Combined Delivery Program and Operational Plan 2019 2023

Combined
Delivery Program &

Operational Plan
2019 – 2023
Combined Delivery Program & Operational Plan Page 1

Message from the Mayor
and General Manager
It is with pleasure we present to you the Bland Shire that will be undertaken each year. The Operational
Council Combined Delivery Program and Plan identifies measures to determine the
Operational Plan. These plans suppport and effectiveness of the programs, projects and
underpins the Community Strategic Plan Your services contained within the plan.
Vision, Our Future 2017-2027.
The challenges that face Local Government have
Local Government service provision has become increasingly difficult due to the financial
transformed significantly over recent years and pressures placed on councils (such as Fit for the
local Councils have moved beyond the traditional Future) and the fact that costs have been
narrow emphasis of roads, rates and rubbish increasing at a far greater rate than generated
towards broader objectives to promote the social, income.
economic, environmental and cultural wellbeing of
communities. The Bland Shire is proud that it has a workforce
dedicated to self improvement and the acquisition
Over a similar period, community expectations of of additional skills and knowledge so they can
local government have increased while other levels provide the most efficient and cost effective delivery
of government have devolved various functions to of services across a very wide and diverse range of
local government. The overall effect is that councils activities.
must provide a greater range of services while
endeavouring to meet higher standards and the With prudent financial planning and commitment to
Resourcing Strategy will assist Council to achieve community, Council has been able to meet the
the goals and strategies outlined in the Community goals it set itself on the road to becoming Fit for the
Strategic Plan, Delivery Program and Operational Future and continues to streamline and review
Plan. processes while meeting challenges head on to
ensure financial sustainability for many years to
The Delivery Program is adopted every four years secure a vibrant and prosperous future.
and is essentially a statement of commitment to the
community from the Council. The Delivery Program
is directly linked to the objectives within the
Community Strategic Plan. The Delivery Program is
designed to be the single point of reference and all
plans, projects, activities and funding allocations
must be directly linked to this program.
The Operational component of the Plan is updated

on an annual basis and supports the actions and
objectives of the Delivery Program and Community
Strategic Plan. The annual budget is based on the Brian Monaghan Ray Smith
Operational Plan as it details projects and activities Mayor General Manager

Table of
Contents
Message from the Mayor and
3
General Manager
Our Shire 5
Our Council 6
Our Councillors 10
Our Planning Process 11
Your Vision, Our Future 12
Planning and Reporting

13
Framework
Reporting our Progress 14
Our Objectives 15
Delivery Program Strategies

16
& Operational Plan
Four year Operational Budget 79

Our Shire
The Local Government Area of Bland is located on
the northern fringes of the Riverina, New South
Wales.
The Shire’s major centre of West Wyalong is

located on the junction of the Newell and Mid
Western Highways and within a 160 kilometre
radius of Wagga Wagga, Griffith, Forbes, Parkes
and Cowra and within 300 kilometres of Canberra –
providing an authentic rural lifestyle with the
conveniences of the city well within reach.
Communities located within the Bland Shire include

Barmedman, Kikoira, Mirrool, Naradhan, Tallimba,
Ungarie, Weethalle and Wyalong.
TOTAL POPULATION
5959
(Source: ABS Bland (A) (LGA) Regional Population
Table, Created March 2017)
POPULATION—MALE The Bland Shire offers outstanding Council owned

parks and gardens, sporting and community
3054 facilities, terrific schools, key medical and business
facilities and boasts a fierce and unique community
POPULATION—FEMALE spirit.
2905
The community is proud of its facilities and services
but Council and the community believe the Shire’s
COUNCIL AREA (SQ KM) greatest asset is its people.
8557.7
The Bland Shire has a rich history and a vibrant
future. Today the Shire is a blossoming rural
MEDIAN AGE economy built around sheep, cattle, wheat and
41.7 Years other crop varieties while in more recent times the
Shire has also experienced significant
MEDIAN TOTAL INCOME developments away from agriculture. Evolution
Mining operates a gold mine at Lake Cowal while
2013 - $36,390 Pace Farm has the biggest egg producing facility in
the southern hemisphere.
POPULATION DENSITY
0.7 PERSONS per KM2

Our Council
The Integrated Planning and Reporting Framework
sets the strategic direction for the provision of
infrastructure and services throughout the Shire. Bland
Shire Council provides and maintains millions of dollars
worth of assets, from the essential infrastructure of
roads, paths, kerb and gutter, wastewater and waste
management, to the parks, playgrounds, community
buildings and amenities that enhance the quality of life
for our residents and visitors.
Council’s road network

comprises:
 707km of sealed roads
 184km of Regional sealed roads
 2,370km of unsealed roads
 34km of footpaths and shared pathways
 190km of kerbs and gutters
 9 bridges
 46 pedestrian bridges
 2 car parks
 1,269 culverts
Materials for the construction and maintenance of

these road and infrastructure assets are provided by
99 privately owned gravel pits and 3 Council owned
pits located on road reserves, while its equipment is
stored at two Council depots.

Council also provides many
facilities to help create a strong,
cohesive and creative
community
There are a total of 143 buildings and structures
including:
 Library/Visitor Information Centre/
Administration offices
 Children’s Services Unit
 Community Care Centre
 Public Halls
 Museums
 Men’s Shed
 Buildings under Crown Trust reserves
and Council Section 355 Committees.

To encourage the community
to get active and enjoy our
enviable climate
Council provides:
 17 parks and recreational spaces
 14 playgrounds
 7 sporting precincts including 9 ovals
 Wetlands
 2 swimming complexes
 Outdoor fitness circuit

In addition, Council operates and
maintains:
 West Wyalong Stadium
 17 public toilets/amenities blocks
 5 cemeteries
 3 sewerage treatment plants
 Livestock saleyards
 Aerodrome
 8 landfills
 Animal pound

Our Councillors
Brian Monaghan Liz McGlynn Cr Bruce Baker

Mayor & Councillor Deputy Mayor & Councillor
Cr Rodney Crowe Cr Penny English Cr Kerry Keatley
Cr Tony Lord Cr Murray Thomas Cr Jan Wyse

Our Planning Process
Social Justice Principles of access, equity,
participation and rights were included.
A wide range of consultations were held to reach

each of these target groups as outlined in Council’s
Community Engagement Strategy including online
and hard copy surveys, attendance at various
community events, face to face meetings and
competitions, movie nights, workshops and
community forums.
The feedback results were analysed, grouped and

presented to Council for consideration while
developing the Community Strategic Plan.
Using the data and analysis key objectives were

identified across the four themes – Our People, Our
Places, Our Leadership and Our Prosperity.
Strategies have been developed for each of the

objectives addressing how Council will work
towards achieving their goals, resulting in the
Delivery Program and Operational Plan.
Community Engagement The Community Strategic Plan and combined

Strategy for the Bland Shire Delivery Program and Operational Plans were
developed balancing the wants and needs of the
2027 Vision community with Council’s limited resources. Once
Prior to developing the Community Strategic Plan, the priorities were established using the feedback
Bland Shire Council adopted a Community from the community, the Resourcing Strategy
Engagement Strategy committing Council to one of encompassing the Workforce Assessment Plan and
the largest community consultation process in its Strategy, Long Term Financial Plan and Asset
history. Management Strategy were developed to guide
Council in meeting those objectives and strategies.
The Community Engagement Stragegy outlined the
framework from which Council worked to engage its In essence, the engagement process was a
community in the development, adoption and commitment by Council to a process of meaningful
review of its Community Strategic Plan. communication with the community to capture the
wants, needs and vision of the community for the
To ensure all members of our community were Bland Shire’s future.
given an opportunity to “have their say”, a broad
engagement process was undertaken ensuring the

Your Vision, Our Future
Your Vision, Our Future, Bland Shire
Community Strategic Plan is based on extensive
engagement with the Community, Councillors,
Council staff and relevant government authorities.
It provides meaningful and relevant objectives for

both the Council and the community to strive for in
cooperation with each other and will determine the
future direction of Council and its resources.
The process has followed the Office of Local

Governments guidelines including a vision
statement, strategic objectives for the community
that address the social, environmental, economic
and civic leadership objectives and the strategies to
achieve those objectives.
These strategies are presented in four themes:
Our People
Our Places
Our Leadership
Our Prosperity
Each Strategy is supported with:
 How we will get there

 Performance Measure(s)
 Who can help us
Each of the strategies has been identified as

addressing one or more of the following categories:
Social, Environmental, Economic and Civic
Leadership.

Local Government
Planning and Reporting
Framework
Community Strategic Plan (10 Years)

Reflects the community’s vision and outlines the key long term objectives which
set the direction for the future. It is developed and delivered as a partnership
between Council and the community.
Resourcing Strategy (10 Years)

Includes information on the time, the people, the money and the assets required
by Council to progress the strategies within the Delivery Program and
Operational Plan. It includes the Asset Management Strategy, Long Term
Financial Plan and Workforce Assessment Plan.
Delivery Program (4 Years) and

Operational Plan (1 Year)
Details the strategies and actions across the operational areas of Council that
will be undertaken to achieve the community objectives as stated in the
Community Strategic Plan.

Reporting Our Progress
Performance Measures
The Community Strategic Plan is presented within
four themes Our People, Our Places, Our
Leadership and Our Prosperity. Each of these
themes has a number of Delivery Targets and
Operational Actions including performance
measures to be achieved. Each of the performance
measures feed into a series of key performance
indicators.
The progress towards the key performance

indicators will be reported to the community in line
with the election cycle and the End of Term Report.
Monitoring & Reporting

It is important to track and report on our progress in
delivering our Community Strategic Plan over the
ten year period. Council will report to the community
at regular intervals on what has been achieved and
the progress towards the performance measures.
All reports will be made available to the community

at Council meetings and on Council’s website.
Councils management team will internally monitor
on a quarterly basis the output and actions as
detailed in the four year Delivery Program and one
year Operational Plan. The outcomes will be
formally reported to Council, the Community and
staff on at least, a six monthly basis.
Whilst some performance measures can be clearly

quantified, it does not necessarily mean the
community is aware of, fully appreciates, or is fully
satisfied with, the extent of progress made.
Therefore, there are also qualitative measures
included that represent community response.
A community satisfaction survey will be undertaken

every four years to gauge whether the community is
satisfied with progress and where priorities could or
should be assigned to particular areas in the future.
The survey will be undertaken in the fourth year of
the Council term.

Our Objectives
Our People - A Strong, healthy, connected and inclusive community
1. Ensure health and support services 3. Nurture a strong sense of community and
address the needs of the community enrich the cultural life of the residents
2. Partner with organisations to strengthen 4. Ensure services are accessible for all
community health and safety residents
Our Places - Maintain & improve the Shire’s assets & infrastructure
5. Work in partnership with key stakeholders 8. Ensure that public places and facilities are
to provide equitable access to Council’s well maintained and easily accessible
road infrastructure, services and facilities 9. Develop, implement and monitor
6. Manage waste and recycling to improve appropriate programs, plans and budgets
the utilisation of existing resources, for the effective and efficient management
including exploring new technologies of Council’s assets and infrastructure
7. Manage water and sewerage resources
Our Leadership - A well run Council acting as the voice of the

community
10. To provide quality leadership, governance 12. Lead the community

and management to develop strong 13. Develop and maintain a framework of
community partnerships plans and policies that ensures open and
11. Provide opportunities for all stakeholders transparent Council information
to contribute to Council’s decision making
Our Prosperity - Growing our population and jobs
14. Visitors and tourists are welcomed 16. Work with our communities and
15. Promote the Shire as a place to do businesses to use our resources in a
business sustainable way for the future of the Bland
Shire

Delivery Program
Strategies &
Operational Plan

How to read this plan

Our People
A Strong, healthy, connected and inclusive community
Our Objectives
1. Ensure health and support services
address the needs of the community
2. Partner with organisations to strengthen
community health and safety
3. Nurture a strong sense of community
and enrich the cultural life of the
residents
4. Ensure services are accessible for all
residents

Ensure health and support services address
1. the needs of the community
Delivery Program (4 years) 2019 - 2023
Strategy 1.1
Maintain active communication with health and allied health providers
Performance Measure
 Increase in the knowledge disseminated relating to health and allied health services
Operational Plan (1 year) 2019/20
Action Responsibility
1.1.1 Maintain active relationships and communication with health services, Director Corporate,
relevant allied health providers and medical practices within the Shire Community,
KPI: Quarterly Contact Development &
Regulatory Services
1.1.2 Partner with local health services to implement workshops and provide Community Development
resources to the community Officer
KPI: Quarterly Contact

Ensure health and support services address
1. the needs of the community
Strategy 1.2
Provide services to the frail, aged, disabled and their carers
Performance Measure
 Increase in the number of Bland Shire residents accessing services for frail, aged and their carers
1.2.1 Review existing services to ensure service model is in line with Community Care
government requirements Coordinator
KPI: Annual Review as per funding requirements
1.2.2 Develop and implement programs to ensure need is being met Community Care
KPI: Annual Review Coordinator
1.2.3 Network with aged care and disability service providers to strengthen Community Care
relationships within community Coordinator
KPI: Quarterly contact
1.2.4 Provide aged care services to towns and villages in the Shire Community Care
KPI: as identified Coordinator
1.2.5 Undertake a service survey for Aged Care Services Community Care
KPI: Annual service survey undertaken Coordinator
1.2.6 Investigate alternative funding and collaborative initiatives to maximise Director Corporate,
opportunities for the community in the areas of Childrens Services and Community,
HACC Development &
KPI: As identified Regulatory Services

Partner with organisations to strengthen
2. community health and safety
Strategy 2.1
Develop and support community partnerships to increase a sense of safety and wellbeing within the community
Performance Measure
 Increased number of opportunities to provide information to the community
2.1.1 Provide education programs on road safety, in line with RMS funding Road Safety Officer
KPI: Minimum of two programs per year
2.1.2 Remove offensive graffiti from Council infrastructure as soon as practical Coordinator Urban
dependant on location and degree of offensiveness and report to Police
KPI: Removed within two days
2.1.3 Provide work health & safety and risk management information for Contract Compliance &
volunteers and contractors WHS Officer
KPI: Update information annually
2.1.4 Support and promote young driver educational programs Community Development
KPI: Two programs per year Officer
2.1.5 Continue partnership with NSW Food Authority and continue to promote Manager Development &
the Scores on Doors program Regulatory Services
KPI: As required
2.1.6 Inspect all High and Medium Risk Food Premises Manager Development &
KPI: Yearly Inspections Regulatory Services
2.1.7 Continue partnership with NSW Public Health Manager Development &
KPI: As required Regulatory Services
2.1.8 Inspect all Skin Penetration Premises and Mortuaries Manager Development &
KPI: Yearly Inspections Regulatory Services
2.1.9 Implement Councils on site waste management systems inspection Manager Development &
program Regulatory Services
KPI: Ungarie (non-sewered area), Tallimba, Barmedman (non-sewered
area), Mirrool, Weethalle, Rural Properties, non-sewered parts of
Wyalong and West Wyalong
2.1.10 Promote the continued use of online training program for Food Safety Manager Development &
KPI: Social media, Council notices and community noticeboard twice per Regulatory Services
year
2.1.11 Promote Mental Health month Community Development
KPI: Support and conduct one event per year Officer
2.1.12 Implement and monitor Council’s swimming pool inspection program Manager Development &
policy Regulatory Services
KPI: Undertake every three years – 2017 & 2020

Nurture a strong sense of community and enrich the
3. cultural life of the residents
Strategy 3.1
Develop and support a strong sense of community, providing advice and support to community groups
Performance Measure
 Increase in the number of workshops, events and grant applications applied for
3.1.1 Actively work for the community to identify additional funding to achieve Community Relations
community goals by promoting and assisting with external grant Officer
applications
KPI: Assisting at least four community groups each year
3.1.2 Investigate new initiatives to promote and engage volunteers and seek Community Development
to strengthen relationships Officer
KPI: One volunteer event/workshop per year
3.1.3 Recognise and celebrate volunteers for National Volunteer Week Community Development
KPI: Hold one event per year. Link volunteers with local events Officer
3.1.4 Facilitate Community Reference Group and report through Manex to Community Relations
Council Officer
KPI: Call for agenda items at least five times a year
3.1.5 Administer Council’s Strengthening Communities Grant programs Community Relations
KPI: 100% applications considered Officer
3.1.6 Facilitate and support groups that build skills and social inclusion Community Development
including workshops/presentations Officer
KPI: Two workshops per year
3.1.7 Apply for external grant funding to implement Tourism and Business Senior Economic
programs and projects Development & Tourism
KPI: Two grant applications per year with appropriate matched funding Advisor
3.1.8 Facilitate and progress implementation of the successful SCCF grant for Manager Development &
the Community Cinema project Regulatory Services
KPI: Project completion in accordance with funding agreement and
milestones
3.1.9 Monitor and progress any applications for funding under proposed General Manager
Round 3 of the SCCF
KPI: Successful projects identified and progressed in accordance with
funding agreement and milestones

3.1.10 Facilitate and progress implementation of the successful SCCF grant for Director Asset &
power and sports lighting to West Wyalong Rugby and Rodeo Clubs Engineering Services
milestones
3.1.11 Facilitate and progress implementation of the successful SCCF grant for Engineering Services
the Kikoira Hall amenities block and kitchen upgrade Manager
milestones

Strategy 3.2
Provide cultural activities and community programs that foster social development and community wellbeing
Performance Measure
 Number of residents satisfied with range and quality of cultural events
3.2.1 Continue membership and participation with Eastern Riverina Arts Inc Community Relations
KPI: Annual Membership Officer
3.2.2 Facilitate visiting artist/exhibition/performance Community Relations
KPI: One annually Officer
3.2.3 Provide a range of community programs and activities for children and Director Corporate,
seniors Community,
KPI: Four activities per year Development &
Regulatory Services
3.2.4 Facilitate a Bland Flavour Festival Community Relations
KPI: Successful event within budget allocation Officer

Strategy 3.3
Support and strengthen our indigenous culture and history
Performance Measure
 Increased number of engagement opportunities
3.3.1 Contribute to the positive working relationship with the Local Aboriginal General Manager
Lands Council
KPI: Meet with WWLALC at least annually
3.3.2 Fly the Aboriginal Flag at Council on days of Aboriginal significance. Community Relations
KPI: Flag flown on National Reconciliation Week, NAIDOC Week and Officer
other special occasions and events where it is deemed appropriate,
including the anniversary of the Apology (weather permitting)

Strategy 3.4
Foster a community learning culture optimising our physical and virtual spaces
Performance Measure
 Increase number of community members accessing and utilising our library services
3.4.1 Continue to promote the library as a community hub being utilised by all Library Services Officer
community members
KPI: Membership remains stable, 5% increase library visits
3.4.2 Foster lifelong learning through the provision of community programs Library Services Officer
KPI: Six programs per year
3.4.3 Ensure Library content and services are available to the community in Library Services Officer
various platforms
KPI: Usage increase of 5%

Ensure services are accessible for all residents
4.
Strategy 4.1
Facilitate Council events to build social capital and a sense of belonging within the community
Performance Measure
 All KPI’s met or exceeded each year
4.1.1 Coordinate annual Australia Day Celebrations and Awards Community Relations
KPI: Annual event Officer
4.1.2 Coordinate Youth Week Activities Community Development
KPI: Annual event Officer
4.1.3 Coordinate Aged Care Expo Community Care
KPI: Bi-annual – 2017 & 2019 Coordinator
4.1.4 Coordinate Seniors Weeks Activities Community Care
KPI: Annual event Coordinator
4.1.5 Coordinate Community Expo/Event Children’s Services
KPI: Bi-annual – 2019 Coordinator
4.1.6 Conduct Library school holiday activities Library Services Officer
KPI: Three times per year
4.1.7 Conduct school holiday activities Community Development
KPI: Three times per year Officer
4.1.8 Conduct Vacation Care program Children’s Services
KPI:32 days per year Coordinator
4.1.9 Facilitate Bland Shire Interagency meetings Community Development
KPI: Twice per year Officer

4.
Strategy 4.2
Provide quality, accredited and affordable Education and care services within Bland Shire and surrounds (Bland
Preschool, Family Day Care, Mobile Resource Unit Vacation Care and Toy Library services)
Performance Measure
 Increase in community members who are accessing or satisfied with our education and care services
 All licensing requirements met across all services
4.2.1 Undertake a service survey for Bland Shire Council Children’s Services Children’s Services
KPI: Annual service survey undertaken Coordinator
4.2.2 Implement and update annual Quality Improvement Plans – All Children’s Services
Children’s Services areas Coordinator
KPI: Annually
4.2.3 Meet licensing, regulation and quality standards as set by state and Children’s Services
federal government – All Children’s Services areas Coordinator
KPI: As required by Department/s
4.2.4 Review and update all service policy and procedures as required – All Children’s Services
Children’s Services areas Coordinator
KPI:33% reviewed annually
4.2.5 Undertake toy library stock take Children’s Services
KPI: Annually Coordinator
4.2.6 Provide access to Toy Library resources to residents via Mobile Children’s Services
Resource Unit Playgroups, Family Day Care and ITAV Sessions Coordinator
KPI: Minimum 10 opportunities each year

4.
Strategy 4.3
Actively engage with the community and promote open communication
Performance Measure
 Increase in number of community members accessing Council information
4.3.1 In liaison with relevant staff, establish, maintain and regularly update a Community Relations
relevant online presence by ensuring that Council’s website is engaging, Officer
up to date and rich in easily accessible content
KPI: Annual review of content
4.3.2 Coordinate Council notices page in the West Wyalong Advocate Community Relations
KPI: weekly notices Officer
4.3.3 Update the community noticeboard in West Wyalong Community Relations
KPI: Weekly Officer
4.3.4 Maintain and promote community email list Community Relations
KPI: Quarterly update Officer
4.3.5 Produce media releases to inform the community about Council Community Relations
updates, programs, events and initiatives Officer
KPI: as and when required
4.3.6 Showcase Council services and role in the community Community Relations
KPI: Celebrate Local Government Week, Promote services at the West Officer
Wyalong Show
4.3.7 Maintain and update an Events Calendar promoting all local Office of the General
events/workshops/programs Manager - Administration
KPI: Weekly Officer
4.3.8 Monitor and update Council’s social media accounts Community Relations
KPI: 40 posts per year Officer
4.3.9 Ensure all Council social media accounts are conducted in accordance Community Relations
with Council’s Social Media Policy and procedures Officer
KPI: Social media accounts and content reviewed weekly

4.
Strategy 4.4
Actively engage with youth to build social capital and a sense of belonging
Performance Measure
 Increased youth participation in programs and initiatives
4.4.1 Partner with youth and youth service providers (including schools) to Community Development
deliver programs/initiatives that improve wellbeing and build the capacity Officer
of local youth
KPI: Engage with all local schools annually
4.4.2 Attend regional youth focused meetings Community Development
KPI: Two meetings attended per year Officer
4.4.3 Engage young people through a youth group to jointly identify areas of Community Development
need/improvement and the most effective methods for engaging with Officer
youth in the community
KPI: Two interactions per year

Our People
A Strong, healthy, connected and inclusive community
Financial information (Operational)

Our People
Income 2019/20 2020/21 2021/22 2022/23
Community Care $16,610 $17,074 $17,553 $18,044
Community Day Care $86,099 $88,483 $90,832 $93,247
Multi Service Outlet $201,125 $206,859 $212,735 $218,783
Community Care Centre $74,300 $76,158 $78,061 $80,013
Family Day Care $534,576 $548,387 $565,593 $583,784
Mobile Resource Unit $283,424 $291,243 $299,133 $307,253
Preschool $420,607 $431,795 $443,308 $455,156
Library $67,132 $68,695 $70,295 $71,932
Children Services Unit $83,354 $85,437 $87,573 $89,762
Community Development $65,581 $67,180 $68,818 $70,496
Community Relations $5,000 0 0 0
Road Safety 0 0 0 0
Street Lighting $ 35,000 $35,875 $36,772 $37,691
Cycle / Walking Paths 0 0 0 0
Public Health $2,000 $2,050 $2,101 $2,154
Expenditure 2019/20 2020/21 2021/22 2022/23

Community Care $16,610 $17,074 $17,553 $18,045
Community Day Care $86,099 $88,483 $90,832 $93,247
Multi Service Outlet $201,128 $206,859 $212,734 $218,783
Community Care Centre $70,270 $71,174 $72,103 $73,056
Family Day Care $534,576 $548,387 $565,593 $583,784
Mobile Resource Unit $283,424 $291,244 $299,134 $307,253
Preschool $420,607 $431,795 $443,308 $455,156
Library $357,947 $366,994 $376,295 $385,853
Children Services Unit $83,423 $85,827 $88,303 $90,852
Community Development $219,465 $225,509 $231,574 $237,814
Community Relations $176,760 $176,543 $181,462 $186,518
Road Safety $19,000 $19,475 $19,962 $20,461
Street Lighting $162,329 $166,904 $171,614 $176,464
Cycle / Walking Paths $28,080 $27,952 $28,074 $28,199
Public Health $1,010 $1,027 $1,046 $1,064

Our Places
Maintain & improve the Shire’s assets & infrastructure
Our Objectives
5. Work in partnership with key stakeholders
to provide equitable access to Council’s
road infrastructure, services and facilities
6. Manage waste and recycling to improve
the utilisation of existing resources,
including exploring new technologies
7. Manage water and sewerage resources
8. Ensure that public places and facilities are
well maintained and easily accessible
9. Develop, implement and monitor
appropriate programs, plans and budgets
for the effective and efficient management
of Council’s assets and infrastructure

Work in partnership with key stakeholders to provide
5. equitable access to Council’s road infrastructure,
services & facilities

Strategy 5.1
Facilitate the delivery of accessible services and infrastructure
Performance Measure
 Increase in accessible infrastructure within the Shire
5.1.1 Update and promote Access Mobility Map Community Development
KPI: Update every two years (2019), promote annually Officer
5.1.2 Monitor and review the Disability Inclusion Action Plan Community Development
KPI: Review annually Officer
5.1.3 Provide and promote the Access Incentive Scheme for improved access Community Development
across the Shire Officer
KPI: Grant program included in budget, promoted twice per year

Work in partnership with key stakeholders to provide
5.
5. equitable access to Council’s road infrastructure,
services & facilities

Strategy 5.2
Work with the heavy transport industry and road related organisations to cooperatively improve access to road
infrastructure
Performance Measure
 Improved road conditions across the Shire
5.2.1 Process heavy vehicle road usage applications Asset & Engineering
KPI: 100% processed Services Officer
5.2.2 Apply, when the opportunity arises, for external grant funding to Director Asset &
implement engineering works and projects including additional funding Engineering Services
for roads
KPI: Two grant applications per year, if available
5.2.3 Maintain active representation on the Newell Highway Taskforce General Manager
KPI: 75% meetings attended
5.2.4 Maintain membership of the Australian Rural Roads Group General Manager
KPI: Budget allocation for membership

Manage waste and recycling to improve the utilisation
6. of existing resources, including exploring
new technologies

Strategy 6.1
Consult with the community and relevant stakeholders regarding waste management options throughout the
Shire
Performance Measure
 Increase community participation in sustainability initiatives
6.1.1 Investigate, review and monitor viable recycling options in liaison with Engineering Services
recycle organisations and neighbouring councils Manager
KPI: Annual review
6.1.2 Provide education to the community to promote and support waste Engineering Services
avoidance and resource recovery Manager
KPI: Four education opportunities provided

Manage waste and recycling to improve the utilisation
6. of existing resources, including exploring
new technologies

Strategy 6.2
Reduce reliance on landfill by increasing resource recovery, waste minimisation and community education
Performance Measure
 Reduction in waste to landfill
6.2.1 Ensure waste management operations are in line with the Director Asset &
implementation of Council’s waste strategy Engineering Services
KPI: Review strategy bi-annually - 2018
6.2.2 Work in partnership with neighbouring Councils to implement waste Engineering Services
programs Manager
KPI: Two contacts with neighbouring Councils per year
6.2.3 Work in partnership with community relations to increase awareness of Engineering Services
recycling options offered Manager
KPI: Minimum two media releases per year
6.2.4 Provide waste collection and management services to the community Engineering Services
KPI: Fifty kerbside collections per year Manager
6.2.5 Investigate new innovations in waste management Engineering Services
KPI: Annual review Manager
6.2.6 Implement littering and illegal dumping avoidance strategies in liaison Director Asset &
with Manager Development & Regulatory Services Engineering Services
KPI: Review when needed. Minimum once every four years

Manage water and sewerage resources
7.

Strategy 7.1
Ensure adequate water storage and management for future use within Council’s community facilities
Performance Measure
 Increased usage of recycled water
7.1.1 Maximise water storage within budgetary constraints Director Asset &
KPI: Increase storage capacity as funding permits Engineering Services
7.1.2 Monitor irrigation system performance Coordinator Urban
KPI: Regular inspections per year
7.1.3 Incorporate in the annual works program, ideas to streamline stormwater Director Asset &
flow if budget allows Engineering Services
KPI: Prepare/design works cost works and present to budget workshop if
required
7.1.4 Investigate external funding opportunities to maximise future water Engineering Services
storage options Manager
KPI: Apply at every opportunity
7.1.5 Reduce reliance on potable water supply Engineering Services
KPI: Decreased usage on Council infrastructure Manager

Manage water and sewerage resources
7.

Strategy 7.2
Effectively manage and maintain existing stormwater and sewerage infrastructure
Performance Measure
 Review Plans
 Undertake Sewerage Inspections
7.2.1 Review the Stormwater Management Plan Director Asset &
KPI: Every two years – 2018, 2020 Engineering Services
7.2.2 Review the Sewerage Management Plan Director Asset &
KPI: Every two years – 2019, 2021 Engineering Services
7.2.3 Undertake Sewerage System Inspections Engineering Services
KPI: Six monthly inspections Manager

Ensure that public places and facilities are well
8. maintained and easily accessible

Strategy 8.1
Ensure users of Council’s facilities comply with agreements
Performance Measure
 Increase in consultation with user groups
8.1.1 Liaise with User Groups regarding Memorandum of Understandings Director Asset &
KPI: Annual review of agreements Engineering Services
8.1.2 Develop and foster current and existing relationships with user groups Coordinator Urban
KPI: Meet annually with user groups


Strategy 8.2
In collaboration with users provide facilities that are accessible to acceptable standards
Performance Measure
 Inspections undertaken and standards maintained or improved
 Community satisfaction levels maintained or improved
8.2.1 Ensure access to public facilities and buildings meet the Access Manager Development &
Premises Standards Regulatory Services
KPI: 50% buildings reviewed annually
8.2.2 Undertake work health and safety audits including external sites and Contract Compliance &
facilities WHS Officer
KPI: Minimum of 12 inspections per year
8.2.3 Implement signs as remote supervision Contract Compliance &
KPI: Annual review WHS Officer


Strategy 8.3
Collaborate with transport providers to facilitate access within the shire and regional centres
Performance Measure
 Transport operators and government lobbied regarding service
8.3.1 Lobby transport providers to ensure effective transport options are General Manager
available within Bland Shire and to neighbouring regional centres
KPI: Twice per year
8.3.2 Lobby Government to improve transport options General Manager
KPI: Twice per year


Strategy 8.4
Use planning and heritage policies and controls to protect and improve the unique built environment
Performance Measure
 Grants processed
 Policies reviewed
 Heritage buildings preserved, improved or maintained
 Maintain or improve the main street appearance
8.4.1 Review Heritage Policies Manager Development &
KPI: Annual policy review Regulatory Services
8.4.2 Enforce controls in Local Environmental Plan and Development Control Manager Development &
Plan Regulatory Services
KPI: Enforced as required
8.4.3 Review Development Control Plan Manager Development &
KPI: Review completed by 2018/2019 Regulatory Services
8.4.4 Administer and promote Council Local Heritage grants and funding Manager Development &
programs Regulatory Services
KPI: 100% grant applications processed
8.4.5 Undertake a review of heritage items across the Shire Manager Development &
KPI: Review completed by 2018/2019 Regulatory Services
8.4.6 Promote and implement the Verandah upgrade program Manager Development &
KPI: Two communications per year Regulatory Services

Develop, implement and monitor appropriate programs,
9. plans and budgets for the effective and efficient
management of Council’s assets and infrastructure

Strategy 9.1
Responsibly manage asset renewal and maintenance for current and future generations
Performance Measure
 Council’s asset condition maintained or improved
9.1.1 Review of the Building Management Plan Foreman Assets
KPI: Complete a building review to determine if community needs are
being met. Maintain Council’s buildings in accordance with maintenance
program and budget. Complete the review of Council’s building assets
9.1.2 Monitor and implement the Annual Works Program Director Asset &
KPI: Monitor and implement within budget Engineering Services
9.1.3 Develop, review and implement works programs in accordance with Director Asset &
Council’s road hierarchy and Asset Management Plan Engineering Services
KPI: Effectively manage and maintain town and village upkeep
throughout the shire. Airport facilities are maintained to approved
standards and budget. Effectively manage and maintain Council’s works
depot
9.1.4 Review Asset Management Policy and Strategy Director Asset &
KPI: Annual review Engineering Services
9.1.5 Review and implement the annual and long term plant and equipment Workshop & Plant
replacement program Coordinator
KPI: Annual review


Strategy 9.2
To manage and enhance the pool facilities within the Shire
Performance Measure
 Increase pool usage
 Master plan developed for pool facilities
 Maintenance program undertaken
9.2.1 Undertake maintenance and repairs to pool facilities in accordance with Coordinator Urban
maintenance program and approved budget in consultation with
Contractor
KPI: 80% maintenance undertaken
9.2.2 Develop master plan for future renewal and upgrade of pool facilities Coordinator Urban
KPI: Master plan developed 2020
9.2.3 Facilitate and progress implementation of the successful SCCF grant for Engineering Services
Barmedman Pool upgrade Manager


Strategy 9.3
Maintain street trees
Performance Measure
 Maintain or increase number of street trees
9.3.1 Manage street tree planting in accordance with Preferred Street Tree Coordinator Urban
Species List
KPI: 100% of trees planted are from preferred list
9.3.2 Proactively monitor street trees and action requests to maintain and/or Coordinator Urban
remove trees within the approved budget
KPI: 100% action requests processed


Strategy 9.4
Maintain parks, ovals and recreational facilities to approved standards
Performance Measure
 Cemeteries and open spaces utilised and maintained within standards
9.4.1 Inspect parks, ovals and recreational facilities Coordinator Urban
KPI: 26 inspections per year
9.4.2 Conduct playground inspections for all playgrounds within the Shire Coordinator Urban
KPI: Minimum 12 inspections per year
9.4.3 Coordinate seasonal and on/off use of sporting fields Coordinator Urban
KPI: Coordinate use of parks by personal trainers, administer all other
bookings as appropriate and assist with transition between user groups
9.4.4 Review the Open Space Management Plan Director Asset &
KPI: Annual review Engineering Services
9.4.5 Carry out maintenance in Wyalong Cemetery Coordinator Urban
9.4.6 Inspect and maintain village cemeteries regularly Coordinator Urban
9.4.7 Extension and installation of additional beams at Wyalong Lawn Coordinator Urban
Cemetery
KPI: Installation on time and within budget allocation
9.4.8 Facilitate and progress implementation of the successful SCCF grant for Director Asset &
Cooinda Reserve rejuvenation Engineering Services


Strategy 9.5
Identify and plan for new infrastructure
Performance Measure
 New infrastructure identified and planning progressed
9.5.1 Consult with community regarding future infrastructure needs General Manager
KPI: Community consultation undertaken
9.5.2 Develop a master plan for identified infrastructure General Manager
KPI: Master plan developed
9.5.3 Allocate funds to undertake investigation, designs, business plans and General Manager
obtain costings for successful projects
KPI: Funds allocated and internally reserved

Our Places
Maintain & improve the Shire’s assets & infrastructure
Financial information
Our Places
Income 2019/20 2020/21 2021/22 2022/23
Engineering Services $682,370 $690,011 $697,836 $705,843
Engineering Employment Overheads $1,100,000 $1,127,500 $1,155,687 $1,184,579
Depot Management 0 0 0 0
Gravel Production $400,000 $414,000 $424,350 $434,959
Private Works $100,000 $102,500 $105,063 $107,689
Plant Management $3,948,888 $3,992,798 $4,038,499 $4,228,310
State Roads $15,000 $15,375 $15,759 $16,153
Regional Roads $1,222,817 $1,253,388 $1,284,722 $1,316,840
Roads to Recovery $1,512,130 $1,512,130 $1,512,130 $1,512,130
FAG’s Grant Income $2,994,779 $3,039,701 $3,085,296 $3,131,576
Aerodrome $2,900 $2,967 $3,037 $3,107
Saleyards $63,100 $64,677 $66,294 $67,952
Public Conveniences 0 0 0 0
Cemeteries $115,000 $117,875 $120,822 $123,842
Parks and Gardens $210 $216 $221 $226
Emergency Services 0 0 0 0
Sporting Ovals $55,000 $56,375 $57,784 $59,229
Town and Village Streets 0 0 0 0
Pool facilities $20,000 $20,000 $20,000 $20,500
Property Maintenance $269,353 $275,112 $281,014 $287,062
Waste Management $1,426,956 $1,466,516 $1,498,268 $1,530,854
Sewerage Services $1,732,262 $1,768,094 $1,804,506 $1,841,977
Heritage 0 0 0 0
Bush Fire Services $117,000 $118,400 $119,828 $121,285

Expenditure 2019/20 2020/21 2021/22 2022/23
Engineering Services $1,184,254 $1,215,329 $1,246,361 $1,278,273
Engineering Employment Overheads $978,500 $1,007,556 $1,037,482 $1,068,307
Depot Management $229,366 $234,933 $240,655 $246,536
Gravel Production $348,532 $354,832 $361,288 $367,907
Private Works $90,000 $92,250 $94,556 $96,920
Plant Management $4,240,850 $4,213,363 $3,929,577 $4,238,452
State Roads $15,000 $15,375 $15,759 $16,153
Regional Roads $1,443,260 $1,253,388 $1,284,722 $1,316,841
Roads to Recovery $1,512,130 $1,512,130 $1,512,130 $1,512,130
Urban Roadside Maintenance $285,000 $286,750 $289,544 $292,407
Urban Sealed Roads $559,755 $547,242 $535,980 $525,845
Urban Unsealed Roads $39,034 $39,034 $39,034 $39,034
Rural Sealed Roads $1,438,586 $1,790,714 $1,799,517 $1,808,540
Rural Unsealed Roads $5,113,042 $4,869,157 $4,764,214 $4,672,628
Bridges $172,437 $172,437 $172,562 $172,690
Aerodrome $116,242 $117,631 $119,054 $120,513
Saleyards $148,948 $149,272 $150,104 $150,957
Public Conveniences $115,029 $117,284 $119,595 $121,964
Cemeteries $115,000 $103,630 $105,924 $108,276
Parks and Gardens $787,076 $803,141 $805,963 $808,859
Emergency Services $35,834 $36,391 $36,963 $37,553
Sporting Ovals $524,562 $532,272 $540,022 $547,968
Town and Village Streets $246,000 $246,968 $241,590 $236,366
Pool facilities $364,750 $387,014 $391,620 $396,525
Property Maintenance $604,368 $605,311 $1,017,244 $618,749
Waste Management $1,426,956 $1,466,516 $1,498,268 $1,530,853
Sewerage Services $1,732,262 $1,768,095 $1,804,505 $1,841,977
Heritage $46,000 $46,910 $47,840 $48,792
Street Sweeping $34,500 $35,362 $36,246 $37,152
Bush Fire Services $551,195 $564,954 $579,123 $593,718

Our Leadership
A well run Council acting as the voice of the community
Our Objectives
10. To provide quality leadership, governance
and management to develop strong
community partnerships
11. Provide opportunities for all stakeholders
to contribute to Council’s decision making
12. Lead the community
13. Develop and maintain a framework of
plans and policies that ensures open and
transparent Council information

To provide quality leadership, governance and
10 management to develop strong
. community partnerships

Strategy 10.1
Ensure Councillors are provided with appropriate support and resources to carry out their civic duty
Performance Measure
 Policies reviewed on time and budget allocation for Councillor training opportunities
10.1.1 Provide Councillors with professional development opportunities General Manager
KPI: Develop a Councillor Induction and professional development
program
10.1.2 Prepare for the Mayoral and Deputy Mayoral elections in September bi- General Manager
annually
KPI: Every two years – 2018 & 2020


Strategy 10.2
Ensure Councillors take ownership and a strong leadership role
Performance Measure
 Reports presented on time
 Increased opportunities for Councillors to connect with the community
10.2.1 Prepare the End of Term Report Executive Assistant
KPI: Report presented to Council by August 2020
10.2.2 Maintain active representation and involvement with the regional General Manager
organisation representing Council


Strategy 10.3
Ensure the General Manager takes a high level role in implementing the Community Strategic Plan and other
Council documents
Performance Measure
 Reports completed and submitted on time
10.3.1 Coordinate, compile, monitor and distribute the progress reports on the Executive Assistant
Operational Plan
KPI: Four times per year
10.3.2 Develop timelines and action plan for the review of the Community General Manager
Strategic Plan and associated documents
KPI: Annually
10.3.3 Report to the community and Council on Integrated Planning and General Manager
Reporting Progress
KPI: Report of Delivery Program two times per year


Strategy 10.4
Ensure the long term financial sustainability of Council through effective and prudent financial management
Performance Measure
 Maintain compliance with the requirements of the Office of Local Government guidelines and legislation
10.4.1 Complete budget review statements for analysis by Directors within two Manager Financial
weeks of end of quarter Services
KPI: Four times per year
10.4.2 Ensure effective debt recovery is in place Manager Financial
KPI: Policy reviewed every two years Services
10.4.3 Complete financial statements and lodge in accordance with statutory Manager Financial
requirements Services
KPI: Submitted by 31 October - annually
10.4.4 Manage investments in accordance with investment strategies and Manager Financial
policies Services
KPI: Policy reviewed every two years
10.4.5 Review the long term financial plan aiming for financial sustainability to Manager Financial
ensure fitness for the future Services
KPI: Annual review, $0.00 bottom line year 20/21
10.4.6 Ensure timely and accurate processing of payments Manager Financial
KPI: Ensure timely and accurate processing of payments to employees, Services
payments of invoices to suppliers and contractors, accounts receivable
and quarterly rates.
10.4.7 Conduct budget briefing session for Councillors Director Corporate,
KPI: Annually Community,
Development &
Regulatory Services
10.4.8 Review outstanding rates and conduct sale for unpaid rates accordingly Director Corporate,
KPI: As required Community,
Development &
Regulatory Services


Strategy 10.5
Ensure Council’s workforce is provided with appropriate equipment and resources to meet the needs of Council
and the community
Performance Measure
 Services and equipment improved across organisation
10.5.1 Maintain and renew network infrastructure hardware and software to Director Corporate,
ensure effective delivery of services Community,
KPI: Six monthly review Development &
Regulatory Services
10.5.2 Ensure progressive upgrade of computers, phones and other IT Director Corporate,
equipment Community,
KPI: Annual review Development &
Regulatory Services


Strategy 10.6
Regular consultation with key industry, business and stakeholders
Performance Measure
 Increased communication with key business and stakeholders
10.6.1 Ensure attendance and participation in relevant meetings and/or events General Manager
10.6.2 Invite representatives from Cowal Gold Mine to address Council General Manager
KPI: Annually
10.6.3 Open communication established between Council and key local General Manager
industry
KPI: Two meetings per year

Provide opportunities for all stakeholders to contribute
11 to Council’s decision making
.
Strategy 11.1
Encourage village residents to participate in community forums
Performance Measure
 Increased community participation
11.1.1 Seek community input into each forum agenda and report back to the Asset & Engineering
community on forum outcomes Services Officer
KPI: Annually
11.1.2 Organise Community forums in villages within the Shire, as required Asset & Engineering
KPI: Annually Services Officer
11.1.3 Communicate with the community utilising forums General Manager
KPI: Annual forums, meetings as required

.
Strategy 11.2
Provide innovative and accessible communication strategies to Shire residents to encourage active participation
in Council’s future
Performance Measure
 Maintain or increase community communication avenues
11.2.1 Promote and foster electronic communications through Social Media, Community Relations
community email list and other technologies Officer
KPI: Four communications per month, 12 local newspapers, six
newsletters
11.2.2 Target advertising to encourage maximum participation Community Relations
KPI: 12 per year Officer
11.2.3 Maintain the Public forum prior to each Ordinary Council Meeting General Manager
KPI: 11 times per year

.
Strategy 11.3
Ensure all Council communication branded signs and banners are provided to funding recipients
Performance Measure
 Council branding prevalent at sponsored events
11.3.1 Provide Council branded signs and/or banners to funding recipients Community Relations
KPI: 100% grant recipients provided with Council promotional Officer
information to display
11.3.2 Display Council logo in all advertising and promotion of Council Community Relations
events/programs/workshops Officer
KPI: 100%

Lead the community
12
.
Strategy 12.1
Review Council’s customer service charter and monitor Council services to ensure they are provided in a
professional, timely and friendly manner and are responsive to community needs
Performance Measure
 Maintain or improve service response times
12.1.1 Review and monitor frontline customer service practices and Corporate Services
performance Coordinator
KPI: Annual Review
12.1.2 Process development applications Manager Development &
KPI: 90% applications approved within 40 days Regulatory Services
12.1.3 Deliver store services Purchasing Officer
KPI: Orders filled/ordered within 48 hours
12.1.4 Deliver purchasing services Purchasing Officer
KPI: Purchase orders processed within 48 hours
12.1.5 Provide information and services and monitor complaints in regards to Manager Development &
companion animals and responsible pet ownership Regulatory Services
KPI: Enter registrations on NSW Pet Registry within 72 hours. Place
impounded dogs on website (include photo). Registration program twice
per year. Two media releases per year for responsible pet ownership.
Install automated watering system at the pound. Review enforcement
policy and procedure. Investigate complaints within five days. Review
illegal dumping policy. Review barking dog policy.
12.1.6 Conduct customer satisfaction survey Director Corporate,
KPI: Every four years - 2019 Community,
Development &
Regulatory Services
12.1.7 Monitor and report on response times to major customer requests Corporate Services
KPI: monthly report provided to Manex Coordinator

Lead the community
12
.
Strategy 12.2
Provide sustainable, productive, highly skilled and committed workforce which supports current and future
service delivery needs
Performance Measure
 Maintain or increase staff satisfaction
12.2.1 Assist in the management of workforce relations and provision of timely Human Resources
advice on workplace relations matters Coordinator
KPI: Advice provided within 48 hours. Gather and report to GM on
staffing issues/trends.
12.2.2 Use of cost effective recruitment services Human Resources
KPI: within budget Coordinator
12.2.3 Review and monitor the implementation of the workforce plan Human Resources
KPI: Annual review of workforce plan Coordinator
12.2.4 Maintain register of delegations and issue authorities to relevant Executive Assistant
employees
KPI: Register reviewed annually
12.2.5 Develop, implement and monitor Learning and Development Plan Human Resources
KPI: Annual plans developed. Identify external funding opportunities for Coordinator
training and education.
12.2.6 Maintain and promote the Employee Assistance Program (EAP) Human Resources
KPI: Promote program through noticeboards and Thursday Thoughts Coordinator
12.2.7 Promote and encourage employee representation on workplace Human Resources
committees Coordinator
KPI: In accordance with committee requirements
12.2.8 Implement the LGNSW Capability Framework including the review and Human Resources
update of position descriptions Coordinator
KPI: Review and update annually or as per Employee Development
Review and/or organisational changes
12.2.9 Maintain and promote the staff service and achievement awards Executive Assistant
program
KPI: Monthly service presentations and annual achievement awards

Lead the community
12
.
Strategy 12.3
Develop, implement and monitor HR programs to solidify Council’s reputation as an employer of choice
Performance Measure
 Maintain Councils reputation as an employer of choice
12.3.1 Oversee the implementation and monitoring of the EEO Management Human Resources
Plan Coordinator
KPI: Minimum of two meetings annually
12.3.2 Identify and support opportunities for resource sharing arrangements General Manager
with other councils
KPI: Opportunities investigated
12.3.3 Implement workforce programs ensuring Council remains an employer Human Resources
of choice Coordinator
KPI: Continue to develop and report on succession plan and initiatives
12.3.4 Review the performance management system and process Human Resources
KPI: Annual review Coordinator
12.3.5 Conduct Employee Engagement & EEO Survey Human Resources
KPI: Survey staff every two years (2017, 2019, 2021) Coordinator

Lead the community
12
.
Strategy 12.4
Review and implement Council policies and comply with WHS and Risk Management requirements
Performance Measure
 Maintain Councils focus on WHS and Risk Management
12.4.1 Ensure WHS Committee meet in accordance with approved schedule Contract Compliance &
KPI: Minimum four meetings per year WHS Officer
12.4.2 Develop and maintain Council’s Risk Management Action Plan (RAMP) Risk & Insurance Officer
in consultation with staff
KPI: Annually
12.4.3 Establish and monitor Council’s Risk Register Risk & Insurance Officer
KPI: Monitor annually
12.4.4 Maintain the Contractor Database Contract Compliance &
KPI: Update information annually WHS Officer
12.4.5 Undertake inspections and audit of Council workplaces in liaison with Contract Compliance &
relevant staff WHS Officer
KPI: Minimum twenty internal and twenty external sites annually

Develop and maintain a framework of plans and policies
13 that ensures open and transparent Council information
.
Strategy 13.1
Promote and advocate improved management of, and access to, information across Council
Performance Measure
 Improve access to Councils information
13.1.1 Ensure information required under the GIPA legislation is displayed Corporate Services
appropriately on Council’s website Coordinator
KPI: Information under legislation is available
13.1.2 Monitor and report on response times to Service requests (received in Corporate Services
person, phone or mail) Coordinator
KPI: Overdue task report to Manex monthly
13.1.3 Monitor compliance with Council’s Record Management Policy Corporate Services
KPI: Regular communication and monitoring by Records staff that policy Coordinator
is being complied

Develop and maintain a framework of plans and policies
13 that ensures open and transparent Council information
.
Strategy 13.2
Develop, implement and promote best practice governance policies and procedures
Performance Measure
 Review Council procedures
13.2.1 Progress the establishment of an Internal Risk and Audit Committee and General Manager
function within the organisation as per the legislation
KPI: Committee established and functioning by 30/6/2020
13.2.2 Review Council’s policies and procedures General Manager
KPI: 25% reviewed annually

Our Leadership
A well run Council acting as the voice of the community

Our Places
Income 2019/20 2020/21 2021/22 2022/23
Governance $60,000 0 0 0
Management and Leadership 0 $52,000 0 0
Human Resources $12,400 $12,723 $13,052 $13,383
Rates and Charges $6,768,694 $6,936,251 $7,107,995 $7,284,249
Financial Assistance and Investments $5,170,335 $5,234,438 $5,300,127 $5,327,445
Corporate Support $314,220 $322,075 $330,127 $338,380
Regulatory Activities $6,700 $6,858 $7,019 $7,184
Work Health and Safety $20,000 $20,300 $20,605 $20,914
Insurances $16,000 $16,240 $16,484 $16,731
Risk Management 0 0 0 0
Expenditure 2019/20 2020/21 2021/22 2022/23

Governance $516,067 $467,127 $478,438 $430,086
Management and Leadership $193,668 $250,598 $204,090 $209,446
Human Resources $355,067 $361,846 $370,107 $378,600
Rates and Charges $1,031,169 $1,056,744 $1,082,958 $1,109,867
Financial Assistance and Investments $150,977 $145,789 $141,149 $136,379
Corporate Support $1,835,002 $1,854,798 $1,893,534 $1,934,228
Regulatory Activities $176,501 $181,348 $186,183 $191,159
Work Health and Safety $128,620 $131,860 $135,090 $138,512
Insurances $650,000 $655,708 $665,478 $669,659
Risk Management $97,740 $100,656 $103,599 $106,741

Our Prosperity
Growing our population and jobs
Our Objectives
14. Visitors and tourists are welcomed
15. Promote the Shire as a place to do
business
16. Work with our communities and businesses
to use our resources in a sustainable way
for the future of the Bland Shire

14 Visitors and tourists are welcomed
.
Strategy 14.1
Work with the tourism industry to identify and develop products and services that appeal to visitors of the Shire
Performance Measure
 Increase in tourism enterprises that encourage people to stay
14.1.1 Maintain relationships with Business West Wyalong and Events West Office of the General
Wyalong Manager –Administration
KPI: Minimum two meetings per year Officer
14.1.2 Maintain an active participation and representation in relevant regional Senior Economic
tourism and business meetings and events Development & Tourism
KPI: 80% meetings attended Advisor
14.1.3 Investigate options to further develop the League of Extraordinary Senior Economic
Communities with Dull in Scotland and Boring in the United States Development & Tourism
KPI: Minimum annual contact Advisor
14.1.4 Investigate potential strategic property acquisition opportunities as they General Manager
arise
KPI: Report to Council as required
14.1.5 Develop local tourism publications and website information to showcase Office of the General
the Bland Shire Manager –Administration
KPI: Review annually Officer

14 Visitors and tourists are welcomed
.
Strategy 14.2
Attract a diverse range of Visitors to the Shire
Performance Measure
 Increase visitors to the shire
14.2.1 Seek major and minor event opportunities for the Bland Shire Senior Economic
KPI: Contact made at least three times per year Development & Tourism
Advisor
14.2.2 Investigate technology to improve the visitor experience within Bland Office of the General
Shire Manager –Administration
KPI: Review technology options annually Officer
14.2.3 Produce and circulate the VIC Connect publication Office of the General
KPI: Monthly Manager –Administration
Officer
14.2.4 Installation of the Bob Fisher Memorial Plaque in Weethalle Director Asset &
KPI: Installation on time and within budget allocation Engineering Services

Promote the shire as a place to do business
15
.
Strategy 15.1
Encourage and actively seek out businesses and industry to relocate within the Shire
Performance Measure
 Maintain or increase number of businesses and industry within the shire
15.1.1 Identify, target and liaise with existing and potential new retail business Senior Economic
and/or industry opportunities Development & Tourism
KPI: Regular investigation Advisor
15.1.2 Promote Business Development Assistance Fund to retail Industries Senior Economic
looking at establishing and/or expanding in the Bland Shire Development & Tourism
KPI: Regular email broadcasts and personal contact Advisor

15
.
Strategy 15.2
Continue ongoing engagement and communication with the Shire’s existing industry and business including
support for diversification and alternate industry or business
Performance Measure
 Increase support to existing business
15.2.1 Work cooperatively with the local business groups Senior Economic
KPI: Attend meetings, provide email broadcasts and regular personal Development & Tourism
contact Advisor
15.2.2 Maintain strong working relationships and engagement with relevant Senior Economic
agencies, authorities, organisations and Government Departments in Development & Tourism
relation to providing guidance on business systems and strategies to Advisor
local businesses
KPI: Regularly attend meetings and as needed
15.2.3 Monitor and support requests to assist future mining activities within the Senior Economic
Bland Shire Development & Tourism
KPI: Regularly and as needed Advisor
15.2.4 Monitor and support requests to assist future major developments within Senior Economic
the Bland Shire Development & Tourism
KPI: Regularly and as needed Advisor

15
.
Strategy 15.3
Lobby for and work with industry, government and education providers to ensure Bland Shire residents and
businesses have access to competitive telecommunication services
Performance Measure
 Maintain or improve telecommunication and technology within the shire
15.3.1 Monitor telecommunication and technology trends Senior Economic
KPI: Regular and as needed Development & Tourism
Advisor
15.3.2 Send submissions to Government on new technology Senior Economic
KPI: As and when required Development & Tourism
Advisor
15.3.3 Inform local businesses of new technology Senior Economic
KPI: Business meetings and forums Development & Tourism
Advisor

Work with our communities and businesses to use our
16 resources in a sustainable way for the
. future of the Bland Shire

Strategy 16.1
Ensure a sustainable environment for current and future generations through effective management and
planning for the long term future by ensuring appropriate land is zoned and available to support business and
industry growth
Performance Measure
 Maintain development in line with legislation and guidelines
16.1.1 Retain prime agricultural land, farm viability and manage rural Manager Development &
subdivision Regulatory Services
KPI: Address agricultural land and rural subdivision in Land Use
Strategy
16.1.2 Prepare and implement NSW Planning Reforms Manager Development &
KPI: Review relevant policies including Section 94 Contribution Plan Regulatory Services
16.1.3 Encourage orderly, feasible and equitable development whilst Manager Development &
safeguarding the communities interests, environment, agribusiness and Regulatory Services
residential amenity
KPI: Review LEP and DCP


Strategy 16.2
Through partnerships with stakeholders foster our education, learning and training industry and increase
employment opportunities within the Shire
Performance Measure
 Maintain or increase number of community members attending education opportunities
16.2.1 Maintain Council’s traineeship and apprenticeship program Human Resources
KPI: Advertise positions as available Coordinator
16.2.2 Foster partnerships with education sector Human Resources
KPI: Meet at least annually Coordinator
16.2.3 Identify education needs for local businesses and work with training Senior Economic
providers to deliver appropriate training Development & Tourism
KPI: One workshop/program annually Advisor
16.2.4 Liaise with retail and industry to assist in creating employment Senior Economic
opportunities Development & Tourism
KPI: Regularly attend meetings and as needed Advisor


Strategy 16.3
Promote agricultural practices which are leading edge and efficient
Performance Measure
 Maintain or increase environmental awareness
16.3.1 Provide a workshop/program targeting the agricultural industry Foreman Environmental
KPI: One workshop/program annually Services
16.3.2 Provide a workshop/program targeting energy efficiency Foreman Environmental
KPI: One workshop/program annually Services
16.3.3 Educate the community on benefits of protecting our environment Foreman Environmental
KPI: Minimum of one awareness campaign annually Services


Strategy 16.4
Liaise with utility providers to ensure a quality sustainable service to the community
Performance Measure
 Maintain or improve access to reliable and efficient utilities
16.4.1 Maintain delegate representation on Goldenfields Water County Council General Manager
16.4.2 Communicate local issues with utility providers General Manager
KPI: As required
16.4.3 Liaise with potable water suppliers to ensure sustainable water supply to General Manager
the Shire and investigate alternative options to existing potable and non
potable water supplies
KPI: Number of times met with suppliers


Strategy 16.5
The availability of commercial and industrial land, coupled with our geographic location, be maximised and
marketed to boost economic growth
Performance Measure
 Maintain or improve availability of industrial land
16.5.1 Identify and act on avenues for marketing our Shire’s (commercial) Senior Economic
industrial land Development & Tourism
KPI: Any opportunity Advisor
16.5.2 Investigate, purchase and market industrial land for new industrial estate Senior Economic
in the Bland Shire Development & Tourism
KPI: Maintain regular contact with WWLALC and GWCC Advisor
16.5.3 Identify suitable industrial land within the Shire Manager Development &
KPI: Rezone or identify for zone review within LEP Regulatory Services

Our Prosperity
Growing our population and jobs

Our Places
Income 2019/20 2020/21 2021/22 2022/23
Noxious Plants and Pest Control $60,000.00 $61,500.00 $63,037.50 $64,613.44
Parking $1,500.00 $1,538.00 $1,576.45 $1,615.86
Land Development $100,000.00 $100,000.00 $100,000.00 $100,000.00
Economic Development 0 0 0 0
Tourism $5,150.00 $5,150.00 $5,228.00 $5,306.00
Development Support 0 0 0 0
Development Control $63,400.00 $64,982.23 $66,607.29 $68,272.48
Expenditure 2019/20 2020/21 2021/22 2022/23

Noxious Plants and Pest Control $333,650.00 $342,335.17 $350,805.67 $359,517.91
Parking $37,992.00 $38,723.63 $39,472.86 $40,240.51
Land Development $100,000.00 $100,000.00 $100,000.00 $100,000.00
Economic Development $173,542.00 $176,061.84 $180,408.25 $185,516.40
Tourism $201,112.00 $192,536.61 $197,141.19 $201,060.87
Development Support $527,095.00 $542,258.38 $557,565.77 $573,330.84
Development Control $4,030.00 $4,149.00 $4,274.07 $4,402.36

Four Year
Operational Budget

BLAND SHIRE COUNCIL
BUDGET
2019‐20
BUDGET BUDGET BUDGET BUDGET
PRINCIPAL ACTIVITY 2019/20 2020/21 2021/22 2022/23
EXECUTIVE
Governance 456,067 467,127 478,438 430,086
Democracy 193,668 198,598 204,090 209,446
Land Development 0 0 0 0
Economic Development 173,542 176,062 180,408 185,516
Tourism 195,962 187,387 191,913 195,755
Human Resources 342,667 349,123 357,055 365,216
Community Development 153,884 158,329 162,756 167,318
Community Relations 171,760 176,543 181,461 186,518
Executive Total Outcome 1,687,550 1,713,167 1,756,122 1,739,855
CORPORATE DEVELOPMENT
General Revenue -5,737,525 -5,879,506 -6,025,038 -6,174,381
Financial Assistance & investments -5,019,358 -5,088,649 -5,158,978 -5,191,066
Corporate Support 1,520,782 1,532,723 1,563,407 1,595,848
Corporate Development Total -9,236,101 -9,435,432 -9,620,609 -9,769,599
COMMUNITY & DEVELOPMENT SERVICES

Aged Care -4,027 -4,984 -5,960 -6,957
Library & Children's Services 290,884 298,690 306,732 315,011
Regulatory Services 169,801 174,490 179,164 183,975
Support 527,095 542,258 557,566 573,331
Development Control -59,370 -60,833 -62,333 -63,870
Environmental Planning 59,110 60,348 61,614 62,910
Health & Environment -990 -1,023 -1,055 -1,089
Property Maintenance 143,500 143,513 143,526 144,614
Community & Aged Care Total 1,126,003 1,152,459 1,179,253 1,207,924
WORKS & SERVICES

Works Administration 1,424,252 1,459,123 1,502,002 1,540,645
Plant Running 291,962 220,565 -108,922 10,141
Roads, Works & Transport 4,868,018 4,700,995 4,551,800 4,416,721
Public Services 2,783,917 2,820,058 2,850,916 2,882,993
Pools 344,750 367,014 371,621 376,025
Council Property Maintenance 191,515 186,689 186,874 187,073
Waste management 0 0 -0 -1
Sewerage Disposal Services 0 1 -1 0
Works & Services Total 9,904,414 9,754,444 9,354,290 9,413,598
GENERAL FUND TOTAL 3,481,867 3,184,639 2,669,056 2,591,778
Less Unrestricted Cash 2,816,681 3,184,639 2,669,056 2,591,778
RESULT/Surplus(-) Deficit (+) 665,186 -0 -0 -0
Page 1
BLAND SHIRE COUNCIL
BUDGET
2019‐20
EXECUTIVE
GOVERNANCE
OPERATIONAL INCOME
Governance 0 0 0 0
Sundry Income 0 0 0 0
Total Operating Income 0 0 0 0
CAPITAL INCOME
Governance -60,000 0 0 0
Transfer from Community Facilities Reserve -60,000 0 0 0
Total Capital Income -60,000 0 0 0
Total Income -60,000 0 0 0
OPERATING EXPENDITURE
Governance 456,067 467,127 478,438 430,086
Employee Costs 356,531 367,227 378,244 389,591
Staff Service/Achievement Awards 5,014 5,013 5,014 5,013
Telephone 2,500 2,500 2,575 2,652
Minor Capital 500 500 500 500
Memberships & Subscriptions REROC Shires Assoc et 66,500 66,500 66,500 6,500
Administration Expenses - Other 1,200 1,200 1,200 1,200
Depreciation 932 932 932 932
Governance - Overheads 8,540 8,754 8,973 9,197
Contribution to Plant 14,350 14,500 14,500 14,500
Total Operating Expenditure 456,067 467,127 478,438 430,086
CAPITAL EXPENDITURE
Governance 60,000 0 0 0
Business Case - Indoor Pool - Holland Park 20,000 0 0 0
Mining History Museum (Streetscape) 20,000
Airport Future Usage and Master plan 20,000
Total Capital Expenditure 60,000 0 0 0
Total Expenditure 516,067 467,127 478,438 430,086
NET OVERALL RESULT 456,067 467,127 478,438 430,086
DEMOCRACY
OPERATIONAL INCOME
Management & Leadership 0 -52,000 0 0
Transfer from Election Reserve 0 -52,000 0 0
Total Operating Income 0 -52,000 0 0
Management & Leadership 193,668 250,598 204,090 209,446
Mayoral Allowance 27,025 27,836 28,671 29,531
Members Fees 111,371 114,592 118,030 121,571
Members Expenses 15,902 16,379 16,871 17,377
Councillor Development 10,000 10,300 10,609 10,927
Page 2
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Telephone & IPAD - Councillors 3,600 3,600 3,708 3,819

Subscriptions 600 600 618 636
Transfer to Election Reserve 15,000 15,000 15,000 15,000
Election Expense 0 52,000
Democracy - Overheads 2,820 2,890 2,962 3,036
Civic Functions 2,500 2,500 2,575 2,652
Council Meetings (Refreshments etc) 4,850 4,900 5,046 4,897
CAPITAL EXPENDITURE
Management & Leadership 0 0 0 0
Capital 0 0 0 0
Total Capital Expenditure 0 0 0 0
NETT OVERALL RESULT 193,668 198,598 204,090 209,446
LAND DEVELOPMENT
OPERATING INCOME
Land Sales -100,000 -100,000 -100,000 -100,000
Residential Land Sales 0 0 0 0
Industrial Land Sales -100,000 -100,000 -100,000 -100,000
Total Operating Income -100,000 -100,000 -100,000 -100,000
CAPITAL INCOME
Transfer from Economic Development reserve 0 0 0 0
Total Capital Income 0 0 0 0
Total Income -100,000 -100,000 -100,000 -100,000
Land Development 100,000 100,000 100,000 100,000
Land Development Costs 5,000 5,000 5,000 5,000
Transfer toCommunity Facilities Reserve 95,000 95,000 95,000 95,000
CAPITAL EXPENDITURE
Capital 0 0 0 0
NETT OVERALL RESULT 0 0 0 0
ECONOMIC DEVELOPMENT
OPERATING INCOME
Economic Dev Sales Income 0 0 0 0
CAPITAL INCOME
Page 3
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Other 0 0 0 0
Total Income 0 0 0 0
Economic Development 173,542 176,062 180,408 185,516
Salaries & Costs 114,075 117,497 121,022 124,652
Projects - Business Dev Assistance 20,000 20,000 20,000 20,600
Projects - Promotional Materials 5,000 5,000 5,450 5,914
Projects - Promotional Activities 10,000 10,000 10,000 10,000
Projects - Skill Development Local Business 10,000 10,000 10,300 10,609
Memberships 2,061 1,000 1,000 1,031
Economic Development - Overheads 2,780 2,849 2,921 2,994
Depreciation 1,016 1,016 1,016 1,016
CAPITAL EXPENDITURE
Capital 0 0 0 0
TOURISM
OPERATING INCOME
Tourism -5,150 -5,150 -5,228 -5,306
Souvenir Income -5,150 -5,150 -5,228 -5,306
CAPITAL INCOME
Tourism 0 0 0 0
Transfer from Community Facilites Reserve 0 0 0 0
Total Income -5,150 -5,150 -5,228 -5,306
Tourism 201,112 192,537 197,141 201,061
Employee Costs 81,410 83,853 86,368 88,959
Souvenir Purchases 1,000 1,000 1,025 1,051
Projects 25,000 25,000 25,625 26,000
Promote Tourism 36,250 25,000 26,000 26,000
Promote Tourism - Promos & Marketing 25,000 25,000 25,000 26,000
Tourism Membership 2,000 2,060 1,875 1,684
Tourism - Mobile Expenses 850 850 875 875
Tourism - Overheads 23,862 23,974 24,573 24,692
CAPITAL EXPENDITURE
Page 4
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Tourism 0 0 0 0
Capital 0 0 0 0
Human Resources
OPERATING INCOME
Human Resources -12,400 -12,723 -13,052 -13,383
DETNAC Funding Exist Wkr Training -7,000 -7,175 -7,354 -7,538
Sundry Training Income -1,400 -1,441 -1,482 -1,522
Staff Contribution - Uniform Cost -4,000 -4,107 -4,216 -4,323
CAPITAL INCOME
Human Resources 0 0 0 0
Other 0 0 0 0
Total Income -12,400 -12,723 -13,052 -13,383
Human Resources 309,385 316,813 324,452 332,306
Employee Costs HR 225,385 232,146 239,111 246,284
Equipment Maintenance & Repair 800 820 840 861
HRMS Annual Costs 3,000 3,090 3,183 3,278
Materials - Consumables 200 205 210 215
Training & Development 80,000 80,552 81,108 81,668
Education Costs 22,000 22,153 22,305 22,459
Education Costs - COM 5,000 5,035 5,069 5,104
Travel & Accommodation 12,000 12,083 12,166 12,250
Transfer to Employee Assist & Attraction Reserve 0
Uniforms - COM 5,000 5,035 5,070 5,105
Employee Assistance & Attraction 1,400 1,409 1,419 1,429
Counselling 1,400 1,409 1,419 1,429
Recruitment & Selection Expenses 4,000 4,028 4,055 4,083
Appointment Costs 500 500 500 500
Advertising - COM 500 500 500 500
Transfer to Recruitment & Selection Reserve 0
Pre & Post Employment Medicals 3,000 3,028 3,055 3,083
Other Expenses 17,282 17,443 17,876 18,322
Subscriptions 9,000 9,000 9,270 9,548
Sundry Expenses 500 512 525 538
Employee Wellbeing Program 400 403 405 408
Stationery 1,200 1,215 1,229 1,244
Human Resources - Overheads 5,220 5,351 5,485 5,622
Page 5
BLAND SHIRE COUNCIL
BUDGET
2019‐20
CAPITAL EXPENDITURE
Human Resources 1,000 0 0 0
IT Costs (Org Plus) 1,000
COMMUNITY SERVICES
OPERATING INCOME
Community Development -65,581 -67,180 -68,818 -70,496
Grant Income -61,461 -62,998 -64,573 -66,187
Other Revenue -4,120 -4,182 -4,245 -4,309
CAPITAL INCOME
Community Development 0 0 0 0
Transfer from Community Facilities Reserve 0 0 0 0
Total Income -65,581 -67,180 -68,818 -70,496
Community Development 219,465 225,509 231,574 237,814
Salaries & Costs 151,285 155,823 160,498 165,313
Mobile Phone Expenses 1,000 1,030 1,061 1,093
Subscriptions, Memberships & Publications 1,000 1,030 1,061 1,093
Access Plan Implementation 13,000 13,325 13,658 14,000
Social Plan Implementation 14,000 14,350 14,709 15,077
Cultural Plan Implementation 6,000 6,150 6,304 6,461
Youth Services 15,700 16,093 16,495 16,908
Overheads 3,130 3,208 3,289 3,371
CAPITAL EXPENDITURE
Community Development 0 0 0 0
Capital 0 0 0 0
COMMUNITY RELATIONS
OPERATING INCOME
Community Relations 0 0 0 0
Southern Phone Grant 0 0 0 0
CAPITAL INCOME
Community Relations -5,000 0 0 0
Page 6
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Transfer from Community Facilities Reserve -5,000 0 0 0

Total Capital Income -5,000 0 0 0
Total Income -5,000 0 0 0
Community Relations 171,760 176,543 181,461 186,518
Community Meetings & Functions incl forums, Aust
Day 15,375 15,759 16,153 16,557
Grant - Local Elite Sports People 1,000 1,029 1,060 1,092
Christmas Event Event Expenses 5,125 5,253 5,384 5,519
Strengthening Communities (Comm Donations) 40,000 41,200 42,436 43,709
Bland Flavour Festival 50,000 51,250 52,531 53,845
Traineeships/Cadetships 2,000 2,060 2,122 2,185
Community Relations - Overheads 3,260 3,342 3,425 3,511
Website Review 15,000 15,450 15,914 16,391
Public Relations 40,000 41,199 42,435 43,709
CAPITAL EXPENDITURE
Community Relations 5,000 0 0 0
Christmas Decorations 5,000 0 0 0
EXECUTIVE SERVICES TOTAL 1,687,550 1,713,167 1,756,122 1,739,855
CORPORATE DEVELOPMENT
GENERAL REVENUE
OPERATING INCOME
Rates & Extra Charges -6,768,694 -6,936,251 -7,107,995 -7,284,249
Residential
Residential - General (Villages) -117,968 -120,917 -123,940 -127,038
Residential - West Wyalong -1,015,830 -1,041,226 -1,067,257 -1,093,938
Rates & Charges - Ungarie -48,202 -49,407 -50,642 -51,908
Rates & Charges - Barmedman -36,806 -37,726 -38,669 -39,636
Farmland -4,036,355 -4,137,264 -4,240,696 -4,346,713
BUSINESS
Business - General -59,397 -60,882 -62,404 -63,964
Business - West Wyalong -410,859 -421,131 -431,659 -442,450
Business - Ungarie -14,052 -14,403 -14,763 -15,132
Business - Barmedman -7,644 -7,835 -8,031 -8,232
Mining -955,291 -979,173 -1,003,652 -1,028,744
Pensioner Rebate Subsidy GPR -42,270 -42,265 -42,261 -42,471
INTEREST
Interest Villages -2,773 -2,773 -2,773 -2,773
Interest West Wyalong -9,289 -9,289 -9,289 -9,289
Page 7
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Interest Ungarie -1,697 -1,697 -1,697 -1,697

Interest Barmedman -920 -920 -920 -920
Interest Farmland -7,719 -7,719 -7,719 -7,719
Interest Mining -8 -8 -8 -8
Inter Ord Rates 0
Interest Charges on Land -1,616 -1,616 -1,616 -1,616
Total Operating Income -6,768,694 -6,936,251 -7,107,995 -7,284,249
Rates & Extra Charges 1,031,169 1,056,744 1,082,958 1,109,867
Rating Expenses 0 0 0 0
Pensioner Rebates
Residential - General :Pension Rebates 5,538 5,677 5,819 5,964
Residential - West Wyalong :Pension Rebates 53,500 54,838 56,209 57,614
Ungarie: Pension Rebates 4,897 5,019 5,145 5,273
Barmedman: Pension Rebates 5,383 5,517 5,655 5,796
Farmland: Pension Rebates 5,536 5,675 5,816 5,962
Write-Offs
Writeoffs Villages 165 165 166 170
Writeoffs West Wyalong 116 119 122 125
Writeoffs Ungarie 987 988 989 1,012
Writeoffs Barmedman 4 4 4 9
Writeoffs Farmland 1,725 1,768 1,812 1,858
Writeoffs Mining 0 0 0 0
Writeoffs Extra Charges 577 577 577 588
Transfer to Community Facilities Reserve 601,765 630,609 659,495 889,117
Transfer to Economic Dev Reserve 200,000 200,000 200,000 0
Transfer to Loan Replacement Reserve 150,977 145,789 141,149 136,379
Total Operating Expenditure 1,031,169 1,056,744 1,082,958 1,109,867
NETT OVERALL RESULT -5,737,525 -5,879,506 -6,025,038 -6,174,381
FINANCIAL ASSISTANCE GRANTS & INVESTMENTS
OPERATING INCOME
Financial Assistance & Investments -5,170,335 -5,234,438 -5,300,127 -5,327,445
Interest - Investments (Cash) -400,000 -400,000 -400,000 -400,000
FAG Grant - Equalisation Component -4,619,358 -4,688,649 -4,758,978 -4,791,066
Trasfer fr FAG in Advance reserve 0
Transfer fr Loan Repayment Reserve -150,977 -145,789 -141,149 -136,379
Financial Assistance & Investments 150,977 145,789 141,149 136,379
Transfer to FAG in Advance reserve 0 0 0 0
Loan - Principal Community Infrastructure Developmen 100,000 100,000 100,000 100,000
Loan - Interest Community Infrastructure Development 50,977 45,789 41,149 36,379
NETT OVERALL RESULT -5,019,358 -5,088,649 -5,158,978 -5,191,066
Page 8
BLAND SHIRE COUNCIL
BUDGET
2019‐20
FINANCE & ADMINISTRATION

OPERATING INCOME
Corporate Support -314,220 -322,075 -330,127 -338,380
Charges & Fees - s 149 0
Charges & Fees - s 603 & s 608 -16,000 -16,400 -16,810 -17,230
Corporate Overheads -298,220 -305,675 -313,317 -321,150
CAPITAL INCOME
Corporate Support 0 0 0 0
Transfer fr Office Equipment Reserve 0 0 0 0
Total Income -314,220 -322,075 -330,127 -338,380
Corporate Support 1,835,002 1,854,798 1,893,534 1,934,228
Salaries & Costs 1,151,947 1,186,505 1,222,100 1,258,763
Integrated Planning & Reporting 20,000 0 0 0
Bank & Govt Charges 16,000 17,000 17,000 18,000
Audit Fees 53,430 54,071 54,720 55,377
Commission Charges 1,500 1,500 1,500 1,538
Advertising 500 515 530 546
Legal 7,000 6,998 7,096 7,094
Valuation Fees 40,000 40,400 40,540 40,560
Debtor Write Off 5,000 5,150 5,200 5,200
Sundry 10,000 10,000 10,000 10,000
Subscriptions 2,000 2,066 2,032 2,097
Internal Audit 20,000 20,844 20,686 20,526
Telephones 24,000 24,735 25,492 26,272
Telephones - Mobile 500 500 500 500
Software Main Core Systems 204,000 204,000 204,000 204,000
Software Purchases - LG Solution statements 5,000 5,000 5,000 5,000
Computer Upgrades - Leasing Costs 57,000 57,000 57,000 57,000
EDUCATIONAL PROGRAM 5,000 5,000 5,000 5,125
Sec 355 Committees 11,000 11,000 11,000 11,330
Rates Donations 10,000 10,300 10,609 10,927
Op Lease RePaym 5,000 5,075 5,159 5,253
Printing & Stationery 20,000 19,814 20,126 19,935
Photocopier 10,000 10,300 10,600 10,900
Postage 30,900 31,827 32,782 33,765
Records Expenses 1,500 1,162 816 461
Consultants Fees 1,000 1,010 1,020 1,030
Depreciation 93,525 93,525 93,525 93,525
Page 9
BLAND SHIRE COUNCIL
BUDGET
2019‐20
CAPITAL EXPENDITURE
Corporate Support 0 0 0 0
Council Software Package 0 0 0 0
Total Expenditure 1,835,002 1,854,798 1,893,534 1,934,228
NETT OVERALL RESULT 1,520,782 1,532,723 1,563,407 1,595,848
CORPORATE SERVICES TOTAL -9,236,101 -9,435,432 -9,620,609 -9,769,599
COMMUNITY & AGED CARE
AGED CARE
OPERATING INCOME
Bland Community Care Packages(Commnwlth Funded -16,000 -16,240 -16,484 -16,731
Grant Community Care -16,000 -16,240 -16,484 -16,731
User Charges 0 0 0 0
CAPITAL INCOME
Bland Community Care (Commnwlth Funded) -610 -834 -1,069 -1,313
Transfer fr Community Care Reserve -610 -834 -1,069 -1,313
Total Capital Income -610 -834 -1,069 -1,313
Total Income -16,610 -17,074 -17,553 -18,044
Bland Community Care 16,610 17,074 17,553 18,045
Employee Costs 12,930 13,318 13,717 14,129
Phones 600 665 732 800
Administration Expenses - Other 2,000 2,000 2,000 2,000
Overheads 470 481 493 506
CAPITAL EXPENDITURE
Bland Community Care 0 0 0 0
Capital 0 0 0 0
RESULT 0 -0 -0 0
OPERATING INCOME
Bland Shire Day Care (HACC Funded) -86,099 -88,483 -90,832 -93,247
Grant -DSS -55,217 -56,597 -58,012 -59,463
NDIS -10,400 -10,660 -10,927 -11,200
Fees -7,000 -7,175 -7,354 -7,538
TRF fr Bland Shire Day Care Reserve -13,482 -14,051 -14,539 -15,047
Bland Shire Day Care (HACC Funded) 86,099 88,483 90,832 93,247
Employee Costs 45,489 46,853 48,259 49,707
Page 10
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Day Care - Meals 6,000 6,149 6,303 6,461

Activity Expenses 6,500 6,663 6,829 7,000
Telephone Costs 1,000 1,030 1,061 1,093
Rent to WWCC 16,400 16,810 17,230 17,661
Program Costs 5,000 5,125 5,253 5,384
Bus Costs 4,000 4,100 4,100 4,100
Transfer to Bland Shire Day Care reserve 0
Overheads 1,710 1,753 1,797 1,842
RESULT 0 0 0 -0
OPERATING INCOME
Bland Shire Multi Service Outlet -201,125 -206,859 -212,735 -218,783
Grant - DSS -171,125 -173,692 -176,298 -178,942
NDIS Income -30,000 -30,450 -30,907 -31,370
Transfer from MSO Reserve 0 -2,717 -5,531 -8,471
Bland Shire Multi Service Outlet 201,128 206,859 212,734 218,783
Employee Costs 171,613 176,761 182,064 187,526
MSO Home Modification & Maintenance 11,500 11,788 12,082 12,384
Program & Volunteer Expenses 6,000 6,150 6,304 6,461
COPS Program 1,950 1,999 2,049 2,100
Overheads 2,890 2,962 3,036 3,112
RESULT 3 -0 -1 -0
OPERATING INCOME
West Wyalong Community Care Centre -74,300 -76,158 -78,061 -80,013
Internal Income -74,300 -76,158 -78,061 -80,013
Rental Income 0 0 0 0
OPERATING EXPENDITURE 0 0 0 0
West Wyalong Community Care Centre 70,270 71,174 72,103 73,056
Telephone 3,000 3,091 3,183 3,279
Electricity 12,500 12,875 13,261 13,659
Water 2,500 2,530 2,560 2,591
Rates 2,000 2,050 2,101 2,154
Maintenance & Repairs 8,500 8,713 8,930 9,154
Cleaning 5,000 5,125 5,253 5,385
Overheads 860 881 903 926
Depreciation 35,910 35,910 35,910 35,910
RESULT -4,030 -4,983 -5,959 -6,957
NETT OVERALL RESULT -4,027 -4,984 -5,960 -6,957
Page 11
BLAND SHIRE COUNCIL
BUDGET
2019‐20
LIBRARY & CHILDRENS SERVICES

OPERATING INCOME
Family Day Care -534,576 -548,387 -565,593 -583,785
CCB Contribution -400,000 -410,000 -420,250 -430,756
CSP Funding -36,376 -37,286 -42,171 -47,277
Fees & Levies -90,000 -92,251 -94,557 -96,921
FDC Educator Levy -8,200 -8,405 -8,615 -8,831
Transfer fr Family Day Care Reserve 0 -446 0 0
Family Day Care 534,576 548,387 565,593 583,784
Employee Costs 93,500 96,305 99,194 102,170
Meeting Costs 200 200 206 211
Working Expenses FDC 5,500 5,638 5,778 5,923
Playgroup supplies 200 200 206 211
Mobile Phone Expenses 300 300 310 319
Licence Fee 1,500 1,536 1,575 1,614
Child Care Benefit (Cost Neutral) 400,000 410,000 420,250 430,756
Overheads Income offset to Childrens Servcs 26,197 26,852 27,523 28,211
Transfer to Internal Reserves 4 0 3,013 6,643
RESULT 0 -0 0 -0
OPERATING INCOME
Mobile Resource Unit -283,424 -291,243 -299,133 -307,253
Fees & Levies - Playgroup -3,500 -3,588 -3,678 -3,769
MRU Vacation Operating Grant -10,000 -10,250 -10,506 -10,769
CCS Contribution -219,924 -219,924 -219,924 -219,924
Long Day Care fees -50,000 -51,250 -52,531 -53,845
Transfer from Internal Reserves 0 -6,231 -12,494 -18,946
Mobile Resource Unit 283,424 291,244 299,134 307,253
Employee Costs 194,552 200,389 206,401 212,593
Mobile & Data 500 515 530 546
Maintenance & Repairs 200 205 210 215
Supplies 24,496 25,109 25,736 26,380
Materials - General 2,179 2,233 2,289 2,347
Licence Fee 950 974 998 1,023
ITAV Expenses 3,000 3,021 3,042 3,063
Water - Ungarie 800 810 819 829
Vacation Care Expenses 7,000 7,210 7,426 7,649
Contribution to Plant - MRU Vehicle Operating 14,350 14,500 14,500 14,500
Page 12
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Overheads 35,272 36,153 37,057 37,984

Transfer to Internal Reserves 0
CAPITAL EXPENDITURE
Mobile Resource Unit 0 0 0 0
Capital 0 0 0 0
RESULT 0 1 1 0
OPERATING INCOME
Pre School -420,607 -431,795 -443,308 -455,156
Grants -259,343 -263,234 -267,182 -271,190
Dept Education & Training Grant -6,900 -7,073 -7,249 -7,431
Fees -110,000 -112,750 -115,569 -118,458
Transfer fr Preschool Reserve -44,364 -48,739 -53,308 -58,078
Pre School 420,607 431,795 443,308 455,156
Employee Costs 296,000 304,880 314,027 323,448
Advertising 1,000 1,029 1,060 1,092
Other Operating Expenditure 16,000 16,401 16,811 17,231
Licence Fee 1,500 1,537 1,576 1,615
Preschool Resources 2,000 2,050 2,101 2,154
R&M Garden 2,500 2,563 2,627 2,692
Maintenance 10,000 10,250 10,506 10,769
Activities 4,000 4,120 4,244 4,371
Cleaning 15,000 15,375 15,759 16,153
Depreciation 33,272 33,272 33,272 33,272
Overheads 39,335 40,318 41,326 42,359
RESULT 0 0 0 -0
OPERATING INCOME
Library -67,132 -68,695 -70,295 -71,932
Grants -40,000 -41,000 -42,025 -43,076
Sundry Income -5,000 -5,125 -5,253 -5,384
Library Special Projects -1,000 -1,015 -1,030 -1,046
Overheads -21,132 -21,555 -21,986 -22,426
Library 357,947 366,994 376,295 385,853
Employee Costs 166,591 171,588 176,736 182,038
Photocopier Lease Charges 2,300 2,328 2,356 2,384
Printing & Stationery 4,000 4,048 4,097 4,146
Phone Expenses 1,000 1,000 1,000 1,000
Page 13
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Regional Library Fee 114,198 117,052 119,979 122,978

Advertising 200 206 212 219
Library Maintenance - Software systems 5,000 5,125 5,253 5,384
Membership and Licence Fee 1,700 1,751 1,804 1,858
Rent Deposit Station 1,560 1,600 1,639 1,680
Library Maintenance 2,500 2,612 2,728 2,846
Promotion & Marketing 150 154 159 163
Library Activities 12,800 13,120 13,448 13,784
Freight 200 205 210 215
Cleaning 10,000 10,250 10,506 10,769
R&M Equipment 1,000 1,000 1,000 1,000
R&M Furniture 1,000 1,000 1,000 1,000
Depreciation 26,928 26,928 26,928 26,928
Corporate Support Overhead 5,320 5,452 5,589 5,729
CAPITAL EXPENDITURE
Library 0 0 0 0
Library Books 0 0 0 0
RESULT 290,815 298,299 306,001 313,921
OPERATING INCOME
Childrens Services unit -83,354 -85,437 -87,573 -89,762
Employee Costs -67,498 -69,185 -70,915 -72,688
Operating Costs -15,856 -16,252 -16,658 -17,075
PPL Income 0 0 0 0
CAPITAL INCOME
Children Services Unit 0 0 0 0
Transfer Fr Preschool Reserve 0 0 0 0
Total Income -83,354 -85,437 -87,573 -89,762
Childrens Services unit 83,423 85,827 88,303 90,852
Employee Costs 63,203 65,100 67,053 69,064
UTILITIES
Telephone 4,000 4,120 4,244 4,371
Electricity 5,000 5,150 5,305 5,464
Security 500 512 525 538
Sanitary Maintenance 250 256 263 269
Rates 1,750 1,794 1,839 1,885
Cleaning 1,000 1,030 1,061 1,093
Page 14
BLAND SHIRE COUNCIL
BUDGET
2019‐20
CONSUMABLES
Groceries 1,500 1,530 1,581 1,634
Stationery 700 725 730 735
Water 1,500 1,518 1,536 1,555
Overheads 1,220 1,250 1,282 1,314
CAPITAL EXPENDITURE
Childrens Services 0 0 0 0
Capital 0 0 0 0
RESULT 69 389 730 1,089
REGULATORY ACTIVITIES
OPERATING INCOME
Regulatory Activities -6,700 -6,858 -7,019 -7,184
Commission - Registration Fees -5,000 -5,124 -5,253 -5,384
Sales -500 -508 -515 -523
Penalty Infringement Notices -500 -508 -516 -523
Impounding Fees - Companion Animals -500 -513 -525 -538
Impounding Fees - General -200 -205 -210 -215
CAPITAL INCOME
Regulatory Activities 0 0 0 0
Other 0 0 0 0
Total Income -6,700 -6,858 -7,019 -7,184
Regulatory Activities 176,501 181,348 186,183 191,159
Employee Costs 137,501 141,626 145,875 150,251
Veterinary Support 5,000 5,125 5,253 5,384
Telephone Costs 500 514 530 546
Processing Costs 200 206 212 219
Impounding Expenses 5,000 5,000 5,000 5,000
Impounding Expenses General Duties 1,500 1,662 1,829 1,999
Payable - Dog Registrations 3,200 3,280 3,362 3,446
Impounding Facilities 5,000 5,125 5,253 5,384
Licence fee 100 103 105 108
Depreciation- Dog Control 1,920 1,920 1,920 1,920
Overheads 2,230 2,286 2,343 2,402
CAPITAL EXPENDITURE
Page 15
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Regulatory Activities 0 0 0 0
Pound Upgrade 0 0 0 0
DEVELOPMENT SERVICES
SUPPORT
OPERATING INCOME
Support 0 0 0 0
Searches 0 0 0 0
Operating Contributions (GIS Wage Contribution) 0 0 0 0
CAPITAL INCOME
Support 0 0 0 0
Other 0 0 0 0
Support 527,095 542,258 557,566 573,331
Employee Costs 481,425 495,868 510,744 526,066
Subscriptions 5,000 5,150 5,304 5,464
Legal Costs 2,000 2,020 2,040 2,061
Printing and Stationary 500 506 512 518
Development Services - Overheads 7,970 8,169 8,374 8,583
CAPITAL EXPENDITURE
Support 0 0 0 0
Capital 0 0 0 0
DEVELOPMENTAL CONTROL
OPERATING INCOME
Developmental Control -63,400 -64,982 -66,607 -68,272
Development Applications -18,000 -18,449 -18,911 -19,384
Complying Development Certificate -1,500 -1,537 -1,576 -1,615
Swimming Pool Inspections/Certificates -500 -513 -526 -539
Construction Certificates -15,000 -15,374 -15,759 -16,153
Outstanding Orders/Notices Sec 608 -500 -512 -525 -538
Subdivision Certificates -300 -307 -315 -323
Compliance Inspections -12,000 -12,299 -12,607 -12,922
Page 16
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Building Certificates -500 -513 -526 -539

Drainage Diagrams -1,000 -1,025 -1,051 -1,077
Planning Certificates (Section 149/2 and 5) -10,000 -10,249 -10,506 -10,768
Long Service Levy -500 -513 -526 -539
Section 68 - Part A - Manufactured Dwellings -600 -615 -630 -646
Section 68 - Part B Water Supply Work/Sewerage -750 -769 -788 -808
Section 68 - Part C Install OSSM -750 -768 -787 -807
Section 68 - Part C Operate OSSM -750 -769 -788 -807
Section 68 - Part C Inspec of OSSM -750 -769 -788 -808
CAPITAL INCOME
Developmental Control 0 0 0 0
Other 0 0 0 0
Total Income -63,400 -64,982 -66,607 -68,272
Developmental Control 4,030 4,149 4,274 4,402
Subscriptions 4,000 4,119 4,243 4,370
Development Control - Overheads 30 30 31 32
CAPITAL EXPENDITURE
Developmental Control 0 0 0 0
Other 0 0 0 0
NETT OVERALL RESULT -59,370 -60,833 -62,333 -63,870
ENVIRONMENTAL PLANNING
OPERATING INCOME
Environmental Planning -5,000 -5,000 -5,000 -5,000
Contributions - Sec. 94 -5,000 -5,000 -5,000 -5,000
CAPITAL INCOME
Environmental Planning 0 0 0 0
Transfer from Community Facilities reserve 0 0 0 0
Total Income -5,000 -5,000 -5,000 -5,000
Environmental Planning 64,110 65,348 66,614 67,910
Heritage (Heritage Adviser $13,000) 16,000 16,160 16,322 16,485
Heritage - Local Heritage Fund (matching funds by cou 30,000 30,750 31,519 32,307
LEP Review 10,000 10,250 10,506 10,769
Environmental Planning - Overheads 3,110 3,188 3,267 3,349
Transfer to Sec 94 Contributions Reserve 5,000 5,000 5,000 5,000
Page 17
BLAND SHIRE COUNCIL
BUDGET
2019‐20
CAPITAL EXPENDITURE
Environmental Planning 0 0 0 0
Capital 0 0 0 0
PUBLIC HEALTH & ENVIRONMENT
OPERATING INCOME
Public Health & Environment -2,000 -2,050 -2,101 -2,154
Food Premises Inspections -2,000 -2,050 -2,101 -2,154
CAPITAL INCOME
Public Health & Environment 0 0 0 0
Other 0 0 0 0
Total Income -2,000 -2,050 -2,101 -2,154
Public Health & Environment 1,010 1,027 1,046 1,064
Education Programs 500 512 525 538
Enforcement Costs 500 505 510 515
Health & Environment - Overheads 10 10 11 11
CAPITAL EXPENDITURE
Public Health & Environment 0 0 0 0
Other 0 0 0 0
NETT OVERALL RESULT -990 -1,023 -1,055 -1,089
PROPERTY MAINTENANCE
OPERATING INCOME
Property Maintenance
Other Revenue 0 0 0 0
CAPITAL INCOME
Other 0 0 0 0
Council Chambers Maintenance & Repairs 100,000 100,000 100,000 100,000
10 Shire St Maintenance & Repairs 3,000 3,000 3,000 3,075
Public Halls & Museum M&R 40,000 40,000 40,000 41,000
Page 18
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Ungarie Retirement Village Maintenance & Repair 500 513 526 539
CAPITAL EXPENDITURE
Other 0 0 0 0
TOTAL DEVELOPMENT SERVICES 669,345 684,263 699,317 715,895
WORKS & SERVICES
WORKS ADMINISTRATION
OPERATING INCOME
Engineering Services -665,760 -672,936 -680,283 -687,799
On-Road Diesel Fuel Rebate -80,000 -81,199 -82,417 -83,654
Sundry Income -50 -51 -51 -52
Charges- Plans etc -4,000 -4,060 -4,121 -4,183
Employee cost from Waste and Sewer -243,500 -243,500 -243,500 -243,500
Asset Charge Waste and Sewer -101,500 -101,500 -101,500 -101,500
Grant - Ungarie Flood Study -50,000 -51,250 -52,531 -53,845
Internal Charges -186,710 -191,376 -196,162 -201,066
Engineering Employment Overheads -1,100,000 -1,127,500 -1,155,687 -1,184,579
Oncost Recoveries
Transfer from ELE Reserve 0 0 0 0
Oncost Recoveries - Internal Works -1,100,000 -1,127,500 -1,155,687 -1,184,579
Other 0 0 0 0
Overhead Recovery 0 0 0 0
Insurances -16,000 -16,240 -16,484 -16,731
Internal Recovery 0 0 0 0
Insurance Refund -16,000 -16,240 -16,484 -16,731
WH&S Program -20,000 -20,300 -20,605 -20,914
Membership Recovery 0 0 0 0
WH&S Incentive Bonus -20,000 -20,300 -20,605 -20,914
Risk Management System 0 0 0 0
Oncost Recovery - Risk Management 0 0 0 0
Risk Management Bonus 0 0 0 0
Gravel Activity -400,000 -414,000 -424,350 -434,959
Gravel Revenue -400,000 -414,000 -424,350 -434,959
Gravel Sale to Store 0 0 0 0
Road Safety Officer 0 0 0 0
Grant 0 0 0 0
Private Works -100,000 -102,500 -105,063 -107,689
Private Works -100,000 -102,500 -105,063 -107,689
Page 19
BLAND SHIRE COUNCIL
BUDGET
2019‐20

CAPITAL INCOME
Engineering Services 0 0 0 0
Community Infrastructure Development 0 0 0 0
Total Income -2,301,760 -2,353,476 -2,402,471 -2,452,671
Engineering Services 1,184,254 1,215,329 1,246,361 1,278,273
Employee Costs 715,000 736,450 758,544 781,300
Office Expenses 5,000 5,124 5,253 5,384
Advertising 1,000 1,030 1,061 1,093
Memberships 7,000 7,210 7,426 7,649
Stationery & Printing 18,000 18,216 18,435 18,656
Other Operating expenses 1,500 1,538 1,576 1,615
Mobile Telephone Expenses 4,000 4,120 4,244 4,371
Consultancies 35,000 35,350 35,704 36,061
Minor Capital Purchases (< $1000) 500 512 525 538
IT HW Maint Gen 5,000 5,125 5,253 5,385
Security 30,000 30,750 31,519 32,307
R&M Equipment 1,500 1,538 1,576 1,615
Asset Expenses 70,000 71,750 73,544 75,382
Event Expenses 7,000 7,175 7,354 7,538
Works & Services - Overheads 187,510 192,198 197,003 201,928
Depreciation 6,144 6,144 6,144 6,144
Engineering Employment Overheads 978,500 1,007,556 1,037,482 1,068,307
Salary & Wages 0 0 0 0
Annual Leave 250,000 257,500 265,225 273,182
Sick Leave 110,000 113,300 116,699 120,200
Long Service Leave 70,000 72,100 74,263 76,491
Other 500 516 531 547
Public Holidays 105,000 108,150 111,394 114,736
Superannuation 300,000 309,000 318,270 327,818
Workers Comp 10,000 10,000 10,000 10,000
Backpays (Assessments) 0 0 0 0
Idle Time - Inclement Weather 80,000 82,400 84,872 87,418
Training Wages (Outdoor) 53,000 54,590 56,228 57,915
Insurances 650,000 655,708 665,478 669,659
Other Insurances 440,000 444,577 453,215 455,850
Workers Compensation 200,000 201,131 202,263 203,658
Minor Workcover exp paid by Council 5,000 5,000 5,000 5,000
Minor Insurance Claims 5,000 5,000 5,000 5,150
WH&S Program 128,620 131,860 135,090 138,512
Page 20
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Employee Costs 95,000 97,850 100,786 103,809

Subscriptions 2,000 2,100 2,100 2,200
WHS - Overheads 1,620 1,660 1,702 1,744
Other Expenses 2,000 2,060 2,122 2,185
First Aid Equipment 1,500 1,510 1,521 1,531
Staff Immunisations 3,000 3,021 3,042 3,063
Other WHS Equipment 5,000 5,035 5,069 5,104
Health Checks Functional Assessments 2,000 2,014 2,028 2,042
Alcohol & Drug Testing 15,000 15,103 15,208 15,313
Physical WHS Works eg Test & Tag (GM Req) 1,000 1,007 1,013 1,020
Risk Management System 97,740 100,656 103,599 106,741
Employee Costs 95,000 97,850 100,786 103,809
Risk Management Expenses 2,000 2,051 2,047 2,143
Minor Capital Items 500 512 523 538
Subscriptions 200 203 202 207
Risk Management - Overheads 40 41 42 43
Depot Management 229,366 234,933 240,655 246,536
Operating Expenses 35,000 35,875 36,772 37,691
Employee Costs 82,000 84,460 86,994 89,604
Cleaning 9,000 9,225 9,456 9,692
Electricity 12,000 12,360 12,731 13,113
PPE & Outdoor Clothing 28,000 28,700 29,418 30,153
Council Freight 10,000 10,250 10,506 10,769
Telephone 13,000 13,390 13,792 14,205
Water Charges 3,000 3,036 3,072 3,109
Rates 8,850 9,071 9,298 9,530
Stock Adjustment 2,000 2,050 2,101 2,154
Depreciation 26,516 26,516 26,516 26,516
Gravel Activity 348,532 354,832 361,288 367,907
Gravel Production Costs 240,000 246,000 252,150 258,454
Gravel Royalty Costs 10,000 10,250 10,506 10,769
Gravel Pit Management 1,000 1,025 1,051 1,077
Gravel Pit Restoration Costs 500 512 525 538
Rates 475 487 499 512
DepreciationGEN 96,557 96,557 96,557 96,557
Road Safety Officer 19,000 19,475 19,962 20,461
Costs Road Safety Officer 19,000 19,475 19,962 20,461
Private Works 90,000 92,250 94,556 96,920
Private Works Expenditure 90,000 92,250 94,556 96,920
CAPITAL EXPENDITURE
0 0 0 0
Page 21
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Works Services 0 0 0 0
Other 0 0 0 0
RESULT 1,424,252 1,459,123 1,502,002 1,540,645
PLANT RUNNING
OPERATING INCOME -3,658,138 -3,756,328 -3,840,309 -3,926,380
Plant Management/Workshop
Vehicle Lease Fees -54,450 -55,267 -56,096 -56,937
Contribution to Plant -533,226 -553,838 -558,309 -562,892
Plant Hire Income -3,070,462 -3,147,223 -3,225,904 -3,306,552
CAPITAL INCOME
Plant Management/Workshop -290,750 -236,470 -198,190 -301,930
Plant & Equipment -290,750 -236,470 -198,190 -301,930
Total Capital Income -290,750 -236,470 -198,190 -301,930
Total Income -3,948,888 -3,992,798 -4,038,499 -4,228,310
Plant Management/Workshop 2,965,658 2,969,655 3,011,658 3,053,390
Employee Costs 110,253 113,561 116,968 120,477
Workshop Expenses 50,000 50,000 50,000 50,000
Plant Running Expenses 1,500,000 1,500,000 1,537,500 1,575,938
Depreciation 1,149,305 1,149,305 1,149,305 1,149,305
Transfer to Plant Reserve 0
FBT 70,000 69,789 70,885 70,670
CAPITAL EXPENDITURE
Plant Workshop 1,275,192 1,243,708 917,919 1,185,062
Plant & Equipment Purchases - Cap 1,260,192 1,228,708 902,919 1,170,062
Plant Minor - Cap 15,000 15,000 15,000 15,000
Total Capital Expenditure 1,275,192 1,243,708 917,919 1,185,062
RESULT 291,962 220,565 -108,922 10,141
ROADS WORKS & TRANSPORT
OPERATING INCOME
State & National Roads -15,000 -15,375 -15,759 -16,153
Ordered Works -10,000 -10,250 -10,506 -10,769
RMS Emergency Works -5,000 -5,125 -5,253 -5,384
State & National Roads 15,000 15,375 15,759 16,153
Page 22
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Ordered Works - SIMC 10,000 10,250 10,506 10,769

Emergency works 5,000 5,125 5,253 5,384
RESULT 0 -0 -0 -0
OPERATING INCOME
Regional Roads -1,222,817 -1,253,388 -1,284,722 -1,316,840
Regional Roads Block Grant - Road (Part Cap Income) -1,096,247 -1,123,653 -1,151,744 -1,180,538
Transfer from Regional Roads reserve 0
Regional Roads Repair 2003/07 -126,570 -129,735 -132,978 -136,303
Regional Roads 1,190,121 1,000,249 1,031,583 1,063,702
Regional Roads (Sealed) Maintenance Works 257,261 219,160 247,043 275,642
R & M Roads 155,156
Regional Roads Reserve Maintenance Works 0
Regional Roads Signs 78,728 80,696 82,714 84,781
Regional Roads - Traffic Control 118,092 119,509 120,943 122,395
Depreciation (Regional Roads) 580,884 580,884 580,884 580,884
CAPITAL EXPENDITURE
Regional Roads Works 253,139 253,139 253,139 253,139
MR398 West Widening 253,139 253,139 253,139 253,139
Other 0 0 0 0
Total Capital Expenditure 253,139 253,139 253,139 253,139
RESULT 220,443 0 0 0
OPERATING INCOME
Road to Recovery -1,512,130 -1,512,130 -1,512,130 -1,512,130
Road to Recovery Grant -1,512,130 -1,512,130 -1,512,130 -1,512,130
Transfer From R2R Reserve 0 0 0 0
Road to Recovery 0 0 0 0
Gravel Resheeting 0 0 0 0
Total Operating Expenditure 0 0 0 0
CAPITAL EXPENDITURE
Roads to Recovery 1,512,130 1,512,130 1,512,130 1,512,130
R2R Capital Program 1,512,130 1,512,130 1,512,130 1,512,130
Other 0 0 0 0
Total Capital Expenditure 1,512,130 1,512,130 1,512,130 1,512,130
RESULT 0 0 0 0
OPERATING INCOME
Revenue Sharing -2,994,779 -3,039,701 -3,085,296 -3,131,576
Page 23
BLAND SHIRE COUNCIL
BUDGET
2019‐20
FAGS Grant - Roads Component -2,994,779 -3,039,701 -3,085,296 -3,131,576

Transfer to FAG Advance Payment Reserve 0 0 0 0
Transfer fr FAG Advance Payment reserve 0 0 0 0
Urban Roadside Maintenance 285,000 286,750 289,544 292,407
Bus Shelters 500 500 500 500
Banners & Road Signs 1,000 1,000 1,000 1,000
Road & Street Signs 500 500 500 500
Footpath M&R 40,000 40,000 41,000 42,025
Kerb & Gutter M&R 30,000 30,750 31,519 32,307
Stormwater Mgt Maintenance 40,000 41,000 42,025 43,076
Depreciation (Urban Roadside) 7,937 7,937 7,937 7,937
Depreciation (Stormwater) 165,063 165,063 165,063 165,063
RESULT 285,000 286,750 289,544 292,407
Urban Sealed Roads (FAG) 559,755 547,242 535,980 525,845
West Wyalong/Wyalong 85,760 77,184 69,465 62,519
Maintenance 39,370 35,433 31,890 28,701
Depreciation 434,625 434,625 434,625 434,625
CAPITAL EXPENDITURE
Urban Reseals 0 0 0 0
Urban Sealed Construction 0 0 0 0
RESULT 559,755 547,242 535,980 525,845
Urban Unsealed Roads - (FAG) 39,034 39,034 39,034 39,034
West Wyalong/Wyalong 0 0 0 0
Other Towns 0 0 0 0
Depreciation 39,034 39,034 39,034 39,034
RESULT 39,034 39,034 39,034 39,034
OPERATING INCOME
Fixing Country Roads Program
Transport NSW Contribution 0 0 0 0
Rural Sealed Roads - (FAG) 1,438,586 1,790,714 1,799,517 1,808,540
Rural Sealed Rds 0 352,128 360,931 369,954
Depreciation 1,438,586 1,438,586 1,438,586 1,438,586
Page 24
BLAND SHIRE COUNCIL
BUDGET
2019‐20

RESULT 1,438,586 1,790,714 1,799,517 1,808,540
Rural Unsealed Roads 5,113,042 4,869,157 4,764,214 4,672,628
Maintenance Grading 415,600 469,440 422,496 380,246
Rural - Gravel Patching - (FAG) 899,000 809,100 728,190 655,371
General Maintenance - (FAG) 106,000 0 0 0
Wet Grading 1,018,250 916,425 939,335 962,819
Depreciation 2,674,192 2,674,192 2,674,192 2,674,192
RESULT 5,113,042 4,869,157 4,764,214 4,672,628
Street Cleaning 34,500 35,362 36,246 37,152
Street Cleaning 15,000 15,375 15,759 16,153
Rates 19,500 19,987 20,487 20,999
RESULT 34,500 35,362 36,246 37,152
Bridges 172,437 172,437 172,562 172,690
Bridges Maintenance 5,000 5,000 5,125 5,253
Depreciation - Bridges 167,437 167,437 167,437 167,437
RESULT 172,437 172,437 172,562 172,690
OPERATING INCOME
Council Projects -60,000 0 0 0
Transfer from Community Facilites Reserve -60,000 0 0 0
Transfer from General Development (S94) Reserve 0 0 0 0
Total Operating Income -60,000 0 0 0
CAPITAL EXPENDITURE
Council Projects 60,000 0 0 0
Shire Wide Approaches and Signage 60,000 0 0 0
0 0 0 0
RESULT 0 0 0 0
PUBLIC SERVICES
OPERATING INCOME
Aerodrome -2,900 -2,967 -3,037 -3,107
Rental -400 -409 -420 -430
Landing Fees -2,000 -2,050 -2,101 -2,154
Sundry Income -500 -508 -516 -523
Aerodrome 116,242 117,631 119,054 120,513
Page 25
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Cleaning 1,600 1,640 1,681 1,723

M&R Including Ground Maintenance 45,000 46,124 47,278 48,460
Electricity 1,200 1,236 1,273 1,311
Water 1,500 1,518 1,536 1,555
Rates 6,000 6,150 6,304 6,462
Phone Costs 650 670 690 710
Depreciation 60,292 60,292 60,292 60,292
CAPITAL EXPENDITURE
Aerodrome 0 0 0 0
Capital 0 0 0 0
RESULT 113,342 114,663 116,017 117,406
OPERATING INCOME
Saleyards -63,100 -64,677 -66,294 -67,952
Truckwash Charges -18,000 -18,450 -18,911 -19,384
Saleyard Leases -20,000 -20,500 -21,012 -21,538
Lease Fees -25,000 -25,625 -26,266 -26,922
Sundry -100 -102 -105 -108
Saleyards 148,948 149,272 150,104 150,957
Electricity 3,000 3,090 3,183 3,278
Water Charges 4,000 4,048 4,097 4,146
Phone Costs 1,000 1,030 1,061 1,093
Roaming Stock 100 104 107 110
Repairs & Maintenance 20,000 20,000 20,500 21,013
Cleaning 1,000 1,024 1,050 1,076
Rates 5,125 5,253 5,385 5,519
Depreciation 114,723 114,723 114,723 114,723
CAPITAL EXPENDITURE
Saleyards 0 0 0 0
Capital 0 0 0 0
0 0 0 0
RESULT 85,848 84,595 83,810 83,006
OPERATING INCOME
Page 26
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Public Conveniences 115,029 117,284 119,595 121,964

Maintenance & Repair 35,000 35,875 36,772 37,691
Cleaning 52,000 53,300 54,633 55,998
Water Expenses 2,000 2,060 2,122 2,185
Sanitary Bins 2,000 2,020 2,040 2,061
Depreciation 24,029 24,029 24,029 24,029
CAPITAL EXPENDITURE
Capital Works 0 0 0 0
RESULT 115,029 117,284 119,595 121,964
OPERATING INCOME
Cemeteries -115,000 -117,875 -120,822 -123,842
Lawn Cemetery Fees -115,000 -117,875 -120,822 -123,842
T/Fer Fr Cemetery Reserve 0 0 0 0
Cemeteries 115,000 103,630 105,924 108,276
Memorial Cemeteries M&R 77,000 78,925 80,898 82,921
Cemetry Furniture Maintenance 1,500 1,538 1,576 1,615
Lawn Plaques 5,000 5,125 5,253 5,384
Transfer to Cemetery Reserve 13,608 0 0 0
Rates 5,315 5,447 5,584 5,723
Electricity 600 618 637 656
Depreciation 11,977 11,977 11,977 11,977
CAPITAL EXPENDITURE
Cemeteries 0 0 0 0
New Beams at Lawn Cemetery (10 year plan) 0 0 0 0
RESULT 0 -14,245 -14,898 -15,566
OPERATING INCOME
Parks & Gardens -210 -216 -221 -226
Rental -100 -103 -106 -108
Parks & Gardens Income -110 -113 -115 -118
Total Operating Income -210 -216 -221 -226
CAPITAL INCOME
Parks & Gardens 0 0 0 0
Transfer fr Community Facilities reserve 0 0 0 0
Total Income -210 -216 -221 -226
Page 27
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Parks & Gardens 787,076 803,141 805,963 808,859
Parks Maintenance 512,540 525,853 525,853 525,853
Wetlands Maintenance 15,000 15,376 15,760 16,154
Reserves Maintenance 20,000 20,000 20,000 20,000
Electricity 23,000 23,690 24,401 25,133
Tree maintenence 10,000 10,180 10,362 10,547
Annuals 5,000 5,000 5,000 5,000
Water Charges 8,000 8,240 8,487 8,742
Rates 32,630 33,446 34,282 35,139
Mobile Phone 2,000 2,060 2,122 2,185
Program Expenses - Other 500 516 531 547
Contract 15,000 15,375 15,759 16,153
Depreciation 143,406 143,406 143,406 143,406
CAPITAL EXPENDITURE
Parks & Gardens 0 0 0 0
Capital 0 0 0 0
RESULT 786,866 802,925 805,742 808,633
OPERATING INCOME
Bush Fire Services -117,000 -118,400 -119,828 -121,285
Contribution -70,000 -71,400 -72,828 -74,285
Hazard Reduction -47,000 -47,000 -47,000 -47,000
Emergency works 0
Bush Fire Services 500,164 512,392 524,985 537,955
Hazard Reduction 47,000 47,000 47,000 47,000
NSW Fire Fund 15,000 15,450 15,914 16,391
Contribution to RFS 385,000 396,550 408,446 420,700
Rates - Rural Fire Service 5,490 5,627 5,768 5,912
Water 500 515 530 546
Non Claimable Expenses 3,000 3,075 3,152 3,231
Depreciation 44,174 44,174 44,174 44,174
CAPITAL EXPENDITURE
Naradhan & Yiddah Fire Sheds 0 0 0 0
RESULT 383,164 393,992 405,157 416,670
OPERATING INCOME
State Emergency Service 0 0 0 0
Transfer fr SES Building Reserve 0 0 0 0
Page 28
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Transfer fr SES Complex Reserve 0 0 0 0

SES - Vehicle Contribution 0 0 0 0
State Emergency Services 35,834 36,391 36,963 37,553
Maintenance 500 512 525 538
Contribution to SES 16,460 16,954 17,463 17,987
Non Claimable Expenses 2,000 2,050 2,101 2,154
Depreciation 16,874 16,874 16,874 16,874
CAPITAL EXPENDITURE
State Emergency Services 0 0 0 0
Other 0 0 0 0
RESULT 35,834 36,391 36,963 37,553
OPERATING INCOME
Street Lighting -35,000 -35,875 -36,772 -37,691
Grant - Street Lighting -35,000 -35,875 -36,772 -37,691
Street Lighting 162,329 166,904 171,614 176,464
Electricity 140,000 144,200 148,526 152,982
Maintenance 15,000 15,375 15,759 16,153
Depreciation 7,329 7,329 7,329 7,329
RESULT 127,329 131,029 134,843 138,773
OPERATING INCOME
Noxious Plants & Pest Control -60,000 -61,500 -63,038 -64,613
Government Grants
- Grant - Crown
- Grant - Operational -60,000 -61,500 -63,038 -64,613
Noxious Plants & Pest Control 333,650 342,335 350,806 359,518
Employee Costs 193,500 199,305 205,284 211,442
Phone Costs 600 618 637 656
Destruction of Weeds 95,000 97,375 99,809 102,305
Pest Control 1,500 1,538 1,576 1,615
CAPITAL EXPENDITURE
Noxious Plants & Pest Control 0 0 0 0
Page 29
BLAND SHIRE COUNCIL
BUDGET
2019‐20
RESULT 273,650 280,835 287,768 294,904
OPERATING INCOME
Parking Areas -1,500 -1,538 -1,576 -1,616
Income -1,500 -1,538 -1,576 -1,616
Parking Areas 37,992 38,724 39,473 40,241
Maintenance 8,500 8,713 8,930 9,154
Water Street Parking Maintenance 8,000 8,200 8,405 8,615
Lease 2,000 2,024 2,048 2,073
Rates 11,790 12,085 12,387 12,697
Depreciation 7,702 7,702 7,702 7,702
RESULT 36,492 37,186 37,896 38,625
OPERATING INCOME
Sporting Ovals -55,000 -56,375 -57,784 -59,229
Sporting Oval Fees -35,000 -35,875 -36,772 -37,691
West Wyalong Stadium Fees -20,000 -20,500 -21,013 -21,538
CAPITAL INCOME
Sporting Ovals 0 0 0 0
Transfer from Community Facilites Reserve 0 0 0 0
Transfer from Ron Crowe Sporting Fields reserve 0 0 0 0
Total Income -55,000 -56,375 -57,784 -59,229
Sporting Ovals 524,562 532,272 540,022 547,968
Other Operating Expenses 100 103 106 109
Facilities Maintenance 25,000 25,625 26,266 26,922
Mangement of Sports Stadium 0
Maintenance Sporting Ovals 230,000 235,750 241,644 247,685
Cleaning 6,000 6,072 6,145 6,219
Electricity 23,000 23,690 24,401 25,133
Mobile Phone 400 413 425 438
Water Charges 5,000 5,060 5,121 5,182
Rates 13,900 14,247 14,603 14,968
Depreciation 206,812 206,812 206,812 206,812
CAPITAL EXPENDITURE
Page 30
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Sporting Ovals 0 0 0 0
Capital 0 0 0 0
RESULT 469,562 475,897 482,238 488,739
OPERATING INCOME
Cycle/Walking Paths 0 0 0 0
Income 0 0 0 0
Transfer fr Cycleway Grant Reserve 0 0 0 0
Cycle/Walking Paths 28,080 27,952 28,074 28,199
Maintenance 5,000 4,872 4,994 5,119
Depreciation 23,080 23,080 23,080 23,080
CAPITAL EXPENDITURE
Cycle/Walking Paths 0 0 0 0
Other 0 0 0 0
RESULT 28,080 27,952 28,074 28,199
OPERATING INCOME
Ancillary Street Maintenance
Tree Planting/Removal 0 0 0 0
Ancillary Street Maintenance 246,000 246,968 241,590 236,366
Tree Planting 20,000 14,741 15,110 15,487
Water 1,000 1,602 1,621 1,640
Maintenance 225,000 230,625 224,859 219,238
Kerb & Gutter 0 0 0 0
RESULT 246,000 246,968 241,590 236,366
West Wyalong Sports Stadium 82,721 84,587 86,120 87,722
Water 1,000 1,493 1,518 1,536
Electricity 7,000 7,174 7,352 7,573
Cleaning & Maintenance 50,000 51,250 52,531 53,845
Sanitary Mainte 2,000 1,949 1,998 2,048
Depreciation 22,721 22,721 22,721 22,721
RESULT 82,721 84,587 86,120 87,722
POOLS
Page 31
BLAND SHIRE COUNCIL
BUDGET
2019‐20
OPERATING INCOME
Holland Park Pool -20,000 -20,000 -20,000 -20,500
Pool Income -20,000 -20,000 -20,000 -20,500

CAPITAL INCOME
Holland Park Pool 0 0 0 0
Capital Income 0 0 0 0
Total Income -20,000 -20,000 -20,000 -20,500
Holland Park Pool 330,352 343,026 346,848 350,947
Pool Contract 168,955 170,445 171,949 173,669
Chemicals 7,000 7,175 7,354 7,538
Electricity 30,000 30,900 31,827 32,782
Gas - Holland Park Pool 5,000 5,150 5,305 5,464
Telephone Charges 500 789 813 838
Water Charges 4,000 4,048 4,097 4,146
Rates 9,540 9,778 10,023 10,274
Depreciation 85,157 85,157 85,157 85,157
CAPITAL EXPENDITURE
Holland Park Pool 0 0 0 0
Capital 0 0 0 0
RESULT 310,352 323,026 326,848 330,447
OPERATING INCOME
Ungarie Pool 0 0 0 0
Income 0 0 0 0
CAPITAL INCOME
Income 0 0 0 0
Ungarie Pool 34,398 43,988 44,773 45,578
Chemicals 3,000 3,074 3,151 3,230
Electricity 2,000 8,377 8,628 8,887
Telephone Charges 1,000 1,469 1,513 1,558
Water Charges 2,300 3,255 3,294 3,334
Page 32
BLAND SHIRE COUNCIL
BUDGET
2019‐20

Rates 3,025 3,101 3,178 3,258
Depreciation 12,873 12,873 12,873 12,873
CAPITAL EXPENDITURE
RESULT 34,398 43,988 44,773 45,578
COUNCIL PROPERTY MAINTENANCE
OPERATING INCOME
Council Chambers 0 0 0 0
Refurbishment Income 0 0 0 0
Income 0 0 0 0
Council Chambers 149,574 151,711 153,908 156,164
Cleaning 37,000 37,925 38,873 39,845
Waste Disposal 200 205 210 216
Electricity 37,000 38,109 39,253 40,430
Security 1,050 1,076 1,103 1,130
Water Charges 6,000 6,072 6,145 6,218
Depreciation 68,324 68,324 68,324 68,324
CAPITAL EXPENDITURE
Council Chambers 0 0 0 0
Capital 0 0 0 0
RESULT 149,574 151,711 153,908 156,164
10 Shire St 22,574 23,003 23,443 23,895
Electricity 3,000 3,090 3,182 3,278
Water Charges 300 304 307 311
Cleaning 10,250 10,507 10,769 11,038
Rates 3,160 3,239 3,320 3,403
Depreciation 5,864 5,864 5,864 5,864
CAPITAL EXPENDITURE
10 Shire St 0 0 0 0
Capital 0 0 0 0
Page 33
BLAND SHIRE COUNCIL
BUDGET
2019‐20

RESULT 22,574 23,003 23,443 23,895
OPERATING INCOME
Public Halls & Museums -12,301 -12,609 -12,924 -13,247
Museum Advisor Contribution -10,251 -10,507 -10,770 -11,039
Sundry Income -2,050 -2,102 -2,154 -2,208
Public Halls & Museums 98,986 99,895 100,828 101,786
Museum Advisor Expense 15,000 15,450 15,913 16,390
Museum Advisor Travelling 6,200 6,242 6,285 6,329
Electricity 1,500 1,545 1,592 1,639
Water Charges 2,500 2,530 2,560 2,591
Rates 13,655 13,997 14,347 14,705
Depreciation 60,131 60,131 60,131 60,131
CAPITAL EXPENDITURE
Public Halls & Museums 5,000 0 0 0
Museum Cornice Replacement in Kitchen 5,000 0 0 0

RESULT 91,685 87,286 87,904 88,539
OPERATING INCOME
Caravan Park -21,000 -21,025 -21,051 -21,077
Caravan Park Lease -21,000 -21,025 -21,051 -21,077
Caravan Park 44,840 44,964 45,093 45,224
Repairs & Maintenance 5,000 5,124 5,253 5,384
Depreciation 39,840 39,840 39,840 39,840
CAPITAL EXPENDITURE
Caravan Park 0 0 0 0
Capital 0 0 0 0
RESULT 23,840 23,939 24,042 24,147
OPERATING INCOME
Residences -74,000 -75,850 -77,747 -79,690
Calleen St Rental -14,000 -14,350 -14,709 -15,076
Rental - Residences (Input Taxed) -60,000 -61,500 -63,038 -64,614
Page 34
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Residences 68,683 70,032 71,416 72,834
Maintenance & Operating Costs 10,000 10,249 10,506 10,768
Rent 42,000 43,050 44,126 45,229
Rates - Council Properties 1,755 1,799 1,844 1,890
Depreciation 14,428 14,428 14,428 14,428
CAPITAL EXPENDITURE
Residences 0 0 0 0
Capital 0 0 0 0
RESULT -5,317 -5,818 -6,331 -6,856
OPERATING INCOME
Literary Institute -19,000 -19,000 -19,000 -19,000
Rental -19,000 -19,000 -19,000 -19,000
Literary Institute 18,503 18,603 18,706 18,811
Depreciation 14,503 14,503 14,503 14,503
CAPITAL EXPENDITURE
Literary Institute 0 0 0 0
Capital 0 0 0 0
RESULT -497 -397 -295 -189
OPERATING INCOME
123 Railway Rd, WW (Mens Shed) -52 -52 -52 -52
Rental -52 -52 -52 -52
Total Operating Income -52 -52 -52 -52
123 Railway Rd, WW 3,268 3,351 3,436 3,523
Maintenance & Repair 500 506 512 518
Electricity 1,300 1,339 1,379 1,421
Rates 1,258 1,289 1,321 1,354
CAPITAL EXPENDITURE
123 Railway Rd, WW
Other 0 0 0 0
Page 35
BLAND SHIRE COUNCIL
BUDGET
2019‐20

RESULT 3,216 3,299 3,384 3,471
OPERATING INCOME
Ungarie Retirement Village 0 0 0 0
Rental 0 0 0 0
Ungarie Retirement Village 9,218 9,218 9,218 9,218
Depreciation 9,218 9,218 9,218 9,218
RESULT 9,218 9,218 9,218 9,218
OPERATING INCOME
Caltex Truck Stop -120,000 -123,000 -126,075 -129,227
Rental -120,000 -123,000 -126,075 -129,227
Caltex Truck Stop 15,000 15,375 15,759 16,153
Expenditure 15,000 15,375 15,759 16,153
RESULT -105,000 -107,625 -110,316 -113,074
OPERATING INCOME
West Wyalong Ambulance Station -5,000 -5,125 -5,253 -5,384
Sundry Income -5,000 -5,125 -5,253 -5,384
West Wyalong Ambulance Station 6,056 6,068 6,081 6,094
Maintenance & Repair 500 512 525 538
Depreciation 5,556 5,556 5,556 5,556
RESULT 1,056 944 828 710
OPERATING INCOME
Surplus Land/Operational Land -5,000 -5,126 -5,254 -5,385
Income -5,000 -5,126 -5,254 -5,385
Surplus Land/Operational Land 6,120 6,274 6,432 6,593
Rates 5,920 6,068 6,219 6,375
RESULT 1,120 1,148 1,178 1,208
OPERATING INCOME
184 Main Street W Wyalong -13,000 -13,325 -13,658 -14,000
Rental -13,000 -13,325 -13,658 -14,000
Page 36
BLAND SHIRE COUNCIL
BUDGET
2019‐20
184 Main Street W Wyalong 13,046 13,304 13,568 13,840
Rates 4,110 4,213 4,318 4,426
Water Charges 1,000 1,030 1,061 1,093
Depreciation 2,936 2,936 2,936 2,936
CAPITAL EXPENDITURE
184 Main Street W Wyalong 0 0 0 0
184 Main St 0 0 0 0
RESULT 46 -21 -90 -160
WASTE MANAGEMENT
OPERATING INCOME
Domestic & Trade Waste Management -1,148,429 -1,161,003 -1,189,891 -1,219,500
DWMS Charges -849,849 -861,096 -882,623 -904,689
Pension Rebate Subsidy DWMS -26,000 -20,650 -21,167 -21,696
Interest - Domestic Waste -4,500 -4,500 -4,500 -4,500
Interest Trade Waste -1,000 -1,000 -1,000 -1,000
Sundry -250 -257 -263 -269
RMCC 0
Trade Waste Charges -266,830 -273,501 -280,338 -287,347
Waste Management -278,527 -305,513 -308,377 -311,354
Waste Fees and Charges -155,000 -158,875 -162,847 -166,918
Sundry Income -50 -52 -53 -54
Interest - Domestic Waste -100 -100 -100 -100
Transfer from Waste Restricted Assets -90,377 -112,991 -111,380 -109,774
Materials Recycling -33,000 -33,495 -33,997 -34,507
CAPITAL INCOME
Domestic & Trade Waste Management 0 0 0 0
Other 0 0 0 0
Total Income -1,426,956 -1,466,516 -1,498,268 -1,530,854
Domestic & Trade Waste Management 610,400 611,122 625,805 640,899
Operation Costs - DWM 171,200 169,903 174,151 178,504
less: Pensions 50,500 51,762 53,056 54,383
Education Program 500 487 499 512
Transfer to Plant Replacement Reserve (GarbageTrk) 70,000 70,000 70,000 70,000
Environmental Protection Licence Fee 200 160 163 168
Page 37
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Domestic Waste Tipping Costs 280,000 280,000 288,400 297,052

Write Offs Domestic Waste 0
Waste Management 816,556 855,394 872,462 889,954
JC Expenserecov 0
Salary & Wages 0
Annual Leave 24,000 24,720 25,462 26,225
Sick Leave 3,750 10,044 10,345 10,655
LSL Paid 0
Other 0
Public Holidays 3,200 9,622 9,911 10,208
Superannuation 23,500 24,205 24,931 25,679
Other Operating Costs WW Landfill 395,000 404,875 414,997 425,371
West Wyalong Tip Contractors 5,000 5,050 5,101 5,152
W Wyalong Electr& Gas Exp 2,700 2,781 2,864 2,950
W Wyalong Water Exp-Prop 800 2,810 2,843 2,877
W WyalongTelephone-Mobil 400 412 424 437
Operations - Ungarie 25,000 25,625 26,266 26,922
Operations - Barmedman 25,000 25,625 26,266 26,922
Operations - Weethalle 10,000 10,250 10,506 10,769
Operations - Tallimba 7,000 7,175 7,354 7,538
Operations - Mirrool 5,000 5,125 5,253 5,384
Operations - Naradhan 17,000 17,425 17,861 18,307
Operations - Kikoria 18,000 18,450 18,911 19,384
Tfer of Op Costs to DWM (Tipping) -280,000 -280,000 -288,400 -297,052
Tip Restoration 6,200 6,355 6,514 6,677
Free Tip Day 13,000 13,390 13,792 14,205
Rates 4,030 4,130 4,234 4,339
Transfer to Waste reserve 0
Transfer to Plant Replacement Reserve (Trax,Sweep) 115,000 115,000 115,000 115,000
Recycling 4,000 3,897 3,994 4,094
E Waste 1,000 936 964 993
Transfer to Eng Serv Employee Costs 121,750 125,402 129,164 133,039
Asset Administration Fee 50,750 52,272 53,840 55,455
Depreciation 30,665 30,665 30,665 30,665
Contribution to Plant (2 Cars plus Trax & Sweep) 75,076 76,676 78,111 79,583
Overheads 109,735 112,478 115,290 118,172
CAPITAL EXPENDITURE
Waste Management 0 0 0 0
Capital 0 0 0 0
NETT OVERALL RESULT 0 0 -0 -1
SEWERAGE SERVICES
Page 38
BLAND SHIRE COUNCIL
BUDGET
2019‐20
OPERATING INCOME
Sewer -1,732,262 -1,768,094 -1,804,506 -1,841,977
Rates -1,581,972 -1,621,522 -1,662,060 -1,703,611
Interest on Investments -5,500 -5,500 -5,500 -5,500
Pensioner Rebate Subsidy - Sewer -20,000 -20,500 -21,013 -21,538
Interest Sewer Rates & Charges 0
Application Fees -1,000 -1,024 -1,050 -1,076
Fees - Liquid Waste Disposal -30,000 -30,753 -31,524 -32,314
Sewer Headworks Contrib (Sec 64) -1,000 -1,030 -1,061 -1,093
Transfer From Restricted Assets -92,690 -87,665 -82,199 -76,744
Liquid Waste -100 -100 -100 -100
Total Operation Income -1,732,262 -1,768,094 -1,804,506 -1,841,977
CAPITAL INCOME
Sewer 0 0 0 0
Other 0 0 0 0
Total Income -1,732,262 -1,768,094 -1,804,506 -1,841,977
Administration 1,026,612 1,045,468 1,064,772 1,084,697
Implementation Best Practice Pricing 1,000 1,025 1,051 1,077
JC Expenserecov 0
Salary & Wages 200,000 207,000 214,245 221,743
Annual Leave 11,000 11,385 11,783 12,196
Sick Leave 3,000 3,105 3,214 3,326
Public Holidays 2,000 2,070 2,142 2,217
Superannuation 17,000 17,595 18,211 18,848
Telephone 1,000 1,000 1,000 1,000
Mobile Phone 20,000 20,631 21,279 21,948
Consultancy - Sewer 20,000 20,200 20,402 20,606
less: Pension Rebates 41,000 42,025 43,076 44,153
Write Offs - Sewer 0
Interest 0
Transfer to Eng Serv Employee Costs 121,750 126,012 130,422 134,987
Asset Administration Fee 50,750 52,272 53,840 55,455
Transfer to Sewer Reserve 0
Transfer to Sewer Headworks Contrib (Sec 64) 1,000 1,030 1,061 1,093
Overheads 114,275 117,131 120,060 123,061
Depreciation 408,487 408,487 408,487 408,487
Treatment Works 404,775 414,257 423,671 433,324
Energy Costs 10,000 10,300 10,609 10,927
Phone Charges 1,000 1,031 1,061 1,093
Transfer to Reticulation 40,000 41,000 42,025 43,076
Depreciation 11,905 11,905 11,905 11,905
Page 39
BLAND SHIRE COUNCIL
BUDGET
2019‐20
Operating Costs 304,000 311,600 319,390 327,375

Treatment Works - Cleaning 4,500 4,612 4,727 4,845
Water 4,670 4,810 4,954 5,103
Treatment Works Restoration Provision 0
Pumping Station 120,875 123,958 127,121 130,366
Operating Expenditure 84,000 86,100 88,253 90,459
Energy Costs 26,500 27,295 28,114 28,957
Water 5,500 5,566 5,633 5,700
Rates 4,875 4,997 5,122 5,250
Sewer Mains 180,000 184,500 189,113 193,841
Maintenance 180,000 184,500 189,113 193,841
CAPITAL EXPENDITURE
Sewer 0 -88 -172 -251
Sewer Extension 0 0 0 0
Sewer Pump Station (Council Res 12-12-17) 0 0 0 0
RETICULATION
OPERATING INCOME
Transfer from Reticulation reserve -60,000
Grey Water Removal -40,000 -40,600 -41,209 -41,827
Reticulation - Pipe Maintenance 20,500 21,012 21,537 22,076
Reticulation Reserve 14,376 14,376 14,376 14,376
Two water retention tanks salesyard 60,000
Depreciation 5,124 5,124 5,124 5,124
Total Capital Expenditure 0 -88 -172 -251
NETT OVERALL RESULT 0 1 -1 0
TOTAL WORKS & SERVICES 9,904,414 9,754,444 9,354,290 9,413,598
Page 40
6 Shire Street
PO Box 21
West Wyalong NSW 2671
Ph: 02 6972 2266
Fax: 02 6972 2145
Email: council@blandshire.nsw.gov.au
Web Page: www.blandshire.nsw.gov.au
Combined Delivery Program

& Operational Plan
2019 - 2023
Your Vision, Our Future – Bland Shire

Combined Delivery Program & Operational Plan
Adopted: 20 June 2017
Revised: April 2018
Revised: April 2019

Combined Delivery Program and Operational Plan 2019 2023

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Combined Delivery Program and Operational Plan 2019 2023

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Combined

Delivery Program &

Combined Delivery Program & Operational Plan Page 1

The Operational component of the Plan is updated

Combined Delivery Program & Operational Plan Page 3

Our Planning Process 11

Your Vision, Our Future 12

Planning and Reporting

Reporting our Progress 14

Delivery Program Strategies

Four year Operational Budget 79

Combined Delivery Program & Operational Plan Page 4

The Shire’s major centre of West Wyalong is

Communities located within the Bland Shire include

POPULATION—MALE The Bland Shire offers outstanding Council owned

Combined Delivery Program & Operational Plan Page 5

Council’s road network

Materials for the construction and maintenance of

Combined Delivery Program & Operational Plan Page 6

Combined Delivery Program & Operational Plan Page 7

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Brian Monaghan Liz McGlynn Cr Bruce Baker

Cr Rodney Crowe Cr Penny English Cr Kerry Keatley

Cr Tony Lord Cr Murray Thomas Cr Jan Wyse

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A wide range of consultations were held to reach

The feedback results were analysed, grouped and

Using the data and analysis key objectives were

Strategies have been developed for each of the

Community Engagement The Community Strategic Plan and combined

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It provides meaningful and relevant objectives for

The process has followed the Office of Local

These strategies are presented in four themes:

Each Strategy is supported with:

 How we will get there

Each of the strategies has been identified as

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Community Strategic Plan (10 Years)

Resourcing Strategy (10 Years)

Delivery Program (4 Years) and

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The progress towards the key performance

Monitoring & Reporting

All reports will be made available to the community

Whilst some performance measures can be clearly

A community satisfaction survey will be undertaken

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Our Leadership - A well run Council acting as the voice of the

10. To provide quality leadership, governance 12. Lead the community

Our Prosperity - Growing our population and jobs

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Delivery Program (4 years) 2019 - 2023

Operational Plan (1 year) 2019/20