Draft Annual Business Plan and Budget Currently Presented for VERBAL SUBMISSIONS 2020-21

THE CORPORATION OF THE CITY OF WHYALLA MARKETING DOcumENT TEMPLATE

SubDRAFT Heading ANNUAL BUSINESS PLAN Date 2016 2020/21 PUBLIC INFORMATION SESSION HOW TO HAVE YOUR SAY An informal public information session will be held on Wednesday 5 WRITTEN SUBMISSIONS August 2020 from 7pm to provide the community with information relating Complete a submission on Council’s to this plan subject to COVID-19 website: whyalla.sa.gov.au restrictions. or send a written response to: Council welcomes feedback from our PO Box 126 community relative to the proposed WHYALLA SA 5600 activities and funding arrangements or via email: [email protected] contained within the Draft Annual Business Plan and Budget currently presented for VERBAL SUBMISSIONS 2020-21. Verbal submissions can be made at the Community Consultation will be open from General Council meeting on Monday Thursday 30 July 2020 and all submissions or 17 August 2020 commencing at 5:30pm comments will need to be received by subject to COVID-19 restrictions. Friday 21 August 2020.

A full copy of Council’s Draft Annual Business Plan and Budget 2020-21 is available to view at Council offices or by visiting Council’s website: www.whyalla.sa.gov.au

ACKNOWLEDGEMENT OF COUNTRY We acknowledge the lands in our region belonging to the Barngarla people and acknowledge them as the traditional custodians from the past, for the present and into the future. The Barngarla people are strong and are continuously connecting to their culture and their country. Whyalla City Council and the Barngarla people are working together to build a stronger future.

Cover Photographer: Betty Nottle 2020 - 21 ANNUAL BUSINESS PLAN

CONTENTS

MAYORS MESSAGE 1 MAJOR PROJECTS 15 ACTING CEO'S MESSAGE 2 MINOR PROJECTS 22 SNAPSHOT 3 FUNDING THE ANNUAL BUSINESS PLAN 23 OUR CITY 4 SUMMARY STATEMENT 24 OUR COUNCIL 5 AIRPORT 25 STRATEGIC DIRECTION 6 2020-21 RATES REVENUE 27 STRATEGIC PLAN 2021-2030 FRAMEWORK 7 OTHER OPERATING INCOME/EXPENSES 30 STRATEGIC MEASURES 8 2019-20 ACHIEVEMENTS 31 PROPOSED MASTER PLANS 9 2019-20 BUDGET PROJECTION 32 COUNCIL SERVICES 11 APPENDIX A - FINANCIAL STATEMENTS 34 RATES AT A GLANCE 12 APPENDIX B - LONG TERM FINANCIAL LOOKING FORWARD IN 2020-21 13 STATEMENTS 40 CAPITAL PROGRAM BUDGET 14

Photographer: Betty Nottle 1 CITY OF WHYALLA

MAYORS MESSAGE

On behalf of the Elected Members and staff, I am pleased to present the Annual Business Plan and Budget for 2020-21.

This plan outlines Council’s proposed services, programs and projects for the 2020-21 financial year whilst embracing the vision of ‘Unearth a Bright Future for Whyalla’ by continuing to deliver on the objectives of its new 2021-30 Community Strategic Plan. The objectives are set within the four major themes of our community defined in the Strategic Plan as Our People, Our Places, Our Economy, and Our Image.

This plan continues to support local, regional and national collaboration to continually build and grow a bright Whyalla for our current and future residents and visitors by exploring opportunities to secure a far more sustainable future for all generations.

The plan reflects our commitment to supporting economic and social recovery from COVID-19 and growth for the Whyalla region, while continuing to provide the best possible mix of proposed services, infrastructure and facilities for the long-term future of our City.

This comprises of both the maintenance of existing infrastructure and services along with new initiatives for the community. Council has made the conscious decision to proceed with the planned 2020/21 capital works program to ensure economic activity continues in our region while supporting our community and local businesses.

Highlights of the Capital Program proposed for this year include: • The second year of a $14 Million 3 Year Road Delivery Program • Valley One Stormwater - Stage One • Newton Street Flood Mitigation • Reconstruction of Wall St and Darling Tce • Jubilee Oval Toilet and Training Facility

All capital projects align with Council’s continued strategic direction, adopted Long Term Financial Plan and adopted Asset Management Strategy.

Since the adoption of the Long Term Financial Plan, the impacts of the COVID-19 pandemic has been felt throughout the city and Council are implementing measures to support the community through this uncertain time. Council have already approved deferral of 4th quarter rates payments for 2019-20 for approved ratepayers and have provided relief to community groups and impacted commercial operators who hold leases and licenses with Council.

For 2020-21 Council are proposing to remit rates for businesses impacted by COVID-19 in line with advice provided by the South Australian Centre for Economic Studies (SACES), as well as extending hardship arrangements for impacted residential ratepayers. Please contact Council staff if you or your business has been adversely affected to discuss your options.

Now in our second year as your elected Council, we remain committed to continually supporting the Whyalla Community. Council would like to thank the Whyalla Community for their continued support especially of the Federal and State Government directives during this once in one hundred years pandemic while we navigate to our new normal.

Kind Regards

Mayor Clare McLaughlin

1 2020 - 21 ANNUAL BUSINESS PLAN

ACTING CEO’S MESSAGE

Welcome to the Draft Annual Business Plan and Budget for 2020-21.

I would like to take this opportunity to thank the Mayor, Elected Members, Council Staff and Community for their support since my appointment in December 2019 as Acting Chief Executive Officer.

This plan is essential for the Community as it sets out Council’s services, programs and projects for the 2020/21 financial year and how they will be funded. Some of the services delivered through the operations of Whyalla City Council are required by State or Federal legislation where other outcomes or services are to meet identified community needs.

The key focus of the Draft Annual Business Plan is to deliver the goals and objectives of Council’s New Strategic Plan in an accountable and transparent manner while acting in the best interests of the Whyalla community.

Due to the uncertainty created by COVID-19 the State Government has allowed Councils an extension for their Annual Business Plan and Budget process until 30 November 2020. Whyalla City Council has taken this opportunity to consider how it can best support the community and residents during these uncertain times. Council is committed to supporting a community which is economically, culturally, socially and environmentally sustainable with every decision assessed against these objectives. Your rates Rates are Council’s main source of income and are applied to all levels of Council’s operations and capital projects to provide the level of services that meet community needs. In March 2020 after consultation, Council adopted the new Strategic Management Plans. As one of those documents, the Long Term Financial Plan forecasts required rate revenue for the next 10 years to assist in funding Council services, operations and projects. Council is proposing to maintain the 2019-20 rate increase at 3.6% in line with this plan, to assist in maintaining economic activity in the Whyalla region and supporting local businesses and industries. Council is committed to seeking out any available grant funding to bring forward any planned future projects to further boost the Whyalla economy.

Your voice A large number of Council’s decisions are made by listening and acting on the views of the community. The Draft Annual Business Plan and Budget will be subject to extensive community consultation including formal and informal submissions, online engagement and the opportunity to make representations at the August General Council meeting. I encourage members of the community to get involved and have your voice be heard to assist Council to meet community needs.

During public consultation, we will be holding a Public Information Evening on Wednesday 5 August 2020 to give the Whyalla communtiy an opportunity to receive information relating to Councils propsed plan for 2020-21.

By working together even in uncertain times, we continue to grow a vibrant, attractive city offering a diverse range of sustainable opportunities to build a better community and ensure that Whyalla’s goal to ‘Unearth a Bright Future’ is achieved.

Kind Regards

Kristen Clark

2 CITY OF WHYALLA

SNAPSHOT

The Draft Annual Business Plan sets out Council's proposed services, programs and projects for 2020/21. It aims to maintain efficient legislated and discretionary services for the community and continue progress towards the longer-term objectives for the City of Whyalla as set out in the Strategic Plan adopted in 2020. The Annual Business Plan is Council's key management document reflecting the work that Council needs to undertake to meet its Strategic Plan goals and objectives within the constraints of the revised Long Term Financial Plan.

PROPOSED RATE REVENUE

PROPOSED GENERAL RATES FIXED A PROPOSED AVERAGE GENERAL CHARGE RATE INCREASE OF $45 PER $593 RESIDENTIAL PROPERTY (LESS THAN $1 A (previously $572) WEEK OR 3.6% - DEPENDING ON VALUATION)

WASTE MANAGEMENT REGIONAL LANDSCAPE LEVY PROPOSED SERVICE (collected on behalf of the State Government) CHARGE $350 $920,700 for 2020/21 (previously $350) (increase of $14,300 or 1.6%)

SIGNIFICANT INFLUENCES OUR PRIORITIES

Consumer Local Solid Price Index Government Price Index $427,000 $445,000 waste levy 2.4% Council Council

estimated (Mar 2020) 1.6% spend on spend on increase local grants, of economic donations $33,000 $775,000 development & events for (previously (previously Allocation for remitting rates 2020/21 for those impacted by $171,000) $467,000) COVID-19

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OUR CITY CITY Whyalla is a city of contrasts – from green parks and gardens to massive industrial operations, new housing estates to well SNAPSHOT established historic neighbourhoods, and from the traditional corner store to multimillion- dollar shopping centres.

On the western shore of Upper Spencer Gulf, approximately 385 kilometres northwest of Adelaide by road and 40 minutes by air, Home to Whyalla averages 300 days of sunshine every year and has an annual rainfall of around 270 millimetres. 21,828 residents Whyalla has an established industry and retail base, strong community spirit and its residents enjoy a comfortable lifestyle with a range of amenities, events and activities.

The Whyalla City Council has one of the most diverse operations of any local government. It operates an airport (serviced by two airlines), state-of-the-art public library, child care centre, cemetery and crematorium, visitor information centre, maritime 4.7% of our museum, lighthouse, marina and boat ramps. population are Aboriginal and Torres The Council also owns the city’s leisure centre and is responsible Strait Islander people for all major development including the foreshore, wetlands, water saving and harvesting initiatives, public works, and innovative environmental projects.

Whyalla’s major industries include the steelworks, producing a range of products including rail line and steel sleepers; mining; production of crude oil and LPG; renewable energy generation; industrial fabrication companies; national contractors to 18.4% of our heavy engineering industries; export harbour; commercial salt population born production as well as tourism and major events. overseas.

Council’s urban boundaries comprise 41.5 square kilometres within a total local government area of approximately 1,000 square kilometres.

The Council area comprises the following suburbs and localities: Backy Point, Cowleds Landing, Douglas Point, Douglas Point South, False Bay, Fitzgerald Bay, Middleback Range, 20% of population Mullaquana, Murninnie Beach, Point Lowly, Point Lowly North, volunteer Port Bonython, Whyalla, Whyalla Barson, Whyalla Jenkins, Whyalla Norrie, Whyalla Playford and Whyalla Stuart.

With a population of 21,828 residents (2016 census), the regional community of Whyalla is a wonderfully diverse mix of cultures and nationalities. Council has a Reconciliation Action Plan (RAP) which was developed in the spirit of reconciliation and acknowledgement of the Barngarla people as the Traditional $963 million gross Custodians of the ancestral lands upon which the city of Whyalla regional product is built.

4 CITY OF WHYALLA 2020 - 21 ANNUAL BUSINESS PLAN

OUR COUNCIL COUNCIL ELECTED MEMBERS Collectively Elected Members are responsible for policy making and decisions SNAPSHOT that impact on future plans for the district and the lives and livelihoods of individuals, organisations and businesses within it.The City of Whyalla is represented by ten elected members which includes a Mayor (Chairperson) and nine Councillors 154 Employees inclusive of full time, part time, limited tenure Clare McLaughlin and approved vacant positions Mayor Phill Stone Deputy Mayor 131.6 Irene Adair Full Time Councillor Equivalent Employees David Knox Councillor Joanne Marshall Councillor 62% 38% Tamy Pond Female Male Councillor Employees Rick Santucci Councillor 13 Bill Simpson years Councillor Average Length of Employment Soto Stuppos Councillor Zia Westerman 48 Councillor years Average Age of The role of an Elected Member is to: Employees • participate in the deliberations and civic activities of the Council • formulate the Council's objectives and policies • keep the Council's objectives and policies under review to ensure they are appropriate and effective • keep Council's resource allocation, expenditure and activities and the efficiency and effectiveness of its service delivery under review • represent the interests of residents and ratepayers, to provide community leadership and guidance and to facilitate communication between the community and the Council. 5 2018 – 19 ANNUAL REPORT STRATEGIC DIRECTION

WHYALLA CITY COUNCIL'S STRATEGIC MANAGEMENT PLANS HAVE A STRONG FOCUS ON CREATING A PROUD AND THRIVING CITY WITH AN ATTRACTIVE AND DIVERSE ECONOMY.

• THE WHYALLA CITY COUNCIL STRATEGIC PLAN 2021-2030

• THE WHYALLA CITY COUNCIL LONG TERM FINANCIAL PLAN 2021-2030

• THE WHYALLA CITY COUNCIL ASSET MANAGEMENT STRATEGY 2021-2030 THESE PLANS ALIGN WITH RELEVANT REGIONAL AND NATIONAL INITIATIVES AND SPECIFICALLY THE FOLLOWING PRIORITIES INCLUDED IN 2036, THE SOUTH AUSTRALIAN STRATEGIC PLAN;

• GROWING OUR ECONOMY

• THE BEST EDUCATION SYSTEM IN AUSTRALIA

• BEING A HEALTHY STATE

• STRENGTHENING COMMUNITIES

• BUILDING OUR STATE

• ENSURING SAFETY AND JUSTICE

• PROTECTING OUR ENVIRONMENT; AND

• EMBRACING OUR UNIQUE CULTURE

Photographer: 6 CITY OF WHYALLA

STRATEGIC PLAN 2021-2030 FRAMEWORK Summary of Council's long term objectives.

GOAL VALUES OUTCOMES Unearth a bright • We Care • Confident, future for Whyalla. • We Work engaged and Together proud community • We're Committed • Integrated education • We Own It and training opportunities VISION • Attractive city Whyalla will be a vibrant, attractive city offering • Diverse economy the community a diverse range of sustainable • Integrated health, economic, social, environmental and cultural disability and opportunities. aged care services

OUR 4 KEY THEMES

Our People

Provide a range of services and facilities which promote a safe and engaged community, which is healthy, culturally and socially rich.

Our Places

Protect our natural environment and enhance our built environment to ensure the environmental, social, physical and economic needs of the city are met.

Our Economy

Whyalla has a diverse and sustainable economy.

Our Image

Whyalla is well-respected and recognised as a community of strength, whose people have a bright, positive and sustainable future.

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STRATEGIC MEASURES This year, we are introducing a community survey to better understand our community’s perception about the City. The results from the survey will form the baseline of our City Scorecard, which in turn will tell us how we’ve performed against our objectives for the 2020/21 year as well how changes in the City are on track with our objectives in the Strategic Plan 2021-2030.

Theme/Objective Indicator OUR PEOPLE – a safe and engaged community, which is healthy, culturally and socially rich 1 Pride Proportion who say they feel proud of Whyalla Proportion who say they feel safe, healthy and 2 Safe, Healthy and Connected connected to their community OUR PLACES – protecting our natural environment and enhancing our built environment Proportion who say they have great memories of 3 Attractive and creative city Whyalla’s parks, gardens, public buildings and infrastructure Proportion who say Whyalla’s parks, gardens, public 4 Activated buildings and infrastructure are well used and reflect community needs We look after our natural environment, effectively 5 Sustainable environment protecting it for us now and for future generations OUR ECONOMY – Whyalla has a diverse and sustainable economy 6 Prosperous Size of Whyalla's Economy (Gross regional product) 7 Growing New businesses in Whyalla Higher education enrolments, higher education 8 Learning, working and staying retention OUR IMAGE – Whyalla is respected and recognised as a strong community with a bright, positive and long-term future Would you recommend Whyalla as a place to live? 9 Belonging - living (Net Promoter Score) Would you recommend Whyalla as a place to do 10 Belonging - business business? (Net Promoter Score) OUR LEADERSHIP – we are a City confident in its leaders Proportion who say Council delivers value for the rate 11 Strategic dollar 12 Accountable Proportion who are satisfied with Council services Proportion who say it takes little effort to do business 13 Engaged with Council Proportion who are satisfied with their experience in 14 Modern dealing with Council Proportion who say Council is engaging with residents, ratepayers, community groups, visitors Proportion who say Council is exciting, modern and embracing change

8 CITY OF WHYALLA PROPOSED MASTER PLANS The following proposed master plans support objectives and actions of the Strategic Plan 2021-2030.

NE 1. ECONOMIC DEVELOPMENT PLAN Aim: To create a diversified economy through the development of, and investment IRON KNOB in, the city including leveraging economic opportunities in the RD region and expanding the visitor experience through new and diverse tourism.

7 2. WHYALLA BEACH ROAD AND MARINA MASTER PLAN Aim: To revitalise and improve functionality of the foreshore area to provide an iconic space for residents and visitors that promotes 8 our unique city. 6

3. STORMWATER MANAGEMENT PLAN Aim: Address stormwater issues and identify opportunities while 10 considering flood risk, protection of water quality and opportunities for stormwater reuse.

Y HWA 4. CLIMATE CHANGE ADAPTION PLAN LN HIG Aim: To ensure that the region LINCO remains a strong and vibrant place to live, work and visit; and that businesses, communities and environments can respond positively to the challenges and 13 opportunities presented by a changing climate.

5. WHYALLA LANDSCAPE MASTER PLAN 6. PLAY SPACES MASTER PLAN 7. WHYALLA SPORT AND Aim: Overarching strategy for Aim: Optimisation of inclusive RECREATION MASTER PLAN landscape management of all play spaces throughout the city Aim: Optimisation of sporting open spaces to create an attractive to ensure facilities provided meet facilities throughout the city to city for the community, visitors and current community needs. attract and support high profile potential investors.for the benefit of events to the region and to support sporting organisations residents and visitors. while recognising the importance of ensuring access and working together for the benefit of residents and visitors. 9 2018 – 19 ANNUAL REPORT MASTER PLANS APPEAR IN ORDER OF PRIORITISATION BASED ON 119 SUBMISSIONS DURING STRATEGIC NE MANAGEMENT 4 PLAN PUBLIC

IRON KNOB 9 CONSULTATION RD IN FEBRUARY 2020.

1 13. WHYALLA AIRPORT MASTER PLAN Aim: Provide a modern Airport that accommodates a growing economy and meets regulatory requirements and customer expectations.

12. ARTS AND CULTURAL STRATEGY Aim: Provide a tangible 5 framework to support the 12 development of arts and culture in the city with an action orientated 11 focus.

3 11. RECONCILIATION ACTION PLAN Y HWA LN HIG Aim: Developed in the LINCO spirit of reconciliation and acknowledgement of the Traditional Owners of the lands upon which the city of Whyalla is built. Based on the core pillars of relationship, respect and opportunities, this ‘Reflect’ RAP is about turning our good intentions into action.

8. CIVIC PARK MASTER PLAN 9. WHYALLA NORTHERN COASTLINE 10. LOCAL AREA STRATEGIC Aim: To ensure that the city’s MASTER PLAN BICYCLE PLAN largest open space is a functional and thriving place that the Aim: Provide direction and a Aim: To provide a bicycle and community is proud of and links framework for tourism based walking trail network for residents the area to nearby key city economic and sustainable and visitors that links all key areas precincts. development to maximise of the city to improve safety, Whyalla’s Northern Coastline amenity and promote healthier recreational and tourism potential. lifestyles.

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COUNCILS CONTINUING SERVICES COUNCIL IS PART OF YOUR EVERY DAY Most people are surprised when they learn about all of the things Council provides for the community. Have you thought about how your daily life is improved by the services provided by the City of Whyalla? Below is a list of some of the services, programs and facilities Council delivers to make Whyalla a great place to live, work and play. AIRPORT ANIMAL ARTS AND ASSET BUILDING OPERATIONS MANAGEMENT CULTURE MANAGEMENT ASSESSMENT

CEMETERY & CHILD CARE COMMUNITY DEVELOPMENT ECONOMIC CREMATORIUM SERVICES DEVELOPMENT ASSESSMENT DEVELOPMENT

ENVIRONMENTAL EVENTS JETTY & LEASES & LEISURE HEALTH MARINA LICENCES FACILITIES

LIBRARY MEDIA & PARKING PARKS, PROJECT SERVICES COMMUNICATION MANAGEMENT GARDENS & DELIVERY OPEN SPACES

PUBLIC ROAD SPORTING STAR CLUB STORMWATER AMENITIES MAINTENANCE FACILITIES MAINTENANCE

TOURISM VISITOR WASTE WETLANDS YOUTH SERVICES MANAGEMENT SERVICES

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RATES AT A GLANCE It is proposed in INITIATIVE

2020-21, that every Executive Services $100* of rates received Elected Members, Chief $6 Executive Officer, Media & will be allocated to the Communications following deliverables** Asset Management Asset management, project $7 management, street lighting, environmenal management

Economic Development Economic development, Tourism $8 & events, Visitor Services Commercial Activities $4 Child Care Centre, Airport ASSETS

Open Space Parks & gardens, Foreshore, SUPPORT Wetlands, Point Lowly, tree (allocated across deliverables) maintenance, median strips, $20 irrigation Human Resources Recreation & Council Finance Services Facilities Information Technology Leisure Centre, sporting facilities, Records Management $11 marina, jetty, public conveniences, halls, buildings, cemetery, Civic Building crematorium, leases Procurement Transport Customer Service Sealed roads, unsealed roads, footpaths, laneways, Strategy $13 carparks, signage, streetsweeping SERVICES Stormwater Storwater, $6 kerbs Waste Management $12 Kerbside waste, hard waste, illegal dumping

Community Wellbeing Community Development, $7 Youth services, STAR Club, Library Regulatory Services & Public Health $3 Animal management, compliance, Environmenal Health

Planning & *Allocation of General Rates, Waste Service Charges and General Financial Assistance Grants, net of Development interest charges and excluding Regional Landscape $3 Development assessment, Levy. Building assessment **Cost shown for deliverables includes allocation of support services. 12 CITY OF WHYALLA

LOOKING FORWARD IN 2020-21 SIGNIFICANT INFLUENCES & PRIORITIES A number of significant factors have influenced the preparation of the Council's 2020-21 Draft Annual Business Plan and Budget. These include the following: Since the adoption of the Long Term Financial • operating deficits forecast for the short Plan, the impacts of the COVID-19 pandemic term has been felt throughout the city and • the Consumer Price Index (CPI) of Council are implementing measures to support 2.4% (as at March 2020*) the community through this uncertain time. • the Local Government Price Index (LGPI) Council have already approved deferral of 4th of 1.6% (as at March 2020*) quarter rates payments for 2019-20 for • labour cost increase of 2% in approved ratepayers and have provided relief accordance with the Enterprise to community groups and impacted Bargaining Agreement commercial operators who hold leases and • delivery of year two of the three year licenses with Council. road program designed to address For 2020-21 Council are proposing to remit rates Council’s backlog of infrastructure for businesses impacted by COVID-19 for an renewal amount equivalent to the length of the • the impacts that COVID-19 had and is pandemic (anticipated to be April to having on the local economy and how September 2020), to a maximum value of 50% Council can best support the of 2020/21 rates. community; and Businesses will be required to apply for this • a focus on economic development remission and will be assessed against initiatives, to assist the local economy Council’s eligibility criteria. Council will also look Council’s Long Term Financial Plan 2021-2030 to support individuals who are experiencing was adopted in March 2020 and outlines the temporary financial hardship due to COVID-19 rate increases required to sustainably fund and have made provision to provide rate relief Council services and projects over the next 10 where possible and within the hardship policy. years. In line with this plan, a proposed rate To allow for the proposed remission of rates, an increase of 3.6% is proposed for 2020-21. This will ongoing efficiencies and savings of $85,000 for result in the average residential property future years of the plan will be required, with experiencing an annual rate increase of Council to discuss the areas of focus before approximately $45, or less than $1 a week. consulting with the community during the next budget cycle.

*CPI and LGPI for June 2020 not availible in time for consultation 13 2020 - 21 ANNUAL BUSINESS PLAN

CAPITAL PROGRAM BUDGET The table below shows Council's expected spend on Capital Works during 2020-21, totalling $21.8million. Asset renewal expenditure is required to maintain Council's infrastructure networks to their current standards and service levels.

Expenditure on new and upgraded Assets includes funds to upgrade or expand Council’s infrastructure to meet increasing demand and capacity requirements, as well as allocations for major projects.

Based on Council’s Asset Management Strategy 2021-2030, the predicted expenditure on the renewal of assets and what Council proposes to spend on these assets as part of the 2020-21 budget are closely aligned. However, there is a reduction in renewal spending due to significant savings Council was able to achieve by planning a three year road delivery program. These savings have instead been able to fund related storm water upgrades, an excellent outcome for the community.

Futher details on the summary figures below can be found in the project listings on the following pages.

RECREATION LAND & PLANT & & OPEN TRANSPORT STORMWATER AIRPORT* BUILDINGS EQUIPMENT SPACE

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

Asset Renewal 663 223 3,424 - 825 869

New or 411 389 1,020 2,482 188 11,263 Upgraded Assets

TOTAL 1,074 612 4,444 2,482 1,013 12,132

* Includes allocation for proposed Airport Terminal and Screening upgrade, subject to seperate Council decision and not currently included in Major Projects listing.

Photographer: Jenny Gordon

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MAJOR PROJECTS In 2020-21 Council proposes to undertake major capital works in line with Council's Asset Management Strategy to ensure the longevity of existing assets as well as providing new assets to cope with the demands of the community as follows: ROAD RESEAL PROGRAM – 2020-21 THREE YEAR ROAD DELIVERY PROGRAM A Three Year Road Delivery Program to address maintenance and backlog work including road resurfacing, kerbing, pavement patching, asphalt & spray sealing to 43.8km over 40 roads. 2020/21 is the second year of this three year road delivery program in accordance with Coucil's 10 year Asset Management Strategy. $14M THREE YEAR ROAD DELIVERY PROGRAM

Major roads to be addressed in 2020/21 include; • Barson Street • Hincks Avenue • Sharp Street • Broadbent Terrace • Peters Street • Wallack Terrace • Darling Terrace • Randell Street • Walls Street

Year two of the program focuses on roads requiring extensive repairs leading to a smaller number of roads addressed compared to year one and three. 2020/21 Budget: $3,423,800

AIRPORT TAXIWAY AND RUNWAY SAFETY UPGRADE The Federal Government is investing $100 million over 4 years to help owners of regional airports right across Australia deliver safer runways and taxiways. Council has been successful in securing $2.455 million for airside upgrades to the apron and taxiway that will separate Royal Flying Doctor Service (RFDS) from other users, significantly improving safety. In addition, sealing of the second runway will improve all weather access and will provide much need alternative for the RFDS, reducing aircraft damage from loose gravel. 2020/21 Budget: $5,710,000

VALLEY ONE STORMWATER STAGE ONE This is stage one of five for one of the key projects included in Council's Stormwater Management Plan. Stage one will see an expansion to the stormwater basin at the Aquifer Storage and Recovery (ASR) site and connect this to the new swale for the combined school precinct. This may be a two year project with detailed design commencing in 2020-21. This project is subject to 50% external funding. 2020/21 Budget: $1,400,000

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NEWTON STREET FLOOD MITIGATION This project will see the installation of underground stormwater infrastructure starting from Newton Street, following Kirwan Street and onto Broadbent Terrace. This infrastructure will mitigate flood water along Newton Street.

2020/21 Budget: $787,500

STORMWATER LEVEE REPAIR AND EXTENSION Includes works to the existing levee bank to ensure continued functionality as well as the installation of bunds to retain water outside the city to improve overall flood mitigation. 2020/21 Budget: $189,500

BROADBENT TCE FLOOD MITIGATION This project includes the upgrades of Side Entry Pits near the intersection of Essington Lewis Avenue as well as cross overs for Broadbent Terrace which will increase the capacity of the stormwater network, improving flood management in this area. 2020/21 Budget: $105,000

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PLANT REPLACEMENT PROGRAM Each year Council replaces items of plant and machinery that are no longer fit for purpose to ensure the fleet is up to date and operable in a safe condition. This year's program includes: Bitumen Patching Truck; 3.5 Tonne Canter; Irrigation Truck; Stump Cutter; 5 Mowers and 2 Light Fleet vehicles.

2020/21 Budget: $814,000

HMAS WHYALLA

Works will continue on the HMAS Whyalla including further waterproofing of the upper deck of the ship to help reduce deterioration due to rust as well as commencing refurbishment of critical areas below deck. 2020/21 Budget: $104,000

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RECONSTRUCTION OF WALL ST AND DARLING TCE

The reconstruction of Wall Street and Darling Terrace will see the installation of stormwater infrastructure that will help reduce the flood risk on Walls St, Wallack Tce and surrounding areas. It will also involve the reconstruction of the road, kerb and footpaths in conjunction with the roadworks program. 2020/21 Budget: $580,000

SEALING OF UNSEALED ROADS The sealing of unsealed roads will continue on from previous years, with another 1km section to be sealed on Council's Northern Coastline. This decreases the length of the unsealed road network, reducing the annual maintenance required for these roads and delivering a higher level of service. 2020/21 Budget: $180,000

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FOOTPATHFOOTPATH EXPANSION EXPANSION

TheThe footpath footpath expansion expansion program program willwill continue continue to to expand expand the the network network asas well well as as upgrade upgrade existing existing paths paths toto provide provide a a higher higher standard standard of of footpathfootpath throughout throughout the the City City of of Whyalla.Whyalla. 2020/212020/21 Budget: Budget: $100,000 $100,000

SHARED BIKE PATH PROGRAM The shared path program will continue with this year's delivery seeing the completion of the city loop and some key connections between this path and other shared paths in the network. This continues the work towards a path and trail network covering the entire city.

2020/21 Budget: $160,000

STREET SIGN REPLACEMENT PROGRAM This project will continue the program commenced in 2019/20 to replace out of standard signage throughout the city.

2020/21 Budget: $100,000

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JUBILEE OVAL TOILET AND TRAINING FACILITY This project includes construction of a new facility at the Jubilee Park precinct that will involve amenities and changing facilities, which will benefit sporting groups looking to utilise this precinct for training. This project is subject to 50% external funding. 2020/21 Budget: $230,000

TANDERRA HALL AND KITCHEN This project will be Stage 2 of works of the kitchen and hall building at the Tanderra Craft Village being continuing structural rehabilitation to ensure the longevity of the building.

2020/21 Budget: $104,000

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OLD AIRPORT HANGAR REFURBISHMENT - STAGE 2

This project will be Stage 2 of works at the Old Aerodrome Hanger continuing the replacement of critical structural items to ensure the longevity of the building.

2020/21 Budget: $165,000

NATURAL CONSERVATION IMPROVEMENT PROJECTS

Several natural conservation projects have been scoped in conjunction with the Natural Resource Management Board and include: Eight Mile Creek gazebo; mangrove boardwalk; Point Lowly campground revegetation; Foreshore track closures; Conservation Park weed program and Wild Dog Hill Access Road resheeting. These projects are all subject to 50% external funding. 2020/21 Budget: $116,000

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MINOR PROJECTS STREET TREE REPLACEMENT PROGRAM

This program will continue to ensure more of the gaps within our street tree network are filled, with the establishment of trees which are appropriate when taking into account the climate and Council's current irrigation network. 2020/21 Budget: $90,000

PATTERSON STREET HUB

Fit out of the newly refurbished facility at 3 Patterson Street to allow for this to be a multi-use facility. 2020/21 Budget: $58,300

CHILD CARE CENTRE

Renewal works required to ensure service standards are met e.g. flooring. 2020/21 Budget: $50,000

CREMATORIUM FLOOR BRICKS

This project will replace the floor of the crematorium at the cemetery as it is no longer fit for purpose. 2020/21 Budget: $40,000

22 CITY OF WHYALLA

FUNDING THE ANNUAL BUSINESS PLAN

FINANCIAL INDICATORS BUDGET AT A GLANCE Key financial sustainability performance targets Other Operating ensure the long term financial sustainability of the Net Rate Revenue Council covering the maintenance and develop- Revenue ment of the community's assets as well as provid- $21.0 million ing appropriate services. $9.5 million

Council proposes an adjusted operating Operating deficit before capital revenues for 2020-21 of Capital Expenditure Expenditure ($2,481,000) and an adjusted operating deficit ratio of (8%). $33.2 million $21.8 million This ratio is below Council’s target range ((2)-1%). This is considered appropriate as a one off as it allows Council to provide rate relief to The Asset Sustainability Ratio is projected to be businesses impacted by COVID-19, while also 79% in 2020-21. Based on Council’s Asset reviewing Council’s operations to ensure that it Management Strategy, this ratio indicates how can transition to being a more responsive close the alignment is between the predicted organisation. Deficits are not sustainable in the expenditure on the renewal of assets and what long term, Council’s Long Term Financial Plan Council proposes to spend on these assets. (LTFP) projects an improvement in operating This ratio is below target as Council has realised position for future years. significant savings by planning a three year Council’s Draft Annual Business Plan and Budget transport delivery program. In this way, Council 2020-21 is consistent with Council’s Long Term is delivering the vast majority of asset renewals Financial Plan (LTFP), with the exception of outlined in the Asset Management Strategy, but changes introduced to respond to COVID-19. for a lower cost. These changes have been modelled to ensure Total borrowings are projected to be $26.4m at that the plan returns to a similar position over the 30 June 2021, from $13.8m at 30 June 2020. ten years, ensuring financial sustainability while Borrowings are projected to peak at $30.6m in achieving Council’s objectives as specified in its 2021-22, returning to $18.2m by 2029-30. Community Strategic Plan. Council will monitor the implementation of the Council’s Net Financial Liabilities Ratio is 2020-21 budget via regular budget updates projected to be 94% for 2020-21 and is outside and reviews in accordance with the Local the target range of below 80%. This is due to Government Act 1999 and Local Government retiming of the proposed airport upgrade. (Financial Management) Regulations 2011. 2020 2020 2021 2019 YEAR KEY FINANCIAL INDICATORS TARGET ADOPTED PROJECTED ADOPTED END ACTUAL BUDGET BUDGET BUDGET *Adjusted Operating Surplus / 1,272 (65) (635) (2,481) (Deficit) - $’000 Adjusted Operating Surplus / (2) - 1% 4% 0% (2)% (8)% (Deficit) Ratio - %

Net Financial Liabilities Ratio - % < 80% (7)% 52% 56% 94%

Asset Sustainability Ratio - % 90 - 110% 117% 165% 204% 79%

*Adjusted operating surplus/(deficit) adjusts for timing differences in the payment of financial assistance grants

2019 Year End Actual - Council's audited financial results as at 30 June 2019 2020 Adopted Budget - Budget for 2019/20 as adopted by Council June 2019 2020 Projected Budget - Council's revised budget, projecting its financial position to 30 June 2020 2021 Adopted Budget - Adopted Budget 2020/21 23 2020 - 21 ANNUAL BUSINESS PLAN

SUMMARY STATEMENT & FINANCING TRANSACTIONS

2019 2020 2020 2021 Summary Statement YEAR END ADOPTED PROJECTED PROPOSED Year Ending 30 June 2020 ACTUAL BUDGET BUDGET BUDGET $'000 $'000 $'000 $'000

OPERATING ACTIVITIES

Operating Revenues 31,922 31,563 29,520 30,536

less Operating Expenses (30,203) (31,818) (32,642) (33,207)

Operating Surplus/(Deficit) Before Capital Amounts 1,719 (255) (3,122) (2,671)

CAPITAL ACTIVITIES

Capital Expenditure on Renewal/Replacement (6,350) (5,995) (7,611) (6,004)

add back: Depreciation, Amortisation & Impairment 6,503 7,083 6,960 6,766

add back: Proceeds from Sale of Replaced Assets 144 50 276 202

Net Outlay on Existing Assets 297 1,138 (375) 964

Capital Expenditure on New/Upgraded Assets (1,533) (9,442) (16,202) (15,773) add back: Amounts Specifically for New/Upgraded 1,527 250 428 5,183 Assets add back: Proceeds from Sale of Surplus Assets 0 0 120 0

Net Outlay on New/Upgraded Assets (6) (9,192) (15,654) (10,590)

Net Lending/(Borrowing) for Financial Year 2,010 (8,309) (19,151) (12,297)

In any one year the below financing transactions are associated with either applying surplus funds stemming from a net lending result or accommodating the funding requirement stemming from a net borrowing result.

2019 2020 2020 2021 Financing Transactions YEAR END ADOPTED PROJECTED PROPOSED ACTUAL BUDGET BUDGET BUDGET Year Ending 30 June 2020 $'000 $'000 $'000 $'000

New Borrowings 8,277 8,300 13,800 12,600

Repayment of Principal on Borrowings* (8,381) 0 0 0

(Increase)/Decrease in Cash & Cash Equivalents (2,181) 49 5,579 92

Net Balance Sheet Funding 275 (40) (228) (395)

Net Financing Transactions (2,010) 8,309 19,151 12,297

*Depending on cash flow **This includes projects carried forward from 2018/19 of $7.9 million, over 70% of which relates to three major projects; the Bennett and Memorial Oval upgrades; the jetty project; and road reseal program. 24 CITY OF WHYALLA

AIRPORT

Council maintains and manages the BUDGET AT A GLANCE Whyalla Airport. It is important for the airport to be financially sustainable in the Passenger Fee Other Operating medium to long term, and to ultimately Revenue Revenue make a return on the investment made by $516,000 $479,000 the community to ensure a positive outcome for the city. To achieve Operating Expenditure this, a separate budget and Long Term Financial Plan (LTFP) has been prepared for $1,413,000 the first time. The airport is projecting an operating This has had a negative impact on financial deficit before capital revenues for 2020-21 ratios for the Airport and Council in the short of ($418,000) and an operating deficit ratio term however medium to long term fore- of (42)%. casts are in line with previous projections. The airport’s Net Financial Liabilities Ratio is projected to be 852% for 2020-21 and is The commencement of this project is outside the target range of below 250%. subject to a seperate decision of Council and will consider the Airport Business Plan Total borrowings are projected to be $8.5m which was endorsed following Public at 30 June 2021. Consultation in 2019. Due to the size of the project a prudential report was prepared to The proposed Airport upgrade project is assist with Council decision making. based on requirements outlined by the federal government in relation to improved Council will monitor the implementation screening requirements. Due to the timing of the 2020-21 budget via regular budget of available grant funding, the expenditure updates and reviews in accordance with on this project has been brought forward to the Local Government Act 1999 and Local 2020-21. Government (Financial Management)

2020 2020 2021 TARGET 2019 YEAR KEY FINANCIAL INDICATORS ADOPTED PROJECTED ADOPTED SHORT TERM END ACTUAL BUDGET BUDGET BUDGET Operating Surplus / (Deficit) - (187) 62 (380) (418) $’000 Operating Surplus / (Deficit) 1 - 6% (21)% 7% (51)% (42)% Ratio - %

Net Financial Liabilities Ratio - % < 250% 0% 0% 69% 852%

Asset Sustainability Ratio - % 90 - 110% N/A N/A N/A N/A

25 2020 - 21 ANNUAL BUSINESS PLAN AIRPORT SUMMARY STATEMENT & FINANCING TRANSACTIONS

2019 2020 2020 2021 Summary Statement YEAR END ADOPTED PROJECTED PROPOSED Year Ending 30 June 2020 ACTUAL BUDGET BUDGET BUDGET $'000 $'000 $'000 $'000

OPERATING ACTIVITIES

Operating Revenues 908 881 742 995

less Operating Expenses (1,095) (819) (1,122) (1,413)

Operating Surplus/(Deficit) Before Capital Amounts (187) 62 (380) (418)

CAPITAL ACTIVITIES

Capital Expenditure on Renewal/Replacement - - (138) (869)

add back: Depreciation, Amortisation and 272 289 281 291 Impairment

Net Outlay on Existing Assets 272 289 143 (578)

Capital Expenditure on New/Upgraded Assets (209) - (309) (11,283) add back: Amounts Specifically for New and 59 - 38 4,310 Upgraded Assets Net Outlay on New/Upgraded Assets (150) 0 (271) (6,973) Net Lending/(Borrowing) for Financial Year (65) 351 (508) (7,969)

2019 2020 2020 2021 Financing Transactions YEAR END ADOPTED PROJECTED PROPOSED Year Ending 30 June 2020 ACTUAL BUDGET BUDGET BUDGET $'000 $'000 $'000 $'000

New Borrowings - - 600 7,900

Repayment of Principal on Borrowings* - - - -

(Increase)/Decrease in Cash and Cash Equivalents 65 (351) (92) 69

Net Financing Transactions (2,010) 8,309 508 7,969

*Depending on cash flow

Photographer: Jeffrey Venning 26 CITY OF WHYALLA

2020-21 RATES REVENUE Council’s proposed revenue for 2020-21 includes $16.4 million from general rates. Council has proposed a budget which requires an increase in general rates to the average ratepayer of 3.6%. However, the actual increase payable by any individual RATES AT A ratepayer may be more or less than this depending on the movement in the valuation of each property, as set by the GLANCE State Valuer General. Due to there being no increase in the waste service charge, the overall average increase In 2020-21, a experienced by residential ratepayers is reduced to 2.9%. proposed The State Valuation Office has completed their overall average assessment and advised of a general property valuation increase of 2.7% over the previous year. Residential general rate properties experienced an overall increase of 2.5%, with increase of increases of 5.6% for Whyalla, 2.1% across Whyalla Playford, Norrie and Stuart and little growth in Whyalla Jenkins and $45 annually (less outside the city. Business and Industrial properties than $1 a week or 3.6%) experienced an average increase in value of 4.5%. per residential COVID-19 RATE In setting rates for the 2020-21 financial year Council has property (depending on valuation) RELIEF considered the following Council are implementing plans and considerations: measures to support the • The Community Strategic Plan that outlines the community through this overall direction of Council and included community uncertain time. For further consultation. information please see the • The Long Term Financial Plan that projects the overall COVID-19 Information page income receipts and expenditure outlays that are on Council’s website. expected into the future and in particular the recurrent expenditure and income expected for the 2020-21 financial year. RESIDENTIAL Council can provide assistance • The Whyalla City Council Asset Management including flexible payment Strategy that outlines required maintenance and arrangements under its existing renewal programs. Financial Hardship Policy. • The resources required for the delivery of Council services as documented in the 2020-21 Annual Business Plan and Budget which also outlines financial COMMERCIAL and non-financial performance levels. Businesses negatively impacted • Equity issues and the relationship between the various may be eligible for partial rate remittance upon land uses and the previous rating structure. application. • Extremes in valuations and how their impact can be minimised in setting rating levels. COMMUNITY GROUPS General rates revenue Lease costs for community organisations have been accounts for 54% of waived for six months up to operating income. September 2020.

27 2020 - 21 ANNUAL BUSINESS PLAN

2020-21 RATES REVENUE

METHOD USED TO VALUE LAND The Council will continue to use Site Valuation as the basis for valuing land within the Council area. The Council considers that this method of valuing land provides the fairest method of distributing the general rates across all ratepayers. RATES PROPOSED RATABLE SITE VALUE % CHANGE CATEGORY RAISED RATES PROPERTIES $ 2019-20 2020-21 Residential 10,668 $566,184,357 $13,131,581 $13,613,114 3.67% Business & Industry 520 $65,332,843 $2,276,995 $2,358,969 3.60% Regional Centre 3 $6,850,000 $279,324 $289,369 3.60% Heavy Industry 3 $2,179,000 $477,209 $494,396 3.60% Primary Production 13 $3,174,400 $5,499 $4,541 -17.42% Rural Living 121 $17,339,000 $140,067 $145,111 3.60% Coastal Living 192 $29,108,000 $177,262 $183,653 3.61% 11,520 $690,167,600 $16,487,937 $17,089,153 3.65%

* Includes additional rates revenue related to growth of 0.06% DIFFERERNTIAL GENERAL RATES The Local Government Act provides for a Council to raise rate revenue through a general rate which applies to all rateable properties, or through differential general rates, which apply to classes of properties. Due to the need to balance the community’s capacity to pay the Council has elected to apply differential general rates based on the locality in which the rateable property is situated and the use to which the property is put: • Locality – town planning zones (TPZ) including residential, residential character, regional centre, caravan and tourist parks, commercial, district centre, local centre, town centre, open space, recreation, community, special industry (hydrocarbons), industry, light industry, deferred industry, coastal conservation, rural living, coastal settlement, settlement and remote area; and • Land use – prescribed land use codes (LUC) including residential, commercial-shop, commercial-office, commercial-other, industry-light, industry-other, primary production, vacant and other. Council has regard to relative movements in valuation to ensure that the general rates collected remain relatively constant between the classes of properties.

Rates revenue is used to provide a range of services such as road rehabilitation, footpath repairs and maintenance, stormwater drainage, the collection of rubbish and recyclable materials, ongoing maintenance of parks, gardens and buildings, street lighting and street cleaning, libraries, animal control, planning and enforcement of local laws, provide community grants and events for the people of Whyalla to accommodate social needs. 28 CITY OF WHYALLA

2020-21 RATES REVENUE

FIXED CHARGE REGIONAL LANDSCAPES LEVY Council considers it appropriate that: RATE PER • all rateable properties make a LAND USE TYPE contribution to the cost of LAND USE administering Council’s activities; and Residential $79.15 • all rateable properties make a contribution to the cost of creating Commercial $118.72 and maintaining the physical infrastructure that supports each Industrial $118.72 property. Approximately 39% of Council’s general rate Primary producers $158.30 revenue is generated via the fixed charge portion. For 2020-21 the proposed fixed Others & vacant land $79.15 charge is $593 (previously $572). Further information on the Regional RATE CAPPING Landscape Levy and the Landscape Council will continue the application of rate Boards be found at: capping for the 2020-21 financial year. The https://landscape.sa.gov.au/. general rate increase will be capped at 25%. SERVICE CHARGES Please refer to Council’s Rating Policy for eligibility. Service charges are levied on the concept of user pays based on the cost to operate RATE REBATE and maintain the service, the cost to improve or replace the service and recog- A rebate of rates in respect of any rateable nition that the value of a property is en- land in the Council area will be available hanced by the availability of the service. in accordance with the Local Government Act (SA) 1999 and Council’s Rating Policy. WASTE MANAGEMENT The Policy provides eligibility guidance upon The Council waste management service which a ratepayer is entitled to a rebate of charge is raised to maintain the operating rates. A full version of Council’s Rating Policy and capital requirements relating to can be viewed at www.whyalla.sa.gov.au. kerbside waste services. The revenue raised from this charge can REGIONAL LANDSCAPE LEVY only be applied to maintenance and The Regional Landscape Levy, set by the replacement of the service and only those Landscape Boards, is a State Government properties receiving the service will be tax imposed under the Landscape South levied. Australia Act 2019. Council is obliged to For the 2020-21 financial year the service collect the levy on behalf of the State charges will remain $350 with no increase Government for no net gain to Council. from 2019-20. Council collects the levy on behalf of the Council will continue to provide the waste Eyre Peninsula Landscape Board. The levy service charge remission, valued at $178 is based on land use type and is shown as for 2020-21. Eligible pensioners will need to a separate charge on the rates notice. The apply for this rebate annually by management board has advised the levy completing the relevant form and for 2020-21 is $920,700 for the Whyalla region providing supporting evidence of eligibility. (previously $906,400), an increase of 1.6% from 2019-20.

29 2020 - 21 ANNUAL BUSINESS PLAN

OTHER OPERATING INCOME ● Statutory Charges ● Grants, Subsidies and Statutory Charges are expected Contributions to account for 1% of Operating Grants, Subsidies operating income in 2020-21. and Contributions are Statutory charges are fees for expected to account for 17% regulatory services. They are of operating income in associated with the granting of 2020- 21. This includes the a permit/license or the General Purpose Grant, regulation of an activity. They Local and Special Road Grants, include Development Act Fees, Roads to Recovery Grant and Animal Registrations and Parking other minor grants. Fines. ● Reimbursements and ● User Charges ● Rates Other Other Income User Charges are expected Reimbursements and Other Other rate revenue includes Income are each expected to the State Government’s Re- to account for 9% of operating income in 2020-21. User account for 4% of operating gional Landscape Levy collect- income in 2020-21. Charges relate to the recovery ed on behalf of the Landscape Reimbursements are amounts Board as well as the Waste of service delivery costs through the charging of fees to users of received as payment for work Management Service Charge done by the Council acting as Council’s services. They include and are expected to account an agent for others. Other airport fees, child care fees, Income includes interest in- for of operating income 15% hire of community facilities and come and other revenue not in 2020-21. property leases. separately classified above. OTHER OPERATING EXPENSES ● Materials, Contracts & ● Depreciation Other Expenses Depreciation expense is Materials, Contracts & Other expected to account for 20% Expenses are expected to of Operating Expenditure in account for 39% of Operating 2020-21. Expenditure in 2020-21. Depreciation is an accounting Materials cover payments for measure, which records the physical goods and includes consumption of the Council’s purchase of consumables, infrastructure, property, plant water and energy. Contract and equipment and has been services involve payments for based on Council’s Asset the external provision of Management Strategy. ● Employee Costs services. Employee costs are expected ● Finance Costs State Government to account for 39% of Finance Costs are expected to levies make up 4% Operating Expenditure in 2020- account for 2% of Operating of Council's expenditure 21. Employee costs include all Expenditure in 2020-21. Finance labour related expenses such budget Costs cover the interest expense as wages and salaries as well related to financing Council’s as oncosts including activities through borrowings, allowances, leave entitlements calculated using projected Regional Landscape Levy and employer superannuation. cash flows. Solid Waste Levy Other Levies 30 CITY OF WHYALLA

2019-20 ACHIEVEMENTS JETTY Construction of Whyalla's new Jetty was completed within 1% of budget, built in line with the new unique design as chosen by the Whyalla community. The new jetty is 165m long (38m longer than the old one), 4.5m wide and 1.5m higher than the old jetty.

3-YEAR ROAD DELIVERY PROGRAM - STAGE ONE The first year of this program was rolled out in 2019/20 which saw completion of the scheduled sealing of roads as well as kerbing works and linemarking. This work will continue for another two years.

BENNETT & MEMORIAL OVAL UPGRADES The bulk of the Bennett and Memorial Oval upgrades for the turf have been completed which saw Council successfully host an AFL match in the Marsh community series. We have also seen the irrigation completed at Memorial Oval and a top dress of this oval completed also.

STRATEGIC BICYCLE PLAN – EKBLOM STREET The Local Area Strategic Bicycle Plan (LASBP) progressed in 2019-20 with a shared bicycle path along Heurich Tce, along Ekblom Street to link to Nicolson Avenue. These paths were designed for the safety and ease of cyclists and pedestrians.

NORTHERN COASTLINE ROAD SEALING The sealing of 1.1km of unsealed road connecting Backy Bay toward Pt Douglas along the Fitzgerald Bay Northern Coastline. This has improved vehicle access to the picturesque sites that our region has to offer.

ADA RYAN GARDENS UPGRADE Installation of path lighting throughout the Ada Ryan Gardens between entry points to the gardens and foreshore playground providing a well lit space for patrons. Including a general power upgrade to comply with current electrical standards and to provide sufficient power for future community events.

MARINA UPGRADES Strengthening the Whyalla’s marina southern breakwater to improve the structure. Stage one of the Marina Lighting Upgrade project was also completed which involved all Council owned streetlighting along Buttlingarra Way being upgraded to LED luminaires.

ENTRY STATEMENTS Public Consultation guided the design of new entry statements for Whyalla which reflect the history and future of the city. These create an inviting modern visual impression for visitors arriving in Whyalla.

WETLANDS HIGHWAY ACCESS Council worked on a design with DPTI that has seen the construction of a slip lane that allows traffic to safely move of the highway to slow down and access this car park. Council staff also completed some work to formalise the unsealed car park in this area also providing further parking and a safer area for users.

STREET TREE REPLACEMENT PROGRAM Roll out of the Street Tree Replacement Program through the installation of new trees on a range of nature strips and median strips throughout Whyalla. These will be maintained with high quality fertilizer and soil conditioner, deep watering infrastructure, TerraCottem and irrigation to ensure durability for the future.

TOURISM AND EVENTS Council continues to focus on attracting visitors to the region. In March 2020 Council hosted the Marsh Community Series AFL pre-season match at Bennett Oval between Port Adelaide and Western Bulldogs with an attendance of approx. 5000. There is continued interest in our local giant Cuttlefish with many visitors making the trip to experience our unique phenomenon. 31 2020 - 21 ANNUAL BUSINESS PLAN

2019-20 BUDGET PROJECTION

Council is projecting a year end adjusted operating deficit of $635,00 which is higher than its adopted budget of $65,000.

This can mainly be attributed to a small number of items; • $117,000 for demolition of B-Block being reclassified from operating to capital, as it relates to disposal of an asset; • a $64,000 reduction in lease income from the industrial estate, with this to increase again from next year; • a $32,000 increase in waste costs, related to the reduction in value of recyclables being passed on by Council’s supplier; • increased water costs of $40,000 for Parks & Gardens due to the use of potable water when recycled water has been unavailable; and • a net negative impact of $413,000 from COVID-19, relating to reduction in income for the airport, tourist attractions and Council’s leases & licenses. This is offset by net labour savings of $130,000 relating to several vacant positions. Net loan borrowing for 2019-20 are projected to be $13.7 million which is an increase of $5.4 million on the adopted budget. This is mainly attributed to projects carried forward from 2018/19 of $7.9 million, over 70% of which relates to three major projects; the Bennett and Memorial Oval upgrades; the jetty project; and road reseal program. Council has reviewed its budget throughout 2019/20, as at 30 September 2019, 31 January Photographer: 2020 and 30 April 2020, as well as a minor Annette Kirby update relating to decisions at relevant Council Meetings.

32 CITY OF WHYALLA

Photographer: Karen Bilney 33 2020 - 212018 ANNUAL – 19 ANNUAL BUSINESS REPORT PLAN

APPENDIX A FINANCIAL STATEMENTS

34 CITY OF WHYALLA

FINANCIAL STATEMENTS BUDGET 2020-21 STATEMENT OF COMPREHENSIVE INCOME

2019 2020 2020 2020 YEAR END ADOPTED PROJECTED PROPOSED Year Ended 30 June ACTUAL BUDGET BUDGET BUDGET $'000 $'000 $'000 $'000 INCOME Rates 20,519 21,152 21,175 20,984 Statutory Charges 332 368 339 367 User Charges 3,887 3,944 3,548 2,881 Grants, subsidies, contributions 5,737 5,000 2,863 5,214 Investment Income 129 35 55 34 Reimbursements 52 8 313 13 Other Revenues 1,266 1,056 1,227 1,043 Total Income 31,922 31,563 29,520 30,536

EXPENSES Employee costs 10,706 11,386 11,235 12,895 Materials, contracts & other expenses 12,968 13,201 14,357 13,043 Depreciation 6,503 7,083 6,960 6,766 Finance Costs 26 148 90 503 Total Expenses 30,203 31,818 32,642 33,207

OPERATING SURPLUS/(DEFICIT) BEFORE CAPITAL AMOUNTS 1,719 (255) (3,122) (2,671) Net gain/(loss) on disposal or revaluations (430) 50 276 - Amounts specifically for new assets 1,527 250 428 5,183 NET SURPLUS/(DEFICIT) 2,816 45 (2,418) 2,512

OTHER COMPREHENSIVE INCOME Changes in revaluation surplus/(deficit) - IPP&E 26,428 8,294 7,408 - TOTAL COMPREHENSIVE INCOME 29,244 8,339 4,990 2,512

ADJUSTED OPERATING SUPLUS/(DEFICIT) BEFORE 1,272 (65) (635) (2,481) CAPITAL AMOUNTS

Heading Explanation

35 2020 - 212018 ANNUAL – 19 ANNUAL BUSINESS REPORT PLAN

STATEMENT OF FINANCIAL POSITION

2019 2020 2020 2021 YEAR END ADOPTED PROJECTED DRAFT Year Ended 30 June ACTUAL BUDGET ACTUAL BUDGET $'000 $'000 $'000 $'000 ASSETS Current Assets Cash & Equivalent Assets 5,827 49 248 156 Trade & Other Receivables 3,805 3,319 3,805 3,805 Inventories 100 155 100 100 Total Current Assets 9,732 3,523 4,153 4,061

Non-Current Assets Financial Assets 3,154 3,154 3,034 3,034 Infrastructure, Property, Plant & Equipment 259,895 259,689 284,156 298,965 Other Non-Current Assets 1,376 - 1,030 885 Total Non-Current Assets 264,425 262,843 288,220 302,884 TOTAL ASSETS 274,157 266,366 292,373 306,945

LIABILITIES Current Liabilities Trade & Other Payables 3,327 2,017 3,327 3,327 Borrowings - 14,400 - 500 Provisions 2,679 2,500 2,307 2,127 Total Current Liabilities 6,006 18,917 5,634 5,954

Non-Current Liabilities Borrowings - - 13,800 25,900 Provisions 1,416 873 1,214 854 Total Non-Current Liabilities 1,416 873 15,014 26,754 TOTAL LIABILITIES 7,422 19,790 20,648 32,708

NET ASSETS 266,735 246,576 271,725 274,237

EQUITY Accumulated Surplus 41,010 37,287 38,742 41,404 Asset Revaluation Reserve 223,843 207,720 231,251 231,251 Other Reserves 1,882 1,569 1,732 1,582 TOTAL EQUITY 266,735 246,576 271,725 274,237

36 CITY OF WHYALLA

STATEMENT OF CHANGES IN EQUITY

2019 2020 2020 2020 YEAR END ADOPTED PROJECTED PROPOSED ACTUAL BUDGET BUDGET BUDGET Year Ended 30 June $'000 $'000 $'000 $'000

ACCUMULATED SURPLUS

Balance at end of previous reporting period 37,951 37,092 41,010 38,742

Net Result for Year 2,816 45 (2,418) 2,512

Transfers to Other Reserves (1,126) (400) (400) (400)

Transfers from Other Reserves 1,369 550 550 550

Balance at end of period 41,010 37,287 38,742 41,404

ASSET REVALUATION RESERVE

Property, Plant & Equipment 223,843 207,720 231,251 231,251

Balance at end of period 223,843 207,720 231,251 231,251

OTHER RESERVES

Balance at end of previous reporting period 2,125 1,719 1,882 1,732

Transfers from Accumulated Surplus 1,126 400 400 400

Transfers to Accumulated Surplus (1,369) (550) (550) (550)

Balance at end of period 1,882 1,569 1,732 1,582

TOTAL EQUITY AT END OF REPORTING PERIOD 266,735 246,576 271,725 274,237

37 2020 - 212018 ANNUAL – 19 ANNUAL BUSINESS REPORT PLAN

STATEMENT OF CASH FLOWS

2019 2020 2020 2020 YEAR END ADOPTED PROJECTED PROPOSED ACTUAL BUDGET BUDGET BUDGET Year Ended 30 June $'000 $'000 $'000 $'000

CASH FLOW FROM OPERATING ACTIVITIES

Receipts

Operating receipts 33,248 31,528 29,465 30,502

Investment Income 129 35 55 34

Payments

Operating payments (25,874) (24,627) (25,820) (26,333)

Finance Costs (26) (148) (90) (503)

Net Cash provided by (or used in) Operating Activities 7,477 6,788 3,610 3,700

CASH FLOWS FROM INVESTING ACTIVITIES

Receipts

Amounts Specifically for New/Upgraded Assets 1,527 250 428 5,183

Sale of Renewed/Replaced Assets 144 50 276 202

Sale of Surplus Assets - - 120 -

Payments

Expenditure on Renewal/Replacement of Assets (4,672) (5,995) (7,611) (6,004)

Expenditure on New/Upgraded Assets (2,191) (9,442) (16,202) (15,773)

Net Cash provided by (or used in) Operating Activities (5,192) (15,137) (22,989) (16,392)

CASH FLOWS FROM FINANCING ACTIVITIES

Receipts

Proceeds from Borrowings 8,277 8,300 13,800 12,600

Payments

Repayments of Borrowings (8,381) - - -

Net Cash provided by (or used in) Financing Activities (104) 8,300 13,800 12,600

Net Increase/(Decrease) in cash held 2,181 (49) (5,579) (92)

Opening Cash, cash equivalents or (bank overdraft) 3,646 98 5,827 248

Closing Cash, cash equivalents or (bank overdraft) 5,827 49 248 156

38 CITY OF WHYALLA

Photographer: Betty Nottle 39 2018 – 19 ANNUAL REPORT

APPENDIX B LONG TERM FINANCIAL PLAN STATEMENTS

40 2020 - 21 ANNUAL BUSINESS PLAN ESTIMATED STATEMENT OF COMPREHENSIVE INCOME

2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Year Ended 30 June: Actual Estimate Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) INCOME Rates 20,519 21,175 20,984 22,539 23,325 24,162 25,055 26,008 27,005 28,068 29,204 30,386 Statutory Charges 332 339 367 373 379 386 394 402 411 421 432 443 User Charges 3,887 3,548 2,881 5,339 5,602 5,842 6,016 6,203 6,404 6,618 6,851 7,091 Grants, subsidies, contributions 5,737 2,863 5,214 5,262 5,311 5,363 5,418 5,476 5,538 5,603 5,673 5,744 Investment Income 129 55 34 34 34 34 34 34 34 34 34 34 Reimbursements 52 313 13 13 13 13 13 13 13 13 13 13 Other Revenues 1,266 1,227 1,043 1,078 1,114 1,152 1,193 1,237 1,282 1,331 1,383 1,438 Total Income 31,922 29,520 30,536 34,638 35,778 36,952 38,123 39,373 40,687 42,088 43,590 45,149

EXPENSES Employee costs 10,706 11,235 12,895 12,767 12,635 12,926 13,236 13,567 13,920 14,296 14,696 15,107 Materials, contracts & other expenses 12,968 14,357 13,043 14,416 14,787 15,083 15,492 16,010 16,563 16,961 17,477 18,005 Depreciation 6,503 6,960 6,766 7,466 7,746 7,900 8,130 8,384 8,655 8,942 9,246 9,561 Finance Costs 26 90 503 856 1,036 1,138 1,217 1,228 1,251 1,254 1,226 1,213 Total Expenses 30,203 32,642 33,207 35,505 36,204 37,047 38,075 39,189 40,389 41,453 42,645 43,886

OPERATING SURPLUS/(DEFICIT) BEFORE CAPITAL AMOUNTS 1,719 (3,122) (2,671) (867) (426) (95) 48 184 298 635 945 1,263 Net gain/(loss) on disposal or revaluations (430) 276 0 0 0 0 0 0 0 0 0 0 Amounts specifically for new assets 1,527 428 5,183 204 204 205 205 205 205 205 206 206 NET SURPLUS/(DEFICIT) 2,816 (2,418) 2,512 (663) (222) 110 253 389 503 840 1,151 1,469

OTHER COMPREHENSIVE INCOME Changes in revaluation surplus - IPP&E 26,428 7,408 0 0 0 25,803 13,608 0 0 0 31,726 16,866 TOTAL COMPREHENSIVE INCOME 29,244 4,990 2,512 (663) (222) 25,913 13,861 389 503 840 32,877 18,335

ADJUSTED OPERATING SUPLUS/(DEFICIT) BEFORE CAPITAL 1,272 (635) (2,481) (867) (426) (95) 48 184 298 635 945 1,263 AMOUNTS

41 2 | Alexandrina Council Alexandrina: Long Term Financial Plan 2017-26 | 2 2020 - 21 ANNUAL BUSINESS PLAN ESTIMATED STATEMENT OF FINANCIAL POSITION

2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Actual Estimate Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year Ended 30 June: Actual Estimate Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) ASSETS Current Assets CURRENT ASSETS Cash & Equivalent Assets 410 160 252 202 251 241 147 226 176 154 243 149 Cash & Equivalent Assets 5,827 248 156 197 149 163 203 193 240 221 214 452 Trade & Other Receivables 4,132 4,766 4,757 4,727 4,730 4,731 4,724 4,720 4,721 4,721 4,722 4,707 Trade & Other Receivables 3,805 3,805 3,805 3,805 3,805 3,805 3,805 3,805 3,805 3,805 3,805 3,805 Inventories 100 100 100 100 100 100 100 100 100 100 100 100 Inventories 15 15 15 15 15 15 15 15 15 15 15 15 Total Current Assets 9,732 4,153 4,061 4,102 4,054 4,068 4,108 4,098 4,145 4,126 4,119 4,357 Total Current Assets 4,557 4,941 5,024 4,944 4,996 4,987 4,886 4,961 4,912 4,890 4,980 4,871 Non-Current Assets NON-CURRENT ASSETS Receivables 290 231 181 161 138 114 97 84 70 56 41 41 Investment Property 3,154 3,034 3,034 3,034 3,034 3,034 3,034 3,034 3,034 3,034 3,034 3,034 Other Financial Assets 15 15 15 15 15 15 15 15 15 15 15 15 Infrastructure, Property, Plant & Equipment 259,895 284,156 298,965 302,253 300,171 325,712 337,050 335,926 334,977 334,019 364,890 382,072 Equity Accounted Investments in Council Businesses 10,858 10,807 10,826 10,852 10,888 10,928 10,973 11,023 11,075 11,134 11,193 11,252 Other Non-Current Assets 1,376 1,030 885 993 801 759 642 565 470 387 335 350 Infrastructure, Property, Plant & Equipment 418,671 437,148 458,005 471,804 487,056 503,430 522,146 536,487 549,697 566,669 584,105 608,862 Total Non-Current Assets 264,425 288,220 302,884 306,280 304,006 329,505 340,726 339,525 338,481 337,440 368,259 385,456 TOTAL ASSETS 274,157 292,373 306,945 310,382 308,060 333,573 344,834 343,623 342,626 341,566 372,378 389,813 Total Non-Current Assets 429,834 448,201 469,027 482,832 498,097 514,487 533,231 547,609 560,857 577,874 595,354 620,170 Total Assets 434,391 453,142 474,051 487,776 503,093 519,474 538,117 552,570 565,769 582,764 600,334 625,041 CURRENT LIABILITIES LIABILITIES Trade & Other Payables 3,327 3,327 3,327 3,327 3,327 3,327 3,327 3,327 3,327 3,327 3,327 3,327 Current Liabilities Borrowings 0 0 500 2,000 900 2,500 1,500 1,400 1,800 2,000 1,100 0 Trade & Other Payables 5,921 5,021 5,021 5,021 5,021 5,021 5,021 5,021 5,021 5,021 5,021 5,021 Provisions 2,679 2,307 2,127 2,127 2,127 2,127 2,127 2,127 2,127 2,127 2,127 2,127 Borrowings 1,079 738 774 793 1,657 10,024 4,217 6,413 4,014 4,514 1,515 0 TOTAL CURRENT LIABILITIES 6,006 5,634 5,954 7,454 6,354 7,954 6,954 6,854 7,254 7,454 6,554 5,454 Provisions 1,924 1,924 1,924 1,924 1,924 1,924 1,924 1,924 1,924 1,924 1,924 1,924 Total Current Liabilities 8,924 7,683 7,719 7,738 8,602 16,969 11,162 13,358 10,959 11,459 8,460 6,945 NON-CURRENT LIABILITIES Non-Current Liabilities Borrowings 0 13,800 25,900 28,600 27,700 25,800 24,300 22,900 21,100 19,100 18,000 18,200 Borrowings 29,008 35,370 41,696 41,303 39,846 29,822 34,605 28,192 24,178 19,664 18,149 18,149 Provisions 1,416 1,214 854 754 654 554 454 354 254 154 89 89 Provisions 2,996 2,996 2,996 2,996 2,996 2,996 2,996 2,996 2,996 2,996 2,996 2,996 Total Non-Current Liabilities 1,416 15,014 26,754 29,354 28,354 26,354 24,754 23,254 21,354 19,254 18,089 18,289 TOTAL LIABILITIES 7,422 20,648 32,708 36,808 34,708 34,308 31,708 30,108 28,608 26,708 24,643 23,743 Total Non-Current Liabilities 32,004 38,366 44,692 44,299 42,842 32,818 37,601 31,188 27,174 22,660 21,145 21,145 Total Liabilities 40,928 46,049 52,411 52,037 51,444 49,787 48,763 44,546 38,133 34,119 29,605 28,090 NET ASSETS 266,735 271,725 274,237 273,574 273,352 299,265 313,126 313,515 314,018 314,858 347,735 366,070 Net Assets 393,463 407,093 421,640 435,739 451,649 469,687 489,354 508,024 527,636 548,645 570,729 596,951 EQUITY Equity Accumulated Surplus 41,010 38,742 41,404 40,891 40,819 41,079 41,482 42,021 42,674 43,664 44,965 46,584 Accumulated Surplus 150,882 153,863 156,991 160,064 163,238 167,036 171,558 174,478 177,938 182,388 187,413 196,076 Asset Revaluation Reserve 223,843 231,251 231,251 231,251 231,251 257,054 270,662 270,662 270,662 270,662 302,388 319,254 Asset Revaluation Reserve 231,433 242,133 253,533 264,533 277,233 291,433 306,533 322,233 338,333 354,833 371,833 389,333 Other Reserves 1,882 1,732 1,582 1,432 1,282 1,132 982 832 682 532 382 232 Other Reserves 11,148 11,097 11,116 11,142 11,178 11,218 11,263 11,313 11,365 11,424 11,483 11,542 TOTAL EQUITY 266,735 271,725 274,237 273,574 273,352 299,265 313,126 313,515 314,018 314,858 347,735 366,070 Total Equity 393,463 407,093 421,640 435,739 451,649 469,687 489,354 508,024 527,636 548,645 570,729 596,951

42 3 | Alexandrina Council Alexandrina: Long Term Financial Plan 2017-26 | 3 2020 - 21 ANNUAL BUSINESS PLAN ESTIMATED STATEMENT OF CASH FLOWS

2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Year Ended 30 June: Actual Estimate Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) CASH FLOWS FROM OPERATING ACTIVITIES Receipts Operating Receipts 33,248 29,465 30,502 34,604 35,744 36,918 38,089 39,339 40,653 42,054 43,556 45,115 Investment Receipts 129 55 34 34 34 34 34 34 34 34 34 34 Payments Operating Payments to Suppliers and Employees (25,874) (25,820) (26,333) (27,391) (27,330) (28,067) (28,711) (29,600) (30,488) (31,274) (32,186) (33,127) Finance Payments (26) (90) (503) (856) (1,036) (1,138) (1,217) (1,228) (1,251) (1,254) (1,226) (1,213) Net Cash provided by (or used in) Operating Activities 7,477 3,610 3,700 6,391 7,412 7,747 8,195 8,545 8,948 9,560 10,178 10,809

CASH FLOWS FROM INVESTING ACTIVITIES Receipts Amounts Specifically for New/Upgraded Assets 1,527 428 5,183 204 204 205 205 205 205 205 206 206 Sale of Renewed/Replaced Assets 144 276 202 196 166 324 140 163 215 179 297 277 Repayments of Loans by Community Groups 0 120 0 0 0 0 0 0 0 0 0 0 Payments Expenditure on Renewal/Replacement of Assets (4,672) (7,611) (6,004) (8,645) (3,703) (5,783) (3,772) (5,137) (5,575) (5,756) (6,213) (7,608) Expenditure on New/Upgraded Assets (2,191) (16,202) (15,773) (2,305) (2,127) (2,179) (2,228) (2,286) (2,346) (2,407) (2,475) (2,546) Net Cash Provided by (or used in) Investing Activities (5,192) (22,989) (16,392) (10,550) (5,460) (7,433) (5,655) (7,055) (7,501) (7,779) (8,185) (9,671)

CASH FLOWS FROM FINANCING ACTIVITIES Receipts Proceeds from Borrowings 8,277 13,800 12,600 4,700 0 600 0 0 0 0 0 200 Payments Repayments of Borrowings (8,381) 0 0 (500) (2,000) (900) (2,500) (1,500) (1,400) (1,800) (2,000) (1,100) Net Cash provided by (or used in) Financing Activities (104) 13,800 12,600 4,200 (2,000) (300) (2,500) (1,500) (1,400) (1,800) (2,000) (900)

Net Increase/(Decrease) in cash held 2,181 (5,579) (92) 41 (48) 14 40 (10) 47 (19) (7) 238 Opening cash, cash equivalents or (bank overdraft) 3,646 5,827 248 156 197 149 163 203 193 240 221 214 Closing cash, cash equivalents or (bank overdraft) 5,827 248 156 197 149 163 203 193 240 221 214 452

43 4 | Alexandrina Council Alexandrina: Long Term Financial Plan 2017-26 | 4 2020 - 21 ANNUAL BUSINESS PLAN ESTIMATED STATEMENT OF CHANGES IN EQUITY

2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Year Ended 30 June: Actual Estimate Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) ACCUMULATED SURPLUS Balance at end of previous reporting period 37,951 41,010 38,742 41,404 40,891 40,819 41,079 41,482 42,021 42,674 43,664 44,965 Net Result for Year 2,816 (2,418) 2,512 (663) (222) 110 253 389 503 840 1,151 1,469 Transfers to Other Reserves (1,126) (400) (400) (400) (400) (400) (400) (400) (400) (400) (400) (400) Transfers from Other Reserves 1,369 550 550 550 550 550 550 550 550 550 550 550 Balance at end of period 41,010 38,742 41,404 40,891 40,819 41,079 41,482 42,021 42,674 43,664 44,965 46,584

ASSET REVALUATION RESERVE Property, Plant & Equipment 223,843 231,251 231,251 231,251 231,251 257,054 270,662 270,662 270,662 270,662 302,388 319,254 Balance at end of period 223,843 231,251 231,251 231,251 231,251 257,054 270,662 270,662 270,662 270,662 302,388 319,254

OTHER RESERVES Balance at end of previous reporting period 2,125 1,882 1,732 1,582 1,432 1,282 1,132 982 832 682 532 382 Transfers from Accumulated Surplus 1,126 400 400 400 400 400 400 400 400 400 400 400 Transfers to Accumulated Surplus (1,369) (550) (550) (550) (550) (550) (550) (550) (550) (550) (550) (550) Balance at end of period 1,882 1,732 1,582 1,432 1,282 1,132 982 832 682 532 382 232

TOTAL EQUITY AT END OF REPORTING PERIOD 266,735 271,725 274,237 273,574 273,352 299,265 313,126 313,515 314,018 314,858 347,735 366,070

44 5 | Alexandrina Council Alexandrina: Long Term Financial Plan 2017-26 | 5 2020 - 21 ANNUAL BUSINESS PLAN ESTIMATED SUMMARY STATEMENT INCLUDING FINANCING TRANSACTIONS

2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Year Ended 30 June: Actual Estimate Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) $(‘000) Operating Revenues 31,922 29,520 30,536 34,638 35,778 36,952 38,123 39,373 40,687 42,088 43,590 45,149 less Operating Expenses (30,203) (32,642) (33,207) (35,505) (36,204) (37,047) (38,075) (39,189) (40,389) (41,453) (42,645) (43,886) Operating Surplus/(Deficit) before Capital Amounts 1,719 (3,122) (2,671) (867) (426) (95) 48 184 298 635 945 1,263

Capital Expenditure on Renewal/Replacement of Existing (6,350) (7,611) (6,004) (8,645) (3,703) (5,783) (3,772) (5,137) (5,575) (5,756) (6,213) (7,608) Assets add back Depreciation, Amortisation & Impairment 6,503 6,960 6,766 7,466 7,746 7,900 8,130 8,384 8,655 8,942 9,246 9,561 add back Proceeds from Sale of Replaced Assets 144 276 202 196 166 324 140 163 215 179 297 277 Net Outlays on Existing Assets 297 (375) 964 (983) 4,209 2,441 4,498 3,410 3,295 3,365 3,330 2,230

Capital Expenditure on New/Upgraded Assets (1,533) (16,202) (15,773) (2,305) (2,127) (2,179) (2,228) (2,286) (2,346) (2,407) (2,475) (2,546) add back Amounts Specifically for New/Upgraded Assets 1,527 428 5,183 204 204 205 205 205 205 205 206 206 add back: Sale of Surplus Assets 0 120 0 0 0 0 0 0 0 0 0 0 Net Outlays on New and Upgraded Assets (6) (15,654) (10,590) (2,101) (1,923) (1,974) (2,023) (2,081) (2,141) (2,202) (2,269) (2,340)

Net Lending / (Borrowing) for Financial Year 2,010 (19,151) (12,297) (3,951) 1,860 372 2,523 1,513 1,452 1,798 2,006 1,153

FINANCING TRANSACTIONS New Borrowings 8,277 13,800 12,600 4,700 0 600 0 0 0 0 0 200 Repayment of Principal on Borrowings (8,381) 0 0 (500) (2,000) (900) (2,500) (1,500) (1,400) (1,800) (2,000) (1,100) (Increase)/Decrease in Cash and Cash Equivalents (2,181) 5,579 92 (41) 48 (14) (40) 10 (47) 19 7 (238) Net Balance Sheet Funding 275 (228) (395) (208) 92 (58) 17 (23) (5) (17) (13) (15) Financing Transactions (2,010) 19,151 12,297 3,951 (1,860) (372) (2,523) (1,513) (1,452) (1,798) (2,006) (1,153)

45 6 | Alexandrina Council Alexandrina: Long Term Financial Plan 2017-26 | 6 2020 - 21 ANNUAL BUSINESS PLAN AIRPORT Estimated Summary Statement including Financing Transactions

2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Operating Revenues 908 742 995 3,184 3,387 3,562 3,665 3,775 3,892 4,016 4,149 4,286 less Operating Expenses (1,095) (1,122) (1,413) (3,375) (3,439) (3,510) (3,574) (3,716) (3,769) (3,814) (3,848) (3,874) Operating Surplus/(Deficit) before Capital Amounts (187) (380) (418) (191) (52) 52 91 59 123 202 301 412

Capital Expenditure on Renewal/Replacement of Existing 0 (138) (869) 0 0 0 0 0 0 0 0 0 Assets add back Depreciation, Amortisation & Impairment 272 281 291 754 803 822 842 863 886 910 935 961 Net Outlays on Existing Assets 272 143 (578) 754 803 822 842 863 886 910 935 961

Capital Expenditure on New/Upgraded Assets (209) (309) (11,283) 0 0 0 0 0 0 0 0 0 add back Amounts Specifically for New/Upgraded Assets 59 38 4,310 0 0 0 0 0 0 0 0 0 Net Outlays on New and Upgraded Assets (150) (271) (6,973) 0 0 0 0 0 0 0 0 0

Net Lending / (Borrowing) for Financial Year (65) (508) (7,969) 563 751 874 933 922 1,009 1,112 1,236 1,373

FINANCING TRANSACTIONS New Borrowings 0 600 7,900 0 0 0 0 0 0 0 0 0 Repayment of Principal on Borrowings 0 0 0 (500) (800) (900) (900) (900) (1,000) (1,100) (1,300) (1,100) (Increase)/Decrease in Cash and Cash Equivalents 65 (92) 69 (63) 49 26 (33) (22) (9) (12) 64 (273) Financing Transactions 65 508 7,969 (563) (751) (874) (933) (922) (1,009) (1,112) (1,236) (1,373)

Capital expenditure in 2021-22 relates to terminal upgrade required due to new Federal Government screening requirements. Capital expenditure in 2023-24 relates to upgrade of second runway to future proof airport operations.

46 7 | Alexandrina Council Alexandrina: Long Term Financial Plan 2017-26 | 7 Contact Details

Whyalla City Council Civic Building Darling Terrace Whyalla SA 5600

PO Box 126 Whyalla SA 5600 t. 08 8640 3444 f. 08 8645 0155 e. [email protected] w. whyalla.sa.gov.au

/ whyallacitycouncil