BUDGET DOCUMENTS
Financial Policies and Operational Plan 2019 - 2020 Contents
1. Budget Presentation……………………………………………………………………………………………………… 3 2. Budget Overview…………………………………………………………………………………………………………… 4 3. Our Vision, Mission, Priorities & Core Values….……………………………………………………………… 7 4. Revenue Policy…………………………………………………………………………………………………………….… 8 5. Revenue Statement…………………………………………………………………………………………………….… 14 6. Revenue & Expenditure Comparison……………………………………………………………………………… 27 7. 10 Year Projections 8. Statement of Comprehensive Income……………………………………………………………………….…… 41 9. Statement of Financial Position……………………………………………………………………………………… 43 10. Statement of Changes in Community Equity…………………………………………………………………… 45 11. Statement of Cash Flows………………………………………………………………………………………………… 46 12. Capital Works Plan……………………………………………………………………………………………………….… 48 13. Sustainability Ratios……………………………………………………………………………………………………… 53 14. Debt & Borrowing Policy………………………………………………………………………………………….…… 54 15. Loan Schedules………………………………………………………………………………………………………….…… 55 16. Investment Policy…………………………………………………………………………………………………….…… 56 17. Appendixes……………………………………………………………………………………………………………….…… 60 1. Fees & Charges Schedule 2019-2020………………………………………………………………….……… 61 2. Corporate Plan 2016-2021……………………………………………………………………………..…..….… 80 3. Operational Plan 2019-2020……………………………………………………………………………....…… 114 BARCOO SHIRE COUNCIL BUDGET 2019‐2020
Budget Presentation 2019‐2020
PROPOSAL OF BUDGET BY MAYOR
The Mayor will present the 2019‐2020 Budget pursuant to Section 107A of the Local Government Act 2009. It is noted that the Mayor has prepared the budget in conjunction with elected members and the Executive Management Team and a budget workshop has been held on 22 May 2019 with Councillors.
HEAD OF POWER
LOCAL GOVERNMENT ACT 2009 Chapter 4 Finances & Accountability Section 107A Approval of Budget
(1) A local government must consider the budget presented by the mayor and, by resolution, adopt the budget with or without amendment. (2) The mayor must give a copy of the budget, as proposed to be presented to the local government, to each councillor at least 2 weeks before the local government is to consider adopting the budget. (3) The local government must adopt a budget before 1 August in the financial year to which the budget relates.
NOTE:
LOCAL GOVERNMENT REGULATION 2012 Chapter 5 Financial Planning & Accountability Section 173 Unauthorised spending
(1) A local government may spend money in a financial year before adopting its budget for the financial year only if the local government provides for the spending in the budget for the financial year. (2) However, the local government may spend money, not authorised in its budget, for genuine emergency or hardship if the local government makes a resolution about spending the money before, or as soon as practicable after, the money is spent. (3) The resolution must state how the spending is to be funded. (4) If the local government’s budget for a financial year is amended after the money is spent, the amendment must take the spending into account.
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BUDGET OVERVIEW The 2019-20 Budget has been prepared with responsible fiscal management in mind and a full awareness of Council’s current financial position. The major projects impacting on Council’s bottom line this financial year will be flood recovery works and a plant replacement program, some of which has been held over from the 2018/19 financial year due to a lack of funding.
The 2019-20 Budget year will be no different to others, in that Council will be faced with having to exercise tight control over its spending. Whilst significant funding is expected for flood repair works, these monies will be targeted to specific projects. Council will still need to carefully monitor its general cash reserves in order to meet other capital obligations under the roadworks, plant replacement and asset renewal programs.
The annual increase in rates revenue has been limited to 2.5% for all categories. Council is cognisant of the economic times being experienced by ratepayers within the shire, and has sought to keep rate rises to a minimum while attempting to source government funding for projects where possible. In this vein, Council has been successful in attracting a pleasing amount of federal and state funding for a number of much-needed projects within the shire. Some of these projects and the associated funding are set out in the project list below. A comprehensive list of all projects is set out within the budget papers.
Council has also reviewed the minimum charges for all rating categories as many of our services are unfunded and general rates subsidise these functions.
With these comments in mind I am pleased to report that for the 2019/20 financial year, initial figures show Council will generate a surplus of revenue over expenditure of $2.6M.
At the end of June 2019, Council’s accumulated funds, amounted to $10.267M. However, this will be impacted this year with Council’s commitment to projects that have either commenced or been funded with grants and matching revenue. In line with its general approach, Council has committed that if the supporting grant funding is not received, the projects will not progress, thus reducing the impact on our funds and providing for responsible management of our position.
Council is also mindful of the risk in carrying large debt, particularly when our own sourced revenue is low, and other revenue streams are subject to large variations in road works contracts and competitive government grants. We currently have one rural electrification loan of approximately $30.9K which is forecast to be repaid by 15 December 2021. Whilst there is opportunity for Council to borrow for large projects and spread this cost over the life of the asset, Council wishes to ensure these type of projects are funded from cash.
Council believes that we all have to live within our means, and whilst debt is a valid method of financing assets that have a future value and can be sold to realise that value, it is also passing on a debt to future councils and members of the community. Therefore there is significant support from Council to continually review our operations, and look towards doing our business more efficiently, so as to capitalise on some of these savings. With modern technology, communications, improved vehicle maintenance requirements and better opportunity to upskill our employees, there is
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 4 of 124 opportunity to save costs within our organisation through good management and good governance. It is incumbent on Council and senior management to ensure our staff has the skills and knowledge to support the vision of Council into the future.
We are looking forward to another progressive year for Council, but we must acknowledge that the opportune years of continued grant funding and Natural Disaster Relief and Recovery Arrangements works are potentially receding, and we must look to other ways to fund our future.
SOME OF THE MAJOR PROJECTS FOR 2019/20
Government Description Project cost Funding
River Rain & Flood Gauges $240,000 $144,000
Windorah Kerbing & Channelling $280,000 $167,000
Wallace Street, Windorah Widening $110,000 0
Flood Damage Repair Work $8,000,000 $7,500,000
Road Program $2,010,000 $710,542
Windorah Raw Water Storage Tank $315,000 $315,000
Stonehenge Water Treatment Plant
– Budgeted for 20/21 after a review of the $150,000 $100,000 existing water treatment plants.
Aerodrome Pilot Activated Lighting Systems $30,000 $25,000
Jundah Hall Amenities $250,000 $200,000
Jundah Information Centre Refurbishment $150,000 $100,000
Connemarra Bridge Replacement $460,000 $276,000 Funding received and planned for 20/21
Stonehenge Tennis Court Renewal & Practice Wall $45,000 0
Jundah Pool Shade Structure $25,000 0
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 5 of 124 Operational Expenditure Budget Graph and Details
Operational Budget 2019/20 Executive Operational 897,458 Corporate Services 2,225,137 Community Development 3,211,940 Works and Services 12,235,855 Land, Stock Route and Animal management 519,600 TOTAL OPERATIONAL BUDGET 19,089,990
Cr Bruce Scott Mayor
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Our Vision, Mission, Priorities, & Core Values
OUR VISION Barcoo Shire: where people, lifestyle, business and the natural environment flourish.
OUR MISSION To provide quality lifestyles for the people of our shire by: • committing to the objectives of our corporate plan • supporting our communities • embracing innovation • creating and taking advantage of opportunities • being a leader in local government and our region.
OUR PRIORITIES In carrying out our mission, our priorities are: • our people • our children’s future • the wellbeing and growth of our communities • the responsible and sustainable development of our shire • the uniqueness of our shire and the individuality of our towns • the integrity of our natural assets • our cultural, social and natural history • education and skills development • responsible governance • regional cooperation.
OUR CORE VALUES How we accomplish our mission is as important as our mission itself. Fundamental to achieving success are the following core values: Quality service We value integrity and transparency. Excellence We value the pursuit of excellence by our management and staff. Innovation We value creativity and innovation as a way of improving our service. Culture We value maintaining a positive and respectful culture through the way our elected members, staff and community work together. Accountability We value the importance of being accountable to our community and to the individuals who access our services, programs and facilities. Transparency We value openness in our dealings and consultation with our community.
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Revenue Policy
Resolution Number: Date Adopted: Classification: Statutory Scheduled Review: Responsible Officer: Chief Executive Officer Policy Number Legislation Local Government Act 2009; Local Government Regulation 2012 Section of Corporate Corporate – Financial Sustainability Plan OBJECTIVE The purpose of this Revenue Policy is to set out the principles used by Council for: The levying of rates and charges, Granting concessions for rates and charges, The recovery of overdue rates and charges, and; Cost‐recovery methods.
POLICY STATEMENT The Barcoo Shire Council can be recognised as a medium sized rural Local Government that is well known for its diverse and complex landscapes which change depending on the climate. Barcoo Shire is vast in its jurisdiction and as such has a complex and varied range of services and responsibilities.
For many years, the Council’s budget has been revenue driven rather than expenditure orientated. This approach has meant that Council provides for the necessary administrative, maintenance and operational expenses through revenue. An amount of revenue will be set aside for capital expenditures in the current budget and another amount set apart for future capital expenditure. It is acknowledged that Council must “maintain” and “control” expenses and be prepared to allocate necessary resources over an extended period of time, in order to purchase discretionary capital items. Council must also seek out and await the allocation of special grants. Borrowing is not a preferred budget option, however it may be contemplated in special circumstances.
The revenue based budget approach reverses the textbook approach to rating. The usual budget model will see rates calculated so as to deliver the difference between budget expenditure and other income. Although the budget expenditures contemplated under the usual model may have been subject to trimming to fit economic circumstances, the underlying approach differs considerably both in theory and in practice to that used by Barcoo Shire Council along with many other Shire councils.
Council has made a decision to trim expenditure so as to permit it to live within its usual income. This may see some expenditure deferred and some temporary acceptance of lower standards for roads or other infrastructure than is ordinarily desirable. However, Council considers that containing rate increases and providing greater certainty about rate levels from year to year is a better option for its community than raising more revenue to fund more or better services that cannot be sustained in the long term.
The rate increases in some differential categories may be higher than those in others. However, such adjustments will be directed at achieving greater rating equity within Council's broader strategy of containing, through conservative budgeting, the increase in aggregate general rate revenue.
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The overall rating strategy will continue to see differential rating, minimum rates and concessions used to gather necessary revenue equitably and to acknowledge different patterns for the use of Council's services.
DEFINITIONS Nil
PROCEDURE 1. PRINCIPLES A. Principles used for the making of rates & charges In general Council will be guided by the principle of user pays in the making of rates and charges so as to minimise the impact of rating on the efficiency of the local economy.
Council will also have regard to the principles of: Transparency in the making of rates and charges Having in place a rating regime that is simple and inexpensive to administer Equity by taking account of the different levels of capacity to pay within the local community Flexibility to take account of changes in the local economy.
In accordance with section 94 of the Local Government Act 2009: 1. Each local government: a. must levy general rates on all rateable land within the local government area; and b. may levy i. special rates and charges; and ii. utility charges; and iii. separate rates and charges. (1A) Without limiting subsection (1), a local government may categorise rateable land, and decide differential rates for rateable land, according to whether or not the land is the principal place of residence of the owner. 2. A local government must decide, by resolution at the local government’s budget meeting for a financial year, what rates and charges are to be levied for that financial year.
Where possible, Council will endeavour to base all rates and charges on a full cost recovery basis. In making its decisions regarding the quantum of rates and charges, Council will endeavour to avoid undertaking borrowings. It is understood however, that in order for Council to undertake certain specific projects, borrowing may be a necessary requirement.
2. GENERAL RATES Council recognises that different categories of land use will generate different needs and requirements for Council services and facilities. Council also recognises that it will incur a different level of resource expenditure to provide the necessary services and facilities.
Although a single general rate would provide simplicity, its adoption would necessitate Council setting a high minimum rate to deal with the fact that land values in the three towns are very low in relation to rural land but those who live in the towns have greater access to Council services.
Council believes that the existing distribution of the general rate burden through its differential rates regime is generally equitable as it reflects incremental changes over many years.
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Council proposes therefore to continue to levy differential general rates to ensure that the rate burden is distributed in similar fashion to the pattern in recent years. Council will continue to gather data and to consider this information so as to further refine this process.
To ensure that owners of land across all differential categories contribute equitably to the cost of common services, Council applies a minimum rate to each differential rating category.
3. SPECIAL RATES AND CHARGES Council may make and levy a special rate or charge on rateable land, to help defray the cost of providing a service, facility and or an activity where, in Council's opinion: The land, or the occupier of the land, has or will especially benefit from the provision of the service, facility or activity; or The occupier of the land, or the use made or to be made of the land, has, or will, especially contribute to the need for the service, facility or activity.
4. UTILITY CHARGES Council may make and levy a utility charge on any land, whether vacant or occupied, and whether or not it is rateable land; or a structure; to recover costs in relation to the provision of services and/or facilities. Barcoo Shire operates water treatment and reticulates services to all three communities and will charge within the bounds of fairness and equity of charges with reference to similar charges across the State. Cost Recovery will not be achieved in the near future.
5. REGULATORY AND NON‐REGULATORY CHARGES Regulatory charges shall be measured on the basis of the estimated cost of providing the goods or service. Non‐regulatory charges shall be measured on a commercial basis unless it is considered necessary to reduce the charge in order to maintain access to certain services for disadvantaged persons.
6. INTEREST Council may impose interest on rates and charges that remain unpaid after sectional period expires i.e. 1st July and 1st January each calendar year and may include assessments that are making payments of outstanding rates by instalments.
7. PRINCIPLES USED FOR THE LEVYING OF RATES In levying rates Council will apply the principles of: Making clear what is the Council’s and each ratepayers responsibility to the rating system, Making the levying system simple and inexpensive to administer, Timing the levy of rates to take into account the financial cycle of local economic activity, in order to assist smooth running of the local economy, and; Equity through flexible payment arrangements for ratepayers with a lower capacity to pay.
8. LEVYING OF RATES AND CHARGES Council will issue a rates notice to the owner of the land on which a rate or charge has been applied. Rates notices shall include the date the notice was issued, the date by which time the rate must be paid and any discounts, rebates or concessions applied.
Council will issue notices on a half yearly basis during the periods 1st July to 31st December and 1st January to 30th June in the respective financial year.
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Council will responsibly ensure that the rates and charges applied are correct and are generally issued within the month of September and March to better take into account the financial cycle of the local economy.
9. PAYMENT OF RATES AND CHARGES Owner Liability It is the liability of the ‘owner’ to pay rates and charges levied against land held in their name. It is the liability of persons’ at whose request a service is supplied to a structure or land that is not rateable land (s106 LGR).
Where joint ownership of a property exists or other persons are liable to pay a rate, all owners or other persons are jointly and severally liable.
Rates and charges will exist with the land i.e. where a change in ownership occurs and a rate or charge exists against the land the ‘owner’ of the land will become liable for payment.
Where land ceases to be rateable land the owner of said land immediately before it ceased to be rateable land is taken to continue as the owner of the land, and the land is taken to continue to be rateable land for the levy, collection or refund of a rate on the land for any period before it ceased to be rateable land.
Methods of Payment Council may accept the payment of rates and charges by differing methods. These may include cash, direct debit, BPAY, credit card or cheque.
Payments in Advance Payments in advance by way of lump sum or instalments may be accepted, however interest will not be payable on any credit balances held.
Payment by Instalments Council may allow payments by instalment where it will benefit both the individual and the collection of overdue rates and charges.
Time in which Rates must be paid The rates and charges levied by Council must be paid within thirty (30) clear days after the notice is issued (s118 LGR).
10. PRINCIPLES USED FOR THE RECOVERY OF RATES AND CHARGES Council will exercise its rate recovery powers in order to reduce the overall rate burden on ratepayers. It will be guided by the principles of: Transparency by making clear the obligations of ratepayers and the processes used by Council in assisting them meet their financial obligations; Making the processes used to recover outstanding rates and charges clear, simple to administer and cost effective; Capacity to pay in determining appropriate arrangements for different sectors of the community; Equity by having regard to providing the same treatment for ratepayers with similar circumstances; and Flexibility by responding where necessary to changes in the local economy.
An overdue rate is an amount of a rate payable to a local government that remains unpaid at the end of the period specified in the rate notice as the period within which the amount of the rate is payable, (including any amount of interest on the rate).
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With due regard for financial hardship, Council shall actively pursue the collection of outstanding rates and charges.
Standard Performance Where there has been no movement on an account or an instalment plan has defaulted Council may refer overdue rates to a mercantile agent or a solicitor for recovery. Generally an account will not be referred for external recovery action unless it is $500.00 or greater in value. Council may negotiate payment plans for any debt that may be referred to an external recovery agent.
11. CONCESSIONS FOR RATES AND CHARGES In considering the application of concessions, Council will be guided by the principles of: Equity by having regard to the different levels of capacity to pay within the local community, The same treatment for ratepayers with similar circumstances, Transparency by making clear the requirements necessary to receive concessions, and; Flexibility to allow Council to respond to local economic issues.
Consideration may be given by Council to granting a class concession in the event all or part of the local government area is declared a natural disaster area by the State Government.
12. DISCOUNT In accordance with section 130 of the Local Government Regulation 2012, Council may allow a discount on all general rates, if payment is made within 30 clear days from the date of issue of the notice.
If Council is satisfied that a person liable to pay a rate has been prevented, by circumstances beyond the person’s control, from paying the rate in time to benefit from a discount under section 130 of the Local Government Regulation 2012, may still allow the discount following written application by the ratepayer.
13. GENERAL RATE CAPS Because general rates are made and levied upon the unimproved value of land determined by the Department of Natural Resources, Mines and Energy, Council recognises that the statutory valuation process may result in unusually high valuation increases for at least some classes of land, if not for all land. Where it considers that applying the differential general rate to affected lands or classes of land will produce inequities between ratepayers or classes of ratepayer, Council may cap general rate increases for the lands or classes of land concerned.
14. OTHER REBATES AND CONCESSIONS Council may, at its discretion allow other concessions or remissions. These may include pensioner rebates, natural hardship and or social and economic incentives.
15. PRINCIPLES USED FOR DETERMINING COST RECOVERY FEES The Council recognises the validity of fully imposing the user pays principle for its cost‐recovery fees, unless the imposition of the fee is contrary to its express social economic, environmental and other corporate goals. This is considered to be the most equitable and effective revenue approach, and is founded on the basis that the Shire’s rating base cannot subsidise the specific users or clients of Council’s regulatory products and services (s 97 LGA).
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16. RESPONSIBILITIES Chief Executive Officer is responsible for implementation of this Policy.
17. ASSOCIATED DOCUMENTS AND POLICIES Barcoo Shire Council Corporate Plan Barcoo Shire Council Operational Plan Barcoo Shire Council Debtors Policy
18. RELATED LEGISLATION Local Government Act 2009 (LGA) Local Government Regulation 2012 (LGR)
19. REVIEW The Chief Executive Officer may without referral to Council, review and make amendments of a minor administrative nature that do not affect the intent of the policy, e.g. change of legislation, change of personnel responsibilities, repair drafting error.
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Proposed Revenue Statement
Resolution Number: Date Adopted: Classification: Statutory Scheduled Review: Responsible Officer: Chief Executive Officer
1. OBJECTIVE This Revenue Statement is based on the principles set out in Council’s Revenue Policy and has been formulated in accordance with the Local Government Regulation 2012 s172. The purpose of this policy is to explain the revenue measures adopted in the budget concerning: • The making of rates and charges; • The levying of rates; • The recovery of rates and charges; • Concessions for rates and charges.
2. SCOPE This revenue statement applies to the financial year 2019‐2020.
3. INTRODUCTION This document sets out how rates and charges are decided, including the extent the rates and charges relate to relevant costs. Barcoo Shire Council revenue is obtained by rates, charges, licenses, interest, permits, rents, fees, grants, donations, contract and private works, and the realisation of assets. Council charges and collects fees to maintain Council’s operating capability. The purpose of this policy is to provide a framework by which Council may structure a portfolio of income generating strategies to meet the financial resource needs and demands of its functional programs in accordance with overall corporate objectives.
4. REVENUE STATEMENT 2019/2020 A. Principles used for the making of rates & charges In general Council will be guided by the principle of user pays in the making of rates and charges so as to minimise the impact of rating on the efficiency of the local economy. Council will also have regard to the principles of: Transparency in the making of rates and charges Having in place a rating regime that is simple and inexpensive to administer Equity by taking account of the different levels of capacity to pay within the local community Flexibility to take account of changes in the local economy. In accordance with section 94 of the Local Government Act 2009 Council – 1. Must levy general rates on all rateable land within the local government area; and 2. May levy special rates and charges; and utility charges; and separate rates and charges. 3. A local government must decide, by resolution at the local government’s budget meeting for a financial year, what rates and charges are to be levied for that financial year. Where possible, Council will endeavour to base all rates and charges on a full cost recovery basis. In making its decisions regarding the quantum of rates and charges, Council will endeavour to avoid undertaking borrowings. It is understood however, that in order for Council to undertake certain
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specific projects, borrowing may be a necessary requirement.
Differential General Rates In accordance with the Local Government Regulation 2012, Part 13 Land record of Local Government, Barcoo Shire Council will make and levy a differential general rate for the financial year ending 30 June 2019, taking into consideration the following aspects: Council recognises that different categories of land use will generate different needs and requirements for Council services and facilities. Council also recognises that it will incur a different level of resource expenditure to provide the necessary services and facilities. Council has considered the consequences of adopting ‘one’ general rate and acknowledges that to do so would seriously disturb the relative distribution of the rate burden. Although a ‘single general rate’ would provide simplicity, its adoption would necessitate Council setting a high minimum rate to deal with the fact that land values in the towns are very low in relation to rural land but those who live in the towns have greater access to council services. Council proposes therefore to continue to levy differential general rates to ensure that the rate burden is distributed in a similar fashion to the pattern in recent years. Council will continue to gather data and to consider this information so as to further refine this process. To ensure that owners of land across all differential categories contribute equitably to the cost of common services, Council applies a minimum rate to each differential rating category. Historically Council has maintained its minimum rates at very low levels, given the standards of services it provides; but Council cannot continue to do this without compromising or reducing those standards. Council therefore proposes to increase the minimum rates to enable it at least to maintain the current standards of services it provides.
Category 1 – Township of Jundah Category 1 land means all rateable land in the township of Jundah located in the Parish of Jundah set aside for residential development and development which supports residential development which is or can be serviced with urban infrastructure and not used for grazing, agricultural, petroleum, mineral or extractive industries production.
Category 2 – Township of Windorah Category 2 land means all rateable land in the township of Windorah located in the Parish of Murken set aside for residential development and development which supports residential development which is or can be serviced with urban infrastructure and not used for grazing, agricultural, petroleum, mineral or extractive industries production.
Category 3 – Township of Stonehenge Category 3 land means all rateable land in the township of Stonehenge located in the Parish of Bimerah set aside for residential development and development which supports residentialdevelopment which is or can be serviced with urban infrastructure and not used for grazing, agricultural, petroleum, mineral or extractive industries production.
Category 4 – Rural Land up to 199,000 ha Category 4 land means all rateable land intended for rural purposes and used for grazing and agriculture with an area up to 199,000 hectares.
Category 5 – Rural Land from 199,001 to 399,000 ha Category 5 land means all rateable land intended for rural purposes and used for grazing and agriculture with an area from 199,001 to 399,000 hectares.
Category 6 – Rural Land greater than 399,001 ha Category 6 land means all rateable land intended for rural purposes and used for grazing and
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agriculture with an area greater than 399,001 hectares.
Category 7 – Petroleum, Oil and Gas Industries Category 7 land means all rateable land in the Shire of Barcoo held under the Mineral Resources Act 1989 or Petroleum Act 1923 for the purpose of crude oil or natural gas production which is in production and by virtue of its operational impacts significantly on the economy and the environment and socio‐economic diversity within the local community.
Category 8 – Mining Tenements to 5 ha Category 8 land means all rateable land in the Shire of Barcoo held under the Mineral Resources Act 1989 for the purpose of extracting precious metals, gemstones and minerals and by virtue of its operational impact on the economy and the environment with an area up to 5 hectares and socio‐ economic diversity within the local community.
Category 9 – Mining Tenements 5.1 ha to 10 ha Category 9 land means all rateable land in the Shire of held under the Mineral Resources Act 1989 for the purpose of extracting precious metals, gemstones and minerals and by virtue of its operational impacts on the economy and environment with an area between 5 and 10 hectares and socio‐ economic diversity within the local community.
Category 10 – Mining Tenements 10.1 ha to 50 ha Category 10 land means all rateable land in the Shire of Barcoo held under the Mineral Resources Act 1989 for the purpose of extracting precious metals, gemstones and minerals and by virtue of its operational impacts on the economy and environment with an area between 10.1 and 50 hectares and socio‐economic diversity within the local community.
Category 11 – Mining Tenements greater than 50 ha Category 11 land means all rateable land in the Shire of Barcoo held the Mineral Resources Act 1989 for the purpose of extracting precious metals, gemstones and minerals and by virtue of its operational impacts on the economy and environment with an area greater than 50 hectares and socio‐economic diversity within the local community.
Minimum General Rates The following minimum general rates have been made for 2019‐2020, Category Cents in Dollar of Unimproved Valuation Minimum Rate
Category 1 $0.05379 cents in dollar $480.00
Category 2 $0.03971 cents in dollar $480.00
Category 3 $0.06849 cents in dollar $480.00
Category 4 $0.01179 cents in dollar $430.00
Category 5 $0.01228 cents in dollar $540.00
Category 6 $0.01278 cents in dollar $650.00
Category 7 $0.04391 cents in dollar $27,000.00
Category 8 $0.04391 cents in dollar $360.00
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Category Cents in Dollar of Unimproved Valuation Minimum Rate
Category 9 $0.04391 cents in dollar $470.00
Category 10 $0.04391 cents in dollar $520.00
Category 11 $0.04391 cents in dollar $560.00
Limitation of Increase in the Rate Levied Council chooses not to limit any amount of increase in rate levied for any Category (s116 LGR).
Special Rates and Charges Special Charge for Pest Animal Control In accordance with Section 94 of the Local Government Act and section 94 of the Local Government Regulation, Council shall levy a special charge for the provision of pest control services to rural properties in the region. It is considered that the properties subject of the charge specially benefit from the provision of pest control services, because the services assist with the control of wild dogs which can reduce the threat to livestock. A special charge shall be levied and no discount will apply:
Pest Animal Control – Rural Land Description Charge 2019/2020 per hectare on all rural land within the Council area, having 2.05 cents per hectare up to a maximum of an area in excess of 1,000 hectares $15,076 per assessment Overall Plan for the Pest Animal Control special charge is as follows: 1. The service, facility or activity is provision of pest control services to the rural parts of the Council area. These pest control services serve to assist with the control of wild dogs and wild pigs which, in turn, improves the viability of, and therefore benefits, the land being levied. A panel will continue to manage the process and act as an advisory committee to Council on wild animal control within the Shire. 2. The rateable land to which the special rate shall apply is all rural land within the Council area, having an area in excess of 1,000 hectares. Council considers that the rateable land described above derives a special benefit from the service, facility and activity funded by the special charge at differential levels reflecting the degree to which the land or its occupier is considered to derive benefit. 3. The estimated cost of carrying out the overall plan is $122,452. 4. The timeframe for carrying out the overall plan is twelve (12) months ending 30 June 2020.
Special Charge Rural Electrification Scheme In accordance with Section 94 of the Local Government Act 2009 and section 94 of the Local Government Regulation 2012, Council shall levy a special charge for the cost of borrowing to reimburse Ergon Energy for the construction of electrical infrastructure for certain rural properties in the Barcoo Shire Council. It is considered that the properties subject to the special charge specially benefit from the provision of the electricity for operating their business and attracting and retaining quality staff. The amount of special charge shall differ according to the level of benefit that the property receives from the provision of the electricity. Once all electrical infrastructure was installed the level of benefit was determined according to the costs agreed with Ergon Energy for construction of electrical infrastructure to be repaid over the agreed period. To determine the amount of special charge it was the total cost divided by the repayment years noting that principal and interest. No
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discount will apply. Set out below is a list of applications and the related assessment numbers together with the estimated special charge expected in the next year: Schedule 1 Assessment No Charge 2019/2020 315‐00000‐000 $12,707 Overall plan for the Rural Electrification Scheme special charge as follows: 1. The service, facility or activity is the borrowing of the necessary funds to reimburse Ergon Energy for implementing the project, purchase of materials and construction of electrical infrastructure for the rateable land to which the special charge shall apply. 2. The rateable land to which the special charge shall apply are the properties listed in Schedule 1. 3. The cost of carrying out the overall plan was $103,606. This figure includes all of the costs associated with the installation of the infrastructure which the special rate shall fund. 4. The estimated time for carrying out the overall plan is 9 years, concluding 30 June 2022. 5. The levying of the special charge commenced in 2012. The Annual Implementation Plan for the 2019/20 financial year pertains to the rural ratepayer who entered into a contract with Ergon Energy for the provision of electricity repaying the Principle and Interest funds via a schedule of repayments supplied from Queensland Treasury Corporation.
Ex‐gratia Rates Council presently has one assessment which is subject to these arrangements owned by the Commonwealth Government: Property number (assessment): 217‐50000‐000 $1,592
Utility Charges Water Charges An annual water (utility) charge is levied in the townships of Jundah, Windorah and Stonehenge (s94 Local Government Act 2009 and section 99 of the Local Government Regulation 2012). The charge is levied according to the following: A fixed amount representing the provision of infrastructure which is chargeable on all land capable of being connected to a main with an allocation of treated and raw water deemed by Council in the Water Charges Schedule below, to be of sufficient quantity to service the needs of the rate assessment. (Initial Allocation Treated Water 3 kilolitre per unit, and Raw 7 kilolitres per unit) A charge of $0.56 per kilolitre treated water for each kilolitre consumed over the initial allocation (the allocation is determined by the Units Charged as per Water Charges schedule) A charge of $0.225 per kilolitre raw water for each kilolitre consumed over the initial allocation (the allocation is determined by the Units Charged as per Water Charges schedule) Council owned or controlled lands are included.
Water Charges Schedule 2019‐2020
TYPE CRITERIA UNITS
Vacant land – infrastructure costs Capable of being connected or adjacent main 25 Vacant land Connected to main water available for use 50 Occupied land – dwelling Principal building/s 100 Duplex per unit Principal building/s 100 Flats per unit Principal building/s 75
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TYPE CRITERIA UNITS
Cabins self‐contained Temporary building/s 25 Temporary accommodation Approved as per Local Law i.e. occupied caravans 100
Hotel only 100 Hotel dwelling Separate or included in hotel or accommodation 100
Hotel accommodation units/motel Each unit 10 Business Separate retail outlet 50 Business and dwelling combined One building not separate on one block 150 Business and dwelling combined Home occupation 125 SES Shed 50 Fire Brigade 50 Hospital 300 Hospital dwelling 100 Police Station 100 Police Sergeant’s Residence 100 Police Second Officers Residence 100 School 200 Caravan Park No caretaker accommodation 50 Caravan Park With caretaker accommodation 150 Permanent Sites Each unit in addition 50 Overnight Sites Each site in addition 10 Cabins 10 Church Unoccupied 50 Sports Ground Jundah Pavilion, Tennis Courts, Toilet Blocks 200 Sports Ground Windorah Pavilion, Catering Facility, 1 Toilet Block 200 Sports Ground Stonehenge Tennis Courts 100 Stonehenge Caravan Park Toilet Block Rest Area 125 Memorial Park Jundah Includes Playgroup Facility & Toilets 300 Rabig Park Windorah Includes Playgroup Facility & Toilet Block 300 Arts & Crafts Windorah Arts & Crafts Building, Slab Hut 100 Power Stations Jundah, Windorah 100 Water Treatment Plants Jundah, Windorah & Stonehenge 100 Swimming Pool Jundah Toilet/Ablution Facilities 300 Racecourse Jundah, Stonehenge & Windorah 200 Golf Club Jundah Club House & Facilities 50
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TYPE CRITERIA UNITS
Public Halls Jundah, Windorah, Stonehenge 100 Depot Jundah W/Shop, Store, Boys Town, Wash Down Area 500 Depot Windorah & Stonehenge W/Shop SES 150 Pig Box Stonehenge 2, Jundah 1, Windorah 2 150 Median Strips/Street Trees Windorah, Jundah, Stonehenge Each 300 Aerodrome Jundah Unlicensed Aerodrome 100 Aerodrome Stonehenge Unlicensed Aerodrome 100 Aerodrome Windorah Licensed Aerodrome 125 APA Gas Facility Workshop/Residence Windorah 200 Service Stations Principal Building/s 100 Stables Licensed as per Local Laws 50 Class 10 Non Habitable Building Storage Sheds etc Principal Building 50 Public Wash Down Area 200 Shire Office Jundah 200 Museum Jundah 50 Sand Yard 200 Ergon Solar Farm 300
Water Charge per Unit Category Description Per Unit Charge 2019‐2020
Category 1 Township of Jundah $7.96
Category 2 Township of Windorah $7.96
Category 3 Township of Stonehenge $7.96
Waste Management Utility Charges An annual Waste Management Utility charge is levied in the townships of Jundah, Windorah and Stonehenge (s94 LGA). The charge is levied according to a fixed unit basis representing one domestic service and one bin on all occupied land. Extra services are in multiples of the basic unit and extra bins are at a flat rate charge per bin. Council owned or controlled lands are included.
Garbage Charges 2019‐2020
Per Service $193.00
Extra Service $43.45
Emergency Management, Fire and Rescue Levy Council is required to charge all ratepayers in the Barcoo Shire a Fire levy (Fire and Rescue Service Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 20 of 124
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Act 1990, Fire and Rescue Service Regulation 2011).
Emergency Management Levy 2018‐19
DESCRIPTION ‐ Fire Service Class E Charges 2019‐2020 Emergency Services Levy Charge Class 1 $27.00 Emergency Services Levy Charge Class 2 $108.80 Emergency Services Levy Charge Class 3 $267.00 Emergency Services Levy Charge Class 4 $539.60 Emergency Services Levy Charge Class 5 $886.80 Emergency Services Levy Charge Class 6 $1,597.20 Emergency Services Levy Charge Class 7 $1,597.20 Emergency Services Levy Charge Class 8 $1,597.20 Emergency Services Levy Charge Class 9 $1,597.20 Emergency Services Levy Charge Class 10 $1,597.20 Emergency Services Levy Charge Class 11 $1,597.20 Emergency Services Levy Charge Class 12 $1,597.20 Emergency Services Levy Charge Class 13 $1,597.20 Emergency Services Levy Charge Class 14 $1,597.20 Emergency Services Levy Charge Class 15 $1,597.20 Emergency Services Levy Charge Class 16 $1,597.20
Regulatory and Non‐Regulatory Charges Regulatory charges shall be measured on the basis of the estimated cost of providing the goods or service. Non‐regulatory charges shall be measured on a commercial basis unless it is considered necessary to reduce the charge in order to maintain access to certain services for disadvantaged persons.
General Charges Council fixes charges for services and facilities supplied by it in relation to Section 94 of the Act. A Register of the Council's general charges is kept by the Council at its office in Jundah and in accordance with the provisions of the Act; this Register is open to inspection. In determining the level of all general charges, the Council examines the economic indicators and having due regard for the levels and ranges of services delivered. Current Miscellaneous Fees and Charges are shown in the Fees and Charges Schedule.
Interest Council may impose interest on rates and charges that remain unpaid after the sectional period expires i.e. 1st July and 1st January each calendar year and may include assessments that are making payments of outstanding rates by instalment. For any outstanding amounts as at the above dates, interest will be calculated on daily balances of amounts outstanding and charged at the end of the month on a compounding daily interest. Where the amount of interest charged is less than $10.00 and the rates have been paid in full in the period between the close of discount and the end of the month, the interest may be written off following approval from the Chief Executive Officer.
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Interest on arrears will be charged at the Prescribed Rate in accordance with section 133 of the Local Government Regulation 2012. The ‘Prescribed Rate; is the bank yield rate of the day, rounded to two decimal points, plus 8 percent. The ‘bank yield rate’ is the monthly yield of 90 day bank accepted bills published by the Reserve Bank of Australia for the month of March in the financial year immediately before the financial year in which the day occurs. At 31 March 2019 the 90 Day Bank bill rate is 1.83% meaning the total interest rate charged by Council for 2019/20 will be 9.83%.
B. Principles used for the levying of rates In levying rates Council will apply the principles of: • Making clear what is the Council’s and each ratepayer’s responsibility to the rating system • Making the levying system simple and inexpensive to administer • Timing the levy of rates to take into account the financial cycle of local economic activity, in order to assist smooth running of the local economy • Equity through flexible payment arrangements for ratepayers with a lower capacity to pay.
Levying Of Rates and Charges In accordance with section 104 of the Local Government Regulation 2012, Council will issue a rates notice to the owner of the land on which a rate or charge has been applied. Rates notices shall include the date the notice was issued, the date by which time the rate must be paid and any discounts, rebates or concessions applied. Council will issue notices on a half yearly basis during the periods 01 July to 31 December and 01 January to 30 June in the respective financial year. Council will responsibly ensure that the rates and charges applied are correct and are generally issued within the month of September and March to better take into account the financial cycle of the local economy.
Methods of Payment Council will accept the payment of rates by the following methods. Cash certain Credit Cards EFTPOS / Electronic funds transfer BPAY – Available through participating financial Institutions Cheque Payments can be made at the following locations: Administration Office 6 Perkins Street, Jundah. Windorah Information Centre 7 Maryborough Street, Windorah Stonehenge Information Centre 9 Statford Street, Stonehenge Jundah Information Centre 11 Dickson Street, Jundah By Mail Barcoo Shire Council, PO Box 14, Jundah QLD 4736 Acceptance of a cheque and issue of a receipt are conditional on collection of the proceeds and until collection, no credit is given or implied. Property owners will be liable for any dishonour fees and discount will be lost where cheques are dishonoured and not rectified prior to the discount date.
Payments In Advance Payments in advance by way of lump sum or instalments may be accepted, however interest will not be payable on any credit balances held.
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Payment of Rates by Instalments Council has no specific policy on payment of rates by instalment and applications received are considered on merit and within the terms of the Section 129 of the Local Government Regulation 2012.
Time in which rates or charges must be paid Council has set the time in which rates and charges must be paid at thirty (30) clear days after the date of issue of the rate notice (s132 LGR).
C. Principles used for the recovery of rates and charges Council will exercise its rate recovery powers in order to reduce the overall rate burden on ratepayers. It will be guided by the principles of: Transparency by making clear the obligations of ratepayers and the processes used by Council in assisting them meet their financial obligations; Making the processes used to recover outstanding rates and charges clear, simple to administer and cost effective; Capacity to pay in determining appropriate arrangements for different sectors of the community; Equity by having regard to providing the same treatment for ratepayers with similar circumstances; and Flexibility by responding where necessary to changes in the local economy An overdue rate is an amount of a rate payable to a local government that remains unpaid at the end of the period specified in the rate notice as the period within which the amount of the rate is payable, (including any amount of interest on the rate). With due regard for financial hardship, Council shall actively pursue the collection of outstanding rates and charges.
Standard Performance 1st Notice issued within 21 days of end of discount period, 2nd Notice issued subsequent to the first notice having regard for any correspondence and or contact (after 30 days and before 60 days for the issue of the second notice), Clients will be given the opportunity to initiate an instalment plan satisfactory to both parties and that reduce the balance substantially to avoid an escalation of balances subsequent to new levies, Where there has been no movement on an account or an instalment plan has defaulted, Council may with the issue of third and final notice refer the debt to a debt recovery agent, (elected through quotation or tender), Generally an account will not be referred to the collection agent, unless it is $500 or greater in value, All debts referred to a recovery agent, shall be subject to their terms and conditions of payment. Payment plans will be considered even though Council has referred the debt to a collection agent, and; Where the collection agent is unable to trace the interested parties, the account shall be referred back to Council and standard reminder notices will be forwarded periodically.
Further Action Where the collection agent has returned no result, Council may make a resolution, to proceed with legal action against the interested parties. Properties in default of payment for three (3) or more years may initiate action under Section 132 of the Local Government Regulation 2012 – Notice of intention to sell land for overdue rates or charges.
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Exceptional Circumstances ‐ Drought Relief or Natural Disaster Council may at its discretion grant some relief to rural ratepayers who are financially stressed by drought or have been affected by a natural disaster. The relief may be in the form of an extension to the period during which Council will permit discount to be deducted from rates. This period shall be extended to the end of the period covered by the rate levy. This concession may be available only to primary producers who can provide objective evidence of financial difficulty arising from drought or natural disaster. The Department of Natural Resources, Mines and Energy shall be the determining body for the process of declaration of drought.
D. Principles used for concessions for rates and charges In considering the application of concessions, Council will be guided by the principles of:
Equity by having regard to the different levels of capacity to pay within the local community The same treatment for ratepayers with similar circumstances Transparency by making clear the requirements necessary to receive concessions Flexibility to allow Council to respond to local economic issues. Consideration may be given by Council to granting a class concession in the event all or part of the local government area is declared a natural disaster area by the State Government.
Rebates and Concessions Discount In accordance with Section 130 of the Local Government Regulation 2012, a discount of 10% is allowed on specified rates and charges if paid in full by the date determined on the rate notice. If Council is satisfied that a person liable to pay a rate has been prevented, by circumstances beyond the person’s control, from paying the rate in time to benefit from a discount undersection 130 of the Local Government Regulation 2012, may still allow the discount following written application by the ratepayer.
Pensioner Remissions Pensioners, who make application in the prescribed manner and are eligible, will be granted a 50% remission on all rates and charges, up to a maximum remission $750 per year. Remissions will only apply to categories 1, 2 and 3 being for the townships of Jundah, Windorah and Stonehenge. This provision does not apply to any other persons except pensioners. Prescribed pensioner means a pensioner: Who holds a current Pensioner Concession Card, issued by Centrelink or Department of Veterans’ Affairs. The Card must be produced by the applicant when making the application for remission, Who either solely or jointly has the legal responsibility for the payment of the rate levy in respect of the parcel of rateable land, and; Whose principle place of residence is the parcel of rateable land in respect of which they have the legal responsibility for the payment of the rate levy. Council may grant a rebate of rates and charges for land occupied only by pensioners only if the land owner agrees to pass the benefit of the rebate on to the pensioners.
E. Principles Used for Determining Cost Recovery Fees Cost‐Recovery Fees Council regulates various activities within the community in order to ensure a standard of amenity commensurate with public expectations and to comply with legislative requirements. The fees are not to be more than the cost to Council of taking the action for which the fee is charged. Council sets
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these fees each financial year. These fees are subject to change by Council resolution at any time.
Business Activities Sections 9 (Powers of local governments generally) and 262 (Powers in support of responsibilities) of the Local Government Act, 2009 provide the Council, as a legal entity, with powers to charge for services and facilities it supplies, other than a service or facility for which a cost‐recovery fee may be fixed. Such business activity charges are for transactions where the Council is prepared to provide a service and the other party to the transaction can choose whether or not to avail itself of the service. The making of business activity charges may be delegated by the Council (recorded in the Delegations Register). Business activity charges are subject to the Goods and Services Tax. Such charges may be reviewed by the Council at any time. The nature, level and standard of the entitlement, facility or service is considered by the Council in the setting of business activity charges. Central to deliberations on these matters is the Council's community service obligation and the principle of social equity. The principle of "user pays" is considered only where the provision of a service, entitlement or facility may be in direct competition with private enterprise. Business activity charges include but are not confined to the following: rents, sale of fuel and goods, plant hire, private works and hire of facilities.
Contract and Private Work Contract and / or private work undertaken by the Council will be charged at rates not less favourable than commercial rates applicable at the time and as determined by Council from time to time.
Operating Capabilities, Borrowings, Depreciation and Provisions Borrowings Borrowings are as per Council’s adopted Debt and Borrowings Policy
Depreciation and Non‐Cash Expenses Council’s non‐cash expenses including depreciation are to be fully funded.
Developer Costs Council is currently implementing a Priority Infrastructure Plan (PIP) which deals with development contribution and Council requirements.
Goods and Services Tax Goods and Services Tax (GST) is charged on any Council rates or charges, fees, services or materials where applicable and according to law.
Exempt Lands The lands mentioned in Section 93 of the Local Government Act 2009, are exempt lands within the Barcoo Shire Council.
Code of Competitive Conduct Council will not officially apply the Code of Competitive Conduct as defined by Section 19 of the Local Government Regulation 2012, however Council will apply full cost pricing to all activities undertaken by Council and shall continue to analyse and monitor all council activities to ensure overheads and on‐costs are distributed equitably, competitive neutrality is observed and Community Service Obligations are identified and met.
5. RESPONSIBILITIES Chief Executive Officer is responsible for implementation of this Policy.
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6. DELEGATIONS: N/A
7. RELATED LEGISLATION Local Government Act 2009 (LGA), s104 Financial Management Systems Local Government Regulation 2012 (LGR) s72 Revenue Statement Contents
8. REVIEW The Chief Executive Officer may without referral to Council, review and make amendments of a minor administrative nature that do not affect the intent of the policy, e.g. change of legislation, change of personnel responsibilities, repair drafting error, etc.
9. DEFINITIONS
Nil
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19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 1 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual
1000-0001 EXECUTIVE SERVICES
1000-0002 CORPORATE GOVERNANCE 1000-1120 GOV Contributions Received 99.00 0.00 0.00 0% 1000-2000 GOV Executive Salaries 324,882.00 350,000.00 349,874.55 0% 1000-2010 GOV Mayors Allowance 116,908.00 106,100.00 103,118.13 -3% 1000-2011 GOV Councillors Remuneration 242,805.00 220,358.00 219,001.98 -1% 1000-2012 GOV Councillors Travel & Other exp 60,000.00 60,000.00 51,591.79 -14% 1000-2230 GOV Corporate & Community Planning 0.00 0.00 0.00 0% 1000-2235 GOV CEO Travel Expenses 40,000.00 50,000.00 48,197.28 -4% 1000-2240 GOV Civic Receptions & Entertain 30,000.00 15,000.00 7,197.30 -52% 1000-2241 GOV Conferences and Deputations 15,000.00 15,000.00 3,964.88 -74% 1000-2242 GOV Elections 0.00 5,000.00 0.00 -100% 1000-2245 GOV Other expenses 0.00 0.00 0.00 0% ------1000-0002 CORPORATE GOVERNANCE TOTAL 99.00 0.00 0.00 0% 829,595.00 821,458.00 782,945.91 -5%
1100-0002 PLANNING & DEVELOPMENT 1100-1200 P&D Application Fees 1,000.00 1,000.00 6,000.00 500% 1100-1201 P&D APPLICATION FEES GST EXEMPT 0.00 0.00 3,000.00 ---% 1100-1300 PLANNING & DEVELOPMENT-MIPP2 POWER 0.00 0.00 48,000.00 ---% 1100-1700 P&D Profit/Loss on Disp-Land 0.00 0.00 0.00 0% 1100-2204 P&D Consulting Planners Fees 15,000.00 25,000.00 36,555.73 46% 1100-2230 P&D Town Expansion 2,000.00 5,000.00 47,240.40 845% 1100-2231 P&D General Expenses 2,000.00 0.00 0.00 0% 1100-2240 P&D Building Application Expenses 2,000.00 7,500.00 5,307.45 -29% ------1100-0002 PLANNING & DEVELOPMENT TOTAL 1,000.00 1,000.00 57,000.00 >999% 21,000.00 37,500.00 89,103.58 138%
1400-0002 EMERGENCY SERVICES 1400-1100 SES Operating Grant 17,000.00 17,000.00 17,139.90 1% 1400-1110 SES Subsidy 0.00 0.00 0.00 0% 1400-1111 SES Capital Grant 70,000.00 125,000.00 0.00 -100% 1400-1112 SES Get Ready Disaster Management 5,000.00 5,000.00 4,831.20 -3% 1400-2211 SES Operations 8,000.00 8,000.00 7,555.24 -6% 1400-2215 SES Fire Brigade Operations 3,000.00 3,000.00 2,352.24 -22% 1400-2231 SES Get Ready Distaster Management 5,000.00 5,000.00 232.93 -95% 1400-2240 SES Training 6,000.00 7,500.00 14,172.82 89% 1400-2420 SES Depreciation 5,534.00 10,000.00 5,587.75 -44% ------1400-0002 EMERGENCY SERVICES TOTAL 92,000.00 147,000.00 21,971.10 -85% 27,534.00 33,500.00 29,900.98 -11% ------1000-0001 EXECUTIVE SERVICES TOTAL 93,099.00 148,000.00 78,971.10 -47% 878,129.00 892,458.00 901,950.47 1% 2000-0001 CORPORATE SERVICES
2000-0002 RATES & CHARGES 2000-1000 RATES General Rate Levy 999,148.00 1,024,127.00 1,023,198.13 0%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 27 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 2 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual 2000-1001 RATES State Fire Levy 52,090.00 54,000.00 53,709.96 -1% 2000-1010 RATES General Rate Interest 4,000.00 4,000.00 5,409.01 35% 2000-1011 RATES State Fire Levy Interest 0.00 500.00 676.48 35% 2000-1090 RATES General Rate Discount (83,000.00) (89,000.00) (88,922.41) 0% 2000-1091 RATES General Rate Write Off (3,000.00) (2,500.00) (1,500.18) -40% 2000-1092 RATES General Rate Council Subsidy (3,900.00) (4,000.00) (3,877.46) -3% 2000-1093 RATES Refunds 0.00 0.00 0.00 0% 2000-1094 RATES Ex-gratia payments in lieu 1,500.00 1,500.00 0.00 -100% 2000-2240 RATES Valuation Fees 6,100.00 6,200.00 802.67 -87% 2000-2250 RATES State Fire Levy Payments 50,000.00 50,000.00 40,493.52 -19% ------2000-0002 RATES & CHARGES TOTAL 966,838.00 988,627.00 988,693.53 0% 56,100.00 56,200.00 41,296.19 -27%
2100-0002 ADMINISTRATION 2100-1110 ADM Training Subsidies 5,000.00 15,000.00 35,045.46 134% 2100-1200 ADM Rate Searches 500.00 500.00 436.61 -13% 2100-1210 ADM Fees & Charges 600.00 400.00 11.92 -97% 2100-1254 ADM Gain on Revaluation of Assets 0.00 0.00 0.00 0% 2100-1500 ADM General Insurance Claims Rcvd 0.00 0.00 1,734.00 ---% 2100-1600 ADM Sundry Revenue 1,000.00 1,200.00 32,439.01 >999% 2100-1601 ADM Outback Regional Roads Sec 0.00 0.00 0.00 0% 2100-1700 ADM Profit/Loss on Sale Council Land 0.00 0.00 0.00 0% 2100-1800 ADM General Subsriptions Refunds 0.00 0.00 0.00 0% 2100-1900 ADM Private Works Revenue 10,000.00 10,000.00 14,987.20 50% 2100-1910 ADM Shire History Book 1,000.00 1,500.00 2,393.76 60% 2100-2000 ADM Corporate Service Salaries 673,981.00 675,000.00 560,631.92 -17% 2100-2020 ADM Corp Svces Travel Training&Conf 50,000.00 25,000.00 3,274.69 -87% 2100-2044 ADM Fringe Benefits Tax 10,000.00 10,000.00 11,853.00 19% 2100-2200 ADM Advertising 8,500.00 8,000.00 7,344.57 -8% 2100-2205 ADM Contract Fees 150,000.00 120,000.00 160,857.33 34% 2100-2211 ADM Office Building Maintenance 40,000.00 45,000.00 37,015.69 -18% 2100-2225 ADM General Subscriptions 50,000.00 55,000.00 53,438.80 -3% 2100-2240 ADM Outback Regional Roads Sec 0.00 0.00 0.00 0% 2100-2241 ADM Employee Uniforms 5,601.00 7,500.00 6,602.16 -12% 2100-2242 ADM Insurance inc Public Liability 192,025.00 210,000.00 236,454.30 13% 2100-2244 ADM Maintenance Office Equipment 5,000.00 30,000.00 30,907.41 3% 2100-2245 ADM Computer Op & Maintenance 164,495.00 175,000.00 167,231.75 -4% 2100-2246 ADM Legal Expenses 20,000.00 30,000.00 40,001.82 33% 2100-2247 ADM History Book 0.00 0.00 0.00 0% 2100-2248 ADM Postage 5,000.00 4,500.00 4,089.06 -9% 2100-2249 ADM Printing and Stationery 20,000.00 20,000.00 27,101.08 36% 2100-2250 ADM Removal Expenses 12,000.00 20,000.00 7,303.55 -63% 2100-2251 ADM Sundry Expenses 10,000.00 5,000.00 2,204.67 -56% 2100-2252 ADM Telephone Expenses 30,000.00 40,000.00 53,693.44 34% 2100-2253 ADM Asset Valuation Fees 40,000.00 7,500.00 0.00 -100% 2100-2254 ADM Loss on Asset Revaluation 0.00 0.00 0.00 0% 2100-2255 ADM Cents Rounding 0.00 0.00 (1.25) ---% 2100-2256 ADM Recruitment Expenses 5,000.00 5,000.00 0.00 -100% 2100-2257 ADM IT Transition 197,523.00 110,000.00 12,403.54 -89% 2100-2258 ADMINISTRATION-Assets Stocktake Adj 0.00 0.00 (1,913,144.38) ---% 2100-2420 ADM Depn Admin Buildings 126,603.00 125,000.00 126,826.65 1% 2100-2440 ADM Depn Furn & Equip 10,958.00 10,000.00 10,850.39 9%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 28 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 3 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual 2100-2550 ADM Land Council Owned Expenses 30,000.00 30,000.00 93,708.39 212% 2100-2557 ADM Employee Rent Subsidy 125,000.00 100,000.00 90,552.91 -9% 2100-2558 ADM Private Works Expenses 10,000.00 10,000.00 13,274.39 33% 2100-2559 ADM Council Land Rates 0.00 0.00 301.07 ---% ------2100-0002 ADMINISTRATION TOTAL 18,100.00 28,600.00 87,047.96 204% 1,991,686.00 1,877,500.00 (155,223.05)-108%
2200-0002 ONCOSTS RECOVERY 2200-2020 ONC Expense Annual Leave 420,000.00 450,000.00 515,873.14 15% 2200-2021 ONC Expense Sick Leave 175,000.00 200,000.00 240,912.15 20% 2200-2022 ONC Expense Long Service Leave 100,000.00 75,000.00 71,802.57 -4% 2200-2023 ONC Expense Bereavement Leave 10,000.00 10,000.00 4,250.16 -57% 2200-2024 ONC Expense Public Holidays 160,000.00 170,000.00 157,293.66 -7% 2200-2026 ONC Expense Staff Training 150,000.00 100,000.00 57,687.13 -42% 2200-2027 Paid Parental Leave 0.00 0.00 4,172.23 ---% 2200-2028 ONC Expense WH & S 155,000.00 100,000.00 103,361.72 3% 2200-2029 ONC Expense Quality Assurance 20,000.00 25,000.00 31,498.00 26% 2200-2030 ONC Expense Workers Compensation 165,000.00 90,000.00 87,401.37 -3% 2200-2031 ONC Expense FP & LT 25,000.00 20,000.00 9,769.36 -51% 2200-2032 ONC Expense Wet Weather 25,000.00 20,000.00 0.00 -100% 2200-2033 ONC Expense EBA Salaries 0.00 0.00 0.00 0% 2200-2041 ONC Expense Freight Other 40,000.00 60,000.00 25,685.31 -57% 2200-2060 ONC Expense Superannuation 550,000.00 500,000.00 493,424.23 -1% 2200-2110 ONC Recovery Administration (540,000.00) (425,000.00) (477,923.40) 12% 2200-2115 ONC Recovery Works Supervision 0.00 0.00 0.00 0% 2200-2120 ONC Recovery Annual Leave (410,000.00) (360,000.00) (389,384.65) 8% 2200-2121 ONC Recovery Sick Leave (130,000.00) (120,000.00) (120,833.64) 1% 2200-2122 ONC Recovery Long Service Leave (90,000.00) (80,000.00) (81,457.95) 2% 2200-2123 ONC Recovery Bereavement Leave 0.00 0.00 0.00 0% 2200-2124 ONC Recovery Public Holidays (134,000.00) (120,000.00) (125,321.81) 4% 2200-2126 ONC Recovery Training (68,000.00) (60,000.00) (60,896.37) 1% 2200-2127 ONC Recovery EBA Expenses (2,000.00) (1,000.00) (945.34) -5% 2200-2128 ONC Recovery WH&S/QA (110,000.00) (90,000.00) (93,234.26) 4% 2200-2130 ONC Recovery Workers Comp (77,000.00) (70,000.00) (72,477.70) 4% 2200-2131 ONC Recovery FP< (5,000.00) (5,000.00) (5,453.72) 9% 2200-2132 ONC Recovery Wet Weather (12,000.00) (12,000.00) (12,139.26) 1% 2200-2133 ONC Recovery EBA Salaries 0.00 0.00 (1.03) ---% 2200-2141 ONC Recovery Freight Other (132,000.00) (125,000.00) (158,176.96) 27% 2200-2160 ONC Recovery Superannuation (410,000.00) (380,000.00) (395,938.61) 4% 2210-1430 ONC Workers Comp Reimbursement 0.00 0.00 2,589.34 ---% 2210-2430 ONC Workers Comp Wages Paid 0.00 0.00 0.00 0% ------2200-0002 ONCOSTS RECOVERY TOTAL 0.00 0.00 2,589.34 ---% (125,000.00) (28,000.00) (191,053.67) 582% 2300-0002 FINANCE 2300-1400 FIN Interest Received Operating Acc 5,000.00 4,000.00 2,413.58 -40% 2300-1410 FIN Interest Received Investments 243,000.00 190,000.00 273,311.74 44% 2300-1700 FIN Gain on recognition of Assets 0.00 0.00 0.00 0% 2300-2202 FIN Audit Fees 74,600.00 55,000.00 55,299.12 1% 2300-2310 FIN Interest Paid Operating Acc 0.00 0.00 124.74 ---% 2300-2315 FIN ATO Interest Charges 0.00 0.00 0.00 0% 2300-2330 FIN Bank Fees 4,500.00 20,000.00 19,820.51 -1%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 29 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 4 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual 2300-2335 FIN Bank Errors 0.00 0.00 0.00 0% 2300-2340 FIN Bad & Doubtful Debts 5,000.00 5,000.00 0.00 -100% 2300-2345 FIN Dishonoured Cheques 0.00 0.00 0.00 0% 2310-0003 RURAL ELECTRICITY SCHEME 2310-1230 RES Admin Fee 0.00 0.00 0.00 0% 2310-1430 RES Loan Interest rec'd 1,621.00 1,437.00 1,962.68 37% 2310-2330 RES QTC Interest Paid 1,621.00 1,437.00 2,001.05 39% ------2310-0003 RURAL ELECTRICITY SCHEME TOTAL 1,621.00 1,437.00 1,962.68 37% 1,621.00 1,437.00 2,001.05 39% ------2300-0002 FINANCE TOTAL 249,621.00 195,437.00 277,688.00 42% 85,721.00 81,437.00 77,245.42 -5%
2400-0002 NON-SPECIFIC GRANTS & SUBSIDIES 2400-1100 FAGS Grant 1,369,908.00 2,875,902.00 2,792,461.00 -3% 2400-1200 Federal Government Resiliance Grants 0.00 0.00 34,487.00 ---% ------2400-0002 NON-SPECIFIC GRANTS & SUBSIDIES TOTAL 1,369,908.00 2,875,902.00 2,826,948.00 -2% 0.00 0.00 0.00 0% ------2000-0001 CORPORATE SERVICES TOTAL 2,604,467.00 4,088,566.00 4,182,966.83 2% 2,008,507.00 1,987,137.00 (227,735.11)-111%
3000-0001 COMMUNITY DEVELOPMENT
3000-0002 COMM LIBRARIES 3000-1110 LIB Subsidies 2,000.00 2,750.00 2,736.36 0% 3000-1200 LIB Fees & Internet 0.00 0.00 0.00 0% 3000-2000 LIB Library Salaries 55,000.00 65,000.00 52,459.97 -19% 3000-2211 LIB Libraries Operation & Maint 10,000.00 17,500.00 20,483.66 17% ------3000-0002 COMM LIBRARIES TOTAL 2,000.00 2,750.00 2,736.36 0% 65,000.00 82,500.00 72,943.63 -12%
3100-0002 PLAY GROUPS 3100-1100 PLAY Grant 0.00 0.00 0.00 0% 3100-2211 PLAY Jundah Operation & Maintenance 2,000.00 2,000.00 1,093.68 -45% 3100-2212 PLAY Windorah Operation & Maintenanc 1,500.00 1,500.00 632.77 -58% 3100-2420 PLAY Dep'n Buildings 7,670.00 7,700.00 7,761.87 1% ------3100-0002 PLAY GROUPS TOTAL 0.00 0.00 0.00 0% 11,170.00 11,200.00 9,488.32 -15%
3200-0002 JUNDAH POSTAL OPERATIONS 3200-1200 PO Sales & Collections 15,000.00 20,000.00 21,271.74 6% 3200-1201 PO EFTPOS Charges Received 100.00 100.00 80.13 -20% 3200-1600 PO Commissions 30,000.00 27,000.00 28,531.53 6% 3200-2000 PO Salaries 61,000.00 70,000.00 71,829.97 3% 3200-2211 PO Maintenance & Repairs 16,000.00 68,150.00 1,257.26 -98% 3200-2215 PO Operating Expenses 5,500.00 5,500.00 2,572.95 -53%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 30 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 5 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual 3200-2216 PO Freight Expenses 1,000.00 5,000.00 0.00 -100% 3200-2220 PO Purchases 13,000.00 20,000.00 21,699.62 8% 3200-2240 PO Business Expenses 0.00 0.00 0.00 0% 3200-2330 PO EFTPOS & Credit Card Charges 500.00 500.00 545.76 9% ------3200-0002 JUNDAH POSTAL OPERATIONS TOTAL 45,100.00 47,100.00 49,883.40 6% 97,000.00 169,150.00 97,905.56 -42%
3300-0002 JUNDAH GENERAL FOOD STORE 3300-1400 JUNDAH Roadhouse Capital Grant 249,000.00 1,064,000.00 150,000.00 -86% 3300-1500 JUNDAH STORE Sales Fuel 290,000.00 250,000.00 218,865.32 -12% 3300-1501 JUNDAH STORE Sales General 525,000.00 500,000.00 510,719.72 2% 3300-2100 JUNDAH STORE Purch Fuel 252,300.00 225,000.00 260,076.53 16% 3300-2101 JUNDAH STORE Purch General 404,250.00 410,000.00 435,090.01 6% 3300-2102 JUNDAH STORE Community Donations 500.00 500.00 0.00 -100% 3300-2150 JUNDAH STORE Stock on hand 0.00 0.00 0.00 0% 3300-2230 JUNDAH STORE Operating Expenditure 160,000.00 230,000.00 177,127.49 -23% 3300-2239 JUNDAH STORE Merchant Fees 0.00 0.00 0.00 0% 3300-2330 JUNDAH STORE Interest on Loans 0.00 0.00 0.00 0% 3300-2420 JUNDAH STORE Depreciation 9,490.00 30,000.00 9,098.16 -70% ------3300-0002 JUNDAH GENERAL FOOD STORE TOTAL 1,064,000.00 1,814,000.00 879,585.04 -52% 826,540.00 895,500.00 881,392.19 -2%
3400-0002 HALLS & COMMUNITY CENTRES 3400-1100 HALLS & COMM Capital Grants 97,500.00 322,500.00 0.00 -100% 3400-1150 HALLS & COMMUNITY -Federal DCP 2019 0.00 0.00 30,815.00 ---% 3400-1200 HALLS & COMM Hire Charges 0.00 0.00 279.99 ---% 3400-2211 HALLS & COM Jundah Operation & Maint 15,000.00 20,000.00 7,399.37 -63% 3400-2213 HALLS & COMM Stonehenge Hall Op&M 23,500.00 25,000.00 18,435.90 -26% 3400-2214 HALLS & COMM Stonehenge Comm Op & M 15,000.00 40,000.00 0.00 -100% 3400-2222 HALLS & COMM Windorah Op & M 25,000.00 30,000.00 13,752.21 -54% 3400-2230 HALLS & COMM Stonehenge RFDS 500.00 500.00 455.63 -9% 3400-2420 HALLS & COMM Depreciation 83,345.00 83,345.00 85,079.35 2% 3400-2440 HALLS & COMM Depreciation Furniture& 0.00 0.00 0.00 0% ------3400-0002 HALLS & COMMUNITY CENTRES TOTAL 97,500.00 322,500.00 31,094.99 -90% 162,345.00 198,845.00 125,122.46 -37% 3500-0002 SHIRE PROMOTION & COORDINATION 3500-1101 PROMO General Grants Subsidies 0.00 0.00 780.00 ---% 3500-1102 PROMO Capital Grants 7,500.00 100,000.00 0.00 -100% 3500-1200 PROMO Jundah Info Centre Fees 500.00 0.00 16.36 ---% 3500-1600 PROMO Merchandise Sales 300.00 300.00 83.63 -72% 3500-2210 PROMO VIC Jundah 129,070.00 110,000.00 82,180.83 -25% 3500-2211 PROMO VIC Maintenance 0.00 0.00 0.00 0% 3500-2220 PROMO VIC Windorah 148,000.00 160,000.00 163,776.03 2% 3500-2230 PROMO VIC STONEHENGE 55,000.00 70,000.00 67,138.60 -4% 3500-2240 PROMO Area Promos & Merch 90,000.00 60,000.00 42,745.41 -29% 3500-2241 PROMO RAPAD Contribution 171,000.00 70,000.00 26,100.00 -63% 3500-2242 PROMO Tidy Town Garden Comp 0.00 0.00 0.00 0% 3500-2243 PROMO Community Development - Funded 10,000.00 10,000.00 9,358.73 -6% 3500-2244 PROMO Community Dvlpment & Training 0.00 0.00 0.00 0% 3500-2420 PROMO Depreciation VIC 16,565.00 16,565.00 16,895.63 2%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 31 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 6 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual 3500-2440 PROMO RTC F&F Depreciation 0.00 0.00 0.00 0% 3550-0003 OQTA Awards 3550-1000 OQTA Revenue 0.00 0.00 0.00 0% 3550-2000 OQTA Expenses 0.00 0.00 0.00 0% ------3550-0003 OQTA Awards TOTAL 0.00 0.00 0.00 0% 0.00 0.00 0.00 0% ------3500-0002 SHIRE PROMOTION & COORDINATION TOTAL 8,300.00 100,300.00 879.99 -99% 619,635.00 496,565.00 408,195.23 -18%
3600-0002 CARAVAN PARKS 3600-1150 VAN Capital Grant 145,560.00 0.00 0.00 0% 3600-1200 VAN Park Fees 127,000.00 135,000.00 118,286.95 -12% 3600-2211 VAN Park Oper & Maint Jundah 110,000.00 90,000.00 77,540.82 -14% 3600-2212 VAN Park Oper & Maint Windorah 110,000.00 90,000.00 66,176.44 -26% 3600-2213 VAN Park Op & Mtc Stonehenge 27,500.00 27,500.00 19,425.72 -29% 3600-2420 VAN Depreciation Buildings 33,525.00 33,525.00 35,314.62 5% 3600-2470 VAN Depreciation Other 0.00 10,000.00 2,421.03 -76% ------3600-0002 CARAVAN PARKS TOTAL 272,560.00 135,000.00 118,286.95 -12% 281,025.00 251,025.00 200,878.63 -20%
3700-0002 AIRPORT TICKETING Operation 3700-1600 AIRPORT Ticket Sales 0.00 0.00 0.00 0% 3700-2120 AIRPORT Ticket Payments 0.00 0.00 0.00 0% ------3700-0002 AIRPORT TICKETING Operation TOTAL 0.00 0.00 0.00 0% 0.00 0.00 0.00 0%
3800-0002 COMMUNITY TRANSPORT 3800-1200 COMM TRAN Hire Charges 100.00 0.00 93.18 ---% 3800-1600 COMM TRAN Contrib Community Vehicle 0.00 0.00 0.00 0% 3800-2210 COMM TRAN Op & Maint 2,000.00 2,000.00 0.00 -100% ------3800-0002 COMMUNITY TRANSPORT TOTAL 100.00 0.00 93.18 ---% 2,000.00 2,000.00 0.00 -100%
3900-0002 TELECOMMUNICATIONS FACILITIES 3900-1100 TELECOMM Grants 84,672.00 0.00 0.00 0% 3900-1200 TELECOMM Telstra Credit 0.00 0.00 2,290.35 ---% 3900-2211 TELECOMM Jundah TV Op&Maint 8,000.00 8,500.00 7,961.41 -6% 3900-2212 TELECOMM Windorah TV Op&Maint 8,000.00 8,500.00 3,728.30 -56% 3900-2213 TELECOMM S'henge TV Op&Maint 8,000.00 8,500.00 3,286.30 -61% 3900-2240 TELECOMM Repeater Network Expenses 10,000.00 10,000.00 645.00 -94% 3900-2245 TELECOMM FM Radio Operations 0.00 0.00 0.00 0% 3900-2250 TELECOMM - River Gauge Mntce 12,000.00 30,000.00 23,877.88 -20% 3900-2300 TELECOMM Optic Fibre Project 0.00 0.00 5,000.00 ---% 3900-2310 TELECOMM Optic Fibre Project Reimb. 0.00 0.00 0.00 0% 3900-2350 TELECOMMUNICATIONS -IT NETWORK 120,000.00 140,000.00 234,027.73 67% 3900-2470 TELECOMM Depreciation Sat TV Other 7,091.00 7,100.00 6,906.22 -3% 3900-2475 TELECOMM Depreciation Network Other 34,254.00 35,000.00 33,245.13 -5%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 32 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 7 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual ------3900-0002 TELECOMMUNICATIONS FACILITIES TOTAL 84,672.00 0.00 2,290.35 ---% 207,345.00 247,600.00 318,677.97 29%
4000-0002 COUNCIL HOUSING 4000-1200 CNCL Jundah Housing Capital Grant 250,000.00 250,000.00 0.00 -100% 4000-1300 CNCL HOUSE Rent 274,328.00 275,000.00 268,079.00 -3% 4000-1400 CNCL HOUSE Other Rental Income 0.00 0.00 0.00 0% 4000-1500 CNCL HOUSE Electricity Refunds 0.00 0.00 0.00 0% 4000-1600 CNCL HOUSE Profit/Loss on Disposal 0.00 0.00 0.00 0% 4000-2211 CNCL HOUSE Operation & Maint 200,000.00 250,000.00 218,361.89 -13% 4000-2212 CNCL HOUSE Rates 39,500.00 42,000.00 37,258.35 -11% 4000-2213 CNCL HOUSE Insurance 0.00 0.00 0.00 0% 4000-2290 CNCL HOUSE Small Debt w/o 0.00 0.00 0.00 0% 4000-2420 CNCL HOUSE Building Depreciation 278,283.00 270,000.00 282,406.64 5% 4000-2440 CNCL HOUSE Depreciation Furn & Fit 0.00 0.00 0.00 0% 4000-2470 CNCL HOUSE Depreciation Other Struct 0.00 0.00 0.00 0% ------4000-0002 COUNCIL HOUSING TOTAL 524,328.00 525,000.00 268,079.00 -49% 517,783.00 562,000.00 538,026.88 -4%
4200-0002 RECREATION ACTIVITIES 4200-1100 REC Sport & Rec Grant 9,700.00 0.00 137,546.00 ---% 4200-1101 REC Sports Amenities Grants 0.00 0.00 0.00 0% 4200-1150 RECREATION - Federal Govt Grants 0.00 0.00 546,382.00 ---% 4200-1200 REC Facilities Hire 0.00 0.00 0.00 0% 4200-1210 REC - Dept Local Goverment Infrastru 458,400.00 0.00 0.00 0% 4200-1220 REC Jundah Pool Revenue 0.00 0.00 0.00 0% 4200-1600 REC Solar Energy Scheme Rebate 0.00 15,000.00 (13,122.40)-187% 4200-2206 REC Contributions 100,000.00 100,000.00 81,237.09 -19% 4200-2211 REC Fac Oper & Mtce- Jundah 17,000.00 25,700.00 14,979.64 -42% 4200-2212 REC Fac Oper & Mtce Windorah 17,000.00 57,700.00 10,404.99 -82% 4200-2213 REC Fac Oper & Mtce S'henge 8,000.00 16,700.00 2,796.98 -83% 4200-2215 REC Swim Pool Operation & Maint 60,000.00 60,000.00 47,697.65 -21% 4200-2216 REC Jundah Racecourse Operation & Ma 0.00 60,000.00 8,930.13 -85% 4200-2230 REC Sports Planning Exp 5,000.00 0.00 639.16 ---% 4200-2235 REC Fitness Hub Expenses 0.00 10,000.00 0.00 -100% 4200-2240 REC Bursaries 10,000.00 10,000.00 2,000.00 -80% 4200-2241 REC Solar Energy Scheme Expenses 0.00 0.00 0.00 0% 4200-2420 REC Depreciation Buildings 138,748.00 140,000.00 150,406.90 7% 4200-2470 REC Depreciation Other 14,940.00 15,000.00 15,083.51 1% ------4200-0002 RECREATION ACTIVITIES TOTAL 468,100.00 15,000.00 670,805.60 >999% 370,688.00 495,100.00 334,176.05 -33%
4300-0002 ARTS & CULTURE 4300-1100 ARTS RADF Grant 10,000.00 10,000.00 10,000.00 0% 4300-1101 ARTS Historical Restoration Grant 0.00 0.00 0.00 0% 4300-2206 ARTS RADF Expenses 11,000.00 21,000.00 3,795.00 -82% 4300-2211 ARTS Jundah Museum Op & Mtce 8,000.00 10,000.00 4,020.03 -60% 4300-2220 ARTS Shire History Preservation 2,000.00 2,000.00 0.00 -100% 4300-2223 ARTS Shenge Historical Restoration 2,000.00 2,000.00 0.00 -100% 4300-2420 ARTS Depreciation-Museum Buildings 12,951.00 13,000.00 13,159.96 1%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 33 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 8 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual 4300-2440 ARTS Depreciation-Museum Furn & Fitt 55.00 55.00 54.74 0% ------4300-0002 ARTS & CULTURE TOTAL 10,000.00 10,000.00 10,000.00 0% 36,006.00 48,055.00 21,029.73 -56% ------3000-0001 COMMUNITY DEVELOPMENT TOTAL 2,576,660.00 2,971,650.00 2,033,734.86 -32% 3,196,537.00 3,459,540.00 3,007,836.65 -13%
5000-0001 WORKS & SERVICES
5000-0002 ENGINEER SUPPORT SERVICES 5000-1000 ENG Works Services Private Works 70,000.00 250,000.00 313,596.01 25% 5000-1010 ENG Private Works Profit/Loss 0.00 0.00 3,000.78 ---% 5000-1100 ENG NDRA Disaster Mitigation Plan 0.00 0.00 0.00 0% 5000-1150 ENG Disaster Mitigat. Capital Grant 45,000.00 0.00 0.00 0% 5000-1200 ENGINEER SUPPO- ENG W4QLD Grant 2019 0.00 0.00 510,000.00 ---% 5000-2000 ENG Engineer Expenditure 257,858.00 300,000.00 359,336.15 20% 5000-2010 ENG Works GIS Services 80,000.00 75,000.00 70,584.25 -6% 5000-2100 ENG Works Supervision Salaries 310,785.00 300,000.00 275,790.07 -8% 5000-2110 ENG Works Supervison Expenses 130,000.00 120,000.00 113,738.19 -5% 5000-2111 ENG Works Office Administration 166,052.00 150,000.00 141,994.20 -5% 5000-2112 ENG Works Office Employee Uniforms 5,000.00 7,500.00 11,303.02 51% 5000-2113 ENG Works Office Maintenance 25,000.00 20,000.00 14,069.74 -30% 5000-2114 ENG Works Printing & Stationery 4,000.00 7,500.00 7,855.05 5% 5000-2115 ENG Works Training, Travel, Conf 4,000.00 4,000.00 1,629.08 -59% 5000-2116 ENG Works Office Phone 0.00 0.00 0.00 0% 5000-2117 ENG Works Office Sundries 0.00 0.00 26,139.06 ---% 5000-2118 ENG Works and Services Private Works 70,000.00 250,000.00 426,599.25 71% 5000-2120 ENG Disaster Mitigation Plan Exp 25,000.00 10,000.00 26,938.21 169% 5000-2121 ENG Works Project Planning and Desig 120,000.00 125,000.00 138,751.66 11% 5000-2190 ENG Overhead Recoveries (460,000.00) (280,000.00) (305,143.42) 9% ------5000-0002 ENGINEER SUPPORT SERVICES TOTAL 115,000.00 250,000.00 826,596.79 231% 737,695.00 1,089,000.00 1,309,584.51 20%
5100-0002 COUNCIL DEPOT 5100-1000 DEPOT Capital Grants 100,000.00 0.00 0.00 0% 5100-2210 DEPOT Jundah Operation & Maintenance 75,000.00 60,000.00 53,344.75 -11% 5100-2211 DEPOT Windorah Op & Maintenance 17,500.00 17,500.00 12,329.40 -30% 5100-2212 DEPOT Stonehenge Operation & Mainten 20,000.00 20,000.00 17,645.72 -12% 5100-2213 DEPOT Building Works Insurance 0.00 0.00 0.00 0% 5100-2420 DEPOT Depreciation Buildings 89,661.00 90,000.00 94,638.30 5% 5100-2440 DEPOT Depreciation Furniture & Fitti 172.00 200.00 172.03 -14% 5100-2470 DEPOT Depreciation Other 45,065.00 60,000.00 67,861.14 13% ------5100-0002 COUNCIL DEPOT TOTAL 100,000.00 0.00 0.00 0% 247,398.00 247,700.00 245,991.34 -1%
5200-0002 PLANT OPERATION & MAINTENANCE 5200-1110 PLANT Fuel Subsidies 146,000.00 50,000.00 90,886.00 82% 5200-1200 PLANT Minor Plant Hire 0.00 0.00 0.00 0% 5200-1300 PLANT Insurance Claims Received 0.00 0.00 0.00 0%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 34 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 9 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual 5200-1600 PLANT Rego Refund 0.00 0.00 502.10 ---% 5200-1700 PLANT Profit/ Loss on Disposal 0.00 200,000.00 0.00 -100% 5200-2100 PLANT Hire Recoveries (5,500,000.00) (5,050,000.00) (5,011,275.89) -1% 5200-2110 PLANT Overhead Costs 0.00 0.00 0.00 0% 5200-2120 PLANT External Hire of Plant 511,728.00 800,000.00 846,021.47 6% 5200-2130 PLANT-Interest Expense 21,000.00 0.00 0.00 0% 5200-2140 PLANT Employee Contributions (FBT) 0.00 0.00 0.00 0% 5200-2210 PLANT Maintenance Costs 740,000.00 650,000.00 787,273.73 21% 5200-2235 PLANT Operating Expenses 860,000.00 820,000.00 994,710.18 21% 5200-2242 PLANT Insurance 88,427.00 0.00 0.00 0% 5200-2430 PLANT Depreciation 834,337.00 800,000.00 945,742.24 18% ------5200-0002 PLANT OPERATION & MAINTENANCE TOTAL 146,000.00 250,000.00 91,388.10 -63% (2,444,508.00) (1,980,000.00) (1,437,528.27) -27%
5300-0002 STORES 5300-1000 STORES Private Works Revenue 100,000.00 50,000.00 54,006.19 8% 5300-1100 STORES Private Works Profit/Loss 0.00 0.00 (4,975.52) ---% 5300-1200 STORES Depot Fuel Revenue 55,200.00 70,000.00 79,135.34 13% 5300-2000 STORES Salaries 100,000.00 120,000.00 110,339.86 -8% 5300-2140 STORES Recoveries (86,250.00) (50,000.00) (51,084.37) 2% 5300-2141 STORES Recoveries Administration (168,750.00) (90,000.00) (102,165.05) 14% 5300-2240 STORES Adjustments 20,000.00 25,000.00 (29,314.90)-217% 5300-2241 STORES Freight 24,000.00 75,000.00 5,922.64 -92% 5300-2242 STORES Maintenance 6,000.00 30,000.00 38,637.60 29% 5300-2300 STORES Depot Fuel Expense 48,000.00 50,000.00 264,758.50 430% 5300-2600 STORES Private Works Expense 100,000.00 50,000.00 39,667.76 -21% ------5300-0002 STORES TOTAL 155,200.00 120,000.00 128,166.01 7% 43,000.00 210,000.00 276,762.04 32% 5400-0002 ROAD GRANTS & SUBSIDIES 5400-1101 ROADS FAGS Grant Identified Roads 491,446.00 1,013,290.00 999,514.00 -1% 5400-1110 ROADS Grants DLG Program 0.00 276,000.00 0.00 -100% 5400-1120 ROADS W4Q Capital Grants 0.00 0.00 0.00 0% 5400-1150 ROADS TIDS Capital Grant 0.00 0.00 0.00 0% 5400-1152 ROADS Jericho Windorah Rd 13/14 0.00 0.00 0.00 0% 5400-2151 ROADS QR Jericho Windorah Rd 0.00 0.00 0.00 0% 5400-2156 ROADS TIDS TMR Design Costs 0.00 0.00 0.00 0% ------5400-0002 ROAD GRANTS & SUBSIDIES TOTAL 491,446.00 1,289,290.00 999,514.00 -22% 0.00 0.00 0.00 0%
5500-0002 RECOVERABLE CAPITAL WORKS 5500-1100 ROADS Roads to Recovery Grants 492,975.00 710,542.00 492,975.00 -31% 5500-1500 ROADS DMR Flood Damage 0.00 0.00 0.00 0% 5500-1501 ROADS Shire Flood Damage 3,110,651.00 3,600,000.00 2,325,500.81 -35% 5500-1502 ROADS DMR Minor Work Contract Reven 0.00 0.00 0.00 0% 5500-1503 ROADS DLGCC Resilliance Roads Grants 0.00 0.00 0.00 0% 5500-1504 ROADS TIDS Recurrent Grant 0.00 35,000.00 0.00 -100% 5500-1505 RECOVERABLE-ROADS NDRP CAPITAL GRANT 0.00 0.00 0.00 0% 5500-1506 ROADS Maintenanc Shire Flood Damage 0.00 3,600,000.00 0.00 -100% 5500-1517 ROADS DMR CTWD 1003 Jundah Quilpie 1,500,000.00 400,000.00 1,432,001.75 258% 5500-1526 ROADS DMR Flood Damage CEND 1526 0.00 0.00 0.00 0%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 35 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 10 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual 5500-1641 ROADS DMR Windorah- Bedourie 0.00 0.00 946,333.81 ---% 5500-2270 ROADS DMR Jundah Quilpie Works 0.00 360,000.00 1,995,392.63 454% 5500-2271 ROADS R2R DMR Jundah Quilpie Works 1,400,000.00 0.00 0.00 0% 5500-2272 ROADS Shire Flood Damage Expenses 0.00 4,000,000.00 0.00 -100% 5500-2273 ROADS Resiliance Projects 0.00 0.00 0.00 0% 5500-2274 ROADS DMR Windorah Bedourie Road 0.00 0.00 897,389.16 ---% 5500-2275 ROADS DMR Minor Work Contract Exp 0.00 0.00 0.00 0% 5500-2276 ROADS TIDS Main Roads Expense 0.00 0.00 0.00 0% ------5500-0002 RECOVERABLE CAPITAL WORKS TOTAL 5,103,626.00 8,345,542.00 5,196,811.37 -38% 1,400,000.00 4,360,000.00 2,892,781.79 -34%
5600-0002 RECOV MAINTENANCE WORKS 5600-1500 RECOV RMPC Revenue Routine Contract 2,181,119.00 2,500,000.00 2,737,769.60 10% 5600-1510 RECOV Private Works Revenue 0.00 0.00 0.00 0% 5600-1520 RECOV Private Works Profit/Loss 0.00 0.00 0.00 0% 5600-1530 RECOV P/works Mics Depot Sales 0.00 0.00 0.00 0% 5600-1540 RECOV Regional Roads ORRG Revenue 165,000.00 200,000.00 286,608.83 43% 5600-1550 RECOV W4Q Recurrent Road Grants 0.00 0.00 0.00 0% 5600-2150 RECOV Regional Roads ORRG Expenses 205,000.00 200,000.00 229,092.02 15% 5600-2160 RECOV W4Q Road Maintenance 0.00 0.00 (3,066.38) ---% 5600-2270 RECOV RMPC Expenses - Routine 1,963,007.00 2,300,000.00 2,208,567.98 -4% 5600-2280 RECOV Private Works Expenses 0.00 0.00 0.00 0% 5600-2290 RECOV Private Works - Small DR w/off 0.00 0.00 156.50 ---% ------5600-0002 RECOV MAINTENANCE WORKS TOTAL 2,346,119.00 2,700,000.00 3,024,378.43 12% 2,168,007.00 2,500,000.00 2,434,750.12 -3% 5700-0002 SHIRE ROADWORKS MAINTENANCE 5700-1210 ROADS - DLGGC Funding 0.00 0.00 0.00 0% 5700-1220 ROADS- DCP FUNDING 35,040.00 0.00 0.00 0% 5700-2211 ROADS Street Maintenance-Jundah 50,000.00 25,000.00 25,520.94 2% 5700-2212 ROADS Street Maintenance-Windorah 58,000.00 30,000.00 15,183.09 -49% 5700-2213 ROADS Street Maintenance-Stonehenge 40,000.00 15,000.00 10,765.02 -28% 5700-2214 ROADS Maintenance 900,000.00 900,000.00 468,893.46 -48% 5700-2450 Write off of Flood Damaged Roads 1,500,000.00 0.00 0.00 0% 5700-2460 ROADS Depreciation 2,013,804.00 2,000,000.00 3,530,730.56 77% ------5700-0002 SHIRE ROADWORKS MAINTENANCE TOTAL 35,040.00 0.00 0.00 0% 4,561,804.00 2,970,000.00 4,051,093.07 36%
5800-0002 STREET SERVICES 5800-2209 STREET Lighting 13,000.00 15,000.00 13,197.48 -12% 5800-2211 STREET Cleaning Jundah 10,000.00 7,500.00 3,602.43 -52% 5800-2212 STREET Cleaning Windorah 25,000.00 25,000.00 23,635.44 -5% 5800-2213 STREET Cleaning Stonehenge 5,000.00 2,500.00 2,284.62 -9% ------5800-0002 STREET SERVICES TOTAL 0.00 0.00 0.00 0% 53,000.00 50,000.00 42,719.97 -15%
5900-0002 WORKSHOP 5900-1000 WORKSHOP Private Works Revenue 30,000.00 10,000.00 8,342.97 -17% 5900-1100 WORKSHOP Private Works Profit/Loss 0.00 0.00 851.25 ---% 5900-2000 WORKSHOP Administration & Salaries 160,000.00 210,000.00 135,707.80 -35%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 36 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 11 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual 5900-2010 WORKSHOP Vehicle Expense 50,000.00 35,000.00 35,552.82 2% 5900-2020 WORKSHOP Equipment 35,000.00 25,000.00 10,095.86 -60% 5900-2100 WORKSHOP Maintenence 50,000.00 50,000.00 8,129.55 -84% 5900-2110 WORKSHOP Operating Expenses 20,000.00 30,000.00 28,885.55 -4% 5900-2200 WORKSHOP Consumables 35,000.00 30,000.00 21,024.14 -30% 5900-2600 WORKSHOP Private Works Expense 30,000.00 10,000.00 20,684.66 107% ------5900-0002 WORKSHOP TOTAL 30,000.00 10,000.00 9,194.22 -8% 380,000.00 390,000.00 260,080.38 -33%
6000-0002 AERODROMES 6000-1100 AERODROMES Grants 639,500.00 188,000.00 289,787.96 54% 6000-1200 AERODROMES Windorah Turnaround Fees 22,000.00 17,500.00 42,606.11 143% 6000-1300 AERODROMES Windorah Airport Lease 0.00 0.00 0.00 0% 6000-1400 AERODROMES - Windorah Fuel Revenue 470,000.00 400,000.00 420,203.42 5% 6000-2100 AERODROMES - Windorah Fuel Operation 408,900.00 360,000.00 140,363.03 -61% 6000-2211 AERODROMES Jundah Operation & Maint 20,000.00 20,000.00 21,554.07 8% 6000-2212 AERODROMES Windorah Op & Maint 157,500.00 150,000.00 141,049.46 -6% 6000-2213 AERODROMES Stonehenge Op & Maint 15,000.00 10,000.00 5,664.91 -43% 6000-2420 AERODROMES Depreciation Buildings 8,964.00 10,000.00 9,091.54 -9% 6000-2440 AERODROMES Depn Furniture & Fittings 3,434.00 3,000.00 3,470.17 16% 6000-2460 AERODROMES Depn Roads 135,319.00 135,000.00 135,346.13 0% 6000-2470 AERODROMES Depn Other Structures 34,438.00 35,000.00 34,876.31 0% ------6000-0002 AERODROMES TOTAL 1,131,500.00 605,500.00 752,597.49 24% 783,555.00 723,000.00 491,415.62 -32% 6100-0002 GARBAGE REMOVAL 6100-1000 GARBAGE Charges 38,865.00 41,000.00 40,144.75 -2% 6100-1010 GARBAGE Interest on Charges 300.00 150.00 189.31 26% 6100-1090 GARBAGE Charges Discount (3,200.00) (3,500.00) (3,427.24) -2% 6100-1091 GARBAGE Charges Write Off 0.00 0.00 0.00 0% 6100-1092 GARBAGE Charges Cncl Subsidy (1,000.00) (1,000.00) (969.43) -3% 6100-2211 GARBAGE Jundah Collection 16,000.00 16,000.00 12,133.09 -24% 6100-2212 GARBAGE Windorah collection 25,000.00 22,000.00 18,634.73 -15% 6100-2213 GARBAGE Stonehenge Collection 10,000.00 10,000.00 9,299.80 -7% 6100-2430 GARBAGE Depn Plant & Equipment 0.00 0.00 0.00 0% ------6100-0002 GARBAGE REMOVAL TOTAL 34,965.00 36,650.00 35,937.39 -2% 51,000.00 48,000.00 40,067.62 -17%
6200-0002 REFUSE TIP OPERATING EXPENSES 6200-2211 REFUSE Jundah Tip Oper & Maint 35,000.00 40,000.00 21,982.70 -45% 6200-2212 REFUSE Windorah Tip Oper & Maint 30,000.00 40,000.00 19,204.28 -52% 6200-2213 REFUSE S'henge Tip Oper & Maint 12,000.00 15,000.00 10,800.69 -28% ------6200-0002 REFUSE TIP OPERATING EXPENSES TOTAL 0.00 0.00 0.00 0% 77,000.00 95,000.00 51,987.67 -45%
6300-0002 CEMETERIES 6300-1150 CEM-Capital Grants 8,956.00 0.00 8,956.00 ---% 6300-2211 CEM Jundah Operation & Maint 10,000.00 15,000.00 13,994.65 -7% 6300-2212 CEM Windorah Operation & Maint 10,000.00 15,000.00 10,885.13 -27% 6300-2213 CEM Stonehenge Op & Maint 10,000.00 10,000.00 9,363.00 -6%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 37 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 12 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual 6300-2470 CEM Depreciation Structures 1,555.00 1,555.00 1,583.39 2% ------6300-0002 CEMETERIES TOTAL 8,956.00 0.00 8,956.00 ---% 31,555.00 41,555.00 35,826.17 -14%
6400-0002 WATER 6400-1000 WATER Charges Levy 198,300.00 207,500.00 198,928.42 -4% 6400-1005 WATER Charges Excess 7,000.00 15,000.00 13,463.89 -10% 6400-1010 WATER Charges Interest 2,000.00 1,500.00 1,872.63 25% 6400-1090 WATER Charges Discount (15,400.00) (16,000.00) (16,199.52) 1% 6400-1091 WATER Charges Write Off 0.00 0.00 0.00 0% 6400-1092 WATER Charges Council Subsidy (5,700.00) (6,200.00) (6,185.18) 0% 6400-1100 WATER Capital Grants 275,000.00 287,500.00 0.00 -100% 6400-1150 WATER Federal Govt Grants 0.00 0.00 68,828.00 ---% 6400-1200 WATER Sale of Water 0.00 1,000.00 1,181.81 18% 6400-1201 WATER Service Connection Fees 0.00 0.00 0.00 0% 6400-1540 WATER- WATER Outback Regional Water 120,000.00 120,000.00 0.00 -100% 6400-2100 WATER Overhead Costs 0.00 0.00 0.00 0% 6400-2120 WATER Outback Alliance Group 155,000.00 120,000.00 167,540.34 40% 6400-2211 WATER Jundah Oper & Maint 206,500.00 250,000.00 219,074.20 -12% 6400-2212 WATER Windorah Oper & Maint 221,500.00 200,000.00 153,068.40 -23% 6400-2213 WATER Stonehenge Oper & Maint 131,500.00 160,000.00 154,909.91 -3% 6400-2310 WATER Interest on Loan 0.00 0.00 0.00 0% 6400-2420 WATER Depreciation Buildings 0.00 0.00 0.00 0% 6400-2450 WATER Depreciation Infrastructure 200,783.00 210,000.00 205,786.11 -2% ------6400-0002 WATER TOTAL 581,200.00 610,300.00 261,890.05 -57% 915,283.00 940,000.00 900,378.96 -4%
6500-0002 PARKS & GARDENS 6500-1200 PARK Capital Funding 0.00 0.00 0.00 0% 6500-2211 PARK Jundah Operation & Mtce 117,000.00 100,000.00 99,530.74 0% 6500-2212 PARK Windorah Operation & Maint 132,000.00 100,000.00 104,026.03 4% 6500-2213 PARK Stonehenge Operation & Maint 50,000.00 50,000.00 39,039.46 -22% 6500-2214 PARKS & GARDENS Pensioner Yards 0.00 0.00 0.00 0% 6500-2420 PARK Depreciation Buildings 31,941.00 32,000.00 32,301.13 1% 6500-2470 PARK Depreciation Other Structures 27,480.00 32,000.00 37,846.91 18% ------6500-0002 PARKS & GARDENS TOTAL 0.00 0.00 0.00 0% 358,421.00 314,000.00 312,744.27 0%
6600-0002 ENVIRONMENTAL HEALTH 6600-1200 ENV Licences & Registration 600.00 600.00 480.50 -20% 6600-1201 ENV Health Fees & Permits 0.00 0.00 0.00 0% 6600-1600 ENV EPA Fee Relief 0.00 0.00 0.00 0% 6600-2204 ENV Environmental Health Officer 10,000.00 15,000.00 0.00 -100% 6600-2206 ENV Donations & Contributions 0.00 0.00 0.00 0% 6600-2225 ENV Environmental Licence 8,000.00 7,500.00 6,163.24 -18% 6600-2230 ENV Mosquito Control Jundah 0.00 4,000.00 3,088.64 -23% 6600-2231 ENV Mosquito Control Windorah 4,000.00 4,000.00 2,638.49 -34% 6600-2232 ENV Mosquito Control Stonehenge 0.00 2,000.00 1,069.14 -47% 6600-2240 ENV General Expenses Health 500.00 500.00 0.00 -100% 6600-2420 ENV Depreciation Health Buildings 0.00 0.00 0.00 0%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 38 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 13 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual ------6600-0002 ENVIRONMENTAL HEALTH TOTAL 600.00 600.00 480.50 -20% 22,500.00 33,000.00 12,959.51 -61%
6700-0002 GRAVEL OPERATION 6700-1600 GRAVEL Operations Screened Revenue 0.00 0.00 0.00 0% 6700-1601 GRAVEL Operations Unscreened Revenue 270,000.00 270,000.00 314,800.00 17% 6700-2240 GRAVEL Operations Screened Expendi 0.00 0.00 0.00 0% 6700-2241 GRAVEL Operation Unscreened Expendit 177,568.00 200,000.00 156,833.97 -22% ------6700-0002 GRAVEL OPERATION TOTAL 270,000.00 270,000.00 314,800.00 17% 177,568.00 200,000.00 156,833.97 -22% ------5000-0001 WORKS & SERVICES TOTAL 10,549,652.00 14,487,882.00 11,650,710.35 -20% 9,563,278.00 12,231,255.00 12,078,448.74 -1%
7000-0001 LAND WATER AND ANIMAL MANAGEMENT
7000-0002 ANIMAL CONTROL 7000-1100 ANIMAL Management Grants 0.00 0.00 980,000.00 ---% 7000-1200 ANIMAL Registration Fees 1,500.00 1,000.00 970.00 -3% 7000-1210 ANIMAL Impounding Fees 0.00 0.00 0.00 0% 7000-1220 ANIMAL Management Contributions 0.00 0.00 0.00 0% 7000-1291 ANIMAL Registration W/off 0.00 0.00 0.00 0% 7000-2240 ANIMAL General Expenses 1,000.00 1,000.00 88.69 -91% ------7000-0002 ANIMAL CONTROL TOTAL 1,500.00 1,000.00 980,970.00 >999% 1,000.00 1,000.00 88.69 -91%
7100-0002 RURAL SERVICES 7100-1120 RURAL AWI Grant 5,000.00 0.00 0.00 0% 7100-1125 RURAL QFPI Grant 32,000.00 105,000.00 63,000.00 -40% 7100-1130 RURAL SERVICES RURAL DC Grant 45,000.00 45,000.00 213,233.00 374% 7100-1200 RURAL Baiting Fees 122,452.00 130,000.00 127,244.77 -2% 7100-1205 RURAL Baiting Fees Interest 500.00 500.00 822.61 65% 7100-1210 RURAL Agistment and other Fees 10,000.00 15,000.00 18,144.82 21% 7100-1500 RURAL RLPB Collection Fees 0.00 1,500.00 1,653.38 10% 7100-2100 RURAL Overhead Costs 0.00 0.00 0.00 0% 7100-2125 RURAL Dog Monitoring Expenses 0.00 0.00 0.00 0% 7100-2130 RURAL Advisory Committee Travel 2,000.00 2,600.00 2,780.33 7% 7100-2214 RURAL Land Protection Services Costs 200,000.00 211,000.00 194,821.54 -8% 7100-2215 RURAL Town Common Maintenance 15,000.00 15,000.00 18,513.79 23% 7100-2240 RURAL Baiting Subsidy Expenses 182,452.00 160,000.00 151,927.22 -5% 7100-2242 RURAL Rural Lands Precept 47,550.00 45,000.00 43,754.00 -3% 7100-2243 AWI Project Expenses 0.00 0.00 1,016.89 ---% 7100-2244 RURAL SERVICES QFPI Project Expenses 145,000.00 75,000.00 38,474.66 -49% 7100-2250 RURAL RLPB Remittances 0.00 0.00 0.00 0% ------7100-0002 RURAL SERVICES TOTAL 214,952.00 297,000.00 424,098.58 43% 592,002.00 508,600.00 451,288.43 -11%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 39 of 124 19 General Ledger2019.7.8.1 Revenue and Expenditure Budget Page - 14 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2019 Printed(PAULH): 30-07-2019 1:20:33 PM ======------REVENUE ------EXPENDITURE ------Original 2019/2020 30 Jun 2019 Original 2019/2020 30 Jun 2019 Budget Budget Actual Budget Budget Actual 7200-0002 LAND CAPITAL & PRIVATE WORKS 7200-1500 LAND DNR Revenue 10,000.00 0.00 0.00 0% 7200-1510 LAND Protection P/wks Revenue 15,000.00 10,000.00 5,961.08 -40% 7200-2240 LAND DNR Expenses 10,000.00 0.00 0.00 0% 7200-2270 LAND Protection Private Works Exp 12,000.00 10,000.00 7,641.02 -24% ------7200-0002 LAND CAPITAL & PRIVATE WORKS TOTAL 25,000.00 10,000.00 5,961.08 -40% 22,000.00 10,000.00 7,641.02 -24% ------7000-0001 LAND WATER AND ANIMAL MANAGEMENT TOTAL 241,452.00 308,000.00 1,411,029.66 358% 615,002.00 519,600.00 459,018.14 -12% ======TOTAL REVENUE AND EXPENDITURE 16,065,330.00 22,004,098.00 19,357,412.80 -12% 16,261,453.00 19,089,990.00 16,219,518.89 -15%
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 40 of 124 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Comprehensive Income
Line item Annual result Jun-14A Jun-15A Jun-16A Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Income
Revenue Operating revenue Net rates, levies and charges 980.94 1,017.56 1,146.45 1,072.56 1,107.11 1,209.55 1,221.93 1,252.14 1,283.10 1,308.76 1,334.94 1,361.63 1,388.87 1,416.64 1,444.98 Fees and charges 87.58 122.24 112.79 116.89 155.83 198.02 182.60 183.21 186.66 190.39 194.20 198.08 202.04 206.08 210.21 Rental income 153.19 238.25 298.65 296.25 316.64 268.08 275.00 275.00 275.00 280.50 286.11 291.83 297.67 303.62 309.69 Interest received 424.41 365.03 380.75 272.16 252.03 2,236.24 253.87 210.17 126.21 52.13 7.42 7.57 7.72 7.87 8.03 Sales revenue 11,850.15 3,496.00 7,436.30 7,957.88 8,308.08 7,511.61 5,078.50 6,168.02 5,966.13 6,090.62 6,217.71 6,347.46 6,479.91 6,615.13 6,753.17 Profit from investments ------Other income 34.61 70.69 80.07 468.31 58.52 48.05 136.50 136.72 136.94 139.68 142.47 145.32 148.23 151.19 154.22 Grants, subsidies, contributions and donations 3,592.73 5,557.76 6,703.22 14,018.06 5,650.55 4,978.44 7,738.94 6,936.73 6,597.39 6,729.34 6,863.93 7,001.20 7,141.23 7,284.05 7,429.73 Total operating revenue 17,123.61 10,867.53 16,158.22 24,202.11 15,848.77 16,449.98 14,887.34 15,161.99 14,571.43 14,791.42 15,046.77 15,353.10 15,665.66 15,984.60 16,310.03
Capital revenue Grants, subsidies, contributions and donations 727.92 5,927.00 3,670.83 4,994.33 3,433.29 4,856.43 7,019.35 4,362.04 5,212.14 1,885.00 4,085.00 2,135.00 4,335.00 1,935.00 4,135.00
Total revenue 17,851.53 16,794.53 19,829.05 29,196.43 19,282.06 21,306.41 21,906.69 19,524.03 19,783.57 16,676.42 19,131.77 17,488.10 20,000.66 17,919.60 20,445.03
Capital income Total capital income 21.36 68.00 - (85.23) (431.51) - 200.00 150.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00
Total income 17,872.88 16,862.53 19,829.05 29,111.20 18,850.56 21,306.41 22,106.69 19,674.03 19,883.57 16,776.42 19,231.77 17,588.10 20,100.66 18,019.60 20,545.03
Expenses
Operating expenses Employee benefits 5,156.56 4,509.00 4,932.55 5,448.05 5,659.77 5,318.52 4,968.62 4,777.84 4,582.28 4,695.12 4,810.75 4,929.24 5,050.65 5,175.06 5,302.54 Materials and services 9,531.51 3,515.00 10,107.57 17,498.79 7,645.22 6,888.95 9,879.89 9,572.93 9,000.54 9,181.40 9,365.90 9,554.10 9,746.09 9,941.94 10,141.72 Finance costs 9.43 9.00 24.76 10.87 6.74 21.96 27.86 27.62 27.32 27.71 56.20 196.19 356.14 535.67 720.20 Depreciation and amortisation 3,683.31 3,530.00 3,685.04 3,895.67 4,214.00 4,214.00 4,632.38 4,993.92 5,515.22 5,395.93 5,368.90 4,964.72 4,610.76 4,972.45 5,038.50 Other expenses ------Total operating expenses 18,380.81 11,563.00 18,749.92 26,853.38 17,525.72 16,443.42 19,508.75 19,372.31 19,125.36 19,300.17 19,601.75 19,644.25 19,763.64 20,625.12 21,202.97
Capital expenses Total capital expenses 4,885.37 - 3,518.38 ------
Total expenses 23,266.18 11,563.00 22,268.30 26,853.38 17,525.72 16,443.42 19,508.75 19,372.31 19,125.36 19,300.17 19,601.75 19,644.25 19,763.64 20,625.12 21,202.97
Net result (5,393.29) 5,299.53 (2,439.25) 2,257.82 1,324.83 4,862.99 2,597.94 301.72 758.21 (2,523.75) (369.98) (2,056.15) 337.02 (2,605.52) (657.94)
Tax equivalents
Net result before tax equivalents (5,393.29) 5,299.53 (2,439.25) 2,257.82 1,324.83 4,862.99 2,597.94 301.72 758.21 (2,523.75) (369.98) (2,056.15) 337.02 (2,605.52) (657.94) Tax equivalents payable ------Net result after tax equivalents (5,393.29) 5,299.53 (2,439.25) 2,257.82 1,324.83 4,862.99 2,597.94 301.72 758.21 (2,523.75) (369.98) (2,056.15) 337.02 (2,605.52) (657.94)
190730 Exported Statements for Michael Parker Review LGFM v3.0.1 30/07/2019Budget Documents: 4:08 PM Financial Policies and Operational Plan 2019 - 2020 'CompInc' Page 41Page of 124 1 of 2 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Comprehensive Income
Line item Annual result Jun-14A Jun-15A Jun-16A Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Other comprehensive income
Items that will not be reclassified to net result Increase (decrease) in asset revaluation surplus 3,476.64 8,091.36 3,729.88 4,250.15 (1,141.50) ------Miscellaneous comprehensive income ------Total other comprehensive income for the year 3,476.64 8,091.36 3,729.88 4,250.15 (1,141.50) ------
Total comprehensive income for the year (1,916.66) 13,390.89 1,290.63 6,507.97 183.33 4,862.99 2,597.94 301.72 758.21 (2,523.75) (369.98) (2,056.15) 337.02 (2,605.52) (657.94)
Operating result
Operating revenue 17,123.61 10,867.53 16,158.22 24,202.11 15,848.77 16,449.98 14,887.34 15,161.99 14,571.43 14,791.42 15,046.77 15,353.10 15,665.66 15,984.60 16,310.03 Operating expenses 18,380.81 11,563.00 18,749.92 26,853.38 17,525.72 16,443.42 19,508.75 19,372.31 19,125.36 19,300.17 19,601.75 19,644.25 19,763.64 20,625.12 21,202.97 Operating result (1,257.20) (695.47) (2,591.70) (2,651.28) (1,676.95) 6.56 (4,621.41) (4,210.31) (4,553.93) (4,508.75) (4,554.98) (4,291.15) (4,097.98) (4,640.52) (4,892.94)
190730 Exported Statements for Michael Parker Review LGFM v3.0.1 30/07/2019Budget Documents: 4:08 PM Financial Policies and Operational Plan 2019 - 2020 'CompInc' Page 42Page of 124 2 of 2 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Financial Position
Line item Annual result Jun-14A Jun-15A Jun-16A Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Assets
Current assets Cash and cash equivalents 11,798.68 13,131.00 16,268.70 10,757.48 9,867.89 11,518.53 8,289.71 4,485.48 1,169.29 ------Trade and other receivables 2,185.06 850.00 2,548.89 3,242.18 2,639.79 1,854.68 1,623.38 1,770.09 1,701.85 1,736.88 1,767.78 1,809.11 1,846.35 1,884.36 1,917.89 Inventories 574.34 623.00 762.36 757.82 884.09 884.09 884.09 884.09 884.09 884.09 884.09 884.09 884.09 884.09 884.09 Other current assets - - - 36.46 67.90 67.90 67.90 67.90 67.90 67.90 67.90 67.90 67.90 67.90 67.90
Non-current assets held for sale ------
Total current assets 14,558.08 14,604.00 19,579.95 14,793.94 13,459.67 14,325.20 10,865.07 7,207.56 3,823.12 2,688.86 2,719.77 2,761.10 2,798.34 2,836.34 2,869.87
Non-current assets Inventories ------Trade and other receivables 73.37 ------Investments ------Property, plant & equipment 165,641.05 172,147.00 178,944.11 185,473.78 186,690.95 191,103.75 197,295.78 201,182.81 171,723.54 171,131.61 173,137.71 140,235.99 143,565.23 144,031.78 113,095.28 Other non-current assets - 63.00 68.92 55.18 40.88 27.73 16.21 4.18 (3.24) (3.24) (3.24) (3.24) (3.24) (3.24) (3.24)
Total non-current assets 165,714.42 172,210.00 179,013.03 185,528.96 186,731.83 191,131.48 197,311.99 201,187.00 171,720.31 171,128.37 173,134.47 140,232.76 143,561.99 144,028.54 113,092.04
Total assets 180,272.51 186,814.00 198,592.99 200,322.90 200,191.50 205,456.68 208,177.06 208,394.55 175,543.43 173,817.24 175,854.24 142,993.85 146,360.33 146,864.88 115,961.91
Liabilities
Current liabilities Overdraft ------754.51 3,122.76 5,768.12 8,751.43 11,814.29 15,026.77 Trade and other payables 2,799.59 1,505.00 6,337.12 1,761.89 1,488.57 1,902.08 2,036.43 1,964.73 1,861.91 1,904.96 1,943.69 1,994.10 2,040.24 2,087.45 2,129.94 Borrowings 25.98 10.00 10.35 10.85 11.39 11.91 12.53 6.51 ------Provisions 84.39 239.09 70.20 292.19 283.07 ------Other current liabilities ------
Total current liabilities 2,909.96 1,754.09 6,417.67 2,064.93 1,783.03 1,913.99 2,048.96 1,971.25 1,861.91 2,659.47 5,066.45 7,762.22 10,791.67 13,901.75 17,156.71
Non-current liabilities Trade and other payables 146.01 216.00 236.97 ------Borrowings 73.37 62.00 52.92 42.18 30.89 19.05 6.51 ------Provisions 337.54 148.92 397.35 219.75 198.22 481.29 481.29 481.29 481.29 481.29 481.29 481.29 481.29 481.29 481.29 Other non-current liabilities ------
Total non-current liabilities 556.92 426.92 687.24 261.94 229.10 500.33 487.80 481.29 481.29 481.29 481.29 481.29 481.29 481.29 481.29
Total liabilities 3,466.89 2,181.00 7,104.91 2,326.86 2,012.13 2,414.32 2,536.76 2,452.53 2,343.20 3,140.75 5,547.74 8,243.50 11,272.95 14,383.03 17,638.00
Net community assets 176,805.62 184,633.00 191,488.08 197,996.04 198,179.38 203,042.36 205,640.30 205,942.02 173,200.23 170,676.48 170,306.50 134,750.35 135,087.38 132,481.85 98,323.91
Community equity
Asset revaluation surplus 133,314.92 135,842.00 145,136.16 149,386.31 148,244.81 148,244.81 148,244.81 148,244.81 114,744.81 114,744.81 114,744.81 81,244.81 81,244.81 81,244.81 47,744.81
190730 Exported Statements for Michael Parker Review LGFM v3.0.1 30/07/2019 12:36 PM 'FinPos' Page 1 of 2 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 43 of 124 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Financial Position
Line item Annual result Jun-14A Jun-15A Jun-16A Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Retained surplus 43,490.70 48,791.00 46,351.92 48,609.73 49,934.57 54,797.55 57,395.49 57,697.21 58,455.42 55,931.67 55,561.69 53,505.54 53,842.57 51,237.04 50,579.10
Total community equity 176,805.62 184,633.00 191,488.08 197,996.04 198,179.38 203,042.36 205,640.30 205,942.02 173,200.23 170,676.48 170,306.50 134,750.35 135,087.38 132,481.85 98,323.91
Reconciliation
Net community assets to community equity - - - - (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00)
190730 Exported Statements for Michael Parker Review LGFM v3.0.1 30/07/2019 12:36 PM 'FinPos' Page 2 of 2 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 44 of 124 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Changes in Equity 3 2 6 All outputs are in thousands ($'000) unless otherwise indicated
Control Panel 1. Select Scenario 2. Whole of Council or Business Units? 3. Select Business Units 4. Normalise Results 5. Print Whole of Council Whole of Council [Inactive BU] 4 Use median cash balance for ratios Print Summary Selected Business Units [Inactive BU] 2 [Inactive BU] 5 Normalise for selected grant program
[Inactive BU] 3 [Inactive BU] 6
Line item Annual result Jun-14A Jun-15A Jun-16A Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Statement of Changes in Equity
Asset revaluation surplus
Opening balance 148,244.81 148,244.81 148,244.81 148,244.81 114,744.81 114,744.81 114,744.81 81,244.81 81,244.81 81,244.81 Net result na na na na na na na na na na Increase in asset revaluation surplus - - - (33,500.00) - - (33,500.00) - - (33,500.00) Internal payments made na na na na na na na na na na Closing balance 148,244.81 148,244.81 148,244.81 148,244.81 114,744.81 114,744.81 114,744.81 81,244.81 81,244.81 81,244.81 47,744.81
Retained surplus
Opening balance 49,934.57 54,797.55 57,395.49 57,697.21 58,455.42 55,931.67 55,561.69 53,505.54 53,842.57 51,237.04 Net result 4,862.99 2,597.94 301.72 758.21 (2,523.75) (369.98) (2,056.15) 337.02 (2,605.52) (657.94) Increase in asset revaluation surplus na na na na na na na na na na Internal payments made ------Closing balance 49,934.57 54,797.55 57,395.49 57,697.21 58,455.42 55,931.67 55,561.69 53,505.54 53,842.57 51,237.04 50,579.10
Total
Opening balance 198,179.38 203,042.36 205,640.30 205,942.02 173,200.23 170,676.48 170,306.50 134,750.35 135,087.38 132,481.85 Net result 4,862.99 2,597.94 301.72 758.21 (2,523.75) (369.98) (2,056.15) 337.02 (2,605.52) (657.94) Increase in asset revaluation surplus - - - (33,500.00) - - (33,500.00) - - (33,500.00) Internal payments made ------Closing balance 198,179.38 203,042.36 205,640.30 205,942.02 173,200.23 170,676.48 170,306.50 134,750.35 135,087.38 132,481.85 98,323.91
End of page
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 45 of 124 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Cash Flows
Line item Annual result Jun-14A Jun-15A Jun-16A Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Cash flows from operating activities
Receipts from customers 18,414.83 6,139.00 10,281.00 10,314.17 11,600.62 9,576.85 7,075.07 7,529.17 7,612.88 7,705.35 7,868.01 8,024.09 8,193.41 8,362.87 8,539.42 Payments to suppliers and employees (13,363.21) (9,420.00) (10,814.93) (29,125.09) (15,121.07) (11,813.90) (14,740.59) (14,449.28) (13,712.81) (13,861.19) (14,166.19) (14,461.76) (14,780.01) (15,099.77) (15,432.37) Payments for land held as inventory ------Proceeds from sale of land held as inventory ------Dividend received ------Interest received 424.41 365.03 380.75 272.16 252.04 2,236.24 253.87 210.17 126.21 52.13 (20.52) (159.80) (319.01) (497.81) (681.58) Rental income 153.19 238.14 298.65 296.25 316.64 272.74 274.75 274.97 275.00 280.27 285.91 291.56 297.43 303.38 309.48 Non-capital grants and contributions - 5,560.36 4,061.81 14,018.06 5,650.55 5,149.26 7,514.96 7,000.97 6,625.58 6,718.64 6,854.53 6,988.55 7,129.87 7,272.47 7,419.56 Borrowing costs (9.43) (9.00) (24.76) (10.87) (6.74) (2.01) (1.43) (0.80) (0.15) ------Tax equivalents paid to General ------Dividend paid to General ------Payment of provision ------Other cash flows from operating activities ------
Net cash inflow from operating activities 5,619.79 2,873.53 4,182.51 (4,235.33) 2,692.05 5,419.18 376.62 565.19 926.71 895.21 821.74 682.64 521.69 341.14 154.52
Cash flows from investing activities
Payments for property, plant and equipment (5,060.66) (7,572.00) (5,132.99) (6,623.78) (8,203.43) (8,930.61) (11,024.41) (9,930.95) (9,705.95) (4,954.00) (7,525.00) (5,713.00) (8,090.00) (5,589.00) (7,752.00) Payments for intangible assets ------Net movement in loans and advances ------Proceeds from sale of property, plant and equipment 399.75 131.00 426.68 363.80 1,199.26 303.81 400.00 1,200.00 250.00 250.00 250.00 250.00 250.00 250.00 250.00 Grants, subsidies, contributions and donations 727.92 5,927.00 3,670.83 4,994.33 3,433.29 4,856.43 7,019.35 4,362.04 5,212.14 1,885.00 4,085.00 2,135.00 4,335.00 1,935.00 4,135.00 Other cash flows from investing activities - - - - - 13.15 11.52 12.02 7.42 ------
Net cash inflow from investing activities (3,932.99) (1,514.00) (1,035.48) (1,265.66) (3,570.88) (3,757.22) (3,593.54) (4,356.89) (4,236.39) (2,819.00) (3,190.00) (3,328.00) (3,505.00) (3,404.00) (3,367.00)
Cash flows from financing activities
Proceeds from borrowings ------Repayment of borrowings (27.21) (26.83) (9.25) (10.24) (10.76) (11.32) (11.91) (12.53) (6.51) ------Repayments made on finance leases ------
Net cash inflow from financing activities (27.21) (26.83) (9.25) (10.24) (10.76) (11.32) (11.91) (12.53) (6.51) ------
Total cash flows
Net increase in cash and cash equivalent held 1,659.59 1,332.70 3,137.79 (5,511.22) (889.59) 1,650.64 (3,228.82) (3,804.23) (3,316.19) (1,923.79) (2,368.26) (2,645.36) (2,983.31) (3,062.86) (3,212.48)
Opening cash and cash equivalents 10,139.09 11,798.68 13,131.38 16,269.17 10,757.95 9,867.89 11,518.53 8,289.71 4,485.48 1,169.29 (754.51) (3,122.76) (5,768.12) (8,751.43) (11,814.29)
Closing cash and cash equivalents 11,798.68 13,131.38 16,269.17 10,757.95 9,867.89 11,518.53 8,289.71 4,485.48 1,169.29 (754.51) (3,122.76) (5,768.12) (8,751.43) (11,814.29) (15,026.77)
Reconciliation
190730 Exported Statements for Michael Parker Review LGFM v3.0.1 30/07/2019 3:19 PM 'CashFlow' Page 1 of 2 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 46 of 124 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Cash Flows
Line item Annual result Jun-14A Jun-15A Jun-16A Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Closing cash balance to Statement of Financial Position (0.00) (0.38) (0.47) (0.47) ------
190730 Exported Statements for Michael Parker Review LGFM v3.0.1 30/07/2019 3:19 PM 'CashFlow' Page 2 of 2 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 47 of 124 Barcoo Shire Council Capital Works Plan 2019-20 2019-20 2020-21 2021-22
Total Budget Capital Grant General Total Budget Capital Grant General Total Budget Capital Grant General Capital Works Carry Over 2019-20 2019-20 Funding Fund Asset Sales Revenue Carry Over 2020-21 2020-21 Funding Fund Asset Sales Revenue Carry Over 2021-22 2021-22 Funding Fund Asset Sales Revenue EXECUTIVE SERVICES 0 75,000 75,000 -125,000 0 0 -50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Emergency Services 0 0 0 0 0 0 Buildings 0 0 0 0 0 0 Windorah SES/Rural Fire Services Building 50,000 50,000 -100,000 QFES/RFS -50,000 0 0 0 0 Equipment 0 0 0 0 0 0 SES Vehicles 25,000 25,000 -25,000 QFES/RFS 0 0 0 0 0 CORPORATE SERVICES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Administration 0 0 0 0 0 0 Land Windorah 0 0 0 0 0 0 Buildings 0 0 0 0 0 0 Furniture & Fittings 0 0 0 0 0 0 Land Development 0 0 0 0 0 0 Other Structures 0 0 0 0 0 0 NON-SPECIFIC GRANTS & SUBSIDIES 0 0 0 0 0 0 Windorah Reserveand Town Area 0 0 0 0 0 0 Jundah Reserves and Town Area 0 0 0 0 0 0 Stonehenge Reserve and Town Area 0 0 0 0 0 0 COMMUNITY DEVELOPMENT 0 1,194,000 1,194,000 -1,595,200 0 -401,200 0 511,500 511,500 -230,600 0 280,900 0 86,500 86,500 -75,600 0 10,900 Play Group 0 0 0 0 0 Play Group 10,000 10,000 10,000 0 0 0 0 Buildings 0 0 0 0 0 0 Furniture & Fittings 0 0 0 0 0 0 Post Office 0 0 0 0 0 0 Buildings 0 0 0 0 0 0 Furniture & Fittings 0 0 0 0 0 0
Info Centres/Libraries - Jundah Info Centre Refurbishment 150,000 150,000 -100,000 W4Q 50,000 0 0 0 0 Buildings 0 0 0 0 0 0 Furniture & Fittings 0 0 0 0 0 0 Other Structures 0 0 0 0 0 0 Jundah Roadhouse (including plant, buildings etc) 150,000 150,000 -965,000 DCP -815,000 0 0 0 0 Jundah Roadhouse (including plant, buildings etc) 0 -99,000 BOR -99,000 0 0 0 0 Community Centres/Halls 0 0 0 0 0 0 Buildings 0 0 0 0 0 0 Jundah Hall 0 0 0 0 0 0 Jundah Hall amenties (Stage 1) 250,000 250,000 -200,000 W4Q 50,000 0 0 0 Stonehenge 0 0 0 0 0 0 Stonehenge Hall - external painting 25,000 25,000 -25,000 W4Q 0 0 0 0 0 Caravan Parks 0 0 0 0 0 0 Buildings 0 0 0 0 0 0 Windorah 0 0 0 0 0 0 Stonehenge Caravan Park New Amenities Building & Extension 0 300,000 300,000 -180,000 BOR 120,000 0 0 Jundah Caravan Park - 2 new cabins 212,000 212,000 -106,000 BOR 106,000 100,000 100,000 100,000 0 0 Jundah Caravan Park - Enclosing the Van Park Office Area 25,000 25,000 25,000 0 0 0 0 Telecommunications 0 0 0 0 0 0 Two-Way Radio/Mobile Devices 0 0 0 0 0 0 Council Housing 0 0 0 0 0 0 Buildings 0 0 0 0 0 0 Relocation of house to Stonehenge 150,000 150,000 150,000 0 0 0 Recreational Facilities 0 0 0 0 0 0 Stonehenge Sports Centre Tennis Courts 0 0 0 0 0 0
Stonehenge Tennis Court renewal and Practice Wall 45,000 45,000 -27,000 S&R 18,000 0 0 0 0 Windorah Sports Centre Tennis Courts 0 0 0 0 0 0
H:\4000-4999 CORPORATEBudget Documents: SERVICES\CS4010 Financial Policies- Budget and O'Regan Operational & Partners\Budget Plan 2019 - 20202019-20\2019-20 Capital Works Program Final Draft 270619 Capital Works Page 48 30/07/2019of 124 12:44 PM Total Budget Capital Grant General Total Budget Capital Grant General Total Budget Capital Grant General Capital Works Carry Over 2019-20 2019-20 Funding Fund Asset Sales Revenue Carry Over 2020-21 2020-21 Funding Fund Asset Sales Revenue Carry Over 2021-22 2021-22 Funding Fund Asset Sales Revenue Windorah Sports Centre Soft Protection Mesh 20,000 20,000 -12,000 S&R 8,000 0 0 0 Jundah Pool - Shade Structure 25,000 25,000 -15,000 S&R 10,000 0 0 0 Horse Sports Reserve Stonehenge 0 0 0 0 0 0 Horse Sports Reserve Windorah 0 0 0 0 0 0 Horse Sports Reserve Jundah Amentities 0 0 0 0 0 0 Horse Sports Reserve Jundah 0 0 0 0 0 0 Horse Sports Reserve Jundah 0 0 0 0 0 0
Jundah Racecourse - Thoroughbred Venue Assessment Actions 50,000 50,000 50,000 40,000 40,000 40,000 40,000 40,000 -40,000 RCDF 0 Jundah Horse Sports Reserve - Amenties facilities 0 0 0 20,000 20,000 -20,000 S&R 0 20,000 20,000 -20,000 S&R 0 Jundah Sports Centre Mesh and Practice Wall 17,000 17,000 -10,200 S&R 6,800 0 0 0
Jundah Sports Centre - Gym Equipment 10,000 10,000 -6,000 S&R 4,000 26,500 26,500 -15,600 S&R 10,900 26,500 26,500 -15,600 S&R 10,900 Windorah Walking track and Outdoor Equipment 25,000 25,000 -15,000 S&R 10,000 25,000 25,000 -15,000 S&R 10,000 0 0 Jundah Rodeo Grounds Lighting 30,000 30,000 -15,000 S&R 15,000 0 0 0 0 Musuems 0 0 0 0 0 0 Jundah Museum 0 0 0 0 0 0 WORKS & SERVICES 205,000 9,550,411 9,755,411 -5,299,148 0 -400,000 4,056,263 0 9,419,451 9,419,451 -4,131,436 0 -1,200,000 4,088,015 0 9,619,451 9,619,451 -5,136,542 0 -300,000 4,182,909 Disaster Management 0 0 0 0 0 0 River, rain & flood gauges 240,000 240,000 -144,000 NDRP 96,000 0 0 0 0 Depots Buildings 0 0 0 0 0 0
Jundah Depot Yard Security Upgrade 100,000 100,000 100,000 0 0 0 0 Stonehenge Depot - build kit shed and sell existing shipping contianers / igloo structure 15,960 15,960 15,960 0 0 0 0 Storage Areas 0 0 0 0 0 0 Depot Equipment - Wheel alignment 15,000 15,000 15,000 0 0 0 0 Workshop Smart-fill lube network 50,000 50,000 50,000 0 0 0 0 Plant & Equipment 0 0 0 0 0 0 Loader - 966M - Hire vs Buy Loan 6/7/17 0 0 150,000 150,000 150,000 0 0 Grader - CAT 140M - Hire vs Buy Loan 6/7/17 0 0 160,000 160,000 160,000 0 0 Grader - CAT 140M - Hire vs Buy Loan 8/3/18 0 0 160,000 160,000 160,000 0 0 Grader - CAT 140M 0 0 160,000 160,000 160,000 0 0 Loader - 966M 0 0 160,000 160,000 160,000 0 0 Grader 14ft Construction 330,000 330,000 330,000 0 0 0 0 Skid Steer- Jundah Town 80,000 80,000 80,000 0 0 0 0 Truck Service - Fitter Truck 1 130,000 130,000 130,000 0 0 0 0 Prime Mover -Multi purpose 270,000 270,000 270,000 0 0 0 0 4wd Wagon Administration 35,000 35,000 35,000 0 0 0 0 4wd Trayback Dual Cab Town Services Manager 35,000 35,000 35,000 0 0 0 0 4wd Trayback Dual Cab Workshop Supervisor 35,000 35,000 35,000 0 0 0 0 4wd Trayback Extra Cab Plumber 35,000 35,000 35,000 0 0 0 0 4wd Trayback Extra Cab Tipper Stonehenge 30,000 30,000 30,000 0 0 0 0 4wd Trayback Extra Cab -Windorah Parks 2 35,000 35,000 35,000 0 0 0 0 4wd Trayback Dual Cab Grader Maintenance Crew 35,000 35,000 35,000 0 0 0 0 4wd Trayback Dual Cab Grader Construction Crew 35,000 35,000 35,000 0 0 0 0 14 Seater Toyota Hi-Ace Bus Windorah 50,000 50,000 50,000 0 0 0 0 Dolly Single - #3 26,000 26,000 26,000 0 0 0 0 Dolly Bogie - #4 26,000 26,000 26,000 0 0 0 0 Float Plant and Minor Items 75,000 75,000 75,000 0 0 0 0 Ablution Unit Beilby's Camp 180,000 180,000 180,000 0 0 0 0 Hydraulic hose press - Mezzanine Level at Workshop 10,000 10,000 10,000 0 0 0 0 10 Plant Replacement Programme 0 -400,000 -400,000 2,162,000 2,162,000 -1,200,000 962,000 1,653,000 1,653,000 -300,000 1,353,000 Store Facilites 0 0 0 0 0 0 Store Equipment - Evaporative cooler for store area 15,000 15,000 15,000 0 0 0 0 Town Streets 0 0 0 0 0 0
H:\4000-4999 CORPORATEBudget Documents: SERVICES\CS4010 Financial Policies- Budget and O'Regan Operational & Partners\Budget Plan 2019 - 20202019-20\2019-20 Capital Works Program Final Draft 270619 Capital Works Page 49 30/07/2019of 124 12:44 PM Total Budget Capital Grant General Total Budget Capital Grant General Total Budget Capital Grant General Capital Works Carry Over 2019-20 2019-20 Funding Fund Asset Sales Revenue Carry Over 2020-21 2020-21 Funding Fund Asset Sales Revenue Carry Over 2021-22 2021-22 Funding Fund Asset Sales Revenue Jundah 0 0 0 0 0 0
Dickson Street footpath extension and beautification - Jundah 60,000 60,000 60,000 0 0 0 0 Archer St, Jundah 0 0 0 0 0 0 Second coat seal at fuel cell 9,000 9,000 -9,000 R2R 0 0 0 0 0 Miles St to Garrick St 0 0 0 0 5,000 5,000 -5,000 R2R 0 Dickson St, Jundah 0 0 0 0 0 0 McIlwraith St to Perkins St - Parking Areas 37,000 37,000 -37,000 R2R 0 0 0 0 0 Garrick Street 0 0 0 0 0 0 McIlwraith St to Archer St 0 0 0 0 67,000 67,000 -67,000 R2R 0 Jundah Cemetery Access 0 0 0 0 5,000 5,000 5,000 Jundah Hospital Carpark 0 0 0 0 6,000 6,000 6,000 Jundah Refue Tip Access 0 0 0 0 5,000 5,000 5,000 McIlwraith Street 0 0 0 0 0 0 Dickson St to Garrick St 18,000 18,000 -18,000 R2R 0 0 0 0 0 Miles Street 0 0 0 0 0 0 McIlwraith St to Archer St 0 0 0 0 65,000 65,000 -65,000 R2R 0 Morehead Street 0 0 0 0 0 0 Macrossan St to Perkins St 0 0 0 0 8,000 8,000 -8,000 R2R 0 Perkins Street 0 0 0 0 0 0 Dickson St to Morehead St 29,000 29,000 -29,000 R2R 0 0 0 0 0 Stonehenge 0 0 0 0 0 0 Stonehenge Kerb & channelling 0 0 0 0 0 0 Salisbury Street 0 0 0 0 0 0 Bulford St to Airport 0 0 33,000 33,000 -33,000 R2R 0 0 0 Stonehenge School Access 0 0 3,000 3,000 -3,000 R2R 0 0 0 Stratford Street 0 0 0 0 0 0 Town Grid to Town Grid 0 0 46,000 46,000 -46,000 R2R 0 0 0 Windorah 0 0 0 0 0 0 Maryborough St, Windorah - K&C and drainage (Cecil St to Victoria St) 150,000 150,000 -47,306 TIDS 102,694 0 -27,694 TIDS -27,694 0 0 Maryborough St/Victoria St, Windorah - Kerb & Channelling 60,000 60,000 -60,000 W4Q 0 0 0 0 0 Virtue St, Windorah - Drainage at Albert St Intersection 70,000 70,000 -70,000 W4Q 0 0 0 0 0 Virtue St, Windorah - Drainage at Wallace St Intersection 130,000 130,000 130,000 0 0 0 0 Albert Street 0 0 0 0 0 0 Virtue St to Maryborough St - Parking Areas 0 0 15,000 15,000 -15,000 R2R 0 0 0 Cecil Street 0 0 0 0 0 0 Maryborough St to Mary St 0 0 16,000 16,000 -16,000 R2R 0 0 0 Edward Street 0 0 0 0 0 0 Maryborough St to Mary St 0 0 24,000 24,000 -24,000 R2R 0 0 0 Mary Street 0 0 0 0 0 0 Cecil St to Wallace St 0 0 19,000 19,000 -19,000 R2R 0 0 0 Maryborough Street 0 0 0 0 0 0 Victoria St to Wallace St 0 0 13,000 13,000 -13,000 R2R 0 0 0 Virtue Street 0 0 0 0 0 0 Cecil St to Edward St 0 0 5,000 5,000 -5,000 R2R 0 0 0 Wallace Street 0 0 0 0 0 0 Maryborough St to Albert St 0 0 25,000 25,000 -25,000 R2R 0 0 0 Roads 0 0 0 0 0 0 Arrabury Rd gravel resheeting 0 0 0 0 0 0 Ch 0 - 5.56km 278,000 278,000 278,000 0 0 0 0 Ch 61.79 - 67.0km 0 0 260,000 260,000 260,000 0 0 Ch 93.04 - 98.02km 0 0 249,000 249,000 249,000 0 0 Ch 107.72 - 113.3km 279,000 279,000 279,000 0 0 0 0 Ch 120.86 - 124.82km 198,000 198,000 198,000 0 0 0 0 Ch 128.45 - 132.18km 0 0 187,000 187,000 187,000 0 0 Bimerah-Isisford Road-gravel resheet 0 0 0 0 0 0
H:\4000-4999 CORPORATEBudget Documents: SERVICES\CS4010 Financial Policies- Budget and O'Regan Operational & Partners\Budget Plan 2019 - 20202019-20\2019-20 Capital Works Program Final Draft 270619 Capital Works Page 50 30/07/2019of 124 12:44 PM Total Budget Capital Grant General Total Budget Capital Grant General Total Budget Capital Grant General Capital Works Carry Over 2019-20 2019-20 Funding Fund Asset Sales Revenue Carry Over 2020-21 2020-21 Funding Fund Asset Sales Revenue Carry Over 2021-22 2021-22 Funding Fund Asset Sales Revenue Ch 0 - 4.28km 0 0 214,000 214,000 -160,542 R2R 53,458 0 0 Ch 7.89 - 12.83km 0 0 0 0 259,542 259,542 -259,542 R2R 0 Ch 12.83 - 19.52km 0 0 0 0 335,000 335,000 -150,000 TIDS 185,000 Jundah-Winton Rd gravel resheeting 0 0 0 0 0 0 Ch 0 - 4.48km 224,000 224,000 -125,542 R2R 98,458 0 0 0 Ch 22.18 - 26.6km 221,000 221,000 221,000 0 0 0 Ch 52.78 - 57.27km 225,000 225,000 225,000 0 0 0 Ch 94.88 - 98.34km 0 0 173,000 173,000 -75,000 TIDS 98,000 0 Yaraka Retreat Road - Ch 61.68 - 66.17km - Bitumen Resurfacing 0 0 0 0 225,000 225,000 -225,000 R2R 0 Jundah Emergency Access Rd - Second coat seal - full length 38,000 38,000 -38,000 R2R 0 0 0 0 0 Jundah Racecourse Rd - Second coat seal - full length 10,000 10,000 -10,000 R2R 0 0 0 0 0 Jundah-Winton Rd - Ch 62.11 - 65.54km (Emergency airstrip) Bitumen Resurfacing 172,000 172,000 -172,000 R2R 0 0 0 0 0 Yaraka-Retreat Rd Ch 26.41 - 36.17km Bitumen Resurfacing 0 0 351,000 351,000 -351,000 R2R 0 0 0 Yaraka-Retreat Rd Ch 36.17 - 41.39km Bitumen Resurfacing 188,000 188,000 -188,000 R2R 0 0 0 0 0 Yaraka-Retreat Rd Ch 46.82 - 49.16km (incl. Powells Ck) Bitumen Resurfacing 84,000 84,000 -84,000 R2R 0 0 0 0 0 Yaraka-Retreat Rd Ch 61.68 - 69.58km Bitumen Resurfacing 0 0 0 0 3,000 3,000 -3,000 R2R 0 Yaraka-Retreat Rd Ch 74.50 - 86.6km Bitumen Resurfacing 0 0 0 0 78,000 78,000 -78,000 R2R 0 Bridge Replacement -Connemarra Road 0 -82,800 LGGSP -82,800 460,000 460,000 -193,200 LGGSP 266,800 0 0 McPhellamy crossing 30,000 30,000 30,000 0 0 0 0 Grid Replacement New 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Reserve for Transport Asset Management - $2.581451M after Grid funding 471,451 471,451 471,451 221,451 221,451 221,451 1,419,909 1,419,909 1,419,909 Jundah- Winton Rd - Floodway Upgrade Ch 84.1km 0 0 0 0 460,000 460,000 -276,000 LGGSP 184,000 Flood Damage - March 2018 Event - 90% reimbursed 50% capitalised 1,000,000 1,000,000 -900,000 NDRRA 100,000 0 0 0 0 Flood Damage - March 2019 Event - 90% reimbursed 50% capitalised 3,000,000 3,000,000 -2,700,000 NDRRA 300,000 3,000,000 3,000,000 -2,700,000 NDRRA 300,000 0 0 Flood Damage - Future Flood Event - 90% reimbursed 50% capitalised 0 0 0 0 2,500,000 2,500,000 -2,250,000 NDRRA 250,000 Aerodromes 0 0 0 0 0 0 Jundah 0 0 0 0 0 0 Jundah Aerodrome - PAL System 10,000 10,000 -10,000 RAFP 0 0 0 0 0 Stonehenge 0 0 0 0 0 0 Stonehenge Runway Bitumen Resurfacing 0 0 167,000 167,000 -75,000 TIDS 92,000 0 0 Stonehenge PAL System 10,000 10,000 -10,000 RAFP 0 0 0 0 0 Windorah 0 0 0 0 0 0 Windorah Hangar -244,500 BOR -244,500 0 0 0 Windorah PAL System 10,000 10,000 -5,000 RAFP 5,000 0 0 0 0 Windorah Design and Business Case 50,000 50,000 50,000 500,000 500,000 -250,000 RAFP 250,000 500,000 500,000 -250,000 RAFP 250,000 Windorah - Runway Pavement Upgrade 0 0 1,875,000 1,875,000 -1,500,000 BBRF 375,000 Refuse Tips 0 0 0 0 0 0 Rehabilitation of Refuse Tips and General Capital Works 90,000 90,000 90,000 90,000 90,000 90,000 0 0 Cemeteries 0 0 0 0 0 0 Water Facilities 0 0 0 0 0 0 Design and Business Case - Water treatment facilities x 3 sites 60,000 60,000 60,000 0 0 0 0 WTP Telemetry / Monitoring 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Jundah 0 0 0 0 0 0
Jundah WTP - Ground Level Raw Water Reservoir - Pump installation 45,000 45,000 45,000 0 0 0 0 Jundah WTP - Ground Level Treated Water Reservoir - Liner replacement and roof structure repairs 40,000 40,000 40,000 0 0 0 0 Jundah WTP - Draw backwash water from Blue Tank 0 0 60,000 60,000 60,000 0 0 Stonehenge 0 0 0 0 0 0 Wash down bay Stonehenge 20,000 20,000 20,000 0 0 0 0 Stonehenge Water Treatment Plant upgrade 0 0 150,000 150,000 -100,000 W4Q 50,000 0 0 Windorah 0 0 0 0 0 0 Windorah WTP - Ground Level Treated Water Reservoir - Roof structure repairs 30,000 30,000 30,000 0 0 0 0 Windorah WTP - Additional Ground Level Raw Water Reservoir 315,000 315,000 -315,000 W4Q 0 0 0 0 0
Treated Water Mains Flush valves /scour points in 3 towns 16,000 16,000 16,000 16,000 16,000 16,000 0 0
H:\4000-4999 CORPORATEBudget Documents: SERVICES\CS4010 Financial Policies- Budget and O'Regan Operational & Partners\Budget Plan 2019 - 20202019-20\2019-20 Capital Works Program Final Draft 270619 Capital Works Page 51 30/07/2019of 124 12:44 PM Total Budget Capital Grant General Total Budget Capital Grant General Total Budget Capital Grant General Capital Works Carry Over 2019-20 2019-20 Funding Fund Asset Sales Revenue Carry Over 2020-21 2020-21 Funding Fund Asset Sales Revenue Carry Over 2021-22 2021-22 Funding Fund Asset Sales Revenue
Raw water mains. Shut off valves for block isolation 20,000 20,000 20,000 20,000 20,000 20,000 0 0 Parks & Gardens 0 0 0 0 0 0 Windorah 0 0 0 0 0 0 * Stonehenge 0 0 0 0 0 0 * Jundah 0 0 0 0 0 0 Jundah Memorial Park Revamp & Pathway 20,000 20,000 20,000 0 0 0 0 LAND MANAGEMENT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 RURAL SERVICES 0 0 0 0 0 0 TOTALS 205,000 10,819,411 11,024,411 -7,019,348 -400,000 3,605,063 0 9,930,951 9,930,951 -4,362,036 -1,200,000 4,368,915 0 9,705,951 9,705,951 -5,212,142 -300,000 4,193,809 Project Decision Framework - see Doc Id 31400 for a description of the process 11,024,411 -7,419,348 $3,605,063 9,930,951 -5,562,036 $4,368,915 9,705,951 -5,512,142 $4,193,809 $0 $0 $0 Minor Project Plan Options Analysis Business Case
Funding Type BOR 0 212000 212000 -449500 0 0 -237500 0 300000 300000 -180000 0 0 120000 0 0 0 0 0 0 0 DCP 0 150000 150000 -965000 0 0 -815000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 DILGP 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 LGGSP 0 0 0 -82800 0 0 -82800 0 460000 460000 -193200 0 0 266800 0 460000 460000 -276000 0 0 184000 NDRP 0 240000 240000 -144000 0 0 96000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 NDRRA 0 4000000 4000000 -3600000 0 0 400000 0 3000000 3000000 -2700000 0 0 300000 0 2500000 2500000 -2250000 0 0 250000 QFES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 QFES/RFS 0 75000 75000 -125000 0 0 -50000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 R2R 0 809000 809000 -710542 0 0 98458 0 764000 764000 -710542 0 0 53458 0 710542 710542 -710542 0 0 0 RAFP 0 30000 30000 -25000 0 0 5000 0 500000 500000 -250000 0 0 250000 0 500000 500000 -250000 0 0 250000 RCDF 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 40000 40000 -40000 0 0 0 S&R 0 172000 172000 -100200 0 0 71800 0 71500 71500 -50600 0 0 20900 0 46500 46500 -35600 0 0 10900 BBRF 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1875000 1875000 -1500000 0 0 375000 TIDS 0 150000 150000 -47306 0 0 102694 0 340000 340000 -177694 0 0 162306 0 335000 335000 -150000 0 0 185000 W4Q 0 870000 870000 -770000 0 0 100000 0 150000 150000 -100000 0 0 50000 0 0 0 0 0 0 0 W4Q/TIDS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6708000 6708000 -7019348 0 0 -311348 0 9419451 5585500 -4362036 0 0 1223464 0 6467042 6467042 -5212142 0 0 1254900
Expenditure Type Town Street 130000 433000 563000 -270306 0 0 292694 0 199000 199000 -226694 0 0 -27694 0 161000 161000 -145000 0 0 16000 Road 30000 6488451 6518451 -4300342 0 0 2218109 0 5215451 5215451 -3479742 0 0 1735709 0 5380451 5380451 -3241542 0 0 2138909 Residential Land Development 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Building 0 465960 465960 -1264000 0 0 -798040 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Hall 0 275000 275000 -225000 0 0 50000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Housing 0 150000 150000 0 0 0 150000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Plant 0 1557000 1557000 -25000 0 -400000 1132000 0 2952000 2952000 0 0 -1200000 1752000 0 1653000 1653000 0 0 -300000 1353000 Furniture & Fitting 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Water 45000 551000 596000 -315000 0 0 281000 0 296000 296000 -100000 0 0 196000 0 50000 50000 0 0 0 50000 Recreation 0 222000 222000 -100200 0 0 121800 0 111500 111500 -50600 0 0 60900 0 86500 86500 -75600 0 0 10900 Caravan Park 0 237000 237000 -106000 0 0 131000 0 400000 400000 -180000 0 0 220000 0 0 0 0 0 0 0 Aerodrome 0 80000 80000 -269500 0 0 -189500 0 667000 667000 -325000 0 0 342000 0 2375000 2375000 -1750000 0 0 625000 Pk,Com&Cem 0 120000 120000 0 0 0 120000 0 90000 90000 0 0 0 90000 0 0 0 0 0 0 0 Gauge 0 240000 240000 -144000 0 0 96000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Fencing 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 IT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 205000 10819411 11024411 -7019348 0 -400000 3605063 0 9930951 9930951 -4362036 0 -1200000 4368915 0 9705951 9705951 -5212142 0 -300000 4193809
H:\4000-4999 CORPORATEBudget Documents: SERVICES\CS4010 Financial Policies- Budget and O'Regan Operational & Partners\Budget Plan 2019 - 20202019-20\2019-20 Capital Works Program Final Draft 270619 Capital Works Page 52 30/07/2019of 124 12:44 PM QTC Local Government Forecasting Model—Barcoo Shire Council 3 2 6 All outputs are in thousands ($'000) unless otherwise indicated Dashboard Summary
89 errors identified—Median cash balance used—Whole of Council active
Operating Performance Liquidity
Operating surplus ratio (%) Cash expense cover ratio (months) 15% 16.0 10% 14.0 5% 12.0 -% -5% 10.0
-10% 8.0 -15% 6.0 -20% 4.0 -25% -30% 2.0
-35% - Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Operating surplus ratio DILGP—lower bound DILGP—upper bound Cash expense cover ratio QTC—lower bound
Fiscal Flexibility Asset Sustainability
Net financial liability (%) Asset sustainability ratio (%) 100% 250% 80% 60% 200% 40% 20% 150% -% -20% 100% -40% -60% 50% -80% -100% -% Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Net financial liabilities ratio DILGP—upper bound Asset sustainability ratio QTC—lower bound
Council controlled revenue ratio (%) Average useful life of depreciable assets (years) 100% 50.0 90% 45.0 80% 40.0 70% 35.0 60% 30.0 50% 25.0 40% 20.0 30% 15.0 20% 10.0 10% 5.0 -% - Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Council controlled revenue ratio QTC—lower bound Average useful life of depreciable assets
Total debt service cover ratio (times) Capital expenditure ratio (times) 350.0x 250%
300.0x 200% 250.0x 150% 200.0x
150.0x 100%
100.0x 50% 50.0x
- -% Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Total debt service cover ratio QTC—lower bound Capital expenditure ratio
Actual Budget Forecast Key financial sustainability metrics Target Jun-14A Jun-15A Jun-16A Jun-17A Jun-18A Jun-19B Jun-20F Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F
Operating surplus ratio 0% to 10% -7.3% -6.4% -16.0% -11.0% -10.6% 0.0% -31.0% -27.8% -31.3% -30.5% -30.3% -27.9% -26.2% -29.0% -30.0% 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Cash expense cover ratio > 3 months - - - - - 14.4 10.0 7.4 4.3 1.4 (0.3) (2.2) (4.3) (6.6) (8.8) 1.0 1.0 1.0 1.0 1.0 3.0 3.0 3.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0
Asset sustainability ratio > 90% -% -% -% -% -% 104.1% 192.7% 133.7% 138.8% 53.4% 100.2% 68.1% 127.5% 61.9% 110.7% 1.0 1.0 1.0 1.0 1.0 3.0 3.0 3.0 3.0 1.0 3.0 1.0 3.0 1.0 3.0
Average useful life of depreciable assets 44.2 48.3 47.7 47.1 43.8 45.1 42.4 40.1 31.0 31.5 32.1 28.0 30.9 28.7 22.2 na na na na na na na na na na na na na na na
Net financial liabilities ratio <= 60% -64.8% -114.3% -77.2% -51.5% -72.2% -72.4% -55.9% -31.4% -10.2% 3.1% 18.8% 35.7% 54.1% 72.2% 90.5% 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 1.0 1.0
Council controlled revenue ratio > 60% 6.2% 10.5% 7.8% 4.9% 8.0% 8.6% 9.4% 9.5% 10.1% 10.1% 10.2% 10.2% 10.2% 10.2% 10.1% 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Total debt service cover ratio > 2 times 282.0x 109.1x 109.3x 120.2x 233.8x 315.1x 0.9x 58.8x 144.2x na 1.1x 0.3x 0.1x 0.1x 0.1x 3.0 3.0 3.0 3.0 3.0 3.0 1.0 3.0 3.0 na 1.0 1.0 1.0 1.0 1.0
Capital expenditure ratio na na na na na 2.1x 2.4x 2.0x 1.8x 0.9x 1.4x 1.2x 1.8x 1.1x 1.5x na na na na na na na na na na na na na na na
190722 Barcoo LGFM 201819 Actuals + 201920 Budget prior to rollover (Autosaved) LGFM v3.0.1 30/07/2019 1:39 PM 'DashSumm' Page 1 of 1 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 53 of 124 BARCOO SHIRE COUNCIL BUDGET 2019‐2020
Debt & Borrowing Policy
Resolution Number: ______Date Adopted: ______Classification: Statutory Scheduled ______Review: Responsible Officer: Chief Executive Officer Policy Number: EXG‐004 Legislation: Local Government Act 2009, Local Government Regulation 2012; Statutory Bodies Financial Arrangements Act 1982. Section of Corporate Plan: Executive ‐ Governance OBJECTIVE The objective of this policy is to ensure the sound management of Barcoo Shire Council’s existing and future debt in the 2019‐2020 financial year.
POLICY STATEMENT Council will manage its finances to promote the best interests of local residents, including decisions made for the purposes outlined below.
DEFINITIONS Nil
PROCEDURE Council’s approach to debt will incorporate the following principles: • The appropriate mix of debt to internal funding used is intended to provide the lowest long term level of rates which does over commit Council in the future, • Borrowing should provide adequate flexibility in the short term, • The total debt accrued should depend on future outlook for growth in the Shire area, and; • The term of the debt will relate to the life of the asset obtained by borrowing, but will not exceed twenty (20) years for any individual asset.
Council will aim to reduce the overall level of debt by continuing repayments as per the adopted schedules set by the lending institute.
In order to provide the best possible service for ratepayers, Council will restrict the purpose of loans to asset acquisition and capital expenditure. As the outcome of borrowing for these purposes will benefit present and future generations and the cost is fairly shared across the years. Council is not expected to borrow funds over the next 10 years:
The time over which it is planned to repay an existing loan is as follows: Balance as at Purpose of Borrowing Annual Remaining Term Interest 30/6/2019 Repayments (Years) Rate $30,950 Rural Electrification Loan $13,323 2.5 5.14%
ASSOCIATED DOCUMENTS AND POLICIES • Barcoo Shire Council Procurement Policy • Barcoo Shire Council Annual Operational Plan and Corporate Plan
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 54 of 124 Indicative Principal and Interest Schedule
DATE OF ISSUE ACCOUNT ENQUIRIES 30 June 2019 1800 641 057 REPORTING DATE 30 June 2019 Current Interest Rate: 5.14% Client: Barcoo Shire Council Account: 80916 - Barcoo SC - Currareva Electrif
Payment Opening Payment Interest Administration Principal Closing Date Balance $ $ $ $ $ Balance $ 16 Dec 2019 30,884.84 6,661.26 775.98 17.76 5,867.52 25,017.32
15 Jun 2020 25,017.32 6,661.25 628.56 14.38 6,018.31 18,999.01
15 Dec 2020 18,999.01 6,661.26 477.35 10.92 6,172.99 12,826.02
15 Jun 2021 12,826.02 6,661.25 322.25 7.37 6,331.63 6,494.39
15 Dec 2021 6,494.39 6,661.29 163.17 3.73 6,494.39 0.00
TOTALS 33,306.31 2,367.31 54.16 30,884.84
THIS INFORMATION IS INDICATIVE ONLY.
Disclaimer: The information set out in this schedule ("Information") should be used as guide only and is provided by QTC in good faith, based on data available to QTC at the time the schedule was prepared. The actual book value and market value of the loan will depend on market conditions, which are volatile and unpredictable. QTC expressly excludes any warranties or representations concerning the currency, accuracy or completeness of the information. QTC accepts no responsibility or liability for any damage or loss which may be incurred as a result of use of or reliance on the information.
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 55 of 124 Level 31, 111 Eagle Street, Brisbane | 1800 641 057 | qtc.com.au | ABN 15 736 217 171 1 Investment Policy
Resolution Number: Date Adopted: Classification: Statutory Scheduled Review: Responsible Officer: Chief Executive Officer Policy Number: EXG‐007 Legislation: Local Government Act 2009; Local Government Regulation 2012; Statutory Bodies Financial Arrangement Act 1982; Statutory Bodies Financial Arrangement Regulations 2007 Section of Corporate Executive ‐ Governance Plan:
OBJECTIVE To guide the investment of all funds held by Barcoo Shire Council.
POLICY STATEMENT Barcoo Shire Council will invest Council funds not immediately required for financial commitments and ensure: • The maximisation of the earnings from authorised investments of cash reserves after assessing counterparty, market and liquidity risks; • The active management of the net debt position with core surplus funds; and • That adequate internal controls are in place and appropriate records are kept to safeguard public monies.
Council’s investment portfolio should be realisable, without penalty, in a reasonable time frame. The term to maturity of Council’s investments must not exceed one year.
Category 1 relates to investments for a fixed time of not more than one (1) year.
Authorised investments comprise: • Deposits with a financial institution; • Investment arrangements accepted, guaranteed or issued by or for the Commonwealth or a State or a financial institution; • Other investment arrangements secured by investment arrangements accepted, guaranteed or issued by or for the Commonwealth or a State or a financial institution; • Investments with Queensland Investment Corporation (QIC) Cash Fund, Queensland Treasury Corporation (QTC) Capital Guaranteed Cash Fund, QTC Debt Offset Facility, QTC Fixed Rate Deposit (up to 12 months), QTC Working Capital Facility; • An investment arrangement with a rating prescribed under a regulation that specifically refers back to this paragraph; and • Other investment arrangements prescribed under a regulation that specifically refers back to this paragraph.
The investment must be at call or for a fixed time of not more than one (1) year.
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 56 of 124
PROCEDURE There are three areas of funds placement available to Council a) Direct Council Investment – Investment; b) Funds Management – Outsourcing of Investment; c) Debt Reduction Strategies.
(a) Council’s Direct Investment At least three (3) quotations shall be obtained from authorised institutions whenever an investment is proposed. The best quote on the day will be successful after allowing for administrative and banking costs, as well as having regard to the limits set below.
Investments held with QTC cash fund will be benchmarked against other investments or quoted investment rates at the end of each calendar month to ensure Council is receiving the most advantageous rate given the risk/return trade‐off.
The term to maturity of any of Council’s direct investments may range from “At Call” to one (1) year.
(b) Investments with Funds Managers The overall term of any managed funds should be appropriate to Council’s investment objectives and adhere to the market risk (volatility) restrictions as determined by regulation. Council funds with a time horizon of 0–180 days should be invested in a cash fund, whilst funds which are available for 6‐ 12 months or more may be invested in approved cash plus funds providing they have a bank bill performance benchmark.
When placing investments, consideration will be given to the relationship between credit rating and interest rate. The amount invested with financial institutions (banks, credit unions, building societies) or managed funds should not exceed the following percentages of average funds invested at any time.
Investments in government secured or issued arrangements including investments with QIC or QTC shall be invested as per the percentage for Rating A1+ Short Term Rating below: Long Term Rating Short Term Rating Maximum Percentage (Standard & Poors Global Rating) (Standard & Poors Global Rating) of Total Investments AAA to AA A1+ 100% A+ to A A1 50% BBB+ to BBB A2 25% BB+ to D ‐ Nil
Investments in non‐financial institutions are restricted to short term investments rated A‐1 by Standard and Poors Global (S&PG) ratings or the Moody’s equivalent short term rating.
To further diversify risk, no more than one‐third of Council’s investments will be held with one financial or non‐financial institution (except QTC).
If any of the funds/securities held are downgraded such that they no longer fall within Council’s investment policy guidelines, they will be divested within 28 days or as soon as is practicable.
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 57 of 124 Council shall keep a current list of long term paper ratings for both the cash and bond funds (the managed funds must maintain a minimum AA rating) and the financial institutions. The ratings shall be updated on a minimum three (3) monthly basis.
Short Term Rating Order 0‐365 days (as defined by S&PG Ratings): A1+ Extremely strong degree of safety regarding timely payment A1 A strong degree of safety for timely payment A2 A satisfactory capacity for timely payment
Long Term Rating Order is: AAA to AAA An extremely strong capacity to repay AA+ to AA A very strong capacity to repay A+ to A‐ A strong capacity to repay BBB+ to BBB An adequate capacity to repay
When deciding whether to make an investment, Council gives consideration to whether the interest rate offered represents fair compensation (fair value) for the level of credit risk involved. Fair value for Council is determined by referencing the Bank Bill Swap Rate (BBSW) and applying consideration for the credit risk margin for various financial institutions. For example, if the BBSW is 5% and the credit risk margin is 0.25% for Bank XYZ, the quoted rate from this bank must be at least 5.25% or better. The BBSW is provided on a (business) daily basis via QTC’s Internet site.
All term deposits/bank bill investments will be benchmarked to ensure that they meet the BBSW as a minimum. This might require seeking further investment quotations on the day of the investment to ensure the benchmark is achieved where possible.
Council will be provided with a monthly Executive Financial Performance Report detailing the investments held by institution, term of investment, interest rate and credit ratings.
(c) Debt Reduction Strategies Debt reduction strategies that could be adopted by Council include: (i) Principal repayment A principal repayment provides an immediate reduction in the principal outstanding on Council’s debt. Benefits are obtained from the reduced interest and administration costs which are calculated on the daily balance of the market value outstanding. A principal repayment may be made when it is appropriate to reduce the level of debt given Council’s target capital structure.
Consideration though must be given to Council’s ability to re‐borrow repaid debt if necessary to meet future requirements.
(ii) Prepayment of Debt Service Payments A prepaid debt service payment provides an immediate reduction in the principal outstanding on Council’s debt. Benefits are obtained from the reduced interest and administration costs which are calculated on the daily balance of the market value outstanding. In contrast to a principal repayment where Council is required to continue to pay upcoming debt service payments, Council is not required to pay the allocated normal debt service payments.
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 58 of 124 A prepayment of debt service payments may be made when it is appropriate to reduce the level of debt given Council’s target capital structure. This option may also be used to increase flexibility with respect to the timing of loan repayments.
The economic effect of the prepayment will be equivalent to a principal repayment, and will depend on where Council sits in its target capital structure range. As the prepayment can be carried forward indefinitely, Council’s future cash flow flexibility may increase as it does not need to make the forthcoming debt service payment.
INTERNAL CONTROLS Council will utilise its Category 1 investment powers to earn interest revenue on its operating funds to supplement Council’s other sources of revenue.
Further, Council will maintain appropriate internal controls to prevent the fraudulent use of public monies. The procedure for the investment of Council funds is to be documented and followed at all times.
Council is at all times to have in place appropriate controls to prevent the fraudulent use of public monies. The following controls detail the minimum that is required: • A person is to be identified as the responsible officer for the investment function. • All investments are to be authorised by the Chief Executive Officer, or in that person’s absence, the Director of Corporate Services. • Confirmation advices from the Financial Institution are to be attached to the Investment Authorisation Form as evidence that the investment is in the name of Barcoo Shire Council. • A person, other than the responsible officer, is to perform the bank reconciliation at the end of each month (alternatively, the reconciliation needs to be reviewed by another officer).
ASSOCIATED DOCUMENTS AND POLICIES Nil
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 59 of 124 BARCOO SHIRE COUNCIL BUDGET 2019‐2020
Appendices
1. Fees & Charges Schedule 2019‐20
2. Corporate Plan 2016‐21
3. Operational Plan 2019‐20
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 60 of 124 BARCOO SHIRE COUNCIL BUDGET 2019‐2020
Appendix 1 ‐ Fees & Charges Schedule
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 61 of 124 FEES & CHARGES SCHEDULE 2019‐2020 Effective from 1 August 2019
ADOPTED AT THE COUNCIL ORDINARY MEETING ON 23RD JUNE 2015 Barcoo Shire Council UPDATED AT THE COUNCIL ORDINARY MEETING ON 16THSpecial (Budget) Meeting of Friday 31 July 2019 SEPTEMBER 2015 Resolution No:
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 62 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Glossary of Terms
Fee Type: C Commercial TABLE OF CONTENTS R Regulatory (Cost Recovery) GOVERNANCE ...... 3 POA Price on Application COMMUNITY ...... 5 Queensland Legislation: COUNCIL PROPERTIES ...... 8 RURAL ...... 9 AMA Animal Management (Cats and Dogs) Act 2008 WORKS AND SERVICES ...... 11 BA Building Act 1975 BR Building Regulation 2006 STORES ...... 12 FA Food Act 2006 SALE OF FUEL (15% ONCOST) ...... 13 IPA Information Privacy Act 2009 SALE OF BULK WATER ...... 13 IPR Information Privacy Regulation 2009 ENVIRONMENTAL HEALTH FEES AND ENVIRONMENTAL RELEVANT ACTIVITY . 14 LGA Local Government Act 2009 (QLD) MISCELLANEOUS CHARGES ...... 14 LGR Local Government Regulation 2012 TOWN PLANNING AND DEVELOPMENT ...... 14 PDA Plumbing and Drainage Act 2002 Plumbing Applications ...... 14 PDR Plumbing and Drainage Regulation 2003 ROAD INFRASTRUCTURE FEES ...... 18 PGA Petroleum and Gas (Production and Safety) Act 2004 QPW Queensland Plumbing and Wastewater Code 2013 RTIA Right to Information Act 2009
RTIR Right to Information Regulation 2009 PA Planning Act 2016 WSA Water Supply (Safety and Reliability) Act 2008 s/ss use 's' for section and 'ss' for sections LL Barcoo Shire LL may be accessed on the website.
Page 2 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 63 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
GOVERNANCE
Advertising – Shire Newsletter (Local Community Groups) 2100‐1600‐0001 Per page Exempt Free Commercial LGA s 262(3)(c)
Advertising – Shire Newsletter 2100‐1600‐0001 Per page Inclusive 22.00 Commercial LGA s 262(3)(c)
Advertising – Shire Newsletter 2100‐1600‐0001 Per ½ page Inclusive 11.00 Commercial LGA s 262(3)(c)
Advertising – Shire Newsletter 2100‐1600‐0001 Per ¼ page Inclusive 5.50 Commercial LGA s 262(3)(c)
Faxing/Email (Up to 4 pages) 2100‐1600‐0001 Per fax Inclusive 2.00 Commercial LGA s 262(3)(c)
Faxing/Email (per page thereafter) 2100‐1600‐0001 Per page Inclusive 0.20 Commercial LGA s 262(3)(c)
Laminating (A4) 2100‐1600‐0001 Per page Inclusive 2.00 Commercial LGA s 262(3)(c)
Laminating (A3) 2100‐1600‐0001 Per page Inclusive 3.00 Commercial LGA s 262(3)(c)
Photocopying/Printing (A4 black and white) 2100‐1600‐0001 Per page Inclusive 0.20 Commercial LGA s 262(3)(c)
Photocopying/Printing (A3 black and white) 2100‐1600‐0001 Per page Inclusive 0.50 Commercial LGA s 262(3)(c)
Photocopying/Printing (A4 – Colour) 2100‐1600‐0001 Per page Inclusive 1.00 Commercial LGA s 262(3)(c)
Photocopying/Printing – (A3 – Colour) 2100‐1600‐0001 Per page Inclusive 3.00 Commercial LGA s 262(3)(c)
Shire Phone Directory 2100‐1600‐0001 Per copy Inclusive 3.50 Commercial LGA s 262(3)(c)
Dishonour Cheque 2100‐1600‐0001 Per cheque Inclusive At cost + 25% Commercial LGA s 262(3)(c)
Barcoo Shire History Book (2014) 2100‐1910‐0001 Per book Inclusive 66.00 Commercial LGA s 262(3)(c)
Barcoo Shire History Book (2014) Boxed 2100‐1910‐0001 Per book Inclusive 67.20 Commercial LGA s 262(3)(c)
Postage and Handling 2100‐1910‐0002 Per item Inclusive $20.00 Commercial LGA s 262(3)(c)
Page 3 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 64 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source Copy of documentation e.g. invoice, rates notice or payment 2100‐1600‐0001 Per item Inclusive 3.00 Commercial LGA s 262(3)(c) summary
*Ad hoc Miscellaneous items POA
Public Information
Council Meeting Minutes 2100‐1600‐0001 Per set Exempt 5.60 LGA s 97(2)(c) LGR s 272(4)(b)
Local Law and Subordinate Local Law 2100‐1600‐0001 Per policy Exempt 5.60 LGA s 97(2)(c) LGR s 14(2)
Corporate Plan 2100‐1600‐0001 Per policy Exempt 5.60 LGA s 97(2)(c) LGR s 199(2)(b)
Annual Budget 2100‐1600‐0001 Per policy Exempt 5.60 LGA s 97(2)(c) LGR s 199(2)(b)
Audited Financial Statements 2100‐1600‐0001 Per policy Exempt 10.70 LGA s 97(2)(c) LGR s 199(2)(b)
Community Financial Report 2100‐1600‐0001 Per policy Exempt 2.50 LGA s 97(2)(c) LGR s 199(2)(b)
Annual Report 2100‐1600‐0001 Per policy Exempt 10.70 LGA s 97(2)(c) LGR s 199(2)(b)
Council Policy 2100‐1600‐0001 Per policy Exempt 5.10 LGA s 97(2)(c) LGR s 199(2)(b)
Right To Information & Information Privacy
Right to Information ‐ Application Fee 2100‐1600‐0001 Per application Exempt As per legislation Statutory RTIR s 4
Per 15 min or part Right to Information ‐ Processing Charge More than 5 hours 2100‐1600‐0001 Exempt As per legislation Statutory RTIR s 5(2)(b) thereof Right to Information ‐ Access Charge 2100‐1600‐0001 Exempt As per legislation Statutory RTIR s 6(1)(a)
Right to Information ‐ Photocopying 2100‐1600‐0001 Per page Exempt As per legislation Statutory RTIR s 6(1)(b)
Information Privacy ‐ Access Charge 2100‐1600‐0001 Exempt As per legislation Statutory IPA s 4(1)
Information Privacy ‐ Photocopying 2100‐1600‐0001 Per page Exempt As per legislation Statutory IPA s 4(1)(b)
Page 4 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 65 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Rates Search Fee (per assessment) including Water meter reading 2100‐1600‐0001 Per assessment Exempt 92.00 Commercial LGA s 262(3)(c)
Health Requisitions – (Consultant) 2100‐1600‐0001 Per application Inclusive POA Commercial LGA s 262(3)(c)
Town Planning – Preferred use 2100‐1600‐0001 Per application Inclusive POA Commercial LGA s 262(3)(c)
Building Requisition or Search 2100‐1600‐0001 Per application Inclusive POA Commercial LGA s 262(3)(c)
COMMUNITY
Meeting Rooms & Town Halls Council Training/meeting rooms, including Information Centres 3400‐1200‐0000 Per day Inclusive 50.00 Commercial LGA s 262(3)(c) (External Hire) Council Training/meeting rooms, including Information Centres 3400‐1200‐0000 Per day Inclusive Exempt Commercial LGA s 262(3)(c) (Local Community Groups) Town Halls‐Jundah & Stonehenge 3400‐1200‐0000 Per day Inclusive 155.00 Commercial LGA s 262(3)(c) Private function up to 150 guests Town Halls‐ Jundah & Stonehenge 3400‐1200‐0000 Per day Inclusive 255.00 Commercial LGA s 262(3)(c) Private Function over 150 guests Town Halls‐Jundah & Stonehenge 3400‐1200‐0000 Per day Exempt Exempt Commercial LGA s 262(3)(c) (Local Community Groups) Community Centre – Windorah 3400‐1200‐0000 Per day Inclusive 155.00 Commercial LGA s 262(3)(c) Private function up to 150 guests Community Centre ‐ Windorah 3400‐1200‐0000 Per day Inclusive 255.00 Commercial LGA s 262(3)(c) Private Function over 150 guests Community Centre – Windorah 3400‐1200‐0000 Per day Exempt Exempt Commercial LGA s 262(3)(c) (Local Community Groups) Bond – Private function 3400‐1200‐0000 Per function Exempt 200.00 Commercial LGA s 262(3)(c) Cleaning fee – to be deducted from Bond before refund made Per hour per 3400‐1200‐0000 Inclusive 50.00 Commercial LGA s 262(3)(c) if not left clean person
External Equipment Hire – Excluding Delivery *Table & Chair Hire is FREE for community members &
Groups*
Page 5 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 66 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Chair Hire 4200‐1200‐0000 Per chair Inclusive 1.00 Commercial LGA s 262(3)(c)
Table Hire 4200‐1200‐0000 Per table Inclusive 5.00 Commercial LGA s 262(3)(c)
Chair & Table Hire Bond 4200‐1200‐0000 Per booking Inclusive 50.00 Commercial LGA s 262(3)(c)
Chair & Table Late Fee 4200‐1200‐0000 Per item per day Inclusive 1.00 Commercial LGA s 262(3)(c)
*Other Equipment available upon request*
Sporting Facilities
Jundah – Swimming Pool Key ‐ Community 4200‐1220‐0000 Bond Inclusive 20.00 Commercial LGA s 262(3)(c)
Jundah – Swimming Pool Key ‐ Visitor 4200‐1200‐0000 Bond Inclusive 10.00 Commercial LGA s 262(3)(c)
Replacement Key 4200‐1200‐0000 Once Inclusive 20.00 Commercial LGA s 262(3)(c)
Camping
Camping in Hall‐Local Schools Only 3400‐1200‐0000 Per night Inclusive Free Commercial LGA s 262(3)(c)
Caravan Parks
Unpowered site – Excluding Commercial Buses 3600‐1200‐0000 Per night Inclusive 10.00 Commercial LGA s 262(3)(c) 16.00 to 31/12/19 Powered Site – Van, Car or Truck 3600‐1200‐0000 Per night Inclusive Commercial LGA s 262(3)(c) 18.00 from 1/1/20 10.00 +6.00/person Unpowered site ‐ Bus (Commerc ial Bus 6 or more people) 3600‐1200‐0000 Per person Inclusive Commercial LGA s 262(3)(c) # 16.00 +6.00/person Powered site ‐ Bus (Commerc ial Bus 6 or more people) 3600‐1200‐0000 Per person Inclusive Commercial LGA s 262(3)(c) # Tent Site 3600‐1200‐0000 Per night Inclusive 6.00 Commercial LGA s 262(3)(c)
*Special Offer ‐ Stay for 4 nights, pay for 3. Stay for 7 nights, pay for 5. Stay for 14 nights, pay for 10*; # where there are more than 2 people
Page 6 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 67 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
General Ledger Unit GST Price ($) Pricing Basis Legal Source
Cabin – Single 3600‐1200‐0000 Per night Inclusive 120.00 Commercial LGA s 262(3)(c)
Cabin – Family 3600‐1200‐0000 Per night Inclusive 140.00 Commercial LGA s 262(3)(c) Commercial Ensuite Accommodation ‐ Per Night 3600‐1200‐0000 Per night Inclusive 76.00 LGA s 262(3)(c)
Ensuite Accommodation – Per week *includes cleaning once a 3600‐1200‐0000 Per week Inclusive 360.00 Commercial LGA s 262(3)(c) week*( 5 day week) Ensuite Accommodation additional cleaning 3600‐1200‐0000 Per hour Inclusive 51.00 Commercial LGA s 262(3)(c) *Note: It is the responsibility of the hirer (town hall and sports ground) to ensure facilities are left in a clean manner. If the hirer requires the facilities to be cleaned, actual costs will be incurred. Damages to equipment hires offsite will be charged at replacement cost.
Library
Library Membership 3000‐1200‐0000 Per member Exempt Free Commercial LGA s 262(3)(c)
Internet use 3000‐1200‐0000 Per member Exempt Free Commercial LGA s 262(3)(c)
Damaged or Non‐return of books/media or other library property 3000‐1200‐0000 Per item Inclusive At cost Commercial LGA s 262(3)(c)
Other Bus Hire (excluding fuel) ‐ local organisations ONLY *Fuel payable by hirer, full tank upon return Charge to Town 3800‐1200‐000? Per day Exempt Free Commercial LGA s 262(3)(c) Item No Bus Hire Damage EXCESS Catering Van Hire incl. Gas & Delivery within Shire *Note: Bond applicable for hire*NB this is the community bus revenue number 3800‐1200‐0001 Per day Inclusive 102.50 Commercial LGA s 262(3)(c) do we setup a new GL Item No Catering Van – Bond 9991‐5350‐0000 Once Exempt 500.00 Commercial LGA s 262(3)(c)
Page 7 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 68 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
COUNCIL PROPERTIES
Flat ‐ One bedroom 4000‐1300‐0000 Per week Input 60.00 Commercial LGA s 262(3)(b)
Flat ‐ Two Bedroom 4000‐1300‐0000 Per week Input 70.00 Commercial LGA s 262(3)(b)
House ‐ Two Bedroom 4000‐1300‐0000 Per week Input 90.00 Commercial LGA s 262(3)(b) Per week House – Three Bedroom 4000‐1300‐0000 Input 100.00 Commercial LGA s 262(3)(b) Per week House – Four Bedroom 4000‐1300‐0000 Input 120.00 Commercial LGA s 262(3)(b)
Single Person Quarters 4000‐1300‐0000 Per week Inclusive 40.00 Commercial LGA s 262(3)(b)
Bond – held with RTA 2300‐5440‐0000 Per week Input Four weeks rent Commercial LGA s 262(3)(b)
Yard Maintenance (if requested) 4000‐1400‐0000 Per week Inclusive 20.00 Commercial LGA s 262(3)(b) Shared laundry (if applicable) *Single persons accommodation 4000‐1400‐0000 Per week Inclusive 5.00 Commercial LGA s 262(3)(b) only*
Furniture ( if applicable ) All accommodation 4000‐1400‐0000 Per week Inclusive 10.00 Commercial LGA s 262(3)(b)
Council Guest Accommodation Per person/ Guest Accommodation‐Caravan Park Cabins 4000‐1300‐0000 Inclusive 76.00 Commercial LGA s 262(3)(b) per night One Bedroom Flat – Single 4000‐1300‐0000 Per night Inclusive 75.00 Commercial LGA s 262(3)(b)
One Bedroom Flat – Double 4000‐1300‐0000 Per night Inclusive 100.00 Commercial LGA s 262(3)(b)
Two Bedroom Flat 4000‐1300‐0000 Per night Inclusive 120.00 Commercial LGA s 262(3)(b)
Two Bedroom House 4000‐1300‐0000 Per night Inclusive 130.00 Commercial LGA s 262(3)(b)
Three Bedroom House 4000‐1300‐0000 Per night Inclusive 150.00 Commercial LGA s 262(3)(b)
Page 8 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 69 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source Per person/ per Single Person Quarters 4000‐1300‐0000 Inclusive 20.00 Commercial LGA s 262(3)(b) night
Single Person Quarters 4000‐1300‐0000 Per week Inclusive 80.00 Commercial LGA s 262(3)(b) RURAL
Agistment Fees Per 6 months or Horse ‐ Town Common‐per head 7100‐1210‐0000 Inclusive 78.00 Commercial LGA s 262(3)(c) part thereof Per 6 months or Cattle ‐ Town Common‐per head 7100‐1210‐0000 Inclusive 78.00 Commercial LGA s 262(3)(c) part thereof Per 6 months or Sheep /Goats‐ Town Common‐per head 7100‐1210‐0000 Inclusive 9.00 Commercial LGA s 262(3)(c) part thereof Reserves 7100‐1210‐0000 Per annual Inclusive POA Commercial LGA s 262(3)(c)
Animal Tag NLIS 7100‐1210‐0000 Per NLIS Inclusive 5.00 Commercial LGA s 262(3)(c)
Animal Tag Management 7100‐1210‐0000 Per Tag Inclusive 1.50 Commercial LGA s 262(3)(c) Droving Fees (Fee is calculated when the application is approved and must be paid before the permit is issued. Per km, per 20 Large stock (alpacas, asses, camels, cattle, donkeys, horses, 7100‐1210‐0000 head or part Inclusive 0.022 Commercial LGA s 262(3)(c) llamas, mules, or vicunas) thereof Per km, per 100 Small Stock (Goats and sheep) 7100‐1210‐0000 head or part there Inclusive 0.022 Commercial LGA s 262(3)(c) of Land Protection Officer Private Works
Labour 7200‐1510‐0000 Per hour Inclusive 85.00 Commercial LGA s 262(3)(c)
Vehicle 7200‐1510‐0000 Per km Inclusive .75 Commercial LGA s 262(3)(c)
Meal Allowance 7200‐1510‐0000 Per day Inclusive 50.00 Commercial LGA s 262(3)(c)
Page 9 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 70 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Accommodation 7200‐1510‐0000 Per night Inclusive 120.00 Commercial LGA s 262(3)(c)
Animal Control
Dog Registration – Entire Dog 7000‐1200‐0000 Per dog Exempt 40.00 LGA s 97(2)(a) AMA s 46(b)(i)
Dog Registration – Desexed Dog 7000‐1200‐0000 Per doc Exempt 20.00 LGA s 97(2)(a) AMA s 46(b)(i)
Dog Registration – Entire Dog Pensioner 7000‐1200‐0000 Per dog Exempt 24.00 LGA s 97(2)(a) AMA s 46(b)(i)
Dog Registration – Desexed Dog Pensioner 7000‐1200‐0000 Per dog Exempt 12.00 LGA s 97(2)(a) AMA s 46(b)(i)
Regulated Dog – Restricted/Permit 7000‐1200‐0000 Per dog Exempt 200.00 LGA s 97(2)(a) AMA s 46(b)(i)
3rd or subsequent dog not permitted under LL2
Cat Registration 7000‐1200‐0000 Per cat Exempt Exempt LGA s 97(2)(a) AMA s 46(b)(i) Conditions of animal registration: All animals over the age of 12 weeks must be registered All animals must be registered within 14 days of owners becoming residents of the Barcoo Shire Discount conditions:
A 50% discount of the relevant animal registration fee will apply to: Existing registered animals if fees are paid by the specified date on annual notices Animal Impounding
Dog – 1 st Impounding any 12 months period 7000‐1210‐0000 Per dog Exempt 50.00 LGA s 97(2)(a) LL 2
Dog – 2 nd Impounding any 12 months period 7000‐1210‐0000 Per dog Exempt 100.00 LGA s 97(2)(a) LL 2
Dog – 3 rd or subsequent any 12 month period 7000‐1210‐0000 Per dog Exempt 200.00 LGA s 97(2)(a) LL 2
Page 10 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 71 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
*All dogs must be registered and relevant fees paid before rele ase from pound LGA s 97(2)(a) LL 2 Animals – Other than dogs per day 7000‐1210‐0000 Per head Exempt 10.00 LGA s 97(2)(a) LL 2 Horse – Gelding or Mare Animals – Other than dogs per day 7000‐1210‐0000 Per head Exempt 10.00 LGA s 97(2)(a) LL2 All other cattle Animals – Other than dogs per day 7000‐1210‐0000 Per head Exempt 2.00 LGA s 97(2)(a) LL2 Sheep, Goats, Swine Animals – not otherwise specified 7000‐1210‐0000 Per head Exempt 15.00 LGA s 97(2)(a) LL 2
Sustenance – per day 7000‐1210‐0000 Per head/per day Exempt 10.00 LGA s 97(2)(a) LL 2
Driving fees – leading, transporting and delivery to the pound 7000‐1210‐0000 Per head Inclusive Actual cost LGA s 97(2)(a) LL 2
WORKS AND SERVICES
Workshop Labour
Labour ‐ Boilermaker 5900‐1000‐0000 Per hour Inclusive 80.00 Commercial LGA s 262(3)(b)
Labour ‐ Diesel Fitter (per hour) 5900‐1000‐0000 Per hour Inclusive 80.00 Commercial LGA s 262(3)(b)
Overtime Labour – Diesel Fitter | Boilermaker 5900‐1000‐0000 Per hour Inclusive Actual cost Commercial LGA s 262(3)(b)
Labour‐ General 5900‐1000‐0000 Per hour Inclusive 50.00 Commercial LGA s 262(3)(b)
*Motor Vehicle (Travel) 5900‐1000‐0000 Per km Inclusive At cost Commercial LGA s 262(3)(b)
*Truck (Travel) 5900‐1000‐0000 Per km Inclusive At cost Commercial LGA s 262(3)(b)
Workshop Items
Tyre Repair – Motor Vehicle 5900‐1000‐0000 Per tyre Inclusive 31.00 Commercial LGA s 262(3)(b)
Tyre Repair – Heavy Vehicle & equipment 5900‐1100‐0000 Per tyre Inclusive At cost Commercial LGA s 262(3)(b)
Page 11 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 72 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Tyres, Tubes, Sleeves, Consumables 5900‐1000‐0000 Per item Inclusive At cost Commercial LGA s 262(3)(b)
Disposal of old tyres 5900‐1000‐0000 Per item Inclusive 5.00 Commercial LGA s 262(3)(b)
Plumbing
Labour ‐ Plumber 5000‐1000‐0000 Per hour Inclusive 85.00 Commercial LGA s 262(3)(b)
Labour ‐ Plumber over time 5000‐1000‐0000 Per hour Inclusive At cost Commercial LGA s 262(3)(b)
Labour ‐ General Labour Assistant 5000‐1000‐0000 Per hour Inclusive At cost Commercial LGA s 262(3)(b)
Labour ‐ General Assistant overtime 5000‐1000‐0000 Per hour Inclusive At cost Commercial LGA s 262(3)(b)
Motor Vehicle (Travel) 5000‐1000‐0000 Per km Inclusive 0.75 Commercial LGA s 262(3)(b)
Plumbing Supplies 5000‐1000‐0000 Per item Inclusive At cost Commercial LGA s 262(3)(b)
*Other private works available upon request i.e. Servicing of
Private Vehicles – At Cost * STORES
Cement
Cement 20kg Bag Rapid Set 5300‐1000‐0000 Per bag Inclusive 22.75 Commercial LGA s 262(3)(b)
Cement 20kg Powder Standard 5300‐1000‐0000 Per bag Inclusive 21.70 Commercial LGA s 262(3)(b)
Cement 20kg Bag Concrete Mix 5300‐1000‐0000 Per bag Inclusive 13.25 Commercial LGA s 262(3)(b)
Cement per Tonne 5300‐1000‐0000 Per tonne Inclusive POA Commercial LGA s 262(3)(b)
Concrete blend /m3 (20‐32mpa) 5300‐1000‐0000 Up to 6m3 Inclusive 600.00 Commercial LGA s 262(3)(b)
Concrete blend /m3 (20‐32mpa) 5300‐1000‐0000 6 ‐ 10m3 Inclusive 600.00 Commercial LGA s 262(3)(b)
Page 12 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 73 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Concrete blend /m3 (20‐32mpa) 5300‐1000‐0000 >10m3 Inclusive 600.00 Commercial LGA s 262(3)(b) Delivery from Batching Plant. Per km *Plant 5300‐1000‐000 Inclusive At cost Commercial LGA s 262(3)(b) Per hour *Labour Aggregate Blend without cement powder M3 5300‐1000‐0000 Per m3 Inclusive POA Commercial LGA s 262(3)(b)
Aggregate (7, 10,14 & 20 mm) 5300‐1000‐0000 Per m3 Inclusive Commercial LGA s 262(3)(b)
Sand 5300‐1000‐0000 Per m3 Inclusive Commercial LGA s 262(3)(b)
Crusher Dust m3 5300-1000-0000 Per m3 Inclusive POA Commercial LGA s 262(3)(b)
Mesh F72 Sheet 5300‐1000‐0000 Per sheet Inclusive POA Commercial LGA s 262(3)(b) *Other Store Items available to the public upon request a 15% on cost is used on all store items purchased.
SALE OF FUEL (15% ONCOST)
Diesel (Jundah Depot Fuel Cell) 5300‐1200‐0000 Per litre Inclusive On Bowser Commercial LGA s 97(2)(c)
Avgas (Windorah Airport) 6000‐1400‐0000 Per litre Inclusive On Bowser Commercial LGA s 97(2)(c)
Jet A1 (Windorah Airport) 6000‐1400‐0000 Per litre Inclusive On Bowser Commercial LGA s 97(2)(c)
SALE OF BULK WATER Ex town supply on Council approval – per kilolitre or part thereof (treated) Ratepayers – Minimum 6400‐1000‐0000 Per kl Exempt 2.00 LGA s 97(2)(a) WSA Charge $50.00 Ex town supply on Council approval – per kilolitre or part thereof (untreated) Ratepayer – Minimum 6400‐1000‐0000 Per kl Exempt 0.50 LGA s 97(2)(a) WSA Charge $30.00 Supply of Water to Mining/Explorations Camps *Min. charge 6400‐1200‐0000 Per kl Exempt 15.00 LGA s 97(2)(a) WSA $150* > 10,000L
Page 13 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 74 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source Delivery to mining company camps at cost
Supply of Raw Water outside the Reticulation Area 6400‐1200‐0000 Per kl Exempt 0.30 LGA s 97(2)(a) WSA
ENVIRONMENTAL HEALTH FEES AND ENVIRONMENTAL RELEVANT ACTIVITY
Food Premises, Places or Vehicle Registration Annual Licence Fee 6600‐1200‐0000 Per licence Exempt 95.00 LGA s 97(2)(a) FA s 31
Food Operators Business Application Fee 6600‐1200‐0000 Per licence Exempt 70.00 LGA s 97(2)(a) FA s 31
Follow up inspections 6600‐1200‐0000 Per inspection Exempt POA LGA s 97(2)(a) FA s 31
Application Fee 6600‐1200‐0000 Per application Exempt POA LGA s 97(2)(a) FA s 31
MISCELLANEOUS CHARGES
Overgrown allotments ‐ mowing and removal of rubbish 5000‐1000‐0000 Per allotment Inclusive At cost Commercial LGA s 262(3)(c)
Wheelie Bin (240Lt) 5000‐1000‐0000 Per unit Inclusive POA Commercial LGA s 262(3)(c)
Waste Removal ‐ Vac Truck Portable Toilet 5000‐1000‐0000 Minimum charge Inclusive 52.00 Commercial LGA s 262(3)(c)
Waste Removal ‐ Vac Truck Septic pump out, in town 5000‐1000‐0000 Minimum charge Inclusive 150.00 LGA s 97(2)(a) PDA s 145 Waste Removal ‐ Vac Truck Rural areas 5000‐1000‐0000 Per hour Inclusive 150.00 LGA s 97(2)(a) PDA s 145 *travel greater than 5km from where it is parked TOWN PLANNING AND DEVELOPMENT
Plumbing Applications
Domestic Plumbing Application(per fitting) 1100‐1200‐0000 Per application Exempt 92.00 LGA s 97(2)(a) PDA s 145
Commercial Plumbing Application 1100‐1200‐0000 Per application Exempt 112.00 LGA s 97(2)(a) PDA s 145
Additional Inspections 1100‐1200‐0000 Per Inspection Exempt 92.00 LGA s 97(2)(a) PDA s 145
Page 14 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 75 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Archive Fee 1100‐1200‐0000 Per application Exempt 154.00 LGA s 97(2)(a) PDA s 145
*All applicants must pay a Lodgment Fee plus an Assessment Fee
Building certification charges Schedule Travel expenses for inspections outside of a town (Inc time & 1100‐1200‐0000 Per km Inclusive 2.35 Commercial LGA s 262(3)(c) vehicle costs). Class 1‐ New Dwellings & Major Additions & Alterations
Assessment Fee ‐ Single Storey up to 300m2 1100‐1200‐0000 Per assessment Inclusive 649.00 LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee ‐ Double Storey up to 300m2 1100‐1200‐0000 Per assessment Inclusive 781.00 LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee ‐ Dwellings over 300m2 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per Inspection 1100‐1200‐0000 Per assessment Inclusive 330.00 LGA s 97(2)(a) BR s 30; SPA s 260
Inspection Fee ‐ Lapsed Development Approval 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BR s 30; SPA s 260
Re‐inspection Fee 1100‐1200‐000 Per assessment Inclusive 330.00 LGA s 97 (2)(a) BR s 30; SPA s 260 NB Assessment of buildings post construction may incur a 30% increase of applicable fee above. Class 1 & 10 Minor Additions & Alterations, Inc Decks,
Verandahs, & Patios
Assessment Fee ‐ Up to 30m2 1100‐1200‐0000 Per assessment Inclusive 396.00 LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee ‐ Over 30m2 to 80m2 1100‐1200‐0000 Per assessment Inclusive 445.50 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per Inspection 1100‐1200‐0000 Per assessment Inclusive 330.00 LGA s 97(2)(a) BR s 30; SPA s 260
Inspection Fee ‐ Lapsed Development Approval 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BR s 30
Class 1 Underpinning & Re‐Stumping of a Dwelling
Page 15 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 76 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Assessment Fee 1100‐1200‐0000 Per assessment Inclusive 479.60 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per inspection 1100‐1200‐0000 Per assessment Inclusive 330.00 LGA s 97(2)(a) BR s 30; SPA s 260
Inspection Fee ‐ Lapsed Development Approval 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BR s 30; SPA s 260
Class 1 Amendments to Plans
Minor Amendments 1100‐1200‐0000 Per assessment Inclusive 240.90 LGA s 97(2)(a) BA s 51; SPA s 260
Major Amendments 1100‐1200‐0000 Per assessment Inclusive 541.20 LGA s 97(2)(a) BA s 51; SPA s 260
Class 1 Removal/Relocation of Dwelling(on to site)
Assessment Fee 1100‐1200‐0000 Per assessment Inclusive 660.00 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per Inspection 1100‐1200‐0000 Per assessment Inclusive 330.00 LGA s 97(2)(a) BA s 51; SPA s 260
Preliminary Inspection Fee 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee – Lapsed Development Approval 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Buildings post construction 30% increase of applicable assessment fee above Class 1 Demolition/Removal of Dwelling (from site)
Assessment Fee 1100‐1200‐0000 Per assessment Inclusive 420.20 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per inspection 1100‐1200‐0000 Per assessment Inclusive 330.00 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee – Lapsed Development Approval 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260 Class 10 (Residential Use) Structures(carports, garages, unroofed pergolas, small outbuildings, retaining wall etc) Assessment Fee – Up to 60m2 1100‐1200‐0000 Per assessment Inclusive 420.20 LGA s 97(2)(a) BA s 51; SPA s 260
Page 16 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 77 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Assessment Fee ‐ Over 60m2 1100‐1200‐0000 Per assessment Inclusive 541.20 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee 1100‐1200‐0000 Per assessment Inclusive 330.00 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee – Lapsed Development Approval 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Class 10 (Non‐ Residential)
Assessment Fee – Up to 100m2 1100‐1200‐0000 Per assessment Inclusive 679.80 LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee – 100m2 to 300m2 1100‐1200‐0000 Per assessment Inclusive 797.50 LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee – 300m2 to 500m2 1100‐1200‐0000 Per assessment Inclusive 913.00 LGA s 97(2)(a) BA s 51; SPA s 260
Greater than 500m2 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per inspection 1100‐1200‐0000 Per assessment Inclusive 330.00 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee – Lapsed Development Approval 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260 Building post construction 30% increase of applicable assessment fee above Class 10 Swimming Pools/Spas
Assessment Fee 1100‐1200‐0000 Per assessment Inclusive 499.40 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per inspection 1100‐1200‐0000 Per Inspection Inclusive 330.00 LGA s 97(2)(a) BA s 51; SPA s 260
Pool Safety Compliance Including Certificate & 1 Re‐inspection 1100‐1200‐0000 Per assessment Inclusive 557.70 LGA s 97(2)(a) BA s 51; SPA s 260
2nd Re‐inspection 1100‐1200‐0000 Per assessment Inclusive 117.70 LGA s 97(2)(a) BA s 51; SPA s 260
Class 10 Signs
Assessment Fee 1100‐1200‐0000 Per assessment Inclusive 420.20 LGA s 97(2)(a) BA s 51; SPA s 260
Page 17 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 78 of 124 BARCOO SHIRE COUNCIL FEES AND CHARGES 2019‐2020
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Inspection fee/Per inspection 1100‐1200‐0000 Per Inspection Inclusive 330.00 LGA s 97(2)(a) BA s 51; SPA s 260
Class 2 to Class 9 Buildings up to 500m2 & 2 Storeys
Assessment Fee i) Up to 150m2 floor area 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee ii) 150m2 to 300m2 Floor area 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee iii) 300m2 to 500m2 Floor area 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fees 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fees – Lapsed Development Approval 1100‐1200‐0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
ROAD INFRASTRUCTURE FEES
Pipeline Permit Permission to perform works within the road reserve. Works involve the installation of a pipeline. The area is inspected by 5600‐1510‐0000 Per Application Exempt 600.00 Cost Recovery LGA s 97(2)(a) Council before permission is granted. Maintenance Permit Permission is granted for a company to perform maintenance on Council roads. This will only be granted if Council is unable to 5600‐1510‐0000 Per Application Exempt 300.00 Cost Recovery LGA s 97(2)(a) perform the works itself. Low Impact Permit Permission is granted to perform low impact seismic survey 5600‐1510‐0000 Per Application Exempt 410.00 Cost recovery LGA s 97(2)(a) and/or drilling operations within Council road reserve
Page 18 of 18 Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 79 of 124 BARCOO SHIRE COUNCIL BUDGET 2019‐2020
Appendix 2 ‐ Corporate Plan 2016‐2021
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 80 of 124 CORPORATE PLAN 2016-2021
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 81 of 124 1 Barcoo Shire Council recognises the traditional owners of the land and maintains strong cooperative relationships with local indigenous groups including the Mithaka Aboriginal Corporation.
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 82 of 124 Foreward
Barcoo Shire Council’s driving purpose is to improve quality The Barcoo Shire Corporate Plan 2016-2021 gives strategic of life for our residents, businesses and visitors and to direction to Councillors and staff. It provides a high level of protect our iconic natural assets. We do this by delivering accountability and clearly articulates Council’s priorities for quality services and facilities, and setting a shared vision the Barcoo Shire community. This is a living plan. It will be and strategy for the shire. regularly reviewed and revised as necessary by Council to reflect the changing needs and priorities of our community. A corporate plan is Council’s leading strategic document. The Barcoo Shire Council Corporate Plan 2016-21 presents This corporate plan is a broad document setting out our Council’s vision and mission for the next five years. It collective vision and expectations for the next five years. It outlines our collective goals, and the strategies and allows all residents of the shire to have input through regular measures we will use to ensure we meet them. Most community consultation and via their elected members . importantly, it has been developed in partnership with our Together we can build on and enhance the lifestyle, health, community. (Our consultation process and key stakeholders wellbeing and prosperity of our community. are outlined on page 32. As a council, we pride ourselves on fair and responsible governance and ensuring we are transparent in how we deliver services to the community. Our corporate plan is Bruce Scott Robert O’Brien one of the ways we provide that transparency, by setting MAYOR CHIEF EXECUTIVE OFFICER ourselves a five-year plan, and then annually reporting our achievements in delivering on that plan (in our annual report).
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 83 of 124 3 Contents
SHIRE PROFILE 5 ORGANISATIONAL STRUCTURE 6 OUR VISION 7 OUR MISSION 7 OUR PRIORITIES 7 OUR CORE VALUES 7
EXECUTIVE (E) 8 COMMUNITY AND DEVELOPMENT (CD) 15 WORKS AND SERVICES (WS) 24 GOVERNANCE 8 COMMUNITY SPIRIT 15 WORKS OPERATIONS 24 SHIRE PLANNING 9 DEVELOPMENT 16 ROAD INFRASTRUCTURE 25 REGIONAL COOPERATION 9 MULTIPLE CENTRES 16 COMMUNITY INFRASTRUCTURE 26 EMERGENCY SERVICES 10 SHIRE PROMOTION AND TOURISM 17 WATER SUPPLY 27 ELECTRICITY SERVICES AND INFRASTRUCTURE 17 PARKS AND GARDENS 28
CORPORATE SERVICES (CS) 11 TRANSPORT SERVICES 18 ENVIRONMENTAL HEALTH 28 ORGANISATIONAL ADMINISTRATION 11 TELECOMMUNICATIONS SERVICES AND INFRASTRUCTURE 18 INFORMATION MANAGEMENT 12 LAND, WATER AND ANIMAL MANAGEMENT (LAM) 29 TECHNOLOGY AND INNOVATION 19 STAFF MANAGEMENT 13 LAND, WATER AND VEGETATION MANAGEMENT 29 EDUCATION 20 COUNCIL FINANCIAL SUSTAINABILITY 14 STOCK ROUTES AND RURAL LANDS 30 LOCAL EMPLOYMENT 20 TOWN COMMONS AND RESERVES 31 ACCOMMODATION 21 CATCHMENT MANAGEMENT 31 COMMUNITY HEALTH 21 SPORT AND RECREATION 22 PARTICIPATING LEAD AGENCIES 32 CULTURAL AND NATURAL HERITAGE 22 CONSULTATION PROCESS 33 ARTS AND CULTURAL DEVELOPMENT 23 LAW AND ORDER 23
4 BarcooBudget Shire Documents: Council Corporate Financial Policies Plan 2016-2021 and Operational Plan 2019 - 2020 Page 84 of 124 Shire profile
Barcoo is a remote rural shire located in western Queensland The shire’s main economic output is beef production and, to in the heart of the Channel Country. It includes the towns a lesser extent, wood production, opal mining, earthmoving of Stonehenge, Jundah and Windorah and surrounding works, tourism and hospitality. Recent times have seen the properties, with a shire population of approximately 345 discovery of reserves of oil and gas within the shire, which people (Australia Bureau of Statistics 2010 Census figures). has led to considerable development in these industries. Barcoo Shire covers an expanse of 61,974 square kilometres Our residents say they enjoy living in the shire because of and shares borders with Longreach Regional Council, the our strong sense of community, the opportunity to stand out shires of Winton, Diamantina, Quilpie and Bulloo, and the from the crowd, low crime, quality lifestyle and wide open border of South Australia. spaces. The shire’s primary river systems are the Thomson and Visitors to our region discover scenic lookouts, red sand Barcoo, which amalgamate above Windorah to become dunes, spectacular wildflowers, the unique water labyrinths Cooper’s Creek. All rivers and creeks within the shire emerge of the Channel Country in flood and, above all, the wonderful and flow southwest towards South Australia, terminating at hospitality of the people who live here. Lake Eyre.
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 85 of 124 5 MAYOR AND COUNCILLORS
Chief Executive Officer
Workplace Executive Health & Safety Advisor Assistant
Director of Corporate Director of Works Services
Works and Reception – Stores/Procure Services Works and ment Officer Support Officer Services
Assets & Fleet/Worksh Labourer/ Town Plant TRADE Operations Disaster op Manager Services CONTRACTORS Finance Operator Manager Rural Lands Manager Manager Manager Officer Building Workshop Services Flying Crew Construction Maintenance 2 x Patrol Supervisor Supervisor Supervisor Supervisor Supervisor Graders
2 x Diesel Stonehenge Windorah Jundah Garbage & Senior Plumber Boilermaker Fitters Ganger Ganger Ganger Refuse
1 x 1 x 2 x 2 x Town 2 x Plant 7 X Plant 6 x Plant 1 x Apprentice Labourer/ Labourer/ Maintenanc Creditors Operators Operators Operators Boilermaker Diesel Plant Plant e Officers Officer Jundah VIC Fitter Operator Operators Officer
Post Office Cleaning/ Manager 1 Trade Town Assistant Administrati (Perm Part Maintenanc Time) 1 x (Tyres) on/ Debtors Apprentice e Boilermaker Stoneheng e VIC Officer
Payroll Windorah Officer VIC Officer
Jundah Store Manager Reception Community Cleaner
IT Officer Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 86 of 124 Our vision Our core values Organisational objective Barcoo Shire: where people, lifestyle, business and the How we accomplish our mission is as important as our We aim to be effective and efficient in what we do as an natural environment flourish mission itself. Fundamental to achieving success are the organisation, while taking into account the local government following core values: principles of:
Quality service • transparent and effective processes and decision-making Our mission in the public interest To provide quality lifestyles for the people of our shire by: We value integrity and transparency. • sustainable development and management of assets and • committing to the objectives of our corporate plan Excellence infrastructure and delivery of effective services We value the pursuit of excellence by our management and • supporting our communities • democratic representation, social inclusion and staff. meaningful community engagement • embracing innovation Innovation • good governance of, and by, local government • creating and taking advantage of opportunities We value creativity and innovation as a way of improving our • ethical and legal behavior of Councillors and local service. • being a leader in local government and our region. government employees Culture • ensuring legislative and regulatory requirements are being Our priorities We value maintaining a positive and respectful culture met by the organisation. In carrying out our mission, our priorities are: through the way our elected members, staff and community work together. • our people Accountability Corporate Plan The Corporate Plan outlines Council’s objectives for the • our children’s future We value the importance of being accountable to our current five-year period and is structured around the four community and to the individuals who access our services, key areas of Council. The Corporate Plan sets out Council’s • the wellbeing and growth of our communities programs and facilities. vision, mission and values as well as outlining what Council will do to progress the four key areas. • the responsible and sustainable development of our shire Transparency • the uniqueness of our shire and the individuality of our We value openness in our dealings and consultation with our towns community. Operational Plan Each year, Council must develop and adopt an Operational • the integrity of our natural assets Plan, which sets out what we plan to do during the financial year towards the delivery of the Corporate Plan 2016- • our cultural, social and natural history 2021. Operational planning is closely linked to budget development. These reports are available on Council’s • education and skills development website. • responsible governance
• regionalBudget cooperation. Documents: Financial Policies and Operational Plan 2019 - 2020 Page 87 of 124 7 EXECUTIVE (E)
GOVERNANCE OBJECTIVE: To have ethical, transparent, fair and responsible governance
Code Strategy Led by Measure E1A Maintain an organisational structure that is effective, efficient and financially responsible CEO Budget, operational plan and annual report E1B Establish and maintain easy-to-understand, effective and fair procedures, protocols and CEO Adopted policies, procedures and protocols in all identified policies that are accessible to the community areas Senior officers E1C Adhere to the requirements and principles for the separation of the roles of staff and Mayor Annual staff and Councillor performance reviews Councillors CEO E1D Develop and adopt a 20-year asset management plan CEO Complete plan adopted by 2018 E1E Record, report on and review how corporate objectives are delivered CEO Quarterly reports to Council on operations and report annually to the community E1F Adhere to statutory and regulatory reporting requirements Mayor As per departmental requirements CEO E1G Adopt and adhere to best practice governance standards CEO Governance manual developed to report against Senior officers E1H Review local laws and related policies in line with the annual budget CEO Status of local laws reported to Council and reviewed E1I Develop a strategy that ensures Council maintains effective communication with the CEO Feedback from annual formal community consultation community and the shire’s key partners and stakeholders Senior officers E1J Establish advisory committees for key function areas Councillors Committees are established Senior officers
8 BarcooBudget Shire Documents: Council Corporate Financial Policies Plan 2016-2021 and Operational Plan 2019 - 2020 Page 88 of 124 SHIRE PLANNING OBJECTIVE: To have a shire planning scheme which meets and is relevant to community needs
Code Strategy Led by Measure E2A Review the planning scheme in accordance with the requirements of the Planning Act 2016 CEO Relevance of current Barcoo Shire Town Plan Consulting town planner E2B Investigate and develop a simplified planning scheme for a rural and remote council in association CEO Adopted Barcoo Shire Town Plan with the Department of Infrastructure, Local Government and Planning (DILGP). Senior officers DILGP
REGIONAL COOPERATION OBJECTIVE: Barcoo Shire maintains relationships and memberships of all regional organisations and bodies through active and open collaboration, cooperation and coordination
Code Strategy Led by Measure E3A Investigate and participate in resource sharing opportunities Mayor The number of opportunities where resources have been shared CEO Senior officers E3B Ensure terms of reference are clear for organisations of which Council is a member and that each CEO All relevant organisations have clear terms of promotes good governance practices reference Senior officers E3C Continue to work with representative organisations to promote regionally appropriate public policy, Mayor Positive, identified regional outcomes innovation and economic opportunities CEO E3D Recognise the strength in regional advocacy to benefit both the region and the shire Mayor Value of advocacy opportunities and outcomes CEO E3E Collaborate and cooperate with peak bodies Mayor Positive feedback and outcomes CEO Senior officers
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 89 of 124 9 EMERGENCY SERVICES OBJECTIVE: To prepare and protect the community before, during and after times of emergency or natural disaster
Code Strategy Led by Measure E4A Maintain a current Local Disaster Management Plan Chair of Local Disaster Annual Disaster Management Plan assessment process and Management Group audits by the Inspector General Emergency Management Local District Coordinator Emergency Management Coordinator E4B Support and provide funding to shire emergency services groups CEO Budget allocation to identified groups E4C Encourage and support emergency, police and health services to co-locate Mayor Cross-agency agreements with Queensland Government in our three communities where possible CEO E4D Review the Local Disaster Management Plan Chair of Local Disaster Annual review Management Group Local District Coordinator Emergency Management Coordinator E4E Maintain an Airport Emergency Plan for the Windorah Airport Quality Systems Support Officer Annual audit and exercise Director of Works Civil Aviation Safety Authority standards are met E4F Promote recruitment of volunteers to the Rural Fire Service and State Brigade Training Support Officer Numbers of new members recruited Emergency Services Area Director Emergency Management Queensland Local Controller E4G Provide ongoing training for all emergency services members CEO Training register kept current Senior officers
10 BarcooBudget Shire Documents: Council FinancialCorporate Policies Plan and2016-2021 Operational Plan 2019 - 2020 Page 90 of 124 CORPORATE SERVICES (CS)
ORGANISATIONAL ADMINISTRATION OBJECTIVE: To provide effective administration services to Council
Code Strategy Led by Measure CS1A Provide adequate resources for effective administration CEO Staff Satisfaction Survey Director Corporate Services Staff retention CS1B Ensure adequate administrative systems are in place to enable appropriate and efficient CEO Staff Satisfaction Survey governance, processes and procedures in line with Council policies Director Corporate Services Community Satisfaction Survey Reports to Council on improved efficiency CS1C Establish advisory committee to support effective administration services, human resources CEO Standing committee established and consistent governance within Corporate Services Director Corporate Services CS1D Develop a corporate style guide to improve consistency across all Council communications, Director Corporate Services Corporate style guide adopted including shire signage
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 91 of 124 11 INFORMATION MANAGEMENT OBJECTIVE: To ensure best practice in the management of Council’s and public information
Code Strategy Led by Measure CS2A Provide an accurate records management system that is well maintained CEO Easily accessible information Director Corporate Services CS2B Develop, document, implement and review appropriate information management policies and CEO Information policies and procedures adopted procedures Director Corporate Services CS2C Manage and preserve Council’s historical data, corporate knowledge, information and records CEO Effective access to historical Council data Director Corporate Services CS2D Implement an internal and external reporting/complaints management system to better manage Council Community Satisfaction Survey community and staff expectations and requirements Senior officers System statistics Annual report CS2E Manage and maintain Council’s digital communications (website, social media and email contact list) Director Correct, precise and up-to-date communications Corporate information readily available Services Community Satisfaction Survey
12 BarcooBudget Shire Documents: Council CorporateFinancial Policies Plan and2016-2021 Operational Plan 2019 - 2020 Page 92 of 124 STAFF MANAGEMENT OBJECTIVE: To foster a workforce that is listened to, respected, well resourced, given opportunities to thrive, and is highly skilled
Code Strategy Led by Measure CS3A Implement human resource management policies and processes that reflect the needs, culture and CEO Staff Satisfaction Survey values of the organisation Director Staff retention Corporate Services
CS3B Create an environment for career pathways and multi-skilling opportunities, with a focus on enhancing CEO Staff retention local employment Senior officers Training provided to staff Succession planning in place CS3C Strive to be an equal opportunity employer and employer of choice CEO Diverse, skilled workforce Elected members and Low job vacancies and turnaround times senior officers
CS3D Ensure regular two-way communication between staff and management regarding job satisfaction and CEO Annual performance review performance to determine organisational, professional and personal needs Elected members and Staff Satisfaction Survey senior officers Regular formal and informal communication with staff CS3D Continue association with a registered health provider to support the Employee Assistance Program CEO Employee Assistance Program continued Elected members and Quarterly report to CEO/Director Corporate senior officers Services from Employee Assistance Program CS3E Continue with open and fair enterprise bargaining negotiations with a view to creating a single CEO An executed enterprise bargaining agreement that provides parity across all Council staff agreement, covering all parties concerned Enterprise Bargaining Team Director Corporate Services Unions
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 93 of 124 13 COUNCIL FINANCIAL SUSTAINABILITY OBJECTIVE: to have responsible financial management focused on growing the community’s wealth and Council’s fiscal capacity
Code Strategy Led by Measure CS4A Capitalise on external revenue sources to benefit and enhance the shire CEO Monthly and annual financial statements
CS4B Implement effective asset management plans and associated financial strategies to replace CEO Total asset management plans adopted and assets and account for depreciation integrated into Council’s financial system Director of Works CS4C Manage revenue collection from rates, fees, charges and internal sources efficiently and Consultant Monthly and annual financial statements effectively CS4D Continue to levy rates and charges in a responsible, fair and equitable manner CEO Formal complaints (via Council’s complaints process) Elected members and Community Satisfaction Survey senior officers
14 BarcooBudget Shire Documents: Council CorporateFinancial Policies Plan and2016-2021 Operational Plan 2019 - 2020 Page 94 of 124 COMMUNITY AND DEVELOPMENT (CD)
COMMUNITY SPIRIT OBJECTIVE: To have vibrant, positive and sustainable communities
Code Strategy Led by Measure CD1A Identify the needs of and opportunities available in each community through annual CEO Community Satisfaction Survey meetings and regular consultation with community groups Elected members and senior officers Community groups CD1B Support current and new community groups and activities, and their infrastructure CEO Number of successful grant applications requirements Elected members and senior officers Council sponsorship of local events and activities Community Information Officers
CD1C Encourage and foster social cohesion between Council and the community CEO Community Satisfaction Survey Elected members and senior officers CD1D Ensure Council staff and elected members lead by example to promote a cohesive All staff and elected members Community Satisfaction Survey and respectful culture and strong community values
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 95 of 124 15 DEVELOPMENT OBJECTIVE: To promote and enhance economically viable, environmentally sustainable and socially responsible development in the shire
Code Strategy Led by Measure CD2A Apply the principles of economic viability, environmental sustainability and CEO Completed development approvals social responsibility to development approvals CD2B Identify current and future development needs, including retail, fuel and CEO Feedback via Visitor Information Centres accommodation outlets Elected members and senior officers Number of new developments in the shire CD2C Facilitate appropriate infrastructure development to support tourism growth, CEO Infrastructure completed in line with budget including accommodation, food and fuel facilities, where there is private allocation and external funding Elected members and senior officers sector failure CD2D Construct a new Jundah General Store that is economically viable, CEO Infrastructure completed in line with budget environmentally sustainable and socially responsible which can provide basic allocation and external funding Elected members and senior officers food, chemist and fuel services to the Jundah community CD2E Continue to maintain a road transport network that supports tourism, CEO Industry consultation and feedback agriculture and resources sectors in the shire Elected members and senior officers CD2F Support appropriate new and existing industry development through CEO Policy to support economic development is adopted provision of land, waivers and general administrative support CD2G Identify private commercial opportunities CEO Policy to support economic development is adopted Elected members and senior officers MULTIPLE CENTRES OBJECTIVE: To embrace the uniqueness of each town and build on their strengths
Code Strategy Led by Measure CD3A Strengthen the unique identity aspects of each town CEO New simplified planning scheme that encourages the uniqueness of the three towns Elected members and senior officers Community groups CD3B Provide and maintain equitable services and facilities to each community CEO Community Feedback Survey Elected members and senior officers Community groups CD3C Advocate for essential Australian and Queensland Government services to be CEO State and federal services retained retained and/or provided Elected members and senior officers 16 BarcooBudget Shire Documents: Council FinancialCorporate Policies Plan and2016-2021 Operational Plan 2019 - 2020 Page 96 of 124 SHIRE PROMOTION AND TOURISM OBJECTIVE: To promote and develop Barcoo Shire as a unique destination and to manage tourism in a sustainable manner
Code Strategy Led by Measure CD4A Expand the shire’s involvement in regional tourism promotion Director Corporate Services Statistics collected through Visitor Information Centres Visitor Information Centres Annual report CD4B Maintain and build tourism-based opportunities and networks for joint Mayor Regional Tourism Coordinator position at RAPAD created marketing and promotion across the central west through the Remote Area CEO Annual Report Planning and Development (RAPAD) Board CD4C Maintain links with Outback Queensland Tourism Association and Tourism Director Corporate Services Maintain memberships, meeting attendance and Queensland to promote and market the shire to visitors representation at trade shows and other tourism events Visitor Information Centres Annual Report CD4D Develop alliances with local indigenous groups, in particular the Mithaka Elected representatives Develop formal MOU with Mithaka Aboriginal Cooperation Aboriginal Cooperation, to identify and deliver tourism opportunities CEO Annual report CD4E Continue to promote the shire in line with the Barcoo Shire Tourism Strategy Director Corporate Services Statistics collected via Visitor Information Centres Visitor Information Centres Social and digital media feedback Annual report CD4F Establish advisory committee to help promote and develop the shire as a Director Corporate Services Standing committee established unique destination, and manage tourism, events and community development Visitor Information Centres
ELECTRICITY SERVICES AND INFRASTRUCTURE OBJECTIVE: To have electricity infrastructure that meets shire residents’ needs
Code Strategy Led by Measure CD5A Identify electricity infrastructure opportunities and seek policy amendments Council Opportunities identified and policy amendments made that provide equity in electricity services for shire residents CEO CD5B Build relationships with Ergon Energy and appropriate Queensland Government Council Number of meetings and interactions with Ergon Energy bodies and private companies CEO CD5C Investigate renewable energy opportunities, particularly the installation of solar Council Opportunities identified panels and geothermal opportunities CEO Annual report
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 97 of 124 17 TRANSPORT SERVICES OBJECTIVE: To maintain public transport facilities and services in the shire
Code Strategy Led by Measure CD6A Investigate subsidies, assistance and options available to sustain public transport CEO Subsidies identified and secured
Current vehicles maintained CD6B Provide and maintain community transport vehicles suitable for school children and Plant and Workshop Manager Community transport vehicles available social outings Visitor Information Centres CD6C Encourage the Queensland Government to continue to subsidise Western Route 2 Mayor Current service continues at existing standard regular passenger transport service to Windorah, with the current scheduling and or above CEO aircraft seating capacity CD6D Construct appropriate aircraft maintenance and storage hangar at the Windorah CEO Project complete Airport
TELECOMMUNICATIONS SERVICES AND INFRASTRUCTURE OBJECTIVE: To have the standard of telecommunications services and infrastructure available to metropolitan Australia
Code Strategy Led by Measure CD7A Advocate to Australian and Queensland Government and telecommunication carriers Mayor Growth in services to continually improve telecommunications services available in the shire CD7B Advocate to the Australian Government to continue the telecommunications CEO Current service standards continue Universal Service Obligation (USO) for regional areas Elected members and senior officers CD7C Advocate to the Australian Government to provide terrestrial fixed voice services to Mayor Current services continue or improve rural properties and industrial sites CEO CD7D Encourage the Remote Area Planning and Development (RAPAD) Board to proactively Mayor Number of submissions by RAPAD promote equity in telecommunications infrastructure and services across the whole RAPAD Representation achieved central west region CD7E Continue to maintain and upgrade the UHF network CEO Service continues to operates Elected members and senior officers Director of Works 18 BarcooBudget Shire Documents: Council FinancialCorporate Policies Plan and2016-2021 Operational Plan 2019 - 2020 Page 98 of 124 TECHNOLOGY AND INNOVATION OBJECTIVE: For shire residents to benefit from advancements in technology and innovation
Code Strategy Led by Measure CD8A Explore new technologies and innovative ideas which may be of benefit to the shire including: CEO Innovative and new technology adopted and opportunities identified All staff • Council operations • smart city/smart community ideas Community groups
CD8B Help develop community awareness of new technologies and digital applications Visitor Information Number of training and information awareness Centres sessions held in the community Number of articles in community newsletter CD8C Promote and explore the use of modern technologies to create employment opportunities and CEO Number of employment opportunities created workplace flexibility Telstra Increased job satisfaction through flexible working arrangements Local Government Association of Broader employment base within shire Queensland CD8D Explore and implement modern technology to monitor weather events CEO Additional facilities/devices installed
CD8E Enable wider education and training opportunities through the use of higher bandwidth services CEO Number of training opportunities available to the community Visitor Information Centres Workplace Health and Safety Officer CD8F Explore and implement modern technology to manage natural disasters, with a specific focus on Visitor Information Procedures and systems implemented alerts and relevant information Centres Local Disaster Management Group
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 99 of 124 19 EDUCATION OBJECTIVE: To help develop community education and training opportunities in the shire
Code Strategy Led by Measure CD9A Continue to fund the Barcoo Shire Bursary Community Cultural Tourism Supervisor Funding awarded
CD9B Support shire schools and distance education families, and help provide CEO Resources and services identified resources as necessary Elected members and senior officers Annual report CD9C Ensure local residents have access to Council training opportunities CEO Residents attend identified training programs Workplace Health and Safety Officer Visitor Information Centres CD9D Help provide trainers and educators to meet identified community needs CEO Report outlining relevant training provided to Council Visitor Information Centres
LOCAL EMPLOYMENT OBJECTIVE: To increase employment opportunities and options in the shire
Code Strategy Led by Measure CD10A Promote community awareness of employment opportunities and options Director Corporate Services Job opportunities advertised in line with Council’s available in the shire communication strategy Director of Works CD10B Seek funding for projects that create employment in the shire CEO Funding applications successful and employment opportunities created CD10C Investigate funding options and provide local opportunities in vocational CEO Funding applications successful and positions training and apprenticeships created Director Corporate Services Director of Works CD10D Partner with TAFE and tertiary providers to host graduates with practical, on- CEO Number of placements per year the-job experience Director Corporate Services Director of Works
20 BarcooBudget Shire Documents: Council FinancialCorporate Policies Plan and 2016-2021 Operational Plan 2019 - 2020 Page 100 of 124 ACCOMMODATION OBJECTIVE: To help staff, residents and visitors access to good quality accommodation
Code Strategy Led by Measure CD11A Encourage, support and facilitate the sale of identified Council houses to existing CEO Increased sales of Council housing tenants and general public Elected members and senior officers CD11B Continue to make residential land available CEO Sale of residential land Elected members and senior officers CD11C Provide a standard of employee housing that encourages a stable workforce CEO Reduced staff turnover Elected members and senior officers CD11D Provide short term accommodation for visiting professionals and tourism needs CEO Increased overnight stays Elected members and senior officers CD11E Construct at least one new house per year for staff that suits a family, is energy CEO Four houses constructed in the next four efficient and low maintenance years Elected members and senior officers Director of Works COMMUNITY HEALTH OBJECTIVE: To advocate for a high standard of health services and facilities
Code Strategy Led by Measure CD12A Advocate for appropriate community health needs and expectations to services Mayor Regular contact with health service providers providers CD12B Facilitate programs that address community health problems and issues, including Director Corporate Services Improved health statistics chronic disease management, healthy minds and healthy lifestyles Dr Lisa Patterson Kane CD12C Enable better health and aging outcomes through the use of technology CEO Improved health statistics Elected members and senior officers CD12D Use regional networks to improve health outcomes Mayor Regular contact with regional bodies CEO
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 101 of 124 21 SPORT AND RECREATION OBJECTIVE: To expand and diversify sporting and recreational facilities and opportunities in the shire
Code Strategy Led by Measure CD13A Review, update and implement a Sport and Recreation Development Plan CEO Updated Sport and Recreation Development Plan Community, Cultural, Tourism Supervisor CD13B Seek funding opportunities as identified in the Sport and Recreation CEO Funding applications successful Development Plan for facility development
CD13C Seek funding opportunities as identified in the Sport and Recreation CEO Funding applications successful Development Plan for programs and equipment
CD13D Investigate options to develop the shire’s natural assets for recreation Visitor Information Centres Natural assets successfully developed for purposes, including private enterprise partnerships Community groups recreation purposes CD14E Investigate options to develop community swimming pools in Stonehenge CEO Funding application successful and Windorah
CULTURAL AND NATURAL HERITAGE OBJECTIVE: To acknowledge and preserve the diverse cultural and natural heritage of Barcoo Shire
Code Strategy Led by Measure CD14A Identify cultural and natural heritage assets of the shire Visitor Information Centres Cultural and natural heritage assets are mapped Community groups and landholders Mithaka Aboriginal Corporation Desert Channels Queensland (DCQ) CD14B Conserve the cultural heritage assets of the shire CEO, elected members and senior officers Conservation strategy in place Mithaka Aboriginal Corporation Community groups CD14C Work with local indigenous groups Mithaka to identify and preserve CEO, elected members and senior officers Significant sites are identified and preserved significant sites Mithaka Aboriginal Corporation
22 BarcooBudget Shire Documents: Council FinancialCorporate Policies Plan and 2016-2021 Operational Plan 2019 - 2020 Page 102 of 124 Code Strategy Led by Measure CD14D Work with local indigenous groups Mithaka and universities with natural CEO, elected members and senior officers A concept and associated business plan for history faculties to develop a Channel Country interpretation centre Channel Country interpretation centre is created Mithaka Aboriginal Corporation with identified partners
ARTS AND CULTURAL DEVELOPMENT OBJECTIVE: To expand and diversify arts and cultural facilities and opportunities in the shire
Code Strategy Led by Measure CD15A Seek grants for arts and cultural activities and facility development Community, Cultural and Tourism Supervisor Number of successful grants Director Corporate Services
CD15B Work collaboratively with regional organisations such as Red Ridge and Community, Cultural and Tourism Supervisor Successful collaboration opportunities with CICADAS to identify opportunities and funding to progress arts and cultural regional organisations Director Corporate Services development in the shire
CD15C Support Regional Arts Development Fund (RADF) initiatives Community, Cultural and Tourism Supervisor Bid process and outcomes successful in line with RADF criteria Director Corporate Services RADF Committee
LAW AND ORDER OBJECTIVE: To have adequate resources within the shire to maintain law and order
Code Strategy Led by Measure CD16A Advocate to the Queensland Government to ensure adequate police resources Mayor Police service levels are maintained are available, as required, in association with the District Inspector CD16B Support initiatives and training in the responsible service of alcohol for public CEO Training provided and compliance with liquor events licence conditions achieved Elected members and senior officers
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 103 of 124 23 WORKS AND SERVICES (WS)
WORKS OPERATIONS OBJECTIVE: To have a works operation that is capable of delivering a broad range of civil engineering works to a high and cost effective standard
Code Strategy Led by Measure WS1A Attract and retain a highly skilled workforce and provide appropriate resources to Manager Operational Works Staff retained complete a range of works Director of Works Annual works completed and reported quarterly Annual report WS1B Create an environment for career pathways and multi-skilling opportunities, with a Manager Operational Works Staff retained focus on enhancing local employment Director of Works Training provided to staff Succession planning in place WS1C Continue to invest in a modern, safe and well maintained plant fleet that meets its CEO Plant replacement schedule adopted operational and work requirements Elected members and senior officers Plant and fleet audit (using plant assessor program) Fleet Workshop Manager Manager Operational Works WS1D Maintain a 10-year plant replacement program consistent with Council’s plant CEO Current plant replacement policy reviewed and replacement policy adopted Elected members and senior officers Age and use of plant reported to Council monthly Fleet Workshop Manager WS1E Provide a high standard of camp accommodation for operational works staff that CEO Retention of workforce encourages a safe and comfortable work environment Elected members Director of Works WS1F Continue to provide camp television, phone and internet communication (work, CEO Staff Satisfaction Survey social and emergency) and health and wellbeing recreational opportunities Elected members and senior officers Manager Operational Works Workplace Health and Safety Officer WS1G Establish and maintain a Works and Services Commitee CEO Elected members
24 BarcooBudget Shire Documents: Council FinancialCorporate Policies Plan and2016-2021 Operational Plan 2019 - 2020 Page 104 of 124 ROAD INFRASTRUCTURE OBJECTIVE: To have road infrastructure that meets community and industry needs
Code Strategy Led by Measure WS2A Maintain a shire and state road infrastructure plan that identifies a 3-5 year Mayor 3-5 year schedule of designed projects adopted schedule of designed projects under the Outback Regional Roads and Transport CEO Group recommendations Director of Works Outback Regional Roads and Transport Group WS2B Build relationships with appropriate Australian and Queensland Government Mayor Membership, submissions, deputations and departments, ministers, IQ-RAP and Regional Development Australia bodies meetings CEO Elected members and senior officers WS2C Maintain involvement in the Outback Regional Roads and Transport Group Mayor Continued membership and participation CEO Director of Works WS2D Advocate on behalf of the community or region to Australian and Queensland Mayor Deputations and meetings Governments regarding transport and roads matters WS2E Improve the flood immunity of shire road network CEO Flood immunity improved Elected members Director of Works WS2F Provide wide seal and kerb and channelling to all town streets within four years CEO Monthly, quarterly and annual reporting Elected members Director of Works WS2G Identify and respond to road-related funding opportunities Mayor Funding opportunities identified and applications submitted CEO Director of Works WS2H Develop a strategy to identify, design and seal priority sections of the state and CEO Strategy complete local road networks Elected members Director of Works
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 105 of 124 25 COMMUNITY INFRASTRUCTURE OBJECTIVE: To responsibly provide low maintenance and long life community infrastructure that meets community requirements
Code Strategy Led by Measure WS3A Develop a shire and community infrastructure plan that identifies a 3-5 year CEO 3-5 year schedule of designed projects adopted schedule of designed projects Elected members and senior officers Community groups Projects successfully delivered WS3B Advocate on behalf of the community as required Mayor Deputations, submissions and meetings CEO WS3C Identify and respond to community infrastructure funding opportunities Mayor Funding opportunities identified and applications submitted CEO Community Groups WS3D Provide aerodrome facilities that satisfy both regular public transport (RPT) and CEO Registration of aerodromes The Royal Flying Doctor Service (RFDS) requirements in each identified centre Director of Works WS3E Identify an extended maintenance and upgrade program that aids in keeping the CEO Extended life of facilities facilities at the required standards Director of Works
26 BarcooBudget Shire Documents: Council FinancialCorporate Policies Plan and 2016-2021 Operational Plan 2019 - 2020 Page 106 of 124 WATER SUPPLY OBJECTIVE: To have a safe and reliable water supply in each community
Code Strategy Led by Measure WS4A Manage water supply schemes in accordance with Council’s Director of Works Replacement and maintenance undertaken as per Council’s Total Total Management Plan and implement water use restriction Management Plan Outback Regional Water Group trigger point signage Water use restriction trigger point signage installed WS4B Continue community education on responsible water usage Director of Works Notices included in water-related Council communication Community & Tourism Manager Consistent messaging delivered in Council water-related communications WS4C Provide safe and reliable potable water supplies in Director of Works Shire water meets the Australian Drinking Water Standards accordance with the Australian Drinking Water Standards
WS4D Continue to collaborate regionally through membership of Mayor Outback Regional Water Group membership continued the Outback Regional Water Group CEO Water supply savings and innovation identified Director of Works Outback Regional Water Alliance WS4E Consider alternative water pricing measures based on Council Monthly report to Council responsible water use CEO Director of Works WS4F Research smart technology to help monitor demand CEO Monthly report to Council management and water usage Elected members and senior officers Director of Works WS4G Ensure the community’s water security needs are met by CEO Water usage and storage levels monitored and reported continuing to monitor the shire’s highly variable climate and Elected members and senior officers lack of capacity in water storages and natural water holes Director of Works Outback Regional Water Group Queensland Water Directorate WS4H Revisit previous planning reports on common effluent CEO Monthly report to Council disposal systems in all three communities in response to the Elected members and senior officers high volume of tourists and other visitors Director of Works Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 107 of 124 27 PARKS AND GARDENS OBJECTIVE: To have parks, gardens and streetscapes that are well planned and complement the individuality of each community
Code Strategy Led by Measure WS5A Continue to conduct community consultation to guide development of parks, gardens and CEO Community responses and feedback streetscape needs Elected members and senior officers Visitor Information Centres WS5B Seek funding to develop a plan for the staged development of parks, gardens and CEO Plan adopted streetscapes using low maintenance and water efficient plant species and designs, taking Elected members and senior officers into account the individuality of each community Community groups
ENVIRONMENTAL HEALTH OBJECTIVE: To ensure that a high standard of environmental health is maintained in the community
Code Strategy Led by Measure WS6A Continue to engage an appropriately qualified environmental CEO Environmental Health Officer appointed/contracted health officer WS6B Provide services that maintain the environmental integrity of Town Services Manager Waste regularly removed and landfill site effectively managed public land, including waste removal, garbage disposal and Environmental Protection Act 1994 licencing standard met wash down bays WS6C Promote and help maintain the clean appearance of the towns Town Services Manager Community programs (Clean Up Australia Day, kerbside collection and regular garbage removal) delivered Community consultation and feedback WS6D Provide, where necessary, information, education and training CEO Number of notices and level of compliance regarding public health issues and compliance Elected members and senior officers Environmental Health Officer WS6E Provide, where necessary, measures to eradicate vermin and CEO Public health risk reduced insect epidemics Elected members and senior officers Environmental Health Officer
28 BarcooBudget Shire Documents: Council FinancialCorporate Policies Plan and 2016-2021 Operational Plan 2019 - 2020 Page 108 of 124 LAND, WATER AND ANIMAL MANAGEMENT (LWAM)
LAND, WATER AND VEGETATION MANAGEMENT OBJECTIVE: To be aware of legislation that impacts land, water and vegetation management
Code Strategy Led by Measure LAM1A Monitor and respond to ongoing requirements and changes to legislation CEO Legislative changes and notification monitored and responded to as necessary Rural Lands Officer LAM1B Make representations regarding land use management issues on behalf of shire residents, as Mayor Number of deputations, meetings and submissions required CEO LAM1C Seek regional cooperation, where appropriate, to comment on and endeavour to influence Mayor Responses provided when required legislation for the benefit of the central west region CEO LAM1D Continue active involvement in government committees related to land, water and vegetation Mayor Memberships continued management CEO Councillors
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 109 of 124 29 STOCK ROUTES AND RURAL LANDS OBJECTIVE: To have stock routes, public lands and pastoral leases that are responsibly and sustainably maintained
Code Strategy Led by Measure LAM2A Manage noxious weeds, pest animals (in particular wild dogs/feral pigs) and disease in the Rural Lands Officer Noxious weeds, pest animals (wild dogs/feral pigs) shire in accordance with the Shire Pest Management Plan reduced Land and Animal Management Committee The shire remains disease free LAM2B Cooperate with neighbouring shires to control and manage stock movement and the spread Rural Lands Officer Attendance at Shire Rural Lands Officers Group of noxious weeds on stock routes in the shire meetings Land, Water and Animal Management Committee LAM2C Participate in Shire Rural Lands Officers Group initiatives Rural Lands Officer Attendance at meetings and activities LAM2D Establish advisory committee for Land, Water and Animal Management Councillors Standing committee established Rural Lands Officer LAM2E Seek regional cooperation to establish stronger compliance measure to control pest plants Mayor Deputations, meetings and submissions and animals. CEO LAM2F Continue membership of the Central West Regional Pest Management Group and Technical Mayor Membership continued Committee CEO
30 BarcooBudget Shire Documents: Council FinancialCorporate Policies Plan and2016-2021 Operational Plan 2019 - 2020 Page 110 of 124 TOWN COMMONS AND RESERVES OBJECTIVE: To maintain the environmental integrity of town commons and reserves
Code Strategy Led by Measure LAM3A Review the Town Commons and Reserves Management Plan CEO Town Commons and Reserves Management Plan adopted Elected members and senior officers Rural Lands Officer LAM3B Manage the use of town commons and reserves in accordance with Town CEO Rural Lands Officer mothly reports to Commons and Reserves Management Plan Council Elected members and senior officers Rural Lands Officer Land, Water and Animal Management Committee LAM3C Provide recommendations via the advisory committee for Land and Animal Rural Lands Officer Minutes and recommendations provided Management on the management of town commons and reserves to Council Land, Water and Animal Management Committee
CATCHMENT MANAGEMENT OBJECTIVE: To maintain the environmental integrity of the Lake Eyre Basin
Code Strategy Led by Measure LAM4A Work closely with and support Desert Channels Queensland on natural resource CEO Cooperation on catchment management issues management issues Elected members and senior officers LAM4B Control noxious weeds, pest animals (in particular wild dogs/feral pigs) and Mayor Noxious weeds and pest animals (in particular disease in accordance with the Central West Regional Pest Management Plan wild dogs/feral pigs) reduced CEO Rural Lands Officer LAM4C Proactively comment on policy and legislation affecting catchment management CEO Deputations, meetings and submissions Elected members and senior officers
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 111 of 124 31 Participating lead agencies
Council will work collaboratively with a number of lead agencies and key partners to deliver this corporate plan, including (but not limited to):
• other shires in central western Queensland • Local Government Association of Queensland (LGAQ) • Rural Lands Officers Group • Remote Area Planning and Development Board (RAPAD) • Regional Development Australia – Fitzroy Central West • Central West Regional Pest Management Group and • Queensland Government agencies, especially: Technical Committee • Desert Channels Queensland • Department of Transport and Main Roads • local progress associations • Mithaka Aboriginal Corporation • Queensland Health • sporting and community groups • Department of Education and Training • Red Ridge • mining companies. • Tourism Queensland • Outback Regional Roads and Transport Group • Department of Police, Fire and Emergency Services • private enterprise e.g. Ergon Energy, Telstra • Department of Natural Resources and Mines • Department of Infrastructure, Local Government and • Outback Regional Water Group Planning
32 BarcooBudget Shire Documents: Council FinancialCorporate Policies Plan and2016-2021 Operational Plan 2019 - 2020 Page 112 of 124 Consultation process
An independent consultant was appointed to engage with Consultation methods included: All feedback was considered and helped shape this draft our community in developing the draft corporate plan. Barcoo Shire Corporate Plan 2016-2021, ensuring it reflects • 23 semi structured telephone interviews our community’s needs and aspirations. The consultant: • an online survey • designed the consultation process • a hard copy survey for those with no or limited internet • delivered and managed community consultation access
• collaborated with Council to develop the draft • regular consultation and planning meetings with Council
• wrote draft reports. • town hall consultation meetings in Windorah, Jundah and Councillors and staff participated actively in all steps Stonehenge that included a voting process to prioritise key inclusive community consultation process. actions (all Councillors and some staff attended at least one community consultation meeting – some all three – to listen and participate).
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 113 of 124 33 BARCOO SHIRE COUNCIL BUDGET 2019‐2020
Appendix 3 ‐ Operational Plan 2019‐20
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 114 of 124 EXECUTIVE GOVERNANCE: To have ethical, transparent, fair and responsible governance General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Establish and maintain easy‐to‐understand, effective and fair Review all Policies during the 2018‐2019 CEO E1B procedures, protocols and policies that are accessible to the financial year Senior Officers community E1D Develop and adopt a 20‐year asset management plan Complete road Asset Plan – June 2020 CEO Review local laws and related policies in line with the annual E1H Review local laws by June, 2019 CEO budget SHIRE PLANNING: To have a shire planning scheme which meets and is relevant to community needs General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Investigate and develop a simplified planning scheme for a rural CEO Finalise and adopt new Planning Scheme E2B and remote council in association with the Department of Senior Officers by June, 2020 Infrastructure, Local Government and Planning (DILGP). DILGP REGIONAL COOPERATION: Barcoo Shire maintains relationships and memberships of all regional organisations and bodies through active and open collaboration, cooperation and coordination General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Mayor Continue RAPAD involvement in regional E3E Collaborate and cooperate with peak bodies CEO outcomes Senior Officers EMERGENCY SERVICES: To prepare and protect the community before, during and after times of emergency or natural disaster General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Chair of Local Disaster
Management Group,
Local District E4A Maintain a current Local Disaster Management Plan Review Local Disaster Plan and sub‐plans 1400‐0001 Coordinator, Emergency Management Coordinator
E4B Support and provide funding to shire emergency services groups Complete new premises for QFES in Windor CEO
Encourage and support emergency, police and health services to co‐ make available land in Windorah ‐ clear of Mayor E4C locate in our three communities where possible Env Register CEO
Brigade Training Support Officer,
Area Director Promote recruitment of volunteers to the Rural Fire Service and E4F Numbers of new members recruited Emergency State Emergency Services Management Queensland, Local Controller
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 115 of 124
CORPORATE SERVICES ORGANISATIONAL ADMINISTRATION: To provide effective administrative services to the Council. General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Ensure adequate administrative systems are in place to enable Review internal governance arrangements CEO CS1B appropriate and efficient in line with external audit Director Corporate governance, processes and procedures in line with Council policies recommendations Services INFORMATION MANAGEMENT: To ensure best practice in the management of Council's Information General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger CEO Provide an accurate records management system that is well Involve staff in Infocouncil use and CS2A Director Corporate maintained implementation Services Implement an internal and external reporting/complaints Introduce Complaints system in line with Councillors CS2D management system to better manage community and staff amended LG Act requirements Senior Officers expectations and requirements Manage and maintain Council’s digital communications (website, Use social media for council purposes, and Director Corporate CS2E social media and email contact list) facilitate web site improvements Services STAFF MANAGEMENT: To foster a workforce that is listened to, respected, well resourced, given opportunities to thrive, and is highly skilled General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Staff retention Create an environment for career pathways and multi‐skilling CEO CS3B Training provided to staff opportunities, with a focus on enhancing local employment Senior Officers Succession planning in place Ensure regular two‐way communication between staff and Train supervisory staff in performance CEO CS3D management regarding job satisfaction and performance to review processes and implement annual Elected Members determine organisational, professional and personal needs reviews Senior Officers CEO Continue with Employee Assistance CS3E Employee Assistance Scheme Elected Members Program Senior Officers COUNCIL FINANCIAL SUSTAINABILITY: To have responsible financial management focused on growing the community’s wealth and Council’s fiscal capacity General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Implement effective asset management plans and associated CEO CS4B Complete roads asset plan by June, 2019 financial strategies to replace assets and account for depreciation Director of Works Manage revenue collection from rates, fees, charges and internal Provide updated monthly financial Director Corporate CS4C sources efficiently and effectively information to council Services
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 116 of 124 COMMUNITY DEVELOPMENT COMMUNITY SPIRIT: To have vibrant, positive and sustainable communities General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
CEO
Elected Members Support current and new community groups and activities, and Implement Facilities Sport & Rec Plan in CD1B Senior Officers 3400‐0002 their infrastructure requirements budget process and create a 10 year plan Community Information Officers CEO Encourage and foster social cohesion between Council and the Community engagement as required on CD1C Elected Members community projects Senior Officers DEVELOPMENT: To promote and enhance economically viable, environmentally sustainable and socially responsible development in the shire General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Apply the principles of economic viability, environmental 3300‐0002 CD2A Completed development approvals CEO sustainability and social responsibility to development approvals 3200‐0002 Facilitate appropriate infrastructure development to support CEO New cabins for Jundah Caravan Park CD2C tourism growth, including accommodation, food and fuel facilities, where there is private sector failure Senior Officers CEO Continue to maintain a road transport network that supports Work with Transport & Main Roads for CD2E Elected Members tourism, agriculture and resources sectors in the shire road improvements Senior Officers CEO Policy to support economic development CD2G Identify private commercial opportunities Elected Members is adopted Senior Officers MULTIPLE CENTRES: To embrace the uniqueness of each town and build on their strengths General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Advocate for essential Australian and Queensland Government CEO Continue lobby for improved health CD3C services to be retained and/or provided State and Federal services Elected Members services retained Senior Officers
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 117 of 124 SHIRE PROMOTION & TOURISM: To promote and develop Barcoo Shire as a unique destination and to manage tourism in a sustainable manner General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Director Corporate Work with RAPAD on regional tourism Services 3500‐0002 CD4A Expand the shire’s involvement in regional tourism promotion initiative Visitor Information 3600‐0002 Centres
Maintain and build tourism‐based opportunities and networks for Regional Tourism Coordinator position at Mayor CD4B joint marketing and promotion across the central west through the RAPAD created CEO Remote Area Planning and Development (RAPAD) Board Annual report Maintain memberships, meeting Director Corporate Maintain links with Outback Queensland Tourism Association and attendance and representation at trade Services CD4C Tourism Queensland to promote and market the shire to visitors shows and other tourism events Visitor Information Annual Report Centres Develop alliances with local indigenous groups, in particular the Develop formal MOU with Mithaka Elected CD4D Mithaka Aboriginal Cooperation, to identify and deliver tourism Aboriginal Cooperation Representatives opportunities Annual report CEO ELECTRICITY SERVICES & INFRASTRUCTURE: To have electricity infrastructure that meets shire residents’ needs General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Build relationships with Ergon Energy and appropriate Queensland Number of meetings and interactions with Council CD5B Government bodies and private companies Ergon Energy CEO Investigate renewable energy opportunities, particularly the Investigate solar power opportunities to Council CD5C installation of solar panels and geothermal opportunities Business case level CEO TRANSPORT SERVICES: To maintain public transport facilities and services in the shire General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Plant and Workshop Provide and maintain community transport vehicles suitable for Manager 3700‐0002 CD6B Community transport vehicles available school children and social outings Visitor Information 6000‐0002 Centres
Encourage the Queensland Government to continue to subsidise Current service continues at existing Mayor CD6C Western Route 2 regular passenger transport service to Windorah, standard or above CEO with the current scheduling and aircraft seating capacity
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 118 of 124 TELECOMMUNICATIONS SERVICES & INFRASTRUCTURE: To have the standard of telecommunications services and infrastructure available to metropolitan Australia General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Advocate to Australian and Queensland Government and Work with RAPAD on free WiFi for each CD7A telecommunication carriers to continually improve Mayor 3900‐0002 community telecommunications services available in the shire Advocate to the Australian Government to continue the CEO CD7B telecommunications Universal Service Obligation (USO) for regional Current service standards continue Elected Members areas Senior Officers Advocate to the Australian Government to provide terrestrial fixed Mayor CD7C Current services continue or improve voice services to rural properties and industrial sites CEO
Encourage the Remote Area Planning and Development (RAPAD) Number of submissions by RAPAD Mayor CD7D Board to proactively promote equity in telecommunications Representation achieved RAPAD infrastructure and services across the whole central west region CEO Create annual inspection and maintenance CD7E Continue to maintain and upgrade the UHF network program for Repeater sites Senior Officers Director of Works TECHNOLOGY & INNOVATION: For shire residents to benefit from advancements in technology and innova on General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Number of training and information Help develop community awareness of new technologies and awareness sessions held in the community Visitor Information CD8B digital applications Number of articles in community Centres newsletter Number of employment opportunities CEO created Telstra Promote and explore the use of modern technologies to create CD8C Increased job satisfaction through flexible Local Government employment opportunities and workplace flexibility working arrangements Association of Broader employment base within shire Queensland
Visitor Information
Explore and implement modern technology to manage natural Install flood monitoring station at Centres CD8F disasters, with a specific focus on alerts and relevant information Jundah Retreat and Powells Local Disaster Creek Management Group EDUCATION: To help develop community education and training opportunities in the shire General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Community, CD9A Continue to fund the Barcoo Shire Bursary Funding awarded Cultural, Tourism Supervisor CEO Support shire schools and distance education families, and help Resources and services identified CD9B Elected Members provide resources as necessary Annual report Senior Officers
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 119 of 124 LOCAL EMPLOYMENT: To increase employment opportunities and options in the shire General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Director Corporate Promote community awareness of employment opportunities and Job opportunities advertised in line with CD10A Services options available in the shire Council’s communication strategy Director of Works Funding applications successful and CD10B Seek funding for projects that create employment in the shire CEO employment opportunities created ACOMMODATION: To help staff, residents and visitors access to good quality accommodation General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger CEO Encourage, support and facilitate the sale of identified Council Progress with Tender process for sale of CD11A Elected Members 4000‐0002 houses to existing tenants and general public housing to the public and staff Senior Officers CEO Provide a standard of employee housing that encourages a stable Regular inspection program and CD11C Elected Members workforce maintenance plan implemented Senior Officers COMMUNITY HEALTH: To advocate for a high standard of health services and facilities General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Advocate for appropriate community health needs and Participate in regional reviews and CD12A Mayor/Councillors expectations to services providers improvement plans
Director Corporate Facilitate programs that address community health problems and Services CD12B issues, including chronic disease management, healthy minds and Improved health statistics Dr Lisa Patterson healthy lifestyles Kane Mayor CD12D Use regional networks to improve health outcomes Regular contact with regional bodies CEO SPORT & RECREATION: To expand and diversify sporting and recreational facilities and opportunities in the shire General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Seek funding opportunities as identified in the Sport and Bring facility development into budget CD13B process, and complete PDF's for funding CEO Recreation Development Plan for facility development Investigate options to develop community swimming pools in Complete Business Case for pools in CD13E CEO Stonehenge and Windorah, in conjunction with Queensland Windorah and Stonehenge Education
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 120 of 124 CULTURAL & NATURAL HERITAGE: To acknowledge and preserve the diverse cultural and natural heritage of Barcoo Shire General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger CEO Negotiate a suitable outcome for transfer Elected Members Work with local indigenous groups Mithaka to identify and CD14C of land in Windorah for use by Indigenous Senior Officers preserve significant sites body Mithaka Aboriginal Corporation CEO Work with local indigenous groups Mithaka and universities with A concept and associated business plan for Elected Members CD14D natural history faculties to develop a Channel Country Channel Country interpretation centre is Senior Officers interpretation centre created with identified partners Mithaka Aboriginal Corporation ARTS & CULTURAL DEVELOPMENT: To expand and diversify arts and cultural facilities and opportunities in the shire General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Community, Cultural
and Tourism CD15A Seek grants for arts and cultural activities and facility development Bring Queensland Opera to the Shire Supervisor 4300‐0002 Director Corporate Services
Community, Cultural
and Tourism Bid process and outcomes successful in Supervisor CD15C Support Regional Arts Development Fund (RADF) initiatives line with RADF criteria Director Corporate Services RADF Committee LAW & ORDER: To have adequate resources within the shire to maintain law and order General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Advocate to the Queensland Government to ensure adequate CD16A police resources are available, as required, in association with the Police service levels are maintained Mayor District Inspector
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WORKS & SERVICES WORKS OPERATIONS: To have a works operation that is capable of delivering a broad range of civil engineering works to a high and cost effective standard General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger CEO Elected Members
Alloocationm for 2018‐2019 in line with 10 Senior Officers Continue to invest in a modern, safe and well maintained plant 5200‐0002 WS1C year program, with investigation of use of Fleet Workshop fleet that meets its operational and work requirements 5900‐0002 loan funds to achieve result Manager Manager Operational Works CEO Maintain a 10‐year plant replacement program consistent with Elected Members Review 10 year program in line with WS1D Council’s plant replacement policy Senior Officers reduced roadwork activity Fleet Workshop Manager Provide a high standard of camp accommodation for operational CEO Upgrade acmp facilities as per Works WS1E works staff that encourages a safe and comfortable work Elected Members Committee recommendations environment Director of Works ROAD INFRASTRUCTURE: To have road infrastructure that meets community and industry needs General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Mayor CEO 5500‐2270
Maintain a shire and state road infrastructure plan that identifies a Director of Works 5500‐2272 WS2A Priority investment plan from ORRTG 3‐5 year schedule of designed projects Outback Regional 5500‐2273 Roads & Transport 5500‐2275 Group
Mayor Maintain involvement in the Outback Regional Roads and Transport Council act as client for the engagement of WS2C CEO 5600‐2175 Group coordinator for Regional Road Group Director of Works 5600‐2270 5600‐2280 CEO Provide wide seal and kerb and channelling to all town streets Implement a four strategy to keb and wide 5600‐2290 WS2E Elected Members within four years seal community streets Director of Works 5700‐2211 seek resilience funding as necessary to CEO 5700‐2212 WS2F Improve the flood immunity of shire road network improve flood immunity of critical Elected Members 5700‐2213 infrastructure Director of Works
Budget Documents: Financial Policies and Operational Plan 2019 - 2020 Page 122 of 124 COMMUNITY INFRASTRUCTURE: To responsibly provide low maintenance and long life community infrastructure that meets community requirements General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Mayor Identify and respond to community infrastructure funding lobby state government and federal WS3C CEO opportunities government for critical infrastructure
Provide aerodrome facilities that satisfy both regular public Annual inspection program for Windorah CEO WS3D transport (RPT) and The Royal Flying Doctor Service (RFDS) Airport, in conjunction with regional Director of Works requirements in each identified centre strategy on airports
Identify an extended maintenance and upgrade program that aids Complter asset management plan by June, CEO WS3E in keeping the facilities at the required standards 2020, with resulting maintenance strategy Director of Works WATER SUPPLY: To have a safe and reliable water supply in each community General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Manage water supply schemes in accordance with Council’s Total Director of Works WS4A Management Plan and implement water use restriction trigger Develop asset plan for waterby June, 2020 Outback Regional 6400‐0002 point signage Water Group
Mayor Outback Regional Water Group CEO Continue to collaborate regionally through membership of the membership continued WS4D Director of Works Outback Regional Water Group Water supply savings and innovation Outback Regional identified Water Alliance CEO Elected Members
Senior Officers Ensure the community’s water security needs are met by Complete Engineering review of the Director of Works WS4G continuing to monitor the shire’s highly variable climate and lack of 3 sites and develop a 3 year Plan for Outback Regional capacity in water storages and natural water holes upgrade Water Group Queensland Water Directorate PARKS & GARDENS: To have parks, gardens and streetscapes that are well planned and complement the individuality of each community General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Seek funding to develop a plan for the staged development of CEO parks, gardens and streetscapes using low maintenance and water Elected Members WS5B Commence upgrade of Jundah Park efficient plant species and designs, taking into account the Senior Officers individuality of each community Community Groups ENVIRONMENTAL HEALTH: To ensure that a high standard of environmental health is maintained in the community General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Continue to engage an appropriately qualified environmental Environmental Health Officer WS6A CEO 6100‐0002 health officer appointed/contracted Provide services that maintain the environmental integrity of public Obtain land associated with Jundah and Town Services 6200‐0002 WS6B land, including waste removal, garbage disposal and wash down 5800‐0002 Windorah Tips ‐ compulsory acquisition Manager 6600‐0002 bays
Community programs (Clean Up Australia
Day, kerbside collection and regular Town Services WS6C Promote and help maintain the clean appearance of the towns garbage removal) delivered Manager Community consultation and feedback
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LAND, WATER & ANIMAL MANAGEMENT LAND, WATER & VEGETATION MANAGEMENT: To be aware of legislation that impacts land, water and vegetation management General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
Seek regional cooperation, where appropriate, to comment on and Work with Central West Regional Pest Mayor LAM1C endeavour to influence legislation for the benefit of the central Management Group on review of CEO west region effectiveness and regional pest strategies Mayor Continue active involvement in government committees related to Acive participation in government LAM1D CEO land, water and vegetation management initiatives Councillors STOCK ROUTES & RURAL LANDS: To have stock routes, public lands and pastoral leases that are responsibly and sustainably maintained General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger Rural Lands Officer Manage noxious weeds, pest animals (in particular wild dogs/feral Full expenditure of rural wild dog levee Land & Animal 7100‐2214 LAM2A pigs) and disease in the shire in accordance with the Shire Pest with regular baiting and extermination Management 7100‐2125 Management Plan initiatives Committee
Rural Lands Officer Cooperate with neighbouring shires to control and manage stock Attendance at Shire Rural Lands Officers Land, Water & LAM2B movement and the spread of noxious weeds on stock routes in the Group meetings Animal Management shire Committee
Seek regional cooperation to establish stronger compliance Mayor LAM2E Complete disbursement of Federal measure to control pest plants and animals CEO Funding for separation fencing Continue membership of the Central West Regional Pest Participate in review of CWRPM group Mayor LAM2F Management Group and Technical Committee functionality CEO TOWN COMMONS & RESERVES: To maintain the environmental integrity of town commons and reserves General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger
CEO Elected Members Effective advisory group, and involvement Senior Officers Manage the use of town commons and reserves in accordance with LAM3B in mangement of the assets, and local law Rural Lands Officer Town Commons and Reserves Management Plan review. Land, Water & Animal Management Committee CATCHMENT MANAGEMENT: To maintain the environmental integrity of the Lake Eyre Basin General Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger CEO Work closely with and support Desert Channels Queensland on Cooperation on catchment management LAM4A Elected Members 7100‐2243 natural resource management issues issues Senior Officers CEO Proactively comment on policy and legislation affecting catchment LAM4C Deputations, meetings and submissions Elected Members management Senior Officers
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