DOCSLIB.ORG

Budget and Operational Plan 2019 - 2020 Table of Contents Part 1: Overview of Budget and Operational Plan 1.1 Mayor’S Message

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Budget and Operational Plan 2019 - 2020 Table of Contents Part 1: Overview of Budget and Operational Plan 1.1 Mayor’s Message.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..2 Budget Overview. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .3 Operational Services. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 4 Major Projects Undertaken.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .5 Capital Works. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 6 Budget at a Glance .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..7 1.2 Preamble .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .9 1.3 Corporate Planning Framework . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .10 1.4 Corporate Plan Goals and Key Strategies . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..11 1.5 Services Provided to the Community. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .15 1.6 Measuring Achievement of the Budget and Operational Plan.. .. .. .. .. .. .. ... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..16 Part 2: Annual Operational Plan 2019-2020 2.1 Annual Operational Plan 2019-20 . .. .. .. .. .. .. .. .. 18 Part 3: Revenue and Rating Strategy 2019-2020 3.1 Revenue Policy .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ... .. 27 3.2 Revenue Statement.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 32 3.3 Rates, Rebates and Remissions Policy .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ... .. .. .. .. .. .. .. .. .. 67 Part 4: Budget 2019-2020 4.1 Budget Principles .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..75 4.2 Significant Influences .. .. .. .. .. .. .. .. .. .. .. .. ... .. ... .. .. ... ... .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .77 4.3 Key Assumptions of the Long Term Financial Forecast.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..78 4.4 Financial Statements 4.4.1 Statement of Income and Expenditure .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 79 4.4.2 Statement of Financial Position .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 80 4.4.3 Statement of Cash Flows .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ... ..81 4.4.4 Statement of Changes in Equity .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ... .. .82 4.4.5 Measures of Financial Sustainability .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ... ..83 4.4.6 Total Value of Change in Rates & Charges Levied from 2018-19.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..85 4.5 Asset Management.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 86 4.5.1 Capital Works Program - Summary by Asset Class .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .87 4.5.2 Long Term Capital Works Program.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..88 4.6 Financial the Capital Works Program .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .95 Part 5: Financial Management Policies 2018-2019 5.1 Debt Policy .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .97 5.2 Investment Policy .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..101 Part 6: Commerical Business Unit Activities 2018-2019 6.1 Commentary on Commercial Business Activities .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..108 6.2 Commercial Business Activities Estimated Activity Statement.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .109 Part 7: Appendices 7.1 Estimated Financial Position as at 30 June 2018.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 111 7.2 Glossary.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..114 Part One Overview Mayor’s Message The 2019-20 Budget is the seventh budget that Council has delivered since our community regained independence in 2014. The continuing overarching focus of the budget has been on consolidation and responsible long term financial sustainability while striving to deliver the best possible levels of service delivery for our community. In framing the budget Council has remained mindful of the challenges residential ratepayers, commercial enterprises and operators, and primary producers have had to face with the general cost of living and other significant increases in the cost of goods and services. This has been reflected in Council’s efforts to keep rates and charges increases to a minimum. For Owner Occupied categories, most urban residential ratepayers will receive a combined average increase in General Rate, Utilities and other charges of approximately 2.2% which equates approximately to $1.69 per week. For Large Residential with utilities and services the average combined increases will be 2.23% or $1.93 per week. Large Residential without services (predominantly rural) will receive an average combined increase of 2.3% or $1.10 per week. (Noting that the dollar increase amounts for properties with higher than average valuations will be more and those with lower valuations will be less.) Pensioners and eligible concession card holders will receive an additional twenty dollar rebate increase, increasing the maximum rebate from $280.00 to $300.00. For Non-Owner Occupied Residential (NOOR) categories urban properties will receive a combined increase in General Rate, Utilities and other charges of 2.24% or approximately $1.64 per week. For NOOR Large Residential properties with utilities and services the average combined increases will be 2.2% or $1.97 per week. NOOR Large Residential without services (predominantly rural) will receive an average combined increase of 2.24% or $1.14 per week. (Noting again that the dollar increase amounts for properties with higher than average valuations will be more and those with lower valuations will be less.) All commercial and primary production properties will have an average general rate increase of 2.4% A key element of the budget is Council’s ongoing commitment to delivering the infrastructure needed to facilitate future growth and economic development for our Shire with the investment of $36.1 million in new capital works which includes $9.9 million of external funding from State and Federal sources. In total, just over $14.5 million or 41% of Council’s capital expenditure will be directed to roads and associated transport infrastructure along with an additional $5.8 million of operational expenditure for maintenance programs. Council’s proactive commitment to the streamlining of the organisational structure and operating efficiencies has realised cost saving in excess of $4.0 million annually and resulted in an underlying operating surplus of $98,000. With no new borrowings planned until 2024 overall debt will continue to decrease to $75.5 million by June 30 2020 and on track to reduce by approximately 80% to $18.5 million by 2028. The total value of the community’s net assets has increased over the past 12 months to a current value of $914.8 million and forecast to reach approximately $1.05 billion by 2028. That positive result has been made possible by Council’s continuing successes over the past six years in proactively securing State and Federal funding to deliver for our community, including this year’s capital budget, more than $310.1 million in critical trunk infrastructure and major job creating
Recommended publications
  • Local Disaster Management Plan (LDMP) Has Been Prepared to Ensure There Is a Consistant Approach to Diaster Management in the Livingstone Shire

    Local Disaster Management Plan (LDMP) Has Been Prepared to Ensure There Is a Consistant Approach to Diaster Management in the Livingstone Shire

    F Document Set ID: 8554803 Version: 1, Version Date: 17/09/2020 FOREWORD Foreword by the Chair, Andrew Ireland of the Livingstone Shire Local Disaster Management Group. The Livingstone Shire Local Disaster Management Plan (LDMP) has been prepared to ensure there is a consistant approach to Diaster Management in the Livingstone Shire. This plan is an important tool for managing potential disasters and is a demonstrated commitment towards enhancing the safety of the Livingstone Shire community. The plan identifies potential hazards and risks in the area, identifies steps to mitigate these risks and includes strategies to enact should a hazard impact and cause a disaster. This plan has been developed to be consistant with the Disaster Management Standards and Guidelines and importantly to intergrate into the Queensland Disaster Management Arrangements (QDMA). The primary focus is to help reduce the potential adverse effect of an event by conducting activities before, during or after to help reduce loss of human life, illness or injury to humans, property loss or damage, or damage to the environment. I am confident the LDMP provides a comprehensive framework for our community, and all residents and vistors to our region can feel secure that all agenices involved in the Livingstone Shire LDMP are dedicated and capable with a shared responsibility in disaster management. On behalf of the Livingstone Shire Local Disaster Management Group, I would like to thank you for taking the time to read this important plan. Livingstone Shire Council Mayor Andrew Ireland Chair, Local Disaster Management Group Dated: 26 August 2020 Page 2 of 175 ECM # xxxxxx Version 6 Document Set ID: 8554803 Version: 1, Version Date: 17/09/2020 ENDORSEMENT This Local Disaster Management Plan (LDMP) has been prepared by the Livingstone Shire Local Disaster Management Group for the Livingstone Shire Council as required under section 57 of the Disaster Management Act 2003 (the Act).
  • Beacon to Beacon Guide—Capricorn Coast

    Beacon to Beacon Guide—Capricorn Coast

    Maritime Safety Queensland Rosslyn Bay Boat Harbour Beacon to Beacon Guide Capricorn Coast Published by For commercial use terms and conditions Maritime Safety Queensland Please visit the Maritime Safety Queensland website at www.msq.qld.gov.au © Copyright The State of Queensland (Department of Transport and Main Roads) 2014 ‘How to’ use this guide Use this Beacon to Beacon Guide with To view a copy of this licence, visit the ‘How to’ and legend booklet available from http://creativecommons.org/licenses/by/3.0/au www.msq.qld.gov.au Capricorn Coast Key Sheet Mag P P P P P P P P P P P P P P Corio Bay P P P P ¶AP P North Keppel Island SOUTH Yeppoon Rosslyn Bay !A !1 Boat PACIFIC Harbour Great Keppel Island OCEAN Emu Park Fitzroy Keppel !2 Sands !B ROCKHAMPTON !3 River Keppel Bay !C Port Alma Curtis Island !D T h e N a r r o w s Marine rescue services !1 CG Yeppoon !2 CG Keppel Sands !3 CG Rockhampton !4 VMR Gladstone !4 GLADSTONE Enlargements ! A Rosslyn Bay Boat Harbour See Gladstone ! B Rockhampton series ! C Port Alma ! D The Narrows CG Yeppoon (0600-1800 Fri--Mon) (88-86, 16-21-22, 4125-6215-8291-2182-2524) ph 4933 6600 CG Keppel Sands (0600-1800 Tues-Thurs) (88-86, 16-21-22, 4125-6215-8291-2182-2524) ph 4934 4906 CC-1 See charts AUS 820, 426, 367 Mag nautical miles (nM) Sloping Island P P 0 1 2 P P P P P ! P Barlows Hill P P Yeppoon Inlet P P ! 0 1 2 3 4 P KEPPEL P Meikleville Hill P P kilometres P P FG ISLES AP P FG ¶ YEPPOON Fi g T n Inlet ree o po Ck k ep e Y e r C See Inset 1 s s Cooee Bay o R Inset 1 Fl(2) 6s TARANGANBA Claytons
  • Active Livingstone Strategy

    Active Livingstone Strategy

    ACTIVE LIVINGSTONE STRATEGY PREPARED FOR LIVINGSTONE SHIRE COUNCIL DISCLAIMER This report has been prepared in accordance with the scope of services described in the contract or agreement between Place Design Group Pty Ltd ACN 082 370063 and the Client. The report relies upon data, surveys, measurements and results taken at or under the particular times and conditions specified herein. Any findings, conclusions or recommendations only apply to the aforementioned circumstances and no greater reliance should be assumed or drawn by the Client. Furthermore, the report has been prepared solely for use by the Client and Place Design Group accepts no responsibility for its use by other parties. Approved by: Stephen Smith Position: Planning Principal Date: 14/08/18 Document Reference: 1117142 Report: Active Livingstone Strategy 2 Active Livingstone Strategy 1 Introduction 6 1.1 Project Rationale 6 1.2 Benefits of getting active 7 1.3 State program and funding 8 1.4 Council policy context 8 1.5 Methodology 9 1.6 Consultation 10 2 Trends & Consultation Findings 12 2.1 State-wide Context 12 2.2 Local Context 13 2.3 Key Consultation Findings 14 3 Active Livingstone today 16 3.1 What are you doing? 17 3.2 Where are you doing it? 18 3.3 What is stopping you? 24 3.4 What would encourage you? 25 3.5 Key Observations 26 4 Future of Active Livingstone 27 4.1 Recommendations 27 Good Moves Programme 28 4.2 Implementation and Priorities 42 Appendix CONTENTS Active Livingstone Strategy 3 This Active Livingstone Strategy is about unstructured and incidental recreation activities and how this can be achieved around the Shire and how these elements can be capitalised on to drive greater tourism opportunities and economic development.
  • Young's Capricorn Coast Bus Services

    Young's Capricorn Coast Bus Services

    $ % Fares Travel tips Weekends and public holidays Rockhampton Fares are calculated on the number of zones you use 1. Visit www.qconnect.qld.gov.au to use the Route 20 - the Sunday timetable operates on all Yeppoon in your journey (fare zone calculator on map page) qconnect journey planner and access public holidays except Christmas Day and Boxing Emu Park timetable information. Day. Route 23 and 29 services do not run on Zilzie Ticket options 2. Plan to arrive at least five minutes prior to Saturdays, Sundays or public holidays. Keppel Sands Bus timetable qconnect single departure. One - way ticket to reach your destination, Pick up and set down 3. Check the approaching bus is the service you including transfers within two hours on any On outbound journeys from Rockhampton, require by looking at the destination sign. qconnect service. Young’s Bus Service does not set passengers 4. At designated bus stops, signal the driver qconnect daily down within the Rockhampton urban area. On clearly by placing your hand out as the bus Unlimited travel within the zones purchased until inbound journeys to Rockhampton, Young’s Bus approaches. Keep your arm extended until the last service scheduled on the day of issue, Service does not pick up passengers within the the driver indicates. Monday to Sunday valid on all qconnect services. Rockhampton urban area. 5. If you have a concession card, have it ready Route servicing easy-travel Fare Card to show the driver. Stockland Rockhampton Rockhampton Airport, Stockland, Rosslyn Young’s Bus Service offers an easy-travel Fare 6.
  • Keppel Sands 4 4 3 3

    Keppel Sands 4 4 3 3

    150.76 150.78 150.80 ZILZIE COOROOMAN 2 2 3 3 . 3 3 2 2 - - RODEN STREET COOWONGA KEPPEL SANDS 4 4 3 3 . 3 3 2 2 - - D A O R S D N A S L E P P E K 6 6 3 3 . 3 3 2 2 - - JOSKELEIGH Notes 9051-244 9051-241 1. The areas shown on this map are indicative of the extent of Coastal Hazard Areas Map S R CAWARRAL CREEK EMU PARK erosion and permanent inundation defined by erosion prone area E M L plans declared under the Coastal Protection and Management Act 1 Erosion Prone Area 3 A - S H 1995. Only the declared erosion prone area plans should be used 1 D 5 C N 0 3 for development assessment. To determine the actual position of T 9 4 Version 6 - October 2016 A N 2 S - the erosion prone area a registered surveyor or geotechnical U 1 L O 5 consultant may be required if there is any doubt. E 0 M P 9051-243 KEPPEL SANDS 9 P E 2. Erosion prone area plans for each local government area and a K comprehensive description of their determination are available from Indicative Erosion Prone Area footprint the Department of Environment and Heritage Protection website at (including projected climate change impacts*) 9051-32 9051-23 www.ehp.qld.gov.au FLAT TOP RANGE BALNAGOWAN Disclaimer Whilst every care is taken to ensure the accuracy of this product, Erosion due to storm impact and long the Department of Environment and Heritage Protection makes no representations or warranties about its accuracy, reliability, term trends of sediment loss and channel WEIPA completeness or suitability for any particular purpose and disclaims migration.
  • Practice Profile YFP Management Services Trust Has Provided Holistic and Accessible High Quality Health Care to the Community of the Capricorn Coast Since 1975

    Practice Profile YFP Management Services Trust Has Provided Holistic and Accessible High Quality Health Care to the Community of the Capricorn Coast Since 1975

    Yeppoon Family Practice Practice Profile YFP Management Services Trust has provided holistic and accessible high quality health care to the community of the Capricorn Coast since 1975. The practice is owned by seven GPs and operates across four practice locations in Central Queensland: Yeppoon Family Practice, 48 Normanby Street, Yeppoon The Family Practice (Emu Park), 23 William Street, Emu Park The Family Practice (Zilzie), 28 Cocoanut Point Drive, Zilzie Complete Skin Solutions & Specialist Centre, 134 Elphinstone Street, Rockhampton Our general practices are accredited and are supported by teams of practice nurses, experienced reception / administration staff and a practice manager. All practices privately bill and are fully computerised, with paperless patient files (Best Practice). Our patient base is 35,150 and the active patient base is 16,810. General Practice Workforce 18 Doctors (16.9 FTE) work across the 4 practice locations – 16 Fulltime Drs & 2 Part time Drs 7 Practice Principals (all working full time), 7 Associate Drs and 4 Registrars The practice is currently offering 4.0 FTE registrar placement positions, however there is the capacity to place up to 5.0 FTE 9 Chronic Disease Nurses (FTE 4.0) providing care planning and coordinated care arrangement services in coordination with the Drs. Coordinated Veteran Care (CVC) Nurse (1.0 FTE) Services Our practices offer a wide range of medical services for all ages and all health related conditions. Our specialised services include: Travel Medicine clinic (accredited
  • Our Living Coast: Coastal Hazard Adaptation Strategy

    Our Living Coast: Coastal Hazard Adaptation Strategy

    Our Living Coast Livingstone Coastal Hazards Adaptation Strategy 1 Table of Contents Mayor's Message.........................................................................................................................................................3 1.0 Introduction.............................................................................................................................................................4 1.1 Purpose of the Our Living Coast Strategy...............................................................................................4 1.2 A community driven plan for a resilient coast........................................................................................6 1.3 How did we develop the Our Living Coast Strategy?......................................................................7 1.4 Our journey in responding to coastal hazards....................................................................................8 2.0 Our Coastal Values.............................................................................................................................................10 2.1 Our Coast...............................................................................................................................................10 2.2 Our Coastal Environment......................................................................................................................12 2.3 Our Coastal Economy.........................................................................................................................13
  • Acid Sulfate Soils Keppel Sands – Yeppoon Area Central Queensland

    Acid Sulfate Soils Keppel Sands – Yeppoon Area Central Queensland

    QNRM03370 ACID SULFATE SOILS KEPPEL SANDS – YEPPOON AREA CENTRAL QUEENSLAND COAST D J Ross ACID SULFATE SOILS KEPPEL SANDS – YEPPOON AREA CENTRAL QUEENSLAND COAST D J Ross Department of Natural Resources & Mines Queensland 2003 QNRM03370 ISBN 1 920920 03 X While all care has been taken in the preparation of this report, neither the Department of Natural Resources and Mines nor its officers or staff accepts any responsibility for any loss or damage that may result from any inaccuracy or omission in the information contained herein. Department of Natural Resources & Mines PO Box 1762 ROCKHAMPTON QLD 4700 ii Contents List of figures, tables and maps iv Summary v 1. Introduction 1 2. Survey area 3 3. Methods 4 4. Description of the soil map units 5 4.1 Actual Acid Sulfate Soils 5 4.2 Potential Acid Sulfate Soils 9 4.3 Other Map Units 15 5. Discussion 17 6. Acknowledgments 22 7. References 23 APPENDIX Chemical data for selected depth samples 25 iii List of figures Figure 1. Location of the survey area. 2 Figure 2. Pondage bank excluding tidal water to Kinka wetlands (spring tide). 6 Figure 3. Goeprobe core sampling, chenier plain, Keppel Sands. 6 Figure 4. Supratidal flat (saltpan) behind Kemp Beach. 6 Figure 5. Greyish brown AASS layer over greenish grey PASS layer, Coorooman. 17 Figure 6. Yellowish brown sands grading to dark grey sand (PASS) layer, Kinka. 17 Figure 7. Freely drained sands with gravel layers below 4m depth, The Sandhills. 17 List of tables Table 1. Areas of map units. 7 Table 2.
  • 0800 Darwin City Nt 0800 Darwin Nt 0810

    0800 Darwin City Nt 0800 Darwin Nt 0810

    POSTCODE SUBURB STATE 0800 DARWIN CITY NT 0800 DARWIN NT 0810 CASUARINA NT 0810 COCONUT GROVE NT 0810 JINGILI NT 0810 LEE POINT NT 0810 WANGURI NT 0810 MILLNER NT 0810 MOIL NT 0810 MUIRHEAD NT 0810 NAKARA NT 0810 NIGHTCLIFF NT 0810 RAPID CREEK NT 0810 TIWI NT 0810 WAGAMAN NT 0810 BRINKIN NT 0810 ALAWA NT 0810 LYONS NT 0812 ANULA NT 0812 BUFFALO CREEK NT 0812 WULAGI NT 0812 MARRARA NT 0812 MALAK NT 0812 LEANYER NT 0812 KARAMA NT 0812 HOLMES NT 0820 BAYVIEW NT 0820 COONAWARRA NT 0820 EAST POINT NT 0820 EATON NT 0820 FANNIE BAY NT 0820 LARRAKEYAH NT 0820 WOOLNER NT 0820 THE NARROWS NT 0820 THE GARDENS NT 0820 STUART PARK NT 0820 PARAP NT 0820 LUDMILLA NT 0820 WINNELLIE NT 0822 MICKETT CREEK NT 0822 FREDS PASS NT 0822 GUNN POINT NT 0822 HIDDEN VALLEY NT 0822 MANDORAH NT 0822 MCMINNS LAGOON NT 0822 MURRUMUJUK NT 0822 TIVENDALE NT 0822 WAGAIT BEACH NT 0822 WEDDELL NT 0822 WICKHAM NT 0822 WISHART NT 0822 BEES CREEK NT 0822 BELYUEN NT 0822 CHANNEL ISLAND NT 0822 CHARLES DARWIN NT 0822 COX PENINSULA NT 0822 EAST ARM NT 0822 ELRUNDIE NT 0828 KNUCKEY LAGOON NT 0828 BERRIMAH NT 0829 PINELANDS NT 0829 HOLTZE NT 0830 DRIVER NT 0830 ARCHER NT 0830 DURACK NT 0830 FARRAR NT 0830 GRAY NT 0830 YARRAWONGA NT 0830 MOULDEN NT 0830 PALMERSTON NT 0830 SHOAL BAY NT 0830 WOODROFFE NT 0830 MARLOW LAGOON NT 0832 BELLAMACK NT 0832 BAKEWELL NT 0832 GUNN NT 0832 ZUCCOLI NT 0832 ROSEBERY NT 0832 MITCHELL NT 0832 JOHNSTON NT 0834 VIRGINIA NT 0835 HOWARD SPRINGS NT 0836 GIRRAWEEN NT 0839 COOLALINGA NT 1340 KINGS CROSS NSW 2000 BARANGAROO NSW 2000 DAWES POINT NSW 2000 HAYMARKET
  • Groundwater Resources

    Groundwater Resources

    10. Groundwater resources Table of contents 10. Groundwater resources ........................................................................................... i 10.1 Introduction .................................................................................................. 10-1 10.1.1 Overview............................................................................................... 10-1 10.1.2 Regulatory framework ............................................................................. 10-1 10.1.3 Approach and methodology ..................................................................... 10-1 10.2 Existing environment...................................................................................... 10-2 10.2.1 Geology and hydrogeology ...................................................................... 10-2 10.2.1.1 Alluvial aquifers ............................................................................... 10-3 10.2.1.2 Tertiary sediment aquifers................................................................. 10-3 10.2.1.3 Gogango overfold aquifers ................................................................ 10-3 10.2.1.4 Groundwater levels, flow and water quality .......................................... 10-4 10.2.2 Groundwater resource allocation .............................................................. 10-6 10.2.3 Groundwater dependent ecosystems....................................................... 10-11 10.3 Potential impacts and mitigation measures .....................................................
  • Herron Todd White Pro-Forma Report

    Herron Todd White Pro-Forma Report

    R CBA.0517.0135.1437 INDEPENDENT PROPERTY ADVISORS Rural Herron Todd White Pro-forma Report Client/Instructing Party: Commonwealth Bank of Australia Business Unit/Address: Risk Management Property Consultants (Qld) Tel: Fax: 07 3237 3043 GPO Box 1423, Brisbane 4000 For Attention: Alec Crombie Borrower/Applicant: Comanche Grazing Co Pty Ltd Reference/Job No. 11020223 Instructions: To assess the market value of "Lake Learmonth" for mortgage security purposes on behalf of Commonwealth Bank of Australia. 1. PROPERTY SUMMARY Lake Learmonth Type of Property: Freehold/Leasehold - Grazing Address: 18IiPP»BKplii^ Yaamba Real Property Description: Freehold and leasehold land as described on the attached schedule. Title Details: Comprising twelve (12) freehold parcels and one (1) special lease parcel, held under thirteen (13) separate titles in the Counties of Liebig and Livingston. Lot Parish Tenure Title Reference Owner Area (ha) Lake Freehold Comanche Grazing Company Pty Ltd 242.8110 Learmouth as Trustee Lake Freehold Comanche Grazing Company Pty Ltd 302.3000 Learmouth as Trustee Lake Freehold Comanche Grazing Company Pty Ltd 472.6730 Learmouth as Trustee Lake Freehold Comanche Grazing Company Pty Ltd 430.5860 Learmouth as Trustee Lake Freehold Comanche Grazing Company Pty Ltd 308.3700 Learmouth as Trustee Lake Freehold Comanche Grazing Company Pty Ltd 2,151.1340 Learmouth as Trustee Lake Freehold Comanche Grazing Company Pty Ltd 403.4720 Learmouth as Trustee Lake Freehold Comanche Grazing Company Pty Ltd 258.9990 Learmouth as Trustee Lake Freehold
  • Terms of Reference: Social and Economic Benefits and Impacts Study

    Terms of Reference: Social and Economic Benefits and Impacts Study

    Terms of Reference Social and Economic Benefits and Impacts Study Capricorn Coast Boating Facility Feasibility Study TABLE OF CONTENTS 1 INTRODUCTION ........................................................................................................... 3 1.1 Purpose .............................................................................................................................................. 3 1.2 Background ........................................................................................................................................ 3 1.3 Existing public boating facilities ....................................................................................................... 3 1.3.1 Rosslyn Bay Boat Harbour .................................................................................................................... 4 1.3.2 Coorooman Creek, Zilzie ...................................................................................................................... 5 1.3.3 Fisherman’s Beach, Emu Park .............................................................................................................. 6 1.3.4 Keppel Sands ……………………………………………………………………………………………………… 2 PROPOSED EMU PARK BOATING FACILITY OPTIONS .......................................... 6 2.1 Option 1 – Fisherman’s Beach ........................................................................................................... 6 2.2 Option 2 – Emu Park .........................................................................................................................