regional plan2019/20 - roper gulf regional...

REGIONAL PLAN

ROPER GULF REGIONAL COUNCIL

2019/20

Council Administration Centre

Street Addresses2 Crawford Street Katherine NT 0850

Postal AddressPO Box 1321 Katherine NT 0851

Council Offices Phone FaxBarunga 08 8977 3200 08 8944 7059Beswick 08 8977 2200 08 8975 4565Borroloola 08 8975 7700 08 8975 8762Bulman 08 8975 4189 08 8975 4753Jilkminggan 08 8977 3100 08 8975 4905Manyallaluk 08 8975 4091 N/AMataranka 08 8977 2300 08 8975 4608Ngukurr 08 8977 4601 08 8975 4658Numbulwar 08 8977 2101 08 8975 4673Urapunga 08 8977 4601 N/ANgukurr

Phone 08 8972 9000Fax 08 8911 7020Email [email protected] www.ropergulf.nt.gov.au

Roper Gulf Regional Council | ABN 94 746 956 090

Workshop and Depot63 Chardon Street Katherine NT 0850

Other Locations BadawarrkaBaghettiBarrapunta (Emu Springs)Boomerang LagoonCostelloDaly WatersGorpulyulJodetluk (Gorge Camp)KewulyiLarrimah

MinyerriMole HillMomobMount CattMulganNulawan (Nalawan)NumerlooriRobinson RiverWeemolWerenbun

This Regional Plan was approved by Council at its Ordinary Meeting in Katherine on 24 June 2019.2 | Roper Gulf Regional Council

WARNING: Aboriginal and Torres Strait Islander readers are advised that this document may include the images of people who are deceased.

The LogoThe 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.

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 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 collective voice to be heard.

Regional Plan 2019/20 | 3

AAC Alawa Aboriginal CorporationAAI Alcohol Action InitiativeABS Australian Bureau of Statistics AGD Department of Attorney-General (Commonwealth) AOD Alcohol & Other Drugs BBRF Building Better Regions Fund CACP Community Aged Care Package CASA Civil Aviation Safety Authority CDP Community Development Programme CEO Chief Executive Officer 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) DHS Department of Human Services DIHS Disability In-Home Support DIPL Department of Infrastructure, Planning and Logistics DIRD Department of Infrastructure and Regional

Development (Commonwealth) DLGHCD Department of Local Government, Housing and

Community Development 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) DTBI Department of Trade, Business and Innovation DTSC Department of Tourism, Sport and CultureDWP Daly Waters Progress Association ELP Enterprise Learning Program EOI Expression of Interest FG Federal Government FRRR Foundation for Rural and Regional Renewal HMP Housing Maintenance Program HR Human Resources IAN Indigenous Affairs Network IAS Indigenous Advancement Strategy IBP Indigenous Broadcasting Program ICC Indigenous Coordination Centre ILC Independent Living Centres IPWEA Institute of Public Works Engineering Australia ISRP Indigenous Sport and Recreation Project ITEC ITEC Group is the name of the company

Acronyms and Definitions

IVMS In-Vehicle Monitoring System JCAC Jilkminggan Community Aboriginal Corporation KPI Key Performance Indicator LA Local Authority LAPF Local Authority Project Funding LMD Local Decision MakingLWOP Leave without Pay M MillionMAC Mungoorbada Aboriginal Corporation MAM Minister for Arts and Museums MAP Multi-Agency PlanMARA Mabunji Aboriginal Resource Association MOU Memorandum of Understanding MRM McArthur River Mine MRM CBT McArthur River Mine Community Benefits

Trust NDIS National Disability Insurance SchemeNFA New Future Alliance NLC Northern Land Council NPO Not Permanently Occupied NQF National Quality Framework NSRF National Stronger Regions Fund NTCET Northern Territory Certificate of Education and

Training 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 RTO Registered Training Organisations RWMS Regional Waste Management Strategy S&R Sport and Recreation SASO Senior Administration Support Officer SHS Sunrise Health Service Aboriginal CorporationSIHIP 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 YMAC Yamatji Marlpa Aboriginal Corporation YMDAC Yugul Mangi Development Aboriginal Corporation YS Youth Services

4 | Roper Gulf Regional Council

Contents

Acknowledgements 3Mayor’s Message 6About Our Council 8

Our Mission, Vision and Values 10Roper Gulf Regional Council 11Our Councillors 12Electoral Representation Review 13Governance Structure 14Potential changes to administrative and regulatory frameworks 17Cooperative arrangements 17Council representation on external committees 18Planning Framework 19

Opportunities and Challenges 21Organisational Review 22Managing Changes to Program Delivery Models 22Financial Sustainability 23Effective Delivery of Infrastructure Program 24Other Legislative and Service Changes 24

About Our People 25Staffing Plan 2019-20 26Function Framework 30

Major Projects 31

Service Delivery 38

Service Delivery Model 39Service Delivery by Location 40

Strategic Priorities 48

GOAL 1: Good Governance 49GOAL 2: Strengthen Quality Of Life 53GOAL 3: To Protect and Care For Our Physical Environment 56GOAL 4: To Support Training And Employment In Remote Communities 59

Town Priorities 61Barunga 63Beswick (Wugularr) 66Borroloola 68Bulman and Weemol 70Daly Waters 73Hodgson Downs/Minyerri 75Jilkminggan 76Larrimah 78Manyallaluk 79Mataranka (including Mulggan Camp) 81Ngukurr 83Numbulwar 86Robinson River 88Urapunga 89Outstations and Homelands 91

Financial Planning 94

Budget Summary 2019-20 95Consolidated Revenue & Expense Budget 2019-20 by Natural Account Category 98Budget 2019-2020 by Community 99Council & Local Authority Expenses 114Long Term Financial Plan 116Rates 123Fees and Charges Schedule 125

Appendices 132

Rates Declaration 2019-2020 132Budget Legislative Requirement 136Regional Plan Legislative Requirements 137


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. 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 $0.3M 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 proposed 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 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, an 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.


ABOUT OUR COUNCIL


Roper Gulf Regional Council has developed its 2019-20 Regional Plan, with Elected Members, staff, residents and stakeholders. 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 15 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 the Town Priorities section from page 61.

Welcome to the Roper Gulf Region, a vast and spectacular landscape

covering more than 185,000 square kilometres of the remote Top End.


Our ValuesHonestyEqualityAccountabilityRespectTrust

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Our Mission, Vision And Values

Our MissionWorking as one towards a better future through effective use of all resources

Our VisionSustainable

Viable

Vibrant

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

The Council’s area spans 185,000 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 Roper Valley Kriol at home.

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KATHERINE TOWN COUNCIL

EAST ARNHEM REGIONAL COUNCIL

WEST ARNHEM REGIONAL COUNCIL

VICTORIA DALY REGIONAL COUNCIL

BARKLY REGIONAL COUNCIL

NYIRRANGGULUNG WARD

Daly Waters

NEVER NEVERWARD

YUGUL MANGIWARD

SOUTH WESTWARD

NUMBULWAR NUMBURINDI

WARD

BulmanWeemol

Beswick

Minyerri/Hodgson Downs

Jilkminggan

Larrimah

Mataranka

Manyallaluk (Eva Valley)

Barunga

Robinson River

Borroloola

NumbulwarKatherine

NgukurrUrapunga

DARWINJABIRU

PINE CREEK

ROPER GULF REGIONAL COUNCIL

KATHERINE

ALICE SPRINGS

DALY WATERS

RENNER SPRINGS

TENNANTCREEK

BARROWCREEK

WA

SA

NT

QLD

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Electoral Representation ReviewCouncil 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 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 be voted in to 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 recommended to not 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 Local Government (Electoral) Regulations Regulation 63 of the, prior to the expiry of its current term of office in 2021.

Table 1: Electoral representation of Roper Gulf Regional Council Wards

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

(a) - Source: Northern Territory Electoral Commission.(b) - Source: Department of Infrastructure, Planning and Logistics, Lands Information Office, 2010.

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Governance StructureCouncil

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 Local Government Act section 65(2) and Local Government (Administration) Regulations Regulation 9

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 Local Government Act section 53(B) and Local Government Guideline 8: Regional Councils and Local Authorities. The Council encourages the membership of each Local Authority to include two (2) youth.

Location Number of Appointed Members

Barunga 8

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.

Council has formally requested the Minister for Local Government, Housing and Community Development 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;

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• 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.

Bulman/Weewol LA

M

anya

llaluk

LA

Ba

rung

a LA

B

eswick

LA

Borroloola LA Numbulwar LA

Ngukurr LA Urapunga LA Jilkminggan LA Mataranka LA

Nyirr

angg

ulun

g War

d res

iden

ts

South West Gulf

Ward residentsNumbulwar NumburindiWard residents

Yugul Mangi

Ward residentsNever Never

Ward residents

CEO

Council(Elected Members)

Hodgson Downs/

Minyerri LA

LA=Local Authorities

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Council CommitteesRoper 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 or 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.

Audit Committee

The Council has established the Audit Committee pursuant to the Local Government (Accounting) Regulations Regulation 10(3) of the, to monitor compliance by the council with proper standards of financial management and compliance by the council with these regulations and the Accounting Standards.

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


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


The Community Grants Committee convenes at the end of each funding round.

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


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Potential changes to administrative and regulatory frameworksThe following have been identified as having the potential to influence or enhance Council’s Regulatory and Administrative Framework:

• Review of the Local Government Act and subsequent legislation 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 arrangementsThe 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 Fishing, Sporting and Recreation Club

• McArthur River Mine Community Benefit Trust

• Millwarparra Aboriginal Corporation

• Mimal Land Management Aboriginal Corporation

• Mungoorbada Aboriginal Corporation (Robinson River) – 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 of Local Government, Housing and Community Development

• Department of Trade , Business 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)

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

• Department of Infrastructure, Transport, Cities, and Regional Development.

Council is also a member of the Northern Territory Indigenous Business Network.

Council Representation on External CommitteesThe Council has approved representations on external committees for:

• The 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 LGANT’s 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

• General Manager for Corporate sustainability and the Chief Financial Officer is a representative on the Finance Reference Group Northern Territory.

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Planning Framework

Strategic Plan 2018/2021

Long Term StrategiesAsset Management

Plans

Long Term Financial

Plan

Annual Priorities and Projects

Service ProvisionBudget

Opp

ortu

nite

s an

d C

halle

nges

Com

mun

ity

Prio

ritie

s

Regional Plan

Operational Plan

Activity Plan Activity Plan Activity Plan Activity Plan Activity Plan

Operational Plan Operational Plan

Strategic PlanThe Council’s 2018-21 Strategic Plan 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. The plan can be accessed on Council’s website.

Regional PlanThe 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. From 2020 the Plan will be required by the 30th of June each year.

Operational PlanOperational Plans relate to specific programs 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, as well as how each activity contributes to Council’s strategies. These plans are internal documents.

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Activity PlansThe 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 PlansThese 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 ReviewEach 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 Plan4 years Annual Report One year before

end of lifeCouncil

Regional Plan 1 year Quarterly to Council Quarterly to OCM CEO

Operational Plan 1 year Annually to CEO Quarterly to CEO General Managers

Activity Plans1 Year Quarterly to Senior

Leadership Team (SLT)

Monthly Managers

Work PlansWeekly/monthly Weekly/monthly Monthly Coordinators/

Officers

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OPPORTUNITIES AND CHALLENGES

Opportunities and ChallengesThe 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 ReviewIt 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 2019-20.

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 Officer, the departure of the Director Corporate Governance and, a significant decrease in Commonwealth Government funding due to the loss of part of the Community Development Program (CDP).

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.

Managing Changes to Program Delivery ModelsChanges to CDP Delivery Model

Council delivers the 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 CDP. 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

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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 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 considerable change in the Council’s internal organisational capacity and contributed to the organisation review.

It should be noted that with the new Federal Government elected in May 2019 there are potential changes to the future of CDP. The changes, if any, will be announced in 2019-20.

Financial SustainabilityAsset Replacement and Capital 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 2019-20 will see a net draw from reserves. Council has identified a need to ensure that existing reserves are maintained for future asset replacement and, to this end, the Council has tailored its current capital expenditure budget for a minimal impact on the Council’s long term reserves.

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Operating Expenses

To ensure the long term financial sustainability of the Council, the 2019-20 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 ProgramIn 2019-20 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 ChangesIntroduction of Aged Care Quality Standards

The introduction of the Aged Care Quality Standards in 2018-19 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

Council has been working closely with the Territory to develop appropriate and realistic By-Laws to cover the Region. 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. The new Region-wide By-Laws will cover a range of issues including animal and waste management.

During 2019-20 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, and expects them to result in an improvement of the wellbeing of its residents.

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 an update 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

About Our PeopleRoper 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 (58%), part-time (31%) and casual (12%) 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 50%. The data also shows most Council employees fall within the 20 – 50 years age bracket (72%). 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 (75.1%) will continue to be based in remote communities during 2019-20. The remaining 24.9% of management and support roles will be based in two purpose-built facilities in Katherine.

Staffing Plan 2019-20

Council directly employs a Chief Executive Officer and delegates responsibilities under the Local Government 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.

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:

• Corporate Services and Sustainability

• Community Services and Engagement

• Infrastructure Services and Planning.

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 2018-19 to align with the 17% reduction in overall income.

It should be noted that short-term projects and vacancies may temporarily change the actual number of full time employees at any given time during the Financial Year.

A summary of the proposed distribution of positions is outlined below.

Location Total Workforce %

Katherine 25%Barunga 6%Beswick 9%Borroloola 9%Bulman 6%Manyallaluk 5%Jilkminggan 6%Mataranka 8%Ngukurr 15%Numbulwar 11%Robinson River 2%Urapunga 0.5%Borroloola Outstations (CDP) 0.5%Outstations 2%

*totals exceed 100% due to rounding

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Kat

herin

e Su

ppor

t Cen

tre

Baru

nga

(Bam

yili)

Besw

ick

(Wug

ular

r)

Borr

oloo

la

Bulm

an (G

ulin

Gul

in)

Eva

Valle

y (M

anya

llalu

k)

Jilkm

ingg

an (D

uck

Cre

ek)

Mat

aran

ka

Ngu

kurr

Num

bulw

ar

Rob

inso

n R

iver

Ura

pung

a (R

itara

ngu)

Borr

oloo

la O

utst

atio

ns (C

DP)

Tota

l

%

Gender

- 1 - - - - 1 - 1 - - - - 3 1%

Female 37 9 11 11 5 5 8 14 18 9 1 - 1 129 49%

Male 28 6 12 12 10 7 8 6 19 19 2 1 - 130 50%

Employment Class

Casual 6 1 2 5 2 1 - 1 10 2 1 - - 31 12%

Fixed Term 7 5 5 5 5 4 4 5 10 10 2 - - 62 24%

MaximumTerm 24 2 10 6 4 3 6 5 7 9 - - 1 77 29%

Permanent 26 8 6 7 4 4 7 9 10 7 - 1 - 89 34%

Temporary 2 - - - - - - - 1 - - - - 3 1%

Employment Type

Casual 6 1 2 5 2 1 - 1 10 2 1 - - 31 12%

Full Time 58 8 8 13 9 4 8 13 14 12 2 1 1 151 58%

Part Time 1 7 13 5 4 7 9 6 14 14 - - - 80 31%

Total 65 16 23 23 15 12 17 20 38 28 3 1 1 262 100%


OU

T O

UR

PEO

PLE

Kat

herin

e Su

ppor

t Cen

tre

Baru

nga

(Bam

yili)

Besw

ick

(Wug

ular

r)

Borr

oloo

la

Bulm

an (G

ulin

Gul

in)

Eva

Valle

y (M

anya

llalu

k)

Jilkm

ingg

an (D

uck

Cre

ek)

Mat

aran

ka

Ngu

kurr

Num

bulw

ar

Rob

inso

n R

iver

Ura

pung

a (R

itara

ngu)

Borr

oloo

la O

utst

atio

ns (C

DP)

Tota

l

%

Gender

- 1 - - - - 1 - 1 - - - - 3 1%

Female 37 9 11 11 5 5 8 14 18 9 1 - 1 129 49%

Male 28 6 12 12 10 7 8 6 19 19 2 1 - 130 50%

Employment Class

Casual 6 1 2 5 2 1 - 1 10 2 1 - - 31 12%

Fixed Term 7 5 5 5 5 4 4 5 10 10 2 - - 62 24%

MaximumTerm 24 2 10 6 4 3 6 5 7 9 - - 1 77 29%

Permanent 26 8 6 7 4 4 7 9 10 7 - 1 - 89 34%

Temporary 2 - - - - - - - 1 - - - - 3 1%

Employment Type

Casual 6 1 2 5 2 1 - 1 10 2 1 - - 31 12%

Full Time 58 8 8 13 9 4 8 13 14 12 2 1 1 151 58%

Part Time 1 7 13 5 4 7 9 6 14 14 - - - 80 31%

Total 65 16 23 23 15 12 17 20 38 28 3 1 1 262 100%

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OU

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PEOPLE


Function Framework

Council

Chief Executive Officer

Corporate Services and Sustainability

Infrastructure Services and Planning

Community Services and Engagement

Local Authorities

Finance Committee

Roads Committee

Audit Committee

Community Grants Committee

AdvocacyCommunication

Strategic Management and PlanningGovernance

Major Projects

Financial Management and PlanningCorporate Information System

Human Resource ManagementCommunity Development Program

Sustainability

Contract ManagementProject Management

Waste Management and ComplianceAsset Management

Cemetery ManagementUrban Planning and Design

Community ServicesCouncil Services

Community SafetyAnimal Control and Management

Community Engagement


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MAJOR PROJECTS

BORROLOOLA BUSINESS CENTRE UPGRADE

Project Cost: $1.8M

Current Year Budget: Current Year Budget: $780,144 (total funding $978,714 Department of Infrastructure)

Funding: Building Better Regions Fund

Estimated (Est.) Completion Date:

Feb 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 February 2020.

BORROLOOLA SPORTS COMPLEX UPGRADE

Project Budget: $1.9M

Current Year Budget: $2.5M DIPL, $1.65M MRM, $0.4M DTSC

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


Current Year Budget: $0.15M

Funding: RGRC $0.15M for design and documentation; NTG Local Government Strategic Infrastructure Fund $500,000; Council reserves $1.3M

Est. Completion Date: 2020


The proposed 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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AGED CARE REGIONAL AND REMOTE INFRASTRUCTURE GRANT (Cth)



Funding: DACS – Indigenous and Rural/Remote Program (Commonwealth Government)



In order to meet the increasing demand of aged care facility and disability clients, development of a purpose built day and respite and resource centre is being built in Mataranka. This facility 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 MASTERPLAN



Funding: Local Authority Project Funding and Council

Est. Completion Date: 2020/21


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

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NGUKURR TRANSPORT AND FREIGHT HUB



Funding: REIF/NSRF and Council


Strategic Alignment: 2.3 Vibrant, economically sustainable communities

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


Current Year Budget: $ $0.4M

Funding: Department of Tourism

Est. Completion Date: Oct 2019

Strategic Alignment:

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

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 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 August 2019 with completion by end of December 2019.


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ROADS UPGRADESRoads 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

• Barunga – Bottom Camp Housing Access- cul-de-sac design

• Beswick – Central Arnhem road turn off upgrades

• Borroloola - Completion of Rocky Creek Bridge

• Bulman - Seal and drainage of internal roads

• Jilkminggan - Main Street upgrade

• Mataranka - Carpark Cemetery

• Manyallaluk - Eva Valley road maintenance and grade program

• Minyerri – seal internal roads and reinstate drains

• Ngukurr – Freight Hub Project

• Numbulwar - design and costing of all internal roads

• Urapunga - Road C plus reseal all internal roads

• Weemol – reseal internal roads

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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 (Cth) Roads to Recovery

$1,500,000

McArthur River Mine Community BenefitS 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 Department of Health $39,000

430 Robinson River Playground Installation Department of Health $39,000

431 Urapunga Town Establishment Project Department of Local Government, Housing and Community Development

$222,382

433 Mataranka Community Hub Project Department of Local Government, Housing and Community Development

$500,000

463 Ngukurr Sports Precinct Masterplan Department of Tourism, Sport and Culture

$51,600

464 Ngukurr Oval Lights Installation Department of Tourism, Sport and Culture

$800,000

480 Borroloola Multipurpose Courts Upgrade Department of Tourism, Sport and Culture

$400,000

McArthur River Mine Community Benefits Trust

$1,500,000

Department of Infrastructure, Planning and Logistics

$2,5000,000

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 (Cth)

$999,500


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Activity Location Project Sponsored by Grant Amount (GST Excl)

490 Numbulwar Waste Management Facility Department of Infrastructure, Planning, and Logistics

$580,000

491 Borroloola Government Business Hub Department of Infrastructure (Cth)

$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

499 Ngukurr Cyclone Shelter Department of Infrastructure, Planning, and Logistics

$500,000

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SERVICE DELIVERY

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.

The table on the following pages outline all the service delivery functions carried out in the management zones within the Roper Gulf Region by Council. The services outlined in this table are broken in to Core, Agency, Commercial and Other Services. These services are provided by Council to help maintain the functionality within the communities.

KATHERINE TOWN COUNCIL

EAST ARNHEM REGIONAL COUNCIL

WEST ARNHEM REGIONAL COUNCIL

VICTORIA DALY REGIONAL COUNCIL

BARKLY REGIONAL COUNCIL

BulmanWeemol

Beswick

Minyerri

Jilkminggan

Larrimah

Mataranka

Manyallaluk (Eva Valley)

Barunga

NYIRRANGGULUNG WARD

Daly Waters

Robinson River

Borroloola

NgukurrUrapunga

NEVER NEVERWARD

CENTRAL ARNHEM ROPER

GULF

YUGUL MANGIWARD

SOUTH WESTWARD

Numbulwar

NUMBULWAR NUMBURINDI

WARD

Katherine

The Council’s Local Government Area has been split into three distinct management zones, which

were determined by proximity, logistics, accessibility, remoteness and population.

Service Delivery Model

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ICE D

ELIVER

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Service Delivery by Location

Baru

nga

Besw

ick

Borro

lool

a

Bulm

an

Jilkm

ingg

an

Man

yalla

luk

Mat

aran

ka

Ngu

kurr

Num

bulw

ar

Binj

ari

Dal

y Wat

ers

Larri

mah

Min

yerri

Robi

nson

Rive

r

Ura

pung

a

Bada

war

rka

Bagh

etti

Barra

punt

a

Boom

eran

g La

goon

Cos

tello

Jode

tluk (

Gor

ge C

amp)

Kew

ulyi

Mol

e H

ill

Mou

nt C

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Mul

gan

Cam

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Nul

awan

Num

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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

ü ü ü ü ü ü ü ü ü ü ü ü ü ü

Administration of local laws

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

ü ü

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

ü ü ü ü ü ü ü ü ü ü ü

Civic events

• Coordination of in-community Australia Day and Anzac Day events• Promotional support of Council-endorsed festivals and events

ü ü ü ü ü ü ü ü ü ü

Control of litter and garbage By-Laws



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 ü ü ü ü

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

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

ü ü ü ü ü ü ü ü ü ü ü ü ü

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Baru

nga

Besw

ick

Borro

lool

a

Bulm

an

Jilkm

ingg

an

Man

yalla

luk

Mat

aran

ka

Ngu

kurr

Num

bulw

ar

Binj

ari

Dal

y Wat

ers

Larri

mah

Min

yerri

Robi

nson

Rive

r

Ura

pung

a

Bada

war

rka

Bagh

etti

Barra

punt

a

Boom

eran

g La

goon

Cos

tello

Jode

tluk (

Gor

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amp)

Kew

ulyi

Mol

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Mou

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Mul

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Cam

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Nul

awan

Num

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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

ü ü

Advocacy and representation on local and regional issues



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



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 ü ü ü ü

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

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

ü ü ü ü ü ü ü ü ü ü ü ü ü

SERV

ICE D

ELIVER

Y



Baru

nga

Besw

ick

Borro

lool

a

Bulm

an

Jilkm

ingg

an

Man

yalla

luk

Mat

aran

ka

Ngu

kurr

Num

bulw

ar

Binj

ari

Dal

y Wat

ers

Larri

mah

Min

yerri

Robi

nson

Rive

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Ura

pung

a

Bada

war

rka

Bagh

etti

Barra

punt

a

Boom

eran

g La

goon

Cos

tello

Jode

tluk (

Gor

ge C

amp)

Kew

ulyi

Mol

e H

ill

Mou

nt C

att

Mul

gan

Cam

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Nul

awan

Num

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loor

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Wer

enbu

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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)

ü ü ü ü ü ü ü ü ü ü ü ü

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

ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü

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 managementü ü ü ü ü ü ü ü ü ü ü

AGENCY SERVICES

Centrelink Agency/Access Point

• Provision of in-community access to Centrelink services on behalf of DHS• Support eligible jobseekers to build skills

ü ü ü ü ü ü ü ü

Commonwealth Home Support Program (CHSP)

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

ü ü ü ü ü ü ü ü ü

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

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

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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

ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü

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 managementü ü ü ü ü ü ü ü ü ü ü

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

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

ü ü ü

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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

ü ü ü ü ü

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

ü ü ü ü ü ü ü

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

ü ü ü ü ü

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

ü ü ü

Outside School Hours Care

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

ü ü

School Nutrition Program

• Provision of breakfast and lunch five days per week for participating children• Support for school attendance, educational outcomes and parental engagement

ü ü

Sport and Recreation Program

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


COMMERCIAL SERVICES


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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

ü ü ü ü ü

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

ü ü ü ü ü ü ü

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

ü ü ü ü ü

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

ü ü ü

Outside School Hours Care

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

ü ü

School Nutrition Program

• Provision of breakfast and lunch five days per week for participating children• Support for school attendance, educational outcomes and parental engagement

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Sport and Recreation Program

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


COMMERCIAL SERVICES

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Airstrip maintenance and reporting

• Slashing of aerodrome and infrastructure maintenance• 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 distributionü ü ü ü ü ü ü ü

Community Development Program

• Facilitation of program on behalf of DPMC• Provision of community development projects that upskill participants and

prepare them for employment

ü ü ü ü ü

Homeland (Outstation) Services

• Municipal service delivery of water, electrical and sewerage servicesü ü ü ü ü ü ü ü ü ü ü ü

Slashing Contract

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

ü ü ü

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

ü ü ü

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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Airstrip maintenance and reporting

• Slashing of aerodrome and infrastructure maintenance• 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 distributionü ü ü ü ü ü ü ü

Community Development Program

• Facilitation of program on behalf of DPMC• Provision of community development projects that upskill participants and

prepare them for employment

ü ü ü ü ü

Homeland (Outstation) Services

• Municipal service delivery of water, electrical and sewerage servicesü ü ü ü ü ü ü ü ü ü ü ü

Slashing Contract

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

ü ü ü

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

ü ü ü

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

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.

• Continue supporting local authorities to build their governance capacity, strengthen local decision making and community enhance engagement.

• Implementing a strong decision making framework within the organisation that is strategically congruous.• Strengthening a range of compliance activities within the Council including a focus on organisational record

keeping.

OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI

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

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

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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

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

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

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 Local Authority

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 4 of scheduled Local Authority meetings held

Local Authority Handbook updated and distributed.

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

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.

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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.

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

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:• Develop an integrated remuneration

strategy, classification structure and job evaluation system

• Robust Roper staff health and wellbeing initiatives

Implement the new structures in to the workplace by next financial year

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.

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.

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.

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

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

Develop Strategic Investment Plan to maximise returns on current strategic investments

Plan presented to Council

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Complete Operational Plans for all Directorates’ activities

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

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

Number of sessions held

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.

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

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.

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

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

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

1.7 Contribute to improved community planning and design

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

Lobby for all Roper Gulf towns included in Northern Territory Government Remote Community Planning Scheme to have relevant Community Plans

Develop Community Plans

Number of communities included in the program

100% Community Plan implementation by 30/06/2020


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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 are provided in an efficient and effective manner.

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 support the wellbeing of community

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

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

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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

Maximise local community members capability to deliver 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

Number of participants in Agency programs

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

Undertake annual Agency Service satisfaction surveys

Number of surveys conducted per Agency Service

Promote feedback mechanism Number of registered complaints per Agency Service

Develop marketing plan for Agency and Commercial services

Marketing Plan is developed and completed by December 2019

Report quarterly on the number of people engaged from marketing campaigns

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

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

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

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


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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

Number of Staff involved in the Community Safety Program

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

Percentage of successful grants

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.

Audience engagement statistics and report on growth trends

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

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

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

Advocate for Government to fund purpose built infrastructure for Agency Programs

Number of Government funded facilities developed for Agency Services

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.

Service Plans completed by 30 September 2019.

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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.


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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

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

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

Number of strategies adopted to deal with environmental factors

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

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

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

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

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

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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

Percentage of administered parasite treatments

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

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

3.4 Build the resilience of communities against emergenciesv

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

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

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


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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

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

% of locally-sourced staff as part of overall workforce

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

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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

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 DPMC in 2 x Reporting Periods: Oct-Mar & Apr-Sept

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

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

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

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


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TOWN PRIORITIES

Town PrioritiesEach community within the Roper Gulf Region is unique. Town priorities give the members of these communities the opportunity to express what is important to them and the areas in which they would like to see improvement. Consultations with 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 2019-20 Financial Year.

TOWN PRIORITIES 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 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 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 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 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 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.

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BARUNGANYIRRANGGULUNG WARDOther names: Bamyili

Location: Barunga is located 80 kilometres southeast of Katherine on the Central Arnhem Road, and 31 kilometres from Beswick.

Total population: 363 (2016 Census)

Total Indigenous population: 328 (2016 Census)

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 Nyirranggulung Rise.

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

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CORE SERVICES

PROJECT DETAILSRESPONSIBILITY,

STAKEHOLDERS OR PARTNERS

FUNDING SOURCE FUNDING OBTAINED

Right Path Project: Footpaths around the town to enable the elderly and children to move through the township without having to use roadways starting at the store.

RGRC RGRC Roads and CDP PROPOSED

Bin holder‘s installed in public throughout the town

RGRC Waste Management YES

Develop the Cemetery Management Plan RGRC Cemetery Management YES

Resealing internal roads RGRC RGRC Roads NO

Install speedbumps for high priority areas RGRC RGRC Roads YES

Shade and seating around the oval RGRC GRANTS YES

Repairs and upgrades to all oval surfaces RGRC GRANTS NO

Remove rocks around parks and ovals and replace with a safer Bollard option

RGRC RGRC Roads YES

Install fence around Football Oval RGRC GRANTS YES

AGENCY SERVICES




Sport and recreation activities for 10-16 years old kids in the community to keep them engaged

RGRC INHOUSE YES

Program for school leavers to have a future pathway to employment

RGRC INHOUSE YES

Support for the Youth Café RGRC AAI & Community Safety

PROPOSED

Community Safety Strategy for Barunga for disengaged youth

RGRC AAI & Community Safety

PROPOSED


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OTHER SERVICES - ADVOCACY ONLY



FUNDING OBTAINED

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

RGRC, NTG & COMMONWEALTH

NO

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

RGRC 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

RGRC NO

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

RGRC YES

Bridge railing at Beswick Creek CEO & RGRC DIPL & COMMONWEALTH

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

DPMC, NTG, POLICE & RGRC

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 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

Entry Grids and stock exclusion fencing around community NLC and ILC NO

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BESWICK (WUGULARR)NYIRRANGGULUNG WARDLocation: Beswick is located on the bank of the Waterhouse River, 118 kilometers south-east of Katherine on the Central Arnhem Highway and 31 kilometres from Barunga.

Outstation: Bishop Bore



Median age: 24 years (2016 Census)


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 Nyirranggulung Rise.

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.


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CORE SERVICES




Water Park RGRC To be sourced / LAPF PARTIALSolar Lights at designated areas to target hidden dark spots

RGRC LAPF & RGRC YES

Stormwater drainage in new sub-division. RGRC & DLGHCD To be sourced NO

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

RGRC, CDP JAWOYN & RISE JV

RGRC ROADS & CDP PARTIAL

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

RGRC To be sourced NO


PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS FUNDING OBTAINED

Entry Grids and stock exclusion fencing around community

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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BORROLOOLASOUTH WEST WARDLocation: 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.




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




Community & Town Camp roads & drainage plans

NTG & RGRC NTG

RGRC

PARTIAL

Waste Management Strategy for Borroloola including links to Regional Strategy

NTG, RGRC, LGANT, NT EPA & BRRW

RGRC Waste Management

YES

Construction of new council offices including business hub, meeting spaces and waste dump point

RGRC RGRC & BBRF YES

New street lights throughout the town eliminate dark spots and maintenance of existing lights

RGRC RGRC PARTIAL


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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

Multipurpose Sport Courts upgrades: • Shade cover 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

• Prepare as cyclone shelter

NTG –DIPL&TOURISM & CULTURE, RGRC & MRM

CBT

NTG

RGRC

MRM CBT

DIPL

YES

AGENCY SERVICES




Anti-social behaviour management through agency program support

GMCE PMC

NTG RGRC

YES


PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS FUNDING OBTAINED

Support the operation of safe house for women and families

Mabunji NO

Advocate for safe house for men Mabunji NOAdvocate for sobering up shelter Mabunji NOAdvocate for more public housing– vacant blocks

NTG DLGHCD & 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 NOSearcy Street – Bing Bong road culverts DIPL NO

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BULMAN AND WEEMOLNYIRRANGGULUNG WARDOther Names: Gulin Gulin

Location: Bulman is located 220 kilometres north-east of Katherine. Via road, Bulman is 312 kilometres from Katherine on the Central Arnhem Highway.

Weemol is a separate suburb of Bulman. It is located three kilometres 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)



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. Council also works with Mimal Land Management in this area.

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.


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CORE SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Drainage improvements near council offices and workshop area.

RGRC RGRC Roads YES

Upgrade Sport and Recreation Hall:• resurface the indoor court surface, • upgrade toilets and showers, • ventilation improvements, • landscaping, • half court on old outdoor court - Gunia • park, • shade roof and verandah on oval side• feasibility to widen the hall

RGRC Grants NO

Upgrade the Sports Oval:• re-level and refurbish the playing surface• install shaded spectator facility at hall• provide a second amenities block

RGRC Grants NO

Plant more shady trees around the community RGRC Municipal budget

YES

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

RGRC & CDP Contractor

Grants NO

Solar lights in identified dark spots x 4 RGRC Street Light & LAPF

YES PARTIALLY

Turn old shed next to shop into church RGRC To be sourced NO

Speed bumps (near the roundabout, Lot 75, 76, 77 area) RGRC RGRC Roads YESInstall Bollards along Bulman front park RGRC RGRC Roads YESInstall traffic mirror (near fuel tanks) RGRC RGRC Roads NOMore speed limit signs RGRC RGRC Roads YESStreet Sign Names RGRC RGRC Roads YES


PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS

FUNDING OBTAINED

Install traffic mirror (near fuel tanks) RGRC YESTurn old shed next to shop into church RGRC & CDP CONTRACTOR NOHomeland roads upgrades DLGHCD NOHousing upgrades and repairs DLGHCD YESSupport development of new Arts & Cultural Resource Centre at the old store by Walaman Festival

RGRC NO

Public toilet block for Bulman including wash house for festival patrons

RGRC, LAPF & NTG SPG YES

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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 NOCreche (day care centre) COMMONWEALTH &NTG NOTruck stop on left hand side of Central Arnhem Highway DIPL & ARNHEM ROAD UPGRADE NO

Install Power Card meter at church RGRC, PWC STORE NOTCU Bank CEO & TCU NOMarket Garden for Bulman RGRC & CDP CONTRACTOR NO

WEEMOL

CORE SERVICES

PROJECT DETAILSRESPONSIBILITY, STAKEHOLDERS

OR PARTNERS

FUNDING SOURCE

FUNDING OBTAINED

Basketball full court RGRC GRANTS NOSolar Lights x 2 RGRC LAPF NOBeautification of park with BBQ shed RGRC GRANTS NOWeemol Park irrigation (part of the beautification project) RGRC GRANTS NO

Bollards x 220 around Weemol Park RGRC RGRC ROADS YES

More speed humps RGRC RGRC ROADS YESStreet sign names RGRC RGRC ROADS YESOld demountable removal RGRC & NTG GRANTS NOOld Shed to be concreted RGRC & CDP

CONTRACTORTO BE

SOURCEDNO

Playground Fence GMI & CDP TO BE SOURCED

NO

Investigate solar power to CDP green shed RGRC RGRC NO



FUNDING OBTAINED

Public toilet block for Weemol including a laundry RGRC NOUpgrade community space - mini oval RGRC NOPark improvements - furniture and beautification RGRC & CDP CONTRACTOR NO


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DALY WATERSNEVER NEVER WARDLocation: Daly Waters is located in the Birdum region, which encompasses the Stuart Highway from south of Mataranka to Newcastle Waters station. The town of Daly Waters is 307 kilometres south of Katherine and 170 kilomtres south of Mataranka.

Total population: 86 people reside in the Birdum Region (2016 Census) including 9 people in the Daly Waters township.


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 (the famous Daly Water’s Pub), 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.

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CORE SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Formalise the dump and Waste Management Plan and Land Tenure

RGRC RGRC Waste Management

YES

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

RGRC RGRC Municipal YES

Upgrades to Tennis Court• Additional basketball hoop• New surface• Fix netting

RGRC & Daly Waters Progress Association

Grant NO



FUNDING OBTAINED

Waste Management Strategy RGRC REGIONAL PLAN IN

PROCESSFood/Camping/Hotel signs on Highway DIPL NONew 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 NORoad edges on town entrance and Stuart Tree Road require resurfacing

DIPL NO

Bicentennial Park tidy up and new irrigation Daly Waters Progress Association NO


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HODGSON DOWNS/MINYERRINEVER NEVER WARDLocation: Hodgson Downs is located 270 kilometers south-east of Katherine, 80 kilometres off the Roper Highway.

Outstations: Kewulyi








FUNDING OBTAINED

Morgue DLGHCD UNDER DISCUSSION

Roads and maintenance RGRC ROADS AND LAPF YESSafe house – men/women DLGHCD NOLighting for streets RGRC & ALAWA

ABORIGINAL CORPORTATON

YES

New dump ALAWA ABORIGINAL CORPORTATION

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• 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

ALAWA ABORIGINAL CORPORTATION

NO

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.

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JILKMINGGANNEVER NEVER WARDOther Names: Djembere, Djilkminggan, Duck Creek and Jilkminggal

Location: Jilkminggan is located 138 kilometres south-east of Katherine and 28 kilometres from Mataranka.

Outstations: Mole Hill





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 and Centrelink facilities. Alawa Aboriginal Corporation provides 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 kilometres away.


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CORE SERVICES


OR PARTNERS

FUNDING SOURCE

FUNDING OBTAINED

Footpaths next to main roads. RGRC Design and documentation

stage 1

PARTIAL

Traffic management - Parking area near Art Centre and Clinic RGRC Design and documentation

stage 1

PARTIAL

Culverts for dump and farm roads RGRC To be sourced NO

Dump Road wet area fill RGRC RGRC roads NO

Solar Light for Basketball court, Cover for Basketball Court. RGRC To be sourced NO

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

RGRC Design and documentation

stage 1

NO

AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED

A Vehicle for Sport and Recreation purposes. RGRC To be sourced NO



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 & RGRC NO

Sports court lighting and covering with a fixed roof JCAC NOInstall grids and stock exclusion fencing JCAC NONew Cemetery and Cemetery Project – headstones and surrounds

JCAC & RGRC CDP YES

Formalised Youth and Men’s Group Programs COMMONWEALTH & NTG NOWater park COMMONWEALTH & NTG NOMobile phone coverage tower COMMONWEALTH & NBN NOMore housing to reduce crowding NTG NOSingle men’s and Women’s accommodation. NTG NOOutside light at Pumping Station PWC NO

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LARRIMAH NEVER NEVER WARDLocation: 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.


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


OR PARTNERS

FUNDING SOURCE

FUNDING OBTAINED

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


Larrimah Waste Management Facility:• General clean up required• Compact and create new hole• Formalise site (plans/licence)• Develop management plan

RGRC Grant NO

Investigate running irrigation to park in middle of Gantry Road RGRC RGRC NO

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

RGRC & Larrimah Hotel

To be sourced NO

New magnetic notice board RGRC RGRC CSC YESSource front deck mower to be based at Larrimah to mow oval RGRC To be sourced NO



FUNDING OBTAINED

Clean up of Green Park Roadhouse Larrimah Hotel NOMobile Phone Services Telstra, Optus, NTG, Larrimah Hotel YESSpeed 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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MANYALLALUKNYIRRANGGULUNG WARDOther Names: Eva Valley

Location: Manyallaluk is located north east of Katherine, approximately 35 kilometres 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 Nyirranggulung Rise.

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.

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FUNDING SOURCE

FUNDING OBTAINED

Establish a network of paths throughout the town. RGRC & 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

RGRC RGRC Roads DESIGN AND DOCUMENTATION

ONLY

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

RGRC RGRC Roads YES

Development of a Cemetery Management Plan RGRC RGRC & Stakeholders

INHOUSE

AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Water safety training with parents and children RGRC RGRC Community

Safety

YES

Park upgrades:• Upgrade soft fall under swing• Play equipment• Town water to the park

RGRC Grants NO

BMX track RGRC Grants NO



FUNDING OBTAINED

Increase housing DLGHCD YESEntry Grids and stock exclusion fencing RGRC & NLC NO


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MATARANKA (including MULGGAN CAMP)NEVER NEVER WARDLocation: Mataranka is located 110 kilometres south of Katherine on the Stuart Highway. In addition to Mataranka Town Centre, Mataranka also includes Mulgan Camp.





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.

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Development of Lot 120 as the Mataranka Community Hub

RGRC NTG & RGRC YES

Re-develop Cemetery Management Plan at Mataranka – commenced.

RGRC RGRC WASTE MANAGEMENT

YES

Develop new toilet block Sport and Recreation Grounds in consultation with LA

RGRC NTG & RGRC & LAPF YES

Replacement of park statues RGRC LAPF PARTIAL

Footpaths around internal streets – Priortise Elsey Street

RGRC RGRC ROADS NO

AGENCY SERVICES




Increasing the Mataranka Community Safety Program

RGRC RGRC COMMUNITY SAFETY PROGRAM

YES

Sport and Recreation activities RGRC, NTG & PMC RGRC COMMUNITY SAFETY PROGRAM

YES

Increase Youth at Risk Support Services and Activities

RGRC, NTG & PMC RGRC COMMUNITY SAFETY PROGRAM

YES

Upgrade the Airstrip to CASA Standard including installation of lights




FUNDING OBTAINED

Land release NTG NODevelop Regional Aged and Disability Facility CEO YES YES NTG NOLittle Roper Bridge Upgrade NTG NOWomen’s Safe House RGRC NONO CEO & Big Rivers Region Economic

Development Committee & Local BusinessesNO

School Bus to Katherine NTG DoE NOContinue 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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NGUKURRYUGUL MANGI WARDLocation: 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.





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 are 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.

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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

RGRC& NGUKURR MASTERPLAN

FACE DESIGN AND DOCUEMENTATION

Commence installation of footpaths, road signs, associated landscaping and park furniture

RGRC RGRC ROADS PARTIAL

Installation of drinking water fountains at oval and pool

RGRC LAPF YES

No smoking signage for public places e.g. oval

RGRC RGRC CSC YES

Enclose open drains RGRC UNDER INVESTIGATION

NO

Upgrade dump and surrounds to improve waste management

RGRC RGRC WASTE MANAGEMENT

YES

Plan and design Police Lookout Park to include:• Irrigation• BBQ furniture

RGRC 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

RGRC RGRC CEMETERY

MANAGEMENT

PARTIAL

Fencing off the two current Cemetery sites RGRC & CDP CONTRACTOR

To be sourced NO

Sports and Rec Masterplan• New Multipurpose Court• Develop second oval• Outdoor Stage• Seating• Dance area• Footpaths and river access

RGRC DTSC YES

Upgrade Waste Management Facility RGRC DIPL YES

Multipurpose Sports Court Upgrade• Upgrade to Cyclone shelter

RGRC DIPL YES

Upgrade to the pool entry point and shade GMI To be sourced NO

Provision of flexible space for youth centre as part of centre

GMI&GMCE To be sourced NO

Oval drainage GMCE RGRC NO


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COMMERCIAL SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Upgrade Post Office area Australia Post AUSTRALIA POST

NO



FUNDING OBTAINED

Upgrade Barge Road and boat ramp NTG & RGRC NOIncrease opportunity for Youth to be involved with Trade Training

MYCDP NGUKURR

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

DH NO

Encourage government to undertake community housing fencing program

DLGHCD NO

Installation of a compost toilet at airport DIPL & RGRC NODevelopment of an Alcohol Management Plan - 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 strategies that will address safety concerns

DTBI & NT POLICE NO

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

MYCDP NGUKURR

Upgrade Roper Highway by sealing the road up to Ngukurr DIPL PARTIALNT Government to establish MVR and other general front line services in Ngukurr

MVR NO

Assist stakeholders in Ngukurr to develop more 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 NOInteragency coordination group to improve coordination of programs and activities and improve resource sharing

PMC NO

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

YMDAC & RGRC PARTIAL

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NUMBULWARNUMBULWAR NUMBURINDI WARDLocation: Numbulwar is located at the mouth of the Rose River, on the western coast of the Gulf of Carpentaria and adjacent to Groote Eylandt. Numbulwar is approximately 476 kilometres east of Katherine, 156 kilomtres north-east of Ngukurr and 260 kilometres south-west of Nhulunbuy.




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, two stores, an airstrip, boat ramp, Outstations Resource Centre, Land and Sea Ranger Base and police station.


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CORE SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Build waterless/eco public toilets at waterfront and airport

RGRC To be sourced YES PARTIAL

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

RGRC To be sourced YES

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

RGRC NTG & REIF YES

Right Path Project – including bike lanes and footpath lanes


New cemetery RGRC To be sourced YES

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

RGRC RGRC DESIGN AND DOCUMENTATION

ONLY

Upgrades for a current sports oval RGRC RGRC Numbulwar LA

DESIGN AND DOCUMENTATION

ONLY

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


AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Development of family and children’s centre DET and DoE To be sourced NODevelopment of Alcohol Management Plan DTBI & 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


FUNDING OBTAINED

Bridge built over Phelps River and address series of culverts issue to improve year round access

DIPL NO

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

DTBI NO

Development of second oval and auxiliary buildings DLPE NOSupport 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 PMC NOMental Health and Wellbeing, AOD Care Program DoH & RGRC COMMUNITY SAFETY

PROGRAMYES

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ROBINSON RIVERSOUTH WEST WARDLocation: Robinson River is located 144 kilometres south-east of Borroloola and 798 kilometres from Katherine.





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, Community Development Program 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 RGRC IAS YES



FUNDING OBTAINED

Employment and training MUNGOORBADA ABORIGINAL CORPORATION YESSports oval upgrade (including container) MUNGOORBADA ABORIGINAL CORPORATION,

RGRC & NTGYES

Cemetery management MUNGOORBADA ABORIGINAL CORPORATION NODog management MRMCBT, RGRC & MUNGOORBADA

ABORIGINAL CORPORATIONYES

Tourism development MUNGOORBADA ABORIGINAL CORPORATION NOMore housing to address housing shortage MUNGOORBADA ABORIGINAL CORPORATION NOTraffic calming devices and signage MUNGOORBADA ABORIGINAL CORPORATION NOInstall new playground at community park RGRC, MAC & NTG YES


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URAPUNGAYUGUL MANGI WARDLocation: Urapunga is township near Ngukurr. It is located on the Wilton River, 30 kilometres west of Ngukurr off the Roper Highway.



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.

CORE SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Continue to develop Council Services RGRC Budget YESInstall fence around Cemetery (commenced) and enclose headstones around existing gravesites

RGRC & NTG DLGHCD YES

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

RGRC DLGHCD YES

Bituminise dirt section to and around Local Shop area RGRC RGRC YESRegular airstrip maintenance and install landing lights NTG & RGRC ONGOING PARTIALUpgrade and repair existing public toilet, installing power, drains, lighting, landscaping and community washing machine

NGUKURR LA & NTG SPG

LA & DLGHCD YES

Landscaping around Community creating parks, gardens and grassed areas

RGRC DLGHCD YES

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

RGRC RGRC PARTIAL

Construction of shade structure over playground and renew softfall

RGRC DLGHCD YES

AGENCY SERVICES



FUNDING SOURCE

FUNDING OBTAINED

Community Night Patrol Services RGRC RGRC COMMUNITY

SAFETY PROGRAM

YES

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

RGRC To be sourced PARTIAL

Upgrade council depot and install staff housing RGRC To be sourced NO

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COMMERCIAL SERVICES




Construct Shade Shelter at Aerodrome and access to water

RGRC To be sourced No



FUNDING OBTAINED

Provide Mobile Phone Coverage DCA YesRepair 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 NoClear and upgrade old Homestead area Urapunga Aboriginal Corporation No


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OUTSTATIONS AND HOMELANDSOutstations serviced within the Roper Gulf Region are:

Serviced from Bulman and Katherine

• Barrapunta• Baghetti• Mount Catt

Serviced from Katherine

• Jodetluk (Gorge Camp)• Werenbun

Serviced from Mataranka and Katherine

• Mulggan Camp

Serviced from Ngukurr and Katherine

• Badawarrka• Boomerang Lagoon• Costello• Kewulyi• Mole Hill• Nulawan

There are approximately 300 people living across all of the Roper Gulf Region outstations in 43 dwellings, with a further 60 outstation dwellings currently vacant. The 300 residents are not evenly distributed across the outstations - 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 Local Government, Housing and Community Development, the Council provides basic core services to outstations and homelands, including:

Municipal and Essential ServicesOperational 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 ServicesThis 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 AllowanceThis is an annual $5200 per-dwelling grant applied for by the homeland resident (who 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 GrantsThis 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.

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Commercial Services

Project Details TimeframeResponsibility,

Stakeholders or Partners

Funding Source

Municipal Essential Services

– Barrapunta, Baghetti,

Mount Catt, Jodetluk, Werenbun, Mulggan Camp, Badawarrka, Costello, Mole Hill, Nulawan, Kewulyi, Boomerang Lagoon

2019-2020 DLGHCD Budget

Housing Maintenance Services

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


Home Extra Allowance

– Badawarrka, Barrapunta, Boomerang Lagoon, Jodetluk, Kewulyi, Mole Hill, Mt Catt, Nulawan, 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 access road to dump and tidy up • 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• 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


Werenbun• Replace water tank • Replace sewage pump • Flood damage repairs to access road• Advocate mobile phone coverage• Water filtration system


All Locations • Additional solar lights for communal facilities


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FINANCIAL PLANNING

Financial PlanningThe key component of any financial strategy in a service delivery organisation is to balance community needs 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 2019-20The 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 $45.18 Million (M). Of this revenue, 61 percent is expected to be sourced from grants, 30 percent from government contracts and agency services, 6 percent from rates and remaining 4 percent from other sources. The council will be looking to use the reserves of 12.56M 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 $19.46 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 $21.4 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.

The impact of not retaining the CDP contract in 5 communities has resulted in loss of 74 staff positions and a reduced income of about $6M. This has adversely affected council’s surplus and put pressure on council’s capability to provide quality services in communities. The council budget is expected to be in deficit of $3.6M 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 $21.4M. The carried forward of $12.56 M will also be used to fund remaining capital expenditure and for completing Local Authority funding projects which remain incomplete in 2018-19.

FINA

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ING


Budgeted Income 2019-20 Commercial

Agency Revenue$13.46M29.79%

Rates & Waste Collection Revenue

$2.60M5.75%

Fees & Charges Revenue$988K2.19%Grant &

Contributions Revenue

$17.52M38.78%

Investments & Interest Revenue

$638K1.41%

Capital Grants$9.98M22.09%

INCOME$45.18M

2019-20

Income Budget ($)

Income Rates and Waste Collection 2,598,471

Income Council Fees and Charges 987,858

Income Operating Grants Subsidies 17,518,336

Income Investments 320,000

Income Agency and Commercial Services 13,458,438

Income Capital Grants 9,978,337

Other Income 318,000

Total Income 45,179,440

96 | Roper Gulf Regional CouncilFIN

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Budgeted Expenditure 2019-20

Budgeted Capital Expenditure 2019-20

Other Operating Costs

$4.48M10.79%

Employee Costs

$19.46M46.83%

Contracts & Materials Costs

$11.35M27.32%

Fleet, Plant & Equipment

Costs$1.03M2.48%

Assets Expenses$5.22M12.55% EXPENSES

$41.56M

Local Roads Upgrade$5.25M24.52%

Building Upgrades$6.65M31.06%

Infrastructure Upgrades$8.66M40.46%

Plant & Equipment

Upgrades$457K2.14%

Motor Vehicle Upgrades$390K1.82%

CAPITAL EXPENDITURE

$21.41M

2019-20

Expenditure Budget ($)

Employee Expenses 19,463,451

Contract and Material Expenses 11,353,790

Fleet, Plant and Equipment 1,028,863

Asset Expense 5,216,000

Other Operating Expenses 4,484,573

Finance Expenses 12,180

Total Expenditure 41,558,857

2019-20

Capital Expenditure Budget ($)

Capital Purchase Buildings 6,650,523

Capital Purchase Infrastructure 8,663,924

Capital Purchase Plant and Equipment 457,364

Capital Purchase Motor Vehicles 390,000

Capital Purchase Roads 5,250,840

Total 21,412,651


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

INCOME BY ACCOUNT CATEGORY

EXPENDITURE BY CATEGORY

2019-20

Income Budget ($)

11 - Income Rates and Waste Collection 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 9,978,337

19 - Other Income 318,000

Total Income 45,179,440

81 - Accumulated Surplus Deficit 12,576,068 Total Income & Carried Forwards 57,755,508

Expenditure

21 - Employee Expenses 19,463,451 22 - Contract and Material Expenses 11,353,790 23 - Fleet, Plant & Equipment 1,028,863 24 - Asset Expense 5,216,000 25 - Other Operating Expenses 4,484,573 27 - Finance Expenses 12,180 Total Expenditure 41,558,857

Operating Surplus/(Deficit) 16,196,651

Capital Expenditure

53 - WIP Assets 21,412,651 Total Capital Expenditure 21,412,651

ROPER GULF REGIONAL COUNCILIncome and Expenditure Report 28 June 2019For the year ended 2019-20

19 - Other Income

18 - Income Capital Grants

17 - Income Agency and Commercial Services

14 - Income Investments

13 - Income Operating Grants Subsidies

12 - Income Council Fees and Charges

11 - Income Rates

19 - Other Income

18 - Income Capital Grants

17 - Income Agency and Commercial Services

14 - Income Investments

13 - Income Operating Grants Subsidies

12 - Income Council Fees and Charges

11 - Income Rates

27 - Finance Expenses

25 - Other Operating Expenses

24 - Asset Expense

23 - Fleet, Plant & Equipment

22 - Contract and Material Expenses

21 - Employee Expenses



24 - Asset Expense





ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019

HQ

2019-20Expenditure Budget ($)10 - CORE - Corporate, Executive & Support 69,82812 - CORE - Governance & Council 1,490,84614 - CORE - Services 12,32816 - CORE - Infrastructure and Assets 350,00018 - COMMERCIAL - Housing 727,02320 - COMMERCIAL - Other 356,87822 - COMMERCIAL - Mechanial Workshops 44,14826 - AGENCY - CDP 530,05328 - AGENCY - Homelands and Outstations 259,62630 - AGENCY - Family and Community 599,03732 - AGENCY - Enviro Health and Landcare 378,50434 - AGENCY - Community Safety 1,464,38736 - AGENCY - Other 9,780Total Expenditure 6,292,437

Expenditure21 - Employee Expenses 7,017,39222 - Contract and Material Expenses 1,782,23523 - Fleet, Plant & Equipment 247,40524 - Asset Expense 5,216,00025 - Other Operating Expenses 2,385,76427 - Finance Expenses 11,78031 - Internal Cost Allocations -10,368,139Total Expenditure 6,292,437

Expenditure Budget ($)101 - Chief Executive 385,369102 - Corporate Sustainability Directorate 322,757103 - Infrastructure and Technical Services Directorate

348,962

104 - Community Engagement Directorate 298,067105 - Financial Management 959,112106 - General Council Operations -4,205,823107 - Human Resources 1,106,121108 - IT services 92,627109 - Asset Department 184,311110 - Assets Managment - Fixed Assets 476,006113 - Project Management 330,732114 - Work Health and Safety 218,085115 - Asset Management - Mobile Fleet & Equipment

-837,476

118 - Corporate Information Department 390,980130 - Executive Management 668,731131 - Council and Elected Members 746,207132 - Local Authority 5,908134 - Community Grants 70,000

161 - Waste management 12,328200 - Local roads maintenance 350,000220 - Territory Housing Repairs and Maintenance Contract

595,701

221 - Territory Housing Tenancy Management Contract

131,321

240 - Commercial Operations admin 51,500241 - Airstrip maintenance Contracts 2,100244 - Power Water contract 298,795246 - Commercial Australia Post 4,483275 - Mechanical Workshop 44,148313 - CDP Central Administration 85,000314 - Service Fee - CDP 445,053320 - Outstation Services Admin 93,850323 - Outstations municipal services 165,776340 - Community Services admin -2,500341 - Commonwealth Aged Care Package -51,533342 - Indigenous Aged Care Employment -1,789344 - Commonwealth Home Support Program

-12,445

346 - Indigenous Broadcasting 30,442347 - Creche 7,860348 - Library 16,959350 - Centrelink 113,045355 - National Disability Insurance Scheme 479,030356 - NDIS – Information, Linkages and Capacity Building

19,967

381 - Animal Control 378,504401 - Night Patrol 578,250403 - Outside School Hours Care -44,402404 - Indigenous Sports and Rec Program 252,152407 - Remote Sports and Recreation 231,493410 - National Youth Week 8,000414 - Drug and Volatile Substances 34,523415 - Indigenous Youth Reconnect 404,371488 - NTEPA Environment Grant 9,780Total Expenditure 6,292,437

Capital Expenditure Budget ($)110 - Assets Managment - Fixed Assets 10,000115 - Asset Management - Mobile Fleet & Equipment

406,364

200 - Local roads maintenance 2,165,000497 - SPG - Ablution Block (Toilets) 200,000498 - Energy Efficiency and Sustainability Grant

90,143

Total Capital Expenditure 2,871,507


36 - AGENCY - Other

34 - AGENCY - Community Safety

32 - AGENCY - Enviro Health and Landcare

30 - AGENCY - Family and Community

28 - AGENCY - Homelands and Outstations

26 - AGENCY - CDP

22 - COMMERCIAL - Mechanical Workshops

20 - COMMERCIAL - Other

18 - COMMERCIAL - Housing

16 - CORE - Infrastructure and Assets

14 - CORE - Services

12 - CORE - Governance & Council

10 - CORE - Corporate, Executive & Support


31 - Internal Cost Allocations


24 - Asset Expense




EXPENDITURE BY SERVICE

EXPENDITURE BY ACCOUNT CATEGORY


2019-20Expenditure Budget ($)10 - CORE - Corporate, Executive & Support 383,202

12 - CORE - Governance & Council 154,868

14 - CORE - Services 630,414

16 - CORE - Infrastructure and Assets 82,048

18 - COMMERCIAL - Housing 132,522

20 - COMMERCIAL - Other 43,271

30 - AGENCY - Family and Community 186,147

34 - AGENCY - Community Safety 263,705


Expenditure

21 - Employee Expenses 780,865

22 - Contract and Material Expenses 374,141

23 - Fleet, Plant & Equipment 62,485

25 - Other Operating Expenses 106,559

31 - Internal Cost Allocations 552,126


Expenditure

110 - Assets Managment - Fixed Assets 36,943

111 - Council Services General 346,259

132 - Local Authority 5,908

138 - Local Authority Project 148,960

160 - Municipal Services 514,117

161 - Waste management 102,840

162 - Cemeteries Management 10,000

164 - Local Emergency Management 2,756

170 - Australia Day 300

171 - Naidoc Week 400

200 - Local roads maintenance 10,500

201 - Street lighting 12,880

202 - Staff Housing 58,668


132,522

241 - Airstrip maintenance Contracts 5,000

242 - Litter Collection and Slashing External Contracts

27,271

246 - Commercial Australia Post 11,000

341 - Commonwealth Aged Care Package 12,396

344 - Commonwealth Home Support Program

5,460

346 - Indigenous Broadcasting 46,612

348 - Library 45,429

350 - Centrelink 76,249

401 - Night Patrol 191,645

404 - Indigenous Sports and Rec Program 65,433

407 - Remote Sports and Recreation 3,627

416 - Youth Vibe Grant 2,500

423 - SPG - Diversion Evenings 500


Capital Expenditure


115 - Asset Management - Mobile Fleet & Equipment

50,000

464 - NT Govt Special Purpose Grants 115,000

Total Capital Expenditure 240,000


BARUNGA (BAMYILI)


















BESWICK (WUGULARR)

2019-20Expenditure Budget ($)


414,559








528



Expenditure

21 - Employee Expenses 1,303,239






Expenditure














220 - Territory Housing Repairs and Maintenance Contract

141,604

245 - Visitor Accommodation and External Facility Use

148,097



342 - Indigenous Aged Care Employment 195,285


84,500


347 - Creche 232,029


355 - National Disability Insurance Scheme

10,920

381 - Animal Control 528


403 - Outside School Hours Care 150,501



414 - Drug and Volatile Substances 1,400




Capital Expenditure





















BORROLOOLA



548,659





26 - AGENCY - CDP 1,690,197



2,660


38 - OTHER - Swimming Pools 469,153


Expenditure


22 - Contract and Material Expenses 1,068,720



31 - Internal Cost Allocations 1,548,708


Expenditure



131 - Council and Elected Members 6,000










202 - Staff Housing -5,674



42,050

314 - Service Fee - CDP 1,530,197

318 - Outcome Payments - CDP 160,000

348 - Library 51,173

381 - Animal Control 2,660




415 - Indigenous Youth Reconnect 225,065



550 - Swimming Pool 469,153


Capital Expenditure

110 - Assets Managment - Fixed Assets 2,498,160

425 - SPG - Borroloola Rocky Creek Upgrade

2,200,000

462 - 2014-19 Roads to Recovery 875,840

480 - CBF - Borroloola Multi-Purpose Court

4,300,000

484 - Blackspot Funding 176,640

491 - BBRF - Borroloola Government Business Hub Development

978,714


38 - OTHER - Swimming Pools




26 - AGENCY - CDP















BULMAN (GULIN GULIN)

2019-20Expenditure

10 - CORE - Corporate, Executive & Support 336,572







32 - AGENCY - Enviro Health and Landcare 2,640



Expenditure







Expenditure














64,492


63,097


244 - Power Water contract 392,530


20,112





50,202


349 - School Nutrition Program 151,000


355 - National Disability Insurance Scheme 8,190








Capital Expenditure



191,000




















EVA VALLEY (MANYALLALUK)



265,646








Expenditure







Expenditure




1,000















32,409




11,597

347 - Creche 366,386

349 - School Nutrition Program 105,276

350 - Centrelink 250



409 - Sport and Rec Facilities 8,958





Capital Expenditure

Total Capital Expenditure 0

















JILKMINGGAN (DUCK CREEK)



284,670






26 - AGENCY - CDP 629,371



528



Expenditure







Expenditure














42,769



314 - Service Fee - CDP 554,371




14,357

347 - Creche 677,419


381 - Animal Control 528


403 - Outside School Hours Care 164,634







Capital Expenditure





26 - AGENCY - CDP
















MATARANKA





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


19,484







76,206

348 - Library 64,805








Capital Expenditure

110 - Assets Managment - Fixed Assets 1,508,460

432 - Mataranka Show Ground Upgrade - Capex 200K

92,664

495 - BBRF - Mataranka Regional Community Hub

500,000

496 - Aged Care Regional Rural & Remote Infrastruture Grant

500,000





26 - AGENCY - CDP
















MINYERRI



365,648



26 - AGENCY - CDP 1,740,000


2,112



Expenditure




Expenditure

106 - General Council Operations 365,648




2,500

314 - Service Fee - CDP 1,740,000




Capital Expenditure




26 - AGENCY - CDP










NGUKURR

36 - AGENCY - Other

38 - OTHER - Swimming Pools


















2019-20Expenditure Budget ($)10 - CORE - Corporate, Executive & Support 781,52312 - CORE - Governance & Council 674,57814 - CORE - Services 926,63316 - CORE - Infrastructure and Assets 263,59718 - COMMERCIAL - Housing 285,80320 - COMMERCIAL - Other 340,76230 - AGENCY - Family and Community 829,86032 - AGENCY - Enviro Health and Landcare 6,03034 - AGENCY - Community Safety 770,91536 - AGENCY - Other 103,65038 - OTHER - Swimming Pools 360,969Total Expenditure 5,344,319

Expenditure21 - Employee Expenses 2,031,80422 - Contract and Material Expenses 1,553,14023 - Fleet, Plant & Equipment 111,63525 - Other Operating Expenses 361,64527 - Finance Expenses 20031 - Internal Cost Allocations 1,285,895Total Expenditure 5,344,319

Expenditure110 - Assets Managment - Fixed Assets 89,444111 - Council Services General 692,079132 - Local Authority 14,408138 - Local Authority Project 660,170160 - Municipal Services 675,609161 - Waste management 236,244162 - Cemeteries Management 10,000164 - Local Emergency Management 3,780170 - Australia Day 500171 - Naidoc Week 500200 - Local roads maintenance 152,832201 - Street lighting 15,000202 - Staff Housing 95,765220 - Territory Housing Repairs and Maintenance Contract

170,807


114,996

241 - Airstrip maintenance Contracts 108,000245 - Visitor Accommodation and External Facility Use

224,562

246 - Commercial Australia Post 8,200340 - Community Services admin 2,500341 - Commonwealth Aged Care Package 229,255342 - Indigenous Aged Care Employment 175,102344 - Commonwealth Home Support Program

131,414

346 - Indigenous Broadcasting 44,921348 - Library 27,597350 - Centrelink 164,192355 - National Disability Insurance Scheme 54,846356 - NDIS – Information, Linkages and Capacity Building

33

381 - Animal Control 6,030401 - Night Patrol 451,574404 - Indigenous Sports and Rec Program 73,228407 - Remote Sports and Recreation 7,100409 - Sport and Rec Facilities 96,894414 - Drug and Volatile Substances 1,400415 - Indigenous Youth Reconnect 137,719416 - Youth Vibe Grant 2,500423 - SPG - Diversion Evenings 500463 - Ngukurr Sports and Recreation Precinct Master Plan

51,600

486 - Ngukurr, Numbulwar & Borroloola Feasibility Studies

52,050

550 - Swimming Pool 360,969Total Expenditure 5,344,319

Capital Expenditure110 - Assets Managment - Fixed Assets 185,000115 - Asset Management - Mobile Fleet & Equipment

120,000

430 - AAI - Community Harmony Area (Playgrounds)

39,000

464 - NT Govt Special Purpose Grants 800,000485 - Ngukurr and Numbulwar Fright Hub 175,000499 - Ngukurr Sports Courts 500,000Total Capital Expenditure 1,819,000



NUMBULWAR

2019-20Expenditure



14 - CORE - Services 1,093,704




22 - COMMERCIAL - Mechanial Workshops 177,203

26 - AGENCY - CDP 1,987,224




36 - AGENCY - Other 5,200


Expenditure







Expenditure



113 - Project Management 2,500

131 - Council and Elected Members 5,000









172 - Numbulwar Fuel 420,000





129,452


67,679



150,754


275 - Mechanical Workshop 177,203

314 - Service Fee - CDP 1,914,224





139,573



355 - National Disability Insurance Scheme 5,460





415 - Indigenous Youth Reconnect 248,971


486 - Ngukurr, Numbulwar & Borroloola Feasibility Studies

5,200


Capital Expenditure



60,000

485 - Ngukurr and Numbulwar Fright Hub 175,000

490 - Numbulwar Waste Management Facility

200,000


36 - AGENCY - Other




26 - AGENCY - CDP

22 - COMMERCIAL - Mechanical Workshops















2019-20Expenditure


Total Expenditure 180,589

Expenditure


22 - Contract and Material Expenses 650





Expenditure



Capital Expenditure


39,000



ROBINSON RIVER











URAPUNGA (RITARANGU)



87,347







Expenditure







Expenditure












Capital Expenditure


20,000

431 - SPG - Vitalisation of Rittarangu Town 200,000

















OTHER LOCATIONS(not locations 10-16,18-23,99)

2019-20Expenditure


2,500

12 - CORE - Governance & Council 600


26 - AGENCY - CDP 761,109


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

327 - Town Camps Dwelling- Mulggan 1,000,000

429 - AOD - Weemol BBQ Area Funding 24,300


39,000



26 - AGENCY - CDP











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Council & Local Authority ExpensesCouncillor Allowances

Approved Councillor Allowances

Approved Amount $ Budget Amount $

Councillor – base1 13,442.75 147,870.25Electoral2 4,919.13 54,110.43

Deputy Mayor – base1 27,637.93 27,637.93Electoral2 4,919.13 4,919.13

Mayor – base1 74,742.90 74,742.90Electoral2 19,672.93 19,672.93

TOTAL BASE+ELECTORAL ALLOWANCE 328,953.57

Professional Development Allowance3 including: Course Fees, Travel, Meals and Accommodation

3734.50 max per elected member 48,548,.50

Extra Meeting Allowance4 ($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 Member5 ($260.04 per day maximum claimable 90 days $23,403.60) 260.04 per day 23,403.60

1Base Allowance Claims

The base allowance is automatically paid to council members each month or at such frequency as resolved by council, in arrears.2Electoral Allowance Claims

The electoral allowance is automatically paid to council members each month or at such frequency as resolved by council, in arrears.3Professional 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.4 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.5 Acting Principal Member Claims

(i) When the deputy principal member carries out the functions of the principal member as outlined in section 43(2)(b) and section 43(2)(c) of the Local Government Act, the deputy principal member is entitled to be paid an allowance as the acting principal member. (ii) If some other council member is acting as the principal member in accordance with section 43(3) of the Local Government Act, the member is entitled to be paid an allowance as the acting principal member. (iii) The acting principal member is entitled to be paid the daily rate, as outlined in the table of allowances. While a council member is acting principal member, the extra meeting and base allowances are suspended. In the case of base allowance, this is on a pro rata basis. The member is still entitled to their usual electoral allowance. The daily rate includes Saturdays, Sundays and public holidays. (iv) The maximum number of days (including Saturdays, Sundays and public holidays) that a council member may be paid as the acting principal member is an aggregate of 90 days in a financial year. A member may continue to hold the position for a longer period if council so resolves, however, the allowance reverts to the usual rate for that member


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Councillor Expenses

The table below shows the detailed breakdown of the budgeted expenses that will be incurred on Council Elected Members for the period ending 30 June 2020.


Account Description Annually

2131 Fringe Benefits Tax $ 11,000.042211 Consulting Fee Expense $ 11,700.00

2244 Freight and Delivery Expense $ 100.002251 Material Expense General $ 1,000.002258 Material Expense Asset Purchases < $ 5000 $ 2,600.002273 Food, Catering & Cleaning Supplies $ 1,000.002313 Ins Premium Expense Fleet & Plant $ 500.042341 Vehicle Registration Expense $ 699.962372 Fuel and Oil Expense Motor Vehicles $ 6,000.002517 Network Communication Expense $ 3,000.002518 Mobile Telephone Expense $ 8,380.002521 Advertising Expense $ 4,000.002522 ID/Ochre Card & Police Checks $ 780.002530 Outdoor Recreation Activity Expense $ 300.002531 Training Course Fee Expense $ 6,500.042532 Conference or Seminar Course Fee Expense $ 10,000.002534 Accommodation Expense $ 48,860.002535 Airfare and Travel Fare Expense $ 105,000.002536 Regular Chartered Flight Service Expenseenseense $ 1,359.092537 Travel Allowance Expense $ 81,500.002549 Chairman Mayoral Allowance Expense $ 98,150.332551 Councillor Allowance Expense $ 314,755.342552 Printing and Stationery $ 1,000.002555 Meeting Catering $ 12,000.002557 Council Uniforms $ 1,299.963121 Plant and Vehicle Cost Allocation $ 15,000.003151 Internal Workshop allocation $ 8,722.563198 Internal Vehicle Hire Charges $ 2,000.00

$ 757,207.36

Local Authority AllowancesLocal Authority members are paid an allowance after attending a local authority meeting or provisional meeting. The Local Authority Allowances are established by the Minister. On the 29 January 2016, the allowances set for Local Authorities were based on the revenue units and 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.

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Approved Local Authority Allowances

Approved Amount $ Budget Amount $

Local Authority Chairperson 173.00 11,418.00Local Authority Member 129.00 45,666.00

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

Local Authority ExpensesThe table below shows the detailed breakdown of the budgeted expenses that will be incurred on Local authorities for the period ending 30 June 2020.


Natural Account Annually

2531 Training Course Fee Expense 4,308.002535 Airfare & Travel Fare 47,500.002550 Local Authority Meeting Allowance 57,084.002555 Meeting Catering 13,100.003198 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 PlanStatement 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.

• Establishment of an internal committee to focus on long term sustainability and investments


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Projections of Income and ExpenditureRoper Gulf Regional CouncilIncome & Expense Report, 2019-20 to 2022-23 Forecast

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

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

Income

11 - Income Rates and Waste Collection 2,598,471 2,858,318 3,144,149 3,238,47412 - Income Council Fees and Charges 987,858 1,017,494 1,048,019 1,079,45913 - Income Operating Grants Subsidies 17,518,336 18,043,886 18,585,203 19,142,75914 - Income Investments 320,000 329,600 280,000 240,00017 - Income Agency and Commercial Services 13,458,438 13,862,191 14,278,057 14,706,39918- Income Capital Grants 9,978,337 0 0 019 - Other Income 318,000 333,900 333,900 333,900Total Income 45,179,440 36,445,389 37,669,328 38,740,990

Carried Forward / Reserves

81- Carried Forward Reserves 12,576,069 6,846,013 6,762,832 7,017,171Total Carried Forwards 12,576,069 6,846,013 6,762,832 7,017,171

Expenditure

21 - Employee Expenses 19,463,451 20,047,355 20,648,775 21,268,23822 - Contract and Material Expenses 11,353,790 11,921,480 12,517,553 13,143,43123 - Fleet, Plant & Equipment 1,028,863 1,059,729 1,091,521 1,124,26624 - Asset Expense 5,216,000 5,216,000 5,216,000 5,016,00025 - Other Operating Expenses 4,484,573 4,708,802 4,944,242 5,191,45427 - Finance Expenses 12,180 13,398 14,068 14,771Total Expenditure 41,558,857 42,966,763 44,432,160 45,758,162

Operating Surplus/(Deficit) 16,196,651 324,639 0 0

Capital Expenditure

53 - Asset Purchases 21,412,651 5,540,639 5,216,000 5,016,000Total Capital Expenditure 21,412,651 5,540,639 5,216,000 5,016,000

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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

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

• In the absence of a significant rates base, the Commonwealth and Territory Government will continue to fund services

• The budget has been set with the assumption that there will be minimal CPI increase in government funding with the release of the NT Government Plan for Budget Repair which includes the application of a 3% efficiency dividend to NT funded grants for 2019-20, 2020-21 and 1% for 2021-22 and 2022-23

• No direct control on Grants and agency income for future years

• In absence of a long term asset management plan, council’s capital expenditure can only be estimated to the amount of depreciation expense

• There are no additional major initiatives planned over the next five years, outside the

• Council Plan. This is largely due to any major initiatives being wholly dependent on additional funding and there is currently no indication of significant increases that would enable major increases to be considered.

CAPITAL EXPENDITUREAsset 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.


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REPAIRS AND MAINTENANCE, AND INFRASTRUCTURE DEVELOPMENT Amount

Capital Expenditure

5321 - Capital Purchase/Construct Buildings $6,650,523.005331 - Capital Construct Infrastructure $ 8,663,924.005341 - Capital Purchases Plant & Equipment $ 457,364.005371 – Capital Purchases Vehicles $ 390,000.005381 – Capital Purchases Roads $ 5,250,840.00Total Capital Expenditure $ 21,412,651.00

Repairs and Maintenance

2242 - Asset R&M Expense $ 753,670.562352 - Fleet, Plant & Equipment R&M $ 38,971.00Total Repairs and Maintenance $ 792,641.56

Asset and Infrastructure Development Scheduled for 2019-20

Account Number Amount ($) Description

Location: 10 - HQ

10.10.110.5321 10,000.00 ACT 106 - 2 Crawford Street loading Zone

10.36.497.5321 200,000.00 ACT 497 - Ablution Block

10.36.498.5321 90,143.00 ACT 498 - Energy Efficiency & Sustainability

10.10.115.5341 180,000.00 ACT 323 - Replacement Hino Truck

10.10.115.5341 16,364.00 ACT 323 - Manitou Forklift

10.10.115.5371 75,000.00 ACT 323 - Replacement Land Cruiser

10.10.115.5371 75,000.00 ACT 220 - C/F Replacement Land Cruiser

10.10.115.5371 60,000.00 ACT 347 - C/F Replacement Hilux

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

2,871,507.00

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Location: 11 - Barunga (Bamyili)

11.10.110.5321 30,000.00 ACT 111 - C/F Security camera (Council Office)

11.10.110.5321 15,000.00 ACT 111 - C/F Key to like System

11.10.110.5321 30,000.00 ACT 161 - C/F Security camera (Dump)

11.36.464.5331 115,000.00 ACT 464 - C/F Barunga Oval Lights & Fencing Project 11.10.115.5341 50,000.00 ACT 160 - New Rough Terrain Forklift

240,000.00

Location: 12 - Beswick (Wugularr)

12.10.110.5321 30,000.00 ACT 111 - C/F Security camera (Council Office)

11.10.110.5321 30,000.00 ACT 160 - C/F Security camera (Muns yard)

11.10.110.5321 35,000.00 ACT 202 - C/F Lot 118A Renovations

11.10.110.5321 25,000.00 ACT 245 - C/F Lot 16 Security fencing & lights

120,000.00

Location: 13 - Borroloola

13.10.110.5321 100,000.00 ACT 160 - C/F Caged Shed

13.10.110.5321 20,000.00 ACT 160 - C/F 3000Ltrs Water Tank

13.10.110.5321 300,000.00 ACT 202 - C/F Lot 391 Development

13.10.110.5321 20,000.00 ACT 202 - C/F Lot 383 Renovations


13.10.110.5321 1,264,000.00 ACT 111 - C/F Business Hub Development

13.10.110.5321 180,000.00 ACT 160 - Lot 784 Power Upgrade

13.36.491.5321 978,714.00 ACT 491 - Business Hub Development

13.10.110.5331 30,000.00 ACT 161 - Water source tank and stand for waste facility

13.10.110.5331 40,000.00 ACT 161 - Office & Toilet for waste facility

13.10.110.5331 524,160.00 ACT 110 - Rocky Creek Bridge Crossing

13.36.480.5331 4,300,000.00 ACT 480 - Multi Purpose Court

13.36.484.5331 176,640.00 ACT 484 - Anyula Street Blackspot Project

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

13.36.462.5381 875,840.00 ACT 462 - Rocky Creek Bridge Crossing

11,029,354.00

Location: 14 - Bulman (Gulin Gulin)

14.10.110.5321 50,000.00 ACT 245 - C/F Lot 30 Outdoor Kitchen

14.10.110.5321 20,000.00 ACT 245 - C/F Lot 30 Verandah


14.10.110.5321 100,000.00 ACT 160 - C/F Shed extension

14.10.110.5321 20,000.00 ACT 160 - C/F 6000 Ltrs Water pot

14.10.110.5321 10,000.00 ACT 160 - C/F Pump, Guttering & Flashing to channel water


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

14.10.110.5321 25,000.00 ACT 111 - Key to like system

14.10.110.5321 10,000.00 ACT 162 - Cemetery Fencing

14.10.110.5331 45,000.00 ACT 160 - C/F Top dress Oval

14.10.110.5331 15,000.00 ACT 160 - C/F Oval Irrigation System

14.10.115.5341 28,000.00 ACT 160 - New Ride on Mower

14.10.115.5341 28,000.00 ACT 244 - New Ride on Mower

14.10.115.5341 15,000.00 ACT 244 - New Trailer

14.10.115.5371 60,000.00 ACT 244 - C/F New 4WD Hilux

14.10.115.5371 60,000.00 ACT 220 - C/F New 4WD Hilux

521,000.00

Location: 17 - Mardrulk (Weemol)

17.34.429.5321 24,300.00 ACT 429 - Weemol BBQ Area Upgrade

24,300.00

Location: 18 - Mataranka

18.10.110.5321 1,300,000.00 ACT 111 - Lot 120 Community Services Hub

18.10.110.5321 80,000.00 ACT 160 - Public Toilet at Stan Martin Park

18.10.110.5321 20,000.00 ACT 202 - C/F 29 Gunn Street renovations

18.36.495.5321 500,000.00 ACT 495 - Lot 120 Community Services Hub

18.36.496.5321 500,000.00 ACT 496 - Aged care Regional Rural & Remote Infrastructure Project

18.10.110.5331 108,460.00 ACT 160 - C/F Stage 1 Ginty Airstrip Resheeting 18.34.432.5331 92,664.00 ACT 432 - Mataranka Show Ground Upgrade 2,601,124.00

Location: 20 - Ngukurr

20.10.110.5321 50,000.00 ACT 245 - C/F Extended Verandah

20.10.110.5321 75,000.00 ACT 160 - C/F Security Fencing

20.10.110.5321 20,000.00 ACT 245 - C/F Lot 297 Sub-Division

20.10.110.5321 15,000.00 ACT 111 - Council Office Security Fencing & Security Camera

20.10.110.5321 25,000.00 ACT 160 - Municipal Depot Design

20.34.430.5331 39,000.00 ACT 430 - Playground Upgrade

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

20.36.485.5331 175,000.00 ACT 475 - Ngukurr Freight Hub Project

20.36.499.5331 500,000.00 ACT 499 - Ngukurr Sports Court

20.10.115.5341 110,000.00 ACT 160 - New Backhoe

20.10.115.5341 10,000.00 ACT 160 - New Heavy Duty Box tandem Trailer

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1,819,000.00

Location: 21 - Numbulwar

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

21.10.110.5321 193,366.00 ACT 245 - C/F Lot 156 Upgrade

21.36.485.5331 175,000.00 ACT 485 - Numbulwar Freight Hub Project

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

21.10.115.5371 60,000.00 ACT 220 - C/F Replacement 4WD Hilux

828,366.00

Location: 22 - Robinson River

22.34.430.5331 $ 39,000.00 ACT 430 - Playground Upgrade

$ 39,000.00

Location: 23 - Urapunga (Rittarangu)

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

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

$ 220,000.00

Location: 30 - Costello

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

$ 35,000.00

Location: 38 - Mulggan

38.28.327.5331 $ 1,000,000.00 ACT 327 - C/F Mulggan Camp Dwellings Renovations

38.34.430.5331 $ 39,000.00 ACT 430 - Playground Upgrade

$ 1,039,000.00

Location: 43 - Mobarn (Bluewater)

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

Location: 47 - Kewyuli (Roper Valley)

47.28.324.5331 $ 15,000.00 ACT 324 - Replace Underground water line

$ 15,000.00

$ 21,412,651.00


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Rates Assessment of the Social and Economic Effects of the Rating Policy and DeclarationRates 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

Despite having mining and pastoral properties in the council’s area, the rate capping imposed by the Territory Government for this category, restricts council’s ability to generate increased revenue. This adversely affects council to provide increased services to the communities.

Rates Declaration Summary 2019-2020Summary

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. $1,313,013.11 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 $75,250..

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

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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

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.

Rate Assessment Record CertificationI certify to the Council that, to the best of my knowledge, information and belief, the rates assessment record is a comprehensive record of all rateable and within the area.

Sharon HillenActing Chief Executive OfficerRoper Gulf Regional CouncilTuesday 42th June 2019


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Fees and Charges Schedule• 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.

2019-20 Description GST Inc Unit CommentsTrades 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 labourTravel $2.30 per km Includes sealed and unsealedLabour - Operator $90.00 per hour Travel time charges based on

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

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

hourly rateEmergency call out fee $290.00 per call out Outside of council operating

hours

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2019-20 Description GST Inc Unit Comments

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 attachmentsGrader (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 standby24 Tonne Excavator (Hitachi) $140.00 per hour Dry Hire RateRock-hammer $25.00 per hour Mini Excavator only Front End Loader $235.00 per hour Includes attachmentsTractor - 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 chemicalsRide -On - mower - with operator $150.00 per hour Housing onlyTrailer(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 costDead Car Fee $115.00 per car Tyres - Standard Sedan $12.50 Tyres – All Terrain / Small Tractor $46.00 Tyres - Truck / Tractor Large $95.00


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2019-20 Description GST Inc Unit CommentsRegistration 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

Nail clip $30.00 per animalSedation $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 $350.00 per dog additional $70 for on heat, pregnant or dog over 30kg

Dog Castration $280.00 per dog additional $70 for dog over 30kgPup desexing - Spey dog less than 5 months old $240.00 per dog

Pup desexing - Castrate dog less than 5 months old

$200.00 per dog

Cat spey $180.00 per cat Cat castration $130.00 per cat Kitten desexing - Spey kitten less than 5 months old

$160.00 per cat

Kitten desexing - Castrate kitten less than 5 months old

$90.00 per cat

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

$55.00 per dog

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

$70.00 per dog

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

$80.00 per dog

IV fluid therapy $70.00 per bagSubcutaneous fluid therapy $30.00 per animal

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2019-20 Description GST Inc Unit CommentsDectomax injection $20.00 per dog for ticks, scabies, intestinal worms

and heartwormOral ivermectin $15.00 per dog for ticks, scabies, intestinal worms

and heartwormOral tablet dispensing $3.00 per tabletParental drug administration $30.00 per injectionParvovirus vaccination $50.00 per dog Protech C3Euthanasia 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 InternationalLaminate - 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


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2019-20 Description GST Inc Unit CommentsAnnual 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

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 advanceChairs $1.55 per day per chair, payable in advanceDelivery of Tables/Chairs $90.00 per event Local delivery only

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2019-20 Description GST Inc Unit CommentsBBQ $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 vehicleStorage Facility Fee $25.00 per pallet per

weekinsurance to be born by the customer

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

Home Care Packages

Package Management Cost:

Level 1 $25.27 per week GST not applicableLevel 2 $44.47 per week GST not applicableLevel 3 $96.77 per week GST not applicableLevel 4 $146.69 per week GST not applicableCare Management Cost:

Level 1 $50.55 per week GST not applicableLevel 2 $88.94 per week GST not applicableLevel 3 $193.54 per week GST not applicableLevel 4 $293.37 per week GST not applicable

GST not applicableExit Fee $550.00 one off GST not applicableClient Contribution $10.50 per day GST not applicableSupport Services:

Social Support Individual $60.00 per hour GST not applicableSocial Support Group (minimum of 5 people) $10.80 per person per

hourGST not applicable

Meals Preparation and Delivery $14.51 per meal GST not applicableDomestic Assistance $60.00 per hour GST not applicablePersonal Care $60.00 per hour GST not applicableTransport $60.00 per hour GST not applicableCommonwealth Home Support Program (CHSP) & Disability In Home Support (DIHS)

Meals $15.00 per meal GST not applicableSupport Services:

Transport $11.00 per trip GST not applicableSocial Support Group $11.00 per service GST not applicableSocial Support Individual $11.00 per service GST not applicableDomestic Assistance $11.00 per service GST not applicablePersonal Care $11.00 per service GST not applicable

National Disability Insurance Scheme (NDIS) Very Remote

Support Services:

Coordination of Support (COS) $147.09 per hour GST not applicable


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2019-20 Description GST Inc Unit CommentsSocial Support Individual/Transport $79.28 per hour GST not applicableSocial Support Group Centre Based $29.58 per hour GST not applicableMeals (Preparations & Delivery) $14.51 per meal GST not applicableDomestic Assistance $75.05 per hour GST not applicableSelf Care (Personal Care) $85.22 per hour GST not applicableHouse/Yard Maintanence $72.42 per hour GST not applicableA comprehensive listing of all the charges related to NDIS can be obtained with below link https://www.ndis.gov.au/providers/price-guides-and-information/annual-price-reviewGeneral

Road Permit – Application Fee $200.00 per application

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)

Commercial Enterprises

Whipper Snipper hire with Operator $125.00 per hour (if available)

Commercial Enterprises

Push Lawn mower hire with Operator $70.00 per hour (if available)

Residential Homeowners

Whipper Snipper hire with Operator $70.00 per hour (if available)

Residential Homeowners

School nutrition program - breakfast and lunch $8.00 per person per day

GST not applicable

Creche (Relevant Arrangement Fee) $6.50 per person per day

GST not applicable

Creche (Complying Written Arrangement Fee) $25.95 per person per day

GST not applicable

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

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Appendices

Rates Declaration 2019-2020Notice 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 24.07.2019 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 :

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


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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 $1,313,013.11 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

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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.

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 $75,250 will be collected with special rates and will solely be used for Animal Management.

ChargesWaste 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


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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 RateThe 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.

Payment1. 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.


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Regional Plan Legislative RequirementsLegislative frameworkThis 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: (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.

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STREET ADDRESSES

2 Crawford Street Katherine NT 0850

POSTAL ADDRESS

PO Box 1321 Katherine NT 0851

CONTACT

Phone 08 8972 9000Fax 08 8911 7020Email [email protected] www.ropergulf.nt.gov.au

Roper Gulf Regional Council ABN 94 746 956 090

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