roper gulf regional council draft regional plan...

Roper Gulf Regional Council Draft Regional Plan 2019-2020

Roper Gulf Regional Council Plan 2019/20

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THE LOGO

The logo was developed from a concept created by Lainie Joy of Borroloola. The five flowing figures have multiple meanings. They represent the five wards in our region (Never Never, Numbulwar Numburindi, Nyirranggulung, South West Gulf and Yugul Mangi); the five main rivers winding through our Region (the Limmen, McArthur, Robinson, Roper and Rose Rivers); the low-lying hills that are visible on the horizon nearly everywhere in the Roper Gulf Region and the Rainbow Serpent that underlies everything. The colours are based on the different colours of the soil, and the people co-existing in the Roper Gulf region.

COUNCIL ADMINISTRATION CENTRE

Street Addresses 2 Crawford Street Katherine NT 0850 Postal Address PO Box 1321 Katherine NT 0851

COUNCIL OFFICES

Phone Fax Barunga 08 8977 3200 08 8944 7059 Beswick 08 8977 2200 08 8975 4565 Borroloola 08 8975 7700 08 8975 8762 Bulman 08 8975 4189 08 8975 4753 Jilkminggan 08 8977 3100 08 8975 4905 Manyallaluk 08 8975 4091 N/A Mataranka 08 8977 2300 08 8975 4608 Ngukurr 08 8977 4601 08 8975 4658 Numbulwar 08 8977 2101 08 8975 4673 Urapunga 08 77 4601 Ngukurr

Phone 08 8972 9000 Fax 08 8911 7020 Email [email protected] Website www.ropergulf.nt.gov.au Roper Gulf Regional Council ABN 94 746 956 090

WORKSHOP AND DEPOT

63 Chardon Street Katherine NT 0850

OTHER LOCATIONS Badawarrka Baghetti Barrapunta (Emu Springs) Boomerang Lagoon Costello Daly WatersGorpulyul Jodetluk (Gorge Camp) Kewulyi Larrimah MinyerriMole Hill Momob Mount Catt Mulgan Nulawan (Nalawan) Numerloori Robinson River Weemol Werenbun

This Regional Plan was approved by Council at its Ordinary Meeting in Katherine on 24 June 2019. WARNING: Aboriginal and Torres Strait Islander readers are advised that this document may include the images of people who are deceased.


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ACRONYMS AND DEFINITIONS

AAC Alawa Aboriginal Corporation ABS Australian Bureau of Statistics AGD Department of Attorney-General (Commonwealth) CACP Community Aged Care Package CDP Community Development Programme CEO Chief Executive Officer CHCP Community Home Support Program CIG Capital Infrastructure Grant Community The term ‘community’ refers to all groups of people living in the region, unless specifically stated otherwise CS Community Safety CSC Council Services Coordinator DAGJ Department of Attorney-General and Justice DBCDE Department of Broadband, Communication and the Digital Economy (Commonwealth) DCA Department of Communications and the Arts (Commonwealth) DCM Department of Chief Minister DENR Department of Environment and Natural Resources DET Department of Education and Training (Commonwealth) DLGHCD Department of Local Government, Housing and Community Development DIHS Disability In-Home Support DIPL Department of Infrastructure, Planning and Logistics DIRD Department of Infrastructure and Regional Development (Commonwealth) DLPE Department of Lands, Planning and the Environment DoE Department of Education DoH Department of Health DPMC Department of Prime Minister and Cabinet (Commonwealth) DSS Department of Social Services (Commonwealth) DSR Department of Sport and Recreation DTBI Department of Trade, Business and Innovation DWP Daly Waters Progress Association ELP Enterprise Learning Program EOI Expression of Interest FG Federal Government FRRR Foundation for Rural and Regional Renewal GSAC Gulf Savannah NT Aboriginal Corporation HMP Housing Maintenance Program HR Human Resources IAN Indigenous Affairs Network IAS Indigenous Advancement Strategy IBP Indigenous Broadcasting Program ICC Indigenous Coordination Centre ICT Information and Communication Technology

IPWEA Institute of Public Works Engineering Australia ISRP Indigenous Sport and Recreation Project IVMS In-Vehicle Monitoring System KPI Key Performance Indicator LA Local Authority LMD Local Decision Making MAC Mungoorbada Aboriginal Corporation MAM Minister for Arts and Museums MAP Multi-Agency Plan MARA Mabunji Aboriginal Resource Association MOU Memorandum of Understanding MRM McArthur River Mine MRM CBT McArthur River Mine Community Benefits Trust NDIS National Disability Insurance Scheme NFA New Future Alliance NLC Northern Land Council NPO Not Permanently Occupied NQF National Quality Framework NTEPA Northern Territory Environment Protection Authority NTPFES Northern Territory Police, Fire and Emergency Services NTG Northern Territory Government PAWA Power and Water Corporation R&M Repair and maintenance R2R Roads to Recovery RAF Regional Arts Funding REIF Regional Economic Infrastructure Fund RGRC Roper Gulf Regional Council RIBS Remote Indigenous Broadcasting Program RSAS Remote School Attendance Strategy RWMS Regional Waste Management Strategy S&R Sport and Recreation SASO Senior Administration Support Officer SHS Sunrise Health Service Aboriginal Corporation SIHIP Strategic Indigenous Housing and Infrastructure Programme SNP School Nutrition Program SPG Special Purpose Grant TNT Tourism Northern Territory VOQ Visiting Officers’ Quarters WHS Work Health and Safety Workshop Mechanical Workshop YMDAC Yugul Mangi Development Aboriginal Corporation YS Youth Services YTD Year to Date


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ACKNOWLEDGEMENTS

Our sincere gratitude to all the residents and stakeholders of the Roper Gulf region who took the time to speak to us and contribute valuable suggestions that will allow the Council to look for dynamic ways to improve on its delivery of services and programs in communities for the time frame covered by the 2019-20 Regional Plan and beyond. We appreciate the ongoing support of the community-based staff who assisted with the consultation process which led to residents choosing the town priorities you see in section 2.5 of this plan. As we move into the 2019-20 financial year, Elected Members and staff remain committed to the Council’s mission of working as one towards a better future through the effective use of all resources. The people who make up the region are its most precious resource, so we offer our thanks for speaking up, getting involved and allowing their opinions to be heard.


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MAYOR’S MESSAGE

As we look forward to the next twelve months, Council is undergoing a period of significant review and change. In the last financial year Council has seen a number of the Council’s senior executive, including the long serving CEO, Michael Berto, leave the Organisation. In addition, the Council is faced with a range of changes to the Council’s service delivery model, including the reduction in the size of the Community Development Program and the commensurate reduction in income available for discretionary use by the Council. While acknowledging the many years of service that the outgoing CEO has provided to the organisation, the Council has taken the opportunity presented by these internal and external changes to review its services and functions. This Regional Plan embodies a new organisational structure that has been designed to provide strong focus to three key deliverables within the plan:

Strong Leadership and Governance

Strong Community Engagement; and

Delivery of the Council’s Infrastructure Program Furthermore, the Regional Plan has been crafted by the Council to ensure that the Council’s expenditure reflects its reduced circumstances and ensures the long term sustainability of the organisation. Within the Plan there is a focus on strong basic service delivery with priority remaining on service delivery in our many communities. Infrastructure development will remain a key priority for Council with several major projects due to commence and be completed within the 2019-20 financial year. Borroloola will remain a focus for investment, with the $5.7 million Rocky Creek Bridge upgrade project to continue over this financial year. Further investments have been made towards the roads in the Borroloola Town Camps, and the Borroloola Business Hub, which will cost an estimated $2 million, will be fully costed and scoped this year to allow the Council to aggressively advocate for funding to support this project. Planning for the new Hub will include office accommodation for Council staff and other local organisations and businesses. The new facility will also house a tourist information bay to help promote local events and attractions to visitors. Like Barunga, Ngukurr will soon benefit from a multi-million dollar oval lighting upgrade in the Roper Gulf region, thanks to a collaboration between the Council and the Territory represented by Department of Tourism and Culture. The $1.45 million investment over two years is currently upgrading the lighting at Ngukurr oval and is expected to be completed in this financial year. The Council will continue its planning and development of the Mataranka Community Hub so that the project is ready for construction with the Territories Local Government Strategic Infrastructure Fund provide a significant boost to this project. This project, estimated to cost approximately $1.8 million, involves construction a new Council services building inclusive of the now completed modern library, infrastructure upgrades to the community hall, and civil works adjacent to the existing building to facilitate additional parking. Mataranka has also received a grant from the Commonwealth represented by the Department of Health to design and construct an aged and disability respite care centre, consisting of a common area, female and male disabled access toilets, kitchen and


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refrigeration, pantry and storage, laundry, two offices, a covered veranda and wheelchair ramp. This project is scheduled for completion late in the 2019-20 financial year. Additionally Urapunga is progressing towards receiving massive upgrades over the coming year. With the large increase in population, Council is set to provide new services throughout the community. As of January 2019 Urapunga has established its first Local Authority as well as a Council Services Coordinator to coordinate and ensure effective delivery of core municipal services under the Council Services Directorate Operational Plan. Upgrades to the community will include, Waste Management Facilities, and ablutions block; parks and gardens; solar lighting and roadworks. Effective service delivery is a core focus for Council and as such it has been pleasing to see each community actively engage in their local town priority meetings again this year. The ideas discussed during these meetings are vital for setting our goals for the financial year. Creating a Regional Plan that reflects the needs of those living in the Roper Gulf Region will always be a challenge. With such a large and diverse populace the Plan requires contributions from all over the Region. The 2019-20 Plan reflects hard work from our Elected Members, Local Authority Members, staff, residents and stakeholders. These contributions make sure this plan is created by the Roper Gulf communities and is for those communities. The 2019-20 Regional Plan outlines Council’s vision for delivering key projects, programs and services over what is sure to be another busy and productive year ahead. We encourage all members of the Roper Gulf Region to read the plan, understand what it means for you and provide feedback where appropriate.

Judy MacFarlane Mayor Roper Gulf Regional Council


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Contents

Acknowledgements ............................................................................................................ 4

Mayor’s Message ................................................................................................................ 5

About Our Council .............................................................................................................. 9 Our Mission, Vision and Values ...................................................................................... 10 Roper Gulf Regional Council ........................................................................................... 11 Our Councillors- Will be updated after staff photos ..................................................... 12 Electoral Representation Review ................................................................................... 13 Governance Structure ...................................................................................................... 14 Potential changes to administrative and regulatory frameworks ............................... 18 Cooperative arrangements .............................................................................................. 18 Council representation on external committees ........................................................... 19 Planning Framework ......................................................................................................... 20

Opportunities and Challenges .........................................................................................22 Organisational Review ..................................................................................................... 22 Managing Changes to Program Delivery Models ........................................................ 23 Financial Sustainability ..................................................................................................... 23 Effective Delivery of Infrastructure Program ................................................................. 24 Other Legislative and Service Changes ........................................................................ 24

About Our People ..............................................................................................................25 Staffing Plan 2019-20 ....................................................................................................... 25 Organisational Structure .................................................................................................. 29

Major Projects ....................................................................................................................30

Service Delivery .................................................................................................................35 Service Delivery Model ..................................................................................................... 35 Service Delivery by Location ........................................................................................... 36

Strategic Priorities .............................................................................................................40 GOAL 1: Good Governance ............................................................................................ 40 GOAL 2: Strengthen Quality Of Life ............................................................................... 45 GOAL 3: To Protect and Care For Our Physical Environment ................................... 49 GOAL 4: To Support Training And Employment In Remote Communities .............. 52

Town Priorities ...................................................................................................................54 BARUNGA .......................................................................................................................... 55 BESWICK (WUGULARR) ................................................................................................ 58 BORROLOOLA ................................................................................................................. 60 BULMAN AND WEEMOL ................................................................................................ 63 DALY WATERS ................................................................................................................. 67 HODGSON DOWNS/MINYERRI .................................................................................... 69 JILKMINGGAN .................................................................................................................. 71 LARRIMAH ......................................................................................................................... 74 MANYALLALUK ................................................................................................................ 76 MATARANKA (including MULGGAN CAMP) ............................................................... 78 NGUKURR ......................................................................................................................... 80


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NUMBULWAR ................................................................................................................... 84 ROBINSON RIVER ........................................................................................................... 87 URAPUNGA ....................................................................................................................... 88 OUTSTATIONS AND HOMELANDS ............................................................................. 90

Financial Planning .............................................................................................................93 Budget Summary 2019-20 ............................................................................................... 93 Consolidated Revenue & Expense Budget 2019-20 by Natural Account Category94 Budget 2019-2020 by Community .................................................................................. 95 Council & Local Authority Expenses ............................................................................ 109 Long Term Financial Plan .............................................................................................. 111 Rates ................................................................................................................................. 116 Fees and Charges Schedule ......................................................................................... 120

Appendices....................................................................................................................... 127 Rates Declaration 2019-2020 ....................................................................................... 127 Budget Legislative Requirement ................................................................................... 132 Regional Plan Legislative Requirements ..................................................................... 133 Acknowledgements ......................................................................................................... 135


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ABOUT OUR COUNCIL

Welcome to the Roper Gulf Region, a vast and spectacular landscape covering more than 186,000 square kilometres of the remote Top End. Roper Gulf Regional Council has developed its 2019-20 Regional Plan, with Elected Members, staff, residents and stakeholders now invited to review and provide feedback on the document. The Regional Plan is an annual requirement under the NT Local Government Act. Endorsed by the current Council, the plan outlines a 12-month operational direction which delivers on the following key strategic focus areas:

Strong leadership through good governance, corporate planning and operational support;

Protection and care of the Roper Gulf Region’s environment;

Safe, strong and vibrant communities; and

Support of employment, training and economic development. All planning and decision making to be undertaken by the Council during the 2019-20 financial year will arise from these focus areas, and as such are the foundation of the Regional Plan. Central to the operations of staff and Elected Members are the Council’s organisational structure, service delivery methods, financial planning and budgets, which are all outlined within this document. Town priorities for the 14 towns and their communities within the region have been developed in collaboration with Elected Members, Local Authority Members, staff, residents and stakeholders. These specific priority projects are detailed in Section 2.5.


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Our Mission, Vision and Values


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Roper Gulf Regional Council

Roper Gulf Regional Council delivers a wide range of community services and programs within one of the most spectacular and remote areas of the Northern Territory.

The Local Government Area spans 186,000 square kilometres – almost three times the size of Tasmania – making Council’s operational footprint the fourth largest in the NT. The regional boundary runs from the southern side of the Kakadu escarpment to the northern edge of the Barkly Tablelands, and from the western fringe of the Stuart Highway to the Gulf of Carpentaria and Queensland border. This vast area is rich in biodiversity and boasts areas of tropical savannah, dry grasslands and open forest, with iron-rich eroded sandstone, limestone escarpments and low mesas dominating the landscape. The Roper Gulf region is dissected by large, ancient river systems including the Roper, Rose, McArthur, Robinson and Limmen rivers. The combined

annual flow of these rivers is 11750 gigalitres, which is the equivalent of approximately 23 Sydney Harbours’ worth of water. The Katherine, Edith, Fergusson, East Alligator and King rivers also have their headwaters within the Roper Gulf region. More than 700 kilometres of coastline runs along the eastern edge of the Local Government Area, characterised by stunning beaches, mangrove swamps, river deltas, low coastal sea cliffs and islands. Roper Gulf Shire Council was formed 1st of July 2008 from the amalgamation of a number of smaller Community Councils and previously unincorporated land. The organisation was renamed Roper Gulf Regional Council in January 2014. The latest Census data from 2016 indicates 6,505 people live within the Roper Gulf regional boundary, with a median age of just 26. Of this population base, more than 42 per cent reside in the three largest towns of Ngukurr, Numbulwar and Borroloola, giving the overall area an extremely low population density of one person per 28 square kilometres. Almost 80 per cent of people living within the Council’s Local Government Area identify as Aboriginal or Torres Strait Islander, with 48.6 per cent speaking Kriol at home.


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Our Councillors- Will be updated after staff photos


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Electoral Representation Review

Council is required to undertake an electoral review to ensure the most effective electoral representation for the Local Government Area of the Council. This review is to ensure the fairness and effectiveness of electoral representation in the five Wards that make up the Council’s Local Government Area. A review conducted in December 2014 and recommended that a second Elected Member for the Numbulwar Numburindi Ward would best reflect the increasing population of the region, as well as maintain the desirability of keeping the number of electors per Elected Member for each Ward as close to practicably equal. In April 2017, the Minister for Housing and Community Development approved Council’s recommendation to appoint a second Elected Member to the Ward. As such, the Council elected in August 2017 Northern Territory Local Government election comprises of 13 Elected Members, two of whom will then assume the respective roles of Mayor and Deputy Mayor. Council is now comprised of 13 Members. The existing boundaries of the Wards within the Council’s Local Government Area were gazetted in 2008 and were not recommended to be altered following the review. The Council will undertake another review of its electoral representation in accordance with Section 23 (2) of the Local Government Act and Regulation 63 of the Local Government (Electoral) Regulations, prior to the expiry of its current term of office in 2021. Table 1: Electoral representation of Roper Gulf Regional Council Wards C

Ward Number of Elected Members

Electors on roll as of May 22, 2017 (a)

Electors per Elected Member as of May 22, 2017

Land Mass (km2) (b)

Never Never 3 820 410 60,600

Numbulwar Numburindi

2 501 501 4,414

Nyirranggulung 3 911 304 40,148

South West 3 987 329 60,055

Yugul Mangi 2 766 383 19,958

TOTAL 13 3985 185,194

Totals 12 3,667 n/a 185,194 (a) - Source: Northern Territory Electoral Commission. (b) - Source: Department of Infrastructure, Planning and Logistics, Lands Information Office, 2010.


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Governance Structure

COUNCIL

Roper Gulf Regional Council comprises 13 Elected Members, elected on August 26, 2017 through a Northern Territory Local Government election and subsequent by-elections, which will govern until 2021.

Ordinary Meeting of Council schedule The Council meets seven times a year, with meetings held in Katherine and other communities within the Roper Gulf region. A full schedule of Ordinary Meetings of Council for the 2019-20 financial year can be found at www.ropergulf.nt.gov.au.

Meeting attendance Ordinary Meetings of Council are open to the public, and all residents and stakeholders are welcome to attend Council meetings and ask questions at the meeting. Please note that some parts of the meetings may be deemed confidential under section 65 (2) of the Local Government Act and Regulation 9 of the Local Government (Administration) Regulations. The Council is unable to arrange permits for those wishing to attend meetings scheduled on Aboriginal land. Permits for travelling across Aboriginal land must be obtained from the Northern Land Council.

Formal deputations to the Council The Council accepts formal deputations at Ordinary Meetings of Council from residents, Local Authorities and other stakeholders to allow them to express a point of view, or raise an issue pertinent to the Roper Gulf region. Residents also have the ability to raise issues directly with their respective Elected Members.

LOCAL AUTHORITIES

The Roper Gulf region has 11 Local Authorities. Members of each Local Authority are appointed by the Council in accordance with section 53(c) of the Local Government Act and Local Government Guideline 8, and reflect the demographic composition of the local region. The Council encourages the membership of each Local Authority to include two (2) youth. Location Number of Appointed Members Barunga 6 Beswick 6 Borroloola 8 Bulman 6 Hodgson Downs 6 Jilkminggan 6 Manyallaluk 6 Mataranka 7 Ngukurr 6 Numbulwar 7 Urapunga 6

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

http://www.ropergulf.nt.gov.au/


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Council has formally requested the Minister for the establishment of a Local Authority covering the Robinson River community.

Local Authority Meeting schedule Local Authorities are scheduled to meet a minimum of four times per year. A full schedule of Local Authority meeting dates and locations can be found at www.ropergulf.nt.gov.au. Decisions and recommendations of Local Authorities are publicly available on the website, and are presented to the Council for ratification in Ward reports.

Role of Local Authorities The role of the Local Authorities in the Roper Gulf region is to:

provide advice to the Council on service delivery plans, including infrastructure requirements for communities and associated outstations, or local region or wards, and to contribute to the development of Regional Business Plans;

alert and advise the Council on new and emerging issues within the scope of Council activities;

advise on specific Council, community and social projects that impact on the community or region;

advise and support Council staff in the local implementation of the Regional Business Plan, particularly in the area of cross-cultural best practice in governance and service delivery; and

respond to identified community needs, if appropriate, by participating and organising activities such as community events, youth, community safety, housing advice and community planning and infrastructure development.

Meeting attendance Local Authority Meetings are open to the public, and the Council encourages all residents and stakeholders to attend meetings and ask questions. Below is an illustration showing the operational connection between the Council, Local Authorities, residents of each Ward and the Chief Executive Officer.



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COUNCIL COMMITTEES

Roper Gulf Regional Council currently has a Finance Committee, an Audit Committee, Community Grants Committee and a Roads Committee.

Establishment of committees Under the provisions of the Local Government Act, a Council can establish a committee which is assigned functions of an executive of advisory nature. The Act allows a committee to have a wide range of functions, and the members of a committee may include people who are not Elected Members or Council staff. Any committee is subject to the control and direction of the Council.

Finance Committee The Council has established a Finance Committee to assist in the oversight of the organisation’s finances and resources. Specifically, the committee undertakes the financial management roles of the Council in the months that the Council does not meet. The current membership of Finance Committee comprises:

Mayor

Deputy Mayor

3 x Elected Members

Independent Member The Finance Committee meets five times a year, on alternate months to Ordinary Meetings of Council. A full schedule of Finance Committee Meetings for the 2019-20 financial year can be found at www.ropergulf.nt.gov.au.



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Audit Committee The Council has established the Audit Committee pursuant to the Regulation 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 the organisation’s code of conduct. The Audit Committee is an advisory committee and does not have executive powers or authority to implement actions in areas which management has responsibility, nor does it have any delegated financial responsibility. The Audit Committee does not have any management functions and is therefore independent from the Council’s executive team. The current membership of the Audit Committee comprises:

Independent Chairperson

Independent Member

3 x Elected Members

Community Grants Committee The Council has established a Community Grants Committee to act as the assessment panel for Roper Gulf Regional Council Community Grants Program applications, and to make recommendations to the Council on awarding community grant funding to eligible individuals and organisations. The current membership of the Committee comprises:

Mayor

Deputy Mayor

3 x Elected Members The Community Grants Committee meets two to three times a year.

Roads Committee The Roads Committee was established by Council to facilitate roads project development by reviewing all current and future proposed roads projects, and raising concerns and priorities to report to Council. The current membership of the Committee comprises:

Mayor

Deputy Mayor

4 x Elected Members


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Potential changes to administrative and regulatory frameworks

The following have been identified as having the potential to influence or enhance Council’s Regulatory and Administrative Framework:

Review of the Local Government Act being undertaken by the Department of Local Government, Housing and Community Development

Development of the Council’s by-laws

Continuing to refine the Risk Management Framework

Introduction of the new Burial and Cremations Act

Ongoing reviews of policies

Cooperative arrangements

The Council has a relationship with several parties to improve service delivery outcomes for residents and ratepayers. The major parties are:

Alawa Aboriginal Corporation (delivers Core, Community Night Patrol and Community Development services and programs on behalf of the Council)

ArtBack NT

Big River Region Library Services Committee

Big Rivers Region Waste Management Working Group

Binjari Community Aboriginal Corporation

Borroloola Gulf Show Society

CouncilBiz

Daly Waters Progress Association (community projects and services)

Djilpin Arts – Beswick

Jawoyn Association

Jilkminggan Community Aboriginal Corporation (property/community management at Jilkminggan)

Katherine Regional Arts

King Ash Bay Fishing Club

Local Government Association of the Northern Territory

Mabunji Aboriginal Corporation

Mataranka Better Half Club

Mataranka Sports, Fishing and Recreation Club

McArthur River Mine Community Benefit Trust

Millwarparra Aboriginal Corporation

Mimal Land Management Aboriginal Corporation

Mungoorbada Aboriginal Corporation (Robinson River) – CDP and Night Patrol

Northern Land Council

NT Police Fire and Emergency Services (Community Safety Committees, Night Patrol, emergency management)

Numburindi Aboriginal Corporation

Royal Life Saving Australia

Skinny Fish

Top End Aboriginal Bush Broadcasting Association - TEABBA

Urapunga Aboriginal Corporation

Yugul Mangi Development Aboriginal Corporation

Tennis Northern Territory

AFL Northern Territory Basketball Northern Territory

Gymnastics Northern Territory

Netball Northern Territory

Northern Territory Cricket

Softball Northern Territory

Royal Life Saving

Corrugated Iron Youth Arts

SEDA – Sports Education Development Australia

Mission Australia

Titjimbat (Teachabout Inc.)


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The Council also maintains strong links with Northern Territory Government agencies including:

Department of Chief Minister - Big Rivers Regional Coordination

Department Alcohol and Drugs Harm Minimisation

Department of Business Trade and Innovation

Department of Education

Department of Infrastructure, Planning and Logistics

Department of Tourism, Sport and Culture

Department of Health Council would also like to acknowledge the strong relationships developed with the Commonwealth Government including:

National Indigenous Australians Agency (NIAA) which replaced Prime Minister and Cabinat.

Department of Health – Aged Care and National Disability Insurance Agency (NDIA)

Department of Infrastructure

Council representation on external committees

The Council has approved representations on external committees for:

Council appointed Chief Executive Officer as its representative to CouncilBiz

Chief Executive Officer is a representative for Big Rivers Regional Coordinator of the Northern Territory Government

Chief Executive Officer is a representative for the Northern Territory Government 10 Year Infrastructure Planning Group

General Manager of Infrastructure to represent the Council on the Tindal Mataranka-Daly Waters Water Advisory Committee

General Manager of Infrastructure is a representative for Big Rivers Region Economic Development Committee

General Manager Infrastructure is a representative for Big Rivers Waste Management Working Group

General Manager Infrastructure is a representative for Big Rivers Regional Roads Committee

General Manager of Infrastructure is a representative on the Katherine Emergency Management Committee

General Manager of Infrastructure is a representative on LGANTS Environment, Transport and Infrastructure Working Group (ETIRG)

General Manager Community Engagement is a representative for Big Rivers Regional Library Service Working Group

General Manager Community Engagement is a representative on LGANTS Community Services Working Group

General Manager Community Engagement is a representative for Public Libraries Strategic Development Committee

Chief Financial Officer is a representative on the Finance Reference Group Northern Territory


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Planning Framework

STRATEGIC PLAN

The 2018-21 Strategic Plan is a plan that sets the vision, mission, goals, strategies and key performance indicators of the Council. The plan sets the scene for the Council’s strategic direction and priorities for the next four years, or the term of Council. Elected Members voted in as part of the new term of Council will review the plan and either change it to suit the amended direction of the new Council or retain the previous Council’s strategies.

REGIONAL PLAN

The Regional Plan is an annual plan outlining how the Council will operate to achieve the strategic objectives of the Council. It includes:

the core operational resources required for the financial year;

the governance structure, planning framework and organisational structure, including a staffing plan;

a service delivery plan and town priorities;

financial planning, including a Budget summary, Elected Member expenses, a long-term financial plan, capital expenditure for the year, a fees and charges schedule, and the rates declaration.

The plan is released for a 21-day period for public comment and must be adopted by the Council before July 31 for the following financial year.


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OPERATIONAL PLAN

Operational Plans relate to specific program or focus areas within the Council. The Operational Plans further elaborate the information contained within the Regional Plan and include information relating to how the Regional Plan will be delivered within communities.

ACTIVITY PLANS

The Activity Plan is a project or program plan for each activity carried out by each business unit. A manager may have one or more activity plans which relate to the activity accounts they are delegated to manage, as well as other responsibilities relating to an Operational Plan. These plans represent the Council-detailed footprint in each location and include organisational charts, assets lists, specific daily tasks and responsibilities.

WEEKLY/MONTHLY WORK PLANS

These 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.

REPORTING AND REVIEW

Each level of planning within the Council has its own reporting and review timetable as outlined below:

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


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OPPORTUNITIES AND CHALLENGES

The Council has an overall risk management strategy that ensures that risks are managed within the organisation. The Council’s Audit Committee has oversight of this function and works with Council staff to ensure risks are managed within the organisation. The following represent the strategic opportunities and challenges that have been addressed by the Regional Plan in 2019-20.

Organisational Review

It is good practice for a Council to periodically review its organisation structure to ensure it meets the Council’s strategic goals and objectives. In March 2019, Roper Gulf Regional Council engaged Mark Blackburn, Management Consultant, to undertake an Organisational Review. The objective of the review was to develop a Management Organisational Structure to assist the Council to achieve its strategic goals as outlined in the Roper Gulf Regional Council Strategic Plan 2018-2021 and to be included in the Roper Gulf Regional Council Plan and Budget 2019 – 2020. In developing a structure of an organisation both internal and external influences need to be considered. At the time, several key drivers for change included the resignation of the Chief Executive Office, the departure of the Director Corporate Governance and, a significant decrease in Australian Government funding due to the loss of part of the Community Development Program. The Review identified the following functional areas as priorities requiring attention:

Leadership

Governance

Compliance – Contracts, Information Systems, HR Framework

Capital Works Asset Management and Maintenance

Public Relations and Communications. The major changes in the Organisation Structure recently adopted by Council to address these priorities include:

Creation of an Infrastructure Division

Creation of a Community Engagement Division

Creation of a Corporate Sustainability Division

Realignment of the organisational structure to address these focus areas. The Organisational Review findings included a number of recommended actions and projects which have been incorporated in the Roper Gulf Regional Council 2019 - 2020 Plan.


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Managing Changes to Program Delivery Models

CHANGES TO COMMUNITY DEVELOPMENT PROGRAM DELIVERY MODEL

Council delivers the Community Development Program (CDP) under contract with the Commonwealth Government. The Program essentially is an employment and training Program where participants (jobseekers) are required to undertake employment related activities as part of their mutual obligations with the Commonwealth Government. The Council originally ran the Program as the ‘Community Development Employment Program’ or then known as CDEP up until mid-2013 primarily at Numbulwar, Ngukurr, Bulman, Beswick, Barunga, Manyalluluk, Jilkminggan, Mataranka and Minyerri. This continued when the Program changed to the Remote Jobs and Community Program (RJCP) and in 2015 when the Program changed to the Community Development Program. The Council has had a long history with delivering this Program in these communities with a caseload of approximately 1100 participants. In October 2017, the Council was approached by the Commonwealth Government to deliver the Program in ‘Region 29’, because of the previous contract provider’s inability to meet performance requirements of the contract. This included delivering the Program in Borroloola, Robinson River and outstations in the region. This change saw the Program grow by a third to increase of the caseload to about 1600 participants across all regions. In mid-December 2018, the Council was advised of the outcome of Commonwealth Government’s procurement process for delivery of the new contract from the 1 July 2019. The changes to the Council’s program include:

Delivering of the CDP contract to only the communities of Numbulwar, Minyerri, Borroloola, some Borroloola outstations, Jilkminggan and Mataranka.

Reduction in a caseload to approximately 750 participants.

Changes in the payment model and contract requirements that will result in lower income to the Council.

The significant reduction in the size and income generating capacity of the CDP contract has resulted in a commiserate change in the Council’s internal organisational capacity and contributed to the organisation review discussed above. It should be noted that with the Federal Election occurring in May 2019 there are potential changes to the future of Community Development Program. The changes, if any, will be announced in 2019-20 and are unlikely to come into effect until the following financial year.

Financial Sustainability

ASSET REPLACEMENT AND CAPTIAL EXPENDITURE

The Council has assets to the value of $99M. The Council over the past ten years has successfully established own reserves of approximately $20M. These reserves provide the Council with a strong capacity to address asset replacement and have historically been used to fund a range of capital works projects including a large roads infrastructure program. Due to the reduction in the size and income generating capacity of the CDP, it is expected that the Council will not be able to continue to build its reserves. Indeed, it is anticipated that in 2019-2020 will see a net draw from reserves. Council has identified a need to ensure


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that existing reserves are maintained for future asset replacement and, to this end, the Council has tailored its current capital expenditure budget has a minimal impact on the Council’s long term reserves.

OPERATING EXPENSES

To ensure the long term financial sustainability of the Council, the 2019-2020 Regional Plan and Budget has been drafted to focus primarily on those service delivery elements that provide the most value for the Community. To this end, the budget has seen a 16% reduction in operational expenses to accommodate the reduction in operating income.

Effective Delivery of Infrastructure Program

In 2019-2020 Financial Year the Council will focus primarily on ensuring the completion of all existing Capital Works projects and ensuring comprehensive planning is undertaken for future major infrastructure projects.

Other Legislative and Service Changes

INTRODUCTION OF AGED CARE QUALITY STANDARDS

The introduction of the Aged Care Quality Standards in 2019-2020 has seen a review of the Aged Care program across the council region. An Aged Care Services plan, developed during 2018/19 will see a range of initiatives across this program including:

- Review of operational policy and procedures - Staff training and on-ground mentoring - Improved reporting and accountability at a local level

IMPLEMENTATION OF COUNCIL’S BY-LAWS

The Council’s by-laws are in the final stages of development. The existing by-laws which were drafted for Borroloola and Mataranka are being reviewed and updated to reflect the current legislative framework and to also enable them to be rolled out successfully across all communities within the Council region. During 2019-2020 the Council will be undertaking a final consultation process with Communities to ensure the by-laws are suitable before commencing an education process with communities on the implications of the new by-laws.

INTERNAL COMPLIANCE AND RECORD KEEPING

The Council will continue to focus on improving its internal processes to ensure the highest levels of governance and transparency. To this end a number of projects will be undertaken in the 2019-20 financial year including a refresh of the Council’s Record Management program and the ongoing development of its internal risk management and compliance program.


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ABOUT OUR PEOPLE

Roper Gulf Regional Council is the largest employer within the region, providing casual and career opportunities for 341 staff across its regional and remote operations. The positions are currently a mix of full-time (50%), part-time (42%) and casual (8%) roles. As a leader in community-based employment and training programs Council is also the largest local employer of Indigenous staff, with just under 70% of the current workforce identifying as Aboriginal or Torres Strait Islander. Council has adopted a special measures recruitment policy to support equal opportunities for Indigenous people, with some advertised vacancies assigned a ‘designated position’ or ‘priority consideration/preference’ status. Demographic data from 2019-20 shows a balanced gender ratio among Council employees, with male staff making up a slighter higher proportion of the workforce at 52%. The data also shows most Council employees fall within the 20 – 50 years age bracket (78%). Reflecting a strong local recruitment focus, 97% of Council staff are hired from within the Northern Territory. Demonstrating an ongoing commitment to remote employment outcomes and local service provision, most Council positions (79.1%) will continue to be based in remote communities during 2019-20. The remaining 21% of management and support roles will be based in two purpose-built facilities in Katherine. A summary of the proposed distribution of positions is outlined below.

Location Total Workforce %

Katherine 21%

Barunga 5%

Beswick 8%

Borroloola 8%

Bulman 6%

Manyallaluk 5%

Jilkminggan 7%

Mataranka 7%

Ngukurr 15%

Numbulwar 12%

Robinson River 2%

Urapunga 1%

Werebun 1%

Binjari 2%

Outstations 2%

*totals exceed 100% due to rounding

Staffing Plan 2019-20

Council directly employs a Chief Executive Officer and delegates responsibilities under the Act to carry out the day to day functions of Council. The Chief Executive Officer is responsible for the employment of staff, in accordance with the Staffing Plan as approved by Council.


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The Staffing Plan for 2019-20 provides for the employment of 238 full time equivalent staff members who operate under the CEO’s direction and are divided into the three key program areas of:

Chief Executive

Corporate Sustainability

Community Engagement

Infrastructure The total budget for employee costs for 2019-20 is $19,463,451 and includes, wages, superannuation and other employment on-costs. The budget for salaries and wages represents a 16% reduction from 2018-2019 which reflects the 17% reduction in overall income. It should be noted that short-term projects and vacancies may temporarily change the actual number of FTEs at any given time during the financial year.


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Sh

ire

-WL

Baru

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a

(Ba

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(Wu

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(Rit

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Aw

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Gender

-

-

-

-

-

-

-

-

-

-

-

-

-

Female

36

11

14

14

5

4

10

13

19

10

2

-

1

Male

32

9

14

14

11

8

8

5

21

25

2

2

1

Employment Class

Casual

4

1

2

8

2

2

-

-

8

2

1

-

-

Fixed Term

8

6

7

4

6

4

4

4

11

12

2

-

-

Maximum Term

25

6

13

8

5

2

8

5

9

14

1

1

2

Permanent

28

8

6

8

4

4

6

9

9

7

-

1

-

Temporary

3

-

-

-

-

-

-

-

3

-

-

-

-

Employment Type


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Casual

4

1

2

8

2

2

-

-

9

2

1

-

-

Full Time

62

10

7

12

9

4

8

12

14

9

2

1

1

Part Time

2

10

19

8

6

6

10

6

17

24

1

1

1

Total

68

21

28

28

17

12

18

18

40

35

4

2

2


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Organisational Structure

Chief Executive Officer

Advocacy Communication Strategic Management and Planning Council, Committees and Local Authority Support Special Projects

General Manager – Corporate Sustainability Financial Management - Financial Management and Planning - Financial Asset Management - Rates and Charges Corporate Information - Records Management - On line, digital data - ICT Management - Compliance

Risk and Audit Coordination Grants Co-ordination Human Resources - Organisational Development - Workforce Management - Recruitment - Training and development

Contract Administration and Reporting Community Development Program Council Services Contracts

General Manager – Community Engagement Civic, Cultural and Sporting Events Children’s Services - School Nutrition Program - Crèches - Outside School Hours Care

Community Safety Program - Community Night Patrol - Indigenous Youth Re-connect - Indigenous Sport and Recreation - Remote Sport and Rec

- Swimming Pools Libraries Indigenous Broadcasting Aged and Disability Services - NDIS - Aged Care Animal Health Program

General Manager – Infrastructure Facilities and Asset Management Capital and Civil Works Program - Roads and bridges - Street Lighting - Road maintenance - Project Management Waste Management - Litter Collection - Waste Management

Facilities Airstrip maintenance Land Management within town locality Cemetery Management Services Territory Housing Repairs and Maintenance Contract

Mechanical Workshops - Numbulwar Mechanical Workshop - Katherine Depot and Mobile Workshop Outstations Municipal and Essential Services Power and Water Maintenance Program


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MAJOR PROJECTS

BORROLOOLA BUSINESS CENTRE UPGRADE

Project Cost: $1.8M Current Year Budget: $ $780,144 (Total funding $978,714 will be received in 2019-20 FY as per second agreement variation signed in February 2019) Funding: Building Better Regions Fund

Est. Completion Date: Jan 2020

Strategic Alignment: 2.3 Vibrant, economically sustainable communities This project will upgrade the existing Council office to house government services; increase the library and meeting spaces and provide an improved front line service centre for the town of Borroloola. The new multi-purpose function rooms will have the ability to hold small and large meetings; functions; and events, with state of the art audio visual equipment, available to the Council and the community for use as part of this building. Estimated construction to commence in August 2019 and be completed by January 2020.

BORROLOOLA SPORTS COMPLEX UPGRADE

Project Budget: $1.9M Current Year Budget: $400K (MRM funding is $1.5M and NTG funding $400K) Funding: NTG Sports Infrastructure and McArthur River Mine Community Benefit Trust

Est. Completion Date: Dec 2021

Strategic Alignment: 2.1 Work with community and stakeholders to identify and deliver services that are accessible and support the wellbeing of community

Local and Regional Community organisations will benefit from the construction of the new multi-purpose courts by providing them an appropriate space to hold daily sport and recreation activities in a shaded environment at the existing sport and recreation court site on Anyula Road, Borroloola. Annual competitions and sporting events will also be enhanced by the upgrade of this sports infrastructure. Estimated construction will commence in August 2019 and be completed by December 2021.

MATARANKA COMMUNITY HUB – DESIGN AND COSTING ONLY

Project Budget: $1.95M Current Year Budget: $0.15M Funding: RGRC $0.15 for design and documentation; NTG Local Government Strategic Infrastructure Fund $500,000; Council reserves $1.3million

Est. Completion Date: 2020


The Mataranka Community Hub is a multi-purpose facility that will provide a new library facility, expanded council offices, a new gallery and museum, improving access to front line services. This project will also involve the enhancement of public open space and community space as well as parking.


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MATARANKA AGED DISABILITY CARE RESPITE FACILITY

Project Budget: $0.5M Current Year Budget: $0.5M


Funding: DACS – Indigenous and Rural/Remote Program (Commonwealth Government) Strategic Alignment: 2.1 Work with community and stakeholders to identify and deliver services that are accessible and support the wellbeing of community

In order to meet the increasing demand of Aged Care and disability clients, development of a purpose built day and respite and resource centre is being built in Mataranka. This Centre will meet current industry standards and provide a purpose built facility in Mataranka. The amenities will be both functional and culturally appropriate and provide benefits including significant improvement to remote service delivery, healthcare, training, employment opportunities and associated social and economic benefits.

NGUKURR SPORTS AND RECREATION PRECINCT

Project Budget: $0.8M Current Year Budget: $0.8M

Est. Completion Date: 2020/21

Funding: Local Authority Project Funding and Council Strategic Alignment: 2.1 Work with community and stakeholders to identify and deliver services that are accessible and support the wellbeing of community

The Ngukurr Sports and Recreation Precinct is currently out for public consultation to determine the views and priorities of local community members. The precinct masterplan will highlight the priorities for sport and recreation infrastructure and will include: - A second open multi-purpose court for

24/7 use (tennis, basketball and netball) - A second oval - Dancing circle area at festival time - New pool entry and life guard station - Outdoor stage - Carparks - Seating

FOOTPATHS AND LANDSCAPING

NGUKURR TRANSPORT AND FREIGHT HUB

Project Budget: $1.0M Current Year Budget: $0.6M Funding: REIF/NSRF and Council


Strategic Alignment: 2.3 Vibrant, economically sustainable communities


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The Ngukurr Transport and Freight Hub will see the creation of a dedicated freight and heavy vehicle laydown area including a loading ramp on the entrance road to Ngukurr. It will enable freight companies the ability to deliver freight without driving into town, a large turn around area and provide a central location for businesses and residents to access freight. Estimated construction will commence in September 2019 and be completed by December 2019 pending planning approvals.

NGUKURR OVAL LIGHTS

Project Budget: $.80M Current Year Budget: $400k Funding: Department of Tourism

Est. Completion Date: Oct 2019


This project involves the installation of large playing lights on the Ngukurr Oval allowing for greater participation in sports for the township. This $800,000.00 investment in infrastructure upgrades will bring a wide range of community, civic events, youth, health and economic benefits to Ngukurr. This project has been identified under the Northern Territory Government’s strategy to invest in the upgrading of sporting infrastructure in remote communities throughout the Northern Territory. Estimated commencement July 2019 with completion by end of October 2019.

ROADS UPGRADES

Roads maintenance and management is a core responsibility of Council. Council manages over 900km of road ranging from sealed, kerb and guttering; sealed roads, gravel roads and flat bladed track. The Council undertakes repairs and maintenance activities as well as upgrades to roads in accordance with its Five Years Roads Plan. The following roads are identified for the 2019-20 financial year:

All towns - Pot holes, speed bumps and signage

Borroloola – Completion of Rocky Creek Bridge

Bulman - Seal and drainage of internal roads


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Jilkminggan - Main Street upgrade

Mataranka - Carpark Cemetery

Urapunga - Road C plus reseal all internal roads

Numbulwar – design and costing of all internal roads

GRANT FUNDED PROJECTS 2019-20

Activity Location Project Sponsored by Grant Amount (GST Excl)

425 Borroloola Rocky Creek Bridge

Department of Infrastructure, Planning, and Logistics NTG

$1,400,000

Department of Infrastructure (C’wlth) Roads to Recovery

$1,500,000

McArthur River Mine Community Benefit Trust

$1,400,000

429 Weemol BBQ Area Department of Health $26,000

430 Mulgan Camp

Playground Installation

Department of Health $39,000

430 Urapunga Playground Installation


430 Robinson River

Playground Installation


431 Urapunga Town Establishment Project

Department of Local Government, Housing and Community Development

$222,382

463 Ngukurr Sports Precinct Masterplan

Department of Tourism and Culture

$51,600

464 Ngukurr Oval Lights Installation


$800,000

480 Borroloola Multipurpose Courts Upgrade


$400,000

McArthur River Mine Community Benefits Trust

$1,500,000

484 Borroloola Anuyla Street School Crossing

Department of Infrastructure, Planning, and Logistics $176,640

485 Ngukurr & Numbulwar

Freight Hub Projects Department of Infrastructure, Planning, and Logistics

$1,000,000

Department of Infrastructure (C’wlth)

$999,500

490 Numbulwar Waste Management Facility

Department of Infrastructure, Planning, and Logistics

$580,000

491 Borroloola Government Business Hub

Department of Infrastructure (C’wlth)

$978,714

496 Mataranka Aged Care and Disability Respite (Lot 120)

Department of Health (Cth) $500,000

497 Borroloola & Bulman

Ablutions Block Department of Local Government, Housing and Community Development

$200,000


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433 Mataranka Community Hub Project

Department of Local Government, Housing and Community Development

$500,000


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SERVICE DELIVERY

This section outlines the planning for every service delivery function carried out in the Roper Gulf region. The organisational structure as outlined in this plan allows for the effective and quality delivery of services between Council management areas, while ensuring the opportunities and challenges that exist across the region are met.

Service Delivery Model

The Council’s Local Government Area has been split into three distinct management zones, which were determined by proximity, logistics, accessibility, remoteness and population.

The Central Arnhem management zone is closest to the Council Administration Centre in Katherine and encompasses the towns of Barunga, Beswick, Bulman (including Weemol), Daly Waters, Jilkminggan, Larrimah, Manyallaluk and Minyerri. The Roper management zone incorporates the remote towns of Ngukurr, Numbulwar and Urapunga. Council has increased resources in this zone and has incorporated a Council Services Coordinator (CSC) for the town of Urapunga, allowing the Ngukurr CSC to focus on the large town of Ngukurr. As of January 2019, Urapunga had elected its inaugural committee of Local Authority

members. The Gulf management zone incorporates Borroloola and Robinson River and surrounding outstations. This zone has been created to recognise the logistical challenges of the Gulf and the extension of Council’s business footprint in the zone over the next 12 months.


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Service Delivery by Location

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Ma

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Lag

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CORE SERVICES

Administration of Local Authorities, advisory bodies and management committees

Ordinary Meetings of Council, Local Authority Meetings, Audit Committee Meetings, Finance Committee Meetings, community consultation meetings for town priorities

Administrative support for Elected Members, Local Authorities, Executive staff and Council committees

Training and development coordination for Elected Members and Local Authority Members

Coordination of legislative requirements, including reporting and planning

Coordination of Local Government elections

Administration of local laws

Control of animal management By-Laws, problem animals and mediation

Control of litter and garbage By-Laws

Advocacy and representation on local and regional issues

Utilising Council profile and relationships to advocate for identified community, resident and stakeholder issues with Territory and Commonwealth Governments

Asset Management

Procurement, monitoring, repairs and maintenance of Council infrastructure, plant, equipment and fleet assets

Civic events

Coordination of in-community Australia Day and Anzac Day events

Promotional support of Council-endorsed festivals and events

Control of litter and garbage By-Laws

Utilising Council profile and relationships to advocate for identified community, resident and stakeholder issues with Territory and Commonwealth Governments

Customer relationship management, including complaints and responses

Delivered either in community through Council offices, or through the Council Administration Centre

Complaint management administered by Governance unit

Library and cultural heritage services

Operation of library infrastructure and services on behalf of the NT Library

Lighting for public safety/street lighting

Installation, repairs and maintenance of lighting in identified public spaces

Repairs and maintenance of street lighting on behalf of owner (PWC)

Local road upgrade and management


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Ba

run

ga

Be

sw

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Bo

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Bu

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Jil

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Ma

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Ng

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Nu

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Bin

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Larr

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Min

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Ro

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Riv

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Ura

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a

Ba

da

wa

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a

Ba

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i

Ba

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pu

nta

Bo

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Lag

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Co

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Jo

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(Go

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ew

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Repair, maintenance and upgrading of Council-controlled roads within Local Government Area

Maintenance and upkeep of parks, ovals and gardens

Mowing, weed management, watering and maintenance of grassed areas

Cleaning, repair and maintenance of infrastructure (e.g. public toilets and seating)

Upgrades to identified infrastructure in parks, ovals and gardens (e.g. solar lighting, play equipment and barbecues)

Maintenance and management of cemeteries

Mowing and repair and maintenance of cemetery infrastructure

Grave excavations and burials (by request/fee for service)

Public and corporate relations

Delivered either in-community through Council offices, or through the Council Administration Centre

Media relations and corporate affairs administered by Corporate Governance Directorate

Traffic Management

Provision of local traffic management systems, including speed bumps, wombat crossing and signage

Training and employment of local people in Council operations

Council commitment to, where possible, provide local solutions to recruiting needs

Provision of further upskilling and training to promote long-term employment within the Council

Waste Management Services

Operation of Waste Management Facilities and landfills

Rubbish collection

Weeds control and fire hazard reduction in and around community areas

Vegetation management, including weed and fuel reduction management

AGENCY SERVICES

Centrelink Agency/Access Point

Provision of in-community access to Centrelink services on behalf of DHS

Support eligible jobseekers to build skills

Commonwealth Home Support Program (CHSP)

Provision of in-community assistance for frail, older residents to maintain independence and remain in their homes

Community Night Patrol

Vehicular and pedestrian patrols during set shift times

Providing assistance to residents to a place of safety within the community

Recording details on community issues and providing to emergency services and stakeholders

Crèche


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Ba

run

ga

Be

sw

ick

Bo

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loo

la

Bu

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Jil

km

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Ma

ny

alla

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Ma

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Ng

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mb

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Bin

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Ba

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Ba

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Bo

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Lag

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Co

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Jo

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(Go

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Provision of in-community educational programs to enhance learning and development of participating children

National Disability Insurance Scheme (NDIS)

Provision of in-home assistance – including meal delivery, domestic assistance, social support and transport – for disabled clients on behalf of DoH

Drug and Volatile Substances

Provision of alcohol and other drug counselling interventions to individuals and their families, and facilitation of client management plans on behalf of DPMC

Home Care Package Program

Provision of in-community assistance residents with complex needs to allow them to remain in their homes longer, and have choice and flexibility in how care is provided

Indigenous Aged Care and Employment Program

Provision of in-community, culturally appropriate aged care services for Indigenous clients

Support to develop sustainable, highly-skilled Indigenous employment in aged care sector

Indigenous Broadcasting Program

Operation of in-community radio stations (four hours per day/five days per week) to provide local content and promote Council, community and stakeholder issues and events

Indigenous Sport and Recreation Program

Provision of daily activities to promote a healthy lifestyle, participation and the benefits of physical activity to Indigenous participants

Promotion of community ownership and management of sport and recreation activities

Indigenous Youth Reconnect

Provision of case management, support services and activities for youth up to 24 years who have been involved in the justice system or rehabilitation, or at-risk behaviours

Outside School Hours Care

Facilitation of sport and recreation activities for school-aged children to prevent at-risk behaviour and boredom through participation

School Nutrition Program

Provision of breakfast and lunch five days per week for participating children

Support for school attendance, educational outcomes and parental engagement

Sport and Recreation Program

Support to improve and sustain sporting opportunities and competitions in remote communities.

COMMERCIAL SERVICES

Airstrip maintenance and reporting

Slashing of aerodrome and infrastructure maintenance


39 | P a g e

Ba

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Be

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Appointment of Aerodrome Reporting Officers to inspect facilities on behalf of operator (Territory)

Providing after-hours emergency services access to aerodrome

Australia Post

In-community mail sorting and distribution

Community Development Program

Facilitation of program on behalf of DPMC

Provision of community development projects that upskill participants and prepare them for employment

Homeland (Outstation) Services

Municipal service delivery of water, electrical and sewerage services

Slashing Contract

Slashing of public spaces (Larrimah and Daly Waters) and Crown Land (Mataranka)

Territory Housing Contracts

Administrative support for tenants on behalf of landlord (the Territory)

Repairs and maintenance on behalf of landlord (the Territory)

Power Water Corporation – Essential Services Officer

Operate and Maintain Power Water Facilities e.g. Electrical Generators, Sewer Ponds and Water Samples

OTHER SERVICES

Animal Health Program

In-community vet visits, public education and awareness about responsible pet ownership

Management and upkeep of swimming pool

Operation and maintenance of facilities

Employment of pool supervisors and lifeguards


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STRATEGIC PRIORITIES

GOAL 1: Good Governance

Council provides strong leadership through robust governance, responsible financial management, strategic corporate planning and operational delivery

STRATEGIC FOCUS

In 2019-20 the Council will be addressing a number of important issues. These include:

Strengthening organisational leadership to realise the opportunities afforded through the organisational review conducted in April 2019.

Continuing to build and support local authorities to build governance capacity to strengthen local decision making and community engagement.

Implementing a strong decision making framework within the organisation.

Strengthening a range of compliance activities within the Council including a focus on organisational record keeping

OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI WHO

1.1 Council decisions based on community inclusion and consultation

1.1.1 Facilitate local decision making through Elected Members, Local Authorities and stakeholders

Ensure opportunities for Local Authorities to contribute to Council decision making.

Ensuring Community Priorities are included in Regional Plan

Refer relevant Council items to Local Authorities for comment prior to adoption.

% of scheduled LA meetings held # of matters referred to Local Authorities for consultation

CEO

1.1.2 Provide high-level support to Local Authorities and ensure effective community engagement

High quality support is provided to Local Authorities to facilitate informed decision making.

Timely provision of high quality Local Authority meeting agendas and minutes

100% of LA Agendas prepared and distributed at least three (3) days prior to Meetings

CEO


41 | P a g e


Maximise Community Engagement through: Providing opportunities for community

consultation Publicising news relating to the activities

and actions within the Council through website publications and Social Media

# Positive news stories posted on Council website

CEO

1.1.3 Ensure community feedback is incorporated into Council decision making

Community feedback is sought and incorporated into Council decision making by

Undertake annual Community Satisfaction Survey

Undertake Community Meetings in Larrimah and Daly Waters communities

Ensure Town Priorities are included in Regional Planning process

# Responses to Community Satisfaction Survey

CEO

1.1.4 Establish Local Authorities in Daly Waters, Larrimah and Robinson River

Formal requests to Minister for establishment of Local Authorities

Evidence of appropriate advocacy

CEO

1.2 Best-practice governance by Elected Members, Local Authority Members and Council Staff

1.2.1 Continual improvement in the governance capacity of Elected Members and staff through ongoing training and professional development

Continue to build governance capacity in elected members and appointed members through ongoing training.

Development and implementation of elected and appointed member training plan

Improved participation in LA meetings Revise Local Authority Handbook to

complement training for Local Authority Members and support local leadership, community development and financial awareness

Annual Elected and Appointed Member Training Plan prepared and implemented. At least 75% of scheduled LA meetings held Local Authority Handbook updated and distributed.

CEO

1.2.2 Continued development and implementation of organisational policy that meets contemporary governance practice

Complete Policy review at least once during a Term of Council

% Policies reviewed as scheduled

SLT


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1.2.3 Strengthen Organisational Leadership

Undertake Organisational Restructure and manage change management. Implement recommendations from Organisational Review. Review decision making framework across organisation including review of Delegations Register

Organisational Restructure is embedded within Organisation. Progress on implementing Recommendations from Organisational Review are reported to Council. Council Delegations register is reviewed by Council. Operational delegations register is rolled out to staff.

CEO

1.3 Quality people 1.3.1 Recruit, develop and retain a workforce that is resilient and able to deliver the strategic goals of Council

Implementation of HR Plan including: Inductions and Orientations; Annual HR Roadshows; biannual induction refreshers; online policy awareness and training; monthly toolbox talk topics for policy; regular revision of pay / employee

compensation framework

Reduction in staff turnover Staff Satisfaction Survey resulting in >85% positive feedback.

GMCS

Implement Performance Review Process that ensures alignment with Organisational Objectives

% Annual Performance Reviews undertaken on time Performance management framework reviewed and improved by 31 March 2020

GMCS

1.3.2 Develop work conditions that meet staff expectations for work-life balance, and take into consideration behavioural trends and contemporary work ethics

Develop strategy for employer of choice including:

Development of Enterprise Bargaining Agreement strategy and framework (for delivery of EBA in 2020/21)

Development of EBA Framework and Strategy % Reduction in LWOP and Unauthorised Absences

GMCS


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Robust Roper staff health and wellbeing initiatives

Staff turnover is less than 35% per annum

1.3.3 Provide comprehensive induction to all new staff, including cross-cultural awareness training

Inductions for 2x Communities per year at minimum, HR inductions are done as required and Cross Cultural training done annually at a minimum

All new employees completely inducted with HR,WHS and Cultural Awareness within 3-6 months of commencement.

GMCS

1.3.4 Strive to achieve best practice in work, health and safety

Work Health and Safety Committee to conduct regular reviews of Work Health and Safety Matters and report to Council

Loss Time Injury hours 20% reduction in compensation claims from previous year.

GMCS

1.4 Effective Council advocacy on priority issues

1.4.1 Develop strong partnerships with other tiers of Government and other stakeholders through regular communication, collaboration and coordination

Develop a Community Engagement Plan which is specific to communication, collaboration and coordination with External and Internal Stakeholders

Delivery of Community Engagement Plan. Number of Advocacy matters in CEO and Mayors report to Council.

CEO

1.4.2 Advocate to other tiers of Government and other stakeholders on behalf of communities in the Roper Gulf Local Government Area

To ensure Town Priorities are incorporated into the RGRC Communication Strategy.

Number of meetings and correspondence with stakeholders in CEO report, including Director activity

CEO

1.5 Organisational sustainability through responsible financial management

1.5.1 Manage Council’s business based on sustainable financial, asset and operational strategies to increase opportunities for growth and reduce inefficiencies

Develop Long Term Financial Plan incorporating long term asset plans, community plans to support Council’s strategic objectives. Regular Reporting to Finance Committee on Council’s Sustainability Ratio

Delivery of LTFP Bi-monthly reporting to Council

CEO GMCS

Develop Strategic Investment Plan to maximise returns on current strategic investments

Plan presented to Council CEO

Complete Operational Plans for all Directorates’ activities

Activity Plans for each business unit completed by 30 May annually.

SLT


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1.5.2 Facilitate ongoing training for Elected Members on financial management within the scope of Local Government

Provide at least one financial management training and development session to Elected Members per financial year

Number of Elected Members trained

CEO

Number of sessions held CEO

1.5.3 Proactively manage the Council’s risks through effective risk management and audit processes

Implement Organisational Risk Management Strategy through:

Review Risk Management Plan on regular basis

Development and Implementation of Internal Audit Plan (against legislative and policy compliance)

Regular Financial Audits

Plans developed and implemented with reports to Audit Committee.

CEO

1.5.4 Develop and implement a long-term asset plan for Council infrastructure

Develop Assets Management Plan for fleet, buildings and roads (10 year Capital Works Plan)

Review annually in line with budget review

GMI

1.5.5 Utilise a community development approach to establish service plans and infrastructure relating to demographics and community needs

Development of Service Plan for each location Number of Service plans achieved; 90% of Service Plans completed by 30 September 2019.

SLT

1.6 Innovative, contemporary communication

1.6.1 Develop an adaptable communications strategy that meets community expectation and need, and reflects current trends in information delivery

Create Communication Strategy part of, and linked to Community Engagement Plan

Report on proportion of different communications mediums used by community and stakeholders and quantify the community engagement

CEO

1.6.2 Improve communications on decisions of Council that directly impact communities

Continued use of communication mediums to facilitate delivery of community achievements and notices

Number of opportunities identified and implemented

CEO

1.6.3 Undertake regular monitoring of communications strategy to ensure outcome is being met

Report quarterly to Council the implementation of Communication Strategy

Quarterly reports to Council CEO


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1.7 Contribute to improved community planning and design

1.7.1 Influence governments planning mechanisms to overcome poor urban design in communities

Ensure all Roper Gulf towns included in Northern Territory Government Remote Community Planning Scheme Develop Community Plans

Number of communities included in the program 100% Community Plan implementation by 30/06/2020

CEO

GOAL 2: Strengthen Quality Of Life

Council provides safe, strong and vibrant communities through building participation, contributing to safe and harmonious communities, and promoting local economic development opportunities

STRATEGIC FOCUS

A key focus in this Plan is to continue to strongly advocate for quality services and infrastructure in our Towns. With renewed focus on community engagement, Council will continue to work with local communities to ensure that the services provided in a Other key initiatives include:

Operational reviews of major agency service programs (including Aged Care and NDIS) to ensure continued operational viability and improvements to compliance and quality standards

Ongoing support of mentoring and training for local staff involved in service provision

Marketing campaign to promote Council services in community to maximise local participation

Development of Regional Community Safety Strategy


2.1 Work with community and stakeholders to identify and deliver services that are accessible and

2.1.1 Ensure all Community Service programs (Aged Care and Childcare and Community Safety programs) are appropriate, viable and sustainable.

Undertake an annual review of the operational plans for agency services to ensure financial viability of Agency Services

Annual review of services undertaken and findings presented to Council by 30 June 2020

GMCE


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support the wellbeing of community

100% of Community Service programmes break-even or provide positive cash-flows to Council.

Ensure high quality and compliant Community Service delivery in all communities:

Implementing the Aged Care Quality Standard Transition Plan

Reviewing service delivery and compliance in all sites

Working closely with contracted providers to ensure positive outcomes for the Community

Plans in place Quality and Compliance Audit results

GMCS

Maximise local community members capability to delivery Community Services by:

Maximising local employment opportunities

Ensuring on-going support and mentoring for local staff

Maximising training opportunities for local staff

Number of local community people employed to deliver the Agency service

GMCS

Number of participants in Agency programs

GMCS

2.1.2 Undertake targeted communications and consultation to increase community awareness about, and participation in, services provided by Council and other stakeholders

Promote and market council services for stakeholders

Number of participants actively engaged number of marketing campaigns

CEO

Undertake annual Agency Service satisfaction surveys

Number of surveys conducted per Agency Service

GMI/GMCE

Promote feedback mechanism Number of registered complaints per Agency Service

GMCE

Develop marketing plan for Agency and Commercial services

Marketing Plan is developed and

GMCS


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completed by December 2019

Report quarterly on the number of people engaged from marketing campaigns

GMCS

2.2 Increase public safety through environmental design and service delivery

2.2.1 Conduct regular community safety audits of primary and secondary hotspots in communities and act on audit recommendations

Development of regular community safety audits on primary and secondary hotspots program

Number of safety audits conducted

GMI/GMCE

2.2.2 Install solar lighting in identified public areas

Continue the 'Light Up the Dark Spot Program' Number of lights installed in public places by location

GMI

2.2.3 Introduce technology to reduce vandalism and graffiti of Council assets and public infrastructure

Identify and install the technology to reduce vandalism and graffiti in public places

Report on introduction of lights, CCTV, other technologies, fences and security guards

GMI

Comparison of incidents from previous years to determine the effectiveness of the implementation of technology

GMI/GMCS

2.2.4 Continued delivery of Community Night Patrol program

Maintain and implement the Regional Community Safety Strategy

Number of services contributing to the Community Safety Program

GMCE

Number of Staff involved in the Community Safety Program

GMCE


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2.3 Vibrant, economically sustainable communities

2.3.1 Advocate to other tiers of Government, stakeholders and financial partners on behalf of Council’s community members to improve remote facilities and services.

Implement Communication Strategy to ensure positive engagement with key stakeholders. Activity pursue grant and other funding opportunities to support development of Town Priorities and Community Plans.

Number of grants applied for and total value

CEO/GMCS

Percentage of successful grants

GMCS

2.3.3 Actively promote positive economic and social stories from communities in the Roper Gulf Local Government Area

Utilise communication mechanisms available to Council to promote positive stories.

Assess audience engagement statistics and report on growth trends

CEO

2.3.4 Increase own-sourced revenue to allow Council to fund more identified priority projects

Promote and increase Council own-sourced revenues through rates, grants, contracts an enterprise development.

Comparison of own-source revenue income against previous year

GMCE

2.3.5 Advocate for improved connectivity through development of linear infrastructure

Engage with appropriate agency on high priority lineal infrastructure

Number of projects completed

GMI

2.3.6 Develop Council’s ability and capacity to successfully deliver contract and agency services infrastructure on behalf of Government

Maintain our position of interest in the development process of the Territory Government including the applications of Sub-Divisional Guidelines

Number of development advisory services applications responded to by Council

GMCS

Continue to advocate for Government to fund purpose built infrastructure for Agency Programs

Number of Government funded facilities developed for Agency Services

CEO

2.3.7 Service delivery improvements for Daly Waters, Larrimah, Minyerri, Robinson River and Urapunga

Develop service delivery plans and budgets to improve service delivery in Daly Waters, Larrimah, Minyerri, Robinson River and Urapunga.

Percentage increase of funding compared to previous year Service Plans completed by 30 September 2019.

GMI


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GOAL 3: To Protect and Care For Our Physical Environment

Council contributes to protecting the natural assets of the Roper Gulf Local Government Area through innovative animal health, waste management and recycling strategies, the development of green spaces and improved energy efficiency practices

STRATEGIC FOCUS

Council recognises the importance of our physical environment for the health and wellbeing of its residents. This year will see a renewed focus on ensuring that energy and water efficiency strategies are incorporated into the Council’s activities and plans through a refresh of the Council’s Green Plan. Could will also continue to work with its regional partners to implement a Regional Waste Management Strategy in association with the Big Rivers Region Waste Management Reference Group. The Council by-law review will continue community consultation and education being a priority.


3.1 Council decreases its carbon footprint

3.1.1 Implement processes to improve energy efficiency and decrease power and water consumption by Council undertaking regular energy audits of its operation and increasing the proportion of operations that rely on renewable energy sources

Review and Refresh the Council’s Green Plan. Including:

Develop and implement an energy efficiency program across organisation

Undertake regular energy audits of its operation

Implement Water Wise program for Council facilities.

Adoption of new Green Plan Reduction and stabilisation of energy and water usage from the previous year

CEO SLT

3.1.3 Advocate and manage for initiatives that will protect the natural resources of the Roper Gulf Region and reduce the negative impacts of potential climate change

Continue to incorporate weed and fire management in to Council’s Operations

Each community have up-to-date weed and fire management plans

GMI

Incorporate strategies to address potential climate change into the Green Strategy and future planning

Number of strategies adopted to deal with environmental factors

CEO


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3.2 Contribute to the protection of the natural environment

3.2.1 Develop and implement a long-term road and storm water drainage maintenance plan for Council-controlled roads

Implement the road and storm water drain audit in to the long term asset management plan

Annual review by Roads Committee

GMI

3.2.2 Implement improved waste management strategies that incorporate resource recovery and ensure compliant Waste Management Facilities

Develop regional waste management strategy Obtain Environment Protection Authority licence and approval for waste management facilities in region Number of towns engaged in recycling

GMI

GMI

3.2.3 Promote the benefit of waste resource recovery

Participate in the 'Big Rivers Region Waste Management Reference Group'

Number of strategies engaged to reuse and recycle

GMI

3.2.4 Develop green spaces that improve public amenity and advocate for the inclusion in urban development projects

Introduce the service level for parks and gardens Number of Service Plans completed

GMI

3.2.5 Continue to develop, implement and enforce litter and waste By-Laws in all communities

Undertake Community Consultation as part of the final review of the Litter By-Laws Develop education program in anticipation to By Law introduction

Community Consultation undertaken in each community Number of Education events

GMI/GMCS

3.3 Improved animal health in remote communities

3.3.1 Delivery of Animal Health Program in communities specified in Council’s annual rates declaration and user-pays veterinary services for other residents in the Local Government Area

Continue program of Desexing of animals and administering of parasite treatments

Percentage of animals desexed

GMCE

Percentage of administered of parasite treatments

GMCE


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3.3.2 Development and delivery of targeted, educational programs that engage stakeholders and advocate the whole-of-community benefits of responsible pet ownership and proactive animal health practices

Provide animal education and awareness through conducting school-based education programs and liaising with pet owners

Number of education awareness events >5 per annum

GMCE

3.3.3 Continue to develop, implement and enforce animal control By-Laws

Undertake Community Consultation as part of the final review of the Roper Gulf By-Laws Develop education program in anticipation to By-Law introduction

Number of education awareness events

CEO/SLT

3.4 Build the resilience of communities against emergencies

3.4.1 Continue to be actively involved in disaster management preparation, response and recovery in Katherine and the Roper Gulf Local Government Area

Katherine and remote staff to be engaged in local area emergency planning and implementation

Review annual Local Area Management plan tabled at LA and staff meetings

GMI

3.4.2 Continue to represent Council on the Katherine and Local Area Emergency Management Committees

Katherine and remote staff to be engaged in local area emergency planning and implementation

Number of meetings attended

CEO

3.4.3 Developing infrastructure to withstand extreme climatic events and emergencies

Include in the long term asset management plan assets recognised as resistant to extreme weather

Number of assets identified per location

GMI


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GOAL 4: To Support Training And Employment In Remote Communities

Council engages stakeholders to identify and deliver training and employment opportunities in the Roper Gulf Local Government Area

STRATEGIC FOCUS

In this financial year the Council will continue to focus on maximising employment opportunities for local residents. As the CDP service model changes there will be an increased focus on ensuring job placement opportunities within Council. Council will also be developing an Indigenous Workforce Development Plan that will consolidate and integrate the Council’s various employment and training initiatives.


4.1 Local jobs for local people

4.1.1 Undertake targeted communications to increase stakeholder awareness of local Council job opportunities

Develop regional marketing campaign to promote employment opportunities.

Number of bulletins provided to stakeholders is > 4 per annum

GMCS

Number of campaigns

4.1.2 Identify and support opportunities for service and program growth that result in increased job opportunities for local people

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

Number of new services

GMCS

% of locally-sourced staff as part of overall workforce

GMCS

4.1.3 Advocate to Government and other stakeholders to provide training and employment opportunities for local people

Liaise with regional partners to identify local training opportunities to the region and remote

Number of regional training events involved in

GMCS

4.1.4 Participate in annual careers events for the greater Katherine region which promote Council job opportunities for local people

Staff attend the Katherine High School for visits to the Stars Foundations for a career discussion, staff attended High School career Expo and Industry Forum

Number of Events attended and increase of local applicants from which have recently graduated or currently still in school

GMCS


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4.2 Increase community based training programs that promote job readiness and life skills

4.2.1 Continued delivery of Community Development Program (CDP) to provide training and upskilling opportunities for local jobseekers

Continued quality delivery of program ensuring compliance/service delivery/data entry/appropriateness of activities/job placements

To achieve a minimum "Good" rating as set by the changing and varied KPIs as determined by PMC in 2 x Reporting Periods: Oct-Mar & Apr-Sept

GMCS

4.2.2 Collaborate with stakeholders to provide training opportunities in community development projects both within Council and as external placements

Collaborate with stakeholders to provide training opportunities within Council by developing host agreements with other CDP providers Develop positive relationships with potential hosting organisations to maximise opportunities of hosting arrangements. Develop data bases of skills, qualifications, licences, and community priorities for meaningful training and completion of projects

Determined by number of successful completions of training of participants, also activities/projects completed in community whilst upskilling participants

GMCS

4.2.3 Collaborate with training providers and funding partners to increase the number of in-community training opportunities

Continue to work with RTO's/stakeholders in providing quality/relevant training on community

Determined by number of successful completions of training of participants, also activities/projects completed in community whilst upskilling participants

GMCS

4.3 Generational growth in employment opportunities

4.3.1 Provide engagement training for, Elected Members, Local Authority Members and staff

Incorporate engagement training and development in to the annual training plan for Elected Members, Local Authority Members and staff

Number of training events itemised attendance records

CEO

4.3.2 Develop Indigenous employment strategy, and career management and mentoring strategies that position Council as an employer of choice

Develop and implement an Indigenous Workforce Development Plan

Workforce Development Plan endorsed by Council and reported against every six months

CEO


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TOWN PRIORITIES

Each 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 residents, stakeholders, Local Authorities, Elected Members and Council 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 stated. The Council will be actively seeking funding for those priorities throughout the 2019-2020 financial year. Town priorities are divided into core services, agency services, contract services and other/advocacy to ensure easy delegation and management through the directorate structure once funding has been secured. Core services are those services defined by the Council in lieu of the Northern Territory legislation defining what a core Local Government service is. Agency services are services that the Council has agreed to deliver on behalf of other Government agencies on a fee-for-service basis. It is anticipated that these services would be fully funded by the relevant agency, and that funding would include a contribution to administrative costs and land lease arrangements associated with delivering these services. Commercial services are similar to agency services, however, the intention is to make these contracts profitable by ensuring efficiencies are gained and maintained. These contracts are not designed to operate on a cost recovery basis only. Any surplus from these contractual arrangements is used to improve services to community and strengthen the organisations financial sustainability. Other services are services performed by the Council that are not core services. They are not services delivered on behalf of another organisation, nor do they make a profit to help fund Council operations or contribute to other services. Advocacy from the Council occurs on behalf of residents and stakeholders on a range of issues that are not core, agency or contractual services of the organisation. The funding source in the town priority table denotes how the Council plans to perform the project listed under the town priority list. The Council is continually searching for other means to fund the town priority projects through grant opportunities from the Commonwealth and Territory Governments, and philanthropic organisations.

Roper Gulf Regional Council Budget Plan 2019-20

BARUNGA

NYIRRANGGULUNG WARD Other names: Bamyili Location: Barunga is located 80 kilometres southeast of Katherine on the Central Arnhem Road, and 31 kilometers from Beswick. Population change since 2011: 15.9% increase (2016 and 2011 Censuses) Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Barunga, including road maintenance and repair, traffic management, rubbish collection, airstrip maintenance and repair, maintenance of parks, ovals and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink and facilities. The Community Development Program(CDP) activities are managed by a joint venture between RISE and Jawoyn association.

Located in Barunga is a health clinic, a school, a store and an airstrip, with a police station approximately eight kilometers away in Maranboy.

Major Event: The Barunga Festival, one of Australia’s longest running indigenous festivals, is held annually on the Queen’s Birthday long weekend in June. The festival, an alcohol- and drug-free event, showcases and celebrates the music, sport and culture of the region.

CORE SERVICES

PROJECT DETAILS RESPONSIBILITY,

STAKEHOLDERS OR PARTNERS

FUNDING SOURCE

FUNDING OBTAINED

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.

GMI RGRC Roads and

CDP Proposed

Bin holders GMI Waste

Management YES

Develop Cemetery Management Plan

GMI Cemetery

Management Yes

Repave internal roads GMI RGRC Roads NO

Install speedbumps for high priority areas

GMI RGRC Roads YES

Shade and seating around the oval

GMI GRANTS YES

Resurface all ovals GMI GRANTS NO

Remove rocks around parks and ovals and replace with a

safer Bollard option GMI RGRC Roads YES


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Install fence around Football Oval

GMI GRANTS YES

AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Activities for 10-16 years old kids in the community to keep them engaged

GMCS

INHOUSE

YES

Program for school leavers to have a future pathway to employment

GMCS

INHOUSE

YES

Support for the Youth Café GMCE AAI & Community Safety

PROPOSAL TO BE

FINALISED

Community Safety Strategy for Barunga for disengaged youth

GMCE AAI & Community

Safety

PROPOSAL TO BE

FINALISED

OTHER SERVICES - ADVOCACY ONLY

PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR

PARTNERS FUNDING

OBTAINED

Community social club and promote responsible drinking – as part of the Alcohol Management Plan

GMCE; NTG & COMMONWEALTH NO

Advocate for Vocational child care during school holidays and after school care

GMCE NO

Repairs to fencing around dwellings and ensure new housing has fences

DLGHCD NO

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

GMI NO


Barunga to be the District Hub for large sport and community events

GMCE

YES VIA EXISITING

PROGRAMS IN COMMUNITY

SAFETY PROGRAM

Bridge railing at Beswick Creek

CEO and GMI DIPL

&Commonwealth

Continued support for the Community Safety Committee to be driven by community

DPMC/ NTG/ Police/GMCE EXISTING

RESOURCES

Upgrade blind spots on Central Arnhem Road

NTG & COMMONWEALTH UPGRADE CENTRAL ARNHEM HIGHWAY

PROJECT YES

Develop Infrastructure Master Plan (STAGE 1 Planning, design and documentation)

CEO &GMI and stakeholders eg Jawoyn Association and Skinny Fish

NO

Support Tourism opportunities in Barunga including construction of Gatdanj Lookout

NTG; COMMONWEALTH BAGALA ABORIGINAL CORPORATION AND

JAWOYN? NO


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BESWICK (WUGULARR)

NYIRRANGGULUNG WARD Location: Beswick is located on the bank of the Waterhouse River, 118 kilometers south-east of Katherine on the Central Arnhem Highway and 31 kilometers from Barunga. Outstation: Bishop Bore Total population: 531 (2016 Census) Total Indigenous population: 515 (2016 Census) Median age: 24 years (2016 Census) Population change since 2011: 3.71% increase (2016 and 2011 Censuses)

Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Beswick, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks, gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and community aged care programs. The Community Development Program(CDP) activities are managed by a joint venture between RISE and Jawoyn association.

Located in Beswick are a health clinic, a school, a store, and an arts and cultural centre – which includes a small motel. The closest police station is located at Maranboy, approximately 39 kilometers away.

CORE SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Water Park GMI To be sourced / LAPF

PARTIAL

Solar Lights at designated areas to target hidden dark spots

GMI LAPF &RGRC

YES

Stormwater drainage in new sub-division.

GMI & TERRITORY HOUSING

To be sourced NO

Right Path Project (from Aged Care to existing in new subdivision)

GMI AND CDP JAWOYN/RISE JV

RGRC ROADS & CDP

PARTIAL

Existing oval realign drainage, expansion width 110m, overlay for future softball, install amenities block, safety fencing GMI

To be sourced NO




PARTNERS FUNDING

OBTAINED

Entry Grids and stock exclusion fencing

NLC and ILC NO

Reconstruct Central Arnhem Road – upgrade road to landfill

NTG & COMMONWEALTH UPGRADE CENTRAL ARNHEM HIGHWAY PROJECT

PROPOSED

Upgrade the intersection at new subdivision and Central Arnhem Road

NTG & COMMONWEALTH UPGRADE CENTRAL ARNHEM HIGHWAY PROJECT

PROPOSED

Literacy and numeracy program for older kids

Mission Australia? YES

Resolve issue of Lot 3 – Single Men’s Quarters

NLC NO


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BORROLOOLA

SOUTH WEST WARD BORROLOOLA SOUTH WEST WARD Location: Borroloola is situated on the eastern coast of the Northern Territory in the Gulf of Carpentaria, and on the banks of the McArthur River. Borroloola is 670 kilometers east-south-east of Katherine. Borroloola includes four town camps within its boundary - Garawa Camp One, Garawa Camp Two, Yanyula Camp and Mara Camp. Total population: 871 (2016 Census) Total Indigenous population: 669 (2016 Census) Median age: 26 years (2016 Census) Population change since 2011: 5.9% decrease (2016 and 2011 Censuses) Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Borroloola, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks, gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs as well as delivers Community Development Program activities in Borroloola. In addition, it operates the community swimming pool and Waste Management Facility. Mabunji Aboriginal Resource Indigenous Corporation is a provider of agency services in Borroloola such as a childcare centre, aged care centre, safe house, sea ranger unit, town camp and outstation maintenance, and the community radio station. Other services in the town include a police station, a school, a health clinic, motels, caravan parks, cafes, shops, Post Office, NLC, service stations, mechanical, electrical, building and maintenance contractors. Major events: The Borroloola Show, Rodeo, Camp Draft, Malandari Festival and NAIDOC Events draws hundreds of visitors to the remote town every year. There are also various fishing competitions held at nearby King Ash Bay throughout the year.

CORE SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Town & Camp, Roads & Drainage plans

NTG

RGRC - GMI

NTG

RGRC PARTIAL

Waste Management Strategy for Borroloola including links to Regional Strategy

NTG

RGRC

LGANT

NT EPA

BRRW

RGRC WASTE MANAGEMENT

YES

Combined Government Centre at the Council Office

GMI

RGRC & BBRF

YES


Site including the “Dump Point”

New lights for town and suburb to eliminate dark spots and maintenance of existing lights

RGRC

RGRC

PARTIAL

Showgrounds master plan to include following elements:

Upgrade Cricket Club shelter as a shared facility

New shelter for spectators adjacent softball diamond

Upgrade toilet block and include showers for campers

Lighting for softball diamond and oval

Flood Lights at showgrounds

RGRC & NTG To be sourced NO

Youth Centre upgrades:

Shade caver or roof over both courts

Lighting for courts

Resurface courts

Replace current toilets

Expansion of building with larger covered space/veranda overlooking courts and relocate toilets to one side

NTG – DIPL&TOURISM AND

CULTURE

RGRC - GMI

MRM CBT

NTG

RGRC

MRM CBT

YES

AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Anti-social behaviour management through agency program support

GMCE PMC NTG

RGRC YES



PARTNERS FUNDING

OBTAINED


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Support the operation of safe house for women and families

MABUNJI NO

Advocate for safe house for men

MABUNJI NO

Advocate for sobering up shelter

MABUNJI NO

Advocate for more public housing– vacant blocks

NTG DIPL& COMMONWEALTH YES

Advocate for upgrade to mobile phone footprint

COMMONWEALTH NBN NO

Produce a Directory with information and map of the town

RGRC, LA YES

Mara – Bing Bong road access in wet

DIPL, Town Camp Roads, NLC AND MABUNJI

NO

Searcy Street – Bing Bong road culverts

DIPL NO


BULMAN AND WEEMOL

NYIRRANGGULUNG WARD Other Names: Gulin Gulin Location: Bulman is located 220 kilometers north-east of Katherine as the crow flies. Via road, Bulman is 312 kilometers from Katherine on the Central Arnhem Highway. Weemol is an outstation of Bulman. It is located three kilometers north-west of Bulman off the Central Arnhem Highway. Outstations: Baghetti, Barrapunta, Gorpulyul, Momob and Mount Catt. Total population: 259 including Weemol (2016 Census) Total Indigenous population: 259 including Weemol (2016 Census) Median age: 28 years (2016 Census) Population change since 2011: 3.78% decrease (2016 and 2011 Censuses) Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Bulman, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks, gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and community home support programs. The Community Development Program(CDP) activities are managed by a joint venture between RISE and Jawoyn Association. Located in Bulman are a health clinic, a school, a store, an airstrip and a police station. Weemol relies on services provided from Bulman. Major event: From time to time an annual festival called the Walaman Cultural Festival (Bulman Festival) occurs in July. The festival is largely run by community volunteers and gives community members an opportunity to share their arts, crafts and culture with visitors.

CORE SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Drainage improvements near council offices and workshop area.

GMI RGRC ROADS YES

Upgrade Sport and Recreation Hall:

resurface the indoor court surface,

upgrade toilets and showers,

ventilation improvements,

landscaping,

GMI GRANTS NO


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half court on old outdoor court - Gunia

park,

shade roof and verandah on oval side

feasibility to widen the hall

Upgrade the Sports Oval:

re-level and refurbish the playing surface

install shaded spectator facility at hall

provide a second amenities block

GMI GRANTS NO

Plant more shady trees around the community

GMI MUNICIPAL

BUDGET YES

New park setting including BBQ in park land near the old meat shed

GMI;GCS; CDP CONTRACTOR

GRANTS NO

Solar lights in identified dark spots x 4

GMI STREET LIGHT &

LAPF YES

PARTIALLY

Turn old shed next to shop into church (CDP)

GMI&CDP CONTRACTOR

To be sourced NO

Speed bumps (near the roundabout, Lot 75, 76, 77 area)

GMI RGRC ROADS YES

Install Bollards along Bulman front park

GMI RGRC ROADS YES

Install traffic mirror (near fuel tanks)

GMI RGRC ROADS NO

More speed limit signs GMI RGRC ROADS YES

Street Sign Names GMI RGRC ROADS YES



PARTNERS FUNDING

OBTAINED

Homeland roads upgrades DLGHCD NO

Housing upgrades and repairs

DLGHCD YES

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

GMCE NO


Public toilet block for Bulman including wash house for festival patrons

GMI & LAPF & NTG SPG YES

Airstrip facilities – Shelter, emergency phone and toilet at airstrip

RGRC & DIPL NO

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

DIPL & CENTRAL ARNHEM ROAD UPGRADE

YES

Water quality improvement PWC NO

Creche (day care centre) COMMONWEALTH &NTG NO

Truck stop on left hand side of Central Arnhem Highway

DIPL & ARNHEM ROAD UPGRADE NO

Install Power Card meter at church

GMI/ PWC/STORE NO

TCU Bank CEO& TCU NO

Market Garden for Bulman GMCS & CDP CONTRACTOR

NO

Weemol

CORE SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Basketball FULL court (CDP install)

GMI GRANTS NO

Solar Lights x 2 GMI & LA LAPF NO

Beautification of park with BBQ shed

GMI GRANTS NO

Weemol Park irrigation (part of the beautification project)

GMI GRANTS NO

Bollards x 220 around Weemol Park

GMI RGRC ROADS YES

More speed humps GMI RGRC ROADS YES

Street sign names GMI RGRC ROADS YES

Old demountable removal GMI & NTG GRANTS NO

Old Shed to be concreted (CDP Project)

GMI & CDP CONTRACTOR

TO BE SOURCES NO


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Playground Fence GMI & CDP TO BE SOURCES NO

Investigate solar power to CDP green shed

GMI GMI NO



PARTNERS FUNDING

OBTAINED

Public toilet block for Weemol including a laundry

GMI NO

Upgrade community space - mini oval

GMI NO

Park improvement’s - furniture and beautification

GMI & CDP CONTRACTOR NO


DALY WATERS

NEVER NEVER WARD Location: Daly Waters is located in the Birdum region, which stretches down the Stuart Highway from south of Mataranka to Newcastle Waters station. The town of Daly Waters is 307 kilometres south of Katherine. Total population: 86 people reside in the Birdum Region (2016 Census) including 9 people in the Daly Waters township. Median age: 34 years (2016 Census)

Services: Roper Gulf Regional Council provides a range of core services in Daly Waters, including the maintenance and upgrade of infrastructure, weed control and fire hazard reduction and roads repairs and maintenance in and around the township.

Rubbish collection services and the maintenance of parks and gardens are provided by the Daly Waters Progress Association. Also located in Daly Waters are a store with fuel, a hotel, caravan park, airstrip and heritage-listed police station. Major event: The annual rodeo and campdraft is held on the May Day long weekend, and draws locals and tourists to the town’s showground.

CORE SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Formalise the dump and Waste Management Plan and Land Tenure

GMI RGRC WASTE MANAGEMENT

YES

Consult with local community and stakeholders in relation to upkeep of tennis court and other public open spaces

GMI RGRC

MUNICIPAL YES

Town Road Upgrades including:

Speed bumps and signage

Road Ends sign at Stuart St

New Heavy Vehicle turn around sign

New traffic management signage

GMI RGRC ROADS YES


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Dump point directional signage

Upgrades to Tennis Court

Additional basketball hoop

New surface

Fix netting

GMEC/ Daly Waters Progress Association

GRANT NO



PARTNERS FUNDING

OBTAINED

Waste Management Strategy GMI

REGIONAL PLAN IN PROCESS

Food/Camping/Hotel signs on Highway DIPL

NO

New Traffic management on road into town including reflector guide posts and speed signs DIPL

NO

Stuart Tree Bins require more frequent cleaning Daly Waters Pub / DIPL

NO

Road edges on town entrance and Stuart Tree Road require resurfacing DIPL

NO

Bicentennial Park tidy up and new irrigation Daly Waters Progress Association

NO


HODGSON DOWNS/MINYERRI

NEVER NEVER WARD Location: Hodgson Downs is located 270 kilometers south-east of Katherine, 80 kilometers off the Roper Highway. Outstations: Kewulyi Total population: 585 (2016 Census) Total Indigenous population: 582 (2016 Census) Median age: 18 years (2016 Census) Population change since 2011: 19.63% increase (2016 and 2011 Censuses)

Services: Roper Gulf Regional Council provides the Community Night Patrol, Community Development Program and Territory Housing maintenance in Hodgson Downs. All other services are provided by Alawa Aboriginal Corporation in a sub-contract arrangement with Council. These services include, but are not limited to, road maintenance and repair, airstrip maintenance and repair, traffic management, rubbish collection, maintenance of parks, ovals and gardens, and weed management.

Located in Hodgson Downs are a health clinic, a school, a crèche, a women’s centre, an aged care facility, a store, an airstrip, a police station and a water park.



PARTNERS FUNDING

OBTAINED

Morgue DLGHCD UNDER

DISCUSSION

Roads and maintenance RGRC ROADS AND LAPF YES

Safe house – men/women DLGHCD NO

Lighting for streets RGRC/ALAWA YES

New dump Alawa YES

Sports oval staged plan:

Locate toilet block adjacent to the oval once it can be connected to services

Construct portable stands for spectators and shade shelter in convenient locations with a good view of the oval

Alawa NO


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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


JILKMINGGAN

NEVER NEVER WARD Other Names: Djembere, Djilkminggan, Duck Creek and Jilkminggal Location: Jilkminggan is located 138 kilometers south-east of Katherine and 28 kilometers from Mataranka. Outstations: Mole Hill Total population: 301 (2016 Census) Total Indigenous population: 291 (2016 Census) Median age: 23 years (2016 Census) Population change since 2011: 7.5% increase (2016 and 2011 Censuses)

Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Jilkminggan, including road maintenance and repair, traffic management, rubbish collection, airstrip maintenance and repair, maintenance of parks, ovals and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and Community Development Program activities.

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

CORE SERVICES



FUNDING SOURCE FUNDING

OBTAINED

Footpaths next to main roads.

GMI DESIGN AND

DOCUEMENTATION STAGE 1

PARTIAL

Traffic management - Parking area near Art Centre and Clinic

GMI DESIGN AND

DOCUEMENTATION STAGE 1

PARTIAL

Culverts for dump and farm roads

JCAC To be sourced

NO

Dump Road wet area fill GMI RGRC ROADS NO

Solar Light for Basketball court, Cover for Basketball Court.

GMI To be sourced

NO

Install lighting for small park behind Council Office and Entry corner where Mangarrayi Road

GMI

DESIGN AND DOCUEMENTATION

STAGE 1 NO


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AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED

A Vehicle for Sport and Recreation purposes.

GMCE To be sourced NO



PARTNERS FUNDING

OBTAINED

Sport and recreation precinct (oval, softball, outdoor court, S&R shed) master plan to consider:

minor configuration of oval so it can comply with standards to host games

relocation of old softball nets to SE corner of oval area

resolve drainage issues

additional shade tree planting

integration with the sports court and shed should consider development of single toilet and change block to service both field and court

Public toilet and shower at football grounds for visiting players

JCAC AND RGRC GMCE NO

Sports court lighting and covering with a fixed roof

JCAC NO

Install grids and stock exclusion fencing

JCAC NO

New Cemetery and Cemetery Project – headstones and surrounds

JCAC AND RGRC CDP YES

Formalised Youth and Men’s Group Programs

Cth/NTG NO


Water park COMMONWEALTH/NTG NO

Mobile phone coverage tower COMMONWEALTH NBN

NO

More housing to reduce crowding NTG

NO

Single men’s and Women’s accommodation. NTG

NO

Outside light At Pumping Station

PAWA NO


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LARRIMAH

NEVER NEVER WARD Location: Larrimah is located in the Birdum region, which stretches down the Stuart Highway from south of Mataranka to Newcastle Waters station. The town of Larrimah is 182 kilometres south of Katherine and 76 kilometres south of Mataranka. Total population: 86 people reside in the Birdum Region (2016 Census) including 47 people in the township of Larrimah. Median age: 41 years (2016 Census)

Services: Roper Gulf Regional Council provides a range of core services in Larrimah, including the maintenance and upgrade of infrastructure, and weed control and fire hazard reduction in and around the township.

Located in Larrimah are a hotel, a cafe and a museum. The nearest police station is located in Mataranka, 76 kilometres to the north.

CORE SERVICES

PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS

FUNDING SOURCE

FUNDING OBTAINED

Continue beautification of the park area at Lot 62 with irrigation and bore repairs

GMI To be sourced NO

Larrimah Waste Management Facility:

General clean up required

Compact and create new hole

Formalise site (plans/licence)

Develop management plan

GMI GRANT NO

Investigate running irrigation to park in middle of Gantry Road

GMI RGRC NO

Investigate future use of Single Men’s Quarters (Post Master General’s House/Writers Residence) about sublease and repairs.

GMCS/Larrimah Hotel To be sourced NO

New magnetic notice board GMI RGRC CSC YES

Source front deck mower to be based at Larrimah to mow oval





PARTNERS FUNDING

OBTAINED

Clean up of Green Park Roadhouse

Larrimah Hotel NO

Mobile Phone Services Telstra, Optus, NTG, Larrimah Hotel YES

Speed Limit though town on Stuart Highway – requires regular policing/enforcement.

NT Police NO

Greater speed and traffic management signs on Stuart Highway

DIPL NO


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MANYALLALUK

NYIRRANGGULUNG WARD Other Names: Eva Valley Location: Manyallaluk is located north east of Katherine, approximately 35 kilometers from the Central Arnhem Highway. The surrounding landscape is filled with rivers, gorges and plateaus, so road access requires heading south, then east, then north. Total Population: 87 (2016 Census) Median Age: 21 years (2016 Census)

Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Manyallaluk, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and a crèche. The Community Development Program(CDP) activities are managed by a joint venture between RISE and Jawoyn association.

Other services in Manyallaluk include a health clinic, a primary school and an airstrip. Local police are located at Maranboy, about 30 minutes away on the Central Arnhem Highway.

CORE SERVICES


FUNDING SOURCE

FUNDING OBTAINED

Establish a network of paths throughout the town.

GMI AND CDP CONTRACTOR

To be sourced NO

Road upgrades

repair washouts and concrete

bituminise (shoulder and reseal) from Jump Up to Town

kerb and gutter

resheeting of Eva Valley Road

Jump up to Council office sealed

GMI RGRC ROADS DESIGN AND

DOCUMENTATION

Local area traffic management – speed bumps, pedestrian crossing between basketball court, school and clinic

GMI RGRC ROADS YES


Development of a Cemetery Management Plan

GMI RGRC &

STAKEHOLDERS INHOUSE

AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Water safety training with parents and children

GMCE RGRC

COMMUNITY SAFETY

YES

Park upgrades:

Upgrade soft fall under swing

Play equipment

Town water to the park

GMI GRANTS NO

BMX track GMCE GRANTS NO



PARTNERS FUNDING

OBTAINED

Increase housing DLGHCD YES

Entry Grids and stock exclusion fencing

GMI & NLC NO


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MATARANKA (including MULGGAN CAMP)

NEVER NEVER WARD Location: Mataranka is located 110 kilometres south of Katherine on the Stuart Highway. In addition to Mataranka Town Centre, Mataranka also includes Mulgan Camp. Total population: 350 (2016 Census) Total Indigenous population: 104 (2016 Census) Median age: 46 years (2016 Census) Population change since 2011: 42.27% increase (2016 and 2011 Censuses)

Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Mataranka, including road maintenance and repair, traffic management, rubbish collection, airstrip maintenance and repair, maintenance of parks, ovals and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and Community Development Program activities.

Located in Mataranka are a health clinic, a Rural Transaction Centre, a school, shops, a supermarket, motels, caravan parks, an airstrip, a hotel, service stations and a police station.

Events and Recreation: Mataranka is a must-see Northern Territory destination for domestic and international travellers alike. Boasting the Mataranka Thermal Pools, Bitter Springs, a historic cemetery and buildings, as well as an abundance of fishing and camping locations, Mataranka offers the true tropical Territory experience.

The Never Never Festival is held in May each year and showcases the arts, crafts and culture of the region. It is generally run in conjunction with a rodeo and campdraft, which attracts cowboys and cowgirls from across the Top End. Other annual events in Mataranka include the rodeo in August and fishing competition in September.

CORE SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Development of Lot 120 as the Mataranka Community Hub GMI

NTG & RGRC YES

Re-develop Cemetery Management Plan at Mataranka – commenced. GMI

RGRC WASTE MANAGEMENT YES

Replacement of toilets at Sport and Recreation Grounds in consultation with LA GMI

NTG & RGRC & LAPF

YES

Replacement of park statues GMI LAPF YES

PARTIAL


Footpaths around internal streets – a priority is Elsey Street GMI RGRC ROADS

NO

AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Increasing the Mataranka Community Safety Program

GMCE

RGRC COMMUNITY

SAFETY PROGRAM

YES

Sport and Recreation activities

GMCE & NTG AND PMC

RGRC COMMUNITY

SAFETY PROGRAM

YES

Increase Youth at Risk Support Services and Activities

GMCE & NTG AND PMC

RGRC COMMUNITY

SAFETY PROGRAM

YES

COMMERCIAL SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Upgrade the Airstrip to CASA Standard including installation of lights

GMI & GMCS To be sourced NO



PARTNERS FUNDING

OBTAINED

Land release NTG NO

Develop Regional Aged and Disability Facility

CEO AND GMI YES

Little Roper Bridge Upgrade NTG NO

Women’s Safe House GMCE NO

School Bus to Katherine NTG DoE NO

Continue to advocate support for the promotion of tourism and contribute to the towns opportunities for tourism

CEO & BIG RIVERS REGION ECONOMIC DEVELOPMENT COMMITTEE & LOCAL

BUSINESSES NO

Drainage at Elsey street NTG/ DIPl YES


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NGUKURR

YUGUL MANGI WARD Location: Ngukurr is located 331 kilometres south-east of Katherine on the Roper Highway. Outstations: Boomerang Lagoon, Badawarka, Costello, Lake Katherine, Manbu Manbu, Ngaliwan, Namaliwirri, Ruined City, Turkey Lagoon, Wanmurri and Urapunga. Total population: 1149 (2016 Census) Total Indigenous population: 1079 (2016 Census) Median age: 23 years (2016 Census) Population change since 2011: 8.81% increase (2016 and 2011 Censuses)

Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Ngukurr, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs. In addition, it operates the community swimming pool, Waste Management Facility and aged care facility.

A joint venture between Yugul Mangi Development Aboriginal Corporation and ITEC have been contracted to deliver the Commonwealth’s Community Development Program activities in Ngukurr and Urapunga.

Located in Ngukurr is a health clinic, a school, a store with fuel available, an arts centre, a motel, an airstrip, boat ramp and police station. Major Event: The Yugul Mangi Festival is held annually, usually in mid-July. The festival allows community members to share their musical, sporting and cultural successes with patrons, who travel to the remote community from across Australia.

CORE SERVICES


FUNDING SOURCE

FUNDING OBTAINED

Solar lighting for cemetery, and barge landing footpath


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

GMI & NGUKURR MASTERPLAN

FACE YES FOR DESIGN

AND DOCUEMENTATION

Commence installation of footpaths, road signs,

GMI RGRC ROADS YES PARTIAL


associated landscaping and park furniture

Installation of water fountains at oval and pool

GMI LAPF YES

No smoking signage for public places e.g. oval

GMI RGRC CSC YES

Enclose open drains GMI

UNDER INVESTIGATION

NO

Upgrade dump and surrounds to improve waste management

GMI RGRC WASTE MANAGEMENT

YES

Plan and design Police Lookout Park to include:

Irrigation

Furniture BBQ

GMI LAPF NO

Swimming pool complex improvement: installations of shade cloths, community graffiti board, water fountains, CCTV and upgrades to shade shelter, table and seats


Development of new lawn cemetery including fencing

GMI RGRC

CEMETERY MANAGEMENT

YES PARTIAL

Fencing off the two current Cemetery sites

GMI AND CDP CONTRACTOR

To be sourced

Sports and Rec Masterplan

New Court

New oval

Outdoor Stage

Seating

Dance area

Footpaths and river access

GMCE To be sourced

Upgrade to the pool entry point and shade

GMI TO BE

SOURCED NO


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Provision of flexible space for youth centre as part of centre

GMI&GMCE TO BE

SOURCED NO

Oval drainage GMCE RGRC NO

COMMERCIAL SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Australia Post services to include outgoing mail services

Australia Post AUSTRALIA

POST NO



PARTNERS FUNDING

OBTAINED

Upgrade Barge Road and landing

NTG/RGRC NO

Increase opportunity for Youth to be involved with Trade Training

MY CDP NGUKURR

Support Aged Care and Disability through the quality improvement process, and development of a purpose built building and facility

DH NO

Encourage government to undertake community fencing program

DLGHCD NO

Installation of a compost toilet at airport

DIPL/RGRC NO

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

DTBI NO

Establishment of a Community Safety Committee to work with Ngukurr's Justice and Harmony Committee and other key stakeholders to develop place-based

DTBI & NT POLICE NO


strategies that will address safety concerns

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

MY CDP NGUKURR

Upgrade Roper Highway by sealing the road up to Ngukurr

DIPL YES

PARTIAL

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

MVR NO

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

NLC/ YMAC/ RGRC NO

Advocate to upgrade Church with:

Access road

Disabled ramp

Coffin trolley

NTG NO

Advocate for more housing DoH NO

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

PMC NO

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

YMDAC/RGRC GMCE YES

PARTIAL


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NUMBULWAR

NUMBULWAR NUMBURINDI WARD Location: Numbulwar is located at the mouth of the Rose River, on the western coast of the Gulf of Carpentaria and adjacent to Groote Eylandt. Numbulwar is approximately 476 kilometres east of Katherine, 792 kilometres south-east of Darwin and 260 kilometres south-west of Nhulunbuy. Total population: 723 (2016 Census) Total Indigenous population: 678 (2016 Census) Median age: 27 years (2016 Census) Population change since 2011: 5.24% increase (2016 and 2011 censuses)

Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Ngukurr, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks and gardens, community safety through Community Night Patrol, animal welfare and control, and sport and recreation programs. In addition, it operates an aged care facility and delivers Community Development Program activities.

Located in Numbulwar are a health clinic, a school, a store with fuel available, an airstrip, boat ramp and police station.

CORE SERVICES


FUNDING SOURCE

FUNDING OBTAINED

Build waterless/eco public toilets at waterfront and airstrip

GMI To be sourced YES

PARTIAL

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

GMCE To be sourced YES INTERNALLY

Upgrade current site, reducing the footprint in preparation for future relocation of the dump

GMI NTG/REIF YES

Right Path Project – including bike lanes and footpath lanes


New cemetery and ongoing management

GMI To be sourced YES

Curb, guttering and drain management to control storm water at school and along main road to the CBD

GMI RGRC DESIGN AND

DOCUEMENTATION


Upgrades for a current sports oval

GMI RGRC

Numbulwar LA

YES FOR DESIGN AND

DOUMENTATION

Transform Sport And Rec to a community park and focus area with indoor and outdoor elements; shade, play, and program and activity spaces

GMI & GMCE To be sourced NO

AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Development of family and children's centre

DET and DoE To be sourced

NO

Development of Alcohol Management Plan

Dtbi and NT Police To be sourced

NO

Provide youth leadership courses to develop leadership skills for youth across the Region and pathways to employment

GMCE

Community

Safety Program YES

OTHER SERVICES – ADVOCACY ONLY


PARTNERS FUNDING

OBTAINED

Bridge built over Phelps River and address series of culverts issue

DIPL NO

Working partnership to support the small business developments; develop a government business and service centre

DTBI NO

New multipurpose Community Building and oval in new suburb

DLPE NO

Support School Attendance Working Group to develop a localised school attendance strategy that will increase attendance and have young adults and parents returning to school

RSAS and School YES

Safe House GEC NO


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Mental Health and Wellbeing, AOD Care Program

DoH & RGRC COMMUNITY SAFETY PROGRAM

YES


ROBINSON RIVER

SOUTH WEST WARD Location: Robinson River is located 144 kilometres south-east of Borroloola and 798 kilometres from Katherine. Total population: 222 (2016 Census) Total Indigenous population: 212 (2016 Census) Median age: 20 years (2016 Census) Population change since 2016: 13.96% decrease (2016 and 2011 Censuses)

Services: Roper Gulf Regional Council provides Community Night Patrol services in Robinson River.

Mungoorbada Aboriginal Corporation provides other services including, but not limited to, rubbish collection services, cemetery management, traffic management, maintenance of parks, ovals and gardens, and Centrelink services. Gulf Savannah NT Aboriginal Corporation is the Community Development Program provider in Robinson River.

AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Community Night Patrol GMCE IAS YES



PARTNERS FUNDING

OBTAINED

Employment and training MUNGOORBADA ABORIGINAL

CORPORATION CDP

Sports oval upgrade (including container)

Mungoorbada Aboriginal Corporation/RGRC/NTG

YES

Cemetery management Mungoorbada Aboriginal Corporation NO

Dog management MRMCBT/RGRC AND Mungoorbada

Aboriginal Corporation YES

Tourism development Mungoorbada Aboriginal Corporation NO

More housing to address housing shortage

Mungoorbada Aboriginal Corporation NO

Traffic calming devices and signage

Mungoorbada Aboriginal Corporation NO


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URAPUNGA

YUGUL 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: 128 (2016 Census) Median age: 17 years (2016 Census) Services: Roper Gulf Regional Council delivers a limited range of core and agency services in Urapunga, including rubbish collection, maintenance of parks, gardens and public spaces, and the delivery of Community Development Program activities.

CORE SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Continue to develop Council Services

GMI Budget

YES

Install fence around Cemetery (commenced) and enclose headstones around existing gravesites

GMI&NTG

SPG GRANT DLGHCD

YES

Install Solar Lights at various locations around Community – Playground, Public toilets, Fellowship and Entrance areas

GMI/GMCE SPG NTG DLGHCD

YES

Bituminize dirt section to and around Local Shop area

GMI RGRC YES

Regular airstrip maintenance and install landing lights

NTG/GMI ONGOING YES PARTIAL

Upgrade and repair existing public toilet, installing power, drains, lighting, landscaping and community washing machine

NGUKURR LA/NTG SPG

LA AND NTG SPG

YES

Landscaping around Community creating parks, gardens and grassed areas

GMI SPG YES

Install new road signs, town entry sign, footpaths and speedbumps

GMI RGRC YES

PARTIAL

AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED


Community Night Patrol Services GMCE

RGRC COMMUNITY

SAFETY PROGRAM

YES

Provide Sport and Recreational activities – Exercise area, BMX/Bike track, Oval, Basketball court GMCE To be sourced

YES PARTIAL

upgrade council depot and install staff housing GMI To be sourced

NO

COMMERCIAL SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Construct Shade Shelter at Aerodrome and access to water




PARTNERS FUNDING

OBTAINED

Provide Mobile Phone Coverage DCA

YES

Repair current Public Telephone Box and install seating and shade Telstra

NO

Provide Aged Care services and investigate options to incorporate with crèche/childcare services DPMC

NO

Upgrade old Barge Area DIPL/RGRC

NO

Clear and upgrade old Homestead area

URAPUNGA ABORIGINAL CORPORATION NO


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OUTSTATIONS AND HOMELANDS

Outstations 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

Mulggan Camp

Serviced from Ngukurr and Katherine

Badawarrka

Boomerang Lagoon

Costello

Kewulyi

Mole Hill

Nulawan

Nummerloori- No longer funded by NTG

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 - Mulggan Camp has approximately 60 residents with up to 150 transient residents at times, Mount Catt has approximately 15 residents, Jodetluk has approximately 40 residents, Kewuyli approximately 20 residents and Werenbun approximately 40 residents, with an average across the region of 5.4 residents per outstation. Significant seasonal population variations occur in the small- to medium-sized outstations restricted wet weather access. In partnership with the Northern Territory Department of Housing and Community Development, the Council provides basic core services to outstations and homelands, including:

Municipal and Essential Services Operational funding received by the Council covers repairs and maintenance, minor works and general operational costs of the delivery of municipal and essential services. Municipal services primarily include road and aerodrome maintenance, waste disposal, landscaping and dust control in common areas, fire breaks, dog control programs, environmental health activities and other municipal services. Essential services activities primarily are concerned with electricity, water and the operation and maintenance of sewerage systems.

Housing Maintenance Services This assists homeland residents to live in a safe and healthy environment. Funding is used for: The direct costs associated with undertaking urgent and planned repairs and maintenance of dwellings.

Home Extra Allowance This is an annual $5200 per-dwelling grant applied for by the homeland resident that meets the eligible criteria, and allows families to improve living conditions on their homelands. Funding will be spent on identified repairs and maintenance of the dwelling, particularly for issues that ensure a safe and secure environment for families.


Municipal and Essential Services Special Purpose Grants This is capital infrastructure funding to assist service providers with the delivery of municipal and essential services in homelands where the cost to deliver the services is beyond the capacity of the Municipal and Essential Services Program annual grant.

Commercial Services

Project Details Timeframe Responsibility, Stakeholders or Partners

Funding Source

Municipal Essential Services – Barrapunta, Baghetti, Mount Catt, Jodetluk, Werenbun, Mulggan Camp, Badawarrka, Costello, Mole Hill, Nulawan, Nummerloori, Kewulyi, Boomerang Lagoon

2019-2020 DLGHCD Budget

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


Home Extra Allowance – Badawarrka, Barrapunta, Boomerang Lagoon, Jodetluk, Kewulyi, Mole Hill, Mt Catt, Nulawan, Nummerloori, Werenbun


Badawarrka

Solar panels

Electrical upgrades

Solar lighting

2019-2020 DLGHCD To be sourced

Boomerang Lagoon

Solar generator

Boundary fencing

Upgrade shower block


Jodetluk

Replace water tank

Replace sewage pump


Kewulyi

Upgrade septic trench systems in all dwellings

Upgrade access road to dump and tidy up

Upgrade water storage system to improve water pressure

Cemetery fencing

Housing upgrades

Solar lighting


Mole Hill

Remove old car bodies at dump

Upgrade the dump

Replace tank stand

Solar lighting



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Mt Catt

Upgrade septic tank behind shower block

Upgrade power line

Upgrade the dump

Upgrade access road

Solar lighting


Mulggan Camp

Replace sewage pump

Investigate excess water usage

Support NTG with transient issue


Nulawan

Dust suppression, irrigation and reticulation

Upgrade dump


Numerloorri

Dust suppression, irrigation and reticulation

Upgrade generator and generator container


Werenbun

Replace water tank

Replace sewage pump

Upgrade the dump

Flood damage repairs to access road

Upgrades to housing

Advocate mobile phone coverage


All Locations

Additional solar lights for communal facilities



FINANCIAL PLANNING

The key component of any financial strategy in a service delivery organisation is to balance community demands and expectations with the organisation’s financial capacity. Due to a small base of less than 1000 rateable properties in the Local Government Area, Roper Gulf Regional Council remains heavily reliant on grant funding and agency income. This reliance will continue as long as source operating revenue is restricted. This Financial Plan has been based on the Core, Agency, Commercial and Other Council Service programs outlined in section 2 of this 2019-20 Regional Plan.

Budget Summary 2019-20

The budget for 2019-20 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 2019-20 financial year, Roper Gulf Regional Council is expected to receive revenue of $40.4 million. Of this revenue, 56 percent is expected to be sourced from grants, 33 percent from government contracts and agency services, 6 percent from rates and remaining 5 percent from other sources. The council will be looking to use the reserves of 7.5M for funding capital expenditure and some operational expenses relating to local authority projects. 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 $19.4 million or 47 per cent. This is budgeted to fund 328 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 $11.1 million for capital expenditure. The majority of this budget will be used for renewal of ageing plant, machinery and vehicles. Major capital upgrades are planned for Borroloola, Mataranka, Ngukurr and Numbulwar. Losing of CDP contract in 5 communities has resulted in loss of income and adversely affected council’s surplus. The operational budget is expected to be in deficit of $3.9M after covering for the deprecation of $5.2M. Council is aiming to fund its depreciation of $5.2M and using this as a component to partly cover its capital expenditure of $11.1M. The carried forward of $7.5M will also be used to fund remaining capital expenditure and for completing Local Authority funding projects which remain incomplete in 2018-19.


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Consolidated Revenue & Expense Budget 2019-20 by Natural Account Category

Roper Gulf Regional CouncilIncome & Expenditure Report as at

17-June-2019

For the year ended 2019-20

2019-20

Income Budget ($)

11 - Income Rates 2,598,471

12 - Income Council Fees and Charges 987,858

13 - Income Operating Grants Subsidies 17,518,336

14 - Income Investments 320,000

17 - Income Agency and Commercial Services 13,458,438

18 - Income Capital Grants 5,188,194

19 - Other Income 318,000

Total Income 40,389,297

81 - Accumulated Surplus Deficit 7,544,930

Total Income & Carried Forwards 47,934,227

Expenditure

21 - Employee Expenses 19,463,451

22 - Contract and Material Expenses 11,373,840

23 - Fleet, Plant & Equipment 1,053,513

24 - Asset Expense 5,216,000

25 - Other Operating Expenses 4,164,573

27 - Finance Expenses 12,180

Total Expenditure 41,283,557

Operating Surplus/(Deficit) 6,650,670

Capital Expenditure

53 - WIP Assets 11,104,094

Total Capital Expenditure 11,104,094

6% 3%

43%1%

33% 13%

Income by Account Category

11 - Income

Rates

12 - Income

Council Fees

and Charges

13 - Income

Operating

Grants

Subsidies14 - Income

Investments

17 - Income

Agency and

Commercial

Services18 - Income

Capital Grants

19 - Other

Income

47%

27%

3%

13%

10%

Expenditure by Account Category

21 - Employee

Expenses

22 - Contract

and Material

Expenses

23 - Fleet, Plant

& Equipment

24 - Asset

Expense

25 - Other

Operating

Expenses

27 - Finance

Expenses


Budget 2019-2020 by Community

Roper Gulf Regional CouncilDirect Expenditure Report: 2019-2020 Budget As at 17 June 2019

HQ 2019-20

Budget ($)

Expenditure

10 - CORE - Corporate, Executive & Support 10,128

12 - CORE - Governance & Council 1,470,846

14 - CORE - Services 12,328

16 - CORE - Infrastructure and Assets 350,000

18 - COMMERCIAL - Housing 727,023

20 - COMMERCIAL - Other 356,878

22 - COMMERCIAL - Mechanial Workshops 12,999

26 - AGENCY - CDP 530,053

28 - AGENCY - Homelands and Outstations 259,626

30 - AGENCY - Family and Community 599,037

32 - AGENCY - Enviro Health and Landcare 378,504

34 - AGENCY - Community Safety 1,464,387

36 - AGENCY - Other 9,780


Expenditure



23 - Fleet, Plant & Equipment 253,255

24 - Asset Expense 5,216,000

25 - Other Operating Expenses 2,365,764

27 - Finance Expenses 11,780

31 - Internal Cost Allocations -10,464,838


Expenditure

101 - Chief Executive 385,369

102 - Corporate Sustainability Directorate 322,757

103 - Infrastructure and Technical Services Directorate348,962

104 - Community Engagement Directorate 298,067

105 - Financial Management 959,112

106 - General Council Operations -4,205,823

107 - Human Resources 1,106,121

108 - IT services 92,627

109 - Asset Department 184,311

110 - Assets Managment - Fixed Assets 476,006

113 - Project Management 330,732

114 - Work Health and Safety 218,085

115 - Asset Management - Mobile Fleet & Equipment-897,176

118 - Corporate Information Department 390,980

130 - Executive Management 668,731

131 - Council and Elected Members 746,207

132 - Local Authority 5,908

134 - Community Grants 50,000

161 - Waste management 12,328

200 - Local roads maintenance 350,000

220 - Territory Housing Repairs and Maintenance Contract595,701

221 - Territory Housing Tenancy Management Contract131,321

240 - Commercial Operations admin 51,500

241 - Airstrip maintenance Contracts 2,100

244 - Power Water contract 298,795

246 - Commercial Australia Post 4,483

275 - Mechanical Workshop 12,999

313 - CDP Central Administration 85,000

314 - Service Fee - CDP 445,053

320 - Outstation Services Admin 93,850

323 - Outstations municipal services 165,776

340 - Community Services admin -2,500

341 - Commonwealth Aged Care Package -51,533

342 - Indigenous Aged Care Employment -1,789

344 - Commonwealth Home Support Program -12,445

346 - Indigenous Broadcasting 30,442

347 - Creche 7,860

348 - Library 16,959

350 - Centrelink 113,045

355 - National Disability Insurance Scheme 479,030

356 - NDIS – Information, Linkages and Capacity Building19,967

381 - Animal Control 378,504

401 - Night Patrol 578,250

403 - Outside School Hours Care -44,402

404 - Indigenous Sports and Rec Program 252,152

407 - Remote Sports and Recreation 231,493

410 - National Youth Week 8,000

414 - Drug and Volatile Substances 34,523

415 - Indigenous Youth Reconnect 404,371

488 - NTEPA Environment Grant 9,780


Capital Expenditure

115 - Asset Management - Mobile Fleet & Equipment255,000

200 - Local roads maintenance 2,165,000


0.2%

23.8%

0.2%

5.7%

11.8%

5.8%0.2%8.6%4.2%

9.7%

6.1%

23.7%

0.2%

Expenditure by Service

10 - CORE - Corporate, Executive & Support

12 - CORE - Governance & Council

14 - CORE - Services

16 - CORE - Infrastructure and Assets

18 - COMMERCIAL - Housing

20 - COMMERCIAL - Other

22 - COMMERCIAL - Mechanial Workshops

26 - AGENCY - CDP

28 - AGENCY - Homelands and Outstations

30 - AGENCY - Family and Community

32 - AGENCY - Enviro Health and Landcare

34 - AGENCY - Community Safety

36 - AGENCY - Other

25.9%

6.6%

0.9%

19.2%8.7%

-38.6%


21 - Employee Expenses

22 - Contract and Material Expenses

23 - Fleet, Plant & Equipment

24 - Asset Expense

25 - Other Operating Expenses

27 - Finance Expenses

31 - Internal Cost Allocations


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Barunga (Bamyili) 2019-20

Budget ($)

Expenditure


12 - CORE - Governance & Council 154,868






34 - AGENCY - Community Safety 263,705


Expenditure

21 - Employee Expenses 780,865

22 - Contract and Material Expenses 374,141


25 - Other Operating Expenses 106,559

31 - Internal Cost Allocations 552,126


Expenditure


111 - Council Services General 346,259


138 - Local Authority Project 148,960

160 - Municipal Services 514,117


162 - Cemeteries Management 10,000

164 - Local Emergency Management 2,756

170 - Australia Day 300

171 - Naidoc Week 400


201 - Street lighting 12,880

202 - Staff Housing 58,668

221 - Territory Housing Tenancy Management Contract132,522


242 - Litter Collection and Slashing External Contracts27,271


341 - Commonwealth Aged Care Package 12,396

344 - Commonwealth Home Support Program 5,460


348 - Library 45,429





416 - Youth Vibe Grant 2,500

423 - SPG - Diversion Evenings 500


Capital Expenditure

Total Capital Expenditure 0

20.4%

8.3%

33.6%

4.4%

7.1%

2.3%

9.9%

14.1%










41.6%

19.9%

3.3%

5.7%

29.4%









Beswick (Wugularr) 2019-20

Budget ($)

Expenditure








32 - AGENCY - Enviro Health and Landcare 528



Expenditure







Expenditure















245 - Visitor Accommodation and External Facility Use148,097



342 - Indigenous Aged Care Employment 195,285



347 - Creche 232,029



381 - Animal Control 528


403 - Outside School Hours Care 150,501







Capital Expenditure


14.3%

8.7%

20.3%

2.1%4.9%5.5%

24.7%

19.5%











45.0%

19.6%

3.0%

5.2%

27.3%








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Borroloola 2019-20

Budget ($)

Expenditure






26 - AGENCY - CDP 1,690,197




38 - OTHER - Swimming Pools 469,153


Expenditure





31 - Internal Cost Allocations 1,548,708


Expenditure













202 - Staff Housing -5,674


245 - Visitor Accommodation and External Facility Use 42,050

314 - Service Fee - CDP 1,530,197

318 - Outcome Payments - CDP 160,000

348 - Library 51,173








550 - Swimming Pool 469,153


Capital Expenditure

425 - SPG - Borroloola Rocky Creek Upgrade 2,200,000

462 - 2014-19 Roads to Recovery 875,840

480 - CBF - Borroloola Multi-Purpose Court 1,800,000

484 - Blackspot Funding 176,640

491 - BBRF - Borroloola Government Business Hub Development978,714


11.5%

8.0%

13.6%

5.6%

3.2%35.3%

1.1%0.1%

11.8%

9.8%







26 - AGENCY - CDP




38 - OTHER - Swimming Pools

36.0%

22.3%2.4%

6.9%

32.4%









Bulman (Gulin Gulin) 2019-20

Budget ($)

Expenditure











Expenditure







Expenditure














221 - Territory Housing Tenancy Management Contract 63,097









349 - School Nutrition Program 151,000










Capital Expenditure


Total Capital Expenditure 40,000

13.2%

8.2%

14.6%

10.6%5.0%

17.0%

17.7%

0.1%

13.6%











37.7%

27.1%

2.0%

5.8%

27.5%








100 | P a g e


Eva Valley (Manyallaluk) 2019-20

Budget ($)

Expenditure









Expenditure







Expenditure



115 - Asset Management - Mobile Fleet & Equipment 1,000


















347 - Creche 279,386

349 - School Nutrition Program 105,276

350 - Centrelink 250



409 - Sport and Rec Facilities 8,958





Capital Expenditure


17.3%

3.5%

22.4%

4.7%11.0%

27.7%

13.4%









37.7%

18.5%2.3%

6.3%

35.2%









Jilkminggan (Duck Creek) 2019-20

Budget ($)

Expenditure







26 - AGENCY - CDP 629,371


32 - AGENCY - Enviro Health and Landcare 528



Expenditure







Expenditure




















347 - Creche 537,419


381 - Animal Control 528


403 - Outside School Hours Care 164,634







Capital Expenditure


10.3%

4.8%

16.0%

0.9%1.6%

4.2%

22.8%

22.7%

16.8%








26 - AGENCY - CDP




36.0%

15.2%2.3%4.8%

41.6%








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Mataranka 2019-20

Budget ($)

Expenditure




16 - CORE - Infrastructure and Assets -5,335


26 - AGENCY - CDP 535,046





Expenditure





27 - Finance Expenses 200



Expenditure








165 - Recycyling Station 10,750

166 - Rural Transaction Centre 25,400





202 - Staff Housing -27,235


242 - Litter Collection and Slashing External Contracts 35,919








348 - Library 64,805








Capital Expenditure

432 - Mataranka Show Ground Upgrade - Capex 200K 90,000

496 - Aged Care Regional Rural & Remote Infrastruture Grant500,000


15.5%

4.8%

32.8%

-0.2%2.3%

18.9%

14.5%

11.0%







26 - AGENCY - CDP




48.3%

16.6%

3.1%

5.3%

26.6%










Minyerri 2019-20

Budget ($)

Expenditure




26 - AGENCY - CDP 1,740,000




Expenditure




Expenditure

106 - General Council Operations 365,648




314 - Service Fee - CDP 1,740,000




Capital Expenditure


14.1%

11.2%

0.1%

66.9%

0.1%7.6%





26 - AGENCY - CDP



99.6%

0.4%





104 | P a g e


Ngukurr 2019-20

Budget ($)

Expenditure











38 - OTHER - Swimming Pools 360,969


Expenditure





27 - Finance Expenses 200



Expenditure



















340 - Community Services admin 2,500





348 - Library 27,597



356 - NDIS – Information, Linkages and Capacity Building 33





409 - Sport and Rec Facilities 96,894





486 - Ngukurr, Numbulwar & Borroloola Feasibility Studies52,050

550 - Swimming Pool 360,969


Capital Expenditure

430 - AAI - Community Harmony Area (Playgrounds) 39,000

463 - Ngukurr Sports and Recreation Precinct Master Plan51,600

464 - NT Govt Special Purpose Grants 800,000

485 - Ngukurr and Numbulwar Fright Hub 175,000


14.8%

12.7%

17.5%

5.0%5.4%6.4%

15.7%

0.1%

14.6%

1.0%6.8%











36 - AGENCY - Other

38 - OTHER - Swimming Pools

38.4%

28.4%

2.1%

6.8%

24.3%










Numbulwar 2019-20

Budget ($)

Expenditure



14 - CORE - Services 1,131,745




22 - COMMERCIAL - Mechanial Workshops 177,203

26 - AGENCY - CDP 1,987,224






Expenditure







Expenditure



113 - Project Management 2,500










172 - Numbulwar Fuel 420,000









275 - Mechanical Workshop 177,203

314 - Service Fee - CDP 1,914,224














486 - Ngukurr, Numbulwar & Borroloola Feasibility Studies5,200


Capital Expenditure


485 - Ngukurr and Numbulwar Fright Hub 175,000

490 - Numbulwar Waste Management Facility 200,000


7.8%

6.8%

18.8%

1.7%3.3%

4.8%2.9%

33.0%

10.2%

0.1%10.5% 0.1%








22 - COMMERCIAL - Mechanial Workshops

26 - AGENCY - CDP




36 - AGENCY - Other

37.0%

20.1%2.4%

4.3%

36.1%








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Robinson River 2019-20

Budget ($)

Expenditure


Total Expenditure 180,589

Expenditure


22 - Contract and Material Expenses 650





Expenditure



Capital Expenditure



100.0%



93.0%

0.4%2.0%1.9%2.7%









Urapunga (Ritarangu) 2019-20

Budget ($)

Expenditure








Expenditure







Expenditure












Capital Expenditure

115 - Asset Management - Mobile Fleet & Equipment 20,000

431 - SPG - Vitalisation of Rittarangu Town 200,000


33.7%

17.7%

38.9%

3.5%1.9%4.3%








32.9%

22.8%6.4%4.3%

33.6%








108 | P a g e

Roper Gulf Regional CouncilDirect Expenditure Report: 2019-2020 Budget As at 17-Jun-2019

Other Locations 2019-20(not locations 10-16,18-23,99)

Budget ($)

Expenditure


12 - CORE - Governance & Council 600


26 - AGENCY - CDP 761,109

28 - AGENCY - Homelands and Outstations 766,914


Expenditure







Expenditure


132 - Local Authority 600



322 - Outstations Housing Maintenance 195,492

323 - Outstations municipal services 421,422

325 - HEA (Homelands Extra Allowance) 150,000


Expenditure

24 - Werenbun 164680

25 - Outstations Region 29 CDP 761108.72

26 - Badawarrka 63504

27 - Baghetti 13168

28 - Barrapunta (Emu Springs) 43504

29 - Boomerang Lagoon 31336

30 - Costello 26336

32 - Gorge Camp (Jodetluk) 95150

35 - Mole Hill 53504

37 - Mount Catt 72672

38 - Mulggan 72884

40 - Nulawan (Nalawan) 26336

44 - Larrimah 4299.96

45 - Daly Waters 550

47 - Kewyuli (Roper Valley) 103840


Capital Expenditure

324 - Outstations Capital Infrastructure 60,000

429 - AOD - Weemol BBQ Area Funding 24,300



0.2%0.1%

49.7%

50.0%


10 - CORE - Corporate, Executive &Support



26 - AGENCY - CDP

28 - AGENCY - Homelands andOutstations

15.2%

23.5%

1.3%

2.4%

57.6%








Council & Local Authority Expenses

COUNCILLOR ALLOWANCES

Approved Councillor Allowances

Approved Amount $

Budget Amount $

Councillor – base* 13,442.75 147,870.25

Electoral** 4,919.13 54,110.43

Deputy Mayor – base* 27,637.93 27,637.93

Electoral** 4,919.13 4,919.13

Mayor – base* 74,742.90 74,742.90

Electoral** 19,672.93 19,672.93

TOTAL BASE+ELECTORAL ALLOWANCE 145,334.77 328,953.57

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

3734.50 max per elected

member

48,548,.50

Extra Meeting Allowance**** ($125 per meeting maximum claimable $8,961.83 per Councillor) As per CL006 Councillor Allowances Policy

125.00 per meeting per

Councillor

12,000.00

Acting Principal Member*****($260.04 per day maximum claimable 90 days $23,403.60) 260.04 per day

23,403.60

*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 memb


110 | P a g e

COUNCIL AND ELECTED MEMBER EXPENSES

Activity 131 Council and Elected Members Expenditure report by Natural Account period ending 30 June 2020.

Expenditure Budget ($)

Account Description Total Prds

2131 Fringe Benefits Tax $ 11,000.04

2211 Consulting Fee Exp $ 11,700.00

2244 Freight and Delivery Expenses $ 100.00

2251 Material Exp General $ 1,000.00

2258 Material Exp Asset Purchases < $ 5000 $ 2,600.00

2273 Food, Catering & Cleaning Supplies $ 1,000.00

2313 Ins Premium Exp Fleet & Plant $ 500.04

2341 Vehicle Registration Exp $ 699.96

2372 Fuel and Oil Exp Motor Vehicles $ 6,000.00

2517 Network Communication Exp (ISDN, Adsl) $ 3,000.00

2518 Mobile Telephone Exp $ 8,380.00

2521 Advertising Exp $ 4,000.00

2522 ID/Ochre Card & Police Checks $ 780.00

2530 Outdoor Recreation Activity Expenses $ 300.00

2531 Training Course Fee Exp $ 6,500.04

2532 Conference or Seminar Course Fee Exp $ 10,000.00

2534 Accommodation Exp $ 48,860.00

2535 Airfare and Travel Fare Expense $ 105,000.00

2536 Regular Chartered Flight Service Expense $ 1,359.09

2537 Travel Allowance Expenses $ 81,500.00

2549 Chairman Mayoral Allowance Exp $ 98,150.33

2551 Councillor Allowance Exp $ 314,755.34

2552 Printing and Stationery $ 1,000.00

2555 Meeting Catering $ 12,000.00

2557 Council Uniforms $ 1,299.96

3121 Plant and Vehicle Cost Alloc $ 15,000.00

3151 Internal Workshop allocation $ 8,722.56

3198 Internal Vehicle Hire Charges $ 2,000.00

$ 757,207.36

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 Authorises 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 $1.21 for the period from 1 July 2019 to 30 June 2020.

Approved Local Authority Allowances

Approved Amount $

Budget Amount $

Local Authority Chairperson 173.00 11,418.00

Local Authority Member 129.00 45,666.00

TOTAL LOCAL AUTHORITY ALLOWANCE (excluding support and training expenses) 302.00 57,084

Activity 132 Local Authority Expenditure report by Natural Account period ending 30 June 2020.

LOCAL AUTHORITY EXPENSES

Expenditure Budget ($)

Natural Account Total Prds

2531 Training Course Fee Exp 4,308.00

2535 Airfare & Travel Fare 47,500.00

2550 Local Authority Meeting Allowance 57,084.00

2555 Meeting Catering 13,100.00

3198 Internal Vehicle Hire Charges 100.00

Total 122,092.00

Please note that the budget excludes the support employee expense, travel and other direct cost attributed to conducting the meetings.

Long Term Financial Plan

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 2018-2021.

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 2019-20 for its ongoing asset management requirements. It is anticipated that this should provide cost efficiencies going forward.

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


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Projections of Income and Expenditure

BUDGET ASSUMPTIONS AND FACTS

All current services will continue to be provided by the Regional council.

There are no adverse changes in government policies impacting the Regional council.

Amounts of carried forwards include the unspent from operational grant funded programs.

Use of Reserves as carried forwards are used for covering most part of capital expenditure and some local authority project funding

Roper Gulf Regional Council

2019-20 2020-21 2021-22 2022-23

Roper Gulf 4 Year Projected Budget Budget ($) Budget ($) Budget ($) Budget ($)

Income

11 - Income Rates 2,598,471 2,858,318 3,144,149 3,238,474

12 - Income Council Fees and Charges 987,858 1,017,494 1,048,019 1,079,459

13 - Income Operating Grants Subsidies 17,518,335 18,043,885 18,585,202 19,142,758

14 - Income Investments 320,000 329,600 280,000 240,000

17 - Income Agency and Commercial Services 13,458,438 13,862,191 14,278,057 14,706,399

18- Income Capital Grants 5,188,194 0 0 0

19 - Other Income 318,000 333,900 333,900 333,900

Total Income 40,389,296 36,445,388 37,669,326 38,740,989

Carried Forward / Reserves

81- Carried Forward Reserves 7,544,930 6,846,013 6,715,392 7,033,978

Total Carried Forwards 7,544,930 6,846,013 6,715,392 7,033,978

Expenditure

21 - Employee Expenses 19,463,451 20,047,355 20,648,775 21,268,238

22 - Contract and Material Expenses 11,373,840 11,942,532 12,539,658 13,166,641

23 - Fleet, Plant & Equipment 1,053,513 1,085,118 1,117,672 1,151,202

24 - Asset Expense 5,216,000 5,216,000 5,216,000 5,216,000

25 - Other Operating Expenses 4,164,573 4,372,802 4,591,442 4,821,014

27 - Finance Expenses 12,180 13,398 14,068 14,771

Total Expenditure 41,283,557 42,677,204 44,127,615 45,637,867

Operating Surplus/(Deficit) 6,650,669 614,196 257,103 137,100

Capital Expenditure

53 - Asset Purchases 11,104,094 5,830,196 5,473,103 5,353,100

Total Capital Expenditure 11,104,094 5,830,196 5,473,103 5,353,100

Income & Expense Report, 2019-20 to 2022-23 Forecast


Any unaccounted surpluses would be transferred to asset replacement reserves at the year end

No direct control on Grants and agency income for future years

CAPITAL EXPENDITURE

Asset management is increasingly becoming important to Roper Gulf Regional Council. With over $65 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 serves Council’s long term objectives. As Council’s assets are aging, there are increases in maintenance, refurbishment and disposal cost which increase the cost of the services that they support. The main aim of Council’s asset management is to ensure that assets are managed in accordance with the National Asset Management Strategy (NAMS) – a national framework for local governments to manage their assets, and this framework outlines minimal ‘core’ asset management actions based around the framework. The national frameworks for asset management are:

Framework 1: Criteria for Assessing Financial Sustainability

Framework 2: Asset Planning and Management

Framework 3: Financial Planning and 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.

REPAIRS AND MAINTENANCE, AND INFRASTRUCTURE DEVELOPMENT

Amount

Capital Expenditure

5321 - Capital Purchase/Construct Buildings $ 815,900.00

5331 - Capital Construct Infrastructure $ 4,762,354.00

5341 - Capital Purchases Plant & Equipment $ 200,000.00

5371 – Capital Purchases Vehicles $ 75,000.00

5381 – Capital Purchases Roads $ 5,250,840.00

Total Capital Expenditure $ 11,104,094.00


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Repairs and Maintenance

2242 - Asset R&M Expense $ 753,670.56

2352 - Fleet, Plant & Equipment R&M $ 38,971.00

Total Repairs and Maintenance $ 792,641.56

ASSET AND INFRASTRUCTURE DEVELOPMENT SCHEDULED FOR 2019-20

Account Number Amount Description

Location: 10 - HQ

10.10.115.5341 $ 180,000.00 ACT 323 - Replacement Hino Truck 180K - business case required

10.10.115.5371 $ 75,000.00 ACT 323 - Replacement Land cruiser 75K - looking for internal transfer in 19/20

10.16.200.5381 $ 2,165,000.00 ACT 200 - C/F Roads Upgrade 2.2M

$ 2,420,000.00

Location: 13 - Borroloola

13.34.425.5381 $ 2,200,000.00 ACT 425 - Rocky Creek Bridge Crossing 2.2M

13.36.462.5381 $ 875,840.00 ACT 462 - Rocky Creek Bridge Crossing $875,840

13.36.480.5331 $ 1,800,000.00 ACT 480 - Multi Purpose Court 1.2M

13.36.484.5331 $ 176,640.00 ACT 484 - Anyula Street Blackspot Project $176,640

13.36.491.5331 $ 978,714.00 ACT 491 - Business Hub Development $978,714.

$ 6,031,194.00

Location: 14 - Bulman (Gulin Gulin)

14.10.110.5321 $ 15,000.00 ACT 202 - Lot 1A Painting & new screen door 15K

14.10.110.5321 $ 25,000.00 ACT 111 - Key to like system 25K

$ 40,000.00

Location: 17 - Mardrulk (Weemol)

17.34.429.5321 $ 24,300.00 ACT 429 - Weemol BBQ Area Upgrade

$ 24,300.00

Location: 18 - Mataranka

18.34.432.5331 $ 90,000.00 ACT 432 - Mataranka Show Ground Upgrade 90K

18.36.496.5321 $ 500,000.00 ACT 496 - Aged Care & Disability respite centre 500K


$ 590,000.00

Location: 20 - Ngukurr

20.34.430.5331 $ 39,000.00 ACT 430 - Plaground Upgrade 39K

20.36.463.5321 $ 51,600.00 ACT 463 - Ngukurr Sports & Recreation Precinct Master Plan 51.6 K

20.36.464.5331 $ 800,000.00 ACT 464 - Ngukurr Sports & Rec Oval Lights Upgrade Project 800K

20.36.485.5331 $ 175,000.00 ACT 475 - Ngukurr Freight Hub Project 175K

$ 1,065,600.00

Location: 21 - Numbulwar

21.10.110.5321 $ 200,000.00 ACT 344 - Lot 206 Aged Care facility renovations 200K - GRANT

21.36.485.5331 $ 175,000.00 ACT 485 - Numbulwar Freight Hub Project 175K

21.36.490.5331 $ 200,000.00 ACT 490 - Numbulwar Waste Management Facility Upgrade 200K

$ 575,000.00

Location: 22 - Robinson River


$ 39,000.00

Location: 23 - Urapunga (Ritarangu)

23.34.431.5331 $ 200,000.00 ACT 431 - Revitalisation of Rittarangu Town 200K

23.10.115.5341 $ 20,000.00 ACT 161 - New Side lifter rubbish tipping trailer 20K

$ 220,000.00

Location: 30 - Costello

30.28.324.5331 $ 35,000.00 ACT 324 - Upgrade & Install Ablution Block 35K

$ 35,000.00

Location: 38 - Mulggan


$ 39,000.00


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Location: 43 - Mobarn (Bluewater)

43.28.324.5381 $ 10,000.00 ACT 324 - Installation of Culvert & Gravel and Resheeting 10K

$ 10,000.00

Location: 47 - Kewyuli (Roper Valley)

47.28.324.5331 $ 15,000.00 ACT 324 - Replace Under ground water line 15K

$ 15,000.00

$ 11,104,094.00

Rates

ASSESSMENT OF THE SOCIAL AND ECONOMIC EFFECTS OF THE RATING POLICY AND DECLARATION

Rates to be levied on property owners by Roper Gulf in 2019-20 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 2019-20. Additionally, rates revenue remains a small proportion of the Council’s total budget, at less than 6 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

RATES DECLARATION SUMMARY 2019-2020

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 2019-20 will levy approx. $1,344,844.25 in rates revenue. The Waste Collection charges would be approx. $ 1,210,207.46 in 2019-20. The special rates to cover for the Animal Health Management in various communities are $75,500.00.

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:

2018-19 2019-20

$ 1,102.81 $ 1,235.21

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

2018-19 2019-20

$ 1,007.23 $ 1,171.48

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

2018-19 2019-20

$ 1,007.23 $ 1,171.48

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:

2018-19 2019-20

$ 1,275.69 $ 1,417.13

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

2018-19 2019-20

$ 1,218.96 $ 1,379.31

Commercial Rate 3: For Tourist Commercial/Caravan Parks within the Region boundaries, a differential rate of:

2018-19 2019-20

7.1289% of UCV

RATES - RURAL PROPERTIES

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

2018-19 2019-20

$ 1,020.72 $ 1,180.48


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

2018-19 2019-20

$ 1,067.01 $ 1,211.34

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:

2018-19 DECREED 2019-20

$ 371.99 $ 376.45

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:

2018-19 DECREED 2019-20

0.0302%

0.0306%

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:

2018-19 DECREED 2019-20

$ 880.40 $ 890.96

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:

2018-19 2019-20

0.3434% 0.3475%

OTHER - For all other properties not defined elsewhere in the proposal, a flat rate of:

2018-19 2019-20

$ 1,102.81 $ 1,235.21


SPECIAL RATES – ANIMAL CONTROL

Pursuant to Section 156 of the Act, Council declared the special rate (“Animal Control) to

assist with the implementation of Animal Management in the area. For all residential allotments

within Barunga, Beswick, Bulman, Jilkminggan, Eva Valley, Minyerri, Ngukurr, Numbulwar,

Weemol, a flat rate of:

2018-19 2019-20

$ 125.00 $ 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.

2018-19 2019-20

$ 360.32 $ 426.58

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

All above rates are in line with the rating and waste collection policy adopted by council.


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Fees and Charges Schedule

2019-20

Description GST Inc Unit

Comments

Trades and Labour

All of RGRC Where Available

Tradesman - Plumber/Electrician/Carpenter/Certified Operators

$150.00 per hour includes all trades

Mechanic $160.00 per hour

Trades Assistant - includes apprentice $100.00 per hour All other labour

Travel $2.30 per km Includes sealed and unsealed

Labour - Operator $90.00 per hour Travel time charges based on hourly rate

Labour - Lead Operator $110.00 per hour Travel time charges based on hourly rate

Labour - Supervisor $160.00 per hour Travel time charges based on hourly rate

Emergency call out fee $290.00 per call out Outside of council operating hours

Plant and Equipment - Wet Hire

Elevated Work Platform $140.00 per hour

Need 2 licensed elevated platform license holders to operate

3/6 Ton Small Drop Side Tipper $135.00 per hour

Backhoe $220.00 per hour Includes attachments

Grader (Cat 140G) $250.00 per hour

Grader (Cat 12M) $345.00 per hour

Grader (Gallion Flea) $185.00 per hour

Prime Mover (Single trailer Capacity) $195.00 per hour

Service Truck (Hino) $180.00 per hour

HIAB Truck $135.00 per hour

Forklift (Manitou Telehandler) $195.00 per hour

Bobcat with Attachments $185.00 per hour

Mini Excavator $155.00 per hour

24 Tonne Excavator (Hitachi) $310.00 per hour plus $ 85 standby

24 Tonne Excavator (Hitachi) $140.00 per hour Dry Hire Rate

Rock-hammer $25.00 per hour Mini Excavator only

- A senior discount of 15% applies to all the below listed fees and charges for residents holding a Seniors Card. This discount does not apply to Rates & Post Boxes. - Concession Card holders receive a 30% discount on veterinary services relating to euthanasia and desexing surgeries (card must be sighted prior to delivery of service). - Penalty rates apply for work outside normal span of work hours including weekends and public holidays. - The below charges are for short term hire of Plant, Machinery & Labour subject to availability. Long term hire, lease or other arrangements need to be negotiated with the Council. - A request for waiver must be written correspondence to the Council. Any waiver of fee or charge must be approved by the Council.


Front End Loader $235.00 per hour Includes attachments

Tractor - up to 100hp with Slasher or Post Hole Borer

$200.00 per hour Need to check locations for availability

Quad Bike & Spray Pack $145.00 per hour Does not include chemicals

Ride -On - mower - with operator $150.00 per hour Housing only

Trailer(Small box/tandem) $13.50 per hour

Box Trailer $55.00 half day Minimum Half Day charges

Box Trailer $80.00 per day

Car Trailer $140.00 per day

Car Trailer $100.00 half day

Wood Chipper $135.00 per hour

Chainsaw $85.00 per hour

Hilux Ute

$60 per day or 40 cents per KM whichever is higher

Dry Hire - Minimum per day charge applies

Flat Top Truck CB18WE $100.00 per hour

Waste Management

Service Charge $426.58 per bin Multiplied by number of collections

Commercial Waste Dump Fee $85.00 per m3

Grease Trap Dump Fee $65.00 per kilolitres (Borroloola Only) & Does not include removal + transport cost

Dead Car Fee $115.00 per car

Tyres - Standard Sedan $12.50

Tyres – All Terrain / Small Tractor $46.00

Tyres - Truck / Tractor Large $95.00

Registration companion animals

Entire dog- with reproductive organs $52.00 per year

Registration per dog De-sexed - without reproductive organs

$25.00 per year

Registration per dog License for more than two dogs

$125.00 per year

Pound Maintenance Fee $35.00

per dog per day/part day

Veterinary Fees

Town camps and outstations - Full Day $1,870.00 per day

Town camps and outstations - Half Day $820.00 half day

applicable to day drip town camps and outstations ex Katherine only

Town camps and outstations - Travel $2.30 per km ex Katherine

Individual fees for service (Where owner does not fall under outstation or town camp service provision)

Consultation $90.00 Flat Rate Irrespective of hours


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Sedation $90.00 Flat Rate Irrespective of hours

General Anaesthetic iv $120.00 Flat Rate Irrespective of hours

General Anaesthetic gaseous per hour $220.00 per hour

Surgical time/hr or part there of $440.00 per hour or part thereof

Dog spey $340.00 per dog

additional $70 for on heat, pregnant or dog over 30kg

Dog Castration $280.00 per dog

Pup desexing - Spey dog less than 5 months old

$235.00 per dog

Pup desexing - Casrate dog less than 5 months old

$200.00 per dog

Pup desexing - Spey dog less than 5 months old

$160.00 per dog

Pup desexing - Castation dog less than 5 months old

$85.00 per dog

Cat spey $180.00 per cat

Cat castration $130.00 per cat

Contraceptive injections for femals - Small dog (less than 10 kg)

$55.00 per dog

Contraceptive injections for femals - Medium dog (10-25 kg)

$70.00 per dog

Contraceptive injections for femals - Large dog (>25 kg)

$80.00 per dog

Dectomax injection $22.00 per dog

for ticks, scabies, intestinal worms and heartworm

Oral ivermectin $11.50 per dog

for ticks, scabies, intestinal worms and heartworm

Parvovirus vaccination $85.00 per dog Protech C3

Euthanasia without burial $100.00 per animal

Euthanasia with burial $180.00 per animal

Cemetery services

Burial charges include digging and backfilling of grave

$815.00 per burial Where available. Where unavailable, contractors may be engaged at an additional cost.

Communications, publications and administration

Rates Search $80.00 per Property

Post Box - Small $40.00 per year

Post Box - Medium $65.00 per year

Post Box - Large $90.00 per year

Establishment fee $26.00 per box

New lock $31.00 per lock

Extra keys $12.40 per key

Reactivation $31.00 each reactivation


Internet Café $3.60 per 15 mins

Printing - A4 Black & White single sided $1.25 per page

Printing - A4 Black & White double sided

$2.10 per page

Printing - A3 Black & White single sided $2.10 per page

Printing - A3 Black & White double sided

$2.60 per page

Printing - A4 Colour single sided $2.10 per page

Printing - A4 Colour double sided $3.60 per page

Printing - A3 Colour single sided $2.60 per page

Printing - A3 Colour double sided $5.20 per page

Transmit or Receive a fax per A4 page $2.30 per page Local

Transmit or Receive a fax per A4 page $3.60 per page Interstate

Transmit or Receive a fax per A4 page $13.40 per page International

Laminate - A4 sheet $4.60 per page

Laminate - A3 sheet $6.20 per page

Laminate Business Card $2.10 per card

Binding of documents $12.50 up to 30 pages

Binding of documents $21.00 up to 50 pages

Binding of documents $26.00 over 50 pages

Annual Report or Regional Plan black and white copy

$32.00

Free copies can be downloaded at: www.ropergulf.nt.gov.au. Copies of the document are free to read at all any SDC's

Annual Report or Regional Plan Colour copy

$2.60 per page One sided print

Annual Report or Regional Plan printers Copy

$55.00 per copy

Ads in Newsletter-Banner Advertisement

$65.00 per ad

Ads in Newsletter-Quarter page $170.00 per ad To place Advertisements in RGRC Newsletter

Ads in Newsletter-Half page $250.00 per ad

Ads in Newsletter-Full page $335.00 per ad

Copy of Minutes black and white copy $9.30 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

Local Authority Special Meeting Fee per meeting Price on application - varies with town

Projector $30.00 per hour

White Board $15.00 per hour

Scanning & Email 70 cents per page

Venue hire

Basic Facility Hire $215.00 per day - Flat Rate

Includes main building such as Community Halls, Board Rooms, Training Rooms and Singular Sport and Rec Building


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Basic Facility Hire $170.00

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 $330.00 per day - Flat Rate

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

Whole Facility Hire $260.00

Minimum 4 hours + $40 per additional hour

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

Office Space $250.00 per week 3x2 metre area. Long term leases can be negotiated

Visitor Accommodation - Service Charge

$150.00 per room per day.

Booking up to 5 nights - $140 per room per night Bookings >5 nights to 4 weeks $126 per room per night Bookings >4 weeks $100 per room per night

Oval For Organised Competition $1,090.00 per season (12-14 weeks)

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

Long Term Development Program Fee $3,195.00 per season (30-40 weeks)

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

Tables $3.60 per day per table, payable in advance

Chairs $1.55 per day per chair, payable in advance

Delivery of Tables/Chairs $90.00 per event Local delivery only

BBQ $40.00 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 $20.00 per day per site per vehicle

Storage Facility Fee $25.00 per pallet per week

insurance to be born by the customer

Livestock Adjistment $25.00 for 5 head $ 2 per head over 5 (Max 2 nights)

Home Care Packages

Administration Fee 30.00%

Standard Case Management Fee ( Level 1-2)

15.00%

Standard Case Management Fee ( Level 3-4)

15.00%

Exit Fee $570.00 one off

Client Contribution $10.50 per day


Support Services:

Social Support Individual $60.00 per hour

Social Support Group $10.80

per person per hour minimum of 5 people

Meals Preparation and Delivery $60.00 per hour

Domestic Assistance $60.00 per hour

Personal Care $60.00 per hour

Transport $60.00 per hour

Commonwealth Home Support Program (CHSP) & Disability In Home Support (DIHS)

Meals $15.00 per meal

Support Services:

Transport $11.00 per trip

Social Support Group $11.00 per service

Social Support Individual $11.00 per service

Domestic Assistance $11.00 per service

Personal Care $11.00 per service

National Disability Insurance Scheme (NDIS) Very Remote

Support Services:

Coordination of Support (COS) $120.04 per hour

Social Support Individual/Transport $60.99 per hour

Social Support Group Centre Based $27.89 per hour

Meals (Preparations & Delivery) $14.51 per meal

Domestic Assistance $59.85 per hour

Self Care (Personal Care) $60.99 per hour

House/Yard Maintanence $57.75 per hour

A comprehensive listing of all the charges related to NDIS can be obtained with below link

General

Deposit to Repair Damage to Footpath, Kerb, Road or Road Reserve

$5,675.00 per contract

Push Lawn mower hire with Operator $135.00

per hour (if available)

Whipper Snipper hire with Operator $125.00

per hour (if available)

School nutrition program - breakfast and lunch

$8.25 per person per day

Creche Fees $6.70 per person per day


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Beswick Aged Care Room Rent - single room

$285.00 per person per week

Beswick Aged Care Room Rent - double room

$145.00 per person per week

Airports

Airport Pick & Drop Off $70.00

Per Person One way

Group Booking per organisation

Landing Fees (All airports) except Mataranka

$26.00 per tonne- Min Charge $75

Landing Fees - Mataranka $26.00

per tonne- Min Charge $30

* POA - Price on Application


APPENDICES

Rates Declaration 2019-2020

Notice 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 on 26.06.2019 and pursuant to Sections 155-157 of the Local Government Act 2008 (the “Act”) in respect of the financial year ending 30 June 2020. The Roper Gulf Regional Council makes the following declaration of rates pursuant to sections 155-157 of the Act. 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 :


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Total Garbage Service Charge=garbage collection service charge x #bins assigned x #assigned collection services The number of assigned collection services and the standard number of bins assigned are dependent upon the community.

Conditionally rateable land

Is defined in s142 of LGA as: (a) land held under a pastoral lease; (b) land occupied under a mining tenement; (c) other land that is classified under the regulations as conditionally rateable.

Categorisation of land The land in a local government area is divided into 3 basic categories s 142(1): (a) rateable land; and (b) conditionally rateable land; and (c) land (exempt land ) that is exempt from rates.

Vacant Land Residential land that does not contain a residential dwelling

Multi-Use Allotments The basis on which the Council determines rates and the subsequent classifications of land which is multi-use of which one of the uses is exempt, the allotment will be deemed exempt if the non-exempt use is “merely incidental to the exempt purpose” (s.44(2)of the Act). Therefore if the non-exempt purpose operates in its own right then the allotment will not be exempt from rates.

All other multi-use allotments except conditionally rateable allotments will be charged at the land-use rate that has the higher rate level and is not subject to the “predominant use” principle. This classification is used if more than one of the above land uses is applicable to a particular allotment.

Land use The categorical use of the land for which the property type is defined.

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.

Council intends to raise, for general purposes by way of rates the amount of $1,344,844.25 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.

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 $ 1,235.21 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 $ 1,171.48 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 $ 1,171.48 for each allotment will be applied.

d. COMMERCIAL RATE 1: With respect to every allotment of rateable land within the Region area that is used for commercial purposes in the council assessment record in areas excluding Borroloola Mataranka, Larrimah, and Daly Waters townships, a flat rate of $ 1,417.13 for each allotment.

e. COMMERCIAL RATE 2: With respect to every allotment of rateable land within

the localities of Borroloola, Mataranka, Larrimah, and Daly Waters that is used for commercial purposes in the council assessment record, a flat rate of $ 1,379.31 for each allotment.

f. COMMERCIAL RATE 3: With respect to every allotment of rateable land within

the Region area that is used for Tourist Commercial purposes (such as Caravan Parks) in the assessment record, a differential rate of 7.1289 % of the Unimproved Capital Value of the property.

g. 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 $ 1,180.48 for each allotment.

h. 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 $ 1,211.34 for each allotment.

i. 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 0.0306% of the Unimproved Capital Value of the property;

ii. The minimum rate amount of $376.45 for each allotment.


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j. 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 0.3475% of the Unimproved Capital Value of the property;

ii. The minimum rate amount of $890.96 for each allotment.

k. 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 $ 1,235.21 for each allotment will apply. In the event that the allotment contains separate residential parts or units, then the flat rate of $ 1,235.21 multiplied by the number of residential parts or units.

l. SPECIAL RATE – ANIMAL Management: With respect to every allotment of rateable land within the localities of Barunga, Beswick, Bulman, Jilkminggan, Eva Valley, Minyerri, Ngukurr, Numbulwar & Weemol that is used for residential purposes in the council assessment record, and for which the rural classification is not applicable, Council declared a Special rate “Animal Control” to assist with the implementation of Animal management in the area, a flat rate of $125.00 for each allotment. The total of $75,500 will be collected with special rates and will solely be used for Animal Management.

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, Jodeluk, Manyallaluk, Mataranka, Ngukurr, Numbulwar, Urapunga, Weemol, and Werenbun.

c. The Council intends to raise $1,210,207.46 by way of garbage collection

charges.

d. A charge of $ 426.58 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=$ 426.58 x #bins assigned x #assigned collection services The standard Collection Services are:


Location / Community / Township

# Weekly Service Collections

Standard #bins assigned

Barunga 2 2

Beswick 2 2

Borroloola 2 1

Bulman 2 2

Jilkminggan 2 2

Manyallaluk 2 1

Mataranka 1 1

Ngukurr 2 1

Numbulwar 3 1

Urapunga 2 2

Weemol 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 1. 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. 2. Failure to pay either instalment or full payment by the due date will result in interest

accruing. 3. Instalments falling due on a weekend or public holiday may be paid by the following

business day, without incurring any penalty. 4. The relevant interest rate for the late payment of rates and charges is fixed in accordance

with section 162 of the Local Government Act at the rate of 18% per annum. 5. Details of due date and specified amounts are listed on the relevant Rates Notice. 6. Variations to those options for payment will be administered according to the conditions

outlined on the front and reverse of the Rates Notice. 7. A ratepayer who fails to pay the rates and charges notified under the relevant rates

notice, under section 159 of the Act may be sued for recovery of the principal amount of the rates and charges, late payment penalties and costs reasonably incurred by Council in recovering or attempting to recover the rates and charges.

8. 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.


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Budget Legislative Requirement

Legislative Framework

This plan is prepared in accordance with the requirements of the Local Government Act. Relevant sections of the Act are as follows: Part 10.4 Long-term financial plans 126 Long-term financial plan (1) A council must prepare and keep up-to-date a long-term financial plan. (2) A long-term financial plan must relate to a period of at least 4 financial years. (3) A long-term financial plan must contain: (a) a statement of the major initiatives the council proposes to undertake during the period to which the plan relates; and (b) projections of income and expenditure for each financial year of the period to which the plan relates; and (c) the council's proposals for the repair, maintenance, management and development of infrastructure for each financial year of the period to which the plan relates. (5) The council must provide the Agency with a copy of its long-term financial plan by 31 July in the first financial year to which the plan relates. Part 10.5 Annual budgets 127 Annual budgets (1) A council must prepare a budget for each financial year. (2) The budget for a particular financial year must: (a) outline: (i) the council's objectives for the relevant financial year; and (ii) the measures the council proposes to take, during the financial year, towards achieving those objectives; and (iii) the indicators the council intends to use as a means of assessing its efficiency in achieving its objectives; and (b) contain estimates of revenue and expenditure for the financial year (differentiating between operating and capital expenditure); and (c) state the amount to be allocated to the development and maintenance of each class of infrastructure for the financial year; and (d) state the amount the council proposes to raise by way of rates, and set out the rates structure, for the financial year; and (e) contain an assessment of the social and economic effects of its rating policies; and (f) state the allowances for members of the council for the financial year and the amount budgeted to cover payment of those allowances; and (g) contain any other information required by any guidelines that the Minister may make. (3) Subject to the regulations, a council must not budget for a deficit.


128 Adoption of budget or amendment (1) A council must adopt its budget for a particular financial year on or before 31 July in the relevant financial year. (2) Subject to subsection (2A), a council may, after adopting its budget for a particular financial year, adopt an amendment to its budget. (2A) An amendment cannot have the effect: (a) of increasing the amount of an allowance for the financial year for the members of the council; or (b) of changing the amount of an allowance for the financial year for members of a local authority established by the council except in accordance with any guidelines made by the Minister. (3) As soon as practicable after adopting its budget, or an amendment to its budget, for a particular financial year, a council must: (a) publish the budget or the amendment as adopted on the council's website; and (b) notify the Agency in writing of the adoption of the budget or amendment; and (c) publish a notice in a newspaper circulating generally in the area informing the public that copies of the budget or amendment may be downloaded from the council's website or obtained from the council's public office. (4) The council's budget forms part of the council's municipal, regional or shire plan.

Regional Plan Legislative Requirements

Legislative framework This plan is prepared in accordance with the requirements of the Local Government Act. Relevant sections of the Act are as follows: Part 3.2 Municipal, regional or shire plans 22 Municipal, regional or shire plan (1) Each council must have a plan for its area. (2) The plan for a municipal council is called the municipal plan, for a regional council, the regional plan, and for a shire council, the shire plan. (3) A council's municipal, regional or shire plan:

(a) must be accessible on the council's website; and (b) must be available for inspection at the council's public office; and (c) must be available for purchase at a fee fixed by the council from the council's public office.

23 Contents of municipal, regional or shire plan (1) A municipal, regional or shire plan:

(a) must contain:


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(i) a service delivery plan for the period to which the municipal, regional or shire plan relates; and (ii) the council's budget; and

(b) must contain, or incorporate by reference: (i) any long-term, community or strategic plan adopted by the council or a local authority or local board and relevant to the period to which the municipal, regional or shire plan relates; and (ii) the council's long-term financial plan; and

(c) must contain, or incorporate by reference, the council's most recent assessment of:

(i) the adequacy of constitutional arrangements presently in force for the council under this Act and, in particular, whether they provide the most effective possible representation for the area; and (ii) the opportunities and challenges for local government service delivery in the council's area; and (iii) possible changes to the administrative and regulatory framework for delivering local government services in the council's area over the period to which the plan relates; and (iv) whether possibilities exist for improving local government service delivery by cooperation with other councils, or with government agencies or other organisations; and

(d) must define indicators for judging the standard of its performance. (2) A council must make or revise an assessment of the matters mentioned in subsection (1)(c) at least once in the council's term and, until the council makes or revises the assessment, the municipal, regional or shire plan is to include the assessment (if any) made during the previous term of the council. (3) A municipal, regional or shire plan incorporates a plan or assessment by reference if it refers to the plan or assessment and includes a link or reference to a webpage on which the plan or assessment is accessible. 24 Annual review of municipal, regional or shire plan (1) A council must adopt its municipal, regional or shire plan (or revisions to its municipal, regional or shire plan) between 1 April and 31 July in each year and forward a copy of the plan (or the revised plan) to the Agency by the latter date. (2) Before the council adopts its municipal, regional or shire plan (or revisions to its municipal, regional or shire plan) for a particular year, the council must:

(a) prepare a draft of the plan (incorporating any proposed revisions); and (b) make the draft plan accessible on the council's website and make copies available for public inspection at the council's public offices; and (c) publish a notice on its website and in a newspaper circulating generally in the area inviting written submissions on the draft plan within a period (at least 21 days) from the date of the notice; and (d) consider the submissions made in response to the invitation and make any revisions to the draft the council considers appropriate in the light of the submissions.

(3) Although the council's budget forms part of its municipal, regional or shire plan, this section does not apply to the adoption of the budget or of amendments to it.


(4) The adoption of a budget, or of amendments to it, operates to amend the municipal, regional or shire plan so that it conforms with the most recent text of the council's budget. 24A Core services The Minister may, by Gazette notice, advise one or more regional councils or shire councils as to the services that, in the Minister's view, are services that the regional council or councils or shire council or councils should, as a priority, provide and the regional council or councils or shire council or councils must consider such a list when adopting and renewing their plan.

Acknowledgements

Our sincere gratitude to all the residents and stakeholders of the Roper Gulf region who took the time to speak to us and contribute valuable suggestions that will allow the Council to look for dynamic ways to improve on its delivery of services and programs in communities for the time frame covered by the 2018-19 Regional Plan and beyond. We appreciate the ongoing support of the community-based staff who assisted with the consultation process which led to residents choosing the town priorities you see in section 2.4 of this plan. As we move into the 2018-19 financial year, Elected Members and staff remain committed to the Council’s mission of working as one towards a better future through the effective use of all resources. The people who make up the region are its most precious resource, so we offer our thanks for speaking up, getting involved and allowing their collective voice to be heard.

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