ROPER GULF REGIONAL COUNCIL
Regional Plan20 -20
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2015-20162
THE LOGO
The logo was developed from a concept created by Lainie Joy of Borroloola. The five flowing figures have multiple meanings. They represent the five wards in our Region (Never Never, Numbulwar Numburindi, Nyirranggulung, South West Gulf and Yugul Mangi); the five main rivers winding through our Region (the Limmen, McArthur, Robinson, Roper and Rose Rivers); the low-lying hills that are visible on the horizon nearly everywhere in the Roper Gulf Region and the Rainbow Serpent that underlies everything. The colours are based on the different colours of the soils and the peoples co-existing in the Roper Gulf Region.
RGRC ADMINISTRATION CENTRE
Street Address 29 Crawford Street Katherine NT 0850
Postal Address PO Box 1321 Katherine NT 0851Phone 08 8972 9000Fax 08 8971 2607Email [email protected] www.ropergulf.nt.gov.au
Roper Gulf Regional Council ABN 94 746 956 090
COUNCIL SERVICES AND INFRASTRUCTURE AND CONTRACTS AND TECHNICAL SERVICES
63 Chardon Street Katherine NT 0850
COMMUNITY SERVICES
126 Victoria Highway Katherine NT 0850
REGIONAL SERVICE DELIVERY CENTRES
Phone Fax Barunga 08 8975 4505 08 8944 7059Beswick 08 8975 4800 08 8975 4565Borroloola 08 8975 8758 08 8975 8762Bulman 08 8975 4189 08 8975 4753Jilkminggan 08 8975 4751 08 8975 4905Manyallaluk 08 8975 4055 N/AMataranka 08 8975 4576 08 8975 4608Ngukurr 08 8975 4656 08 8975 4658Numbulwar 08 8975 4675 08 8975 4673
DESIGN AND LAYOUT
Photography: Roper Gulf Regional Council
Design and layout: Sarah [email protected]
This Regional Plan was approved by Council on 27 July 2016.
OTHER LOCATIONS
BadawarrkaBaghettiBarrapunta (Emu Springs)Boomerang LagoonCostelloDaly WatersGaniyarrandGorpulyulJodetluk (Gorge Camp)KewulyiLarrimahMinyerriMobarn (Bluewater)
Mole HillMomobMount CattMulganNulawan (Nalawan)NumerlooriRobinson RiverUrapunga (Rittarangu)WeemolWerenbun
3
FOREWORDThe 2015/2016 period was a challenging but successful year for the Roper Gulf Regional Council. Growth has continued in a sustainable way despite some considerable structural challenges at the macro level. The macro economic environment will continue to influence our local economy and this has guided some of our planning for the coming year.
The downturn in the mining industry has impacted at all levels of government and continuing low commodity prices have been an economic dampener right across Northern Australia. This, with structural constraints on funding from both Territory and Commonwealth Governments has had impacts on the development and resourcing of our region. Despite this our underlying structures and economic foundations and accounts remain strong and viable.
For more details on the outcomes and financial statement on the Roper Gulf Regional Council in the year 2015/2016 see the Annual Report 2015/2016 due November 2016.
The population of the Region also continues to grow at a steady rate of around 2% per annum (ABS, Estimated Resident Population, 30 March 2016). Economically the region is also developing at a steady rate. The cattle industry and a number of new agricultural businesses are in turn going through a sustained growth phase related to new strong markets and foreign investment.
Sustainable and responsible management of our programs and services is important as we are restrained by a low rates base and a dependency on external funding. This is a common situation across remote regions which often have large areas, small populations, under developed infrastructure and economics. Ensuring that our basic structures are sound and our business is well run is the key.
The Regional Plan 2016 -2017 is our planning response for the coming year. The Regional Plan is our road map for continuing development and is a sustainable response to the needs of our communities in the coming years and as a foundation for the 2016/17 year. By reading this plan you will be able to see and follow the Councils strategic approaches and key performance indicators at a Council wide, directorate and individual work unit level. A new SWOT analysis has been conducted and this has been used to provide a base for this years planning.
As in previous years we remain committed to improving our services, to search for new, sustainable and efficient ways of doing business and being responsive and guided by our community. Continuing growth, strong business development and sustainability are the key goals in the Roper Gulf Regional Council Regional Plan for 2016-2017.
The 2016-2017 Regional Plan retains these key focuses of recent plans: • strong business development strategies, • strong planning and review practices, • a strong assets management plan, • improved energy efficiency, • improved communication, • extending opportunities for training and local
employment, • strengthened agency services, • strong human resource management, • strong Local Authorities and community consultation
practices and • sustainable recycling and waste management.
We would like to thank our Councillors, Local Authority members, residents and stakeholders for their valuable input into the development of this Plan. Their input is vital in this process and their ownership of the Plan and its implementation. We would also like to acknowledge the work and professionalism of our staff in preparing this Regional Plan.
Please take your time to absorb the plan. We welcome your input and comment. We commend this Roper Gulf Regional Plan 2016-2017 to you.
Tony Jack Mayor, Roper Gulf Regional Council
Michael Berto CEO, Roper Gulf Regional Council
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2015-20164
ABS Australian Bureau of StatisticsAG Australian GovernmentAGD Attorney-General Department (Aust. Gov.)AMP Alcohol Management PlanAust. Gov. Australian GovernmentCACP Community Aged Care PackageCDP Community Development ProgramCEO Chief Executive OfficerCHCP Community Home Support ProgramCIG Capital Infrastructure GrantCommunity The term ‘community’ refers to all groups of
people living in the region, unless specifically stated otherwise
CS Community SafetyCSM Council Services ManagerDAGJ Department of Attorney Generals and Justice (NTG)DBCDE Department Broadband, Communication and the
Digital Economy (Aust. Gov.)DCA Department of Communications and the Arts
(Aust. Gov.)DCG Directorate of Corporate GovernanceDCM Department Chief Minister (NTG)DCS Directorate of Commercial ServicesDCCS Directorate of Council and Services DET Department of Education and Training (Aust. Gov.)DHsg Department of Housing (NTG)DIHS Disability In Home Support DIRD Department of Infrastructure and Regional
Development (Aust. Gov.)DLPE Department of Lands, Planning and
Environment (NTG)DoB Department of Business (Employment and
Training) (NTG)DoCS Department of Correctional Services (NT)DoI Department of Infrastructure (NTG)DoE Department of Education (NTG)DoH Department of Health (NTG)DLGCS Department of Local Government and Community
Services (NTG)DLRM Department of Land Resource Management (NTG)DPMC Department of Prime Minister and Cabinet
(Aust. Gov.)DSS Department of Social Services (Aust. Gov.)DSR Department of Sport and Recreation (NTG)DWP Daly Waters Progress AssociationFACE Facility and Capital Equipment ProgramFRRR Foundation for Rural and Regional Renewal GEC Government Engagement CoordinatorGIS Geographical Information SystemGovernance Governance, Corporate Planning and ComplianceHMP Housing Maintenance ProgramHLP Horticulture and Landcare ProjectsHQ HeadquartersHR Human ResourcesIAN Indigenous Affairs NetworkIAS Indigenous Advancement StrategyIBP Indigenous Broadcasting Program
ICT Information and Communication TechnologyIPWEA Institute of Public Works Engineering AustraliaISO International Organisation of Standardisation ISRP Indigenous Sport and Recreation ProjectIT Information TechnologyIVMS In-Vehicle Monitoring SystemKPI Key Performance IndicatorICC Indigenous Coordination CentreLA Local AuthorityLIP Local Implementation PlanLRG Local Reference GroupMAC Milwarpa Aboriginal CorporationMAM Minister for Arts and MuseumsMOU Memorandum of UnderstandingMRM McArthur River MineMRM CBT McArthur River Mine Community Benefits TrustNAMS National Asset Management StrategyNFA New Future AllianceNLC Northern Land CouncilNTEPA Northern Territory Environment Protection
AuthorityNTPFES Northern Territory Police Fire and Emergency
ServicesNTG Northern Territory GovernmentNQF National Quality FrameworkNPO Not Permanently OccupiedPAWA Power and Water CorporationR2R Roads to RecoveryRAF Regional Arts FundingREIF Regional Economic Infrastructure FundRGRC Roper Gulf Regional CouncilRIBS Remote Indigenous Broadcasting ProgramR&M Repair and maintenanceRSAS Remote School Attendance StrategyRWMS Regional Waste Management StrategyRTEED Remote Training, Employment and Economic
DevelopmentS&R Sport and RecreationSDC Service Delivery CentreSIHIP Strategic Indigenous Housing and Infrastructure
ProgramSPG Special Purpose GrantSSS Satellite Subsidy SchemeSLT Strategic Leadership Team (CEO, All Directors &
Managers)SNP School Nutrition ProgramSHS Sunrise Health ServiceSWOT Strength, Weakness, Opportunity, ThreatTNT Tourism Northern TerritoryVOQ Visiting Officers’ QuartersWfD Work for the DoleWHS Work Health and SafetyWMF Waste Management FacilityWoNS Weeds of National SignificanceWorkshop Mechanical WorkshopYMAC Yugul Mangi Aboriginal CorporationYS Youth ServicesYTD Year to Date
ACRONYMS AND DEFINITIONS
CONTENTSForeword 3 Acronyms 4
1. INTRODUCTION 61.1 Our Mission, Vision and Values 8 1.2 Our Councillors 91.3 Electoral Representation Review 101.4 Governance Structure 121.5 Planning Framework 151.6 Strategic Planning 161.7 Organisational Structure 241.8 Staffing Chart 2016-17 26
2. SERVICE DELIVERY 38
2.1 Roper Gulf Regional Council Management and Coordination Areas 402.2 Service Delivery Locations 422.3 Service Delivery addressing Strategic Goals and Performance Monitoring 442.4 SWOT Analysis for Service Delivery 502.5 Town Priorities 55
3. FINANCIAL PLANNING 86
3.1 Budget for the Financial Year end 30 June 2017 883.2 Estimates of Revenue and Expenditure 2016-2017 893.3 Financial Objectives, Measures and Indications 1043.4 Council Member Expenses 1063.5 Long Term Financial Plan 1093.6 Rates 1133.7 Fees and Charges Schedule 115
4 APPENDICESI Rates declaration 2016-2017 118II The Local Government Act Requirements 121III Regional Plan Legislative Requirement 122IV Acknowledgements 123
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INTRODUCTIONRoper Gulf Regional Council (RGRC) invites
Elected Members, residents, stakeholders and RGRC staff to read the RGRC Regional Plan 2016-2017.
This Plan has been developed to guide the achievement of the goals and strategies highlighted in the RGRC Strategic Plan 2013-16. The Strategic Plan’s focus areas are:
• Strong leadership through good governance, corporate planning and operational support.
• Protection and care for the region’s physical environment
• Safe, strong and vibrant communities• Support of employment, training and
economic development.
All planning and decision making undertaken by RGRC arise from these focus areas and are the foundation of this RGRC Regional Plan 2016-2017. The Plan details our organisational structures, our service delivery methods and our financial planning and budgets. Town priorities are also detailed in this Plan. These have been compiled in consultation with residents, Local Authorities, Elected Members and RGRC staff for the year 2016-2017.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-20176
INTRODUCTION
SECTION 1 | INTRODUCTION 7
Our MissionWorking as one towards a better future through effective use of all resources
Our ValuesHonestyEqualityAccountabilityRespectTrust
Our VisionRoper Gulf Regional Council sustainable, viable, vibrant
1.1 OUR MISSION, VISION AND VALUES
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-20178
1.2 OUR COUNCILLORS
Mayor Tony JackSouth West Gulf Ward
Deputy Mayor Judy MacFarlaneNever Never Ward
Never Never Ward
South West Gulf Ward
Yugul Mangi Ward
Councillor Timothy Baker Jnr.
Councillor Kathy-Anne
Numamurdirdi
Councillor Annabelle Daylight
Numbulwar Numburindi Ward
Councillor Selina Ashley
Councillor John Dalywater
Councillor Anne Marie Lee
Nyirranggulung Ward
Councillor Daniel Mulholland
Councillor Don Garner
Councillor Eric Roberts
Councillor Daphne Daniels
SECTION 1 | INTRODUCTION 9
1.3 ELECTORAL REPRESENTATION REVIEWThe Local Government Act (s23 (2)) and Local Government (Electoral) Regulations (s63) direct that once in every four years Council must carry out a review to ensure the most effective electoral representation in their area. This review must be completed at least one year before the next general local government election. It is also a requirement according to s23(2) that the Regional Plan include the last electoral review assessment.
Roper Gulf Regional Council carried out its latest electoral review in 2014-2015. While doing so, RGRC has undertaken a review of all aspects of its composition and structure so as to ensure the adequacy of constitutional arrangements presently in force, in particular, whether they provide the most effective possible representation for the Council area.
The review undertaken by Council was concluded at a meeting held on the 12 December 2014, and it was resolved to increase the number of elected members by one to afford greater representation in the Numbulwar Numburindi Ward. The recommendation from Council has been submitted to the Minister for approval. The recommended changes in electoral representation will be effective at the Council general election on August 2017.
The original boundaries of the Wards within Roper Gulf region were gazetted by the Minister for Local Government in early 2008. The electoral representation review in March 2015 did not make amendments to the existing boundaries of the wards.
TABLE 1: Electoral representation of Roper Gulf Regional Wards
WARDNUMBER OF
ELECTED MEMBERS
ELECTORS ON ROLL AS AT 4 FEB 2015 A
ELECTORS PER COUNCILLOR AS AT
4 FEB 2015
LAND MASS (KM2) B
Never Never 3 819 273 60,600Numbulwar Numburindi 1 506 506 4,414Nyirranggulung 3 931 310 40,148South West Gulf 3 932 310 60,055Yugul Mangi 2 725 363 19,958
TOTALS 12 3,913 185,194
A Source: NT Electoral Commission, as at 4th February 2015, ‘Electoral Representation Data for Roper-Gulf Regional Council’.B Source: NT Department of Lands and Planning, Lands Information Office, 2010.
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MAP OF ROPER GULF REGIONAL COUNCIL
KATHERINE TOWN COUNCIL
EAST ARNHEM REGIONAL COUNCIL
WEST ARNHEM REGIONAL COUNCIL
VICTORIA DALY REGIONAL COUNCIL
BARKLY REGIONAL COUNCIL
BulmanWeemol
Beswick
Minyerri/Hodgson Downs
Jilkminggan
Larrimah
Mataranka
Manyallaluk (Eva Valley)
Barunga
NYIRRANGGULUNG WARD
Daly Waters
Robinson River
BorroloolaNEVER NEVER
WARD
YUGUL MANGIWARD
SOUTH WESTWARD
Numbulwar
NUMBULWAR NUMBURINDI
WARD
Katherine
NgukurrUrapunga
DARWINJABIRU
PINE CREEK
ROPER GULF REGIONAL COUNCIL
KATHERINE
ALICE SPRINGS
DALY WATERS
RENNER SPRINGS
TENNANTCREEK
BARROWCREEK
WA
SA
NT
QLD
SECTION 1 | INTRODUCTION 11
1.4 GOVERNANCE STRUCTURE
COUNCIL MEETINGSThe Roper Gulf Regional Council consists of 12 elected members, elected through a local government election and by-elections. Three members of Council represent the South West Gulf Ward, three members represent the Never Never Ward, three represent the Nyirranggulung Ward, two represent the Yugul Mangi Ward and one represents the Numbulwar Numburindi Ward.
Council Meeting ScheduleThe Roper Gulf Regional Council meets seven times a year in various locations through-out the Roper Gulf region and Katherine NT. For a full schedule of Ordinary Meetings of Council dates and locations for the 2016-17 year, please visit our website www.ropergulf.nt.gov.au
Meeting AttendanceOrdinary Meetings of Council are open to the public; all residents and stakeholders are welcome to join the Council Meeting audience except during the Council’s closed session. RGRC however are unable to arrange permits for those wishing to attend meetings that are scheduled on Aboriginal land; members of the public that wish to attend such meetings are required to organise a permit with the Northern Land Council (NLC).
Formal Deputations to CouncilThe Roper Gulf Regional Council will accept formal deputations at Ordinary Meetings of Council from individuals, Local Authorities and other interest groups to allow them to express a point of view or argue a case. Residents also have the ability to raise their issues individually with their elected Council Member.
LOC AL AUTHORITIESThe Roper Gulf region has ten Local Authorities. Members of each Local Authority are appointed by Council in accordance with the Local Government Act Section 53C and Guideline 8 and reflect the composition of the local region.
LOCATION NUMBER OF APPOINTED MEMBERS
BARUNGA 7
BESWICK 7
BORROLOOLA 10
BULMAN 6
HODGEN DOWNS 6
JILKMINGGAN 6
MANYALLALUK 7
MATARANKA 7
NGUKURR 8
NUMBULWAR 6
Council also provides administrative support to biannual consultative meetings with the residents of Daly Waters, Larrimah and Robinson River
Local Authority Meeting ScheduleLocal Authorities meet a minimum of four times a year in their local region. For a full schedule of Local Authority Meeting dates and locations, please visit our website www.ropergulf.nt.gov.au
Agendas and minutes are made available to the public via the website and meeting highlights, minutes and action lists are presented to Council in the ward reports. Council ratifies any formal recommendations or advice for the Local Authority in the Ward Reports.
Role of Local AuthoritiesThe role of the Local Authorities in the Roper Gulf region is to:
• provide advice to the Roper Gulf Regional Council (RGRC) on service delivery plans including infrastructure requirements for communities and associated outstations, or the local region or wards, and to contribute to the development of the Council Regional (Business) Plans,
• alert and advise RGRC on new and emerging issues within the scope of RGRC activities,
• advise on specific Council, community and social projects that impact on community or region,
• advise and support the RGRC staff in the local implementation of the Regional (Business) Plan,
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particularly in the area of cross-cultural best practice in governance and service delivery, and
• respond to identified community needs, if appropriate, by participating and organising activities such as community events, youth, community safety, housing advice and community planning and infrastructure development.
MEETING AT TENDANCELocal Authority Meetings are open to the public; all residents and stakeholders are welcome to join the Local Authority Meeting audience.
Below is an illustration of the connection between the Roper Gulf Council, Local Authorities, residents of each Ward and the CEO.
Bulman/Weewol LA
Man
yalla
luk
LA
Baru
nga
LA
Besw
ick LA
Borroloola LA Numbulwar LA Ngukurr LA Jilkm
inggan LA
Mataranka LA
Nyirr
angg
ulun
g W
ard
resi
dent
s
South West Gulf
Ward residents
Numbulwar NumburindiWard residents
Yugul Mangi
Ward residents
Never Never
Ward residents
CEO
Council(elected members)
Hodgson Downs LA
LA = Local Authorities
SECTION 1 | INTRODUCTION 13
COMMIT TEESRoper Gulf Regional Council currently has a Finance Committee, Audit Committee, and Community Grants Committee.
Establishment of CommitteesA Council can establish a committee under the Local Government Act. The Act allows a committee to have a wide range of executive or advisory functions. The members of a Council committee may include people who are not elected council members or may include RGRC staff. Any Council committee is subject to the control and direction of the Council.
Finance CommitteeThe Council has established a Finance Committee to assist the Council to oversee the finances and resources. Specifically it undertakes the financial management roles of Council in the months that the Council does not meet. The current membership of the Finance Committee includes; Mayor Tony Jack, Deputy Mayor Judy MacFarlane, Councillor Eric Roberts, Councillor Kathy-Anne Numamurdirdi, Councillor John Dalywater and Independent Member Geoff Bishop. The Finance Committee meets five times a year, on alternate months to the Ordinary Meeting of Council. For a full schedule of meeting dates and locations, please visit our website www.ropergulf.nt.gov.au.
Audit CommitteeThe Council has established the Audit Committee pursuant to the Section 10 (2) of the Local Government (Accounting) Regulations to assist the Council in fulfilling its oversight responsibilities for the financial reporting process, the system of internal control, the audit process and the process for monitoring compliance with laws and regulations, funding agreements and code of conduct.
The Audit Committee is an advisory committee and does not have executive powers or authority to implement actions in areas which management has responsibility and does not have any delegated financial responsibility. The Audit Committee does not have any management functions and is therefore independent from management.
The current membership of the Audit Committee includes; independent members Mark Griffioen and Phil Vivian, Councillor Donald Garner, Councillor Daniel Mulholland and Councillor Timothy Baker.
Community Grants CommitteeThe Council has established a Community Grants Committee to act as the selection panel for assessing the Council Community Grant Program applications and make recommendation to Council on awarding community grant funding to eligible individuals and organisations. The current membership of the Committee includes; Mayor Tony Jack, Deputy Mayor Judy MacFarlane, Councillor Eric Roberts and Councillor Annabelle Daylight. The Community Grants Committee meets two to three times a year to deliberate over RGRC’s community grant recipients.
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1.5 PLANNING FRAMEWORK
PLANNING LEVEL LIFE OF PLAN REPORTING/EVALUATION REVIEWED ACTION GROUP
STRATEGIC PLAN 4 years Annual Report One year before end of life Council
REGIONAL PLAN 1 year Quarterly to Council Quarterly to OCM CEO
OPERATIONAL PLAN 1 year Annually to CEO Quarterly to CEO Directors
ACTIVITY PLANS 1 year Quarterly to SLT Monthly Managers
WORK PLANS Weekly/monthly Weekly/monthly Monthly Coordinators/Officers
STR ATEGIC PL ANStrategic plan, generally facilitated by an external consultant, is a plan that sets the Vision, Mission, Goals, Strategies and KPI’s of Council. This plan sets the scene for the Council’s strategic direction and priorities for the next four years. Generally a new term of Council reviews the plan and either change the plan to suit the new Elected Members or the new Council may choose to keep the previous Council’s strategies as they continue to remain relevant to the constituents of the region.
REGIONAL PL ANThe Regional Plan is facilitated by the Governance Unit and includes the Council’s Strategic Plan and the core operational resources required for a year, the Governance Structure, Planning Framework, Organisational Structure including a staffing chart; service delivery plan and town priorities; financial planning including a budget summary, Council Member Expenses, Long Term Financial Plan, Capital expenditure for the year, fees and charges schedule and the rates declaration. The Plan is released for a 21 day period to the public for comment and feedback. The Regional Plan must be approved and endorsed by Council before the 31 July each year for the following year.
OPER ATIONAL PL ANThe Directors are responsible for a finite series of activity accounts within the Councils General Ledger. These activity accounts are related to the associated budgets, the Directors delegation and responsibility for service delivery. The Operational Plan provides the operational strategies for each business unit and informs the Activity Plans of Managers within the Directorate.
ACTIVIT Y PL ANSThe Activity Plan is a project or program plan for each activity that is carried out by each business unit. A manager may have one or more activity plans which relate to the activity accounts they are delegated to manage as well as other responsibilities relating to a Director’s Operational Plan. These plans when compiled represent the Council’s detailed footprint in each location and include: organisational charts; assets lists; specific daily tasks and responsibilities.
WEEKLY/MONTHLY WORK PL ANSThese detailed plans are task related. A manager facilitates the specific instructions for service delivery at each service location detailing schedules; daily tasks and deadlines for completion.
SECTION 1 | INTRODUCTION 15
1.6 STRATEGIC PLANNING
INDICATORS OF PROGRESS TOWARDS GOAL
Elected Members attendance 100% at the Ordinary Meeting of the Council
Ten Local Authorities to complete four meetings in a year
Completion of the Workforce Development Plan
Maintain 100% regulatory compliance
Increase in staff retention rate
Maintain an unqualified financial audit
Continual review of all policy and procedures
GOAL ONE Strong leadership through good governance, strong financial management, corporate planning and operational support
STRATEGIES TOWARDS GOAL ONE
Achieve best practice in Governance within term of Council
Engage with young people to foster knowledge and training in leadership and governance
Improve the communications and connectivity across the Roper Gulf Region
Achieve best practice Human Resources Management within term of Council
Achieve strong Corporate Governance and Financial Management within term of Council
Adhere to Work Health and Safety best practice
Improved internet connection at communities
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Biennial meetings of the Audit committee
Robust Code of Conduct that is understood and complied with by the elected and appointed Council, Council Committee and Local Authority members
Continued review of Council policy and development in line with Council needs
Adherence to annual budget by all programs
Robust meeting procedure that is understood and complied with by the elected and appointed Council, Council Committee and Local Authority members
Organise Youth Leadership program/workshop once a year
Encourage youth to attend Local Authority Meetings at their community
Encourage youth to actively participate in Local Authority Meetings
Strong record management
Continued review of current financial management practices and implementation of new practices in any identified gaps
Regular audits, compliance checks and reviews
Development and implementation of the Risk Management Plan
Thorough Work Health and Safety (WHS) policies and procedures
Development of Safety Management System that meets ISO 45001
Upgrade our internet connection in community
Replace obsolete hardware
PLANNING TOWARD GOAL ONE
Ensure the efficiency and effectiveness of Council’s governance processes including administrative and other support to elected members
Training on good governance and finance for elected members
Ensure that decisions are made in the best interest of RGRC in accordance with RGRC’s policies
Ensure that recommendations from Local Authorities are considered while making decisions
Ensure that decisions from Council are taken back to the Local Authorities
Ensure good communication flow between Council and Local Authority Meetings
Ensure requests and complaints are responded to in a reasonable time
Availability of all Council and Local Authority meeting minutes on RGRC website
Regular media releases on RGRC communities and achievements
Regular newsletter with community achievement stories
Ensure an up-to-date website
Ensure up-to-date social media
Robust Code of Conduct that is understood and compiled with by workforce
High quality and contemporary performance management system
Develop and implement employee incentive programs
Comprehensive Induction Program that is delivered to all new staff
Develop and implement a human resource talent management program
Promotion of salary sacrificing options
Implementation of Workforce Development Plan
Ensure Local Authorities are effectively supported by Council to undertake agreed roles
Provide regular support to Local Authority Meetings
Promote Local Authority Members’ attendance at meetings
Provide training on good governance, leadership and finance to all Local Authority members at least two times in a year
Support community meetings as needed
Use social surveying as appropriate
SECTION 1 | INTRODUCTION 17
INDICATORS OF PROGRESS TOWARDS GOAL
Number of Local Authorities completed
Number of Core Town Priority Projects completed
Number of solar lights installed by location
Metres of the Right Path Project installed
Review and development of the Green Plan Edition 2
Commencement of the Container Deposit Scheme
Establishment of the Regional Recycling Centre at Mataranka
Reduction of the Power and Water bill
Number of Heritage Projects funded and implemented
Number of dogs per 10 householders and reduction in total number of dogs
Area of land slashed and managed for weeds and fire management
All parks and streets named by the Local Authority (LA)
GOAL TWO To protect and care for our physical environment
STRATEGIES TOWARDS GOAL TWO
Support Local Authorities and community engagement at a local level
Crime prevention through environmental design
Waste management and recycling including the Regional Waste Management Strategy
Review the RGRC Green Plan 2013-2016 and renew targets for the new Strategic Planning period
Engage Council and LA’s in the NTG Town Planning Framework
Develop Cultural Heritage Actions to highlight historical and cultural diversity
Continue to deliver an intensive Animal Management Program addressing animal welfare, health and control in the region
As a land manager ensure council operations comply with Natural Resource Management Legislation
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Reducing urban decay through better landscape management
Manage and maintain all parks and gardens within the town localities
Landscape around the Right Path Project and improve amenities
Incorporate landscape design and planning into municipal services
Introduce technology to reduce vandalism and graffiti in public spaces
Stakeholder engagement including: household engagement to update the pets per household database; manage dangerous animals with Police; partner with NTG Animal Welfare Branch; and advocate for tick and flea products to be available in community shops
Vet visits to improve animal health, reduce animal populations, assist with tick and flea management and to collect data
Promote animal welfare by investigating formal complaints, improving responsible pet ownership, providing meditation, solution brokering and law enforcement
Provide education and awareness through conducting school-based education programs, liaising with pet owners and engaging with Youth Services
Feral animal control through fences and cattle grids
Development of animal management by-laws to address pets at large, number of pets per household, dangerous pets, neglect and mistreatment
Supporting and advising Local Authorities to link Local Authority funding to priority projects
Support Civic eventsManage the Council office and front-line service delivery
PLANNING TOWARD GOAL TWO
By-law development including: WMF management, litter management, law enforcement, and education and awareness
Participate in the ‘Big Rivers Region Waste Management Reference Group’
Recycling including: develop options for container deposit scheme, stockpile recyclables, annual hard rubbish and dead car clean-ups
Work with Traditional Owners and Ranger Programs with fire regimes and fire management around towns
Manage and maintain external firebreaks in all towns and outstations
Implement annual fuel reduction burns in open spaces within the town locality if necessary
Slash/cut all the long grass where possible to at least 100mm at all times
Commenting on development consent items and subdivisions
Advocacy for subdivisions in Ngukurr and Numbulwar
Abiding by Northern Territory Government’s planning regime
Implementation of the Sport and Recreation Facility Master Plan
Engagement with communities in the management of parks, reserves and open spaces
Cemetery management: upgrade and administration management of cemeteries according to revised NTG Cemetery Act
Develop and upgrade Council parks and cenotaphs
Project management on Cultural Heritage projects: Beswick Station Heritage Park; Bulman Central Park development; Borroloola visitor information parking bay development; care and maintenance of Elsey Cemetery; Stan Martin Park statues; advocacy for Eva Valley Station buildings; extension of irrigation to Ngukurr Central Park; and to protect Numbulwar’s foreshore
Compliance audit with legislative requirements
Development of an annual site-specific weed action plan for each locality
Provide education, awareness and participation by community members in the reduction and spread of weeds in each locality controlled or managed by RGRC
Work in partnership with external stakeholders to reduce the impact and spread of weeds on the natural and urban environment
Through vegetation and traffic management reduce off-road driving which contributes to wind and dust issues
Incorporate native bush and medicine plants into the landscape plantings
Continue the ‘Light Up the Dark Spot Program’
Continue to establish footpath networks through the ‘Right Path Project’
Reducing waste including: separating waste and reducing what enters landfill, green waste, containers, shop cardboard, white goods and oil
Compactor trucks: kerbside pick-ups 1-3 times a week
Report annually to the Council, DLRM and DLPE on the progress of this program
Improved community capacity to manage existing weeds
Development of a strategic weed control program for all localities within the Council’s jurisdiction
SECTION 1 | INTRODUCTION 19
INDICATORS OF PROGRESS TOWARDS GOAL
Achievement of Indigenous employment targets
Job seeker participation rates in Work for the Dole projects
High levels of community satisfaction
Client participation in services
GOAL THREE Safe, strong and vibrant communities
STRATEGIES TOWARDS GOAL THREE
Build capacity and community participation in employment pathways
Help our children get a good start to life
Support our young people to achieve their ambitions through training, work experience and education.
Provide a high quality Community Night Patrol service
Support communities to care for their aged and disabled
Support community involvement in sports, recreation and cultural events
Attract and retain a skilled local workforce
Ensure a safe work environment
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Employ qualified staff to operate crèches at Beswick, Manyallaluk and Jilkminggan
Improve school attendance rates through the Remote School Attendance Strategy at Numbulwar
Provide school lunches through the School Nutrition Programme at Bulman and Manyallaluk
Run family-friendly sport and recreation activities after school and during school holidays
PLANNING TOWARD GOAL THREE
Organise structured sporting competitions
Provide quality library services
Support and participate in local cultural festivals
Use community broadcasting facilities to broadcast local Indigenous content
Develop a ‘safety first’ culture
Routine workplace inspections
Hazard reporting
First aid training for staff
Build workforce capacity through learning and development opportunities
Support Work for the Dole Participants to build their job readiness and contribute to the community
Support Eligible Job Seekers to build their skills and get a job, including through participating in activities that contribute to the strength and sustainability of their communities
Work in partnership with employers to place Eligible Job Seekers into jobs and support Eligible Job Seekers to remain in a job
Employ qualified staff to work in aged and disability care settings
Provide frail, older people with support in activities of daily living that help them maintain appropriate standards of hygiene and grooming
Assist older people to participate in community life and feel socially included
Provide frail, older people with assistance with domestic chores to maintain their capacity to manage everyday activities in a safe, secure and healthy home environment
Engage with youth at risk
Organise educational activities and camps for youth
Support young people to attend work experience and training, or to return to school
Build partnerships with the NT Police
Engage with community to deliver a community-oriented service
Employ qualified staff
Assist people at risk to access safe places
Assist frail, older people to feel included through structured, group-based activities that develop, maintain or support independent living and social interaction
Provide frail, older people with access to transport services that supports their access to the community
Provide frail, older people with opportunities for social participation and interaction through provision of meals
SECTION 1 | INTRODUCTION 21
INDICATORS OF PROGRESS TOWARDS GOAL
Establishment and participation of rates and economically viable training partnerships
Size of contributions for economic development activities
Rate of increase of Indigenous employment in Council’s technical service operation
Assets and infrastructure cost efficiency
Long term planning for assets
GOAL FOUR Support employment, training and economic development
STRATEGIES TOWARDS GOAL FOUR
Provide opportunities for real training and job pathways in technical services
Continue to support local jobs for local people
Increase and diversify own-sourced revenue
Create and foster long-term economic and business development strategies
Improve energy efficiency through Council auditing its operation including vehicle sharing, energy audits and solar lighting
Increase the proportion of operations that rely on renewable energy sources
Develop a long term Asset Management Plan
Implement scheduled maintenance program on all assets
Focus on safety in all activities
Technical service support to Council operations
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201722
Future employment programs - real training, local people, local jobs
Work with Council and Government employment programs e.g. CDP
Program of routine inspections/repairs and maintenance of all assets
Safety culture ingrained with staff and contractors
Support Council contractors to raise safety
Outstation essential services and repairs and maintenance
Construction support to municipal services
Specialist support to Council operation
PLANNING TOWARD GOAL FOUR
Technical services (outstations) employment program
Housing maintenance and tenancy management
Essential service provision
Local Mechanical Workshops
Increase and diversity of own source revenue
Mechanical workshop - external sales
Community accommodation
Increase in government and commercial contracts
Future proofing and financial sustainability through commercial initiatives, partnerships and projects
Supporting economic growth and employment projects in communities
Operate panel of contractors to increase cost efficiencies
Research and target development of an economic plan
Install solar lighting at dark spots in communities
Research and install energy efficient street lighting replacement program
Reduce power and water use by 10%
Investigate alternative technology to reduce costs in Council operations
Assist with community education and awareness in energy efficiency programs in towns
Managers to monitor quarterly use of power and water and to apply strategies to reduce use
Incorporate energy efficient designs and new technology into building upgrades
Develop a long term Roads Maintenance Plan
Built assets audit
Develop strong property management profile
Develop a concise and accurate Asset Management Plan
Core maturity of NAMS (IPWEA) based Asset Management Plan
Asset AuditDevelop Council offices at 2 Crawford Street
Various road upgrades and projects
Monitor fleet use servicing efficiencies
Asset Procurement and Disposal Plans
GIS system development
SECTION 1 | INTRODUCTION 23
• Primary Advisor to Council and Council Committees
• Strategic Management
CEO, Michael Berto
1.7 ORGANISATIONAL STRUCTURE
Finance Committee
Audit Committee
CORE SERVICES• Asset Management and
Maintenance • Financial Management including:
i. Accounts Payable and Receivable
ii. Audit Coordinationiii. Budgetsiv. Financial Planningv. Grantsvi. Rates
• Governance including:i. Complianceii. Council Planningiii. Council Reportingiv. Local Laws Administrationv. Local Authoritiesvi. Public Relations and
Communications
COMMERCIAL SERVICES• Airstrips• Australia Post
i. Community Postal Servicesii. Licenced Post Offices
• Community Development Programmei. Work for the Dole Programmeii. Job Seeker Programmeiii. Youth Development
• Council Services Contracts and Panel of Contractors
• Mechanical Workshops• Outstations Municipal and Essential
Services and Special Purpose Grants• Outstations Home Extra Allowance• Power, Water and Sewerage
Maintenance Services• Road Contracts
• Slashing and Litter Collection Contracts
• Street Lighting• Territory Housing
Repairs and Maintenance
• Territory Housing Tenancy Contracts
CORE SERVICES• Council Services
i. Animal Controlii. Cemetery Managementiii. Civic, Cultural and Sporting
Eventsiv. Customer Service Managementv. Land Management within the
town locality including weeds, fire and pest
vi. Librariesvii. Local Emergency Management
Planning
viii. Local Roads Management and Maintenance
ix. Municipal Servicesx. Traffic Management on Local
Roadsxi. Waste Management
AGENCY SERVICES• Community Night Patrol• Community Services
i. Aged and Disability Careii. Centrelink Agenciesiii. Community Broadcasting
(Indigenous content)
iv. Crechesv. Indigenous
Youth Reconnect Project
vi. Outside School Hours Care
vii. Remote School Attendance Strategy (Numbulwar)
viii. School Nutrition Programmeix. Sport and Recreation
OTHER SERVICES• Animal Health Program• Swimming Pools
Community Grants Committee
Local Authority
Council
DIRECTOR Corporate Governance, Greg Arnott
DIRECTOR Commercial Services, Marc Gardner
DIRECTOR Council and Community Services, Sharon Hillen
• Human Resource Management including:
i. Payrollii. Recruitmentiii. Training
• Information Technology and Communication • Project Management• Records Management• Risk Management• Visiting Officer Accommodation• Work Health and Safety
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201724
SECTION 1 | INTRODUCTION 25
1.8 STAFFING CHART 2016-2017
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
Chief Executive Officer 101 - Chief Executive Head Quarters 76.00 26.08
Executive Assistant to the CEO 101 - Chief Executive Head Quarters 76.00 26.08
DIRECTORATE CORPORATE GOVERNANCE
Director Corporate Governance 102 - Corporate Services Directorate and Administration
Head Quarters 76.00 26.08
Finance Manager 105 - Financial Management Head Quarters 76.00 26.08
Financial Accountant 105 - Financial Management Head Quarters 76.00 26.08
Grants Coordinator 105 - Financial Management Head Quarters 76.00 26.08
Management Accountant 105 - Financial Management Head Quarters 76.00 26.08
Senior Accounts Payable Officer 105 - Financial Management Head Quarters 76.00 26.08
Finance Officer 105 - Financial Management Head Quarters 76.00 26.08
Senior Accounts Receivable Officer 105 - Financial Management Head Quarters 60.00 26.08
Finance Officer 105 - Financial Management Head Quarters 76.00 Casual
Finance Officer 105 - Financial Management Head Quarters 76.00 26.08
Finance Officer 105 - Financial Management Head Quarters 76.00 26.08
HR Manager 107 - Human Resources Head Quarters 76.00 26.08
Payroll Coordinator 105 - Financial Management Head Quarters 76.00 26.08
Senior HR Coordinator 107 - Human Resources Head Quarters 76.00 26.08
Senior HR Coordinator 107 - Human Resources Head Quarters 76.00 26.08
HR Coordinator 107 - Human Resources Head Quarters 76.00 26.08
HR Coordinator 107 - Human Resources Head Quarters 76.00 26.08
HR Admin Officer 107 - Human Resources Head Quarters 76.00 26.08
HR Admin Officer 107 - Human Resources Head Quarters 76.00 26.08
HR Skills Development Coordinator 107 - Human Resources Head Quarters 76.00 26.08
Customer Service & Records Management Trainee
107 - Human Resources Head Quarters 76.00 26.08
Work Health Safety Coordinator 114 - Work Health and Safety Head Quarters 76.00 26.08
Work Health & Safety Advisor 114 - Work Health and Safety Head Quarters 76.00 26.08
Records & Administration Officer 114 - Work Health and Safety Head Quarters 76.00 3.00
Information Officer 108 - IT Services Head Quarters 76.00 26.08
Manager Governance & Corporate Planning 130 - Governance Head Quarters 76.00 26.08
Communications Coordinator 130 - Governance Head Quarters 76.00 26.08
Compliance Coordinator 130 - Governance Head Quarters 76.00 26.08
Governance Officer 130 - Governance Head Quarters 76.00 26.08
Local Authority Support Coordinator 130 - Governance Head Quarters 76.00 26.08
Procurement Coordinator 130 - Governance Head Quarters 76.00 26.08
Assets Manager 109 - Asset Management Head Quarters 76.00 26.08
ROPERGULF REGIONAL COUNCIL APPROVED STAFF LISTING 2016-17
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201726
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
Contracts & Projects 109 - Asset Management Head Quarters 76.00 26.08
Contracts and Projects Assets 109 - Asset Management Head Quarters 76.00 26.08
Project Manager 113 - Project Management Head Quarters 76.00 26.08
Project Coordinator 113 - Project Management Head Quarters 76.00 26.08
DIRECTORATE COUNCIL AND COMMUNITY SERVICES
Director Council & Community Services 103 - Council Services and Administration
Head Quarters 76.00 26.08
Council Services Project Officer 103 - Council Services and Administration
Head Quarters 76.00 26.08
Animal Management Coordinator 381 - Animal Management Head Quarters 76.00 9.00
Animal Management Coordinator-VET 381 - Animal Management Head Quarters 76.00 18.00
COUNCIL SERVICES
Council Services Coordinator 111 - Council Services General Barunga 76.00 26.08
Customer Service Officer 111 - Council Services General Barunga 76.00 26.08
Office Cleaner 111 - Council Services General Barunga 60.00 26.08
Municipal Officer 160 - Municipal Services Barunga 38.00 26.08
Municipal Officer 160 - Municipal Services Barunga 76.00 26.08
Municipal Officer 160 - Municipal Services Barunga 40.00 26.08
Council Services Coordinator 111 - Council Services General Beswick 76.00 26.08
Senior Administration Officer 111 - Council Services General Beswick 76.00 26.08
Municipal Officer 160 - Municipal Services Beswick 76.00 26.08
Municipal Officer 160 - Municipal Services Beswick 76.00 26.08
Municipal Officer 160 - Municipal Services Beswick 76.00 26.08
Cleaner 111 - Council Services General Beswick 50.00 26.08
Senior Council Services Coordinator 111 - Council Services General Borroloola 76.00 26.08
Senior Administration Officer 111 - Council Services General Borroloola 76.00 26.08
Municipal Officer 160 - Municipal Services Borroloola 76.00 26.08
Municipal Officer 160 - Municipal Services Borroloola 38.00 26.08
Municipal Officer 160 - Municipal Services Borroloola 38.00 26.08
Municipal Officer 160 - Municipal Services Borroloola 76.00 26.08
Municipal Works Supervisor 160 - Municipal Services Borroloola 76.00 26.08
Municipal Supervisor - Pool 550 - Swimming Pools Borroloola 76.00 26.08
Pool Attendant 550 - Swimming Pools Borroloola 40.00 26.08
Pool Attendant 550 - Swimming Pools Borroloola 40.00 26.08
Council Services Coordinator 111 - Council Services General Bulman 76.00 26.08
Customer Service Officer 111 - Council Services General Bulman 76.00 26.08
Municipal Works Supervisor 160 - Municipal Services Bulman 76.00 26.08
Municipal Officer 160 - Municipal Services Bulman 76.00 26.08
Municipal Officer 160 - Municipal Services Bulman 76.00 26.08
Muns Supervisor 160 - Municipal Services Manyallaluk 76.00 26.08
SECTION 1 | INTRODUCTION 27
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
Municipal Officer 160 - Municipal Services Manyallaluk 40.00 26.08
Municipal Officer 160 - Municipal Services Manyallaluk 40.00 26.08
Municipal Officer 160 - Municipal Services Manyallaluk 40.00 26.08
Customer Service Officer 111 - Council Services General Jilkminggan 76.00 26.08
Municipal Supervisor 160 - Municipal Services Jilkminggan 76.00 26.08
Municipal Officer 160 - Municipal Services Jilkminggan 76.00 26.08
Municipal Officer 160 - Municipal Services Jilkminggan 60.00 26.08
Area Manager 111 - Council Services General Mataranka 76.00 26.08
Council Services Coordinator 160 - Municipal Services Mataranka 76.00 26.08
Senior Administration Support Officer 111 - Council Services General Mataranka 76.00 26.08
Cleaner 111 - Council Services General Mataranka 30.00 26.08
Municipal Officer 160 - Municipal Services Mataranka 50.00 26.08
Municipal Officer 160 - Municipal Services Mataranka 76.00 26.08
Municipal Officer 160 - Municipal Services Mataranka 76.00 26.08
Municipal Officer 160 - Municipal Services Mataranka 50.00 26.08
Area Manager 111 - Council Services General Ngukurr 76.00 26.08
Senior Council Services Coordinator 160 - Municipal Services Ngukurr 76.00 26.08
Senior Administration Support Officer 111 - Council Services General Ngukurr 76.00 26.08
Customer Services Officer 111 - Council Services General Ngukurr 76.00 20.00
Cleaner 111 - Council Services General Ngukurr 60.00 26.08
Municipal Supervisor 160 - Municipal Services Ngukurr 76.00 26.08
Municipal Officer 160 - Municipal Services Ngukurr 38.00 26.08
Municipal Officer 160 - Municipal Services Ngukurr 76.00 26.08
Municipal Officer 160 - Municipal Services Ngukurr 76.00 26.08
Municipal Officer 160 - Municipal Services Ngukurr 50.00 26.08
Municipal Officer 160 - Municipal Services Ngukurr 50.00 26.08
Municipal Officer 160 - Municipal Services Ngukurr 76.00 26.08
Municipal Officer - Pool 550 - Swimming Pools Ngukurr 40.00 26.08
Municipal Officer - Pool 550 - Swimming Pools Ngukurr 40.00 26.08
Council Services Coordinator 111 - Council Services General Numbulwar 76.00 26.08
Senior Administration Support Officer 111 - Council Services General Numbulwar 76.00 26.08
Customer Service Officer 111 - Council Services General Numbulwar 76.00 26.08
Cleaner 111 - Council Services General Numbulwar 60.00 26.08
Municipal Officer 160 - Municipal Services Numbulwar 76.00 26.08
Municipal Officer 160 - Municipal Services Numbulwar 76.00 26.08
Municipal Officer 160 - Municipal Services Numbulwar 76.00 26.08
Municipal Officer 160 - Municipal Services Numbulwar 60.00 26.08
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201728
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
COMMUNITY SERVICES
Regional Manager Community Services 340 - Family & Community Services Administration
Head Quarters 76.00 26.08
Senior Admin Support Officer 340 - Family & Community Services Administration
Head Quarters 76.00 26.08
Administration Coordinator 340 - Family & Community Services Administration
Head Quarters 40.00 26.08
Administration Support Officer 340 - Family & Community Services Administration
Head Quarters 76.00 26.08
Regional Coordinator Aged & Disability 340 - Family & Community Services Administration
Head Quarters 76.00 26.08
Operations Coordinator 340 - Family & Community Services Administration
Head Quarters 76.00 26.08
Youth Services Coordinator 340 - Family & Community Services Administration
Head Quarters 76.00 26.08
Age Care Mentor Officer 342 - Aged Care NT Jobs Head Quarters 76.00 26.08
Regional Manager Community Night Patrol 401 - Community Night Patrol Head Quarters 76.00 26.08
Administration Support Officer 401 - Community Night Patrol Head Quarters 76.00 26.08
Media Officer 346 - Indigenous Broadcasting Program Barunga 40.00 22.00
Library Officer 348 - Libraries Barunga 40.00 26.00
Centrelink Agent 350 - Centrelink Barunga 70.00 23.00
Night Patrol Team Leader 401 - Community Night Patrol Barunga 76.00 21.00
Night Patrol Officer 401 - Community Night Patrol Barunga 76.00 Casual
Night Patrol Officer 401 - Community Night Patrol Barunga 76.00 21.00
Night Patrol Officer 401 - Community Night Patrol Barunga 76.00 21.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Barunga 40.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Barunga 40.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Barunga 40.00 Casual
Aged & Disability Supervisor 342 - Aged Care NT Jobs Beswick 50.00 26.08
Community Services Officer 342 - Aged Care NT Jobs Beswick 50.00 24.00
Community Services Officer 342 - Aged Care NT Jobs Beswick 50.00 24.00
Community Services Officer 342 - Aged Care NT Jobs Beswick 50.00 Casual
Media Officer 346 - Indigenous Broadcasting Program Beswick 40.00 22.00
Childcare Supervisor 347 - Creche Beswick 26.00 26.00
Childcare Educator 347 - Creche Beswick 45.00 23.00
Childcare Educator 347 - Creche Beswick 45.00 23.00
Centrelink Agent 350 - Centrelink Beswick 70.00 23.00
Night Patrol Regional Coordinator 401 - Community Night Patrol Beswick 76.00 26.08
Night Patrol Team Leader 401 - Community Night Patrol Beswick 76.00 22.00
SECTION 1 | INTRODUCTION 29
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
Night Patrol Officer 401 - Community Night Patrol Beswick 76.00 21.00
Night Patrol Officer 401 - Community Night Patrol Beswick 76.00 21.00
Night Patrol Officer 401 - Community Night Patrol Beswick 76.00 Casual
Sport & Recreation Team Leader 404 - Indigenous Sport & Recreation Program
Beswick 60.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Beswick 40.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Beswick 40.00 Casual
Library Officer 348 - Libraries Borroloola 76.00 26.08
Night Patrol Team Leader 401 - Community Night Patrol Borroloola 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Borroloola 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Borroloola 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Borroloola 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Borroloola 76.00 Casual
Youth, Sport & Recreation Coordinator 407 - Remote Sport Program Borroloola 38.00 26.08
Youth, Sport & Recreation Coordinator 415 - Indigenous Youth Reconnect Program
Borroloola 38.00 26.08
Youth, Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Borroloola 60.00 22.00
Youth, Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Borroloola 60.00 22.00
Youth, Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Borroloola 40.00 Casual
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Borroloola 40.00 Casual
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Borroloola 40.00 Casual
Community Services Officer 342 - Aged Care NT Jobs Bulman 50.00 24.00
Community Services Officer 342 - Aged Care NT Jobs Bulman 50.00 24.00
Community Services Officer 342 - Aged Care NT Jobs Bulman 50.00 Casual
Media Officer 346 - Indigenous Broadcasting Program Bulman 40.00 22.00
Community Services Supervisor 349 - School Nutrition Program Bulman 76.00 19.00
Community Services Officer 349 - School Nutrition Program Bulman 50.00 Casual
Centrelink Agent 350 - Centrelink Bulman 60.00 23.00
Night Patrol Team Leader 401 - Community Night Patrol Bulman 76.00 21.00
Night Patrol Officer 401 - Community Night Patrol Bulman 76.00 21.00
Night Patrol Officer 401 - Community Night Patrol Bulman 76.00 21.00
Night Patrol Officer 401 - Community Night Patrol Bulman 76.00 21.00
Night Patrol Officer 401 - Community Night Patrol Bulman 76.00 Casual
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Bulman 40.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Bulman 40.00 22.00
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201730
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Bulman 40.00 Casual
Community Services Officer 342 - Aged Care NT Jobs Manyallaluk 50.00 20.00
Community Services Officer 342 - Aged Care NT Jobs Manyallaluk 50.00 20.00
Childcare Educator 347 - Creche Manyallaluk 45.00 22.00
Childcare Educator 347 - Creche Manyallaluk 45.00 22.00
Community Services Coordinator 349 - School Nutrition Program Manyallaluk 10.00 26.08
Community Services Officer 349 - School Nutrition Program Manyallaluk 50.00 26.00
Community Services Officer 349 - School Nutrition Program Manyallaluk 50.00 Casual
Night Patrol Team Leader 401 - Community Night Patrol Manyallaluk 76.00 20.00
Night Patrol Officer 401 - Community Night Patrol Manyallaluk 76.00 20.00
Night Patrol Officer 401 - Community Night Patrol Manyallaluk 76.00 Casual
Sport and Recreation Officer 404 - Indigenous Sport & Recreation Program
Manyallaluk 40.00 22.00
Sport and Recreation Officer 404 - Indigenous Sport & Recreation Program
Manyallaluk 40.00 Casual
Childcare Supervisor 347 - Creche Jilkminggan 50.00 26.00
Childcare Educator 347 - Creche Jilkminggan 50.00 23.00
Childcare Educator 347 - Creche Jilkminggan 50.00 22.00
Childcare Educator 347 - Creche Jilkminggan 50.00 22.00
Childcare Educator 347 - Creche Jilkminggan 50.00 22.00
Childcare Educator 347 - Creche Jilkminggan 50.00 Casual
Centrelink Agent 350 - Centrelink Jilkminggan 40.00 24.00
Night Patrol Team Leader 401 - Community Night Patrol Jilkminggan 76.00 26.08
Night Patrol Officer 401 - Community Night Patrol Jilkminggan 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Jilkminggan 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Jilkminggan 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Jilkminggan 76.00 Casual
Sport & Recreation Coordinator 403 - Outside School Hours Care Jilkminggan 38.00 26.08
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Jilkminggan 40.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Jilkminggan 40.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Jilkminggan 40.00 Casual
Sport & Recreation Supervisor 407 - Remote Sport Program Jilkminggan 38.00 26.08
Community Services Officer 342 - Aged Care NT Jobs Mataranka 50.00 26.08
Community Services Officer 342 - Aged Care NT Jobs Mataranka 50.00 26.08
Community Services Officer 342 - Aged Care NT Jobs Mataranka 50.00 Casual
Community Services Coordinator 344 - Community Home Support Program Mataranka 10.00 26.08
SECTION 1 | INTRODUCTION 31
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
Community Services Coordinator 348 - Libraries Mataranka 40.00 26.08
Community Services Coordinator 350 - Centrelink Mataranka 16.00 26.00
Centrelink Agent 350 - Centrelink Mataranka 50.00 23.00
Night Patrol Team Leader 401 - Community Night Patrol Mataranka 76.00 26.08
Night Patrol Officer 401 - Community Night Patrol Mataranka 76.00 26.08
Night Patrol Officer 401 - Community Night Patrol Mataranka 76.00 26.08
Night Patrol Officer 401 - Community Night Patrol Mataranka 76.00 26.08
Night Patrol Officer 401 - Community Night Patrol Mataranka 76.00 Casual
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Mataranka 40.00 22.00
Night Patrol Team Leader 401 - Community Night Patrol Minyerri 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Minyerri 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Minyerri 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Minyerri 76.00 Casual
Night Patrol Officer 401 - Community Night Patrol Minyerri 76.00 Casual
Community Services Coordinator 341 - Consumer Directed Care Ngukurr 38.00 26.08
Community Services Officer 342 - Aged Care NT Jobs Ngukurr 50.00 22.00
Community Services Officer 342 - Aged Care NT Jobs Ngukurr 50.00 22.00
Community Services Officer 342 - Aged Care NT Jobs Ngukurr 50.00 22.00
Community Services Officer 342 - Aged Care NT Jobs Ngukurr 50.00 22.00
Community Services Coordinator 344 - Community Home Support Program Ngukurr 38.00 26.08
Media Officer 346 - Indigenous Broadcasting Program Ngukurr 50.00 22.00
Library Officer 348 - Libraries Ngukurr 40.00 22.00
Centrelink Agent 350 - Centrelink Ngukurr 70.00 23.00
Centrelink Agent 350 - Centrelink Ngukurr 70.00 23.00
Night Patrol Regional Coordinator 401 - Community Night Patrol Ngukurr 76.00 26.08
Night Patrol Team Leader 401 - Community Night Patrol Ngukurr 76.00 26.08
Night Patrol Officer 401 - Community Night Patrol Ngukurr 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Ngukurr 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Ngukurr 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Ngukurr 76.00 24.00
Night Patrol Officer 401 - Community Night Patrol Ngukurr 76.00 Casual
Night Patrol Officer 401 - Community Night Patrol Ngukurr 76.00 Casual
Community Safety Youth, Sport & Recreation Coordinator
403 - Outside School Hours Care Ngukurr 38.00 26.08
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Ngukurr 60.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Ngukurr 40.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Ngukurr 40.00 Casual
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201732
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
Community Safety Youth, Sport & Recreation Coordinator
415 - Indigenous Youth Reconnect Program
Ngukurr 38.00 26.08
Youth Worker 415 - Indigenous Youth Reconnect Program
Ngukurr 60.00 24.00
Youth Worker 415 - Indigenous Youth Reconnect Program
Ngukurr 60.00 24.00
Youth Worker 415 - Indigenous Youth Reconnect Program
Ngukurr 50.00 24.00
Aged Care Coordinator 341 - Consumer Directed Care Numbulwar 38.00 26.08
Community Services Officer 342 - Aged Care NT Jobs Numbulwar 50.00 22.00
Community Services Officer 342 - Aged Care NT Jobs Numbulwar 50.00 22.00
Community Services Officer 342 - Aged Care NT Jobs Numbulwar 50.00 22.00
Community Services Officer 342 - Aged Care NT Jobs Numbulwar 50.00 22.00
Aged Care Coordinator 344 - Community Home Support Program Numbulwar 38.00 26.08
Media Officer 346 - Indigenous Broadcasting Program Numbulwar 76.00 24.00
Centrelink Agent 350 - Centrelink Numbulwar 60.00 23.00
Centrelink Agent 350 - Centrelink Numbulwar 60.00 23.00
School Attendance Supervisor 370 - Remote School Attendance Strategy Numbulwar 60.00 11.00
School Attendance Supervisor 370 - Remote School Attendance Strategy Numbulwar 60.00 11.00
School Attendance Officer 370 - Remote School Attendance Strategy Numbulwar 40.00 11.00
School Attendance Officer 370 - Remote School Attendance Strategy Numbulwar 40.00 11.00
School Attendance Officer 370 - Remote School Attendance Strategy Numbulwar 40.00 11.00
School Attendance Officer 370 - Remote School Attendance Strategy Numbulwar 40.00 11.00
School Attendance Officer 370 - Remote School Attendance Strategy Numbulwar 40.00 Casual
Community Safety Youth, Sport & Recreation Coordinator
401 - Community Night Patrol Numbulwar 26.00 26.08
Night Patrol Team Leader 401 - Community Night Patrol Numbulwar 76.00 22.00
Night Patrol Officer 401 - Community Night Patrol Numbulwar 76.00 21.00
Night Patrol Officer 401 - Community Night Patrol Numbulwar 76.00 21.00
Night Patrol Officer 401 - Community Night Patrol Numbulwar 76.00 21.00
Night Patrol Officer 401 - Community Night Patrol Numbulwar 76.00 Casual
Sport & Recreation Coordinator 404 - Indigenous Sport & Recreation Program
Numbulwar 76.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Numbulwar 40.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Numbulwar 40.00 22.00
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Numbulwar 40.00 Casual
Sport & Recreation Officer 404 - Indigenous Sport & Recreation Program
Numbulwar 40.00 Casual
Community Safety Youth, Sport & Recreation Coordinator
407 - Remote Sport Program Numbulwar 25.00 26.08
SECTION 1 | INTRODUCTION 33
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
Community Safety Youth, Sport & Recreation Coordinator
415 - Indigenous Youth Reconnect Program
Numbulwar 25.00 26.08
Youth Worker 415 - Indigenous Youth Reconnect Program
Numbulwar 60.00 24.00
Youth Worker 415 - Indigenous Youth Reconnect Program
Numbulwar 60.00 24.00
Night Patrol Officer 401 - Community Night Patrol Robinson River 76.00 26.08
Night Patrol Officer 401 - Community Night Patrol Robinson River 76.00 26.08
Night Patrol Officer 401 - Community Night Patrol Robinson River 76.00 Casual
DIRECTORATE COMMERCIAL SERVICES
Director Contracts & Technical Services 240 - Commercial Operations Administration
Head Quarters 76.00 26.08
Contract Manager 240 - Commercial Operations Administration
Head Quarters 76.00 26.08
Contract & Project Officer 240 - Commercial Operations Administration
Head Quarters 76.00 13.04
Contract & Project Officer 240 - Commercial Operations Administration
Head Quarters 76.00 13.04
Building Trades Trainer 220 - Territory Housing Repairs and Maintenance
Head Quarters 76.00 26.08
Workshop Supervisor 275 - Mechanical Workshop Head Quarters 76.00 26.08
Workshop Officer 275 - Mechanical Workshop Head Quarters 76.00 26.08
Heavy Duty Diesel Mechanic 275 - Mechanical Workshop Head Quarters 76.00 26.08
CDP Regional Manager 313 - CDP Central Administration Head Quarters 76.00 26.08
CDP Operational Manager 313 - CDP Central Administration Head Quarters 76.00 26.08
CDP Senior Employment Consultant 313 - CDP Central Administration Head Quarters 76.00 26.08
CDP Senior Employment Consultant 313 - CDP Central Administration Head Quarters 76.00 26.08
CDP Senior Employment Consultant 313 - CDP Central Administration Head Quarters 76.00 26.08
Relief Senior Employment Supervisor 313 - CDP Central Administration Head Quarters 76.00 26.08
CDP Compliance Officer 313 - CDP Central Administration Head Quarters 76.00 26.08
CDP Compliance Officer 313 - CDP Central Administration Head Quarters 76.00 26.08
CDP Administration Officer 313 - CDP Central Administration Head Quarters 76.00 26.08
CDP Administration Officer 313 - CDP Central Administration Head Quarters 76.00 26.08
CDP Administration Officer 313 - CDP Central Administration Head Quarters 76.00 26.08
CDP Administration Officer 313 - CDP Central Administration Head Quarters 76.00 26.08
Outstation Coordinator 320 - Outstations Services Administration Head Quarters 76.00 26.08
Outstation Services Supervisor 322 - Outstations Housing Maintenance Head Quarters 76.00 26.08
Outstation Municipal Officer 323 - Outstations Municipal Services Head Quarters 76.00 26.08
Technical Services Officer 323 - Outstations Municipal Services Head Quarters 76.00 14.00
Technical Officer 323 - Outstations Municipal Services Head Quarters 76.00 8.00
Technical Officer 323 - Outstations Municipal Services Head Quarters 76.00 8.00
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201734
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
Tenancy Officer 221 - Territory Housing Tenancy Management
Barunga 76.00 26.08
Tenancy Officer 221 - Territory Housing Tenancy Management
Barunga 30.00 26.08
CDP Senior Employment Supervisor 314 - CDP Service Fee Barunga 76.00 26.08
CDP Employment Consultant 314 - CDP Service Fee Barunga 76.00 22.00
CDP Activity Supervisor 314 - CDP Service Fee Barunga 60.00 22.00
CDP Activity Supervisor 314 - CDP Service Fee Barunga 60.00 22.00
CDP Activity Supervisor 314 - CDP Service Fee Barunga 60.00 22.00
CDP Activity Supervisor 314 - CDP Service Fee Barunga 60.00 Casual
Housing Maintenance Officer 220 - Territory Housing Repairs and Maintenance
Beswick 76.00 26.08
CDP Employment Coordinator 314 - CDP Service Fee Beswick 76.00 26.08
CDP Men's Shed Coordinator 314 - CDP Service Fee Beswick 76.00 24.00
CDP Employment Consultant Administration 314 - CDP Service Fee Beswick 76.00 24.00
CDP Builder Trainer 314 - CDP Service Fee Beswick 76.00 26.08
CDP Mentor 314 - CDP Service Fee Beswick 60.00 24.00
Trainee CDP Employment Consultant 314 - CDP Service Fee Beswick 76.00 24.00
CDP Activity Supervisor 314 - CDP Service Fee Beswick 60.00 24.00
CDP Activity Supervisor 314 - CDP Service Fee Beswick 60.00 24.00
CDP Activity Supervisor 314 - CDP Service Fee Beswick 60.00 24.00
CDP Activity Supervisor 314 - CDP Service Fee Beswick 60.00 24.00
CDP Activity Supervisor 314 - CDP Service Fee Beswick 60.00 Casual
Housing Maintenance Officer 220 - Territory Housing Repairs and Maintenance
Bulman 35.00 26.08
Housing Maintenance Officer 221 - Territory Housing Tenancy Management
Bulman 35.00 26.08
CDP Senior Employment Supervisor 314 - CDP Service Fee Bulman 76.00 26.08
CDP Employment Consultant Admin 314 - CDP Service Fee Bulman 60.00 22.00
CDP Activity Supervisor 314 - CDP Service Fee Bulman 60.00 22.00
CDP Activity Supervisor 314 - CDP Service Fee Bulman 60.00 22.00
CDP Activity Supervisor 314 - CDP Service Fee Bulman 76.00 22.00
CDP Activity Supervisor 314 - CDP Service Fee Bulman 60.00 Casual
Essential Services Officer 244 - Power Water Contract Manyallaluk 40.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Manyallaluk 60.00 24.00
CDP Activity Supervisor 314 - CDP Service Fee Manyallaluk 60.00 24.00
Housing Maintenance Officer 220 - Territory Housing Repairs and Maintenance
Jilkminggan 15.20 26.08
Community Housing Officer 221 - Territory Housing Tenancy Management
Jilkminggan 32.00 26.08
SECTION 1 | INTRODUCTION 35
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
Essential Services Officer 244 - Power Water Contract Jilkminggan 40.00 26.08
CDP Senior Employment Supervisor 314 - CDP Service Fee Jilkminggan 76.00 26.08
CDP Senior Employment Supervisor 314 - CDP Service Fee Jilkminggan 50.00 26.08
CD Activity Supervisor 314 - CDP Service Fee Jilkminggan 60.00 22.00
CDP Activity Supervisor 314 - CDP Service Fee Jilkminggan 60.00 22.00
CDP Activity Supervisor 314 - CDP Service Fee Jilkminggan 60.00 22.00
CDP Activity Supervisor 314 - CDP Service Fee Jilkminggan 60.00 Casual
CDP Senior Employment Supervisor 314 - CDP Service Fee Mataranka 26.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Mataranka 76.00 26.08
Housing Maintenance Builder Trainer 220 - Territory Housing Repairs and Maintenance
Ngukurr 76.00 26.08
Housing Maintenance Officer 220 - Territory Housing Repairs and Maintenance
Ngukurr 76.00 26.08
Housing Maintenance Officer 220 - Territory Housing Repairs and Maintenance
Ngukurr 76.00 26.08
Community Housing Officer 221 - Territory Housing Tenancy Management
Ngukurr 76.00 26.08
CDP Senior Employment Coordinator 314 - CDP Service Fee Ngukurr 76.00 26.08
CDP Employment Consultant 314 - CDP Service Fee Ngukurr 76.00 Casual
CDP Employment Consultant 314 - CDP Service Fee Ngukurr 76.00 26.08
CDP Employment Consultant 314 - CDP Service Fee Ngukurr 76.00 26.08
CDP Mentor 314 - CDP Service Fee Ngukurr 76.00 26.08
CDP Mentor 314 - CDP Service Fee Ngukurr 60.00 26.08
CDP Builder Trainer 314 - CDP Service Fee Ngukurr 76.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 21.00
CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 Casual
CDP Activity Supervisor 314 - CDP Service Fee Ngukurr 60.00 Casual
Municipal Officer 323 - Outstations Municipal Services Ngukurr 38.00 26.08
Housing Maintenance Officer 220 - Territory Housing Repairs and Maintenance
Numbulwar 57.00 26.08
Housing Maintenance Officer 220 - Territory Housing Repairs and Maintenance
Numbulwar 57.00 26.08
Community Housing Officer 221 - Territory Housing Tenancy Management
Numbulwar 76.00 26.08
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201736
POSITION TITLE SERVICE DESCRIPTION LOCATIONHOURS PER FORTNIGHT
NO. OF FORTNIGHTS
Workshop Supervisor 275 - Mechanical Workshop Numbulwar 76.00 26.08
CDP Senior Employment Coordinator 314 - CDP Service Fee Numbulwar 76.00 26.08
CDP Employment Consultant 314 - CDP Service Fee Numbulwar 76.00 23.00
CDP Employment Consultant 314 - CDP Service Fee Numbulwar 76.00 Casual
CDP Trainee Employment Consultant 314 - CDP Service Fee Numbulwar 60.00 23.00
CDP Builder Trainer 314 - CDP Service Fee Numbulwar 76.00 26.08
CDP Mentor 314 - CDP Service Fee Numbulwar 60.00 23.00
CDP Mentor 314 - CDP Service Fee Numbulwar 76.00 23.00
CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 23.00
CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 23.00
CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 23.00
CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 23.00
CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 23.00
CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 23.00
CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 23.00
CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 23.00
CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 Casual
CDP Activity Supervisor 314 - CDP Service Fee Numbulwar 60.00 Casual
CDP Senior Employment Supervisor 314 - CDP Service Fee Binjari 76.00 26.08
CDP Trainee Employment Office 314 - CDP Service Fee Binjari 60.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Binjari 60.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Binjari 60.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Binjari 60.00 26.08
CDP Activity Supervisor 314 - CDP Service Fee Binjari 60.00 Casual
SECTION 1 | INTRODUCTION 37
SERVICE DELIVERY
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2015-201638
This section of the RGRC Regional Plan 2016-2017 outlines the planning for all service
delivery carried out in the Roper Gulf region. The organisational structure as outlined in this Plan allows for effective and quality delivery of services between RGRC Directorates while ensuring opportunities and challenges that exist across the region are met.
It also outlines the umbrella programs developed by each Directorate and highlights
the linkages to the Strategic Plan 2013-2016.
Part two of the service delivery section shows each unique town’s priorities; what
is important and what improvements are requested. This is developed through a process of consultation with residents, Local Authorities, other stakeholders and Elected Members of Council and staff. Listed priorities are kept up to date and relevant by stakeholders and Council staff.
39
2.1 ROPER GULF REGIONAL COUNCIL MANAGEMENT AND COORDINATION AREAS
ROPER GULF REGIONAL COUNCIL ORGANISATION RESTRUCTURE 2016/17
Council has been operating for eight years and has matured as an organisation. With continued change to government policy, financial challenges, and changing service delivery expectations, the organisation has had to reflect on these changes and how to best meet the needs of the communities we serve. At the Ordinary Meeting of Council in May
2016, Council made the decision on an organisational restructure best suited to meet the requirements of regional service delivery in the Roper Gulf Region.
The main change was a reduction of four Directorates to three and a redistribution of business units and activities aligning services and business activity to areas of similarity and functionality.
The three Directorates have become:
• Directorate of Corporate Governance• Directorate of Council and Community Services• Directorate of Commercial Services
THE NEW SERVICE DELIVERY MODEL
The Roper Gulf Region will be split into two management areas determined by proximity, access, remoteness and population. The Region will have two distinct Management Areas:
1. Central Arnhem Management Area will encompass the small remote towns of Barunga, Beswick, Bulman, Jilkminggan, Manyallaluk, Mataranka and Weemol. There are four coordination areas within this management area comprising of 1. Barunga and Manyallaluk; 2. Beswick; 3. Bulman and Weemol and 4. Mataranka and Jilkminggan. The coordination areas have been determined due to the towns close proximity, communities of interest and small population size.
2. Roper Management Area will encompass Borroloola, Ngukurr and Numbulwar and
has been determined because of the large population, locality and the economic and infrastructure development status of these “Community Champion” towns (NTG Policy). There are three coordination areas within the Roper Management area comprising of 1. Borroloola and Robinson River; 2. Ngukurr and Urapunga and 3. Numbulwar. (Refer to Map of RGRC Management and Coordination Areas.)
These Management Areas will each have a new Area Manager Position. The Area Manager will provide for high level community engagement, town planning, project management, human resource management and coordination of services and resources within a management area. The Area Managers key direct reports are the Council Service Coordinators and the Senior Admin Support Officers or Customer Service Officers.
The Council Service Manager (CSM) positions no longer feature in the organisation structure. The previous duties of the CSMs positions have been dispersed in the new structure to the Area Managers, Council Service Coordinators and Administration Positions.
The Council Service Coordinators will provide coordination of technical support to the Area Manager; working and leading the Municipal Officers to undertake the duties associated with parks and gardens, waste management, cemetery management, asset management and regulatory services. (Senior positions reflect the size of the town and the current infrastructure and economic development activity in the Community Champion Towns).
The Senior Administration Support Officers and Customer Services Officers will work directly with the Area Manager to ensure customer service, community engagement, external communications and Council office management.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201740
MAP OF ROPER GULF REGIONAL COUNCIL MANAGEMENT AND COORDINATION AREA S
THE NEW SERVICE DELIVERY MODEL
KATHERINE TOWN COUNCIL
EAST ARNHEM REGIONAL COUNCIL
WEST ARNHEM REGIONAL COUNCIL
VICTORIA DALY REGIONAL COUNCIL
BARKLY REGIONAL COUNCIL
BulmanWeemol
Beswick
Minyerri
Jilkminggan
Larrimah
Mataranka
Manyallaluk (Eva Valley)
Barunga
NYIRRANGGULUNG WARD
CENTRAL ARNHEM
ROPER
Daly Waters
Robinson River
Borroloola
NgukurrUrapunga
NEVER NEVERWARD
YUGUL MANGIWARD
SOUTH WESTWARD
Numbulwar
NUMBULWAR NUMBURINDI
WARD
Katherine
Council Services CoordinatorBarunga/Manyallaluk
Council Services CoordinatorBorroloola
Council Services CoordinatorBeswick
Council Services CoordinatorNgukurr
Council Services CoordinatorBulman
Council Services CoordinatorNumbulwar
Council Services CoordinatorMataranka/Jilkminggan
Area ManagerCentral Arnhem
Area ManagerRoper
Director of Council and Community Services
SECTION 2 | SERVICE DELIVERY 41
Baru
nga
Besw
ick
Borr
oloo
la
Bulm
an
Jilkm
ingg
an
Man
yalla
luk
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Binj
ari
Dal
y W
ater
s
Larr
imah
Min
yerr
i
Robi
nson
Ri
ver
Ura
pung
a
Bada
war
rka
Bagh
etti
Barr
apun
ta
Boom
eran
g La
goon
Cost
ello
Jode
tluk
(G
orge
Cam
p)
Kew
ulyi
Mol
e H
ill
Mob
arn
Mou
nt C
att
Mul
gan
Ca
mp
Nul
awan
Num
mer
loor
i
Wer
enbu
n
CORE SERVICES
Administration of Local Authorities, advisory bodies and management committees √ √ √ √ √ √ √ √ √ √
Administration of local laws √ √
Advocacy and representation on local and regional issues √ √ √ √ √ √ √ √ √ √ √ √ √ √
Animal Control √ √ √ √ √ √ √ √ √
Asset Management √ √ √ √ √ √ √ √ √ √ √
Civic events √ √ √ √ √ √ √ √
Customer relationship management, including complaints and responses √ √ √ √ √ √ √ √ √ √ √ √ √ √
Fleet, plant and equipment maintenance √ √ √ √ √ √ √ √ √ √ Governance: including administration of council meetings, elections and elected member support √ √ √ √ √ √ √ √ √ √ √ √ √ √
Library and cultural heritage services √ √ √ √
Lighting for public safety/ Street lighting √ √ √ √ √ √ √ √ √ √ √
Local Authority √ √ √ √ √ √ √ √ √ √
Local emergency services √ √ √ √ √ √ √ √ √
Local road upgrade and management √ √ √ √ √ √ √ √ √ √ √ √
Maintenance and upkeep of parks, ovals and gardens √ √ √ √ √ √ √ √ √ √ √ √
Maintenance and management of Cemeteries √ √ √ √ √ √ √ √ √ √ √
Maintenance and upgrade of Infrastructure √ √ √ √ √ √ √ √ √ √ √ √
Public and corporate relations √ √ √ √ √ √ √ √ √ √ √ √ √ √
Traffic Management √ √ √ √ √ √ √ √ √
Training and employment of local people in council operations √ √ √ √ √ √ √ √ √
Waste Management Services √ √ √ √ √ √ √ √ √ √ √
Weeds control and fire hazard reduction in and around community areas √ √ √ √ √ √ √ √ √ √ √
AGENCY SERVICES
Centrelink Agency / Access point √ √ √ √ √ √ √ √
Community Development Programme √ √ √ √ √ √ √ √ √ √ √ √ √
Community Home Support Programme (CHSP) √ √ √ √ √ √ √ √
Crèche √ √ √
Home Care Packages √ √ √ √
Media Services (IBP) √ √ √ √ √
School Nutrition Program √ √
Sport and Recreation √ √ √ √ √ √ √ √ √
Youth Services √ √ √
COMMERCIAL SERVICES
Airstrip maintenance and reporting √ √ √ √ √ √ √ √
Australia Post √ √ √ √ √ √ √ √
Homeland (Outstation) Services √ √ √ √ √ √ √ √ √ √ √ √ √
Territory Housing Contracts √ √ √ √ √ √ √ √
OTHER SERVICES
Animal Health Program √ √ √ √ √ √ √
Management and upkeep of swimming pool √ √
2.1 SERVICE DELIVERY LOCATIONS
2.2 SERVICE DELIVERY LOCATIONS
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201742
Baru
nga
Besw
ick
Borr
oloo
la
Bulm
an
Jilkm
ingg
an
Man
yalla
luk
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Binj
ari
Dal
y W
ater
s
Larr
imah
Min
yerr
i
Robi
nson
Ri
ver
Ura
pung
a
Bada
war
rka
Bagh
etti
Barr
apun
ta
Boom
eran
g La
goon
Cost
ello
Jode
tluk
(G
orge
Cam
p)
Kew
ulyi
Mol
e H
ill
Mob
arn
Mou
nt C
att
Mul
gan
Ca
mp
Nul
awan
Num
mer
loor
i
Wer
enbu
n
CORE SERVICES
Administration of Local Authorities, advisory bodies and management committees √ √ √ √ √ √ √ √ √ √
Administration of local laws √ √
Advocacy and representation on local and regional issues √ √ √ √ √ √ √ √ √ √ √ √ √ √
Animal Control √ √ √ √ √ √ √ √ √
Asset Management √ √ √ √ √ √ √ √ √ √ √
Civic events √ √ √ √ √ √ √ √
Customer relationship management, including complaints and responses √ √ √ √ √ √ √ √ √ √ √ √ √ √
Fleet, plant and equipment maintenance √ √ √ √ √ √ √ √ √ √ Governance: including administration of council meetings, elections and elected member support √ √ √ √ √ √ √ √ √ √ √ √ √ √
Library and cultural heritage services √ √ √ √
Lighting for public safety/ Street lighting √ √ √ √ √ √ √ √ √ √ √
Local Authority √ √ √ √ √ √ √ √ √ √
Local emergency services √ √ √ √ √ √ √ √ √
Local road upgrade and management √ √ √ √ √ √ √ √ √ √ √ √
Maintenance and upkeep of parks, ovals and gardens √ √ √ √ √ √ √ √ √ √ √ √
Maintenance and management of Cemeteries √ √ √ √ √ √ √ √ √ √ √
Maintenance and upgrade of Infrastructure √ √ √ √ √ √ √ √ √ √ √ √
Public and corporate relations √ √ √ √ √ √ √ √ √ √ √ √ √ √
Traffic Management √ √ √ √ √ √ √ √ √
Training and employment of local people in council operations √ √ √ √ √ √ √ √ √
Waste Management Services √ √ √ √ √ √ √ √ √ √ √
Weeds control and fire hazard reduction in and around community areas √ √ √ √ √ √ √ √ √ √ √
AGENCY SERVICES
Centrelink Agency / Access point √ √ √ √ √ √ √ √
Community Development Programme √ √ √ √ √ √ √ √ √ √ √ √ √
Community Home Support Programme (CHSP) √ √ √ √ √ √ √ √
Crèche √ √ √
Home Care Packages √ √ √ √
Media Services (IBP) √ √ √ √ √
School Nutrition Program √ √
Sport and Recreation √ √ √ √ √ √ √ √ √
Youth Services √ √ √
COMMERCIAL SERVICES
Airstrip maintenance and reporting √ √ √ √ √ √ √ √
Australia Post √ √ √ √ √ √ √ √
Homeland (Outstation) Services √ √ √ √ √ √ √ √ √ √ √ √ √
Territory Housing Contracts √ √ √ √ √ √ √ √
OTHER SERVICES
Animal Health Program √ √ √ √ √ √ √
Management and upkeep of swimming pool √ √
SECTION 2 | SERVICE DELIVERY 43
2.3 SERVICE DELIVERY ADDRESSING STRATEGIC GOALS AND PERFORMANCE MONITORING
Bulman
Beswick
Minyerri
Jilkminggan
Larrimah
Daly Waters
Mataranka
Manyallaluk (Eva Valley)
Barunga
NYIRRANGGULUNG WARD
Robinson River
Borroloola
Numbulwar
Ngukurr
NEVER NEVERWARD
YUGUL MANGIWARD
NUMBULWAR NUMBURINDI
WARD
SOUTH WESTWARD
Katherine municipality
EAST ARNHEM REGIONAL COUNCIL
WEST ARNHEM REGIONAL COUNCIL
VICTORIA DALY REGIONAL COUNCIL
BARKLY REGIONAL COUNCIL
HUMAN RESOURCE
MANAGEMENT
GOVERNANCE, CORPORATE
PLANNING AND COMPLIANCE
FINANCIAL MANAGEMENT
INFORMATION TECHNOLOGY
(IT)
COUNCIL SERVICE DELIVERY CENTRES
ASSET
MANAGEMENT
OUTSTATIONS
ENVIRONMENTAL AND ANIMAL
MANAGEMENT
YOUTH SERVICES
COMMUNITY SAFETY
COMMUNITY SERVICES
SPORTS AND RECREATION
CONTRACTS
TECHNICAL SERVICES
COMMUNITY DEVELOPMENT
PROGRAM
MECHANICAL WORKSHOP
WORK HEALTH & SAFETY (WH&S)
PROJECT MANAGEMENT
Roper Gulf Regional Council strives for a high standard of service delivery for the residents of the Roper Gulf region. RGRC will work in cooperation with other councils, government agencies and other organisations to further improve the level of service delivery in communities.
STRATEGIC PROGRAMS are developed at a directorate level with guidance from the RGRC Strategic Plan 2013-16. Strategic Programs are formulated to deliver a service specially targeted to a locality or region.
KEY PERFORMANCE INDICATORS: KPI reports are provided to Council at it’s OCM following the end of each quarter. Performance measures contain three variables collected to enable measurement of the Regional Council’s performance.
BASELINE DATA is the raw data required to compute efficiency and effectiveness.
EFFECTIVENESS is about the effect that initiatives have had on particular parameters. These results can be mapped over the years to show trends which will lead to measuring efficiency.
EFFICIENCY is about being cost effective and increasing value for money.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201744
GOAL ONE Strong leadership through good governance, strong financial management, corporate planning and operational support
STRATEGIC PROGRAMS 2016-17• Strengthening Elected Members and Local
Authorities• Youth Leadership Program• Workforce Development Plan• Employee Incentive Program• Induction Program
• Communication and Connectivity• Risk Management Plan• Safety Management System• Records Management• Financial Management• Internet Connection
BASE MEASURE• Total council expenditure• Amount of depreciation• Amount of rates outstanding • Total rates for the year• Amount of outstanding payments to creditors 30 days• Amount of outstanding payments >30 day debtors• Total surplus or deficit for the period• Cash balance at the end of the period• Amount of Current Assets• Amount of Current Liabilities• Attendance of elected members at the Ordinary
meeting of Council • Number of Local Authority meetings held on
scheduled date • Number of newsletters produced annually • Number of staff at the end of period• Number of staff leaving in the period• Number of new staff in the period• Number of Indigenous staff in the period• Number of vacant positions at the end of the period• Number of community positions filled by local people
EFFECTIVENESS• Actual and percentage rates recovery• Financial ratios • Community employment percentages• Percentage attendance rates for Elected Members at
Council Meetings• Percentage of Local Authority meeting actually held
against scheduled• Community employment percentages• Staff retention rate across RGRC
EFFICIENCY INDICATOR• Increase in rates recovery from previous year• Financial ratio improvement• 100% attendance of elected members at the Ordinary
Meeting of the Council• All ten Local Authorities complete four meetings in
a year• 100% compliance with the Local Government Act• Reduce in vacancy rate by 10%• Reduce turnover by 5%• Completion of workforce plan• Completion of review of all policies and procedures
WORK HEALTH AND SAFETY• 5% per annum increase in hazards reported • 10% reduction in recordable injury frequency rate• 10% per annum reduction in incidents of property
damage• Zero significant incidents• Zero fatality
SECTION 2 | SERVICE DELIVERY 45
GOAL TWO To protect and care for our physical environment
STRATEGIC PROGRAMS 2016-17• Right Path Project• Light Up The Dark Spot Program• Regional Waste Management Strategy• RGRC Green Plan renewal• Sport and Recreation Facility Master Plan
• Cemetery Management• Cultural Heritage Projects• Animal Management Program• Strategic Weed Control Program• Service Level Plan
BASE MEASURE• Number of project plans completed for the priority
projects as endorsed by Local Authorities• Number of priority projects commenced • Amount of energy costs x location• Amount of water usage x location• The number of actual weekly rubbish pickups • Volume of waste dumped at the landfill by the kerb
side pickup service• Volume of commercial waste dumped at the landfill
by businesses and service providers• The number of kilometres of road requiring
maintenance for the current year• The number of kilometres of roads actually
maintained in the year x location by category
EFFECTIVENESS• Percentage of project plans completed against the
number of priority projects listed for the year• Number of projects commenced against the
completed plans
EFFICIENCY INDICATOR• Percentage reduction in energy consumption• Percentage reduction in water consumption• Percentage reduction repairs and maintenance costs • Increased service levels
• rubbish pickups • community aesthetics• road maintenance• waste management • customer service
• Number of infrastructure projects funded externally • Total amount of infrastructure projects
WORK HEALTH AND SAFETY• 5% per annum increase in hazards reported • 10% reduction in recordable injury frequency rate• 10% per annum reduction in incidents of property
damage• Zero significant incidents• Zero fatality
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201746
GOAL THREE Safe, strong and vibrant communities
STRATEGIC PROGRAMS 2016-17• Build capacity and community participation in
employment pathways • Help our children get a good start to life • Support our young people to achieve their ambitions
through training, work experience and education.• Provide a high quality Community Night Patrol
Service
• Support communities to care for their Aged and Disabled
• Support community involvement in Sports, Recreation and Cultural events
• Attract and retain a skilled local workforce • Ensure a safe work environment
COMMUNITY DEVELOPMENT PROGRAMME• Percentage of eligible job seekers have been
provided with monthly contact (Target 100%)• Percentage of eligible job seekers identified
as requiring a driver’s licence in their job plan undertaking a driver’s licence assessment every six months (Target 15%)
• Percentage of eligible job seekers identified as requiring literacy, language or numeracy training have received such training (Target 100%)
• Percentage of eligible job seekers placed in employment that are provided with quality post placement support (Target 100%)
• Number of eligible job seekers supported to apply for vacancies and paid work assignments
• Percentage of WfD participants that have been placed in one or more activities, sufficient to their participation requirement (Target 100%)
• Percentage of attendance of all WfD participants in activities (Target 100%)
• Percentage of activities appropriate to WfD participants, local labour market and the community (Target 100%)
• Percentage of the regional employment target is met (Target 100%)
REMOTE SCHOOL ATTENDANCE STRATEGY • Number of staff employed by the Remote School
Attendance Strategy• Number of children helped to get to school during
the quarter• Number of referrals to other services/authorities• Number of events held at communities to support
and promote school attendance• Number of new school enrolments as a result of
assistance from the RSAS team• Number of families informed of attendance
requirements and available assistance during the quarter
HOME AND COMMUNITY CARE• Number of Aged Care clients assisted• Number of Aged Care events / service instances
delivered• Percentage of Aged Care participants from priority
target groups / communities• Percentage of Aged Care clients achieving improved
independence, participation and well-being• Percentage of Aged Care clients achieving individual
goals related to independence, participation and well-being
DISABILITY IN-HOME SUPPORT • Number of DIHS clients accessing the service• Number of hours of attendant / personal care DIHS
provided• Number of new DIHS clients • Total number of DIHS clients on the waitlist• Number of meals to DIHS clients• Percentage of DIHS clients achieving their individual
support plan goals• Number of one way transport trips Monday to Friday
to DIHS clients• Hours of social inclusion for DIHS clients
INDIGENOUS BROADCASTING PROJECT• Indigenous broadcasting and communication services
are available, supported or enhanced for 2 hours per day
• Number of Indigenous people employed in delivery of the IBP
• Percentage of Indigenous people employed in delivery of the IBP
• Number of IBP employees undertaking training and development
• Number of IBP employees graduations
SECTION 2 | SERVICE DELIVERY 47
CRÈCHE SERVICES• Number of Crèche services engaging in quality
improvement activities• Number of Crèche services that have developed and
implemented a Quality Improvement Plan• Number of Crèche services using an approved
learning framework when developing the educational programme
• Number of Crèche services employing educators with an early childhood or education related Certificate III or higher qualification
SCHOOL NUTRITION PROJECT• Number of students provided meals five days a week
during the school terms for SNP• Number of quarterly reports to the Local Authority on
the % of parent participation and number of meals provided at each site for SNP
• Percentage of Indigenous people employed in delivery of the SNP Project
• Feedback survey on quality of meals provided
OUTSIDE SCHOOL HOURS CARE• Number of OSHC services engaging in quality
improvement activities• Number of children attending the OSHC service• Number of OSHC services which has developed and
implemented a Quality Improvement Plan• Number of OSHC services using an approved learning
framework when developing the educational programme
• Number of OSHC services employing educators with an early childhood or education related Certificate III or higher qualification
INDIGENOUS SPORT AND RECREATION PROJECT• Number of Indigenous staff who have successfully
completed Accredited and non-Accredited training in coaching / officiating or similar that enhances ISRP service delivery
• Number of Sport and Recreation activities Indigenous community members participated in during the agreed five days per week of operation for the reporting period
• Number of Indigenous people participating in the Sport and Recreation activities compared with the agreed target of 4,000 male and female participants in each activity
REMOTE SPORT PROGRAM• Number of employed staff to deliver regular organised
sporting competitions• Increase in regular sporting competitions
• Number of staff participating in training and development
• Number of community members participating in training and development
• Number of coaches, umpires and scorers to officiate community competitions
• Number of athletes, coaches, umpires and scorers to represent their region at regional sporting tournaments
ALCOHOL AND OTHER DRUGS AWARENESS PROGRAM• Number of Youth Diversion staff trained with current
First Aid Certificate and working towards Cert III in AOD/Community Health
• Hours per client used for education• Number of episodes involving identified vocational
and/or educational programs: education or training employment skills, living skills, physical exercise and other recreational activities
• Number of episodes involving identified cultural activities
• Number of clients receiving counselling and case management
• Number of hours spent on counselling and case management
COMMUNITY NIGHT PATROL • Number of Indigenous staff who have attained Cert III
in Community Night Patrol• Number of Community Night Patrols delivered per
week per location• Number of Indigenous clients participating in
Community Night Patrol service
FINANCIAL INDICATOR• Percentage of targeted income YTD• Budget utilisation rate YTD• Percentage actual costs against budgeted cost YTD• Value of agency services allocations for internal
Council services• Value of returned agency funding• Actual v’s budget report for the period• Value of attendance fees collected
WORK HEALTH AND SAFETY• 5% per annum increase in hazards reported • 10% reduction in recordable injury frequency rate• 10% per annum reduction in incidents of property
damage• Zero significant incidents• Zero fatality
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201748
GOAL FOUR Support employment, training and economic development
STRATEGIC PROGRAMS 2016-17• Future Employment Programs• Technical Services Employment Programs• Outstation Services• Government and Commercial Contracts• Economic Growth and Employment Projects
• Energy Efficient Programs• Road Maintenance Plan• Assets Audit• Assets Management and Maintenance Plan• Safety in all Activities
BASE MEASURE• Total amount of funds generated from all external
contracts/services - Increase annually of 10%• Number of Tenancy Management requests compared
to number of tenancy management requests acted upon is not greater than 20%
• Deliver 100% breakeven cost structure for Council assets
• Indigenous permanent staff turnover is less than 25% per annum
• Total number of visitor accommodation utilised compared to availability• Rooms per night• Occupancy per night
• Ratio of internal to external work carried out by Council Mechanical Services
EFFECTIVENESS• Increase in vocational Indigenous training programs
offered through Directorate increase 10% per annum• 90% of contracts and projects completed within
budget• Number of contracts in budget• Number of contracts outside budget• 100% of streetlights and new air conditioners
installed are energy efficient• Local unsealed roads are graded/maintained not
more than 3 times per year
• 100% of all Council electrical equipment, smoke alarms, fire equipment and RCDs are inspected within policy timeframes
• Council wide repairs and maintenance requests and costs reduce by 5% annually
EFFICIENCY• Percentage completion of long term asset
management plans for all assets• Total number of assets /completed plans• 5% increase in RGRC Technical Services Operations• Increase in net profit from previous year – target
increase more than 10%• Reduction in utility charges – more than 10%• Panel of contractors utilised for more than 80% of
council external works• More than 90% of fleet are serviced within mileage/
timeframes to increase preventative maintenance
WORK HEALTH AND SAFETY• 5% per annum increase in hazards reported • 10% reduction in recordable injury frequency rate• 10% per annum reduction in incidents of property
damage• Zero significant incidents• Zero fatality
SECTION 2 | SERVICE DELIVERY 49
2.4 SWOT ANALYSIS FOR SERVICE DELIVERY
STRENGTHS STRATEGY RESPONSIBILITY
Financial performance • Continually review financial policies to ensure compliance with legislation and accounting standards
• Regular review of financial reports against budget• Ensure through the budget process that all programs are fully
funded• Not to accept contracts or agency services that are not fully
funded• Partially funded annual depreciation expense• No expenditure outside budget
Director Corporate Governance Finance ManagerFinance committeeManagers
Financial reporting • Continue to review our financial reporting process Director Corporate Governance Finance Manager
Governance and Corporate Planning
• Continue to align the grants and project management resources to deliver on Town Priority Projects
• Improve focus area reporting• Continue professional development of Councillors• Continue professional development of Corporate Governance
staff• Improve corporate communication strategies and activities• Annual review of policies• Review record management process
Director Corporate Governance
Governance Manager
Investment strategy • Continue with current strategy Finance Manager
Fleet management • Continue vehicle replacement program• IVMS• Continue regular maintenance program• Ensuring all vehicles are fit for purpose
Director Corporate Governance
Asset Manager
ICT Systems – one platform for Finance, HR, Asset and WHS management systems
• Continue configuration and implementation of the Technology 1 product across Finance, HR, Asset and WHS
• Investigate the utilisation of the Technology 1 product for grants management and project management
Director Corporate Governance
WHS management and awareness
• Continue the high level extension of the Katherine team to the communities
• Increase Councils awareness of their obligation as leaders in relation to the organisations WHS performance
Strategic Leadership Team
Australian Government and NTG on local infrastructure upgrades in remote locations
• Continue to align governments Developing the North Strategies to Council’s local infrastructure development priorities
• Develop a Long Term Financial and Asset Management Plan
Strategic Leadership Team
Involvement in the Big Rivers Region Waste Management Reference Group
• Development of the Big Rivers Region Waste Management Strategy
• Maintain our membership and engagement in the Big Rivers Region Waste Management Coordination project
• Deliver on the Regional Waste Management Facility in Mataranka
Director Council and Community Services
High value procurement
• Maintain the use of the Tenderlink and Local Buy Strategic Leadership Team
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201750
STRENGTHS STRATEGY RESPONSIBILITY
Regional office infrastructure
• To implement a staged development plan for 2 Crawford St • Undertake investigations and long term planning for current
premises in Katherine
Strategic Leadership Team
Contract Management and Service Delivery
• Improve our contract management system and capabilities• Implement continual improvement processes for contract
management
Director Commercial Services
Organisational capacity for service delivery
• Maintain organisational accreditations• Continue to advocate our organisations capabilities
Strategic Leadership Team
Development of long term infrastructure plans
• Investigate implementation of the GIS system for our assets • Undertake audit of fixed assets and facilities and incorporate
into long term plans• Update asset management plans to include long term asset
management strategies
Director Corporate Governance
Asset Manager
Animal health program has reduced population and increased health
• Introduce a user pay system to ensure the sustainability of this program
Director Council and Community Services
Litter management • Introduce a container deposit scheme which will potentially reduce the litter stream by 90%
Director Council and Community Services
Local Authority support • Continue professional development of members and local admin support staff
Director Corporate GovernanceGovernance Manager
Presence in Indigenous remote communities
• Maintain our existing position, identify gaps and improve the functionality of our current assets
Strategic Leadership Team
Knowledge of our leader
• Utilise the knowledge of our local leaders in a comprehensive orientation program
Strategic Leadership Team
WEAKNESSES STRATEGY RESPONSIBILITY
Assets with no operational funding
• Investigate strategies to increase operational funding through user pay, and funding options
• Continue to impress on the Council the opportunity cost of accepting capital infrastructure for unviable assets
Strategic Leadership Team
Operational Planningand reporting
• Development of annual operational plans • Monthly review of compliance with operational plans
Strategic Leadership Team
Asset replacement reserve is less than accumulated depreciation
• Establish infrastructure renewal fund • Budget for full funding of annual depreciation expense• Transfer any operational surplus to the asset replacement
reserve
Director Corporate Governance
Finance Manager
Fixed asset management such as roads and facilities
• Utilising asset management systems identify high priority needs • Develop asset management systems to utilise audit information
Strategic Leadership Team
Recruitment and retention of suitably qualified staff
• Development of workforce development plan• Develop succession planning policy• Develop and implement a reward and recognition program
Strategic Leadership Team
SECTION 2 | SERVICE DELIVERY 51
WEAKNESSES STRATEGY RESPONSIBILITY
WHS organisational culture
• Demonstrate improved WHS leadership in all directorates Strategic Leadership Team
Risk management • Review and implement a Risk Management Plan for the organisation
• Develop an internal audit program
Strategic Leadership Team
Organisational Structure • Managers matrix implementation to continue to improve communication and coordination
• Engage an external workplace consultant to analyse and recommend a “best fit” organisational structure model
Strategic Leadership Team
Low cost procurement • Develop rigorous procedures for procurement to capitalise on the high volume of goods and services and increase “Value for Money “
Director Corporate Governance
Asset repairs and maintenance
• Develop thorough procedures to improve efficiencies in our asset maintenance program
Director Corporate Governance
Asset Manager
Development opportunity for middle managers and emerging managers
• Create a Leadership Management Program Strategic Leadership Team
Lack of service delivery standards
• Create service delivery standards across core and agency services
Strategic Leadership Team
Aging IT infrastructure • Develop IT infrastructure replacement plan Director Corporate Governance
Other agencies working with Council
• Develop communication and coordination process between agency and core services
Strategic Leadership Team
Non-compliance with agency services contracts
• Develop and implement a compliance internal audit system Director Corporate Governance
Council accepting contracts that cost shift to council
• Providing frank and fearless advice on the consequence of accepting inadequately funded programs
Strategic Leadership Team
Induction and performance management processes
• Develop a comprehensive regional and local multi-faceted orientation and induction program for all staff including cross cultural training
• Develop a “Welcome” booklet for all staff
Strategic Leadership Team
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201752
OPPORTUNITIES STRATEGY RESPONSIBILITY
Prioritise our road projects expenditure
• Utilise the new roads and stormwater audit to prioritise expenditure
Director Council and Community Services Director Commercial ServicesFinance Manager
Shared services with other councils
• Discuss with adjoining Councils opportunities for shared services
Strategic Leadership Team
Attainment of more Government contracts
• Lobby the Government to demonstrate our capacity to deliver more contracts on their behalf
Director Commercial Services
Look at other investment opportunities
• Review investment policy and seek expert advice on potential investments
Director Corporate Governance
Extend resource distribution from Mataranka
• Investigate and design a master plan to rationalise the Council office, museum and municipal yard in preparation for the development of a resource distribution centre on Council’s special purpose lease
Director Council and Community Services
Growth town opportunities for increased economic development translating to jobs and resources
• Work with Government to develop long term economic plans for Borroloola, Numbulwar and Ngukurr
Director Commercial Services
Engage youth in Council decision making processes
• Ensure that at least two members of each Local Authority are under the age of 25 and represent the youth of their communities
• Council youth programs to develop through community consultation of long term youth needs plans for assets and activities
Director Corporate Governance
Director Council and Community Services
Increase ability to influence Government policy
• Ensure that Council monitors communications from Government and advocates community issues relating to Government policy
CEO
SECTION 2 | SERVICE DELIVERY 53
THREATS STRATEGY RESPONSIBILITY
Inadequate own source revenue • Review Rating Policy with a view of increasing rates in line with other Local Governments
• Review investigates in line with Investment Policy• Continue to explore commercial opportunities
Director Corporate Governance Finance ManagerDirector Commercial Services
Funding Agencies are not recognising the real cost for facility use
• Fully cost all funding offers including asset expense prior to acceptance of the offer
• All Funding Agreement negotiations to be undertaken with a minimum of cost neutral outcome
All DirectorsFinance Manager
Continued low interest rates is reducing return on investment
• Review investment in line with Investment Policy Director Corporate GovernanceFinance Manager
Conditional rating • Advocate for the abolition of Conditional Rating Mayor CEO
Reliance on grant and agency funding
• Review Rating Policy with a view of increasing rates in line with other Local Government
• Review investment in line with Investment Policy• Continue to explore commercial opportunities
Director Corporate Governance Finance Manager
Director Commercial Services
Some remote service centre have no or limited ICT system – Bulman, Borroloola
• Continue to advocate for better ICT infrastructure for remote communities
Director Corporate Governance
Development of By-Laws • Continue to cooperate with LGANT and the NTG on the development of By-Laws
Director Corporate GovernanceGovernance Manager
Government policy change • Stay aware of discussion of Government policy and influence discussion through the use of media, social media, advocacy and lobbying of stakeholders
Mayor Executive
Current unimproved capital value by the Valuer General
• Advocate that the unimproved capital value valuations are excessive and do not reflect the downward price trend in the region.
Mayor Executive
Cost of Indigenous Broadcasting Program
• Explore cost effective options to continue program Director CouncilCommunity Services
Cost shift to local government • Fully cost all funding offers including asset expense prior to acceptance of the offer
• All Funding Agreement negotiations to be undertaken with a minimum of cost neutral outcome
• Stay aware of discussion of Government policy and influence discussion through the use of media, social media, advocacy and lobbying of stakeholders
Mayor Executive
Wet season access • Improve logistical and service delivery planning to mitigate isolation caused by environmental factors
All Directors
Workforce participation in local government area
• Improve employee engagement through the development and implementation of an:
• Employee Engagement Plan• Employee Reward and Recognition Plan• Employee Training and Development Plan
Director Corporate Governance
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201754
2.5 TOWN PRIORITIESEach community within the Roper Gulf region is unique. Town Priorities give the members of these communities the opportunity to express what is important to them and the areas in which they would like to see improvement. Consultations with RGRC residents, stakeholders, Local Authorities, Elected Members of Council and staff have ensured the listed priorities are up to date and relevant.
The projects included on these Town Priority lists are not necessarily included in this year’s budget, unless it states so. RGRC will be actively seek funding for those priorities throughout 2016-17.
TOWN PRIORITIES are divided into Core Services, Agency Services, Commercial Services and Other/Advocacy to ensure easy delegation and management through the directorate structure once funding has been secured.
CORE SERVICES are those services defined by Council in this Regional Plan.
AGENCY SERVICES are services that RGRC have agreed to deliver on behalf of other Government Agencies on a fee-for-service basis. It is anticipated that these services would be fully funded by the relevant agency and that funding would include a contribution to administrative costs and land lease arrangements associated with delivering these services.
COMMERCIAL SERVICES are similar to Agency Services however the intention is to make these contracts profitable by ensuring efficiencies are gained and maintained. These contracts are not designed on a ‘cost recovery’ basis only. Any surplus from these contractual arrangements is used to improve services to community and strengthen the organisations financial sustainability.
OTHER SERVICES are services performed by RGRC that are not core services. They are not services delivered on behalf of another organisation nor do they make a profit to help fund its operations or contribute to other services.
ADVOCACY from RGRC occurs on behalf of RGRC residents on a range of issues that are not Core, Agency or Contractual services of RGRC.
FUNDING SOURCE in the Town Priority table denotes how RGRC has planned to perform the project listed under the Town Priority list.
RGRC is continually searching for other means to fund the town priority projects. Grant opportunities from the Australian Government, Northern Territory Government and philanthropic organisations are continuously being sought after.
SECTION 2 | SERVICE DELIVERY 55
BARUNGANYIRRANGGULUNG WARDOTHER NAMES: Bamyili
LOCATION: Barunga is located 80 kilometres southeast of Katherine on the Central Arnhem Highway and only 31 kilometres from Beswick (Wugularr).
TOTAL POPULATION: 313 (2011 Census)
TOTAL INDIGENOUS POPULATION: 285 (2011 Census)
MEDIAN AGE: 24 years (2011 Census)
POPULATION CHANGE SINCE 2006: 10.9% increase (2011 and 2006 Censuses)
SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Barunga including road maintenance and repair, traffic management, rubbish collection, airstrip maintenance and repair, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink and
community care programs for the elderly on behalf of other government agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Barunga.
Located in Barunga are a Health Clinic, School, Store, Airstrip and a Police Station located at Maranboy, approximately eight kilometres from Barunga.
There are currently two public telephones in Barunga and also Telstra 3G Telephone and Internet coverage. Digital television is connected to all homes and local radio is provided through Roper Gulf Regional Council’s Indigenous Broadcasting Program (IBP).
MAJOR EVENT: The Barunga Festival, one of Australia’s longest running Indigenous festivals, is held annually on the Queen’s Birthday long weekend in June. The Festival, an alcohol free event, highlights and celebrates the music, sport and Culture of the region.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201756
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERSFUNDING SOURCE
Right Path Project: Footpaths around the town to enable old people and children to move through the township without having to use roadways starting at the store.
2016-17 DCG To be sourced
Entry grids and stock exclusion fencing 2016-17 DCG To be sourced
Improve traffic management at the store 2016-17 DCCS To be sourcedBasketball court fencing to mitigate balls and repairs to the basketball hoops
2016-17 DCG LA Project
Bin holders 2016-17 DCCS To be sourcedCemetery Project – Headstones, tables, shade, lights, water and toilet 2016-17 DCCS To be sourced
Animal Welfare 2016-17 DCCS BudgetBridge railing and signage at new crossing 2016-17 DCG To be sourcedFeasibility study for a full indoor, air-conditioned sports centre 2016-17 DCG To be sourced
Parkland and open space long term strategy to plant appropriate tree species
2016-17 DCCS To be sourced
Covering the stage 2016-17 DCG To be sourcedRefurbished outdoor court at school to complement the existing covered sports court
2016-17 DCCS To be sourced
Barunga to be the District Hub for large sport and community events 2016-17 DCG LA Project
AGENCY SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERSFUNDING SOURCE
Activities for 10-16 years old kids in the community to keep them engaged
2016-17 DCS S&R
Program for school leavers to have a future pathway Ongoing DCS CDP
OTHER SERVICES OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
Community social club and promote responsible drinking – as part of the Alcohol Management Plan
2016-17 DoJ, DSS or DPMC,Sponsoring Club
Advocate for Vocational Child Care during school holidays 2016-17 DET
Fencing around dwellings 2016-17 DHsgAdvocate on behalf of tenants on storm drainage with Territory Housing houses where house pads not installed at the time of construction
2016-17 DHsg
Refurbished outdoor court at school to complement the existing covered sports court
2016-17 DoE
Barunga to be the District Hub for large sport and community events 2016-17 DSR
SECTION 2 | SERVICE DELIVERY 57
BESWICK (WUGULARR)NYIRRANGGULUNG WARDLOCATION: Beswick is located on the banks of the Waterhouse River, 118 kilometres southeast of Katherine on the Central Arnhem Highway. Beswick is only 31 kilometres from Barunga.
OUTSTATION: Bishop Bore
TOTAL POPULATION: 512 (2011 Census)
TOTAL INDIGENOUS POPULATION: 496 (2001 Census)
MEDIAN AGE: 23 years (2011 Census)
Population Change since 2006: 30.95% increase (2011 and 2006 Censuses)
SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Beswick including road maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed maintenance, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink and community care programs for
the elderly and the children on behalf of other government agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Beswick.
Located in Beswick are a Health Clinic, School, Store, Arts Centre, small Motel and a Police Station located at Maranboy.
There are currently two public telephones in Barunga and Telstra 3G Telephone and Internet coverage. Digital television is connected to all homes and local radio is provided through Roper Gulf Regional Council’s Indigenous Broadcasting Program (IBP).
MAJOR EVENT: The ‘Walking with Spirits’ cultural festival is held annually in late July and features Traditional Corroborree, songs, stories and dance. The location of this festival is the Beswick Falls, open to the public only once a year for this event.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201758
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
Entry Grids and stock exclusion fencing 2016-17 DCG To be sourcedWater Park 2016-17 DCG/Outback Store To be sourcedUpgrade Infrastructure - Provide safe, secure and quality infrastructure to areas of high volume activity
2016-17 DCG To be sourced
Solar Lights at designated areas to target hidden dark spots 2016-17 DCG To be sourcedFormalise landscapes through tree planting, pathways, drinking fountains, park benches, shade area, community barbeque area, bollards and parking areas
2016-17 DCG To be sourced
Storm water drainage in new sub-division. 2016-17 DCS To be sourcedCemetery Project – Headstones and Surrounds 2016-17 DCCS To be sourcedUpgrade the intersection at new subdivision and Central Arnhem Road
2016-17 DCS To be sourced
Right Path Project 2016-17 DCG BudgetTown Street Signage 2016-17 DCCS To be sourcedRelocate Oval – Feasibility study 2016-17 DCG To be sourcedExisting Oval realign drainage, expansion width 110m, overlay for future softball, install amenities block
2016-17 DCG To be sourced
Upgrade Cemetery Road 2016-17 DCS To be sourced
AGENCY SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
Driver education to reduce number of accidents caused from unlicensed, intoxicated, speeding drivers
2016-17 DCS To be sourced
Cultural education for Young including School 2016-17 DCCS To be sourcedSkate park 2016-17 DCG To be sourcedYouth Space - S&R plan–build on existing old outdoor court–expand existing slab, shade & water, Skate/BMX portable units
2016-17 DCG To be sourced
SECTION 2 | SERVICE DELIVERY 59
OTHER SERVICES OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
Central Arnhem Road traffic calming devices 2016-17 DoIReconstruct Central Arnhem Road – upgrade road to landfill 2016-17 DoIUpgrade of Waterhouse River Bridge 2016-17 DoI
Helipad 2016-17 DoIRelocate sewerage ponds 2016-17 PAWA
Recognise, respect and celebrate activities that are of importance to Community members in their area
2016-17 Housing Reference Group
Literacy and numeracy program for older kids 2016-17 Mission AustraliaResolve issue of Lot 3 – Single Men’s Quarters 2016-17 NLC
Support the Social Club – Family Friendly 2016-17 Outback StoresClub house at oval including toilets and shower 2016-17 DSRAirstrip upgrade 2016-17 DoI
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201760
BORROLOOLASOUTH WEST GULF WARDLOCATION: Borroloola is situated on the eastern coast of the Northern Territory on the Gulf of Carpentaria and on the banks of the McArthur River. Borroloola is 670 kilometers east south east of Katherine. In addition to the Borroloola town centre, Borroloola includes Garawa Camp One, Garawa Camp Two, Yanyula Camp and Mara Camp.
TOTAL POPULATION: 926 (2011 Census)
TOTAL INDIGENOUS POPULATION: 730 (2011 Census)
MEDIAN AGE: 26 years (2011 Census)
POPULATION CHANGE SINCE 2006: 19.79% increase (2011 and 2006 Censuses)
SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Borroloola including road maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed maintenance, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation and governance support. Roper Gulf Regional Council operates a swimming pool and rubbish dump for effective waste management.
Mabunji Aboriginal Resource Indigenous Corporation is a provider of agency services such as: a Child Care Centre, an Aged Care Centre and Safe House, Arts and Craft Centre including Keeping Place, Sea Ranger Unit, Town Camp and Outstation, activities for CDP clients, nursery, mechanical workshop, and radio station.
Mabunji Aboriginal Resource Indigenous Corporation also assists Roper Gulf Regional Council with waste management through the collection of car bodies and transporting them to the Borroloola Dump.
Other services in Borroloola include a Police Station, School, Health Clinic, Motels, Caravan Parks, Cafés and Shops.
MAJOR EVENTS: Borroloola Show, Rodeo and Campdraft is an annual event in Borroloola. There are also various fishing competitions through-out the year as well as NAIDOC Celebrations. The Boona Boona Festival, Dancesite Festival and Celebrate Kids events are held annually.
SECTION 2 | SERVICE DELIVERY 61
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
Storm water audit, water channelling and erosion control for existing drains
2016-17 DCS To be sourced
Town and Camp drainage plans 2016-17 DCS To be sourcedPool Canteen option of privatisation to provide income 2016-17 DCG To be sourcedTraffic Management Plan 2016-17 DCCS To be sourcedBy-laws for dog management 2016-17 DCG/DCCS BudgetLocal Authority Trainings on Governance and Project Management
2016-17 DCG Budget
Waste Management Strategy for Borroloola including links to Regional Strategy
2016-17 DCCS Budget
Flood Lights at Showgrounds 2016-17 DCG To be sourcedUpgrade Oval 2016-17 DCG To be sourcedLocal event planning and support 2016-17 DCCS To be sourcedEstablish a Tourist Information Bay and park areas including the “Dump Point”
2016-17 DCG To be sourced
New lights for town and suburb to eliminate dark spots and maintenance of existing lights
2016-17 DCS To be sourced
Showground’s Master Plan to include following elements:• new softball diamond• improve site drainage• Upgrade Cricket Club shelter as a shared facility• Resurface/ upgrade playing surface of oval• New shelter for spectators adjacent softball diamond• Upgrade toilet block and include showers for campers• Purchase new travelling irrigator• Lighting for softball diamond and oval
2016-17 DCG To be sourced
Youth Centre upgrades: • Shade cover or roof over both courts• Lighting for courts• Resurface courts• Replace current toilets• Expansion of building with larger covered space/ verandah
overlooking courts and relocate toilets to one side
2016-17 DCG To be sourced
Pool and Gym:• Develop a revenue strategy• Establish a community trust or collaborative fund to help
cover cost of staffing and operations• Increase linkage with training agencies and secure funding
for staff training and pool attendant courses• Introduce an entry fee as a flat rate of $3.00• All agencies that use the pool to pay for use• Develop community fitness and wellbeing programs • Develop social events/ programs that can be user pay• Reintroduce a kiosk at the pool• Do a business plan so a consistent funding model can be
followed over successive years
2016-17 DCCS To be sourced
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201762
AGENCY SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
Support the operation of safe house for men, women and families and sobering up shelter
Ongoing DCS To be sourced
Anti-social behaviour management through agency program support
Ongoing DCS To be sourced
OTHER SERVICES OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
Advocate for more public housing– vacant blocks on Broad Street 2016-17 DoIDevelop further public internet access and upgrade mobile phone footprint 2016-17 TelstraProduce a Directory with information and map of the town 2016-17 DoIMara – Bing Bong road access in wet 2016-17 DoISearcy Street – Bing Bong road culverts 2016-17 DoIEncourage participation in business development opportunities 2016-17 DoBRaise weed issues at bridge and other areas with appropriate authority 2016-17 DoI
Encourage local businesses to set up a local Tourism Board and provide office space or demountable for Tourism Board
2016-17 TNT
Proposed Multi-Purpose Centre to include move youth programs to centre 2016-17 MRM
Sport and Recreation Programming:• Activity programs planned at community level and an interagency program• A local sport and recreation coordination group established to plan 3-6 months
blocks of activity and integrate calendars for better sharing and less duplication or double booking occurs, Members of group should include Council S&R staff, CSM, Moriarty Foundation, AFL Development Officer, School, Preventative Health, and other groups or agencies working in recreation, sport or active living.
2016-17 DSR
SECTION 2 | SERVICE DELIVERY 63
BULMAN & WEEMOLNYIRRANGGULUNG WARDOTHER NAMES: Gulin Gulin
LOCATION: Bulman is located 220 kilometers northeast of Katherine as the crow flies. Via road, Bulman is 312 kilometers from Katherine on the Central Arnhem Highway.
Weemol is an outstation of Bulman. It is located 3 kilometers north-west of Bulman off the Central Arnhem Highway.
OUTSTATIONS: Baghetti, Barrapunta, Gorpulyul, Mobarn, Momob and Mount Catt.
TOTAL POPULATION: 291 including Weemol Outstation (2011 Census)
TOTAL INDIGENOUS POPULATION: 275 including Weemol Outstation (2011 Census)
MEDIAN AGE: 24 years (2011 Census)
POPULATION CHANGE SINCE 2001: 18.76% increase (2011 and 2001 Censuses)
SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Bulman including road maintenance and repair, traffic management, rubbish collection, airstrip
maintenance and repair, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Bulman.
Located in Bulman are Health Clinic, School, Store, Airstrip and Police Station. Weemol relies on its services from Bulman.
There are currently two public telephones in Bulman. Digital television is connected to all homes and local radio is provided through Roper Gulf Regional Council’s Indigenous Broadcasting Program (IBP).
MAJOR EVENT: The Walaman Cultural Festival (Bulman Festival) is an annual event often held in July. The festival is largely run by community volunteers and gives the community members an opportunity to share their arts, crafts, talents and culture.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201764
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
Drainage improvements near Council Offices and Workshop area. 2016-17 DCS To be sourced
Market Garden for Bulman 2016-17 DCCS To be sourced
Remove old playground and relocate to BBQ park 2016-17 DCG Budget
Upgrade Sport and Recreation Hall:• resurface the indoor court surface, • upgrade toilets an showers, • ventilation improvements, • landscaping, • half court on old outdoor court, • shade roof and verandah on oval side, • feasibility to widen the hall
2016-17 DCG To be sourced
Upgrade the Sports Oval:• repair fencing, • repair irrigation system, • re-level and refurbish the playing surface• install shaded spectator facility at hall• plant shade trees around oval• provide a second amenities block
2016-17 DCG To be sourced
Install speed bumps and signs 2016-17 DCS To be sourced
OTHER SERVICES OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
Homeland roads upgrades 2016-17 DLGCS
Housing upgrades and repairs 2016-17 DHsg
Support development of new Arts & Cultural Resource Centre at the old store by Walaman Festival 2016-17 DSS
Public toilet block for Bulman including wash house for festival patrons 2016-17 DoI
Airstrip facilities – Shelter, emergency phone and toilet at airstrip 2016-17 DoI
Access road to Airport from Central Arnhem Highway to be upgraded for all year round access
2016-17 DoI
Transitional Housing 2016-17 DHsg
Water quality improvement 2016-17 PAWA
Weemol
OTHER SERVICES OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
Public toilet block for Weemol including a laundry 2016-17 DCGUpgrade community space - mini oval 2016-17 DCG
Park improvement’s - furniture and beautification 2016-17 DCCS
SECTION 2 | SERVICE DELIVERY 65
DALY WATERSNEVER NEVER WARDLOCATION: Daly Waters is located in the Birdum region which stretches down the Stuart Highway from south of Mataranka to Newcastle Waters Cattle Station. The town of Daly Waters is 307 kilometres south of Katherine.
TOTAL POPULATION: 194 people reside in the Birdum Region (2011 Census) including 15 people from Daly Waters township.
MEDIAN AGE: 37 years (2011 Census)
SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Daly Waters including maintenance and upgrade of infrastructure, weed control and fire hazard reduction in and around the township as well as providing governance support.
Rubbish collection services and the upkeep of parks and gardens are provided by the Daly Waters Progress Association.
Also located in Daly Waters is a Store with fuel available, a Hotel, Caravan Park, Heritage listed Airstrip and Police Station.
MAJOR EVENT: The annual Rodeo and Campdraft on the May Day long weekend; and annual B&S Ball on Easter weekend are the major events for Daly Waters each year which draws locals and tourists to the small town’s showground.
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
Signage at the Dump 2016-17 DCCS To be sourcedInstall a speedbump at the entrance to the town 2016-17 DCCS/ DCG To be sourcedFormalise the Dump and Waste Management Plan 2016-17 DCCS To be sourcedMetered lights at the Tennis Court 2016-17 DCG BudgetConsult with local community and stakeholders in relation to upkeep of tennis court and other public open spaces
2016-17 DCG To be sourced
OTHER SERVICE OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAMERESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
Reticulated sewerage system 2016-17 DHsgRoad repairs to the by-pass road to Kalala 2016-17 DoIWaste Management Strategy 2016-17 DoIDead Tree removal from the Old Police building 2016-17 PAWAFood/Camping/Hotel signs on the highway 2016-17 DoI
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201766
HODGSON DOWNS / MINYERRINEVER NEVER WARDLOCATION: Hodgson Downs is located 270 kilometres southeast of Katherine, 80 km from the Roper Highway.
TOTAL POPULATION: 489 (2011 Census)
OUTSTATIONS: Kewulyi
TOTAL INDIGENOUS POPULATION: 441 (2011 Census)
MEDIAN AGE: 18 years (2011 Census)
POPULATION CHANGE SINCE 2006: 8.28% increase (2006 and 2011 Censuses)
SERVICES: Roper Gulf Regional Council provides the Night Patrol, Community Development Program (CDP) and Territory Housing maintenance in Minyerri. All other services are provided by the Alawa Association. These services include, but are not limited to, road maintenance and repair, airstrip maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed management, assets and fleet management, sport and recreation.
Located in Minyerri are a Health Clinic, School, Crèche, Women’s Centre, Aged Care Facility, Store, Airstrip, a Police Station and a Water Park.
OTHER SERVICE OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
18 fences around dwellings 2016-17 DHsgMore housing to reduce crowding 2016-17 DHsgMorgue 2016-17 DHsgRoads and maintenance 2016-17 DoISafe House - Men/Women 2016-17 DHsgSolar lighting for streets 2016-17 ALAWAPublic Pay Phone 2016-17 TelstraNew Dump 2016-17 ALAWASolar Light at Kewuyli 2016-17 DLGCSSports oval staged plan:• Shade planting around perimeter of oval• Construct toilet block adjacent to the oval• Construct portable stands for spectators and shade shelter in convenient locations with a
good view of the oval• Continue planning to secure grant funding to construct shade over the Water Park • Investigate opportunities to fund a S&R officer with multi-agency partnership combining
smaller funding sources to achieve sufficient funds to employ someone• Establish a coordination group in the community with all Agencies, School and Alawa working
together to share ideas and resources to improve S&R programs in the community
2016-17 ALAWA
SECTION 2 | SERVICE DELIVERY 67
JILKMINGGANNEVER NEVER WARDOTHER NAMES: Djembere, Djilkminggan, Duck Creek and Jilkminggal
LOCATION: Jilkminggan is located 138 km southeast of Katherine and only 28 km from Mataranka.
TOTAL POPULATION: 280 (2011 Census)
OUTSTATIONS: Mole Hill
TOTAL INDIGENOUS POPULATION: 272 (2011 Census)
MEDIAN AGE: 18 years (2011 Census)
POPULATION CHANGE SINCE 2006: 2.94% increase (2006 and 2011 Censuses)
SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Jilkminggan including road maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink and Community Care Programs for
Children and Elderly on behalf of other government agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Jilkminggan.
Located in Jilkminggan are a Health Clinic, School and Store. A Police Station located at Mataranka, 28km from Jilkminggan. There is a public telephone in Jilkminggan. Digital television is connected to all homes.
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
Footpaths next to main roads. 2016-17 DCG To be sourcedTraffic management - Parking area near Art Centre and Clinic 2016-17 DCCS To be sourcedUpgrade of fencing and condition of playing surface at the Oval 2016-17 DCG To be sourcedSport and Recreation precinct (oval, softball, outdoor court, S&R shed) Master Plan to consider:• minor configuration of oval so it can comply with standards to
host games• relocation of old softball nets to SE corner of oval area• resolve drainage issues• additional shade tree planting• integration with the sports court and shed should consider
development of single toilet and change block to service both field and court
2016-17 DCG To be sourced
Sports court lighting and covering with a fixed roof 2016-17 DCG To be sourced
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201768
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
Sport and Recreation Hall upgrades:• complete roof insulation• Shipping container for storage to remove restriction on
opening the end doors to improve ventilation• Improve entry and office facilities to allow better supervision
and operation of the hall• Provide roller shutters or sliding glass windows for the
kitchen servery so the air-conditioning in the kitchen can work more efficiently
• Investigate other solutions to ventilation and cooling such as roof vents and evaporative cooling units
2016-17 DCG To be sourced
Culverts for Dump and Farm roads 2016-17 DCS To be sourcedInstall grids and stock exclusion fencing 2016-17 DCG To be sourcedNew Cemetery 2016-17 DCCS To be sourcedSolar Light for Bridge, Basketball court, small park behind Council Centre
2016-17 DCG To be sourced
Cemetery Project – headstones and surrounds 2016-17 DCCS To be sourced
AGENCY SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
Public toilet and shower at football grounds for visiting players 2016-17 DCG To be sourcedShed over the basketball court. 2016-17 DCG To be sourced
Play equipment at Sport and Recreation area, Bough Shed and Sungodown Camp
2016-17 DCG To be sourced
Roof lining and air-conditioning for Sports and Recreation Hall 2016-17 DCG To be sourcedShade shelter and seating at Football Oval 2016-17 DCG To be sourcedFormalised Youth & Men’s Group Programs 2016-17 DCCS To be sourced
A Vehicle for Sport & Recreation purposes. 2016-17 DCCS To be sourced
OTHER SERVICES OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
Water Park 2016-17 DLGCSMobile phone coverage tower. 2016-17 TelstraMore housing to reduce crowding. 2016-17 DHsg and DLGCSSingle Men’s and Women’s accommodation. 2016-17 DHsg and DLGCSLight at Pumping Station 2016-17 PAWAAccess to school sports court in the wet season and for children and youth programs
2016-17 DoE
SECTION 2 | SERVICE DELIVERY 69
LARRIMAHNEVER NEVER WARD
LOCATION: Larrimah is located in the Birdum region which stretches down the Stuart Highway from south of Mataranka to Newcastle Waters Cattle Station. The town of Larrimah is 182 kilometres south of Katherine and 76km south of Mataranka.
TOTAL POPULATION: 194 people reside in the Birdum Region (2011 Census) including 15 people from the township of Larrimah.
MEDIAN AGE: 37 years (2011 Census)
SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Larrimah including maintenance and upgrade of infrastructure, weed control and fire hazard reduction in and around the township as well as providing governance support.
Located in Larrimah are a Hotel, Café and Museum. A Police Station is located in Mataranka which is 76km to the north.
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
Formalise the Dump and Waste Management Plan Ongoing DCCS BudgetContinue beautification of the Park area at Lot 62 with stage 1 and 2 of the irrigation
2016-17 DCCS To be sourced
Internal road repairs Ongoing DCCS BudgetAssess the viability or sustainability of refurbishing the bore at the oval to provide irrigation for the field and public gardens
2016-17 DCG Budget
OTHER SERVICE OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
Clean up of Green Park Roadhouse 2016-17 DoIUpgrade and realignment of the Western Creek access road to Stuart Highway – including Repairs, maintenance and radio transmission
2016-17 DoI
Mobile phone services 2016-17 TelstraReplacement vehicle for the Larrimah Fire and Response Group (FERG) Unit 2016-17 NTPFES
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201770
MANYALLALUKNYIRRANGGULUNG WARD
OTHER NAMES: Eva Valley
LOCATION: Manyallaluk is located north east of Katherine. As the crow flies from Katherine to Manyallaluk the landscape is filled with rivers gorges and plateaus so road access requires heading south, then east, then north. Manyallaluk is half an hour’s drive from Barunga and one hour drive from Beswick (Wugularr).
TOTAL POPULATION: 105 (2011 Census)
MEDIAN AGE: 20 years (2011 Census)
SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Manyallaluk including road maintenance and repair, traffic management, rubbish collection,
airstrip maintenance and repair, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink and community care programs for the Elderly and Children on behalf of other Government Agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in Manyallaluk.
Other services in Manyallaluk include a Health Clinic, Primary School and Airstrip. Local Police are located at Maranboy half an hour back along the Central Arnhem Highway towards Barunga. There is currently one public telephone, and no fuel at Manyallaluk.
SECTION 2 | SERVICE DELIVERY 71
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
Entry Grids and stock exclusion fencing 2016-17 DCG To be sourcedEstablish a network of paths throughout the town. 2016-17 DCG To be sourcedRoad upgrades • repair washouts and concrete, • bituminise• kerb and gutter
2016-17 DCS To be sourced
Local area traffic management – speed bumps, pedestrian crossing at basketball court and clinic
2016-17 DCCS To be sourced
Cemetery Project – Headstones and surrounds 2016-17 DCCS To be sourcedTimers on the lights at the Basketball court 2016-17 DCG To be sourcedSports court area improvements:• Concrete work,• External lighting,• Better linkage of stage and covered area– Sport and Recreation Master Plan 2015
2016-17 DCG FACE; LA Project
Improvements to the swimming hole picnic area – Sport and Recreation Master Plan 2015
2016-17 DCCS To be sourced
AGENCY SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
Installation of Sports Oval between town and single men’s quarters
2016-17 DCG To be sourced
Water safety training with parents and children 2016-17 DCCS To be sourcedPark upgrades:• BBQ and Shelter• Sandpit• Fence park• Upgrade soft fall under swing
2016-17 DCG To be sourced
Upgrade concrete slabs to paint ball games and hop scotch etc. on them
2016-17 DCG To be sourced
Upgrade old Crèche for use as a Youth Centre 2016-17 DCG To be sourced
OTHER SERVICES OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCYIncrease housing 2016-17 DHsgPromote economic development potential for a localised mechanic at either Manyallaluk, Barunga or Beswick to service all three location
2016-17 DoB
Investigate feasibility of developing a rectangular field near the single men’s quarters
2016-17 DCG
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201772
MATARANKA (INCLUDING MULGGAN)NEVER NEVER WARD
LOCATION: Mataranka is located 110 kilometres south of Katherine on the Stuart Highway. In addition to Mataranka Town Centre, Mataranka also includes Mulgan Camp.
TOTAL POPULATION: 246 (2011 Census)
TOTAL INDIGENOUS POPULATION: 91 (2011 Census)
MEDIAN AGE: 40 years (2011 Census)
POPULATION CHANGE SINCE 2006: 5.6% decrease (2006 and 2011 Censuses)
SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Mataranka including road maintenance and repair, airstrip maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink on behalf of other Government Agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Mataranka.
Located in Mataranka are a Health Clinic, Rural Transaction Centre, a School, Shops, a Supermarket, Motels, Caravan Parks, an Airstrip, Hotel, Fuel and a Police Station.
There is currently one public telephone in Mataranka and also Telstra 3G Telephone and Internet coverage. Radio coverage is also available.
EVENTS AND RECREATION: Mataranka is a ‘must-see’ Northern Territory destination for domestic and international travelers alike. Boasting the Mataranka Thermal Pools, Bitter Springs, Historic Cemetery and buildings as well as an abundance of fishing and camping locations, Mataranka offers the true tropical, outback experience.
The Mataranka Community host the Never Never Festival. This festival showcases the arts, crafts and Culture of the Mataranka region in a friendly and relaxed location, the local park.
The annual rodeo and fishing competition draw a great crowd of locals and tourists with attendance growing with every year.
SECTION 2 | SERVICE DELIVERY 73
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
Drainage at Elsey street 2016-17 DCS To be sourcedUpgrade toilets at Community Hall, add another toilet for wheel chair access and remove eucalyptus tree near
2016-17 DCG To be sourced
Re-develop Cemetery Management Plan at Mataranka. 2016-17 DCCS To be sourcedUpgrade play equipment at Sports and Recreation Grounds. 2016-17 DCG To be sourcedLot 84 - development of Regional Recycling Centre Business Plans
2016-17 DCCS Budget
Museum upgrade 2016-17 DCG To be sourcedUpgrade toilets at Sport and Recreation Grounds in consultation with LA move to a more suitable site
2016-17 DCG To be sourced
Park Upgrades:• Anthill• Water feature, statues using appropriate technology
2016-17 DCG To be sourced
AGENCY SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
Multi-purpose court at old bowls club development feasibility study to include need, likely utilisation rates and options for meeting this need – Sport and Recreation Master Plan 2015
2016-17 DCG Partly funded
OTHER SERVICES OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
Land Release 2016-17 NTGTown Plan review and update 2016-17 DLPEThe development of a walking track from Bitter Springs to the Homestead 2016-17 TNTInvestigate options for Aged Care Facility and Child Care Centre 2016-17 DCCS
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201774
NGUKURRYUGUL MANGI WARD
LOCATION: Ngukurr is located 331 km southeast of Katherine on the Roper Highway.
OUTSTATIONS: Boomerang Lagoon, Badawarka, Costello, Lake Katherine, Manbu Manbu, Ngaliwan, Namaliwirri, Ruined City, Turkey Lagoon, Wanmurri and Urapunga.
TOTAL POPULATION: 1056 (2011 Census)
TOTAL INDIGENOUS POPULATION: 973 (2011 Census)
MEDIAN AGE: 20 years (2011 Census)
POPULATION CHANGE SINCE 2006: 15.41% increase (2011 and 2006 Censuses)
SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Ngukurr including road maintenance and repair, airstrip maintenance and repair, traffic management, rubbish collection, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance
support as well as providing access to Centrelink and community care programs for the Elderly and Children on behalf of other Government Agencies. Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Ngukurr.
Located in Ngukurr is a Health Clinic, School, Store with fuel available, Arts Centre, Motel, Airstrip, Boat Jetty, Government Office, Police Station and Swimming Pool.
There are currently two public telephones in Ngukurr and also Telstra 3G Telephone and Internet coverage. Digital television is connected to all homes and local radio is provided through Roper Gulf Regional Council’s Indigenous Broadcasting Program (IBP).
MAJOR EVENT: The Yugul Mangi Festival is held annually usually mid-June. The festival allows community members to share their music, sporting and cultural successes with all those who attend.
SECTION 2 | SERVICE DELIVERY 75
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
Upgrade Barge Road and Landing 2016-17 DCG To be sourcedSolar lighting for Policeman Lookout Park, Cemetery, and Barge footpath
2016-17 DCG To be sourced
Install bus stops through town at Top Camp, Bottom Camp and opposite the Store
2016-17 DCG To be sourced
Commence installation of footpaths, road signs, associated landscaping and park furniture
2016-17 DCG To be sourced
Installation of water fountains 2016-17 DCG To be sourcedNo smoking signage for public places e.g. oval 2016-17 DCCS To be sourcedFlood lighting for the oval 2016-17 DCG To be sourcedEnclose open drains 2016-17 DCS To be sourcedUpgrade dump and surrounds to improve waste management 2016-17 DCCS To be sourced
Plan and design Policeman Lookout Park to include:• Solar lights• Irrigation• Furniture BBQ
2016-17 DCG To be sourced
Rehabilitate road surface on Pool and Oval Streets 2016-17 DCS To be sourcedDevelopment of a permanent Heavy Vehicle Truck Stop and turning bay with road signage
2016-17 DCS Funding application submitted
Development of a multi-purpose centre, public toilet and stage 2016-17 DCG To be sourcedSwimming pool complex improvement: installations of shade cloths, community graffiti board, water fountains, CCTV and upgrades to shade shelter, table and seats
2016-17 DCCS To be sourced
Development of new Lawn Cemetery including fencing 2016-17 DCCS To be sourced
Fencing off the Cemetery site 2016-17 DCCS To be sourcedSports oval and pool master plan for staged investment include in the overall feasibility assessment of the new multi-purpose centre to consider:• New location of multi-purpose centre adjacent to oval• Re-use old centre for other purposes versus redevelopment of
the space as a rectangle field• Funding operational model for centre• Integrate pool, indoor centre and oval in a single management
model• Revenue streams possible to offset operational costs• Create a precinct for sporting and major cultural events• Changes to the pool• Provision of flexible space for Youth Centre as part of centre
2016-17 DCG To be sourced
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201776
OTHER SERVICE OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
Increase opportunity for Youth to be involved with Trade Training 2016-17 CDPSupport development of Aged Care higher needs 2016-17 DHEncourage Government to undertake Community Fencing Program 2016-17 DHsgInstallation of a compost toilet at airport 2016-17 DoI Development of an AMP - consult with broader community through public meetings to plan
2016-17 DoB
Establishment of a Community Safety Committee to work with Ngukurr’s Justice and Harmony Committee and other key stakeholders to develop place-based strategies that will address safety concerns
2016-17 AGD
Jobs, training or further education offers guaranteed to all NTCET graduates living in Ngukurr through an organised transition to work program
2016-17 CDP
Upgrade Roper Highway by sealing the road up to Ngukurr 2016-17 DoINT Government to establish MVR and other general front line services in Ngukurr 2016-17 MVRAssist stakeholders in Ngukurr to develop a subdivision project to increase general industry and residential lots available to residents and local businesses.
2016-17 NLC/ YMAC/ RGRC
Upgrade water quality 2016-17 PAWAAdvocate to upgrade Church with:• Access road• Disabled ramp, coffin trolley
2016-17
Advocate for more housing 2016-17 DoHIncrease access to public internet services 2016-17 TelstraInter-agency Coordination Group to improve coordination of programs and activities and improve resource sharing
2016-17
Discussions with Yugul Mangi to develop a more “whole community” approach to funding and managing Sport and Recreation facilities in the community
2016-17 YMAC
SECTION 2 | SERVICE DELIVERY 77
NUMBULWARNUMBULWAR NUMBURINDI WARDLOCATION: Numbulwar is located at the mouth of the Rose River on the western coast of the Gulf of Carpentaria and adjacent to the extreme SW coast of Groote Eylandt. Numbulwar is approximately 476 km east of Katherine, 792 km south east of Darwin and 260 km south west of Nhulunbuy.
TOTAL POPULATION: 687 (2011 Census)
TOTAL INDIGENOUS POPULATION: 625 (2011 Census)
MEDIAN AGE: 24 years (2011 Census)
POPULATION CHANGE SINCE 2006: 1.18% increase (2011 and 2006 censuses)
SERVICES: Roper Gulf Regional Council provides a range of Local Government services in Numbulwar including road maintenance and repair, airstrip maintenance and repair traffic management, rubbish collection, upkeep of parks, gardens and weed management, community safety through Night Patrol, animal welfare and control, assets and fleet management, sport and recreation, governance support as well as providing access to Centrelink and community care programs for the elderly and children on behalf of other government agencies.
Roper Gulf Regional Council also operates the Community Development Program (CDP) in the community of Numbulwar.
Located in Numbulwar are a Health Clinic, School, Store with fuel available, Airstrip, Boat Jetty, and Police Station.
There are currently two public telephones in Numbulwar and also Telstra 3G Telephone and Internet coverage. Digital television is connected to all homes. The local radio is provided through Roper Gulf Regional Council’s Indigenous Broadcasting Program (IBP).
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
Build waterless public toilets at waterfront and airstrip 2016-17 DCG To be sourcedEducation awareness program for health, dogs, litter, adult learning and governance
2016-17 DCG/DCCS To be sourced
Establish new Dump site and decommission old Dump 2016-17 DCG REIFRight Path Project – including bike lanes and footpath lanes 2016-17 DCG To be sourcedNew Cemetery and ongoing management 2016-17 DCCS To be sourcedPedestrian crossing at Community Store, School, Newtown Store and Clinic including signage
2016-17 DCG To be sourced
Upgrade street lighting 2016-17 DCS To be sourced
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201778
Improve traffic management at barge and workshop areas 2016-17 DCCS To be sourcedCurb, guttering and drain management to control storm water at school and along main road to the CBD
2016-17 DCS To be sourced
Planning for a new sports oval in a more suitable location 2016-17 DCG To be sourcedResurfacing the sports court 2016-17 DCG FACEPlanning to Construct a roof over the sports court commence with design plans and costing, include a small toilet block to service courts
2016-17 DCG To be sourced
Old S&R hall refurbished or replaced and transform block to a community park and focus area with indoor and outdoor elements; shade, play, and program and activity spaces
2016-17 DCG To be sourced
AGENCY SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
Improved mail services 2016-17 Australia Post To be sourcedDevelopment of Family and Children’s Centre 2016-17 DET and DoE To be sourcedDevelopment of Alcohol Management Plan 2016-17 DoB and NT Police To be sourcedProvide Youth Leadership courses to develop leadership skills for youth across the region and pathways to employment
Ongoing DCS To be sourced
Relocation of Football Oval in new subdivision 2016-17 DCG To be sourcedConstruction of roof over Basketball Courts 2016-17 DCG To be sourcedShade over Playground 2016-17 DCG To be sourced
OTHER SERVICE OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
Bridge built over Phelps River and address series of culverts issue 2016-17 DoIWorking partnership to support the small business developments; develop a Government Business and Service Centre
Ongoing DoB
New multi-purpose Community Building and oval in new suburb 2016-17 DLPESupport School Attendance Working Group to develop a localised school attendance strategy that will increase attendance and have young adults and parents returning to school
Ongoing RSAS and School
Develop Arts and Craft Centre 2016-17 GEC and Numbulwar
School
PA System installed in the RSAS Vehicle 2016-17 RSAS
SECTION 2 | SERVICE DELIVERY 79
ROBINSON RIVERSOUTH WEST GULF WARDLOCATION: Robinson River is located 144 km south east of Borroloola and 798 km from Katherine.
TOTAL POPULATION: 258 (2011 Census)
TOTAL INDIGENOUS POPULATION: 240 (2011 Census)
MEDIAN AGE: 19 years (2011 Census)
POPULATION CHANGE SINCE 2001: 21.64% decrease (2001 and 2011 Censuses)
SERVICES: Roper Gulf Regional Council provides Night Patrol services and runs the Community Development Program (CDP) .
The Mungoorbada Aboriginal Corporation provides other services including, but not limited to Rubbish collection services, cemetery management, traffic management, companion animal management airstrip, the cattle station and the upkeep of parks and gardens.
AGENCY SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
Community Night Patrol 2016-17 DCCS IAS
OTHER SERVICE OR ADVOCACY ONLY
PROJECT DETAILS TIMEFRAME LEAD AGENCY
Steel stand for bin holder 2016-17 CDPEmployment and Training Ongoing CDPSports and Rec equipment 2016-17 Mungoorbada Aboriginal CorporationContainer for Sports equipment 2016-17 Mungoorbada Aboriginal CorporationInternal road repairs 2016-17 Mungoorbada Aboriginal CorporationTravelling sprinkler for oval 2016-17 Mungoorbada Aboriginal CorporationTandem Trailer for weekly rubbish picks 2016-17 Mungoorbada Aboriginal CorporationGraffiti removal 2016-17 Mungoorbada Aboriginal CorporationCemetery management 2016-17 Mungoorbada Aboriginal CorporationDog management 2016-17 Mungoorbada Aboriginal CorporationTourism development Ongoing Mungoorbada Aboriginal CorporationMore housing to address housing shortage 2016-17 Mungoorbada Aboriginal CorporationTraffic calming devices and signage 2016-17 Mungoorbada Aboriginal Corporation
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201780
URAPUNGAYUGUL MANGI WARD
OTHER NAME: Rittarangu
LOCATION: Urapunga is an outstation of Ngukurr. It is located on the Wilton River 30 kilometres west of Ngukurr off the Roper Highway.
TOTAL POPULATION: 99 (2011 Census)
MEDIAN AGE: 16 years (2011 Census)
SERVICES: Urapunga relies on the services provided in Ngukurr including but not limited to a Health Clinic, School, Store with fuel available, Arts Center, Motel, Airstrip, Boat Jetty, Government Office and Police Station.
CORE SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS
OR PARTNERSFUNDING SOURCE
Animal Welfare Ongoing DCCS BudgetContinue to develop Council Services Ongoing DCCS BudgetInstall fence around Cemetery and enclose headstones around existing gravesites
2016-17 DCCS To be sourced
Install Solar Lights at various locations around Community – Playground, Public toilets, Fellowship and Entrance areas
2016-17 DCG To be sourced
Bituminise dirt section to and around Local Shop area 2016-17 DCS To be sourcedUpgrade existing Public Toilet installing power, lighting and landscaping
2016-17 DCG To be sourced
Landscaping around Community creating parks, gardens and grassed areas
2016-17 DCCS To be sourced
Clear and upgrade old Homestead area 2016-17 DCCS To be sourcedLandscape Entrance into Community – Plant trees, irrigate, install solar lights, shaded BBQ area
2016-17 DCG To be sourced
Construct Bodhi Bus Shelter 2016-17 DCG To be sourced
SECTION 2 | SERVICE DELIVERY 81
AGENCY SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
Community Night Patrol Services Ongoing DCCS IASProvide Sport and Recreational activities – Exercise area, BMX/Bike track, Oval, Basketball court
2016-17 DCG To be sourced
COMMERCIAL SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
Construct Shade Shelter at Aerodrome and access to water 2016-17 DCG To be sourced
OTHER SERVICE OR ADVOCACY ONLY
PROJECT DETAILS LEAD AGENCY
Request Government to provide more maintenance from Roper Bar to Urapunga NTGImprovement to Roper Bar and Wilton River crossings NTGProvide Mobile Phone coverage DCARepair current Public Telephone Box and connection TelstraProvide services for the Old People – meals, washing, cleaning DHInstall community washing machines at Public Toilet Upgrade old Barge Area DoI
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201782
OUTSTATIONS & HOMELANDSOutstations serviced within the Roper Gulf region are:
SERVICED FROM BULMAN AND KATHERINE
• Barrapunta• Baghetti• Mount Catt
SERVICED FROM KATHERINE
• Jodetluk (Gorge Camp)• Werenbun
SERVICED FROM MATARANKA AND KATHERINE
• Mulgan Camp
SERVICED FROM NGUKURR AND KATHERINE
• Badawarrka• Boomerang Lagoon• Costello• Kewulyi• Mole Hill• Nulawan
There are approximately 300 people living across all of the Roper Gulf Region outstations in 43 dwellings, with a further 60 outstation dwellings currently vacant. The 300 residents are not evenly distributed across the outstations; Mulgan Camp has approximately 60 residents, Mount Catt has approximately 15 residents, Jodetluk has approximately 40 residents, Kewuyli approximately 20 residents, Werenbun approximately 40 residents with all other outstations home to less than 15 residents and an average of 5.4 residents. Significant seasonal population variations occur in the medium to small sized outstations due to the restricted access created by wet weather.
In partnership with NTG Department of Local Government and Community Services (DLGCS), Roper Gulf Regional Council provides basic services within these Outstations/ Homelands.
These services include:
• Municipal and Essential Services (MES) operational funding includes repairs and maintenance, minor works and general operational costs of delivery of municipal and essential services.
• Municipal services primarily include road and aerodrome maintenance, waste disposal, landscaping and dust control in common areas, fire breaks, dog control programs, environmental health activities and other municipal services.
• Essential services activities primarily are concerned with electricity, water and sewage systems operation and maintenance.
• Housing Maintenance Services (HMS) is to assist homeland residents to live in a safe and healthy environment. Funding is used for:
• direct costs associated with undertaking urgent and planned repairs and maintenance of community houses
• Home Extra Allowance (HEA) is an annual $5,200 per dwelling grant applied for by the homeland resident that meets the eligible criteria and allows families to improve their living conditions on homelands. Funding will be spent on identified repairs and maintenance of the homelands dwelling, particularly for issues that ensure a safe and secure environment for families.
• Municipal and Essential Services Special Purpose Grants (MES SPG) is capital infrastructure funding to assist service providers with the delivery of Municipal and Essential Services at Homelands where the costs to deliver the services are beyond the capacity of the MES program annual grant.
SECTION 2 | SERVICE DELIVERY 83
COMMERCIAL SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
MUNICIPAL ESSENTIAL SERVICESBarrapunta, Baghetti, Mount Catt, Jodetluk, Werenbun, Mulgan Camp, Badawarrka, Costello, Mole Hill, Nulawan, Kewulyi, Boomerang Lagoon
2016-17 DLGCS Budget
HOUSING MAINTENANCE SERVICESBarrapunta, Baghetti, Mount Catt, Jodetluk, Werenbun, Mulgan Camp, Badawarrka, Costello, Mole Hill, Nulawan, Kewulyi, Boomerang Lagoon
2016-17 DLGCS Budget
HOME EXTRA ALLOWANCEBadawarrka, Barrapunta, Boomerang Lagoon, Jodetluk, Kewulyi, Mole Hill, Mt Catt, Nulawan, Werenbun
2016-17 DLGCS Budget
BADAWARRKA • Boundary fence upgrade
2016-17 DLGCS To be sourced
BOOMERANG LAGOON • Solar generator• Boundary fencing• Upgrade shower block
2016-17 DLGCS To be sourced
GANIYARRAND• Upgrade water supply
2016-17 DLGCS To be sourced
JODETLUK • Replace water tank• Replace sewage pump
2016-17 DLGCS To be sourced
KEWULYI• Upgrade septic tanks systems in all dwellings• Internal road repairs• Upgrade access road to Dump and tidy up• Upgrade water storage system to improve water pressure• Cemetery fencing• Housing upgrades
2016-17 DLGCS To be sourced
MOLE HILL • Upgrade the sewage overflow drain • Boundary fencing• Remove old car bodies at Dump• Upgrade the Dump• Replace tank stand• Cemetery fencing
2016-17 DLGCS To be sourced
MT CATT• Upgrade septic tank behind shower block, • Upgrade power line• Upgrade the Dump• Upgrade access road
2016-17 DLGCS To be sourced
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201784
COMMERCIAL SERVICES
PROJECT DETAILS TIMEFRAMERESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
MULGAN CAMP• Replace sewage pump
2016-17 DLGCS To be sourced
NULAWAN • Dust suppression irrigation reticulation• Upgrade Dump• Upgrade water pump
2016-17 DLGCS To be sourced
NUMERLOORRI • Dust suppression irrigation reticulation• Upgrade water pump
2016-17 DLGCS To be sourced
WERENBUN• Replace water tank• Replace sewage pump• Upgrade the Dump• Flood damage repairs to access road
2016-17 DLGCS To be sourced
ALL LOCATIONS • Solar lights for communal facilities
2016-17 DLGCS To be sourced
SECTION 2 | SERVICE DELIVERY 85
PLANNINGFINANCIALThe key component of any financial strategy in
a service delivery organisation is to balance community demands and expectations with the organisation’s financial capacity. Roper Gulf Regional Council is still heavily reliant on grant and agency income. This reliance will continue whilst source revenue is restricted.
Roper Gulf Regional Council’s financial capacity to deliver more than the very basic services
will continue while RGRC is restricted in the generation of independent sources of revenue.
This Financial Plan has been based on the Core, Agency, Commercial and Other Council
Service programs as outlined in the Service Delivery section of this Regional Plan whilst observing the financial resources available.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201786
PLANNINGFINANCIAL
SECTION 3 | FINANCIAL PLANNING 87
3.1 BUDGET FOR THE FINANCIAL YEAR END 30 JUNE 20173.1.1. BUDGET SUMMARY 2016-17
The Budget for 2016-17 has been completed on a consultative basis and aims to address the needs of residents and the programs under the Roper Gulf Regional Council’s direction.
During the 2016-17 Financial Year, Roper Gulf Regional Council is expected to receive revenue of $35.97 million. Of this revenue, 50 percent is expected to be sourced from Grants, 41 percent from Government Contracts and Agency Services, 4.3 percent from Rates and remaining 4.7 per cent from others.
In expenditure terms, the five largest Service Delivery Program areas for the Council are: Community Development Program (CDP), Night Patrol, Territory Housing Repairs and Maintenance Contract, Municipal Services, and Council Services General. The largest component of operating expenditure is on wages and salaries, for a total of $20.2 million or 59.4 per cent. This is budgeted to fund 385 employment positions across the region. This makes the Council one of the largest employers in the Big Rivers Region, and the largest employer of Indigenous people in the Roper Gulf Regional Council area.
Additionally, the Council has budgeted $1.38 million for Capital Expenditure. The majority of this budget will be used for upgrading the Council Offices at Katherine, Beswick, Ngukurr and Borroloola. Other Capital upgrades are planned for the Visitor Accommodation and Staff Accommodation at Barunga, Beswick, Borroloola, Bulman, and Mataranka. There are three vehicles due for replacement as per Vehicle Replacement Program.
2016-17 Budget aims at generating an effective surplus of $796K. This surplus is after covering the Capital Expenditure of $1.38M; however, Capital Depreciation of $4.6M remains unfunded and is not adequate to renew the Council’s assets and infrastructure over the long term. This matter has been dealt with as a priority and any surplus during the year would be transferred to reserves to cover for future asset replacements and upgrades.
Roper Gulf Regional Council has a budgeted operating surplus of $2.17M which would be utilised to pay for the Capital Expenditure of $1.38M during the year. The remaining surplus would be put to asset replacement reserve. The Strategic Leadership Team plans to monitor the financials closely to maximise the efficiencies and effectiveness.
ANNUAL BUDGETSCouncil is required to prepare an Annual Budget in accordance with Part 10.5 of the Local Government Act. Section 127 of the act states:(1) A council must prepare a budget for each financial year. (2) The budget for a particular financial year must: (a) outline: (i) the council’s objectives for the relevant financial year; and (ii) the measures the council proposes to take, during the financial year, towards achieving those objectives; and
(iii) the indicators the council intends to use as a means of assessing its efficiency in achieving its objectives; and (b) contain estimates of revenue and expenditure for the financial year (differentiating between operating and capital expenditure); and (c) state the amount to be allocated to the development and maintenance of each class of infrastructure for the financial year; and (d) state the amount the council proposes to raise by way of rates,
and set out the rates structure, for the financial year; and (e) contain an assessment of the social and economic effects of its rating policies; and (f) state the allowances for members of the council for the financial year and the amount budgeted to cover payment of those allowances; and(g) contain any other information required by any guidelines that the Minister may make. (3) Subject to the regulations, a council must not budget for a deficit.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201788
3.2.1 INCOME AND EXPENDITURE REPORT (WITHOUT DEPRECIATION)
Roper Gulf Regional CouncilIncome and Expenditure Report for the year ended 2016-2017
INCOME BUDGET ($)
11 - Income Rates 1,555,12412 - Income Council Fees and Charges 853,63913 - Income Operating Grants Subsidies 18,027,30714 - Income Investments 200,00017 - Income Agency and Commercial Services 14,931,79418 - Income Capital Grants 220,00019 - Other Income 184,315
TOTAL INCOME 35,972,178
EXPENDITURE
21 - Employee Expenses 20,207,13122 - Contract and Material Expenses 9,467,07923 - Fleet, Plant & Equipment 1,007,73625 - Other Operating Expenses 3,103,44927 - Finance Expenses 12,260
TOTAL EXPENDITURE 33,797,654
OPERATING SURPLUS/(DEFICIT) (A) 2,174,524
CAPITAL EXPENDITURE
53 - WIP Assets 1,378,000
TOTAL CAPITAL EXPENDITURE (B) 1,378,000
EFFECTIVE SURPLUS/(DEFICIT) (A-B) 796,524
*The effective surplus of 796K is without asset depreciation of 4.6M.
19 - Other Income
18 - Income Capital Grants
17 - Income Agency and Commercial Services
14 - Income Investments
13 - Income Operating Grants Subsidies
12 - Income Council Fees and Charges
11 - Income Rates
INCOME BY ACCOUNT CATEGORY
27 - Finance Expenses
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY CATEGORY
SECTION 3 | FINANCIAL PLANNING 89
3.2.3 BUDGET 2015-2016 BY LOCATION
EXPENDITURE
10 - CORE - Corporate, Executive & Support -3,840,553
12 - CORE - Governance & Council 1,382,508
14 - CORE - Services 12,778
16 - CORE - Infrastructure and Assets 97,910
18 - COMMERCIAL - Housing 590,596
20 - COMMERCIAL - Other 367,641
22 - COMMERCIAL - Mechanical Workshops -11,461
26 - AGENCY - CDP 2,500
28 - AGENCY - Homelands and Outstations 901,584
30 - AGENCY - Family and Community 774,269
32 - AGENCY - Enviro Health and Landcare 226,434
34 - AGENCY - Community Safety 1,488,738
TOTAL EXPENDITURE 1,992,943
EXPENDITURE
21 - Employee Expenses 7,055,799
22 - Contract and Material Expenses 2,360,813
23 - Fleet, Plant & Equipment 269,157
25 - Other Operating Expenses 2,119,336
27 - Finance Expenses 11,810
31 - Internal Cost Allocations -9,823,971
TOTAL EXPENDITURE 1,992,943
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017
HEADQUARTERS
3.2 ESTIMATES OF REVENUE AND EXPENDITURE FOR THE 2016-17 FINANCIAL YEAR3.2.2 INCOME AND EXPENDITURE REPORT (WITH DEPRECIATION)
Roper Gulf Regional CouncilIncome and Expenditure Reportfor the year ended 2016-17
INCOME BUDGET ($)
11 - Income Rates 1,555,12412 - Income Council Fees and Charges 853,63913 - Income Operating Grants Subsidies 18,027,30714 - Income Investments 200,00017 - Income Agency and Commercial Services 14,931,79418 - Income Capital Grants 220,00019 - Other Income 184,315
TOTAL INCOME 35,972,178
EXPENDITURE
21 - Employee Expenses 20,207,13122 - Contract and Material Expenses 9,467,07923 - Fleet, Plant & Equipment 1,007,73624 - Asset Expense 4,624,70125 - Other Operating Expenses 3,103,44927 - Finance Expenses 12,260
TOTAL EXPENDITURE 38,422,356
OPERATING SURPLUS/(DEFICIT) (A) ( 2,450,177)
CAPITAL EXPENDITURE
53 - WIP Assets 1,378,000
TOTAL CAPITAL EXPENDITURE (B) 1,378,000
EFFECTIVE SURPLUS/(DEFICIT) (A-B) ( 3,828,177)
*The effective deficit of 3.8M is due to asset expense/depreciation of 4.6M
19 - Other Income
18 - Income Capital Grants
17 - Income Agency and Commercial Services
14 - Income Investments
13 - Income Operating Grants Subsidies
12 - Income Council Fees and Charges
11 - Income Rates
27 - Finance Expenses
25 - Other Operating Expenses
24 - Asset Expense
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
INCOME BY ACCOUNT CATEGORY
EXPENDITURE BY CATEGORY
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201790
348 - Library 33,528
350 - Centrelink 279,997
352 - Disability in Home Support 34,134
381 - Animal Control 226,434
401 - Night Patrol 689,088
404 - Indigenous Sports and Rec Program 240,146
407 - Remote Sports and Recreation 124,354
414 - Drug and Volatile Substances 49,781
415 - Indigenous Youth Reconnect 385,369
TOTAL EXPENDITURE 1,992,943
CAPITAL EXPENDITURE
110 - Assets Management - Fixed Assets 150,000
115 - Asset Management - Mobile Fleet & Equipment
40,000
TOTAL CAPITAL EXPENDITURE 190,000
31 - Internal Cost Allocations
27 - Finance Expenses
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE
101 - Chief Executive 433,659
102 - Corporate Services Directorate and Admin
269,121
103 - Infrastructure and Technical Services Directorate and Admin
407,090
104 - Community Services Directorate and Admin
-1,050,694
105 - Financial Management 970,321
106 - General Council Operations -2,661,511
107 - Human Resources 1,232,644
108 - IT services 148,030
109 - Asset Department 38,903
110 - Assets Management - Fixed Assets -2,442,360
112 - HQ Development 150,000
113 - Project Management 338,619
114 - Work Health and Safety 289,749
115 - Asset Management - Mobile Fleet & Equipment
-1,964,125
130 - Governance 662,535
131 - Council and Elected Members 672,673
132 - Local Authority 10,300
133 - Local Elections 5,000
134 - Community Grants 32,000
160 - Municipal Services 450
161 - Waste Management 12,328
200 - Local Roads Maintenance 88,871
201 - Street Lighting 13,834
202 - Staff Housing -4,795
220 - Territory Housing Repairs and Maintenance Contract
451,984
221 - Territory Housing Tenancy Management Contract
138,612
240 - Commercial Operations Admin 367,641
275 - Mechanical Workshop -11,461
313 - CDP Central Administration 2,500
320 - Outstation Services Admin 157,356
322 - Outstations Housing Maintenance 199,490
323 - Outstations Municipal Services 544,738
340 - Community Services Admin -7,100
341 - Commonwealth Aged Care Package 490,404
342 - Indigenous Aged Care Employment 82,664
344 - Commonwealth Home Support Program -200,141
346 - Indigenous Broadcasting 60,783
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
30 - AGENCY - Family and Community
28 - AGENCY - Homelands and Outstations
26 - AGENCY - CDP
22 - COMMERCIAL - Mechanical Workshops
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
SECTION 3 | FINANCIAL PLANNING 91
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017BARUNGA (BAMYILI)
EXPENDITURE
10 - CORE - Corporate, Executive & Support 334,266
12 - CORE - Governance & Council 49,571
14 - CORE - Services 471,152
16 - CORE - Infrastructure and Assets 16,723
18 - COMMERCIAL - Housing 125,516
20 - COMMERCIAL - Other 88,226
26 - AGENCY - CDP 618,785
30 - AGENCY - Family and Community 135,306
34 - AGENCY - Community Safety 247,549
TOTAL EXPENDITURE 2,087,093
EXPENDITURE
21 - Employee Expenses 939,175
22 - Contract and Material Expenses 230,264
23 - Fleet, Plant & Equipment 56,269
25 - Other Operating Expenses 59,815
27 - Finance Expenses 50
31 - Internal Cost Allocations 801,520
TOTAL EXPENDITURE 2,087,093
EXPENDITURE
111 - Council Services General 334,266
132 - Local Authority 5,918
138 - Local Authority Project 43,653
160 - Municipal Services 402,741
161 - Waste Management 66,660
164 - Local Emergency Management 1,050
169 - Civic Events 500
170 - Australia Day 200
200 - Local Roads Maintenance 5,500
201 - Street Lighting 8,472
202 - Staff Housing 2,751
220 - Territory Housing Repairs and Maintenance Contract
500
221 - Territory Housing Tenancy Management Contract
125,016
241 - Airstrip Maintenance Contracts 15,000
242 - Litter Collection and Slashing External Contracts
25,612
245 - Visitor Accommodation and External Facility Use
42,348
246 - Commercial Australia Post 5,266
314 - Service Fee - CDP 578,785
318 - Outcome Payments - CDP 40,000
344 - Commonwealth Home Support Program
5,572
346 - Indigenous Broadcasting 43,660
348 - Library 32,138
350 - Centrelink 53,936
401 - Night Patrol 169,365
404 - Indigenous Sports and Rec Program 45,871
409 - Sport and Rec Facilities 32,313
TOTAL EXPENDITURE 2,087,093
CAPITAL EXPENDITURE
110 - Assets Management - Fixed Assets 20,000
115 - Asset Management - Mobile Fleet & Equipment
40,000
TOTAL CAPITAL EXPENDITURE 60,000
34 - AGENCY - Community Safety
30 - AGENCY - Family and Community
26 - AGENCY - CDP
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
27 - Finance Expenses
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201792
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017BESWICK (WUGULARR)
EXPENDITURE
10 - CORE - Corporate, Executive & Support 360,03812 - CORE - Governance & Council 75,929
14 - CORE - Services 436,305
16 - CORE - Infrastructure and Assets 150,536
18 - COMMERCIAL - Housing 96,742
20 - COMMERCIAL - Other 141,984
26 - AGENCY - CDP 1,369,470
30 - AGENCY - Family and Community 426,778
34 - AGENCY - Community Safety 350,074
TOTAL EXPENDITURE 3,407,855
EXPENDITURE
21 - Employee Expenses 1,532,891
22 - Contract and Material Expenses 481,002
23 - Fleet, Plant & Equipment 82,650
25 - Other Operating Expenses 87,607
27 - Finance Expenses 50
31 - Internal Cost Allocations 1,223,656
TOTAL EXPENDITURE 3,407,855
EXPENDITURE
111 - Council Services General 360,038
132 - Local Authority 4,112
138 - Local Authority Project 71,817
160 - Municipal Services 350,651
161 - Waste management 82,713
164 - Local Emergency Management 2,041
169 - Civic Events 500
170 - Australia Day 400
200 - Local Roads Maintenance 145,500
201 - Street Lighting 17,694
202 - Staff Housing -12,658
220 - Territory Housing Repairs and Maintenance Contract
96,187
221 - Territory Housing Tenancy Management Contract
555
245 - Visitor Accommodation and External Facility Use
136,609
246 - Commercial Australia Post 5,375
314 - Service Fee - CDP 1,309,470
318 - Outcome Payments - CDP 60,000
342 - Indigenous Aged Care Employment 116,284
344 - Commonwealth Home Support Program
87,591
346 - Indigenous Broadcasting 39,147
347 - Crèche 136,883
350 - Centrelink 46,874
401 - Night Patrol 288,754
404 - Indigenous Sports and Rec Program 61,320
TOTAL EXPENDITURE 3,407,855
CAPITAL EXPENDITURE
110 - Assets Management - Fixed Assets 110,000
115 - Asset Management - Mobile Fleet & Equipment
65,000
TOTAL CAPITAL EXPENDITURE 175,000
34 - AGENCY - Community Safety
30 - AGENCY - Family and Community
26 - AGENCY - CDP
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
27 - Finance Expenses
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
SECTION 3 | FINANCIAL PLANNING 93
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017BORROLOOLA
EXPENDITURE
10 - CORE - Corporate, Executive & Support 377,244
12 - CORE - Governance & Council 140,009
14 - CORE - Services 495,541
16 - CORE - Infrastructure and Assets 133,884
20 - COMMERCIAL - Other 88,399
30 - AGENCY - Family and Community 68,292
32 - AGENCY - Enviro Health and Landcare 4,045
34 - AGENCY - Community Safety 514,587
36 - AGENCY - Other 527,364
38 - OTHER - Swimming Pools 427,632
TOTAL EXPENDITURE 2,776,995
EXPENDITURE
21 - Employee Expenses 1,031,261
22 - Contract and Material Expenses 929,798
23 - Fleet, Plant & Equipment 73,816
25 - Other Operating Expenses 99,443
27 - Finance Expenses 50
31 - Internal Cost Allocations 642,627
TOTAL EXPENDITURE 2,776,995
EXPENDITURE
101 - Chief Executive 400
106 - General Council Operations -22,929
110 - Assets Management - Fixed Assets 3,000
111 - Council Services General 396,773
132 - Local Authority 8,653
138 - Local Authority Project 131,356
160 - Municipal Services 408,696
161 - Waste Management 85,944
169 - Civic Events 500
170 - Australia Day 400
200 - Local Roads Maintenance 122,349
201 - Street Lighting 24,000
202 - Staff Housing -12,465
240 - Commercial Operations admin -45,858
241 - Airstrip Maintenance Contracts 72,000
245 - Visitor Accommodation and External Facility Use
62,257
348 - Library 68,292
381 - Animal Control 4,045
401 - Night Patrol 237,745
404 - Indigenous Sports and Rec Program 72,588
407 - Remote Sports and Recreation 42,459
415 - Indigenous Youth Reconnect 161,794
462 - 2014-19 Roads to Recovery 527,364
550 - Swimming Pool 427,632
TOTAL EXPENDITURE 2,776,995
CAPITAL EXPENDITURE
110 - Assets Management - Fixed Assets 260,000
115 - Asset Management - Mobile Fleet & Equipment
15,000
TOTAL CAPITAL EXPENDITURE 275,000
38 - OTHER - Swimming Pools
36 - AGENCY - Other
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
30 - AGENCY - Family and Community
20 - COMMERCIAL - Other
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
27 - Finance Expenses
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201794
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017BULMAN (GULIN GULIN)
EXPENDITURE
10 - CORE - Corporate, Executive & Support 301,772
12 - CORE - Governance & Council 46,439
14 - CORE - Services 401,463
16 - CORE - Infrastructure and Assets 9,697
18 - COMMERCIAL - Housing 112,238
20 - COMMERCIAL - Other 38,547
26 - AGENCY - CDP 671,642
28 - AGENCY - Homelands and Outstations 5,371
30 - AGENCY - Family and Community 321,508
34 - AGENCY - Community Safety 315,739
TOTAL EXPENDITURE 2,224,417
EXPENDITURE
21 - Employee Expenses 1,094,943
22 - Contract and Material Expenses 256,242
23 - Fleet, Plant & Equipment 57,985
25 - Other Operating Expenses 92,983
27 - Finance Expenses 50
31 - Internal Cost Allocations 722,214
TOTAL EXPENDITURE 2,224,417
EXPENDITURE
111 - Council Services General 301,772
132 - Local Authority 5,179138 - Local Authority Project 41,260
160 - Municipal Services 334,484
161 - Waste Management 64,229
169 - Civic Events 500
170 - Australia Day 200
171 - NAIDOC Week 2,050
200 - Local Roads Maintenance 2,500
201 - Street Lighting 3,000
202 - Staff Housing 4,197
220 - Territory Housing Repairs and Maintenance Contract
66,377
221 - Territory Housing Tenancy Management Contract
45,860
241 - Airstrip Maintenance Contracts 15,000
245 - Visitor Accommodation and External Facility Use
21,150
246 - Commercial Australia Post 2,397
314 - Service Fee - CDP 631,642
318 - Outcome Payments - CDP 40,000
320 - Outstation Services Admin 4,571
323 - Outstations Municipal Services 800
342 - Indigenous Aged Care Employment 72,992
344 - Commonwealth Home Support Program
14,887
346 - Indigenous Broadcasting 40,511
349 - School Nutrition Program 136,224
350 - Centrelink 56,894
401 - Night Patrol 210,753
404 - Indigenous Sports and Rec Program 104,985
TOTAL EXPENDITURE 2,224,417
CAPITAL EXPENDITURE
110 - Assets Management - Fixed Assets 25,000
TOTAL CAPITAL EXPENDITURE 25,000
34 - AGENCY - Community Safety
30 - AGENCY - Family and Community
28 - AGENCY - Homelands and Outstations
26 - AGENCY - CDP
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
27 - Finance Expenses
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
SECTION 3 | FINANCIAL PLANNING 95
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017JILKMINGGAN (DUCK CREEK)
EXPENDITURE
10 - CORE - Corporate, Executive & Support 109,164
12 - CORE - Governance & Council 43,567
14 - CORE - Services 304,488
16 - CORE - Infrastructure and Assets 9,208
18 - COMMERCIAL - Housing 52,654
20 - COMMERCIAL - Other 105,737
26 - AGENCY - CDP 682,498
30 - AGENCY - Family and Community 348,138
34 - AGENCY - Community Safety 497,073
TOTAL EXPENDITURE 2,152,526
EXPENDITURE
21 - Employee Expenses 1,062,690
22 - Contract and Material Expenses 171,137
23 - Fleet, Plant & Equipment 40,020
25 - Other Operating Expenses 76,796
27 - Finance Expenses 50
31 - Internal Cost Allocations 801,833
TOTAL EXPENDITURE 2,152,526
EXPENDITURE
110 - Assets Management - Fixed Assets 2,000
111 - Council Services General 107,164
132 - Local Authority 3,620
138 - Local Authority Project 39,947
160 - Municipal Services 229,207
161 - Waste Management 71,500
164 - Local Emergency Management 2,081
169 - Civic Events 500
170 - Australia Day 200
171 - NAIDOC Week 1,000
200 - Local Roads Maintenance 2,300
201 - Street Lighting 2,000
202 - Staff Housing 4,907
220 - Territory Housing Repairs and Maintenance Contract
13,342
221 - Territory Housing Tenancy Management Contract
39,311
244 - Power Water contract 102,857
246 - Commercial Australia Post 2,880
314 - Service Fee - CDP 667,498
318 - Outcome Payments - CDP 15,000
344 - Commonwealth Home Support Program
1,407
347 - Crèche 307,770
350 - Centrelink 38,961
401 - Night Patrol 248,491
403 - Outside School Hours Care 109,269
404 - Indigenous Sports and Rec Program 45,871
407 - Remote Sports and Recreation 50,090
409 - Sport and Rec Facilities 43,352
TOTAL EXPENDITURE 2,152,526
CAPITAL EXPENDITURE
110 - Assets Management - Fixed Assets 60,000
TOTAL CAPITAL EXPENDITURE 60,000
34 - AGENCY - Community Safety
30 - AGENCY - Family and Community
26 - AGENCY - CDP
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
27 - Finance Expenses
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201796
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017MANYALLALUK (EVA VALLEY)
EXPENDITURE
10 - CORE - Corporate, Executive & Support 71,559
12 - CORE - Governance & Council 18,598
14 - CORE - Services 360,450
16 - CORE - Infrastructure and Assets 95,867
18 - COMMERCIAL - Housing 200
20 - COMMERCIAL - Other 143,558
26 - AGENCY - CDP 161,068
30 - AGENCY - Family and Community 273,611
34 - AGENCY - Community Safety 144,438
TOTAL EXPENDITURE 1,269,350
EXPENDITURE
21 - Employee Expenses 517,614
22 - Contract and Material Expenses 235,962
23 - Fleet, Plant & Equipment 39,600
25 - Other Operating Expenses 35,502
27 - Finance Expenses 50
31 - Internal Cost Allocations 440,622
TOTAL EXPENDITURE 1,269,350
EXPENDITURE
111 - Council Services General 71,559
132 - Local Authority 3,812
138 - Local Authority Project 14,786
160 - Municipal Services 304,282
161 - Waste Management 54,519
164 - Local Emergency Management 1,050
169 - Civic Events 500
170 - Australia Day 100
200 - Local Roads Maintenance 102,300
201 - Street Lighting 1,000
202 - Staff Housing -7,433
220 - Territory Housing Repairs and Maintenance Contract
200
241 - Airstrip Maintenance Contracts 10,000
244 - Power Water contract 101,266
245 - Visitor Accommodation and External Facility Use
30,496
246 - Commercial Australia Post 1,796
314 - Service Fee - CDP 161,068
342 - Indigenous Aged Care Employment 58,377
344 - Commonwealth Home Support Program 13,887
347 - Crèche 95,800
349 - School Nutrition Program 100,776
350 - Centrelink 4,771
401 - Night Patrol 112,432
404 - Indigenous Sports and Rec Program 23,385
409 - Sport and Rec Facilities 8,621
TOTAL EXPENDITURE 1,269,350
CAPITAL EXPENDITURE
110 - Assets Management - Fixed Assets 30,000
TOTAL CAPITAL EXPENDITURE 30,000
34 - AGENCY - Community Safety
30 - AGENCY - Family and Community
26 - AGENCY - CDP
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
27 - Finance Expenses
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
SECTION 3 | FINANCIAL PLANNING 97
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017MATARANKA
EXPENDITURE
10 - CORE - Corporate, Executive & Support 495,520
12 - CORE - Governance & Council 40,999
14 - CORE - Services 571,757
16 - CORE - Infrastructure and Assets 1,073
20 - COMMERCIAL - Other 58,599
26 - AGENCY - CDP 270,172
30 - AGENCY - Family and Community 266,861
32 - AGENCY - Enviro Health and Landcare 3,220
34 - AGENCY - Community Safety 289,693
TOTAL EXPENDITURE 1,997,895
EXPENDITURE
21 - Employee Expenses 1,051,317
22 - Contract and Material Expenses 302,703
23 - Fleet, Plant & Equipment 86,481
25 - Other Operating Expenses 60,706
27 - Finance Expenses 50
31 - Internal Cost Allocations 496,637
TOTAL EXPENDITURE 1,997,895
EXPENDITURE
111 - Council Services General 495,520
132 - Local Authority 6,188
138 - Local Authority Project 34,811
160 - Municipal Services 515,704
161 - Waste Management 19,003
162 - Cemeteries Management 2,000
164 - Local Emergency Management 1,050
166 - Rural Transaction Centre 33,000
169 - Civic Events 500
170 - Australia Day 500
200 - Local Roads Maintenance 2,500
201 - Street Lighting 4,500
202 - Staff Housing -5,927
242 - Litter Collection and Slashing External Contracts
34,113
245 - Visitor Accommodation and External Facility Use
17,588
246 - Commercial Australia Post 6,899
314 - Service Fee - CDP 255,172
318 - Outcome Payments - CDP 15,000
342 - Indigenous Aged Care Employment 76,744
344 - Commonwealth Home Support Program
76,587
348 - Library 57,481
350 - Centrelink 56,049
381 - Animal Control 3,220
401 - Night Patrol 266,307
404 - Indigenous Sports and Rec Program 23,385
TOTAL EXPENDITURE 1,997,895
CAPITAL EXPENDITURE
110 - Assets Management - Fixed Assets 195,000
TOTAL CAPITAL EXPENDITURE 195,000
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
30 - AGENCY - Family and Community
26 - AGENCY - CDP
20 - COMMERCIAL - Other
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
27 - Finance Expenses
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-201798
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017MINYERRI
EXPENDITURE
10 - CORE - Corporate, Executive & Support 366,150
12 - CORE - Governance & Council 71,460
18 - COMMERCIAL - Housing 19,137
26 - AGENCY - CDP 1,420,656
34 - AGENCY - Community Safety 177,615
TOTAL EXPENDITURE 2,055,018
EXPENDITURE
21 - Employee Expenses 162,518
22 - Contract and Material Expenses 1,667,053
23 - Fleet, Plant & Equipment 6,100
25 - Other Operating Expenses 18,708
31 - Internal Cost Allocations 200,639
TOTAL EXPENDITURE 2,055,018
EXPENDITURE
106 - General Council Operations 365,650
111 - Council Services General 500
132 - Local Authority 3,420
138 - Local Authority Project 68,040
220 - Territory Housing Repairs and Maintenance Contract
14,300
221 - Territory Housing Tenancy Management Contract
4,837
314 - Service Fee - CDP 1,420,656
401 - Night Patrol 177,615
TOTAL EXPENDITURE 2,055,018
CAPITAL EXPENDITURE
TOTAL CAPITAL EXPENDITURE 0
34 - AGENCY - Community Safety
26 - AGENCY - CDP
18 - COMMERCIAL - Housing
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
SECTION 3 | FINANCIAL PLANNING 99
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017NGUKURR
EXPENDITURE
10 - CORE - Corporate, Executive & Support 642,806
12 - CORE - Governance & Council 155,181
14 - CORE - Services 723,441
16 - CORE - Infrastructure and Assets 387,881
18 - COMMERCIAL - Housing 436,861
20 - COMMERCIAL - Other 426,797
26 - AGENCY - CDP 2,455,773
28 - AGENCY - Homelands and Outstations 36,791
30 - AGENCY - Family and Community 557,964
34 - AGENCY - Community Safety 959,730
36 - AGENCY - Other 377,131
38 - OTHER - Swimming Pools 319,896
TOTAL EXPENDITURE 7,480,251
EXPENDITURE
21 - Employee Expenses 2,995,357
22 - Contract and Material Expenses 1,602,26323 - Fleet, Plant & Equipment 138,202
25 - Other Operating Expenses 244,814
27 - Finance Expenses 50
31 - Internal Cost Allocations 2,499,565
TOTAL EXPENDITURE 7,480,251
EXPENDITURE
106 - General Council Operations -16,397
111 - Council Services General 659,203
132 - Local Authority 7,176
138 - Local Authority Project 148,005
160 - Municipal Services 573,444
161 - Waste Management 146,447
164 - Local Emergency Management 1,050
169 - Civic Events 500
170 - Australia Day 500
171 - NAIDOC Week 1,500
200 - Local Roads Maintenance 373,869
201 - Street Lighting 8,000
202 - Staff Housing 6,012
220 - Territory Housing Repairs and Maintenance Contract
337,794
221 - Territory Housing Tenancy Management Contract
99,067
241 - Airstrip Maintenance Contracts 152,000
245 - Visitor Accommodation and External Facility Use
265,634
246 - Commercial Australia Post 9,163
314 - Service Fee - CDP 2,335,773
318 - Outcome Payments - CDP 120,000
322 - Outstations Housing Maintenance 500
323 - Outstations Municipal Services 36,291
340 - Community Services Admin 5,600
341 - Commonwealth Aged Care Package 45,549
342 - Indigenous Aged Care Employment 133,969
344 - Commonwealth Home Support Program 192,580
346 - Indigenous Broadcasting 43,233
348 - Library 26,475
350 - Centrelink 99,779
352 - Disability in Home Support 10,779
401 - Night Patrol 444,718
403 - Outside School Hours Care 121,426
404 - Indigenous Sports and Rec Program 60,773
409 - Sport and Rec Facilities 77,690
415 - Indigenous Youth Reconnect 255,123
462 - 2014-19 Roads to Recovery 377,131
550 - Swimming Pool 319,896
TOTAL EXPENDITURE 7,480,251
CAPITAL EXPENDITURE
110 - Assets Management - Fixed Assets 313,000
115 - Asset Management - Mobile Fleet & Equipment
45,000
TOTAL CAPITAL EXPENDITURE 358,000
38 - OTHER - Swimming Pools
36 - AGENCY - Other
34 - AGENCY - Community Safety
30 - AGENCY - Family and Community
28 - AGENCY - Homelands and Outstations
26 - AGENCY - CDP
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
27 - Finance Expenses
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-2017100
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017NUMBULWAR
EXPENDITURE
10 - CORE - Corporate, Executive & Support 497,191
12 - CORE - Governance & Council 148,821
14 - CORE - Services 939,482
16 - CORE - Infrastructure and Assets 227,411
18 - COMMERCIAL - Housing 205,058
20 - COMMERCIAL - Other 170,687
22 - COMMERCIAL - Mechanical Workshops 208,396
26 - AGENCY - CDP 1,994,855
30 - AGENCY - Family and Community 549,092
34 - AGENCY - Community Safety 607,746
TOTAL EXPENDITURE 5,548,741
EXPENDITURE
21 - Employee Expenses 2,403,238
22 - Contract and Material Expenses 1,084,484
23 - Fleet, Plant & Equipment 139,552
25 - Other Operating Expenses 188,535
27 - Finance Expenses 50
31 - Internal Cost Allocations 1,732,882
TOTAL EXPENDITURE 5,548,741
EXPENDITURE
111 - Council Services General 497,191
132 - Local Authority 5,279
138 - Local Authority Project 143,542
160 - Municipal Services 422,219
161 - Waste Management 103,213
164 - Local Emergency Management 1,050
169 - Civic Events 500
170 - Australia Day 500
171 - NAIDOC Week 2,000
172 - Numbulwar Fuel 410,000
200 - Local Roads Maintenance 196,000
201 - Street Lighting 6,000
202 - Staff Housing 25,411
220 - Territory Housing Repairs and Maintenance Contract
106,638
221 - Territory Housing Tenancy Management Contract
98,420
240 - Commercial Operations Admin -32,794
241 - Airstrip Maintenance Contracts 135,000
245 - Visitor Accommodation and External Facility Use
59,726
246 - Commercial Australia Post 8,755
275 - Mechanical Workshop 208,396
314 - Service Fee - CDP 1,772,355
318 - Outcome Payments - CDP 60,000
340 - Community Services Admin 1,500
341 - Commonwealth Aged Care Package 45,545
342 - Indigenous Aged Care Employment 133,969
344 - Commonwealth Home Support Program 202,553
346 - Indigenous Broadcasting 70,957
350 - Centrelink 94,567
370 - Remote School Attendance Strategy 162,500
401 - Night Patrol 275,753
404 - Indigenous Sports and Rec Program 99,183
407 - Remote Sports and Recreation 33,097
409 - Sport and Rec Facilities 6,300
415 - Indigenous Youth Reconnect 193,413
TOTAL EXPENDITURE 5,548,741
CAPITAL EXPENDITURE
115 - Asset Management - Mobile Fleet & Equipment
10,000
TOTAL CAPITAL EXPENDITURE 10,000
34 - AGENCY - Community Safety
30 - AGENCY - Family and Community
26 - AGENCY - CDP
22 - COMMERCIAL - Mechanical Workshops
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
27 - Finance Expenses
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
SECTION 3 | FINANCIAL PLANNING 101
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017ROBINSON RIVER
EXPENDITURE
34 - AGENCY - Community Safety 120,194
TOTAL EXPENDITURE 120,194
EXPENDITURE
21 - Employee Expenses 113,339
22 - Contract and Material Expenses 100
23 - Fleet, Plant & Equipment 2,200
25 - Other Operating Expenses 1,210
31 - Internal Cost Allocations 3,346
TOTAL EXPENDITURE 120,194
EXPENDITURE
401 - Night Patrol 120,194
TOTAL EXPENDITURE 120,194
CAPITAL EXPENDITURE
TOTAL CAPITAL EXPENDITURE 0
34 - AGENCY - Community Safety
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-2017102
Roper Gulf Regional Council Direct Expenditure Report: 2016-2017OTHER LOCATIONS
EXPENDITURE
14 - CORE - Services 10,306
16 - CORE - Infrastructure and Assets 1,500
20 - COMMERCIAL - Other 1,000
26 - AGENCY - CDP 534,298
28 - AGENCY - Homelands and Outstations 137,273
TOTAL EXPENDITURE 684,377
EXPENDITURE
21 - Employee Expenses 246,991
22 - Contract and Material Expenses 145,257
23 - Fleet, Plant & Equipment 15,705
25 - Other Operating Expenses 17,993
31 - Internal Cost Allocations 258,431
TOTAL EXPENDITURE 684,377
EXPENDITURE
160 - Municipal Services -745
161 - Waste Management 10,000
164 - Local Emergency Management 1,050
201 - Street Lighting 1,500
241 - Airstrip Maintenance Contracts 1,000
314 - Service Fee - CDP 524,298
318 - Outcome Payments - CDP 10,000
322 - Outstations Housing Maintenance 16,700
323 - Outstations Municipal Services 120,573
TOTAL EXPENDITURE 684,377
EXPENDITURE
23 - Urapunga (Ritarangu) 29,843
24 - Werenbun 7,700
26 - Badawarrka 9,500
28 - Barrapunta (Emu Springs) 2,857
29 - Boomerang Lagoon 1,750
30 - Costello 6,200
32 - Gorge Camp (Jodetluk) 14,550
35 - Mole Hill 3,421
37 - Mount Catt 9,008
38 - Mulggan 51,450
40 - Nulawan (Nalawan) 3,000
41 - Nummerloori (Namaliwirri) 5,000
47 - Kewyuli (Roper Valley) 5,800
49 - Binjari 534,298
TOTAL EXPENDITURE 684,377
CAPITAL EXPENDITURE
TOTAL CAPITAL EXPENDITURE 0
28 - AGENCY - Homelands and Outstations
26 - AGENCY - CDP
20 - COMMERCIAL - Other
16 - CORE - Infrastructure and Assets
14 - CORE - Services
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
SECTION 3 | FINANCIAL PLANNING 103
3.3 Financial Objectives, Measures and Indicators
GOAL 1 Strong Leadership through Good Governance, Strong Financial Management, Corporate Planning, and Operational Support.
STRATEGIC PROGRAMS
• Strengthening Elected Members and Local Authorities
• Youth Leadership Program• Workforce Development Plan• Employee Incentive Program• Induction Program• Communication and Connectivity• Risk Management Plan• Safety Management System• Records Management• Financial Management• Internet Connection Upgrade Project
BASE MEASURE
• Total Council Expenditure• Amount of Depreciation• Amount of Rates outstanding • Total Rates for the year• Amount of outstanding payments to Creditors
> 30 days• Amount of outstanding payments >30 day Debtors• Total Surplus or Deficit for the period• Cash balance at the end of the period• Amount of Current Assets• Amount of Current Liabilities • Increase in Rates recovery from previous year• Financial Ratio movement
EFFECTIVENESS
• Actual and percentage Rates recovery• Financial Ratios• Efficiency Indicator• Increase in Rates recovery from previous year• Financial Ratio improvement
GOAL 2 To Protect and Care for our Physical Environment
STRATEGIC PROGRAMS
• Right Path Project• Light Up The Dark Spot Program• Regional Waste Management Strategy• RGRC Green Plan renewal• Sport and Recreation Facility Master Plan• Cemetery Management• Cultural Heritage Projects• Animal Management Program• Strategic Weed Control Program• Service Level Plan
BASE MEASURE
• Total number of properties• Amount of energy costs x location• Amount of water usage x location• Amount energy consumption (kilowatts/hour)• The number of kms of road requiring maintenance
for the current year• Amount of core funding spent on Infrastructure
Projects• Running cost including depreciation of vehicles• Running cost including depreciation of plant and
equipment from assets ledgers
EFFECTIVENESS
• Average cost per working hour of electricity• Ratio/percentage of roads maintained to the total
kilometres of road under RGRC control• Ratio/percentage of core funding spent on
infrastructure project to the total amount spent on infrastructure projects
• Ratio/percentage of municipal funding to park garden and open space area
• Ratio/percentage over or under spend actual to budget
EFFICIENCY INDICATOR
• Decrease in energy cost• Decrease in water consumption• Financial Ratio improvement
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-2017104
GOAL 3 Safe, Strong and Vibrant Communities
STRATEGIC PROGRAMS
• Build capacity and community participation towards employment pathways
• Help our children get good start to life • Support our young people to achieve their ambitions
through training, work experience and education• Provide a high quality Community Night Patrol
Service • Support communities to care for their Aged and
Disabled • Support community involvement in sports,
recreation and cultural events • Attract and retain a skilled local workforce • Ensure a safe work environment
BASE MEASURE
• Actual v Budget Report for the period
EFFECTIVENESS
• Ratio /percentage over or under spend actual to budget for each Agency Service
• Ratio/percentage over or under spent actual to budget for Community Services
• CDP actual v targeted income percentage of• RGRC contribution to Agency Services• Actual percentage of returned Agency funding to the
total agency funding• Actual percentage of unspent Agency funding carried
forward
EFFICIENCY INDICATOR
• Operating as per budget for each Agency program• Operating as per budget for Community Services• Percentage of targeted income YTD• Budget utilisation rate YTD• Percentage actual costs against budgeted cost YTD• Reduction in RGRC contribution• Reduction in returned Agency funding• Reduction in the amount of Agency funding
GOAL 4 Support Employment, Training and Economic Development
STRATEGIC PROGRAMS
• Future Employment Programs• Technical Services Employment Programs• Outstation Services• Government and Commercial Contracts• Economic Growth and Employment Projects• Energy Efficient Programs• Road Maintenance Plan• Assets Audit• Assets Management and Maintenance Plan• Safety in all Activities
BASE MEASURE
• Total amount of funds generated from external contract work (all contracts in Directorate of Commercial Services)
• Total amount of income of Directorate of Commercial Services
• Total amount of expenditure of Directorate of Commercial Services
• Total number of Directorate of Commercial Services staff
• Increase or decrease of Directorate of Commercial Services staff
• Ratio of workshop internal work to external work• Number of Tenancy Management requests• Number of Tenancy Management requests
completed• Total number of Visitor Accommodation rooms• Number of available Visitor Accommodation rooms
in all communities• Number of external visitors staying in RGRC
accommodation• Ratio of internal to external visitor charges per
quarter• Number of commercial contracts which aim to
contribute to the core services of RGRC
SECTION 3 | FINANCIAL PLANNING 105
3.4 Council & Local Authority Expenses3.4.1 COUNCILLOR ALLOWANCES
APPROVED COUNCILLOR ALLOWANCES APPROVED AMOUNT $ BUDGET AMOUNT $
COUNCILLOR – BASE* 13,151.83 131,518,30
Electoral** 4,812.67 48,126.70
DEPUTY MAYOR – BASE* 27,039.81 27,039.81
Electoral** 4,812.67 4,812.67
MAYOR – BASE* 73,125.37 73,125.37
Electoral** 19,247.18 19,247.18
TOTAL BASE+ELECTORAL ALLOWANCE 142,189.53 303,870.03
Professional Development Allowance** including:• Course Fees• Travel• Meals and Accommodation
3,653.68 max per Elected Member
43,844.16
Extra Meeting Allowance**** ($125 per meeting maximum claimable $8,561.59 per Councillor) As per CL006 Councillor Allowances Policy
125.00 per meeting per Councillor
12,000.00
Acting Principal Member*****($254.42 per day maximum claimable 90days $22,897.80)
254.42 per day 22,897.80
• Income and expense for each program, service, and or contract
• Amount of project management revenue• Total cost of infrastructure repairs and
maintenance
EFFECTIVENESS
• Occupancy rates of Visitor Accommodation (number of rooms available to number of rooms used)
• Profit from each program, service, and or contract• Percentage of actual income to budgeted income• Percentage of actual net profit to budgeted net
profit for the Directorate of Commercial Services• Ratio/percentage of running costs per asset value• Number of formal economic partnerships with
other organisations• Efficiency Indicator• Percentage completion of long term Asset
Management plans for directorate assets (total number of assets/completed plans)
• Increase of net profit • Improvement in asset expense ratio• Increase of net profit from previous year
BASELINE DATA is the raw data required to compute efficiency and effectiveness.
EFFECTIVENESS is about the effect that initiatives have had on particular parameters. These results can be mapped over the years to show trends which will lead to measuring efficiency.
EFFICIENCY is about being cost effective and increasing value for money.
QUALITY is the degree of customer service delivery. The quality of service is measured through a series of surveys. An independent survey is conducted periodically to indicate community perception of the organisation.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-2017106
*Base Allowance Claims
The base allowance is automatically paid to Council Members each month or at such frequency as resolved by Council, in arrears.
**Electoral Allowance Claims
The electoral allowance is automatically paid to Council Members each month or at such frequency as resolved by Council, in arrears.
***Professional Development Allowance Claims
(i) The allowance is available to all Council Members. (ii) The professional development allowance may be claimed multiple times each year, but the total value of those claims must not exceed the maximum specified in the table (see clause 8). (iii) The professional development allowance is to be used to cover the cost of travel to the course or conference, course or conference fees, meals and accommodation for the duration of the course or conference. (iv) Claims must be made using the forms approved by Council. (v) Only approved courses/conferences consistent with Council Policy attract professional development allowance.
****Extra Meeting Allowance Claims
(i) Council Members may only claim an extra meeting allowance for meetings referred to in the Council Policy. (ii) An extra meeting allowance may be claimed for up to a maximum of two meetings per day. (iii) Council Members must not claim for an extra meeting more than once for the same meeting. (iv) When a Council Member is required to travel in order to attend an approved extra meeting, the Council Member may claim an extra meeting allowance for each full day of travel, unless that travel falls on the same day on which the meeting is held. In this context, a full day of travelling means at least four hours of travelling, which may include time in transit. (v) Claims must be made using the forms approved by Council. (vi) Forms must include the date on which the meeting was held and indicate the period of time the member was present at the meeting. (vii) The
member must have attended at least 75 per cent of the duration of the meeting to claim an extra meeting allowance. (viii) Claims for extra meeting allowance must be made by the second working day in the month following the meeting for which the claim is made, or as resolved by Council. Payment of extra meeting allowance is monthly or as resolved by Council. (ix) Claims for extra meeting allowance not made in accordance with (viii) will be regarded as a late claim and paid with the next monthly payment. However, if the claim is not made within three months of the meeting for which the extra meeting allowance is claimed, the right to an extra meeting allowance for that meeting is forfeited. (x) Claims forms must be submitted by the approved method.
*****Acting Principal Member Claims
(i) When the Deputy Principal Member carries out the functions of the Principal Member as outlined in section 43(2)(b) and section 43(2)(c) of the Local Government Act, the Deputy Principal Member is entitled to be paid an allowance as the Acting Principal Member. (ii) If some other Council Member is Acting as the Principal Member in accordance with section 43(3) of the Local Government Act, the member is entitled to be paid an allowance as the Acting Principal Member. (iii) The Acting Principal Member is entitled to be paid the daily rate, as outlined in the table of allowances. While a Council Member is Acting Principal Member, the extra meeting and base allowances are suspended. In the case of base allowance, this is on a pro rata basis. The member is still entitled to their usual electoral allowance. The daily rate includes Saturdays, Sundays and public holidays. (iv) The maximum number of days (including Saturdays, Sundays and public holidays) that a Council Member may be paid as the Acting Principal Member is an aggregate of 90 days in a financial year. A member may continue to hold the position for a longer period if Council so resolves, however, the allowance reverts to the usual rate for that member.
SECTION 3 | FINANCIAL PLANNING 107
3.4.2 COUNCIL AND ELECTED MEMBER EXPENSES
Activity 131 Council and Elected Members Expenditure report by Natural Account period ending 30 June 2017.
BUDGET ($)
EXPENDITURE 17GLBUD
NATURAL ACCOUNT TOTAL PRDS
2131 Fringe Benefits 10,002.96
2211 Consulting Fee Expense 14,000.00
2251 Material Expense General 200.00
2273 Food, Catering & Cleaning Supplies 200.00
2313 Insurance Premium Expense Fleet & Plant
500.04
2341 Vehicle Registration Expense 849.96
2372 Fleet, Plant & Equipment R&M 20,000.04
2517 Fuel and Oil Expense Motor Vehicles
3,240.00
2518 Mobile Telephone Expense 6,000.00
2521 Advertising Expense 2,400.00
2522 ID/Ochre Card 570.00
2531 Training Course 1,500.00
2532 Conference or Seminar Course Fee Expense
5,000.00
2534 Accommodation Expense 32,000.00
2535 Airfare and Travel Fare Expense 40,000.00
2537 Travel Allowance Expenses 60,000.00
2546 Equip/Venue Hire 4,000.00
2549 Chairman Mayoral Allowance Expense
96,026.23
2551 Councillor Allowance Expense 295,353.64
2552 Printing and Stationery 1,000.00
2554 Computer Consumables 100.00
2555 Meeting Catering 14,000.00
2557 Council Uniforms 1,200.00
3121 Plant and Vehicle Cost Allocation 24,999.96
3146 Visitor Accommodation Charges 7,000.00
3151 Internal Workshop allocation 25,530.00
3198 Internal Vehicle Hire 7,000.00
TOTAL 672,672.83
3.4.3 LOCAL AUTHORITY ALLOWANCES
Local Authorities eligible members are paid an allowance after attending a Local Authority meeting or provisional meeting. The Local Authority Allowances are established by the Minister and on the 29 January 2016 the allowances set for Local Authorities based on revenue units are as follows:
• Chair, if eligible, 143 units
• Other eligible members 107 units
The Department of Treasury and Finance has established the revenue unit at $1.15 for the period from 1 July 2016 to 30 June 2017.
APPROVED LOCAL AUTHORITY ALLOWANCES
APPROVED AMOUNT $
BUDGET AMOUNT $
Local Authority Chairperson 164.00 7,574.00
Local Authority Member 123.00 39,622.00
TOTAL LOCAL AUTHORITY ALLOWANCE (EXCLUDING SUPPORT AND TRAINING EXPENSES) 287.00 47,196.00
Activity 132 Local Authorities Expenditure report by Natural Account period ending 30 June 2017.
3.4.4 LOCAL AUTHORITY EXPENSES
BUDGET ($)
EXPENDITURE 17GLBUD
NATURAL ACCOUNT TOTAL PRDS
2531 Training Course Fee Exp 4,000.00
2550 Local Authority Meeting Allowance 47,196.00
2555 Meeting Catering 6,160.00
3198 Internal Vehicle Hire Charges 6,300.00
TOTAL 63,656.00
Please note that the budget excludes the support employee expense, travel and other direct cost attributed to conducting the meetings.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-2017108
3.5 Long Term Financial Plan3.5.1 STATEMENT OF MAJOR INITIATIVES
The Roper Gulf Regional Council Long-term Financial Plan has been developed to support and achieve the goals and strategies that are highlighted in the RGRC Strategic Plan 2013-2016.
• The Community Development Program has employment sustainability for our organisation and promotes opportunities for employment for local people.
• Council will develop an Integrated Asset Management program in 2016-17 for its ongoing
asset management requirements. It is anticipated that this should provide cost efficiencies going forward.
• Council is undertaking an Asset Assessment Process this year to fully evaluate all council controlled fixed and non-fixed assets with the goal of rationalising under utilised assets and developing management plans for all assets.
• Council has adopted an Investment Policy which will guarantee the capital investment whilst maximising the return on the investment.
3.5.2 PROJECTIONS OF INCOME AND EXPENDITURE
Roper Gulf Regional Council 4-Year Projected Budget 2016-2020
2016-17 2017-18 2018-19 2019-20
YEAR TO DATE BUDGET ($)
YEAR TO DATE BUDGET ($)
YEAR TO DATE BUDGET ($)
YEAR TO DATE BUDGET ($)
INCOME
11 - Income Rates 1,645,887 1,892,770 2,082,047 2,290,252
12 - Income Council Fees and Charges 853,639 879,248 905,626 932,794
13 - Income Operating Grants Subsidies 18,027,307 18,027,307 18,568,126 19,125,170
14 - Income Investments 200,000 206,000 212,180 218,545
17 - Income Agency & Comm. Services 14,919,521 15,367,107 15,828,120 16,302,964
18 - Income Capital Grants 220,000 226,600 233,398 240,400
19 - Other Income 186,986 200,000 200,000 200,000
TOTAL INCOME 36,053,341 36,799,032 38,029,497 39,310,126
EXPENDITURE
21 - Employee Expenses 20,108,131 20,711,375 21,332,716 21,972,698
22 - Contract and Material Expenses 9,597,591 10,000,690 10,420,719 10,733,340
23 - Fleet, Plant & Equipment 1,044,352 1,088,215 1,133,920 1,145,259
25 - Other Operating Expenses 3,076,566 3,205,782 3,340,425 3,480,722
27 - Finance Expenses 12,260 12,775 13,311 13,871
TOTAL EXPENDITURE 33,838,900 35,018,836 36,241,091 37,345,890
OPERATING SURPLUS/(DEFICIT) 2,214,441 1,780,196 1,788,406 1,964,236
CAPITAL EXPENDITURE
53 - Asset Purchases 1,378,000 1,780,196 1,788,406 1,964,236
TOTAL CAPITAL EXPENDITURE 1,378,000 1,780,196 1,788,406 1,964,236
SECTION 3 | FINANCIAL PLANNING 109
3.5.3 BUDGET ASSUMPTIONS
• Any surpluses will be transferred to the asset replacement reserve to cover asset replacements and upgrades.
• No direct control on grants and agency income for future years and these are subject to change.
3.5.4 CAPITAL EXPENDITURE
Asset management is increasingly becoming important to Roper Gulf Regional Council. With over $51.3 million in depreciating physical assets and the need for financial sustainability and economical practices, it is prudent that asset management is a key focus for Council in the years to come and that it is to the highest standards possible.
Council’s Asset Management Team focuses on delivering the following services to Council:
• Acquisitions and disposal of assets;• Fleet and pool vehicle management;• Financial asset management (maintenance of• asset registers, ledgers, commissioning, insurance);• Long term planning for assets (10 year plans);• Staff Housing Tenancy Management;• Visitor Accommodation Management; and• Commercial Tenancy Management.
The primary role of assets is to support the delivery of services that deliver Council’s long term objectives. As Council’s assets age there are increased maintenance, refurbishment and disposal costs which increase the cost of the services that they support.
The main aim of Council’s asset management is to ensure that assets are managed in line with the National Asset Management Strategy (NAMS)– a national framework for Local Governments to manage their assets, and this framework outlines minimal ‘core’ asset management actions based around the framework.
The national frameworks for asset management are:
• Framework 1: Criteria for Assessing Financial Sustainability
• Framework 2: Asset Planning and Management• Framework 3: Financial Planning and Reporting
A gap analysis has been undertaken to gain an understanding of Council’s current level of asset management and to highlight areas for improvement and best practice to further develop Council’s asset management planning practices. Thus, Council’s main asset management focus for the forthcoming year is implementing strategies identified from this analysis.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-2017110
3.5.5 REPAIRS AND MAINTENANCE, AND INFRASTRUCTURE DEVELOPMENT
CAPITAL EXPENDITURE AMOUNT ($)
5321 - Capital Purchase/Construct Buildings 798,000.00
5331 - Capital Construct Infrastructure 365,000.00
5341 - Capital Purchases Plant & Equipment 145,000.00
5371 – Capital Purchases Vehicles 70,000..00
TOTAL CAPITAL EXPENDITURE 1,378,000.00 REPAIRS AND MAINTENANCE
2242 - Asset R&M Expense 301,857.12
2352 - Fleet, Plant & Equipment R&M 26,464.09
TOTAL REPAIRS AND MAINTENANCE 328,321.21
3.5.6 ASSET AND INFRASTRUCTURE DEVELOPMENT SCHEDULED FOR 2016-17
ACCOUNT NUMBER AMOUNT ($) DESCRIPTION
LOCATION: 10 - HQ
10.10.115.5371 40,000.00 Act 320 - Replace Ute CA45IE - 40K
10.10.115.5321 150,000.00 Development of 2 Crawford Street
190,000.00 LOCATION: 11 - BARUNGA (BAMYILI)
11.10.110.5321 20,000.00 Act 245 - Paint Job & Kitchen Shelving at Lot 266 - 20K
11.10.115.5341 40,000.00 Act 160 - 2 X Zero Turn Ride On Mowers - 20K each
60,000.00 LOCATION: 12 - BESWICK (WUGULARR)
12.10.110.5321 110,000.00 Act 111 - Replace windows - 20K, Outside paint - 10K, Fencing - 15K, Bathroom and Kitchen redo - 40K | Act 245 - Additional toilet at Contractor Quarter - 25K
12.10.115.5341 35,000.00 Act 160 - Kubota Ride on Mower - 35K
12.10.115.5371 30,000.00 ACT 160 - 2WD Hilux Twin Cab
175,000.00 LOCATION: 13 - BORROLOOLA
13.10.110.5321 160,000.00 Act 160 - Plant & Equipment Shed - 50K, Act 111 - Consultancy for office design - 40K and Act 202 - Lot 383 Staff Housing Refurbishments - 70K
13.10.110.5331 100,000.00 Act 161 site office - 100K
13.10.115.5341 15,000.00 Act 160 - Trailer for Skid Steer - 15K
275,000.00 LOCATION: 14 - BULMAN (GULIN GULIN)
14.10.110.5321 25,000.00 Act 202 - Lot 1B renovation - 25K
25,000.00
SECTION 3 | FINANCIAL PLANNING 111
LOCATION: 15 - EVA VALLEY (MANYALLALUK)
15.10.110.5331 30,000.00 Concreting Basketball Court 30K and Act
30,000.00 LOCATION: 16 - JILKMINGGAN (DUCK CREEK)
16.10.110.5331 60,000.00 Act 161 - Landfill Upgrade - 60K
60,000.00 LOCATION: 18 - MATARANKA
18.10.110.5321 170,000.00 Act 202 - Lot 17 Upgrade - 150K, Act 245 - VOQ Paint Job and Shower Replacement - 20K
18.10.110.5331 25,000.00 Act 160 - Daly waters Tennis Court upgrade - 15K, Larrimah Irrigation - 10K
195,000.00 LOCATION: 20 - NGUKURR
20.10.110.5321 163,000.00 Act 111 - Refurb Block C - 100K , Installation of Power Meter - 3K and Timers on A/C and Lights 60K
20.10.110.5331 150,000.00 Activity 161 - Earthwork 100K, Fencing and Front Gate 50K
20.10.115.5341 45,000.00 Act 160 - Trailer for Bobcat - 15K, 2WD Hilux 30K
358,000.00 LOCATION: 21 - NUMBULWAR
21.10.115.5341 10,000.00 Act 161 - Street Sweeper - 10K
10,000.00 1,378,000.00
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-2017112
3.6 Rates 3.6.1 ASSESSMENT OF THE SOCIAL AND ECONOMIC EFFECTS OF THE RATING POLICY AND DECLARATION
Rates to be levied on property owners by Roper Gulf Regional Council in 2016-17 remain affordable and at very low levels compared to other Local Government jurisdictions in Australia. Further, rates levied on Territory Housing dwellings are paid in the first instance by Territory Housing, so have no direct financial impact on public housing tenants. As such, the Council does not anticipate any detrimental socio-economic impact from levying rates in 2016-17.
Additionally, rates revenue remains a small proportion of the Council’s total budget, at less than 4.5 per cent of the total. This underlies the fact that the Council is effective in securing significant non-rate revenue for all of its communities, including Government grants and contracts. This allows for services and employment opportunities to be delivered to Council residents far above what the rates revenue would alone enable, resulting in a net positive socio-economic impact for residents
3.6.2 RATES DECLARATION SUMMARY 2016-2017
SUMMARY
The following rates declaration has been prepared as per section 158 of the Local Government Act. Adjustments have been made to incorporate the Minister for Local Government’s approved conditional rating levies for mining and pastoral leases.
The rates declaration for 2016-17 will levy approx. $836,066.93 in rates revenue as compared to $746,721.28 in 2015-2016. The Waste Collection charges will be approximately $656,556.78 in 2016-17 as compared to $551,533.31 in 2015-16. Council has also declared a special rate this year to cover for the Animal Health Management in various communities and will be collecting $62,000.00 in 2016-17.
Rates for all the properties are to increase by 10% from the 2015-16 rates except Mining and Pastoral properties.
Please note that revenue estimates for pastoral and mining leases are based on accepted rates proposal by the Minister for Local Government and Community Services.
RATES: RESIDENTIAL PROPERTIES
RESIDENTIAL RATE 1: For residential properties on Aboriginal land and in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships:
2015-16 2016-17
$ 761.83 $ 838.01
RESIDENTIAL RATE 2: For residential properties in Borroloola, Mataranka, Larrimah and Daly Waters townships:
2015-16 2016-17
$ 617.01 $ 678.71
RESIDENTIAL RATE 3: For vacant land in Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:
2015-16 2016-17
$ 617.01 $ 678.71
RATES: COMMERCIAL PROPERTIES
COMMERCIAL RATE 1: For commercial properties on Aboriginal land and in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:
2015-16 2016-17
$ 902.56 $ 992.82
COMMERCIAL RATE 2: For commercial properties in Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:
2015-16 2016-17
$ 816.61 $ 898.27
SECTION 3 | FINANCIAL PLANNING 113
RATES: RURAL PROPERTIES
RURAL RATE 1: For rural residential living, horticultural or agricultural purpose properties under 200 hectares, a flat rate of:
2015-16 2016-17
$ 637.45 $ 701.20
RURAL RATE 2: For rural residential living, horticultural or agricultural purpose properties over 200 hectares, a flat rate of:
2015-16 2016-17
$ 707.59 $ 778.35
RATES: CONDITIONAL RATING
CONDITIONAL RATE 1: Pastoral Leases - For pastoral properties, with an assessed value of the property under $ 1,230,000, a flat rate of:
2015-16 DECREED 2016-17
$ 366.48 $ 366.31
For pastoral properties, with an assessed value of the property of over $ 1,230,000, a differential rate multiplying the assessed value of each property by:
2015-16 DECREED 2016-17
0.0297% 0.0299%
CONDITIONAL RATE 2: Mining and Extraction Leases - For mining and extraction leases with an assessed value of the property under $255,100, a flat rate of:
2015-16 DECREED 2016-17
$ 867.34 $ 871.68
For mining and extraction leases with an assessed value of the property of over $255,100, a differential rate multiplying the assessed value of each property by:
2015-16 2016-17
0.34% 0.34%
OTHER
For all other properties not defined elsewhere in the proposal, a flat rate of:
2015-16 2016-17
$ 761.83 $ 838.01
SPECIAL RATES: ANIMAL HEALTH MANAGEMENT
Pursuant to Section 156 of the Act, Council declared the special rate (“Animal Health Management”) to assist with the implementation of animal management in the area. For all residential allotments within Barunga, Beswick, Bulman, Jilkminggan, Eva Valley, Ngukurr, Numbulwar, Weemol, a flat rate of:
2015-16 2016-17
$125.00
WASTE MANAGEMENT CHARGES
For all town or community properties, or those receiving waste management services from or on behalf of Roper Gulf Regional Council, a flat charge per annum per property in respect of the garbage collection service provided, multiplied by the number of standard rubbish bins at the property and by the number of services per week.
2015-16 2016-17
$ 217.14 $ 257.07
All other service charges and fees are listed in the Fees and Charges Schedule under 3.7 of this Regional Plan.
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-2017114
3.7 Fees and Charges ScheduleA Senior Discount of 15% applies to all the below listed fees and charges for residents holding a Seniors Card. This discount does not apply to rates and Post Boxes.
Long term hire, lease or other arrangements need to be negotiated with the Strategic Leadership Team. A request for waiver must be written correspondence to the Council. Any waiver of fee or charge must be approved by the Council.
2016-17
DESCRIPTION GST INC. UNIT COMMENTS
TRADES AND LABOUR
All of RGRC Where Available
Tradesman - Plumber/Electrician/Carpenter/Certified Operators
$135.00 per hour includes all trades
Mechanic $145.00 per hour
Trades Assistant - includes apprentice $85.00 per hour All other labour
Travel $2.00 per km Includes sealed and unsealed
Labour on travel $75.00 per hour 50% of labour costs
Emergency call out fee $260.00 per call out Outside of council operating hours
PLANT AND EQUIPMENT
(The following charges are for the provision of short term hire of Plant, Machinery & Labour. Need to check Location for availability). All of Council Area where available. Dry hire is not available
Elevated Work Platform $125.00 per hour Need 2 licensed Elevated platform license holders to operate
3/6 Ton Small Drop Side Tipper $120.00 per hour
Backhoe $200.00 per hour Includes attachments
Grader (Cat 140G) $230.00 per hour
Grader (Gallion Flea) $170.00 per hour
Grader (Cat 12M) $320.00 per hour
Prime Mover (Single trailer Capacity) $180.00 per hour
Service Truck (Hino) $165.00 per hour
HIAB Truck $120.00 per hour
Forklift (Manitou Telehandler) $180.00 per hour
Septic Truck (Bulman only - does not incl labour) $730.00 per septic cleaned
Bobcat $170.00 per hour
Mini Excavator $140.00 per hour
24 Tonne Excavator (Hitachi) $280.00 per hour plus $ 85 standby
24 Tonne Excavator (Hitachi) $125.00 per hour Dry Hire Rate
Rock-hammer $22.00 per hour Mini Excavator only
Front End Loader $220.00 per hour Includes attachments
Tractor - up to 100hp with Slasher or Post Hole Borer
$185.00 per hour Need to check locations for availability
Quad Bike & Spray Pack $130.00 per hour Does not include chemicals
Ride -On - mower - with operator $135.00 per hour Housing only
Cement Mixer $60.00 per day
Trailer(Small box/tandem) $11.00 per hour
Box Trailer $45.00 half day Minimum Half Day charges
SECTION 3 | FINANCIAL PLANNING 115
Box Trailer $75.00 per day
Car Trailer $125.00 per day
Car Trailer $85.00 half day
Wood Chipper $120.00 per hour
WASTE MANAGEMENT
Service Charge $257.05 per bin x number of collections
Commercial Waste Dump Fee $70.00 per m3
Grease Trap Dump Fee $57.00 per kilolitres (Borroloola Only) & Does not include removal + transport cost
Abandoned Vehicle Fee $100.00 per car
Tyres - Standard Sedan $10.00
Tyres – All Terrain / Small Tractor $40.00
Tyres - Truck / Tractor Large $80.00
REGISTRATION COMPANION ANIMALS
Entire dog- with reproductive organs $45.00 per year
Registration per dog De-sexed - without reproductive organs
$20.00 per year
Registration per dog License for more than two dogs
$110.00 per year
Pound Maintenance Fee $28.00 per dog per day or part day
CEMETERY SERVICES
Burial charges include digging and backfilling of grave
$740.00 per burial Where available. Where unavailable, contractors may be engaged at an additional cost.
COMMUNICATIONS, PUBLICATIONS AND ADMINISTRATION
Rates Search $65.00 per Property
Post Box - Large $60.00 per year
Post Box - Small $21.00 per year
Internet Café $3.00 per 15 mins
Printing - A4 Black & White single sided $1.00 per page
Printing - A4 Black & White double sided $1.50 per page
Printing - A3 Black & White single sided $1.50 per page
Printing - A3 Black & White double sided $2.00 per page
Printing - A4 Colour single sided $1.50 per page
Printing - A4 Colour double sided $2.50 per page
Printing - A3 Colour single sided $2.00 per page
Printing - A3 Colour double sided $4.00 per page
Transmit or Receive a fax per A4 page $2.00 per page Local
Transmit or Receive a fax per A4 page $3.00 per page Interstate
Laminate - A4 sheet $3.50 per page
Laminate - A3 sheet $5.00 per page
Laminate Business Card $1.50 per card
Binding of documents $9.00 up to 30 pages
Binding of documents $16.00 up to 50 pages
Binding of documents $21.00 over 50 pages
Annual Report or Regional Plan black and white copy
$16.00 Free copies can be downloaded at: www.ropergulf.nt.gov.au. Copies of the document are free to read at all any SDC’s
ROPER GULF REGIONAL COUNCIL | REGIONAL PLAN 2016-2017116
Annual Report or Regional Plan colour copy $2.00 per page One sided print
Annual Report or Regional Plan printer’s copy $30.00 per copy
Ads in Newsletter-Banner Advertisement $55.00 per ad
Ads in Newsletter-Quarter page $105.00 per ad To place Advertisements in RGRC Newsletter
Ads in Newsletter-Half page $155.00 per ad
Ads in Newsletter-Full page $210.00 per ad
Copy of Minutes black and white copy $7.00 per meeting Free copies can be downloaded at: www.ropergulf.nt.gov.au. Copies of the document are free to read at all any SDC’s
VENUE HIRE
Basic Facility Hire $195.00 per day - Flat Rate Includes main building such as Community Halls, Board Rooms, Training Rooms and Singular Sport and Rec Building
Basic Facility Hire $155.00 Minimum 4 hours + $25 per additional
hour
Includes main building such as Community Halls, Board Rooms, Training Rooms and Singular Sport and Rec Building
Whole Facility Hire $300.00 per day - Flat Rate Incorporates the hire of several buildings on the same grounds including kitchen, toilets and showers
Whole Facility Hire $230.00 Minimum 4 hours + $40 per additional
hour
Incorporates the hire of several buildings on the same grounds including kitchen, toilets and showers
Office Space $220.00 per week 3x2 metre area. Long term leases can be negotiated
Visitor Accommodation - Service Charge $130.00 per room per day Per room. Long term leases can be negotiated.
Oval For Organised Competition $1,000.00 per season Facility hire agreement must be signed and approved by Council before access to the facility is approved.
Tables $3.00 per day per table, payable in advance
Chairs $1.00 per day per chair, payable in advance
Delivery of Tables/Chairs $80.00 per event Local delivery only
BBQ $32.00 per day $100.00 deposit required. Hire includes a gas bottle with gas. The hirer is responsible for ensuring they have adequate gas as hire does not include a full gas bottle
Camping Fees $15.00 per day per site per vehicle
Storage Facility Fee $21.00 per pallet per week insurance to be born by the customer
Livestock Agistment $21.00 for 5 head $2 per head over 5 (Max 2 nights)
GENERAL
Deposit to Repair Damage to Footpath, Kerb, Road or Road Reserve
$5,305.00 per contract
Lawn Mowing Services $60.00 per service (if available)
Aged and Disability Program - meal on wheels $14.00 per person per day
School Nutrition Program - breakfast and lunch $10.00 per person per day
Crèche Fees $6.00 per person per day
Beswick Aged Care Room Rent - single room $270.00 per person per week
Beswick Aged Care Room Rent - double room $135.00 per person per week
AIRPORTS
Airport Pick & Drop Off $60.00 Per Person One way
Landing Fees (All airports) $22.00 per tonne- Min Charge $75
SECTION 3 | FINANCIAL PLANNING 117
4. APPENDICES
I. RATES DECLARATION 2016-2017Notice is hereby given that pursuant to Section 158 of the Local Government Act 2008 that the following rates and charges were declared by Roper Gulf Regional Council (the “Council”) at the Ordinary Council Meeting held 27th July 2016 and pursuant to Sections 155-157 of the Local Government Act 2008 (the “Act”) in respect of the financial year ending 30 June 2017.
RATES
The Roper Gulf Regional Council makes the following declaration of rates pursuant to sections 155-157 of the Act.
1. The following definitions are applicable for the purposes of all sections of this Rates and Charges declaration.
LAND USE: The purpose for which the land is used being used.
PROPERTY TYPE: Is defined by the properties land use being Residential, Commercial / Multi Use /Horticultural / Agricultural / Rural living / Vacant Land/ Mining / Pastoral.
PROPERTY LOCATION: is the physical location of the property and the community/town boundaries in which the property exists.
“RESIDENTIAL DWELLING”: means a dwelling house, flat or other substantially self contained residential unit or building on residential land and includes a unit within the meaning of the Unit Titles Act.
“RESIDENTIAL LAND”: means land used or capable of being used for residential purposes (includes land on which there is no residential dwelling).
“COMMERCIAL AND INDUSTRIAL ACTIVITY”: means those activities that are carried out by individuals, partnerships, associations and corporations for the purposes of generating revenue for profit. These can be carried at home or at a proposed business address. Revenue is not the medium to determine the classification but it is the land use that will determine if property is residential or commercial. In case of partial usage of land i.e for both residential and commercial, the greater rates for the category would be applicable. (irrespective of the revenue generated, being $1 or $1 million).
“GOVERNMENT ACTIVITY”: means those activities that are carried out by employees of the Australia or Northern Territory Governments for the purpose of providing support to the residents of the townships and communities within the Regional as identified in paragraph 5 above.
“GARBAGE COLLECTION SERVICE”: the “garbage collection service” comprises a collection service of one garbage collection visit per week with a maximum of one 240 litre mobile bin per garbage collection visit. The total garbage collection service charge for an allotment is the :
Total Garbage Service Charge=garbage collection service charge x #bins assigned x #assigned collection services
The number of assigned collection services and the standard number of bins assigned are dependent upon the community.
CONDITIONALLY RATEABLE LAND: Is defined in s142 of LGA as:
a. land held under a pastoral lease;
b. land occupied under a mining tenement;
c. other land that is classified under the regulations as conditionally rateable.
CATEGORISATION OF LAND: The land in a local government area is divided into 3 basic categories s 142(1):
a. rateable land; andb. conditionally rateable land; andc. land (exempt land ) that is exempt from rates.
VACANT LAND: Residential land that does not contain a residential dwelling
MULTI-USE ALLOTMENTS: The basis on which the Council determines rates and the subsequent classifications of land which is multi-use of which one of the uses is exempt, the allotment will be deemed exempt if the non-exempt use is “merely incidental to the exempt purpose” (s.44(2)of the Act). Therefore if the non-exempt purpose operates in its own right then the allotment will not be exempt from rates.
All other multi-use allotments except conditionally rateable allotments will be charged at the land-use rate that has the higher rate level and is not subject to the “predominant use” principle. This classification is used if more than one of the above land uses is applicable to a particular allotment.
LAND USE: The categorical use of the land for which the property type is defined.
2. Council, pursuant to Section 149 of the Act and section 6.1 of the Roper Gulf Regional Council Rating Policy (FIN008 – Rating Policy), adopts the Unimproved Capital Value method as the basis for determining the assessed value of allotments within the Roper Gulf Region boundaries.
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3. Council intends to raise, for general purposes by way of rates the amount of $836,066.93 which will be raised by application of:
a. Differential valuation-based charges (“differential rates”) with a differential minimum charge (“minimum amounts”) being payable in each application of those differential rates.
b. A fixed charge (“Flat Rate”).
c. Flat rate for different classes of allotments within the Region boundary.
4. Council declared the following differential rates with minimum amounts being payable in application of each of those differential rates subject to paragraphs 1,2,3,and 4 of this rates declaration.
a. RESIDENTIAL RATE 1: With respect to every allotment of rateable land within the Region area that is used for residential purposes in the council assessment record and for which the rural classification is not applicable, and which conditional rating is not applicable in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of $ 838.01 for each allotment.
b. RESIDENTIAL RATE 2: With respect to every allotment of rateable land within the localities of Borroloola, Mataranka, Larrimah and Daly Waters that is used for residential purposes in the council assessment record, and for which the rural classification is not applicable, and which conditional rating is not applicable, a flat rate of $ 678.71 for each allotment.
c. RESIDENTIAL RATE 3: With respect to every allotment within the Region boundaries that is vacant land and is not exempt land in the council assessment record, and is not conditionally rateable, and for which the rural classification is not applicable, a flat rate of $ 678.71 for each allotment will be applied.
d. COMMERCIAL RATE 1: With respect to every allotment of rateable land within the Region area that is used for commercial purposes in the council assessment record in areas excluding Borroloola Mataranka, Larrimah, and Daly Waters townships, a flat rate of $ 992.82 for each allotment.
e. COMMERCIAL RATE 2: With respect to every allotment of rateable land within the localities of Borroloola, Mataranka, Larrimah, and Daly Waters that is used for commercial purposes in the council assessment record, a flat rate of $ 898.27 for each allotment.
f. RURAL RATE 1: With respect to every allotment of rateable land under 200 hectares within the Region boundaries that is used for rural living purposes, horticultural, farming, or agricultural purposes in the council assessment record that is not conditionally
rateable, and is not an allotment for which a pastoral lease is applicable, and is not exempt land, a flat rate of $ 701.20 for each allotment.
g. RURAL RATE 2: With respect to every allotment of rateable land over 200 hectares in size within the Region boundaries and is used for rural living purposes, horticultural, farming, or agricultural purposes in the council assessment record and is not conditionally rateable and is not an allotment for which a pastoral lease is applicable, and is not exempt land, a flat rate of $ 778.35 for each allotment.
h. CONDITIONAL RATE 1 – PASTORAL LEASES: With respect to every allotment of conditionally rateable land within the Region boundaries held under a Pastoral Lease as defined in section 3 of the Pastoral Land Act, the applicable rate to be charged per allotment is the greater of:
i. a differential rate of 0.0299% of the Unimproved Capital Value of the property;
ii. The minimum rate amount of $368.31 for each allotment.
i. CONDITIONAL RATE 2 – MINING AND EXTRACTION LEASES: With respect to every allotment of conditionally rateable land within the Regional boundaries held under a mining, extractive, or petroleum lease as defined in the Act, the applicable rate to be charged per allotment is the greater of:
i. a differential rate of 0.34% of the Unimproved Capital Value of the property;
ii. The minimum rate amount of $871.68 for each allotment.
j. OTHER RATE: With respect to every allotment of rateable land within the Region boundaries that is not otherwise described elsewhere in this declaration, and which is not exempt from paying rates in the council assessment record under another statutory act (s.144 (L)) a flat rate of $ 838.01 for each allotment will apply. In the event that the allotment contains separate residential parts or units, then the flat rate of $ 838.01 multiplied by the number of residential parts or units.
k. SPECIAL RATE - ANIMAL HEALTH MANAGEMENT: With respect to every allotment of rateable land within the localities of Barunga, Beswick, Bulman, Jilkminggan, Eva Valley, Ngukurr, Numbulwar, Weemol that is used for residential purposes in the council assessment record, and for which the rural classification is not applicable, Council declared a Special rate “Animal Health Management” to assist with the implementation of Animal management in the area, a flat rate of $125.00 for each allotment. The total of $62,000.00 will be collected
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with special rates and will solely be used for Animal Management.
Council will deliver the following services under the Animal Health Management program:
DOGS• Ivomec Injections• Tick Sprays• Contraceptive Injections• Vaccinations• Speys• Castrates• Euthanasias
Local Authorities were consulted as to whether the Vet services were valued. Borroloola and Mataranka local authorities determined they did not want the service or have the special fee applied in their town, stating that pet owners should be responsible for their pets health and that the by-laws would provide the control and management of dogs and other animals. All other remote housing areas such as Borroloola town camps and Outstations of Jodetluk, Werenbun and Mulgan camp may access the program for a fee for service.
CHARGES: WASTE MANAGEMENT / GARBAGE COLLECTION CHARGE
a. Pursuant to Section 157 of the Act, Council declared the following charges in respect to the garbage collection services it provides for the benefit of eligible ratepayers within or near the following designated communities and townships within the Region area (except such land as the Council from time to time determines to be exempt or excluded from the provision of such services or for which the Council has determined impractical to provide such services) and the occupiers of such land.
b. The designated communities, localities, and townships subject to the garbage collection service charge are Barunga, Beswick, Borroloola, Bulman, Jilkminggan, Jodetluk, Manyallaluk, Mataranka, Ngukurr, Numbulwar, Urapunga, Weemol, and Werenbun.
c. The Council intends to raise $656,556.78 by way of garbage collection charges.
d. A charge of $ 257.07 per annum, regardless of whether the service is utilised or not, for each allotment used for residential, commercial, industrial, or government activity in the council assessment record multiplied by the number of standards bins assigned to the allotment multiplied by the number of collection services per week.
Waste Management Charge=$ 257.07 x #bins assigned x #assigned collection services
The standard Collection Services are:
LOCATION / COMMUNITY / TOWNSHIP
# WEEKLY SERVICE
COLLECTIONS
STANDARD #BINS
ASSIGNED
Barunga 2 2Beswick 2 2Borroloola 2 1Bulman 2 2Jilkminggan 2 2Jodetluk 2 2Manyallaluk 2 1Mataranka 1 1Ngukurr 2 1Numbulwar 3 1Urapunga 2 2Weemol 2 2Werenbun 2 2
RELEVANT INTEREST RATE
The relevant interest rate for late payment and charges is fixed in accordance with Section 162 of the Act at a rate of 18% per annum and is calculated on a daily basis.
PAYMENT
Rates and charges declared under this declaration may be paid by:
a. Instalments of two (2) payments approximately equal instalments on the following dates:-
i. First instalment to be paid on or before 30 September of each year;
ii. Second instalment to be paid within four months of the due date issued on the rates notice.
b. Failure to pay either instalment or full payment by the due date will result in interest accruing.
c. Instalments falling due on a weekend or public holiday may be paid by the following business day, without incurring any penalty.
d. Details of due date and specified amounts are listed on the relevant Rates Notice.
e. Variations to those options for payment will be administered according to the conditions outlined on the front and reverse of the Rates Notice.
f. A ratepayer who fails to pay the rates and charges notified under the relevant rates notice, under section 159 of the Act may be sued for recovery of the principal amount of the rates and charges, late payment penalties and
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costs reasonably incurred by Council in recovering or attempting to recover the rates and charges.
g. The Council under Section 173 of the Local Government Act may sell the land on which the rates have been in arrears for at least 3 years. More information on this is available in Council’s rating policy.
I I. BUDGET LEGISLATIVE REQUIREMENT
LEGISLATIVE FRAMEWORK
The Budget is prepared in accordance with the requirements of the Northern Territory Local Government Act. Relevant Sections of the Act are as follows:
PART 10.4 LONG-TERM FINANCIAL PLANS.126. LONG-TERM FINANCIAL PLAN
1. A council must prepare and keep up-to-date a long-term financial plan.
2. A long-term financial plan must relate to a period of at least 4 financial years.
3. A long-term financial plan must contain:
a. a statement of the major initiatives the council proposes to undertake during the period to which the plan relates; and
b. projections of income and expenditure for each financial year of the period to which the plan relates; and
c. the council’s proposals for the repair, maintenance, management and development of infrastructure for each financial year of the period to which the plan relates.
5.The council must provide the Agency with a copy of its long-term financial plan by 31 July in the first financial year to which the plan relates.
PART 10.5 ANNUAL BUDGETS.127. ANNUAL BUDGETS
1. A council must prepare a budget for each financial year. 2.The budget for a particular financial year must: a. outline: i. the council’s objectives for the relevant financial year; and ii. the measures the council proposes to take, during the financial year, towards achieving those objectives; and iii. the indicators the council intends to use as a means of assessing its efficiency in achieving its objectives; and b. contain estimates of revenue and expenditure for the financial year (differentiating between operating and capital expenditure); and
c. state the amount to be allocated to the development and maintenance of each class of infrastructure for the financial year; and d. state the amount the council proposes to raise by way of rates, and set out the rates structure, for the financial year; and e. contain an assessment of the social and economic effects of its rating policies; and f. state the allowances for members of the council for the financial year and the amount budgeted to cover payment of those allowances; and g. contain any other information required by any guidelines that the Minister may make. 3. Subject to the regulations, a council must not budget for a deficit.
PART 10.5 ANNUAL BUDGETS.128. ADOPTION OF BUDGET OR AMENDMENT1. A council must adopt its budget for a particular financial year on or before 31 July in the relevant financial year. 2. Subject to subsection (2A), a council may, after adopting its budget for a particular financial year, adopt an amendment to its budget. 2A. An amendment cannot have the effect: a. of increasing the amount of an allowance for the financial year for the members of the council; or b. of changing the amount of an allowance for the financial year for members of a local authority established by the council except in accordance with any guidelines made by the Minister. 3. As soon as practicable after adopting its budget, or an amendment to its budget, for a particular financial year, a council must: a. publish the budget or the amendment as adopted on the council’s website; and b. notify the Agency in writing of the adoption of the budget or amendment; and c. publish a notice in a newspaper circulating generally in the area informing the public that copies of the budget or amendment may be downloaded from the council’s website or obtained from the council’s public office. 4.The council’s budget forms part of the council’s municipal, regional or shire plan.
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I I I. REGIONAL PLAN LEGISLATIVE REQUIREMENTLegislative Framework – This Plan is prepared in accordance with the requirements of the Northern Territory Local Government Act. Relevant Sections of the Act are as follows:
PART 3.2 MUNICIPAL, REGIONAL OR SHIRE PLAN. 22. MUNICIPAL, REGIONAL OR SHIRE PLAN
1. Each council must have a plan for its area.
2. The plan for a municipal council is called the municipal plan, for a regional council, the regional plan, and for a shire council, the shire plan.
3. A council’s municipal, regional or shire plan:
a. must be accessible on the council’s website; and
b. must be available for inspection at the council’s public office; and
c. must be available for purchase at a fee fixed by the council from the council’s public office.
23. CONTENTS OF MUNICIPAL, REGIONAL OR SHIRE PLAN
1. A municipal, regional or shire plan:
a. must contain:
i. a service delivery plan for the period to which the municipal, regional or shire plan relates; and
ii. the council’s budget; and
b. must contain, or incorporate by reference:
i. any long-term, community or strategic plan adopted by the council or a local authority or local board and relevant to the period to which the municipal, regional or shire plan relates; and
ii. the council’s long-term financial plan; and
c. must contain, or incorporate by reference, the council’s most recent assessment of:
i. the adequacy of constitutional arrangements presently in force for the council under this Act and, in particular, whether they provide the most effective possible representation for the area; and
ii. the opportunities and challenges for local government service delivery in the council’s area; and
iii. possible changes to the administrative and regulatory framework for delivering local government services in the council’s area over the period to which the plan relates; and
iv. whether possibilities exist for improving local government service delivery by cooperation with other councils, or with government agencies or other organisations; and
d. must define indicators for judging the standard of its performance.
2. A council must make or revise an assessment of the matters mentioned in subsection (1)(c) at least once in the council’s term and, until the council makes or revises the assessment, the municipal, regional or shire plan is to include the assessment (if any) made during the previous term of the council.
3. A municipal, regional or shire plan incorporates a plan or assessment by reference if it refers to the plan or assessment and includes a link or reference to a webpage on which the plan or assessment is accessible.
24 ANNUAL REVIEW OF MUNICIPAL, REGIONAL OR SHIRE PLAN
1. A council must adopt its municipal, regional or shire plan (or revisions to its municipal, regional or shire plan) between 1 April and 31 July in each year and forward a copy of the plan (or the revised plan) to the Agency by the latter date.
2. Before the council adopts its municipal, regional or shire plan (or revisions to its municipal, regional or shire plan) for a particular year, the council must:
a. prepare a draft of the plan (incorporating any proposed revisions); and
b. make the draft plan accessible on the council’s website and make copies available for public inspection at the council’s public offices; and
c. publish a notice on its website and in a newspaper circulating generally in the area inviting written submissions on the draft plan within a period (at least 21 days) from the date of the notice; and
d. consider the submissions made in response to the invitation and make any revisions to the draft the council considers appropriate in the light of the submissions.
3. Although the council’s budget forms part of its municipal, regional or shire plan, this section does not apply to the adoption of the budget or of amendments to it.
4. The adoption of a budget, or of amendments to it, operates to amend the municipal, regional or shire plan so that it conforms with the most recent text of the council’s budget.
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24A. CORE SERVICES
The Minister may, by Gazette notice, advise one or more regional councils or shire councils as to the services that, in the Minister’s view, are services that the regional council or councils or shire council or councils should, as a priority, provide and the regional council or councils or shire council or councils must consider such a list when adopting and renewing their plan.
IV. ACKNOWLEDGEMENTS Our sincere thank you to all Roper Gulf Regional Council residents who took the time to speak to us and contribute valuable suggestions that will allow us to look for dynamic ways to improve on our Service Delivery during the life of this Regional Plan and beyond.
We appreciate the contributions received from our stakeholders and partners across the Roper Gulf region and the RGRC staff who have assisted with and supported the community consultations in the drafting of this Regional Plan 2016-17.
Many of the photographs featured in this publication have been captured by our Communications Officer Stephen Roper who you may have seen out and about behind the lens.
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Street Address 29 Crawford Street Katherine NT 0850
Postal Address PO Box 1321 Katherine NT 0851Phone 08 8972 9000Fax 08 8971 2607Email [email protected] www.ropergulf.nt.gov.au
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