central desert regional council · 2020-02-17 · 2 3 on behalf of all my fellow councillors, it is...

Central Desert Regional Council 2014–15 Annual Report

B 1

Alcoota Station = EngawalaAtitjere = Harts RangeAnmatjere = Ti TreeEngawala = Alcoota StationHarts Range = AtitjereHooker Creek = LajamanuLajamanu = Hooker CreekLaramba = NapperbyMount Allen = YuelamuNapperby = LarambaYuelamu = Mount Allen

ABS Australian Bureau of StatisticsCAT Centre for Appropriate TechnologyCAYLUS Central Australian Youth Link Up

ServiceCDRC Central Desert Regional CouncilCEO Chief Executive OfficerCr CouncillorEBA Enterprise Bargaining AgreementESO Essential Services OfficerFTE full-time equivalentHACC Home and Community CareHR human resourcesIT information technologyKPI key performance indicatorLGA local government areaLGANT Local Government Association of

the Northern TerritoryMoU memorandum of understandingNDRRA Natural Disaster Relief and

Recovery Arrangements NT Northern TerritoryRIPIA Remote Indigenous Public Internet

AccessRJCP Remote Jobs and Communities

ProgramWHS work health and safetyWYDAC Warlpiri Youth Development

Aboriginal CorporationYS&R Youth, Sport and Recreation

List of Shortened Forms

List of Alternative Place Names

The story of the front cover

Wayne Porter began working with Central Desert Regional Council in May 2014 as the Aged Care and Disability Services Coordinator, based in Willowra. Of his arrival in

Willowra, Wayne says, ‘There was literally nothing in place but, after a few days getting around and meeting some of my future clients, I realised there was definitely a need for Aged Care services’.

Wayne used his initiative and the support of the Aged Care management team in Alice Springs to create an outstanding aged care service for the people of Willowra. ‘I started by asking my clients lots of questions about what they wanted, and gathering feedback. They were excited about what we could achieve, and working in the open air or near the river – where many people used to live – soon became a focus of our work together.’

Wayne met with Council staff and other stakeholders and gradually the Willowra Aged Care service gathered support and momentum. ‘These wonderful people have lived in open spaces and under the stars, held meetings and ceremonies outside. With the help of Council we developed a range of activities that allowed people to reconnect with the outside world.

‘When people such as nutritionists come to the community we have our meetings down by the river, which the clients really appreciate and enjoy. Now we have an exercise program that has really good participation rates, as well as movie days and a school interaction program. My clients and I have developed a special bond and an amazingly close relationship.’

‘I love my work and the challenges that go with it. The great support of Council makes my job so much easier. My biggest reward is seeing the smiles on my clients’ faces, and their mobility and health improving each day.’

ContentsCouncil President’s Welcome 2

Chief Executive Officer’s Report 3

Our Governance 4Elected Members 4Council Meetings 6Organisational Structure 7

Our Community 8Population 9

Our Performance 10Key Performance Indicators 11

Our Services 12Municipal Services 12Service Delivery Summary 12Community Services 13Commercial Services 14Corporate Services 14

Our People 15Highlights and Achievements This Year 15Staff Profile 15Work Health and Safety 15Lost-Time Hours 16Recruitment and Retention 16Staff Training and Development 16Enterprise Agreement 17

Our Achievements 18Anmatjere 19Atitjere 20Engawala 21Lajamanu 22Laramba 23Nyirripi 24Willowra 25Yuelamu 26Yuendumu 27

Our Goals 28Goal 1: Social and Cultural 29Goal 2: Physical Assets 32Goal 3: Economy 33Goal 4: Environment 34Goal 5: Management and Governance 35

Our Finances 37Financial Summary 37Finance KPIs 38

Financial Statements 39Index to the Financial Statements FS–1

2 3

On behalf of all my fellow Councillors, it is with enormous pride that I present to you the Central Desert Regional Council’s Annual Report for 2014–15.

As I think back on this last year, I seem to recall sports, sports, and more sports! It was only a little over a year ago that almost half the region’s population were out supporting Yuendumu’s sports weekend. Back then we had portable lights set up around the footy field so that the playing could go into the evening – and now, we have proper football oval lights that were erected by the Council and its crews! A huge thank you from the residents of Yuendumu to Minister Bess Price who advocated for the Council to receive the funds to complete this lighting project.

Ti Tree and Nyirripi played well in the Softball Championships towards the end of 2014, and whilst they did not come away with a win I recall they ruffled some feathers and were clipping the heels of the other teams!

I was very proud of all of the teams that participated in the Laramba Sports Weekend at the end of 2014, and one thing I recall is the presence that the Council’s Night Patrol teams had during all of the sports carnivals over the year. Our teams really are taking pride in their work in keeping our communities safer.

So many projects have been completed throughout this year, it seems like our Works team have been constantly in overdrive. I’d like to extend a thanks to all our Works crews on the ground for their help in achieving success in so many amazing projects in community over the year. It is your help and commitment to improving community life that drives the Council to achieve more and more each year.

Finally, I would like to thank the Chief Executive Officer, her Executive Management Team, and the Council employees for their time, input, and dedication to improving the Council’s service delivery across the region over the past year. To my fellow Councillors, I am continually grateful for the opportunity to work with you all. It is a pleasure to work together over these vast distances to ensure that the Council is moving forward and providing a better quality of life in the Central Desert Region.

Cr Adrian Dixon President

Council President’s Welcome

In preparing the 2014–15 Annual Report it is sobering to reflect on the plans and aspirations identified during the planning at the start of the financial year. When the

Council commenced the 2014–15 financial year it was facing a profound shift in funding arrangements and service delivery expectations.

Despite a fiscally conservative budget and an anticipation of a tough funding environment, the Council has continued to provide high quality services and delivered on a number of substantial projects that have provided benefit to the community.

The Council’s first year as a Regional Council saw a significant investment in embedding Local Authorities within the governance framework of the Council and a focus on ensuring that local projects were prioritised and delivered. Community Plans were developed for each community and local projects undertaken with strong engagement with the Remote Jobs and Communities Program participants and other stakeholders.

A range of strategic and operational documents were developed which will provide guidance to the Council and its community members. These include a Regional Sporting Infrastructure Strategy which establishes standards for all sporting facilities within the Council. This strategy has informed and guided the development of high quality regional sporting facilities in Yuendumu and Lajamanu. A third regional sporting hub is being developed in Ti Tree. These facilities will enable strong, regional sporting events to be held close to home and support the Council’s commitment to economic engagement and school attendance. The Council is extremely appreciative of the ongoing funding support of the NT Government and Australian Government through their Special Purpose and Aboriginal Benefit Account Funding which enabled these facilities to be built.

The Council’s strong commitment to developing and embedding best practice into community operations received national recognition when the Council was awarded Category Winner in the National Local Government Excellence Awards for its Central Australian Waste Management program. Lajamanu also won the Territories Tip Top Tip award from Keep Australia Beautiful – this continues the strong showing of the Council after Yuendumu’s win last year. The Council’s Mediation and Justice program also received national recognition for its work in crime prevention, winning the Community category of the National Crime and Violence Prevention Awards.

The Council continues to achieve its strategic objectives with 98% of corporate objectives being achieved. This strong outcome focus has also allowed the Council to deliver on all of its organisational KPIs with extremely strong performance in the areas of waste management, road management, and other core municipal services.

During the financial year the Council has been working with the Central Land Council to establish appropriate leasing arrangements across its various communities. As this process nears completion it became evident that the Council’s asset register required review. As a consequence the Council de-recognised over $20 million worth of buildings and infrastructure on community. This results in a reportable loss for the financial year but corrects a long standing mis-reporting of assets on the balance sheet. Despite this the financial indicators are strong and the Council has been able to establish reserve accounts during the financial year to put money aside for future asset replacement requirements. It will also carry an operational surplus into the new year, building much needed equity for future needs.

I am very proud to present this Annual Report. It is a valuable insight into the work that Council has done and continues to do on behalf of the community.

I would also like to acknowledge the dedication of the Councillors, Local Authority members and staff that help to make the Council strong and productive.

Cathryn Hutton Chief Executive OfficerCDRC was awarded a National Award for Local Government 2015 for ‘Creating great

landfills in central Australian remote Aboriginal communities’.

Chief Executive Officer’s Report

4

President Deputy President

Regional Councillors

5

Adrian DixonAnmatjere Ward PO Box 137, Alice Springs NT 0872 P 08 8956 8455 F 08 8956 8341 [email protected]

Norbert Jampijinpa Patrick Northern Tanami Ward CMB Lajamanu KATHERINE NT 0852 P 08 89750 886 F 08 89750 988 [email protected]

Councillor Benedy BirdAnmatjere Ward PMB 180, Alice Springs NT 0872 P 08 8956 9989 F 08 8956 9976 [email protected]

Councillor Elizabeth BirdAkityarre Ward PO Box 8045, Alice Springs NT 0871 P 08 8956 9779 [email protected]

Councillor James Jampajimpa Glenn Anmatjere Ward PMB 256 via Alice Springs NT 0871 P 08 8956 9933 F 08 8956 9730 [email protected]

Councillor William Japanangka JohnsonNorthern Tanami Ward CMB Lajamanu via Katherine NT 0852 P 08 8975 0886 F 08 8975 0988 [email protected]

Councillor April MartinSouthern Tanami Ward PMB 224, Alice Springs NT 0872 P 08 8956 4820 F 08 8956 4920 [email protected]

Councillor Louis Japanangka Schaber Akityarre Ward PMB 86, Alice Springs NT 0872 P 08 8956 9787 F 08 8956 9917 [email protected]

Robert Robertson (resigned June 2015)Southern Tanami Ward LBO ALICE SPRINGS NT 0872 P 08 8956 4000 F 08 8956 4070 [email protected]

Councillor Jacob SpencerSouthern Tanami Ward PMB 16, Alice Springs NT 0872 P 08 8956 8720 F 08 8956 8739 [email protected]

Councillor Marlene TilmouthAnmatjere Ward PMB 180, Alice Springs NT 0872 P 08 8956 9989 F 08 8956 9976 [email protected]

Councillor Georgina Wilson Southern Tanami Ward LBO, Alice Springs NT 0872 P 08 8956 4000 F 08 8956 4070 [email protected]

Elected Members

Regional Councillors

Our Council reflects the community and we are proud that 11 of our 12 Councillors are Indigenous.

There have been no changes to the membership of the Central Desert Regional Council since the general local government election of Councillors in March 2012. In this reporting period, Cr Norbert Patrick was elected Deputy President at the 6 June 2014 Ordinary Council meeting and won a second term of 12 months in June 2015.

Our Governance

Our Governance Regional Councillors

Willowra Aged Care bush trip

mailto:[email protected]






7

Our Governance Our Governance

0 1 2 3 4 5 6

Special Council Meetings

Ordinary Council Meetings

Louis Schaber

April Martin

James Glenn

Jacob Spencer

Marlene Tilmouth

Elizabeth Bird

Benedy Bird

William Johnson

Georgina Wilson

Norbert Patrick

Robert Robertson

Adrian Dixon

Local Authority meetings, 2014–15

Local Authority Planned meetings Quorum % Annual target

Anmatjere 6 2 33% 6

Atitjere 6 5 83% 6

Engawala 6 2 33% 6

Lajamanu 6 5 83% 6

Laramba 7 4 57% 6

Nyirripi 6 2 33% 6

Willowra 6 5 83% 6

Yuelamu 6 3 50% 6

Yuendumu 6 5 83% 6

55 33 60% 54

Organisational StructureThe following organisational structure illustrates the various services provided under each Directorate for the majority of 2014–15.

In late 2014–15 a substantial restructure occurred and the management of fleet, buildings and facilities, essential services (ESO contract) and airstrips was transferred to the renamed Works and Infrastructure Directorate.

6

0 1 2 3 4 5 6 7 8

Meetings plannedMeetings held

Willowra

Laramba

Anmatjere

Engawala

Nyirripi

Yuelamu

Lajamanu

Yuendumu

Atitjere

Attendance at Council meetings, 2014–15Council held three (3) Special Council meetings and six Ordinary Council meetings in 2014–15.

CHIEF EXECUTIVE OFFICER

COUNCIL

DIRECTORWORKS

DIRECTOR FINANCE &

CORPORATE SERVICES

DIRECTOR COMMUNITY

SERVICES

COMMUNITY

LOCAL BOARDS Nine Communities

STANDING COMMITTEES Finance

CEO Performance Review

AREAS OF RESPONSIBILITY• Council Services Management• Roads• Waste Management• Parks & Recreation Facilities• Animal Control• Street Lighting• Visitor Accommodation• Cemetery Management• Local Emergency Recovery• Traffic Management• Weed & Fire Hazard Reduction• Project Management

AREAS OF RESPONSIBILITY• Finance• Human Resources• Staff Training• Customer Service• Power and Water• Asset Management• Information Services • Toursim and Economic Development• Governance• Public & Corporate Relations• Risk Management

AREAS OF RESPONSIBILITY• Aged & Disability Services• Children’s Services• School Nutrition• Community Media• Domestic Violence & Mediation• Night Patrol• Youth, Sport and Recreation• Community Development• Library & Cultural Heritage• Remote Jobs and Communities Program• Post Office Agency and Centrelink

AREAS OF RESPONSIBILITY• Overall Management• Council Planning and Reporting• Advocacy and Representation • Intergovernmental Relations• Community Planning and Engagement

Local Authority meetings planned and held, 2014–15

Council MeetingsThe Council continued to schedule its Ordinary Council meetings every two months, rotating the location of the meetings between the Alice Springs office and the communities. During this financial year a regional meeting was held in Lajamanu. Scheduled regional meetings in both Yuendumu and Atitjere were cancelled due to weather conditions.

Local GovernanceCouncil has supported nine Local Authorities which began functions from 1 July 2014, providing 72 Appointed Local Authority positions and 12 Elected Member positions for the communities to be part of local decision-making to improve the local community. Local Authorities provide 84 positions, including our Ward Councillors. In terms of adult representation, this equates to one in every 52 residents as a representative of the community.

Central Desert would like to thank its current and previous serving Local Authority members for contributing to community engagement and decision-making across the region to ensure that the community voice is heard.

Council has ensured to plan a minimum of six Local Authority meetings per Local Authority over the 2014–15 year; the results of the annual meeting targets are at right.

Local Authorities have provided input in various community projects over the year, some of which are community planning and Local Authority project funding which aims to empower Local Authorities to make decisions on projects to improve community life.

The Council gratefully acknowledges the support provided by the NT Government Department of Local Government and Community Services for its support of Local Authorities through its various grants.

Our Community

8 99

Location of Central Desert Regional Council within the

Northern Territory

This map of the Central Desert Region shows our nine council service delivery centres.

AreaThe Central Desert Regional Council covers an area of approximately 282,093 km² of land.

PopulationThe total estimated resident population of the Regional Council is 4,331. The estimated resident population of the major localities within the Regional Council are shown in Table 1 below.

Estimated Resident Population – Central Desert Regional Council by State Suburb (SSC) (a).

As at 30 June 2012 (b).

Estimated resident population at 30 June 2012

Locality No. of people

Greater Regional Anmatjere (b) 540

Ti Tree 143

Wilora 129

Willowra 253

Engawala 167

Harts Range Region (excluding Engawala)

460

Lajamanu 755

Laramba 292

Nyirripi 246

Tanami Region (excluding Lajamanu & Nyirripi)

320

Yuelamu 236

Yuendumu 790

Total LGA of Central Desert 4331

The table provided was sourced from the ABS and updated in April 2014.

(a) State Suburbs as defined in the 2011 edition of the Australian Statistical Geography Standard.

(b) The SSC of Greater Regional Anmatjere is not entirely contained within the LGA of Central Desert, so reduced by 81 people to ensure sum to

LGA total.

Our Community

The Central Desert Regional Council

Nyirripi from the air

Willowra Aged Care bush trip

Laramba

Laramba CAFL grand final 2014

10 11

Our Performance

Key Performance IndicatorsThe following is a summary of our key performance indicators for 2014–15.

KPI RESuLT INDICATOR

Percentage of Corporate Plan Actions achieved within designated timeframes. 96%

Compliance with the CDSC 10-Year Roads Work Plan. 100%

Plant and Vehicles Serviceable Currently estimated at 99%

Indigenous Employment Rate 71%

Compliance with Waste Management Strategy 100%

Community services delivered in accordance with the grant conditions 100% compliance

Local Authority meetings successfully conducted (against target)

Local Authorities met 34 times against a target of 55 meetings.

62%

Performance Management Reviews are undertaken in a timely manner 50%

Staff turnover 17%

Health and Safety

Lost-time-injury rate. Calculated as the total number of hours lost through injury over the total number of labour hours.

0.09%

Reported non-compliance with statutory and legislative requirements Nil

11

The Council is proud of its achievements in 2014–15. Here are a few of the highlights.

71% of Indigenous employees as of 30 June 2014.

Over 65,000 bins collected.

Council awarded National Award for Local Government 2015 for ‘Creating

great landfills in central Australian remote

Aboriginal communities’.

Lajamanu wins the 2014 NT ‘Tip Top Tip’ for its excellent landfill

upgrade and operation.

2,287 km unsealed roads graded.

Over 69,000 meals prepared and delivered to aged and disability

clients.

Employee lost-time-to-injury rate consistently around 0.081% over the 12-month period.

Over 1,280 dogs treated as part of

the animal management program.

Yuendumu Mediation & Justice Committee

awarded Merit Certificate in 2014 Australian Crime and Violence Prevention

Awards.

Delivered live music concerts to

4 communities as the Youth Tunes Roadshow.

1,204 activities delivered by the Youth, Sport &

Recreation program.

156 participants competed in annual

CDRC Softball Championship.

152 participants competed in the

Anmatjere region Men’s and Women’s Basketball

competition.

1,898 hours of live radio broadcast by

CDRC Media Officers.

21 Council Field Officers undertook

Certificate 2 Municipal Services Delivery (Rural

Ops) training.

310 referrals made by the Yuendumu

Mediation and Family Safety service.

38 home care packages delivering

more than 69,340 meals to more than

80 HACC clients.

6,136 social inclusion activities were

conducted with aged people.

12,272 laundry services were provided

to aged people.

2,940 Night Patrol service patrols

provided across region.

6,121 people assisted to ensure community safety.

4,889 children returned home

under the Night Patrol School Attendance

Strategy from 3 March–30 June 2014.

School Nutrition services provided 8,464

breakfasts, 28,725 morning tea and 28,725 school lunches across 6 sites, totalling 65,920

meals provided.

Individual children attended 6,389 days

of early childhood programs.

After years of study, 13 early childhood educators graduated from Certificate 3 in

Children Services with support from Children

Services team.

5,796 water samples gathered to ensure

quality water supplies at 8 communities.

5,460 power generator reads to

ensure power supply to 8 communities.

33 Local Authority meetings held.

Our Performance

12

Our Services

Our ServicesCommunity ServicesThe following community services are provided on behalf of other government agencies on a grant or contract basis.

Children’s Serviceszz Operation of Long Day Care Childcare Centres in Yuendumu and Laramba.zz Operation of Crèche Services in Nyirripi, Yuelamu and Atitjere.zz Provision of Playgroup Service in Yuendumu.zz Provision of School Nutrition Programs in Willowra, Wilora, Engawala, Yuelamu, Nyirripi and Laramba.

Aged Care & Disability Serviceszz Delivery of aged and disability care services to 126 people living in Ti Tree (including Wilora), Yuelamu, Laramba, Nyirripi, and Lajamanu, including personal care, respite care, meals on wheels, social inclusion activities and transport services. zz Meals on wheels, social inclusion activities and limited Aged Care support to Engawala and Willowra.

Community Safety Serviceszz Operation of 13 Night Patrol crews providing community safety in Lajamanu (x2), Yuendumu (x2), Willowra, Nyirripi, Yuelamu, Laramba, Wilora, Nturiya, Pmara Jutunta, Engawala and Atitjere.zz Assistance with special events in Alice Springs, Tennant Creek and neighbouring communities where Council residents are active participants or are highly represented; for example, sports weekends and cultural events. zz Community Safety worked closely with the Mediation and Family Safety Program in Yuendumu to support the residents of Yuendumu in finding positive pathways to increase community safety. zz Effective partnerships in operations with remote and town-based NT Police Force.

Youth Sport & Community Serviceszz Facilitation of high quality after-school care, including weekends, public holidays and vacation care services, such as school holiday programs.zz Delivery of comprehensive Youth Development Sport & Recreation, art and cultural activities in Atitjere, Engawala, Lajamanu, Yuelamu, Laramba and Ti Tree communities.zz Sporting programs delivered under a partnership arrangement with the Warlpiri Youth Development Aboriginal Corporation (WYDAC) in Yuendumu, Willowra and Nyirripi.zz Central Desert Regional Softball Competition, including a professional pathway to State Championships, Central Desert Regional Women’s Basketball Competition, Anmajtere Cup Cricketing Competition and pathway to Imparja Cup.zz Facilitated 23 Linkz volunteers to support winter and summer school holiday breaks to counter high-risk periods for young people.

zz Effectively conducted bi-annual one-week ‘Pow Wows’, including accredited and non-accredited training and team development for all Youth, Sport and Recreation staff.zz Successfully maintained peace in Yuendumu and Willowra communities by ensuring the Mediation and Justice program was consistently delivered.zz Numerous diversionary referrals made for at-risk young people.

Community EventsSupport for a range of community and civic events including:

zz Harts Range Bush Sports Weekendzz Aileron Bush Carnival Rodeozz community sports weekendszz Australia Day eventszz annual Central Desert Regional Softball Competitionzz annual Central Desert Regional Women’s Basketball Competitionzz Anmatjere Cup Cricketing Competition and pathways to Imparja Cup held in Alice Springs.

Council’s service range and profile is broad and includes a range of municipal

and community services for each of its nine communities, delivered mostly through our service delivery centres with support as required via our Alice Springs office.

Our service delivery centres are located at Anmatjere (Ti Tree), Atitjere, Engawala, Lajamanu, Laramba, Nyirripi, Willowra, Yuelamu and Yuendumu.

Our range of services provided in 2014–15 are summarised below. Additional information about each service is provided in this section. For specific community highlights please refer to ‘Our Achievements’.

Municipal ServicesService Delivery CentresThe following core municipal services are provided at all service delivery centres:

zz Rubbish collection / landfill and waste management (including litter reduction).zz Maintenance and upgrade of Council-controlled parks, ovals, reserves and open spaces.zz Cemetery management.zz Support of Local Authorities.zz Companion animal welfare and control.zz Local emergency recovery management.zz Local road maintenance with over 2,070 km of unsealed roads. zz Traffic management.zz Fire hazard reduction and weed control.

OutstationsThe following municipal and essential services and housing management services are provided to 20 outstations:

zz Repair and maintenance of housing.zz Electricity, water and sewerage operation and maintenance.zz Road maintenance.zz Landfill facilities.zz Landscaping, dust control and fire breaks.zz Management of infrastructure and municipal services.zz Environmental health activities.zz Dog control.

13

Lajamanu

Willowra

Yuendumu

Nyirripi

Yuelamu

Ti Tree

Engawala

Atitjere

BARKLY REGION

QU

EEN

SLAN

D

MACDONNELL REGION Alice Springs

Tennant Creek

VICTORIA–DALY REGION

WESTERN

AUSTRALIA

CENTRAL DESERTREGION

Laramba

Service Delivery Summary

Anm

atje

re

Atitj

ere

Enga

wal

a

Laja

man

u

Lara

mba

Nyir

ripi

Will

owra

Yuel

amu

Yuen

dum

u

Population 812 460 167 755 292 246 253 236 1,110

Workforce 41 21 18 30 25 21 17 39 61

Distance from Alice Springs 209 240 210 1529 286 644 467 386 373

Municipal Services Essential Services Operators (P&W Sewerage)

Airstrips Animal Control Outstations Centrelink Night Patrol Aged and Disability Children Services School Nutrition Youth Sport and Rec Libraries Remote Jobs and Communities Program

Waste Management Post Office Family Mediation Remote Broadcasting

Yuelumu’s Marcus Briscoe, David Stafford, Billy Stafford, Mack Murphy

15

Our People

14

Our Services

0

10

20

30

40

50

60

70

80

% Indigenous employment

JULYMAYMARJANDECNOVAUGJUNEMAYMARJANNOVSEPT

REPORTING PERIOD

PERC

ENTA

GE O

F TO

TAL

EMPL

OYM

ENT

2013 20152014

Our People

Given the operational and strategic challenges and opportunities encountered by the

Regional Council during this financial year, the right employees and managers were our best assets in our quest to ensure efficient and effective service delivery.

Our focus was again on ensuring that the Regional Council continued to march towards being an employer of choice for both Indigenous and non-Indigenous staff.

Highlights and Achievements This Yearzz Reduction in voluntary staff turnover to 10% below KPI target of 35%. As a result of implementing and paying careful attention to the performance indicators contained in the Indigenous Employment Strategy the Regional Council tried to be different from other employers in the NT.zz Exit interviews were carried out and staff morale monitored.zz The aspired-for percentage of Indigenous staff employed hovered between 65% and 70%.zz Positive Safety Culture was successfully and reasonably catalysed and monitored across the organisation. Lost-time injury rate was 0.081%.zz Restructuring of the Directorates successfully promoted and implemented.zz Disputes and grievances dealt with fairly, impartially and within reasonable timelines resulting in orderly conduct conducive to effective and efficient service delivery.zz Information and training successfully delivered to our managers via the Management Forum and Regional Industrial Relations Workshops targeting community-based Supervisors and Coordinators.

Staff ProfileAs of 30 June 2015:

Total staff: 348

Total agency and commercial staff

248 (232.7964FTE)

Total core staff 100 (93.9202 FTE)

Alice Springs office 52 (15% of total staff)

Regional staff 296 (85% of total staff)

As of 30 June 2015, 71% of the workforce was Indigenous, 82% of staff based in community.

Indigenous Employment 2013–15

Location of Staff 2014–15

14

Community MediaNarrowcasting community broadcasting services delivered in Engawala, Lajamanu, Yuelamu and Yuendumu, and re-broadcasting facilities in other regional communities.

Library Serviceszz Delivered NT Library Services in Ti Tree And Lajamanu communities.zz Remote Indigenous Public Internet Access (RIPIA) in Atitjere that also provides the ability for community members to access and contribute to the Community Stories social history database.

Remote Jobs and Communities Program zz Delivery of employment services to approximately 800 people in Yuendumu, Ti Tree, Laramba, Yuelamu and Willowra. zz Training and activities made available to people to build work readiness and resilience, develop labour market skills and build community capacity.

Commercial ServicesThe following services are provided based on various commercial contracts:

zz Maintenance of power supply and generators for all communities apart from Laramba, Lajamanu and Wilora where it is provided by other contractors.zz Maintenance of water supply and water quality for all communities apart from Laramba, Lajamanu and Wilora where it is provided by other contractors.zz Maintenance of sewage treatment facilities.zz Maintenance of airstrips and support for emergency evacuations.zz Centrelink service centre delivered consistently in eight communities. zz Postal agency services provided in all communities with the exception of Ti Tree and Yuendumu (until March 2015).

Corporate ServicesThe above services are supported by corporate staff in the areas of human resources, finance, asset management, information technology, records, planning and governance to ensure quality services are provided.

Main office

Community

Work Health and SafetyWork Health and Safety (WHS) continued to be treated as an integrated part of managing the business and not an afterthought in the planning and management process. Focus was on ensuring that all sections of the Regional Council implemented the Safety Management Tasks recognised as needing attention if the work health and safety of staff was to be achieved as far as is reasonably practicable.

Compliance by employees and managers was reasonably good and the milestones achieved will be a platform for improving the safety culture in the 2015–16 financial year.

Notable achievements were the following:

zz There were 2005 staff attendances at formal toolbox talks.zz WHS inductions took place during the course of the year.zz The WHS Coordinator visited all remote communities for the purposes of providing information, advice, service and partnering managers and staff in the implementation of the CDRC Safety Management System.zz Workplace hazards were systematically identified and dealt with across all work units.zz Organisation-wide Consultative Committee meetings were held by management and employees within set timelines.

Willowra Aged Care

16 17

Our People

Lost-Time HoursThe overall lost-time hours paid for by workers compensation for the 2014–15 year was 0.09%.

BY QuARTER:

Quarter 1: July–Sept 2014 0.079%

Quarter 2: Oct–Dec 2014 0.199%

Quarter 3: Jan–March 2015 0.000%

Quarter 4: April–June 2015 0.081%

Recruitment and RetentionThe yearly voluntary staff turnover rate of 10% was below the target of 35%. Retention of managers and key personnel was a very important achievement by the Regional Council. The following activities were instrumental in promoting attraction and retention:

zz Our Indigenous Employment Strategy helped improve recruitment and retention as a result of having identifiable measurable recruitment objectives which endeavoured to differentiate the Regional Council from other employers.zz Paying attention to staff turnover and why staff were staying at the Regional Council.zz Providing professional development opportunities to staff across all Directorates as a way of showing commitment to staff and encouraging loyalty.zz Providing opportunities to relevant staff to demonstrate new skills and learning by being given a chance to perform higher duties.zz Internal staff promoted to Regional Management roles after a merit-based process.zz Work–life balance promoted via offering employees an option to be on a casual, part-time or full-time contracts.

Despite challenges in finding the right employees for the advertised jobs, all vacant jobs were filled within reasonable timelines.

Staff Training and DevelopmentThis was a positive year in the area of staff training and development which was marked by the provision of professional development opportunities to staff across all Directorates as a way of showing commitment to staff and encouraging loyalty. The following courses were undertaken by our staff.

COuRSE NuMBERS

Certificate IV in Frontline Management 9

Certificate I in Business 1

Certificate II in Business 1

Certificate III in Business 1

Certificate II in Rural Operations 39

Certificate III in Local Government 6

Certificate III in Civil Construction 3

Certificate II in Community Services 10

Certificate III in Community Services 2

Certificate IV in Community Services 4

Certificate III in Children’s Services 10

Certificate III in Youth, Sport and Recreation 8

Masters in Social Work 1

Certificate III in Community Services (Night Patrol) 51

Total 148

Works Staff Training and DevelopmentTwenty-one staff from the Works Directorate undertook Certificate II Rural Operations training from July 2014 to March 2015. This was in the Yuendumu, Ti Tree and Plenty Highway regions. Practical on-site training included concreting, landfill operation, machinery maintenance, fencing, landscaping, using chainsaws and repairing potholes. Three staff at Ti Tree went on to complete Certificate III Civil Construction.

Heavy plant training and competency assessments were completed at all communities.

Leadership training continued throughout the year for all Council Service Managers.

Fire-fighting 1 training and firebreak preparation / fuel reduction was completed at all regional centres in October 2014 to prepare for the 2014–15 summer. No significant fire incidents were reported.

Enterprise AgreementThe Council is in the second year of its Enterprise Agreement (EBA) during the financial year. As a result of the consistent achievement of the minimum standards established in the EBA Service Scorecard, the staff earned the maximum salary increase established during EBA negotiations.

Data by quarter, since the current recording system began in the third quarter of 2012.

Lost-time hours paid for workers compensation as a percentage of all hours worked

0.0

0.3

0.6

0.9

1.2

1.5

PERC

ENTA

GE O

F H

OUR

S LO

ST

2012 2013 2014QUARTERS

1 2 3 4 5 6 7 8 9 10 11 12 13

2015

Our People

16

18 19

Our AchievementsOur Achievements

On the following pages we highlight achievements in each community for

2014–15. Major highlights include:

zz 2015 Category Winner of the National Excellence Award for Local Government for Council’s work on the Central Australian Regional Waste Management program. Eight Works staff received the award at Parliament House, Canberra, and also visited Yass City Council to observe their local government operations.zz Tip Top Tip Award by Keep Australia. Beautiful NT for Lajamanu waste facility.zz Regional Waste Coordinator visited and provided specialist advice to Katherine regional councils about upgrading and managing community landfills, spreading the learnings and expertise from the Central Australian program.zz Secured funding to map and risk-manage legacy asbestos that lies around old landfills and dumping areas of Yuendumu. This will be expanded to all communities in 2015–16.zz Formal Fire Preparedness Plans written for all communities, endorsed by Bushfires NT.zz Continuing success of the Yuendumu Justice and Mediation program with over 500 days of peace celebrated. Highlights include:z– National Crime and Violence Prevention Community Award z– publishing of cost–benefit analysis of mediation program demonstrating a 4:1 return on investmentz– ongoing training of local Elders in mediation techniquesz– program of prison visits (Alice Springs)z– expansion of mediation program to Willowra.

zz Successful rollout of a range of sport and recreation programs that support healthy living in communities including:z– annual Women’s Softball Competitionz– Youth Tunes Roadshowz– support of Imparja Cupz– Central Australian Basketball Competitionz– continued training and development of Community Sport and Recreation Officers.

zz Continue to provide high quality children’s services across the region including: z– individual children attended 2,072 days of Yuendumu Childcare Centres z– individual children attended 1,298 days of Laramba Childcare Centres z– individual children attended 717 days at Nyirripi Creche z– individual children attended 1,405 days at Atitjere Creche z– individual children attended 897 days at Yuelamu Creche z– provision of Playgroup Service in Yuendumuz– 14,885 meals provided by School Nutrition programs in Willowraz– 2,540 meals provided by School Nutrition programs in Wilora z– 9,528 meals provided by School Nutrition programs in Engawalaz– 19,957 meals provided by School Nutrition programs in Yuelamuz– 5,898 meals provided by School Nutrition programs in Nyirripiz– 13,112 meals provided by School Nutrition programs in Laramba.

zz Continued to provide high quality Aged and Disability Services across the region with continued ongoing training of staff of which 85% are Indigenous. zz Increase in social inclusion programs.zz Capital works program has commenced

with the replacement of the Lajamanu roof.zz Commenced rollout of reform changes including commencement of the Client Directed Care.zz Successfully passed quality review at Ti Tree flexible service.zz Successfully secured extra funding for the Home and Community Care (HACC) services. zz Continued training and development of services to ensure compliance with the new aged care reforms.zz Continue to provide healthy and nutritious meals to all aged and disability service clients.zz Commenced the major upgrade of Yuendumu sporting facilities, including change rooms, softball fencing and oval reconstruction.zz Commenced upgrades of Lajamanu oval, including oval reconstruction and fencing. Installation of oval lighting, change rooms and public toilets will follow in 2015–16.zz Completion of the Alyuen Water project, installing a new solar bore and 20 km pipeline for Alyuen outstation.zz Establishment of Yuendumu licensed Childcare Centre and successful move of crèches in Yuelamu, Atitjere and Nyirripi to new facilities.

Anmatjere

19

Community Achievementszz New landfill pits at Ti Tree town, Pmara Jutunta and Nturiya.zz Wilora stormwater diversion drain completed and proved effective during heavy rains.zz Fire breaks maintained around all communities and outstations.zz Wilora road shoulder upgrade commenced.zz Car bodies removed from Nturiya.zz Alyuen water pipeline installed by works team.zz Perimeter fences upgraded at Pmara Jutunta and Wilora to keep out cattle.zz Received new skidsteer (bobcat).

zz Works crew completed training in Certificate II Rural Operations and Certificate III Civil Construction.zz Successful grant application for 2.5 years of funding for an Anmatjere mobile playgroup for Ti Tree, Wilora, Station and 6 Mile. zz Purchase of washing machine and dryer to improve services for aged and disability clients.zz Improvements to the women’s centre to ensure we meet environmental health standards.zz Purchase of mattresses and blankets for aged and disability clients.

The Ti Tree office provides services to Ti Tree town, Nturiya, Pmara Jutunta, Wilora, Alyuen and smaller outstations, collectively referred to as the Anmatjere region.

STAFF: 41 people

% OF INDIGENOuS STAFF: 82%

LOCAL AuTHORITY: Dean Pepperill (Chairperson), Graham Woods (Deputy Chairperson), Rodney Baird, Jimmy Haines, Harry More, Mark Pepperill, Jasper Haines, and three vacancies.

WARD COuNCILLORS: Cr Adrian Dixon, Cr Benedy Bird, Cr James Glenn, Cr Marlene Tilmouth.

all photos: the Alyuen outstation is now receiving reliable clean drinking water thanks to a project delivered by the Central Desert Regional Council and funded through the Northern Territory Department of Community Services

Left to right: Willie Johnson (Councillor); Adrian Dixon (Council President); Norbert Patrick (Councillor); Cathryn Hutton (CEO); Michael Erglis (Works Supervisor); Craig Patterson; Anton Simon and Stewart Penn (Field Officers)

Our Achievements

21

Our Achievements

20

Our Achievements

Atitjere

Community Achievementszz Trees planted along main entry road.zz Oval reshaped and drainage completed.zz New goal posts installed to football oval, scoreboard purchased.zz Landfill upgrade completed.zz Traffic control bollards installed.zz Lighting installed at sports and recreation park.zz Council office landscaping and flagpoles completed.zz Depot shed refurbishment completed.zz New early childhood facility had a grand opening on 8 April 2015. The early childhood team packed up, moved and set up the new facility. Running the service with a record average attendance of 11.7 children per day and 5.6 family members volunteering at the program each day. zz Three early childhood staff members graduated from Certificate III in Children’s Services.

STAFF: 18 people


LOCAL AuTHORITY: Anthony Petrick (Chairperson), Benjamin AJ Pope (Deputy Chairperson), Peppi Drover, Barbara Petrick, Edward Duffill, Joseph Webb, and Raymond Webb.

WARD COuNCILLORS: Cr Louis Schaber, Cr Liz Bird.

CDRC staff and residents attending a good nutrition meeting at Atitjere

Atitjere office on a sunny day

Opening of Atitjere Créche

Our Achievements

Engawala

Community Achievementszz Boundary fence installed around football oval.zz Cemetery car park established.zz Water supply installed to depot.zz Kangaroo cooking area installed.zz Softball dug outs installed.zz Creek crossing repaired (then damaged again by large rains and creek flow).zz Land fill and recycling areas upgraded.zz Airstrip surrounds fully cleared by works crew.zz Front of office landscaped.

STAFF: 17 people


LOCAL AuTHORITY: Clifford Tilmouth (Chairperson), Steven Kunoth (Deputy Chairperson), Nancy Tilmouth, Mary Lisa Robertson, Danny Yovanovic, Dianne Neil, and Joy Turner.

WARD COuNCILLORS: Cr Adrian Dixon, Cr James Glenn, Cr Benedy Bird and Cr Marlene Tilmouth.

Engawala Wok Cooking

zz Road line markings refreshed, including speed humps.zz Traffic control bollards installed.zz Introduction of hospital-grade lunch boxes for School Nutrition program.zz Installation of a new oven with new menu (including shepherd’s pie and roast meals). zz School Nutrition program funded a wok-cooking, healthy food event at the school funded through parental contributions. zz Purchase of washing machine and dryer to improve services for aged and disability clients.zz Improvements to the women’s centre to ensure we meet environmental health standards.zz Purchase of mattresses and blankets for aged and disability clients.

Engawala Yarning circle

Kids on Youth, Sport and Recreation activity

22 23


STAFF: 27 people


LOCAL AuTHORITY: Robert George (Chairperson), Joe Marshall (Deputy Chairperson), Andrew Johnson, Doris Lewis, Sheree Anderson, Elizabeth Ross, Tracie Patrick, William Lewis, Josias Dixon and one vacancy.

WARD COuNCILLORS: Cr Norbert Patrick and Cr Willie Johnson.

Community Achievementszz Land cleared for expanded cemetery burial area.zz Access road to cemetery upgraded.zz Morgue insulated.zz New speed bumps and bollards installed.zz Holy Ground toilet block refurbished.zz Lul-tju outstation water supply upgraded.zz Lot 251 staff house refurbished for RJCP staff accommodation.zz Last two units of Lot 250 staff accommodation upgraded.zz Fencing around Lot 250 installed by RJCP.zz Oval boundary fence installed by RJCP.zz Large number of car bodies removed to landfill.zz Football oval reshaped and perimeter stormwater drains upgraded.zz Large legacy waste piles behind Council depot removed.zz Significant training delivered in heavy machinery use for Field Officers.zz New funding for Local Authority has enabled parks and cemetery improvements/upgrade (in progress) and new hard rubbish trailers for community use.zz And – at last – we won Tip Top Tip Award for major landfill upgrade!zz Replacement of the Lajamanu Aged Care roof.zz Purchase of washing machine and dryer to improve services for aged and disability clients.zz Improvements to the women’s centre to ensure we meet environmental health standards.zz Purchase of mattresses and blankets for aged and disability clients.

Lajamanu

Lajamanu works team with the Tip Top Tip award

Laramba

STAFF: 39 people


LOCAL AuTHORITY: Irene Floyd (Chairperson), Ron Hagan, Clayton Martin, Deb Williams, Peter Stafford, Huckitta Lynch, and one vacancy.

WARD COuNCILLORS: Cr Adrian Dixon (Deputy Chairperson), Cr Benedy Bird, Cr James Glenn, Cr Marlene Tilmouth.

Community Achievementszz Oval grandstands repaired and painted.zz Plants and trees installed around community and parks under Laramba beautification program.zz Dirt piles removed around community.zz Park gazebo repaired and painted.zz Street signs and bollards installed on internal roads.zz Fencing installed or upgraded around many community houses (Housing Maintenance Program contract).zz Paving training completed.zz Landfill recycling and waste bays maintained; external fencing repaired and lockable.zz Community perimeter fence repaired to keep cattle out.zz Heavy loading ramp constructed and in place at depot.zz Septic issues rectified at childcare facilities.zz Old debris removed from firebreak areas to allow efficient, safe slashing of grass.zz Building upgrades for Laramba Childcare.zz Official grand opening for Laramba Childcare.zz One early childhood staff member graduated from Certificate III in Children’s Services.

Fencing at Laramba

Local Authority meeting October 2014

The Laramba RJCP team

Installing new street signs

zz Purchase of washing machine and dryer to improve services for aged and disability clients.zz Improvements to the women’s centre to ensure we meet environmental health standards.zz Purchase of mattresses and blankets for aged and disability clients.

25


24

Our Achievements

Nyirripi

STAFF: 28 people


LOCAL AuTHORITY: Ben Gallagher (Chairperson), Lance Turner (Deputy Chairperson), Valerie Morris, Alice Henwood, Hilda Bert, Duncan Jangala and Mickey Singleton.

WARD COuNCILLORS: Cr Jacob Spencer, Cr Robert Robertson (retired June, 2015), Cr Georgina Wilson, Cr April Martin.

Community Achievementszz Playground equipment installed.zz Traffic exclusion bollards installed.zz Cemetery water supply and shade structure installed.zz Animal disposal pits established at landfill.zz Water supply, toilet and emergency shower installed to depot work shed.zz Ethyl Creek outstation track graded.zz Tree planting done around community.zz Visitors accommodation repainted.zz Council office yard landscaped.zz Pedestrian crossing installed near school.

zz New Early Childhood facility. The early childhood team packed up, moved and set up the new facility. Running the service with an record average attendance of eight children per day and six family member volunteering at the program each day (May 2015). zz One early childhood staff member graduated from Certificate III in Children’s Services. zz Introduction of hospital-grade lunch boxes for School Nutrition program. zz School Nutrition program hosted a healthy food event – wok cooking – funded through parental contributions. zz Purchase of washing machine and dryer to improve services for aged and disability clients.zz Improvements to the women’s centre to ensure we meet environmental health standards.zz Purchase of mattresses and blankets for aged and disability clients.

Nyirripi Access Road damage

Local Authority elections

Nyirripi from the air

Willowra

STAFF: 27 people


LOCAL AuTHORITY: Harold Ross (Chairperson), Justin Forrest, Jeanie Presley, Lillian Long, Kathy Walker (Deputy Chair), Freddy Williams, and one vacancy.


Community Achievementszz Willowra’s first recreational park constructed, with barbecue, water, shade shelters, fencing, landscaping and swings. Funding received for extra playground equipment.zz New landfill pit excavated.zz 95% of legacy waste piles removed from community allowing for trouble-free slashing of all open spaces.zz Beautification project underway at entrance to community from Local Authority funding.zz Community housing fencing program continues for 26 houses (Department of Housing contract).zz Two staff houses had major maintenance upgrades.zz Council office and public laundry were painted with new colours bringing fresh life to the buildings.zz Road shoulder upgrades completed.zz All car bodies removed from community.zz Fencing of Council-managed houses completed.zz The first aged care service in Willowra began operation with an aged care facility to be constructed in 2016.zz School Nutrition program hosted a healthy food event – wok cooking – funded through parental contributions.zz Purchase of washing machine and dryer to improve services for aged and disability clients.zz Improvements to the women’s centre to ensure we meet environmental health standards.zz Purchase of mattresses and blankets for aged and disability clients.

Willowra Council office repainted with new colours and the four flags flying high

Mediation Committee

Willowra’s first ever recreational park

26 27


Yuelamu

STAFF: 23 people


LOCAL AuTHORITY: David Stafford (Chairperson), David McCormack (Deputy Chairperson), Raymond Daniels, Mack Murphy, Billy Stafford, Christopher Hagan and Veronica Stafford.

WARD COuNCILLORS: Cr Adrian Dixon, Cr Benedy Bird, Cr James Glenn, Cr Marlene Tilmouth.

Community Achievementszz Council office fully refurbished, including half of old office demolished and rebuilt.zz Barbecues constructed in south and north parks. Swing set installed in south park.zz Three shade structures erected around oval (by Tangentyere training program).zz Bus shelter constructed.

zz Landscaping of parks and playground.zz Cemetery fence completed.zz Footpath commenced over the hill in middle of community.zz BMX track upgraded.zz Airstrip graded.zz Flagpoles installed at Council office and landscaping progressed.zz Oval regraded.zz New Early Childhood facility: The early childhood team packed up, moved and set up the new facility. Running the service with a record average attendance of 8.8 children per day and 4.5 family members volunteering at the program each day (February 2015). zz Introduction of hospital-grade lunch boxes for School Nutrition program.zz Three early childhood staff members graduated from Certificate III in Children’s Services.zz Purchase of washing machine and dryer to improve services for aged and disability clients.zz Improvements to the women’s centre to ensure we meet environmental health standards.zz Purchase of mattresses and blankets for aged and disability clients.

A local artist worked closely with RJCP and the community to paint a mural on the outside walls of the early childhood building

The Yuelamu field crew erected a stone retaining wall behind the Yuelamu Council Office to hide an unattractive earth wall

Yuendumu

STAFF: 75 people


LOCAL AuTHORITY: Jimmy Langdon (Chairperson), Cecilia Alfonso (Deputy Chairperson), Otto Sims, Ormay Gallagher, Dianne Martin, Francis Kelly, Lindsay Williams, Warren Williams, Gabriel Wilson and Brian Wilson.


Community Achievementszz Yuendumu Peace Park completed in centre of town.zz Football oval changeroom and toilets constructed. Installation of floodlights commenced.zz Softball back net and home run fence installed.zz Council office perimeter fence, landscaping, flagpoles and staff carpark installed.zz Landfill licenced asbestos pit installed (first in any NT remote community).zz Formal Environmental Management Plan written and enacted for landfill.

zz Car body lay-down area established at landfill and all disused vehicles removed within a 1 km radius.zz Separate works depot and roads depot established.zz Traffic management upgrades commenced.zz Many access roads damaged by floods in January 2015. Affected areas closed by Council staff, detours installed and initial repairs completed by road crew. $5.5m Natural Disaster Relief and Recovery Arrangements (NDRRA) funds secured for repairs.zz Assistance given to Strategic Indigenous Housing and Infrastructure Program, building and upgrading community houses.zz Road crew subcontracted to Willowra road upgrade contractor, gaining valuable skills.zz New front end loader delivered (JCB 427).zz Cemetery shade shelter and water supply completed. Area cleared of vegetation.zz Revenue generated by wet hire of plant to contractors.zz ‘Hilton’ contractors accommodation upgraded.zz New Early Childhood facility moved. The early childhood team packed up, moved and set up the new facility. Running the service with an record average attendance of 14 children per day (June 2015). zz Five early childhood staff members graduated from Certificate III in Children’s Services. zz Successful in getting 2.5 years of funding for a Yuendumu mobile playgroup within south, west, east and central camps.

above and above right: Yuendumu’s RJCP team preparing the ground for the Yuendumu Peace Park

Thanks to a grant from the Department of Local Government and Community Services, CDRC was able to install permanent lights at Yuendumu’s football oval

Our Goals Our Goals

28 29

Goal 1: Social and Cultural Maintain and improve the health, culture and wellbeing of the community

Eastern Arrernte: Mwantyele rlkerte akerte arnte-arnte aremele akangkentyele aknangentyele tyerrtye Ingkerreke mwerre anenhewerretye akert arlke aremele. Arnte-arnte aremele interre iteremele rlkerte kenge akerte arlke akngantyeke arlke tyerrtye akerteke ampere itne kenhe itne arle anemeke arlke.

Anmatjere: Tyerretye mwarre arrkwetyeke,pmere mwarre arrkwetyeke, anfketyeke mwarre arrkwetyeke, kwerrenhe mwarre arrkwetyeke, Ingkerreke mwarre anetyeke.

Warlpiri: Jukurrpala manyungka palypuru nyinanjaku ngurrangka.

Goal 2: Physical Assets Well-managed and well-maintained physical infrastructure

Eastern Arrernte: Mwantyele arnte-arnte areme ampere iwenhe apeke renhe ingekerreke-ke alakenhe akwele.

Anamtjere: Mwarre arnte arnte areme, atemele, mpwareme, mwarre arrkwete anetyeke.

Warlpiri: Murlparlu warra-warra kanjaku, warrki-kirlangu nyiya kanti-kanti.

Goal 3: Economy A dynamic and growing economy with strong local employment

Eastern Arrernte: Ilyempenye anthurre amangele arle aneme mane mpwarelte anamele warrke arlke atningke akertele.

Anmatjere: Kwen yanhe akwete arrwetyeke. Economy amangke le leme. Warreke a,amgke le leme, tyerretye ke.

Warlpiri: Nguru warlalja warrki nyiyaku. Wiri maninjaku ngurraju.

Goal 4: Environment A region that respects, protects and looks after its natural and built environment

Eastern Arrernte: Agelhe anteke ingkerrekele arle arnte-arnte anthurre renhe, mwantyele ampere ahelhe anteke arerlte anemele.

Anmatjere: Pmere atemele, pmere nhen arnte arnte aremele. Rubetyr kwetyemele iwetyeke, pmere mwarre arrkwetyeke.

Warlpiri: Murlparlu warra-warra kanjaku nguru warlalja.

Goal 5: Democracy and Governance Good leadership, effective advocacy and high quality services supported by good management practices

Eastern Arrernte: Ilyenpenye anthurrele akwele arnte-arnte arerlte anetyenhele mwantyele iterremele ilemele anthemele arlke services mwerre anthurre renhe itne apurtele nhenhe ikwerele arle warrke-irreme itne ingkerrekele.

Anmatjere: Tyerretye mwarre atningkele angketye, anyinte awemele mpwareme, nhenge rikarlhe mpwareme. Tyerretye mwarre arnte arnte aremele akaltyele.

Warlpiri: Nguru warlalja pirrjirdi mardaka.

Goal 1: Social and Cultural

Children’s ServicesThe Children Services team have worked tirelessly throughout this year to improve practice and implement quality procedures across all Early Childhood programs. Local staff have been working closely with management on the Children’s Services induction handbook and draft policy and procedure folder. A range of on-the-ground training and consultation work has been completed to ensure these practices are in line with environmental health standards, the National Quality Standards and New Early Childhood Education and Care Regulations. Services are now moving towards a more collaborative approach to family wellbeing within communities; embedding community values and practices in day-to-day activities. Improved hygiene practices have also been implemented to meet environmental health regulations, both in Early Childhood and School Nutrition programs through the CDRC Food Safety plan. This plan details the specific way we ensure that all health and hygiene requirements are met and the food served from our facilities is of a high quality.

NEW EARLY CHILDHOOD BuILDINGS The Early Childhood programs have had new facilities built in Yuendumu, Yuelamu, Atitjere and a substantial upgrade to the Nyirripi building. The teams on the ground have worked very hard to pack up, move, and set up the four new facilities. All of these buildings are much larger than the previous locations and have greater amounts of resources to manage. The Local Authorities’ and communities’ voices have been strong throughout this process and, due to this, CDRC have been able to implement a greater level of on-the-ground support for the staff. This has also included a higher level of support for staff going through training. Local staff and family members have also played a big part of the fit out and new procedure implementation to match the much more complex physical environment.

SERVICE DELIVERY AND TRAINING Individual children attended 6,389 days of an Early Childhood program throughout 2014–15. All local Early Childhood teams have been involved with non-accredited training and 22 out of 29 local Indigenous staff are engaged in accredited Certificate III in Children’s Services training. Local teams have also attended on- and off-site training to learn more about the new regulations and the best ways to work within the new buildings. All teams have had a strong focus on mentoring and up-skilling local staff. Through this community development model we have had great success in training outcomes and have had two local staff promoted to Assistant Coordinator positions.

The 11 locally employed School Nutrition workers prepared and delivered 65,920 meals to school-aged children across six communities. Axford Remote Training focused on the Central Desert Regional Council Food Safety Plan and monitoring menu planning and the nutritional value of meals. School Nutrition teams have run a number of healthy lifestyle events in Willowra, Engawala and Nyirripi communities throughout the year through an increase in parental contributions towards food for the program.

Some other highlights for the year:

zz Operation of Long Day Care Childcare Centres in Yuendumu and Laramba:z– Yuendumu open 99% of the potential operational days z– Laramba open 87.5% of the potential operational days.

zz Operation of Crèche Services in Nyirripi, Yuelamu and Atitjere:z– Nyirripi Creche open 94% of the potential operational daysz– Yuelamu Crèche open 92.5% of the potential operational days z– Atitjere Creche open 91.5% of the potential operational days.

zz 258 individual days of accredited training offered to Children’s Services staff.zz Healthy Food and Nutrition training by Axford Training given to School Nutrition teams at Nyirripi, Engawala, Yuelamu, Laramba, Willowra and Wilora.zz 93% Early Childhood programs open of the potential operational day across the region.zz Provision of School Nutrition programs in Willowra, Wilora, Engawala, Yuelamu, Nyirripi and Laramba. 100% of CDRC School Nutrition program provided lunch for every child every day that the school was open across all six locations. zz 166 children currently enrolled in Early Childhood programs across the region.zz 78% of Indigenous Early Childhood staff studied Certificate III in Children’s Services during 2014–15.

Yuelamu barbecue prior to basketball grand final

Our Goals

Our Goals Our Goals

30 31

zz 48% of current Early Childhood staff have Certificate III or above qualifications in Early Childhood (increase of 22% from 2013–14) of which 76% are Indigenous (increase of 12% from 2013–14).zz 83% of CDRC Early Childhood staff that are working in communities are Indigenous.zz A total of 65,920 meals consisting of breakfasts, 28,033 morning teas and 28,033 school lunches prepared across the six School Nutrition program sites. zz 40 days of intense food health and hygiene training offered to Indigenous School Nutrition staff over the six locations. zz 92% of School Nutrition staff are Indigenous.zz 60% of Indigenous School Nutrition staff employed currently engaged in accredited training.zz 84% School Nutrition programs are working in partnership with Aged and Disability.

Aged CareThe Aged and Disability Services provides a culturally appropriate service to the vulnerable and at-risk elderly and younger persons with a disability. Currently CDRC Community Aged and Disability program provides Aboriginal and Torres Strait Islander Flexible Age Care; Home and Community Care; Home Care Packages; Disability In Home Services and NT Jobs Packages for staff.

This service continues to employ a majority of Indigenous staff from our local communities supported, coached and mentored at coordinator and management level by skilled staff.

Training in the new reforms has continued to ensure coordinators have a sound understanding of the requirement to deliver Home Care Packages as a Client Directed Care Package. These reforms commenced on 1 July 2015.

Capital upgrades to be commenced across many of the aged and disability services will include:

zz Replacement of the Lajamanu roof.zz Major upgrades to the Yuelamu aged and disability centre.

zz Replacement of the rear veranda and ramp at Laramba.zz An aged-care facility at Willowra.

TRAININGAccredited and non-accredited training has continued to be delivered through Certificate II in Community Services, Certificate III in HACC/Aged Care, First Aid and Food Safety.

Continued engagement of consultants under the direction of funding bodies in Canberra to partake in service development improvements in order to meet our quality review standards. The ongoing support is to assist in implementing and bedding the reform changes. Although this has been a challenging time for all aged and disability workers there has been positive outcomes with Ti Tree Flexible service successfully meeting all accreditation standards.

SERVICE DELIVERYServices are provided in Nyirripi, Yuelamu, Laramba, Ti Tree, Alyuen, Nturiya, Pmara Jutunta, Wilora and Lajamanu. Established centres provide meals; laundry; transport to the local store, health clinic and long distance respite; social activities; advocacy; day centre respite; personal care; medication prompt; shopping; case management; and client service coordination.

A basic meal services was also established at Engawala and Willowra. This now gives the program seven coordinators based on our remote communities coordinating and case managing our service delivery centres. In the future we aim to sustain all service delivery centres with high level of client focus services.

CONTINuOuS QuALITY IMPROVEMENTOur program has undergone Service Development Assistance Program support to meet quality review standards. Consultants have been engaged to continue to assist with quality improvement and reform changes for the 2014–15 year.

Project 1: Supporting development changes to operations to ensure CDRC is moving towards the requirements for the new reforms that include delivering Home Care Packages under the new CDC guidelines which includes more consumer input in regards to the services provided and monthly income and expenditure statements for each client.

Project 2: Ongoing investigation into future supplier of client information management system. This system is require to ensure CDRC aged and disability services are meeting legislative requirements of the new aged care reforms

Project 3: Rollout of the My Aged Care portal to all aged care services across CDRC, which may include upgrade to aged care IT systems. This portal is required for any future referrals of clients which may be eligible to receive aged care services.

Night PatrolIn 2014–15 the Night Patrol program renewed the Memorandum of Understanding with NT Police and commenced establishing Local Reference Groups on each community to ensure Night Patrol services continue to respond to community need. To date seven of our nine communities have formalised a Reference Group structure through the Local Authorities.

Night Patrol remains committed to improving safety in communities with an extra focus on child safety and assisting to improve school attendance. Night Patrols in each community work closely with youth service providers to ensure that our School Attendance Policy is being adhered to.

In 2014–15, 2,940 Night Patrols were delivered across all communities in the Central Desert Region with 6,121 individual events of assistance or intervention provided.

The Night Patrol is now required to assist with improving school attendance. For the four-month period since the project commenced on 3 March 2014, Night Patrol Officers assisted 4,889 children to return to their homes to prepare for school the next

day. But there is still a lot more to do with children and their parents with over 4,300 children declining assistance to return home.

The installation of a vehicle satellite monitoring system was completed with the movements of all 17 Night Patrol vehicles now being monitored on a personal computer via satellite. This is especially valuable as an operational and WHS tool.

Youth, Sport and RecreationThe Youth, Sport and Recreation (YS&R) program delivered a combination of after school, vacation care, youth, sport, recreation, art and cultural activities in Atitjere, Engawala, Lajamanu, Yuelamu, Laramba and Ti Tree.

YS&R has a strong relationship with Warlpiri Youth Development Aboriginal Corporation (WYDAC) who deliver youth services in Yuendumu, Lajamanu, Willowra and Nyirripi.

The YS&R program worked closely with CAYLUS to deliver sport and recreation infrastructure to many communities in the region and enhance service delivery through the provision of operational funding.

Australia Post Council is the provider of postal services to all of our communities, with the exception of Ti Tree. The Yuendumu Post Office is the only licensed post office in the region and Council handed over the running of this facility to Yuendumu Big Store in March 2015.

CentrelinkCentrelink services are provided by Council in all communities except Yuendumu. Local staff are the nominated agents who receive training and support on an ongoing basis by Centrelink. The use of self-help facilities by clients is being encouraged to ensure efficient and accessible service delivery.

Community EventsThe Central Desert Regional Council is a proud supporter of numerous annual community events such as Harts Range Bush Sports, Aileron Bush Weekend, Milpiri Festival (Lajamanu) and a number of community sports weekends that are held during the school holidays.

Another marquee event for the Council is the annual CDRC Softball Championship which provides women with the opportunity to participate in structured

sporting competition and a pathway for further representation.

The Youth Tunes Roadshow had another successful year of live concerts during National Youth Week and is shaping up to be an event young people look forward to each year.

Community MediaBroadcasting services across the Council are delivered by a network of local community broadcasters and retransmission sites. The Council enjoys a professional relationship with PAW Media and CAAMA as the Remote Indigenous Media Organisations (RIMOs) for the Council region and access to radio services remains an important service in the bush.

Family SafetyThe Mediation and Family Safety program in Yuendumu works closely with the Department of the Prime Minister and Cabinet, Night Patrol and the Yuendumu Mediation and Justice Committee to support the residents of Yuendumu in finding positive pathways to increase community safety. A six-month Willowra Mediation and Peace project began in March 2014 and some positive initial outcomes included the formation and endorsement of a Willowra Peace Working Group.

Library ServicesIn partnership with NT Libraries, the Council manages the operation of two public library services: one in Ti Tree and another in Lajamanu. Along with Atitjere, the services include Remote Indigenous Public Internet Access (RIPIA) and the ability for community member to access and contribute to the Community Stories social history database.

Our Goals

Bush trip – Atitjere

Our Goals Our Goals

32 33

Road Maintenance and upgradesCouncil has an all-Indigenous road crew based out of Yuendumu to service the 1,690 km of Council-managed unsealed roads around Nyirripi, Yuendumu, Yuelamu, Laramba and Willowra. The team completed its scheduled grading program in 2014–15 covering 1,240 km of roads, maintaining a good quality network for residents, suppliers and visitors to use. Contract or Council graders are used around other service centres.

In January 2015 heavy rains and flooding across the region left major damage to Council’s road network. Temporary repairs were conducted and in June 2015 Council received $5.5m from the NDRRA program.

Major projects undertaken in 2014–15 include:

zz Central Australian Remote Community Traffic Management Manual completed.zz Road signs installed on Council link roads between communities.zz Lajamanu cemetery road upgraded.zz Western Road Crew continued routine maintenance grading of Council-managed roads.

Outstations and HomelandsIn 2014–15 Council was funded to provide assistance to 20 outstations for municipal services and housing repairs and maintenance.

Capital works completed in 2014–15 includes:

zz Alyuen new solar bore and rising main completed.zz Adelaide Bore water reticulation main and plumbing replaced.zz Woods Camp and Petyale new water pipeline installed from Ti Tree town.zz Arrunge (Garden Bore) solar bore installed.zz Lul-tju water reticulation main replaced and plumbing upgraded.zz Mount Eaglebeak new bore drilled and water reticulation main and plumbing replaced to unoccupied houses.zz Spotted Tiger solar bore installed.

zz Mount Theo plumbing and septic systems upgraded.zz Jarra Jarra outstation road graded as contract to Willowra Local Authority.

Asset ManagementThe 2014–15 year saw ongoing upgrades to Council’s plant through the purchase of two new skidsteers (bobcats) and a loader for Yuendumu. Council also purchased seven dual-cab four-wheel-drive utes to replenish the fleet.

This year also saw a successful program of disposals. A number old and disused items of fleet and plant were collected and sold.

Building and FacilitiesImprovements have been made to staff housing and other facilities throughout the year to ensure they are maintained at a safe and acceptable standard. Highlights included:

zz Lajamanu: Lot 250 and 251 staff houses substantially upgraded.zz Yuendumu: New Works depot established in the old CDEP yard.zz Yuelamu: Office fully refurbished, including demolition of half of old office.

Ovals / SportsThe Regional Sporting Infrastructure Strategy adopted by Council this year has guided the Council’s approach to sporting facilities. With the assistance of the NT Government’s Special Purpose Funds, the Council was able to undertake a variety of upgrades to sporting facilities across the region, these include:

zz Yuendumu football oval new change rooms and toilets constructed.zz Yuendumu football oval new goal posts installed.zz Yuendumu softball back net and home run fence installed.zz Lajamanu oval reshaped, drainage upgraded and boundary fence installed.zz Engawala football oval boundary fence installed.

Our Goals

Essential Services ProgramThe Council was awarded a further three-year contract by Power & Water to manage the Remote Essential Services in seven of our Service Delivery Centres, giving us the opportunity to continue with our traineeship program that provides a pathway for local Indigenous staff to enter the workforce.

Our essential services work entails the following work under contract to NT Power and Water:

zz maintaining power generation equipmentzz ensuring water supplies are at adequate levelszz monitoring of water qualityzz maintenance of sewerage systems.

The program also provides support to emergency services through attending medical evacuations and maintaining airstrip infrastructure, and has recently secured another 15-month contract to manage the airstrip maintenance at our Service Delivery Centres.

Our Trainee Essential Services Operator program has been successful again with another student obtaining a Certificate II in Electro Technology Remote Essential Services.

We are proud that eight of our 14 staff currently employed in the Essential Services program are local Indigenous people.

Goal 2: Physical Assets

Yuelamu office official opening

Indigenous Workforce Development StrategyThe Council has continued to implement the Indigenous Workforce Development Strategy. The strategy generated successful work opportunities and employment outcomes for Indigenous people and increased employment of local Indigenous people.

Economic Development and TourismCouncil continued to implement its Tourism and Economic Development Plan. In addition to pursuing a range of commercial activities in the region, the Council has continued to maintain strong relationships with emerging businesses advocating strongly for local Indigenous engagement and employment.

Remote Jobs and Communities Program (RJCP)RJCP delivered employment services and work-related training to approximately 600 people in Yuendumu, Ti Tree, Laramba, Yuelamu and Willowra.

Training and activities were made available to local people to build work readiness and resilience, develop labour market skills and build community capacity.

Highlights for 2014–15:

zz The program placed 144 participants into real jobs.zz Of the 144 participants, 61 were placed into Council positions.zz 101 training and activities were offered.zz Completion of Yuendumu Park with CDP participants.zz Implemented a new service delivery model to manage the changes.zz 595 participants received ongoing services.

Laramba Childcare opening 2014

RJCP driver training

Goal 3: Economy

Our Goals Our Goals

34 35

Landfill and Rubbish ManagementThe Council has continued to work collaboratively with MacDonnell and Barkly Regional Councils to roll out the Central Australian Waste Management Strategy. This strategy has achieved national prominence with the program winning the National Local Government Excellence Award. Other achievements include:

zz New landfill pits dug at Ti Tree, Willowra, Pmara Jutunta and Nturiya.zz Lajamanu landfill upgrade completed – and won Tip Top Tip award at Territory Tidy Towns 2014.zz Legacy asbestos assessments commenced at Yuendumu, to be done in all communities.

Goal 5: Management and Governance

Proactive Partnerships with Government Agencies and the Private SectorCouncil has forged a wide range of cooperative arrangements with external stakeholders. During the year the following arrangements were active:

zz Memorandum of Understanding (MoU) between Council and Central Land Council.zz MoU between Council and Youth Challenge Australia, Mount Theo – Yuendumu Substance Misuse Aboriginal Corporation and Warlukurlangu Artists Aboriginal Association.zz MoU between Council and the Centre for Appropriate Technology to deliver Certificate II and III in Remote Operations to Council’s field staff.zz MoU between Council and Central Australian Youth Link Up Service.zz MoU between Menzies School of Health Research and Council’s Nutrition program at Nyirripi.zz Council and Batchelor Institute of Indigenous Tertiary Education for the management of the Lajamanu Learning Centre.zz Council and Charles Darwin University for the delivery of relevant employee and RJCP training Modules.zz Partnership with AMRRIC, Warlukurlangu Artists (Yuendumu) and the Canberra Mob vets for vet visits to communities.zz MoU with Aileron Roadhouse and Aileron Station to deliver water to Alyuen outstation.zz MoU with Wave Hill Station to operate Lajamanu landfill and recycling centre on their land.zz CDRC is a member of the Alice Springs Correctional Industries Advisory Council, which provides advice to assist the Department of Correctional Services with the implementation and development of Prison Industries in NT Correctional Services.

The Council has also been the lead agency

for a number of regional initiatives, these include:

zz Central Australia Regional Waste Management project – this project has established a Central Australian Waste Management manual and training program across the entire southern NT. CDRC has been the hosting organisation with MacDonnell Regional Council, Barkly Regional Council and LGANT engaged in the project.zz Central Australian Traffic Management Manual – this was a joint venture between Central Desert, MacDonnell and Barkly Regional Councils and Local Government Association of the Northern Territory (LGANT) that created a Traffic Management Manual for remote communities. It provides clear guidelines for road signs, traffic control devices, line marking and kerbing that complies with Australian guidelines.

Local Government Association of the Northern TerritoryThe President and the Deputy President represented Central Desert Regional Council at LGANT meetings.

Effective and Efficient Council ManagementINTEGRATED PLANNINGThe Council has continued to refine and improve its reporting against the Corporate Plan. Reporting provides both the Council and the public an opportunity to review the activities of the Regional Council against the agreed Corporate Plan. The progress reports for 2014–15 are available for viewing on the CDRC’s website.

Additional work has also started on development of Community Plans by each of the nine Local Authority areas and will continue into next year.

POLICY REVIEW AND DEVELOPMENTCouncil continues to develop new policies and review existing policies in accordance with its review schedule. In 2014–15 a number of significant policies were discussed and implemented including policies on Records Management, Staff Presentation on Termination, Council Reserves, Mobile Phone Useage. All public policies are published on the website.

Our Goals

Lajamanu Police memorandum of understanding signing

Goal 4: Environment

Companion Animal ProgramThe Council continues to implement its Animal Management Strategy. Dog health continues to improve due to regular treatment for ticks, mange and other parasites. Council is working in close collaboration with several partners for vet services, including the Canberra Mob vet program at Atitjere and Engawala, Warlukurlangu Artists at Yuendumu, Yuelamu and Nyirripi and Animal Management in Rural and Remote Communities (AMRRIC) / Steve Cutter Vets at other communities.

Disaster Management and Emergency Recovery ManagementThe main disaster risks affecting communities are flood and fire. The Council was subjected to significant flooding as a result of unseasonal rain in January 2014. Apart from this event, there were no other major incidents in any community of Central Desert Regional Council in 2014–15.

Fire breaks are maintained in all centres. Clearing of long-term debris from grassed areas surrounding communities is virtually complete in all locations, allowing efficient, safe slashing of those areas to reduce fire risk.

Our Goals

36

Our Goals

RISK MANAGEMENT During 2014–15 the CDRC undertook a review of its risk management practices. CDRC utilised the approach established in the AS/NZS 31000:2009 Australian Standard and has adopted this standard as its basic approach to risk management. The Risk Management Plan for 2014–15 is an outcome of the Regional Plan process, thus ensuring the establishment of a process that integrates managing risk into the organisation’s overall governance and strategy and planning.

Council’s Audit and Risk Committee was established in November 2014 and continues to monitor and advise the Council on risks associated with the Council’s business. The Council engaged in early preparation planning for risk management software that will be developed into the 2015–16 financial year.

RECORD KEEPING This financial year Council continued to build on our commitment to comply with part 9 of the NT Information Act 2003. We have developed the document management system and to ensure improved invoice storage and payment system. We have also benchmarked with other councils with a view to implementing a better approach to record keeping in 2014–15.

Information Services and CouncilBIZCouncil’s information services are provided by a fully owned subsidiary, CouncilBIZ. This entity was formed by all Regional Councils in 2008 to provide ICT support to Councils. The services provided by CouncilBIZ include:

zz IT support for the main business systems.zz IT services including network management.zz business support for business systems.zz IT and business systems training.

The annual financial statements for CouncilBIZ are available from the Council’s website.

37

Financial Summary

Three-year comparison from audited financials

2013 2014 2015

Income ’000,000 ’000,000 ’000,000

Rates and Charges 1.10 1.30 1.96

User Charges and Fees 0.34 0.38 0.42

Interest 0.64 0.42 0.37

Grants 24.10 12.47 19.79

Other Operating Revenue 6.00 5.61 5.82

Gain from Disposal of Assets 0.15 0.12 0.13

Income from Ordinary Activities 32.33 20.30 28.49

Expenditure ’000,000 ’000,000 ’000,000

Employee Costs 15.36 14.23 15.34

Materials and Contracts 7.71 6.83 6.87

Finance Costs 0.04 0.00 0.00

Depreciation 2.95 3.35 1.39

Other Expenses 3.42 2.75 3.37

Expenses from Ordinary Activities 29.48 27.16 26.97

Surplus (Deficit) for the Year 2.85 (6.86) 1.52

OTHER COMPREHENSIVE INCOME – (3.45) (20.56)

Gain on Revaluation of PPE – – –

Expenditure by type 2014–15Revenue by type 2014–15Revenue by Type

Gain from Disposal of Assets$0.13 m

Other Operating Revenue$5.82 m

Grants$19.79 m

Rates & Charges$1.96 m

User Charges & Fees$0.42 m

Interest$0.37 m

Expenditure by Type

Finance Costs$0.00 m

Materials & Contracts$6.87 m

Employee Costs$15.34 m

Depreciation$1.39 m Other

Expenses$3.37 m

Our Finances

Yuendumu Police memorandum of understanding signing

Council's regular newsletter, Central Desert News

39

Contents

38

Financial Statements

39

Finance KPIs

KPI RESuLT INDICATOR

Operating DeficitTotal operating revenue (excluding capital grants) less total operating expenses divided by total operating revenue.

No deficit

Interest CoverageEarnings before interest and tax divided by interest expense.

Greater than 3

Sustainability RatioCapital expenditures divided by depreciation expense.

>10

Current RatioCurrent assets divided by current liabilities.

1.12

Rate CoverageRates revenue divided by total revenue. It should be noted that this is an aspirational target as historically the Council has only been able to secure < 2% rates coverage.

4.9%

38

Our Finances

CENTRAL DESERT REGIONAL COUNCIL

GENERAL PuRPOSE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JuNE 2015

FS-1

CENTRAL DESERT REGIONAL COUNCIL INDEX TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JuNE 2015

CONTENTS PAGE

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

Independent auditor's report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

Chief executive officer's certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Statement of comprehensive income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Statement of financial position . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Statement of changes in equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Statement of cash flows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Notes to the financial statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

FS-2 FS-3

CENTRAL DESERT REGIONAL COUNCIL FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JuNE 2015

CENTRAL DESERT REGIONAL COUNCIL FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JuNE 2015

FS-4 FS-5

CENTRAL DESERT REGIONAL COUNCIL NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JuNE 2015

CENTRAL DESERT REGIONAL COUNCIL STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JuNE 2015

Notes2015

$2014

$

REVENuES

Rates & Annual Charges 3a 1,955,508 1,270,979

User Charges & Fees 3b 418,345 379,461

Interest 3c 377,572 420,296

Grants 3d 19,753,584 12,468,065

Other Operating Revenues 3e 5,852,744 5,609,150

Gain from Disposal of Assets 5 132,939 124,537

Revenue from Ordinary Activities 28,490,691 20,272,488

EXPENSES

Employee costs 4a 15,347,306 14,233,320

Materials & contractors 4c 6,877,451 6,826,789

Interest charges – 462

Depreciation & amortisation 4b 1,396,974 3,349,811

Other operating expenses 4d 3,366,023 2,745,523

Expenses for Ordinary Activities 26,987,753 27,155,905

Surplus/(Deficit) for the Year 1,502,938 -6,883,417

OTHER COMPREHENSIVE INCOME

Asset Write Off 4b (22,068,364) (3,545,508)

TOTAL COMPREHENSIVE INCOME FOR THE YEAR (20,565,425) (10,428,925)

Notes to the financial statements are set out on the attached pages.

FS-6 FS-7

CENTRAL DESERT REGIONAL COUNCIL STATEMENT OF CHANGES IN EQuITY FOR THE YEAR ENDED 30 JuNE 2015

CENTRAL DESERT REGIONAL COUNCIL STATEMENT OF FINANCIAL POSITION FOR THE YEAR ENDED 30 JuNE 2015

Notes2015

$2014

$

CuRRENT ASSETS

Cash and cash equivalents 6 8,514,677 8,464,249

Investments 7 10,037,034 6,053,247

Trade and other receivables 8 1,367,465 971,865

Other inventories 9 – 98,412

19,919,176 15,587,773

NON-CuRRENT ASSETS

Property, plant and equipment 10 12,690,659 34,176,578

Work in progress – Fixed Assets 695,292 335,540

13,385,951 34,512,118

TOTAL ASSETS 33,305,127 50,099,891

CuRRENT LIABILITIES

Trade and other payables 11 2,614,398 2,840,931

Provisions 12a 1,860,001 1,732,411

Borrowings 12b – 210

Unexpended grants 11 13,197,561 9,237,584

17,671,960 13,811,136

NON-CuRRENT LIABILITIES

Provisions 12a 215,370 305,531

Borrowings 12b – –

215,370 305,531

TOTAL LIABILITIES 17,887,330 14,116,667

NET ASSETS 15,417,798 35,983,224

EQuITY

Accumulated funds 15,417,798 35,983,224


Note

Accumulated Surplus

$

AssetRevaluation

Reserve $

TOTAL EQuITY$

2015

Balance at the end of previous reporting period 21,368,144 14,615,080 35,983,224

Transfer to Asset revaluation (550,000) – (550,000)

Transfer from Retained earnings – 550,000 550,000

Total comprehensive income for the year (20,565,425) – (20,565,425)

–

Balance at end of period 252,718 15,165,080 15,417,798

2014

Balance at the end of previous reporting period 31,797,069 20,505,015 52,302,084

Total comprehensive income for the year (10,428,925) (5,889,935) (16,318,860)

–

Balance at end of period 21,368,144 14,615,080 35,983,224

FS-8 FS-9


CENTRAL DESERT REGIONAL COUNCIL STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JuNE 2015

Notes2015

$2014

$

CASH FLOWS FROM OPERATING ACTIVITIES

Payments

Employee costs (15,099,488) (14,704,542)

Materials, contracts and other costs (7,883,829) (7,584,792)

Interest paid – (462)

Other operating payments (3,621,720) (4,912,685)

Receipts

Receipts from activities 8,183,876 8,562,178

Interest received 362,990 420,296

Grants and Contributions 24,298,828 19,524,964

Net cash provided (used) by operating activities 13 (b) 6,240,658 1,304,957

CASH FLOWS FROM INVESTING ACTIVITIES

Payments for property, plant & equipment (1,937,870) (2,241,014)

Payments for Work In Progress (WIP) (491,807) –

(Payments)/Receipts from Investments (3,983,788) (6,053,246)

Proceeds on sale of assets 5 223,446 280,102

Net cash used in investing activities (6,190,019) (8,014,158)

CASH FLOWS FROM FINANCING ACTIVITIES

Repayment of borrowings (210) (819,498)

Net cash provided (used) by financing activities (210) (819,498)

Net increase (decrease) in cash held 50,429 (7,528,699)

Cash at beginning of the year 8,464,249 15,992,948

Cash at end of the year 6 8,514,677 8,464,249


General Information The Central Desert Shire was established as a body corporate by a restructure order under Section 114C of the Local Government Act on 16 October 2007.

The Central Desert Shire Council became Central Desert Regional Council on 1st January 2014, under changes to the Local Government Act.

The principal place of business of the Shire is as follows:

1 Bagot Street Alice Springs NT 0870

The purpose of these financial statements is to provide users with information about the stewardship of the Regional Council and accountability for the resources entrusted to it; information about the financial position, performance and cash flows of the Council. The Central Desert Regional Council is the legal description of the local government body that came into full operation on 1 July 2008, after it merged with other constituent councils to form the local government authority.

1 Summary of Accounting Policies

Financial Reporting FrameworkThe general purpose financial statements have been prepared in accordance with the Local Government Act, Local Government Regulations and all applicable accounting standards and interpretations. The entity is a not for profit entity.

Accounting Standards include Australian equivalents to International Financial Reporting Standards (‘A-IFRS’) as they apply to “not for profit” entities. AIFRS include certain specific provisions relating to not for profit entities that are not included in the International Financial Reporting Standards.

The financial statements have been prepared on the basis of historical cost and except where stated, do not take into account changing money values or current valuations of non-current assets. Cost is based on the fair values of the consideration given in exchange for assets.

The date the financial statements were authorised for issue is as shown on the Chief Executive Officer's certificate.

Significant Accounting PoliciesIn the application of A-IFRS management is required to make judgments, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstance, the results of which form the basis of making the judgments. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

Judgments made by management in the application of A-IFRS that have significant effects on the financial statements and estimates with a significant risk of material adjustments in the next year are disclosed, where applicable, in the relevant notes to the financial statements.

The following significant accounting policies have been adopted in the preparation and presentation of the financial report.

Adoption of New and Revised Accounting Standards In the current year, the entity has adopted all of the new and revised Standards and Interpretations issued by the Australian Accounting Standards Board (the AASB) that are relevant to their operations and effective for the current annual reporting period.

The adoption of these new and revised Standards and Interpretations has not resulted in changes to the entity's accounting policies and has not affected the amounts reported for the current or prior years.

Accounting Standards and Interpretations in Issue Not Yet Adopted At the date of authorisation of the financial statements, the Standards and Interpretations listed below were in issue but not yet effective. These standards are not expected to result in any changes in recognition or measurement

FS-10 FS-11



Standards and Interpretations in Issue Not Yet AdoptedAt the date of authorisation of the financial statements, the Standards and Interpretations listed below were in issue but not yet effective. These standard are not expected to result in any changes in recognition or measurement.

Standard/InterpretationEffective for annual reporting periods beginning on or after

AASB 9 Financial Instruments 01 Jan 2018

AASB 15 ‘Revenue from Contracts with Customers’ and AASB 2014-5 ‘Amendments to Australian Accounting Standards arising from AASB 15’

01 Jan 2018

AASB 2014-4 ‘Amendments to Australian Accounting Standards – Clarification of Acceptable Methods of Depreciation and Amortisation’

01 Jan 2016

Accounting Standards and Interpretations Issued But Not Yet Effective It is anticipated that the adoption, in future periods of standards and interpretations issued but not yet effective, will have no material financial effect on the financial statements.

Accounting Judgements and Key Sources of Estimation uncertaintyA judgement has been made that assets on leases are carried at either historical cost or fair value. There were no other critical judgements (apart from those involving estimations which are dealt with below), that management has made in the process of applying the Council's accounting policies and that are likely to have a significant effect on the amounts recognised in the financial statements.

The major assets and liabilities of the Council are carried at either historical cost or fair value. A management review of properties on leases is being undertaken that may cause a material adjustment to the carrying value of assets within the next financial year.

Accounts PayableTrade payables and other accounts payable are recognised when the Council becomes obliged to make future payments resulting from the purchase of goods and services.

DepreciationItems of property, plant and equipment are depreciated over their estimated useful lives using the straight line method. The main lives used are:

Buildings 20–50 Years

Leasehold Improvements 8–40 Years

Infrastructure 5–20 Years

Plant and equipment 5–15 Years

Motor vehicles 4–10 Years

Furniture and fittings 3–10 Years

Computer Equipment 3–5 Years

Economic DependencyA significant proportion of the Council's revenue is from Government grants.

Employee BenefitsProvision is made for benefits accruing to employees in respect of wages and salaries, annual leave and long service leave when it is probable that settlement will be required and they are capable of being measured reliably.

The current portion of employee benefits is the portion to which employees are unconditionally entitled at balance date.

Provisions made in respect of wages and salaries, annual leave and other employee benefits expected to be settled within 12 months, are

measured at their nominal values using the remuneration rate expected to apply at the time of settlement.

Provisions made in respect of other employee benefits which are not expected to be settled within 12 months are measured as the present value of the estimated future cash outflows to be made by the entity in respect of services provided by employees up to reporting date.

The superannuation expense for the reporting period is the amount of the contributions the entity makes to the superannuation plans which provide benefits to its employees.

Financial Instruments Debt and equity instruments are classified as either liabilities or equity in accordance with the substance of the contractual arrangement.

Trade receivables, loans, trade payables and other financial liabilities are measured at cost.

Trade debtors and creditors do not bear interest and are expected to be settled within 12 months. Bank and cash balances bear interest at rates between 0 and 5%. There is no material difference between the carrying amount of financial assets and financial liabilities and their respective net fair values.

The entity does not have any significant credit risk exposure to any single counterparty.

Financial assets are assessed for indicators of impairment at each balance sheet date. Financial assets are impaired when there is objective evidence that as a result of one or more events that the estimated future cash flows of the investments have been impacted. The amount of the impairment is the difference between the assets's carrying amount and the present value of estimated future cash flows discounted at the original effective interest rate.

The carrying amount of the financial asset is reduced by the impairment loss directly for all financial assets with the exception of trade receivables where the carrying amount is reduced through the use of an allowance account.

Held to maturity investments are recorded at amortised cost using the effective interest method less impairment, with revenue recognised on an effective yield basis.

Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST. Receivables and payables are recognised inclusive of GST. The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables. Operating receipts and payments in the cash flow statement are stated inclusive of GST.

Government GrantsGrants, donations and other contributions are recognised as revenues when the Council obtains control over the assets comprising the contribution.

Where grants, contributions and donations are recognised as revenue during the reporting period were obtained on the condition that they be expended in a particular manner or used over a particular period, and those conditions were undischarged as at the reporting date , the nature of and amounts pertaining to those undischarged conditions are disclosed in these notes.

Unexpended grants at year end which are refundable to the funding body are transferred to current liabilities.

Impairment of AssetsAt each reporting date, management reviews the carrying amounts of its assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). Where the asset does not generate cash flows that are independent from other assets, management estimates the recoverable amount of the cash-generating unit to which the asset belongs.

Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.

If the recoverable amount of an asset is estimated to be less than its carrying amount, the carrying amount of the asset is reduced to its recoverable amount. An impairment loss is recognised in profit or loss immediately, unless the relevant asset is carried at fair value, in which case the impairment loss is treated as a revaluation decrease.

Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable

FS-12 FS-13



amount, but only to the extent that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years.

A reversal of an impairment loss is recognised in profit or loss immediately, unless the relevant asset is carried at fair value, in which case the reversal of the impairment loss is treated as a revaluation increase.

Income TaxCentral Desert Regional Council is tax exempt under Sec 50-25 of the Income Tax Assessment Act 1997, being a local governing body

InventoriesFinished goods are valued at the lower of cost and net realisable value. Costs have been assigned to inventory on hand at balance date using the first in first out basis.

ProvisionsProvisions are recognised when the Council has a present obligation (legal or constructive) as a result of a past event, it is probable that the Council will be required to settle the obligation, and reliable estimate can be made of the amount of the obligation.

The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at reporting date, taking into account the risks and uncertainties surrounding the obligation. Where a provision is measured using the cash flows estimated to settle the present obligation, the carrying amount is the present value of those cash flows.

Property, Plant and EquipmentProperty, plant and equipment is recognised at cost when control of the asset passes to the Council. Cost includes expenditure that is directly attributable to the acquisition. Cost related to property, plant and equipment gifted, donated or granted to the Council is the fair value of the asset, plus costs directly attributable to the acquisition.

Assets with an economic life in excess of one year are only capitalised where the cost of acquisition exceeds materiality thresholds established by Council for each type of asset. In determining (and in annually reviewing) such thresholds, regard is had to the nature of the asset and its estimated service life. Capitalisation thresholds of $5,000 applied to all assets during the year under review.

Purchased assets brought to account for the first time are valued at historical cost. Donated assets brought to account for the first time are valued at fair value.

The Council's land and buildings were valued by Liquid Pacific. The valuations, which conform to Australian Valuation Standards, were determined by reference to direct comparison of transactions (market sales) approach. The effective date of the valuations was 30 June 2010.

The Local Government Reporting EntityAll funds and entities through which the Council controls resources to carry out its functions have been included in the financial statements forming part of this financial report.

In the process of reporting on the local; government as a single unit , all balances between activities have been eliminated.

Revenue RecognitionRevenue from the sale of goods and disposal of other assets is recognised when the Council has passed control of the good or other assets to the buyer.

Revenue from the provision of services is recognised when the services have been provided

Revenue from investments is recognised on an accrual basis.

2a Activities undertaken The Central Desert Regional Council commenced operation on 1st July 2008, it undertakes all local government functions in the following communities:

Atitjere

Engawala Lajamanu Laramba Nturiya Nyirripi Pmara JutuntaTi Tree Willowra Wilora Yuelamu Yuendumu

The major functions undertaken by the entity are:

General Public ServicesAdministrative, legislative and executive affairs, financial and fiscal affairs and general services.

Public Order and SafetyFire protection, local emergency services, animal control and impounding, control of public places, night patrol and\ enforcement of by-laws.

Economic AffairsCentrelink services, essential services, local roads maintenance, postal services, Community Development Employment program.

Environmental ProtectionStorm water drainage and road levies.

Housing, Community AmenitiesHousing repairs and maintenance on outstations

HealthChild Nutrition Program

Recreation, Culture and ReligionProvision of sports, recreation and leisure facilities

EducationPreschool care and classes.

Education Preschool care.

Social ProtectionPublic Behaviour & Youth Programme, mediation program, Aged care.

FS-14 FS-15



2b F

unct

ion

Resu

ltsGe

nera

l Pub

lic S

ervi

ces

Publ

ic O

rder

& S

afet

yH

ousi

ng &

Com

mun

ity A

men

ities

Recr

eatio

n, C

ultu

re &

Rel

igio

n

Bud

get

Act

ual

Actu

al B

udge

t A

ctua

l Ac

tual

Bud

get

Act

ual

Actu

al B

udge

t A

ctua

l Ac

tual

2015

2015

2014

2015

2015

2014

2015

2015

2014

2015

2015

2014

OPE

RATI

NG R

EVEN

uE

3d G

rant

s Re

venu

e 5,

643,

988

5,47

5,36

7 4,

548,

496

3,54

9,85

2 4,

028,

785

3,22

1,49

5 8,

177,

744

3,77

9,07

6 (8

81,3

01)

1,22

5,37

5 1,

101,

528

856,

086

3c In

tere

st31

5,00

0 37

7,57

2 42

0,29

6 –

– –

– –

– –

– –

3e O

ther

ope

ratin

g re

venu

es42

7,54

3 28

9,86

2 32

2,48

4 –

15,7

27

29,7

30

1,73

3,70

3 4,

775,

816

4,58

1,03

8 –

13,3

26

10,4

10

3a,b

Rat

es, U

ser c

harg

es &

fees

1,46

8,12

7 1,

475,

702

1,13

3,22

2 –

(50,

213)

– 37

2,35

0 21

4,98

6 9,

321

– (2

7,20

2)–

5 Pr

ofit

on d

ispo

sal o

f ass

ets

75,0

00

110,

575

103,

260

– 22

,364

19

,000

–

– –

– –

2,27

7

7,92

9,65

8 7,

729,

078

6,52

7,75

8 3,

549,

852

4,01

6,66

3 3,

270,

225

10,2

83,7

97

8,76

9,87

8 3,

709,

058

1,22

5,37

5 1,

087,

653

868,

773

OPE

RATI

NG E

XPEN

SES

4a E

mpl

oyee

cos

ts5,

660,

124

5,24

4,95

7 5,

289,

742

2,88

9,52

9 2,

620,

826

2,28

5,87

5 3,

601,

235

3,23

5,10

1 2,

742,

492

832,

791

657,

719

644,

391

4c M

ater

ials

& c

ontr

acts

3,36

6,13

2 2,

084,

244

2,22

8,88

6 20

9,55

1 35

7,36

0 34

3,51

6 2,

836,

053

2,53

6,57

3 2,

616,

029

158,

348

172,

321

165,

158

Inte

rest

cha

rges

9,00

0 –

449

– –

– –

– 13

–

– –

4b D

epre

ciat

ion

& am

ortis

atio

n–

1,40

0,26

4 3,

302,

686

– 17

,564

35

,043

–

(24,

044)

8,89

2 –

– –

4b S

ale

and

Writ

e O

ff

– 22

,068

,364

3,

473,

690

– –

– –

– 71

,818

–

– –

4d O

ther

ope

ratin

g ex

pens

es(6

28,0

10)

(1,4

59,3

39)

(370

,438

)61

5,56

8 1,

073,

285

389,

711

1,22

0,77

6 2,

192,

159

1,26

0,69

2 16

4,23

6 19

8,70

5 21

3,28

6

8,40

7,24

6 29

,338

,490

13

,925

,015

3,

714,

648

4,06

9,03

5 3,

054,

145

7,65

8,06

4 7,

939,

789

6,69

9,93

6 1,

155,

375

1,02

8,74

5 1,

022,

835

OPE

RATI

NG R

ESu

LT(4

77,5

88)

(21,

609,

412)

(7,3

97,2

57)

(164

,796

)(5

2,37

2)21

6,08

0 2,

625,

733

830,

089

(2,9

90,8

78)

70,0

00

58,9

08

(154

,062

)

2b F

unct

ion

Resu

lts c

ontin

ued

Soci

al P

rote

ctio

nEn

viro

nmen

tal P

rote

ctio

nEc

onom

ic A

ffai

rsTo

tals

Bud

get

Act

ual

Actu

al B

udge

t A

ctua

l Ac

tual

Bud

get

Act

ual

Actu

al B

udge

t A

ctua

l Ac

tual

2015

2015

2014

2015

2015

2014

2015

2015

2014

2015

2015

2014

OPE

RATI

NG R

EVEN

uE

3d G

rant

s Re

venu

e 2,

760,

465

4,15

6,26

2 2,

944,

164

– 18

2,50

1 10

8,96

1 1,

299,

796

1,03

0,06

4 1,

670,

164

22,6

57,2

20

19,7

53,5

84

12,4

68,0

65

3c In

tere

st–

– –

– –

– –

– –

315,

000

377,

572

420,

296

3e O

ther

ope

ratin

g re

venu

es90

7,43

6 45

7,68

6 34

6,01

3 12

1,99

2 11

6,60

3 27

5,86

3 17

8,33

4 20

2,87

2 3,

344,

545

5,85

2,74

3 5,

609,

150

3a,b

Rat

es, U

ser c

harg

es &

fees

– (1

64,9

08)

– 72

8,76

8 76

3,00

9 22

0,54

9 20

3,26

7 16

2,47

9 28

7,34

8 2,

772,

512

2,37

3,85

3 1,

650,

440

5 Pr

ofit

on d

ispo

sal o

f ass

ets

– –

– –

– –

– –

– 75

,000

13

2,93

9 12

4,53

7

3,66

7,90

1 4,

449,

041

3,29

0,17

7 72

8,76

8 1,

067,

502

446,

113

1,77

8,92

6 1,

370,

877

2,16

0,38

4 29

,164

,277

28

,490

,691

20

,272

,488

OPE

RATI

NG E

XPEN

SES

4a E

mpl

oyee

cos

ts2,

101,

557

2,37

2,04

0 2,

042,

334

698,

765

776,

919

775,

857

614,

871

439,

743

452,

629

16,3

98,8

72

15,3

47,3

06

14,2

33,3

20

4c M

ater

ials

& c

ontr

acts

902,

153

1,50

4,00

1 99

1,54

7 30

,003

58

,876

83

,683

57

3,33

8 16

4,07

7 39

7,97

0 8,

075,

578

6,87

7,45

1 6,

826,

789

Inte

rest

cha

rges

– –

– –

– –

– –

– 9,

000

– 46

2

4b D

epre

ciat

ion

& am

ortis

atio

n–

3,19

0 3,

190

– –

– –

– –

– 1,

396,

974

3,34

9,81

1

4b S

ale

and

Writ

e O

ff

– –

– –

– –

– –

– –

22,0

68,3

64

3,54

5,50

8

4d O

ther

ope

ratin

g ex

pens

es66

4,19

1 56

4,87

8 68

8,78

0 –

68,9

16

37,5

90

704,

063

727,

418

525,

902

2,74

0,82

4 3,

366,

023

2,74

5,52

3

3,66

7,90

1 4,

444,

109

3,72

5,85

1 72

8,76

8 90

4,71

2 89

7,13

0 1,

892,

272

1,33

1,23

8 1,

376,

501

27,2

24,2

74

49,0

56,1

17

30,7

01,4

13

OPE

RATI

NG R

ESu

LT–

4,93

2 (4

35,6

74)

– 16

2,79

0 (4

51,0

17)

(113

,346

)39

,639

78

3,88

3 1,

940,

003

(20,

565,

425)

(10,

428,

925)

Tota

l ass

ets

33,3

05,1

27

FS-16 FS-17



3a Rates and Annual Charges2015

$2014

$

Ordinary Rates

Residential 1,079,216 722,355

Farmland 31,182 28,195

Business 58,747 32,611

1,169,145 783,161

Annual Charges

Waste Management Services 786,363 487,818

Total Rates & Annual Charges 786,363 487,818

Total rates & Charges 1,955,508 1,270,979

3b user Charges and Fees Accommodation Charges 367,796 316,023

Equipment Hire Income 50,549 63,438

Total user Charges & Fees 418,345 379,461

3c Interest Interest on deposits 39,951 74,806

Interest on Investments 337,621 345,490

Total Interest Revenue 377,572 420,296

3d Grants Commonwealth Government Operational Grants 8,742,581 9,349,330

Commonwealth Government Capital Grants 460,224 355,982

NT Government Operational Grants 7,473,652 5,272,331

Commonwealth Government Capital Grants

NT Government Capital Grants 5,869,322 2,414,623

Other Grants 509,566 478,471

Total Grants received this year 23,055,345 17,870,737

Add: Unexpended Grants prior year 9,077,235 5,173,541

Less: Unexpended Grants repaid (279,866) (1,498,978)

Less: Unexpended Grants this year (12,099,130) (9,077,235)

Total Grants recorded as Income 19,753,584 12,468,065

Commonwealth Operational Grants

ASC – Active After School Communities – 4,425

ASEA – Asbestos Mapping Project 46,451 –

DHS – Centrelink 647,426 685,637

DOC – Digital Switchover – 83,199

DSS – Aged Care Service Improvement 166,500 –

DSS – Anmatjere After/Outside School Care 99,616 98,047

3d GRANTS cont2015

$2014

$

DSS – Anmatjere After/Outside School Care additonal funding 10,000 –

DSS – Anmatjere Flexible Aged Care 629,959 669,615

DSS – Atitjere – Establishment grants – 68,000

DSS – Atitjere Jet Creche 162,732 152,292

DSS – Atitjere Jet Creche additonal funding 26,000 –

DSS – CACP – Lajamanu 235,861 237,254

DSS – CACP – Laramba 158,683 91,575

DSS – CACP – Nyirripi 154,314 142,619

DSS – HACC Services 253,648 171,999

DSS – Improving Workforce sustainability 10,412 –

DSS – Indigenous Aged Care Workforce 596,754 586,224

DSS – Laramba Child Care 285,843 222,804

DSS – Laramba Child Care additonal funding 26,000 –

DSS – Nyirripi Jet Creche 155,835 145,507

DSS – Nyirripi Jet Creche additonal funding 26,000 –

DSS – Yuelamu – Establishment grants – 68,000

DSS – Yuelamu After/Outside School Care 100,700 99,114

DSS – Yuelamu After/Outside School Care additonal funding 10,000 –

DSS – Yuelamu Jet Creche 165,716 155,232

DSS – Yuelamu Jet Creche additonal funding 26,000 –

DSS – Yuendumu Child Care – 346,072

PMC – CDEP Wages 41,067 244,572

PMC – Community Development Fund (RJCP) – 40,000

PMC – Community Safety Patrol 3,401,770 3,595,818

PMC – Community Sport and Rec Program 210,230 205,103

PMC – Jobs Package Sport and Rec 81,895 163,790

PMC – NT Job Transition – RIBS 128,576 126,556

PMC – RIBS Broadcasting 55,000 55,000

PMC – School Nutrition Program 553,192 506,935

PMC – Willowra & Ti Tree Mediation Service – 104,863

PMC – Yuendumu Mediation Family Violence 226,226 –

PMC – Yuendumu Peace Park – 228,902

PMC – Yuendumu Playgroup 50,176 50,176

8,742,581 9,349,330

NT Operational Grants

DAM – Library 87,981 84,689

DCS – Homelands Extra Allowance 150,800 –

DCS – NT Jobs Package Oustations 242,916 242,916

DCS – Outstations HMS 284,176 627,301

DCS – Outstations MES 723,165 294,906

FS-18 FS-19



3d GRANTS cont2015

$2014

$

DLG&CS – Community Engagement – 103,280

DLG&CS – CTG – Gov & Support Officers – 215,394

DLG&CS – CTG–NBN connection for Local Authorities – 84,591

DLG&CS – Indigenous Job Matching Funds 631,063 619,713

DLG&CS – Local Area Traffic Management – 55,000

DLG&CS – Local Authority Establishment Funds – 90,000

DLG&CS – Local Authority Project Funds 497,018 –

DLG&CS – NT Operational 2,093,709 1,153,145

DLG&CS – Regional Councils Rebranding – 184,480

DLG&CS – SPG Light Tower Yuendumu 16,414 –

DLG&CS – Strengthening LA Funding 250,000 –

DLG&CS – Strengthening LA Satellites 185,000 –

DLG&CS – Workforce Mentor – 249,750

DLP&E – NTEPA – Environmental Projects 10,000 20,000

DOB – Nyirripi Community Benefit Fund 1,784 –

DOE – Child and Family Centre Yuendumu 304,271 –

DOH – AOD Abuse one off – Atitjere 5,000 –

DOH – Disability in Home Support 28,064 38,028

DOH – HACC Services – –

DS&R – Active Remote Communities 204,000 204,000

DSRR – Engawala Softball upgrade – 13,000

DSRR – Laramba Basketball court upgrade – 5,300

NTGC – FAA Federal Assistance 889,324 355,307

NTGC – FAA Roads 868,967 631,531

7,473,652 5,272,331

Other Operational Grants

CAYLUS – School Holiday Activities (Atitjere/Laramba) 50,000 135,383

CAYLUS – Training 5,200 –

CAYLUS – Youth Worker 11,098 –

CLC – Lajamanu Project management 20,655 –

CLC – Nolan Concession Payments 15,000 –

CLC – SNAICC Nolan Bore Mining Compensation 5,000 –

CSHISC – WIN Aged Enterprise 36,629 –

DCM – Youth Tunes Road Show – 2,000

Dept. of Chief Minister – Cost Benefit Analysis 20,000 –

DOH – Engawala Youth Wellbeing – 25,000

DSRR – Indigenious Women In sport – 23,600

GMAAAC – Lajamanu S&R Vehicle maintenance 23,636 –

GMAAAC – Nyirripi Basketball court (Lights). 6,364 –

GMAAAC – Nyirripi Softball Champetition – 10,909

3d GRANTS cont2015

$2014

$

GMAAAC – Upgrade Toilet block Holy Ground Park 12,727 –

LGANT – Asset & Financial Planning – 90,000

LGANT – Waste Management Co-ordinator 156,965 134,602

Telstra – Support AFL Club Team 5,000 –

TIO – Territory Day Community 4,545 –

372,820 421,494

Commonwealth Capital Grants

DI&RD – Roads to Recovery 378,224 355,982

DSS – Lajamanu Aged Care Verandah 82,000 –

460,224 355,982

NT Capital Grants

DCS – Capital Infrastructure – Alyuen Water Line – 254,388

DCS – Capital Infrastructure Outstations Eaglebeak Bore – 27,273

DCS – Outstations Capital Infrastructure Program 133,972 176,814

DLG&CS – Atitjere Backhoe 102,000 –

DLG&CS – FSEF Willowra Solar Lights 18,850 –

DLG&CS – NDRRA 5,500,000 –

DLG&CS – Plant & Equipment 114,500 –

DLG&CS – 2nd Hand Wheeled Loader – 120,000

DLG&CS – Softball/Football Oval Upgrade – 35,149

DLG&CS – SPG – Lajamanu Oval Upgrade – 718,182

DLG&CS – SPG – Yuendumu Sports Oval & Softball Field Upgrade – 850,818

DLG&CS – SPG Upgrade Parks in Six Communities – 70,000

DLG&CS – Yuelamu Office – 162,000

5,869,322 2,414,623

Other Capital Grants

CLC – Aldelaide Bore upgrade 19,388 –

CLC – Yuendumu Mediation Vehicle 37,000 –

DHS – Yuelamu Office Upgrade 18,182

DOI – LGEEP Projects Hot Water – 24,151

GMAAAC – Ethyl Creek Fence Upgrade – 14,644

GMAAAC – Lajamanu Oval 60,000 –

GMAAAC – Yuendumu Cementry/Funeral equipment 20,358 –

136,746 56,977

Total Grants 23,055,345 17,870,737

unexpended Grants Liability

ASEA – Asbestos Mapping Project 15,624 –

CAYLUS – Sport & Recreation (Youth Development Program ) 55,769 49,030

Centerlink – Housing & Infrastructure Maintenance – 37,641

CLC – Lajamanu Accommodation Project management 18,691 –

FS-20 FS-21



3d GRANTS cont2015

$2014

$

CLC – Lajamanu Toilet upgrade 10,039 –

CLC – SNAICC Conference 698 –

CLC – Ti Tree Roosters Sport equipment 6,559 –

DAM Libraries – Library 106,263 90,478

DI&RD – Roads to Recovery 247,307 –

DITRD – Yuelamu Office – 2009/10 31,682 31,682

DLG&CS – Workforce Mentoring – 110,472

DLG&CS – CTG – Local Boards Governance – Shire 9,322 215,067

DLG&CS – CTG – Yuelamu Office – 352,797

DLG&CS – CTG–NBN connection for Local Authorities 25,118 83,501

DLG&CS – LB Capacity Dev – 29,671

DLG&CS – Local Authority Establishment Funds 36,275 68,605

DLG&CS – NDRRA 5,478,690 –

DLG&CS – Outstations Capital Infrastructure 465,568 889,346

DLG&CS – Outstations Homeland Extra Allowance 150,800 –

DLG&CS – Outstations Housing Mtce Grant 26,798 196,583

DLG&CS – Outstations Municipal Services 174,755 448

DLG&CS – Regional Councils Rebranding 1,125 165,697

DLG&CS – SPG – Atitjere Playground – 10,527

DLG&CS – SPG – Lajamanu Sports Oval & Softball Field Upgrade 356,439 718,182

DLG&CS – SPG – Lajamanu Sports Oval lights 295,024 –

DLG&CS – SPG – SPG Engawala Demountable 88,214 152,927

DLG&CS – SPG – SPG FSEF Willowra Solar 18,850 –

DLG&CS – SPG – SPG Plant and Equipment 11,400 –

DLG&CS – SPG – Yuendumu Sports Oval & Softball Field Upgrade 341,564 848,237

DLG&CS – SPG – Yuendumu Sports Oval lights 43,452 –

DLG&CS – SPG Upgrade Parks in Six Communities 30,401 70,000

DLG&CS – SPG Waste Management Lajamanu 15,000 15,000

DLG&CS – SPG Yuendumu Softball/Football Oval Upgrade 17,826 35,149

DLG&CS – Strengthening Local Authority Funding – Business Improvement 107,580 –

DLG&CS – Strengthening Local Authority Funding – Satellite 185,000 –

DLG&CS – Strengthening Local Authority Projects 367,890 –

DLG&CS– Outstations CDEP Conversion 12,446 23,869

DLG&CS –Second Hand Wheeled Loader – 120,000

DLGH&RS – Housing Management Program Fencing 604,304 1,282,887

DLGH&RS – Housing Management Tenancy 68,444 116,490

DLP&E – NTEPA – Environmental Projects 16,000 20,000

DOH – Disability in Home Support 95,801 99,341

DOH – RAAS–Vacation Program Engawala 529 14,345

DOHA Community Care Lajamanu 10,900 10,900

3d GRANTS cont2015

$2014

$

DOHA Community Care Nyirripi 30,004 65,000

DSRR – Indigenious Women In sport – 23,600

DSRR – Laramba Basketball court upgrade 482 5,300

DSS – Alcohol Rehab Atitjere & Yuelamu 3,310 –

DSS – Anmatjere After/Outside School Care additonal funding 859 –

DSS – Anmatjere Communities After School Care/OSHC 14,224 5,962

DSS – Anmatjere Flexible Aged Care 260,664 404,608

DSS – Atitjere – Establishment grants – 23,686

DSS – Atitjere Jet Creche additonal funding 14,765 –

DSS – CACP – Lajamanu – 60,819

DSS – CACP – Laramba – 112,238

DSS – CACP – Nyirripi – 156,830

DSS – CACP Lajamanu/Laramba/Nyirripi 368,512 –

DSS – HACC Services 85,797 99,429

DSS – Indigenous Aged Care Workforce 78,188 222,000

DSS – Laramba Child Care additonal funding 2,701 –

DSS – NATSI Flexi Client Information System 166,500 –

DSS – Nyirripi Jet Creche additonal funding 119 –

DSS – Yuelamu – Establishment grants – 27,048

DSS – Yuelamu After School Care/OSHC 7,909 11,036

DSS – Yuelamu After/Outside School Care additonal funding 1,982 –

DSS – Yuelamu Jet Creche additonal funding 268 –

GMAAAC – Lajamanu Oval drainage Reshaping 4,801 –

GMAAAC – Lajamanu Sport & Recreation vehicle 9,671 –

GMAAAC – Nyirripi/Yuelamu 45,229 45,229

GMAAAC – Yuelamu Aged Care 7,518 7,518

GMAAAC – Yuendumu Cemetery & Funeral equipment 4,442 –

LGANT – Waste Management Co-ordinator 45,689 26,398

NTGC – FAA Roads 116,359 –

PMC – Community Development Fund (RJCP) – 38,090

PMC – Community Safety Patrol 740,676 1,027,942

PMC – Community Sport and Rec Program 39,213 1,687

PMC – Jobs Package Sport and Rec 59,502 107,221

PMC – NT Job Transition – RIBS 205,639 123,387

PMC – RIBS Broadcasting 20,829 22,927

PMC – School Nutrition Program 26,745 85,565

PMC – Willowra & Ti Tree Mediation Service – 89,375

PMC – Yuendumu Domestic Violence Project 65,106 32,254

PMC – Yuendumu Peace Park 23,138 228,375

PMC – Yuendumu Playgroup 925 69,751

FS-22 FS-23



3d GRANTS cont2015

$2014

$

PMC– CDEP 92,743 95,087

Telstra – Support AFL Club Team 1,929 –

TIO – Territory Day 4,545 –

Total unexpended Grants Liability 12,099,130 9,077,235

3e Other Operating RevenuesAgency Fees 3,407,151 807,952

Commission Income 22,271 22,343

Contract fee income 1,191,984 1,890,215

Fuel Tax Rebate 15,428 6,885

Post Office Sales 40,930 66,001

Reimbursements 43,889 28,794

Service fee income 1,131,092 2,647,430

Other Income – 139,440

5,852,744 5,609,060

4a Employee CostsSalary and Wages 12,010,171 11,658,532

Employee Leave Benefits 1,986,339 1,359,996

Superannuation 1,254,690 1,157,688

Fringe Benefit Tax 60,610 11,086

Other Staff Costs 35,494 46,018

15,347,306 14,233,320

4b Depreciation / Write OffBuildings 244,627 2,088,716

Infrastructure 130,208 294,122

Plant and Equipment 396,766 348,533

Vehicles 619,014 612,258

Office Equipment 3,585 3,408

Leasehold Improvements 2,774 2,774

1,396,974 3,349,811

Buildings Write Off 20,145,691 3,473,690

Infrastructure Write Off 1,922,672 –

Plant and Equipment Write Off – 71,818

22,068,364 3,545,508

23,465,337 6,895,319

4c Materials and Contractors2015

$2014

$

Consulting Fees 136,273 9,790

Contract Labour 216,928 344,952

Contract Materials and Labour 1,226,510 1,176,543

Fuel and Oil 598,545 668,446

Materials Food 608,825 570,231

Materials Other 896,574 1,223,415

Minor Asset Purchases 308,858 138,393

Motor Vehicle expenses 601,824 602,573

Operating Lease 463,363 90,428

Printing and Stationary 105,012 42,379

Protective Clothing and uniforms 168,456 111,346

Repairs and Maintenance 672,109 749,100

Software and business systems 297,070 538,112

Utility expenses 577,104 561,081

6,877,451 6,826,789

4d Other Operating ExpensesAdvertising 83,081 89,330

Audit 35,547 59,150

Bad and Doubtful debts 89,790 (77,522)

Bank Fees 5,776 9,327

Elected Member Allowances 293,384 288,576

Local Authority Allowances 38,968

Insurance 354,109 531,984

IT expenses (network and internet) 251,241 294,543

Membership or Subscriptions 58,267 49,452

Postage, Freight and courier 108,887 154,868

Sundry Expenses 24,163 25,713

Telephone 277,079 280,629

Training and Conference Expenses (Job Seekers) 1,118,866 436,644

Travelling and accommodation 626,866 602,830

3,366,023 2,745,523

5 Gain or (Loss) on Disposal of AssetsProceeds from disposal 223,446 280,102

Less: carrying amount of assets disposed of (90,507) 155,565

132,939 124,537

FS-24 FS-25



6 Cash and Cash Equivalents2015

$2014

$

Cash at Bank 8,510,149 8,456,343

Cash on Hand 4,528 7,906

8,514,677 8,464,249

The following portion of cash and bank balances is subject to restrictions in that it represents unexpended grant funds provided for specific purposes.

Included in liabilities 13,197,561 9,237,584

7 InvestmentsGeneral Short Term Deposits 10,037,034 6,053,247

10,037,034 6,053,247

8 Trade and Other ReceivablesRates and Annual Charges 255,929 162,480

Accrued Income 784,022 –

Goods and Services Tax 38,774 305,528

Trade receivables 313,267 533,005

Total 1,391,992 1,001,013

Less Provision for Doubtful debts (24,527) (29,148)

Total Receivables 1,367,465 971,865

Ageing of past due but not impaired

> 30 Days – 5,640

> 60 Days – –

> 90 Days – 33,007

Total 38,647

Ageing of impaired trade receivables

> 90 Days 29,148

9 Other Inventories Finished Goods – Post Office Stock – 23,357

Computer – 75,055

10 P

rope

rty,

Pla

nt a

nd E

quip

men

t

Build

ings

* $

Land

$

Infr

astr

uctu

re

$

Plan

t and

Eq

uipm

ent

$Ve

hicl

es

$

Off

ice

Equi

pmen

t $

Leas

ehol

d Im

prov

emen

ts

$To

tal

$

Gros

s Ca

rryi

ng A

mou

nt

Bala

nce

at s

tart

of p

rior y

ear

41,2

99,3

50

1,31

0,00

0 3,

567,

738

8,99

0,19

9 7,

559,

247

1,12

1,53

9 34

7,61

6 64

,195

,689

Addi

tions

600,

392

– 74

9,08

7 44

8,82

0 44

2,71

5 –

– 2,

241,

014

Disp

osal

s–

– –

(244

,485

)(9

33,2

92)

– –

(1,1

77,7

77)

Writ

e O

ff(1

1,25

2,62

5)–

– –

– –

– (1

1,25

2,62

5)

Bala

nce

at e

nd o

f prio

r yea

r30

,647

,117

1,

310,

000

4,31

6,82

5 9,

194,

534

7,06

8,67

0 1,

121,

539

347,

616

54,0

06,3

01

Addi

tions

483,

885

– 55

5,87

0 46

0,89

1 39

3,51

5 43

,710

–

1,93

7,87

1

Disp

osal

s–

– –

(166

,239

)(2

82,7

16)

– –

(448

,955

)

Adju

stm

ent

– –

(4,7

26)

– –

– –

(4,7

26)

Writ

e O

ff(2

0,11

3,87

9)–

(1,8

17,7

04)

– –

– –

(21,

931,

583)

Bala

nce

at e

nd o

f cur

rent

yea

r11

,017

,123

1,

310,

000

3,05

0,26

5 9,

489,

186

7,17

9,47

0 1,

165,

249

347,

616

33,5

58,9

09

Accu

mul

ated

Dep

reci

atio

n

Bala

nce

at s

tart

of p

rior y

ear

5,05

0,67

8 –

1,17

2,31

4 6,

955,

813

4,76

6,77

1 1,

107,

839

337,

117

19,3

90,5

32

Char

ge fo

r the

yea

r2,

095,

705

– 29

4,12

2 35

0,37

5 61

0,41

6 3,

408

2,77

5 3,

356,

801

Accu

mul

ated

on

Writ

e O

ff(1

,895

,399

)–

– –

– –

– (1

,895

,399

)

Accu

mul

ated

on

disp

osal

s–

– –

(244

,485

)(7

77,7

27)

– –

(1,0

22,2

12)

Bala

nce

at e

nd o

f prio

r yea

r5,

250,

985

– 1,

466,

436

7,06

1,70

3 4,

599,

460

1,11

1,24

7 33

9,89

2 19

,829

,723

Char

ge fo

r the

yea

r24

4,62

7 –

130,

208

396,

766

619,

014

3,58

5 2,

775

1,39

6,97

4

Accu

mul

ated

on

disp

osal

s–

– –

(107

,649

)(2

50,7

99)

– –

(358

,447

)

Accu

mul

ated

on

Writ

e O

ff(2

0,14

5,69

1)–

(1,9

22,6

72)

– –

– –

Bala

nce

at e

nd o

f cur

rent

yea

r5,

495,

611

– 1,

596,

644

7,35

0,82

0 4,

967,

675

1,11

4,83

2 34

2,66

7 20

,868

,249

Net B

ook

Valu

e

Bala

nce

at s

tart

of c

urre

nt y

ear

25,3

96,1

32

1,31

0,00

0 2,

850,

389

2,13

2,83

1 2,

469,

210

10,2

92

7,72

4 34

,176

,578

Bala

nce

at e

nd o

f cur

rent

yea

r5,

521,

512

1,31

0,00

0 1,

453,

621

2,13

8,36

5 2,

211,

794

50,4

18

4,94

9 12

,690

,659

Land

: With

the

sole

exc

eptio

n of

a 5

0% s

hare

in th

e la

nd c

ompo

nent

of t

he C

ounc

il’s

head

quar

ters

bui

ldin

g in

Alic

e Sp

rings

and

ow

ners

hip

of la

nd in

Ti T

ree,

the

Coun

cil h

as

no re

gist

ered

or r

egis

trab

le fr

eeho

ld o

r lea

seho

ld in

tere

sts

in la

nd.

Unde

r the

sec

tion

19 le

ase

arra

ngem

ents

, bui

ldin

gs w

hich

are

on

land

trus

t lan

d pr

ior t

o th

e co

mm

ence

men

t of a

leas

e ar

e th

e pr

oper

ty o

f the

land

trus

t. Th

e Co

unci

l de-

reco

gnis

ed a

ll bu

ildin

gs a

nd im

prov

emen

ts w

hich

wer

e co

mm

issi

oned

prio

r to

1 Au

gust

201

3 in

thos

e co

mm

uniti

es w

hich

are

sub

ject

to s

ectio

n 19

leas

e

FS-26 FS-27



11 Trade and Other Payables 2015 $

2014 $

Trade and other payables

Trade Creditors 2,361,016 2,806,506

Accrued Expenditure 253,382 34,425

Goods and Services Tax – –

2,614,398 2,840,931

unexpended grants

Grant received in advance 1,098,431 160,349

Unexpended grant 12,099,130 9,077,235

13,197,561 9,237,584

12a ProvisionsAnnual leave – Current 997,228 1,027,449

Long Service Leave – Current 63,454 –

Long Service Leave – Non Current 215,370 305,531

Salary And Wages 693,912 654,391

Audit Fees, FBT and Other 31,801 50,571

Section 19 Leases 73,606 –

2,075,371 2,037,942

TOTAL PROVISIONS CONSISTS OF

Current Provisions 1,860,001 1,732,411

Non-Current Provisions 215,370 305,531

2,075,371 2,037,942

MOVEMENTS IN PROVISIONS

Annual Leave

Opening Balance 1,027,449 1,630,400

Add: Additional Amounts recognised (service costs) 398,960 347,959

(Less): Payments (settlement costs) (398,960) (364,148)

Unused Amount Reversed during the period. (30,221) (586,762)

Closing Balance 997,228 1,027,449

Long Service Leave

Opening Balance 305,531 306,609

Add: Additional Amounts recognised (service costs) (52,578) 29,505

(Less): Payments (settlement costs) (5,439) (12,141)

Unused Amount Reversed during the period. (32,145) (18,442)

Closing Balance 215,370 305,531

2015 $

2014 $

12b BorrowingsCurrent

Bank Loans – 210

– 210

Non-Current

Bank Loans – –

– –

Total Borrowings – 210

13 Statement of Cash Flows(a) Reconciliation of Cash

For the purpose of the statements of cash flows, cash includes cash on hand and "at call" deposits and in banks and investments, net of outstanding bank overdrafts. Cash at the end of the financial year as shown in the statement of cash flows is reconciled to the related items in the Statement of Financial Position as follows:

2015 $

2014 $

Cash on hand and at bank 8,514,677 8,464,249

Short Term deposits 10,037,034 6,053,247

Total Cash and Short Term Investment 18,551,711 14,517,496

(b) Reconciliation of Profit from Ordinary Activities to Net Cash Flows from Surplus/(Deficit) from Operating ActivitiesSurplus (Deficit) from Operations 1,502,938 (6,883,417)

Depreciation and Amortisation 1,396,974 3,349,811

Profit on sale of assets (132,939) (124,537)

Other non-cash adjustments

Net cash used in operating activities before changes in assets and liabilities 2,766,974 (3,658,143)

(Increase) Decrease in receivables (657,733) 1,190,439

(Increase) Decrease in inventory 98,412 (69,524)

Increase (Decrease) in payables 79,742 (22,545)

Increase (Decrease) in provision for doubtful debts (4,621) (79,578)

Increase (Decrease) in employee leave entitlements (2,092) (604,029)

Increase (Decrease) in unexpended grants 3,959,978 4,548,337

Net Cash Flows from Operating Activities 6,240,658 1,304,957

FS-28 FS-29



2015 $

2014 $

14 Commitments for ExpenditureCapital expenditure contracted for at the reporting date but not recognised in the financial statements as liabilities:

Buildings 63,460 –

Infrastructure 16,490 –

Plant and equipment – –

Vehicles

79,950 –

These expenditures are payable as follows:

Not later than 1 year 79,950 –

15 Financial Instruments (a) Financial Risk Exposures and ManagementThe main risks the Council is exposed through its financial instruments are liquidity risk, credit risk, market risk and interest rate risk.

Liquidity Risk Liquidity risk is the risk that Council will not be able to meet its obligations as and when they fall due. The Council manages its liquidity risk by monitoring cash flows and also through its budget management process. Due to the nature of the business, the Council is able to estimate its income and cash flows based on grant funding timeframes.

Credit Risk Credit risk is the risk of financial loss to the Council if a customer or a counterparty to a financial instrument fails to meet its contractual obligations. Exposure to credit risk is monitored by management on an ongoing basis. The maximum exposure to credit risk, excluding the value of any collateral or other security, is limited to the total carrying value of financial assets, net of any provisions for impairment of those assets, as disclosed in the balance sheet and notes to the financial statements.

The Council does not have any material credit risk exposure to any single debtor or group of debtors under financial instruments entered into by the Council. The Majority of the Council's debtors are government owned and funded entities and credit risk of the Council is low.

Market RiskMarket risk is the risk that changes in the market prices, such as interest rates and equity prices will affect the Council's income or the value of its holdings of financial instruments. Exposure to market risk is closely monitored by the Council.

The Council does not have any material market risk exposure.

Interest Rate Risk Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in interest rates. The Council manages its interest rate risk by maintaining floating rate cash and floating rate debt.

Sensitivity Analysis At balance sheet date, the Council had the following assets and liabilities exposed to variable interest rate risk.

2015 $

2014 $

Financial Assets

Cash on Hand and at Bank 8,514,677 8,464,249

Financial Liabilities

Bank Loan – 210

At balance sheet date the Council has loans that present exposure to interest rate risk. Credit cards are the only short term financial instrument used by the Council and balances are cleared at month end.

The table below details the interest rate sensitivity analysis of the Council at balance date, holding all other variables constant. A 100 basis point change is deemed to be possible change and is used when reporting interest rate risk.

(a) Financial Assets2015

$2015

$2014

$2014

$

Change in rate Effect on EquityEffect on Profit or

Loss Effect on EquityEffect on Profit or

Loss

Cash on Hand and at Bank 1%


Bank Loan 1% 0 0 (2) (2)

(b) Terms, Conditions and Accounting PoliciesThe accounting policies, including the terms and conditions of each class of financial asset, financial liability and equity instrument, both recognised and unrecognised at balance sheet date are as follows:

Recognised Financial Instruments Note Accounting Policies Terms and Conditions

(i) Financial Assets

Receivables – Trade 6 Trade receivables are carried at nominal amounts less any provision for bad debts. A provision for doubtful debts is recognised when collection of the full nominal amount is no longer probable.

Credit sales are on 30 day terms.

Term Deposits 7 Term deposits are stated at the lower of cost and net realisable value. Interest is recognised in the profit and loss when earned.

The Term Deposit has effective interest rate of 2.29%.

(ii) Financial Liabilities

Trade Creditors 11a Liabilities are recognised for accounts to be paid in the future for goods and services received, whether or not billed to the organisation.

Trade Liabilities are normally settled on 30 day terms.

Bank Loans 11c Loans are measured at fair value, net of transaction costs.

The Council has repaid the outstanding Loan amount in April 2014.

FS-30



Service Delivery Centres

Anmatjere (Ti Tree)Phone: 08 8956 9933 Fax: 08 8956 9730Email: [email protected]

AtitjerePhone: 08 8956 9787 Fax: 08 8956 9917 Email: [email protected]

EngawalaPhone: 08 8956 9989 Fax: 08 8956 9976 Email: [email protected]

LajamanuPhone: 08 8975 0886 Fax: 08 8975 0988 Email: [email protected]

LarambaPhone: 08 8956 8765 Fax: 08 8956 8341 Email: [email protected]

NyirripiPhone: 08 8956 8720 Fax: 08 8956 8739 Email: [email protected]

WillowraPhone: 08 8956 4820 Fax: 08 8956 4920 Email: [email protected]

YuelamuPhone: 08 8956 4016 Fax: 08 8956 4088 Email: [email protected]

YuendumuPhone: 08 8956 4038 Fax: 08 8956 4070 Email: [email protected]

Our VisionTwo ways, one outcome: Indigenous and non-Indigenous people working together.

Our MissionTo work together in one spirit, guided by strong leadership and good management to provide high-quality services across the Central Desert Regional Council.

Our ValuesWe highly value:

zzRESPECT, for each other, culture, language, community and environmentzzSTRONG and GOOD LEADERSHIP, applied courageously and uniformly across the

organisation, constantly seeking organisational improvementzzTEAMWORK, all working together towards accomplishing common goalszzACCOUNTABILITY, all taking personal responsibility for decisions and actions to achieve

agreed outcomes and standardszzINTEGRITY, taking responsibility for honesty, trust and openness in all our actions.

Our GoalsSee page 28.

Anmatjere (Ti Tree)Phone: 08 8956 9933

AtitjerePhone: 08 8956 9787

EngawalaPhone: 08 8956 9989

LajamanuPhone: 08 8975 0886

LarambaPhone: 08 8956 8765

NyirripiPhone: 08 8956 8720

WillowraPhone: 08 8956 4820

YuelamuPhone: 08 8956 4016

YuendumuPhone: 08 8956 4038

OfficeAlice SpringsFreecall: 1300 360 605Phone: 08 8958 9500

General fax: 08 8958 9501 Fax for Purchase Orders: 08 8958 9502Fax for Payroll: 08 8958 9503Fax for Human Resources: 08 8958 9504 Accounts Payable email: [email protected]

Street address: 1 Bagot Street Alice Springs NT 0870

Postal address: PO Box 2257 Alice Springs NT 0871

Email: [email protected] Website: www.centraldesert.nt.gov.au

Depot Street address (NO MAIL):41 Cameron Street Alice Springs NT 0870

Phone: 08 8959 0700 Fax: 08 8959 0701

Community Contacts

CreditsAll photos Central Desert Regional Council, unless otherwise creditedProduction: Bruderlin MacLean Publishing Services

(c) Interest Rate RiskThe entity's exposure to interest rate risks both recognised and unrecognised at the balance sheet date are as follows:

Financial InstrumentsFloating interest

rate

Fixed Interest Maturing In

Non - interest bearing

Total carrying amount as per balance sheet

Weighted average interest≤ 1 year

≥ 1 year < 5 years

2015

Financial Assets

Cash on Hand and at Bank 8,514,677 – – – 8,514,677 1.35%

Short Term deposits – 10,037,034 – – 10,037,034 2.29%

Receivables – – – 569,196 569,196

Total Financial Assets 8,514,677 10,037,034 – 569,196 19,120,907


Trade Creditors – – – 2,361,016 2,361,016

Bank Loans – – –

Finance Lease Liability – – – – –

Unexpended Grants – – – 13,197,561 13,197,561

Total Financial Liabilities – – – 15,540,877 15,540,877

2014

Financial Assets

Cash on Hand and at Bank 8,464,249 – – – 8,464,249 2.75%

Short Term deposits – 6,053,247 – – 6,053,247 3.71%

Receivables – – – 533,005 533,005

Total Financial Assets 8,464,249 6,053,247 – 533,005 15,050,501


Trade Creditors – – – 2,806,506 2,806,506

Bank Loans 210 – 210 4.95%

Finance Lease Liability – – – – –

Unexpended Grants – – – –

Total Financial Liabilities 210 – – 2,806,506 2,806,716

16 Leases 2015 2014

Non-cancellable operating lease commitments

Not longer than 1 year 113,119 113,740

Longer than 1 year and not longer than 5 years 66,011 121,342

Longer than 5 years – –

179,130 235,082

http://www.centraldesert.nt.gov.au

Regional Council Headquarters1 Bagot Street PO Box 2257Alice Springs Alice SpringsNT 0870 NT 0871

Phone 08 8958 9500Freecall 1300 360 605 Fax 08 8958 9501 Email [email protected] Web www.centraldesert.nt.gov.au

central desert regional council · 2020-02-17 · 2 3 on behalf of all my fellow councillors, it is...

Documents