find NPV and IRR.

1. FINANCIAL PERFORMANCE - 4-YEAR TRENDS Operating Revenue Non Operating Revenue Total Operating Revenue Non Operating Adjustments/Revaluation Operating Result Total Assets Total Liabilities Equity/Net Assets Net Cash from Operating Activities Table 1 above shows that the value of community assets (our net asset position) has remained consistent across the last four years as a result of ongoing capital investment in enhancing important community infrastructure. It does, however, indicate that the challenging economic climate over recent years has seen operating costs growing at a faster rate 2016/17 201.06 2.15 190.57 6.80 5.84 1,432.77 67.20 1,365.57 46.03 than revenues until a forced remedial intervention was required in 2019/20 to manage the significant financial impacts of COVID-19. The City has since begun re-positioning its finances in support of a more sustainable financial model. Through proactive financial modelling and management actions, the City 2017/18 2018/19 2019/20 201.99 206.66 191.36 3.32 1.84 1.86 191.57 194.40 192.42 (10.59) 6.59 (12.48) 24.33 7.87 13.08 1,315.84 1.319.00 1,290.63 56.93 52.21 48.44 1,258.91 1,266.79 1,242 19 47.99 52.63 33.36 ($ Millions) was able to accommodate the $15M adverse financial impact of COVID-19 between March and June 2020. The City was also able to proactively re- position its finances to accommodate funding for a $20M Economic Rebound Strategy in the 2020/21 budget. 1. FINANCIAL PERFORMANCE - 4-YEAR TRENDS Operating Revenue Non Operating Revenue Total Operating Revenue Non Operating Adjustments/Revaluation Operating Result Total Assets Total Liabilities Equity/Net Assets Net Cash from Operating Activities Table 1 above shows that the value of community assets (our net asset position) has remained consistent across the last four years as a result of ongoing capital investment in enhancing important community infrastructure. It does, however, indicate that the challenging economic climate over recent years has seen operating costs growing at a faster rate 2016/17 201.06 2.15 190.57 6.80 5.84 1,432.77 67.20 1,365.57 46.03 than revenues until a forced remedial intervention was required in 2019/20 to manage the significant financial impacts of COVID-19. The City has since begun re-positioning its finances in support of a more sustainable financial model. Through proactive financial modelling and management actions, the City 2017/18 2018/19 2019/20 201.99 206.66 191.36 3.32 1.84 1.86 191.57 194.40 192.42 (10.59) 6.59 (12.48) 24.33 7.87 13.08 1,315.84 1.319.00 1,290.63 56.93 52.21 48.44 1,258.91 1,266.79 1,242 19 47.99 52.63 33.36 ($ Millions) was able to accommodate the $15M adverse financial impact of COVID-19 between March and June 2020. The City was also able to proactively re- position its finances to accommodate funding for a $20M Economic Rebound Strategy in the 2020/21 budget