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Shire Plan 2012-2013

ROPER GULF SHIRESUSTAINABLE, VIABLE, VIBRANT

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The roper Gulf Shire Council logo

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

Photography: David Hancock

Internal pages design and layout: Sprout Creative

Shire headquarters

Street Address 29 Crawford Street Katherine NT 0850

Postal Address PO Box 1321 Katherine NT 0851

Phone 08 8972 9000

Fax 08 8971 2607

Email [email protected]

Website www.ropergulf.nt.gov.au

Roper Gulf Shire Council ABN 94 746 956 090

infrastructure and Technical Services Depot

99 Emungalan Road Katherine NT 0850

night Patrol Depot

14 Chardon Street Katherine NT 0850

CDeP and Youth Service Depot

126 Victoria Highway Katherine NT 0850

Shire Service Delivery Centres

Phone Fax

Barunga 8975 4505 8944 7059Beswick 8975 4800 8975 4565Borroloola 8975 8758 8975 8762Bulman 8975 4189 8975 4753Jilkminggan 8975 4751 8975 4905Manyallaluk 8978 6466 8944 7049Mataranka 8975 4576 8975 4608Ngukurr 8975 4656 8975 4658Numbulwar 8975 4675 8975 4673

Other locations

Robinson RiverUrapunga (Rittarangu)WerenbunMinyerriAwumbuninjiBadawarrkaBeghettiBarrapunta (Emu Springs)Boomeran LagoonCostelloGaniyarrnad (Ross Hill)Jodetluk (Gorge Camp)GorpulyulLake KatherineMole HillMomobMount CattMulgganMumballina (Toll Gate)Nulawan (Nalawan)Nummerlorri (Namaliwirri)Turkey LagoonMobarn (Bluewater)LarrimahDaly Waters

Shire Plan 2012-2013 iii

ForewordThe Roper Gulf Shire Council acknowledges the Traditional Owners of the Shire area, past and present. Roper Gulf Shire Council has grown significantly since its commencement in July 2008. Rapid growth and increased service delivery have presented challenges and complex issues for the Council. The Council has worked hard to meet and overcome these challenges as it has moved forward.

The three year Strategic Plan 2010-2013 reflects the individual character of the Shire. The Shire continues to improve the quality of services and programs it delivers as it moves towards achieving the goals and objectives set out in the Strategic Plan. 2012 marked a significant milestone, being this Shire’s second Council election. Armed with a new Shire Plan, a wealth of cultural knowledge and stronger community ties, the new Council will be reviewing the Strategic Plan in 2013 to provide the organisation with goals and outcomes reflective of the evolving requirements of our communities. The new Council have the advantage of utilising past lessons learnt by the previous Council to ensure an efficient and consultative process.

The Shire is committed to improving and increasing remote service delivery to all our townships and will continue in its lead role in identifying opportunities for greater service delivery; industry growth and community development.

Our towns of Ngukurr and Numbulwar are Remote Service Delivery sites under the Australian Governments National Remote Partnership Agreement. These towns and Borroloola are Growth Towns under the Northern Territory Governments Working Futures Policy. The Shire is a signatory to the Local Implementation Plans (LIP). As a partner to the Federal and NT Governments, the Shire aims to achieve the best possible outcomes for our residents in these towns.

Since 2008 the Shire has continued to improve its services in all areas. We will continue to improve and increase the quality and standards of service delivery as we move towards achieving our goals. The purpose of the Shire Plan is to plan, strengthen and grow our delivery of local government services and other agency programs. The legislative requirements for this Shire Plan are located in the Appendix I of this document.

Thanks to Council, Community, Local Boards and stakeholders for their input into this Shire Plan. We encourage community members to work with the Local Boards and Councillors so we can all work together as one towards a Sustainable, Viable and Vibrant future.

On behalf of the Roper Gulf Shire Council,

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acronymsABS ...................Australian Bureau of Statistics

AG......................Australian Government

AGD ...................Attorney Generals Department

AMP...................Alcohol Management Plan

AMRRIC ............. Animal management in Rural and Remote Indigenous Communities

BRACS ............... Broadcasting for Remote Aboriginal Communities Scheme

CACP..................Community and Care Package

DCCS ................. Director of Corporate & Community Services

CDEP .................. Community Development Employment Projects

CEO ....................Chief Executive Officer

CO ......................Commercial Operations

Community ........ The term ‘community’ refers to all groups of people living in the shire, unless specifically stated otherwise

CS ......................Community Safety

DBE .................... Department of Business and Employment

DBCDE ............... Department Broadband, Communication and the Digital Economy

DCI ..................... Department of Construction and Infrastructure

DCF ....................Department of Children and Families

DEEWR .............. Department of Education, employment and Workplace Relations

DET ....................Department of Education and Training

DHF ....................Department of Health and Families

DHLGRS ............. Department of Housing, Local Government and Regional Services

DLP ....................Department of Lands and Planning (NT)

DoHA .................Department of Health and Ageing

DoJ ....................Department of Justice

DSEWPC ............ Department of Sustainability, Environment, Water, Population and Communities

DWP ..................Daly Waters Progress Association

EMT ...................Executive Management Team

FaHCSIA ............ Department of Families, Housing, Community Services and Indigenous Affairs

GBM ..................Government Business Manager

FCS .................... Family & Community Services

GCP ....................Governance & Corporate Planning

HACC .................Home and Community Care

HLP ....................Horticulture & Landcare Projects

HO......................Housing Operations

HQ......................Headquarters

HR ......................Human Resources

IBP ..................... Indigenous Broadcasting Program

ICC ..................... Indigenous Coordination Centre

ICT ..................... Information and Communication Technology

ITS ..................... Infrastructure & Technical Services

LB ...................... Local Boards

LIP ...................... Local Implementation Plan

LRG .................... Local Reference Group

MRLB .................Mataranka Region Local Board

MRM .................McArthur River Mine

MRM CBT .......... McArthur River Mine Community Benefits Trust

NRETAS ............. Natural Resources, Environment, the Arts and Sport

NTPFES .............. Northern Territory Police Fire and Emergency Services

NTG ...................Northern Territory Government

RGSC .................Roper Gulf Shire Council

RIBS ................... Remote Indigenous Broadcasting Services

ROC....................Regional Operations Centre

RTEED ................ Remote Training, Employment and Economic Development

S & R .................Sport & Recreation

SDC....................Service Delivery Centre

SIHIP .................. Strategic Indigenous Housing and Infrastructure Program

SSS ....................Satellite Subsidy Scheme

SSM...................Shire Service Manager

SNP....................School Nutrition Program

SHS....................Sunrise Health Service

SSMs .................Shire Service Managers

TWILG................This Week in Local Government

VDSC .................Victoria Daly Shire Council

Workshop ..........Mechanical Workshop

YMAC ................Yugul Mangi Aboriginal Corporation

YS ......................Youth Services

Shire Plan 2012-2013 v

Table of ContentsForeword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii

Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv

Section 1: introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

1.1 Our Vision – Mission – Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

1.2 Governance Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

1.3 Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

1.4 Organisational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

1.5 Shire Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Section 2: Service Delivery 2012-2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

2.1 Opportunities and Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

2.2 Town Priorities and Community Budgets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

2.3 Delivery of Goals and Performance Monitoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Section 3: Financial Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

3.1 Budget Summary 2012-2013. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

3.2 Estimates of Revenue and Expenditure 2012-2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

3.3 Financial Objectives, Measures and Indications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

3.4 Council Member Expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

3.5 Long Term Financial Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

3.6 Capital Expenditure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

3.7 Rates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

3.8 Fees and Charges Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97

appendix i – Shire Plan legislative requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100

appendix ii – rates Declaration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101

appendix iii – acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104

Shire Plan 2012-2013 1

1 . inTrODUCTiOnThis is the fourth Shire Plan of the roper Gulf Shire Council . This will be the fifth year of Council . Over the previous 3 years the Shire has moved towards a more regional approach .

To emphasise this, the original Strategic Plan was revised and extensively altered in 2010 . This year’s Shire Plan comes from the Strategic Plan 2010-2013 and has been informed by the feedback we have received from the Council, local Board members, Shire residents and other stakeholders .

The ‘Community Priority Projects' list’ introduced in the 2010/11 Shire Plan has been continued and is now referred to as ‘Town Priorities’ . Through developing the “Town Priorities” we have identified key deliverables and issues which will be improved and progressed during this planning period .

The Council's plan to improve the level of service delivery to the residents of the Shire cannot be carried out without the support and commitment of staff members . roper Gulf Shire Council acknowledge staff contributions and achievements in the past 4 years .

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1 .1 Our Vision – Mission – Values

Our Values are:h Honestye Equalitya Accountabilityr RespectT Trust

Our Vision is:Roper Gulf Shire, sustainable, viable and vibrant

Our Mission is:Working as one towards a better future through effective use of all resources


1 .2 Governance Structure

The Roper Gulf Shire Council has a statutory requirement to provide 12 elected members to govern Roper Gulf Shire. The 12 Councillors are elected for a term of 4 years. The Mayor and Deputy Mayor are elected from and by the Council.

A network of Local Boards has been established by the Shire to enable Council to have a systematic approach to community input on issues that affect a

particular community or local region. Membership of the Local Boards are reviewed regularly and reappointments, appointments, and other changes are actioned accordingly.

Council has formalised the Youth Voice Committees in the Growth Towns and aims to develop similar committees in all SDC’s as a commitment to the Strategic Plans key focus area.

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1 .2 .1 Our Council

Tony Jack South West Gulf Ward

Borroloola

Judy MacFarlane Never Never Ward

Mataranka

nyirranggulung Ward

Councillor Ashley

Beswick

Councillor Andrews

Manyallaluk

Councillor Dalywater

Bulman

Councillor Numamurdirdi

Numbulwar

numbulwar numburindi WardYugul Mangi Ward

Councillor Daniels Ngukurr

Councillor Daniels Ngukurr

never never Ward

Councillor Roberts Minyerri

Councillor Daylight

Jilkminggan

South West Gulf Ward

Councillor Evans

Borroloola

Councillor Allen

Borroloola

Mayor Deputy Mayor

local Boards:Borroloola

Youth Voice Committee

local Boards:Mataranka Region

Jilkminggan Alawa

local Boards:Ngukurr


local Boards:NumbulwarYouth Voice Committee

local Boards:Beswick, Barunga, Bulman

& Weemol Manyallaluk


Establishment of Committees

The members of a Council committee may include people who are not Council members. A Council committee can have a wide range of executive or advisory functions. A Council committee is subject to control and direction by the Council.

Finance Committee

The Shire has established a Council Finance Committee, which meets on alternative months to the Ordinary Council Meetings. Mayor Jack, Deputy Mayor MacFarlane, Councillor Allen, Councillor Numamurdirdi and Geoff Bishop, an independent member, form the membership of the committee. The addition of an independent member means this committee meets the requirements of an Audit Committee.

Joint Headquarters Committee

The Shire has established a Joint Headquarters Committee to participate in joint coordination with members of the Victoria Daly Shire Council to establish a Joint Headquarters in Katherine. Councillors on this committee are Mayor Jack, Deputy Mayor MacFarlane, Councillor Dalywater, and Councillor Evans.


Youth Voice Committees have been established in Borroloola, Ngukurr and Numbulwar to give youth a voice and participation in the Council governance structure.

Community Grants Selection Committee

Community Grants Selection Committee has been established to recommend to Council the allocation of community grant funds. Councillors on this committee are Mayor Jack, Deputy Mayor MacFarlane, Councillor Andrews and Councillor Ashley.

Local Boards

Local Boards have been established under the Local Government Act 2008. Local Boards have the following roles:•Provide advice to the Council on service delivery

plans for towns or local regions, and have input into Shire Plans and Regional Management Plans

•ProvideadviceoralertCounciltoexisting,newandemerging issues within the scope of Council activity

•Ensure the needs of the local community or regionare considered by the Council

•Other delegated roles such as organising community events

•Councillors are ex-officio members to any Local Board in their Ward

Members of Local Boards are nominated at the local level and the Shire Council approves the nominations at an ordinary meeting of Council. Local Boards and committees are supported by the Shire Service Managers and the Governance and Corporate Planning Unit.

Shire staff provide administrative and logistical support to the Local Board and committees in their Service Delivery area.

Council meetings open to the public

Apart from exceptional circumstances, Council meetings will be open to the public. Shire staff do not arrange permits to enter Aboriginal land. If required members of the public wishing to attend Council meetings on Aboriginal land will need to organise permits with The Northern Land Council. A full schedule of meetings is available on our website.

Formal deputations to Council

Council will accept formal deputations at Council meetings from individuals, Local Boards and other interest groups to allow them to put a particular point of view or argue a case (for example pastoralists, traditional owners, or youth groups may wish to present their views on the allocation of Council resources or service priorities).

Individual Councillors

Residents can raise issues individually with their local Councillor.

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1 .2 .2 electoral representation and review

The Local Government Act (s23 (2)) and Local Government (Electoral) Regulations (s63) direct that once in every four years Council must carry out a review to ensure the most effective electoral representation in their area. This review must be completed at least one year before the next general local government election.

Council completed a review in February 2011.

Following extensive community consultation it was determined that all aspects of the model of representation remain the same, except for a minor change to the Nyirranggulung and Never Never Ward Boundary. This boundary change affected 5 enrolled

citizens. The ward sizes in the tables allows a greater perspective to the area Councillors have to travel to represent the residents of the Shire.

The original boundaries of the Wards within Roper Gulf Shire were gazetted by the Minister for Local Government in early 2008. After an Electoral Representation Review in 2010, changes to the ward boundaries were recommended. The proposed changes to the Nyirranggulung and Never Never Ward Boundary were sent to the Minister for Local Government in late February 2011 and approved in 2012.

Table 1: electoral representation with changes to boundaries of Wards

Ward

number of Councillors (including Mayor)

electors on roll as at 30 Sep 2010 a bs

electors per Councillor with proposed changes

land mass c (km2)

Never Never 3 686 229 60,600

Numbulwar Numburindi 1 509 509 4,414

Nyirranggulung 3 927 309 40,148

South West Gulf 3 855 285 60,055

Yugul Mangi 2 690 345 19,958

Totals 12 3,667 n/a 185,194

a. Source: NT Electoral Commission, 2010, 'Electoral Representation Data for Roper-Gulf Shire'. b. Five electors added to Never Never Ward & five removed from Nyirranggulung Ward.c. Source: NT Department of Lands and Planning, Lands Information Office, 2010.


1 .3 Strategic PlanIn our fifth year of operation, we are looking to refine and improve upon our operations within the Shire that will lead to achieving our strategic goals of:-1. Strengthen quality of life in our Shire2. Move towards sustainability3. Care for our environment4. Improve our infrastructure5. Good Governance

In 2010 the Council made a commitment to focus on building expertise and expanding our reputation over the three years, 2010 to 2013, in 4 key areas:•Localjobsforlocalpeople;•Environment;•Counterdisasterplanning;and•Youth.

The Shire has made significant progress in these key areas over the previous 12 months. Further progress in these key focus areas are prescribed in the Shire Plan for 2012-2013 including:•Increasingthesupport,trainingandjobreadinessof

local people through further training and employment initiatives;

•EnvironmentPartnerships;NRMplanningandclimatechange adaptation measures; and the new Landcare and Animal Welfare Business Unit.

•CompletionofthesuiteofCounterDisasterPlanningtools including a Recovery Plan and Evacuation Centre Plan; and

•Strengthening and expanding youth services, sportand recreation program, and CDEP with a focus on engaging youth in the Shire.

The focal points in the Shire Plan 2012-2013 are on achieving the strategic goals by:•furtherdevelopmentofinternalsystems,policiesand

procedures;•creatingsustainablebusinessopportunities•improvingoperatingefficiencies•improving systems of accountability, reporting

and planning;•strengthening our strategic partnerships with

external stakeholders; and•improvingcommunicationsandfeedback.

The Roper Gulf Shire Council Strategic Plan 2010-2013 is available at www.ropergulf.nt.gov.au, Headquarters, Crawford Street, Katherine or the Shire Service Delivery Centres.

Consultation

Shire Council, Local Boards and Staff conducted a widespread consultation to inform the development of the Shire Plan 2012-2013. Initially information was provided generally on the Plan and its purpose. Through this process, useful input from local board members, town residents and other stakeholders was received. The second round of consultation consisted of the draft Shire Plan being released for the 21 day public consultation period required under the Northern Territory Local Government Act 2008.

During this period a further round of consultations took place with local boards, public meetings, individual residents and key stakeholders.

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Chief executive Officer

•AdministrationofLocalBoards,AdvisoryBodies and Management Committees

•AdvocacyandRepresentationonlocaland regional issues

•RegionalManagementPlan

•CouncilPlanningandReporting

•CustomerRelationshipManagement

•Governance

• LocalEmergencyManagementPlanning

•PublicandCorporateRelations

Director Commercial Operations

Commercial Contracts•LocalRoadMaintenance• LocalRoadUpgradeand

Construction •WeedManagementand

Fire Hazard Reduction •CompanionAnimal

Welfare and Control •Airstrips•PowerandWater

agency•Outstations•AustraliaPost

Other•CommunityHousing

and Construction •OtherRoads•TenancyManagement•HMP-fencing

Director infrastructure and Technical Services

Core•ProjectManagement•Maintenanceandupgrade

of Council Controlled Parks, Reserves, and Open Spaces

•TrafficManagementonLocal Roads

•WasteManagement•CemeteryManagement•Maintenanceandupgrade

of Council Controlled Buildings, Facilities, and Fixed Assets

•AssetManagement• FleetandPlant

Management•LightingforPublicSafety

including Streetlighting

Other•SwimmingPools

Core•RecordsManagement•HumanResource

Management including •Recruitment •Training •Mentoring •Payroll• FinancialManagement •Budgets •Grants •APandAR •Rates •FinancialReporting •AuditCoordination•RiskManagement• InformationTechnology

and Communications

Core•Civic,Culturaland

Sporting Events•LibraryandCultural

Heritage•AdministrationofLocal

Laws

agency •AgedandDisableCare•ChildCareServices•CommunityMedia•CommunitySafety•SportandRecreation•VisitorInformation

Services•YouthServices•CDEP

Director Corporate Services

Director Community Services

local Boards

Council

1 .4 Organisational Structure


1 .5 Shire Plan

This Shire Plan has been developed in accordance with Big Rivers Regional Management Plan. The Shire Plan communicates to Council, residents, key stakeholders and partners the activities and operations of the Shire during the 2012 – 2013 financial year.

Town priority lists have been compiled through consultation with residents, LIPs where relevant, Shire Service Managers and partners. Priorities have been classified as being Core, Agency or Advocacy. Commonalities in priorities across the Shire have been identified and are:

•Security of land tenure continues to be an issue for the Shire as it impacts on the Shire’s capacity to grow, develop infrastructure and make long term plans. Land tenure coupled with lack of power, water and sewerage infrastructure restricts the capacity of towns to attract investment and growth opportunities. The Council also recognises their advocacy role for services and issues that are not core to Shire operations.

•improved operating efficiency to increase profitability of commercial services and increase value for money in other service areas. Financial Sustainability remains a challenge in our Shire with a significant reliance on Federal and State Funding.

•Control and management of companion animals, in particular the introduction of by-laws for control and education and awareness has been flagged by

many townships as important. The Shire aims to continue its implementation of companion animal welfare management activities. The development and enforcement of by-laws and delivery of education and awareness programs are key components of the Animal Welfare Program. Assisting in managing companion animal control is the fencing of houses in partnership with Territory Housing.

•Management of cemeteries, incorporating the new design which is culturally appropriate, register administration, fencing, mapping and maintenance. The delivery and implementation of a Cemetery Management Plan and Standard Operating Procedures for each cemetery will address many of the issues pertaining to the delivery of this service.

•The Shire will be completing and implementinga framework for assets and infrastructure management, and the development and maintenance this year. Issues such as street lighting will be addressed through this process.

Roper Gulf Shire Council receives very little in rates or untied funding (that is, funding that is not tied to specific activities by the funding body). The level of untied funding and the success of applying for external grants determine whether Town Priorities can be achieved within the period of the plan. The Shire actively pursues grants to achieve these priorities.

Sport & Recreation Operational Plan

Commercial Operations Operational Plan

CDEP Operational Plan

Human Resources Operational Plan

Youth Services Operational Plan

SSM Operational Plan

Landcare & Animal Welfare Operational

Plan

Civil Works Operational Plan

Outstations Operational Plan

Night Patrol Operational Plan

Governance Operational Plan

Family & Community Services Operational Plan

Finance Operational Plan

Strategic Plan 2010-2013

Shire Plan 2012-2013

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Core Services

Core services are those that all Shire Councils are required to deliver to specified communities from 1 July 2008 under the Local Government Act.

Core services comprise the following:•Maintenance and upgrade of parks, reserves and

open spaces•Maintenanceandupgradeofbuildings,facilitiesand

fixed assets•Maintenanceandmanagementofcemeteries•Lighting for public safety, including street lighting

[on local roads]•Localroadupgradingandconstruction•Localroadmaintenance•Trafficmanagementonlocalroads•Fleet,plantandequipmentmaintenance•Wastemanagement(includinglitterreduction)•Weeds control and fire hazard reduction in and

around community areas•Companionanimalwelfareandcontrol•Libraryandculturalheritageservices•Civicevents•Localemergencyservices•Trainingandemploymentof local people in council

operations•Administrationoflocallaws•Publicandcorporaterelations•Customer relationship management, including

complaints and responses•Governance: including administration of council

meetings, elections and elected member support•Administration of Local Boards, advisory bodies

and management committees•Advocacy and representation on local and regional

issues•Financialmanagement•Revenuegrowth•Humanresources•Assetmanagement•Recordsmanagement•Riskmanagement•Council planning and reporting: strategic, financial

and service delivery planning and reporting•ITandcommunications

Agency Services

Agency services include services that the Shire 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 the service.•CommunityAgedCarePackages(CACP)•HomeandCommunityCare(HACC)•ArtsandCultureProgram•MediaServices(BRACS)•Crèche•Employment, Training andCommunityDevelopment

Employment Program (CDEP)•CommunitySafety(NightPatrol)•SportandRecreation•YouthServices

•CentrelinkCommercial Services

Commercial Services are services that the Shire is undertaking on a full commercial basis with the intention of using profits from commercial activities to improve services to the community.•PowerWater•AirstripMaintenanceandReporting•HorticultureandLandcare•HousingOperationsProgram•IndigenousEnvironmentalHealth•AustraliaPost•TenancyManagement•RoadConstructionandMaintenance

Other Services

Roper Gulf Shire Council currently maintains swimming pools in Ngukurr and Borroloola. These services are not delivered on behalf of another organisation nor do they make a profit to help fund its operation or contribute to other services.

The Shire advocates on behalf of the Shire constituents/residents on a range of issues which are not core, agency or commercial services of the Shire.

Shire Plan 2012-2013 11

2 . SerViCe DeliVerY 2012-2013

The focus for the Shire and Service Delivery Plan in the 2012-13 Financial Year is on achieving key milestones and measuring performance against our goals and strategies . encapsulating and communicating this information has influenced the layout of the Service Delivery Plan .

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According to the Strategic Plan 2010-2013, the Shire Plan is for the period from July 2012 – June 2013. Initiatives, services and activities to be carried out during the planning period are detailed. Performance indicators and milestones the Council aims to achieve are set in the plan.

Performance measures have been refined and linked to industry standards with the view to improving the quality of service; accountability and transparency.

The Service Delivery Plan contains the Shire’s key measurable achievements and milestones for the year. The sum aim of these key deliverables is to increase effectiveness, efficiency and quality. Major milestones for 2012-2013 are:•ImplementationofTheWorkforce

Development Plan•Policies•StandardOperatingProcedures•WHS – Work Health and

Safety Review•OrganisationRe-structure•AssetManagementPlan•Control and management of

companion animal welfare through a strategic roll out of further Companion Animal Welfare Management activities including by-laws

•Completion of a Sustainability /Revenue Growth policy

•Implementation of Disaster Recovery Plans

Key initiatives for the 2012-2013 year are recorded as milestones in the Service Delivery Plan.

Key initiatives are characteristically the total of a number of milestones within the plan.

2012-2013 will see the implementation of the Workforce Management and Performance Plan which includes:•Recruitment and retention

strategy•Skills training and development

analysis and schedule•Careerpathways•Mentoring•Implementation of Workplace

Common Conditions and standardised employee contracts

•Employee performance planningand management systems

The completion of an Assets and Infrastructure Management Plan and Framework and implementation of systems, incorporates:•CemeteryManagementPlan•Plan of Management for Parks

and Open Spaces•WasteManagementMasterplan•Roads Hierarchy, Repairs and

Maintenance Plan•TrafficManagementStrategy

Key Performance indicators

KPI reports are provided to Council at it’s OCM following the end of each quarter.

Performance measures are detailed within the Service Delivery plan. The performance measure box contains four variables collected to enable measurement of Shire performance.•Baseline data – collection of

figures, data and information as at

30 June 2011, this is our starting point. Increases or decreases will, over the next twelve months, be measured from this point or against this data.

•effectiveness – is a measure of how well the service delivery compares with the planned purpose or objective.

•efficiency – how productively resources are transferred into goods and services.

•Quality – the quality of goods and services, how well they are delivered to the constituency and to what they are satisfied.

Operational Plans

The activities of each Shire Business Unit are detailed in an ‘Operational Plan’ and are linked to the goals and strategies of the Roper Gulf Shire Strategic Plan.

Operational Plans include strategic alignment, reporting requirements, performance indicators, employee training and development, assets, budget, organisational structure, actions and milestones.

The information contained in the Operational Plans has been reviewed and analysed for the purpose of informing the Shire Plan. The Performance Indicators and Milestones of the operational plans are captured in the Shire Plan.

Implementation of the plans will be monitored during the financial year and results reported to Council through the management structure.

Shire Plan 2012-2013 13

2 .1 Opportunities and ChallengesRoper Gulf Shire Council covers an area of approximately 186,000 square kilometres of land, the majority of which is in the eastern side of the Big Rivers Region.

The Shire is divided into five wards with each being represented by elected members. There are 16 towns and communities of varying sizes including major roadhouses, 22 outstations and 50 pastoral properties in the Roper Gulf Shire. The distance and population size provide both opportunities and challenges in a vast array of aspects within RGSC operations.

14

Opportunities

Opportunities Strategy responsibilityConstruction of new purpose built headquarters and offices

Work in partnership with Victoria Daly Shire

CEO Joint HQ Committee

Improvement and implementation of policies and procedures

Review and update existing policies as applicable. Communicate policies and procedures. Check compliance regularly against policies and procedures

EMT GCP

Improved systems of planning and reporting

Provide a sound planning structure from the Councils Strategic Plan; to annual Shire Plan and Operation and activity plans embedding reporting frameworks at each level

CEO DITS DCCS

Local Implementation Plans Report and deliver on the actions of the Shire towards the implementation of the LIP in the Growth Towns of Ngukurr, Numbulwar and Borroloola

DITS

Maximise opportunities to improve service delivery where the Shire has lead or supporting role in the implementation of Local Implementation Plans Borroloola, Ngukurr and Numbulwar

Reporting on Shire activity related to the LIP to the relevant agency being community reference groups, Regional Operations Centre (ROC) or Service Delivery Coordination Unit

Participate in negotiations relating to developments in the LIPS e.g. construction of Children and Families centre in Ngukurr requires the Shire to develop services for delivery from the facility and provision of ongoing repairs and maintenance as a service provider the Shire would expect they would be part of the consultation

EMT

Build capacity to provide greater opportunity to gain additional government contracts, and to value add to existing contracts

The newly formed position of Director of Commercial Operations provides capacity to further advance the operation of commercial ventures thereby strengthening Roper Gulf Shire Council’s ability to generate revenue and increase employment

DCO

Shire Plan 2012-2013 15

Opportunities Strategy responsibilityTerritory Government contracts for the repairs and maintenance of their remote assets

Actively participate in consultation and negotiations to secure future contract options

Mentoring and support to enable pathways to employment and

DCO

HR

YS

Opportunities for growth and development within the Shire

Investigate partnerships and linkages which will create opportunities for economic growth

CEO EMT

16

Challenges

Challenges Strategy responsibilityAll weather, consistent, reliable and cost affect road access to all townships and communities within the Shire

Continue to “lobby” government to invest in the upgrade and/or development of key access roads within the Shire

DITS

ICT systems and communication networks are unreliable, inconsistent coverage and constant operating issues. Mobile phone coverage across the Shire

Investigate and prepare a report on options from improving mobile access across the Shire

Review internal IT systems

CEO

DCCS

IT

Communication internal and external of Shire services, procedures, policies and operations

Implementation of a Communications Strategy

GCP

Long term land tenure for ‘security’ of fixed and non-fixed assets, purposes of town planning, growth, industry and business development

Continue to work in collaboration with other Shire Councils to secure land tenure through leasing

Council

CEO

Effective and efficient decision making, monitoring and reporting systems

Refinement of the planning and reporting framework

Terms of Reference for Managers and

Executive meetings

Reports to meetings contain evidence based, (research, data, feedback) recommendations

EMT

Recruitment and retention of suitably qualified staff

Implementation of the Workforce Management and Development Plan

Training and cross training of staff to ensure a multi-skilled, multi-talented and interested workforce

EMT

DCCS

Shire Plan 2012-2013 17

Challenges Strategy responsibilityFinancial compliance including Local Government Act

Quarterly compliance checks and reports

Electronic tracking system for key reporting and milestones

Compliance checklists for operational staff

Ad hoc compliance checks

EMT

GCP

Finance

Operational compliance with Service Standards, policies and procedures, Local Government Act, Funding Agreements and commercial contracts

Quarterly compliance checks and reports. Compliance checklists for operational staff Ad hoc compliance checks

Educational awareness and training policies and procedures

EMT

GCP

Finance

Continuation of services during the wet season

Management of workflows and plans

DITS

The population statistics quoted are from the Australian Bureau of Statistics 2011 census (www.abs.gov.au)

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BarUnGaBarunga is a small community of indigenous people and is located approximately 80 kilometres south-east of Katherine . each year, the community holds the Barunga Festival which occurs in mid June . it is a cultural and sports festival with up to 3000 people attending . The ceremonies are an important part of Barunga community life . Total population of Barunga is 313 out of which there are 153 males and 160 females . The median age is 24 .

Shire Plan 2012-2013 19

Barunga Town Priorities

Core Services

Project Details Timeframe Unit responsible Funding Source

Dog Bylaws to reduce and control number of dogs

June 2013 Council Governance and Planning

Budget

Footpaths around the town to enable old people and children to move through the township without having to use roadways

June 2013 Infrastructure To be sourced

Additional street lighting specially at the community entrance

Mar 2013 Infrastructure To be sourced

Improve traffic management, increase signage Mar 2013 Infrastructure To be sourced

agency Services

Project Key Stakeholders/ Partners

Timeframe Unit responsible

Program for school leavers to have a future pathway

DET Dec 2012 Youth Services

Establishment of a Women’s Centre Closing the Gap DHF

2013 Family and Community Services

Activities for youth 10 years and over in the community to keep them occupied

DHLGRS FaHCSIA

ongoing Sport and Recreation

22 fences around dwellings DHLGRS June 2013 CDEP

Other/advocacy Only

Project Timeframe lead agency

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

2012/13 DoJ FaHCSIA Sponsoring Club

Startacrècheinthecommunityforvocational/childcareforworking parents

2012/13 DET DEEWR

Sewerage upgrade to prevent overflow from septic in the wet season

2013/14 DHLGRS

20

BUlManThe community is located about 312km north east of Katherine . it takes about 3 to 4 hours to get to the community from Katherine by road . a large community which has facilities including school, health centre, store and provides resources to nearby smaller communities and homeland centres/outstations . The community is accessible by road for most of the year except when there is severe flooding during the wet season . The road is a single lane and is sealed until Beswick, and after that it is dirt with patches of corrugation and bull dust . The community is usually cut-off during the wet season at the Mainoru river and Flying Fox Creek . however with careful driving the road is usable . Total population of Bulman is 275 out of which there are 121 males and 153 females . The median age is 23 .

Shire Plan 2012-2013 21

Bulman Town Priorities

Core Services


Road to be resealed in the area in front of the SDC

2013 Infrastructure To be sourced

Public toilet block for Weemol and Bulman including a laundry


Road to be sealed from Bulman to the airstrip 2012 Infrastructure To be sourced

Flood Boat for the wet season 2013 Infrastructure To be sourced

Curb and guttering machine, which could be shared jointly with the other towns, to improve the condition of streets and storm water run off


Kerbs and gutters – Bulman and Weemol 2012 Infrastructure To be sourced

Roads reseals – Bulman and Weemol – Council Office area


Drainage improvements near Council Offices and Workshop area


Compact rubbish truck 2012/13 Assets Budget

Dust suppression and park areas – grade to remove rocks, topsoil and lawn


agency Services



Homelands roads – Access road to Mt Catt several sections which need crossing for all weather access

DHLGRS 2012/13 Infrastructure

Upgrade water supply system at Mt Catt current solar pump does not work at night or during the wet season due to cloud cover

DHLGRS 2012/13 Infrastructure

Vehicle to tow the septic pump out trailer DHLGRS 2013/14 Assets

9 fences around dwellings DHLGRS June 2013 CDEP

Other/advocacy Only


Airstrips repairs and maintenance Ongoing DCI

Housing upgrades and repairs 2012 SIHIP

Upgrade of septic system at Weemol as current individual systems flooding during the wet season as there is limited access for the pump out truck

2015/16 DHLGRS

22

BOrrOlOOlaThe Town is located on the eastern coast of the northern Territory on the Gulf of Carpentaria . The town is situated on the banks of the Mcarthur river, approximately 850 kilometres south-east of Darwin, 670km east south east of Katherine . The rivers of this region have carved spectacular gorges through sandstone deposits in their upper reaches . The rivers and coastal areas are host to barramundi, earning Borroloola a reputation among sports fisherman, and also to the deadly saltwater crocodile . The region has little rain from May to September, and is characterised by lightly treed Savannah grasslands . Total population of Borroloola is 926 out of which there are 472 males and 454 females . The median age is 26 .

© 2012 Google – imagery copyright symbol Cnes/Spot image, DigitalGlobe, Geoeye

Shire Plan 2012-2013 23

Borroloola Town Priorities

Core Services


Continue street lighting to eliminate dark spots 2013 Infrastructure Budget

Roads restoration 2013 Infrastructure To be sourced

More public toilets including one at the cemetery 2013 Infrastructure To be sourced

Signage at Cemetery Entrance 2013 Infrastructure To be sourced

Manned Station at Dump 2013 Infrastructure To be sourced

Box drain at pool car park December 2013 Infrastructure SSM

To be sourced

Landfill for and upgrade of Waste Disposal Facility

June 2013 DITS SSM

To be sourced

Identify and make available, opportunities for people to gain appropriate training and employment

Ongoing All Shire Business unit

To be sourced

Provide training and skill enhancement opportunities for community representatives across a range of areas including finance, governance and management

Ongoing Governance and Corporate Planning

To be sourced

Cemetery grounds - plan of management which includes, formalise and standardise new plots, maintenance schedule and defines roles and responsibilities of Shire and Cemetery Trust Corporation

2013 DITS SSM

To be sourced

Provision of pedestrian pathways inclusive of, but not restricted to school crossing zone

July 2013 Infrastructure To be sourced

Pedestrian crossing at the pool July 2012 Infrastructure Budget

Flood lighting at Show Grounds 2012/13 Infrastructure To be sourced

Improve Mara back access track 2012/13 Infrastructure To be sourced

Upgrade Mara track connecting Mara to Bing Bong Road for wet season access

2012/13 Infrastructure To be sourced

Lengthen and upgrade sports oval at Show Grounds


24

agency Services



Lighting on McArthur River Bridge

Continue to develop recreation facilities based around the swimming pool

NRETAS 2014/15 Sports & Recreation

Establish short, medium and long term programs for upgrading all roads including river crossings in the region- applicable to roads the Shire is responsible for

DLP 2013/14 Infrastructure

Support the operation of the existing Women’s Safe House

DCF Ongoing Community Safety

Manage antisocial behaviour such as public drunkenness, disorderly behaviours and vandalism

NT Police Ongoing Community Safety

Provide Youth leadership courses to develop leadership skill in youth across the region

DET Ongoing Youth Services Youth Voice Committee

Shire Plan 2012-2013 25

Other/advocacy Only


Removal of a buffer zone around the power station and the power station to enable business development

2012 PowerWater

Establish a youth hostel for young people participating in education and training

2014/15 MRM CBT

Continue to develop and support community events such as the Boonu Boonu Festival, Borroloola Show, Rodeo, King Ash Bay Easter Fishing Classic as well as local sporting events

Ongoing Family and Community Services

Improve the range of public, private and commercial accommodation in the region

2015/16 DEEWR DHLGRS

Expand and improve infrastructure to provide more options for visitors to the region

2015/16 Tourism NT

Assist indigenous organisations to engage in commercial investment opportunities in the region

Ongoing DBE

Encourage Indigenous organisations and individuals to participate in business development opportunities

Ongoing DHLGRS

Upgrade the mobile phone footprint 2014/15 DLP

Develop further public internet access and upgrade the mobile phone footprint

2012/13 DBE

Undertake proactive policing such as community and pub patrols 2011/12 NT Police

Establish a sobering up shelter 2015/16 NT Police

Establish a cultural centre to promote the culture, art and language of the four groups in Borroloola

2015/16 NRETAS

Baseline mapping of services and infrastructure in town and surrounding service populations to inform Local Implementation Plan

2011/12 DHLGRS

Partnership for development of a Community Complex to serve as a multi-purpose facility

2015/16 RGSC McArthur River Mine Community Benefits Trust

26

Daly Waters Town Priorities

Core Services


Ongoing monitoring of dump Ongoing Infrastructure To be sourced

Tennis court repairs Jan 2013 Infrastructure To be sourced

Maintenance/upgrade of ablution block at Roy Beebe Park

Dec 2012 Infrastructure To be sourced

Other/advocacy Only


Reticulated sewerage system Dec 2015 DHLGRS

Road repairs by pass road to Kalala 2012/13 DCI

DalY WaTerS Daly Waters is a small town in the northern Territory in australia, about 620 kilometres south of Darwin and three kilometres west of the Stuart highway . The area's traditional owners, the Jingili people, believe the Dreaming tracks of the emu and the Sun travelled through here on their way to the southern parts of the northern Territory .


Shire Plan 2012-2013 27

JilKMinGGan The community is located approximately 140 km south east of Katherine, and 3 km north of the roper highway . The journey takes about 1 .5 hours to Katherine; 20 mins to Mataranka . There is a community bus to Katherine and Mataranka 3 days a week . The community is accessible by road for most of the year except when there is severe flooding during the wet season . Total population of Jilkminggan is 280 out of which there are 138 males and 142 females . The median age is 18 .

28

Jilkminggan Town Priorities

Core Services


Street lighting as per plan tabled at Local Board Meeting

December 2012 Infrastructure Budget

Street Naming Mar 2013 Infrastructure to be sourced

Backhoe June 2012 Assets to be sourced

Increase employment and training opportunities for local people

Ongoing Employment and Training

to be sourced

Traffic Management – No standing area directly in front to allow safe crossing of the road/safety island outside the shop to slow traffic down (road narrowing)

2013 Infrastructure to be sourced

Traffic management – Parking area near shop. 2013 Infrastructure to be sourced

Lighting – corner near SDC 2013 Infrastructure to be sourced

Lighting – near the workshop 2013 Infrastructure to be sourced

Lighting – on corner near the wallaby sculpture and access road


Footpaths next to main roads 2014 Infrastructure to be sourced

Upgrade of fencing around the oval to prevent animal accessing area


Speed bumps on entrance road 2013 Infrastructure to be sourced

Welcome sign on entrance compound 2013 Infrastructure to be sourced

agency Services

Project Timeframe Unit responsible

Shed over the basketball court June 2014 Sport and Recreation

Sport and recreation bus June 2012 Sport and Recreation

Resurfacing of the football and the installation of a softball diamond June 2014 Sport and Recreation

13 fences around dwellings June 2013 CDEP

Other/advocacy Only


More housing to reduce crowding 2013/14 Housing

Single men’s accommodation 2013/14 Housing

Repair and upgrading of housing fences 2012/13 Housing

Mobile phone coverage tower 2012/13 Telstra

Back yard gardens 2012/13 Housing

Shire Plan 2012-2013 29

larrimah Town Priorities

Core Services


Improvements to the Park area at Lot 62 (Subject to transfer of lease from Larrimah Development Association to RGSC)

December 2012 Infrastructure Landcare

To be sourced

Road repairs to • InternalRoad–lastsealedin1975 • InternalRoads


Western Creek Access Road direct onto highway instead of winding through town


Parking bay across the road from FRANS • ParkingBaysigns2010–CDI


Clean up & maintain Lot 58 2012 Infrastructure To be sourced

Redevelopment of the dump 2012/13 Infrastructure To be sourced

Other/advocacy Only


Clean Up Green Park Roadhouse 2012/13 Bank/Insurer

Western Creek Road – R & M – Radio Transmission 2012/13 Central Government

Resurvey for township 2012/13 Department of Land and Planning

Upgrade and development of the realignment of the western creek access road to Stuart Highway

2012/13 DCI

larriMah larrimah is a tiny hamlet in the northern Territory of australia with population of just 11 people . it is built along the Stuart highway . it was the railhead on the north australia railway during World War ii .


30

ManYallalUKThe name Manyallaluk means Frog Dreaming and is the name of a traditional site near the community . The Town is a small community of indigenous people and the lands of the community stretch for 3000 square km and are bordered by arnhem land, nitmiluk national Park and Kakadu national Park . The community is located approximately 100 km east south of Katherine in the Central arnhem highway . Manyallaluk is also known as eva Valley . Total population of Manyallaluk is 105 out of which there are 48 males and 57 females . The median age is 20 .

Shire Plan 2012-2013 31

Manyallaluk Town Priorities

Core Services


Sealing of internal roads and the main town road to the jump up for dust suppression


Compact rubbish truck 2012 Assets To be sourced

Street Lighting – In the middle park and outer areas, from the undercover courts to the workshop and on at the parking bay at the tourist park


Dog Bylaws to control number of dogs 2013 Governance Infrastructure

budget

Seal from the highway to the jump up on the Manyallaluk access road


Job opportunities and training for women in the township

2012 Employment and Training Human Resources

budget

Cemetery Fencing 2013 Infrastructure To be sourced

Area for animal burial ground – possibly to side of cemetery


Bridge in park ie raised walkway for their walkers 2013 Infrastructure To be sourced

Public Toilets 2014 Infrastructure To be sourced

agency Services



Sports Oval DHLGRS June 2014 Sports and Recreation

Sport and recreation vehicle such as a gator DHLGRS June 2014 Sports and Recreation

1 fence around dwelling DHLGRS June 2013 CDEP

Other/advocacy Only


Current phone does not work in the wet season and has wiring problems. Require new phone and a speaker installed

Urgent Telstra

Relocate airstrip At the end of the life of the current strip

DCI

Improve sewerage system all houses with own septic on the lower side of the main street (clinic side)

2013 PowerWater

Increased housing 2014/15 DHLGRS

Central ablution block and laundry located in the community area 2013 FaHCSIA

Localised mechanic at either Manyallaluk, Barunga or Beswick to service all three locations

2015 Infrastructure or Commercial Opportunity

32

MaTaranKaMataranka is located approximately 420 km south-east of the territorial capital, Darwin, and 107 km south from Katherine . The main attraction in this region is the elsey national Park which contains the beautiful roper river and two great Thermal Pools: Bitter Springs and rainbow Springs . The headwaters of the roper river inside elsey national Park (where crocodiles are managed) are popular for bushwalking, birdwatching, canoeing, swimming and fishing . Bitter Springs Thermal Pools is on the north east side of Mataranka township at the end of Martin road . These pools flow at a constant 32 degrees C . and are still very much in their natural state . Swimmers can glide with the current downstream to view the beautiful riparian vegetation and birdlife along the way . rainbow Springs is about 9 km south east of Mataranka at the end of homestead road . Total population of Mataranka is 244 out of which there are 117 males and 127 females . The median age is 40 .


Shire Plan 2012-2013 33

Mataranka Town Priorities

Core Services


Companion animal control June 2013 SSM, Landcare and Animal Welfare, Governance

Budget

New Cemetery – Site to be identified followed by a development plan

March 2013 Infrastructure To be sourced

Upgrade toilets at Community Hall and add another toilet for wheel chair access and remove Eucalyptus Tree near toilet


Playground – completion and final inspection July 2013 Project Management

Budget

Road repairs and up grades – Warlock Road – priority, Beswick St, Sterling St, Gunn St, Elsey St (drainage) and Dump roads


agency Services


Community Hall – separate power for hall and shire buildings ASAP Infrastructure

HACC kitchen extended to incorporate storage 2013 Family and Community Services

Toilet block upgrade for stage 2 – Community Hall 2012/13 Sport and Recreation

Community Hall Sound System 2012/13 Sport and Recreation

Improve drainage at Mulgan Camp – at the entrance there is flooding during the wet which causes the power to cut out

2013/14 Infrastructure

Sport and recreation grounds – multi function court (covered) 2012/13 Infrastructure

Skate park and bike track 2013/14 Infrastructure / Sport and Recreation

High set house for caretaker at Sports Ground 2013/14 Infrastructure

The purchase of a sport and recreation bus for Mataranka 2012/13 Sport and Recreation

34

Other/advocacy Only


Alcohol Management Plan 2013 DoJ

Aged Care Centre 2012/13 DoHA

Family and Community Services to investigate the options for aged care, including an aged care hub, in Mataranka and present findings

February 2012 DoHA

Child Care Centre 2012/13 DEEWR

Television retransmission 2013 DBCDE

Lighting in park across from the pub June 2012 DCI

Little Roper bridge (Homestead road) 2014 DCI

Town planner visit December 2012 DLP

The development of a walking track from Bitter Springs to the Homestead

2014 Northern Territory Tourism Commission

Reticulated sewerage for Mataranka June 2012 PowerWater

Mobile phone coverage from Mataranka to Katherine 2013 Telstra

Public Housing – there has been a loss of availability of public housing due to leasing by NT Government agencies

December 2012 CEO

Water Quality June 2012 CEO

Land release ASAP CEO/Council

Other

Catering Shed to remain for community events

Shire Plan 2012-2013 35

Minyerri Town Priorities

Other/advocacy Only


Roads and maintenance July 2013 DCI

More Housing to reduce crowding December 2014 DHLGRS

Safe House – men/women 2013 DHLGRS

Morgue 2014 DHLGRS/DoH

Mobile phone reception 2013 Telstra

18 fences around dwellings June 2013 ALAWA

MinYerriMinyerri is a community of approximately 450 people and is located approximately 270 km south-east of Katherine by road . The hodgson river is in close proximity . Total population of Minyerri is 441 out of which there are 215 males and 227 females . The median age is 18 .


36

nGUKUrrngukurr is a community of indigenous people and is built on hilly ground alongside the roper river in south-east arnhem land, about 330 km southeast of Katherine . The community is accessible by road, air and water . ngukurr people are culturally strong with deep connections to their country and the dreamings . The landscape is prolific Top end growth, billabongs and wetlands . in the early 1900’s the area was called roper river Mission . Most of the senior artists at ngukurr attended the mission school and have many stories to tell of life in the old mission days . Total population of ngukurr is 1056 out of which there are 503 males and 553 females . The median age is 22 .


Shire Plan 2012-2013 37

ngukurr Town Priorities

Core Services


Enclose open drains 2012/13 Infrastructure To be sourced

Upgrade dump, complete fencing 2012/13 Infrastructure/SSM To be sourced

Develop park area at barge landing 2012 SSM/Landcare To be sourced

Lot 225 – create secure storage area for visitors, old housing yard

July 2012 SSM To be sourced

Upgrade park near oval

Shade structure at oval July 2012 Finance/SSM To be sourced

RGSC local board members and other incorporated bodies to receive ongoing governance and leadership training to allow them to better understand and undertake their roles

Ongoing Governance and Planning

Budget

Work with the community to develop and integrated and strategic program of community governance and leadership support that suits the needs of men, women and youth of Ngukurr

Ongoing Governance and Planning Youth Services

Budget

Development of new lawn cemetery 2012/13 Governance and Planning / DITS

To be sourced

Total Plumbing Upgrade 2012/13 DITS To be sourced

Review of Local Board representation and Meeting arrangements

December 2012 Governance Budget

Road Signage for heavy vehicles (corners and regular freight drop off area)

2013 DITS To be sourced

Upgrade Mutju Street 2013 DITS To be sourced

Upgrade boat ramp, boat landing. Establish floating pontoons

2013 DITS To be sourced

Office workstation for Dump 2014 DITS To be sourced

38

agency Services

Project Details Key Stakeholders/ Partners


Develop a submission for sport and recreation grants to upgrade facility, improve co-ordination and standards of sport and recreation programs, including swimming and other carnivals

NRETAS Ongoing Sports and Recreation

Jobs, training or further education offers guarantee for all NTCET graduates living in Ngukurr, through an organized transition to work program

DBE DET RGSC

Review July 2012 Employment and Training

Youth Services

Discuss with Roper Gulf Shire the current operational status of the RIBS program in Ngukurr

LRG ROC RGSC

ongoing Family and Community

Sporting Facility Management Plan incorporate infrastructure development

DHLGRS RGSC

September 2012 Sport and Recreation

Flood Lighting for Oval 2013 Sport and Recreation / DITS

Seating and refurbishment of Oval 2013/14 Sport and Recreation / DITS

Mobile Stage 2013/14 Youth Services

Other/advocacy Only


Compost toilet at airport 2012/13 DCI

Complete and gazette a town plan 2012 DLP

Assess fencing requirements for houses and develop a fencing program December 2012 DHLGRS FaHCSIA HMP

Improve transport arrangements – facilitate workshops in partnership with stakeholders to investigate passenger transport needs

September 2012 DLP DCI

Work on project “Pioneer Valley Rotary Club” June 2013 Community

Communities are encouraged to use school facilities from 3 pm to 9 pm to increase the community’s contact with the school and to help improve school attendance. After hours access can be for local language courses and activities as well as adult literacy, IT, parenting skills, music, sport and the arts

Ongoing DET

Develop a Ngukurr alcohol management plan – consult with the broader community through public meetings to plan a way forward

July 2012 DoJ

Shire Plan 2012-2013 39

Working partnership to support the small business developments – develop a government business and service centre at Ngukurr

2012 Commercial Operations

In partnership with community champions hold Futures Forums that provide information on employment options and business development services available to community members. Provide information on opportunities arising from potential private sector involvement

2012 FaHCSIA

Establish 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

Review October 2012

DoJ

Government will review the safe place infrastructure and program delivery of both the women’s centre and men’s centre in negotiation with the community including improved links to the night patrol service

December 2012 DHF

Train Volunteer Emergency Services Response group in Ngukurr Review October 2012

NTPFES

Support NT Emergency Service Volunteer units capable of reacting to known hazards for the community

Review October 2012

NTPFES

40

nUMBUlWarnumbulwar is surrounded by wilderness and beaches and is one of the most isolated of the major arnhem land communities . it is located on the sand hills of the far south-eastern coast of the rose river estuary, approximately 400 km east of Katherine, 570 km south east of Darwin . During the dry season the community can be accessed by road .

The numbulwar people have a close relationship with the sea and coastal areas, which feature strongly in their culture . Ceremonial activities are still very important and boys’ initiations and other men’s rituals are performed regularly . numbulwar is also home to the international renowned Red Flag Dancers and Yilila band .

Total population of numbulwar is 687 out of which there are 343 males and 344 females . The median age is 26 .


Shire Plan 2012-2013 41

numbulwar Town Priorities

Core Services


Upgrade/repair street lighting, sewers and drainage. More lights needed for some areas

2012/13 SSM/Infrastructure To be sourced

Internal fence around play equipment near recreation hall

December 2012 SSM To be sourced

Extend bitumen roads from community to airstrip and around and out to the dump

June 2012 SSM/Infrastructure (subject to DCI partnership)

To be sourced

Education awareness programs for: • Healthanddogs• Litter• Adultlearning• Governance

Ongoing Governance and Corporate Planning DITS SSM’s

budget

New cemetery and ongoing management 2013 Infrastructure To be sourced

Footpaths in the community May 2013 Infrastructure To be sourced

Installation of a communications system such as loud speakers

July 2012 Infrastructure To be sourced

Roads upgrade – Undertake a detailed survey of road network in and around Numbulwar including options for progressive road upgrade, sealing of road to airport. Prepare submission to upgrade roads

Ongoing Infrastructure To be sourced

Working partnership to support the small business developments – develop a government business and service centre at Ngukurr

Review July 2012 Infrastructure Commercial Opportunity

42

agency Services



Shed and roof around basketball courts DHLGRS December 2012 Sport and Recreation

Construction of new BRACS facility (television and radio)

DBCDE March 2013 Family and Community

Relocation of football/sports oval DHLGRS July 2013 Sport and Recreation

Tow Truck DHLGRS September 2012 Family and Community

Establish an early childhood coordinator to lead the integration of family services tailored to the Numbulwar community and its surrounding service delivery area

DET LRG DHF SHS

Review October 2012

Family and Community

DET in partnership with DHF, DEEWR, FaHCSIA, RGSC, non-government organizations and community will lead the integration of universal services for families and their children

DEEWR DET DHF FaHCSIA

Review October 2012

Family and Community

NTG with support from RGSC guarantees all Year 12 leavers employment and training opportunities under the Jobs Guarantee Plan

DBE DET

Review October 2012

Youth Services Employment and Training

Market Garden Dred Hollows Foundation

May 2013 Horticulture and Landcare

Better mail service Australia Post February 2013 Commercial Operations

Shire Plan 2012-2013 43

Other/advocacy Only


Upgrade airport building to include shelter and toilets 2012/13 DCI

Child Care Centre 2012/13 DEEWR

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

Review December 2012

DET

Undertake an assessment of what is currently available and what will be required for future aged care services in Numbulwar

November 2012 DoHA DHF

Complete and gazette an Area plan including street names December 2012 DLP

Enforcement of road rules including signage Ongoing NT Police RGSC

Develop Town Centre Urban Design plan including community transport strategies

December 2011 DLP DCI

Arts and Craft Centre 2013/14 Office of the Arts GBM

Bridge to be built over Phelps River 2015 DCI

Early Childhood – Complete a study on future of education and associated infrastructure needs including the establishment ofacrècheandchildcarefacilityinNumbulwar

December 2012 DEEWR

44

rOBinSOn riVerThe Town is located 120 km south east of Borroloola . There are 8 creeks and rivers that flow into the robinson river . The five longest tributaries are Kangaroo Creek, hobblestrap Creek, Quaker Creek, Koolfella Creek and Skull Creek . robinson river is regarded as a safe and friendly community and great for fishing, bush walking and remote community life . Total population of robinson river is 258 out of which there are 128 males and 130 females . The median age is 21 .


Shire Plan 2012-2013 45

robinson river Town Priorities

Other/advocacy Only

Project Details Timeframe lead agency

Land tenure – township leasing ASAP Mungoorbada Aboriginal Corporation

Enterprise development Ongoing Mungoorbada Aboriginal Corporation

Cover over the basketball court and an oval 2014/15 Mungoorbada Aboriginal Corporation

Cemetery management 2012 Mungoorbada Aboriginal Corporation

Dog management 2012 Mungoorbada Aboriginal Corporation

Traffic calming 2012 Mungoorbada Aboriginal Corporation

Adult education programs delivered locally 2013/14 Mungoorbada Aboriginal Corporation

More housing to address housing shortage 2015/16 Mungoorbada Aboriginal Corporation

Two more Government employee houses 2015/16 DET

Tourism Development Ongoing Mangoorbada Aboriginal Corporation

Employment and training Ongoing DET

46

UraPUnGaUrapunga is located about 470 km east-southeast of Darwin and 250km from Katherine . it is also known as rittarangu and is situated on the banks of the Wilton river in the northern Territory . The nearest town ngukurr which is 18 km away .

Urapunga Town Priorities

Core Services


Realign access road and the end of the airstrip to provide all-weather access to the residents and business

2012/2013 DITS To be sourced

Continue to develop Shire services On-going DITS Budgeted

Animal Welfare On-going DITS Budgeted

Other/advocacy Only

Project lead agency

Request DCI to provide more maintenance grades from Roper Bar to Urapunga DCI

Improve boat ramp DCI


agency Services

Project Details Timeframe Unit responsibleHMP to deliver fences around 5 dwellings 2012/2013 CDEP

Night Patrol services On-going Night Patrol

Shire Plan 2012-2013 47

WeeMOlWeemol, although located only 306km from Katherine, is one of the Shires most remote communities especially in the wet season . Weemol’s closest neighbour is Bulman .

Weemol Town Priorities

Core Services

Project Details Unit responsible Funding Source

Upgrade access roads DITS To be sourced


agency Services

Project Details Unit responsible Funding SourceUpgrade Weemol office building – CDEP CDEP To be sourced

Development of a CDEP Shed CDEP To be sourced

HMP to deliver 8 fences CDEP To be sourced

48

WUGUlarr (BeSWiCK)Wugularr also know as Beswick is 120kms south-east of Katherine along the arnhem highway . Beswick is on the banks of the Waterhouse river approximately 118km south east of Katherine and 31 km east of Barunga . Total population of Beswick is 512 out of which there are 265 males and 247 females . The median age is 23 .


Shire Plan 2012-2013 49

Wugularr (Beswick) Town Priorities

Core Services


Irrigate oval Sept 2012 Infrastructure Budget

Light footpath to new subdivision June 2013 Infrastructure To be sourced

Shire Service Delivery Centre refurbishment Dec 2012 Infrastructure Budget

Ablution block at the red shed 2012/2013 Project Management / Infrastructure

To be sourced

Street lighting along the road which runs from top to bottom. From the highway turn off to the new subdivision

Installation scheduled for July 2012

Infrastructure To be sourced

Create heritage park 2013/2014 To be sourced

Public toilet block in new sub-division 2013 Infrastructure To be sourced

agency Services



Shower and toilet block at basketball court FaHCSIA NRETAS

2012/13 Sport and Recreation

Relocate oval FaHCSIA NRETAS

2013/14 Sport and Recreation

Other/advocacy Only


Refurbishment of the red shed Partially done GBM – to follow up

Move the gate to before Butterfly Creek and fence the side to stop people going around

Dec 2012 DCI

Establishment of an Action Group to move forward – driver education to reduce number of accidents caused from unlicensed, intoxicated, speeding drivers

2012 GBM DoJ

Kerb and gutter in new sub-division 2012 GBM – following up DCI, Housing Reference Group

Stormwater drainage in new sub-division 2012 DCI

Central Arnhem Road traffic calming devices 2012 DCI

Reconstruct Central Arnhem Road 2015 DCI

Upgrade of bridge 2015 DCI

Helipad 2015 DCI

Relocate sewerage ponds 2015 PowerWater

50

2 .3 Delivery of Goals and Performance Monitoring

Shire Plan 2012-2013 51

Service Delivery PlanGoal 1

Strengthen quality of life in our Shire

Strategy: Supporting communities to care for their aged and disabled people

Outcome: The best nutrition, care and well being services are being provided to our aged, disabled and children ofcrècheandprimaryschoolage.

Performance Measure Baseline data•NumberofagedanddisabledresidentsintheShire

effectiveness•Numberofagedanddisabledresidentsaccessing

Shire services•Numberofservicesreceivedpereligibleresidentperweek•NumberofCarePlansupdatedbyduedate•NumberofCarePlansnotupdatedbyduedate

efficiency•Numberofactivitiesdeliveredusinguserpayfunds•Averagecostperactivity•Averagecostperperson

Quality•Annualcustomersurvey•AnnualStakeholdersurvey•Resultsofcustomerfeedback

Milestones responsibility Timeframe

Regional Approach Strategy Model developed and implement for the delivery of aged care and disabled services across the Roper Gulf Shire Region.

Director Corporate and CommunityManager Family and Community Services

Development and implementation of MOU’s to achieve coordination in delivery of services. MOUs with:•TerritoryandAustralianGovernmentagencies•SunriseHealthService•GoldenGlow

Director Corporate and Community

Manager Family and Community Services

52

Strategy: helping our children get a good start to life

Outcome: The best nutrition, care and well being services are being provided to our aged, disabled and children ofcrècheandprimaryschoolage.

Performance Measure Baseline data•Numberofcrèches•NumberofPrimaryschools

effectiveness•Numberofchildrenattendingcrèche

•Numberofprimaryschoolchildrenbeingprovidedwithmeals

efficiency•Averagepercentageof0–5yearoldsattendingcrèche•Averagepercentageofprimaryschoolchildrenprovided with meals•ValueofSchoolNutritionProgram•AveragecostperpersonforSchoolNutritionProgram

Quality•Annualcustomersurvey•AnnualStakeholdersurvey•Resultsofcustomerfeedback

Shire Plan 2012-2013 53

Strategy: helping our people grow strong and proud

Outcome: To increase the quality and number of services and activities which build community engagement, capacity, involvement and knowledge.Performance Measure Baseline data

•NumberofYouthVoicemeetingsscheduled•Currentnumberofholdersoflibraryborrowingcards

effectiveness•Numberofsportingactivitiesdeliveredbycommunity•Typesofsportingactivitiesdelivered•Numberofrecreationalactivitiesdeliveredbycommunity•Typesofrecreationalactivitiesdelivered•Numberandtypeofyouthactivitiesdeliveredbycommunity•NumberofYouthVoicemeetingsheld•NumberofyouthattendingYouthVoicemeetings•Numberoflibraryusers•Numberoforganisations/agenciesutilisingIBPfor

broadcasting purposes•Numberofbroadcastinghours

efficiency•Communityparticipationasapercentageinsportingactivities by community•Communityparticipationasapercentageinrecreationalactivities by community•Costperparticipant•ActionscompletedbyyouthasaresultofYouthVoice

meetings

Quality•Annualcustomersurvey•AnnualStakeholdersurvey•ResultsofcustomerfeedbackincludinglibrariesandIBP

Milestones Responsibility TimeframeYouth Service 50 youth have attained

Certificate 1 of higher.

Manager Youth Services June 2013

20 Youth have secured full time employment Manager Youth Services June 2013

54

Strategy: Community Safety and harmony

Outcome: Increased safety for women and children within townships.Performance Measure Baseline data

•Numberandtypesofcompanionanimalsbytownship•Plannednumberofpatrolsperweekfor11/12•Numberofpeopleassistedin10/11

effectiveness•Numberofcommunitypatrolsperweek•Numberofpeopleassisted•Numberofcompanionanimalsdesexed•Numberofcompanionanimalsyoutheuthanized•Numberofcompanionanimalsimpounded

efficiency•Percentage reduction in the number of companion animals

by township•Totalexpenditureondesexing•Totalexpenditureonyoutheuthanizing•Numberofpatrolscompletedasapercentageagainstplanned

patrols•Percentage increaseordecrease in incidentsagainstprevious

quarter•Percentageincreaseordecreaseinincidentsagainstsame

time in previous financial yearQuality•Annualcustomersurvey•AnnualStakeholdersurvey•Resultsofcustomerfeedback•AnimalPopulationSurvey

Milestones Responsibility TimeframeBy-laws Governance, Animal Welfare,

CouncilJuly 2013

Policies and procedures for Animal Management Activities and Pound Operation.

Organisational restructure increasing number of community personnel in the Organisation with an aim of putting great focus on community.

Governance Animal Welfare

EMT

2013

2013

Shire Plan 2012-2013 55

Goal 2

Move towards sustainability

Strategy: local jobs for local people

Outcome: The Roper Gulf Shire Council is an “employer of choice” within the Northern Territory.Performance Measure •Totalnumberofpositions(excludingCDEP)withintheShire

Council•Totalnumberofemployees•TotalnumberofIndigenousemployees(excludingCDEP)•Totalnumberofemployeesmeetingminimumqualifications•Totalnumberofmaleemployees•Totalnumberoffemaleemployees•Totalnumberandtypeoftraininganddevelopment

scheduled for delivery over the financial year•TotalnumberofpeopleleavingtheOrganisation•TotalnumberofnewemployeeintheOrganisation•Retentionrateasof1Julybasedonpreviousyear•Indigenousretentionrateasof1Julybasedonpreviousyeareffectiveness•Numberandtypeoftrainingsessionsdelivered•Numberofparticipants•Indigenousemployeesasapercentageoftheworkforce

(excluding CDEP)•Percentageofemployeesenrolledandundertakingfurther

development including training•PercentageofIndigenousemployeesenrolledand

undertaking further development including training•Percentageofemployeesunderformalperformance

management•NumberofpeopleengagedinCDEP“shadowpositions”•NumberandtypeoftrainingcoursesdeliveredthroughCDEP

(Employment and Training)•NumberofCDEPparticipantssecuringanemploymentoutcome•NumberofCDEPparticipantsunder25efficiency•Averagetrainingcostperparticipant•Averageretentionratefortheperiod•AverageIndigenousretentionrate(excludingCDEP)•Averagerecruitmenttime•Averagevacancyrate•PercentageofAnnualPerformancePlans/ReviewsCompleted•Percentageofquarterlyfeedbackiscompletedwithin2

weeks of the end of the quarter being March and September•PercentageofCDEP“shadow”positionsfilled•Participationrateintrainingcoursesthrough(Employment

and Training)Quality•Employeefeedback

56

Milestones Responsibility TimeframeImplementation of the Workforce Management and Performance Plan which includes:•Recruitmentandretentionstrategy•Skillstraininganddevelopmentanalysis

and schedule•Careerpathways•MentoringProgram•Employeeperformanceplanningand

management systems

Completion of Human Resources Policies and Standard Operating Procedures

Revision of all employee Performance Plans for 2011-12 financial year which include performance measures linked to the Shire Plan and training and development

CEOExecutive Management Team

Director Corporate and Community Human Resources Manager, Governance

CEO

October 2012

Ongoing

August 2012

Completion of all employee six monthlyPerformance Plan Reviews

CEO/ Human Resource 2012/13

All employee quarterly Performance feedback is completed

Completion of Annual Training and Development Calendar

CEO/ Human Resource

CEO

October 2012 April 2013

September 2012

Schedule employees as per individual Performance Plans and Business Unit Operational Plans

Human Resource 2012/13

Development of Regional jobs in Community Strategy including employment and training package and local jobs for local people

EMT December 2012

Organisational restructure increasing number of community personnel in the Organisation with a aim of putting great focus on Community

EMT December 2012

Shire Plan 2012-2013 57

Strategy: Diversify income streams

Outcome: To generate income from range of income producing commercial operations in order to support Shire services and infrastructure.Performance Measure Baseline data

•Numberofcommercialcontractsinpreviousfinancialyear•Netandgrossprofitforthefinancialyear

effectiveness•Numberofcurrentcommercialcontracts•Valueofcommercialcontracts•Profitorlossoncommercialcontractsfortheperiod•Profitorlossoncommercialbusinessfortheperiod

efficiency•Grossprofitmarginoneachcommercialcontract•Netprofitmarginoneachcommercialcontract•Grossprofitmarginoneachcommercialbusiness•Netprofitmarginoneachcommercialbusiness

Quality•Numberofnegativefeedbackcommentsfromcustomers

(business and commercial)•Numberofcommercialcontractscompleted

Milestones Responsibility TimeframeCompletion of Sustainability/ Revenue growth policy

Director Corporate and Community Services August 2012

58

Strategy: increase cost-effectiveness of roper Gulf Shire Council operations

Outcome: Increase in the quality and number of services delivered as a result of cost reductions due to effective and efficient decision making processes which are accountable, communicative, planned and responsive.Performance Measure Baseline data

•Percentagerateofunspentfundsreimbursedtofundingagencies as at 30 June 2012

•Percentagerateofoutstandingpaymentstocreditorsover30 days as at 30 June 2012

•Percentagerateinoutstandingpaymentsfromdebtorsover30 days as at 30 June 2012

•Percentageofrecoveryofallpropertyrateschargesas at 30 June 2011

•Revenuesurplusratioasat30June2012•AverageCashbalanceamount($)asat30June2012•NumberofEMTmeetingsheldinpreviousfinancialyear•NumberofactionscompletedbyEMTinpreviousfinancialyear•NumberofManagersMeetingsheldinpreviousfinancialyear•Numberofbusinessunitstaffmeetingsheldinprevious

financial year

effectiveness•Numberofprogramfundingagreements/agencycontracts

with unexpended funds at the end of the period•Numberofoutstandingcreditorpaymentsexceedingterms

of credit and average number of days outstanding at the end of the period

•Numberofoutstandingdebtorsover30daysandaveragenumber of days outstanding at the end of the period

•Numberofactionsarisingduetoperformancereports•Closingperiodcashbalance

efficiency•Percentagerateofreductioninunspentfundsreimbursed

to funding agencies•Percentagerateofreductioninoutstandingpayments

to creditors exceeding terms of credit•Percentagerateofreductioninoutstandingpayments

to creditors over 30 days•Percentagerateofreductioninoutstandingpayments

from debtors over 30 days•Percentageofrecoveryofallpropertyratescharges•Revenuesurplusratio•Cashbalanceincrease/decrease•Averagetimetakentocompleteenactdecisions

or completed actions arising from EMT•AveragetimetakentocompleteactionsarisingfromBusiness

Unit meetings

Shire Plan 2012-2013 59

Performance Measure Quality•TotalnumberofcomplaintsreceivedbytheShireinthe

period•Changeinthelevelofcomplaints•Totalnumberofnegativefeedbackcommentsreceivedby

month by the Shire•Changeinthelevelofnegativefeedback

Milestones Responsibility TimeframeAnnual Performance Report by Directors. Directors 14th July 2012

14th July 2013

Completion of Annual Report EMTGovernance and Planning

15th November 2012

Completion of the Shire Plan EMTGovernance and Planning

31st July 2013

Review of service delivery framework and organisational structure in terms of achieving effective and efficient service delivery across the Shire

CEOGovernance and Planning

March 2013

Completion of all employee Performance Plans for 2011-12 financial year which include performance measures linked to the Shire Plan

CEO Human Resource

2012/13

60

Goal 3

Care for our environment

Strategy: effectively manage legislated responsibilities directly impacting on the Shire’s environment and on people’s enjoyment of it .

Outcome: A reduction in the impact on the environment of rubbish, litter, fire and weeds by effective and efficient service delivery.Performance Measure Baseline data

•NumberofhouseholdseligibleforkerbsidecollectedintheShire by township

•Sizeandnumberofparks,gardens,openreservesandpublicareas in which litter collection occurs

•Lengthoffirebreakstobecompleted

effectiveness•Numberofpropertiesservicedperweek•Numberofkerbsidecollectionsperweek•Number of parks, gardens, open reserves andpublic areas

having litter collection per week•Numberofcollectionsoflitterperweekfromgardens,open

reserves and public areas•Lengthoffirebreaksaddedduringtheperiod•Sizeofareaandlocationburnedforfuelreduction•Sizeofareaforweedspraying•Typeofweedssprayed

efficiency•Averagecollectioncostperpropertybytownship•Operatingcostofrubbishdumpsperpropertybytownship•Costofpubliclittercollectionpercapita•Costperhectareforweedspraying

Quality•Numberofgarbagecollectionandlittercomplaints•Changeinthelevelofcomplaints• Number of Incidents of damage and loss within the town

boundary caused by fire intrusions•WeedsActcompliance

Milestones Responsibility TimeframeCompletion of Waste Management Masterplan. Director Technical Services

Implementation of Weed Management Plan Director Technical Services/ Landcare and Animal Welfare

Ongoing

Implementation of Pest Control Measurement Director Technical Services/ Landcare and Animal Welfar

Ongoing

Shire Plan 2012-2013 61

Strategy: Build community and organisational resilience in order to adapt to the impacts of climate change

Outcome: All residents and employees residing in our townships are equipped to deal with emergencies and disasters as a result of climate change.Performance Measure Baseline data

•Numberofemployeeswhohavecompletedemergencyservices training as at 30 June 2012

•Typesofemergencyservicestrainingcompletedbyemployees as at 30 June 2012

effectiveness•NumberofLocalCounterDisasterPlanningCommittee

Meetings•Numberofemployeesenrolledforemergencyservices

training•Numberofemployeeswhohavecompletedemergency

services training year to date•Typesofemergencyservicestrainingcompletedyeartodate•NumberofDisasterRecoveryPlanscompletedyeartodateefficiency•Averagecostperemployeeforemergencytraining•Percentageofemployeeswhocompletedtrainingagainst

number enrolled•Percentageincreaseintheemployeeswhohavecompleted

emergency services training year to date•Averagecostpertrainingsessiondeliveryinemergency

services•trainingcompletedyeartodate

Milestones Responsibility TimeframeEmergency Services training Director Technical Services October 2012

Completion of Disaster Recovery Plans Director Technical Services October 2012

62

Goal 4

improve our infrastructure

Strategy: Maintain existing Shire road infrastructure and roadside furniture

Outcome: All roads and roadside furniture within the Shire is managed in the most cost effective manner and to reduce occurrence of incidents, damage or accidents while maintaining access.

Performance Measure Baseline data•Totallengthofsealedroads•Totallengthofunsealedroads

effectiveness•Lengthofsealedroadsmaintained•Lengthofunsealedroadsmaintained

efficiency•Maintenancecostperkilometresealedroad•Maintenancecostperkilometreunsealedroad•Maintenancecostsasapercentageofassetvalueofsealroads•Totalroadexpenditureasapercentageoftotalcouncilexpenditure•Numberofroadcomplaints•Changeinthelevelofroadcomplaints

Quality•Annualresidentsatisfactionsurvey


Roads Management Plan including Roads Hierarchy, Repairs and Maintenance Plan

Manager Technical ServicesAssets Manager

Shire Plan 2012-2013 63

Strategy: Maintain existing Shire infrastructure, Open Space and assets (other than roads)

Outcome: All existing infrastructure and assets within the Shire are managed in the most cost effective manner to improve service.

Performance Measure Baseline data•Numberofparks,gardens,reservesandplaygrounds

managed and maintained by the Shire•NumberofcemeteriesmanagedandmaintainedbytheShire•Totalcostofinsuranceinpreviousfinancialyeareffectiveness•Averagenumberoftimesperweekparks,gardens,reserves

and playgrounds are mowed, whipper snipped etc by township,

•Numberofcemeterieswhichhavebeenplottedandburialinformation recorded

•Totalcostofinsuranceforcurrentfinancialyearefficiency•Maintenancecostpertownshipforparks,gardens,reserves

and playgrounds•Totalparks,gardensandopenspacesexpenditureasa

percentage of total Council expenditure•Percentageofcostsrecoveredfortheprovisionofburial

services•Totalcostofinsuranceagainsttotalvalueinfrastructure•TotalamountofinsuranceclaimstodateQuality•Residentsatisfactionsurveyannually•Numberofparks,gardensetccomplaints•Changeinthelevelofparks,gardensetccomplaints•Numberofawardspertainingtocareofassetsand

infrastructure such as Tidy Towns and Landcare etc


•CemeteryManagementPlan•PlanofManagementforParksandOpen

Spaces•WasteManagementMasterplan

Director Technical Services Ongoing

64

Strategy: Strategically develop the infrastructure assets of the Shire to meet the current and future needs

Outcome: An increased life and reduced operational costs for infrastructure assets to enable savings to meet the future infrastructure assets needs

Performance Measure Baseline data•Totalcostofinfrastructurerepairsandmaintenanceto

30 June 2012•TotalnumberandtypeofinfrastructureassetsintheShire•Totalvalueofproposedinfrastructureprojectsforthe

2012-13 year•Total‘agencyfunded’infrastructureprojectsforthe

2012-13 year•Total‘shire’fundedinfrastructureprojectsforthe

2012-13 year

effectiveness•Costofrepairsandmaintenancetodate•Totalrunningcoststodate•Totalexpendituretodateoninfrastructureprojectsforthe

2012-13 year•Totalexpendituretodateon‘agencyfunded’infrastructure

projects for the 2012-13 year•Totalexpendituretodateon‘shire’fundedinfrastructure

projects for the 2012-13 year

efficiency•Totalrepairsandmaintenanceexpenditureasapercentage

of total council expenditure•Runningcostsexpenditureasapercentageoftotalcouncil

expenditure•TotalexpenditureasapercentageoftotalShireexpenditure

to date on infrastructure projects for the 2012-13 year•TotalexpenditureasapercentageoftotalShiretodateon

‘agency funded’ infrastructure projects for the 2012-13 year•TotalexpenditureasapercentageoftotalShiretodateon

‘shire’ funded infrastructure projects for the 2012-13 year

Quality•Employeeandcustomersurvey•100%compliancewithLocalGovernmentActprocurement

Milestones Responsibility TimeframeCompletion of Assets and Infrastructure Management Plan

Director Technical ServicesAssets Manager

March 2013

Completion of infrastructure assets audit Assets Manager December 2012

Shire Plan 2012-2013 65

Strategy: Secure a Shire headquarters .

Outcome: A joint Shire Headquarters.Performance Measure effectiveness

•Progressofconstructionagainstprogresspaymentsinbuilding contracts

efficiency•Expenditureagainstactual

•percentageofprocesscompleted

Quality•FeedbackfromCouncillors•Employeesurvey

Milestones Responsibility TimeframeCommencement of construction CEO 2012

50%ofconstructioncompleted CEO December 2012

Headquarters completed and occupied CEO July 2013

Develop and maintain strong regional partnerships

CEO Ongoing

66

Strategy: implementation of cost effective asset Management Program .

Outcome: A significant reduction in the costs of repairs and maintenance of Shire assets.Performance Measure Baseline data

•NumberandtypesoffixedassetswithintheShire•NumberandtypesofplantandequipmentwithintheShire•Totalcostofinsuranceinpreviousfinancialyear•Totalexpenditureforrepairsandmaintenanceoffixedassets

in previous financial year•Totalexpenditureforrepairsandmaintenanceofplantand

Equipment & fleet in previous financial year

effectiveness•Totalcostofinsuranceagainsttotalvalueoftheasset•Costofrepairsconductedonfixedassets•Costofrepairsconductedonplantandequipment

efficiency•Totalamountexpendedoninsuranceclaimsandnumberof

claims•Averagemaintenancecostperfixedasset•Averagemaintenancecostperplantandequipmentasset•Totaloperationaltimelossduetounscheduledrepairsand

maintenance•Totalmaintenancecostsasa%ofthetotalassetsvalue•Totalrepairsandmaintenanceexpenditureasa%oftotal

council expenditure

Quality•Timelossduetounscheduledrepairsandmaintenance

Milestones Responsibility TimeframeCompletion of Assets Audit Assets Manager Ongoing

Completion and implementation of Assets Management Policies and Standard Operating Procedures.

Assets Manager Ongoing

Policy for Fleet Replacement Assets Manager December 2012

Shire Plan 2012-2013 67

Goal 5

Good Governance

Strategy: Strong and effective representative governance

Outcome: Stronger community voice through Local Boards, Council Representatives and Community Engagement to strengthen the decision making process and accountability of the Roper Gulf Shire through local training, monitoring and reporting system.Performance Measure Baseline data

•NumberofOCMandFCMmeetingsscheduledforthefinancial year

•NumberofOCMandFCMmeetingsscheduledforthefinancial year

•Numberoflocalboardmeetingsscheduledforthefinancialyear, by location

•Numberoflocalboardmembersbyboard•NumberofTownPriorities(CommunityPriorities)achievedin

previous financial year•NumberandtypeofTownPrioritiesforthecurrentfinancial

year•NumberofTownPrioritiescarriedforwardfromprevious

financial year

effectiveness•NumberofOCMandFCMmeetingsheld•NumberofmeetingsattendedbyCouncillor•NumberofCouncillorsattendingthemeetings•Numberoflocalboardmeetingsheld•Numberofmeetingsattendedbytheboardmember•Numberofboardmembersattending•Numberoftrainingsessionsconducted•NumberofCouncillorsattendingtrainingsessions•NumberofTownPriorities(CommunityPriorities)achieved

to date•Numberof“core”TownPrioritiesachieved•Numberof“agency”TownPrioritiesachieved•Numberof“advocacy”TownPrioritiesachieved•Numberandtypeofcommunityorciviceventssuchas

Clean Up Day and Australia Day•Numberofresidentsparticipatingincommunityorcivic

events such as Clean Up Day and Australia Day

68

Performance Measure efficiency•AveragecostperCouncillorpermeetingattended•PercentageofattendancebyCouncillors•Percentageoflocalboardmeetingsheld•PercentageofattendancebyBoardMembers•PercentageofMinuteslodgedwithin10daysofmeeting

Local Boards•PercentageofMinuteslodgedwithin10daysofmeeting

FCM and OCM•Averagetimetakentocomplete/resolvedactionsLocal

Boards•Averagetimetakentocomplete/resolvedactionsFCMand

OCM•Costpertrainingsession•CostperCouncillorpertrainingsession•PercentageofTownPriorities(CommunityPriorities)

achieved in to date•Percentageof“core”TownPrioritiesachieved•Percentageof“agency”TownPrioritiesachieved•Percentageof“advocacy”TownPrioritiesachieved

Quality•Councillorfeedback•Awardsfortrainingprogram/s

Milestones Responsibility TimeframeCompletion of Councillor 4 year training package

CEO 2012/13

Shire Plan 2012-2013 69

Strategy: Strong and effective corporate governance .

Outcome: Performance Measure Baseline data

•CompliancewithLocal Government Act as at 30 June 2012•AveragenumberofsupplementaryagendaitemsforFCM

and OCM in 2011/12 year

effectiveness•NumberofsupplementaryagendaitemsforFCMandOCM•Numberofoutstandingactionitemsateachmeetingcarried

forward from previous meeting•NumberofExecutiveManagementTeammeetings•NumberofManagersMeetingsheld•NumberofShireServiceManagersMeetingsheld•NumberofBusinessUnitandSDCStaffmeetingsheldefficiency•PercentagecompliancewiththeLocal Government Act•Percentageofagendaitemspermeetingwhichare

supplementary•AveragetimetakentocompleteactionsarisingfromCouncil•End-of-YearGeneralPurposeandSpecialPurposeFinancial

Statements•Compliancewithfundingagreements•Deliveryoffinancialreports

Milestones Responsibility TimeframeCompletion and implementation of Occupational Health and Safety policies and procedures manual.

Director Corporate and Community/ Governance and Planning

Ongoing

Completion and implementation of Human Resources policies and procedures manual.

Director Corporate and Community / Human Resource

Governance and Planning

Ongoing

Review and amendment of Shire’s Strategic Plan

Council Governance and Planning

June 2013

Lodgement of Annual Shire Plan on 31st July Annually

EMT Governance and Planning

31st July

Lodgement of Annual Shire Report on 15th November Annually.

CEO 15th November 2012

Lodgement of Annual Audit on the 15th November annually.

CEO 15th November 2012

70

3 . FinanCial PlanninG

Shire Plan 2012-2013 71

3 .1 Budget Summary 2012-2013The budget for 2012-2013 has been completed on a consultative basis and aims to address the needs of residents and the programs under the Roper Gulf Shire Council’s direction.

During the 2012-13 financial year, Roper Gulf Shire Councilisexpectedtoreceiverevenueof$35.8million.Of this revenue, 62 per cent is expected to be sourced from grants, 25 per cent from government contracts, and less than 2 per cent from rates.

In expenditure terms, the five largest service delivery program areas for the Shire are: Community Development and Employment Projects (CDEP), Night Patrol, Territory Housing Repairs and Maintenance Contract, Municipal Services, and Shire Services General. The largest component of operating expenditure is on wages and salaries,foratotalof$18.3millionor51percent.Thisis budgeted to fund 384 employment positions across the Shire (not including CDEP participants). This makes the Shire one of the largest employers in the Big Rivers region, and the largest employer of Indigenous people in the Roper Gulf Shire area.

Additionally, theShirehasbudgeted$3.19million forcapital expenditure. The majority of this budget will be used for fleet renewal, four new waste management compactor trucks for Borroloola, Barunga-Beswick and Mataranka-Jilkminggan, and Bulman upgrades to waste dumps, and minor upgrades to council offices in communities.

An allowance has also been made for six months of loan expenses to fund the construction of a new joint administration centre in Katherine, to be occupied by Roper Gulf and Victoria Daly Shires.

This budget is balanced, however capital depreciation remains underfunded and is not adequate to renew the Shire’s assets and infrastructure over the long term. This underlies a broader issue of latent cost-shifting from agency-funded services, and a tendency for many program funding agreements to insufficiently fund corporate services and administration costs, assets and infrastructure required to deliver the agency services.

72

income and expenditure report 2012-2013 Budget

income Year to Date Budget ($)

Income Rates 603,745

Income Council Fees and Charges 251,000

Income Operating Grants Subsidies 21,482,259

Income Investments 600,000

Income Agency and Commercial Services 9,034,551

Income Capital Grants 506,482

Sale of Assets 3,336,075

Total income 35,814,112

expenditure

Employee Expenses 18,270,547

Contract and Material Expenses 9,289,119

Fleet, Plant & Equipment 1,733,766

Asset Expense / Depreciation 1,510,415

Other Operating Expenses 4,710,264

Finance Expenses 300,000

Internal Cost Allocations 0

Total expenditure 35,814,111

Surplus/(Deficit) 0

Capital expenditure

Plant & Equipment 1,550,631

Fleet 1,164,821

Infrastructure & Building 470,866

Total Capital expenditure 3,186,318

income by Type, 2012-2013 Budget

1+9+2+1+60+2+250.7%

60%

1.7%

25.2%

1.7%9.3%

1.4%

expenditure by account Category, 2012-2013 Budget

1+51+26+5+4+130.8%

0%

51%

25.9%

4.8%

4.2%

13.2%

3 .2 estimates of revenue and expenditure 2012-2013 Consolidated Budget 2012-2013 by Category

Shire Plan 2012-2013 73

income and expenditure report 2012-2013 Budget

income Year to Date Budget ($)

Core Services 10,077,868

Agency Services 18,248,234

Commercial Services 7,488,009

Total income 35,814,112

expenditure

Core Services 12,718,214

Agency Services 17,413,916

Commercial Services 5,681,981


Surplus/(Deficit) 0

expenditure by Service Group

40+45+15Core Services

Agency Services

Commercial Services

35.5%

48.6%

15.9%

income by Service Group

30+50+20Core Services

Agency Services

Commercial Services

28.1%

51%

20.9%

Consolidated Budget 2012-2013 by Service Group

74

expenditure report: 2012-13 Budget as at 30 June 2013 Barunga

expenditure by Service Group Year to Date Budget ($)

CORE – Admin and Exec 149,453COMMERCIAL Services 247,895AGENCY – Night Patrol 236,048AGENCY – Employment and Training 18,500AGENCY – Family and Community Services 36,852COMM / AGENCY – Housing and Outstations 98,463CORE – Civil Works and Roads 58,523CORE – Shire Services 717,216AGENCY – Sport and Recreation 270,135


expenditure by account Category

56+12+4+5+7+1655.6%

3.8%

4.3%

7.7%

16.9%

11.8%


9+13+13+1+2+5+3+39+1512.9%

39.1%

3.2%

14.7%

13.5%

5.4% 1%

2%

8.2%


Employee Expenses 1,003,248Contract and Material Expenses 184,500Fleet, Plant & Equipment 60,046Other Operating Expenses 72,712Internal Cost Allocations 245,163WIP Assets 267,327


expenditure

Human Resources 250Local Boards 1,200Community Services Management 148,003Airstrip maintenance – DCI Katherine 68,120Slashing and Litter Collection Contracts 24,000Centrelink agency 51,892Commercial Australia Post 16,600Power Water contract 87,283Night Patrol 236,048CDEP Wages 13,000CDEP Work Ready & Community Development 5,500CACP 800HACC services 26,600Indigenous Broadcasting 8,852Library 600Territory Housing Tenancy Management Contract 98,463Local Roads Maintenance 58,523Animal Control 12,000Customer Service and Records Management 25,900Municipal Services 187,485Shire Services General 174,623Street lighting 10,000Visitor Accommodation 6,680Waste management 95,000HMP Program 83,750Staff Housing -8,736Facility Development 49,856

Indigenous Employment in Core Service 130,424

DoHA Sport Rec CDEP conversions 116,400Active Remote Communities – Staff 1,500AG Sport and Rec Program Management 100,179Sport and Rec admin 2,200


Capital expenditure

Night Patrol Assets Cap Purch MV 52,471

Facility Development Sport & Rec Hall 49,856

Municipal Service Vehicle with trade in 40,000

Shire Service Vehicle with trade in 30,000

New Compactor with trade in 95,000

Total Capital expenditure 267,327

Budget 2012-2013 by Community

Shire Plan 2012-2013 75


61+13+3+7+6+1060.9%

2.7%

6.9%

6.8%

9.7%

13.0%


6+6+10+11+22+1+3+38+311.6%

37.8%

3.4%

10.1%

6.3%

21.9%

0.3%3.0%

5.6%

expenditure report: 2012-13 Budget as at 30 June 2013 Beswick


CORE – Admin and Exec 156,426COMMERCIAL Services 174,895AGENCY – Night Patrol 281,530AGENCY – Employment and Training 322,961AGENCY – Family and Community Services 607,615COMM / AGENCY – Housing and Outstations 7,549CORE – Civil Works & Roads 82,321CORE – Shire Services 1,047,918AGENCY – Sport and Recreation 94,682



Employee Expenses 1,663,098Contract and Material Expenses 342,680Fleet, Plant & Equipment 71,790Other Operating Expenses 185,504Internal Cost Allocations 255,354WIP Assets 257,471


expenditure by activity

General Council Operations 1,000Human Resources 250IT services 1,000Local Boards 1,200Community Services Management 152,976Centrelink agency 51,892Commercial Australia Post 18,100Power Water contract 104,902Night Patrol 281,530CDEP Wages 70,000CDEP Development & Support 59,303CDEP Work Ready & Community Development

193,658

CACP 146,857DoHA Aged Care CDEP conversions / Indigenous Workforce

237,003

HACC services 63,025IBS CDEP Conversions 51,505Indigenous Broadcasting 9,232JET Creche – Wugular 99,994Territory Housing Tenancy Management Contract

7,549

Local Roads maintenance 82,321Animal Control 12,000Customer Service and Records Management 60,200Municipal Services 228,890Shire Services General 333,721Street lighting 10,000Visitor Accommodation 10,680Waste management 50,000

HMP Program 83,750Staff Housing -35,038Indigenous Employment in Core Services 228,921AMRRIC Animal Welfare Project 64,794DoHA Sport Rec CDEP conversions 92,182Active Remote Communities – Staff 1,500

Sport and Rec admin 1,000


Capital expenditure

Night Patrol Vehicle 52,471

Power Water Vehicle with trade in 45,000

Municipal Service 84 HP Tractor 65,000

Shire Services Office Upgrade 60,000

Shire Services Vehicle with trade in 35,000

Total Capital expenditure 257,471

76

expenditure report: 2012-13 Budget as at 30 June 2013 Borroloola


CORE – Admin and Exec 2,460COMMERCIAL Services 58,000AGENCY – Night Patrol 431,994AGENCY – Family and Community Services 72,801CORE – Civil Works and Roads 158,809CORE – Shire Services 1,368,788AGENCY – Sport and Recreation 187,695OTHER – Swimming Pools 190,985AGENCY – Youth Services 457,731Total expenditure 2,929,252


Employee Expenses 1,318,161Contract and Material Expenses 261,200Fleet, Plant & Equipment 228,389Other Operating Expenses 202,267Internal Cost Allocations 549,964WIP Assets 369,271Total expenditure 2,929,252

expenditure by activityGeneral Council Operations 1,000Human Resources 250Local Boards 1,200Airstrip maintenance – DCI Tennant Creek 58,000Night Patrol 431,994Library 72,801Local Roads maintenance 158,809Animal Control 48,803Customer Service and Records Management 143,492Municipal Services 488,851Shire Services General 236,463Street lighting 20,000Visitor Accommodation 12,000Waste management 341,093Staff Housing -51,821Indigenous Employment in Core Services 129,907Facility Development 41,800DoHA Sport Rec CDEP conversions 48,460Active Remote Communities – Staff 73,695Sport and Rec admin 23,740Swimming Pool 190,985Juvenile Diversion 141,453Youth Services Extension Program 111,431Suicide Prevention Education Program 204,847Total expenditure 2,929,252

Capital expenditure


Sport and Rec Facilities 41,800

Municipal Services Vehicle 40,000

Municipal Services 84 HP Tractor 65,000


Staff House tiling and upgrade 10,000

Waste Management New Compactor 135,000

Total expenditure 369,271


48+9+8+7+14+1444%

9%

19%

13%

7%

8%

2+15+2+5+47+6+7+1615%

5%

47%

6%

7%

16%

2%

2%0%expenditure by Service Group

Shire Plan 2012-2013 77

7+9+13+1+20+5+4+38+37.2%

9.2%

13.4%

20.3%

38%

4.6%3.7%

1%

2.5%expenditure by Service Group


53+15+3+6+10+1352.5%

14.8%

10.2%

13.2%

5.7%

3.5%


General Council Operations 2,000Human Resources 250IT services 1,000Local Boards 1,200Employee Mentoring Project 1,000Community Services Management 145,333Airstrip maintenance – DCI Katherine 68,120Centrelink agency 49,601Commercial Australia Post 6,600Power Water contract 69,175Night Patrol 283,157CDEP Wages 8,000CDEP Development & Support 6,500CDEP Work Ready & Community Development

7,500


133,443

HACC services 48,662IBS CDEP Conversions 26,988Indigenous Broadcasting 11,132School Nutrition Program – Bulman 193,460Local Roads maintenance 78,525Outstations Housing Maintenance 7,573Outstations municipal services 35,000Territory Housing Tenancy Management Contract 55,296Animal Control 12,000Customer Service and Records Management 25,900Municipal Services 249,752Shire Services General 152,535Street lighting 10,000Visitor Accommodation -9,480HMP Program 98,661Staff Housing 9,898NTG Special Purpose Grants 135,617Indigenous Employment in Core Services 116,231DoHA Sport Rec CDEP conversions 51,960Active Remote Communities – Staff 1,500Total expenditure 2,107,886

Capital expenditure

Waste Management Compactor 135,617

Municipal Vehicle with trade in 50,000

84 HP Tractor and Slasher 80,000


expenditure report: 2012-13 Budget as at 30 June 2013 Bulman – Weemol


CORE – Admin and Exec 150,783COMMERCIAL Services 193,495AGENCY – Night Patrol 283,157AGENCY – Employment and Training 22,000AGENCY – Family and Community Services 427,484COMM / AGENCY – Housing and Outstations 97,869CORE – Civil Work and Roads 78,525CORE – Shire Services 801,113AGENCY – Sport and Recreation 53,460Total expenditure 2,107,886



78

expenditure by activityHuman Resources 250Local Boards 1,200Airstrip maintenance – DCI Katherine 68,120Centrelink agency 2,500Commercial Australia Post 10,000Power Water contract 35,690Night Patrol 101,947CDEP Wages 24,000CDEP Work Ready & Community Development

10,735

DoHA Aged Care CDEP conversions / Indigenous Workforce

40,901

HACC services 20,300JET Creche – Jilkminggan 20,000JET Creche – Manyallaluk 90,000Local Roads Maintenance 28,613School Nutrition Program – Manyallaluk 53,550Animal Control 9,000Customer Service and Records Management 15,900Municipal Services 101,076Shire Services General 114,151Street lighting 10,000Visitor Accommodation 18,000Waste management 25,000Staff Housing -15,651Indigenous Employment in Core Services 159,728Facility Development 50,000DoHA Sport and Rec CDEP conversions 22,873Active Remote Communities – Staff 2,000


Capital expenditure

Sport and Rec Facility Development 50,000

Shire Vehicle with trade in 40,000

Tractor 25,000


11+10+3+22+3+43+7+111.4%

10.0%

3.4%

22%

7.3%

42.9%

0.1%

2.8%



53+15+3+6+10+1352.5%

17.1%

13.2%

11.1%

4.9%

1.2%

expenditure report: 2012-13 Budget as at 30 June 2013 Manyallaluk


CORE – Admin and Exec 1,450COMMERCIAL Services 116,310AGENCY – Night Patrol 101,947AGENCY – Employment and Training 34,735AGENCY – Family and Community Services 224,751CORE – Civil Work & Roads 28,613CORE – Shire Services 437,203AGENCY – Sport and Recreation 74,873Total expenditure 1,019,881


Employee Expenses 505,018Contract and Material Expenses 174,808Fleet, Plant & Equipment 9,992Other Operating Expenses 47,350Internal Cost Allocations 167,714WIP Assets 115,000Total expenditure 1,019,881

Shire Plan 2012-2013 79


59+11+6+5+13+659%

11%

5%

13%

6%

6%

7+13+10+15+3+3+40+97%

13%

10%

15%

3%3%

40%

9%

expenditure by Service Group0%

expenditure report: 2012-13 Budget as at 30 June 2013 Jilkminggan


CORE – Admin and Exec 2,450COMMERCIAL Services 126,333AGENCY – Night Patrol 241,514AGENCY – Employment and Training 194,867AGENCY – Family and Community Services 288,284COMM / AGENCY – Housing and Outstations 55,157CORE – Civil Work & Roads 58,708CORE – Shire Services 752,396AGENCY – Sport and Recreation 178,527Total expenditure 1,898,236



expenditure by activityGeneral Council Operations 1,000Human Resources 250Local Boards 1,200Centrelink agency 66,246Commercial Australia Post 10,100Power Water contract 49,987Night Patrol 241,514CDEP Wages 45,000CDEP Development & Support 3,000CDEP Work Ready & Community Development

143,526

CDEP PEPI programs 3,341CACP 16,250HACC services 2,825JET Creche – Jilkminggan 269,209Outstations municipal services 7,500Territory Housing Tenancy Management Contract 47,657Local Roads Maintenance 58,708Animal Control 7,000Customer Service and Records Management 52,007Municipal Services 221,742Shire Services General 239,592Street lighting 10,000Waste management 35,000HMP 68,205Staff Housing 5,806Indigenous Employment in Core Services 113,044After School Care – Jilkminggan 88,997DoHA Sport and Rec CDEP conversions 45,746Active Remote Communities – Staff 32,747Sport and Rec admin 11,037


Capital expenditure





80

expenditure by activityHuman Resources 250Local Boards 1,200Community Services Management 123,811Slashing and Litter Collection Contracts 266,400Centrelink agency 42,009Commercial Australia Post 6,600Night Patrol 232,254CDEP Wages 15,000CDEP Development & Support 3,000CDEP Work Ready & Community Development

82,087


98,915

HACC services 96,349Library 31,615Local Roads Maintenance 49,911Animal Control 36,003Customer Service and Records Management 114,395Municipal Services 342,692Rural Transaction Centre 42,600Shire Services General 151,321Street lighting 10,000Waste management 145,000Staff Housing -14,085Indigenous Employment in Core Services 102,039Active Remote Communities – Staff 2,000Sport and Rec admin 1,000Total expenditure 2,056,036

Capital expenditure



Waste Management Compactor 135,000

Lot 84 – Power House 20,000



49+12+4+6+19+1048.6%

12.3%4.6%

18.6%

10.4%

5.5%

6+15+11+5+14+2+46+10.1%

2.4%

15.3%

11.3%

4.9%

14.6%

45.2%

6.1%


expenditure report: 2012-13 Budget as at 30 June 2013 Mataranka


CORE – Admin and Exec 125,261COMMERCIAL Services 315,009AGENCY – Night Patrol 232,254AGENCY – Employment and Training 100,087AGENCY – Family and Community Services 300,548CORE – Civil Work & Roads 49,911CORE – Shire Services 929,965AGENCY – Sport and Recreation 3,000Total expenditure 2,056,036


Employee Expenses 986,098Contract and Material Expenses 242,050Fleet, Plant & Equipment 89,475Other Operating Expenses 101,625Internal Cost Allocations 411,788WIP Assets 225,000Total expenditure 2,056,036

Shire Plan 2012-2013 81


55+19+5+5+7+954.5%4.7%

5.2%

6.9%

9.3%

19.4%

7+9+10+11+4+4+8+33+4+5+4+10.5%

9.3%

9.7%

10.3%

4.3%

3.7%

33.1%

7.5%

4.2%

5.7%4.2% 7.4%


expenditure report: 2012-13 Budget as at 30 June 2013 ngukurr


CORE – Admin and Exec 25,450COMMERCIAL Services 402,377AGENCY – Night Patrol 507,880AGENCY – Employment and Training 530,084AGENCY – Family and Community Services 557,781COMM / AGENCY – Housing and Outstations 235,112CORE – Mechanical Workshops -200,913CORE – Civil Work & Roads 410,590CORE – Shire Services 1,800,905AGENCY – Sport and Recreation 229,069OTHER – Swimming Pools 311,882AGENCY – Youth Services 228,342Total expenditure 5,038,559



expenditure by activityGeneral Council Operations 10,000Human Resources 250IT services 10,000Local Boards 1,200Employee Mentoring Project 2,000Community Services Management 2,000Airstrip maintenance – DCI Katherine 68,120Centrelink agency 96,185Commercial Australia Post 20,400Power Water contract 217,672Night Patrol 507,880CDEP Wages 142,011CDEP Development & Support 39,701CDEP Work Ready & Community Development 299,695CDEP PEPI programs 48,677CACP 83,648DoHA Aged Care CDEP conversions / Indigenous Workforce

81,301

HACC services 91,907Indigenous Broadcasting 7,132JET Creche – Ngukurr 273,192Library 20,600Environmental health service 65,488Outstations CDEP transition positions 58,098Outstations municipal services 55,870Territory Housing Tenancy Management Contract 55,656Mechanical Workshop -200,913Local Roads maintenance 410,590Animal Control 22,000Customer Service and Records Management 137,823Municipal Services 562,883Shire Services General 459,250Street lighting 20,000Visitor Accommodation 142,000Waste management 72,324Staff Housing 19,051Indigenous Employment in Core Services 298,130AMRRIC Animal Welfare Project 67,444Facility Development 50,000After School Care – Ngukurr 98,898DoHA Sport Rec CDEP conversions 72,746Active Remote Communities – Staff 2,383Sport and Rec admin 5,042Swimming Pool 311,882Youth Services Extension Program 27,616Youth In Communities 199,725Suicide Prevention Education Program 1,000Total expenditure 5,038,559

Capital expenditure


Pool-shade, lights, lane ropes 50,000

Power Water Vehicle with trade in 35,000Municipal Vehicle with trade in 45,000Ride-on Mower 35,000Shire Services Building Upgrade 10,000Shire Service Vehicle with trade in 55,000Security Cameras 20,000Pool Concrete Chemical Storage Building 100,000Pool Kubota ATV 25,000Total expenditure 427,471

82

expenditure report: 2012-13 Budget as at 30 June 2013 numbulwar


CORE – Admin and Exec 167,362COMMERCIAL Services 167,021AGENCY – Night Patrol 209,299AGENCY – Employment and Training 543,880AGENCY – Family and Community Services 419,653COMM / AGENCY – Housing and Outstations 55,656CORE – Mechanical Workshops 67,704CORE – Shire Services 1,365,372AGENCY – Sport and Recreation 111,616

AGENCY – Youth Services 117,606Total expenditure 3,225,170




Human Resources 250Local Boards 1,200Employee Mentoring Project 2,000Community Services Management 163,912Airstrip maintenance – DCI Katherine 68,120Centrelink agency 86,301Commercial Australia Post 12,600Night Patrol 209,299CDEP Wages 35,000CDEP Development & Support 44,201CDEP Work Ready & Community Development

413,572

CDEP PEPI programs 44,607CDEP Administration 500Numbulwar Workforce Development 6,000CACP 89,105DoHA Aged Care CDEP conversions / Indigenous Workforce

194,433

HACC services 82,356IBS CDEP Conversions 47,607Indigenous Broadcasting 6,152Territory Housing Tenancy Management Contract 55,656Mechanical Workshop 67,704Animal Control 18,000Customer Service and Records Management 86,343Municipal Services 405,207Shire Services General 388,182Street lighting 20,000Visitor Accommodation 96,500Waste management 110,000Staff Housing -82,666Indigenous Employment in Core Services 323,806DoHA Sport Rec CDEP conversions 96,079Active Remote Communities – Staff 2,000Sport and Rec admin 13,537Youth Services Extension Program 18,431Youth In Communities 98,176Suicide Prevention Education Program 1,000Total expenditure 3,225,170

Capital expenditure

Municipal Motor Vehicle 70,000

84 HP Tractor & Slasher & ATV 80,000

New loud speaker system 12,000

Waste Management Fencing for Dump 50,000



54+23+3+6+7+754%3%

6%

7%

7%

23%

5+5+6+17+13+2+2+43+3+45%

5%

6%

3% 4%

17%

13%

2%2%

43%


Shire Plan 2012-2013 83

3 .3 Financial Objectives, Measures and indicatorsGoal 2 – Move towards sustainability

Financial Objective Financial Strategy Baseline Measure Effectiveness Measure

Efficiency Indicator

Increase cost-effectiveness of RGSC operations

Increase in the quality and number of services delivered as a result of cost reductions due to effective and efficient decision making processes which are accountable, communicative, planned and responsive

Increase the value of Commercial Contracts and the Unit’s profitability

Revenue surplus ratio as at 30 June 2011

Revenue surplus ratio Increase from previous year

Percentage rate of unspent funds reimbursed to funding agencies as at 30 June 2011

Percentage rate of reduction in unspent funds reimbursed to funding agencies Number of program funding agreements/agency contracts with unexpended funds at the end of the period

Reduction in the number and the amounts refunded to funding agencies from the previous year

Percentage rate of outstanding payments to creditors over 30 days as at 30 June 2011

Percentage rate of reduction in outstanding payments to creditors over 30 days

Reduction from previous year

Percentage rate in outstanding payments from debtors over 30 days as at 30 June 2011

Percentage rate of reduction in outstanding payments from debtors over 30 days

Reduction from previous year

Percentage of recovery of all property rates charges as at 30 June 2011

Percentage of recovery of all property rates charges

Increase in rates recovery

Net and gross profit for the financial year

Profit or loss on commercial contracts for the previous quarter

Operating cost of rubbish dumps per property by township

Total road expenditure as a percentage of total council expenditure

Net profit margin on each commercial contract

Gross profit margin on each commercial contract

Maintenance costs as a percentage of asset value of seal roads

Maintenance cost per kilometre unsealed road

Maintenance cost per kilometre sealed road

84

Goal 4 – improve our infrastructure



To achieve a significant reduction in the costs of repairs and maintenance of Shire assets

Manage assets efficiently

Total expenditure for repairs and maintenance of plant and equipment in previous financial year

Average maintenance cost per plant and equipment asset

Average operational time loss due to unscheduled repairs and maintenance

Total expenditure for repairs and maintenance of fixed assets in previous financial year

Total repairs and maintenance expenditure as a percentage of total council expenditure

Average maintenance cost per fixed asset

Maintenance costs as a percentage of the assets value

Total cost of insurance in previous financial year

Total cost of insurance against total value of the asset

Total amount expended on insurance claims and number of claims

Insurance costs as a percentage of the total value of the asset

Number and types of plant and equipment within the Shire

Number and types of repairs conducted on plant and equipment

Running costs expenditure as a percentage of total council expenditure

Number and types of fixed assets within the Shire

Number and types of repairs conducted on fixed assets


An increased life and reduced operational costs for infrastructure assets to enable savings to meet the future infrastructure assets needs

Strategically develop the infrastructure assets of the Shire to meet the current and future needs

Total value of proposed infrastructure projects for the 2011/12 year

Total expenditure to date on infrastructure projects for the year

Total expenditure as a percentage of total Shire expenditure to date on infrastructure projects for the year

Total number and type of infrastructure assets in the Shire

Total cost of insurance against total value infrastructure

Total amount of insurance claims to date

Total cost of infrastructure repairs and maintenance to 30 June 2011

Cost of repairs and maintenance to date


Total ‘shire’ funded infrastructure projects for the 2011/12 year

Total expenditure to date on ‘shire’ funded infrastructure projects for the 2011/12 year

Total expenditure as a percentage of total Shire to date on ‘shire’ funded infrastructure projects for the 2011/12 year

Shire Plan 2012-2013 85

Goal 4 – improve our infrastructure



To achieve a significant reduction in the costs of repairs and maintenance of Shire assets

Manage assets efficiently

Total expenditure for repairs and maintenance of plant and equipment in previous financial year

Average maintenance cost per plant and equipment asset

Average operational time loss due to unscheduled repairs and maintenance

Total expenditure for repairs and maintenance of fixed assets in previous financial year


Average maintenance cost per fixed asset

Maintenance costs as a percentage of the assets value

Total cost of insurance in previous financial year

Total cost of insurance against total value of the asset

Total amount expended on insurance claims and number of claims

Insurance costs as a percentage of the total value of the asset

Number and types of plant and equipment within the Shire

Number and types of repairs conducted on plant and equipment


Number and types of fixed assets within the Shire

Number and types of repairs conducted on fixed assets


An increased life and reduced operational costs for infrastructure assets to enable savings to meet the future infrastructure assets needs

Strategically develop the infrastructure assets of the Shire to meet the current and future needs

Total value of proposed infrastructure projects for the 2011/12 year

Total expenditure to date on infrastructure projects for the year

Total expenditure as a percentage of total Shire expenditure to date on infrastructure projects for the year

Total number and type of infrastructure assets in the Shire

Total cost of insurance against total value infrastructure

Total amount of insurance claims to date

Total cost of infrastructure repairs and maintenance to 30 June 2011

Cost of repairs and maintenance to date


Total ‘shire’ funded infrastructure projects for the 2011/12 year

Total expenditure to date on ‘shire’ funded infrastructure projects for the 2011/12 year

Total expenditure as a percentage of total Shire to date on ‘shire’ funded infrastructure projects for the 2011/12 year

Total ‘agency funded’ infrastructure projects for the 2011/12 year

Total expenditure to date on ‘agency funded’ infrastructure projects for the 2011/12 year

Total expenditure as a percentage of total Shire to date on ‘agency funded’ infrastructure projects for the 2011/12 year

Total value of infrastructure transferred to Shire responsibility and types

Maintenance cost per township for parks, gardens, reserves and playgrounds

Total parks, Gardens and open spaces expenditure as a percentage of total council expenditure

percentage of costs recovered for the provision of burial services

Goal 5 – Good Governance



Strong and effective corporate governance

To provide timely and accurate financial information to Council on a monthly basis

To acquit grants as close as possible to the time in which the project funds have been exhausted or reporting deadline whichever is the sooner

To implement an internal audit process

End-of-Year General Purpose and Special Purpose Financial Statements

The number of breaches in compliance with the reporting of Financial Statements and various financial commitments

To complete compliance requirements a minimum of 14 days prior to the deadline

Delivery of financial reports

Compliance with funding agreements

Annual audit requirements

Average time taken to complete actions arising and the number of actions arising

A reduction in the number of qualifiers requiring clarification from the previous year

86

3 .4 Council Member expensesCouncillor allowances

approved Councillor allowances approved amount $

Budget amount $

Councillor – base* 12,001.11 12,001.11

Electoral** 4,391.59 4,391.59

$16,392.70 $16,392.70

Deputy Mayor – base* 24,673.97 24,673.97

Electoral** 4,391.59 4,391.59

$29,065.56 $29,065.56

Mayor – base* 66,727.29 66,727.29

Electoral** 17,563.16 17,563.16

$84,290.45 $84,290.45

TOTal BaSe+eleCTOral allOWanCe $277,283 .01 $277,283 .01

Professional Development allowance** including:

Course Fees

Travel

Meals and Accommodation$40,008.00 $40,008.00

extra Meeting allowance**** ($66 .52 per meeting maximum claimable $8000 .74 per Councillor)

Joint HQ Meetings x 2 Councillors

Finance Committee Meetings x 2 Councillors

Grant Selection Committee Meetings x 2 Councillors$66.52per

meeting per Councillor $5,055.52

acting Principal Member***** ($232 .15 per day maximum claimable 90 days $20,835 .89) $232.15perday $17,843.92

*Base Allowance ClaimsThe base allowance is automatically paid to council members each month or at such frequency as resolved by council, in arrears.

**Electoral Allowance ClaimsThe electoral allowance is automatically paid to council members each month or at such frequency as resolved by council, in arrears.

***Professional Development Allowance Claims(i) The allowance is available to all council members. (ii) The professional development allowance may be claimed multiple times each year, but the total value of those claims must not exceed the maximum specified in the table (see clause 8). (iii) The professional development allowance is to be used to cover the cost of travel to the course or conference, course or conference fees, meals and accommodation for the duration of the course or conference. (iv) Claims must be made using the forms approved by council. (v) Only approved courses/conferences consistent with council policy attract professional development allowance.

****Extra Meeting Allowance Claims(i) Council members may only claim an extra meeting allowance for meetings referred to in the council policy. (ii) An extra meeting allowance may be claimed for up to a maximum of two meetings per day. (iii) Council members must not claim for an extra meeting more than once for the same meeting. (iv) When a council member is required to travel in order to attend an approved extra meeting, the

council member may claim an extra meeting allowance for each full day of travel, unless that travel falls on the same day on which the meeting is held. In this context, a full day of travelling means at least four hours of travelling, which may include time in transit. (v) Claims must be made using the forms approved by council. (vi) Forms must include the date on which the meeting was held and indicate the period of time the member was present at the meeting. (vii) The member must have attended at least 75 per cent of the duration of the meeting to claim an extra meeting allowance. (viii) Claims for extra meeting allowance must be made by the second working day in the month following the meeting for which the claim is made, or as resolved by council. Payment of extra meeting allowance is monthly or as resolved by council. (ix) Claims for extra meeting allowance not made in accordance with (viii) will be regarded as a late claim and paid with the next monthly payment. However, if the claim is not made within three months of the meeting for which the extra meeting allowance is claimed, the right to an extra meeting allowance for that meeting is forfeited. (x) Claims forms must be submitted by the approved method.

*****Acting Principal Member Claims(i) When the deputy principal member carries out the functions of the principal member as outlined in section 43(2)(b) and section 43(2)(c) of the Local Government Act, the deputy principal member is entitled to be paid an allowance as the acting principal member. (ii) If some other council member is acting as the principal member in accordance with section 43(3) of the Local Government

Act, the member is entitled to be paid an allowance as the acting principal member. (iii) The acting principal member is entitled to be paid the daily rate, as outlined in the table of allowances. While a council member is acting principal member, the extra meeting and base allowances are suspended. In the case of base allowance, this is on a pro rata basis. The member is still entitled to their usual electoral allowance. The daily rate includes Saturdays, Sundays and public holidays. (iv) The maximum number of days (including Saturdays, Sundays and public holidays) that a council member may be paid as the acting principal member is an aggregate of 90 days in a financial year. A member may continue to hold the position for a longer period if council so resolves, however, the allowance reverts to the usual rate for that member.

Shire Plan 2012-2013 87

Council and elected Member expenses

roper Gulf Shire Budget expense report for year ending 30 June 2013 $

Consulting Fee Exp 5,000.00

Freight and Delivery Expenses 1,100.00

Material Exp General 2,000.00

MaterialExpAssetPurchases<$5,000 6,000.00

Food, Catering & Cleaning Supplies 2,000.00

Ins Premium Exp Fleet & Plant 600.00

Vehicle Registration Exp 702.00

Fleet, Plant & Equipment R&M 1,500.00

Fuel and Oil Exp Motor Vehicles 9,999.96

Mobile Telephone Exp 12,000.00

Advertising Exp 2,400.00

Conference or Seminar Course Fee Exp 18,000.00

Accommodation Exp 43,200.00

Airfare and Travel Fare Expense 61,017.50

Travel Allowance Expenses 65,146.00

Councillor Allowance Exp 300,182.50

Printing and Stationery 2,000.00

Meeting Catering 12,000.00

Membership or Subscription Exp 1,500.00

Sundry & miscellaneous 5,000.00

Computing Subscription Cost Alloc 5,000.00

Internal Workshop allocation 5,703.60

Total Council and elected Member expenditure 562,051 .56

3 .5 long Term Financial PlanStatement of Major initiatives

The Roper Gulf Shire Council Long-term Financial Plan is consistent with the Big Rivers Regional Management Plan. During the next four years it is expected that there will be a drawdown of equity reserves to fund the Joint HQ development. The majority of which will be over the 2013-2014 years. Outside of the Joint HQ expenditure, capital expenditure is expected to fluctuate between $3mto$4m.

Roper Gulf Shire Council has budgeted $3.19millionfor capital expenditure in the 2012-2013 financial year. The majority of this budget will be used for fleet

renewal, waste management, council office upgrades in communities, plant and equipment upgrades, and sporting facility infrastructure upgrades.

Four new waste management compactor trucks for Borroloola, Barunga – Beswick, Bulman, and Mataranka – Jilkminggan communities are due to be ordered to improve the delivery of waste management services to residents.

Over the next six months we are aiming to improve our asset management plan with the objective of better planning for peaks and troughs in asset renewal costs.

88

roper Gulf Shire 4-Year Projected Budget

2012-20162012-13

$2013-14

$2014-15

$2015-16

$

income

Income Rates 603,745 633,932 665,629 698,910

Income Council Fees and Charges 251,000 276,100 303,710 334,081

Income Operating Grants Subsidies 21,482,259 17,726,727 18,258,528 18,806,284

Income Investments 600,000 618,000 636,540 655,636

Income Agency and Commercial Services 9,034,551 18,305,587 18,854,755 19,420,398

Income Capital Grants 506,482 521,676 537,327 553,447

Other Income 3,336,075 3,436,157 3,539,242 3,645,419

Total income 35,814,112 41,518,180 42,795,731 44,114,175

expenditure

Employee Expenses 18,270,547 20,818,663 21,443,223 22,086,520

Contract and Material Expenses 9,289,119 10,567,793 10,884,827 11,211,371

Fleet, Plant & Equipment 1,733,766 1,785,779 1,839,352 1,894,533

Asset Expense 1,510,415 3,185,372 3,312,940 3,446,900

Other Operating Expenses 4,710,264 4,560,572 4,715,389 4,874,851

Finance Expenses 300,000 600,000 600,000 600,000

Total income 35,814,111 41,518,180 42,795,731 44,114,175

Operating Surplus/(Deficit) 0 0 0 0

Capital expenditure

Asset Purchases 3,186,318 3,185,372 3,312,940 3,446,900

Asset Purchases (Administrative Centre Devt) 1,000,000 2,000,000 2,000,000 0

Total Capital expenditure 4,186,318 5,185,372 5,312,940 3,446,900

Budget Assumptions• 5%paincreaseinrates• 10%paincreaseincharges• Lossof$4.5mgrantsfundingin2013-14fromlossofCDEP,plus$9mincreaseingovtcontractfundingin2013-14fromgainofRJCP• Resultantincreaseinsalariesandcontracts&materialsexpensesduetoincreaseinRJCPfunding• Matchingofdepreciationexpensestocapexfrom2013-14• Increaseinloanexpensesfrom$300Kin2012-13to$600Kpathereafter• Useof$500Kequityreservesin2012-13,$1min2013-14,and$500Kin2014-15

Projections of income and expenditure

The underfunding of capital depreciation in the 2012-13 budget raises concerns for the Shire’s long four year forecast of financial sustainability. In the past, capital expenditure requirements for core services have effectively been covered by under-expenditure on wages and salaries. However, this is not a preferred

budgetary solution over the long term. In order to ensure ongoing financial sustainability, negotiations with both the Northern Territory and Australian Governments will need to be progressed to ensure adequate funding for asset and infrastructure renewal, establish an equitable funding from government agencies for corporate services and administrative costs, and cease conditional rating and rate capping.

Shire Plan 2012-2013 89

3 .6 Capital expenditureThe Roper Gulf Shire is committed to developing long term asset management and planning processes which includes a ‘whole of life’ costs and financial sustainability plan, and emphasizes the ‘stewardship’ role of councils and their elected members. The Council also has the challenge of finding ways to manage a ‘funding gap’ which sees it overloaded with assets many in need of replacement and upgrade.

As the council decision makers, elected members have an important role to play in this long term community planning. Key messages include:•Understandingourstewardshipresponsibilities;•KnowwhatCouncilcanafford;and•Movetowardslongtermplanningandbudgeting

To ensure adequate provision is made for the long-term replacement of major assets Council will:•Ensure that Council’s services and infrastructure

are provided in a sustainable manner, with the appropriate levels of service to residents, visitors and the environment.

•Safeguard Council assets including physical assetsand employees by implementing appropriate asset management strategies and appropriate financial resources for those assets.

•CreateanenvironmentwhereallCouncilemployeestake an integral part in overall management of Council assets by creating and sustaining asset management awareness throughout the organisation by training and development.

•Meetlegislativerequirementsforassetmanagement.•Ensure resources and operational capabilities are

identified and responsibility for asset management is allocated.

•Demonstrate transparent and responsible assetmanagement processes that align with demonstrated best practice.

A strategic approach to asset management will ensure that the Council delivers the highest appropriate level of service through its assets. This will provide positive impact on;

•Membersofthepublicandstaff;•Council’sfinancialposition;

•TheabilityofCounciltodelivertheexpectedlevelofservice and infrastructure;

•ThepoliticalenvironmentinwhichCounciloperates;and

•ThelegalliabilitiesofCouncil.The Roper Gulf Shire is working with the Local Government Association NT to develop a thorough Asset Management Plan which will inform the Council of its obligations and challenges in providing sustainable asset management to the people of the Shire.

asset replacement Program

In essence our asset replacement program consists of the following parameters:•Unlessaprogram’sfundingagreementmakesexplicit

provision for capital expenditure, all asset purchases are to be costed to the Assets Management activity code at the time of purchase (Activity 109).

•A program that controls and uses an asset on anongoing basis will be charged an annual Internal Plant,FleetandEquipmentLeasefeeof33.3%oftheasset’s acquisition value.

•After 3 years or 100,000km of use (whichever isreached first), the asset will be disposed through sale or trade-in, and the service group that controlled the asset will receive the income from the disposal.

•Ifanassetisdisposedofearlierthan3yearssincethe acquisition date, the program will be charged the remainder of the acquisition value.

•Alloperatingcosts,fuelandrepairsandmaintenanceexpenses for the asset will be charged directly to the controlling program.

•Income derived from the sale of assetswill in thefirst instance be used to cover operating costs of the Asset Management unit.

•It is recommended that all additional income fromthe sale of a program’s assets be used to renew that program’s asset stock. However, this is a flexible guideline that is subject to the negotiation with the relevant managers and directors.

•If an asset is not regularly and diligently repaired,maintained and cleaned, the manager of the program controlling the asset will be given a formal written warning from the CEO and will be requested to submit a remedial plan.

90

repairs and Maintenance, and infrastructure Development

YEAR 1 – 2012-2013

Capital expenditure

Capital Purchase/Construct Buildings 420,866.00

Capital Construct Infrastructure 50,000.00

Capital Purchases Plant & Equipment 1,550,631.00

Capital Purchase Vehicles 1,164,821.12

Total Capital expenditure 3,186,318 .12

repairs and Maintenance

Asset R&M Expense 1,026,158.64

Fleet, Plant & Equipment R&M 363,138.08

Total income 1,389,296 .72

asset and infrastructure Development Scheduled for 2012-2013 $

Barunga

Night Patrol New Hilux with tray and accessories 52471

Municipal Services New HiLux minus trade-in 40000

Shire Services General New HiLux minus trade-in 30000

Waste management New compactor minus trade-in 95000

Facility Development Office area upgrade at Sport and Rec Hall 49856

Beswick

Power Water contract New vehicle minus trade-in 45,000

Night Patrol New Hilux with tray and accessories 52,471

Municipal Services 84 HP Tractor 65,000

Shire Services General New HiLux minus trade-in; Council Office Upgrade 95,000

Borroloola


Municipal Services New HiLux minus trade-in; 84 HP Tractor 105,000

Shire Services General New HiLux minus trade-in 25,000

Waste management New compactor 135,000

Staff Housing Upgrade and tiling of staff house 10,000

Facility Development Softball netting and coaches' boxes 41,800

Bulman

Municipal Services New HiLux minus trade-in; 84 HP Tractor and slasher 130,000

NTGC Special Purpose Grants New Compactor 135,617

Shire Plan 2012-2013 91

asset and infrastructure Development Scheduled for 2012-2013 cont . $

Jilkminggan


Municipal Services New 2WD HiLux minus trade-in 20,000


Manyallaluk


Waste management New tractor 25,000

Facility Development 2nd stage – connect power, sewerage and water and construct roof and verandah at Sport and Rec facility

50,000

Mataranka

Municipal Services New HiLux minus trade-in; Purchase of old Power House at Lot 84

60,000


Waste management New compactor 135,000

ngukurr

Power Water contract New vehicle minus trade-in 35,000


Municipal Services New HiLux minus trade-in; John Deere ride-on mower 80,000

Shire Services General New vehicle minus trade-in; security cameras 85,000

Facility Development Pool – shade, lighting and lane ropes 50,000

Swimming Pool New RTV Kubota 2-seater; new concrete chemical storage building

125,000

numbulwar

Municipal Services New HiLux minus trade-in; 84 HP Tractor and slasher; ATV Kubota 6-seater

150,000

Shire Services General New loudspeaker system 12,000

Waste management Fencing for new dump site (with matching funding from elsewhere)

50,000

Minyerri

Night Patrol Minyerri Night Patrol Vehicle 52,471

Other Locations

shire vehicles Motor Vehicles with trade-ins x 3 80,000

Night Patrol Motor Vehicle 59,995

Civil Works Plant and Equipment 565,000

Civil Works Motor Vehicle 50,000

Infrastructure Mulgan Camp Toilet Upgrade 79,210

Plant & Equipment CTG plant and Equipment 53,014

$3,186,318

92

SDC infrastructure Project Details

Barunga Establishment of a Women’s Centre

Footpaths around the town to enable old people and children to move through the township without having to use roadways

Nursery for the community or garden

Street lighting through out the township

Beswick Ablution block at the red shed

All weather road from top to bottom or improve current road to all weather, in partnership with ABA

Light footpath to new subdivision

Public toilet block in new sub-division

Refurbishment of the red shed

Relocate oval

Roads reseals (old town area)

School crossing signs at the school

Shower and toilet block at basketball court

Street lighting along the road which runs from top to bottom. From the highway turn off to the new subdivision

Traffic calming devices – speed humps in the lower area after the road is resealed

Borroloola Anyula Street and Robinson Road – surface drainage, footpaths, kerbs and gutter

Awning and workshop shed and chemical storage

Backhoe

Bobcat plus trailer and trencher, post-hole digger

Box drain at pool car park

Construction of a Sport and Community Centre to serve as a multi-purpose facility

Continue to develop recreation facilities based around the swimming pool

Develop further public internet access

Provision of pedestrian pathways inclusive of, but not restricted to, school crossing zone

Repairs to Searcy Street drain

Sheeting and line marking on Robinson River Road

Upgrade street lighting to eliminate dark spots

Bulman Drainage improvements near Council Offices and Workshop area

Dust suppression and park areas – grade to remove rocks, topsoil and lawn

Homelands roads – Access road to Mt Catt several sections which need crossings for all weather access

Kerbs and gutters – Bulman and Weemol

Roads reseals – Bulman and Weemol – Council Office area

Upgrade water supply system at Mt Catt current solar pump does not work at night or during the wet season due to cloud cover

Vehicle and trailer to tow the septic pump out

Daly Waters Maintenance/upgrade of ablution block at Roy Beebe Park

Ongoing monitoring of dump

Tennis court repairs

Jilkminggan Cemetery development

Storage Container

Fencing around dump

Shire Plan 2012-2013 93

SDC infrastructure Project Details cont .

Resurfacing of the football and the installation of a softball diamond

Shed over the basketball court

Sport and recreation bus

Street lighting in the following areas: •SportandRecreationarea(BasketballCourt) •Mainroad–gatetoschool •Schoolcarpark •Workshoparea •Crècheareatothemainroadturnoff.

larrimah Dump maintenance and new landfill required

Improvements to the Park area at Lot 62 (subject to transfer of lease from Larrimah Development Association to RGSC)

Road repairs at old trucking yard

Manyallaluk Compact rubbish truck

Seal from the highway to the jump up on the Manyallaluk access road

Sealing of internal roads and the main town road to the jump up for dust suppression.

Sport and recreation vehicle such as a gator

Sports oval

Street lighting – In the middle park and outer areas, from the undercover courts to the workshop and on at the parking bay at the tourist park

Mataranka Tipper

Improve drainage at Mulgan Camp – at the entrance there is flooding during the wet which causes the power to cut out

Land release

Road repairs and up grades – Warlock road – priority, Beswick, Sterling, Gunn , Conway (drainage) and Dump roads

Skate park and bike track

Sport and recreation grounds – multi function court (covered)

The purchase of a sport and recreation bus for Mataranka.

Upgrade of Golf Course

Minyerri Maintenance of dump

ngukurr Tip truck – 3 tonne

ATV – 6 seater Kubota

Fencing around dump

Develop a submission for sport and recreation grants to upgrade facility, improve co-ordination and standards of sport and recreation programs, including swimming and other carnivals

Develop park area at barge landing

Discussion and agreement on the management and maintenance of the new Child and Family Centre post construction including car parking and landscaping

Enclose open drains

Government will review the safe place infrastructure and program delivery of both the women’s centre and men’s centre in negotiation with the community, including improved links to the night patrol service

Playground and shade structure at oval

Rehabilitate road surface on pool/oval street

Shire to invest in more street lighting in the community

94

SDC infrastructure Project Details cont .

Sporting Facility Management Plan incorporate infrastructure development

Stop people driving fast in the community by encouraging safe driving and by installing traffic control signs and pedestrian crossings at important community locations i.e. school, health centre, store, sporting facilities

Upgrade dump

Construction of new BRACS facility (television and radio)

numbulwar Develop a proposal for a one stop shop for government services and other local businesses. A range of services may be provided from this building and options will be considered for local organizations to build and own the shop front with long-term tenancy

Early Childhood – Complete a study on future of education and associated infrastructure needs including the establishmentofacrècheandchildcarefacilityinNumbulwar

Extend bitumen roads from community to airstrip and around and out to the dump

Footpaths in the community

Installation of a communications system such as loud speakers

Internal fence around play equipment near recreation hall

Market Garden

New cemetery and ongoing management

Relocation of football/sports oval

Shed and roof around basketball courts

Tow Truck

Undertake a detailed survey of road network in and around Numbulwar including options for progressive road upgrade, sealing of road to airport. Prepare submission to upgrade roads

Upgrade/repair street lighting, sewers and drainage. More lights need for some areas

Shire Plan 2012-2013 95

3 .7 rates assessment of the Social and economic effects of the rating Policy and Declaration

Rates to be levied on property owners by Roper Gulf Shire in 2012-13 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 Shire does not anticipate any detrimental socio-economic impact from levying rates in 2012-13.

Additionally, rates revenue remains a small proportion ($609,481)oftheShire’stotalbudget,atlessthan2percent of the total. This underlies the fact that the Shire 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 Shire residents far above what the rates revenue would alone enable, resulting in a net positive socio-economic impact for residents.

rates Declaration Summary 2012-2013

The following rates declaration was recommended by the 2008-12 Roper Gulf Shire Council. Adjustments

have been made to incorporate the Minister for Local Government’s approved conditional rating levies for mining and pastoral leases.

Thisratesdeclarationwilllevymorethan$475,736inrates revenue (2011-12 = $459,347) and $133,745 inwastecollectioncharges(2011-12=$129,724).

Rates for most properties is to increase by the Consumer Price Index (CPI) from the 2011-12 rates. The exception is for properties in Mataranka, Borroloola, Larrimah and Daly Waters, for the property types:•Residential•Commercial•Horticultural/agricultural/ruralliving•VacantLand

The rates for these properties is to increase by 10 per cent above the 2011-12 rates.

Please note that revenue estimates for pastoral and mining leases are based on past Unimproved Capital Values (UCVs), and do not reflect updated UCV data recently received by the Shire.

96

rates – residential Properties 2011-12 2012-13

For residential properties on Aboriginal land and in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships

$655 $675.31

For residential properties in Borroloola, Mataranka, Larrimah and Daly Waters townships. $276.50 $304.15

rates – Commercial Properties 2011-12 2012-13

For commercial properties on Aboriginal land and in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:

$776 $800.06

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

$522.19 $574.41

rates – Pastoral and rural 2011-12 2012-13

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

$322.96 $355.26

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

$482.36 $530.60

2011-12 DeCreeD 2012-13

For pastoral properties, a differential rate multiplying the Unimproved Capital Value (UCV) of each property in the 2009-10 financial year by:

0.0656% 0.0672%

Withaminimumchargedamount(setatupto$500,000UCV)of: $328 $336.09

rates – Mining and extraction leases 2011-12 DeCreeD 2012-13

Forminingandextractionleaseswithanassessedvalueofthepropertyunder$250,000,aflatrateof:

$777 $795.42

Forminingandextractionleaseswithanassessedvalueofthepropertyofover$250,000,adifferential rate multiplying the assessed value of each property by:

0.325837% 0.318%

Other 2011-12 DeCreeD 2012-13

For vacant land in Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of: $276.50 $304.15

For all other properties not defined elsewhere in the proposal, a flat rate of: $655 $675.31

Waste management charges

For all town or community properties, or those receiving waste management services from or on behalf of Roper Gulf Shire Council, a flat charge of:

2011-12 2012-13 increase

$164/bin $169 .08/bin CPi (3 .1%)

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.

Shire Plan 2012-2013 97

3 .8 Fees and Charges ScheduleAseniorsdiscountof15%appliestoallthebelowlistedfeesandchargesforresidentsholdingaSeniorsCard. This discount does not apply to rates.

Description GST inc CommentsTrades and labour

All of Shire where available

Tradesman $110.00perhour includes all trades

ESO $88.00perhour

Mechanic $115.00perhour

Trades Assistant – includes apprentice $90.00 All other labour

Travel $2.60perkm Includes sealed and unsealed

Labour on travel $49.00perhour 50%oflabourcosts

Emergency call out fee $220.00percallout Outside of Council operating hours

Plant and equipment

(The following charges are for the provision of short term hire of Plant, Machinery & Labour. Need to check location for availability). All of Shire where available. Dry hire is not available.

Tilt Tray $150.00perhour+$2.80per km

"Small Deck Large Deck 5%fuellevy"

Prime Mover with 1 Trailer $180.00+$8.80perkm Plus fuel levy

Prime Mover with 2 Trailers $220.00+$9.90perkm Plus fuel levy

Prime Mover with 3 Trailers $260.00+$11.00perkm Plus fuel levy

10m Ridged Truck $120.00perhour

3/6 Ton Small Drop Side Tipper $88.00perhour

Backhoe $155.00perhour Includes attachments

Grader (Large) $180.00perhour

Grader (Flea $160.00perhour

Bobcat $140.00perhour

Mini Excavator Hitachi 24 T $240.00perhour plus$85Standby

Front End Loader $180.00perhour Includes attachments

Tractor – up to 70hp with Slasher or Post Hole Borer $155.00perhour Need to check locations for availability

Tractor – over 70hp with slasher or Post Hole Borer $180.00perhour

Quad Bike & Spray Pack $115.00perhour Does not include chemicals

Ingersoll Rand SP 100 Vibrating Roller $110.00perhour Comes with flat drum and/or pad shells

Ride-On-mower – with operator $115.00perhour

98

Description GST inc Comments

Waste Management

Service Charge $164.00perannum Per bin

registration companion animals

Dog Registration per dog $35.00peryear

Registration per dog De-sexed $15.00peryear

Registration per dog License for more than two dogs $90.00peryear

Cemetery services

Burial charges include digging and backfilling of grave $650.00perburial

Communications, publications and administration

Rates Search $33.00

Post Box – Large $50.00peryear

Post Box – Small $17.00peryear

Internet Café $2.00per15mins

A4 Black 1-49 pages single sided (without own paper) $0.35perpage

A4 Black over 50 pages single sided (without own paper) $0.25perpage

A4 Black 1-49 pages two sided (without own paper) $0.70perpage

A4 Black over 50 pages two sided (without own paper) $0.50perpage

A4 Black 1-49 pages single sided (with own paper) $0.20perpage

A4 Black over 50 pages single sided (with own paper) $0.15perpage

A4 Black 1-49 pages two sided (with own paper) $0.40perpage

A4 Black over 50 pages two sided (with own paper) $0.30perpage

A4 Colour 1-49 pages single sided (without own paper) $0.60perpage

A4 Colour over 50 pages single sided (without own paper) $0.50perpage

A4 Colour 1-49 pages two sided (without own paper) $1.20perpage

A4 Colour over 50 pages two sided (without own paper) $1.00perpage

A4 Colour 1-49 pages single sided (with own paper) $0.50perpage

A4 Colour over 50 pages single sided (with own paper) $0.40perpage

A4 Colour 1-49 pages two sided (with own paper) $1.00perpage

A4 Colour over 50 pages two sided (with own paper) $0.90perpage

A3 Black single sided (without own paper) $0.40perpage

A3 Black two sided (without own paper) $0.80perpage

A3 Black single sided (with own paper) $0.30perpage

A3 Black two sided (with own paper) $0.60perpage

A3 Colour single sided (without own paper) $0.70perpage

A3 Colour two sided (without own paper) $1.40perpage

A3 Colour single sided (with own paper) $0.60perpage

A3 Colour two sided (with own paper) $1.20perpage

Transmit or Receive a fax per A4 page $1.00perpage

Shire Plan 2012-2013 99

Description GST inc Comments

Annual Report or Shire Plan black and white copy $10.00 Free copies can be downloaded at: www.ropergulf.nt.gov.au Copies of the document are free to read at all any SDC's

Copy of Minutes black and white copy $5.00permeeting Free copies can be downloaded at: www.ropergulf.nt.gov.au Copies of the document are free to read at all

Venue hire, general

Basic Facility Hire $165.00perday Includes main buildings such as Community Halls, Board Rooms; Training Rooms and singular sport and rec buildings

Whole Facility Hire $264.00perday Incorporates the hire of several buildings on the same grounds including kitchen, toilets and showers

Office Space $180.00perweek 3x2 metre area. Long term leases can be negotiated

Visitor Accommodation – Service Charge $110.00perroom per day

Per room. Long term leases can be negotiated

Table $2.30perday per table, payable in advance

Chairs $0.60perday per chair, payable in advance

Delivery of Table/Chairs $66.00perevent Local delivery only

BBQ $22.00perday $100.00depositrequired. 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 $11.00perday per site* Please note that hire and other services are not available at all Shire Service Delivery Centres.

Please check with the particular centre in your area for specific details.

100

appendix i – Shire Plan legislative requirementsThis Plan is prepared in accordance with the requirements of the Northern Territory Local Government Act 2008. Relevant sections of the Act are as follows:

Part 3 .2 Municipal or shire plans

22 Municipal 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 and for a shire council, the shire plan.

(3) A council's municipal 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 or shire plan

(1) A municipal or shire plan: (a) must contain: (i) a service delivery plan

for the period to which the municipal or shire plan relates prepared in accordance with planning requirements specified in a relevant regional management plan; and

(ii) the council’s budget and (b) must contain, or incorporate

by reference (i) any long term community

or strategic plans adopted by the council or a local

board and relevant to the period to which the municipal 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 c o n s t i t u t i o n a l 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 in the administrative and regulatory framework for delivering local government services in the council’s area over the period for which the plan relates; and

(iv) where the 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 or shire plan is to include the assessment (if any) made during the previous term of the council.

(3) A municipal 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.

24 Annual review of municipal or shire plan

(1) A council must adopt its municipal or shire plan (or revisions to its municipal 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 or shire plan (or revisions to its municipal 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

Shire Plan 2012-2013 101

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 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 or shire plan so that it conforms with the most recent text of the council's budget.

aPPenDiX iiroper Gulf Shire Council

rates Declaration for 2012-2013

Rates

Roper Gulf Shire Council (the “Council”) makes the following declaration of rates pursuant to Chapter 11 of the Local Government Act (the” Act”).

Pursuant to Section 149 of the Act, the Council adopts the Unimproved Capital Value (UCV) method as the basis of the assessed value of allotments within the shire area used for pastoral and commercial purposes.

(1) The UCV of each property in the Roper Gulf Shire Council for the purposes of this rates declaration is defined as the UCV as at 1 July 2012, as determined by the Australian Valuation Office (AVO).

(2) The Council intends to raise, for general purposes by way of rates, more than $475,736which will be raised by the application of:

(a) Differential valuation-based charges (“differential rates”)

(b) Differential rates with differential minimum amounts being payable in application of each of those differential rates.

(c) A fixed charge (“flat rates”). (d) Flat rates for different classes

of allotments within the shire area.

(3) Rates for each allotment within the shire area set by differential and flat rates shall be set using the methodology set out in this declaration.

(4) The Council hereby declares the following rates:

RESIDENTIAL PROPERTIES (a) With respect to every

allotment of rateable land owned by a Land Trust or Aboriginal community living area association within the shire area that is used for residential purposes, and for properties used for residential purposes in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships, aflatrateof$675.31foreachallotment will be applied, multiplied by:

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

(ii) The number 1;

Whichever is greater.

(b) With respect to every allotment of rateable land

within the localities of Borroloola, Mataranka, Larrimah and Daly Waters that is used for residential purposes, a flat rate of $304.15 for each allotmentwill be applied, multiplied by:

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

(ii) The number 1; Whichever is greater.

COMMERCIAL PROPERTIES (c) With respect to every

allotment of rateable land owned by a Land Trust or Aboriginal community living area association within the shire area that is used for commercial purposes, and for properties used for commercial purposes in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships, aflatrateof$800.06foreachallotment will be applied, multiplied by:



(d) With respect to every allotment of rateable land within the localities of Borroloola, Mataranka, Larrimah and Daly Waters

102

that is used for commercial purposes, a flat rate of $574.41 for each allotmentwill be applied, multiplied by:

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

(iv) The number 1; Whichever is greater.

RURAL, HORTICULTURAL, AGRICULTURAL AND PASTORAL PROPERTIES (e) With respect to every

allotment of rateable land within the shire area that is used for rural residential living, horticultural or agricultural purposes, is under 200 hectares in size and not situated on land owned by a Land Trust or an Aboriginal community living area association, a flat rate of$355.26foreachallotmentwill be applied, multiplied by:



(f) With respect to every allotment of rateable land within the shire area that is used for rural residential living, horticultural or agricultural purposes, is over 200 hectares in size

and not situated on land owned by a Land Trust or an Aboriginal community living area association, a flat rate of$530.60foreachallotmentwill be applied, multiplied by:



(g) With respect to every allotment of conditionally rateable land within the shire area held under a pastoral lease or freehold property used for pastoral purposes, a differential rate of0.0672%oftheUCVoftheproperty will be applied, with the minimum amount being payable in the application of that differential rate being $336.09.

MINING AND EXTRACTION LEASES (h) For land occupied under a

mining tenement, being an active mining, extractive or petroleum lease with UCVs assessedasunder$250,000,aflatrateof$795.42willbeapplied.

(i) For land occupied under a mining tenement, being an active mining, extractive or petroleum lease with UCVs assessed as above $250,000 a differential rateof 0.318% of the UCV ofall land held under lease will be applied.

OTHER PROPERTIES (j) With respect to every

allotment of rateable land within the localities of Borroloola, Mataranka, Larrimah and Daly Waters that is vacant land, a flat rate of$304.15foreachallotmentwill be applied, multiplied by:



(k) With respect to every allotment of rateable land within the shire area not otherwise described elsewhere in this declaration, aflatrateof$675.31foreachallotment will be applied, multiplied by:



Charges(5) Pursuant to Section 157 of the

Act, the Council declares the following charges in respect of the garbage collection services it provides for the benefit of all residential land within or near the following designated communities and townships within the shire area (except such land as the Council from

Shire Plan 2012-2013 103

time to time determines to be exempt or excluded from the provision of such services or for which the Council has determined it is impractical to provide such services).

(6) The designated communities, localities and townships within the shire area are Barunga, Beswick, Borroloola, Bulman, Jilkminggan, Jodetluk, Manyallaluk, Mataranka, Ngukurr, Numbulwar, Urapunga, Weemol and Werenbun.

(7) Council intends to raise $133,745bythesecharges.

(8) For the purposes of this determination:

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

•“commercial and industrialactivity” means those activities that are carried out by individuals, partnerships, associations and corporations for the purposes of generating revenue for profit.

•“governmental 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 shire as identified in paragraph 5 above.

•the “garbage collectionservice” comprises a collection service of one garbage collection visit per week with a maximum of one 240 litre mobile bin per garbage collection visit.

(m) The following charges are declared:

(i) A charge of $169.08 perannum for each residential dwelling or allotment used for commercial, industrial or governmental activity in respect of the garbage collection service provided, multiplied by the number of standard rubbish bins at the dwelling.

(ii) Charges for other services provided for, or which Council is willing and able to provide for, the benefit of the land, or the occupiers of the land, within the shire, are set by the Council’s current service charges and fees schedule.

Relevant interest rate (n) The Council fixes the relevant

interest rate for the late payment of rates and charges in accordance with Section 162 of the Act at the rate of 18 per cent per annum which is to be calculated on a daily basis.

Payment (o) The Council determines

that the rates and charges declared under this declaration may be paid by two (2) approximately equal instalments on the following dates, namely:-

•FirstInstalmenttobepaidon or before the due date

issued on the rates notice •Second Instalment to be

paid within four months of the due date issued on the rates notice.

(p) Instalments falling due on a weekend or public holiday may be paid by the following business day, without incurring any penalty.

(q) Details of due dates and specified amounts will be listed on the relevant rates notice under section 159 of the Act (“the Rates Notice”).

(r) Variations to those options for payment will be administered according to the conditions outlined on the front and reverse of the Rates Notice.

(s) A ratepayer who is experiencing difficulty with making a payment on time or in its entirety may contact the Council, and the Council may at its own discretion offer the ratepayer an alternative schedule of payments.

(t) 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.

104

appendix iiiacknowledgements

Our sincere thanks to all the residents of our Shire who took the time to speak to us and contribute valuable suggestions on our direction over the life of this Shire Plan and beyond. Your contributions will assist to improve service delivery to benefit all Shire residents and customers.

We appreciate the contributions received from our stakeholders and partners across the region. Shire staff have assisted and supported community consultations and the drafting of this plan.

Shire Plan 2012-2013 105

nUMBUlWar nUMBirinDi

WarD

YUGUl ManGi WarD

SOUTh WeST GUlF WarD

Source: as adapted from DHLGRS www.bushtel.nt.gov.au

Street Address 29 Crawford Street Katherine NT 0850

Postal Address PO Box 1321 Katherine NT 0851

Phone 08 8972 9000

Fax 08 8971 2607

Email [email protected]

Website www.ropergulf.nt.gov.au

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