EMPOWER - Central Desert Region€¦ · This EMPOWER document is the culmination of over 20 years...
Transcript of EMPOWER - Central Desert Region€¦ · This EMPOWER document is the culmination of over 20 years...
EMPOWERgood governance
Customised kit
Central Desert
Shire Council
c Burdon Torzillo 2004 - 2009 V 3.1
Our story, our shire
Governance and management
Our roles and responsibilities
Local Advisory Boards
Good governance
Planning, implementation and monitoring
Defi nitions
© Burdon Torzillo 2008 V 3.1 5/2009
BURDON TORZILLO
Acknowledgements
This EMPOWER document is the culmination of over 20 years experience and
work by the Burdon Torzillo team. The customisation of this kit has been a a
joint effort by Burdon Torzillo and the Central Desert Shire Council and their
Governance Manager Elke Wiesmann.
Credits
Thanks to:
Designers Rob Burdon
Maxine Addinsall
Desktop Publication Maxine Addinsall
Wordsmiths Rob Burdon
Elke Wiesmann
Rowan Foley
Jude Torzillo
Thanks
The Central Desert Shire Council wish to thank and acknowledge their
Governance Manager Elke Wiesmann and the Burdon Torzillo’s team.
© Burdon Torzillo 2008 V 3.1 5/2009
Intellectual Property, disclaimer
Intellectual property
© Burdon Torzillo Pty Ltd 2006. All rights reserved.
This EMPOWER kit was jointly developed by Central Desert Shire Council and Burdon Torzillo.
This graphical Governance Kit and all graphics and content are the intellectual property of Burdon Torzillo and Associates Pty Ltd. Burdon
Torzillo and Associates Pty Ltd hereby license the Central Desert Shire Council to use this kit for purposes limited to the governance,
training and management of the Central Desert Shire Council.
The exception to this are the layouts 1.6 Our Local Advisory Boards and communities and 1.7 The three levels of Government, these are
the work of Elke Wiesmann.
This kit and all its contents may not be copied, adapted, utilised or distributed in any form or manner for any other purpose without the
written authority of Burdon Torzillo and Associates Pty Ltd.
Disclaimer
All reasonable care has been taken in preparing this kit to ensure it is accurate at time of production; however Burdon Torzillo and Associates
Pty Ltd give no warranty and the user should use due care in the use of the information contained herein and seek appropriate advice in
making decisions based on the graphical and plain English summaries contained in this kit.
The users indemnify Burdon Torzillo, its offi cers, agents and employees, in respect of any action that may be taken in reliance on this
document.
Burdon Torzillo & Associates Pty Ltd
PO Box 919 Alice Springs NT 0871
p 088953340 f 0889533316
www.burdontorzillo.com.au
BURDON TORZILLO
© Burdon Torzillo 2008 V 3.1 5/2009
BURDON TORZILLO
Contents
The Chief Executive Offi cer’s (CEO) job ...................................................17
The Senior Management Team’s (SMT) job ................................................17
Shire Services Manager’s (SSM) job ............................................................18
4 Local Advisory Boards ................................................................ 19
4.1 Our shire council and its advisory boards .............................................20
4.2 How our Local Advisory Boards are made up .......................................21
4.3 Job of Local Advisory Board .................................................................22
4.4 Roles of members and ward councillors ...............................................23
4.5 Chairperson’s job and meeting rules .....................................................24
4.6 Role of Shire Service Managers ...........................................................25
4.7 Governance Manager’s job with Local Advisory Boards .......................26
4.8 The public and presenters ....................................................................27
4.9 Reporting ............................................................................................28
4.10 Policies and Procedures......................................................................29
4.11 Community engagement and Local Advisory Boards ..........................30
1. Our story, our shire 2. Governance and management
3. Our roles and responsibilities
1 Our story, our shire .................................................................... 1
1.1 Our shire, ward and communities .........................................................2
1.2 Our History .........................................................................................3
1.3 Our vision, mission and goals................................................................4
1.4 Values ...................................................................................................5
1.5 Our partners ........................................................................................6
1.6 The three levels of government .............................................................7
2 Governance and management ..................................................... 9
2.1 Governing structure and powers ...........................................................10
.2 Management structure ............................................................................11
2.3 Separation of powers, accountability and empowerment ........................12
2.4 Policy development process ..................................................................13
3 Our roles and responsibilities ...................................................... 15
The job of shire councils ............................................................................16
Job of councillors .......................................................................................16
The President’s job .....................................................................................17
4. Local advisory Boards
© Burdon Torzillo 2008 V 3.1 5/2009
Contents
5 Good governance ....................................................................... 31
5.1 Good Governance principles ...............................................................32
5.2 Code of Conduct ................................................................................34
6 Planning, implementation and monitoring ................................... 39
6.1 Shire plan .............................................................................................38
6.2 Service delivery plans ...........................................................................39
6.3 Strategic plan .......................................................................................40
6.4 Our strategic plan .................................................................................41
6.5 Operational plans .................................................................................42
A.1 Defi nitions ................................................................................................44
5. Good governance 6. Planning, implementation and dispute resolution
a b cAppendix A; Defi nitions
BURDON TORZILLO
© Burdon Torzillo 2008 V 3.1 5/2009
EMPOWER1 Our story, our shire Acronyms
Local Government Association
of the Northern Territory (LGANT)
Local Advisory Board (LAB)
Community Development
Employment Program rules (CDEP)
Department of Families Housing
Community Services and
Indigenous Affairs (FaHCSIA),
Indigenous Coordination
Centres (ICC)
Government Business
Managers (GBMs)
Burdon Torzillo: Empower Governance Kit2
Central Desert Shire Council
1 Our story, our shire
© Burdon Torzillo 2008 V 3.1 5/2009
Lajamanu
Willowra
YuendumuYuelamu
Nyirrpi
Ti Tree
Laramba
Atitjere
Engawala
Alice Springs
Walpiri
Anmatjere
(Eastern)Arrente
Northern Tanami Ward
Southern Tanami Ward
Anmatjere Ward
Atitjere Ward
WA
NT
NT
QLD
Central Desert Shire
1.1 Our shire, ward and communities
Our region covers a huge area of 282,000 square
kilometers from the WA border to the Queensland
border.
It has approximately 5,000 people.
The shire includes the following wards and communities:
Northern Tanami Ward
Lajamanu
Southern Tanami Ward
Willowra
Yuendumu
Nyirrpi
Anmatjere Ward
Ti Tree
Laramba
Yuelamu
Engawala
AtitjereWard
Atitjere
Our shire includes the traditional country of the Walpiri,
Anmatjere and Eastern Arrente speaking peoples. It is also
home to a few hundred non-Aboriginal people. We have
cattle stations, mines, tourism, arts, horticulture and lots of
opportunities.
Burdon Torzillo: Empower Governance Kit 3
Central Desert Shire Council
1 Our story, our shire
© Burdon Torzillo 2008 V 3.1 5/2009
1.2 Our History
Now
Aborigin
al Pro
tectio
n Act
Non-Aborig
inal p
eople b
egin a
rrivin
g
at A
titje
re
Stole
n genera
tion b
egins
Yuendumu e
stablis
hed by th
e Aust
ralia
n
Govern
ment’s
Nativ
e Affa
irs B
ranch
Specula
tors
take o
ut lease
s in
Anm
atjere
are
a
Will
owra
est
ablished a
s a ca
ttle st
ation
Aborigin
al people
counte
d in fi
rst c
ensus
Aborigin
al people
vote
in fi
rst e
lectio
n
Refere
ndum a
llow
s Aust
ralia
n Govern
ment
to m
ake law
s for A
borigin
al people
NSW A
borigin
al Land R
ights
Act
Yuelam
u lodged la
nd claim
under A
LR Act
Title d
eeds handed o
ver to Yuela
mu tr
aditional o
wners
Uluru
hand b
ack a
nd lease
ATSIC st
arts
ATSIC e
nds
Mabo ca
se e
stablis
hing N
ative T
itle
Native T
itle A
ct, negotia
tions b
egin
NT Govern
ment a
nnounces
Loca
l Govern
ment r
eform
First d
raft
of Centra
l Dese
rt S
hire C
ouncil
com
plete
td b
y consu
ltants
Freedom
Rid
e
Wave H
ill 'w
alk o
ff'
Vietn
am w
ar begin
s
Nyirrpi e
stablis
hed as a
n outs
tatio
n
Depta
rtm
ent of A
borigin
al affa
irs b
ought Will
owra
statio
n
and held
it in
trust
for
the co
mm
unity
Gurindji W
alk o
ff W
attie C
reek
First c
ontact w
ith n
on-Aborig
inal
people
aro
und Yuendumu a
rea.
The Tju
kurpa
1850 1856 1877-78 1900 1920
TiTre
e Sta
tion e
stablis
hed
1919 19501946
Lajam
anu est
ablished
1949
Baptist M
issio
n est
ablished
in Yuendum
u
1947
1950 19701967 1973
Will
owra
com
munity
took o
ver managem
ent
of s
tatio
n
1974
Will
owra
lodge L
and Cla
im u
nder ALR A
ct
1978
Land handed b
ack to
traditi
onal ow
ners a
t Will
owra
Laram
ba com
munity
est
ablished
Laram
ba moved fr
om N
apperby S
tatio
n to
pre
sent l
ocatio
n
1983 1984
Local L
aram
ba people
gain
ed title
to th
e land
1992
Title to
traditi
onal lands h
anded over t
o
East
ern A
rrern
te p
eople
19941960 1979 1988 20102000 2005 2007
Central D
esert
Shire
Counci
l sta
rts
First s
hire e
lectio
ns
First s
hire co
uncil m
eeting,
ele
ction o
f pre
sident a
nd
d
eputy p
resid
ent
2008
The events in black on this timeline are important events in our history.
Our shire was established on 1 July 2008
1950- 2010
1850 - 1950
1890
Continuous and ongoing Aboriginal occupation
National Indigenous historical events Our regions historical events
Burdon Torzillo: Empower Governance Kit4
Central Desert Shire Council
1 Our story, our shire
© Burdon Torzillo 2008 V 3.1 5/2009
Central Desert Shire Council
Vision, mission and goals
Our
Vision and
Mission
Our Vision Our Mission
1 2
Two ways, One outcome
Indigenous and non-Indigenous people
working together for the best services.
To work together in one spirit,
guided by strong leadership and
good management to provide high
quality services across the
Central Desert Shire.
Social and Cultural
Physical Assets Economy
Environment
Democracy and Governance
3
1.3 Our vision, mission and goals
Our vision
Two ways, One outcome
Indigenous and non-Indigenous people working together
for the best services and outcomes.
Our Mission
To work together in one spirit, guided by strong
leadership and good management to provide high quality
services across the Central Desert Shire.
Our goals
Social and Cultural -Improve the well being and culture
of the community
Physical Assets - Look after our physical assets properly
and build our capacity to manage them even better
Economy - A growing and sustainable economy with
strong local employment
Environment - We respect, protect and look after our
natural and built environment sustainably (now and for
the future)
Democracy and Governance - Good leadership and
governance, sound management practices, effective
advocacy and high quality delivery of services to our
communities and constituents
1
2
3
Burdon Torzillo: Empower Governance Kit 5
Central Desert Shire Council
1 Our story, our shire
© Burdon Torzillo 2008 V 3.1 5/2009
Getting on track and staying on track
Central Desert Shire Council
Values
Our Values or Guiding Principles1
Respect for each other Strong and good leadership
Community and families Our cultures and languages
Environment, our country Teamwork
Accountability and the law
– 2 way
Honesty, trust and
openness
1.4 Values
Our guiding principles are based on our values. We:
• operate on the basis of agreed values, principles and
natural justice.
• make sure our members can meet their cultural and
social obligations.
• follow the law and avoid penalties, like fi nes or jail.
• treat others as we would be treated.
Values and guiding principles are like the sides of the
road, they keep us on track.
We would like all those who work with or for us to
know about them and, like us, make every effort to
follow them in their dealings with us.
We highly value:
• Respect for each other
• Strong and good leadership
• Community and families
• Our cultures and languages
• Environment, our country
• Teamwork
• Accountability and the law – 2 way
• Honesty, trust and openness
1
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Central Desert Shire Council
1 Our story, our shire
© Burdon Torzillo 2008 V 3.1 5/2009
Other Partners
Important Partners
Very Important Partners
Residents
Communities
and Advisory Boards
Australian
and NT
Government
Schools
Health
Services
Police
Other funding bodies
Other
businesses
Mining
Companies
PastoralistsTourism
Businesses
Arts
organisations
and
businesses
Central
Land CouncilAboriginal
Land Trusts
Non Government Organisations
(World Vision, Aboriginal
Community Volunteers etc) Researchers
(Universities,
Desert Knowledge
etc)
CouncilBiz
Suppliers
Stores
Community
Organisations
Towns
LGANT
1.5 Our partnersOpposite is a ‘birds eye’ view of our shire council,
business environment and the partners we work with. We
have many partners
Some of our very important partners are:
• Residents
• Communities and towns
• NT Government
• Australian Government
• Local Government Association of the Northern
Territory (LGANT)
• Schools
• Advisory Boards
• Local Community Organisations
Important partners are
• CouncilBiz
• Arts organiations and businesses
• Mining Companies
• Health Services
• Police
• Pastoralists
• Stores
• Other businesses
• Central Land Council
• Aboriginal Land Trusts
• Non Government Organisations
Other partners include
• Researchers (Universities, Desert Knowledge etc)
• Suppliers
• Other funding bodies
Burdon Torzillo: Empower Governance Kit 7
Central Desert Shire Council
1 Our story, our shire
© Burdon Torzillo 2008 V 3.1 5/2009
1
2
3
Lajamanu, Willowra, Yuendumu, Nyirrpi, Ti Tree,
Laramba, Yuelamu, Engawala, Atitjere
Housing
Officers
Tenancy
Officers
Essential
Services
Officer
ESO
CDEP
Co-ordinator
Territory
Housing
Government
Business Manager
Funding
Clinic
WasteManagement
LibrariesCemetries
Roads
Ovals and parks
Schooling Police
$ NP
Night Patrol
Officer
Aged CareSports and
Rec
Officer
Centrelink
Officer
$
Clinic
a b c1 2 3
CCC
1.6 The three levels of government
In Australia, there are three levels of government:
local, state or territory and federal. Central Desert
Shire Council belongs to the local government level.
It is one of 8 shires in the Northern Territory. The
Australian, or Federal, Government fund the NT
Department of Local Government and Housing and
other departments and services including:
• Night Patrol• Community Development Employment Program
(CDEP)• Health Services• Education -(Early Childhood, Universities, TAFE) • Indigenous programs through various departments
including FaHCSIA, ICC and the Government
Business Managers (GBMs)
The Northern Territory Government provides the
following services:
• Policing• Schools• Local Government• Housing• Some health clinics
Central Desert Shire Council, our local government,
delivers the following services with funding from the
NT and Australian governments:• Roads• Rubbish• Parks, gardens and cemeteries• Housing Repairs and Maintenance• Libraries• Sports facilities• Agency services: CDEP, child care, aged care, night
patrol, Centrelink, Power and Water
1
2
3
© Burdon Torzillo 2008 V 3.1 5/2009
EMPOWER2 Governance and management
“Our Council”
Central DesertShire
Council
Acronyms
The Senior Management Team (SMT)
Director Infrastructure (DI)
Shire Service Manager (SSM)
2 Governance and management
Burdon Torzillo: Empower Governance Kit10
Central Desert Shire Council
© Burdon Torzillo 2008 V 3.1 5/2009
Minister Minister
Balance
Policy
Go
vernan
ce
LGAct
$
$
Residents
LGANT
Managem
ent
CouncilBIZ
1
2
3
4
7
5
68
Central DesertShire
CouncilLocal
AdvisoryBoards
ChairPresident
2.1 Governing structure and powersWe are the Central Desert Shire Council and come
under the Northern Territory Local Government Act.
The Act guides how we operate. This EMPOWER kit
is a summary of how we work. Our council has the
power to do all things legal to achieve our objects.
Our constituents (residents over 18 years of age) elect
our councillors by a secret ballot every 4 years. A
person cannot be a councillor if he or she
• is a manager employed by the shire council
• sentenced to jail for over 3 months for misappropriation or for over 1 year for other offences
• is a bankrupt
• is mentally unfi t
• owes the shire money for rates or surcharges
• is a judge or a magistrate.
Our council has 12 members. 2 from the Northern
Tanami ward, 4 from the Southern Tanami ward, 4
from Anmatjere ward and 2 from Atitjere ward.
A quorum for council meetings is the majority of
sitting members, which is 7.
The President and Deputy President are elected by
our council.
The Chief Executive Offi cer is selected by our
council.
Our council governs following the Act and other laws.
The CEO follows the Act, council’s plans and directions
and manages the day-to-day operations of the shire.
Our Local Advisory Boards are a voice for
communities and advise the shire. Our council can
direct the Local Advisory Boards.
1
2
3
4
5
6
7
8
2 Governance and management
Burdon Torzillo: Empower Governance Kit 11
Central Desert Shire Council
© Burdon Torzillo 2008 V 3.1 5/2009
Agency
Services
Workers
Managem
ent
Director Infrastructure
GovernanceManager
Director Corporate & Community Services
Head Office
AdminOfficer
WorksSupervisor
ManagerFinance
Shire ServicesManager
Local Board
Community Liaison OfficerCommercial
Services
Agency
Services
Commercial
Services
Shared resources with
MacDonnell Shire
NP
Our community
Senior Management Team
(SMT)
LB
Management & Co-ordination
CouncilBIZ12
3 45
7
6
2.2 Management structure
The senior managers follow the CEO’s directions and
manage their part of the shire’s operations.
The senior management team (SMT) is made up of;
The CEO who is responsible for the overall
management of the shire.
The Director Corporate & Community Services who
looks after the fi nances, staffi ng and agency services.
The Director Infrastructure who looks after the Shire
Service Managers and commercial services.
The Governance Manager who looks after council
and Local Advisory Boards, policy development and
public relations.
The Finance Manager who looks after the fi nances.
The workers do the day-to-day work, following the
instructuions of their managers.
Everyone works together to implement our councils
directions.
1
2
3
4
5
6
7
2 Governance and management
Burdon Torzillo: Empower Governance Kit12
Central Desert Shire Council
© Burdon Torzillo 2008 V 3.1 5/2009
Minister Minister
Balance
Separation of PowersEmpowermentAccountability
Workers
Managem
ent
Policy
Go
vernan
ce
1
2
3
4
LGAct
$
$
Director Infrastructure
GovernanceManager
Director Corporate & Community Services
Head Office
AdminOfficer
WorksSupervisor
ManagerFinance
Shire ServicesManager
Local Board
Community Liaison OfficerAgency
Services
Commercial
Services
Agency
Services
Commercial
Services
Shared resources with
MacDonnell and
Barkly Shire
NP
Our community
Central DesertShire
Council
LB
Management & Co-ordination
Residents
LGANT
CouncilBIZ
LocalAdvisoryBoards
EconomicDevelopment
AdvisoryBoard
2.3 Separation of powers, accountability and empowerment
Separation of Powers is like a boundary fence.
The council is above the separation of powers line.
It is responsible for policy, direction and ‘big picture’
planning with advice from the CEO, Directors and
advisory boards. The council selects, appoints, directs
and can fi re the CEO. It does not interfere with the
CEO’s work as long as the CEO is ‘on track’ and gets
results.
The council delegates (gives responsibility for) the
day-to-day management of the shire to the CEO and
doesn’t interfere with the managers’ work.
The CEO can hire and fi re staff. The CEO is below
the separation of powers line and is responsible for
staff management and implementation of plans and
policies following council directions.
We are careful to respect the separation of powers line.
1
2
3
4
Lajamanu
Willowra
YuendumuYuelamuNyirrpi
Ti TreeLaramba
AtitjereEngawala
2 Governance and management
Burdon Torzillo: Empower Governance Kit 13
Central Desert Shire Council
© Burdon Torzillo 2008 V 3.1 5/2009
Governance Manager
Management
Council
Outside experts1
2
3
4
8
9
7
6 5
Managementimplement policy
Present toCouncil
Councilapprove policy
Redraftpolicy
Feedbackloop
Draft policyand circulate
Set upteam
Identify need,define policy
Policy team
Monitor, evaluateand review
Policy
Policy
LGAct
Policies are a set of rules which guide our actions. Policies
guide the council, management and staff. Policies are
developed around specifi c purposes, for example: fi nances,
staffi ng or special projects. Some policies deal with major
governance issues, like the code of conduct, and need
council input. Other policies are operational, like staffi ng
and may not need council input, but all policies need
council approval. Our policy development process:
The need for a policy is identifi ed and defi ned and must fi t in with the legislation and our ways of working.
A team is set up to develop the policy. The team includes people with technical skill, management and outside expertise.
The team prepares a draft policy and gives it to affected people for comment.
The team receives and thinks about feedback.
The team redrafts the policy.
The CEO presents the draft policy to council for consideration.
Council approves, rejects or amends policies by resolution.
Management develops procedures (how a policy will be implemented) and implements the policy.
Management (and council if its a governance policy), monitors and evaluates the policy and if needed, recommends changes.
1
2
3
4
5
6
7
8
9
2.4 Policy development process
© Burdon Torzillo 2008 V 3.1 5/2009
EMPOWER3 Our roles and responsibilities
3 Our roles and responsibilities
Burdon Torzillo: Empower Governance Kit16
Central Desert Shire Council
© Burdon Torzillo 2008 V 3.1 5/2009
• supports organisations or programs that benefi t
the shire
• works together with NT and Australian
governments in service delivery
• represents the interests of the shire to people
outside the shire
• promotes the shire as a good place to live and for
industries, businesses and tourism
• does other jobs given to the council under the
Local Government Act or any other Act
Job of councillors
Job of shire council members
Councillors are the elected leaders of the shire and
are part of the head of the organisation. The council
member’s job is to:
• represent the interests of all residents in the shire and
to lead and guide the shire
• help with two way communication between the
council and the constituents
• take part in the council’s decision making processes
• take part in the council’s community activities
• make sure the council acts honestly, effi ciently and
properly carries out its responsibilities.
A council member has no power to tell staff how to
do their work, or tell managers how to manage staff.
A council member must act, at all times, in the best
interests of the shire residents and constituents.
Allowances
Councillors are paid allowances, the rate is set by the
council within limits set by the Minister. Different
allowances may be set for the President, Deputy
President and other councillors.
ExpensesA council member is reimbursed for reasonable
expenses for travel and accommodation when attending
offi cial meetings or doing council business.
The job of shire councils
The council is the ‘mind’ or head of the shire; it does
the big picture thinking for the shire and sets the
direction. In the Act the ‘role, functions and objectives’
of the council make up the council’s job.
The council
• provides open, responsive and accountable local
government
• makes informed, responsible and sound
decisions in the interests of people who live in
the shire
• is responsive to the needs and best interests of
the whole community
• provides, develops and coordinates public
facilities and services
• develops a good and happy social life for
residents
• shares resources fairly, effectively and effi ciently
• plans for the future needs of the shire for local
government services
• develops a proper balance between economic,
social, environmental and cultural considerations
• encourages and develops initiatives for
improving the quality of life of its constituents
• does what it can to protect the shire from
natural and other hazards
Local Government Act (LGA)
3 Our roles and responsibilities
Burdon Torzillo: Empower Governance Kit 17
Central Desert Shire Council
© Burdon Torzillo 2008 V 3.1 5/2009
The Chief Executive Officer’s
(CEO) Job
The CEO is head of the administrative arm of the
organisation and is responsible to the council to:
• appoint, manage and, if necessary, dismiss staff
• implement the council’s policies, plans and decisions
• manage the day-to-day operations
• give the council information and advice they need
to do their job and make good decisions
• inform shire residents about council’s business and
that any questions are properly answered
• properly manage and maintain council’s assets and
resources
• properly manage fi nances and control the money
• make sure fi nancial and other records are properly
kept
• carry out other functions given (delegated) to the
CEO by the council under the Local Government
Act or any other Act.
Delegation by CEO
The CEO may delegate (tell someone else to do a part
of the CEO’s job) a power or function to a person or
committee.
The Senior Management Team’s
(SMT) job
The Senior Management Team (SMT) is also part of
the head of the organisation and is made up of:
• CEO
• Governance Manager (GM)
• Director Infrastructure (DI)
• Director Corporate and Community Services
(DCCS)
• Finance Manager (FM)
They work as a team to manage the day to day
operations of the council and implement the council’s
policies and plans. Through the CEO they report to the
council.
The President’s job
Th e President and Deputy President’s job
The President is the leader and the President’s job is to
• chair council meetings
• speak on behalf of the council following the
council’s direction
• carry out civic and ceremonial functions
The Deputy President carrys out any of the President’s
functions when the President
• delegates the functions to the Deputy President
• cannot carry out offi cial duties because of illness or
for some other pressing reason
• is on leave
3 Our roles and responsibilities
Burdon Torzillo: Empower Governance Kit18
Central Desert Shire Council
© Burdon Torzillo 2008 V 3.1 5/2009
• manages council assets on the community (eg; plant,
equipment, buildings and vehicles).
• gives accurate timely reports to the CEO, DI or GM.
• helps councillors and Local Advisory Board members
go to meetings and discuss council business.
• builds strong links with Aboriginal Land Trusts, CLC,
Government and other groups.
• works together as a team member and promotes a
safe and happy place to work.
The SSMs also supports Local Advisory Boards,
for example
• helps the Local Advisory Board chair draft agenda
• tells the CEO and GM about LAB meetings
• helps hold meetings on behalf of CEO
• tells members of council minutes and agendas
• organises meeting place, food and transport
• gives out previous minutes to members before the
meeting, helps with training in taking minutes if
needed
• helps the chair to run the meeting, but not take over
running the meeting
• mentors the Chair/s in-between meetings
• makes sure minutes and LAB report get to the
Council on time
Shire Services Manager’s (SSM)
job
Shire Services Managers (SSM) are part of the arms and
legs of the organisation. They help manage, coordinate
and make sure the services are delivered to the
community.
SSM’s main job
Following the Director Infrastructure’s (DI) directions
and the council’s plans, policies and the laws, a SSM’s
job is to;
• manage the day-to-day operations in the local
community area.
• lead and direct teams of shire employees
• represent council management in community
meetings and other meetings.
SSM’ more detailed job
The Shire Services Manager;
• directs, oversees and checks council services, agency
programs and commercial agreements in the
community
• makes sure this is done following council plans,
policies, procedures and laws.
• supervises and checks staff in the community and
build the capacity of Aboriginal people.
For more information see Section 4.6 Role of Shire
Service Managers and Local Advisory Boards.
The Human Resources Manager, with the CEO and
other staff, follows the following recruitment and
employment process:
EMPOWER4 Local Advisory Boards
4 Local Advisory Boards
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1
Council and Advisory Boards and Committees
Central
Desert
Shire
Council
Economic
Development
Advisory
Board
Finance
Committee
Lajamanu
Willowra
Yuendumu
Yuelamu
NyirrpiTi -Tree
Laramba
Atitjere
Engawala
$
LAB
LAB
LAB
LAB
LAB
LAB
LAB
LAB
LAB
Our shire council works together with the Local
Advisory Boards (LAB) in:
Lajamanu
Willowra
Yuendumu
Nyirrpi
Ti Tree
Laramba
Yuelamu
Engawala
Atitjere
All these boards make recommendations to the council.
Our residents and voting constituents are the people
we serve
Our Local Advisory Boards are made up of the
Shire President, our ward councillors and residents
nominated by the community and appointed by the
shire council
Our shire council , elected by the voting constituents
Our CEO selected and appointed by the shire
council
Our workers. They work in our communities and in
head offi ce in Alice Springs
4.1 Our shire council and its advisory boards
1
2
3
4
5
6
Separation of Powers
Central DesertShire
Council
workers
in
our communities
3
4
5
6
Local Advisory Board
LocalAdvisory
Board
Lajamanu,Willowra, Yuendumu,
Nyirrpi, Ti Tree, Laramba, Yuelamu, Engawala,
Atitjere and Alice Springs
2
4 Local Advisory Boards
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3 Central DesertShire
Council
Other staff
Wardcouncillors
Communitylocal board
members
Local Advisory
Board
PresidentChair
Our community
1
2
5
4
4.2 How our Local Advisory Boards are made up
The Local Advisory Board provides advice and ideas to
the council.
A Local Advisory Board is made up of:
the councillor or councillors who represent the ward
which the community is in
other residents and members of the community who
the council want to appoint as a member
anyone else the council appoints to be a member
a member of the council’s staff can be appointed
as a member of a Local Advisory Board (but not a
manager).
the President is automatically a member of all Local
Advisor Boards in the shire.
The councillors are automatically members of all Local
Advisory Boards in their ward and should attend Local
Advisory Board meetings.
Local Advisory Board members are volunteers. They
do not receive any payment but will be reimbursed for
agreed out-of-pocket expenses.
1
2
3
4
5
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1 2 3
4 5 6
our communities JANUARY
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31
APRIL
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930
MAY
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31
JUNE
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930
JULY
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31
AUGUST
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31
SEPTEMBER
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930
OCTOBER
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31
NOVEMBER
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930
DECEMBER
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31
FEBRUARY
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28
MARCH
1 2 3 4 5 6 78 9 10 11 12 13 1516 17 18 19 20 21 2223 24 25 26 27 28 2930 31
Jan Feb Mar
Apr May Jun
Jul Aug Sep
Oct Nov Dec
Policy
Central DesertShire
Council
Plans
LocalAdvisory
Board
LocalAdvisory
Board
Involve the community Community’s voice Meet monthly
Advise on local policies Advise Council Input into plans
4.3 Local Advisory Board, their jobThe job of Local Advisory Boards is to:
involve local communities in anything to do with local government
make sure local communities have a voice in anything to do with local government
meet monthly
make sure they have a say about policies that affect them
take community views back to council and speak up for the community
help make regional management and shire plans
The council controls and directs Local Advisory Boards.
Local Advisory Boards report to the council once every
two months and Local Advisory Board members alone
decide what goes in these reports.
Examples of Local Advisory Board jobs may include:
• making recommendations to the council on local
issues (strategic, not operational)
• making a dog management plan for their
community
• give feedback on noise management policy
• help to organise local events
• consult with community about street names
• develop protocols for community visitors
1
2
3
4
5
6
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Is this clear,does everyone understand?
Agenda
Policies
1 2 3 4
8765
Report
Feed back
Co
nsu
lt
Re
po
rt
Code of Conduct
Select a chair Speak up to
Ward Councillors
Know about about Council
business and agenda
Decide what goes in
the report to Council
Develop Code of Conduct
for members and protocols
for visitors or presenters
Give feedback
on policies
Comment on
shire plans
Strategic
Plan
9
Attend Local
Advisory Board
meetings
Local
Advisory
Board Local
Advisory
Board
10
11
Report back about Council decisions
Take Local Advisory Board
feedback to Council
Central DesertShire
Council
Feed back
Report
Members roles
Ward Councillorsroles
4.4 Roles of members and ward councillors
1
2
3
4
5
6
Members roles:
Select a Chair (permanent or rotating)
Actively participate (develop and agree on agenda,
ask questions, put forward ideas and suggestions, plan
local projects, provide local input into shire policy
development and planning). Inform themselves about
council business (read/listen to minutes and agendas,
and ask questions about reports)
Decide what to put in report to council (SSM can
write it up but does not select issues)
Speak up to ward councillors
Report back to community members/meetings and
ask for their views and ideas
Develop code of conduct for members and protocols
for presenters at LAB meetings
Give feedback on policies that effect communities
Give informed comment on shire plans
Ward councillors roles:
Attend all LAB meetings in their land
Report back about council decisions
Take LAB feedback to council
7
8
9
10
11
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4.5 Chairperson’s job and meeting rulesThe Chairperson’s job
Develop the draft agenda with help of SSM
Determine quorum (half + one)
Seek members’ input into draft agenda
Make sure agreed agenda is dealt with in a timely
manner and meeting stays on track
Make sure all members have a say and nobody
dominates. The public talk to the meeting only when
it is their turn.
Make sure members have chance to ask questions
about reports and presentations
Meeting Rules
Local Advisory Board meetings are open to the public
The CEO convenes them
Meeting notices with draft agenda on web site and
notice boards, to members, ward councillors, CEO
and GM at least one week before the meeting
CEO responsible for “proper” minute keeping and
publishing of minutes, only who’s present, business
tabled and decisions made. No discussion or detail
(like council minutes)
Next Local Advisory Board meeting must confi rm
previous minutes
Minutes must be published on web site and available
at council’s public offi ce within 10 days of the
meeting.
1
2
3
4
5
6
Agenda
1. Welcome, attendance & apologies
2. Election of chair (if rotating)
3. Acceptance of agenda
4. Previous minutes & business arising
5. Report from Council (Ward Councillor)
6. SSM’s report
7. Agenda items from members
8. Agency reports
9. Other Business
10. Questions from the public
11. Issues & advice for report to Council
12. Next meeting chair (if rotating)
13. Next meeting date reminder
Is this clear,does everyone understand?
Does anyone else have anything
to say?
1 2
3
65
4
DRAFTAgenda
Agenda
Talk with members and
prepare agenda
Follow agenda,
keep meeting on track
Check for a quorum
(half plus one)
All members havea say
Ask for members ideas
on draft agenda
Members ask questions
about reports
Open to public
Previous minutes
kept
CEO calls meeting, and
sends notice to members
Publish minutes on website
Proper minutes
taken
12
SSMChair
7 8 9
12
1110
MeetingNotice
7 days
MinutesMinutes
Minutes
CEO
Chairperson’s job Meeting rules
8
9
10
11
12
7
4 Local Advisory Boards
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Before the meeting
Organise meeting venue, food and transport
Help Chair/s develop agenda and prepare for meeting
Get notices with draft agenda to public, ward
councillor, members, CEO and GM one week prior
Get previous LAB minutes, council minutes/
Summary
Ensure presenters understand protocol
During meeting
Convene meeting on behalf of CEO
Read and explain previous minutes to members
Have council minutes/summary available
Support the Chair but don’t run the meeting
Give information and advice when asked by Chair
Take proper minutes (train local staff to take this over)
After the meeting
Mentor the Chair/s in-between meetings
Send minutes to CEO/GM within 5 days of meeting
and give the minutes to the members
Send local board report to the CEO and GM at least
3 weeks before council meets
LABMinutes
CouncilMinutes
CouncilMinutes
LABMinutes
CEOSSM
MeetingNotice
7 days prior
Help Chair draft agenda
Organise meeting place,food and transport
DraftAgenda
Put notices up with draft agendaone week before meeting
Get previous LAB and council minutes to members
Hold meeting on behalf of CEO
Support Chair but don’t run the meeting
Give information and advice
Take properminutes
Send minutes to CEO & GM and give
minutes to members
Mentor the Chair/s in-between meetings
Send Local Advisory Board report to the CEO and GM
12 1212
Before the meeting During the meeting After the meeting
Could you please make that clear?
How could thishave worked
better?
LABReport
1
2
3
8
7
5
9
6
4
12
13
1410
11
DraftAgenda
MeetingNotice
7 days prior
Charts
Minutes
Within 5 days
Minutes
SSM
Chair SSM
Chair SSM
Chair SSM
CEOSSM
Make sure presenters know the rules
Read and explain previous minutes to members
Have council minutes ready
4.6 Role of Shire Service Managers
1
2
3
4
5
6
7
8
9
10
11
12
13
14
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654
987
Help communities
set up representative
local boards
Help LAB follow council
policy and Local Government Act
Organise training
for members and
ward councillors
Provide coaching
by helping with meetings
Provide information and
advice
Tell CEO and SMT of
issues
Publish meeting notices
and minutes
Help develop SMT response
to LAB reports for council
Arrange for permit
waiver from CLC
Permit
WAIVER
MeetingNotice
Meetingminutes
Compliance
LAB
Com m unity
Charts LABReport
SMT
SSM
Central DesertShire
Council
The Governance Manager’s job is to;
Help communities set up representative Local
Advisory Boards
Organise training for members and ward councillors
Provide ongoing coaching through meeting
facilitation and support of Chair, but don’t run the
meeting
Give information and advice
Inform CEO and Senior Management Team of issues
Help develop Senior Management Team response to
Local Advisory Board reports to council
Help LAB comply with council policy and Local
Government Act
Publish meeting notices and minutes
Arrange for permit waiver from CLC
4.7 Governance Manager’s job with LABs
1
2
3
4
5
6
7
8
9
4 Local Advisory Boards
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54
4
321
I want
to
Can ask members to put
items on draft agenda
before meeting
Ask for, or reply to, invitation
to present
Accept decision of board
Listen Talk to meeting only
during agenda item
“Questions from Public”
Sit in background, not at
the members’ table
Members report to
the community
Be clear about
their reason
for presenting
Follow Local Advisory
Board’s rules
Role of public
Role of presenters
LAB
LAB
Com m unity
Are there anyquestions from
the public?
Please, can you finish now?
Sorry, not at this meeting
OK, any questions?
Role of Public
Can ask members to put items on draft agenda before
meeting but only members decide
Listen
Address meeting only during agenda item
“Questions from Public”
Sit in background, not at the members’ table
Ask members to report back to them or to
community meetings
Role of Presenters
Ask for, or reply to invite to present before travelling
to meeting
State objective (“give information about x”, “seek
support for y”, “fi nd out views on z”)
Abide by Local Advisory Board’s protocol (eg present
very briefl y, in plain English, use clear visuals, leave
enough time for questions, etc)
Accept decision of board not to invite them
4.8 The public and presenters
1
2
3
4
5
1
2
3
4
4 Local Advisory Boards
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Management
Response
1 2 3
54
4
321
News
Letter
Councilpapers
Reports to council
Council meeting minutes
and agenda on web
Councillors report back to all Local Advisory Boards in their ward
Reports to SMT at least
3 weeks before a
council meeting
Senior Management Team
prepares response
LAB reports and
SMT commentsCouncil decides on action
Major council
decision in CEO’s monthly email
SSM to make minutes
available for
Local Advisory Board
members
Reporting to Council
Reporting from Council
JANUARY
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
APRIL
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30
MAY
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
JUNE
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30
JULY
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
AUGUST
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
SEPTEMBER
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30
OCTOBER
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
NOVEMBER
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30
DECEMBER
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
FEBRUARY
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28
MARCH
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
10 10
10 10
10 10
10 10
10 10
10 10
JANUARY
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
FEBRUARY
1 2 3 4 5 6 7
8 9 10 11 12 13 15
16 17 18 19 20 21 22
23 24 25 26 27 28
10 10
Central DesertShire
Council
LAB
LAB
CDSC
or
x
Minutes
Report
SSM
SMT
Reporting to council
Bi-monthly reports to council (using 2 page template,
Local Advisory Board to decide contents)
Reports must be with Senior Management Team at
least three weeks before a council meeting
Senior Management Team prepares response to
council
Local Advisory Board reports and management
responses go into council business papers
Council decides on any action
Reporting from council
Council meeting minutes on web and community
notice boards within 10 days, agendas on web one
week before meeting.
Summary of major decisions in CEO’s monthly email
straight after meeting
SSM to make this information available to all Local
Advisory Board members
Councillors report back to all Local Advisory Boards
in their ward, explain council decisions and ask for
feedback
4.9 Reporting
1
2
3
4
5
1
2
3
4
4 Local Advisory Boards
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Quorum
Voting
Notice
Agenda
Minutes
1 2
3 4
Policy
Visitors
Procedures How to
present to usLAB
Code of
Conduct
Local Government Act makes the meeting rules
Local Advisory Boards follow their Code of Conduct
Local Advisory Boards may develop their own procedures
Council has a Local Advisory Board policy
Local Advisory Boards can make their own procedures
“subject to this Act and any direction by the council”
Local Government Act has rules about a quorum,
decision making by majority vote, timely notices with
agendas, proper minutes.
Council has a Local Advisory Board policy
Local Advisory Boards follow or adapt council’s Code
of Conduct
Local Advisory Boards develop their own procedures,
for example: protocols for community visitors and
presenters at their meetings
4.10 Policies and Procedures
1
2
3
4
4 Local Advisory Boards
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Resid
ents
ca
n t
alk
to
Wa
rd C
ou
nci
llo
rs
Th
e L
oc
al
Bo
ard
ma
ke
s re
com
men
dat
ions t
o the Shire
Council
or
the
Sh
ire
Co
un
cil
Our Community
Ward
Councillors
Community
based
Staff
Ward
Councillor
Shire Services
Manager
Central Desert
Shire CouncilDirects the CEO
1
2
3
4
8
9
10
7 6
5
Local
Advisory
Board
The council, with advice from the CEO, Senior
Management Team (SMT), and local boards sets the
‘big picture’ plans and directions for the shire.
The CEO, through the Director Infrastructure (DI),
directs the Shire Services Manager (SSM). The SSM
directs staff in the community.
The SSM and local staff deliver local government and
other services in the community.
The community, through their Local Advisory Board,
give advice and make recommendations to council.
Community meetings can be called at any time.
Decisions mage at these meetings can be used to
advise the Local Advisory Board.
The community, through their ward councillors, has
direct input into the decision making processes of the
council.
The Local Advisory Board provides local knowledge,
advice and recommendations to both the ward
councillor and to the shire council. It reports to every
council meeting.
Council considers the recommendations of all
Local Advisory Boards and makes decisions that
management must carry out.
The ward councillors inform the community, through
the Local Advisory Board, of what they decided at the
council meeting.
1
2
3
4
5
6
7
8
9
4.11 Community engagement and Local Advisory Boards
10
EMPOWER5 Good governance
5 Good governance
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Respect for cultural diversity
1
Social Justice
3
Serving all the residents
2
The following governance principles guide the Central
Desert Shire Council:
Respect for cultural diversity
We recognise and respect the culture of the Anmatjere,
Warlpiri and Arrernte people who make up the vast
majority of residents, have cared for the country and been
here since time in memorial.
We recognise and respect the culture of non-indigenous
people who fi rst arrived as pioneers from the 1850’s,
economically developed the region and play a signifi cant
role in the region.
We accept and use a democratic (non-Indigenous) system
for decision making for formal council business, whilst
encouraging consensus at all times.
We acknowledge that traditional indigenous decision
making is normally practised by the majority of residents
according to respective cultural structures of the
Anmatjere, Warlpiri and Arrernte people.
Serving all the residents
We focus on serving all our residents by doing an
impartial professional job to the best of our ability..
Social Justice
We believe in being fair, honest and reasonable in all our
dealings - particularly when making diffi cult decisions.
We believe that poverty can be alleviated through the
provision of basic community infrastructure, reasonable
housing, decent roads, good waste management facilities,
secure employment, and provision of training and
professional development opportunities.
5.1 Good Governance principles
1
2
3
5 Good governance
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LGAct
Working together
4
Rules and laws
6
Responsible leadership and sustainability
5
PoliciesCDSC
Code of Conduct
Working together
We work together with the Australian and Northern
Territory government and representative organisations
in the best interest of residents.
We welcome and support private enterprise throughout
the region and believe a strong, diversifi ed regional
economy will encourage stronger more jobs.
Responsible leadership and sustainability
Our leaders are accountable to their constituents and
make responsible decisions about the sustainable use
of natural resources, sustainable development and
protection of the environment.
Rules and laws
We follow government laws, council policies, our
Code of Conduct and respect industrial democracy and
natural justice.
5.1 Good Governance principles continued
5
6
4
5 Good governance
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Provide leadership, speak
up for residents and inform
them
1 2 3
4 5 6
Act with integrity
and respect
Act in the best interest
of the whole shire
Tell council if you may
have a conflict of interest
Do not ask for or accept gifts Council property can only be
used for council business
Don’t use confidential
information for your benefit
Be a good representative
of the council
Listen with respect at
meetings and help each
other
7 8 9
Contract
Reso
TopSECRET
Confidential
Code of Conduct for councillors:
Provide sensible leadership, speak up for residents and let them know what the shire council is doing.
Act with integrity – be honest, accountable for your actions, make fair decisions for all residents and respect country.
Act in the best interest of the whole shire, not just your family, skin group etc., community or ward.
Tell the council when you think you have a confl ict of interest (using your position on the shire council to benefi t yourself or your relations).
Do not ask for or accept gifts from anyone who may benefi t from a shire council decision.
All shire council property (buildings, equipment, computers and vehicles) can only be used for agreed shire council business.
Keep confi dential shire council business confi dential and don’t use the information for your own benefi t or to harm others.
Be a good representative of the shire council and do not damage its good reputation.
Listen with respect at meetings, help each other and behave, act and talk in a courteous manner while on shire council and community business.
5.2 Code of Conduct
1
2
3
4
5
6
7
8
9
5 Good governance
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Alcohol or drugs
10 11
1213
No humbug or
aggressive behaviour
Follow Australian and
Northern Territory laws Do not discriminate against anyone
Beer
LGAct
Policy
Give me
Do not be under the infl uence of alcohol or drugs when on shire council business.
Do not make personal demands on staff, interfere with their work or reprimand them.
Follow all Australian and Northern Territory laws and shire council by-laws and policies
Do not discriminate against anyone because of their cultural background, gender, age or disability
There are serious punishments for some breaches
of this code. For example, a fi ne of up to $44,000
and 2 years in jail for breaching confi dentiality and
a fi ne of up to $11,000 for not declaring a confl ict
of interest.
Council has a Good Governance Policy to deal
with breaches of its Code of Conduct. The
Minister may also take disciplinary action against
councillors who break this Code of Conduct.
The CEO will take disciplinary action against
staff members who breach this Code of Conduct.
Serious breaches may lead to dismissal.
10
11
12
13
5.2 Code of Conduct continued
© Burdon Torzillo 2008 V 3.1 5/2009
EMPOWER6 Planning, implementation and monitoring
6 Planning, implementation and monitoring
Burdon Torzillo: Empower Governance Kit38
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© Burdon Torzillo 2008 V 3.1 5/2009
1
SMT
Strategic
Plan
Service
Delivery
Plan
Financial
Plan
$
Operational
Plan
CCCShirePlan
Contents
Strategic
Operational
Financial
Service
Measurement
KPIs (Key performance indicators:how we know that we have been successful)
2 6
3
4
5
6.1 Shire plan
We all make plans all the time; for a football carnival,
family trips to other communities, ceremonies every day
we are making plans. The Central Desert Shire Council
has a shire plan and it contains a few different plans for
different purposes:
Shire plan
Our shire plan includes our strategic plan and more
information about the organisation. The shire plan
includes:
• Background information about the shire
• Methodology, how the plan was made
• Governance principles
• The strategic plan, our BIG picture plan and
direction, this is the main plan the council use
• Service delivery plans for each community
• Organisation structure
• Rating policy
• Four year fi nancial plan
• Operational plans, how we turn our strategic
plan into action
• Extra information about the above sections in
the appendices
The shire plan is mainly used by management, senior staff
and government offi cials.
Our plans have key performance indicators to measure
how we are going.
1
2
3
4
5
6
6 Planning, implementation and monitoring
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Service delivery plans guide how we deliver the various
services in each community. Management, government
and funding bodies all use these plans and the managers,
SSMs and staff follow the plan in their day to day work.
Local Advisory Boards would be interested in these plans.
There is one for each community (Local Service delivery
Plans).
The CEO, the SMT and the SSMs update these plans
every year.
SMT
Service
Delivery
Plan
SSM SSM
Housing
Tenancy Essential
Services
CDEP
$
NP
Night Patrol
Sport and
Rec
CentrelinkAged Care
Ovals and
parks
Roads
Waste
Management
Maintenance
6.2 Service delivery plans
6 Planning, implementation and monitoring
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Planning the way ahead, the parts of our Strategic Plan
Outcomes
VisionMission
Core ValuesGuiding Principles
StrategiesGoals
Indicators
ActionsStrategies Who When
1
2
StrategicPlan
CDSC CEO
OperationalPlan
SSM SSM
6.3 Strategic plan
A Strategic plan is the BIG picture plan, like an
‘eagle eye’ overview of the plan for the whole shire.
The council and Senior Management Team use the
strategic plan all the time.
Our strategic plan is made up of;
• Vision; what we would like our future to look like
• Mission or purpose; why we are here
• Core values; what we believe to be true and of real
value to us
• Guiding principles; the big picture guidelines that
keep us on track
• Goals; the main aims or things we are trying to
achieve
• Outcomes; the things we want to ‘come out’ of our
work
• Strategies; the best ways to achieve these outcomes
Operational plan
Our Operational Plan sets out the detail of how we will
achieve our outcomes, what we will do, who will do it
and when it will be done.
1
2
6 Planning, implementation and monitoring
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6.4 Our strategic plan
Innovative management of the natural environment
Innovative waste management strategies
Clean, tidy and healthy communities
Efficient use of energy and water resources
Vision
Mission
Desired outcomes Goals
Improve the well being and culture of the community
Look after our physical assets properly, and build our capacity to
manage them even better
A growing and sustainable economy with strong local
employment
We respect, protect and look after our natural and built
environment sustainably (now and for the future)
Good leadership and governance, sound management practices,
effective advocacy and high quality services
Two ways, one outcome.
Indigenous and non-Indigenous people
working together for the best
services.
5 Democracy and Government
4 Environment
Economy
Social and Cultural
Physical Assets
$
To work together in one spirit, guided
by strong leadership and good
management to provide high quality
services across the Central Desert Shire.
1
2
3 4
Strategic Plan Summary
Accessible community services that meet needs & promote w
ell bein
g
A positive living environment for youth
Safe and healthy communities
Better transport
Celebration and respect for tradition and culture
Appropriate services available
Education and learning leading to employment
Community involvement in cultural, civic & sporting events
1
High standard of roads and town landscapes
Improve standard of staff and community housing
Good management of Shire infrastructure and equipment
Improved outcomes for local employment
Viable and growing local business enterprise
Improved partnerships with business and industry
2
13
Effective and efficient Shire Management
High standards of communication, transparency & openness
Constant improvement in governance capacity
Increased community capacity and empowerment
Excellence in Human Resource Management
Proactive partnerships with government & private sector
6 Planning, implementation and monitoring
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Strategies Actions Who When
1.1. Improved outcomes for local employment
1.1.1. Maximise local training and
employment in municipal and
operational services to the Shire
1.1.2. Work in partnership with local
employment program and
training providers to maximise
employment outcomes in Shire
operations
Increase employment opportunities,
initially by establishing a ‘Jobs notice
board’ in each community
Lobby and advocate for increased
training directly with
training providers
Shire Services
Manager
July 2009
Training
Coordinator
Ongoing
1.2. Improved partnerships with business and industry
1.3. Viable and growing local business enterprise
Establish Economic Development
Advisory Board to progress economic
and employment outcomes
Establish Economic Development
Advisory Board to progress economic
and employment outcomes
Establish Economic Development
Advisory Board to progress economic
and employment outcomes
Establish Economic Development
Advisory Board to progress economic
and employment outcomes
Establish Economic Development
Advisory Board to progress economic
and employment outcomes
1.2.1. Work in partnership with local and
regional industries and service
providers to facilitate job creation
1.2.2. Work with Government and
industry in the developing
regional business and industry
plans
1.2.3. Support locally owned and
community businesses
1.2.4. Support the identification and
development of new enterprise
opportunities that increase social
and economic benefits
1.3.1. Work in partnership with other
agencies to develop local business
and employment
CEO
CEO
CEO
CEO
CEO
July 2009
July 2009
July 2009
July 2009
Ongoing
6.5 Operational plans
Operational plans are the detailed plans for each goal.
They look at the goal’s outcomes and strategies from the
strategic plan and detail out the tasks or actions we need
to do to achieve the outcomes.
Each goal has;
• outcomes the council have set
• strategies to best achieve the outcome
• actions to complete, tasks to do
• who is responsible for the actions and tasks
• when they will be completed
Operational plans are used be the SMT, managers and the
SSMs in doing and tracking their day to day work. The
CEO and SMT use them to check progress. The CEO,
the SMT and the SSMs update these plans every year.
Each operational plan has a budget attached to it.
Monitoring:
Council is responsible for the Shire plan they have
approved. It must check (monitor) progress of the shire
plan. The CEO and the SMT report to them at every
council meeting. These reports are opportunities for
councillors to compare the plan with what has really
been done and to ask questions.
EMPOWERAppendix A; Definitions
a b c
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A.1 DefinitionsSome big words
Accountable
Liable to being called to account; answerable or responsible to.
Accountability
Responsibility to someone or for some activity.
Advocate
A person who speaks up for a person or an idea.
Attentive care
Looking after a person or after business in a good way.
Board
A committee that governs or manages an organisation.
Confl ict of interest
When a public offi ce holder may personally benefi t or gain from his or her
offi cial actions or infl uence.
Code of conduct
Principles and expectations that aapply to any person who is a member of a
particular group.
Constituents
A resident of an area or member of a group represented by an elected offi cial.
Constituency
A body of constituents; the voters or adult residents in an area represented by
an elected member.
Corporate governance:
Corporate governance is how corporations (organisations) are organised,
directed and controlled.
Corporate Governance Structure:
Distribution of rights and responsibilities among different participants in the
corporation.
Council
A group of people elected to govern an organisation.
Deliberations
Discussion and consideration of all sides of a decision.
Delegate
To give someone responsibility for something
Diligent
Always putting a steady effort into the job.
Desired Outcomes
What we want to achieve in our shire.
Effective
Producing the result we want to achieve.
Effi cient
Completing a job with a minimum time and effort
Empowerment
To give power or authority to people.
Equitable
Fair, unbiased, or impartial. To share fairly what we have and according to need.
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A.1 Definitions, continuedExecutive
1. A person or group with administrative or managerial authority in an
organisation, or
2. The chief offi cer of a government, state, or political party, or
3. The side of government that uses a country’s laws and carries out its
functions.
Financial
About to money matters; pecuniary.
Functions
Council’s areas of responsibility and the services it can provide.
Govern
To rule over someone or something in line with the power given by voters
and the law.
To carry out the function of government.
Governance
Governance is how we organise ourselves to get something done.
The act, process, or power of governing. Decision making rules and steps
How decisions are implemented (or not implemented).
Governed
To make and carry out the policy and business of an organisation. To carry out
a deciding or determining infl uence on an organisation.
Government
The governing body of people in a state, community, or shire etc (the
President, and the councillors, the Prime Minister and the ministers).
Guiding principles
Values and rules that guide our organisation.
Indicators
A result we can measure to check progress, for example number of children
going to school.
Integrity
Behaviour that is guided by good values. “Walking the talk”: say what you
mean and do what you say.
Justice
Being just; fair and level.
Legislate
Make laws.
Legislation
Laws.
Main aims
Our overall goals, the big picture results we want to achieve.
Management
The people who control or direct a business or an organisation on a day-today
level.
Natural justice
The Romans, who lived about 2000 years ago in Europe, believed that some
legal principles were “natural” and did not need any explanation ...a bit like
tjukurrpa!
Negligent
Not being reasonably careful, not carrying out responsibilities properly.
Objects
The purpose, aim, or goal of a specifi c action or organisation.
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A.1 Definitions, continued
Plan
A specifi c project or clear purpose. a roadmap for getting things done.
Policy
A program of actions adopted by our council, or the principles on which
these actions are based.
Principles
A basic, leading, or general law or value from which other, less basic values
follow.
Residents
People who live in a place all of the time or who stop there for a long time.
Many shire residents, black fellas and white fellas, are mobile (move around)
Resolution
Resolving to do something. An action people have decided to do. Being
resolute (fi rm, determined, steady).
Roles
A function or position (“mother role”, “role play”).
Responsibility
Taking care of your duties.
Social justice
To share advantages and disadvantages within a society in fair and just ways.
Statutory
Prescribed or authorized by “statute” (law).
Value
A good principle, standard, or quality.
Vision
How we want our shire to be in the future, what kind of a place and future we
want for our people.
Financial words
Income:
Money received or owed.
Non-trading income:
Money received from sources other than trading or grants, for example interest.
Expenditure:
Money spent or owing.
Non-trading expense:
Money spent on things other than trading eg capital expenditure (buildings).
Balance:
Our fi nancial position.
Budget:
Amount of money we plan to receive or spend, often broken down into many
different items.
Year-to-date actual:
Amount of money we have received or spent so far in the fi nancial year.
Surplus:
Amount of money left over from the income (after taking away all the money
we spent) if the amount is positive.
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Other Accounting words
Accounting:
Keeping a complete and accurate record of fi nancial transactions and
summarising these in reports.
Audit:
An examination of records or fi nancial accounts to check their accuracy.
Cash Accounting:
Only the money we have actually paid or received.
Accrual Accounting:
Money we have received or are owed (Debtors) and payments made or owing
(Creditors).
Insolvency:
Not being able to pay your bills and meet your commitments.
Unexpended Grants:
Money received from the government but not yet spent.
Defi cit:
Amount of money missing from the income (after taking into account all the
money we spent) if the amount is negative.
Depreciation:
Amount of money lost from the value of physical assets (cars, offi ce equipment,
furniture).
Balance sheet words
Debtors:
People who owe us money.
Creditors:
People we owe money to.
Assets:
Physical (big things like houses and vehicles) and non-physical items (things
like money people owe us) of value that we own including money and money
we are owed.
Liabilities:
Bills we must pay, loans and money we owe.
Balance sheet:
Our fi nancial position statement.
Equity:
The difference between our assets and liabilities. Our net fi nancial interest or
“worth”.