Long Term Financial Plan...The Annual Budget is obtained from the first year of the Corporate Business Plan. The Long Term Financial Plan models resourcing implications of alternative

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Natural Connected Prosperous

Long Term Financial Plan

For the period 2017-18 to 2026-27

Final Version

Adopted by Council on 12/4/17 (OM2017/92)

10 Year Financial Plan to 2026-27 16/03/2017 2

This document links to the Community Strategic Plan through:

Goal 1: Valuing the natural environment

Goal 2: Welcoming and inclusive communities

Goal 3: Managing growth sustainably

Goal 4: Vibrant and diverse economy

Goal 5: Effective leadership and governance

http://intranet/Logos/Forms/AllItems.aspx






Table of Contents

LTFP Highlights ............................................................................................................................ 1

Executive Summary ...................................................................................................................... 2

1.0 Introduction ............................................................................................................................. 3

2.0 Context ................................................................................................................................... 4

3.0 Model Framework ................................................................................................................... 6

4.0 Basis of Forecasts .................................................................................................................. 7

Economic Outlook ..................................................................................................................... 7

Indexes ..................................................................................................................................... 8

Wage Price Index .................................................................................................................. 8

Consumer Price Index ........................................................................................................... 9

Local Government Cost Index ............................................................................................... 9

Enterprise Agreement ............................................................................................................. 10

Property Growth ...................................................................................................................... 10

Visitors .................................................................................................................................... 11

Workforce ............................................................................................................................... 12

Summary of Forecasts Used in the LTFP ................................................................................ 12

5.0 Operating Revenue Assumptions ......................................................................................... 14

Rates ...................................................................................................................................... 14

Operating Grants, subsidies and contributions ........................................................................ 14

Fees and charges ................................................................................................................... 14

Service charges ...................................................................................................................... 14

Interest earnings ..................................................................................................................... 14

Other revenue ......................................................................................................................... 15

6.0 Operating Expenditure Assumptions ..................................................................................... 16

Once off adjustments to the base ............................................................................................ 16

Recurrent Items for Future Years ............................................................................................ 17

Employee costs ....................................................................................................................... 17


Materials and contracts ........................................................................................................... 18

Utility charges ......................................................................................................................... 18

Depreciation ............................................................................................................................ 18

Interest expenses .................................................................................................................... 18

Insurance ................................................................................................................................ 18

Other expenses ....................................................................................................................... 19

7.0 Capital Expenditure Assumptions ......................................................................................... 20

Roads and Infrastructure ......................................................................................................... 20

Plant and Equipment ............................................................................................................... 21

Buildings ................................................................................................................................. 21

8.0 Capital Funding Assumptions ............................................................................................... 23

Grants ..................................................................................................................................... 23

Loans ...................................................................................................................................... 23

Reserves ................................................................................................................................. 23

Asset Sale Proceeds ............................................................................................................... 24

9.0 Financial Risk Assessment ................................................................................................... 25

10.0 Result of Base Model .......................................................................................................... 28

Overview and Statements ....................................................................................................... 28

Ratios and Performance ......................................................................................................... 32

Asset Renewal Gap ................................................................................................................ 35

Comparison with Previous Models .......................................................................................... 36

11.0 Scenarios ........................................................................................................................... 40

12.0 Forecast Financial Statements............................................................................................ 43


LTFP Highlights

For the 10 financial years from 2017-18 to 2026-27 the following are forecast:

What When

A balanced financial budget. Every year

Rate yield increase of 3%. Every year

Capital works program of over $117 million. Over 10 years

Loan principal outstanding reduces to $3.261 million with only 5

outstanding loans in the portfolio.

In year 10

$7.49 million for Margaret River main street upgrade. Years 1 and 2

$8.75 million for the redevelopment of the Cultural Centre. Years 1 and 2

Over $2.5 million for the Margaret River Youth Precinct. Year 1

Almost $1.2 million to construct the Lower Western Oval. Year 1

Over $35 million for road related works. Over 10 years

$1.9 million for asbestos replacement projects will complete 86%

of the estimated works to 2026-27.

Over 10 years

Over $20 million for waste management works such as converting

Davis Road landfill to a transfer station are 100% Shire funded.

Over 10 years

Over $8 million to renew community buildings. Over 10 years

Profits from caravan park operations are reinvested to upgrade

and develop these assets.

Over 10 years

Continued focus and commitment to environmental works

including the environmental management fund.

Over 10 years

Benchmark targets for the majority of financial performance ratios

are exceeded.

Over 10 years

Net Assets increases to over $504 million. In year 10

Total Reserves exceeds Loan Principal Outstanding. Every year


Executive Summary

The Long Term Financial Plan (LTFP) is one of the key documents of the Shire’s Integrated

Planning and Reporting Framework. The LTFP is reviewed annually and this version will be

used as the framework for informing the preparation of the 2017-18 Budget.

The LTFP forecasts operating revenues and operating expenditures for 10 years and uses the

2016-17 budget as the basis for these forecasts. Various assumptions underpin the escalation

rates used and these assumptions reference index and statistical data relevant to the local

government industry and the Shire.

Future capital works and their funding are based on a more rigorous forward capital works

planning process that endeavours to detail projects and works using asset management and

other approved plans. The stages, timing and proposed funding mix for these projects and

works are also documented as part of this process. Over $117 million of capital expenditure

have been included in the LTFP.

Balancing forecast expenditure with available funding has required some reprioritisation and

changes to the timing of projects and works as well as assuming the availability of non-Council

funding sources such as grants. The objective of this process was to record a balanced budget

position for each forecast year and has been achieved.

A risk assessment of the validity and impact of assumptions and forecasts was completed

which indicates the level of risk is medium to high but is mitigated to some extent by employing

a conservative approach. An area of risk is the removal of the vehicle licence and stamp duty

concession which is estimated to increase expenditure by $0.100 million per annum and as it

has not been included in the LTFP will need to be balanced by expenditure cuts or a 0.5% rate

increase when the 2017-18 budget is formulated.

A number of scenarios were also prepared to test the sensitivity and impact of assumptions.

Previous year’s LTFP results were compared to ensure there is some consistency, which in

general terms there is apart from changes to the timing of capital works and capital grants.

Statutory ratios have been forecast and confirm results for 4 of the 7 ratios exceed benchmark

targets. The recording of a net operating deficit due to operating expenditure (including

depreciation) exceeding operating revenue, and insufficient funds being available to be

allocated to the long term renewal of the Shire’s asset base have resulted in the Operating

Surplus, Asset Sustainability and Asset Renewal ratios not achieving benchmark targets.

Overall this LTFP provides a reasonable financial framework for the next 10 years but

highlights the need to continue to focus on the net operating result in order to free up funds to

reduce the asset renewal gap.


1.0 Introduction

The 2017-18 to 2026-27 Long Term Financial Plan (LTFP) is the fifth version of the plan

prepared in accordance with the Integrated Planning and Reporting (IPR) framework.

The IPR framework was introduced in Western Australia as part of the State Government’s

Local Government Reform Program. All local governments were required to have their first

suite of IPR documents in place by 1 July 2013. The documents include:

A Strategic Community Plan;

A Corporate Business Plan;

An Asset Management Plan;

A Workforce Plan;

A Long Term Financial Plan;

Any other issue or area specific plans; and

The Annual Budget.

The first two documents are the minimum requirements of the Plan for the Future of the District

as legislated under Section 5.56(1) of the Local Government Act 1995 (the Act).

IPR is a cyclical process and commences with the community visioning that is included in the

10 plus year Strategic Community Plan. The Corporate Business Plan provides details of

programs and activities for four years. The Annual Budget is obtained from the first year of the

Corporate Business Plan. The Long Term Financial Plan models resourcing implications of

alternative strategic scenarios and provides the financial context for the Corporate Business

Plan in terms of available resources and the prioritisation necessary to achieve outcomes.


2.0 Context

To provide some context the following local government profile information has been obtained

from the Australian Bureau of Statistics (ABS) and is based on the 2011 Census.

11,761 people were resident in the Shire of these 50.1% were male and 49.9% were female.

Aboriginal and Torres Strait Islander people made up 1% of the population. The percentages

of males and females are similar to that of WA and Australia. The median age of people in the

Shire was 39 years. Children aged 0-14 years made up 21% of the population and people

aged over 65 years made up 12.5% of the population.

The above chart shows that compared to WA the Shire has less people in the 20 to 29 age

group but more in the age group from 30 to 69 years.

72.5% of people were born in Australia with the next most common countries of birth being

England (7.7%) and New Zealand (3.1%). 87.5% of people only spoke English at home. Of

people aged 15 years and over 49.9% were married, 12.3% were either divorced or separated

and 33.7% had never married.

28.9% of people were attending an educational institution. Of these 32.1% were in primary

school, 17.5% in secondary school and 13.7% in a tertiary or technical institution. The

proportion of primary school students was higher than for WA while the proportion of tertiary

or technical students was lower.

Of the 3,072 families in the Shire, 43.1% were couples with children, 42.5% were couples

without children and 13.5% were one parent families. The proportion of couple families without

children was higher than that recorded for WA (38.8%) and Australia (37.8%).

0

2

4

6

8

10

12

14

16

18

0-9 years 10-19 years

20-29 years

30-39 years

40-49 years

50-59 years

60-69 years

70-79 years

80+ years

Age Distribution of Shire's Population

Augusta Margaret River WA


Table 1: Employment and related statistics

Statistical Category Shire Shire

(%)

WA

Australia

Employment Full time employees 3,068 51.2% 60.7% 59.7%

Part time employees 2,178 36.4% 28.1% 28.7%

Unemployed 250 4.2% 4.7% 5.6%

Employment

Industry

Beverage Manufacturing 463 8.1% 0.3% 0.3%

Accommodation 316 5.5% 1.1% 1.2%

School education 302 5.3% 5.1% 4.6%

Cafes, restaurants, 273 4.8% 4.1% 4.1%

Fruit and tree nut growing 172 3.0% 0.2% 0.2%

Median Weekly Inc. Personal $593 $662 $577

Family $1,327 $1,722 $1,481

Household $1,096 $1,415 $1,234

Occupation Managers 1,032 18% 12.2% 12.9%

Technician and Trades 1,020 17.8% 16.7% 14.2%

Labourers 841 14.6% 9.7% 9.4%

Professionals 805 14% 19.9% 21.3%

Clerical and Administration 575 10% 14.4% 14.7%

The Local Profile 2016 document prepared by the Shire shows the preliminary estimated

resident population (ERP) of the Shire was 13,807 in June 2015, an increase of 25% over the

2006 population of 11,052. The ERP is the official measure of the population in Australia and

is obtained from the ABS Regional Population Growth statistics. The average annual growth

rate between 2011 and 2015 was 3.1%.

Table 2: Estimated permanent resident population change between 1991 and 2015

1991 1996 2001 2006 2011 2015

Shire 6,218 8,106 10,228 11,052 12,228 13,807

Change 1,888 2,122 824 1,176 1,579

Average annual growth rate 5.4% 4.8% 1.6% 2% 3.1%


3.0 Model Framework

The financial reporting framework for the LTFP mirrors that of the statutory financial statements

with forecast financial information being reported at the Nature or Type level.

The LTFP uses the 2016-17 Budget as the base for its operating revenue and operating

expenditure. These budget allocations are reviewed to remove once off items for the year as

well as any items which are funded by once off operating grants. The remaining items

represent the base year operating revenue and operating expenditure which are escalated to

provide 10 year forecasts.

Operating revenue and operating expenditure items are escalated in accordance with the

assumptions which are described in greater detail in the next section.

In addition to removing once off items from the base year, known once off items are added to

future years. For example, major expenditures that occur less frequently than annually such

as community surveys, property revaluations for rating purposes and fair value asset

revaluation costs are added to future years.

Capital expenditure is obtained from an updated Forward Capital Works Plan (FCWP) which

uses as a key input Asset Management Plans for the various asset classes. Details of works

to be completed on an individual asset basis such as a road, path or playground are generally

not included within the FCWP as the objective is to provide details at a summary level and

allow the greater level of detail to be provided in the Annual Budget.

The funding breakdown for capital expenditure including grants, loans, reserves and ratepayer

funds are determined and included in the LTFP. The general intention is to maximise funds

obtained from external sources, minimise loan borrowings and use reserve funds wherever

possible.

Once all expenditure and revenue has been loaded into the LTFP a process of re-prioritisation

and re-allocation of capital projects and funding sources is required to achieve a balanced

result. Generally, forecast operating expenditure and forecast operating revenues are not

changed as these represent the base level of operations for the Shire.

Once a base scenario has been balanced, assumptions and growth factors are changed so

the impact of alternative scenarios upon expenditure and revenue can be considered.

A series of statutory financial statements and ratios are used to assess and compare the

outcome of the base and other scenarios.


4.0 Basis of Forecasts

Economic Outlook

For the first time since the March 2011 quarter, growth in Australia’s Gross Domestic Product

(GDP) recorded a negative result of 0.5% for the September 2016 quarter. The result was

lower than the market expectation of a 0.3% increase. However, year on year growth remains

positive. While commodity prices have picked up, export volumes were soft and the housing

sector is a little weak with the construction sector pulling down growth although expectations

are activity should pick up in the December 2016 quarter.1 It is likely much of the decline

should prove temporary as many of the monthly indicators suggest growth should bounce back

in the December 2016 quarter, meaning Australia should avoid a technical recession.

Although market expectations have been pared back, the expectation is for the cash rate to

remain unchanged in 2017 with an increase possible in 2018.2

“As expected the RBA Board left rates on hold at 1.5% at its first meeting of 2017. It was noted

in the statement that inflation remains low, with the continuing subdued growth in labour costs

meaning that inflation is expected to remain low for some time. The RBA also noted that GDP

was weaker than expected in the September quarter, however they expect a return to

reasonable growth in the December quarter due to an improvement in the global economy.”3

The implications for the Shire of the above are that there is a need for continued investment in

local projects and purchases to ensure and encourage local economic wellbeing and that

borrowing and lending rates will continue to be low in the short term.

The State Government of WA’s 2016-17 Budget Paper No. 3 provides information on the

economic and fiscal outlook for the State. This document provides the following Highlights:

“Following a decade of very strong growth averaging 5.3% per annum, the Western

Australian economy is experiencing a period of below trend growth as activity

consolidates at a high level.

The economic transition in Western Australia from substantial investment in resources

projects to the production and exports phase is having a more significant impact on the

domestic economy than previously expected, with State Final Demand forecast to

contract by a further 3.75% in 2016-17.

Overall, the Western Australian economy (as measured by Gross State Product) is

expected to grow by 1.25% in 2016-17, with a further decline in business investment

1 WATC Economic Analysis 7 December 2016 2 Curve Securities Daily commentary for 9 December 2016 3 WATC Economic Analysis 8 February 2017


and lower dwelling investment dampening the impetus to growth from an expansion in

exports. This follows estimated growth of 1% in 2015-16.

Softer domestic economic conditions are flowing through to the labour market, with

employment and wages growth expected to remain low in 2016-17.

Economic growth is expected to gradually recover to reach 3% by 2019-20,

underpinned by a pick-up in consumer spending and an eventual return to modest

growth in business investment, as well as the continued expansion of LNG exports over

the forecast period.”

The following table of economic forecasts is also obtained from the Budget papers and in

general expects improvement from 2017-18.

Being the only available forecast data for the short term, the forward estimates for 2017-18 to

2019-20 will be used as the basis for escalating some expenditure and revenue categories.

Table 3: Economic Forecasts

2014-15

Actual

2015-16

Estimate

2016-17

Estimate

2017-18

Estimate

2018-19

Estimate

2019-20

Estimate

Gross State Product 3.5% 1.0% 1.25% 2.5% 2.5% 3.0%

Household

Consumption

1.3% 1.75% 1.75% 2.5% 3.0% 3.0%

Unemployment Rate 5.4% 6.25% 6.75% 6.5% 6.25% 5.75%

Population 1.4% 1.2% 1.3% 1.5.% 1.7% 1.9%

CPI 1.8% 1.25% 1.75% 2.25% 2.5% 2.5%

Wage Price Index 2.2% 1.75% 1.75% 2.25% 2.75% 3.25%

Median House Price 1.8% -3.5% -0.5% 1.3% 2.7% 1.0%

Indexes

To guide the determination of escalation rates for expenditure and revenue categories, the

Wage Price Index (WPI), Consumer Price Index (CPI) and the Local Government cost Index

(LGCI) are referred to.

Wage Price Index

The WPI is calculated by the Australian Bureau of Statistics and measures the change in

wages for the public and private sectors. The trend and seasonally adjusted indexes for

Australia both rose 2.1% for the year to 30 June 2016. For the public sector the trend and

seasonally adjusted indexes rose 2.3% and 2.4% for the year to 30 June 2016.


Consumer Price Index

CPI is calculated by the ABS and takes into consideration changes in the cost of a basket of

goods for a household. It is often argued that CPI is not reflective of items purchased by local

governments and therefore changes in this index are only used as a broad guide for forecasting

value changes in revenue and expenditure.

Table 4: Change in Perth CPI by financial year

2012-13 2013-14 2014-15 2015-16

Consumer Price Index 2.2% 3.0% 1.8% 0.9%

Table 5: Change in Perth CPI by quarter

Quarter ending Percentage change from

previous quarter

Percentage change from

corresponding quarter of

previous year

December 2016 0.4 0.4

September 2016 0.4 0.5

June 2016 0.3 0.5

March 2016 -0.6 0.7

December 2015 0.5 1.5

September 2015 0.6 1.1

June 2015 0.6 1.2

March 2015 0.1 1.4

Table 4 shows the annual change in the Perth CPI has decreased over the past 3 years. And

Table 5 indicates the quarterly change in the Perth CPI is low and showing a slight increasing

trend.

Local Government Cost Index

The LGCI takes into consideration a number of indexes and components that influence local

government expenditure. These components are shown in the following table which was

sourced from the WA Local Government Association (WALGA) Economic Briefings published

on 20 May 2016, 18 August 2016 and 17 November 2016.


Table 6: LGCI by component

Index 2015-16

Forecast

2015-16

Actual

2016-17

Forecast

2017-18

Forecast

Wages (WA Wage Price Index) 1.75 1.8 1.75 2.25

Road and Bridge Construction -1.4 -0.8 -0.2 1.6

Non-Residential Building -0.3 0.0 2.4 2.4

Other Costs (Perth CPI) 1.25 0.5 1.75 2.25

Machinery and Equipment 1.5 1.7 0.9 0.9

Electricity and Street Lighting 5.7 3.8 2.2 2.2

Local Government Cost Index 0.8 1.0 1.3 1.9

According to WALGA, growth in the Local Government Cost Index (LGCI) is expected to pick

up as conditions in the WA economy improve. The fact the actual LGCI for 2015-16 of 1.0

exceeded the forecast of 0.8 compiled by WALGA in May 2016 seems to confirm this position.

Also the actual change for the financial year to 30 September 2016 of 1% is already

approaching the 2016-17 forecast increase of 1.3%.

Enterprise Agreement

The Shire’s Enterprise Agreement 2016 provides for annual base salary increases of 2.5% for

2016-17, 2017-18 and 2018-19. This increase comes into effect in July for all eligible

employees.

In addition to this base increase in labour costs, employees who have achieved agreed

performance and development standards and are eligible for a step increase within their wage

level receive an increase in October. This step increase is equivalent to a 2% increase in the

employee’s base pay rate.

Contract staff and others not party to the Enterprise Agreement and who have achieved agreed

performance and development standards typically receive a performance increase in October

that is equivalent to the percentage increase of the enterprise agreement.

Property Growth

Growth in the Shire’s properties database results in additional rateable properties and

therefore rate revenue. As the property growth rate has a direct relationship with rate revenue

it is essential a realistic growth rate be included in the LTFP.


Historical property growth rates are used to inform possible future growth and are represented

in the following chart.

The chart shows the annual rate of property growth has improved after reaching its lowest

point in 2013-14 and is now almost 3%. For the purpose of the LTFP forecasts an annual

growth rate of 2%, which is similar to WA Treasury’s population growth forecast, will be used

to escalate rate revenue as well as various revenue and expenditure items such as waste

collection which are directly influenced by the number of properties in the Shire.

However, as property growth is dependent upon economic conditions pessimistic and

optimistic growth rates of 1% and 4% will also be applied in LTFP scenarios.

Visitors

Tourism Research Australia’s national and international visitor surveys provided the following

average annual visitor statistics for the Shire.

Table 7: Visitor Numbers

Years ending

December

2011/12/13

Years ending

December

2014/15

% Change

Estimated average annual visitors 457,200 530,600 16.0%

Estimate average annual visitor

nights

1,619,900 1,874,200 15.7%

Average length of stay (nights) 3.5 3.5

2006-07

2007-08

2008-09

2009-10

2010-11

2011-12

2012-13

2013-14

2014-15

2015-16

2016-17

Number of Properties 330 485 299 174 266 170 73 41 119 259 264

% Change 4.6% 6.5% 3.8% 2.1% 3.2% 2.0% 0.8% 0.5% 1.3% 2.9% 2.8%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

0

100

200

300

400

500

600

Nu

mb

er o

f p

rop

erti

es

Annual Increase in Rateable Properties


The estimated average annual visitors for 2014 and 2015 of 530,600 is the equivalent of 1,454

visitors to the Shire each day and is over 10% of the Shire’s estimated population.

Workforce

According to the Shire’s Workforce Plan there has been minimal change in the number of full

time equivalent positions (FTEs) since 2013 and this situation is not forecast to change in the

short term. The following table shows historic workforce numbers.

Table 8: Workforce Summary

12-13 13-14 14-15 15-16 16-17

Total workforce budget (FTEs) 166.37 168.04 166.34 165.31 167.36

Grant funded positions (FTEs) 0.50 2.26 1.10 0.50 1.50

Annual change in number of FTEs 5.58 1.67 -1.70 -1.03 2.05

Annual percentage change in FTEs 3.5% 1.0% -1.0% -0.6% 1.2%

Growth in the workforce will be inevitable as the number of properties, population and services

increases. A position for an Economic Development officer has already been identified for

2017-18 to progress the economic development strategy and related initiatives. A future

workforce growth percentage of a conservative 0.5% per annum or about 0.8 FTE per annum

could be appropriate for financial planning purposes.

Summary of Forecasts Used in the LTFP

Having considered the available data, the following forecasts have been used in the base

LTFP. Also shown in the table are the index forecasts used to inform the escalation rates.


Table 9: Summary of LTFP Forecasts

Category 2017-18 2018-19 2019-20 2020-21 2021-22 on

CPI forecast 2.25% 2.50 2.50

LGCI forecast 1.90%

WPI forecast 2.25% 2.75% 3.25%

Enterprise Agmt 2.50% 2.50%

Rates yield 3% 3% 3% 3% 3%

Property growth) 2% 2% 2% 2% 2%

Fees and Charges 2.75% 2.75% 3% 3% 3%

Employee Costs

(base change)

2.50% 2.50% 2.75% 3% 3%

Employee Costs

(performance)

2% 2% 2% 2% 2%

Superannuation 9.5% 9.5% 9.5% 9.5% 10%4

Workforce growth 1% 0.5% 0.5% 0.5% 0.5%

Materials 2.75% 2.75% 3% 3% 3%

Insurance 2.75% 2.75% 3% 3% 3%

Utilities 2.75% 2.75% 3% 3% 3%

Interest payable 4.00%

Interest earned 2.70%

Base Inflation rate 2% 2% 2% 2% 2%

4 Superannuation will increase in 0.5% increments from 2022-23 until it reaches 12% in 2025-26.


5.0 Operating Revenue Assumptions

Rates

Rates have been increased by 1% above the base inflation factor of 2% to achieve an annual

rate yield increase of 3%. $100,000 has been added to the base amount of interim rates to

allow for rates resulting from growth in the property database and the development of

properties on vacant land. This amount of interim rates has also been increased by 1% above

the base inflation factor.

An annual rate increase of 3% is based on Council’s decision for the 2016-17 financial year

(refer Council minute OM2016/83, 11/5/16).

Operating Grants, subsidies and contributions

Once off grants budgeted for 2015-16 have been removed and included grants for community

development, town planning and asset services projects.

Ongoing operating grants for the emergency services area have been retained and these

grants are forecast to escalate at the same rate as base inflation. Financial Assistance Grants

are forecast to escalate by 1% per annum above the base inflation factor as the Shire is a

minimum grant local government and the General Purpose Grant component is paid on a per

capita basis. All other operating grants and contributions have been escalated to increase by

the base inflation factor using the 2016-17 budget amount as the base.

Fees and charges

Fees and charges have been increased by 0.75% above the base inflation factor for the first 2

years and then by 1% per annum for the remainder of the plan. These increases allow for a

level of cost recovery that is consistent with the forecasts used to increase materials and

contracts expenditure.

Service charges

A service charge of $333.33 per property is being imposed on properties in Cowaramup

between Peake Street and 30 metres south of Bottrill Street to recover the cost of

undergrounding of electricity. The charge is being imposed for 10 years and ends in 2021-22.

Interest earnings

Interest is earned on the balance of reserves and any surplus cash. The default interest rate

for investments is 2.7% for the term of the LTFP and is equivalent to the average rate of interest

currently earned on term deposits. This rate is conservative and possibly pessimistic for the

long term with some market analysts speculating that interest rates may increase in order to

dampen housing prices in the Eastern States.


For simplicity the interest budgeted to be earned on the WA Treasury Corporation (WATC)

Overnight Cash Deposit Facility (OCDF) for the Margaret River main street project has been

removed from the base year as although interest will be earned in 2017-18 it will all be

transferred to the Margaret River CBD Redevelopment reserve and therefore there is no

impact upon the LTFP.

Other revenue

The base rate of inflation of 2% has been applied to this category which has a total revenue of

$16,500 in the base year.


6.0 Operating Expenditure Assumptions

Once off adjustments to the base

Expenditure carried over from the 2015-16 financial year that was included in the 2016-17

budget has been removed from the base year of the LTFP. Additionally, a number of once off

items included in the 2016-17 budget have also been removed. As a number of these items

were grant funded the grant has also removed. The following table provides some detail of

the items removed or changed.

Table 10: Adjustments to the base year

Description of Adjustment Amount

Human Resources Organisational Development carryover 10,000

Various ICT projects carried over 29,000

Old settlement interpretive displays, public art trail & banners carried over 48,000

Events impact strategy carry over 25,000

Various waste management carryovers 165,000

Developer contributions study, sustainability strategy carried over 40,000

Asset management implementation, paths planning carried over 64,000

Possum project carried over 8,500

Interest earned on Overnight Cash Deposit Facility removed (90,000)

Grants for public art trail and other community development projects (20,000)

Department of Transport grants for CHRMAP and bike plan (45,000)

Audit Reg 17 review , Cultural Centre planning, economic projects assistance 46,500

Community infrastructure report 30,000

Various IT projects 27,000

Various grant funded Community Development projects 20,000

Once off Town Planning projects (some partly grant funded) 80,000

Consultant’s expenditure for recreation plans and projects 31,000

Grant funded expenditure for bike plan 15,000

Increase base rate revenue to include interim rates raised during 2016-17 200,000

Total of Adjustments to Base Year 684,000


Recurrent Items for Future Years

Some expenditure items are incurred on a regular basis but do not occur every year. These

items may be cyclic in nature and are often of high value. LTFP forecast years have been

increased to include the following items.

Table 11: Adjustments for future year’s items

Description of expenditure item Amount Years Included

Gross Rental Value (GRV) property revaluation is

required every 3 years.

100,000 2017-18, 2020-21,

2023-24, 2026-27

Local government elections are conducted every 2

years and are assumed to be by postal vote.

45,000 2017-18, 2019-20,

2021-22, 2023-24, etc

Customer survey is commissioned every 3 years with

the last survey completed in 2015-16.

25,000 2018-19, 2021-22,

2024-25

The review of the appropriateness and effectiveness of

financial systems (LGFM Reg 5(2)(c ) is conducted

every 2 years with the last review in 2015-16.

15,000 2017-18, 2019-20,

2021-22, 2023-24,

2025-26

The review of the appropriateness and effectiveness of

risk management, internal controls and legislative

compliance (LG Audit Reg 17) is conducted every 2

years with the last review in 2016-17.

15,000 2018-19, 2020-21,

2022-23, 2024-25,

2026-27

Updated fair value valuations are provided for plant and

equipment (P&E), land and buildings (L&B), and

infrastructure on a 3 year’s cycle. The cost varies by

asset class.

20,000

30,000

50,000

P&E - every 3 years

from 2018-19

L&B – every 3 years

from 2019-20

Infrastructure every 3

years from 2017-18.

Employee costs

Salaries and superannuation expenses have been increased by 1.25% above the base

inflation factor of 2% for the first 2 years of the plan to accommodate the enterprise agreement

increase of 2.5% and the annual performance increase of 2% for eligible employees (it is

estimated 50% of employees would receive this step increase subject to their satisfactory

performance).


For years 3 to 5 the increase is 1.75% above base inflation and for years 6 to 10 the increase

is 2.25% above base inflation. In addition to accommodating enterprise agreement and

performance increases these levels of increase allow for some workforce growth.

Superannuation for years 6 to 10 has been increased by an additional 0.5% per annum until it

achieves the 12% target for the Superannuation Guarantee rate in 2026-27.

For simplicity all other employee costs such as training, worker’s compensation, protective

clothing, uniforms, fringe benefits tax and recruitment expenses are increased by the base

inflation factor of 2%.

Materials and contracts

Expenditure has been escalated by 0.75% above the base inflation factor of 2% for the first 2

years and then 1% above the base inflation factor for the remainder of the LTFP. This increase

has been applied to items which are considered to be at greatest risk of increases greater than

the base inflation factor such as road maintenance, reserves maintenance and building

maintenance. The annual percentage change varies from 0.87% for 2018-19 to 4.14% for

2017-18 and is influenced by the impact of the recurrent items listed in the previous table.

Utility charges

Expenditure has been escalated by 0.75% above the base inflation factor of 2% for the first 2

years and then 1% above the base inflation factor for the remainder of the LTFP.

Depreciation

The allocation of depreciation is based on historical asset values that are revalued for fair value

purposes by the inflation factor and capital expenditure projections. The rate of depreciation

is the average rates of depreciation for each asset class. Due to this methodology depreciation

is at risk of being overstated.

Interest expenses

The forecast interest rate for new loans is 4% and has been used to calculate interest expense

for the three loans expected to be drawn down during 2017-18. For all existing loans at 30

June 2017 interest is calculated using their actual interest rate.

Insurance

Costs have been escalated by 0.75% above the base inflation factor for the first 2 years and

then 1% above the base inflation factor for the remainder of the LTFP.

Vehicle and plant licences/registrations are included in this category and the State

Government’s decision to discontinue licence concessions for local governments will result in

an increase in costs. A specific adjustment has not been included in the LTFP as quantification


of the amount has not yet been received from the Department of Transport but is estimated to

be in the order of $100,000 per annum.

Other expenses

The base rate of inflation has been applied to this category which has a total expenditure of

$456,354 in the base year. This category includes Members of Council sitting fees, allowances

and travel expenses, Corporate and Community Services contributions, Landcare

contributions and Members of Council donations and projects.


7.0 Capital Expenditure Assumptions

A detailed Forward Capital Works Plan (FCWP) has been prepared listing capital projects for

the next 10 years. The FCWP consists of a programme and supporting details for each asset

class or category. This supporting information describes each item in greater detail and

identifies planned expenditure and funding by year, project responsibility, approvals, level of

community consultation and risk assessment. For the majority of items, the level of detail is at

a high level so a reference to supporting asset management information is provided which lists

each individual project and an assessment of factors such as condition, risk and level of use

to allow a priority rating and preferred timeframe to be determined. Various assumptions are

necessary to allow this assessment to be prepared.

The FCWP provides summary information for 21 asset categories including plant and

equipment, major projects, depot improvements, bridges, playground equipment, furniture and

equipment, public open space, tree planting, cemetery works, road works, caravan parks,

buildings, waste management, carparks, airstrips, boat ramps and other infrastructure.

$117.236 million is identified as being required for the 10 years with $45.971 million (39%)

funded from general revenue, $32.345 million (27%) from grants and contributions, $31.823

million (27%) from reserves, $2.450 million (2%) from new loan borrowings and $4.646 million

(4%) from asset sale proceeds.

Roads and Infrastructure

Individual roads are not listed in the FCWP as this would make the programme unwieldy. This

level of detail is included with the Asset Management Plan’s road works programmes. The

following table summarises expenditure and funding for the road works categories in the

FCWP and shows the proportion which is being funded from general revenue.


Table 12: Road Works Annual Allocations and Funding Mix

Annual

Allocation

($’000)

Grant

Funding

($’000)

General

Revenue

($’000)

General

Revenue

%

Road Reconstruction 15,165 10,110 5,055 33%

Road Resurfacing 7,000 4,550 2,450 35%

Kerbs 750 750 100%

Gravel Road Resheeting 3,500 2,300 1,200 34%

Sealed Road Reshouldering 1,000 1,000 100%

Drainage 3,300 3,300 100%

Footpath Renewal 1,650 1,650 100%

Footpath Expansion 1,762 563 1,199 68%

Pedestrian Structures 998 350 648 65%

35,125 17,873 17,252 49%

Plant and Equipment

A Plant Replacement Program details each vehicle and item of mobile plant, their expected

replacement year, estimated replacement cost and estimated disposal value. These values

are escalated by the inflation factor of 2% per annum. The State Government’s decision to

remove the stamp duty exemption for local government will increase the cost of vehicle and

plant purchases from 1 July 2017.

The cost and purchase/replacement year of major items of equipment identified as being

required such as equipment for the Aquatic Centre and Recreation Centre are included in the

FCWP.

A Playground Equipment programme identifies when playground equipment needs to be

renewed or replaced based on factors including condition, demand, risk and community

impact.

Buildings

Major discrete building projects such as the Cultural Centre redevelopment, Turner Caravan

Park chalets, Football Club change rooms, Margaret River Recreation Centre and Augusta

Recreation Centre works are individually identified in the FCWP.


An asbestos replacement program for 15 years allows for $1.9 million of works over the 10

years of the LTFP. This will allow 86% of the expected $2.2 million required over this timeframe

to be replaced.

An annual allowance for building renewal works is included in the programme and commences

with an allocation of $0.375 million in 2017-18 which is increased by an aspirational 15% per

annum where funding permits. Over the 10 years $8.280 million is allocated to building

renewal. This allocation will ultimately be supported by an asset management program for

building renewals.


8.0 Capital Funding Assumptions

Grants

Grants have been used to fund specific capital projects wherever possible. $32.345 million of

capital grants have been included over the term of the LTFP. These include approved grants

for the Cultural Centre Redevelopment project totalling $6.750 million and the Margaret River

Youth Precinct of $1.393 million.

Forecast grants include $0.757 million for the Margaret River Youth Precinct, $1.447 million

for bridge projects, $0.563 million for footpath expansion projects, $0.350 million for works on

pedestrian structures, $0.990 million of possible grants for recreation projects (ovals and

buildings), $0.525 million of possible coastal adaptation grants for Prevelly/Gnarabup coastal

works and $0.500 million of possible grants for the Wadandi track. Possible grant funding has

also been included for the implementation of the Cape Leeuwin Tourism Precinct project and

Rivermouth to Gas Bay plan as these projects are difficult to fund from general revenue.

Road works are expected to be partly funded by $14.660 million of Roads to Recovery and

Regional Road Group grants and $2.300 million from the Main Roads WA Direct Grant. Roads

to Recovery funding is expected to reduce from $0.911 million in 2017-18 to $0.455 from 2018-

19 onwards in accordance with the expectation the Federal Government’s additional allocation

to this program will reduce.

Loans

Three new loans are to be drawn down in 2017-18 as follows:

$1.100 million for the Cultural Centre redevelopment is assumed to be drawn down on

1/2/18 for a term of 15 years at a fixed interest rate of 4%.

$0.350 million for the Margaret River Youth Precinct Plan is assumed to be drawn down

on 1/10/17 for a term of 10 years at a fixed interest rate of 4%.

$1.000 million for the removal of asbestos in Shire buildings is assumed to be drawn

down on 1/10/17 for a term of 10 years at a fixed interest rate of 4%.

Reserves

$31.823 million is assumed to be required to be drawn from reserves to fund specific capital

projects. An additional $1.310 million is assumed to be drawn from the Developer

Contributions reserve to fund the repayment of loan principal and interest for the loans drawn

down for the Cultural Centre redevelopment and Margaret River Youth Precinct projects.

The main transfers from reserves include:

$20.751 million from the Waste Management reserve;


$6.640 million in 2018-19 for the Margaret River Main Street redevelopment from the

Margaret River CBD Redevelopment reserve;

$1.957 million from the Community Facility reserve to assist funding of projects

including the Cultural Centre redevelopment, Lower Western Oval, Margaret River

Youth Precinct, football club change rooms development and works to the Margaret

River Recreation Centre;

$1.535 million from the Developer Contributions reserve to fund loan principal and

interest repayments for the Cultural Centre and Margaret River Youth Precinct projects

as well as $0.125 million in 2017-18 for the Lower Western Oval and $0.100 million in

2022-23 for the Gloucester Park landscaping project; and

$1.050 million from the Plant reserve to assist purchase of plant.

A major assumption applies to Waste Services in that all operating revenue less operating

expenditure is transferred to the Waste Management reserve and all waste services capital

expenditure is transferred from the reserve. This approach allows this reserve to be built up

over time in order to fund possible major expenditures during the latter years of the plan.

$21.313 million is assumed to be transferred to reserves. Interest is normally transferred to

reserves, however income and cost pressures only allows this to occur for the Plant reserve.

The main transfers to reserves include:

Interest earned on the OCDF investment for the main street project of $0.134 million in

2017-18 is transferred to the Margaret River CBD Redevelopment reserve;

Caravan park operations profits of $2.083 million over the 10 years are transferred to

the Caravan Park Upgrade reserve;

Anticipated Developer Plan Contributions of $0.200 million per annum are transferred

to the Developer Contributions reserve; and

Plant reserve contributions of $1,040 million over the 10 years are transferred to the

Plant Replacement reserve.

Asset Sale Proceeds

Proceeds from asset sales include the following.

The possible sale price of vehicles when they are replaced. It is assumed the estimated

disposal value is 35% of the original cost of the vehicle or plant item.

Possible sale proceeds from the encroachment of the caravan park site on Gloucester

Park are allocated to the Margaret River Youth Precinct project.

Possible proceeds from the sale of vacant land in the Margaret River CBD are required

to fund the Shire’s contribution of $2 million for the main street redevelopment project.

The proposed contribution to the Rapids Landing Primary School shared use oval will

require the sale of 4 residential lots currently held as land inventory.


9.0 Financial Risk Assessment

As the LTFP uses assumptions as the basis for expenditure and revenue forecasts there is a

high level of risk the outcomes forecast by the model will not be achieved. Specific areas of

risk include but are not limited to those in the following table.

Table 13: Risk Assessment

Inflation

The base rate of inflation of 2% is too low as a forecast escalation rate. The risk of this rate

being exceeded is partly mitigated by including higher escalation rates for employee

expenses, materials and insurance.

Likelihood: Medium Consequence: Medium Risk Rating: Medium

State Government Decisions

Possibility the State Government do not honour the funding decisions of the previous

government such as Royalties for Regions funding for major projects. As the grant for the

main street project has been received and a grant agreement drafted for the Cultural Centre

grant the risk has been mitigated.

Likelihood: Low Consequence: High Risk Rating: Low

State Government Cost Shifting

The impact of State Government financial decisions which shift costs to local government,

such as the 2017 decision to remove the motor vehicle licence and stamp duty concession

for local government at an estimated annual cost of $0.100 million, has not been included

and may result in expenditure exceeding forecasts. Risk is only partly mitigated by the use

of higher escalation rates for some materials and contracts items. However, if these are

insufficient expenditure savings or a rate increase will be required.

Likelihood: High Consequence: Low Risk Rating: Medium

Property Growth

Property growth rates impact revenue forecasts for rates, fees and charges and developer

contributions. If growth rates do not achieve projections, forecast revenues will not be

achieved. Scenarios have bene prepared to identify the possible revenue impact of

pessimistic and optimistic growth scenarios.

Likelihood: Medium Consequence: Medium Risk Rating: Medium


Table 13: Risk Assessment (continued)

Capital Works Forecasts

Capital works expenditure and funding forecasts are broad estimates based on the current

cost of these projects. Cost escalation will have an impact on future years.

This risk can be mitigated by preparing more detailed capital works proposals and business

cases so that more accurate cost estimates can be included in the FCWP and LTFP.

Likelihood: High Consequence: High Risk Rating: High

Capital Works Funding Assumptions

To balance the LTFP assumptions relating to the timing and funding (use of grants and

reserves) of projects have been made. If the timing and funding mix of specific projects

change, pressure will be placed upon delivery of capital projects in the years proposed and

forecasts will need to be amended. For example, if MRWA are unable to fund the airport

access road works in 2017-18 projects will need to be reprioritised or deferred.

Likelihood: Medium Consequence: High Risk Rating: High

New Assets Operating and Maintenance Costs

New and upgraded infrastructure assets may require increased operating and maintenance

needs and ongoing financial costs. There is therefore the financial risk of revenue and

expenditure forecasts being inadequate to meet these possible cost increases. An example

is the increased operating and maintenance costs for the Cultural Centre, however, as

income has not been increased in the LTFP the two items offset each other.

This risk can be mitigated by completing business cases and whole of life costs analyses for

capital projects so these financial impacts can be included in the LTFP.

Likelihood: High Consequence: Medium Risk Rating: Medium

Annual Rate Yield Increase

Assumption of an annual rate revenue increase of 3%, excluding property growth, is a

financial risk which places pressure upon the organisation to meet future cost increases

imposed by external influences and to meet service needs arising from the implementation

of new and upgraded capital infrastructure.



Table 13: Risk Assessment (continued)

LTFP Balancing Decisions

To balance the LTFP decisions have been made about expenditure and revenue forecasts

which although necessary from a financial planning perspective may not occur in practice.

For example, if interest was allocated to more or all reserves the outcome of achieving a

balanced LTFP is not able to be achieved.


Escalation Rates Used to Determine Forecasts

Assumptions used as the basis for forecast revenue and expenditure escalation rates may

have resulted in these escalations rates being understated (or overstated) and consequently

the legitimacy of the LTFP as a planning document is compromised.

This risk is mitigated to some extent by a conservative approach being adopted.

Likelihood: High Consequence: Medium Risk Rating: Medium

Margaret River Airstrip Access Road

A significant Capital Works assumption is the Margaret River Airstrip access road will be

able to be funded by Main Roads WA. If this did not occur there will be a significant financial

impact in 2017-18 to defer projects to fund these works.


Land Sales

Two capital projects are reliant on land sales as a funding source. These are the Margaret

River Main Street Upgrade Project with $0.650 million required to make up the Shire’s

required $2 million contribution and the contribution to the Rapids Landing primary school

ova which requires $0.560 million to be realised from the sale of 4 vacant residential lots.



10.0 Result of Base Model

A balanced LTFP has been prepared which shows that for each year of the plan there are

sufficient funds to meet operating expenditure, capital expenditure, loan repayment and

reserve transfer needs.

The following percentage summary table provides details of the percentage changes in

operating revenue and operating expenditure items for each forecast year compared to the

previous year. This table shows the average annual increase over 10 years for operating

revenue is 2.92% and for operating expenditure is 2.55%. These increases demonstrate the

conservative nature of the forecasts and underlying assumptions for this LTFP.

Overview and Statements

The Statement of Financial Position, Statement of Comprehensive Income by Nature or Type

and the Funding Statement are the key statements used to examine the summarised financial

forecasts.

The Statement of Financial Position shows net assets are forecast to increase from

$393.737 million from the 30 June 2017 base year to $504.156 million at 30 June 2027. This

represents an overall increase of 28% over 10 years. The main contributor to this increase is

the growth in non-current assets specifically infrastructure and property, plant and equipment.

1 2 3 4 5 6 7 8 9 10

2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27

OPERATINGRevenues

Rates 3.51% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

Operating grants, subsidies and contributions 2.76% 2.77% 2.78% 2.81% 2.82% 2.82% 2.83% 2.83% 2.84% 2.84%

Non-Operating grants, subsidies and contributions (22.82%) (5.03%) (56.25%) (30.28%) 10.42% 3.65% (14.20%) 39.56% 1.06% (33.44%)

Fees and charges 2.75% 2.75% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

Service charges 0.00% - - - 1.00- - - - - -

Interest earnings 18.62% (11.69%) (18.41%) (13.63%) 1.79% 11.03% 9.67% 9.60% (7.19%) (5.74%)

Other revenue 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00%

3.59% 2.53% 2.50% 2.69% 2.96% 3.11% 3.10% 3.10% 2.80% 2.84%

Expenses

Employee costs 3.54% 2.92% 3.29% 3.30% 3.30% 3.72% 3.76% 3.81% 3.86% 3.91%

Materials and contracts 4.14% 0.87% 2.59% 3.02% 1.98% 1.52% 4.11% 0.94% 2.56% 3.08%

Utility charges (electricity, gas, water etc.) 2.75% 2.75% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

Depreciation on non-current assets (14.10%) 5.89% 2.43% 2.61% 2.53% 2.54% 2.54% 2.81% 2.92% 2.48%

Interest Expense (12.10%) 4.43% (9.39%) (9.40%) (8.94%) (10.21%) (11.97%) (12.88%) (13.56%) (16.07%)

Insurance expense 2.75% 2.75% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%

Other expenditure 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00%

(0.93%) 3.01% 2.72% 2.89% 2.63% 2.70% 3.39% 2.68% 3.16% 3.22%

Shire of Augusta-Margaret RiverSummary of Percentage Adjustments on Prior Year

For the period 2017 - 2027

Scenario using Capital Works Programme version 2 - Version 2


Loan borrowings are forecast to decrease from $7.879 million for the base year to $3.261

million at 30 June 2027 after increasing to $9.664 million in 2017-18 when 3 new loans are

forecast to be drawn down.

Reserves are forecast to decrease from $20.877 million for the base year to $9.247 million at

30 June 2027 as a result of reserve funds being used to fund capital projects. Reserves

represent the majority of the Shire’s forecast cash balance.

The Statement of Comprehensive Income shows operating revenue increasing from

$31.283 million for the base year to $41.718 million for 2026-27. For the same timeframe

operating expenditure increases from $33.495 million to $43.042 million. The net operating

result deteriorates from a deficit of $0.778 million in 2017-18 to a deficit of $1.325 million in

2026-27.


The net result takes into consideration non-operating or capital grants and profit on asset

disposals. High capital grants due to major capital projects in the first years of the plan have

caused the forecast net result for these years to also be high. As capital grants reduce this

net result also reduces.

The Statement of Funding shows a balanced forecast budget position which means no

additional funding is required to be sourced to meet forecast expenditure demands. In addition

to the operating revenue and expenditure details from the Statement of Comprehensive

Income this statement includes funding inflows and outflows from capital activities and funding

inflows and outflows from financing activities.

The capital activities section of the statement shows that for 2017-18 $11.722 million of capital

works is required to be funded from operating revenue, loan borrowings and reserve transfers.

The result is similar for 2018-19 but then declines as the major capital projects are completed.

Total capital works planned for the major asset classes for the term of the LTFP are shown in

the following chart.


The financing activities section of the statement includes new borrowings with new loans only

planned to be drawn down in 2017-18 as well as loan repayments and reserve transfers. The

following chart shows that loan borrowings are expected to reduce and despite large transfers

from reserves the balance of reserves exceeds loan principal outstanding.

Significantly the statement assumes a balanced brought forward position for 2017-18 which

mean no items or projects have been carried forward from 2016-17. Recent financial history

has shown that items carried forward, over budget revenue and under budget expenditure

have resulted in a reasonable budget surplus being brought forward and this may again occur

for 2016-17. If this is the case this positive result would mitigate some of the risk associated

with possibly under-forecasting operating expenditures.


The following chart shows that over the term of the LTFP 81% of operating revenue is allocated

to operating expenditure (excluding depreciation), 17% to capital projects and 2% to loan

repayments.

Copies of each of the statements are included at the end of this document.

Ratios and Performance

The following charts show the forecast ratio results with the solid lines representing the targets

set by the Department of Local Government and Communities (DLGC).

The results for the Own Source Revenue Coverage, Debt Service Cover and Asset

Consumption ratios exceed the benchmark targets. Although cash balances are difficult to

forecast the results of the current ratio are close to the target. Recording a net operating deficit

for each year of the LTFP has resulted in the Operating Surplus ratio not achieving the

benchmark and due to an emphasis on asset renewal expenditure the benchmark target for

the Asset Sustainability ratio is exceeded or met for 5 of the 10 years of the LTFP. However,

expenditure on asset renewal is insufficient as the Asset Renewal ratio which compares LTFP

and Asset Management Plan asset renewal only achieves the benchmark in year 1.



A Financial Health Indicator (FHI) score which is the equivalent of that published on the

DLGC’s My Council website and which takes into consideration the results of each of the

individual ratios, shows that although the forecast result does not achieve the target it is

reasonably close for the first years but then seems to have a deteriorating trend. This result

is attributable to three ratios not achieving targets, specifically the operating surplus ratio (as

the forecast financial result is a net operating deficit) and the asset sustainability and asset

renewal ratios (as there are insufficient funds being allocated to asset renewal). This indicates

the net operating result must be improved by increasing operating revenue and decreasing

operating expenditure so increased funds can be allocated to meeting asset renewal needs.


Asset Renewal Gap

Asset renewal amounts identified in the LTFP are compared against the Asset Management

Plan’s (AMP) asset renewal needs to determine the asset renewal gap. However, as this

information was last updated in 2015-16 the asset renewal needs may be understated.

The following table and chart show the asset renewal expenditure identified in the LTFP

exceeds the AMP for the first 3 years with the gap narrowing to the extent that a negative asset

renewal gap is recorded from year 4 onwards. This result is due to the emphasis in the initial

years of the LTFP on major capital projects such as the Cultural Centre redevelopment and

Margaret River Youth Precinct which have a major renewal component.

LTFP 2017-18 to

2026-27

Asset

Management PlanRenewal Gap

Cumulative

Renewal Gap

Planned capital renewals year 1 2017-18 11,934,137 9,757,260 2,176,877 2,176,877

Planned capital renewals year 2 2018-19 8,431,410 9,062,535 (631,125) 1,545,752

Planned capital renewals year 3 2019-20 7,423,068 8,584,341 (1,161,273) 384,479

Planned capital renewals year 4 2020-21 7,047,447 8,551,285 (1,503,838) (1,119,359)







73,599,373 89,237,770 (15,638,397)


Comparison with Previous Models

A comparison with the results of the LTFP models prepared for the 3 previous years has been

completed to identify if there are any major differences between these models. The major

difference is that revenue forecast from property rates for the 2017 model is lower than the

previous models. This has resulted in operating revenue also being lower and consequently

operating expenditure forecasts for the 2017 LTFP have also been reduced. Employee costs

and materials and contracts expenditure for the 2017 LTFP are reasonably consistent with

previous year’s plans.



The greatest variations are evident in the capital expenditure and capital grant forecasts and

are the result of the timing, value and funding of projects being refined.


The variation in capital works grants between the 2016 and 2017 version of the plans is due

to:

the inclusion of a $5.370 million grant for John Archibald Drive (JAD) forecast for 2016-

17 which will now be paid direct to MRWA by the State so the funds have been excluded

from the 2017 LTFP; and

the $5.490 million grant for the main street project forecast for 2017-18 was received

in 2016-17 and is held in the Margaret River CBD Redevelopment reserve.


11.0 Scenarios

To determine the sensitivity and the financial impact of changing the assumptions used to

prepare the balanced or conservative LTFP model detailed in this document, the following

scenarios have been modelled.

A pessimistic annual property growth rate of 1% (rather than 2%) with all other

assumptions unchanged.

An optimistic annual property growth rate of 4% (rather than 2%) with all other

assumptions unchanged.

An annual base inflation factor of 2.5% (rather than 2%) with all assumptions that are

dependent on this base inflation factor such as those relating to operating grants, fees

and charges, insurance, utilities and materials and contracts increasing in line with the

base inflation factor and those that are fixed increases such as the rate yield and some

employee costs remaining unchanged.

An annual rate yield increase of 3.5% (rather than 2%) with all other assumptions

unchanged.

The results of each of these scenarios have been compared graphically against the results of

the balanced or conservative model detailed in this document with the financial comparison

focusing upon the annual net operating result and the annual budget closing position.

A pessimistic property growth rate of 1% per annum will result in reduced rate revenue and a

deficit budget closing position would be recorded, the net operating result deteriorates and

annual expenditure savings are required to re-balance the annual budget.


An optimistic property growth rate of 4% per annum will increase rate revenue and a surplus

budget closing position would be recorded, the net operating result improves and the

opportunity to increase expenditure, repay debt or transfer funds to reserves is created.

Applying an annual inflation rate of 2.5% rather than 2% and limiting annual rate yield increases

to 3% has a significant detrimental impact upon the forecast net operating result and closing

budget position as shown in the following chart.


A 2.5% inflation increase is forecast to add $0.031 million in additional expenditure in year 1

and $0.064 million in year 2. An increase of $0.151 million is forecast for year 3 as employee

cost increases are assumed to be linked to inflation as a result of the current enterprise

agreement ending. Expenditure continues to escalate from this year. Without corresponding

rate yield increases to counter the impact of expenditure increases, large budget deficits are

forecast.

An annual rate yield increase of 3.5% without any corresponding increases in operating

expenditure would result in a surplus net operating result being recorded in year 8. Similarly,

the annual budget position would be in surplus and allow the opportunity to increase operating

or capital expenditure. The above chart also highlights the compound benefit of an additional

0.5% increase in the rate yield. Increased rates of $0.098 million generated in year 1 are

forecast to increase to almost $1.5 million in year 10 as a result of this compound growth.


12.0 Forecast Financial Statements

The following forecast financial statements are included for reference:

Forecast Statement of Comprehensive Income by Nature or Type

Forecast Statement of Financial Position

Forecast Statement of Funding

Capital Works Summary


1 2 3 4 5 6 7 8 9 10

2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27

$ $ $ $ $ $ $ $ $ $

Revenues

Rates 20,228,137 20,834,777 21,459,612 22,103,188 22,766,067 23,448,829 24,152,068 24,876,400 25,622,458 26,390,893

Operating grants, subsidies and contributions 2,017,625 2,073,589 2,131,184 2,191,085 2,252,777 2,316,315 2,381,766 2,449,185 2,518,636 2,590,187

Fees and charges 9,284,032 9,539,345 9,825,525 10,120,290 10,423,895 10,736,616 11,058,714 11,390,473 11,732,188 12,084,156

Service charges 4,333 4,333 4,333 4,333 0 0 0 0 0 0

Interest earnings 854,901 754,983 615,989 532,037 541,559 601,283 659,455 722,733 670,794 632,271

Other revenue 16,830 17,166 17,509 17,859 18,216 18,580 18,952 19,331 19,717 20,112

32,405,858 33,224,193 34,054,152 34,968,792 36,002,514 37,121,623 38,270,955 39,458,122 40,563,793 41,717,619

Expenses

Employee costs ( 14,599,468) ( 15,025,734) ( 15,520,350) ( 16,032,142) ( 16,561,726) ( 17,177,543) ( 17,824,100) ( 18,503,347) ( 19,217,487) ( 19,968,983)

Materials and contracts ( 8,774,234) ( 8,850,770) ( 9,079,613) ( 9,353,907) ( 9,539,579) ( 9,684,878) ( 10,083,035) ( 10,178,130) ( 10,439,126) ( 10,760,392)

Utility charges (electricity, gas, water etc.) ( 1,213,013) ( 1,246,372) ( 1,283,762) ( 1,322,276) ( 1,361,942) ( 1,402,800) ( 1,444,884) ( 1,488,230) ( 1,532,876) ( 1,578,863)

Depreciation on non-current assets ( 7,051,927) ( 7,467,194) ( 7,648,851) ( 7,848,780) ( 8,047,673) ( 8,251,992) ( 8,461,554) ( 8,699,267) ( 8,953,130) ( 9,175,427)

Interest expense ( 441,748) ( 461,322) ( 418,026) ( 378,750) ( 344,896) ( 309,698) ( 272,619) ( 237,495) ( 205,286) ( 172,295)

Insurance expense ( 637,813) ( 655,352) ( 675,013) ( 695,263) ( 716,121) ( 737,604) ( 759,732) ( 782,523) ( 805,999) ( 830,178)

Other expenditure ( 465,481) ( 474,789) ( 484,285) ( 493,970) ( 503,848) ( 513,923) ( 524,202) ( 534,686) ( 545,378) ( 556,285)

( 33,183,684) ( 34,181,533) ( 35,109,900) ( 36,125,088) ( 37,075,785) ( 38,078,438) ( 39,370,126) ( 40,423,678) ( 41,699,282) ( 43,042,423)

( 777,826) ( 957,340) ( 1,055,748) ( 1,156,296) ( 1,073,271) ( 956,815) ( 1,099,171) ( 965,556) ( 1,135,489) ( 1,324,804)

Non-operating grants, subsidies and contributions 7,376,295 7,005,000 3,065,000 2,137,000 2,359,650 2,445,700 2,098,500 2,928,600 2,959,600 1,969,950

Initial Asset Recognition 0 0 0 0 0 0 0 0 0 0

Profit on disposal of assets 610,000 650,000 0 0 0 0 0 0 0 0

Loss on asset disposal 0 0 0 0 0 0 0 0 0 0

NET RESULT 7,208,469 6,697,660 2,009,252 980,704 1,286,379 1,488,885 999,329 1,963,044 1,824,111 645,146

Other Comprehensive Income 7,346,268 7,742,758 8,118,477 8,368,123 8,547,985 8,692,617 8,839,017 8,971,201 9,225,349 9,463,703

TOTAL COMPREHENSIVE INCOME 14,554,737 14,440,418 10,127,729 9,348,827 9,834,364 10,181,502 9,838,346 10,934,245 11,049,460 10,108,849

Shire of Augusta-Margaret RiverForecast Statement of Comprehensive Income - by Nature or Type

For the period 2017 - 2027Scenario using Capital Works Programme version 2 - Version 2


1 2 3 4 5 6 7 8 9 10

30 June 18 30 June 19 30 June 20 30 June 21 30 June 22 30 June 23 30 June 24 30 June 25 30 June 26 30 June 27

$ $ $ $ $ $ $ $ $ $

CURRENT ASSETS

Unrestricted Cash and Equivalents 683,255 683,255 683,255 683,255 683,255 683,255 683,255 683,255 683,255 683,255

Restricted Cash and Cash Equivalent 16,178,172 10,788,162 7,431,211 7,530,370 9,482,965 11,371,946 13,443,852 11,242,077 9,530,596 8,195,392

Non-Cash Investments 0 0 0 0 0 0 0 0 0 0

Trade and Other Receivables 1,081,829 1,079,876 1,080,618 1,081,408 1,082,247 1,083,141 1,084,091 1,085,101 1,068,217 1,068,217

Inventories 328,934 328,934 328,934 328,934 328,934 328,934 328,934 328,934 328,934 328,934

TOTAL CURRENT ASSETS 18,272,190 12,880,227 9,524,018 9,623,967 11,577,401 13,467,276 15,540,132 13,339,367 11,611,002 10,275,798

NON-CURRENT ASSETS

Other Receivables 105,608 93,949 81,548 68,357 54,327 39,403 23,529 6,645 6,645 6,645

Inventories 0 0 0 0 0 0 0 0 0 0

Property Plant and Equipment 89,572,815 94,039,430 94,094,891 94,694,309 95,046,080 95,360,704 95,846,192 97,745,870 98,662,508 99,276,968

Infrastructure 314,308,023 328,887,741 341,554,113 349,546,983 356,411,581 363,689,719 370,245,814 380,842,501 392,015,950 402,159,906

TOTAL NON-CURRENT ASSETS 403,986,446 423,021,120 435,730,552 444,309,649 451,511,988 459,089,826 466,115,535 478,595,016 490,685,103 501,443,519

TOTAL ASSETS 422,258,636 435,901,347 445,254,570 453,933,616 463,089,389 472,557,102 481,655,667 491,934,383 502,296,105 511,719,317

CURRENT LIABILITIES

Trade and Other Payables 1,881,095 1,881,095 1,881,095 1,881,095 1,881,095 1,881,095 1,881,095 1,881,095 1,881,095 1,881,095

Current Portion of Long-term Liabilities 784,095 762,847 657,380 665,400 699,759 724,857 639,655 670,854 685,637 636,219

Provisions 1,995,192 1,995,192 1,995,192 1,995,192 1,995,192 1,995,192 1,995,192 1,995,192 1,995,192 1,995,192

TOTAL CURRENT LIABILITIES 4,660,382 4,639,134 4,533,667 4,541,687 4,576,046 4,601,144 4,515,942 4,547,141 4,561,924 4,512,506

NON-CURRENT LIABILITIES

Long-term Borrowings 8,880,311 8,103,852 7,434,813 6,757,012 6,044,062 5,305,175 4,650,596 3,963,868 3,261,347 2,625,128

Provisions 426,145 426,145 426,145 426,145 426,145 426,145 426,145 426,145 426,145 426,145

TOTAL NON-CURRENT LIABILITIES 9,306,456 8,529,997 7,860,958 7,183,157 6,470,207 5,731,320 5,076,741 4,390,013 3,687,492 3,051,273

TOTAL LIABILITIES 13,966,838 13,169,131 12,394,625 11,724,844 11,046,253 10,332,464 9,592,683 8,937,154 8,249,416 7,563,779

NET ASSETS 408,291,798 422,732,216 432,859,945 442,208,772 452,043,136 462,224,638 472,062,984 482,997,229 494,046,689 504,155,538

EQUITY

Retained Surplus 209,401,965 221,489,635 226,855,838 227,737,383 227,071,167 226,671,071 225,598,494 229,763,313 233,298,905 235,279,255

Reserves - Cash Backed 17,229,563 11,839,553 8,482,602 8,581,761 10,534,356 12,423,337 14,495,243 12,293,468 10,581,987 9,246,783

Revaluation Surplus 181,660,270 189,403,028 197,521,505 205,889,628 214,437,613 223,130,230 231,969,247 240,940,448 250,165,797 259,629,500

TOTAL EQUITY 408,291,798 422,732,216 432,859,945 442,208,772 452,043,136 462,224,638 472,062,984 482,997,229 494,046,689 504,155,538

Shire of Augusta-Margaret RiverForecast Statement of Financial Position

For the period 2017 - 2027Scenario using Capital Works Programme version 2 - Version 2


1 2 3 4 5 6 7 8 9 10

2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27

$ $ $ $ $ $ $ $ $ $

FUNDING FROM OPERATIONAL ACTIVITIES

Revenues

Rates 20,228,137 20,834,777 21,459,612 22,103,188 22,766,067 23,448,829 24,152,068 24,876,400 25,622,458 26,390,893

Operating grants, subsidies and contributions 2,017,625 2,073,589 2,131,184 2,191,085 2,252,777 2,316,315 2,381,766 2,449,185 2,518,636 2,590,187

Profit on asset disposal 610,000 650,000 0 0 0 0 0 0 0 0

Fees and charges 9,284,032 9,539,345 9,825,525 10,120,290 10,423,895 10,736,616 11,058,714 11,390,473 11,732,188 12,084,156

Interest earnings 854,901 754,983 615,989 532,037 541,559 601,283 659,455 722,733 670,794 632,271

Other revenue 16,830 17,166 17,509 17,859 18,216 18,580 18,952 19,331 19,717 20,112

33,015,858 33,874,193 34,054,152 34,968,792 36,002,514 37,121,623 38,270,955 39,458,122 40,563,793 41,717,619

Expenses

Employee costs ( 14,599,468) ( 15,025,734) ( 15,520,350) ( 16,032,142) ( 16,561,726) ( 17,177,543) ( 17,824,100) ( 18,503,347) ( 19,217,487) ( 19,968,983)

Materials and contracts ( 8,774,234) ( 8,850,770) ( 9,079,613) ( 9,353,907) ( 9,539,579) ( 9,684,878) ( 10,083,035) ( 10,178,130) ( 10,439,126) ( 10,760,392)

Util ity charges (electricity, gas, water etc.) ( 1,213,013) ( 1,246,372) ( 1,283,762) ( 1,322,276) ( 1,361,942) ( 1,402,800) ( 1,444,884) ( 1,488,230) ( 1,532,876) ( 1,578,863)

Depreciation on non-current assets ( 7,051,927) ( 7,467,194) ( 7,648,851) ( 7,848,780) ( 8,047,673) ( 8,251,992) ( 8,461,554) ( 8,699,267) ( 8,953,130) ( 9,175,427)

Loss on asset disposal 0 0 0 0 0 0 0 0 0 0

Interest expense ( 441,748) ( 461,322) ( 418,026) ( 378,750) ( 344,896) ( 309,698) ( 272,619) ( 237,495) ( 205,286) ( 172,295)

Insurance expense ( 637,813) ( 655,352) ( 675,013) ( 695,263) ( 716,121) ( 737,604) ( 759,732) ( 782,523) ( 805,999) ( 830,178)

Other expenditure ( 465,481) ( 474,789) ( 484,285) ( 493,970) ( 503,848) ( 513,923) ( 524,202) ( 534,686) ( 545,378) ( 556,285)

( 33,183,684) ( 34,181,533) ( 35,109,900) ( 36,125,088) ( 37,075,785) ( 38,078,438) ( 39,370,126) ( 40,423,678) ( 41,699,282) ( 43,042,423)

( 167,826) ( 307,340) ( 1,055,748) ( 1,156,296) ( 1,073,271) ( 956,815) ( 1,099,171) ( 965,556) ( 1,135,489) ( 1,324,804)

Funding Position Adjustments

Depreciation on non-current assets 7,051,927 7,467,194 7,648,851 7,848,780 8,047,673 8,251,992 8,461,554 8,699,267 8,953,130 9,175,427

Net profit and losses on disposal ( 610,000) ( 650,000) 0 0 0 0 0 0 0 0

Net Funding From Operational Activities 6,274,101 6,509,854 6,593,103 6,692,484 6,974,402 7,295,177 7,362,383 7,733,711 7,817,641 7,850,623

FUNDING FROM CAPITAL ACTIVITIES

Inflows

Proceeds on disposal 785,440 889,291 318,361 394,002 258,355 242,126 349,201 504,986 421,867 482,723

Non-operating grants, subsidies and contributions 7,376,295 7,005,000 3,065,000 2,137,000 2,359,650 2,445,700 2,098,500 2,928,600 2,959,600 1,969,950

Outflows

Purchase of property plant and equipment ( 7,382,480) ( 6,029,410) ( 1,698,068) ( 2,421,247) ( 2,115,612) ( 2,156,463) ( 2,538,321) ( 4,236,617) ( 3,252,535) ( 3,106,963)

Purchase of infrastructure ( 12,501,569) ( 12,980,650) ( 10,872,500) ( 6,045,700) ( 4,858,800) ( 5,237,800) ( 4,475,000) ( 8,492,800) ( 8,987,200) ( 7,845,900)

Net Funding From Capital Activities ( 11,722,314) ( 11,115,769) ( 9,187,207) ( 5,935,945) ( 4,356,407) ( 4,706,437) ( 4,565,620) ( 9,295,831) ( 8,858,268) ( 8,500,190)

FUNDING FROM FINANCING ACTIVITIES

Inflows

Transfer from reserves 5,599,569 7,324,264 5,303,014 1,816,986 140,514 240,514 140,514 4,441,192 4,090,514 4,190,514

New borrowings 2,450,000 0 0 0 0 0 0 0 0 0

Self supporting loan 15,363 13,612 11,659 12,401 13,191 14,030 14,924 15,874 16,884 0

Outflows

Transfer to reserves ( 1,952,339) ( 1,934,254) ( 1,946,063) ( 1,916,145) ( 2,093,109) ( 2,129,495) ( 2,212,420) ( 2,239,417) ( 2,379,033) ( 2,855,310)

Repayment of past borrowings ( 664,380) ( 797,707) ( 774,506) ( 669,781) ( 678,591) ( 713,789) ( 739,781) ( 655,529) ( 687,738) ( 685,637)

Net Funding From Financing Activities 5,448,213 4,605,915 2,594,104 ( 756,539) ( 2,617,995) ( 2,588,740) ( 2,796,763) 1,562,120 1,040,627 649,567

Estimated Surplus/Deficit July 1 B/Fwd 0 0 0 0 0 0 0 0 0 0

Estimated Surplus/Deficit June 30 C/Fwd 0 0 0 0 0 0 0 0 0 0

Shire of Augusta-Margaret RiverForecast Statement of Funding - for the period 2017 - 2027

Scenario using Capital Works Programme version 2 - Version 2


Shire of Augusta Margaret River

Civic and Administration Centre

41 Wallcliffe Road (PO Box 61)

Margaret River 6285

P: 08 9780 5255, F: 08 9757 2512

Office Hours: Mon to Fri, 9am – 4pm

Phone enquiries: 8am – 4.30pm

Augusta Administration Office

66 Allnutt Terrace

Augusta 6290

P: 08 9780 5660, F: 08 9758 0033

Office Hours: Mon to Fri, 9am – 4pm

(closes for lunch 12pm — 1pm)

Phone enquiries 8am – 4.30pm

www.amrshire.wa.gov.au

[email protected]

If you are deaf, or have a hearing impairment or speech impairment, contact us through the National Relay Service: TTY users phone 133 677 then ask for

08 9780 5255

Speak and Listen users phone

1300 555 727

then ask for 08 9780 5255

Internet relay users connect to the NRS

(www.relayservice.com.au) and then ask for

08 9780 5255

http://www.amrshire.wa.gov.au/

mailto:[email protected]

Shire of Augusta-Margaret River

Capital Works Schedule


Year Project Sheet ID Directorate Asset class Program Renewal New Service

Expansion/

Upgrade

Total Capital

Program Check Gen. Revenue Reserves Reserve Name Contributions Grants Funding Source Borrowings Proceeds on Sale

Previous Period

Funding Total Funding2017-18 Plant Replacement Program Plant and Equipment Transport 534,480 534,480 359,040 Plant Reserve 175,440 534,480 2018-19 Plant Replacement Program Plant and Equipment Transport 654,410 654,410 415,119 Plant Reserve 239,291 654,410 2019-20 Plant Replacement Program Plant and Equipment Transport 868,068 868,068 549,707 Plant Reserve 318,361 868,068 2020-21 Plant Replacement Program Plant and Equipment Transport 1,106,247 1,106,247 462,245 250,000 Plant Reserve 394,002 1,106,247 2021-22 Plant Replacement Program Plant and Equipment Transport 706,612 706,612 448,257 Plant Reserve 258,355 706,612 2022-23 Plant Replacement Program Plant and Equipment Transport 691,463 691,463 449,337 Plant Reserve 242,126 691,463 2023-24 Plant Replacement Program Plant and Equipment Transport 964,321 964,321 615,120 Plant Reserve 349,201 964,321 2024-25 Plant Replacement Program Plant and Equipment Transport 1,396,617 1,396,617 591,631 300,000 Plant Reserve 504,986 1,396,617 2025-26 Plant Replacement Program Plant and Equipment Transport 1,185,535 1,185,535 563,668 200,000 Plant Reserve 421,867 1,185,535 2026-27 Plant Replacement Program Plant and Equipment Transport 1,357,963 1,357,963 575,240 300,000 Plant Reserve 482,723 1,357,963

Plant and Equipment - - - 2017-18 Ergonomic Dog Handling Equipment for Rangers EQUIP Sust Devpmt Plant and Equipment Law, order, public safety 30,000 30,000 30,000 30,000 2018-19 Ergonomic Dog Handling Equipment for Rangers EQUIP Sust Devpmt Plant and Equipment Law, order, public safety 30,000 30,000 30,000 30,000 2019-20 Ergonomic Dog Handling Equipment for Rangers EQUIP Sust Devpmt Plant and Equipment Law, order, public safety 30,000 30,000 30,000 30,000 2019-20 Augusta hydrotherapy pool (heater, pumps etc) (Building mechanics) EQUIP Corporate Plant and Equipment Recreation and culture 15,000 15,000 15,000 15,000 2017-18 Margaret River Aquatic Centre - Dehumidifier project completion EQUIP Corporate Plant and Equipment Recreation and culture 120,000 120,000 120,000 120,000 2022-23 Margaret River Recreation Centre - Basketball hoop system EQUIP Corporate Plant and Equipment Recreation and culture 40,000 40,000 40,000 40,000 2025-26 Margaret River Aquatic Centre - pool blanket, lane ropes, chlorine dosing system EQUIP Corporate Plant and Equipment Recreation and culture 88,000 88,000 88,000 88,000

Major Projects - Buildings & Infrastructure - - - 2017-18 Cultural Centre Redevelopment CC CEO Buildings Recreation and culture 2,500,000 1,409,000 3,909,000 - 664,000 Community Facility Reserve 2,145,000 NSRF, RVIF & Lotteries 1,100,000 3,909,000 2018-19 Cultural Centre Redevelopment CC CEO Buildings Recreation and culture 3,200,000 1,405,000 4,605,000 - 4,605,000 NSRF, RVIF & Lotteries 4,605,000 2017-18 Margaret River Skatepark SK8 Corporate Parks and Reserves Recreation and culture 1,026,003 769,000 569,000 2,364,003 - 112,877 Community Facility Reserve 1,901,126 Lotterywest & others 350,000 2,364,003 2017-18 Margaret River Skatepark SK8 Corporate Parks and Reserves Recreation and culture 200,000 200,000 10,000 140,000 Public Open Space Reserve 50,000 200,000

John Archibald Drive ($5.37m RfR funds provided to MRWA for construction) Roads Transport - - - 2017-18 Margaret River Main Street Project Stage 2 MRMS Infra Svcs Roads Transport 200,000 200,000 - 200,000 Margaret River CBD Redevelopment Reserve Royalties for Regions 200,000 2018-19 Margaret River Main Street Project Stage 2 MRMS Infra Svcs Roads Transport 7,290,000 7,290,000 - 6,640,000 Margaret River CBD Redevelopment Reserve Royalties for Regions 650,000 7,290,000

Margaret River Perimeter Road ($52.89m to be funded by State Govt through RfR) MRPR Infra Svcs Roads Transport - - - 2017-18 Turner Caravan Park Chalets TCPC Corporate Buildings Economic services 750,000 750,000 - 750,000 Caravan Park Upgrade Reserve 750,000

Depot Improvements (per revised 10 year Plan) - - - 2017-18 Bitumen Emulsion Tank Storage Improvements DEPOT Infra Svcs Plant and Equipment Transport 45,000 45,000 45,000 45,000 2017-18 Washdown Facility DEPOT Infra Svcs Plant and Equipment Transport 70,000 70,000 70,000 70,000 2018-19 Resurface and linemark internal roads DEPOT Infra Svcs Roads Transport 50,000 50,000 50,000 50,000 2018-19 Material storage bays and hardstand area DEPOT Infra Svcs Plant and Equipment Transport 80,000 80,000 80,000 80,000 2019-20 General Stores compound DEPOT Infra Svcs Plant and Equipment Transport 30,000 30,000 30,000 30,000 2019-20 Stormwater drainage improvements DEPOT Infra Svcs Drainage Transport 50,000 50,000 50,000 50,000 2020-21 Demolish large ramp area/construct smaller ramp area DEPOT Infra Svcs Plant and Equipment Transport 50,000 50,000 50,000 50,000 2020-21 Decommision old washdown facility DEPOT Infra Svcs Plant and Equipment Transport 20,000 20,000 20,000 20,000 2021-22 Formalisation of staff car parking DEPOT Infra Svcs Car Parks Transport 40,000 40,000 40,000 40,000 2022-23 Replace existing sheds DEPOT Infra Svcs Buildings Transport 200,000 200,000 200,000 200,000 2023-24 Expand depot yard DEPOT Infra Svcs Plant and Equipment Transport 30,000 30,000 30,000 30,000 2023-24 Noise barrier between depot and external properties DEPOT Infra Svcs Plant and Equipment Transport 30,000 30,000 30,000 30,000 2024-25 Boom gate security to depot DEPOT Infra Svcs Plant and Equipment Transport 50,000 50,000 50,000 50,000

Bridges (per South West 10 year Strategy) - - - 2018-19 Treeton Road (3228A) BRI Infra Svcs Road Bridges Transport 400,000 400,000 - 400,000 MRWA 400,000 2019-20 Treeton Road (3229A) BRI Infra Svcs Road Bridges Transport 400,000 400,000 - 400,000 MRWA 400,000 2019-20 Carters Road (4835) BRI Infra Svcs Road Bridges Transport 500,000 500,000 - 500,000 MRWA 500,000 2021-22 Warner Glen (3236) BRI Infra Svcs Road Bridges Transport 147,000 147,000 - 147,000 MRWA 147,000

Playground Equipment - - - 2017-18 Annual Allocation for Playground Equipment PLAY Infra Svcs Parks and Reserves Recreation and culture 150,000 150,000 150,000 150,000 2018-19 Annual Allocation for Playground Equipment PLAY Infra Svcs Parks and Reserves Recreation and culture 200,000 200,000 200,000 200,000 2019-20 Annual Allocation for Playground Equipment PLAY Infra Svcs Parks and Reserves Recreation and culture 103,000 103,000 103,000 103,000 2020-21 Annual Allocation for Playground Equipment PLAY Infra Svcs Parks and Reserves Recreation and culture 120,000 120,000 120,000 120,000 2021-22 Annual Allocation for Playground Equipment PLAY Infra Svcs Parks and Reserves Recreation and culture 150,000 150,000 150,000 150,000 2022-23 Annual Allocation for Playground Equipment PLAY Infra Svcs Parks and Reserves Recreation and culture 110,000 110,000 110,000 110,000 2023-24 Annual Allocation for Playground Equipment PLAY Infra Svcs Parks and Reserves Recreation and culture 145,000 145,000 145,000 145,000 2024-25 Annual Allocation for Playground Equipment PLAY Infra Svcs Parks and Reserves Recreation and culture 85,000 85,000 85,000 85,000 2025-26 Annual Allocation for Playground Equipment PLAY Infra Svcs Parks and Reserves Recreation and culture 100,000 100,000 100,000 100,000 2026-27 Annual Allocation for Playground Equipment PLAY Infra Svcs Parks and Reserves Recreation and culture 100,000 100,000 100,000 100,000

Furniture and Equipment - - - 2017-18 ICT - Servers, Storage and UPS ICT Corporate Furniture and Equipment Governance 84,000 84,000 84,000 84,000 2018-19 ICT - Servers, Storage and UPS ICT Corporate Furniture and Equipment Governance 5,000 5,000 5,000 5,000 2019-20 ICT - Servers, Storage and UPS ICT Corporate Furniture and Equipment Governance 5,000 5,000 5,000 5,000 2020-21 ICT - Servers, Storage and UPS ICT Corporate Furniture and Equipment Governance 5,000 5,000 5,000 5,000 2021-22 ICT - Servers, Storage and UPS ICT Corporate Furniture and Equipment Governance 59,000 59,000 59,000 59,000 2022-23 ICT - Servers, Storage and UPS ICT Corporate Furniture and Equipment Governance 35,000 35,000 35,000 35,000 2023-24 ICT - Servers, Storage and UPS ICT Corporate Furniture and Equipment Governance 5,000 5,000 5,000 5,000 2024-25 ICT - Servers, Storage and UPS ICT Corporate Furniture and Equipment Governance 5,000 5,000 5,000 5,000 2025-26 ICT - Servers, Storage and UPS ICT Corporate Furniture and Equipment Governance 59,000 59,000 59,000 59,000 2026-27 ICT - Servers, Storage and UPS ICT Corporate Furniture and Equipment Governance 5,000 5,000 5,000 5,000 2019-20 Libraries Equipment LIB Corporate Furniture and Equipment Recreation and culture 16,000 16,000 16,000 16,000 2020-21 Libraries Equipment LIB Corporate Furniture and Equipment Recreation and culture 88,000 88,000 88,000 88,000 2021-22 Libraries Equipment LIB Corporate Furniture and Equipment Recreation and culture 16,000 16,000 16,000 16,000 2026-27 Libraries Equipment LIB Corporate Furniture and Equipment Recreation and culture 24,000 24,000 24,000 24,000 2017-18 CS Shredder Main office replacement FURN Corporate Furniture and Equipment Governance 10,000 10,000 10,000 10,000 2022-23 CS Shredder Main office replacement FURN Corporate Furniture and Equipment Governance 10,000 10,000 10,000 10,000 2019-20 Records Desktop scanner FURN Corporate Furniture and Equipment Governance 14,000 14,000 14,000 14,000 2023-24 Records Desktop scanner FURN Corporate Furniture and Equipment Governance 14,000 14,000 14,000 14,000 2017-18 Various Furniture and Equipment - annual allocation FURN Corporate Furniture and Equipment Recreation and culture 20,000 20,000 20,000 20,000 2018-19 Various Furniture and Equipment - annual allocation FURN Corporate Furniture and Equipment Governance 20,000 20,000 20,000 20,000 2019-20 Various Furniture and Equipment - annual allocation FURN Corporate Furniture and Equipment Recreation and culture 20,000 20,000 20,000 20,000 2020-21 Various Furniture and Equipment - annual allocation FURN Corporate Furniture and Equipment Governance 20,000 20,000 20,000 20,000 2021-22 Various Furniture and Equipment - annual allocation FURN Corporate Furniture and Equipment Recreation and culture 20,000 20,000 20,000 20,000 2022-23 Various Furniture and Equipment - annual allocation FURN Corporate Furniture and Equipment Governance 20,000 20,000 20,000 20,000 2023-24 Various Furniture and Equipment - annual allocation FURN Corporate Furniture and Equipment Recreation and culture 20,000 20,000 20,000 20,000 2024-25 Various Furniture and Equipment - annual allocation FURN Corporate Furniture and Equipment Governance 20,000 20,000 20,000 20,000 2025-26 Various Furniture and Equipment - annual allocation FURN Corporate Furniture and Equipment Recreation and culture 20,000 20,000 20,000 20,000 2026-27 Various Furniture and Equipment - annual allocation FURN Corporate Furniture and Equipment Governance 20,000 20,000 20,000 20,000

Public Open Space - - - 2017-18 Annual Allocation for Public Open Space POS Infra Svcs Parks and Reserves Recreation and culture 70,000 50,000 120,000 120,000 120,000 2017-18 Margaret River Youth Precinct Works POS Infra Svcs Parks and Reserves Recreation and culture 328,962 328,962 - 150,000 Community Facility Reserve 178,962 Lotterywest? 328,962 2018-19 Annual Allocation for Public Open Space POS Infra Svcs Parks and Reserves Recreation and culture 70,000 50,000 120,000 120,000 120,000 2018-19 Margaret River Youth Precinct Works POS Infra Svcs Parks and Reserves Recreation and culture 70,000 70,000 - 70,000 Lotterywest? 70,000 2019-20 Annual Allocation for Public Open Space POS Infra Svcs Parks and Reserves Recreation and culture 70,000 50,000 120,000 120,000 120,000 2020-21 Annual Allocation for Public Open Space POS Infra Svcs Parks and Reserves Recreation and culture 70,000 50,000 120,000 120,000 120,000 2021-22 Annual Allocation for Public Open Space POS Infra Svcs Parks and Reserves Recreation and culture 70,000 50,000 120,000 120,000 120,000 2022-23 Annual Allocation for Public Open Space POS Infra Svcs Parks and Reserves Recreation and culture 70,000 50,000 120,000 120,000 120,000 2023-24 Annual Allocation for Public Open Space POS Infra Svcs Parks and Reserves Recreation and culture 70,000 50,000 120,000 120,000 120,000 2024-25 Annual Allocation for Public Open Space POS Infra Svcs Parks and Reserves Recreation and culture 70,000 50,000 120,000 120,000 120,000 2025-26 Annual Allocation for Public Open Space POS Infra Svcs Parks and Reserves Recreation and culture 70,000 50,000 120,000 120,000 120,000 2026-27 Annual Allocation for Public Open Space POS Infra Svcs Parks and Reserves Recreation and culture 70,000 50,000 120,000 120,000 120,000

Tree Planting - - - 2017-18 Annual Allocation for Tree Planting TREE Infra Svcs Parks and Reserves Recreation and culture 2,500 2,500 5,000 5,000 5,000 2018-19 Annual Allocation for Tree Planting TREE Infra Svcs Parks and Reserves Recreation and culture 2,500 2,500 5,000 5,000 5,000 2019-20 Annual Allocation for Tree Planting TREE Infra Svcs Parks and Reserves Recreation and culture 2,500 2,500 5,000 5,000 5,000 2020-21 Annual Allocation for Tree Planting TREE Infra Svcs Parks and Reserves Recreation and culture 2,500 2,500 5,000 5,000 5,000 2021-22 Annual Allocation for Tree Planting TREE Infra Svcs Parks and Reserves Recreation and culture 2,500 2,500 5,000 5,000 5,000 2022-23 Annual Allocation for Tree Planting TREE Infra Svcs Parks and Reserves Recreation and culture 2,500 2,500 5,000 5,000 5,000 2023-24 Annual Allocation for Tree Planting TREE Infra Svcs Parks and Reserves Recreation and culture 2,500 2,500 5,000 5,000 5,000 2024-25 Annual Allocation for Tree Planting TREE Infra Svcs Parks and Reserves Recreation and culture 2,500 2,500 5,000 5,000 5,000 2025-26 Annual Allocation for Tree Planting TREE Infra Svcs Parks and Reserves Recreation and culture 2,500 2,500 5,000 5,000 5,000 2026-27 Annual Allocation for Tree Planting TREE Infra Svcs Parks and Reserves Recreation and culture 2,500 2,500 5,000 5,000 5,000

Cemetery Works - - -





Expansion/

Upgrade

Total Capital


Previous Period

Funding Total Funding2017-18 Annual Allocation for Cemetery Works CEM Infra Svcs Parks and Reserves Recreation and culture 4,000 6,000 10,000 10,000 10,000 2018-19 Annual Allocation for Cemetery Works CEM Infra Svcs Parks and Reserves Recreation and culture 4,000 6,000 10,000 10,000 10,000 2019-20 Annual Allocation for Cemetery Works CEM Infra Svcs Parks and Reserves Recreation and culture 4,000 6,000 10,000 10,000 10,000 2020-21 Annual Allocation for Cemetery Works CEM Infra Svcs Parks and Reserves Recreation and culture 4,000 6,000 10,000 10,000 10,000 2021-22 Annual Allocation for Cemetery Works CEM Infra Svcs Parks and Reserves Recreation and culture 4,000 6,000 10,000 10,000 10,000 2022-23 Annual Allocation for Cemetery Works CEM Infra Svcs Parks and Reserves Recreation and culture 4,000 6,000 10,000 10,000 10,000 2023-24 Annual Allocation for Cemetery Works CEM Infra Svcs Parks and Reserves Recreation and culture 4,000 6,000 10,000 10,000 10,000 2024-25 Annual Allocation for Cemetery Works CEM Infra Svcs Parks and Reserves Recreation and culture 4,000 6,000 10,000 10,000 10,000 2025-26 Annual Allocation for Cemetery Works CEM Infra Svcs Parks and Reserves Recreation and culture 4,000 6,000 10,000 10,000 10,000 2026-27 Annual Allocation for Cemetery Works CEM Infra Svcs Parks and Reserves Recreation and culture 4,000 6,000 10,000 10,000 10,000

Waste Water Recycling System - - - 2017-18 Annual Allocation for Waste Water Recycling System WWRT Infra Svcs Parks and Reserves Recreation and culture 9,000 9,000 18,000 18,000 18,000 2018-19 Annual Allocation for Waste Water Recycling System WWRT Infra Svcs Parks and Reserves Recreation and culture 9,000 9,000 18,000 18,000 18,000 2019-20 Annual Allocation for Waste Water Recycling System WWRT Infra Svcs Parks and Reserves Recreation and culture 9,000 9,000 18,000 18,000 18,000 2020-21 Annual Allocation for Waste Water Recycling System WWRT Infra Svcs Parks and Reserves Recreation and culture 9,000 9,000 18,000 18,000 18,000 2021-22 Annual Allocation for Waste Water Recycling System WWRT Infra Svcs Parks and Reserves Recreation and culture 9,000 9,000 18,000 18,000 18,000 2022-23 Annual Allocation for Waste Water Recycling System WWRT Infra Svcs Parks and Reserves Recreation and culture 9,000 9,000 18,000 18,000 18,000 2023-24 Annual Allocation for Waste Water Recycling System WWRT Infra Svcs Parks and Reserves Recreation and culture 9,000 9,000 18,000 18,000 18,000 2024-25 Annual Allocation for Waste Water Recycling System WWRT Infra Svcs Parks and Reserves Recreation and culture 9,000 9,000 18,000 18,000 18,000 2025-26 Annual Allocation for Waste Water Recycling System WWRT Infra Svcs Parks and Reserves Recreation and culture 9,000 9,000 18,000 18,000 18,000 2026-27 Annual Allocation for Waste Water Recycling System WWRT Infra Svcs Parks and Reserves Recreation and culture 9,000 9,000 18,000 18,000 18,000

Specific Parks & Ovals Projects - - - 2017-18 Gloucester Park - Lower Western Oval (including carpark & lighting) LWO Infra Svcs Parks and Reserves Recreation and culture 1,029,000 1,029,000 196,793 500,000 Community Facility Reserve 332,207 CSRFF 1,029,000 2017-18 Gloucester Park - Lower Western Oval (including carpark & lighting) LWO Infra Svcs Parks and Reserves Recreation and culture 125,000 125,000 - 125,000 Developer Contributions Reserve 125,000 2017-18 Gloucester Park Extend Cricket Club Nets GPK Infra Svcs Parks and Reserves Recreation and culture 30,000 30,000 20,000 10,000 CSRFF 30,000 2018-19 Gloucester Park - Roads and Carparking - Western Oval to Bowling Club GPK Infra Svcs Parks and Reserves Recreation and culture 250,000 250,000 250,000 250,000 2019-20 Gloucester Park - Roads and Carparking - Western Oval to Station Road GPK Infra Svcs Parks and Reserves Recreation and culture 250,000 250,000 250,000 250,000 2020-21 Gloucester Park - Roads and Carparking - Karate Club/BMX Road GPK Infra Svcs Parks and Reserves Recreation and culture 100,000 100,000 100,000 100,000

2021-22 Gloucester Park - Roads and Carparking - Karate Club/BMX Road GPK Infra Svcs Parks and Reserves Recreation and culture 150,000 150,000 150,000 150,000 2021-22 Gloucester Park Signage GPK Infra Svcs Parks and Reserves Recreation and culture 50,000 50,000 50,000 50,000 2022-23 Gloucester Park Landscaping GPK Infra Svcs Parks and Reserves Recreation and culture 200,000 200,000 100,000 100,000 Developer Contributions Reserve 200,000 2017-18 Rapids Landing School Oval - Repay DET part construction cost over 5 years RAPID Infra Svcs Parks and Reserves Recreation and culture 560,000 560,000 - 560,000 560,000

Road and Infrastructure Works - - - Annual Allocations for Various Road and Related Works Infra Svcs Transport - - -

2017-18 Annual Allocation for Road Reconstruction R_RECON Infra Svcs Roads Transport 1,674,000 186,000 1,860,000 620,000 1,240,000 RRG & RTR 1,860,000 2018-19 Annual Allocation for Road Reconstruction R_RECON Infra Svcs Roads Transport 1,174,500 130,500 1,305,000 435,000 870,000 RRG 1,305,000 2019-20 Annual Allocation for Road Reconstruction R_RECON Infra Svcs Roads Transport 1,350,000 150,000 1,500,000 500,000 1,000,000 RRG 1,500,000 2020-21 Annual Allocation for Road Reconstruction R_RECON Infra Svcs Roads Transport 1,350,000 150,000 1,500,000 500,000 1,000,000 RRG 1,500,000

2021-22 Annual Allocation for Road Reconstruction R_RECON Infra Svcs Roads Transport 1,350,000 150,000 1,500,000 500,000 1,000,000 RRG 1,500,000 2022-23 Annual Allocation for Road Reconstruction R_RECON Infra Svcs Roads Transport 1,350,000 150,000 1,500,000 500,000 1,000,000 RRG 1,500,000 2023-24 Annual Allocation for Road Reconstruction R_RECON Infra Svcs Roads Transport 1,350,000 150,000 1,500,000 500,000 1,000,000 RRG 1,500,000 2024-25 Annual Allocation for Road Reconstruction R_RECON Infra Svcs Roads Transport 1,350,000 150,000 1,500,000 500,000 1,000,000 RRG 1,500,000 2025-26 Annual Allocation for Road Reconstruction R_RECON Infra Svcs Roads Transport 1,350,000 150,000 1,500,000 500,000 1,000,000 RRG 1,500,000 2026-27 Annual Allocation for Road Reconstruction R_RECON Infra Svcs Roads Transport 1,350,000 150,000 1,500,000 500,000 1,000,000 RRG 1,500,000 2017-18 Annual Allocation for Road Resurfacing R_SURF Infra Svcs Roads Transport 700,000 700,000 245,000 455,000 R2R 700,000 2018-19 Annual Allocation for Road Resurfacing R_SURF Infra Svcs Roads Transport 700,000 700,000 245,000 455,000 R2R 700,000 2019-20 Annual Allocation for Road Resurfacing R_SURF Infra Svcs Roads Transport 700,000 700,000 245,000 455,000 R2R 700,000 2020-21 Annual Allocation for Road Resurfacing R_SURF Infra Svcs Roads Transport 700,000 700,000 245,000 455,000 R2R 700,000 2021-22 Annual Allocation for Road Resurfacing R_SURF Infra Svcs Roads Transport 700,000 700,000 245,000 455,000 R2R 700,000 2022-23 Annual Allocation for Road Resurfacing R_SURF Infra Svcs Roads Transport 700,000 700,000 245,000 455,000 R2R 700,000 2023-24 Annual Allocation for Road Resurfacing R_SURF Infra Svcs Roads Transport 700,000 700,000 245,000 455,000 R2R 700,000

2024-25 Annual Allocation for Road Resurfacing R_SURF Infra Svcs Roads Transport 700,000 700,000 245,000 455,000 R2R 700,000 2025-26 Annual Allocation for Road Resurfacing R_SURF Infra Svcs Roads Transport 700,000 700,000 245,000 455,000 R2R 700,000 2026-27 Annual Allocation for Road Resurfacing R_SURF Infra Svcs Roads Transport 700,000 700,000 245,000 455,000 R2R 700,000 2017-18 Annual Allocation for Kerbs R_KERB Infra Svcs Roads Transport 75,000 75,000 75,000 75,000 2018-19 Annual Allocation for Kerbs R_KERB Infra Svcs Roads Transport 75,000 75,000 75,000 75,000 2019-20 Annual Allocation for Kerbs R_KERB Infra Svcs Roads Transport 75,000 75,000 75,000 75,000 2020-21 Annual Allocation for Kerbs R_KERB Infra Svcs Roads Transport 75,000 75,000 75,000 75,000 2021-22 Annual Allocation for Kerbs R_KERB Infra Svcs Roads Transport 75,000 75,000 75,000 75,000 2022-23 Annual Allocation for Kerbs R_KERB Infra Svcs Roads Transport 75,000 75,000 75,000 75,000 2023-24 Annual Allocation for Kerbs R_KERB Infra Svcs Roads Transport 75,000 75,000 75,000 75,000 2024-25 Annual Allocation for Kerbs R_KERB Infra Svcs Roads Transport 75,000 75,000 75,000 75,000 2025-26 Annual Allocation for Kerbs R_KERB Infra Svcs Roads Transport 75,000 75,000 75,000 75,000 2026-27 Annual Allocation for Kerbs R_KERB Infra Svcs Roads Transport 75,000 75,000 75,000 75,000 2017-18 Annual Allocation for Gravel Road Resheeting R_RESHEET Infra Svcs Roads Transport 300,000 300,000 70,000 230,000 MRWA Direct Grant 300,000 2018-19 Annual Allocation for Gravel Road Resheeting R_RESHEET Infra Svcs Roads Transport 300,000 300,000 70,000 230,000 MRWA Direct Grant 300,000 2019-20 Annual Allocation for Gravel Road Resheeting R_RESHEET Infra Svcs Roads Transport 300,000 300,000 70,000 230,000 MRWA Direct Grant 300,000 2020-21 Annual Allocation for Gravel Road Resheeting R_RESHEET Infra Svcs Roads Transport 300,000 300,000 70,000 230,000 MRWA Direct Grant 300,000 2021-22 Annual Allocation for Gravel Road Resheeting R_RESHEET Infra Svcs Roads Transport 300,000 300,000 70,000 230,000 MRWA Direct Grant 300,000 2022-23 Annual Allocation for Gravel Road Resheeting R_RESHEET Infra Svcs Roads Transport 400,000 400,000 170,000 230,000 MRWA Direct Grant 400,000 2023-24 Annual Allocation for Gravel Road Resheeting R_RESHEET Infra Svcs Roads Transport 400,000 400,000 170,000 230,000 MRWA Direct Grant 400,000 2024-25 Annual Allocation for Gravel Road Resheeting R_RESHEET Infra Svcs Roads Transport 400,000 400,000 170,000 230,000 MRWA Direct Grant 400,000 2025-26 Annual Allocation for Gravel Road Resheeting R_RESHEET Infra Svcs Roads Transport 400,000 400,000 170,000 230,000 MRWA Direct Grant 400,000 2026-27 Annual Allocation for Gravel Road Resheeting R_RESHEET Infra Svcs Roads Transport 400,000 400,000 170,000 230,000 MRWA Direct Grant 400,000 2017-18 Annual Allocation for Sealed Road Reshouldering R_SHLDR Infra Svcs Roads Transport 100,000 100,000 100,000 100,000 2018-19 Annual Allocation for Sealed Road Reshouldering R_SHLDR Infra Svcs Roads Transport 100,000 100,000 100,000 100,000 2019-20 Annual Allocation for Sealed Road Reshouldering R_SHLDR Infra Svcs Roads Transport 100,000 100,000 100,000 100,000 2020-21 Annual Allocation for Sealed Road Reshouldering R_SHLDR Infra Svcs Roads Transport 100,000 100,000 100,000 100,000 2021-22 Annual Allocation for Sealed Road Reshouldering R_SHLDR Infra Svcs Roads Transport 100,000 100,000 100,000 100,000 2022-23 Annual Allocation for Sealed Road Reshouldering R_SHLDR Infra Svcs Roads Transport 100,000 100,000 100,000 100,000 2023-24 Annual Allocation for Sealed Road Reshouldering R_SHLDR Infra Svcs Roads Transport 100,000 100,000 100,000 100,000 2024-25 Annual Allocation for Sealed Road Reshouldering R_SHLDR Infra Svcs Roads Transport 100,000 100,000 100,000 100,000 2025-26 Annual Allocation for Sealed Road Reshouldering R_SHLDR Infra Svcs Roads Transport 100,000 100,000 100,000 100,000 2026-27 Annual Allocation for Sealed Road Reshouldering R_SHLDR Infra Svcs Roads Transport 100,000 100,000 100,000 100,000 2017-18 Annual Allocation for Drainage works DRAIN Infra Svcs Drainage Transport 175,000 85,000 70,000 330,000 330,000 330,000 2018-19 Annual Allocation for Drainage works DRAIN Infra Svcs Drainage Transport 175,000 85,000 70,000 330,000 330,000 330,000 2019-20 Annual Allocation for Drainage works DRAIN Infra Svcs Drainage Transport 175,000 85,000 70,000 330,000 330,000 330,000 2020-21 Annual Allocation for Drainage works DRAIN Infra Svcs Drainage Transport 175,000 85,000 70,000 330,000 330,000 330,000 2021-22 Annual Allocation for Drainage works DRAIN Infra Svcs Drainage Transport 175,000 85,000 70,000 330,000 330,000 330,000 2022-23 Annual Allocation for Drainage works DRAIN Infra Svcs Drainage Transport 175,000 85,000 70,000 330,000 330,000 330,000 2023-24 Annual Allocation for Drainage works DRAIN Infra Svcs Drainage Transport 175,000 85,000 70,000 330,000 330,000 330,000 2024-25 Annual Allocation for Drainage works DRAIN Infra Svcs Drainage Transport 175,000 85,000 70,000 330,000 330,000 330,000 2025-26 Annual Allocation for Drainage works DRAIN Infra Svcs Drainage Transport 175,000 85,000 70,000 330,000 330,000 330,000 2026-27 Annual Allocation for Drainage works DRAIN Infra Svcs Drainage Transport 175,000 85,000 70,000 330,000 330,000 330,000 2017-18 Annual Allocation for Footpath renewal works PATH Infra Svcs Paths Transport 165,000 165,000 165,000 165,000 2018-19 Annual Allocation for Footpath renewal works PATH Infra Svcs Paths Transport 165,000 165,000 165,000 165,000 2019-20 Annual Allocation for Footpath renewal works PATH Infra Svcs Paths Transport 165,000 165,000 165,000 165,000 2020-21 Annual Allocation for Footpath renewal works PATH Infra Svcs Paths Transport 165,000 165,000 165,000 165,000 2021-22 Annual Allocation for Footpath renewal works PATH Infra Svcs Paths Transport 165,000 165,000 165,000 165,000 2022-23 Annual Allocation for Footpath renewal works PATH Infra Svcs Paths Transport 165,000 165,000 165,000 165,000 2023-24 Annual Allocation for Footpath renewal works PATH Infra Svcs Paths Transport 165,000 165,000 165,000 165,000 2024-25 Annual Allocation for Footpath renewal works PATH Infra Svcs Paths Transport 165,000 165,000 165,000 165,000 2025-26 Annual Allocation for Footpath renewal works PATH Infra Svcs Paths Transport 165,000 165,000 165,000 165,000 2026-27 Annual Allocation for Footpath renewal works PATH Infra Svcs Paths Transport 165,000 165,000 165,000 165,000 2017-18 Allocation for Footpath expansion works PATH Infra Svcs Paths Transport 217,700 217,700 158,700 59,000 Regional Bicycle Network 217,700 2018-19 Allocation for Footpath expansion works PATH Infra Svcs Paths Transport 146,900 146,900 146,900 Regional Bicycle Network 146,900 2019-20 Allocation for Footpath expansion works PATH Infra Svcs Paths Transport 210,000 210,000 105,000 105,000 Regional Bicycle Network 210,000 2020-21 Allocation for Footpath expansion works PATH Infra Svcs Paths Transport 190,200 190,200 190,200 Regional Bicycle Network 190,200 2021-22 Allocation for Footpath expansion works PATH Infra Svcs Paths Transport 148,800 148,800 123,150 25,650 Regional Bicycle Network 148,800 2022-23 Allocation for Footpath expansion works PATH Infra Svcs Paths Transport 214,800 214,800 161,100 53,700 Regional Bicycle Network 214,800 2023-24 Allocation for Footpath expansion works PATH Infra Svcs Paths Transport 177,000 177,000 88,500 88,500 Regional Bicycle Network 177,000 2024-25 Allocation for Footpath expansion works PATH Infra Svcs Paths Transport 229,800 229,800 58,500 171,300 Regional Bicycle Network 229,800





Expansion/

Upgrade

Total Capital


Previous Period

Funding Total Funding2025-26 Allocation for Footpath expansion works PATH Infra Svcs Paths Transport 124,200 124,200 99,600 24,600 Regional Bicycle Network 124,200 2026-27 Allocation for Footpath expansion works PATH Infra Svcs Paths Transport 102,900 102,900 67,950 34,950 Regional Bicycle Network 102,900 2017-18 Annual Allocation for Pedestrian structure works PED Infra Svcs Parks and Reserves Transport 32,000 32,000 32,000 32,000 2018-19 Annual Allocation for Pedestrian structure works PED Infra Svcs Parks and Reserves Transport 82,000 82,000 82,000 82,000 2019-20 Annual Allocation for Pedestrian structure works PED Infra Svcs Parks and Reserves Transport 34,000 34,000 34,000 34,000 2020-21 Annual Allocation for Pedestrian structure works PED Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Lotterywest, heritage or other 100,000 2021-22 Annual Allocation for Pedestrian structure works PED Infra Svcs Parks and Reserves Transport 30,000 30,000 30,000 30,000 2022-23 Annual Allocation for Pedestrian structure works PED Infra Svcs Parks and Reserves Transport 600,000 600,000 300,000 300,000 Lotterywest, heritage or other 600,000 2023-24 Annual Allocation for Pedestrian structure works PED Infra Svcs Parks and Reserves Transport 30,000 30,000 30,000 30,000 2024-25 Annual Allocation for Pedestrian structure works PED Infra Svcs Parks and Reserves Transport 30,000 30,000 30,000 30,000 2025-26 Annual Allocation for Pedestrian structure works PED Infra Svcs Parks and Reserves Transport 30,000 30,000 30,000 30,000 2026-27 Annual Allocation for Pedestrian structure works PED Infra Svcs Parks and Reserves Transport 30,000 30,000 30,000 30,000

Caravan Parks - - - 2017-18 Annual Allocation for Infrastructure CPK Corporate Caravan and Camping Economic services 50,000 50,000 100,000 100,000 100,000 2017-18 Annual Allocation for C/Pk Buildings CPK Corporate Buildings Economic services 50,000 50,000 50,000 50,000 2017-18 Annual Allocation for C/Pk Equipment CPK Corporate Furniture and Equipment Economic services 50,000 50,000 50,000 50,000 2018-19 Annual Allocation for Infrastructure CPK Corporate Caravan and Camping Economic services 50,000 50,000 100,000 100,000 100,000 2018-19 Annual Allocation for C/Pk Buildings CPK Corporate Buildings Economic services 50,000 50,000 50,000 50,000 2018-19 Annual Allocation for C/Pk Equipment CPK Corporate Furniture and Equipment Economic services 50,000 50,000 50,000 50,000 2019-20 Annual Allocation for Infrastructure CPK Corporate Caravan and Camping Economic services 50,000 50,000 100,000 100,000 100,000 2019-20 Annual Allocation for C/Pk Buildings CPK Corporate Buildings Economic services 50,000 50,000 50,000 50,000 2019-20 Annual Allocation for C/Pk Equipment CPK Corporate Furniture and Equipment Economic services 50,000 50,000 50,000 50,000 2020-21 Annual Allocation for Infrastructure CPK Corporate Caravan and Camping Economic services 100,000 50,000 150,000 150,000 150,000 2020-21 Annual Allocation for C/Pk Buildings CPK Corporate Buildings Economic services 200,000 200,000 200,000 200,000 2020-21 Annual Allocation for C/Pk Equipment CPK Corporate Furniture and Equipment Economic services 50,000 50,000 50,000 50,000 2021-22 Annual Allocation for Infrastructure CPK Corporate Caravan and Camping Economic services 100,000 50,000 150,000 150,000 150,000 2021-22 Annual Allocation for C/Pk Buildings CPK Corporate Buildings Economic services 200,000 200,000 200,000 200,000 2021-22 Annual Allocation for C/Pk Equipment CPK Corporate Furniture and Equipment Economic services 50,000 50,000 50,000 50,000 2022-23 Annual Allocation for Infrastructure CPK Corporate Caravan and Camping Economic services 100,000 50,000 150,000 150,000 150,000 2022-23 Annual Allocation for C/Pk Buildings CPK Corporate Buildings Economic services 200,000 200,000 200,000 200,000 2022-23 Annual Allocation for C/Pk Equipment CPK Corporate Furniture and Equipment Economic services 50,000 50,000 50,000 50,000 2023-24 Annual Allocation for Infrastructure CPK Corporate Caravan and Camping Economic services 100,000 50,000 150,000 150,000 150,000 2023-24 Annual Allocation for C/Pk Buildings CPK Corporate Buildings Economic services 200,000 200,000 200,000 200,000 2023-24 Annual Allocation for C/Pk Equipment CPK Corporate Furniture and Equipment Economic services 50,000 50,000 50,000 50,000 2024-25 Annual Allocation for Infrastructure CPK Corporate Caravan and Camping Economic services 100,000 50,000 150,000 150,000 150,000 2024-25 Annual Allocation for C/Pk Buildings CPK Corporate Buildings Economic services 200,000 200,000 200,000 200,000

2024-25 Annual Allocation for C/Pk Equipment CPK Corporate Furniture and Equipment Economic services 50,000 50,000 50,000 50,000

2025-26 Annual Allocation for Infrastructure CPK Corporate Caravan and Camping Economic services 100,000 50,000 150,000 150,000 150,000 2025-26 Annual Allocation for C/Pk Buildings CPK Corporate Buildings Economic services 200,000 200,000 200,000 200,000 2025-26 Annual Allocation for C/Pk Equipment CPK Corporate Furniture and Equipment Economic services 50,000 50,000 50,000 50,000 2026-27 Annual Allocation for Infrastructure CPK Corporate Caravan and Camping Economic services 100,000 50,000 150,000 150,000 150,000 2026-27 Annual Allocation for C/Pk Buildings CPK Corporate Buildings Economic services 200,000 200,000 200,000 200,000 2026-27 Annual Allocation for C/Pk Equipment CPK Corporate Furniture and Equipment Economic services 50,000 50,000 50,000 50,000

Buildings - - - 2017-18 Asbestos Replacement program ASBEST Infra Svcs Buildings Recreation and culture 1,000,000 1,000,000 - 1,000,000 1,000,000 2018-19 Asbestos Replacement program ASBEST Infra Svcs Buildings Recreation and culture 100,000 100,000 100,000 100,000 2019-20 Asbestos Replacement program ASBEST Infra Svcs Buildings Recreation and culture 100,000 100,000 100,000 100,000 2020-21 Asbestos Replacement program ASBEST Infra Svcs Buildings Recreation and culture 100,000 100,000 100,000 100,000 2021-22 Asbestos Replacement program ASBEST Infra Svcs Buildings Recreation and culture 100,000 100,000 100,000 100,000 2022-23 Asbestos Replacement program ASBEST Infra Svcs Buildings Recreation and culture 100,000 100,000 100,000 100,000 2023-24 Asbestos Replacement program ASBEST Infra Svcs Buildings Recreation and culture 100,000 100,000 100,000 100,000 2024-25 Asbestos Replacement program ASBEST Infra Svcs Buildings Recreation and culture 100,000 100,000 100,000 100,000 2025-26 Asbestos Replacement program ASBEST Infra Svcs Buildings Recreation and culture 100,000 100,000 100,000 100,000 2026-27 Asbestos Replacement program ASBEST Infra Svcs Buildings Recreation and culture 100,000 100,000 100,000 100,000 2017-18 Football Club Changerooms redevelopment FOOTY Infra Svcs Buildings Recreation and culture 100,000 100,000 - 100,000 Community Facility Reserve 100,000 2017-18 Western Pavilion (Cricket/Soccer) Upgrade WPAV Infra Svcs Buildings Recreation and culture 15,000 15,000 15,000 15,000 2020-21 Western Pavilion (Cricket/Soccer) Upgrade WPAV Infra Svcs Buildings Recreation and culture 29,200 116,800 146,000 146,000 146,000 2021-22 Western Pavilion (Cricket/Soccer) Upgrade WPAV Infra Svcs Buildings Recreation and culture 50,800 203,200 254,000 127,000 127,000 CSRFF & Other Grants 254,000 2022-23 Tennis/Rugby Club Building upgrade TENNIS Infra Svcs Buildings Recreation and culture 100,000 100,000 68,000 32,000 CSRFF & Other Grants 100,000 2017-18 Margaret River Recreation Centre MRREC Infra Svcs Buildings Recreation and culture 40,000 40,000 40,000 40,000 2020-21 Margaret River Recreation Centre MRREC Infra Svcs Buildings Recreation and culture 111,000 111,000 84,000 27,000 CSRFF & Other Grants 111,000 2024-25 Margaret River Recreation Centre MRREC Infra Svcs Buildings Recreation and culture 1,415,000 1,415,000 702,700 250,000 Community Facility Reserve 462,300 CSRFF & Other Grants 1,415,000 2017-18 Augusta Recreation Centre AREC Infra Svcs Buildings Recreation and culture 180,000 180,000 - 180,000 Community Facility Reserve 180,000 2017-18 Annual allocation for building renewal works BLDG Infra Svcs Buildings Recreation and culture 375,000 375,000 375,000 375,000 2018-19 Annual allocation for building renewal works BLDG Infra Svcs Buildings Recreation and culture 435,000 435,000 435,000 435,000 2019-20 Annual allocation for building renewal works BLDG Infra Svcs Buildings Recreation and culture 500,000 500,000 500,000 500,000 2020-21 Annual allocation for building renewal works BLDG Infra Svcs Buildings Recreation and culture 525,000 525,000 525,000 525,000 2021-22 Annual allocation for building renewal works BLDG Infra Svcs Buildings Recreation and culture 710,000 710,000 710,000 710,000 2022-23 Annual allocation for building renewal works BLDG Infra Svcs Buildings Recreation and culture 710,000 710,000 710,000 710,000 2023-24 Annual allocation for building renewal works BLDG Infra Svcs Buildings Recreation and culture 1,125,000 1,125,000 1,125,000 1,125,000 2024-25 Annual allocation for building renewal works BLDG Infra Svcs Buildings Recreation and culture 1,000,000 1,000,000 1,000,000 1,000,000 2025-26 Annual allocation for building renewal works BLDG Infra Svcs Buildings Recreation and culture 1,550,000 1,550,000 1,550,000 1,550,000 2026-27 Annual allocation for building renewal works BLDG Infra Svcs Buildings Recreation and culture 1,350,000 1,350,000 1,350,000 1,350,000

Waste Management - - - 2017-18 Davis Road New Waste Cell No 3 WASTE1 Sust Devpmt Waste Management Facilities Community amenities 300,000 300,000 - 300,000 Waste Management Reserve 300,000 2017-18 Implement Landfill Capping & Closure Plan - old area WASTE2 Sust Devpmt Waste Management Facilities Community amenities 850,654 850,654 - 850,654 Waste Management Reserve 850,654 2017-18 Implement Landfill Capping & Closure Plan - phase 1 WASTE2 Sust Devpmt Waste Management Facilities Community amenities 1,262,500 1,262,500 - 1,262,500 Waste Management Reserve 1,262,500 2019-20 Implement Landfill Capping & Closure Plan - phase 2 WASTE2 Sust Devpmt Waste Management Facilities Community amenities 1,387,500 1,387,500 - 1,387,500 Waste Management Reserve 1,387,500 2020-21 Implement Landfill Capping & Closure Plan - phase 3 WASTE2 Sust Devpmt Waste Management Facilities Community amenities 1,262,500 1,262,500 - 1,262,500 Waste Management Reserve 1,262,500 2017-18 Waste Tfr Stn & Resource Recovery Facility - preliminary works WASTE3 Sust Devpmt Waste Management Facilities Community amenities 43,750 43,750 - 43,750 Waste Management Reserve 43,750 2017-18 Waste Tfr Stn & Resource Recovery Facility - preliminary works WASTE3 Sust Devpmt Waste Management Facilities Community amenities 75,000 75,000 - 75,000 Waste Management Reserve 75,000 2018-19 Waste Tfr Stn & Resource Recovery Facility - equipment procurement WASTE3 Sust Devpmt Waste Management Facilities Community amenities 543,750 543,750 - 543,750 Waste Management Reserve 543,750 2019-20 Waste Tfr Stn & Resource Recovery Facility - construction WASTE3 Sust Devpmt Waste Management Facilities Community amenities 3,775,000 3,775,000 - 3,775,000 Waste Management Reserve 3,775,000 2024-25 Investment in Capes Regional Waste Facility WASTE4 Sust Devpmt Waste Management Facilities Community amenities 3,750,000 3,750,000 - 3,750,000 Waste Management Reserve 3,750,000 2025-26 Investment in Capes Regional Waste Facility WASTE4 Sust Devpmt Waste Management Facilities Community amenities 3,750,000 3,750,000 - 3,750,000 Waste Management Reserve 3,750,000 2026-27 Investment in Capes Regional Waste Facility WASTE4 Sust Devpmt Waste Management Facilities Community amenities 3,750,000 3,750,000 - 3,750,000 Waste Management Reserve 3,750,000

Carparks - - - 2017-18 Annual allocation & MRYP eastern car park expansion CAR1 Infra Svcs Car Parks Transport 10,000 40,000 50,000 50,000 50,000 2018-19 Annual allocation CAR1 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2019-20 Annual allocation CAR1 Infra Svcs Car Parks Transport 10,000 - 10,000 10,000 10,000 2020-21 Annual allocation & MRYP southern car park expansion & Cowaramup CAR1 Infra Svcs Car Parks Transport 10,000 260,000 270,000 160,000 110,000 Road Asset Reserve 270,000 2021-22 Annual allocation & Wallcliffe Road CAR1 Infra Svcs Car Parks Transport 10,000 100,000 110,000 110,000 110,000 2022-23 Annual allocation CAR1 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2023-24 Annual allocation CAR1 Infra Svcs Car Parks Transport 10,000 - 10,000 10,000 10,000 2024-25 Annual allocation & Gracetown main beach CAR1 Infra Svcs Car Parks Transport 10,000 285,000 295,000 10,000 285,000 Landcorp 295,000 2025-26 Annual allocation & Community Childcare site CAR1 Infra Svcs Car Parks Transport 10,000 100,000 110,000 110,000 110,000 2026-27 Annual allocation CAR1 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2017-18 Disabled carparking upgrades - annual allocation CAR2 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2018-19 Disabled carparking upgrades - annual allocation CAR2 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2019-20 Disabled carparking upgrades - annual allocation CAR2 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2020-21 Disabled carparking upgrades - annual allocation CAR2 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2021-22 Disabled carparking upgrades - annual allocation CAR2 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2022-23 Disabled carparking upgrades - annual allocation CAR2 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2023-24 Disabled carparking upgrades - annual allocation CAR2 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2024-25 Disabled carparking upgrades - annual allocation CAR2 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2025-26 Disabled carparking upgrades - annual allocation CAR2 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000 2026-27 Disabled carparking upgrades - annual allocation CAR2 Infra Svcs Car Parks Transport 10,000 10,000 10,000 10,000

Airstrips - - - 2017-18 Airstrip renewal projects - annual allocation AIR1 Infra Svcs Aerodromes Transport 10,000 10,000 10,000 10,000 2018-19 Airstrip renewal projects - annual allocation AIR1 Infra Svcs Aerodromes Transport 10,000 10,000 10,000 10,000 2019-20 Airstrip renewal projects - annual allocation AIR1 Infra Svcs Aerodromes Transport 10,000 10,000 10,000 10,000 2020-21 Airstrip renewal projects - annual allocation AIR1 Infra Svcs Aerodromes Transport 10,000 10,000 10,000 10,000





Expansion/

Upgrade

Total Capital


Previous Period

Funding Total Funding2021-22 Airstrip renewal projects - annual allocation AIR1 Infra Svcs Aerodromes Transport 10,000 10,000 10,000 10,000 2022-23 Airstrip renewal projects - annual allocation AIR1 Infra Svcs Aerodromes Transport 10,000 10,000 10,000 10,000 2023-24 Airstrip renewal projects - annual allocation AIR1 Infra Svcs Aerodromes Transport 20,000 20,000 20,000 20,000 2024-25 Airstrip renewal projects - annual allocation AIR1 Infra Svcs Aerodromes Transport 10,000 10,000 10,000 10,000 2025-26 Airstrip renewal projects - annual allocation AIR1 Infra Svcs Aerodromes Transport 30,000 30,000 30,000 30,000 2026-27 Airstrip renewal projects - annual allocation AIR1 Infra Svcs Aerodromes Transport 10,000 10,000 10,000 10,000 2021-22 Augusta Airstrip - relocation of Aero Club hangar AIR2 Infra Svcs Aerodromes Transport 30,000 30,000 30,000 30,000 2017-18 Margaret River Airstrip - new access road (due to construction of Perimeter Rd) AIR3 Infra Svcs Aerodromes Transport 500,000 500,000 - 500,000 MRWA if funds allow 500,000

Boatramps - - - 2017-18 Boat Ramps - Renewal - annual allocation BOAT1 Infra Svcs Boat Ramps and Jetties Transport - - - - 2018-19 Boat Ramps - Renewal - annual allocation BOAT1 Infra Svcs Boat Ramps and Jetties Transport 160,000 160,000 160,000 160,000 2019-20 Boat Ramps - Renewal - annual allocation BOAT1 Infra Svcs Boat Ramps and Jetties Transport 80,000 80,000 80,000 80,000 2020-21 Boat Ramps - Renewal - annual allocation BOAT1 Infra Svcs Boat Ramps and Jetties Transport 80,000 80,000 80,000 80,000 2021-22 Boat Ramps - Renewal - annual allocation BOAT1 Infra Svcs Boat Ramps and Jetties Transport 80,000 80,000 80,000 80,000 2022-23 Boat Ramps - Renewal - annual allocation BOAT1 Infra Svcs Boat Ramps and Jetties Transport 80,000 80,000 80,000 80,000 2023-24 Boat Ramps - Renewal - annual allocation BOAT1 Infra Svcs Boat Ramps and Jetties Transport 80,000 80,000 80,000 80,000 2024-25 Boat Ramps - Renewal - annual allocation BOAT1 Infra Svcs Boat Ramps and Jetties Transport 80,000 80,000 80,000 80,000 2025-26 Boat Ramps - Renewal - annual allocation BOAT1 Infra Svcs Boat Ramps and Jetties Transport 80,000 80,000 80,000 80,000 2026-27 Boat Ramps - Renewal - annual allocation BOAT1 Infra Svcs Boat Ramps and Jetties Transport 80,000 80,000 80,000 80,000 2017-18 Boat Ramps - Upgrade program BOAT2 Infra Svcs Boat Ramps and Jetties Transport - - -

Other Infrastructure - - - 2017-18 Augusta Foreshore Walls Walls Infra Svcs Parks and Reserves Transport - - - - 2018-19 Augusta Foreshore Walls Walls Infra Svcs Parks and Reserves Transport 100,000 100,000 100,000 100,000 2019-20 Augusta Foreshore Walls Walls Infra Svcs Parks and Reserves Transport 200,000 200,000 200,000 200,000 2017-18 Darch Trail Extension to new pedestrian bridge DARCH Infra Svcs Parks and Reserves Transport 50,000 50,000 50,000 50,000 2017-18 C ape Leeuwin Tourism Precinct - Stage 2 CLPREC Infra Svcs Parks and Reserves Transport 150,000 150,000 75,000 75,000 Grant required 150,000 2018-19 C ape Leeuwin Tourism Precinct - Stage 3 CLPREC Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Grant required 100,000 2019-20 C ape Leeuwin Tourism Precinct - Stage 4 CLPREC Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Grant required 100,000 2020-21 C ape Leeuwin Tourism Precinct - Stage 5 CLPREC Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Grant required 100,000 2021-22 Rivermouth-Gas Bay plan implementation - Stage 1 RMGAS Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Grant required 100,000 2022-23 Rivermouth-Gas Bay plan implementation - Stage 2 RMGAS Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Grant required 100,000 2023-24 Rivermouth-Gas Bay plan implementation - Stage 3 RMGAS Infra Svcs Parks and Reserves Transport 100,000 100,000 100,000 100,000 2024-25 Rivermouth-Gas Bay plan implementation - Stage 4 RMGAS Infra Svcs Parks and Reserves Transport 100,000 100,000 100,000 100,000 2017-18 Wadandi Track - annual allocation TRACK Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Lotterywest ? 100,000 2018-19 Wadandi Track - annual allocation TRACK Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Lotterywest ? 100,000 2019-20 Wadandi Track - annual allocation TRACK Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Lotterywest ? 100,000 2020-21 Wadandi Track - annual allocation TRACK Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Lotterywest ? 100,000 2021-22 Wadandi Track - annual allocation TRACK Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Lotterywest ? 100,000 2022-23 Wadandi Track - annual allocation TRACK Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Lotterywest ? 100,000 2023-24 Wadandi Track - annual allocation TRACK Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Lotterywest ? 100,000 2024-25 Wadandi Track - annual allocation TRACK Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Lotterywest ? 100,000 2025-26 Wadandi Track - annual allocation TRACK Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Lotterywest ? 100,000 2026-27 Wadandi Track - annual allocation TRACK Infra Svcs Parks and Reserves Transport 100,000 100,000 50,000 50,000 Lotterywest ? 100,000 2017-18 Bridle Trails - annual allocation BRIDLE Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2018-19 Bridle Trails - annual allocation BRIDLE Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2019-20 Bridle Trails - annual allocation BRIDLE Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2020-21 Bridle Trails - annual allocation BRIDLE Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2021-22 Bridle Trails - annual allocation BRIDLE Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2022-23 Bridle Trails - annual allocation BRIDLE Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2023-24 Bridle Trails - annual allocation BRIDLE Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2024-25 Bridle Trails - annual allocation BRIDLE Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2025-26 Bridle Trails - annual allocation BRIDLE Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2026-27 Bridle Trails - annual allocation BRIDLE Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2017-18 MTB Trail Development - annual allocation MTB Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2018-19 MTB Trail Development - annual allocation MTB Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2019-20 MTB Trail Development - annual allocation MTB Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2020-21 MTB Trail Development - annual allocation MTB Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2021-22 MTB Trail Development - annual allocation MTB Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2022-23 MTB Trail Development - annual allocation MTB Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2023-24 MTB Trail Development - annual allocation MTB Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2024-25 MTB Trail Development - annual allocation MTB Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2025-26 MTB Trail Development - annual allocation MTB Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2026-27 MTB Trail Development - annual allocation MTB Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2017-18 Augusta Interpretation Plan - annual allocation AINTERP Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2018-19 Augusta Interpretation Plan - annual allocation AINTERP Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2019-20 Augusta Interpretation Plan - annual allocation AINTERP Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2020-21 Augusta Interpretation Plan - annual allocation AINTERP Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2021-22 Augusta Interpretation Plan - annual allocation AINTERP Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2022-23 Augusta Interpretation Plan - annual allocation AINTERP Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2023-24 Augusta Interpretation Plan - annual allocation AINTERP Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2024-25 Augusta Interpretation Plan - annual allocation AINTERP Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2025-26 Augusta Interpretation Plan - annual allocation AINTERP Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2026-27 Augusta Interpretation Plan - annual allocation AINTERP Infra Svcs Parks and Reserves Transport 20,000 20,000 20,000 20,000 2017-18 Signage - Tourism directional and entry AINTERP Infra Svcs Parks and Reserves Transport 10,000 10,000 20,000 20,000 20,000 2018-19 Signage - Tourism directional and entry AINTERP Infra Svcs Parks and Reserves Transport 10,000 10,000 20,000 20,000 20,000 2019-20 Signage - Tourism directional and entry AINTERP Infra Svcs Parks and Reserves Transport 10,000 10,000 20,000 20,000 20,000 2020-21 Signage - Tourism directional and entry AINTERP Infra Svcs Parks and Reserves Transport 10,000 10,000 20,000 20,000 20,000 2021-22 Signage - Tourism directional and entry AINTERP Infra Svcs Parks and Reserves Transport 10,000 10,000 20,000 20,000 20,000 2022-23 Signage - Tourism directional and entry AINTERP Infra Svcs Parks and Reserves Transport 10,000 10,000 20,000 20,000 20,000 2023-24 Signage - Tourism directional and entry AINTERP Infra Svcs Parks and Reserves Transport 10,000 10,000 20,000 20,000 20,000 2024-25 Signage - Tourism directional and entry AINTERP Infra Svcs Parks and Reserves Transport 10,000 10,000 20,000 20,000 20,000 2025-26 Signage - Tourism directional and entry AINTERP Infra Svcs Parks and Reserves Transport 10,000 10,000 20,000 20,000 20,000 2026-27 Signage - Tourism directional and entry AINTERP Infra Svcs Parks and Reserves Transport 10,000 10,000 20,000 20,000 20,000 2018-19 Prevelly Gnarabup Coastal Works GNARA Infra Svcs Parks and Reserves Transport 150,000 150,000 75,000 75,000 Coastal Adaptation Program grant 150,000 2019-20 Prevelly Gnarabup Coastal Works GNARA Infra Svcs Parks and Reserves Transport 150,000 150,000 75,000 75,000 Coastal Adaptation Program grant 150,000 2020-21 Prevelly Gnarabup Coastal Works GNARA Infra Svcs Parks and Reserves Transport 150,000 150,000 75,000 75,000 Coastal Adaptation Program grant 150,000 2021-22 Prevelly Gnarabup Coastal Works GNARA Infra Svcs Parks and Reserves Transport 150,000 150,000 75,000 75,000 Coastal Adaptation Program grant 150,000 2022-23 Prevelly Gnarabup Coastal Works GNARA Infra Svcs Parks and Reserves Transport 150,000 150,000 75,000 75,000 Coastal Adaptation Program grant 150,000 2023-24 Prevelly Gnarabup Coastal Works GNARA Infra Svcs Parks and Reserves Transport 150,000 150,000 75,000 75,000 Coastal Adaptation Program grant 150,000 2024-25 Prevelly Gnarabup Coastal Works GNARA Infra Svcs Parks and Reserves Transport 150,000 150,000 75,000 75,000 Coastal Adaptation Program grant 150,000

- - - Major Once Off Projects for New Works Transport - - -

2025-26 Caves Rd/Wallcliffe Rd Roundabout ROAD_SP Infra Svcs Roads Transport 1,000,000 1,000,000 - 1,000,000 MRWA 1,000,000 - - -

$117,235,635 $45,971,457 $31,822,531 $0 $500,000 $31,845,295 $0 $2,450,000 $4,646,352 $0 $117,235,635

Documents

Long Term Financial Plan...The Annual Budget is obtained from the first year of the Corporate Business Plan. The Long Term Financial Plan models resourcing implications of alternative