ROPER GULF REGIONAL COUNCIL Regional Plan 20 -20ropergulf.nt.gov.au/wp-content/uploads/2014/02/2016-RGRC-Regional... · SWOT analysis has been conducted and this has been ... TNT

ROPER GULF REGIONAL COUNCIL

Regional Plan20 -20

ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2015-20162

THE LOGO

The logo was developed from a concept created by Lainie Joy of Borroloola. The five flowing figures have multiple meanings. They represent the five wards in our Region (Never Never, Numbulwar Numburindi, Nyirranggulung, South West Gulf and Yugul Mangi); the five main rivers winding through our Region (the Limmen, McArthur, Robinson, Roper and Rose Rivers); the low-lying hills that are visible on the horizon nearly everywhere in the Roper Gulf Region and the Rainbow Serpent that underlies everything. The colours are based on the different colours of the soils and the peoples co-existing in the Roper Gulf Region.

RGRC ADMINISTRATION CENTRE

Street Address 29 Crawford Street Katherine NT 0850

Postal Address PO Box 1321 Katherine NT 0851Phone 08 8972 9000Fax 08 8971 2607Email [email protected] www.ropergulf.nt.gov.au

Roper Gulf Regional Council ABN 94 746 956 090

COUNCIL SERVICES AND INFRASTRUCTURE AND CONTRACTS AND TECHNICAL SERVICES

63 Chardon Street Katherine NT 0850

COMMUNITY SERVICES

126 Victoria Highway Katherine NT 0850

REGIONAL SERVICE DELIVERY CENTRES

Phone Fax Barunga 08 8975 4505 08 8944 7059Beswick 08 8975 4800 08 8975 4565Borroloola 08 8975 8758 08 8975 8762Bulman 08 8975 4189 08 8975 4753Jilkminggan 08 8975 4751 08 8975 4905Manyallaluk 08 8975 4055 N/AMataranka 08 8975 4576 08 8975 4608Ngukurr 08 8975 4656 08 8975 4658Numbulwar 08 8975 4675 08 8975 4673

DESIGN AND LAYOUT

Photography: Roper Gulf Regional Council

Design and layout: Sarah [email protected]

This Regional Plan was approved by Council on 27 July 2016.

OTHER LOCATIONS

BadawarrkaBaghettiBarrapunta (Emu Springs)Boomerang LagoonCostelloDaly WatersGaniyarrandGorpulyulJodetluk (Gorge Camp)KewulyiLarrimahMinyerriMobarn (Bluewater)

Mole HillMomobMount CattMulganNulawan (Nalawan)NumerlooriRobinson RiverUrapunga (Rittarangu)WeemolWerenbun

3

FOREWORDThe 2015/2016 period was a challenging but successful year for the Roper Gulf Regional Council. Growth has continued in a sustainable way despite some considerable structural challenges at the macro level. The macro economic environment will continue to influence our local economy and this has guided some of our planning for the coming year.

The downturn in the mining industry has impacted at all levels of government and continuing low commodity prices have been an economic dampener right across Northern Australia. This, with structural constraints on funding from both Territory and Commonwealth Governments has had impacts on the development and resourcing of our region. Despite this our underlying structures and economic foundations and accounts remain strong and viable.

For more details on the outcomes and financial statement on the Roper Gulf Regional Council in the year 2015/2016 see the Annual Report 2015/2016 due November 2016.

The population of the Region also continues to grow at a steady rate of around 2% per annum (ABS, Estimated Resident Population, 30 March 2016). Economically the region is also developing at a steady rate. The cattle industry and a number of new agricultural businesses are in turn going through a sustained growth phase related to new strong markets and foreign investment.

Sustainable and responsible management of our programs and services is important as we are restrained by a low rates base and a dependency on external funding. This is a common situation across remote regions which often have large areas, small populations, under developed infrastructure and economics. Ensuring that our basic structures are sound and our business is well run is the key.

The Regional Plan 2016 -2017 is our planning response for the coming year. The Regional Plan is our road map for continuing development and is a sustainable response to the needs of our communities in the coming years and as a foundation for the 2016/17 year. By reading this plan you will be able to see and follow the Councils strategic approaches and key performance indicators at a Council wide, directorate and individual work unit level. A new SWOT analysis has been conducted and this has been used to provide a base for this years planning.

As in previous years we remain committed to improving our services, to search for new, sustainable and efficient ways of doing business and being responsive and guided by our community. Continuing growth, strong business development and sustainability are the key goals in the Roper Gulf Regional Council Regional Plan for 2016-2017.

The 2016-2017 Regional Plan retains these key focuses of recent plans: • strong business development strategies, • strong planning and review practices, • a strong assets management plan, • improved energy efficiency, • improved communication, • extending opportunities for training and local

employment, • strengthened agency services, • strong human resource management, • strong Local Authorities and community consultation

practices and • sustainable recycling and waste management.

We would like to thank our Councillors, Local Authority members, residents and stakeholders for their valuable input into the development of this Plan. Their input is vital in this process and their ownership of the Plan and its implementation. We would also like to acknowledge the work and professionalism of our staff in preparing this Regional Plan.

Please take your time to absorb the plan. We welcome your input and comment. We commend this Roper Gulf Regional Plan 2016-2017 to you.

Tony Jack Mayor, Roper Gulf Regional Council

Michael Berto CEO, Roper Gulf Regional Council


ABS Australian Bureau of StatisticsAG Australian GovernmentAGD Attorney-General Department (Aust. Gov.)AMP Alcohol Management PlanAust. Gov. Australian GovernmentCACP Community Aged Care PackageCDP Community Development ProgramCEO Chief Executive OfficerCHCP Community Home Support ProgramCIG Capital Infrastructure GrantCommunity The term ‘community’ refers to all groups of

people living in the region, unless specifically stated otherwise

CS Community SafetyCSM Council Services ManagerDAGJ Department of Attorney Generals and Justice (NTG)DBCDE Department Broadband, Communication and the

Digital Economy (Aust. Gov.)DCA Department of Communications and the Arts

(Aust. Gov.)DCG Directorate of Corporate GovernanceDCM Department Chief Minister (NTG)DCS Directorate of Commercial ServicesDCCS Directorate of Council and Services DET Department of Education and Training (Aust. Gov.)DHsg Department of Housing (NTG)DIHS Disability In Home Support DIRD Department of Infrastructure and Regional

Development (Aust. Gov.)DLPE Department of Lands, Planning and

Environment (NTG)DoB Department of Business (Employment and

Training) (NTG)DoCS Department of Correctional Services (NT)DoI Department of Infrastructure (NTG)DoE Department of Education (NTG)DoH Department of Health (NTG)DLGCS Department of Local Government and Community

Services (NTG)DLRM Department of Land Resource Management (NTG)DPMC Department of Prime Minister and Cabinet

(Aust. Gov.)DSS Department of Social Services (Aust. Gov.)DSR Department of Sport and Recreation (NTG)DWP Daly Waters Progress AssociationFACE Facility and Capital Equipment ProgramFRRR Foundation for Rural and Regional Renewal GEC Government Engagement CoordinatorGIS Geographical Information SystemGovernance Governance, Corporate Planning and ComplianceHMP Housing Maintenance ProgramHLP Horticulture and Landcare ProjectsHQ HeadquartersHR Human ResourcesIAN Indigenous Affairs NetworkIAS Indigenous Advancement StrategyIBP Indigenous Broadcasting Program

ICT Information and Communication TechnologyIPWEA Institute of Public Works Engineering AustraliaISO International Organisation of Standardisation ISRP Indigenous Sport and Recreation ProjectIT Information TechnologyIVMS In-Vehicle Monitoring SystemKPI Key Performance IndicatorICC Indigenous Coordination CentreLA Local AuthorityLIP Local Implementation PlanLRG Local Reference GroupMAC Milwarpa Aboriginal CorporationMAM Minister for Arts and MuseumsMOU Memorandum of UnderstandingMRM McArthur River MineMRM CBT McArthur River Mine Community Benefits TrustNAMS National Asset Management StrategyNFA New Future AllianceNLC Northern Land CouncilNTEPA Northern Territory Environment Protection

AuthorityNTPFES Northern Territory Police Fire and Emergency

ServicesNTG Northern Territory GovernmentNQF National Quality FrameworkNPO Not Permanently OccupiedPAWA Power and Water CorporationR2R Roads to RecoveryRAF Regional Arts FundingREIF Regional Economic Infrastructure FundRGRC Roper Gulf Regional CouncilRIBS Remote Indigenous Broadcasting ProgramR&M Repair and maintenanceRSAS Remote School Attendance StrategyRWMS Regional Waste Management StrategyRTEED Remote Training, Employment and Economic

DevelopmentS&R Sport and RecreationSDC Service Delivery CentreSIHIP Strategic Indigenous Housing and Infrastructure

ProgramSPG Special Purpose GrantSSS Satellite Subsidy SchemeSLT Strategic Leadership Team (CEO, All Directors &

Managers)SNP School Nutrition ProgramSHS Sunrise Health ServiceSWOT Strength, Weakness, Opportunity, ThreatTNT Tourism Northern TerritoryVOQ Visiting Officers’ QuartersWfD Work for the DoleWHS Work Health and SafetyWMF Waste Management FacilityWoNS Weeds of National SignificanceWorkshop Mechanical WorkshopYMAC Yugul Mangi Aboriginal CorporationYS Youth ServicesYTD Year to Date

ACRONYMS AND DEFINITIONS

CONTENTSForeword 3 Acronyms 4

1. INTRODUCTION 61.1 Our Mission, Vision and Values 8 1.2 Our Councillors 91.3 Electoral Representation Review 101.4 Governance Structure 121.5 Planning Framework 151.6 Strategic Planning 161.7 Organisational Structure 241.8 Staffing Chart 2016-17 26

2. SERVICE DELIVERY 38

2.1 Roper Gulf Regional Council Management and Coordination Areas 402.2 Service Delivery Locations 422.3 Service Delivery addressing Strategic Goals and Performance Monitoring 442.4 SWOT Analysis for Service Delivery 502.5 Town Priorities 55

3. FINANCIAL PLANNING 86

3.1 Budget for the Financial Year end 30 June 2017 883.2 Estimates of Revenue and Expenditure 2016-2017 893.3 Financial Objectives, Measures and Indications 1043.4 Council Member Expenses 1063.5 Long Term Financial Plan 1093.6 Rates 1133.7 Fees and Charges Schedule 115

4 APPENDICESI Rates declaration 2016-2017 118II The Local Government Act Requirements 121III Regional Plan Legislative Requirement 122IV Acknowledgements 123

5

INTRODUCTIONRoper Gulf Regional Council (RGRC) invites

Elected Members, residents, stakeholders and RGRC staff to read the RGRC Regional Plan 2016-2017.

This Plan has been developed to guide the achievement of the goals and strategies highlighted in the RGRC Strategic Plan 2013-16. The Strategic Plan’s focus areas are:

• Strong leadership through good governance, corporate planning and operational support.

• Protection and care for the region’s physical environment

• Safe, strong and vibrant communities• Support of employment, training and

economic development.

All planning and decision making undertaken by RGRC arise from these focus areas and are the foundation of this RGRC Regional Plan 2016-2017. The Plan details our organisational structures, our service delivery methods and our financial planning and budgets. Town priorities are also detailed in this Plan. These have been compiled in consultation with residents, Local Authorities, Elected Members and RGRC staff for the year 2016-2017.


INTRODUCTION

SECTION 1 | INTRODUCTION 7

Our MissionWorking as one towards a better future through effective use of all resources

Our ValuesHonestyEqualityAccountabilityRespectTrust

Our VisionRoper Gulf Regional Council sustainable, viable, vibrant

1.1 OUR MISSION, VISION AND VALUES


1.2 OUR COUNCILLORS

Mayor Tony JackSouth West Gulf Ward

Deputy Mayor Judy MacFarlaneNever Never Ward

Never Never Ward

South West Gulf Ward

Yugul Mangi Ward

Councillor Timothy Baker Jnr.

Councillor Kathy-Anne

Numamurdirdi

Councillor Annabelle Daylight

Numbulwar Numburindi Ward

Councillor Selina Ashley

Councillor John Dalywater

Councillor Anne Marie Lee

Nyirranggulung Ward

Councillor Daniel Mulholland

Councillor Don Garner

Councillor Eric Roberts

Councillor Daphne Daniels


1.3 ELECTORAL REPRESENTATION REVIEWThe Local Government Act (s23 (2)) and Local Government (Electoral) Regulations (s63) direct that once in every four years Council must carry out a review to ensure the most effective electoral representation in their area. This review must be completed at least one year before the next general local government election. It is also a requirement according to s23(2) that the Regional Plan include the last electoral review assessment.

Roper Gulf Regional Council carried out its latest electoral review in 2014-2015. While doing so, RGRC has undertaken a review of all aspects of its composition and structure so as to ensure the adequacy of constitutional arrangements presently in force, in particular, whether they provide the most effective possible representation for the Council area.

The review undertaken by Council was concluded at a meeting held on the 12 December 2014, and it was resolved to increase the number of elected members by one to afford greater representation in the Numbulwar Numburindi Ward. The recommendation from Council has been submitted to the Minister for approval. The recommended changes in electoral representation will be effective at the Council general election on August 2017.

The original boundaries of the Wards within Roper Gulf region were gazetted by the Minister for Local Government in early 2008. The electoral representation review in March 2015 did not make amendments to the existing boundaries of the wards.

TABLE 1: Electoral representation of Roper Gulf Regional Wards

WARDNUMBER OF

ELECTED MEMBERS

ELECTORS ON ROLL AS AT 4 FEB 2015 A

ELECTORS PER COUNCILLOR AS AT

4 FEB 2015

LAND MASS (KM2) B

Never Never 3 819 273 60,600Numbulwar Numburindi 1 506 506 4,414Nyirranggulung 3 931 310 40,148South West Gulf 3 932 310 60,055Yugul Mangi 2 725 363 19,958

TOTALS 12 3,913 185,194

A Source: NT Electoral Commission, as at 4th February 2015, ‘Electoral Representation Data for Roper-Gulf Regional Council’.B Source: NT Department of Lands and Planning, Lands Information Office, 2010.


MAP OF ROPER GULF REGIONAL COUNCIL

KATHERINE TOWN COUNCIL

EAST ARNHEM REGIONAL COUNCIL

WEST ARNHEM REGIONAL COUNCIL

VICTORIA DALY REGIONAL COUNCIL

BARKLY REGIONAL COUNCIL

BulmanWeemol

Beswick

Minyerri/Hodgson Downs

Jilkminggan

Larrimah

Mataranka

Manyallaluk (Eva Valley)

Barunga

NYIRRANGGULUNG WARD

Daly Waters

Robinson River

BorroloolaNEVER NEVER

WARD

YUGUL MANGIWARD

SOUTH WESTWARD

Numbulwar

NUMBULWAR NUMBURINDI

WARD

Katherine

NgukurrUrapunga

DARWINJABIRU

PINE CREEK

ROPER GULF REGIONAL COUNCIL

KATHERINE

ALICE SPRINGS

DALY WATERS

RENNER SPRINGS

TENNANTCREEK

BARROWCREEK

WA

SA

NT

QLD


1.4 GOVERNANCE STRUCTURE

COUNCIL MEETINGSThe Roper Gulf Regional Council consists of 12 elected members, elected through a local government election and by-elections. Three members of Council represent the South West Gulf Ward, three members represent the Never Never Ward, three represent the Nyirranggulung Ward, two represent the Yugul Mangi Ward and one represents the Numbulwar Numburindi Ward.

Council Meeting ScheduleThe Roper Gulf Regional Council meets seven times a year in various locations through-out the Roper Gulf region and Katherine NT. For a full schedule of Ordinary Meetings of Council dates and locations for the 2016-17 year, please visit our website www.ropergulf.nt.gov.au

Meeting AttendanceOrdinary Meetings of Council are open to the public; all residents and stakeholders are welcome to join the Council Meeting audience except during the Council’s closed session. RGRC however are unable to arrange permits for those wishing to attend meetings that are scheduled on Aboriginal land; members of the public that wish to attend such meetings are required to organise a permit with the Northern Land Council (NLC).

Formal Deputations to CouncilThe Roper Gulf Regional Council will accept formal deputations at Ordinary Meetings of Council from individuals, Local Authorities and other interest groups to allow them to express a point of view or argue a case. Residents also have the ability to raise their issues individually with their elected Council Member.

LOC AL AUTHORITIESThe Roper Gulf region has ten Local Authorities. Members of each Local Authority are appointed by Council in accordance with the Local Government Act Section 53C and Guideline 8 and reflect the composition of the local region.

LOCATION NUMBER OF APPOINTED MEMBERS

BARUNGA 7

BESWICK 7

BORROLOOLA 10

BULMAN 6

HODGEN DOWNS 6

JILKMINGGAN 6

MANYALLALUK 7

MATARANKA 7

NGUKURR 8

NUMBULWAR 6

Council also provides administrative support to biannual consultative meetings with the residents of Daly Waters, Larrimah and Robinson River

Local Authority Meeting ScheduleLocal Authorities meet a minimum of four times a year in their local region. For a full schedule of Local Authority Meeting dates and locations, please visit our website www.ropergulf.nt.gov.au

Agendas and minutes are made available to the public via the website and meeting highlights, minutes and action lists are presented to Council in the ward reports. Council ratifies any formal recommendations or advice for the Local Authority in the Ward Reports.

Role of Local AuthoritiesThe role of the Local Authorities in the Roper Gulf region is to:

• provide advice to the Roper Gulf Regional Council (RGRC) on service delivery plans including infrastructure requirements for communities and associated outstations, or the local region or wards, and to contribute to the development of the Council Regional (Business) Plans,

• alert and advise RGRC on new and emerging issues within the scope of RGRC activities,

• advise on specific Council, community and social projects that impact on community or region,

• advise and support the RGRC staff in the local implementation of the Regional (Business) Plan,


particularly in the area of cross-cultural best practice in governance and service delivery, and

• respond to identified community needs, if appropriate, by participating and organising activities such as community events, youth, community safety, housing advice and community planning and infrastructure development.

MEETING AT TENDANCELocal Authority Meetings are open to the public; all residents and stakeholders are welcome to join the Local Authority Meeting audience.

Below is an illustration of the connection between the Roper Gulf Council, Local Authorities, residents of each Ward and the CEO.

Bulman/Weewol LA

Man

yalla

luk

LA

Baru

nga

LA

Besw

ick LA

Borroloola LA Numbulwar LA Ngukurr LA Jilkm

inggan LA

Mataranka LA

Nyirr

angg

ulun

g W

ard

resi

dent

s

South West Gulf

Ward residents

Numbulwar NumburindiWard residents

Yugul Mangi

Ward residents

Never Never

Ward residents

CEO

Council(elected members)

Hodgson Downs LA

LA = Local Authorities


COMMIT TEESRoper Gulf Regional Council currently has a Finance Committee, Audit Committee, and Community Grants Committee.

Establishment of CommitteesA Council can establish a committee under the Local Government Act. The Act allows a committee to have a wide range of executive or advisory functions. The members of a Council committee may include people who are not elected council members or may include RGRC staff. Any Council committee is subject to the control and direction of the Council.

Finance CommitteeThe Council has established a Finance Committee to assist the Council to oversee the finances and resources. Specifically it undertakes the financial management roles of Council in the months that the Council does not meet. The current membership of the Finance Committee includes; Mayor Tony Jack, Deputy Mayor Judy MacFarlane, Councillor Eric Roberts, Councillor Kathy-Anne Numamurdirdi, Councillor John Dalywater and Independent Member Geoff Bishop. The Finance Committee meets five times a year, on alternate months to the Ordinary Meeting of Council. For a full schedule of meeting dates and locations, please visit our website www.ropergulf.nt.gov.au.

Audit CommitteeThe Council has established the Audit Committee pursuant to the Section 10 (2) of the Local Government (Accounting) Regulations to assist the Council in fulfilling its oversight responsibilities for the financial reporting process, the system of internal control, the audit process and the process for monitoring compliance with laws and regulations, funding agreements and code of conduct.

The Audit Committee is an advisory committee and does not have executive powers or authority to implement actions in areas which management has responsibility and does not have any delegated financial responsibility. The Audit Committee does not have any management functions and is therefore independent from management.

The current membership of the Audit Committee includes; independent members Mark Griffioen and Phil Vivian, Councillor Donald Garner, Councillor Daniel Mulholland and Councillor Timothy Baker.

Community Grants CommitteeThe Council has established a Community Grants Committee to act as the selection panel for assessing the Council Community Grant Program applications and make recommendation to Council on awarding community grant funding to eligible individuals and organisations. The current membership of the Committee includes; Mayor Tony Jack, Deputy Mayor Judy MacFarlane, Councillor Eric Roberts and Councillor Annabelle Daylight. The Community Grants Committee meets two to three times a year to deliberate over RGRC’s community grant recipients.


1.5 PLANNING FRAMEWORK

PLANNING LEVEL LIFE OF PLAN REPORTING/EVALUATION REVIEWED ACTION GROUP

STRATEGIC PLAN 4 years Annual Report One year before end of life Council

REGIONAL PLAN 1 year Quarterly to Council Quarterly to OCM CEO

OPERATIONAL PLAN 1 year Annually to CEO Quarterly to CEO Directors

ACTIVITY PLANS 1 year Quarterly to SLT Monthly Managers

WORK PLANS Weekly/monthly Weekly/monthly Monthly Coordinators/Officers

STR ATEGIC PL ANStrategic plan, generally facilitated by an external consultant, is a plan that sets the Vision, Mission, Goals, Strategies and KPI’s of Council. This plan sets the scene for the Council’s strategic direction and priorities for the next four years. Generally a new term of Council reviews the plan and either change the plan to suit the new Elected Members or the new Council may choose to keep the previous Council’s strategies as they continue to remain relevant to the constituents of the region.

REGIONAL PL ANThe Regional Plan is facilitated by the Governance Unit and includes the Council’s Strategic Plan and the core operational resources required for a year, the Governance Structure, Planning Framework, Organisational Structure including a staffing chart; service delivery plan and town priorities; financial planning including a budget summary, Council Member Expenses, Long Term Financial Plan, Capital expenditure for the year, fees and charges schedule and the rates declaration. The Plan is released for a 21 day period to the public for comment and feedback. The Regional Plan must be approved and endorsed by Council before the 31 July each year for the following year.

OPER ATIONAL PL ANThe Directors are responsible for a finite series of activity accounts within the Councils General Ledger. These activity accounts are related to the associated budgets, the Directors delegation and responsibility for service delivery. The Operational Plan provides the operational strategies for each business unit and informs the Activity Plans of Managers within the Directorate.

ACTIVIT Y PL ANSThe Activity Plan is a project or program plan for each activity that is carried out by each business unit. A manager may have one or more activity plans which relate to the activity accounts they are delegated to manage as well as other responsibilities relating to a Director’s Operational Plan. These plans when compiled represent the Council’s detailed footprint in each location and include: organisational charts; assets lists; specific daily tasks and responsibilities.

WEEKLY/MONTHLY WORK PL ANSThese detailed plans are task related. A manager facilitates the specific instructions for service delivery at each service location detailing schedules; daily tasks and deadlines for completion.


1.6 STRATEGIC PLANNING

INDICATORS OF PROGRESS TOWARDS GOAL

Elected Members attendance 100% at the Ordinary Meeting of the Council

Ten Local Authorities to complete four meetings in a year

Completion of the Workforce Development Plan

Maintain 100% regulatory compliance

Increase in staff retention rate

Maintain an unqualified financial audit

Continual review of all policy and procedures

GOAL ONE Strong leadership through good governance, strong financial management, corporate planning and operational support

STRATEGIES TOWARDS GOAL ONE

Achieve best practice in Governance within term of Council

Engage with young people to foster knowledge and training in leadership and governance

Improve the communications and connectivity across the Roper Gulf Region

Achieve best practice Human Resources Management within term of Council

Achieve strong Corporate Governance and Financial Management within term of Council

Adhere to Work Health and Safety best practice

Improved internet connection at communities


Biennial meetings of the Audit committee

Robust Code of Conduct that is understood and complied with by the elected and appointed Council, Council Committee and Local Authority members

Continued review of Council policy and development in line with Council needs

Adherence to annual budget by all programs

Robust meeting procedure that is understood and complied with by the elected and appointed Council, Council Committee and Local Authority members

Organise Youth Leadership program/workshop once a year

Encourage youth to attend Local Authority Meetings at their community

Encourage youth to actively participate in Local Authority Meetings

Strong record management

Continued review of current financial management practices and implementation of new practices in any identified gaps

Regular audits, compliance checks and reviews

Development and implementation of the Risk Management Plan

Thorough Work Health and Safety (WHS) policies and procedures

Development of Safety Management System that meets ISO 45001

Upgrade our internet connection in community

Replace obsolete hardware

PLANNING TOWARD GOAL ONE

Ensure the efficiency and effectiveness of Council’s governance processes including administrative and other support to elected members

Training on good governance and finance for elected members

Ensure that decisions are made in the best interest of RGRC in accordance with RGRC’s policies

Ensure that recommendations from Local Authorities are considered while making decisions

Ensure that decisions from Council are taken back to the Local Authorities

Ensure good communication flow between Council and Local Authority Meetings

Ensure requests and complaints are responded to in a reasonable time

Availability of all Council and Local Authority meeting minutes on RGRC website

Regular media releases on RGRC communities and achievements

Regular newsletter with community achievement stories

Ensure an up-to-date website

Ensure up-to-date social media

Robust Code of Conduct that is understood and compiled with by workforce

High quality and contemporary performance management system

Develop and implement employee incentive programs

Comprehensive Induction Program that is delivered to all new staff

Develop and implement a human resource talent management program

Promotion of salary sacrificing options

Implementation of Workforce Development Plan

Ensure Local Authorities are effectively supported by Council to undertake agreed roles

Provide regular support to Local Authority Meetings

Promote Local Authority Members’ attendance at meetings

Provide training on good governance, leadership and finance to all Local Authority members at least two times in a year

Support community meetings as needed

Use social surveying as appropriate



Number of Local Authorities completed

Number of Core Town Priority Projects completed

Number of solar lights installed by location

Metres of the Right Path Project installed

Review and development of the Green Plan Edition 2

Commencement of the Container Deposit Scheme

Establishment of the Regional Recycling Centre at Mataranka

Reduction of the Power and Water bill

Number of Heritage Projects funded and implemented

Number of dogs per 10 householders and reduction in total number of dogs

Area of land slashed and managed for weeds and fire management

All parks and streets named by the Local Authority (LA)

GOAL TWO To protect and care for our physical environment

STRATEGIES TOWARDS GOAL TWO

Support Local Authorities and community engagement at a local level

Crime prevention through environmental design

Waste management and recycling including the Regional Waste Management Strategy

Review the RGRC Green Plan 2013-2016 and renew targets for the new Strategic Planning period

Engage Council and LA’s in the NTG Town Planning Framework

Develop Cultural Heritage Actions to highlight historical and cultural diversity

Continue to deliver an intensive Animal Management Program addressing animal welfare, health and control in the region

As a land manager ensure council operations comply with Natural Resource Management Legislation


Reducing urban decay through better landscape management

Manage and maintain all parks and gardens within the town localities

Landscape around the Right Path Project and improve amenities

Incorporate landscape design and planning into municipal services

Introduce technology to reduce vandalism and graffiti in public spaces

Stakeholder engagement including: household engagement to update the pets per household database; manage dangerous animals with Police; partner with NTG Animal Welfare Branch; and advocate for tick and flea products to be available in community shops

Vet visits to improve animal health, reduce animal populations, assist with tick and flea management and to collect data

Promote animal welfare by investigating formal complaints, improving responsible pet ownership, providing meditation, solution brokering and law enforcement

Provide education and awareness through conducting school-based education programs, liaising with pet owners and engaging with Youth Services

Feral animal control through fences and cattle grids

Development of animal management by-laws to address pets at large, number of pets per household, dangerous pets, neglect and mistreatment

Supporting and advising Local Authorities to link Local Authority funding to priority projects

Support Civic eventsManage the Council office and front-line service delivery

PLANNING TOWARD GOAL TWO

By-law development including: WMF management, litter management, law enforcement, and education and awareness

Participate in the ‘Big Rivers Region Waste Management Reference Group’

Recycling including: develop options for container deposit scheme, stockpile recyclables, annual hard rubbish and dead car clean-ups

Work with Traditional Owners and Ranger Programs with fire regimes and fire management around towns

Manage and maintain external firebreaks in all towns and outstations

Implement annual fuel reduction burns in open spaces within the town locality if necessary

Slash/cut all the long grass where possible to at least 100mm at all times

Commenting on development consent items and subdivisions

Advocacy for subdivisions in Ngukurr and Numbulwar

Abiding by Northern Territory Government’s planning regime

Implementation of the Sport and Recreation Facility Master Plan

Engagement with communities in the management of parks, reserves and open spaces

Cemetery management: upgrade and administration management of cemeteries according to revised NTG Cemetery Act

Develop and upgrade Council parks and cenotaphs

Project management on Cultural Heritage projects: Beswick Station Heritage Park; Bulman Central Park development; Borroloola visitor information parking bay development; care and maintenance of Elsey Cemetery; Stan Martin Park statues; advocacy for Eva Valley Station buildings; extension of irrigation to Ngukurr Central Park; and to protect Numbulwar’s foreshore

Compliance audit with legislative requirements

Development of an annual site-specific weed action plan for each locality

Provide education, awareness and participation by community members in the reduction and spread of weeds in each locality controlled or managed by RGRC

Work in partnership with external stakeholders to reduce the impact and spread of weeds on the natural and urban environment

Through vegetation and traffic management reduce off-road driving which contributes to wind and dust issues

Incorporate native bush and medicine plants into the landscape plantings

Continue the ‘Light Up the Dark Spot Program’

Continue to establish footpath networks through the ‘Right Path Project’

Reducing waste including: separating waste and reducing what enters landfill, green waste, containers, shop cardboard, white goods and oil

Compactor trucks: kerbside pick-ups 1-3 times a week

Report annually to the Council, DLRM and DLPE on the progress of this program

Improved community capacity to manage existing weeds

Development of a strategic weed control program for all localities within the Council’s jurisdiction



Achievement of Indigenous employment targets

Job seeker participation rates in Work for the Dole projects

High levels of community satisfaction

Client participation in services

GOAL THREE Safe, strong and vibrant communities

STRATEGIES TOWARDS GOAL THREE

Build capacity and community participation in employment pathways

Help our children get a good start to life

Support our young people to achieve their ambitions through training, work experience and education.

Provide a high quality Community Night Patrol service

Support communities to care for their aged and disabled

Support community involvement in sports, recreation and cultural events

Attract and retain a skilled local workforce

Ensure a safe work environment


Employ qualified staff to operate crèches at Beswick, Manyallaluk and Jilkminggan

Improve school attendance rates through the Remote School Attendance Strategy at Numbulwar

Provide school lunches through the School Nutrition Programme at Bulman and Manyallaluk

Run family-friendly sport and recreation activities after school and during school holidays

PLANNING TOWARD GOAL THREE

Organise structured sporting competitions

Provide quality library services

Support and participate in local cultural festivals

Use community broadcasting facilities to broadcast local Indigenous content

Develop a ‘safety first’ culture

Routine workplace inspections

Hazard reporting

First aid training for staff

Build workforce capacity through learning and development opportunities

Support Work for the Dole Participants to build their job readiness and contribute to the community

Support Eligible Job Seekers to build their skills and get a job, including through participating in activities that contribute to the strength and sustainability of their communities

Work in partnership with employers to place Eligible Job Seekers into jobs and support Eligible Job Seekers to remain in a job

Employ qualified staff to work in aged and disability care settings

Provide frail, older people with support in activities of daily living that help them maintain appropriate standards of hygiene and grooming

Assist older people to participate in community life and feel socially included

Provide frail, older people with assistance with domestic chores to maintain their capacity to manage everyday activities in a safe, secure and healthy home environment

Engage with youth at risk

Organise educational activities and camps for youth

Support young people to attend work experience and training, or to return to school

Build partnerships with the NT Police

Engage with community to deliver a community-oriented service

Employ qualified staff

Assist people at risk to access safe places

Assist frail, older people to feel included through structured, group-based activities that develop, maintain or support independent living and social interaction

Provide frail, older people with access to transport services that supports their access to the community

Provide frail, older people with opportunities for social participation and interaction through provision of meals



Establishment and participation of rates and economically viable training partnerships

Size of contributions for economic development activities

Rate of increase of Indigenous employment in Council’s technical service operation

Assets and infrastructure cost efficiency

Long term planning for assets

GOAL FOUR Support employment, training and economic development

STRATEGIES TOWARDS GOAL FOUR

Provide opportunities for real training and job pathways in technical services

Continue to support local jobs for local people

Increase and diversify own-sourced revenue

Create and foster long-term economic and business development strategies

Improve energy efficiency through Council auditing its operation including vehicle sharing, energy audits and solar lighting

Increase the proportion of operations that rely on renewable energy sources

Develop a long term Asset Management Plan

Implement scheduled maintenance program on all assets

Focus on safety in all activities

Technical service support to Council operations


Future employment programs - real training, local people, local jobs

Work with Council and Government employment programs e.g. CDP

Program of routine inspections/repairs and maintenance of all assets

Safety culture ingrained with staff and contractors

Support Council contractors to raise safety

Outstation essential services and repairs and maintenance

Construction support to municipal services

Specialist support to Council operation

PLANNING TOWARD GOAL FOUR

Technical services (outstations) employment program

Housing maintenance and tenancy management

Essential service provision

Local Mechanical Workshops

Increase and diversity of own source revenue

Mechanical workshop - external sales

Community accommodation

Increase in government and commercial contracts

Future proofing and financial sustainability through commercial initiatives, partnerships and projects

Supporting economic growth and employment projects in communities

Operate panel of contractors to increase cost efficiencies

Research and target development of an economic plan

Install solar lighting at dark spots in communities

Research and install energy efficient street lighting replacement program

Reduce power and water use by 10%

Investigate alternative technology to reduce costs in Council operations

Assist with community education and awareness in energy efficiency programs in towns

Managers to monitor quarterly use of power and water and to apply strategies to reduce use

Incorporate energy efficient designs and new technology into building upgrades

Develop a long term Roads Maintenance Plan

Built assets audit

Develop strong property management profile

Develop a concise and accurate Asset Management Plan

Core maturity of NAMS (IPWEA) based Asset Management Plan

Asset AuditDevelop Council offices at 2 Crawford Street

Various road upgrades and projects

Monitor fleet use servicing efficiencies

Asset Procurement and Disposal Plans

GIS system development


• Primary Advisor to Council and Council Committees

• Strategic Management

CEO, Michael Berto

1.7 ORGANISATIONAL STRUCTURE

Finance Committee

Audit Committee

CORE SERVICES• Asset Management and

Maintenance • Financial Management including:

i. Accounts Payable and Receivable

ii. Audit Coordinationiii. Budgetsiv. Financial Planningv. Grantsvi. Rates

• Governance including:i. Complianceii. Council Planningiii. Council Reportingiv. Local Laws Administrationv. Local Authoritiesvi. Public Relations and

Communications

COMMERCIAL SERVICES• Airstrips• Australia Post

i. Community Postal Servicesii. Licenced Post Offices

• Community Development Programmei. Work for the Dole Programmeii. Job Seeker Programmeiii. Youth Development

• Council Services Contracts and Panel of Contractors

• Mechanical Workshops• Outstations Municipal and Essential

Services and Special Purpose Grants• Outstations Home Extra Allowance• Power, Water and Sewerage

Maintenance Services• Road Contracts

• Slashing and Litter Collection Contracts

• Street Lighting• Territory Housing

Repairs and Maintenance

• Territory Housing Tenancy Contracts

CORE SERVICES• Council Services

i. Animal Controlii. Cemetery Managementiii. Civic, Cultural and Sporting

Eventsiv. Customer Service Managementv. Land Management within the

town locality including weeds, fire and pest

vi. Librariesvii. Local Emergency Management

Planning

viii. Local Roads Management and Maintenance

ix. Municipal Servicesx. Traffic Management on Local

Roadsxi. Waste Management

AGENCY SERVICES• Community Night Patrol• Community Services

i. Aged and Disability Careii. Centrelink Agenciesiii. Community Broadcasting

(Indigenous content)

iv. Crechesv. Indigenous

Youth Reconnect Project

vi. Outside School Hours Care

vii. Remote School Attendance Strategy (Numbulwar)

viii. School Nutrition Programmeix. Sport and Recreation

OTHER SERVICES• Animal Health Program• Swimming Pools

Community Grants Committee

Local Authority

Council

DIRECTOR Corporate Governance, Greg Arnott

DIRECTOR Commercial Services, Marc Gardner

DIRECTOR Council and Community Services, Sharon Hillen

• Human Resource Management including:

i. Payrollii. Recruitmentiii. Training

• Information Technology and Communication • Project Management• Records Management• Risk Management• Visiting Officer Accommodation• Work Health and Safety



1.8 STAFFING CHART 2016-2017

POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT

NO. OF FORTNIGHTS

Chief Executive Officer 101 - Chief Executive Head Quarters 76.00 26.08

Executive Assistant to the CEO 101 - Chief Executive Head Quarters 76.00 26.08

DIRECTORATE CORPORATE GOVERNANCE

Director Corporate Governance 102 - Corporate Services Directorate and Administration

Head Quarters 76.00 26.08

Finance Manager 105 - Financial Management Head Quarters 76.00 26.08

Financial Accountant 105 - Financial Management Head Quarters 76.00 26.08

Grants Coordinator 105 - Financial Management Head Quarters 76.00 26.08

Management Accountant 105 - Financial Management Head Quarters 76.00 26.08

Senior Accounts Payable Officer 105 - Financial Management Head Quarters 76.00 26.08

Finance Officer 105 - Financial Management Head Quarters 76.00 26.08

Senior Accounts Receivable Officer 105 - Financial Management Head Quarters 60.00 26.08

Finance Officer 105 - Financial Management Head Quarters 76.00 Casual



HR Manager 107 - Human Resources Head Quarters 76.00 26.08

Payroll Coordinator 105 - Financial Management Head Quarters 76.00 26.08

Senior HR Coordinator 107 - Human Resources Head Quarters 76.00 26.08

Senior HR Coordinator 107 - Human Resources Head Quarters 76.00 26.08

HR Coordinator 107 - Human Resources Head Quarters 76.00 26.08

HR Coordinator 107 - Human Resources Head Quarters 76.00 26.08

HR Admin Officer 107 - Human Resources Head Quarters 76.00 26.08

HR Admin Officer 107 - Human Resources Head Quarters 76.00 26.08

HR Skills Development Coordinator 107 - Human Resources Head Quarters 76.00 26.08

Customer Service & Records Management Trainee

107 - Human Resources Head Quarters 76.00 26.08

Work Health Safety Coordinator 114 - Work Health and Safety Head Quarters 76.00 26.08

Work Health & Safety Advisor 114 - Work Health and Safety Head Quarters 76.00 26.08

Records & Administration Officer 114 - Work Health and Safety Head Quarters 76.00 3.00

Information Officer 108 - IT Services Head Quarters 76.00 26.08

Manager Governance & Corporate Planning 130 - Governance Head Quarters 76.00 26.08

Communications Coordinator 130 - Governance Head Quarters 76.00 26.08

Compliance Coordinator 130 - Governance Head Quarters 76.00 26.08

Governance Officer 130 - Governance Head Quarters 76.00 26.08

Local Authority Support Coordinator 130 - Governance Head Quarters 76.00 26.08

Procurement Coordinator 130 - Governance Head Quarters 76.00 26.08

Assets Manager 109 - Asset Management Head Quarters 76.00 26.08

ROPERGULF REGIONAL COUNCIL APPROVED STAFF LISTING 2016-17



NO. OF FORTNIGHTS

Contracts & Projects 109 - Asset Management Head Quarters 76.00 26.08

Contracts and Projects Assets 109 - Asset Management Head Quarters 76.00 26.08

Project Manager 113 - Project Management Head Quarters 76.00 26.08

Project Coordinator 113 - Project Management Head Quarters 76.00 26.08

DIRECTORATE COUNCIL AND COMMUNITY SERVICES

Director Council & Community Services 103 - Council Services and Administration


Council Services Project Officer 103 - Council Services and Administration


Animal Management Coordinator 381 - Animal Management Head Quarters 76.00 9.00

Animal Management Coordinator-VET 381 - Animal Management Head Quarters 76.00 18.00

COUNCIL SERVICES

Council Services Coordinator 111 - Council Services General Barunga 76.00 26.08

Customer Service Officer 111 - Council Services General Barunga 76.00 26.08

Office Cleaner 111 - Council Services General Barunga 60.00 26.08

Municipal Officer 160 - Municipal Services Barunga 38.00 26.08



Council Services Coordinator 111 - Council Services General Beswick 76.00 26.08

Senior Administration Officer 111 - Council Services General Beswick 76.00 26.08

Municipal Officer 160 - Municipal Services Beswick 76.00 26.08



Cleaner 111 - Council Services General Beswick 50.00 26.08

Senior Council Services Coordinator 111 - Council Services General Borroloola 76.00 26.08

Senior Administration Officer 111 - Council Services General Borroloola 76.00 26.08

Municipal Officer 160 - Municipal Services Borroloola 76.00 26.08




Municipal Works Supervisor 160 - Municipal Services Borroloola 76.00 26.08

Municipal Supervisor - Pool 550 - Swimming Pools Borroloola 76.00 26.08

Pool Attendant 550 - Swimming Pools Borroloola 40.00 26.08

Pool Attendant 550 - Swimming Pools Borroloola 40.00 26.08

Council Services Coordinator 111 - Council Services General Bulman 76.00 26.08

Customer Service Officer 111 - Council Services General Bulman 76.00 26.08

Municipal Works Supervisor 160 - Municipal Services Bulman 76.00 26.08

Municipal Officer 160 - Municipal Services Bulman 76.00 26.08

Municipal Officer 160 - Municipal Services Bulman 76.00 26.08

Muns Supervisor 160 - Municipal Services Manyallaluk 76.00 26.08



NO. OF FORTNIGHTS

Municipal Officer 160 - Municipal Services Manyallaluk 40.00 26.08



Customer Service Officer 111 - Council Services General Jilkminggan 76.00 26.08

Municipal Supervisor 160 - Municipal Services Jilkminggan 76.00 26.08

Municipal Officer 160 - Municipal Services Jilkminggan 76.00 26.08

Municipal Officer 160 - Municipal Services Jilkminggan 60.00 26.08

Area Manager 111 - Council Services General Mataranka 76.00 26.08

Council Services Coordinator 160 - Municipal Services Mataranka 76.00 26.08

Senior Administration Support Officer 111 - Council Services General Mataranka 76.00 26.08

Cleaner 111 - Council Services General Mataranka 30.00 26.08

Municipal Officer 160 - Municipal Services Mataranka 50.00 26.08




Area Manager 111 - Council Services General Ngukurr 76.00 26.08

Senior Council Services Coordinator 160 - Municipal Services Ngukurr 76.00 26.08

Senior Administration Support Officer 111 - Council Services General Ngukurr 76.00 26.08

Customer Services Officer 111 - Council Services General Ngukurr 76.00 20.00

Cleaner 111 - Council Services General Ngukurr 60.00 26.08

Municipal Supervisor 160 - Municipal Services Ngukurr 76.00 26.08

Municipal Officer 160 - Municipal Services Ngukurr 38.00 26.08






Municipal Officer - Pool 550 - Swimming Pools Ngukurr 40.00 26.08

Municipal Officer - Pool 550 - Swimming Pools Ngukurr 40.00 26.08

Council Services Coordinator 111 - Council Services General Numbulwar 76.00 26.08

Senior Administration Support Officer 111 - Council Services General Numbulwar 76.00 26.08

Customer Service Officer 111 - Council Services General Numbulwar 76.00 26.08

Cleaner 111 - Council Services General Numbulwar 60.00 26.08

Municipal Officer 160 - Municipal Services Numbulwar 76.00 26.08






NO. OF FORTNIGHTS

COMMUNITY SERVICES

Regional Manager Community Services 340 - Family & Community Services Administration


Senior Admin Support Officer 340 - Family & Community Services Administration


Administration Coordinator 340 - Family & Community Services Administration


Administration Support Officer 340 - Family & Community Services Administration


Regional Coordinator Aged & Disability 340 - Family & Community Services Administration


Operations Coordinator 340 - Family & Community Services Administration


Youth Services Coordinator 340 - Family & Community Services Administration


Age Care Mentor Officer 342 - Aged Care NT Jobs Head Quarters 76.00 26.08

Regional Manager Community Night Patrol 401 - Community Night Patrol Head Quarters 76.00 26.08

Administration Support Officer 401 - Community Night Patrol Head Quarters 76.00 26.08

Media Officer 346 - Indigenous Broadcasting Program Barunga 40.00 22.00

Library Officer 348 - Libraries Barunga 40.00 26.00

Centrelink Agent 350 - Centrelink Barunga 70.00 23.00

Night Patrol Team Leader 401 - Community Night Patrol Barunga 76.00 21.00

Night Patrol Officer 401 - Community Night Patrol Barunga 76.00 Casual

Night Patrol Officer 401 - Community Night Patrol Barunga 76.00 21.00

Night Patrol Officer 401 - Community Night Patrol Barunga 76.00 21.00

Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program

Barunga 40.00 22.00


Barunga 40.00 22.00


Barunga 40.00 Casual

Aged & Disability Supervisor 342 - Aged Care NT Jobs Beswick 50.00 26.08

Community Services Officer 342 - Aged Care NT Jobs Beswick 50.00 24.00

Community Services Officer 342 - Aged Care NT Jobs Beswick 50.00 24.00

Community Services Officer 342 - Aged Care NT Jobs Beswick 50.00 Casual

Media Officer 346 - Indigenous Broadcasting Program Beswick 40.00 22.00

Childcare Supervisor 347 - Creche Beswick 26.00 26.00

Childcare Educator 347 - Creche Beswick 45.00 23.00

Childcare Educator 347 - Creche Beswick 45.00 23.00

Centrelink Agent 350 - Centrelink Beswick 70.00 23.00

Night Patrol Regional Coordinator 401 - Community Night Patrol Beswick 76.00 26.08

Night Patrol Team Leader 401 - Community Night Patrol Beswick 76.00 22.00



NO. OF FORTNIGHTS

Night Patrol Officer 401 - Community Night Patrol Beswick 76.00 21.00

Night Patrol Officer 401 - Community Night Patrol Beswick 76.00 21.00

Night Patrol Officer 401 - Community Night Patrol Beswick 76.00 Casual

Sport & Recreation Team Leader 404 - Indigenous Sport & Recreation Program

Beswick 60.00 22.00


Beswick 40.00 22.00


Beswick 40.00 Casual

Library Officer 348 - Libraries Borroloola 76.00 26.08

Night Patrol Team Leader 401 - Community Night Patrol Borroloola 76.00 24.00

Night Patrol Officer 401 - Community Night Patrol Borroloola 76.00 24.00



Night Patrol Officer 401 - Community Night Patrol Borroloola 76.00 Casual

Youth, Sport & Recreation Coordinator 407 - Remote Sport Program Borroloola 38.00 26.08

Youth, Sport & Recreation Coordinator 415 - Indigenous Youth Reconnect Program

Borroloola 38.00 26.08

Youth, Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program





Borroloola 40.00 Casual





Community Services Officer 342 - Aged Care NT Jobs Bulman 50.00 24.00

Community Services Officer 342 - Aged Care NT Jobs Bulman 50.00 24.00

Community Services Officer 342 - Aged Care NT Jobs Bulman 50.00 Casual

Media Officer 346 - Indigenous Broadcasting Program Bulman 40.00 22.00

Community Services Supervisor 349 - School Nutrition Program Bulman 76.00 19.00

Community Services Officer 349 - School Nutrition Program Bulman 50.00 Casual

Centrelink Agent 350 - Centrelink Bulman 60.00 23.00

Night Patrol Team Leader 401 - Community Night Patrol Bulman 76.00 21.00

Night Patrol Officer 401 - Community Night Patrol Bulman 76.00 21.00



Night Patrol Officer 401 - Community Night Patrol Bulman 76.00 Casual


Bulman 40.00 22.00


Bulman 40.00 22.00



NO. OF FORTNIGHTS


Bulman 40.00 Casual

Community Services Officer 342 - Aged Care NT Jobs Manyallaluk 50.00 20.00

Community Services Officer 342 - Aged Care NT Jobs Manyallaluk 50.00 20.00

Childcare Educator 347 - Creche Manyallaluk 45.00 22.00

Childcare Educator 347 - Creche Manyallaluk 45.00 22.00

Community Services Coordinator 349 - School Nutrition Program Manyallaluk 10.00 26.08

Community Services Officer 349 - School Nutrition Program Manyallaluk 50.00 26.00

Community Services Officer 349 - School Nutrition Program Manyallaluk 50.00 Casual

Night Patrol Team Leader 401 - Community Night Patrol Manyallaluk 76.00 20.00

Night Patrol Officer 401 - Community Night Patrol Manyallaluk 76.00 20.00

Night Patrol Officer 401 - Community Night Patrol Manyallaluk 76.00 Casual

Sport and Recreation Officer 404 - Indigenous Sport & Recreation Program

Manyallaluk 40.00 22.00

Sport and Recreation Officer 404 - Indigenous Sport & Recreation Program

Manyallaluk 40.00 Casual

Childcare Supervisor 347 - Creche Jilkminggan 50.00 26.00

Childcare Educator 347 - Creche Jilkminggan 50.00 23.00




Childcare Educator 347 - Creche Jilkminggan 50.00 Casual

Centrelink Agent 350 - Centrelink Jilkminggan 40.00 24.00

Night Patrol Team Leader 401 - Community Night Patrol Jilkminggan 76.00 26.08

Night Patrol Officer 401 - Community Night Patrol Jilkminggan 76.00 24.00



Night Patrol Officer 401 - Community Night Patrol Jilkminggan 76.00 Casual

Sport & Recreation Coordinator 403 - Outside School Hours Care Jilkminggan 38.00 26.08


Jilkminggan 40.00 22.00




Jilkminggan 40.00 Casual

Sport & Recreation Supervisor 407 - Remote Sport Program Jilkminggan 38.00 26.08

Community Services Officer 342 - Aged Care NT Jobs Mataranka 50.00 26.08

Community Services Officer 342 - Aged Care NT Jobs Mataranka 50.00 26.08

Community Services Officer 342 - Aged Care NT Jobs Mataranka 50.00 Casual

Community Services Coordinator 344 - Community Home Support Program Mataranka 10.00 26.08



NO. OF FORTNIGHTS

Community Services Coordinator 348 - Libraries Mataranka 40.00 26.08

Community Services Coordinator 350 - Centrelink Mataranka 16.00 26.00

Centrelink Agent 350 - Centrelink Mataranka 50.00 23.00

Night Patrol Team Leader 401 - Community Night Patrol Mataranka 76.00 26.08

Night Patrol Officer 401 - Community Night Patrol Mataranka 76.00 26.08



Night Patrol Officer 401 - Community Night Patrol Mataranka 76.00 Casual


Mataranka 40.00 22.00

Night Patrol Team Leader 401 - Community Night Patrol Minyerri 76.00 24.00

Night Patrol Officer 401 - Community Night Patrol Minyerri 76.00 24.00

Night Patrol Officer 401 - Community Night Patrol Minyerri 76.00 24.00

Night Patrol Officer 401 - Community Night Patrol Minyerri 76.00 Casual

Night Patrol Officer 401 - Community Night Patrol Minyerri 76.00 Casual

Community Services Coordinator 341 - Consumer Directed Care Ngukurr 38.00 26.08

Community Services Officer 342 - Aged Care NT Jobs Ngukurr 50.00 22.00




Community Services Coordinator 344 - Community Home Support Program Ngukurr 38.00 26.08

Media Officer 346 - Indigenous Broadcasting Program Ngukurr 50.00 22.00

Library Officer 348 - Libraries Ngukurr 40.00 22.00

Centrelink Agent 350 - Centrelink Ngukurr 70.00 23.00

Centrelink Agent 350 - Centrelink Ngukurr 70.00 23.00

Night Patrol Regional Coordinator 401 - Community Night Patrol Ngukurr 76.00 26.08

Night Patrol Team Leader 401 - Community Night Patrol Ngukurr 76.00 26.08

Night Patrol Officer 401 - Community Night Patrol Ngukurr 76.00 24.00




Night Patrol Officer 401 - Community Night Patrol Ngukurr 76.00 Casual

Night Patrol Officer 401 - Community Night Patrol Ngukurr 76.00 Casual

Community Safety Youth, Sport & Recreation Coordinator

403 - Outside School Hours Care Ngukurr 38.00 26.08


Ngukurr 60.00 22.00


Ngukurr 40.00 22.00


Ngukurr 40.00 Casual



NO. OF FORTNIGHTS


415 - Indigenous Youth Reconnect Program

Ngukurr 38.00 26.08

Youth Worker 415 - Indigenous Youth Reconnect Program

Ngukurr 60.00 24.00


Ngukurr 60.00 24.00


Ngukurr 50.00 24.00

Aged Care Coordinator 341 - Consumer Directed Care Numbulwar 38.00 26.08

Community Services Officer 342 - Aged Care NT Jobs Numbulwar 50.00 22.00




Aged Care Coordinator 344 - Community Home Support Program Numbulwar 38.00 26.08

Media Officer 346 - Indigenous Broadcasting Program Numbulwar 76.00 24.00

Centrelink Agent 350 - Centrelink Numbulwar 60.00 23.00

Centrelink Agent 350 - Centrelink Numbulwar 60.00 23.00

School Attendance Supervisor 370 - Remote School Attendance Strategy Numbulwar 60.00 11.00

School Attendance Supervisor 370 - Remote School Attendance Strategy Numbulwar 60.00 11.00

School Attendance Officer 370 - Remote School Attendance Strategy Numbulwar 40.00 11.00




School Attendance Officer 370 - Remote School Attendance Strategy Numbulwar 40.00 Casual


401 - Community Night Patrol Numbulwar 26.00 26.08

Night Patrol Team Leader 401 - Community Night Patrol Numbulwar 76.00 22.00

Night Patrol Officer 401 - Community Night Patrol Numbulwar 76.00 21.00



Night Patrol Officer 401 - Community Night Patrol Numbulwar 76.00 Casual

Sport & Recreation Coordinator 404 - Indigenous Sport & Recreation Program

Numbulwar 76.00 22.00






Numbulwar 40.00 Casual


Numbulwar 40.00 Casual


407 - Remote Sport Program Numbulwar 25.00 26.08



NO. OF FORTNIGHTS


415 - Indigenous Youth Reconnect Program






Night Patrol Officer 401 - Community Night Patrol Robinson River 76.00 26.08

Night Patrol Officer 401 - Community Night Patrol Robinson River 76.00 26.08

Night Patrol Officer 401 - Community Night Patrol Robinson River 76.00 Casual

DIRECTORATE COMMERCIAL SERVICES

Director Contracts & Technical Services 240 - Commercial Operations Administration


Contract Manager 240 - Commercial Operations Administration


Contract & Project Officer 240 - Commercial Operations Administration


Contract & Project Officer 240 - Commercial Operations Administration


Building Trades Trainer 220 - Territory Housing Repairs and Maintenance


Workshop Supervisor 275 - Mechanical Workshop Head Quarters 76.00 26.08

Workshop Officer 275 - Mechanical Workshop Head Quarters 76.00 26.08

Heavy Duty Diesel Mechanic 275 - Mechanical Workshop Head Quarters 76.00 26.08

CDP Regional Manager 313 - CDP Central Administration Head Quarters 76.00 26.08

CDP Operational Manager 313 - CDP Central Administration Head Quarters 76.00 26.08

CDP Senior Employment Consultant 313 - CDP Central Administration Head Quarters 76.00 26.08



Relief Senior Employment Supervisor 313 - CDP Central Administration Head Quarters 76.00 26.08

CDP Compliance Officer 313 - CDP Central Administration Head Quarters 76.00 26.08

CDP Compliance Officer 313 - CDP Central Administration Head Quarters 76.00 26.08

CDP Administration Officer 313 - CDP Central Administration Head Quarters 76.00 26.08




Outstation Coordinator 320 - Outstations Services Administration Head Quarters 76.00 26.08

Outstation Services Supervisor 322 - Outstations Housing Maintenance Head Quarters 76.00 26.08

Outstation Municipal Officer 323 - Outstations Municipal Services Head Quarters 76.00 26.08

Technical Services Officer 323 - Outstations Municipal Services Head Quarters 76.00 14.00

Technical Officer 323 - Outstations Municipal Services Head Quarters 76.00 8.00

Technical Officer 323 - Outstations Municipal Services Head Quarters 76.00 8.00



NO. OF FORTNIGHTS

Tenancy Officer 221 - Territory Housing Tenancy Management

Barunga 76.00 26.08

Tenancy Officer 221 - Territory Housing Tenancy Management

Barunga 30.00 26.08

CDP Senior Employment Supervisor 314 - CDP Service Fee Barunga 76.00 26.08

CDP Employment Consultant 314 - CDP Service Fee Barunga 76.00 22.00

CDP Activity Supervisor 314 - CDP Service Fee Barunga 60.00 22.00



CDP Activity Supervisor 314 - CDP Service Fee Barunga 60.00 Casual

Housing Maintenance Officer 220 - Territory Housing Repairs and Maintenance

Beswick 76.00 26.08

CDP Employment Coordinator 314 - CDP Service Fee Beswick 76.00 26.08

CDP Men's Shed Coordinator 314 - CDP Service Fee Beswick 76.00 24.00

CDP Employment Consultant Administration 314 - CDP Service Fee Beswick 76.00 24.00

CDP Builder Trainer 314 - CDP Service Fee Beswick 76.00 26.08

CDP Mentor 314 - CDP Service Fee Beswick 60.00 24.00

Trainee CDP Employment Consultant 314 - CDP Service Fee Beswick 76.00 24.00

CDP Activity Supervisor 314 - CDP Service Fee Beswick 60.00 24.00




CDP Activity Supervisor 314 - CDP Service Fee Beswick 60.00 Casual


Bulman 35.00 26.08

Housing Maintenance Officer 221 - Territory Housing Tenancy Management

Bulman 35.00 26.08

CDP Senior Employment Supervisor 314 - CDP Service Fee Bulman 76.00 26.08

CDP Employment Consultant Admin 314 - CDP Service Fee Bulman 60.00 22.00

CDP Activity Supervisor 314 - CDP Service Fee Bulman 60.00 22.00



CDP Activity Supervisor 314 - CDP Service Fee Bulman 60.00 Casual

Essential Services Officer 244 - Power Water Contract Manyallaluk 40.00 26.08

CDP Activity Supervisor 314 - CDP Service Fee Manyallaluk 60.00 24.00

CDP Activity Supervisor 314 - CDP Service Fee Manyallaluk 60.00 24.00



Community Housing Officer 221 - Territory Housing Tenancy Management




NO. OF FORTNIGHTS

Essential Services Officer 244 - Power Water Contract Jilkminggan 40.00 26.08

CDP Senior Employment Supervisor 314 - CDP Service Fee Jilkminggan 76.00 26.08

CDP Senior Employment Supervisor 314 - CDP Service Fee Jilkminggan 50.00 26.08

CD Activity Supervisor 314 - CDP Service Fee Jilkminggan 60.00 22.00

CDP Activity Supervisor 314 - CDP Service Fee Jilkminggan 60.00 22.00

CDP Activity Supervisor 314 - CDP Service Fee Jilkminggan 60.00 22.00

CDP Activity Supervisor 314 - CDP Service Fee Jilkminggan 60.00 Casual

CDP Senior Employment Supervisor 314 - CDP Service Fee Mataranka 26.00 26.08

CDP Activity Supervisor 314 - CDP Service Fee Mataranka 76.00 26.08

Housing Maintenance Builder Trainer 220 - Territory Housing Repairs and Maintenance

Ngukurr 76.00 26.08


Ngukurr 76.00 26.08


Ngukurr 76.00 26.08


Ngukurr 76.00 26.08

CDP Senior Employment Coordinator 314 - CDP Service Fee Ngukurr 76.00 26.08

CDP Employment Consultant 314 - CDP Service Fee Ngukurr 76.00 Casual

CDP Employment Consultant 314 - CDP Service Fee Ngukurr 76.00 26.08

CDP Employment Consultant 314 - CDP Service Fee Ngukurr 76.00 26.08

CDP Mentor 314 - CDP Service Fee Ngukurr 76.00 26.08

CDP Mentor 314 - CDP Service Fee Ngukurr 60.00 26.08

CDP Builder Trainer 314 - CDP Service Fee Ngukurr 76.00 26.08

CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 26.08








CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 Casual

CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 Casual

Municipal Officer 323 - Outstations Municipal Services Ngukurr 38.00 26.08









NO. OF FORTNIGHTS

Workshop Supervisor 275 - Mechanical Workshop Numbulwar 76.00 26.08

CDP Senior Employment Coordinator 314 - CDP Service Fee Numbulwar 76.00 26.08

CDP Employment Consultant 314 - CDP Service Fee Numbulwar 76.00 23.00

CDP Employment Consultant 314 - CDP Service Fee Numbulwar 76.00 Casual

CDP Trainee Employment Consultant 314 - CDP Service Fee Numbulwar 60.00 23.00

CDP Builder Trainer 314 - CDP Service Fee Numbulwar 76.00 26.08

CDP Mentor 314 - CDP Service Fee Numbulwar 60.00 23.00

CDP Mentor 314 - CDP Service Fee Numbulwar 76.00 23.00

CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 23.00








CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 Casual

CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 Casual

CDP Senior Employment Supervisor 314 - CDP Service Fee Binjari 76.00 26.08

CDP Trainee Employment Office 314 - CDP Service Fee Binjari 60.00 26.08

CDP Activity Supervisor 314 - CDP Service Fee Binjari 60.00 26.08



CDP Activity Supervisor 314 - CDP Service Fee Binjari 60.00 Casual


SERVICE DELIVERY


This section of the RGRC Regional Plan 2016-2017 outlines the planning for all service

delivery carried out in the Roper Gulf region. The organisational structure as outlined in this Plan allows for effective and quality delivery of services between RGRC Directorates while ensuring opportunities and challenges that exist across the region are met.

It also outlines the umbrella programs developed by each Directorate and highlights

the linkages to the Strategic Plan 2013-2016.

Part two of the service delivery section shows each unique town’s priorities; what

is important and what improvements are requested. This is developed through a process of consultation with residents, Local Authorities, other stakeholders and Elected Members of Council and staff. Listed priorities are kept up to date and relevant by stakeholders and Council staff.

39

2.1 ROPER GULF REGIONAL COUNCIL MANAGEMENT AND COORDINATION AREAS

ROPER GULF REGIONAL COUNCIL ORGANISATION RESTRUCTURE 2016/17

Council has been operating for eight years and has matured as an organisation. With continued change to government policy, financial challenges, and changing service delivery expectations, the organisation has had to reflect on these changes and how to best meet the needs of the communities we serve. At the Ordinary Meeting of Council in May

2016, Council made the decision on an organisational restructure best suited to meet the requirements of regional service delivery in the Roper Gulf Region.

The main change was a reduction of four Directorates to three and a redistribution of business units and activities aligning services and business activity to areas of similarity and functionality.

The three Directorates have become:

• Directorate of Corporate Governance• Directorate of Council and Community Services• Directorate of Commercial Services

THE NEW SERVICE DELIVERY MODEL

The Roper Gulf Region will be split into two management areas determined by proximity, access, remoteness and population. The Region will have two distinct Management Areas:

1. Central Arnhem Management Area will encompass the small remote towns of Barunga, Beswick, Bulman, Jilkminggan, Manyallaluk, Mataranka and Weemol. There are four coordination areas within this management area comprising of 1. Barunga and Manyallaluk; 2. Beswick; 3. Bulman and Weemol and 4. Mataranka and Jilkminggan. The coordination areas have been determined due to the towns close proximity, communities of interest and small population size.

2. Roper Management Area will encompass Borroloola, Ngukurr and Numbulwar and

has been determined because of the large population, locality and the economic and infrastructure development status of these “Community Champion” towns (NTG Policy). There are three coordination areas within the Roper Management area comprising of 1. Borroloola and Robinson River; 2. Ngukurr and Urapunga and 3. Numbulwar. (Refer to Map of RGRC Management and Coordination Areas.)

These Management Areas will each have a new Area Manager Position. The Area Manager will provide for high level community engagement, town planning, project management, human resource management and coordination of services and resources within a management area. The Area Managers key direct reports are the Council Service Coordinators and the Senior Admin Support Officers or Customer Service Officers.

The Council Service Manager (CSM) positions no longer feature in the organisation structure. The previous duties of the CSMs positions have been dispersed in the new structure to the Area Managers, Council Service Coordinators and Administration Positions.

The Council Service Coordinators will provide coordination of technical support to the Area Manager; working and leading the Municipal Officers to undertake the duties associated with parks and gardens, waste management, cemetery management, asset management and regulatory services. (Senior positions reflect the size of the town and the current infrastructure and economic development activity in the Community Champion Towns).

The Senior Administration Support Officers and Customer Services Officers will work directly with the Area Manager to ensure customer service, community engagement, external communications and Council office management.


MAP OF ROPER GULF REGIONAL COUNCIL MANAGEMENT AND COORDINATION AREA S

THE NEW SERVICE DELIVERY MODEL

KATHERINE TOWN COUNCIL





BulmanWeemol

Beswick

Minyerri

Jilkminggan

Larrimah

Mataranka


Barunga

NYIRRANGGULUNG WARD

CENTRAL ARNHEM

ROPER

Daly Waters

Robinson River

Borroloola

NgukurrUrapunga

NEVER NEVERWARD

YUGUL MANGIWARD

SOUTH WESTWARD

Numbulwar


WARD

Katherine

Council Services CoordinatorBarunga/Manyallaluk

Council Services CoordinatorBorroloola

Council Services CoordinatorBeswick

Council Services CoordinatorNgukurr

Council Services CoordinatorBulman

Council Services CoordinatorNumbulwar

Council Services CoordinatorMataranka/Jilkminggan

Area ManagerCentral Arnhem

Area ManagerRoper

Director of Council and Community Services

SECTION 2 | SERVICE DELIVERY 41

Baru

nga

Besw

ick

Borr

oloo

la

Bulm

an

Jilkm

ingg

an

Man

yalla

luk

Mat

aran

ka

Ngu

kurr

Num

bulw

ar

Binj

ari

Dal

y W

ater

s

Larr

imah

Min

yerr

i

Robi

nson

Ri

ver

Ura

pung

a

Bada

war

rka

Bagh

etti

Barr

apun

ta

Boom

eran

g La

goon

Cost

ello

Jode

tluk

(G

orge

Cam

p)

Kew

ulyi

Mol

e H

ill

Mob

arn

Mou

nt C

att

Mul

gan

Ca

mp

Nul

awan

Num

mer

loor

i

Wer

enbu

n

CORE SERVICES

Administration of Local Authorities, advisory bodies and management committees √ √ √ √ √ √ √ √ √ √

Administration of local laws √ √

Advocacy and representation on local and regional issues √ √ √ √ √ √ √ √ √ √ √ √ √ √

Animal Control √ √ √ √ √ √ √ √ √

Asset Management √ √ √ √ √ √ √ √ √ √ √

Civic events √ √ √ √ √ √ √ √

Customer relationship management, including complaints and responses √ √ √ √ √ √ √ √ √ √ √ √ √ √

Fleet, plant and equipment maintenance √ √ √ √ √ √ √ √ √ √ Governance: including administration of council meetings, elections and elected member support √ √ √ √ √ √ √ √ √ √ √ √ √ √

Library and cultural heritage services √ √ √ √

Lighting for public safety/ Street lighting √ √ √ √ √ √ √ √ √ √ √

Local Authority √ √ √ √ √ √ √ √ √ √

Local emergency services √ √ √ √ √ √ √ √ √

Local road upgrade and management √ √ √ √ √ √ √ √ √ √ √ √

Maintenance and upkeep of parks, ovals and gardens √ √ √ √ √ √ √ √ √ √ √ √

Maintenance and management of Cemeteries √ √ √ √ √ √ √ √ √ √ √

Maintenance and upgrade of Infrastructure √ √ √ √ √ √ √ √ √ √ √ √

Public and corporate relations √ √ √ √ √ √ √ √ √ √ √ √ √ √

Traffic Management √ √ √ √ √ √ √ √ √

Training and employment of local people in council operations √ √ √ √ √ √ √ √ √

Waste Management Services √ √ √ √ √ √ √ √ √ √ √

Weeds control and fire hazard reduction in and around community areas √ √ √ √ √ √ √ √ √ √ √

AGENCY SERVICES

Centrelink Agency / Access point √ √ √ √ √ √ √ √

Community Development Programme √ √ √ √ √ √ √ √ √ √ √ √ √

Community Home Support Programme (CHSP) √ √ √ √ √ √ √ √

Crèche √ √ √

Home Care Packages √ √ √ √

Media Services (IBP) √ √ √ √ √

School Nutrition Program √ √

Sport and Recreation √ √ √ √ √ √ √ √ √

Youth Services √ √ √

COMMERCIAL SERVICES

Airstrip maintenance and reporting √ √ √ √ √ √ √ √

Australia Post √ √ √ √ √ √ √ √

Homeland (Outstation) Services √ √ √ √ √ √ √ √ √ √ √ √ √

Territory Housing Contracts √ √ √ √ √ √ √ √

OTHER SERVICES

Animal Health Program √ √ √ √ √ √ √

Management and upkeep of swimming pool √ √

2.1 SERVICE DELIVERY LOCATIONS

2.2 SERVICE DELIVERY LOCATIONS


Baru

nga

Besw

ick

Borr

oloo

la

Bulm

an

Jilkm

ingg

an

Man

yalla

luk

Mat

aran

ka

Ngu

kurr

Num

bulw

ar

Binj

ari

Dal

y W

ater

s

Larr

imah

Min

yerr

i

Robi

nson

Ri

ver

Ura

pung

a

Bada

war

rka

Bagh

etti

Barr

apun

ta

Boom

eran

g La

goon

Cost

ello

Jode

tluk

(G

orge

Cam

p)

Kew

ulyi

Mol

e H

ill

Mob

arn

Mou

nt C

att

Mul

gan

Ca

mp

Nul

awan

Num

mer

loor

i

Wer

enbu

n

CORE SERVICES

Administration of Local Authorities, advisory bodies and management committees √ √ √ √ √ √ √ √ √ √

Administration of local laws √ √

Advocacy and representation on local and regional issues √ √ √ √ √ √ √ √ √ √ √ √ √ √

Animal Control √ √ √ √ √ √ √ √ √

Asset Management √ √ √ √ √ √ √ √ √ √ √

Civic events √ √ √ √ √ √ √ √

Customer relationship management, including complaints and responses √ √ √ √ √ √ √ √ √ √ √ √ √ √

Fleet, plant and equipment maintenance √ √ √ √ √ √ √ √ √ √ Governance: including administration of council meetings, elections and elected member support √ √ √ √ √ √ √ √ √ √ √ √ √ √

Library and cultural heritage services √ √ √ √

Lighting for public safety/ Street lighting √ √ √ √ √ √ √ √ √ √ √

Local Authority √ √ √ √ √ √ √ √ √ √

Local emergency services √ √ √ √ √ √ √ √ √

Local road upgrade and management √ √ √ √ √ √ √ √ √ √ √ √

Maintenance and upkeep of parks, ovals and gardens √ √ √ √ √ √ √ √ √ √ √ √

Maintenance and management of Cemeteries √ √ √ √ √ √ √ √ √ √ √

Maintenance and upgrade of Infrastructure √ √ √ √ √ √ √ √ √ √ √ √

Public and corporate relations √ √ √ √ √ √ √ √ √ √ √ √ √ √

Traffic Management √ √ √ √ √ √ √ √ √

Training and employment of local people in council operations √ √ √ √ √ √ √ √ √

Waste Management Services √ √ √ √ √ √ √ √ √ √ √

Weeds control and fire hazard reduction in and around community areas √ √ √ √ √ √ √ √ √ √ √

AGENCY SERVICES

Centrelink Agency / Access point √ √ √ √ √ √ √ √

Community Development Programme √ √ √ √ √ √ √ √ √ √ √ √ √

Community Home Support Programme (CHSP) √ √ √ √ √ √ √ √

Crèche √ √ √

Home Care Packages √ √ √ √

Media Services (IBP) √ √ √ √ √

School Nutrition Program √ √

Sport and Recreation √ √ √ √ √ √ √ √ √

Youth Services √ √ √

COMMERCIAL SERVICES

Airstrip maintenance and reporting √ √ √ √ √ √ √ √

Australia Post √ √ √ √ √ √ √ √

Homeland (Outstation) Services √ √ √ √ √ √ √ √ √ √ √ √ √

Territory Housing Contracts √ √ √ √ √ √ √ √

OTHER SERVICES

Animal Health Program √ √ √ √ √ √ √

Management and upkeep of swimming pool √ √


2.3 SERVICE DELIVERY ADDRESSING STRATEGIC GOALS AND PERFORMANCE MONITORING

Bulman

Beswick

Minyerri

Jilkminggan

Larrimah

Daly Waters

Mataranka


Barunga

NYIRRANGGULUNG WARD

Robinson River

Borroloola

Numbulwar

Ngukurr

NEVER NEVERWARD

YUGUL MANGIWARD


WARD

SOUTH WESTWARD

Katherine municipality





HUMAN RESOURCE

MANAGEMENT

GOVERNANCE, CORPORATE

PLANNING AND COMPLIANCE

FINANCIAL MANAGEMENT

INFORMATION TECHNOLOGY

(IT)

COUNCIL SERVICE DELIVERY CENTRES

ASSET

MANAGEMENT

OUTSTATIONS

ENVIRONMENTAL AND ANIMAL

MANAGEMENT

YOUTH SERVICES

COMMUNITY SAFETY

COMMUNITY SERVICES

SPORTS AND RECREATION

CONTRACTS

TECHNICAL SERVICES

COMMUNITY DEVELOPMENT

PROGRAM

MECHANICAL WORKSHOP

WORK HEALTH & SAFETY (WH&S)

PROJECT MANAGEMENT

Roper Gulf Regional Council strives for a high standard of service delivery for the residents of the Roper Gulf region. RGRC will work in cooperation with other councils, government agencies and other organisations to further improve the level of service delivery in communities.

STRATEGIC PROGRAMS are developed at a directorate level with guidance from the RGRC Strategic Plan 2013-16. Strategic Programs are formulated to deliver a service specially targeted to a locality or region.

KEY PERFORMANCE INDICATORS: KPI reports are provided to Council at it’s OCM following the end of each quarter. Performance measures contain three variables collected to enable measurement of the Regional Council’s performance.

BASELINE DATA is the raw data required to compute efficiency and effectiveness.

EFFECTIVENESS is about the effect that initiatives have had on particular parameters. These results can be mapped over the years to show trends which will lead to measuring efficiency.

EFFICIENCY is about being cost effective and increasing value for money.


GOAL ONE Strong leadership through good governance, strong financial management, corporate planning and operational support

STRATEGIC PROGRAMS 2016-17• Strengthening Elected Members and Local

Authorities• Youth Leadership Program• Workforce Development Plan• Employee Incentive Program• Induction Program

• Communication and Connectivity• Risk Management Plan• Safety Management System• Records Management• Financial Management• Internet Connection

BASE MEASURE• Total council expenditure• Amount of depreciation• Amount of rates outstanding • Total rates for the year• Amount of outstanding payments to creditors 30 days• Amount of outstanding payments >30 day debtors• Total surplus or deficit for the period• Cash balance at the end of the period• Amount of Current Assets• Amount of Current Liabilities• Attendance of elected members at the Ordinary

meeting of Council • Number of Local Authority meetings held on

scheduled date • Number of newsletters produced annually • Number of staff at the end of period• Number of staff leaving in the period• Number of new staff in the period• Number of Indigenous staff in the period• Number of vacant positions at the end of the period• Number of community positions filled by local people

EFFECTIVENESS• Actual and percentage rates recovery• Financial ratios • Community employment percentages• Percentage attendance rates for Elected Members at

Council Meetings• Percentage of Local Authority meeting actually held

against scheduled• Community employment percentages• Staff retention rate across RGRC

EFFICIENCY INDICATOR• Increase in rates recovery from previous year• Financial ratio improvement• 100% attendance of elected members at the Ordinary

Meeting of the Council• All ten Local Authorities complete four meetings in

a year• 100% compliance with the Local Government Act• Reduce in vacancy rate by 10%• Reduce turnover by 5%• Completion of workforce plan• Completion of review of all policies and procedures

WORK HEALTH AND SAFETY• 5% per annum increase in hazards reported • 10% reduction in recordable injury frequency rate• 10% per annum reduction in incidents of property

damage• Zero significant incidents• Zero fatality


GOAL TWO To protect and care for our physical environment

STRATEGIC PROGRAMS 2016-17• Right Path Project• Light Up The Dark Spot Program• Regional Waste Management Strategy• RGRC Green Plan renewal• Sport and Recreation Facility Master Plan

• Cemetery Management• Cultural Heritage Projects• Animal Management Program• Strategic Weed Control Program• Service Level Plan

BASE MEASURE• Number of project plans completed for the priority

projects as endorsed by Local Authorities• Number of priority projects commenced • Amount of energy costs x location• Amount of water usage x location• The number of actual weekly rubbish pickups • Volume of waste dumped at the landfill by the kerb

side pickup service• Volume of commercial waste dumped at the landfill

by businesses and service providers• The number of kilometres of road requiring

maintenance for the current year• The number of kilometres of roads actually

maintained in the year x location by category

EFFECTIVENESS• Percentage of project plans completed against the

number of priority projects listed for the year• Number of projects commenced against the

completed plans

EFFICIENCY INDICATOR• Percentage reduction in energy consumption• Percentage reduction in water consumption• Percentage reduction repairs and maintenance costs • Increased service levels

• rubbish pickups • community aesthetics• road maintenance• waste management • customer service

• Number of infrastructure projects funded externally • Total amount of infrastructure projects




GOAL THREE Safe, strong and vibrant communities

STRATEGIC PROGRAMS 2016-17• Build capacity and community participation in

employment pathways • Help our children get a good start to life • Support our young people to achieve their ambitions

through training, work experience and education.• Provide a high quality Community Night Patrol

Service

• Support communities to care for their Aged and Disabled

• Support community involvement in Sports, Recreation and Cultural events

• Attract and retain a skilled local workforce • Ensure a safe work environment

COMMUNITY DEVELOPMENT PROGRAMME• Percentage of eligible job seekers have been

provided with monthly contact (Target 100%)• Percentage of eligible job seekers identified

as requiring a driver’s licence in their job plan undertaking a driver’s licence assessment every six months (Target 15%)

• Percentage of eligible job seekers identified as requiring literacy, language or numeracy training have received such training (Target 100%)

• Percentage of eligible job seekers placed in employment that are provided with quality post placement support (Target 100%)

• Number of eligible job seekers supported to apply for vacancies and paid work assignments

• Percentage of WfD participants that have been placed in one or more activities, sufficient to their participation requirement (Target 100%)

• Percentage of attendance of all WfD participants in activities (Target 100%)

• Percentage of activities appropriate to WfD participants, local labour market and the community (Target 100%)

• Percentage of the regional employment target is met (Target 100%)

REMOTE SCHOOL ATTENDANCE STRATEGY • Number of staff employed by the Remote School

Attendance Strategy• Number of children helped to get to school during

the quarter• Number of referrals to other services/authorities• Number of events held at communities to support

and promote school attendance• Number of new school enrolments as a result of

assistance from the RSAS team• Number of families informed of attendance

requirements and available assistance during the quarter

HOME AND COMMUNITY CARE• Number of Aged Care clients assisted• Number of Aged Care events / service instances

delivered• Percentage of Aged Care participants from priority

target groups / communities• Percentage of Aged Care clients achieving improved

independence, participation and well-being• Percentage of Aged Care clients achieving individual

goals related to independence, participation and well-being

DISABILITY IN-HOME SUPPORT • Number of DIHS clients accessing the service• Number of hours of attendant / personal care DIHS

provided• Number of new DIHS clients • Total number of DIHS clients on the waitlist• Number of meals to DIHS clients• Percentage of DIHS clients achieving their individual

support plan goals• Number of one way transport trips Monday to Friday

to DIHS clients• Hours of social inclusion for DIHS clients

INDIGENOUS BROADCASTING PROJECT• Indigenous broadcasting and communication services

are available, supported or enhanced for 2 hours per day

• Number of Indigenous people employed in delivery of the IBP

• Percentage of Indigenous people employed in delivery of the IBP

• Number of IBP employees undertaking training and development

• Number of IBP employees graduations


CRÈCHE SERVICES• Number of Crèche services engaging in quality

improvement activities• Number of Crèche services that have developed and

implemented a Quality Improvement Plan• Number of Crèche services using an approved

learning framework when developing the educational programme

• Number of Crèche services employing educators with an early childhood or education related Certificate III or higher qualification

SCHOOL NUTRITION PROJECT• Number of students provided meals five days a week

during the school terms for SNP• Number of quarterly reports to the Local Authority on

the % of parent participation and number of meals provided at each site for SNP

• Percentage of Indigenous people employed in delivery of the SNP Project

• Feedback survey on quality of meals provided

OUTSIDE SCHOOL HOURS CARE• Number of OSHC services engaging in quality

improvement activities• Number of children attending the OSHC service• Number of OSHC services which has developed and

implemented a Quality Improvement Plan• Number of OSHC services using an approved learning

framework when developing the educational programme

• Number of OSHC services employing educators with an early childhood or education related Certificate III or higher qualification

INDIGENOUS SPORT AND RECREATION PROJECT• Number of Indigenous staff who have successfully

completed Accredited and non-Accredited training in coaching / officiating or similar that enhances ISRP service delivery

• Number of Sport and Recreation activities Indigenous community members participated in during the agreed five days per week of operation for the reporting period

• Number of Indigenous people participating in the Sport and Recreation activities compared with the agreed target of 4,000 male and female participants in each activity

REMOTE SPORT PROGRAM• Number of employed staff to deliver regular organised

sporting competitions• Increase in regular sporting competitions

• Number of staff participating in training and development

• Number of community members participating in training and development

• Number of coaches, umpires and scorers to officiate community competitions

• Number of athletes, coaches, umpires and scorers to represent their region at regional sporting tournaments

ALCOHOL AND OTHER DRUGS AWARENESS PROGRAM• Number of Youth Diversion staff trained with current

First Aid Certificate and working towards Cert III in AOD/Community Health

• Hours per client used for education• Number of episodes involving identified vocational

and/or educational programs: education or training employment skills, living skills, physical exercise and other recreational activities

• Number of episodes involving identified cultural activities

• Number of clients receiving counselling and case management

• Number of hours spent on counselling and case management

COMMUNITY NIGHT PATROL • Number of Indigenous staff who have attained Cert III

in Community Night Patrol• Number of Community Night Patrols delivered per

week per location• Number of Indigenous clients participating in

Community Night Patrol service

FINANCIAL INDICATOR• Percentage of targeted income YTD• Budget utilisation rate YTD• Percentage actual costs against budgeted cost YTD• Value of agency services allocations for internal

Council services• Value of returned agency funding• Actual v’s budget report for the period• Value of attendance fees collected




GOAL FOUR Support employment, training and economic development

STRATEGIC PROGRAMS 2016-17• Future Employment Programs• Technical Services Employment Programs• Outstation Services• Government and Commercial Contracts• Economic Growth and Employment Projects

• Energy Efficient Programs• Road Maintenance Plan• Assets Audit• Assets Management and Maintenance Plan• Safety in all Activities

BASE MEASURE• Total amount of funds generated from all external

contracts/services - Increase annually of 10%• Number of Tenancy Management requests compared

to number of tenancy management requests acted upon is not greater than 20%

• Deliver 100% breakeven cost structure for Council assets

• Indigenous permanent staff turnover is less than 25% per annum

• Total number of visitor accommodation utilised compared to availability• Rooms per night• Occupancy per night

• Ratio of internal to external work carried out by Council Mechanical Services

EFFECTIVENESS• Increase in vocational Indigenous training programs

offered through Directorate increase 10% per annum• 90% of contracts and projects completed within

budget• Number of contracts in budget• Number of contracts outside budget• 100% of streetlights and new air conditioners

installed are energy efficient• Local unsealed roads are graded/maintained not

more than 3 times per year

• 100% of all Council electrical equipment, smoke alarms, fire equipment and RCDs are inspected within policy timeframes

• Council wide repairs and maintenance requests and costs reduce by 5% annually

EFFICIENCY• Percentage completion of long term asset

management plans for all assets• Total number of assets /completed plans• 5% increase in RGRC Technical Services Operations• Increase in net profit from previous year – target

increase more than 10%• Reduction in utility charges – more than 10%• Panel of contractors utilised for more than 80% of

council external works• More than 90% of fleet are serviced within mileage/

timeframes to increase preventative maintenance




2.4 SWOT ANALYSIS FOR SERVICE DELIVERY

STRENGTHS STRATEGY RESPONSIBILITY

Financial performance • Continually review financial policies to ensure compliance with legislation and accounting standards

• Regular review of financial reports against budget• Ensure through the budget process that all programs are fully

funded• Not to accept contracts or agency services that are not fully

funded• Partially funded annual depreciation expense• No expenditure outside budget

Director Corporate Governance Finance ManagerFinance committeeManagers

Financial reporting • Continue to review our financial reporting process Director Corporate Governance Finance Manager

Governance and Corporate Planning

• Continue to align the grants and project management resources to deliver on Town Priority Projects

• Improve focus area reporting• Continue professional development of Councillors• Continue professional development of Corporate Governance

staff• Improve corporate communication strategies and activities• Annual review of policies• Review record management process

Director Corporate Governance

Governance Manager

Investment strategy • Continue with current strategy Finance Manager

Fleet management • Continue vehicle replacement program• IVMS• Continue regular maintenance program• Ensuring all vehicles are fit for purpose


Asset Manager

ICT Systems – one platform for Finance, HR, Asset and WHS management systems

• Continue configuration and implementation of the Technology 1 product across Finance, HR, Asset and WHS

• Investigate the utilisation of the Technology 1 product for grants management and project management


WHS management and awareness

• Continue the high level extension of the Katherine team to the communities

• Increase Councils awareness of their obligation as leaders in relation to the organisations WHS performance

Strategic Leadership Team

Australian Government and NTG on local infrastructure upgrades in remote locations

• Continue to align governments Developing the North Strategies to Council’s local infrastructure development priorities

• Develop a Long Term Financial and Asset Management Plan


Involvement in the Big Rivers Region Waste Management Reference Group

• Development of the Big Rivers Region Waste Management Strategy

• Maintain our membership and engagement in the Big Rivers Region Waste Management Coordination project

• Deliver on the Regional Waste Management Facility in Mataranka

Director Council and Community Services

High value procurement

• Maintain the use of the Tenderlink and Local Buy Strategic Leadership Team


STRENGTHS STRATEGY RESPONSIBILITY

Regional office infrastructure

• To implement a staged development plan for 2 Crawford St • Undertake investigations and long term planning for current

premises in Katherine


Contract Management and Service Delivery

• Improve our contract management system and capabilities• Implement continual improvement processes for contract

management

Director Commercial Services

Organisational capacity for service delivery

• Maintain organisational accreditations• Continue to advocate our organisations capabilities


Development of long term infrastructure plans

• Investigate implementation of the GIS system for our assets • Undertake audit of fixed assets and facilities and incorporate

into long term plans• Update asset management plans to include long term asset

management strategies


Asset Manager

Animal health program has reduced population and increased health

• Introduce a user pay system to ensure the sustainability of this program


Litter management • Introduce a container deposit scheme which will potentially reduce the litter stream by 90%


Local Authority support • Continue professional development of members and local admin support staff

Director Corporate GovernanceGovernance Manager

Presence in Indigenous remote communities

• Maintain our existing position, identify gaps and improve the functionality of our current assets


Knowledge of our leader

• Utilise the knowledge of our local leaders in a comprehensive orientation program


WEAKNESSES STRATEGY RESPONSIBILITY

Assets with no operational funding

• Investigate strategies to increase operational funding through user pay, and funding options

• Continue to impress on the Council the opportunity cost of accepting capital infrastructure for unviable assets


Operational Planningand reporting

• Development of annual operational plans • Monthly review of compliance with operational plans


Asset replacement reserve is less than accumulated depreciation

• Establish infrastructure renewal fund • Budget for full funding of annual depreciation expense• Transfer any operational surplus to the asset replacement

reserve


Finance Manager

Fixed asset management such as roads and facilities

• Utilising asset management systems identify high priority needs • Develop asset management systems to utilise audit information


Recruitment and retention of suitably qualified staff

• Development of workforce development plan• Develop succession planning policy• Develop and implement a reward and recognition program



WEAKNESSES STRATEGY RESPONSIBILITY

WHS organisational culture

• Demonstrate improved WHS leadership in all directorates Strategic Leadership Team

Risk management • Review and implement a Risk Management Plan for the organisation

• Develop an internal audit program


Organisational Structure • Managers matrix implementation to continue to improve communication and coordination

• Engage an external workplace consultant to analyse and recommend a “best fit” organisational structure model


Low cost procurement • Develop rigorous procedures for procurement to capitalise on the high volume of goods and services and increase “Value for Money “


Asset repairs and maintenance

• Develop thorough procedures to improve efficiencies in our asset maintenance program


Asset Manager

Development opportunity for middle managers and emerging managers

• Create a Leadership Management Program Strategic Leadership Team

Lack of service delivery standards

• Create service delivery standards across core and agency services


Aging IT infrastructure • Develop IT infrastructure replacement plan Director Corporate Governance

Other agencies working with Council

• Develop communication and coordination process between agency and core services


Non-compliance with agency services contracts

• Develop and implement a compliance internal audit system Director Corporate Governance

Council accepting contracts that cost shift to council

• Providing frank and fearless advice on the consequence of accepting inadequately funded programs


Induction and performance management processes

• Develop a comprehensive regional and local multi-faceted orientation and induction program for all staff including cross cultural training

• Develop a “Welcome” booklet for all staff



OPPORTUNITIES STRATEGY RESPONSIBILITY

Prioritise our road projects expenditure

• Utilise the new roads and stormwater audit to prioritise expenditure

Director Council and Community Services Director Commercial ServicesFinance Manager

Shared services with other councils

• Discuss with adjoining Councils opportunities for shared services


Attainment of more Government contracts

• Lobby the Government to demonstrate our capacity to deliver more contracts on their behalf


Look at other investment opportunities

• Review investment policy and seek expert advice on potential investments


Extend resource distribution from Mataranka

• Investigate and design a master plan to rationalise the Council office, museum and municipal yard in preparation for the development of a resource distribution centre on Council’s special purpose lease


Growth town opportunities for increased economic development translating to jobs and resources

• Work with Government to develop long term economic plans for Borroloola, Numbulwar and Ngukurr


Engage youth in Council decision making processes

• Ensure that at least two members of each Local Authority are under the age of 25 and represent the youth of their communities

• Council youth programs to develop through community consultation of long term youth needs plans for assets and activities



Increase ability to influence Government policy

• Ensure that Council monitors communications from Government and advocates community issues relating to Government policy

CEO


THREATS STRATEGY RESPONSIBILITY

Inadequate own source revenue • Review Rating Policy with a view of increasing rates in line with other Local Governments

• Review investigates in line with Investment Policy• Continue to explore commercial opportunities

Director Corporate Governance Finance ManagerDirector Commercial Services

Funding Agencies are not recognising the real cost for facility use

• Fully cost all funding offers including asset expense prior to acceptance of the offer

• All Funding Agreement negotiations to be undertaken with a minimum of cost neutral outcome

All DirectorsFinance Manager

Continued low interest rates is reducing return on investment

• Review investment in line with Investment Policy Director Corporate GovernanceFinance Manager

Conditional rating • Advocate for the abolition of Conditional Rating Mayor CEO

Reliance on grant and agency funding

• Review Rating Policy with a view of increasing rates in line with other Local Government

• Review investment in line with Investment Policy• Continue to explore commercial opportunities

Director Corporate Governance Finance Manager


Some remote service centre have no or limited ICT system – Bulman, Borroloola

• Continue to advocate for better ICT infrastructure for remote communities


Development of By-Laws • Continue to cooperate with LGANT and the NTG on the development of By-Laws

Director Corporate GovernanceGovernance Manager

Government policy change • Stay aware of discussion of Government policy and influence discussion through the use of media, social media, advocacy and lobbying of stakeholders

Mayor Executive

Current unimproved capital value by the Valuer General

• Advocate that the unimproved capital value valuations are excessive and do not reflect the downward price trend in the region.

Mayor Executive

Cost of Indigenous Broadcasting Program

• Explore cost effective options to continue program Director CouncilCommunity Services

Cost shift to local government • Fully cost all funding offers including asset expense prior to acceptance of the offer

• All Funding Agreement negotiations to be undertaken with a minimum of cost neutral outcome

• Stay aware of discussion of Government policy and influence discussion through the use of media, social media, advocacy and lobbying of stakeholders

Mayor Executive

Wet season access • Improve logistical and service delivery planning to mitigate isolation caused by environmental factors

All Directors

Workforce participation in local government area

• Improve employee engagement through the development and implementation of an:

• Employee Engagement Plan• Employee Reward and Recognition Plan• Employee Training and Development Plan



2.5 TOWN PRIORITIESEach community within the Roper Gulf region is unique. Town Priorities give the members of these communities the opportunity to express what is important to them and the areas in which they would like to see improvement. Consultations with RGRC residents, stakeholders, Local Authorities, Elected Members of Council and staff have ensured the listed priorities are up to date and relevant.

The projects included on these Town Priority lists are not necessarily included in this year’s budget, unless it states so. RGRC will be actively seek funding for those priorities throughout 2016-17.

TOWN PRIORITIES are divided into Core Services, Agency Services, Commercial Services and Other/Advocacy to ensure easy delegation and management through the directorate structure once funding has been secured.

CORE SERVICES are those services defined by Council in this Regional Plan.

AGENCY SERVICES are services that RGRC have agreed to deliver on behalf of other Government Agencies on a fee-for-service basis. It is anticipated that these services would be fully funded by the relevant agency and that funding would include a contribution to administrative costs and land lease arrangements associated with delivering these services.

COMMERCIAL SERVICES are similar to Agency Services however the intention is to make these contracts profitable by ensuring efficiencies are gained and maintained. These contracts are not designed on a ‘cost recovery’ basis only. Any surplus from these contractual arrangements is used to improve services to community and strengthen the organisations financial sustainability.

OTHER SERVICES are services performed by RGRC that are not core services. They are not services delivered on behalf of another organisation nor do they make a profit to help fund its operations or contribute to other services.

ADVOCACY from RGRC occurs on behalf of RGRC residents on a range of issues that are not Core, Agency or Contractual services of RGRC.

FUNDING SOURCE in the Town Priority table denotes how RGRC has planned to perform the project listed under the Town Priority list.

RGRC is continually searching for other means to fund the town priority projects. Grant opportunities from the Australian Government, Northern Territory Government and philanthropic organisations are continuously being sought after.


BARUNGANYIRRANGGULUNG WARDOTHER NAMES: Bamyili

LOCATION: Barunga is located 80 kilometres southeast of Katherine on the Central Arnhem Highway and only 31 kilometres from Beswick (Wugularr).

TOTAL POPULATION: 313 (2011 Census)

TOTAL INDIGENOUS POPULATION: 285 (2011 Census)

MEDIAN AGE: 24 years (2011 Census)

POPULATION CHANGE SINCE 2006: 10.9% increase (2011 and 2006 Censuses)

SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Barunga including road maintenance and repair, traffic management, rubbish collection, airstrip maintenance and repair, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink and

community care programs for the elderly on behalf of other government agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Barunga.

Located in Barunga are a Health Clinic, School, Store, Airstrip and a Police Station located at Maranboy, approximately eight kilometres from Barunga.

There are currently two public telephones in Barunga and also Telstra 3G Telephone and Internet coverage. Digital television is connected to all homes and local radio is provided through Roper Gulf Regional Council’s Indigenous Broadcasting Program (IBP).

MAJOR EVENT: The Barunga Festival, one of Australia’s longest running Indigenous festivals, is held annually on the Queen’s Birthday long weekend in June. The Festival, an alcohol free event, highlights and celebrates the music, sport and Culture of the region.


CORE SERVICES

PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS

OR PARTNERSFUNDING SOURCE

Right Path Project: Footpaths around the town to enable old people and children to move through the township without having to use roadways starting at the store.

2016-17 DCG To be sourced

Entry grids and stock exclusion fencing 2016-17 DCG To be sourced

Improve traffic management at the store 2016-17 DCCS To be sourcedBasketball court fencing to mitigate balls and repairs to the basketball hoops

2016-17 DCG LA Project

Bin holders 2016-17 DCCS To be sourcedCemetery Project – Headstones, tables, shade, lights, water and toilet 2016-17 DCCS To be sourced

Animal Welfare 2016-17 DCCS BudgetBridge railing and signage at new crossing 2016-17 DCG To be sourcedFeasibility study for a full indoor, air-conditioned sports centre 2016-17 DCG To be sourced

Parkland and open space long term strategy to plant appropriate tree species

2016-17 DCCS To be sourced

Covering the stage 2016-17 DCG To be sourcedRefurbished outdoor court at school to complement the existing covered sports court


Barunga to be the District Hub for large sport and community events 2016-17 DCG LA Project

AGENCY SERVICES



Activities for 10-16 years old kids in the community to keep them engaged

2016-17 DCS S&R

Program for school leavers to have a future pathway Ongoing DCS CDP

OTHER SERVICES OR ADVOCACY ONLY

PROJECT DETAILS TIMEFRAME LEAD AGENCY

Community social club and promote responsible drinking – as part of the Alcohol Management Plan

2016-17 DoJ, DSS or DPMC,Sponsoring Club

Advocate for Vocational Child Care during school holidays 2016-17 DET

Fencing around dwellings 2016-17 DHsgAdvocate on behalf of tenants on storm drainage with Territory Housing houses where house pads not installed at the time of construction

2016-17 DHsg

Refurbished outdoor court at school to complement the existing covered sports court

2016-17 DoE

Barunga to be the District Hub for large sport and community events 2016-17 DSR


BESWICK (WUGULARR)NYIRRANGGULUNG WARDLOCATION: Beswick is located on the banks of the Waterhouse River, 118 kilometres southeast of Katherine on the Central Arnhem Highway. Beswick is only 31 kilometres from Barunga.

OUTSTATION: Bishop Bore




Population Change since 2006: 30.95% increase (2011 and 2006 Censuses)

SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Beswick including road maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed maintenance, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink and community care programs for

the elderly and the children on behalf of other government agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Beswick.

Located in Beswick are a Health Clinic, School, Store, Arts Centre, small Motel and a Police Station located at Maranboy.

There are currently two public telephones in Barunga and Telstra 3G Telephone and Internet coverage. Digital television is connected to all homes and local radio is provided through Roper Gulf Regional Council’s Indigenous Broadcasting Program (IBP).

MAJOR EVENT: The ‘Walking with Spirits’ cultural festival is held annually in late July and features Traditional Corroborree, songs, stories and dance. The location of this festival is the Beswick Falls, open to the public only once a year for this event.


CORE SERVICES

PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS OR PARTNERS

FUNDING SOURCE

Entry Grids and stock exclusion fencing 2016-17 DCG To be sourcedWater Park 2016-17 DCG/Outback Store To be sourcedUpgrade Infrastructure - Provide safe, secure and quality infrastructure to areas of high volume activity


Solar Lights at designated areas to target hidden dark spots 2016-17 DCG To be sourcedFormalise landscapes through tree planting, pathways, drinking fountains, park benches, shade area, community barbeque area, bollards and parking areas


Storm water drainage in new sub-division. 2016-17 DCS To be sourcedCemetery Project – Headstones and Surrounds 2016-17 DCCS To be sourcedUpgrade the intersection at new subdivision and Central Arnhem Road

2016-17 DCS To be sourced

Right Path Project 2016-17 DCG BudgetTown Street Signage 2016-17 DCCS To be sourcedRelocate Oval – Feasibility study 2016-17 DCG To be sourcedExisting Oval realign drainage, expansion width 110m, overlay for future softball, install amenities block


Upgrade Cemetery Road 2016-17 DCS To be sourced

AGENCY SERVICES


FUNDING SOURCE

Driver education to reduce number of accidents caused from unlicensed, intoxicated, speeding drivers


Cultural education for Young including School 2016-17 DCCS To be sourcedSkate park 2016-17 DCG To be sourcedYouth Space - S&R plan–build on existing old outdoor court–expand existing slab, shade & water, Skate/BMX portable units





Central Arnhem Road traffic calming devices 2016-17 DoIReconstruct Central Arnhem Road – upgrade road to landfill 2016-17 DoIUpgrade of Waterhouse River Bridge 2016-17 DoI

Helipad 2016-17 DoIRelocate sewerage ponds 2016-17 PAWA

Recognise, respect and celebrate activities that are of importance to Community members in their area

2016-17 Housing Reference Group

Literacy and numeracy program for older kids 2016-17 Mission AustraliaResolve issue of Lot 3 – Single Men’s Quarters 2016-17 NLC

Support the Social Club – Family Friendly 2016-17 Outback StoresClub house at oval including toilets and shower 2016-17 DSRAirstrip upgrade 2016-17 DoI


BORROLOOLASOUTH WEST GULF WARDLOCATION: Borroloola is situated on the eastern coast of the Northern Territory on the Gulf of Carpentaria and on the banks of the McArthur River. Borroloola is 670 kilometers east south east of Katherine. In addition to the Borroloola town centre, Borroloola includes Garawa Camp One, Garawa Camp Two, Yanyula Camp and Mara Camp.





SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Borroloola including road maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed maintenance, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation and governance support. Roper Gulf Regional Council operates a swimming pool and rubbish dump for effective waste management.

Mabunji Aboriginal Resource Indigenous Corporation is a provider of agency services such as: a Child Care Centre, an Aged Care Centre and Safe House, Arts and Craft Centre including Keeping Place, Sea Ranger Unit, Town Camp and Outstation, activities for CDP clients, nursery, mechanical workshop, and radio station.

Mabunji Aboriginal Resource Indigenous Corporation also assists Roper Gulf Regional Council with waste management through the collection of car bodies and transporting them to the Borroloola Dump.

Other services in Borroloola include a Police Station, School, Health Clinic, Motels, Caravan Parks, Cafés and Shops.

MAJOR EVENTS: Borroloola Show, Rodeo and Campdraft is an annual event in Borroloola. There are also various fishing competitions through-out the year as well as NAIDOC Celebrations. The Boona Boona Festival, Dancesite Festival and Celebrate Kids events are held annually.


CORE SERVICES

PROJECT DETAILS TIMEFRAMERESPONSIBILITY,

STAKEHOLDERS OR PARTNERS

FUNDING SOURCE

Storm water audit, water channelling and erosion control for existing drains


Town and Camp drainage plans 2016-17 DCS To be sourcedPool Canteen option of privatisation to provide income 2016-17 DCG To be sourcedTraffic Management Plan 2016-17 DCCS To be sourcedBy-laws for dog management 2016-17 DCG/DCCS BudgetLocal Authority Trainings on Governance and Project Management

2016-17 DCG Budget

Waste Management Strategy for Borroloola including links to Regional Strategy

2016-17 DCCS Budget

Flood Lights at Showgrounds 2016-17 DCG To be sourcedUpgrade Oval 2016-17 DCG To be sourcedLocal event planning and support 2016-17 DCCS To be sourcedEstablish a Tourist Information Bay and park areas including the “Dump Point”


New lights for town and suburb to eliminate dark spots and maintenance of existing lights


Showground’s Master Plan to include following elements:• new softball diamond• improve site drainage• Upgrade Cricket Club shelter as a shared facility• Resurface/ upgrade playing surface of oval• New shelter for spectators adjacent softball diamond• Upgrade toilet block and include showers for campers• Purchase new travelling irrigator• Lighting for softball diamond and oval


Youth Centre upgrades: • Shade cover or roof over both courts• Lighting for courts• Resurface courts• Replace current toilets• Expansion of building with larger covered space/ verandah

overlooking courts and relocate toilets to one side


Pool and Gym:• Develop a revenue strategy• Establish a community trust or collaborative fund to help

cover cost of staffing and operations• Increase linkage with training agencies and secure funding

for staff training and pool attendant courses• Introduce an entry fee as a flat rate of $3.00• All agencies that use the pool to pay for use• Develop community fitness and wellbeing programs • Develop social events/ programs that can be user pay• Reintroduce a kiosk at the pool• Do a business plan so a consistent funding model can be

followed over successive years



AGENCY SERVICES



FUNDING SOURCE

Support the operation of safe house for men, women and families and sobering up shelter

Ongoing DCS To be sourced

Anti-social behaviour management through agency program support




Advocate for more public housing– vacant blocks on Broad Street 2016-17 DoIDevelop further public internet access and upgrade mobile phone footprint 2016-17 TelstraProduce a Directory with information and map of the town 2016-17 DoIMara – Bing Bong road access in wet 2016-17 DoISearcy Street – Bing Bong road culverts 2016-17 DoIEncourage participation in business development opportunities 2016-17 DoBRaise weed issues at bridge and other areas with appropriate authority 2016-17 DoI

Encourage local businesses to set up a local Tourism Board and provide office space or demountable for Tourism Board

2016-17 TNT

Proposed Multi-Purpose Centre to include move youth programs to centre 2016-17 MRM

Sport and Recreation Programming:• Activity programs planned at community level and an interagency program• A local sport and recreation coordination group established to plan 3-6 months

blocks of activity and integrate calendars for better sharing and less duplication or double booking occurs, Members of group should include Council S&R staff, CSM, Moriarty Foundation, AFL Development Officer, School, Preventative Health, and other groups or agencies working in recreation, sport or active living.

2016-17 DSR


BULMAN & WEEMOLNYIRRANGGULUNG WARDOTHER NAMES: Gulin Gulin

LOCATION: Bulman is located 220 kilometers northeast of Katherine as the crow flies. Via road, Bulman is 312 kilometers from Katherine on the Central Arnhem Highway.

Weemol is an outstation of Bulman. It is located 3 kilometers north-west of Bulman off the Central Arnhem Highway.

OUTSTATIONS: Baghetti, Barrapunta, Gorpulyul, Mobarn, Momob and Mount Catt.

TOTAL POPULATION: 291 including Weemol Outstation (2011 Census)

TOTAL INDIGENOUS POPULATION: 275 including Weemol Outstation (2011 Census)



SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Bulman including road maintenance and repair, traffic management, rubbish collection, airstrip

maintenance and repair, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Bulman.

Located in Bulman are Health Clinic, School, Store, Airstrip and Police Station. Weemol relies on its services from Bulman.

There are currently two public telephones in Bulman. Digital television is connected to all homes and local radio is provided through Roper Gulf Regional Council’s Indigenous Broadcasting Program (IBP).

MAJOR EVENT: The Walaman Cultural Festival (Bulman Festival) is an annual event often held in July. The festival is largely run by community volunteers and gives the community members an opportunity to share their arts, crafts, talents and culture.


CORE SERVICES


FUNDING SOURCE

Drainage improvements near Council Offices and Workshop area. 2016-17 DCS To be sourced

Market Garden for Bulman 2016-17 DCCS To be sourced

Remove old playground and relocate to BBQ park 2016-17 DCG Budget

Upgrade Sport and Recreation Hall:• resurface the indoor court surface, • upgrade toilets an showers, • ventilation improvements, • landscaping, • half court on old outdoor court, • shade roof and verandah on oval side, • feasibility to widen the hall


Upgrade the Sports Oval:• repair fencing, • repair irrigation system, • re-level and refurbish the playing surface• install shaded spectator facility at hall• plant shade trees around oval• provide a second amenities block


Install speed bumps and signs 2016-17 DCS To be sourced



Homeland roads upgrades 2016-17 DLGCS

Housing upgrades and repairs 2016-17 DHsg

Support development of new Arts & Cultural Resource Centre at the old store by Walaman Festival 2016-17 DSS

Public toilet block for Bulman including wash house for festival patrons 2016-17 DoI

Airstrip facilities – Shelter, emergency phone and toilet at airstrip 2016-17 DoI

Access road to Airport from Central Arnhem Highway to be upgraded for all year round access

2016-17 DoI

Transitional Housing 2016-17 DHsg

Water quality improvement 2016-17 PAWA

Weemol



Public toilet block for Weemol including a laundry 2016-17 DCGUpgrade community space - mini oval 2016-17 DCG

Park improvement’s - furniture and beautification 2016-17 DCCS


DALY WATERSNEVER NEVER WARDLOCATION: Daly Waters is located in the Birdum region which stretches down the Stuart Highway from south of Mataranka to Newcastle Waters Cattle Station. The town of Daly Waters is 307 kilometres south of Katherine.

TOTAL POPULATION: 194 people reside in the Birdum Region (2011 Census) including 15 people from Daly Waters township.


SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Daly Waters including maintenance and upgrade of infrastructure, weed control and fire hazard reduction in and around the township as well as providing governance support.

Rubbish collection services and the upkeep of parks and gardens are provided by the Daly Waters Progress Association.

Also located in Daly Waters is a Store with fuel available, a Hotel, Caravan Park, Heritage listed Airstrip and Police Station.

MAJOR EVENT: The annual Rodeo and Campdraft on the May Day long weekend; and annual B&S Ball on Easter weekend are the major events for Daly Waters each year which draws locals and tourists to the small town’s showground.

CORE SERVICES


OR PARTNERS

FUNDING SOURCE

Signage at the Dump 2016-17 DCCS To be sourcedInstall a speedbump at the entrance to the town 2016-17 DCCS/ DCG To be sourcedFormalise the Dump and Waste Management Plan 2016-17 DCCS To be sourcedMetered lights at the Tennis Court 2016-17 DCG BudgetConsult with local community and stakeholders in relation to upkeep of tennis court and other public open spaces


OTHER SERVICE OR ADVOCACY ONLY



Reticulated sewerage system 2016-17 DHsgRoad repairs to the by-pass road to Kalala 2016-17 DoIWaste Management Strategy 2016-17 DoIDead Tree removal from the Old Police building 2016-17 PAWAFood/Camping/Hotel signs on the highway 2016-17 DoI


HODGSON DOWNS / MINYERRINEVER NEVER WARDLOCATION: Hodgson Downs is located 270 kilometres southeast of Katherine, 80 km from the Roper Highway.


OUTSTATIONS: Kewulyi




SERVICES: Roper Gulf Regional Council provides the Night Patrol, Community Development Program (CDP) and Territory Housing maintenance in Minyerri. All other services are provided by the Alawa Association. These services include, but are not limited to, road maintenance and repair, airstrip maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed management, assets and fleet management, sport and recreation.

Located in Minyerri are a Health Clinic, School, Crèche, Women’s Centre, Aged Care Facility, Store, Airstrip, a Police Station and a Water Park.



18 fences around dwellings 2016-17 DHsgMore housing to reduce crowding 2016-17 DHsgMorgue 2016-17 DHsgRoads and maintenance 2016-17 DoISafe House - Men/Women 2016-17 DHsgSolar lighting for streets 2016-17 ALAWAPublic Pay Phone 2016-17 TelstraNew Dump 2016-17 ALAWASolar Light at Kewuyli 2016-17 DLGCSSports oval staged plan:• Shade planting around perimeter of oval• Construct toilet block adjacent to the oval• Construct portable stands for spectators and shade shelter in convenient locations with a

good view of the oval• Continue planning to secure grant funding to construct shade over the Water Park • Investigate opportunities to fund a S&R officer with multi-agency partnership combining

smaller funding sources to achieve sufficient funds to employ someone• Establish a coordination group in the community with all Agencies, School and Alawa working

together to share ideas and resources to improve S&R programs in the community

2016-17 ALAWA


JILKMINGGANNEVER NEVER WARDOTHER NAMES: Djembere, Djilkminggan, Duck Creek and Jilkminggal

LOCATION: Jilkminggan is located 138 km southeast of Katherine and only 28 km from Mataranka.


OUTSTATIONS: Mole Hill




SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Jilkminggan including road maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink and Community Care Programs for

Children and Elderly on behalf of other government agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Jilkminggan.

Located in Jilkminggan are a Health Clinic, School and Store. A Police Station located at Mataranka, 28km from Jilkminggan. There is a public telephone in Jilkminggan. Digital television is connected to all homes.

CORE SERVICES


OR PARTNERS

FUNDING SOURCE

Footpaths next to main roads. 2016-17 DCG To be sourcedTraffic management - Parking area near Art Centre and Clinic 2016-17 DCCS To be sourcedUpgrade of fencing and condition of playing surface at the Oval 2016-17 DCG To be sourcedSport and Recreation precinct (oval, softball, outdoor court, S&R shed) Master Plan to consider:• minor configuration of oval so it can comply with standards to

host games• relocation of old softball nets to SE corner of oval area• resolve drainage issues• additional shade tree planting• integration with the sports court and shed should consider

development of single toilet and change block to service both field and court


Sports court lighting and covering with a fixed roof 2016-17 DCG To be sourced


CORE SERVICES


OR PARTNERS

FUNDING SOURCE

Sport and Recreation Hall upgrades:• complete roof insulation• Shipping container for storage to remove restriction on

opening the end doors to improve ventilation• Improve entry and office facilities to allow better supervision

and operation of the hall• Provide roller shutters or sliding glass windows for the

kitchen servery so the air-conditioning in the kitchen can work more efficiently

• Investigate other solutions to ventilation and cooling such as roof vents and evaporative cooling units


Culverts for Dump and Farm roads 2016-17 DCS To be sourcedInstall grids and stock exclusion fencing 2016-17 DCG To be sourcedNew Cemetery 2016-17 DCCS To be sourcedSolar Light for Bridge, Basketball court, small park behind Council Centre


Cemetery Project – headstones and surrounds 2016-17 DCCS To be sourced

AGENCY SERVICES


FUNDING SOURCE

Public toilet and shower at football grounds for visiting players 2016-17 DCG To be sourcedShed over the basketball court. 2016-17 DCG To be sourced

Play equipment at Sport and Recreation area, Bough Shed and Sungodown Camp


Roof lining and air-conditioning for Sports and Recreation Hall 2016-17 DCG To be sourcedShade shelter and seating at Football Oval 2016-17 DCG To be sourcedFormalised Youth & Men’s Group Programs 2016-17 DCCS To be sourced

A Vehicle for Sport & Recreation purposes. 2016-17 DCCS To be sourced



Water Park 2016-17 DLGCSMobile phone coverage tower. 2016-17 TelstraMore housing to reduce crowding. 2016-17 DHsg and DLGCSSingle Men’s and Women’s accommodation. 2016-17 DHsg and DLGCSLight at Pumping Station 2016-17 PAWAAccess to school sports court in the wet season and for children and youth programs

2016-17 DoE


LARRIMAHNEVER NEVER WARD

LOCATION: Larrimah is located in the Birdum region which stretches down the Stuart Highway from south of Mataranka to Newcastle Waters Cattle Station. The town of Larrimah is 182 kilometres south of Katherine and 76km south of Mataranka.

TOTAL POPULATION: 194 people reside in the Birdum Region (2011 Census) including 15 people from the township of Larrimah.


SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Larrimah including maintenance and upgrade of infrastructure, weed control and fire hazard reduction in and around the township as well as providing governance support.

Located in Larrimah are a Hotel, Café and Museum. A Police Station is located in Mataranka which is 76km to the north.

CORE SERVICES


OR PARTNERS

FUNDING SOURCE

Formalise the Dump and Waste Management Plan Ongoing DCCS BudgetContinue beautification of the Park area at Lot 62 with stage 1 and 2 of the irrigation


Internal road repairs Ongoing DCCS BudgetAssess the viability or sustainability of refurbishing the bore at the oval to provide irrigation for the field and public gardens

2016-17 DCG Budget



Clean up of Green Park Roadhouse 2016-17 DoIUpgrade and realignment of the Western Creek access road to Stuart Highway – including Repairs, maintenance and radio transmission

2016-17 DoI

Mobile phone services 2016-17 TelstraReplacement vehicle for the Larrimah Fire and Response Group (FERG) Unit 2016-17 NTPFES


MANYALLALUKNYIRRANGGULUNG WARD

OTHER NAMES: Eva Valley

LOCATION: Manyallaluk is located north east of Katherine. As the crow flies from Katherine to Manyallaluk the landscape is filled with rivers gorges and plateaus so road access requires heading south, then east, then north. Manyallaluk is half an hour’s drive from Barunga and one hour drive from Beswick (Wugularr).



SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Manyallaluk including road maintenance and repair, traffic management, rubbish collection,

airstrip maintenance and repair, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink and community care programs for the Elderly and Children on behalf of other Government Agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in Manyallaluk.

Other services in Manyallaluk include a Health Clinic, Primary School and Airstrip. Local Police are located at Maranboy half an hour back along the Central Arnhem Highway towards Barunga. There is currently one public telephone, and no fuel at Manyallaluk.


CORE SERVICES


OR PARTNERS

FUNDING SOURCE

Entry Grids and stock exclusion fencing 2016-17 DCG To be sourcedEstablish a network of paths throughout the town. 2016-17 DCG To be sourcedRoad upgrades • repair washouts and concrete, • bituminise• kerb and gutter


Local area traffic management – speed bumps, pedestrian crossing at basketball court and clinic


Cemetery Project – Headstones and surrounds 2016-17 DCCS To be sourcedTimers on the lights at the Basketball court 2016-17 DCG To be sourcedSports court area improvements:• Concrete work,• External lighting,• Better linkage of stage and covered area– Sport and Recreation Master Plan 2015

2016-17 DCG FACE; LA Project

Improvements to the swimming hole picnic area – Sport and Recreation Master Plan 2015


AGENCY SERVICES


OR PARTNERS

FUNDING SOURCE

Installation of Sports Oval between town and single men’s quarters


Water safety training with parents and children 2016-17 DCCS To be sourcedPark upgrades:• BBQ and Shelter• Sandpit• Fence park• Upgrade soft fall under swing


Upgrade concrete slabs to paint ball games and hop scotch etc. on them


Upgrade old Crèche for use as a Youth Centre 2016-17 DCG To be sourced


PROJECT DETAILS TIMEFRAME LEAD AGENCYIncrease housing 2016-17 DHsgPromote economic development potential for a localised mechanic at either Manyallaluk, Barunga or Beswick to service all three location

2016-17 DoB

Investigate feasibility of developing a rectangular field near the single men’s quarters

2016-17 DCG


MATARANKA (INCLUDING MULGGAN)NEVER NEVER WARD

LOCATION: Mataranka is located 110 kilometres south of Katherine on the Stuart Highway. In addition to Mataranka Town Centre, Mataranka also includes Mulgan Camp.




POPULATION CHANGE SINCE 2006: 5.6% decrease (2006 and 2011 Censuses)

SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Mataranka including road maintenance and repair, airstrip maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink on behalf of other Government Agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Mataranka.

Located in Mataranka are a Health Clinic, Rural Transaction Centre, a School, Shops, a Supermarket, Motels, Caravan Parks, an Airstrip, Hotel, Fuel and a Police Station.

There is currently one public telephone in Mataranka and also Telstra 3G Telephone and Internet coverage. Radio coverage is also available.

EVENTS AND RECREATION: Mataranka is a ‘must-see’ Northern Territory destination for domestic and international travelers alike. Boasting the Mataranka Thermal Pools, Bitter Springs, Historic Cemetery and buildings as well as an abundance of fishing and camping locations, Mataranka offers the true tropical, outback experience.

The Mataranka Community host the Never Never Festival. This festival showcases the arts, crafts and Culture of the Mataranka region in a friendly and relaxed location, the local park.

The annual rodeo and fishing competition draw a great crowd of locals and tourists with attendance growing with every year.


CORE SERVICES


OR PARTNERS

FUNDING SOURCE

Drainage at Elsey street 2016-17 DCS To be sourcedUpgrade toilets at Community Hall, add another toilet for wheel chair access and remove eucalyptus tree near


Re-develop Cemetery Management Plan at Mataranka. 2016-17 DCCS To be sourcedUpgrade play equipment at Sports and Recreation Grounds. 2016-17 DCG To be sourcedLot 84 - development of Regional Recycling Centre Business Plans

2016-17 DCCS Budget

Museum upgrade 2016-17 DCG To be sourcedUpgrade toilets at Sport and Recreation Grounds in consultation with LA move to a more suitable site


Park Upgrades:• Anthill• Water feature, statues using appropriate technology


AGENCY SERVICES


OR PARTNERS

FUNDING SOURCE

Multi-purpose court at old bowls club development feasibility study to include need, likely utilisation rates and options for meeting this need – Sport and Recreation Master Plan 2015

2016-17 DCG Partly funded



Land Release 2016-17 NTGTown Plan review and update 2016-17 DLPEThe development of a walking track from Bitter Springs to the Homestead 2016-17 TNTInvestigate options for Aged Care Facility and Child Care Centre 2016-17 DCCS


NGUKURRYUGUL MANGI WARD

LOCATION: Ngukurr is located 331 km southeast of Katherine on the Roper Highway.

OUTSTATIONS: Boomerang Lagoon, Badawarka, Costello, Lake Katherine, Manbu Manbu, Ngaliwan, Namaliwirri, Ruined City, Turkey Lagoon, Wanmurri and Urapunga.





SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Ngukurr including road maintenance and repair, airstrip maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance

support as well as providing access to Centrelink and community care programs for the Elderly and Children on behalf of other Government Agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Ngukurr.

Located in Ngukurr is a Health Clinic, School, Store with fuel available, Arts Centre, Motel, Airstrip, Boat Jetty, Government Office, Police Station and Swimming Pool.

There are currently two public telephones in Ngukurr and also Telstra 3G Telephone and Internet coverage. Digital television is connected to all homes and local radio is provided through Roper Gulf Regional Council’s Indigenous Broadcasting Program (IBP).

MAJOR EVENT: The Yugul Mangi Festival is held annually usually mid-June. The festival allows community members to share their music, sporting and cultural successes with all those who attend.


CORE SERVICES



FUNDING SOURCE

Upgrade Barge Road and Landing 2016-17 DCG To be sourcedSolar lighting for Policeman Lookout Park, Cemetery, and Barge footpath


Install bus stops through town at Top Camp, Bottom Camp and opposite the Store


Commence installation of footpaths, road signs, associated landscaping and park furniture


Installation of water fountains 2016-17 DCG To be sourcedNo smoking signage for public places e.g. oval 2016-17 DCCS To be sourcedFlood lighting for the oval 2016-17 DCG To be sourcedEnclose open drains 2016-17 DCS To be sourcedUpgrade dump and surrounds to improve waste management 2016-17 DCCS To be sourced

Plan and design Policeman Lookout Park to include:• Solar lights• Irrigation• Furniture BBQ


Rehabilitate road surface on Pool and Oval Streets 2016-17 DCS To be sourcedDevelopment of a permanent Heavy Vehicle Truck Stop and turning bay with road signage

2016-17 DCS Funding application submitted

Development of a multi-purpose centre, public toilet and stage 2016-17 DCG To be sourcedSwimming pool complex improvement: installations of shade cloths, community graffiti board, water fountains, CCTV and upgrades to shade shelter, table and seats


Development of new Lawn Cemetery including fencing 2016-17 DCCS To be sourced

Fencing off the Cemetery site 2016-17 DCCS To be sourcedSports oval and pool master plan for staged investment include in the overall feasibility assessment of the new multi-purpose centre to consider:• New location of multi-purpose centre adjacent to oval• Re-use old centre for other purposes versus redevelopment of

the space as a rectangle field• Funding operational model for centre• Integrate pool, indoor centre and oval in a single management

model• Revenue streams possible to offset operational costs• Create a precinct for sporting and major cultural events• Changes to the pool• Provision of flexible space for Youth Centre as part of centre





Increase opportunity for Youth to be involved with Trade Training 2016-17 CDPSupport development of Aged Care higher needs 2016-17 DHEncourage Government to undertake Community Fencing Program 2016-17 DHsgInstallation of a compost toilet at airport 2016-17 DoI Development of an AMP - consult with broader community through public meetings to plan

2016-17 DoB

Establishment of a Community Safety Committee to work with Ngukurr’s Justice and Harmony Committee and other key stakeholders to develop place-based strategies that will address safety concerns

2016-17 AGD

Jobs, training or further education offers guaranteed to all NTCET graduates living in Ngukurr through an organised transition to work program

2016-17 CDP

Upgrade Roper Highway by sealing the road up to Ngukurr 2016-17 DoINT Government to establish MVR and other general front line services in Ngukurr 2016-17 MVRAssist stakeholders in Ngukurr to develop a subdivision project to increase general industry and residential lots available to residents and local businesses.

2016-17 NLC/ YMAC/ RGRC

Upgrade water quality 2016-17 PAWAAdvocate to upgrade Church with:• Access road• Disabled ramp, coffin trolley

2016-17

Advocate for more housing 2016-17 DoHIncrease access to public internet services 2016-17 TelstraInter-agency Coordination Group to improve coordination of programs and activities and improve resource sharing

2016-17

Discussions with Yugul Mangi to develop a more “whole community” approach to funding and managing Sport and Recreation facilities in the community

2016-17 YMAC


NUMBULWARNUMBULWAR NUMBURINDI WARDLOCATION: Numbulwar is located at the mouth of the Rose River on the western coast of the Gulf of Carpentaria and adjacent to the extreme SW coast of Groote Eylandt. Numbulwar is approximately 476 km east of Katherine, 792 km south east of Darwin and 260 km south west of Nhulunbuy.




POPULATION CHANGE SINCE 2006: 1.18% increase (2011 and 2006 censuses)

SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Numbulwar including road maintenance and repair, airstrip maintenance and repair traffic management, rubbish collection, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink and community care programs for the elderly and children on behalf of other government agencies.

Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Numbulwar.

Located in Numbulwar are a Health Clinic, School, Store with fuel available, Airstrip, Boat Jetty, and Police Station.

There are currently two public telephones in Numbulwar and also Telstra 3G Telephone and Internet coverage. Digital television is connected to all homes. The local radio is provided through Roper Gulf Regional Council’s Indigenous Broadcasting Program (IBP).

CORE SERVICES


OR PARTNERS

FUNDING SOURCE

Build waterless public toilets at waterfront and airstrip 2016-17 DCG To be sourcedEducation awareness program for health, dogs, litter, adult learning and governance

2016-17 DCG/DCCS To be sourced

Establish new Dump site and decommission old Dump 2016-17 DCG REIFRight Path Project – including bike lanes and footpath lanes 2016-17 DCG To be sourcedNew Cemetery and ongoing management 2016-17 DCCS To be sourcedPedestrian crossing at Community Store, School, Newtown Store and Clinic including signage


Upgrade street lighting 2016-17 DCS To be sourced


Improve traffic management at barge and workshop areas 2016-17 DCCS To be sourcedCurb, guttering and drain management to control storm water at school and along main road to the CBD


Planning for a new sports oval in a more suitable location 2016-17 DCG To be sourcedResurfacing the sports court 2016-17 DCG FACEPlanning to Construct a roof over the sports court commence with design plans and costing, include a small toilet block to service courts


Old S&R hall refurbished or replaced and transform block to a community park and focus area with indoor and outdoor elements; shade, play, and program and activity spaces


AGENCY SERVICES


FUNDING SOURCE

Improved mail services 2016-17 Australia Post To be sourcedDevelopment of Family and Children’s Centre 2016-17 DET and DoE To be sourcedDevelopment of Alcohol Management Plan 2016-17 DoB and NT Police To be sourcedProvide Youth Leadership courses to develop leadership skills for youth across the region and pathways to employment


Relocation of Football Oval in new subdivision 2016-17 DCG To be sourcedConstruction of roof over Basketball Courts 2016-17 DCG To be sourcedShade over Playground 2016-17 DCG To be sourced



Bridge built over Phelps River and address series of culverts issue 2016-17 DoIWorking partnership to support the small business developments; develop a Government Business and Service Centre

Ongoing DoB

New multi-purpose Community Building and oval in new suburb 2016-17 DLPESupport School Attendance Working Group to develop a localised school attendance strategy that will increase attendance and have young adults and parents returning to school

Ongoing RSAS and School

Develop Arts and Craft Centre 2016-17 GEC and Numbulwar

School

PA System installed in the RSAS Vehicle 2016-17 RSAS


ROBINSON RIVERSOUTH WEST GULF WARDLOCATION: Robinson River is located 144 km south east of Borroloola and 798 km from Katherine.




POPULATION CHANGE SINCE 2001: 21.64% decrease (2001 and 2011 Censuses)

SERVICES: Roper Gulf Regional Council provides Night Patrol services and runs the Community Development Program (CDP) .

The Mungoorbada Aboriginal Corporation provides other services including, but not limited to Rubbish collection services, cemetery management, traffic management, companion animal management airstrip, the cattle station and the upkeep of parks and gardens.

AGENCY SERVICES


FUNDING SOURCE

Community Night Patrol 2016-17 DCCS IAS



Steel stand for bin holder 2016-17 CDPEmployment and Training Ongoing CDPSports and Rec equipment 2016-17 Mungoorbada Aboriginal CorporationContainer for Sports equipment 2016-17 Mungoorbada Aboriginal CorporationInternal road repairs 2016-17 Mungoorbada Aboriginal CorporationTravelling sprinkler for oval 2016-17 Mungoorbada Aboriginal CorporationTandem Trailer for weekly rubbish picks 2016-17 Mungoorbada Aboriginal CorporationGraffiti removal 2016-17 Mungoorbada Aboriginal CorporationCemetery management 2016-17 Mungoorbada Aboriginal CorporationDog management 2016-17 Mungoorbada Aboriginal CorporationTourism development Ongoing Mungoorbada Aboriginal CorporationMore housing to address housing shortage 2016-17 Mungoorbada Aboriginal CorporationTraffic calming devices and signage 2016-17 Mungoorbada Aboriginal Corporation


URAPUNGAYUGUL MANGI WARD

OTHER NAME: Rittarangu

LOCATION: Urapunga is an outstation of Ngukurr. It is located on the Wilton River 30 kilometres west of Ngukurr off the Roper Highway.



SERVICES: Urapunga relies on the services provided in Ngukurr including but not limited to a Health Clinic, School, Store with fuel available, Arts Center, Motel, Airstrip, Boat Jetty, Government Office and Police Station.

CORE SERVICES



Animal Welfare Ongoing DCCS BudgetContinue to develop Council Services Ongoing DCCS BudgetInstall fence around Cemetery and enclose headstones around existing gravesites


Install Solar Lights at various locations around Community – Playground, Public toilets, Fellowship and Entrance areas


Bituminise dirt section to and around Local Shop area 2016-17 DCS To be sourcedUpgrade existing Public Toilet installing power, lighting and landscaping


Landscaping around Community creating parks, gardens and grassed areas


Clear and upgrade old Homestead area 2016-17 DCCS To be sourcedLandscape Entrance into Community – Plant trees, irrigate, install solar lights, shaded BBQ area


Construct Bodhi Bus Shelter 2016-17 DCG To be sourced


AGENCY SERVICES


FUNDING SOURCE

Community Night Patrol Services Ongoing DCCS IASProvide Sport and Recreational activities – Exercise area, BMX/Bike track, Oval, Basketball court


COMMERCIAL SERVICES


FUNDING SOURCE

Construct Shade Shelter at Aerodrome and access to water 2016-17 DCG To be sourced


PROJECT DETAILS LEAD AGENCY

Request Government to provide more maintenance from Roper Bar to Urapunga NTGImprovement to Roper Bar and Wilton River crossings NTGProvide Mobile Phone coverage DCARepair current Public Telephone Box and connection TelstraProvide services for the Old People – meals, washing, cleaning DHInstall community washing machines at Public Toilet Upgrade old Barge Area DoI


OUTSTATIONS & HOMELANDSOutstations serviced within the Roper Gulf region are:

SERVICED FROM BULMAN AND KATHERINE

• Barrapunta• Baghetti• Mount Catt

SERVICED FROM KATHERINE

• Jodetluk (Gorge Camp)• Werenbun

SERVICED FROM MATARANKA AND KATHERINE

• Mulgan Camp

SERVICED FROM NGUKURR AND KATHERINE

• Badawarrka• Boomerang Lagoon• Costello• Kewulyi• Mole Hill• Nulawan

There are approximately 300 people living across all of the Roper Gulf Region outstations in 43 dwellings, with a further 60 outstation dwellings currently vacant. The 300 residents are not evenly distributed across the outstations; Mulgan Camp has approximately 60 residents, Mount Catt has approximately 15 residents, Jodetluk has approximately 40 residents, Kewuyli approximately 20 residents, Werenbun approximately 40 residents with all other outstations home to less than 15 residents and an average of 5.4 residents. Significant seasonal population variations occur in the medium to small sized outstations due to the restricted access created by wet weather.

In partnership with NTG Department of Local Government and Community Services (DLGCS), Roper Gulf Regional Council provides basic services within these Outstations/ Homelands.

These services include:

• Municipal and Essential Services (MES) operational funding includes repairs and maintenance, minor works and general operational costs of delivery of municipal and essential services.

• Municipal services primarily include road and aerodrome maintenance, waste disposal, landscaping and dust control in common areas, fire breaks, dog control programs, environmental health activities and other municipal services.

• Essential services activities primarily are concerned with electricity, water and sewage systems operation and maintenance.

• Housing Maintenance Services (HMS) is to assist homeland residents to live in a safe and healthy environment. Funding is used for:

• direct costs associated with undertaking urgent and planned repairs and maintenance of community houses

• Home Extra Allowance (HEA) is an annual $5,200 per dwelling grant applied for by the homeland resident that meets the eligible criteria and allows families to improve their living conditions on homelands. Funding will be spent on identified repairs and maintenance of the homelands dwelling, particularly for issues that ensure a safe and secure environment for families.

• Municipal and Essential Services Special Purpose Grants (MES SPG) is capital infrastructure funding to assist service providers with the delivery of Municipal and Essential Services at Homelands where the costs to deliver the services are beyond the capacity of the MES program annual grant.


COMMERCIAL SERVICES



FUNDING SOURCE

MUNICIPAL ESSENTIAL SERVICESBarrapunta, Baghetti, Mount Catt, Jodetluk, Werenbun, Mulgan Camp, Badawarrka, Costello, Mole Hill, Nulawan, Kewulyi, Boomerang Lagoon

2016-17 DLGCS Budget

HOUSING MAINTENANCE SERVICESBarrapunta, Baghetti, Mount Catt, Jodetluk, Werenbun, Mulgan Camp, Badawarrka, Costello, Mole Hill, Nulawan, Kewulyi, Boomerang Lagoon


HOME EXTRA ALLOWANCEBadawarrka, Barrapunta, Boomerang Lagoon, Jodetluk, Kewulyi, Mole Hill, Mt Catt, Nulawan, Werenbun


BADAWARRKA • Boundary fence upgrade

2016-17 DLGCS To be sourced

BOOMERANG LAGOON • Solar generator• Boundary fencing• Upgrade shower block


GANIYARRAND• Upgrade water supply


JODETLUK • Replace water tank• Replace sewage pump


KEWULYI• Upgrade septic tanks systems in all dwellings• Internal road repairs• Upgrade access road to Dump and tidy up• Upgrade water storage system to improve water pressure• Cemetery fencing• Housing upgrades


MOLE HILL • Upgrade the sewage overflow drain • Boundary fencing• Remove old car bodies at Dump• Upgrade the Dump• Replace tank stand• Cemetery fencing


MT CATT• Upgrade septic tank behind shower block, • Upgrade power line• Upgrade the Dump• Upgrade access road



COMMERCIAL SERVICES



FUNDING SOURCE

MULGAN CAMP• Replace sewage pump


NULAWAN • Dust suppression irrigation reticulation• Upgrade Dump• Upgrade water pump


NUMERLOORRI • Dust suppression irrigation reticulation• Upgrade water pump


WERENBUN• Replace water tank• Replace sewage pump• Upgrade the Dump• Flood damage repairs to access road


ALL LOCATIONS • Solar lights for communal facilities



PLANNINGFINANCIALThe key component of any financial strategy in

a service delivery organisation is to balance community demands and expectations with the organisation’s financial capacity. Roper Gulf Regional Council is still heavily reliant on grant and agency income. This reliance will continue whilst source revenue is restricted.

Roper Gulf Regional Council’s financial capacity to deliver more than the very basic services

will continue while RGRC is restricted in the generation of independent sources of revenue.

This Financial Plan has been based on the Core, Agency, Commercial and Other Council

Service programs as outlined in the Service Delivery section of this Regional Plan whilst observing the financial resources available.


PLANNINGFINANCIAL

SECTION 3 | FINANCIAL PLANNING 87

3.1 BUDGET FOR THE FINANCIAL YEAR END 30 JUNE 20173.1.1. BUDGET SUMMARY 2016-17

The Budget for 2016-17 has been completed on a consultative basis and aims to address the needs of residents and the programs under the Roper Gulf Regional Council’s direction.

During the 2016-17 Financial Year, Roper Gulf Regional Council is expected to receive revenue of $35.97 million. Of this revenue, 50 percent is expected to be sourced from Grants, 41 percent from Government Contracts and Agency Services, 4.3 percent from Rates and remaining 4.7 per cent from others.

In expenditure terms, the five largest Service Delivery Program areas for the Council are: Community Development Program (CDP), Night Patrol, Territory Housing Repairs and Maintenance Contract, Municipal Services, and Council Services General. The largest component of operating expenditure is on wages and salaries, for a total of $20.2 million or 59.4 per cent. This is budgeted to fund 385 employment positions across the region. This makes the Council one of the largest employers in the Big Rivers Region, and the largest employer of Indigenous people in the Roper Gulf Regional Council area.

Additionally, the Council has budgeted $1.38 million for Capital Expenditure. The majority of this budget will be used for upgrading the Council Offices at Katherine, Beswick, Ngukurr and Borroloola. Other Capital upgrades are planned for the Visitor Accommodation and Staff Accommodation at Barunga, Beswick, Borroloola, Bulman, and Mataranka. There are three vehicles due for replacement as per Vehicle Replacement Program.

2016-17 Budget aims at generating an effective surplus of $796K. This surplus is after covering the Capital Expenditure of $1.38M; however, Capital Depreciation of $4.6M remains unfunded and is not adequate to renew the Council’s assets and infrastructure over the long term. This matter has been dealt with as a priority and any surplus during the year would be transferred to reserves to cover for future asset replacements and upgrades.

Roper Gulf Regional Council has a budgeted operating surplus of $2.17M which would be utilised to pay for the Capital Expenditure of $1.38M during the year. The remaining surplus would be put to asset replacement reserve. The Strategic Leadership Team plans to monitor the financials closely to maximise the efficiencies and effectiveness.

ANNUAL BUDGETSCouncil is required to prepare an Annual Budget in accordance with Part 10.5 of the Local Government Act. Section 127 of the act states:(1) A council must prepare a budget for each financial year. (2) The budget for a particular financial year must: (a) outline: (i) the council’s objectives for the relevant financial year; and (ii) the measures the council proposes to take, during the financial year, towards achieving those objectives; and

(iii) the indicators the council intends to use as a means of assessing its efficiency in achieving its objectives; and (b) contain estimates of revenue and expenditure for the financial year (differentiating between operating and capital expenditure); and (c) state the amount to be allocated to the development and maintenance of each class of infrastructure for the financial year; and (d) state the amount the council proposes to raise by way of rates,

and set out the rates structure, for the financial year; and (e) contain an assessment of the social and economic effects of its rating policies; and (f) state the allowances for members of the council for the financial year and the amount budgeted to cover payment of those allowances; and(g) contain any other information required by any guidelines that the Minister may make. (3) Subject to the regulations, a council must not budget for a deficit.


3.2.1 INCOME AND EXPENDITURE REPORT (WITHOUT DEPRECIATION)

Roper Gulf Regional CouncilIncome and Expenditure Report for the year ended 2016-2017

INCOME BUDGET ($)

11 - Income Rates 1,555,12412 - Income Council Fees and Charges 853,63913 - Income Operating Grants Subsidies 18,027,30714 - Income Investments 200,00017 - Income Agency and Commercial Services 14,931,79418 - Income Capital Grants 220,00019 - Other Income 184,315

TOTAL INCOME 35,972,178

EXPENDITURE

21 - Employee Expenses 20,207,13122 - Contract and Material Expenses 9,467,07923 - Fleet, Plant & Equipment 1,007,73625 - Other Operating Expenses 3,103,44927 - Finance Expenses 12,260

TOTAL EXPENDITURE 33,797,654

OPERATING SURPLUS/(DEFICIT) (A) 2,174,524

CAPITAL EXPENDITURE

53 - WIP Assets 1,378,000

TOTAL CAPITAL EXPENDITURE (B) 1,378,000

EFFECTIVE SURPLUS/(DEFICIT) (A-B) 796,524

*The effective surplus of 796K is without asset depreciation of 4.6M.

19 - Other Income

18 - Income Capital Grants

17 - Income Agency and Commercial Services

14 - Income Investments

13 - Income Operating Grants Subsidies

12 - Income Council Fees and Charges

11 - Income Rates

INCOME BY ACCOUNT CATEGORY

27 - Finance Expenses

25 - Other Operating Expenses

23 - Fleet, Plant & Equipment

22 - Contract and Material Expenses

21 - Employee Expenses

EXPENDITURE BY CATEGORY


3.2.3 BUDGET 2015-2016 BY LOCATION

EXPENDITURE

10 - CORE - Corporate, Executive & Support -3,840,553

12 - CORE - Governance & Council 1,382,508

14 - CORE - Services 12,778

16 - CORE - Infrastructure and Assets 97,910

18 - COMMERCIAL - Housing 590,596

20 - COMMERCIAL - Other 367,641

22 - COMMERCIAL - Mechanical Workshops -11,461

26 - AGENCY - CDP 2,500

28 - AGENCY - Homelands and Outstations 901,584

30 - AGENCY - Family and Community 774,269

32 - AGENCY - Enviro Health and Landcare 226,434

34 - AGENCY - Community Safety 1,488,738


EXPENDITURE

21 - Employee Expenses 7,055,799

22 - Contract and Material Expenses 2,360,813

23 - Fleet, Plant & Equipment 269,157

25 - Other Operating Expenses 2,119,336

27 - Finance Expenses 11,810

31 - Internal Cost Allocations -9,823,971


Roper Gulf Regional Council Direct Expenditure Report: 2016-2017

HEADQUARTERS

3.2 ESTIMATES OF REVENUE AND EXPENDITURE FOR THE 2016-17 FINANCIAL YEAR3.2.2 INCOME AND EXPENDITURE REPORT (WITH DEPRECIATION)

Roper Gulf Regional CouncilIncome and Expenditure Reportfor the year ended 2016-17

INCOME BUDGET ($)

11 - Income Rates 1,555,12412 - Income Council Fees and Charges 853,63913 - Income Operating Grants Subsidies 18,027,30714 - Income Investments 200,00017 - Income Agency and Commercial Services 14,931,79418 - Income Capital Grants 220,00019 - Other Income 184,315

TOTAL INCOME 35,972,178

EXPENDITURE

21 - Employee Expenses 20,207,13122 - Contract and Material Expenses 9,467,07923 - Fleet, Plant & Equipment 1,007,73624 - Asset Expense 4,624,70125 - Other Operating Expenses 3,103,44927 - Finance Expenses 12,260


OPERATING SURPLUS/(DEFICIT) (A) ( 2,450,177)

CAPITAL EXPENDITURE

53 - WIP Assets 1,378,000

TOTAL CAPITAL EXPENDITURE (B) 1,378,000

EFFECTIVE SURPLUS/(DEFICIT) (A-B) ( 3,828,177)

*The effective deficit of 3.8M is due to asset expense/depreciation of 4.6M

19 - Other Income

18 - Income Capital Grants

17 - Income Agency and Commercial Services

14 - Income Investments

13 - Income Operating Grants Subsidies

12 - Income Council Fees and Charges

11 - Income Rates



24 - Asset Expense




INCOME BY ACCOUNT CATEGORY

EXPENDITURE BY CATEGORY


348 - Library 33,528

350 - Centrelink 279,997

352 - Disability in Home Support 34,134

381 - Animal Control 226,434

401 - Night Patrol 689,088

404 - Indigenous Sports and Rec Program 240,146

407 - Remote Sports and Recreation 124,354

414 - Drug and Volatile Substances 49,781

415 - Indigenous Youth Reconnect 385,369


CAPITAL EXPENDITURE

110 - Assets Management - Fixed Assets 150,000

115 - Asset Management - Mobile Fleet & Equipment

40,000

TOTAL CAPITAL EXPENDITURE 190,000

31 - Internal Cost Allocations






EXPENDITURE

101 - Chief Executive 433,659

102 - Corporate Services Directorate and Admin

269,121

103 - Infrastructure and Technical Services Directorate and Admin

407,090

104 - Community Services Directorate and Admin

-1,050,694

105 - Financial Management 970,321

106 - General Council Operations -2,661,511

107 - Human Resources 1,232,644

108 - IT services 148,030

109 - Asset Department 38,903

110 - Assets Management - Fixed Assets -2,442,360

112 - HQ Development 150,000

113 - Project Management 338,619

114 - Work Health and Safety 289,749


-1,964,125

130 - Governance 662,535

131 - Council and Elected Members 672,673

132 - Local Authority 10,300

133 - Local Elections 5,000

134 - Community Grants 32,000

160 - Municipal Services 450

161 - Waste Management 12,328

200 - Local Roads Maintenance 88,871

201 - Street Lighting 13,834

202 - Staff Housing -4,795

220 - Territory Housing Repairs and Maintenance Contract

451,984

221 - Territory Housing Tenancy Management Contract

138,612

240 - Commercial Operations Admin 367,641

275 - Mechanical Workshop -11,461

313 - CDP Central Administration 2,500

320 - Outstation Services Admin 157,356

322 - Outstations Housing Maintenance 199,490

323 - Outstations Municipal Services 544,738

340 - Community Services Admin -7,100

341 - Commonwealth Aged Care Package 490,404

342 - Indigenous Aged Care Employment 82,664

344 - Commonwealth Home Support Program -200,141

346 - Indigenous Broadcasting 60,783

34 - AGENCY - Community Safety

32 - AGENCY - Enviro Health and Landcare

30 - AGENCY - Family and Community

28 - AGENCY - Homelands and Outstations

26 - AGENCY - CDP

22 - COMMERCIAL - Mechanical Workshops

20 - COMMERCIAL - Other

18 - COMMERCIAL - Housing

16 - CORE - Infrastructure and Assets

14 - CORE - Services

12 - CORE - Governance & Council

10 - CORE - Corporate, Executive & Support

EXPENDITURE BY SERVICE

EXPENDITURE BY ACCOUNT CATEGORY


Roper Gulf Regional Council Direct Expenditure Report: 2016-2017BARUNGA (BAMYILI)

EXPENDITURE

10 - CORE - Corporate, Executive & Support 334,266

12 - CORE - Governance & Council 49,571





26 - AGENCY - CDP 618,785


34 - AGENCY - Community Safety 247,549


EXPENDITURE

21 - Employee Expenses 939,175

22 - Contract and Material Expenses 230,264


25 - Other Operating Expenses 59,815

27 - Finance Expenses 50

31 - Internal Cost Allocations 801,520


EXPENDITURE

111 - Council Services General 334,266


138 - Local Authority Project 43,653

160 - Municipal Services 402,741


164 - Local Emergency Management 1,050

169 - Civic Events 500

170 - Australia Day 200



202 - Staff Housing 2,751


500


125,016

241 - Airstrip Maintenance Contracts 15,000

242 - Litter Collection and Slashing External Contracts

25,612

245 - Visitor Accommodation and External Facility Use

42,348

246 - Commercial Australia Post 5,266

314 - Service Fee - CDP 578,785

318 - Outcome Payments - CDP 40,000

344 - Commonwealth Home Support Program

5,572


348 - Library 32,138




409 - Sport and Rec Facilities 32,313


CAPITAL EXPENDITURE



40,000




26 - AGENCY - CDP
















Roper Gulf Regional Council Direct Expenditure Report: 2016-2017BESWICK (WUGULARR)

EXPENDITURE

10 - CORE - Corporate, Executive & Support 360,03812 - CORE - Governance & Council 75,929





26 - AGENCY - CDP 1,369,470




EXPENDITURE






31 - Internal Cost Allocations 1,223,656


EXPENDITURE





161 - Waste management 82,713








96,187


555


136,609


314 - Service Fee - CDP 1,309,470




87,591


347 - Crèche 136,883





CAPITAL EXPENDITURE



65,000




26 - AGENCY - CDP
















Roper Gulf Regional Council Direct Expenditure Report: 2016-2017BORROLOOLA

EXPENDITURE









36 - AGENCY - Other 527,364

38 - OTHER - Swimming Pools 427,632


EXPENDITURE








EXPENDITURE

101 - Chief Executive 400

106 - General Council Operations -22,929












240 - Commercial Operations admin -45,858



62,257

348 - Library 68,292






462 - 2014-19 Roads to Recovery 527,364

550 - Swimming Pool 427,632


CAPITAL EXPENDITURE



15,000


38 - OTHER - Swimming Pools

36 - AGENCY - Other


















Roper Gulf Regional Council Direct Expenditure Report: 2016-2017BULMAN (GULIN GULIN)

EXPENDITURE







26 - AGENCY - CDP 671,642





EXPENDITURE








EXPENDITURE


132 - Local Authority 5,179138 - Local Authority Project 41,260





171 - NAIDOC Week 2,050





66,377


45,860



21,150




320 - Outstation Services Admin 4,571

323 - Outstations Municipal Services 800



14,887


349 - School Nutrition Program 136,224





CAPITAL EXPENDITURE






26 - AGENCY - CDP
















Roper Gulf Regional Council Direct Expenditure Report: 2016-2017JILKMINGGAN (DUCK CREEK)

EXPENDITURE







26 - AGENCY - CDP 682,498




EXPENDITURE








EXPENDITURE















13,342


39,311

244 - Power Water contract 102,857





1,407

347 - Crèche 307,770



403 - Outside School Hours Care 109,269





CAPITAL EXPENDITURE





26 - AGENCY - CDP
















Roper Gulf Regional Council Direct Expenditure Report: 2016-2017MANYALLALUK (EVA VALLEY)

EXPENDITURE





18 - COMMERCIAL - Housing 200


26 - AGENCY - CDP 161,068




EXPENDITURE








EXPENDITURE













200


244 - Power Water contract 101,266


30,496




344 - Commonwealth Home Support Program 13,887

347 - Crèche 95,800

349 - School Nutrition Program 100,776






CAPITAL EXPENDITURE





26 - AGENCY - CDP
















Roper Gulf Regional Council Direct Expenditure Report: 2016-2017MATARANKA

EXPENDITURE






26 - AGENCY - CDP 270,172





EXPENDITURE








EXPENDITURE






162 - Cemeteries Management 2,000


166 - Rural Transaction Centre 33,000






242 - Litter Collection and Slashing External Contracts

34,113


17,588






76,587

348 - Library 57,481






CAPITAL EXPENDITURE






26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2016-2017MINYERRI

EXPENDITURE




26 - AGENCY - CDP 1,420,656



EXPENDITURE







EXPENDITURE

106 - General Council Operations 365,650

111 - Council Services General 500




14,300


4,837

314 - Service Fee - CDP 1,420,656



CAPITAL EXPENDITURE

TOTAL CAPITAL EXPENDITURE 0


26 - AGENCY - CDP












Roper Gulf Regional Council Direct Expenditure Report: 2016-2017NGUKURR

EXPENDITURE







26 - AGENCY - CDP 2,455,773




36 - AGENCY - Other 377,131

38 - OTHER - Swimming Pools 319,896


EXPENDITURE


22 - Contract and Material Expenses 1,602,26323 - Fleet, Plant & Equipment 138,202





EXPENDITURE

106 - General Council Operations -16,397














337,794


99,067



265,634


314 - Service Fee - CDP 2,335,773


322 - Outstations Housing Maintenance 500


340 - Community Services Admin 5,600





348 - Library 26,475


352 - Disability in Home Support 10,779


403 - Outside School Hours Care 121,426




462 - 2014-19 Roads to Recovery 377,131

550 - Swimming Pool 319,896


CAPITAL EXPENDITURE



45,000


38 - OTHER - Swimming Pools

36 - AGENCY - Other




26 - AGENCY - CDP
















Roper Gulf Regional Council Direct Expenditure Report: 2016-2017NUMBULWAR

EXPENDITURE







22 - COMMERCIAL - Mechanical Workshops 208,396

26 - AGENCY - CDP 1,994,855




EXPENDITURE








EXPENDITURE










172 - Numbulwar Fuel 410,000





106,638


98,420

240 - Commercial Operations Admin -32,794



59,726


275 - Mechanical Workshop 208,396

314 - Service Fee - CDP 1,772,355


340 - Community Services Admin 1,500






370 - Remote School Attendance Strategy 162,500







CAPITAL EXPENDITURE


10,000




26 - AGENCY - CDP

22 - COMMERCIAL - Mechanical Workshops
















Roper Gulf Regional Council Direct Expenditure Report: 2016-2017ROBINSON RIVER

EXPENDITURE


TOTAL EXPENDITURE 120,194

EXPENDITURE


22 - Contract and Material Expenses 100





EXPENDITURE



CAPITAL EXPENDITURE











Roper Gulf Regional Council Direct Expenditure Report: 2016-2017OTHER LOCATIONS

EXPENDITURE




26 - AGENCY - CDP 534,298



EXPENDITURE







EXPENDITURE

160 - Municipal Services -745







322 - Outstations Housing Maintenance 16,700



EXPENDITURE

23 - Urapunga (Ritarangu) 29,843

24 - Werenbun 7,700

26 - Badawarrka 9,500

28 - Barrapunta (Emu Springs) 2,857

29 - Boomerang Lagoon 1,750

30 - Costello 6,200

32 - Gorge Camp (Jodetluk) 14,550

35 - Mole Hill 3,421

37 - Mount Catt 9,008

38 - Mulggan 51,450

40 - Nulawan (Nalawan) 3,000

41 - Nummerloori (Namaliwirri) 5,000

47 - Kewyuli (Roper Valley) 5,800

49 - Binjari 534,298


CAPITAL EXPENDITURE



26 - AGENCY - CDP












3.3 Financial Objectives, Measures and Indicators

GOAL 1 Strong Leadership through Good Governance, Strong Financial Management, Corporate Planning, and Operational Support.

STRATEGIC PROGRAMS

• Strengthening Elected Members and Local Authorities

• Youth Leadership Program• Workforce Development Plan• Employee Incentive Program• Induction Program• Communication and Connectivity• Risk Management Plan• Safety Management System• Records Management• Financial Management• Internet Connection Upgrade Project

BASE MEASURE

• Total Council Expenditure• Amount of Depreciation• Amount of Rates outstanding • Total Rates for the year• Amount of outstanding payments to Creditors

> 30 days• Amount of outstanding payments >30 day Debtors• Total Surplus or Deficit for the period• Cash balance at the end of the period• Amount of Current Assets• Amount of Current Liabilities • Increase in Rates recovery from previous year• Financial Ratio movement

EFFECTIVENESS

• Actual and percentage Rates recovery• Financial Ratios• Efficiency Indicator• Increase in Rates recovery from previous year• Financial Ratio improvement

GOAL 2 To Protect and Care for our Physical Environment

STRATEGIC PROGRAMS

• Right Path Project• Light Up The Dark Spot Program• Regional Waste Management Strategy• RGRC Green Plan renewal• Sport and Recreation Facility Master Plan• Cemetery Management• Cultural Heritage Projects• Animal Management Program• Strategic Weed Control Program• Service Level Plan

BASE MEASURE

• Total number of properties• Amount of energy costs x location• Amount of water usage x location• Amount energy consumption (kilowatts/hour)• The number of kms of road requiring maintenance

for the current year• Amount of core funding spent on Infrastructure

Projects• Running cost including depreciation of vehicles• Running cost including depreciation of plant and

equipment from assets ledgers

EFFECTIVENESS

• Average cost per working hour of electricity• Ratio/percentage of roads maintained to the total

kilometres of road under RGRC control• Ratio/percentage of core funding spent on

infrastructure project to the total amount spent on infrastructure projects

• Ratio/percentage of municipal funding to park garden and open space area

• Ratio/percentage over or under spend actual to budget

EFFICIENCY INDICATOR

• Decrease in energy cost• Decrease in water consumption• Financial Ratio improvement


GOAL 3 Safe, Strong and Vibrant Communities

STRATEGIC PROGRAMS

• Build capacity and community participation towards employment pathways

• Help our children get good start to life • Support our young people to achieve their ambitions

through training, work experience and education• Provide a high quality Community Night Patrol

Service • Support communities to care for their Aged and

Disabled • Support community involvement in sports,

recreation and cultural events • Attract and retain a skilled local workforce • Ensure a safe work environment

BASE MEASURE

• Actual v Budget Report for the period

EFFECTIVENESS

• Ratio /percentage over or under spend actual to budget for each Agency Service

• Ratio/percentage over or under spent actual to budget for Community Services

• CDP actual v targeted income percentage of• RGRC contribution to Agency Services• Actual percentage of returned Agency funding to the

total agency funding• Actual percentage of unspent Agency funding carried

forward

EFFICIENCY INDICATOR

• Operating as per budget for each Agency program• Operating as per budget for Community Services• Percentage of targeted income YTD• Budget utilisation rate YTD• Percentage actual costs against budgeted cost YTD• Reduction in RGRC contribution• Reduction in returned Agency funding• Reduction in the amount of Agency funding

GOAL 4 Support Employment, Training and Economic Development

STRATEGIC PROGRAMS

• Future Employment Programs• Technical Services Employment Programs• Outstation Services• Government and Commercial Contracts• Economic Growth and Employment Projects• Energy Efficient Programs• Road Maintenance Plan• Assets Audit• Assets Management and Maintenance Plan• Safety in all Activities

BASE MEASURE

• Total amount of funds generated from external contract work (all contracts in Directorate of Commercial Services)

• Total amount of income of Directorate of Commercial Services

• Total amount of expenditure of Directorate of Commercial Services

• Total number of Directorate of Commercial Services staff

• Increase or decrease of Directorate of Commercial Services staff

• Ratio of workshop internal work to external work• Number of Tenancy Management requests• Number of Tenancy Management requests

completed• Total number of Visitor Accommodation rooms• Number of available Visitor Accommodation rooms

in all communities• Number of external visitors staying in RGRC

accommodation• Ratio of internal to external visitor charges per

quarter• Number of commercial contracts which aim to

contribute to the core services of RGRC


3.4 Council & Local Authority Expenses3.4.1 COUNCILLOR ALLOWANCES

APPROVED COUNCILLOR ALLOWANCES APPROVED AMOUNT $ BUDGET AMOUNT $

COUNCILLOR – BASE* 13,151.83 131,518,30

Electoral** 4,812.67 48,126.70

DEPUTY MAYOR – BASE* 27,039.81 27,039.81

Electoral** 4,812.67 4,812.67

MAYOR – BASE* 73,125.37 73,125.37

Electoral** 19,247.18 19,247.18

TOTAL BASE+ELECTORAL ALLOWANCE 142,189.53 303,870.03

Professional Development Allowance** including:• Course Fees• Travel• Meals and Accommodation

3,653.68 max per Elected Member

43,844.16

Extra Meeting Allowance**** ($125 per meeting maximum claimable $8,561.59 per Councillor) As per CL006 Councillor Allowances Policy

125.00 per meeting per Councillor

12,000.00

Acting Principal Member*****($254.42 per day maximum claimable 90days $22,897.80)

254.42 per day 22,897.80

• Income and expense for each program, service, and or contract

• Amount of project management revenue• Total cost of infrastructure repairs and

maintenance

EFFECTIVENESS

• Occupancy rates of Visitor Accommodation (number of rooms available to number of rooms used)

• Profit from each program, service, and or contract• Percentage of actual income to budgeted income• Percentage of actual net profit to budgeted net

profit for the Directorate of Commercial Services• Ratio/percentage of running costs per asset value• Number of formal economic partnerships with

other organisations• Efficiency Indicator• Percentage completion of long term Asset

Management plans for directorate assets (total number of assets/completed plans)

• Increase of net profit • Improvement in asset expense ratio• Increase of net profit from previous year

BASELINE DATA is the raw data required to compute efficiency and effectiveness.

EFFECTIVENESS is about the effect that initiatives have had on particular parameters. These results can be mapped over the years to show trends which will lead to measuring efficiency.

EFFICIENCY is about being cost effective and increasing value for money.

QUALITY is the degree of customer service delivery. The quality of service is measured through a series of surveys. An independent survey is conducted periodically to indicate community perception of the organisation.


*Base Allowance Claims

The base allowance is automatically paid to Council Members each month or at such frequency as resolved by Council, in arrears.

**Electoral Allowance Claims

The electoral allowance is automatically paid to Council Members each month or at such frequency as resolved by Council, in arrears.

***Professional Development Allowance Claims

(i) The allowance is available to all Council Members. (ii) The professional development allowance may be claimed multiple times each year, but the total value of those claims must not exceed the maximum specified in the table (see clause 8). (iii) The professional development allowance is to be used to cover the cost of travel to the course or conference, course or conference fees, meals and accommodation for the duration of the course or conference. (iv) Claims must be made using the forms approved by Council. (v) Only approved courses/conferences consistent with Council Policy attract professional development allowance.

****Extra Meeting Allowance Claims

(i) Council Members may only claim an extra meeting allowance for meetings referred to in the Council Policy. (ii) An extra meeting allowance may be claimed for up to a maximum of two meetings per day. (iii) Council Members must not claim for an extra meeting more than once for the same meeting. (iv) When a Council Member is required to travel in order to attend an approved extra meeting, the Council Member may claim an extra meeting allowance for each full day of travel, unless that travel falls on the same day on which the meeting is held. In this context, a full day of travelling means at least four hours of travelling, which may include time in transit. (v) Claims must be made using the forms approved by Council. (vi) Forms must include the date on which the meeting was held and indicate the period of time the member was present at the meeting. (vii) The

member must have attended at least 75 per cent of the duration of the meeting to claim an extra meeting allowance. (viii) Claims for extra meeting allowance must be made by the second working day in the month following the meeting for which the claim is made, or as resolved by Council. Payment of extra meeting allowance is monthly or as resolved by Council. (ix) Claims for extra meeting allowance not made in accordance with (viii) will be regarded as a late claim and paid with the next monthly payment. However, if the claim is not made within three months of the meeting for which the extra meeting allowance is claimed, the right to an extra meeting allowance for that meeting is forfeited. (x) Claims forms must be submitted by the approved method.

*****Acting Principal Member Claims

(i) When the Deputy Principal Member carries out the functions of the Principal Member as outlined in section 43(2)(b) and section 43(2)(c) of the Local Government Act, the Deputy Principal Member is entitled to be paid an allowance as the Acting Principal Member. (ii) If some other Council Member is Acting as the Principal Member in accordance with section 43(3) of the Local Government Act, the member is entitled to be paid an allowance as the Acting Principal Member. (iii) The Acting Principal Member is entitled to be paid the daily rate, as outlined in the table of allowances. While a Council Member is Acting Principal Member, the extra meeting and base allowances are suspended. In the case of base allowance, this is on a pro rata basis. The member is still entitled to their usual electoral allowance. The daily rate includes Saturdays, Sundays and public holidays. (iv) The maximum number of days (including Saturdays, Sundays and public holidays) that a Council Member may be paid as the Acting Principal Member is an aggregate of 90 days in a financial year. A member may continue to hold the position for a longer period if Council so resolves, however, the allowance reverts to the usual rate for that member.


3.4.2 COUNCIL AND ELECTED MEMBER EXPENSES

Activity 131 Council and Elected Members Expenditure report by Natural Account period ending 30 June 2017.

BUDGET ($)

EXPENDITURE 17GLBUD

NATURAL ACCOUNT TOTAL PRDS

2131 Fringe Benefits 10,002.96

2211 Consulting Fee Expense 14,000.00

2251 Material Expense General 200.00

2273 Food, Catering & Cleaning Supplies 200.00

2313 Insurance Premium Expense Fleet & Plant

500.04

2341 Vehicle Registration Expense 849.96

2372 Fleet, Plant & Equipment R&M 20,000.04

2517 Fuel and Oil Expense Motor Vehicles

3,240.00

2518 Mobile Telephone Expense 6,000.00

2521 Advertising Expense 2,400.00

2522 ID/Ochre Card 570.00

2531 Training Course 1,500.00

2532 Conference or Seminar Course Fee Expense

5,000.00

2534 Accommodation Expense 32,000.00

2535 Airfare and Travel Fare Expense 40,000.00

2537 Travel Allowance Expenses 60,000.00

2546 Equip/Venue Hire 4,000.00

2549 Chairman Mayoral Allowance Expense

96,026.23

2551 Councillor Allowance Expense 295,353.64

2552 Printing and Stationery 1,000.00

2554 Computer Consumables 100.00

2555 Meeting Catering 14,000.00

2557 Council Uniforms 1,200.00

3121 Plant and Vehicle Cost Allocation 24,999.96

3146 Visitor Accommodation Charges 7,000.00

3151 Internal Workshop allocation 25,530.00

3198 Internal Vehicle Hire 7,000.00

TOTAL 672,672.83

3.4.3 LOCAL AUTHORITY ALLOWANCES

Local Authorities eligible members are paid an allowance after attending a Local Authority meeting or provisional meeting. The Local Authority Allowances are established by the Minister and on the 29 January 2016 the allowances set for Local Authorities based on revenue units are as follows:

• Chair, if eligible, 143 units

• Other eligible members 107 units

The Department of Treasury and Finance has established the revenue unit at $1.15 for the period from 1 July 2016 to 30 June 2017.

APPROVED LOCAL AUTHORITY ALLOWANCES

APPROVED AMOUNT $

BUDGET AMOUNT $

Local Authority Chairperson 164.00 7,574.00

Local Authority Member 123.00 39,622.00

TOTAL LOCAL AUTHORITY ALLOWANCE (EXCLUDING SUPPORT AND TRAINING EXPENSES) 287.00 47,196.00

Activity 132 Local Authorities Expenditure report by Natural Account period ending 30 June 2017.

3.4.4 LOCAL AUTHORITY EXPENSES

BUDGET ($)

EXPENDITURE 17GLBUD

NATURAL ACCOUNT TOTAL PRDS

2531 Training Course Fee Exp 4,000.00

2550 Local Authority Meeting Allowance 47,196.00

2555 Meeting Catering 6,160.00

3198 Internal Vehicle Hire Charges 6,300.00

TOTAL 63,656.00

Please note that the budget excludes the support employee expense, travel and other direct cost attributed to conducting the meetings.


3.5 Long Term Financial Plan3.5.1 STATEMENT OF MAJOR INITIATIVES

The Roper Gulf Regional Council Long-term Financial Plan has been developed to support and achieve the goals and strategies that are highlighted in the RGRC Strategic Plan 2013-2016.

• The Community Development Program has employment sustainability for our organisation and promotes opportunities for employment for local people.

• Council will develop an Integrated Asset Management program in 2016-17 for its ongoing

asset management requirements. It is anticipated that this should provide cost efficiencies going forward.

• Council is undertaking an Asset Assessment Process this year to fully evaluate all council controlled fixed and non-fixed assets with the goal of rationalising under utilised assets and developing management plans for all assets.

• Council has adopted an Investment Policy which will guarantee the capital investment whilst maximising the return on the investment.

3.5.2 PROJECTIONS OF INCOME AND EXPENDITURE

Roper Gulf Regional Council 4-Year Projected Budget 2016-2020

2016-17 2017-18 2018-19 2019-20

YEAR TO DATE BUDGET ($)




INCOME

11 - Income Rates 1,645,887 1,892,770 2,082,047 2,290,252

12 - Income Council Fees and Charges 853,639 879,248 905,626 932,794

13 - Income Operating Grants Subsidies 18,027,307 18,027,307 18,568,126 19,125,170

14 - Income Investments 200,000 206,000 212,180 218,545

17 - Income Agency & Comm. Services 14,919,521 15,367,107 15,828,120 16,302,964

18 - Income Capital Grants 220,000 226,600 233,398 240,400

19 - Other Income 186,986 200,000 200,000 200,000

TOTAL INCOME 36,053,341 36,799,032 38,029,497 39,310,126

EXPENDITURE

21 - Employee Expenses 20,108,131 20,711,375 21,332,716 21,972,698

22 - Contract and Material Expenses 9,597,591 10,000,690 10,420,719 10,733,340

23 - Fleet, Plant & Equipment 1,044,352 1,088,215 1,133,920 1,145,259

25 - Other Operating Expenses 3,076,566 3,205,782 3,340,425 3,480,722

27 - Finance Expenses 12,260 12,775 13,311 13,871

TOTAL EXPENDITURE 33,838,900 35,018,836 36,241,091 37,345,890

OPERATING SURPLUS/(DEFICIT) 2,214,441 1,780,196 1,788,406 1,964,236

CAPITAL EXPENDITURE

53 - Asset Purchases 1,378,000 1,780,196 1,788,406 1,964,236

TOTAL CAPITAL EXPENDITURE 1,378,000 1,780,196 1,788,406 1,964,236


3.5.3 BUDGET ASSUMPTIONS

• Any surpluses will be transferred to the asset replacement reserve to cover asset replacements and upgrades.

• No direct control on grants and agency income for future years and these are subject to change.

3.5.4 CAPITAL EXPENDITURE

Asset management is increasingly becoming important to Roper Gulf Regional Council. With over $51.3 million in depreciating physical assets and the need for financial sustainability and economical practices, it is prudent that asset management is a key focus for Council in the years to come and that it is to the highest standards possible.

Council’s Asset Management Team focuses on delivering the following services to Council:

• Acquisitions and disposal of assets;• Fleet and pool vehicle management;• Financial asset management (maintenance of• asset registers, ledgers, commissioning, insurance);• Long term planning for assets (10 year plans);• Staff Housing Tenancy Management;• Visitor Accommodation Management; and• Commercial Tenancy Management.

The primary role of assets is to support the delivery of services that deliver Council’s long term objectives. As Council’s assets age there are increased maintenance, refurbishment and disposal costs which increase the cost of the services that they support.

The main aim of Council’s asset management is to ensure that assets are managed in line with the National Asset Management Strategy (NAMS)– a national framework for Local Governments to manage their assets, and this framework outlines minimal ‘core’ asset management actions based around the framework.

The national frameworks for asset management are:

• Framework 1: Criteria for Assessing Financial Sustainability

• Framework 2: Asset Planning and Management• Framework 3: Financial Planning and Reporting

A gap analysis has been undertaken to gain an understanding of Council’s current level of asset management and to highlight areas for improvement and best practice to further develop Council’s asset management planning practices. Thus, Council’s main asset management focus for the forthcoming year is implementing strategies identified from this analysis.


3.5.5 REPAIRS AND MAINTENANCE, AND INFRASTRUCTURE DEVELOPMENT

CAPITAL EXPENDITURE AMOUNT ($)

5321 - Capital Purchase/Construct Buildings 798,000.00

5331 - Capital Construct Infrastructure 365,000.00

5341 - Capital Purchases Plant & Equipment 145,000.00

5371 – Capital Purchases Vehicles 70,000..00

TOTAL CAPITAL EXPENDITURE 1,378,000.00 REPAIRS AND MAINTENANCE

2242 - Asset R&M Expense 301,857.12

2352 - Fleet, Plant & Equipment R&M 26,464.09

TOTAL REPAIRS AND MAINTENANCE 328,321.21

3.5.6 ASSET AND INFRASTRUCTURE DEVELOPMENT SCHEDULED FOR 2016-17

ACCOUNT NUMBER AMOUNT ($) DESCRIPTION

LOCATION: 10 - HQ

10.10.115.5371 40,000.00 Act 320 - Replace Ute CA45IE - 40K

10.10.115.5321 150,000.00 Development of 2 Crawford Street

190,000.00 LOCATION: 11 - BARUNGA (BAMYILI)

11.10.110.5321 20,000.00 Act 245 - Paint Job & Kitchen Shelving at Lot 266 - 20K

11.10.115.5341 40,000.00 Act 160 - 2 X Zero Turn Ride On Mowers - 20K each

60,000.00 LOCATION: 12 - BESWICK (WUGULARR)

12.10.110.5321 110,000.00 Act 111 - Replace windows - 20K, Outside paint - 10K, Fencing - 15K, Bathroom and Kitchen redo - 40K | Act 245 - Additional toilet at Contractor Quarter - 25K

12.10.115.5341 35,000.00 Act 160 - Kubota Ride on Mower - 35K

12.10.115.5371 30,000.00 ACT 160 - 2WD Hilux Twin Cab

175,000.00 LOCATION: 13 - BORROLOOLA

13.10.110.5321 160,000.00 Act 160 - Plant & Equipment Shed - 50K, Act 111 - Consultancy for office design - 40K and Act 202 - Lot 383 Staff Housing Refurbishments - 70K

13.10.110.5331 100,000.00 Act 161 site office - 100K

13.10.115.5341 15,000.00 Act 160 - Trailer for Skid Steer - 15K

275,000.00 LOCATION: 14 - BULMAN (GULIN GULIN)

14.10.110.5321 25,000.00 Act 202 - Lot 1B renovation - 25K

25,000.00


LOCATION: 15 - EVA VALLEY (MANYALLALUK)

15.10.110.5331 30,000.00 Concreting Basketball Court 30K and Act

30,000.00 LOCATION: 16 - JILKMINGGAN (DUCK CREEK)

16.10.110.5331 60,000.00 Act 161 - Landfill Upgrade - 60K

60,000.00 LOCATION: 18 - MATARANKA

18.10.110.5321 170,000.00 Act 202 - Lot 17 Upgrade - 150K, Act 245 - VOQ Paint Job and Shower Replacement - 20K

18.10.110.5331 25,000.00 Act 160 - Daly waters Tennis Court upgrade - 15K, Larrimah Irrigation - 10K

195,000.00 LOCATION: 20 - NGUKURR

20.10.110.5321 163,000.00 Act 111 - Refurb Block C - 100K , Installation of Power Meter - 3K and Timers on A/C and Lights 60K

20.10.110.5331 150,000.00 Activity 161 - Earthwork 100K, Fencing and Front Gate 50K

20.10.115.5341 45,000.00 Act 160 - Trailer for Bobcat - 15K, 2WD Hilux 30K

358,000.00 LOCATION: 21 - NUMBULWAR

21.10.115.5341 10,000.00 Act 161 - Street Sweeper - 10K

10,000.00 1,378,000.00


3.6 Rates 3.6.1 ASSESSMENT OF THE SOCIAL AND ECONOMIC EFFECTS OF THE RATING POLICY AND DECLARATION

Rates to be levied on property owners by Roper Gulf Regional Council in 2016-17 remain affordable and at very low levels compared to other Local Government jurisdictions in Australia. Further, rates levied on Territory Housing dwellings are paid in the first instance by Territory Housing, so have no direct financial impact on public housing tenants. As such, the Council does not anticipate any detrimental socio-economic impact from levying rates in 2016-17.

Additionally, rates revenue remains a small proportion of the Council’s total budget, at less than 4.5 per cent of the total. This underlies the fact that the Council is effective in securing significant non-rate revenue for all of its communities, including Government grants and contracts. This allows for services and employment opportunities to be delivered to Council residents far above what the rates revenue would alone enable, resulting in a net positive socio-economic impact for residents

3.6.2 RATES DECLARATION SUMMARY 2016-2017

SUMMARY

The following rates declaration has been prepared as per section 158 of the Local Government Act. Adjustments have been made to incorporate the Minister for Local Government’s approved conditional rating levies for mining and pastoral leases.

The rates declaration for 2016-17 will levy approx. $836,066.93 in rates revenue as compared to $746,721.28 in 2015-2016. The Waste Collection charges will be approximately $656,556.78 in 2016-17 as compared to $551,533.31 in 2015-16. Council has also declared a special rate this year to cover for the Animal Health Management in various communities and will be collecting $62,000.00 in 2016-17.

Rates for all the properties are to increase by 10% from the 2015-16 rates except Mining and Pastoral properties.

Please note that revenue estimates for pastoral and mining leases are based on accepted rates proposal by the Minister for Local Government and Community Services.

RATES: RESIDENTIAL PROPERTIES

RESIDENTIAL RATE 1: For residential properties on Aboriginal land and in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships:

2015-16 2016-17

$ 761.83 $ 838.01

RESIDENTIAL RATE 2: For residential properties in Borroloola, Mataranka, Larrimah and Daly Waters townships:

2015-16 2016-17

$ 617.01 $ 678.71

RESIDENTIAL RATE 3: For vacant land in Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:

2015-16 2016-17

$ 617.01 $ 678.71

RATES: COMMERCIAL PROPERTIES

COMMERCIAL RATE 1: For commercial properties on Aboriginal land and in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:

2015-16 2016-17

$ 902.56 $ 992.82

COMMERCIAL RATE 2: For commercial properties in Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:

2015-16 2016-17

$ 816.61 $ 898.27


RATES: RURAL PROPERTIES

RURAL RATE 1: For rural residential living, horticultural or agricultural purpose properties under 200 hectares, a flat rate of:

2015-16 2016-17

$ 637.45 $ 701.20

RURAL RATE 2: For rural residential living, horticultural or agricultural purpose properties over 200 hectares, a flat rate of:

2015-16 2016-17

$ 707.59 $ 778.35

RATES: CONDITIONAL RATING

CONDITIONAL RATE 1: Pastoral Leases - For pastoral properties, with an assessed value of the property under $ 1,230,000, a flat rate of:

2015-16 DECREED 2016-17

$ 366.48 $ 368.31

For pastoral properties, with an assessed value of the property of over $ 1,230,000, a differential rate multiplying the assessed value of each property by:

2015-16 DECREED 2016-17

0.0297% 0.0299%

CONDITIONAL RATE 2: Mining and Extraction Leases - For mining and extraction leases with an assessed value of the property under $255,100, a flat rate of:

2015-16 DECREED 2016-17

$ 867.34 $ 871.68

For mining and extraction leases with an assessed value of the property of over $255,100, a differential rate multiplying the assessed value of each property by:

2015-16 2016-17

0.34% 0.34%

OTHER

For all other properties not defined elsewhere in the proposal, a flat rate of:

2015-16 2016-17

$ 761.83 $ 838.01

SPECIAL RATES: ANIMAL HEALTH MANAGEMENT

Pursuant to Section 156 of the Act, Council declared the special rate (“Animal Health Management”) to assist with the implementation of animal management in the area. For all residential allotments within Barunga, Beswick, Bulman, Jilkminggan, Eva Valley, Ngukurr, Numbulwar, Weemol, a flat rate of:

2015-16 2016-17

$125.00

WASTE MANAGEMENT CHARGES

For all town or community properties, or those receiving waste management services from or on behalf of Roper Gulf Regional Council, a flat charge per annum per property in respect of the garbage collection service provided, multiplied by the number of standard rubbish bins at the property and by the number of services per week.

2015-16 2016-17

$ 217.14 $ 257.07

All other service charges and fees are listed in the Fees and Charges Schedule under 3.7 of this Regional Plan.


3.7 Fees and Charges ScheduleA Senior Discount of 15% applies to all the below listed fees and charges for residents holding a Seniors Card. This discount does not apply to rates and Post Boxes.

Long term hire, lease or other arrangements need to be negotiated with the Strategic Leadership Team. A request for waiver must be written correspondence to the Council. Any waiver of fee or charge must be approved by the Council.

2016-17

DESCRIPTION GST INC. UNIT COMMENTS

TRADES AND LABOUR

All of RGRC Where Available

Tradesman - Plumber/Electrician/Carpenter/Certified Operators

$135.00 per hour includes all trades

Mechanic $145.00 per hour

Trades Assistant - includes apprentice $85.00 per hour All other labour

Travel $2.00 per km Includes sealed and unsealed

Labour on travel $75.00 per hour 50% of labour costs

Emergency call out fee $260.00 per call out Outside of council operating hours

PLANT AND EQUIPMENT

(The following charges are for the provision of short term hire of Plant, Machinery & Labour. Need to check Location for availability). All of Council Area where available. Dry hire is not available

Elevated Work Platform $125.00 per hour Need 2 licensed Elevated platform license holders to operate

3/6 Ton Small Drop Side Tipper $120.00 per hour

Backhoe $200.00 per hour Includes attachments

Grader (Cat 140G) $230.00 per hour

Grader (Gallion Flea) $170.00 per hour

Grader (Cat 12M) $320.00 per hour

Prime Mover (Single trailer Capacity) $180.00 per hour

Service Truck (Hino) $165.00 per hour

HIAB Truck $120.00 per hour

Forklift (Manitou Telehandler) $180.00 per hour

Septic Truck (Bulman only - does not incl labour) $730.00 per septic cleaned

Bobcat $170.00 per hour

Mini Excavator $140.00 per hour

24 Tonne Excavator (Hitachi) $280.00 per hour plus $ 85 standby

24 Tonne Excavator (Hitachi) $125.00 per hour Dry Hire Rate

Rock-hammer $22.00 per hour Mini Excavator only

Front End Loader $220.00 per hour Includes attachments

Tractor - up to 100hp with Slasher or Post Hole Borer

$185.00 per hour Need to check locations for availability

Quad Bike & Spray Pack $130.00 per hour Does not include chemicals

Ride -On - mower - with operator $135.00 per hour Housing only

Cement Mixer $60.00 per day

Trailer(Small box/tandem) $11.00 per hour

Box Trailer $45.00 half day Minimum Half Day charges


Box Trailer $75.00 per day

Car Trailer $125.00 per day

Car Trailer $85.00 half day

Wood Chipper $120.00 per hour

WASTE MANAGEMENT

Service Charge $257.05 per bin x number of collections

Commercial Waste Dump Fee $70.00 per m3

Grease Trap Dump Fee $57.00 per kilolitres (Borroloola Only) & Does not include removal + transport cost

Abandoned Vehicle Fee $100.00 per car

Tyres - Standard Sedan $10.00

Tyres – All Terrain / Small Tractor $40.00

Tyres - Truck / Tractor Large $80.00

REGISTRATION COMPANION ANIMALS

Entire dog- with reproductive organs $45.00 per year

Registration per dog De-sexed - without reproductive organs

$20.00 per year

Registration per dog License for more than two dogs

$110.00 per year

Pound Maintenance Fee $28.00 per dog per day or part day

CEMETERY SERVICES

Burial charges include digging and backfilling of grave

$740.00 per burial Where available. Where unavailable, contractors may be engaged at an additional cost.

COMMUNICATIONS, PUBLICATIONS AND ADMINISTRATION

Rates Search $65.00 per Property

Post Box - Large $60.00 per year

Post Box - Small $21.00 per year

Internet Café $3.00 per 15 mins

Printing - A4 Black & White single sided $1.00 per page

Printing - A4 Black & White double sided $1.50 per page

Printing - A3 Black & White single sided $1.50 per page

Printing - A3 Black & White double sided $2.00 per page

Printing - A4 Colour single sided $1.50 per page

Printing - A4 Colour double sided $2.50 per page

Printing - A3 Colour single sided $2.00 per page

Printing - A3 Colour double sided $4.00 per page

Transmit or Receive a fax per A4 page $2.00 per page Local

Transmit or Receive a fax per A4 page $3.00 per page Interstate

Laminate - A4 sheet $3.50 per page

Laminate - A3 sheet $5.00 per page

Laminate Business Card $1.50 per card

Binding of documents $9.00 up to 30 pages

Binding of documents $16.00 up to 50 pages

Binding of documents $21.00 over 50 pages

Annual Report or Regional Plan black and white copy

$16.00 Free copies can be downloaded at: www.ropergulf.nt.gov.au. Copies of the document are free to read at all any SDC’s


Annual Report or Regional Plan colour copy $2.00 per page One sided print

Annual Report or Regional Plan printer’s copy $30.00 per copy

Ads in Newsletter-Banner Advertisement $55.00 per ad

Ads in Newsletter-Quarter page $105.00 per ad To place Advertisements in RGRC Newsletter

Ads in Newsletter-Half page $155.00 per ad

Ads in Newsletter-Full page $210.00 per ad

Copy of Minutes black and white copy $7.00 per meeting Free copies can be downloaded at: www.ropergulf.nt.gov.au. Copies of the document are free to read at all any SDC’s

VENUE HIRE

Basic Facility Hire $195.00 per day - Flat Rate Includes main building such as Community Halls, Board Rooms, Training Rooms and Singular Sport and Rec Building

Basic Facility Hire $155.00 Minimum 4 hours + $25 per additional

hour

Includes main building such as Community Halls, Board Rooms, Training Rooms and Singular Sport and Rec Building

Whole Facility Hire $300.00 per day - Flat Rate Incorporates the hire of several buildings on the same grounds including kitchen, toilets and showers

Whole Facility Hire $230.00 Minimum 4 hours + $40 per additional

hour

Incorporates the hire of several buildings on the same grounds including kitchen, toilets and showers

Office Space $220.00 per week 3x2 metre area. Long term leases can be negotiated

Visitor Accommodation - Service Charge $130.00 per room per day Per room. Long term leases can be negotiated.

Oval For Organised Competition $1,000.00 per season Facility hire agreement must be signed and approved by Council before access to the facility is approved.

Tables $3.00 per day per table, payable in advance

Chairs $1.00 per day per chair, payable in advance

Delivery of Tables/Chairs $80.00 per event Local delivery only

BBQ $32.00 per day $100.00 deposit required. Hire includes a gas bottle with gas. The hirer is responsible for ensuring they have adequate gas as hire does not include a full gas bottle

Camping Fees $15.00 per day per site per vehicle

Storage Facility Fee $21.00 per pallet per week insurance to be born by the customer

Livestock Agistment $21.00 for 5 head $2 per head over 5 (Max 2 nights)

GENERAL

Deposit to Repair Damage to Footpath, Kerb, Road or Road Reserve

$5,305.00 per contract

Lawn Mowing Services $60.00 per service (if available)

Aged and Disability Program - meal on wheels $14.00 per person per day

School Nutrition Program - breakfast and lunch $10.00 per person per day

Crèche Fees $6.00 per person per day

Beswick Aged Care Room Rent - single room $270.00 per person per week

Beswick Aged Care Room Rent - double room $135.00 per person per week

AIRPORTS

Airport Pick & Drop Off $60.00 Per Person One way

Landing Fees (All airports) $22.00 per tonne- Min Charge $75


4. APPENDICES

I. RATES DECLARATION 2016-2017Notice is hereby given that pursuant to Section 158 of the Local Government Act 2008 that the following rates and charges were declared by Roper Gulf Regional Council (the “Council”) at the Ordinary Council Meeting held 27th July 2016 and pursuant to Sections 155-157 of the Local Government Act 2008 (the “Act”) in respect of the financial year ending 30 June 2017.

RATES

The Roper Gulf Regional Council makes the following declaration of rates pursuant to sections 155-157 of the Act.

1. The following definitions are applicable for the purposes of all sections of this Rates and Charges declaration.

LAND USE: The purpose for which the land is used being used.

PROPERTY TYPE: Is defined by the properties land use being Residential, Commercial / Multi Use /Horticultural / Agricultural / Rural living / Vacant Land/ Mining / Pastoral.

PROPERTY LOCATION: is the physical location of the property and the community/town boundaries in which the property exists.

“RESIDENTIAL DWELLING”: means a dwelling house, flat or other substantially self contained residential unit or building on residential land and includes a unit within the meaning of the Unit Titles Act.

“RESIDENTIAL LAND”: means land used or capable of being used for residential purposes (includes land on which there is no residential dwelling).

“COMMERCIAL AND INDUSTRIAL ACTIVITY”: means those activities that are carried out by individuals, partnerships, associations and corporations for the purposes of generating revenue for profit. These can be carried at home or at a proposed business address. Revenue is not the medium to determine the classification but it is the land use that will determine if property is residential or commercial. In case of partial usage of land i.e for both residential and commercial, the greater rates for the category would be applicable. (irrespective of the revenue generated, being $1 or $1 million).

“GOVERNMENT ACTIVITY”: means those activities that are carried out by employees of the Australia or Northern Territory Governments for the purpose of providing support to the residents of the townships and communities within the Regional as identified in paragraph 5 above.

“GARBAGE COLLECTION SERVICE”: the “garbage collection service” comprises a collection service of one garbage collection visit per week with a maximum of one 240 litre mobile bin per garbage collection visit. The total garbage collection service charge for an allotment is the :

Total Garbage Service Charge=garbage collection service charge x #bins assigned x #assigned collection services

The number of assigned collection services and the standard number of bins assigned are dependent upon the community.

CONDITIONALLY RATEABLE LAND: Is defined in s142 of LGA as:

a. land held under a pastoral lease;

b. land occupied under a mining tenement;

c. other land that is classified under the regulations as conditionally rateable.

CATEGORISATION OF LAND: The land in a local government area is divided into 3 basic categories s 142(1):

a. rateable land; andb. conditionally rateable land; andc. land (exempt land ) that is exempt from rates.

VACANT LAND: Residential land that does not contain a residential dwelling

MULTI-USE ALLOTMENTS: The basis on which the Council determines rates and the subsequent classifications of land which is multi-use of which one of the uses is exempt, the allotment will be deemed exempt if the non-exempt use is “merely incidental to the exempt purpose” (s.44(2)of the Act). Therefore if the non-exempt purpose operates in its own right then the allotment will not be exempt from rates.

All other multi-use allotments except conditionally rateable allotments will be charged at the land-use rate that has the higher rate level and is not subject to the “predominant use” principle. This classification is used if more than one of the above land uses is applicable to a particular allotment.

LAND USE: The categorical use of the land for which the property type is defined.

2. Council, pursuant to Section 149 of the Act and section 6.1 of the Roper Gulf Regional Council Rating Policy (FIN008 – Rating Policy), adopts the Unimproved Capital Value method as the basis for determining the assessed value of allotments within the Roper Gulf Region boundaries.


3. Council intends to raise, for general purposes by way of rates the amount of $836,066.93 which will be raised by application of:

a. Differential valuation-based charges (“differential rates”) with a differential minimum charge (“minimum amounts”) being payable in each application of those differential rates.

b. A fixed charge (“Flat Rate”).

c. Flat rate for different classes of allotments within the Region boundary.

4. Council declared the following differential rates with minimum amounts being payable in application of each of those differential rates subject to paragraphs 1,2,3,and 4 of this rates declaration.

a. RESIDENTIAL RATE 1: With respect to every allotment of rateable land within the Region area that is used for residential purposes in the council assessment record and for which the rural classification is not applicable, and which conditional rating is not applicable in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of $ 838.01 for each allotment.

b. RESIDENTIAL RATE 2: With respect to every allotment of rateable land within the localities of Borroloola, Mataranka, Larrimah and Daly Waters that is used for residential purposes in the council assessment record, and for which the rural classification is not applicable, and which conditional rating is not applicable, a flat rate of $ 678.71 for each allotment.

c. RESIDENTIAL RATE 3: With respect to every allotment within the Region boundaries that is vacant land and is not exempt land in the council assessment record, and is not conditionally rateable, and for which the rural classification is not applicable, a flat rate of $ 678.71 for each allotment will be applied.

d. COMMERCIAL RATE 1: With respect to every allotment of rateable land within the Region area that is used for commercial purposes in the council assessment record in areas excluding Borroloola Mataranka, Larrimah, and Daly Waters townships, a flat rate of $ 992.82 for each allotment.

e. COMMERCIAL RATE 2: With respect to every allotment of rateable land within the localities of Borroloola, Mataranka, Larrimah, and Daly Waters that is used for commercial purposes in the council assessment record, a flat rate of $ 898.27 for each allotment.

f. RURAL RATE 1: With respect to every allotment of rateable land under 200 hectares within the Region boundaries that is used for rural living purposes, horticultural, farming, or agricultural purposes in the council assessment record that is not conditionally

rateable, and is not an allotment for which a pastoral lease is applicable, and is not exempt land, a flat rate of $ 701.20 for each allotment.

g. RURAL RATE 2: With respect to every allotment of rateable land over 200 hectares in size within the Region boundaries and is used for rural living purposes, horticultural, farming, or agricultural purposes in the council assessment record and is not conditionally rateable and is not an allotment for which a pastoral lease is applicable, and is not exempt land, a flat rate of $ 778.35 for each allotment.

h. CONDITIONAL RATE 1 – PASTORAL LEASES: With respect to every allotment of conditionally rateable land within the Region boundaries held under a Pastoral Lease as defined in section 3 of the Pastoral Land Act, the applicable rate to be charged per allotment is the greater of:

i. a differential rate of 0.0299% of the Unimproved Capital Value of the property;

ii. The minimum rate amount of $368.31 for each allotment.

i. CONDITIONAL RATE 2 – MINING AND EXTRACTION LEASES: With respect to every allotment of conditionally rateable land within the Regional boundaries held under a mining, extractive, or petroleum lease as defined in the Act, the applicable rate to be charged per allotment is the greater of:

i. a differential rate of 0.34% of the Unimproved Capital Value of the property;

ii. The minimum rate amount of $871.68 for each allotment.

j. OTHER RATE: With respect to every allotment of rateable land within the Region boundaries that is not otherwise described elsewhere in this declaration, and which is not exempt from paying rates in the council assessment record under another statutory act (s.144 (L)) a flat rate of $ 838.01 for each allotment will apply. In the event that the allotment contains separate residential parts or units, then the flat rate of $ 838.01 multiplied by the number of residential parts or units.

k. SPECIAL RATE - ANIMAL HEALTH MANAGEMENT: With respect to every allotment of rateable land within the localities of Barunga, Beswick, Bulman, Jilkminggan, Eva Valley, Ngukurr, Numbulwar, Weemol that is used for residential purposes in the council assessment record, and for which the rural classification is not applicable, Council declared a Special rate “Animal Health Management” to assist with the implementation of Animal management in the area, a flat rate of $125.00 for each allotment. The total of $62,000.00 will be collected


with special rates and will solely be used for Animal Management.

Council will deliver the following services under the Animal Health Management program:

DOGS• Ivomec Injections• Tick Sprays• Contraceptive Injections• Vaccinations• Speys• Castrates• Euthanasias

Local Authorities were consulted as to whether the Vet services were valued. Borroloola and Mataranka local authorities determined they did not want the service or have the special fee applied in their town, stating that pet owners should be responsible for their pets health and that the by-laws would provide the control and management of dogs and other animals. All other remote housing areas such as Borroloola town camps and Outstations of Jodetluk, Werenbun and Mulgan camp may access the program for a fee for service.

CHARGES: WASTE MANAGEMENT / GARBAGE COLLECTION CHARGE

a. Pursuant to Section 157 of the Act, Council declared the following charges in respect to the garbage collection services it provides for the benefit of eligible ratepayers within or near the following designated communities and townships within the Region area (except such land as the Council from time to time determines to be exempt or excluded from the provision of such services or for which the Council has determined impractical to provide such services) and the occupiers of such land.

b. The designated communities, localities, and townships subject to the garbage collection service charge are Barunga, Beswick, Borroloola, Bulman, Jilkminggan, Jodetluk, Manyallaluk, Mataranka, Ngukurr, Numbulwar, Urapunga, Weemol, and Werenbun.

c. The Council intends to raise $656,556.78 by way of garbage collection charges.

d. A charge of $ 257.07 per annum, regardless of whether the service is utilised or not, for each allotment used for residential, commercial, industrial, or government activity in the council assessment record multiplied by the number of standards bins assigned to the allotment multiplied by the number of collection services per week.

Waste Management Charge=$ 257.07 x #bins assigned x #assigned collection services

The standard Collection Services are:

LOCATION / COMMUNITY / TOWNSHIP

# WEEKLY SERVICE

COLLECTIONS

STANDARD #BINS

ASSIGNED

Barunga 2 2Beswick 2 2Borroloola 2 1Bulman 2 2Jilkminggan 2 2Jodetluk 2 2Manyallaluk 2 1Mataranka 1 1Ngukurr 2 1Numbulwar 3 1Urapunga 2 2Weemol 2 2Werenbun 2 2

RELEVANT INTEREST RATE

The relevant interest rate for late payment and charges is fixed in accordance with Section 162 of the Act at a rate of 18% per annum and is calculated on a daily basis.

PAYMENT

Rates and charges declared under this declaration may be paid by:

a. Instalments of two (2) payments approximately equal instalments on the following dates:-

i. First instalment to be paid on or before 30 September of each year;

ii. Second instalment to be paid within four months of the due date issued on the rates notice.

b. Failure to pay either instalment or full payment by the due date will result in interest accruing.

c. Instalments falling due on a weekend or public holiday may be paid by the following business day, without incurring any penalty.

d. Details of due date and specified amounts are listed on the relevant Rates Notice.

e. Variations to those options for payment will be administered according to the conditions outlined on the front and reverse of the Rates Notice.

f. A ratepayer who fails to pay the rates and charges notified under the relevant rates notice, under section 159 of the Act may be sued for recovery of the principal amount of the rates and charges, late payment penalties and


costs reasonably incurred by Council in recovering or attempting to recover the rates and charges.

g. The Council under Section 173 of the Local Government Act may sell the land on which the rates have been in arrears for at least 3 years. More information on this is available in Council’s rating policy.

I I. BUDGET LEGISLATIVE REQUIREMENT

LEGISLATIVE FRAMEWORK

The Budget is prepared in accordance with the requirements of the Northern Territory Local Government Act. Relevant Sections of the Act are as follows:

PART 10.4 LONG-TERM FINANCIAL PLANS.126. LONG-TERM FINANCIAL PLAN

1. A council must prepare and keep up-to-date a long-term financial plan.

2. A long-term financial plan must relate to a period of at least 4 financial years.

3. A long-term financial plan must contain:

a. a statement of the major initiatives the council proposes to undertake during the period to which the plan relates; and

b. projections of income and expenditure for each financial year of the period to which the plan relates; and

c. the council’s proposals for the repair, maintenance, management and development of infrastructure for each financial year of the period to which the plan relates.

5.The council must provide the Agency with a copy of its long-term financial plan by 31 July in the first financial year to which the plan relates.

PART 10.5 ANNUAL BUDGETS.127. ANNUAL BUDGETS

1. A council must prepare a budget for each financial year. 2.The budget for a particular financial year must: a. outline: i. the council’s objectives for the relevant financial year; and ii. the measures the council proposes to take, during the financial year, towards achieving those objectives; and iii. the indicators the council intends to use as a means of assessing its efficiency in achieving its objectives; and b. contain estimates of revenue and expenditure for the financial year (differentiating between operating and capital expenditure); and

c. state the amount to be allocated to the development and maintenance of each class of infrastructure for the financial year; and d. state the amount the council proposes to raise by way of rates, and set out the rates structure, for the financial year; and e. contain an assessment of the social and economic effects of its rating policies; and f. state the allowances for members of the council for the financial year and the amount budgeted to cover payment of those allowances; and g. contain any other information required by any guidelines that the Minister may make. 3. Subject to the regulations, a council must not budget for a deficit.

PART 10.5 ANNUAL BUDGETS.128. ADOPTION OF BUDGET OR AMENDMENT1. A council must adopt its budget for a particular financial year on or before 31 July in the relevant financial year. 2. Subject to subsection (2A), a council may, after adopting its budget for a particular financial year, adopt an amendment to its budget. 2A. An amendment cannot have the effect: a. of increasing the amount of an allowance for the financial year for the members of the council; or b. of changing the amount of an allowance for the financial year for members of a local authority established by the council except in accordance with any guidelines made by the Minister. 3. As soon as practicable after adopting its budget, or an amendment to its budget, for a particular financial year, a council must: a. publish the budget or the amendment as adopted on the council’s website; and b. notify the Agency in writing of the adoption of the budget or amendment; and c. publish a notice in a newspaper circulating generally in the area informing the public that copies of the budget or amendment may be downloaded from the council’s website or obtained from the council’s public office. 4.The council’s budget forms part of the council’s municipal, regional or shire plan.


I I I. REGIONAL PLAN LEGISLATIVE REQUIREMENTLegislative Framework – This Plan is prepared in accordance with the requirements of the Northern Territory Local Government Act. Relevant Sections of the Act are as follows:

PART 3.2 MUNICIPAL, REGIONAL OR SHIRE PLAN. 22. MUNICIPAL, REGIONAL OR SHIRE PLAN

1. Each council must have a plan for its area.

2. The plan for a municipal council is called the municipal plan, for a regional council, the regional plan, and for a shire council, the shire plan.

3. A council’s municipal, regional or shire plan:

a. must be accessible on the council’s website; and

b. must be available for inspection at the council’s public office; and

c. must be available for purchase at a fee fixed by the council from the council’s public office.

23. CONTENTS OF MUNICIPAL, REGIONAL OR SHIRE PLAN

1. A municipal, regional or shire plan:

a. must contain:

i. a service delivery plan for the period to which the municipal, regional or shire plan relates; and

ii. the council’s budget; and

b. must contain, or incorporate by reference:

i. any long-term, community or strategic plan adopted by the council or a local authority or local board and relevant to the period to which the municipal, regional or shire plan relates; and

ii. the council’s long-term financial plan; and

c. must contain, or incorporate by reference, the council’s most recent assessment of:

i. the adequacy of constitutional arrangements presently in force for the council under this Act and, in particular, whether they provide the most effective possible representation for the area; and

ii. the opportunities and challenges for local government service delivery in the council’s area; and

iii. possible changes to the administrative and regulatory framework for delivering local government services in the council’s area over the period to which the plan relates; and

iv. whether possibilities exist for improving local government service delivery by cooperation with other councils, or with government agencies or other organisations; and

d. must define indicators for judging the standard of its performance.

2. A council must make or revise an assessment of the matters mentioned in subsection (1)(c) at least once in the council’s term and, until the council makes or revises the assessment, the municipal, regional or shire plan is to include the assessment (if any) made during the previous term of the council.

3. A municipal, regional or shire plan incorporates a plan or assessment by reference if it refers to the plan or assessment and includes a link or reference to a webpage on which the plan or assessment is accessible.

24 ANNUAL REVIEW OF MUNICIPAL, REGIONAL OR SHIRE PLAN

1. A council must adopt its municipal, regional or shire plan (or revisions to its municipal, regional or shire plan) between 1 April and 31 July in each year and forward a copy of the plan (or the revised plan) to the Agency by the latter date.

2. Before the council adopts its municipal, regional or shire plan (or revisions to its municipal, regional or shire plan) for a particular year, the council must:

a. prepare a draft of the plan (incorporating any proposed revisions); and

b. make the draft plan accessible on the council’s website and make copies available for public inspection at the council’s public offices; and

c. publish a notice on its website and in a newspaper circulating generally in the area inviting written submissions on the draft plan within a period (at least 21 days) from the date of the notice; and

d. consider the submissions made in response to the invitation and make any revisions to the draft the council considers appropriate in the light of the submissions.

3. Although the council’s budget forms part of its municipal, regional or shire plan, this section does not apply to the adoption of the budget or of amendments to it.

4. The adoption of a budget, or of amendments to it, operates to amend the municipal, regional or shire plan so that it conforms with the most recent text of the council’s budget.


24A. CORE SERVICES

The Minister may, by Gazette notice, advise one or more regional councils or shire councils as to the services that, in the Minister’s view, are services that the regional council or councils or shire council or councils should, as a priority, provide and the regional council or councils or shire council or councils must consider such a list when adopting and renewing their plan.

IV. ACKNOWLEDGEMENTS Our sincere thank you to all Roper Gulf Regional Council residents who took the time to speak to us and contribute valuable suggestions that will allow us to look for dynamic ways to improve on our Service Delivery during the life of this Regional Plan and beyond.

We appreciate the contributions received from our stakeholders and partners across the Roper Gulf region and the RGRC staff who have assisted with and supported the community consultations in the drafting of this Regional Plan 2016-17.

Many of the photographs featured in this publication have been captured by our Communications Officer Stephen Roper who you may have seen out and about behind the lens.


Street Address 29 Crawford Street Katherine NT 0850

Postal Address PO Box 1321 Katherine NT 0851Phone 08 8972 9000Fax 08 8971 2607Email [email protected] www.ropergulf.nt.gov.au

Documents

ROPER GULF REGIONAL COUNCIL Regional Plan 20 -20ropergulf.nt.gov.au/wp-content/uploads/2014/02/2016-RGRC-Regional... · SWOT analysis has been conducted and this has been ... TNT