BARCOO SHIRE COUNCIL BUDGET 2020‐2021 BUDGET DOCUMENTS Financial Policies & Operational Plan 2020-2021
For consideration at the Special (Annual Budget) Meeting on 5 August 2020 BARCOO SHIRE COUNCIL BUDGET 2020‐2021
Contents
1. Budget Overview...... 3 2. Our Vision, Mission, Priorities & Core Values ...... 6 3. Revenue Policy ...... 7 4. Revenue Statement ...... 13 5. Revenue & Expenditure Comparison ...... 28 6. 10 Year Projections 7. Statement of Comprehensive Income ...... 42 8. Statement of Financial Position ...... 44 9. Statement of Changes in Community Equity...... 46 10. Statement of Cash Flows ...... 47 11. Capital Works Plan ...... 48 12. Sustainability Ratios ...... 51 13. Debt & Borrowing Policy ...... 52 14. Loan Schedules ...... 54 15. Investment Policy ...... 55 16. Appendixes ...... 59 1. Fees & Charges Schedule 2019‐2020 ...... 60 2. Corporate Plan 2016‐2021 ...... 81 3. Operational Plan 2019‐2020...... 115
BARCOO SHIRE COUNCIL BUDGET 2020‐2021
Budget Overview
BUDGET OVERVIEW The 2020/21 Budget has been prepared on a bottom up basis with responsible fiscal management in mind and a full awareness of Council’s current financial position. The major projects impacting on Council’s bottom line this financial year will be flood recovery works and a plant replacement program, some of which has been held over from the 2019/20 financial year due to a lack of funding.
The 2020/21 Budget year will be no different to others, in that Council will be faced with having to exercise tight control over its spending. Whilst significant funding is expected for flood repair works, these monies will be targeted to specific projects. Council will still need to carefully monitor its general cash reserves in order to meet other capital obligations under the roadworks, plant replacement and asset renewal programs.
The annual increase in rates revenue has been limited to 2.5% for all categories. Council is cognisant of the economic times being experienced by ratepayers within the shire, and has sought to keep rate rises to a minimum while attempting to source government funding for projects where possible. In this vein, Council has been successful in attracting a pleasing amount of federal and state funding for a number of much-needed projects within the shire. Some of these projects and the associated funding are set out in the project list below. A comprehensive list of all projects is set out within the budget papers.
Council has also increased the minimum charges for all rating categories by the same 2.5% amount.
With these comments in mind the 2020/21 financial year has an operational deficit of $8.2M, however when depreciation of $7.6M Council has a shortfall of cash of approximately $600K of cash which is due to funded programmes for this financial year being received in past years. This is a very sobering thought and obviously refocuses your attention on the burning issue of financial sustainability in local government particularly west of the Great Dividing Range in Queensland.
At the end of June 2020, Council’s accumulated funds, amounted to $11,855M. However, this will be impacted this year with Council’s commitment to projects that have either commenced or been funded with grants and matching revenue. In line with its general approach, Council has committed that if the supporting grant funding is not received, the projects will not progress, thus reducing the impact on our funds and providing for responsible management of our position.
Council is also mindful of the risk in carrying large debt, particularly when our own sourced revenue is low, and other revenue streams are subject to large variations in road works contracts and competitive government grants. We currently have one rural electrification loan of approximately $25.9K which is forecast to be repaid by 15 December 2021. Whilst there is opportunity for Council to borrow for large projects and spread this cost over the life of the asset, Council wishes to ensure these type of projects are funded from cash.
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Council believes that we all have to live within our means, and whilst debt is a valid method of financing assets that have a future value and can be sold to realise that value, it is also passing on a debt to future councils and members of the community. Therefore there is significant support from Council to continually review our operations, and look towards doing our business more efficiently, so as to capitalise on some of these savings. With modern technology, communications, improved vehicle maintenance requirements and better opportunity to upskill our employees, there is opportunity to save costs within our organisation through good management and good governance. It is incumbent on Council and senior management to ensure our staff has the skills and knowledge to support the vision of Council into the future.
We are looking forward to another progressive year for Council, but we must acknowledge that the opportune years of continued grant funding and Disaster Recovery Funding Arrangements (DRFA) works are potentially receding, and we must look to other ways to fund our future.
SOME OF THE MAJOR PROJECTS FOR 2020/21
Description Project cost Government Funding
Windorah Kerbing & Channelling $280,000 $167,000
Wallace Street, Windorah Widening $110,000 0
Flood Damage Repair Work
2019 $9,000,000 $8,550,000
2020 $1,000,000 $950,000
Road Program
Maintenance – Council funded $900,000
Roads to Recovery $1,065,813 $1,065813
Windorah Water Projects
Raw Water Storage Tank $315,000 $315,000
Water Treatment Plant $2,000,000 $1,073,542
McPhellamys Crossing $747,112 $747,112
Stonehenge Water Treatment Plant $150,000 $100,000
Jundah Hall Amenities $250,000 $200,000
Jundah Information Centre Refurbishment $150,000 $100,000
Connemarra Bridge Replacement $460,000 $276,000
Stonehenge Tennis Court Renewal & Practice Wall $100,000 100,000
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Operational Expenditure Budget Graph and Details
Operational Budget Executive Operational 933,612 Corporate Services 2,164,173 Community Development 3,569,617 Works and Services 15,637,278 Land Water & Animals 1,007,351 TOTAL OPERATIONAL BUDGET 23,312,030
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Our Vision, Mission, Priorities, & Core Values
OUR VISION Barcoo Shire: where people, lifestyle, business and the natural environment flourish.
OUR MISSION To provide quality lifestyles for the people of our shire by: • committing to the objectives of our corporate plan • supporting our communities • embracing innovation • creating and taking advantage of opportunities • being a leader in local government and our region.
OUR PRIORITIES In carrying out our mission, our priorities are: • our people • our children’s future • the wellbeing and growth of our communities • the responsible and sustainable development of our shire • the uniqueness of our shire and the individuality of our towns • the integrity of our natural assets • our cultural, social and natural history • education and skills development • responsible governance • regional cooperation.
OUR CORE VALUES How we accomplish our mission is as important as our mission itself. Fundamental to achieving success are the following core values: Quality service We value integrity and transparency. Excellence We value the pursuit of excellence by our management and staff. Innovation We value creativity and innovation as a way of improving our service. Culture We value maintaining a positive and respectful culture through the way our elected members, staff and community work together. Accountability We value the importance of being accountable to our community and to the individuals who access our services, programs and facilities. Transparency We value openness in our dealings and consultation with our community.
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Revenue Policy
Resolution Number: SM2020.08.010 Date Adopted: 5 August 2020 Classification: Statutory Scheduled Review: 31 July 2021 Responsible Officer: Chief Executive Officer Policy Number BSC037 Legislation Local Government Act 2009; Local Government Regulation 2012 Section of Corporate Plan Corporate Financial Sustainability
OBJECTIVE The purpose of this Revenue Policy is to set out the principles used by Council for: • The levying of rates and charges, • Granting concessions for rates and charges, • The recovery of overdue rates and charges, and; • Cost-recovery methods.
POLICY STATEMENT The Barcoo Shire Council can be recognised as a medium sized rural Local Government that is well known for its diverse and complex landscapes which change depending on the climate. Barcoo Shire is vast in its jurisdiction and as such has a complex and varied range of services and responsibilities.
For many years, the Council’s budget has been revenue driven rather than expenditure orientated. This approach has meant that Council provides for the necessary administrative, maintenance and operational expenses through revenue. An amount of revenue will be set aside for capital expenditures in the current budget and another amount set apart for future capital expenditure. It is acknowledged that Council must “maintain” and “control” expenses and be prepared to allocate necessary resources over an extended period of time, in order to purchase discretionary capital items. Council must also seek out and await the allocation of special grants. Borrowing is not a preferred budget option, however it may be contemplated in special circumstances.
The revenue based budget approach reverses the textbook approach to rating. The usual budget model will see rates calculated so as to deliver the difference between budget expenditure and other income. Although the budget expenditures contemplated under the usual model may have been subject to trimming to fit economic circumstances, the underlying approach differs considerably both in theory and in practice to that used by Barcoo Shire Council along with many other Shire councils.
Council has made a decision to trim expenditure so as to permit it to live within its usual income. This may see some expenditure deferred and some temporary acceptance of lower standards for roads or other infrastructure than is ordinarily desirable. However, Council considers that containing rate increases and providing greater certainty about rate levels from year to year is a better option for its community than raising more revenue to fund more or better services that cannot be sustained in the long term.
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The rate increases in some differential categories may be higher than those in others. However, such adjustments will be directed at achieving greater rating equity within Council's broader strategy of containing, through conservative budgeting, the increase in aggregate general rate revenue. The overall rating strategy will continue to see differential rating, minimum rates and concessions used to gather necessary revenue equitably and to acknowledge different patterns for the use of Council's services.
DEFINITIONS Nil
PROCEDURE 1. PRINCIPLES A. Principles used for the making of rates & charges In general Council will be guided by the principle of user pays in the making of rates and charges so as to minimise the impact of rating on the efficiency of the local economy.
Council will also have regard to the principles of: • Transparency in the making of rates and charges • Having in place a rating regime that is simple and inexpensive to administer • Equity by taking account of the different levels of capacity to pay within the local community • Flexibility to take account of changes in the local economy.
In accordance with section 94 of the Local Government Act 2009: 1. Each local government: a. must levy general rates on all rateable land within the local government area; and b. may levy i. special rates and charges; and ii. utility charges; and iii. separate rates and charges. (1A) Without limiting subsection (1), a local government may categorise rateable land, and decide differential rates for rateable land, according to whether or not the land is the principal place of residence of the owner. 2. A local government must decide, by resolution at the local government’s budget meeting for a financial year, what rates and charges are to be levied for that financial year.
Where possible, Council will endeavour to base all rates and charges on a full cost recovery basis. In making its decisions regarding the quantum of rates and charges, Council will endeavour to avoid undertaking borrowings. It is understood however, that in order for Council to undertake certain specific projects, borrowing may be a necessary requirement.
2. GENERAL RATES Council recognises that different categories of land use will generate different needs and requirements for Council services and facilities. Council also recognises that it will incur a different level of resource expenditure to provide the necessary services and facilities.
Although a single general rate would provide simplicity, its adoption would necessitate Council setting a high minimum rate to deal with the fact that land values in the three towns are very low in relation to rural land but those who live in the towns have greater access to Council services.
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Council believes that the existing distribution of the general rate burden through its differential rates regime is generally equitable as it reflects incremental changes over many years.
Council proposes therefore to continue to levy differential general rates to ensure that the rate burden is distributed in similar fashion to the pattern in recent years. Council will continue to gather data and to consider this information so as to further refine this process. To ensure that owners of land across all differential categories contribute equitably to the cost of common services, Council applies a minimum rate to each differential rating category.
3. SPECIAL RATES AND CHARGES Council may make and levy a special rate or charge on rateable land, to help defray the cost of providing a service, facility and or an activity where, in Council's opinion: • The land, or the occupier of the land, has or will especially benefit from the provision of the service, facility or activity; or • The occupier of the land, or the use made or to be made of the land, has, or will, especially contribute to the need for the service, facility or activity. 4. UTILITY CHARGES Council may make and levy a utility charge on any land, whether vacant or occupied, and whether or not it is rateable land; or a structure; to recover costs in relation to the provision of services and/or facilities. Barcoo Shire operates water treatment and reticulates services to all three communities and will charge within the bounds of fairness and equity of charges with reference to similar charges across the State. Cost Recovery will not be achieved in the near future.
5. REGULATORY AND NON-REGULATORY CHARGES Regulatory charges shall be measured on the basis of the estimated cost of providing the goods or service. Non-regulatory charges shall be measured on a commercial basis unless it is considered necessary to reduce the charge in order to maintain access to certain services for disadvantaged persons.
6. INTEREST Council may impose interest on rates and charges that remain unpaid after sectional period expires i.e. 1st July and 1st January each calendar year and may include assessments that are making payments of outstanding rates by instalments.
7. PRINCIPLES USED FOR THE LEVYING OF RATES In levying rates Council will apply the principles of: • Making clear what is the Council’s and each ratepayers responsibility to the rating system, • Making the levying system simple and inexpensive to administer, • Timing the levy of rates to take into account the financial cycle of local economic activity, in order to assist smooth running of the local economy, and; • Equity through flexible payment arrangements for ratepayers with a lower capacity to pay.
8. LEVYING OF RATES AND CHARGES Council will issue a rates notice to the owner of the land on which a rate or charge has been applied. Rates notices shall include the date the notice was issued, the date by which time the rate must be paid and any discounts, rebates or concessions applied.
Council will issue notices on a half yearly basis during the periods 1st July to 31st December and 1st January to 30th June in the respective financial year.
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Council will responsibly ensure that the rates and charges applied are correct and are generally issued within the month of September and March to better take into account the financial cycle of the local economy.
9. PAYMENT OF RATES AND CHARGES
Owner Liability It is the liability of the ‘owner’ to pay rates and charges levied against land held in their name. It is the liability of persons’ at whose request a service is supplied to a structure or land that is not rateable land (s106 LGR).
Where joint ownership of a property exists or other persons are liable to pay a rate, all owners or other persons are jointly and severally liable.
Rates and charges will exist with the land i.e. where a change in ownership occurs and a rate or charge exists against the land the ‘owner’ of the land will become liable for payment.
Where land ceases to be rateable land the owner of said land immediately before it ceased to be rateable land is taken to continue as the owner of the land, and the land is taken to continue to be rateable land for the levy, collection or refund of a rate on the land for any period before it ceased to be rateable land.
Methods of Payment Council may accept the payment of rates and charges by differing methods. These may include cash, direct debit, BPAY, credit card or cheque.
Payments in Advance Payments in advance by way of lump sum or instalments may be accepted, however interest will not be payable on any credit balances held.
Payment by Instalments Council may allow payments by instalment where it will benefit both the individual and the collection of overdue rates and charges.
Time in which Rates must be paid The rates and charges levied by Council must be paid within thirty (30) clear days after the notice is issued (s118 LGR).
10. PRINCIPLES USED FOR THE RECOVERY OF RATES AND CHARGES Council will exercise its rate recovery powers in order to reduce the overall rate burden on ratepayers. It will be guided by the principles of: • Transparency by making clear the obligations of ratepayers and the processes used by Council in assisting them meet their financial obligations; • Making the processes used to recover outstanding rates and charges clear, simple to administer and cost effective; • Capacity to pay in determining appropriate arrangements for different sectors of the community; • Equity by having regard to providing the same treatment for ratepayers with similar circumstances; and
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• Flexibility by responding where necessary to changes in the local economy.
An overdue rate is an amount of a rate payable to a local government that remains unpaid at the end of the period specified in the rate notice as the period within which the amount of the rate is payable, (including any amount of interest on the rate). With due regard for financial hardship, Council shall actively pursue the collection of outstanding rates and charges.
Standard Performance • Where there has been no movement on an account or an instalment plan has defaulted Council may refer overdue rates to a mercantile agent or a solicitor for recovery. • Generally an account will not be referred for external recovery action unless it is $500.00 or greater in value. • Council may negotiate payment plans for any debt that may be referred to an external recovery agent.
11. CONCESSIONS FOR RATES AND CHARGES In considering the application of concessions, Council will be guided by the principles of: • Equity by having regard to the different levels of capacity to pay within the local community, • The same treatment for ratepayers with similar circumstances, • Transparency by making clear the requirements necessary to receive concessions, and; • Flexibility to allow Council to respond to local economic issues.
Consideration may be given by Council to granting a class concession in the event all or part of the local government area is declared a natural disaster area by the State Government.
12. DISCOUNT In accordance with section 130 of the Local Government Regulation 2012, Council may allow a discount on all general rates, if payment is made within 30 clear days from the date of issue of the notice.
If Council is satisfied that a person liable to pay a rate has been prevented, by circumstances beyond the person’s control, from paying the rate in time to benefit from a discount under section 130 of the Local Government Regulation 2012, may still allow the discount following written application by the ratepayer.
13. GENERAL RATE CAPS Because general rates are made and levied upon the unimproved value of land determined by the Department of Natural Resources, Mines and Energy, Council recognises that the statutory valuation process may result in unusually high valuation increases for at least some classes of land, if not for all land. Where it considers that applying the differential general rate to affected lands or classes of land will produce inequities between ratepayers or classes of ratepayer, Council may cap general rate increases for the lands or classes of land concerned.
14. OTHER REBATES AND CONCESSIONS Council may, at its discretion allow other concessions or remissions. These may include pensioner rebates, natural hardship and or social and economic incentives.
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15. PRINCIPLES USED FOR DETERMINING COST RECOVERY FEES The Council recognises the validity of fully imposing the user pays principle for its cost-recovery fees, unless the imposition of the fee is contrary to its express social economic, environmental and other corporate goals. This is considered to be the most equitable and effective revenue approach, and is founded on the basis that the Shire’s rating base cannot subsidise the specific users or clients of Council’s regulatory products and services (s 97 LGA).
16. RESPONSIBILITIES Chief Executive Officer is responsible for implementation of this Policy.
17. ASSOCIATED DOCUMENTS AND POLICIES • Barcoo Shire Council Corporate Plan • Barcoo Shire Council Operational Plan • Barcoo Shire Council Debtors Policy
18. RELATED LEGISLATION Local Government Act 2009 (LGA) Local Government Regulation 2012 (LGR)
19. REVIEW The Chief Executive Officer may without referral to Council, review and make amendments of a minor administrative nature that do not affect the intent of the policy, e.g. change of legislation, change of personnel responsibilities, repair drafting error.
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Revenue Statement
Resolution Number: SM2020.08.010 Date Adopted: 5 August 2020 Classification: Statutory Scheduled Review: 31 July 2021 Responsible Officer: Chief Executive Officer Policy Number BSC038 Legislation Local Government Act 2009; Local Government Regulation 2012 Section of Corporate Plan Corporate Financial Sustainability
OBJECTIVE This Revenue Statement is based on the principles set out in Council’s Revenue Policy and has been formulated in accordance with the Local Government Regulation 2012 s172. The purpose of this policy is to explain the revenue measures adopted in the budget concerning: • The making of rates and charges; • The levying of rates; • The recovery of rates and charges; • Concessions for rates and charges.
SCOPE This revenue statement applies to the financial year 2020 - 2021.
INTRODUCTION This document sets out how rates and charges are decided, including the extent the rates and charges relate to relevant costs. Barcoo Shire Council revenue is obtained by rates, charges, licenses, interest, permits, rents, fees, grants, donations, contract and private works, and the realisation of assets. Council charges and collects fees to maintain Council’s operating capability. The purpose of this policy is to provide a framework by which Council may structure a portfolio of income generating strategies to meet the financial resource needs and demands of its functional programs in accordance with overall corporate objectives.
REVENUE STATEMENT 2020/2021 A. Principles used for the making of rates & charges In general Council will be guided by the principle of user pays in the making of rates and charges so as to minimise the impact of rating on the efficiency of the local economy. Council will also have regard to the principles of: • Transparency in the making of rates and charges • Having in place a rating regime that is simple and inexpensive to administer • Equity by taking account of the different levels of capacity to pay within the local community • Flexibility to take account of changes in the local economy. In accordance with section 94 of the Local Government Act 2009 Council – 1. Must levy general rates on all rateable land within the local government area; and 2. May levy special rates and charges; and utility charges; and separate rates and charges. Budget Document Financial Policies & Operational Plan 2020-2021 Page 13 of 130
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3. A local government must decide, by resolution at the local government’s budget meeting for a financial year, what rates and charges are to be levied for that financial year. Where possible, Council will endeavour to base all rates and charges on a full cost recovery basis. In making its decisions regarding the quantum of rates and charges, Council will endeavour to avoid undertaking borrowings. It is understood however, that in order for Council to undertake certain specific projects, borrowing may be a necessary requirement.
Differential General Rates In accordance with the Local Government Regulation 2012, Part 13 Land record of Local Government, Barcoo Shire Council will make and levy a differential general rate for the financial year ending 30 June 2020, taking into consideration the following aspects: • Council recognises that different categories of land use will generate different needs and requirements for Council services and facilities. Council also recognises that it will incur a different level of resource expenditure to provide the necessary services and facilities. • Council has considered the consequences of adopting ‘one’ general rate and acknowledges that to do so would seriously disturb the relative distribution of the rate burden. • Although a ‘single general rate’ would provide simplicity, its adoption would necessitate Council setting a high minimum rate to deal with the fact that land values in the towns are very low in relation to rural land but those who live in the towns have greater access to council services. • Council proposes therefore to continue to levy differential general rates to ensure that the rate burden is distributed in a similar fashion to the pattern in recent years. Council will continue to gather data and to consider this information so as to further refine this process. • To ensure that owners of land across all differential categories contribute equitably to the cost of common services, Council applies a minimum rate to each differential rating category. • Historically Council has maintained its minimum rates at very low levels, given the standards of services it provides; but Council cannot continue to do this without compromising or reducing those standards. Council therefore proposes to increase the minimum rates to enable it at least to maintain the current standards of services it provides.
Category 1 – Township of Jundah Category 1 land means all rateable land in the township of Jundah located in the Parish of Jundah set aside for residential development and development which supports residential development which is or can be serviced with urban infrastructure and not used for grazing, agricultural, petroleum, mineral or extractive industries production.
Category 2 – Township of Windorah Category 2 land means all rateable land in the township of Windorah located in the Parish of Murken set aside for residential development and development which supports residential development which is or can be serviced with urban infrastructure and not used for grazing, agricultural, petroleum, mineral or extractive industries production.
Category 3 – Township of Stonehenge Category 3 land means all rateable land in the township of Stonehenge located in the Parish of Bimerah set aside for residential development and development which supports residential development which is or can be serviced with urban infrastructure and not used for grazing, agricultural, petroleum, mineral or extractive industries production.
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Category 4 – Rural Land up to 199,000 ha Category 4 land means all rateable land intended for rural purposes and used for grazing and agriculture with an area up to 199,000 hectares. Category 5 – Rural Land from 199,001 to 399,000 ha Category 5 land means all rateable land intended for rural purposes and used for grazing and agriculture with an area from 199,001 to 399,000 hectares.
Category 6 – Rural Land greater than 399,001 ha Category 6 land means all rateable land intended for rural purposes and used for grazing and agriculture with an area greater than 399,001 hectares.
Category 7 – Petroleum, Oil and Gas Industries Category 7 land means all rateable land in the Shire of Barcoo held under the Mineral Resources Act 1989 or Petroleum Act 1923 for the purpose of crude oil or natural gas production which is in production and by virtue of its operational impacts significantly on the economy and the environment and socio-economic diversity within the local community.
Category 8 – Mining Tenements to 5 ha Category 8 land means all rateable land in the Shire of Barcoo held under the Mineral Resources Act 1989 for the purpose of extracting precious metals, gemstones and minerals and by virtue of its operational impact on the economy and the environment with an area up to 5 hectares and socio- economic diversity within the local community.
Category 9 – Mining Tenements 5.1 ha to 10 ha Category 9 land means all rateable land in the Shire of held under the Mineral Resources Act 1989 for the purpose of extracting precious metals, gemstones and minerals and by virtue of its operational impacts on the economy and environment with an area between 5 and 10 hectares and socio-economic diversity within the local community.
Category 10 – Mining Tenements 10.1 ha to 50 ha Category 10 land means all rateable land in the Shire of Barcoo held under the Mineral Resources Act 1989 for the purpose of extracting precious metals, gemstones and minerals and by virtue of its operational impacts on the economy and environment with an area between 10.1 and 50 hectares and socio-economic diversity within the local community.
Category 11 – Mining Tenements greater than 50 ha Category 11 land means all rateable land in the Shire of Barcoo held the Mineral Resources Act 1989 for the purpose of extracting precious metals, gemstones and minerals and by virtue of its operational impacts on the economy and environment with an area greater than 50 hectares and socio-economic diversity within the local community.
Minimum General Rates The following minimum general rates have been made for 2020-2021,
Category Cents in Dollar of Minimum Unimproved Valuation Rate
Category 1 $0.05512 cents in dollar $492.00
Category 2 $0.04069 cents in dollar $492.00
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Category Cents in Dollar of Minimum Unimproved Valuation Rate
Category 3 $0.07019 cents in dollar $492.00
Category 4 $0.01207 cents in dollar $440.00
Category 5 $0.01258 cents in dollar $555.00
Category 6 $0.01309 cents in dollar $670.00
Category 7 $0.04499 cents in dollar $27,675.00
Category 8 $0.04499 cents in dollar $369.00
Category 9 $0.04499 cents in dollar $482.00
Category 10 $0.04499 cents in dollar $533.00
Category 11 $0.04499 cents in dollar $574.00
Limitation of Increase in the Rate Levied Council chooses not to limit any amount of increase in rate levied for any Category (s116 LGR).
Special Rates and Charges Special Charge for Pest Animal Control In accordance with Section 94 of the Local Government Act and section 94 of the Local Government Regulation, Council shall levy a special charge for the provision of pest control services to rural properties in the region. It is considered that the properties subject of the charge specially benefit from the provision of pest control services, because the services assist with the control of wild dogs which can reduce the threat to livestock. A special charge shall be levied and no discount will apply:
Pest Animal Control – Rural Land Description Charge 2020/2021 per hectare on all rural land within the Council area, 2.05 cents per hectare up to a maximum of having an area in excess of 1,000 hectares $15,076 per assessment
Overall Plan for the Pest Animal Control special charge is as follows: 1. The service, facility or activity is provision of pest control services to the rural parts of the Council area. These pest control services serve to assist with the control of wild dogs and wild pigs which, in turn, improves the viability of, and therefore benefits, the land being levied. A panel will continue to manage the process and act as an advisory committee to Council on wild animal control within the Shire. 2. The rateable land to which the special rate shall apply is all rural land within the Council area, having an area in excess of 1,000 hectares. Council considers that the rateable land described
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above derives a special benefit from the service, facility and activity funded by the special charge at differential levels reflecting the degree to which the land or its occupier is considered to derive benefit. 3. The estimated cost of carrying out the overall plan is $122,452. 4. The timeframe for carrying out the overall plan is twelve (12) months ending 30 June 2021. Special Charge Rural Electrification Scheme In accordance with Section 94 of the Local Government Act 2009 and section 94 of the Local Government Regulation 2012, Council shall levy a special charge for the cost of borrowing to reimburse Ergon Energy for the construction of electrical infrastructure for certain rural properties in the Barcoo Shire Council. It is considered that the properties subject to the special charge specially benefit from the provision of the electricity for operating their business and attracting and retaining quality staff. The amount of special charge shall differ according to the level of benefit that the property receives from the provision of the electricity. Once all electrical infrastructure was installed the level of benefit was determined according to the costs agreed with Ergon Energy for construction of electrical infrastructure to be repaid over the agreed period. To determine the amount of special charge it was the total cost divided by the repayment years noting that principal and interest. No discount will apply. Set out below is a list of applications and the related assessment numbers together with the estimated special charge expected in the next year: Schedule 1 Assessment No Charge 2020/2021 315‐00000‐000 $12,707
Overall plan for the Rural Electrification Scheme special charge as follows: 1. The service, facility or activity is the borrowing of the necessary funds to reimburse Ergon Energy for implementing the project, purchase of materials and construction of electrical infrastructure for the rateable land to which the special charge shall apply. 2. The rateable land to which the special charge shall apply are the properties listed in Schedule 1. 3. The cost of carrying out the overall plan was $103,606. This figure includes all of the costs associated with the installation of the infrastructure which the special rate shall fund. 4. The estimated time for carrying out the overall plan is 9 years, concluding 30 June 2022. 5. The levying of the special charge commenced in 2012. The Annual Implementation Plan for the 2020/21 financial year pertains to the rural ratepayer who entered into a contract with Ergon Energy for the provision of electricity repaying the Principle and Interest funds via a schedule of repayments supplied from Queensland Treasury Corporation.
Ex‐gratia Rates Council presently has one assessment which is subject to these arrangements owned by the Commonwealth Government: Property number (assessment): 217‐50000‐000 $1,656
Utility Charges Water Charges An annual water (utility) charge is levied in the townships of Jundah, Windorah and Stonehenge (s94 Local Government Act 2009 and section 99 of the Local Government Regulation 2012). The charge is Budget Document Financial Policies & Operational Plan 2020-2021 Page 17 of 130
BARCOO SHIRE COUNCIL BUDGET 2020‐2021 levied according to the following: • A fixed amount representing the provision of infrastructure which is chargeable on all land capable of being connected to a main with an allocation of treated and raw water deemed by Council in the Water Charges Schedule below, to be of sufficient quantity to service the needs of the rate assessment. (Initial Allocation Treated Water 3 kilolitre per unit, and Raw 7 kilolitres per unit) • A charge of $0.582 per kilolitre treated water (Type I) for each kilolitre consumed over the initial allocation (the allocation is determined by the Units Charged as per Water Charges schedule) • A charge of $0.582 per kilolitre treated water (Type II) for each kilolitre consumed over the initial allocation (the allocation is determined by the Units Charged as per Water Charges schedule) delivered outside of the declared water service area. • A charge of $0.234 per kilolitre raw water for each kilolitre consumed over the initial allocation (the allocation is determined by the Units Charged as per Water Charges schedule) • Council owned or controlled lands are included.
Water Charges Schedule 2020-2021 TYPE CRITERIA UNITS
Vacant land – infrastructure costs Capable of being connected or adjacent main 25
Vacant land Connected to main water available for use 50 Occupied land – dwelling Principal building/s 100
Duplex per unit Principal building/s 100 Flats per unit Principal building/s 75 Cabins self-contained Temporary building/s 25 Temporary accommodation Approved as per Local Law i.e. occupied caravans 100
Hotel only 100 Hotel dwelling Separate or included in hotel or accommodation 100
Hotel accommodation units/motel Each unit 10 Business Separate retail outlet 50 Business and dwelling combined One building not separate on one block 150 Business and dwelling combined Home occupation 125 SES Shed 50 Fire Brigade 50
Hospital 300 Hospital dwelling 100 Police Station 100
Police Sergeant’s Residence 100 Police Second Officers Residence 100
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BARCOO SHIRE COUNCIL BUDGET 2020‐2021
TYPE CRITERIA UNITS
School 200 Caravan Park No caretaker accommodation 50
Caravan Park With caretaker accommodation 150 Permanent Sites Each unit in addition 50 Overnight Sites Each site in addition 10
Cabins 10 Church Unoccupied 50 Sports Ground Jundah Pavilion, Tennis Courts, Toilet Blocks 200
Sports Ground Windorah Pavilion, Catering Facility, 1 Toilet Block 200
Sports Ground Stonehenge Tennis Courts 100 Stonehenge Caravan Park Toilet Block Rest Area 125
Memorial Park Jundah Includes Playgroup Facility & Toilets 300 Rabig Park Windorah Includes Playgroup Facility & Toilet Block 300 Arts & Crafts Windorah Arts & Crafts Building, Slab Hut 100
Power Stations Jundah, Windorah 100
Water Treatment Plants Jundah, Windorah & Stonehenge 100 Swimming Pool Jundah Toilet/Ablution Facilities 300
Racecourse Jundah, Stonehenge & Windorah 200 Golf Club Jundah Club House & Facilities 50 Public Halls Jundah, Windorah, Stonehenge 100 Depot Jundah W/Shop, Store, Boys Town, Wash Down Area 500 Depot Windorah & Stonehenge W/Shop SES 150 Pig Box Stonehenge 2, Jundah 1, Windorah 2 150
Median Strips/Street Trees Windorah, Jundah, Stonehenge Each 300 Aerodrome Jundah Unlicensed Aerodrome 100 Aerodrome Stonehenge Unlicensed Aerodrome 100 Aerodrome Windorah Licensed Aerodrome 125 APA Gas Facility Workshop/Residence Windorah 200 Service Stations Principal Building/s 100
Stables Licensed as per Local Laws 50 Class 10 Non Habitable Building Storage Sheds etc Principal Building 50
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BARCOO SHIRE COUNCIL BUDGET 2020‐2021
TYPE CRITERIA UNITS
Public Wash Down Area 200 Shire Office Jundah 200 Museum Jundah 50
Sand Yard 200 Ergon Solar Farm 300
Water Charge per Unit
Category Description Per Unit Charge 2020 - 2021
Category 1 Township of Jundah $8.07 Category 2 Township of Windorah $8.07
Category 3 Township of Stonehenge $8.07
Waste Management Utility Charges An annual Waste Management Utility charge is levied in the townships of Jundah, Windorah and Stonehenge (s94 LGA). The charge is levied according to a fixed unit basis representing one domestic service and one bin on all occupied land. Extra services are in multiples of the basic unit and extra bins are at a flat rate charge per bin. Council owned or controlled lands are included.
Garbage Charges 2020‐2021
Per Service $198.00
Extra Service $44.53
Emergency Management, Fire and Rescue Levy Council is required to charge all ratepayers in the Barcoo Shire a Fire levy (Fire and Rescue Service Act 1990, Fire and Rescue Service Regulation 2011).
Emergency Management Levy 2020-21 DESCRIPTION - Fire Service Class E Charges 2020-2021 Emergency Services Levy Charge Class 1 $27.40 Emergency Services Levy Charge Class 2 $110.60 Emergency Services Levy Charge Class 3 $271.80 Emergency Services Levy Charge Class 4 $549.20 Emergency Services Levy Charge Class 5 $902.60 Emergency Services Levy Charge Class 6 $1,625.80
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BARCOO SHIRE COUNCIL BUDGET 2020‐2021
DESCRIPTION - Fire Service Class E Charges 2020-2021 Emergency Services Levy Charge Class 7 $1,625.80 Emergency Services Levy Charge Class 8 $1,625.80 Emergency Services Levy Charge Class 9 $1,625.80 Emergency Services Levy Charge Class 10 $1,625.80 Emergency Services Levy Charge Class 11 $1,625.80 Emergency Services Levy Charge Class 12 $1,625.80 Emergency Services Levy Charge Class 13 $1,625.80 Emergency Services Levy Charge Class 14 $1,625.80 Emergency Services Levy Charge Class 15 $1,625.80 Emergency Services Levy Charge Class 16 $1,625.80
Regulatory and Non-Regulatory Charges Regulatory charges shall be measured on the basis of the estimated cost of providing the goods or service. Non-regulatory charges shall be measured on a commercial basis unless it is considered necessary to reduce the charge in order to maintain access to certain services for disadvantaged persons.
General Charges Council fixes charges for services and facilities supplied by it in relation to Section 94 of the Act. A Register of the Council's general charges is kept by the Council at its office in Jundah and in accordance with the provisions of the Act; this Register is open to inspection. In determining the level of all general charges, the Council examines the economic indicators and having due regard for the levels and ranges of services delivered. Current Miscellaneous Fees and Charges are shown in the Fees and Charges Schedule.
Interest Council may impose interest on rates and charges that remain unpaid after the sectional period expires i.e. 1st July and 1st January each calendar year and may include assessments that are making payments of outstanding rates by instalment. For any outstanding amounts as at the above dates, interest will be calculated on daily balances of amounts outstanding and charged at the end of the month on a compounding daily interest. Where the amount of interest charged is less than $10.00 and the rates have been paid in full in the period between the close of discount and the end of the month, the interest may be written off following approval from the Chief Executive Officer. Interest on arrears will be charged at the Prescribed Rate in accordance with section 133 of the Local Government Regulation 2012. The ‘Prescribed Rate; is the bank yield rate of the day, rounded to two decimal points, plus 8 percent. The ‘bank yield rate’ is the monthly yield of 90 day bank accepted bills published by the Reserve Bank of Australia for the month of March in the financial year immediately before the financial year in which the day occurs. At 30 April 2020 the 90 Day Bank bill rate is 0.098% meaning the total interest rate charged by Council for 2020/21 will be 8.53%.
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BARCOO SHIRE COUNCIL BUDGET 2020‐2021
B. Principles used for the levying of rates In levying rates Council will apply the principles of: • Making clear what is the Council’s and each ratepayer’s responsibility to the rating system • Making the levying system simple and inexpensive to administer • Timing the levy of rates to take into account the financial cycle of local economic activity, in order to assist smooth running of the local economy • Equity through flexible payment arrangements for ratepayers with a lower capacity to pay.
Levying of Rates and Charges In accordance with section 104 of the Local Government Regulation 2012, Council will issue a rates notice to the owner of the land on which a rate or charge has been applied. Rates notices shall include the date the notice was issued, the date by which time the rate must be paid and any discounts, rebates or concessions applied. Council will issue notices on a half yearly basis during the periods 01 July to 31 December and 01 January to 30 June in the respective financial year. Council will responsibly ensure that the rates and charges applied are correct and are generally issued within the month of September and March to better take into account the financial cycle of the local economy.
Methods of Payment Council will accept the payment of rates by the following methods. • Cash • certain Credit Cards • EFTPOS / Electronic funds transfer • BPAY – Available through participating financial Institutions • Cheque Payments can be made at the following locations: • Administration Office 6 Perkins Street, Jundah. • Windorah Information Centre 7 Maryborough Street, Windorah • Stonehenge Information Centre 9 Stratford Street, Stonehenge • Jundah Information Centre 11 Dickson Street, Jundah • By Mail Barcoo Shire Council, PO Box 14, Jundah QLD 4736 Acceptance of a cheque and issue of a receipt are conditional on collection of the proceeds and until collection, no credit is given or implied. Property owners will be liable for any dishonour fees and discount will be lost where cheques are dishonoured and not rectified prior to the discount date.
Payments In Advance Payments in advance by way of lump sum or instalments may be accepted, however interest will not be payable on any credit balances held. Payment of Rates by Instalments Council has no specific policy on payment of rates by instalment and applications received are considered on merit and within the terms of the Section 129 of the Local Government Regulation 2012.
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BARCOO SHIRE COUNCIL BUDGET 2020‐2021
Time in which rates or charges must be paid Council has set the time in which rates and charges must be paid at thirty (30) clear days after the date of issue of the rate notice (s132 LGR).
C. Principles used for the recovery of rates and charges Council will exercise its rate recovery powers in order to reduce the overall rate burden on ratepayers. It will be guided by the principles of: • Transparency by making clear the obligations of ratepayers and the processes used by Council in assisting them meet their financial obligations; • Making the processes used to recover outstanding rates and charges clear, simple to administer and cost effective; • Capacity to pay in determining appropriate arrangements for different sectors of the community; • Equity by having regard to providing the same treatment for ratepayers with similar circumstances; and • Flexibility by responding where necessary to changes in the local economy An overdue rate is an amount of a rate payable to a local government that remains unpaid at the end of the period specified in the rate notice as the period within which the amount of the rate is payable, (including any amount of interest on the rate). With due regard for financial hardship, Council shall actively pursue the collection of outstanding rates and charges.
Standard Performance • 1st Notice issued within 21 days of end of discount period, • 2nd Notice issued subsequent to the first notice having regard for any correspondence and or contact (after 30 days and before 60 days for the issue of the second notice), • Clients will be given the opportunity to initiate an instalment plan satisfactory to both parties and that reduce the balance substantially to avoid an escalation of balances subsequent to new levies, • Where there has been no movement on an account or an instalment plan has defaulted, Council may with the issue of third and final notice refer the debt to a debt recovery agent, (elected through quotation or tender), • Generally an account will not be referred to the collection agent, unless it is $500 or greater in value, • All debts referred to a recovery agent, shall be subject to their terms and conditions of payment. • Payment plans will be considered even though Council has referred the debt to a collection agent, and; • Where the collection agent is unable to trace the interested parties, the account shall be referred back to Council and standard reminder notices will be forwarded periodically.
Further Action Where the collection agent has returned no result, Council may make a resolution, to proceed with legal action against the interested parties. Properties in default of payment for three (3) or more years may initiate action under Section 132 of the Local Government Regulation 2012 – Notice of intention to sell land for overdue rates or charges.
Exceptional Circumstances - Drought Relief or Natural Disaster Council may at its discretion grant some relief to rural ratepayers who are financially stressed by Budget Document Financial Policies & Operational Plan 2020-2021 Page 23 of 130
BARCOO SHIRE COUNCIL BUDGET 2020‐2021 drought or have been affected by a natural disaster. The relief may be in the form of an extension to the period during which Council will permit discount to be deducted from rates. This period shall be extended to the end of the period covered by the rate levy. This concession may be available only to primary producers who can provide objective evidence of financial difficulty arising from drought or natural disaster. The Department of Natural Resources, Mines and Energy shall be the determining body for the process of declaration of drought.
D. Principles used for concessions for rates and charges In considering the application of concessions, Council will be guided by the principles of: • Equity by having regard to the different levels of capacity to pay within the local community • The same treatment for ratepayers with similar circumstances • Transparency by making clear the requirements necessary to receive concessions • Flexibility to allow Council to respond to local economic issues. Consideration may be given by Council to granting a class concession in the event all or part of the local government area is declared a natural disaster area by the State Government. Rebates and Concessions Discount In accordance with Section 130 of the Local Government Regulation 2012, a discount of 10% is allowed on specified rates and charges if paid in full by the date determined on the rate notice. If Council is satisfied that a person liable to pay a rate has been prevented, by circumstances beyond the person’s control, from paying the rate in time to benefit from a discount undersection 130 of the Local Government Regulation 2012, may still allow the discount following written application by the ratepayer.
Pensioner Remissions Pensioners, who make application in the prescribed manner and are eligible, will be granted a 50% remission on all rates and charges, up to a maximum remission $750 per year. Remissions will only apply to categories 1, 2 and 3 being for the townships of Jundah, Windorah and Stonehenge. This provision does not apply to any other persons except pensioners. Prescribed pensioner means a pensioner:
• Who holds a current Pensioner Concession Card, issued by Centrelink or Department of Veterans’ Affairs. The Card must be produced by the applicant when making the application for remission, • Who either solely or jointly has the legal responsibility for the payment of the rate levy in respect of the parcel of rateable land, and; • Whose principle place of residence is the parcel of rateable land in respect of which they have the legal responsibility for the payment of the rate levy. Council may grant a rebate of rates and charges for land occupied only by pensioners only if the landowner agrees to pass the benefit of the rebate on to the pensioners.
Exempt Assessments General Charges Under Section 73 “Subsection (3)(i) gives the Council a general power to exempt land from rating by resolution, if it is used for “charitable” purposes. It is considered that the term “charitable” would be
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BARCOO SHIRE COUNCIL BUDGET 2020‐2021 given its technical legal meaning which is not limited to “charities” as the term is used in popular language, but extends to educational purposes, uses related to assistance to the poor, uses related to assistance to the sick and, very broadly, other purposes beneficial to the public. The use of the technical meaning, which is broader than the “popular” meaning in everyday speech, is supported by many cases from various jurisdictions dealing with similar legislation including the Privy Council’s decision in Ashfield Municipal Council v Joyce (1976) 34 LGRA 316, and the more recent NSW decision (subsequently upheld on appeal) in Bodalla Aboriginal Housing Co Ltd v Eurobodalla Shire Council (2011) 184 LGERA 315. Thus, subsection (3)(i) allows a local government to grant rates exemption whenever land is being used for a purpose which has a public service element, and which is conducted on a non-profit basis. The concept of “non-profit” does not necessarily require that revenue never exceeds expenses; what is required is that all revenue goes directly towards advancing the relevant public purpose, and that no individual makes a personal profit out of the operations of the activity.” Section 73 of the Regulation provides for further exemptions for land held for religious, recreation, sporting, hospital, educational and other charitable purposes.
Assessment Owner Amount 272-00000-000 Jundah Golf Club Incorporated $492 304-00000-000 Windorah Rodeo Club Incorporated $492 197-00000-000 Windorah Development Board Incorporated (Court House) $492 183-10000-000 Windorah Development Board Incorporated ( Post Office) $492
Assessment Owner Amount 189-00000-000 Roman Catholic Diocese of Toowoomba $492 63-50000-000 Roman Catholic Trust corporation for the Roman Catholic $492 diocese of Rockhampton 172-00000-000 St Clairs Anglican Church $492 35-00000-000 The Corporation of the Synod of the Diocese of $492 Rockhampton
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BARCOO SHIRE COUNCIL BUDGET 2020‐2021
E. Principles Used for Determining Cost Recovery Fees Cost‐Recovery Fees Council regulates various activities within the community in order to ensure a standard of amenity commensurate with public expectations and to comply with legislative requirements. The fees are not to be more than the cost to Council of taking the action for which the fee is charged. Council sets these fees each financial year. These fees are subject to change by Council resolution at any time.
Business Activities Sections 9 (Powers of local governments generally) and 262 (Powers in support of responsibilities) of the Local Government Act, 2009 provide the Council, as a legal entity, with powers to charge for services and facilities it supplies, other than a service or facility for which a cost-recovery fee may be fixed. Such business activity charges are for transactions where the Council is prepared to provide a service and the other party to the transaction can choose whether or not to avail itself of the service. The making of business activity charges may be delegated by the Council (recorded in the Delegations Register). Business activity charges are subject to the Goods and Services Tax. Such charges may be reviewed by the Council at any time. The nature, level and standard of the entitlement, facility or service is considered by the Council in the setting of business activity charges. Central to deliberations on these matters is the Council's community service obligation and the principle of social equity. The principle of "user pays" is considered only where the provision of a service, entitlement or facility may be in direct competition with private enterprise. Business activity charges include but are not confined to the following: rents, sale of fuel and goods, plant hire, private works and hire of facilities.
Contract and Private Work Contract and / or private work undertaken by the Council will be charged at rates not less favourable than commercial rates applicable at the time and as determined by Council from time to time.
Operating Capabilities, Borrowings, Depreciation and Provisions Borrowings Borrowings are as per Council’s adopted Debt and Borrowings Policy
Depreciation and Non‐Cash Expenses Council’s non-cash expenses including depreciation are to be fully funded.
Developer Costs Council is currently implementing a Priority Infrastructure Plan (PIP) which deals with development contribution and Council requirements.
Goods and Services Tax Goods and Services Tax (GST) is charged on any Council rates or charges, fees, services or materials where applicable and according to law.
Exempt Lands The lands mentioned in Section 93 of the Local Government Act 2009, are exempt lands within the Barcoo Shire Council.
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BARCOO SHIRE COUNCIL BUDGET 2020‐2021
Code of Competitive Conduct Council will not officially apply the Code of Competitive Conduct as defined by Section 19 of the Local Government Regulation 2012, however Council will apply full cost pricing to all activities undertaken by Council and shall continue to analyse and monitor all council activities to ensure overheads and on-costs are distributed equitably, competitive neutrality is observed and Community Service Obligations are identified and met.
RESPONSIBILITIES Chief Executive Officer is responsible for implementation of this Policy.
DELEGATIONS: N/A
RELATED LEGISLATION Local Government Act 2009 (LGA), s104 Financial Management Systems Local Government Regulation 2012 (LGR) s72 Revenue Statement Contents
REVIEW The Chief Executive Officer may without referral to Council, review and make amendments of a minor administrative nature that do not affect the intent of the policy, e.g. change of legislation, change of personnel responsibilities, repair drafting error, etc.
DEFINITIONS Nil
Budget Document Financial Policies & Operational Plan 2020-2021 Page 27 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget PPage - 1 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual
1000-0001 EXECUTIVE SERVICES
1000-0002 CORPORATE GOVERNANCE 1000-1120 GOV Contributions Received 0.00 99.00 814.43 723% 1000-1600 FBT Employee Contributions Received 0.00 0.00 979.88 ---% 1000-2000 GOV Executive Salaries 350,000.00 373,028.32 414,216.75 11% 1000-2010 GOV Mayors Allowance 106,100.00 108,222.00 89,019.90 -18% 1000-2011 GOV Councillors Remuneration 220,358.00 252,861.00 206,258.29 -18% 1000-2012 GOV Councillors Travel & Other exp 60,000.00 50,000.00 45,679.70 -9% 1000-2230 GOV Corporate & Community Planning 0.00 0.00 0.00 0% 1000-2235 GOV CEO Travel Expenses 50,000.00 40,000.00 27,716.23 -31% 1000-2240 GOV Civic Receptions & Entertain 15,000.00 30,000.00 20,817.29 -31% 1000-2241 GOV Conferences and Deputations 15,000.00 15,000.00 10,848.76 -28% 1000-2242 GOV Elections 5,000.00 0.00 4,748.85 ---% 1000-2245 GOV Other expenses 0.00 0.00 2,150.00 ---% ------1000-0002 CORPORATE GOVERNANCE TOTAL 0.00 99.00 1,794.31 >999% 821,458.00 869,111.32 821,455.77 -5%
1100-0002 PLANNING & DEVELOPMENT 1100-1200 P&D Application Fees 1,000.00 5,000.00 6,494.32 30% 1100-1201 P&D APPLICATION FEES GST EXEMPT 0.00 0.00 0.00 0% 1100-1300 PLANNING & DEVELOPMENT-MIPP2 POWER 0.00 0.00 0.00 0% 1100-1700 P&D Profit/Loss on Disp-Land 0.00 0.00 0.00 0% 1100-2204 P&D Consulting Planners Fees 25,000.00 25,000.00 49,720.78 99% 1100-2230 P&D Town Expansion 5,000.00 0.00 30,890.00 ---% 1100-2231 P&D General Expenses 0.00 2,000.00 0.00 -100% 1100-2240 P&D Building Application Expenses 7,500.00 2,000.00 0.00 -100% ------1100-0002 PLANNING & DEVELOPMENT TOTAL 1,000.00 5,000.00 6,494.32 30% 37,500.00 29,000.00 80,610.78 178%
1400-0002 EMERGENCY SERVICES 1400-1100 SES Operating Grant 17,000.00 17,000.00 59,272.73 249% 1400-1110 SES Subsidy 0.00 0.00 0.00 0% 1400-1111 SES Capital Grant 125,000.00 0.00 118,000.00 ---% 1400-1112 SES Get Ready Disaster Management 5,000.00 5,000.00 28,524.82 470% 1400-1113 SES Capital Contrib - Wind Fire Serv 0.00 5,000.00 25,000.00 400% 1400-2211 SES Operations 8,000.00 11,000.00 11,503.84 5% 1400-2215 SES Fire Brigade Operations 3,000.00 0.00 5,191.02 ---% 1400-2231 SES Get Ready Distaster Management 5,000.00 5,000.00 18,459.00 269% 1400-2240 SES Training 7,500.00 7,500.00 6,857.43 -9% 1400-2250 EME COVID-19 Expenses 0.00 0.00 10,557.83 ---% 1400-2420 SES Depreciation 10,000.00 7,501.00 6,875.95 -8% ------1400-0002 EMERGENCY SERVICES TOTAL 147,000.00 27,000.00 230,797.55 755% 33,500.00 31,001.00 59,445.07 92% ------1000-0001 EXECUTIVE SERVICES TOTAL 148,000.00 32,099.00 239,086.18 645% 892,458.00 929,112.32 961,511.62 3%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 28 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget PPage - 2 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 2000-0001 CORPORATE SERVICES
2000-0002 RATES & CHARGES 2000-1000 RATES General Rate Levy 1,024,127.00 1,110,486.58 1,073,518.83 -3% 2000-1001 RATES State Fire Levy 54,000.00 84,314.52 75,075.70 -11% 2000-1010 RATES General Rate Interest 4,000.00 5,500.00 6,453.39 17% 2000-1011 RATES State Fire Levy Interest 500.00 1,000.00 1,147.66 15% 2000-1090 RATES General Rate Discount (89,000.00) (94,000.00) (94,666.21) 1% 2000-1091 RATES General Rate Write Off (2,500.00) (3,000.00) (3,316.55) 11% 2000-1092 RATES General Rate Council Subsidy (4,000.00) (3,900.00) (3,940.20) 1% 2000-1093 RATES Refunds 0.00 0.00 0.00 0% 2000-1094 RATES Ex-gratia payments in lieu 1,500.00 1,656.00 3,198.48 93% 2000-2240 RATES Valuation Fees 6,200.00 6,100.00 790.20 -87% 2000-2250 RATES State Fire Levy Payments 50,000.00 79,800.00 43,654.15 -45% ------2000-0002 RATES & CHARGES TOTAL 988,627.00 1,102,057.10 1,057,471.10 -4% 56,200.00 85,900.00 44,444.35 -48%
2100-0002 ADMINISTRATION 2100-1110 ADM Training Subsidies 15,000.00 5,000.00 5,909.10 18% 2100-1200 ADM Rate Searches 500.00 500.00 1,090.02 118% 2100-1210 ADM Fees & Charges 400.00 63.00 52.05 -17% 2100-1254 ADM Gain on Revaluation of Assets 0.00 0.00 0.00 0% 2100-1500 ADM General Insurance Claims Rcvd 0.00 0.00 0.00 0% 2100-1600 ADM Sundry Revenue 1,200.00 2,267.00 2,659.03 17% 2100-1601 ADM Outback Regional Roads Sec 0.00 0.00 0.00 0% 2100-1700 ADM Profit/Loss on Sale Council Land 0.00 0.00 0.00 0% 2100-1800 ADM General Subsriptions Refunds 0.00 0.00 0.00 0% 2100-1900 ADM Private Works Revenue 10,000.00 10,000.00 10,626.56 6% 2100-1910 ADM Shire History Book 1,500.00 1,223.00 1,722.16 41% 2100-2000 ADM Corporate Service Salaries 675,000.00 751,561.17 715,835.10 -5% 2100-2020 ADM Corp Svces Travel Training&Conf 25,000.00 10,000.00 1,328.12 -87% 2100-2044 ADM Fringe Benefits Tax 10,000.00 24,000.00 8,018.00 -67% 2100-2200 ADM Advertising 8,000.00 15,000.00 13,880.83 -7% 2100-2205 ADM Contract Fees 120,000.00 150,000.00 309,743.46 106% 2100-2211 ADM Office Building Maintenance 45,000.00 40,000.00 36,788.91 -8% 2100-2225 ADM General Subscriptions 55,000.00 55,000.00 54,669.21 -1% 2100-2240 ADM Outback Regional Roads Sec 0.00 0.00 0.00 0% 2100-2241 ADM Employee Uniforms 7,500.00 4,900.00 4,323.52 -12% 2100-2242 ADM Insurance inc Public Liability 210,000.00 175,674.00 210,013.66 20% 2100-2244 ADM Maintenance Office Equipment 30,000.00 18,000.00 14,645.23 -19% 2100-2245 ADM Computer Op & Maintenance 175,000.00 200,000.00 264,454.65 32% 2100-2246 ADM Legal Expenses 30,000.00 41,000.00 34,652.03 -15% 2100-2247 ADM History Book 0.00 0.00 0.00 0% 2100-2248 ADM Postage 4,500.00 5,000.00 5,752.09 15% 2100-2249 ADM Printing and Stationery 20,000.00 30,000.00 31,574.26 5% 2100-2250 ADM Removal Expenses 20,000.00 20,000.00 19,847.49 -1% 2100-2251 ADM Sundry Expenses 5,000.00 5,000.00 2,221.72 -56% 2100-2252 ADM Telephone Expenses 40,000.00 30,000.00 27,924.64 -7% 2100-2253 ADM Asset Valuation Fees 7,500.00 25,000.00 92,160.00 269% 2100-2254 ADM Loss on Asset Revaluation 0.00 0.00 0.00 0% 2100-2255 ADM Cents Rounding 0.00 50.00 34.16 -32%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 29 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget PPage - 3 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 2100-2256 ADM Recruitment Expenses 5,000.00 0.00 0.00 0% 2100-2257 ADM IT Transition 110,000.00 0.00 2,787.27 ---% 2100-2258 ADMINISTRATION-Assets Stocktake Adj 0.00 0.00 0.00 0% 2100-2259 Impairment Expense 0.00 0.00 0.00 0% 2100-2420 ADM Depn Admin Buildings 125,000.00 124,402.24 114,035.39 -8% 2100-2440 ADM Depn Furn & Equip 10,000.00 17,072.32 15,649.63 -8% 2100-2470 ADM Depreciation Other 0.00 0.00 0.00 0% 2100-2550 ADM Land Council Owned Expenses 30,000.00 14,000.00 12,743.31 -9% 2100-2557 ADM Employee Rent Subsidy 100,000.00 88,400.00 85,815.07 -3% 2100-2558 ADM Private Works Expenses 10,000.00 10,000.00 11,715.65 17% 2100-2559 ADM Council Land Rates 0.00 0.00 136.75 ---% ------2100-0002 ADMINISTRATION TOTAL 28,600.00 19,053.00 22,058.92 16% 1,877,500.00 1,854,059.73 2,090,750.15 13%
2200-0002 ONCOSTS RECOVERY 2200-2020 ONC Expense Annual Leave 450,000.00 450,000.00 447,460.10 -1% 2200-2021 ONC Expense Sick Leave 200,000.00 200,000.00 211,207.57 6% 2200-2022 ONC Expense Long Service Leave 75,000.00 75,000.00 55,536.95 -26% 2200-2023 ONC Expense Bereavement Leave 10,000.00 10,000.00 1,041.81 -90% 2200-2024 ONC Expense Public Holidays 170,000.00 130,000.00 130,985.23 1% 2200-2026 ONC Expense Staff Training 100,000.00 100,000.00 103,092.82 3% 2200-2027 Paid Parental Leave 0.00 0.00 8,912.17 ---% 2200-2028 ONC Expense WH & S 100,000.00 155,000.00 189,546.75 22% 2200-2029 ONC Expense Quality Assurance 25,000.00 25,000.00 24,109.02 -4% 2200-2030 ONC Expense Workers Compensation 90,000.00 90,000.00 140,678.60 56% 2200-2031 ONC Expense FP & LT 20,000.00 20,000.00 7,242.63 -64% 2200-2032 ONC Expense Wet Weather 20,000.00 20,000.00 32,353.18 62% 2200-2033 ONC Expense EBA Salaries 0.00 0.00 0.00 0% 2200-2041 ONC Expense Freight Other 60,000.00 60,000.00 7,775.56 -87% 2200-2060 ONC Expense Superannuation 500,000.00 500,000.00 501,895.08 0% 2200-2110 ONC Recovery Administration (425,000.00) (425,000.00) (506,836.24) 19% 2200-2115 ONC Recovery Works Supervision 0.00 0.00 0.00 0% 2200-2120 ONC Recovery Annual Leave (360,000.00) (360,000.00) (401,074.01) 11% 2200-2121 ONC Recovery Sick Leave (120,000.00) (120,000.00) (121,847.41) 2% 2200-2122 ONC Recovery Long Service Leave (80,000.00) (80,000.00) (84,225.52) 5% 2200-2123 ONC Recovery Bereavement Leave 0.00 0.00 0.00 0% 2200-2124 ONC Recovery Public Holidays (120,000.00) (120,000.00) (129,600.07) 8% 2200-2126 ONC Recovery Training (60,000.00) (60,000.00) (63,923.60) 7% 2200-2127 ONC Recovery EBA Expenses (1,000.00) (2,000.00) (1,118.98) -44% 2200-2128 ONC Recovery WH&S/QA (90,000.00) (90,000.00) (92,825.31) 3% 2200-2130 ONC Recovery Workers Comp (70,000.00) (70,000.00) (77,056.48) 10% 2200-2131 ONC Recovery FP< (5,000.00) (5,000.00) (2,892.95) -42% 2200-2132 ONC Recovery Wet Weather (12,000.00) (12,000.00) (15,143.01) 26% 2200-2133 ONC Recovery EBA Salaries 0.00 0.00 (2.09) ---% 2200-2141 ONC Recovery Freight Other (125,000.00) (125,000.00) (166,717.36) 33% 2200-2160 ONC Recovery Superannuation (380,000.00) (380,000.00) (412,375.50) 9% 2210-1430 ONC Workers Comp Reimbursement 0.00 0.00 14,645.82 ---% 2210-2430 ONC Workers Comp Wages Paid 0.00 0.00 0.00 0% ------2200-0002 ONCOSTS RECOVERY TOTAL 0.00 0.00 14,645.82 ---% (28,000.00) (14,000.00) (213,801.06)>999%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 30 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget PPage - 4 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 2300-0002 FINANCE 2300-1400 FIN Interest Received Operating Acc 4,000.00 100.00 89.74 -10% 2300-1410 FIN Interest Received Investments 190,000.00 125,000.00 183,919.82 47% 2300-1700 FIN Gain on recognition of Assets 0.00 0.00 0.00 0% 2300-2202 FIN Audit Fees 55,000.00 76,200.00 58,179.77 -24% 2300-2310 FIN Interest Paid Operating Acc 0.00 0.00 0.00 0% 2300-2315 FIN ATO Interest Charges 0.00 0.00 0.00 0% 2300-2330 FIN Bank Fees 20,000.00 22,000.00 24,273.74 10% 2300-2335 FIN Bank Errors 0.00 0.00 0.00 0% 2300-2340 FIN Bad & Doubtful Debts 5,000.00 2,000.00 0.00 -100% 2300-2345 FIN Dishonoured Cheques 0.00 0.00 0.00 0% 2310-0003 RURAL ELECTRICITY SCHEME 2310-1230 RES Admin Fee 0.00 0.00 0.00 0% 2310-1430 RES Loan Interest rec'd 1,437.00 1,156.00 0.00 -100% 2310-2330 RES QTC Interest Paid 1,437.00 1,156.00 1,411.65 22% ------2310-0003 RURAL ELECTRICITY SCHEME TOTAL 1,437.00 1,156.00 0.00 -100% 1,437.00 1,156.00 1,411.65 22% ------2300-0002 FINANCE TOTAL 195,437.00 126,256.00 184,009.56 46% 81,437.00 101,356.00 83,865.16 -17%
2400-0002 NON-SPECIFIC GRANTS & SUBSIDIES 2400-1100 FAGS Grant 2,875,902.00 1,401,954.00 2,896,634.00 107% 2400-1200 Federal Government Resiliance Grants 0.00 0.00 0.00 0% ------2400-0002 NON-SPECIFIC GRANTS & SUBSIDIES TOTAL 2,875,902.00 1,401,954.00 2,896,634.00 107% 0.00 0.00 0.00 0% ------2000-0001 CORPORATE SERVICES TOTAL 4,088,566.00 2,649,320.10 4,174,819.40 58% 1,987,137.00 2,027,315.73 2,005,258.60 -1%
3000-0001 COMMUNITY DEVELOPMENT
3000-0002 COMM LIBRARIES 3000-1110 LIB Subsidies 2,750.00 2,736.00 2,736.36 0% 3000-1200 LIB Fees & Internet 0.00 0.00 0.00 0% 3000-2000 LIB Library Salaries 65,000.00 55,000.00 53,932.18 -2% 3000-2211 LIB Libraries Operation & Maint 17,500.00 15,000.00 16,806.55 12% ------3000-0002 COMM LIBRARIES TOTAL 2,750.00 2,736.00 2,736.36 0% 82,500.00 70,000.00 70,738.73 1% 3100-0002 PLAY GROUPS 3100-1100 PLAY Grant 0.00 0.00 0.00 0% 3100-2211 PLAY Jundah Operation & Maintenance 2,000.00 1,500.00 1,268.16 -15% 3100-2212 PLAY Windorah Operation & Maintenanc 1,500.00 1,500.00 496.36 -67% 3100-2420 PLAY Dep'n Buildings 7,700.00 7,909.09 7,249.73 -8% ------3100-0002 PLAY GROUPS TOTAL 0.00 0.00 0.00 0% 11,200.00 10,909.09 9,014.25 -17%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 31 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget PPage - 5 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 3200-0002 JUNDAH POSTAL OPERATIONS 3200-1200 PO Sales & Collections 20,000.00 21,000.00 23,515.61 12% 3200-1201 PO EFTPOS Charges Received 100.00 100.00 39.12 -61% 3200-1600 PO Commissions 27,000.00 30,000.00 14,998.73 -50% 3200-2000 PO Salaries 70,000.00 75,402.09 81,892.70 9% 3200-2211 PO Maintenance & Repairs 68,150.00 5,000.00 802.89 -84% 3200-2215 PO Operating Expenses 5,500.00 3,000.00 2,991.75 0% 3200-2216 PO Freight Expenses 5,000.00 0.00 0.00 0% 3200-2220 PO Purchases 20,000.00 21,000.00 20,922.23 0% 3200-2240 PO Business Expenses 0.00 0.00 0.00 0% 3200-2330 PO EFTPOS & Credit Card Charges 500.00 1,000.00 764.02 -24% ------3200-0002 JUNDAH POSTAL OPERATIONS TOTAL 47,100.00 51,100.00 38,553.46 -25% 169,150.00 105,402.09 107,373.59 2%
3300-0002 JUNDAH GENERAL FOOD STORE 3300-1400 JUNDAH Roadhouse Capital Grant 1,064,000.00 0.00 1,017,527.27 ---% 3300-1500 JUNDAH STORE Sales Fuel 250,000.00 400,000.00 385,759.42 -4% 3300-1501 JUNDAH STORE Sales General 500,000.00 780,000.00 724,651.89 -7% 3300-2100 JUNDAH STORE Purch Fuel 225,000.00 340,000.00 329,348.78 -3% 3300-2101 JUNDAH STORE Purch General 410,000.00 741,000.00 688,957.68 -7% 3300-2102 JUNDAH STORE Community Donations 500.00 0.00 0.00 0% 3300-2150 JUNDAH STORE Stock on hand 0.00 0.00 0.00 0% 3300-2230 JUNDAH STORE Operating Expenditure 230,000.00 230,600.00 285,786.89 24% 3300-2239 JUNDAH STORE Merchant Fees 0.00 0.00 0.00 0% 3300-2330 JUNDAH STORE Interest on Loans 0.00 0.00 0.00 0% 3300-2420 JUNDAH STORE Depreciation 30,000.00 62,500.00 0.00 -100% ------3300-0002 JUNDAH GENERAL FOOD STORE TOTAL 1,814,000.00 1,180,000.00 2,127,938.58 80% 895,500.00 1,374,100.00 1,304,093.35 -5%
3400-0002 HALLS & COMMUNITY CENTRES 3400-1100 HALLS & COMM Capital Grants 322,500.00 100,000.00 10,957.91 -89% 3400-1150 HALLS & COMMUNITY -Federal DCP 2019 0.00 0.00 85,000.00 ---% 3400-1200 HALLS & COMM Hire Charges 0.00 1,200.00 932.71 -22% 3400-2211 HALLS & COM Jundah Operation & Maint 20,000.00 20,000.00 19,126.86 -4% 3400-2213 HALLS & COMM Stonehenge Hall Op&M 25,000.00 25,000.00 22,206.19 -11% 3400-2214 HALLS & COMM Stonehenge Comm Op & M 40,000.00 0.00 59.08 ---% 3400-2222 HALLS & COMM Windorah Op & M 30,000.00 30,000.00 26,112.74 -13% 3400-2230 HALLS & COMM Stonehenge RFDS 500.00 500.00 374.21 -25% 3400-2420 HALLS & COMM Depreciation 83,345.00 118,305.53 108,446.74 -8% 3400-2440 HALLS & COMM Depreciation Furniture& 0.00 0.00 0.00 0% ------3400-0002 HALLS & COMMUNITY CENTRES TOTAL 322,500.00 101,200.00 96,890.62 -4% 198,845.00 193,805.53 176,325.82 -9%
3500-0002 SHIRE PROMOTION & COORDINATION 3500-1101 PROMO General Grants Subsidies 0.00 117,994.00 0.00 -100% 3500-1102 PROMO Capital Grants 100,000.00 50,000.00 0.00 -100% 3500-1200 PROMO Jundah Info Centre Fees 0.00 0.00 0.00 0% 3500-1600 PROMO Merchandise Sales 300.00 50.00 18.18 -64% 3500-2210 PROMO VIC Jundah 110,000.00 122,632.00 129,009.77 5% 3500-2211 PROMO VIC Maintenance 0.00 0.00 0.00 0%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 32 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget PPage - 6 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 3500-2220 PROMO VIC Windorah 160,000.00 168,163.00 167,753.21 0% 3500-2230 PROMO VIC STONEHENGE 70,000.00 67,000.00 64,197.10 -4% 3500-2240 PROMO Area Promos & Merch 60,000.00 37,000.00 36,763.01 -1% 3500-2241 PROMO RAPAD Contribution 70,000.00 167,994.00 56,000.00 -67% 3500-2242 PROMO Tidy Town Garden Comp 0.00 0.00 0.00 0% 3500-2243 PROMO Community Development - Funded 10,000.00 10,000.00 6,834.60 -32% 3500-2244 PROMO Community Dvlpment & Training 0.00 0.00 0.00 0% 3500-2420 PROMO Depreciation VIC 16,565.00 17,224.00 15,785.83 -8% 3500-2440 PROMO RTC F&F Depreciation 0.00 0.00 0.00 0% 3550-0003 OQTA Awards 3550-1000 OQTA Revenue 0.00 0.00 1,636.36 ---% 3550-2000 OQTA Expenses 0.00 0.00 0.00 0% ------3550-0003 OQTA Awards TOTAL 0.00 0.00 1,636.36 ---% 0.00 0.00 0.00 0% ------3500-0002 SHIRE PROMOTION & COORDINATION TOTAL 100,300.00 168,044.00 1,654.54 -99% 496,565.00 590,013.00 476,343.52 -19%
3600-0002 CARAVAN PARKS 3600-1150 VAN Capital Grant 0.00 0.00 0.00 0% 3600-1200 VAN Park Fees 135,000.00 120,000.00 162,701.04 36% 3600-2211 VAN Park Oper & Maint Jundah 90,000.00 120,000.00 122,764.93 2% 3600-2212 VAN Park Oper & Maint Windorah 90,000.00 80,000.00 72,435.62 -9% 3600-2213 VAN Park Op & Mtc Stonehenge 27,500.00 20,000.00 21,152.28 6% 3600-2420 VAN Depreciation Buildings 33,525.00 43,430.00 39,810.97 -8% 3600-2470 VAN Depreciation Other 10,000.00 6,284.00 5,759.53 -8% ------3600-0002 CARAVAN PARKS TOTAL 135,000.00 120,000.00 162,701.04 36% 251,025.00 269,714.00 261,923.33 -3%
3700-0002 AIRPORT TICKETING Operation 3700-1600 AIRPORT Ticket Sales 0.00 0.00 0.00 0% 3700-2120 AIRPORT Ticket Payments 0.00 0.00 0.00 0% ------3700-0002 AIRPORT TICKETING Operation TOTAL 0.00 0.00 0.00 0% 0.00 0.00 0.00 0% 3800-0002 COMMUNITY TRANSPORT 3800-1200 COMM TRAN Hire Charges 0.00 100.00 0.00 -100% 3800-1600 COMM TRAN Contrib Community Vehicle 0.00 0.00 0.00 0% 3800-2210 COMM TRAN Op & Maint 2,000.00 15,000.00 0.00 -100% ------3800-0002 COMMUNITY TRANSPORT TOTAL 0.00 100.00 0.00 -100% 2,000.00 15,000.00 0.00 -100%
3900-0002 TELECOMMUNICATIONS FACILITIES 3900-1100 TELECOMM Grants 0.00 0.00 1,516.94 ---% 3900-1200 TELECOMM Telstra Credit 0.00 2,500.00 472.46 -81% 3900-2211 TELECOMM Jundah TV Op&Maint 8,500.00 8,500.00 19,617.16 131% 3900-2212 TELECOMM Windorah TV Op&Maint 8,500.00 8,500.00 7,955.84 -6% 3900-2213 TELECOMM S'henge TV Op&Maint 8,500.00 8,500.00 6,914.22 -19% 3900-2240 TELECOMM Repeater Network Expenses 10,000.00 10,000.00 649.44 -94%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 33 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget PPage - 7 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 3900-2245 TELECOMM FM Radio Operations 0.00 0.00 4,340.29 ---% 3900-2250 TELECOMM - River Gauge Mntce 30,000.00 30,000.00 20,398.15 -32% 3900-2300 TELECOMM Optic Fibre Project 0.00 0.00 0.00 0% 3900-2310 TELECOMM Optic Fibre Project Reimb. 0.00 0.00 0.00 0% 3900-2350 TELECOMMUNICATIONS -IT NETWORK 140,000.00 124,345.00 120,837.71 -3% 3900-2470 TELECOMM Depreciation Sat TV Other 7,100.00 6,661.00 6,105.54 -8% 3900-2475 TELECOMM Depreciation Network Other 35,000.00 26,281.00 24,090.79 -8% ------3900-0002 TELECOMMUNICATIONS FACILITIES TOTAL 0.00 2,500.00 1,989.40 -20% 247,600.00 222,787.00 210,909.14 -5%
4000-0002 COUNCIL HOUSING 4000-1200 CNCL Jundah Housing Capital Grant 250,000.00 0.00 0.00 0% 4000-1300 CNCL HOUSE Rent 275,000.00 280,000.00 290,987.27 4% 4000-1400 CNCL HOUSE Other Rental Income 0.00 0.00 0.00 0% 4000-1500 CNCL HOUSE Electricity Refunds 0.00 0.00 0.00 0% 4000-1600 CNCL HOUSE Profit/Loss on Disposal 0.00 0.00 0.00 0% 4000-2211 CNCL HOUSE Operation & Maint 250,000.00 250,000.00 234,131.02 -6% 4000-2212 CNCL HOUSE Rates 42,000.00 38,545.00 37,605.44 -2% 4000-2213 CNCL HOUSE Insurance 0.00 0.00 0.00 0% 4000-2290 CNCL HOUSE Small Debt w/o 0.00 0.00 0.00 0% 4000-2420 CNCL HOUSE Building Depreciation 270,000.00 264,314.18 242,288.19 -8% 4000-2440 CNCL HOUSE Depreciation Furn & Fit 0.00 0.00 0.00 0% 4000-2470 CNCL HOUSE Depreciation Other Struct 0.00 0.00 0.00 0% ------4000-0002 COUNCIL HOUSING TOTAL 525,000.00 280,000.00 290,987.27 4% 562,000.00 552,859.18 514,024.65 -7%
4200-0002 RECREATION ACTIVITIES 4200-1100 REC Sport & Rec Grant 0.00 0.00 0.00 0% 4200-1101 REC Sports Amenities Grants 0.00 0.00 0.00 0% 4200-1150 RECREATION - Federal Govt Grants 0.00 50,000.00 50,000.00 0% 4200-1200 REC Facilities Hire 0.00 0.00 0.00 0% 4200-1210 REC - Dept Local Goverment Infrastru 0.00 0.00 0.00 0% 4200-1220 REC Jundah Pool Revenue 0.00 0.00 0.00 0% 4200-1600 REC Solar Energy Scheme Rebate 15,000.00 45,000.00 8,659.48 -81% 4200-2206 REC Contributions 100,000.00 60,000.00 29,439.50 -51% 4200-2211 REC Fac Oper & Mtce- Jundah 25,700.00 17,000.00 17,652.97 4% 4200-2212 REC Fac Oper & Mtce Windorah 57,700.00 17,000.00 20,757.44 22% 4200-2213 REC Fac Oper & Mtce S'henge 16,700.00 8,000.00 21,865.10 173% 4200-2215 REC Swim Pool Operation & Maint 60,000.00 60,000.00 59,111.15 -1% 4200-2216 REC Jundah Racecourse Operation & Ma 60,000.00 5,000.00 3,483.56 -30% 4200-2230 REC Sports Planning Exp 0.00 0.00 1,322.90 ---% 4200-2235 Jundah Sports Complex 10,000.00 0.00 0.00 0% 4200-2240 REC Bursaries 10,000.00 10,000.00 9,250.00 -8% 4200-2241 REC Solar Energy Scheme Expenses 0.00 0.00 0.00 0% 4200-2420 REC Depreciation Buildings 140,000.00 158,255.00 145,067.33 -8% 4200-2470 REC Depreciation Other 15,000.00 16,198.00 14,848.30 -8% ------4200-0002 RECREATION ACTIVITIES TOTAL 15,000.00 95,000.00 58,659.48 -38% 495,100.00 351,453.00 322,798.25 -8%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 34 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget PPage - 8 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 4300-0002 ARTS & CULTURE 4300-1100 ARTS RADF Grant 10,000.00 10,000.00 10,000.00 0% 4300-1101 ARTS Historical Restoration Grant 0.00 0.00 0.00 0% 4300-2206 ARTS RADF Expenses 21,000.00 11,000.00 14,363.64 31% 4300-2211 ARTS Jundah Museum Op & Mtce 10,000.00 8,000.00 2,779.16 -65% 4300-2220 ARTS Shire History Preservation 2,000.00 2,000.00 0.00 -100% 4300-2223 ARTS Shenge Historical Restoration 2,000.00 2,000.00 0.00 -100% 4300-2420 ARTS Depreciation-Museum Buildings 13,000.00 13,306.00 12,196.64 -8% 4300-2440 ARTS Depreciation-Museum Furn & Fitt 55.00 55.00 50.27 -9% ------4300-0002 ARTS & CULTURE TOTAL 10,000.00 10,000.00 10,000.00 0% 48,055.00 36,361.00 29,389.71 -19% ------3000-0001 COMMUNITY DEVELOPMENT TOTAL 2,971,650.00 2,010,680.00 2,792,110.75 39% 3,459,540.00 3,792,403.89 3,482,934.34 -8%
5000-0001 WORKS & SERVICES
5000-0002 ENGINEER SUPPORT SERVICES 5000-1000 ENG Works Services Private Works 250,000.00 70,000.00 1,208,878.99 >999% 5000-1010 ENG Private Works Profit/Loss 0.00 0.00 1,785.91 ---% 5000-1100 ENG NDRA Disaster Mitigation Plan 0.00 0.00 0.00 0% 5000-1110 ENG LGGSP Capital Grant 0.00 0.00 32,400.00 ---% 5000-1150 ENG Disaster Mitigat. Capital Grant 0.00 45,000.00 0.00 -100% 5000-1200 ENGINEER SUPPO- ENG W4QLD Grant 2019 0.00 0.00 0.00 0% 5000-2000 ENG Engineer Expenditure 300,000.00 300,000.44 383,044.47 28% 5000-2010 ENG Works GIS Services 75,000.00 50,000.00 45,098.14 -10% 5000-2100 ENG Works Supervision Salaries 300,000.00 300,000.10 249,595.24 -17% 5000-2110 ENG Works Supervison Expenses 120,000.00 125,000.00 119,302.63 -5% 5000-2111 ENG Works Office Administration 150,000.00 149,999.54 150,531.51 0% 5000-2112 ENG Works Office Employee Uniforms 7,500.00 7,500.00 9,805.79 31% 5000-2113 ENG Works Office Maintenance 20,000.00 20,000.00 17,280.28 -14% 5000-2114 ENG Works Printing & Stationery 7,500.00 7,500.00 7,370.37 -2% 5000-2115 ENG Works Training, Travel, Conf 4,000.00 4,000.00 2,590.00 -35% 5000-2116 ENG Works Office Phone 0.00 0.00 40.20 ---% 5000-2117 ENG Works Office Sundries 0.00 0.00 215.99 ---% 5000-2118 ENG Works and Services Private Works 250,000.00 70,000.00 928,586.48 >999% 5000-2120 ENG Disaster Mitigation Plan Exp 10,000.00 25,000.00 1,237.11 -95% 5000-2121 ENG Works Project Planning and Desig 125,000.00 20,000.00 13,967.57 -30% 5000-2130 Landfill Rehabilitation Expense 0.00 0.00 0.00 0% 5000-2190 ENG Overhead Recoveries (280,000.00) (350,000.00) (356,234.68) 2% ------5000-0002 ENGINEER SUPPORT SERVICES TOTAL 250,000.00 115,000.00 1,243,064.90 981% 1,089,000.00 729,000.08 1,572,431.10 116%
5100-0002 COUNCIL DEPOT 5100-1000 DEPOT Capital Grants 0.00 0.00 0.00 0% 5100-2210 DEPOT Jundah Operation & Maintenance 60,000.00 75,000.00 103,100.50 37% 5100-2211 DEPOT Windorah Op & Maintenance 17,500.00 15,000.00 15,222.92 1% 5100-2212 DEPOT Stonehenge Operation & Mainten 20,000.00 20,000.00 17,790.56 -11% 5100-2213 DEPOT Building Works Insurance 0.00 0.00 0.00 0% 5100-2420 DEPOT Depreciation Buildings 90,000.00 96,687.00 88,630.46 -8%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 35 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget PPage - 9 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 5100-2440 DEPOT Depreciation Furniture & Fitti 200.00 172.00 157.92 -8% 5100-2470 DEPOT Depreciation Other 60,000.00 60,867.00 55,795.29 -8% ------5100-0002 COUNCIL DEPOT TOTAL 0.00 0.00 0.00 0% 247,700.00 267,726.00 280,697.65 5%
5200-0002 PLANT OPERATION & MAINTENANCE 5200-1110 PLANT Fuel Subsidies 50,000.00 140,000.00 50,174.00 -64% 5200-1200 PLANT Minor Plant Hire 0.00 0.00 0.00 0% 5200-1300 PLANT Insurance Claims Received 0.00 0.00 0.00 0% 5200-1600 PLANT Rego Refund 0.00 1,384.00 1,423.20 3% 5200-1700 PLANT Profit/ Loss on Disposal 200,000.00 (100,000.00) (47,470.97) -53% 5200-2100 PLANT Hire Recoveries (5,050,000.00) (5,100,000.00) (5,075,051.37) 0% 5200-2110 PLANT Overhead Costs 0.00 0.00 0.00 0% 5200-2120 PLANT External Hire of Plant 800,000.00 354,480.00 822,079.47 132% 5200-2130 PLANT-Interest Expense 0.00 0.00 0.00 0% 5200-2140 PLANT Employee Contributions (FBT) 0.00 0.00 0.00 0% 5200-2210 PLANT Maintenance Costs 650,000.00 920,000.00 919,029.88 0% 5200-2235 PLANT Operating Expenses 820,000.00 998,410.00 976,946.66 -2% 5200-2242 PLANT Insurance 0.00 54,138.11 58,138.38 7% 5200-2430 PLANT Depreciation 800,000.00 866,995.00 794,745.48 -8% ------5200-0002 PLANT OPERATION & MAINTENANCE TOTAL 250,000.00 41,384.00 4,126.23 -90% (1,980,000.00) (1,905,976.89) (1,504,111.50) -21%
5300-0002 STORES 5300-1000 STORES Private Works Revenue 50,000.00 20,000.00 24,862.59 24% 5300-1100 STORES Private Works Profit/Loss 0.00 0.00 (51.23) ---% 5300-1200 STORES Depot Fuel Revenue 70,000.00 55,200.00 45,295.19 -18% 5300-2000 STORES Salaries 120,000.00 99,857.09 129,178.33 29% 5300-2140 STORES Recoveries (50,000.00) (40,000.00) (42,117.17) 5% 5300-2141 STORES Recoveries Administration (90,000.00) (75,000.00) (84,233.83) 12% 5300-2240 STORES Adjustments 25,000.00 25,000.00 45,967.54 84% 5300-2241 STORES Freight 75,000.00 35,000.00 13,927.12 -60% 5300-2242 STORES Maintenance 30,000.00 10,000.00 9,125.04 -9% 5300-2300 STORES Depot Fuel Expense 50,000.00 48,000.00 396,278.04 726% 5300-2600 STORES Private Works Expense 50,000.00 20,000.00 19,657.97 -2% ------5300-0002 STORES TOTAL 120,000.00 75,200.00 70,106.55 -7% 210,000.00 122,857.09 487,783.04 297%
5400-0002 ROAD GRANTS & SUBSIDIES 5400-1101 ROADS FAGS Grant Identified Roads 1,013,290.00 503,438.00 1,019,323.00 102% 5400-1110 ROADS Grants DLG Program 276,000.00 0.00 0.00 0% 5400-1120 ROADS W4Q Capital Grants 0.00 0.00 510,000.00 ---% 5400-1150 ROADS TIDS Capital Grant 0.00 0.00 0.00 0% 5400-1152 ROADS Jericho Windorah Rd 13/14 0.00 0.00 0.00 0% 5400-2151 ROADS QR Jericho Windorah Rd 0.00 0.00 0.00 0% 5400-2156 ROADS TIDS TMR Design Costs 0.00 0.00 0.00 0% ------5400-0002 ROAD GRANTS & SUBSIDIES TOTAL 1,289,290.00 503,438.00 1,529,323.00 204% 0.00 0.00 0.00 0%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 36 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget Page - 10 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 5500-0002 RECOVERABLE CAPITAL WORKS 5500-1100 ROADS Roads to Recovery Grants 710,542.00 1,065,813.00 1,065,813.00 0% 5500-1500 ROADS DMR Flood Damage 0.00 0.00 0.00 0% 5500-1501 ROADS Shire Flood Damage 3,600,000.00 3,320,500.00 7,777,050.18 134% 5500-1502 ROADS DMR Minor Work Contract Reven 0.00 1,360,800.00 0.00 -100% 5500-1503 ROADS DLGCC Resilliance Roads Grants 0.00 193,200.00 82,800.00 -57% 5500-1504 ROADS TIDS Recurrent Grant 35,000.00 225,000.00 0.00 -100% 5500-1505 RECOVERABLE-ROADS NDRP CAPITAL GRANT 0.00 0.00 0.00 0% 5500-1506 ROADS Maintenanc Shire Flood Damage 3,600,000.00 3,320,500.00 0.00 -100% 5500-1517 ROADS DMR CTWD 1003 Jundah Quilpie 400,000.00 0.00 305,247.17 ---% 5500-1526 ROADS DMR Flood Damage CEND 1526 0.00 0.00 0.00 0% 5500-1641 ROADS DMR Windorah- Bedourie 0.00 0.00 0.00 0% 5500-2270 ROADS DMR Jundah Quilpie Works 360,000.00 0.00 244,146.73 ---% 5500-2271 ROADS R2R DMR Jundah Quilpie Works 0.00 0.00 0.00 0% 5500-2272 ROADS Shire Flood Damage Expenses 4,000,000.00 3,320,500.00 0.00 -100% 5500-2273 ROADS Resiliance Projects 0.00 0.00 0.00 0% 5500-2274 ROADS DMR Windorah Bedourie Road 0.00 1,292,760.00 0.00 -100% 5500-2275 ROADS DMR Minor Work Contract Exp 0.00 0.00 0.00 0% 5500-2276 ROADS TIDS Main Roads Expense 0.00 225,000.00 0.00 -100% ------5500-0002 RECOVERABLE CAPITAL WORKS TOTAL 8,345,542.00 9,485,813.00 9,230,910.35 -3% 4,360,000.00 4,838,260.00 244,146.73 -95%
5600-0002 RECOV MAINTENANCE WORKS 5600-1500 RECOV RMPC Revenue Routine Contract 2,500,000.00 2,731,508.00 3,769,722.45 38% 5600-1510 RECOV Private Works Revenue 0.00 0.00 0.00 0% 5600-1520 RECOV Private Works Profit/Loss 0.00 0.00 0.00 0% 5600-1530 RECOV P/works Mics Depot Sales 0.00 0.00 0.00 0% 5600-1540 RECOV Regional Roads ORRG Revenue 200,000.00 0.00 151,263.80 ---% 5600-1550 RECOV W4Q Recurrent Road Grants 0.00 0.00 0.00 0% 5600-2150 RECOV Regional Roads ORRG Expenses 200,000.00 0.00 99,396.57 ---% 5600-2160 RECOV W4Q Road Maintenance 0.00 0.00 0.00 0% 5600-2270 RECOV RMPC Expenses - Routine 2,300,000.00 2,594,932.60 3,855,379.70 49% 5600-2280 RECOV Private Works Expenses 0.00 0.00 0.00 0% 5600-2290 RECOV Private Works - Small DR w/off 0.00 0.00 2,312.50 ---% ------5600-0002 RECOV MAINTENANCE WORKS TOTAL 2,700,000.00 2,731,508.00 3,920,986.25 44% 2,500,000.00 2,594,932.60 3,957,088.77 52%
5700-0002 SHIRE ROADWORKS MAINTENANCE 5700-1210 ROADS - DLGGC Funding 0.00 0.00 0.00 0% 5700-1220 ROADS- DCP FUNDING 0.00 0.00 330,000.00 ---% 5700-2211 ROADS Street Maintenance-Jundah 25,000.00 25,000.00 22,686.17 -9% 5700-2212 ROADS Street Maintenance-Windorah 30,000.00 30,000.00 26,235.00 -13% 5700-2213 ROADS Street Maintenance-Stonehenge 15,000.00 15,000.00 18,832.29 26% 5700-2214 ROADS Maintenance 900,000.00 900,000.00 899,784.72 0% 5700-2450 Write off of Flood Damaged Roads 0.00 0.00 0.00 0% 5700-2460 ROADS Depreciation 2,000,000.00 5,052,657.00 4,631,601.66 -8% ------5700-0002 SHIRE ROADWORKS MAINTENANCE TOTAL 0.00 0.00 330,000.00 ---% 2,970,000.00 6,022,657.00 5,599,139.84 -7%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 37 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget Page - 11 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 5800-0002 STREET SERVICES 5800-2209 STREET Lighting 15,000.00 10,000.00 9,538.29 -5% 5800-2211 STREET Cleaning Jundah 7,500.00 7,500.00 2,167.42 -71% 5800-2212 STREET Cleaning Windorah 25,000.00 12,000.00 12,928.87 8% 5800-2213 STREET Cleaning Stonehenge 2,500.00 2,500.00 813.33 -67% ------5800-0002 STREET SERVICES TOTAL 0.00 0.00 0.00 0% 50,000.00 32,000.00 25,447.91 -20%
5900-0002 WORKSHOP 5900-1000 WORKSHOP Private Works Revenue 10,000.00 10,000.00 11,424.27 14% 5900-1100 WORKSHOP Private Works Profit/Loss 0.00 0.00 (162.05) ---% 5900-2000 WORKSHOP Administration & Salaries 210,000.00 113,351.30 127,150.98 12% 5900-2010 WORKSHOP Vehicle Expense 35,000.00 0.00 0.00 0% 5900-2020 WORKSHOP Equipment 25,000.00 14,000.00 11,973.93 -14% 5900-2100 WORKSHOP Maintenence 50,000.00 12,000.00 16,034.97 34% 5900-2110 WORKSHOP Operating Expenses 30,000.00 24,000.00 23,753.21 -1% 5900-2200 WORKSHOP Consumables 30,000.00 32,000.00 37,611.78 18% 5900-2600 WORKSHOP Private Works Expense 10,000.00 10,000.00 12,004.27 20% ------5900-0002 WORKSHOP TOTAL 10,000.00 10,000.00 11,262.22 13% 390,000.00 205,351.30 228,529.14 11%
6000-0002 AERODROMES 6000-1100 AERODROMES Grants 188,000.00 0.00 86,577.38 ---% 6000-1200 AERODROMES Windorah Turnaround Fees 17,500.00 17,500.00 16,358.27 -7% 6000-1300 AERODROMES Windorah Airport Lease 0.00 0.00 0.00 0% 6000-1400 AERODROMES - Windorah Fuel Revenue 400,000.00 420,000.00 404,612.69 -4% 6000-2100 AERODROMES - Windorah Fuel Operation 360,000.00 365,400.00 54,989.78 -85% 6000-2211 AERODROMES Jundah Operation & Maint 20,000.00 20,000.00 20,301.53 2% 6000-2212 AERODROMES Windorah Op & Maint 150,000.00 120,000.00 113,581.61 -5% 6000-2213 AERODROMES Stonehenge Op & Maint 10,000.00 10,000.00 10,158.70 2% 6000-2420 AERODROMES Depreciation Buildings 10,000.00 9,266.00 8,494.18 -8% 6000-2440 AERODROMES Depn Furniture & Fittings 3,000.00 3,785.00 3,289.99 -13% 6000-2460 AERODROMES Depn Roads 135,000.00 149,161.00 136,731.22 -8% 6000-2470 AERODROMES Depn Other Structures 35,000.00 42,346.00 38,817.25 -8% ------6000-0002 AERODROMES TOTAL 605,500.00 437,500.00 507,548.34 16% 723,000.00 719,958.00 386,364.26 -46%
6100-0002 GARBAGE REMOVAL 6100-1000 GARBAGE Charges 41,000.00 45,330.32 43,688.09 -4% 6100-1010 GARBAGE Interest on Charges 150.00 300.00 315.13 5% 6100-1090 GARBAGE Charges Discount (3,500.00) (3,500.00) (3,708.17) 6% 6100-1091 GARBAGE Charges Write Off 0.00 0.00 0.00 0% 6100-1092 GARBAGE Charges Cncl Subsidy (1,000.00) (1,000.00) (870.94) -13% 6100-2211 GARBAGE Jundah Collection 16,000.00 30,000.00 46,031.30 53% 6100-2212 GARBAGE Windorah collection 22,000.00 30,000.00 45,637.95 52% 6100-2213 GARBAGE Stonehenge Collection 10,000.00 10,000.00 11,051.99 11% 6100-2430 GARBAGE Depn Plant & Equipment 0.00 0.00 0.00 0% ------6100-0002 GARBAGE REMOVAL TOTAL 36,650.00 41,130.32 39,424.11 -4% 48,000.00 70,000.00 102,721.24 47%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 38 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget Page - 12 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 6200-0002 REFUSE TIP OPERATING EXPENSES 6200-2211 REFUSE Jundah Tip Oper & Maint 40,000.00 35,000.00 33,614.72 -4% 6200-2212 REFUSE Windorah Tip Oper & Maint 40,000.00 30,000.00 20,594.53 -31% 6200-2213 REFUSE S'henge Tip Oper & Maint 15,000.00 12,000.00 3,144.73 -74% ------6200-0002 REFUSE TIP OPERATING EXPENSES TOTAL 0.00 0.00 0.00 0% 95,000.00 77,000.00 57,353.98 -26%
6300-0002 CEMETERIES 6300-1150 CEM-Capital Grants 0.00 0.00 0.00 0% 6300-2211 CEM Jundah Operation & Maint 15,000.00 10,000.00 10,645.06 6% 6300-2212 CEM Windorah Operation & Maint 15,000.00 10,000.00 4,546.41 -55% 6300-2213 CEM Stonehenge Op & Maint 10,000.00 10,000.00 7,749.57 -23% 6300-2470 CEM Depreciation Structures 1,555.00 1,637.45 1,501.04 -8% ------6300-0002 CEMETERIES TOTAL 0.00 0.00 0.00 0% 41,555.00 31,637.45 24,442.08 -23%
6400-0002 WATER 6400-1000 WATER Charges Levy 207,500.00 226,523.00 215,759.78 -5% 6400-1005 WATER Charges Excess 15,000.00 12,000.00 12,402.96 3% 6400-1010 WATER Charges Interest 1,500.00 2,000.00 2,460.07 23% 6400-1090 WATER Charges Discount (16,000.00) (17,000.00) (17,677.57) 4% 6400-1091 WATER Charges Write Off 0.00 0.00 0.00 0% 6400-1092 WATER Charges Council Subsidy (6,200.00) (6,200.00) (6,218.36) 0% 6400-1100 WATER Capital Grants 287,500.00 1,494,978.76 0.00 -100% 6400-1150 WATER Federal Govt Grants 0.00 893,042.00 0.00 -100% 6400-1200 WATER Sale of Water 1,000.00 2,000.00 136.35 -93% 6400-1201 WATER Service Connection Fees 0.00 0.00 0.00 0% 6400-1540 WATER- WATER Outback Regional Water 120,000.00 0.00 80,727.31 ---% 6400-2100 WATER Overhead Costs 0.00 0.00 0.00 0% 6400-2120 WATER Outback Alliance Group 120,000.00 0.00 388,583.76 ---% 6400-2211 WATER Jundah Oper & Maint 250,000.00 225,334.00 185,973.12 -17% 6400-2212 WATER Windorah Oper & Maint 200,000.00 140,334.00 161,102.06 15% 6400-2213 WATER Stonehenge Oper & Maint 160,000.00 125,334.00 163,101.57 30% 6400-2310 WATER Interest on Loan 0.00 0.00 0.00 0% 6400-2420 WATER Depreciation Buildings 0.00 0.00 0.00 0% 6400-2450 WATER Depreciation Infrastructure 210,000.00 318,969.00 200,721.55 -37% ------6400-0002 WATER TOTAL 610,300.00 2,607,343.76 287,590.54 -89% 940,000.00 809,971.00 1,099,482.06 36%
6500-0002 PARKS & GARDENS 6500-1200 PARK Capital Funding 0.00 0.00 0.00 0% 6500-2211 PARK Jundah Operation & Mtce 100,000.00 100,000.00 171,776.17 72% 6500-2212 PARK Windorah Operation & Maint 100,000.00 100,000.00 114,205.92 14% 6500-2213 PARK Stonehenge Operation & Maint 50,000.00 50,000.00 41,433.53 -17% 6500-2214 PARKS & GARDENS Pensioner Yards 0.00 0.00 0.00 0% 6500-2420 PARK Depreciation Buildings 32,000.00 32,839.00 30,102.44 -8% 6500-2470 PARK Depreciation Other Structures 32,000.00 39,135.00 35,874.29 -8% ------6500-0002 PARKS & GARDENS TOTAL 0.00 0.00 0.00 0% 314,000.00 321,974.00 393,392.35 22%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 39 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget Page - 13 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 6600-0002 ENVIRONMENTAL HEALTH 6600-1200 ENV Licences & Registration 600.00 800.00 754.52 -6% 6600-1201 ENV Health Fees & Permits 0.00 0.00 0.00 0% 6600-1600 ENV EPA Fee Relief 0.00 0.00 0.00 0% 6600-2204 ENV Environmental Health Officer 15,000.00 5,000.00 673.64 -87% 6600-2206 ENV Donations & Contributions 0.00 0.00 0.00 0% 6600-2225 ENV Environmental Licence 7,500.00 8,000.00 6,518.18 -19% 6600-2230 ENV Mosquito Control Jundah 4,000.00 2,000.00 1,256.36 -37% 6600-2231 ENV Mosquito Control Windorah 4,000.00 2,000.00 621.48 -69% 6600-2232 ENV Mosquito Control Stonehenge 2,000.00 1,000.00 623.13 -38% 6600-2240 ENV General Expenses Health 500.00 500.00 0.00 -100% 6600-2420 ENV Depreciation Health Buildings 0.00 0.00 0.00 0% ------6600-0002 ENVIRONMENTAL HEALTH TOTAL 600.00 800.00 754.52 -6% 33,000.00 18,500.00 9,692.79 -48%
6700-0002 GRAVEL OPERATION 6700-1600 GRAVEL Operations Screened Revenue 0.00 100,000.00 0.00 -100% 6700-1601 GRAVEL Operations Unscreened Revenue 270,000.00 1,100,000.00 778,820.44 -29% 6700-2240 GRAVEL Operations Screened Expendi 0.00 50,000.00 0.00 -100% 6700-2241 GRAVEL Operation Unscreened Expendit 200,000.00 550,000.00 226,850.25 -59% ------6700-0002 GRAVEL OPERATION TOTAL 270,000.00 1,200,000.00 778,820.44 -35% 200,000.00 600,000.00 226,850.25 -62% ------5000-0001 WORKS & SERVICES TOTAL 14,487,882.00 17,249,117.08 17,953,917.45 4% 12,231,255.00 15,555,847.63 13,191,451.69 -15%
7000-0001 LAND WATER AND ANIMAL MANAGEMENT
7000-0002 ANIMAL CONTROL 7000-1100 ANIMAL Management Grants 0.00 0.00 0.00 0% 7000-1200 ANIMAL Registration Fees 1,000.00 1,500.00 1,224.22 -18% 7000-1210 ANIMAL Impounding Fees 0.00 0.00 0.00 0% 7000-1220 ANIMAL Management Contributions 0.00 0.00 0.00 0% 7000-1291 ANIMAL Registration W/off 0.00 (500.00) (400.00) -20% 7000-2240 ANIMAL General Expenses 1,000.00 500.00 66.00 -87% ------7000-0002 ANIMAL CONTROL TOTAL 1,000.00 1,000.00 824.22 -18% 1,000.00 500.00 66.00 -87%
7100-0002 RURAL SERVICES 7100-1120 RURAL AWI Grant 0.00 0.00 0.00 0% 7100-1125 RURAL QFPI Grant 105,000.00 115,000.00 133,710.75 16% 7100-1130 RURAL SERVICES RURAL DC Grant 45,000.00 0.00 0.00 0% 7100-1200 RURAL Baiting Fees 130,000.00 127,870.96 127,731.28 0% 7100-1205 RURAL Baiting Fees Interest 500.00 1,303.00 1,226.93 -6% 7100-1210 RURAL Agistment and other Fees 15,000.00 20,000.00 31,825.25 59% 7100-1500 RURAL RLPB Collection Fees 1,500.00 0.00 6,277.37 ---% 7100-2100 RURAL Overhead Costs 0.00 0.00 0.00 0% 7100-2125 RURAL Dog Monitoring Expenses 0.00 0.00 0.00 0% 7100-2130 RURAL Advisory Committee Travel 2,600.00 1,500.00 1,423.50 -5% 7100-2214 RURAL Land Protection Services Costs 211,000.00 200,000.00 198,880.26 -1%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 40 of 130 20 General Ledger2020.3.24.1 Revenue and Expenditure Budget Page - 14 (Accounts: 1000-0001-0000 to 8200-7395-0000. All report groups. 100% of year elapsed. To Details. Excludes committed costs) BARCOO SHIRE COUNCIL (Budget for full year) Financial Year Ending 2020 Printed(PAULH): 28-07-2020 2:35:55 PM ======------REVENUE ------EXPENDITURE ------Original 2020/2021 30 Jun 2020 Original 2020/2021 30 Jun 2020 Budget Budget Actual Budget Budget Actual 7100-2215 RURAL Town Common Maintenance 15,000.00 15,000.00 17,964.50 20% 7100-2240 RURAL Baiting Subsidy Expenses 160,000.00 127,870.96 118,314.36 -7% 7100-2242 RURAL Rural Lands Precept 45,000.00 42,480.00 41,444.36 -2% 7100-2243 AWI Project Expenses 0.00 0.00 338.45 ---% 7100-2244 RURAL SERVICES QFPI Project Expenses 75,000.00 60,000.00 55,507.98 -7% 7100-2246 RURAL SERVICES CPWIDDP Project Expen 0.00 538,000.00 555,031.59 3% 7100-2250 RURAL RLPB Remittances 0.00 0.00 0.00 0% ------7100-0002 RURAL SERVICES TOTAL 297,000.00 264,173.96 300,771.58 14% 508,600.00 984,850.96 988,905.00 0%
7200-0002 LAND CAPITAL & PRIVATE WORKS 7200-1500 LAND DNR Revenue 0.00 10,000.00 5,580.29 -44% 7200-1510 LAND Protection P/wks Revenue 10,000.00 15,000.00 0.00 -100% 7200-2240 LAND DNR Expenses 0.00 10,000.00 0.00 -100% 7200-2270 LAND Protection Private Works Exp 10,000.00 12,000.00 9,505.18 -21% ------7200-0002 LAND CAPITAL & PRIVATE WORKS TOTAL 10,000.00 25,000.00 5,580.29 -78% 10,000.00 22,000.00 9,505.18 -57% ------7000-0001 LAND WATER AND ANIMAL MANAGEMENT TOTAL 308,000.00 290,173.96 307,176.09 6% 519,600.00 1,007,350.96 998,476.18 -1% ======TOTAL REVENUE AND EXPENDITURE 22,004,098.00 22,231,390.14 25,467,109.87 15% 19,089,990.00 23,312,030.53 20,639,632.43 -11%
Budget Document Financial Policies & Operational Plan 2020-2021 Page 41 of 130 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Comprehensive Income
Line item Annual result Jun-15A Jun-16A Jun-17A Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F
Income
Revenue Operating revenue Net rates, levies and charges 1,017.56 1,146.45 1,072.56 1,107.11 1,209.55 1,293.38 1,353.71 1,387.02 1,421.15 1,459.98 1,499.77 1,540.57 1,582.38 1,625.24 1,669.17 Fees and charges 122.24 112.79 116.89 155.83 201.02 227.35 181.26 184.67 188.14 192.85 197.67 202.61 207.67 212.87 218.19 Rental income 238.25 298.65 296.25 316.64 266.13 290.99 280.00 285.26 290.63 297.89 305.34 312.97 320.80 328.82 337.04 Interest received 365.03 380.75 272.16 252.03 286.66 172.00 100.87 11.01 10.60 10.86 11.13 11.41 11.70 11.99 12.29 Sales revenue 3,496.00 7,436.30 7,957.88 8,308.08 7,737.41 7,978.02 7,230.10 8,669.10 4,021.73 4,122.28 4,225.33 4,330.97 4,439.24 4,550.22 4,663.98 Profit from investments ------Other income 70.69 80.07 468.31 58.52 48.34 147.93 27.32 27.83 28.35 29.06 29.79 30.53 31.30 32.08 32.88 Grants, subsidies, contributions and donations 5,557.76 6,703.22 14,018.06 5,650.55 5,065.30 4,188.75 5,903.72 4,752.11 4,451.48 4,562.77 4,676.84 4,793.76 4,913.60 5,036.44 5,162.35 Total operating revenue 10,867.53 16,158.22 24,202.11 15,848.77 14,814.39 14,298.42 15,076.98 15,317.00 10,412.08 10,675.69 10,945.88 11,222.82 11,506.69 11,797.66 12,095.90
Capital revenue Grants, subsidies, contributions and donations 5,927.00 3,670.83 4,994.33 3,433.29 4,856.51 11,191.13 8,389.53 878.07 498.17 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00
Total revenue 16,794.53 19,829.05 29,196.43 19,282.06 19,670.90 25,489.55 23,466.51 16,195.07 10,910.25 12,675.69 12,945.88 13,222.82 13,506.69 13,797.66 14,095.90
Capital income Total capital income 68.00 - (85.23) (431.51) (262.59) (47.47) (100.00) 101.88 103.80 100.00 100.00 100.00 100.00 100.00 100.00
Total income 16,862.53 19,829.05 29,111.20 18,850.56 19,408.32 25,442.08 23,366.51 16,296.95 11,014.04 12,775.69 13,045.88 13,322.82 13,606.69 13,897.66 14,195.90
Expenses
Operating expenses Employee benefits 4,509.00 4,932.55 5,448.05 5,659.77 5,363.60 4,585.19 5,649.14 5,755.35 5,863.55 5,863.55 5,863.55 5,863.55 5,863.55 5,863.55 5,863.55 Materials and services 3,515.00 10,107.57 17,498.79 7,645.22 7,515.99 9,259.42 10,074.68 9,221.41 4,441.47 4,441.47 4,441.47 4,441.47 4,441.47 4,441.47 4,441.47 Finance costs 9.00 24.76 10.87 6.74 16.88 27.11 24.79 26.54 31.79 36.84 38.49 39.35 39.62 39.07 37.89 Depreciation and amortisation 3,530.00 3,685.04 3,895.67 4,214.00 5,666.46 7,401.31 7,813.17 8,449.63 8,601.02 8,751.57 8,902.95 9,040.08 9,174.72 8,647.38 8,340.01 Other expenses ------Total operating expenses 11,563.00 18,749.92 26,853.38 17,525.72 18,562.93 21,273.02 23,561.78 23,452.93 18,937.82 19,093.42 19,246.45 19,384.44 19,519.36 18,991.46 18,682.91
Capital expenses Total capital expenses - 3,518.38 - - 441.87 ------
Total expenses 11,563.00 22,268.30 26,853.38 17,525.72 19,004.80 21,273.02 23,561.78 23,452.93 18,937.82 19,093.42 19,246.45 19,384.44 19,519.36 18,991.46 18,682.91
Net result 5,299.53 (2,439.25) 2,257.82 1,324.83 403.52 4,169.06 (195.26) (7,155.98) (7,923.78) (6,317.74) (6,200.58) (6,061.62) (5,912.67) (5,093.80) (4,487.01)
Tax equivalents
Net result before tax equivalents 5,299.53 (2,439.25) 2,257.82 1,324.83 403.52 4,169.06 (195.26) (7,155.98) (7,923.78) (6,317.74) (6,200.58) (6,061.62) (5,912.67) (5,093.80) (4,487.01) Tax equivalents payable ------Net result after tax equivalents 5,299.53 (2,439.25) 2,257.82 1,324.83 403.52 4,169.06 (195.26) (7,155.98) (7,923.78) (6,317.74) (6,200.58) (6,061.62) (5,912.67) (5,093.80) (4,487.01)
Other comprehensive income
Items that will not be reclassified to net result
Budget Document Financial Policies & Operational Plan 2020-2021 Page 42 of 130 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Comprehensive Income
Line item Annual result Jun-15A Jun-16A Jun-17A Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F
Increase (decrease) in asset revaluation surplus 8,091.36 3,729.88 4,250.15 (1,141.50) (11,103.27) ------Miscellaneous comprehensive income ------Total other comprehensive income for the year 8,091.36 3,729.88 4,250.15 (1,141.50) (11,103.27) ------
Total comprehensive income for the year 13,390.89 1,290.63 6,507.97 183.33 (10,699.75) 4,169.06 (195.26) (7,155.98) (7,923.78) (6,317.74) (6,200.58) (6,061.62) (5,912.67) (5,093.80) (4,487.01)
Operating result
Operating revenue 10,867.53 16,158.22 24,202.11 15,848.77 14,814.39 14,298.42 15,076.98 15,317.00 10,412.08 10,675.69 10,945.88 11,222.82 11,506.69 11,797.66 12,095.90 Operating expenses 11,563.00 18,749.92 26,853.38 17,525.72 18,562.93 21,273.02 23,561.78 23,452.93 18,937.82 19,093.42 19,246.45 19,384.44 19,519.36 18,991.46 18,682.91 Operating result (695.47) (2,591.70) (2,651.28) (1,676.95) (3,748.54) (6,974.59) (8,484.79) (8,135.93) (8,525.74) (8,417.74) (8,300.58) (8,161.62) (8,012.67) (7,193.80) (6,587.01)
Budget Document Financial Policies & Operational Plan 2020-2021 Page 43 of 130 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Financial Position
Line item Annual result Jun-15A Jun-16A Jun-17A Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F
Assets
Current assets Cash and cash equivalents 13,131.00 16,268.70 10,757.48 9,867.89 10,267.04 11,198.02 ------Trade and other receivables 850.00 2,548.89 3,242.18 2,639.79 1,611.27 1,838.36 1,797.23 2,184.09 1,271.30 1,299.80 1,336.21 1,369.89 1,404.41 1,435.85 1,476.05 Inventories 623.00 762.36 757.82 884.09 591.11 615.14 615.14 615.14 615.14 615.14 615.14 615.14 615.14 615.14 615.14 Other current assets - - 36.46 67.90 93.24 46.81 45.43 39.42 32.93 32.93 31.93 31.93 31.93 31.93 31.93
Non-current assets held for sale ------
Total current assets 14,604.00 19,579.95 14,793.94 13,459.67 12,562.66 13,698.33 2,457.80 2,838.65 1,919.37 1,947.86 1,983.28 2,016.95 2,051.47 2,082.92 2,123.12
Non-current assets Inventories ------Trade and other receivables ------Investments ------
Land 901.00 901.42 850.75 894.84 933.78 933.78 933.78 933.78 933.78 933.78 933.78 933.78 933.78 933.78 933.78 Land improvements ------Buildings 18,304.00 18,592.13 19,802.12 20,530.79 20,692.17 22,502.31 22,283.67 21,474.32 20,612.04 19,797.67 18,930.37 18,110.98 17,238.67 16,414.27 15,536.95 Plant & equipment 8,285.00 8,381.46 8,166.84 6,594.70 7,180.58 8,449.17 9,915.29 9,454.73 8,869.11 8,158.44 7,322.71 6,361.93 5,276.09 4,743.09 4,543.78 Furniture & fittings 216.00 187.48 193.76 169.74 197.66 167.50 137.35 107.20 77.04 46.89 16.74 - - - - Roads, drainage & bridge network 133,082.00 142,052.82 148,185.51 149,247.19 131,178.91 133,708.58 141,218.26 138,047.93 134,854.27 131,637.27 128,396.94 125,133.28 121,846.28 118,535.95 115,202.29 Water 5,115.00 5,178.98 5,263.80 5,256.73 5,604.26 5,380.26 7,987.84 7,716.65 7,445.46 7,174.27 6,903.07 6,631.88 6,360.69 6,089.50 5,818.30 Sewerage ------Miscellaneous 5,600.00 1,502.81 1,994.90 2,813.00 9,429.50 9,128.62 10,055.67 9,550.00 9,044.27 8,538.46 8,032.59 7,526.65 7,020.64 6,514.57 6,008.42 Work in progress 644.00 2,147.00 1,016.10 1,183.96 2,832.26 306.19 ------Property, plant & equipment 172,147.00 178,944.11 185,473.78 186,690.95 178,049.11 180,576.40 192,531.86 187,284.60 181,835.96 176,286.77 170,536.20 164,698.50 158,676.15 153,231.15 148,043.52 Other non-current assets 63.00 68.92 55.18 40.88 26.00 10.49 3.00 2.00 1.00 ------
Total non-current assets 172,210.00 179,013.03 185,528.96 186,731.83 178,075.11 180,586.90 192,534.86 187,286.60 181,836.96 176,286.77 170,536.20 164,698.50 158,676.15 153,231.15 148,043.52
Total assets 186,814.00 198,592.99 200,322.90 200,191.50 190,637.77 194,285.23 194,992.66 190,125.25 183,756.33 178,234.63 172,519.48 166,715.45 160,727.62 155,314.07 150,166.64
Liabilities
Current liabilities Overdraft ------570.17 2,907.95 4,827.81 5,628.76 6,109.28 6,366.87 6,291.71 5,976.86 5,311.54 Trade and other payables 1,505.00 6,337.12 1,761.89 1,488.57 2,367.02 1,857.32 2,202.37 2,159.61 1,794.61 1,789.70 1,794.61 1,794.61 1,794.61 1,789.70 1,794.61 Borrowings 10.00 10.35 10.85 11.39 11.95 12.53 6.45 ------Provisions 239.09 70.20 292.19 283.07 279.53 279.53 279.53 279.53 279.53 279.53 279.53 279.53 279.53 279.53 279.53 Other current liabilities ------
Total current liabilities 1,754.09 6,417.67 2,064.93 1,783.03 2,658.50 2,149.38 3,058.53 5,347.09 6,901.95 7,697.99 8,183.41 8,441.01 8,365.85 8,046.10 7,385.68
Non-current liabilities Trade and other payables 216.00 236.97 ------Borrowings 62.00 52.92 42.18 30.89 18.93 6.45 ------Provisions 148.92 397.35 219.75 198.22 480.64 480.64 480.64 480.64 480.64 480.64 480.64 480.64 480.64 480.64 480.64 Other non-current liabilities ------
Total non-current liabilities 426.92 687.24 261.94 229.10 499.57 487.09 480.64 480.64 480.64 480.64 480.64 480.64 480.64 480.64 480.64
Budget Document Financial Policies & Operational Plan 2020-2021 Page 44 of 130 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Financial Position
Line item Annual result Jun-15A Jun-16A Jun-17A Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F
Total liabilities 2,181.00 7,104.91 2,326.86 2,012.13 3,158.07 2,636.47 3,539.16 5,827.73 7,382.59 8,178.63 8,664.05 8,921.65 8,846.49 8,526.73 7,866.32
Net community assets 184,633.00 191,488.08 197,996.04 198,179.38 187,479.70 191,648.76 191,453.50 184,297.52 176,373.74 170,056.00 163,855.43 157,793.81 151,881.14 146,787.34 142,300.32
Community equity
Asset revaluation surplus 135,842.00 145,136.16 149,386.31 148,244.81 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 Retained surplus 48,791.00 46,351.92 48,609.73 49,934.57 50,338.09 54,507.15 54,311.89 47,155.91 39,232.13 32,914.39 26,713.82 20,652.20 14,739.53 9,645.73 5,158.71
Total community equity 184,633.00 191,488.08 197,996.04 198,179.38 187,479.63 191,648.69 191,453.43 184,297.46 176,373.68 170,055.94 163,855.36 157,793.74 151,881.07 146,787.27 142,300.26
Reconciliation
Net community assets to community equity - - - (0.00) 0.07 0.07 0.07 0.07 0.07 0.07 0.07 0.07 0.07 0.07 0.07
Budget Document Financial Policies & Operational Plan 2020-2021 Page 45 of 130 QTC Local Government Forecasting Model—Barcoo Shire Council All outputs are in thousands ($'000) unless otherwise indicated Statement of Changes in Equity
Control Panel 1. Select Scenario 2. Whole of Council or Business 3 Select Business Units 4 Normalise Results 5. Print Whole of Council Whole of [Inactive BU] 4 Use median cash balance for Print Summary Selected Business Units [Inactive BU] 2 [Inactive BU] 5 Normalise for selected grant
[Inactive BU] 3 [Inactive BU] 6
Line item Annual result Jun-15A Jun-16A Jun-17A Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F
Statement of Changes in Equity
Asset revaluation surplus
Opening balance 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 Net result na na na na na na na na na na Increase in asset revaluation surplus ------Internal payments made na na na na na na na na na na Closing balance 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54 137,141.54
Retained surplus
Opening balance 50,338.09 54,507.15 54,311.89 47,155.91 39,232.13 32,914.39 26,713.82 20,652.20 14,739.53 9,645.73 Net result 4,169.06 (195.26) (7,155.98) (7,923.78) (6,317.74) (6,200.58) (6,061.62) (5,912.67) (5,093.80) (4,487.01) Increase in asset revaluation surplus na na na na na na na na na na Internal payments made ------Closing balance 50,338.09 54,507.15 54,311.89 47,155.91 39,232.13 32,914.39 26,713.82 20,652.20 14,739.53 9,645.73 5,158.71
Total
Opening balance 187,479.63 191,648.69 191,453.43 184,297.46 176,373.68 170,055.94 163,855.36 157,793.74 151,881.07 146,787.27 Net result 4,169.06 (195.26) (7,155.98) (7,923.78) (6,317.74) (6,200.58) (6,061.62) (5,912.67) (5,093.80) (4,487.01) Increase in asset revaluation surplus ------Internal payments made ------Closing balance 187,479.63 191,648.69 191,453.43 184,297.46 176,373.68 170,055.94 163,855.36 157,793.74 151,881.07 146,787.27 142,300.26
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Budget Document Financial Policies & Operational Plan 2020-2021 Page 46 of 130 QTC Local Government Forecasting Model—Barcoo Shire Council Statement of Cash Flows
Line item Annual result Jun-15A Jun-16A Jun-17A Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F
Cash flows from operating activities
Receipts from customers 6,139.00 10,281.00 10,314.17 11,600.62 11,923.22 9,462.56 8,963.88 9,795.65 6,547.56 5,783.83 5,926.59 6,080.65 6,235.97 6,397.96 6,555.55 Payments to suppliers and employees (9,420.00) (10,814.93) (29,125.09) (15,121.07) (13,366.35) (14,380.00) (15,402.76) (15,043.97) (10,694.93) (10,334.83) (10,325.02) (10,329.93) (10,329.93) (10,334.83) (10,325.02) Payments for land held as inventory ------Proceeds from sale of land held as inventory ------Dividend received ------Interest received 365.03 380.75 272.16 252.04 286.66 172.00 100.87 9.08 3.72 (1.07) (2.44) (3.02) (3.01) (2.17) (0.69) Rental income 238.14 298.65 296.25 316.64 266.13 289.51 280.42 285.05 290.41 297.63 305.00 312.66 320.48 328.53 336.66 Non-capital grants and contributions 5,560.36 4,061.81 14,018.06 5,650.55 5,065.30 4,147.26 5,772.94 4,838.44 4,476.31 4,554.88 4,666.73 4,784.42 4,904.03 5,027.73 5,151.20 Borrowing costs (9.00) (24.76) (10.87) (6.74) (16.88) (1.42) (0.79) (0.15) ------Tax equivalents paid to General ------Dividend paid to General ------Payment of provision ------Other cash flows from operating activities - - - - - 22.33 ------
Net cash inflow from operating activities 2,873.53 4,182.51 (4,235.33) 2,692.05 4,158.07 (287.75) (285.45) (115.91) 623.06 300.43 570.86 844.78 1,127.54 1,417.22 1,717.70
Cash flows from investing activities
Payments for property, plant and equipment (7,572.00) (5,132.99) (6,623.78) (8,203.43) (9,338.54) (9,928.60) (19,768.62) (3,202.38) (3,152.38) (3,202.38) (3,152.38) (3,202.38) (3,152.38) (3,202.38) (3,152.38) Payments for intangible assets ------Net movement in loans and advances ------Proceeds from sale of property, plant and equipment 131.00 426.68 363.80 1,199.26 734.43 ------Grants, subsidies, contributions and donations 5,927.00 3,670.83 4,994.33 3,433.29 4,856.51 11,191.13 8,389.53 878.07 498.17 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 Other cash flows from investing activities - - - - - (31.90) (91.12) 108.89 111.29 101.00 101.00 100.00 100.00 100.00 100.00
Net cash inflow from investing activities (1,514.00) (1,035.48) (1,265.66) (3,570.88) (3,747.60) 1,230.62 (11,470.21) (2,215.42) (2,542.92) (1,101.38) (1,051.38) (1,102.38) (1,052.38) (1,102.38) (1,052.38)
Cash flows from financing activities
Proceeds from borrowings ------Repayment of borrowings (26.83) (9.25) (10.24) (10.76) (11.32) (11.90) (12.53) (6.45) ------Repayments made on finance leases ------
Net cash inflow from financing activities (26.83) (9.25) (10.24) (10.76) (11.32) (11.90) (12.53) (6.45) ------
Total cash flows
Net increase in cash and cash equivalent held 1,332.70 3,137.79 (5,511.22) (889.59) 399.15 930.97 (11,768.19) (2,337.78) (1,919.86) (800.95) (480.52) (257.59) 75.16 314.85 665.32
Opening cash and cash equivalents 11,798.68 13,131.38 16,269.17 10,757.95 9,868.36 10,267.04 11,198.02 (570.17) (2,907.95) (4,827.81) (5,628.76) (6,109.28) (6,366.87) (6,291.71) (5,976.86)
Closing cash and cash equivalents 13,131.38 16,269.17 10,757.95 9,868.36 10,267.04 11,198.02 (570.17) (2,907.95) (4,827.81) (5,628.76) (6,109.28) (6,366.87) (6,291.71) (5,976.86) (5,311.54)
Reconciliation
Closing cash balance to Statement of Financial Position (0.38) (0.47) (0.47) (0.47) ------
Budget Document Financial Policies & Operational Plan 2020-2021 Page 47 of 130 Barcoo Shire Council Capital Works Plan 2019-20 2020-21 2021-22
Expenditure Total Budget Capital Grant General Expenditure Total Budget Capital Grant General Carry Over 2020-21 Type Fund Asset Sales Loan Reserves Contributions Carry Over 2021-22 Type Fund Asset Sales Loan Reserves Contributions Capital Works To Date 2020-21 Funding Revenue To Date 2021-22 Funding Revenue Comments EXECUTIVE SERVICES 70,000 0 0 70,000 0 -35,000 0 0 0 0 0 35,000 0 0 0 0 0 0 0 0 0 0 0 0 Emergency Services 0 0 0 0 Buildings 0 0 0 0 Windorah SES/Rural Fire Services Building 70,000 70,000 -35,000 DCP 35,000 0 0 Additional works on site after new shed built in 2018/19 Equipment 0 0 0 0 SES Vehicles 0 0 0 0 CORPORATE SERVICES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Administration 0 0 0 0 Land Windorah 0 0 0 0 Buildings 0 0 0 0 0 0 Furniture & Fittings 0 0 0 0 Land Development 0 0 0 0 Other Structures 0 0 0 0 NON-SPECIFIC GRANTS & SUBSIDIES 0 0 0 0 Windorah Reserveand Town Area 0 0 0 0 Jundah Reserves and Town Area 0 0 0 0 Stonehenge Reserve and Town Area 0 0 0 0 COMMUNITY DEVELOPMENT 695,000 0 130,000 825,000 -52,500 0 0 0 0 772,500 0 0 398,500 398,500 -309,600 0 0 0 0 88,900 Play Group 0 0 0 0 Play Group 0 0 0 0 Equipment for the Playgroup Buildings 0 0 0 0 Furniture & Fittings 0 0 0 0 Post Office 0 0 0 0 Buildings 0 0 0 0 Furniture & Fittings 0 0 0 0 Chris: install an awning over the veranda area in front of the post office and VIC will prolong the life and keep the weather off the new Info Centres/Libraries - Jundah Info Centre Refurbishment 150,000 150,000 -50,000 W4Q 100,000 0 0 veranda that was installed in 2017. Sensor lights would be installed for night access to post office boxes. Buildings 0 0 0 0 Furniture & Fittings 0 0 0 0 Other Structures 0 0 0 0 Jundah Roadhouse (including plant, buildings etc) 0 0 0 0 Jundah Roadhouse - Culverts beside Roadhouse – Stage 1 295,000 295,000 147,500 DCP 442,500 0 0 Community Centres/Halls 0 0 0 0 Buildings 0 0 0 0 Jundah Hall 0 0 0 0 Jundah Hall amenties (Stage 1) 250,000 0 250,000 -100,000 W4Q 150,000 0 0 Stage I - do it inhouse with Trent Hoad - Sally to talk to W4Q to reallocate funding $25K received in 2017/18- $150K DCP Stonehenge 0 0 0 0 Stonehenge Hall - external painting 0 0 0 0 The male amenties is past used by date - install new correction course and upgrade facilities DCP funding Caravan Parks 0 0 0 0 Buildings 0 0 0 0 Windorah 0 0 0 0 Stonehenge Caravan Park upgrade amenities building 30,000 30,000 Caravan Park 30,000 0 0 Jundah Caravan Park - 2 new cabins 0 Caravan Park 0 312,000 312,000 -234,000 BOR 78,000 Jundah Caravan Park - Enclosing the Van Park Office Area 0 0 0 0 Telecommunications 0 0 0 0 Two-Way Radio/Mobile Devices 0 0 0 0 Council Housing 0 0 0 0 Buildings 0 0 0 0 Relocation of house to Stonehenge 0 0 0 Recreational Facilities 0 0 0 0 Stonehenge Sports Centre Tennis Courts 100,000 100,000 -50,000 DCP 50,000 0 0 Stonehenge tennis courts covered in buffel grass - asphalt put down 15-20 years ago but is weather beaten and grass growing Stonehenge Tennis Court renewal and Practice Wall 0 0 0 0 through - upgrade inline with Windorah and Jundah Windorah Sports Centre Tennis Courts 0 0 0 0 Windorah Sports Centre Soft Protection Mesh 0 0 0 Jundah Pool - Shade Structure 0 0 0 Horse Sports Reserve Stonehenge 0 0 0 0 Horse Sports Reserve Windorah 0 0 0 0 Horse Sports Reserve Jundah Amentities 0 0 0 0 Horse Sports Reserve Jundah 0 0 0 0 Horse Sports Reserve Jundah 0 0 0 0 A Thoroughbred Venue Assessment was conducted on 3 September 2017 and a number of High, Medium and Low priority actions Jundah Racecourse - Thoroughbred Venue Assessment Actions 0 0 0 Recreation 0 40,000 40,000 Recreation -40,000 RCDF 0 were found and it is important to undertake these works prior to the next race meeting in October 2019. Jundah Horse Sports Reserve - Amenties facilities 0 0 Recreation 0 20,000 20,000 Recreation -20,000 S&R 0 Jundah Sports Centre Mesh 0 0 0 0 Jundah Sports Centre - Gym Equipment 0 Recreation 0 26,500 26,500 Recreation -15,600 S&R 10,900 17/18 Notes - old net is tearing and with the new cement apron, it is too long. Doreen - looking to obtain grant. Quote 18/19 Chris suggested a hard barricade with chain mesh Windorah Walking track and Outdoor Equipment 0 Recreation 0 0 0 Jundah Rodeo Grounds Lighting 0 0 0 0 18/19 Workshop: Sally reconciled DCP and additional funds available - new project for Jundah Rodeo Grounds $120K. Musuems 0 0 0 0 Jundah Museum 0 0 0 0 WORKS & SERVICES 730,388 0 16,091,311 18,821,699 0 -12,105,249 0 -408,600 0 0 0 6,307,850 0 0 7,799,451 7,799,451 0 -3,796,542 0 -350,000 0 0 0 3,652,909 Disaster Management 0 0 0 0 River, rain & flood gauges 0 0 0 0 19/20 notes: MP 3 gauges in 19/20 at $80K x 3 at 60% funding Depots Buildings 0 0 0 0 17/18 Notes: To settle dust and make the yard accessible in wet weather. Approved in the 2017/18 budget but delayed due to lack of funding as reallocated to the depot fuel upgrade ($100K). 18/19 Notes: Project renamed the Jundah Depot Yard Security Upgrade and budget reduced to $100K StonehengeJundah Depot Depot Yard - Security build kit Upgradeshed and sell existing shipping contianers / 0 0 0 0 19/20 Notes; Seal to depot $250K igloo structure 0 0 0 0 Chris: Once buildings in place - town services can move the chemicals, fuels and other hazardous items from the current shed allowing council to be more compliant with WH&S requirements. Storage Areas 0 0 0 0 Depot Equipment - Wheel alignment 0 0 0 0 Workshop Smart-fill lube network 0 0 0 0 Plant & Equipment 0 0 0 0 Loader - 966M - Hire vs Buy Loan 6/7/17 154,680 154,680 Plant 154,680 0 0 Plant No 2762 Loader Large Crew 1 hire buy arrangement at 6/7/17 - payout 1/11/18 see loan schedule Grader - CAT 140M - Hire vs Buy Loan 6/7/17 151,180 151,180 Plant 151,180 0 0 Plant No 1763 - Construction Grader Hire vs Buy arrangement at 6/7/17 - payout 1/11/18 see loan schedule Grader 14ft Construction 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 Skid Steer- Jundah Town 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 Truck Service - Fitter Truck 1 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 Prime Mover -Multi purpose 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 4wd Wagon Administration 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 4wd Trayback Dual Cab Town Services Manager 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 4wd Trayback Dual Cab Workshop Supervisor 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 4wd Trayback Extra Cab Plumber 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028
Budget Document Financial Policies & Operational Plan 2020-2021 Page 48 of 130 Expenditure Total Budget Capital Grant General Expenditure Total Budget Capital Grant General Carry Over 2020-21 Type Fund Asset Sales Loan Reserves Contributions Carry Over 2021-22 Type Fund Asset Sales Loan Reserves Contributions Capital Works To Date 2020-21 Funding Revenue To Date 2021-22 Funding Revenue Comments
4wd Trayback Extra Cab Tipper Stonehenge 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 4wd Trayback Extra Cab -Windorah Parks 2 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 4wd Trayback Dual Cab Grader Maintenance Crew 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 4wd Trayback Dual Cab Grader Construction Crew 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 14 Seater Toyota Hi-Ace Bus Windorah 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 Dolly Single - #3 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 Dolly Bogie - #4 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 Float Plant and Minor Items 0 0 0 0 Fleet 10 Year Forward Planner ~ 2018/2019 to 2027/2028 Ablution Unit Beilby's Camp 0 0 0 0 The ablution unit is very old, difficult to clean, poses a health risk and not viable to update. Hydraulic hose press - Mezzanine Level at Workshop 0 0 0 0 Quote received from Mr Mayor's brother for a press to be purchased and setup on mezzanine level at Jundah Workshop Caterpillar Motorgrader 150M 487,500 487,500 -220,000 267,500 Caterpillar 246D Skidsteer 100,000 100,000 -20,000 80,000 Caterpillar 246D Skidsteer 0 100,000 100,000 -20,000 80,000 Caterpillar DP25N 2.5T Forklift 52,000 52,000 -3,000 49,000 Truck and Rubbish Compactor 300,000 300,000 -10,000 290,000 Truck and Vacuum Unit 100,000 100,000 -2,000 98,000 4wd Wagon Administration (Mayor) 70,000 70,000 -35,000 35,000 4wd Trayback Dual Cab Rural Lands 70,000 70,000 -35,000 35,000 Float Plant and Minor Items 55,000 55,000 55,000 Box Trailer - Water Pumps Each Camp 10,000 10,000 10,000 Box Trailer - Water Pumps Each Camp 10,000 10,000 10,000 Toro Zero Turn 2000 - Town??? 12,000 12,000 -400 11,600 Heavy Duty Skidsteer Trencher 13,500 13,500 -200 13,300 33000 Litre Potable Drinking Water Tank 120,000 120,000 -5,000 115,000 Construction Water Tanker 33000 Litre 0 0 125,000 125,000 -30,000 95,000 Kohler 60kva Generator - Beilby's Camp 35,000 35,000 -15,000 20,000 One generators being replaced to be kept as a back up. Kohler 60kva Generator - Ronnie's Camp 35,000 35,000 -15,000 20,000 Ablution Unit Beilby's Camp 180,000 180,000 180,000 Ablution Unit Ronnie's Camp 180,000 180,000 180,000 Kohler 60kva Generator - Ronnie's Camp 35,000 35,000 -15,000 20,000 Tiraxle Extendable Float 220,000 220,000 -33,000 187,000 Yamaha TTR230 Motorcycle 10,000 10,000 10,000 Yamaha Kodiak 700 plus spraying unit 18,000 18,000 18,000 10 Plant Replacement Programme 0 Plant 0 1,653,000 1,653,000 Plant -300,000 1,353,000 Store Facilites 0 0 0 0 Store Equipment - Evaporative cooler for store area 0 0 0 0 Town Streets 0 0 0 0 Jundah 0 0 0 0 Continue the concrete footpath on from in front of the pub in Dickson Street through to the Caravan Park - 3rd driveway northern end. Council resolution February 2018 to consider this project in the 18/19 budget deliberations Dickson Street footpath extension and beautification - Jundah 0 0 0 0 MP: DCP Funding 175m * 1.8M * 200 = $63K wide from Macrossan street corner to Caravan Park 3rd Driveway Archer St, Jundah 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Second coat seal at fuel cell 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Miles St to Garrick St 0 0 5,000 5,000 Town Street -5,000 R2R 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Dickson St, Jundah 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan McIlwraith St to Perkins St - Parking Areas 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Garrick Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan McIlwraith St to Archer St 0 0 67,000 67,000 Town Street -67,000 R2R 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Jundah Cemetery Access 0 0 5,000 5,000 Town Street 5,000 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Jundah Hospital Carpark 0 0 6,000 6,000 Town Street 6,000 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Jundah Refue Tip Access 0 0 5,000 5,000 Town Street 5,000 Greg Clark 3 year forward plan based upon Transport Asset Management Plan McIlwraith Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Dickson St to Garrick St 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Miles Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan McIlwraith St to Archer St 0 0 65,000 65,000 Town Street -65,000 R2R 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Morehead Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Macrossan St to Perkins St 0 0 8,000 8,000 Town Street -8,000 R2R 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Perkins Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Dickson St to Morehead St 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Stonehenge 0 0 0 0 Stonehenge Kerb & channelling 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Salisbury Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Bulford St to Airport 33,000 33,000 Town Street -33,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Stonehenge School Access 3,000 3,000 Town Street -3,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Stratford Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Town Grid to Town Grid 46,000 46,000 Town Street -46,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Windorah 0 0 0 0 Maryborough St, Windorah - K&C and drainage (Cecil St to Victoria St) 55,388 55,388 Town Street -27,694 TIDS 27,694 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Maryborough St/Victoria St, Windorah - Kerb & Channelling 60,000 60,000 -60,000 W4Q 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Virtue St, Windorah - Drainage at Albert St Intersection 70,000 70,000 -70,000 W4Q 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Virtue St, Windorah - Drainage at Wallace St Intersection 130,000 130,000 130,000 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Albert Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Virtue St to Lewis St 23,000 23,000 Town Street -23,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Cecil Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Mary St to Lewis St 24,000 24,000 Town Street -24,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Edward Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Mary St to Lewis St 32,000 32,000 Town Street -32,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Mary Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Cecil St to Wallace St 19,000 19,000 Town Street -19,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Maryborough Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Cecil St to Wallace St 21,000 21,000 Town Street -21,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Victoria Street 0 0 Mary St to Lewis St 38,000 38,000 Town Street -36,000 2,000 0 0 Virtue Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Cecil St to Wallace St 30,000 30,000 Town Street -30,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Wallace Street 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Maryborough St to Albert St 25,000 25,000 Town Street -25,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Roads 0 0 0 0 Arrabury Rd gravel resheeting 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 0 - 5.56km 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 61.79 - 67.0km 0 0 Road 0 260,000 260,000 -57,542 R2R 202,458 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 93.04 - 98.02km 0 0 Road 0 249,000 249,000 249,000 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 107.72 - 113.3km 280,000 280,000 280,000 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 120.86 - 124.82km 200,000 200,000 200,000 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 128.45 - 132.18km 0 0 Road 0 187,000 187,000 187,000 Greg Clark 3 year forward plan based upon Transport Asset Management Plan
Budget Document Financial Policies & Operational Plan 2020-2021 Page 49 of 130 Expenditure Total Budget Capital Grant General Expenditure Total Budget Capital Grant General Carry Over 2020-21 Type Fund Asset Sales Loan Reserves Contributions Carry Over 2021-22 Type Fund Asset Sales Loan Reserves Contributions Capital Works To Date 2020-21 Funding Revenue To Date 2021-22 Funding Revenue Comments
Bimerah-Isisford Road-gravel resheet 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 0 - 4.28km 214,000 214,000 Road -214,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 4.28 - 7.89km 180,000 180,000 -180,000 R2R 0 Ch 7.89 - 12.83km 0 0 247,000 247,000 Road -247,000 R2R 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 12.83 - 19.52km 0 0 335,000 335,000 Road 0 335,000 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Jundah-Winton Rd gravel resheeting 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 0 - 4.48km 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 22.18 - 26.6km 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 52.78 - 57.27km 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Ch 94.88 - 98.34km 173,000 173,000 Road 0 173,000 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Yaraka Retreat Road - Ch 61.68 - 66.17km - Bitumen Resurfacing 0 0 0 0 Road 0 0 Duplicate of item below Jundah Emergency Access Rd - Second coat seal - full length 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Jundah Racecourse Rd - Second coat seal - full length 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Jundah-Winton Rd - Ch 62.11 - 65.54km (Emergency airstrip) Bitumen Resurfacing 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Yaraka-Retreat Rd Ch 26.41 - 36.17km Bitumen Resurfacing 351,000 351,000 Road -351,000 R2R 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Yaraka-Retreat Rd Ch 36.17 - 41.39km Bitumen Resurfacing 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Yaraka-Retreat Rd Ch 46.82 - 49.16km (incl. Powells Ck) Bitumen Resurfacing 0 0 0 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Yaraka-Retreat Rd Ch 61.68 - 69.58km Bitumen Resurfacing 0 0 3,000 3,000 Road -3,000 R2R 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Yaraka-Retreat Rd Ch 74.50 - 86.6km Bitumen Resurfacing 0 0 78,000 78,000 Road -78,000 R2R 0 Greg Clark 3 year forward plan based upon Transport Asset Management Plan Bridge Replacement -Connemarra Road 460,000 460,000 Road -193,200 LGGSP 266,800 0 0 Greg: successful LGGSP grant application to replace bridge McPhellamy crossing 745,000 745,000 -745,000 DRFA/DCP 0 0 0 Greg: Is this project in the plan? Grid Replacement New 100,000 100,000 Road 100,000 100,000 100,000 Road 100,000 Bill: historically Council has supplied a grid bucket of money; Greg: Take off the reserve Haughton Vale Rd - Culvert/floodway replacement at Ch 28.7km 150,000 150,000 -100,000 R2R 50,000 0 0 0 0 Refer to submitted budget sheet Yaraka-Rtereat Rd - Culvert/floodway replacement at Ch 11.25km 200,000 200,000 -108,813 R2R 91,187 0 0 0 0 Refer to submitted budget sheet Reserve for Transport Asset Management - $2.581451M after Grid funding -1,012,549 -1,012,549 Road -1,012,549 499,451 499,451 Road 499,451 Will need further discussion due to the amount of external funding being used Jundah- Winton Rd - Floodway Upgrade Ch 84.1km Mt Felix 0 0 460,000 460,000 Road -276,000 LGGSP 184,000 External funding yet to be secured Yaraka-Rtereat Rd - Culvert extension at Ch 9.4km 50,000 50,000 0 50,000 0 0 0 0 Refer to submitted budget sheet Flood Damage - March 2018 Event - 90% reimbursed 50% capitalised 0 -900,000 -900,000 0 0 Flood Damage - March 2019 Event - 90% reimbursed 50% capitalised 9,000,000 9,000,000 Road -5,470,000 DRFA 3,530,000 0 0 Grant funding amount reflects 30% upfront payment Flood Damage - Jan 2020 Event - 90% reimbursed 50% capitalised 1,000,000 1,000,000 -271,000 DRFA 729,000 600,000 600,000 Road -540,000 DRFA 60,000 Not sure if 30% upfront payment will be made before 30/6/2020. Have assumed not. Aerodromes 0 0 0 0 Jundah 0 0 0 0 Jundah Aerodrome - PAL System 0 0 0 0 Stonehenge 0 0 0 0 Stonehenge Runway Bitumen Resurfacing 167,000 167,000 Aerodrome -167,000 RAUP 0 0 0 18/19 RAFP grant successful for $325K; 19/20 second seal on stonehenge strip after upgrade Stonehenge PAL System 0 0 0 0 Windorah 0 0 0 0 Windorah Hangar 0 0 Aerodrome 0 Project finished in 18/19 but funding stil to be claimed Windorah PAL System 0 0 0 0 Windorah Design and Business Case 0 0 Aerodrome 0 0 Windorah Runway reseal (chipseal) - 50% RAFP funding Windorah - Runway Pavement Upgrade 0 0 0 Aerodrome 0 0 Business case for asphalt to accommodate Q400 inline with Diamantina, Boulia and Quilpie Shire Councils Windorah Runway, Taxiway and Apron Pavement Repairs/Rehab 1,005,000 1,005,000 -1,005,000 TIDS/RAUP 0 0 0 -185,000 TIDS/RAUP -185,000 Based on pavement investigation report Windorah Runway, Taxiway and Apron Bitumen Resurfacing 0 0 0 0 277,000 277,000 -185,000 TIDS/RAUP 92,000 Windorah Aerodrome Access Road - Bitumen Resurfacing 0 0 0 0 5,000 5,000 0 5,000 Refuse Tips 0 0 0 0 Rehabilitation of Refuse Tips and General Capital Works 0 Pk,Com&Cem 0 90,000 90,000 90,000 Cemeteries 0 0 0 0 Water Facilities 0 0 0 0 Design and Business Case - Water treatment facilities x 3 sites 0 0 0 0 WTP Telemetry / Monitoring 50,000 50,000 Water 50,000 50,000 50,000 Water 50,000 Water Meters - Replacement 0 0 0 0 100,000 100,000 0 100,000 Jundah 0 0 0 0 Jundah WTP - Ground Level Raw Water Reservoir - Pump installation 45,000 45,000 45,000 0 0 Jundah WTP - Ground Level Treated Water Reservoir - Liner replacement and roof structure40,000 repairs 40,000 40,000 0 0 Jundah WTP - Draw backwash water from Blue Tank 60,000 60,000 Water 60,000 0 0 Has this been completed in 2019/2020? Jundah Treated Water Reservoir (Blue Tank) - Circulation Unit 0 0 0 0 0 0 0 To improve disinfection of the drinking water supply. Recommendation from CWT investigation report. Details TBC. Stonehenge 0 0 0 0 Wash down bay Stonehenge 0 0 0 0 Stonehenge Water Treatment Plant upgrade 150,000 150,000 Water -100,000 W4Q 50,000 0 0 Chris: Stonehenge treatment plant is a 0.9l/sec plant and when a breakdown occurs the plant cannot keep up with the Town's needs. River Intake Structure Replacement 0 0 0 0 40,000 40,000 0 40,000 Windorah 0 0 0 0 Windorah WTP - Ground Level Treated Water Reservoir - Roof structure repairs 30,000 30,000 30,000 0 0 Windorah WTP - Additional Ground Level Raw Water Reservoir 300,000 300,000 -300,000 W4Q 0 0 0 Windorah town has a lot of water supply problems - 600Kl tank and pressure pump system the same as Jundah Windorah WTP Replacement 0 2,000,000 -1,730,542 W4Q/LRCIP 269,458 0 0 Windorah town has a lot of water supply problems - 600Kl tank and pressure pump system the same as Jundah Presently are flushing mains through fire hydrant stands and does not remove all silt. If flush valves were installed at lowest points it Treated Water Mains Flush valves /scour points in 3 towns 16,000 16,000 Water 16,000 0 0 would remove build up of silt. If a raw water leak occurs in town the whole water supply needs to be turned off as there are no individual shut off valves. $20K per Raw water mains. Shut off valves for block isolation 20,000 20,000 Water 20,000 0 0 town per year as part of an ongoing programme. Windorah WTP - Upgrade of whole plant 0 0 0 0 2,000,000 2,000,000 -1,900,000 ?? 100,000 Subject to securing external funding. Jundah WTP to follow in 2022/23. Parks & Gardens 0 0 0 0 Windorah 0 0 0 0 Stonehenge 0 0 0 0 Jundah 0 0 0 0 Jundah Memorial Park Revamp & Pathway 0 0 0 0 LAND MANAGEMENT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 RURAL SERVICES 0 0 0 0 TOTALS 1,495,388 0 16,221,311 19,716,699 -12,192,749 -408,600 0 0 0 7,115,350 0 0 8,197,951 8,197,951 -4,106,142 -350,000 0 0 0 3,741,809
Budget Document Financial Policies & Operational Plan 2020-2021 Page 50 of 130 QTC Local Government Forecasting Model—Barcoo Shire Council 3 2 6 All outputs are in thousands ($'000) unless otherwise indicated Dashboard Summary
8 errors identified—Whole of Council active
Operating Performance Liquidity
Operating surplus ratio (%) Cash expense cover ratio (months) 20% 12.0
-% 10.0
-20% 8.0
-40% 6.0
-60% 4.0
-80% 2.0
-100% - Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F
Operating surplus ratio DILGP—lower bound DILGP—upper bound Cash expense cover ratio QTC—lower bound
Fiscal Flexibility Asset Sustainability
Net financial liability (%) Asset sustainability ratio (%) 80% 200% 60% 180%
40% 160% 140% 20% 120% -% 100% -20% 80% -40% 60% -60% 40% -80% 20% -100% -% Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F
Net financial liabilities ratio DILGP—upper bound Asset sustainability ratio QTC—lower bound
Council controlled revenue ratio (%) Average useful life of depreciable assets (years) 100% 50.0 90% 45.0 80% 40.0 70% 35.0 60% 30.0 50% 25.0 40% 20.0 30% 15.0 20% 10.0 10% 5.0 -% - Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F
Council controlled revenue ratio QTC—lower bound Average useful life of depreciable assets
Total debt service cover ratio (times) Capital expenditure ratio (times) 250.0x 300%
200.0x 250%
150.0x 200% 100.0x 150% 50.0x 100% -
50% -50.0x
-100.0x -% Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F
Total debt service cover ratio QTC—lower bound Capital expenditure ratio
Actual Budget Forecast Key financial sustainability metrics Target Jun-15A Jun-16A Jun-17A Jun-18A Jun-19A Jun-20B Jun-21F Jun-22F Jun-23F Jun-24F Jun-25F Jun-26F Jun-27F Jun-28F Jun-29F
Operating surplus ratio 0% to 10% -6.4% -16.0% -11.0% -10.6% -25.3% -48.8% -56.3% -53.1% -81.9% -78.8% -75.8% -72.7% -69.6% -61.0% -54.5% 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Cash expense cover ratio > 3 months 19.6 13.0 5.6 8.9 9.6 9.7 (0.4) (2.3) (5.6) (6.5) (7.1) (7.4) (7.3) (6.9) (6.2) 3.0 3.0 3.0 3.0 3.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Asset sustainability ratio > 90% -% -% -% -% -% 77.1% 186.0% 25.5% 24.4% 24.6% 23.6% 23.8% 22.9% 24.9% 25.2% 1.0 1.0 1.0 1.0 1.0 1.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Average useful life of depreciable assets 48.3 47.7 47.1 43.8 30.8 24.2 24.5 22.1 21.0 20.0 19.1 18.1 17.2 17.6 17.6 na na na na na na na na na na na na na na na
Net financial liabilities ratio <= 60% -114.3% -77.2% -51.5% -72.2% -63.5% -77.4% 7.2% 19.5% 52.5% 58.4% 61.0% 61.5% 59.1% 54.6% 47.5% 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 2.0 1.0 1.0 2.0 3.0 3.0
Council controlled revenue ratio > 60% 10.5% 7.8% 4.9% 8.0% 9.5% 10.6% 10.2% 10.3% 15.5% 15.5% 15.5% 15.5% 15.6% 15.6% 15.6% 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Total debt service cover ratio > 2 times na 109.3x 120.2x 233.8x 168.4x 32.0x -50.4x 0.5x 0.0x 0.1x 0.1x 0.1x 0.2x 0.2x 0.3x na 3.0 3.0 3.0 3.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Capital expenditure ratio na na na na na 1.3x 2.5x 0.4x 0.4x 0.4x 0.4x 0.4x 0.3x 0.4x 0.4x na na na na na na na na na na na na na na na
Budget Document Financial Policies & Operational Plan 2020-2021 Page 51 of 130 BARCOO SHIRE COUNCIL BUDGET 2020‐2021
Debt & Borrowing Policy
Resolution Number: SM2020.08.011 Date Adopted: 5 August 2020 Classification: Statutory Scheduled Review: 31 July 2021 Responsible Officer: Chief Executive Officer Policy Number: BSC039 Legislation: Local Government Act 2009, Local Government Regulation 2012; Statutory Bodies Financial Arrangements Act 1982. Section of Corporate Plan: Executive - Governance
OBJECTIVE The objective of this policy is to ensure the sound management of Barcoo Shire Council’s existing and future debt in the 2020-2021 financial year.
POLICY STATEMENT Council will manage its finances to promote the best interests of local residents, including decisions made for the purposes outlined below.
DEFINITIONS Nil
PROCEDURE Council’s approach to debt will incorporate the following principles: • The appropriate mix of debt to internal funding used is intended to provide the lowest long term level of rates which does over commit Council in the future, • Borrowing should provide adequate flexibility in the short term, • The total debt accrued should depend on future outlook for growth in the Shire area, and; • The term of the debt will relate to the life of the asset obtained by borrowing, but will not exceed twenty (20) years for any individual asset.
Council will aim to reduce the overall level of debt by continuing repayments as per the adopted schedules set by the lending institute.
In order to provide the best possible service for ratepayers, Council will restrict the purpose of loans to asset acquisition and capital expenditure. As the outcome of borrowing for these purposes will benefit present and future generations and the cost is fairly shared across the years. Council is not expected to borrow funds over the next 10 years:
The time over which it is planned to repay an existing loan is as follows: Balance as at Purpose of Borrowing Annual Remaining Term Interest 30/6/2020 Repayments (Years) Rate $19,009.68 Rural Electrification Loan $13,323 1.5 5.025%
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BUDGET 2020‐2021
ASSOCIATED DOCUMENTS AND POLICIES • Revenue Policy
Budget Document Financial Policies & Operational Plan 2020-2021 Page 53 of 130 Indicative Principal and Interest Schedule
DATE OF ISSUE ACCOUNT ENQUIRIES 1 July 2020 1800 641 057 REPORTING DATE 30 June 2020 Current Interest Rate: 5.14% Client: Barcoo Shire Council Account: 80916 - Barcoo SC - Currareva Electrif
Payment Opening Payment Interest Administration Principal Closing Date Balance $ $ $ $ $ Balance $ 15 Dec 2020 18,999.01 6,661.26 477.35 10.92 6,172.99 12,826.02
15 Jun 2021 12,826.02 6,661.25 322.25 7.37 6,331.63 6,494.39
15 Dec 2021 6,494.39 6,661.29 163.17 3.73 6,494.39 0.00
TOTALS 19,983.80 962.77 22.02 18,999.01
THIS INFORMATION IS INDICATIVE ONLY.
Disclaimer: The information set out in this schedule ("Information") should be used as guide only and is provided by QTC in good faith, based on data available to QTC at the time the schedule was prepared. The actual book value and market value of the loan will depend on market conditions, which are volatile and unpredictable. QTC expressly excludes any warranties or representations concerning the currency, accuracy or completeness of the information. QTC accepts no responsibility or liability for any damage or loss which may be incurred as a result of use of or reliance on the information.
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Investment Policy
Resolution Number: SM2020.08.012 Date Adopted: 5 August 2020 Classification: Statutory Scheduled Review: 31 July 2021 Responsible Officer: Chief Executive Officer Policy Number: BSC040 Legislation: Local Government Act 2009; Local Government Regulation 2012; Statutory Bodies Financial Arrangement Act 1982; Statutory Bodies Financial Arrangement Regulations 2007 Section of Corporate Plan: Executive - Governance
OBJECTIVE To guide the investment of all funds held by Barcoo Shire Council.
POLICY STATEMENT Barcoo Shire Council will invest Council funds not immediately required for financial commitments and ensure: • The maximisation of the earnings from authorised investments of cash reserves after assessing counterparty, market and liquidity risks; • The active management of the net debt position with core surplus funds; and • That adequate internal controls are in place and appropriate records are kept to safeguard public monies.
Council’s investment portfolio should be realisable, without penalty, in a reasonable time frame. The term to maturity of Council’s investments must not exceed one year.
Category 1 relates to investments for a fixed time of not more than one (1) year.
Authorised investments comprise: • Deposits with a financial institution; • Investment arrangements accepted, guaranteed or issued by or for the Commonwealth or a State or a financial institution; • Other investment arrangements secured by investment arrangements accepted, guaranteed or issued by or for the Commonwealth or a State or a financial institution; • Investments with Queensland Investment Corporation (QIC) Cash Fund, Queensland Treasury Corporation (QTC) Capital Guaranteed Cash Fund, QTC Debt Offset Facility, QTC Fixed Rate Deposit (up to 12 months), QTC Working Capital Facility; • An investment arrangement with a rating prescribed under a regulation that specifically refers back to this paragraph; and • Other investment arrangements prescribed under a regulation that specifically refers back to this paragraph.
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The investment must be at call or for a fixed time of not more than one (1) year.
PROCEDURE There are three areas of funds placement available to Council a) Direct Council Investment – Investment; b) Funds Management – Outsourcing of Investment; c) Debt Reduction Strategies. (a) Council’s Direct Investment At least three (3) quotations shall be obtained from authorised institutions whenever an investment is proposed. The best quote on the day will be successful after allowing for administrative and banking costs, as well as having regard to the limits set below.
Investments held with QTC cash fund will be benchmarked against other investments or quoted investment rates at the end of each calendar month to ensure Council is receiving the most advantageous rate given the risk/return trade-off.
The term to maturity of any Council’s direct investments may range from “At Call” to one (1) year.
(b) Investments with Funds Managers The overall term of any managed funds should be appropriate to Council’s investment objectives and adhere to the market risk (volatility) restrictions as determined by regulation. Council funds with a time horizon of 0–180 days should be invested in a cash fund, whilst funds which are available for 6-12 months or more may be invested in approved cash plus funds providing they have a bank bill performance benchmark.
When placing investments, consideration will be given to the relationship between credit rating and interest rate. The amount invested with financial institutions (banks, credit unions, building societies) or managed funds should not exceed the following percentages of average funds invested at any time.
Investments in government secured or issued arrangements including investments with QIC or QTC shall be invested as per the percentage for Rating A1+ Short Term Rating below: Long Term Rating Short Term Rating Maximum (Standard & Poors Global Rating) (Standard & Poors Global Rating) Percentage of Total Investments AAA to AA A1+ 100% A+ to A A1 50% BBB+ to BBB A2 25% BB+ to D - Nil
Investments in non-financial institutions are restricted to short term investments rated A-1 by Standard and Poors Global (S&PG) ratings or the Moody’s equivalent short term rating.
To further diversify risk, no more than one-third of Council’s investments will be held with one financial or non-financial institution (except QTC).
If any of the funds/securities held are downgraded such that they no longer fall within Council’s investment policy guidelines, they will be divested within 28 days or as soon as is practicable.
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Council shall keep a current list of long term paper ratings for both the cash and bond funds (the managed funds must maintain a minimum AA rating) and the financial institutions. The ratings shall be updated on a minimum three (3) monthly basis.
Short Term Rating Order 0-365 days (as defined by S&PG Ratings): A1+ Extremely strong degree of safety regarding timely payment A1 A strong degree of safety for timely payment A2 A satisfactory capacity for timely payment
Long Term Rating Order is: AAA to AAA An extremely strong capacity to repay AA+ to AA A very strong capacity to repay A+ to A- A strong capacity to repay BBB+ to BBB An adequate capacity to repay
When deciding whether to make an investment, Council gives consideration to whether the interest rate offered represents fair compensation (fair value) for the level of credit risk involved. Fair value for Council is determined by referencing the Bank Bill Swap Rate (BBSW) and applying consideration for the credit risk margin for various financial institutions. For example, if the BBSW is 5% and the credit risk margin is 0.25% for Bank XYZ, the quoted rate from this bank must be at least 5.25% or better. The BBSW is provided on a (business) daily basis via QTC’s Internet site.
All term deposits/bank bill investments will be benchmarked to ensure that they meet the BBSW as a minimum. This might require seeking further investment quotations on the day of the investment to ensure the benchmark is achieved where possible.
Council will be provided with a monthly Executive Financial Performance Report detailing the investments held by institution, term of investment, interest rate and credit ratings.
(c) Debt Reduction Strategies Debt reduction strategies that could be adopted by Council include:
(i) Principal repayment A principal repayment provides an immediate reduction in the principal outstanding on Council’s debt. Benefits are obtained from the reduced interest and administration costs which are calculated on the daily balance of the market value outstanding. A principal repayment may be made when it is appropriate to reduce the level of debt given Council’s target capital structure.
Consideration though must be given to Council’s ability to re-borrow repaid debt if needed to meet future requirements.
(ii) Prepayment of Debt Service Payments A prepaid debt service payment provides an immediate reduction in the principal outstanding on Council’s debt. Benefits are obtained from the reduced interest and administration costs which are calculated on the daily balance of the market value outstanding. In contrast to a principal
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repayment where Council is required to continue to pay upcoming debt service payments, Council is not required to pay the allocated normal debt service payments.
A prepayment of debt service payments may be made when it is appropriate to reduce the level of debt given Council’s target capital structure. This option may also be used to increase flexibility with respect to the timing of loan repayments.
The economic effect of the prepayment will be equivalent to a principal repayment, and will depend on where Council sits in its target capital structure range. As the prepayment can be carried forward indefinitely, Council’s future cash flow flexibility may increase as it does not need to make the forthcoming debt service payment.
INTERNAL CONTROLS Council will utilise its Category 1 investment powers to earn interest revenue on its operating funds to supplement Council’s other sources of revenue.
Further, Council will maintain appropriate internal controls to prevent the fraudulent use of public monies. The procedure for the investment of Council funds is to be documented and followed at all times.
Council is at all times to have in place appropriate controls to prevent the fraudulent use of public monies. The following controls detail the minimum that is required: • A person is to be identified as the responsible officer for the investment function. • All investments are to be authorised by the Chief Executive Officer, or in that person’s absence, the Manager of Corporate Services. • Confirmation advices from the Financial Institution are to be attached to the Investment Authorisation Form as evidence that the investment is in the name of Barcoo Shire Council. • A person, other than the responsible officer, is to perform the bank reconciliation at the end of each month (alternatively, the reconciliation needs to be reviewed by another officer).
ASSOCIATED DOCUMENTS AND POLICIES Nil
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Appendices
1. Fees & Charges Schedule 2020-21
2. Corporate Plan 2016-21
3. Operational Plan 2019-20
Budget Document Financial Policies & Operational Plan 2020-2021 Page 59 of 130 BARCOO SHIRE COUNCIL BUDGET 2020‐2021
Appendix 1 - Fees & Charges Schedule
Budget Document Financial Policies & Operational Plan 2020-2021 Page 60 of 130
FEES & CHARGES SCHEDULE 2020-2021 Effective from 1 August 2020 Barcoo Shire Council Special (Annual Budget) Meeting of 5 August 2020 Resolution No: SM2020.08.013
Budget Document Financial Policies & Operational Plan 2020-2021 Page 61 of 130
BARCOO SHIRE COUNCIL FEES AND CHARGES 2020-2021
Glossary of Terms
Fee Type: C Commercial TABLE OF CONTENTS R Regulatory (Cost Recovery) GOVERNANCE ...... 3 POA Price on Application COMMUNITY ...... 5 Queensland Legislation: COUNCIL PROPERTIES ...... 8 RURAL ...... 9 AMA Animal Management (Cats and Dogs) Act 2008 WORKS AND SERVICES ...... 11 BA Building Act 1975 BR Building Regulation 2006 STORES ...... 13 FA Food Act 2006 SALE OF FUEL (15% ONCOST) ...... 13 IPA Information Privacy Act 2009 SALE OF BULK WATER ...... 13 IPR Information Privacy Regulation 2009 ENVIRONMENTAL HEALTH FEES AND ENVIRONMENTAL RELEVANT ACTIVITY 15 LGA Local Government Act 2009 (QLD) MISCELLANEOUS CHARGES ...... 14 LGR Local Government Regulation 2012 TOWN PLANNING AND DEVELOPMENT ...... 14 PDA Plumbing and Drainage Act 2002 ROAD INFRASTRUCTURE FEES ...... 20 PDR Plumbing and Drainage Regulation 2003 PGA Petroleum and Gas (Production and Safety) Act 2004 QPW Queensland Plumbing and Wastewater Code 2013 RTIA Right to Information Act 2009 RTIR Right to Information Regulation 2009 PA Planning Act 2016 WSA Water Supply (Safety and Reliability) Act 2008 s/ss use 's' for section and 'ss' for sections LL Barcoo Shire LL may be accessed on the website.
Budget Document Financial Policies & Operational Plan 2020-2021 Page 62 of 130 BARCOO SHIRE COUNCIL FEES AND CHARGES 2020-2021
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
GOVERNANCE
Advertising – Shire Newsletter (Local Community Groups) 2100-1600-0001 Per page Exempt Free Commercial LGA s 262(3)(c)
Advertising – Shire Newsletter 2100-1600-0001 Per page Inclusive 22.00 Commercial LGA s 262(3)(c)
Advertising – Shire Newsletter 2100-1600-0001 Per ½ page Inclusive 11.00 Commercial LGA s 262(3)(c)
Advertising – Shire Newsletter 2100-1600-0001 Per ¼ page Inclusive 5.50 Commercial LGA s 262(3)(c)
Faxing/Email (Up to 4 pages) 2100-1600-0001 Per fax Inclusive 2.00 Commercial LGA s 262(3)(c)
Faxing/Email (per page thereafter) 2100-1600-0001 Per page Inclusive 0.20 Commercial LGA s 262(3)(c)
Laminating (A4) 2100-1600-0001 Per page Inclusive 2.00 Commercial LGA s 262(3)(c)
Laminating (A3) 2100-1600-0001 Per page Inclusive 3.00 Commercial LGA s 262(3)(c)
Photocopying/Printing (A4 black and white) 2100-1600-0001 Per page Inclusive 0.20 Commercial LGA s 262(3)(c)
Photocopying/Printing (A3 black and white) 2100-1600-0001 Per page Inclusive 0.50 Commercial LGA s 262(3)(c)
Photocopying/Printing (A4 – Colour) 2100-1600-0001 Per page Inclusive 1.00 Commercial LGA s 262(3)(c)
Photocopying/Printing – (A3 – Colour) 2100-1600-0001 Per page Inclusive 3.00 Commercial LGA s 262(3)(c)
Shire Phone Directory 2100-1600-0001 Per copy Inclusive 3.50 Commercial LGA s 262(3)(c)
Dishonour Cheque 2100-1600-0001 Per cheque Inclusive At cost + 25% Commercial LGA s 262(3)(c)
Barcoo Shire History Book (2014) 2100-1910-0001 Per book Inclusive 66.00 Commercial LGA s 262(3)(c)
Barcoo Shire History Book (2014) Boxed 2100-1910-0001 Per book Inclusive 67.20 Commercial LGA s 262(3)(c)
Postage and Handling 2100-1910-0002 Per item Inclusive $20.00 Commercial LGA s 262(3)(c)
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source Copy of documentation e.g. invoice, rates notice or payment 2100-1600-0001 Per item Inclusive 3.00 Commercial LGA s 262(3)(c) summary *Ad hoc Miscellaneous items POA
Public Information
Council Meeting Minutes 2100-1600-0001 Per set Exempt 5.60 LGA s 97(2)(c) LGR s 272(4)(b)
Local Law and Subordinate Local Law 2100-1600-0001 Per policy Exempt 5.60 LGA s 97(2)(c) LGR s 14(2)
Corporate Plan 2100-1600-0001 Per policy Exempt 5.60 LGA s 97(2)(c) LGR s 199(2)(b)
Annual Budget 2100-1600-0001 Per policy Exempt 5.60 LGA s 97(2)(c) LGR s 199(2)(b)
Audited Financial Statements 2100-1600-0001 Per policy Exempt 10.70 LGA s 97(2)(c) LGR s 199(2)(b)
Community Financial Report 2100-1600-0001 Per policy Exempt 2.50 LGA s 97(2)(c) LGR s 199(2)(b)
Annual Report 2100-1600-0001 Per policy Exempt 10.70 LGA s 97(2)(c) LGR s 199(2)(b)
Council Policy 2100-1600-0001 Per policy Exempt 5.10 LGA s 97(2)(c) LGR s 199(2)(b)
Right To Information & Information Privacy
Right to Information – Application Fee 2100-1600-0001 Per application Exempt As per legislation Statutory RTIR s 4
Per 15 min or part Right to Information - Processing Charge More than 5 hours 2100-1600-0001 Exempt As per legislation Statutory RTIR s 5(2)(b) thereof Right to Information - Access Charge 2100-1600-0001 Exempt As per legislation Statutory RTIR s 6(1)(a)
Right to Information -Photocopying 2100-1600-0001 Per page Exempt As per legislation Statutory RTIR s 6(1)(b)
Information Privacy - Access Charge 2100-1600-0001 Exempt As per legislation Statutory IPA s 4(1)
Information Privacy -Photocopying 2100-1600-0001 Per page Exempt As per legislation Statutory IPA s 4(1)(b)
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Rates Search Fee (per assessment) including Water meter reading 2100-1600-0001 Per assessment Exempt 92.00 Commercial LGA s 262(3)(c)
Health Requisitions – (Consultant) 2100-1600-0001 Per application Inclusive POA Commercial LGA s 262(3)(c)
Town Planning – Preferred use 2100-1600-0001 Per application Inclusive POA Commercial LGA s 262(3)(c)
Building Requisition or Search 2100-1600-0001 Per application Inclusive POA Commercial LGA s 262(3)(c)
COMMUNITY
Meeting Rooms & Town Halls Council Training/meeting rooms, including Information Centres 3400-1200-0000 Per day Inclusive 50.00 Commercial LGA s 262(3)(c) (External Hire) Council Training/meeting rooms, including Information Centres 3400-1200-0000 Per day Inclusive Exempt Commercial LGA s 262(3)(c) (Local Community Groups) Town Halls-Jundah & Stonehenge 3400-1200-0000 Per day Inclusive 155.00 Commercial LGA s 262(3)(c) Private function up to 150 guests Town Halls- Jundah & Stonehenge 3400-1200-0000 Per day Inclusive 255.00 Commercial LGA s 262(3)(c) Private Function over 150 guests Town Halls-Jundah & Stonehenge 3400-1200-0000 Per day Exempt Exempt Commercial LGA s 262(3)(c) (Local Community Groups) Community Centre – Windorah 3400-1200-0000 Per day Inclusive 155.00 Commercial LGA s 262(3)(c) Private function up to 150 guests Community Centre - Windorah 3400-1200-0000 Per day Inclusive 255.00 Commercial LGA s 262(3)(c) Private Function over 150 guests Community Centre – Windorah 3400-1200-0000 Per day Exempt Exempt Commercial LGA s 262(3)(c) (Local Community Groups) Sports Complex Kitchen-Jundah & Windorah 3400-1200-0000 Per day Inclusive 50.00 Commercial LGA s 262(3)(c) (Private Function/Commercial) Sports Complex Kitchen-Jundah & Windorah 3400-1200-0000 Per day Exempt Exempt Commercial LGA s 262(3)(c) (Local community Groups) Bond – Private function 3400-1200-0000 Per function Exempt 200.00 Commercial LGA s 262(3)(c) Cleaning fee – to be deducted from Bond before refund made Per hour per 3400-1200-0000 Inclusive 50.00 Commercial LGA s 262(3)(c) if not left clean person External Equipment Hire – Excluding Delivery
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*Table & Chair Hire is FREE for community members & LGA s 262(3)(c) Groups*
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Chair Hire 4200-1200-0000 Per chair Inclusive 1.00 Commercial LGA s 262(3)(c)
Table Hire 4200-1200-0000 Per table Inclusive 5.00 Commercial LGA s 262(3)(c)
Chair & Table Hire Bond 4200-1200-0000 Per booking Inclusive 50.00 Commercial LGA s 262(3)(c)
Chair & Table Late Fee 4200-1200-0000 Per item per day Inclusive 1.00 Commercial LGA s 262(3)(c)
*Other Equipment available upon request*
Sporting Facilities
Jundah – Swimming Pool Key - Community 4200-1220-0000 Bond Inclusive 20.00 Commercial LGA s 262(3)(c)
Jundah – Swimming Pool Key - Visitor 4200-1200-0000 Bond Inclusive 10.00 Commercial LGA s 262(3)(c)
Replacement Key 4200-1200-0000 Once Inclusive 20.00 Commercial LGA s 262(3)(c)
Camping
Camping in Hall-Local Schools Only (Council Approval Required) 3400-1200-0000 Per night Inclusive Free Commercial LGA s 262(3)(c) Caravan Parks
Unpowered site – Excluding Commercial Buses 3600-1200-0000 Per night Inclusive 10.00 Commercial LGA s 262(3)(c)
Powered Site – Van, Car, Truck or Motorhome 3600-1200-0000 Per night Inclusive 18.00 Commercial LGA s 262(3)(c)
Unpowered site - Bus (Commercial Bus 6 or more people) 3600-1200-0000 Per person Inclusive 10.00 +6.00/person Commercial LGA s 262(3)(c)
Powered site - Bus (Commercial Bus 6 or more people) 3600-1200-0000 Per person Inclusive 18.00 +6.00/person Commercial LGA s 262(3)(c)
Tent Site 3600-1200-0000 Per night Inclusive 10.00 Commercial LGA s 262(3)(c)
*Special Offer - Stay for 4 nights, pay for 3. Stay for 7 nights, pay for 5. Stay for 14 nights, pay for 10*
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Cabin – Double 3600-1200-0000 Per night Inclusive 135.00 Commercial LGA s 262(3)(c) Cabin – Double Per week *includes cleaning once a week*(7-day 3600-1200-0000 Per week Inclusive 800.00 Commercial LGA s 262(3)(c) week) *Note: It is the responsibility of the hirer (town hall and sports ground) to ensure facilities are left in a clean manner. If the hirer requires the facilities to be cleaned, actual costs will be incurred. Damages to equipment hires offsite will be charged at replacement cost. Library
Library Membership 3000-1200-0000 Per member Exempt Free Commercial LGA s 262(3)(c)
Internet use 3000-1200-0000 Per member Exempt Free Commercial LGA s 262(3)(c)
Damaged or Non-return of books/media or other library property 3000-1200-0000 Per item Inclusive At cost Commercial LGA s 262(3)(c)
Other
Bus Hire (excluding fuel) - local organisations ONLY 3800-1200-000? Per day Exempt Free Commercial LGA s 262(3)(c) *Fuel payable by hirer, full tank upon return
Bus Hire Damage EXCESS
Catering Van Hire (Local Shire Groups & Private Shire Residents) 3800-1200-0001 Per day Inclusive 102.50 Commercial LGA s 262(3)(c) *Note: Bond applicable for hire.
Catering Van – Bond 9991-5350-0000 Once Exempt 500.00 Commercial LGA s 262(3)(c)
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
COUNCIL PROPERTIES
Employee Rental Accommodation
Flat - One bedroom 4000-1300-0000 Per week Input 60.00 Commercial LGA s 262(3)(b)
Flat - Two Bedroom 4000-1300-0000 Per week Input 70.00 Commercial LGA s 262(3)(b)
House - Two Bedroom 4000-1300-0000 Per week Input 90.00 Commercial LGA s 262(3)(b)
House – Three Bedroom 4000-1300-0000 Per week Input 100.00 Commercial LGA s 262(3)(b)
House – Four Bedroom 4000-1300-0000 Per week Input 120.00 Commercial LGA s 262(3)(b)
Single Person Quarters 4000-1300-0000 Per week Inclusive 40.00 Commercial LGA s 262(3)(b)
Bond – held with RTA 2300-5440-0000 Per week Input Four weeks rent Commercial LGA s 262(3)(b)
Yard Maintenance (if requested) 4000-1400-0000 Per week Inclusive 20.00 Commercial LGA s 262(3)(b) Shared laundry (if applicable) *Single persons accommodation 4000-1400-0000 Per week Inclusive 5.00 Commercial LGA s 262(3)(b) only* Furniture (if applicable) All accommodation 4000-1400-0000 Per week Inclusive 15.00 Commercial LGA s 262(3)(b)
Public Rental Accommodation Based on median All Areas –Public Rental Accommodation 4000-1300-0000 Per week Input Commercial LGA s 262(3)(b) market rental rates Flat - One bedroom 4000-1300-0000 Per week Input 120.00 Commercial LGA s 262(3)(b)
Flat - Two Bedroom 4000-1300-0000 Per week Input 140.00 Commercial LGA s 262(3)(b)
House - Two Bedroom 4000-1300-0000 Per week Input 180.00 Commercial LGA s 262(3)(b)
House – Three Bedroom 4000-1300-0000 Per week Input 200.00 Commercial LGA s 262(3)(b)
House – Four Bedroom 4000-1300-0000 Per week Input 240.00 Commercial LGA s 262(3)(b)
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Bond – Held with RTA 2300-5440-0000 Per week Input Four weeks rent Commercial LGA s 262(3)(b)
Council Guest Accommodation Per person/ Guest Accommodation-Caravan Park Cabins 4000-1300-0000 Inclusive 76.00 Commercial LGA s 262(3)(b) per night One Bedroom Flat – Single 4000-1300-0000 Per night Inclusive 75.00 Commercial LGA s 262(3)(b)
One Bedroom Flat – Double 4000-1300-0000 Per night Inclusive 100.00 Commercial LGA s 262(3)(b)
Two Bedroom Flat 4000-1300-0000 Per night Inclusive 120.00 Commercial LGA s 262(3)(b)
Two Bedroom House 4000-1300-0000 Per night Inclusive 130.00 Commercial LGA s 262(3)(b)
Three Bedroom House 4000-1300-0000 Per night Inclusive 150.00 Commercial LGA s 262(3)(b) Per person/ per Single Person Quarters 4000-1300-0000 Inclusive 20.00 Commercial LGA s 262(3)(b) night Single Person Quarters 4000-1300-0000 Per week Inclusive 80.00 Commercial LGA s 262(3)(b)
RURAL
Agistment Fees Per 6 months or Horse - Town Common-per head 7100-1210-0000 Inclusive 78.00 Commercial LGA s 262(3)(c) part thereof Per 6 months or Cattle - Town Common-per head 7100-1210-0000 Inclusive 78.00 Commercial LGA s 262(3)(c) part thereof Per 6 months or Sheep /Goats- Town Common-per head 7100-1210-0000 Inclusive 9.00 Commercial LGA s 262(3)(c) part thereof
Reserves 7100-1210-0000 Per annual Inclusive POA Commercial LGA s 262(3)(c)
Animal Tag NLIS 7100-1210-0000 Per NLIS Inclusive 5.00 Commercial LGA s 262(3)(c)
Animal Tag Management 7100-1210-0000 Per Tag Inclusive 1.50 Commercial LGA s 262(3)(c)
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source Droving Fees (Fee is calculated when the application is approved and must be paid before the permit is issued. Per km, per 20 Large stock (alpacas, asses, camels, cattle, donkeys, horses, 7100-1210-0000 head or part Inclusive 0.022 Commercial LGA s 262(3)(c) llamas, mules, or vicunas) thereof Per km, per 100 Small Stock (Goats and sheep) 7100-1210-0000 head or part Inclusive 0.022 Commercial LGA s 262(3)(c) thereof
Tailing out Fees 7100-1210-0000 Per day, per head. Inclusive 0.17 Commercial LGA s 262(3)(c)
Land Protection Officer Private Works
Labour 7200-1510-0000 Per hour Inclusive 85.00 Commercial LGA s 262(3)(c)
Vehicle 7200-1510-0000 Per km Inclusive 0.80 Commercial LGA s 262(3)(c)
Meal Allowance 7200-1510-0000 Per day Inclusive 50.00 Commercial LGA s 262(3)(c)
Accommodation 7200-1510-0000 Per night Inclusive 120.00 Commercial LGA s 262(3)(c)
Animal Control
Dog Registration – Entire Dog 7000-1200-0000 Per dog Exempt 40.00 LGA s 97(2)(a) AMA s 46(b)(i)
Dog Registration – Desexed Dog 7000-1200-0000 Per dog Exempt 20.00 LGA s 97(2)(a) AMA s 46(b)(i)
Dog Registration – Entire Dog Pensioner 7000-1200-0000 Per dog Exempt 24.00 LGA s 97(2)(a) AMA s 46(b)(i)
Dog Registration – Desexed Dog Pensioner 7000-1200-0000 Per dog Exempt 12.00 LGA s 97(2)(a) AMA s 46(b)(i)
Regulated Dog – Restricted/Permit 7000-1200-0000 Per dog Exempt 200.00 LGA s 97(2)(a) AMA s 46(b)(i)
3rd or subsequent dog not permitted under LL2
Cat Registration 7000-1200-0000 Per cat Exempt Exempt LGA s 97(2)(a) AMA s 46(b)(i)
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source Conditions of animal registration: • All animals over the age of 12 weeks must be registered • All animals must be registered within 14 days of owners becoming residents of the Barcoo Shire Discount conditions: A 50% discount of the relevant animal registration fee will apply to: • Existing registered animals if fees are paid by the specified date on annual notices Animal Impounding
Dog – 1st Impounding any 12 months period 7000-1210-0000 Per dog Exempt 50.00 LGA s 97(2)(a) LL 2
Dog – 2nd Impounding any 12 months period 7000-1210-0000 Per dog Exempt 100.00 LGA s 97(2)(a) LL 2
Dog – 3rd or subsequent any 12 month period 7000-1210-0000 Per dog Exempt 200.00 LGA s 97(2)(a) LL 2
*All dogs must be registered and relevant fees paid before release from pound LGA s 97(2)(a) LL 2 Animals – Other than dogs per day 7000-1210-0000 Per head Exempt 10.00 LGA s 97(2)(a) LL 2 Horse – Gelding or Mare Animals – Other than dogs per day 7000-1210-0000 Per head Exempt 10.00 LGA s 97(2)(a) LL2 All other cattle Animals – Other than dogs per day 7000-1210-0000 Per head Exempt 2.00 LGA s 97(2)(a) LL2 Sheep, Goats, Swine Animals – not otherwise specified 7000-1210-0000 Per head Exempt 15.00 LGA s 97(2)(a) LL 2
Sustenance – per day 7000-1210-0000 Per head/per day Exempt 10.00 LGA s 97(2)(a) LL 2
Driving fees – leading, transporting and delivery to the pound 7000-1210-0000 Per head Inclusive Actual cost LGA s 97(2)(a) LL 2
WORKS AND SERVICES
Workshop Labour
Labour - Boilermaker 5900-1000-0000 Per hour Inclusive 90.00 Commercial LGA s 262(3)(b)
Labour - Diesel Fitter (per hour) 5900-1000-0000 Per hour Inclusive 90.00 Commercial LGA s 262(3)(b)
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Overtime Labour – Diesel Fitter | Boilermaker 5900-1000-0000 Per hour Inclusive Actual cost Commercial LGA s 262(3)(b)
Labour- General 5900-1000-0000 Per hour Inclusive 51.50 Commercial LGA s 262(3)(b)
*Motor Vehicle (Travel) 5900-1000-0000 Per km Inclusive At cost Commercial LGA s 262(3)(b)
*Truck (Travel) 5900-1000-0000 Per km Inclusive At cost Commercial LGA s 262(3)(b)
Workshop Items
Tyre Repair – Motor Vehicle 5900-1000-0000 Per tyre Inclusive 32.00 Commercial LGA s 262(3)(b)
Tyre Repair – Heavy Vehicle & equipment 5900-1100-0000 Per tyre Inclusive At cost Commercial LGA s 262(3)(b)
Tyres, Tubes, Sleeves, Consumables 5900-1000-0000 Per item Inclusive At cost Commercial LGA s 262(3)(b)
Disposal of old tyres 5900-1000-0000 Per item Inclusive 5.00 Commercial LGA s 262(3)(b)
Plumbing
Labour - Plumber 5000-1000-0000 Per hour Inclusive 90.00 Commercial LGA s 262(3)(b)
Labour - Plumber over time 5000-1000-0000 Per hour Inclusive At cost Commercial LGA s 262(3)(b)
Labour - General Labour Assistant 5000-1000-0000 Per hour Inclusive At cost Commercial LGA s 262(3)(b)
Labour - General Assistant overtime 5000-1000-0000 Per hour Inclusive At cost Commercial LGA s 262(3)(b)
Motor Vehicle (Travel) 5000-1000-0000 Per km Inclusive 0.80 Commercial LGA s 262(3)(b)
Plumbing Supplies 5000-1000-0000 Per item Inclusive At cost Commercial LGA s 262(3)(b)
Water Meter - installed 5000-1000-0000 Per Meter Inclusive 440.00 Commercial LGA s 262(3)(b)
*Other private works available upon request i.e. Servicing of Private Vehicles – At Cost *
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
STORES
Cement
Cement 20kg Bag Rapid Set 5300-1000-0000 Per bag Inclusive 22.75 Commercial LGA s 262(3)(b)
Cement 20kg Powder Standard 5300-1000-0000 Per bag Inclusive 21.70 Commercial LGA s 262(3)(b) *Other Store Items available to the public upon request a 15% on cost is used on all store items purchased. SALE OF FUEL (15% ONCOST)
Diesel (Jundah Depot Fuel Cell) 5300-1200-0000 Per litre Inclusive On Bowser Commercial LGA s 97(2)(c)
Avgas (Windorah Airport) 6000-1400-0000 Per litre Inclusive On Bowser Commercial LGA s 97(2)(c)
Jet A1 (Windorah Airport) 6000-1400-0000 Per litre Inclusive On Bowser Commercial LGA s 97(2)(c)
SALE OF BULK WATER Ex town supply on Council approval – per kilolitre or part thereof (treated) Ratepayers – Minimum 6400-1000-0000 Per kl Exempt 5.00 LGA s 97(2)(a) WSA Charge $100.00 Ex town supply on Council approval – per kilolitre or part thereof (untreated) Ratepayer – Minimum 6400-1000-0000 Per kl Exempt 1.00 LGA s 97(2)(a) WSA Charge $50.00 Supply of Water to Mining/Explorations Camps *Min. charge 6400-1200-0000 Per kl Exempt 15.00 LGA s 97(2)(a) WSA $150* > 10,000L Delivery to mining company camps at cost 6400-1000-0000 Per km Exempt At cost LGA s 97(2)(a) WSA Supply of Treated Water outside the Reticulation Area – Not in 6400-1200-0000 Per kl Exempt 5.00 LGA s 97(2)(a) WSA Rates System Supply of Raw Water outside the Reticulation Area – Not in Rates 6400-1200-0000 Per kl Exempt 1.00 LGA s 97(2)(a) WSA System ENVIRONMENTAL HEALTH FEES AND ENVIRONMENTAL RELEVANT ACTIVITY
Food Premises, Places or Vehicle Registration Annual Licence Fee 6600-1200-0000 Per licence Exempt 100.00 LGA s 97(2)(a) FA s 31
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Food Premises Business Application Fee 6600-1200-0000 Per licence Exempt 100.00 LGA s 97(2)(a) FA s 31
Follow up inspections 6600-1200-0000 Per inspection Exempt POA LGA s 97(2)(a) FA s 31
MISCELLANEOUS CHARGES
Overgrown allotments - mowing and removal of rubbish 5000-1000-0000 Per allotment Inclusive At cost Commercial LGA s 262(3)(c)
Wheelie Bin (240Lt) 5000-1000-0000 Per unit Inclusive POA Commercial LGA s 262(3)(c)
Waste Removal - Vac Truck Portable Toilet (per toilet) 5000-1000-0000 Minimum charge Inclusive 52.00 Commercial LGA s 262(3)(c)
Waste Removal - Vac Truck Septic pump out, in town 5000-1000-0000 Minimum charge Inclusive 150.00 LGA s 97(2)(a) PDA s 145
Waste Removal - Vac Truck Rural areas 5000-1000-0000 Per hour Inclusive 150.00 LGA s 97(2)(a) PDA s 145 *travel greater than 5km from where it is parked TOWN PLANNING AND DEVELOPMENT
Plumbing Applications
Domestic Plumbing Application (per fitting) 1100-1200-0000 Per application Exempt 92.00 LGA s 97(2)(a) PDA s 145
Commercial Plumbing Application 1100-1200-0000 Per application Exempt 112.00 LGA s 97(2)(a) PDA s 145
Additional Inspections 1100-1200-0000 Per Inspection Exempt 92.00 LGA s 97(2)(a) PDA s 145
Archive Fee 1100-1200-0000 Per application Exempt 154.00 LGA s 97(2)(a) PDA s 145
*All applicants must pay a Lodgement Fee plus an Assessment Fee
Building certification charges Schedule Travel expenses for inspections outside of a town (Inc time & Hourly rate + 1100-1200-0000 Per km Inclusive Commercial LGA s 262(3)(c) vehicle costs). $0.80/km Class 1- New Dwellings & Major Additions & Alterations
Assessment Fee - Single Storey up to 300m2 1100-1200-0000 Per assessment Inclusive 713.90 LGA s 97(2)(a) BA s 51; SPA s 260
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Assessment Fee - Double Storey up to 300m2 1100-1200-0000 Per assessment Inclusive 859.10 LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee - Dwellings over 300m2 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per Inspection 1100-1200-0000 Per assessment Inclusive 363.00 LGA s 97(2)(a) BR s 30; SPA s 260
Inspection Fee - Lapsed Development Approval 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BR s 30; SPA s 260
Re-inspection Fee 1100-1200-000 Per assessment Inclusive 363.00 LGA s 97 (2)(a) BR s 30; SPA s 260
NB Assessment of buildings post construction may incur a 30% increase of applicable fee above. Class 1 & 10 Minor Additions & Alterations, Inc. Decks, Verandahs, & Patios Assessment Fee - Up to 30m2 1100-1200-0000 Per assessment Inclusive 435.00 LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee - Over 30m2 to 80m2 1100-1200-0000 Per assessment Inclusive 490.05 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per Inspection 1100-1200-0000 Per assessment Inclusive 363.00 LGA s 97(2)(a) BR s 30; SPA s 260
Inspection Fee – Lapsed Development Approval 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BR s 30
Class 1 Underpinning & Re-Stumping of a Dwelling
Assessment Fee 1100-1200-0000 Per assessment Inclusive 527.56 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per inspection 1100-1200-0000 Per assessment Inclusive 363.00 LGA s 97(2)(a) BR s 30; SPA s 260
Inspection Fee – Lapsed Development Approval 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BR s 30; SPA s 260
Class 1 Amendments to Plans
Minor Amendments 1100-1200-0000 Per assessment Inclusive 264.00 LGA s 97(2)(a) BA s 51; SPA s 260
Major Amendments 1100-1200-0000 Per assessment Inclusive 595.32 LGA s 97(2)(a) BA s 51; SPA s 260
Class 1 Removal/Relocation of Dwelling(on to site)
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Assessment Fee 1100-1200-0000 Per assessment Inclusive 726.00 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per Inspection 1100-1200-0000 Per assessment Inclusive 363.00 LGA s 97(2)(a) BA s 51; SPA s 260
Preliminary Inspection Fee 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee – Lapsed Development Approval 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Buildings post construction 30% increase of applicable assessment fee above
Class 1 Demolition/Removal of Dwelling (from site)
Assessment Fee 1100-1200-0000 Per assessment Inclusive 462.22 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per inspection 1100-1200-0000 Per assessment Inclusive 363.00 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee – Lapsed Development Approval 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Class 10 (Residential Use) Structures(carports, garages, unroofed pergolas, small outbuildings, retaining wall etc) Assessment Fee – Up to 60m2 1100-1200-0000 Per assessment Inclusive 462.22 LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee – Over 60m2 1100-1200-0000 Per assessment Inclusive 595.32 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee 1100-1200-0000 Per assessment Inclusive 363.00 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee – Lapsed Development Approval 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Class 10 (Non- Residential)
Assessment Fee – Up to 100m2 1100-1200-0000 Per assessment Inclusive 747.78 LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee – 100m2 to 300m2 1100-1200-0000 Per assessment Inclusive 877.25 LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee – 300m2 to 500m2 1100-1200-0000 Per assessment Inclusive 1004.30 LGA s 97(2)(a) BA s 51; SPA s 260
Greater than 500m2 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Inspection Fee/Per inspection 1100-1200-0000 Per assessment Inclusive 363.00 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee – Lapsed Development Approval 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Building post construction 30% increase of applicable assessment fee above Class 10 Swimming Pools/Spas
Assessment Fee 1100-1200-0000 Per assessment Inclusive 549.34 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fee/Per inspection 1100-1200-0000 Per Inspection Inclusive 363.00 LGA s 97(2)(a) BA s 51; SPA s 260
Pool Safety Compliance Including Certificate & 1 Re-inspection 1100-1200-0000 Per assessment Inclusive 613.47 LGA s 97(2)(a) BA s 51; SPA s 260
2nd Re-inspection 1100-1200-0000 Per assessment Inclusive 129.47 LGA s 97(2)(a) BA s 51; SPA s 260
Class 10 Signs
Assessment Fee 1100-1200-0000 Per assessment Inclusive 462.22 LGA s 97(2)(a) BA s 51; SPA s 260
Inspection fee/Per inspection 1100-1200-0000 Per Inspection Inclusive 363.00 LGA s 97(2)(a) BA s 51; SPA s 260
Class 2 to Class 9 Buildings up to 500m2 & 2 Storeys
Assessment Fee i) Up to 150m2 floor area 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee ii) 150m2 to 300m2 Floor area 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Assessment Fee iii) 300m2 to 500m2 Floor area 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fees 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
Inspection Fees – Lapsed Development Approval 1100-1200-0000 Per assessment Inclusive To be quoted LGA s 97(2)(a) BA s 51; SPA s 260
General Development Assessment Fee Note: If a development application is received from a not-for-profit organisation, the prescribed application fee shall be discounted by 50%.
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Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Material Change of Use $250 per 100m2 of Total Use Area – minimum and Development application requiring code assessment 1100-1200-0000 Per application Exempt LGA s 97(2)(a) BA s 51; SPA s 260 maximum applicable Min. $1,000 Max. $10,000 $500 per $100m2 of Total Use Area – Development application requiring impact assessment 1100-1200-0000 Per application Exempt LGA s 97(2)(a) BA s 51; SPA s 260 minimum applicable Min. $1,500 Reconfiguring a Lot
Subdivide one allotment into two 1100-1200-0000 Base fee Exempt 1900.00 LGA s 97(2)(a) BA s 51; SPA s 260 Subdivide one allotment into more than two – additional charge for 1100-1200-0000 Per lot Exempt 260.00 LGA s 97(2)(a) BA s 51; SPA s 260 each lot after two Boundary Realignment (no new lots created) 1100-1200-0000 Per application Exempt 1900.00 LGA s 97(2)(a) BA s 51; SPA s 260
Survey plan endorsement 1100-1200-0000 Per request Exempt 515.00 LGA s 97(2)(a) BA s 51; SPA s 260 Endorsing a document (e.g. Community Management Statement, 1100-1200-0000 Per request Exempt 200.00 LGA s 97(2)(a) BA s 51; SPA s 260 Easement)
Operational Work
Operational work other than filling and excavation 1100-1200-0000 Per application Exempt POA LGA s 97(2)(a) BA s 51; SPA s 260 Excavation and filling - $250 per 100m3 or part thereof material – Min. $1,000 1100-1200-0000 Per application Exempt LGA s 97(2)(a) BA s 51; SPA s 260 minimum and maximum applicable Max. $10,000
Development application for a preliminary approval 75% of the relevant Development application for a preliminary approval 1100-1200-0000 Per application Exempt application LGA s 97(2)(a) BA s 51; SPA s 260 lodgement fee 125% of the relevant Development application for a preliminary approval – variation 1100-1200-0000 Per application Exempt application LGA s 97(2)(a) BA s 51; SPA s 260 request lodgement fee
Budget Document Financial Policies & Operational Plan 2020-2021 Page 78 of 130 BARCOO SHIRE COUNCIL FEES AND CHARGES 2020-2021
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source
Major Development Projects
A major development project, as determined by Council 1100-1200-0000 Per application Exempt POA LGA s 97(2)(a) BA s 51; SPA s 260
Other Application and Assessment Fees
Assessment of Building works against the Planning Scheme 1100-1200-0000 Per application Exempt 625.00 LGA s 97(2)(a) BA s 51; SPA s 260
Request to apply superseded Planning Scheme 1100-1200-0000 Per request Exempt 625.00 LGA s 97(2)(a) BA s 51; SPA s 260
Change application (minor change to a development approval) 1100-1200-0000 Per application Exempt 625.00 LGA s 97(2)(a) BA s 51; SPA s 260 Current relevant Change application (other change to a development approval) 1100-1200-0000 Per application Exempt LGA s 97(2)(a) BA s 51; SPA s 260 application fee Extension application (to extend currency period of development 1100-1200-0000 Per application Exempt 625.00 LGA s 97(2)(a) BA s 51; SPA s 260 approval) Cancellation application (request to cancel development approval) 1100-1200-0000 Per application Exempt 625.00 LGA s 97(2)(a) BA s 51; SPA s 260 Written request for ‘generally in accordance’ determination or 1100-1200-0000 Per request Exempt 625.00 LGA s 97(2)(a) BA s 51; SPA s 260 other written advice as determined by Council Exemption Certificate 1100-1200-0000 Per request Exempt 625.00 LGA s 97(2)(a) BA s 51; SPA s 260 $625 plus expenses All public (printing, copying, Public notification on behalf of applicant 1100-1200-0000 notification Inclusive LGA s 97(2)(a) BA s 51; SPA s 260 signs, advertisement, actions mailing, mileage) Planning and Development Certificates
Limited certificate 1100-1200-0000 Per lot Exempt 200.00 LGA s 97(2)(a) BA s 51; SPA s 260
Standard certificate 1100-1200-0000 Per lot Exempt 400.00 LGA s 97(2)(a) BA s 51; SPA s 260
Full certificate 1100-1200-0000 Per lot Exempt 1500.00 LGA s 97(2)(a) BA s 51; SPA s 260
Refund of fees for withdrawn applications 90% of relevant Application stage 1100-1200-0000 Per application Exempt LGA s 97(2)(a) BA s 51; SPA s 260 application fee
Budget Document Financial Policies & Operational Plan 2020-2021 Page 79 of 130 BARCOO SHIRE COUNCIL FEES AND CHARGES 2020-2021
Administration General Ledger Unit GST Price ($) Pricing Basis Legal Source 50% of relevant Information request or referral stage 1100-1200-0000 Per application Exempt LGA s 97(2)(a) BA s 51; SPA s 260 application fee 30% of relevant Public notification stage 1100-1200-0000 Per application Exempt LGA s 97(2)(a) BA s 51; SPA s 260 application fee Decision stage (note: no refund once decision has been made by 10% of relevant 1100-1200-0000 Per application Exempt LGA s 97(2)(a) BA s 51; SPA s 260 Council) application fee ROAD INFRASTRUCTURE FEES
Pipeline Permit Permission to perform works within the road reserve. Works involve the installation of a pipeline. The area is inspected by 5600-1510-0000 Per Application Exempt 600.00 Cost Recovery LGA s 97(2)(a) Council before permission is granted. Maintenance Permit Permission is granted for a company to perform maintenance on Council roads. This will only be granted if Council is unable to 5600-1510-0000 Per Application Exempt 300.00 Cost Recovery LGA s 97(2)(a) perform the works itself. Low Impact Permit Permission is granted to perform low impact seismic survey 5600-1510-0000 Per Application Exempt 410.00 Cost recovery LGA s 97(2)(a) and/or drilling operations within Council road reserve
Budget Document Financial Policies & Operational Plan 2020-2021 Page 80 of 130 BARCOO SHIRE COUNCIL
BUDGET 2020‐2021
Appendix 2 - Corporate Plan 2016-2021
Budget Document Financial Policies & Operational Plan 2020-2021 Page 81 of 130 CORPORATE PLAN 2016-2021
Budget Document Financial Policies & Operational Plan 2020-2021 Page 82 of 130 1 Barcoo Shire Council recognises the traditional owners of the land and maintains strong cooperative relationships with local indigenous groups including the Mithaka Aboriginal Corporation.
Budget Document Financial Policies & Operational Plan 2020-2021 Page 83 of 130 Foreward
Barcoo Shire Council’s driving purpose is to improve quality The Barcoo Shire Corporate Plan 2016-2021 gives strategic of life for our residents, businesses and visitors and to direction to Councillors and staff. It provides a high level of protect our iconic natural assets. We do this by delivering accountability and clearly articulates Council’s priorities for quality services and facilities, and setting a shared vision the Barcoo Shire community. This is a living plan. It will be and strategy for the shire. regularly reviewed and revised as necessary by Council to reflect the changing needs and priorities of our community. A corporate plan is Council’s leading strategic document. The Barcoo Shire Council Corporate Plan 2016-21 presents This corporate plan is a broad document setting out our Council’s vision and mission for the next five years. It collective vision and expectations for the next five years. It outlines our collective goals, and the strategies and allows all residents of the shire to have input through regular measures we will use to ensure we meet them. Most community consultation and via their elected members . importantly, it has been developed in partnership with our Together we can build on and enhance the lifestyle, health, community. (Our consultation process and key stakeholders wellbeing and prosperity of our community. are outlined on page 32. As a council, we pride ourselves on fair and responsible governance and ensuring we are transparent in how we deliver services to the community. Our corporate plan is Bruce Scott Robert O’Brien one of the ways we provide that transparency, by setting MAYOR CHIEF EXECUTIVE OFFICER ourselves a five-year plan, and then annually reporting our achievements in delivering on that plan (in our annual report).
Budget Document Financial Policies & Operational Plan 2020-2021 Page 84 of 130 3 Contents
SHIRE PROFILE 5 ORGANISATIONAL STRUCTURE 6 OUR VISION 7 OUR MISSION 7 OUR PRIORITIES 7 OUR CORE VALUES 7
EXECUTIVE (E) 8 COMMUNITY AND DEVELOPMENT (CD) 15 WORKS AND SERVICES (WS) 24 GOVERNANCE 8 COMMUNITY SPIRIT 15 WORKS OPERATIONS 24 SHIRE PLANNING 9 DEVELOPMENT 16 ROAD INFRASTRUCTURE 25 REGIONAL COOPERATION 9 MULTIPLE CENTRES 16 COMMUNITY INFRASTRUCTURE 26 EMERGENCY SERVICES 10 SHIRE PROMOTION AND TOURISM 17 WATER SUPPLY 27 ELECTRICITY SERVICES AND INFRASTRUCTURE 17 PARKS AND GARDENS 28
CORPORATE SERVICES (CS) 11 TRANSPORT SERVICES 18 ENVIRONMENTAL HEALTH 28 ORGANISATIONAL ADMINISTRATION 11 TELECOMMUNICATIONS SERVICES AND INFRASTRUCTURE 18 INFORMATION MANAGEMENT 12 LAND, WATER AND ANIMAL MANAGEMENT (LAM) 29 TECHNOLOGY AND INNOVATION 19 STAFF MANAGEMENT 13 LAND, WATER AND VEGETATION MANAGEMENT 29 EDUCATION 20 COUNCIL FINANCIAL SUSTAINABILITY 14 STOCK ROUTES AND RURAL LANDS 30 LOCAL EMPLOYMENT 20 TOWN COMMONS AND RESERVES 31 ACCOMMODATION 21 CATCHMENT MANAGEMENT 31 COMMUNITY HEALTH 21 SPORT AND RECREATION 22 PARTICIPATING LEAD AGENCIES 32 CULTURAL AND NATURAL HERITAGE 22 CONSULTATION PROCESS 33 ARTS AND CULTURAL DEVELOPMENT 23 LAW AND ORDER 23
Budget Document Financial Policies & Operational Plan 2020-2021 Page 85 of 130 Shire profile
Barcoo is a remote rural shire located in western Queensland The shire’s main economic output is beef production and, to in the heart of the Channel Country. It includes the towns a lesser extent, wood production, opal mining, earthmoving of Stonehenge, Jundah and Windorah and surrounding works, tourism and hospitality. Recent times have seen the properties, with a shire population of approximately 345 discovery of reserves of oil and gas within the shire, which people (Australia Bureau of Statistics 2010 Census figures). has led to considerable development in these industries. Barcoo Shire covers an expanse of 61,974 square kilometres Our residents say they enjoy living in the shire because of and shares borders with Longreach Regional Council, the our strong sense of community, the opportunity to stand out shires of Winton, Diamantina, Quilpie and Bulloo, and the from the crowd, low crime, quality lifestyle and wide open border of South Australia. spaces. The shire’s primary river systems are the Thomson and Visitors to our region discover scenic lookouts, red sand Barcoo, which amalgamate above Windorah to become dunes, spectacular wildflowers, the unique water labyrinths Cooper’s Creek. All rivers and creeks within the shire emerge of the Channel Country in flood and, above all, the wonderful and flow southwest towards South Australia, terminating at hospitality of the people who live here. Lake Eyre.
Budget Document Financial Policies & Operational Plan 2020-2021 Page 86 of 130 MAYOR AND COUNCILLORS
Chief Executive Officer
Workplace Executive Health & Safety Advisor Assistant
Director of Corporate Director of Works Services
Works and Reception – Stores/Procure Services Works and ment Officer Support Officer Services
Assets & Fleet/Worksh Labourer/ Town Plant TRADE Operations Disaster op Manager Services CONTRACTORS Finance Operator Manager Rural Lands Manager Manager Manager Officer Building Workshop Services Flying Crew Construction Maintenance 2 x Patrol Supervisor Supervisor Supervisor Supervisor Supervisor Graders
2 x Diesel Stonehenge Windorah Jundah Garbage & Senior Plumber Boilermaker Fitters Ganger Ganger Ganger Refuse
1 x 1 x 2 x 2 x Town 2 x Plant 7 X Plant 6 x Plant 1 x Apprentice Labourer/ Labourer/ Maintenanc Creditors Operators Operators Operators Boilermaker Diesel Plant Plant e Officers Officer Jundah VIC Fitter Operator Operators Officer Post Office Cleaning/ Manager 1 Trade Town Assistant Administrati (Perm Part Maintenanc Time) 1 x (Tyres) on/ Debtors Apprentice e Boilermaker Stoneheng e VIC Officer
Payroll Windorah Officer VIC Officer
Jundah Store Manager Reception Community Cleaner
IT Officer Budget Document Financial Policies & Operational Plan 2020-2021 Page 87 of 130 Our vision Our core values Organisational objective Barcoo Shire: where people, lifestyle, business and the How we accomplish our mission is as important as our We aim to be effective and efficient in what we do as an natural environment flourish mission itself. Fundamental to achieving success are the organisation, while taking into account the local government following core values: principles of:
Quality service • transparent and effective processes and decision-making Our mission in the public interest To provide quality lifestyles for the people of our shire by: We value integrity and transparency. • sustainable development and management of assets and • committing to the objectives of our corporate plan Excellence infrastructure and delivery of effective services We value the pursuit of excellence by our management and • supporting our communities • democratic representation, social inclusion and staff. meaningful community engagement • embracing innovation Innovation • good governance of, and by, local government • creating and taking advantage of opportunities We value creativity and innovation as a way of improving our • ethical and legal behavior of Councillors and local service. • being a leader in local government and our region. government employees Culture • ensuring legislative and regulatory requirements are being Our priorities We value maintaining a positive and respectful culture met by the organisation. In carrying out our mission, our priorities are: through the way our elected members, staff and community work together. • our people Accountability Corporate Plan The Corporate Plan outlines Council’s objectives for the • our children’s future We value the importance of being accountable to our current five-year period and is structured around the four community and to the individuals who access our services, key areas of Council. The Corporate Plan sets out Council’s • the wellbeing and growth of our communities programs and facilities. vision, mission and values as well as outlining what Council will do to progress the four key areas. • the responsible and sustainable development of our shire Transparency • the uniqueness of our shire and the individuality of our We value openness in our dealings and consultation with our towns community. Operational Plan Each year, Council must develop and adopt an Operational • the integrity of our natural assets Plan, which sets out what we plan to do during the financial year towards the delivery of the Corporate Plan 2016- • our cultural, social and natural history 2021. Operational planning is closely linked to budget development. These reports are available on Council’s • education and skills development website. • responsible governance
• regionBudgetal cooperation. Document Financial Policies & Operational Plan 2020-2021 Page 88 of 130 EXECUTIVE (E)
GOVERNANCE OBJECTIVE: To have ethical, transparent, fair and responsible governance
Code Strategy Led by Measure E1A Maintain an organisational structure that is effective, efficient and financially responsible CEO Budget, operational plan and annual report E1B Establish and maintain easy-to-understand, effective and fair procedures, protocols and CEO Adopted policies, procedures and protocols in all identified policies that are accessible to the community areas Senior officers E1C Adhere to the requirements and principles for the separation of the roles of staff and Mayor Annual staff and Councillor performance reviews Councillors CEO E1D Develop and adopt a 20-year asset management plan CEO Complete plan adopted by 2018 E1E Record, report on and review how corporate objectives are delivered CEO Quarterly reports to Council on operations and report annually to the community E1F Adhere to statutory and regulatory reporting requirements Mayor As per departmental requirements CEO E1G Adopt and adhere to best practice governance standards CEO Governance manual developed to report against Senior officers E1H Review local laws and related policies in line with the annual budget CEO Status of local laws reported to Council and reviewed E1I Develop a strategy that ensures Council maintains effective communication with the CEO Feedback from annual formal community consultation community and the shire’s key partners and stakeholders Senior officers E1J Establish advisory committees for key function areas Councillors Committees are established Senior officers
Budget Document Financial Policies & Operational Plan 2020-2021 Page 89 of 130 SHIRE PLANNING OBJECTIVE: To have a shire planning scheme which meets and is relevant to community needs
Code Strategy Led by Measure E2A Review the planning scheme in accordance with the requirements of the Planning Act 2016 CEO Relevance of current Barcoo Shire Town Plan Consulting town planner E2B Investigate and develop a simplified planning scheme for a rural and remote council in association CEO Adopted Barcoo Shire Town Plan with the Department of Infrastructure, Local Government and Planning (DILGP). Senior officers DILGP
REGIONAL COOPERATION OBJECTIVE: Barcoo Shire maintains relationships and memberships of all regional organisations and bodies through active and open collaboration, cooperation and coordination
Code Strategy Led by Measure E3A Investigate and participate in resource sharing opportunities Mayor The number of opportunities where resources have been shared CEO Senior officers E3B Ensure terms of reference are clear for organisations of which Council is a member and that each CEO All relevant organisations have clear terms of promotes good governance practices reference Senior officers E3C Continue to work with representative organisations to promote regionally appropriate public policy, Mayor Positive, identified regional outcomes innovation and economic opportunities CEO E3D Recognise the strength in regional advocacy to benefit both the region and the shire Mayor Value of advocacy opportunities and outcomes CEO E3E Collaborate and cooperate with peak bodies Mayor Positive feedback and outcomes CEO Senior officers
Page 90 of 130 9 Policies & Operational Plan 2020-2021 EMERGENCY SERVICES OBJECTIVE: To prepare and protect the community before, during and after times of emergency or natural disaster
Code Strategy Led by Measure E4A Maintain a current Local Disaster Management Plan Chair of Local Disaster Annual Disaster Management Plan assessment process and Management Group audits by the Inspector General Emergency Management Local District Coordinator Emergency Management Coordinator E4B Support and provide funding to shire emergency services groups CEO Budget allocation to identified groups E4C Encourage and support emergency, police and health services to co-locate Mayor Cross-agency agreements with Queensland Government in our three communities where possible CEO E4D Review the Local Disaster Management Plan Chair of Local Disaster Annual review Management Group Local District Coordinator Emergency Management Coordinator E4E Maintain an Airport Emergency Plan for the Windorah Airport Quality Systems Support Officer Annual audit and exercise Director of Works Civil Aviation Safety Authority standards are met E4F Promote recruitment of volunteers to the Rural Fire Service and State Brigade Training Support Officer Numbers of new members recruited Emergency Services Area Director Emergency Management Queensland Local Controller E4G Provide ongoing training for all emergency services members CEO Training register kept current Senior officers
Budget Document Financial Policies & Operational Plan 2020-2021 Page 91 of 130 CORPORATE SERVICES (CS)
ORGANISATIONAL ADMINISTRATION OBJECTIVE: To provide effective administration services to Council
Code Strategy Led by Measure CS1A Provide adequate resources for effective administration CEO Staff Satisfaction Survey Director Corporate Services Staff retention CS1B Ensure adequate administrative systems are in place to enable appropriate and efficient CEO Staff Satisfaction Survey governance, processes and procedures in line with Council policies Director Corporate Services Community Satisfaction Survey Reports to Council on improved efficiency CS1C Establish advisory committee to support effective administration services, human resources CEO Standing committee established and consistent governance within Corporate Services Director Corporate Services CS1D Develop a corporate style guide to improve consistency across all Council communications, Director Corporate Services Corporate style guide adopted including shire signage
Budget Document Financial Policies & Operational Plan 2020-2021 Page 92 of 130 INFORMATION MANAGEMENT OBJECTIVE: To ensure best practice in the management of Council’s and public information
Code Strategy Led by Measure CS2A Provide an accurate records management system that is well maintained CEO Easily accessible information Director Corporate Services CS2B Develop, document, implement and review appropriate information management policies and CEO Information policies and procedures adopted procedures Director Corporate Services CS2C Manage and preserve Council’s historical data, corporate knowledge, information and records CEO Effective access to historical Council data Director Corporate Services CS2D Implement an internal and external reporting/complaints management system to better manage Council Community Satisfaction Survey community and staff expectations and requirements Senior officers System statistics Annual report CS2E Manage and maintain Council’s digital communications (website, social media and email contact list) Director Correct, precise and up-to-date communications Corporate information readily available Services Community Satisfaction Survey
Budget Document Financial Policies & Operational Plan 2020-2021 Page 93 of 130 STAFF MANAGEMENT OBJECTIVE: To foster a workforce that is listened to, respected, well resourced, given opportunities to thrive, and is highly skilled
Code Strategy Led by Measure CS3A Implement human resource management policies and processes that reflect the needs, culture and CEO Staff Satisfaction Survey values of the organisation Director Staff retention Corporate Services
CS3B Create an environment for career pathways and multi-skilling opportunities, with a focus on enhancing CEO Staff retention local employment Senior officers Training provided to staff Succession planning in place CS3C Strive to be an equal opportunity employer and employer of choice CEO Diverse, skilled workforce Elected members and Low job vacancies and turnaround times senior officers
CS3D Ensure regular two-way communication between staff and management regarding job satisfaction and CEO Annual performance review performance to determine organisational, professional and personal needs Elected members and Staff Satisfaction Survey senior officers Regular formal and informal communication with staff CS3D Continue association with a registered health provider to support the Employee Assistance Program CEO Employee Assistance Program continued Elected members and Quarterly report to CEO/Director Corporate senior officers Services from Employee Assistance Program CS3E Continue with open and fair enterprise bargaining negotiations with a view to creating a single CEO An executed enterprise bargaining agreement that provides parity across all Council staff agreement, covering all parties concerned Enterprise Bargaining Team Director Corporate Services Unions
Budget Document Financial Policies & Operational Plan 2020-2021 Page 94 of 130 COUNCIL FINANCIAL SUSTAINABILITY OBJECTIVE: to have responsible financial management focused on growing the community’s wealth and Council’s fiscal capacity
Code Strategy Led by Measure CS4A Capitalise on external revenue sources to benefit and enhance the shire CEO Monthly and annual financial statements
CS4B Implement effective asset management plans and associated financial strategies to replace CEO Total asset management plans adopted and assets and account for depreciation integrated into Council’s financial system Director of Works CS4C Manage revenue collection from rates, fees, charges and internal sources efficiently and Consultant Monthly and annual financial statements effectively CS4D Continue to levy rates and charges in a responsible, fair and equitable manner CEO Formal complaints (via Council’s complaints process) Elected members and Community Satisfaction Survey senior officers
Budget Document Financial Policies & Operational Plan 2020-2021 Page 95 of 130 COMMUNITY AND DEVELOPMENT (CD)
COMMUNITY SPIRIT OBJECTIVE: To have vibrant, positive and sustainable communities
Code Strategy Led by Measure CD1A Identify the needs of and opportunities available in each community through annual CEO Community Satisfaction Survey meetings and regular consultation with community groups Elected members and senior officers Community groups CD1B Support current and new community groups and activities, and their infrastructure CEO Number of successful grant applications requirements Elected members and senior officers Council sponsorship of local events and activities Community Information Officers
CD1C Encourage and foster social cohesion between Council and the community CEO Community Satisfaction Survey Elected members and senior officers CD1D Ensure Council staff and elected members lead by example to promote a cohesive All staff and elected members Community Satisfaction Survey and respectful culture and strong community values
Budget Document Financial Policies & Operational Plan 2020-2021 Page 96 of 130 DEVELOPMENT OBJECTIVE: To promote and enhance economically viable, environmentally sustainable and socially responsible development in the shire
Code Strategy Led by Measure CD2A Apply the principles of economic viability, environmental sustainability and CEO Completed development approvals social responsibility to development approvals CD2B Identify current and future development needs, including retail, fuel and CEO Feedback via Visitor Information Centres accommodation outlets Elected members and senior officers Number of new developments in the shire CD2C Facilitate appropriate infrastructure development to support tourism growth, CEO Infrastructure completed in line with budget including accommodation, food and fuel facilities, where there is private allocation and external funding Elected members and senior officers sector failure CD2D Construct a new Jundah General Store that is economically viable, CEO Infrastructure completed in line with budget environmentally sustainable and socially responsible which can provide basic allocation and external funding Elected members and senior officers food, chemist and fuel services to the Jundah community CD2E Continue to maintain a road transport network that supports tourism, CEO Industry consultation and feedback agriculture and resources sectors in the shire Elected members and senior officers CD2F Support appropriate new and existing industry development through CEO Policy to support economic development is adopted provision of land, waivers and general administrative support CD2G Identify private commercial opportunities CEO Policy to support economic development is adopted Elected members and senior officers MULTIPLE CENTRES OBJECTIVE: To embrace the uniqueness of each town and build on their strengths
Code Strategy Led by Measure CD3A Strengthen the unique identity aspects of each town CEO New simplified planning scheme that encourages the uniqueness of the three towns Elected members and senior officers Community groups CD3B Provide and maintain equitable services and facilities to each community CEO Community Feedback Survey Elected members and senior officers Community groups CD3C Advocate for essential Australian and Queensland Government services to be CEO State and federal services retained retained and/or provided Elected members and senior officers Budget Document Financial Policies & Operational Plan 2020-2021 Page 97 of 130 SHIRE PROMOTION AND TOURISM OBJECTIVE: To promote and develop Barcoo Shire as a unique destination and to manage tourism in a sustainable manner
Code Strategy Led by Measure CD4A Expand the shire’s involvement in regional tourism promotion Director Corporate Services Statistics collected through Visitor Information Centres Visitor Information Centres Annual report CD4B Maintain and build tourism-based opportunities and networks for joint Mayor Regional Tourism Coordinator position at RAPAD created marketing and promotion across the central west through the Remote Area CEO Annual Report Planning and Development (RAPAD) Board CD4C Maintain links with Outback Queensland Tourism Association and Tourism Director Corporate Services Maintain memberships, meeting attendance and Queensland to promote and market the shire to visitors representation at trade shows and other tourism events Visitor Information Centres Annual Report CD4D Develop alliances with local indigenous groups, in particular the Mithaka Elected representatives Develop formal MOU with Mithaka Aboriginal Cooperation Aboriginal Cooperation, to identify and deliver tourism opportunities CEO Annual report CD4E Continue to promote the shire in line with the Barcoo Shire Tourism Strategy Director Corporate Services Statistics collected via Visitor Information Centres Visitor Information Centres Social and digital media feedback Annual report CD4F Establish advisory committee to help promote and develop the shire as a Director Corporate Services Standing committee established unique destination, and manage tourism, events and community development Visitor Information Centres
ELECTRICITY SERVICES AND INFRASTRUCTURE OBJECTIVE: To have electricity infrastructure that meets shire residents’ needs
Code Strategy Led by Measure CD5A Identify electricity infrastructure opportunities and seek policy amendments Council Opportunities identified and policy amendments made that provide equity in electricity services for shire residents CEO CD5B Build relationships with Ergon Energy and appropriate Queensland Government Council Number of meetings and interactions with Ergon Energy bodies and private companies CEO CD5C Investigate renewable energy opportunities, particularly the installation of solar Council Opportunities identified panels and geothermal opportunities CEO Annual report
Budget Document Financial Policies & Operational Plan 2020-2021 Page 98 of 130 TRANSPORT SERVICES OBJECTIVE: To maintain public transport facilities and services in the shire
Code Strategy Led by Measure CD6A Investigate subsidies, assistance and options available to sustain public transport CEO Subsidies identified and secured
Current vehicles maintained CD6B Provide and maintain community transport vehicles suitable for school children and Plant and Workshop Manager Community transport vehicles available social outings Visitor Information Centres CD6C Encourage the Queensland Government to continue to subsidise Western Route 2 Mayor Current service continues at existing standard regular passenger transport service to Windorah, with the current scheduling and or above CEO aircraft seating capacity CD6D Construct appropriate aircraft maintenance and storage hangar at the Windorah CEO Project complete Airport
TELECOMMUNICATIONS SERVICES AND INFRASTRUCTURE OBJECTIVE: To have the standard of telecommunications services and infrastructure available to metropolitan Australia
Code Strategy Led by Measure CD7A Advocate to Australian and Queensland Government and telecommunication carriers Mayor Growth in services to continually improve telecommunications services available in the shire CD7B Advocate to the Australian Government to continue the telecommunications CEO Current service standards continue Universal Service Obligation (USO) for regional areas Elected members and senior officers CD7C Advocate to the Australian Government to provide terrestrial fixed voice services to Mayor Current services continue or improve rural properties and industrial sites CEO CD7D Encourage the Remote Area Planning and Development (RAPAD) Board to proactively Mayor Number of submissions by RAPAD promote equity in telecommunications infrastructure and services across the whole RAPAD Representation achieved central west region CD7E Continue to maintain and upgrade the UHF network CEO Service continues to operates Elected members and senior officers Director of Works Budget Document Financial Policies & Operational Plan 2020-2021 Page 99 of 130 TECHNOLOGY AND INNOVATION OBJECTIVE: For shire residents to benefit from advancements in technology and innovation
Code Strategy Led by Measure CD8A Explore new technologies and innovative ideas which may be of benefit to the shire including: CEO Innovative and new technology adopted and opportunities identified All staff • Council operations • smart city/smart community ideas Community groups
CD8B Help develop community awareness of new technologies and digital applications Visitor Information Number of training and information awareness Centres sessions held in the community Number of articles in community newsletter CD8C Promote and explore the use of modern technologies to create employment opportunities and CEO Number of employment opportunities created workplace flexibility Telstra Increased job satisfaction through flexible working arrangements Local Government Association of Broader employment base within shire Queensland CD8D Explore and implement modern technology to monitor weather events CEO Additional facilities/devices installed
CD8E Enable wider education and training opportunities through the use of higher bandwidth services CEO Number of training opportunities available to the community Visitor Information Centres Workplace Health and Safety Officer CD8F Explore and implement modern technology to manage natural disasters, with a specific focus on Visitor Information Procedures and systems implemented alerts and relevant information Centres Local Disaster Management Group
Budget Document Financial Policies & Operational Plan 2020-2021 Page 100 of 130 EDUCATION OBJECTIVE: To help develop community education and training opportunities in the shire
Code Strategy Led by Measure CD9A Continue to fund the Barcoo Shire Bursary Community Cultural Tourism Supervisor Funding awarded
CD9B Support shire schools and distance education families, and help provide CEO Resources and services identified resources as necessary Elected members and senior officers Annual report CD9C Ensure local residents have access to Council training opportunities CEO Residents attend identified training programs Workplace Health and Safety Officer Visitor Information Centres CD9D Help provide trainers and educators to meet identified community needs CEO Report outlining relevant training provided to Council Visitor Information Centres
LOCAL EMPLOYMENT OBJECTIVE: To increase employment opportunities and options in the shire
Code Strategy Led by Measure CD10A Promote community awareness of employment opportunities and options Director Corporate Services Job opportunities advertised in line with Council’s available in the shire communication strategy Director of Works CD10B Seek funding for projects that create employment in the shire CEO Funding applications successful and employment opportunities created CD10C Investigate funding options and provide local opportunities in vocational CEO Funding applications successful and positions training and apprenticeships created Director Corporate Services Director of Works CD10D Partner with TAFE and tertiary providers to host graduates with practical, on- CEO Number of placements per year the-job experience Director Corporate Services Director of Works
Budget Document Financial Policies & Operational Plan 2020-2021 Page 101 of 130 ACCOMMODATION OBJECTIVE: To help staff, residents and visitors access to good quality accommodation
Code Strategy Led by Measure CD11A Encourage, support and facilitate the sale of identified Council houses to existing CEO Increased sales of Council housing tenants and general public Elected members and senior officers CD11B Continue to make residential land available CEO Sale of residential land Elected members and senior officers CD11C Provide a standard of employee housing that encourages a stable workforce CEO Reduced staff turnover Elected members and senior officers CD11D Provide short term accommodation for visiting professionals and tourism needs CEO Increased overnight stays Elected members and senior officers CD11E Construct at least one new house per year for staff that suits a family, is energy CEO Four houses constructed in the next four efficient and low maintenance years Elected members and senior officers Director of Works COMMUNITY HEALTH OBJECTIVE: To advocate for a high standard of health services and facilities
Code Strategy Led by Measure CD12A Advocate for appropriate community health needs and expectations to services Mayor Regular contact with health service providers providers CD12B Facilitate programs that address community health problems and issues, including Director Corporate Services Improved health statistics chronic disease management, healthy minds and healthy lifestyles Dr Lisa Patterson Kane CD12C Enable better health and aging outcomes through the use of technology CEO Improved health statistics Elected members and senior officers CD12D Use regional networks to improve health outcomes Mayor Regular contact with regional bodies CEO
Budget Document Financial Policies & Operational Plan 2020-2021 Page 102 of 130 SPORT AND RECREATION OBJECTIVE: To expand and diversify sporting and recreational facilities and opportunities in the shire
Code Strategy Led by Measure CD13A Review, update and implement a Sport and Recreation Development Plan CEO Updated Sport and Recreation Development Plan Community, Cultural, Tourism Supervisor CD13B Seek funding opportunities as identified in the Sport and Recreation CEO Funding applications successful Development Plan for facility development
CD13C Seek funding opportunities as identified in the Sport and Recreation CEO Funding applications successful Development Plan for programs and equipment
CD13D Investigate options to develop the shire’s natural assets for recreation Visitor Information Centres Natural assets successfully developed for purposes, including private enterprise partnerships Community groups recreation purposes CD14E Investigate options to develop community swimming pools in Stonehenge CEO Funding application successful and Windorah
CULTURAL AND NATURAL HERITAGE OBJECTIVE: To acknowledge and preserve the diverse cultural and natural heritage of Barcoo Shire
Code Strategy Led by Measure CD14A Identify cultural and natural heritage assets of the shire Visitor Information Centres Cultural and natural heritage assets are mapped Community groups and landholders Mithaka Aboriginal Corporation Desert Channels Queensland (DCQ) CD14B Conserve the cultural heritage assets of the shire CEO, elected members and senior officers Conservation strategy in place Mithaka Aboriginal Corporation Community groups CD14C Work with local indigenous groups Mithaka to identify and preserve CEO, elected members and senior officers Significant sites are identified and preserved significant sites Mithaka Aboriginal Corporation
Budget Document Financial Policies & Operational Plan 2020-2021 Page 103 of 130 Code Strategy Led by Measure CD14D Work with local indigenous groups Mithaka and universities with natural CEO, elected members and senior officers A concept and associated business plan for history faculties to develop a Channel Country interpretation centre Channel Country interpretation centre is created Mithaka Aboriginal Corporation with identified partners
ARTS AND CULTURAL DEVELOPMENT OBJECTIVE: To expand and diversify arts and cultural facilities and opportunities in the shire
Code Strategy Led by Measure CD15A Seek grants for arts and cultural activities and facility development Community, Cultural and Tourism Supervisor Number of successful grants Director Corporate Services
CD15B Work collaboratively with regional organisations such as Red Ridge and Community, Cultural and Tourism Supervisor Successful collaboration opportunities with CICADAS to identify opportunities and funding to progress arts and cultural regional organisations Director Corporate Services development in the shire
CD15C Support Regional Arts Development Fund (RADF) initiatives Community, Cultural and Tourism Supervisor Bid process and outcomes successful in line with RADF criteria Director Corporate Services RADF Committee
LAW AND ORDER OBJECTIVE: To have adequate resources within the shire to maintain law and order
Code Strategy Led by Measure CD16A Advocate to the Queensland Government to ensure adequate police resources Mayor Police service levels are maintained are available, as required, in association with the District Inspector CD16B Support initiatives and training in the responsible service of alcohol for public CEO Training provided and compliance with liquor events licence conditions achieved Elected members and senior officers
Budget Document Financial Policies & Operational Plan 2020-2021 Page 104 of 130 WORKS AND SERVICES (WS)
WORKS OPERATIONS OBJECTIVE: To have a works operation that is capable of delivering a broad range of civil engineering works to a high and cost effective standard
Code Strategy Led by Measure WS1A Attract and retain a highly skilled workforce and provide appropriate resources to Manager Operational Works Staff retained complete a range of works Director of Works Annual works completed and reported quarterly Annual report WS1B Create an environment for career pathways and multi-skilling opportunities, with a Manager Operational Works Staff retained focus on enhancing local employment Director of Works Training provided to staff Succession planning in place WS1C Continue to invest in a modern, safe and well maintained plant fleet that meets its CEO Plant replacement schedule adopted operational and work requirements Elected members and senior officers Plant and fleet audit (using plant assessor program) Fleet Workshop Manager Manager Operational Works WS1D Maintain a 10-year plant replacement program consistent with Council’s plant CEO Current plant replacement policy reviewed and replacement policy adopted Elected members and senior officers Age and use of plant reported to Council monthly Fleet Workshop Manager WS1E Provide a high standard of camp accommodation for operational works staff that CEO Retention of workforce encourages a safe and comfortable work environment Elected members Director of Works WS1F Continue to provide camp television, phone and internet communication (work, CEO Staff Satisfaction Survey social and emergency) and health and wellbeing recreational opportunities Elected members and senior officers Manager Operational Works Workplace Health and Safety Officer WS1G Establish and maintain a Works and Services Commitee CEO Elected members
Budget Document Financial Policies & Operational Plan 2020-2021 Page 105 of 130 ROAD INFRASTRUCTURE OBJECTIVE: To have road infrastructure that meets community and industry needs
Code Strategy Led by Measure WS2A Maintain a shire and state road infrastructure plan that identifies a 3-5 year Mayor 3-5 year schedule of designed projects adopted schedule of designed projects under the Outback Regional Roads and Transport CEO Group recommendations Director of Works Outback Regional Roads and Transport Group WS2B Build relationships with appropriate Australian and Queensland Government Mayor Membership, submissions, deputations and departments, ministers, IQ-RAP and Regional Development Australia bodies meetings CEO Elected members and senior officers WS2C Maintain involvement in the Outback Regional Roads and Transport Group Mayor Continued membership and participation CEO Director of Works WS2D Advocate on behalf of the community or region to Australian and Queensland Mayor Deputations and meetings Governments regarding transport and roads matters WS2E Improve the flood immunity of shire road network CEO Flood immunity improved Elected members Director of Works WS2F Provide wide seal and kerb and channelling to all town streets within four years CEO Monthly, quarterly and annual reporting Elected members Director of Works WS2G Identify and respond to road-related funding opportunities Mayor Funding opportunities identified and applications submitted CEO Director of Works WS2H Develop a strategy to identify, design and seal priority sections of the state and CEO Strategy complete local road networks Elected members Director of Works
Budget Document Financial Policies & Operational Plan 2020-2021 Page 106 of 130 COMMUNITY INFRASTRUCTURE OBJECTIVE: To responsibly provide low maintenance and long life community infrastructure that meets community requirements
Code Strategy Led by Measure WS3A Develop a shire and community infrastructure plan that identifies a 3-5 year CEO 3-5 year schedule of designed projects adopted schedule of designed projects Elected members and senior officers Community groups Projects successfully delivered WS3B Advocate on behalf of the community as required Mayor Deputations, submissions and meetings CEO WS3C Identify and respond to community infrastructure funding opportunities Mayor Funding opportunities identified and applications submitted CEO Community Groups WS3D Provide aerodrome facilities that satisfy both regular public transport (RPT) and CEO Registration of aerodromes The Royal Flying Doctor Service (RFDS) requirements in each identified centre Director of Works WS3E Identify an extended maintenance and upgrade program that aids in keeping the CEO Extended life of facilities facilities at the required standards Director of Works
Budget Document Financial Policies & Operational Plan 2020-2021 Page 107 of 130 WATER SUPPLY OBJECTIVE: To have a safe and reliable water supply in each community
Code Strategy Led by Measure WS4A Manage water supply schemes in accordance with Council’s Director of Works Replacement and maintenance undertaken as per Council’s Total Total Management Plan and implement water use restriction Management Plan Outback Regional Water Group trigger point signage Water use restriction trigger point signage installed WS4B Continue community education on responsible water usage Director of Works Notices included in water-related Council communication Community & Tourism Manager Consistent messaging delivered in Council water-related communications WS4C Provide safe and reliable potable water supplies in Director of Works Shire water meets the Australian Drinking Water Standards accordance with the Australian Drinking Water Standards
WS4D Continue to collaborate regionally through membership of Mayor Outback Regional Water Group membership continued the Outback Regional Water Group CEO Water supply savings and innovation identified Director of Works Outback Regional Water Alliance WS4E Consider alternative water pricing measures based on Council Monthly report to Council responsible water use CEO Director of Works WS4F Research smart technology to help monitor demand CEO Monthly report to Council management and water usage Elected members and senior officers Director of Works WS4G Ensure the community’s water security needs are met by CEO Water usage and storage levels monitored and reported continuing to monitor the shire’s highly variable climate and Elected members and senior officers lack of capacity in water storages and natural water holes Director of Works Outback Regional Water Group Queensland Water Directorate WS4H Revisit previous planning reports on common effluent CEO Monthly report to Council disposal systems in all three communities in response to the Elected members and senior officers high volume of tourists and other visitors Director of Works Budget Document Financial Policies & Operational Plan 2020-2021 Page 108 of 130 PARKS AND GARDENS OBJECTIVE: To have parks, gardens and streetscapes that are well planned and complement the individuality of each community
Code Strategy Led by Measure WS5A Continue to conduct community consultation to guide development of parks, gardens and CEO Community responses and feedback streetscape needs Elected members and senior officers Visitor Information Centres WS5B Seek funding to develop a plan for the staged development of parks, gardens and CEO Plan adopted streetscapes using low maintenance and water efficient plant species and designs, taking Elected members and senior officers into account the individuality of each community Community groups
ENVIRONMENTAL HEALTH OBJECTIVE: To ensure that a high standard of environmental health is maintained in the community
Code Strategy Led by Measure WS6A Continue to engage an appropriately qualified environmental CEO Environmental Health Officer appointed/contracted health officer WS6B Provide services that maintain the environmental integrity of Town Services Manager Waste regularly removed and landfill site effectively managed public land, including waste removal, garbage disposal and Environmental Protection Act 1994 licencing standard met wash down bays WS6C Promote and help maintain the clean appearance of the towns Town Services Manager Community programs (Clean Up Australia Day, kerbside collection and regular garbage removal) delivered Community consultation and feedback WS6D Provide, where necessary, information, education and training CEO Number of notices and level of compliance regarding public health issues and compliance Elected members and senior officers Environmental Health Officer WS6E Provide, where necessary, measures to eradicate vermin and CEO Public health risk reduced insect epidemics Elected members and senior officers Environmental Health Officer
Budget Document Financial Policies & Operational Plan 2020-2021 Page 109 of 130 LAND, WATER AND ANIMAL MANAGEMENT (LWAM)
LAND, WATER AND VEGETATION MANAGEMENT OBJECTIVE: To be aware of legislation that impacts land, water and vegetation management
Code Strategy Led by Measure LAM1A Monitor and respond to ongoing requirements and changes to legislation CEO Legislative changes and notification monitored and responded to as necessary Rural Lands Officer LAM1B Make representations regarding land use management issues on behalf of shire residents, as Mayor Number of deputations, meetings and submissions required CEO LAM1C Seek regional cooperation, where appropriate, to comment on and endeavour to influence Mayor Responses provided when required legislation for the benefit of the central west region CEO LAM1D Continue active involvement in government committees related to land, water and vegetation Mayor Memberships continued management CEO Councillors
Page 110 of 130 Policies & Operational Plan 2020-2021 STOCK ROUTES AND RURAL LANDS OBJECTIVE: To have stock routes, public lands and pastoral leases that are responsibly and sustainably maintained
Code Strategy Led by Measure LAM2A Manage noxious weeds, pest animals (in particular wild dogs/feral pigs) and disease in the Rural Lands Officer Noxious weeds, pest animals (wild dogs/feral pigs) shire in accordance with the Shire Pest Management Plan reduced Land and Animal Management Committee The shire remains disease free LAM2B Cooperate with neighbouring shires to control and manage stock movement and the spread Rural Lands Officer Attendance at Shire Rural Lands Officers Group of noxious weeds on stock routes in the shire meetings Land, Water and Animal Management Committee LAM2C Participate in Shire Rural Lands Officers Group initiatives Rural Lands Officer Attendance at meetings and activities LAM2D Establish advisory committee for Land, Water and Animal Management Councillors Standing committee established Rural Lands Officer LAM2E Seek regional cooperation to establish stronger compliance measure to control pest plants Mayor Deputations, meetings and submissions and animals. CEO LAM2F Continue membership of the Central West Regional Pest Management Group and Technical Mayor Membership continued Committee CEO
Page 111 of 130 Policies & Operational Plan 2020-2021 TOWN COMMONS AND RESERVES OBJECTIVE: To maintain the environmental integrity of town commons and reserves
Code Strategy Led by Measure LAM3A Review the Town Commons and Reserves Management Plan CEO Town Commons and Reserves Management Plan adopted Elected members and senior officers Rural Lands Officer LAM3B Manage the use of town commons and reserves in accordance with Town CEO Rural Lands Officer mothly reports to Commons and Reserves Management Plan Council Elected members and senior officers Rural Lands Officer Land, Water and Animal Management Committee LAM3C Provide recommendations via the advisory committee for Land and Animal Rural Lands Officer Minutes and recommendations provided Management on the management of town commons and reserves to Council Land, Water and Animal Management Committee
CATCHMENT MANAGEMENT OBJECTIVE: To maintain the environmental integrity of the Lake Eyre Basin
Code Strategy Led by Measure LAM4A Work closely with and support Desert Channels Queensland on natural resource CEO Cooperation on catchment management issues management issues Elected members and senior officers LAM4B Control noxious weeds, pest animals (in particular wild dogs/feral pigs) and Mayor Noxious weeds and pest animals (in particular disease in accordance with the Central West Regional Pest Management Plan wild dogs/feral pigs) reduced CEO Rural Lands Officer LAM4C Proactively comment on policy and legislation affecting catchment management CEO Deputations, meetings and submissions Elected members and senior officers
Page 112 of 130 Policies & Operational Plan 2020-2021 Participating lead agencies
Council will work collaboratively with a number of lead agencies and key partners to deliver this corporate plan, including (but not limited to):
• other shires in central western Queensland • Local Government Association of Queensland (LGAQ) • Rural Lands Officers Group • Remote Area Planning and Development Board (RAPAD) • Regional Development Australia – Fitzroy Central West • Central West Regional Pest Management Group and • Queensland Government agencies, especially: Technical Committee • Desert Channels Queensland • Department of Transport and Main Roads • local progress associations • Mithaka Aboriginal Corporation • Queensland Health • sporting and community groups • Department of Education and Training • Red Ridge • mining companies. • Tourism Queensland • Outback Regional Roads and Transport Group • Department of Police, Fire and Emergency Services • private enterprise e.g. Ergon Energy, Telstra • Department of Natural Resources and Mines • Department of Infrastructure, Local Government and • Outback Regional Water Group Planning
Budget Document Financial Page 113 of 130 Policies & Operational Plan 2020-2021 Consultation process
An independent consultant was appointed to engage with Consultation methods included: All feedback was considered and helped shape this draft our community in developing the draft corporate plan. Barcoo Shire Corporate Plan 2016-2021, ensuring it reflects • 23 semi structured telephone interviews our community’s needs and aspirations. The consultant: • an online survey • designed the consultation process • a hard copy survey for those with no or limited internet • delivered and managed community consultation access
• collaborated with Council to develop the draft • regular consultation and planning meetings with Council
• wrote draft reports. • town hall consultation meetings in Windorah, Jundah and Councillors and staff participated actively in all steps Stonehenge that included a voting process to prioritise key inclusive community consultation process. actions (all Councillors and some staff attended at least one community consultation meeting – some all three – to listen and participate).
Budget Document Financial Page 114 of 130 Policies & Operational Plan 2020-2021 BARCOO SHIRE COUNCIL BUDGET 2020‐2021
Appendix 3 - Operational Plan 2020-21
Budget Document Financial Page 115 of 130 Policies & Operational Plan 2020-2021 DRAFT OPERATIONAL PLAN 2020-2021 + COMMENTS (STRIKETHROUGH - COMPLETED OR NON RELEVANT STRATEGIES) BARCOO SHIRE COUNCIL
EXECUTIVE GOVERNANCE: To have ethical, transparent, fair and responsible governance General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Maintain an organisational structure that is effective, efficient and E1A Budget, operational plan and annual report CEO financially responsible DCS continued policy New DCS Blake Repine has review in October 2019 - 4 Establish and maintain easy-to-understand, effective and fair Review all Policies during the 2019/2020 CEO commenced review of policies approved; E1B procedures, protocols and policies that are accessible to the Commenced financial year Senior Officers Policies - September 2019 - November 2019- 2 policies community 5 policy approved and Fees & charges scheduled corrected
Adhere to the requirements and principles for the separation of the Annual staff and Councillor performance Mayor E1C roles of staff and Councillors reviews CEO
Workshop coordinated by Greg Clark & Justin Shera Road assets complete by Site & Civil on draft Water E1D Develop and adopt a 20-year asset management plan Complete roads asset plan by June, 2019 CEO In progress No update June, 2019. and Buildings Asset Management Plans on 29/10/19
Record, report on and review how corporate objectives are Quarterly reports to Council on operations E1E CEO delivered and report annually to the community
Mayor E1F Adhere to statutory and regulatory reporting requirements As per departmental requirements CEO Governance manual developed to report CEO E1G Adopt and adhere to best practice governance standards against Senior Officers Not yet E1H Review local laws and related policies in line with the annual budget Review local laws by June, 2019 CEO Not commenced Not commenced Not commenced commenced Develop a strategy that ensures Council maintains effective Feedback from annual formal community CEO E1I communication with the community and the shire’s key partners consultation Senior Officers and stakeholders Councillors E1J Establish advisory committees for key function areas Committees are established Senior Officers SHIRE PLANNING: To have a shire planning scheme which meets and is relevant to community needs General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments CEO Review the planning scheme in accordance with the requirements of Relevance of current Barcoo Shire Town E2A Consulting Town the Planning Act 2016 Plan Planner Town Planning workshop Department of State Reel Planning drafted Draft template town held on 1/10/19 and plan Development, reports to January 2020 Investigate and develop a simplified planning scheme for a rural and planning scheme received advertised for public CEO Manufacturing, Council meeting. remote council in association with the Department of State Finalise and adopt new Planning Scheme by from DSDMIP and comment closing 6/1/20. E2B Senior Officers Completed Infrastructure and Ministerial approval Development, Manufacturing, Infrastructure and Planning June, 2020 disseminated. Reel Request sent to Minister DSDMIP Planning (DSDMIP) received and scheme (DSDMIP). Planning engaged to assist to provide comment. Only estimate completion By adopted 19/2/2020 with with implementation. minor suggestions December, 2019 effect from 2/3/2020. received. REGIONAL COOPERATION: Barcoo Shire maintains relationships and memberships of all regional organisations and bodies through active and open collaboration, cooperation and coordination General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Removed from Continued poor Operational Plan June performance being 2019. experienced from Michael Parker, Council's Complete Stage 1 of IT-Vision Mayor Previous CEO met with telecommunications IT Provider change to E3A Investigate and participate in resource sharing opportunities implementation, with assistance from LRC, CEO On hold IT Vision in April 2019 provider and outsourced Pinnacle IT - March 2020 by June, 2019 Senior Officers and a revised quotation IT Provider with emails received for $251K and internet repeatedly being only $90K more down during November than the $161K already Budget Document Financial and December 2019 Page 116 of 130 Policies & Operational Plan 2020-2021 paid to date. DRAFT OPERATIONAL PLAN 2020-2021 + COMMENTS (STRIKETHROUGH - COMPLETED OR NON RELEVANT STRATEGIES) BARCOO SHIRE COUNCIL
Ensure terms of reference are clear for organisations of which All relevant organisations have clear terms CEO E3B Council is a member and that each promotes good governance of reference Senior Officers practices Continue to work with representative Continue to work with representative organisations to promote organisations to promote regionally Mayor E3C regionally appropriate public policy, innovation and economic appropriate public policy, innovation and CEO opportunities economic opportunities Recognise the strength in regional Recognise the strength in regional advocacy to benefit both the Mayor E3D advocacy to benefit both the region and region and the shire CEO the shire
IPWEA plant rates working Mayor & CEO attended group continuing to RAPAD Meetings at LGAQ operate with assistance Mayor House Brisbane & Mayor from Greg Hoffman Continue RAPAD involvement in regional E3E Collaborate and cooperate with peak bodies CEO In progress Scott presented DRFA NWLGA, Simone Talbot, outcomes Senior Officers paper on behalf of the Peter O'Regan, Greg Clark Western QLD alliance as participates. group of Councils Brendon Moon, CEO QRA awaiting final paper I
EMERGENCY SERVICES: To prepare and protect the community before, during and after times of emergency or natural disaster General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Chair of Local Updated LDMG Master DIEMS training held Disaster Plan and Sub Plans Meeting held with Louise 8/7/19. LDMG meeting Management Group, adopted by Council on Robertson, QRA on held in Windorah on Local District 22/10/19. Recovery Sub 7/2/2020 to review draft E4A Maintain a current Local Disaster Management Plan Review Local Disaster Plan and sub-plans 1400-0001 In Progress 12/8/19 including disaster Coordinator, Plan reviewed by Lousie and Council adopted the scenario. Mayor Scott Emergency Robertson QRA 13/12/19 revised recovery plan on attending DDMG meeting Management with a view to approval by 19/2/2020 on 27/8/19 Coordinator Council in Q3
Council met on site and was provided an overview At LDMG meeting on by Director of Works & DCP Extension funding 12/8/19 Windorah SES Services in November Complete new premises for QFES in approved at February E4B Support and provide funding to shire emergency services groups CEO In progress Building complete Leader raised concerns 2019. Site plan to be Windorah 2020 meeting to finish regarding quality of completed and Windorah RFS/SES shed building. consideration to allocating DCP funding at December 2019 Council meeting.
Draft Material Change of Use application for Land for Windorah PHC Windorah PHC received by Land at Windorah cleared being Lots 17 & Council Town Planners the Environmental 18/SP232651 transferred Campbell & Higginson and Encourage and support emergency, police and health services to co- Make available land in Windorah - clear of Mayor Management Register. to Deparment of Health E4C In progress comments provided. CEO locate in our three communities where possible Env Register CEO Lots 17 & 18/SP232651 effective 31/1/2020. participating in project gifted to Deparment of Ausco appointed as steering committee Health. CWHHS design & meetings for this building construction contractor. with Department of Health.
Chair of Local Disaster Management Group, Local District E4D Review the Local Disaster Management Plan Annual review Coordinator, Emergency Management Coordinator Annual audit and exercise Quality Systems E4E Maintain an Airport Emergency Plan for the Windorah Airport Civil Aviation Safety Authority standards Support Officer are met Director Works Page 117 of 130 Budget Document Financial Policies & Operational Plan 2020-2021 DRAFT OPERATIONAL PLAN 2020-2021 + COMMENTS (STRIKETHROUGH - COMPLETED OR NON RELEVANT STRATEGIES) BARCOO SHIRE COUNCIL
Satisfactory numbers attained with some new members. Flood boat exercise conducted ahead of storm Mike Lollback LGAQ, season. Acting Assistant Rope access training done Commissioner Brian Cox Brigade Training inhouse. QFES and Cam Darby QFES Support Officer, RFS volunteers x 3 consultant met onsite to Area Director Active attended the Boonah fires Promote recruitment of volunteers to the Rural Fire Service and discuss last years LGAQ E4F Numbers of new members recruited Emergency recruitment in during November 2019 State Emergency Services conference motion to Management Windorah and Council will welcome have the SES fully funded Queensland, them to the December and managed by QFES and Local Controller ordinary meeting. were impressed with SES Delivery taken of 2 new & RFS manning levels in vehicles for Jundah and Barcoo SC on 28/10/19 Windorah SDS from Rockhampton Regional Council during November 2019 ($25K funding received) CEO E4G Provide ongoing training for all emergency services members Training register kept current Senior Officers CORPORATE SERVICES ORGANISATIONAL ADMINISTRATION: To provide effective administrative services to the Council. General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments
CEO Staff Satisfaction Survey CS1A Provide adequate resources for effective administration Director Corporate Staff retention Services
External Interim Audit External Final Audit Ensure adequate administrative systems are in place to enable Review internal governance arrangements CEO Report shows Report shows deficiencies CS1B appropriate and efficient governance, processes and procedures in in line with external audit Director Corporate In progress deficiencies in some and tabled at February line with Council policies. recommendations Services governance. 2020 Council meeting. Establish advisory committee to support effective administration CEO CS1C services, human resources and consistent governance within Standing committee established Director Corporate Corporate Services Services Letterhead template updated and Joelene Develop a corporate style guide to improve consistency across all Director Corporate CS1D Corporate style guide adopted Not commenced To be reviewed doing a late report to Council communications, including shire signage Services March 2020 meeting to adopt new style guide. INFORMATION MANAGEMENT: To ensure best practice in the management of Council's Information General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments New records officer Michelle Hockings appointed in May 2019. CEO Backlog of Ongoing cleanup of Provide an accurate records management system that is well Involve staff in Infocouncil use and Review of physical CS2A Director Corporate In progress correspondence not directory structure being maintained implementation records complete Services included system cleared. completed. Archives facility cleaned and old recoreds destroyed. Develop, document, implement and review appropriate information CEO Information policies and procedures CS2B management policies and Director Corporate adopted procedures Services CEO Manage and preserve Council’s historical data, corporate CS2C Effective access to historical Council data Director Corporate knowledge, information and records Services
Page 118 of 130 Budget Document Financial Policies & Operational Plan 2020-2021 DRAFT OPERATIONAL PLAN 2020-2021 + COMMENTS (STRIKETHROUGH - COMPLETED OR NON RELEVANT STRATEGIES) BARCOO SHIRE COUNCIL
Updated BSC-004: Complaints Implement an internal and external reporting/complaints CCC provided advice and Introduce Complaints system in line with Councillors (Administrative Actions), CS2D management system to better manage community and staff In progress review about CEO amended LG Act requirements Senior Officers Customer Requests & expectations and requirements complaints Policy Feedback Policy adopted by Council. Digital dashboard for Jaymee Matheson and disaster management Manage and maintain Council’s digital communications (website, Use social media for council purposes, and Director Corporate Doreen Pitman attended CS2E In progress incorporated into website social media and email contact list) facilitate web site improvements Services training and website inline with Get Ready management. Grant. STAFF MANAGEMENT: To foster a workforce that is listened to, respected, well resourced, given opportunities to thrive, and is highly skilled General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments CEO Implement human resource management policies and processes Staff Satisfaction Survey CS3A Director Corporate that reflect the needs, culture and values of the organisation Staff retention Services Approval for 2 trainee Staff retention Create an environment for career pathways and multi-skilling CEO positions sought. CS3B Training provided to staff In progress opportunities, with a focus on enhancing local employment Senior Officers Continuing web based Succession planning in place training for office staff. CEO Diverse, skilled workforce CS3C Strive to be an equal opportunity employer and employer of choice Elected Members Low job vacancies and turnaround times Senior Officers Ensure regular two-way communication between staff and Train supervisory staff in performance CEO Training performed CS3D management regarding job satisfaction and performance to review processes and implement annual Elected Members Not commenced during visits by Council determine organisational, professional and personal needs reviews Senior Officers EA Next visit scheduled for CEO December, 2019 delayed Continue association with a registered health provider to support Continue with Employee Assistance EAP provider on site July EAP provider on site CS3E Elected Members Ongoing to 2020 due to fires on the Employee Assistance Program Program 2019 February 2020 Senior Officers Lisa Patterson-Kane's NSW Property. CEO Enterprise Bargaining Continue with open and fair enterprise bargaining negotiations with An executed enterprise bargaining Team CS3F a view to creating a single agreement that provides parity across all agreement covering all parties concerned Director Corporate Council staff Services Unions COUNCIL FINANCIAL SUSTAINABILITY: To have responsible financial management focused on growing the General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Capitalise on external revenue sources to benefit and enhance the CS4A Monthly and annual financial statements CEO 2300-0002 shire Workshop coordinated by Greg Clark & Justin Shera Assetval appointed to Implement effective asset management plans and associated CEO Road assets complete by Site & Civil on draft Water CS4B Complete roads asset plan by June, 2019 Ongoing No update value buildings, water, financial strategies to replace assets and account for depreciation Director of Works June, 2019. and Buildings Asset other structures & land. Management Plans on 29/10/19 Monthly finance reports Monthly finance reports Manage revenue collection from rates, fees, charges and internal Provide updated monthly financial Director Corporate Monthly finance reports Monthly finance reports CS4C Ongoing to Council. Rates notices to Council. Rates notices sources efficiently and effectively information to council Services to Council to Council issued September 2019. issued February 2020. Formal complaints (via Council’s complaints CEO Continue to levy rates and charges in a responsible, fair and CS4D process) Elected Members equitable manner Community Satisfaction Survey Senior Officers COMMUNITY DEVELOPMENT COMMUNITY SPIRIT: To have vibrant, positive and sustainable communities General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments CEO Identify the needs of and opportunities available in each community Elected Members 3000-0002 CD1A through annual meetings and regular consultation with community Community Satisfaction Survey Senior Officers 3100-0002 groups Community groups Page 119 of 130 Budget Document Financial Policies & Operational Plan 2020-2021 DRAFT OPERATIONAL PLAN 2020-2021 + COMMENTS (STRIKETHROUGH - COMPLETED OR NON RELEVANT STRATEGIES) BARCOO SHIRE COUNCIL
Grant application being prepared for S&R funding CEO Second round of DCP March 2020 round for Elected Members Penny Pyke, Advisor South DCP Extension funding Support current and new community groups and activities, and their Implement Facilities Sport & Rec Plan in funding allocated to Stonehenge Tennis Court. CD1B Senior Officers 3400-0002 Commenced West Region S&R Services ($1M) projects approved infrastructure requirements budget process and create a 10 year plan Jundah Roadhouse DCP Extension funding Community visit to site W/E 27/9/19. at February 2020 meeting ($965K) $1M awarded and Council Information Officers report to December 2019 meeting Continuing for major CEO projects. Consultation Encourage and foster social cohesion between Council and the Community engagement as required on CD1C Elected Members Ongoing held about Jundah Hall Ongoing Ongoing community projects Senior Officers refurbishment in December, 2018 Ensure Council staff and elected members lead by example to All Staff CD1D promote a cohesive and respectful culture and strong community Community Satisfaction Survey Elected Members values DEVELOPMENT: To promote and enhance economically viable, environmentally sustainable and socially responsible development in the shire General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments DA properly made for motor repairs business in DA approved for motor Stonehenge - currenlty in Apply the principles of economic viability, environmental 3300-0002 repairs business in CD2A Completed development approvals CEO Ongoing public consultation stage. sustainability and social responsibility to development approvals 3200-0002 Stonehenge approved Late report prepared for February 2020. December 2019 Council meeting to set DA fees. CEO Identify current and future development needs, including retail, fuel Feedback via Visitor Information Centres CD2B Elected Members and accommodation outlets Number of new developments in the shire Senior Officers Management appointed Management agreement Facilitate appropriate infrastructure development to support CEO effective 15/8/19 and executed in December First review meeting with Complete Jundah Roadhouse development Roadhouse to be CD2C tourism growth, including accommodation, food and fuel facilities, Completed agreement executed. 2019 . Freezer/Chiller unit Council & Management by February, 2019 functional Mid-August where there is private sector failure Senior Officers Roadhouse commenced relocated from Jundah completed January 2020. trading 23/9/19. Store. A BBRF Drought Round CEO 5 Cabins completed July grant application New Cabins Jundah Caravan Park Ongoing 2019 submitted 19/12/19 for 3 Senior Officers family cabins. Construct a new Jundah General Store that is economically viable, CEO environmentally sustainable and socially responsible which can Infrastructure completed in line with CD2D Elected Members provide basic food, chemist and fuel services to the Jundah budget allocation and external funding Senior Officers community Mayor, CEO & DWS represented at ORRTG meetings. DTMR CEO representatives attended Mayor, CEO & DWS Mayor, CEO & DWS Continue to maintain a road transport network that supports Work with Transport & Main Roads for CD2E Elected Members Commenced Council chambers in July represented at ORRTG represented at ORRTG tourism, agriculture and resources sectors in the shire road improvements Senior Officers 2019 and presented meetings. meetings. signage improvements at Windorah. 2020 RMPC funds increased. Support appropriate new and existing industry development Policy to support economic development is CD2F through provision of land, waivers and general administrative CEO adopted support EOI for supply of ready Tender for Concrete CEO mix concrete & Fuel Policy to support economic development is Assistance provided for Batching Plant finalised CD2G Identify private commercial opportunities Elected Members Ongoing supply/ REX Turnaround at adopted Chiller box proposals and contractor appointed Senior Officers Windorah Airport February 2020. completed. MULTIPLE CENTRES: To embrace the uniqueness of each town and build on their strengths General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Page 120 of 130 Budget Document Financial Policies & Operational Plan 2020-2021 DRAFT OPERATIONAL PLAN 2020-2021 + COMMENTS (STRIKETHROUGH - COMPLETED OR NON RELEVANT STRATEGIES) BARCOO SHIRE COUNCIL
CEO New simplified planning scheme that Elected Members CD3A Strengthen the unique identity aspects of each town encourages the uniqueness of the three Senior Officers towns Community groups Removed from CEO Operational Plan June Provide and maintain equitable services and facilities to each Complete Business Case for pools in Elected Members CD3B On hold 2019. community Windorah and Stonehenge Senior Officers On hold awaiting Community groups resources Dental Van visit was a Dental Van visit to CEO continues success, second visit Windorah & Jundah Advocate for essential Australian and Queensland Government CEO involvement in Continue lobby for improved health planned. November 2019. Public CD3C services to be retained and/or provided State and Federal services Elected Members Ongoing replacement of Windorah services Working group with meeting held at Windorah retained Senior Officers PHC project steering Health for replacement Community Centre committee of Windorah Clinic 21/10/19. SHIRE PROMOTION & TOURISM: To promote and develop Barcoo Shire as a unique destination and to manage tourism in a sustainable manner General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Tourism White Paper developed by RAPAD, to Director Corporate be followed up with a Work with RAPAD on regional tourism Services 3500-0002 CD4A Expand the shire’s involvement in regional tourism promotion Commenced forum in Brisbane in initiative Visitor Information 3600-0002 February, 2019. Centres Action Plan implemented Maintain and build tourism-based opportunities and networks for Regional Tourism Coordinator position at Info Centre staff Council staff participated Mayor CD4B joint marketing and promotion across the central west through the RAPAD created Not in place augmented to support in RAPAD Tourism Data CEO Remote Area Planning and Development (RAPAD) Board Annual report greater cocoperation. Collection project Maintain memberships, meeting Director Corporate OQTA membership Maintain links with Outback Queensland Tourism Association and attendance and representation at trade Services renewed following OQTA membership CD4C Ongoing Tourism Queensland to promote and market the shire to visitors shows and other tourism events Visitor Information discussion about value renewed Annual Report Centres for money
Advice on lodging a covenant and transfer of Mayor and CEO invited to Windorah land received board meeting of Mithaka Council resolved to start and Council resolved to Meeting held with Aboriginal Corporation on negotiations with Mithaka Develop alliances with local indigenous groups, in particular the Develop formal MOU with Mithaka Elected dispose land described as Mithaka 4/10/19 where contract AC on an official CD4D Mithaka Aboriginal Cooperation, to identify and deliver tourism Aboriginal Cooperation Representatives Ongoing Lot 2 SP197811 and Lot 41 Representatives. Advice for sale of Windorah land agreement. opportunities Annual report CEO SP223534 to Mithaka on land to be forwarded discussed. Mithaka land transfer Aboriginal Corporation for Covenant registered over settled 19/3/2020. preservation of grave sites Mithaka Land. and setting up a ranger depot on 18/9/19.
Director Corporate Statistics collected via Visitor Information Continue to promote the shire in line with the Barcoo Shire Tourism Services CD4E Centres Social and digital media feedback Strategy Visitor Information Annual report Centres
Director Corporate Establish advisory committee to help promote and develop the shire Services CD4F as a unique destination, and manage tourism, events and Standing committee established Visitor Information community development Centres ELECTRICITY SERVICES & INFRASTRUCTURE: To have electricity infrastructure that meets shire residents’ needs General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Identify electricity infrastructure opportunities and seek policy Opportunities identified and policy Council CD5A amendments that provide equity in electricity services for shire 2310-0003 amendments made CEO residents
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Meeting held in Jundah on 5/11/19 with Matt Microgrid application Aberdein Area Manager under regional and Central West and Ergon remote reliability fund Build relationships with Ergon Energy and appropriate Queensland Number of meetings and interactions with Council Representatives regarding CD5B Not commenced No opportunity as yet lodged by Ergon to do Government bodies and private companies Ergon Energy CEO Jundah & Windorah Power more monitoring on Stations, renewable Yuruga to Stonehenge energy and micro grid SWER grant application for Stonehenge.
Site meeting held at JORN facility on 13/12/19 and Defence's Renewable Prefeasibility report MIPP2 funding for 3 report to December 2019 Energy and Energy included in the September phase power to Council meeting. Security Program Manager Investigate renewable energy opportunities, particularly the Investigate solar power opportunities to Council 2019 Council agenda and CD5C Commenced Stonehenge, Peak MIPP funding extended to contact details sent to installation of solar panels and geothermal opportunities Business case level CEO letter sent to Defence re Services appointed as 30/06/2020. Peak Services to assist JORN facility connecting to Project Manager Monitoring equipment with Stonehenge Power the grid. installed at Stonehenge Project for summer storm season.
TRANSPORT SERVICES: To maintain public transport facilities and services in the shire General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Investigate subsidies, assistance and options available to sustain Subsidies identified and secured CD6A CEO 3800-0002 public transport Current vehicles maintained Email from Stonehenge STAG as the conveyance Old Stonehenge State School Principal re committee took on Fleet and Workshop Replacement vehicle for community transport using community management of the Provide and maintain community transport vehicles suitable for Coordinator 3700-0002 Stonehenge. CD6B Community transport vehicles available Ongoing vehicle retained as transport vehicle for Stonehenge Bus Service school children and social outings Visitor Information 6000-0002 Vehicles being used spare/office car due to school bus service. using Council's old people Centres regularly low trade in price. Considered at December mover van paying for fuel 2019 ordinary meeting. & maintenance.
Public meeting at the REX service performing Windorah Community Encourage the Queensland Government to continue to subsidise Current service continues at existing Mayor to expectations. User Centre 16/9/19, to discuss CD6C Western Route 2 regular passenger transport service to Windorah, Ongoing Ongoing standard or above CEO meeting held in the REX contract and air with the current scheduling and aircraft seating capacity Bedourie services with Ian Landers from Translink (DTMR) Inspection of Windorah Removed from 2019/20 Hangar by Council on Operational Plan. 20/11/19 which noted the Construct appropriate aircraft maintenance and storage hangar at Complete Windorah Airport Master Plan , Master Plan adopted by building was not fit for CD6D CEO Commenced the Windorah Airport and complete hangar construction Council December 2018. purpose and contained a Hangar construction kitchen and bathroom completed July 2019. facilities being out of scope. TELECOMMUNICATIONS SERVICES & INFRASTRUCTURE: To have the standard of telecommunications services and infrastructure available to metropolitan Australia General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments September 2018 Airbridge, a Telstra meeting approved Advocate to Australian and Queensland Government and partner onsite to provide a Report received from Work with RAPAD on free WiFi for each switch-on of free CD7A telecommunication carriers to continually improve Mayor 3900-0002 Commenced Ongoing scope of works regarding Airbridge and being community community Wi-Fi. telecommunications services available in the shire Council WIFI for each reviewed by DCS. Wi-fi installed in community. Stonehenge and Jundah Advocate to the Australian Government to continue the CEO No major outages CD7B telecommunications Universal Service Obligation (USO) for regional Current service standards continue Elected Members Ongoing Ongoing Ongoing recorded areas Senior Officers
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Discussion and submission for funding held by LGAQ Local Buy Advocate to the Australian Government to provide terrestrial fixed Mayor fund for use to upgrade CD7C Current services continue or improve Ongoing voice services to rural properties and industrial sites CEO Stonehenge 4G service. Funding submission made for Stonehenge upgrade
Encourage the Remote Area Planning and Development (RAPAD) Number of submissions by RAPAD Mayor CD7D Board to proactively promote equity in telecommunications Ongoing Nil to date Representation achieved RAPAD infrastructure and services across the whole central west region CEO Create annual inspection and maintenance CD7E Continue to maintain and upgrade the UHF network Ongoing Inspected regularly program for Repeater sites Senior Officers Director of Works TECHNOLOGY & INNOVATION: For shire residents to benefit from advancements in technology and innovation General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Explore new technologies and innovative ideas which may be of CEO benefit to the shire including: Innovative and new technology adopted CD8A All Staff • Council operations and opportunities identified Community groups • Smart city/smart community ideas Number of training and information Stonehenge community Help develop community awareness of new technologies and digital awareness sessions held in the community Visitor Information targeted for upgrade. CD8B ongoing applications Number of articles in community Centres Awaiting new pricing newsletter from Telstra Number of employment opportunities CEO created Telstra Promote and explore the use of modern technologies to create GWIP installation not CD8C Increased job satisfaction through flexible Local Government Commenced employment opportunities and workplace flexibility complete working arrangements Association of Broader employment base within shire Queensland Explore and implement modern technology to monitor weather CD8D Additional facilities/devices installed CEO events CEO Visitor Information Enable wider education and training opportunities through the use Number of training opportunities available CD8E Centres of higher bandwidth services to the community Workplace Health & Safety Officer
Central West and North West flood gauge Council resolved to use Visitor Information BOM to fund upgrade of Tender documentation installation and note the LGGSP funds to install a Explore and implement modern technology to manage natural Install flood monitoring station at Thomson Centres manual river gauge at CD8F Commenced being prepared for awarding of the tender to flood monitoring station disasters, with a specific focus on alerts and relevant information River, Stonehenge Local Disaster Stonehenge (East regional tenders the Prospect Group Pty on Mayne River Jundah Management Group Channel) and Jundah. Ltd with a value of Winton Road $647,069
EDUCATION: To help develop community education and training opportunities in the shire General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Bursary nominations Community, Cultural, CD9A Continue to fund the Barcoo Shire Bursary Funding awarded advertised in December, Tourism Supervisor 2019 Council housing provided CEO Housing assistance Housing assistance Support shire schools and distance education families, and help Resources and services identified to School staff in Jundah CD9B Elected Members provided for two trainee provided for two trainee provide resources as necessary Annual report and Winton while housing Senior Officers teachers teachers upgrades completed. CEO Workplace Health & Residents attend identified training CD9C Ensure local residents have access to Council training opportunities Safety Officer programs Visitor Information Centres Page 123 of 130 Budget Document Financial Policies & Operational Plan 2020-2021 DRAFT OPERATIONAL PLAN 2020-2021 + COMMENTS (STRIKETHROUGH - COMPLETED OR NON RELEVANT STRATEGIES) BARCOO SHIRE COUNCIL
CEO Help provide trainers and educators to meet identified community Report outlining relevant training provided CD9D Visitor Information needs to Council Centres LOCAL EMPLOYMENT: To increase employment opportunities and options in the shire General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Director Corporate Promote community awareness of employment opportunities and Job opportunities advertised in line with Traineeship positions Agreement executed for 2 CD10A Services Ongoing options available in the shire Council’s communication strategy sought traineeship positions Director of Works Funding applications successful and Submission for two CD10B Seek funding for projects that create employment in the shire CEO Ongoing employment opportunities created traineeships CEO Investigate funding options and provide local opportunities in Funding applications successful and Director Corporate CD10C vocational training and apprenticeships positions created Services Director of Works CEO Partner with TAFE and tertiary providers to host graduates with Director Corporate CD10D practical, on-the-job experience Number of placements per year Services Director of Works ACCOMMODATION: To help staff, residents and visitors access to good quality accommodation General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments 14 Miles Street Jundah Offer received for flats at CEO Contract finalised - EOI process conducted. Encourage, support and facilitate the sale of identified Council Progress with Tender process for sale of 12 Perkins Street, Jundah 14 Miles Street Jundah CD11A Elected Members 4000-0002 Commenced house sold 3 Stratford Targeted tender sent houses to existing tenants and general public housing to the public and staff but Council decided to sold to staff member. Senior Officers Street Stonehenge 19/12/19 to EOI keep residences. participants. CEO CD11B Continue to make residential land available Sale of residential land Elected Members Senior Officers CEO Regular inspections, Provide a standard of employee housing that encourages a stable Regular inspection program and CD11C Elected Members Ongoing maintenance program workforce maintenance plan implemented Senior Officers commenced CEO Provide short term accommodation for visiting professionals and CD11D Increased overnight stays Elected Members tourism needs Senior Officers CEO Construction of 4 Construction of 4 Construct at least one new house per year for staff that suits a Complete one executive dwelling, Miles Elected Members Not yet Bedroom residence to CD11E Bedroom residence to be family, is energy efficient and low maintenance Street, Jundah Senior Officers commenced be completed mid-July completed late July 2019 Director of Works 2019 COMMUNITY HEALTH: To advocate for a high standard of health services and facilities General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Advocate for appropriate community health needs and expectations Participate in regional reviews and Mayor meets with QH CD12A Mayor/Councillors Ongoing to services providers improvement plans regularly Director Corporate Facilitate programs that address community health problems and Services Council active CD12B issues, including chronic disease management, healthy minds and Improved health statistics Ongoing Dr Lisa Patterson participants in ICIF healthy lifestyles Kane CEO Enable better health and aging outcomes through the use of CD12C Improved health statistics Elected Members technology Senior Officers Mayor CD12D Use regional networks to improve health outcomes Regular contact with regional bodies Ongoing As required. CEO SPORT & RECREATION: To expand and diversify sporting and recreational facilities and opportunities in the shire General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments CEO Penny Pyke, Sport & Review, update and implement a Sport and Recreation Development Updated Sport and Recreation Community, Removed from 2019/20 Recreation suggested a CD13A 42000-0002 Needs review Plan Development Plan Cultural, Tourism Operational Plan. review occur of the Sport Supervisor and Recreation Plan DCP funding used for Bring facility development into budget Seek funding opportunities as identified in the Sport and Recreation Sport & Rec outcomes. CD13B process, and complete PDF's for funding CEO Ongoing Development Plan for facility development Round 1 DCP projects opportunities complete Page 124 of 130 Budget Document Financial Policies & Operational Plan 2020-2021 DRAFT OPERATIONAL PLAN 2020-2021 + COMMENTS (STRIKETHROUGH - COMPLETED OR NON RELEVANT STRATEGIES) BARCOO SHIRE COUNCIL
Seek funding opportunities as identified in the Sport and Recreation CD13C Funding applications successful CEO Development Plan for programs and equipment Visitor Information Investigate options to develop the shire’s natural assets for Natural assets successfully developed for CD13D Centres recreation purposes, including private enterprise partnerships recreation purposes Community groups Investigate options to develop community swimming pools in Complete Business Case for pools in On hold awaiting CD13E CEO On hold Stonehenge and Windorah Windorah and Stonehenge resources CULTURAL & NATURAL HERITAGE: To acknowledge and preserve the diverse cultural and natural heritage of Barcoo Shire General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Visitor Information Centres Community Groups Cultural and natural heritage assets are Landholders CD14A Identify cultural and natural heritage assets of the shire mapped Mithaka Aboriginal Corporation Desert Channels Queensland (DCQ) CEO Elected Members Senior Officers CD14B Conserve the cultural heritage assets of the shire Conservation strategy in place Mithaka Aboriginal Corporation Community Groups
Advice on lodging a covenant and transfer of Windorah land received Mayor and CEO invited to CEO and Council resolved to Meeting held with board meeting of Mithaka Negotiate a suitable outcome for transfer Elected Members dispose land described as Work with local indigenous groups Mithaka to identify and preserve Mithaka Aboriginal Corporation on CD14C of land in Windorah for use by Indigenous Senior Officers Commenced Lot 2 SP197811 and Lot 41 significant sites Representatives. Advice 4/10/19 where contract body Mithaka Aboriginal SP223534 to Mithaka on land to be forwarded for sale of Windorah land Corporation Aboriginal Corporation for discussed. preservation of grave sites and setting up a ranger depot on 18/9/19.
Council approved the Mithaka Aboriginal Channel Country Institute CEO Corporation wrote a letter concept development as a Work with local indigenous groups Mithaka and universities with A concept and associated business plan for Elected Members Discussed with State of support including project for consideration CD14D natural history faculties to develop a Channel Country interpretation Channel Country interpretation centre is Senior Officers Commenced Development - Submit suggestions for Council for consideration through centre created with identified partners Mithaka Aboriginal for MIPP funding consideration that was the project development Corporation tabled at the November framework in September 2019 meeting. 2019. ARTS & CULTURAL DEVELOPMENT: To expand and diversify arts and cultural facilities and opportunities in the shire General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Community, Cultural and Tourism Windorah Opera on Windorah Opera concert CD15A Seek grants for arts and cultural activities and facility development Bring Youth Ballet to the Shire Supervisor 4300-0002 Ongoing track for September held on 2/9/19 Director Corporate 2019 concert Services Community, Cultural Work collaboratively with regional organisations such as Red Ridge and Tourism Successful collaboration opportunities with CD15B and CICADAS to identify opportunities and funding to progress arts Supervisor regional organisations and cultural development in the shire Director Corporate Services Community, Cultural and Tourism Bid process and outcomes successful in line Supervisor RADF funding rounds Funding application Funding agreement CD15C Support Regional Arts Development Fund (RADF) initiatives Ongoing Events planned RADF?? with RADF criteria Director Corporate progressing submitted executed. Services RADF Committee LAW & ORDER: To have adequate resources within the shire to maintain law and order Page 125 of 130 Budget Document Financial Policies & Operational Plan 2020-2021 DRAFT OPERATIONAL PLAN 2020-2021 + COMMENTS (STRIKETHROUGH - COMPLETED OR NON RELEVANT STRATEGIES) BARCOO SHIRE COUNCIL
General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Advocate to the Queensland Government to ensure adequate police CD16A resources are available, as required, in association with the District Police service levels are maintained Mayor As required No action required Inspector CEO Support initiatives and training in the responsible service of alcohol Training provided and compliance with CD16B Elected Members for public events liquor licence conditions achieved Senior Officers WORKS & SERVICES WORKS OPERATIONS: To have a works operation that is capable of delivering a broad range of civil engineering works to a high and cost effective standard General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Staff retained Manager Operational Attract and retain a highly skilled workforce and provide appropriate Annual works completed and reported 5000-0002 WS1A Works resources to complete a range of works quarterly 51000-0002 Director of Works Annual report Staff retained Manager Operational Create an environment for career pathways and multi-skilling WS1B Training provided to staff Works 5300-0002 opportunities, with a focus on enhancing local employment Succession planning in place Director of Works CEO Plant & vehicle purchases Elected Members discussed at Works & Purchases being made in Allocationm for 2018-2019 in line with 10 Senior Officers Services Committee Plant and Vehicle Continue to invest in a modern, safe and well maintained plant fleet 5200-0002 line with budget. Heavy WS1C year program, with investigation of use of Fleet Workshop Ongoing meeting held on purchases made inline that meets its operational and work requirements 5900-0002 plant to be delivered in loan funds to achieve result Manager 22/11/19. Report to with report to Council. June, 2019 Manager Operational December Council Works meeting. CEO Maintain a 10-year plant replacement program consistent with Elected Members Review 10 year program in line with Program to be reviewed WS1D Council’s plant replacement policy Senior Officers Ongoing Reduction in Grader fleet reduced roadwork activity prior to next years budget Fleet Workshop Manager Camp purchases discussed Consulation with at Works & Services Provide a high standard of camp accommodation for operational CEO Upgrade acmp facilities as per Works relevant employees Committee meeting held WS1E works staff that encourages a safe and comfortable work Elected Members Commenced Committee recommendations held, and procurement on 22/11/19. Report to environment Director of Works progressing. December Council meeting. CEO Elected Members Continue to provide camp television, phone and internet Senior Officers Investigate rectreational facilities for Rec facilities are not a WS1F communication (work, social and emergency) and health and Manager Operational Ongoing camps, with consultation from employees priority for the camps wellbeing recreational opportunities Works Workplace Health & Safety Officer CEO WS1G Establish and maintain a Works and Services Commitee Standing committee established Elected Members ROAD INFRASTRUCTURE: To have road infrastructure that meets community and industry needs General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Mayor Design budget allocted CEO 5500-2270 to projects set by Additional Roads to Maintain a shire and state road infrastructure plan that identifies a Director of Works 5500-2272 Council. Active participation in Recovery as part of WS2A Priority investment plan from ORRTG Ongoing 3-5 year schedule of designed projects Outback Regional 5500-2273 Transport Plan complete ORRTG Drought funding Roads & Transport 5500-2275 - to be used for Budget initiatives. Group allocations Mayor Build relationships with appropriate Australian and Queensland Membership, submissions, deputations and CEO WS2B Government departments, ministers, IQ-RAP and Regional meetings Elected Members Development Australia bodies Senior Officers Mayor is Chair of group, Mayor Maintain involvement in the Outback Regional Roads and Transport Council act as client for the engagement of Regional Coordinator WS2C CEO Ongoing Ongoing Ongoing Group coordinator for Regional Road Group appointed, barcoo as Director of Works 5600-2175 Engager 5600-2270 Page 126 of 130 5600-2280 Budget Document Financial Policies & Operational Plan 2020-2021 5600-2290 DRAFT OPERATIONAL PLAN 2020-2021 + COMMENTS (STRIKETHROUGH - COMPLETED OR NON RELEVANT STRATEGIES) BARCOO SHIRE COUNCIL 5600-2175 5600-2270 Advocate on behalf of the community or region to Australian and 5600-2280 WS2D Deputations and meetings Mayor Queensland Governments regarding transport and roads matters 5600-2290 CEO Allocation in budget to Provide wide seal and kerb and channelling to all town streets Implement a four strategy to kerb and wide Carried over to 2019-2020 Considering allocation of WS2E Elected Members Commenced continue. Kerb maching within four years seal community streets financial year DCP funds to this project Director of Works purchased 5700-2211 Betterment submissions Seek resilience funding as necessary to CEO 5700-2212 completed for Jundah Betterment submissions WS2F Improve the flood immunity of shire road network improve flood immunity of critical Elected Members 5700-2213 As required Winton floodways x 2 and approved infrastructure Director of Works 5700-2214 McPhellamys crossing 5800-0002 Mayor Funding opportunities identified and WS2G Identify and respond to road-related funding opportunities CEO applications submitted Director of Works CEO Develop a strategy to identify, design and seal priority sections of WS2H Strategy complete Elected Members the state and local road networks Director of Works COMMUNITY INFRASTRUCTURE: To responsibly provide low maintenance and long life community infrastructure that meets community requirements General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments CEO 3-5 year schedule of designed projects Develop a shire and community infrastructure plan that identifies a Elected Members WS3A adopted 3-5 year schedule of designed projects Senior Officers Projects successfully delivered Community Groups Mayor WS3B Advocate on behalf of the community as required Deputations, submissions and meetings CEO Works for Qld allocation Mayor announced. Projects to DCP Extension projects to DCP Extension projects Identify and respond to community infrastructure funding lobby state government and federal WS3C CEO Ongoing be determined by be selected at December selected at January 2020 opportunities government for critical infrastructure Council in February for 2019 Council meeting. Council meeting. March 2019 submission Provide aerodrome facilities that satisfy both regular public Annual inspection program for Windorah Inspection performed by Transport Security CEO WS3D transport (RPT) and The Royal Flying Doctor Service (RFDS) Airport, in conjunction with regional Ongoing Regionally appointed Programme requires Director of Works requirements in each identified centre strategy on airports contractor review Technical Inspection Report to be considered by Council at january meeting. Priorites set for funding opportunities. Identify an extended maintenance and upgrade program that aids in Computer asset management plan by June, CEO WS3E Ongoing FWD testing arranged keeping the facilities at the required standards 2020, with resulting maintenance strategy Director of Works for the three airstrips. Testing completed on pavements - results to be available late July
WATER SUPPLY: To have a safe and reliable water supply in each community General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Workshop coordinated by Greg Clark & Justin Shera Manage water supply schemes in accordance with Council’s Total Director of Works DWQ Plan adopted by Asset plan not yet Site & Civil on draft Water WS4A Management Plan and implement water use restriction trigger point Develop asset plan for water by June, 2020 Outback Regional 6400-0002 council in line with commenced and Buildings Asset signage Water Group legislation requirements Management Plans on 29/10/19
Notices included in water-related Council Director of Works communication Community & WS4B Continue community education on responsible water usage Consistent messaging delivered in Council Tourism Manager water-related communications Provide safe and reliable potable water supplies in accordance with Shire water meets the Australian Drinking WS4C Director of Works the Australian Drinking Water Standards Water Standards
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Mayor Outback Regional Water Group Active participation. CEO Continue to collaborate regionally through membership of the membership continued Engineer is Chair of Flood gauge project - WS4D Director of Works Ongoing Outback Regional Water Group Water supply savings and innovation Technical Group & Barcoo SC is banker Outback Regional identified Barcoo SC is banker Water Alliance Council Consider alternative water pricing measures based on responsible WS4E Monthly report to Council CEO water use Director of Works CEO Research smart technology to help monitor demand management Elected Members WS4F and water usage Monthly report to Council Senior Officers Director of Works CEO Elected Members Site inspection by Senior Officers Funds sought in 2019/20 Ensure the community’s water security needs are met by continuing Develop PDF for Stonehenge Water specialist water engineers Director of Works Budget for expert Draft investigation report Report tabled January WS4G to monitor the shire’s highly variable climate and lack of capacity in renewal, and for Windorah raw water Commenced sub contracted to Site & Outback Regional opinion on the three completed. 2020 Council meeting water storages and natural water holes storage Civil for investigation Water Group treatment plants report. Queensland Water Directorate CEO Revisit previous planning reports on common effluent disposal Elected Members WS4H systems in all three communities in response to the high volume of Monthly report to Council Senior Officers tourists and other visitors Director of Works PARKS & GARDENS: To have parks, gardens and streetscapes that are well planned and complement the individuality of each community General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments CEO Elected Members Continue to conduct community consultation to guide development WS5A Community responses and feedback Senior Officers of parks, gardens and streetscape needs Visitor Information Centres Jundah Park Jundah Park upgrades to development concept Seek funding to develop a plan for the staged development of parks, CEO footpath, Jelly Beans Consult with community for park plan being developed gardens and streetscapes using low maintenance and water efficient Elected Members Not yet playgroup verandah and WS5B development plan, including playground for public consultation plant species and designs, taking into account the individuality of Senior Officers commenced War Memorial completed equipment prior to budget each community Community Groups in time for Rememberance consideration. Day. Park plan in place ENVIRONMENTAL HEALTH: To ensure that a high standard of environmental health is maintained in the community General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Maranoa Council Continue to engage an appropriately qualified environmental health Environmental Health Officer EHO inspection program WS6A CEO 6100-0002 Commenced engaged to deliver EHO EHO on site March 2020 officer appointed/contracted occurred in August 2019 services Council recommenced the land acquisition process for Jundah (Lot 1 Native Title resumption, SP226889) and Windorah and Mineral rights The compulsory (Lot 9 acquisition proceeding Provide services that maintain the environmental integrity of public acquisition of land for the SP226886) Waste Obtain land associated with Jundah and Town Services 6200-0002 for the two Tip sites. WS6B land, including waste removal, garbage disposal and wash down Ongoing Windorah and Jundah Management Facilities by Windorah Tips - compulsory acquisition Manager 6600-0002 20 year plan for refuse bays Waste Management lodging Part (A) Tip management Facilities has lapsed Application Form Contact underway - CEO has no and Land Details visibility of this project and Part (B) Application to Purchase or Lease State Land Forms with DNRME Program conducted in Community programs (Clean Up Australia Champion contracting December 2018, and Day, kerbside collection and regular Town Services picked up car bodies in WS6C Promote and help maintain the clean appearance of the towns Ongoing Sims Metal did a clean- garbage removal) delivered Manager Stonehenge Common up of Refuse tips in Community consultation and feedback under Get Ready funding. November 2018
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CEO Elected Members Provide, where necessary, information, education and training WS6D Number of notices and level of compliance Senior Officers regarding public health issues and compliance Environmental Health Officer CEO Elected Members Provide, where necessary, measures to eradicate vermin and insect WS6E Public health risk reduced Senior Officers epidemics Environmental Health Officer LAND, WATER & ANIMAL MANAGEMENT LAND, WATER & VEGETATION MANAGEMENT: To be aware of legislation that impacts land, water and vegetation management General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Monitor and respond to ongoing requirements and changes to Legislative changes and notification CEO LAM1A legislation monitored and responded to as necessary Rural Lands Officer Make representations regarding land use management issues on Number of deputations, meetings and Mayor LAM1B behalf of shire residents, as required submissions CEO CWRPMG review Seek regional cooperation, where appropriate, to comment on and Work with Central West Regional Pest conducted, paper to go Mayor & CEO attended Mayor LAM1C endeavour to influence legislation for the benefit of the central west Management Group on review of Commenced to regional mayors in CWRPMG meeting CEO region effectiveness and regional pest strategies February with Annual February 2020 Plan Special Council meeting Initial 50% funding paid. held to review Mutti advised they wish to prefeasiblity completed pull out of the exclusion $900K of Federal Mayor under project decision fencing project due to the A second round of EOI's Continue active involvement in government committees related to Acive participation in government funding received for LAM1D CEO Ongoing framework. Funding effects of drought on their considered at March 2020 land, water and vegetation management initiatives Exclusion fencing in Q3 Councillors agreement based upon cashflow. Council meeting 2018/19 RAPAD QFPI funding Funding readvertised in document developed and December 2019 executed. Newsletter. STOCK ROUTES & RURAL LANDS: To have stock routes, public lands and pastoral leases that are responsibly and sustainably maintained General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Council successful in Rural Lands Officer Aerial and ground baiting Manage noxious weeds, pest animals (in particular wild dogs/feral Full expenditure of rural wild dog levy with developing a shire wide Land & Animal 7100-2214 program conducted. High LAM2A pigs) and disease in the shire in accordance with the Shire Pest regular baiting and extermination Ongoing pest management plan Management 7100-2125 participation rates Management Plan initiatives for individual Committee achieved propertiess Rural Lands Officer Regular attendance at Cooperate with neighbouring shires to control and manage stock Peter Pidgeon, Rural Lands Peter Pidgeon, Rural Lands Attendance at Shire Rural Lands Officers Land, Water & the meetings. LAM2B movement and the spread of noxious weeds on stock routes in the Ongoing Officer attended SRLOG Officer attend Charters Group meetings Animal Management Peter Pidgeon, RLO is shire meeting. Towers SRLOG meeting. Committee chair of SRLOG. LAM2C Participate in Shire Rural Lands Officers Group initiatives Attendance at meetings and activities Rural Lands Officer Establish advisory committee for Land, Water and Animal Councillors LAM2D Standing committee established 7100-2130 Management Rural Lands Officer Seek regional cooperation to establish stronger compliance measure Mayor LAM2E Deputations, meetings and submissions Ongoing As required. to control pest plants and animals CEO Barcoo is target area for Review of group Barcoo is target area for Continue membership of the Central West Regional Pest Participate in review of CWRPM group Mayor Review complete. Annual LAM2F Ongoing regional project in 2019- commenced to make it regional project in 2019- Management Group and Technical Committee functionality CEO Work Plan to be adopted. 2020 more effective 2020 TOWN COMMONS & RESERVES: To maintain the environmental integrity of town commons and reserves General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments CEO Town Commons and Reserves Elected Members LAM3A Review the Town Commons and Reserves Management Plan 7100-2215 Management Plan adopted Senior Officers Rural Lands Officer
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CEO Elected Members Effective advisory group, and involvement Senior Officers Advisory group to Manage the use of town commons and reserves in accordance with LWAMAC met in LWAMAC met in LAM3B in mangement of the assets, and local law Rural Lands Officer Ongoing review depasturage LWAMAC met in Jundah. Town Commons and Reserves Management Plan Windorah on 2/12/19 Stonehenge on 2/03/2020 review. Land, Water & Local Law Animal Management Committee
Rural Lands Officer Provide recommendations via the advisory committee for Land and Minutes and recommendations provided to Land, Water & LAM3C Animal Management on the management of town commons and Council Animal Management reserves Committee CATCHMENT MANAGEMENT: To maintain the environmental integrity of the Lake Eyre Basin General 2018/19 Final Code Strategies Measures Led By Status % Q1 Update % Q2 Update % Q3 Update % Q4 Update OUTCOME % Ledger comments Council resolved to CEO provide 50% funding and Work closely with and support Desert Channels Queensland on Cooperation on catchment management LAM4A Elected Members 7100-2243 Nil at present As required. installation free of charge natural resource management issues issues Senior Officers of 6 faded land management signs Control noxious weeds, pest animals (in particular wild dogs/feral Mayor Noxious weeds and pest animals (in 7100-2240 LAM4B pigs) and disease in accordance with the Central West Regional Pest CEO particular wild dogs/feral pigs) reduced 7100-2242 Management Plan Rural Lands Officer Deputy Mayor CEO Mayor and Deputy Proactively comment on policy and legislation affecting catchment participated in Agforce LAM4C Deputations, meetings and submissions Elected Members Ongoing Mayor's participation in management Sheep and Wool Board Senior Officers groups. forum.
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