BUSINESS PLAN 2017 2021 - LGA SA
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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: graeme@shlga.sa.gov.au
Web Site: www.shlga.sa.gov.au
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Southern & Hills Local Government Association Business Plan 2017 – 2021 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 D:\OneDrive\Documents\Shlga\Admin\Business Plans\2017\S&HLGA Business Plan 2017- 2021 Draft.doc Page 3 of 24
Southern & Hills Local Government Association Business Plan 2017 – 2021
Member Council summary
Area of 8,656 Km2 Population 120,989 Prominent retirement Coastline 652
destination Kilometres
25% projected Total Council revenue 5,539 kilometres of Adelaide Hills,
Population increase $174.9 million Local Roads Fleurieu and
by 2030 Kangaroo Island are
major tourism
destinations
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Southern & Hills Local Government Association Business Plan 2017 – 2021
Number of
Total Operating Rateable Number of
Council Area (Km2) Coastline (Kms) Roads Population Revenue Properties electors State Electorate Federal Electorate
Schubert,Kavel
Newland,Bragg
Heysen
Adelaide Hills Council 783 0 971 38,633 $ 39,856,000 17,458 29,079 Morialta Mayo
Finniss,Heysen
Alexandrina Council 1,812 25 1361 25,499 $ 42,256,000 18,362 19,811 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
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Southern & Hills Local Government Association Business Plan 2017 – 2021 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: D:\OneDrive\Documents\Shlga\Admin\Business Plans\2017\S&HLGA Business Plan 2017- 2021 Draft.doc Page 6 of 24
Southern & Hills Local Government Association Business Plan 2017 – 2021
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
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Southern & Hills Local Government Association Business Plan 2017 – 2021
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.
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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
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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
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Objective: 1. To provide leadership and advocacy for Member Councils on regional issues.
Proposed Actions: SASP Economic LGA S&HLGA Performance Targets To be measured by:
priority 2016 2012
Target Strategic Strategic
Plan Plan
objective
Initiative
1.1 To represent 1A 5 The President, Delegate to LGA Board and the Executive Officer to present The number of
the collective the views of Member Councils on regional issues. representations on
views of Key Issues made
member on behalf of
Councils in Member Councils.
consultation
with its
Members
1.2 To identify, gain 97,98 1B, 2B, 5 The Executive Officer to facilitate the examination of identified structural Number of
consensus for, 2C,3C and legislative reform issues. submissions
undertake prepared.
research on, The Executive Officer to support and advocate solutions for Council
sustainability including collaboration on potential for regionalised and Number of research
evaluate, co-
ordinate where cross council service and resource sharing for efficiency gains. projects involved
appropriate, as Number of
a region, on workshops and
structural, presentations
legislative and involved
functional
reform issues.
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1.3 To support and 1C, 1D, 5 The Executive Officer to facilitate the examination of structural and Number of
facilitate 1E, 2B legislative reform opportunities identified by S&HLGA Councils, the consultations
effective and LGA,RDA, Regional LGA’s and the Office of Local Government completed on
efficient regional Key
consultation and Issues.
actions within
the region, and
on behalf of the
region, with
other
organisations
and agencies.
1.4 To strongly 1A,1D 5 Regional Delegates to actively participate in SAROC and LGA activities. Number of Key
advocate the Issues proposed to
regional view to 2B,2E SAROC for support.
the LGA and
SAROC in the Attendance at
SAROC meetings.
consideration of
LG issues
1.5 To co-ordinate 1C,2B 5 The Executive Officer to work with the LGA and Government Agencies Number of Forums
regional forums with a view to coordinating forums and avoiding unnecessary duplication. attended and
3B conducted.
by LGA /
agencies to
maximise the
limited Council
resources
available.
1.6 Support the 1D,1E 5 Where possible all nominations by Councils to be canvassed with member Number of
appointment of Councils for regional support. representatives on
representation LGA / Government
from the region Advisory
on LGA Committees
Committees, appointed.
Working Parties
and State
Government
Appointed
Committees.
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Objective: 2. To market & promote the Southern & Hills Local Government Association
Proposed Actions: SASP Economic LGA S&HLGA Performance Targets To be measured by:
priority 2016 2012
Target Strategic
Plan Strategic
Plan
Initiative objective
2.1 To prepare a 2C 3 The Executive Officer to prepare a Key Outcomes Summary Number of Key Outcome
Key Outcomes following all meetings and distribute to Member Councils and all Summaries prepared
Summary of all 3A,3B recognised key stakeholders and related organisations. distributed and
decisions / published on the
actions of S&HLGA website
S&HLGA and
circulate to Key issues reported.
identified parties
and
organisations.
2.2 To brief, and 1E,2B 3 The Executive Officer to prepare Briefing Papers / letters on key Number of briefing
keep informed, regional issues identified for key stakeholders. papers, letters and
the key media statements
stakeholders prepared on Key Issues.
regional issues.
2.3 To ensure the 1D,1E 3 The Executive Officer to ensure all relevant material and Regular visual
S&HLGA documents are accurate, posted in a timely fashion and are inspection of the
website is accessible via the website. website.
accessible,
Regular posting of
relevant and
useful updates and relevant
material
2.4 To ensure 1B,1E 3 The Executive Officer to be available to promote and market Number of Local
S&HLGA is well S&HLGA in a credible way and to actively participate in relevant Government related
2E Local Government related conferences and training seminars. Conferences, seminars,
represented and
regarded at workshops attended.
State and
National levels
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Objective: 3. To support sustainable economic, environmental and social development in the region
Proposed Actions: SASP Economic LGA S&HLGA Performance Targets To be measured by:
priority 2016 2012
Target Strategic
Plan Strategic
Plan
Initiative objective
Natural Resource 70 2 1D,1E 4,7 The Executive Officer to work with the LGA and Councils to Opportunities for regular
Management improve working relationships between NRM Boards and dialogue between Councils
Councils. and AMLRNRM,
3.1 To improve SAMDBNRM and KINRM
working The Executive Officer to seek greater efficiencies in regional Boards.
relationships NRM delivery including opportunities for LG and NRM
between NRM partnerships. Number of Partnership
Boards and projects.
Councils
3.2 To support 40,70 1C,1E 4,7 The Executive Officer to facilitate the examination of identified Identified Key Issues
member key issues as required. addressed and adopted by
Councils to meet Member Councils.
their ecologically
sustainable
development
obligations
Climate Change 20,62 2C 4,7 The Executive Officer to facilitate the examination of identified Identified Key Issues
key issues as required and assist in the implementation of the addressed and adopted by
3.3 To support “Resilient Hills & Coast Climate Change Adaptation Plan”. Member Councils.
member
Councils to Report on the actions and
develop successes of the Resilient
strategies to Hills & Coast Climate
manage the Change Adaptation Plan.
local impacts of
climate change
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Waste Management 67,70 7 1E, 2D 4,7 The Executive Officer to support the collaboration of Council The collaboration of
officers and Regional Waste Management entities to pursue Council officers on regional
3.4 To support innovations and cost effective waste management service / sub-regional waste
Councils to delivery in the region. management plan and
pursue cost service delivery processes.
effective waste
management Interaction with the region’s
service delivery Waste Management
in the region Authorities.
Regional Economic 6 1D,1E 4,7 To support and collaborate with the RDA and PIRSA to ensure The number of
Development identified regional Economic development priorities are collaborative partnerships
2E,3B progressed. and projects between the
3.5 To work closely RDA, PIRSA and S&HLGA.
with Regional
Development
Australia Boards
Public Health 78,82,8 5 2B, 2D 4,7 The Executive Officer to work with the member Councils to Implementation and
3,86 implement the Regional Health Plan. monitoring reports of the
3.6 To contribute to Regional Health Plan.
the
implementation
and monitoring
of the regional
Health Plan
Tourism 4 3 1D, 1E 4,7 To support and collaborate with the regional, State and Tourism outcomes for the
National Tourism bodies to maximise the region’s tourism Region
3.7 To work closely 2B potential
with the regional,
State and
National Tourism
bodies
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Objective: 4. To improve infrastructure to meet the community’s needs.
Proposed Actions: SASP Economic LGA S&HLGA Performance Targets To be measured by:
priority 2016 2012
Target Strategic
Plan Strategic
Plan
Initiative objective
Transport 22 1E, 2B 7 Continue to the revision of the S&HLGA 2020 Transport
4.1 To actively Plan that will provide a framework for the development of a Regional priority road projects
(through the 2E local transport network to support the growth of the region funded
S&HLGA Roads
Promote and market the Plan.
Working Party) Revision of the S&HLGA 2020
maintain a Support Councils nomination of projects to LGTAP from
Transport Plan completed and
regional the S&HLGA Roads Database.
adopted by the S&HLGA Board.
transport plan
Promote the case for public transport services to and
that will be the within the region The provision of improved
reference for the
public transport to and within
determination of Work with neighbouring Councils and regional key
the region
regional stakeholders on identified key regional transport initiatives
priorities for the
improvement of Acknowledgement of the
infrastructure Regional 2020 Transport Plan
and transport by the relevant State
service delivery. Government Authorities
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Water 73,74 1E, 2B 7 The Executive Officer to work with the LGA and Member
Councils via the S&HLGA CWMS User Group to improve The collaboration of Council
4.2 To support
Councils to 2C the management of CWMS in the region. officers to support CWMS
improve the reforms.
efficiency and The Executive Officer to support Councils to develop cost
effective water reuse schemes The number of water reuse
effectiveness of
CWMS services The Executive Officer to seek external funding partners for schemes achieved through
Water projects collaboration
4.3 To support
Councils to Meetings and Reports from the
develop water S&HLGA CWMS User group
reuse schemes
and the
Number of partner projects
opportunities of
a collective
approach to
develop cost
effective service
delivery
Infrastructure and 56 6 1E, 2B 7 The Executive Officer to work with CEO’s to participate in Regional projects identified in
Planning State Government process to have high priority regional the Plan(s)
2D, 2E projects included in the Strategic Infrastructure Plan for
4.4 To contribute to South Australia and be identified in the RDA Regional Regional Infrastructure Plan
the process to Roadmap and member Council plans. completed and adopted
maintain a
Strategic The Executive Officer to work with the RDA and member Satisfactory regional DAP
Infrastructure Councils to continue the development of the Regional adopted
Plan for South Infrastructure Plan
Australia
4.5 To contribute to
the process to The Executive Officer to work with the RDA, State
Government and member Councils to influence the
develop best
practice development of regional based planning and a Regional
development Development Assessment Panel
planning in the
region
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Telecommunications 7 1B,1E To support and collaborate with the relevant authorities Evidence of Telecommunications
and agencies to ensure the region receives fair and improvements
4.6 Encourage and 2D, 2E equitable access and timely rollout of all digital and
support the telecommunications infrastructure
digital economy
and
infrastructure
rollout in the
region
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Objective: 5. To strengthen the capacity of the Association to meet its service obligations.
Proposed Actions: SASP Economic LGA S&HLGA Performance Targets To be measured by:
priority 2016 2012
Target Strategic
Plan Strategic
Plan
Initiative
Resources 1E,2A 6 The Board to actively keep under review the resource needs of The business of the
the Association and to make recommendations to Councils Association is planned and
5.1 To determine 2C,3C and the LGR&DS as required. resourced to achieve all
the level of tasks set.
effective regional The Executive Officer to work with the CEO’s to review the
support, the resource needs including membership makeup of the Annual Regional
resource Association organisation grant(s) from
requirements to the LGR&DS is received and
deliver that expended in alignment with
support, and an LGA and Council
implementation expectations.
plan, for the
An Annual Budget for the
S&HLGA to
support Member Association completed and
Councils. approved.
Good Governance 1E, 2A 6 The Executive Officer to work with the Council CEO’s and the Number and type of capacity
and Innovative LGA to explore identified opportunities to build capacity in the improvements instigated.
2C, 3C regional networks.
Service Delivery
Completed compliance
5.2 To explore The Executive Officer to ensure compliance with all legislative requirements
opportunities to requirements and Board policy
build additional
capacity in our
regional
networks of
councils, through
sharing
resources and
other strategies.
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Proposed Actions: SASP Economic LGA S&HLGA Performance Targets To be measured by:
priority 2016 2012
Target Strategic
Plan Strategic
Plan
Initiative
Partnerships 1E, 2B 6 The Executive Officer to examine opportunities of partnerships Number of partnerships
that have the potential to compliment the achievement of the established.
5.3 To examine 2D S&HLGA Objectives
opportunities for
Partnerships
outside of the
S&HLGA
Council
membership
where they
would
complement the
achievement of
the S&HLGA
Objectives.
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CALENDAR OF KEY EVENTS
2017-2018 2018-2019 2019-2020 2020-2021
July New 4 year S&HLGA Business Members Annual subscriptions Members Annual subscriptions Members Annual subscriptions
Plan SAROC/LGA Board meeting SAROC/LGA Board meeting SAROC/LGA Board meeting
Members Annual subscriptions Commence Public Health revision
SAROC/LGA Board meeting
August Board meeting Board meeting Board meeting Board meeting
Audited Accounts Audited Accounts Audited Accounts Audited Accounts
September Annual report Annual report Annual report Annual report
SAROC/LGA Board meeting SAROC/LGA Board meeting SAROC/LGA Board meeting SAROC/LGA Board meeting
October Board meeting Board meeting Board meeting Board meeting
LGA AGM LGA AGM LGA AGM LGA AGM
November SAROC/LGA Board meeting SA Local Council elections SAROC/LGA Board meeting SAROC/LGA Board meeting
Charter review SAROC/LGA Board meeting
December Board meeting Board meeting Board meeting Board meeting
Budget Review Budget Review Budget Review Budget Review
January SAROC/LGA Board meeting SAROC/LGA Board meeting SAROC/LGA Board meeting SAROC/LGA Board meeting
February Board meeting Board meeting Board meeting Board meeting
Election S&HLGA office bearers 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 Board meeting Board meeting Board meeting
Road Working Party Meeting Road Working Party Meeting Road Working Party Meeting Road Working Party Meeting
SLRP Funding applications SLRP Funding applications SLRP Funding applications SLRP Funding applications
LGA Showcase + GM LGA Showcase + GM Commence 2030 Transport Plan LGA Showcase + GM
LGA Showcase + GM
May SAROC/LGA Board meeting SAROC/LGA Board meeting SAROC/LGA Board meeting SAROC/LGA Board meeting
EO performance review EO performance review EO performance review EO performance review
S&HLGA Charter Review
June Board meeting Board meeting Board meeting Board meeting
Annual Action Plan Annual Action Plan Annual Action Plan Annual Action Plan
LGA Regional Grant application LGA Regional Grant application LGA Regional Grant application LGA Regional Grant application
Annual Budget Annual Budget Annual Budget Annual Budget
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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
S&HLGA Member Subscriptions
$90,000
$85,000
$80,000
$75,000
$70,000
$65,000
$60,000
$55,000
$50,000
$45,000
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$-
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Individual member subs Total Subscriptions
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BUDGET FORECAST
Draft & Estimated Budget
Southern & Hills Local Government Association
2017- 2021
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 Onk aparinga Council a potential new member for 2018-2019.
Annual Subscriptions $66,000.00 $80,500.00 $82,250.00 $84,000.00 Onk aparinga 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 Rub b le 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
D:\OneDrive\Documents\Shlga\Admin\Business Plans\2017\S&HLGA Business Plan 2017- 2021 Draft.doc Page 24 of 24You can also read
