empower - central desert region€¦ · this empower document is the culmination of over 20 years...

EMPOWERgood governance

Customised kit

Central Desert

Shire Council

c Burdon Torzillo 2004 - 2009 V 3.1

Our story, our shire

Governance and management

Our roles and responsibilities

Local Advisory Boards

Good governance

Planning, implementation and monitoring

Defi nitions

© Burdon Torzillo 2008 V 3.1 5/2009

BURDON TORZILLO

Acknowledgements

This EMPOWER document is the culmination of over 20 years experience and

work by the Burdon Torzillo team. The customisation of this kit has been a a

joint effort by Burdon Torzillo and the Central Desert Shire Council and their

Governance Manager Elke Wiesmann.

Credits

Thanks to:

Designers Rob Burdon

Maxine Addinsall

Desktop Publication Maxine Addinsall

Wordsmiths Rob Burdon

Elke Wiesmann

Rowan Foley

Jude Torzillo

Thanks

The Central Desert Shire Council wish to thank and acknowledge their

Governance Manager Elke Wiesmann and the Burdon Torzillo’s team.


Intellectual Property, disclaimer

Intellectual property

© Burdon Torzillo Pty Ltd 2006. All rights reserved.

This EMPOWER kit was jointly developed by Central Desert Shire Council and Burdon Torzillo.

This graphical Governance Kit and all graphics and content are the intellectual property of Burdon Torzillo and Associates Pty Ltd. Burdon

Torzillo and Associates Pty Ltd hereby license the Central Desert Shire Council to use this kit for purposes limited to the governance,

training and management of the Central Desert Shire Council.

The exception to this are the layouts 1.6 Our Local Advisory Boards and communities and 1.7 The three levels of Government, these are

the work of Elke Wiesmann.

This kit and all its contents may not be copied, adapted, utilised or distributed in any form or manner for any other purpose without the

written authority of Burdon Torzillo and Associates Pty Ltd.

Disclaimer

All reasonable care has been taken in preparing this kit to ensure it is accurate at time of production; however Burdon Torzillo and Associates

Pty Ltd give no warranty and the user should use due care in the use of the information contained herein and seek appropriate advice in

making decisions based on the graphical and plain English summaries contained in this kit.

The users indemnify Burdon Torzillo, its offi cers, agents and employees, in respect of any action that may be taken in reliance on this

document.

Burdon Torzillo & Associates Pty Ltd

PO Box 919 Alice Springs NT 0871

p 088953340 f 0889533316

[email protected]

www.burdontorzillo.com.au

BURDON TORZILLO


BURDON TORZILLO

Contents

The Chief Executive Offi cer’s (CEO) job ...................................................17

The Senior Management Team’s (SMT) job ................................................17

Shire Services Manager’s (SSM) job ............................................................18

4 Local Advisory Boards ................................................................ 19

4.1 Our shire council and its advisory boards .............................................20

4.2 How our Local Advisory Boards are made up .......................................21

4.3 Job of Local Advisory Board .................................................................22

4.4 Roles of members and ward councillors ...............................................23

4.5 Chairperson’s job and meeting rules .....................................................24

4.6 Role of Shire Service Managers ...........................................................25

4.7 Governance Manager’s job with Local Advisory Boards .......................26

4.8 The public and presenters ....................................................................27

4.9 Reporting ............................................................................................28

4.10 Policies and Procedures......................................................................29

4.11 Community engagement and Local Advisory Boards ..........................30

1. Our story, our shire 2. Governance and management

3. Our roles and responsibilities

1 Our story, our shire .................................................................... 1

1.1 Our shire, ward and communities .........................................................2

1.2 Our History .........................................................................................3

1.3 Our vision, mission and goals................................................................4

1.4 Values ...................................................................................................5

1.5 Our partners ........................................................................................6

1.6 The three levels of government .............................................................7

2 Governance and management ..................................................... 9

2.1 Governing structure and powers ...........................................................10

.2 Management structure ............................................................................11

2.3 Separation of powers, accountability and empowerment ........................12

2.4 Policy development process ..................................................................13

3 Our roles and responsibilities ...................................................... 15

The job of shire councils ............................................................................16

Job of councillors .......................................................................................16

The President’s job .....................................................................................17

4. Local advisory Boards


Contents

5 Good governance ....................................................................... 31

5.1 Good Governance principles ...............................................................32

5.2 Code of Conduct ................................................................................34

6 Planning, implementation and monitoring ................................... 39

6.1 Shire plan .............................................................................................38

6.2 Service delivery plans ...........................................................................39

6.3 Strategic plan .......................................................................................40

6.4 Our strategic plan .................................................................................41

6.5 Operational plans .................................................................................42

A.1 Defi nitions ................................................................................................44

5. Good governance 6. Planning, implementation and dispute resolution

a b cAppendix A; Defi nitions

BURDON TORZILLO

EMPOWER1 Our story, our shire Acronyms

Local Government Association

of the Northern Territory (LGANT)

Local Advisory Board (LAB)

Community Development

Employment Program rules (CDEP)

Department of Families Housing

Community Services and

Indigenous Affairs (FaHCSIA),

Indigenous Coordination

Centres (ICC)

Government Business

Managers (GBMs)

Burdon Torzillo: Empower Governance Kit2

Central Desert Shire Council

1 Our story, our shire


Lajamanu

Willowra

YuendumuYuelamu

Nyirrpi

Ti Tree

Laramba

Atitjere

Engawala

Alice Springs

Walpiri

Anmatjere

(Eastern)Arrente

Northern Tanami Ward

Southern Tanami Ward

Anmatjere Ward

Atitjere Ward

WA

NT

NT

QLD

Central Desert Shire

1.1 Our shire, ward and communities

Our region covers a huge area of 282,000 square

kilometers from the WA border to the Queensland

border.

It has approximately 5,000 people.

The shire includes the following wards and communities:

Northern Tanami Ward

Lajamanu

Southern Tanami Ward

Willowra

Yuendumu

Nyirrpi

Anmatjere Ward

Ti Tree

Laramba

Yuelamu

Engawala

AtitjereWard

Atitjere

Our shire includes the traditional country of the Walpiri,

Anmatjere and Eastern Arrente speaking peoples. It is also

home to a few hundred non-Aboriginal people. We have

cattle stations, mines, tourism, arts, horticulture and lots of

opportunities.

Burdon Torzillo: Empower Governance Kit 3




1.2 Our History

Now

Aborigin

al Pro

tectio

n Act

Non-Aborig

inal p

eople b

egin a

rrivin

g

at A

titje

re

Stole

n genera

tion b

egins

Yuendumu e

stablis

hed by th

e Aust

ralia

n

Govern

ment’s

Nativ

e Affa

irs B

ranch

Specula

tors

take o

ut lease

s in

Anm

atjere

are

a

Will

owra

est

ablished a

s a ca

ttle st

ation

Aborigin

al people

counte

d in fi

rst c

ensus

Aborigin

al people

vote

in fi

rst e

lectio

n

Refere

ndum a

llow

s Aust

ralia

n Govern

ment

to m

ake law

s for A

borigin

al people

NSW A

borigin

al Land R

ights

Act

Yuelam

u lodged la

nd claim

under A

LR Act

Title d

eeds handed o

ver to Yuela

mu tr

aditional o

wners

Uluru

hand b

ack a

nd lease

ATSIC st

arts

ATSIC e

nds

Mabo ca

se e

stablis

hing N

ative T

itle

Native T

itle A

ct, negotia

tions b

egin

NT Govern

ment a

nnounces

Loca

l Govern

ment r

eform

First d

raft

of Centra

l Dese

rt S

hire C

ouncil

com

plete

td b

y consu

ltants

Freedom

Rid

e

Wave H

ill 'w

alk o

ff'

Vietn

am w

ar begin

s

Nyirrpi e

stablis

hed as a

n outs

tatio

n

Depta

rtm

ent of A

borigin

al affa

irs b

ought Will

owra

statio

n

and held

it in

trust

for

the co

mm

unity

Gurindji W

alk o

ff W

attie C

reek

First c

ontact w

ith n

on-Aborig

inal

people

aro

und Yuendumu a

rea.

The Tju

kurpa

1850 1856 1877-78 1900 1920

TiTre

e Sta

tion e

stablis

hed

1919 19501946

Lajam

anu est

ablished

1949

Baptist M

issio

n est

ablished

in Yuendum

u

1947

1950 19701967 1973

Will

owra

com

munity

took o

ver managem

ent

of s

tatio

n

1974

Will

owra

lodge L

and Cla

im u

nder ALR A

ct

1978

Land handed b

ack to

traditi

onal ow

ners a

t Will

owra

Laram

ba com

munity

est

ablished

Laram

ba moved fr

om N

apperby S

tatio

n to

pre

sent l

ocatio

n

1983 1984

Local L

aram

ba people

gain

ed title

to th

e land

1992

Title to

traditi

onal lands h

anded over t

o

East

ern A

rrern

te p

eople

19941960 1979 1988 20102000 2005 2007

Central D

esert

Shire

Counci

l sta

rts

First s

hire e

lectio

ns

First s

hire co

uncil m

eeting,

ele

ction o

f pre

sident a

nd

d

eputy p

resid

ent

2008

The events in black on this timeline are important events in our history.

Our shire was established on 1 July 2008

1950- 2010

1850 - 1950

1890

Continuous and ongoing Aboriginal occupation

National Indigenous historical events Our regions historical events






Vision, mission and goals

Our

Vision and

Mission

Our Vision Our Mission

1 2

Two ways, One outcome

Indigenous and non-Indigenous people

working together for the best services.

To work together in one spirit,

guided by strong leadership and

good management to provide high

quality services across the

Central Desert Shire.

Social and Cultural

Physical Assets Economy

Environment

Democracy and Governance

3

1.3 Our vision, mission and goals

Our vision

Two ways, One outcome

Indigenous and non-Indigenous people working together

for the best services and outcomes.

Our Mission

To work together in one spirit, guided by strong

leadership and good management to provide high quality

services across the Central Desert Shire.

Our goals

Social and Cultural -Improve the well being and culture

of the community

Physical Assets - Look after our physical assets properly

and build our capacity to manage them even better

Economy - A growing and sustainable economy with

strong local employment

Environment - We respect, protect and look after our

natural and built environment sustainably (now and for

the future)

Democracy and Governance - Good leadership and

governance, sound management practices, effective

advocacy and high quality delivery of services to our

communities and constituents

1

2

3





Getting on track and staying on track


Values

Our Values or Guiding Principles1

Respect for each other Strong and good leadership

Community and families Our cultures and languages

Environment, our country Teamwork

Accountability and the law

– 2 way

Honesty, trust and

openness

1.4 Values

Our guiding principles are based on our values. We:

• operate on the basis of agreed values, principles and

natural justice.

• make sure our members can meet their cultural and

social obligations.

• follow the law and avoid penalties, like fi nes or jail.

• treat others as we would be treated.

Values and guiding principles are like the sides of the

road, they keep us on track.

We would like all those who work with or for us to

know about them and, like us, make every effort to

follow them in their dealings with us.

We highly value:

• Respect for each other

• Strong and good leadership

• Community and families

• Our cultures and languages

• Environment, our country

• Teamwork

• Accountability and the law – 2 way

• Honesty, trust and openness

1





Other Partners

Important Partners

Very Important Partners

Residents

Communities

and Advisory Boards

Australian

and NT

Government

Schools

Health

Services

Police

Other funding bodies

Other

businesses

Mining

Companies

PastoralistsTourism

Businesses

Arts

organisations

and

businesses

Central

Land CouncilAboriginal

Land Trusts

Non Government Organisations

(World Vision, Aboriginal

Community Volunteers etc) Researchers

(Universities,

Desert Knowledge

etc)

CouncilBiz

Suppliers

Stores

Community

Organisations

Towns

LGANT

1.5 Our partnersOpposite is a ‘birds eye’ view of our shire council,

business environment and the partners we work with. We

have many partners

Some of our very important partners are:

• Residents

• Communities and towns

• NT Government

• Australian Government

• Local Government Association of the Northern

Territory (LGANT)

• Schools

• Advisory Boards

• Local Community Organisations

Important partners are

• CouncilBiz

• Arts organiations and businesses

• Mining Companies

• Health Services

• Police

• Pastoralists

• Stores

• Other businesses

• Central Land Council

• Aboriginal Land Trusts

• Non Government Organisations

Other partners include

• Researchers (Universities, Desert Knowledge etc)

• Suppliers

• Other funding bodies





1

2

3

Lajamanu, Willowra, Yuendumu, Nyirrpi, Ti Tree,

Laramba, Yuelamu, Engawala, Atitjere

Housing

Officers

Tenancy

Officers

Essential

Services

Officer

ESO

CDEP

Co-ordinator

Territory

Housing

Government

Business Manager

Funding

Clinic

WasteManagement

LibrariesCemetries

Roads

Ovals and parks

Schooling Police

$ NP

Night Patrol

Officer

Aged CareSports and

Rec

Officer

Centrelink

Officer

$

Clinic

a b c1 2 3

CCC

1.6 The three levels of government

In Australia, there are three levels of government:

local, state or territory and federal. Central Desert

Shire Council belongs to the local government level.

It is one of 8 shires in the Northern Territory. The

Australian, or Federal, Government fund the NT

Department of Local Government and Housing and

other departments and services including:

• Night Patrol• Community Development Employment Program

(CDEP)• Health Services• Education -(Early Childhood, Universities, TAFE) • Indigenous programs through various departments

including FaHCSIA, ICC and the Government

Business Managers (GBMs)

The Northern Territory Government provides the

following services:

• Policing• Schools• Local Government• Housing• Some health clinics

Central Desert Shire Council, our local government,

delivers the following services with funding from the

NT and Australian governments:• Roads• Rubbish• Parks, gardens and cemeteries• Housing Repairs and Maintenance• Libraries• Sports facilities• Agency services: CDEP, child care, aged care, night

patrol, Centrelink, Power and Water

1

2

3

EMPOWER2 Governance and management

“Our Council”

Central DesertShire

Council

Acronyms

The Senior Management Team (SMT)

Director Infrastructure (DI)

Shire Service Manager (SSM)

2 Governance and management




Minister Minister

Balance

Policy

Go

vernan

ce

LGAct

$

$

Residents

LGANT

Managem

ent

CouncilBIZ

1

2

3

4

7

5

68

Central DesertShire

CouncilLocal

AdvisoryBoards

ChairPresident

2.1 Governing structure and powersWe are the Central Desert Shire Council and come

under the Northern Territory Local Government Act.

The Act guides how we operate. This EMPOWER kit

is a summary of how we work. Our council has the

power to do all things legal to achieve our objects.

Our constituents (residents over 18 years of age) elect

our councillors by a secret ballot every 4 years. A

person cannot be a councillor if he or she

• is a manager employed by the shire council

• sentenced to jail for over 3 months for misappropriation or for over 1 year for other offences

• is a bankrupt

• is mentally unfi t

• owes the shire money for rates or surcharges

• is a judge or a magistrate.

Our council has 12 members. 2 from the Northern

Tanami ward, 4 from the Southern Tanami ward, 4

from Anmatjere ward and 2 from Atitjere ward.

A quorum for council meetings is the majority of

sitting members, which is 7.

The President and Deputy President are elected by

our council.

The Chief Executive Offi cer is selected by our

council.

Our council governs following the Act and other laws.

The CEO follows the Act, council’s plans and directions

and manages the day-to-day operations of the shire.

Our Local Advisory Boards are a voice for

communities and advise the shire. Our council can

direct the Local Advisory Boards.

1

2

3

4

5

6

7

8





Agency

Services

Workers

Managem

ent

Director Infrastructure

GovernanceManager

Director Corporate & Community Services

Head Office

AdminOfficer

WorksSupervisor

ManagerFinance

Shire ServicesManager

Local Board

Community Liaison OfficerCommercial

Services

Agency

Services

Commercial

Services

Shared resources with

MacDonnell Shire

NP

Our community

Senior Management Team

(SMT)

LB

Management & Co-ordination

CouncilBIZ12

3 45

7

6

2.2 Management structure

The senior managers follow the CEO’s directions and

manage their part of the shire’s operations.

The senior management team (SMT) is made up of;

The CEO who is responsible for the overall

management of the shire.

The Director Corporate & Community Services who

looks after the fi nances, staffi ng and agency services.

The Director Infrastructure who looks after the Shire

Service Managers and commercial services.

The Governance Manager who looks after council

and Local Advisory Boards, policy development and

public relations.

The Finance Manager who looks after the fi nances.

The workers do the day-to-day work, following the

instructuions of their managers.

Everyone works together to implement our councils

directions.

1

2

3

4

5

6

7





Minister Minister

Balance

Separation of PowersEmpowermentAccountability

Workers

Managem

ent

Policy

Go

vernan

ce

1

2

3

4

LGAct

$

$

Director Infrastructure

GovernanceManager

Director Corporate & Community Services

Head Office

AdminOfficer

WorksSupervisor

ManagerFinance

Shire ServicesManager

Local Board

Community Liaison OfficerAgency

Services

Commercial

Services

Agency

Services

Commercial

Services

Shared resources with

MacDonnell and

Barkly Shire

NP

Our community

Central DesertShire

Council

LB

Management & Co-ordination

Residents

LGANT

CouncilBIZ

LocalAdvisoryBoards

EconomicDevelopment

AdvisoryBoard

2.3 Separation of powers, accountability and empowerment

Separation of Powers is like a boundary fence.

The council is above the separation of powers line.

It is responsible for policy, direction and ‘big picture’

planning with advice from the CEO, Directors and

advisory boards. The council selects, appoints, directs

and can fi re the CEO. It does not interfere with the

CEO’s work as long as the CEO is ‘on track’ and gets

results.

The council delegates (gives responsibility for) the

day-to-day management of the shire to the CEO and

doesn’t interfere with the managers’ work.

The CEO can hire and fi re staff. The CEO is below

the separation of powers line and is responsible for

staff management and implementation of plans and

policies following council directions.

We are careful to respect the separation of powers line.

1

2

3

4

Lajamanu

Willowra

YuendumuYuelamuNyirrpi

Ti TreeLaramba

AtitjereEngawala





Governance Manager

Management

Council

Outside experts1

2

3

4

8

9

7

6 5

Managementimplement policy

Present toCouncil

Councilapprove policy

Redraftpolicy

Feedbackloop

Draft policyand circulate

Set upteam

Identify need,define policy

Policy team

Monitor, evaluateand review

Policy

Policy

LGAct

Policies are a set of rules which guide our actions. Policies

guide the council, management and staff. Policies are

developed around specifi c purposes, for example: fi nances,

staffi ng or special projects. Some policies deal with major

governance issues, like the code of conduct, and need

council input. Other policies are operational, like staffi ng

and may not need council input, but all policies need

council approval. Our policy development process:

The need for a policy is identifi ed and defi ned and must fi t in with the legislation and our ways of working.

A team is set up to develop the policy. The team includes people with technical skill, management and outside expertise.

The team prepares a draft policy and gives it to affected people for comment.

The team receives and thinks about feedback.

The team redrafts the policy.

The CEO presents the draft policy to council for consideration.

Council approves, rejects or amends policies by resolution.

Management develops procedures (how a policy will be implemented) and implements the policy.

Management (and council if its a governance policy), monitors and evaluates the policy and if needed, recommends changes.

1

2

3

4

5

6

7

8

9

2.4 Policy development process

EMPOWER3 Our roles and responsibilities

3 Our roles and responsibilities




• supports organisations or programs that benefi t

the shire

• works together with NT and Australian

governments in service delivery

• represents the interests of the shire to people

outside the shire

• promotes the shire as a good place to live and for

industries, businesses and tourism

• does other jobs given to the council under the

Local Government Act or any other Act

Job of councillors

Job of shire council members

Councillors are the elected leaders of the shire and

are part of the head of the organisation. The council

member’s job is to:

• represent the interests of all residents in the shire and

to lead and guide the shire

• help with two way communication between the

council and the constituents

• take part in the council’s decision making processes

• take part in the council’s community activities

• make sure the council acts honestly, effi ciently and

properly carries out its responsibilities.

A council member has no power to tell staff how to

do their work, or tell managers how to manage staff.

A council member must act, at all times, in the best

interests of the shire residents and constituents.

Allowances

Councillors are paid allowances, the rate is set by the

council within limits set by the Minister. Different

allowances may be set for the President, Deputy

President and other councillors.

ExpensesA council member is reimbursed for reasonable

expenses for travel and accommodation when attending

offi cial meetings or doing council business.

The job of shire councils

The council is the ‘mind’ or head of the shire; it does

the big picture thinking for the shire and sets the

direction. In the Act the ‘role, functions and objectives’

of the council make up the council’s job.

The council

• provides open, responsive and accountable local

government

• makes informed, responsible and sound

decisions in the interests of people who live in

the shire

• is responsive to the needs and best interests of

the whole community

• provides, develops and coordinates public

facilities and services

• develops a good and happy social life for

residents

• shares resources fairly, effectively and effi ciently

• plans for the future needs of the shire for local

government services

• develops a proper balance between economic,

social, environmental and cultural considerations

• encourages and develops initiatives for

improving the quality of life of its constituents

• does what it can to protect the shire from

natural and other hazards

Local Government Act (LGA)





The Chief Executive Officer’s

(CEO) Job

The CEO is head of the administrative arm of the

organisation and is responsible to the council to:

• appoint, manage and, if necessary, dismiss staff

• implement the council’s policies, plans and decisions

• manage the day-to-day operations

• give the council information and advice they need

to do their job and make good decisions

• inform shire residents about council’s business and

that any questions are properly answered

• properly manage and maintain council’s assets and

resources

• properly manage fi nances and control the money

• make sure fi nancial and other records are properly

kept

• carry out other functions given (delegated) to the

CEO by the council under the Local Government

Act or any other Act.

Delegation by CEO

The CEO may delegate (tell someone else to do a part

of the CEO’s job) a power or function to a person or

committee.

The Senior Management Team’s

(SMT) job

The Senior Management Team (SMT) is also part of

the head of the organisation and is made up of:

• CEO

• Governance Manager (GM)

• Director Infrastructure (DI)

• Director Corporate and Community Services

(DCCS)

• Finance Manager (FM)

They work as a team to manage the day to day

operations of the council and implement the council’s

policies and plans. Through the CEO they report to the

council.

The President’s job

Th e President and Deputy President’s job

The President is the leader and the President’s job is to

• chair council meetings

• speak on behalf of the council following the

council’s direction

• carry out civic and ceremonial functions

The Deputy President carrys out any of the President’s

functions when the President

• delegates the functions to the Deputy President

• cannot carry out offi cial duties because of illness or

for some other pressing reason

• is on leave





• manages council assets on the community (eg; plant,

equipment, buildings and vehicles).

• gives accurate timely reports to the CEO, DI or GM.

• helps councillors and Local Advisory Board members

go to meetings and discuss council business.

• builds strong links with Aboriginal Land Trusts, CLC,

Government and other groups.

• works together as a team member and promotes a

safe and happy place to work.

The SSMs also supports Local Advisory Boards,

for example

• helps the Local Advisory Board chair draft agenda

• tells the CEO and GM about LAB meetings

• helps hold meetings on behalf of CEO

• tells members of council minutes and agendas

• organises meeting place, food and transport

• gives out previous minutes to members before the

meeting, helps with training in taking minutes if

needed

• helps the chair to run the meeting, but not take over

running the meeting

• mentors the Chair/s in-between meetings

• makes sure minutes and LAB report get to the

Council on time

Shire Services Manager’s (SSM)

job

Shire Services Managers (SSM) are part of the arms and

legs of the organisation. They help manage, coordinate

and make sure the services are delivered to the

community.

SSM’s main job

Following the Director Infrastructure’s (DI) directions

and the council’s plans, policies and the laws, a SSM’s

job is to;

• manage the day-to-day operations in the local

community area.

• lead and direct teams of shire employees

• represent council management in community

meetings and other meetings.

SSM’ more detailed job

The Shire Services Manager;

• directs, oversees and checks council services, agency

programs and commercial agreements in the

community

• makes sure this is done following council plans,

policies, procedures and laws.

• supervises and checks staff in the community and

build the capacity of Aboriginal people.

For more information see Section 4.6 Role of Shire

Service Managers and Local Advisory Boards.

The Human Resources Manager, with the CEO and

other staff, follows the following recruitment and

employment process:

EMPOWER4 Local Advisory Boards

4 Local Advisory Boards




1

Council and Advisory Boards and Committees

Central

Desert

Shire

Council

Economic

Development

Advisory

Board

Finance

Committee

Lajamanu

Willowra

Yuendumu

Yuelamu

NyirrpiTi -Tree

Laramba

Atitjere

Engawala

$

LAB

LAB

LAB

LAB

LAB

LAB

LAB

LAB

LAB

Our shire council works together with the Local

Advisory Boards (LAB) in:

Lajamanu

Willowra

Yuendumu

Nyirrpi

Ti Tree

Laramba

Yuelamu

Engawala

Atitjere

All these boards make recommendations to the council.

Our residents and voting constituents are the people

we serve

Our Local Advisory Boards are made up of the

Shire President, our ward councillors and residents

nominated by the community and appointed by the

shire council

Our shire council , elected by the voting constituents

Our CEO selected and appointed by the shire

council

Our workers. They work in our communities and in

head offi ce in Alice Springs

4.1 Our shire council and its advisory boards

1

2

3

4

5

6

Separation of Powers

Central DesertShire

Council

workers

in

our communities

3

4

5

6

Local Advisory Board

LocalAdvisory

Board

Lajamanu,Willowra, Yuendumu,

Nyirrpi, Ti Tree, Laramba, Yuelamu, Engawala,

Atitjere and Alice Springs

2





3 Central DesertShire

Council

Other staff

Wardcouncillors

Communitylocal board

members

Local Advisory

Board

PresidentChair

Our community

1

2

5

4

4.2 How our Local Advisory Boards are made up

The Local Advisory Board provides advice and ideas to

the council.

A Local Advisory Board is made up of:

the councillor or councillors who represent the ward

which the community is in

other residents and members of the community who

the council want to appoint as a member

anyone else the council appoints to be a member

a member of the council’s staff can be appointed

as a member of a Local Advisory Board (but not a

manager).

the President is automatically a member of all Local

Advisor Boards in the shire.

The councillors are automatically members of all Local

Advisory Boards in their ward and should attend Local

Advisory Board meetings.

Local Advisory Board members are volunteers. They

do not receive any payment but will be reimbursed for

agreed out-of-pocket expenses.

1

2

3

4

5





1 2 3

4 5 6

our communities JANUARY

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31

APRIL

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930

MAY

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31

JUNE

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930

JULY

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31

AUGUST

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31

SEPTEMBER

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930

OCTOBER

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31

NOVEMBER

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930

DECEMBER

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31

FEBRUARY

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28

MARCH

1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31

Jan Feb Mar

Apr May Jun

Jul Aug Sep

Oct Nov Dec

Policy

Central DesertShire

Council

Plans

LocalAdvisory

Board

LocalAdvisory

Board

Involve the community Community’s voice Meet monthly

Advise on local policies Advise Council Input into plans

4.3 Local Advisory Board, their jobThe job of Local Advisory Boards is to:

involve local communities in anything to do with local government

make sure local communities have a voice in anything to do with local government

meet monthly

make sure they have a say about policies that affect them

take community views back to council and speak up for the community

help make regional management and shire plans

The council controls and directs Local Advisory Boards.

Local Advisory Boards report to the council once every

two months and Local Advisory Board members alone

decide what goes in these reports.

Examples of Local Advisory Board jobs may include:

• making recommendations to the council on local

issues (strategic, not operational)

• making a dog management plan for their

community

• give feedback on noise management policy

• help to organise local events

• consult with community about street names

• develop protocols for community visitors

1

2

3

4

5

6





Is this clear,does everyone understand?

Agenda

Policies

1 2 3 4

8765

Report

Feed back

Co

nsu

lt

Re

po

rt

Code of Conduct

Select a chair Speak up to

Ward Councillors

Know about about Council

business and agenda

Decide what goes in

the report to Council

Develop Code of Conduct

for members and protocols

for visitors or presenters

Give feedback

on policies

Comment on

shire plans

Strategic

Plan

9

Attend Local

Advisory Board

meetings

Local

Advisory

Board Local

Advisory

Board

10

11

Report back about Council decisions

Take Local Advisory Board

feedback to Council

Central DesertShire

Council

Feed back

Report

Members roles

Ward Councillorsroles

4.4 Roles of members and ward councillors

1

2

3

4

5

6

Members roles:

Select a Chair (permanent or rotating)

Actively participate (develop and agree on agenda,

ask questions, put forward ideas and suggestions, plan

local projects, provide local input into shire policy

development and planning). Inform themselves about

council business (read/listen to minutes and agendas,

and ask questions about reports)

Decide what to put in report to council (SSM can

write it up but does not select issues)

Speak up to ward councillors

Report back to community members/meetings and

ask for their views and ideas

Develop code of conduct for members and protocols

for presenters at LAB meetings

Give feedback on policies that effect communities

Give informed comment on shire plans

Ward councillors roles:

Attend all LAB meetings in their land

Report back about council decisions

Take LAB feedback to council

7

8

9

10

11





4.5 Chairperson’s job and meeting rulesThe Chairperson’s job

Develop the draft agenda with help of SSM

Determine quorum (half + one)

Seek members’ input into draft agenda

Make sure agreed agenda is dealt with in a timely

manner and meeting stays on track

Make sure all members have a say and nobody

dominates. The public talk to the meeting only when

it is their turn.

Make sure members have chance to ask questions

about reports and presentations

Meeting Rules

Local Advisory Board meetings are open to the public

The CEO convenes them

Meeting notices with draft agenda on web site and

notice boards, to members, ward councillors, CEO

and GM at least one week before the meeting

CEO responsible for “proper” minute keeping and

publishing of minutes, only who’s present, business

tabled and decisions made. No discussion or detail

(like council minutes)

Next Local Advisory Board meeting must confi rm

previous minutes

Minutes must be published on web site and available

at council’s public offi ce within 10 days of the

meeting.

1

2

3

4

5

6

Agenda

1. Welcome, attendance & apologies

2. Election of chair (if rotating)

3. Acceptance of agenda

4. Previous minutes & business arising

5. Report from Council (Ward Councillor)

6. SSM’s report

7. Agenda items from members

8. Agency reports

9. Other Business

10. Questions from the public

11. Issues & advice for report to Council

12. Next meeting chair (if rotating)

13. Next meeting date reminder

Is this clear,does everyone understand?

Does anyone else have anything

to say?

1 2

3

65

4

DRAFTAgenda

Agenda

Talk with members and

prepare agenda

Follow agenda,

keep meeting on track

Check for a quorum

(half plus one)

All members havea say

Ask for members ideas

on draft agenda

Members ask questions

about reports

Open to public

Previous minutes

kept

CEO calls meeting, and

sends notice to members

Publish minutes on website

Proper minutes

taken

12

SSMChair

7 8 9

12

1110

MeetingNotice

7 days

MinutesMinutes

Minutes

CEO

Chairperson’s job Meeting rules

8

9

10

11

12

7





Before the meeting

Organise meeting venue, food and transport

Help Chair/s develop agenda and prepare for meeting

Get notices with draft agenda to public, ward

councillor, members, CEO and GM one week prior

Get previous LAB minutes, council minutes/

Summary

Ensure presenters understand protocol

During meeting

Convene meeting on behalf of CEO

Read and explain previous minutes to members

Have council minutes/summary available

Support the Chair but don’t run the meeting

Give information and advice when asked by Chair

Take proper minutes (train local staff to take this over)

After the meeting

Mentor the Chair/s in-between meetings

Send minutes to CEO/GM within 5 days of meeting

and give the minutes to the members

Send local board report to the CEO and GM at least

3 weeks before council meets

LABMinutes

CouncilMinutes

CouncilMinutes

LABMinutes

CEOSSM

MeetingNotice

7 days prior

Help Chair draft agenda

Organise meeting place,food and transport

DraftAgenda

Put notices up with draft agendaone week before meeting

Get previous LAB and council minutes to members

Hold meeting on behalf of CEO

Support Chair but don’t run the meeting

Give information and advice

Take properminutes

Send minutes to CEO & GM and give

minutes to members

Mentor the Chair/s in-between meetings

Send Local Advisory Board report to the CEO and GM

12 1212

Before the meeting During the meeting After the meeting

Could you please make that clear?

How could thishave worked

better?

LABReport

1

2

3

8

7

5

9

6

4

12

13

1410

11

DraftAgenda

MeetingNotice

7 days prior

Charts

Minutes

Within 5 days

Minutes

SSM

Chair SSM

Chair SSM

Chair SSM

CEOSSM

Make sure presenters know the rules

Read and explain previous minutes to members

Have council minutes ready

4.6 Role of Shire Service Managers

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2

3

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5

6

7

8

9

10

11

12

13

14





1 2 3

654

987

Help communities

set up representative

local boards

Help LAB follow council

policy and Local Government Act

Organise training

for members and

ward councillors

Provide coaching

by helping with meetings

Provide information and

advice

Tell CEO and SMT of

issues

Publish meeting notices

and minutes

Help develop SMT response

to LAB reports for council

Arrange for permit

waiver from CLC

Permit

WAIVER

MeetingNotice

Meetingminutes

Compliance

LAB

Com m unity

Charts LABReport

SMT

SSM

Central DesertShire

Council

The Governance Manager’s job is to;

Help communities set up representative Local

Advisory Boards

Organise training for members and ward councillors

Provide ongoing coaching through meeting

facilitation and support of Chair, but don’t run the

meeting

Give information and advice

Inform CEO and Senior Management Team of issues

Help develop Senior Management Team response to

Local Advisory Board reports to council

Help LAB comply with council policy and Local

Government Act

Publish meeting notices and minutes

Arrange for permit waiver from CLC

4.7 Governance Manager’s job with LABs

1

2

3

4

5

6

7

8

9





1 2 3

54

4

321

I want

to

Can ask members to put

items on draft agenda

before meeting

Ask for, or reply to, invitation

to present

Accept decision of board

Listen Talk to meeting only

during agenda item

“Questions from Public”

Sit in background, not at

the members’ table

Members report to

the community

Be clear about

their reason

for presenting

Follow Local Advisory

Board’s rules

Role of public

Role of presenters

LAB

LAB

Com m unity

Are there anyquestions from

the public?

Please, can you finish now?

Sorry, not at this meeting

OK, any questions?

Role of Public

Can ask members to put items on draft agenda before

meeting but only members decide

Listen

Address meeting only during agenda item

“Questions from Public”

Sit in background, not at the members’ table

Ask members to report back to them or to

community meetings

Role of Presenters

Ask for, or reply to invite to present before travelling

to meeting

State objective (“give information about x”, “seek

support for y”, “fi nd out views on z”)

Abide by Local Advisory Board’s protocol (eg present

very briefl y, in plain English, use clear visuals, leave

enough time for questions, etc)

Accept decision of board not to invite them

4.8 The public and presenters

1

2

3

4

5

1

2

3

4





Management

Response

1 2 3

54

4

321

News

Letter

Councilpapers

Reports to council

Council meeting minutes

and agenda on web

Councillors report back to all Local Advisory Boards in their ward

Reports to SMT at least

3 weeks before a

council meeting

Senior Management Team

prepares response

LAB reports and

SMT commentsCouncil decides on action

Major council

decision in CEO’s monthly email

SSM to make minutes

available for

Local Advisory Board

members

Reporting to Council

Reporting from Council

JANUARY

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

APRIL

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30

MAY

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

JUNE

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30

JULY

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

AUGUST

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

SEPTEMBER

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30

OCTOBER

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

NOVEMBER

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30

DECEMBER

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

FEBRUARY

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28

MARCH

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

10 10

10 10

10 10

10 10

10 10

10 10

JANUARY

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

FEBRUARY

1 2 3 4 5 6 7

8 9 10 11 12 13 15

16 17 18 19 20 21 22

23 24 25 26 27 28

10 10

Central DesertShire

Council

LAB

LAB

CDSC

or

x

Minutes

Report

SSM

SMT

Reporting to council

Bi-monthly reports to council (using 2 page template,

Local Advisory Board to decide contents)

Reports must be with Senior Management Team at

least three weeks before a council meeting

Senior Management Team prepares response to

council

Local Advisory Board reports and management

responses go into council business papers

Council decides on any action

Reporting from council

Council meeting minutes on web and community

notice boards within 10 days, agendas on web one

week before meeting.

Summary of major decisions in CEO’s monthly email

straight after meeting

SSM to make this information available to all Local

Advisory Board members

Councillors report back to all Local Advisory Boards

in their ward, explain council decisions and ask for

feedback

4.9 Reporting

1

2

3

4

5

1

2

3

4





Quorum

Voting

Notice

Agenda

Minutes

1 2

3 4

Policy

Visitors

Procedures How to

present to usLAB

Code of

Conduct

Local Government Act makes the meeting rules

Local Advisory Boards follow their Code of Conduct

Local Advisory Boards may develop their own procedures

Council has a Local Advisory Board policy

Local Advisory Boards can make their own procedures

“subject to this Act and any direction by the council”

Local Government Act has rules about a quorum,

decision making by majority vote, timely notices with

agendas, proper minutes.

Council has a Local Advisory Board policy

Local Advisory Boards follow or adapt council’s Code

of Conduct

Local Advisory Boards develop their own procedures,

for example: protocols for community visitors and

presenters at their meetings

4.10 Policies and Procedures

1

2

3

4





Resid

ents

ca

n t

alk

to

Wa

rd C

ou

nci

llo

rs

Th

e L

oc

al

Bo

ard

ma

ke

s re

com

men

dat

ions t

o the Shire

Council

or

the

Sh

ire

Co

un

cil

Our Community

Ward

Councillors

Community

based

Staff

Ward

Councillor

Shire Services

Manager

Central Desert

Shire CouncilDirects the CEO

1

2

3

4

8

9

10

7 6

5

Local

Advisory

Board

The council, with advice from the CEO, Senior

Management Team (SMT), and local boards sets the

‘big picture’ plans and directions for the shire.

The CEO, through the Director Infrastructure (DI),

directs the Shire Services Manager (SSM). The SSM

directs staff in the community.

The SSM and local staff deliver local government and

other services in the community.

The community, through their Local Advisory Board,

give advice and make recommendations to council.

Community meetings can be called at any time.

Decisions mage at these meetings can be used to

advise the Local Advisory Board.

The community, through their ward councillors, has

direct input into the decision making processes of the

council.

The Local Advisory Board provides local knowledge,

advice and recommendations to both the ward

councillor and to the shire council. It reports to every

council meeting.

Council considers the recommendations of all

Local Advisory Boards and makes decisions that

management must carry out.

The ward councillors inform the community, through

the Local Advisory Board, of what they decided at the

council meeting.

1

2

3

4

5

6

7

8

9

4.11 Community engagement and Local Advisory Boards

10

EMPOWER5 Good governance

5 Good governance




Respect for cultural diversity

1

Social Justice

3

Serving all the residents

2

The following governance principles guide the Central

Desert Shire Council:

Respect for cultural diversity

We recognise and respect the culture of the Anmatjere,

Warlpiri and Arrernte people who make up the vast

majority of residents, have cared for the country and been

here since time in memorial.

We recognise and respect the culture of non-indigenous

people who fi rst arrived as pioneers from the 1850’s,

economically developed the region and play a signifi cant

role in the region.

We accept and use a democratic (non-Indigenous) system

for decision making for formal council business, whilst

encouraging consensus at all times.

We acknowledge that traditional indigenous decision

making is normally practised by the majority of residents

according to respective cultural structures of the

Anmatjere, Warlpiri and Arrernte people.

Serving all the residents

We focus on serving all our residents by doing an

impartial professional job to the best of our ability..

Social Justice

We believe in being fair, honest and reasonable in all our

dealings - particularly when making diffi cult decisions.

We believe that poverty can be alleviated through the

provision of basic community infrastructure, reasonable

housing, decent roads, good waste management facilities,

secure employment, and provision of training and

professional development opportunities.

5.1 Good Governance principles

1

2

3

5 Good governance




LGAct

Working together

4

Rules and laws

6

Responsible leadership and sustainability

5

PoliciesCDSC

Code of Conduct

Working together

We work together with the Australian and Northern

Territory government and representative organisations

in the best interest of residents.

We welcome and support private enterprise throughout

the region and believe a strong, diversifi ed regional

economy will encourage stronger more jobs.

Responsible leadership and sustainability

Our leaders are accountable to their constituents and

make responsible decisions about the sustainable use

of natural resources, sustainable development and

protection of the environment.

Rules and laws

We follow government laws, council policies, our

Code of Conduct and respect industrial democracy and

natural justice.

5.1 Good Governance principles continued

5

6

4

5 Good governance




Provide leadership, speak

up for residents and inform

them

1 2 3

4 5 6

Act with integrity

and respect

Act in the best interest

of the whole shire

Tell council if you may

have a conflict of interest

Do not ask for or accept gifts Council property can only be

used for council business

Don’t use confidential

information for your benefit

Be a good representative

of the council

Listen with respect at

meetings and help each

other

7 8 9

Contract

Reso

TopSECRET

Confidential

Code of Conduct for councillors:

Provide sensible leadership, speak up for residents and let them know what the shire council is doing.

Act with integrity – be honest, accountable for your actions, make fair decisions for all residents and respect country.

Act in the best interest of the whole shire, not just your family, skin group etc., community or ward.

Tell the council when you think you have a confl ict of interest (using your position on the shire council to benefi t yourself or your relations).

Do not ask for or accept gifts from anyone who may benefi t from a shire council decision.

All shire council property (buildings, equipment, computers and vehicles) can only be used for agreed shire council business.

Keep confi dential shire council business confi dential and don’t use the information for your own benefi t or to harm others.

Be a good representative of the shire council and do not damage its good reputation.

Listen with respect at meetings, help each other and behave, act and talk in a courteous manner while on shire council and community business.

5.2 Code of Conduct

1

2

3

4

5

6

7

8

9

5 Good governance




Alcohol or drugs

10 11

1213

No humbug or

aggressive behaviour

Follow Australian and

Northern Territory laws Do not discriminate against anyone

Beer

LGAct

Policy

Give me

Do not be under the infl uence of alcohol or drugs when on shire council business.

Do not make personal demands on staff, interfere with their work or reprimand them.

Follow all Australian and Northern Territory laws and shire council by-laws and policies

Do not discriminate against anyone because of their cultural background, gender, age or disability

There are serious punishments for some breaches

of this code. For example, a fi ne of up to $44,000

and 2 years in jail for breaching confi dentiality and

a fi ne of up to $11,000 for not declaring a confl ict

of interest.

Council has a Good Governance Policy to deal

with breaches of its Code of Conduct. The

Minister may also take disciplinary action against

councillors who break this Code of Conduct.

The CEO will take disciplinary action against

staff members who breach this Code of Conduct.

Serious breaches may lead to dismissal.

10

11

12

13

5.2 Code of Conduct continued

EMPOWER6 Planning, implementation and monitoring

6 Planning, implementation and monitoring




1

SMT

Strategic

Plan

Service

Delivery

Plan

Financial

Plan

$

Operational

Plan

CCCShirePlan

Contents

Strategic

Operational

Financial

Service

Measurement

KPIs (Key performance indicators:how we know that we have been successful)

2 6

3

4

5

6.1 Shire plan

We all make plans all the time; for a football carnival,

family trips to other communities, ceremonies every day

we are making plans. The Central Desert Shire Council

has a shire plan and it contains a few different plans for

different purposes:

Shire plan

Our shire plan includes our strategic plan and more

information about the organisation. The shire plan

includes:

• Background information about the shire

• Methodology, how the plan was made

• Governance principles

• The strategic plan, our BIG picture plan and

direction, this is the main plan the council use

• Service delivery plans for each community

• Organisation structure

• Rating policy

• Four year fi nancial plan

• Operational plans, how we turn our strategic

plan into action

• Extra information about the above sections in

the appendices

The shire plan is mainly used by management, senior staff

and government offi cials.

Our plans have key performance indicators to measure

how we are going.

1

2

3

4

5

6





Service delivery plans guide how we deliver the various

services in each community. Management, government

and funding bodies all use these plans and the managers,

SSMs and staff follow the plan in their day to day work.

Local Advisory Boards would be interested in these plans.

There is one for each community (Local Service delivery

Plans).

The CEO, the SMT and the SSMs update these plans

every year.

SMT

Service

Delivery

Plan

SSM SSM

Housing

Tenancy Essential

Services

CDEP

$

NP

Night Patrol

Sport and

Rec

CentrelinkAged Care

Ovals and

parks

Roads

Waste

Management

Maintenance

6.2 Service delivery plans





Planning the way ahead, the parts of our Strategic Plan

Outcomes

VisionMission

Core ValuesGuiding Principles

StrategiesGoals

Indicators

ActionsStrategies Who When

1

2

StrategicPlan

CDSC CEO

OperationalPlan

SSM SSM

6.3 Strategic plan

A Strategic plan is the BIG picture plan, like an

‘eagle eye’ overview of the plan for the whole shire.

The council and Senior Management Team use the

strategic plan all the time.

Our strategic plan is made up of;

• Vision; what we would like our future to look like

• Mission or purpose; why we are here

• Core values; what we believe to be true and of real

value to us

• Guiding principles; the big picture guidelines that

keep us on track

• Goals; the main aims or things we are trying to

achieve

• Outcomes; the things we want to ‘come out’ of our

work

• Strategies; the best ways to achieve these outcomes

Operational plan

Our Operational Plan sets out the detail of how we will

achieve our outcomes, what we will do, who will do it

and when it will be done.

1

2





6.4 Our strategic plan

Innovative management of the natural environment

Innovative waste management strategies

Clean, tidy and healthy communities

Efficient use of energy and water resources

Vision

Mission

Desired outcomes Goals

Improve the well being and culture of the community

Look after our physical assets properly, and build our capacity to

manage them even better

A growing and sustainable economy with strong local

employment

We respect, protect and look after our natural and built

environment sustainably (now and for the future)

Good leadership and governance, sound management practices,

effective advocacy and high quality services

Two ways, one outcome.

Indigenous and non-Indigenous people

working together for the best

services.

5 Democracy and Government

4 Environment

Economy

Social and Cultural

Physical Assets

$

To work together in one spirit, guided

by strong leadership and good

management to provide high quality

services across the Central Desert Shire.

1

2

3 4

Strategic Plan Summary

Accessible community services that meet needs & promote w

ell bein

g

A positive living environment for youth

Safe and healthy communities

Better transport

Celebration and respect for tradition and culture

Appropriate services available

Education and learning leading to employment

Community involvement in cultural, civic & sporting events

1

High standard of roads and town landscapes

Improve standard of staff and community housing

Good management of Shire infrastructure and equipment

Improved outcomes for local employment

Viable and growing local business enterprise

Improved partnerships with business and industry

2

13

Effective and efficient Shire Management

High standards of communication, transparency & openness

Constant improvement in governance capacity

Increased community capacity and empowerment

Excellence in Human Resource Management

Proactive partnerships with government & private sector





Strategies Actions Who When

1.1. Improved outcomes for local employment

1.1.1. Maximise local training and

employment in municipal and

operational services to the Shire

1.1.2. Work in partnership with local

employment program and

training providers to maximise

employment outcomes in Shire

operations

Increase employment opportunities,

initially by establishing a ‘Jobs notice

board’ in each community

Lobby and advocate for increased

training directly with

training providers

Shire Services

Manager

July 2009

Training

Coordinator

Ongoing

1.2. Improved partnerships with business and industry

1.3. Viable and growing local business enterprise

Establish Economic Development

Advisory Board to progress economic

and employment outcomes













1.2.1. Work in partnership with local and

regional industries and service

providers to facilitate job creation

1.2.2. Work with Government and

industry in the developing

regional business and industry

plans

1.2.3. Support locally owned and

community businesses

1.2.4. Support the identification and

development of new enterprise

opportunities that increase social

and economic benefits

1.3.1. Work in partnership with other

agencies to develop local business

and employment

CEO

CEO

CEO

CEO

CEO

July 2009

July 2009

July 2009

July 2009

Ongoing

6.5 Operational plans

Operational plans are the detailed plans for each goal.

They look at the goal’s outcomes and strategies from the

strategic plan and detail out the tasks or actions we need

to do to achieve the outcomes.

Each goal has;

• outcomes the council have set

• strategies to best achieve the outcome

• actions to complete, tasks to do

• who is responsible for the actions and tasks

• when they will be completed

Operational plans are used be the SMT, managers and the

SSMs in doing and tracking their day to day work. The

CEO and SMT use them to check progress. The CEO,

the SMT and the SSMs update these plans every year.

Each operational plan has a budget attached to it.

Monitoring:

Council is responsible for the Shire plan they have

approved. It must check (monitor) progress of the shire

plan. The CEO and the SMT report to them at every

council meeting. These reports are opportunities for

councillors to compare the plan with what has really

been done and to ask questions.

EMPOWERAppendix A; Definitions

a b c

Appendix A; Defi nitionsa b cBurdon Torzillo: Empower Governance Kit44



A.1 DefinitionsSome big words

Accountable

Liable to being called to account; answerable or responsible to.

Accountability

Responsibility to someone or for some activity.

Advocate

A person who speaks up for a person or an idea.

Attentive care

Looking after a person or after business in a good way.

Board

A committee that governs or manages an organisation.

Confl ict of interest

When a public offi ce holder may personally benefi t or gain from his or her

offi cial actions or infl uence.

Code of conduct

Principles and expectations that aapply to any person who is a member of a

particular group.

Constituents

A resident of an area or member of a group represented by an elected offi cial.

Constituency

A body of constituents; the voters or adult residents in an area represented by

an elected member.

Corporate governance:

Corporate governance is how corporations (organisations) are organised,

directed and controlled.

Corporate Governance Structure:

Distribution of rights and responsibilities among different participants in the

corporation.

Council

A group of people elected to govern an organisation.

Deliberations

Discussion and consideration of all sides of a decision.

Delegate

To give someone responsibility for something

Diligent

Always putting a steady effort into the job.

Desired Outcomes

What we want to achieve in our shire.

Effective

Producing the result we want to achieve.

Effi cient

Completing a job with a minimum time and effort

Empowerment

To give power or authority to people.

Equitable

Fair, unbiased, or impartial. To share fairly what we have and according to need.

Appendix A; Defi nitions a b cBurdon Torzillo: Empower Governance Kit 45



A.1 Definitions, continuedExecutive

1. A person or group with administrative or managerial authority in an

organisation, or

2. The chief offi cer of a government, state, or political party, or

3. The side of government that uses a country’s laws and carries out its

functions.

Financial

About to money matters; pecuniary.

Functions

Council’s areas of responsibility and the services it can provide.

Govern

To rule over someone or something in line with the power given by voters

and the law.

To carry out the function of government.

Governance

Governance is how we organise ourselves to get something done.

The act, process, or power of governing. Decision making rules and steps

How decisions are implemented (or not implemented).

Governed

To make and carry out the policy and business of an organisation. To carry out

a deciding or determining infl uence on an organisation.

Government

The governing body of people in a state, community, or shire etc (the

President, and the councillors, the Prime Minister and the ministers).

Guiding principles

Values and rules that guide our organisation.

Indicators

A result we can measure to check progress, for example number of children

going to school.

Integrity

Behaviour that is guided by good values. “Walking the talk”: say what you

mean and do what you say.

Justice

Being just; fair and level.

Legislate

Make laws.

Legislation

Laws.

Main aims

Our overall goals, the big picture results we want to achieve.

Management

The people who control or direct a business or an organisation on a day-today

level.

Natural justice

The Romans, who lived about 2000 years ago in Europe, believed that some

legal principles were “natural” and did not need any explanation ...a bit like

tjukurrpa!

Negligent

Not being reasonably careful, not carrying out responsibilities properly.

Objects

The purpose, aim, or goal of a specifi c action or organisation.

Appendix A; Defi nitionsa b cBurdon Torzillo: Empower Governance Kit46



A.1 Definitions, continued

Plan

A specifi c project or clear purpose. a roadmap for getting things done.

Policy

A program of actions adopted by our council, or the principles on which

these actions are based.

Principles

A basic, leading, or general law or value from which other, less basic values

follow.

Residents

People who live in a place all of the time or who stop there for a long time.

Many shire residents, black fellas and white fellas, are mobile (move around)

Resolution

Resolving to do something. An action people have decided to do. Being

resolute (fi rm, determined, steady).

Roles

A function or position (“mother role”, “role play”).

Responsibility

Taking care of your duties.

Social justice

To share advantages and disadvantages within a society in fair and just ways.

Statutory

Prescribed or authorized by “statute” (law).

Value

A good principle, standard, or quality.

Vision

How we want our shire to be in the future, what kind of a place and future we

want for our people.

Financial words

Income:

Money received or owed.

Non-trading income:

Money received from sources other than trading or grants, for example interest.

Expenditure:

Money spent or owing.

Non-trading expense:

Money spent on things other than trading eg capital expenditure (buildings).

Balance:

Our fi nancial position.

Budget:

Amount of money we plan to receive or spend, often broken down into many

different items.

Year-to-date actual:

Amount of money we have received or spent so far in the fi nancial year.

Surplus:

Amount of money left over from the income (after taking away all the money

we spent) if the amount is positive.

Appendix A; Defi nitions a b cBurdon Torzillo: Empower Governance Kit 47



Other Accounting words

Accounting:

Keeping a complete and accurate record of fi nancial transactions and

summarising these in reports.

Audit:

An examination of records or fi nancial accounts to check their accuracy.

Cash Accounting:

Only the money we have actually paid or received.

Accrual Accounting:

Money we have received or are owed (Debtors) and payments made or owing

(Creditors).

Insolvency:

Not being able to pay your bills and meet your commitments.

Unexpended Grants:

Money received from the government but not yet spent.

Defi cit:

Amount of money missing from the income (after taking into account all the

money we spent) if the amount is negative.

Depreciation:

Amount of money lost from the value of physical assets (cars, offi ce equipment,

furniture).

Balance sheet words

Debtors:

People who owe us money.

Creditors:

People we owe money to.

Assets:

Physical (big things like houses and vehicles) and non-physical items (things

like money people owe us) of value that we own including money and money

we are owed.

Liabilities:

Bills we must pay, loans and money we owe.

Balance sheet:

Our fi nancial position statement.

Equity:

The difference between our assets and liabilities. Our net fi nancial interest or

“worth”.

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