850

6,850 6,850 -

60,000 -

60,000

60,000 60,000

813,071 100,858 712,213 (100,858)

712,213 64,643 647,570 (64,643)

647,570 64,306 583,264 (64,306)

583,264 48,951 534,313 (48,951)

534,313 45,088 489,225 (45,088)

489,225 47,538 441,687 (47,538)

441,687 50,128 391,559 (50,128)

391,559 52,866 338,693 (52,866)

338,693 55,760 282,933 (55,760)

2022/2023 $0s

4,000,000 4,000,000 -

Page 47

4,000,000 103,887 3,896,113 -

3,896,113 110,120 3,785,993 -

3,785,993 116,727 3,669,266 -

3,669,266 123,731 3,545,535 -

3,545,535 131,155 3,414,380 -

3,414,380 139,024 3,275,356 -

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Loan Repayment Schedule (compiled from amortisation schedules)

2018/2019 $0s Other Property and Services Loan 288 - Flinders Land Development (Stage 2 & 3) Opening New Proceeds Principal Paid Principal Outstanding

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

2,238,388 1,000,000 1,238,388

1,238,388 25,000 1,000,000 263,388

263,388 263,388 -

826,267 47,935 778,332

778,332 50,126 728,206

728,206 52,417 675,789

675,789 54,813 620,976

620,976 57,319 563,657

563,657 59,939 503,718

503,718 62,679 441,039

441,039 65,544 375,495

Loan 296- Shark Lake Industrial Park Opening New Proceeds Principal Paid Principal Outstanding

915,943 43,836 872,107

872,107 45,840 826,267

Totals - Council Loans Opening New Proceeds Principal Paid Principal Outstanding Net Movement

915,943 43,836 872,107 (43,836)

872,107 45,840 826,267 (45,840)

826,267 2,238,388 1,047,935 2,016,720 1,190,453

2,016,720 4,025,000 1,050,126 4,991,594 2,974,874

4,991,594 419,692 4,571,902 (419,692)

4,571,902 164,933 4,406,969 (164,933)

4,406,969 174,046 4,232,923 (174,046)

4,232,923 183,670 4,049,253 (183,670)

4,049,253 193,834 3,855,419 (193,834)

3,855,419 204,568 3,650,851 (204,568)

Totals - All Loans Opening New Proceeds Principal Paid Principal Outstanding Net Movement

1,746,487 60,000 121,309 1,685,178 (61,309)

1,685,178 146,698 1,538,480 (146,698)

1,538,480 2,238,388 1,112,578 2,664,290 1,125,810

2,664,290 4,025,000 1,114,432 5,574,858 2,910,568

5,574,858 468,643 5,106,215 (468,643)

5,106,215 210,021 4,896,194 (210,021)

4,896,194 221,584 4,674,610 (221,584)

4,674,610 233,798 4,440,812 (233,798)

4,440,812 246,700 4,194,112 (246,700)

4,194,112 260,328 3,933,784 (260,328)

Page 48

Long Term Financial Plan 2018/2019 - 2027/2028 Indicative Additional Borrowing Capacity

NET DEBT RATIO (NDR) Net Debt Operating Revenue Net Debt Ratio DEBT SERVICE COVERAGE RATIO (DSCR) Debt Service Coverage Ratio (KPI's worksheet)

PRUDENTIAL LOAN SERVICE LIMITS1 Net Debt Ratio (%) Debt Service Coverage Ratio (x)

2018/2019 $

2019/2020 $

2020/2021 $

2021/2022 $

2022/2023 $

(14,721,261) 40,775,151 -36.10%

(15,691,628) 41,972,567 -37.39%

(9,669,497) 43,349,375 -22.31%

(8,498,745) 44,629,623 -19.04%

(2,285,508) 46,125,466 -4.95%

(635,558) 47,220,470 -1.35%

(4,117,759) 48,470,944 -8.50%

61.3x

56.4x

9.3x

12.3x

16.9x

31.2x

32.7x

50% 2.0x

INDICATIVE ADDITIONAL BORROWING CAPACITY4 Individual year's capacity without breaching NDR Individual year's capacity without breaching DSCR Without breaching NDR during life of loan Without breaching DSCR during life of loan 5

Indicative Additional Borrowing Capacity

2023/2024 $

2024/2025 $

2025/2026 $

2026/2027 $

2027/2028 $

(7,795,104) 49,884,974 -15.63%

(10,760,686) 51,343,577 -20.96%

(13,720,837) 52,821,019 -25.98%

34.0x

35.4x

36.8x

ASSUMED ADDITIONAL LOAN TERMS Loan Term (Years)2 20 Interest Rate3 4.00%

2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 35,108,837 36,677,911 31,344,185 30,813,556 25,348,241 24,245,793 28,353,231 32,737,591 36,432,475 40,131,347 86,925,161 86,696,047 61,825,485 84,790,990 78,801,832 100,538,952 105,409,486 109,644,771 114,500,227 118,917,572 24,245,793 24,245,793 24,245,793 24,245,793 24,245,793 24,245,793 28,353,231 32,737,591 36,432,475 40,131,347 61,825,485 61,825,485 61,825,485 78,801,832 78,801,832 100,538,952 105,409,486 109,644,771 114,500,227 118,917,572 24,245,793 24,245,793 24,245,793 24,245,793 24,245,793 24,245,793 28,353,231 32,737,591 36,432,475 40,131,347

IMPORTANT NOTES 1 NDR and DSCR constraints at 50% and 2.0x are generic prudential limits only 2 Assumes any additional new loan(s) drawn will be amortized to zero over the loan term 3 Estimated interest rates that could apply over the next 10 years.Includes applicable State guarantee fees. 4 Actual loan applications require submission of audited financial statements, approved budgets, details of loan purposes and are subject to WATC approval. 5 Successive years capacity assumes previous years capacity not drawn. Therefore, if any future capacity is used, it will lower the additional capacity in subsequent years.

Page 49

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Cash Reserves

Interest Rate

2.50%

LAND PURCHASE AND DEVELOPMENT Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June EASTERN SUBURBS WATER PIPELINE Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June JETTY Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June EMPLOYEE ENTITLEMENTS (LEAVE) Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June

2018/2019 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

207,802 5,195 212,997

212,997 5,325 218,322

218,322 5,458 223,780

223,780 5,595 229,375

761,603 146,385 907,988

907,988 152,592 1,060,580

1,060,580 159,004 1,219,584

1,219,584 165,629 1,385,213

1,385,213 172,472 1,557,685

1,557,685 179,541 1,737,227

994,774 24,869 1,019,643

1,019,643 25,491 1,045,134

1,045,134 26,128 1,071,263

1,071,263 26,782 1,098,044

1,098,044 27,451 1,125,495

1,125,495 28,137 1,153,633

1,153,633 28,841 1,182,473

6,411,445 556,101 (75,000) 6,892,546

6,892,546 576,045 (7,150,369) 318,222

662,983 436,617 (75,000) 1,024,600

1,024,600 454,058 (75,000) 1,403,658

1,403,658 472,103 (75,000) 1,800,761

1,800,761 490,771 (102,208) 2,189,325

179,627 4,040 183,667

183,667 4,592 188,259

188,259 4,706 192,965

192,965 4,824 197,789

197,789 4,945 202,734

221,463 195,537 417,000

417,000 204,225 621,225

621,225 140,379 761,603

946,840 23,671 970,511

970,511 24,263 994,774

5,832,683 526,262 (351,464) 6,007,481

6,007,481 538,241 (134,277) 6,411,445

3,581,302 (3,581,302) 517,107 11,629 528,736

528,736 13,218 541,954

541,954 13,549 555,503

Page 50

2027/2028 $0s

202,734 5,068 207,802

255,702 743,005 998,706

UNSPENT GRANTS & CONTRIBUTIONS Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June

2026/2027 $0s

2,101,119 52,528 2,153,647

249,465 6,237 255,702

6,216,102 704,456 (1,087,875) 5,832,683

2025/2026 $0s

2,049,873 51,247 2,101,119

267,771 6,694 (25,000) 249,465

926,014 20,826 946,840

2024/2025 $0s

1,024,266 1,025,607 2,049,873

261,240 6,531 267,771

1,904,174 183,023 (1,865,734) 221,463

2023/2024 $0s

23,674 1,000,592 1,024,266

802,004 368,036 (908,800) 261,240

AERODROME Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June

OFF STREET PARKING Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June

2019/2020 $0s

555,503 13,888 569,391

569,391 14,235 583,626

998,706 1,024,968 (2,000,000) 23,674

318,222 419,762 (75,000) 662,983 583,626 14,591 598,216

598,216 14,955 613,172

613,172 15,329 628,501

628,501 15,713 644,213

644,213 16,105 660,319

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Cash Reserves

Interest Rate

2.50%

SANITATION (RUBBISH REMOVAL) SERVICES Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June HACC ASSET REPLACEMENT Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June ESPERANCE HOMECARE FUNDRAISING Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June PLANT REPLACEMENT Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June BUILDING MAINTENANCE Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

4,434,511 1,510,926 (844,910) 5,100,527

5,100,527 1,534,308 (1,032,400) 5,602,435

5,602,435 1,574,992 (6,704,838) 472,589

472,589 1,475,445 (583,495) 1,364,539

1,364,539 1,527,015 (2,847,609) 43,945

43,945 1,523,859 (433,785) 1,134,019

1,134,019 1,581,565 (343,887) 2,371,697

2,371,697 1,643,572 (343,887) 3,671,383

3,671,383 1,707,750 (343,887) 5,035,245

5,035,245 1,774,166 (371,959) 6,437,452

741,917 16,685 (278,312) 480,290

480,290 12,007 (1,850) 490,447

490,447 12,261 (67,357) 435,351

435,351 10,884 (34,394) 411,841

411,841 10,296 (91,887) 330,250

330,250 8,256 (18,980) 319,527

319,527 7,988 (171,385) 156,130

156,130 3,903 (62,681) 97,352

97,352 2,434 (34,237) 65,549

65,549 1,639 (91,588) (24,401)

97,409 2,191 99,600

99,600 2,490 102,090

102,090 2,552 104,642

104,642 2,616 107,258

107,258 2,681 109,940

109,940 2,748 112,688

112,688 2,817 115,505

115,505 2,888 118,393

118,393 2,960 121,353

121,353 3,034 124,387

966,028 43,237 (361,000) 648,265

648,265 16,207 664,472

664,472 16,612 681,083

681,083 17,027 698,111

698,111 17,453 715,563

715,563 17,889 733,452

733,452 18,336 751,789

751,789 18,795 770,583

770,583 19,265 789,848

789,848 19,746 809,594

3,040,357 76,009 (250,000) 2,866,366

2,866,366 71,659 (500,000) 2,438,025

2,438,025 160,951 2,598,976

2,598,976 314,974 2,913,950

336,799 408,420 745,219

745,219 468,630 1,213,849

1,213,849 530,346 1,744,196

1,744,196 543,605 2,287,800

4,477,320 100,689 (1,537,652) 3,040,357

2,913,950 422,849 (3,000,000) 336,799

GOVERNANCE AND WORKERS COMPENSATION Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June

222,973 85,015 (211,540) 96,448

96,448 84,011 180,459

180,459 87,743 268,203

268,203 91,602 359,805

359,805 95,590 455,395

455,395 99,711 555,106

555,106 103,971 659,076

659,076 108,372 767,448

767,448 112,919 880,367

880,367 117,616 997,984

IT SYSTEMS & PROCESS DEVELOPMENT RESERVE Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June

296,047 6,658 (145,330) 157,375

157,375 3,934 161,309

161,309 4,033 165,342

165,342 4,134 169,476

169,476 4,237 173,713

173,713 4,343 178,055

178,055 4,451 182,507

182,507 4,563 187,069

187,069 4,677 191,746

191,746 4,794 196,540

Page 51

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Cash Reserves

Interest Rate

2.50%

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

ESPERANCE HOME CARE LEAVE ENTITLEMENTS Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June

182,651 4,108 186,759

186,759 4,669 191,428

191,428 4,786 196,214

196,214 4,905 201,119

201,119 5,028 206,147

206,147 5,154 211,301

211,301 5,283 216,583

216,583 5,415 221,998

221,998 5,550 227,548

227,548 5,689 233,236

ESPERANCE HOME CARE LONG SERVICE LEAVE RESERVE Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June

216,529 4,870 221,399

221,399 5,535 226,934

226,934 5,673 232,607

232,607 5,815 238,423

238,423 5,961 244,383

244,383 6,110 250,493

250,493 6,262 256,755

256,755 6,419 263,174

263,174 6,579 269,753

269,753 6,744 276,497

305,596 57,640 363,236

363,236 59,081 422,317

422,317 60,558 482,875

482,875 62,072 544,947

544,947 63,624 608,570

608,570 165,214 773,785

773,785 169,345 943,129

943,129 173,578 1,116,707

1,116,707 177,918 1,294,625

15,065,441 3,311,188 (453,124) 17,923,505

17,923,505 3,428,331 (565,755) 20,786,081

PRIORITY PROJECTS RESERVE Opening Balance Transfer to Reserve Transfer From Reserve Balance 30 June

3,115,440 328,421 (3,138,265) 305,596

TOTAL RESERVES SUMMARY Opening Balance Transfer to Reserve Transfer From Reserve Total Reserves 30 June

28,877,155 3,394,810 (13,960,720) 18,311,245

18,311,245 2,566,621 (1,635,714) 19,242,152

19,242,152 2,631,071 (7,431,472) 14,441,751

Page 52

14,441,751 2,580,234 (692,889) 16,329,096

16,329,096 3,555,412 (10,089,865) 9,794,643

9,794,643 3,797,650 (5,527,765) 8,064,528

8,064,528 3,947,453 (590,272) 11,421,709

11,421,709 4,125,300 (481,568) 15,065,441

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Projected Non Capital Projects Summary

NOTE: Values must be in actual dollars to be spent/ received in each year - these are not escalated. TOTAL ONE OFF PROJECTS SUMMARY

Revenue

TRUE TRUE

Revenue Type 1 Revenue Type 2 Total

Expenditure

TRUE TRUE TRUE

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

Labour Contracts & Materials Other Total

(537,900) (537,900)

(2,886,022) (2,886,022)

(158,628) (158,628)

(2,641,972) (2,641,972)

(355,882) (355,882)

(150,773) (150,773)

(184,954) (184,954)

(155,048) (155,048)

(189,171) (189,171)

Net Total

(537,900)

(2,886,022)

(158,628)

(2,641,972)

(355,882)

(150,773)

(184,954)

(155,048)

(189,171)

Page 53

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Projected Non Capital Projects Summary

NOTE: Values must be in actual dollars to be spent/ received in each year - these are not escalated. 2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

1 <- Include in Total Project: Description: IT Equipment Replacement

Revenue (enter as Positive)

TRUE TRUE

Revenue Type 1 Revenue Type 2 Total

Expenditure (enter as Negative):

TRUE TRUE TRUE

Labour Contracts & Materials Other Total

(62,900) (62,900)

(35,000) (35,000)

(38,100) (38,100)

(46,100) (46,100)

(54,550) (54,550)

TRUE

Net Total

(62,900)

(35,000)

(38,100)

(46,100)

(54,550)

2 Project: <- Include in Total Description: Community Perception Survey

Revenue (enter as Positive)

TRUE TRUE

Revenue Type 1 Revenue Type 2 Total

Expenditure (enter as Negative):

TRUE TRUE TRUE

Labour Contracts & Materials Other Total

(16,854) (16,854)

(17,865) (17,865)

(18,937) (18,937)

(20,090) (20,090)

TRUE

Net Total

(16,854)

(17,865)

(18,937)

(20,090)

Page 54

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Projected Non Capital Projects Summary

NOTE: Values must be in actual dollars to be spent/ received in each year - these are not escalated. 2018/2019 $0s

3 Project: Description: Strategic Plan Review

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

<- Include in Total

Revenue (enter as Positive)

FALSE FALSE

2019/2020 $0s

Revenue Type 1 Revenue Type 2 Total

Expenditure (enter as Negative):

FALSE FALSE FALSE

Labour Contracts & Materials Other Total

(22,500) (22,500)

(25,000) (25,000)

FALSE

Net Total

(22,500)

(25,000)

4 Project: Description: GRV Revaluation

<- Include in Total

Revenue (enter as Positive)

TRUE TRUE

Revenue Type 1 Revenue Type 2 Total

Expenditure (enter as Negative):

TRUE TRUE TRUE

Labour Contracts & Materials Other Total

(175,000) (175,000)

TRUE

Net Total

(175,000)

Page 55

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Projected Non Capital Projects Summary

NOTE: Values must be in actual dollars to be spent/ received in each year - these are not escalated. 2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

5 Project: <- Include in Total Description: Airport Masterplan Review

Revenue (enter as Positive)

TRUE TRUE

Revenue Type 1 Revenue Type 2 Total

Expenditure (enter as Negative):

TRUE TRUE TRUE

Labour Contracts & Materials Other Total

(30,000) (30,000)

TRUE

Net Total

(30,000)

6 <- Include in Total Project: Description: Waste Management (Capping & Scoping Document)

Revenue (enter as Positive)

TRUE TRUE

Revenue Type 1 Revenue Type 2 Total

Expenditure (enter as Negative):

TRUE TRUE TRUE

Labour Contracts & Materials Other Total

(350,000) (350,000)

(2,804,168) (2,804,168)

(2,503,722) (2,503,722)

TRUE

Net Total

(350,000)

(2,804,168)

(2,503,722)

Page 56

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Projected Non Capital Projects Summary

NOTE: Values must be in actual dollars to be spent/ received in each year - these are not escalated. 2018/2019 $0s

7 Project: Description: Council Elections

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

<- Include in Total

Revenue (enter as Positive)

TRUE TRUE

2019/2020 $0s

Revenue Type 1 Revenue Type 2 Total

Expenditure (enter as Negative):

TRUE TRUE TRUE

Labour Contracts & Materials Other Total

(45,000) (45,000)

(47,700) (47,700)

(50,562) (50,562)

(51,573) (51,573)

(52,605) (52,605)

TRUE

Net Total

(45,000)

(47,700)

(50,562)

(51,573)

(52,605)

9 Project: Description: Tourism Strategy

<- Include in Total

Revenue (enter as Positive)

TRUE TRUE

Revenue Type 1 Revenue Type 2 Total

Expenditure (enter as Negative):

TRUE TRUE TRUE

Labour Contracts & Materials Other Total

(50,000) (50,000)

TRUE

Net Total

(50,000)

Page 57

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program - Summary

Statement of Capital Works Summary Land Investment Property Buildings Furniture and Equipment Plant and Equipment Plant and Equipment - Under Lease Intangibles Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) Infrastructure - Bridges Infrastructure - Drainage Infrastructure - Parks, Gardens and Reserves Infrastructure - Footpaths and Cycleways Infrastructure - Airports (Formation Only) Infrastructure - Airports (Ex Formation) Infrastructure - Sewerage Infrastructure - Other Work in Progress Total Capital Works

2018/2019 $0s

2019/2020 $0s

2020/2021 $0s

2021/2022 $0s

2022/2023 $0s

2023/2024 $0s

2024/2025 $0s

2025/2026 $0s

2026/2027 $0s

2027/2028 $0s

860,000 8,939,041 160,054 3,555,035 13,436,666 252,275 2,506,523 928,934 6,442,902 37,081,430

250,000 123,792 3,048,394 11,906,435 595,000 488,826 192,353 214,464 745,218 17,564,482

2,188,388 500,000 136,006 3,504,649 12,357,937 612,000 423,891 200,000 4,149,574 24,072,445

105,786 3,524,045 13,372,151 612,000 1,003,891 4,154,062 22,771,935

116,635 3,876,585 13,348,568 650,000 784,481 10,000,000 158,684 28,934,953

10,000,000 109,054 3,576,989 13,551,353 670,000 1,040,016 161,858 29,109,270

147,546 3,363,793 14,159,594 689,000 1,093,816 163,445 19,617,194

122,257 3,237,333 14,177,601 702,780 1,447,692 200,000 166,714 20,054,377

131,502 4,050,789 14,299,966 716,836 1,101,646 200,000 170,049 20,670,788

170,782 3,208,405 15,145,139 731,173 1,655,679 200,000 173,450 21,284,628

27,583,000 2,169,991 7,328,439 37,081,430

13,814,711 2,189,218 1,560,553 17,564,482

14,330,091 2,540,254 7,202,100 24,072,445

15,531,647 2,243,052 4,997,236 22,771,935

18,616,989 9,274,005 1,043,959 28,934,953

20,728,102 4,809,329 3,571,839 29,109,270

16,173,770 2,345,640 1,097,784 19,617,194

16,590,839 2,343,797 1,119,741 20,054,377

17,145,935 2,382,717 1,142,136 20,670,788

17,691,725 2,427,006 1,165,897 21,284,628

Represented by: Total Renewal Investment Total Upgrade Investment Total New Investment Total Capital Works

Page 58

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 1 - 2018/2019

Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Land

Sub-Total - Land

0.00%

100.00%

0.00%

100.00%

860,000

0.00%

100.00%

0.00%

Investment Property Flinders Subdivision- Stage 3 Sub-Total - Investment Property

860,000

860,000 -

100.00% 0.00%

860,000

Buildings BOILC Solar Panels Indoor Sports Stadium

99,650

100.00%

7,965,663

3,982,832

50.00%

3,982,832

0.00% 50.00%

ICV Shed- Quarry Rd

63,114

0.00%

63,114

100.00%

Coomalbidge Fire Shed

71,607

0.00%

71,607

100.00%

Homecare Building Refurbishment

580,000

406,000

70.00%

174,000

30.00%

Depot Building

159,007

111,305

70.00%

47,702

30.00%

8,939,041

4,599,786

HACC Assets

67,054

Equipment at Civic Centre

30,000

100.00% 100.00%

Sub-Total - Buildings

4,339,255

0.00%

100.00%

0.00%

Furniture & Equipment

IT Equipment Sub-Total - Furniture & Equipment

63,000

160,054

560,112

Plant & Equipment Light Vehicle Replacements Polystyrene Baler- Waste

50,000

Major Plant Replacement

1,982,623

0.00%

50,000

100.00%

0.00%

92,100

100.00%

Mower & Bitumen Emulsion tank

92,100

Sundry Equipment Replacement

170,200

100.00%

0.00%

Emergency Services Vehicles

700,000

100.00%

0.00%

3,555,035

3,412,935

Sub-Total - Plant & Equipment

100.00%

142,100

Plant & Equipment - Under Lease Sub-Total - Plant & Equipment - Under Lease

Intangibles Sub-Total - Intangibles Infrastructure - Roads (Formation) Sub-Total - Infrastructure - Roads (Formation) Infrastructure - Roads (Ex Formation) MRWA RRG Project expenditure

2,576,875

1,922,349

74.60%

654,526

25.40%

Municipal Allocation - Rural

6,896,811

6,551,970

95.00%

227,595

3.30%

117,246

1.70%

Municipal Allocation - Town

1,111,126

370,005

33.30%

370,005

33.30%

371,116

33.40%

772,250

100.00%

1,928,923

1,205,577

62.50%

State Black Spot Projects Roads to recovery program MRWA Direct Grant Carparks Sub-Total - Infrastructure - Roads (Ex Formation)

150,681

13,436,666

10,972,832

Page 59

723,346

95.00%

100.00%

1,975,472

37.50%

3.30%

488,362

1.70%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 1 - 2018/2019

Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Infrastructure - Bridges Sub-Total - Infrastructure - Bridges

252,275

0.00%

100.00%

Infrastructure - Drainage Street Drainage Sub-Total - Infrastructure - Drainage

252,275

250,754

0.00%

252,275

100.00%

252,275

Infrastructure - Parks, Gardens & Reserves Fourth Beach & A-Bay Foredunes Twilight Beach Restoration

76,935

100.00%

0.00%

30,774

40.00%

46,161

60.00%

10,265

50.00%

10,265

50.00%

Castletown Quays Restoration

20,529

0.00%

Oval Fencing Replacement

27,802

100.00%

Public Open Space Implementation Eastern Suburbs Water Supply Upgrade Lake Monji Rebuild Coastal Reserves Asset Management Sub-Total - Infrastructure - Parks, Gardens & Reserves

268,782

100.00%

0.00%

1,529,870

100.00%

0.00%

99,762

100.00%

0.00%

232,089

78,609

33.87%

66.13%

0.00%

2,506,523

2,255,579

153,480 194,519

56,426

Infrastructure - Footpaths and Cycleways Footpath Construction Sub-Total - Infrastructure - Footpaths and Cycleways

928,934 928,934

0.00%

100.00%

928,934

100.00%

928,934

Infrastructure - Airports (Formation Only) Sub-Total - Infrastructure - Airports (Formation Only)

Infrastructure - Airports (Ex Formation)

Sub-Total - Infrastructure - Airports (Ex Formation)

0.00%

100.00%

Infrastructure - Sewerage Sub-Total - Infrastructure - Sewerage Infrastructure - Other Steora Smart Benches Optic Fibre- NBN Tanker Jetty Replacement

28,848

0.00%

28,848

100.00%

145,330

0.00%

145,330

100.00%

6,000,000

100.00%

0.00%

Condingup Water Tank

10,000

100.00%

0.00%

Wylie Bay Hardstand Bays

46,072

0.00%

46,072

Condingup Niche Wall

10,000

0.00%

10,000

100.00%

Liquid Waste Drying Bed

30,838

0.00%

30,838

100.00%

Period Village- Services

143,000

100.00%

0.00%

28,814

100.00%

0.00%

Scaddan Water Tanks

6,442,902

6,181,814

261,088

Work in Progress (by asset Class) Sub-Total - Work in Progress (by asset Class) GRAND TOTAL

37,081,430

Page 60

27,583,000

2,169,991

7,328,439

100.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 2 - 2019/2020 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Land Sub-Total - Land

Investment Property

Sub-Total - Investment Property

100.00%

Buildings Dog Pound

Sub-Total - Buildings

250,000

100.00%

250,000

Furniture & Equipment Furniture & Equipment Replacement

73,792

100.00%

IT Equipment

50,000

100.00%

Sub-Total - Furniture & Equipment

123,792

Plant & Equipment Light Vehicles Heavy Plant Misc. Plant Heavy Plant (Waste) Fire Fighting Appliances Light Vehicles (Homecare) Light Vehicles (Airport)

378,000

100.00%

1,651,121

100.00%

178,873

100.00%

95,900

100.00%

700,000

100.00%

2,500

100.00%

42,000

100.00%

100.00% Sub-Total - Plant & Equipment

3,048,394

100.00%

3,048,394

Plant & Equipment - Under Lease Sub-Total - Plant & Equipment - Under Lease

Intangibles Sub-Total - Intangibles Infrastructure - Roads (Formation Only) Sub-Total - Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) MRWA RRG Project expenditure

2,929,539

100.00%

Municipal Allocation - Rural

5,390,597

3,773,418

70.00%

1,347,649

25.00%

Municipal Allocation - Town

674,208

539,366

80.00%

134,842

20.00%

0.00%

State Black Spot Projects

140,500

70,250

50.00%

70,250

50.00%

0.00%

1,459,298

1,021,509

70.00%

437,789

30.00%

0.00%

Transport Asset Management

650,000

100.00%

MRWA Direct

662,293

463,605

Roads to recovery program (70% Rural, 30% Urban)

Sub-Total - Infrastructure - Roads (Ex Formation)

11,906,435

Page 61

70.00%

198,688

100.00%

9,447,687

0.00%

2,189,218

269,530

30.00%

269,530

0.00% 5.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 2 - 2019/2020 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Infrastructure - Bridges Sub-Total - Infrastructure - Bridges

Infrastructure - Drainage Drainage Allocation

Sub-Total - Infrastructure - Drainage

595,000

0.00%

100.00%

595,000

100.00%

595,000

Infrastructure - Parks, Gardens & Reserves Playground Replacement

168,826

100.00%

Irrigation/ POS Asset Management

320,000

100.00%

Sub-Total - Infrastructure - Parks, Gardens & Reserves

488,826

192,353

Infrastructure - Footpaths and Cycleways Dual Use Paths

Sub-Total - Infrastructure - Footpaths and Cycleways

192,353

100.00%

192,353

Infrastructure - Airports (Formation Only) Sub-Total - Infrastructure - Airports (Formation Only)

Infrastructure - Airports (Ex Formation) Airport Asset Mgmt Plan

Sub-Total - Infrastructure - Airports (Ex Formation)

214,464

100.00%

214,464

Infrastructure - Sewerage Sub-Total - Infrastructure - Sewerage

Infrastructure - Other Organics Waste Management Setup

600,000

0.00%

Coastal Reserves Asset Mgmt

49,195

100.00%

Coastal Reserves Management Plan

96,023

0.00%

96,023

100.00%

745,218

49,195

600,000

696,023

Work in Progress (by asset Class) Sub-Total - Work in Progress (by asset Class) GRAND TOTAL

17,564,482

Page 62

13,814,711

2,189,218

1,560,553

100.00% 100.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 3 - 2020/2021 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Land Sub-Total - Land

Investment Property Flinders Estate- Future Residential Land Subdivision

Sub-Total - Investment Property

2,188,388

0.00%

100.00%

2,188,388

100.00%

2,188,388

Buildings BOILC- Heating Upgrade (Gas Efficiency)

Sub-Total - Buildings

500,000

250,000

50.00%

100.00%

250,000

50.00%

250,000

Furniture & Equipment Furniture & Equipment Replacement

76,006

100.00%

IT Equipment

60,000

100.00%

Sub-Total - Furniture & Equipment

136,006

Plant & Equipment Light Vehicles

357,513

100.00%

2,069,861

100.00%

Misc. Plant

182,450

100.00%

Light Vehicles (Homecare)

106,811

100.00%

Fire Fighting Appliances

Heavy Plant

700,000

100.00%

Heavy Plant (Waste)

5,665

100.00%

Heavy Plant (Airport)

82,349

100.00%

Sub-Total - Plant & Equipment

3,504,649

Plant & Equipment - Under Lease Sub-Total - Plant & Equipment - Under Lease

Intangibles Sub-Total - Intangibles Infrastructure - Roads (Formation Only) Sub-Total - Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) MRWA RRG Project expenditure

2,988,130

100.00%

Municipal Allocation - Rural

5,556,178

3,889,325

70.00%

1,389,045

25.00%

Municipal Allocation - Town

678,792

543,034

80.00%

135,758

20.00%

Roads to recovery program (70% Rural, 30% Urban)

1,459,298

1,021,509

70.00%

Transport Asset Management

1,000,000

100.00%

675,539

472,877

State Black Spot Projects

MRWA Direct

Sub-Total - Infrastructure - Roads (Ex Formation)

12,357,937

Page 63

100.00%

70.00%

100.00%

9,914,874

437,789

0.00%

0.00% 5.00%

0.00%

30.00%

0.00%

202,662

277,809

30.00%

2,165,254

277,809

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 3 - 2020/2021 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Infrastructure - Bridges Sub-Total - Infrastructure - Bridges

612,000

0.00%

612,000

100.00%

Infrastructure - Drainage Drainage Allocation

Sub-Total - Infrastructure - Drainage

612,000

Playground Replacement

173,891

Soccer Field Development GSG

250,000

100.00%

612,000

Infrastructure - Parks, Gardens & Reserves

Sub-Total - Infrastructure - Parks, Gardens & Reserves

100.00%

0.00%

100.00%

125,000 -

50.00%

125,000

100.00%

423,891

173,891

200,000

50.00%

125,000

Infrastructure - Footpaths and Cycleways Dual Use Paths

Sub-Total - Infrastructure - Footpaths and Cycleways

200,000

100.00%

200,000

Infrastructure - Airports (Formation Only) Sub-Total - Infrastructure - Airports (Formation Only)

Infrastructure - Airports (Ex Formation)

Sub-Total - Infrastructure - Airports (Ex Formation)

100.00%

150,671

Infrastructure - Sewerage Sub-Total - Infrastructure - Sewerage Infrastructure - Other Coastal Reserves Asset Mgmt Coastal Reserves Management Plan New Waste Management Site & Transfer Stations

100.00%

98,903

0.00%

98,903

100.00%

3,900,000

0.00%

3,900,000

100.00%

4,149,574

100.00%

150,671

3,998,903

Work in Progress (by asset Class) Sub-Total - Work in Progress (by asset Class) GRAND TOTAL

24,072,445

Page 64

14,330,091

2,540,254

7,202,100

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 4 - 2021/2022 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Land Sub-Total - Land

Investment Property

Sub-Total - Investment Property

100.00%

Buildings

Sub-Total - Buildings

100.00%

Furniture & Equipment Replacement

78,286

IT Equipment

27,500

27,500 -

100.00%

Furniture & Equipment

Sub-Total - Furniture & Equipment

105,786

Plant & Equipment Light Vehicles

588,693

100.00%

1,149,610

100.00%

Misc. Plant

186,099

100.00%

Heavy Plant (Waste)

Heavy Plant

838,111

100.00%

Light Vehicles (Homecare)

61,532

100.00%

Fire Fighting Applicances

700,000

100.00%

Sub-Total - Plant & Equipment

3,524,045

100.00%

3,524,045

Plant & Equipment - Under Lease Sub-Total - Plant & Equipment - Under Lease

Intangibles Sub-Total - Intangibles Infrastructure - Roads (Formation Only) Sub-Total - Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) MRWA RRG Project expenditure

3,047,893

100.00%

Municipal Allocation - Rural

5,667,302

3,967,111

70.00%

1,416,826

25.00%

Municipal Allocation - Town

908,608

726,886

80.00%

181,722

20.00%

Roads to recovery program (70% Rural, 30% Urban)

1,459,298

1,021,509

70.00%

Transport Asset Management

1,600,000

100.00%

689,050

482,335

70.00%

State Black Spot Projects

MRWA Direct

Sub-Total - Infrastructure - Roads (Ex Formation)

13,372,151

Page 65

100.00%

10,845,734

437,789

0.00%

0.00% 5.00% 0.00%

0.00%

30.00%

0.00%

206,715

283,365

30.00%

2,243,052

283,365

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 4 - 2021/2022 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Infrastructure - Bridges Sub-Total - Infrastructure - Bridges

612,000

Infrastructure - Drainage Drainage Allocation

Sub-Total - Infrastructure - Drainage

612,000

0.00%

100.00%

612,000

Infrastructure - Parks, Gardens & Reserves Playground Replacement

173,891

100.00%

POS Infrastructure Renewal

830,000

100.00%

Sub-Total - Infrastructure - Parks, Gardens & Reserves

1,003,891

100.00%

1,003,891

Infrastructure - Footpaths and Cycleways

Sub-Total - Infrastructure - Footpaths and Cycleways

100.00%

Infrastructure - Airports (Formation Only) Sub-Total - Infrastructure - Airports (Formation Only) Infrastructure - Airports (Ex Formation)

Sub-Total - Infrastructure - Airports (Ex Formation)

100.00%

Infrastructure - Sewerage Sub-Total - Infrastructure - Sewerage Infrastructure - Other Coastal Reserves Asset Mgmt Coastal Reserves Management Plan New Waste Management Site & Transfer Stations

52,191

100.00%

101,871

0.00%

101,871

100.00%

4,000,000

0.00%

4,000,000

100.00%

52,191

4,101,871

4,154,062

Work in Progress (by asset Class) Sub-Total - Work in Progress (by asset Class) GRAND TOTAL

22,771,935

Page 66

15,531,647

2,243,052

4,997,236

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 5 - 2022/2023 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Land Sub-Total - Land

Investment Property

Sub-Total - Investment Property

100.00%

Buildings

Sub-Total - Buildings

100.00%

Furniture & Equipment Replacement

80,635

100.00%

IT Equipment

36,000

100.00%

Furniture & Equipment

Sub-Total - Furniture & Equipment

116,635

Plant & Equipment Light Vehicles

700,088

100.00%

2,011,637

100.00%

Misc. Plant

189,821

100.00%

Light Vehicles (Homecare)

162,051

100.00%

Fire Fighting Appliances

700,000

100.00%

Heavy Plant (Airport)

69,388

100.00%

Light Vehicles (Airport)

43,600

100.00%

Heavy Plant

Sub-Total - Plant & Equipment

3,876,585

Plant & Equipment - Under Lease Sub-Total - Plant & Equipment - Under Lease

Intangibles Sub-Total - Intangibles Infrastructure - Roads (Formation Only) Sub-Total - Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) MRWA RRG Project expenditure

3,104,771

100.00%

Municipal Allocation - Rural

5,780,648

4,046,454

70.00%

1,445,162

25.00%

Municipal Allocation - Town

901,020

720,816

80.00%

180,204

20.00%

Roads to recovery program (70% Rural, 30% Urban)

1,459,298

1,021,509

70.00%

Transport Asset Management

1,400,000

100.00%

702,831

491,982

70.00%

State Black Spot Projects

MRWA Direct

Sub-Total - Infrastructure - Roads (Ex Formation)

13,348,568

Page 67

100.00%

437,789

0.00%

5.00% 0.00%

0.00%

30.00%

100.00%

2,274,005

289,032

10,785,531

0.00%

30.00%

210,849

289,032

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 5 - 2022/2023 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Infrastructure - Bridges Sub-Total - Infrastructure - Bridges

650,000

Infrastructure - Drainage Drainage Allocation

Sub-Total - Infrastructure - Drainage

650,000

0.00%

100.00%

650,000

Infrastructure - Parks, Gardens & Reserves Playground Replacement

184,481

100.00%

Infrastructure Renewal

600,000

100.00%

Sub-Total - Infrastructure - Parks, Gardens & Reserves

784,481

Infrastructure - Footpaths and Cycleways

Sub-Total - Infrastructure - Footpaths and Cycleways

100.00%

Infrastructure - Airports (Formation Only) Sub-Total - Infrastructure - Airports (Formation Only) Infrastructure - Airports (Ex Formation) Widen Runway 11/29 from 30m to 45m

Sub-Total - Infrastructure - Airports (Ex Formation)

10,000,000

3,000,000

30.00%

7,000,000

70.00%

100.00%

7,000,000

3,000,000

Infrastructure - Sewerage Sub-Total - Infrastructure - Sewerage

53,757

104,927

Infrastructure - Other Coastal Reserves Asset Mgmt Coastal Reserves Management Plan

158,684

100.00%

104,927

100.00%

53,757

104,927

Work in Progress (by asset Class) Sub-Total - Work in Progress (by asset Class) GRAND TOTAL

28,934,953

Page 68

18,616,989

9,274,005

1,043,959

100.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 6 - 2023/2024 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Land Sub-Total - Land

Investment Property

Sub-Total - Investment Property

100.00%

Buildings Library/Culture Centre

Sub-Total - Buildings

10,000,000

5,000,000

50.00%

100.00%

5,000,000

2,500,000

25.00%

2,500,000

25.00%

2,500,000

Furniture & Equipment Furniture & Equipment Replacement

83,054

100.00%

IT Equipment

26,000

100.00%

109,054

Sub-Total - Furniture & Equipment

Plant & Equipment Light Vehicles Heavy Plant Misc. Plant Heavy Plant (Waste) Fire Fighting Appliances

498,263

100.00%

2,013,399

100.00%

193,618

100.00%

90,785

100.00%

700,000

100.00%

Light Vehicles (Waste)

44,908

100.00%

Light Vehicles (Homecare)

36,016

100.00%

Sub-Total - Plant & Equipment

3,576,989

Plant & Equipment - Under Lease Sub-Total - Plant & Equipment - Under Lease

Intangibles Sub-Total - Intangibles Infrastructure - Roads (Formation Only) Sub-Total - Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) MRWA RRG Project expenditure

3,166,866

100.00%

Municipal Allocation - Rural

5,896,261

4,127,383

70.00%

1,474,065

25.00%

Municipal Allocation - Town

912,040

729,632

80.00%

182,408

20.00%

0.00%

Roads to recovery program (70% Rural, 30% Urban)

1,459,298

1,021,509

70.00%

30.00%

0.00%

Transport Asset Management

1,400,000

100.00%

716,888

501,822

State Black Spot Projects

MRWA Direct

Sub-Total - Infrastructure - Roads (Ex Formation)

13,551,353

Page 69

100.00%

70.00%

437,789

0.00%

215,066

294,813

30.00%

100.00%

2,309,329

294,813

10,947,211

0.00% 5.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 6 - 2023/2024 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Infrastructure - Bridges Sub-Total - Infrastructure - Bridges

670,000

0.00%

670,000

100.00%

Infrastructure - Drainage Drainage Allocation

Sub-Total - Infrastructure - Drainage

670,000

100.00%

670,000

Infrastructure - Parks, Gardens & Reserves Playground Replacement

190,016

100.00%

Infrastructure Renewal

850,000

100.00%

Sub-Total - Infrastructure - Parks, Gardens & Reserves

1,040,016

Infrastructure - Footpaths and Cycleways Dual Use Paths

Sub-Total - Infrastructure - Footpaths and Cycleways

100.00%

Infrastructure - Airports (Formation Only) Sub-Total - Infrastructure - Airports (Formation Only) Infrastructure - Airports (Ex Formation)

Sub-Total - Infrastructure - Airports (Ex Formation)

100.00%

54,832

100.00%

107,026

0.00%

100.00%

54,832

107,026

Infrastructure - Sewerage Sub-Total - Infrastructure - Sewerage Infrastructure - Other Coastal Reserves Asset Mgmt Coastal Reserves Management Plan

161,858

107,026

Work in Progress (by asset Class) Sub-Total - Work in Progress (by asset Class) GRAND TOTAL

29,109,270

Page 70

20,728,102

4,809,329

3,571,839

100.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 7 - 2024/2025 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Land Sub-Total - Land

Investment Property

Sub-Total - Investment Property

100.00%

Buildings

Sub-Total - Buildings

100.00%

Furniture & Equipment Replacement

85,546

100.00%

IT Equipment

62,000

100.00%

Furniture & Equipment

Sub-Total - Furniture & Equipment

147,546

Plant & Equipment Light Vehicles

477,997

100.00%

1,671,292

100.00%

Misc. Plant

197,490

100.00%

Light Vehicles (Homecare)

317,014

100.00%

Fire Fighting Appliances

700,000

100.00%

Heavy Plant

Sub-Total - Plant & Equipment

3,363,793

Plant & Equipment - Under Lease Sub-Total - Plant & Equipment - Under Lease

Intangibles Sub-Total - Intangibles Infrastructure - Roads (Formation Only) Sub-Total - Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) MRWA RRG Project expenditure

3,230,203

100.00%

Municipal Allocation - Rural

6,014,186

4,209,930

70.00%

1,503,547

25.00%

Municipal Allocation - Town

924,681

739,745

80.00%

184,936

20.00%

Roads to recovery program (70% Rural, 30% Urban)

1,459,298

1,021,509

70.00%

Transport Asset Management

1,800,000

100.00%

731,226

511,858

70.00%

State Black Spot Projects

MRWA Direct

Sub-Total - Infrastructure - Roads (Ex Formation)

14,159,594

Page 71

100.00%

437,789

0.00%

5.00% 0.00%

0.00%

30.00%

100.00%

2,345,640

300,709

11,513,245

0.00%

30.00%

219,368

300,709

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 7 - 2024/2025 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Infrastructure - Bridges Sub-Total - Infrastructure - Bridges

689,000

Infrastructure - Drainage Drainage Allocation

Sub-Total - Infrastructure - Drainage

689,000

0.00%

100.00%

689,000

Infrastructure - Parks, Gardens & Reserves Playground Replacement

193,816

100.00%

POS Infrastructure Renewal

900,000

100.00%

Sub-Total - Infrastructure - Parks, Gardens & Reserves

1,093,816

Infrastructure - Footpaths and Cycleways Dual Use Paths

Sub-Total - Infrastructure - Footpaths and Cycleways

100.00%

Infrastructure - Airports (Formation Only) Sub-Total - Infrastructure - Airports (Formation Only) Infrastructure - Airports (Ex Formation)

Sub-Total - Infrastructure - Airports (Ex Formation)

100.00%

55,370

100.00%

108,075

0.00%

100.00%

Infrastructure - Sewerage Sub-Total - Infrastructure - Sewerage Infrastructure - Other Coastal Reserves Asset Mgmt Coastal Reserves Management Plan

163,445

108,075

100.00%

55,370

108,075

Work in Progress (by asset Class) Sub-Total - Work in Progress (by asset Class) GRAND TOTAL

19,617,194

Page 72

16,173,770

2,345,640

1,097,784

100.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 8 - 2025/2026 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Land Sub-Total - Land

Investment Property

Sub-Total - Investment Property

100.00%

Buildings

Sub-Total - Buildings

100.00%

Furniture & Equipment Replacement

87,257

100.00%

IT Equipment

35,000

100.00%

Furniture & Equipment

Sub-Total - Furniture & Equipment

122,257

Plant & Equipment Light Vehicles Heavy Plant Misc. Plant

284,468

100.00%

1,937,675

100.00%

201,440

100.00%

Fire Fighting Appliances

700,000

100.00%

Light Vehicles (Homecare)

113,750

100.00%

Sub-Total - Plant & Equipment

3,237,333

Plant & Equipment - Under Lease Sub-Total - Plant & Equipment - Under Lease

Intangibles Sub-Total - Intangibles Infrastructure - Roads (Formation Only) Sub-Total - Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) MRWA RRG Project expenditure

3,294,807

100.00%

Municipal Allocation - Rural

6,134,470

4,294,129

70.00%

1,533,618

25.00%

Municipal Allocation - Town

743,175

594,540

80.00%

148,635

20.00%

0.00%

Roads to recovery program (70% Rural, 30% Urban)

1,459,298

1,021,509

70.00%

30.00%

0.00%

Transport Asset Management

1,800,000

100.00%

745,851

522,096

State Black Spot Projects

MRWA Direct

Sub-Total - Infrastructure - Roads (Ex Formation)

14,177,601

Page 73

100.00%

70.00%

437,789 223,755

100.00%

11,527,080

0.00%

2,343,797

306,724

30.00%

306,724

0.00% 5.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 8 - 2025/2026 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Infrastructure - Bridges Sub-Total - Infrastructure - Bridges

Infrastructure - Drainage Drainage Allocation

Sub-Total - Infrastructure - Drainage

702,780

0.00%

100.00%

702,780

100.00%

702,780

Infrastructure - Parks, Gardens & Reserves Playground Replacement POS Infrastructure Renewal

Sub-Total - Infrastructure - Parks, Gardens & Reserves

197,692

100.00%

1,250,000

100.00%

1,447,692

200,000

Infrastructure - Footpaths and Cycleways Dual Use Paths

Sub-Total - Infrastructure - Footpaths and Cycleways

200,000

100.00%

200,000

Infrastructure - Airports (Formation Only) Sub-Total - Infrastructure - Airports (Formation Only)

Infrastructure - Airports (Ex Formation)

Sub-Total - Infrastructure - Airports (Ex Formation)

100.00%

56,477

100.00%

110,237

0.00%

100.00%

56,477

110,237

Infrastructure - Sewerage Sub-Total - Infrastructure - Sewerage Infrastructure - Other Coastal Reserves Asset Mgmt Coastal Reserves Management Plan

Sub-Total - Infrastructure - Other

166,714

110,237

Work in Progress (by asset Class) Sub-Total - Work in Progress (by asset Class) GRAND TOTAL

20,054,377

Page 74

16,590,839

2,343,797

1,119,741

100.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 9 - 2026/2027 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Land Sub-Total - Land

Investment Property

Sub-Total - Investment Property

100.00%

Buildings

Sub-Total - Buildings

100.00%

Furniture & Equipment Replacement

89,002

100.00%

IT Equipment

42,500

100.00%

Furniture & Equipment

Sub-Total - Furniture & Equipment

131,502

Plant & Equipment Light Vehicles

451,205

100.00%

2,625,854

100.00%

Misc. Plant

205,469

100.00%

Fire Fighting Appliances

700,000

100.00%

68,261

100.00%

Heavy Plant

Light Vehicles (Homecare)

Sub-Total - Plant & Equipment

4,050,789

Plant & Equipment - Under Lease Sub-Total - Plant & Equipment - Under Lease

Intangibles Sub-Total - Intangibles Infrastructure - Roads (Formation Only) Sub-Total - Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) MRWA RRG Project expenditure

3,360,703

100.00%

Municipal Allocation - Rural

6,257,159

4,380,011

70.00%

1,564,290

25.00%

Municipal Allocation - Town

762,038

609,630

80.00%

152,408

20.00%

0.00%

Roads to recovery program (70% Rural, 30% Urban)

1,459,298

1,021,509

70.00%

30.00%

0.00%

Transport Asset Management

1,700,000

100.00%

760,768

532,538

State Black Spot Projects

MRWA Direct

Sub-Total - Infrastructure - Roads (Ex Formation)

14,299,966

Page 75

100.00%

70.00%

437,789 228,230

100.00%

11,604,391

0.00%

2,382,717

312,858

30.00%

312,858

0.00% 5.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 9 - 2026/2027 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Infrastructure - Bridges Sub-Total - Infrastructure - Bridges

Infrastructure - Drainage Drainage Allocation

Sub-Total - Infrastructure - Drainage

716,836

0.00%

100.00%

716,836

100.00%

716,836

Infrastructure - Parks, Gardens & Reserves Playground Replacement

201,646

100.00%

POS Infrastucture Renewal

900,000

100.00%

Sub-Total - Infrastructure - Parks, Gardens & Reserves

1,101,646

200,000

Infrastructure - Footpaths and Cycleways Dual Use Paths

Sub-Total - Infrastructure - Footpaths and Cycleways

200,000

100.00%

200,000

Infrastructure - Airports (Formation Only) Sub-Total - Infrastructure - Airports (Formation Only)

Infrastructure - Airports (Ex Formation)

Sub-Total - Infrastructure - Airports (Ex Formation)

100.00%

57,607

100.00%

112,442

0.00%

100.00%

57,607

112,442

Infrastructure - Sewerage Sub-Total - Infrastructure - Sewerage Infrastructure - Other Coastal Reserves Asset Mgmt Coastal Reserves Management Plan

Sub-Total - Infrastructure - Other

170,049

112,442

Work in Progress (by asset Class) Sub-Total - Work in Progress (by asset Class) GRAND TOTAL

20,670,788

Page 76

17,145,935

2,382,717

1,142,136

100.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 10 - 2027/2028 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Land Sub-Total - Land

Investment Property

Sub-Total - Investment Property

100.00%

Buildings

Sub-Total - Buildings

100.00%

Furniture & Equipment Replacement

90,782

100.00%

IT Equipment

80,000

100.00%

Furniture & Equipment

Sub-Total - Furniture & Equipment

170,782

Plant & Equipment Light Vehicles

840,032

100.00%

1,198,139

100.00%

Misc. Plant

209,578

100.00%

Fire Fighting Appliances

700,000

100.00%

Light Vehicles (Homecare)

Heavy Plant

177,155

100.00%

Light Vehicles (Airport)

47,664

100.00%

Heavy Plant (Waste)

35,837

100.00%

Sub-Total - Plant & Equipment

3,208,405

Plant & Equipment - Under Lease Sub-Total - Plant & Equipment - Under Lease

Intangibles Sub-Total - Intangibles Infrastructure - Roads (Formation Only) Sub-Total - Infrastructure - Roads (Formation Only) Infrastructure - Roads (Ex Formation) MRWA RRG Project expenditure

3,427,917

100.00%

Municipal Allocation - Rural

6,400,662

4,480,463

70.00%

1,600,166

25.00%

Municipal Allocation - Town

781,279

625,023

80.00%

156,256

20.00%

0.00%

30.00%

0.00%

State Black Spot Projects

100.00%

Roads to recovery program (70% Rural, 30% Urban)

1,459,298

1,021,509

70.00%

Transport Asset Management

2,300,000

100.00%

775,983

543,188

MRWA Direct

Sub-Total - Infrastructure - Roads (Ex Formation)

15,145,139

Page 77

70.00%

437,789 232,795

100.00%

12,398,100

0.00%

2,427,006

320,033

30.00%

320,033

0.00% 5.00%

Shire of Esperance Long Term Financial Plan 2018/2019 - 2027/2028 Forward Capital Works Program Year 10 - 2027/2028 Capital Expenditure Summary ASSET DESCRIPTION

Units RENEWAL

TOTAL $

UPGRADE %

NEW %

Infrastructure - Bridges Sub-Total - Infrastructure - Bridges

Infrastructure - Drainage Drainage Allocation

Sub-Total - Infrastructure - Drainage

731,173

0.00%

100.00%

731,173

100.00%

731,173

Infrastructure - Parks, Gardens & Reserves Playground Replacement Infrastructure Renewal

Sub-Total - Infrastructure - Parks, Gardens & Reserves

205,679

100.00%

1,450,000

100.00%

1,655,679

200,000

Infrastructure - Footpaths and Cycleways Dual Use Paths

Sub-Total - Infrastructure - Footpaths and Cycleways

200,000

100.00%

200,000

Infrastructure - Airports (Formation Only) Sub-Total - Infrastructure - Airports (Formation Only)

Infrastructure - Airports (Ex Formation)

Sub-Total - Infrastructure - Airports (Ex Formation)

100.00%

58,759

100.00%

114,691

0.00%

100.00%

Infrastructure - Sewerage Sub-Total - Infrastructure - Sewerage Infrastructure - Other Coastal Reserves Asset Mgmt Coastal Reserves Management Plan

173,450

58,759

114,691

Work in Progress (by asset Class) Sub-Total - Work in Progress (by asset Class) GRAND TOTAL

21,284,628

Page 78

17,691,725

2,427,006

1,165,897

100.00%

6. Glossary of Terms A range of terminology is used within the local government sector to describe the components and processes of integrated strategic planning. Terms that have been assigned a specific meaning within the Long Term Financial Plan has been defined below. These definitions aim to best describe an integrated strategic planning component or process in terms of its purpose, without restricting or mandating terminology.

Term

Definition

Annual Budget

A statutory requirement outlining the financial estimates to deliver the Corporate Business Plan.

Asset Management Plans that guide the use, acquisition and disposal of assets to make the most beneficial use of their service delivery potential and to manage related risks and costs over their entire life. Plans Corporate Business Plan

A local governments internal business planning tool that translates Council priorities into operations, within the resources available. The Corporate Business Plan details the services, operations and projects a local government will deliver over a defined period.

Equity Statement

Equity is the net worth of a local government measured as the difference between the total assets and total liabilities as reported in the statement of financial position. The equity statement details equity by its various classes (retained surpluses, cash-backed reserves and revaluation reserves) and reconciles the opening and closing balances of each class of the local governments equity over the reporting period. It also provides a summary of changes in composition of the local governments equity and the causes of those changes.

Financial Capital

Refers to the funding capacity of the local government as disclosed in the statement of financial position. This is usually the net difference between current assets and current liabilities.

Forecast Income Statement

A statement that includes revenue and expenditure projections over the 10 year life of the plan.

Infrastructure

The non-current physical asset base of the local government. This can be more specifically defined as the major asset classes that have significant service potential - roads, drains, bridges, footpaths, airport and public buildings.

Integrated Planning & Reporting

A framework for establishing community priorities and linking these to different areas of a local governments functions.

Rate Setting Statement

A statement that details budgeted expenditure and revenue and shows how much rate revenue is required to cover the budget deficit. It can be in a format that includes rates as an income type based on assumptions used in developing the LTFP, to show the extent to which planned services and assets can be funded.

of forecasts or estimates in the LTFP on high, medium and low growth scenarios to Scenario Modelling Preparation understand the impact of variations in factors or assumptions.

Sensitivity Analysis

Determines those factors or assumptions that if varied have greater impacts on the LTFP.

Statement of Cash Flows

A statement that shows how changes in a local governments expenses and income affect cash and cash equivalents and breaks the analysis down to operating, investing and financing activities.

Statement of Financial Position

A statement that reports the value of a local governments current and non-current assets, current and non-current liabilities and equity as at a particular date (usually the end of a financial reporting period)

Strategic Community Plan

The strategy and planning document that reflects the longer term (10+ years) community and local government aspirations and priorities.

Workforce Plan

A coordinated plan that addresses the human resourcing requirements to deliver local government operations.

Long Term Financial Plan: 2019-2029

For further details on the Long Term Financial Plan please contact the Shire of Esperance Shire of Esperance Windich Street Esperance WA 6450 PO Box 507

(08) 9071 0666

(08) 9071 0600 shire@esperance.wa.gov.au www.esperance.wa.gov.au