new 10y e ar a n iversary - roper gulf...

ROPER GULF REGIONAL COUNCIL

REGIONAL PLAN20 -20

101010 Anniversary

Year

ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2018-20192

THE LOGO

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

COUNCIL ADMINISTRATION CENTREStreet Address2 Crawford Street Katherine NT 0850Postal AddressPO Box 1321 Katherine NT 0851Phone 08 8972 9000Fax 08 8944 7020Email [email protected] www.ropergulf.nt.gov.auRoper Gulf Regional Council ABN 94 746 956 090

ASSETS, PROJECTS, CONTRACTS, OUTSTATIONS AND WORKSHOP63 Chardon Street Katherine NT 0850

COUNCIL OFFICES

Phone Fax

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

DESIGN AND LAYOUTPhotography: Roper Gulf Regional CouncilDesign and layout: Sarah [email protected]

This Regional Plan was approved by Council on 27 June 2018.

OTHER LOCATIONSBadawarrkaBaghettiBarrapunta (Emu Springs)Boomerang LagoonCostelloDaly Waters GorpulyulJodetluk (Gorge Camp)KewulyiLarrimahMinyerri

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

WARNINGAboriginal and Torres Strait Islander readers are advised that this document may include the images of people who are deceased.

3

FOREWORDAs the 2017-18 financial year draws to a close and we reflect on our activities over the past twelve months, it is heartening to see how much progress Council has made in delivering essential services and programs to our remote communities.Perhaps one of our biggest achievements has been the continued focus on social and economic advancement, through key initiatives such as the Community Development Program. Dozens of remote residents have developed work-ready skills, experience and qualifications through this program over the past year and we wish them well in their future endeavours. Among the significant infrastructure projects completed during 2017-18 are the $1 million Rainbow Street upgrade in Ngukurr, and the Spring Creek to cemetery bridge and freight turn-around area projects in Barunga. The much-anticipated Council headquarters re-development project is nearing completion in Katherine, with staff from the Victoria Highway and old Crawford Street premises now settling into the new facility. This move will not only help to consolidate resources, but also improve communication between business units and improve operational efficiency.Further to this investment a major IT upgrade was rolled-out across all Council sites this year, delivering new hardware and improved connectivity to all staff. The $350,000 project is expected to boost efficiency right across the organisation, but particularly in remote offices where technology-related downtime will be reduced. Staying on the IT theme, there has been vast improvements to connectivity at our Bulman office in recent times due to a new 4G satellite solution. A new glass fibre connection is also delivering similar benefits in Borroloola. As we look forward to the next twelve months, infrastructure development will remain a key priority for Council with several major projects due to commence and be completed within the 2018-19 financial year. Borroloola will be a particular focus for investment, with the $4.2 million Rocky Creek Bridge repair project due to start in September. A further $1 million will be invested in local streetscape upgrades in the CBD and $2 million on roadworks during the next financial year which will include the roads in the Borroloola Town Camps.Design work has also commenced on the $2 million Borroloola Business Hub, which on completion will provide new office accommodation for Council staff and other local organisations and businesses. The new facility will also house a tourist information bay to help promote local events and attractions to visitors.

Construction works on the $1.4 million Borroloola Multi-purpose Sports Court are also expected to begin within the coming months, bringing to life an exciting facility which will benefit many people in the community.Further north in Ngukurr, the $1 million Freight Hub project will get underway once land tenure has been secured and design work has already started on the $1 million Numbulwar Freight Hub. Council will collaborate with the Department of Infrastructure, Planning and Logistics as it takes a lead role on the project. A number of major lighting installations are also planned for 2018-19, including new oval lights in Barunga, Mataranka, Robinson River and Ngukurr. These projects will result in greater use of the facilities and pave the way for more local sporting opportunities.Effective service delivery will always be a core focus for Council and as such its been pleasing to see each community actively engage in their local town priority meetings again this year. The ideas and feedback provided during these meetings are vitally important for our future planning.As always, developing a regional plan which reflects the needs and wants of such a large and diverse Local Government Area is a huge challenge, but the time and effort invested by our Elected Members, Local Authority Members, staff, residents and stakeholders has greatly assisted in this process. We extend thanks to all for their valuable contributions. The 2018-19 Regional Plan outlines Council’s vision for delivering key projects, programs and services over what is sure to be another exciting year ahead. We encourage all stakeholders to read the plan, understand what it means for the region and provide feedback where appropriate.

Judy MacFarlane Mayor, Roper Gulf Regional Council

Michael Berto CEO, Roper Gulf Regional Council


ABS Australian Bureau of StatisticsAGD Attorney-General Department (Federal Government)AMP Alcohol Management PlanCACP Community Aged Care PackageCDP Community Development ProgramCEO Chief Executive OfficerCHCP Community Home Support ProgramCIG Capital Infrastructure GrantCommunity The term ‘community’ refers to all groups of people living in the

region, unless specifically stated otherwiseCS Community SafetyCSC Council Services CoordinatorDAGJ Department of Attorney Generals and Justice (NTG)DBCDE Department Broadband, Communication and the Digital Economy

(Federal Government)DCA Department of Communications and the Arts (Federal Government)DCG Directorate of Corporate GovernanceDCM Department of Chief Minister (NTG)DCS Directorate of Commercial ServicesDCCS Directorate of Council and Community Services DENR Department of Environment and Natural Resources (NTG)DET Department of Education and Training (Federal Government)DHCD Department of Housing and Community Development (NTG)DIHS Disability In-Home Support DIPL Department of Infrastructure, Planning and Logistics (NTG)DIRD Department of Infrastructure and Regional Development (Federal

Government)DLPE Department of Lands, Planning and the Environment (NTG)DoE Department of Education (NTG)DoH Department of Health (NTG)DPMC Department of Prime Minister and Cabinet (Federal Government)DSS Department of Social Services (Federal Government)DSR Department of Sport and Recreation (NTG)DTBI Department of Trade, Business and Innovation (NTG)DWP Daly Waters Progress AssociationELP Enterprise Learning ProjectsFACE Facility and Capital Equipment ProgramFG Federal GovernmentFRRR Foundation for Rural and Regional Renewal GEC Government Engagement CoordinatorGIS Geographical Information SystemGovernance Governance, Corporate Planning and ComplianceGSAC Gulf Savannah NT Aboriginal CorporationHMP Housing Maintenance ProgramHLP Horticulture and Landcare ProjectsHQ HeadquartersHR Human ResourcesIAN Indigenous Affairs NetworkIAS Indigenous Advancement StrategyIBP Indigenous Broadcasting ProgramICC Indigenous Coordination CentreICT Information and Communication Technology

IPWEA Institute of Public Works Engineering AustraliaISO International Organisation of Standardisation ISRP Indigenous Sport and Recreation ProjectIT Information TechnologyIVMS In-Vehicle Monitoring SystemKPI Key Performance IndicatorLA Local AuthorityLIP Local Implementation PlanLRG Local Reference GroupMAC Mungoorbada Aboriginal CorporationMAM Minister for Arts and MuseumsMARA Mabunji Aboriginal Resource AssociationMOU Memorandum of UnderstandingMRM McArthur River MineMRM CBT McArthur River Mine Community Benefits TrustNAMS National Asset Management StrategyNFA New Future AllianceNLC Northern Land CouncilNPO Not Permanently OccupiedNQF National Quality FrameworkNTEPA Northern Territory Environment Protection AuthorityNTPFES Northern Territory Police, Fire and Emergency ServicesNTG Northern Territory GovernmentPAWA Power and Water CorporationR&M Repair and maintenanceR2R Roads to RecoveryRAF Regional Arts FundingREIF Regional Economic Infrastructure FundRGRC Roper Gulf Regional CouncilRIBS Remote Indigenous Broadcasting ProgramRSAS Remote School Attendance StrategyRTEED Remote Training, Employment and Economic

DevelopmentRWMS Regional Waste Management StrategyS&R Sport and RecreationSASO Senior Administration Support OfficerSHS Sunrise Health ServiceSIHIP Strategic Indigenous Housing and Infrastructure

ProgramSNP School Nutrition ProgramSPG Special Purpose GrantSSS Satellite Subsidy SchemeSWOT Strength, Weakness, Opportunity, ThreatTNT Tourism Northern TerritoryVOQ Visiting Officers’ QuartersWfD Work for the DoleWHS Work Health and SafetyWMF Waste Management FacilityWoNS Weeds of National SignificanceWorkshop Mechanical WorkshopYMDAC Yugul Mangi Development Aboriginal CorporationYS Youth ServicesYTD Year to Date

ACRONYMS AND DEFINITIONS

CONTENTSForeword 3Acronyms 4

1. INTRODUCTION 61.1 Our Mission, Vision and Values 81.2 Our Councillors 91.3 Electoral Representation Review 101.4 Governance Structure 121.5 Administrative and Legislative Framework 151.6 Planning Framework 161.7 Organisational Structure 171.8 Staffing Overview 19

2. SERVICE DELIVERY 202.1 Council Management Zones 222.2 Service Delivery Areas 242.3 Service Delivery addressing Strategic Goals and Performance Monitoring 302.4 SWOT Analysis for Service 462.5 Town Priorities 50

3. FINANCIAL PLANNING 803.1 Budget Summary 2018-19 823.2 Estimates of Revenue and Expenditure 2018-19 833.3 Council and Local Authority Expenses 983.4 Long Term Financial Plan 993.5 Rates 1043.6 Assessment Record Certification 1053.7 Fees and Charges Schedule 106

4 APPENDICESI Rates declaration 111II Budget Legislative Requirements 113III Regional Plan Legislative Requirements 114III Acknowledgements 115

5

INTRODUCTIONWelcome to the Roper Gulf region, a vast and

spectacular landscape covering more than 186,000 square kilometres of the remote Top End.

Roper Gulf Regional Council has developed its 2018-19 Regional Plan, with Elected Members, staff, residents and stakeholders now invited to review and provide feedback on the document.

Endorsed by the current Council, the plan outlines a 12-month operational direction which delivers on the following key strategic focus areas:

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

• Protection and care of the Roper Gulf region’s physical environment;

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

development.

All planning and decision making to be undertaken by the Council during the 2018-19 financial year will arise from these focus areas, and as such are the foundation of the regional plan.

Central to the operations of staff and Elected Members are the Council’s organisational structure, service delivery methods, financial planning and budgets, which are all outlined within this document.

Town priorities for the 14 communities within the region have been developed in collaboration with Elected Members, Local Authority Members, staff, residents and stakeholders. These specific priority projects are detailed in Section 2.5.


INTRODUCTION

SECTION 1 | INTRODUCTION 7

1.1 OUR MISSION, VISION AND VALUES

VISIONRoper Gulf Regional Council’s vision is to be Sustainable, Viable and Vibrant through:

• Service Delivery: be the provider of choice by meeting appropriate service standards;• Governance: the role model for good governance;• Leadership: identify, nurture, and promote excellence in leadership;• Relationships: growing relationships through community partnerships;• Investment Opportunities: a smart place to do business;• Engagement: listen, learn and respond;• People: employer of choice; and• Knowledge: planning and development based on knowledge of the region.


1.2 OUR COUNCILLORS

Mayor Judy MacFarlaneNever Never Ward

Deputy Mayor Helen LeeNyirranggulung Ward

Never Never Ward

South West Gulf Ward

Yugul Mangi Ward Numbulwar Numburindi Ward

Nyirranggulung Ward

Councillor Selina Ashley

Councillor Wayne Runyu

Councillor Don Garner

Councillor Keith Rory

Councillor Samuel Evans

Councillor Eric Roberts

Councillor Owen Turner

Councillor Ossie Daylight

Councillor Annabelle Daylight

Councillor Edwin

Nunggumajbarr

Councillor David

Murrungun


1.3 ELECTORAL REPRESENTATION REVIEWTo meet its obligations under Section 23 (2) of the Local Government Act and Regulation 63 of the Local Government (Electoral) Regulations, the Council is required to undertake an electoral review of its administrative and regulatory framework at least once in every term of Government.

This review is to ensure the fairness and effectiveness of electoral representation in the five Wards that make up the Council’s Local Government Area.

The most recent review concluded in December 2014 and recommended that a second Elected Member for the Numbulwar Numburindi Ward would best reflect the increasing population of the region, as well as maintain the desirability of keeping the number of electors per Elected Member for each Ward as close to practicably equal.

In April 2017, the Minister for Housing and Community Development advised that the recommendation endorsed by the Council as part of the review had been approved.

As such, the newly elected Council voted in at the August 2017 Northern Territory Local Government election comprises of 13 Elected Members, two of whom will then assume the respective roles of Mayor and Deputy Mayor. Numbulwar Numburindi Ward representation increased to two Elected Members from August 26, 2017, increasing the overall number of Elected Members to 13.

The existing boundaries of the Wards within the Council’s Local Government Area were gazetted in 2008 and were not recommended to be altered following the review.

TABLE 1: Electoral representation of Roper Gulf Regional Council Wards

WARDNUMBER

OF ELECTED MEMBERS

ELECTORS ON ROLL AS OF MAY 22, 2017 (A)

ELECTORS PER ELECTED MEMBER AS OF MAY 22,

2017LAND MASS (B)

Never Never 3 820 410 60,600

Numbulwar Numburindi 2 501 501 4,414

Nyirranggulung 3 911 304 40,148

South West 3 987 329 60,055

Yugul Mangi 2 766 383 19,958

TOTAL 13 3985 185,194

(A) Source: NT Electoral Commission.(B) Source: NT Department of Infrastructure, Planning and Logistics, Lands Information Office, 2010.


MAP OF ROPER GULF REGIONAL COUNCIL

KATHERINE TOWN COUNCIL

EAST ARNHEM REGIONAL COUNCIL

WEST ARNHEM REGIONAL COUNCIL

VICTORIA DALY REGIONAL COUNCIL

BARKLY REGIONAL COUNCIL

NYIRRANGGULUNG WARD

Daly Waters

NEVER NEVERWARD

YUGUL MANGIWARD

SOUTH WESTWARD

NUMBULWAR NUMBURINDI

WARD

BulmanWeemol

Beswick

Minyerri/Hodgson Downs

Jilkminggan

Larrimah

Mataranka

Manyallaluk (Eva Valley)

Barunga

Robinson River

Borroloola

NumbulwarKatherine

NgukurrUrapunga

DARWINJABIRU

PINE CREEK

ROPER GULF REGIONAL COUNCIL

KATHERINE

ALICE SPRINGS

DALY WATERS

RENNER SPRINGS

TENNANTCREEK

BARROWCREEK

WA

SA

NT

QLD


1.4 GOVERNANCE STRUCTURECOUNCILRoper Gulf Regional Council comprises 13 Elected Members, elected on August 26, 2017 through an NT Local Government election and subsequent by-elections, which will govern until 2021.

Ordinary Meeting of Council scheduleThe Council meets seven times a year, with meetings held in Katherine and other communities within the Roper Gulf region. A full schedule of Ordinary Meetings of Council for the 2018-19 financial year can be found at www.ropergulf.nt.gov.au.

Meeting attendanceOrdinary Meetings of Council are open to the public, and all residents and stakeholders are welcome to observe all part of the agenda, except those deemed confidential under section 65 (2) of the Local Government Act and Regulation 9 of the Local Government (Administration) Regulations.

The Council is unable to arrange permits for those wishing to attend meetings scheduled on Aboriginal land. Permits for travelling across Aboriginal land must be obtained from the Northern Land Council.

Formal deputations to the CouncilThe Council accepts formal deputations at Ordinary Meetings of Council from residents, Local Authorities and other stakeholders to allow them to express a point of view, or raise an issue pertinent to the Roper Gulf region. Residents also have the ability to raise issues directly with their respective Elected Members.

LOCAL AUTHORITIESThe Roper Gulf region has 10 Local Authorities. Members of each Local Authority are appointed by the Council in accordance with section 53(c) of the Local Government Act and Local Government Guideline 8, and reflect the demographic composition of the local region. The Council encourages the membership of each Local Authority to include two youth.

.

LOCATION NUMBER OF APPOINTED MEMBERS

BARUNGA 8

BESWICK 7

BORROLOOLA 9

BULMAN 6

HODGSON DOWNS 6

JILKMINGGAN 7

MANYALLALUK 8

MATARANKA 8

NGUKURR 7

NUMBULWAR 7

The Council submitted an application to the Minister to form a Local Authority in Urapunga in 2017.

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

Local Authority Meeting scheduleLocal Authorities meet a minimum of four times per year.

A full schedule of Local Authority Meeting dates and locations can be found at www.ropergulf.nt.gov.au.

Decisions and recommendations of Local Authorities are publicly available on the website, and are presented to the Council for ratification in Ward reports.

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

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

• alert and advise the Council on new and emerging issues within the scope of Council activities;

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


• advise and support Council staff in the local implementation of the Regional Business Plan, particularly in the area of cross-cultural best practice in governance and service delivery; and

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

Meeting attendanceLocal Authority Meetings are open to the public, and the Council encourages all residents and stakeholders to view proceedings from the public gallery.

Below is an illustration showing the operational connection between the Council, Local Authorities, residents of each Ward and the Chief Executive Office.

Bulman/Weewol LA

Man

yalla

luk

LA

Baru

nga

LA

Besw

ick LA

Borroloola LA Numbulwar LA Ngukurr LA Jilkm

inggan LA

Mataranka LA

Nyirr

angg

ulun

g W

ard

resi

dent

s

South West Gulf

Ward residents

Numbulwar NumburindiWard residents

Yugul Mangi

Ward residents

Never Never

Ward residents

CEO

Council(elected members)

Hodgson Downs LA

LA = Local Authorities


COUNCIL COMMITTEESRoper Gulf Regional Council currently has a Finance Committee, an Audit Committee and a Community Grants Committee. Council has also resolved to establish a Roads Committee within the next financial year.

Establishment of committeesUnder the provisions of the Local Government Act, a Council can establish a committee which is assigned functions of an executive of advisory nature. The Act allows a committee to have a wide range of functions, and the members of a committee may include people who are not Elected Members or Council staff. Any committee is subject to the control and direction of the Council.

Finance CommitteeThe Council has established a Finance Committee to assist in the oversight of the organisation’s finances and resources. Specifically, the committee undertakes the financial management roles of the Council in the months that the Council does not meet.

The current membership of Finance Committee comprises:

• Mayor • Deputy Mayor • 3 x Councillors • Independent Member.The Finance Committee meets five times a year, on alternate months to Ordinary Meetings of Council. A full schedule of Finance Committee Meetings for the 2018-19 financial year can be found at www.ropergulf.nt.gov.au.

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

The Audit Committee is an advisory committee and does not have executive powers or authority to implement actions in areas which management has responsibility, nor does it have any delegated financial responsibility. The Audit Committee does not have any management functions and is therefore independent from the Council’s executive team.

The current membership of the Audit Committee comprises:

• 1 x Independent Chairperson• 1 x Independent Member• 3 x Councillors

Community Grants CommitteeThe Council has established a Community Grants Committee to act as the assessment panel for Roper Gulf Regional Council Community Grants Program applications, and to make recommendations to the Council on awarding community grant funding to eligible individuals and organisations.

The current membership of the Committee comprises:

• Mayor; • Deputy Mayor; • 3 x Councillors. The Community Grants Committee meets two to three times a year.


1.5 ADMINISTRATIVE AND REGULATORY FRAMEWORKSThis plan meets the requirements of the relevant sections of the Local Government Act that pertain to the reporting of constitutional arrangements, the assessment of service delivery opportunities and challenges within the Roper Gulf region, cooperative arrangements entered into by the Council, and the approved representation of the Council on external committees.

Assessment of constitutional arrangementsThe outcome of the Council’s most recent assessment of this matter can be found in section 1.3 of this plan.

Assessment of opportunities and challengesThe outcome of the Council’s most recent assessment of this matter can be found in section 2 of this plan.

Potential changes to administrative and regulatory frameworksAny future reviews of relevant Northern Territory Acts, Regulations or Guidelines may impact the Council’s operation and service delivery.

Cooperative arrangementsThe Council has a relationship with several parties to improve service delivery outcomes for residents and ratepayers. The major parties are:

• Local Government Association of the NT• CouncilBiz• Alawa Aboriginal Corporation (delivers Core, Community

Night Patrol and Community Development services and programs on behalf of the Council)

• Sunrise Health Aboriginal Corporation• Top End Aboriginal Bush Broadcasting Association -

TEABBA • Binjari Community Aboriginal CorporationThe potential for new relationships with other Local Governments, Government agencies and organisations that will further enhance service delivery outcomes in the Roper Gulf region will continue to be assessed as they arise.

Council representation on external committeesThe Council has approved representations on external committees for:

• In December 2016, the Council approved (resolution 263/2016) Deputy Mayor Judy MacFarlane and Director of Council and Community Services Sharon Hillen to represent the Council on the Tindal Mataranka-Daly Waters Water Advisory Committee; and

• In May 2014, the Council approved (resolution 110/2014) Director of Corporate Governance Greg Arnott to represent the Council with CouncilBiz.

• Director of Council and Community Services Sharon Hillen is a member of the Katherine Regional Economic Development Committee

• In 2017 CEO Michael Berto was appointed to the Big Rivers Regional Coordination Committee as a member representing Roper Gulf Regional Council.

• Director of Corporate Governance Greg Arnott was first appointed as a committee member on the Local Government Accounting Advisory Committee in 2009. He has been reappointed on 4 occasions, the most recent in August 2016.

• The Director of Corporate Governance was also appointed as a committee member on the NTG 10 Year Infrastructure Planning Group in 2017.


1.6 PLANNING FRAMEWORKPLANNING LEVEL LIFE OF PLAN REPORTING/EVALUATION REVIEWED ACTION GROUP

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

REGIONAL PLAN 1 year Quarterly to Council Quarterly to OCM CEO

OPERATIONAL PLAN 1 year Annually to CEO Quarterly to CEO Directors

ACTIVITY PLANS 1 year Quarterly to SLT Monthly Managers

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

STRATEGIC PLANThe 2018-21 Strategic Plan is a plan that sets the vision, mission, goals, strategies and key performance indicators of the Council. The plan sets the scene for the Council’s strategic direction and priorities for the next four years, or the term of Council. Elected Members voted in as part of the new term of Council will review the plan and either change it to suit the amended direction of the new Council or retain the previous Council’s strategies.

REGIONAL PLANThe Regional Plan is facilitated by the Governance unit and includes:

• the Council’s Strategic Plan;• the core operational resources required for the financial

year;• the governance structure, planning framework and

organisational structure, including a staffing chart; • a service delivery plan and town priorities; • financial planning, including a Budget summary, Elected

Member expenses, a long-term financial plan, capital expenditure for the year, a fees and charges schedule, and the rates declaration.

The plan is released for a 21-day period for public comment and must be endorsed by the Council before July 31 for the following financial year.

OPERATIONAL PLANThe Directors are responsible for a finite series of activity accounts within the Council’s general ledger. These activity accounts are related to the associated budgets, the Directors’ delegation and responsibility for service delivery. The plan provides the operational strategies for each business unit and informs the activity plans of managers within the Directorate.

ACTIVITY PLANSThe Activity Plan is a project or program plan for each activity carried out by each business unit. A manager may have one or more activity plans which relate to the activity accounts they are delegated to manage, as well as other responsibilities relating to an Operational Plan. These plans represent the Council-detailed footprint in each location and include organisational charts, assets lists, specific daily tasks and responsibilities.

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


• Primary Advisor to Council and Council Committees

• Strategic Management

CEO, Michael Berto

1.7 ORGANISATIONAL STRUCTURE

Finance Committee

Audit Committee

CORE SERVICES• Asset management and maintenance • Financial Management including:

i. Accounts Payable and Receivableii. Audit Coordinationiii. Budgetsiv. Financial Planningv Grantsvi. Rates

• Governance including:i. Complianceii. Council Planning

iii. Council Reportingiv. Local Laws Administrationv. Local Authoritiesvi. Public Relations and

Communications• Human Resource Management

including:i. Payrollii. Recruitmentiii. Training iv. Workforce Capabilityv. Indigenous Workforce Engagement

COMMERCIAL SERVICES• Airstrips

i. Airstrip Maintenance ii. Aeromedical Evacuation

• Australia Posti. Community Postal Servicesii. Licenced Post Offices

• Community Development Programi. Work For The Dole Programii. Job Seeker Programiii. Youth Development

• Council Services Contracts and Panel of Contractors

• Mechanical Workshopsi. Numbulwar Mechanical Workshopii. Katherine Depot and Mobile

Workshops• Outstations Municipal and Essential

Services and Special Purpose Grants• Outstations Home Extra Allowance and

Capital

• Power, Water and Sewerage Maintenance Services

• Road Contracts • Slashing and Litter Collection Contracts• Street Lighting• Territory Housing Repairs and Maintenance• Territory Housing Tenancy Contracts

CORE SERVICES• Council Services

i. Cemetery Managementii. Civic, Cultural and Sporting Eventsiii. Customer Service managementiv. Land management within the town

locality including weeds, fire and pestv. Librariesvi. Local Emergency Management

Planning

vii. Municipal Servicesviii. Traffic Management on Local Roadsix. Waste Management

AGENCY SERVICES• Community Night Patrol• Community Services

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

(Indigenous content)

iv. Crèchesv. Indigenous Youth

Reconnect Projectvi. Outside School

Hours Care vii. School Nutrition Programviii. Sport and Recreation

OTHER SERVICES• Animal Health Program• Swimming Pools

Community Grants Committee

Local Authority

Council

DIRECTOR Corporate Governance, Greg Arnott

DIRECTOR Commercial Services, Marc Gardner

DIRECTOR Council and Community Services, Sharon Hillen

vi. Employee Relations• Information Technology

and Communication • Local Roads Management

and Maintenance• Procurement• Project Management• Records Management• Risk Management• Visiting Officer Accommodation• Work Health and Safety


1.8 STAFFING OVERVIEWRoper Gulf Regional Council is currently the largest employer within the region, with 336 positions designated across the organisation. This diverse workforce comprises a mix of full-time (49%), part-time (41%) and casual (9%) roles across both regional and remote work locations.

As a leader in community-based employment and training programs Council is also the largest local employer of Indigenous staff, with around 70% of the current workforce identifying as Aboriginal or Torres Strait Islander. Council has adopted a special measures recruitment policy to support equal opportunities for Indigenous people, with some advertised vacancies assigned a ‘designated position’ or ‘priority consideration/preference’ status.

During the 2017-18 financial year there was a relatively balanced gender ratio among Council employees, with male staff making up a slighter higher proportion of the workforce at 54%. Demographic data also shows most Council employees fall within the 20–50 years age bracket (78%), with two apprentices among the small

percentage of junior staff employed. Reflecting a strong local recruitment focus, 97% of Council staff were hired from within the Northern Territory over the past 12 months.

As Council moves to expand its service delivery capacity across the Roper Gulf Region during the 2018-19 financial year, the number of employees is also set to increase accordingly. Council’s proposed staffing structure will deliver an additional 40 positions to the current workforce, bringing the total number of full-time, part-time and casual roles to 400. Two trainee level roles are among those currently being recruited for the next financial year.

Demonstrating an ongoing commitment to remote employment outcomes and local service provision, most Council positions (79%) will continue to be based in remote communities during 2018-19. The remaining management and support roles will be based in two purpose-built facilities in Katherine. A summary of the proposed position numbers by location over the next 12 months are outlined below.

LOCATION NUMBER OF POSITIONS TOTAL WORKFORCE %

Katherine 89 20.7Barunga 23 5.3Beswick 37 8.6Borroloola 35 8.1Bulman 25 5.8Manyallaluk 22 5.1Jilkminggan 28 6.5Mataranka 30 6.9Ngukurr 63 14.6Numbulwar 50 11.6Robinson River 7 1.6Urapunga 6 1.3Binjari 7 1.6Outstations 5 1.1


SERVICE DELIVERY


This section of the 2018-19 Regional Plan outlines the planning for every service delivery

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

It also outlines the umbrella programs developed by each directorate and highlights the linkages to the Strategic Plan 2018-2021.

Section 2.4 of the service delivery overview shows each unique town’s priorities for the upcoming financial year - what has been identified by residents as important, and what improvements and additional infrastructure have been requested. Town Priorities are developed through a process of consultation with residents, Local Authorities, stakeholders, Elected Members staff. The listed town priorities are kept up to date and relevant by stakeholders and staff.

SECTION 2 | SERVICE DELIVERY 21

2.1 COUNCIL MANAGEMENT ZONESSERVICE DELIVERY MODELThe Council’s Local Government Area has been split into three distinct management zones, which were determined by proximity, logistics, accessibility, remoteness and population.

The Central Arnhem management zone is closest to the Council Administration Centre in Katherine and encompasses the towns of Barunga, Beswick, Bulman (including Weemol), Daly Waters, Jilkminggan, Larrimah, Manyallaluk and Minyerri. Within the management zone, there are five coordination areas:1. Barunga and Manyallaluk;2. Beswick;3. Bulman and Weemol;4. Jilkminggan and Minyerri; and5. Mataranka, Larrimah and Daly Waters.

The Roper management zone incorporates the remote towns of Ngukurr, Numbulwar and Urapunga. Council has increased resources in this zone and has incorporated a Council Services Coordinator (CSC) for the town of Urapunga, allowing the Ngukurr CSC to focus on the large town of Ngukurr.

The Gulf management zone is new and incorporates Borroloola and Robinson River. This zone has been created to recognise the logistical challenges of the Gulf and the extension of Council’s business footprint in the zone over the next 12 months, such as the extension of CDP at Robinson River.


MAP OF ROPER GULF REGIONAL COUNCIL MANAGEMENT ZONES

KATHERINE TOWN COUNCIL





BulmanWeemol

Beswick

Minyerri

Jilkminggan

Larrimah

Mataranka


Barunga

NYIRRANGGULUNG WARD

Daly Waters

Robinson River

Borroloola

NgukurrUrapunga

NEVER NEVERWARD

CENTRAL ARNHEM ROPER

GULF

YUGUL MANGIWARD

SOUTH WESTWARD

Numbulwar


WARD

Katherine


Baru

nga

Besw

ick

Borro

lool

a

Bulm

an

Jilk

min

ggan

Man

yalla

luk

Mat

aran

ka

Nguk

urr

Num

bulw

ar

Binj

ari

Daly

Wat

ers

Larri

mah

Min

yerri

Robi

nson

Riv

er

Urap

unga

Bada

warrk

a

Bagh

etti

Barra

punt

a

Boom

eran

g La

goon

Cost

ello

Jode

tluk

(Gor

ge C

amp)

Kewu

lyi

Mol

e Hi

ll

Mou

nt C

att

Mul

ggan

Cam

p

Nula

wan

Num

mer

loor

i

Wer

enbu

n

CORE SERVICES

Administration of Local Authorities, advisory bodies and management committees• Ordinary Meetings of Council, Local Authority Meetings, Audit Committee Meetings, Finance Committee Meetings,

community consultation meetings for town priorities• Administrative support for Elected Members, Local Authorities, Executive staff and Council committees• Training and development coordination for Elected Members and Local Authority Members• Coordination of legislative requirements, including reporting and planning• Coordination of Local Government elections

ü ü ü ü ü ü ü ü ü ü ü ü ü ü

Administration of local laws• Control of animal management By-Laws, problem animals and mediation• Control of litter and garbage By-Laws

ü ü

Advocacy and representation on local and regional issues• Utilising Council profile and relationships to advocate for identified community, resident and stakeholder issues with

Federal and NT Governmentsü ü ü ü ü ü ü ü ü ü ü ü ü ü

Asset Management• Procurement, monitoring, repairs and maintenance of Council infrastructure, plant, equipment and fleet assets ü ü ü ü ü ü ü ü ü ü ü

Civic events• Coordination of in-community Australia Day and Anzac Day events• Promotional support of Council-endorsed festivals and events

ü ü ü ü ü ü ü ü

Control of litter and garbage By-Laws• Utilising Council profile and relationships to advocate for identified community, resident and stakeholder issues with


Customer relationship management, including complaints and responses• Delivered either in community through Council offices, or through the Council Administration Centre• Complaint management administered by Governance unit


Library and cultural heritage services• Operation of library infrastructure and services on behalf of the NT Library ü ü ü ü

Lighting for public safety/street lighting• Installation, repairs and maintenance of lighting in identified public spaces• Repairs and maintenance of street lighting on behalf of owner (PWC)

ü ü ü ü ü ü ü ü ü ü ü

Local road upgrade and management• Repair, maintenance and upgrading of Council-controlled roads within Local Government Area ü ü ü ü ü ü ü ü ü ü ü ü

Maintenance and upkeep of parks, ovals and gardens• Mowing, weed management, watering and maintenance of grassed areas• Cleaning, repair and maintenance of infrastructure (eg. public toilets and seating)• Upgrades to identified infrastructure in parks, ovals and gardens (eg. solar lighting, play equipment and barbecues)

ü ü ü ü ü ü ü ü ü ü ü ü

Maintenance and management of cemeteries• Mowing and repair and maintenance of cemetery infrastructure• Grave excavations and burials (by request/fee for service)

ü ü ü ü ü ü ü ü ü ü

Public and corporate relations• Delivered either in-community through Council offices, or through the Council Administration Centre• Media relations and corporate affairs administered by Corporate Governance Directorate


2.2 SERVICE DELIVERY LOCATIONS


Baru

nga

Besw

ick

Borro

lool

a

Bulm

an

Jilk

min

ggan

Man

yalla

luk

Mat

aran

ka

Nguk

urr

Num

bulw

ar

Binj

ari

Daly

Wat

ers

Larri

mah

Min

yerri

Robi

nson

Riv

er

Urap

unga

Bada

warrk

a

Bagh

etti

Barra

punt

a

Boom

eran

g La

goon

Cost

ello

Jode

tluk

(Gor

ge C

amp)

Kewu

lyi

Mol

e Hi

ll

Mou

nt C

att

Mul

ggan

Cam

p

Nula

wan

Num

mer

loor

i

Wer

enbu

n

CORE SERVICES

Administration of Local Authorities, advisory bodies and management committees• Ordinary Meetings of Council, Local Authority Meetings, Audit Committee Meetings, Finance Committee Meetings,

community consultation meetings for town priorities• Administrative support for Elected Members, Local Authorities, Executive staff and Council committees• Training and development coordination for Elected Members and Local Authority Members• Coordination of legislative requirements, including reporting and planning• Coordination of Local Government elections


Administration of local laws• Control of animal management By-Laws, problem animals and mediation• Control of litter and garbage By-Laws

ü ü

Advocacy and representation on local and regional issues• Utilising Council profile and relationships to advocate for identified community, resident and stakeholder issues with


Asset Management• Procurement, monitoring, repairs and maintenance of Council infrastructure, plant, equipment and fleet assets ü ü ü ü ü ü ü ü ü ü ü

Civic events• Coordination of in-community Australia Day and Anzac Day events• Promotional support of Council-endorsed festivals and events


Control of litter and garbage By-Laws• Utilising Council profile and relationships to advocate for identified community, resident and stakeholder issues with


Customer relationship management, including complaints and responses• Delivered either in community through Council offices, or through the Council Administration Centre• Complaint management administered by Governance unit


Library and cultural heritage services• Operation of library infrastructure and services on behalf of the NT Library ü ü ü ü

Lighting for public safety/street lighting• Installation, repairs and maintenance of lighting in identified public spaces• Repairs and maintenance of street lighting on behalf of owner (PWC)


Local road upgrade and management• Repair, maintenance and upgrading of Council-controlled roads within Local Government Area ü ü ü ü ü ü ü ü ü ü ü ü

Maintenance and upkeep of parks, ovals and gardens• Mowing, weed management, watering and maintenance of grassed areas• Cleaning, repair and maintenance of infrastructure (eg. public toilets and seating)• Upgrades to identified infrastructure in parks, ovals and gardens (eg. solar lighting, play equipment and barbecues)


Maintenance and management of cemeteries• Mowing and repair and maintenance of cemetery infrastructure• Grave excavations and burials (by request/fee for service)

ü ü ü ü ü ü ü ü ü ü

Public and corporate relations• Delivered either in-community through Council offices, or through the Council Administration Centre• Media relations and corporate affairs administered by Corporate Governance Directorate



Baru

nga

Besw

ick

Borro

lool

a

Bulm

an

Jilk

min

ggan

Man

yalla

luk

Mat

aran

ka

Nguk

urr

Num

bulw

ar

Binj

ari

Daly

Wat

ers

Larri

mah

Min

yerri

Robi

nson

Riv

er

Urap

unga

Bada

warrk

a

Bagh

etti

Barra

punt

a

Boom

eran

g La

goon

Cost

ello

Jode

tluk

(Gor

ge C

amp)

Kewu

lyi

Mol

e Hi

ll

Mou

nt C

att

Mul

ggan

Cam

p

Nula

wan

Num

mer

loor

i

Wer

enbu

n

Traffic Management• Provision of local traffic management systems, including speed bumps, wombat crossing and signage ü ü ü ü ü ü ü ü ü

Training and employment of local people in Council operations• Council commitment to, where possible, provide local solutions to recruiting needs• Provision of further upskilling and training to promote long-term employment within the Council

ü ü ü ü ü ü ü ü ü

Waste Management Services• Operation of Waste Management Facilities and landfills• Rubbish collection


Weeds control and fire hazard reduction in and around community areas• Vegetation management, including weed and fuel reduction management ü ü ü ü ü ü ü ü ü ü ü

AGENCY SERVICES

Centrelink Agency/Access Point• Provision of in-community access to Centrelink services on behalf of DHS• Support eligible jobseekers to build skills


Commonwealth Home Support Program (CHSP)• Provision of in-community assistance for frail, older residents to maintain independence and remain in their homes ü ü ü ü ü ü ü

Community Night Patrol• Vehicular and pedestrian patrols during set shift times• Providing assistance to residents to a place of safety within the community• Recording details on community issues and providing to emergency services and stakeholders


Crèche • Provision of in-community educational programs to enhance learning and development of participating children ü ü ü

Disability In-Home Support Program• Provision of in-home assistance – including meal delivery, domestic assistance, social support and transport – for

disabled clients on behalf of DoHü ü ü ü ü ü ü ü

Drug and Volatile Substances• Provision of alcohol and other drug counselling interventions to individuals and their families, and facilitation of client

management plans on behalf of DPMC ü ü ü ü ü

Home Care Package Program• Provision of in-community assistance residents with complex needs to allow them to remain in their homes longer,

and have choice and flexibility in how care is providedü ü ü ü ü ü ü ü

Indigenous Aged Care and Employment Program• Provision of in-community, culturally appropriate aged care services for Indigenous clients• Support to develop sustainable, highly-skilled Indigenous employment in aged care sector

ü ü ü ü ü ü ü

Indigenous Broadcasting Program• Operation of in-community radio stations (four hours per day/five days per week) to provide local content and promote

Council, community and stakeholder issues and eventsü ü ü ü ü

Indigenous Sport and Recreation Program• Provision of daily activities to promote a healthy lifestyle, participation and the benefits of physical activity to

Indigenous participants• Promotion of community ownership and management of sport and recreation activities



Baru

nga

Besw

ick

Borro

lool

a

Bulm

an

Jilk

min

ggan

Man

yalla

luk

Mat

aran

ka

Nguk

urr

Num

bulw

ar

Binj

ari

Daly

Wat

ers

Larri

mah

Min

yerri

Robi

nson

Riv

er

Urap

unga

Bada

warrk

a

Bagh

etti

Barra

punt

a

Boom

eran

g La

goon

Cost

ello

Jode

tluk

(Gor

ge C

amp)

Kewu

lyi

Mol

e Hi

ll

Mou

nt C

att

Mul

ggan

Cam

p

Nula

wan

Num

mer

loor

i

Wer

enbu

n

Traffic Management• Provision of local traffic management systems, including speed bumps, wombat crossing and signage ü ü ü ü ü ü ü ü ü

Training and employment of local people in Council operations• Council commitment to, where possible, provide local solutions to recruiting needs• Provision of further upskilling and training to promote long-term employment within the Council


Waste Management Services• Operation of Waste Management Facilities and landfills• Rubbish collection


Weeds control and fire hazard reduction in and around community areas• Vegetation management, including weed and fuel reduction management ü ü ü ü ü ü ü ü ü ü ü

AGENCY SERVICES

Centrelink Agency/Access Point• Provision of in-community access to Centrelink services on behalf of DHS• Support eligible jobseekers to build skills


Commonwealth Home Support Program (CHSP)• Provision of in-community assistance for frail, older residents to maintain independence and remain in their homes ü ü ü ü ü ü ü

Community Night Patrol• Vehicular and pedestrian patrols during set shift times• Providing assistance to residents to a place of safety within the community• Recording details on community issues and providing to emergency services and stakeholders


Crèche • Provision of in-community educational programs to enhance learning and development of participating children ü ü ü

Disability In-Home Support Program• Provision of in-home assistance – including meal delivery, domestic assistance, social support and transport – for

disabled clients on behalf of DoHü ü ü ü ü ü ü ü

Drug and Volatile Substances• Provision of alcohol and other drug counselling interventions to individuals and their families, and facilitation of client

management plans on behalf of DPMC ü ü ü ü ü

Home Care Package Program• Provision of in-community assistance residents with complex needs to allow them to remain in their homes longer,

and have choice and flexibility in how care is providedü ü ü ü ü ü ü ü

Indigenous Aged Care and Employment Program• Provision of in-community, culturally appropriate aged care services for Indigenous clients• Support to develop sustainable, highly-skilled Indigenous employment in aged care sector

ü ü ü ü ü ü ü

Indigenous Broadcasting Program• Operation of in-community radio stations (four hours per day/five days per week) to provide local content and promote

Council, community and stakeholder issues and eventsü ü ü ü ü

Indigenous Sport and Recreation Program• Provision of daily activities to promote a healthy lifestyle, participation and the benefits of physical activity to

Indigenous participants• Promotion of community ownership and management of sport and recreation activities



Baru

nga

Besw

ick

Borro

lool

a

Bulm

an

Jilk

min

ggan

Man

yalla

luk

Mat

aran

ka

Nguk

urr

Num

bulw

ar

Binj

ari

Daly

Wat

ers

Larri

mah

Min

yerri

Robi

nson

Riv

er

Urap

unga

Bada

warrk

a

Bagh

etti

Barra

punt

a

Boom

eran

g La

goon

Cost

ello

Jode

tluk

(Gor

ge C

amp)

Kewu

lyi

Mol

e Hi

ll

Mou

nt C

att

Mul

ggan

Cam

p

Nula

wan

Num

mer

loor

i

Wer

enbu

n

Indigenous Youth Reconnect• Provision of case management, support services and activities for youth up to 24 years who have been involved in the

justice system or rehabilitation, or at-risk behaviours ü ü ü

Outside School Hours Care• Facilitation of sport and recreation activities for school-aged children to prevent at-risk behaviour and boredom

through participation ü ü

School Nutrition Program• Provision of breakfast and lunch five days per week for participating children• Support for school attendance, educational outcomes and parental engagement

ü ü

Sport and Recreation Program• Support to improve and sustain sporting opportunities and competitions in remote communities. ü ü ü

COMMERCIAL SERVICES

Airstrip maintenance and reporting• Slashing of aerodrome and infrastructure maintenance• Appointment of Aerodrome Reporting Officers to inspect facilities on behalf of operator (NTG)• Providing after-hours emergency services access to aerodrome


Australia Post• In-community mail sorting and distribution ü ü ü ü ü ü ü ü

Community Development Program• Facilitation of program on behalf of DPMC• Provision of community development projects that upskill participants and prepare them for employment

ü ü ü ü ü ü ü ü ü ü ü ü ü

Homeland (Outstation) Services• Municipal service delivery• Provision of water, electrical and sewerage services

✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Slashing Contract• Slashing of public spaces (Larrimah and Daly Waters) and Crown land (Mataranka) ü ü

Territory Housing Contracts• Administrative support for tenants on behalf of landlord (NTG)• Repairs and maintenance on behalf of landlord (NTG)


OTHER SERVICES

Animal Health Program• In-community vet visits, public education and awareness about responsible pet ownership ü ü ü ü ü ü ü

Management and upkeep of swimming pool• Operation and maintenance of facilities• Employment of pool supervisors and lifeguards

ü ü


2.3 SERVICE DELIVERY ADDRESSING STRATEGIC GOALS AND PERFORMANCE MONITORING

Roper Gulf Regional Council strives for a high standard of service delivery for the residents of the Roper Gulf region. The Council shall work in cooperation with other Councils, Government agencies and other organisations to further improve the level of service delivery in communities.

Strategic Programs are developed at a directorate level with guidance from the Roper Gulf Regional Council Strategic Plan 2018-121. Strategic Programs are formulated to deliver a service specially targeted to a locality or region.

KEY PERFORMANCE INDICATORS KPI reports are provided to the Ordinary Meeting of Council following the end of each quarter. Performance measures contain three variables collected to enable measurement of the Council’s performance.

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

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

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

Bulman

Beswick

Minyerri

Jilkminggan

Larrimah

Daly Waters

Mataranka


Barunga

NYIRRANGGULUNG WARD

Robinson River

Borroloola

Numbulwar

Ngukurr

NEVER NEVERWARD

YUGUL MANGIWARD


WARD

SOUTH WESTWARD

Katherine municipality





HUMAN RESOURCE

MANAGEMENT

GOVERNANCE, CORPORATE

PLANNING AND COMPLIANCE

FINANCIAL MANAGEMENT

INFORMATION TECHNOLOGY

(IT)

COUNCIL OFFICES

OUTSTATIONS

PROJECT MANAGEMENT

ENVIRONMENTAL AND ANIMAL

MANAGEMENT

YOUTH SERVICES

COMMUNITY SAFETY

COMMUNITY SERVICES

SPORTS AND RECREATION

CONTRACTS

TECHINICAL SERVICES

COMMUNITY DEVELOPMENT

PROGRAM

MECHANICAL WORKSHOP

WORK HEALTH & SAFETY (WH&S)

ASSET MANAGEMENT


STRATEGIC PROGRAMS GOAL ONE RESPONSIBILITY

Strengthening Elected Members and Local Authorities DCG/ Governance

Youth Leadership Program DCCS

Workforce Development Plan DCG/ HR

Employee Incentive Program CEO/ DCG/ HR

Induction Program DCG/ HR

Communication Strategy DCG/ Governance

Risk Management Plan DCG/ Governance/ WHS

Safety Management System DCG/ WHS

Records Management Plan DCG/ Governance

Financial & Asset Management Plan DCG/ Finance/Assets

Information and Communication Technology Program DCG/ IT

STRATEGIES TOWARDS GOAL ONE OUTCOME ACHIEVING STRATEGY KPI RESPONSIBILITY

Ensure all elected members are committed to their communities and Council

Training - Continual improvement in the Governance capacity of elected members

Leadership and good governance

Number of Training and conferences attended by Elected Members

Governance

Elected Member Conduct Develop a Council Review Committee and annual process; Elected member professional development plan

Number of Professional Development items for each Elected Member completed

SLT/ Governance

Elected Member Meeting Attendance

Communication and logistical planning

% Attendance of Elected Members at the Ordinary Meeting of Council

Governance

Council decision making is based on sound community consultation

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

Policies are reviewed, communicated and implemented

% Completion of review of all policies and procedures as required

Governance

Stakeholder engagement, participation and commitment

Community consultation through surveys and Local Authority meetings

Number of Complaints received

SLT

Annual Community Satisfaction Survey completed by 30 June

Governance


GOAL ONE GOOD GOVERNANCE Council provides strong leadership through robust governance, responsible financial management, strategic corporate planning and operational delivery

Support Local Authorities and communtiy engagement

That recommendations from Local Authorities are considered while making decisions

Recommendations approved by Council in the Ward Reports

% of Local Authority recommendations approved by Council

SLT/ Governance

That decisions from Council are taken back to the Local Authorities

Elected Members report % of Elected Member attendance at Local Authority meetings

Elected Member/ Governance

Local Authorities are effectively supported by Council to undertake agreed roles

Elected Members attendance at Local Authority of the ward

% of Elected Member attendance at Local Authority meetings in the ward

Governance

Provide regular support to Local Authority Meetings

Expand Local Authority Support Capacity

% of Local Authority meetings actually held against scheduled

SLT/ Governance

Promote Local Authority Members’ attendance at meetings

Communication and logistical planning

All ten Local Authorities complete four meetings in a year

Governance

Provide training on leadership, community development and finance to all Local Authority members aimed at good governance

Provide training on the Local Authority Handbook to members annually and on new membership

% of training attended by Local Authority Members

Governance

Support community meetings as needed

2 community meetings held in Daly Waters and Larrimah each year

Number of Community Meetings held

SLT/ Governance

Community feedback Annual community feeback survey

Number of community feedback surveys received

SLT/ Governance

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

Organise Youth Leadership program/ workshop once a year

2 youth leadership conferences annually

Number of youth leadership conferences

DCCS

Encourage youth to attend and activiely participate in Local Authority Meetings at their community

2 youth on each LA Number of youth local Authority members

Governance

Improve the communications and connectivity across the Roper Gulf Region

Ensure good communication flow between Council and Local Authority Meetings

Elected Members report % of Elected Member attendance at Local Authority meetings

Elected Member/ Governance

Ensure requests and complaints are responded to in a reasonable time

Complaints Policy and procedure adhered to

% of Complaints closed off in the expected time frame

SLT/ Governance


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

Agenda avaialble 7 days prior to meeting and Minutes within 10 days of meeting

% Compliance with the Local Government Act

Governance

Regular media releases on RGRC communities and achievements

Development and implementation of the Communications Strategy

% of media releases published to the public media

CEO/ DCG/ Governance

Regular public updates on community achievement stories

Continued use of communications mediums to facilitate delivery of community achievements and notices

Take-up of media releases and improved engagement through social media


Ensure an up-to-date website

Continually monitor and update the website

Compliance with the Local Government Act

DCG/ Governance

Ensure up-to-date social media

Daily facebook posts to update audience

% increase in followers and audience each month


Analyse effective communications mediums

Undertake community and stakeholder surveys

Report on proportion of different communications mediums used by community residents and stakeholders. Conducted and compared annually

Governance

Utilising conferencing capacity in community

Increased utilisation of video conferenceing

Number of Virtual Meetings hosted

DCG/ IT

Local jobs for local people Continue to use the direct employment pathways

Identify Council specific pre-employment requirements

Increase in number of direct appointments for new and existing staff

DCG/ HR

Indentify internal progression pathways

Succession planning

Establish RGRC as a viable career choice

Promote Council as an employer at community events and career expos

Increase in number of events attended

Indentify and action staff training for future growth opportunities

Increase number of training hours

Continue to lead in the delivery of community based employment and training programs

Increased training to staff in communities

Increased number of training hours in communities and cultural training for Katherine and community based staff

Implementation of online training system

Establish relationships with schools and other stakeholders

Viability of Council operations and opportunities for existing and potential staff


Flexibility of work conditions to meet work life balance, behavioural trends and historical work ethics

Indigenous Workforce Engagement Strategy

Staff retention rate across Council

Culturally appropriate forms and policies

Achieve best practice Human Resources Management within term of Council

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

Code of Conduct reviewed and updated

Increased number of staff training hours

CEO/CDG/HR/Governance

Continued HR policy and systems training

Implementation of online training systems

High quality and contemporary performance management system

Optimise performance management system

Increased number of performance reviews completed

Succession planning Develop succession planning culture

Deliver succession planning framework and educate managers

Comprehensive induction program that is delivered to all staff

Implementation of online training system

Increased retention rate

Leadership training for Managers and Supervisors

Increased number of training hours for Managers and Supervisors

Promotion of staff salary sacrificing options

Regular representative attendance at staff meetings

Advertisement of salary sacrifice options

Promote in induction materials

Implementation of Workforce Development Plan

Classification Review Comparative market competitive total remuneration package

Simplified position descriptions

Simplified PDs for all Council positions

Workforce capability assessment

Regional skills gap analysis

Further strengthen corporate governance and financial sustainability

Meetings of the Audit committee as per the TOR & Work plan

Review of TOR and ensure Audit Committee meeting meet the Work Plan

% completion of Audit Committee Work Plan


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

Regular training in policies and explained policies clearly in reports

Number of Breaches of Policy reported


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

Continuous review of Council Policies

Completion of review of all policies and procedures

SLT/ Governance

Maintain the practice of periodical review of budget

Budget reviews Two budget reviews per annum

SLT/ Finance Manager

Financial sustainabilty through increase income and reducing inefficiencies

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

Improvement in Council’s sustainability ratio

Increasing reserves to pay for asset deteriation

Review depreciation schedule in line with asset management plan

Amount of depreciation

Efficient and focused meetings

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

% of Local Authority meetings actually held against scheduled

SLT/ Governance

Effective records management

Optimising the current records management system through training and implemtation

Number of task completed in the requested timeframe

Legislative compliance Regular audits, compliance checks and reviews

compliance with the Local Government Act and RGRC Policies

SLT/ Governance/ Finance

Mitigation of identified risks

Development and implementation of the Risk Management Plan

% of Risk Register review DCG/ Governance

That Council adhere to Work Health and Safety obligations

Nil Injuries to our workforce

Thorough Work Health and Safety (WHS) policies and procedures

% per annum increase in hazards reported % reduction in recordable injury frequency rate % per annum reduction in incidents of property damage Zero significant incidents Zero fatality

DCG / WHS

Development of effective Safety Management System

Healthy, happy and productive workforce

Workforce health and wellbeing awareness

DCG/ IT


GOAL TWOSTRENTHEN QUALITY OF LIFE IN THE ROPER GULF REGION Council provides safe, strong and vibrant communities through building participation, contributing to safe and harmonious communities, and promoting local economic development opportunities

STRATEGIES TOWARDS GOAL TWO OUTCOME ACHIEVING STRATEGY KPI RESPONSIBILITY

Scheduled maintenance program on all assets

Effective asset maintenance program

Implement Condition Report Percentage reduction repairs and maintenance costs

DCG/ Asset manager

Support Local Authorities and community engagement at a local level

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

Project plan presented to Local Authority for Town Priority Projects that are eligible under the Local Authority Project Funding Guidelines

% of project plans completed for the priority projects as endorsed by Local Authorities Number of priority projects commenced

DCG/DCCS/DCS

Manage the Council office and front-line service delivery

Provide pleasant public access to frontline service delivery through Councils one-stop-shop strategy

Number of monthly visits; Number of services delivered by location

DCCS

Crime prevention through environmental design

Reducing urban decay Conducting regular community safety audits on primary and secondary hotspots

Number of monthly visits; Number of primary and secondary hotspots by location

DCCS

Incorporate design and planning into landscape services

Producing parks and gardens landscape plans

Introduce technology to reduce vandalism and graffiti in public spaces

Number of treatements by location; reduction of permenant graffiti

STRATEGIC PROGRAMS GOAL TWO RESPONSIBILITY

Right Path Project DCCS

Light Up The Dark Spot Program DCCS

Regional Waste Management Strategy DCCS

Sport and Recreation Facility Master Plan DCCS

Cemetery Management Plan DCCS

Animal Health Management Program DCCS

Strategic Weed Control Program DCCS

Service Level Plan for parks and garden DCCS


Incorporate native bush and medicine plants into the landscape plantings

Number of plants planted annually

Continue the ‘Light Up the Dark Spot Program

Number of solar lights installed by location

Continue to establish footpath networks through the ‘Right Path Project

Metres of footpath installed

Increase the proportion of operations that rely on renewable energy sources

Reducing our environmental footprint

Continue our energy efficiency program

Reduction / stabilisation of energy and water usage, Regular review of costings to identify trends

DCCS/DCG/DCS

Improve energy efficiency through council auditing it operations including vehicle sharing, energy audits and solar lighting

Asset renewal Continue the ‘Light Up the Dark Spot Program

Waste management and recycling including the Regional Waste Management Strategy

Reduce volume of Waste going to landfill

Effective segregation of waste and recycling at Council-operated landfill sites

Number of Actual Weekly Rubbish Pick-ups Volume of Waste Dumped at the Landfill by the Kerb-Side Pick-Up - Volume of Commercial Waste Dumped at the Landfill by Businesses and Service Providers

DCCS

Implementation of a recycling program

Participate in the ‘Big Rivers Region Waste Management Reference Group

DCCS

Cost benefit analysis on entering into the resource recovery sector

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

DCCS

Continue to develop the separation of waste at landfill and investigate effective ways to process waste

DCCS

Regulation of dumping activities

Educating and engaging stakeholders including Government, to cover costs of managing stakeholders’ waste

DCG/ DCCS

Review and update the RGRC Green Plan

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

Manage and maintain external firebreaks in all towns and outstations

Length of fire breaks maintained annually

DCCS

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

Number of fuel reduction burns

Develop Cultural Heritage Actions to highlight historical and cultural diversity

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

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

Implement the development of a cemetery register in each location

DCCS


To comply with Natural Resource Management Legislation

Compliance audit with legislative requirements

Increasing awareness of Natural Resource Management Legislation requirements

Number of communiques pertaining to Natural Resource Management

DCCS

Service Level Standards for Natural Resource Management

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

Reduction in the area weed infestation

Develop a long term Roads Maintenance Plan

Achieve a high standards of Roads and Storm Water infrastructure

Implementing priority projects annually through the budget process

- The Number of Kilometres of Road Requiring Maintenance for the Current Year - Number of Kilometres of Road Actually Maintained in the Year x Location by Category

DCG

Roads identified in the Councils budget and 10 year capital works program

Utilise the roads and storm water audit system to identify priorities

Include Roads in Asset base

Develop a long term Asset Management Plan

Complete a long term Asset Management Plan for all Council Assets

Building condition assessment Percentage reduction repairs and maintenance costs

DCG/ Asset manager

Utilise the roads and storm water audit

Continue to source external funding to support the Asset Management Plan

To ensure that the Council remains resilient and prepared

To be prepared Maintain a strong presence within existing Emergency Management Planning and committees

Number of committees attended

DCCS

Train our staff in Emergency Management procedures

Number of staff trained in emergency management

Domestic animal strategy

Responsible pet ownership

Animal Health Management Program - Increase our regulatory authority to support the implementation of region wide By-Laws

Number of voluntary and compelled regulatory compliance activities

DCCS

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

Desexing of animals and administering of parasite treaments

Town Planning Framework

All communities are compliant under the NTG planning schemes

Engage with NTG remote community planning strategy

Number of remote community area plans developed by NTG

SLT

Community involvement of Town Planning process

Town planning compliant with applicable law and standards

Maintain our position of interest in the development process of the NTG including the application of Sub-Divisional Guidelines

Number of development advisory services applications responded to by council


GOAL THREETO PROTECT AND CARE FOR OUR PHYSICAL ENVIRONMENT Council contributes to protecting the natural assets of the Roper Gulf Local Government Area through innovative animal health, waste management and recycling strategies, the development of green spaces and improved energy efficiency practices

STRATEGIES TOWARDS GOAL THREE OUTCOME ACHIEVING STRATEGY KPI RESPONSIBILITY

Help our children get a good start to life by leading the way in children and youth service programs

Happy healthy children Assist people at risk to access safe places

As per Commonwealth contract requirements

DCCS/ Regional Community Services Manager

Through Community Service Program refer youth at risk to appropiate service providers


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


Run family-friendly sport and recreation activities within each location


STRATEGIC PROGRAMS GOAL THREE RESPONSIBILITY

Right Path Project DCCS

Community Development Programme DCS

Community Night Patrol Programme DCCS

Indigenous Youth Reconnect Project DCCS

Indigenous Sport and Recreation Project DCCS

Commonwealth Aged Care Packages DCCS

Commonwealth Home Support Programme DCCS

Disability in Home Support Programme DCCS

Indigenous Aged Care Employment Program DCCS


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

Identify and engage with youth at risk

Provide referral and pathway to training, work experience and education

As per contract requirements


Organise educational activities and camps for youth

Provide memorable and enjoyable activities and programs for the target group


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

promote work expereince opportunities to the secondary schools


Promote Community Safety and Harmony

Safe and harmonious communities

Strengthen partnerships with the NT Police



Implement the Operational framework of the Community Patrol Program

Provide training opportiunites for employees in community safety

Assist people at risk to access safe places

Investigate diversionary strategies for youth and other people at risk that Community Patrol can support

Working with community leaders to resolve local issues

Support communities to care for their aged and people with disabilities

Well cared for and respected participants of the Aged Care and Disabiltiy program

Provide training opportiunites for staff to work in aged care and disability services


DCCS

Social support, domestic assistance, personal care and transport


Schedule upgrades to public facilities to incoporate access for all community members


Support community involvement in sports, recreation and cultural events

Organise structured sporting competitions

Council will proactively coordinate and support regional and local sorting competition


DCCS

Provide quality library services

Council will establish and maintain libraries ngukurr boorooolola barung a and mataranka

as per contract requirements

Support and participate in local cultural festivals

Council decides on the support given for festivals and develops and implements a policy


Use community broadcasting facilities to broadcast local Indigenous content

Incorporate Indigenous Broadcasting in Councils Communications Strategy



GOAL FOURTO SUPPORT TRAINING AND EMPLOYMENT IN REMOTE COMMUNITIESCouncil engages stakeholders to identify and deliver training and employment opportunities in the Roper Gulf Local Government Area

STRATEGIES TOWARDS GOAL FOUR OUTCOME ACHIEVING STRATEGY KPI RESPONSIBILITY

Build capacity and community participation in employment pathways through the Community Development Programme

Local Jobs for Local People Support CDP to build their job readiness and contribute to the community

As per Commonwealth Guidelines and Reporting Requirements as outlined in the Community Development Programme Contract

DCS/ CDP Manager

Increased employment opportunities

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

Increase in well trained and well developed

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

LLNT

Highly compentent workforce

Development of the Right Path project - pre pathway employment

Competency based training

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

Work with Council and Government employment programs

Have at least one formal agreement with a RTO

DCS

Provide Career Expos promoting Local Government

Grearter than 2 Career expos annually

STRATEGIC PROGRAMS GOAL FOUR RESPONSIBILITY

CDP DCS

Technical Services Employment Programs DCS

CDP activity plans DCS

Government and Commercial Contracts DCS

Economic Growth Projects DCS

Mechanical Services DCG


continue to identify and support opportunities for service growth resulting in additional jobs

CDP have complimentary training to Council emploment needs

Number of training opportunities provide per community

DCS

Continue to lead in the delivery of community based employment and training programs

Make submission for future training and employment programs

Successful submissions

Job readiness and life skills

Integrate job readniess & life skills into training and employment programs

100% of CDP job seekers particpate in job readiness and life skill programs

Increase and diversify own-sourced revenue to support council operations and growth

More descretionary money to increase and improve counil infrastructure and services in communtiy

Operate mechanical workshop business unit to support Council fleet management and customers

- Mechanical workshop is profitable - Ratio of internal to external mechanical work

DCS

Promote and increase the use of RGRC Visitor accommodation facilities

-Total number of visitor accommodation utilised compared to availability - Rooms availablity per night/Occupancy per night

Increase in government and commercial contracts

> 3 commercial or government contracts for services/year

Operating commercial contracts that have a positive cost outcome

- % of contracts and projects completed within budget - Number of contracts in budget - Number of contracts outside budget

Maximise the regulation of fees and charges schedule

# of Staff training in Council fees and charges

Create and foster long-term economic and business development strategies for the Roper Gulf Regional Council’s communities

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

Panel of contractors - Panel of contractors utilised for more than 80% of council external works

DCS

Supporting economic growth and employment projects in communities

CDP Enterprise development support

Number of referrals to ELP

DCS

Support economic planning efforts

work with NTG on Regional economic development plans for each community

Number of economic development plans completed with Counci l input for each community

DCS


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

Reduce power and water use by 10%

Undertake a power and warer audit

- Reduction in utility charges – more than 10%

DCG

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

Work with power and water corporation in energy efficiency initiatives

Number of towns participating in efficiency initiatives

SLT

Investigate alternative technology to reduce costs in Council operations

Develop a a strategy for investigating alternative technology

Revise and renew the Green plan

DCG

Incorporate energy efficient designs and new technology into building upgrades

100% of streetlights and new air conditioners installed are energy efficient

DCG/ Asset Manager

Increase the proportion of operations that rely on renewable energy sources

Install solar lighting at dark spots in communities

Seek funding and purchase suitable and install solar lights

Number of installed DCG

Research and install energy efficient street lighting replacement program

Replace street light heads with LED

Number of installed DCG

Develop a long term Asset Management Plan

Develop a long term Roads Maintenance Plan

Implement the priorities identified in the Council road & storm water audit

- Local unsealed roads are graded/maintained not more than 3 times per year; Report to Council quarterly on works carried out

DCG

Assets audit engaging a external consulting expert to undertake the condition reports and detailed analysis of all assets

- Deliver 100% breakeven cost structure for Council assets - 100% of all Council electrical equipment, smoke alarms, fire equipment and RCDs are inspected within policy timeframes - Council wide repairs and maintenance requests and costs reduce by 5% annually - Percentage completion of long term asset management plans for all assets - Total number of assets /completed plans

DCG/ Asset Manager

Develop a concise and accurate Asset Management Plan


Implement scheduled maintenance program on all assets

Develop Council offices at 2 Crawford Street

Understake construction program as per the approved plan

All administration & department staff working from 2 crawford st

DCG

Well serviced and reliable and available fleet

Monitor fleet use servicing efficiencies

- More than 90% of fleet are serviced within mileage/ timeframes to increase preventative maintenance

DCG/ Asset Manager

Asset Procurement and Disposal Plans

Implement practices in line with policies and procedures

Focus on safety in all activities Strong culture of routine inspections/repairs and maintenance of all assets

Staff to abide by policies and procedures; assset audit

Fit for purpose assets DCG/ Asset Manager

Safety culture ingrained with staff, contractors and volunteers

Standard conditions of contract to be included in all tenders regarding safeety management systems; Site inductions for all staff and contractors,

Development of Council Safety

DCG

Technical service support to Council operations

Outstation essential services and repairs and maintenance

Fulfilling contract arrangement 5% increase in RGRC Technical Services Operations

DCS

Specialist support to Council operation

Maintain staff level of expertise

Develop commercial services customer feedback and marketing framework to develop high quality services, continual feedback and improvement resulting sustainable employment

Feedback and consultation outcomes incorporated into service delivery plans for Commercial Services activities

Development of customer relationship and marketing framework/plan

Plan is completed by September 2018

DCS

Implemention of of framework and integrated into activity operational plans

Reported to Council in December 2018, March 2019, July 2019

DCS


2.4 SWOT ANALYSIS FOR SERVICE DELIVERYIn accordance with Section 23 of the Local Government Act, the following Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis identifies the most recent assessment of opportunities and challenges for service delivery in the Roper Gulf Local Government Area.

STRENGTHS STRATEGY RESPONSIBILITY

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

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

funded• Managing contracts and agency services to be adequately

funded • Partially funded annual depreciation expense• No expenditure outside budget • Staff with high professional and technical skills

CEOAll DirectorsChief Financial OfficerFinance CommitteeManagers

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

Governance and Corporate Planning

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

• Improve focus area reporting• Continue professional development of Elected Members• Continue professional development in Corporate Governance of

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

Director Corporate GovernanceGovernance Manager

Investment strategy • Continue with current strategy Finance ManagerFleet management • Development of fleet management systems

• Continue vehicle replacement program• In-vehicle Monitoring System (IVMS)• Continue regular maintenance program• Ensuring all vehicles are fit for purpose

Director Corporate GovernanceAsset ManagerWorkshop Manager

ICT Systems – one platform for Finance, Human Resources (HR), Asset and Work Health and Safety (WHS) management systems

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

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

Director Corporate Governance

WHS management and awareness • Continue the high level extension of the Katherine team to the communities

• Increase the Council’s awareness of its obligation as a leader in relation to the organisation’s WHS performance

Strategic Leadership Team

Australian Government and NTG on local infrastructure upgrades in remote locations

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

• Develop a long-term Financial and Asset Management Plan


Involvement in the Big Rivers Region Waste Management Reference Group

• Development of the Big Rivers Region Waste Management Strategy

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

• Deliver on the Regional Waste Management Facility in Mataranka

Director Council and Community Services


STRENGTHS STRATEGY RESPONSIBILITY

High value procurement • Maintain the use of the Tenderlink, Local Buy and Procurement Policies and Procedures


Regional office infrastructure • To implement a staged development plan for 2 Crawford Street• Undertake investigations and long term planning for current

premises in Katherine


Contract Management and Service Delivery

• Improve the Council’s contract management system and capabilities

• Implement continual improvement processes for contract management; development of panel of contractors framework and release for Expression of Interest (EOI) for various services

Director Commercial Services

Organisational capacity for service delivery

• Maintain organisational accreditations• Continue to advocate our organisations capabilities


Development of long term infrastructure plans

• Implementation of the Repair Order Analysis Management System (ROAMS) for our assets

• Undertake audit of fixed assets and facilities and incorporate into long term plans

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

Director Corporate GovernanceAsset Manager

Animal health program has reduced population and increased health

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


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


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

Director Corporate Governance Governance Manager

Presence in Indigenous remote communities

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


Cross-cultural relationships • Utilise the knowledge of our local leaders in a comprehensive orientation program and decision making frameworks


WHS organisational culture • Continued improved WHS leadership in all directorates Strategic Leadership Team

WEAKNESSES STRATEGIES RESPONSIBILITY

Assets with no operational funding

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

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


Operational planning and reporting

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


Asset replacement reserve is less than accumulated depreciation

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

Director Corporate GovernanceFinance Manager

Fixed asset management such as roads and facilities

• Utilising asset management systems to identify high priority needs

• Develop asset management systems to utilise audit information


Recruitment and retention of suitably qualified staff

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

practices



WHS organisational culture • Improve WHS inductions/training and continue vigilance Strategic Leadership TeamRisk management • Review and implement a Risk Management Plan for the

organisation• Implement an internal audit program


Organisational structure • Managers’ matrix implementation to continue to improve communication and coordination


Low-cost procurement • Develop rigorous procedures for procurement to capitalise on the high volume of goods and services, and increase value for money


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

Director Corporate GovernanceAsset Manager

Development opportunity for middle managers and emerging managers

• Create a Leadership Management Program Strategic Leadership Team

Lack of service delivery standards • Create service delivery standards across core and agency services Strategic Leadership TeamAging Information Technology (IT) infrastructure

• Develop IT infrastructure replacement plan Director Corporate Governance

Other agencies working with the Council

• Develop communication and coordination process between agency and core services


Non-compliance with agency services contracts

• Implement a compliance internal audit system Director Corporate Governance

The Council accepting contracts that cost-shift to the Council

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

• If accept the funding because the program is valued, the program will have a reduced scope to fit the budget


Induction and performance management processes

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

• Develop a welcome booklet for all staff


OPPORTUNITIES STRATEGIES RESPONSIBILITY

Prioritise our road projects expenditure

• Utilise the roads and stormwater audit to prioritise expenditure RGRC Project Management Committee

Shared services with other councils

• Discuss with adjoining Councils opportunities for shared services Strategic Leadership Team

Attainment of more Government contracts

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


Look at other investment opportunities

• Review investment policy and seek expert advice on potential investments


Extend resource distribution from Mataranka

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


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

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

• Service delivery and employment at Daly Waters, Larrimah, Minyerri, Robinson River and Urapunga


All Directors


Engage youth in Council decision making processes

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

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

• Council extends the Youth Services program to the Central Arnhem management area

Director Corporate GovernanceDirector Council and Community Services

Increase ability to influence Government policy

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

CEO

THREATS STRATEGIES RESPONSIBILITY

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

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

Director Corporate GovernanceFinance ManagerDirector Commercial Services

Funding Agencies are not recognising the real cost for facility use

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

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

• Reduce the scope of the program if the funding is inadequate

All DirectorsFinance Manager

Continued low interest rates is reducing return on investment

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

Conditional rating • Advocate for the abolition of Conditional Rating MayorCEO

Reliance on grant and agency funding

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

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

Director Corporate GovernanceFinance ManagerDirector Commercial Services

Some remote service centres have no or limited ICT system – Jilkminggan, Larrimah and Urapunga

• Continue to advocate for better ICT infrastructure for remote communities


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

Director Corporate GovernanceGovernance Manager

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

MayorExecutive

Cost shift to Local Government • Fully cost all funding offers including asset expense prior to acceptance of the offer.

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

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

MayorExecutive

Wet season access and tyranny of distance

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

CEOAll Directors


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

The projects included on these town priority lists are not necessarily included in this year’s budget unless stated. The Council will be actively seeking funding for those priorities through out the 2018-2019 financial year.

TOWN PRIORITIES are divided into core services, agency services, contract services and other/advocacy to ensure easy delegation and management through the directorate structure once funding has been secured.

CORE SERVICES are those services defined by the Council in lieu of the Northern Territory legislation defining what a core Local Government service is.

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

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

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

ADVOCACY from the Council occurs on behalf of residents and stakeholders on a range of issues that are not core, agency or contractual services of the organisation.

The funding source in the town priority table denotes how the Council plans to perform the project listed under the town priority list.

The Council is continually searching for other means to fund the town priority projects through grant opportunities from the Commonwealth and Territory Governments, and philanthropic organisations.


OTHER NAMES: BamyiliLOCATION: Barunga is located 80 kilometres southeast of Katherine on the Central Arnhem Highway, and 31 kilometres from Beswick.TOTAL POPULATION: 363 (2016 Census)TOTAL INDIGENOUS POPULATION: 328 (2016 Census)MEDIAN AGE: 26 (2016 Census)POPULATION CHANGE SINCE 2011: 15.9% increase (2016 and 2011 Censuses)

SERVICES: Roper Gulf Regional Council provides a range of core, commercial and agency services in Barunga, including road maintenance and repair, traffic management, rubbish collection, airstrip maintenance and repair, maintenance of parks, ovals and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and Community Development Program activities.

Located in Barunga are a health clinic, a school, a store and an airstrip, with a police station approximately eight kilometres away in Maranboy.MAJOR EVENT: The Barunga Festival, one of Australia’s longest running Indigenous festivals, is held annually on the Queen’s Birthday long weekend in June. The festival, an alcohol- and drug-free event, showcases and celebrates the music, sport and culture of the region.

BARUNGANYIRRANGGULUNG WARD


CORE SERVICES

PROJECT DETAILS TIME FRAMERESPONSIBILITY,

STAKEHOLDERS OR PARTNERS

FUNDING SOURCE

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

2018-2019 DCG To be sourced

Improve traffic management at the store 2018-2019 DCG To be sourced

Bin holders 2018-2019 DCCS To be sourced

Cemetery project – headstones, tables, shade, lights, water and toilet 2018-2019 DCCS To be sourced

Bridge railing and signage at new crossing 2018-2019 DCG To be sourced

Repave internal roads and install speedbumps 2018-2019 DCG To be sourced

Shade and seating around the oval 2018-2019 DCCS To be sourced

Seating in cultural park 2018-2019 DCG To be sourcedg

Resurface all ovals 2018-2019 DCG To be sourced

Remove rocks around parks and ovals and replace with a safer bollard option 2018-2019 DCCS To be sourced

Install fence around football oval 2018-2019 DCCS To be sourced

Install more public toilets 2018-2019 DCCS To be sourced

Purchase more trees to plant near the sporting areas and the cultural parks 2018-2019 DCCS To be sourced

AGENCY SERVICES



FUNDING SOURCE

Activities for 10-16 year-old kids in the community to keep them engaged 2018-2019 DCS S&R

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

OTHER SERVICES OR ADVOCACY ONLY

PROJECT DETAILS TIME FRAME LEAD AGENCY

Community social club and promote responsible drinking – as part of the Alcohol Management Plan 2018-2019 DoJ, DSS or DPMC, Sponsoring Club

Advocate for vocational child care during school holidays 2018-2019 DET

Repairs to fencing around dwellings and ensure new housing has fences 2018-2019 DHCD

Advocate on behalf of tenants on storm drainage with Territory Housing houses where house pads not installed at the time of construction

2018-2019 DHCD

Barunga to be the district hub for large sport and community events 2018-2019 DSR

AOD and domestic violence campaign to be delivered in community 2018-2019 NTG

Community Safety Committee to be driven by community 2018-2019 DPMC/NTG/Police

Upgrade blindspots on Central Arnhem Road 2018-2019 NTG

Transport for sporting groups to play in festival events, Katherine town competitions, and other youth activities e.g. camping and fishing

2018-2019


LOCATION: Beswick is located on the bank of the Waterhouse River, 118 kilometres south-east of Katherine on the Central Arnhem Highway and 31 kilometres from Barunga.OUTSTATION: Bishop BoreTOTAL POPULATION: 531 (2016 Census)TOTAL INDIGENOUS POPULATION: 515 (2016 Census)MEDIAN AGE: 24 (2016 Census)POPULATION CHANGE SINCE 2011: 3.71% increase (2016 and 2011 Censuses)SERVICES: Roper Gulf Regional Council provides a range of core, commercial and agency services in Beswick, including road maintenance and repair, traffic

management, rubbish collection, maintenance of parks, gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and community aged care programs. Roper Gulf Regional Council also operates the Community Development Program in Beswick.

Located in Beswick are a health clinic, a school, a store, and an arts and cultural centre – which includes a small motel. The closest police station is located at Maranboy, approximately 39 kilometres away.MAJOR EVENT: The Walking with Spirits Festival is held annually in July, and features traditional dance, songs and stories. The festival is held at Beswick Falls, a location only open to the public once a year for the event.

BESWICK (WUGULARR)NYIRRANGGULUNG WARD


CORE SERVICES



FUNDING SOURCE

Water park 2018-2019 DCG/Outback Stores To be sourced

Solar lights at designated areas to target hidden dark spots 2018-2019 DCG To be sourced

Stormwater drainage in new sub-division. 2018-2019 DCS To be sourced

Cemetery project – headstones and surrounds 2018-2019 DCCS To be sourced

Upgrade the intersection at new subdivision and Central Arnhem Road 2018-2019 DCS To be sourced

Right Path Project (from Aged Care to existing in new subdivision) 2018-2019 DCG Budget

Town street signage 2018-2019 DCCS To be sourced

Existing oval realign drainage, expansion width 110m, overlay for future softball, install amenities block, safety fencing


AGENCY SERVICES



FUNDING SOURCE

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

2018-2019 DCS To be sourced

Skate park and solar light 2018-2019 DCG To be sourced



Entry grids and stock exclusion fencing 2018-2019 NLC and ILC

Reconstruct Central Arnhem Road – upgrade road to landfill 2018-2019 DIPL

Upgrade of Waterhouse River Bridge 2018-2019 DIPL

Literacy and numeracy program for older kids 2018-2019 Mission Australia

Resolve issue of Lot 3 – Single Men’s Quarters 2018-2019 NLC


LOCATION: Borroloola is situated on the eastern coast of the Northern Territory in the Gulf of Carpentaria, and on the banks of the McArthur River. Borroloola is 670 kilometres east-south-east of Katherine. Borroloola includes four town camps within its boundary - Garawa Camp One, Garawa Camp Two, Yanyula Camp and Mara Camp.TOTAL POPULATION: 871 (2016 Census)TOTAL INDIGENOUS POPULATION: 669 (2016 Census)MEDIAN AGE: 26 (2016 Census)POPULATION CHANGE SINCE 2011: 5.9% decrease (2016 and 2011 Censuses)SERVICES: Roper Gulf Regional Council provides a range of core, commercial and agency services in Borroloola, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks, gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation

programs. In addition, it operates the community swimming pool and Waste Management Facility.

Mabunji Aboriginal Resource Association is a provider of agency services in Borroloola such as a childcare centre, aged care centre, safe house, sea ranger unit, town camp and outstation maintenance, and the community radio station.

Gulf Savannah NT Aboriginal Corporation delivers Community Development Program activities in Borroloola.

Other services in the town include a police station, a school, a health clinic, motels, caravan parks, cafes and shops.MAJOR EVENTS: The Borroloola Show, Rodeo and Campdraft draws hundreds of visitors to the remote community every year. There are also various fishing competitions held at nearby King Ash Bay throughout the year.

BORROLOOLASOUTH WEST GULF WARD


CORE SERVICES



FUNDING SOURCE

Storm water audit, water channelling and erosion control for existing drains 2018-2019 DCS To be sourced

Town and camp drainage plans 2018-2019 DCS To be sourced

Traffic Management Plan 2018-2019 DCCS To be sourced

Waste Management Strategy for Borroloola including links to Regional Strategy 2018-2019 DCCS To be sourced

Combined Government Centre at the Council office site including the dump point 2018-2019 DCG To be sourced

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


Showgrounds master plan to include following elements:• Improve site drainage• Upgrade cricket club shelter as a shared facility• Resurface/upgrade playing surface of oval• New shelter for spectators adjacent softball diamond• Upgrade toilet block and include showers for campers• Lighting for softball diamond and oval• Floodlights at showgrounds


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

and relocate toilets to one side


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

and operations• Increase linkage with training agencies and secure funding for staff training and

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

successive years

2018-2019 DCCS To be sourced

Replace Rocky Creek Causeway 2018-2019 DCG To be sourced

CBD upgrade 2018-2019 DCG To be sourced

AGENCY SERVICES




FUNDING SOURCE

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

Ongoing DCCS To be sourced

Antisocial behaviour management through agency program support Ongoing DCCS To be sourced



Advocate for more public housing– vacant blocks on Broad Street 2018-2019 DIPL

Develop further public internet access and upgrade mobile phone footprint 2018-2019 Telstra

Produce a directory with information and map of the town 2018-2019 DIPL

Mara – Bing Bong road access in wet 2018-2019 DIPL

Searcy Street – Bing Bong road culverts 2018-2019 DIPL


OTHER NAMES: Gulin Gulin LOCATION: Bulman is located 220 kilometres north-east of Katherine as the crow flies. Via road, Bulman is 312 kilometers from Katherine on the Central Arnhem Highway. Weemol is a small community outside of Bulman, located three kilometres north-west of Bulman township off the Central Arnhem Highway. OUTSTATIONS: Baghetti, Barrapunta, Gorpulyul, Momob and Mount Catt.TOTAL POPULATION: 259 including Weemol (2016 Census)TOTAL INDIGENOUS POPULATION: 259 including Weemol (2016 Census)MEDIAN AGE: 28 years (2016 Census)POPULATION CHANGE SINCE 2011: 3.78% decrease (2016 Census)

SERVICES: Roper Gulf Regional Council provides a range of core, commercial and agency services in Bulman, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks, gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and community home support programs, Territory Housing, outstations and airport. Roper Gulf Regional Council also operates the Community Development Program in Bulman.

Located in Bulman are a health clinic, a school, a store, an airstrip and a police station. Weemol relies on services provided from Bulman. MAJOR EVENT: The Walaman Cultural Festival (Bulman Festival) is an annual event often held in July. The festival is largely run by community volunteers and gives community members an opportunity to share their arts, crafts and culture with visitors.

BULMAN AND WEEMOLNYIRRANGGULUNG WARD


CORE SERVICES



FUNDING SOURCE

Drainage improvements near council offices and workshop area 2018-2019 DCS To be sourced

Market garden for Bulman 2018-2019 DCCS To be sourced

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


Upgrade the Sports Oval:• re-level and refurbish the playing surface,• install shaded spectator facility at hall,• provide a second amenities block.




Homeland roads upgrades 2018-2019 DHCD

Housing upgrades and repairs 2018-2019 DHCD

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

2018-2019 DSS

Public toilet block for Bulman including wash house for festival patrons 2018-2019 DIPL

Airstrip facilities – shelter, emergency phone and toilet at airstrip 2018-2019 DIPL

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

2018-2019 DIPL

Water quality improvement 2018-2019 PAWA

WeemolOTHER SERVICES OR ADVOCACY ONLY


Public toilet block for Weemol including a laundry 2018-2019 DCG

Upgrade community space - mini oval 2018-2019 DCG

Park improvements - furniture and beautification 2018-2019 DCCS


DALY WATERSNEVER NEVER WARD

LOCATION: Daly Waters is located in the Birdum region, which stretches down the Stuart Highway from south of Mataranka to Newcastle Waters station. The town of Daly Waters is 307 kilometres south of Katherine.TOTAL POPULATION: 86 people reside in the Birdum region (2016 Census) including 9 people in the Daly Waters township. MEDIAN AGE: 34 (2016 Census)SERVICES: Roper Gulf Regional Council provides a range of core services in Daly Waters, including the maintenance and upgrade of infrastructure, weed control and fire hazard reduction in and around the township. Rubbish collection services and the maintenance of parks and gardens are provided by the Daly Waters Progress Association.

Also located in Daly Waters are a store with fuel, a hotel, caravan park, airstrip and heritage-listed police station.MAJOR EVENT: The annual rodeo and campdraft is held on the May Day long weekend, and draws locals and tourists to the town’s showground.

CORE SERVICES



FUNDING SOURCE

Formalise the dump and Waste Management Plan and land tenure 2018-2019 DCCS To be sourced

Metered lights at the tennis court 2018-2019 DCG To be sourced

Consult with local community and stakeholders in relation to upkeep of tennis court and other public open spaces


Internal road upgrade and footpaths 2018-2019 DCG To be sourced

OTHER SERVICE OR ADVOCACY ONLY



Road repairs to the bypass road to Kalala 2018-2019 DIPL

Waste Management Strategy 2018-2019 DIPL

Dead tree at park removal from old police station/school yard 2018-2019 PAWA

Food/camping/hotel signs on the highway 2018-2019 DIPL

No camping sign on Crown Land 2018-2019




Morgue 2018-2019 DHCD

Roads and maintenance 2018-2019 DIPL

Safe house - men/women 2018-2019 DHCD

Solar lighting for streets 2018-2019 Alawa

New dump 2018-2019 Alawa

Sports oval staged plan:• Score board for oval • Construct toilet block adjacent to the oval• Construct portable stands for spectators and shade shelter in convenient locations with a good view of the oval• Continue planning to secure grant funding to construct shade over the water park • Investigate opportunities to fund a S&R officer with multi-agency partnership combining smaller funding

sources to achieve sufficient funds to employ someone

2018-2019 Alawa

HODGSON DOWNS/MINYERRINEVER NEVER WARD

LOCATION: Hodgson Downs is located 270 kilometres south-east of Katherine, 80 kilometres off the Roper Highway.OUTSTATIONS: KewulyiTOTAL POPULATION: 585 (2016 Census)TOTAL INDIGENOUS POPULATION: 582 (2016 Census)MEDIAN AGE: 18 (2016 Census)POPULATION CHANGE SINCE 2011: 19.63% increaseSERVICES: Roper Gulf Regional Council provides the Community Night Patrol, Community Development Program and Territory Housing maintenance in Hodgson Downs. All other services are provided by Alawa Aboriginal Corporation. These services include, but are not limited to, road maintenance and repair, airstrip maintenance and repair, traffic management, rubbish collection, maintenance of parks, ovals and gardens, and weed management.

Located in Hodgson Downs are a health clinic, a school, a crèche, a women’s centre, an aged care facility, a store, an airstrip, a police station and a water park.


JILKMINGGANNEVER NEVER WARD

OTHER NAMES: Djembere, Djilkminggan, Duck Creek and Jilkminggal LOCATION: Jilkminggan is located 138 kilometres south-east of Katherine and 28 kilometres from Mataranka.OUTSTATIONS: Mole Hill TOTAL POPULATION: 301 (2016 Census)TOTAL INDIGENOUS POPULATION: 291 (2016 Census)MEDIAN AGE: 23 years (2016 Census)POPULATION CHANGE SINCE 2011: 7.5% increase (2016 and 2011 Censuses)SERVICES: Roper Gulf Regional Council provides a range of core, commercial and agency services in Jilkminggan, including road maintenance and repair, traffic management, rubbish collection, airstrip maintenance and repair, maintenance of parks, ovals and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and Community Development Program activities.

Located in Jilkminggan are a health clinic, a school and a store. The nearest police station located at Mataranka, 28 kilometres away.

CORE SERVICES



FUNDING SOURCE

Footpaths next to main roads 2018-2019 DCG To be sourced

Traffic management - parking area near art centre and clinic 2018-2019 DCCS To be sourced

Upgrade of fencing and condition of playing surface at the oval 2018-2019 DCG To be sourced

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

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

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

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

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

• Toilet and shower block improvements


Culverts for dump and farm roads 2018-2019 DCS To be sourced


CORE SERVICES



FUNDING SOURCE

Solar light for basketball court, small park behind Council office and entry corner on Mangarrayi Road


Play equipment at sport and recreation area, bough shed and Sungodown Camp

2018-2019 DCG LA Project Funding

AGENCY SERVICES



FUNDING SOURCE

A vehicle for sport and recreation purposes 2018-2019 DCCS To be sourced



Sport and recreation precinct (oval, softball, outdoor court, S&R shed) master plan to consider:• Minor configuration of oval so it can comply with standards to host games• Relocation of old softball nets to SE corner of oval area• Resolve drainage issues• Additional shade tree planting• Integration with the sports court and shed should consider development

of single toilet and change block to service both field and court• Public toilet and shower at football grounds for visiting players• Shade shelter and seating at Football Oval

2018-2019 JCAC

Sports court lighting and covering with a fixed roof 2018-2019 JCAC

Install grids and stock exclusion fencing 2018-2019 JCAC

New cemetery and cemetery project – headstones and surrounds 2018-2019 JCAC

Formalised Youth and Men’s Group Programs 2018-2019 FG/NTG

Water park 2018-2019 FG/NTG

Mobile phone coverage tower 2018-2019 Telstra

More housing to reduce crowding 2018-2019 NTG

Single men’s and women’s accommodation. 2018-2019 NTG

Light at pumping station 2018-2019 PAWA

Access to school sports court in the wet season and for children and youth programs – Sport and Recreation Master Plan 2015

2018-2019 DoE


CORE SERVICES



FUNDING SOURCE

Continue beautification of the Park area at Lot 62 with stage 1 and 2 of the irrigation


Internal road repairs – Stuart Highway to Gantry Road Ongoing DCCS To be sourced

“Road Train Access” and “Through Road” signage 2018-2019 DCG To be sourced

Clean up Larrimah dump 2018-2019 DCCS To be sourced



Clean up of Green Park Roadhouse 2018-2019 DIPL

Upgrade and realignment of the Western Creek access road to Stuart Highway – including repairs, maintenance and radio transmission

2018-2019 DIPL

Mobile phone services/Wi-Fi tower - has been highlighted on black spot list 2018-2019 Telstra

Replacement vehicle for the Larrimah Fire and Response Group (FERG) Unit 2018-2019 NTPFES

LARRIMAHNEVER NEVER WARD

LOCATION: Larrimah is located in the Birdum region, which stretches down the Stuart Highway from south of Mataranka to Newcastle Waters station. The town of Larrimah is 182 kilometres south of Katherine and 76 kilometres south of Mataranka.TOTAL POPULATION: 86 people reside in the Birdum Region (2016 Census) including 47 people in the township of Larrimah.MEDIAN AGE: 41 (2016 Census)SERVICES: Roper Gulf Regional Council provides a range of core services in Larrimah, including the maintenance and upgrade of infrastructure, and weed control and fire hazard reduction in and around the township.

Located in Larrimah are a hotel (including a post office), a cafe and a museum. The nearest police station is located in Mataranka, 76 kilometres to the north.


MANYALLALUKNYIRRANGGULUNG WARDOTHER NAMES: Eva ValleyLOCATION: Manyallaluk is located north east of Katherine, approximately 35 kilometres from the Central Arnhem Highway. The surrounding landscape is filled with rivers, gorges and plateaus, so road access requires heading south, then east, then north.TOTAL POPULATION: 87 (2016 Census)MEDIAN AGE: 21 (2016 Census)SERVICES: Roper Gulf Regional Council provides a range of core, commercial and agency services in

Manyallaluk, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and a crèche. Roper Gulf Regional Council also operates the Community Development Program in Beswick.

Other services in Manyallaluk include a health clinic, a primary school and an airstrip. Local police are located at Maranboy, about 30 minutes away on the Central Arnhem Highway.

CORE SERVICES



FUNDING SOURCE

Establish a network of paths throughout the town 2018-2019 DCG To be sourced

Road upgrades • Repair washouts and concrete • Bituminise (shoulder and reseal)• Kerb and gutter


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


Cemetery Project – headstones and surrounds 2018-2019 DCCS To be sourced

AGENCY SERVICES



FUNDING SOURCE

Water safety training with parents and children 2018-2019 DCCS To be sourced

Park upgrades:• Upgrade softfall under swing• Play equipment


BMX track 2018-2019 DCCS To be sourced



Increase housing 2018-2019 DHCD

Entry grids and stock exclusion fencing 2018-2019 DCG


MATARANKA (including Mulggan CAMP)NEVER NEVER WARD

LOCATION: Mataranka is located 110 kilometres south of Katherine on the Stuart Highway. In addition to Mataranka Town Centre, Mataranka also includes Mulggan Camp.TOTAL POPULATION: 350 (2016 Census)TOTAL INDIGENOUS POPULATION: 104 (2016 Census)MEDIAN AGE: 46 years (2016 Census)POPULATION CHANGE SINCE 2011: 42.27% increase (2016 and 2011 Censuses)SERVICES: Roper Gulf Regional Council provides a range of core, commercial and agency services in Mataranka, including road maintenance and repair, traffic management, rubbish collection, airstrip maintenance and repair, maintenance of parks, ovals and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and Community Development Program activities.

Located in Mataranka are a health clinic, a Rural Transaction Centre, a school, shops, a supermarket, motels, caravan parks, an airstrip, a hotel, service stations and a police station.EVENTS AND RECREATION: Mataranka is a must-see Northern Territory destination for domestic and international travellers alike. Boasting the Mataranka Thermal Pools, Bitter Springs, a historic cemetery and buildings, as well as an abundance of fishing and camping locations, Mataranka offers the true tropical Territory experience.

The Never Never Festival is held in May each year and showcases the arts, crafts and culture of the region. It is generally run in conjunction with a rodeo and campdraft, which attracts cowboys and cowgirls from across the Top End. Other annual events in Mataranka include the rodeo in August and fishing competition in September.


CORE SERVICES



FUNDING SOURCE

Drainage at Elsey street 2018-2019 NTG To be sourced

Upgrade toilets at Community Hall, add another toilet for wheel chair access and remove eucalyptus tree. Redevelopment of Lot 120 2018-2019 DCG To be sourced

Re-develop Cemetery Management Plan at Mataranka – commenced. 2018-2019 DCCS To be sourced

Museum upgrade 2018-2019 DCG To be sourced

Replacement of toilets at Sport and Recreation Grounds in consultation with LA 2018-2019 DCG To be sourced

Replacement of park statues 2018-2019 DCG To be sourced

Oval top dress and universal goal posts installed 2018-2019 DCG To be sourced

Footpaths around internal streets – a priority is Elsey Street 2018-2019 DCG To be sourced

Stan Martin Park Upgrade Proposal including the footpaths (Clinic to Elsey Street) 2018-2019 DCCS To be sourced

AGENCY SERVICES



FUNDING SOURCE

Advocate for more Night Patrol funding for the region 2018-2019 DCCS To be sourced

Sport and Recreation activities 2018-2019 DCCS, NTG/Federal

Government funding sought

To be sourced

Increase Youth at Risk support services and activities 2018-2019 DCCS To be sourced

COMMERCIAL SERVICES

PROJECT DETAILS TIME FRAMERESPONSIBILITY, STAKEHOLDERS OR PARTNERS

FUNDING SOURCE

Upgrade the airstrip to CASA standard 2018-2019 DCS To be sourced

Playground and solar light at Mulggan Camp 2018-2019 DCS To be sourced

Mulggan Camp housing 2018-2019 DCS To be sourced




Land release 2018-2019 NTG

Town plan review and update 2018-2019 DLPE

The development of a walking track from Bitter Springs to the Little Roper Bridge, and support the development of the Visitor Experience Development Plan for Elsey National Park (part of the new Visitor Development Management Plan for Elsey)

2018-2019 TNT/Parks and Wildlife Commission NT

Investigate options for Aged Care facility and Child Care Centre 2018-2019 DCCS

Little Roper Bridge Upgrade 2018-2019 NTG

Women’s Safe House 2018-2019 DCCS

School bus to Katherine 2018-2019 DoE

Continue to advocate support for the promotion of tourism and contribute to the town’s opportunities for tourism 2018-2019 TNT


NGUKURRYUGUL MANGI WARD

LOCATION: Ngukurr is located 331 kilometres south-east of Katherine on the Roper Highway.OUTSTATIONS: Boomerang Lagoon, Badawarka, Costello, Lake Katherine, Manbu Manbu, Ngaliwan, Namaliwirri, Ruined City, Turkey Lagoon, Wanmurri and Urapunga.TOTAL POPULATION: 1149 (2016 Census)TOTAL INDIGENOUS POPULATION: 1079 (2016 Census)MEDIAN AGE: 23 years (2016 Census)POPULATION CHANGE SINCE 2011: 8.81% increase (2016 and 2011 Censuses)SERVICES: Roper Gulf Regional Council provides a range of core, commercial and agency services in Ngukurr, including road maintenance and repair,

traffic management, rubbish collection, maintenance of parks and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs. In addition, it operates the community swimming pool, Waste Management Facility and aged care facility, and delivers Community Development Program activities.

Located in Ngukurr is a health clinic, a school, a store with fuel available, an arts centre, a motel, an airstrip, boat ramp and police station.MAJOR EVENT: The Yugul Mangi Festival is held annually, usually in mid-July. The festival allows community members to share their musical, sporting and cultural successes with patrons, who travel to the remote community from across Australia.


CORE SERVICES



FUNDING SOURCE

Solar lighting for Policeman Lookout Park, cemetery, and barge footpath 2018-2019 DCG To be sourced

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

2018-2019 DCG LA Funding

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


Installation of water fountains at oval and pool 2018-2019 DCG To be sourced

No smoking signage for public places e.g. oval 2018-2019 DCCS To be sourced

Enclose open drains 2018-2019 DCS To be sourced

Upgrade dump and surrounds to improve waste management 2018-2019 DCCS To be sourced

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


Swimming pool complex improvement: installations of shade cloths, community graffiti board, water fountains, CCTV and upgrades to shade shelter, table and seats


Development of new lawn cemetery including fencing 2018-2019 DCCS To be sourced

Fencing off the two current Cemetery sites 2018-2019 DCCS To be sourced

Sports oval 2018-2019 DCG To be sourced

Horse Arena 2018-2019 DCG To be sourced

BMX track upgrade 2017-18 DCG To be sourced

Horse arena 2017-18 DCG To be sourced

COMMERCIAL SERVICES


Australia Post services to include outgoing mail services 2018-2019 Australia Post




Development of a new stage 2018-2019 DCG

BMX Track Upgrade 2018-2019 DCG

Upgrade Barge Road and landing 2018-2019 NTG

Increase opportunity for Youth to be involved with Trade Training 2018-2019 CDP

Support Aged Care and Disability through the quality improvement process, and development of a purpose built building and facility

2018-2019 DH

Encourage government to undertake community fencing program 2018-2019 DHCD

Installation of a compost toilet at airport 2018-2019 DIPL

Development of an AMP - consult with broader community through public meetings to plan

2018-2019 Dtbi

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

2018-2019 AGD

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

2018-2019 CDP

Upgrade Roper Highway by sealing the road up to Ngukurr 2018-2019 DIPL

NT Government to establish MVR and other general front line services in Ngukurr

2018-2019 MVR

Assist stakeholders in Ngukurr to develop a subdivision project to increase general industry and residential lots available to residents and local businesses.

2018-2019 NLC/ YMAC/ RGRC

Advocate to upgrade Church with:• Access road• Disabled ramp • Coffin trolley

2018-2019

Advocate for more housing 2018-2019 DoH

Interagency coordination group to improve coordination of programs and activities and improve resource sharing

2018-2019

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

2018-2019 YMAC


NUMBULWARNUMBULWAR NUMBURINDI WARD

LOCATION: Numbulwar is located at the mouth of the Rose River, on the western coast of the Gulf of Carpentaria and adjacent to Groote Eylandt. Numbulwar is approximately 476 kilometres east of Katherine, 792 kilometres south-east of Darwin and 260 kilometres south-west of Nhulunbuy.TOTAL POPULATION: 723 (2016 Census)TOTAL INDIGENOUS POPULATION: 678 (2016 Census)MEDIAN AGE: 27 years (2016 Census)POPULATION CHANGE SINCE 2011: 5.24% increase (2016 and 2011 censuses)

SERVICES: Roper Gulf Regional Council provides a range of core, commercial and agency services in Ngukurr, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks and gardens, community safety through Community Night Patrol, animal welfare and control, and sport and recreation programs. In addition, it operates an aged care facility and delivers Community Development Program activities.

Located in Numbulwar are a health clinic, a school, a store with fuel available, an airstrip, boat ramp and police station.


CORE SERVICES



FUNDING SOURCE

Build waterless/eco public toilets at waterfront and airstrip 2018-2019 DCG To be sourced

Education awareness program for health, dogs, litter, adult learning and governance

2018-2019 DCG/DCCS To be sourced

Establish new dump site and decommission old dump 2018-2019 DCG REIF

Right Path Project – including bike lanes and footpath lanes 2018-2019 DCG To be sourced

New cemetery and ongoing management 2018-2019 DCCS To be sourced

Pedestrian crossing at community store, school, Newtown Store and clinic including signage


Upgrade street lighting 2018-2019 DCS To be sourced

Curb, guttering and drain management to control storm water at school and along main road to the CBD


Planning for a new sports oval in a more suitable location in the new subdivision


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


AGENCY SERVICES



FUNDING SOURCE

Development of family and children’s centre 2018-2019 DET and DoE To be sourced

Development of Alcohol Management Plan 2018-2019 Dtbi and NT Police To be sourced

Provide youth leadership courses to develop leadership skills for youth across the Region and pathways to employment

Ongoing DCS To be sourced



Bridge built over Phelps River and address series of culverts issue 2018-2019 DIPL

Working partnership to support the small business developments; develop a government business and service centre

Ongoing Dtbi

New multipurpose Community Building and oval in new suburb 2018-2019 DLPE

Support School Attendance Working Group to develop a localised school attendance strategy that will increase attendance and have young adults and parents returning to school

Ongoing RSAS and School

Safe House 2018-2019 GEC

Mental Health and Wellbeing, AOD Care Program 2018-2019 DoH


AGENCY SERVICES



FUNDING SOURCE

Community Night Patrol 2018-2019 DCCS IAS


PROJECT DETAILS TIME FRAME LEAD AGENCYEmployment and training Ongoing Gulf Savannah NT Aboriginal Corporation

Sports oval upgrade (including container) Ongoing Mungoorbada Aboriginal Corporation

Cemetery management Ongoing Mungoorbada Aboriginal Corporation

Dog management Ongoing Mungoorbada Aboriginal Corporation

Tourism development Ongoing Mungoorbada Aboriginal Corporation

More housing to address housing shortage Ongoing Mungoorbada Aboriginal Corporation

Traffic calming devices and signage Ongoing Mungoorbada Aboriginal Corporation

Tourism development Ongoing Mungoorbada Aboriginal Corporation

More housing to address housing shortage 2018-2019 Mungoorbada Aboriginal Corporation

Traffic calming devices and signage 2018-2019 Mungoorbada Aboriginal Corporation

ROBINSON RIVERSOUTH WEST GULF WARD

LOCATION: Robinson River is located 144 kilometres south-east of Borroloola and 798 kilometres from Katherine.TOTAL POPULATION: 222 (2016 Census)TOTAL INDIGENOUS POPULATION: 212 (2016 Census)MEDIAN AGE: 20 years (2016 Census)POPULATION CHANGE SINCE 2016: 13.96% decrease (2016 and 2011 Censuses)SERVICES: Roper Gulf Regional Council provides Community Night Patrol services in Robinson River.

Mungoorbada Aboriginal Corporation provides other services including, but not limited to, rubbish collection services, cemetery management, traffic management, maintenance of parks, ovals and gardens, and Centrelink services.

Gulf Savannah NT Aboriginal Corporation is the Community Development Program provider in Robinson River.


URAPUNGAYUGUL MANGI WARD

OTHER NAME: RittaranguLOCATION: Urapunga is an outstation of Ngukurr. It is located on the Wilton River, 30 kilometres west of Ngukurr off the Roper Highway. TOTAL POPULATION: 128 (2016 Census)MEDIAN AGE: 17 years (2016 Census)SERVICES: Roper Gulf Regional Council delivers a limited range of core and agency services in Urapunga, including rubbish collection, maintenance of parks, gardens and public spaces, and the delivery of Community Development Program activities.


CORE SERVICES



FUNDING SOURCE

Continue to develop Council Services Ongoing DCCS Budget

Install fence around cemetery (commenced) and enclose headstones around existing gravesites


Install solar lights at various locations around community – Pplayground, public toilets, fellowship and entrance areas


Bituminize dirt section to and around local shop area 2018-2019 DCS To be sourced

Regular airstrip maintenance and install landing lights 2018-2019 NTG To be sourced

Upgrade and repair existing public toilet, installing power, drains, lighting, landscaping and community washing machine


Landscaping around community creating parks, gardens and grassed areas


Clear and upgrade old Homestead area 2018-2019 DCCS To be sourced

Install new road signs, town entry sign, footpaths and speedbumps

AGENCY SERVICES



FUNDING SOURCE

Community Night Patrol Services Ongoing DCCS IAS

Provide Sport and Recreational activities – exercise area, BMX/bike track, oval, basketball court


Upgrade CDP property for Council occupation 2018-2019 DCCS To be sourced

COMMERCIAL SERVICES



FUNDING SOURCE

Construct Shade Shelter at Aerodrome and access to water 2018-2019 DCG To be sourced


PROJECT DETAILS LEAD AGENCY

Provide Mobile Phone Coverage DCA

Repair current Public Telephone Box and install seating and shade Telstra

Provide Aged Care services and investigate options to incorporate with crèche/childcare services DPMC

Upgrade old Barge Area DIPL


Outstations serviced within the Roper Gulf region are:

SERVICED FROM BULMAN AND KATHERINE• Barrapunta• Baghetti• Mount CattSERVICED FROM KATHERINE• Jodetluk (Gorge Camp)• WerenbunSERVICED FROM MATARANKA AND KATHERINE• Mulggan Camp

SERVICED FROM NGUKURR AND KATHERINE• Badawarrka• Boomerang Lagoon• Costello• Kewulyi• Mole Hill• Nulawan• Nummerloori

There are approximately 300 people living across all of the Roper Gulf region outstations in 43 dwellings, with a further 60 outstation dwellings currently vacant. The 300 residents are not evenly distributed across the outstations - Mulggan Camp has approximately 60 residents with up to 150 transient residents at times, Mount Catt has approximately 15 residents, Jodetluk has approximately 40 residents, Kewuyli approximately 20 residents and Werenbun approximately 40 residents, with an average across the region of 5.4 residents per outstation. Significant seasonal population variations occur in the small- to medium-sized outstations restricted wet weather access.

In partnership with the Northern Territory Department of Housing and Community Development, the Council provides basic core services to outstations and homelands, including:

MUNICIPAL AND ESSENTIAL SERVICESOperational funding received by the Council covers repairs and maintenance, minor works and general operational costs of the delivery of municipal and essential services.

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

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

HOUSING MAINTENANCE SERVICESThis assists homeland residents to live in a safe and healthy environment. Funding is used for:

• The direct costs associated with undertaking urgent and planned repairs and maintenance of dwellings.

HOME EXTRA ALLOWANCEThis is an annual $5200 per-dwelling grant applied for by the homeland resident that meets the eligible criteria, and allows families to improve living conditions on their homelands. Funding will be spent on identified repairs and maintenance of the dwelling, particularly for issues that ensure a safe and secure environment for families.

MUNICIPAL AND ESSENTIAL SERVICES SPECIAL PURPOSE GRANTSThis is capital infrastructure funding to assist service providers with the delivery of municipal and essential services in homelands where the cost to deliver the services is beyond the capacity of the Municipal and Essential Services Program annual grant.

OUTSTATIONS AND HOMELANDS


COMMERCIAL SERVICES



FUNDING SOURCE

Municipal Essential ServicesBarrapunta, Baghetti, Mount Catt, Jodetluk, Werenbun, Mulggan Camp, Badawarrka, Costello, Mole Hill, Nulawan, Nummerloori, Kewulyi, Boomerang Lagoon

2018-2019 DHCD Budget

Housing Maintenance ServicesBarrapunta, Baghetti, Mount Catt, Jodetluk, Werenbun, Mulggan Camp, Badawarrka, Costello, Mole Hill, Nulawan, Nummerloori, Kewulyi, Boomerang Lagoon


Home Extra Allowance Badawarrka, Barrapunta, Boomerang Lagoon, Jodetluk, Kewulyi, Mole Hill, Mt Catt, Nulawan, Nummerloori, Werenbun


Badawarrka • Solar panels• Electrical upgrades• Solar lighting

2018-2019 DHCD To be sourced

Boomerang Lagoon • Solar generator • Boundary fencing • Upgrade shower block


Jodetluk • Replace water tank • Replace sewage pump


Kewulyi• Upgrade septic trench systems in all dwellings • Upgrade access road to dump and tidy up • Upgrade water storage system to improve water pressure • Cemetery fencing • Housing upgrades• Solar lighting


Mole Hill • Remove old car bodies at dump • Upgrade the dump • Replace tank stand • Solar lighting


Mt Catt• Upgrade septic tank behind shower block • Upgrade power line • Upgrade the dump • Upgrade access road• Solar lighting



COMMERCIAL SERVICES



FUNDING SOURCE

Mulggan Camp• Replace sewage pump• Investigate excess water usage• Support NTG with transient issue


Nulawan • Dust suppression, irrigation and reticulation • Upgrade dump


Numerloorri • Dust suppression, irrigation and reticulation • Upgrade generator and generator container


Werenbun• Replace water tank • Replace sewage pump • Upgrade the dump Flood damage repairs to access roadUpgrades to housingAdvocate mobile phone coverage


All Locations • Additional solar lights for communal facilities



PLANNINGFINANCIALThe key component of any financial strategy in

a service delivery organisation is to balance community demands and expectations with the organisation’s financial capacity. Due to a small base of less than 1000 rateable properties in the Local Government Area, Roper Gulf Regional Council remains heavily reliant on grant funding and agency income. This reliance will continue as long as source operating revenue is restricted.

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

programs outlined in section 2 of this 2018-19 Regional Plan.


PLANNINGFINANCIAL

SECTION 3 | FINANCIAL PLANNING 81

3.1 BUDGET SUMMARY 2018-2019The budget for 2018-19 has been completed on a consultative basis and aims to address the needs of residents and the programs under the Roper Gulf Regional Council’s direction.During the 2018-19 financial year, Roper Gulf Regional Council is expected to receive revenue of $42.5 million. Of this revenue, 45 percent is expected to be sourced from grants, 47 percent from government contracts and agency services, 5 percent from rates and remaining 3 percent from other sources. The council will be looking to use the reserves of 3.8 M for funding capital expenditure. In expenditure terms, the five largest service delivery program areas for the Council are: Community Development Program (CDP), Night Patrol, Territory Housing Repairs and Maintenance Contract, Municipal Services, and Council Services General. The largest component of operating expenditure is on wages and salaries, for a total of $21.1 million or 47 per cent. This is budgeted to fund 400 employment positions across

the Region. This makes the Council one of the largest employers in the Big Rivers region, and the largest employer of Indigenous people in the Roper Gulf Regional Council area.Additionally, the council has budgeted $5.35 million for capital expenditure. The majority of this budget will be used for renewal of ageing plant, machinery and vehicles. Other big capital upgrades are planned for Borroloola, Bulman, Mataranka and Ngukurr. Upgrades of vehicles in aged care sector to cater for NDIS needs have been factored in this budget. 2018-19 operational budget stays in surplus of 920K after covering for the deprecation of 4.4M. Council is aiming to fund its depreciation of 4.4 M and putting it in reserves to be used with operational surplus to cover capital expenditure of 5.35M. The carried forwards of $3.7M will be used for upgrading roads and bridges in council’s jurisdiction.


INCOME BY ACCOUNT CATEGORY

EXPENDITURE BY CATEGORY

3.2 ESTIMATES OF REVENUE AND EXPENDITURE FOR THE 2018-19 FINANCIAL YEAR

Consolidated Budget 2018-19 by Natural Account Category

2018-19

INCOME BUDGET ($)11 - Income Rates 2,359,29012 - Income Council Fees and Charges 752,10513 - Income Operating Grants Subsidies 19,042,20814 - Income Investments 280,00017 - Income Agency and Commercial Services 19,948,72619 - Other Income 113,970

TOTAL INCOME 42,496,299

CARRIED FORWARDS / RESERVES 81 - Accumulated Surplus Deficit 3,771,923

TOTAL INCOME & CARRIED FORWARDS 46,268,222

EXPENDITURE21 - Employee Expenses 21,139,36422 - Contract and Material Expenses 13,816,00823 - Fleet, Plant & Equipment 1,250,45024 - Asset Expense 4,435,60025 - Other Operating Expenses 4,695,40027 - Finance Expenses 12,000

TOTAL EXPENDITURE 45,348,822

OPERATING SURPLUS/(DEFICIT) 919,400

CAPITAL EXPENDITURE53 - WIP Assets 5,355,000

TOTAL CAPITAL EXPENDITURE 5,355,000

Roper Gulf Regional CouncilIncome and Expenditure Report as at 27 June 2018

19 - Other Income

17 - Income Agency and Commercial Services

14 - Income Investments

13 - Income Operating Grants Subsidies

12 - Income Council Fees and Charges

11 - Income Rates

27 - Finance Expenses

25 - Other Operating Expenses

24 - Asset Expense

23 - Fleet, Plant & Equipment

22 - Contract and Material Expenses

21 - Employee Expenses


Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018HQ

2018-19

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support -3,227,88712 - CORE - Governance & Council 1,671,31114 - CORE - Services 12,32816 - CORE - Infrastructure and Assets 360,00018 - COMMERCIAL - Housing 713,01820 - COMMERCIAL - Other 156,43722 - COMMERCIAL - Mechanial Workshops -31,62126 - AGENCY - CDP 1,410,11128 - AGENCY - Homelands and Outstations 263,20530 - AGENCY - Family and Community 697,15832 - AGENCY - Enviro Health and Landcare 313,90434 - AGENCY - Community Safety 1,524,81336 - AGENCY - Other 598,390


EXPENDITURE21 - Employee Expenses 7,765,06422 - Contract and Material Expenses 2,298,20723 - Fleet, Plant & Equipment 273,35524 - Asset Expense 4,435,60025 - Other Operating Expenses 2,547,22227 - Finance Expenses 11,60031 - Internal Cost Allocations -12,869,880


2017-18

EXPENDITURE101 - Chief Executive 459,682102 - Corporate Services Directorate and Admin 306,526103 - Infrastructure and Technical Services Directorate and Admin

5,486

104 - Community Services Directorate and Admin -2,915,004105 - Financial Management 974,606106 - General Council Operations -3,360,415107 - Human Resources 1,239,209109 - Asset Department 267,564110 - Assets Managment - Fixed Assets 250,374113 - Project Management 467,201114 - Work Health and Safety 267,677

115 - Asset Management - Mobile Fleet & Equipment -1,190,792130 - Governance 813,420131 - Council and Elected Members 770,983132 - Local Authority 6,908133 - Local Elections 30,000134 - Community Grants 50,000161 - Waste management 12,328200 - Local roads maintenance 350,000201 - Street lighting 10,000220 - Territory Housing Repairs and Maintenance Contract 541,442221 - Territory Housing Tenancy Management Contract 171,576240 - Commercial Operations admin 152,109246 - Commercial Australia Post 4,328275 - Mechanical Workshop -31,621314 - Service Fee - CDP 1,410,111320 - Outstation Services Admin 98,605323 - Outstations municipal services 164,600341 - Commonwealth Aged Care Package 342,520342 - Indigenous Aged Care Employment -16,271344 - Commonwealth Home Support Program -257,381346 - Indigenous Broadcasting 30,442347 - Creche -6,026348 - Library 29,805350 - Centrelink 169,999355 - National Disability Insurance Scheme 313,711356 - NDIS - Community Inclusion Capacity Development Program

90,360

381 - Animal Control 313,904401 - Night Patrol 635,955403 - Outside School Hours Care -3,451404 - Indigenous Sports and Rec Program 275,892407 - Remote Sports and Recreation 265,000414 - Drug and Volatile Substances 39,523415 - Indigenous Youth Reconnect 311,894462 - 2014-19 Roads to Recovery 598,390


CAPITAL EXPENDITURE110 - Assets Managment - Fixed Assets 65,000115 - Asset Management - Mobile Fleet & Equipment 490,000

TOTAL CAPITAL EXPENDITURE 555,000


36 - AGENCY - Other

34 - AGENCY - Community Safety

32 - AGENCY - Enviro Health and Landcare

30 - AGENCY - Family and Community

28 - AGENCY - Homelands and Outstations

26 - AGENCY - CDP

22 - COMMERCIAL - Mechanical Workshops

20 - COMMERCIAL - Other

18 - COMMERCIAL - Housing

16 - CORE - Infrastructure and Assets

14 - CORE - Services

12 - CORE - Governance & Council

10 - CORE - Corporate, Executive & Support

31 - Internal Cost Allocations



24 - Asset Expense




EXPENDITURE BY SERVICE

EXPENDITURE BY ACCOUNT CATEGORY


2018-2019

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 371,28912 - CORE - Governance & Council 60,50814 - CORE - Services 630,99616 - CORE - Infrastructure and Assets 28,54218 - COMMERCIAL - Housing 148,97420 - COMMERCIAL - Other 57,17926 - AGENCY - CDP 822,28630 - AGENCY - Family and Community 171,05334 - AGENCY - Community Safety 269,203


EXPENDITURE21 - Employee Expenses 964,23722 - Contract and Material Expenses 329,82423 - Fleet, Plant & Equipment 89,83425 - Other Operating Expenses 125,24131 - Internal Cost Allocations 1,050,892


EXPENDITURE110 - Assets Managment - Fixed Assets 36,943111 - Council Services General 334,346132 - Local Authority 6,548138 - Local Authority Project 53,960160 - Municipal Services 531,581161 - Waste management 77,465162 - Cemeteries Management 10,000164 - Local Emergency Management 1,050169 - Civic Events 10,000170 - Australia Day 600171 - Naidoc Week 300200 - Local roads maintenance 10,500201 - Street lighting 10,200202 - Staff Housing 7,842220 - Territory Housing Repairs and Maintenance Contract 200221 - Territory Housing Tenancy Management Contract 148,774241 - Airstrip maintenance Contracts 1,800242 - Litter Collection and Slashing External Contracts 44,000246 - Commercial Australia Post 11,379314 - Service Fee - CDP 632,286

318 - Outcome Payments - CDP 190,000341 - Commonwealth Aged Care Package 21,480344 - Commonwealth Home Support Program 5,000346 - Indigenous Broadcasting 43,000348 - Library 27,421350 - Centrelink 73,151356 - NDIS - Community Inclusion Capacity Development Program

1,000

401 - Night Patrol 189,143404 - Indigenous Sports and Rec Program 46,338409 - Sport and Rec Facilities 32,313416 - Youth Vibe Grant 1,409




Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 BARUNGA (BAMYILI)



26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 BESWICK (WUGULARR)

2018-19

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 336,31112 - CORE - Governance & Council 82,00414 - CORE - Services 496,04316 - CORE - Infrastructure and Assets 56,40218 - COMMERCIAL - Housing 107,64020 - COMMERCIAL - Other 152,83526 - AGENCY - CDP 1,378,08530 - AGENCY - Family and Community 790,97132 - AGENCY - Enviro Health and Landcare 30034 - AGENCY - Community Safety 310,997


EXPENDITURE21 - Employee Expenses 1,545,87522 - Contract and Material Expenses 523,95323 - Fleet, Plant & Equipment 86,65025 - Other Operating Expenses 189,84731 - Internal Cost Allocations 1,365,264


EXPENDITURE110 - Assets Managment - Fixed Assets 40,593111 - Council Services General 295,718132 - Local Authority 6,044138 - Local Authority Project 75,960160 - Municipal Services 414,389161 - Waste management 69,013162 - Cemeteries Management 10,000164 - Local Emergency Management 2,041170 - Australia Day 600200 - Local roads maintenance 10,500201 - Street lighting 10,200202 - Staff Housing 35,702220 - Territory Housing Repairs and Maintenance Contract 107,640245 - Visitor Accommodation and External Facility Use 141,350246 - Commercial Australia Post 11,486314 - Service Fee - CDP 1,253,085318 - Outcome Payments - CDP 125,000341 - Commonwealth Aged Care Package 10,740342 - Indigenous Aged Care Employment 208,833344 - Commonwealth Home Support Program 126,250

346 - Indigenous Broadcasting 47,100347 - Creche 224,069350 - Centrelink 64,508353 - Budget Based Funding 33,000355 - National Disability Insurance Scheme 76,471381 - Animal Control 300401 - Night Patrol 251,572404 - Indigenous Sports and Rec Program 52,725407 - Remote Sports and Recreation 5,000414 - Drug and Volatile Substances 500416 - Youth Vibe Grant 1,200




34 - AGENCY - Community Safety32 - AGENCY - Enviro Health and Landcare


26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 BORROLOOLA

2018-19

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 443,69712 - CORE - Governance & Council 168,18414 - CORE - Services 714,81516 - CORE - Infrastructure and Assets 1,432,95320 - COMMERCIAL - Other 197,19626 - AGENCY - CDP 1,299,63030 - AGENCY - Family and Community 42,15932 - AGENCY - Enviro Health and Landcare 2,50034 - AGENCY - Community Safety 596,99338 - OTHER - Swimming Pools 447,518


EXPENDITURE21 - Employee Expenses 1,464,51022 - Contract and Material Expenses 2,185,66723 - Fleet, Plant & Equipment 124,49425 - Other Operating Expenses 336,64031 - Internal Cost Allocations 1,234,333


EXPENDITURE110 - Assets Managment - Fixed Assets 3,000111 - Council Services General 440,697132 - Local Authority 37,604138 - Local Authority Project 130,580160 - Municipal Services 446,491161 - Waste management 246,324162 - Cemeteries Management 10,000169 - Civic Events 10,000170 - Australia Day 1,000171 - Naidoc Week 1,000200 - Local roads maintenance 1,411,000201 - Street lighting 22,100202 - Staff Housing -148241 - Airstrip maintenance Contracts 120,000245 - Visitor Accommodation and External Facility Use

77,195

314 - Service Fee - CDP 1,279,630318 - Outcome Payments - CDP 20,000

348 - Library 41,159356 - NDIS - Community Inclusion Capacity Development Program

1,000

381 - Animal Control 2,500401 - Night Patrol 251,768404 - Indigenous Sports and Rec Program 74,660415 - Indigenous Youth Reconnect 269,406416 - Youth Vibe Grant 1,159550 - Swimming Pool 447,518


CAPITAL EXPENDITURE110 - Assets Managment - Fixed Assets 424,000115 - Asset Management - Mobile Fleet & Equipment

610,000

TOTAL CAPITAL EXPENDITURE 1,034,000

38 - OTHER - Swimming Pools



30 - AGENCY - Family and Community26 - AGENCY - CDP














Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 BULMAN (GULIN GULIN)

2018-19

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 294,76812 - CORE - Governance & Council 71,02014 - CORE - Services 432,55316 - CORE - Infrastructure and Assets 827,98418 - COMMERCIAL - Housing 95,62520 - COMMERCIAL - Other 47,05626 - AGENCY - CDP 689,42130 - AGENCY - Family and Community 398,35732 - AGENCY - Enviro Health and Landcare 2,20034 - AGENCY - Community Safety 322,854


EXPENDITURE21 - Employee Expenses 1,005,98822 - Contract and Material Expenses 1,107,71323 - Fleet, Plant & Equipment 70,13525 - Other Operating Expenses 156,81131 - Internal Cost Allocations 841,191


EXPENDITURE110 - Assets Managment - Fixed Assets 12,063111 - Council Services General 282,704131 - Council and Elected Members 1,000132 - Local Authority 28,400138 - Local Authority Project 41,620160 - Municipal Services 362,724161 - Waste management 59,229162 - Cemeteries Management 10,000170 - Australia Day 600200 - Local roads maintenance 810,000201 - Street lighting 8,700202 - Staff Housing 9,284220 - Territory Housing Repairs and Maintenance Contract 48,784221 - Territory Housing Tenancy Management Contract 46,841241 - Airstrip maintenance Contracts 8,000245 - Visitor Accommodation and External Facility Use 35,570246 - Commercial Australia Post 3,486314 - Service Fee - CDP 554,421318 - Outcome Payments - CDP 135,000342 - Indigenous Aged Care Employment 99,507

344 - Commonwealth Home Support Program 31,410346 - Indigenous Broadcasting 44,746349 - School Nutrition Program 161,224350 - Centrelink 61,470381 - Animal Control 2,200401 - Night Patrol 191,898404 - Indigenous Sports and Rec Program 129,439416 - Youth Vibe Grant 1,517







26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 EVA VALLEY (MANYALLALUK)

2018-19

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 227,68212 - CORE - Governance & Council 19,74014 - CORE - Services 336,65016 - CORE - Infrastructure and Assets 17,66220 - COMMERCIAL - Other 127,17226 - AGENCY - CDP 242,36430 - AGENCY - Family and Community 373,88734 - AGENCY - Community Safety 199,070


EXPENDITURE21 - Employee Expenses 689,45722 - Contract and Material Expenses 184,87123 - Fleet, Plant & Equipment 43,33525 - Other Operating Expenses 92,54031 - Internal Cost Allocations 534,025


EXPENDITURE110 - Assets Managment - Fixed Assets 29,852111 - Council Services General 196,829115 - Asset Management - Mobile Fleet & Equipment 1,000132 - Local Authority 6,800138 - Local Authority Project 12,940160 - Municipal Services 269,198161 - Waste management 55,803162 - Cemeteries Management 10,000164 - Local Emergency Management 1,050170 - Australia Day 600200 - Local roads maintenance 10,500201 - Street lighting 3,250202 - Staff Housing 3,912241 - Airstrip maintenance Contracts 500244 - Power Water contract 92,529245 - Visitor Accommodation and External Facility Use 26,181246 - Commercial Australia Post 7,962314 - Service Fee - CDP 207,364318 - Outcome Payments - CDP 35,000341 - Commonwealth Aged Care Package 10,740342 - Indigenous Aged Care Employment 44,014

344 - Commonwealth Home Support Program 20,227347 - Creche 167,579349 - School Nutrition Program 98,276350 - Centrelink 50353 - Budget Based Funding 33,000401 - Night Patrol 164,395404 - Indigenous Sports and Rec Program 24,454409 - Sport and Rec Facilities 8,621414 - Drug and Volatile Substances 500416 - Youth Vibe Grant 1,100






26 - AGENCY - CDP














Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 JILKMINGGAN (DUCK CREEK)

2018-19

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 291,53812 - CORE - Governance & Council 51,37414 - CORE - Services 328,08316 - CORE - Infrastructure and Assets 17,71718 - COMMERCIAL - Housing 34,52320 - COMMERCIAL - Other 99,44826 - AGENCY - CDP 692,15330 - AGENCY - Family and Community 706,29034 - AGENCY - Community Safety 426,562


EXPENDITURE21 - Employee Expenses 1,061,07122 - Contract and Material Expenses 281,19823 - Fleet, Plant & Equipment 71,55125 - Other Operating Expenses 144,00631 - Internal Cost Allocations 1,089,862


EXPENDITURE110 - Assets Managment - Fixed Assets 2,000111 - Council Services General 289,538132 - Local Authority 6,044138 - Local Authority Project 45,330160 - Municipal Services 252,301161 - Waste management 72,800164 - Local Emergency Management 2,081170 - Australia Day 600171 - Naidoc Week 300200 - Local roads maintenance 10,500201 - Street lighting 1,200202 - Staff Housing 6,017221 - Territory Housing Tenancy Management Contract 34,523244 - Power Water contract 92,271246 - Commercial Australia Post 7,177314 - Service Fee - CDP 552,153318 - Outcome Payments - CDP 140,000341 - Commonwealth Aged Care Package 21,480344 - Commonwealth Home Support Program 5,707347 - Creche 575,572350 - Centrelink 53,530

353 - Budget Based Funding 50,000401 - Night Patrol 233,097403 - Outside School Hours Care 113,840404 - Indigenous Sports and Rec Program 23,118409 - Sport and Rec Facilities 43,352414 - Drug and Volatile Substances 12,000416 - Youth Vibe Grant 1,156


CAPITAL EXPENDITURE115 - Asset Management - Mobile Fleet & Equipment 203,000




26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 MATARANKA

2018-19

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 505,18012 - CORE - Governance & Council 68,71814 - CORE - Services 803,30916 - CORE - Infrastructure and Assets 18,84220 - COMMERCIAL - Other 41,35626 - AGENCY - CDP 592,66330 - AGENCY - Family and Community 409,50932 - AGENCY - Enviro Health and Landcare 1,05034 - AGENCY - Community Safety 287,452


EXPENDITURE21 - Employee Expenses 1,280,81622 - Contract and Material Expenses 378,63223 - Fleet, Plant & Equipment 116,80025 - Other Operating Expenses 122,16327 - Finance Expenses 20031 - Internal Cost Allocations 829,467


EXPENDITURE111 - Council Services General 505,180131 - Council and Elected Members 9,460132 - Local Authority 6,548138 - Local Authority Project 52,710160 - Municipal Services 727,356161 - Waste management 17,303162 - Cemeteries Management 12,000164 - Local Emergency Management 1,050165 - Recycyling Station 10,000166 - Rural Transaction Centre 23,900169 - Civic Events 10,000170 - Australia Day 1,000171 - Naidoc Week 700200 - Local roads maintenance 10,500201 - Street lighting 3,500202 - Staff Housing 4,842241 - Airstrip maintenance Contracts 5,000242 - Litter Collection and Slashing External Contracts 33,000245 - Visitor Accommodation and External Facility Use -4,100

246 - Commercial Australia Post 7,456314 - Service Fee - CDP 487,663318 - Outcome Payments - CDP 105,000341 - Commonwealth Aged Care Package 53,701342 - Indigenous Aged Care Employment 29,832344 - Commonwealth Home Support Program 233,805348 - Library 40,044350 - Centrelink 50,527356 - NDIS - Community Inclusion Capacity Development Program

1,600

381 - Animal Control 1,050401 - Night Patrol 233,481404 - Indigenous Sports and Rec Program 46,915414 - Drug and Volatile Substances 6,025416 - Youth Vibe Grant 1,031


CAPITAL EXPENDITURE110 - Assets Management - Fixed Assets 275,000115 - Asset Management - Mobile Fleet & Equipment 463,000





26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 MINYERRI

2018-19

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 365,65012 - CORE - Governance & Council 91,92818 - COMMERCIAL - Housing 1,90026 - AGENCY - CDP 1,740,00034 - AGENCY - Community Safety 198,300


EXPENDITURE22 - Contract and Material Expenses 2,390,29025 - Other Operating Expenses 7,488


EXPENDITURE106 - General Council Operations 365,650132 - Local Authority 5,288138 - Local Authority Project 86,640220 - Territory Housing Repairs and Maintenance Contract

500

221 - Territory Housing Tenancy Management Contract 1,400314 - Service Fee - CDP 1,740,000401 - Night Patrol 198,300


CAPITAL EXPENDITURE

TOTAL CAPITAL EXPENDITURE 0


26 - AGENCY - CDP









Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 NGUKURR

2018-19

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 762,34412 - CORE - Governance & Council 208,31414 - CORE - Services 800,99616 - CORE - Infrastructure and Assets 83,18018 - COMMERCIAL - Housing 285,87720 - COMMERCIAL - Other 344,17426 - AGENCY - CDP 2,145,28830 - AGENCY - Family and Community 873,26432 - AGENCY - Enviro Health and Landcare 2,70034 - AGENCY - Community Safety 816,19738 - OTHER - Swimming Pools 347,151


EXPENDITURE21 - Employee Expenses 2,495,19022 - Contract and Material Expenses 1,059,02323 - Fleet, Plant & Equipment 140,65225 - Other Operating Expenses 456,53527 - Finance Expenses 20031 - Internal Cost Allocations 2,517,885


EXPENDITURE110 - Assets Managment - Fixed Assets 89,444111 - Council Services General 672,900131 - Council and Elected Members 10,200132 - Local Authority 27,944138 - Local Authority Project 170,170160 - Municipal Services 484,558161 - Waste management 293,688162 - Cemeteries Management 10,000164 - Local Emergency Management 1,050169 - Civic Events 10,000170 - Australia Day 1,000171 - Naidoc Week 700200 - Local roads maintenance 13,823201 - Street lighting 4,120202 - Staff Housing 65,237220 - Territory Housing Repairs and Maintenance Contract 177,784221 - Territory Housing Tenancy Management Contract 108,094241 - Airstrip maintenance Contracts 67,000245 - Visitor Accommodation and External Facility Use 269,400246 - Commercial Australia Post 7,773

314 - Service Fee - CDP 1,815,288318 - Outcome Payments - CDP 330,000341 - Commonwealth Aged Care Package 125,465342 - Indigenous Aged Care Employment 160,632344 - Commonwealth Home Support Program 172,550346 - Indigenous Broadcasting 41,397348 - Library 28,318350 - Centrelink 151,288353 - Budget Based Funding 17,000355 - National Disability Insurance Scheme 72,173356 - NDIS - Community Inclusion Capacity Development Program

104,440

381 - Animal Control 2,700401 - Night Patrol 388,056403 - Outside School Hours Care 126,343404 - Indigenous Sports and Rec Program 50,739409 - Sport and Rec Facilities 91,458414 - Drug and Volatile Substances 500415 - Indigenous Youth Reconnect 158,241416 - Youth Vibe Grant 861550 - Swimming Pool 347,151




38 - OTHER - Swimming Pools



26 - AGENCY - CDP
















Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 NUMBULWAR

2018-19

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 431,61112 - CORE - Governance & Council 189,75414 - CORE - Services 951,65616 - CORE - Infrastructure and Assets 1,863,98318 - COMMERCIAL - Housing 207,25120 - COMMERCIAL - Other 335,94722 - COMMERCIAL - Mechanial Workshops 163,58726 - AGENCY - CDP 1,909,60330 - AGENCY - Family and Community 584,53832 - AGENCY - Enviro Health and Landcare 2,50034 - AGENCY - Community Safety 620,189


EXPENDITURE21 - Employee Expenses 2,016,73422 - Contract and Material Expenses 2,799,33423 - Fleet, Plant & Equipment 156,70025 - Other Operating Expenses 276,28531 - Internal Cost Allocations 2,011,566


EXPENDITURE110 - Assets Managment - Fixed Assets 56,218111 - Council Services General 375,393132 - Local Authority 30,044138 - Local Authority Project 159,710160 - Municipal Services 413,059161 - Waste management 96,047162 - Cemeteries Management 10,000164 - Local Emergency Management 1,050169 - Civic Events 10,000170 - Australia Day 1,000171 - Naidoc Week 500172 - Numbulwar Fuel 420,000200 - Local roads maintenance 1,811,000201 - Street lighting 24,050202 - Staff Housing 28,933220 - Territory Housing Repairs and Maintenance Contract

155,742

221 - Territory Housing Tenancy Management Contract

51,509

241 - Airstrip maintenance Contracts 125,001245 - Visitor Accommodation and External Facility Use 203,579

246 - Commercial Australia Post 7,368275 - Mechanical Workshop 163,587314 - Service Fee - CDP 1,714,603318 - Outcome Payments - CDP 195,000341 - Commonwealth Aged Care Package 94,409342 - Indigenous Aged Care Employment 160,632344 - Commonwealth Home Support Program 164,817346 - Indigenous Broadcasting 46,076350 - Centrelink 117,003356 - NDIS - Community Inclusion Capacity Development Program

1,600

381 - Animal Control 2,500401 - Night Patrol 309,383404 - Indigenous Sports and Rec Program 53,229415 - Indigenous Youth Reconnect 256,159416 - Youth Vibe Grant 1,418




34 - AGENCY - Community Safety32 - AGENCY - Enviro Health and Landcare


26 - AGENCY - CDP

22 - COMMERCIAL - Mechanial Workshops















Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 ROBINSON RIVER

2018-19

EXPENDITURE BUDGET ($)26 - AGENCY - CDP 449,34434 - AGENCY - Community Safety 174,170

TOTAL EXPENDITURE 623,514

EXPENDITURE21 - Employee Expenses 272,51722 - Contract and Material Expenses 38,19223 - Fleet, Plant & Equipment 23,25025 - Other Operating Expenses 102,21431 - Internal Cost Allocations 187,340


EXPENDITURE314 - Service Fee - CDP 441,344318 - Outcome Payments - CDP 8,000401 - Night Patrol 174,170


CAPITAL EXPENDITURE

TOTAL CAPITAL EXPENDITURE 0

26 - AGENCY - CDP










Roper Gulf Regional Council Direct Expenditure Report: 2018-2019 BudgetAs at 27 June 2018 OTHER LOCATIONS

2018-19

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 129,56112 - CORE - Governance & Council 90014 - CORE - Services 31,09916 - CORE - Infrastructure and Assets 2,70020 - COMMERCIAL - Other 10,00026 - AGENCY - CDP 1,398,73228 - AGENCY - Homelands and Outstations 635,63434 - AGENCY - Community Safety 8,543

TOTAL EXPENDITURE 2,217,169V

EXPENDITURE21 - Employee Expenses 577,90522 - Contract and Material Expenses 239,10423 - Fleet, Plant & Equipment 53,69425 - Other Operating Expenses 138,40931 - Internal Cost Allocations 1,208,057


EXPENDITURE111 - Council Services General 129,561 132 - Local Authority 900 160 - Municipal Services 30,049 164 - Local Emergency Management 1,050 201 - Street lighting 2,700 241 - Airstrip maintenance Contracts 10,000 314 - Service Fee - CDP 1,353,732 318 - Outcome Payments - CDP 45,000 322 - Outstations Housing Maintenance 198,250 323 - Outstations municipal services 437,384 401 - Night Patrol 8,543


EXPENDITURE23 - Urapunga (Ritarangu) 43020824 - Werenbun 11607925 - Outstations Region 29 CDP 61377926 - Badawarrka 3819327 - Baghetti 1273128 - Barrapunta (Emu Springs) 3829329 - Boomerang Lagoon 2546230 - Costello 2561232 - Gorge Camp (Jodetluk) 77490

35 - Mole Hill 3819337 - Mount Catt 5092438 - Mulggan 12354040 - Nulawan (Nalawan) 2546244 - Larrimah 280045 - Daly Waters 116847 - Kewyuli (Roper Valley) 6365549 - Binjari 533579


CAPITAL EXPENDITURE115 - Asset Management - Mobile Fleet & Equipment

86,000










28 - AGENCY - Homelands and Outstations

26 - AGENCY - CDP







3.3 COUNCIL AND LOCAL AUTHORITY EXPENSES

3.3.1 Councillor Allowances

APPROVED COUNCILLOR ALLOWANCES APPROVED AMOUNT $ BUDGET AMOUNT $

Councillor – base* 13,283.35 146,116.85Electoral** 4,860.80 53,468.80Deputy Mayor – base* 27,310.21 27,310.21Electoral** 4,860.80 4,860.80Mayor – base* 73,856.62 73,856.62Electoral** 19,439.65 19,439.65TOTAL BASE+ELECTORAL ALLOWANCE 143,611.43 325,052.93

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

3,690.22 max per elected member

47,972.86

Extra Meeting Allowance**** ($125 per meeting maximum claimable $8,855.56 per Councillor) As per CL006 Councillor Allowances Policy

125.00 per meeting per Councillor

12,000.00

Acting Principal Member***** ($256.96 per day maximum claimable 90 days $23,126.40) 256.96 per day 23,126.40

*Base Allowance ClaimsThe base allowance is automatically paid to council members each month or at such frequency as resolved by council, in arrears.**Electoral Allowance ClaimsThe electoral allowance is automatically paid to council members each month or at such frequency as resolved by council, in arrears.***Professional Development Allowance Claims(i) The allowance is available to all council members. (ii) The professional development allowance may be claimed multiple times each year, but the total value of those claims must not exceed the maximum specified in the table (see clause 8). (iii) The professional development allowance is to be used to cover the cost of travel to the course or conference, course or conference fees, meals and accommodation for the duration of the course or conference. (iv) Claims must be made using the forms approved by council. (v) Only approved courses/conferences consistent with council policy attract professional development allowance.****Extra Meeting Allowance Claims(i) Council members may only claim an extra meeting allowance for meetings referred to in the council policy. (ii) An extra meeting allowance may be claimed for up to a maximum of two meetings per day. (iii) Council members must not claim for an extra meeting more than once for the same meeting. (iv) When a council member is required to travel in order to attend an approved extra meeting, the council member may claim an extra meeting allowance for each full day of travel, unless that travel falls on the same day on which the meeting is held. In this context, a full day of travelling means at least four hours of travelling, which may include time in transit. (v) Claims must be made using the forms approved by council. (vi) Forms must include the date on which the meeting was held and indicate the period of time the member was present at the meeting. (vii) The

member must have attended at least 75 per cent of the duration of the meeting to claim an extra meeting allowance. (viii) Claims for extra meeting allowance must be made by the second working day in the month following the meeting for which the claim is made, or as resolved by council. Payment of extra meeting allowance is monthly or as resolved by council. (ix) Claims for extra meeting allowance not made in accordance with (viii) will be regarded as a late claim and paid with the next monthly payment. However, if the claim is not made within three months of the meeting for which the extra meeting allowance is claimed, the right to an extra meeting allowance for that meeting is forfeited. (x) Claims forms must be submitted by the approved method.*****Acting Principal Member Claims(i) When the deputy principal member carries out the functions of the principal member as outlined in section 43(2)(b) and section 43(2)(c) of the Local Government Act, the deputy principal member is entitled to be paid an allowance as the acting principal member. (ii) If some other council member is acting as the principal member in accordance with section 43(3) of the Local Government Act, the member is entitled to be paid an allowance as the acting principal member. (iii) The acting principal member is entitled to be paid the daily rate, as outlined in the table of allowances. While a council member is acting principal member, the extra meeting and base allowances are suspended. In the case of base allowance, this is on a pro rata basis. The member is still entitled to their usual electoral allowance. The daily rate includes Saturdays, Sundays and public holidays. (iv) The maximum number of days (including Saturdays, Sundays and public holidays) that a council member may be paid as the acting principal member is an aggregate of 90 days in a financial year. A member may continue to hold the position for a longer period if council so resolves, however, the allowance reverts to the usual rate for that member.


3.3.2 Council and Elected Member ExpensesActivity 131 Council and Elected Members Expenditure report by Natural Account period ending 30 June 2019.

EXPENDITURE BUDGET ($)

ACCOUNT DESCRIPTION TOTAL PRDS2131 Fringe Benefits Tax 11,000.04

2211 Consulting Fee Exp 11,700.00

2251 Material Exp General 1,000.00

2258 Material Exp Asset Purchases < $5,000 39,988.00

2273 Food, Catering & Cleaning Supplies 1,000.00

2313 Ins Premium Exp Fleet & Plant 500.04

2341 Vehicle Registration Exp 699.96

2372 Fuel and Oil Exp Motor Vehicles 6,000.00

2517 Network Communication Exp (ISDN, ADSL) 3,200.00

2518 Mobile Telephone Exp 8,380.00

2521 Advertising Exp 4,000.00

2522 ID/Ochre Card & Police Checks 780.00

2531 Training Course Fee Exp 6,500.04

2532 Conference or Seminar Course Fee Exp 5,000.00

2534 Accommodation Exp 49,020.00

2535 Airfare and Travel Fare Expense 106,000.00

2537 Travel Allowance Expenses 81,500.00

2549 Chairman Mayoral Allowance Exp 96,986.49

2551 Councillor Allowance Exp 311,165.70

2552 Printing and Stationery 500.00

2554 Computer Consumables 100.00

2555 Meeting Catering 12,000.00

2557 Council Uniforms 1,299.96

3121 Plant and Vehicle Cost Alloc 15,000.00

3146 Staff Visitor Accommodation 6,600.00

3151 Internal Workshop allocation 8,722.56

3198 Internal Vehicle Hire Charges 3,000.00

791,642.79

3.3.3 Local Authority AllowancesLocal Authorities eligible members are paid an allowance after attending a local authority meeting or provisional meeting. The Local Authority Allowances are established by the Minister and on the 29 January 2016 the allowances set for Local Authorises based on revenue units are as follows:• Chair, if eligible, 143 units• Other eligible members 107 units

The Department of Treasury and Finance has established the revenue unit at $1.18 for the period from 1 July 2018 to 30 June 2019.

APPROVED LOCAL AUTHORITY ALLOWANCES

APPROVED AMOUNT $

BUDGET AMOUNT $

Local Authority Chairperson 168.00 7,056.00

Local Authority Member 126.00 51,408.00

TOTAL LOCAL AUTHORITY ALLOWANCE (EXCLUDING SUPPORT AND TRAINING EXPENSES)

294.00 58,464

Activity 132 Local Authorities Expenditure report by Natural Account period ending 30 June 2019.

3.3.4 Local Authority ExpensesEXPENDITURE BUDGET ($)

NATURAL ACCOUNT TOTAL PRDS 2211 Consulting Fee 2,500.00

2531 Training Course Fee Exp 4,308.00

2535 Airfare & Travel Fare 97,200.00

2550 Local Authority Meeting Allowance 58,464.00

2555 Meeting Catering 6,500.00

3198 Internal Vehicle Hire Charges 100.00

TOTAL 169,072

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

3.4 LONG-TERM FINANCIAL PLAN3.4.1 Statement of Major Initiatives The Roper Gulf Regional Council Long-term Financial Plan has been developed to support and achieve the goals and strategies that are highlighted in the RGRC Strategic Plan 2017-2020. • The Community Development Program has

employment sustainability for our organisation and promotes opportunities for employment for local people.

• Council will develop an Integrated Asset Management program in 2018-19 for its ongoing asset management requirements. It is anticipated that this should provide cost efficiencies going forward.

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


3.4.2 Projections of Income and Expenditure2018-19 2019-20 2020-21 2021-22

ROPER GULF 4 YEAR PROJECTED BUDGET BUDGET ($) BUDGET ($) BUDGET ($) BUDGET ($)Income

11 - Income Rates 2,359,290 2,689,591 3,012,341 3,253,329

12 - Income Council Fees and Charges 752,105 774,668 797,908 821,84513 - Income Operating Grants Subsidies 19,042,208 19,042,208 19,613,474 20,201,87814 - Income Investments 280,000 240,000 240,000 240,00017 - Income Agency and Commercial Services 19,948,726 20,347,701 20,754,655 21,169,74819 - Other Income 113,970 115,000 115,000 116,000

TOTAL INCOME 42,496,299 43,209,167 44,533,378 45,802,800

CARRIED FORWARD / RESERVES81- Carried Forward Reserves 3,771,923 3,231,451 3,271,458 2,904,182

TOTAL CARRIED FORWARDS 3,771,923 3,231,451 3,271,458 2,904,182

EXPENDITURE21 - Employee Expenses 21,139,364 21,773,545 22,426,751 23,099,55422 - Contract and Material Expenses 13,816,008 14,230,488 14,657,402 15,097,12523 - Fleet, Plant & Equipment 1,250,450 1,287,964 1,326,602 1,366,40025 - Other Operating Expenses 4,695,400 4,836,262 4,981,350 5,130,79027 - Finance Expenses 12,000 12,360 12,731 13,113

TOTAL EXPENDITURE 40,913,222 42,140,618 43,404,837 44,706,982

OPERATING SURPLUS/(DEFICIT) 5,355,000 4,300,000 4,400,000 4,000,000

CAPITAL EXPENDITURE53 - Asset Purchases 5,355,000 4,300,000 4,400,000 4,000,000

TOTAL CAPITAL EXPENDITURE 5,355,000 4,300,000 4,400,000 4,000,000

3.4.3 Budget Assumptions

• All current services will continue to be provided by the Regional council.• There are no adverse changes in government policies impacting the Regional council.• Amounts of carried forwards does not include the unspent from operational grant funded programs. These amounts of

carried forwards and related expense will be included at the first quarter budget review• Use of Reserves as carried forwards are used for covering most part of capital expenditure• Any unaccounted surpluses would be transferred to asset replacement reserves at the year end• No direct control on Grants and agency income for future years• No prepayment of financial assistance grant is factored in budget preparation

3.4.4 Capital Expenditure


Asset management is increasingly becoming important to Roper Gulf Regional Council. With over $52 million in depreciating physical assets and the need for financial sustainability and economical practices, it is prudent that asset management is a key focus for Council in the years to come and that it is to the highest standards possible.

Council’s asset management team focuses on delivering the following services to Council:

• Acquisitions and disposal of assets;• Fleet and pool vehicle management;• Financial asset management (maintenance of asset

registers, ledgers, commissioning, insurance);• Long term planning for assets (10 year plans);• Staff housing tenancy management;• Visitor Accommodation management; and• Commercial tenancy managementThe primary role of assets is to support the delivery of services that serves Council’s long term objectives. As Council’s assets are aging, there are increases in maintenance, refurbishment and disposal cost which increase the cost of the services that they support.

The main aim of Council’s asset management is to ensure that assets are managed in accordance with the National Asset Management Strategy (NAMS) – a national framework for local governments to manage their assets, and this framework outlines minimal ‘core’ asset management actions based around the framework.

The national frameworks for asset management are:

• Framework 1: Criteria for Assessing Financial Sustainability

• Framework 2: Asset Planning and Management• Framework 3: Financial Planning and ReportingA gap analysis has been undertaken to gain an understanding of Council’s current level of asset management and to highlight areas for improvement and best practice to further develop Council’s asset management planning practices. Thus, Council’s main asset management focus for the forthcoming year is implementing strategies identified from this analysis.

3.4.5 Repairs and Maintenance, and Infrastructure Development

CAPITAL EXPENDITURE AMOUNT

5321 - Capital Purchase/Construct Buildings $ 1,366,000.005331 - Capital Construct Infrastructure $ 285,000.005341 - Capital Purchases Plant & Equipment $ 1,974,000.005371 – Capital Purchases Vehicles $ 1,730,000.00TOTAL CAPITAL EXPENDITURE $ 5,355,000.00 REPAIRS AND MAINTENANCE

2242 - Asset R&M Expense $ 745,269.522352 - Fleet, Plant & Equipment R&M $ 53,452.80TOTAL REPAIRS AND MAINTENANCE $ 798,722.32

3.4.6 Asset and Infrastructure Development Scheduled for 2018-19

ACCOUNT NUMBER AMOUNT DESCRIPTION

LOCATION: 10 - HQ

10.10.110.5321 $ 65,000.00 ACT 109 – 63 Chardon Street Upgrade10.10.115.5371 $ 490,000.00 ACT 114 - 4WD Hilux replacement 60K,

ACT 381 - CSC 4WD Hilux replacement 60K, ACT 407 - 4WD Hilux replacement 60K, ACT 101 - Toyota Prado replacement 70K, ACT 109 - 2 X 4WD Hilux, one replacement and one new 120K, ACT 313 - 4WD Hilux replacement 60K ACT 107 - 4WD Hilux for new position 60K

$ 555,000.00



LOCATION: 11 - BARUNGA (BAMYILI)

11.10.110.5321 $ 60,000.00 ACT 111 - Security camera (Office) 30KACT 161 - Security camera (Dump) 30K

11.10.115.5341 $ 110,000.00 ACT 160 - Tipper Truck NEW 110K11.10.115.5371 $ 75,000.00 ACT 314 - Toyota Land cruiser New 75K $ 245,000.00 LOCATION: 12 - BESWICK (WUGULARR)

12.10.110.5321 $ 107,000.00 ACT 111 - Security camera (Office) 30K and Key to like 15K, ACT 160 - Security camera (Muns Yard) 30K and Vehicle carport New 32K

12.10.115.5341 $ 280,000.00 ACT 160 replace Backhoe Kubota with JCV (larger machine) 110K, Replace Isuzu Truck with 5 tonne truck 110K, Replace Kubota ATV 25K, Replace front deck mower with zero turn mower 30K, and Replace trailer 5K

12.10.115.5371 $ 325,000.00 ACT 111 - Replacement 4WD Hilux 60K, ACT 160 - Replacement Hilux dual cab CB28ZD 70K ACT 344 - Replacement 4WD Hilux 60K & Replacement Hiace bus 135K

$ 712,000.00 LOCATION: 13 – BORROLOOLA

13.10.110.5321 $ 424,000.00 ACT 160 - Shipping container 4K, Caged Shed 100K and 3000Ltrs Water Tank 20K ACT 202 - Lot 391 Development 300K

13.10.115.5341 $ 490,000.00 ACT 314 - Trailer NEW 15K, ACT 160 - Replacement 2 X Kubota front deck mowers 60K, D4 Dozer & equivalent 380K New, Gator/ATV 35K New

13.10.115.5371 $ 120,000.00 ACT 111 - Replacement 4WD Hilux 60K, ACT 314 - 4WD Hilux New 60K

$ 1,034,000.00 LOCATION: 14 - BULMAN (GULIN GULIN)

14.10.110.5321 $ 180,000.00 ACT 160 - Pump, Guttering & Flashing to channel water 10K, Shed extension 100K and 6000 Ltrs Water pot 20K ACT 245 - Lot 230 Outdoor Kitchen 50K

14.10.110.5331 $ 70,000.00 ACT 160 - Top dress Oval 45K and Oval Irrigation System 25K14.10.115.5371 $ 75,000.00 ACT 344 - Replacement Landcruiser 75K $ 325,000.00 LOCATION: 15 - EVA VALLEY (MANYALLALUK)

15.10.110.5321 $ 120,000.00 ACT 202 - Lot 51 Full Renovations 120K15.10.115.5341 $ 146,000.00 ACT 160 - Replacement Tractor 935607 & CB45PE 120K

ACT 314 - Replacement Gator 26K15.10.115.5371 $ 60,000.00 ACT 344 - Replacement 4WD Toyota Hiace Bus 60K $ 326,000.00

LOCATION: 16 - JILKMINGGAN (DUCK CREEK)



16.10.115.5341 $ 203,000.00 ACT 160 - Replacement Tractor 981122 & 927457 120K, ATV NEW 23K and 2 x Replacement Zero turn mowers CA50OH & CB56XT 30K

$ 203,000.00 LOCATION: 18 - MATARANKA

18.10.110.5321 $ 150,000.00 Act 202 - 29 Gunn Street renovations 100K & Lot 17B upgrade 50K18.10.110.5331 $ 125,000.00 ACT 160 - Resheeting of Ginty Airstrip 125K18.10.115.5341 $ 208,000.00 ACT 160 - Replacement Tri-deck CB13XP 175K, Replacement ATV 955209 23K,

Irrigator NEW $10K 18.10.115.5371 $ 255,000.00 ACT 111 - 2 X Replacement 4WD Hilux CC83VH & CB13DC 120K

ACT 344 - Replacement Hiace Bus 135K $ 738,000.00 LOCATION: 20 - NGUKURR

20.10.110.5321 $ 160,000.00 ACT 111 - Council CompoundACT 314 - Council Compound 50K design and leasingACT 202 - Lot 230 renovations 60KACT 245 - Lot 297 Extend Verandah 50K

20.10.110.5331 $ 90,000.00 ACT 160 - River spur for river pump 90K20.10.115.5341 $ 231,000.00 ACT 160 - Replacement Tractor Slasher 120K, Replacement 2 X Front Deck Mowers

60K, Replacement 2 X Gator ATV 51K20.10.115.5371 $ 195,000.00 ACT 111 - Replacement 4WD Hilux CB95VC 60K, ACT 160 - Replacement 4WD

Hilux CB95VD 60K ACT 415 - Replacement Landcruiser 75K $ 676,000.00

LOCATION: 21 - NUMBULWAR

21.10.110.5321 $ 100,000.00 ACT 245 - Lot 240 Bathroom Renovations 100K21.10.115.5341 $ 280,000.00 ACT 160 - Replacement Manitou Forklift 130K, Replacement Front Deck Mower

30K, Replacement Tractor, Slasher and Tri-Deck 120K 21.10.115.5371 $ 75,000.00 ACT 415 - Replacement Landcruiser 75K

$ 455,000.00

LOCATION: 23 - URAPUNGA (RITARANGU)

23.10.115.5341 $ 26,000.00 ACT 314 - Gator/ATV NEW 26K23.10.115.5371 $ 60,000.00 ACT 111 - 4WD Hilux NEW 60K $ 86,000.00 TOTAL $ 5,355,000.00


3.5 RATES

3.5.1 Assessment of the Social and Economic Effects of the Rating Policy and DeclarationRates to be levied on property owners by Roper Gulf in 2018-19 remain affordable and at very low levels compared to other local government jurisdictions in Australia. Further, rates levied on Territory Housing dwellings are paid in the first instance by Territory Housing, so have no direct financial impact on public housing tenants. As such, the Council does not anticipate any detrimental socio-economic impact from levying rates in 2018-19.

Additionally, rates revenue remains a small proportion of the Council’s total budget, at less than 5 per cent of the total. This underlies the fact that the Council is effective in securing significant non-rate revenue for all of its communities, including government grants and contracts. This allows for services and employment opportunities to be delivered to Council residents far above what the rates revenue would alone enable, resulting in a net positive socio-economic impact for residents.

3.5.2 Rates Declaration Summary 2018-2019SummaryThe following rates declaration has been prepared as per section 158 of the Local Government Act. Adjustments have been made to incorporate the Minister for Local Government’s approved conditional rating levies for mining and pastoral leases.

The rates declaration for 2018-19 will levy approx. $1,281,392.98 in rates revenue. The Waste Collection charges would be approx. $ 1,039,523.20 in 2018-19. The special rates to cover for the Animal Health Management in various communities are $77,750.00.

Please note that revenue estimates for pastoral and mining leases are based on accepted rates proposal by the Minister for Local Government and Community Services.

RATES – RESIDENTIAL PROPERTIES

Residential Rate 1: For residential properties on Aboriginal land and in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships:

2017-18 2018-19

$ 970.41 $ 1,102.81

Residential Rate 2: For residential properties in Borroloola, Mataranka, Larrimah and Daly Waters townships:

2017-18 2018-19$ 842.97 $ 1,007.23

Residential Rate 3: For vacant land in Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:

2017-18 2018-19

$ 842.97 $ 1,007.23

RATES – COMMERCIAL PROPERTIES

Commercial Rate 1: For commercial properties on Aboriginal land and in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:

2017-18 2018-19

$ 1,134.25 $ 1,275.69

Commercial Rate 2: For commercial properties in Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:

2017-18 2018-19

$ 1,058.62 $ 1,218.96

RATES - RURAL PROPERTIES

Rural Rate 1: For rural residential living, horticultural or agricultural purpose properties under 200 hectares, a flat rate of:

2017-18 2018-19

$ 860.96 $ 1,020.72


Rural Rate 2: For rural residential living, horticultural or agricultural purpose properties over 200 hectares, a flat rate of:

2017-18 2018-19

$ 922.68 $ 1,067.01

RATES – CONDITIONAL RATING

Conditional Rate 1 – Pastoral Leases: For pastoral properties, with an assessed value of the property under $ 1,230,000, a flat rate of:

2017-18 DECREED 2018-19

$ 368.31 $ 371.99

For pastoral properties, with an assessed value of the property of over $ 1,230,000, a differential rate multiplying the assessed value of each property by:

2017-18 DECREED 2018-19

0.0299% 0.0302%

Conditional Rate 2 – Mining and Extraction Leases: For mining and extraction leases with an assessed value of the property under $255,100, a flat rate of:

2017-18 DECREED 2018-19

$ 871.68 $ 880.40

For mining and extraction leases with an assessed value of the property of over $255,100, a differential rate multiplying the assessed value of each property by:

2017-18 2018-19

0.34% 0.3434%

OTHERFor all other properties not defined elsewhere in the proposal, a flat rate of:

2017-18 2018-19

$ 970.41 $ 1,102.81

SPECIAL RATES – ANIMAL CONTROLPursuant to Section 156 of the Act, Council declared the special rate (“Animal Control) to assist with the implementation of Animal Management in the area. For all residential allotments within Barunga, Beswick, Bulman, Jilkminggan, Eva Valley, Ngukurr, Numbulwar, Weemol, a flat rate of:

2017-18 2018-19

$ 125.00 $ 125.00

WASTE MANAGEMENT CHARGESFor all town or community properties, or those receiving waste management services from or on behalf of Roper Gulf Regional Council, a flat charge per annum per property in respect of the garbage collection service provided, multiplied by the number of standard rubbish bins at the property and by the number of services per week.

2017-18 2018-19

$ 304.35 $ 360.32

All other service charges and fees are scheduled in the Region’s Annual Business Plan.

All above rates are in line with the rating and waste collection policy adopted by council.

3.6 RATES ASSESSMENT RECORD CERTIFICATION

Rate Assessment Record CertificationI certify to the Council that, to the best of my knowledge, information and belief, the rates assessment record is a comprehensive record of all rateable and within the area.

Michael BertoChief Executive OfficeRoper Gulf Regional CouncilTuesday 12th June 2018.


3.7 FEES AND CHARGES SCHEDULE• A senior discount of 15% applies to all the below listed

fees and charges for residents holding a Seniors Card. This discount does not apply to Rates & Post Boxes.

• Concession Card holders receive a 30% discount on veterinary services relating to euthanasia and desexing surgeries (card must be sighted prior to delivery of service).

• Penalty rates apply for work outside normal span of work hours including weekends and public holidays.

• The below charges are for short term hire of Plant, Machinery & Labour subject to availability. Long term hire, lease or other arrangements need to be negotiated with the Council.

• A request for waiver must be written correspondence to the Council. Any waiver of fee or charge must be approved by the Council.

2018-19

DESCRIPTION GST INC UNIT COMMENTS

TRADES AND LABOUR

All of RGRC Where Available Tradesman - Plumber/Electrician/Carpenter/Certified Operators $145.00 per hour includes all tradesMechanic $155.00 per hour Trades Assistant - includes apprentice $95.00 per hour All other labourTravel $2.25 per km Includes sealed and unsealedLabour - Operator $85.00 per hour Travel time charges based on hourly rateLabour - Lead Operator $105.00 per hour Travel time charges based on hourly rateLabour - Supervisor $155.00 per hour Travel time charges based on hourly rateEmergency call out fee $280.00 per call out Outside of council operating hours

PLANT AND EQUIPMENT

Elevated Work Platform $135.00 per hour Need 2 licensed Elevated platform license holders to operate

3/6 Ton Small Drop Side Tipper $130.00 per hour Backhoe $215.00 per hour Includes attachmentsGrader (Cat 140G) $245.00 per hour Grader (Cat 12M) $335.00 per hour Grader (Gallion Flea) $180.00 per hour Prime Mover (Single trailer Capacity) $190.00 per hour Service Truck (Hino) $175.00 per hour HIAB Truck $130.00 per hour Forklift (Manitou Telehandler) $190.00 per hour Bobcat with Attachments $180.00 per hour Mini Excavator $150.00 per hour 24 Tonne Excavator (Hitachi) $300.00 per hour plus $ 85 standby24 Tonne Excavator (Hitachi) $135.00 per hour Dry Hire RateRock-hammer $24.00 per hour Mini Excavator only Front End Loader $230.00 per hour Includes attachmentsTractor - up to 100hp with Slasher or Post Hole Borer $195.00 per hour Need to check locations for availabilityQuad Bike & Spray Pack $140.00 per hour Does not include chemicalsRide -On - mower - with operator $145.00 per hour Housing only


2018-19


Trailer(Small box/tandem) $13.00 per hour Box Trailer $50.00 half day Minimum Half Day charges Box Trailer $75.00 per day Car Trailer $135.00 per day Car Trailer $95.00 half day Wood Chipper $130.00 per hour Jumping Castle $1,240.00 half day Not Applicable to Community Festivals and Events

WASTE MANAGEMENT

Service Charge $360.32 per bin Multiplied by number of collections Commercial Waste Dump Fee $80.00 per m3 Grease Trap Dump Fee $62.00 per kilolitres (Borroloola Only) & Does not include removal +

transport costDead Car Fee $110.00 per car Tyres - Standard Sedan $12.00 Tyres – All Terrain / Small Tractor $45.00 Tyres - Truck / Tractor Large $90.00

REGISTRATION COMPANION ANIMALS

Entire dog- with reproductive organs $50.00 per year Registration per dog De-sexed - without reproductive organs $23.00 per year Registration per dog License for more than two dogs $120.00 per year Pound Maintenance Fee $32.00 per dog per day/

part day

VETERINARY FEES

Town camps and outstations - Full Day $1,815.00 per day Town camps and outstations - Half Day $795.00 half day applicable to day drip town camps and outstations ex

Katherine onlyTown camps and outstations - Travel $2.25 per km ex KatherineIndividual fees for service (Where owner does not fall under outstation or town camp service provision)

Dog spey $330.00 per dog additional $70 for on heat, pregnant or dog over 30kgDog Castration $270.00 per dog Pup desexing - Spey dog less than 5 months old $230.00 per dog

Pup desexing - Castrate dog less than 5 months old $195.00 per dog

Pup desexing - Spey dog less than 5 months old $155.00 per dog

Pup desexing - Castration dog less than 5 months old $83.00 per dog

Cat spey $175.00 per cat Cat castration $125.00 per cat Contraceptive injections for females - Small dog (less than 10 kg) $52.00 per dog Contraceptive injections for females - Medium dog (10-25 kg) $67.00 per dog


2018-19


Contraceptive injections for females - Large dog (>25 kg) $78.00 per dog Dectomax injection $21.00 per dog for ticks, scabies, intestinal worms and heartworm

Oral ivermectin $11.00 per dog for ticks, scabies, intestinal worms and heartworm

Parvovirus vaccination $80.00 per dog Protech C3Euthanasia without burial $95.00 per animal Euthanasia with burial $175.00 per animal

CEMETERY SERVICES

Burial charges include digging and backfilling of grave $790.00 per burial Where available. Where unavailable, contractors may be engaged at an additional cost.

COMMUNICATIONS, PUBLICATIONS AND ADMINISTRATION

Rates Search $75.00 per Property Post Box - Small $38.00 per year Post Box - Medium $60.00 per year Post Box - Large $86.00 per year Establishment fee $25.00 per box New lock $30.00 per lock Extra keys $12.00 per key Reactivation $30.00 each reactivation Internet Café $3.50 per 15 mins Printing - A4 Black & White single sided $1.20 per page Printing - A4 Black & White double sided $2.00 per page Printing - A3 Black & White single sided $2.00 per page Printing - A3 Black & White double sided $2.50 per page Printing - A4 Colour single sided $2.00 per page Printing - A4 Colour double sided $3.50 per page Printing - A3 Colour single sided $2.50 per page Printing - A3 Colour double sided $5.00 per page Transmit or Receive a fax per A4 page $2.20 per page Local Transmit or Receive a fax per A4 page $3.50 per page Interstate Transmit or Receive a fax per A4 page $13.00 per page InternationalLaminate - A4 sheet $4.50 per page Laminate - A3 sheet $6.00 per page Laminate Business Card $2.00 per card Binding of documents $12.00 up to 30 pages Binding of documents $20.00 up to 50 pages Binding of documents $25.00 over 50 pages Annual Report or Regional Plan black and white copy $31.00 Free copies can be downloaded at: www.ropergulf.

nt.gov.au. Copies of the document are free to read at all any SDC’s

Annual Report or Regional Plan Colour copy $2.50 per page One sided print Annual Report or Regional Plan printers Copy $52.00 per copy Ads in Newsletter-Banner Advertisement $62.00 per ad


2018-19


Ads in Newsletter-Quarter page $165.00 per ad To place Advertisements in RGRC Newsletter Ads in Newsletter-Half page $245.00 per ad Ads in Newsletter-Full page $325.00 per ad Copy of Minutes black and white copy $9.00 per meeting Free copies can be downloaded at: www.ropergulf.

nt.gov.au. Copies of the document are free to read at all any SDC’s

Local Authority Special Meeting Fee per meeting Price on application - varies with town

VENUE HIRE

Basic Facility Hire $210.00 per day - Flat Rate Includes main building such as Community Halls, Board Rooms, Training Rooms and Singular Sport and Rec Building

Basic Facility Hire $165.00 Minimum 4 hours + $25 per additional hour

Includes main building such as Community Halls, Board Rooms, Training Rooms and Singular Sport and Rec Building

Whole Facility Hire $320.00 per day - Flat Rate Incorporates the hire of several buildings on the same grounds including kitchen, toilets and showers

Whole Facility Hire $250.00 Minimum 4 hours + $40 per additional hour

Incorporates the hire of several buildings on the same grounds including kitchen, toilets and showers

Office Space $240.00 per week 3x2 metre area. Long term leases can be negotiatedVisitor Accommodation - Service Charge Up to 7 nights $143 per room

per nightPer room. Long term leases can be negotiated.

Bookings >7 nights to 4 weeks

$132 per room per night

Bookings > 4 weeks

$110 per room per night

Oval For Organised Competition $1,060.00 per season (12-14 weeks)

Facility hire agreement must be signed and approved by Council before access to the facility is approved.

Long Term Development Program Fee $3,100.00 per season (30-40 weeks)

Facility hire agreement must be signed and approved by Council before access to the facility is approved.

Tables $3.50 per day per table, payable in advanceChairs $1.50 per day per chair, payable in advanceDelivery of Tables/Chairs $85.00 per event Local delivery onlyBBQ $37.00 per day $100.00 deposit required. Hire includes a gas bottle

with gas. The hirer is responsible for ensuring they have adequate gas as hire does not include a full gas bottle

Camping Fees $17.00 per day per site per vehicleStorage Facility Fee $23.00 per pallet per week insurance to be born by the customer Livestock Agistment $23.00 for 5 head $ 2 per head over 5 (Max 2 nights)

HOME CARE PACKAGES

Administration Fee $0.30 Standard Case Management Fee ( Level 1-2) $0.15 Standard Case Management Fee ( Level 3-4) $0.15 Exit Fee $550.00 one off Client Contribution $10.21 per day


2018-19


SUPPORT SERVICES:

Social Support Individual $55.00 per hour Social Support Group $10.50 per person per hour minimum of 5 peopleMeals Preparation and Delivery $55.00 per hour Domestic Assistance $55.00 per hour Personal Care $55.00 per hour Transport $55.00 per hour

COMMONWEALTH HOME SUPPORT PROGRAM (CHSP) & DISABILITY IN HOME SUPPORT (DIHS)

Meals $14.50 per meal

SUPPORT SERVICES:

Transport $10.50 per trip Social Support Group $10.50 per service Social Support Individual $10.50 per service Domestic Assistance $10.50 per service Personal Care $10.50 per service

NATIONAL DISABILITY INSURANCE SCHEME (NDIS) VERY REMOTE

SUPPORT SERVICES:

Coordination of Support $117.58 per hour Social Support Individual/Transport $56.93 per hour Social Support Group $25.30 per hour Meals (Preparations) $14.51 per meal Domestic Assistance $56.93 per hour Self Care $56.93 per hour House/Yard Maintenance $54.93 per hour

GENERAL

Deposit to Repair Damage to Footpath, Kerb, Road or Road Reserve

$5,510.00 per contract

Push Lawn mower hire with Operator $130.00 per hour (if available)

Whipper Snipper hire with Operator $120.00 per hour (if available)

School nutrition program - breakfast and lunch $8.00 per person per day Creche Fees $6.50 per person per day Beswick Aged Care Room Rent - single room $275.00 per person

per week

Beswick Aged Care Room Rent - double room $140.00 per person per week

Airports

Airport Pick & Drop Off $67.00 Per Person One way Group Booking per organisation Landing Fees (All airports) except Mataranka $25.00 per tonne- Min

Charge $75

Landing Fees - Mataranka $25.00 per tonne- Min Charge $30

* POA - Price on Application


APPENDICES APPENDIX I - RATES DECLARATION 2018-2019Notice is hereby given that pursuant to Section 158 of the Local Government Act 2008 that the following rates and charges were declared by Roper Gulf Regional Council (the “Council”) at the Ordinary Council Meeting held 25th July 2018 and pursuant to Sections 155-157 of the Local Government Act 2008 (the “Act”) in respect of the financial year ending 30 June 2019.

Rates:The Roper Gulf Regional Council makes the following declaration of rates pursuant to sections 155-157 of the Act.

1 The following definitions are applicable for the purposes of all sections of this Rates and Charges declaration.

Land use The purpose for which the land is used being used

Property type Is defined by the properties land use being Residential, Commercial / Multi Use /Horticultural / Agricultural / Rural living / Vacant Land/ Mining / Pastoral

Property location is the physical location of the property and the community/town boundaries in which the property exists.

“residential dwelling”

means a dwelling house, flat or other substantially self contained residential unit or building on residential land and includes a unit within the meaning of the Unit Titles Act.

“residential land” means land used or capable of being used for residential purposes (includes land on which there is no residential dwelling).

“commercial and industrial activity”

means those activities that are carried out by individuals, partnerships, associations and corporations for the purposes of generating revenue for profit. These can be carried at home or at a proposed business address. Revenue is not the medium to determine the classification but it is the land use that will determine if property is residential or commercial. In case of partial usage of land i.e for both residential and commercial, the greater rates for the category would be applicable. (irrespective of the revenue generated, being $1 or 1 million)

“government activity”

means those activities that are carried out by employees of the Australia or Northern Territory Governments for the purpose of providing support to the residents of the townships and communities within the Regional as identified in paragraph 5 above.

“garbage collection service”

the “garbage collection service” comprises a collection service of one garbage collection visit per week with a maximum of one 240 litre mobile bin per garbage collection visit. The total garbage collection service charge for an allotment is the :Total Garbage Service Charge=garbage collection service charge x #bins assigned x #assigned collection services The number of assigned collection services and the standard number of bins assigned are dependent upon the community.

Conditionally rateable land

Is defined in s142 of LGA as:(a) land held under a pastoral lease; (b) land occupied under a mining tenement; (c) other land that is classified under the regulations as conditionally rateable.

Categorisation of land

The land in a local government area is divided into 3 basic categories s 142(1):(a) rateable land; and(b) conditionally rateable land; and(c) land (exempt land ) that is exempt from rates.

Vacant Land Residential land that does not contain a residential dwelling

Multi-Use Allotments The basis on which the Council determines rates and the subsequent classifications of land which is multi-use of which one of the uses is exempt, the allotment will be deemed exempt if the non-exempt use is “merely incidental to the exempt purpose” (s.44(2)of the Act). Therefore if the non-exempt purpose operates in its own right then the allotment will not be exempt from rates.

All other multi-use allotments except conditionally rateable allotments will be charged at the land-use rate that has the higher rate level and is not subject to the “predominant use” principle. This classification is used if more than one of the above land uses is applicable to a particular allotment.

Land use The categorical use of the land for which the property type is defined.


2 Council, pursuant to Section 149 of the Act and section 6.1 of the Roper Gulf Regional Council Rating Policy (FIN008 – Rating Policy), adopts the Unimproved Capital Value method as the basis for determining the assessed value of allotments within the Roper Gulf Region boundaries.3 Council intends to raise, for general purposes by way of rates the amount of $1,281,392.98 which will be raised by application of:

a Differential valuation-based charges (“differential rates”) with a differential minimum charge (“minimum amounts”) being payable in each application of those differential rates.b A fixed charge (“Flat Rate”).c Flat rate for different classes of allotments within the Region boundary.

4 Council declared the following differential rates with minimum amounts being payable in application of each of those differential rates subject to paragraphs 1,2,3,and 4 of this rates declaration.

a RESIDENTIAL RATE 1: With respect to every allotment of rateable land within the Region area that is used for residential purposes in the council assessment record and for which the rural classification is not applicable, and which conditional rating is not applicable in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of $ 1,102.81 for each allotment. b RESIDENTIAL RATE 2: With respect to every allotment of rateable land within the localities of Borroloola, Mataranka, Larrimah and Daly Waters that is used for residential purposes in the council assessment record, and for which the rural classification is not applicable, and which conditional rating is not applicable, a flat rate of $ 1,007.23 for each allotment. c RESIDENTIAL RATE 3: With respect to every allotment within the Region boundaries that is vacant land and is not exempt land in the council assessment record, and is not conditionally rateable, and for which the rural classification is not applicable, a flat rate of $ 1,007.23 for each allotment will be applied.d COMMERCIAL RATE 1: With respect to every allotment of rateable land within the Region area that is used for commercial purposes in the council assessment record in areas excluding Borroloola Mataranka, Larrimah, and Daly Waters townships, a flat rate of $ 1,275.69 for each allotment. e COMMERCIAL RATE 2: With respect to every allotment of rateable land within the localities of Borroloola, Mataranka, Larrimah, and Daly Waters that is used for commercial purposes in the council assessment record, a flat rate of $ 1,218.96 for each allotment. f RURAL RATE 1: With respect to every allotment of rateable land under 200 hectares within the Region boundaries that is used for rural living purposes, horticultural, farming, or agricultural purposes in the council assessment record that is not conditionally rateable, and is not an allotment for which a pastoral lease is applicable, and is not exempt land, a flat rate of $ 1,020.72 for each allotment.g RURAL RATE 2: With respect to every allotment of rateable land over 200 hectares in size within the Region boundaries and is used for rural living purposes, horticultural, farming, or agricultural purposes in the council assessment record and is not conditionally rateable and is not an allotment for which a pastoral lease is applicable, and is not exempt land, a flat rate of $ 1,067.01 for each allotment.

h CONDITIONAL RATE 1 – PASTORAL LEASES: With respect to every allotment of conditionally rateable land within the Region boundaries held under a Pastoral Lease ,as defined in section 3 of the Pastoral Land Act, the applicable rate to be charged per allotment is the greater of:

i a differential rate of 0.0302% of the Unimproved Capital Value of the property; ii The minimum rate amount of $371.99 for each allotment.

i CONDITIONAL RATE 2 – MINING AND EXTRACTION LEASES: With respect to every allotment of conditionally rateable land within the Regional boundaries held under a mining, extractive, or petroleum lease as defined in the Act, the applicable rate to be charged per allotment is the greater of:

i a differential rate of 0.3434% of the Unimproved Capital Value of the property; ii The minimum rate amount of $880.40 for each allotment.

j OTHER RATE: With respect to every allotment of rateable land within the Region boundaries that is not otherwise described elsewhere in this declaration, and which is not exempt from paying rates in the council assessment record under another statutory act (s.144 (L)) a flat rate of $ 1102.81 for each allotment will apply. In the event that the allotment contains separate residential parts or units, then the flat rate of $ 1102.81 multiplied by the number of residential parts or units. k SPECIAL RATE – ANIMAL Management: With respect to every allotment of rateable land within the localities of Barunga, Beswick, Bulman, Jilkminggan, Eva Valley, Ngukurr, Numbulwar, Weemol that is used for residential purposes in the council assessment record, and for which the rural classification is not applicable, Council declared a Special rate “Animal Control” to assist with the implementation of Animal management in the area, a flat rate of $125.00 for each allotment. The total of $77,750 will be collected with special rates and will solely be used for Animal Management.

Charges5 Waste Management / Garbage Collection Charge

a Pursuant to Section 157 of the Act, Council declared the following charges in respect to the garbage collection services it provides for the benefit of eligible ratepayers within or near the following designated communities and townships within the Region area (except such land as the Council from time to time determines to be exempt or excluded from the provision of such services or for which the Council has determined impractical to provide such services) and the occupiers of such land.b The designated communities, localities, and townships subject to the garbage collection service charge are Barunga, Beswick, Borroloola, Bulman, Jilkminggan, Jodetluk, Manyallaluk, Mataranka, Ngukurr, Numbulwar, Urapunga, Weemol, and Werenbun.c The Council intends to raise $1,039,523.20 by way of garbage collection charges.d A charge of $ 360.32 per annum, regardless of whether the service is utilised or not, for each allotment used for residential, commercial, industrial, or government activity in the council assessment record multiplied by the number of standards bins assigned to the allotment multiplied by the number of collection services per week.

Waste Management Charge=$ 360.32 x #bins assigned x #assigned collection services


The standard Collection Services are:

LOCATION / COMMUNITY / TOWNSHIP

# WEEKLY SERVICE COLLECTIONS

STANDARD #BINS ASSIGNED

Barunga 2 2

Beswick 2 2

Borroloola 2 1

Bulman 2 2

Jilkminggan 2 2

Jodetluk 2 2

Manyallaluk 2 1

Mataranka 1 1

Ngukurr 2 1

Numbulwar 3 1

Urapunga 2 2

Weemol 2 2

Werenbun 2 2

Relevant Interest Rate6 The relevant interest rate for late payment and charges is fixed in accordance with Section 162 of the Act at a rate of 18% per annum and is calculated on a daily basis.Payment

7 Rates and charges declared under this declaration may be paid by:a Instalments of two (2) payments approximately equal instalments on the following dates:-

i First instalment to be paid on or before 30 September of each year;ii Second instalment to be paid within four months of the due date issued on the rates notice.

8 Failure to pay either instalment or full payment by the due date will result in interest accruing.9 Instalments falling due on a weekend or public holiday may be paid by the following business day, without incurring any penalty.10 The relevant interest rate for the late payment of rates and charges is fixed in accordance with section 162 of the Local Government Act at the rate of 18% per annum.11 Details of due date and specified amounts are listed on the relevant Rates Notice.12 Variations to those options for payment will be administered according to the conditions outlined on the front and reverse of the Rates Notice.13 A ratepayer who fails to pay the rates and charges notified under the relevant rates notice, under section 159 of the Act may be sued for recovery of the principal amount of the rates and charges, late payment penalties and costs reasonably incurred by Council in recovering or attempting to recover the rates and charges.14 The Council under Section 173 of the Local Government Act may sell the land on which the rates have been in arrears for at least 3 years. More information on this is available in Council’s rating policy.

APPENDIX II – BUDGET LEGISLATIVE REQUIREMENTSLegislative frameworkThis plan is prepared in accordance with the requirements of the Local Government Act. Relevant sections of the Act are as follows:

Part 10.4 Long-term financial plans 126 Long-term financial plan 1 A council must prepare and keep up-to-date a long-term financial plan. 2 A long-term financial plan must relate to a period of at least 4 financial years. 3 A long-term financial plan must contain: a a statement of the major initiatives the council proposes to undertake during the period to which the plan relates; and b projections of income and expenditure for each financial year of the period to which the plan relates; and c the council’s proposals for the repair, maintenance, management and development of infrastructure for each financial year of the period to which the plan relates. 5 The council must provide the Agency with a copy of its long-term financial plan by 31 July in the first financial year to which the plan relates.

Part 10.5 Annual budgets 127 Annual budgets 1 A council must prepare a budget for each financial year. 2 The budget for a particular financial year must:

a outline: i the council’s objectives for the relevant financial year; and ii the measures the council proposes to take, during the financial year, towards achieving those objectives; and iii the indicators the council intends to use as a means of assessing its efficiency in achieving its objectives; and

b contain estimates of revenue and expenditure for the financial year (differentiating between operating and capital expenditure); and c state the amount to be allocated to the development and maintenance of each class of infrastructure for the financial year; and d state the amount the council proposes to raise by way of rates, and set out the rates structure, for the financial year; and e contain an assessment of the social and economic effects of its rating policies; and f state the allowances for members of the council for the financial year and the amount budgeted to cover payment of those allowances; and


g contain any other information required by any guidelines that the Minister may make.

3 Subject to the regulations, a council must not budget for a deficit. 128 Adoption of budget or amendment 1 A council must adopt its budget for a particular financial year on or before 31 July in the relevant financial year. 2 Subject to subsection (2A), a council may, after adopting its budget for a particular financial year, adopt an amendment to its budget. 2A An amendment cannot have the effect:

a of increasing the amount of an allowance for the financial year for the members of the council; or

b of changing the amount of an allowance for the financial year for members of a local authority established by the council except in accordance with any guidelines made by the Minister.

3 As soon as practicable after adopting its budget, or an amendment to its budget, for a particular financial year, a council must:

a publish the budget or the amendment as adopted on the council’s website; and b notify the Agency in writing of the adoption of the budget or amendment; and c publish a notice in a newspaper circulating generally in the area informing the public that copies of the budget or amendment may be downloaded from the council’s website or obtained from the council’s public office.

4 The council’s budget forms part of the council’s municipal, regional or shire plan.

APPENDIX III – REGIONAL PLAN LEGISLATIVE REQUIREMENTSLegislative frameworkThis plan is prepared in accordance with the requirements of the Local Government Act. Relevant sections of the Act are as follows:

Part 3.2 Municipal, regional or shire plans 22 Municipal, regional or shire plan 1 Each council must have a plan for its area.2 The plan for a municipal council is called the municipal plan, for a regional council, the regional plan, and for a shire council, the shire plan. 3 A council’s municipal, regional or shire plan:

a must be accessible on the council’s website; and b must be available for inspection at the council’s public office; and c must be available for purchase at a fee fixed by the council from the council’s public office.

23 Contents of municipal, regional or shire plan 1 A municipal, regional or shire plan:

a must contain: i a service delivery plan for the period to which the municipal, regional or shire plan relates; and ii the council’s budget; and

b must contain, or incorporate by reference: i any long-term, community or strategic plan adopted by the council or a local authority or local board and relevant to the period to which the municipal, regional or shire plan relates; and ii the council’s long-term financial plan; and

c must contain, or incorporate by reference, the council’s most recent assessment of:

i the adequacy of constitutional arrangements presently in force for the council under this Act and, in particular, whether

they provide the most effective possible representation for the area; and ii the opportunities and challenges for local government service delivery in the council’s area; and iii possible changes to the administrative and regulatory framework for delivering local government services in the council’s area over the period to which the plan relates; and iv whether possibilities exist for improving local government service delivery by cooperation with other councils, or with government agencies or other organisations; and

d must define indicators for judging the standard of its performance.

2 A council must make or revise an assessment of the matters mentioned in subsection (1)(c) at least once in the council’s term and, until the council makes or revises the assessment, the municipal, regional or shire plan is to include the assessment (if any) made during the previous term of the council. 3 A municipal, regional or shire plan incorporates a plan or assessment by reference if it refers to the plan or assessment and includes a link or reference to a webpage on which the plan or assessment is accessible. 24 Annual review of municipal, regional or shire plan 1 A council must adopt its municipal, regional or shire plan (or revisions to its municipal, regional or shire plan) between 1 April and 31 July in each year and forward a copy of the plan (or the revised plan) to the Agency by the latter date. 2 Before the council adopts its municipal, regional or shire plan (or revisions to its municipal, regional or shire plan) for a particular year, the council must:

a prepare a draft of the plan (incorporating any proposed revisions); and b make the draft plan accessible on the council’s website and make copies available for public inspection at the council’s public offices; and


c publish a notice on its website and in a newspaper circulating generally in the area inviting written submissions on the draft plan within a period (at least 21 days) from the date of the notice; and d consider the submissions made in response to the invitation and make any revisions to the draft the council considers appropriate in the light of the submissions.

3 Although the council’s budget forms part of its municipal, regional or shire plan, this section does not apply to the adoption of the budget or of amendments to it.

4 The adoption of a budget, or of amendments to it, operates to amend the municipal, regional or shire plan so that it conforms with the most recent text of the council’s budget. 24A Core services The Minister may, by Gazette notice, advise one or more regional councils or shire councils as to the services that, in the Minister’s view, are services that the regional council or councils or shire council or councils should, as a priority, provide and the regional council or councils or shire council or councils must consider such a list when adopting and renewing their plan.

APPENDIX IV – ACKNOWLEDGEMENTS Our sincere gratitude to all the residents and stakeholders of the Roper Gulf region who took the time to speak to us and contribute valuable suggestions that will allow the Council to look for dynamic ways to improve on its delivery of services and programs in communities for the time frame covered by the 2018-19 Regional Plan and beyond.

We appreciate the ongoing support of the community-based staff who assisted with the consultation process which led to residents choosing the town priorities you see in section 2.4 of this plan.

As we move into the 2018-19 financial year, Elected Members and staff remain committed to the Council’s mission of working as one towards a better future through the effective use of all resources.

The people who make up the region are its most precious resource, so we offer our thanks for speaking up, getting involved and allowing their collective voice to be heard.


Street Address 29 Crawford Street Katherine NT 0850Postal Address PO Box 1321 Katherine NT 0851Phone 08 8972 9000Fax 08 8949 7020Email [email protected] www.ropergulf.nt.gov.au

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