confirmed minutes special council meeting 23 june 2015 · business plan, the shire’s intention is...

File Code: OR.MTG 1/1

CONFIRMED MINUTES

SPECIAL COUNCIL MEETING

23 JUNE 2015

23.06.2015 SPECIAL COUNCIL MINUTES CONFIRMED 14 JULY 2015

SC1 JUNE 2015

CONFIRMED MINUTES

SPECIAL COUNCIL MEETING

23 JUNE 2015

ATTENTION/DISCLAIMER

The purpose of this Council Meeting is to discuss and, where possible, make resolutions

about items appearing on the agenda. Whilst Council has the power to resolve such

items and may in fact appear to have done so at the meeting, no person should rely on

or act on the basis of such decision or on any advice or information provided by an

Elected Member or employee, or on the content of any discussion occurring during the

course of the Meeting. Persons should be aware that regulation 10 of the Local

Government (Administration) Regulations 1996 establishes procedures to revoke or

change a Council decision. No person should rely on the decisions made by Council

until formal written advice of the Council decision is received by that person.

The Shire of Mundaring expressly disclaims liability for any loss or damage suffered by

any person as a result of relying on or acting on the basis of any resolution of Council,

or any advice or information provided by an Elected Member or employee, or the

content of any discussion occurring during the course of the Council Meeting.

LEGEND

To assist the reader, the following explains the method of referencing used in this document:

Item Example Description

Page Numbers SC1 JUNE 2015

(SC2, SC3, SC4 etc) Sequential page numbering of Special Council Agenda or Minutes for June 2015

Report Numbers 10.1 (10.2, 10.3 etc)

11.1 (11.2, 11.3 etc)

Sequential numbering of reports under the heading “10.0 Reports of Committees” or “11.0 Reports of Employees”

Council Decision Reference

SC7.06.15 Council Decision number 7 from Special Council meeting June 2015

CONTENTS


SC2 JUNE 2015

1.0 OPENING PROCEDURES 3

1.1 ANNOUNCEMENT OF VISITORS ........................................................................ 3

1.2 RECORD OF ATTENDANCE/APOLOGIES/APPROVED LEAVE OF ABSENCE ................. 3

2.0 PUBLIC QUESTION TIME (LIMIT OF 15 MINUTES) 4

3.0 APPLICATIONS FOR LEAVE OF ABSENCE 9

SC1.06.15 ...................... 9 SC2.06.15 ...................... 9 SC3.06.15 ...................... 9

4.0 PRESENTATIONS 9

5.0 DISCLOSURES OF INTERESTS 9

5.1 DISCLOSURE OF FINANCIAL INTEREST AND PROXIMITY INTERESTS ........................ 9

SC4.06.15 .................... 10

5.2 DISCLOSURE OF INTEREST AFFECTING IMPARTIALITY .........................................10

6.0 REPORTS OF EMPLOYEES 11

6.1 CORPORATE BUSINESS PLAN ........................................................................11

SC5.06.15 .................... 13

6.2 LONG TERM FINANCIAL PLAN 2015/16 – 2024/25 .......................................... 117

SC6.06.15 .................. 119

6.3 ADOPTION OF ANNUAL BUDGET 2015/16....................................................... 178

SC7.06.15 .................. 188

7.0 MATTERS BEHIND CLOSED DOORS 235

8.0 CLOSING PROCEDURES 235

8.1 DATE, TIME AND PLACE OF THE NEXT MEETING .............................................. 235

8.2 CLOSURE OF THE MEETING ......................................................................... 235


SC3 JUNE 2015

SPECIAL COUNCIL MEETING COUNCIL CHAMBER

1.0 OPENING PROCEDURES

The Presiding Person declared the meeting open at 6.30pm. To be read out aloud by the Presiding Person Members of Council and members of the gallery are advised that this meeting will be audio-recorded.

1.1 Announcement of Visitors

Nil

1.2 Record of Attendance/Apologies/Approved Leave of Absence

Elected Cr H Dullard (President) West Ward Members Cr P Clark West Ward Cr T Cuccaro West Ward Cr B Perks Central Ward Cr L Gu Central Ward Cr A Pilgrim Central Ward Cr P Bertola East Ward Cr S Fox East Ward Cr J Daw East Ward Cr D Jones (Deputy President) South Ward Cr T Cook South Ward Cr D Lavell South Ward Staff Mr J Throssell Chief Executive Officer Mr P O'Connor Director Corporate Services Mr S Kocian Manager Finance & Governance Mr S Purdy Director Infrastructure Services Ms M Griffiths Director Strategic & Community Services Mr M Luzi Director Statutory Services Mrs R Noakes Communications Co-ordinator Ms Douglas Minute Secretary Apologies Nil Absent Nil Leave of Nil Absence Guests Nil


SC4 JUNE 2015

Members of the Public

15

Members of the Press

Sarah Brookes The Echo Newspaper

2.0 PUBLIC QUESTION TIME (L IMIT OF 15 MINUTES)

Procedures for asking and responding to questions are determined by the Shire President. In regards to Special Council meetings, questions must relate to the subject matter of reports on the agenda of the meeting. Note: This is not a verbatim record of questions asked and answers given. It is a summary only.

Name & Question Response

Peter Gavranich – 54 Pittersen Road, Darlington

1. Has the proposed budget for presentation at tonight’s meeting given consideration for the following points:-

A. Has an adequate sum for bushfire protection been struck and how much is it?

CEO responded that all matters within the budget have received extensive consideration and the figures that are put into the budget address all the matters reflecting our responsibilities to the community as well as in the Shire’s Strategic Community Plan to reflect the aspirations of the community.

B. A sufficient amount for road and community safety and how much?

Shire President advised that this question will be taken on notice.

C. A reduction in the massive catering costs, by how much?

Shire President advised that the Shire hasn’t reduced the costs of catering and that they are not considered as “massive”.


SC5 JUNE 2015


Philippa Silcock

1. Can Council confirm that if it defers the Brown Park upgrade including the relocation of Swan View Toy Library, that the “Options” to be further considered will allow Swan View Toy Library, which has a proud history of supporting child development in the local community since 1989, to continue operating?

CEO advised that what was being dealt with tonight is the Capital Program which was amended from what was originally intended in that there will no longer be the construction of an area within Brown Park to accommodate the Swan View Toy Library. However, no decision has yet been made on what the future is for the Swan View Toy Library. Director Strategic and Community Services advised that in Year 1 of the CBP, a review of the provision of toy libraries will be conducted and whilst not prescripted that review would include things such as: the libraries remaining where they are, the libraries being relocated or merged or cessation of one or both libraries. The outcome of the review is unknown but the review will look at all the options in relation to the Toy Libraries.


Janina Ruchlmann

1. If our families had to buy instead of borrow toys, it would cost each family $6,250 per year, so given that Swan View Toy Library represents average savings to the community of $437,500 every year, does Council acknowledge the financial importance placed on this service by the community and the importance of providing a permanent local building from which to operate?

Shire President acknowledged that the Shire is aware of how important this service is.


SC6 JUNE 2015


Elizabeth Gardiner

1. How has the Council assessed the risk to the Shire’s reputation that any deferral of the Swan View Toy Libraries relocation may cause given the local community has been waiting on this facility for seven years and that the wider WA Toy Library community which views the Shire of Mundaring’s Toy Library program as a “model” Local Government service, monitors the progress of such important projects such as this?

Shire President advised that the Shire is not closing down the Swan View Toy Library, the Shire is just not putting it in the position and place that the Shire thought was a good idea to be able to accommodate the library. Hence the review will be looking at the best way forward. CEO advised that it needs to be made clear, that the review has yet to be commenced and this will take place in the next financial year. As the Director of Strategic and Community Services previously advised, there will be a number of possible future alternatives and whilst it wouldn’t be something that is taken lightly, it is a possibility that Council may form a view, that the Shire would no longer provide this service which is one of the options but the Shire will be equally looking at, if the Shire was to continue providing this service, how best would it be to continue to deliver this service.


SC7 JUNE 2015


Suzanne Rajput

1. What does the Council feel will be encompassed in the review such as the scope and the timing of when this is occurring as well as the consultation that will be undertaken and when will the Toy Library members will be notified of things occurring?

Shire President advised that it was a good question but that this question was not relevant or appropriate for tonight’s meeting. Director Strategic and Community Services advised that depending on the outcome of tonight’s meeting and if the review of the toy libraries is adopted as part of the Corporate Business Plan, the Shire’s intention is to write to all of the Toy Library members this week outlining the decisions made tonight and the next steps that will be undertaken. In relation to the timing of the review, the intention is to do it in the first part of the financial year of 2015, which will list the various options for the Toy Libraries, eg. options to remain where they are, options to relocate, options to amalgamate, options for other agencies to take over the running of the facility and also the option for cessation. Toy Library members will be consulted as part of this process.


SC8 JUNE 2015


Diana Hertzler – Mundaring

1. What is the rates increase for this year and what was the basis for decision to have a 6% increase for the following 3 years?

CEO advised that when the Strategic Community Plan was set with the input from the community and its aspirations as to what it wanted the Shire to deliver and to the level of service that they wanted delivered. The Shire explained that in order to deliver these services it would be a requirement for the Shire to look at increasing the Shire rates on average 6% per year for the ten year period of that plan. In this current financial year, the Shire is looking at a rates increase of 5.45% yield increase. This varies based on improved value of land Gross Rental Value (GRV), commercial, residential etc.

2. So am I assuming that I can expect my personal rates to be going up that much?

CEO advised that without knowing what your property is in detail, there will be on average an increase around this amount.

3. The Shire is increasing its Councillor’s allowances to 75% of the Tribunal’s recommendation. What percentage increase over current levels is this?

CEO advised that last year Council agreed to a rate of 66-67% of the allowable allowance range. This year Council’s rate is 75% of what could be claimed out of the full 100% of the prescribed range.


SC9 JUNE 2015

3.0 APPLICATIONS FOR LEAVE OF ABSENCE

COUNCIL DECISION SC1.06.15 MOTION Moved by: Cr Clarke Seconded by: Cr Fox

That Cr Clarke be granted leave of absence from all meetings of Council for the period 6 - 22 July 2015 inclusive. CARRIED 12/0

COUNCIL DECISION SC2.06.15 MOTION Moved by: Cr Cook Seconded by: Cr Cuccaro

That Cr Cook be granted leave of absence from all meetings of Council for the period 6 - 24 July 2015 inclusive. CARRIED 12/0

COUNCIL DECISION SC3.06.15 MOTION Moved by: Cr Cuccaro Seconded by: Cr Clarke

That Cr Cuccaro be granted leave of absence from all meetings of Council for the period of 22 July – 2 August 2015 inclusive.

CARRIED 12/0

4.0 PRESENTATIONS

Nil 5.0 DISCLOSURES OF INTERESTS 5.1 Disclosure of Financial Interest and Proximity Interests

Members must disclose the nature of their interest in matters to be discussed at the meeting (Sections 5.60B and 5.65 of Local Government Act 1995). Employees must disclose the nature of their interest in reports or advice when giving the report or advice to the meeting (Sections 5.70 and 5.71 of Local Government Act 1995).

Cr Perks declared a Disclosure of Financial Interest in item 6.3 [Adoption of Annual Budget 2015/16] as he is the Treasurer of the KSP Writers Centre which is funded by Council.


SC10 JUNE 2015

Cr Perks left the chamber to enable Councillors to discuss whether he can be allowed to participate in decision making and vote on item 6.3.

COUNCIL DECISION SC4.06.15 MOTION Moved by: Cr Lavell Seconded by: Cr Cook

That Council resolve to allow Cr Perks to participate in decision making and vote on item 6.3 as interest disclosed is considered trivial and insignificant.

CARRIED 11/0

Cr Perks returned to the chamber to participate in decision making and vote on item 6.3.

5.2 Disclosure of Interest Affecting Impartiality Members and staff must disclose their interest in matters to be discussed at the meeting in respect of which the member or employee has given or will give advice (Shire of Mundaring Code of Conduct, Local Government (Admin) Reg. 34C).

Nil


SC11 JUNE 2015

6.0 REPORTS OF EMPLOYEES 6.1 Corporate Business Plan

File Code OR.CMA 16

Author Megan Griffiths, Director Strategic and Community Services

Senior Officer Jonathan Throssell, Chief Executive Officer

Disclosure of Any Interest Nil

SUMMARY: This item recommends that Council adopts Shire of Mundaring Corporate Business Plan 2015/16 to 2018/19 (ATTACHMENT 1). This is the third iteration of the Corporate Business Plan (CBP) that followed Council’s adoption of the Strategic Community Plan in 2013 (C12.01.13). This CBP sets out the services, operations and projects that Shire of Mundaring will deliver over the four years from 2015/16 to 2018/19. It is fully integrated with resourcing strategies including the Workforce Plan, Long Term Financial Plan and Asset Management Plans, in order to drive activities and service levels. BACKGROUND: The State Government requires local governments in Western Australia to plan and report within an Integrated Planning and Reporting Framework (IPRF). The IPRF is designed to ensure more effective delivery of the local government’s strategic intentions, and to provide a process to:

Ensure community input is explicitly and reliably generated;

Provide the capacity for location specific planning where appropriate;

Inform the long term objectives of the local government with these inputs;

Identify the resourcing required to deliver against the long term objectives;

Clearly articulate long term financial implications and strategies.

The Strategic Community Plan is the long-term strategic plan that links community aspirations with the Council’s vision and long-term strategy. The CBP integrates resourcing plans and other specific Council plans with the Strategic Community Plan. The CBP is an internal business planning tool that translates Council priorities into operations within the available resources. The plan details the services, operations and projects that Shire of Mundaring will deliver over the four years from 2015/16 to 2018/19. It also includes the processes for delivering these and the associated costs.


SC12 JUNE 2015

Other aspects of the IPRF include a Workforce Plan, the Long Term Financial Plan, and Asset Management Plans. All of these plans have been integrated into and are informed by the CBP. Summaries of the Workforce Plan and Asset Management Plans are included in the CBP. The Long Term Financial Plan is submitted to Council for consideration as a separate item. The CBP is reviewed annually, within a four-year cycle of minor and major reviews of the Strategic Community Plan and IPRF suite. This cycle is designed to be synchronised with the Council electoral cycle. STATUTORY / LEGAL IMPLICATIONS: Shire of Mundaring is required to implement the IPRF pursuant to S5.56 of the Local Government Act 1995. Regulation 19DA of the Local Government Administration Regulations 1996 requires that “A local government is to ensure that a corporate business plan is made for its district in accordance with this regulation in respect of each financial year after the financial year ending 30 June 2013”. POLICY IMPLICATIONS: Nil FINANCIAL IMPLICATIONS: Together with the Long Term Financial Plan, formal adoption of the CBP will outline the detail of how the financial, human, and physical resources of the Shire are applied to the delivery of services and facilities for the community. STRATEGIC IMPLICATIONS: The CBP serves to activate the community vision and aspirations, as expressed in the Strategic Community Plan, into resource operational priorities and activities over the short to medium term. SUSTAINABILITY IMPLICATIONS: Nil RISK IMPLICATIONS: The Department of Local Government and Communities has set a series of standards against which the IPRF elements, including the CBP, can be measured. Adoption of a four year CBP each financial year (which is informed by other IPRF documents) meets the standards for compliance purposes.


SC13 JUNE 2015

Failure to adopt the CBP may compromise the ability of Council to validly consider or adopt the Long Term Financial Plan, and therefore the budget for 2015/16. Substantial material amendments to the CBP may require consequential amendments to the Long Term Financial Plan and the 2015/16 budget. This may in turn compromise the Shire’s ability to meet its statutory compliance obligations. EXTERNAL CONSULTATION: The CBP has been developed through extensive consultation with a range of Shire officers. The CBP was discussed at Council Forum on 20 April 2015 including investment in facilities, strategic and corporate planning priorities and items for future consideration. The capital works program and funding strategy were discussed at Council Forum on 26 May 2015. COMMENT: The CBP sets out a four-year program for infrastructure and service delivery, giving effect to community aspirations articulated in the Strategic Community Plan 2013-2023.

The CBP plan contains a large amount of detailed information. Although it will be freely available and publicly available, it is envisaged that it will be primarily used an internal reference and measurement document. To enhance community accessibility to the CBP and the operations of the Shire, a high-level summary version will be produced for wider distribution. VOTING REQUIREMENT: Absolute Majority

COUNCIL DECISION SC5.06.15 RECOMMENDATION Moved by: Cr Pilgrim Seconded by: Cr Jones

That Council adopts Shire of Mundaring 2015/16 to 2018/19 Corporate Business Plan as at ATTACHMENT 1. CARRIED BY AN ABSOLUTE MAJORITY 12/0


SC14 JUNE 2015

ATTACHMENT 1

REPORT 6.1

102 PAGES

Foreword- Message from CEO

SIX months ago we were preparing for the abolition of Shire of Mundaring as part of the State Government’s push for Metropolitan Local Government Reform. Rather suddenly the reform process came to a halt earlier this year. As a result of that significant change in direction the Shire has reset its focus, to once again make its own decisions about the delivery of infrastructure and services to its community.

What the Shire plans to deliver over the next four year period is detailed in its Corporate Business Plan 2015/16 to 2018/19. The objective of this rigorously costed and prioritised plan is to enable the Shire to ‘activate’ the Shire of Mundaring’s longer term Strategic Community Plan 2013-2023.

The plan also places the Shire on a path to strengthened financial sustainability over the longer term, which will enable it to continue delivering services and infrastructure to meet the needs of its community into the future.

In 2015/16, the Shire will deliver its largest capital works program in a generation. This includes the following projects:

construction of Boya Community Hub - $8.9million

construction of Mundaring Indoor Recreation Facility - $10.75million

completion of social room at Elsie Austin Oval (Mt Helena) - $1.1million

completion of Mundaring Community Sculpture Park enhancements - $1.068million.

The past 12 months have been extremely busy and very stressful for Shire employees and councillors, particularly with the uncertainty created by the proposed reform as well as the ongoing support of the community recovery effort as a result of the large bushfire in January 2014.

I am extremely proud of the magnificent manner in which everyone in the Shire retained their focus and commitment to meeting the needs of our community throughout this tough period.

In closing, I would like to thank the many people involved in preparing the Corporate Business Plan 2015/16 to 2018/19.

Jonathan Throssell Chief Executive Officer

CONTENTS

Who we are ............................................................................................ 1

How we are Governed ........................................................................... 2

Challenges for the Future....................................................................... 3

Integrated Planning ................................................................................ 3

Strategic Direction .................................................................................. 4

Council Decision-making Criteria ........................................................... 6

Assumptions .......................................................................................... 7

Summary of Strategic Capital Projects................................................... 8

Summary of our Strategy and Planning Priorities .................................. 9

Long Term Financial Profile ................................................................. 16

Rate Setting Statement ........................................................................ 18

Priorities for Investing in Community Facilities ..................................... 20

Summary of Directorate Plans ............................................................. 21

Summary of Investments Yet to be Determined ................................... 56

Items for Future Consideration ............................................................. 57

Summary of Critical Uncertainties ........................................................ 59

How we Test our Efficiency and Effectiveness ..................................... 62

Summary of our Workforce Plan .......................................................... 63

Risk Management ................................................................................ 68

Performance Indicators and Measures ................................................ 71

Appendix One - Summary of our services............................................ 78

Appendix Two – Directorate Organisation Charts ................................ 85

Appendix Three – Four Year Capital Works Program .......................... 90

Shire of Mundaring Corporate Business Plan 2015/16 – 2018/19 1

Who we are

Shire of Mundaring is located on the eastern fringe of Perth, approximately 35 kilometres from the Perth CBD, and is bounded by the City of Swan to the west and north, the Shire of Toodyay in the north east, the Shires of Northam and York in the east and the Shire of Kalamunda to the south.

The original inhabitants of the Mundaring area were the Nyungar Aboriginal people. Mundaring is thought to be an Aboriginal word meaning "a high place on a high place" or "the place of the grass tree leaves".

The Shire is a predominantly rural area, with residential areas in numerous townships; it encompasses a total land area of 644 square kilometres, of which nearly half is National Park, State Forest or water catchments. The bulk of the population live in the townships.

The Shire includes Bailup, Beechina, Bellevue (part), Boya, Chidlow, Darlington, Glen Forrest, Gorrie, Greenmount, Helena Valley, Hovea, Mahogany Creek, Malmalling, Midvale (part), Mount Helena, Mundaring, Parkerville, Sawyers Valley, Stoneville, Swan View (part), The Lakes and Wooroloo.

Economy

The largest industries are education and training, manufacturing, construction and retail trade. There are 3,232 registered businesses as of 2013, creating 10,645 local jobs. With a population of 40,046 (ABS ERP 2014), there are 21,149 (NIEIR 2014) employed residents

Tourism

Our major tourist attractions include Beelu National Park, Greenmount National Park, John Forrest National Park, Wooroloo Regional Park, Mundaring Weir, Lake Leschenaultia, Railway Reserves Heritage Trail, Munda Biddi Bike Trail, Perth Hills National Parks Centre, several State forests and various wineries.

The Mundaring Weir and the museum at No 1 Pump Station completed more than 100 years ago remains one of the longest freshwater pipelines in the world and a starting point for the Golden Pipeline Heritage Trail and housing Idyllic picnic spots at Lake Leschenaultia, John Forest and Beelu National Park, along with many more nature-based activities.

Population and demographics

Mundaring has an Estimated Resident Population of 40,046 (ABS, 2014). From 2006 to 2011, the population increased by 1,437 people (4.1%). Compared to Greater Perth (2011):

The major differences between the age structures:

larger percentage of 'Older workers & pre-retirees'

larger percentage of 'Empty nesters and retirees'

smaller percentage of 'Young workforce'

smaller percentage of 'Tertiary education & independence'

Analysis of the household/family types:

proportion of couple families with child(ren)

similar proportion of one-parent families

lower proportion of lone person households

higher proportion of couples without children

The major differences between qualifications held:

larger percentage of persons with Vocational qualifications

smaller percentage of persons with Bachelor or Higher degrees

smaller percentage of persons with No qualifications

Analysis of housing tenure:

larger proportion of households who owned their dwelling

larger proportion purchasing their dwelling

smaller proportion who were renters


How we are Governed

Shire of Mundaring consists of four wards: South, West, Central and East.

The Shire is governed by 12 elected members who elect a Shire President.

The Council is responsible for the provision of good governance to the residents of the district. This includes the setting of local laws, policies, strategy, delegations and budget. They are also responsible for appointing a Chief Executive Officer.

The Chief Executive Officer is the principal advisor to Council and is responsible for implementing Council decisions. He/she manages the day to day operations of the local government. The CEO is responsible for the employment and management of all Shire employees.

Organisation Chart

The following chart shows the high level structure for the Shire of Mundaring. The Directorate Organisation Charts are attached in Appendix Two.

Office of Chief Executive

Corporate Services

Strategic and Community

Services

Infrastructure Services

Statutory Services


Challenges for the Future

This CBP addresses the key strategic drivers and challenges for the future that will impact the community over the coming years.

An ageing population and other demographic changes which will result in demand for universally accessible infrastructure.

Affordability: cost of living (housing, transport etc.) and ability to afford facilities/services/amenities (existing and additional).

Sustainable development: opportunities for economic development while retaining the special character of Mundaring’s natural and built environment.

Differences in the community: urban/rural resources, views on land use.

Residents’ preparedness and resilience: addressing the reality of living in the hills.

Climate change: mitigation and adaptation.

Infrastructure constraints, eg Mundaring townsite sewerage constraints.

Community safety and security.

Mobile phone coverage and broadband.

Local government reform- preparing and positioning the Shire for potential future reform initiatives of the local government sector.

Integrated Planning

The Corporate Business Plan (CBP) is a key part of the Shire’s fulfilment of the Integrated Planning and Reporting Framework (ITRF), which establishes mechanisms to review and report on all elements of the integrated strategic planning process.

The CBP is an internal business planning tool which translates the community vision and priorities into the resourced services, operations and projects that the Shire will deliver over the next four years. The CBP is fully integrated with the Asset Management Plans (AMP), Workforce Plan (WFP) and the Long Term Financial Plan (LTFP) and all are reviewed annually.

Integrated Planning and Reporting Framework


“Connecting community and environment” Strategic Direction

The Shire engaged the community in setting a vision and priorities for the coming decade. This is captured in Shire of Mundaring 2023 Strategic Community Plan. The foremost statement of direction is the community vision “Connecting Community and Environment”. Key elements that make up this vision and themes from the consultation are listed on the right:

Strategic Themes

Shire of Mundaring groups its activities into four strategic themes which are outlined below. It is recognised that these are highly inter-related. Indeed, the Shire actively seeks to achieve multiple outcomes from its activities where possible.

Valued Natural Environment

Contributes directly to preserving and enhancing the natural environment and ensures a direct link to understanding that decisions and actions within the built environment impact on outcomes in the natural environment. Volunteering for environmental enhancement is encouraged and supported as part of recognising the collective and individual responsibility towards the natural environment.

Balanced Development

Contributes directly to promoting and encouraging environmentally sustainable development to maintain and enhance the unique environmental characteristics of a vibrant hills lifestyle and promotes transport improvements.

Thriving Community

Provides opportunities and support, for the community to, enjoy a vibrant, sustainable, rich mix of hills lifestyles. It delivers high quality accessible services and supports community wellbeing through targeted programs as well as promoting and encouraging community volunteerism. It also provides for valued community

facilities, business and employment opportunities and promotes tourism growth.

Respected Civic Leadership

This theme underpins the Shire’s activities in the other themes ensuring a broad and deep view of trends and issues, engaging with and leading the community in its development and undertaking wise stewardship of community assets.


The Strategic Community Plan in a nutshell

The diagram below maps the key points of the Shire of Mundaring SCP into the way the organisation delivers for the community.


Council Decision-making Criteria

Council takes the following criteria into account when considering significant issues. They reflect the decision-making approach applied to developing this CBP and will continue to be applied as it is implemented.

There are two steps to the decision-making process. In the first instance Council needs to answer the following question which immediately indicates whether the issue will progress to the next stage of consideration:

Step 1: Getting to Maybe

Step 2: Assessment

Category Criteria

Implications for LTFP and affordability for community

Lifecycle costs to Shire of Mundaring (as applicable): construction, operations (including workforce implications), maintenance, renewal; non-rates revenue

Impacts on community outcomes (costs and benefits)


Built environment Ease of getting around and to/from Shire

Thriving Community

Accessibility of services/facilities Heritage and local identity Community vitality and connectedness

Local economy Community health and fitness Community safety and security

Disaster prevention / preparedness and community resilience


Natural environment

Environmental management

Fairness Distribution of costs and/or benefits across the community/population now and over time

Community views

Community feedback

Risks

Financial Impact

People (health and safety of employees and public)

Reputation (social/community)

Compliance (ie changes in State policy)


Assumptions

Population growth Estimated Resident Population 39,796 (2013) Projected increase of 16.5% over next 10 years Getting older

Financial Assumptions Rating base growth 0.5% Interest Rate 2.9% LGCI 3% Employee Costs 3.5%

Anything in the wider policy or legislative environment

Emergency management legislation Public Health Act

Economic pressure and uncertainty

Cost of living Employment

Resource sector fluctuations Variations in cost of oil, with impact on transport and trend for greater local- availability of goods and services

Climate change

Pressure on drainage system

Focus on bushfire PPRR

Pressure on biodiversity Increased energy demand Decreased water availability Trees for shade and reducing carbon footprint

Focus on the environment Increasing focus, involving public and private land, including road verges

Online business Assumed to continuously increase with major impacts for how we and the community do business

Expectation of community Increasing expectations

Corporate Business Plan 2015/16 – 2018/19 8

Summary of Strategic Capital Projects

Item Yr 1

15/16 Yr 2

16/17 Yr 3

17/18 Yr 4

18/19 Yr 5

19/20 Yr 6

20/21 Yr 7

21/22 Yr 8

22/23 Yr 9

23/24 Yr 10 24/25

Elsie Austin Oval (Mt Helena) social room

Mundaring Community Sculpture Park

Boya Community Hub including replacement library, community meeting space and hall ^

Mundaring Indoor Recreation Facility

Lake Leschenaultia Caretaker House #

Midvale Hub (Eastern Region Family Day Care) upgrade

Glen Forrest Oval - replace toilet block

Sawyers Valley Oval - replace toilet block

Bilgoman Aquatic Centre - water play area (seek grant)

Develop Mundaring Civic Centre including replacement library

^Costs offset by income from external grants/property management # Timing subject to study


Summary of our Strategy and Planning Priorities

VALUED NATURAL ENVIRONMENT Objectives

1. To preserve and enhance the natural environment 2. To provide appropriate and accessible parks, reserves and public open spaces

Year 1 (15/16) Year 2 (16/17) Year 3 (17/18) Year 4 (18/19)

Larger waste bins impact study

State of the Environment

Report – scope and

consultation

State of the Environment

Report - final Carbon Reduction Strategy

Reuse exchange container at

Chidlow recycling and waste

transfer station

Sustainable and Environment

Education Program Dams Policy Dieback Policy

Eastern Catchment Management

Plan (EMRC)

Reserves Assessment

Strategy - Local Natural

Reserves Management

Program

Road Reserve weed

management program Fauna Awareness Strategy

Sculpture Park upgrade Weed Strategy Review

Roadside Conservation

Strategy -draft

Roadside Conservation

Strategy – adopt and

implement

Wildlife Corridor Strategy


BALANCED DEVELOPMENT

Objectives

1. To promote and encourage environmentally sustainable development


Mundaring Town Centre Sewerage Capacity Allocation Study.

Local Commercial Strategy -review

Investigate potential for Light Industrial (Stone House service station and surrounds) – commence

Investigate potential for Light Industrial (Stone House service station and surrounds) - complete

Sub regional Structure Plan Submission

Watercourse Hierarchy Strategy - approach

Watercourse Hierarchy Strategy - adopt

Watercourse Hierarchy Strategy – implement

Mundaring Town Centre Precinct Plan – Draft Masterplan

Mundaring Town Centre Precinct Plan – adoption of Statutory Structure Plan/Precinct Plan

Darlington Precinct Plan

Municipal Heritage Inventory Review – finalise Heritage List

Municipal Heritage Inventory Review – complete Heritage Policy

Limited Rural Strategy for Bailup and Wooroloo

Helena Valley Urban Expansion Strategy – endorse draft for the purpose of consultation

Helena Valley Urban Expansion Strategy - adopt

Access Strategy for Bushfire Prone Areas


THRIVING COMMUNITY

Objectives

1. To deliver high quality, accessible services and support through targeted services and programs

2. To provide appropriate affordable accessible community facilities

3. To contribute to a healthier and safer community


Corporate Asset Management Strategy

Key assets service level - review

Asset renewal programs and funding levels - review

Recreation Strategy asset implications assessment

Bugle Tree Creek drainage –system- review detail into construction plans

Bugle Tree Creek Catchment -works - finalise

Christmas Tree Creek Susannah Brook drainage systems - capacity remodelling

Christmas Tree Creek and Susannah Brook system - review detailed into construction plans

Mt Helena (Elsie Austin) oval social room redevelopment

Lake Leschenaultia care taker facility (subject to study)

Toilet block at Glen Forrest and Sawyers Valley ovals

Toilet block at Broz Park

Design Service documentation processes – review/implement

Design Service information fact sheets - review/update

Asset data collection -electronic device - review

Asset data collection - electronic device - implement

Trails website -upgrade Tourism Informing Strategy -review

Active Oval Lighting Strategy Recreation Plan - develop

Boya Hub and Boya Oval Redevelopment – commence

Boya Hub and Boya Oval Redevelopment - complete

Parks and Reserves, Bus Shelters, Bridges and Footpaths - condition audit surveys

Road pavements -condition audit surveys

Customer service charter/ standard / model review - approach and methodology

Customer service charter/ standard / model - review

Customer service charter/ standard / model –communicate / implement

Provision of Toy Libraries reviewed

Disability, Access and Inclusion Plan

Community Grants Funding Program - review

Lake Leschenaultia Capital Asset Master Plan /Management Model

Visitor Centre membership model - review

Facilities bookings system - implement



Midvale Hub (Eastern Region Family Day Care) upgrade - design works

Midvale Hub (Eastern Region Family Day Care) upgrade - commence

Midvale Hub (Eastern Region Family Day Care) - upgrade complete

Business model for Lake Leschenaultia café, kiosk, campgrounds

Sculpture Park /Mundaring Weir - Website and Marketing Strategy

Glen Forrest Stationmaster's - Future use program

Fair Value work integrate into asset inventory

Asset Management Plans - update

Bilgoman Aquatic Centre Future Developments Master Plan

Darlington Hall accessible works –design

Darlington Hall access -upgrade

Skate Park Strategy

Harry Riseborough Oval redevelopment - change room addition for women players (subject to CSRRF grant) – commence

Harry Riseborough Oval redevelopment- change room addition for women players (subject to CSRRF grant) - complete

Seniors Informing Strategy

Reconciliation Policy

Mundaring Indoor Recreation Facility four-court stadium redevelopment – commence

Mundaring Indoor Recreation Facility four-court stadium redevelopment - complete

Strategic Events Strategy

Darlington Pavilion concept plan and funding strategy - endorse

Darlington Pavilion architectural work - commence

Bushfire recovery activities Emergency Management Services - review

Bushfire preparedness program – secure funding and partners

Balfour Rd sub works depot - relocate

Youth Informing Strategy


RESPECTED CIVIC LEADERSHIP

Objectives

1. To enhance community consultation and engagement 2. To provide effective decision making and civic leadership 3. To deliver improved organisational performance 4. To attract, retain and develop a skilled workforce 5. To strengthen financial sustainability


Ward review, potential reduction in councillor numbers, district designation and name, election of President - develop position papers and community consultation

Ward Review- and other reviews (designation/name, councillor numbers and election of President) finalise and adopt

Regional collaboration strategy - approach

Regional Collaboration Strategy

Lobbying Strategy- including civic precinct sewerage, rates capping, Mundaring Recreation Ground, Orange Route.

Key effectiveness and efficiency indicators - develop

Linkages to performance indicators and improved reporting accountabilities - develop

Line of sight between the operational plan and individual accountability /performance metrics - develop

Organisation functions and structure review methodology and plan - develop

Organisation functions and structure review - implement in accordance with plan phase 1

Organisation functions and structure review – implement in accordance with plan phase 2

Strategic Community Plan Performance Management Strategy - evaluation and improvement plan - develop

Performance Management Strategy Improvement Plan - implement

HR modules from Civica suite- implement

Meridio to HP Records Manager 8.0 Upgrade - project plan

Meridio to HP Records Manager 8.0 Upgrade - implement

Workforce Plan - review and update

Strategic training and development framework - develop

Strategic training and development framework- implement



Governance Framework - develop and endorse

Mental health and wellbeing program

Continuous Improvement Framework - approach

Continuous Improvement Framework - implement

Street tree crew delivery model – review

Infrastructure compliance - review

Road grader operations -review

Road grader operations - implement

Efficiency and effectiveness program - approach

Efficiency and effectiveness program - implement

Knowledge Management and Succession Planning - methodology and project framework

Knowledge Management and Succession Planning - implement

Customer Action Request System – implement for Planning and OSH

CARS rebuild in MVC4

SharePoint 2013 - Intranet SharePoint 2013 – public websites

IT Infrastructure Upgrade - approach

IT Infrastructure - implement

HR Process Review - methodology and plan - develop

HR Process Review – implement

New Chart of Accounts – approach

New Chart of Accounts – implement

Property investment portfolio and strategy – review

Enterprise Bargaining negotiations

Risk management framework training

Operational Costs Review –approach and implement Phase 1

Operational Costs Review –implement Phase 2

Corporate Risk Register- review

Processes to ensure HR strategies integration with CBP –develop



OSH Module of Authority - implement

ICT Plan - review

Community Engagement Framework

Corporate Promotions Strategy

Induction and professional development program for Elected Members

Standing Orders including meeting process - review

Biennial employee survey


Long Term Financial Profile

Using the 10 year Long Term Financial Plan as an informing strategy, the following framework is the basis for the preparation of the CBP:

Funding Strategy

consistent with indicative rate increases in SCP and makes a strong start on delivering community priorities

prudent and responsible use of a range of funding instruments including more strategic use of debt for intergenerational equity (the cost of major infrastructure is spread across the generations of users of that infrastructure)

medium term financial planning (budget 2015/16 plus three years)

borrowings of $9.6m in 2015/16 to fund capital projects.

after a 5.46 % increase in the rate yield in Year 1 of the plan, in Years 2, 3 and 4 there is an estimated increase of 6.5% in total rate revenue per annum, comprised of an indicative 6% annual rates increase and 0.5% natural rates growth through property development. Actual rates and rate increases are set annually by Council.

Balanced Budget

aims to achieve a current ratio that does not fall below benchmark standard target

ensures debt service coverage ratio is within or better than the benchmark standard target

Liquidity

ensures that Reserve funds are fully cash backed

Sustainability

ensures that Shire assets are properly maintained and adequate asset replacements are made in terms of the SCP and Asset Management Plan.

reviews existing services to ensure they meet community needs

includes rental revenue from Investment Property Strategy, but does not include projected sales revenue, which is dependent upon sale of land

Assumptions

See page 7


The chart below shows the forecast income, expenditure, cash balances and loan funding over the four years of the CBP.


Rate Setting Statement

2015/16 2016/17 2017/18 2018/19

REVENUES

Rate Levies (Under adopted assumptions) 25,009,786 26,642,925 28,241,500 29,935,991

Other Revenue 27,887,007 24,475,359 22,878,767 23,643,523

Revenues Sub-total 52,896,763 51,118,284 51,120,267 53,579,514

EXPENSES

All Operating Expenses (50,567,635) (52,592,530) (53,317,208) (53,627,203)

Net Operating Profit/(Loss) 2,329,158 (1,474,245) (2,196,940) (47,689)

NON CASH ITEMS

(Profit)/Loss on Disposal of Assets (1,266,364) - - -

Depreciation on Assets 8,230,604 8,682,279 8,523,963 8,326,653

Sub-total 6,964,240 8,682,279 8,523,963 8,326,653

CAPITAL EXPENDITURE AND REVENUE

Buildings (8,706,000) (12,640,000) (936,000) (677,000)

Infrastructure Assets (7,611,854) (3,889,888) (4,060,888) (4,214,988)

Purchase Plant and Equipment (894,597) (1,637,781) (1,687,264) (1,611,463)

Purchase Furniture and Equipment (125,800) (49,800) (50,800) (51,800)

Proceeds Disposal of Assets 7,827,509 579,599 2,626,594 713,980

Repayment of Debentures (341,075) (495,650) (528,244) (562,996)


2015/16 2016/17 2017/18 2018/19

Proceeds from New Debentures 9,600,000 - - -

Transfers to Reserves (26,211,000) (2,665,819) (4,125,819) (2,875,819)

Transfers from Reserves 13,902,166 13,163,825 1,374,457 1,277,000

Net Cash From Investing Activities (12,560,651) (7,635,514) (7,387,964) (8,003,086)

ESTIMATED SURPLUS/(DEFICIT) JULY 1 B/FWD 5,041,094 1,773,841 1,346,361 285,420

ESTIMATED SURPLUS/(DEFICIT) JUNE 30 C/FWD 1,773,841 1,346,361 285,420 561,298


Priorities for Investing in Community Facilities

Costings below are indicative and subject to detailed feasibility, design and cost analysis prior to separate individual Council decisions.

Item Indicative Project Cost

Indicative Shire Allocation

Mt Helena Oval (Elsie Austin) construct social room (includes grant) $1,100,000 $800,000

Development of Mundaring Community Sculpture Park (includes grant) $1,068,000 $538,000

Lake Leschenaultia caretaker accommodation $280,000 $280,000

Construction of Boya Community Hub including replacement library, and community meeting space at Boya Oval (includes grant)

$8,900,000 $7,700,000

Construction of Mundaring Indoor Recreation Facility including four-court stadium (includes grants) $10,750,000 $7,700,000

Glen Forrest Oval - replace toilet block $141,500 $141,500

Sawyers Valley Oval - replace toilet block $165,000 $165,000

Midvale Hub (Eastern Region Family Day Care) Upgrade $1,000,000 $1,000,000


Summary of Directorate Plans

OFFICE OF THE CHIEF EXECUTIVE

Activities SCP Link Service level/s Service level changes

Leadership of the organisation


Communicate a motivating vision and future for the organisation to ensure unity of purpose.

Create positive peer pressure towards shared values, high performance standards and an atmosphere of trust and team spirit.

Drive successful collective action and results.

Nil

Council decision-making Respected Civic Leadership

Advice/information provided accurately in a timely manner through agendas, minutes, workshops, forums, briefings.

Nil

Regional co-operation and collaboration


Deliver benefits to the Shire of Mundaring community through shared expertise, resources and relationships.

Nil

Governance Respected Civic Leadership

Appropriate, effective and responsive services delivered to the community.

Nil

Advocacy Respected Civic Leadership

Access to key decision makers in State/Commonwealth Government; access to grant funding opportunities; influence over key decisions affecting Mundaring.

Nil


CORPORATE SERVICES

Finance Service


Accounting Services Accounts Payable Accounts Receivable Acquittals Banking Financial Reporting Insurance Purchase Card Taxation - BAS/FBT


Timely and accurate payment of accounts, collection of outstanding monies and accurate acquittal of grants received and expended. Daily banking of receipts. Day to day insurance claim management and annual return requirements. Monthly taxation reconciliation.

Nil

Audit Annual Financial Statement Accounting Standards & Regulation Compliance Interim Audits Audit & Governance Committee


Co-ordination and preparation of financial statements in accordance with the Local Government Act 1995, Local Government (Financial Management) Regulations 1996, Australian Accounting Standards (AASB) and Australian Accounting Standards Board Interpretations (AASBI). Executive and administrative support is provided to Audit and Governance Committee. Develop internal audit plan and undertake internal audit program.

Nil

Budget Management Annual Budget LTFP Management & Development


Assist and co-ordinate Directorates input into budget. Review and workshop with ELT & Council for early delivery of Budget in June each year.

Nil



Rates Collection Deferrals Emergency Services Levy Instalments Pensioners


Collection of rates and charges in accordance with the Act, including debt recovery and payment options plus Emergency Services Levy and the Pensioners and Seniors Rebate Scheme on behalf of the State Government.

Nil

Financial Management Asset Valuation BIS Investments Taxation


Assets to be valued for financial reporting - internal. BIS used for annual budget input, monitoring and forecasting. Investments in accordance with Shire Policy F1-02. Annual compliance returns.

Nil

Risk Management Organisational Risk Management Risk Management Committee


Co-ordination of the partnership with Local Government Insurance Services (LGIS) to deliver a "whole of organisation" risk management program. Administrative support to RMC.

Nil

Reception Cashier Reception


Daily professional reception service to customers. Daily revenue received is accurately accounted for, receipted and banked.

Nil


Governance Service


Compliance

Cemeteries Council Delegations Freedom of Information (FOI) Lease Management Local Laws Public Interest Disclosures (PID) Standing Orders Statutory Compliance Tender Register


Administration and maintenance of cemetery bookings and records.

Provide efficient and effective administration services that support Council and elected members.

Maintain and administer a register of delegations from Council to CEO, employees and committees.

Processing of FOI & PID applications when received.

Review and monitor leases and maintain database to ensure timely renegotiation or cancellation.

Monitor and review Local laws and Standing Orders.

Co-ordinate annual compliance return.

Record tender process steps to ensure accountability and compliance.

Nil

Occupational Safety & Health

Claims Management

Co-ordination & Training

Ergonomic Assessments

Evacuation Procedures

Incident Reporting

Occupational Safety & Health Committee

OSH Inspections

Safety Clothing


Work collaboratively with human resources to manage workers' compensation claims/ return to work programs.

Co-ordinate suitable training in OSH for all employees.

Undertake workplace assessments for employees.

Maintain evacuation procedures and co-ordinate regular practices.

Administer and record appropriate incident reporting and records.

Provide administrative support to the OSH Committee.

Co-ordinate and assist with regular OSH inspections of Shire premises.

Co-ordinate and monitor the provision of PPE clothing to employees

Nil



Information Management

Electronic Records Management System

Mail Services

Printing Services

Record Keeping

Plan Records Management

Retention Schedules & Archives

Stationery


Process and record all daily outgoing mail.

Undertake printing services of minutes and agendas.

Provide day-to-day records service, including archiving and disposal of records, and stationery stocks.

Nil


IT Service


Information Technology

Communications

Corporate Systems

Geographical Information System (GIS)

Information Communication & Technology Committee


Network Security

IT Programs & Special Projects

IT Services

Network & Infrastructure Software

System Design & Development

Website Management


Provision of operational and strategic advice and support to employees, outstations and elected members as well as the management, protection and maintenance of hardware, software and data.

Nil


Human Resources


Organisational HR Development


Provision of timely advice, information, systems, contemporary policies, procedures and practices to facilitate cultural and systemic change. Delivery of workforce planning, diversity management, knowledge management, development of the corporate culture, change management, corporate systems support and enhancements, learning and development systems, policy development, and classification assessment and review.

Provision of quarterly reports to Executive

Workforce Strategy Respected Civic Leadership

Facilitate attraction, retention and development of the workforce. Delivery of corporate induction; wellbeing initiatives; facilitation of employee recognition program; employee performance development and review; co-ordination of corporate learning programs.

Corporate Learning Programs aligned with business priorities and within budget

Employee / Industrial Relations


Provision of timely advice, information, systems, policies and or facilitation; facilitation of enterprise bargaining; employee resolution of grievances; supporting management of performance; delivery of payroll services; provision of information and advice regarding collective agreements, remuneration and benefits, employee engagement.

Centralise aspects of existing key HR processes including recruitment/appointment and departures to improve efficiency, effectiveness and manage risks.


STRATEGIC AND COMMUNITY SERVICES

Business and Tourism Development and Marketing


Provide business and tourism development and marketing services

Thriving Community Visitors and prospective visitors aware of the attractions within Shire of Mundaring.

Relationships with industry groups and memberships.

Annual Sponsorship of Mundaring Chamber of Commerce Business Excellence Awards.

Maintain online Shire Business Directory.

Nil

Visitor Centre (VC)

Booking Agent

Local Area Promotion

Local Business Community (VC Membership)

External visitor information service

Thriving Community Operates seven days per week, Mon – Sat 9.30am to 4pm, Sundays and most Public Holidays 10 am to 2.30pm (excluding Christmas Day, Boxing Day, New Year’s Day, Good Friday). VC employees add value to the customer interaction by promoting and informing on local attractions, goods and services to enhance visitor experience and encourage visitors to explore the area further. VC provides an information service to visitors and residents and promotes arts, natural attractions, culture, heritage, and trails to attract visitation and repeat visits. VC business members are promoted through various initiatives.

Nil


Youth

Activities SCP Link Service Level/s Service level changes

Provide outreach community development Youth Service (contracted out)

Manage Youth Centre and associated events; CREW propose ideas and assist with events

Minimum 30 events held across the Shire per annum

Delivery of Youth Plan

Four KPI review meetings with Seen and Heard per annum

Promote youth centre and engage external organisations for services and events

Thriving Community

Access to a robust, comprehensive youth service which delivers programs across the shire.

Access to a purpose-built, well-equipped and managed youth facility which is staffed 25 hours per week.

Provision of collaborative regional and advocacy services and activities through youth networks and regional bodies.

Needs and issues impacting young people are reviewed every four years to drive service delivery.

Nil


Parent and Adolescent Counselling Service


Provide counselling service to young people and families

Up to 350 clients per annum

22.5 hours per week over a range of times to suit clients

Thriving Community

Access to a free, robust, counselling service with strong links into the local community.

Nil

Disability and Access


Resource IDAAC $200,000 in year 1 and $300,000 per annum thereafter, in Council approved budget for access upgrades to Shire buildings

Four IDAAC meetings per year (refer to Community Consultation & Engagement)

IDAAC sets priority list of access upgrades

Thriving Community

Access to all Shire services, facilities, information and consultation.

Budget provision for access upgrades program.

Needs and issues impacting people with disabilities are reviewed every four years to drive service delivery.

Nil


Community Grants Program


Provide grant funding to volunteer community organisations for activities

Resource GSOC

Locality based funding

Five volunteer recognition grants offered each year One Milestone Grant for volunteer groups offered per annum

Thriving Community

Access to $88,780 per annum (CPI annual adjustment) funding program which assists volunteer training, programs and projects.

Access to youth sponsorship.

Funding agreements and programs reviewed regularly to ensure that they meet the needs of the community.

Nil

Seniors


Service Active Ageing Network

Manage The Hub of the Hills and associated events

Annual Seniors Week event with Council funding of $3500 per annum

Minimum 10 events per annum

Volunteer group to plan, manage and run events

Thriving Community Access to programs, activities and events for seniors.

Access to a well-equipped and managed community centre which caters for the needs of seniors which is staffed 10 hours per week.

Needs and issues impacting seniors are reviewed every four years to drive service delivery.

Nil


Cultural


Manage service agreements for Katharine Susannah Prichard Writers’ Centre, Mundaring Sharing, Rise, Mundaring Arts Centre, and Mundaring Hills and Historical Society

Resource Cultural Advisory Group

Delivery of adult learning classes, art collection exhibitions, museum

Provide four Citizenship Ceremonies per annum

Australia Day activities, including breakfast

Citizen of the Year awards

School awards

Assist in providing a dawn, midday & school ceremony ANZAC service

Thriving Community

Access to programs and activities which provide for cultural pursuits and adult education.

Development and management of Shire of Mundaring Art Collection in line with collection management principles.

Sculpture Park Redevelopment project

Year 1


Library and Information Services


Provide public library and associated services in Mundaring town site and in the western suburbs.

Provide toy Libraries in Swan View and Mundaring Town Site

Maintain the online Community Directory

Provide ad-hoc author talks and similar

Thriving Community

Open Monday to Thursday from 9am to 7pm, 9am-to 5.30pm, and 9am to noon on Saturday (Public Library).

Open Thursday 9.30am - 11am Saturday 9am - 11am (Mundaring Toy Library).

Open Tuesday and 1st and 3rd Saturdays of each month, 9.15am - 10.30am (Swan View Toy Library).

Public spaces for the pursuit of study, research and recreation.

Free access, with professional help, to over 76,500 resources in a range of formats.

Library programs that contribute to raising literacy and information levels.

Specific services for targeted groups eg babies, youth, sight impaired, housebound etc.

Technological facilities such as internet access (including Wi-Fi), scanning, PCs with printing and photocopying provided on a cost-recovery basis

Provision of free e-books for download

Purpose-built Western Suburbs library with provision for discrete sections for youth, children, children's activities, quiet study, information technology Year 2


Recreation & Leisure


Provide the opportunity for use of aquatic centres by community, Department of Education and swimming clubs

Thriving Community Bilgoman Aquatic Centre Affordable access to safe, clean and well-maintained, heated outdoor pools from Oct to April, seven days/week, 5:30am to 8pm Mon – Fri, and 7am to 7pm weekends and public holidays.

Mt Helena Aquatic Centre Affordable access to safe, clean and well-maintained, heated outdoor pools from Oct to April, seven days/week, 3:30pm to 7pm school days, and 12pm to 7pm school holidays.

Nil

Provide the opportunity for use of community halls, sports pavilions, cafe, playgroups, theatre, scouts/guides halls, sports clubs, workshops, community centres and recreation centres by community, sports groups and businesses

Thriving Community

Access to affordable well-maintained, clean and safe community facilities seven days per week, every day of the year.

Nil

Provide the opportunity for use of parks, ovals, tennis courts, BMX & dirt park jumps, skateboard parks, Lake Leschenaultia, equestrian centres, golf course, lawn bowls clubs, junior motocross track, rifle range, and trails by community, sports groups

Thriving Community Access to 11 active ovals that are free for passive activities all year and subsidised for junior sporting use and affordable for seniors for 48 weeks of year.

Affordable access to 34 plexi-pave courts and two bitumen courts.

Free all year use of three dirt jump parks and one set of BMX jumps.

Free all year use of three 300sqm concrete parks.

Free access to Lake Leschenaultia and park facilities

Purpose-built indoor four- court sports stadium Year 1

Camping facilities at Lake Leschenaultia meet regulatory requirements Year 1



and businesses every day of the year. Affordable access to 23 camp sites, 22 of which have access to power, flushing toilets and hot showers.

Access (with membership) to two equestrian centres in Parkerville (four arenas) and in Bailup (one arena).

Access (with membership) to golf course: 18 hole, par 72 course, 5924 metres, no reticulation, sand greens.

Access (with membership) to lawn bowls clubs in Mundaring two artificial greens and Glen Forrest two turf greens.

Access (with membership) to 1.8km junior motocross track with hard packed gravel surface, 40 start gates, canteen area, licensed bar, undercover spectator area, playground wash-bay facility.

Access (with membership) to rifle range: accommodate pistols and rifles up to 800yards.

Access to 70km of Railway Reserves Heritage Trail.

Provide volunteer matching service, volunteer development activities and volunteer recognition program.

Thriving Community Three volunteer development workshops held per year

Annual volunteer recognition event (60 attendees)

Nil


Children’s Services - Eastern Region Family Day Care


Provide family day care educators with training and support to provide high quality, home based care environments

Ensure family day care educators comply with all relevant laws, regulations and the National Quality Framework

Provide Play Sessions for family day care educators and the children in their care

Provide families who use family day care with information and support

Thriving Community

Registered family day care educators receive expert advice and support from highly trained resource workers and access to a well-equipped toy library.

Family day care educators are assisted with all compliance matters by highly trained compliance officers as third party regulators of the Education and Care Regulatory Unit.

Family day care educators and families in care have access to facilitated playgroup sessions for professional development, early childhood education and networking. Two morning sessions per week are available during school term.

Families with children in family day care receive quality support and information to enhance the experience of the early childhood setting.

Upgrade of Midvale hub Children’s Services administration building


Children’s Services - Midvale Early Childhood and Parenting Centre Hub


Provide Early Years Referral Centre and Parenting Programs

Provide 87 place Long Day Care (LDC) at Midvale Early Childhood and Parenting Centre (MECPC)

Provide 38 place LDC at Swan Children and Family Centre (SCFC)

Provide 50 place Outside School Hours programs, including Vacation Care at MRCPC and SCFC

Provide community playgroups

Provide playgroups in target schools

Provide Young Parents’ Study and Parenting Program

Provide Indigenous early childhood and parenting programs

Provide Young Parents’ Study and Parenting Program

Provide Indigenous early childhood and parenting programs

Thriving Community Comprehensive information, referral pathways and high quality range of parenting courses.

Accessible, affordable, safe and well equipped child care centre open 50 weeks per annum, from 7am to 6pm on week days.

High quality early childhood education programs for children from birth to four year olds, including teacher led Kindergarten programs.

Affordable, high quality before and after school hour’s care. Access to high quality vacation care during all school holidays.

Low cost, inclusive early intervention playgroups facilitated by a qualified educator, with a focus on early childhood development, parenting skills and wellbeing. Operating during school terms.

Fully funded facilitated early education-focused playgroups for families at three local schools during school terms.

Access for young parents to fully-funded adult education and training programs, parenting programs, high quality crèche and outreach facilities for enhanced life skills and wellbeing.

Access for Indigenous families to a range of programs for parents and young children that have arisen from direct consultation to address unmet needs in early intervention and parenting.

Upgrade of outdoor play area including playgrounds, shade and storage facilities at MECPC.

Upgrade of all bathrooms at MECPC


Children’s Services - East Metro and Midlands Inclusion Support Agency


Provide support to all education and care services in the region with the task of including children with additional needs in care settings

Provide support and referral for education and care services to apply for available funding to facilitate inclusion of children with special needs in care settings

Thriving Community Educators in education and care services in the region have access to a team of highly trained inclusion experts to assist with information and strategies to include children with additional needs in care.

Children with additional needs who require care are assisted to be included in the care setting.

Education and care services in the region have access to funding streams to assist inclusion if a child in care is eligible against the funding guideline criteria.

Education and care services in the region will have access to funding for an additional educator and/or specialist equipment.

Nil


Strategic and Community Services


Advocacy Respected Civic Leadership

Annual lobbying and advocacy plan developed Nil

Integrated Planning Respected Civic Leadership

Community participation in developing 10 year SCP.

Four year Corporate and Directorate Plans activate the Community’s vision within resources.

Performance Management System with quarterly reporting

SCP developed every four years with mini review every two years - Year 3. Next SCP brought forward 1 year to 15/16.

CBP/DP developed every four years with annual review

Community Engagement Respected Civic Leadership


Information on Shire activities, policies and decision making is readily available in a variety of formats including up-to-date website, monthly newsletters, and monthly local newspaper articles.

Community feedback sought on how Shire is performing.

Biannual networking functions held between all Residents & Ratepayers Associations and the Shire of Mundaring

Biennial Community Perceptions Survey Years 1,3


INFRASTRUCTURE SERVICES

Building Assets


Maintain Shire's building facilities except leased property

Undertake preventative maintenance works on all Shire buildings

Co-ordinate the construction of new or renewal of Shire buildings

Removal of graffiti

Thriving Community Priority 1 Building Maintenance Requests (matters which affect health and/or safety) Responded to on same day, with resolution as soon as possible.

Priority 2 Building Maintenance Requests (matters which affect building usage) Responded to within two working days, with resolution as soon as possible.

Priority 3 Building Maintenance Requests (matters which affect building appearance) Responded to within five working days, with resolution as soon as possible.

Preventative maintenance works program provides safe and useable building facilities.

Construction / renewal within budget and project timeframes.

Graffiti removed within two working days of report.

Boya Oval Hub and Mundaring Recreation Centre Stadium Year 1-2

Mundaring Recreation Centre Year 1-2

Elsie Austin Oval (Mt Helena) social room Year 1

Lake Leschenaultia caretaker accommodation Year 2

Glen Forrest Oval replace toilet blocks Year 3

Sawyers Valley Oval replace toilet block Year 3

Building works in capital program, ensuring accessibility is accommodated Years 1-4


Drainage


To install and maintain efficient, effective drainage infrastructure across the shire


Provide an efficient system of stormwater collection and disposal with a maximum number of requests on inefficiencies being less than 50 per annum.

Provision of a well-functioning stormwater system with a maximum flooding complaint number of 20 per annum.

Provide a drainage system free from risk to public health and safety.

Review capacity of drainage and plan for improvements Years 1-4

Upgrade drainage systems in capital program Year 1-4

Roads, Bridges & Bus Shelters


Build, renew and maintain roads, bridges and bus shelters to a safe standard as per Austroads design guidelines


Roads are rideable, safe and provide year round access with less than 50 reports of potholes, less than 20 requests for gravel road grading and less than 500 reported crashes on roads in the District per annum

Implement AMP works for roads, bridges & bus shelters- Years 1- 4


Cemeteries


Preparation of graves by digging and refilling

Installation of ash interment boxes

Construction and maintenance of cemetery grounds

Thriving Community Burials and ash interments undertaken within three working days of request.

Grounds maintained once a month.

Nil

Asset Management


Long term planning and management of Shire's assets, includes infrastructure, built assets, plant & fleet, IT & other equipment


Current Asset Management Plans (to basic standard) in place for:

Transport Drainage Footpaths Plant & Fleet Reserve Facilities Buildings IT included in asset register

Engaging the community on agreed levels of service and enhancing Asset Management Planning Year 1-4


Waste Management


Provide general rubbish and recycling bin kerbside collections, bulk rubbish and green waste verge pick up, street bin service

Thriving Community Weekly 140L general bin collection and two weekly 240L recycling bin.

Bulk and green waste verge collection once a year.

Street bins collected on a minimum of once a week and damaged bins replaced within 20 working days of notification.

Introduce different model of waste services for those without a bin service Year 1.

Investigate the potential for a larger green bin Year 1

Manage transfer station general waste, recycling, inert waste and green waste operations and access

Thriving Community Transfer Stations operate:

Coppin Road, Saturday - Tuesday 8am-4pm

Mathieson Road, Thursday - Sunday 8am - 4pm

Mayo Road, Saturday - Sunday 8am-12.30pm

Introduction of a community reuse container at Mathieson Road Year 1

Undertake litter control Thriving Community Respond to litter complaints within five working days of notification.

Nil

Participate in effective regional waste initiatives and landfill operations

Thriving Community Providing sufficient Shire employee personnel time to enable a large scale secondary waste project and resource recovery project in conjunction with EMRC focussed on reducing waste to landfill to come to fruition.

The EMRC Resource Recovery Park will enable additional recycling options such as second hand shop thus reducing waste to landfill. The secondary waste facility will process waste and reduce the volume of waste to landfill Years 1-4


Infrastructure Design


Provision of capital infrastructure asset design and technical infrastructure related investigative and advice services

Provision of engineering subdivision and property development, traffic and all modes of transport related investigative and technical advice services as it affects local government

Crossovers and verge installations adjoining private properties are assessed and approved

Utility installations are assessed and monitored


Design all transport-related construction capital items adopted in each annual budget as per program.

Address each customer enquiry with a professional and friendly response consistent with customer charter timelines.

Acknowledge and keep the customer informed of the progress of an investigative item, consistent with Shire customer service charter timelines.

Assess and condition infrastructure requirements related to subdivisions and developments within four weeks.

Assessment and approvals of other infrastructure-related matters completed within five working days.

Investigate and design all capital works Years 1-4

Progress Brooking Road extension Years 1-2

Pursue the creation of the road reserve for the Hills Spine Road connection to Toodyay Road Years 1-4

Investigate access and circulation issues for Midvale light industrial / commercial area Years 1

Delineate, secure and reserve in LPS4 the road reserve for Beacon Road Years 1-4


Footpaths/Cycleways


To provide and maintain accessible footpaths, and provide links to public facilities and infrastructure.


Provide smooth, safe and accessible footpaths year round with reports of unevenness being less than 50 and inaccessible being nil per annum.

Complete all footpath projects as per capital program Years 1-4

Undertake an audit of walking & cycling routes within the Shire to identify issues with maintenance. Connectivity and accessibility – Year 3

Verge and Median Maintenance


Verges and medians are maintained by mowing, eradicating weeds, pruning, installing and watering of street trees, native vegetation, landscaping in roundabouts, medians and entry statements


Mowing of verges monthly.

Maintenance of Great Eastern Highway median, entry statements, roundabouts, selected verges quarterly per annum.

Street tree pruning and weed eradication on annual program.

Ad-hoc requests within 20 working days, urgent safety items within one working day.

Nil


Parks, Reserves, Ovals & Open Spaces


Install and maintain assets related to active sporting grounds (ovals, floodlights, hardcourts, wickets, reticulation, fencing), parks (play equipment, tables, seats, bbqs), open spaces (mowing, tree and garden maintenance, reticulation, sculptures, fencing)


Reserves and Parks are safe, clean and useable for function / playability with less than 10 reported safety incidents, 100 reports of function failure and 200 per annum of cleanliness and poor useability.

Implement Mundaring Community Sculpture Park works Years 1

Complete all Reserve projects as per capital program - Years 1-4 (See Appendix Three)

Plant and Fleet Management


Procurement, maintenance and disposal of plant and fleet

Procurement and assigning of materials and services for operational works


Scheduled maintenance of plant and equipment in place resulting in less than five breakdowns on-site preventing continuation of work and no road defect notices being issued.

Complete all plant and fleet purchases and disposals as per capital program

Years 1-4


STATUTORY SERVICES

Building Services


Process Building Applications


Building Permits are granted within 25 working days

for uncertified applications together with the

Certificate of Design Compliance and 10 working

days for certified applications in accordance with the

Building Act 2011.

Nil

Resolve compliance issues


Complaints are responded to in accordance with the

Customer Services Charter and actioned relative to

current workload and risk to public safety.

Nil

Undertake private swimming pool inspections: approx. 800 inspections per year, 70 inspections per month on average


All recorded pools and spas (3100) (increasing by

120 on average per year) will be inspected at

intervals of not greater than once every four years.

Nil

Assess completed commercial / industrial buildings for the issuance of an Occupancy Permit.


Inspections will be undertaken within five working

days from notification of completion.

Issue Occupancy Permits within two working days

after inspection or notify builder of any remedial

works.

Nil

Statutory Land Use Planning


Process of development applications in accordance with LPS

Balanced development

Development Applications (485pa) will be determined within 60 days from receipt of a valid application or 90 days where an application requires advertising.

Nil



Process Development Assessment Panel (DAP) Applications


DAP applications will be referred within seven days of receipt and employee reports completed within an 80 (not requiring advertising) or 90 (requiring advertising) day timeframe.

Nil

Process applications for WA Planning Commission (WAPC) Approval


Refer application to WAPC within seven days of receipt.

Nil

Process subdivision referral applications (including Street Naming and clearance of relevant subdivision conditions)


Process referral responses to subdivisions within 42 days.

Nil

Process scheme amendments, structure plans and Local Sub-division and Infrastructure Plans.


Scheme amendments submitted to Council (for consideration) within 60 days.

Nil

Undertake compliance proceedings


Conduct compliance site inspection within two weeks of notification.

Compliance matters are investigated in accordance with the Customer Services Charter and actioned relative to current workload, risk to public safety and magnitude of effect on amenity (40 per annum).

Nil

Provide advice on general planning enquiries


(1300 per annum) Nil

Process zoning Certificates Balanced Development

Within 10 working days (650 per annum). Nil


Statutory Services - Strategic Land Use Planning


Develop and maintain the Shire’s strategic planning framework which guides forward planning and informs statutory planning decisions.

Assess and report on proposed amendments to the Metropolitan Region Scheme (MRS) triggered by the new Local Planning Strategy (LPS)


Undertake a series of projects to bolster the Shire’s strategic planning framework thereby ensuring balanced development occurs in a manner that meets the needs and aspirations of our community now and into the future.

As a result of the LPS4 and LPS, an increase in DA’s and an influx of MRS amendments is expected.

Landowners proposing developments including single dwellings in high risk bushfire areas require planning approval.

Outbuildings that comply with LPS4 requirements will not require planning approval.

Nil

Provide strategic planning advice and input into proposed new State Government planning documents affecting the Shire, Scheme Amendments, Structure Plans and major subdivisions, development applications


On an ongoing basis:

Ensure strategically sound planning decisions are made that enhance and preserve the distinct character of the Shire.

Inform customers / developers of the strategic context and overarching planning objectives that relate to their specific planning enquiry or application.

Nil

Actively advocate improved public transport within the Shire and promote/secure new road connections in association with new subdivisions.


A voice on public transport may result in improved transportation facilities.

New road connection planning will enable the community to move around the Shire in a convenient and safe manner.

When opportunities arise:

Investigate options for securing a road link between north-western Chidlow and Mount Helena to improve access and egress in a bushfire prone area.

Nil



Participate in identifying required road network improvements, and in delineating and securing necessary road reserves for the proposed North Parkerville and North Stoneville town site developments, upon any lifting of the Urban Deferment over those sites in the Metropolitan Region Scheme.

Review Precinct Plans Balanced Development

In addition to the Mundaring Town Centre Precinct Plan, review of the Darlington Precinct Plan.

Guide development and land use in the Mundaring and Darlington town centres and enable the community to have a say.

Years 1-3

Community Safety Services


Respond to Community Customer Action Requests on statutory-related nuisance issues: companion animals (dogs and cats), straying animals, off-road vehicles, litter, parking control.

Thriving Community Complaints are responded to in accordance with the Customer Services Charter and actioned relative to current workload and risk to public safety.

Nil

Manage dog and cat registrations

Thriving community Dog re-registrations process (4000) in October of each year. New/altered registrations approximately 30 per month.

Cat re-registrations process (1136) in October of each year. New/altered registrations approximately 40 per month.

In person – effected immediately

Post/email – within five working days

Nil


Environmental Health


Food Safety

Food premises establishment and renewal

Food sampling

Food premises inspection

Thriving Community Consistent application of the Food Act is applied to businesses. The Shire minimises the risk of food-borne illness within the community. Food premises inspected minimum of every three months. Food sampling undertaken monthly

Nil

Assessment, approval and inspection of Effluent Disposal Systems (Septic tanks, ATU's)

Thriving Community Approval or issue notification within five working days. (120 effluent disposal systems each year)

Nil

Issue health permits/approvals

Stallholders/Traders

Thriving Community Issue of health permits within five working days. Provides the community a regulated approval process for stallholders/traders.

Nil

Inspections

Public Buildings

Hairdressers & Skin Penetration Establishments

Caravan Parks & Camping Grounds

Lodging Houses

Offensive Trades

Thriving Community Assurance of adequate standards of public health and safety by undertaking annual inspections.

(900 inspections per year)

Nil

Environmental Water Sampling

Thriving Community Water sampling is conducted in Jane Brook (Winter) & Lake Leschenaultia (Summer) to ensure public safety and acceptable water quality standards.

Nil

Inspections of public swimming pools in accordance with the Health Aquatic Facilities Regulations 2007

Thriving Community Public swimming pool inspection water testing every month (when operational) to ensure the safety of recreational waters.

Nil



Respond and investigate complaints regarding environmental noise, contaminated sites, health nuisance

Thriving Community 450 requests for action are responded to in accordance with the Customer Services Charter and actioned relative to current workload, risk to public safety and magnitude of effect on amenity.

Nil

Fire Mitigation and Management


Emergency Management Thriving Community Provide a co-ordinated and practised approach to emergency management by:

reviewing arrangements every five years

holding four Local Emergency Management Committee meetings pa

conducting two bushfire volunteer events - FCO dinner (50 attendees), bushfire volunteers BBQ (350-400 attendees)

conducting one mock emergency exercise pa

participating in three District Emergency Management Committee meetings pa.

Nil

Undertake Bush Fire Safety and Firebreak Management Program

Thriving Community Annual firebreak inspection program for whole shire carried out annually with pre-inspections in high risk areas starting in October and continuing through to January.

Promote bush fire safety understanding for community (newspapers, internet, two community events.)

Respond to firebreak complaints.

The Fire Break and Bush Fire Safety Inspection Program will be expanded to increase the emphasis on Building Protection Zones - Year 1

Nil



Administer Emergency Services Levy grant application expenditure and acquittal for equipping, and administer and support Volunteer Bushfire Brigades

Thriving Community

-

The community receives adequately skilled, equipped and competent Volunteer Bushfire Brigades.

Nil

Environmental Management


Investigate and enforce compliance to unlawful activities that are detrimental to the environment


Reported environmental damage is initially investigated and a response provided to the complainant within 14 days.

Nil

Environmental assessment of Development Applications, subdivisions and structure plans


Environmental assessments for development applications, subdivisions and structure plans will be completed within 45 days to meet the 60 Day requirement under the Town Planning Scheme.

Nil

Sustainability and Environmental Education is provided to schools and residents


10 free environmental education workshops per annum.

Limited amount of school visit requests are actioned.

Limited Private Land Conservation site visits conducted on a reactive basis.

Production of a minimum of two environmental educational material eg brochure, booklets, poster.

Nil

Provision of sustainability initiatives, corporate reporting of sustainability measures, including the State of the Environment report


A State of the Environment report is produced every five years as a snapshot of the Shire’s Corporate Sustainability responsibility.

Sustainability Programs are overseen by the Co-ordinator Environment and Sustainability and implemented by the EMRC.

Nil



Provide environmental advice on natural area management and other environmental issues to the community, organisations and businesses.


General environmental advice is available upon request via telephone, Shire website and through meetings with the community.

Bushcare Co-ordinator responds to requests for assistance by Friends Groups within three days. The requests are prioritised. Limited assistance to Friends Groups requests for physical on-ground works and works on other Shire-managed lands.

Natural Resource Management Officer (NRMO) will initially respond to private land conservation enquiries within three days. The NRMO will provide support to catchment groups as per the Project Plan agreement with the EMRC and the Shire of Mundaring.

Environmental Officer will ascertain the urgency pertaining to illegal clearing issues and respond accordingly. Advice on environmental requirements for property development will be responded to within three days.

Nil

Strategic Planning to protect and enhance biodiversity and environmental assets such as watercourses and wildlife corridors in the shire


The environment is conserved and protected from inappropriate development in the Shire.

Nil

The provision of environmental volunteer co-ordination with Friends and Catchment Groups in the shire


Environmental volunteers receive administration support, technical advice, educational materials, limited on-ground resources, and acknowledgement and networking events.

A future review will be undertaken to local priority management of catchments through the implementation of the draft Eastern Catchment Management Plan when endorsed.

Nil



Bushland Protection of those reserves other than friends group related for restoration and maintenance as well as watercourse works, rehabilitation and revegetation of local natural areas


Weed control and rehabilitation works are undertaken on reserves which have a Friends Group.

Nil

Tree Canopy and Understorey Program (average of 55,000 native tree seedlings for approximately 1300 applicants pa)


Shire residents and property owners can apply for up to 42 free local native seedlings depending upon their property size.

Nil

Control weeds in the Shire of Mundaring, including on-ground and strategic funding projects


Limited biodiversity in the Shire is protected ie wildflowers and native animal habitat for community enjoyment.

Nil


Summary of Investments Yet to be Determined

Investments yet to be determined are projects, programs or initiatives that have NOT been scheduled in this four year Plan. These investments will require further research, analysis or consultation prior to a decision being taken to progress them.

They may require external funding decisions, legislative change, or some other external influence to enable them to be progressed. Should decisions be taken to progress any or all of the initiatives, they may be included in future versions of the CBP, together with identification of the requisite resources.

Service Area Item Remarks


Sculpture Park maintenance

The enhancement of the Sculpture Park will require additional maintenance operating expenditure the quantum of which has yet to be determined, however an allowance of an additional $30,000 per annum has been placed in the Long Term Financial Plan for 2015/16 (Year 1) onwards.

EMRC waste The cost of waste service deliver upon implementation of a regional secondary waste facility and resource recovery park to the Shire is unknown until further cost analysis is undertaken on final design options.

Darlington Pavilion There are no funds allocated towards the cost of the Darlington Community Pavilion upgrade. A funding strategy for the project, outlining any funding or capital contributions from the Shire towards the project has yet to be finalised.


Items for Future Consideration

Through extensive examination of priorities, funding and other relevant factors the items listed below are not included in this CBP.

Corporate Services Strategic and Community Services

Consideration of a Procurement section to maximise potential savings with an effective procurement function.

Consideration of a Property Officer (Level 5)

provide day to day support and management of investment property portfolio

provide day-to-day support and management of Shire lease arrangements

reduce demands on DCorps and Governance service

Consideration of additional resources to support increase in bookings of shire facilities.

Development of a stand-alone tourism website for Lake Leschenaultia.

Transfer of Booking Facility function to Visitor Centre.

Assess and implement no smoking strategies at Lake Leschenaultia.

Public Art Policy development.

Extended mobile library for outreach services.

Robert Juniper Memorial Sculpture

Identify suitable sites for a tourist caravan park.

Undertake tourism research within the Shire.

Undertake a brand development review and development for Perth Hills, Mundaring Visitor Centre and Mundaring destination marketing.

Undertake a needs analysis for roadside bays.

Investigate the feasibility of introducing an accommodation and tour booking system for Mundaring Visitor Centre.

Develop a promotional campaign to encourage local businesses to take on trainees and work experience students.

A range of low priorityy strategies from the Seniors Informing Strategy 2013 – 2017; Cultural Plan 2009 – 2012; and Access and Inclusion Plan 2011 – 2016. Provision of site for Midland Men’s Shed. Increased financial sponsorship for Mundaring Chamber of Commerce Business Excellence Awards.

Statutory Services

Implementation of the Reserves Assessment Strategy

Implementation of the Private Land Conservation Strategy

Reduced sustainability education (community/corporate) projects

Review of Public Open Space Strategy

Climate Change Mitigation Policy

Strategic Tourism Site Assessment

Water Sensitivity Urban Design Local Planning Policy



Some of the Community group budget submission and Councillor requests have not made the four year Corporate Business Plan.

Mowing of verges in town-sites. This is costed at $150/hour. Which town-sites and which verges need to be identified to enable the amount of time required to mow the nominated locations (Cr Perks)

Cross Walk – Morrison & Marlborough Rds requires detailed investigation (Cr Clark)

Upgrade skate facilities at Brown Park (Cr Clark)

Install a patio at the Country Women’s Association building (Cr Clark)

New entry statements (Cr Clark) noting funding for an upgrade to one in Midvale has been allocated in year 4

New roundabout at intersection of Stoneville Road and Walker Street (Mundaring Residents and Ratepayers Assoc.)

Install a second entry/exit for the Mundaring Recreation ground (Mundaring Residents and Ratepayers Assoc.)

Pedestrian crosswalk near Primary School (Glen Forrest Resident and Ratepayers Assoc.)

Install street lighting along Railway Parade and Hardy Street, Thomas Street intersection (Glen Forrest Resident and Ratepayers Assoc.)

Additional lighting at Glen Forrest community kindergarten (Glen Forrest Resident and Ratepayers Assoc.)

Extension to verandah enclosure at Mundaring Station Masters house (Mundaring and Hills Historical Society)

Permanent outdoor seating and free standing pergola at Mundaring Station Masters house (Mundaring and Hills Historical Society)

New concrete footpath along Coppin Road to Mucciarone Lane to Andrews House (Mundaring Residents and Ratepayers Assoc.)

New concrete path along Walker Street from Stoneville Road to Mundaring Christian College (Mundaring Residents and Ratepayers Assoc.)

Complete landscaping to Shire Administration Centre grounds (Mundaring Residents and Ratepayers Assoc.)

Seal Right Of Way off Coppin Road at rear of Sierras (Mundaring Residents and Ratepayers Assoc.)

Glen Forrest Hall, heating and cooling, removal of asbestos, accessible toilets, resurface carpark, refresh façade (Glen Forrest Resident and Ratepayers Assoc.)

Glen Forrest Station Masters House, remove asbestos, refurbish building, interpretative information board (Glen Forrest Resident and Ratepayers Assoc.)

Morgan John Morgan Reserve seal gravel carpark (Glen Forrest Resident and Ratepayers Assoc.)

Erect a safety barrier between road and footpath along Glen Forrest Drive near Hardy Road and near school (Glen Forrest Resident and Ratepayers Assoc.)

New footpath on Nichol Road (Glen Forrest Resident and Ratepayers Assoc.)

Resurface Hedges Road east (Hovea Residents and ratepayers Assoc.)

Additional funding of $100,000 to complete additional stages of Morgan John Morgan Reserve (Peter Booth)


Summary of Critical Uncertainties

These are factors such as funding, new facilities or demand-driven issues and may result in a service level change which is currently unknown. These may also impact on future budget and planning which is not included in this version of the CBP or the budget / LTFP.

Factor Service Area Activity Description Year

New facilities

Waste

Management

Participate in effective

regional waste initiatives

and landfill operations

The cost to waste service delivery upon implementation of a

secondary waste facility and resource recovery park is

unknown until further cost analysis is undertaken on final

design options

Years 3-4

Parks Reserves,

Ovals and Public

Open Spaces

New indoor recreation

stadium will be built at

Mundaring Recreation

Grounds

An application for Federal funding of $6.25M was

unsuccessful. The application will be lodged again with

round two.

Year 1

Parks Reserves,

Ovals and Public

Open Spaces

Construction of a

community funded

pavilion at Darlington oval

The capital costs for this project were originally intended to

be community funded and there is now a request for

potential significant cash assistance and capital work

assistance.

Year 1

Parks Reserves,

Ovals and Public

Open Spaces

Construction of Boya

Oval community Hub

Currently income of $1.2M is budgeted from a Lotterywest

grant. At this point the success of the application is

unknown. If unsuccessful a shortfall of $1.2M will occur.

Year 1

Uncertain

Demand Building Services

Process Building

Applications

Should the new proposed Stoneville / Parkerville town sites

commence and the urban expansion in Helena Valley

continue, a decision will need to be made on service delivery

times or consideration to increase the number of employees

required.

Years 1-4



Statutory Planning Planning Reform WAPC are prepared “Deemed Provisions” for local

governments which could trigger additional workload. Year 1

Statutory Planning Process Development

Applications

Should the new proposed Stoneville / Parkerville town sites

commence and the urban expansion in Helena Valley

continue, a decision will need to be made on service delivery

times or consideration to increase the number of employees

required.

Year 3-4

Fire Mitigation and

Management

Undertake Bush Fire

Safety and Firebreak

Management Program

Expanded program to include increased emphasis on

Building Protection Zones. Year 1

Fire Mitigation and

Management

Upgrade of Fire School

and Associated Voluntary

Bush Fire Training

Proposal from DFES to obtain $1.2 million lotteries grant over

2 years to upgrade Fire School and provide statewide training

of volunteer bush fire brigade members.

Year 1-2

Strategic Planning Watercourse Hierarchy

Strategy

Consultants will be required for a large component of this

project. It is anticipated this will be funded primarily from the

Environment budget, but may involve substantial Strategic

Planning staff time.

Years 2-3

Strategic Planning Local Commercial

Strategy Review

Consultants will be required for a large component of this

project. Year 2

Strategic Planning

Mundaring Town Centre

Land Use Optimisation

Strategy

Consultants will be required Year 1

Strategic Planning

Prepare a Limited Rural

Strategy for Bailup and

Wooroloo

Consultants may be required for a component of this project Year 4



Environmental

Services Weed Strategy Review Consultants may be required for a component of this project Year 4

Environmental

Services

Fauna Awareness

Strategy Consultants may be required for a component of this project Year 4

Environmental

Services

Wildlife Corridor Strategy

Review Consultants may be required for a component of this project Year 4

Children’s

Services

Midvale Early Childhood

and Parenting Centre

Hub

Community Playgroups dependent on further funding Year 3

Children’s

Services



Hub

Indigenous and early childhood parenting program

dependent on further funding Year 2

Children’s

Services



Hub

Young Parents Study and Parenting Program dependent on

further funding Year 4

Children’s

Services Inclusion Support Agency Inclusion Support Agency dependent on future funding Year 4


How we test our efficiency and effectiveness

The Shire is constantly looking for ways to improve the efficiency and effectiveness of the services it delivers. Below are some recent examples of improvements and outlines the focus for further improvements in the short term.

Recent and current examples

Review of all business processes in order to identify improvements against best practice

Monitor and evaluate KPI’s through our Performance Management system

Organisational service reviews conducted including review of fees and charges , waster recovery fees, transfer station operating hours, community group funding

Partnering with EMRC to develop secondary regional waste management facility.

Outsourcing of Information Technology projects to minimise internal staff IT knowledge requirements.

Community Perceptions biennial surveys – setup of focus groups to drill-down into specific areas of low ratings to identify areas for improvement.

Surveys of facilities’ and services’ participants and users to identify improvements and satisfaction.

Obtained grant funding ($8.88 million in last five years) to deliver services to our community.

Partnering with other organisations to deliver and enhance service provision for example, Derbal Yerrigan - indigenous services; Department of Education - aquatic

and recreation centre at Mt Helena; EMRC - regional development and tourism services; Shire of Kalamunda, Department of Parks and Wildlife - trails planning and tourism development; State library - library services.

Seasonal service provision based on attendance rates eg Lake/Aquatic Centres.

Employee development via training, conferences, acting roles and membership of various networks (information sharing and benchmarking).

Reviewing costings, quality of work and availability of contractors and in-house operations to achieve effective outcomes across infrastructure activities.

Managed service agreement with Western Australia Local Government Association on procurement services including utilisation of contractor panels for various work type

Consultant assistance for additional engineering design and asset management work

Implemented booking system for Lake Leschenaultia to reduce employee resources required to manage this service and enhance customer service.

Implementing easier-to-use, integrated online booking system available for Shire facilities.

Regular refresh and update of main Shire website to enable easier information retrieval.


Summary of our Workforce Plan

The Workforce Plan addresses the human resourcing requirements necessary to deliver services to the community with immediate focus on the priorities identified for the next four years of the SCP.

It takes account the internal and external factors impacting the workforce as well as the workforce implications of the strategic priorities identified by Council.

This includes having in place a fit-for-purpose structure and effective business processes, as well as ensuring we have a flexible, proficient and adaptable workforce focussing on providing value for money services that meet the needs and aspirations of the community.

Key Workforce Trends

We have an ageing workforce.

Competition in the labour market is expected to continue.

There are specific pressures in some skill areas.

We are facing new legislative requirements with workforce implications.

Technology is changing the world of work.

There is increasing attention on workplace programs to promote healthier lifestyles and employee wellbeing.

Workforce Changes

The period 1 July 2014 to 30 June 2015 the FTE establishment is 206.19 permanent, 11.90 casual and 1.2 fixed term contract. There is an overall increase of 1 FTE in 2015/16 anticipated to maintain business as usual as well as increased focus on the priority /areas of attention identified in the SCP. This additional

role is for a Horticultural Maintainer in Operations Services which is offset by cost reduction in contracting services.

Critical Positions or Key Groups

To ensure continuing capacity to deliver services, critical positions or key groups were identified and a risk assessment undertaken. Criteria used to identify these positions/groups were criticality and retention risk.

A critical position is one that, if vacant, would have a significant impact on our ability to conduct normal business. The significance of the impact could be related to safety, financial operation, efficiency, public opinion etc. Retention risk refers to positions where the departure of an employee is expected (eg retirement) or likely (eg history of turnover).

The Shire of Mundaring Risk Reference Table was used to determine the level of residual risk to indicate which positions require short- or long-term planning strategies.

These strategies will focus on maintaining a supply of suitably skilled employees in critical positions including occupations facing skills shortage and increasing competition; as well as the large casual pool required during peak season to staff pools and other recreational facilities.

Workforce Gaps, Issues and Risks

Strategies will be required to ensure continued workforce supply for identified critical positions or key groups.

Workforce diversity gaps will need to be addressed.

Strategies will be required to ensure continued supply of critical skills and capabilities and retention of coporate knowledge.


Connecting Community

and Environment

Organisational resilience and sustainability

Engagement, development

and collaboration

Enhancing and strengthening

our culture

Improving accountability

and performance

outcomes

Customer Service

Other Workforce Issues

Based on analysis of the identified strategic priorities as well as internal and external labour market forces and trends, other areas of focus for the workforce plan will include:

increasing the diversity of the workforce:

improving the participation of women across job roles and levels;

increasing the participation of men in Children’s Services and Library Services;

encouraging employment of younger workers, people with disability, and culturally diverse backgrounds.

Attracting, retaining and developing suitably skilled employees to replace those leaving the workforce, in particular, replacement of employees in the outdoor workforce who will be retiring.

Workforce Plan Key Focus Areas

The SCP sets out the community’s vision and Council’s priorities.

The Workforce Plan aims to enhance the Shire’s capacity to

achieve the outcomes of the SCP through effective utilisation of

one of its key assets – its staff.

To ensure we have “the right people in the right place at the right time” the key areas of focus will be:

Organisational resilience and sustainability

Engagement, development and collaboration

Enhancing and strengthening our culture

Improving accountability and performance outcomes

Customer Service

These areas of focus are complementary rather than mutually exclusive and are underpinned by the community vision.

The objectives, strategies and activities for each of the key focus areas as well as the outcomes we are looking for are clearly articulated in the Workforce Plan, together with the resources required to undertake the activities.

Monitoring

Workforce planning is a dynamic process and, as an integral component of the CBP, we will monitor and regularly evaluate our Workforce Plan strategies and activities. To support this, Workforce Performance Indicators have been identified.


Summary of Asset Management Plans

Our Asset Management Plans define current levels of service and the processes used to manage each major asset class. Asset Management Plans include:

defined levels of service for each asset category or particular actions required to provide defined level of service in the most cost-effective manner

demand forecasting

risk management strategies

financial information such as asset values, depreciation rates, depreciated values,

capital expenditure projections for

new assets as a result of growth, or to renew, upgrade and extend assets

strategies to manage any funding gaps

consideration of alternative service delivery solutions (leasing, private/public partnerships, shared services arrangements)

information on ‘whole of life’ costing including changes in service potential for assets

a schedule for asset performance review and plan evaluation

an asset management improvement program


High-level summaries of Asset Management Plans for each major asset class follows:

Asset Current state Future state (10 years)

Buildings Halls and Civic Centres -17 Recreation and Culture - 41 Education, Welfare and Health - 18 Public Toilets - 13 Volunteer Fire Brigades - eight All Other Buildings – 29

Halls and Civic Centres -16 Recreation and Culture - 42 Education, Welfare and Health - 17 Public Toilets - 13 Volunteer Fire Brigade – eight All Other Buildings - 29

In the next four years Boya and Greenmount Halls will be disposed of and a new community hub facility constructed at Boya Oval to accommodate community recreational uses and a relocated library facility. A Mundaring Indoor Recreation Stadium will be built to house a four-court indoor stadium.

The Yamble House playgroup has amalgamated with the First Friends Playgroup in Swan View as the asbestos building has proven very problematic and will be demolished in 2015/16.

The toilet blocks at Glen Forrest and Sawyers Valley ovals are planned for upgrades in 2017/18. An extension to the Elsie Austin Oval change rooms to accommodate a social room is to be completed in 2015/16.

Transport (Roads, Bridges, Bus Shelters)

Roads – 982 – Sealed – 612km Unsealed – 77km

Kerb 424km

Bridges – 18

Bus Shelters - 80

Roads – additional as per subdivisional growth in Shire

Kerb - additional as per growth in Shire

Bridges –18

Bus Shelters – 80

Following a road condition survey in 2013, a re-assessment of road funding maintenance levels was undertaken and shows appropriate levels of road funding is being provided, which is however dependent on ongoing State and Federal Government support road funding levels being maintained.

Gradual removal of old metal bus shelters will occur and new shelters to accessible standards will be installed.

Drainage Pits – 5258 Basins – 20

Culverts – Major 30 – Minor 74

Headwalls – 1976 Pipes – 203,646 metres

Open drains – 36,333 metres

Growth in stormwater infrastructure will occur with subdivisional work and upgrades to stormwater systems as part of drainage capital improvement works.


Drainage catchment reviews are to be undertaken to assess performance and upgrade requirements as a high priority given increasing levels of storm damage from intense storm events of recent years / climate change effects.

A review of drainage asset data integrity and linkages to Geographic Information System (GIS) is to occur.

Footpaths Total length of footpaths – 98km

Concrete – 67km Asphalt – 16km

Brick paving – 3km Gravel – 11km

Growth of around 2.5km per annum is expected based on new path figures.

Reserves

(ovals, parks, aquatic, waste and cemetery)

Parks – 413 hectares Playgrounds – 37

Aquatic centres – 2 Active sports oval – 11

Camp sites – 23 Lawn bowl greens – 4

Junior motocross – 1 Cemeteries – 2

Railway heritage trail – 70km Equestrian centres – 2

Waste transfer stations – 3 Plexi-pave hardcourts – 34

BMX/dirt jumps/skate parks – 8 Golf course – 1

One additional playground is planned for Helena Valley.

Additional park areas to maintain in Helena Valley are expected.

A significant upgrade of Mundaring Community Sculpture Park is being constructed in 2015/16.

Plant and Fleet

Plant – 60

Passenger fleet – 51

Volunteer fire brigade vehicles -27

Trailers – six

An additional vehicle for Children Services is planned for 2015/16 to cater for their growth in fee paying services.

A review of street tree services and road maintenance activities may result in additional items or sale of surplus plant to enable improved services.


Risk Management

Risk management is an integral part of good management practice and an essential element of sound corporate governance. Identifying and managing risk enables a more robust basis for decision-making and facilitates continuous improvement in performance. Strategic risks are things that could prevent or seriously impede the achievement of the SCP. These risks can

arise in one area (eg finance) but also have serious consequences in other areas (eg reputation).

In the table below are the identified Strategic Risks to Shire of Mundaring achieving the outcomes in the SCP. These risks will be monitored via the Risk Management Committee and reported to Council quarterly, as well as included in the Annual Report.

Risk Category (where risk arises)

Risk Description Key Risk Consequences

Risk Delegate (Owner)

Risk Level

Risk Tolerance

Management (* action required)

Political Core changes to Local Government - rating powers

Financial Impact - revenue

DCORPS High Attention Required

LTFP Lobbying and Advocacy Strategy

Financial

Reduced capital program linked to increased costs, borrowing capacity and potential additional projects

Financial DIS Medium Monitor

LTFP Budget process Rigour of Council prioritisation Rigour of project management Asset Management Plans

Financial

Increased waste management costs due to non-implementation of regional secondary waste facility

Financial impact Environmental impact

DIS Medium Monitor LTFP Negotiating with EMRC

Financial Borrowing capacity limited by acting as guarantor for secondary waste facility

Financial impact DCORPS Medium Monitor LTFP Negotiating with EMRC

Financial Employee cost rises above assumption

Financial impact CEO Medium Monitor LTFP Workforce Plan (WFP)

Financial Reduced external grants Roads to Recovery

Financial impact DCORPS Medium Monitor

LTFP Budget process Lobbying and Advocacy Strategy Evaluation / accreditation





Risk Level

Risk Tolerance


Economic

Major economic downturn (effects could be uneven eg agricultural downturn may particularly affect the eastern part of the shire and those businesses that service the sector)

Financial impact Impact on community Loss of service

DCORPS Medium Monitor LTFP

Budget process

Human Resources

Lack of available skilled staff Interruption to service

CEO Medium Monitor Workforce Plan

Human Resources

Lack of available skilled contractors/suppliers

Interruption to service

CEO Medium Monitor Tender and Procurement Process

Workforce Plan

Human Resources

Lack of volunteers for key service delivery

Interruption to service Environmental impact

CEO Medium Monitor

Workforce Plan

Volunteer support and recognition (Policies and Programs)

Environmental Major Natural Disasters i.e. bushfire / flooding

Financial People Natural Environment Interruption to service Property Reputation

DSS High Attention Required

Local Emergency Management Arrangements*

Business Continuity Plan

LPS4 and relevant policies

Bushfire mitigation service

Volunteer bushfire brigades

Memorandum of Understanding with the Department of Fire and Emergency Services





Risk Level

Risk Tolerance


Environmental Impact of Climate Change greater than planned scenario

Environment People

DSS Medium Monitor

Local Climate Change Adaptation Action Plan

Regional Climate Change Adaptation Action Plan

LPS4

Drainage capacity program

Social Pandemic / flu outbreaks People Interruption to service

DSS Medium Monitor

Local Emergency Management Arrangements*

Business Continuity Plan*

Local Health Plan*

Resources Loss of and/or access to Shire Administration Centre

People Interruption to service

CEO Low Acceptable

Business Continuity Plan*

Insurance

CBP

Asset Management Plan


Performance Indicators and Measures

The Shire’s Strategic Community Plan identifies four strategic priorities and the CBP has the four year priorities, which provide further focus for Council’s actions. These are listed in the table below. The indicators track progress in strategic priority and four year priority areas and are identified on the indicator table using the notation below. Indicators tracking progress in other areas are designated “O”.

Shire of Mundaring Strategic Priorities:

SP1 Valued Natural Environment

SP2 Community and Sporting Facilities, Playgrounds, Halls and Buildings for Community Groups

SP3 Improved Community Outcomes in the areas of Public Transport, Services for Seniors, Youth and People with Disability

SP4 Bushfire Prevention and Emergency Management

Local Government level of Control/ Influence

Some of the indicators cover areas over which Council may have little control or influence, but which remain appropriate measures of

progress towards the achievement of the community’s vision. The level of Council influence is reflected alongside the indicators and is

colour coded for ease of reference in the indicator tables. The coding is reflected in the diagram below:

Four Year Priorities from CBP

P2 Capital

P3 Services (Landcare/Friends, Mowing Parks, Reserves, Verges, Bushfire Mitigation, Drainage and Remodelling

P4 Planning and Strategy (from strategy table Page 18)

O Tracking Progress in Other Areas

High Areas that are in Direct Control of Local Government

Medium Areas that Local Government does not Control but can Influence

Low Areas that Local Government neither Controls nor is likely to Influence, but are of concern to the Community and Impact on Community Well Being


Strategic Theme 1: Valued Natural Environment

To preserve and enhance the natural environment - To encourage and support environmental volunteering - Sustainable Living

Control level

Strategic Priorities

Indicators and Measures Desired

Trend/ Target

M SP1 # of trees/seedlings planted in natural areas / greenways by Shire and Friends Groups Trend

H SP1 $ expenditure of natural area management works on verges Increase

L P3 # hours spent on-ground by Friends Groups Increase

H P3 # of hours of Landcare Officer assistance to Friends Group Increase

M P3 % Friends Groups satisfaction with Shire assistance Increase

L P3 # of new Friends Groups Increase

H P3 # of seedlings provided to public through Tree Canopy and Understorey Program Trend

M P3 # of applications for the Tree Canopy and Understorey Program Trend

M SP1 & 4 Bush fire protection and weed control - # of hectares of land treated Trend

M SP1 & 4 Bush fire protection and weed control - # of prescribed burns conducted Trend

H P2 % parks, reserves and public open spaces capital projects completed Maintain Current Level

H P2 Develop Mundaring Community Sculpture Park Project

H SP1 # of hours to mow verges Increase

M SP1 Residents Satisfaction with services and facilities: % of respondents satisfied with mowing of : verges, reserves and public open spaces

Increase


Strategic Theme 2: Balanced Development

Balanced development – don’t lose our special character - Village lifestyle with a strong town centre - Easy to get around – within/to/from Shire

Control Strategic Priorities

Indicators and Measures Desired Trend/ Target

H P4 Building Envelope Register for LPS4 Project

H P4 Access strategy for Bushfire prone areas Project

H P4 Helena Valley urban expansion strategy Project

H P4 Review Local Commercial Strategy Project

H P4 Light Industrial Investigation Project

H P4 Limited Rural Strategy for Bailup and Wooroloo prepared Project

H P4 Mundaring Town Centre Precinct Plan Project

H P4 Darlington Precinct Plan Project

H P4 Watercourse Hierarchy Strategy Project

H P1 Develop a Playground Strategy Project

H P2 % Roads, Bridges and Bus Shelter Capital Projects Completed Maintain Current Level

M P2 % of Roads in "Satisfactory" Condition Maintain Current Level

H P2 Investigate Trail Link Morrison Road Project

H P2 % Footpaths / Cycleways Capital Projects Completed Increase

M P2 % of Footpaths / Cycleways in "Satisfactory" Condition Maintain Current Level

H P2 # Drainage Capital Projects Completed Increase

M P2 # of Properties Complaining of Flooding Trend

H P2 # of Catchments Analysed for Drainage Capacity Per Annum Trend


Strategic Theme 3: Thriving Community Strong sense of community (engaged, connected, inclusive, learning) - For young and old (meets the needs across the generations)

Appropriate local services and facilities - Great outdoor places (to be, and play) - Healthy and active

Celebrate our unique features - Known for our arts, culture and heritage

H SP2 % of respondents satisfied with the performance of the SOM with respect to

- Playgrounds and Parks Increase

H SP2 - Sport and recreation facilities Increase

H SP2 - Bilgoman Aquatic Centre and, - Mount Helena Aquatic Centre

Increase

H SP2 - Library services Increase

M SP2 - Community buildings, halls & toilets Increase

M SP4 Bushfire preparedness % of assessments leading to issuing of bushfire compliance notices

Decrease

H SP4 # of Bushfire preparedness inspections undertaken (Year 2) – Monthly

H O % of respondents satisfied with the services provided by the Shire of Mundaring Increase

H O # of years lapsed since the Heritage register was updated See Review Municipal Heritage Inventory above

Project – five yearly

H O $ investment in public art Maintain Current Level

H P4 Mundaring Indoor Recreation Facility report and recommendation to Council Recommendation

H O % Community Satisfaction in the efficiency and effectiveness of the Shire’s Customer Service

Increase

H P2 % Building Capital Projects Completed Projects

H OP2 Mt Helena Oval (Elsie Austin) Social Room Projects

H P2 Lake Leschenaultia Caretaker Accommodation Projects


H P2 Construct Boya Oval Facilities Projects

H P2 Glen Forest Oval - Replace Toilet Block Projects

H P2 Sawyers Valley Oval - Replace Toilet Block Projects

H P3 % Community Satisfaction with waste transfer stations services Increase

H P3 % Community Satisfaction with Verge-side bulk rubbish collection Increase

Residents Satisfaction with services and facilities: % of respondents satisfied with :

M SP3 Services for children under 12 years old Increase

M SP3 Services and facilities for youth aged 12-25 years Increase

M SP3 Facilities, services and care available for seniors Increase

M SP3 Access to services and facilities for people with disability Increase


Strategic Theme 4: Respected Civic Leadership

Strong civic leadership and trusted governance

High Medium

Low- Control


Indicators and Measures Desired Trend/ Target

H O Residents satisfaction with elected members’ leadership % of respondents satisfied with the Shire’s elected member’s leadership within the community

Increase

H O % of required elected members attending training Annually

H O % of required elected members attending induction Biennial

M O # of Ordinary and Special Council Meetings attended by elected members Annually

H SP3 Advocacy on key issues of community interest # of planned activities completed

Self-Evaluation

M O % Respondents satisfaction with how the Shire engage the community about local issues

Increase

M SP3 # of Issues Effectively Advocated on Self-Evaluation

H O Intermediate Standard for IPRF Framework Project

H P4 Community members engaged in planning, implementation and or monitoring: % of respondents who agree that the Shire has developed and communicated a clear vision for the area.

Increase

H P4 Community members engaged in planning, implementation and or monitoring: % of respondents satisfied with Shire engaging the community about local issues

Increase

H P4 Place management Model/s Investigated Self-Evaluation

H O % Workforce Retention Maintaining


Financial and Asset Management

High Medium Low- Control


Indicators and Measures Desired Trend/Target

H O Operating Surplus Ratio: Basic: between 0%-15% Advanced: greater than 15%

H O Current Ratio (Working Capital Ratio): Basic: equal to 1:1 (100% or 1.0)

H O Own Source Revenue Coverage Ratio

Basic: between 40% - 60% Intermediate: between 60% and 90% Advanced: greater than 90%

H O

Debt Service Cover Ratio:

Basic: greater than or equal to 2 Advanced: greater than 5

H O

Asset Consumption Ratio (ACR):

Basic: 50% or greater Advanced: between 60%-75%

H O

Asset Sustainability Ratio (ASR):

Basic: 90% or greater Advanced: between 90%-100%

H O

Asset Renewal Funding Ratio:

Basic: between 75% - 95% Advanced: between 95%-105% (+ ASR within 90%-110% + ACR within 50%-75%)


Appendix One - Summary of our services

Office of the Chief Executive

Leadership of the organisation

Providing leadership of the organisation through effective change management, leadership development and capability enhancement: leading cultural change.

Council decision-making

Providing advice to Council, through formal reports and other mechanisms, and to implement Council decisions.

Provide administrative support to Shire President, Council and elected members (including allowances, travel, equipment, minutes, and agendas)

Governance

Leading the organisation through the deployment of an effective structure, strategic direction, policies and plans, which deliver appropriate, effective and responsive services to the community.

Regional co-operation and collaboration

To deliver benefits to the Shire of Mundaring community through shared expertise, resources and relationships through liaison with external partners/agencies/business/media/governments.

Lobbying and Advocacy

Exercising influence over decisions taken by other parties for the benefit of the Shire of Mundaring community.

Strategic Planning

Coordination of an integrated planning framework to ensure available resources to achieve the community’s aspirations


Corporate Services

Finance and Governance Service

Assists in developing, implementing and reviewing the Shire’s corporate governance framework to ensure financial and risk management systems and processes meet statutory obligations

Finance

Responsible for developing and implementing financial strategies, in accordance with the Shire’s strategic community plan and corporate business plan

Accounting Services

Provides business support to ensure accounting systems and processes meet statutory obligations

Audit

Assists in developing, implementing and reviewing the Shire’s corporate governance framework to ensure financial and risk management systems and processes meet statutory obligations.

Budget Management

Assists in developing, implementing and reviewing the Shire’s corporate governance framework to ensure financial and accounting management systems and processes meet statutory obligations.

Rates


Financial Management


Governance

Responsible for the provision of effective and efficient delivery of high quality corporate governance services, which include compliance, risk management, access to legal advice, and occupational safety and health. Plus the development and maintenance of a government framework.

Compliance

Assists in developing, implementing and reviewing, the Shire’s corporate governance framework to ensure compliance with the systems and processes to meet statutory obligations.

Occupational Safety and Health

Provide coordination of Shire’s Occupational Safety and Health (OSH) program, including ensuring high standards of safety and well-being for all employees, volunteers and contractors, and compliance with all relevant legislation.

Risk Management

Establish and manage an organisation wide proactive risk management culture and system that promotes the identification, assessment and ongoing management of risks to all corporate strategies, business units, activities, functions and services


Corporate Services


Information Management Service provides the management, administration, maintenance, control and access for the Shire’s recorded and documented information. All activities are carried out in accordance with the State Records Act and Shire’s Records Management Policy and Procedures

Reception

Provide professional reception service to customers. Service activities include reception, cashier and administration.

Information Technology Service

Service fulfils the Shire’s information technology and communication requirements through the provision of enabling technologies, advice and support to employees, outstations and elected members as well as the management, protection and maintenance of hardware software and information.

.

Human Resources

Provides a range of policy, advisory and organisational development services and programs designed to foster a values-based culture that supports service excellence by engagement, inclusion, communication and consultation

Workforce Strategy

Assist managers to attract, retain and develop the workforce.

Employee/Industrial Relations

Provide strategic and operational expertise in industrial and employee relations.

Organisational HR Development

Provide contemporary policies, procedures and practices to facilitate cultural and systemic change



Strategic Services

Develop, implement and review strategic projects, frameworks, policies and guidelines. Strategic support provided to the executive. Coordinate Advocacy and lobbying on strategic issues.

Organisational Planning

Support the delivery of integrated planning and reporting activities and provide contemporary policies, procedures and practices to facilitate cultural and systemic change.

Communications & Marketing

Provision of corporate information. Co-ordinate internal practices and corporate documents such as frameworks, style guides, policies and guidelines.

Community Consultation and Engagement

Education, advice and support to ensure consistent and high quality community engagement processes.

Economic Development

Communication, engagement and provision of advice with business and industry.

Youth

Address the needs of young people in the Shire. Provide outreach youth service, youth centre and range of events.

Seniors

Engage with seniors vis Active Ageing Network Group. Provide ”The Hub of the Hills” as a community resource

Mundaring Visitor Centre

Tourism development and marketing services. Visitor Centre and community information point.

Cultural

Enhance cultural vitality and expression in the shire.

Community Grants Program

Support volunteer community organisations, and events and activities.

Parent and Adolescent Counselling Service

Counselling service to young people and families.

Community Events & Activities

Provide a broad range of community events.

Recreation & Leisure – Aquatic Centres

Provide aquatic centres for use by the community, Department of Education and swimming clubs.

Recreation & Leisure – Built Facilities

Provision of access to community halls, sports pavilions, café, playgroups, theatre, Scouts/Guides halls, sport clubs, workshops, community centres and recreation centres by community, sports groups and business.

Recreation & Leisure – Outdoor Facilities

Provide use of outdoor facilities for the recreation of the community.



Disability & Access

Ensure access to Shire services, facilities, information and consultation is equally available.

Recreation & Leisure - Volunteer Program

Volunteer matching service, development activities and recognition program.

Library Services

Provide public libraries and associated services.

Recreation & Leisure – Events

Provide a number of community events.

Children’s Services

Midvale Early Childhood & Parenting Centre Hub, Swan Children & Family Centre Outside of School Hours Care, Community Playgroup, Playgroups in Schools, Young Parents' Program, Indigenous Parent and Community Engagement Program. Eastern Region Family Day Care. East Metro & Midlands Inclusion Support Agency


Statutory Services

Building Services

Assess all plans and specifications and subsequent construction of all proposed buildings

Strategic and Statutory Land use Planning Services

Develop, implement and review the Shire’s planning framework including the processing of development applications. Develop and continuously improve the Shire’s strategic planning framework to move towards a more sustainable built and natural environment.

Community Safety

Develop, implement and review Shire’s Community Safety framework including, respond to Community complaints on statutory-related nuisance issues: companion animals (dogs and cats), straying animals, off-road vehicles, litter, parking control, firebreak inspections and manage cat and dog registration database.

Health Services

Develop, implement and review the Shire’s Environmental Health framework to enhance community resilience and ensure statutory compliance.

Emergency Management Services (includes fire mitigation and management)

Develop, implement and review the Shire’s Emergency Management framework including maintenance of the local emergency management arrangements, administer the local emergency management committee, undertake bush fire safety, mitigation and inspections/compliance, firebreak management program.

Environmental and Sustainability Services

Prepare and implement environmental plans, policies and guidelines to initiate and facilitate Shire and community programs to promote better management of the Shire’s natural environment.



Building Assets

Maintenance of Shire's building facilities (except leased property). Co-ordinate construction of new or renewal of Shire buildings. Removal of graffiti.

Roads, Bridges and Bus Shelters

Build, renew and maintain roads, bridges and bus shelters.

Footpaths / Cycleways

Provide and maintain accessible footpaths with links to public facilities and infrastructure.

Waste Management

General rubbish and recycling, kerbside collections, bulk rubbish and green waste verge pick up, street bin service. Manage transfer stations. Undertake litter control. Participate in regional waste initiatives and landfill operations.

Asset Management

Long term planning and management of Shire assets, includes infrastructure, built assets, plant and fleet, IT and other equipment.

Drainage

Install and maintain efficient and effective drainage infrastructure.

Infrastructure Design

Provision of capital municipal infrastructure asset design services.

Assessment and monitoring of utility installations

Verge and Median Maintenance

Mowing, eradicating weeds, pruning, installing and watering of street trees, native vegetation, landscaping of roundabouts, medians and entry statements.

Parks, Reserves, Ovals and Open Spaces

Install and maintain assets related to active sporting grounds (ovals, floodlights, hard courts, wickets, reticulation, fencing), parks (play equipment, tables, seats, barbeques), open spaces (mowing, tree and garden maintenance, reticulation, sculptures, fencing

Plant and Fleet Management

Procurement, maintenance and disposal of plant and fleet

Cemeteries

Digging and refilling following placement of coffins. Installation of ash interment boxes. Construction and maintenance of cemetery grounds


Appendix Two – Directorate Organisation Charts

The following charts reflect the FTE establishment by Directorate. Note that casual employees are not included on these charts.

OFFICE OF THE CHIEF EXECUTIVE


CORPORATE SERVICES



* Grant and Fee Funded Positions **Lake/Aquatic/Brown Park/Rec & Leisure

Director Strategic and Community Services

1 FTE

Manager Children's Services

*1 FTE

Children's Services

* 34.3 FTE

Manager Libraries and Community Engagement

1 FTE

Community Development

3.4 FTE

Library and Information Services

12.58 FTE

Manager Recreation and Leisure Services

1 FTE

Recreation and Leisure Services

9.3 FTE

Casuals**

11.5 FTE

Personal Assistant

1 FTE


4 FTE



Director Infrastructure Services

1 FTE

Manager Building Assets

1 FTE

Building Assets

2 FTE

Manager Design Services

1 FTE

Design

9 FTE

Manager Operations Services

1 FTE

Operations

52.05 FTE

+ 1 FTE proposed

Personal Assistant

1 FTE


STATUTORY SERVICES

Director Statutory Services

1 FTE

Manager Planning Services

1 FTE

Planning

7.2 FTE

Casual Planners

0.4 FTE

Manager Building Services

1 FTE

Building

4.4 FTE

Manager Health & Community Safety Services

1 FTE

Health and Community Safety

16.36 FTE

Co-ordinator Environment & Sustainability

1 FTE

Environment & Sustainability

4.0 FTE

Fixed Term Contracts

1.2 FTE

Personal Assistant

1 FTE


Appendix Three – Four Year Capital Works Program

Bridges 15/16 16/17 17/18 18/19

SCOTT ST BRIDGE (T) Upgrade guard rail system, repaint timber rails 154,000 0 0 0

GLEN RD BRIDGE (T) Erosion protection (14/15) and upgrade guardrails to MRWA standards (16/17)

0 50,000 0 0

WORKS YET TO BE DETERMINED To be determined from Biannual inspections 0 0 52,000 52,000

Total 154,000 50,000 52,000 52,000

Drainage 15/16 16/17 17/18 18/19

BUGLE TREE CREEK Improve detention within catchment 337,000 0 0 0

GOORAY ST GLEN FORREST Kerb and drain north side of road 150m 180,000 0 0 0

HARDEY ROAD GLEN FORREST Install 75 metres of pipe from Shepherd Street 40,000 0 0 0

FLOOD MITIGATION WORKS Improve drainage systems that failed during storms 0 550,000 580,000 600,000

Total 557,000 550,000 580,000 600,000

Furniture and Computers 15/16 16/17 17/18 18/19

BILGOMAN POOL New security camera 15,000 0 0 0

ART ACQUISITIONS New art 8,000 8,000 8,000 8,000

LIBRARIES Furniture and fittings 6,500 6,500 6,500 2,000

ADMIN CENTRE New and replacement furniture and fittings 3,500 0 0 0

SERVERS OR AUTHORITY SYSTEM Major IT upgrades 8,300 8,300 8,300 8,300

BILGOMAN POOL New staff lockers 0 5,000 0 0

Total 41,300 27,800 22,800 18,300


Major Buildings 15/16 16/17 17/18 18/19

MUNDARING RECREATION CENTRE Build new 4 court indoor stadium 6,250,000 4,500,000 0 0

BOYA HUB FACILITIES Replacement library and hall spaces 1,700,000 7,200,000 0 0

MT HELENA OVAL CHANGE ROOMS Club room extension 1,110,555 0 0 0

BROWN PARK COMMUNITY CENTRE Unisex accessible toilet and replace floor 200,000 0 0 0

LAKE LESCHENAULTIA New caretakers facility 0 280,0000 0 0

GLEN FORREST OVAL Replace public toilet block 0 0 150,000 0

SAYERS VALLEY OVAL Replace public toilet block 0 0 170,000 0

Total 9,260,555 11,980,000 320,000 0

Traffic Management 15/16 16/17 17/18 18/19

ROLAND ROAD Widen shoulders and install line making Byfield Rd to Cameron Rd (Blackspot funded)

422,440 0 0 0

THOMAS ROAD Widen shoulders and install line making Hardy Rd to Charles Rd (Blackspot funded)

309,500 0 0 0

FIRE ACCESS WORKS Improve fire access routes 60,000 100,000 100,000 100,000

SCOTT STREET Widen entry to Boya oval off Scott Street 60,000 0 0 0

TIMARU ROAD Improve turn around facility 40,000 0 0 0

BILGOMAN ROAD Contribution to bus embayments 40,000 0 0 0

BILGOMAN ROAD (seek grants) Construct Roundabout at Marnie Road 0 300,000 0 0

HERITAGE TRAIL SWAN VIEW Install car park at trail heads, Swan View 0 0 100,000 0

WORKS TO BE DETERMINED Various traffic enhancements and safety works to be undertaken

0 0 0 50,000

ENTRY STATEMENTS Upgrade entry statement in Midvale 0 0 0 25,000

SNOWDEN ROAD Construct cul-de-sac 0 0 0 25,000

Total 931,940 400,000 200,000 200,000


Footpaths 15/16 16/17 17/18 18/19

ROLAND RD Concrete shared path Kilburn Rd to Mundaring Christian School boundary 5500m*2.0m

168,000 0 0 0

THOMAS RD GLEN FORREST

Brown asphalt shared path Hardey Rd to Bailey Rd 1200m*2.0m (staged) 106,000 0 105,000 0

SALISBURY RD Concrete footpath Welbourn Rd to Swan Rd 250m*2.0m 40,000 0 0 0

GLENLEA DR Concrete path Glynden Rd to Scott St 240m*2.0m 40,000 0 0 0

KINGSFIELD AVE Concrete footpath Talbot Rd to PAW #18 195m*2.0m 40,000 0 0 0

WILLCOX ST Gravel coloured concrete shared path Lilydale Rd to Old Northam Rd 180m*2.0m

30,000 0 0 0

GLYNDEN WAY Concrete shared path Davis Rd to Glenlea Dr 650m*2.2m 13,500 0 0 0

GREYSTONE TCE Concrete shared path to NLV through park 50m*2.0m 5,000 0 0 0

GREAT EASTERN HIGHWAY

Replace broken Concrete shared path Scott St and Darlington Rd 0 190,000 0 0

HARDY RD Concrete shared path Railway Pde to #4 550m*1.5m 0 95,000 0 0

ALISON ST Concrete shared path between William Rd and Parakeet Cl 190m*1.5m 0 76,000 0 0

VIVEASH RD Concrete shared path Tunnel Rd to National Park Rd 300m*2.0m 0 51,000 0 0

GREAT EASTERN HIGHWAY

Concrete shared path Stoneville Rd to Chipper St 200m*2.0m 0 45,000 0 0

DIBBLE ST Concrete shared path Ealy St to Princess St 160m*2.0m 0 27,000 0 0

SCOTT ST Concrete path Clayton St to new Hub entry 0 20,000 0 0

KILBURN RD Concrete shared path Roland Rd to Granite Rd 1020m*2.2m (staged) 0 0 177,000 0

COULSTON RD Concrete shared path Scott St to Marriott Rd 1200m*2.0m (staged) 0 0 99,000 102,000


Road Rehabilitation 15/16 16/17 17/18 18/19

RESURFACING AND PREPARATION Preventative Maintenance 493,167 720,000 740,000 775,302

RESURFACING AND PREPARATION Metropolitan Regional Road Group projects 620,500 0 0 0

CRACK SEALING AND ROAD REPAIRS

Preventative Maintenance 55,000 56,000 58,000 60,282

SHOULDER IMPROVEMENTS Preventative Maintenance 55,000 56,000 58,000 60,516

Total 1,223,667 832,000 856,000 896,100

ARUNDLE AVE Concrete shared path Woolowra Road to PAW 270m*2.0m 0 0 45,000 0

KINGSWOOD ST Concrete shared path Packer St to existing before Chidlow St 220m*2.0m 0 0 44,000 0

GLEN ROAD Replace bitumen path Brook d to Amherst Ave 250m*2.0m 0 0 40,000 0

WILLCOX ST Brown asphalt shared path Old Northam Rd to Hensman Rd 200m*2.0m 0 0 34,000 0

ARUNDLE AVE Concrete shared path in PAW from Arundle Ave to Highway 0 0 22,000 0

WANDU RD Concrete shared path Swan View Rd to Sunset Hill Rd 560m*2.0m 0 0 0 124,000

CARA RD Concrete path Bullara Rd to Woolowra Rd 430m*2.0m 0 0 0 108,000

SMITH STREET Brown asphalt path Sealy Rd to primary School 420m*2.0m 0 0 0 107,000

SCOTT ST Concrete shared path Gt Eastern Highway to Coongan Ave 300m*2.0m 0 0 0 71,500

JAMES ST Concrete path PAW to Tunnel Rd 240m*2.0m 0 0 0 60,000

AMHERST RD Concrete shared path Buckingham Rd to Brown Park 240m*2.0m 0 0 0 56,000

Total 442,500 504,000 566,000 628,500


Road Reconstruction 15/16 16/17 17/18 18/19

RAILWAY TCE SAWYERS VALLEY

Sexton Street to Highway (staged - part funded from Roads to Recovery Supplementary fund)

715,717 0 0 0

PINE TCE Reconstruct and brown asphalt East end of Oval to View Tce - staged

471,000 0 420,000 0

CRAIG STREET Redesign and upgrade 200,000 0 0 0

NICHOL STREET Redesign and upgrade 200,000 0 0 0

BROOKING ROAD New road link between Owen Rd and Richardson Rd (seeking grant)

0 1,225,000 0 0

BAILUP RD Reconstruct from Wade St to Bridge 1630m staged. 0 664,858 0 0

GLEN ROAD Reconstruct Darlington Rd to Leithdale Rd 0 0 480,858 0

MUNDARING CIVIC PRECINCT ROW

Widen and seal laneway between Craig St, Fenton St, Jacoby St and Mundaring Weir Rd

0 0 190,000 0

ELLIOTT RD Reconstruct and drain and asphalt 0 0 0 1,110,858

Total 1,586,717 1,889,858 1,090,858 1,110,858

Seal Gravel Road 15/16 16/17 17/18 18/19

BAMBROOK STREET Seal gravel road 220,000 0 0 0

BALLOT ROAD Seal gravel road 0 113,000 0 0

CLEAVER STREET Seal gravel road 0 113,000 0 0

TOMLINSON STREET Seal gravel road 0 0 232,000 0

McCALLUM ROAD Seal gravel road 0 0 0 240,000

Total 220,000 226,000 232,000 240,000


Horticultural Works 15/16 16/17 17/18 18/19

HELENA VALLEY ESTATES Upgrade Helena Valley Road verges 35,000 0 0 0

MOIR PARK Provide screen planting to noise wall 20,000 0 0 0

ROUNDABOUTS Upgrade garden areas 12,000 8,000 0 21,000

DARLINGTON OVAL Replace dying trees 10,000 0 0 0

THE HUB /HEALTH CLINIC Upgrade gardens 9,000 0 0 0

CHIDLOW CHILDCARE CENTRE Upgrade gardens 5,000 0 0 0

WANDERRA CRESCENT Upgrade entry statement planting 5,000 0 0 0

SWAN VIEW CLINIC Upgrade garden beds 5,000 0 0 0

PARKERVILLE OVAL Upgrade garden beds 3,000 0 0 0

MUNDARING ADMINISTRATION CENTRE

Upgrade garden beds 0 40,000 0 0

MUNDARING TOWN CENTRE Install small gardens in median as entry to Mundaring Town Centre

0 30,000 0 0

MUNDARING CEMETERY Garden upgrades 0 23,000 0 0

GLEN FORREST HEALTH CLINIC Upgrade garden areas 0 5,000 0 0

SAWYERS VALLEY TOWNSITE Upgrade gardens and trees 0 0 40,000 0

MORRISON ROAD Upgrade gardens 0 0 26,000 0

TO BE DETERMINED 0 0 0 89,000

BLACKBOY HILL Upgrade gardens and paving 0 0 18,000 0

ELSIE AUSTIN OVAL Upgrade gardens 0 0 19,000 0

STONEVILLE COMMUNITY CENTRE

Upgrade gardens 0 0 5,000 0

Total 104,000 106,000 108,000 110,000


Street Furniture 15/16 16/17 17/18 18/19

Install new bus shelters 30,000 31,000 32,000 33,000

Install new bus seats 3,000 3,000 3,000 3,000

Total 33,000 34,000 35,000 36,000

Minor Building 15/16 16/17 17/18 18/19

DISABILITY ACCESS WORKS Works to achieve the Disability Access Program 200,000 300,000 300,000 300,000

ADMINISTRATION CENTRE Improve safety at front counter 18,000 0 0 0

GLEN FORREST SPORTS CLUB Upgrade to men’s toilets 15,000 0 0 0

BRUCE DOUGLAS PAVILLION Replace three southern windows 5,500 0 0 0

HARRY RISEBOROUGH OVAL Additional change room space (seek grant) 0 300,000 0 0

GREENMOUNT HALL / LIBRARY Disposal of buildings 0 31,000 0 0

PARKERVILLE OVAL Upgrade change rooms 0 14,000 0 0

GLEN FORREST HALL Upgrade floor 0 0 50,000 0

LAKE LESCHENAULTIA Various café building improvements 0 0 50,000 0

BILGOMAN POOL Modernise and refit change rooms 0 0 50,000 0

MUNDARING HALL Install air conditioning 0 0 36,000 0

BROWN PARK Upgrade change rooms 0 0 30,000 0

BROZ PARK New toilet block 0 0 0 177,000

DARLINGTON HALL Covered walkway extension 0 0 0 50,000

Total 238,500 645,000 516,000 527,000


Plant and Fleet 15/16 16/17 17/18 18/19

037 MDG Replace 8T tip truck 147,186 0 0 0

038 MDG Replace dual cab 3T truck 65,980 0 0 0

804 MDG Replace Director Corporate Services vehicle 44,231 0 0 0

061 MDG Replace Construction Supervisor vehicle 39,547 0 0 0

803 MDG Replace Director Statutory Services vehicle 38,506 0 0 0

NEW CHILDREN SERVICES VEHICLE

For expanding services paid by fee for service 38,000 0 0 0

062 MDG Replace Works Supervisor vehicle 37,465 0 0 0

01 MDG Replace Community Safety Vehicle 37,465 0 0 0

064 MDG Replace Supervisor Maintenance vehicle 34,864 0 0 0

812 MDG Replace Manger Planning Services vehicle 32,477 0 0 0

818 MDG Replace Manager Health and Community Safety 32,477 0 0 0

811 MDG Replace Manager Design Services vehicle 32,477 0 0 0

820 MDG Replace Senior Building Surveyor vehicle 28,417 0 0 0

059 MDG Replace Coordinator Parks Services vehicle 28,417 0 0 0

068 MDG Replace Lake dual cab utility 28,417 0 0 0

821 MDG Replace Coordinator Infrastructure Development vehicle 28,417 0 0 0

862 MDG Replace tandem trailer (ride on mower) 10,151 0 0 0

SUNDRY PLANT Replacement of chainsaws, blowers, compactors, etc 10,100 10,151 10,000 10,000

PLANT VBFB vehicle acquisitions 180,000 0 0 0

FLEET AND PLANT Future purchases 0 1,627,630 1,677,264 1,601,463

Total 894,594 1,637,781 1,687,264 1,611,463


Reserves 15/16 16/17 17/18 18/19

BOYA OVAL Upgrade oval and lighting 560,000 0 0 0

SCULPTURE PARK Implement master plan works 300,000 0 0 0

HARRY RISEBOROUGH OVAL Upgrade electrical cabinet 70,000 0 0 0

MORGAN JOHN MORGAN Additional play equipment 65,000 0 0 0

ENSIGN DRIVE Upgrade POS 49,500 0 0 0

BILGOMAN POOL New shade structures 30,000 0 0 0

HARRY RISEBOROUGH Upgrade reticulation 25,000 0 0 0

WASTE TRANSFER STATIONS Staged upgrading of waste transfer stations 20,000 20,000 20,000 20,000

WICKETS Synthetic turf wicket replacement program 12,000 6,000 6,000 6,000

CEMETERY WORKS Staged upgrading of cemetery sites 10,000 10,000 10,000 10,000

HERITAGE TRAILS Staged upgrading of heritage trails 10,000 10,000 10,000 10,000

MUNDARING OVAL Purchase new little athletics judges stand 6,000 0 0 0

TENNIS COURTS Surface replacement and infrastructure upgrade 5,500 25,000 30,000 16,000

SAWYERS VALLEY OVAL BBQ, park furniture, bins, fence to pub side 0 53,000 0 0

SAWYERS VALLEY OVAL Upgrade reticulation 0 50,000 0 0

LION PARK Upgrade play equipment 0 42,000 0 0

SAWYERS VALLEY OVAL Drainage works and associated wall work 0 41,000 0 0

SAWYERS VALLEY OVAL Replace play equipment 0 30,000 0 0

BILGOMAN POOL Replace reel mower 0 10,000 0 0

MUNDARING HARDCOURTS Replace sport fixtures 0 5,000 0 0


MORGAN JOHN MORGAN Install two new jarrah tables 0 5,000 0 0

MT HELENA OVAL Install new and replace skate facilities 0 0 69,000 0

MORGAN JOHN MORGAN Staged development of Reserve as per masterplan 0 0 69,000 0

PARKERVILLE OVAL Upgrade playground 0 0 36,000 0

LAKE LESCHENAULTIA Additional shade over play equipment 0 0 30,000 0

NOBLEWOOD ESTATE play equipment upgrade 0 0 25,000 0

BILGOMAN POOL Artificial turf 0 0 21,000 0

NOBLEWOOD ESTATE Upgrade reticulation and portion of car park 0 0 18,000 0

GLEN FORREST OVAL Install play equipment, grass and paths 0 0 0 70,000

MT HELENA AQUATIC CENTRE Install bird netting above pool 0 0 0 54,000

BROWN PARK Install water fountains, shelters, bbqs 0 0 0 45,000

CHIDLOW OVAL Relocate cricket practice nets 0 0 0 42,000

PARK FURNITURE Upgrade various park furniture 0 0 0 29,500

DARLINGTON OVAL Replace wooden seating on north side of oval 0 0 0 10,000

MT HELENA AQUATIC CENTRE Auto pool cleaner, chlorine tank, filtration pump replace 0 0 0 6,500

MT HELENA AQUATIC CENTRE Pool painting 0 0 0 5,000

MT HELENA BASKETBALL Grahame Street basketball assembly replacement 0 0 0 3,000

Total 1,163,000 307,000 344,000 327,000


SC117 JUNE 2015

6.2 Long Term Financial Plan 2015/16 – 2024/25

File Code FI.RPA

Author Stan Kocian, Manager Finance & Governance

Senior Officer Paul O’Connor, Director Corporate Services


SUMMARY: The Long Term Financial Plan (LTFP) has been informed by Shire’s Strategic Community Plan, Corporate Business Plan, Asset Management and Workforce Plans as well as the direction from Council with regard to a commitment to strengthening the Shire’s financial sustainability. The report seeks Council’s endorsement of the LTFP, which captures proposals included in the Strategic Community Plan, the Corporate Business Plan and 2015/16 Annual Budget. BACKGROUND: The LTFP has been prepared to forecast the Shire’s financial position over the next 10 years and is a tool to assist Council when considering the long term financial impact of decisions. The plan is based on current economic forecasts, the Strategic Community Plan and Corporate Business Plan. STATUTORY / LEGAL IMPLICATIONS: The LTFP has been developed to meet the requirements of s.5.56 of the Local Government Act, which states:

5.56. Planning for the future (1) A local government is to plan for the future of the district. (2) A local government is to ensure that plans made under subsection (1) are

in accordance with any regulations made about planning for the future of the district.

POLICY IMPLICATIONS: Nil FINANCIAL IMPLICATIONS: Council has a legislative requirement to comply with the principles of sound financial management, of which a key component is the preparation of a LTFP that includes a 10 year capital expenditure program.


SC118 JUNE 2015

The LTFP articulates the funding requirements of the Shire over a period of time in a financially responsible manner. It also reflects the Strategic Community Plan and Corporate Business Plan. The assumptions used in the LTFP were used as a basis for preparing the 2015/16 budget. STRATEGIC IMPLICATIONS: Strategic Community Plan 2013 – 2023: Strategic Theme 4: Respected Civic Leadership – Strong civic leadership and trusted governance. SUSTAINABILITY IMPLICATIONS:

Economic Implications – the LTFP provides for responsible and effective management of finance and assets as well as a mechanism for financial reporting to Council and the community.

Social Implications – the LTFP is a mechanism that meets the needs of the community from infrastructure and service provision. It assists with financial planning for future needs of the community.

RISK IMPLICATIONS: Whilst the LTFP includes all ongoing commitments, it primarily forecasts results based on existing activities. There is an inherent risk that circumstances may change in the future which may materially affect the projected financial estimates. EXTERNAL CONSULTATION: The Strategic Community Plan consultation clearly articulated priorities for service delivery and investment in community facilities. COMMENT: Long term financial planning is a key element of the Integrated Planning and Reporting Framework and provides the mechanism that enables local governments to determine their capability to sustainably deliver the assets and services required by the community. The plan informs the Shire’s Corporate Business Plan which in turn ‘activates’ the Strategic Community Plan priorities. From these planning processes, annual budgets that are aligned with strategic objectives can be developed. The LTFP demonstrates the Shire’s capacity to meet short-term community and infrastructure needs as well as provide a level of asset renewal predictability in the longer term. It is revised and updated at annually. The annual update reviews the assumptions, takes into consideration economic conditions and inflation, and uses current available financial information and forecasts. For these reasons the LTFP is not a static document and its purpose is to provide broad financial projections to assist in making key decisions. The current document discloses the assumptions and financial projections for the period 2015/16 – 2024/25. Projected financial statements and indicators have been prepared and these are included in the attachment. The financial


SC119 JUNE 2015

statements are based on the latest financial information including the 2013/14 audited annual financial statements, the year-end forecasts for 2014/15 and the draft 2015/16 budget. The document reflects a number of financial strategies to maintain long-term financial sustainability. These include:

• using the LTFP for key decision making; • an increased focus on Asset Management; • a responsible use of borrowings to fund major capital works; • an increased focus on improving the Shire’s net operating result; and • measuring and reporting performance against financial indicators.

VOTING REQUIREMENT:

Simple Majority

COUNCIL DECISION SC6.06.15 RECOMMENDATION Moved by: Cr Bertola Seconded by: Cr Perks

That Council endorses the Long Term Financial Plan for the period 2015/16 – 2024/25 as outlined in ATTACHMENT 2. CARRIED 12/0


SC120 JUNE 2015

ATTACHMENT 2

REPORT 6.2

57 PAGES

Contents

Introduction 1

Financial challenges 3

Long Term Financial Plan 4

Strategies for financial sustainability 6

Projected financial position 9

Assumptions, adjustments and risk assessment 10

Capital works program 11

Financial performance monitoring 12

Sensitivity analysis and scenario modelling 15

Conclusion 15

Attachment 1 - Statements, assumptions and indicators 16

Attachment 2 - Graphs (ratios) 28

Attachment 3 – Sensitivity and scenario analysis 34

Attachment 4 - 10 year capital works program 35

Shire of Mundaring Long Term Financial Plan 2016-2025 1

Introduction

Like many Local Governments in WA, Shire of Mundaring has to address the challenge of being financially sustainable while continuing to provide current levels of service into the future. This challenge is a result of costs rising faster than (constrained) rating revenue, low levels of growth within the Shire, cost shifting from other levels of government and ageing infrastructure.

At the core of the Shire’s future financial sustainability is the ability to adapt and respond to the challenges we face in delivering services more efficiently, reducing expenditure, developing opportunities to generate additional revenue sources and to deliver projects and initiatives such as the Boya Community Hub.

Against this background, the Shire recognises that it must manage its finances responsibly, whilst working to strengthen its financial position. To achieve its objectives and maintain financial sustainability, a Long Term Financial Plan (LTFP) is in place to outline the steps the Shire must take to realistically respond to the major financial challenges and opportunities impacting on the way it does business over the next 10 years.

The LTFP influences and ultimately reflects the Shire’s Strategic Community Plan (SCP). It is also integrated with the Shire’s Asset Management Plan and Workforce Management Plan. The LTFP underpins the content of the Shire’s Corporate Business Plan 2015/16 – 2018/19.

The LTFP is an integral part of the Shire’s ongoing strategic planning cycle. The plan will be updated annually with actual financial data, and the planning and financial assumptions will be reviewed for continued accuracy. Changes to the plan will be driven by any changes in strategic direction reflected in the implementation of the SCP.

The Long Term Financial Plan

The primary purpose of the LTFP is to guide and inform decision-making. The LTFP establishes the framework upon which sound financial decisions can be made. It is a financial modelling tool used to:

assess revenue building capacity to resource implementation of the Strategic Community Plan

establish transparency and accountability of Council to the community in management of the Shire’s finances

provide an opportunity for early identification of financial issues and any likely impacts in the longer term

confirm that the Shire can remain financially sustainable in the longer term.

Long Term Financial Goals

The Shire’s long term financial goals include:

achievement and maintenance of surplus Operating Results (excluding Capital Grants) by 2019/20

continuous improvement in the Shire’s overall financial position

achievement and maintenance of a fair and equitable rating structure

delivery of value-for-money services at levels affordable by the Shire and acceptable to the community

building the capacity to progressively increase expenditure on required asset maintenance and renewal in accordance with the Shire’s Asset Management Plans

prudent management of loan borrowings.


Essential Elements

This LTFP meets the requirements set out in the Integrated Planning and Reporting Framework and Guidelines.

It is for a period of 10 years.

Council updates the LTFP annually as part of the development of the Corporate Business Plan.

Council reviews it in detail as part of the four-yearly review of Strategic Community Plan.

The Plan includes:

projected income and expenditure, balance sheet and cash flow statements (Attachment 1)

planning assumptions underlying the plan (Attachment 1)

an analysis of the factors and/or assumptions that are most likely to affect the plan (Attachment 1)

modelling for alternative financial scenarios (Attachment 3) methods of monitoring financial performance (Section 2).


Financial Challenges Many WA local governments, including Shire of Mundaring, are experiencing significant financial challenges exacerbated by:

low economic growth rates, constrained rate revenue and minimal population growth

the community’s increasing aspirations and priorities for improving its economic, environmental and social outcomes

the community’s priorities in terms of expected levels of service and community projects. This is particularly relevant in relation to additional funding requirements for replacement and maintenance of existing assets to standards that meet the expectations of the community

cost pressures related to employee costs and other resources

the impact of local government collecting only 3% of taxation revenue but being responsible for 36% of non-financial assets held by all spheres of government

significant additional cost burdens from the continual shifting of responsibilities for service provision from the Federal and WA State governments to local government, without corresponding funding.

As a result of these issues for many years, Shire costs have increased at a faster rate than the ability to increase its revenue.

Principles

Financial sustainability is addressed in the LTFP by employing the following principles:

the LTFP is formulated in a manner which addresses the strategies and deployment objectives outlined in the Shire’s Strategic Community Plan and its accompanying Corporate Business Plan

the LTFP summarises the financial resources that will be generated and consumed by each program area and major

revenue and expenditure category over a 10-year period and is further classified as operating or capital

the LTFP provides the financial basis for development of the Strategic Community Plan and the Annual Budget

revenue sources and expenditures that are not controllable by the Shire and which are prone to significant variation (such as investment earnings due to interest rate variations) are included as long term average numbers as major fluctuations in these will result in significant variations in annual rates and charges

funding for capital and infrastructure projects is provided by a combination of revenue sources including operational surplus, rates and service charges, cash-backed reserves, asset sales, borrowings and other asset financing arrangements

the LTFP is developed on the basis that intergenerational equity will be maintained, ie that the full cost of providing services and the use of community assets will be met equitably by all generations of ratepayers who enjoy the benefits of those services or assets. This means that current generations will not be called upon to fully fund the acquisition of assets or services that will also benefit future generations, or that current generations will not enjoy the consumption of services or assets at less than their real cost, thereby leaving an unfunded financial burden (liability) to future generations. If left unchecked the divergence between cost and revenue growth would result in operating deficits. These deficits should NOT be funded by deferring infrastructure maintenance and renewals expenditure but eliminated using cost or service level reductions, or revenue growth

the LTFP and its assumptions will be reviewed annually and amended according to current and forecast financial/economic data.


Long Term Financial Plan Purpose

The Long Term Financial Plan will seek to answer the questions:

Can we afford what the community wants?

How can we go about achieving these outcomes?

Can we survive the pressures of the future?

What are the opportunities for future income and economic growth?

The LTFP is a decision-making and problem-solving tool. It is not intended that the LTFP be set in concrete – it is a guide for future action. The modelling that occurs as part of the plan will help Council to decide how it can meet the community’s aspirations. It will also provide an opportunity for the Shire to identify financial issues at an earlier stage and gauge the effect of these issues in the longer term.

The LTFP exists to facilitate the delivery of the outcomes expressed in the Strategic Community Plan (SCP) in a financially sustainable and responsible manner.

In addition to acting as a resource plan, the LTFP further endeavours to:

establish a prudent and sound financial framework, combining and integrating financial strategies to achieve a planned outcome;

establish a financial framework encompassing appropriate performance measures against which Council’s strategies, policies and financial performance can be measured; and

ensure that Shire complies with sound financial management principles as required by legislation, and plans for the long-term financial sustainability of Shire.

The LTFP will be revised annually to ensure ongoing alignment with the Strategic Community Plan. The main objectives of the plan for the period 2015/16 to 2024/25 include:

identifying the financial capacity for the delivery of key initiatives arising out of the Strategic Community Plan;

identifying adequate levels of funding to ensure provision of required services at the appropriate service levels;

identifying the financial capacity, through revenue generation, cash / investments and reserves, for the acquisition, renewal and replacement of assets in line with the recommendations arising out of the Asset Management Plan;

maintaining stable and predictable rate increases;

identifying appropriate levels of debt; and

achieving a situation of financial health for the Shire that is sustainable in the long term.

Our progress in achieving our financial objectives will be reviewed annually and thoroughly evaluated as part of the four year review and update of our SCP.

Balancing the Annual Budget

An indication of the financial sustainability of any business is its ability to balance both its annual cash budget as well as its annual operating result (including depreciation and excluding capital grants). The Shire costs are rising faster than its revenue and this challenge impacts both the Shire’s ability to balance its annual budget and its operating result.

As costs are greater than revenue each year, balancing the Shire’s annual budget requires consideration of reducing expenditure and increasing revenues. Each year the Shire maximises its income where possible, however this is limited due to limited rate growth opportunities and issues of affordability and equity in the community, which prevents significant increases to fees and charges.


While the annual budget must be, and is, balanced each year, it is unsustainable for the Shire to continue a practice of containing expenditure without the understanding there will be direct and indirect reduction in levels of service to the community and further deterioration in condition of assets.

Level of borrowings

Section 6.20 of the Local Government Act 1995 allows the Shire to borrow at any time, for any purpose allowed, at a level determined by the Council. Borrowing to build, renew and upgrade community assets is recognised as a prudent financial strategy when used to fund long-lived assets. Known as the principle of “intergenerational equity”, it spreads the burden of financing assets across generations.

Over the past decade, the Shire has used borrowings to fund major capital works (Administration Building and Depot) borrowing $5.5 million for this work. These works have all been critical to improving the Operations Centre and accommodating employees within the Administration Building to meet Occupational Safety and Health standards, improve Council facilities and provide ease of access to the Shire.

Borrowings of $9.6 million are proposed in 2015/16 to fund the construction of the Mundaring Indoor Recreation facility and build the new Community Hub at Boya Oval.

Limited opportunities to increase revenue

To ensure the Shire’s long term financial sustainability, it is essential that the Shire increases its revenue. However this is constrained due to:

little opportunity for additional rates revenue from limited population growth; and

limited opportunity to generate alternative sources of significant revenue outside of the Investment Property Strategy.

Duplication of services and assets

Each year, Shire of Mundaring provides an extensive range of services and facilities to the community in response to assessed needs and priorities as well as due to our responsibilities under the Local Government Act 1995 and other relevant legislation.

To ensure a reasonable access of services and facilities by the majority of residents, the Shire must duplicate many of these services and facilities. As a result, the Shire manages many more assets per head of population than many other local governments. The $236 million worth of built assets which support the provision of services to the community includes:

sealed roads skate parks

unsealed roads halls and community centres

footpaths bus shelters

bridges litter bins

parks kerbs & gutters

playing courts drainage pits

aquatic centres bushland

walking tracks sportsgrounds

libraries VBFS buildings and vehicles

public toilets cemeteries

visitor information centre waste management facilities

Ability to adequately fund asset maintenance and renewal

Much of the Shire’s assets and facilities are ageing and in need of maintenance, renewal or upgrade, however the Shire has limited funds with which to do this. This is due to the Shire’s costs rising at a faster rate that its revenue for a number of years and the necessity for the Shire to balance its annual cash budget at the expense of its annual operating result which includes depreciation.

The Shire’s Asset Management Plan estimates the condition of assets, both built and natural.


Strategies for financial sustainability To address our financial challenges, the Shire has developed a 10-year plan which will strengthen our financial capabilities and ensure it:

resources the continued implementation of the SCP

funds future asset maintenance and renewal requirements in accordance with the level identified as affordable by the Asset Management Plans

continues to balance our annual cash budget

improves our annual operating result.

This plan involves the implementation of a number of financial strategies. When implemented together, these strategies will ensure the shire is a better place to live, work and visit in the future.

In considering the likely revenue that will be available to meet these objectives, the Shire has considered the community’s capacity and willingness to pay, by reviewing:

the current level of rates and charges

the potential to reduce the reliance on rates through increased revenues from other sources eg fees and charges, grants

the potential growth or decline in rating revenue from changing demographics makeup

the possible need to increase reliance on rating due to a reduction in revenues from other sources, such as a decline in grants or subsidies.

The financial strategies set out below provide direction and guidance for elected members, the Shire’s management and the community on how the Shire will achieve improved long term financial sustainability.

The Shire will only be able to achieve such a goal through the implementation of all of the strategies.

Financial Strategies

The primary objective of the Shire’s financial planning is to enable the delivery of the Shire’s vision as set out in the Strategic Community Plan while ensuring the Shire’s continued financial sustainability. An analysis of the Shire’s current financial situation and longer term financial forecasts show that there was an unsustainable gap between operating expenditure and revenue that must be addressed.

The Shire cannot continue on a “business as usual” basis. Not addressing this operational deficit would ultimately jeopardise the adequate funding of capital expenditure to maintain and replace existing community assets and the additional capital expenditure identified in the Asset Management Plan. In addition to the annual operating result, the Shire needs to focus on some other key financial parameters.

These include the prudent build up and use of reserve funds, liquidity and unrestricted cash (reflected by a healthy working capital position), borrowings and debt servicing, asset replacement and maintenance, and new Capital project initiatives.

By focusing on these key areas and setting improvement targets for each of them over the period of the CBP, the Shire aims to improve the financial health of the organisation to a desirable level that can be sustained in the long term.


The key strategies to improve the Shire’s financial sustainability and the actions that need to be implemented are as follows.

Early identification

The LTFP assesses the Shire’s revenue capacity and projects future costs. This provides the Shire with an opportunity for early identification of financial issues and longer term impacts. It also helps the Shire make strategic decisions based on these issues and impacts – with the aim of minimising unexpected events.

This Strategy will be achieved by the Shire proactively using the LTFP to manage and smooth known increases in costs or decreases in revenue to ensure the Shire’s continuing capacity to deliver services and facilities to the community at an affordable and acceptable level.

Balanced budget

The Shire’s strategy is to continue to annually balance the budget through a combination of strategies including the appropriate use of debt, increasing revenue and adjusting of services as outlined below, as well as achieving operating savings through continuous business improvement initiatives.

Annual operating result (including depreciation, excluding capital grants)

The Shire’s strategy is to balance the annual operating result within 10 years (including depreciation, excluding capital grants) to ensure it lives within its means. Once the operating result is balanced, the Shire will start to build operating surpluses.

This will be achieved by:

reviewing and adjusting the data on which the fair value of our assets is based to ensure an accurate projection of depreciation as set out in the Asset Management Plan. Being the key driver of the operating deficit, the expected reduction in depreciation is likely to impact future operating results; and

implementing the strategies outlined below (ie prudent use of debt, increasing revenue, adjusting services and rationalising assets).

Balancing the annual operating result will allow the Shire to reduce the annual deterioration of its assets, and any operating surpluses will then be available to address future backlogs in asset maintenance and renewal.

Manage borrowings responsibly

A key component of this strategy includes discontinuing the current practice of limited borrowings but to use borrowings to fund major capital works projects. The borrowing of $9.6million in 2015/16 will increase debt but will also provide the opportunity to more speedily undertake works and address intergenerational equity for the future. This borrowing decision has been taken in consideration of the Shire’s financial viability in terms of debt servicing and overall debt level. The loan will be progressively repaid over a period of 20 years.

The $9.6million borrowing will lead to an increase in the overall debt for Shire, but will allow funds to be set aside for future capital works by ensuring additional annual funds are moved into the Civic Facilities Reserve. This, together with the anticipated return from the Investment Property Strategy, will minimise the need for large borrowings to progress the replacement of the Mundaring Library in the Mundaring precinct in 2023/24.

In the long term, core capital expenditure related to infrastructure ideally should be funded from surplus funds generated from annual operations and capital grants and contributions and not from loan borrowings.

Increase revenue

The LTFP notes that for long term financial sustainability it is essential that the Shire increases its income. While this is limited due to limited growth opportunities, it can be done through a review of the Shire’s operational costs and other revenue generating initiatives.


While it is prudent that the Shire maximises all current and future revenue streams to fulfil the community needs, this must be balanced against socio-economic realities and principles of fairness and affordability.

The Corporate Business Plan proposes that a review of the Shire’s existing services be undertaken to identify current service levels across the organisation. Options for savings and efficiencies in order to provide sufficient information to set future service level requirements will be investigated.

Additionally, the Shire’s Investment Property Strategy has a key role in generating an alternative revenue stream for capital projects.

Review Existing Services

This strategy involves implementing ongoing and targeted service reviews and engaging the community on affordable and acceptable levels of service, given that the Shire must live within its means.

This may result in an adjustment to the level of services provided by the Shire to the community, in order to minimise costs and better target resources to priorities based on risk and consequence. This may mean closing some assets but also ensures remaining assets are as high quality as possible.

The services review proposed in the Corporate Business Plan will define the level of “affordable service” at present and over the next 10 years, given projected available revenue.

Through the Integrated Planning and Reporting Framework process, the Shire will discuss with the community the community’s needs, what it values and what it is willing to pay for. This information will guide the Shire in determining the range, quality and level of services that it can provide to the community. Such reviews do not necessarily mean that services will be cut. Rather it could mean an adjustment to service level or an innovation in the way it is delivered.

Funding Allocation Prioritisation Methodology

As there are many competing demands for limited financial and physical resources, the Shire recognises the importance of establishing an enterprise wide prioritisation methodology that enables the effective allocation of those resources.

To ensure statutory compliance, acceptable levels of risk, good stewardship of community assets for all generations, equity and long term financial viability, assessment of funding requests are based on the following key principles, which are then prioritised in the following manner:

activities required to ensure compliance with statutory obligations or standards

risk mitigation activities or projects that are required to reduce extreme or high level risks (determined by using the Shire Risk Assessment Matrix or another agreed risk assessment method) to, as far as practicable, an acceptable level

current operational funding for programs unless the operational need for any of those programs has been superseded

maintenance of existing assets (infrastructure) in a manner that will maximise their useful life and ensure they remain fit for purpose

new programs or assets required to meet demonstrable organisational or community needs, as identified through community and corporate planning activities and Council decisions based on advice of technical/professional staff.


Projected financial position Summary of Financial Statements

Shire of Mundaring’s financial statements project the impact of its financial sustainability strategies on the revenue it expects to receive over the next 10 years and its expected expenditure requirements. By using these statements, the Shire and its community, can evaluate the Shire’s performance and its financial position as these strategies are implemented.

The statements show that over the next 10 years the Shire will:

improve its operating result and operating surplus ratio

maintain a surplus closing position of the budget

maintain sufficient cash reserves to meet short-term working capital requirements

achieve its Asset Management Plan through the planned asset renewal and maintenance programs

deliver an affordable level of service to a standard that is supported by the community.

The LTFP projections have been prepared in accordance with the Local Government Act 1995 and in a format that conforms to the Local Government (Financial Management) Regulations 1996 and Australian Accounting Standards. This allows projections to feed into the statutory format of the Annual Budget and key performance measures in the LTFP to be compared with Annual Budgets and Annual Financial Reports.

The statements included in this report are set out in detail in Attachment 1 include:

Statement of Comprehensive Income (nature and type)

The statement shows what is expected to happen during the year in terms of revenue, expenses and other adjustments from all activities. It removes all non-cash items and attempts to predict when payments and receipts will actually occur.

No provisions or accruals are included in this statement so that it will give an indication of actual cash or equivalent funds remaining at the end of each year of the LTFP.

Cash Flow Statement

This statement shows projected cash receipts and cash payments over the next 10 years. It is used to assess the Shire’s ability to pay its debts as and when they fall due. The projected cash flow over the next 10 years shows the Shire to be solvent and in a healthy cash flow position. 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.

It reports on cash transactions only. All accounting adjustments, non-cash accruals and provisions are ignored. The net cash position at the end of each year indicates cash available in the bank to fund future capital projects and various other operating programs.


The format of the statement varies from that in Annual Budgets. In Annual Budgets, the bottom line of the statement is the amount to be made up from rates. 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 budget surplus/ (deficit) carried forward at the end of each year.


Statement of Financial Position (Balance Sheet)

The statement 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 Shire. 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. This is a balance sheet in old terminology that represents the expected financial position of the Shire at the end of each year covered by the LTFP.

Equity Statement

The equity statement is another way of looking at the net worth of the Shire, it analyses the various changes that have occurred or are occurring to the equity position over the term of the LTFP.

Assumptions, adjustments and risk assessment The assumptions that underpin this LTFP are set out in Attachment 1 and include assumptions such as revenue growth, level of debt and employment numbers for the next 10 years, and market driven planning assumptions, revenue and expenditure assumptions and adjustments of the LTFP. These assumptions have been tested through a risk assessment process including:

accuracy of projected estimates of expenditure

certainty of revenue streams

scenarios which could impact on revenue and expenditures

risks associated with key projects

reliability of investment returns and borrowing costs.

The LTFP is a planning tool. It is based on many assumptions. It also includes projects and proposals that in some cases:

have been approved by Council and are in progress

have been considered by Council but are yet to receive final approval

have only been considered by Elected Members at a strategy level

have only been considered by Officers,

are operational in nature and based on the continued provision of services and maintenance of Shire assets

infrastructure in accordance with management and other plans.

Any of the assumptions and any of the projects or proposals not already approved could prove to be inaccurate both as to likely requirement, timing and financial estimates or may not come to pass at all. They have, however, been included based on the best available information and knowledge to hand at this time in relation to likely requirement, timing and financial estimates. Adoption of the LTFP by Council does not constitute a commitment or agreement to any of the projects or proposals that have not already been approved or the financial estimates and projections. Annual review and update of the 10 year LTFP will ensure that it remains a relevant and useful document to manage the Shire’s financial affairs into the future. The Shire has considered a variety of options and alternatives to provide a service and chosen the option that is the least risky or the most likely to succeed.


Capital Works Program The Shire’s 2016-2025 Capital Asset Works Program is set out in Attachment 4. It has been funded from the projected available revenue for asset works established by this LTFP. The program, and the forward projections, has been developed with careful consideration of the optimum time to renew and replace individual assets and also taking into consideration funding constraints. Due to funding constraints, there is a risk that particular assets may fail prior to scheduled renewal/replacement works being affected. In this case, projects may need to be brought forward and others deferred to maintain levels of service acceptable to the community. The Shire also relies on external grants to fund its Capital Asset Works Program. Many of these grants require matching funding from the Shire. If the Shire is unsuccessful in achieving proposed special variations to rates for infrastructure, it will not have sufficient revenue to continue matching such grants. The existence of asset management plans for key infrastructure assets is a necessary predecessor to the Shire’s LTFP to support planning and decision-making processes. This long-term planning for the infrastructure assets allows the Shire to understand the future financial commitments, and to develop strategies that address key strategic issues such as the Shire’s approach to service provision and service levels, its debt borrowing policy and revenue policy - including its rating methodology. The Shire needs to clearly understand what its future commitments are in order to prepare budgets properly


Financial Performance Monitoring To monitor our performance in approving the Shire’s financial position, seven financial performance indicators will be used. The graphs in Attachment 2 present the projected performance of each of these financial indicators over the next 10 years, assuming the implementation of the key strategies of the LTFP. Several statutory key performance indicators (KPIs) have been prescribed in the Local Government (Financial Management) Regulations 1996 to measure the financial sustainability of local governments.

The LTFP has been assessed against these KPIs and will be compared with KPIs measured from the Annual Budgets and Annual Financial Statements to provide clear targets for the Shire to report its progress to the community each year.

Following is a brief summary of the indicators and how the Shire compares to the targets recommended by the Department of Local Government (DLG):

Operating Surplus Ratio

The Operating Surplus indicator is the primary indicator in measuring long term financial sustainability. This is an indicator of the extent to which operating revenues raised are sufficient to cover all operational expenses only or are available for capital funding purposes or other purposes.

The operating surplus ratio is the operating surplus (deficit) expressed as a percentage of total operating revenue. A positive ratio indicates that surplus revenue is available which may be used to support the funding of capital expenditure or used to offset past or future operating deficits. If the surplus is not required for this purpose in a particular year, it can be held to support future capital expenditure funding as a financial asset, used to offset past deficit funding or, where possible, used to reduce current debt levels.

The ratio target is between 0% and 15% (Advanced Ratio Target > 15%)

Current Ratio

Description: This is a measurement of the Shire’s liquidity and its ability to meet its short term financial obligation out of unrestricted current assets.

The Current Ratio is a measure of short term (unrestricted) liquidity - that is, the ability for the Shire to meet its liabilities (obligations) as, and when, they fall due. Provided Restricted Assets are excluded correctly, it is a very useful indicator of the "true" financial position of the Shire, particularly in the short-term (12 months). As a general rule, when the Current Ratio of a local government is calculated at less than 1 (100%), it indicates a short-term funding issue. However, it also needs to be considered in the context of the overall financial position.

The ratio target is greater than or equal to 1:

Own Source Revenue Coverage Ratio

This is an indicator of measures the Shire’s own-source revenues compared to its total revenues.

The Own Source Revenue Coverage Ratio consists of income derived from rates, annual charges and internally determined fees. The balance of Council’s income derives from grants. This ratio is indicative of a secure income stream that is not subject to outside influence.

A relatively high percentage of own source revenues (max indicator 100%) indicate that a local government is more reliant on recurrent, predictable revenues to fund its activities.


The Ratio measures the Shire’s dependence on rate revenue to fund operations.

The higher the ratio, the higher the dependency on rates (controllable) and the less dependency on government grants and other funding sources (uncontrollable). Local Governments with a higher rate coverage ratio find it easier to cope with unforeseen funding requirements and have more flexible budget options. This is because they have greater control over their own revenue.

The challenge every local government faces is how to continue to improve this Ratio in the face of ever decreasing alternative funding sources (eg Financial Assistance Grants). If this ratio slips it may indicate that the local government is becoming more reliant on external funding sources, which are becoming less reliable, although large grants or contributions of a once-off nature will affect this ratio.

The ratio target is greater than or equal to 60%.

Debt Service Coverage Ratio

This is an indicator of the Shire’s ability to produce enough cash to cover its debt payments from uncommitted or general purpose funds available for operations.

Local governments with a higher proportion of revenues from rates can also effectively operate at higher Debt Service Ratios as they are more able to generate revenue (via rates increases) to cope with the debt burden. Consequently, the effect of any borrowing increases in any particular year should be considered when formulating funding options for future years as the longer term, cumulative effect of repayments are often ignored.

The ratio target is greater than or equal to 2.

Asset Sustainability Ratio

This is an indicator of the extent to which assets managed by the Shire are being replaced as these reach the end of their useful lives.

This ratio indicates whether the Shire is renewing or replacing existing physical assets at the same rate at which they are wearing out. On occasions, the Shire will accelerate or reduce asset expenditures over time to compensate for prior events, or invest in assets by spending more now so that it costs less in the future to maintain.

If capital expenditure on renewing or replacing assets is at least equal to depreciation on average over time, then the Shire is ensuring the value of its existing stock of physical assets is maintained. If capital expenditure on existing assets is less than depreciation then, unless the Shire’s overall asset stock is relatively new, it is likely that it is under spending on renewal or replacement. This is likely to result in additional maintenance costs for assets that have exceeded their useful life that exceed the costs of renewal and replacement. This situation could progressively undermine a local government’s financial sustainability as it is confronted with failed assets and significant renewal and replacement costs that cannot be accommodated without sudden large rate increases.

The ratio expresses net capital expenditure on renewal and replacement of existing assets as a percentage of depreciation costs. This measure assists in identifying the potential decline or improvement in asset condition and standards. A percentage less than 100 on an ongoing basis indicates that capital expenditure levels are not being optimised so as to minimise whole of life cycle costs of assets or that assets may be deteriorating at a greater rate than spending on their renewal or replacement.

Local governments should be replacing or renewing assets at the appropriate times. Achievement of the asset sustainability ratio target means that the Shire is reasonably preserving the stock of existing assets because renewal or replacement activity approximately matches the consumption of its asset stock for the period.


A ratio greater than 110% indicates that the Shire may be over investing in renewal and replacement of its asset base. A ratio of less than 90% indicates that the Shire may be under investing in renewal and replacement of its asset base.

The ratio target is 90% to 105%.

Asset Consumption Ratio

This ratio highlights the aged condition of the Shire’s physical asset.

The Asset Consumption Ratio expresses the total carrying value of depreciable assets as a percentage of the total reported value of depreciable assets before accumulated depreciation. This ratio shows the written down current value of the Shire’s depreciable assets relative to their ‘as new’ value in up to date prices. This ratio seeks to highlight the aged condition of the Shire’s stock of physical assets. If a local government is responsibly maintaining and renewing and replacing its assets in accordance it asset management plan, then the fact that the Asset Consumption Ratio may be relatively low and/or declining should not be a cause for concern, providing it is operating sustainability.

The ratio target is 50% to 75%.

Asset Renewal Funding Ratio

This is a measurement of the Shire’s liquidity and its ability to meet its short term financial obligation out of unrestricted current assets.

The Ratio is a measure of the ability of the Shire to fund its projected asset renewals and replacements in the future. The LTFP makes annual provisions to renew assets where their condition has degraded beyond an objective threshold. This requirement will vary from year by year, potentially creating different short term and long term renewal funding needs.

A ratio of between 95% and 105% indicates that the Shire’s LTFP makes adequate provision to maintain existing levels of service and renew or replace assets. The 95% – 105% measurement is a suitable target if the Asset Sustainability Ratio falls within the 90% to 100% target and the Asset Consumption Ratio falls within the target range of 50% to 75%. A ratio between 50% and 75% indicates that the Shire may not be making adequate provision for the future renewal or replacement of its asset base.

The ratio target is between 95% and 105%.


Sensitivity Analysis & Scenario Modelling In developing this LTFP sensitivity analyses was undertaken on the key revenue and expenditure assumptions. This work is summarised in Attachment 3.

In addition, the results of the sensitivity analysis were modelled to assess their impact on the Shire’s operating result

Conclusion The 2015/16-2024/25 LTFP represents a landmark initiative in the Shire’s journey towards financial sustainability. To support the journey, this LTFP includes key financial sustainability strategies. These strategies form the backbone of the plan. Implemented together, they will drive the improvement of the Shire’s financial position so that:

by 2019/20 a surplus operating result has been achieved (including depreciation)

the Budget remains in surplus throughout the life of the plan

the Shire has been able to resource implementation of its Asset Management Plans so that agreed affordable levels of asset service provision have been achieved

the Shire has been able to effectively resource its response to Community Strategic Plan, thus ensuring the ongoing provision of quality services and facilities that enhance wellbeing and quality of life.


Attachment 1- Statements, assumptions and indicators

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

INCOME: REVENUES FROM ORDINARY ACTIVITIES

25,009,786 26,510,373 28,100,995 29,787,055 31,574,278 33,468,735 35,476,859 37,605,471 39,861,799 42,253,507

Rates Growth - 132,552 140,505 148,935 157,871 167,344 177,384 188,027 199,309 211,268

5,630,261 5,044,772 5,038,525 4,984,079 5,133,601 5,287,609 5,446,237 5,609,624 5,777,913 5,951,250

11,332,521 11,899,147 12,494,104 13,118,810 13,643,562 14,052,869 14,474,455 14,908,689 15,355,949 15,816,628

980,000 1,180,000 1,055,000 1,155,000 1,255,000 1,355,000 1,445,000 1,635,000 1,840,000 1,840,000

3,290,687 3,356,501 3,423,631 3,492,104 3,561,946 3,633,185 3,705,848 3,779,965 3,855,564 3,932,676

46,243,255 48,123,345 50,252,761 52,685,982 55,326,258 57,964,741 60,725,784 63,726,776 66,890,535 70,005,328

EXPENDITURE: EXPENSES FROM ORDINARY ACTIVITIES

(18,603,742) (19,254,873) (19,928,793) (20,626,301) (21,554,485) (22,524,436) (23,538,036) (24,597,248) (25,704,124) (26,860,809)

(18,196,176) (18,639,824) (18,709,734) (18,387,734) (19,059,923) (19,864,425) (20,372,416) (20,552,629) (21,551,947) (21,853,901)

(1,384,400) (1,536,623) (1,635,504) (1,727,721) (1,827,453) (1,931,588) (2,041,569) (2,157,718) (2,280,379) (2,409,911)

(8,230,604) (8,682,279) (8,523,963) (8,326,653) (8,121,410) (7,934,150) (7,799,015) (7,699,631) (7,809,732) (7,913,018)

(580,395) (835,167) (802,574) (767,822) (730,767) (691,256) (649,124) (604,198) (556,290) (505,200)

(890,488) (908,298) (926,464) (944,993) (963,893) (983,171) (1,002,834) (1,022,891) (1,043,349) (1,064,216)

(2,681,830) (2,735,467) (2,790,176) (2,845,979) (2,902,899) (2,960,957) (3,020,176) (3,080,580) (3,142,191) (3,205,035)

(50,567,635) (52,592,530) (53,317,208) (53,627,203) (55,160,829) (56,889,983) (58,423,171) (59,714,894) (62,088,011) (63,812,090)

(4,324,380) (4,469,185) (3,064,447) (941,221) 165,429 1,074,758 2,302,613 4,011,882 4,802,524 6,193,239

5,387,174 2,994,939 867,506 893,532 920,338 1,098,653 976,386 1,005,678 1,035,848 1,066,923

1,330,000 - - - - - - - - -

(63,636) - - - - - - - - -

6,653,538 2,994,939 867,506 893,532 920,338 1,098,653 976,386 1,005,678 1,035,848 1,066,923

2,329,158 (1,474,245) (2,196,940) (47,689) 1,085,767 2,173,412 3,278,999 5,017,560 5,838,372 7,260,162

- - - - - - - - - -

Total Other Comprehensive Income - - - - - - - - - -

TOTAL COMPREHENSIVE INCOME 2,329,158 (1,474,245) (2,196,940) (47,689) 1,085,767 2,173,412 3,278,999 5,017,560 5,838,372 7,260,162

Other Comprehensive Income

Changes in Valuation of non-current assets

Operating Grants, Subsidies & Contributions

Interest Earnings

Other Revenue

Total Revenue

Employee Costs

Fees & Charges

Shire of Mundaring Long Term Financial Plan 2016-2025

Statement of Comprehensive Income by Nature and Type

Rates

Profit on Asset Disposals

Depreciation

Interest Expenses

Insurance

Other Expenditure

Loss on Asset Disposals

NET RESULT

Materials & Contracts

Utilities

Sub-total

Sub-total

Total Expenditure

Non-Operating Grants, Subsidies & Contributions


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

25,009,786 26,642,925 28,241,500 29,935,990 31,732,150 33,636,079 35,654,244 37,793,498 40,061,108 42,464,775

5,630,261 5,044,772 5,038,525 4,984,079 5,133,601 5,287,609 5,446,237 5,609,624 5,777,913 5,951,250

11,332,521 11,899,147 12,494,104 13,118,810 13,643,562 14,052,869 14,474,455 14,908,689 15,355,949 15,816,628

980,000 1,180,000 1,055,000 1,155,000 1,255,000 1,355,000 1,445,000 1,635,000 1,840,000 1,840,000

Goods and Services Tax 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000

3,290,687 3,356,501 3,423,631 3,492,104 3,561,946 3,633,185 3,705,848 3,779,965 3,855,564 3,932,676

47,943,255 49,823,345 51,952,761 54,385,982 57,026,258 59,664,741 62,425,784 65,426,776 68,590,535 71,705,328

(18,603,742) (19,254,873) (19,928,793) (20,626,301) (21,554,485) (22,524,436) (23,538,036) (24,597,248) (25,704,124) (26,860,809)

(18,196,176) (18,639,824) (18,709,734) (18,387,734) (19,059,923) (19,864,425) (20,372,416) (20,552,629) (21,551,947) (21,853,901)

(1,384,400) (1,536,623) (1,635,504) (1,727,721) (1,827,453) (1,931,588) (2,041,569) (2,157,718) (2,280,379) (2,409,911)

(890,488) (908,298) (926,464) (944,993) (963,893) (983,171) (1,002,834) (1,022,891) (1,043,349) (1,064,216)

(580,395) (835,167) (802,574) (767,822) (730,767) (691,256) (649,124) (604,198) (556,290) (505,200)

Goods and Services Tax (1,700,000) (1,700,000) (1,700,000) (1,700,000) (1,700,000) (1,700,000) (1,700,000) (1,700,000) (1,700,000) (1,700,000)

(2,681,830) (2,735,467) (2,790,176) (2,845,979) (2,902,899) (2,960,957) (3,020,176) (3,080,580) (3,142,191) (3,205,035)

(44,037,031) (45,610,251) (46,493,244) (47,000,550) (48,739,419) (50,655,833) (52,324,156) (53,715,263) (55,978,279) (57,599,072)

3,906,224 4,213,094 5,459,517 7,385,432 8,286,839 9,008,908 10,101,628 11,711,513 12,612,256 14,106,256

(9,726,397) (14,327,581) (2,674,064) (2,340,263) (1,832,504) (1,675,931) (2,192,621) (2,344,365) (6,287,037) (5,991,986)

(7,611,854) (3,889,888) (4,060,888) (4,214,988) (4,284,388) (4,496,088) (4,862,888) (4,571,288) (4,527,288) (4,610,788)

5,387,174 2,994,939 867,506 893,532 920,338 1,098,653 976,386 1,005,678 1,035,848 1,066,923

7,827,509 579,599 2,626,594 713,980 422,871 446,784 552,925 481,012 536,656 498,603

(4,123,568) (14,642,931) (3,240,852) (4,947,739) (4,773,683) (4,626,582) (5,526,198) (5,428,963) (9,241,821) (9,037,248)

(341,075) (495,650) (528,244) (562,996) (600,051) (639,562) (681,693) (726,619) (774,528) (825,617)

9,600,000 - - - - - - - - -

9,258,925 (495,650) (528,244) (562,996) (600,051) (639,562) (681,693) (726,619) (774,528) (825,617)

9,041,581 (10,925,487) 1,690,421 1,874,697 2,913,105 3,742,764 3,893,738 5,555,930 2,595,907 4,243,392

17,926,611 26,968,192 16,042,706 17,733,127 19,607,824 22,520,929 26,263,694 30,157,431 35,713,362 38,309,269

26,968,192 16,042,706 17,733,127 19,607,824 22,520,929 26,263,694 30,157,431 35,713,362 38,309,269 42,552,661

PAYMENTS

Payments for Purchase of Property, Plant & Equipment

Payments for Construction of Infrastructure

Repayment of Debentures

Proceeds from New Debentures

Grants / Contributions for the Development of Assets

CASH FLOWS FROM INVESTING ACTIVITIES

NET INCREASE (DECREASE) IN CASH HELD

CASH FLOWS FROM FINANCING ACTIVITIES

Proceeds from Sale of Non-Current Assets


Statement of Cash Flows

Rates

CASH FLOWS FROM OPERATING ACTIVITIES

RECEIPTS

Operating Grants, Subsidies & Contributions

Other Revenue

Insurance

Interest

Other Expenditure

Sub-total

Employee Costs (Operating Only)

Fees & Charges

Interest Earnings

Cash at the End of Year

Materials & Contracts

Utilities (gas, electricity, water, etc.)

Net Cash Provided by (Used in) Operating Activities

Net Cash Provided by (Used in) Financing Activities

Sub-total

Net Cash Provided by (Used in) Investing Activities

Cash at Beginning of Year


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

26,968,192 16,042,706 17,733,127 19,607,824 22,520,929 26,263,694 30,157,431 35,713,362 38,309,269 42,552,661

1,345,079 1,345,079 1,345,079 1,345,079 1,345,079 1,345,079 1,345,079 1,345,079 1,345,079 1,345,079

101,226 101,226 101,226 101,226 101,226 101,226 101,226 101,226 101,226 101,226

28,414,497 17,489,011 19,179,432 21,054,129 23,967,234 27,709,999 31,603,736 37,159,667 39,755,574 43,998,966

743,832 743,832 743,832 743,832 743,832 743,832 743,832 743,832 743,832 743,832

15,138,568 15,138,568 15,138,568 15,138,568 15,138,568 15,138,568 15,138,568 15,138,568 15,138,568 15,138,568

78,510,709 87,961,077 83,857,993 81,524,557 79,176,489 76,835,925 75,049,709 73,595,994 75,923,790 77,896,305

157,497,402

157,002,625 156,690,104 156,538,158 156,458,836 156,590,485

157,080,270 157,268,996 157,409,136 157,627,774

251,890,511

260,846,102 256,430,497 253,945,115 251,517,725 249,308,811

248,012,379 246,747,389 249,215,326 251,406,479

280,305,008

278,335,113 275,609,929 274,999,244 275,484,959 277,018,809

279,616,116 283,907,056 288,970,900 295,405,445

3,335,857 3,335,857 3,335,857 3,335,857 3,335,857 3,335,857 3,335,857 3,335,857 3,335,857 3,335,857

495,650 528,244 562,996 600,051 639,562 681,693 726,619 774,528 825,617 876,707

2,645,776 2,645,776 2,645,776 2,645,776 2,645,776 2,645,776 2,645,776 2,645,776 2,645,776 2,645,776

6,477,283 6,509,877 6,544,629 6,581,684 6,621,195 6,663,326 6,708,252 6,756,161 6,807,250 6,858,340

13,109,912 12,581,668 12,018,672 11,418,622 10,779,060 10,097,367 9,370,748 8,596,220 7,770,603 6,893,897

389,802 389,802 389,802 389,802 389,802 389,802 389,802 389,802 389,802 389,802

13,499,714 12,971,470 12,408,474 11,808,424 11,168,862 10,487,169 9,760,550 8,986,022 8,160,405 7,283,699

19,976,997 19,481,347 18,953,103 18,390,107 17,790,057 17,150,495 16,468,802 15,742,183 14,967,655 14,142,038

260,328,011

258,853,766 256,656,826 256,609,136 257,694,903 259,868,314

263,147,314 268,164,873 274,003,245 281,263,407

TOTAL LIABILITIES

NET ASSETS

NON-CURRENT LIABILITIES

Long Term Borrowings

Provisions

Total Current Liabilities

Current Portion of Long Term Borrowings

TOTAL ASSETS

Provisions

Total Non-Current Liabilities

CURRENT LIABILITIES

Payables

Inventories

Receivables

NON-CURRENT ASSETS

Receivables

Total Non-Current Assets

LIABILITIES

Total Current Assets

Interest in Joint Venture -EMRC

Property, Plant and Equipment

Infrastructure

Shire of Mundaring Long Term Financial Plan 2016-2025 Statement of Financial Postition

Cash and Cash Equivalents

ASSETS

CURRENT ASSETS


2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

NET CURRENT ASSETS

17,926,611 26,968,192 16,042,706 17,733,127 19,607,824 22,520,929 26,263,694 30,157,431 35,713,362 38,309,269 42,552,661

1,538,000 1,538,000 1,538,000 1,538,000 1,538,000 1,538,000 1,538,000 1,538,000 1,538,000 1,538,000 1,538,000

115,733 115,733 115,733 115,733 115,733 115,733 115,733 115,733 115,733 115,733 115,733

19,580,344 28,621,925 17,696,439 19,386,860 21,261,557 24,174,662 27,917,427 31,811,164 37,367,095 39,963,002 44,206,394

1,140,856 1,140,856 1,140,856 1,140,856 1,140,856 1,140,856 1,140,856 1,140,856 1,140,856 1,140,856 1,140,856

213,366 495,650 528,244 562,996 600,051 639,562 681,693 726,619 774,528 825,617 876,707

2,645,776 2,645,776 2,645,776 2,645,776 2,645,776 2,645,776 2,645,776 2,645,776 2,645,776 2,645,776 2,645,776

3,999,998 4,282,282 4,314,876 4,349,628 4,386,683 4,426,194 4,468,325 4,513,251 4,561,160 4,612,249 4,663,339

15,580,346 24,339,643 13,381,563 15,037,232 16,874,874 19,748,468 23,449,102 27,297,913 32,805,935 35,350,753 39,543,055

(10,752,618) (23,061,452) (12,563,446) (15,314,808) (16,913,627) (19,726,944) (23,488,949) (27,114,055) (31,976,709) (34,182,204) (38,121,351)

213,366 495,650 528,244 562,996 600,051 639,562 681,693 726,619 774,528 825,617 876,707

5,041,094 1,773,841 1,346,361 285,420 561,298 661,086 641,846 910,477 1,603,754 1,994,166 2,298,411

Shire of Mundaring Long Term Financial Plan 2016-2025 Net Current Asset Postition

LESS: Restricted Reserves

ADD: Current Long Term Borrowings

OPENING/CLOSING FUNDS

Current Portion of Long Term Borrowings

Provisions

Total Current Liabilities

NET CURRENT ASSETS

Total Current Assets

CURRENT LIABILITIES

Payables

CURRENT ASSETS


Receivables

Inventories


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

134,667,309 124,687,633 133,711,394 128,763,092 127,116,583 125,389,033 123,800,439 123,454,332

123,609,238 127,242,115

(12,308,834) 10,498,006 (2,751,362) (1,598,819) (2,813,317) (3,762,005) (3,625,106) (4,862,654) (2,205,495) (3,939,147)

2,329,158 (1,474,245) (2,196,940) (47,689) 1,085,767 2,173,412 3,278,999 5,017,560 5,838,372 7,260,162

124,687,633 133,711,394 128,763,092 127,116,583 125,389,033 123,800,439 123,454,332 123,609,238

127,242,115 130,563,130

10,752,618 23,061,452 12,563,446 15,314,808 16,913,627 19,726,944 23,488,949 27,114,055 31,976,709 34,182,204

12,308,834 (10,498,006) 2,751,362 1,598,819 2,813,317 3,762,005 3,625,106 4,862,654 2,205,495 3,939,147

23,061,452 12,563,446 15,314,808 16,913,627 19,726,944 23,488,949 27,114,055 31,976,709 34,182,204 38,121,351

112,578,926 112,578,926 112,578,926 112,578,926 112,578,926 112,578,926 112,578,926 112,578,926

112,578,926 112,578,926

- - - - - - - - - -

112,578,926 112,578,926 112,578,926 112,578,926 112,578,926 112,578,926 112,578,926 112,578,926

112,578,926 112,578,926

260,328,011 258,853,766 256,656,826 256,609,136 257,694,903 259,868,314 263,147,313 268,164,873

274,003,245 281,263,407

Net Assets as Balance Sheet 260,328,011 258,853,766 256,656,826 256,609,136 257,694,903 259,868,314 263,147,314 268,164,873

274,003,245 281,263,407

Balance 30 June

Total Other Comprehensive Income

Balance 30 June

TOTAL EQUITY

ASSET REVALUATION RESERVE

Balance 1 July

CASH BACKED RESERVES

Balance 1 July

RETAINED SURPLUS

Balance 1 July

Net Result

Balance 30 June

Transfer from / (to) Reserve


Statement of Changes in Equity

EQUITY

Transfer (from) / to Reserve

Balance 30 June


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

Rate Levies (Under adopted assumptions) 25,009,786 26,642,925 28,241,500 29,935,990 31,732,150 33,636,079 35,654,244 37,793,498 40,061,108 42,464,775

27,887,007 24,475,359 22,878,767 23,643,523 24,514,446 25,427,316 26,047,926 26,938,956 27,865,275 28,607,477

52,896,793 51,118,284 51,120,267 53,579,514 56,246,596 59,063,394 61,702,170 64,732,454 67,926,383 71,072,252

(50,567,635) (52,592,530) (53,317,208) (53,627,203) (55,160,829) (56,889,983) (58,423,171) (59,714,894)

(62,088,011) (63,812,090)

2,329,158 (1,474,245) (2,196,940) (47,689) 1,085,767 2,173,412 3,278,999 5,017,560 5,838,372 7,260,162

(1,266,364) - - - - - - - - -

8,230,604 8,682,279 8,523,963 8,326,653 8,121,410 7,934,150 7,799,015 7,699,631 7,809,732 7,913,018

6,964,240 8,682,279 8,523,963 8,326,653 8,121,410 7,934,150 7,799,015 7,699,631 7,809,732 7,913,018

(8,706,000) (12,640,000) (936,000) (677,000) (688,000) (700,000) (762,000) (1,124,000) (4,724,000) (4,674,000)

(7,611,854) (3,889,888) (4,060,888) (4,214,988) (4,284,388) (4,496,088) (4,862,888) (4,571,288) (4,527,288) (4,610,788)

Purchase Plant and Equipment (894,597) (1,637,781) (1,687,264) (1,611,463) (1,075,704) (920,131) (1,374,821) (1,164,565) (1,507,237) (1,262,186)

Purchase Furniture and Equipment (125,800) (49,800) (50,800) (51,800) (68,800) (55,800) (55,800) (55,800) (55,800) (55,800)

Proceeds Disposal of Assets 7,827,509 579,599 2,626,594 713,980 422,871 446,784 552,925 481,012 536,656 498,603

Repayment of Debentures (341,075) (495,650) (528,244) (562,996) (600,051) (639,562) (681,693) (726,619) (774,528) (825,617)

Proceeds from New Debentures 9,600,000 - - - - - - - - -

Transfers to Reserves (26,211,000) (2,665,819) (4,125,819) (2,875,819) (3,940,819) (4,575,819) (5,165,819) (6,355,819) (7,560,819) (9,060,819)

Transfers from Reserves 13,902,166 13,163,825 1,374,457 1,277,000 1,127,502 813,814 1,540,713 1,493,165 5,355,324 5,121,672

(12,560,651) (7,635,514) (7,387,964) (8,003,086) (9,107,389) (10,126,802) (10,809,383) (12,023,914)

(13,257,692) (14,868,935)

5,041,094 1,773,841 1,346,361 285,420 561,298 661,086 641,846 910,477 1,603,754 1,994,166

1,773,841 1,346,361 285,420 561,298 661,086 641,846 910,477 1,603,754 1,994,166 2,298,411

Other Revenue

EXPENSES

(Profit)/Loss on Asset Disposals

NON CASH ITEMS

All Operating Expenses

Net Cash From Investing Activities

Revenues Sub-total

CAPITAL EXPENDITURE AND REVENUE

Net Operating Profit/(Loss)

Sub-total

ESTIMATED SURPLUS/(DEFICIT) JUNE 30 C/FWD

ESTIMATED SURPLUS/(DEFICIT) JULY 1 B/FWD

Depreciation on Assets

Infrastructure Assets



REVENUES

Purchase Land and Buildings


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

LAND AND BUILDINGS

Purchase New - (280,000) - - - - - - - -

Renewal & replacement of Buildings (1,726,000) (7,555,000) (316,000) (377,000) (388,000) (400,000) (462,000) (424,000) (424,000) (374,000)

New/Upgrade Buildings (6,980,000) (4,805,000) (620,000) (300,000) (300,000) (300,000) (300,000) (700,000) (4,300,000) (4,300,000)

Total Land and Buildings (8,706,000) (12,640,000) (936,000) (677,000) (688,000) (700,000) (762,000) (1,124,000) (4,724,000) (4,674,000)

Proceeds from Sale of Land 7,530,000 - 1,800,000 - - - - - - -

Book Value Assets Sold 6,200,000 - 1,800,000 - - - - - - -

Profit / (Loss) on Sale 1,330,000 - - - - - - - - -

PLANT AND EQUIPMENT

Existing Fleet (856,597) (1,637,781) (1,687,264) (1,611,463) (1,075,704) (920,131) (1,374,821) (1,164,565) (1,507,237) (1,262,186)

Additional Vehicles (38,000) - - - - - - - - -

Total Motor Vehicle Purchases (894,597) (1,637,781) (1,687,264) (1,611,463) (1,075,704) (920,131) (1,374,821) (1,164,565) (1,507,237) (1,262,186)

Proceeds of Sale 297,509 579,599 826,594 713,980 422,871 446,784 552,925 481,012 536,656 498,603

Book Value Assets Sold 361,145 579,599 826,594 713,980 422,871 446,784 552,925 481,012 536,656 498,603

Profit / (Loss) on Sale (63,636) - - - - - - - - -

FURNITURE AND EQUIPMENT

Replacement (90,500) (20,500) (20,500) (20,500) (35,500) (20,500) (20,500) (20,500) (20,500) (20,500)

New/Upgrade (35,300) (29,300) (30,300) (31,300) (33,300) (35,300) (35,300) (35,300) (35,300) (35,300)

(125,800) (49,800) (50,800) (51,800) (68,800) (55,800) (55,800) (55,800) (55,800) (55,800)

INFRASTRUCTURE

Renewal (4,289,414) (3,175,888) (3,284,888) (3,376,488) (3,433,388) (3,632,088) (3,985,388) (3,679,788) (3,620,288) (3,703,788)

New/Upgrade (3,322,440) (714,000) (776,000) (838,500) (851,000) (864,000) (877,500) (891,500) (907,000) (907,000)

Total Infrastructure (7,611,854) (3,889,888) (4,060,888) (4,214,988) (4,284,388) (4,496,088) (4,862,888) (4,571,288) (4,527,288) (4,610,788)

CAPITAL WORKS TOTAL (17,338,251) (18,217,469) (6,734,952) (6,555,251) (6,116,892) (6,172,019) (7,055,509) (6,915,653) (10,814,325) (10,602,774)

Shire of Mundaring Long Term Financial Plan 2016-2025 Ten Year Capital Works Program


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

Council Loans

Opening Loan Liability 4,346,637 13,605,562 13,109,912 12,581,668 12,018,672 11,418,622 10,779,060 10,097,367 9,370,748 8,596,220

New Loans 9,600,000 0 0 0 0 0 0 0 0 0

Principal Paid (341,075) (495,650) (528,244) (562,996) (600,051) (639,562) (681,693) (726,619) (774,528) (825,617)

Closing Loan Liability 13,605,562 13,109,912 12,581,668 12,018,672 11,418,622 10,779,060 10,097,367 9,370,748 8,596,220 7,770,603

Interest Paid (580,395) (835,167) (802,574) (767,822) (730,767) (691,256) (649,124) (604,198) (556,290) (505,200)

Non-Current Loan Liability 13,109,912 12,581,668 12,018,672 11,418,622 10,779,060 10,097,367 9,370,748 8,596,220 7,770,603 6,893,897


Loan Repayment Schedule (compiled from amortisation schedules)


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

LAND AND BUILDINGS

Book Value of Land 32,519,602

Land Disposed (6,200,000) - (1,800,000) - - - - - - -

Total Land 26,319,602 26,319,602 24,519,602 24,519,602 24,519,602 24,519,602 24,519,602 24,519,602 24,519,602 24,519,602

Buildings

Book Value of Buildings 38,570,604

Buildings Acquired 8,706,000 12,640,000 936,000 677,000 688,000 700,000 762,000 1,124,000 4,724,000 4,674,000

Total Buildings 47,276,604 57,081,315 55,163,249 53,082,087 51,115,982 49,260,183 47,559,174 46,305,215 48,713,955 50,952,257

Depreciation (2,835,289) (2,854,066) (2,758,162) (2,654,104) (2,555,799) (2,463,009) (2,377,959) (2,315,261) (2,435,698) (2,547,613)

Book Value of Buildings 44,441,315 54,227,249 52,405,087 50,427,982 48,560,183 46,797,174 45,181,215 43,989,955 46,278,257 48,404,644

PLANT AND EQUIPMENT

Existing Plant 7,129,035

Plant & Equipment Acquisition 894,597 1,637,781 1,687,264 1,611,463 1,075,704 920,131 1,374,821 1,164,565 1,507,237 1,262,186

Plant & Equipment Disposal (361,145) (579,599) (826,594) (713,980) (422,871) (446,784) (552,925) (481,012) (536,656) (498,603)

Total Plant & Equipment 7,662,487 7,964,850 7,512,175 7,135,485 6,590,883 5,963,327 5,773,715 5,498,599 5,551,634 5,408,323

Depreciation (755,819) (1,313,345) (1,274,173) (1,197,435) (1,100,903) (1,011,508) (958,669) (917,546) (906,894) (896,892)

Book Value of Motor Vehicles, Plant & Equipment 6,906,668 6,651,505 6,238,002 5,938,050 5,489,980 4,951,819 4,815,046 4,581,053 4,644,740 4,511,431

FURNITURE AND EQUIPMENT

Existing Furniture & Equipment 879,887

Furniture and Equipment Acquired 125,800 49,800 50,800 51,800 68,800 55,800 55,800 55,800 55,800 55,800

Total Furniture & Equipment 1,005,687 892,924 813,520 747,102 707,722 662,524 623,130 589,646 561,184 536,991

Depreciation (162,563) (130,204) (118,218) (108,180) (100,998) (95,194) (89,285) (84,262) (79,993) (76,364)

Book Value of Furniture & Equipment 843,124 762,720 695,302 638,922 606,724 567,330 533,846 505,384 481,191 460,628

TOTAL PROPERTY PLANT AND EQUIPMENT

New Property Plant and Equipment 3,165,252 13,747,982 47,470 1,626,283 1,409,633 1,229,147 1,639,696 1,863,353 5,750,381 5,493,383

Total 82,264,380 92,258,691 88,008,547 85,484,276 82,934,190 80,405,636 78,475,621 76,913,062 79,346,375 81,417,173

Depreciation (3,753,671) (4,297,614) (4,150,554) (3,959,719) (3,757,701) (3,569,710) (3,425,912) (3,317,068) (3,422,584) (3,520,868)

Book Value of Total Property Plant and Equipment 78,510,709 87,961,077 83,857,993 81,524,557 79,176,489 76,835,925 75,049,709 73,595,994 75,923,790 77,896,305

INFRASTRUCTURE (ALL)

Existing Infrastructure 154,362,481

New Infrastructure Developed 7,611,854 3,889,888 4,060,888 4,214,988 4,284,388 4,496,088 4,862,888 4,571,288 4,527,288 4,610,788

Total Infrastructure 161,974,335 161,387,290 161,063,513 160,905,092 160,822,546 160,954,924 161,453,373 161,651,558 161,796,284 162,019,924

Depreciation (4,476,933) (4,384,665) (4,373,409) (4,366,934) (4,363,710) (4,364,439) (4,373,103) (4,382,563) (4,387,148) (4,392,150)

Book Value Infrastructure 157,497,402 157,002,625 156,690,104 156,538,158 156,458,836 156,590,485 157,080,270 157,268,996 157,409,136 157,627,774

Total Assets 236,008,111 244,963,702 240,548,097 238,062,715 235,635,325 233,426,411 232,129,979 230,864,989 233,332,926 235,524,079

Total Depreciation (8,230,604) (8,682,279) (8,523,963) (8,326,653) (8,121,410) (7,934,150) (7,799,015) (7,699,631) (7,809,732) (7,913,018)

Depreciation on New Assets (642,064) (979,181) (1,037,800) (1,109,102) (1,187,377) (1,246,730) (1,174,142) (1,037,115) (1,087,085)

Shire of Mundaring Long Term Financial Plan 2016-2025Fixed Assets and Depreciation


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

PLANT RESERVE

324,905 716,008 439,907 350,993 220,970 331,975 626,408 581,580 675,048 485,483

Transfer to Reserve 770,191 782,080 771,757 767,459 763,839 767,780 777,068 777,020 781,016 772,830

(379,088) (1,058,182) (860,670) (897,483) (652,833) (473,347) (821,896) (683,553) (970,581) (763,583)

716,008 439,907 350,993 220,970 331,975 626,408 581,580 675,048 485,483 494,730

CIVIC FACILITIES RESERVE

1,075,187 11,573,395 1,031,504 801,414 1,078,130 2,385,775 4,260,034 6,314,562 9,477,249 10,187,784

Transfer to Reserve 16,596,962 421,554 36,947 526,165 1,538,246 2,084,658 2,643,277 3,728,231 4,851,210 6,353,182

(6,098,755) (10,963,445) (267,036) (249,449) (230,601) (210,399) (588,749) (565,544) (4,140,675) (4,114,021)

11,573,395 1,031,504 801,414 1,078,130 2,385,775 4,260,034 6,314,562 9,477,249 10,187,784 12,426,945

CAPITAL INVESTMENT RESERVE

3,720,684 4,883,197 5,061,065 7,042,343 7,272,262 7,530,241 7,797,448 8,059,698 8,351,005 8,660,478

Transfer to Reserve 7,692,513 177,868 1,981,278 229,919 257,979 267,207 262,250 291,307 309,473 300,234

(6,530,000) - - - - - - - - -

4,883,197 5,061,065 7,042,343 7,272,262 7,530,241 7,797,448 8,059,698 8,351,005 8,660,478 8,960,712

CAPITAL INCOME RESERVE

2,075,091 2,445,473 2,908,418 3,431,909 4,079,954 4,760,688 5,465,619 6,185,443 6,945,007 7,738,377


(156,255) (112,130) (116,683) - - - - - - -

2,445,473 2,908,418 3,431,909 4,079,954 4,760,688 5,465,619 6,185,443 6,945,007 7,738,377 8,542,644

GRAVEL REHABILTATION RESERVE

102,179 45,642 100,305 156,897 215,020 161,648 220,383 280,796 229,945 177,466


(150,000) (36,000) (36,000) (36,000) (150,000) (36,000) (36,000) (150,000) (150,000) (150,000)

45,642 100,305 156,897 215,020 161,648 220,383 280,796 229,945 177,466 122,618

INFORMATION TECHNOLOGY RESERVE

807,707 874,686 938,246 1,003,552 1,068,016 1,137,603 1,209,671 1,282,055 1,360,093 1,442,196


(8,300) (8,300) (8,300) (8,300) (8,300) (8,300) (8,300) (8,300) (8,300) (8,300)

874,686 938,246 1,003,552 1,068,016 1,137,603 1,209,671 1,282,055 1,360,093 1,442,196 1,523,893

LSL RESERVE

180,587 456,707 547,574 641,419 736,592 836,954 940,885 1,046,762 1,158,827 1,276,004


(91,768) (85,768) (85,768) (85,768) (85,768) (85,768) (85,768) (85,768) (85,768) (85,768)

456,707 547,574 641,419 736,592 836,954 940,885 1,046,762 1,158,827 1,276,004 1,394,471

CHILD CARE RESERVE

2,016,277 2,066,344 1,536,429 1,886,280 2,242,682 2,582,059 2,968,501 3,363,159 3,779,535 4,214,417


(38,000) (900,000) - - - - - - - -

2,066,344 1,536,429 1,886,280 2,242,682 2,582,059 2,968,501 3,363,159 3,779,535 4,214,417 4,655,338

UNSPENT GRANTS RESERVE

450,000 - - - - - - - - -

Transfer to Reserve - - - - - - - - - -

(450,000) - - - - - - - - -

- - - - - - - - - -

TOTAL RESERVES

10,752,618 23,061,452 12,563,446 15,314,808 16,913,627 19,726,944 23,488,949 27,114,055 31,976,709 34,182,204

Transfer to Reserve 26,211,000 2,665,819 4,125,819 2,875,819 3,940,819 4,575,819 5,165,819 6,355,819 7,560,819 9,060,819

(13,902,166) (13,163,825) (1,374,457) (1,277,000) (1,127,502) (813,814) (1,540,713) (1,493,165) (5,355,324) (5,121,672)

23,061,452 12,563,446 15,314,808 16,913,627 19,726,944 23,488,949 27,114,055 31,976,709 34,182,204 38,121,351

Balance 30 June

Transfer From Reserve

Balance 30 June


Cash Reserves

Opening Balance

Opening Balance


Balance 30 June


Balance 30 June

Opening Balance

Opening Balance

Opening Balance


Balance 30 June

Opening Balance


Balance 30 June


Balance 30 June


Opening Balance


Balance 30 June

Balance 30 June

Opening Balance

Opening Balance


Total Reserves 30 June

Opening Balance



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

OPERATING SURPLUS RATIO

46,243,255 48,123,345 50,252,761 52,685,982 55,326,258 57,964,741 60,725,784 63,726,776 66,890,535 70,005,328

Less Operating Exp incl interest & depreciation (50,567,635) (52,592,530) (53,317,208) (53,627,203) (55,160,829) (56,889,983) (58,423,171) (59,714,894) (62,088,011) (63,812,090)

4,324,380- 4,469,185- 3,064,447- 941,221- 165,429 1,074,758 2,302,613 4,011,882 4,802,524 6,193,239

40,612,994 43,078,573 45,214,236 47,701,904 50,192,657 52,677,132 55,279,547 58,117,152 61,112,622 64,054,078

-10.65% -10.37% -6.78% -1.97% 0.33% 2.04% 4.17% 6.90% 7.86% 9.67%

CURRENT RATIO

28,414,497 17,489,011 19,179,432 21,054,129 23,967,234 27,709,999 31,603,736 37,159,667 39,755,574 43,998,966

Less Restricted Assets (23,061,452) (12,563,446) (15,314,808) (16,913,627) (19,726,944) (23,488,949) (27,114,055) (31,976,709) (34,182,204) (38,121,351)

= Net Current Assets 5,353,045 4,925,565 3,864,624 4,140,502 4,240,290 4,221,050 4,489,681 5,182,958 5,573,370 5,877,615

6,477,283 6,509,877 6,544,629 6,581,684 6,621,195 6,663,326 6,708,252 6,756,161 6,807,250 6,858,340

(456,707) (547,574) (641,419) (736,592) (836,954) (940,885) (1,046,762) (1,158,827) (1,276,004) (1,394,471)

6,020,576 5,962,303 5,903,210 5,845,092 5,784,240 5,722,441 5,661,491 5,597,333 5,531,246 5,463,869

Ratio Target > or = to 1:1 0.89 0.83 0.65 0.71 0.73 0.74 0.79 0.93 1.01 1.08

OWN SOURCSE REVENUE COVERAGE RATIO

40,612,994 43,078,573 45,214,236 47,701,904 50,192,657 52,677,132 55,279,547 58,117,152 61,112,622 64,054,078

Divided by Total Expenses 50,567,635 52,592,530 53,317,208 53,627,203 55,160,829 56,889,983 58,423,171 59,714,894 62,088,011 63,812,090

Ratio Target > or = to 60% 80.3% 81.9% 84.8% 89.0% 91.0% 92.6% 94.6% 97.3% 98.4% 100.4%

DEBT SERVICE COVERAGE RATIO

= Operating Revenue 46,243,255 48,123,345 50,252,761 52,685,982 55,326,258 57,964,741 60,725,784 63,726,776 66,890,535 70,005,328

Less Operating Expenses (50,567,635) (52,592,530) (53,317,208) (53,627,203) (55,160,829) (56,889,983) (58,423,171) (59,714,894) (62,088,011) (63,812,090)

Except Interest Expense and Depreciation 8,810,999 9,517,446 9,326,537 9,094,475 8,852,177 8,625,405 8,448,140 8,303,829 8,366,022 8,418,218

= OSBID 4,486,619 5,048,262 6,262,090 8,153,254 9,017,606 9,700,164 10,750,753 12,315,711 13,168,546 14,611,457

Divided by Principal and Interest 921,470 1,330,817 1,330,817 1,330,817 1,330,817 1,330,817 1,330,817 1,330,817 1,330,817 1,330,817

Ratio Target > or = 2 5 4 5 6 7 7 8 9 10 11

ASSET SUSTAINABILITY RATIO

6,962,511 12,389,169 5,308,652 5,385,451 4,932,592 4,972,719 5,842,709 5,288,853 5,572,025 5,360,474

Divided by Depreciation Expense 8,230,604 8,682,279 8,523,963 8,326,653 8,121,410 7,934,150 7,799,015 7,699,631 7,809,732 7,913,018

Ratio Target 95% to 105% 84.6% 142.7% 62.3% 64.7% 60.7% 62.7% 74.9% 68.7% 71.3% 67.7%

ASSET CONSUMPTION RATIO

236,008,111 244,963,702 240,548,097 238,062,715 235,635,325 233,426,411 232,129,979 230,864,989 233,332,926 235,524,079

Divided by Current Replacement Cost 404,000,000 385,140,467 377,426,333 369,833,282 362,607,288 355,247,892 346,945,652 338,855,857 327,004,417 315,314,559

Ratio Target 50% to 75% 58.4% 63.6% 63.7% 64.4% 65.0% 65.7% 66.9% 68.1% 71.4% 74.7%

ASSET RENEWAL FUNDING RATIO

(76,820,926) - - - - - - - -

Divided by NPV of Asset Mgment Plan Projections (77,153,817) - - - - - - - - -

Ratio Target 95% to 105% 99.6% N/a N/a N/a N/a N/a N/a N/a N/a N/a


Key Performance Indicators

Operating Revenue

Basic Ratio Target - (+ve) Between 0% and 15%

= Net Operating Surplus

Divided by Own Source Revenue

Net Present Value of Planned Renewal Expenditure

Deprec'd Replace't Cost Assets (Written Down Value)

Capital Renewal Expenditure

Operating Surplus before Interest & Depreciation

Current Assets

Total Own Source Revenue

= Net Current Liabilities

Advanced Ratio Target > 15%

Divided by Current Liabilities less

Current Liabilities ass'd with Restricted Assets


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

Rates - Annual Increases 6.0% 6.0% 6.0% 6.0% 6.0% 6.0% 6.0% 6.0% 6.0%

Rates - Growth in Rate Base 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5%

Operating Grants, Subsidies and Contributions 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%

Financial Assistance Grants 0.0% 0.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%

Non-Operating Grants, Subsidies and Contributions 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%

Fees and Charges 5.0% 5.0% 5.0% 4.0% 3.0% 3.0% 3.0% 3.0% 3.0%

Interest Earnings 3.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0%

Other Revenue 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%

Employee Costs 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% 3.5%

Materials and Contracts 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0%

Utility Charges 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0%

Interest Expense (based on forecast borrowings) 5.9% 5.9% 5.9% 5.9% 5.9% 5.9% 5.9% 5.9% 5.9%

Insurance Expense 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%

Other Expenditure 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%

OPERATING REVENUES


Variable Assumptions Underpinning the Plan

OPERATING EXPENSES


Attachment 2 - Graphs (ratios)


Attachment 3 – Sensitivity and Scenario Analysis Sensitivity analyses have been undertaken of the key assumptions most likely to impact the achievement of the LTFP’s financial targets. The key assumptions tested were:

income: rates revenue, financial assistance grant, rate variation revenue; and

expenditure: employment costs, other operating expenses.

This data informs the scenario modelling in the following attachment.

A. ADDITIONAL INCOME

An additional increase of 1.0% p.a. in rates would provide an additional $19.3 million in revenue over the life of the plan.

An extra 1.0% p.a. received in Operating Grants would provide an additional at $2.47 million over the life of the plan.

Extra income would be allocated to asset renewal and maintenance.

B. LESS INCOME

A reduction of 1.0% p.a. in rates income less than forecast would result in income being reduced by an estimated $15 million over the life of the plan.

1.0% less p.a. received in Operating Grants would result in a $2.35 million shortfall over the life of the plan.

Lower income would result in a reduction of services and/or less asset renewals and maintenance work.

C. LOWER COSTS

A 1% p.a. reduction in employee costs than what has been forecast provides an estimated $10.1 million in savings over the life of the plan.

If budget constraints on other operating costs e.g. Materials and Contracts were tightened by a further 1%, it would save an estimated $8.7 million over the life the plan.

D. HIGHER COSTS

A 1% p.a. increase in employee costs above what has been anticipated would require an estimated additional $10.6 million in funding over the life of the plan.

If other operating costs rose at 1% p.a. more than planned, this would amount to an estimated $9.2 million in extra costs over the life of the plan.


Attachment 4 – 10 Year Capital Works Program

Name Description 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25GLEN RD BRIDGE

(T) #4524

Erosion Protection in 14/15

and Upgrade guardrails to

MRWA standards

0 50,000 0 0 0 0 0 0 0 0

SCOTT ST BRIDGE

(T) #4512

Upgrade guard rail system,

raise ped guardrail, repaint

timber rails

154,000 0 0 0 0 0 0 0 0 0

SEXTON ST Pedestrian footbridge Keane

St to RRHT

0 0 0 0 52,000 53,000 0 0 0 0

STONEVILLE RD /

RILEY RD

Install pedestrian bridge in

Stoneville Rd.

0 0 0 0 0 0 0 0 0 150,000

WORKS YET TO BE

DETERMINED

To be determined from

Biannual inspections

0 0 52,000 52,000 0 0 54,000 55,000 55,000 0

Total 154,000 50,000 52,000 52,000 52,000 53,000 54,000 55,000 55,000 150,000

Bridges

Name Description 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25

PARKERVILLE OVAL Upgrade garden beds 3,000 0 0 0 0 0 0 0 0 0

ROUNDABOUTS Upgrade garden areas 12,000 8,000 0 21,000 0 3,000 0 3,000 0 0

SAWYERS VALLEY

TOWNSITE

Upgrade gardens and

trees

0 0 40,000 0 0 0 0 0 0 0

STONEVILLE

COMMUNITY CENTRE

Upgrade gardens 0 0 0 5,000 0 0 0 0 0 0

SWAN VIEW CLINIC Upgrade Gardens beds 5,000 0 0 0 0 0 0 0 0 0

THE HUB / HEALTH

CLINIC

Upgrade gardens 9,000 0 0 0 0 0 0 0 0 0

TO BE DETERMINED 0 0 24,000 72,000 74,000 112,000 78,000 80,000 124,000 124,000

WANDEARA CRESCENT Upgrade entry statement

areas

5,000 0 0 0 0 0 0 0 0 0

Total 104,000 106,000 108,000 110,000 112,000 115,000 120,000 124,000 124,000 124,000

Horticultural Works


Name Description 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/2589 HARDEY RD,

GLEN FORREST

Install 75m piped drainage

within easement from

Shepherd St

40,000 0 0 0 0 0 0 0 0 0

BUGLE TREE

CREEK

Improve detention within catchment337,000 0 0 0 0 0 0 0 0 0

FLOOD

MITIGATION

WORKS

Improve drainage systems

that failed during storms

0 550,000 580,000 600,000 600,000 600,000 600,000 600,000 500,000 500,000

GOORAY ST GLEN

FORREST

Kerb and drain north side of

road 150m

180,000 0 0 0 0 0 0 0 0 0

Total 557,000 550,000 580,000 600,000 600,000 600,000 600,000 600,000 500,000 500,000

Drainage


ADMIN CENTRE new and replacement

furniture and fittings

3,500 0 0 0 0 0 0 0 0 0

ART ACQUISITIONS new art 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000

BILGOMAN POOL new security camera 15,000 0 0 0 0 0 0 0 0 0

BILGOMAN POOL New staff lockers 0 5,000 0 0 0 0 0 0 0 0

LIBRARIES Furniture and fittings 6,500 6,500 6,500 2,000 2,000 2,500 2,500 2,500 2,500 2,500

SERVERS OR

AUTHORITY SYSTEM

Major IT upgrades 8,300 8,300 8,300 8,300 8,300 8,300 8,300 8,300 8,300 8,300

Total 41,300 27,800 22,800 18,300 18,300 18,800 18,800 18,800 18,800 18,800

Furniture and Computers



ALANDALE RD Concrete shared path Cara

Rd to Innamincka Rd

300m*2.0m

0 0 0 0 0 0 36,000 0 0 0

ALISON ST Concrete footpath William

Rd to Parakeet Cl

190m*1.5m

0 76,000 0 0 0 0 0 0 0 0

AMHERST RD Concrete shared path

Buckingham Rd to Brown

Park 240m*2.0m

0 0 0 56,000 0 0 0 0 0 0

ARUNDLE AVE Concrete shared path in

PAW from Arundle Ave to

Highway

0 0 22,000 0 0 0 0 0 0 0

ARUNDLE AVE Concrete shared path

Woolowra Rd to PAW

(east) 270m*2.0m

0 0 45,000 0 0 0 0 0 0 0

AYRES RD Concrete shared path

Richardson Rd to Hawke St

400m*2.0m

0 0 0 0 50,000 0 0 0 0 0

BENTLEY ST Concrete shared path

Stoneville Rd to Hawke St

800m*2.0m

0 0 0 0 0 104,000 0 0 0 0

BILGOMAN RD Brown asphalt shared path

William Rd to Ferguson Rd

270m*2.0m

0 0 0 0 0 0 33,000 0 0 0

BLADON Way Concrete shared path

Morrison Rd to Viveash Rd

480m*2.0m

0 0 0 0 0 0 58,000 0 0 0

BUNNING RD Concrete Shared Path

Cook St to William Rd

700m*2.0m

0 0 0 0 0 0 0 0 84,000 0

Footpaths



CARA RD Concrete shared path

Bullarra Rd to Woolowra Rd

430m*2.0m

0 0 0 108,000 0 0 0 0 0 0

CHIPPER ST Concrete footpath GEH to

Hartung St 160m*1.5m

0 0 0 0 0 0 0 0 0 19,000

CHRISTOWE RD Concrete shared path

Fairfax Rd to Talbot Rd

510m*2.0m

0 0 0 0 0 0 0 88,500 0 0

CHURCHILL DR Concrete footpath Talbot Rd

to Chartwell Wy 135m*2.0m

0 0 0 0 0 0 0 0 0 23,000

CLAYTON RD Concrete shared path

Leawood Cr to Approach

Rd 730m*2.0m

0 0 0 0 80,000 0 0 0 0 0

COOK ST MT

HELENA

Concrete shared path

Chidlow St to Packer St

420m*2.0m

0 0 0 0 52,000 0 0 0 0 0

COOLGARDIE ST Concrete shared path

Reddy Ave to the Bowling

Club 400m*2.0m

0 0 0 0 0 68,000 0 0 0 0

COOLGARDIE ST Replace asphalt path with

shared path School to

Reddy Ave 150m*2.0m

0 0 0 0 0 0 0 0 0 31,500

COPPIN RD Gravel path Great south of

Highway concrete path to

Mucciarone Lane

0 0 0 0 0 70,000 0 0 40,000 0

COULSTON RD Concrete shared path Scott

St to Marriott Rd

1200m*2.0m

0 0 99,000 102,000 68,000 0 0 0 0 0

Footpaths



DARLINGTON RD Brown asphalt footpath

Mayhew Rd to Great

Eastern Highway

750m*1.2m

0 0 0 0 0 0 127,500 0 0 0

DIBBLE ST Concrete shared path Ealy

St to Princess St

160m*2.0m

0 27,000 0 0 0 0 0 0 0 0

EAGLE ST Concrete shared path

Walker St to Heritage Trail

420m*2.0m

0 0 0 0 0 0 77,000 0 0 0

ELLESMERE RD Concrete shared path

Lucas Pl to Dalwood Rd

440m*2.0m

0 0 0 0 0 0 0 0 0 53,000

GILL ST

MUNDARING

Concrete Shared Path

Hartung St to Gill Ln

150m*2.0m

0 0 0 0 0 0 0 0 0 35,000

GLEN RD Replace bitumen path with

brown asphalt 250m*2.0m

Brook Rd to Amherst Ave

0 0 40,000 0 0 0 0 0 0 0

GLENLEA DR Concrete shared path

Glynden Rd to Scott St

240m*2.0m

40,000 0 0 0 0 0 0 0 0 0

GLENWOOD AVE Concrete shared path

Orana Way to existing

80m*2.0m

0 0 0 0 0 0 0 0 0 13,000

GLYNDEN WAY Construct shared path

Davis Rd to Glenlea Dr

650m*2.2m staged

13,500 0 0 0 0 0 0 0 0 0

GOORAY ST Brown asphalt path Thomas

Rd to Bonowa Dr 40m*2.0m

0 0 0 0 0 0 0 0 0 10,000

Footpaths



GOSTELOW RD Brown asphalt path Tuffin

Rd to Bilgoman Rd

140m*2.0m

0 0 0 0 0 0 18,000 0 0 0

GREAT

EASTERN

HIGHWAY

Concrete shared path

Craven Rd east to bus

shelter 80m*2.0m

0 0 0 0 0 0 0 0 0 12,000

GREAT

EASTERN

HIGHWAY

Replace broken concrete

path between Scott St and

Darlington Rd

0 190,000 0 0 0 0 0 0 0 0

GREAT

EASTERN

HIGHWAY

Replace broken concrete

shared path north side

Stoneville Rd to Chipper St

200m*2.0m

0 45,000 0 0 0 0 0 0 0 0

GREYSTONE

TERRACE

Concrete footpath

connection to NLV

50m*2.0m

5,000 0 0 0 0 0 0 0 0 0

HARDEY RD Concrete footpath (East

side) Glen Forrest Dr to

Moray Rd 370m*1.5m

0 0 0 0 0 50,000 0 0 0 0

HARDEY RD Concrete footpath (West

side) #4 to Railway Pde

550m*1.5m

0 95,000 0 0 0 0 0 0 0 0

HAWKE ST Concrete shared path

Bentley St to Ayres Rd

120m*2.0m

0 0 0 0 0 15,000 0 0 0 0

HILLSDEN RD or

DALRY RD

Brown asphalt footpath

Darlington Rd to Lionel Rd

850m 1.2

0 0 0 0 0 0 0 0 197,000 0

HOMESTEAD RD Concrete shared path

Strettle Rd to Gt Eastern

Highway 700m*2.0m

0 0 0 0 0 0 0 122,000 0 0

Footpaths



JAMES ST Concrete shared path PAW

to Tunnel Rd 240m*2.0m

0 0 0 60,000 0 0 0 0 0 0

KATHARINE PL Concrete shared path PAW

to Glen Way 70m*2.0m

0 0 0 0 0 0 0 0 0 12,000

KILBURN ROAD Concrete shared path

Roland Rd to Granite Rd

1020m*2.2m south side

(staged)

0 0 177,000 0 0 0 0 0 0 0

KINGSFIELD AVE Concrete footpath Talbot Rd

to PAW #18 195m*2.0m

40,000 0 0 0 0 0 0 0 0 0

KINGSWOOD ST Concrete shared path

Packer St to existing before

Chidlow St 220m*2.0m

0 0 44,000 0 0 0 0 0 0 0

LUKIN AVE Brown asphalt path Hubert

St to Allpike Rd 430m*1.5m

0 0 0 0 0 80,000 0 0 0 0

MARKHAM WAY Concrete shared path full

length 910m*2.0m

0 0 0 0 77,000 77,000 0 0 0 0

OWEN RD

DARLINGTON

Construct brown asphalt

shared path Owen Rd D'ton

from Pine Tce to south of hall

0 0 0 0 0 0 0 0 12,000 0

OWEN ROAD

PARKERVILLE

Brown asphalt path pub to

heritage trail 150m*2m

0 0 0 0 0 0 0 0 0 32,000

PARKER RD Footpath Seaborne St to

School 600m*1.5m (staged)

0 0 0 0 0 0 50,000 0 0 0

Footpaths



PAW Brown asphalt path Casino

Rd to Thomas Rd

110m*2.0m

0 0 0 0 0 0 0 0 15,000 0

PAW Brown asphalt path Holpin

Pl to Gooray St 100m*2.0m

0 0 0 0 0 0 0 0 0 18,000

PAW Concrete shared path Glen

Rd to Glebe Rd 150m*2.0m

0 0 0 0 0 18,000 0 0 0 0

PHILLIPS RD

MUNDARING

Concrete Shared Path

Coolgardie St to Martin Rd

190m*2.0m

0 0 0 0 0 0 0 0 0 34,000

PRINCESS RD Concrete shared path Cook

St to Dibble St 600m*2.0m

0 0 0 0 0 0 68,000 0 0 0

R.O.W. Concrete shared path

Byfield Rd to Hotel

70m*2.0m

0 0 0 0 0 0 0 0 0 12,000

RESERVOIR RD Brown asphalt path north

end of road to Rosedale Rd

120*2.0m

0 0 0 0 0 0 0 0 0 16,000

RIDGE HILL RD Concrete shared path

Helena Valley Rd to

Maguire Rd 200m*2.0m

0 0 0 0 0 0 0 0 0 26,000

RILEY ROAD Brown asphalt shared path

Brooking Rd to Windoo Rd

20m*2.0m subject to

Brooking Rd upgrade

0 0 0 0 0 0 0 0 0 26,000

ROLAND ROAD Concrete shared path

Kilburn Road to Swan

Christian School boundary

550m*2.3m

168,000 0 0 0 0 0 0 0 0 0

Footpaths



ROSEDALE RD Brown asphalt shared path

on existing gravel base

Northcote St to Lake

Leschenaultia 800m*2.0m

0 0 0 0 0 0 0 0 0 136,000

SALISBURY RD Concrete shared path

Welbourn Rd to Swan Rd

250m*2.0m

40,000 0 0 0 0 0 0 0 0 0

SCOTT ST Concrete path Clayton St to

new Hub entry steps

0 20,000 0 0 0 0 0 0 0 0

SCOTT ST Concrete shared path Gt

Eastern Highway to

Coongan Ave 300m*2.0m

0 0 0 71,500 0 0 0 0 0 0

SEABORNE ST Concrete shared path

Glendower St to Parkerville

oval 600m*2.0m (staged)

0 0 0 0 0 0 0 171,000 0 0

SEABORNE ST Concrete shared path

Parkerville oval to Gt

Eastern Highway

800m*2.0m

0 0 0 0 0 0 0 100,000 0 0

SEALY RD Brown asphalt path Tillbrook

St to Smith St 200m*2.0m

0 0 0 0 30,000 0 0 0 0 0

SMITH ST Brown asphalt path Sealy

Rd to Primary School

420m*2.0m

0 0 0 107,000 0 0 0 0 0 0

SPRINGSIDE CR Brown asphalt path PAW to

PAW 120m*2.0m

0 0 0 0 0 0 0 0 17,000 0

SUNSET HILL RD Concrete shared path

Wandu Rd to Throssell Rd

160m*2.0m

0 0 0 0 0 0 0 0 18,000 0

Footpaths



THOMAS RD

GLEN FORREST

Gravel coloured concrte

shared path Hardey Rd to

Bailey Rd 1200m*2.0m

(staged)

106,000 0 105,000 0 0 0 0 0 0 0

THROSSELL RD Concrete shared path

Sunset Hill Rd to Wallis Crt

330m*2.0m

0 0 0 0 0 0 0 0 60,000 0

TILLBROOK ST Brown asphalt path

Burkinshaw Rd to Sealy Rd

500m*2.0m (staged)

0 0 0 0 84,000 0 0 0 0 0

TO BE

DETERMINED

Resolve additional fund sof

$200,000 provided

0 0 0 0 200,000 200,000 200,000 200,000 200,000 200,000

VIVEASH RD Concrete shared path

Tunnel Rd to National Park

Rd 300m*2.0m

0 51,000 0 0 0 0 0 0 0 0

WANDEARA

CRESCENT

Concrete path Great

Eastern Hwy to Halifax

Place 2m*300m

0 0 0 0 0 0 0 0 54,000 0

WANDU RD Concrete shared path Swan

View Rd to Sunset Hill Rd

560m*2.0m

0 0 0 124,000 0 0 0 0 0 0

WILLCOX ST Gravel colured concrete

shared path Lilydale Rd to

Old Northam Rd 180m*2.0m

30,000 0 0 0 0 0 0 0 0 0

WILLCOX ST Gravel colured concrete

path Old Northam Rd to

Hensman Rd (unmade)

200m*2.0m

0 0 34,000 0 0 0 0 0 0 0

Total 442,500 504,000 566,000 628,500 641,000 682,000 667,500 681,500 697,000 708,500

Footpaths



BLACKBOY HILL paving/rock

work/stones/trees

0 0 18,000 0 0 0 0 0 0 0

CHIDLOW CHILDCARE

CENTRE

Upgrade gardens 5,000 0 0 0 0 0 0 0 0 0

DARLINGTON OVAL Infill trees and replace

dying trees

10,000 0 0 0 0 0 0 0 0 0

ELSIE AUSTIN OVAL

SURROUNDS

Upgrade 0 0 0 12,000 0 0 0 0 0 0

GLEN FORREST

HEALTH CLINIC

Upgrade garden areas 0 5,000 0 0 0 0 0 0 0 0

GREAT EASTERN

HIGHWAY

replace trees in median

between Stoneville Rd

and Helena Tce

0 0 0 0 38,000 0 0 0 0 0

HELENA VALLEY

ESTATE

Upgrade Helena Valley

Road verges

35,000 0 0 0 0 0 0 0 0 0

MOIR PARK Provide screen planting

alongside noise wall

20,000 0 0 0 0 0 0 0 0 0

MORRISON ROAD Upgrade gardens areas 0 0 26,000 0 0 0 0 0 0 0

MUNDARING

ADMINSTRATION

CENTRE

Staged replanting

around building

0 40,000 0 0 0 0 0 0 0 0

MUNDARING CEMETERY Garden upgrades 0 23,000 0 0 0 0 0 5,000 0 0

MUNDARING

SCULPTURE PARK

Repair Amphitheatre

lawn area and gardens

0 0 0 0 0 0 42,000 0 0 0

MUNDARING TOWN

CENTRE

Install small gardens in

median as entry to

Mundaring Town Centre

0 30,000 0 0 0 0 0 0 0 0

MUNDARING TOWN

CENTRE

Upgrade gardens at war

memorial, tourism

building, arts centre

0 0 0 0 0 0 0 36,000 0 0

Horticultural Works


Major Buildings


BOYA OVAL FACILITIES

New western suburbs library and hall space, including oval works

1,700,000 7,200,000 0 0 0 0 0 0 0 0

BROWN PARK COMMUNITY CENTRE

Replace hall flooring, accessible toilet upgrade

200,000 0 0 0 0 0 0 0 0 0

GLEN FORREST OVAL

Replace toilet block 0 0 150,000 0 0 0 0 0 0 0

LAKE LESCHENAULTIA

New caretakers facility

0 280,000 0 0 0 0 0 0 0 0

MT HELENA OVAL CHANGEROOMS

Extension with club room

1,110,555 0 0 0 0 0 0 0 0 0

MUNDARING LIBRARY

Build new library 0 0 0 0 0 0 0 400,000 4,000,000 4,000,000

MUNDARING RECREATION CENTRE

New four court indoor stadium

6,250,000 4,500,000 0 0 0 0 0 0 0 0

SAWYERS VALLEY OVAL

Replace toilet block 0 0 170,000 0 0 0 0 0 0 0

Total 9,260,555 11,980,000 320,000 0 0 0 0 400,000 4,000,000 4,000,000



ADMINISTRATION

CENTRE

Improve safety at front

counter

18,000 0 0 0 0 0 0 0 0 0

BILGOMAN POOL Modernise and refit

changerooms

0 0 50,000 0 0 250,000 0 0 0 0

BROWN PARK Upgrade changerooms 0 0 30,000 0 0 0 0 0 0 0

BROZ PARK New toilet block facility

subject to recreational

needs surv

0 0 0 177,000 0 0 0 0 0 0

BRUCE

DOUGLAS

PAVILION

Replace 3 southern side

windows

5,500 0 0 0 0 0 0 0 0 0

DARLINGTON

HALL

Covered walkway

extension

0 0 0 50,000 0 0 0 0 0 0

DISABILITY

ACCESS WORKS

Works to achieve the

Disability Access

Programme

200,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000

FUTURE WORKS To be determined 0 0 0 0 168,000 0 262,000 274,000 274,000 224,000

GLEN FORREST

HALL

Upgrade floor 0 0 50,000 0 0 0 0 0 0 0

GLEN FORREST

SPORTS CLUB

Upgrade to mens toilets 15,000 0 0 0 0 0 0 0 0 0

GREENMOUNT

HALL/LIBRARY

Demolition of

hall/libraryand level area

0 31,000 0 0 0 0 0 0 0 0

HARRY

RISEBOROUGH

OVAL

Additional Changeroom

Space (seeking

contributions of

$140,000)

0 300,000 0 0 0 0 0 0 0 0

LAKE

LESCHENAULTIA

Various café building

improvements

0 0 50,000 0 0 0 0 0 0 0

MUNDARING HALL Install air conditioning 0 0 36,000 0 0 0 0 0 0 0

OPERATIONS

CENTRE

Construct a truck bay

shelter

0 0 0 0 70,000 0 0 0 0 0

PARKERVILLE

OVAL

Upgrade changerooms 0 14,000 0 0 0 0 0 0 0 0

Total 238,500 645,000 516,000 527,000 538,000 550,000 562,000 574,000 574,000 524,000

Minor Building



01 MDG Replace Community Safety

Vehicle

37,465 0 0 0 0 0 0 0 0 0

037 MDG Replace 8T tip truck 147,186 0 0 0 0 0 0 0 0 0

038 MDG Replace dual cab 3T truck 65,980 0 0 0 0 0 0 0 0 0

059 MDG Replace Coordinator Parks

Services vehicle

28,417 0 0 0 0 0 0 0 0 0

061 MDG Replace Construction Supervisor

vehicle

39,547 0 0 0 0 0 0 0 0 0

062 MDG Replace Works Supervisor vehicle 37,465 0 0 0 0 0 0 0 0 0

064 MDG Replace Supervisor Maintenance

vehicle

34,864 0 0 0 0 0 0 0 0 0

068 MDG Replace Lake dual cab utilty 28,417 0 0 0 0 0 0 0 0 0

803 MDG Replace Director Statutory

Services vehicle

38,506 0 0 0 0 0 0 0 0 0

804 MDG Replace Director Corporate

Services vehicle

44,231 0 0 0 0 0 0 0 0 0

811 MDG Replace Manager Design

Services vehicle

32,477 0 0 0 0 0 0 0 0 0

812 MDG Replace Manger Planning

Services vehicle

32,477 0 0 0 0 0 0 0 0 0

818 MDG Replace Manager Health and

CommunitySafety

32,477 0 0 0 0 0 0 0 0 0

820 MDG Replace Senior Building Surveyr

vehicle

28,417 0 0 0 0 0 0 0 0 0

821 MDG Replace Coordinator Infrastructure

Development vehicle

28,417 0 0 0 0 0 0 0 0 0

862 MDG Replace tandem trailer (rid eon

mower)

10,151 0 0 0 0 0 0 0 0 0

Plant and Equipment



BILGOMAN POOL Artificial turf 0 0 21,000 0 0 0 0 0 0 0

BILGOMAN POOL Install water play area 0 0 0 0 0 0 400,000 0 0 0

BILGOMAN POOL New shade structures 30,000 0 0 0 0 0 0 0 0 0

BILGOMAN POOL Replace grandstand 0 0 0 0 0 0 150,000 0 0 0

BILGOMAN POOL Replace real mower 0 10,000 0 0 0 0 0 0 0 0

BOYA OVAL Oval redevelopment

including bore and tank

upgrade

560,000 0 0 0 0 0 0 0 0 0

BROWN PARK Install accessible water

fountains, seat with

shelter and BBQ

0 0 0 45,000 0 0 0 0 0 0

CEMETERY WORKS Staged upgrading of

cemetery sites

10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

CHIDLOW OVAL Relocate cricket practise

wickets

0 0 0 42,000 0 0 0 0 0 0

DARLINGTON OVAL Install wooden seats on

northern sid eof oval

0 0 0 10,000 0 0 0 0 0 0

DARLINGTON OVAL Replace perimeter

bollards

0 0 0 0 0 7,500 0 0 0 0

ENSIGN DRIVE POS Recontour for better

utilisation

49,500 0 0 0 0 0 0 0 0 0

GLEN FORREST OVAL Replace playground

equipment, grass, paths,

carpark edge

0 0 0 70,000 0 0 0 0 0 0

HARRY RISEBOROUGH

OVAL

Upgrade Mundaring

tennis court lighting

0 0 0 0 250,000 0 0 0 0 0

HARRY RISEBOROUGH

OVAL

Upgrade power cabinet 70,000 0 0 0 0 0 0 0 0 0

HARRY RISEBOROUGH

OVAL

Upgrade reticulation 25,000 0 0 0 0 0 0 0 0 0

HERITAGE TRAILS Staged upgrading of

Heritage trails

10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

Reserves



LAKE LESCHENAULTIA Install shade structure

over playground

0 0 30,000 0 0 0 0 0 0 0

LION PARK Upgrade playground 0 42,000 0 0 0 0 0 0 0 0

MORGAN JOHN

MORGAN RESERVE

Additional play

equipment

65,000 0 0 0 0 0 0 0 0 0

MORGAN JOHN

MORGAN RESERVE

Construct a skate park 0 0 69,000 0 0 0 0 0 0 0

MORGAN JOHN

MORGAN RESERVE

Two new jarrah tables 0 5,000 0 0 0 0 0 0 0 0

MT HELENA AQUATIC

CENTRE

Auto pool cleaner,

chlorine tank, filtration

pump replace

0 0 0 6,500 0 0 0 0 6,500 0

MT HELENA AQUATIC

CENTRE

Install bird netting above

pool

0 0 0 54,000 0 0 0 0 0 0

MT HELENA AQUATIC

CENTRE

Pool painting 0 0 0 5,000 0 0 0 0 5,000 0

MT HELENA

BASKETBALL

(GRAHAME ST)

Install a basketball

assembly

0 0 0 3,000 0 0 0 0 0 0

MT HELENA SKATE

PARK

Install new and upgrade

existing skate facilities

0 0 69,000 0 0 0 0 0 0 0

MUNDARING

HARDCOURTS

Upgrade sport fixtures 0 5,000 0 0 1,500 0 5,000 10,000 0 0

MUNDARING OVAL New little atrhletics

judges stand

6,000 0 0 0 0 0 0 0 0 0

MUNDARING OVAL Upgrade flood lighting to

match std

0 0 0 0 0 390,000 0 0 0 0

NOBLEWOOD ESTATE play equipment upgrade 0 0 25,000 0 0 0 0 0 0 0

NOBLEWOOD ESTATE Upgrade reticualtion and

portion of carpark

0 0 18,000 0 0 0 0 0 0 0

PARK FURNITURE Modernisation and

replace park furniture

and play equipment

0 0 0 29,500 9,500 17,000 126,000 286,000 284,500 296,000

Reserves



PARKERVILLE OVAL Upgrade playground 0 0 36,000 0 0 0 0 0 0 0

SAWYERS VALLEY OVAL BBQ, park furntiure, bins,

fence to pub side

0 53,000 0 0 0 0 0 0 0 0

SAWYERS VALLEY OVAL Drainage works and

associated wall work

0 41,000 0 0 0 0 0 0 0 0

SAWYERS VALLEY OVAL Replace play equipment 0 30,000 0 0 0 0 0 0 0 0

SAWYERS VALLEY OVAL Upgrade reticulation 0 50,000 0 0 0 0 0 0 0 0

SCULPTURE PARK Implement Masterplan

works

300,000 0 0 0 0 0 0 0 0

TENNIS COURTS Surface replacement and

infrastructure upgrade

program

5,500 25,000 30,000 16,000 30,000 16,500 30,000 30,000 30,000 30,000

WASTE TRANSFER

STATIONS

Staged upgrading of

Waste Transfer Stations

20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000

WICKETS Synthetic turf wicket

replacement program

12,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000

Total 1,163,000 307,000 344,000 327,000 337,000 477,000 757,000 372,000 372,000 372,000

Reserves


FLEET AND PLANT Future purchases 0 1,627,630 1,677,264 1,601,463 1,065,704 910,131 1,364,821 1,154,565 1,497,237 1,252,186

MINOR ASSET

PURCHASES

Replacement of chainsaws,

blowers, compactors, etc

10,100 10,151 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

NEW CHILDREN

SERVICES VEHICLE

For expanding services paid by

fee for service

38,000 0 0 0 0 0 0 0 0 0

PLANT VBFB vehicle acquisitions 180,000 0 0 0 0 0 0 0 0 0

Total 894,594 1,637,781 1,687,264 1,611,463 1,075,704 920,131 1,374,821 1,164,565 1,507,237 1,262,186

Plant and Equipment



BAILUP RD Reconstruct from Wade

St to Bridge 1630m

staged.

0 664,858 0 0 0 0 0 0 0 507,324

BEACON RD Upgrade to 6m seal 8m

formation Molloy Tr to

Brooking Rd 1400m

0 0 0 0 0 0 0 1,200,858 0 0

BROOKING RD New road Owen Rd to

Richardson Rd (incl

bridge)

0 1,225,000 0 0 0 0 0 0 0 0

CRAIG STREET,

MUNDARING

Redesign and upgrade 200,000 0 0 0 0 0 450,000 0 0 0

ELLIOTT RD Reconstruct drain, prime

and asphalt selected

sections.

0 0 0 1,110,858 0 739,358 0 0 0 0

GLEN ROAD Reconstruct Darlington

Rd to Leithdale Rd

0 0 480,858 0 0 0 0 0 0 0

GRANCEY AVE Reconstruct, kerb, drain

and asphalt ( PART

FUNDS )_

0 0 0 0 0 410,000 0 0 0 0

MARLBORO ROAD Reconstruct Buckingham

to Gladstone (430m *

7.4m)

0 0 0 0 0 0 0 0 520,000 0

MUNDARING CIVIC

PRECINCT 'ROW"

Retain, widen and seal

laneway Craig St, Fenton

, Jacoby St, Mundaring

Weir Rd.

0 0 190,000 0 0 0 0 0 0 0

NICHOL STREET,

MUNDARING

Redesign and upgrade 200,000 0 0 0 0 0 719,858 0 0 0

PINE TCE Reconstruct and brown

asphalt East end of Oval

to View Tce - staged

471,000 0 420,000 0 0 0 0 0 0 0

Road Reconstruction



RAILWAY TCE

SAWYERS VALLEY

Sexton Street to Highway

(staged - part funded

from Roads to Recovery

Supplementary fund)

715,717 0 0 0 409,858 0 0 0 0 0

STONEVILLE RD Upgrade between

Richardson Rd and

Traylen Rd 550m*7.4m (

R2R )

0 0 0 0 0 0 0 0 711,858 724,534

THOMAS ST CHIDLOW Rehabilitate, drain and

kerb Elliott Rd to Old

Northam Rd 1110m*7.4m

0 0 0 0 720,000 0 0 0 0 0

Total 1,586,717 1,889,858 1,090,858 1,110,858 1,129,858 1,149,358 1,169,858 1,200,858 1,231,858 1,231,858

Road Reconstruction


CLAYTON ROAD

(MRRG)

Reseal Scott Street to

Victor Road

604,984 0 0 0 0 0 0 0 0 0

CRACK SEALING AND

ROAD REPAIRS

Preventative

Maintenance

55,000 56,000 58,000 60,282 62,090 63,953 65,872 67,850 67,850 67,850

PAVEMENT

PREPARATION

Prepare roads for

resurafcing

100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

RESURFACING AND

PREPARATION

Preventative

Maintenance

393,167 620,000 640,000 675,302 679,819 703,222 728,098 752,950 752,950 752,950

SHOULDER

IMPROVEMENTS

Preventative

Maintenance

55,000 56,000 58,000 60,516 81,091 83,525 86,030 88,600 88,600 88,600

STONEVILLE ROAD

(MRRG)

Reseal Riley Street to

Grenville Road

15,516 0 0 0 0 0 0 0 0 0

Total 1,223,667 832,000 856,000 896,100 923,000 950,700 980,000 1,009,400 1,009,400 1,009,400

Road Rehabilitation



ALLEN ROAD seal gravel road 0 0 0 0 0 0 264,000 0 0 0

BALLOT ROAD seal gravel road 0 113,000 0 0 0 0 0 0 0 0

BAMBROOK

STREET

seal gravel road 220,000 0 0 0 0 0 0 0 0 0

CLEAVER

STREET

seal gravel road 0 113,000 0 0 0 0 0 0 0 0

GRAVEL SEAL

PROGRAM

as priorties are

determined

0 0 0 0 0 0 0 0 280,000 280,000

JASON STREET seal gravel road 0 0 0 0 0 0 0 272,000 0 0

McCALLUM ROAD seal gravel road 0 0 0 240,000 0 0 0 0 0 0

TARRUP STREET Seal gravel road 0 0 0 0 0 256,000 0 0 0 0

THOMAS ROAD Seal gravel road 0 0 0 0 248,000 0 0 0 0 0

TOMLINSON

ROAD

seal gravel road 0 0 232,000 0 0 0 0 0 0 0

Total 220,000 226,000 232,000 240,000 248,000 256,000 264,000 272,000 280,000 280,000

Seal Gravel Seal


BUS SEATS Install new bus

seats

3,000 3,000 3,000 3,000 3,500 3,500 3,500 3,500 3,500 0

BUS

SHELTERS

Install new bus

shelters

30,000 31,000 32,000 33,000 33,500 34,500 39,000 40,000 40,000 43,500

Total 33,000 34,000 35,000 36,000 37,000 38,000 42,500 43,500 43,500 43,500

Street Furniture



BILGOMAN ROAD Contribution towards

bus embayments

40,000 0 0 0 0 0 0 0 0 0

BILGOMAN ROAD Roundabout at

intersection of

Marnie Road (seek

funding)

0 300,000 0 0 0 0 0 0 0 0

ENTRY

STATEMENTS

Upgrade entry

statement in Midvale

0 0 0 25,000 0 0 0 0 0 0

FIRE ACCESS

WORKS

Improve fire access

routes

60,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

HERITAGE TRAIL

CARPARKS

SWANVIEW

Construct and seal

Trail Head Carparks

in Swan View

0 0 100,000 0 0 0 0 0 0 0

ROLAND ROAD

BLACKSPOT

Byfield Road to

Cameron Road

422,440 0 0 0 0 0 0 0 0 0

SCOTT STREET Boya Oval widen

enrty off Scott Street

60,000 0 0 0 0 0 0 0 0 0

SNOWDEN RD Construct asphalt cul-

de-sac

0 0 0 25,000 0 0 0 0 0 0

THOMAS ROAD

BLACKSPOT

Hardy Road to

Charles Road

309,500 0 0 0 0 0 0 0 0 0

TIMARU ROAD Improve turnaround

facility

40,000 0 0 0 0 0 0 0 0 0

WORKS TO BE

DETERMINED

Various traffic

enhancements and

safety works

0 0 0 50,000 100,000 100,000 100,000 100,000 100,000 100,000

Total 931,940 400,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000

Traffic Management


SC178 JUNE 2015

6.3 Adoption of Annual Budget 2015/16

File Code FI.BUD

Author Stan Kocian, Manager Finance & Governance

Senior Officer Paul O’Connor, Director Corporate Services


SUMMARY: Council is requested to adopt the Municipal Fund Budget for the 2015/16 financial year (ie. Statutory Budget), together with supporting schedules, municipal fund rates strike, fees and charges, reserve funds, elected member’s fees and other consequential matters arising from the budget papers. Prior to adoption of the Annual Budget, Council will have considered and adopted the Shire’s Corporate Business Plan for the next four financial years and endorsed the Long Term Financial Plan 2016 - 2025. The Annual Budget discloses the financial implications of the first year of the Corporate Business Plan and Long Term Financial Plan. It is recommended that Council, by an absolute majority, adopts the Annual Budget for the Shire of Mundaring for the year ending 30 June 2016. BACKGROUND: The budget document is in the Statutory Budget format with all relevant disclosures to discharge financial accountability to the community. The Statutory Budget incorporates all the activities and projects detailed in year 1 of the Corporate Business Plan. The budget has been prepared to include information required by the Local Government Act 1995, Local Government (Financial Management) Regulations 1996 and Australian Accounting Standards.

STATUTORY / LEGAL IMPLICATIONS: Section 6.2 of the Local Government Act 1995 requires that not later than 31 August in each financial year, or such extended time as the Minister allows, each local government is to prepare and adopt (by absolute majority) in the form and manner prescribed, a budget for its municipal fund for the financial year ending on the next following 30 June. Divisions 5 and 6 of the Local Government Act 1995 refer to the setting of budgets and raising of rates and charges. The Local Government (Financial Management) Regulations 1996 details the form and content of the budget. The 2015/16 budget as presented meets statutory requirements.


SC179 JUNE 2015

POLICY IMPLICATIONS: Nil RISK IMPLICATIONS: When setting the Annual Budget, the Shire is exposed to financial risk over the long term if insufficient regard is given to both revenue and expenditure implications beyond the budget period. A rigorous review of the Long Term Financial Plan 2016 – 2025 during the budget process has helped to mitigate the long term risks. The budget has been based on the assumption that the sale of Morrison/ Farrell Road proceeds, and a required loan amount of $9.6 million. Should this sale not proceed, or should tenders for major capital projects be significantly higher than the budget estimate, Council will need to consider certain measures to address the resulting budget shortfall. These measures would include; an increased amount of borrowings, increased rate rises, a review of the capital works program and discontinuing the provision of some services. FINANCIAL IMPLICATIONS: As outlined under “Comment” section of this report. STRATEGIC IMPLICATIONS: The 2015/16 budget has been developed based on existing strategic planning documents adopted by Council. Strategic Theme 4: Respected Civic Leadership – Strong civic leadership and governance. SUSTAINABILITY IMPLICATIONS: The budget aims to achieve a balance between required services and infrastructure improvement projects for the community. It demonstrates the allocation of scarce resources in an efficient and effective manner to provide the outcomes expected by the community and considerations of the Corporate Business Plan and Long Term Financial Plan as adopted by Council at this meeting.

Economic Implications – the budget is based on sound financial management and accountability principles and is considered to deliver a sustainable economic outcome for Council and the community. It provides for responsible and effective management of finance and assets as well as a mechanism for financial reporting to Council and the community.

Social Implications – the budget:

delivers social outcomes identified in the Corporate Business Plan, which has been adopted by Council at this meeting.

is the mechanism that meets the needs of the community from both infrastructure and service provision.


SC180 JUNE 2015

provides long term financial planning for future needs of the community.

Environmental Implications – the budget supports key environmental strategies and initiatives as identified in the Corporate Business Plan, which has been adopted by Council at this meeting.

EXTERNAL CONSULTATION: Nil COMMENT

The 2015/16 Annual Budget continues to deliver on various strategies adopted by Council. It maintains a minimum level of service across all programs. It ensures a focus on road and associated infrastructure as well as on renewing infrastructure assets at sustainable levels.

The budget has been prepared on the basis that the Shire has retained focus on its long term vision for strengthened financial sustainability, which enables community infrastructure to be maintained and developed to meet community needs over multiple generations of ratepayers and residents. The budget has be impacted by a number of increases in State Government charges that the Shire is obliged to pass onto the ratepayers of the Shire, namely:

Street lighting charges will increase by 7.5% in 2015/16;

As from 1 January 2015 the Levy for Landfill waste increased by 96% for putrescible waste and 400% for inert waste; and

As from 1 July 2015 the State Government Loan Guarantee fee will increase from 10 basis points to 70 basis points for all existing and future loans with the Western Australian Treasury Corporation (WATC). This measure effectively increases the interest rate on all WATC loans by 0.6%.

Comments on the recommendations to be adopted by Council to facilitate adoption of the Annual Budget are as follows:

Municipal Fund Budget 2015/16

The Municipal Fund Budget for the Shire of Mundaring for the 2015/16 financial year includes the following:

Statement of Comprehensive Income by Nature and Type on page 6, showing total comprehensive income of $2,329,158.

Statement of Comprehensive Income by Program on pages 7 and 8, showing total comprehensive income of $2,329,158.

Statement of Cash Flows on page 9.

Rate Setting Statement on page 10, showing an amount required to be raised from rates of $25,009,786.

Notes to and Forming Part of the Budget on pages 11 to 40.


SC181 JUNE 2015

Supplementary information forming part of the budget (Budgets by Directorate) on pages 41 to 44.

The 2015/16 Annual Budget (ATTACHMENT 3) is the Municipal Fund Budget prepared as required by Section 6.2 of the Local Government Act 1995 in the form and manner prescribed.

Borrowings The budget has been developed in accordance with the Long Term Financial Plan. The Shire has budgeted for a loan of $9.6 million to be drawn down during 2015/16. These funds will be utilised to fund major building and reserve capital projects over the next three years.

Material Variances

In accordance with regulation 34(5) of the Local Government (Financial Management) Regulations 1996, and AASB 1031 Materiality, Council has previously (9 June 2015) (C5.06.15) adopted the values to be used in the statements of financial activity, for reporting material variances of:

(+) or (-) $50,000 or 10%, whichever is the greater for Revenue; and

(+) or (-) $100,000 or 10%, whichever is the greater for Expenses

for each Directorate being reported for the 2015/16 financial year.

Elected Member’s Fees and Allowances

Pursuant to sections 5.98, 5.98A, 5.99 and 5.99A of the Local Government Act 1995, Council are required to adopt Elected Member’s Fees and Allowances for the 2015/16 financial year. At the Ordinary meeting of Council held 12 May 2015 Council made the following resolution (C6.05.15):

1. Set the annual allowance in lieu of meeting fees for elected members other than the Shire President at 75% of the scale between the minimum and maximum SAT levels as determined by SAT each financial year;

2. Set the annual allowance in lieu of meeting fees for the Shire President

at 75 % of the scale between the minimum and maximum SAT levels as determined by SAT each financial year;

3. Set the annual allowance for the Shire President at 75 % of the scale

between the minimum and maximum SAT levels as determined by SAT each financial year;

4. Set the annual allowance for the Deputy Shire President at 25% of the

President’s Allowance; and


SC182 JUNE 2015

5. Set the Information and Communication Technology Allowance for

elected members at 100% of the scale between the minimum and maximum SAT levels as determined by SAT each financial year.

In 2014/15 SAT determined a 3% increase to elected members' allowances. In 2015/16, should SAT again determine that a 3% increase to elected member’s allowances applies, the following allowances will be payable to elected members in 2015/16:

1. The annual allowance in lieu of meeting fees for elected members

other than the Shire President - $21,195;

2. The annual allowance in lieu of meeting fees for the Shire President - $27,176;

3. The Shire President’s annual allowance - $50,604;

4. The Deputy Shire President’s annual allowance - $12,651; and

5. The annual allowance for each elected member for Information and Communication Technology - $3,500.

Council should note that if the actual SAT determinations for 2015/16 (due in late June or early July) vary from the 3% increase flagged above; a report will need to go to Council to vary the amount for each allowance payable to elected members.

Fees and Charges

Pursuant to section 6.16 of the Local Government Act 1995, Council adopted the Schedule of Fees and Charges for the 2015/16 financial year on 12 May 2015 (C5.05.15).

Rates and Charges

For the purpose of yielding the deficiency disclosed by the Municipal Fund Budget, Council pursuant to sections 6.32, 6.33, 6.34 and 6.35 of the Local Government Act 1995 will impose the following general and minimum rates on Gross Rental and Unimproved Values. The rates in the dollar and minimum rates to be levied on all rateable property within the Shire of Mundaring for the 2015/16 financial year are as follows:


SC183 JUNE 2015

Commercial Zone Rate Category Minimum Rate $760 Rate cents in the dollar of GRV

7.56

Light Industrial Zone Rate Category Minimum Rate $760 Rate cents in the dollar of GRV

7.56

Residential Zone Rate Category Minimum Rate $760 Rate cents in the dollar of GRV

7.56

Rural Residential Zone Rate Category Minimum Rate $760 Rate cents in the dollar of GRV

7.56

Rural and Mining Zones Rate Categories Minimum Rate $960 Rate cents in the dollar of UV

0.47

The Shire of Mundaring’s 2015/16 Annual Budget has been based on an increase of 5.46% in the total rate yield. To achieve this outcome the rate in the dollar has been increased by 4.38% for GRV properties and 6.20% for UV properties. The average increase in rates payable per assessment (excluding minimum rated properties) by rate type is as below:

Rate Type 2014/15 2015/16 $ Increase % Increase

GRV Commercial $5,991.70 $6,343.47 $351.77 5.87%

GRV Light Industrial $4,567.17 $4,800.11 $232.94 5.10%

GRV Residential $1,413.22 $1,475.74 $62.52 4.42%

GRV Rural Residential $1,505.84 $1,572.22 $66.39 4.41%

UV Rural $2,975.90 $3,132.33 $156.43 5.26%

A detailed disclosure of rating information for 2015/16 is provided in Note 6 of the Budget document.

Dates for Payment of Rates and Services Charges

Section 6.50 of the Local Government Act 1995 allows Council to establish a due date for rates. The due date for rates cannot be earlier than 35 days after the date the rate notice was issued. The scheduled date of issue should Council adopt its budget on 23 June 2015 will be 13 July 2015.

The dates for the second and each subsequent instalment cannot be at intervals of less than two months from the date of the first instalment.


SC184 JUNE 2015

In accordance with the provisions of Section 6.50 of the Local Government Act 1995, rates and services charges will be due and payable on 17 August 2015.

Where the four instalment option allowed in Section 6.45 of the Local Government Act 1995 is exercised, the due dates for payment of instalments in accordance with the Local Government (Financial Management) Regulations (Regulation 64) are:

Full payment and 1st instalment due date - 17 August 2015 2nd quarterly instalment due date - 19 October 2015 3rd quarterly instalment due date - 21 December 2015 4th and final quarterly instalment due date - 22 February 2016

Payment Incentives

In accordance with Section 6.46 of the Local Government Act 1995, the Council can offer incentives for the payment of rates and charges. Full payment of all current and arrears of rates and domestic refuse charges within 35 days of the issue date on the annual rate notice provides eligibility to enter the incentive draw.

Ratepayers other than Elected Members, Government organisations and Shire employees who pay their rates in full by 17 August 2015 will be automatically entered into the draw. A computer will randomly select winners for prizes.

It is proposed Council provides cash incentive prizes to compliment the above donations, in accordance with previous practice. The forecast cost to Council in 2015/16 is $4300, comprising $2500 as first prize, $1500 as second prize and $300 for pool entry prizes.

Interest on Overdue Rates and Services Charges

Section 6.51 of the Local Government Act 1995 allows a local government to charge interest on rates and service charges that remain unpaid after they are due and payable. Section 6.45 of the Act provides that rates are ordinarily payable by a single payment.

Regulation 60 of the Local Government (Financial Management) Regulations 1996 allows a ratepayer to elect to pay by instalments by paying the due amount of the first instalment by the due date. If payment is not made by the due date, the whole amount of rates and charges becomes due and payable, and interest is payable on the total amount outstanding. The maximum interest rate that may be imposed is 11% (Regulation 70). Interest is also charged on overdue Emergency Services Levy payments at the rate of 11% per annum. In accordance with the provisions of Section 6.51 (1) of the Local Government Act 1995 and Regulation 70 of the Local Government (Financial Management) Regulations, it is proposed interest at a rate of 11% per annum be payable on a rates (and services charge) or any instalment of a rates and services charge that remains unpaid after it is due and payable.


SC185 JUNE 2015

Where a ratepayer exercises an option to pay by instalments by paying the first instalment under an option specified in the rate notice by the due date, interest is payable on any overdue instalment amount. Where a ratepayer requests a special payment arrangement as set out in Section 6.49 of the Local Government Act 1995 as amended, interest is payable on the balance outstanding until it is paid in full. Eligible pensioners and eligible seniors are not required to pay interest.

Instalments – Additional Charge

Section 6.45 of the Local Government Act 1995 provides Council power to charge for payment by instalments. Regulation 67 of the Local Government (Financial Management) Regulations 1996 states:

"For the purpose of determining the additional charge to be imposed where payment of a rate or service charge is made by instalments, the local government is to -

(a) have regard to the additional costs of administration; and (b) consider the additional charge as a full or partial reimbursement

of those costs and not a charge for the purpose of making a profit."

Regulation 68 provides the ability for local governments to charge interest (to a maximum of 5.5%) for payment by instalments.

It is proposed that:

1. A charge of $8.50 per instalment on instalments 2 to 4 (total $25.50) be imposed for ratepayers who exercise the option to pay by four instalments.

2. Where a rate record is amended during the year due to subdivision or

revaluation and the ratepayer elects to pay by instalments, no instalment charge is imposed.

3. Where the Shire accepts payment of a rate or service charge that is

different to the instalment program and in accordance with an agreement made with the ratepayer, no charge will be imposed.

Rubbish Service Charge

Section 67 of the Waste Avoidance & Resource Recovery Act 2007 (WARR Act) allows for the imposition of charges for the collection and disposal of waste.

The following charges are proposed for the collection and disposal of waste in accordance with the provisions of the WARR Act:


SC186 JUNE 2015

1. For residential properties with a bin collection service, a rubbish and waste service charge of $460.

2. For non-rateable properties, a charge of $235 for a Mobile Green Bin

serviced once a week.

3. For non-rateable properties, a kerbside recycling charge of $92 per Mobile Green Bin for one service per fortnight.

4. Any additional Mobile Green Bin services, a charge of $175 per service.

5. Any additional Recycling Bin services, a charge of $72 per service.

6. For commercial properties, a rubbish and waste charge of $375 for a Mobile Green Bin serviced once a week.

7. A rubbish service charge of $2,150 per annum for a 1.5 cubic metre bulk

bin for one lift per week and for each additional lift per week $1,950 per annum, $1,350 per annum for one lift per fortnight.

Overdraft Facility and Credit Card Facilities

Section 6.20 of the Local Government Act 1995 allows a local government to borrow funds to enable it to perform its functions and exercise the powers conferred on it under this Act or any other written law.

Regulation 29 (b) of the Local Government (Financial Management) Regulations 1996 requires that:

“29. The notes to the annual budget are to include –

(b) in relation to a principal amount carried forward by way of over drawings on current amount (“the overdraft”)

(i) an estimate of the amount brought forward on 1 July:

(ii) the purpose for which the overdraft was established:

(iii) the year in which the overdraft was first established:

(iv) an estimate of the amount by which the overdraft will be increased or decreased during the financial year: and

(v) an estimate of the amount of overdraft which will remain at 30 June:”


SC187 JUNE 2015

Note 15 c, which is included in the Annual Budget for the Year Ended 30 June 2016, is reproduced in below:

2015/16 Budget

$

2014/15 Actual

$

2014/15 Budget

$

Undrawn Borrowing Facilities Credit Standby Arrangements

Bank Overdraft Limit 1,000,000 1,000,000 1,000,000

Bank Overdraft at Balance Date 0 0 0

Credit Card Limit 300,000 300,000 300,000

Credit Card Balance at Balance Date (100,000) (100,000) (100,000)

Total Amount of Credit Unused 1,200,000 1,200,000 1,200,000

Loan Facilities

Loan Facilities in use at Balance Date 13,605,562 4,346,637 20,346,637

Unused Loan Facilities at Balance Date 0 0 0

Council established an overdraft facility with Westpac Banking Corporation in 1998. Council has resolved in each succeeding year to maintain the overdraft facility. In accordance with the provisions of Section 6.20 of the Local Government Act 1995, it is recommended that Council resolves to establish an overdraft facility of up to $1,000,000 for the purpose of providing a credit facility for normal Municipal Fund operational expenditure during the year. The Shire also utilises credit card facilities to enable employees to purchase goods and services for day to day Shire operations. The maximum limit of this facility was $300,000 for the 2014/15 financial year. As the use of corporate credit cards is an established method by which the Shire conducts its day to day operations, it is recommended that this facility and limit remain in place for 2015/16.

Trust Fund Budget

A fund established under Section 6.9 of the Local Government Act 1995 for the purpose of holding money over which the local government does not exercise control. It is mandatory to have a trust fund and it must be kept separate and distinct from the municipal fund.

The Shire receives:

Deposits, Bonds and Retentions;

Public Open Space and Road Construction;

Scheme Costs;

Building Construction Industry Training Levy; and

Building Registration Board Levy.

As the Shire performs only a custodial role in respect of these monies, the monies are excluded from the annual budget.


SC188 JUNE 2015

VOTING REQUIREMENT: Absolute Majority

COUNCIL DECISION SC7.06.15 RECOMMENDATION Moved by: Cr Jones Seconded by: Cr Fox

That Council approves the adoption of the Annual Budget for the year ending 30 June 2016 as detailed in ATTACHMENT 3, incorporating: (i) a general rate of 7.56 cents in the dollar of the Gross Rental Value to be

levied on all rateable property within the Shire of Mundaring for the 2015/16 financial year;

(ii) a general rate of 0.47 cents in the dollar to be levied on all Unimproved

Value property within the Shire of Mundaring for the 2015/16 financial year;

(iii) a minimum rate of $760 for the 2015/16 financial year for Gross Rental

Value Properties;

(iv) a minimum rate of $960 for the 2015/16 financial year for Unimproved Value Properties;

(v) the following dates being set for payment of rates by instalments and

payment in full be approved:

Full payment and 1st instalment due date - 17 August 2015 2nd quarterly instalment due date - 19 October 2015 3rd quarterly instalment due date - 21 December 2015 4th and final quarterly instalment due date - 22 February 2016

(vi) a charge of $8.50 per instalment being imposed on instalments 2 to 4

(total $25.50) for ratepayers who exercise the option to pay by four instalments for 2015/16;

(vii) the provision of cash incentive prizes totalling $4,300 from the 2015/16 budget;

(viii) an interest rate of 11% per annum payable on a rates and services charge

or any instalment of a rates and services charge that remains unpaid after it is due and payable;

(ix) the adoption of the following charges for the collection and disposal of

waste in accordance with the provisions of the Waste Avoidance & Resources Recovery Act 2007:

(a) For residential properties with a bin collection service, a rubbish and

waste service charge of $460.


SC189 JUNE 2015

(b) For non-rateable properties, a charge of $235 for a Mobile Green Bin

serviced once a week. (c) For non-rateable properties, a kerbside recycling charge of $92 per

Mobile Green Bin for one service per fortnight. (d) Any additional Mobile Green Bin services, a charge of $175 per

service. (e) Any additional Recycling Bin services, a charge of $72 per service.

(f) For commercial properties, a rubbish and waste charge of $375 for a Mobile Green Bin serviced once a week.

(g) A rubbish service charge of $2,150 per annum for a 1.5 cubic metre bulk bin for one lift per week and for each additional lift per week $1,950 per annum, $1,350 per annum for one lift per fortnight.

(x) the borrowing of funds of $9,600,000 for 2015/16 to enable the Shire to

maintain its capital works program;

(xi) the establishment of an overdraft facility of up to $1,000,000 and credit card facility of up to $300,000 for the purpose of providing a credit facility for normal Municipal Fund operational expenditure during the year;

(xii) the adoption of the Trust Fund Budget for the year ending 30 June 2016;

(xiii) the adoption of Elected Members’ Fees and Allowances for 2015/16 as

follows:

(a) The annual allowance in lieu of meeting fees for elected members other than the Shire President - $21,195.

(b) The annual allowance in lieu of meeting fees for the Shire President -

$27,176. (c) The Shire President’s annual allowance - $50,604.

(d) The Deputy Shire President’s annual allowance - $12,651.

(e) The annual allowance for each elected member for Information and Communication Technology - $3,500.

CARRIED BY AN ABSOLUTE MAJORITY 12/0


SC190 JUNE 2015

ATTACHMENT 3

REPORT 6.3

44 PAGES

Shire of Mundaring Annual Budget 2015/16 Page 1

SHIRE OF MUNDARING

BUDGET

FOR THE YEAR ENDED 30TH JUNE 2016


TABLE OF CONTENTS

Budget Overview 3

Statement of Comprehensive Income by Nature and Type 6

Statement of Comprehensive Income by Program 7

Statement of Cash Flows 9

Rate Setting Statement 10

Notes to and forming part of the budget 11

Supplementary Information – Budgets by Directorate 41


BUDGET OVERVIEW The Shire of Mundaring’s 2015/16 budget has been based on an increase of 5.46% in the total rate yield. The average increase in rates payable per assessment (excluding minimum rated properties) by rate type is as below:

A detailed disclosure of rating information for 2015/16 is provided in Note 6 of the Budget document. Closing Budget Position The budget forecasts a closing surplus of $1,773,841 as at 30 June 2016. A detailed disclosure of the Shire’s forecast closing budget position is provided in the Rate Setting Statement and Note 7 of the Budget document. Revenue The Shire’s total revenue for 2015/16 is forecast to be $51,630,429. The breakdown of revenue by nature and type is provided below:

Rate Type 2014/15 2015/16 $ Increase % Increase

GRV - Commercial 5,991.70$ 6,343.47$ 351.77$ 5.87%

GRV - Light Industrial 4,567.17$ 4,800.11$ 232.94$ 5.10%

GRV - Residential 1,413.22$ 1,475.74$ 62.52$ 4.42%

GRV - Rural Residential 1,505.84$ 1,572.22$ 66.39$ 4.41%

UV - Rural 2,975.90$ 3,132.33$ 156.43$ 5.26%


Operating Expenses The Shire’s total operating expenditure for 2015/16 is forecast to be $50,567,635. The breakdown of operating expenditure by nature and type is provided below:

The breakdown of operating expenditure by Program is provided below:

A detailed explanation of the activities undertaken under each Program can be found

in Note 2 (b) of the budget document.


Capital Expenditure The Shire’s total capital expenditure for 2015/16 is forecast to be $17,338,251. A breakdown of capital expenditure by class of assets is provided below:

Loan Liability The Shire has budgeted for a loan of $9.6 million to be drawn down during 2015/16. These funds will be utilised to fund major building and reserve capital projects over the next three years. The Shire’s forecast loan liability at 30 June 2016, as disclosed in Note 5 of the budget, is $13,605,562.


SHIRE OF MUNDARING

STATEMENT OF COMPREHENSIVE INCOME

BY NATURE OR TYPE


NOTE 2015/16 2014/15 2014/15

Budget Actual Budget

$ $ $

Revenue

Rates 8 25,009,786 23,715,816 23,702,860

Operating Grants,

Subsidies and Contributions 5,630,261 5,932,862 5,780,407

Fees and Charges 11 11,332,521 10,994,329 10,695,085

Interest Earnings 2(a) 980,000 800,000 1,065,000

Other Revenue 3,290,687 3,479,786 2,948,525

46,243,255 44,922,793 44,191,877

Expenses

Employee Costs (18,603,742) (17,612,944) (18,064,167)

Materials and Contracts (18,196,176) (16,652,017) (18,503,986)

Utility Charges (1,384,400) (1,312,040) (1,413,028)

Depreciation on Non-Current Assets 2(a) (8,230,604) (10,126,028) (8,541,748)

Interest Expenses 2(a) (580,395) (309,661) (309,661)

Insurance Expenses (890,488) (877,276) (1,005,352)

Other Expenditure (2,681,830) (2,624,816) (1,451,451)

(50,567,635) (49,514,782) (49,289,393)

(4,324,380) (4,591,989) (5,097,516)

Non-Operating Grants,


Profit on Asset Disposals 3 1,330,000 2,092 0

Loss on Asset Disposals 3 (63,636) (69,528) 0

NET RESULT 2,329,158 (2,102,329) (1,578,009)


Changes on Revaluation of Non-Current Assets 0 0 0

Total Other Comprehensive Income 0 0 0

TOTAL COMPREHENSIVE INCOME 2,329,158 (2,102,329) (1,578,009)

Notes:

All fair value adjustments relating to remeasurement of financial assets at fair value through

profit or loss (if any) and changes on revaluation of non-current assets in accordance with the

mandating of fair value measurement through Other Comprehensive Income, are impacted upon

by external forces and is not able to be reliably estimated at the time of budget adoption.

Fair value adjustments relating to the re-measurement of financial assets at fair value through

profit or loss will be asessed at the time they occur with compensating budget amendments

made as necessary.

It is anticipated, in all instances, any changes upon revaluation of non-current assets will relate to

non-cash transactions and as such, have no impact on this budget document.

This statement is to be read in conjunction with the accompanying notes.


SHIRE OF MUNDARING


BY PROGRAM


NOTE 2015/16 2014/15 2014/15


Revenue (Refer Notes 1,2,8 to 13) $ $ $

Governance 91,700 149,004 81,200

General Purpose Funding 28,997,477 27,547,189 27,756,952

Law, Order, Public Safety 455,200 841,238 418,200

Health 55,700 67,700 55,700

Education and Welfare 4,964,318 4,927,960 4,818,166

Community Amenities 7,626,183 7,223,394 7,124,290

Recreation and Culture 1,130,210 1,218,192 1,053,713

Transport 198,000 163,310 186,000

Economic Services 243,500 308,500 238,500

Other Property and Services 2,480,967 2,476,306 2,459,15646,243,255 44,922,793 44,191,877

Expenses Excluding Finance Costs

(Refer Notes 1,2 & 14)

Governance (5,186,168) (4,792,385) (5,125,476)

General Purpose Funding (609,075) (685,429) (681,138)

Law, Order, Public Safety (2,288,974) (2,580,981) (2,395,826)

Health (816,121) (726,753) (814,610)

Education and Welfare (7,301,420) (6,559,963) (6,664,979)

Community Amenities (9,295,788) (8,518,847) (8,779,786)

Recreation and Culture (10,332,068) (10,253,907) (8,679,958)

Transport (10,120,141) (11,662,509) (11,868,069)

Economic Services (785,364) (777,570) (809,159)

Other Property and Services (3,252,120) (2,646,777) (3,160,731)

(49,987,240) (49,205,121) (48,979,732)

Finance Costs (Refer Notes 2 & 5)

Governance (580,395) (309,661) (309,661)

(580,395) (309,661) (309,661)

Non-operating Grants, Subsidies and Contributions

Law, Order, Public Safety 180,000 0 0

Education and Welfare 0 58,500 58,500

Recreation and Culture 2,330,000 955,093 1,920,000

Transport 2,877,174 1,543,503 1,541,007

5,387,174 2,557,096 3,519,507


SHIRE OF MUNDARING


BY PROGRAM (Continued)


NOTE 2015/16 2014/15 2014/15


$ $ $

Profit/(Loss) On

Disposal Of Assets (Refer Note 3)

Governance 0 (18,477) 0

Law, Order, Public Safety 0 (1,335) 0

Recreation & Culture 0 (6,294) 0

Transport (63,636) (35,022) 0

Other Property and Services 1,330,000 (6,308) 0

1,266,364 (67,436) 0

NET RESULT 2,329,158 (2,102,329) (1,578,009)


Changes on Revaluation of Non-Current Assets 0 0 0

Total Other Comprehensive Income 0 0 0

TOTAL COMPREHENSIVE INCOME 2,329,158 (2,102,329) (1,578,009)

Notes:

All fair value adjustments relating to remeasurement of financial assets at fair value through

profit or loss (if any) and changes on revaluation of non-current assets in accordance with the

mandating of fair value measurement through Other Comprehensive Income, is impacted upon

by external forces and is not able to be reliably estimated at the time of budget adoption.

Fair value adjustments relating to the remeasurement of financial assets at fair value through

profit or loss will be asessed at the time they occur with compensating budget amendments

made as necessary.

It is anticipated, in all instances, any changes upon revaluation of non-current assets will relate to

non-cash transactions and as such, have no impact on this budget document.



SHIRE OF MUNDARING

STATEMENT OF CASH FLOWS


NOTE 2015/16 2014/15 2014/15


$ $ $

Cash Flows From Operating Activities

Receipts

Rates 25,009,786 23,715,816 23,702,860

Operating Grants,


Fees and Charges 11,332,521 10,994,329 10,695,085

Interest Earnings 980,000 800,000 1,065,000

Goods and Services Tax 1,700,000 1,650,000 1,500,000

Other Revenue 3,290,687 3,479,786 2,948,525

47,943,255 46,572,793 45,691,877

Payments

Employee Costs (18,603,742) (17,612,944) (18,064,167)

Materials and Contracts (18,196,176) (16,652,017) (18,503,986)

Utility Charges (1,384,400) (1,312,040) (1,413,028)

Interest Expenses (580,395) (309,661) (309,661)

Insurance Expenses (890,488) (877,276) (1,005,352)

Goods and Services Tax (1,700,000) (1,650,000) (1,500,000)

Other Expenditure (2,681,830) (2,624,816) (1,451,451)

(44,037,031) (41,038,754) (42,247,645)

Net Cash Provided By

Operating Activities 15(b) 3,906,224 5,534,039 3,444,232

Cash Flows from Investing Activities

Payments for Purchase of

Property, Plant & Equipment 4 (9,726,397) (3,310,584) (11,110,986)

Payments for Construction of

Infrastructure 4 (7,611,854) (5,396,686) (4,913,093)

Non-Operating Grants,

Subsidies and Contributions

used for the Development of Assets 5,387,174 2,557,096 3,519,507

Proceeds from Sale of

Assets 3 7,827,509 408,774 2,638,140

Net Cash Used in Investing Activities (4,123,568) (5,741,400) (9,866,432)

Cash Flows from Financing Activities

Repayment of Debentures 5 (341,075) (199,080) (199,080)

Proceeds from New Debentures 5 9,600,000 0 16,000,000

Net Cash Provided By (Used In)

Financing Activities 9,258,925 (199,080) 15,800,920

Net Increase (Decrease) in Cash Held 9,041,581 (406,441) 9,378,720

Cash at Beginning of Year 17,926,611 18,333,052 18,836,108


at the End of the Year 15(a) 26,968,192 17,926,611 28,214,828



SHIRE OF MUNDARING

RATE SETTING STATEMENT


NOTE 2015/16 2014/15 2014/15


$ $ $

Revenue 1,2

Governance 91,700 130,527 81,200

General Purpose Funding 3,987,691 3,831,373 4,054,092


Health 55,700 67,700 55,700

Education and Welfare 4,964,318 4,986,460 4,876,666

Community Amenities 7,626,183 7,223,394 7,124,290

Recreation and Culture 3,460,210 2,166,991 2,973,713

Transport 3,011,538 1,671,791 1,727,007


Other Property and Services 3,810,967 2,469,998 2,459,156

27,887,007 23,696,637 24,008,524

Expenses 1,2

Governance (5,766,563) (5,102,046) (5,435,137)

General Purpose Funding (609,075) (685,429) (681,138)

Law, Order, Public Safety (2,288,974) (2,580,981) (2,395,826)

Health (816,121) (726,753) (814,610)

Education and Welfare (7,301,420) (6,559,963) (6,664,979)

Community Amenities (9,295,788) (8,518,847) (8,779,786)

Recreation and Culture (10,332,068) (10,253,907) (8,679,958)

Transport (10,120,141) (11,662,509) (11,868,069)

Economic Services (785,364) (777,570) (809,159)

Other Property and Services (3,252,120) (2,646,777) (3,160,731)

(50,567,635) (49,514,782) (49,289,393)

Net Result Excluding General Rates (22,680,628) (25,818,145) (25,280,869)

Adjustments for Cash Budget Requirements:

Non-Cash Expenditure and Revenue

(Profit)/Loss on Asset Disposals 4 (1,266,364) 67,436 0

Depreciation on Assets 2(a) 8,230,604 10,126,028 8,541,748

Capital Expenditure and Revenue

Purchase Property, Plant and Equipment 3 (9,726,397) (3,310,584) (11,110,986)

Purchase Infrastructure 3 (7,611,854) (5,396,686) (4,913,093)

Proceeds from Disposal of Assets 4 7,827,509 408,774 2,638,140

Repayment of Debentures 5 (341,075) (199,080) (199,080)

Proceeds from New Debentures 5 9,600,000 0 16,000,000

Transfers to Reserves (Restricted Assets) 6 (26,211,000) (3,807,000) (21,886,000)

Transfers from Reserves (Restricted Assets) 6 13,902,166 3,775,375 9,159,283

ADD Estimated Surplus/(Deficit) July 1 B/Fwd 7 5,041,094 5,479,160 4,877,217

LESS Estimated Surplus/(Deficit) June 30 C/Fwd 7 1,773,841 5,041,094 1,529,220

Amount Required to be Raised from General Rate 8 (25,009,786) (23,715,816) (23,702,860)



SHIRE OF MUNDARING

NOTES TO AND FORMING PART OF THE BUDGET


1. SIGNIFICANT ACCOUNTING POLICIES

(a) Basis of Preparation

The budget has been prepared in accordance with applicable Australian Accounting Standards

(as they apply to local government and not-for-profit entities), Australian Accounting

Interpretations, other authorative pronouncements of the Australian Accounting Standards

Board, the Local Government Act 1995 and accompanying regulations. Material accounting

policies which have been adopted in the preparation of this budget are presented below and

have been consistently applied unless stated otherwise.

Except for cash flow and rate setting information, the budget has also been prepared on the

accrual basis and is based on historical costs, modified, where applicable, by the

measurement at fair value of selected non-current assets, financial assets and liabilities.

The Local Government Reporting Entity

All Funds through which the Shire controls resources to carry on its functions have been

included in the financial statements forming part of this budget.

In the process of reporting on the local government as a single unit, all transactions and

balances between those Funds (eg. loans and transfers between Funds) have been

eliminated.

All monies held in the Trust Fund are excluded from the financial statements. A separate

statement of those monies appears at Note 16 to this budget document.

(b) 2014/15 Actual Balances

Balances shown in this budget as 2014/15 Actual are as forecast at the time of budget

preparation and are subject to final adjustments.

(c) Rounding Off Figures

All figures shown in this budget, other than a rate in the dollar, are rounded to the nearest dollar.

(d) Rates, Grants, Donations and Other Contributions

Rates, grants, donations and other contributions are recognised as revenues when the local

government obtains control over the assets comprising the contributions.

Control over assets acquired from rates is obtained at the commencement of the rating period

or, where earlier, upon receipt of the rates.

(e) Goods and Services Tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the

amount of GST incurred is not recoverable from the Australian Taxation Office (ATO).

Receivables and payables are stated inclusive of GST receivable or payable. The net amount of

GST recoverable from, or payable to, the ATO is included with receivables or payables in the

statement of financial position.

Cash flows are presented on a Gross basis. The GST components of cash flows arising from

investing or financing activities which are recoverable from, or payable to, the ATO are

presented as operating cash flows.

(f) Superannuation

The Shire contributes to a number of Superannuation Funds on behalf of employees.

All funds to which the Shire contributes are defined contribution plans.


SHIRE OF MUNDARING



1. SIGNIFICANT ACCOUNTING POLICIES (Continued)

(g) Cash and Cash Equivalents

Cash and cash equivalents include cash on hand, cash at bank, deposits available on demand

with banks, other short term highly liquid investments that are readily convertible to known

amounts of cash and which are subject to an insignificant risk of changes in value and bank

overdrafts.

Bank overdrafts are disclosed in Note 15 (c).

(h) Trade and Other Receivables

Trade and other receivables include amounts due from ratepayers for unpaid rates and service

charges and other amounts due from third parties for goods sold and services performed in the

ordinary course of business.

Receivables expected to be collected within 12 months of the end of the reporting period are

classified as current assets. All other receivables are classified as non-current assets.

Collectability of trade and other receivables is reviewed on an ongoing basis. Debts that are

known to be uncollectible are written off when identified. An allowance for doubtful debts is

raised when there is objective evidence that they will not be collectible.

(i) Inventories

General

Inventories are measured at the lower of cost and net realisable value.

Net realisable value is the estimated selling price in the ordinary course of business less the

estimated costs of completion and the estimated costs necessary to make the sale.

Land Held for Resale

Land held for development and sale is valued at the lower of cost and net realisable value. Cost

includes the cost of acquisition, development, borrowing costs and holding costs until

completion of development. Finance costs and holding charges incurred after development is

completed are expensed.

Gains and losses are recognised in profit or loss at the time of signing an unconditional

contract of sale if significant risks and rewards, and effective control over the land, are passed

on to the buyer at this point.

Land held for sale is classified as current except where it is held as non-current based on

Council’s intentions to release for sale.

(j) Fixed Assets

Each class of fixed assets within either property, plant and equipment or infrastructure, is

carried at cost or fair value as indicated less, where applicable, any accumulated depreciation

and impairment losses.

Mandatory Requirement to Revalue Non-Current Assets

Effective from 1 July 2012, the Local Government (Financial Management) Regulations 1996 were

amended and the measurement of non-current assets at Fair Value became mandatory.


SHIRE OF MUNDARING




(j) Fixed Assets (Continued)

The amendments allow for a phasing in of fair value in relation to fixed assets over three years

as follows:

(a) for the financial year ending on 30 June 2013, the fair value of all of the assets of the local

government that are plant and equipment; and

(b) for the financial year ending on 30 June 2014, the fair value of all of the assets of the local

government -

(i) that are plant and equipment; and

(ii) that are -

(I) land and buildings; or

(II) infrastructure; and

(c) for a financial year ending on or after 30 June 2015, the fair value of all of the assets of the

local government.

Thereafter, in accordance with the regulations, each asset class must be revalued at least

every 3 years.

In 2013, the Shire commenced the process of adopting Fair Value in accordance with the

Regulations.

Relevant disclosures, in accordance with the requirements of Australian Accounting Standards,

have been made in the budget as necessary.

Land Under Control

In accordance with Local Government (Financial Management) Regulation 16(a), the Shire

was required to include as an asset (by 30 June 2013), Crown Land operated by the local

government as a golf course, showground, racecourse or other sporting or recreational facility

of state or regional significance.

Upon initial recognition, these assets were recorded at cost in accordance with AASB 116.

They were then classified as Land and revalued along with other land in accordance with the

other policies detailed in this Note.

Whilst they were initially recorded at cost (being fair value at the date of acquisition (deemed

cost) as per AASB 116) they were revalued along with other items of Land and Buildings at

30 June 2014 and now form part of Land and Buildings to be subject to regular revaluation as

detailed above.

Initial Recognition and Measurement between Mandatory Revaluation Dates

All assets are initially recognised at cost and subsequently revalued in accordance with the

mandatory measurement framework detailed above.

In relation to this initial measurement, cost is determined as the fair value of the assets given

as consideration plus costs incidental to the acquisition. For assets acquired at no cost or for

nominal consideration, cost is determined as fair value at the date of acquisition. The cost of

non-current assets constructed by the Council includes the cost of all materials used in

construction, direct labour on the project and an appropriate proportion of variable and fixed overheads.

Individual assets acquired between initial recognition and the next revaluation of the asset class

in accordance with the mandatory measurement framework detailed above, are carried at cost

less accumulated depreciation as management believes this approximates fair value. They will

be subject to subsequent revaluation of the next anniversary date in accordance with the

mandatory measurement framework detailed above.


SHIRE OF MUNDARING





Revaluation

Increases in the carrying amount arising on revaluation of assets are credited to a revaluation

surplus in equity. Decreases that offset previous increases of the same asset are recognised

against revaluation surplus directly in equity. All other decreases are recognised in profit or loss.

Transitional Arrangement

During the time it takes to transition the carrying value of non-current assets from the cost

approach to the fair value approach, the Shire may still be utilising both methods across

differing asset classes.

Those assets carried at cost will be carried in accordance with the policy detailed in the

Initial Recognition section as detailed above.

Those assets carried at fair value will be carried in accordance with the Revaluation

Methodology section as detailed above.

Land Under Roads

In Western Australia, all land under roads is Crown land, the responsibility for managing which,

is vested in the local government.

Effective as at 1 July 2008, Council elected not to recognise any value for land under roads

acquired on or before 30 June 2008. This accords with the treatment available in Australian

Accounting Standard AASB 1051 Land Under Roads and the fact Local Government (Financial

Management) Regulation 16(a)(i) prohibits local governments from recognising such land as an

asset.

In respect of land under roads acquired on or after 1 July 2008, as detailed above, Local

Government (Financial Management) Regulation 16(a)(i) prohibits local governments from

recognising such land as an asset.

Whilst such treatment is inconsistent with the requirements of AASB 1051, Local Government

(Financial Management) Regulation 4(2) provides, in the event of such an inconsistency, the

Local Government (Financial Management) Regulations prevail.

Consequently, any land under roads acquired on or after 1 July 2008 is not included as an asset

of the Council.

Depreciation

The depreciable amount of all fixed assets including buildings but excluding freehold land, are

depreciated on a straight-line basis over the individual asset’s useful life from the time the asset

is held ready for use. Leasehold improvements are depreciated over the shorter of either the

unexpired period of the lease or the estimated useful life of the improvements.


SHIRE OF MUNDARING





Major depreciation periods used for each class of depreciable asset are:

Buildings

- Structure 25 to 50 years

- Fit out 10 years

- Mechanical 5 to 15 years

- Roof Cladding 30 to 50 years

Furniture and Equipment 3 to 12 years

Plant and Equipment 3 to 20 years

Sealed Roads and Streets

- Formation not depreciated

- Pavement 60 years

- Surface 12 to 15 years

- Kerb 70 years

Unsealed Roads

- Formation not depreciated

- Surface 15 years

Drainage 75 years

Culverts 70 years

Bridges 35 to 100 years

Footpaths 15 to 30 years

Heritage Trails 75 years

Waste Transfer Stations 15 to 100 years

Bus Shelters 50 years

Parks Hard Assets 10 to 75 years

The assets residual values and useful lives are reviewed, and adjusted if appropriate, at the end

of each reporting period.

An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s

carrying amount is greater than its estimated recoverable amount.

Gains and losses on disposals are determined by comparing proceeds with the carrying

amount. These gains and losses are included in profit or loss in the period which they arise.

When revalued assets are sold, amounts included in the revaluation surplus relating to that

asset are transferred to retained surplus.


SHIRE OF MUNDARING





Capitalisation Threshold

Land

All purchases are capitalised, but land resumed for public works need not be capitalised if the resumption

cost is less than $1,000.

Buildings

Expenses totalling less than $3,000 on any one building in any year need not be capitalised.

Furniture and Equipment

Expenses totalling less than $3,000 on any item in any year need not be capitalised.

Plant and Equipment

Expenses totalling less than $3,000 on any one item in any year need not be capitalised.

Infrastructure Assets – Roads and Streets


Infrastructure Assets - Other Categories


Tools


(k) Fair Value of Assets and Liabilities

When performing a revaluation, the Council uses a mix of both independent and management

valuations using the following as a guide:

Fair Value is the price that Council would receive to sell the asset or would have to pay to

transfer a liability, in an orderly (i.e. unforced) transaction between independent, knowledgeable

and willing market participants at the measurement date.

As fair value is a market-based measure, the closest equivalent observable market pricing

information is used to determine fair value. Adjustments to market values may be made having

regard to the characteristics of the specific asset. The fair values of assets that are not traded

in an active market are determined using one or more valuation techniques. These valuation

techniques maximise, to the extent possible, the use of observable market data.

To the extent possible, market information is extracted from either the principal market for the

asset (i.e. the market with the greatest volume and level of activity for the asset or, in the

absence of such a market, the most advantageous market available to the entity at the end of

the reporting period (ie the market that maximises the receipts from the sale of the asset after

taking into account transaction costs and transport costs).

For non-financial assets, the fair value measurement also takes into account a market

participant’s ability to use the asset in its highest and best use or to sell it to another market

participant that would use the asset in its highest and best use.

Fair Value Hierarchy

AASB 13 requires the disclosure of fair value information by level of the fair value hierarchy,

which categorises fair value measurement into one of three possible levels based on the lowest

level that an input that is significant to the measurement can be categorised into as follows:


SHIRE OF MUNDARING




(k) Fair Value of Assets and Liabilities (Continued)

Level 1

Measurements based on quoted prices (unadjusted) in active markets for identical assets or

liabilities that the entity can access at the measurement date.

Level 2

Measurements based on inputs other than quoted prices included in Level 1 that are observable

for the asset or liability, either directly or indirectly.

Level 3

Measurements based on unobservable inputs for the asset or liability.

The fair values of assets and liabilities that are not traded in an active market are determined

using one or more valuation techniques. These valuation techniques maximise, to the extent

possible, the use of observable market data. If all significant inputs required to measure fair

value are observable, the asset or liability is included in Level 2. If one or more significant inputs

are not based on observable market data, the asset or liability is included in Level 3.

Valuation techniques

The Council selects a valuation technique that is appropriate in the circumstances and for

which sufficient data is available to measure fair value. The availability of sufficient and relevant

data primarily depends on the specific characteristics of the asset or liability being measured.

The valuation techniques selected by the Council are consistent with one or more of the

following valuation approaches:

Market approach

Valuation techniques that use prices and other relevant information generated by market

transactions for identical or similar assets or liabilities.

Income approach

Valuation techniques that convert estimated future cash flows or income and expenses into a

single discounted present value.

Cost approach

Valuation techniques that reflect the current replacement cost of an asset at its current service

capacity.

Each valuation technique requires inputs that reflect the assumptions that buyers and sellers

would use when pricing the asset or liability, including assumptions about risks. When

selecting a valuation technique, the Council gives priority to those techniques that maximise

the use of observable inputs and minimise the use of unobservable inputs. Inputs that are

developed using market data (such as publicly available information on actual transactions) and

reflect the assumptions that buyers and sellers would generally use when pricing the asset or

liability and considered observable, whereas inputs for which market data is not available and

therefore are developed using the best information available about such assumptions are

considered unobservable.


SHIRE OF MUNDARING




(k) Fair Value of Assets and Liabilities (Continued)

As detailed above, the mandatory measurement framework imposed by the Local Government

(Financial Management) Regulations requires, as a minimum, all assets carried at a revalued

amount to be revalued at least every 3 years.

(l) Financial Instruments

Initial Recognition and Measurement

Financial assets and financial liabilities are recognised when the Council becomes a party to

the contractual provisions to the instrument. For financial assets, this is equivalent to the date

that the Council commits itself to either the purchase or sale of the asset (ie trade date

accounting is adopted).

Financial instruments are initially measured at fair value plus transaction costs, except where

the instrument is classified ‘at fair value through profit or loss’, in which case transaction costs

are expensed to profit or loss immediately.

Classification and Subsequent Measurement

Financial instruments are subsequently measured at fair value, amortised cost using the

effective interest rate method, or cost.

Amortised cost is calculated as:

(a) the amount in which the financial asset or financial liability is measured at initial

recognition;

(b) less principal repayments and any reduction for impairment; and

(c) plus or minus the cumulative amortisation of the difference, if any, between the amount

initially recognised and the maturity amount calculated using the effective interest

rate method.

The effective interest method is used to allocate interest income or interest expense over the

relevant period and is equivalent to the rate that discounts estimated future cash payments or

receipts (including fees, transaction costs and other premiums or discounts) through the

expected life (or when this cannot be reliably predicted, the contractual term) of the financial

instrument to the net carrying amount of the financial asset or financial liability. Revisions to

expected future net cash flows will necessitate an adjustment to the carrying value with a

consequential recognition of an income or expense in profit or loss.


SHIRE OF MUNDARING




(l) Financial Instruments (Continued)

(i) Financial assets at fair value through profit and loss

Financial assets are classified at “fair value through profit or loss” when they are held for

trading for the purpose of short term profit taking. Assets in this category are classified as

current assets. Such assets are subsequently measured at fair value with changes in

carrying amount being included in profit or loss.

(ii) Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable

payments that are not quoted in an active market and are subsequently measured at

amortised cost. Gains or losses are recognised in profit or loss.

Loans and receivables are included in current assets where they are expected to mature

within 12 months after the end of the reporting period.

(iii) Held-to-maturity investments

Held-to-maturity investments are non-derivative financial assets with fixed maturities and

fixed or determinable payments that the Council’s management has the positive intention

and ability to hold to maturity. They are subsequently measured at amortised cost. Gains or

losses are recognised in profit or loss.

Held-to-maturity investments are included in current assets where they are expected to

mature within 12 months after the end of the reporting period. All other investments are

classified as non-current.

(iv) Available-for-sale financial assets

Available-for-sale financial assets are non-derivative financial assets that are either not suitable

to be classified into other categories of financial assets due to their nature, or they are

designated as such by management. They comprise investments in the equity of other entities

where there is neither a fixed maturity nor fixed or determinable payments.

They are subsequently measured at fair value with changes in such fair value (i.e. gains or

losses) recognised in other comprehensive income (except for impairment losses). When the

financial asset is derecognised, the cumulative gain or loss pertaining to that asset previously

recognised in other comprehensive income is reclassified into profit or loss.

Available-for-sale financial assets are included in current assets, where they are expected to

be sold within 12 months after the end of the reporting period. All other available for sale

financial assets are classified as non-current.

(v) Financial liabilities

Non-derivative financial liabilities (excl. financial guarantees) are subsequently measured at

amortised cost. Gains or losses are recognised in the profit or loss.


SHIRE OF MUNDARING




(l) Financial Instruments (Continued)

Impairment

A financial asset is deemed to be impaired if, and only if, there is objective evidence of impairment

as a result of one or more events (a “loss event”) having occurred, which has an impact on the

estimated future cash flows of the financial asset(s).

In the case of available-for-sale financial assets, a significant or prolonged decline in the market

value of the instrument is considered a loss event. Impairment losses are recognised in profit or

loss immediately. Also, any cumulative decline in fair value previously recognised in other

comprehensive income is reclassified to profit or loss at this point.

In the case of financial assets carried at amortised cost, loss events may include: indications that

the debtors or a group of debtors are experiencing significant financial difficulty, default or

delinquency in interest or principal payments; indications that they will enter bankruptcy or other

financial reorganisation; and changes in arrears or economic conditions that correlate with

defaults.

For financial assets carried at amortised cost (including loans and receivables), a separate

allowance account is used to reduce the carrying amount of financial assets impaired by credit

losses. After having taken all possible measures of recovery, if management establishes that the

carrying amount cannot be recovered by any means, at that point the written-off amounts are

charged to the allowance account or the carrying amount of impaired financial assets is reduced

directly if no impairment amount was previously recognised in the allowance account.

Derecognition

Financial assets are derecognised where the contractual rights for receipt of cash flows expire or

the asset is transferred to another party, whereby the Council no longer has any significant

continual involvement in the risks and benefits associated with the asset.

Financial liabilities are derecognised where the related obligations are discharged, cancelled or

expired. The difference between the carrying amount of the financial liability extinguished or

transferred to another party and the fair value of the consideration paid, including the transfer of

non-cash assets or liabilities assumed, is recognised in profit or loss.

(m) Impairment of Assets

In accordance with Australian Accounting Standards the Council’s assets, other than inventories,

are assessed at each reporting date to determine whether there is any indication they may be

impaired.

Where such an indication exists, an impairment test is carried out on the asset by comparing the

recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and

value in use, to the asset’s carrying amount.

Any excess of the asset’s carrying amount over its recoverable amount is recognised immediately

in profit or loss, unless the asset is carried at a revalued amount in accordance with another

standard (e.g. AASB 116) whereby any impairment loss of a revaluation decrease in accordance

with that other standard.


SHIRE OF MUNDARING




(m) Impairment of Assets (Continued)

For non-cash generating assets such as roads, drains, public buildings and the like, value in use

is represented by the depreciated replacement cost of the asset.

At the time of adopting this budget, it is not possible to estimate the amount of impairment losses

(if any) as at 30 June 2016.

In any event, an impairment loss is a non-cash transaction and consequently, has no impact on

this budget document.

(n) Trade and Other Payables

Trade and other payables represent liabilities for goods and services provided to the Council

prior to the end of the financial year that are unpaid and arise when the Council becomes obliged

to make future payments in respect of the purchase of these goods and services. The amounts

are unsecured, are recognised as a current liability and are normally paid within 30 days of

recognition.

(o) Employee Benefits

Short-Term Employee Benefits

Provision is made for the Council’s obligations for short-term employee benefits. Short-term

employee benefits are benefits (other than termination benefits) that are expected to be settled

wholly before 12 months after the end of the annual reporting period in which the employees

render the related service, including wages, salaries and sick leave. Short-term employee

benefits are measured at the (undiscounted) amounts expected to be paid when the obligation is

settled.

The Council’s obligations for short-term employee benefits such as wages, salaries and sick

leave are recognised as a part of current trade and other payables in the statement of financial

position. The Council’s obligations for employees’ annual leave and long service leave

entitlements are recognised as provisions in the statement of financial position.

Other Long-Term Employee Benefits

Provision is made for employees’ long service leave and annual leave entitlements not expected to

be settled wholly within 12 months after the end of the annual reporting period in which the

employees render the related service. Other long-term employee benefits are measured at the

present value of the expected future payments to be made to employees. Expected future

payments incorporate anticipated future wage and salary levels, durations or service and

employee departures and are discounted at rates determined by reference to market yields at the

end of the reporting period on government bonds that have maturity dates that approximate the

terms of the obligations. Any remeasurements for changes in assumptions of obligations for other

long-term employee benefits are recognised in profit or loss in the periods in which the changes

occur.

The Council’s obligations for long-term employee benefits are presented as non-current provisions

in its statement of financial position, except where the Council does not have an unconditional right

to defer settlement for at least 12 months after the end of the reporting period, in which case the

obligations are presented as current provisions.


SHIRE OF MUNDARING




(p) Borrowing Costs

Borrowing costs are recognised as an expense when incurred except where they are directly

attributable to the acquisition, construction or production of a qualifying asset. Where this is the

case, they are capitalised as part of the cost of the particular asset until such time as the asset is

substantially ready for its intended use or sale.

(q) Provisions

Provisions are recognised when the Council has a legal or constructive obligation, as a result of

past events, for which it is probable that an outflow of economic benefits will result and that outflow

can be reliably measured.

Provisions are measured using the best estimate of the amounts required to settle the obligation at

the end of the reporting period.

(r) Leases

Leases of fixed assets where substantially all the risks and benefits incidental to the ownership of

the asset, but not legal ownership, are transferred to the Council, are classified as finance leases.

Finance leases are capitalised recording an asset and a liability at the lower amounts equal to the

fair value of the leased property or the present value of the minimum lease payments, including

any guaranteed residual values. Lease payments are allocated between the reduction of the lease

liability and the lease interest expense for the period.

Leased assets are depreciated on a straight live basis over the shorter of their estimated useful

lives or the lease term.

Lease payments for operating leases, where substantially all the risks and benefits remain with

the lessor, are charged as expenses in the periods in which they are incurred.

Lease incentives under operating leases are recognised as a liability and amortised on a straight

line basis over the life of the lease term.


SHIRE OF MUNDARING




(s) Current and Non-Current Classification

In the determination of whether an asset or liability is current or non-current, consideration is given

to the time when each asset or liability is expected to be settled. The asset or liability is classified

as current if it is expected to be settled within the next 12 months, being the Council’s operational

cycle. In the case of liabilities where the Council does not have the unconditional right to defer

settlement beyond 12 months, such as vested long service leave, the liability is classified as

current even if not expected to be settled within the next 12 months. Inventories held for trading

are classified as current even if not expected to be realised in the next 12 months except for land

held for sale where it is held as non-current based on the Council’s intentions to release for sale.

(t) Comparative Figures

Where required, comparative figures have been adjusted to conform with changes in presentation

for the current budget year.

(u) Budget Comparative Figures

Unless otherwise stated, the budget comparative figures shown in this budget document relate to

the original budget estimate for the relevant item of disclosure.


SHIRE OF MUNDARING



2015/16 2014/15 2014/15


2. REVENUES AND EXPENSES $ $ $

(a) Net Result

The Net Result includes:

(i) Charging as Expenses:

Auditors Remuneration

Audit Services 18,000 17,000 17,000

Other Services 17,000 16,000 18,000

35,000 33,000 35,000

Depreciation

By Program

Governance 561,814 561,736 306,815


Health 49,394 49,395 21,516

Education and Welfare 232,778 233,326 145,543

Community Amenities 76,061 79,414 127,221

Recreation and Culture 2,360,979 2,496,059 929,638

Transport 4,506,684 6,366,685 6,500,359


Other Property and Services 119,456 119,456 157,548

8,230,604 10,126,028 8,541,748

By Class

Buildings 2,835,289 2,710,503 841,669

Plant and Equipment 755,819 764,391 1,082,810

Furniture and Equipment 162,563 162,854 128,989

Infrastructure 4,476,933 6,488,280 6,488,280

8,230,604 10,126,028 8,541,748

Interest Expenses (Finance Costs)

- Debentures (refer note 5(a)) 580,395 309,661 309,661

580,395 309,661 309,661

(ii) Crediting as Revenues:

Interest Earnings

Investments

- Reserve Funds 450,000 300,000 415,000

- Municipal Fund 375,000 350,000 500,000

Other Interest Revenue (refer note 13) 155,000 150,000 150,000

980,000 800,000 1,065,000


SHIRE OF MUNDARING



2. REVENUES AND EXPENSES (Continued)

(b) Statement of Objective

In order to discharge its responsibilities to the community, the Shire has developed a set of

operational and financial objectives. These objectives have been established both on an overall

basis, reflected by the Shire’s Community Vision, and for each of its broad activities/programs.

COMMUNITY VISION

"connecting community and environment"

Shire operations as disclosed in these financial statements encompass the following service

orientated activities/programs.

GOVERNANCE

Objective:

To provide a decision making process for the efficient allocation of scarce resources.

Activities:

GENERAL PURPOSE FUNDING

Objective:

To collect revenue to allow for the provision of services.

Activities:

Rates, general purpose government grants and interest revenue.

LAW, ORDER, PUBLIC SAFETY

Objective:

To provide services to help ensure a safer community.

Activities:

Supervision and enforcement of various local laws relating to fire prevention, animal control and

other aspects of public safety including emergency services.

HEALTH

Objective:

To provide an operational framework for environmental and community health.

Activities:

Prevention of human illnesses, including inspection of premises/food control.

EDUCATION AND WELFARE

Objective:

To provide services to disadvantaged persons, the elderly, children and youth.

Activities:

Maintenance of child minding centres and playgroup centres.

Provision of services and programs for the youth and seniors of the Shire.

Includes the activities of members of council and the administrative support available to the

council for the provision of governance of the district. Other costs relate to the task of assisting

elected members and ratepayers on matters which do not concern specific council services.


SHIRE OF MUNDARING



2. REVENUES AND EXPENSES (Continued)

(b) Statement of Objective (Continued)

COMMUNITY AMENITIES

Objective:

To provide essential services required by the community.

Activities:

Rubbish collection services, operation of rubbish disposal sites, litter control, construction and

maintenance of urban storm water drains, protection of the environment and administration of

town planning schemes, cemetery and public conveniences.

RECREATION AND CULTURE

Objective:

To establish and effectively manage infrastructure and resource which will help the social well

being of the community.

Activities:

TRANSPORT

Objective:

Activities:

Construction and maintenance of roads, streets, pathways, depots, parking facilities and

traffic control. Cleaning of streets and maintenance of street trees, street lighting etc.

ECONOMIC SERVICES

Objective:

To help promote the Shire and its economic wellbeing.

Activities:

OTHER PROPERTY & SERVICES

Objective:

Activities:

Operation of libraries and other cultural facilities.

Maintenance of public halls, civic centres, aquatic centre, beaches, recreation centres and

various sporting facilities. Provision and maintenance of parks, gardens and playgrounds.

To provide safe, effective and efficient transport services to the community.

Tourism and area promotion. Provision of standpipes. Approval of building construction

and implementation of building controls.

To monitor and control the Shire’s overheads operating accounts.

Private works operation, plant repair and operation costs and engineering operation costs.


SHIRE OF MUNDARING



3. DISPOSALS OF ASSETS

The following assets are budgeted to be disposed of during the year.

N et B ook V alue Sale Proceeds Pro f it ( Loss)

By Program 2015/16 2015/16 2015/16

Budget Budget Budget

$ $ $

Transport 361,145 297,509 (63,636)

Other Property and Services 6,200,000 7,530,000 1,330,000

6,561,145 7,827,509 1,266,364

N et B ook V alue Sale Proceeds Pro f it ( Loss)

By Class 2015/16 2015/16 2015/16

Budget Budget Budget

$ $ $

Plant and Equipment 361,145 297,509 (63,636)

Land 6,200,000 7,530,000 1,330,000

6,561,145 7,827,509 1,266,364

2015/16

Summary Budget

$

Profit on Asset Disposals 1,330,000

Loss on Asset Disposals (63,636)

1,266,364


4. ACQUISITION OF ASSETS

The following assets are budgeted to be acquired

during the year:

Governance

Law, Order

and Public

Safety

Education

and

Welfare

Community

Amenities

Recreation

and

Culture Transport Total

Asset Class $ $ $ $ $ $ $

Property, Plant and Equipment

Land and Buildings 45,000 0 230,000 0 8,210,500 220,500 8,706,000

Furniture and Equipment 8,300 0 72,500 0 45,000 0 125,800

Plant and Equipment 0 180,000 0 0 0 714,597 894,597

Infrastructure

Roads 0 0 0 0 0 4,140,354 4,140,354

Footpaths 0 0 0 0 0 442,500 442,500

Drainage 0 0 0 0 0 867,000 867,000

Other Infrastructure (Parks, Ovals etc.) 0 0 0 95,000 1,090,000 977,000 2,162,000

53,300 180,000 302,500 95,000 9,345,500 7,361,951 17,338,251

A detailed breakdown of acquisitions on an individual asset basis can be found in

the supplementary information to this budget document, namely:

1. 2015/16 - 2018/19 Corporate Business Plan

2. 2015/16 - 2024/25 Long Term Financial Plan

Reporting Program

SHIRE OF MUNDARING




5. INFORMATION ON BORROWINGS

(a) Debenture Repayments

Movement in debentures and interest between the beginning and the end of the current financial year.

Principal New Principal Principal Interest

1-Jul-15 Loans Repayments Outstanding Repayments

2015/16 2014/15 2015/16 2014/15 2015/16 2014/15

Particulars Budget Actual Budget Actual Budget Actual

$ $ $ $ $ $

Loan 170 - Civic Facility 4,346,637 0 213,366 199,080 4,133,271 4,346,637 298,755 309,661

Redevopment

Loan 171 - Infrastructure Projects 0 9,600,000 127,709 0 9,472,291 0 281,640 0

4,346,637 9,600,000 341,075 199,080 13,605,562 4,346,637 580,395 309,661

(b) New Debentures - 2015/16

Amount Institution Term Total Interest Amount Balance

Particulars/Purpose Borrowed (Years) Interest & Rate Used Unspent

Budget Charges % Budget $

WA Treasury

Loan 171 - Infrastructure Projects 9,600,000 Corporation 20 6,773,929 5.9 9,600,000 0

(c) Unspent Debentures

Council had no unspent debenture funds as at 30th June 2015 nor is it expected to have unspent debenture funds as at 30th June 2016.

(d) Overdraft

Council has not utilised an overdraft facility during the financial year although an overdraft facility of $1,000,000 with the Westpac Bank

does exist. It is not anticipated that this facility will be required to be utilised during 2015/16.

SHIRE OF MUNDARING




SHIRE OF MUNDARING



2015/16 2014/15 2014/15


$ $ $

6. RESERVES

(a) Works Plant Replacement Reserve

Opening Balance 324,905 559,891 558,145

Amount Set Aside / Transfer to Reserve 770,191 215,667 220,130

Amount Used / Transfer from Reserve (379,088) (450,653) (466,346)

716,008 324,905 311,929

(b) Civic Facilities Reserve

Opening Balance 1,075,187 1,698,325 2,488,679

Amount Set Aside / Transfer to Reserve 16,596,962 2,047,523 18,089,759

Amount Used / Transfer from Reserve (6,098,755) (2,670,661) (3,885,661)

11,573,395 1,075,187 16,692,777

(c) Information Technology Reserve

Opening Balance 807,707 707,898 705,147


Amount Used / Transfer from Reserve (8,300) 0 0

874,686 807,707 810,580

(d) Long Service Leave Reserve

Opening Balance 180,587 158,809 162,075



456,707 180,587 223,195

(e) Children's Service Reserve

Opening Balance 2,016,277 1,786,292 1,791,533



2,066,344 2,016,277 2,036,148

(f) Gravel Pit Rehabilitation Reserve

Opening Balance 102,179 164,574 160,138



45,642 102,179 218,914

(g) Capital Investment Reserve

Opening Balance 3,720,684 3,920,966 4,065,132

Amount Set Aside / Transfer to Reserve 7,692,513 109,718 2,471,617

Amount Used / Transfer from Reserve (6,530,000) (310,000) (4,410,000)

4,883,197 3,720,684 2,126,749

(h) Capital Income Reserve

Opening Balance 2,075,091 1,724,238 1,575,502



2,445,473 2,075,091 1,812,776

Total Reserves C/Fwd 23,061,452 10,302,618 24,233,068


SHIRE OF MUNDARING



2015/16 2014/15 2014/15


$ $ $

6. RESERVES (Continued)

Total Reserves B/Fwd 23,061,452 10,302,618 24,233,068

(i) Unspent Grants Reserve

Opening Balance 450,000 0 0

Amount Set Aside / Transfer to Reserve 0 450,000 0


0 450,000 0

Total Reserves 23,061,452 10,752,618 24,233,068

All of the above reserve accounts are to be supported by money held in financial institutions.


SHIRE OF MUNDARING



2015/16 2014/15 2014/15


6. RESERVES (Continued) $ $ $

SUMMARY OF RESERVE TRANSFERS

Transfers to Reserves

Works Plant Replacement Reserve 770,191 215,667 220,130

Civic Facilities Reserve 16,596,962 2,047,523 18,089,759

Information Technology Reserve 75,279 99,809 105,433

Long Service Leave Reserve 367,888 204,444 205,846

Children's Service Reserve 88,067 229,985 244,615

Gravel Pit Rehabilitation Reserve 93,463 4,605 94,776

Capital Investment Reserve 7,692,513 109,718 2,471,617

Capital Income Reserve 526,636 445,248 453,824

Unspent Grants Reserve 0 450,000 0

26,211,000 3,807,000 21,886,000

Transfers from Reserves

Works Plant Replacement Reserve (379,088) (450,653) (466,346)

Civic Facilities Reserve (6,098,755) (2,670,661) (3,885,661)

Information Technology Reserve (8,300) 0 0

Long Service Leave Reserve (91,768) (182,666) (144,726)

Children's Service Reserve (38,000) 0 0

Gravel Pit Rehabilitation Reserve (150,000) (67,000) (36,000)

Capital Investment Reserve (6,530,000) (310,000) (4,410,000)

Capital Income Reserve (156,255) (94,395) (216,550)

Unspent Grants Reserve (450,000) 0 0

(13,902,166) (3,775,375) (9,159,283)

Total Transfer to/(from) Reserves 12,308,834 31,625 12,726,717


SHIRE OF MUNDARING



6. RESERVES (Continued)

In accordance with council resolutions in relation to each reserve account, the purpose for which

the reserves are set aside are as follows:

Works Plant Replacement Reserve

- to fund the replacement of works plant and light vehicles.

Civic Facilities Reserve

- to fund the construction and/or purchase of Public Buildings and Facilities.

Information Technology Reserve

- to fund the upgrade and replacement of the Shire's Information Technology.

Long Service Leave Reserve

- to fund the Shire's Long Service Leave Liability.

Children's Service Reserve

- to provide funds for the purchase of capital equipment, preventative maintenance for

Children's Services buildings and employee entitlements. Also allows cash surpluses to be

carried forward to fund operating expenses for future years.

Gravel Pit Rehabilitation Reserve

- to fund the production of gravel and the rehabilitation of gravel pits.

Capital Investment Reserve

- to fund the advancement of the Shire's Property Strategy.

Capital Income Reserve

- to fund the development of Shire facilities and infrastructure.

Unspent Grants Reserve

- to isolate any unspent grant funds at the end of each financial year.

The Unspent Grants Reserve is expected to be utilised in 2015/16.


SHIRE OF MUNDARING



2015/16 2014/15

Note Budget Actual

$ $

7. NET CURRENT ASSETS

Composition of Estimated Net Current Asset Position

CURRENT ASSETS

Cash - Unrestricted 15(a) 3,906,740 7,173,993

Cash - Restricted Reserves 15(a) 23,061,452 10,752,618

Receivables 1,538,000 1,538,000

Inventories 115,733 115,733

28,621,925 19,580,344

LESS: CURRENT LIABILITIES

Payables and Provisions (3,786,632) (3,786,632)

(3,786,632) (3,786,632)

NET CURRENT ASSET POSITION 24,835,293 15,793,712

Less: Cash - Restricted Reserves 15(a) (23,061,452) (10,752,618)

ESTIMATED SURPLUS/(DEFICIENCY) C/FWD 1,773,841 5,041,094

The estimated surplus c/fwd in the 2014/15 actual column represents the surplus

brought forward as at 1 July 2015.

The estimated surplus c/fwd in the 2015/16 budget column represents the surplus

carried forward as at 30 June 2016.


8. RATING INFORMATION - 2015/16 FINANCIAL YEAR

Rate in Number Rateable 2015/16 2015/16 2015/16 2015/16 2014/15

RATE TYPE $ of Value Budgeted Budgeted Budgeted Budgeted Actual

Properties $ Rate Interim Back Total $

Revenue Rates Rates Revenue

$ $ $ $

General Rate

GRV - Residential 0.0756 10,801 210,838,978 15,939,426 123,800 0 16,063,226 15,255,258

GRV - Commercial 0.0756 263 22,067,890 1,668,332 0 0 1,668,332 1,533,376

GRV - Light Industrial 0.0756 283 17,968,661 1,358,431 0 0 1,358,431 1,299,444

GRV - Rural Residential 0.0756 2,990 62,181,903 4,700,952 0 0 4,700,952 4,495,189

UV - Rural 0.0047 234 155,950,000 732,965 0 0 732,965 703,471

Sub-Totals 14,571 469,007,432 24,400,106 123,800 0 24,523,906 23,286,738

Minimum

Minimum Payment $

GRV - Residential 760 545 4,723,948 414,200 0 0 414,200 363,692

GRV - Commercial 760 6 51,936 4,560 0 0 4,560 4,344

GRV - Light Industrial 760 1 9,328 760 0 0 760 724

GRV - Rural Residential 760 81 733,624 61,560 0 0 61,560 55,748

UV - Mining Lease 960 5 64,030 4,800 0 0 4,800 4,570

Sub-Totals 638 5,582,866 485,880 0 0 485,880 429,078

Total Rates 25,009,786 23,715,816

SHIRE OF MUNDARING




8(a). RATING INFORMATION - 2015/16 FINANCIAL YEAR (CONTINUED)

All land except exempt land in the Shire of Mundaring is rated according to its Gross Rental Value (GRV) in townsites or Unimproved Value (UV) in the remainder of the

Shire.

The general rates detailed above for the 2015/16 financial year have been determined by Council on the basis of raising the revenue required to meet the deficiency

between the total estimated expenditure proposed in the budget and the estimated revenue to be received from all sources other than rates and also considering the

extent of any increase in rating over the level adopted in the previous year.

The minimum rates have been determined by Council on the basis that all ratepayers must make a reasonable contribution to the cost of the Local Government

services/facilities.

SHIRE OF MUNDARING




SHIRE OF MUNDARING



9. SPECIFIED AREA RATE - 2015/16 FINANCIAL YEAR

The Shire of Mundaring will not levy any Specified Area Rates in 2015/16.

10. SERVICE CHARGES - 2015/16 FINANCIAL YEAR

The Shire of Mundaring will not levy any Service Charges in 2015/16.

2015/16 2014/15

Budget Actual

11. FEES & CHARGES REVENUE $ $

General Purpose Funding 127,500 125,942

Law, Order, Public Safety 147,200 252,566

Health 55,700 67,700

Education and Welfare 2,337,948 2,177,552

Community Amenities 7,626,183 7,191,304

Recreation and Culture 785,490 844,823

Transport 1,000 9,310

Economic Services 243,500 308,500

Other Property and Services 8,000 16,632

11,332,521 10,994,329

The detail of fees and charges on an individual basis can be found in the Shire's 2015/16 Schedule of Fees and Charges.

12. RATE PAYMENT DISCOUNTS, WAIVERS AND CONCESSIONS

- 2015/16 FINANCIAL YEAR

The Shire of Mundaring will not be offering a discount for the early payment of rates in the 2015/16 financial year.

The Shire of Mundaring will be offering incentive prizes to ratepayers during the 2015/16 financial year. The cost to Council

in relation to the rates incentive competition is $4,300, being $2,500 towards the first prize, $1,500 towards the second prize

and $300 for pool entry.

Ratepayers other than Councillors, Government organisations and Shire staff who pay their rates in full by 17 August 2015

will be automatically entered into the draw. The computer will randomly select winners for the rates incentive prizes.

An allowance of $1,500 has been included in the 2015/16 budget for the write-off of rates.


SHIRE OF MUNDARING



13. INTEREST CHARGES AND INSTALMENTS - 2015/16 FINANCIAL YEAR

There are three options offered for the payment of rates:-

1) In full by 17 August 2015

2) Payment by four instalments being due on

17 August 2015 1st Instalment

19 October 2015 2nd Instalment

21 December 2015 3rd Instalment

22 February 2016 4th Instalment

3) A payment arrangement agreed under section 6.49 of the Local Government Act 1995.

An administrative charge of $25.50 is levied where rates payment is made by the four instalments option.

Budgeted income in 2015/16 for instalment administrative charges is $127,500.

No interest is levied for payment by instalments.

Ratepayers who enter an agreement to pay rates as provided in Section 6.49 of the Act are not levied an

administrative charge but interest is paid on the rates balance outstanding until it is paid in full.

Overdue interest charges of 11% per annum will be applied on a daily basis for any rate payment

outstanding after it is due and payable. Budgeted income for 2015/16 for interest charges is $155,000.

2015/16 2014/15

Budget Actual

14. ELECTED MEMBERS REMUNERATION $ $

The following fees, expenses and allowances were

paid to council members and/or the president.

Meeting Allowances 260,321 247,475

President’s Allowance 50,604 46,505

Deputy President's Allowance 12,651 11,626

Travelling Expenses 10,000 10,000

Telecommunications Allowance & Expenses 43,500 43,000

377,076 358,606


SHIRE OF MUNDARING



15. NOTES TO THE STATEMENT OF CASH FLOWS

(a) Reconciliation of Cash

For the purposes of the statement of cash flows, cash includes cash and cash equivalents,

net of outstanding bank overdrafts. Estimated cash at the end of the reporting period

is as follows:

2015/16 2014/15 2014/15


$ $ $

Cash - Unrestricted 3,906,740 7,173,993 3,981,760

Cash - Restricted 23,061,452 10,752,618 24,233,068

26,968,192 17,926,611 28,214,828

The following restrictions have been imposed by regulation or other externally imposed requirements:

Works Plant Replacement Reserve 716,008 324,905 311,929

Civic Facilities Reserve 11,573,395 1,075,187 16,692,777

Information Technology Reserve 874,686 807,707 810,580

Long Service Leave Reserve 456,707 180,587 223,195

Children's Service Reserve 2,066,344 2,016,277 2,036,148

Gravel Pit Rehabilitation Reserve 45,642 102,179 218,914

Capital Investment Reserve 4,883,197 3,720,684 2,126,749

Capital Income Reserve 2,445,473 2,075,091 1,812,776

Unspent Grants Reserve 0 450,000 0

23,061,452 10,752,618 24,233,068

(b) Reconciliation of Net Cash Provided By

Operating Activities to Net Result

Net Result 2,329,158 (2,102,329) (1,578,009)

Depreciation 8,230,604 10,126,028 8,541,748

(Profit)/Loss on Sale of Asset (1,266,364) 67,436 0

Grants/Contributions for the Development

of Assets (5,387,174) (2,557,096) (3,519,507)

Net Cash from Operating Activities 3,906,224 5,534,039 3,444,232

(c) Undrawn Borrowing Facilities

Credit Standby Arrangements

Bank Overdraft Limit 1,000,000 1,000,000 1,000,000

Bank Overdraft at Balance Date 0 0 0

Credit Card Limit 300,000 300,000 300,000

Credit Card Balance at Balance Date (100,000) (100,000) (100,000)

Total Amount of Credit Unused 1,200,000 1,200,000 1,200,000

Loan Facilities

Loan Facilities in use at Balance Date 13,605,562 4,346,637 20,346,637

Unused Loan Facilities at Balance Date 0 0 0


16. TRUST FUNDS

Funds held at balance date over which the local government has no control and which are not included in

the financial statements are as follows:

Estimated Estimated Estimated

Balance Amounts Amounts Balance

Detail 1-Jul-15 Received Paid 30-Jun-16

$ $ ($) $

Deposits, bonds & retentions 1,522,127 510,000 (870,000) 1,162,127

POS and road construction 4,161,837 330,000 (200,000) 4,291,837

Developer scheme costs 48,703 8,500 (14,000) 43,203

BCITF Levy 0 110,000 (110,000) 0

BRB Levy 0 120,000 (120,000) 0

5,732,667 1,078,500 (1,314,000) 5,497,167

17. MAJOR LAND TRANSACTIONS

It is not anticipated any major land transactions will occur in 2015/16.

18. TRADING UNDERTAKINGS AND MAJOR TRADING UNDERTAKINGS

It is not anticipated any trading undertakings or major trading undertakings will occur in 2015/16.

SHIRE OF MUNDARING




19. DIRECTORATE BUDGETS

2015/16 2014/15

Budget Actual

$ $


Revenue

AFM Branch Librarian 24,666 23,266

Bilgoman Aquatic Centre Manager 363,220 583,410

Brown Park Manager 88,200 102,800

Communities For Children 120,000 90,996

Community Facilities Coordinator 144,200 165,723

Coordinator Lake Leschenaultia 360,000 361,700

Director Strategic & Community Services 0 530

Eastern Region Family Day Care Scheme 1,327,000 1,374,496

Inclusion Support Agency 365,940 372,000

KSP Branch Librarian 14,343 32,064

Manager Libraries & Community Engagement 211,570 489,231

Manager Recreation and Leisure Services 95,800 114,230

Midvale Early Childhood & Parenting Centre 1,653,200 1,417,004

Midvale Parenting Program 300,000 0

Midvale Playgroup & Toy Library 9,000 7,746

Mt Helena Aquatic & Recreation Centre Manager 63,090 64,440

Swan Children and Family Centre - Clayton View 818,000 1,066,000

Swan Children and Family Centre - Middle Swan 152,000 152,000

Toy Library Coordinator 27,308 29,008

Total Revenue 6,137,537 6,446,644

Expenses

AFM Branch Librarian (743,859) (701,451)

Bilgoman Aquatic Centre Manager (1,042,643) (2,748,316)

Brown Park Manager (458,351) (447,645)

Communities For Children (119,000) (189,816)

Community Facilities Coordinator (1,073,517) (1,074,518)

Community Playgroups (176,911) (177,395)

Coordinator Lake Leschenaultia (757,255) (792,785)

Director Strategic & Community Services (1,444,126) (1,501,224)

Eastern Region Family Day Care Scheme (1,316,960) (1,326,894)

Inclusion Support Agency (347,380) (346,960)

KSP Branch Librarian (677,753) (715,386)

Manager Libraries & Community Engagement (1,523,810) (1,434,815)

Manager Recreation and Leisure Services (870,193) (786,150)

Maternal & Infant Health (39,425) (39,425)

Midvale Early Childhood & Parenting Centre (1,616,129) (1,343,812)

Midvale Parenting Program (300,000) 0

Midvale Playgroup & Toy Library (9,310) (8,766)

Mt Helena Aquatic & Recreation Centre Manager (291,847) (299,488)

Swan Children and Family Centre - Clayton View (795,555) (753,094)

Swan Children and Family Centre - Middle Swan (355,276) (323,936)

Toy Library Coordinator (58,461) (59,523)

Total Expenses (14,017,761) (15,071,399)

Net Expenses (7,880,224) (8,624,755)

SHIRE OF MUNDARING

SUPPLEMENTARY INFORMATION FORMING PART OF THE BUDGET



19. DIRECTORATE BUDGETS (Continued)

2015/16 2014/15

Budget Actual

$ $

OFFICE OF CHIEF EXECUTIVE AND CORPORATE SERVICES

Revenue

Allocations Office Vehicles 542,129 596,340

Allocations Ranger Vehicles 0 9,000

Chief Executive Officer 0 0

Director Corporate Services 20,361,571 2,961,759

Governance and Risk 18,000 62,497

Manager Finance and Governance 26,250,666 24,513,881

Manager Information Systems 8,300 2,500

Profit and Loss on Sale of Assets 1,266,364 (67,436)

Total Revenue 48,447,030 28,078,541

Expenses

Allocations Office Vehicles (444,369) (581,204)

Allocations Ranger Vehicles (97,760) (107,136)

Chief Executive Officer (553,764) (502,723)

Director Corporate Services (25,678,701) (3,104,682)

Governance and Risk (36,555) (30,774)

Human Resource Manager (622,400) (579,845)

Manager Finance and Governance (4,407,917) (3,836,821)

Manager Information Systems (1,995,648) (1,792,780)

Total Expenses (33,837,114) (10,535,965)

Net Revenue 14,609,916 17,542,576

SHIRE OF MUNDARING





2015/16 2014/15

Budget Actual

$ $


Revenue

Coordinator Civil Works 0 93,349

Coordinator Parks Services 255,333 90,000

Coordinator Plant and Depot Services 2,112,810 2,261,713

Director Infrastructure Services 15,987,136 5,501,845

Engineering Technical Officer - Civil 45,000 44,310

Maintenance Supervisor 1,000 9,632

Manager Building Assets 1,900,000 500,000

Manager Design Service 530,000 0

Manager Operations Service 249,000 77,000

Waste & Recycling Coordinator 7,317,763 6,851,960

Total Revenue 28,398,042 15,429,809

Expenses

Construction Supervisor (3,298,662) (2,201,563)

Coordinator Civil Works (332,000) (1,979,571)

Coordinator Parks Services (4,674,401) (3,938,377)

Coordinator Plant and Depot Services (2,373,995) (2,480,029)

Director Infrastructure Services (5,549,841) (7,380,655)

Engineering Technical Officer - Civil (932,000) (623,500)

Maintenance Supervisor (2,077,460) (2,089,816)

Manager Building Assets (10,532,531) (2,069,300)

Manager Design Service (997,951) (124,760)

Manager Operations Service (1,242,051) (1,088,860)

Waste & Recycling Coordinator (7,199,602) (6,323,386)

Works Supervisor (1,982,862) (977,030)

Total Expenses (41,193,356) (31,276,847)

Net Expenses (12,795,314) (15,847,038)

SHIRE OF MUNDARING





2015/16 2014/15

Budget Actual

$ $

STATUTORY SERVICES

Revenue

Bushcare Coordinator 0 5,909

Coordinator Environment and Sustainability 1,934 17,069

Manager Building Services 243,500 323,799

Manager Health & Community Safety Service (CSS) 665,527 841,565

Manager Health & Community Safety Services (HS) 65,191 77,191

Manager Planning 298,707 379,075

Total Revenue 1,274,859 1,644,608

Expenses

Bushcare Coordinator (205,100) (225,797)

Coordinator Environment and Sustainability (647,182) (620,996)

Director Statutory Services (131,237) (130,324)

Manager Building Services (588,958) (573,697)

Manager Health & Community Safety Service (CSS) (2,226,761) (2,224,103)

Manager Health & Community Safety Services (HS) (570,012) (521,840)

Manager Planning (1,040,480) (1,064,253)

Total Expenses (5,409,730) (5,361,010)

Net Expenses (4,134,871) (3,716,402)

SHIRE OF MUNDARING




SC235 JUNE 2015

7.0 MATTERS BEHIND CLOSED DOORS Nil 8.0 CLOSING PROCEDURES 8.1 Date, Time and Place of the Next Meeting

The next Ordinary Council meeting will be held on Tuesday, 14 July 2015, at 6.30pm in the Council Chamber.

8.2 Closure of the Meeting

Shire President declared the meeting closed at 7.33pm.

confirmed minutes special council meeting 23 june 2015 · business plan, the shire’s intention is...

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