coomalie community government council plan 2015-… · local government cost index and cpi 2009/10...

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COOMALIE COMMUNITY GOVERNMENT COUNCIL

Strategic Plan 2015/2016 – 2019/2020

and

Annual Plan 2015/16

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CONTENTS OVERVIEW OF COOMALIE COMMUNITY GOVERNMENT COUNCIL ........................................................ 4

EXPLANATION OF OUR LOGO ................................................................................................................. 5

OUR COUNCIL ...................................................................................................................................... 5

INTRODUCTION ....................................................................................................................................... 6

THE PLANNING CYCLE ............................................................................................................................. 6

LOCAL GOVERNMENT OBJECTIVES ..................................................................................................... 6

LONG TERM PLANS .............................................................................................................................. 7

MEDIUM AND SHORT TERM PLANS .................................................................................................... 7

THE ANNUAL PLANNING CYCLE ........................................................................................................... 8

STRATEGIC/ANNUAL PLAN 2015/2016 – 2019/2020.............................................................................. 9

VISION.................................................................................................................................................. 9

CRITICAL SUCCESS FACTORS ................................................................................................................ 9

MAJOR INITIATIVES ............................................................................................................................. 9

PURPOSE OF THIS STRATEGIC/ANNUAL PLAN .................................................................................... 9

ASSUMPTIONS OF THIS STRATEGIC/ANNUAL PLAN .......................................................................... 10

DEVELOPMENT OF THIS STRATEGIC/ANNUAL PLAN ......................................................................... 10

STRATEGY STATEMENT ..................................................................................................................... 10

OPPORTUNITIES ................................................................................................................................ 11

CHALLENGES ...................................................................................................................................... 11

CURRENT CONSTITUTIONAL ARRANGEMENTS ................................................................................. 11

ADMINISTRATIVE AND REGULATORY FRAMEWORKS ....................................................................... 11

PRIORITISATION OF TASKS ................................................................................................................ 12

SERVICE DELIVERY PLAN OF THE COUNCIL ........................................................................................... 13

PART 1: ADMINISTRATION AND SERVICE FACILITIES ............................................................................ 14

PART 2: PUBLIC CONVENIENCES ........................................................................................................... 16

PART 3: SANITATION AND GARBAGE .................................................................................................... 16

PART 4: CEMETERIES ............................................................................................................................. 18

PART 5: PARKS AND GARDENS .............................................................................................................. 18

PART 6: LIBRARIES ................................................................................................................................. 19

PART 7: SPORTS AND RECREATION FACILITIES ..................................................................................... 20

PART 8: SWIMMING POOL .................................................................................................................... 21

PART 9: COMMUNITY RECREATION ...................................................................................................... 22

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PART 10: ROADS AND STREETS ......................................................................................................... 23

PART 11: STREET LIGHTING ................................................................................................................... 25

PART 12: TOURISM, ECONOMIC DEVELOPMENT ................................................................................. 25

PART 13: DOG MANAGEMENT .............................................................................................................. 28

PART 14: WEEDS MANAGEMENT.......................................................................................................... 29

PART 15: PLANNING .............................................................................................................................. 29

2015/16 BUDGET BY FUNCTION ........................................................................................................... 31

LONG TERM FINANCIAL PLAN 2015/16 TO 2019/20 ............................................................................ 32

RENEWAL PROGRAM – ROADS ......................................................................................................... 34

RENEWAL PROGRAM – BUILDINGS, it and community facilities ...................................................... 35

RENEWAL PROGRAM – PLANT .......................................................................................................... 36

RENEWAL PROGRAM – FOOTPATH AND KERB AND GUTTERS ......................................................... 37

ANNUAL BUDGET 2015/2016 ............................................................................................................... 38

INCOME BY SOURCE 2015/2016 ....................................................................................................... 39

EXPENDITURE BY CATEGORY 2015/16 .............................................................................................. 39

FINANCIAL OBJECTIVES, MEASURES AND INDICATORS .................................................................... 40

MAINTENANCE AND INFRASTRUCTURE EXPENDITURE ........................................................................ 41

REPAIRS AND MAINTENANCE OF INFRASTRUCTURE ............................................................................ 41

CAPITAL EXPENDITURE AND INFRASTRUCTURE DEVELOPMENT ......................................................... 41

SOCIAL AND ECONOMIC IMPACTS OF RATING STRATEGY ................................................................... 42

DECLARATION OF RATES AND CHARGES 2015/2016 ............................................................................ 43

COOMALIE COMMUNITY GOVERNMENT COUNCIL .............................................................................. 43

LOCAL GOVERNMENT ACT .................................................................................................................... 43

DECLARATION OF RATES AND CHARGES 2015/2016 ............................................................................ 43

COUNCILLOR ALLOWANCES 2015/2016 ............................................................................................... 47

FEES AND CHARGES 2015/2016 ............................................................................................................ 48

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OVERVIEW OF COOMALIE COMMUNITY GOVERNMENT COUNCIL Approved by NT Government 4 October 1990

First election 2 May 1991

Number of Councillors 6

Area 1,910 square kilometres

Population 1,112 (from 2011 census)

Population Centres Batchelor (337)

Adelaide River (237)

Rural (538)

Permanent staff 10

Industries Beef cattle, tertiary education, mining, horticulture, stock

feed production, tourism, agriculture

Tourist attractions Adelaide River War Cemetery, Litchfield National Park, Lake

Bennett, Fishing, Butterfly Farm, Batchelor Museum,

Coomalie Cultural Centre, Bowls, Swimming, Sky Diving,

Gliding, Aviation

Community organisations Fire & Emergency Response Group

Batchelor/Adelaide River/Tortilla Bushfire Volunteer Group

Adelaide River Railway Museum and Information Centre

Adelaide River Show Society

Adelaide River and Batchelor Tourism Development

Committees

St John’s Ambulance

Batchelor Institute of Indigenous Tertiary Education Student

Council

Batchelor Area School and Adelaide River Primary School

Councils

Council of the Aging (COTA)

Lingalonga Festival Committee

Batchelor Museum and Development Association (BMDA)

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EXPLANATION OF OUR LOGO

Designed by Sue Heysen

Clockwise from top, the symbols

represent:

GRAIN: Farming Industry

BOOK: Education

SPADE: Mining Industry

WATER: Recreation

PALM FROND: Conservation

HORNS: Cattle/Livestock

Industry

OUR COUNCIL

There are six Councillors representing the Coomalie Shire.

Andrew Turner - President Coomalie/Tortilla Ward

Bruce Jones - Vice President Batchelor Township Ward

Max Corliss Adelaide River Township Ward

Sue Bulmer Batchelor Rural Ward

Ewan Crook Adelaide River Rural Ward

Dave Gray Lake Bennett Ward

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INTRODUCTION Local governments in the Northern Territory are required to undertake their planning and reporting

activities in accordance with the Local Government Act and Local Government (Accounting)

Regulations.

The reporting framework starts with broad long term strategic plans and progresses to more specific

detailed working plans. The Coomalie Community Government Council (Council) planning processes,

which are undertaken with residents and ratepayers, directs management and operational staff to

develop such plans for the future expansion of the Coomalie Shire.

THE PLANNING CYCLE

LOCAL GOVERNMENT OBJECTIVES

Council strategic objectives need to be aligned with the following:

(a) to provide open, responsive and accountable government at the local level;

(b) to be responsive to the needs, interests and aspirations of individuals and groups within its area;

(c) to cooperate with Territory and national governments in the delivery of services for the benefit of its area;

(d) to seek to ensure a proper emphasis on environmentally sustainable development within its area and a proper balance between economic, social, environmental and cultural considerations;

(e) to place a high value on the importance of service to the council's constituency;

(f) to seek to ensure that council resources are used fairly, effectively and efficiently;

(g) to seek to provide services, facilities and programs that are appropriate to the needs of its area and to ensure equitable access to its services, facilities and programs;

(h) generally to act at all times in the best interests of the community as a

whole.

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LONG TERM PLANS

Council strategic objectives are generated from the development of the three long term plans:

The Strategic Plan provides the broad strategic directions that the community

envisions for their future and includes community values, vision and priorities.

The Long Term Financial Plan describes the projected financial and non-financial

resources available to the council to achieve the strategic objectives outlined in the

council Annual Plans.

THE NT PLANNING FRAMEWORK

MEDIUM AND SHORT TERM PLANS

The purpose of medium and short term plans is to implement the broad strategic directions documented in the long term plans.

The Service Delivery Plan describes how the service delivery objectives will be put into action and targets and timeframes for this to happen on an annual basis.

The Strategic/Annual Plan integrates the key aspects of the long term plans and the Service Delivery Plan into an annual plan that describes the council’s direction and activities for the year.

This plan is monitored and reviewed throughout the year using performance measures and an Annual Report is compiled using this information.

Local Government Objectives

Strategic Pan Regional Management Plan Long Term Financial Plan

Council Strategic /

Annual Plan

Annual Budget Service Delivery Plan

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THE ANNUAL PLANNING CYCLE

These plans are developed on an annual cycle as shown in Figure 1 below. Starting at the beginning of each year the Service Delivery Plan and the Budget Estimates are developed so that council has a more detailed understanding about what it plans to deliver in terms of services and how much this will cost. This is also the time to undertake community consultation and planning on proposed options, alternatives and operational arrangements.

Council plans, including the Long Term Financial Plan, the Budget and the Service Delivery Plan need to be periodically reviewed to assess service performance and effectiveness of revenue raising and cost recovery processes.

The current annual plan is reviewed during the third and fourth quarters of the year to assess whether the actions and strategies have been undertaken, targets met and service quality improved. This assessment will also inform council about what needs to be carried forward into the next plan.

A review of the previous plan also takes place during the third quarter of the year in preparation for the Annual Report.

The review and assessment process occurs both concurrently and sequentially with the development of the next plan, with information flows coming from operational and work plans and community and strategic plans simultaneously. This process highlights the importance of measurement of progress against performance indicators as this will provide the key information for the review process.

FIGURE 1: THE ANNUAL PLANNING CYCLE

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STRATEGIC/ANNUAL PLAN 2015/2016 – 2019/2020

VISION

Sustain and nurture the lifestyle of residents and visitors.

This will be achieved through:

improvements to economic, cultural and ecological opportunities

creating an involved and supportive community,

promoting investment,

ensuring accessibility

capitalising on our natural advantages with an emphasis on sustainability.

CRITICAL SUCCESS FACTORS

The Coomalie Community Government Council will have a rolling 10 year Plan for the future. The Critical

Success Factors are;

The Plan for the Future will form the basis on which subsequent budgets are developed.

A management structure that will enable implementation of the Strategic Plan.

A sound financial management plan, record system and asset management system.

Effective communication with the community.

Compliance to all statutory and regulatory requirements.

A sustainable approach to development within the Shire and the management of our resources.

MAJOR INITIATIVES

The Coomalie Community Government Council has identified a vast number and range of infrastructure

projects that it would like to see implemented over the coming 10 years.

The majority of these are subject to successful funding applications, and others are infrastructure outside

the Council’s scope that it will continue to advocate for.

PURPOSE OF THIS STRATEGIC/ANNUAL PLAN

This is an important document for our community. It sets out the core services provided by the Council, the

community’s vision and the direction Council should follow over the period of the Plan.

The Annual Plan is develop from the goals and objectives in the Strategic Plan. The Annual plan sets out

what we believe needs to be done, when it will be done, which section of Council or the community will do

it and how it will be financed.

The Strategic Plan was developed by the Coomalie Community Government Council with input from the

Coomalie community in 2013 via:

public meetings

submissions

questionnaires and surveys.

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It was reviewed and revised in 2015 to accommodate political, legislative social and financial changes. The

community was invited to make comment on the current plan for the 2015/16 year by advertisement in the

press and on the Council website.

ASSUMPTIONS OF THIS STRATEGIC/ANNUAL PLAN

Inflation is measured by the Annual CPI figures. The community is generally aware of the normal CPI which

is derived from a basket of Goods and Services used by the community. It has been recognized that costs

associated with local government vary from the Normal CPI figures. In recent years the Local Government

Cost Index has been substantially higher than the CPI. A summary of the Local Government Cost Index is

show in the table below.


LOCAL GOVERNMENT COST INDEX AND CPI

2009/10 TO 2015/16

Year CPI (Jun Q) LG Cost Index Total CPI for LG Council Increase

2009/10 3.20% 3.04% 6.24% 4.00%

2010/11 3.10% 4.24% 7.34% 4.00%

2011/12 1.60% 4.10% 5.70% 4.00%

2012/13 3.90% 2.81% 6.71% 5.00%

2013/14 3.30% 2.26% 5.56% 9.95%

2014/15 N/A N/A N/A 4.00%

2015/16 N/A N/A N/A 4.00%

Over the last 12 months overall inflation has been 0.9% (Darwin CPI March 2013 to March 2014).

DEVELOPMENT OF THIS STRATEGIC/ANNUAL PLAN

This 2015 Strategic Plan builds on previous strategic plans. These were developed in consultation with the

community in 2013, 2009 and 2002.

STRATEGY STATEMENT

The Coomalie Community Government council Vision will be achieved through:

improvements to economic, cultural and ecological opportunities

creating an involved and supportive community,

promoting investment,

ensuring accessibility

capitalising on our natural advantages with an emphasis on sustainability.

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OPPORTUNITIES

We will pursue opportunities to increase the level of sustainability by:

Increase own source revenue through innovative strategies within the Coomalie Community

Government Council area

Boundary expansion opportunities

Shared service arrangements where feasible.

CHALLENGES

We face the following challenges:

Long term sustainability in delivering core local government and agency services in line with

community expectations and legislative responsibilities.

Negotiating improved terms and conditions of grant funding in line with the recommendations of

the Deloitte Shire Sustainability Report.

CURRENT CONSTITUTIONAL ARRANGEMENTS

The council carried out extensive community consultation including public meetings and community

surveys during 2012. As a result of the community consultation, the Minister altered the number of

Councillors in the Batchelor Town Ward from 3 to 1 and the Adelaide River Town Ward from 2 to 1.

Representation in the other 4 wards remained the same. The change was advertised in the Government

Gazette of 13 February 2013.

The Wards and Councillors are:

Batchelor Town Ward Cr Bruce Jones

Adelaide River Town Ward Cr Max Corliss

Batchelor Rural Ward Cr Sue Bulmer

Adelaide River Rural Ward Cr Ewan Crook

Lake Bennett Ward Cr Dave Gray

Coomalie/ Tortilla Ward Cr Andrew Turner

The Council has elected Cr turner as the President and Cr Jones as the Deputy President. The council has

given the President a casting vote in the case of a tied vote.

These arrangement will remain in place until the review in the next term of council.

ADMINISTRATIVE AND REGULATORY FRAMEWORKS

Coomalie Community Government Council has previously prepared documents and had widespread

community consultation on boundary expansion opportunities for the future. A report was commissioned

which examined community, strategic and sustainability issues and which now require further testing by all

councils.

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PRIORITISATION OF TASKS

Council has placed a priority between 1 and 5 for each of the tasks identified in the Strategic Plan. The

description of this prioritisation is:

5 - Urgent (to be addressed in next 12 months)

4 - High Priority

3 - Medium Priority

2 - Medium Low Priority

1 - Low Priority

0 - Ongoing

In considering the priority of one strategic task over others Council must have regard to several factors,

such as their impact upon budget, the amount of resources required to achieve the task, whether commencement of one task may have to be preceded by completion of another, etc.

Tasks marked “Urgent” (‘5’ under the above scale) would be considered for funding in the next budget. As

part of the annual review of the Strategic Plan the priority of each task would be reviewed and it would be

expected that “Low” priority tasks would graduate upwards to “Medium”, “High” and “Urgent” over the

five year life of the Strategic Plan. Even by their inclusion in the Strategic Plan each Strategic Task is seen as

a priority for the Council to address and complete over the next five years, subject to available resources

being available.

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SERVICE DELIVERY PLAN OF THE COUNCIL The functions of the Council fall into the following categories:

(100) GENERAL PUBLIC SERVICES

Administration

(200) HOUSING/COMMUNITY SERVICES

Public Conveniences

Sanitation & Garbage

Cemeteries

(300) RECREATION & CULTURE

Parks & Gardens

Libraries

Sports & Recreation Facilities

Swimming Pool

Community Recreation

(400) TRANSPORT

Roads

(500) OTHER ECONOMIC AFFAIRS

Street Lighting

Tourism & Economic Development.

Dog Management

Weed Management

(600) PLANNING

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PART 1: ADMINISTRATION AND SERVICE FACILITIES CORE SERVICE: ADMINISTRATION AND SERVICE FACILITIES

GOAL: To improve the efficiency and effectiveness of Council’s administration so as to provide an effective communication facility between

Council and the Community.

No. Strategy Action item

Statement of Means Priority Year Performance Assessment Included in LTFP

1.1 Develop performance management and work plans with staff members Maintain adequate employment levels of appropriately trained staff

1.1.1 Performance management and work plan completed

0 Performance and work plan agreed between all parties on an annual basis

1.1.2 Annual performance appraisal Agreed performance criteria

0 Performance appraisals conducted annually

1.1.3 Training needs addressed

0 Training provided as required annually. Budget allocation for training % utilized

1.1.4 Effective recruitment practices

0 Staff turnover %

1.2 Inform constituents and public about local issues

1.2.1 Continued production of Stop Press

0 Stop Press published and distributed monthly

Yes

1.2.2 Notice board kept up-to-date

0 Notice board serviced weekly Yes

1.2.3 Web site up-dated monthly 0 Web site updated monthly Yes

1.2.4 Develop a Ratepayer email and Facebook data base

0 15/16 Completion and regular updates on email and Facebook database

1.3 Council Elections 1.3.1 Assist NTEC with council elections

0 Increased number of residents casting votes

NA

1.4 Continued professional development and training for Councilors

1.4.1 External and in house training provided

0 Number of training sessions/number of Councilors attending

1.5 Keep software and hardware up to date

1.5.1 Annual review of IT assets 0 Systems up to date and functioning efficiently

Yes

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1.6 Explore Boundary Expansion to join with unincorporated areas

1.6.1 Investigate feasibility of incorporation of additional areas

5 15/16 Funding for consultations granted No

1.6.2 Communication with residents regarding proposals

5 15/16 Consultations successfully completed and the best option for boundary expansion implemented

Yes

1.6.3 Seek funding to undertake further options of expanding the shire boundaries as opportunities arise. (Survey 46/24)

5

14/15 Grant obtained

1.7 Continued Review of Councils Policies and Procedures

1.7.1 Review policies and procedures as required

0 Number of Reviews completed

1.7.2 Review Risk Analysis reports for all Councils operations

0 15/16 Percentage completed Yes

1.8 Tenders and quotations 1.8.1 Annual tenders and quotations called for services and equipment required

4 15/16

Tenders and quotations invited Yes

1.9 Financial Management 1.9.1 Prepare a 10 year Asset and Financial management plan

0 Review annually Yes

1.9.2 Asset and Financial management Plan to include a 10 year Road Construction Program

0 Review Annually Yes

1.9.3 Asset and Financial management Plan to include a 10 year Building Upgrade/Replacement Program

0 Review annually Yes

1.9.4 Asset and Financial management Plan to include a 10 year Plant Replacement Program

0 Review annually. Yes

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PART 2: PUBLIC CONVENIENCES CORE SERVICE: PUBLIC CONVENIENCES

GOAL: To provide adequate and attractive facilities for residents and visitors.



2.1 Level of cleanliness 2.1.1 Inspection of facilities, upgrading of facilities

0 Number of complaints per annum Number of inspections requiring action

Yes

2.2 Maintain levels of service to public conveniences

2.2.1 Budget Allocation 0 Funds allocated and utilised

Yes

2.2.2 Efficient contractors engaged

0 Contractors work checked for inadequacies

Yes

2.3 Development of Long Term Plan for upgrade and or replacement of toilets

2.3.1 Long term plan to be developed by Council and included in Asset and Financial management Plan

4 15/16 Review usage and revise plan Yes

2.3.2 Develop costing initiatives to save on electricity use in all public buildings – solar , sky lights

4 15/16 Grants applied for as opportunities arise. No

PART 3: SANITATION AND GARBAGE CORE SERVICE: SANITATION AND GARBAGE

GOAL: To upgrade, maintain and improve environmental management of waste facilities within the Shire.



3.1 Maintain levels of service to garbage facilities

3.1.1 Budget Allocation

0 Funds allocated to waste disposal

Yes


0 Contractors work inspected six monthly Number of complaints

Yes

3.2 Improve Batchelor Transfer Station and landfill

3.2.1 Investigate current operations and revise long term operation strategy

5 15/16 Investigations carried out and Strategy developed

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3.3 Improve Adelaide River Transfer station and Landfill

3.3.1 Investigate current operations and revise long term operation strategy

5 15/16 Investigations carried out and Strategy developed

Yes

3.4 Expand recycling (Paper, glass, plastic, aluminum cans, waste oil, batteries, and tyres, metal, green)

3.4.1 Encourage commercial operators to recycle Implement operation strategy

5 15/16 Volume recycled material per type Yes

3.5 Sell 240 litre and 660 litre garbage bins


0 Number bins sold

Yes

3.6 Adopt environmentally friendly practices

3.6.1 Discourage illegal burning of tips by signage

0 Number of reports of fires NA

3.7 Ongoing waste management education program

3.7.1 Investigate options and opportunities to educate community.

5 15/16 Number of education initiatives completed.

NA

3.8 Carry out a review of Waste collection charges

3.8.1 Collection and tip service charges to be reviewed annually Tip charges reviewed annually

0 Annual review completed Yes

3.9 Investigate the development of a Regional Waste site in the Coomalie area

3.9.1 Review past submissions, identify possible local sites

1 Submission presented at appropriate time NA

3.10 Develop a Management Plan for maintaining Rubbish for public reserves.

3.10.1 Identify problem areas and develop management strategies

3 15/16 Completion of Management strategies for public reserves.

No

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PART 4: CEMETERIES CORE SERVICE: CEMETERIES

GOAL: To establish and maintain a facility that satisfies the community’s needs.



4.1 Maintain watering system, gardens, grounds and ashes pergola at Coomalie Bush Cemetery

4.1.1 Provide resources to maintain current level of service

0 Funds allocated and utilised Facility and gardens maintained Number of complaints received

Yes

PART 5: PARKS AND GARDENS CORE SERVICE: PARKS AND GARDENS

GOAL: To create and maintain attractive, sustainable open spaces for public use and enjoyment.



5.1 Maintain levels of service to parks & gardens


0 Funds allocated

Yes


0 Contractors work inspected monthly Parks and Gardens visually pleasing

Yes

5.2 Replace street and park trees before mature trees die

5.2.1 Tree condition assessment completed Replacement forward planning

3 15/16 Number of trees removed or planted in each town

No

5.3 Increase level of playground equipment

5.3.1 Budget allocation Grants

2 15/16 Amount of extra playground equipment No

5.4 Develop a Priority list of Parks to determine the level of maintenance required

5.5.1 Plan to be developed with costs

4 Adoption and implementation of Plan No

5.5.2 Develop a beautification plan for all Parks and Gardens

3 15/16 Adoption and implementation of Plan No

5.5 Investigate the use of recycled water for irrigation of Parks and Garden areas

5.6.1 Proposals developed when opportunities arise.

4 15/16 Number of Proposals No

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PART 6: LIBRARIES CORE SERVICE: LIBRARIES

GOAL: To satisfy the community’s needs for access to information.



6.1 Maintain and improve the number of clients at the Adelaide River Library

6.1.1 Develop programs and provide resources that encourage use.

0 Number of users at the library

Yes

6.2 Continue to provide staff for Adelaide River & Batchelor Libraries

6.2.1 Number of hours Staff employed

0 Number of hours libraries open Yes

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PART 7: SPORTS AND RECREATION FACILITIES CORE SERVICE: SPORTS AND RECREATION FACILITIES

GOAL: To provide sporting, recreation and leisure facilities to foster the physical and mental wellbeing of residents and the wellbeing of the community.



7.1 Maintain levels of service to Sports and Recreation facilities

7.1.1 Budget Allocation 0 Funds allocated Yes

7.1.2 Staff time allocated 0 Facilities maintained Yes

7.2 Promote commercial use of Sporting and Recreational Facilities

7.2.1 Advertising locally and outside the area

0 Increased usage of assets % Increase in revenue

No

7.3 Maintain current level of amenity at the Rum Jungle lake

7.3.1 Maintenance and cleaning funds provided in the annual budget. allocation

3 Maintenance and cleaning programs completed.

Yes

7.4 Improve Batchelor Oval / Surrounds by the construction of a permanent stage playground improvements and BMX track

7.4.1 Develop a master plan for the Batchelor oval Precinct

3 15/16 Master Plan Completed No

7.4.2 Seek funds for Plan and works

4 15/16 Grant funds obtained No

7.5 Lighting of Council’s ovals in Batchelor and Adelaide River

7.5.1 Preparation of Feasibility plan

2 15/16 Lighting installed and level of night usage No

7.5.2 Seek funds for plans and work

3 14/15 Grant funds obtained

7.6 Development of a Golf Course in Batchelor and Adelaide River

7.6.1 Provide advice to groups wishing to build a golf course

1 15/16 Advice provided

7.7 Develop regional Walking track along the old rail corridor and into Crater Lake

12.9.1 Investigate feasibility of regional walking tracks

1 15/16 Investigation completed No

Seek funding to develop walking track master plan

1 15/16 Grant funds obtained No

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PART 8: SWIMMING POOL CORE SERVICE: SWIMMING POOL

GOAL: To provide a well maintained and attractive facility that materially adds to lifestyle in the community.



8.1 Actively promote increased usage, organise activities for youth and adults

8.1.1 Liaise with community groups through CRO

0 Attendance figures per month NA

8.2 Review the operations of the Batchelor Pool

8.2.1 Seek funds to develop pool asset and development strategy

4 15/16 Funds obtained

8.2.2 All daily records and costs collected

0 Data collected

8.2.3 Introduce efficiencies when appropriate to reduce Community subsidy.

Efficiencies introduced Level of Subsidy

8.3 Maintain water quality, pools and surrounds to current standard

8.3.2 Staff maintain water pools and surrounds

Number of complaints Tests within acceptable parameters

Yes

8.4 Supervise patrons to minimize incidents and accidents

8.4.2 Pool supervised in accordance with Council’s policies and procedures.

0 Compliance with procedures. Number of incidents.

Yes

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PART 9: COMMUNITY & RECREATION CORE SERVICE: COMMUNITY & RECREATION

GOAL: To guide the community towards sporting, recreation, cultural, leadership and leisure pursuits which improve the quality of life for residents and the community as a whole.



9.1 Support community clubs and groups hosting events or seeking grants

9.1.1 Provide assistance in accordance with the Community Support and inkind grant program

0 Number of organisations assisted. Number of events provided with assistance

yes

9.1.2 Provide advice and letters of support to community clubs and groups for grants


No

9.1.3 Consider applications for financial and inkind support from Community groups in the Council area


No

9.1.4 Assist develop inter town sporting events and competitions

0 Number of events and competitions developed

No

9.2 Continued leadership of Community Recreation and development

9.2.1 Continuation of the Community recreation Officer position to initiate and implement programs

0 Number of programs initiated and implemented Number of Participants

Yes

9.2.2 Seek additional resources To reduce subsidy and improve programs.

0 Resources obtained No

9.2.3 Develop Community recreation and involvement programs

0 Number of programs Numbers of Participants

Yes

9.2.4 Employ trainee if grant is available.

3 15/16 Grant obtained No

9.3 Provide Council’s bus for approved community purposes

9.3.1 Bus available to Community groups in accordance with Council policy

0 Bus usage .

Yes

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9.3.2 Bus available for use 0 Maintenance program Asset Management Plan Included in the replacement program

9.4 Investigate the need for a Community Hall in Adelaide River

9.4.1 Investigate Land options and alternatives for a Community Hall in Adelaide River ad opportunities arise

3 15/16 Land Options reviewed No

9.5 Provide financial support to Community Groups

9.5.1 Provide annual community grants program

0 Annual Program completed Yes

9.6 Support and recognize emerging talent and leaders

9.6.1 Recognise emerging talent and community student leaders

0 No. of emerging leaders recognized or supported

Yes

9.6.2 Hold annual Community Recognition awards

0 Community recognition awards held Yes

PART 10: ROADS AND STREETS

CORE SERVICE: ROADS AND STREETS

GOAL: To improve the quality of the road network of the Coomalie region.



10.1 Maintain contact with Dept. of Transport & Infrastructure re: maintenance requests for their roads

10.1.1 Ensure Contact list is up to date. Invitation to discuss issues to officers

0 Number of contacts Number of items reported

10.2 Maintain and upgrade roads throughout the council area

10.2.1 Funded Annual Works program

5 15/16 Completion of the annual works program

Yes

10.2.2 Develop and continually review a 10 year Road Program

0 Council adopted 10 year Road Program

10.2.4 Seek funds to Investigate Road Contribution Scheme

4 15/16 Funds obtained No

10.3 Effective use of Roads to Recovery funding

10.3.1 Develop renewal and improvement projects to

5 14/15 Projects completed NA

24 | P a g e J u n e 2 0 1 5

fund under Roads to Recovery

10.4 Construct access roads to rural properties

10.4.1 Identify properties without legal or practical access

5 15/16 Properties identified.

Yes

10.4.2 Seek funds to develop options to provide practical access to the properties

0 Funds obtained No

10.5 Maintain and upgrade Urban roads throughout the Council area

10.5.1 Develop and continually review a 10 year Road Program

5 15/16 Council adopted 10 year Road Program

10.5.2 Seek funds to implement program

Funds obtained

10.6 Maintain and upgrade urban storm water drainage systems

10.6.1 Seek funds to Investigate and develop a long term storm water strategy


10.7 Construction of dual use footpaths /cycle ways

10.7.1 Develop strategy to extend Footpaths within the town sites of Batchelor and Adelaide River

3 15/16 Plan developed, costed and included in forthcoming budget programs

No

10.7.2 Extend the Footpath plan to include the Adelaide River showground

3 15/16 Plan developed, costed and included in forthcoming budget programs

No

10.7.3 Seek funds to implement program

Funds obtained

25 | P a g e J u n e 2 0 1 5

PART 11: STREET LIGHTING CORE SERVICE: STREET LIGHTING

GOAL: To establish and maintain effective street lighting for the safety of the residents.



11.1 Provide street lighting in public and residential urban areas

11.1.1 Maintain existing level of service for street lights

0 Budget allocation Yes

11.1.2 Investigate effectiveness, over serving and new areas of demand.

0 Reports on street lighting No

11.1.2 Implement new street lights and technology as opportunities arise.

0 Number of new lights or changes No

11.2 Investigate PAWA changes and alternative solutions

11.2.1 Investigate and report impacts of PAWA changes when appropriate

0 Report to Council

PART 12: TOURISM, ECONOMIC DEVELOPMENT CORE SERVICE: TOURISM, ECONOMIC DEVELOPMENT

GOAL: To encourage development with a view to economic and employment opportunities through fostering and supporting sustainable ventures and events.



12.1 Support Adelaide River Railway Precinct

12.1.1 Supply letters of support as required

0 Letters of support provided

No

12.1.2 Assist grounds maintenance of the facility

0 Level of assistance provided No

12.1.3 Seek funds to assist in the development of a feasibility study and business case

0 Funds obtained. No

12.2 Develop of Snake Creek WW11 explosive storage site



26 | P a g e J u n e 2 0 1 5

12.2.2 Seek funds to assist in the development of a feasibility study and business case

0 Funds obtained

12.3 Develop a Tourist Information Centre in Adelaide River including retail and refreshments

12.3.4 Seek Funds to carry out a feasibility study and prepare a business case

0 Feasibility and Business case completed No

12.4 Promote tourism and Business within the Council area

12.4.1 Review the effectiveness of existing tourism information and signage

3 15/16 Review completed No

12.4.2 Seek funds to Investigate a constant signage and branding theme

3 Strategy developed No

12.4.3 Publish an annual Business service directory

5 14/15 Directory published

12.5 Support coordinated Tourism and Economic Development

12.5.1 Assist Industry advocate for improved support from Government.

0 Investigation and report completed No

12.5.2 Form an Economic Development committee if sufficient operator support

2 Committee formed

12.5.3 Monitor the operation of the Batchelor Tourist Information Centre

0 14/15 Trends identified and strategies developed.

No

12.6 Support and make financial contribution to Community Events that promote council as a tourism destination

12.6.1 Provide assistance in accordance with the Community Support and inkind grant Policy

0 Number of organisations assisted Number of events provided with assistance

Yes

12.7 Promote war and mining and development history of Adelaide River and Batchelor



No

12.7.2 Assist grounds maintenance of facilities

0 Level of assistance provided No

12.7.3 Assist in the development of a feasibility study and business Plan for historical groups

5 Feasibility and Business plan completed

12.8 Website up to date with current 12.8.1 Ensure website is updated 0 Website is updated monthly with Yes

27 | P a g e J u n e 2 0 1 5

information. regularly information

12.9 Assist the Development of Batchelor airstrip for the light aircraft industry.

15.9.1 Request the finalization of the Native title claim over the Batchelor town site

0 15/16 Native Title Claim finalised No



No

12.9.3 Assist in the development of a feasibility study and business case


12.9.4 Seek funds for studies and development projects


12.10 Facilitate the Development of an aged care facility

12.10.1 Liaise with COTA to develop scoping plan

0 Monitor age distribution of aging population

No

12.10.2 Seek guarantee that land is available for aged care

0 Land guaranteed Plans developed

No

12.10.3 Request the finalization of the Native title claim over the Batchelor town site

5 15/16 Native Title Claim finalised No

12.10.4 Assist in the development of a feasibility study and business case


12.10.5 Seek funds for studies and development projects

0 Funds obtained No

12.11 Rationalise existing Assets to assist Shire development

12.11.1 Review value of existing undeveloped assets to Council operations

5 14/15 Assets identified No

12.11.2 Develop a program to reassign the value of the identified assets to other projects of a capital nature

5 14/15 Program implemented Council consider a program to sell Council owned land

No

28 | P a g e J u n e 2 0 1 5

PART 13: DOG MANAGEMENT CORE SERVICE: DOG MANAGEMENT

GOAL: To ensure responsible ownership of dogs and safety in public places.



13.1 Maintain dog control program 13.1.1 Employ a dog catcher to enforce Dog By-Laws

0 Number of Dog Complaints Number of dogs impounded Decrease in reports of dogs at large

Yes

13.1.2 Ensure impounded dogs are treated humanely

0 Compliance with codes and regulations Yes

13.1.3 Assist develop a Dog Management Plan if supported by Community

3 15/16 Completion of Plan No

13.2 Maintain Dog By-Laws 13.2.1 Review By-Laws to Comply with NT government requirements

0 Compliance with Dog Management Plan No

29 | P a g e J u n e 2 0 1 5

PART 14: WEEDS MANAGEMENT CORE SERVICE: WEEDS MANAGEMENT

GOAL: To assist community organisations and residents to access approved chemicals for weed control and to assist residents to control Gamba Grass in order to mitigate fire hazard.



14.1 Provision of glyphosate at cost price

14.1.1 Purchase glyphosate for resale to residents

0 Yes

14.2 Assist the NT Government Free Glyphosate program for Gamba Grass if funded

14.2.1 Administer the NT Government Glyphosate program

Completed to the satisfaction of the NT Government.

NA

14.3 Spray roadsides for weeds, particularly Gamba and Mission grass

10.2.1 Budget Allocation 4 15/16 Funds allocated Yes

10.2.2 Spraying program using contractors and staff

4 14/15 Kilometers of roadside sprayed Effectiveness of spray treatment

PART 15: PLANNING CORE SERVICE: PLANNING

GOAL: To encourage development in the Coomalie Shire.



15.1 New Subdivisions to constructed to an approved standard

15.1.1 Subdivisions constructed to Council’s Subdivision Standards Policy

4 14/15 Policies approved by NT Planning Department

NA

15.1.2 Sub division standards Policy reviewed every 4 years or if significant changes to legislation

15.2 Developers contribute to the long term impacts on existing community roads and facilities

15.2.1 Investigate a Developer Contribution Plan

4 15/16 Investigation completed and reported Yes

15.3 Batchelor Town Plan to 15.3.1 Development of a style 2 16/17 Policies approved by NT Planning No

30 | P a g e J u n e 2 0 1 5

encourage the preservation and conservation of the historic built environment and landscape

manual for the conservation and preservation of the mining built environment

Department

15.3.2 Develop a Development Control Plan for Batchelor to manage development type and scales

3 15/16

15.4 Development of flood route for the northern sector of Adelaide River

15.3.1 Prepare plans to assist with access out of the northern part of the Adelaide River town site during time of flood

4 Plans approved by Council No

15.5 Investigate the release of more residential and rural residential land in Adelaide River

15.4.1 Investigate Land Options for the development of the Adelaide River town site

3 15/16 Land release approved by NT Government

No

31 | P a g e J u n e 2 0 1 5

2015/16 BUDGET BY FUNCTION

FUNCTION INCOME EXPENDITURE SURPLUS/(DEFICIT)

Administration 577,840 770,886 (193,046)

Public Conveniences 9,000 81,900 (72,900)

Sanitation and Garbage 343,685 306,171 37,514

Cemeteries 2,000 10,600 (8,600)

Parks and Gardens 1,100 177,339 (176,239)

Libraries 50,757 50,757 0

Sport and Recreation 100 126,668 (126,568)

Swimming Pool 4,000 107,755 (103,755)

Community Recreation 34,714 80,645 (45,931)

Roads 1,056,972 1,633,180 (576,208)

Street lighting 0 24,200 (24,200)

Tourism, Ec Development 21,690 50,270 (28,580)

Dog Management 2,000 14,766 (12,766)

Glyphosate 5,000 5,000 0

Gamba Weed Management 0 10,000 (10,000)

General Rates 833,111 833,111

Add back depreciation 503,100

Operating Surplus/(Deficit) (5,069)

Transfer from reserves 5,069

Surplus/(Deficit) 0

32 | P a g e J u n e 2 0 1 5

LONG TERM FINANCIAL PLAN 2015/16 TO 2019/20 INCOME 2015/16 2016/17 2017/18 2018/19 2019/20

900 3010 Grants for Others 10,000 10,300 10,609 10,927 11,255

900 3011 Grant Commonwealth FAG 437,820 437,820 437,820 437,820 437,820

900 3012 Grant NT Government 42,094 42,515 42,940 43,369 43,803

900 3014 Grant NT Operational 477,350 477,350 477,350 477,350 477,350

900 3015 Grant NT Library 50,757 52,280 53,848 55,464 57,127

900 3016 Grant Roads to Recovery 276,000 138,000 138,000 138,000 138,000

900 3017 Grant NT Special Purpose Grant 368,772 - - 25,000 -

900 3018 Interest Recd TIO Term Inv 22,800 23,000 23,000 23,000 23,000

900 3020 Interest Recd Chq A/c 20 20 20 20 20

900 3022 Penalties Recd Rates 16,000 16,000 16,000 16,000 16,000

900 3023 Donations re Functions/Events 1,190 1,000 1,000 1,000 1,000

900 3025 Diesel Fuel Rebate 600 600 600 600 600

900 3029 Hire of Equipment 2,100 2,100 2,100 2,100 2,100

900 3030 Pensioner Rebates 24,720 24,720 24,720 24,720 24,720

900 3032 Other Income 11,000 11,110 11,221 11,333 11,447

900 3039 002 Garbage Charges Recd Rates 339,565 349,752 360,245 371,052 382,183

900 3040 General Rates Recd 833,111 858,104 883,847 910,363 937,674

900 3042 Extra Chgs on Rates 10,000 10,000 10,000 10,000 10,000

900 3043 Reimbursements 4,020 4,000 4,000 4,000 4,000

900 3049 Income from CRO Activities 1,700 1,700 1,700 1,700 1,700

900 3050 Service Charges 4,600 4,600 4,600 4,600 4,600

900 3051 Rate Searches 2,750 2,778 2,805 2,833 2,862

900 3070 Glyphosate 5,000 5,050 5,101 5,152 5,203

900 3899 TOTAL INCOME 2,941,969 2,472,798 2,511,526 2,576,403 2,592,464

EXPENDITURE

900 4001 Accountancy & Audit Fees 104,000 105,040 106,090 107,151 108,223

900 4002 Administration Fees 760 760 760 760 760

900 4004 Advertising 2,000 2,000 2,000 2,000 2,000

900 4005 Attache Support 6,620 6,686 6,753 6,821 6,889

900 4023 Bank Charges 4,080 4,121 4,162 4,204 4,246

900 4040 Rates System 10,260 10,363 10,466 10,571 10,677

900 4041 Cleaning 60,900 61,509 62,124 62,745 63,373

900 4043 Community Grants 25,550 25,550 25,550 25,550 25,550

900 4044 Computer Maintenance 19,800 19,998 20,198 20,400 20,604

900 4045 Consultants Fees 23,000 10,000 10,000 10,000 10,000

900 4046 Grant Expenditure 2,100 2,100 2,100 2,100 2,100

900 4052 Capital / Plant & Equipment 17,000 15,000 25,000 50,000 8,000

900 4063 Depreciation 503,100 508,131 513,212 518,344 523,528

900 4073 Recycling Expenses 1,000 1,000 1,000 1,000 1,000

900 4076 Youth Grants 4,700 4,700 4,700 4,700 4,700

900 4080 Electricity 25,700 26,471 27,265 28,083 28,926

900 4084 Repay funds from Transfer Station 48,000 48,000 48,000 48,000 48,000

900 4101 Fees & Permits 1,450 1,465 1,479 1,494 1,509

900 4107 Freight 2,800 2,828 2,856 2,885 2,914

900 4120 Garbage Collection 120,000 121,200 122,412 123,636 124,872

900 4159 Information Centre 100 100 100 100 100

900 4160 Insurance 83,420 85,923 88,500 91,155 93,890

900 4162 Internet 8,367 8,451 8,535 8,621 8,707

900 4172 Gamba Management 10,000 10,000 10,000 10,000 10,000

900 4180 Legal Advice 2,400 2,400 2,400 2,400 2,400

900 4181 Landscaping 16,500 10,000 10,000 10,000 10,000

900 4183 LGANT Membership 6,700 6,700 6,700 6,700 6,700

900 4200 Meeting & Cncllrs Expenses 55,000 55,550 56,106 56,667 57,233

33 | P a g e J u n e 2 0 1 5

2015/16 2016/17 2017/18 2018/19 2019/20

900 4242 Pool Chemicals 7,200 7,416 7,638 7,868 8,104

900 4243 Power / Streetlighting 13,200 13,596 14,004 14,424 14,857

900 4245 Printing & Stationery 12,270 12,393 12,517 12,642 12,768

900 4250 Postage 840 848 857 865 874

900 4262 DOT Expenditure 80,000 - - - -

900 4263 Rental Allowance 15,600 15,600 15,600 15,600 15,600

900 4266 Rates Recovery Cost 10,000 15,600 15,600 15,600 15,600

900 4280 R & M Buildings 12,000 12,120 12,241 12,364 12,487

900 4282 R & M Office Equipment 2,000 2,020 2,040 2,061 2,081

900 4284 001 R & M Adelaide River 32,034 32,354 32,678 33,005 33,335

900 4284 002 R & M Batchelor 28,477 28,762 29,049 29,340 29,633

900 4284 003 R & M Rum Jungle Lake 3,640 3,676 3,713 3,750 3,788

900 4284 004 R & M Bowling Green 1,800 1,818 1,836 1,855 1,873

900 4284 005 R & M Sports Courts Mntnce 500 505 510 515 520

900 4284 006 R & M Access Shed Mntnce 500 505 510 515 520

900 4284 007 R & M Adelaide River Oval 11,175 11,287 11,400 11,514 11,629

900 4284 008 R & M Batchelor Oval 10,590 10,696 10,803 10,911 11,020

900 4284 900 R & M General Oval 12,100 12,221 12,343 12,467 12,591

900 4286 001 Rubbish Dump R & M Adelaide R 5,000 5,050 5,101 5,152 5,203

900 4286 002 Rubbish Dump R & M Batchelor 25,000 25,250 25,503 25,758 26,015

900 4294 Grants for Others 10,000 10,000 10,000 10,000 10,000

900 4295 Work for Others 500 500 500 500 500

900 4300 Stores, Materials & Loose Tool 11,650 12,000 12,359 12,730 13,112

900 4301 Safety Supplies & Equipment 8,650 8,910 9,177 9,452 9,736

900 4312 Superannuation 66,309 73,942 75,420 76,929 78,467

900 4323 Telephone & Facsimile 16,080 16,241 16,403 16,567 16,733

900 4336 Training 12,105 12,226 12,348 12,472 12,597

900 4338 Travel & Accom 1,000 1,010 1,020 1,030 1,041

900 4340 Uniforms 5,000 5,050 5,101 5,152 5,203

900 4341 Valuer General 6,000 6,180 6,365 6,556 6,753

900 4342 Vehicle & Plant Fuel & Oil 31,540 32,171 32,814 33,471 34,140

900 4343 Vehicle R & M 29,500 30,090 30,692 31,306 31,932

900 4344 Plant & Equip Repairs, Mntnce 5,400 5,508 5,618 5,731 5,845

900 4360 Water & Sewerage 59,140 60,914 62,742 64,624 66,563

900 4370 Wages & Salaries 763,071 778,332 793,899 809,777 825,973

900 4380 Glyphosate 5,000 5,000 5,000 5,000 5,000

900 4000 999 Roadworks 969,959 543,235 544,020 541,871 559,713

900 4999 TOTAL EXPENSES 3,450,137 2,969,069 3,015,891 3,075,456 3,088,704

900 5000 SURPLUS / (DEFICIENCY) (508,168) (496,271) (504,365) (499,053) (496,240)

ADD BACK DEPRECIATION 503,100 508,131 513,212 518,344 523,528

TRANSFERS FROM/(TO) RESERVES 5,068 (11,860) (8,847) (19,291) (27,288)

TOTAL SURPLUS / (DEFICIENCY) 0 0 0 0 0

34 | P a g e J u n e 2 0 1 5

RENEWAL PROGRAM – ROADS

Year Revenue Expenses

FAG RTR Other Total Maintenance Reseals Heavy

Patches Resheets

Capital improvements

Total

2015/16 $408,000 $274,000 $274,000 $956,000 $227,187 $45,000 $553,464 $68,000 $62,080 $955,731

2016/17 $408,000 $137,000 $545,000 $225,235 $175,000 $119,000 $24,000 $543,235

2017/18 $408,000 $137,000 $545,000 $234,020 $181,000 $112,000 $17,000 $544,020

2018/19 $408,000 $137,000 $545,000 $242,871 $190,000 $109,000 $541,871

2019/20 $422,000 $137,000 $559,000 $249,713 $181,000 $129,000 $559,713

2020/21 $435,975 $137,000 $572,975 $256,036 $154,000 $164,000 $574,036

2021/22 $450,299 $137,000 $587,299 $260,930 $176,000 $150,000 $586,930

2022/23 $464,982 $137,000 $601,982 $265,054 $168,000 $163,000 $596,054

2023/24 $480,031 $137,000 $617,031 $268,853 $165,000 $183,000 $616,853

2024/25 $495,457 $137,000 $632,457 $275,574 $149,000 $207,000 $631,574

ASSUMPTIONS

Inflation 2.5% per annum Maintenance Grade twice per year except minor property access roads once per year Drainage Shoulders equivalent to once every 4 years to grade to clean grade gutters, Does not make allowance for cleaning culverts Furniture replace signs and guideposts every 20 years Seal Maintenance $500 per km for bitumen in good condition Reseals once every 20 years Linemarking $0.40 per m per line Resheets arterial roads every 10 years Collector roads every 20 years

Property access Roads as required

35 | P a g e J u n e 2 0 1 5

RENEWAL PROGRAM – BUILDINGS, IT AND COMMUNITY FACILITIES

Asset Name Town Location Project Planned Renewal Year

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

IT upgrade Batchelor Office $100,000

Bruce Jones community centre Batchelor Pineroo Servery $23,000

Amenities Adelaide River oval Renew & upgrade $10,000

Pool Batchelor Pinaroo Shade Structure $20,000

Batchelor Oval Batchelor Cricket Pitch $18,000

Batchelor basket courts Batchelor Pinaroo Lights and backboards line marking $20,000

Dump points Batchelor Nundina Replace $7,500

Dump points Adelaide River Service Rd Replace $7,500

Basket ball courts Adelaide River Swannel Tennis nets Lights back board $20,000

Basket ball courts Batchelor Renew surface $100,000

Playground undersurfacing Batchelor Oval Install undersurfacing $20,000 $25,000

Amenities pool Batchelor Pinaroo Refurbish $40,000 $25,000

Ovals Batchelor Oval Goal Posts $8,000

Ovals Adelaide River Oval goal Posts $8,000

Community Saety lights Batchelor Various Solar lights $60,000

Playground replacement Batchelor Various renew $40,000 $40,000 $30,000

Park furniture Batchelor Various renew $30,000

Cost $171,000 $40,000 $60,000 $40,000 $65,000 $41,000 $30,000 $45,000 $100,000 $60,000

Estimated income grants $171,000 $40,000 $60,000 $40,000 $65,000 $41,000 $30,000 $45,000 $100,000 $60,000

NETT $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

36 | P a g e J u n e 2 0 1 5

RENEWAL PROGRAM – PLANT

Asset Name Reason for disposal Replacement REGO Planned Renewal Year

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

large trailer no longer needed trade-in $5,000

Toyota hilux end of useful life OM 4WD Utility CCGC01 trade-in $15,000

purchase $37,000

Toyoto Hilux See Note Weeds Utility CA00KW

Kobota Mower End of useful life Out Front Mower trade-in $5,000

purchase $20,000

Toyota Kluger End of useful life CEO Vehicle CCGC03 trade-in $17,000

purchase $42,000

Kobota tractor End of useful life Tractor for a 8' or 10' Slasher trade-in $20,000

purchase $65,000

Slasher Enlarge to suit new tractor 8'to 10' slasher trade-in $2,000

purchase $7,000

toyota bus Endof useful life Community Bus trade-in $22,000

purchase $80,000

Hino Truck End of useful life 8 tonne tipper trade-in $34,000

purchase $90,000

OM Ute End of use ful Life trade-in $21,000

purchase $38,000

Case Skid steer End of useful life trade-in $17,000

purchase $80,000

OS 4WD Utility (Hilux) End of useful life OS 4WD Utility CCGC00 trade-in $18,000

purchase $42,000

CEO Vehicle end of useful life trade-in $19,000

purchase $46,000

Hino Tilt Tray End of Useful life New truck for the tilt tray trade-in $39,000

purchase $90,000

Backhoe End of Useful life trade in $65,000

Purchase $144,000

Hino 617 Truck end of useful life trade-in $13,000

purchase $54,000

Cost $37,000 $20,000 $42,000 $72,000 $80,000 $128,000 $122,000 $136,000 $144,000 $54,000

Trade in $20,000 $5,000 $17,000 $22,000 $22,000 $55,000 $35,000 $58,000 $65,000 $13,000

Income grants SPG $50,000 $60,000 $63,000 $75,000 $0

NETT $17,000 $15,000 $25,000 $50,000 $8,000 $13,000 $24,000 $78,000 $4,000 $41,000

37 | P a g e J u n e 2 0 1 5

RENEWAL PROGRAM – FOOTPATH AND KERB AND GUTTERS

Asset Name

Town Location

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

Batchelor Tarkarri Rd General Store driveway to Rum Jungle Rd 350m $79,000

Batchelor Beside Courts Bowls club to Pinaroo cres 150m $34,000

Batchelor Pinaroo Way Pinaroo Cres to Kirra crescent 250m $56,000

Batchelor Awilla Rd Nurndina to BIITE Entrance 200m $45,000

Adelaide River Stuart Hwy Bridge to Dorat Rd 400m $90,000

Adelaide River Dorat Rd Stuart Hwy to ARSS 600m $135,000

Batchelor Information Centre 200m $45,000

Batchelor Public Toilet area Nurdina St 200m $50,000

Batchelor BIITE Entrance to Nurdina St 300m $80,000

Batchelor Medical Clinic Entrance area/ both sides 150m $40,000

Cost $79,000 $90,000 $34,000 $56,000 $135,000 $45,000 $45,000 $0 $0 $0

Estimated income grants $79,000 $90,000 $34,000 $56,000 $135,000 $45,000 $45,000 $0 $0 $40,000

NETT $0 $0 $0 $0 $0 $0 $0 $0 $0 $80,000

38 | P a g e J u n e 2 0 1 5

ANNUAL BUDGET 2015/2016 Budget for the financial year ending 30th June 2016.

This section contains information relating to the annual budget for the Shire for the 2015/2016

financial year.

In accordance with Part 10.5 of the Local Government Act the Budget includes:

(i) Projected Income and Expenditure;

(ii) A summary of the Shire’s objectives, measures and performance indicators;

(iii) Funds allocated to the development and maintenance of the Shire’s infrastructure;

(iv) The estimated funds to be raised by way of rates;

(v) The rates declaration which includes the rates structure and assessment of social and

economic effects; and

(vi) The allowances to be paid to Council Members and the total amount budgeted to meet

those costs.

A summary of the estimated income and expenditure is provided in the following table:

Revenue Expenditure

Operating Revenue 2,941,969 Operating Expenditure

3,450,138

Unfunded Depreciation 503,100

Transfer from Reserves 5,069

Total Revenue 3,450,138 Total Expenditure 3,450,138

The Coomalie Community Government Council is dependent on grant funding to cover its

operational and capital expenditure. In excess of 50 percent of the Shire’s income is generated

through grant funding.

39 | P a g e J u n e 2 0 1 5

INCOME BY SOURCE 2015/2016

EXPENDITURE BY CATEGORY 2015/16

1,410,951

9,000

343,685

2,000 1,100

50,757

100

4,000

34,714

1,056,972

- 21,690

2,000 5,000

-

Administration

Public Conveniences

Garbage

Cemeteries

Parks Gardens

Libraries

Sport Recreation

Swimming Pool


Roads

Streetlighting

Tourism Ec Dev

Dog Management

Glyphosate

Gamba Weed Management

770,886

81,900

306,171

10,600

177,339

50,757

126,668 107,755

80,645

1,633,180

24,200

50,270 14,766 5,000 10,000

Administration

Public Conveniences

Garbage

Cemeteries

Parks Gardens

Libraries

Sport Recreation

Swimming Pool


Roads

Streetlighting

Tourism Ec Dev

Dog Management

Glyphosate

Gamba Weed Management

40 | P a g e J u n e 2 0 1 5

FINANCIAL OBJECTIVES, MEASURES AND INDICATORS

Objective Measures Taken Indicators of Success Benchmark Increase grant income by 20%

Apply for all appropriate grant related funding that becomes available during the financial year

- Funding opportunities applied for by the shire

- Number of funding applications approved

- Increase in grant income

100% of appropriate grants. 50%success rate 10%

Increase income through sustainable commercial contracts

Liaise with Federal and Territory Government Departments and private enterprises to secure new contractual arrangements

- Number of commercial contract tenders submitted

- Increase in commercial contract income

1 10%

Grant income expended in full

Monthly budget v variance expenditure reporting completed by all managers

- Monthly budgeted expenditure equals monthly actual expenditure

Variances < 10%

Grant income received in timely manner

Monthly budget v variance income reporting completed by all managers

- Monthly actual income equals or exceeds monthly budgeted income

Variances < 10%

Programs funded for the financial year are completed by the end of financial year

Monthly grant reports prepared by Finance Manager for Council

- No incomplete programs or projects outstanding at 30 June

0 incomplete projects

Decrease over 90 day debtors

Monthly aged debtors report prepared by Finance Manager for Council

- Total of 90 days or more debtors is reduced to nil

- Debtors are telephoned once over 30 days for expected payment date

0 over 90 day debtors

Decrease over 90 day creditors

Monthly aged creditors report prepared by Finance Manager for Council

- Total of 90 days or more outstanding creditors is reduced to nil

- All invoices received have a matching purchase order in the system

- All invoices are signed off for payment within 14 days of receipt

0 over 90 day creditors 100% < 14 days

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MAINTENANCE AND INFRASTRUCTURE EXPENDITURE

REPAIRS AND MAINTENANCE OF INFRASTRUCTURE

REPAIRS AND MAINTENANCE

Amount Allocated

2015/2016 Buildings 10,000

Office Equipment 2,000

Adelaide River Surrounds 32,034

Batchelor Surrounds 28,477

Rum Jungle Lake 3,640

Rum Jungle Bowls Club 1,800

Sports Courts 500

Adelaide River Access Shed 500

Adelaide River Oval 11,175

Batchelor Oval 10,590

Vehicles, Plant and Equipment 29,500

Roads 176,464

CAPITAL EXPENDITURE AND INFRASTRUCTURE DEVELOPMENT

CAPITAL EXPENDITURE 2015/2016 2016/2017 2017/2018 2018/2019 Buildings, Plant, IT 0 40,000 60,000 40,000

Vehicles 17,000 15,000 25,000 50,000

Roads 343,000 233,000 163,000 165,000

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SOCIAL AND ECONOMIC IMPACTS OF RATING STRATEGY Council’s rates and charges are set each year having regard to a number of factors including increases in the

cost of providing services, community and ratepayer expectations, proposed capital works and service levels or

other Council initiatives. Council also considers statistical indicators such as the Consumer Price Index and the

Local Government Price indicator.

Council consciously aims to keep the increase in rates to a minimum in order to lessen any impact on

ratepayers, but at the same time generate enough income to provide adequate levels of service and achieve

its objectives.

Council levies rates based on Unimproved Capital Value (UCV), which is the value of land excluding the value of

any improvements, including buildings.

The population of the Coomalie Community Government Council area has remained stable between the last

two Census. The change in population is 1239 to 1253 people. Over 20% of the Shire’s population is aged over

55 and over 20% is Aboriginal and Torres Strait Islander.

From the 2011 Census, the total number of businesses in the Coomalie Community Government Council area

declined over the last five years from 68 businesses to 64. Labour force statistics show that only 38% of the

population was in the labour force in 2011. This indicates a high level of government support in the area.

The largest industry employers within the area are the Batchelor Institute of Indigenous Tertiary Education,

the Batchelor Area School and the Adelaide River Primary School. 21.7% of those employed in the Coomalie

Community Government Council area are within the Education and Training sector.

The Coomalie Community Government Council area must have regard when setting rates and charges to our

older population and to the major industry employers in the towns. In accordance with the strategy developed

in 2012 to improve resilience and sustainability, Council has this year raised general rates by 4% and has

increased the rural waste management levy by $20 to $160. The domestic collection service charge has

remained the same. This reflects the static nature of the current collection Contract.

The Coomalie Community Government Council area has experienced additional subdivision of land over the

last few years. Sales of these properties have been consistent but slow. The properties in the northern part of

the shire are being sold as either lifestyle or recreational blocks with the balance changing to recreational

blocks towards the South of the Shire.

The Northern Territory economy is small and subject to boom and bust cycles from industry changes and

Government legislation. The Coomalie region relies on Commonwealth government initiatives and programs

to support the economy. Restrictions on land have hampered development. Private investment has been

affected by changing government decision making, regulatory conditions and restraints on obtaining land.

We are a small shire (1910km2) with a small population base (1253 people). Opportunities for generating

income are limited. The major source of income will continue to be rates and charges supported by

Government Grants.

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DECLARATION OF RATES AND CHARGES 2015/2016


LOCAL GOVERNMENT ACT

DECLARATION OF RATES AND CHARGES 2015/2016

Notice is hereby given, pursuant to section 158 of the Local Government Act, that the following rates and

charges were declared by the Coomalie Community Government Council at the Ordinary General Meeting held

21st June 2015 pursuant to Chapter 11 of the Local Government Act (“the Act”) in respect of the financial year

ending 30 June 2016.

1. RATES

Coomalie Community Government Council (the “Council”) made the following declaration of rates pursuant to

Chapter 11 of the Act.

1.1 Council pursuant to Section 149 of the Act adopted the Unimproved Capital Value method as the basis for determining the assessed value of allotments within the Coomalie Shire.

1.2 Council, pursuant to Section 155 of the Act declared that it intends to raise for general purposes by way of rates, the amount of $849,375 which will be raised by the application of differential valuation-based charges (‘differential rates”) with differential minimum charges (“minimum amounts”) being payable in application of each of those differential rates for the financial year ending 30 June 2016.

1.3 Council declared the following differential rates with minimum amounts being payable in application for each of those differential rates; For the purposes of this paragraph, residential parts or units means a dwelling house, flat or other

substantially self contained residential unit or building.

A. MINING TENEMENTS

With respect to all mining tenements, a differential rate of 0.00340% of the assessed value of such land

with minimum amounts being payable in the application of that differential rate being $867.34.

i. Assessed value is defined at section 149(3) of the Local Government Act. ii. Contiguous leases and /or reasonably adjacent leases will be rated as if they were a

single lease. iii. Where the owner of the mining tenement is also the owner of the land tenure

underlying the mining tenement, and is liable for rates for the underlying tenure, the only rates payable are either the rates payable for the underlying tenure or the rates payable for the mining tenement, whichever is the highest.

B. PASTORAL LEASES

With respect to all pastoral leases, a differential rate of 0.000297% of the assessed value of such land with

minimum amounts being payable in the application of that differential rate being $366.48.

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C. BATCHELOR AND ADELAIDE RIVER TOWNSHIP WARDS

With respect to all rateable land, that is not a mining tenement or a pastoral lease, within the Batchelor

and Adelaide River Township Wards a differential rate of 0.492% of the assessed value of such land with

minimum amounts being payable in the application of that differential rate being $903.00 multiplied by:

i. The number of separate residential parts or units that are adapted for separate occupation or use (pursuant to section 148(4) of the Act on each allotment of land; or

ii. The number 1, Whichever is greater.

D. BATCHELOR AND ADELAIDE RIVER RURAL, COOMALIE/TORTILLA AND LAKE BENNETT WARDS

With respect to all rateable land, that is not a mining tenement or a pastoral lease, within the Batchelor

and Adelaide River Rural, Coomalie/Tortilla and Lake Bennett Wards a differential rate of 0.183% of the

assessed value of such land with minimum amounts being payable in the application of that differential

rate being $761.00 multiplied by:

i. The number of separate residential parts or units that are adapted for separate occupation or use (pursuant to section 148(4) of the Act on each allotment of land; or

ii. The number 1, Whichever is greater.

2. CHARGES

2.1 Pursuant to Section 157 of the Act, Council declared the following charges in respect of the garbage collection services it provides in the Batchelor and Adelaide River Township Wards.

2.2 Council intends to raise $343,685 by these charges.

For the purposes of this paragraph:

“residential dwelling” means a dwelling house, flat or other substantially self contained residential unit or building on residential land.

“residential land” means land used or capable of being used for residential purposes (but does not include land on which there is no residential dwelling).

“commercial premises” means a business operating on land within the township areas.

“non-commercial properties” means all other land within the shire.

2.3 The following charges were declared:

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A. RESIDENTIAL

A charge of $425.00 per annum per residential dwelling in respect of kerbside garbage collection services as

described in i. below, provided to, or which Council is willing and able to provide to, each residential dwelling

within the shire.

The services are:

A kerbside collection service of one garbage collection visit per week, with a maximum of one 240 litre

mobile bin per garbage collection visit.

B. COMMERCIAL – AT LEAST ONE OF THE FOLLOWING:

i. COMMERCIAL – 240L

A charge of $850.00 per annum per commercial premises in respect of kerbside garbage collection

services as described in i. below, provided to, or which Council is willing and able to provide to, each

commercial premises within the shire.

The services are:

A kerbside collection service of two garbage collection visits per week, with a maximum of one 240 litre


ii. COMMERCIAL – 660L

A charge of $2,300.00 per annum per commercial premises in respect of kerbside garbage collection

services provided to, or which Council is willing and able to provide to, each commercial premises within

the shire.

The services are:

A kerbside collection service of two garbage collection visits per week, with a maximum of one 660 litre


C. RURAL AND VACANT LAND – WASTE MANAGEMENT LEVY

A charge of $160.00 per annum per allotment in respect of an annual waste management levy for all

allotments not included above in the Wards of Coomalie/Tortilla, Batchelor Rural, Adelaide River Rural

and Lake Bennett..

3. RELEVANT INTEREST RATE

The relevant interest rate for the late payment of rates and charges is fixed in accordance with Section 162 of

the Act at the rate of 20% per annum and is to be calculated on a daily basis.

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4. PAYMENT

Rates and charges are due and payable 28 days from the date of issue of the rates notice.

A ratepayer who fails to abide by such conditions may be sued for recovery of the principal amount of the

rates and charges, late payment penalties, and costs reasonably incurred by Council in recovering or

attempting to recover the rates and charges.

47 | P a g e J u n e 2 0 1 5

COUNCILLOR ALLOWANCES 2015/2016 Councillors have decided to not adopt the maximum Councillor fees and allowances as set by the Department

of Local Government and Community Services for 2015/2016 as this will cost council around $98,000.

Councillors have reduced their potential fees by 49% and the amount budgeted for Councillor allowances and

expenses for 2015/2016 are $49,800.

That Council adopt a Base Allowance and Electoral allowance for Council Members other than the President

and Deputy President that shall be set at the rate of $450 per calendar month payable in arrears applicable

from 1st July 2015, subject to Ministerial Guidelines and any Council Policy adopted on or after 1st

July 2015.

The Base Allowance and electoral allowance for the President shall be set at the rate of $1,500 per calendar

month ($18,000 per annum) payable in arrears applicable from 1st

July 2015, subject to Ministerial Guidelines

and any Council Policy adopted on or after 1st

July 2015.

The Base Allowance and electoral Allowance for the Deputy President shall be set at the rate of $850 per

calendar month ($10,200 per annum) payable in arrears applicable from 1st

July 2015, subject to Ministerial

Guidelines and any Council Policy adopted on or after 1st

July 2015.

Allowance Ordinary Council Member

D

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