Attachment 1 Nomination form - Jenny Johnson - Dec 2015 · At its 16 December 2015 meeting, the...

Attachment 1 Nomination form - Jenny Johnson - Dec 2015.pdf

Attachment 1 Page 60

Attachment 2 Nomination forms - Cliffy Tommy, Norman Hagan - Nov 2015.pdf


Attachment 3 Lana Field Nomination


ORDINARY COUNCIL 5 FEBRUARY 2016

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LOCAL AUTHORITY REPORTS

ITEM NUMBER 8.2

TITLE Council Policy on Staff Driver Licences

REFERENCE 344306

AUTHOR Daniel Teudt, Governance Manager

NDUE DATE 5 February 2016

LINKS TO STRATEGIC PLAN

Goal 05: Management and Governance

RECOMMENDATION: That Council:

1. Note the recommendation from the Anmatjere Local Authority about staff driver licenses.

2. Remind staff of their obligations under the Vehicle Use Policy. 3. Investigate methods of regularly verify that relevant licenses

are held by staff.

SUMMARY: At the 15 December 2015 Anmatjere Local Authority meeting raised the issue of Council staff driving without a valid licence. The Local Authority suggested a review of the Council staff driver licence policy and a regular audit of staff driver licences to ensure that all staff hold a valid licence while driving during the course of their duties.

BACKGROUND At its 15 December 2015 meeting, the Anmatjere Local Authority identified the issue of Council staff, particularly Night Patrollers, driving without a valid licence while carrying out their duties. Council staff may have held a driver licence when they commenced employment with Council, however the licence may have been revoked during the course of their employment. Some of these staff have continued to drive during the course of their duties. At the meeting the Local Authority resolved that: ANM001/2015 RESOLVED (Jasper Haines/Rodney Baird) The Local Authority notes the update on Community Safety Patrol and recommends the Council:

1. Review its staff driver licence policy. 2. Consider a regular review process to ensure patrollers (and

other Council staff) hold a valid licence at all times while driving during the course of their duties.


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ISSUES, CONSEQUENCES AND OPTIONS Staff must not drive Council vehicles without an appropriate licence. This is illegal and leaves Council open to litigation. FINANCIAL IMPLICATIONS Substantial if an accident or injury occurs as the result of an unlicenced driver operating a Council vehicle. ADVICE FROM EXECUTIVE MANAGEMENT TEAM (EMT)

The Council policy P14(A) – Rules for Vehicle Use and Operation – Dec 2017 states that, ‘all drivers are to have a current and valid licence for the class of vehicle being driven’. This appropriately covers the mandatory requirement to hold a licence. Self-reporting when a licence is revoked is implied within this policy but may not be done. The EMT is exploring the best options to set up a database or similar to track employees’ licence status which could be checked and updated every six months after employees present their current valid licence to their manager for verification.

CONSULTATION

Council EMT

ATTACHMENTS:


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ITEM NUMBER 8.3

TITLE Ablutions Block at Wilora Hall

REFERENCE 344325


DUE DATE 5 February 2016


Goal 02: Physical Assets

RECOMMENDATION: That Council: 1. Note the Anmatjere Local Authority’s request for extra funds for

an ablutions block at Wilora Hall. 2. Include the ablution block at Wilora Hall as a project for

consideration when next applying for a special purpose grant. 3. Recommend that the Anmatjere Local Authority consider

allocating Local Authority project funds to build an ablutions block at Wilora Hall; or that the Local Authority recommends to Wilora that they consider allocating community lease (or other) funds to the project.

SUMMARY: At its 15 December 2015 meeting, the Anmatjere Local Authority discussed the need for an ablutions block at Wilora Hall and the possibility of Council applying for a special purpose grant to fund building it.

BACKGROUND At its 15 December 2015 meeting the Anmatjere Local Authority discussed the need for an ablutions block at Wilora Hall. Their resolution was: ANM001/2015 RESOLVED (Rodney Baird/Mark Pepperill) The Local Authority requests that Council apply for a special purpose grant to fund building an ablution block at Wilora Hall. ISSUES, CONSEQUENCES AND OPTIONS There are many competing priorities for special purpose grants and Council’s current priorities are purchasing rubbish compactor trucks and repairing and upgrading existing Council facilities. FINANCIAL IMPLICATIONS


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Seeking a special purpose grant for this project will deny Council the opportunity to fund a garbage compactor truck or similar asset to deliver core municipal services. Council has very little of its own revenue to fund such purchases. The Executive Management Team (EMT) respects the Local Authority request for an ablutions block at Wilora Hall. As discussed above, Council’s current priorities are with purchasing vital plant and maintaining existing buildings. The EMT therefore suggests the Local Authority consider allocating Local Authority project funds to the project, or recommend to Wilora that they consider allocating community lease funds to building an ablution block. Council will remain alert for other relevant grants or funding sources going forward. CONSULTATION Council EMT

ATTACHMENTS: There are no attachments for this report.


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ITEM NUMBER 8.4

TITLE Wi-Fi and Mobile Phone Networks in Willowra

REFERENCE 344326




Goal 02: Physical Assets Goal 03: Economy


1. Note the recommendation from Willowra Local Authority. 2. Continue to advocate to relevant agencies for the

establishment of Wi-Fi and mobile phone services at Willowra.

SUMMARY: Willowra community is currently not covered by any Wi-Fi or mobile phone network. The Willowra Local Authority has asked Council to investigate options for providing these telecommunications services to the Willowra community.

BACKGROUND The Willowra community has discussed the lack of Wi-Fi and mobile network coverage and has asked Council to investigate. At its 16 December 2015 meeting, the Willowra Local Authority resolved that: Will001/2015 RESOLVED (Cr Martin/Kathy Walker) The Local Authority requests that Council investigate the viability of Wi-Fi and mobile phone networks for Willowra community. ISSUES, CONSEQUENCES AND OPTIONS Willowra community has not been flagged by Telstra as a community that will be receiving mobile network coverage in the next three years. Recently the Australian Government announced it is improving mobile phone coverage and competition in regional and remote Australia through the Mobile Black Spot Programme. In order to be considered for round two of mobile black spot funding, mobile black spots (areas that do not have mobile coverage) need to be on a black spot database. Locations are placed on this database if they are nominated by individuals. Further information is available at the Australian Government Department of Communications and the Arts website.

https://www.communications.gov.au/what-we-do/phone/mobile-services-and-coverage/mobile-black-spot-programme/black-spot-nomination-form


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Individual nominations closed on 15 January 2016. Six members of the Willowra Local Authority submitted nominations. For Council operations, Council is currently negotiating with a preferred tenderer to upgrade to commercial grade internet services at Willowra. Should this be successful, there may be scope to allow for public access Wi-Fi in the community. However, this would require significant measures and controls to be put in place to ensure appropriate use. Further consultation will be done on this. FINANCIAL IMPLICATIONS Providing mobile phone coverage to Willowra is outside the mandate of Council. Installing the infrastructure required to provide this coverage requires a large cost outlay, one that the Council cannot shoulder due to fundamental local government services taking preference within the community.

ADVICE FROM EXECUTIVE MANAGEMENT TEAM The Executive Management Team supports Willowra’s desire for public Wi-Fi and mobile phone coverage. Council will continue to advocate to relevant agencies, particularly Telstra and the Australian/NT governments, to install these services.

CONSULTATION Willowra LA



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ITEM NUMBER 8.5

TITLE Community Development Program Staffing in Willowra

REFERENCE 344327




Goal 01: Social and Cultural Goal 03: Economy


1. Note the recommendation from the Willowra Local Authority. 2. Provide appropriate CDP staffing in Willowra to match the

number of participants and available staff accommodation. 3. Invest in training local community members to fill the

Caseworker and Compliance Officer/Coordinator positions with the CDP.

4. Ask the Local Authority to encourage maximum CDP participation by community residents.

SUMMARY: The Willowra Local Authority has discussed issues around CDP staffing in Willowra, particularly their desire for local CDP staff.

BACKGROUND At its 16 December 2015 meeting, the Willowra LA passed the following resolution: Will001/2015 RESOLVED (Kathy Walker/Lillian Long) The Local Authority made the following requests regarding the Community Development Program (CDP) in Willowra:

1. That Council provide a more permanent presence of CDP staff in community.

2. That Council invest in training local community members to fill the Caseworker and Compliance Officer/Coordinator positions with the CDP.

3. That the Willowra CDP Manager attend the next Local Authority meeting to provide an update on CDP staffing.


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ISSUES, CONSEQUENCES AND OPTIONS Providing a more permanent presence of CDP staff in Willowra The CDP currently has the potential staff profile of three Activity Supervisors (casual five month contracts) and one roving Case Coordinator. However, actual filled positions in Willowra Community reflect two Activity Supervisors and one roving Case Coordinator. There are a number of challenges the program faces with regard to having more staff in Willowra, including:

Lack of appropriate available housing – staff have no permanent housing to use and therefore travel in and out of Willowra each week. A new CDP staff house is being constructed in 2016 which will enable an increase in supervision staff to increase the range of available activities.

Lack of employment stability - applicants are seeking fulltime contracts instead of the casual three to six month contracts being offered. Short term contracts are currently being offered due to Council’s uncertainty about the program’s ongoing viability beyond 30 June 2016. A decision regarding ongoing viability will be made closer to 30 June 2016.

Low CDP participation levels - it is difficult to justify the need for any additional staff if there is no demand. To date, Willowra CDP participation has been low. The program requires a commitment from the Willowra LA to encourage community members to attend their activities so that additional staff can be justified. An increased participation in activities means the Council receives more money to pay people and create more jobs.

The CDP has a genuine commitment to employing the maximum number of staff but this is based within current constraints, such as low CDP participation levels. It should be noted that under the CDP contract, Willowra is considered by the Australian Government as an ‘outreach site’ that does not require permanent staffing, nor fulltime office operation. Despite this, the CDP operates the office at a fulltime level. The office is staffed by two fulltime-equivalent staff members: one lives in the community and two visiting staff members job-share. Train local community members to fill the Caseworker and Compliance Officer/Coordinator positions with the CDP While Case Coordinator positions do not require tertiary qualifications, they require a high level of expertise in employment services, human


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services or other related discipline. They also require a high degree of literacy and numeracy. CDP can set up activities at the centre related to the Case Coordinator role to give local CDP participants an idea of what is required. Participants are eligible to undertake this activity as part of their mutual obligations to earn their payments. Community members should speak with the current Case Coordinator at Willowra CDP if they are interested. If there are local people with the motivation, desire and aptitude for this work, a traineeship can be established using a merit based selection process, to provide a person with the necessary skills, discipline and experience to carry out the role. A traineeship established in this way will require funding for one of the Willowra Activity Liaison and Engagement Officer positions to be redirected to fund this position. The CDP has three paid Activity Liaison and Engagement Officer positions in Willowra, however only one is filled due to a lack of participation in the CDP itself and a lack of interest from local people in undertaking this supervisory role. Training is provided to people interested in filling these positions. Willowra CDP Manager to attend the next Willowra Local Authority meeting to provide an update on CDP staffing The CDP Manager and other CDP management staff will be attending a mandatory CDP forum interstate on 16 February 2016 about the ongoing changes to CDP and so cannot attend the scheduled LA meeting. Instead, the local CDP Case Coordinator and the Council Services Manager will attend the meeting to provide updates on behalf of the CDP Manager. Additionally, a CDP management representative will commit to attending the Willowra Local Authority’s April 2016 meting. The CDP team welcomes any further thoughts and feedback from the Local Authority and will address any future questions around staffing. FINANCIAL IMPLICATIONS Increasing staff numbers requires additional housing. One new CDP house is being built in 2016 with grant funding that has been secured for this purpose. If additional housing is justified, Council will need to either:

a) self-fund its construction, which is unlikely due to the tight financial situation; or

b) seek further grant funding.


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Scope exists within Willowra’s existing CDP budget to redirect Activity Liaison and Engagement Officer funding towards a traineeship if there is a local person with the motivation, desire and aptitude to undertake this role. If CDP participant numbers rise at Willowra this brings additional revenue to Council, making it financially viable to employ more staff. Conversely, additional staff may encourage additional participation. ADVICE FROM EXECUTIVE MANAGEMENT TEAM As above

CONSULTATION Council EMT



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ITEM NUMBER 8.6

TITLE Gambling in Willowra

REFERENCE 344328




Goal 01: Social and Cultural


1. Note the recommendation by Willowra Local Authority about gambling in the community.

2. Lobby the appropriate funded agencies to provide a gambling counsellor and/or running an anti-gambling campaign in Willowra.

SUMMARY: The Willowra Local Authority would like to see anti-gambling initiatives, such as the provision a gambling counsellor and/or an anti-gambling campaign, implemented in their community.

BACKGROUND At its 16 December 2015 meeting the Willowra Local Authority discussed gambling in Willowra and made the following resolution: Will001/2015 RESOLVED (Kathy Walker/Cr Martin) The Local Authority request that Council investigate the possibility of providing a gambling counsellor and/or running a gambling awareness raising campaign in Willowra community; either through Council or an external provider. ISSUES, CONSEQUENCES AND OPTIONS Council acknowledges that gambling is an issue in many communities. Amity Community Services Inc. is currently the only organisation funded by the NT Government to provide community based education programs on gambling. Council is checking what services or support Amity Community Services Inc may be able to provide. Counsellors are available for individuals who find themselves in financial difficulty, regardless of the reason. Counsellors can be accessed by


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phone or in person in Alice Springs and Tennant Creek through Catholic Care NT or Anglicare NT. Neither of these groups offer a visiting service.

Council will further explore options and present it findings at the next Council meeting in April 2016. FINANCIAL IMPLICATIONS There would be a significant cost if Council chose to self-fund a gambling counselor. ADVICE FROM EXECUTIVE MANAGEMENT TEAM As above

CONSULTATION Council EMT



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PRESIDENT'S REPORT

ITEM NUMBER 9.1

TITLE President's Report

REFERENCE 342633

AUTHOR Adrian Dixon, President

DUE DATE Every meeting




1. Note the report from the President 2. Note the resignation of Councillor Louis Schaber due to ill

health. 3. Write to Cr Schaber thanking him for his years of service

and dedication to the Council and the Akityarre Ward.

SUMMARY: The President reports to Council on his activity and any items of importance that have arisen since the last Council meeting on 4 December 2015.

BACKGROUND Since the 4 December 2015 ordinary Council meeting we saw the Christmas shutdown from 25 December 2015 to 4 January 2016. I attended the following meetings: 6-7 Dec 2015 Interviews for new Director Corporate Services 14 Jan 2016 Finance Committee meeting Sadly I have received a letter of resignation from Cr Louis Schaber effective Friday, 15 January 2016 due to ill health. On behalf of the Council I would like to thank Mr Schaber for his contributions to the Council during his time as a Councillor. ISSUES, CONSEQUENCES AND OPTIONS Nil

ATTACHMENTS:


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CHIEF EXECUTIVE

ITEM NUMBER 10.1

TITLE Chief Executive's Report

REFERENCE 342634

AUTHOR Cathryn Hutton, Chief Executive Officer




RECOMMENDATION: That Council note the report from the Chief Executive.

SUMMARY: The Chief Executive Officer reports on items of importance for the Council.

BACKGROUND Lobbying and Meetings of Note

Power and Water contract issues

Water issues in Yuelamu – several meetings have been held to discuss how best to deal with the vehicle safety issues arising from the use of the secondary water source in Yuelamu. Please see the Director Works and Infrastructure’s report for more details.

Funding Outcomes A new round of special purpose funding opened in February 2016 and the Council will be making applications to fund much needed infrastructure and plant equipment for the Council to continue delivering services in community. Recruitment Recruitment for a new Director Corporate Services is complete. The new Director will commence 15 February 2016. ISSUES, CONSEQUENCES AND OPTIONS Nil FINANCIAL IMPLICATIONS See background

ATTACHMENTS:


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CHIEF EXECUTIVE

ITEM NUMBER 10.2

TITLE Progress on 2015/2016 Corporate Plan

REFERENCE 342635





RECOMMENDATION: That Council note the progress against the 2015/2016 Corporate Plan as detailed in the tabled progress report.

SUMMARY: The Corporate Plan progress report is tabled to the Council at every Council meeting to ensure that the Council is aware of progress, and any issues arising.

BACKGROUND The 2015/2016 Corporate Plan forms part of the Council’s Regional Council Plan. The progress report is presented to Council at every Ordinary Council meeting to provide the Council with an update of activity and provide a chance to ask questions. The Corporate Plan for the January to March 2016 quarter will be tabled at the meeting. ISSUES, CONSEQUENCES AND OPTIONS Nil FINANCIAL IMPLICATIONS Nil

ATTACHMENTS: 1 Quarterly Corporate Plan - Jan-Mar 2016

Attachment 1 Quarterly Corporate Plan - Jan-Mar 2016



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CHIEF EXECUTIVE

ITEM NUMBER 10.3

TITLE Corporate Governance

REFERENCE 342636


DUE DATE Not Applicable



RECOMMENDATION: That Council receive and note the report from the Governance and Human Resources sections.

SUMMARY: This report provides information on the major activities and outcomes for the Governance and Human Resources sections.

BACKGROUND This report covers key developments in the following areas: 1. Governance 2. Information Management 3. Human Resources. 1. Governance 1.1 Local Authority Meeting Attendance Governance ladder 2015 – 2016 as at 18 January 2016

Local Authority Planned Meetings YTD Quorum YTD % Annual Target

Atitjere 2 2 100% 6

Laramba 2 2 100% 6

Lajamanu 3 2 67% 6

Anmatjere 3 2 67% 6

Willowra 3 2 67% 6

Nyirripi 3 1 33% 6

Yuelamu 4 1 25% 6

Engawala 1 0 0% 6

Yuendumu 4 0 0% 6

25 12 48% 54

The Council is experiencing a decline in Local Authority attendance both by Local Authority members and by Councillors. Some Councillors have


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not been to a single Local Authority meeting in their region – this can be disheartening to Local Authority members in that community. New Local Authority processes will be trialed in 2016 to increase engagement by Local Authority members, Councillors and community members as well as expand Council officers’ knowledge of the role of Local Authorities. 1.2 Local Authority Membership – Nominations There are currently five vacant positions in Local Authorities across three communities: Lajamanu, Nyirripi and Yuelamu. Refer to the table below that states nominations received as at 21 January 2016. If further nominations are received after this date they will be tabled at the Council meeting. Community No. of vacant positions No. of nominations received

(as at 21 January 2016)

Lajamanu 2 1

Nyirripi 1 0

Yuelamu 2 2

1.3 Resignation of Cr Schaber and Council By-election Due to ill health, Cr Louis Japanangka Schaber has tendered his resignation in his role as Councillor representing Akityarre Ward, effective as of Friday, 15 January 2016. Cr Schaber’s significant contribution was recently recognised with a long service award for ten years of service from the Local Government Association of the NT. As a result of Cr Schaber’s resignation there is now one vacant position on Council. A Council by-election will be held in the first half of 2016 to fill this position. 1.4 Local Authority Project Funding An update on the Local Authority Project Funding for the 2014 /15 and 2015 /16 funding rounds will be tabled at the meeting. 2. Information Management 2.1 Records Management Business Services Coordinator commenced on 4 January 2016 to continue the implementation and management of records standards and practices together with training across the organisation.


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2.2 Information Management Council has commenced negotiations with successful tender, Distant Curve, and the Department of Local Government and Community Services to provide a commercial grade network solution to designated sites. As at 21 January 2016 Council is still waiting to receive a proposal from Telstra to provide a network solution to sites not covered in the tender. 3. Human Resources Management 3.1 Recruitment The voluntary staff turnover rate as at 31 December 2015 is 11% (i.e. since 1 July 2015). This is below the target of 35% for the 2015/16 financial year. 3.2 Total Staffing Compliments Total Staff 282 Total Agency and Commercial Staff 156 (144.3761 FTE) Total Core Staff 126 (122.3152 FTE) Alice Springs Office 61 (22% of total staff) Regional Staff 221 (78% of total staff) Female Staff 129 (46% of total staff) Female Managers/Supervisors (94) 33 (35% of total

managers/supervisors) Indigenous Staff 178 (63% of total staff) Indigenous Managers/Supervisors (94) 31 (33% of total

managers/supervisors) Full Time Staff 123 (44% of total staff Part Time Staff 143 (15% of total staff) Casual Staff 116 (41% of total staff)

The Indigenous employment level has been significantly impacted by the loss of the childcare services in Atitjere, Yuelamu and Nyirripi as well as


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a number of vacancies. It is anticipated that number of Indigenous staff employed by the Council will go up after the current vacant positions are filled. 3.3 Training The months of December and January are traditionally quiet regarding training. During this period three staff attended First Aid training and two attended 4WD training. 3.4 Work Health & Safety/Incidents Lost hours paid for by workers compensation, as a percentage of all hours worked for the October-December 2016 quarter, was 0.08%. The average lost hours paid for by workers compensation over the 2015 calendar year was 0.09%. Five incidents were reported over December 2015, none were injuries. Most of the reports were community based, for example Council staff attending fires. 3.5 Cross Cultural Training 12 staff members attended training on 6 November 2015. The next training will be held on 19 February 2016. 3.6 Enterprise Bargaining Agreement Negotiations for the new enterprise bargaining agreement (EBA) were launched in December 2015. An EBA meeting has been scheduled for 12 February 2016.

ATTACHMENTS:


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CHIEF EXECUTIVE

ITEM NUMBER 10.4

TITLE Ratification of Common Seal

REFERENCE 342672





RECOMMENDATION: That Council ratify the use of the Common Seal.

SUMMARY: The Common Seal Register lists all agreements that have had the Common Seal applied since the last Council Meeting for Council’s ratification.

BACKGROUND The Common Seal of the Central Desert Regional Council must be stamped on contracts signed on behalf of the Council. The Common Seal is not required on all agreements, only those with a written note such as ‘signed, sealed and delivered for and on behalf of Central Desert Regional Council’. Since the last meeting a number of agreements have been signed by the Council and agencies that fund the Council services. The Council must ratify each using of the Common Seal and keep a register of the use of Common Seal under Regulation 12 of the Local Government Administrative Regulations. ISSUES, CONSEQUENCES AND OPTIONS Nil

ATTACHMENTS: 1 Common Seal - Feb 2016 2 S19 Common Seal - Feb 2016

Attachment 1 Common Seal - Feb 2016


Attachment 2 S19 Common Seal - Feb 2016



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CHIEF EXECUTIVE REPORTS

ITEM NUMBER 10.5

TITLE Six Month Budget Review

REFERENCE 342783


DUE DATE February 2016



RECOMMENDATION: That Council endorse the amended budget for 2015/16 as presented.

SUMMARY: The Council sets a budget for a financial year prior to the commencement of that financial year. It is good practice to review the budget periodically to ensure that it takes into account changing circumstances. The budget will be tabled at the Council meeting.

BACKGROUND The mid year budget review allows the Council to adjust its annual budget forecasts to more accurately reflect the anticipated income and expenditure for the remainder of 2015/16. In particular the mid-year budget review allows the Council to recognise the unexpended grants acquitted as part of the preparation of the annual financial statements. The major items considered as part of this mid-year budget review include:

Recognition of unexpended grants brought forward.

Revision of CDP income figures to reflect the adjusted participation expectations.

ISSUES, CONSEQUENCES AND OPTIONS Please refer attached budget document. The Council may chose to adopt all or part of the proposed budget amendments. Please note that a partial adoption of the budget may impact on the Council’s overall surplus/deficit position. Please note that in accordance with s128 of the Local Government Act, officers will, upon approval of the budget amendment:


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publish the amendment on the website

provide a copy to the Department of Local Government and Community Services

publish a notice in the Centralian Advocate informing the public that an amendment to the budget has been adopted.

FINANCIAL IMPLICATIONS The impact of the budget variations has resulted in a reduction in the Council’s overall surplus position for 2015/16.



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ITEM NUMBER 10.6

TITLE 2016/17 Regional Planning Process

REFERENCE 342919


DUE DATE June 2016


Goal 01: Social and Cultural Goal 02: Physical Assets Goal 03: Economy Goal 04: Environment Goal 05: Management and Governance

RECOMMENDATION: That Council adopt the timeline for the finalisation of the 2016/17 Regional Council Plan.

SUMMARY: The report outlines the proposed timelines for the consideration and adoption of the 2016/17 Regional Council Plan.

BACKGROUND The Local Government Act requires the Regional Council Plan to be adopted by the end of July each year. In previous years the Council adopted the Regional Council Plan at its special Council meeting in mid-June. A tentative date of 24 June 2016 has been scheduled in Council’s 2016 Year Planner for this to occur. The following timeline for the 2016/17 Regional Council planning process roughly follows the previous year’s process. Please note that the proposed process includes an additional Councillor Workshop on the 6 April 2016.

Date (2016) Milestone

6 April Special Council workshop to complete a high level risk review (via a strengths, weaknesses, opportunities, threats ‘SWOT’ analysis) and workshop priority actions for the 2016/17 financial year.

19-20 May Special Council meeting to consider the draft Regional


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Council Plan and approve it for public comment.

20 May Regional Council Plan advertised for public submissions on website.

25 May Regional Council Plan advertised for public submissions in the newspaper. (Public advertising is required to run for no less than 21 days.)

20 June Public submissions close.

24 June Special Council meeting to adopt the final version of the Regional Council Plan and budget.

ISSUES, CONSEQUENCES AND OPTIONS The Local Government Act requires that a council adopt its Regional Council Plan between 1 April and 31 July each year. The advertising of the draft Regional Council Plan for a period of 21 days is also required under the Act. The Council has previously indicated that it requires the Regional Council Plan to be presented to the Council in May and the above timetable has been developed to meet this requirement. The Council may:

Change the dates of any workshop or Special Council meeting to suit their requirements.

Add additional workshops or direct the CEO if additional information is required.

To meet the requirements of the Act the last day for public advertising of the draft Regional Council Plan is 8 July 2015. FINANCIAL IMPLICATIONS In previous years the SWOT and Strategic Planning workshop has been conducted during an identified professional development day. However in 2015 a decision was made to reduce professional development days to coincide with only the Alice Springs meetings. The above timetable requires a special workshop to be held preceding the April Council meeting. This will incur extra meeting allowances for all eligible Councillors.



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ITEM NUMBER 10.7

TITLE Six Month Report of Organisational KPIs

REFERENCE 343157


DUE DATE Report again in August 2016


Goal 01: Social and Cultural Goal 02: Physical Assets Goal 03: Economy Goal 04: Environment Goal 05: Management and Governance

RECOMMENDATION: That Council note the report on its key performance indicators as identified in the Regional Council Plan.

SUMMARY: Key performance indicators (KPIs) provide a high level assessment of the performance of the Council. The six monthly reports on Council KPIs are presented to the Council for their information.

BACKGROUND Through the development of the Council Plan the Council identified a number of KPIs. These indicators are used to:

identify key priorities for the Council; and measure performance and trends against key areas.

The KPIs were developed around five strategic goals:

Social and Cultural: Maintain and improve the health culture and wellbeing of the community.

Physical Assets: Well-managed and maintained physical infrastructure.

Economy: A dynamic and growing economy with strong local employment.

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

Management and governance: Good leadership, effective advocacy and high quality services supported by good management practices, that cover:

o financial sustainability

o local authority

o employee perspective


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o compliance issues.

The indicators have been colour coded to provide a clear indication of their status. Green indicates achievement of objectives, amber indicates that there are some concerns and red indicates non-achievement. On the whole, the KPI Report is healthy. Items of note include:

A continued focus on indigenous employment with 63% reported in December 2015. Council is focusing on increasing the numbers of indigenous managers and supervisors within the organisation.

A staff turnover figure of just 11% for the 2015/16 financial year to-date. This is lower than our target and below comparable local government bodies.

A strong work health and safety result with a substantial decrease in workers’ compensation lost time; injury rates.

The organisation continues to struggle to achieve its performance review target and this KPI was not met for the December 2015 period. The executive is working with staff to improve this result. Local Authorities are not meeting their target of six meetings a year. In some instances this was not possible as the Local Authority was not formed. The Department of Local Government and Community Services has recognised that the target of six Local Authority meetings a year is impractical and it is understood that in future this requirement will be relaxed. Council has scheduled five meetings for the 2016 calendar year and this target should be achievable. Council is encouraged to support Local Authorities to meet this critical government imposed obligation. ISSUES, CONSEQUENCES AND OPTIONS For information only FINANCIAL IMPLICATIONS Nil

ATTACHMENTS: 1 Organisational KPI Report

Attachment 1 Nomination form - Jenny Johnson - Dec 2015 · At its 16 December 2015 meeting, the...

Documents

Transcript of Attachment 1 Nomination form - Jenny Johnson - Dec 2015 · At its 16 December 2015 meeting, the...