roper gulf regional council regional plan...

ROPER GULF REGIONAL COUNCIL

REGIONAL PLAN20 -20

ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2017-20182

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.

RGRC ADMINISTRATION CENTREStreet Address29 Crawford Street Katherine NT 08502 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

WORKS DEPOT63 Chardon Street Katherine NT 0850

COMMERCIAL, COUNCIL AND COMMUNITY SERVICES126 Victoria Highway Katherine NT 0850

COUNCIL OFFICES Phone FaxBarunga 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 12 July 2017.Updated 04 October 2017.

OTHER LOCATIONSBadawarrkaBaghettiBarrapunta (Emu Springs)Boomerang LagoonCostelloDaly WatersGorpulyulJodetluk (Gorge Camp)

KewulyiLarrimahMinyerriMole HillMomobMount CattMulganNulawan (Nalawan)

INDIGENOUS BROADCASTINGLocated in Barunga, Beswick, Bulman, Ngukurr and Numbulwar.Phone 08 8972 9000

3

FOREWORDThe 2016-17 financial year was one of significant change and progress for Roper Gulf Regional Council.The past 12 months represented the first full reporting period for the Council operating under its new organisation structure, which was implemented in mid-2016.As part of an ongoing commitment to improving the delivery of services and programs in its communities, the Council was streamlined from four Directorates into three – Corporate Governance, Council and Community Services, and Commercial Services – and split its 186,000 square kilometre Local Government Area into two definitive management areas, Central Arnhem and Roper.The feedback we have received from residents and stakeholders is that the new model is working and helping to achieve faster, more tangible results on the ground, especially with the introduction of seven in-community Council Service Coordinators who report to two Area Managers based in Ngukurr and Barunga.The development of key infrastructure across the region remains a priority of the Council, and several projects given the green light in 2016-17 will either commence or be completed in the upcoming financial year.The biggest is the Growth Centre Transport and Freight Hub Project, a $2.31 million partnership between all three tiers of Government that will provide the catalyst for boosting heavy vehicle access to Ngukurr and Numbulwar.The project will begin during the 2017 dry season, and we are excited to see how far the finished product will go in unlocking the potential for Indigenous enterprise and employment in the two expanding communities.On a smaller scale, the Council has also made substantial inroads to improving the functionality of legacy infrastructure like offices, sports ovals, roads and drains.Another area in which the Council is succeeding in advancing social and economic possibilities in the region is through the Community Development Program.In addition to providing participants with the skills and confidence needed to maximise employment opportunities, the program has played a pivotal role in the improvement of local amenity through a range of projects participants can be proud of.

A positive relationship between staff and residents that acknowledges cultural diversity is paramount to the prosperity of the region and everyone who calls its home, so we are thrilled that long-awaited cross-cultural training has begun to be rolled out during the past 12 months.The training, which every staff member will receive over the course of 2017-18, is being delivered by Wardaman/Dagoman elder May Rosas and provides participants with a greater awareness, understanding and respect for local Indigenous culture.It is another step on the journey to fulfilling the Council’s strategic goals that include providing safe, strong and vibrant communities.Effective service delivery also makes up a major part of our mission, and accurate town priorities are needed to ensure the Council remains on track to either action or advocate for the wishes of communities.What is defined as important is unique to each community and can change dramatically in a year, so it is promising to see the result of residents having their say in deciding on what town priorities the Council will focus on in 2017-18. The creation of a plan that reflects the wants and ambitions of a Local Government Area as diverse as ours takes a whole-of-community effort, so we would like to thank Elected Members, Local Authority Members, staff, residents and stakeholders for their input throughout the preparation process.The 2017-18 Regional Plan outlines the vision of the Council for the coming financial year, so in commending it to you, we urge you to take the time to read it and find out what it means for your part of the Roper Gulf region.

Judy MacFarlane Mayor, Roper Gulf Regional Council

Michael Berto CEO, Roper Gulf Regional Council


ABS Australian Bureau of StatisticsAGD Department of Attorney-General (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-General and Justice (NTG)DBCDE Department of 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 ProgramEOI Expression of InterestFACE 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 Centre

ICT Information and Communication TechnologyIPWEA Institute of Public Works Engineering AustraliaISO International Organisation of Standardisation ISRP Indigenous Sport and Recreation ProjectIT Information TechnologyIVMS In-Vehicle Monitoring SystemKPI Key Performance IndicatorLA Local AuthorityLIP Local Implementation PlanLRG Local Reference GroupMAC Mungoorbada Aboriginal CorporationMAM Minister for Arts and MuseumsMARIC Mabunji Aboriginal Resource Indigenous CorporationMOU 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 FundRCD Residual Current DeviceRGRC Roper Gulf Regional CouncilRIBS Remote Indigenous Broadcasting ProgramROAMS Repair Order Analysis & Management SystemRSAS 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’ QuartersWHS Work Health and SafetyWMF Waste Management FacilityWoNS Weeds of National SignificanceWorkshop Mechanical WorkshopYMAC Yugul Mangi Aboriginal CorporationYS Youth ServicesYTD Year to Date

ACRONYMS AND DEFINITIONS

CONTENTSForeword 3 Acronyms 4

1. INTRODUCTION 61.1 Our Mission, Vision and Values 8 1.2 Our Councillors 91.3 Electoral Representation Review 101.4 Governance Structure 121.5 Administrative and Regulatory Frameworks 151.6 Planning Framework 161.7 Organisational Structure 171.8 Staffing Chart 2017-18 19

2. SERVICE DELIVERY 322.1 Council Management and Coordination Areas 342.2 Service Delivery Locations 362.3 Service Delivery addressing Strategic Goals and Performance Monitoring 422.4 SWOT Analysis for Service Delivery 562.5 Town Priorities 60

3. FINANCIAL PLANNING 903.1 Budget Summary 2017-18 923.2 Estimates of Revenue and Expenditure for the 2017-18 Financial Year 933.3 Council and Local Authority Expenses 1083.4 Long Term Financial Plan 1093.5 Rates 1143.6 Rates Assessment Record Certification 1153.7 Fees and Charges Schedule 116

4 APPENDICESI Rates declaration 2017-2018 122II Budget Legislative Requirements 124III Regional Plan Legislative Requirement 125

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 2017-18 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 2017-18 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.

5

INTRODUCTIONWelcome to the Roper Gulf region, the fourth-

largest Local Government Area in the Northern Territory, and home to spectacular, ancient landscapes scattered across a land mass roughly the same size as Victoria.

Roper Gulf Regional Council invites Elected Members, staff, residents and stakeholders to inspect its 2017-18 Regional Plan.

This plan has been endorsed by the current Council in the lead-up to the 2017 NT Local Government election and aligns its 12-month operational direction with the key strategic focus areas of:

• 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 undertaken by the Council during the 2017-18 financial year arise from these focus areas, and are the foundation of this plan.

This plan details the Council’s organisational structure, its service delivery methods, and its financial planning and budgets.

The specific town priorities of the 11 communities within the region for the coming year are also detailed in Section 2.5 of this plan, and have been compiled in collaboration with Elected Members, Local Authority Members, staff, residents and stakeholders.


INTRODUCTION

SECTION 1 | INTRODUCTION 7

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

Our ValuesHonestyEqualityAccountabilityRespectTrust

Our VisionRoper Gulf Regional Council sustainable, viable, vibrant

1.1 OUR MISSION, VISION AND VALUES


1.2 OUR COUNCILLORS

Mayor 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 s63 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 new Council voted in at the August 2017 Northern Territory Local Government election will comprise 13 Elected Members, two of whom will then be voted into the respective roles of Mayor and Deputy Mayor by Elected Members.

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 3 820 273 60,600

Numbulwar Numburindi 1* 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 12* 3985 185,194

(A) Source: NT Electoral Commission.(B) Source: NT Department of Infrastructure, Planning and Logistics, Lands Information Office, 2010.* - Numbulwar Numburindi Ward representation will rise to two Elected Members from August 26, 2017, increasing the overall number of Elected Members to 13.


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 12 Elected Members, elected through a 2012 NT Local Government election and subsequent by-elections. A new 13-member Council, which will govern until 2021, will be elected on August 26, 2017.

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 2017-18 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 R9 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.

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

Local Authority Meeting scheduleLocal Authority Meetings are held a minimum of four times per financial year as under the Local Government Guideline 8, clause 15.1.

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 the 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 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.

Establishment of committeesUnder the provisions of the Local Government Act, a Council can establish a committee which is assigned functions of an executive or 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 Judy MacFarlane; • Deputy Mayor Helen Lee;• Councillor Owen Turner; • Councillor Samuel Evans; • Councillor Annabelle Daylight; and • Independent Member Geoff Bishop.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 2017-18 financial year can be found at www.ropergulf.nt.gov.au.

Audit CommitteeThe Council has established the Audit Committee pursuant to the R10 (3) of the Local Government (Accounting) Regulations, to assist the Council in fulfilling its 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

• Independent Chairperson (vacant);• Independent Member (vacant); • Councillor Donald Garner; • Councillor Eric Robers; and • Councillor David Murrungun. The Audit Committee meets four times a year.

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 Judy MacFarlane; • Deputy Mayor Helen Lee; • Councillor Keith Rory; • Councillor Ossie Daylight; and• Councillor Wayne Runyu. 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.

Any 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 (Deliver Council

Core, Community Night Patrol and CDP services and programs on behalf of the Council)

The 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 March 2017, the Council approved (resolution 62/2017) Mayor Tony Jack to represent the Council as Vice-President and Executive Member Regional and Shire Councils on the Local Government Association of the NT Executive;

• 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 Tindall 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.


1.6 PLANNING FRAMEWORK

PLANNING LEVEL LIFE OF PLAN REPORTING/EVALUATION REVIEWED ACTION GROUP

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

REGIONAL PLAN 1 year Quarterly to Council Quarterly to OCM CEO

OPERATIONAL PLAN 1 year Annually to CEO Quarterly to CEO Directors

ACTIVITY PLANS 1 year Quarterly to SLT Monthly Managers

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

STRATEGIC PLANThe 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.

The 2017-2020 Strategic Plan will be reviewed and endorsed by the incoming Council by December 31, 2017.

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; and• 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

of: i. Fleetii. Buildingsiii. Open spacesiv. Roads and infrastructurev. Visiting Officers Accommodation

• Financial Management including:i. Accounts Payable and Receivableii. Financial Audit Coordinationiii. Budgets

iv. Financial Planningv. Grantsvi. Rates

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

Communications• Human Resource Management

COMMERCIAL SERVICES• Airstrips• Australia Post

i. Community Postal Servicesii. Licenced Post Offices

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

iii. Youth Development• Council Services Contracts and Panel of

Contractors• Mechanical Workshops• Outstations Municipal and Essential

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

Services• Road Contracts • Slashing and Litter

Collection Contracts• Street Lighting• Territory Housing Repairs and

Maintenance• Territory Housing Tenancy Contracts

CORE SERVICES• Council Services

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

locality including weeds, fire and pest

v. 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. Creches

v. Indigenous Youth Reconnect Project

vi. Outside School Hours Care

vii. School Nutrition Programme

viii. Sport and RecreationOTHER 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

including:i. Payrollii. Recruitmentiii. Training

• Information Technology and Communication

• Local Roads Management and Maintenance• Procurement• Project Management• Records Management• Risk Management• Work Health and Safety


1.8 STAFFING CHART 2017-2018ROPER GULF REGIONAL COUNCIL APPROVED STAFF LISTING 2017-18

POSITION TITLE SERVICE DESCRIPTION ACTIVITY DESCRIPTIONHOURS PER FORTNIGHT

NUMBER OF FORTNIGHTS

KATHERINE HEADQUARTERS

Chief Executive Officer CORE - Corporate, Executive & Support 101 - Chief Executive 76.00 26.08

Executive Assistant to the CEO CORE - Corporate, Executive & Support 101 - Chief Executive 76.00 26.08

Director Corporate Governance CORE - Corporate, Executive & Support 102 - Corporate Services Directorate and Admin

76.00 26.08

Director Council & Community Services CORE - Corporate, Executive & Support 103 - Council Services Directorate and Admin

76.00 26.08

EA to Director Council & Community Services CORE - Corporate, Executive & Support 103 - Council Services Directorate and Admin

76.00 26.08

Finance Manager CORE - Corporate, Executive & Support 105 - Financial Management 76.00 26.08

Financial Accountant CORE - Corporate, Executive & Support 105 - Financial Management 76.00 26.08

Management Accountant CORE - Corporate, Executive & Support 105 - Financial Management 76.00 26.08

Senior Accounts Receivable Officer CORE - Corporate, Executive & Support 105 - Financial Management 76.00 26.08

Senior Accounts Payable Officer CORE - Corporate, Executive & Support 105 - Financial Management 76.00 26.08

Finance Officer CORE - Corporate, Executive & Support 105 - Financial Management 76.00 26.08



Grants Coordinator CORE - Corporate, Executive & Support 105 - Financial Management 76.00 26.08

HR Manager CORE - Corporate, Executive & Support 107 - Human Resources 76.00 26.08

Senior HR Coordinator CORE - Corporate, Executive & Support 107 - Human Resources 76.00 26.08

Senior HR Coordinator CORE - Corporate, Executive & Support 107 - Human Resources 76.00 26.08

Payroll Coordinator CORE - Corporate, Executive & Support 107 - Human Resources 76.00 26.08

Human Resource Coordinator CORE - Corporate, Executive & Support 107 - Human Resources 76.00 26.08

Human Resource Coordinator CORE - Corporate, Executive & Support 107 - Human Resources 76.00 26.08

HR Skills Development Coordinator CORE - Corporate, Executive & Support 107 - Human Resources 76.00 26.08

HR Admin Officer CORE - Corporate, Executive & Support 107 - Human Resources 76.00 26.08

Customer Service & Records Management Trainee

CORE - Corporate, Executive & Support 107 - Human Resources 76.00 13.04

Customer Service & Records Management Trainee

CORE - Corporate, Executive & Support 107 - Human Resources 76.00 26.08

Information Officer CORE - Corporate, Executive & Support 108 - IT services 76.00 26.08

Assets Manager CORE - Corporate, Executive & Support 109 - Asset Department 76.00 26.08

Contracts & Projects Officer - Assets CORE - Corporate, Executive & Support 109 - Asset Department 76.00 26.08

Contracts & Projects Officer - Assets CORE - Corporate, Executive & Support 109 - Asset Department 76.00 26.08




Project Manager CORE - Corporate, Executive & Support 113 - Project Management 76.00 26.08

Project Coordinator CORE - Corporate, Executive & Support 113 - Project Management 76.00 26.08

Projects Admin CORE - Corporate, Executive & Support 113 - Project Management 76.00 26.08

Work Health & Safety Coordinator CORE - Corporate, Executive & Support 114 - Work Health and Safety 76.00 26.08

Work Health & Safety Advisor CORE - Corporate, Executive & Support 114 - Work Health and Safety 76.00 26.08

Records & Administration Officer CORE - Corporate, Executive & Support 114 - Work Health and Safety 76.00 26.08

Manager Governance & Corporate Planning CORE - Governance & Council 130 - Governance 76.00 26.08

Communications Coordinator CORE - Governance & Council 130 - Governance 76.00 26.08

Compliance Coordinator CORE - Governance & Council 130 - Governance 76.00 26.08

Procurement Coordinator CORE - Governance & Council 130 - Governance 76.00 26.08

Local Authority Support Coordinator CORE - Governance & Council 130 - Governance 76.00 26.08

Governance Officer CORE - Governance & Council 130 - Governance 76.00 26.08

Building Trades Trainer COMMERCIAL - Housing 220 - Territory Housing Repairs and Maintenance Contract

76.00 26.08

Director Commercial Services COMMERCIAL - Other 240 - Commercial Operations Admin 76.00 26.08

Contract Manager COMMERCIAL - Other 240 - Commercial Operations Admin 76.00 26.08

Civil Works Officer - Heavy Duty COMMERCIAL - Other 240 - Commercial Operations Admin 76.00 Casual

Contracts and Projects Officer COMMERCIAL - Other 240 - Commercial Operations Admin 76.00 26.08

Heavy Duty Diesel Mechanic COMMERCIAL - Mechanical Workshops 275 - Mechanical Workshop 76.00 26.08

Workshop Supervisor COMMERCIAL - Mechanical Workshops 275 - Mechanical Workshop 76.00 26.08

Contracts Officer - Workshop COMMERCIAL - Mechanical Workshops 275 - Mechanical Workshop 76.00 26.08

CDP Regional Manager COMMERCIAL - CDP 313 - CDP Central Administration 76.00 26.08

CDP Assistant Manager COMMERCIAL - CDP 313 - CDP Central Administration 76.00 26.08

CDP Senior Employment Consultant COMMERCIAL - CDP 313 - CDP Central Administration 76.00 26.08



CDP Employment Officer COMMERCIAL - CDP 313 - CDP Central Administration 76.00 26.08

CDP Compliance Officer COMMERCIAL - CDP 313 - CDP Central Administration 76.00 26.08

CDP Compliance Officer COMMERCIAL - CDP 313 - CDP Central Administration 76.00 26.08

CDP Admin Officer COMMERCIAL - CDP 313 - CDP Central Administration 76.00 26.08

CDP Admin Support Officer COMMERCIAL - CDP 313 - CDP Central Administration 76.00 26.08



Outstation Coordinator COMMERCIAL - CDP 320 - Outstation Services Admin 76.00 26.08

Technical Service Officer COMMERCIAL - CDP 320 - Outstation Services Admin 76.00 8.00




Technical Service Officer COMMERCIAL - CDP 320 - Outstation Services Admin 76.00 8.00

Outstation Services Supervisor COMMERCIAL - CDP 322 - Outstations Housing Maintenance

76.00 26.08

Outstation Municipal Officer COMMERCIAL - CDP 323 - Outstations Municipal Services 76.00 26.08

Technical Services Officer COMMERCIAL - CDP 323 - Outstations Municipal Services 76.00 26.08

Technical Services Officer COMMERCIAL - CDP 323 - Outstations Municipal Services 76.00 Casual




Regional Manager Community Services AGENCY - Family and Community 340 - Community Services Admin 76.00 26.08

Senior Admin Support Officer AGENCY - Family and Community 340 - Community Services Admin 76.00 26.08

Assets and Compliance Coordinator AGENCY - Family and Community 340 - Community Services Admin 76.00 26.08

Aged Care Mentor AGENCY - Family and Community 340 - Community Services Admin 76.00 26.08

Youth Services Admin Support Officer AGENCY - Family and Community 340 - Community Services Admin 76.00 26.08

Youth Services Coordinator AGENCY - Family and Community 340 - Community Services Admin 76.00 26.08

Community and Information Coordinator AGENCY - Family and Community 340 - Community Services Admin 76.00 26.08

Regional Coordinator Aged & Disability AGENCY - Family and Community 344 - Commonwealth Home Support Program

76.00 26.08

Animal Management Coordinator - VET AGENCY - Enviro Health and Landcare 381 - Animal Control 60.80 26.08

Regional Manager Community Night Patrol AGENCY - Community Safety 401 - Night Patrol 76.00 26.08

Admin Support Officer AGENCY - Community Safety 401 - Night Patrol 76.00 26.08

BARUNGA

Council Services Coordinator CORE - Corporate, Executive & Support 111 - Council Services General 76.00 26.08

Senior Customer Service Officer CORE - Corporate, Executive & Support 111 - Council Services General 76.00 26.08

Office Cleaner CORE - Corporate, Executive & Support 111 - Council Services General 60.00 26.08

Municipal Supervisor CORE - Services 160 - Municipal Services 76.00 26.08

Municipal Officer CORE - Services 160 - Municipal Services 76.00 26.08




Tenancy Officer COMMERCIAL - Housing 221 - Territory Housing Tenancy Management Contract

76.00 26.08

Community Housing Officer COMMERCIAL - Housing 221 - Territory Housing Tenancy Management Contract

30.00 26.08

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

CDP Employment Consultant COMMERCIAL - CDP 314 - Service Fee - CDP 76.00 22.00

CDP Activity Supervisor COMMERCIAL - CDP 314 - Service Fee - CDP 60.00 22.00






CDP Activity Supervisor COMMERCIAL - CDP 314 - Service Fee - CDP 60.00 Casual

Media Officer AGENCY - Family and Community 346 - Indigenous Broadcasting 40.00 24.00

Library Officer AGENCY - Family and Community 348 - Library 40.00 24.00

Centrelink Agent AGENCY - Family and Community 350 - Centrelink 70.00 23.00

Night Patrol Team Leader AGENCY - Community Safety 401 - Night Patrol 76.00 21.00

Night Patrol Officer AGENCY - Community Safety 401 - Night Patrol 76.00 21.00


Sport & Recreation Officer AGENCY - Community Safety 404 - Indigenous Sports and Recreation Program

40.00 22.00


40.00 22.00

BESWICK



Cleaner CORE - Corporate, Executive & Support 111 - Council Services General 50.00 26.08






Housing Maintenance Officer COMMERCIAL - Housing 220 - Territory Housing Repairs and Maintenance Contract

76.00 26.08


38.00 26.08

CDP Employment Coordinator COMMERCIAL - CDP 314 - Service Fee - CDP 76.00 26.08

CDP Employment Consultant Admin COMMERCIAL - CDP 314 - Service Fee - CDP 76.00 22.00

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

CDP Mentor COMMERCIAL - CDP 314 - Service Fee - CDP 60.00 24.00

CDP Builder Trainer COMMERCIAL - CDP 314 - Service Fee - CDP 76.00 26.08










Community Services Supervisors AGENCY - Family and Community 342 - Indigenous Aged Care Employment

76.00 26.08

Community Services Officer AGENCY - Family and Community 342 - Indigenous Aged Care Employment

50.00 21.50


50.00 21.00


Childcare Educator AGENCY - Family and Community 347 - Creche 50.00 25.08



Night Patrol Regional Coordinator AGENCY - Community Safety 401 - Night Patrol 76.00 26.08






40.00 22.00


40.00 22.00

BORROLOOLA

Senior Council Services Coordinator CORE - Corporate, Executive & Support 111 - Council Services General 76.00 26.08

Senior Admin Officer CORE - Corporate, Executive & Support 111 - Council Services General 76.00 26.08

Municipal Supervisor - Works CORE - Services 160- Municipal Services 76.00 26.08

Municipal Officer CORE - Services 160- Municipal Services 76.00 26.08





Night Patrol Team Leader AGENCY - Community Safety 401- Night Patrol 76.00 21.00

Night Patrol Officer AGENCY - Community Safety 401- Night Patrol 76.00 21.00




40.00 22.00


40.00 26.08





40.00 22.00

Youth, Sport & Recreation Coordinator AGENCY - Community Safety 415 - Indigenous Youth Reconnect 38.00 26.08

Youth Worker AGENCY - Community Safety 415 - Indigenous Youth Reconnect 40.00 26.08

Pool Supervisor OTHER - Swimming Pools 550 - Swimming Pool 76.00 26.00

Pool Attendant OTHER - Swimming Pools 550 - Swimming Pool 40.00 21.00

Pool Attendent OTHER - Swimming Pools 550 - Swimming Pool 40.00 21.00

Pool Attendent OTHER - Swimming Pools 550 - Swimming Pool 40.00 Casual

BULMAN




Municipal Works Supervisor CORE - Services 160 - Municipal Services 76.00 26.08




35.00 26.08

Housing Maintenance Officer COMMERCIAL - Housing 221 - Territory Housing Tenancy Management Contract

35.00 26.08


CDP Mentor/Activity Supervisor COMMERCIAL - CDP 314 - Service Fee - CDP 60.00 22.00




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


50.00 22.00

Community Services Supervisors AGENCY - Family and Community 342 - Indigenous Aged Care Employment

76.00 24.00


Community Services Officer AGENCY - Family and Community 349 - School Nutrition Program 60.00 26.00










40.00 22.00


40.00 22.00

JILKMINGGAN








32.00 26.08

Essential Services Officer CORE - Services 244 - Power Water contract 40.00 26.08

Essential Services Officer COMMERCIAL - Other 244 - Power Water contract 40.00 26.08







Childcare Supervisor AGENCY - Family and Community 347 - Creche 50.00 25.08









Community Services Officer AGENCY - Community Safety 403 - Outside School Hours Care 40.00 26.08



40.00 22.00


40.00 22.00




MANYALLALUK






Essential Services Officer CORE - Services 244 - Power Water contract 40.00 26.08

Essential Services Officer COMMERCIAL - Other 244 - Power Water contract 40.00 26.08




50.00 22.00

Community Services Officer AGENCY - Family and Community 344 - Commonwealth Home Support Program

50.00 26.08









40.00 22.00

MATARANKA

Area Manager - Central Arnhem CORE - Corporate, Executive & Support 111 - Council Services General 76.00 26.08



Customer Services Officer CORE - Corporate, Executive & Support 111 - Council Services General 76.00 26.08

















50.00 24.00


50.00 24.00

Community Services Coordinator AGENCY - Family and Community 344 - Commonwealth Home Support Program

76.00 26.08

Community Services Coordinatior AGENCY - Family and Community 344 - Commonwealth Home Support Program

50.00 26.08

Community Services Coordinator AGENCY - Family and Community 348 - Library 40.00 24.00








40.00 22.00

MINYERRI





NGUKURR

Area Manager - Roper CORE - Corporate, Executive & Support 111 - Council Services General 76.00 18.00


Senior Admin Support Officer CORE - Corporate, Executive & Support 111 - Council Services General 76.00 26.08




Works Supervisor CORE - Services 160 - Municipal Services 76.00 26.08










Housing Maintenance Builder Trainer COMMERCIAL - Housing 220 - Territory Housing Repairs and Maintenance Contract

76.00 26.08


76.00 26.08


76.00 26.08


76.00 26.08

CDP Senior Employment Coordinator COMMERCIAL - CDP 314 - Service Fee - CDP 76.00 23.00



CDP Employment Consultant COMMERCIAL - CDP 314 - Service Fee - CDP 76.00 Casual














Municipal Officer COMMERCIAL - CDP 323 - Outstations Municipal Services 38.00 13.04

Community Services Supervisor AGENCY - Family and Community 342 - Indigenous Aged Care Employment

76.00 25.08


50.00 21.00


50.00 21.00





50.00 21.00


50.00 21.00





Night Patrol Regional Coordinator AGENCY - Community Safety 401 - Night Patrol 76.00 26.08

Team Leader Night Patrol Officer AGENCY - Community Safety 401 - Night Patrol 76.00 21.00







40.00 22.00


40.00 22.00

Casual - Sport & Recreation Officer AGENCY - Community Safety 404 - Indigenous Sports and Recreation Program

40.00 22.00

Youth,Sport & Recreation Coordinator AGENCY - Community Safety 415 - Indigenous Youth Reconnect 38.00 26.08





Pool Supervisor OTHER - Swimming Pools 550 - Swimming Pool 76.00 13.00

Pool Supervisor OTHER - Swimming Pools 550 - Swimming Pool 40.00 Casual

NUMBULWAR


Senior Admin Support Officer CORE - Corporate, Executive & Support 111 - Council Services General 76.00 26.08










Municpal Officer CORE - Services 160 - Municipal Services 60.00 26.08


57.00 26.08


57.00 26.08


76.00 26.08

Workshop Supervisor COMMERCIAL - Mechanical Workshops 275 - Mechanical Workshop 76.00 26.08

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



CDP Employment Consultant COMMERCIAL - CDP 314 - Service Fee - CDP 76.00 Casual














Community Services Supervisor AGENCY - Family and Community 342 - Indigenous Aged Care Employment

76.00 26.08


50.00 21.00


50.00 21.00


50.00 21.00





50.00 21.00




Youth, Sport & Recreation Coordinator AGENCY - Community Safety 401 - Night Patrol 26.00 26.08





Sport & Recreation Coordinator AGENCY - Community Safety 404 - Indigenous Sports and Recreation Program

76.00 22.00


40.00 22.00


40.00 22.00

Youth, Sport & Recreation Coordinator AGENCY - Community Safety 415 - Indigenous Youth Reconnect 25.00 26.08



ROBINSON RIVER




WERENBUN

Technical Services Officer COMMERCIAL - CDP 324 - Outstations Capital Infrastructure

76.00 Casual

Technical Services Officer COMMERCIAL - CDP 324 - Outstations Capital Infrastructure

76.00 Casual

BINJARI






CDP Employment Officer COMMERCIAL - CDP 314 - Service Fee - CDP 60.00 26.08


SERVICE DELIVERY


This section of the 2017-18 Regional Plan outlines the planning for service delivery carried out in the

Roper Gulf region by the Council. 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 2013-2017.

Section 2.5 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 and staff. The listed town priorities are kept up to date and relevant by stakeholders and staff.

SECTION 2 | SERVICE DELIVERY 33

2.1 COUNCIL MANAGEMENT AND COORDINATION AREASROPER GULF REGIONAL COUNCIL ORGANISATIONAL STRUCTURE An organisational restructure of Roper Gulf Regional Council was completed in 2016 to streamline service delivery, and better reflect changes in Government policy and community expectation, and the financial challenges associated with a business model constrained by limited scope for generating operating revenue.

The Council’s three Directorates are:

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

SERVICE DELIVERY MODELThe Council’s Local Government Area has been split into two distinct management regions, which were determined by proximity, accessibility, remoteness and population.

The Central Arnhem management region is closest to the Council Administration Centre in Katherine and encompasses the towns of Barunga, Beswick, Bulman (including Weemol), Daly Waters, Jilkminggan, Larrimah, Mataranka, Manyallaluk and Minyerri. Within the management region, there are five coordination areas:1. Barunga and Manyallaluk2. Beswick3. Bulman and Weemol4. Jilkminggan and Minyerri5. Mataranka, Larrimah and Daly Waters

The Roper management region incorporates the remote, large towns of Borroloola (including Robinson River), Ngukurr (including Urapunga) and Numbulwar. There are three coordination areas within the region: 1. Borroloola and Robinson River2. Ngukurr and Urapunga3. NumbulwarThe map on the adjacent page shows the relationship between the Local Government Area, the five Wards within it, the towns, management regions and coordination areas.

MANAGEMENT REGION STAFFINGAn Area Manager provides high-level community engagement, town planning, project management, human resource management and coordination of services and resources within a management region. The Area Manager’s key direct reports are the Council Service Coordinators and Senior Administration Support Officers.

The Council Service Coordinators provide coordination of technical support to the Area Manager and lead Municipal Officers to undertake the tasks associated with parks and gardens, waste management, cemetery management, asset management and regulatory services. In addition, the role of the Council Services Coordinator also incorporates the daily oversight of Community Services staff and assistance to Commercial Services management.

The Senior Administration Support Officers work directly with the Area Manager to ensure customer service, community engagement and Council office management are effectively carried out.


Council Services Coordinator Jilkminggan

MAP OF ROPER GULF REGIONAL COUNCIL MANAGEMENT AND COORDINATION AREAS

KATHERINE TOWN COUNCIL





BulmanWeemol

Beswick

Minyerri

Jilkminggan

Larrimah

Mataranka


Barunga

NYIRRANGGULUNG WARD

CENTRAL ARNHEM

ROPER

Daly Waters

Robinson River

Borroloola

NgukurrUrapunga

NEVER NEVERWARD

YUGUL MANGIWARD

SOUTH WESTWARD

Numbulwar


WARD

Katherine

LOCAL COUNCIL AND COMMUNITY SERVICES SERVICE DELIVERY MODEL

Council Services Coordinator Barunga

Council Services Coordinator Manyallaluk

Council Services Coordinator Borroloola

Council Services Coordinator Beswick Council Services Coordinator Ngukurr

Council Services Coordinator Bulman Council Services Coordinator Numbulwar

Council Services Coordinator Mataranka

Central Arnhem Area Manager Roper Area Manager

Director of Council and Community Services


2.2 SERVICE DELIVERY LOCATIONS

Baru

nga

Besw

ick

Borro

loola

Bulm

an

Jilkm

ingga

n

Man

yalla

luk

Mata

ranka

Nguk

urr

Num

bulw

ar

Binjar

i

Daly

Wate

rs

Larri

mah

Miny

erri

Robin

son R

iver

Urap

unga

Bada

warrk

a

Bagh

etti

Barra

punt

a

Boom

erang

La

goon

Coste

llo

Jode

tluk

(Gor

ge Ca

mp)

Kewu

lyi

Mole

Hill

Mob

arn

Mou

nt Ca

tt

Mulg

an Ca

mp

Nulaw

an

Num

merl

oori

Were

nbun

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• Advocacy and representation on local and regional issues• Control of animal management By-Laws, problem animals and mediation

√ √

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

stakeholder issues with Federal and NT Governments√ √ √ √ √ √ √ √ √ √ √ √ √ √

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

√ √ √ √ √ √ √ √ √ √ √

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

√ √ √ √ √ √ √ √

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

√ √ √ √ √ √ √ √ √ √ √ √ √ √

Fleet, plant and equipment maintenance• Maintenance provided by Council-operated mechanical service workshop in Katherine, and by

mobile Mechanical Services team√ √ √ √ √ √ √ √ √ √

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

√ √ √ √

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 (PAWA)

√ √ √ √ √ √ √ √ √ √ √

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

√ √ √ √ √ √ √ √ √ √ √ √

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)

√ √ √ √ √ √ √ √ √ √ √

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

loola

Bulm

an

Jilkm

ingga

n

Man

yalla

luk

Mata

ranka

Nguk

urr

Num

bulw

ar

Binjar

i

Daly

Wate

rs

Larri

mah

Miny

erri

Robin

son R

iver

Urap

unga

Bada

warrk

a

Bagh

etti

Barra

punt

a

Boom

erang

La

goon

Coste

llo

Jode

tluk

(Gor

ge Ca

mp)

Kewu

lyi

Mole

Hill

Mob

arn

Mou

nt Ca

tt

Mulg

an Ca

mp

Nulaw

an

Num

merl

oori

Were

nbun

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• Advocacy and representation on local and regional issues• Control of animal management By-Laws, problem animals and mediation

√ √

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

stakeholder issues with Federal and NT Governments√ √ √ √ √ √ √ √ √ √ √ √ √ √

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

√ √ √ √ √ √ √ √ √ √ √

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

√ √ √ √ √ √ √ √

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

√ √ √ √ √ √ √ √ √ √ √ √ √ √

Fleet, plant and equipment maintenance• Maintenance provided by Council-operated mechanical service workshop in Katherine, and by

mobile Mechanical Services team√ √ √ √ √ √ √ √ √ √

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

√ √ √ √

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 (PAWA)

√ √ √ √ √ √ √ √ √ √ √

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

√ √ √ √ √ √ √ √ √ √ √ √

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)

√ √ √ √ √ √ √ √ √ √ √

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

loola

Bulm

an

Jilkm

ingga

n

Man

yalla

luk

Mata

ranka

Nguk

urr

Num

bulw

ar

Binjar

i

Daly

Wate

rs

Larri

mah

Miny

erri

Robin

son R

iver

Urap

unga

Bada

warrk

a

Bagh

etti

Barra

punt

a

Boom

erang

La

goon

Coste

llo

Jode

tluk

(Gor

ge Ca

mp)

Kewu

lyi

Mole

Hill

Mob

arn

Mou

nt Ca

tt

Mulg

an Ca

mp

Nulaw

an

Num

merl

oori

Were

nbun

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

signage√ √ √ √ √ √ √ √ √

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

√ √ √ √ √ √ √ √ √ √ √

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√ √ √ √ √ √ √

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

√ √ √ √ √ √ √ √ √ √ √ √

Creche• Provision of in-community educational programs to enhance learning and development of

participating children √ √ √

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 DoH√ √ √ √ √ √ √ √

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√ √ √ √ √

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 provided√ √ √ √ √ √ √ √

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

√ √ √ √ √ √ √

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 events√ √ √ √ √

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

loola

Bulm

an

Jilkm

ingga

n

Man

yalla

luk

Mata

ranka

Nguk

urr

Num

bulw

ar

Binjar

i

Daly

Wate

rs

Larri

mah

Miny

erri

Robin

son R

iver

Urap

unga

Bada

warrk

a

Bagh

etti

Barra

punt

a

Boom

erang

La

goon

Coste

llo

Jode

tluk

(Gor

ge Ca

mp)

Kewu

lyi

Mole

Hill

Mob

arn

Mou

nt Ca

tt

Mulg

an Ca

mp

Nulaw

an

Num

merl

oori

Were

nbun

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√ √ √

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

boredom through participation √ √

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

√ √

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

√ √ √ √ √ √ √ √

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

√ √ √ √ √ √ √ √

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

employment

√ √ √ √ √ √ √ √ √ √ √ √ √

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)

√ √ √

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

√ √ √ √ √ √ √

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

√ √


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 2013-16. Strategic Programs are formulated to deliver a service specially targeted to a locality or region.

KEY PERFORMANCE INDICATORS KPI reports are provided to the Council at its OCM following the end of each quarter. Performance measures are collected to enable measurement of the Council’s performance.

Bulman

Beswick

Minyerri

Jilkminggan

Larrimah

Daly Waters

Mataranka


Barunga

NYIRRANGGULUNG WARD

Robinson River

Borroloola

Numbulwar

Ngukurr

NEVER NEVERWARD

YUGUL MANGIWARD


WARD

SOUTH WESTWARD

Katherine municipality





HUMAN RESOURCE

MANAGEMENT

GOVERNANCE, CORPORATE

PLANNING AND COMPLIANCE

FINANCIAL MANAGEMENT

INFORMATION TECHNOLOGY

(IT)

COUNCIL SERVICE DELIVERY CENTRES

OUTSTATIONS

ENVIRONMENTAL AND ANIMAL

MANAGEMENTYOUTH SERVICES

COMMUNITY SAFETYCOMMUNITY

SERVICES

SPORTS AND RECREATION

CONTRACTS

PROJECT MANAGEMENT

COMMUNITY DEVELOPMENT

PROGRAM

MECHANICAL WORKSHOP

WORK HEALTH & SAFETY (WH&S)

ASSET MANAGEMENT


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

STRATEGIC PROGRAMS GOAL ONE RESPONSIBILITY

Strengthening Elected Members and Local Authorities DCG/GovernanceYouth Leadership Program DCCSWorkforce Development Plan DCG/HREmployee Incentive Program CEO/DCG/HRInduction Program DCG/HRCommunication Strategy DCG/GovernanceRisk Management Plan DCG/Governance/WHSSafety Management System DCG/WHSRecords Management Plan DCG/GovernanceFinancial and Asset Management Plan DCG/Finance/AssetsInformation 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 the 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 the Council in accordance with its 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 SLTAnnual Community Satisfaction Survey completed by June 30

Governance

Support Local Authorities and community engagement

That recommendations from Local Authorities are considered when making decisions

Recommendations approved by the Council in the Ward Reports

% of Local Authority recommendations approved by the Council

SLT/Governance

That decisions from Council are taken back to the Local Authorities

Elected Member’s report % of Elected Member attendance at Local Authority Meetings

Elected Members/Governance

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

Elected Member attendance at Local Authority Meetings in the Ward

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

Governance

Provide regular support to Local Authority Meetings

Employ a Local Authority Support Coordinator

% of Local Authority Meetings actually held against scheduled

SLT/Governance

Promote Local Authority Members’ attendance at meetings

Communication and logistical planning

All 10 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

Two community meetings held annually in Daly Waters and Larrimah

Number of community meetings held SLT/Governance

Community feedback Annual community feedback 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

Two youth leadership conferences annually

Number of youth leadership conferences

DCCS

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

Two youth on each Local Authority

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 Member’s report % of Elected Member attendance at Local Authority Meetings

Elected Members/Governance

Ensure requests and complaints are responded to in a reasonable time

Complaints Policy and procedure adhered to

% of complaints closed off in expected time frame

SLT/Governance

Availability of all Council and Local Authority Meeting minutes on website

Agenda available seven days prior to meeting and minutes within 10 days of meeting

% compliance with the Local Government Act

Governance

Regular Media Releases on the Council’s communities and achievements

Development and implementation of the Communications Strategy

% of Media Releases published in the public media

CEO/DCG/Governance

Monthly newsletter with community achievement stories

Continual improvement in the newsletter to suit region; establishment of newsletter distribution lists that encompass all relevant stakeholders

Number of newsletters produced annually

CEO/DCG/Governance

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

CEO/DCG/Governance

Upgrade conferencing capacity in community

Complete telephone upgrade and Blue Jeans conferencing capability

Number of virtual meetings hosted DCG/IT

Replace obsolete hardware Outfit all new computers Number of hardware issue/fault-related jobs logged

DCG/IT

Improved internet connection at communities

Telstra upgrades and mobile towers

Total downtime in communication links each month (telephone and data network)

DCG/IT

Local jobs for local people

Continue to utilise the direct appointment pathways

Identify Council-specific pre- employment requirements; identify internal progression pathways

Increase in number of direct appointments for new and existing staff

DCG/HR

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

Promote the Council as an employer at community events and career expos; identify and action staff training for the future growth opportunities

Increase in number of events attended; Increase number of training hours

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

Increase in job opportunities in communities; increased training to staff in communities; implementation of online training system

Increased new jobs created in communities; Increased number of training hours in communities and cultural training for Katherine-based staff



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

Implementation of the Staff Incentive Program

Staff retention rate across the Council

Achieve best practice Human Resources Management within term of Council

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

Code of Conduct reviewed and updated; continued HR policy and systems and training; implementation of online training systems

Increased number of training hours CEO/DCG/HR/Governance

High quality and contemporary performance management system - Develop and implement a human resource talent management program

Investigate and optimise performance management system; ongoing staff training and coaching

Increased % of issues send opportunities raised in performance management addressed

DCG/HR

Comprehensive induction program that is delivered to all new staff

Implementation of online training system; leadership training for managers and supervisors

Increased retention rate; increased number of training hours for managers and supervisors

Promotion of salary sacrificing options

Regular representative attendance at staff meetings; promote in induction materials; include dollar value of salary sacrificing in recruitment advertisements

Quarterly report attendance of staff

Implementation of Workforce Development Plan

Remuneration review Increased retention rate

Further strengthen corporate governance and financial sustainability

Meetings of the Audit Committee as per the terms of reference and Work Plan

Review of terms of reference and ensure Audit Committee Meetings adhere to Work Plan

% completion of Audit Committee Work Plan

CEO/DCG/Governance

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

Implementation of new policy framework and classifications

Completion of review of all policies and procedures

SLT/Governance

Maintain the practice of periodical review of budget

Budget reviews Number of budget reviews SLT/Finance Manager



Further strengthen corporate governance and financial sustainability (continued)

Financial sustainability through increasing income and reducing inefficiencies

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

Total Council expenditureAmount of rates outstandingTotal rates for the yearAmount of outstanding payments to creditors under 30 daysAmount of outstanding payments to creditors over 30 daysAmount of outstanding payments over 30 day debtorsTotal surplus or deficit for the periodCash balance at the end of the periodAmount of Current AssetsAmount of Current LiabilitiesActual and percentage rates recoveryFinancial ratiosIncrease in rates recovery from previous yearTied unspent funds

SLT/Finance Manager

Increasing reserves to pay for asset deterioration

Depreciation Amount of depreciation

Efficient and focussed 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 implementation

Number of task completed in the requested time frame

Legislative compliance Regular audits, compliance checks and reviews

% compliance with the Local Government Act and Council policy

SLT/Governance/Finance

Mitigation of identified risks Development and implementation of the Risk Management Plan

% of Risk Register review DCG/Governance

That the Council adheres to Work Health and Safety obligations

Nil Injuries to our workforce Thorough Work Health and Safety (WHS) policies and procedures

Development of Safety Management System that meets ISO 45001

% per annum increase in hazards reported% reduction in recordable injury frequency rate% per annum reduction in incidents of property damageZero significant incidentsZero fatalities

DCG/WHS

Healthy, happy and productive workforce

Workforce health and wellbeing awareness

DCG/IT


GOAL TWOTo protect and care for our physical environment

STRATEGIC PROGRAMS GOAL TWO RESPONSIBILITY

Right Path Project DCCSLight Up The Dark Spot Program DCCSRegional Waste Management Strategy DCCSSport and Recreation Facility Master Plan DCCSCemetery Management Plan DCCSAnimal Health Management Program DCCSStrategic Weed Control Program DCCSService Level Plan for parks and garden DCCS

STRATEGIES TOWARDS GOAL TWO OUTCOME ACHIEVING STRATEGY KPI RESPONSIBILITY

Scheduled maintenance program on all assets

Effective asset maintenance program

Implement condition report % 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

Manage the Council office and frontline service delivery

Provide pleasant public access to frontline service delivery through the Council’s 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 treatments by location; Reduction of permanent graffiti

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 the Council’s environmental footprint

Continue the Council’s energy efficiency program

% reduction in energy consumption% reduction in water consumptionAmount of energy costs by location Amount of water costs by location

DCG/Asset Manager

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

By-Law development including waste management, litter management, law enforcement, and education and awareness

Number of actual weekly rubbish pick-upsVolume of waste dumped at the landfill by the kerbside pick-up Volume of commercial waste dumped at the landfill by businesses and service providers

DCG

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

Regulating and enforcing the commercial dumping fees

Monitoring and establishment of formal agreements with users and facility to facilitate

DCG/DCCS

Review the Council’s Green Plan 2013-2016 and renew targets for the new strategic planning period

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 NTG Cemeteries Act

Implement the development of a cemetery register in each location

DCCS

To comply with natural resource management legislation

Compliance audit with legislative requirements

Strengthen partnership with land and sea ranger groups within the region

Number of MOUs with land and sea ranger groups

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 stormwater infrastructure

Implementing priority projects annually through the budget process

Number of kilometres of road requiring maintenance for current yearNumber of kilometres of road actually maintained in year by location, by category

DCG

Roads identified in the Council’s Budget and 10-year capital works program

Utilise the roads and stormwater audit system to identify prioritiesInclude roads in assets base

Develop a long-term Asset Management Plan

Complete a long-term Asset Management Plan for all Council assets

Building condition assessmentUtilise the roads and stormwater auditContinue to source external funding to support the Asset Management Plan

Percentage reduction repairs and maintenance costs

DCG/Asset Manager

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 staff in Emergency Management procedures

Number of staff trained in Emergency Management

Domestic animal strategy Responsible pet ownership Animal Health Management Program - increase regulatory authority to support the implementation of region-wide By-Laws

Number of Authorised Officers

DCCS

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

Number of schools and households visited

Town Planning framework All communities are compliant under NTG planning schemes

Engage with NTG remote community planning strategy

Number of remote community area plans developed by NTG

SLT

Maintain the Council’s position of interest in the development process of the NTG

Number of development advisory services applications responded to by the Council

Implementation of the Sport and Recreation Facility Master Plan

Number of projects commenced from the recommendations


GOAL THREESafe, strong and vibrant communities

STRATEGIC PROGRAMS GOAL THREE RESPONSIBILITY

Right Path Project DCCSCommunity Development Program DCSCommunity Night Patrol Program DCCSIndigenous Youth Reconnect Project DCCSIndigenous Sport and Recreation Project DCCSCommonwealth Aged Care Packages DCCSCommonwealth Home Support Program DCCSDisability in Home Support Program DCCSIndigenous Aged Care Employment Program DCCS

STRATEGIES TOWARDS GOAL THREE OUTCOME ACHIEVING STRATEGY KPI RESPONSIBILITY

Build capacity and community participation in employment pathways

Local jobs for local people Support CDP participants to build their job readiness and contribute to the community

% of eligible jobseekers have been provided with monthly contact (Target 100%)

DCS/CDP Regional Manager

Increased employment opportunities

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

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

Increase in well-trained and well-developed jobseekers

Work in partnership with employers to place eligible jobseekers into jobs and support eligible jobseekers to remain in a job LLNT

% of eligible jobseekers identified as requiring literacy, language or numeracy training have received such training (Target 100%)

Highly competent workforce

Development of the Right Path Project – pre-employment pathway

% of eligible jobseekers placed in employment that are provided with quality post-placement support (Target 100%)

Competency-based training Number of eligible job seekers supported to apply for vacancies and paid work assignmentsPercentage of CDP participants that have been placed in one or more activities, sufficient to their participation requirement (Target 100%)% of attendance of all CDP participants in activities (Target 100%)% of activities appropriate to CDP participants, local labour market and the community (Target 100%)% of the regional employment target is met (Target 100%)



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

Happy, healthy children Employ qualified staff to operate creches at Beswick, Manyallaluk and Jilkminggan

Number of creche services engaging in quality improvement activities

DCCS/Community Services Regional ManagerNumber of creche services that have

developed and implemented a Quality Improvement PlanNumber of creche services using an approved learning framework when developing the educational programNumber of creche services employing educators with an early childhood or education-related Certificate III or higher qualification

Through Community Service programs, refer youth at risk to appropriate service providers

Number of Youth Diversion staff trained with current first aid certificate and working towards Certificate III in AOD/Community HealthHours per client used for educationNumber of episodes involving identified vocational and/or educational programs, education or training employment skills, living skills, physical exercise and other recreational activities

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

Number of quarterly reports to the Local Authority on the % of parent participation and number of meals provided at each site for SNP% of Indigenous people employed in delivery of the SNP project

Run family-friendly sport and recreation activities within each location

Number of Indigenous staff who have successfully completed accredited and non-accredited training in coaching/officiating or similar that enhances ISRP service deliveryNumber of Indigenous people participating in the Sport and Recreation activities compared with the agreed target of 4,000 male and female participants in each activityNumber of staff participating in training and developmentNumber of community members participating in training and developmentNumber of coaches, umpires and scorers to officiate community competitionsNumber of athletes, coaches, umpires and scorers to represent their region at regional sporting tournaments



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

Engage with youth at risk Identify youth at risk Number of youth at risk identified in each location

DCCS/Night Patrol Manager

Organise educational activities and camps for youth

Provide memorable and enjoyable activities and programs for the target group

Number of youth at risk activities undertakenNumber of youth at risk participating in the events

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

Promote work experience opportunities to the secondary schools

Number of schools visited Number of work experience participants from schools

Promote community safety and harmony

Safe and harmonious communities

Strengthen partnerships with NT PoliceImplement the operational framework of the Community Night Patrol ProgramProvide training opportunities for employees in community safety Assist people at risk to access safe placesInvestigate diversionary strategies for youth and other people at risk that Community Night Patrol can support Working with community leaders to resolve local issues

Number of Indigenous staff who have attained Certificate III in Community Night PatrolNumber of Community Night Patrols delivered per week per location in Barunga, Beswick, Borroloola, Bulman, Jilkminggan, Manyallaluk, Mataranka, Minyerri, Ngukurr, Numbulwar and Robinson RiverNumber of Indigenous clients participating in Community Night Patrol service

DCCS/Night Patrol Manager

Support communities to care for their aged and people with disabilities

Well cared for and respected participants of the Aged Care and Disability Program

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

Number of staff trained in aged care and disability services

DCCS

Social support, domestic assistance, personal care and transport

Number of aged care clients assisted% of aged care participants from priority target groups/communities% of aged care clients achieving improved independence, participation and wellbeing% of aged care clients achieving individual goals related to independence, participation and wellbeingNumber of DIHS clients accessing the serviceNumber of hours of attendant/personal care DIHS providedNumber of meals to DIHS clientsNumber of one way transport trips Monday to Friday to DIHS clientsHours of social inclusion for DIHS clients

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

Number of wheel access points installed



Support community involvement in sports, recreation and cultural events

Organise structured sporting competitions

Council will proactively coordinate and support regional and local sporting competition

Number of Indigenous staff who have successfully completed accredited and non-accredited training in coaching/officiating or similar that enhances ISRP service deliveryNumber of Indigenous people participating in the Sport and Recreation activities compared with the agreed target of 4000 male and female participants in each activityNumber of employed staff to deliver regular organised sporting competitionsNumber of staff participating in training and developmentNumber of community members participating in training and developmentNumber of coaches, umpires and scorers to officiate community competitionsNumber of athletes, coaches, umpires and scorers to represent their region at regional sporting tournaments

DCCS

Provide quality library services

Council will establish and maintain libraries in Barunga, Borroloola, Mataranka and Ngukurr

Number of libraries established and maintained

Support and participate in local cultural festivals

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

Number of festivals the Council provides support to

Use community broadcasting facilities to broadcast local Indigenous content

Incorporate Indigenous broadcasting in the Council’s Communications Strategy

Compliance with all contract schedule requirements including budgets, time frame, targets and reporting requirements at reporting dates% of Indigenous people employed in delivery of IBPDeliver and broadcast hours/coverage— Community Services announcements, local cultural programming, Indigenous language broadcasts and technical services Number of IBP employees undertaking training and development activity and graduationAchieve expected level of Indigenous employment—five Indigenous people (four hours per day, five days per week)


GOAL FOURSupport employment, training and economic development

STRATEGIC PROGRAMS GOAL FOUR RESPONSIBILITY

CDP DCSTechnical Services Employment Programs DCSCDP activity plans DCSGovernment and Commercial Contracts DCSEconomic Growth Projects DCSMechanical Services DCG

STRATEGIES TOWARDS GOAL FOUR OUTCOME ACHIEVING STRATEGY KPI RESPONSIBILITY

Provide opportunities for real training and job pathways in technical services

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

Work with Council and Government employment programs

Have at least one formal agreement with an RTO

DCS

Provide Career Expos promoting Local Government

> than three career expos annually

Continue to support local jobs for local people

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

CDP has complementary training to the Council’s employment 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 readiness and life skills into training and employment programs

100% of CDP participants participate in job readiness and life skill programs

Increase and diversify own-sourced revenue

More discretionary money to increase and improve services in community

Mechanical workshop - external sales

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

DCS

Promote and increase the use of the Council’s visitor accommodation facilities

Total number of visitor accommodation utilised compared to availabilityRooms per nightOccupancy per night

Increase in Government and commercial contracts

> three commercial or Government contracts for services

Operating commercial contracts that have a positive cost outcome

% of contracts and projects completed within budgetNumber of contracts in budgetNumber of contracts outside budget

Maximise the regulation of fees and charges schedule

Number of staff trained in interpretation of the Council’s fees and charges

Create and foster long-term economic and business development strategies for the 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 Council input for each community

DCS


STRATEGIES TOWARDS GOAL FOUR OUTCOME ACHIEVING STRATEGY KPI RESPONSIBILITY

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 water 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 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 and install suitable solar lights

Number of solar lights installedNumber of solar lights installed

DCG

Research and install energy efficient street lighting replacement program

Replace street light heads with LED

Develop a long-term Asset Management Plan

Develop a long-term Roads Maintenance Plan

Implement the priorities identified in the Council’s road and stormwater audit

Local unsealed roads are graded/maintained not more than three times per yearReport to the Council quarterly on works carried out

DCG

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

Deliver 100% break even cost structure for Council assets 100% of all Council electrical equipment, smoke alarms, fire equipment and RCDs are inspected within policy time framesCouncil-wide repairs and maintenance requests and costs reduce by 5% annually

DCG/Asset Manager

Develop a concise and accurate Asset Management Plan

% completion of long-term Asset Management Plans for all assetsTotal number of assets/completed plans

Implement scheduled maintenance program on all assets

Develop Council offices at 2 Crawford Street

Undertake construction program as per the approved plan

All administration and department staff working from 2 Crawford Street

DCG

Well serviced, reliable and available fleet

Monitor fleet use servicing efficiencies

More than 90% of fleet is serviced within mileage/time frames 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; asset audit

Fit-for-purpose assets DCG/Asset Manager

Technical service support to Council operations

Outstation essential services and repairs and maintenance

Fulfilling contract arrangement 5% increase in Technical Services Operations

DCS

Specialist support to the Council operations

Maintain staff level of expertise


2.4 SWOT ANALYSIS FOR SERVICE DELIVERYSTRENGTHS STRATEGY RESPONSIBILITY

Financial performance Continually review financial policies to ensure compliance with legislation and accounting standardsRegular review of financial reports against budgetEnsure through the budget process that all programs are fully fundedManaging contracts and agency services to be adequately funded Partially funded annual depreciation expenseNo expenditure outside budget Staff with high professional and technical skills

Director Corporate GovernanceFinance ManagerFinance 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 projectsImprove focus area reportingContinue professional development of Elected MembersContinue professional development of Corporate Governance staffImprove corporate communication strategies and activitiesAnnual review of policiesReview record management process

Director Corporate GovernanceGovernance Manager

Investment strategy Continue with current strategy Finance ManagerFleet management Continue vehicle replacement program

IVMSContinue regular maintenance programEnsuring all vehicles are fit for purpose

Director Corporate GovernanceAsset Manager

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

Continue configuration and implementation of the Technology 1 product across Finance, HR, Assets and WHSInvestigate 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 communitiesIncrease 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 prioritiesDevelop 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 StrategyMaintain our membership and engagement in the Big Rivers Region Waste Management Coordination projectDeliver on the Regional Waste Management Facility in Mataranka

Director Council and Community Services

High value procurement Maintain the use of the Tenderlink and Local Buy Strategic Leadership TeamRegional 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 capabilitiesImplement continual improvement processes for contract management; development of panel of contractors framework and release for EOI

Director Commercial Services


Organisational capacity for service delivery

Maintain organisational accreditationsContinue to advocate our organisations capabilities


Development of long term infrastructure plans

Implementation of the ROAMS system for our assets Undertake audit of fixed assets and facilities and incorporate into long term plansUpdate asset management plans to include long term asset management strategies


Animal health program has reduced population and increased health

Introduce a user-pay system to ensure the sustainability of this program Director Council and Community Services

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 optionsContinue 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 expenseTransfer 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 planDevelop succession planning policyDevelop and implement a reward and recognition programDevelop 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 programStrategic Leadership Team

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



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 IT infrastructure Develop IT infrastructure replacement plan Director Corporate GovernanceOther 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 on the consequence of accepting inadequately funded programsIf 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 trainingDevelop a welcome booklet for all staff


OPPORTUNITIES STRATEGIES RESPONSIBILITY

Prioritise our road projects expenditure

Utilise the new roads and stormwater audit to prioritise expenditure Director Council and Community Services Director Commercial ServicesFinance Manager

Shared services with other councils Discuss with adjoining Councils opportunities for shared services Strategic Leadership TeamAttainment of more Government contracts

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


Look at other investment opportunities

Review investment policy and seek expert advice on potential investments


Extend resource distribution from Mataranka

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


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

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


Engage youth in Council decision making processes

Ensure that at least two members of each Local Authority are under the age of 25 and represent the youth of their communitiesCouncil youth programs to develop through community consultation of long-term youth needs and plans for assets and activitiesCouncil 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 CouncilsReview investment in line with Investment PolicyContinue 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 offerAll 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 CouncilsReview investments in line with Investment PolicyContinue 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

All 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. Consultation with residents, stakeholders, Local Authorities, Elected Members and Council staff has 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 throughout the 2017-2018 financial year.

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

CORE SERVICES are those services defined by 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 and self-funded. 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 Federal and NT Governments, and philanthropic organisations and advocating these projects on the community’s behalf.


OTHER NAMES: Bamyili

LOCATION: 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: 15.97% increase

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.

2017-2018 DCG To be sourced

Improve traffic management at the store 2017-2018 DCG To be sourced

Bin holders 2017-2018 DCCS To be sourced

Cemetery project – headstones, tables, shade, lights, water and toilet 2017-2018 DCCS To be sourced

Bridge railing and signage at new crossing 2017-2018 DCG To be sourced

Repave internal roads and install speedbumps 2017-2018 DCG To be sourced

Shade and seating around the oval 2017-2018 DCCS Budgeted LA funding

Seating in Cultural Park 2017-2018 DCG Budgeted LA funding

Resurface all ovals 2017-2018 DCG To be sourced

Install bollards around parks and gardens to stop vehicles entering 2017-2018 DCCS To be sourced

AGENCY SERVICES



FUNDING SOURCE

Activities for 10-16 year-old kids in the community to keep them engaged 2017-2018 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 2017-2018 DoJ, DSS or DPMC, Sponsoring Club

Advocate for vocational child care during school holidays 2017-2018 DET

Repairs to fencing around dwellings and ensure new housing has fences 2017-2018 DHCD

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

2017-2018 DHCD

Barunga to be the district hub for large sport and community events 2017-2018 DSR

AOD and domestic violence campaign to be delivered in community 2017-2018 NTG

Community Safety Committee to be driven by community 2017-2018 DPMC/NTG/Police

Upgrade blindspots on Central Arnhem Road 2017-2018 NTG

Transport for sporting groups to play in festival events, Katherine town competitions, and other youth activities eg. Camping and fishing

2017-2018


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% increaseSERVICES: 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 and cafe. 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

Entry grids and stock exclusion fencing 2017-2018 DCG To be sourced

Water park 2017-2018 DCG/Outback Stores To be sourced

Solar lights at designated areas to target hidden dark spots 2017-2018 DCG To be sourced

Stormwater drainage in new sub-division. 2017-2018 DCS To be sourced

Cemetery project – headstones and surrounds 2017-2018 DCCS To be sourced

Upgrade the intersection at new subdivision and Central Arnhem Road 2017-2018 DCS To be sourced

Right Path Project (from Aged Care to existing in new subdivision) 2017-2018 DCG Budget

Town street signage 2017-2018 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

2017-2018 DCS To be sourced



Central Arnhem Road traffic calming devices 2017-2018 DIPL

Reconstruct Central Arnhem Road – upgrade road to landfill 2017-2018 DIPL

Upgrade of Waterhouse River Bridge 2017-2018 DIPL

Literacy and numeracy program for older kids 2017-2018 Mission Australia

Resolve issue of Lot 3 – Single Men’s Quarters 2017-2018 NLC

Skate park and solar light 2017-2018 DCG/DCS

Water park 2017-2018 DCG/Outback Stores


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 2006: 5.93% decreaseSERVICES: 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, and airport. In addition, it operates

the community swimming pool and Waste Management Facility.

Mabunji Aboriginal Resource Indigenous Corporation 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 and Robinson River.

Other services in the town include a police station, a school, a health clinic, motels, caravan parks, cafes, shops and mechanics.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 2017-2018 DCS To be sourced

Traffic Management Plan 2017-2018 DCCS To be sourced

Waste Management Strategy for Borroloola including links to Regional Strategy 2017-2018 DCCS To be sourced

Combined Government Centre at the Council office site including the dump point 2017-2018 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

2017-2018 DCCS To be sourced

Replace Rocky Creek Causeway 2017-2018 DCG To be sourced

CBD upgrade 2017-2018 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 2017-2018 DIPL

Develop further public internet access and upgrade mobile phone footprint 2017-2018 Telstra

Produce a directory with information and map of the town 2017-2018 DIPL

Mara – Bing Bong road access in wet 2017-2018 DIPL

Searcy Street – Bing Bong road culverts 2017-2018 DIPL

Town and camp drainage plans 2017-2018 DCS


OTHER NAMES: Gulin Gulin LOCATION: Bulman is located 220 kilometers 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. The recently formed Mimal Aboriginal Corporation also provides Ranger and Land Management services in the Bulman area. Council is working with the Corporation towards better outstation management and involvement of the Community Development Program.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 2017-2018 DCS To be sourced

Upgrade Sport and Recreation Hall:• resurface the indoor court surface, • upgrade toilets an 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 2017-2018 DHCD

Housing upgrades and repairs 2017-2018 DHCD

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

2017-2018 DSS

Public toilet block for Bulman including wash house for festival patrons 2017-2018 DIPL

Airstrip facilities – Shelter, emergency phone and toilet at airstrip 2017-2018 DIPL

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

2017-2018 DIPL

Water quality improvement 2017-2018 PAWA

WeemolOTHER SERVICES OR ADVOCACY ONLY


Market garden for Bulman 2017-2018 DCCS

Public toilet block for Weemol including a laundry 2017-2018 DCG

Upgrade community space - mini oval 2017-2018 DCG

Park improvement’s - furniture and beautification 2017-2018 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 2017-2018 DCCS To be sourced

Metered lights at the tennis court 2017-2018 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 2017-2018 DCG To be sourced

OTHER SERVICE OR ADVOCACY ONLY



Road repairs to the bypass road to Kalala 2017-2018

Waste Management Strategy 2017-2018 DIPL

Dead tree at park removal from old police station/school yard 2017-2018 PAWA

Food/camping/hotel signs on the highway 2017-2018 DIPL

No camping sign on Crown Land 2017-2018 DIPL




More housing to reduce crowding 2017-2018 DHCD

Morgue 2017-2018 DHCD

Roads and maintenance 2017-2018 DIPL

Safe house - men/women 2017-2018 DHCD

Solar lighting for streets 2017-2018 Alawa

Public pay phone 2017-2018 Telstra

New dump 2017-2018 Alawa

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

sources to achieve sufficient funds to employ someone• Establish a coordination group in the community with all agencies, school and Alawa working together to share

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

2017-2018 Alawa

HODGSON DOWNS/MINYERRINEVER NEVER WARD

LOCATION: Hodgson Downs is located 270 kilometres south-east of Katherine, 80 kilometres off the Roper Highway.OUTSTATIONS: Kewulyi, Mole Hill, Numil NumilTOTAL 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 Council related 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 creche, a women’s centre, an aged care facility, a store, an airstrip, a police station, water park and an art centre.


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 TOTAL INDIGENOUS POPULATION: 291 MEDIAN AGE: 23 POPULATION CHANGE SINCE 2006: 7.5% increaseSERVICES: Roper Gulf Regional Council provides a range of core, commercial and agency services in Jilkminggan, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks, ovals and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities, Indigenous broadcasting and Community Development Program activities.

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

CORE SERVICES



FUNDING SOURCE

Footpaths next to main roads 2017-2018 DCG To be sourced

Traffic management - parking area near art centre and clinic 2017-2018 DCCS To be sourced

Upgrade of fencing and condition of playing surface at the oval 2017-2018 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 2017-2018 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

2017-2018 DCG LA Project Funding

AGENCY SERVICES



FUNDING SOURCE

A vehicle for sport and recreation purposes 2017-2018 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

2017-2018 JCAC

Sports court lighting and covering with a fixed roof 2017-2018 JCAC

Install grids and stock exclusion fencing 2017-2018 JCAC

New cemetery and cemetery project – headstones and surrounds 2017-2018 JCAC

Formalised Youth and Men’s Group Programs 2017-2018 FG/NTG

Water park 2017-2018 FG/NTG

Mobile phone coverage tower 2017-2018 Telstra

More housing to reduce crowding 2017-2018 NTG

Single men’s and Women’s accommodation. 2017-2018 NTG

Light at pumping station 2017-2018 PAWA

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

2017-2018 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 2017-2018 DCG To be sourced



Clean up of Green Park Roadhouse 2017-2018 DIPL

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

2017-2018 DIPL

Mobile phone services/Wi-Fi tower 2017-2018 Telstra

Replacement vehicle for the Larrimah Fire and Response Group (FERG) Unit 2017-2018 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 creche. Roper Gulf Regional Council also operates the Community Development Program, Housing and Emergency Services contracts in Manyallaluk.

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 2017-2018 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 2017-2018 DCCS To be sourced

AGENCY SERVICES



FUNDING SOURCE

Water safety training with parents and children 2017-2018 DCCS To be sourced

Park upgrades:• Upgrade softfall under swing• Play equipment


BMX track 2017-2018 DCCS To be sourced



Increase housing 2017-2018 DHCD

Entry Grids and stock exclusion fencing 2017-2018 DCG


MATARANKA (including MULGAN 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 Mulgan Camp.

TOTAL POPULATION: 350 (2016 Census)TOTAL INDIGENOUS POPULATION: 104 (2016 Census)MEDIAN AGE: 46 (2016 Census)POPULATION CHANGE SINCE 2006: 42.27% increase

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 2017-2018 DCS To be sourced

Upgrade toilets at Community Hall, add another toilet for wheel chair access and remove eucalyptus tree near


Redevelop Cemetery Management Plan at Mataranka 2017-2018 DCCS To be sourced

Upgrade play equipment at Sports and Recreation Grounds 2017-2018 DCG Budget LA funding

Lot 84 - development of Regional Recycling Centre 2017-2018 DCCS To be sourced

Museum upgrade 2017-2018 DCG To be sourced

Replacement of toilets at Sport and Recreation Grounds in consultation with LA 2017-2018 DCG To be sourced

Park Upgrades:• Anthill speaker box, • Water feature, • Preserve statues


Multi-purpose court completion 2017-2018 DCG Budgeted

Mini golf course development (9 hole) 2017-2018 DCG To be sourced

Oval top dress and universal goal posts installed 2017-2018 DCG To be sourced

Walking and bike path Carew Road to town 2017-2018 DCG To be sourced

Upgrade catering equipment at sports ground catering shed 2017-2018 DCG To be sourced

Footpaths around internal streets 2017-2018 DCG To be sourced

Replace information boards and signage at Elsey Cemetery 2017-2018 DCCS To be sourced

AGENCY SERVICES



FUNDING SOURCE

Advocate for more Night Patrol funding for the region 2017-2018 DCCS To be sourced

Sport and Recreation support and youth activities 2017-2018 DCCS To be sourced


COMMERCIAL SERVICES

PROJECT DETAILS TIME FRAMERESPONSIBILITY, STAKEHOLDERS OR PARTNERS

FUNDING SOURCE

Upgrade the airstrip to CASA standard 2017-2018 DCS To be sourced

Playground and solar light at Mulggan Camp 2017-2018 DCS To be sourced

Mulggan Camp housing 2017-2018 DCS To be sourced



Land release 2017-2018 NTG

Town plan review and update 2017-2018 DLPE

The development of a walking track from Bitter Springs to the Little Roper Bridge

2017-2018 TNT

Investigate options for Aged Care facility and Childcare centre 2017-2018 DCCS

Support the development of the Visitor Experience Development Plan for Elsey National Park

2017-2018 Parks and Wildlife Commission NT

Little Roper Bridge upgrade 2017-2018 NTG

Women’s safe house 2017-2018 DCCS

School bus to Katherine 2017-2018 DoE


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 (2016 Census)POPULATION CHANGE SINCE 2011: 8.81% increaseSERVICES: 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 and Territory Housing.

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 Police Lookout Park, cemetery, and barge footpath 2017-2018 DCG To be sourced

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

2017-2018 DCG LA Funding

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


Installation of water fountains at oval and pool 2017-2018 DCG To be sourced

No smoking signage for public places e.g. oval 2017-2018 DCCS To be sourced

Enclose open drains 2017-2018 DCS To be sourced

Upgrade dump and surrounds to improve waste management 2017-2018 DCCS To be sourced

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


Development of a multi-purpose centre, public toilet and stage 2017-2018 DCG To be sourced

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 2017-2018 DCCS To be sourced

Fencing off the cemetery site 2017-2018 DCCS To be sourced

Sports oval and pool master plan for staged investment include in the overall feasibility assessment of the new multi-purpose centre to consider:• New location of multi-purpose centre adjacent to oval• Re-use old centre for other purposes versus redevelopment of the space as a

rectangle field• Funding operational model for centre• Integrate pool, indoor centre and oval in a single management model• Revenue streams possible to offset operational costs• Create a precinct for sporting and major cultural events• Changes to the pool entry point and shade• Provision of flexible space for youth centre as part of centre• Oval drainage• Flood lighting for the oval


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 2017-2018 Australia Post



Upgrade Barge Road and landing 2017-2018 NTG

Increase opportunity for Youth to be involved with trade training 2017-2018 CDP

Support Aged Care and Disability through the quality improvement process 2017-2018 DH

Encourage government to undertake community fencing program 2017-2018 DHCD

Installation of a compost toilet at airport 2017-2018 DIPL

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

2017-2018 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

2017-2018 AGD

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

2017-2018 CDP

Upgrade Roper Highway by sealing the road up to Ngukurr 2017-2018 DIPL

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

2017-2018 MVR

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

2017-2018 NLC/YMAC/RGRC

Upgrade water quality 2017-2018 PAWA

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

2017-2018

Advocate for more housing 2017-2018 DoH

Increase access to public internet services 2017-2018 Telstra

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

2017-2018

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

2017-2018 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 (2016 Census)POPULATION CHANGE SINCE 2011: 5.24% increase

SERVICES: Roper Gulf Regional Council provides a range of core, commercial and agency services in Numbulwar, 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 self-service fuel available, an airstrip, boat ramp and police station.


CORE SERVICES



FUNDING SOURCE

Build waterless/eco public toilets at waterfront and airstrip 2017-2018 DCG To be sourced

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

2017-2018 DCG/DCCS To be sourced

Establish new dump site and decommission old dump 2017-2018 DCG REIF

Right Path Project – including bike lanes and footpath lanes 2017-2018 DCG To be sourced

New cemetery and ongoing management 2017-2018 DCCS To be sourced

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


Upgrade street lighting 2017-2018 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 2017-2018 DET and DoE To be sourced

Development of Alcohol Management Plan 2017-2018 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 2017-2018 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 2017-2018 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 2017-2018 GEC

Mental Health and Wellbeing, AOD Care Program 2017-2018 DoH


AGENCY SERVICES



FUNDING SOURCE

Community Night Patrol 2017-2018 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 2017-2018 Mungoorbada Aboriginal Corporation

Traffic calming devices and signage 2017-2018 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 (2016 Census)POPULATION CHANGE SINCE 2011: 13.96% decreaseSERVICES: 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 (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

Animal welfare Ongoing DCCS Budget

Continue to develop Council services Ongoing DCCS Budget

Install fence around cemetery and enclose headstones around existing gravesites


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


Bituminise dirt section to and around local shop area 2017-2018 DCS To be sourced

Upgrade 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 2017-2018 DCCS To be sourced

Landscape entrance into community – plant trees, irrigate, install solar lights, shaded BBQ area


Construct Bodhi Bus shelter 2017-2018 DCG To be sourced

Upgrade existing landfill – grade access road, dig appropriate pit, fence surrounds, install signage


AGENCY SERVICES



FUNDING SOURCE

Community Night Patrol services Ongoing DCCS IAS

Provide sport and recreational activities – exercise area, BMX/bike track, oval, basketball court


COMMERCIAL SERVICES



FUNDING SOURCE

Construct shade shelter at aerodrome and access to water 2017-2018 DCG To be sourced



Provide mobile phone coverage Ongoing DCA

Repair current public telephone box and install seating and shade Ongoing Telstra

Provide Aged Care services Ongoing DPMC

Upgrade old barge area Ongoing 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• Mulgan 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 - Mulgan 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

2017-2018 DHCD Budget

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


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


Badawarrka • Solar panels• Electrical upgrades• Solar lighting

2017-2018 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

Mulgan 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 road• Upgrades to housing• Advocate 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 2017-18 Regional Plan.


PLANNINGFINANCIAL

SECTION 3 | FINANCIAL PLANNING 91

3.1 BUDGET SUMMARY 2017-18The Budget for 2017-18 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 2017-18 financial year, Roper Gulf Regional Council is expected to receive revenue of $35.34 million. Of this revenue, 51% is expected to be sourced from grants, 41% from Government contracts and agency services, 5.3% from rates and remaining 2.7% from others. The Council will be looking to use the reserves of $3.1m 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 $21.3m or 55.5%. This is budgeted to fund 387 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 $3.74m for capital expenditure. The majority of this budget will be used for upgrading the security around the council houses in communities and upgrade of Headquarters in Katherine. Other big capital upgrades are planned for Mataranka, Ngukurr Numbulwar. There are seven vehicles due for replacement as per Vehicle replacement program. 2017-18 budget stays break even after covering for the deprecation of $4.4m. Council is aiming to fund its depreciation of $4.4m, however, have to use its reserves for funding some of its capital expenditure.


INCOME BY ACCOUNT CATEGORY

EXPENDITURE BY CATEGORY

3.2 ESTIMATES OF REVENUE AND EXPENDITURE FOR THE 2017-18 FINANCIAL YEAR

Consolidated Budget 2017-18 by Natural Account Category

2017-18

INCOME BUDGET ($)11 - Income Rates 1,872,80812 - Income Council Fees and Charges 772,16713 - Income Operating Grants Subsidies 18,014,18214 - Income Investments 220,00017 - Income Agency and Commercial Services 14,352,27719 - Other Income 112,913

TOTAL INCOME 35,344,346

CARRIED FORWARDS / RESERVES 81 - Accumulated Surplus Deficit 3,090,701

TOTAL CARRIED FORWARDS 3,090,701

TOTAL INCOME & CARRIED FORWARD 38,435,047

EXPENDITURE21 - Employee Expenses 21,350,76322 - Contract and Material Expenses 7,978,93923 - Fleet, Plant & Equipment 1,071,09124 - Asset Expense 4,435,59925 - Other Operating Expenses 3,586,98427 - Finance Expenses 11,670

TOTAL EXPENDITURE 38,435,047

OPERATING SURPLUS/(DEFICIT) 0

CAPITAL EXPENDITURE53 - WIP Assets 3,740,000

TOTAL CAPITAL EXPENDITURE 3,740,000

Roper Gulf Regional CouncilIncome and Expenditure Report For the year ending 2017-18

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: 2017-2018 BudgetHQ

2017-18

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support -46,43612 - CORE - Governance & Council 1,426,52514 - CORE - Services 12,32816 - CORE - Infrastructure and Assets 141,77318 - COMMERCIAL - Housing 533,16220 - COMMERCIAL - Other 368,71422 - COMMERCIAL - Mechanial Workshops -25,57026 - AGENCY - CDP 122,46128 - AGENCY - Homelands and Outstations 835,20630 - AGENCY - Family and Community 400,78832 - AGENCY - Enviro Health and Landcare 182,53434 - AGENCY - Community Safety 1,598,70936 - AGENCY - Other 549,397


EXPENDITURE21 - Employee Expenses 7,294,88822 - Contract and Material Expenses 2,392,59823 - Fleet, Plant & Equipment 252,37424 - Asset Expense 4,435,59925 - Other Operating Expenses 2,136,69827 - Finance Expenses 11,57031 - Internal Cost Allocations -10,424,135


2017-18

EXPENDITURE101 - Chief Executive 454,987102 - Corporate Services Directorate and Admin 321,623103 - Infrastructure and Technical Services Directorate and Admin

49,803

104 - Community Services Directorate and Admin -879,878105 - Financial Management 956,575106 - General Council Operations -2,746,055107 - Human Resources 1,030,583108 - IT services 53,892109 - Asset Department 115,445110 - Assets Managment - Fixed Assets 506,074113 - Project Management 456,727

114 - Work Health and Safety 355,628115 - Asset Management - Mobile Fleet & Equipment -721,841130 - Governance 723,176131 - Council and Elected Members 583,350132 - Local Authority 5,000133 - Local Elections 83,000134 - Community Grants 32,000161 - Waste management 12,328200 - Local roads maintenance 131,793201 - Street lighting 9,980220 - Territory Housing Repairs and Maintenance Contract 413,145221 - Territory Housing Tenancy Management Contract 120,017240 - Commercial Operations admin 364,577246 - Commercial Australia Post 4,137275 - Mechanical Workshop -25,570314 - Service Fee - CDP 54,961318 - Outcome Payments - CDP 67,500320 - Outstation Services Admin 153,185322 - Outstations Housing Maintenance 196,108323 - Outstations municipal services 485,913340 - Community Services admin 0341 - Commonwealth Aged Care Package 380,763342 - Indigenous Aged Care Employment -77,327344 - Commonwealth Home Support Program -119,683346 - Indigenous Broadcasting 30,890348 - Library 17,173350 - Centrelink 133,544352 - Disability in Home Support 35,428381 - Animal Control 182,534401 - Night Patrol 717,904404 - Indigenous Sports and Rec Program 167,810407 - Remote Sports and Recreation 213,978414 - Drug and Volatile Substances 52,690415 - Indigenous Youth Reconnect 446,326462 - 2014-19 Roads to Recovery 546,670479 - Territory Day Celeberation 2,727


CAPITAL EXPENDITURE110 - Assets Managment - Fixed Assets 1,000,000115 - Asset Management - Mobile Fleet & Equipment 180,000

TOTAL CAPITAL EXPENDITURE 1,180,000


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 - Mechanial 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


2017-18

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 367,48512 - CORE - Governance & Council 49,47114 - CORE - Services 672,51416 - CORE - Infrastructure and Assets 63,42118 - COMMERCIAL - Housing 178,50520 - COMMERCIAL - Other 45,88326 - AGENCY - CDP 811,24530 - AGENCY - Family and Community 185,60234 - AGENCY - Community Safety 276,637


EXPENDITURE21 - Employee Expenses 1,106,09522 - Contract and Material Expenses 305,61923 - Fleet, Plant & Equipment 80,86925 - Other Operating Expenses 104,50631 - Internal Cost Allocations 1,053,674


EXPENDITURE110 - Assets Managment - Fixed Assets 36,943111 - Council Services General 330,542132 - Local Authority 5,818138 - Local Authority Project 43,653160 - Municipal Services 586,899161 - Waste management 83,465164 - Local Emergency Management 1,050169 - Civic Events 500170 - Australia Day 300171 - Naidoc Week 300200 - Local roads maintenance 10,500201 - Street lighting 10,200202 - Staff Housing 42,721220 - Territory Housing Repairs and Maintenance Contract 500221 - Territory Housing Tenancy Management Contract 178,005241 - Airstrip maintenance Contracts 12,000242 - Litter Collection and Slashing External Contracts 23,642246 - Commercial Australia Post 10,241314 - Service Fee - CDP 686,245318 - Outcome Payments - CDP 125,000

341 - Commonwealth Aged Care Package 28,824344 - Commonwealth Home Support Program 7,000346 - Indigenous Broadcasting 48,143348 - Library 28,748350 - Centrelink 72,887401 - Night Patrol 187,943404 - Indigenous Sports and Rec Program 54,972409 - Sport and Rec Facilities 32,313416 - Youth Vibe Grant 1,409


CAPITAL EXPENDITURE110 - Assets Managment - Fixed Assets 73,000115 - Asset Management - Mobile Fleet & Equipment 96,000

TOTAL CAPITAL EXPENDITURE 169,000

Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetBARUNGA (BAMYILI)



26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetBESWICK (WUGULARR)

2017-18

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 361,45312 - CORE - Governance & Council 75,92914 - CORE - Services 537,28816 - CORE - Infrastructure and Assets 19,21518 - COMMERCIAL - Housing 129,42620 - COMMERCIAL - Other 160,44226 - AGENCY - CDP 1,494,33530 - AGENCY - Family and Community 497,97434 - AGENCY - Community Safety 437,817


EXPENDITURE21 - Employee Expenses 1,701,01722 - Contract and Material Expenses 403,67723 - Fleet, Plant & Equipment 81,75025 - Other Operating Expenses 147,32531 - Internal Cost Allocations 1,380,109


EXPENDITURE110 - Assets Managment - Fixed Assets 40,593111 - Council Services General 320,860132 - Local Authority 4,112138 - Local Authority Project 71,817160 - Municipal Services 482,435161 - Waste management 51,713164 - Local Emergency Management 2,041169 - Civic Events 500170 - Australia Day 300171 - Naidoc Week 300200 - Local roads maintenance 10,500201 - Street lighting 10,200202 - Staff Housing -1,485220 - Territory Housing Repairs and Maintenance Contract 128,871221 - Territory Housing Tenancy Management Contract 555245 - Visitor Accommodation and External Facility Use 150,105246 - Commercial Australia Post 10,337314 - Service Fee - CDP 1,329,335318 - Outcome Payments - CDP 165,000341 - Commonwealth Aged Care Package 28,824342 - Indigenous Aged Care Employment 137,669

344 - Commonwealth Home Support Program 53,271346 - Indigenous Broadcasting 46,131347 - Creche 164,706350 - Centrelink 67,373401 - Night Patrol 381,098404 - Indigenous Sports and Rec Program 55,520416 - Youth Vibe Grant 1,200






26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetBORROLOOLA

2017-18

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 388,42712 - CORE - Governance & Council 154,02714 - CORE - Services 590,05416 - CORE - Infrastructure and Assets 59,34720 - COMMERCIAL - Other 161,03730 - AGENCY - Family and Community 45,65132 - AGENCY - Enviro Health and Landcare 2,00534 - AGENCY - Community Safety 541,97338 - OTHER - Swimming Pools 400,742


EXPENDITURE21 - Employee Expenses 1,010,38322 - Contract and Material Expenses 521,11123 - Fleet, Plant & Equipment 85,65325 - Other Operating Expenses 116,81931 - Internal Cost Allocations 609,297


EXPENDITURE110 - Assets Managment - Fixed Assets 3,000111 - Council Services General 385,427132 - Local Authority 22,671138 - Local Authority Project 131,356160 - Municipal Services 426,330161 - Waste management 161,324162 - Cemeteries Management 1,000169 - Civic Events 500170 - Australia Day 400171 - Naidoc Week 500200 - Local roads maintenance 11,000201 - Street lighting 22,100202 - Staff Housing 26,246241 - Airstrip maintenance Contracts 111,000245 - Visitor Accommodation and External Facility Use

50,037

348 - Library 45,651381 - Animal Control 2,005401 - Night Patrol 247,787

404 - Indigenous Sports and Rec Program 87,623407 - Remote Sports and Recreation 500415 - Indigenous Youth Reconnect 204,905416 - Youth Vibe Grant 1,159550 - Swimming Pool 400,742


CAPITAL EXPENDITURE110 - Assets Managment - Fixed Assets 86,500115 - Asset Management - Mobile Fleet & Equipment

89,000


38 - OTHER - Swimming Pools

















Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetBULMAN (GULIN GULIN)

2017-18

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 295,27812 - CORE - Governance & Council 56,03914 - CORE - Services 447,67816 - CORE - Infrastructure and Assets 21,98418 - COMMERCIAL - Housing 138,67920 - COMMERCIAL - Other 64,65726 - AGENCY - CDP 660,45228 - AGENCY - Homelands and Outstations 4,00030 - AGENCY - Family and Community 448,81534 - AGENCY - Community Safety 296,361




EXPENDITURE110 - Assets Managment - Fixed Assets 12,063111 - Council Services General 283,215132 - Local Authority 14,779138 - Local Authority Project 41,260160 - Municipal Services 403,849161 - Waste management 42,729169 - Civic Events 500170 - Australia Day 300171 - Naidoc Week 300200 - Local roads maintenance 10,000201 - Street lighting 8,700202 - Staff Housing 3,284220 - Territory Housing Repairs and Maintenance Contract 67,381221 - Territory Housing Tenancy Management Contract 71,297241 - Airstrip maintenance Contracts 16,000245 - Visitor Accommodation and External Facility Use 39,720246 - Commercial Australia Post 8,937314 - Service Fee - CDP 545,452318 - Outcome Payments - CDP 115,000323 - Outstations municipal services 4,000

341 - Commonwealth Aged Care Package 31,870342 - Indigenous Aged Care Employment 106,063344 - Commonwealth Home Support Program 31,373346 - Indigenous Broadcasting 45,517349 - School Nutrition Program 151,516350 - Centrelink 82,476401 - Night Patrol 184,290404 - Indigenous Sports and Rec Program 110,554416 - Youth Vibe Grant 1,517







26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetEVA VALLEY (MANYALLALUK)

2017-18

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 190,47312 - CORE - Governance & Council 18,59814 - CORE - Services 351,78916 - CORE - Infrastructure and Assets -18,04518 - COMMERCIAL - Housing 20020 - COMMERCIAL - Other 138,44126 - AGENCY - CDP 212,99730 - AGENCY - Family and Community 313,18134 - AGENCY - Community Safety 215,623


EXPENDITURE21 - Employee Expenses 766,29022 - Contract and Material Expenses 144,80723 - Fleet, Plant & Equipment 32,73525 - Other Operating Expenses 76,06131 - Internal Cost Allocations 403,363


EXPENDITURE110 - Assets Managment - Fixed Assets 29,852111 - Council Services General 160,621132 - Local Authority 3,812138 - Local Authority Project 14,786160 - Municipal Services 308,786161 - Waste management 40,953164 - Local Emergency Management 1,050169 - Civic Events 500170 - Australia Day 200171 - Naidoc Week 300200 - Local roads maintenance 10,500201 - Street lighting 3,250202 - Staff Housing -31,795220 - Territory Housing Repairs and Maintenance Contract

200

241 - Airstrip maintenance Contracts 7,000244 - Power Water contract 92,528245 - Visitor Accommodation and External Facility Use 31,746246 - Commercial Australia Post 7,166314 - Service Fee - CDP 182,997

318 - Outcome Payments - CDP 30,000342 - Indigenous Aged Care Employment 31,748344 - Commonwealth Home Support Program 44,904347 - Creche 131,219349 - School Nutrition Program 105,259350 - Centrelink 50401 - Night Patrol 179,841404 - Indigenous Sports and Rec Program 26,061409 - Sport and Rec Facilities 8,621416 - Youth Vibe Grant 1,100






26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetJILKMINGGAN (DUCK CREEK)

2017-18

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 249,15912 - CORE - Governance & Council 43,49714 - CORE - Services 383,96116 - CORE - Infrastructure and Assets -7,52618 - COMMERCIAL - Housing 42,35020 - COMMERCIAL - Other 98,73126 - AGENCY - CDP 687,31530 - AGENCY - Family and Community 389,91434 - AGENCY - Community Safety 477,011




EXPENDITURE110 - Assets Managment - Fixed Assets 2,000111 - Council Services General 247,159132 - Local Authority 3,550138 - Local Authority Project 39,947160 - Municipal Services 312,443161 - Waste management 68,337164 - Local Emergency Management 2,081169 - Civic Events 500170 - Australia Day 300171 - Naidoc Week 300200 - Local roads maintenance 10,000201 - Street lighting 1,200202 - Staff Housing -18,726220 - Territory Housing Repairs and Maintenance Contract

200

221 - Territory Housing Tenancy Management Contract 42,150244 - Power Water contract 92,272246 - Commercial Australia Post 6,459314 - Service Fee - CDP 587,315318 - Outcome Payments - CDP 100,000344 - Commonwealth Home Support Program 507

347 - Creche 347,957350 - Centrelink 41,450401 - Night Patrol 241,975403 - Outside School Hours Care 127,689404 - Indigenous Sports and Rec Program 51,222407 - Remote Sports and Recreation 11,618409 - Sport and Rec Facilities 43,352416 - Youth Vibe Grant 1,156


CAPITAL EXPENDITURE110 - Assets Managment - Fixed Assets 70,000




26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetMATARANKA

2017-18

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 557,20512 - CORE - Governance & Council 40,87914 - CORE - Services 760,13016 - CORE - Infrastructure and Assets 9,64220 - COMMERCIAL - Other 43,69226 - AGENCY - CDP 622,88730 - AGENCY - Family and Community 361,14532 - AGENCY - Enviro Health and Landcare 2,22034 - AGENCY - Community Safety 293,909


EXPENDITURE21 - Employee Expenses 1,431,40322 - Contract and Material Expenses 344,32823 - Fleet, Plant & Equipment 114,38125 - Other Operating Expenses 78,97827 - Finance Expenses 5031 - Internal Cost Allocations 722,570


EXPENDITURE111 - Council Services General 557,205132 - Local Authority 6,068138 - Local Authority Project 34,811160 - Municipal Services 666,877161 - Waste management 59,003162 - Cemeteries Management 2,000164 - Local Emergency Management 1,050166 - Rural Transaction Centre 30,100169 - Civic Events 500170 - Australia Day 300171 - Naidoc Week 300200 - Local roads maintenance 10,500201 - Street lighting 3,500202 - Staff Housing -4,358242 - Litter Collection and Slashing External Contracts 36,982246 - Commercial Australia Post 6,711314 - Service Fee - CDP 592,887318 - Outcome Payments - CDP 30,000341 - Commonwealth Aged Care Package 14,411

342 - Indigenous Aged Care Employment 70,765344 - Commonwealth Home Support Program 169,962348 - Library 41,654350 - Centrelink 64,353381 - Animal Control 2,220401 - Night Patrol 243,020404 - Indigenous Sports and Rec Program 26,061407 - Remote Sports and Recreation 23,798416 - Youth Vibe Grant 1,031







26 - AGENCY - CDP















Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetMINYERRI

2017-18

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 365,65012 - CORE - Governance & Council 71,46018 - COMMERCIAL - Housing 8,40034 - AGENCY - Community Safety 209,154

TOTAL EXPENDITURE 654,664



EXPENDITURE106 - General Council Operations 365,650132 - Local Authority 3,420138 - Local Authority Project 68,040220 - Territory Housing Repairs and Maintenance Contract

7,300

221 - Territory Housing Tenancy Management Contract 1,100401 - Night Patrol 209,154


CAPITAL EXPENDITURE

TOTAL CAPITAL EXPENDITURE 0













Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetNGUKURR

2017-18

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 696,30712 - CORE - Governance & Council 165,76114 - CORE - Services 865,44716 - CORE - Infrastructure and Assets 59,24218 - COMMERCIAL - Housing 357,48120 - COMMERCIAL - Other 339,57826 - AGENCY - CDP 2,363,16228 - AGENCY - Homelands and Outstations 30,43230 - AGENCY - Family and Community 624,56034 - AGENCY - Community Safety 846,66238 - OTHER - Swimming Pools 340,176


EXPENDITURE21 - Employee Expenses 2,771,08522 - Contract and Material Expenses 978,88423 - Fleet, Plant & Equipment 141,60225 - Other Operating Expenses 347,03227 - Finance Expenses 5031 - Internal Cost Allocations 2,450,153


EXPENDITURE110 - Assets Managment - Fixed Assets 89,444111 - Council Services General 606,863132 - Local Authority 17,756138 - Local Authority Project 148,005160 - Municipal Services 663,070161 - Waste management 199,527164 - Local Emergency Management 1,050169 - Civic Events 800170 - Australia Day 500171 - Naidoc Week 500200 - Local roads maintenance 11,000201 - Street lighting 4,120202 - Staff Housing 44,122220 - Territory Housing Repairs and Maintenance Contract

241,910

221 - Territory Housing Tenancy Management Contract 115,570241 - Airstrip maintenance Contracts 100,000245 - Visitor Accommodation and External Facility Use 232,582246 - Commercial Australia Post 6,996

314 - Service Fee - CDP 2,138,162318 - Outcome Payments - CDP 225,000323 - Outstations municipal services 30,432341 - Commonwealth Aged Care Package 95,611342 - Indigenous Aged Care Employment 203,910344 - Commonwealth Home Support Program 91,405346 - Indigenous Broadcasting 39,573348 - Library 30,327350 - Centrelink 152,955352 - Disability in Home Support 10,779401 - Night Patrol 369,383403 - Outside School Hours Care 140,005404 - Indigenous Sports and Rec Program 82,690407 - Remote Sports and Recreation 106409 - Sport and Rec Facilities 91,458415 - Indigenous Youth Reconnect 162,159416 - Youth Vibe Grant 861550 - Swimming Pool 340,176




38 - OTHER - Swimming Pools




26 - AGENCY - CDP
















Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetNUMBULWAR

2017-18

EXPENDITURE BUDGET ($)10 - CORE - Corporate, Executive & Support 459,14912 - CORE - Governance & Council 162,67114 - CORE - Services 1,045,70016 - CORE - Infrastructure and Assets 869,82518 - COMMERCIAL - Housing 253,66620 - COMMERCIAL - Other 270,49922 - COMMERCIAL - Mechanial Workshops 167,02026 - AGENCY - CDP 1,956,82430 - AGENCY - Family and Community 665,50234 - AGENCY - Community Safety 611,582


EXPENDITURE21 - Employee Expenses 2,295,68522 - Contract and Material Expenses 1,804,97023 - Fleet, Plant & Equipment 151,65025 - Other Operating Expenses 283,32231 - Internal Cost Allocations 1,926,810


EXPENDITURE110 - Assets Managment - Fixed Assets 56,218111 - Council Services General 402,931132 - Local Authority 19,129138 - Local Authority Project 143,542160 - Municipal Services 544,537161 - Waste management 98,713164 - Local Emergency Management 1,050169 - Civic Events 500170 - Australia Day 400171 - Naidoc Week 500172 - Numbulwar Fuel 400,000200 - Local roads maintenance 811,000201 - Street lighting 24,050202 - Staff Housing 34,775220 - Territory Housing Repairs and Maintenance Contract

157,015

221 - Territory Housing Tenancy Management Contract

96,650

241 - Airstrip maintenance Contracts 153,000245 - Visitor Accommodation and External Facility Use 110,068246 - Commercial Australia Post 7,431275 - Mechanical Workshop 167,020

314 - Service Fee - CDP 1,876,824318 - Outcome Payments - CDP 80,000341 - Commonwealth Aged Care Package 137,482342 - Indigenous Aged Care Employment 214,352344 - Commonwealth Home Support Program 149,206346 - Indigenous Broadcasting 47,722350 - Centrelink 116,740401 - Night Patrol 306,557404 - Indigenous Sports and Rec Program 114,998409 - Sport and Rec Facilities 6,300415 - Indigenous Youth Reconnect 182,309416 - Youth Vibe Grant 1,418






26 - AGENCY - CDP

22 - COMMERCIAL - Mechanial Workshops















Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetROBINSON RIVER

2017-18

EXPENDITURE BUDGET ($)34 - AGENCY - Community Safety 193,171


EXPENDITURE21 - Employee Expenses 186,91522 - Contract and Material Expenses 10023 - Fleet, Plant & Equipment 2,20025 - Other Operating Expenses 61031 - Internal Cost Allocations 3,346


EXPENDITURE401 - Night Patrol 193,171


CAPITAL EXPENDITURE











Roper Gulf Regional Council Direct Expenditure Report: 2017-2018 BudgetOTHER LOCATIONS

2017-18

EXPENDITURE BUDGET ($)14 - CORE - Services 30616 - CORE - Infrastructure and Assets 2,70020 - COMMERCIAL - Other 1,00026 - AGENCY - CDP 559,82328 - AGENCY - Homelands and Outstations 151,324




EXPENDITURE160 - Municipal Services -745 164 - Local Emergency Management 1,050 201 - Street lighting 2,700 241 - Airstrip maintenance Contracts 1,000 314 - Service Fee - CDP 534,823 318 - Outcome Payments - CDP 25,000 322 - Outstations Housing Maintenance 22,082 323 - Outstations municipal services 129,242


EXPENDITURE23 - Urapunga (Ritarangu) 974624 - Werenbun 775026 - Badawarrka 810027 - Baghetti 730028 - Barrapunta (Emu Springs) 310029 - Boomerang Lagoon 335030 - Costello 430032 - Gorge Camp (Jodetluk) 737835 - Mole Hill 1192137 - Mount Catt 695338 - Mulggan 7430040 - Nulawan (Nalawan) 365041 - Nummerloori (Namaliwirri) 250047 - Kewyuli (Roper Valley) 498249 - Binjari 559823


CAPITAL EXPENDITURE



26 - AGENCY - CDP












3.3 COUNCIL AND LOCAL AUTHORITY EXPENSES

3.3.1 Councillor Allowances

APPROVED COUNCILLOR ALLOWANCES APPROVED AMOUNT $ BUDGET AMOUNT $

Councillor – base* 13,151.83 144,670.13Electoral** 4,812.67 52,939.37Deputy Mayor – base* 27,039.81 27,039.81Electoral** 4,812.67 4,812.67Mayor – base* 73,125.37 73,125.37Electoral** 19,247.18 19,247.18TOTAL BASE+ELECTORAL ALLOWANCE 142,189.53 321,834.53

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

3,653.68 max per elected

member

47,497.84

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

125.00 per meeting per

Councillor

12,000.00

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

22,897.80

*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 2018.

EXPENDITURE BUDGET ($)

ACCOUNT DESCRIPTION TOTAL PRDS

2211 Consulting Fee Expense 11,400.002251 Material Expense General 1,000.002273 Food, Catering & Cleaning Supplies 200.002517 Network Communication Expense 1,500.002518 Mobile Telephone Expense 5,000.002521 Advertising Expense 2,000.002522 ID/Ochre Card 570.002531 Training Course 1,500.002532 Conference or Seminar Course Fee

Expense5,000.00

2534 Accommodation Expense 30,000.002535 Airfare and Travel Fare Expense 30,000.002537 Travel Allowance Expenses 68,649.702546 Equip/Venue Hire 4,000.002549 Chairman Mayoral Allowance Expense 96,026.232551 Councillor Allowance Expense 308,203.942554 Computer Consumables 100.002555 Meeting Catering 10,000.002557 Council Uniforms 1,200.003146 Visitor Accommodation Charges 7,000.00

TOTAL 583,349.87

3.3.3 Local Authority AllowancesEligible Local Authoritiy 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 unitsThe Department of Treasury and Finance has established the revenue unit at $1.15 for the period from 1 July 2017 to 30 June 2018.

APPROVED LOCAL AUTHORITY ALLOWANCES

APPROVED AMOUNT $

BUDGET AMOUNT $

Local Authority Chairperson 164.00 7,574.00Local Authority Member 123.00 39,622.00

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

47,196.00

Activity 132 Local Authorities Expenditure report by Natural Account period ending 30 June 2018.

3.3.4 Local Authority ExpensesEXPENDITURE BUDGET ($)

NATURAL ACCOUNT TOTAL PRDS

2531 Training Course Fee Exp 4,000.002535 Airfare & Travel Fare 44,418.202537 Travel Allowance Expense 3,600.002550 Local Authority Meeting Allowance 47,196.002555 Meeting Catering 5900.003198 Internal Vehicle Hire Charges 1,000.00

TOTAL 106,114.20

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 Roper Gulf Regional Council 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 2017-18 for its ongoing asset management requirements. It is anticipated that this should provide cost efficiencies going forward.

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

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


3.4.2 Projections of Income and Expenditure2017-18 2018-19 2019-20 2020-21

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

Income11 - Income Rates 1,872,808 2,153,729 2,412,177 2,605,151

12 - Income Council Fees and Charges 772,167 795,332 819,192 843,76813 - Income Operating Grants Subsidies 18,014,182 18,014,182 18,554,607 19,111,24614 - Income Investments 220,000 200,000 180,000 180,00017 - Income Agency and Commercial Services 14,352,277 14,639,323 14,785,716 15,081,43019 - Other Income 112,913 115,000 115,000 116,000TOTAL INCOME 35,344,346 35,917,566 36,866,692 37,937,594

CARRIED FORWARD / RESERVES

81- Carried Forward Reserves 3,090,701 3,646,639 3,861,299 3,952,700TOTAL CARRIED FORWARDS 3,090,701 3,646,639 3,861,299 3,952,700

EXPENDITURE

21 - Employee Expenses 21,350,763 21,991,286 22,651,024 23,330,55522 - Contract and Material Expenses 7,978,939 8,138,518 8,301,288 8,467,31423 - Fleet, Plant & Equipment 1,071,091 1,116,077 1,162,952 1,174,58224 - Asset Expense 4,435,599 4,568,667 4,705,727 4,846,89925 - Other Operating Expenses 3,586,984 3,737,637 3,894,618 4,058,19227 - Finance Expenses 11,670 12,020 12,381 12,752TOTAL EXPENDITURE 38,435,047 39,564,205 40,727,990 41,890,294

OPERATING SURPLUS/(DEFICIT) 0 0 0 0

CAPITAL EXPENDITURE

53 - Asset Purchases 3,320,000 3,320,000 2,500,000 2,500,000TOTAL CAPITAL EXPENDITURE 3,320,000 3,320,000 2,500,000 2,500,000

3.4.3 Budget Assumptions• All current services will continue to be provided by the Council;• There are no adverse changes in government policies impacting the Regional council;• Depreciation Expense to be covered from operational income;• Use of Reserves to fund capital expenditure; • Any unaccounted surpluses would be transferred to asset replacement reserves at the year end; and• No direct control on Grants and agency income for future years.


3.4.4 Capital ExpenditureAsset management is increasingly becoming important to Roper Gulf Regional Council. With over $53 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 deliver Council’s long term objectives. As Council’s assets age there are increased maintenance, refurbishment and disposal costs which increase the cost of the services that they support.

The main aim of Council’s asset management is to ensure that assets are managed in 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 $ 1,910,000.005331 - Capital Construct Infrastructure $ 605,000.005341 - Capital Purchases Plant & Equipment $ 758,000.005371 – Capital Purchases Vehicles $ 467,000.00TOTAL CAPITAL EXPENDITURE $ 3,740,000.00

REPAIRS AND MAINTENANCE

2242 - Asset R&M Expense $ 540,637.802352 - Fleet, Plant & Equipment R&M $ 28,923.55TOTAL REPAIRS AND MAINTENANCE $ 569,561.35


3.4.6 Asset and Infrastructure Development Scheduled for 2017-18

ACCOUNT NUMBER AMOUNT DESCRIPTION

LOCATION: 10 - HQ

10.10.110.5321 $ 1,000,000.00 Construction of Crawford Street Offices10.10.115.5371 $ 180,000.00 ACT 381 - 4WD Hilux with Cage 60K and ACT 103 - Replacement of Director’s Car 65K, ACT

130 - Governance Vehicle - 55K

$ 1,180,000.00

LOCATION: 11 - BARUNGA (BAMYILI)

11.10.110.5321 $ 60,000.00 ACT 202 3X Houses Security Fencing, Screens and Lights11.10.110.5331 $ 13,000.00 ACT 160 - Install 2 Solar Lights Norforce Park11.10.115.5341 $ 41,000.00 ACT 160 Replacement of 934986 Everride Mower 26K, New ATV 15K11.10.115.5371 $ 55,000.00 ACT 111- CSC Vehicle Replacement $ 169,000.00

LOCATION: 12 - BESWICK (WUGULARR)

12.10.110.5321 $ 155,000.00 ACT 160 - New Shed - Workshop 30K, ACT 202 - 5 X Houses Security Fencing, Screens and Lights 100K and ACT 245 - Lot 16 Contractor Quarter - Security Fencing, Screens and Lights 25K

12.10.115.5341 $ 150,000.00 ACT 160, Street Sweeper $40K, Bobcat Skid Steer $110K $ 305,000.00

LOCATION: 13 - BORROLOOLA

13.10.110.5321 $ 80,000.00 ACT 202 4X Houses Security Fencing, Screens and Lights13.10.110.5331 $ 6,500.00 ACT 160 Install Solar Light at Searcy & Robinson Road Corner13.10.115.5341 $ 89,000.00 ACT 160 - 1 ATV $25K, Ride on Mower (Replacement) $26K and Kerbing Machine $38K

$ 175,500.00

LOCATION: 14 - BULMAN (GULIN GULIN)

14.10.110.5321 $ 50,000.00 ACT 202 2 X Houses Security Fencing, Screens and Lights, ACT 245 LOT 30 - Fencing & Security Lights

14.10.110.5331 $ 6,500.00 ACT 160 - Install Solar Lights at Park14.10.115.5341 $ 126,000.00 ACT 160 - Ride on Mower (Replacement) $26K, Medium Rigid Tipper 100K14.10.115.5371 $ 55,000.00 ACT 111 - CSC Car Replacement 4WD Hilux $ 237,500.00

LOCATION: 15 - EVA VALLEY (MANYALLALUK)

15.10.110.5331 $ 6,500.00 ACT 160 - Install Solar Lights at Park15.10.115.5341 $ 52,000.00 ACT 160 - 2 Zero Turn Ride on Mower - Replacements

$ 58,500.00


LOCATION: 16 - JILKMINGGAN

16.10.110.5321 $ 70,000.00 ACT 202 - Security Upgrades, Full Renovations $ 70,000.00

LOCATION: 18 - MATARANKA

18.10.110.5321 $ 20,000.00 ACT 202 1X Houses Security Fencing, Screens and Lights18.10.110.5331 $ 220,000.00 ACT 160 - Bore Pump $10K, New Toilet Block at Sports Ground $200K, AM- 10029 Electrical

Fitout at Sports & Rec Canteen 10K 18.10.115.5341 $ 32,000.00 ACT 160 - Ride on Mower Catcher (Replacement)18.10.115.5371 $ 55,000.00 ACT 314 - 4WD Hilux

$ 327,000.00

LOCATION: 20 - NGUKURR

20.10.110.5321 $ 160,000.00 ACT 111 - Security Lights & CCTV at Office $15K, ACT 202 8X Houses Security Fencing, Screens and Lights $15K each total 120K, ACT 245 - Lot 297, Fencing & Security Lights $25K

20.10.110.5331 $ 339,000.00 ACT 160 - Upgrade Muns Works Depot 100K, 2 Solar at Footpath to pool and 4 in other park 39K and ACT 161 - Lot 447 Waste Mgmt Facility Upgrade Service Road, Install lay down and transfer 200K

20.10.115.5341 $ 230,000.00 ACT 160 - 2 ATV (50K), 1 Tipper Truck (130K), Kerbing Mach (38K). ACT 314 - Ride on Mower (12 K)

20.10.115.5371 $ 67,000.00 ACT 220 - 4WD Land Cruiser in Ngukurr $ 796,000.00

LOCATION: 21 - NUMBULWAR

21.10.110.5321 $ 315,000.00 ACT 111 - Numbulwar Office Upgrade 15K, ACT 202 5 X Houses Security Fencing, Screens and Lights 100K (20K each), ACT 245 - Lot 156 Upgrade house

21.10.110.5331 $ 13,500.00 ACT 160 - 2 Solar Light 1 opposite Water Tower & 1 at Rec Hall21.10.115.5341 $ 38,000.00 Kerbing Machine21.10.115.5371 $ 55,000.00 ACT 111 - Replacement 4WD Hilux $ 421,500.00

$ 3,740,000.00


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 the Council in 2017-18 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 2017-18.

Additionally, rates revenue remains a small proportion of the Council’s total budget, at less than 5% 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 2017-2018SummaryThe 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 2017-18 will levy approx. $992,115.61 in rates revenue. The Waste Collection charges would be approx. $ 818,692.80 in 2017-18. Council has also declared a special rate this year to cover for the Animal Health Management in various communities and will be collecting $62,000.00.

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

RATES – RESIDENTIAL PROPERTIES

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

2016-17 2017-18

$ 838.01 $ 970.41

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

2016-17 2017-18

$ 678.71 $ 842.97

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

2016-17 2017-18

$ 678.71 $ 842.97

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

2016-17 2017-18

$ 992.82 $ 1,134.25

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

2016-17 2017-18

$ 898.27 $ 1,058.62

RATES - RURAL PROPERTIES

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

2016-17 2017-18

$ 701.20 $ 860.96


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

2016-17 2017-18

$ 778.35 $ 922.68

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:

2016-17 DECREED 2017-18

$ 368.31 $ 368.31

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

2016-17 DECREED 2017-18

0.0299% 0.0299%

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

2016-17 DECREED 2017-18

$ 871.68 $ 871.68

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

2016-17 2017-18

0.34% 0.34%

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

2016-17 2017-18

$ 838.01 $ 970.41

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:

2016-17 2017-18

$ 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.

2016-17 2017-18

$ 257.07 $ 304.35

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

SECTION 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 Berto

Chief Executive OfficeRoper Gulf Regional CouncilThursday 08 May 2017


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 and 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 and 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.

DESCRIPTION GST INC UNIT COMMENTS

TRADES AND LABOUR

All of RGRC Where Available Tradesman - Plumber/Electrician/Carpenter/Certified Operators $140.00 per hour includes all tradesMechanic $150.00 per hour Trades Assistant - includes apprentice $90.00 per hour All other labourTravel $2.10 per km Includes sealed and unsealedLabour on travel $80.00 per hourEmergency call out fee $270.00 per call out Outside of council operating hoursPLANT AND EQUIPMENT

Elevated Work Platform $130.00 per hour Need 2 licensed Elevated platform license holders to operate

3/6 Ton Small Drop Side Tipper $125.00 per hour Backhoe $205.00 per hour Includes attachmentsGrader (Cat 140G) $235.00 per hour Grader (Cat 12M) $325.00 per hour Grader (Gallion Flea) $175.00 per hour Prime Mover (Single trailer Capacity) $185.00 per hour Service Truck (Hino) $170.00 per hour HIAB Truck $125.00 per hour Forklift (Manitou Telehandler) $185.00 per hour Septic Truck(Bulman only - does not incl labour) $750.00 per septic

cleaned

Bobcat $175.00 per hour Mini Excavator $145.00 per hour 24 Tonne Excavator (Hitachi) $290.00 per hour plus $ 85 standby24 Tonne Excavator (Hitachi) $130.00 per hour Dry Hire RateRock-hammer $23.00 per hour Mini Excavator only Front End Loader $225.00 per hour Includes attachments



Tractor - up to 100hp with Slasher or Post Hole Borer $190.00 per hour Need to check locations for availability

Quad Bike and Spray Pack $135.00 per hour Does not include chemicalsRide -On - mower - with operator $140.00 per hour Housing onlyTrailer(Small box/tandem) $12.00 per hour Box Trailer $47.00 half day Minimum half day charges Box Trailer $80.00 per day Car Trailer $130.00 per day Car Trailer $90.00 half day Wood Chipper $125.00 per hour WASTE MANAGEMENT

Service Charge $304.35 per bin x number of collections

Commercial Waste Dump Fee $75.00 per m3 Grease Trap Dump Fee $60.00 per

kilolitres(Borroloola only) and does not include removal and transport cost—dumping only.

Dead Car Fee $105.00 per car Tyres - Standard Sedan $11.00 Tyres – All Terrain/Small Tractor $43.00 Tyres - Truck/Tractor Large $85.00 REGISTRATION COMPANION ANIMALS

Entire dog- with reproductive organs $47.00 per year Registration per dog De-sexed - without reproductive organs $22.00 per year Registration per dog License for more than two dogs $115.00 per year Pound Maintenance Fee $30.00 per dog per

day or part day

VETERINARY FEES

Town camps and outstations - full day $1,760.00 per day

Town camps and outstations - half day $770.00 half day Applicable to day drip town camps and outstations ex Katherine only

Town camps and outstations - travel $2.10 per km Ex KatherineIndividual fees for service (where owner does not fall under outstation or town camp service provision)

Dog spey $320.00 per dog additional $70 for on heat, pregnant or dog over 30kg

Dog Castration $260.00 per dog Pup desexing - spey dog less than 5 months old $225.00 per dog Pup desexing - casrate dog less than 5 months old $190.00 per dog Pup desexing - spey cat less than 5 months old $150.00 per dog



Pup desexing - castration cat less than 5 months old $80.00 per cat Cat spey $170.00 per cat Cat castration $120.00 per dog Contraceptive injections for females - small dog (less than 10 kg) $50.00 per dog Contraceptive injections for females - medium dog (10-25 kg) $65.00 per dog Contraceptive injections for females - large dog (>25 kg) $75.00 per dog Dectomax injection $20.00 per dog for ticks, scabies, intestinal worms

and heartwormOral Ivermectin $10.00 per dog for ticks, scabies, intestinal worms

and heartwormParvovirus vaccination $75.00 per dog Protech C3Euthanasia without burial $90.00 per animal Euthanasia with burial $170.00 per animal CEMETERY SERVICES

Burial charges include digging and backfilling of grave $765.00 per burial Where available. Where unavailable, contractors may be engaged at an additional cost.

COMMUNICATIONS, PUBLICATIONS AND ADMINISTRATION

Rates search $70.00 per property

Post box - small $36.00 per year Post box - medium $57.00 per year Post box - large $82.00 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 $3.00 per 15 mins

Printing - A4 black and white single sided $1.10 per page Printing - A4 black and white double sided $1.60 per page Printing - A3 black and white single sided $1.60 per page Printing - A3 black and white double sided $2.20 per page Printing - A4 colour single sided $1.60 per page Printing - A4 colour double sided $3.00 per page Printing - A3 colour single sided $2.20 per page Printing - A3 colour double sided $4.50 per page Transmit or receive a fax per A4 page $2.00 per page Local



Transmit or receive a fax per A4 page $3.00 per page Interstate Transmit or receive a fax per A4 page $12.00 per page InternationalLaminate - A4 sheet $4.00 per page Laminate - A3 sheet $5.50 per page Laminate business card $1.60 per card Binding of documents $10.00 up to 30

pages

Binding of documents $18.00 up to 50 pages

Binding of documents $23.00 over 50 pages

Annual Report or Regional Plan black and white copy $30.00 Free copies can be downloaded at www.ropergulf.nt.gov.au. Copies of the document are free to read at all Council offices

Annual Report or Regional Plan colour copy $2.20 per page One sided print Annual Report or Regional Plan printers copy $50.00 per copy Ads in newsletter-banner advertisement $60.00 per ad Ads in newsletter-quarter page $160.00 per ad To place advertisements in Council

newsletter Ads in newsletter-half page $235.00 per ad Ads in newsletter-full page $315.00 per ad Copy of minutes black and white copy $8.00 per

meetingFree copies can be downloaded at www.ropergulf.nt.gov.au. Copies of the document are free to read at all any Council office

Local Authority Special Meeting fee POA* per meeting

Price on application - varies with town

VENUE HIRE

Basic facility hire $205.00 per day - Flat Rate

Includes main buildings such as community halls, board rooms, training tooms and singular Sport and Recreation building

Basic facility hire $160.00 minimum 4 hours + $25 per additional hour

Includes main buildings such as community halls, board rooms, training tooms and singular Sport and Recreation building

Whole facility hire $310.00 per day - Flat Rate

Incorporates the hire of several buildings on the same grounds including kitchen, toilets and showers

Whole facility hire $240.00 minimum 4 hours + $40 per additional hour

Incorporates the hire of several buildings on the same grounds including kitchen, toilets and showers



Office space $230.00 per week 3x2 metre area. Long term leases can be negotiated

Visitor accommodation - service charge $140.00 per room per day

Per room. Long term leases can be negotiated.

Oval for organised competition $1,030.00 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 $3,000.00 per season (30-40 weeks)

Facility hire agreement must be signed and approved by Council before access to the facility is approved.

Tables $3.10 per day per table, payable in advanceChairs $1.10 per day per chair, payable in advanceDelivery of tables/chairs $80.00 per event Local delivery onlyBBQ $35.00 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 $16.00 per day per site per vehicleStorage facility fee $22.00 per pallet

per weekinsurance to be born by the customer

Livestock adjistment $22.00 for 5 head $ 2 per head over 5 (Max 2 nights)HOME CARE PACKAGES

Administration fee 30% Standard case management fee ( Level 1-2) 10% Standard case management fee ( Level 3-4) 15% Exit fee $550.00 one off Client contribution $10.21 per day SUPPORT SERVICES:

Social support $55.00 per hour Meals preparation and delivery $55.00 per hour Domestic assistance $55.00 per hour Personal care $55.00 per hour Transport $55.00 per hour Kilometers of travel $2.00 per km Shopping $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 xare $10.50 per service GENERAL

Deposit to repair damage to footpath, kerb, road or road reserve $5,350.00 per contract Lawn mowing services $65.00 per

service (if available)

School nutrition program - breakfast and lunch $10.50 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 up and drop off $65.00 per Person one way

Group booking per organisation

Landing fees (all airports) except Mataranka $23.00 per tonne- min charge $75

Landing fees - Mataranka $30.00

* POA - Price on Application


APPENDICES APPENDIX I - RATES DECLARATION 2017-2018Notice is hereby given that pursuant to section 158 of the Local Government Act that the following rates and charges were declared by Roper Gulf Regional Council (the “Council”) at the Ordinary Council Meeting held 12th July 2017 and pursuant to sections 155-157 of the Local Government Act (the “Act”) in respect of the financial year ending 30 June 2018.

Rates:Roper Gulf Regional Council makes the following declaration of rates pursuant to sections 155-157 of the Act.1. The following defin itions 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 $992,115.61 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 $ 970.41 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 $ 842.97 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 $ 842.97 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 $ 1,134.25 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 $ 1,058.62 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 $ 860.96 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 $ 922.68 for each allotment. h. CONDITIONAL RATE 1 – PASTORAL LEASES: With respect to every allotment of conditionally rateable land within the Region boundaries held under a Pastoral Lease ,as defined in section 3 of the Pastoral Land Act, the applicable rate to be charged per allotment is the greater of:

i. a differential rate of 0.0299% of the Unimproved Capital Value of the property; ii. The minimum rate amount of $368.31 for each allotment.

i. CONDITIONAL RATE 2 – MINING AND EXTRACTION LEASES: With respect to every allotment of conditionally rateable land within the Regional boundaries held under a mining, extractive, or petroleum lease as defined in the Act, the applicable rate to be charged per allotment is the greater of:

i. a differential rate of 0.34% of the Unimproved Capital Value of the property; ii. The minimum rate amount of $871.68 for each allotment.

j. OTHER RATE: With respect to every allotment of rateable land within the Region boundaries that is not otherwise described elsewhere in this declaration, and which is not exempt from paying rates in the council assessment record under another statutory act (s.144 (L)) a flat rate of $ 970.41 for each allotment will apply. In the event that the allotment contains separate residential parts or units, then the flat rate of $ 970.41 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 $62,000.00 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 $818,692.80 by way of garbage collection charges.d. A charge of $ 304.35 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=$ 304.35 x #bins assigned x #assigned collection services


The standard Collection Services are:

LOCATION / COMMUNITY /

TOWNSHIP# WEEKLY SERVICE

COLLECTIONSSTANDARD #BINS

ASSIGNEDBarunga 2 2Beswick 2 2

Borroloola 2 1Bulman 2 2

Jilkminggan 2 2Jodetluk 2 2

Manyallaluk 2 1Mataranka 1 1

Ngukurr 2 1Numbulwar 3 1Urapunga 2 2Weemol 2 2

Werenbun 2 2

6. 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.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. Details of due date and specified amounts are listed on the relevant Rates Notice.11. Variations to those options for payment will be administered according to the conditions outlined on the front and reverse of the Rates Notice.12. 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.13. 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 REQUIREMENTS

Legislative 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 REQUIREMENTS

Legislative 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.


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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