business plan 2017 - 2021 · 2020. 2. 3. · southern & hills local government association...

$: BUSINESS PLAN 2017 - 2021 · 2020. 2. 3. · Southern & Hills Local Government Association Business Plan 2017 – 2021 D:\OneDrive\Documents\Shlga\Admin\Business Plans\2017\S&HLGA$
SOUTHERN & HILLS LOCAL

GOVERNMENT ASSOCIATION

Member Councils Adelaide Hills Council Alexandrina Council Kangaroo Island Council Mount Barker District Council City of Victor Harbor District Council of Yankalilla

BUSINESS PLAN 2017 - 2021

June 2017

Address: 13 Ringmer Dr. Burnside South Australia 5066 Telephone: 0418 502 311 Email: [email protected] Web Site: www.shlga.sa.gov.au

mailto:[email protected]

Southern & Hills Local Government Association Business Plan 2017 – 2021

D:\OneDrive\Documents\Shlga\Admin\Business Plans\2017\S&HLGA Business Plan 2017- 2021 Draft.doc Page 2 of 24



Forward:

The Southern & Hills Local Government Association is a Regional Association of Councils under Part 4 of the Constitution of the Local Government Association of South Australia. The Association was first formed in July 1969 and is now constituted as a Regional Subsidiary under Section 43 and Schedule 2 of the Local Government Act 1999.

The current Member Councils are the Adelaide Hills Council, Alexandrina Council, Kangaroo Island Council, Mt Barker District Council, City of Victor Harbor, and the District Council of Yankalilla.

Collectively these 6 Councils have:

More than 120,000 people as at 30th June 2016 representing approximately 7% of the total State population

5,539 kilometres of local roads of which 2,154 are sealed, 3,223 are formed unsealed and the remaining 162 are unformed.

Area consists of 8,656 square kilometres.

An ocean coastline of 652 Km.

The River Murray and lakes form the southeast boundary of the region.

The region has extreme diversity form the foothill suburbs of Adelaide to the isolation of the inaccessible west coast of Flinders Chase National Park.

Significant areas within the region are under primary production include highly productive farm, horticulture, viticulture, forestry, fishing and intensive animal keeping enterprises and in the more undulating parts sheep farming, cereal growing and dairying.

The region contributed nearly $4 billion in gross regional product value to the State economy in 2013/14 or 4.1% of gross state product.

Much of the area has, (by South Australian standards) a high rainfall.

A large part of the area is within the 30 Year Plan for Greater Adelaide.

Significant growth pockets both in population and development, placing demands on infrastructure and the natural environment.

Projected change in the population to 2030 by approximately 25%.

Within the region, Victor Harbor and Goolwa are key retirement destinations.

Within the region, The Adelaide Hills, The Fleurieu and Kangaroo Island are all major tourism destinations.

Kangaroo Island is a major component of the Australian and SA tourism plan with tourist numbers targeted to double over the next decade.

It is a major sea change / tree change destination



Member Council summary

Area of 8,656 Km2

Population 120,989

Prominent retirement destination

Coastline 652 Kilometres

25% projected Population increase by 2030

Total Council revenue $174.9 million

5,539 kilometres of Local Roads

Adelaide Hills, Fleurieu and Kangaroo Island are major tourism destinations



Council Area (Km2) Coastline (Kms) Roads Population

Total Operating

Revenue

Number of

Rateable

Properties

Number of

electors State Electorate Federal Electorate

Adelaide Hills Council 783 0 971 38,633 39,856,000$ 17,458 29,079

Schubert,Kavel

Newland,Bragg

Heysen

Morialta Mayo

Alexandrina Council 1,812 25 1361 25,499 42,256,000$ 18,362 19,811

Finniss,Heysen

Mawson Mayo

Kangaroo Island Council 4,370 509 1550 4,553 12,905,000$ 5,484 3,392 Mawson Mayo

Mount Barker District Council 595 0 763 32,558 39,707,000$ 15,958 23,350 Heysen,Kavel Mayo

City of Victor Harbor 346 32 381 15,169 26,034,000$ 10,515 12,157 Finniss Mayo

District Council of Yankalilla 750 86 513 4,577 14,174,000$ 5,521 3,944 Mawson Mayo

Total 8,656 652 5539 120,989 174,932,000$ 73,298 91,733



South Australia’s Strategic Plan 2011 (reviewed 2014) - 7 Key focus areas - 10 Economic Priorities

South Australia’s Strategic Plan (SASP) was first released in 2004 and following a review and independent audit was modified and released in 2007 with further reviews and progress report detailed in the 2011 and 2014 versions.

2011 SA Strategic Plan

South Australia’s Strategic Plan provides an important blueprint for the state that identifies the aspirations for future success. It is a plan intended to provide direction not only for the State and Local Governments but also for Business and Community organizations to identify and align their own vision with the plan.

The key objectives are: Growing prosperity, improving wellbeing, attaining sustainability, fostering creativity and innovation, building communities and expanding opportunity.

The 2011 update of the SASP has 100 targets aimed at making South Australia the best it can be. The targets are grouped around three foundations of a sustainable society, Community, Prosperity and Environment. The Plan also recognizes that to nourish a sustainable society, health, Education and ideas are essential.

In addition the SA State Governor and the Premier released its seven key priority areas of focus in 2012. These are:



The Premier launched the 10 Economic priorities in 2014 to accompany the Strategic Plan. These are:

Economic Priorities - South Australia is a place where people and business thrive

1 The Knowledge State Knowledge is our Future. Attracting Students and commercialising our research

2 Premium Food and Wine You can taste our success. Our future relies on Premium Food and Wine produced in our clean environment and exported to the world

3 A destination of choice Welcoming the World. South Australia, a growing destination choice for international and domestic travellers

4 Unlocking our resources A rich opportunity. Having a dynamic resources sector that is globally competitive will fuel economic development and job creation

5 Global leader in Health and Ageing Leading the way. The changing demographics of our society provide a major economic opportunity

6 Best place to do business The best place to do business. We will be quick to address the changing needs of business and build industries that will generate the jobs of the future

7 Growth through Innovation New thinking drives change. We need to support companies that are prepared to innovate and reap the rewards of business change

8 International Connections Making a world of difference. We need to be open to new people new ideas, new investment and business partnerships

9 Vibrant Adelaide Where people and business thrive.

10 Opening Doors for small business A global bonus. Transition of SA’s small businesses towards niche, globally competitive opportunities will be accelerated



The LGA 2016-2020 Strategic Plan



S&HLGA Plans The S&HLGA has the following Plans to guide its operations:

S&HLGA Strategic Plan A Strategic Plan which sets the long term vision and direction of the organisation and encapsulates the region’s key characteristics

S&HLGA Business Plan A Business Plan for the next four years prepared within a Strategic Framework with links to the State Strategic Plan, 7 Key Focus areas, 10 State Economic priorities, LGA 2016 Strategic Plan and the S&HLGA Strategic Plan

S&HLGA Key Actions Plan An Plan prepared each year within the framework of the Business Plan focusing on what will endeavour to be achieved each year

Term of this Plan

The Charter requires that the S&HLGA have a rolling Business Plan for the ensuing four years.

This Business Plan has been prepared in accordance with Clause 24 of Schedule 2 of the Local Government Act and sets out:

o The Performance Targets against the identified Actions of the Strategic Plan to be pursued during the Plan period.

o How that performance will be measured and reported on.

The Business Plan should be read in conjunction with the annual Budget which provides the resources for the Plan.

Reporting

A report of ‘Actual Achievements Against the Annual Key Actions’ will be presented at each S&HLGA Board meeting providing a progress report on the annual action plan. As this annual Key Action Plan is drafted within the context of the agreed 4 year Business Plan progress reports of the former also constitute a progress report of the latter.

The ‘Actual Achievements Against the Annual Key Actions’ report will form part of the Annual Report of the S&HLGA.

Executive Officer Services Contract

Executive Officer services are provided under a services agreement. Financial reports and Key Action progress reports, supported by a report of the Executive Officer’ will form part of the S&HLGA Board meeting agenda.



The Business Plan:

The framework for this Business Plan is within the following 2012 S&HLGA Strategic Plan framework:

Vision: Southern & Hills Councils co-operating with and supporting each other to improve the wellbeing of their communities

Values

Respect, trust, co-operation, sharing, excellence, credibility, participation, commitment

Charter: Provide leadership and advocacy on regional issues.

Encourage and promote the interests of an autonomous and democratic system of Local Government.

Plan at a regional level when determining the needs of communities.

Promote cooperation to achieve efficient and effective delivery of services, which meet the needs of communities.

Support and develop financial and economic well being of the community which is sustainable.

Objectives 1 Sound and compliant governance

2 Efficient and timely administration

3 Clear and recognisable marketing and promotion

4 Attentive and involved stakeholder engagement

5 Capable and credible advocacy

6 Develop and strengthen regional capacity

7 Meet the needs of the Community



Notes on the 2013-2017 S&HLGA Business Plan: Major issues:

The major issues looming ahead for the region are identified as:

Community capacity to pay in the face of very tough economic conditions and growing household cost pressures

Restricted Mobile Communications due to geography and the very slow rollout of new towers into the region

The continuing importance of the Adelaide Hills Watershed region and Murray Darling Basin future particularly for irrigators and the environment

Energy security and supply in the transitioning state market and the drive to clean/alternative energy

The growing impact of Climate change and the implementation of the regional Adaptation Plan

Infrastructure development and maintenance and the provision of public transport

Health facilities and service provision in an aging population base

Regional Development against the headwind of very constrained State and Commonwealth Government expenditure Budgets

Member Council’s heavy reliance on Rates as the primary source of Council Revenue (85%) in the face of restrained rate growth.

Sustainable agriculture in a sea change/tree change environment

Key focus/project areas have been identified as:

Sustainability of rate revenue dependent Councils and the continuing work with the LGA and other key stakeholders focusing on improving Local Government long term sustainability

Implementing and monitoring the S&HLGA regional Health Plan in accordance with the State Health Plan

Consider Climate change effects and risks on the region and continue to implement and monitor the regional Climate change adaptation plan

Revise the regional 2020 Transport Plan and continue advocating for the key recommendations around freight routes, The Hills Rail re-alignment project and regional public transport

Continue the progress on the development of the S&HLGA regional infrastructure plan

Research and Evaluate opportunities in regional CWMS efficiencies and Procurement opportunities

capturing and measuring temporary population data so as to influence Grant funding to ensure adequate resource allocation

Maximising the regional opportunities in Regional Planning and Boundary reform



Objective: 1. To provide leadership and advocacy for Member Councils on regional issues.

Proposed Actions: SASP

Target

Economic priority

LGA 2016

Strategic Plan

Initiative

S&HLGA 2012

Strategic Plan

objective

Performance Targets To be measured by:

1.1 To represent the collective views of member Councils in consultation with its Members

1A 5 The President, Delegate to LGA Board and the Executive Officer to present the views of Member Councils on regional issues.

The number of representations on Key Issues made on behalf of Member Councils.

1.2 To identify, gain consensus for, undertake research on, evaluate, co-ordinate where appropriate, as a region, on structural, legislative and functional reform issues.

97,98 1B, 2B, 2C,3C

5 The Executive Officer to facilitate the examination of identified structural and legislative reform issues.

The Executive Officer to support and advocate solutions for Council sustainability including collaboration on potential for regionalised and cross council service and resource sharing for efficiency gains.

Number of submissions prepared.

Number of research projects involved

Number of workshops and presentations involved



1.3 To support and facilitate effective and efficient consultation and actions within the region, and on behalf of the region, with other organisations and agencies.

1C, 1D, 1E, 2B

5 The Executive Officer to facilitate the examination of structural and legislative reform opportunities identified by S&HLGA Councils, the LGA,RDA, Regional LGA’s and the Office of Local Government

Number of consultations completed on regional Key Issues.

1.4 To strongly advocate the regional view to the LGA and SAROC in the consideration of LG issues

1A,1D

2B,2E

5 Regional Delegates to actively participate in SAROC and LGA activities. Number of Key Issues proposed to SAROC for support.

Attendance at SAROC meetings.

1.5 To co-ordinate regional forums by LGA / agencies to maximise the limited Council resources available.

1C,2B

3B

5 The Executive Officer to work with the LGA and Government Agencies with a view to coordinating forums and avoiding unnecessary duplication.

Number of Forums attended and conducted.

1.6 Support the appointment of representation from the region on LGA Committees, Working Parties and State Government Appointed Committees.

1D,1E 5 Where possible all nominations by Councils to be canvassed with member Councils for regional support.

Number of representatives on LGA / Government Advisory Committees appointed.



Objective: 2. To market & promote the Southern & Hills Local Government Association


Target

Economic priority

LGA 2016

Strategic Plan

Initiative

S&HLGA 2012

Strategic Plan

objective


2.1 To prepare a Key Outcomes Summary of all decisions / actions of S&HLGA and circulate to identified parties and organisations.

2C

3A,3B

3 The Executive Officer to prepare a Key Outcomes Summary following all meetings and distribute to Member Councils and all recognised key stakeholders and related organisations.

Number of Key Outcome Summaries prepared distributed and published on the S&HLGA website

Key issues reported.

2.2 To brief, and keep informed, the key stakeholders regional issues.

1E,2B 3 The Executive Officer to prepare Briefing Papers / letters on key regional issues identified for key stakeholders.

Number of briefing papers, letters and media statements prepared on Key Issues.

2.3 To ensure the S&HLGA website is accessible, relevant and useful

1D,1E 3 The Executive Officer to ensure all relevant material and documents are accurate, posted in a timely fashion and are accessible via the website.

Regular visual inspection of the website.

Regular posting of updates and relevant material

2.4 To ensure S&HLGA is well represented and regarded at State and National levels

1B,1E

2E

3 The Executive Officer to be available to promote and market S&HLGA in a credible way and to actively participate in relevant Local Government related conferences and training seminars.

Number of Local Government related Conferences, seminars, workshops attended.



Objective: 3. To support sustainable economic, environmental and social development in the region


Target

Economic priority

LGA 2016

Strategic Plan

Initiative

S&HLGA 2012

Strategic Plan

objective


Natural Resource Management

3.1 To improve working relationships between NRM Boards and Councils

70 2 1D,1E 4,7 The Executive Officer to work with the LGA and Councils to improve working relationships between NRM Boards and Councils.

The Executive Officer to seek greater efficiencies in regional NRM delivery including opportunities for LG and NRM partnerships.

Opportunities for regular dialogue between Councils and AMLRNRM, SAMDBNRM and KINRM Boards.

Number of Partnership projects.

3.2 To support member Councils to meet their ecologically sustainable development obligations

40,70 1C,1E 4,7 The Executive Officer to facilitate the examination of identified key issues as required.

Identified Key Issues addressed and adopted by Member Councils.

Climate Change

3.3 To support member Councils to develop strategies to manage the local impacts of climate change

20,62 2C 4,7 The Executive Officer to facilitate the examination of identified key issues as required and assist in the implementation of the “Resilient Hills & Coast Climate Change Adaptation Plan”.

Identified Key Issues addressed and adopted by Member Councils.

Report on the actions and successes of the Resilient Hills & Coast Climate Change Adaptation Plan.



Waste Management

3.4 To support Councils to pursue cost effective waste management service delivery in the region

67,70 7 1E, 2D 4,7 The Executive Officer to support the collaboration of Council officers and Regional Waste Management entities to pursue innovations and cost effective waste management service delivery in the region.

The collaboration of Council officers on regional / sub-regional waste management plan and service delivery processes.

Interaction with the region’s Waste Management Authorities.

Regional Economic Development

3.5 To work closely with Regional Development Australia Boards

6 1D,1E

2E,3B

4,7 To support and collaborate with the RDA and PIRSA to ensure identified regional Economic development priorities are progressed.

The number of collaborative partnerships and projects between the RDA, PIRSA and S&HLGA.

Public Health

3.6 To contribute to the implementation and monitoring of the regional Health Plan

78,82,83,86

5 2B, 2D 4,7 The Executive Officer to work with the member Councils to implement the Regional Health Plan.

Implementation and monitoring reports of the Regional Health Plan.

Tourism

3.7 To work closely with the regional, State and National Tourism bodies

4 3 1D, 1E

2B

4,7 To support and collaborate with the regional, State and National Tourism bodies to maximise the region’s tourism potential

Tourism outcomes for the Region



Objective: 4. To improve infrastructure to meet the community’s needs.


Target

Economic priority

LGA 2016

Strategic Plan

Initiative

S&HLGA 2012

Strategic Plan

objective


Transport

4.1 To actively (through the S&HLGA Roads Working Party) maintain a regional transport plan that will be the reference for the determination of regional priorities for the improvement of infrastructure and transport service delivery.

22

1E, 2B

2E

7 Continue to the revision of the S&HLGA 2020 Transport Plan that will provide a framework for the development of a local transport network to support the growth of the region

Promote and market the Plan.

Support Councils nomination of projects to LGTAP from the S&HLGA Roads Database.

Promote the case for public transport services to and within the region

Work with neighbouring Councils and regional key stakeholders on identified key regional transport initiatives

Regional priority road projects funded

Revision of the S&HLGA 2020 Transport Plan completed and adopted by the S&HLGA Board.

The provision of improved public transport to and within the region

Acknowledgement of the Regional 2020 Transport Plan by the relevant State Government Authorities



Water

4.2 To support Councils to improve the efficiency and effectiveness of CWMS services

4.3 To support Councils to develop water reuse schemes and the opportunities of a collective approach to develop cost effective service delivery

73,74 1E, 2B

2C

7 The Executive Officer to work with the LGA and Member Councils via the S&HLGA CWMS User Group to improve the management of CWMS in the region.

The Executive Officer to support Councils to develop cost effective water reuse schemes

The Executive Officer to seek external funding partners for Water projects

The collaboration of Council officers to support CWMS reforms.

The number of water reuse schemes achieved through collaboration

Meetings and Reports from the S&HLGA CWMS User group

Number of partner projects

Infrastructure and Planning

4.4 To contribute to the process to maintain a Strategic Infrastructure Plan for South Australia

4.5 To contribute to the process to develop best practice development planning in the region

56 6 1E, 2B

2D, 2E

7 The Executive Officer to work with CEO’s to participate in State Government process to have high priority regional projects included in the Strategic Infrastructure Plan for South Australia and be identified in the RDA Regional Roadmap and member Council plans.

The Executive Officer to work with the RDA and member Councils to continue the development of the Regional Infrastructure Plan

The Executive Officer to work with the RDA, State Government and member Councils to influence the development of regional based planning and a Regional Development Assessment Panel

Regional projects identified in the Plan(s)

Regional Infrastructure Plan completed and adopted

Satisfactory regional DAP adopted



Telecommunications

4.6 Encourage and support the digital economy and infrastructure rollout in the region

7 1B,1E

2D, 2E

To support and collaborate with the relevant authorities and agencies to ensure the region receives fair and equitable access and timely rollout of all digital and telecommunications infrastructure

Evidence of Telecommunications improvements



Objective: 5. To strengthen the capacity of the Association to meet its service obligations.


Target

Economic priority

LGA 2016

Strategic Plan

Initiative

S&HLGA 2012

Strategic Plan


Resources

5.1 To determine the level of effective regional support, the resource requirements to deliver that support, and an implementation plan, for the S&HLGA to support Member Councils.

1E,2A

2C,3C

6 The Board to actively keep under review the resource needs of the Association and to make recommendations to Councils and the LGR&DS as required.

The Executive Officer to work with the CEO’s to review the resource needs including membership makeup of the Association

The business of the Association is planned and resourced to achieve all tasks set.

Annual Regional organisation grant(s) from the LGR&DS is received and expended in alignment with LGA and Council expectations.

An Annual Budget for the Association completed and approved.

Good Governance and Innovative Service Delivery

5.2 To explore opportunities to build additional capacity in our regional networks of councils, through sharing resources and other strategies.

1E, 2A

2C, 3C

6 The Executive Officer to work with the Council CEO’s and the LGA to explore identified opportunities to build capacity in the regional networks.

The Executive Officer to ensure compliance with all legislative requirements and Board policy

Number and type of capacity improvements instigated.

Completed compliance requirements




Target

Economic priority

LGA 2016

Strategic Plan

Initiative

S&HLGA 2012

Strategic Plan


Partnerships

5.3 To examine opportunities for Partnerships outside of the S&HLGA Council membership where they would complement the achievement of the S&HLGA Objectives.

1E, 2B

2D

6 The Executive Officer to examine opportunities of partnerships that have the potential to compliment the achievement of the S&HLGA Objectives

Number of partnerships established.



CALENDAR OF KEY EVENTS

2017-2018 2018-2019 2019-2020 2020-2021

July New 4 year S&HLGA Business Plan Members Annual subscriptions SAROC/LGA Board meeting

Members Annual subscriptions SAROC/LGA Board meeting

Members Annual subscriptions SAROC/LGA Board meeting

Members Annual subscriptions SAROC/LGA Board meeting Commence Public Health revision

August Board meeting Audited Accounts

Board meeting Audited Accounts



September Annual report SAROC/LGA Board meeting

Annual report SAROC/LGA Board meeting



October Board meeting LGA AGM

Board meeting LGA AGM



November SAROC/LGA Board meeting Charter review

SA Local Council elections SAROC/LGA Board meeting

SAROC/LGA Board meeting SAROC/LGA Board meeting

December Board meeting Budget Review

Board meeting Budget Review



January SAROC/LGA Board meeting SAROC/LGA Board meeting SAROC/LGA Board meeting SAROC/LGA Board meeting

February Board meeting Board meeting

Election S&HLGA office bearers Board meeting Board meeting

Election S&HLGA office bearers

March SA State Election SAROC/LGA Board meeting

SAROC/LGA Board meeting SAROC/LGA Board meeting

SAROC/LGA Board meeting

April Board meeting Road Working Party Meeting SLRP Funding applications LGA Showcase + GM

Board meeting Road Working Party Meeting SLRP Funding applications LGA Showcase + GM

Board meeting Road Working Party Meeting SLRP Funding applications Commence 2030 Transport Plan LGA Showcase + GM

Board meeting Road Working Party Meeting SLRP Funding applications LGA Showcase + GM

May SAROC/LGA Board meeting EO performance review

SAROC/LGA Board meeting EO performance review

SAROC/LGA Board meeting EO performance review

SAROC/LGA Board meeting EO performance review S&HLGA Charter Review

June Board meeting Annual Action Plan LGA Regional Grant application Annual Budget

Board meeting Annual Action Plan LGA Regional Grant application Annual Budget





MEMBER FEES HISTORY

Financial Year ended 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Individual member subs 2,275$ 4,500$ 4,635$ 4,867$ 5,000$ 5,100$ 5,200$ 5,300$ 5,500$ 7,500$ 8,829$ 9,270$ 10,000$ 10,250$ 10,500$ 10,685$ 11,000$

Total Subscriptions 18,200$ 31,500$ 37,080$ 38,936$ 40,000$ 40,800$ 41,600$ 42,400$ 44,000$ 60,000$ 61,803$ 64,890$ 80,443$ 82,172$ 84,037$ 72,995$ 75,173$

$ Change from previous year $13,300 $5,580 $1,856 $1,064 $800 $800 $800 $1,600 $16,000 $1,803 $3,087 $15,553 $1,729 $1,865 -$11,042 $2,178

% Change from previous year 73.1% 17.7% 5.0% 2.7% 2.0% 2.0% 1.9% 3.8% 36.4% 3.0% 5.0% 24.0% 2.1% 2.3% -13.1% 3.0%

NB 8 members 2001-2010

7 members 2011-2015

6 members 2016

$- $5,000

$10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 $55,000 $60,000 $65,000 $70,000 $75,000 $80,000 $85,000 $90,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

S&HLGA Member Subscriptions

Individual member subs Total Subscriptions



BUDGET FORECAST

Draft estimated estimated estimated Comment

2017-18 Budget 2018-19 Budget 2019-20 Budget 2020-21 Budget

Income

Annual Levy $9,173.00 $13,148.00 $13,410.96 $13,679.18 Onkaparinga Council a potential new member for 2018-2019.

Annual Subscriptions $66,000.00 $80,500.00 $82,250.00 $84,000.00 Onkaparinga Council a potential new member for 2018-2019.

Grants - LGA Capacity $39,896.00 $40,000.00 $40,800.00 $41,500.00 Regional Capacity Grant subject to LGA Board approval

Grants - LGA Outreach $50,000.00 $50,000.00 $50,000.00 $50,000.00 Outreach Grant subject to LGA Board approval

Grants - LGA R&D $0.00 $0.00 $0.00 $0.00 Not anticipating any new R&D applications for 2017-2021

Interest Income $1,300.00 $1,300.00 $1,300.00 $1,300.00

Misc Revenue $36,000.00 $0.00 $0.00 $0.00 Rubble Royalty scheme expected to cease 2018-2019

Project Levies $18,350.00 $18,500.00 $18,500.00 $48,500.00 Estimated management fee of 1% on SLRP funding / Special Projects

Total Income $220,719.00 $203,448.00 $206,260.96 $238,979.18

Gross Profit $220,719.00 $203,448.00 $206,260.96 $238,979.18

Less Operating Expenses

Accounting $700.00 $700.00 $700.00 $700.00

Audit $3,500.00 $3,750.00 $3,950.00 $4,000.00

Bank Fees $50.00 $50.00 $50.00 $50.00

Board & Meeting Expenses $2,000.00 $2,040.00 $2,080.80 $2,122.42

Consulting - Contract $140,290.00 $143,095.80 $145,957.72 $148,876.87

General Expenses $1,500.00 $1,530.00 $1,560.60 $1,591.81

Insurance $5,900.00 $6,018.00 $6,138.36 $6,261.13

Marketing - Promotion Expenses $500.00 $500.00 $500.00 $500.00

Travel Expenses $7,000.00 $7,140.00 $7,282.80 $7,428.46

Office Expenses $250.00 $250.00 $250.00 $250.00

Postage, Printing & Stationery $500.00 $600.00 $650.00 $650.00

Project 1 ( Public Health )Expenses $250.00 $1,500.00 $250.00 $30,000.00 Interim report due 2018-2019. Full review due 2020-2021

Project 2 ( Transport )Expenses $13,000.00 $6,000.00 $20,000.00 $27,000.00 2030 S&HLGA Transport Plan commenced 2019 and phased over 2 years

Project 3 Outreach expenses $5,000.00 $22,000.00 $10,000.00 $2,500.00

Project 4 Rubble Royalties $20,000.00 $0.00 $0.00 $0.00

Training & Development - Seminars & Conferences $8,000.00 $5,000.00 $5,500.00 $6,000.00

Total Operating Expenses $208,440.00 $200,173.80 $204,870.28 $237,930.68

Net Profit $12,279.00 $3,274.20 $1,390.68 $1,048.50

Draft & Estimated Budget Southern & Hills Local Government Association

2017- 2021