Operating budget 2026/27

Budget document

A community centre budgets $668,800 of income against $665,060 of cost and lands on a surplus of $3,740. That is a margin of half a per cent, and the document is written so a board can see exactly which line puts it at risk.

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Financial year 2026/27

Kembla Ridge Community Centre Inc · ABN 44 218 907 551Page 2 of 6

Kembla Ridge Community Centre Inc · ABN 44 218 907 551Page 3 of 6

Kembla Ridge Community Centre Inc · ABN 44 218 907 551Page 4 of 6

Kembla Ridge Community Centre Inc · ABN 44 218 907 551Page 5 of 6

Kembla Ridge Community Centre Inc · ABN 44 218 907 551Page 6 of 6

This budget covers the twelve months from 1 July 2026 to 30 June 2027. It is an operating budget, so it shows what the centre expects to earn and spend running its programs. Capital purchases are listed separately at the end and are funded from reserves, not from the surplus below.

Income line	2025/26 actual	2026/27 budget	Change
Membership fees	$121,900	$128,400	$6,500
Program and class fees	$228,700	$246,000	$17,300
Venue hire	$69,800	$74,500	$4,700
State arts grant	$90,000	$90,000	$0
Council operating grant	$58,000	$60,000	$2,000
Fundraising and donations	$33,400	$28,600	-$4,800
Cafe and vending	$38,100	$41,300	$3,200
Total income	$639,900	$668,800	$28,900

Expenditure line	2025/26 actual	2026/27 budget	Change
Salaries and wages	$351,300	$372,000	$20,700
Superannuation	$40,700	$44,640	$3,940
Workers compensation insurance	$9,100	$9,800	$700
Contract tutors	$61,500	$68,000	$6,500
People subtotal	$462,600	$494,440	$31,840

Expenditure line	2025/26 actual	2026/27 budget	Change
Utilities	$27,900	$31,200	$3,300
Building maintenance	$31,800	$26,500	-$5,300
Cleaning	$17,600	$18,720	$1,120
Insurance, liability and property	$12,700	$14,400	$1,700
Marketing	$10,400	$12,000	$1,600
Administration and software	$15,200	$16,900	$1,700
Audit and accounting	$8,900	$9,500	$600
Depreciation	$22,000	$22,000	$0
Program materials	$17,300	$19,400	$2,100
Building and programs subtotal	$163,800	$170,620	$6,820

	2025/26 actual	2026/27 budget	Change
Total income	$639,900	$668,800	$28,900
Total expenditure	$626,400	$665,060	$38,660
Operating result	$13,500	$3,740	-$9,760

A yearly total hides the months where the bank account is thin. Term fees arrive in four lumps, the grants arrive in two, and wages leave every fortnight regardless. The quarters below are what the treasurer watches.

Quarter	Income	Expenditure	Net
Q1, July to September	$171,200	$165,800	$5,400
Q2, October to December	$158,400	$164,300	-$5,900
Q3, January to March	$179,300	$168,900	$10,400
Q4, April to June	$159,900	$166,060	-$6,160
Full year	$668,800	$665,060	$3,740

Item	Reason	Amount
Replacement kiln	The current kiln fails its element test and cannot be repaired	$18,000
Hall lighting upgrade	Replaces the last of the halogen rig, cuts the lighting load by about half	$24,500
Total capital		$42,500

That the board adopt the operating budget for the year ending 30 June 2027, showing income of $668,800, expenditure of $665,060 and a surplus of $3,740, and approve capital expenditure of $42,500 from reserves. Moved by the treasurer, seconded by the deputy chair, carried with one abstention at the ordinary board meeting of 18 June 2026, seven of nine directors present.

Section by section

What each section is for, so you can keep the ones you need and drop the rest.

Cover: The financial year, the organisation, who prepared the budget and the date the board adopted it.
Headline figures: Budgeted income, expenditure, surplus and the adoption date, so a reader knows the shape of the year before reading a table.
Income: Seven income lines with the prior year actual, the budget and the change, totalled and reconciled to $668,800.
Expenditure, people: Wages, superannuation, workers compensation and contract tutors, subtotalled, because three quarters of the cost base is people.
Expenditure, building and programs: Utilities, maintenance, cleaning, insurance, marketing, administration, audit, depreciation and materials, subtotalled separately.
Result: Income less expenditure for both years side by side, showing the surplus falling from $13,500 to $3,740.
Why the surplus shrinks: A callout naming the wage bill as two thirds of the increase and the fee decision the board made in exchange.
How the year is phased: Income, expenditure and net by quarter, with two negative quarters inside a positive year.
What the budget assumes: Six numbered assumptions on fees, superannuation, the grant, staffing, maintenance and depreciation, each with the figure it rests on.
What would break this budget: The three events that would turn a half per cent margin into a deficit, and the review cadence that would catch them.
Capital items: The kiln and the lighting upgrade, why each is needed, and the reserves they come out of.
After the budget is adopted: Who loads it into the accounts, who owns which lines, and when the budget is revised rather than defended.
Board resolution: The wording the board carried, with the figures restated, and treasurer and chair signature blocks.

What makes this document work

Every number is shown against last year

Each income and expenditure line carries the prior year actual, this year budget and the change between them. A reader can tell in one pass which lines moved and by how much, without opening a second document or doing the subtraction themselves.

The year is phased, not just totalled

A quarterly table splits both sides into four periods and shows two negative quarters inside a positive year. That is the part a treasurer actually manages, because term fees arrive in lumps and wages leave every fortnight.

The assumptions are named and priced

Six numbered assumptions say what the budget depends on and what each is worth. Enrolments hold at 1,420, and every hundred lost is about $17,300. That turns a guess into something the board can monitor.

Questions people ask

What goes in a budget document?

Income and expenditure by line for the coming year, the same lines for the year just finished so the change is visible, the result, the assumptions behind the figures, any capital spending and how it is funded, and the approval that adopts it.

Should a budget show last year as well?

Yes. A budget with only one column is a list of hopes. Showing last year turns every line into a claim about a change, which is what a board can question. This one adds a change column so the increase is stated rather than calculated.

Why split the year into quarters?

Because a healthy annual total can hide a quarter where the bank balance runs out. Here quarters two and four are both negative even though the year finishes ahead, which is the single most useful thing on the page for a treasurer.

Where does capital expenditure belong?

Outside the operating result. The kiln and the lighting rig are listed separately, funded from reserves, and the reserves position is shown before and after so the board can see that the spend takes the centre below its own policy floor.

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