Council Reassessment Proposal

Getting started . . .

Before you commence this template, please check the following:

The Office considers this proposal should not be an onerous undertaking for Council, and encourages you to

keep responses to a maximum of 500 words, ensuring the information is directly relevant to your proposal.

Proposals should be completed within the template format provided.

Specific references to the relevant page and/or paragraph of any attachments should also be included in your

response.

Refer to the Fit for the Future Financial Criteria Reassessment Guidelines as you complete your proposal

template.

Council is only required to submit for reassessment, those areas that IPART considered ‘did not satisfy’ the Fit

for the Future benchmarks.

Councils in OLG groups 8 – 11, should submit the Own Source Revenue ratio including and excluding Financial

Assistance Grants (FAG) allocation.

Councils in OLG groups 8 – 11, have until 2025/26 to achieve the benchmarks.

FAG allocations should be calculated on Council’s current funding allocation.

The indicators are to be actual or forecast figures for each year, not a 3 year average as previously reported in

Council’s proposal assessed by IPART.

Council should also include the Income Statement from its Long Term Financial Plan (LTFP); a hyperlink to

your full LTFP; and any other documents relevant to your Council’s proposal.

You are invited to contact the Office, should you wish to further clarify your Council’s proposal.

Council should forward a copy of the Council resolution endorsing the revised proposal when available.

Actual results for 2015/16 should be included even if they have not been audited at the time of submission.

They will be treated as preliminary results.

Council name: WEDDIN SHIRE COUNCIL

Date of Council resolution endorsing this submission:

21 July 2016

1.1 Executive Summary

Provide a summary (up to 1000 words) of the key points of your Proposal including current performance, the issues facing your council

and your planned improvement strategies following IPART’s initial assessment.

Weddin Shire Council is located in Central West NSW and networked to the centres of Cowra, Parkes, Young, Orange and Canberra. Weddin Shire Council is a rural council that has witnessed declining population between 1976 and 1996 losing 1000 or 20% of its people but since 1996 population has remained steady and risen by 50 people to 3,709 people since 2011. Council has worked hard to provide good community amenity and services to drive the reverse in population decline so that agriculture and rural employment that helps drive critical regional productivity can be supported. The greatest risk to the Weddin Shire, the regional economy and to national capacity to respond to changing economic drivers is to lose skills and capacity from rural centres. The FFTF process has led Council to review a range of opportunities to improve its fiscal performance, to ensure sustainability and deliver services to attract and retain skills and population. The initial FFTF proposal took council close to being fit in all criteria. Proposed realistic and proactive actions have brought the council to a point where it can achieve the benchmark ratios within 10 years. The Long Term Financial Plan (LTFP) sets out a base case and demonstrates that the proposed actions as agreed in the first proposal and refined in this proposal will result in achievement of the benchmark ratios and sustainable outcomes. These actions include:

significant governance changes reducing administrative burdens;

assets renewal funded by the Special Rate Variation (SRV) with a new aquatic facility and a new medical centre; and

some commercial funding streams including providing a NSW Service Outlet The Council had undertaken extensive community consultation in supporting the successful SRV of some 28% over 4 years. The Council has also dedicated resources to an improved assets management plans designed to meet community expectation in terms of service levels and also reviewed the accuracy of old data. These assessments and reviews have revealed some erroneous pre-

existing assumptions the correction of which has provided improved base data; delivering a ratio outcome that is sustainable and meets the FFTF target over time. Into the future, Weddin Shire Council has led a regional agreement with the Mid Lachlan Alliance to collaborate on systems improvement and service level assessment and successfully sought FFTF Innovation funding. The funded projects will develop new ways of thinking and working, introduce more efficient processes and share knowledge and resources that can improve shared approaches and outcomes between the Alliance Councils supported by the Joint Organisation. It is proposed to work closely with the NSW Office of Local Government (OLG) to support mechanisms for replication and learning. The two complimentary projects enable the key outputs to embed principles of fiscal responsibility to improve long term sustainability and to ensure the community receives best value quality services with an efficient customer interface. The projects are to:

1. Complete a detailed scoping and implementation strategy to develop new policy frameworks and organisational systems to be FFTF in order to deliver principles of sound financial management based on the principles of fiscal responsibility prescribed in the proposed phase one amendments to the LGA 1993.

2. Complete two efficiency and service reviews including building staff capacity and development of model templates for roll out to other services council wide, on two of the Alliance Councils’ largest recurrent operational expenditure programs:

Roads infrastructure maintenance and improvements Parks, reserves and gardens infrastructure maintenance and improvements.

The Mid Lachlan Alliance collaboration key outcomes will deliver: Responsible and sustainable spending, aligning general revenue and expenses in accordance with the objectives set

through Councils’ Integrated Planning and Reporting frameworks. Responsible and sustainable infrastructure investment. Achievement of more rigorous revenue policies by applying principles of taxation such as equity, efficiency, simplicity,

sustainability and consistency; Effective financial and asset management, including sound policies and processes for:

Performance management and reporting;

Asset maintenance and enhancement;

Funding decisions;

Risk management practices. Achievement of intergenerational equity, to ensure:

Policy decisions are made having regard to their financial effects on future generations;

The current generation funds the costs of its services.

The policy frameworks, capacity building of Councillors and staff, linkages with the internal audit function, fiscal sustainability of revenue policies, and performance management and reporting frameworks will align with the prescribed Phase 1 amendments to the Local Government Act 1993. The innovation fund project will enable Council to achieve the strategies required for it to deliver financial sustainability including:

Cost containment and efficiency gains Skill and capacity building Service Reviews Fees & Charges and expenditure reviews with a move towards cost recovery Improved systems and processes Improved asset management and strategic asset planning

As economic growth is central to sustainability the Council has also commenced a significant collaboration with the Murray Darling Basin (MDB) Commission in developing an integrated Economic Development Strategy (EDS) that will feed into long term sustainability with a focus on the opportunities presented by digital disruption, eHealth opportunities, leveraging the aging industry and using the SEIFA index advantage of a higher regional skills level to deliver innovation to support agriculture. Weddin is also planning to lead a collaborative group of other rural communities in the MDB to scope the potential for research on the motivators allowing the capture of labour market skills from regional centres to rural towns building on research undertaken by the 7 inland cities (Evocities). Weddin Shire Council is targeting funding for a business case on developing a digital rural eHealth centre from the MDB Commission to support the development of eHealth and rural health services emerging through changed Medical Benefits Payment arrangements and low cost digital diagnostic tools needing to be trialled. Finally, Weddin Shire Council has made an application for funds to support local business skills development and to support collaboration across industry types.

Sustainability

Measure/ benchmark

Estimated 2015 / 2016 performance

Achieves FFTF benchmark?

Forecast performance 2025 / 2026 (Group 8-11 Councils)

Achieves FFTF benchmark?

Operating Performance Ratio (Greater than or equal to break-even – actual/forecast year only)

-0.57%

No

5.31%

Yes

Own Source Revenue Ratio (Greater than 60% -

actual/forecast year only) 79.03% Incl FAG 51.88% Excl FAG

Yes 85.21% Incl FAG 60.64% Excl FAG

Yes

Building and Infrastructure Asset Renewal Ratio (Greater than 100% -

actual/forecast year only)

136.79% Yes 114.02% Yes

What measures has council implemented to achieve the benchmarks following Council’s initial proposal?

Weddin Shire Council coordinated and prepared a successful joint submission with the Mid Lachlan Alliance to the innovation fund to achieve financial sustainability meeting the fiscal responsibility demands imbedded in proposed phase one amendments to the LGA 1993

Capacity building activities are now central to the Councils culture - Capacity building focus of all FFTF initiatives are built into the councils approach:

o innovation fund project, o road revaluation work done in house using methodology developed by Central West roads group, asset mgmt.

training now a focus of Council, o strategic use of consultants to build capacity rather than just complete a report to ‘tick a box’, o additional training budget allocation as part of 2016-17 budget

Implemented SRV and engaged with community on options for further SRVs as a buffer without any community backlash

Applied adequate compensation (cost recovery) to General Fund for administrative costs from Sewer Fund.

Revision of overstated depreciation figures – roads and drainage and improving asset mgmt. data on an ongoing basis.

Submitted grant funding application to bring forward asset renewal of Sewer treatment plant.

Secured a new income stream after accepting proposal to provide Service NSW outlet.

Reviewed expenditure programs and service provisions including: o Review of caravan park services, o currently tendering tip mgmt. contract, o investigating kerbside solid waste collection service delivery

Funding from Murray Darling Basin (MDB) Commission for new economic development strategy and action plan which: o focusses on a strong local economy which in turn helps Council sustainability o retains and attracts skills o is evidenced based on community research and draws on the SEIFA index strategic advantages o leads to scoping a project to fund research to better understand and target skills attraction markets o scope a proposal to secure funding for a business plan to develop a digital and eHealth Centre for research based in

Weddin Shire collaborating with rural health service and research agencies

Using debt – sought and gained approval for loan funding to address a large part of Council’s infrastructure backlog for renewal of Grenfell Pool and future Health Centre development rationalising health service systems

Commenced the Grenfell Pool renewal project to reduce ongoing maintenance costs, reduce infrastructure backlog and provide essential community amenity.

If the Fit for the Future benchmarks are not being achieved, please indicate why.

For example, historical constraints/context, one-off adjustments/factors, council policies and trade-offs between criteria.

Being met however Council dealing with:

Outdated systems – to be addressed as part of the FFTF innovation fund project in partnership with the Mid Lachlan Alliance, the JO and the OLG.

Difficult to attract skills and capacity - Capacity building focus of all FFTF initiatives – eg’s – innovation fund project, road revaluation work done in house using methodology developed by Central West roads group, asset mgmt. training now a focus of Council, strategic use of consultants to build capacity rather than just complete report to ‘tick a box’.

Historical tendency to overstate negative position in order to advocate greater funding. Council reviewing asset mgmt. in line with revaluation cycle and has already reviewed some depreciation figures with a view to accurately measuring depreciation, actual conditions and useful lives.

Moving from historical informal policy of save rather than borrow to better renew assets and meet intergenerational equity principles.

Dealing with government policy focus on regional and metropolitan centres – discretionary funding difficult to achieve, challenging advocacy problem for smaller regional shires, there is a need to have support from the JO on rural infrastructure that can impact regional capacity especially in health and aged care services and ancillary support.

How will your council become Fit for the Future?

Summarise your council’s key strategies to improve performance against the Sustainability benchmarks in the 2020/21 period, (2025/26 for OLG group 8-11) including the outcomes you expect to achieve.

Fitness Campaign – 1 embed fiscal responsibility principles into Council policies and systems to ensure our structure is fit

for purpose and 2 service reviews. (Total value $520,000)

SRV implemented.

Fees and charges review – e.g. caravan park charges increased, more realistic income assumptions as per 2016-17 budget

Cost containment and efficiency strategies that will be supported by the collaboration with the Mid Lachlan Alliance, the JO on advocacy and the OLG as case studies for service reviews and meeting fiscal responsibility requirements.

Improve asset management and strategic asset planning – depreciation review (roads and drainage depreciation reductions already achieved) to reduce overstated depreciation and accurately reflect real consumption of assets and community expectations on service levels.

Service reviews – Review expenditure programs and service provisions – e.g. Review of caravan park services, currently tendering tip mgmt. contract, investigating kerbside collection service delivery. Templates and organisational and inter-organisational learning supported by the Innovation fund grant to undertake Roads and Parks and Gardens service level reviews will provide capacity to delivering better targeted services across the whole of Council.

Reviewed expenditure programs – operational expenditure reduced and capital renewal expenditure increased to achieve sustainability as incorporated into 2016-17 budget and beyond.

Sustainability

Explain the key assumptions that underpin your strategies and expected outcomes.

For example the key assumptions that drive financial performance including the use of SRVs, growth in rates, wage increases, Financial Assistance or other operating grants, depreciation, and other essential or major expense or revenue items.

SRV approved and implemented supported by the community including the possibility of future specific SRVs targeted to new asset programs. As part of the service reviews and the fiscal responsibility systems development it is envisaged that any new assets would be supported by a policy position to fund capital through a combination of loans supported by SRVs where appropriate

Capacity building by engagement with innovative responses engaging and building staff skills o innovation fund grant project – WSC lead Council o asset management planning being undertaken by engineering staff o lead MDB generated research on skills attraction and local business skills development especially around the

Productivity Commissions report on Digital Disruption http://www.pc.gov.au/research/completed/digital-disruption o Business development reflecting on the Productivity Commissions report of opportunities emerging from Digital

Disruption

Improve systems and processes – innovation fund project outcome visioning collaborative opportunities with Mid Lachlan Alliance Councils and the JO as a template and learning tool to other ‘rural’ councils in collaboration with the OLG NSW

Fees and charges reviewed for cost recovery – e.g. caravan park review of service provision resulting in a resolution to increase fees over and above the normal annual increase to move towards cost recovery for this service provision, increased conservative income estimates to more realistic levels

Service NSW being implemented - $50K additional income annually and options for job redesign

Depreciation review conducted in conjunction with fair value revaluation cycles as current depreciation is overstated and not reflecting real world conditions

o roads completed and will impact 2015-16 financials with significant reduction in depreciation and service level reviews to come and not factored into financial impacts as yet. This work forms a comprehensive base for the Innovation Fund (Fitness Campaign) service review on roads as they impact WSC

o RFS assets and associated depreciation removed from financials in 2014-15 year and reported to auditor o Drainage found historic base error in previous treatment leading to a substantial reduction in annual depreciation

Corrected classification of grants – previously treated some grants as capital when in fact upon reviewing the grant guidelines these were available to fund either capital or operating expenditure and hence classified as operating grant and this impacts ratio calculations.

As part of 2016-17 outlined more realistic income estimations and reviewed expenditure programs with operational expenditure diverted to capital programs.

Staff/workforce planning – anticipated retirements to impact wages, innovation fund outcomes to impact staffing required

has improved short term and long term costs. The systems review supported by the innovation grant will provide systematic improvements and build resource sharing through a collaborative model. These improvements will be additional to those reflected in the current LTFP.

Key assumptions delivered by the above actions as modelled in the LTFP:

Salaries & Wages – A $30,000 reduction in Salaries & Wages expenses forecast each year in 2018, 2019 & 2020.

Materials & Contracts – An ongoing reduction of $60,000 in the cost of the plant & vehicle fleet costs in 2020. A reduction of $10,000 each year for seven years starting in 2020 being a reduction in procurement costs resulting from anticipated savings as council matures it procurement model towards best practice, generates efficiency savings and reviews services levels.

Depreciation - A revaluation of Infrastructure assets taking into account current asset performance is expected to reduce currently overstated depreciation. Many of these forecast depreciation reductions have actually been realised in conjunction with the fair value review of Council’s asset base and improvement in the underlying asset management data. These reductions are based on the extension of asset useful lives to match current condition assessments and adoption of proper componentisation replacing residual values where appropriate.

Other Expenses – A reduction in other expenses costs of $25,000 resulting from a reduction in Councillor numbers from 9 to 7 in 2021.

Charges Income – An increase of $100,000 in Charges income in 2018 resulting from cost recovery initiatives implemented by Council, additional income from other levels of government in line with the current trend of increased infrastructure maintenance expenditure and efficiencies allowing increased utilisation of Council assets to provide services on a fee for service basis and consequently generate additional income streams.

Sustainability

Outline your strategies and outcomes in the table below: Note the below strategies and outcomes below incorporate the key actions contained within the following improvement action plan.

Objective Strategies Key milestones Outcome Impact on other measures

1. Increase Income a) Review fees & charges

b) Identify and implement new income streams

c) Review income estimates used in forecasts

d) Implement SRV and have capacity to use future SRV to fund new capital works

a) IP&R driven

b) Capitalise on opportunities evident in system reviews

c) IP&R driven and impacted by improved system dashboards

d) As per SRV approval and ongoing

Increased income assists in delivering financial sustainability

Positively impacts other measures

2. Reduce Expenditure a) Service/Organisational Reviews

b) Improve Asset Management data and Strategic Planning

a) Completion of the “Fitness Campaign” pilots and then full implementation

b) IP&R and revaluation cycle driven

Decreased expenditure assists in delivering financial sustainability

Positively impacts other measures

c) Review of overstated depreciation expenses

d) Review of systems and processes to improve efficiencies – fiscal responsibility

e) Workforce planning

c) Revaluation cycle driven

d) Completion of “Fitness Campaign” project

e) Match service review to job roles

3. Build Capacity & Skill and Improve Systems

a) Strategic use of consultants to build capacity and innovation

b) Staff training initiatives c) Work collaboratively

with other Councils, JO, OLG and other stakeholders

d) Improve customer interface

e) Building community partnerships

a) Engagement of consultants based on capacity building

b) Training delivers task fitness skills

c) Effective engagement building trust goodwill and commitment

d) Completion of “Fitness Campaign” project and adoption of fit for purpose systems

e) Completion of “Fitness Campaign” and adoption of fit for purpose systems

Building capacity and skills impacts all areas of Council service delivery and is critical to delivering long term financial sustainability Improved systems are critical to reducing costs, improving efficiencies and delivering direct customer interfaces positively impacting sustainability

Positively impacts other measures

4. Economic Growth a) Undertake new economic development strategy

b) Provide improved community amenity

c) Review systems and link to IP&R to facilitate business activity

a) Completion of new economic development plan

b) IP&R driven

c) Initial linkages complete and ongoing review IP&R driven

Council sits within a wider context - a responsive economy ensures the economic health of the community and consequently a financially sustainable Council

Positively impacts other measures

Improvement Action Plan

Summarise the key improvement actions that will be achieved in the first year of your plan. Note the below actions should be considered in conjunction with the above strategies and outcomes.

Action plan

Actions Milestones

1. Implementation approved SRV - to achieve a more robust revenue base. Progressively implement over 4 years as approved.

2. Undertake collaborative Mid Lachlan Alliance ‘Fitness Campaign’ – Using a project agent the collaborative project will embed the fiscal responsibility principles into the organisation and undertake service reviews. These actions will facilitate increased strategic capacity to positively impact the organisations long term sustainability and ensure our structure is ‘fit for purpose’.

Implement as per approved FFTF innovation fund grant.

3. Review of Asset Management Plans and Asset Classes - Revalue infrastructure including assessment of useful lives after conducting condition assessments and then use this information to inform a review of Asset management Plans and be articulated into the IP&R as part of an asset preservation strategy. The ‘Fitness Campaign’ will help link service level to depreciation policy and impact AMPs

Annually in accordance with OLG guidelines. Note - Roads and Drainage impacts to be included in 2015-16 financials. Buildings assets class will be completed in 2016-17 year.

4. Make strategic use of debt and comply with SRV approval - Utilise debt funding to facilitate building Grenfell Health (Medical Centre) and Grenfell Pool renewal

Loan funding approved in relation to the Grenfell Pool upgrade with loan funds to be drawn down in 2017 financial year.

5. Achieve cost saving and efficiency gains – Innovation fund project and also ongoing Implementation of FFTF strategies - for example progressively implement findings of procurement road-mapping program to increase the organisations procurement capability

Innovation fund financial sustainability fitness project to be implemented as per approved innovation fund project and other FFTF strategies implemented on an ongoing basis.

Outline the process that underpinned the development of your Action Plan.

Councillors participated in an initial workshop on the FFTF broad direction (February 2015) led by Mr Glenn Inglis, Masters et al, Law, Public Policy, Business and Mr Stephen Sykes, MBA; B. Soc Sc; Dip Loc.Govt; and L.M (PNG service medal). Mr Inglis is a co-author of the ILGRP report with a long and distinguished history in local government. Mr Sykes is a former long serving Director of Orange City Council, Past Chair of Evocites Committee, Past Chair of The NSW Regional Waste group collaboration (funded by NSW EPA) and currently a formal panel member of the NSW Department of Education and Communities infrastructure program and the NSW Ministerial Implementation Group (IWG) on Container Deposit Scheme implementation, and has supported the Council in the preparation of a successful SRV application, the Comprehensive Proposal and the supporting Template 3 proposal. WSC senior staff attended and participated in the workshop and had an ongoing hands on involvement in the FFTF proposal development. This was followed by a series of briefing sessions and community consultation mechanisms set out in the Comprehensive Proposal Attached. The extensive process supporting the FFTF Proposal has been founded on work undertaken in support of the successful SRV application which used Stephen Sykes of Sykes Peer Review, to quote from the SRV application, which demonstrates that the FFTF Proposal was in mind at an early stage: 1. “An external consultant has been engaged to support the SRV application development and also to review the LTFP that will also inform the operational plan and the delivery plan into the future. 2. The LTFP has been independently prepared by Jeff Roorda & Associates and then assessed by Stephen Sykes of Sykes Peer Review. TCorp figures are set out in the introduction but demonstrate that business as usual is not an option regardless of the outcome of the FFTF policy initiative. (February 2015) WSC engaged Sykes Peer Review to support the FFTF Proposal development on the basis of utilising a capacity building methodology focussed on staff, Councillors, community and other stakeholder engagement, skill development generating commitment and goodwill; so that the action plan has a strong sense of ownership and organisational commitment. WSC engaged with the JO: although to date no specific policy direction has been formally proffered by the JO beyond it’s presentation at the NSW Local Government workshop held in Sydney in May 2015 where the Central West NSW JO and CENTROC Executive Officer advised the meeting that the JO would be an advocacy and not service delivery body – confirmed following discussion with GMAC members. This Proposal is framed around this understanding.

There has been contact with each of the Rural Councils, and face-to-face meetings with a number of the RC’s and WSC’s consultant. A draft voluntary Compact to collaborate has been distributed and will be subject of further discourse and refinement following the outcome of the FFTF process (Copy attached to the Comprehensive Proposal). WSC initiated and held meetings with Cowra and Forbes, un-bolded candidates for amalgamation and minutes are attached to the Comprehensive Proposal. There has been discussion with a number of other Local Councils and peak groups. A FFTF discussion paper framed around the Draft Rural Council Template 3 was prepared following extensive community input and endorsed by Weddin Shire Council for public exhibition and comment for 28 days from 22 May 2015. The Comprehensive FFTF Proposal paper as attached was informed by the draft discussion paper and used to complete the Template 3 following community input. An email advising WSC of the final IPART FFTF Template 3 was received by WSC on 18 June 2015 for completion, review, council determination and lodgement on 30 June 2015. Prior to adoption of this Final FFTF Proposal the document was distributed and discussed at a dedicated workshop and then determined at a full meeting of the WSC on 25 June 2015. Subsequent to our original submission Weddin Shire Council has continued to work towards achieving its FFTF actions. Given a lack of commitment from the designated rural Councils to work as a collaborative body in dealing with like challenges, Weddin Shire Council has shifted its collaborative focus to the Mid Lachlan Alliance which has historically been very productive. Weddin Shire Council was the lead Council in developing a collaborative Financial Sustainability Fitness Campaign Project which successfully achieved grant funding under the FFTF Innovation Fund. Weddin Shire Council anticipates collaborative opportunities into the future through the JO. Councillors and senior staff have again been actively involved in the development of the FFTF resubmission with Council attending a workshop on 14 July 2016 to formally review the resubmission prior to it being adopted and endorsed for submission at its July Council meeting on also on 14 July 2016.

How will your plan improve performance? (Ratios to be calculated as a single year, not 3 year averages)

Expected improvement in performance If Council satisfied the Infrastructure and Service Management and Efficiency criterion as part of IPART’s assessment, there is no need to complete the relevant ratios below. However, Councils can complete all ratios to further substantiate your reassessment proposal if desired.

Measure/ benchmark 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

2021/22 (Group 8-11

Councils only)

2022/23 (Group 8-11

Councils only)

2023/24 (Group 8-11

Councils only)

2024/25 (Group 8-11

Councils only)

2025/26 (Group 8-11

Councils only)

Achieves FFTF

benchmark?

Operating Performance Ratio (Greater than or equal to break-even)

-0.57%

8.85% 1.83% 3.84% 1.00% 1.76% 2.49% 3.27% 3.98% 4.63% 5.31%

Yes

Own Source Revenue* Ratio (Greater than 60%)

79.03%

51.88%

68.62%

50.56%

81.20%

57.46%

81.51%

58.03%

85.27%

60.79%

85.23%

60.68%

85.22%

60.66%

85.22%

60.67%

85.22%

60.67%

85.21%

60.64%

85.21%

60.64%

Yes

Building and Infrastructure Asset Renewal Ratio (Greater than100%)

136.79% 335.68% 100.64% 104.09% 101.87% 104.73% 96.00% 98.05% 118.55% 111.90% 116.13% Yes

*Own Source Revenue Ratios are shown including and excluding a FAG

Council’s Income Statement from its Long Term Financial Plan, as well as a hyper link to Council’s full Long Term Financial Plan and a link to Council’s original FFTF submission to IPART and a copy of Councils resolution supporting Councils reassessment submission follow:

Full LTFP can be found at: http://www.weddin.nsw.gov.au/council/information-policies-and-reports/integrated-planning Original FFTF Submission can be found at: http://www.ipart.nsw.gov.au/Home/Industries/Local_Govt/Council_Portal/Applications/FFTF_2015/Weddin_Shire_Council?ot=LG_FFTF_Proposal

Year Ending 30 June: 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

Year 0

Budget

Year 1

Budget

Year 2

Plan

Year 3

Plan

Year 4

Plan

Year 5

Plan

Year 6

Plan

Year 7

Plan

Year 8

Plan

Year 9

Plan

Year 10

Plan

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Operating Revenue

Rates 2,502 2,696 2,885 3,087 3,179 3,275 3,373 3,474 3,578 3,686 3,796

Charges 1,990 2,006 2,216 2,283 2,351 2,422 2,494 2,569 2,646 2,726 2,807

Grants - For Operating Purposes 4,111 4,949 4,024 4,131 3,794 3,908 4,025 4,146 4,270 4,398 4,530

Grants- For Capital Purposes 5,721 914 323 333 343 353 364 375 386 398 410

Investment Income 140 140 114 115 119 94 92 97 99 95 97

Net gain from disposal of Assets 5 5 0 0 0 0 0 0 0 0 0

Other 186 214 220 227 234 241 248 256 263 271 279

Total Operating Revenue 14,655 10,924 9,783 10,176 10,020 10,292 10,597 10,917 11,243 11,573 11,919

Operating Expenses

Salaries & Wages 3,670 3,793 3,877 3,963 4,052 4,174 4,299 4,428 4,561 4,697 4,838

Materials & Contracts 2,919 2,224 2,291 2,359 2,360 2,421 2,484 2,548 2,615 2,683 2,754

Depreciation 2,191 2,191 2,132 2,135 2,139 2,144 2,148 2,152 2,158 2,163 2,168

Borrowing Costs 0 150 197 194 192 188 185 181 177 173 169

Net loss from disposal of Assets 0 0 0 0 0 0 0 0 0 0 0

Other 754 766 789 813 837 837 862 888 915 942 970

Total Operating Expenses 9,534 9,124 9,286 9,465 9,580 9,764 9,978 10,197 10,425 10,658 10,899

Operating Surplus / (Deficit) 5,121 1,800 497 711 440 528 619 719 818 915 1,020Operating Surplus / (Deficit) less Capital

Grants (600) 886 173 378 97 175 255 344 432 517 611

Copy of Council resolution supporting the reassessment submission extracted from the minutes of the Weddin Shire Council Meeting held Thursday, 21 July 2016: RESOLVED: Cr McClelland and Cr Parlett that Council’s ‘Fit for the Future’ reassessment proposal be endorsed and submitted to the Office

of Local Government by Friday, 29 July 2016.

Note the above mentioned minutes are available on Council’s website with the extracted resolution coming from the General Managers Report Item 1 on page 10 of the minutes.