ACT Budget 2019-20. Budget Statement H: Transport ... · Web viewIn designing and delivering these services, the Directorate strives to make them accessible for all members of the

BUDGET STATEMENTS

2019-20

for

Transport Canberra and City Services Directorate

ContentsTRANSPORT CANBERRA AND CITY SERVICES DIRECTORATE................................................4

Purpose................................................................................................................................ 4

2019-20 Priorities.................................................................................................................5

Estimated Employment Level...............................................................................................7

Strategic Objectives and Indicators......................................................................................8

Output Classes....................................................................................................................17

Accountability Indicators....................................................................................................20

Changes to Appropriation..................................................................................................26

Summary of 2019-20 Infrastructure Program....................................................................33

Financial Statements..........................................................................................................37

Financial Statements – Territorial......................................................................................45

TRANSPORT CANBERRA OPERATIONS..............................................................................52

Purpose.............................................................................................................................. 52

2019-20 Priorities...............................................................................................................52

Estimated Employment Level.............................................................................................53

Output Class.......................................................................................................................54

Accountability Indicators....................................................................................................54


ACT PUBLIC CEMETERIES AUTHORITY – STATEMENT OF INTENT.......................................61

ACT PUBLIC CEMETERIES AUTHORITY...............................................................................62

Purpose.............................................................................................................................. 62

Nature and Scope of Activities...........................................................................................62

2019-20 Priorities and Next Three Financial Years.............................................................64

Estimated Employment Level and Employment Profile......................................................64

Key Performance Indicators for 2019-20............................................................................65

Assessment of Performance Against 2018-19 Objectives..................................................66

Strategic Asset Management Plan......................................................................................67

2019-20 Budget Statements 2 Transport Canberra and City Services Directorate

Monitoring and Reporting..................................................................................................69

Financial Arrangements......................................................................................................70



TRANSPORT CANBERRA AND CITY SERVICES DIRECTORATE

PurposeTransport Canberra and City Services Directorate (the Directorate) helps Canberrans to be well connected to their community and lifestyle opportunities. The Directorate’s transport plan makes it easier for people to travel around Canberra while the Directorate also provides enhanced public parks and places with a focus on urban renewal. Delivery of these services is citizen-focused and innovative and contributes to the improved liveability of the city.

Contributing to the long-term growth of Canberra, the Directorate delivers an attractive cityscape and amenity, an effective road network and an integrated public transport system, and services that are necessary to support a flourishing community and attract business investment.

In particular the Directorate has a long term focus of delivering a fully integrated public transport system incorporating light rail, bus services and active travel to deliver a vision that is safe, efficient, reliable, affordable and convenient public transport network for Canberra.

The Directorate also delivers a range of innovative services to the community including libraries, waste and recycling services, safer walking and cycling around schools, city amenity, infrastructure maintenance, animal welfare, and management and maintenance of the Territory’s assets including recreational and sportsgrounds facilities, local shops amenity, playground equipment and upkeep of the city. In designing and delivering these services, the Directorate strives to make them accessible for all members of the community.

The Directorate is also responsible for the planning, building and maintenance of many of the Government’s infrastructure assets such as roads, bridges, cycling and community paths and the streetlight network. It plays an important role in managing the city’s open space, parks and neighbourhood play areas.

Capital Linen Service, ACT NoWaste and Yarralumla Nursery are also managed by the Transport Canberra and City Services Directorate. The Directorate has administrative oversight responsibility for the ACT Public Cemeteries Authority which operates the Woden, Gungahlin and Hall cemeteries.


2019-20 PrioritiesStrategic and operational priorities to be pursued in 2019-20 include:

Better transport to keep Canberra moving as we grow

Planning and improvements to intersections at Southern Cross Drive/Starke Street, Belconnen Way/Springvale Drive, Kent Street/Novar Street and Launceston Street/Irving Street with traffic lights and other safety measures to enhance traffic flow and road safety.

Design for the duplication of William Hovell Drive from Drake Brockman Drive to John Gorton Drive. Design and construction of road network infrastructure improvements for the Monaro Highway upgrade and pavement rehabilitation of Northbourne Avenue.

Construction of cycling and walking path on the eastern side of Flemington Road to improve the active travel network.

Design and commence construction of a park and ride facility on Well Station Drive in Gungahlin to promote the use of the new public transport network.

Improve access between Belconnen and Gungahlin by commencing a process to duplicate the major arterial road between Ginninderra Drive and the Barton Highway.

Strengthening services for our city and suburbs

Planning and design of new or upgraded depot facilities to support maintenance of public amenity in the growing Molonglo and Gungahlin Regions.

Design and construction of stormwater augmentation works for older suburbs including Fyshwick, Page and Weetangera.

Detailed design for a retarding basin and associated structures in Yarralumla Creek (adjacent to Mawson Shopping Centre) to mitigate flooding risks.

Upgrade car parks at the Palmerston Shops and Cooleman Court, Weston Creek.

Upgrade and improvement of play spaces across the ACT to better meet the changing demands of the community and provide additional opportunities for nature play.

Converting temporary employees to permanent employees, as a part of the Secure Local Jobs policy, progressively over the next three years.

Investment in a pilot program to improve liveability and amenity of the city through enhanced engagement, education and enforcement of key municipal legislation and regulation.

Continuing to ensure sportsgrounds in the ACT are maintained to a high standard by providing funding for additional irrigation.


Protecting our environment and leading transition to a zero emissions future

Over the next four years, more than 17,000 new trees will be planted across the city to ensure the benefits of Canberra’s renowned urban forest continue for future generations.

Upgrade the Hume Materials Recovery Facility and undertake early planning for a food organics and garden organics (FOGO) waste service.

Encourage waste reduction and increased recovery through establishing a new levy on the disposal of waste.


Estimated Employment Level

Table 1: Estimated Employment Level

2017-18Actual

Outcome

2018-19Budget

2018-19Estimated Outcome

2019-20Budget

Staffing (FTE) – TCCS (exclude Transport Canberra

Operations) 875 908 913 8881

Staffing (FTE) – Transport Canberra Operations 863 903 898 9281

Staffing (FTE) – Total 1,738 1,811 1,811 1,816Notes:1. The variance between the 2018-19 Budget and the 2019-20 Budget is comprised of the transfer of 18.68 FTE from

Transport Canberra and City Services Directorate to Transport Canberra Operations (formerly ACTION) and additional FTE associated with approved prior year and 2019-20 budget initiatives.


Strategic Objectives and Indicators

A customer perspective

The Directorate is committed to improving customer experience, strengthening community engagement and improving liveability and social inclusion through the delivery of high quality services. It strives to achieve high customer satisfaction, positive resident perceptions, and increasing community awareness of our services and responsibilities.

Strategic Objective 1

TRANSPORT Strategic Objective 1: Improve customer experience with public transport and drive an increase in patronage

The Directorate has a strategic objective of improving the customer experience of public transport and attracting new customers through high quality, friendly and reliable services. The Directorate will pursue targeted investment and business reform to improve the overall performance of the business.

The reader should note that targets and accountability indicators have been adjusted following the introduction of light rail in April 2019.

Strategic Indicator 1.1: Customer satisfaction

Create a customer-centric culture that enables the strategic aspiration of being a leader in customer service by rewarding and encouraging positive customer-orientated behaviour. This is achieved through:

delivering customer service training for frontline staff

developing and implementing a rewards and recognition program for strong performers

establishing customer experience Key Performance Indicators for introduction across all levels of Transport Canberra Operations

The Directorate has two years remaining of the five-year target set in the 2016-17 Budget to measure customer satisfaction with the Transport Canberra Buses (ACTION) bus network to reach an 88 percent satisfaction rate by 2020-21.


Figure 1: Customer satisfaction results and targets

Strategic Indicator 1.2: Patronage

The Directorate has an objective of increasing public transport patronage as part of achieving Transport for Canberra – Transport for a sustainable city 2012-2031. To support this patronage growth objective the Directorate has a target of continuing to increase public transport patronage.

Figure 2: Patronage results and targets

Strategic Indicator 1.3: Service reliability

Public transport customers place a high importance on the reliability of public transport services. Customers need to be able to rely on their services arriving on time. This is a key element towards supporting customer satisfaction and providing a service that users of public transport will recommend to non-users.



Service reliability of our bus network is measured through two key accountability indicators:

services operated to completion – a measure of whether the bus arrives and completes its scheduled service

on-time running – a measure of whether the bus leaves between one minute early and four minutes late from the scheduled timetable

The Directorate has two years remaining of the five-year target set in the 2016-17 Budget of services operated to completion of 99.6 percent and on-time running of 85 percent by 2020-21.

Figure 3: Services operated to completion

Figure 4: On-time running


Strategic Indicator 1.4: Provide high quality services to meet social needs

To meet the needs of disadvantaged members of our community, the Directorate provides transport services such as Special Needs Transport and the Flexibus initiative. The Directorate also continues to update its bus fleet to provide access to passengers with a disability.

A further area of performance includes:

customer satisfaction with the services

the access to mobility services

CITY SERVICES Strategic Objective 1: Deliver high quality city services

The Directorate has a strategic objective of ensuring that city services are consistently of high quality, timely, effective and cost efficient and meet the needs of the community. It is committed to ensuring that the city is well maintained and its assets protected, and that members of the community have the opportunities to participate in the decision making process.

Strategic Indicator 1.5: Customer satisfaction continues to demonstrate improvement

Overall customer satisfaction with the Directorate's city services is measured through a customer satisfaction survey related to the Directorate's core service delivery responsibilities including library services, infrastructure services (including roads, community paths, traffic lights, and street signs), waste collection, parks and open spaces.

The Directorate has two years remaining of the five-year target set in the 2016-17 Budget to measure customer satisfaction with services to reach an 88 percent satisfaction rate by 2020-21.


Figure 5: Customer satisfaction with services


Strategic Indicator 1.6: Satisfaction with community engagement continues to demonstrate improvement

The Directorate undertakes a wide range of community engagement activities including public meetings, forums, online and hardcopy surveys, telephone surveys, discussion groups, focus groups, seminars and workshops utilising local and social media.

This indicator will be measured through a range of community engagement activities undertaken, as well as through overall satisfaction with the community engagement process for those participating members of the public. The satisfaction level will be measured through a feedback process that is integrated into major consultation activities.

The Directorate has two years remaining of the five-year target set in the 2016-17 Budget to measure customer satisfaction with community engagement to reach an 85 percent satisfaction rate by 2020-21.

Figure 6: Customer satisfaction with community engagement

An internal business perspective

As the Directorate works to ensure that its services are consistently of high quality, timely, effective and cost efficient, and meet the needs of the community, we seek out better ways to deliver our services and improve our effectiveness and efficiency through optimising our business systems and processes.


TRANSPORT Strategic Objective 2: Improve the efficiency of public transport

The Directorate has a strategic objective of improving the efficiency of public transport as part of ensuring that the community receives the value from the investment required to run bus and light rail services.


This has two key elements:

improving the efficiency of bus operations

generating revenue through well targeted fare structures and increasing public transport patronage

The reader should note that targets and accountability indicators have been adjusted following the introduction of light rail in April 2019.

Strategic Indicator 2.1: Operating efficiency

Operating efficiency is a measure of the cost of providing bus services. The key accountability indicator for this is the bus network operating cost per network kilometre.

The Directorate has a long term goal of reducing operating costs per network kilometre annually by one percent from the 2019-20 target levels. This is an improvement in operating efficiency of more than one percent after taking into account CPI growth.

Figure 7: Bus network operating costs per network kilometre

Strategic Indicator 2.2: Business performance

Business performance is a comparison between the amount of revenue generated by the business and the cost of running the business. The Directorate has a long term business strategy for public transport that will progress organisational reform and provide a pathway for further service improvement.

The strategic indicator for business performance is the Government subsidy per passenger boarding, a measure that captures the overall financial performance of public transport.

The Directorate has two years remaining of the five-year target set in the 2016-17 Budget of Government subsidy per passenger boarding of 71 percent by 2020-21.


Figure 8: Government subsidy per bus passenger boarding as a percentage of operating costs

CITY SERVICES Strategic Objective 2: Improved delivery of city services

Strategic Indicator 2.3: Percentage of territorial roads in good condition

The Directorate maintains over 3,000 kilometres of road network across the Territory.

This maintenance program is guided by a Strategic Asset Management Plan which enables a long term view of asset management. This indicator is measured using an industry standard survey that assesses one third of the territorial road network annually.

Figure 9: Percentage of territorial roads in good condition


An innovation perspective

Harnessing ideas, technology and data is just one of the ways that the Directorate will work towards achieving its objective of contributing to a sustainable city and improving liveability and social inclusion. We will strive to achieve sustainability targets, optimise technology, and ensure we develop services that meet the social needs of our community.


TRANSPORT Strategic Objective 3: Drive innovation and a sense of excitement about public transport

The Directorate has a core goal of running an effective public transport network. The Directorate will take advantage of emerging trends in technology and deliver an exciting new integrated public transport system.

An integrated public transport system is a key objective for the Territory. The Directorate will continue with the design and procurement activities to deliver Stage 2 of light rail from the City to Woden including engagement with the Commonwealth Government around approvals.

The use of public transport provides significant environmental benefits. The Directorate will support the environment through two key deliverables over the coming years: powering light rail by 100 percent renewable electricity, and further pursuit of alternative fuel buses.

Public transport plays an important social role by providing mobility to disadvantaged members of the community. The Directorate will work to ensure that its community transport services are effective and well targeted.

Strategic Indicator 3.1: Expansion of the Light Rail Network

The Directorate will continue to develop Canberra's light rail network and progress detailed design of Stage 2 from the City to Woden. This includes initial design, planning approvals and contract tendering and negotiation.

Strategic Indicator 3.2: Reduce public transport related greenhouse gas emissions

Public transport plays an important role in helping meet the ACT’s legislated greenhouse gas emissions targets.

Light rail will efficiently move large numbers of commuters along the Gungahlin to City corridor. In line with the Government’s target of 100 percent renewable electricity by 2020, light rail will be powered by 100 percent renewable electricity.

The Directorate will work to make its fleet of bus vehicles modern and fuel efficient through the ongoing bus replacement program.


CITY SERVICES Strategic Objective 3: A reduction in waste to landfill

A sustainable future is one of the Government’s strategic themes articulated in The Canberra Plan: Towards our Second Century.

The Directorate is committed to ensuring that Canberra becomes a fully sustainable city and region and that future development is environmentally sensitive, to maintain and protect natural assets, and respond to the challenges of climate change. A reduction in the amount of waste going to landfill is one of the strategic progress indicators towards achieving this objective.

Strategic Indicator 3.3: Reduction in waste to landfill as a proportion of the total waste stream

This indicator is calculated using weighbridge data of waste to landfill, and data provided by local ACT resource recovery and recycling industries. The waste to landfill and resource recovery data is combined to provide a total waste generation level.

Note that the projections do not include the potential impact of increased tonnage going to landfill as a result of the Mr Fluffy asbestos demolition program.

Figure 10: Waste to landfill as a proportion

1994

/95

1995

/96

1996

/97

1997

/98

1998

/99

1999

/00

2000

/01

2001

/02

2002

/03

2003

/04

2004

/05

2005

/06

2006

/07

2007

/08

2008

/09

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2024

/25

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

33%

49%57%

61%69%

73% 74% 75% 75% 72%73%

51%

74%86% 88%90%

67%51%

43%39%

31%27% 26% 25% 25% 28% 27%

49%

26%14% 12%10%

Resources recovered Waste to landfill


Projections =>

Output Classes

Output Class 1: Transport Canberra

Table 2: Output Class 1: Transport Canberra

2018-19 2019-20Estimated Outcome Budget

$'000 $'000

Total Cost1 171,142 199,208Controlled Recurrent Payments 161,998 193,298

Note:1. Total cost includes depreciation and amortisation of $4.944 million in 2018-19 and $3.757 million in 2019-20.

Output 1.1: Transport Canberra

Transport Canberra includes oversight of the construction of light rail, the Government subsidy paid to bus operations, and the strategic oversight of the public transport network, public transport asset management and the Active Travel Office

Table 3: Output 1.1: Transport Canberra


$'000 $'000



Output Class 2: City Services

Table 4: Output Class 2: City Services


$'000 $'000




Output 2.1: Roads and Infrastructure

Management of the Territory’s road and associated assets, stormwater infrastructure, community paths, bridges, traffic signals, streetlights and car parks. This output also includes the provision of asset information services, capital works and development approvals relating to the acceptance of new infrastructure assets.

Table 5: Output 2.1: Roads and Infrastructure


$'000 $'000



Output 2.2: Library Services

Provision of library services to the community through Libraries ACT’s branches, home library service, the ACT Virtual Library and the Heritage Library.

Table 6: Output 2.2: Library Services


$'000 $'000



Output 2.3: Waste and Recycling

Provision of domestic waste, recyclables and green waste collection services, operation of resource management and recycling centres, development of waste policy, and implementation and evaluation of waste management programs.

Table 7: Output 2.3: Waste and Recycling


$'000 $'000




Output 2.4: City Maintenance and Services

Planning and management of the Territory’s parks and urban open space system including associated community infrastructure, maintaining the look and feel of the city, and managing the urban forest and sportsgrounds facilities. The Directorate also provides advice, education and compliance services in relation to municipal ranger functions, domestic animal management, plant and animal licensing and significant tree protection. This output also includes Yarralumla Nursery.

Table 8: Output 2.4: City Maintenance and Services


$'000 $'000



Output 2.5: Capital Linen Service

Capital Linen Service provides a managed linen service to a range of customers including public and private hospitals, health and aged care providers, hotels, restaurants, major tourist attractions, educational institutions and emergency services.

Table 9: Output 2.5: Capital Linen Service


$'000 $'000

Total Cost1 14,135 15,400Controlled Recurrent Payments 0 0



Accountability Indicators

Output Class 1: Transport Canberra

Output 1.1: Transport Canberra

Table 10: Accountability Indicators Output 1.1

2018-19Targets


2019-20Targets

Light Raila. Full energisation of network for testing1 August 2018 January 2019 n/ab. Termini complete (excluding landscaping and

minor works) 1 July 2018 April 2019 n/a

c. Laying of mainline track complete (excluding minor works)1 July 2018 December 2018 n/a

d. Maintenance/control centre building complete (excluding landscaping and minor works) 1 August 2018 January 2019 n/a

e. Commencement of light rail stage 1 operations1 December 2018 April 2019 n/a

f. Light rail Passenger Service Availability2 n/a n/a 99.5%g. Customer satisfaction with light rail services as

assessed by passenger survey3 n/a n/a 85%

Active Travelh. Customer satisfaction with access to cycle and

walking paths 85% 85% 85%

Public Transport Passenger Boardingsi. Public transport passenger boardings4 18.7 million 19.6 million 19.9 millionBus Operationsj. Customer satisfaction with bus operations

(ACTION) services as assessed by passenger survey3

85% 85% 85%

k. Percentage of in service fleet fully compliant with standards under the Disability Discrimination Act 19925

81% 85% 86%

l. Percentage of in service fleet Euro 5 or better emission standard compliant6 62% 64% 67%

m. Service reliability – percentage of all scheduled services which operated to completion 99.5% 99.5% 99.5%

n. Percentage of services operating on scheduled time7 75% 75% 75%

o. Total network operating cost per network kilometre8 $5.35 $5.62 $5.88

p. Total network operating cost per passenger boarding9 $7.92 $7.93 n/a

q. Farebox recovery as a percentage of total network operating costs10 16.4% 14.6% n/a

r. Undertake a trial of electric buses1 1 1 n/a


Notes:1. These indicators are ceasing in 2019-20 due to completion of the target in 2018-19.2. This is a new indicator for 2019-20 to measure the availability of light rail for passenger services. This will be measured

by comparing the number of scheduled services against the number of services that were delivered.3. Customer satisfaction is measured from responses to an annual survey undertaken by an external provider on behalf of

the Transport Canberra and City Services Directorate (the Directorate). The survey seeks customer views on the Directorate’s core service delivery responsibilities including library services, infrastructure services (including roads, community paths, traffic lights, and street signs), waste collection, parks and open spaces, and public transport. Minimum sample size for this survey is 1,000.

4. This indicator measures the patronage number for buses and light rail.5. The Disability Discrimination Act 1992 (DDA) details the accessibility specifications of a bus required to achieve

compliance. The Act requires full compliance by 2022.6. Euro emission standards define the acceptable limits for exhaust emissions of vehicles.7. Operating on scheduled time describes a bus service that departs a stop that is a designated timing point between one

minute earlier and four minutes later than the scheduled time. GPS technology attached to the MyWay system is used to measure this indicator. Only scheduled services that operated successfully are measured.

8. Network operating costs per kilometre measure the cost and kilometres directly attributable to the operation of Transport Canberra Operations’ bus network route. The higher target for 2019-20 is a result of the Transport Canberra Operations’ new bus network which delivers faster, more direct and frequent services including evenings and weekends.

9. This measure will be ceased due to the new integrated public transport system including light rail, bus and flexible transport services. Applying this measure solely to bus passengers is not reflective of the new approach to integrated public transport delivery.

10. This measure will be ceased due to the new integrated public transport system including light rail, bus and flexible transport services. Bus fare revenue is no longer an appropriate indicator as passengers can use both bus and light rail with a single fare.


Output Class 2: City Services

Output 2.1: Roads and Infrastructure


2018-19Targets


2019-20Targets

Roadsa. Annual percentage of territorial roads

resurfaced15% 5% 5%

b. Annual percentage of municipal roads resurfaced

4% 4% 4%

c. Percentage of customers satisfied with the public road network

>75% 75% >75%

d. Percentage of territorial roads in good condition

>89% 89% >89%

e. Percentage of bridges that meet SM1600 standard on the B Double Network2

>80% 84% >80%

f. Increase in length (km) of on-road cycle lanes3 25 10 n/ag. Increase in length (km) of community paths4 35 23 35h. Increase in length (km) of cycle lanes5 n/a n/a 25

Asset Acceptancei. Responses on Development Applications

referred from the Environment, Planning and Sustainable Development Directorate completed within agreed timeframes

85% 80% 85%

j. Respond to developers submissions within adopted timeframes6

85% 75% 85%

Notes:1. Territorial roads are sealed major roads that have the principle function of an avenue for movements linking town

centres and suburbs. Territorial roads are defined as NAASRA (National Association of Australian State Road Authorities) Class 1, 2, 3 and 6.

2. SM1600 standard is a theoretical loading designated by Australian Standard 5100:2004 Bridge Design which should ensure that bridges can carry future vehicle loadings.

3. This indicator is ceasing in 2019-20 as it only captures increase in the length of one type of cycle lane across the Territory rather than the increase in the entire cycle network. The increase in the length of the entire cycle network in 2018-19 is estimated to be 20km.

4. Increases in community paths are measured using the date the 'works as executed' drawings are submitted and registered.

5. This is a new indicator for 2019-20 to measure the overall increase in length of all types of cycle lanes across the Territory.

6. Adopted timeframe is 20 working days for this measure.


Output 2.2: Library Services


2018-19Targets


2019-20Targets

a. Physical visits to libraries per capita1 5.0 4.8 5.0b. Items borrowed per capita1,2 7.5 6.4 7.5c. Percentage of population who are registered

library members362% 62% 55%

d. Customer satisfaction with library services4 90% 90% 90%e. Direct cost of public library services per capita1 $35.50 $32.00 $35.50 f. Percentage of library collection purchased in

previous five years60% 52% 60%

g. Number of ACT publications or collections added to the heritage collection5

12,000 8,150 n/a

h. Number of hours assisting client research in the ACT Heritage Library6

n/a n/a 650

i. Percentage of participants with a learning outcome from library programs7

n/a n/a 90%

Notes:1. The 2019-20 target is based on a population of 439,400.2. The lower than target estimated outcome for 2018-19 is due to a decrease in physical loans which Libraries anticipate

is from users targeting their reading and to the broad accessibility of digital information. While digital loans have increased due to the changing patterns of customer usage, overall items borrowed per capita have decreased.

3. The 2019-20 target is based on a population of 439,400 with 55 percent of the population representing approximately 242,700 library members. Registered library members include people from the ACT and the surrounding NSW region. The target for 2019-20 has been reduced as duplicate or inactive members will be removed as part of implementation of the new library management system.

4. Customer satisfaction is measured from responses to an annual survey undertaken by an external provider on behalf of the Transport Canberra and City Services Directorate (the Directorate). The survey seeks customer views on the Directorate’s core service delivery responsibilities including library services, infrastructure services (including roads, community paths, traffic lights, and street signs), waste collection, parks and open spaces, and public transport. The survey includes public libraries only and does not include the Virtual and Heritage Libraries.

5. This indicator is ceasing in 2019-20 as this indicator is not in the control of the library and is not a measure of the value or workload of the ACT Heritage Library.

6. This is a new indicator for 2019-20 to measure the number of hours assisting client research in the ACT Heritage Library.

7. Library programs and events offer people opportunities to learn and link them to library resources to further their learning and use of the library. This is a new indicator for 2019-20 to measure percentage of participants that have furthered their learning through the library programs. The result of this indicator will be measured through a survey completed by the participants.


Output 2.3: Waste and Recycling


2018-19Targets


2019-20Targets

a. Annual tonnes of waste to landfill per head of population1

0.7 0.55 0.55

b. Annual total resource recovery tonnage per head of population1

1.7 1.5 1.5

c. Percentage of material recovered from the total waste stream

75% 74% 75%

d. Percentage of customers satisfied with waste collection services

>90% >90% >90%

e. Contract cost of landfilling waste per tonne $18.34 $18.34 $18.80

f. Annual cost of domestic household waste collection services per head of population1

$19.85 $20.53 $21.04

g. Annual cost of domestic household recycling collection service per head of population1

$11.30 $11.70 $11.99

h. Number of mattresses diverted from landfill 37,000 37,000 37,000

i. Container redemption rate (in relation to the Container Deposit Scheme)2

60% 36% 60%

Notes:1. The 2019-20 target is based on an ACT population of 439,400 and Queanbeyan population of 41,200. 2. This was a new indicator for 2018-19 measuring the maximum number of eligible containers are recovered and

recycled under the Scheme and litter is reduced accordingly in the environment.


Output 2.4: City Maintenance and Services


2018-19Targets


2019-20Targets

City Maintenance and Servicesa. Percentage of customers satisfied with the

management of sportsgrounds85% 96% 85%

b. Numbers of dogs processed by the Domestic Animal Shelter

1,100 1,100 1,100

c. Percentage of saleable stray and abandoned dogs re-homed

90% 90% 90%

d. Remove abandoned vehicles on unleased land within nine calendar days

100% 100% 100%

e. Response and collection of 'sharps' on unleased land within 4 hours

100% 100% 100%

f. Annual operation cost per hectare of actively maintained park land is less than benchmarked median across Australia1

<$12,957 $11,965 <$14,939

Yarralumla Nurseryg. Plant spoilage within industry standard < 10% 5% < 10%

Note:1. This indicator is benchmarked against other Councils across Australia and is supported by the Yardstick Park

Benchmarks report.

Output 2.5: Capital Linen Service


2018-19Targets


2019-20Targets

a. Total tonnes of laundry delivered1 6,242 6,718 n/a

b. Retain certification of Quality Management System Standard AS/NZS ISO 9001

100% 100% 100%

c. Percentage of all linen items ordered delivered in full2

n/a n/a 98.4%

Notes:1. This indicator is ceasing in 2019-20 as it does not measure performance of the services being provided.2. This is a new indicator for 2019-20 to measure the performance of the services being provided.


Changes to Appropriation

Table 16: Changes to appropriation – Controlled Recurrent Payments

2018-19 Estimated Outcome

$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 390,745 387,172 408,472 420,834 421,126

2018-19 Budget Review Policy Decisions Better Government – Supporting government transperancy

96 195 0 0 0

Keeping our growing city moving – Delivering Canberra's new integrated public transport network

0 0 10 20 20

More services for our suburbs – Boosting Anketell Street improvements

0 0 15 15 15

More Services for our suburbs – Bringing Woden Town Square to life

0 52 15 28 28

2019-20 Budget Policy DecisionsBetter Suburbs: Planting more trees and delivering more bins at local shops

0 338 2,029 3,151 3,703

Commencing Light Rail Stage 1 operations and delivering a light rail stop at Mitchell

0 667 685 702 760

Delivering a new high school at Kenny 0 1,500 0 0 0

Delivering a smart technology ticketing system for Canberra's integrated public transport system

0 450 0 0 0

Delivering safer intersections 0 0 100 241 328

Delivering Stage 2 of Light Rail to Woden 0 2,342 0 0 0

Growing investment in services for our suburbs 0 4,839 4,928 5,049 5,049

Improving stormwater networks 0 80 80 160 160

Maintaining healthy waterways 0 1,769 2,971 2,601 2,601

Making our roads safer while keeping Canberra moving 0 0 500 1,000 800

Managing waste better 0 486 487 0 0

More active travel infrastructure for our schools and suburbs

0 125 128 152 176

More carparks for Palmerston Shops and Cooleman Court 0 0 0 4 8

Strengthening infrastructure planning capability 0 1,210 1,210 1,210 1,210

Supporting more Canberrans to Park and Ride 0 0 0 0 25

Supporting smarter working in the new ACT Government office projects

0 579 0 0 0

Supporting social inclusion through the Flexible Bus Service

0 866 0 0 0

Training ACT Government frontline workers to respond to family violence

0 60 14 14 14



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2019-20 Budget Technical AdjustmentsCommonwealth Grant – Investment – Road Component – Recurrent

-78 -78 1,022 1,022 0

Commonwealth Grant – S17 Instrument – Interstate Road Transport

28 0 0 0 0

Estimated Outcome – Continuing resources to support service delivery

0 653 672 690 704

Estimated Outcome – Light Rail PPP Availability Payments adjustment

-20,944 0 0 0 0

Estimated Outcome – Microsoft User Licensing Expansion 0 175 181 185 189

Estimated Outcome – Microsoft User Licensing Expansion – TCO

0 56 58 59 61

Estimated Outcome – Shared Services – Cost Model Review 0 -4,296 -4,383 -4,481 -4,594Estimated Outcome – Shared Services – Cost Model Review – TCO

0 60 62 64 66

Estimated Outcome – Workers' compensation savings 0 -614 -614 -614 -614

Estimated Outcome – Workers' compensation savings – TCO

0 -34 -34 -34 -34

Revised Funding Profile – Better Services – Improved asset management

-850 300 550 0 0

Revised Funding Profile – Light Rail Stage 2 – City to Woden early planning

-4,000 4,000 0 0 0

Revised Funding Profile – Mitchell Light Rail Stop -150 150 0 0 0

Revised Funding Profile – Pialligo Pedestrian upgrades -100 100 0 0 0

Revised Indexation Parameters 0 -283 -227 -257 6,003

Revised Superannuation Guarantee Rate 0 1,505 1,469 1,433 1,453

Revised Superannuation Guarantee Rate – TCO 0 950 1,010 989 1,002

Revised Superannuation Parameters 0 -712 -497 -262 -174

Revised Superannuation Parameters – TCO 1,345 557 531 612 636

Transfer – Better Roads for Gungahlin – Enhanced Town Centre road network – from CMTEDD

141 145 148 152 156

Transfer – Building a better city – Canberra Brickworks – Access road and Dudley Street upgrade – from CMTEDD

0 0 0 82 84

Transfer – Molonglo 2 – Sewer and Pedestrian Bridge over Molonglo River – from CMTEDD

0 120 0 0 0

Transfer – Molonglo 2 – Uriarra Road Upgrade – from CMTEDD

179 184 188 193 198

Transfer – Molonglo 2 – Water Supply, Trunk Sewer and Stormwater Infrastructure – Stage 1 – from CMTEDD

119 122 125 128 131

Transfer – Better Roads for Gungahlin – Gungahlin town centre road network improvements – from CMTEDD

50 100 103 105 108

Transfer – Cravens Creek Water Quality Control Pond – from CMTEDD

219 224 230 236 242

Transfer – Dickson Group Centre Intersections – Upgrade – from CMTEDD

0 31 0 0 0



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Transfer – Isabella Weir Spillway Upgrades – from CMTEDD

102 105 107 110 113

Transfer – Majura Parkway to Majura Road – Link road – from CMTEDD

97 100 102 105 107

Transfer – Throsby – Access road and western intersection – from CMTEDD

0 51 0 0 0

Transfer – Urban Renewal Program – Phillip Oval upgrade – from CMTEDD

63 65 66 68 70

2019-20 Budget 367,062 406,466 422,513 435,766 441,930


Table 17: Changes to appropriation – Capital Injections, Controlled


$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 694,506 168,275 83,543 75,301 73,308

FMA Section 16B Rollovers from 2017-18ACTION – Replace underground storage tanks 60 0 0 0 0Better Infrastructure Fund 6,289 0 0 0 0Better Public Transport – Active travel for schools and shopping centres

312 0 0 0 0

Better Public Transport for Woden and Weston Creek – New Woden bus depot

-41 0 0 0 0

Better Roads for Belconnen – Aikman Drive duplication 1,339 0 0 0 0

Better Roads for Canberra – Stronger bridges to transport freight

1,338 0 0 0 0

Better Roads for Gungahlin – Gundaroo Drive duplication – Stage 1

2,776 0 0 0 0

Better Roads for Gungahlin – Horse Park Drive duplication (Mulligans Flat Road to the Federal Highway)

-1,046 0 0 0 0

Better Roads for Tuggeranong – Ashley Drive duplication – Stage 2

84 0 0 0 0

Better Roads for Tuggeranong – Ashley Drive duplication (Ellerston Avenue to Johnson Drive)

2,337 0 0 0 0

Better Roads for Weston Creek – Cotter Road duplication (Tuggeranong Parkway to Yarralumla Creek)

705 0 0 0 0

Better Services – Improved asset management 429 0 0 0 0

Better Services – Improving libraries – self service check out and improved access

201 0 0 0 0

Better services in your community – Essential Waste Management Infrastructure

-1,084 0 0 0 0

Better services in your community – Expanding the Domestic Animal Shelter

123 0 0 0 0

Better services in your community – Faster bus travel 56 0 0 0 0Better services in your community – Green waste bins 1,072 0 0 0 0Better services in your community – Integrated bus and light rail ticketing

-73 0 0 0 0

Better services in your community – More local parks 95 0 0 0 0Better services in your community – Rehabilitating landfill sites

-9 0 0 0 0

Building a better city – Active Travel – Belconnen bikeway 64 0 0 0 0

Building a better city – Federal Highway and Old Well Station Road intersection upgrade

-223 0 0 0 0

Building a better city – Gundaroo Drive duplication – Stage 2 -3,803 0 0 0 0Building a better city – Improving Tharwa Village fire fighting water supply

214 0 0 0 0

Building a better city – Monaro Highway upgrade early planning

-87 0 0 0 0

Building a better city – Nara Peace Park landscaping 150 0 0 0 0

Building a better city – Pialligo Avenue duplication -438 0 0 0 0

Building a better city – Upgrading stormwater infrastructure on Flemington Road

3 0 0 0 0

Civic to Gungahlin Corridor Improvements 37 0 0 0 0



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Enhancement of Library Collections 121 0 0 0 0Expansion of the rapid bus network -1,126 0 0 0 0Light Rail – Stage 1 – Procurement and delivery -2,026 0 0 0 0Lyneham Sports Precinct Redevelopment – Stage 3 107 0 0 0 0More services for our suburbs – Restoring Boomanulla Oval 491 0 0 0 0Narrabundah Ballpark Upgrade – Best little ballpark in Australia

526 0 0 0 0

Roads to Recovery Program (Federal Funding) -59 0 0 0 0Transport for Canberra – Business system upgrade -97 0 0 0 0Transport for Canberra – Real Time Passenger Information System

60 0 0 0 0

Urban Renewal Program – Erindale Group Centre – Gartside Street (south) – Stage 1

2 0 0 0 0

Urban Renewal Program – Phillip trade service area parking management

121 0 0 0 0

Urban Renewal Program – Weston Group Centre – Brierly Street and Trenerry Square upgrades

19 0 0 0 0

2018–19 Budget Review Policy DecisionsKeeping our growing city moving – Delivering Canberra's new integrated public transport network

500 0 0 0 0

More services for our suburbs – Better facilities at Higgins Neighbourhood Oval

0 600 0 0 0

More services for our suburbs – Boosting Anketell Street improvements

750 0 0 0 0

More Services for our suburbs – Bringing Woden Town Square to life

534 200 0 0 0

More services for our suburbs – Southern Memorial Park Detailed Design

200 721 0 0 0

2019-20 Budget Policy DecisionsBetter buses to support the new bus network 0 6,394 12,403 12,713 6,000

Better connecting Belconnen and Gungahlin 0 4,530 15,000 15,000 10,000

Better Suburbs: Planting more trees and delivering more bins at local shops

0 20 321 136 139


0 4,847 NFP 0 0

Delivering better community infrastructure 0 2,500 2,563 2,627 2,692

Delivering safer intersections 0 3,000 5,520 5,500 0

Delivering Stage 2 of Light Rail to Woden 0 18,408 1,750 0 0

Growing investment in services for our suburbs 0 558 0 0 0

Improving stormwater networks 0 2,551 4,800 7,710 4,000

Improving water management infrastructure 0 500 0 0 0

Making our roads safer while keeping Canberra moving 0 4,521 12,600 12,575 0

Managing waste better 0 1,551 4,654 0 0


0 500 1,694 0 0

More carparks for Palmerston Shops and Cooleman Court 0 420 0 0 0



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

More City Services depots for better service delivery 0 200 200 0 0

Planning better roads for our growing city 0 1,900 2,200 0 0

Strengthening infrastructure supporting Canberra's new public transport network

0 0 2,000 3,100 0

Supporting more Canberrans to Park and Ride 0 625 1,875 0 0

2019-20 Budget Technical AdjustmentsBetter Infrastructure Fund Adjustment 0 -40 0 0 0

Better Infrastructure Fund indexation 0 0 0 0 570

Commonwealth Grant – Black Spot Projects NP 382 533 673 638 638

Commonwealth Grant – Bridges Renewal Programme NP 0 423 442 459 1,455

Commonwealth Grant – Heavy Vehicle Safety and Productivity Programme NP

0 -108 -325 -454 77

Commonwealth Grant – Investment – Road Component – Capital NP

-2,594 1,857 -4,688 9,163 30,157

Commonwealth Grant - Major projects business case fund NP

0 0 -333 -332 -282

Commonwealth Grant – Roads of strategic importance initiative NP

-248 -744 -552 -561 -848

Commonwealth Grant – Roads to Recovery Programme NP 3,530 1,595 1,595 1,595 1,595Commonwealth Grant – Suicide Prevention Infrastructure 300 0 0 0 0

Commonwealth Grant – Urban congestion fund NP 15 5,812 3,637 2,386 3,386

Revised Funding Profile – Aikman Drive duplication -1,075 1,075 0 0 0

Revised Funding Profile – Better Roads for Gungahlin – Gungahlin town centre road network improvements

1,114 -1,114 0 0 0

Revised Funding Profile – Better Services – Improved asset management

-700 700 0 0 0

Revised Funding Profile – Better Services – Improving libraries – self service check out and improved access

-850 850 0 0 0

Revised Funding Profile – Better services in your community — Essential Waste Management Infrastructure

172 -5,172 0 5,000 0

Revised Funding Profile – Better services in your community — Faster bus travel

500 -500 0 0 0

Revised Funding Profile – Better services in your community — Integrated bus and light rail ticketing

-800 600 200 0 0

Revised Funding Profile – Building a better city – Canberra Brickworks – Access road and Dudley Street upgrade

-5,798 2,798 3,000 0 0

Revised Funding Profile – Building a better City – Improving Tharwa Village fire fighting water supply

-900 900 0 0 0

Revised Funding Profile – Building a better city – New Bus Depot at Woden

-10,000 10,000 0 0 0

Revised Funding Profile – Building a better city — Rehabilitating landfill sites

-3,154 -4,846 0 8,000 0

Revised Funding Profile – Building a better city — Upgrading stormwater infrastructure on Flemington Road

-700 700 0 0 0

Revised Funding Profile – Business system upgrade -300 300 0 0 0

Revised Funding Profile – Caring for our Environment – Lake Tuggeranong Water Quality Improvement – Stage 2

1,125 -1,125 0 0 0



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Revised Funding Profile – Cravens Creek Water Quality Control Pond

-147 147 0 0 0

Revised Funding Profile – Future Bus Network -21,800 21,800 0 0 0

Revised Funding Profile – Horse Park Drive duplication 11,905 -11,905 0 0 0

Revised Funding Profile – Improving Our Suburbs – New Molonglo Valley Infrastructure

3,805 -6,805 2,000 1,000 0

Revised Funding Profile – Keeping our growing city moving – Better infrastructure for active travel

-4,720 2,220 1,000 1,500 0

Revised Funding Profile – Keeping our growing city moving – Canberra Brickworks Precinct – environmental offsets

-937 937 0 0 0

Revised Funding Profile – Keeping our growing city moving – John Gorton Drive and Molonglo River Bridge Crossing – early design

-1,100 1,100 0 0 0

Revised Funding Profile – Keeping our growing city moving – Monaro Highway upgrade

-1,800 1,800 0 0 0

Revised Funding Profile – Keeping our growing city moving – Safer intersections

-2,500 1,500 1,000 0 0

Revised Funding Profile – Light Rail – Stage 1 – PPP Territory Retained Risk

-20,000 20,000 0 0 0

Revised Funding Profile – Majura Parkway to Majura Road – Link road

-189 189 0 0 0

Revised Funding Profile – Molonglo 2 – Water Quality Control Ponds, Sewers and Cyclepath (Design)

-709 709 0 0 0

Revised Funding Profile – Molonglo 3 infrastructure -184 184 0 0 0

Revised Funding Profile – Molonglo Infrastructure Investment

-132 132 0 0 0

Revised Funding Profile – More jobs for our growing city – Better town centres

1,534 -1,034 -500 0 0

Revised Funding Profile – More jobs for our growing city – Micro parks

-30 30 0 0 0

Revised Funding Profile – More jobs for our growing city – Renewing Higgins Neighbourhood Oval

-150 150 0 0 0

Revised funding Profile – More services for our suburbs – Better waste management

-200 200 0 0 0

Revised Funding Profile – More services for our suburbs – More trees

-15 15 0 0 0

Revised Funding Profile – More services for our suburbs – Nicholls Neighbourhood Oval upgrade

1,450 -1,450 0 0 0

Revised Funding Profile – More services for our suburbs – Stormwater infrastructure improvement

-2,650 2,650 0 0 0

Revised Funding Profile – Parkwood estate rehabilitation -2,224 2,224 0 0 0

Revised Funding Profile – Real Time Passenger Information System

-2,300 1,950 350 0 0

Revised Funding Profile – Stronger bridges to transport freight

-1,500 1,500 0 0 0

2019-20 Budget 640,935 275,558 158,622 163,056 132,887


Summary of 2019-20 Infrastructure Program

Table 18: 2019-20 Transport Canberra and City Services Directorate Infrastructure Program

Project 2019-20 2020-21 2021-22 2022-23 Four Year Physical$'000 $'000 $'000 $'000 Investment Completion

$'000 Date

CAPITAL WORKS PROGRAM

Work In ProgressBetter Roads for Belconnen – Aikman Drive duplication

1,075 0 0 0 1,075 Jun-19

Better Roads for Canberra – Stronger bridges to transport freight

1,500 0 0 0 1,500 Nov-19

Better Roads for Gungahlin – Gungahlin town centre road network improvements

198 0 0 0 198 Jun-20

Better Roads for Gungahlin – Horse Park Drive duplication (Mulligans Flat Road to the Federal Highway)

8,095 0 0 0 8,095 Jun-20

Better Services – Improved asset management 905 0 0 0 905 Jun-20

Better Services – Improving libraries – self service check out and improved access

850 0 0 0 850 Dec-19

Better services in your community – Essential Waste Management Infrastructure

7,104 2,023 5,000 0 14,127 Jun-22

Better Services In your community – Green waste bins

2,007 3,646 0 0 5,653 Jun-21

Better services in your community – Integrated bus and light rail ticketing

600 200 0 0 800 Jun-20

Building a better city – Canberra Brickworks – Access road and Dudley Street upgrade

3,798 3,000 0 0 6,798 Jun-21

Building a better city – Improving Tharwa Village fire fighting water supply

900 0 0 0 900 Dec-19

Building a better city – Monaro Highway upgrade early planning

500 0 0 0 500 Dec-19

Building a better city – New Bus Depot at Woden

20,000 0 0 0 20,000 Jun-20

Building a better city – Pialligo Avenue duplication early planning

1,000 0 0 0 1,000 Jun-20

Building a better city – Rehabilitating landfill sites

9,017 7,972 8,000 0 24,989 Jun-22

Building a better city – Upgrading stormwater infrastructure on Flemington Road

700 0 0 0 700 Oct-19

Caring for our Environment – Lake Tuggeranong Water Quality Improvement – Stage 2

639 0 0 0 639 Jun-20

Cravens Creek Water Quality Control Pond 147 0 0 0 147 Jun-20

Enhancement of library collections 2,063 2,063 2,063 2,063 8,252 Jun-23

Future Bus Network 21,800 0 0 0 21,800 Jun-20

Gundaroo Drive Duplication – Stage 2 15,000 0 0 0 15,000 Jun-20

Improving Our Suburbs – New Molonglo Valley Infrastructure

7,876 2,000 1,000 0 10,876 Jun-22

Keeping our growing city moving – Better infrastructure for active travel

14,170 3,000 2,000 0 19,170 Jun-22



$'000 Date

Keeping our growing city moving – Canberra Brickworks Precinct – environmental offsets

937 0 0 0 937 Jun-20

Keeping our growing city moving – John Gorton Drive and Molonglo River Bridge Crossing – early design

1,100 0 0 0 1,100 Jun-20

Keeping our growing city moving – Light Rail Stage 2 – City to Woden early planning

4,000 0 0 0 4,000 Jun-20

Keeping our growing city moving – Mitchell light rail stop

150 0 0 0 150 Jun-20

Keeping our growing city moving – Monaro Highway upgrade

1,800 0 0 0 1,800 Jun-20

Keeping our growing city moving – Pialligo pedestrian upgrades

100 0 0 0 100 Jun-20

Keeping our growing city moving – Safer intersections

6,372 1,000 0 0 7,372 Dec-20

Majura Parkway to Majura Road – Link road 189 0 0 0 189 Jun-20

Molonglo 2 – Water Quality Control Ponds, Sewers and Cyclepath (Design)

709 0 0 0 709 Jun-20

Molonglo Infrastructure Investment 132 0 0 0 132 Dec-19

More jobs for our growing city – Better town centres

2,466 0 0 0 2,466 Jun-20

More jobs for our growing city – Micro parks 30 0 0 0 30 Dec-19More jobs for our growing city – Renewing Higgins Neighbourhood Oval

800 0 0 0 800 Dec-19

More services for our suburbs – Better facilities at Higgins Neighbourhood Oval

600 0 0 0 600 Jun-20

More services for our suburbs – Better waste management

1,020 420 0 0 1,440 Jun-21

More services for our suburbs – Bringing Woden Town Square to life

200 0 0 0 200 Jun-20

More services for our suburbs – More trees 41 28 0 0 69 Jun-21

More services for our suburbs – Nicholls Neighbourhood Oval upgrade

100 0 0 0 100 Jun-20

More services for our suburbs – Parkwood estate rehabilitation

3,724 0 0 0 3,724 Jun-20

More services for our suburbs – Stormwater infrastructure improvements

2,650 0 0 0 2,650 Jun-20

More services for our suburbs – Southern Memorial Park Detailed Design

721 0 0 0 721 Jun-20

More support for families and inclusion – Keeping Canberrans safe in public places

200 200 100 0 500 Jun-22

Roads to Recovery Program (Federal Funding) 7,970 7,970 7,970 7,970 31,880 Jun-24Transport for Canberra – Business system upgrade

300 0 0 0 300 Jun-20

Transport for Canberra – Real Time Passenger Information System

1,950 350 0 0 2,300 Jun-21

Urban Renewal Program – Molonglo 3 infrastructure

184 0 0 0 184 Jun-20

Total Work In Progress 158,389 33,872 26,133 10,033 228,427



$'000 Date

New WorkBetter buses to support the new bus network

6,394 12,403 12,713 6,000 37,510 Jun-23

Better connecting Belconnen and Gungahlin

4,530 15,000 15,000 10,000 44,530 Jun-23

Better Suburbs: Planting more trees and delivering more bins at local shops

20 321 136 139 616 Jun-23


4,847 NFP 0 0 4,847 Jun-21

Delivering safer intersections 3,000 5,520 5,500 0 14,020 Jun-22

Delivering Stage 2 of Light Rail to Woden

18,408 1,750 0 0 20,158 Jun-21

Growing investment in services for our suburbs

558 0 0 0 558 Jun-20

Improving stormwater networks 2,551 4,800 7,710 4,000 19,061 Jun-23Improving water management infrastructure

500 0 0 0 500 Jun-20

Making our roads safer while keeping Canberra moving

4,521 12,600 12,575 0 29,696 Jun-22

Managing waste better 1,551 4,654 0 0 6,205 Jun-21


500 1,694 0 0 2,194 Jun-21

More carparks for Palmerston Shops and Cooleman Court

420 0 0 0 420 Jun-20

More City Services depots for better service delivery

200 200 0 0 400 Jun-21

Planning better roads for our growing city

1,900 2,200 0 0 4,100 Jun-21

Strengthening infrastructure supporting Canberra's new public transport network

0 2,000 3,100 0 5,100 Jun-22

Supporting more Canberrans to Park and Ride

625 1,875 0 0 2,500 Jun-21

Total New Capital 50,525 65,017 56,734 20,139 192,415



$'000 Date

Better Infrastructure FundBase BIF of the agency 15,444 23,788 25,408 26,043 90,683

Building a better city – Active Travel – Footpath and cycleway upgrades

1,000 1,000 0 0 2,000 Jun-21

Disability Discrimination Act compliant bus stops

1,250 0 0 0 1,250 Jun-20

Dog park improvement program 200 0 0 0 200 Jun-20

Local shopping centre improvements 500 0 0 0 500 Jun-20

Play space upgrades 2,150 0 0 0 2,150 Jun-20

Road Traffic Coordination Centre 540 0 0 0 540 Jun-20

Safer walking and cycling around schools 1,250 0 0 0 1,250 Jun-20

Sportsgrounds facilities improvement program 1,310 0 0 0 1,310 Jun-20

Revitalising Woden Library 500 0 0 0 500 Jun-20

Total Better Infrastructure Fund 24,144 24,788 25,408 26,043 100,383


Financial Statements

Table 19: Transport Canberra and City Services Directorate: Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Income

Revenue390,745 Controlled Recurrent

Payments367,062 406,466 11 422,513 435,766 441,930

6,885 Taxes, Fees and Fines 6,885 8,974 30 11,814 13,463 13,36923,936 User Charges 23,936 25,121 5 26,341 24,941 25,738

897 Resources Received Free of Charge

897 3,031 238 3,115 3,198 3,253

18,918 Other Revenue 7,890 15,905 102 2,676 2,705 2,814

441,381 Total Revenue 406,670 459,497 13 466,459 480,073 487,104

Gains86,373 Other Gains 86,451 88,585 2 94,912 121,675 195,643

86,373 Total Gains 86,451 88,585 2 94,912 121,675 195,643

527,754 Total Income 493,121 548,082 11 561,371 601,748 682,747

Expenses 82,185 Employee Expenses 82,310 80,330 -2 80,162 81,490 82,60613,890 Superannuation Expenses 13,863 15,096 9 15,584 15,885 16,192

216,999 Supplies and Services 192,975 185,467 -4 178,452 185,293 190,154195,469 Depreciation and

Amortisation182,952 185,667 1 186,588 188,681 193,226

112,050 Grants and Purchased Services

113,395 172,428 52 183,905 188,055 189,993

1,054 Cost of Goods Sold 1,054 1,164 10 1,189 1,227 1,22715,924 Borrowing Costs 5,461 455 -92 455 455 455

264 Other Expenses 371 475 28 430 434 440

637,835 Total Expenses 592,381 641,082 8 646,765 661,520 674,293

48,519 Other Comprehensive Income

42,640 -6,195 34,014 -36,038 -39,670

Items that will not be Reclassified Subsequently to Profit or Loss48,519 Increase/(Decrease) in Asset

Revaluation Surplus42,640 -6,195 -115 34,014 -36,038 -39,670

48,519 Total Other Comprehensive Income

42,640 -6,195 -115 34,014 -36,038 -39,670

-61,562 Total Comprehensive Income

-56,620 -99,195 -75 -51,380 -95,810 -31,216


Table 20: Transport Canberra and City Services Directorate: Balance Sheet

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Current Assets18,276 Cash and Cash Equivalents 23,473 23,882 2 26,537 30,198 32,752

9,405 Receivables 7,695 7,717 .. 7,739 7,761 7,7832,661 Inventories 1,922 1,958 2 1,994 2,030 2,066

710 Other Assets 359 369 3 379 389 399

31,052 Total Current Assets 33,449 33,926 1 36,649 40,378 43,000

Non Current Assets10,396,937 Property, Plant and

Equipment10,636,881 9,932,321 -7 9,891,250 9,835,674 9,843,072

11,695 Intangible Assets 9,677 7,631 -21 5,786 4,802 6,635254,120 Capital Works in Progress 158,749 190,413 20 317,840 417,593 493,890

0 Other Assets 935 935 - 935 935 935

10,662,752 Total Non Current Assets 10,806,242 10,131,300 -6 10,215,811 10,259,004 10,344,532

10,693,804 TOTAL ASSETS 10,839,691 10,165,226 -6 10,252,460 10,299,382 10,387,532

Current Liabilities36,682 Payables 33,701 34,589 3 35,477 36,365 37,253

30 Interest-Bearing Liabilities 35 35 - 35 35 350 Finance Leases 97 2,506 # 2,506 2,506 2,506

26,842 Employee Benefits 27,356 28,678 5 30,842 33,063 35,3742,895 Other Provisions 8,124 8,124 - 8,124 8,124 8,1241,246 Other Liabilities 2,658 2,694 1 2,730 2,766 2,802

67,695 Total Current Liabilities 71,971 76,626 6 79,714 82,859 86,094

Non Current Liabilities240 Interest-Bearing Liabilities 265 235 -11 205 175 145

330,029 Finance Leases 331,105 3,212 -99 3,212 3,212 3,2121,560 Employee Benefits 1,635 1,699 4 1,856 2,010 2,164

25,403 Other Provisions 17,836 17,836 - 17,836 17,836 17,8360 Other Liabilities 750 750 - 750 750 750

357,232 Total Non Current Liabilities 351,591 23,732 -93 23,859 23,983 24,107

424,927 TOTAL LIABILITIES 423,562 100,358 -76 103,573 106,842 110,201

10,268,877 NET ASSETS 10,416,129 10,064,868 -3 10,148,887 10,192,540 10,277,331

REPRESENTED BY FUNDS EMPLOYED

6,413,417 Accumulated Funds 6,465,950 6,120,884 -5 6,170,889 6,250,580 6,375,0413,855,460 Asset Revaluation Surplus 3,950,179 3,943,984 .. 3,977,998 3,941,960 3,902,290

10,268,877 TOTAL FUNDS EMPLOYED 10,416,129 10,064,868 -3 10,148,887 10,192,540 10,277,331


Table 21: Transport Canberra and City Services Directorate: Statement of Changes in Equity

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Opening Equity5,754,726 Opening Accumulated Funds 5,817,102 6,465,950 11 6,120,884 6,170,889 6,250,5803,806,941 Opening Asset Revaluation

Reserve3,907,539 3,950,179 1 3,943,984 3,977,998 3,941,960

9,561,667 Balance at the Start of the Reporting Period

9,724,641 10,416,129 7 10,064,868 10,148,887 10,192,540

Comprehensive Income-110,081 Operating Result - Including

Economic Flows-99,260 -93,000 6 -85,394 -59,772 8,454

48,519 Inc/Dec in Asset Revaluation Reserve Surpluses

42,640 -6,195 -115 34,014 -36,038 -39,670


-56,620 -99,195 -75 -51,380 -95,810 -31,216

0 Total Movement in Reserves 0 0 - 0 0 0

Transactions Involving Owners Affecting Accumulated Funds

641,253 Capital Injections 620,589 190,021 -69 135,397 139,461 116,005127,519 Inc/Dec in Net Assets due to

Admin Restructure127,519 -442,087 -447 2 2 2

768,772 Total Transactions Involving Owners Affecting Accumulated Funds

748,108 -252,066 -134 135,399 139,463 116,007

Closing Equity6,413,417 Closing Accumulated Funds 6,465,950 6,120,884 -5 6,170,889 6,250,580 6,375,0413,855,460 Closing Asset Revaluation

Reserve3,950,179 3,943,984 .. 3,977,998 3,941,960 3,902,290

10,268,877 Balance at the end of the Reporting Period

10,416,129 10,064,868 -3 10,148,887 10,192,540 10,277,331


Table 22: Transport Canberra and City Services Directorate: Cash Flow Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

CASH FLOWS FROM OPERATING ACTIVITIESReceipts

279,264 Controlled Recurrent Payments

254,236 234,690 -8 239,272 248,390 252,642

111,481 Payment for Community Service Obligations

112,826 171,776 52 183,241 187,376 189,288

7,206 Taxes, Fees and Fines 7,206 9,295 29 12,135 13,784 13,69023,463 User Charges 23,463 24,671 5 25,956 24,556 25,35343,279 Other 32,251 40,274 25 27,012 27,041 27,150

464,693 Operating Receipts 429,982 480,706 12 487,616 501,147 508,123

Payments80,782 Employee 80,588 78,532 -3 78,318 79,592 80,61813,887 Superannuation 13,860 15,092 9 15,580 15,881 16,188

216,273 Supplies and Services 192,249 182,660 -5 175,593 182,351 187,157112,050 Grants and Purchased

Services113,395 172,428 52 183,905 188,055 189,993

14,847 Interest Expenses 4,384 455 -90 455 455 4551,205 Related to Cost of Goods Sold 1,205 1,315 9 1,340 1,378 1,378

23,922 Other 24,029 24,133 .. 24,088 24,092 24,098462,966 Operating Payments 429,710 474,615 10 479,279 491,804 499,887

1,727 NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES

272 6,091 # 8,337 9,343 8,236

CASH FLOWS FROM INVESTING ACTIVITIESReceipts

Payments642,226 Purchase of Property, Plant

and Equipment621,562 191,318 -69 136,694 140,758 117,302

53,253 Capital Payments to ACT Government Agencies

20,346 85,537 320 25,725 23,595 16,882

695,479 Investing Payments 641,908 276,855 -57 162,419 164,353 134,184

-695,479 NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES

-641,908 -276,855 57 -162,419 -164,353 -134,184


Table 22: Transport Canberra and City Services Directorate: Cash Flow Statement (continued)

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

CASH FLOWS FROM FINANCING ACTIVITIESReceipts

694,506 Capital Injections 640,935 275,558 -57 161,122 163,056 132,887694,506 Financing Receipts 640,935 275,558 -57 161,122 163,056 132,887

Payments30 Repayment of Borrowings 30 30 - 30 30 3026 Repayment of Finance Lease

Liabilities26 4,355 # 4,355 4,355 4,355

56 Financing Payments 56 4,385 # 4,385 4,385 4,385

694,450 NET CASH INFLOW/(OUTFLOW) FROM FINANCING ACTIVITIES

640,879 271,173 -58 156,737 158,671 128,502

698 NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS

-757 409 154 2,655 3,661 2,554

17,578 CASH AT THE BEGINNING OF REPORTING PERIOD

24,230 23,473 -3 23,882 26,537 30,198

18,276 CASH AT THE END OF REPORTING PERIOD

23,473 23,882 2 26,537 30,198 32,752


Notes to the Controlled Budget Statements

Significant variations are as follows:

Operating Statement

controlled recurrent payments:

- the decrease of $23.7 million in the 2018-19 Estimated Outcome from the Original Budget is mainly due to reduced light rail stage 1 Public Private Partnership availability payments attributed to the delayed commencement of the light rail

- the increase of $39.4 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to increased light rail stage 1 Public Private Partnership availability payments associated with the full-year operation of the service partially offset by a decrease in funding as a result of changes to the shared services cost model.

taxes, fees and fines:

- the increase of $2.1 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to increased revenue associated with 2019-20 budget initiatives supporting better waste management and improving compliance for better animal management.

resources received free of charge:

- the increase of $2.1 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to the revised shared services cost model.

other revenue:

- the decrease of $11.0 million in the 2018-19 Estimated Outcome from the Original Budget is mainly due to a reduction in ACT NoWaste Asbestos Scheme fees.

the increase of $8.0 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to ACT NoWaste Asbestos Scheme fees, revenue from the Container Deposit Scheme and contaminated waste fees.

supplies and services:

- the decrease of $24.0 million in the 2018-19 Estimated Outcome from the Original Budget is mainly due to reduced Public Private Partnership Availability payments, a reduction in expenses associated with the ACT NoWaste Asbestos Scheme and the reprofiling of the expenses associated with the light rail stage 2 project.


grants and purchased services:

- the increase of $59.0 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to light rail stage 1 Public Private Partnership Service Payments, the administrative transfer of light rail operations from the Directorate to the Transport Canberra Operations reporting entity and new initiatives.

interest expenses:

- the decrease of $10.5 million in the 2018-19 Estimated Outcome from the Original Budget is mainly due to the delay in commencement of the light rail stage 1 Project and the associated interest component of the Public Private Partnership payments.

- the decrease of $5.0 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to the administrative transfer of light rail operations from the Directorate to Transport Canberra Operations reporting entity offset by an increase resulting from the new revenue and leasing accounting standards.

Balance Sheet

cash and cash equivalents:

- the increase of $5.2 million in the 2018-19 Estimated Outcome from the Original Budget is largely due to an upward revision of budgeted cash and cash equivalents to reflect recent actual experience.

receivables:

- the decrease of $1.7m million in the 2018-19 Estimated Outcome from the Original Budget is largely due to a downward revision of budgeted receivables to reflect recent actual experience.

intangible assets:

- the decrease of $2.0 million in the 2018-19 Estimated Outcome from the Original Budget is largely due to a downward revision of budgeted intangible assets to reflect recent actual experience.

- the decrease of $2.0 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to an adjustment to the amortisation forecast for intangible assets.

capital works in progress:

- the increase of $104.6 million in the 2018-19 Estimated Outcome from the Original Budget is mainly due to re-profiling of capital works projects, capitalisation of assets and an upward revision of budgeted capital works in progress to the delivery status of the capital works program.


- the increase of $31.7 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to the new initiatives and re-profiling of capital works projects.


finance leases:

- the increase in current finance leases of $2.4 million between the 2018-19 Estimated Outcome and Original Budget is related to changes to the Revenue and Lease accounting standards.

- the decrease in non-current finances leases of $327.9 million between 2018-19 Estimated Outcome and the 2019-20 Budget is primarily related to the administrative transfer of light rail operations from the Directorate to Transport Canberra Operations reporting entity.

other liabilities – current:

- the increase of $1.4 million in 2018-19 Estimated Outcome from the Original Budget is largely due to an upward revision of budgeted other liabilities to reflect recent actual experience.

current and non-current other provisions:

- the increase of current provisions by $5.2 million in 2018-19 Estimated Outcome from the Original Budget is mainly due to an upward revision of current provisions to reflect recent actual experience.

- the decrease of non-current provisions of $7.6 million is 2018-19 Estimated Outcome from the Original Budget is mainly due to a downward revision of non-current other provisions to reflect recent actual experience.

Statement of Changes in Equity

capital injections:

- the decrease of $430.6 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to completion of the light rail stage 1 project, new and transferred capital initiatives and re-profiling of existing capital initiatives.

increase / decrease in Net Assets due to Admin Restructure:

- the decrease of $569.6 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is related to the administrative transfer of light rail operations from the Directorate to Transport Canberra Operations reporting entity.

Cash Flow Statement

Variations in the Statement are explained in the notes above.


Financial Statements – Territorial

Table 23: Transport Canberra and City Services Directorate: Statement of Income and Expenses on behalf of the Territory

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Revenue18,953 Taxes, Fees and Fines 18,953 19,620 4 20,404 21,068 21,752

18,953 Total Revenue 18,953 19,620 4 20,404 21,068 21,752

18,953 Total Income 18,953 19,620 4 20,404 21,068 21,752

Expenses 18,953 Transfer Expenses 18,953 19,620 4 20,404 21,068 21,752

18,953 Total Expenses 18,953 19,620 4 20,404 21,068 21,752

0 Operating Result 0 0 - 0 0 0

0 Total Comprehensive Income

0 0 - 0 0 0


Table 24: Transport Canberra and City Services Directorate: Statement of Assets and Liabilities on behalf of the Territory

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Current Assets0 Cash and Cash Equivalents 3 3 - 3 3 3

1,765 Receivables 2,432 2,432 - 2,432 2,432 2,432

1,765 Total Current Assets 2,435 2,435 - 2,435 2,435 2,435

1,765 TOTAL ASSETS 2,435 2,435 - 2,435 2,435 2,435

Current Liabilities141 Payables 191 191 - 191 191 191

1,623 Other Liabilities 2,244 2,244 - 2,244 2,244 2,244

1,764 Total Current Liabilities 2,435 2,435 - 2,435 2,435 2,435

1,764 TOTAL LIABILITIES 2,435 2,435 - 2,435 2,435 2,435

1 NET ASSETS 0 0 - 0 0 0


1 Accumulated Funds 0 0 - 0 0 0

1 TOTAL FUNDS EMPLOYED 0 0 - 0 0 0


Table 25: Transport Canberra and City Services Directorate: Statement of Changes in Equity on behalf of the Territory

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Opening Equity

0 Balance at the Start of the Reporting Period

0 0 - 0 0 0

Comprehensive Income


0 0 - 0 0 0

0 Total Movement in Reserves 0 0 - 0 0 0

Transactions Involving Owners Affecting Accumulated Funds

0 Total Transactions Involving Owners Affecting Accumulated Funds

0 0 - 0 0 0

Closing Equity

0 Balance at the end of the Reporting Period

0 0 - 0 0 0


Table 26: Transport Canberra and City Services Directorate: Cash Flow Statement on behalf of the Territory

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


18,953 Taxes, Fees and Fines 18,953 19,620 4 20,404 21,068 21,7521,955 Other 1,955 2,023 3 2,023 2,023 2,023


Payments18,953 Transfer of Territory Receipts

to the ACT Government18,953 19,620 4 20,404 21,068 21,752

1,955 Other 1,955 2,023 3 2,023 2,023 2,02320,908 Operating Payments 20,908 21,643 4 22,427 23,091 23,775

0 NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES

-1 0 100 0 0 0

0 NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES

0 0 - 0 0 0

0 NET CASH INFLOW/(OUTFLOW) FROM FINANCING ACTIVITIES

0 0 - 0 0 0


-1 0 100 0 0 0

0 CASH AT THE BEGINNING OF REPORTING PERIOD

0 3 # 3 3 3

0 CASH AT THE END OF REPORTING PERIOD

3 3 - 3 3 3


Notes to the Territorial Budget Statements

No significant variations occurred within the Territorial Budget Statements.


Table 27: Output Class 1: Transport Canberra Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


Payments161,998 193,298 19 196,496 201,029 203,073

60 Taxes, Fees and Fines 60 60 265 274 283164 User Charges 164 140 -15 135 139 144448 Resources Received Free of

Charge448 459 2 475 475 475

189,368 Total Revenue 162,670 193,957 19 197,371 201,917 203,975

189,368 Total Income 162,670 193,957 19 197,371 201,917 203,975

Expenses 14,960 Employee Expenses 15,336 12,454 -19 12,336 12,602 12,745

2,128 Superannuation Expenses 2,128 2,253 6 2,323 2,367 2,40347,001 Supplies and Services 30,747 9,007 -71 4,044 4,110 4,15715,519 Depreciation and

Amortisation4,944 3,757 -24 1,597 1,435 1,456

111,182 Grants and Purchased Services

112,527 171,737 53 182,986 187,114 189,028

15,923 Borrowing Costs 5,460 0 -100 0 0 0

206,713 Total Ordinary Expenses 171,142 199,208 16 203,286 207,628 209,789

-17,345 Operating Result -8,472 -5,251 38 -5,915 -5,711 -5,814


Table 28: Output Class 2: City Services Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


Payments205,064 213,168 4 226,017 234,737 238,857

6,825 Taxes, Fees and Fines 6,825 8,914 31 11,549 13,189 13,08623,772 User Charges 23,772 24,981 5 26,206 24,802 25,594


449 2,572 473 2,640 2,723 2,778

18,918 Other Revenue 7,890 15,905 102 2,676 2,705 2,814

252,013 Total Revenue 244,000 265,540 9 269,088 278,156 283,129

Gains86,373 Other Gains 86,451 88,585 2 94,912 121,675 195,643

86,373 Total Gains 86,451 88,585 2 94,912 121,675 195,643

338,386 Total Income 330,451 354,125 7 364,000 399,831 478,772

Expenses 67,225 Employee Expenses 66,974 67,876 1 67,826 68,888 69,86111,762 Superannuation Expenses 11,735 12,843 9 13,261 13,518 13,789

169,998 Supplies and Services 162,229 176,459 9 174,408 181,183 185,997179,950 Depreciation and

Amortisation178,008 181,910 2 184,991 187,246 191,770

868 Grants and Purchased Services

868 691 -20 919 941 965

1,054 Cost of Goods Sold 1,054 1,164 10 1,189 1,227 1,2271 Borrowing Costs 1 455 # 455 455 455

264 Other Expenses 371 475 28 430 434 440

431,122 Total Ordinary Expenses 421,240 441,873 5 443,479 453,892 464,504

-92,736 Operating Result -90,789 -87,748 3 -79,479 -54,061 14,268


TRANSPORT CANBERRA OPERATIONS

PurposeTransport Canberra Operations delivers public transport services throughout the city. Transport Canberra Operations services are delivered in line with the ACT Government’s vision to provide a convenient, efficient, affordable, reliable and integrated public transport system for the community. Public transport services managed or delivered by Transport Canberra Operations include; scheduled light rail services, route bus services, school bus services, flexible bus services, special needs transport and management of the ACT rural school bus contract.

2019-20 PrioritiesStrategic and operational priorities to be pursued in 2019-20 include:

Operating light rail and bus services in a seven-day network that offer value for money, get you where you want, when you want and are easy to use;

Delivering the whole rapid transport network to provide a connected, convenient network so that more Canberrans can leave their car at home;

Improving customer experience through the procurement of modern, efficient, reliable and accessible buses;

Continuing to consult with the Canberra community to better understand opportunities to improve services and build a transport network for a modern city; and

Continuing flexible public transport services to residents who are unable to use Transport Canberra Operations regular bus route services.


Estimated Employment Level

Table 29: Estimated Employment Level

2017-18Actual

Outcome

2018-19Budget


2019-20Budget

Staffing (FTE) 863 903 898 9281

Notes:1. The variance between the 2018-19 Budget and the 2019-20 Budget is comprised of the transfer of 18.68 FTE from

administrative transfer of Transport Canberra Operations from the Directorate to the Transport Canberra Operations reporting entity and additional FTE associated with approved prior year and 2019-20 budget initiatives.


Output Class

Output Class 1: Transport Canberra Operations

Output 1.1: Transport Canberra Operations

Provision of an integrated public transport network and school bus services, including a range of rapid and regular route services within Canberra suburbs. Transport Canberra Operations also provides special needs transport, flexible transport, and a bus charter service.

Table 30: Output 1.1: Transport Canberra Operations 2018-19 2019-20

Estimated Outcome Budget$'000 $'000


Note:1Total cost includes depreciation and amortisation of $11.896 million in 2018-19 and $31.092 million in 2019-20.

Accountability Indicators

Output Class 1: Transport Canberra Operations

Output 1.1: Transport Canberra Operations

Accountability indicators relating to Output 1.1: Transport Canberra Operations can be found in the Transport Canberra and City Services Directorate chapter on page 20.



Table 31: Transport Canberra Operations: Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Income

Revenue147,603 User Charges 146,748 208,342 42 220,687 225,110 228,051


0 1,206 # 1,236 1,267 1,299

1,818 Other Revenue 1,818 1,650 (9) 767 767 767

149,421 Total Revenue 148,566 211,198 42 222,690 227,144 230,117

149,421 Total Income 148,566 211,198 42 222,690 227,144 230,117

Expenses 94,834 Employee Expenses 95,250 102,255 7 111,633 114,574 116,07810,644 Superannuation Expenses 12,455 13,313 7 14,533 14,740 14,95144,597 Supplies and Services 44,816 76,634 71 78,180 80,241 81,64712,190 Depreciation and

Amortisation11,896 31,092 161 31,412 32,113 32,749

214 Interest Expenses 214 19,204 # 18,536 17,882 17,839556 Other Expenses 556 670 21 687 689 697

163,035 Total Expenses 165,187 243,168 47 254,981 260,239 263,961

-13,614 Operating Result from Ordinary Activities

-16,621 -31,970 -92 -32,291 -33,095 -33,844

-13,614 Operating Result -16,621 -31,970 -92 -32,291 -33,095 -33,844


-16,621 -31,970 -92 -32,291 -33,095 -33,844


Table 32: Transport Canberra Operations: Balance Sheet

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Current Assets7,765 Cash and Cash Equivalents 7,595 7,298 -4 6,674 6,050 5,4262,438 Receivables 2,021 2,026 .. 2,031 2,036 2,0413,553 Inventories 3,311 3,402 3 3,495 3,588 3,681

337 Other Assets 316 316 - 316 316 316

14,093 Total Current Assets 13,243 13,042 -2 12,516 11,990 11,464

Non Current Assets215,429 Property, Plant and

Equipment182,794 1,003,431 449 989,556 970,740 944,575

0 Intangible Assets 136 0 -100 0 0 00 Capital Works in Progress 2,106 1,500 -29 0 0 0

215,429 Total Non Current Assets 185,036 1,004,931 443 989,556 970,740 844,575

229,522 TOTAL ASSETS 198,279 1,017,973 413 1,002,072 982,730 956,039

Current Liabilities2,345 Payables 2,320 2,352 1 2,385 2,419 2,453

341 Interest-Bearing Liabilities 341 341 - 341 341 00 Finance Leases 0 10,562 # 11,172 11,172 11,172

23,837 Employee Benefits 25,351 26,602 5 27,035 27,543 28,1644,810 Other Liabilities 5,446 5,565 2 5,686 5,807 5,928

31,333 Total Current Liabilities 33,458 45,422 36 46,619 47,282 47,717

Non Current Liabilities1,023 Interest-Bearing Liabilities 1,023 682 -33 341 0 0

0 Finance Leases 0 311,326 # 300,444 289,562 278,6801,433 Employee Benefits 1,321 2,410 82 3,101 3,819 4,537

2,456 Total Non Current Liabilities 2,344 314,418 # 303,886 293,381 283,217

33,789 TOTAL LIABILITIES 35,802 359,840 905 350,505 340,663 330,934

195,733 NET ASSETS 162,477 658,133 305 651,567 642,067 625,105


151,332 Accumulated Funds 116,692 612,348 425 605,782 596,282 579,32044,401 Reserves 45,785 45,785 - 45,785 45,785 45,785

195,733 TOTAL FUNDS EMPLOYED 162,477 658,133 305 651,567 642,067 625,105


Table 33: Transport Canberra Operations: Statement of Changes in Equity

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Opening Equity

111,693 Opening Accumulated Funds 112,967 116,692 3 612,348 605,782 596,28244,401 Opening Asset Revaluation

Reserve45,785 45,785 - 45,785 45,785 45,785

156,094 Balance at the Start of the Reporting Period

158,752 162,477 2 658,133 651,567 642,067

Comprehensive Income-13,614 Operating Result - Including

Economic Flows-16,621 -31,970 -92 -32,291 -33,095 -33,844


-16,621 -31,970 -92 -32,291 -33,095 -33,844

Transactions Involving Owners Affecting Accumulated Funds53,253 Capital Injections 20,346 85,537 320 25,725 23,595 16,882

00 Inc/Dec in Net Assets due to 0 442,089 # 0 0 0 Admin Restructure

53,253 Total Transactions Involving Owners Affecting Accumulated Funds

20,346 527,626 # 25,725 23,595 16,882

Closing Equity151,332 Closing Accumulated Funds 116,692 612,348 425 605,782 596,282 579,320

44,401 Closing Asset Revaluation Reserve

45,785 45,785 - 45,785 45,785 45,785

195,733 Balance at the end of the Reporting Period

162,477 658,133 305 651,567 642,067 625,105


Table 34: Transport Canberra Operations: Cash Flow Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


147,718 User Charges 146,863 208,462 42 220,808 225,231 228,1728,230 Other 8,230 8,123 -1 7,240 7,240 7,240


Payments95,223 Employee 95,223 101,562 7 111,286 114,124 115,51510,647 Superannuation 12,458 13,312 7 14,532 14,739 14,95044,191 Supplies and Services 44,410 75,033 69 76,537 78,567 79,949

214 Interest Expenses 214 19,204 # 18,536 17,882 17,8396,667 Other 6,667 6,836 3 6,846 6,848 6,848

156,942 Operating Payments 158,972 215,947 36 227,737 232,160 235,101

-994 NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES

-3,879 638 116 311 311 311

CASH FLOWS FROM INVESTING ACTIVITIESPayments

52,930 Purchase of Property, Plant and Equipment

20,023 85,537 327 25,725 23,595 16,882

52,930 Investing Payments 20,023 85,537 327 25,725 23,595 16,882

-52,930 NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES

-20,023 -85,537 -327 -25,725 -23,595 -16,882

CASH FLOWS FROM FINANCING ACTIVITIESReceipts

53,253 Capital Injections 20,346 85,537 320 25,725 23,595 16,88253,253 Financing Receipts 20,346 85,537 320 25,725 23,595 16,882

Payments341 Repayment of Borrowings 341 341 - 341 341 341

0 Repayment of Finance Lease Liabilities

0 594 # 594 594 594

341 Financing Payments 341 935 174 935 935 935

52,912 NET CASH INFLOW FROM FINANCING ACTIVITIES

20,005 84,602 323 24,790 22,660 15,947

-1,012 NET DECREASE IN CASH AND CASH EQUIVALENTS

-3,897 -297 92 -624 -624 -624

8,777 CASH AT THE BEGINNING OF REPORTING PERIOD

11,492 7,595 -34 7,298 6,674 6,050

7,765 CASH AT THE END OF REPORTING PERIOD

7,595 7,298 -4 6,674 6,050 5,426




Operating Statement

user charges:

- the increase of $61.6 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to additional appropriation of $44.6 million associated with light rail stage 1 Public Private Partnership (PPP) availability payments, and the administrative transfer of Transport Canberra functions from the Directorate to the Transport Canberra Operations reporting entity of $7.4 million.

superannuation:

- the increase in the 2018-19 Estimated Outcome from the 2018-19 Budget is mainly due to the increased contribution rate for PSS employees.

supplies and services:

- the increase of $31.8 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is due to the administrative transfer of the costs associated with the operation of light rail stage 1 PPP of $25.7 million and ongoing Transport Canberra operational expenses of $4.7 million.

depreciation:

- the 2019-20 Budget is higher than the 2018-19 Estimated Outcome is mainly due to depreciation related to light rail assets transferred from the Directorate to the Transport Canberra Operations reporting entity of $16.9 million.

interest expense:

- the increase in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to the administrative transfer of the light rail PPP availability payments from the Directorate to the Transport Canberra Operations reporting entity of $19 million.


Balance Sheet

property, plant and equipment:

- the decrease of $32.9 million in the 2018-19 Estimated Outcome from the Original Budget reflects the reprofiling of 2018-19 funding, including for the procurement of 40 Buses for the future bus network program of $23 million and Woden Depot of $5 million to 2019-20.

- the increase of $820.6 million in the 2019-20 Budget compared to the 2018-19 Estimated Outcome is due to the administrative transfer of light rail assets from the Directorate to the Transport Canberra Operations reporting entity of $789.5 million, and the budgeted procurement of an additional 52 buses in 2019-20.

non-current capital works in progress:

- the increase of $2.1 million in the 2018-19 Estimated Outcome to the 2018-19 Budget is due to the ongoing Woden Depot work.

finance leases:

- the increase of $321.6 million in finance leases the 2019-20 Budget compared to the 2018-19 Estimated Outcome is due to the administrative transfer of the light rail PPP from the Directorate to the Transport Canberra Operations reporting entity.

employee benefits:

- the increase of $1.1 million in non-current employee benefits the 2019-20 Budget compared to the 2018-19 Estimated Outcome is related to leave balances associated with the administrative transfer of light rail operations from the Directorate to the Transport Canberra Operations reporting entity.


capital injections:

- the decrease of $32.9 million in the 2018-19 Estimated Outcome from the Original Budget reflects the reprofiling of 2018-19 funding for the procurement of 40 Buses for the future bus network program of $23 million and Woden Depot of $5 million to 2019-20.

- the increase of $65.2 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is mainly due to the administrative transfer of capital initiatives from the Directorate to the Transport Canberra Operations reporting entity of $40.8 million and additional capital funding provided in 2019-20 for the purchase of 12 new buses to support the bus network of $6.4 million and the reprofiling of capital projects from 2018-19.

Cash Flow Statement

Variations in the Statement are explained in the notes above.


ACT PUBLIC CEMETERIES AUTHORITY – STATEMENT OF INTENT

The ACT Public Cemeteries Authority is a Territory Authority established under the Cemeteries and Crematoria Act 2003.

This Statement of Intent for 2019-20 has been prepared in accordance with Section 61 of the Financial Management Act 1996.

The responsible Minister, Chris Steel MLA, was consulted during the preparation of the Statement of Intent.

The Statement of Intent, which focuses on the 2019-20 Budget year, has been developed in the context of a four year forward planning horizon to be incorporated, as far as practicable, into the ACT Public Cemeteries Authority strategic and business planning processes.

The ACT Public Cemeteries Authority 2019-20 Statement of Intent has been agreed between:

Stephen Bartos

Chair

ACT Public Cemeteries Authority

Andrew Barr MLA

Treasurer

Chris Steel MLA


Minister for City Services


ACT PUBLIC CEMETERIES AUTHORITY

As a result of the 2015 amendments to the Financial Management Act 1996, the budget statement for ACT Public Cemeteries Authority is its Statement of Intent.

PurposeThe ACT Public Cemeteries Authority (the Authority) is an independent statutory authority established under the Cemeteries and Crematoria Act 2003 to effectively and efficiently manage public cemeteries and crematoria in the ACT. The Authority currently manages and operates three public cemeteries at Gungahlin, Woden and Hall.

The key purpose of the Authority is to:

ensure the equitable availability of interment options, and maintain burial capacity in the medium to long term for the ACT community;

operate as an efficient Government business with a strong customer service focus; and

adopt operating practices that safeguard the environment and the health and safety of staff and visitors.

Nature and Scope of Activities

General activities

Provide burial and memorialisation options and services that meet the needs of the ACT community; and to

Maintain burial grounds to a level that meets the expectations of the ACT community.

Strategic and operational priorities to be pursued in 2019-20 include:

expanding and innovating Authority service offerings in accordance with contemporary community needs including continuing planning work for future cemetery facilities;

progressing technology enabled innovation in services and operations including increased efficiency and effectiveness of front office operations, web enabled profiling of services and the introduction of online memorialisation services;

fostering stakeholder relations and partnerships;

employing innovative solutions to reduce the cost of maintenance, with a view to enhancing perpetual care arrangements and long term financial viability of the Authority;

developing staff skills, with an emphasis on improving the efficiency of the Authority and maintaining excellence in customer service;


reviewing the existing business and strategic plans to ensure the Authority remains a sustainable business; and

promoting natural burial options.

Risks

Risk of Workplace Health and Safety injury and/or incidents occurring to staff and visitors caused by the operation of a wide range of machinery and equipment and falling tree limbs.

To mitigate this risk, the Authority has implemented a number of measures, including:

- training of staff in specific licences and cemetery specific safety courses;

- update of existing, and the creation of new procedures including forms and checklists;

- maintenance of plant and equipment consistent with the strategic asset management plan;

- burial risk assessments, and close supervision of the burial process;

- identified workplace safety representatives and other Workplace Health and Safety procedures;

- provision of appropriate personal protective equipment;

- workplace safety inspections and associated action plans; and

- maintain the existing tree register.

Failure to develop and incorporate alternative income streams.

To mitigate this risk, the Authority Board will continue to work with the Government to develop new or expanding income stream opportunities to meet the Authority’s medium to long term needs.

Inconsistency between the amounts of Perpetual Care Trust (PCT) funds being set aside and funds available for current maintenance.

The Authority will continue to ensure the amount set aside from the PCT is proportional to the current operational needs of the Authority. Should the balance not be correct, there is significant risk that the Authority will operate deficits in the short to medium term.


2019-20 Priorities and Next Three Financial Years Ensure the financial viability of the Authority by adapting practices and services to meet

the needs of the market.

Maintain the high level of services and grounds maintenance provided to the community.

Examine opportunities and develop additional income streams.

Continue to improve operational efficiency.

Estimated Employment Level and Employment Profile

Table 35: Estimated employment level

2017-18Actual

Outcome

2018-19Budget


2019-20Budget

Staffing (FTE) 16 17 17 17

Table 36: 2019-20 employment profile

Classification Male Female TotalSOGA 1 - 1SOGC 1 - 1ASO6 2 1 3ASO5 - 1 1ASO4 - 1 1T04 1 - 1GSO7 1 - 1GSO8 1 - 1TO2 2 - 2GSO5/6 5 - 5Total 14 3 17


Key Performance Indicators for 2019-20

Table 37: Key performance indicators

2018-19Targets


2019-20Targets

a. Number of clients choosing to do business with Canberra Cemeteries – proportional to the number of deaths annually in the ACT1

35% 35% 35%

b. Level of client and stakeholder satisfaction with Canberra Cemeteries2

98% 98% 98%

c. Level of matters raised by unsatisfied clients and stakeholders resolved by Canberra Cemeteries operations3

100% 100% 100%

d. Average number of years of supply of interment spaces for major denominational groups4

4 4 4

Notes:1. Death statistics are sourced from the Australian Bureau of Statistics 3302.0 - Deaths, Australia, June 2017

(latest available). 2. Level of client satisfaction is obtained by a survey of funeral directors who regularly access Canberra Cemeteries and is

supported by a post burial satisfaction survey provided to all willing customers.3. Details extracted from computerised customer service system. 4. Calculated from inventory data compared to number of burials. The Authority Board believes that four years provides

adequate time for planning and installation of new areas as required. Falling below this level increases the risk that there will be insufficient spaces in the future.


Assessment of Performance Against 2018-19 ObjectivesThe Authority’s performance against its 2018-19 objectives and targets included in its 2018-19 Statement of Intent shows that the Authority has broadly met its targets and should continue to do so in the short term. Further non-financial and performance outcomes are detailed below:

The Authority has continued to maintain a portion of market share equivalent to approximately 35 percent of deaths in the ACT.

Contributions to PCT funds are in line with the requirements of the Cemeteries Crematoria Act 2003.

The services and grounds maintenance provided to the community have been maintained to a high standard.

As per the pattern of recent years, the optional post burial survey conducted by the Authority did not receive enough returns to date to provide statistically valid results. Despite this low return rate, the Authority believes that it provides some corroboration of the responses provided by funeral directors and therefore provides a valid contribution. Funeral directors continue to rate the performance of the Authority very highly.

The Authority continues to recycle materials including bulk composting of organic waste, both on and off-site, resulting in lower operational costs and environmental impacts.

The Authority continues to adopt Human Resource Management practices in line with the ACT Public Service to provide a productive and satisfying working environment.

The financial audit conducted by the ACT Auditor-General for the 2017-18 financial year was unqualified.


Strategic Asset Management Plan

Asset strategy

The Authority is a self-funding statutory authority and manages all cemeteries related infrastructure to provide an efficient and reliable service to the community.

The Authority prepares a Strategic Asset Management Plan (SAMP) every three years to plan the maintenance strategy for all assets included in its assets inventory. The purpose of SAMP is to provide a reference document for the financial and operational asset management of all asset groups owned and managed by the Authority. The SAMP includes asset data and financial information as at 30 June 2018. The triennial plan is reviewed in accordance with the Transport Canberra and City Services (TCCS) Strategic Asset Management Framework on an annual basis to assess strategic directions and progress against planned activities, however, the data underpinning the plan is only reviewed in detail every three years.

A full review was conducted in 2017-18.

The SAMP outlines the current and expected levels of service for the delivery of maintenance services and capital works programs in detail. The expected levels of service are determined by a thorough analysis of service objectives, future demand, feedback from community consultations, ACT’s population trends and the availability of resources.

The SAMP also reports on a detailed lifecycle management of all critical asset groups and the budget required to maintain the Authority’s assets at an operational level that meets relevant Australian national standards throughout their useful life. The Authority has developed a robust risk register to identify and mitigate/manage corporate, strategic, operational and asset management risks.

The Authority has adopted a continuous cycle for the improvement of its asset management maturity level. In order to achieve the desired maturity levels, the first step is to identify the gaps between the current and future practices and the resources and training required to fill these gaps. After careful analysis of the difference between the current and desired levels of maturity improvement, actions are prioritised and improvement plans are recommended. These plans are implemented considering the availability of resources and funding. The outcome of these implemented improvement actions are monitored for a planned time period to analyse the results. This improvement cycle is continuous and provides opportunities for improvements in processes, procedures, and practices of asset management performance.


Asset Portfolio

The Authority’s portfolio comprises significant landscaping, cemetery specific structures and various buildings including two residential cottages and office accommodation.

Gungahlin Cemetery MitchellWoden Cemetery PhillipHall Cemetery Hall

Burial Areas and associated landscapingCaretaker’s CottageOffice ComplexMemorial Hall ComplexPublic ToiletsWorks DepotsSheds and CarportsRoads and PavingFencesMemorial Walls and Outdoor ChapelIrrigation System for turf and landscaping including Dam and Bore Pumping Systems

Burial Areas and associated landscapingCaretaker’s CottageWaiting Rooms and Public ToiletsWorks DepotsSheds and CarportsRoads and PavingFencesMausoleumLandscaping and Irrigation

Hall cemetery

The Authority is in the process of evaluating a space within the current Hall Cemetery boundary that will be suitable from both operational and environmental perspectives for future burials.


Table 38: Cemeteries under management

Table 39: Major assets GungahlinTable 40: Major assets Woden

Monitoring and ReportingThe ACT Public Cemeteries Authority shall satisfy the requirements of the Chief Minister’s Annual Reports Directions.

The Authority’s Annual Report will, amongst other things, report against the requirements of this Statement of Intent.

The Financial Management Act 1996 authorises the Treasurer to obtain financial and other statements from the Authority for a stated period including annual, quarterly and monthly reporting.

Monthly reporting

The Authority’s Board prepares monthly financial reports for internal scrutiny and management. Copies of these reports are provided to TCCS.

These reports include tables and variance analysis for:

Operating Statement.

Balance Sheet.

Cash Flow Statement.

Capital works progress reports.

Annual reporting

As part of preparations for end of year reporting the Chief Minister, Treasury and Economic Development Directorate (CMTEDD) will advise the dates when the following documents are required at CMTEDD and at the ACT Auditor-General's Office:

certified financial statements.

management discussion and analysis.

a full and accurate set of audited financial records for the preceding financial year in the form requested.

consolidation packs relating to the annual financial statements, draft and final.


Financial ArrangementsThe Authority is a self-funded statutory authority, in normal circumstances, requiring no supplementary funding from the ACT Government.


Budgeted financial statements for the 2019-20 Budget year, as well as forward estimates for the three financial years appear below.

Operating Statement.

Balance Sheet.

Statement of Changes in Equity.

Cash Flow Statement.



Table 41: ACT Public Cemeteries Authority: Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Income

Revenue3 831 User Charges 3 914 4 180 7 4 284 4 391 4 512

177 Interest 213 218 2 224 229 2351 451 Other Revenue 1 449 1 552 7 1 794 1 839 1 886

5 459 Total Revenue 5 576 5 950 7 6 302 6 459 6 633

5 459 Total Income 5 576 5 950 7 6 302 6 459 6 633

Expenses 1 632 Employee Expenses 1 582 1 809 14 1 828 1 851 1 876

171 Superannuation Expenses 198 204 3 214 221 2261 020 Supplies and Services 1 182 1 256 6 1 289 1 324 1 361

239 Depreciation and Amortisation

243 264 9 253 268 273

352 Cost of Goods Sold 448 448 - 459 471 4831 729 Other Expenses 1 715 1 828 7 2 040 2 091 2 145

5 143 Total Expenses 5 368 5 809 8 6 083 6 226 6 364

316 Operating Result 208 141 -32 219 233 269


208 141 -32 219 233 269


Table 42: ACT Public Cemeteries Authority: Balance Sheet

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Current Assets8 095 Cash and Cash Equivalents 8 624 8 785 2 9 040 9 332 9 656

69 Receivables 72 77 7 82 87 92266 Inventories 247 241 -2 235 229 223

27 Other Assets 15 16 7 17 18 19

8 457 Total Current Assets 8 958 9 119 2 9 374 9 666 9 990

Non Current Assets2 749 Inventories 2 715 2 648 -2 2 581 2 514 2 4474 418 Property, Plant and

Equipment4 246 4 329 2 4 396 4 443 4 494

31 Intangible Assets 31 30 -3 30 30 30603 Capital Works in Progress 603 603 - 603 603 603

7 801 Total Non Current Assets 7 595 7 610 .. 7 610 7 590 7 574

16 258 TOTAL ASSETS 16 553 16 729 1 16 984 17 256 17 564

Current Liabilities472 Payables 352 310 -12 268 226 184

0 Interest-Bearing Liabilities 4 4 - 4 4 4674 Employee Benefits 591 597 1 604 614 624

7 496 Other Liabilities 7 680 7 753 1 7 826 7 899 7 972

8 642 Total Current Liabilities 8 627 8 664 .. 8 702 8 743 8 784

Non Current Liabilities0 Interest-Bearing Liabilities 32 28 -13 24 20 16

23 Employee Benefits 23 25 9 27 29 31

23 Total Non Current Liabilities 55 53 -4 51 49 47

8 665 TOTAL LIABILITIES 8 682 8 717 .. 8 753 8 792 8 831

7 593 NET ASSETS 7 871 8 012 2 8 231 8 464 8 733


5 378 Accumulated Funds 5 656 5 797 2 6 016 6 249 6 5182 215 Asset Revaluation Surplus 2 215 2 215 - 2 215 2 215 2 215

7 593 TOTAL FUNDS EMPLOYED 7 871 8 012 2 8 231 8 464 8 733


Table 43: ACT Public Cemeteries Authority: Statement of Changes in Equity

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Opening Equity5 062 Opening Accumulated Funds 5 448 5 656 4 5 797 6 016 6 2492 215 Opening Asset Revaluation

Reserve2 215 2 215 - 2 215 2 215 2 215

7 277 Balance at the Start of the Reporting Period

7 663 7 871 3 8 012 8 231 8 464

Comprehensive Income316 Operating Result - Including

Economic Flows208 141 -32 219 233 269


208 141 -32 219 233 269

Closing Equity5 378 Closing Accumulated Funds 5 656 5 797 2 6 016 6 249 6 5182 215 Closing Asset Revaluation

Reserve2 215 2 215 - 2 215 2 215 2 215

7 593 Balance at the end of the Reporting Period

7 871 8 012 2 8 231 8 464 8 733


Table 44: ACT Public Cemeteries Authority: Cash Flow Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


4 044 User Charges 4 127 4 390 6 4 493 4 600 4 721165 Interest Received 201 206 2 212 217 223

2 025 Other 2 023 2 129 5 2 372 2 417 2 4646 234 Operating Receipts 6 351 6 725 6 7 077 7 234 7 408

Payments1 420 Employee 1 363 1 595 17 1 613 1 633 1 658

171 Superannuation 198 204 3 214 221 2261 047 Supplies and Services 1 389 1 515 9 1 547 1 582 1 619

289 Related to Cost of Goods Sold 385 385 - 396 408 4202 417 Other 2 403 2 516 5 2 728 2 779 2 8335 344 Operating Payments 5 738 6 215 8 6 498 6 623 6 756

890 NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES

613 510 -17 579 611 652

CASH FLOWS FROM INVESTING ACTIVITIESReceipts

0 Investing Receipts 0 0 - 0 0 0

Payments350 Purchase of Property, Plant

and Equipment154 345 124 320 315 324

350 Investing Payments 154 345 124 320 315 324

-350 NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES

-154 -345 -124 -320 -315 -324

0 Proceeds from Borrowings 36 0 -100 0 0 0

0 Repayment of Borrowings 0 4 # 4 4 4


495 161 -67 255 292 324

7 555 CASH AT THE BEGINNING OF REPORTING PERIOD

8 129 8 624 6 8 785 9 040 9 332

8 095 CASH AT THE END OF REPORTING PERIOD

8 624 8 785 2 9 040 9 332 9 656




Operating Statement

user charges:

- the increase of $0.266 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is due to scheduled fee increases and estimated sales.

other revenue:

- the increase of $0.103 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is a result of the increased drawdown capacity from the perpetual care trusts to reimburse current maintenance costs.

employee costs:

- the increase of $0.227m in the 2019-20 Budget from the 2018-19 Estimated Outcome is due to the permanent recruitment of vacant positions including allowances and overtime.

cost of goods sold:

- the increase of $0.096 million in the 2018-19 Estimated Outcome from the Original Budget is due to the increase in sales.

other expenses:

- the increase of $0.113 million in the 2019-20 Budget from the 2018-19 Estimated Outcome is due to increased contributions transferred to the Perpetual Care Trust to fund maintenance costs into perpetuity.

Balance Sheet

Changes in the balance sheet between the 2018-19 Estimated Outcome and the Original Budget generally reflect audited outcome adjustment for 2017-18.


Variations in the statement are explained in the notes above.

Cash Flow Statement

Variations in the statement are explained in the notes above.


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