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REGIONAL PLAN
ROPER GULF REGIONAL COUNCIL
2019/20
Council Administration Centre
Street Addresses2 Crawford Street Katherine NT 0850
Postal AddressPO Box 1321 Katherine NT 0851
Council Offices Phone FaxBarunga 08 8977 3200 08 8944 7059Beswick 08 8977 2200 08 8975 4565Borroloola 08 8975 7700 08 8975 8762Bulman 08 8975 4189 08 8975 4753Jilkminggan 08 8977 3100 08 8975 4905Manyallaluk 08 8975 4091 N/AMataranka 08 8977 2300 08 8975 4608Ngukurr 08 8977 4601 08 8975 4658Numbulwar 08 8977 2101 08 8975 4673Urapunga 08 8977 4601 N/ANgukurr
Phone 08 8972 9000Fax 08 8911 7020Email [email protected] www.ropergulf.nt.gov.au
Roper Gulf Regional Council | ABN 94 746 956 090
Workshop and Depot63 Chardon Street Katherine NT 0850
Other Locations BadawarrkaBaghettiBarrapunta (Emu Springs)Boomerang LagoonCostelloDaly WatersGorpulyulJodetluk (Gorge Camp)KewulyiLarrimah
MinyerriMole HillMomobMount CattMulganNulawan (Nalawan)NumerlooriRobinson RiverWeemolWerenbun
This Regional Plan was approved by Council at its Ordinary Meeting in Katherine on 24 June 2019.2 | Roper Gulf Regional Council
WARNING: Aboriginal and Torres Strait Islander readers are advised that this document may include the images of people who are deceased.
The LogoThe logo was developed from a concept created by Lainie Joy of Borroloola. The five flowing figures have multiple meanings. They represent the five wards in our region (Never Never, Numbulwar Numburindi, Nyirranggulung, South West Gulf and Yugul Mangi); the five main rivers winding through our Region (the Limmen, McArthur, Robinson, Roper and Rose Rivers); the low-lying hills that are visible on the horizon nearly everywhere in the Roper Gulf Region and the Rainbow Serpent that underlies everything. The colours are based on the different colours of the soil, and the people co-existing in the Roper Gulf Region.
Acknowledgements Our sincere gratitude to all the residents and stakeholders of the Roper Gulf Region who took the time to speak to us and contribute valuable suggestions that will allow the Council to look for dynamic ways to improve on its delivery of services and programs in communities for the time frame covered by the 2019-20 Regional Plan and beyond.
We appreciate the ongoing support of the community-based staff who assisted with the consultation process which led to residents choosing the town priorities you see in this Plan.
As we move into the 2019-20 Financial Year, Elected Members and staff remain committed to the Council’s mission of ‘working as one towards a better future through the effective use of all resources’.
The people who make up the region are its most precious resource, so we offer our thanks for speaking up, getting involved and allowing their collective voice to be heard.
Regional Plan 2019/20 | 3
AAC Alawa Aboriginal CorporationAAI Alcohol Action InitiativeABS Australian Bureau of Statistics AGD Department of Attorney-General (Commonwealth) AOD Alcohol & Other Drugs BBRF Building Better Regions Fund CACP Community Aged Care Package CASA Civil Aviation Safety Authority CDP Community Development Programme CEO Chief Executive Officer CIG Capital Infrastructure Grant Community The term ‘community’ refers to all groups of people
living in the region, unless specifically stated otherwise CS Community Safety CSC Council Services Coordinator DAGJ Department of Attorney-General and Justice DBCDE Department of Broadband, Communication and the
Digital Economy (Commonwealth) DCA Department of Communications and the Arts
(Commonwealth) DCM Department of Chief Minister DENR Department of Environment and Natural Resources DET Department of Education and Training
(Commonwealth) DHS Department of Human Services DIHS Disability In-Home Support DIPL Department of Infrastructure, Planning and Logistics DIRD Department of Infrastructure and Regional
Development (Commonwealth) DLGHCD Department of Local Government, Housing and
Community Development DLPE Department of Lands, Planning and the Environment DoE Department of Education DoH Department of Health DPMC Department of Prime Minister and Cabinet
(Commonwealth) DSS Department of Social Services (Commonwealth) DTBI Department of Trade, Business and Innovation DTSC Department of Tourism, Sport and CultureDWP Daly Waters Progress Association ELP Enterprise Learning Program EOI Expression of Interest FG Federal Government FRRR Foundation for Rural and Regional Renewal HMP Housing Maintenance Program HR Human Resources IAN Indigenous Affairs Network IAS Indigenous Advancement Strategy IBP Indigenous Broadcasting Program ICC Indigenous Coordination Centre ILC Independent Living Centres IPWEA Institute of Public Works Engineering Australia ISRP Indigenous Sport and Recreation Project ITEC ITEC Group is the name of the company
Acronyms and Definitions
IVMS In-Vehicle Monitoring System JCAC Jilkminggan Community Aboriginal Corporation KPI Key Performance Indicator LA Local Authority LAPF Local Authority Project Funding LMD Local Decision MakingLWOP Leave without Pay M MillionMAC Mungoorbada Aboriginal Corporation MAM Minister for Arts and Museums MAP Multi-Agency PlanMARA Mabunji Aboriginal Resource Association MOU Memorandum of Understanding MRM McArthur River Mine MRM CBT McArthur River Mine Community Benefits
Trust NDIS National Disability Insurance SchemeNFA New Future Alliance NLC Northern Land Council NPO Not Permanently Occupied NQF National Quality Framework NSRF National Stronger Regions Fund NTCET Northern Territory Certificate of Education and
Training NTEPA Northern Territory Environment Protection
Authority NTPFES Northern Territory Police, Fire and Emergency
Services NTG Northern Territory Government PAWA Power and Water Corporation R&M Repair and maintenance R2R Roads to Recovery RAF Regional Arts Funding REIF Regional Economic Infrastructure Fund RGRC Roper Gulf Regional Council RIBS Remote Indigenous Broadcasting Program RSAS Remote School Attendance Strategy RTO Registered Training Organisations RWMS Regional Waste Management Strategy S&R Sport and Recreation SASO Senior Administration Support Officer SHS Sunrise Health Service Aboriginal CorporationSIHIP Strategic Indigenous Housing and Infrastructure
Programme SNP School Nutrition Program SPG Special Purpose Grant TNT Tourism Northern Territory VOQ Visiting Officers’ Quarters WHS Work Health and Safety Workshop Mechanical Workshop YMAC Yamatji Marlpa Aboriginal Corporation YMDAC Yugul Mangi Development Aboriginal Corporation YS Youth Services
4 | Roper Gulf Regional Council
Contents
Acknowledgements 3Mayor’s Message 6About Our Council 8
Our Mission, Vision and Values 10Roper Gulf Regional Council 11Our Councillors 12Electoral Representation Review 13Governance Structure 14Potential changes to administrative and regulatory frameworks 17Cooperative arrangements 17Council representation on external committees 18Planning Framework 19
Opportunities and Challenges 21Organisational Review 22Managing Changes to Program Delivery Models 22Financial Sustainability 23Effective Delivery of Infrastructure Program 24Other Legislative and Service Changes 24
About Our People 25Staffing Plan 2019-20 26Function Framework 30
Major Projects 31
Service Delivery 38
Service Delivery Model 39Service Delivery by Location 40
Strategic Priorities 48
GOAL 1: Good Governance 49GOAL 2: Strengthen Quality Of Life 53GOAL 3: To Protect and Care For Our Physical Environment 56GOAL 4: To Support Training And Employment In Remote Communities 59
Town Priorities 61Barunga 63Beswick (Wugularr) 66Borroloola 68Bulman and Weemol 70Daly Waters 73Hodgson Downs/Minyerri 75Jilkminggan 76Larrimah 78Manyallaluk 79Mataranka (including Mulggan Camp) 81Ngukurr 83Numbulwar 86Robinson River 88Urapunga 89Outstations and Homelands 91
Financial Planning 94
Budget Summary 2019-20 95Consolidated Revenue & Expense Budget 2019-20 by Natural Account Category 98Budget 2019-2020 by Community 99Council & Local Authority Expenses 114Long Term Financial Plan 116Rates 123Fees and Charges Schedule 125
Appendices 132
Rates Declaration 2019-2020 132Budget Legislative Requirement 136Regional Plan Legislative Requirements 137
Regional Plan 2019/20 | 5
Mayor’s Message
As we look forward to the next twelve months, Council is undergoing a period of significant review and change. In the last Financial Year Council has seen a number of the Council’s senior executive, including the long serving CEO, Michael Berto, leave the Organisation. In addition, the Council is faced with a range of changes to the Council’s service delivery model, including the reduction in the size of the Community Development Program and the commensurate reduction in income available for discretionary use by the Council. While acknowledging the many years of service that the outgoing CEO has provided to the organisation, the Council has taken the opportunity presented by these internal and external changes to review its services and functions.
This Regional Plan embodies a new organisational structure that has been designed to provide strong focus to three key deliverables within the Plan:
• Strong Leadership and Governance
• Strong Community Engagement; and
• Delivery of the Council’s Infrastructure Program
Furthermore, the Regional Plan has been crafted by the Council to ensure that the Council’s expenditure
reflects its reduced circumstances and ensures the long term sustainability of the organisation. Within the Plan there is a focus on strong basic service delivery with priority remaining on service delivery in our many communities.
Infrastructure development will remain a key priority for Council with several major projects due to commence and be completed within the 2019-20 Financial Year.
Borroloola will remain a focus for investment, with the $5.7 million Rocky Creek Bridge upgrade project to continue over this Financial Year. Further investments have been made towards the roads in the Borroloola Town Camps, and the Borroloola Business Hub, which will cost an estimated $2 million. Planning for the new Hub will include office accommodation for Council staff and other local organisations and businesses. The new facility will also house a tourist information bay to help promote local events and attractions to visitors.
Like Barunga, Ngukurr will soon benefit from a $0.3M oval lighting upgrade in the Roper Gulf Region, thanks to a collaboration between the Council and the Territory represented by Department of Tourism
6 | Roper Gulf Regional Council
and Culture. The $1.45 million investment over two years is currently upgrading the lighting at Ngukurr oval and is expected to be completed in this Financial Year.
The Council will continue its planning and development of the Mataranka Community Hub so that the project is ready for construction with the Territories Local Government Strategic Infrastructure Fund provide a significant boost to this project. This project, estimated to cost approximately $1.8 million, involves proposed construction a new Council services building inclusive of the now completed modern library, infrastructure upgrades to the community hall, and civil works adjacent to the existing building to facilitate additional parking.
Mataranka has also received a grant from the Commonwealth represented by the Department of Health to design and construct an aged and disability respite care centre, consisting of a common area, female and male disabled access toilets, kitchen and refrigeration, pantry and storage, laundry, two offices, a covered veranda and wheelchair ramp. This project is scheduled for completion late in the 2019-20 Financial Year.
Additionally Urapunga is progressing towards receiving massive upgrades over the coming year. With the large increase in population, Council is set to provide new services throughout the community.
As of January 2019 Urapunga has established its first Local Authority as well as a Council Services Coordinator to coordinate and ensure effective delivery of core municipal services under the Council Services Directorate Operational Plan. Upgrades to the community will include, Waste Management Facilities, an ablutions block; parks and gardens; solar lighting and roadworks.
Effective service delivery is a core focus for Council and as such it has been pleasing to see each community actively engage in their local town priority meetings again this year. The ideas discussed during these meetings are vital for setting our goals for the Financial Year.
Creating a Regional Plan that reflects the needs of those living in the Roper Gulf Region will always be a challenge. With such a large and diverse populace the Plan requires contributions from all over the Region. The 2019-20 Plan reflects hard work from our Elected Members, Local Authority Members, staff, residents and stakeholders. These contributions make sure this Plan is created by the Roper Gulf communities and is for those communities.
The 2019-20 Regional Plan outlines Council’s vision for delivering key projects, programs and services over what is sure to be another busy and productive year ahead. We encourage all members of the Roper Gulf Region to read the Plan, understand what it means for you and provide feedback where appropriate.
Regional Plan 2019/20 | 7
ABOUT OUR COUNCIL
8 | Roper Gulf Regional Council
Roper Gulf Regional Council has developed its 2019-20 Regional Plan, with Elected Members, staff, residents and stakeholders. The Regional Plan is an annual requirement under the NT Local Government Act.
Endorsed by the current Council, the Plan outlines a 12 month operational direction which delivers on the following key strategic focus areas:
• Strong leadership through good governance, corporate planning and operational support;
• Protection and care of the Roper Gulf Region’s environment;• Safe, strong and vibrant communities; and• Support of employment, training and economic development.
All planning and decision making to be undertaken by the Council during the 2019-20 Financial Year will arise from these focus areas, and as such are the foundation of the Regional Plan.
Central to the operations of staff and Elected Members are the Council’s organisational structure, service delivery methods, financial planning and budgets, which are all outlined within this document.
Town priorities for the 15 towns and their communities within the region have been developed in collaboration with Elected Members, Local Authority Members, staff, residents and stakeholders. These specific priority projects are detailed in the Town Priorities section from page 61.
Welcome to the Roper Gulf Region, a vast and spectacular landscape
covering more than 185,000 square kilometres of the remote Top End.
Regional Plan 2019/20 | 9
Our ValuesHonestyEqualityAccountabilityRespectTrust
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10 | Roper Gulf Regional Council
Our Mission, Vision And Values
Our MissionWorking as one towards a better future through effective use of all resources
Our VisionSustainable
Viable
Vibrant
Roper Gulf Regional CouncilRoper Gulf Regional Council delivers a wide range of municipal and community services and programs within one of the most spectacular and remote areas of the Northern Territory.
The Council’s area spans 185,000 square kilometres – almost three times the size of Tasmania – making Council’s operational footprint the fourth largest in the NT. The regional boundary runs from the southern side of the Kakadu escarpment to the northern edge of the Barkly Tablelands, and from the western fringe of the Stuart Highway to the Gulf of Carpentaria and Queensland border.
This vast area is rich in biodiversity and boasts areas of tropical savannah, dry grasslands and open forest, with iron-rich eroded sandstone, limestone escarpments and low mesas dominating the landscape.
The Roper Gulf Region is dissected by large, ancient river systems including the Roper, Rose, McArthur, Robinson and Limmen rivers. The combined annual flow of these rivers is 11750 gigalitres, which is the equivalent of approximately 23 Sydney Harbours’ worth of water. The Katherine, Edith, Fergusson, East Alligator and King rivers also have their headwaters within the Roper Gulf Region.
More than 700 kilometres of coastline runs along the eastern edge of the Local Government Area, characterised by stunning beaches, mangrove swamps, river deltas, low coastal sea cliffs and islands.
Roper Gulf Shire Council was formed 1st of July 2008 from the amalgamation of a number of smaller Community Councils and previously unincorporated land. The organisation was renamed Roper Gulf Regional Council in January 2014.
The latest Census data from 2016 indicates 6,505 people live within the Roper Gulf Regional boundary, with a median age of just 26. Of this population base, more than 42 per cent reside in the three largest towns of Ngukurr, Numbulwar and Borroloola, giving the overall area an extremely low population density of one person per 28 square kilometres.
Almost 80 per cent of people living within the Council’s Local Government Area identify as Aboriginal or Torres Strait Islander, with 48.6 per cent speaking Roper Valley Kriol at home.
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Regional Plan 2019/20 | 11
KATHERINE TOWN COUNCIL
EAST ARNHEM REGIONAL COUNCIL
WEST ARNHEM REGIONAL COUNCIL
VICTORIA DALY REGIONAL COUNCIL
BARKLY REGIONAL COUNCIL
NYIRRANGGULUNG WARD
Daly Waters
NEVER NEVERWARD
YUGUL MANGIWARD
SOUTH WESTWARD
NUMBULWAR NUMBURINDI
WARD
BulmanWeemol
Beswick
Minyerri/Hodgson Downs
Jilkminggan
Larrimah
Mataranka
Manyallaluk (Eva Valley)
Barunga
Robinson River
Borroloola
NumbulwarKatherine
NgukurrUrapunga
DARWINJABIRU
PINE CREEK
ROPER GULF REGIONAL COUNCIL
KATHERINE
ALICE SPRINGS
DALY WATERS
RENNER SPRINGS
TENNANTCREEK
BARROWCREEK
WA
SA
NT
QLD
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12 | Roper Gulf Regional Council
Electoral Representation ReviewCouncil is required to undertake an electoral review to ensure the most effective electoral representation for the Local Government Area of the Council. This review is to ensure the fairness and effectiveness of electoral representation in the five Wards that make up the Council’s Local Government Area.
A review conducted in December 2014 recommended that a second Elected Member for the Numbulwar Numburindi Ward would best reflect the increasing population of the region, as well as maintain the desirability of keeping the number of electors per Elected Member for each Ward as close to practicably equal. In April 2017, the Minister for Housing and Community Development approved Council’s recommendation to appoint a second Elected Member to the Ward.
As such, the Council elected in August 2017 Northern Territory Local Government election comprises of 13 Elected Members, two of whom will then be voted in to the respective roles of Mayor and Deputy Mayor. Council is now comprised of 13 Members.
The existing boundaries of the Wards within the Council’s Local Government Area were gazetted in 2008 and were recommended to not be altered following the review.
The Council will undertake another review of its electoral representation in accordance with Section 23 (2) of the Local Government Act and Local Government (Electoral) Regulations Regulation 63 of the, prior to the expiry of its current term of office in 2021.
Table 1: Electoral representation of Roper Gulf Regional Council Wards
Ward Number of Elected Members
Electors on roll as of May 22, 2017
(a)
Electors per Elected Member as of May
22, 2017
Land Mass (km2) (b)
Never Never 3 820 410 60,600
Numbulwar Numburindi
2 501 501 4,414
Nyirranggulung 3 911 304 40,148
South West 3 987 329 60,055
Yugul Mangi 2 766 383 19,958
TOTAL 13 3985 185,194
(a) - Source: Northern Territory Electoral Commission.(b) - Source: Department of Infrastructure, Planning and Logistics, Lands Information Office, 2010.
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Regional Plan 2019/20 | 13
Governance StructureCouncil
Roper Gulf Regional Council comprises 13 Elected Members, elected on August 26, 2017 through a Northern Territory Local Government election and subsequent by-elections, which will govern until 2021.
Ordinary Meeting of Council schedule
The Council meets seven times a year, with meetings held in Katherine and other communities within the Roper Gulf Region. A full schedule of Ordinary Meetings of Council for the 2019-20 Financial Year can be found at www.ropergulf.nt.gov.au.
Meeting attendance
Ordinary Meetings of Council are open to the public, and all residents and stakeholders are welcome to attend Council meetings and ask questions at the meeting. Please note that some parts of the meetings may be deemed confidential under Local Government Act section 65(2) and Local Government (Administration) Regulations Regulation 9
The Council is unable to arrange permits for those wishing to attend meetings scheduled on Aboriginal land. Permits for travelling across Aboriginal land must be obtained from the Northern Land Council.
Formal deputations to the Council
The Council accepts formal deputations at Ordinary Meetings of Council from residents, Local Authorities and other stakeholders to allow them to express a point of view, or raise an issue pertinent to the Roper Gulf Region. Residents also have the ability to raise issues directly with their respective Elected Members.
Local Authorities
The Roper Gulf Region has 11 Local Authorities. Members of each Local Authority are appointed by the Council in accordance with Local Government Act section 53(B) and Local Government Guideline 8: Regional Councils and Local Authorities. The Council encourages the membership of each Local Authority to include two (2) youth.
Location Number of Appointed Members
Barunga 8
Beswick 6
Borroloola 8
Bulman 6
Hodgson Downs 6
Jilkminggan 6
Manyallaluk 6
Mataranka 7
Ngukurr 6
Numbulwar 7
Urapunga 6
The Council also provides administrative support to biannual consultative meetings with the residents of Daly Waters, Larrimah and Robinson River.
Council has formally requested the Minister for Local Government, Housing and Community Development for the establishment of a Local Authority covering the Robinson River community.
Local Authority Meeting schedule
Local Authorities are scheduled to meet a minimum of four times per year. A full schedule of Local Authority meeting dates and locations can be found at www.ropergulf.nt.gov.au.
Decisions and recommendations of Local Authorities are publicly available on the website, and are presented to the Council for ratification in Ward reports.
Role of Local Authorities
The role of the Local Authorities in the Roper Gulf Region is to:
• Provide advice to the Council on service delivery plans, including infrastructure requirements for communities and associated outstations, or local region or wards, and to contribute to the development of Regional Business Plans;
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14 | Roper Gulf Regional Council
• Alert and advise the Council on new and emerging issues within the scope of Council activities;
• Advise on specific Council, community and social projects that impact on the community or region;
• advise and support Council staff in the local Implementation of the Regional Business Plan, particularly in the area of cross-cultural best practice in governance and service delivery; and
• Respond to identified community needs, if appropriate, by participating and organising activities such as community events, youth,
community safety, housing advice and community planning and infrastructure development.
Meeting attendance
Local Authority Meetings are open to the public, and the Council encourages all residents and stakeholders to attend meetings and ask questions.
Below is an illustration showing the operational connection between the Council, Local Authorities, residents of each Ward and the Chief Executive Officer.
Bulman/Weewol LA
M
anya
llaluk
LA
Ba
rung
a LA
B
eswick
LA
Borroloola LA Numbulwar LA
Ngukurr LA Urapunga LA Jilkminggan LA Mataranka LA
Nyirr
angg
ulun
g War
d res
iden
ts
South West Gulf
Ward residentsNumbulwar NumburindiWard residents
Yugul Mangi
Ward residentsNever Never
Ward residents
CEO
Council(Elected Members)
Hodgson Downs/
Minyerri LA
LA=Local Authorities
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Regional Plan 2019/20 | 15
Council CommitteesRoper Gulf Regional Council currently has a Finance Committee, an Audit Committee, Community Grants Committee and a Roads Committee.
Establishment of Committees
Under the provisions of the Local Government Act, a Council can establish a committee which is assigned functions of an executive or advisory nature. The Act allows a committee to have a wide range of functions, and the members of a committee may include people who are not Elected Members or Council staff. Any committee is subject to the control and direction of the Council.
Finance Committee
The Council has established a Finance Committee to assist in the oversight of the organisation’s finances and resources. Specifically, the committee undertakes the financial management roles of the Council in the months that the Council does not meet.
The current membership of Finance Committee comprises:
• Mayor
• Deputy Mayor
• 3 x Elected Members
• Independent Member
The Finance Committee meets five times a year, on alternate months to Ordinary Meetings of Council. A full schedule of Finance Committee Meetings for the 2019-20 Financial Year can be found at www.ropergulf.nt.gov.au.
Audit Committee
The Council has established the Audit Committee pursuant to the Local Government (Accounting) Regulations Regulation 10(3) of the, to monitor compliance by the council with proper standards of financial management and compliance by the council with these regulations and the Accounting Standards.
The Audit Committee is an advisory committee and does not have executive powers or authority to implement actions in areas which management has responsibility, nor does it have any delegated financial responsibility. The Audit Committee does not have any management functions and is therefore independent from the Council’s executive team.
The current membership of the Audit Committee comprises:
• Independent Chairperson
• Independent Member
• 3 x Elected Members
Community Grants Committee
The Council has established a Community Grants Committee to act as the assessment panel for Roper Gulf Regional Council Community Grants Program applications, and to make recommendations to the Council on awarding community grant funding to eligible individuals and organisations.
The current membership of the Committee comprises:
• Mayor
• Deputy Mayor
• 3 x Elected Members
The Community Grants Committee convenes at the end of each funding round.
Roads Committee
The Roads Committee was established by Council to facilitate roads project development by reviewing all current and future proposed roads projects, and raising concerns and priorities to report to Council.
The current membership of the Committee comprises:
• Mayor
• Deputy Mayor
• 4 x Elected Members
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16 | Roper Gulf Regional Council
Potential changes to administrative and regulatory frameworksThe following have been identified as having the potential to influence or enhance Council’s Regulatory and Administrative Framework:
• Review of the Local Government Act and subsequent legislation being undertaken by the Department of Local Government, Housing and Community Development
• Development of the Council’s By-Laws
• Continuing to refine the Risk Management Framework
• Introduction of the new Burial and Cremations Act
• Ongoing reviews of policies.
Cooperative arrangementsThe Council has a relationship with several parties to improve service delivery outcomes for residents and ratepayers. The major parties are:
• Alawa Aboriginal Corporation (delivers Core, Community Night Patrol and Community Development services and programs on behalf of the Council)
• ArtBack NT
• Big River Region Library Services Committee
• Big Rivers Region Waste Management Working Group
• Binjari Community Aboriginal Corporation
• Borroloola Gulf Show Society
• CouncilBIZ
• Daly Waters Progress Association (community projects and services)
• Djilpin Arts – Beswick
• Jawoyn Association
• Jilkminggan Community Aboriginal Corporation (property/community management at Jilkminggan)
• Katherine Regional Arts
• King Ash Bay Fishing Club
• Local Government Association of the Northern Territory
• Mabunji Aboriginal Corporation
• Mataranka Better Half Club
• Mataranka Fishing, Sporting and Recreation Club
• McArthur River Mine Community Benefit Trust
• Millwarparra Aboriginal Corporation
• Mimal Land Management Aboriginal Corporation
• Mungoorbada Aboriginal Corporation (Robinson River) – Night Patrol
• Northern Land Council
• NT Police Fire and Emergency Services (Community Safety Committees, Night Patrol, emergency management)
• Numburindi Aboriginal Corporation
• Royal Life Saving Australia
• Skinny Fish
• Top End Aboriginal Bush Broadcasting Association - TEABBA
• Urapunga Aboriginal Corporation
• Yugul Mangi Development Aboriginal Corporation
• Tennis Northern Territory
• AFL Northern Territory
• Basketball Northern Territory
• Gymnastics Northern Territory
• Netball Northern Territory
• Northern Territory Cricket
• Softball Northern Territory
• Royal Life Saving
• Corrugated Iron Youth Arts
• SEDA – Sports Education Development Australia
• Mission Australia
• Titjimbat (Teachabout Inc.)
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Regional Plan 2019/20 | 17
The Council also maintains strong links with Northern Territory Government agencies including:
• Department of Chief Minister - Big Rivers Regional Coordination
• Department of Local Government, Housing and Community Development
• Department of Trade , Business and Innovation
• Department of Education
• Department of Infrastructure, Planning and Logistics
• Department of Tourism, Sport and Culture
• Department of Health.
Council would also like to acknowledge the strong relationships developed with the Commonwealth Government including:
• National Indigenous Australians Agency (NIAA)
• Department of Health – Aged Care and National Disability Insurance Agency (NDIA)
• Department of Infrastructure, Transport, Cities, and Regional Development.
Council is also a member of the Northern Territory Indigenous Business Network.
Council Representation on External CommitteesThe Council has approved representations on external committees for:
• The Chief Executive Officer as its representative to CouncilBIZ
• Chief Executive Officer is a representative for Big Rivers Regional Coordinator of the Northern Territory Government
• Chief Executive Officer is a representative for the Northern Territory Government 10 Year Infrastructure Planning Group
• General Manager of Infrastructure to represent the Council on the Tindal Mataranka-Daly Waters Water Advisory Committee
• General Manager of Infrastructure is a representative for Big Rivers Region Economic Development Committee
• General Manager Infrastructure is a representative for Big Rivers Waste Management Working Group
• General Manager Infrastructure is a representative for Big Rivers Regional Roads Committee
• General Manager of Infrastructure is a representative on the Katherine Emergency Management Committee
• General Manager of Infrastructure is a representative on LGANT’s Environment, Transport and Infrastructure Working Group (ETIRG)
• General Manager Community Engagement is a representative for Big Rivers Regional Library Service Working Group
• General Manager Community Engagement is a representative on LGANTS Community Services Working Group
• General Manager Community Engagement is a representative for Public Libraries Strategic Development Committee
• General Manager for Corporate sustainability and the Chief Financial Officer is a representative on the Finance Reference Group Northern Territory.
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18 | Roper Gulf Regional Council
Planning Framework
Strategic Plan 2018/2021
Long Term StrategiesAsset Management
Plans
Long Term Financial
Plan
Annual Priorities and Projects
Service ProvisionBudget
Opp
ortu
nite
s an
d C
halle
nges
Com
mun
ity
Prio
ritie
s
Regional Plan
Operational Plan
Activity Plan Activity Plan Activity Plan Activity Plan Activity Plan
Operational Plan Operational Plan
Strategic PlanThe Council’s 2018-21 Strategic Plan sets the vision, mission, goals, strategies and key performance indicators of the Council. The plan sets the scene for the Council’s strategic direction and priorities for the next four years, or the term of Council. Elected Members voted in as part of the new term of Council will review the plan and either change it to suit the amended direction of the new Council or retain the previous Council’s strategies. The plan can be accessed on Council’s website.
Regional PlanThe Regional Plan is an annual plan outlining how the Council will operate to achieve the strategic objectives of the Council. It includes:
• The core operational resources required for the Financial Year;
• The governance structure, planning framework and organisational structure, including a staffing plan;
• A service delivery plan and town priorities;
• Financial planning, including a Budget summary, Elected Member expenses, a long-term financial plan, capital expenditure for the year, a fees and charges schedule, and the rates declaration.
The Plan is released for a 21-day period for public comment and must be adopted by the Council before July 31 for the following Financial Year. From 2020 the Plan will be required by the 30th of June each year.
Operational PlanOperational Plans relate to specific programs or focus areas within the Council. The Operational Plans further elaborate the information contained within the Regional Plan and include information relating to how the Regional Plan will be delivered within communities, as well as how each activity contributes to Council’s strategies. These plans are internal documents.
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Regional Plan 2019/20 | 19
Activity PlansThe Activity Plan is a project or program plan for each activity carried out by each business unit. A manager may have one or more activity plans which relate to the activity accounts they are delegated to manage, as well as other responsibilities relating to an Operational Plan. These plans represent the Council-detailed footprint in each location and include organisational charts, assets lists, specific daily tasks and responsibilities.
Weekly/Monthly Work PlansThese detailed plans are task related. A manager facilitates the specific instructions for service delivery at each service location detailing schedules, daily tasks and deadlines for completion.
Reporting and ReviewEach level of planning within the Council has its own reporting and review timetable as outlined below:
Planning Level Life of Plan Reporting/Evaluation Reviewed Action Group
Strategic Plan4 years Annual Report One year before
end of lifeCouncil
Regional Plan 1 year Quarterly to Council Quarterly to OCM CEO
Operational Plan 1 year Annually to CEO Quarterly to CEO General Managers
Activity Plans1 Year Quarterly to Senior
Leadership Team (SLT)
Monthly Managers
Work PlansWeekly/monthly Weekly/monthly Monthly Coordinators/
Officers
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20 | Roper Gulf Regional Council
OPPORTUNITIES AND CHALLENGES
Opportunities and ChallengesThe Council has an overall risk management strategy that ensures that risks are managed within the organisation. The Council’s Audit Committee has oversight of this function and works with Council staff to ensure risks are managed within the organisation.
The following represent the strategic opportunities and challenges that have been addressed by the Regional Plan in 2019-20.
Organisational ReviewIt is good practice for a Council to periodically review its organisation structure to ensure it meets the Council’s strategic goals and objectives.
In March 2019, Roper Gulf Regional Council engaged Mark Blackburn, Management Consultant, to undertake an Organisational Review.
The objective of the Review was to develop a Management Organisational Structure to assist the Council to achieve its strategic goals as outlined in the Roper Gulf Regional Council Strategic Plan 2018-2021 and to be included in the Roper Gulf Regional Council Plan and Budget 2019-20.
In developing a structure of an organisation both internal and external influences need to be considered. At the time, several key drivers for change included the resignation of the Chief Executive Officer, the departure of the Director Corporate Governance and, a significant decrease in Commonwealth Government funding due to the loss of part of the Community Development Program (CDP).
The Review identified the following functional areas as priorities requiring attention:
• Leadership
• Governance
• Compliance – Contracts, Information Systems, HR Framework
• Capital Works Asset Management and Maintenance
• Public Relations and Communications.
The major changes in the Organisation Structure recently adopted by Council to address these priorities include:
• Creation of an Infrastructure Division
• Creation of a Community Engagement Division
• Creation of a Corporate Sustainability Division
• Realignment of the organisational structure to address these focus areas.
The Organisational Review findings included a number of recommended actions and projects which have been incorporated in the Roper Gulf Regional Council 2019 -2020 Plan.
Managing Changes to Program Delivery ModelsChanges to CDP Delivery Model
Council delivers the CDP under contract with the Commonwealth Government. The Program essentially is an employment and training Program where participants (jobseekers) are required to undertake employment related activities as part of their mutual obligations with the Commonwealth Government.
The Council originally ran the Program as the ‘Community Development Employment Program’ or then known as CDEP up until mid-2013 primarily at Numbulwar, Ngukurr, Bulman, Beswick, Barunga, Manyalluluk, Jilkminggan, Mataranka and Minyerri. This continued when the Program changed to the Remote Jobs and Community Program (RJCP) and in 2015 when the Program changed to the CDP. The Council has had a long history with delivering this Program in these communities with a caseload of approximately 1100 participants.
In October 2017, the Council was approached by the Commonwealth Government to deliver the Program in ‘Region 29’, because of the previous contract provider’s inability to meet performance requirements of the contract. This included delivering the Program in Borroloola, Robinson River and outstations in the region. This change saw the Program grow by a third
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to increase of the caseload to about 1600 participants across all regions.
In mid-December 2018, the Council was advised of the outcome of Commonwealth Government’s procurement process for delivery of the new contract from 1 July 2019. The changes to the Council’s program include:
• Delivering of the CDP contract to only the communities of Numbulwar, Minyerri, Borroloola, some Borroloola outstations, Jilkminggan and Mataranka.
• Reduction in a caseload to approximately 750 participants.
• Changes in the payment model and contract requirements that will result in lower income to the Council.
The significant reduction in the size and income generating capacity of the CDP contract has resulted in a considerable change in the Council’s internal organisational capacity and contributed to the organisation review.
It should be noted that with the new Federal Government elected in May 2019 there are potential changes to the future of CDP. The changes, if any, will be announced in 2019-20.
Financial SustainabilityAsset Replacement and Capital Expenditure
The Council has assets to the value of $99M. The Council over the past ten years has successfully established own reserves of approximately $20M. These reserves provide the Council with a strong capacity to address asset replacement and have historically been used to fund a range of capital works projects including a large roads infrastructure program.
Due to the reduction in the size and income generating capacity of the CDP, it is expected that the Council will not be able to continue to build its reserves. Indeed, it is anticipated that in 2019-20 will see a net draw from reserves. Council has identified a need to ensure that existing reserves are maintained for future asset replacement and, to this end, the Council has tailored its current capital expenditure budget for a minimal impact on the Council’s long term reserves.
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Regional Plan 2019/20 | 23
Operating Expenses
To ensure the long term financial sustainability of the Council, the 2019-20 Regional Plan and Budget has been drafted to focus primarily on those service delivery elements that provide the most value for the Community. To this end, the budget has seen a 16% reduction in operational expenses to accommodate the reduction in operating income.
Effective Delivery of Infrastructure ProgramIn 2019-20 Financial Year the Council will focus primarily on ensuring the completion of all existing Capital Works projects and ensuring comprehensive planning is undertaken for future major infrastructure projects.
Other Legislative and Service ChangesIntroduction of Aged Care Quality Standards
The introduction of the Aged Care Quality Standards in 2018-19 has seen a review of the Aged Care program across the Council region. An Aged Care Services plan, developed during 2018-19 will see a range of initiatives across this program including:
• Review of operational policy and procedures
• Staff training and on-ground mentoring
• Improved reporting and accountability at a local level
Implementation of Council’s By-Laws
Council has been working closely with the Territory to develop appropriate and realistic By-Laws to cover the Region. The existing By-Laws which were drafted for Borroloola and Mataranka are being reviewed and updated to reflect the current legislative framework and to also enable them to be rolled out successfully across all communities within the Council region. The new Region-wide By-Laws will cover a range of issues including animal and waste management.
During 2019-20 the Council will be undertaking a final consultation process with Communities to ensure the By-Laws are suitable before commencing an education process with communities on the implications of the new By-Laws, and expects them to result in an improvement of the wellbeing of its residents.
Internal Compliance and Record Keeping
The Council will continue to focus on improving its internal processes to ensure the highest levels of governance and transparency. To this end a number of projects will be undertaken in the 2019-20 Financial Year including an update of the Council’s Record Management program and the ongoing development of its internal risk management and compliance program.
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ABOUT OUR PEOPLE
About Our PeopleRoper Gulf Regional Council is the largest employer within the region, providing casual and career opportunities for 341 staff across its regional and remote operations. The positions are currently a mix of full-time (58%), part-time (31%) and casual (12%) roles.
As a leader in community-based employment and training programs Council is also the largest local employer of Indigenous staff, with just under 70% of the current workforce identifying as Aboriginal or Torres Strait Islander. Council has adopted a special measures recruitment policy to support equal opportunities for Indigenous people, with some advertised vacancies assigned a ‘designated position’ or ‘priority consideration/preference’ status.
Demographic data from 2019-20 shows a balanced gender ratio among Council employees, with male staff making up a slighter higher proportion of the workforce at 50%. The data also shows most Council employees fall within the 20 – 50 years age bracket (72%). Reflecting a strong local recruitment focus, 97% of Council staff are hired from within the Northern Territory.
Demonstrating an ongoing commitment to remote employment outcomes and local service provision, most Council positions (75.1%) will continue to be based in remote communities during 2019-20. The remaining 24.9% of management and support roles will be based in two purpose-built facilities in Katherine.
Staffing Plan 2019-20
Council directly employs a Chief Executive Officer and delegates responsibilities under the Local Government Act to carry out the day to day functions of Council. The Chief Executive Officer is responsible for the employment of staff, in accordance with the Staffing Plan as approved by Council.
The Staffing Plan for 2019-20 provides for the employment of 238 full time equivalent staff members who operate under the CEO’s direction and are divided into the three key program areas of:
• Corporate Services and Sustainability
• Community Services and Engagement
• Infrastructure Services and Planning.
The total budget for employee costs for 2019-20 is $19,463,451 and includes wages, superannuation and other employment on-costs. The budget for salaries and wages represents a 16% reduction from 2018-19 to align with the 17% reduction in overall income.
It should be noted that short-term projects and vacancies may temporarily change the actual number of full time employees at any given time during the Financial Year.
A summary of the proposed distribution of positions is outlined below.
Location Total Workforce %
Katherine 25%Barunga 6%Beswick 9%Borroloola 9%Bulman 6%Manyallaluk 5%Jilkminggan 6%Mataranka 8%Ngukurr 15%Numbulwar 11%Robinson River 2%Urapunga 0.5%Borroloola Outstations (CDP) 0.5%Outstations 2%
*totals exceed 100% due to rounding
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Kat
herin
e Su
ppor
t Cen
tre
Baru
nga
(Bam
yili)
Besw
ick
(Wug
ular
r)
Borr
oloo
la
Bulm
an (G
ulin
Gul
in)
Eva
Valle
y (M
anya
llalu
k)
Jilkm
ingg
an (D
uck
Cre
ek)
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Rob
inso
n R
iver
Ura
pung
a (R
itara
ngu)
Borr
oloo
la O
utst
atio
ns (C
DP)
Tota
l
%
Gender
- 1 - - - - 1 - 1 - - - - 3 1%
Female 37 9 11 11 5 5 8 14 18 9 1 - 1 129 49%
Male 28 6 12 12 10 7 8 6 19 19 2 1 - 130 50%
Employment Class
Casual 6 1 2 5 2 1 - 1 10 2 1 - - 31 12%
Fixed Term 7 5 5 5 5 4 4 5 10 10 2 - - 62 24%
MaximumTerm 24 2 10 6 4 3 6 5 7 9 - - 1 77 29%
Permanent 26 8 6 7 4 4 7 9 10 7 - 1 - 89 34%
Temporary 2 - - - - - - - 1 - - - - 3 1%
Employment Type
Casual 6 1 2 5 2 1 - 1 10 2 1 - - 31 12%
Full Time 58 8 8 13 9 4 8 13 14 12 2 1 1 151 58%
Part Time 1 7 13 5 4 7 9 6 14 14 - - - 80 31%
Total 65 16 23 23 15 12 17 20 38 28 3 1 1 262 100%
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Kat
herin
e Su
ppor
t Cen
tre
Baru
nga
(Bam
yili)
Besw
ick
(Wug
ular
r)
Borr
oloo
la
Bulm
an (G
ulin
Gul
in)
Eva
Valle
y (M
anya
llalu
k)
Jilkm
ingg
an (D
uck
Cre
ek)
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Rob
inso
n R
iver
Ura
pung
a (R
itara
ngu)
Borr
oloo
la O
utst
atio
ns (C
DP)
Tota
l
%
Gender
- 1 - - - - 1 - 1 - - - - 3 1%
Female 37 9 11 11 5 5 8 14 18 9 1 - 1 129 49%
Male 28 6 12 12 10 7 8 6 19 19 2 1 - 130 50%
Employment Class
Casual 6 1 2 5 2 1 - 1 10 2 1 - - 31 12%
Fixed Term 7 5 5 5 5 4 4 5 10 10 2 - - 62 24%
MaximumTerm 24 2 10 6 4 3 6 5 7 9 - - 1 77 29%
Permanent 26 8 6 7 4 4 7 9 10 7 - 1 - 89 34%
Temporary 2 - - - - - - - 1 - - - - 3 1%
Employment Type
Casual 6 1 2 5 2 1 - 1 10 2 1 - - 31 12%
Full Time 58 8 8 13 9 4 8 13 14 12 2 1 1 151 58%
Part Time 1 7 13 5 4 7 9 6 14 14 - - - 80 31%
Total 65 16 23 23 15 12 17 20 38 28 3 1 1 262 100%
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Function Framework
Council
Chief Executive Officer
Corporate Services and Sustainability
Infrastructure Services and Planning
Community Services and Engagement
Local Authorities
Finance Committee
Roads Committee
Audit Committee
Community Grants Committee
AdvocacyCommunication
Strategic Management and PlanningGovernance
Major Projects
Financial Management and PlanningCorporate Information System
Human Resource ManagementCommunity Development Program
Sustainability
Contract ManagementProject Management
Waste Management and ComplianceAsset Management
Cemetery ManagementUrban Planning and Design
Community ServicesCouncil Services
Community SafetyAnimal Control and Management
Community Engagement
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MAJOR PROJECTS
BORROLOOLA BUSINESS CENTRE UPGRADE
Project Cost: $1.8M
Current Year Budget: Current Year Budget: $780,144 (total funding $978,714 Department of Infrastructure)
Funding: Building Better Regions Fund
Estimated (Est.) Completion Date:
Feb 2020
Strategic Alignment: 2.3 Vibrant, economically sustainable communities
This project will upgrade the existing Council office to house government services; increase the library and meeting spaces and provide an improved front line service centre for the town of Borroloola. The new multi-purpose function rooms will have the ability to hold small and large meetings; functions; and events, with state of the art audio visual equipment, available to the Council and the community for use as part of this building. Estimated construction to commence in August 2019 and be completed by February 2020.
BORROLOOLA SPORTS COMPLEX UPGRADE
Project Budget: $1.9M
Current Year Budget: $2.5M DIPL, $1.65M MRM, $0.4M DTSC
Funding: NTG Sports Infrastructure and McArthur River Mine Community Benefit Trust
Est. Completion Date: Dec 2021
Strategic Alignment: 2.1 Work with community and stakeholders to identify and deliver services that are accessible and support the wellbeing of community
Local and Regional Community organisations will benefit from the construction of the new multi-purpose courts by providing them an appropriate space to hold daily sport and recreation activities in a shaded environment at the existing sport and recreation court site on Anyula Road, Borroloola. Annual competitions and sporting events will also be enhanced by the upgrade of this sports infrastructure. Estimated construction will commence in August 2019 and be completed by December 2021.
MATARANKA COMMUNITY HUB
Project Budget: $1.95M
Current Year Budget: $0.15M
Funding: RGRC $0.15M for design and documentation; NTG Local Government Strategic Infrastructure Fund $500,000; Council reserves $1.3M
Est. Completion Date: 2020
Strategic Alignment: 2.1 Work with community and stakeholders to identify and deliver services that are accessible and support the wellbeing of community
The proposed Mataranka Community Hub is a multi-purpose facility that will provide a new library facility, expanded council offices, a new gallery and museum, improving access to front line services. This project will also involve the enhancement of public open space and community space as well as parking.
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AGED CARE REGIONAL AND REMOTE INFRASTRUCTURE GRANT (Cth)
Project Budget: $0.5M
Current Year Budget: $0.5M
Funding: DACS – Indigenous and Rural/Remote Program (Commonwealth Government)
Est. Completion Date: Dec 2019
Strategic Alignment: 2.1 Work with community and stakeholders to identify and deliver services that are accessible and support the wellbeing of community
In order to meet the increasing demand of aged care facility and disability clients, development of a purpose built day and respite and resource centre is being built in Mataranka. This facility will meet current industry standards and provide a purpose built facility in Mataranka. The amenities will be both functional and culturally appropriate and provide benefits including significant improvement to remote service delivery, healthcare, training, employment opportunities and associated social and economic benefits.
NGUKURR SPORTS AND RECREATION PRECINCT MASTERPLAN
Project Budget: $0.8M
Current Year Budget: $0.8M
Funding: Local Authority Project Funding and Council
Est. Completion Date: 2020/21
Strategic Alignment: 2.1 Work with community and stakeholders to identify and deliver services that are accessible and support the wellbeing of community
The Ngukurr Sports and Recreation Precinct is currently out for public consultation to determine the views and priorities of local community members. The precinct masterplan will highlight the priorities for sport and recreation infrastructure and will include:
• A second open multi-purpose court for 24/7 use (tennis, basketball and netball)
• A second oval• Dancing circle area at festival time• New pool entry and life guard station• Outdoor stage• Carparks• Seating
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NGUKURR TRANSPORT AND FREIGHT HUB
Project Budget: $1.0M
Current Year Budget: $0.6M
Funding: REIF/NSRF and Council
Est. Completion Date: Dec 2019
Strategic Alignment: 2.3 Vibrant, economically sustainable communities
The Ngukurr Transport and Freight Hub will see the creation of a dedicated freight and heavy vehicle laydown area including a loading ramp on the entrance road to Ngukurr. It will enable freight companies the ability to deliver freight without driving into town, a large turn around area and provide a central location for businesses and residents to access freight. Estimated construction will commence in September 2019 and be completed by December 2019 pending planning approvals.
NGUKURR OVAL LIGHTS
Project Budget: $0.8M
Current Year Budget: $ $0.4M
Funding: Department of Tourism
Est. Completion Date: Oct 2019
Strategic Alignment:
2.1 Work with community and stakeholders to identify and deliver services that are accessible and support the wellbeing of community
This project involves the installation of large playing lights on the Ngukurr Oval allowing for greater participation in sports for the township. This $800,000 investment in infrastructure upgrades will bring a wide range of community, civic events, youth, health and economic benefits to Ngukurr.
This project has been identified under the Northern Territory Government’s strategy to invest in the upgrading of sporting infrastructure in remote communities throughout the Northern Territory. Estimated commencement August 2019 with completion by end of December 2019.
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ROADS UPGRADESRoads maintenance and management is a core responsibility of Council. Council manages over 900km of road ranging from sealed, kerb and guttering; sealed roads, gravel roads and flat bladed track. The Council undertakes repairs and maintenance activities as well as upgrades to roads in accordance with its Five Years Roads Plan. The following roads are identified for the 2019-20 Financial Year:
• All towns - Pot holes, speed bumps and signage
• Barunga – Bottom Camp Housing Access- cul-de-sac design
• Beswick – Central Arnhem road turn off upgrades
• Borroloola - Completion of Rocky Creek Bridge
• Bulman - Seal and drainage of internal roads
• Jilkminggan - Main Street upgrade
• Mataranka - Carpark Cemetery
• Manyallaluk - Eva Valley road maintenance and grade program
• Minyerri – seal internal roads and reinstate drains
• Ngukurr – Freight Hub Project
• Numbulwar - design and costing of all internal roads
• Urapunga - Road C plus reseal all internal roads
• Weemol – reseal internal roads
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GRANT FUNDED PROJECTS 2019-20
Activity Location Project Sponsored by Grant Amount (GST Excl)
425 Borroloola Rocky Creek Bridge Department of Infrastructure, Planning, and Logistics NTG
$1,400,000
Department of Infrastructure (Cth) Roads to Recovery
$1,500,000
McArthur River Mine Community BenefitS Trust
$1,400,000
429 Weemol BBQ Area Department of Health $26,000
430 Mulgan Camp Playground Installation Department of Health $39,000
430 Urapunga Playground Installation Department of Health $39,000
430 Robinson River Playground Installation Department of Health $39,000
431 Urapunga Town Establishment Project Department of Local Government, Housing and Community Development
$222,382
433 Mataranka Community Hub Project Department of Local Government, Housing and Community Development
$500,000
463 Ngukurr Sports Precinct Masterplan Department of Tourism, Sport and Culture
$51,600
464 Ngukurr Oval Lights Installation Department of Tourism, Sport and Culture
$800,000
480 Borroloola Multipurpose Courts Upgrade Department of Tourism, Sport and Culture
$400,000
McArthur River Mine Community Benefits Trust
$1,500,000
Department of Infrastructure, Planning and Logistics
$2,5000,000
484 Borroloola Anuyla Street School Crossing Department of Infrastructure, Planning, and Logistics
$176,640
485 Ngukurr & Numbulwar
Freight Hub Projects Department of Infrastructure, Planning, and Logistics
$1,000,000
Department of Infrastructure (Cth)
$999,500
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Activity Location Project Sponsored by Grant Amount (GST Excl)
490 Numbulwar Waste Management Facility Department of Infrastructure, Planning, and Logistics
$580,000
491 Borroloola Government Business Hub Department of Infrastructure (Cth)
$978,714
496 Mataranka Aged Care and Disability Respite (Lot 120)
Department of Health (Cth) $500,000
497 Borroloola & Bulman
Ablutions Block Department of Local Government, Housing and Community Development
$200,000
499 Ngukurr Cyclone Shelter Department of Infrastructure, Planning, and Logistics
$500,000
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SERVICE DELIVERY
The Central Arnhem management zone is closest to the Council Administration Centre in Katherine and encompasses the towns of Barunga, Beswick, Bulman (including Weemol), Daly Waters, Jilkminggan, Larrimah, Manyallaluk and Minyerri.
The Roper management zone incorporates the remote towns of Ngukurr, Numbulwar and Urapunga. Council has increased resources in this zone and has incorporated a Council Services Coordinator (CSC) for the town of Urapunga, allowing the Ngukurr CSC to focus on the large town of Ngukurr. As of January 2019, Urapunga had elected its inaugural committee of Local Authority members.
The Gulf management zone incorporates Borroloola and Robinson River and surrounding outstations. This zone has been created to recognise the logistical challenges of the Gulf and the extension of Council’s business footprint in the zone over the next 12 months.
The table on the following pages outline all the service delivery functions carried out in the management zones within the Roper Gulf Region by Council. The services outlined in this table are broken in to Core, Agency, Commercial and Other Services. These services are provided by Council to help maintain the functionality within the communities.
KATHERINE TOWN COUNCIL
EAST ARNHEM REGIONAL COUNCIL
WEST ARNHEM REGIONAL COUNCIL
VICTORIA DALY REGIONAL COUNCIL
BARKLY REGIONAL COUNCIL
BulmanWeemol
Beswick
Minyerri
Jilkminggan
Larrimah
Mataranka
Manyallaluk (Eva Valley)
Barunga
NYIRRANGGULUNG WARD
Daly Waters
Robinson River
Borroloola
NgukurrUrapunga
NEVER NEVERWARD
CENTRAL ARNHEM ROPER
GULF
YUGUL MANGIWARD
SOUTH WESTWARD
Numbulwar
NUMBULWAR NUMBURINDI
WARD
Katherine
The Council’s Local Government Area has been split into three distinct management zones, which
were determined by proximity, logistics, accessibility, remoteness and population.
Service Delivery Model
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Service Delivery by Location
Baru
nga
Besw
ick
Borro
lool
a
Bulm
an
Jilkm
ingg
an
Man
yalla
luk
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Binj
ari
Dal
y Wat
ers
Larri
mah
Min
yerri
Robi
nson
Rive
r
Ura
pung
a
Bada
war
rka
Bagh
etti
Barra
punt
a
Boom
eran
g La
goon
Cos
tello
Jode
tluk (
Gor
ge C
amp)
Kew
ulyi
Mol
e H
ill
Mou
nt C
att
Mul
gan
Cam
p
Nul
awan
Num
mer
loor
i
Wer
enbu
n
CORE SERVICES
Administration of Local Authorities, advisory bodies and management committees
• Ordinary Meetings of Council, Local Authority Meetings, Audit Committee Meetings, Finance Committee Meetings, community consultation meetings for town priorities
• Administrative support for Elected Members, Local Authorities, Executive staff and Council committees
• Training and development coordination for Elected Members and Local Authority Members
• Coordination of legislative requirements, including reporting and planning• Coordination of Local Government elections
ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Administration of local laws
• Control of animal management By-Laws, problem animals and mediation• Control of litter and garbage By-Laws
ü ü
Advocacy and representation on local and regional issues
• Utilising Council profile and relationships to advocate for identified community, resident and stakeholder issues with Territory and Commonwealth Governments
ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Asset Management
• Procurement, monitoring, repairs and maintenance of Council infrastructure, plant, equipment and fleet assets
ü ü ü ü ü ü ü ü ü ü ü
Civic events
• Coordination of in-community Australia Day and Anzac Day events• Promotional support of Council-endorsed festivals and events
ü ü ü ü ü ü ü ü ü ü
Control of litter and garbage By-Laws
• Utilising Council profile and relationships to advocate for identified community, resident and stakeholder issues with Territory and Commonwealth Governments
ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Customer relationship management, including complaints and responses
• Delivered either in community through Council offices, or through the Council Administration Centre
• Complaint management administered by Governance unit
ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Library and cultural heritage services
• Operation of library infrastructure and services on behalf of the NT Library ü ü ü ü
Lighting for public safety/street lighting
• Installation, repairs and maintenance of lighting in identified public spaces• Repairs and maintenance of street lighting on behalf of owner (PWC)
ü ü ü ü ü ü ü ü ü ü ü
Local road upgrade and management
• Repair, maintenance and upgrading of Council-controlled roads within Local Government Area
ü ü ü ü ü ü ü ü ü ü ü ü ü
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Service Delivery by Location
Baru
nga
Besw
ick
Borro
lool
a
Bulm
an
Jilkm
ingg
an
Man
yalla
luk
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Binj
ari
Dal
y Wat
ers
Larri
mah
Min
yerri
Robi
nson
Rive
r
Ura
pung
a
Bada
war
rka
Bagh
etti
Barra
punt
a
Boom
eran
g La
goon
Cos
tello
Jode
tluk (
Gor
ge C
amp)
Kew
ulyi
Mol
e H
ill
Mou
nt C
att
Mul
gan
Cam
p
Nul
awan
Num
mer
loor
i
Wer
enbu
n
CORE SERVICES
Administration of Local Authorities, advisory bodies and management committees
• Ordinary Meetings of Council, Local Authority Meetings, Audit Committee Meetings, Finance Committee Meetings, community consultation meetings for town priorities
• Administrative support for Elected Members, Local Authorities, Executive staff and Council committees
• Training and development coordination for Elected Members and Local Authority Members
• Coordination of legislative requirements, including reporting and planning• Coordination of Local Government elections
ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Administration of local laws
• Control of animal management By-Laws, problem animals and mediation• Control of litter and garbage By-Laws
ü ü
Advocacy and representation on local and regional issues
• Utilising Council profile and relationships to advocate for identified community, resident and stakeholder issues with Territory and Commonwealth Governments
ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Asset Management
• Procurement, monitoring, repairs and maintenance of Council infrastructure, plant, equipment and fleet assets
ü ü ü ü ü ü ü ü ü ü ü
Civic events
• Coordination of in-community Australia Day and Anzac Day events• Promotional support of Council-endorsed festivals and events
ü ü ü ü ü ü ü ü ü ü
Control of litter and garbage By-Laws
• Utilising Council profile and relationships to advocate for identified community, resident and stakeholder issues with Territory and Commonwealth Governments
ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Customer relationship management, including complaints and responses
• Delivered either in community through Council offices, or through the Council Administration Centre
• Complaint management administered by Governance unit
ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Library and cultural heritage services
• Operation of library infrastructure and services on behalf of the NT Library ü ü ü ü
Lighting for public safety/street lighting
• Installation, repairs and maintenance of lighting in identified public spaces• Repairs and maintenance of street lighting on behalf of owner (PWC)
ü ü ü ü ü ü ü ü ü ü ü
Local road upgrade and management
• Repair, maintenance and upgrading of Council-controlled roads within Local Government Area
ü ü ü ü ü ü ü ü ü ü ü ü ü
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ICE D
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Service Delivery by Location
Baru
nga
Besw
ick
Borro
lool
a
Bulm
an
Jilkm
ingg
an
Man
yalla
luk
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Binj
ari
Dal
y Wat
ers
Larri
mah
Min
yerri
Robi
nson
Rive
r
Ura
pung
a
Bada
war
rka
Bagh
etti
Barra
punt
a
Boom
eran
g La
goon
Cos
tello
Jode
tluk (
Gor
ge C
amp)
Kew
ulyi
Mol
e H
ill
Mou
nt C
att
Mul
gan
Cam
p
Nul
awan
Num
mer
loor
i
Wer
enbu
n
Maintenance and upkeep of parks, ovals and gardens
• Mowing, weed management, watering and maintenance of grassed areas• Cleaning, repair and maintenance of infrastructure (e.g. public toilets and
seating)• Upgrades to identified infrastructure in parks, ovals and gardens (e.g. solar
lighting, play equipment and barbecues)
ü ü ü ü ü ü ü ü ü ü ü ü
Maintenance and management of cemeteries
• Mowing and repair and maintenance of cemetery infrastructure• Grave excavations and burials (by request/fee for service)
ü ü ü ü ü ü ü ü ü ü
Public and corporate relations
• Delivered either in-community through Council offices, or through the Council Administration Centre
• Media relations and corporate affairs administered by Corporate Governance Directorate
ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Traffic Management
• Provision of local traffic management systems, including speed bumps, wombat crossing and signage
ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Training and employment of local people in Council operations
• Council commitment to, where possible, provide local solutions to recruiting needs• Provision of further upskilling and training to promote long-term employment
within the Council
ü ü ü ü ü ü ü ü ü ü
Waste Management Services
• Operation of Waste Management Facilities and landfills• Rubbish collection
ü ü ü ü ü ü ü ü ü ü ü ü
Weeds control and fire hazard reduction in and around community areas
• Vegetation management, including weed and fuel reduction managementü ü ü ü ü ü ü ü ü ü ü
AGENCY SERVICES
Centrelink Agency/Access Point
• Provision of in-community access to Centrelink services on behalf of DHS• Support eligible jobseekers to build skills
ü ü ü ü ü ü ü ü
Commonwealth Home Support Program (CHSP)
• Provision of in-community assistance for frail, older residents to maintain independence and remain in their homes
ü ü ü ü ü ü ü ü ü
Community Night Patrol
• Vehicular and pedestrian patrols during set shift times• Providing assistance to residents to a place of safety within the community• Recording details on community issues and providing to emergency services and
stakeholders
ü ü ü ü ü ü ü ü ü ü ü ü
Crèche
• Provision of in-community educational programs to enhance learning and development of participating children
ü ü ü
42 | Roper Gulf Regional CouncilSER
VIC
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Service Delivery by Location
Baru
nga
Besw
ick
Borro
lool
a
Bulm
an
Jilkm
ingg
an
Man
yalla
luk
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Binj
ari
Dal
y Wat
ers
Larri
mah
Min
yerri
Robi
nson
Rive
r
Ura
pung
a
Bada
war
rka
Bagh
etti
Barra
punt
a
Boom
eran
g La
goon
Cos
tello
Jode
tluk (
Gor
ge C
amp)
Kew
ulyi
Mol
e H
ill
Mou
nt C
att
Mul
gan
Cam
p
Nul
awan
Num
mer
loor
i
Wer
enbu
n
Maintenance and upkeep of parks, ovals and gardens
• Mowing, weed management, watering and maintenance of grassed areas• Cleaning, repair and maintenance of infrastructure (e.g. public toilets and
seating)• Upgrades to identified infrastructure in parks, ovals and gardens (e.g. solar
lighting, play equipment and barbecues)
ü ü ü ü ü ü ü ü ü ü ü ü
Maintenance and management of cemeteries
• Mowing and repair and maintenance of cemetery infrastructure• Grave excavations and burials (by request/fee for service)
ü ü ü ü ü ü ü ü ü ü
Public and corporate relations
• Delivered either in-community through Council offices, or through the Council Administration Centre
• Media relations and corporate affairs administered by Corporate Governance Directorate
ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Traffic Management
• Provision of local traffic management systems, including speed bumps, wombat crossing and signage
ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü
Training and employment of local people in Council operations
• Council commitment to, where possible, provide local solutions to recruiting needs• Provision of further upskilling and training to promote long-term employment
within the Council
ü ü ü ü ü ü ü ü ü ü
Waste Management Services
• Operation of Waste Management Facilities and landfills• Rubbish collection
ü ü ü ü ü ü ü ü ü ü ü ü
Weeds control and fire hazard reduction in and around community areas
• Vegetation management, including weed and fuel reduction managementü ü ü ü ü ü ü ü ü ü ü
AGENCY SERVICES
Centrelink Agency/Access Point
• Provision of in-community access to Centrelink services on behalf of DHS• Support eligible jobseekers to build skills
ü ü ü ü ü ü ü ü
Commonwealth Home Support Program (CHSP)
• Provision of in-community assistance for frail, older residents to maintain independence and remain in their homes
ü ü ü ü ü ü ü ü ü
Community Night Patrol
• Vehicular and pedestrian patrols during set shift times• Providing assistance to residents to a place of safety within the community• Recording details on community issues and providing to emergency services and
stakeholders
ü ü ü ü ü ü ü ü ü ü ü ü
Crèche
• Provision of in-community educational programs to enhance learning and development of participating children
ü ü ü
SERV
ICE D
ELIVER
Y
Regional Plan 2019/20 | 43
Service Delivery by Location
Baru
nga
Besw
ick
Borro
lool
a
Bulm
an
Jilkm
ingg
an
Man
yalla
luk
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Binj
ari
Dal
y Wat
ers
Larri
mah
Min
yerri
Robi
nson
Rive
r
Ura
pung
a
Bada
war
rka
Bagh
etti
Barra
punt
a
Boom
eran
g La
goon
Cos
tello
Jode
tluk (
Gor
ge C
amp)
Kew
ulyi
Mol
e H
ill
Mou
nt C
att
Mul
gan
Cam
p
Nul
awan
Num
mer
loor
i
Wer
enbu
n
National Disability Insurance Scheme (NDIS)
• Provision of in-home assistance – including meal delivery, domestic assistance, social support and transport – for disabled clients on behalf of DoH
ü ü ü ü ü ü ü ü
Drug and Volatile Substances
• Provision of alcohol and other drug counselling interventions to individuals and their families, and facilitation of client management plans on behalf of DPMC
ü ü ü ü ü
Home Care Package Program
• Provision of in-community assistance residents with complex needs to allow them to remain in their homes longer, and have choice and flexibility in how care is provided
ü ü ü ü ü ü ü ü
Indigenous Aged Care and Employment Program
• Provision of in-community, culturally appropriate aged care services for Indigenous clients
• Support to develop sustainable, highly-skilled Indigenous employment in aged care sector
ü ü ü ü ü ü ü
Indigenous Broadcasting Program
• Operation of in-community radio stations (four hours per day/five days per week) to provide local content and promote Council, community and stakeholder issues and events
ü ü ü ü ü
Indigenous Sport and Recreation Program
• Provision of daily activities to promote a healthy lifestyle, participation and the benefits of physical activity to Indigenous participants
• Promotion of community ownership and management of sport and recreation activities
ü ü ü ü ü ü ü ü ü
Indigenous Youth Reconnect
• Provision of case management, support services and activities for youth up to 24 years who have been involved in the justice system or rehabilitation, or at-risk behaviours
ü ü ü
Outside School Hours Care
• Facilitation of sport and recreation activities for school-aged children to prevent at-risk behaviour and boredom through participation
ü ü
School Nutrition Program
• Provision of breakfast and lunch five days per week for participating children• Support for school attendance, educational outcomes and parental engagement
ü ü
Sport and Recreation Program
• Support to improve and sustain sporting opportunities and competitions in remote communities.
ü ü ü ü ü ü ü ü ü
COMMERCIAL SERVICES
44 | Roper Gulf Regional CouncilSER
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ELIV
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Service Delivery by Location
Baru
nga
Besw
ick
Borro
lool
a
Bulm
an
Jilkm
ingg
an
Man
yalla
luk
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Binj
ari
Dal
y Wat
ers
Larri
mah
Min
yerri
Robi
nson
Rive
r
Ura
pung
a
Bada
war
rka
Bagh
etti
Barra
punt
a
Boom
eran
g La
goon
Cos
tello
Jode
tluk (
Gor
ge C
amp)
Kew
ulyi
Mol
e H
ill
Mou
nt C
att
Mul
gan
Cam
p
Nul
awan
Num
mer
loor
i
Wer
enbu
n
National Disability Insurance Scheme (NDIS)
• Provision of in-home assistance – including meal delivery, domestic assistance, social support and transport – for disabled clients on behalf of DoH
ü ü ü ü ü ü ü ü
Drug and Volatile Substances
• Provision of alcohol and other drug counselling interventions to individuals and their families, and facilitation of client management plans on behalf of DPMC
ü ü ü ü ü
Home Care Package Program
• Provision of in-community assistance residents with complex needs to allow them to remain in their homes longer, and have choice and flexibility in how care is provided
ü ü ü ü ü ü ü ü
Indigenous Aged Care and Employment Program
• Provision of in-community, culturally appropriate aged care services for Indigenous clients
• Support to develop sustainable, highly-skilled Indigenous employment in aged care sector
ü ü ü ü ü ü ü
Indigenous Broadcasting Program
• Operation of in-community radio stations (four hours per day/five days per week) to provide local content and promote Council, community and stakeholder issues and events
ü ü ü ü ü
Indigenous Sport and Recreation Program
• Provision of daily activities to promote a healthy lifestyle, participation and the benefits of physical activity to Indigenous participants
• Promotion of community ownership and management of sport and recreation activities
ü ü ü ü ü ü ü ü ü
Indigenous Youth Reconnect
• Provision of case management, support services and activities for youth up to 24 years who have been involved in the justice system or rehabilitation, or at-risk behaviours
ü ü ü
Outside School Hours Care
• Facilitation of sport and recreation activities for school-aged children to prevent at-risk behaviour and boredom through participation
ü ü
School Nutrition Program
• Provision of breakfast and lunch five days per week for participating children• Support for school attendance, educational outcomes and parental engagement
ü ü
Sport and Recreation Program
• Support to improve and sustain sporting opportunities and competitions in remote communities.
ü ü ü ü ü ü ü ü ü
COMMERCIAL SERVICES
SERV
ICE D
ELIVER
Y
Regional Plan 2019/20 | 45
Service Delivery by Location
Baru
nga
Besw
ick
Borro
lool
a
Bulm
an
Jilkm
ingg
an
Man
yalla
luk
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Binj
ari
Dal
y Wat
ers
Larri
mah
Min
yerri
Robi
nson
Rive
r
Ura
pung
a
Bada
war
rka
Bagh
etti
Barra
punt
a
Boom
eran
g La
goon
Cos
tello
Jode
tluk (
Gor
ge C
amp)
Kew
ulyi
Mol
e H
ill
Mou
nt C
att
Mul
gan
Cam
p
Nul
awan
Num
mer
loor
i
Wer
enbu
n
Airstrip maintenance and reporting
• Slashing of aerodrome and infrastructure maintenance• Appointment of Aerodrome Reporting Officers to inspect facilities on behalf of
operator (Territory)• Providing after-hours emergency services access to aerodrome
ü ü ü ü ü ü ü ü
Australia Post
• In-community mail sorting and distributionü ü ü ü ü ü ü ü
Community Development Program
• Facilitation of program on behalf of DPMC• Provision of community development projects that upskill participants and
prepare them for employment
ü ü ü ü ü
Homeland (Outstation) Services
• Municipal service delivery of water, electrical and sewerage servicesü ü ü ü ü ü ü ü ü ü ü ü
Slashing Contract
• Slashing of public spaces (Larrimah and Daly Waters) and Crown Land (Mataranka)
ü ü ü
Territory Housing Contracts
• Administrative support for tenants on behalf of landlord (the Territory)• Repairs and maintenance on behalf of landlord (the Territory)
ü ü ü ü ü ü ü ü ü ü ü
Power Water Corporation – Essential Services Officer
• Operate and Maintain Power Water Facilities e.g. Electrical Generators, Sewer Ponds and Water Samples
ü ü ü
OTHER SERVICES
Animal Health Program
• In-community vet visits, public education and awareness about responsible pet ownership
ü ü ü ü ü ü ü ü ü ü ü
Management and upkeep of swimming pool
• Operation and maintenance of facilities• Employment of pool supervisors and lifeguards
ü ü
46 | Roper Gulf Regional CouncilSER
VIC
E D
ELIV
ERY
Service Delivery by Location
Baru
nga
Besw
ick
Borro
lool
a
Bulm
an
Jilkm
ingg
an
Man
yalla
luk
Mat
aran
ka
Ngu
kurr
Num
bulw
ar
Binj
ari
Dal
y Wat
ers
Larri
mah
Min
yerri
Robi
nson
Rive
r
Ura
pung
a
Bada
war
rka
Bagh
etti
Barra
punt
a
Boom
eran
g La
goon
Cos
tello
Jode
tluk (
Gor
ge C
amp)
Kew
ulyi
Mol
e H
ill
Mou
nt C
att
Mul
gan
Cam
p
Nul
awan
Num
mer
loor
i
Wer
enbu
n
Airstrip maintenance and reporting
• Slashing of aerodrome and infrastructure maintenance• Appointment of Aerodrome Reporting Officers to inspect facilities on behalf of
operator (Territory)• Providing after-hours emergency services access to aerodrome
ü ü ü ü ü ü ü ü
Australia Post
• In-community mail sorting and distributionü ü ü ü ü ü ü ü
Community Development Program
• Facilitation of program on behalf of DPMC• Provision of community development projects that upskill participants and
prepare them for employment
ü ü ü ü ü
Homeland (Outstation) Services
• Municipal service delivery of water, electrical and sewerage servicesü ü ü ü ü ü ü ü ü ü ü ü
Slashing Contract
• Slashing of public spaces (Larrimah and Daly Waters) and Crown Land (Mataranka)
ü ü ü
Territory Housing Contracts
• Administrative support for tenants on behalf of landlord (the Territory)• Repairs and maintenance on behalf of landlord (the Territory)
ü ü ü ü ü ü ü ü ü ü ü
Power Water Corporation – Essential Services Officer
• Operate and Maintain Power Water Facilities e.g. Electrical Generators, Sewer Ponds and Water Samples
ü ü ü
OTHER SERVICES
Animal Health Program
• In-community vet visits, public education and awareness about responsible pet ownership
ü ü ü ü ü ü ü ü ü ü ü
Management and upkeep of swimming pool
• Operation and maintenance of facilities• Employment of pool supervisors and lifeguards
ü ü
SERV
ICE D
ELIVER
Y
Regional Plan 2019/20 | 47
STRATEGIC PRIORITIES
Strategic Priorities
GOAL 1: Good Governance
Council provides strong leadership through robust governance, responsible financial management, strategic corporate planning and operational delivery
STRATEGIC FOCUS
In 2019-20 the Council will be addressing a number of important issues. These include:
• Strengthening organisational leadership to realise the opportunities afforded through the Organisational Review conducted in April 2019.
• Continue supporting local authorities to build their governance capacity, strengthen local decision making and community enhance engagement.
• Implementing a strong decision making framework within the organisation that is strategically congruous.• Strengthening a range of compliance activities within the Council including a focus on organisational record
keeping.
OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI
1.1 Council decisions based on community inclusion and consultation
1.1.1 Facilitate local decision making through Elected Members, Local Authorities and stakeholders
Ensure opportunities for Local Authorities to contribute to Council decision making.• Ensuring Community Priorities are included
in Regional Plan• Refer relevant Council items to Local
Authorities for comment prior to adoption.
% of scheduled LA meetings held
# of matters referred to Local Authorities for consultation
1.1.2 Provide high-level support to Local Authorities and ensure effective community engagement
High quality support is provided to Local Authorities to facilitate informed decision making.• Timely provision of high quality Local
Authority meeting agendas and minutes
100% of LA Agendas prepared and distributed at least three (3) days prior to Meetings
STR
AT
EGIC
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Regional Plan 2019/20 | 49
OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI
Maximise Community Engagement through:• Providing opportunities for community
consultation• Publicising news relating to the activities and
actions within the Council through website publications and Social Media
# Positive news stories posted on Council website
1.1.3 Ensure community feedback is incorporated into Council decision making
Community feedback is sought and incorporated into Council decision making by• Undertake annual Community Satisfaction
Survey • Undertake Community Meetings in Larrimah
and Daly Waters communities• Ensure Town Priorities are included in
Regional Planning process
# Responses to Community Satisfaction Survey
1.1.4 Establish Local Authorities in Daly Waters, Larrimah and Robinson River
Formal requests to Minister for establishment of Local Authorities
Evidence of appropriate advocacy
1.2 Best-practice governance by Elected Members, Local Authority Members and Council Staff
1.2.1 Continual improvement in the governance capacity of Elected Members and staff through ongoing training and professional development
Continue to build governance capacity in elected members and appointed members through ongoing training.• Development and implementation of elected
and appointed member training plan• Improved participation in Local Authority
meetings• Revise Local Authority Handbook to
complement training for Local Authority Members and support local leadership, community development and financial awareness
Annual Elected and Appointed Member Training Plan prepared and implemented.
At least 4 of scheduled Local Authority meetings held
Local Authority Handbook updated and distributed.
1.2.2 Continued development and implementation of organisational policy that meets contemporary governance practice
Complete Policy review at least once during a Term of Council
% Policies reviewed as scheduled
1.2.3 Strengthen Organisational Leadership
Undertake Organisational Restructure and manage change management.
Implement recommendations from Organisational Review.
Review decision making framework across organisation including review of Delegations Register
Organisational Restructure is embedded within Organisation.
Progress on implementing Recommendations from Organisational Review are reported to Council.
Council Delegations register is reviewed by Council. Operational delegations register is rolled out to staff.
50 | Roper Gulf Regional CouncilSTR
AT
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OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI
1.3 Quality people 1.3.1 Recruit, develop and retain a workforce that is resilient and able to deliver the strategic goals of Council
Implementation of HR Plan including:• Inductions and Orientations; • Annual HR Roadshows; • biannual induction refreshers; • online policy awareness and training; • monthly toolbox talk topics for policy;• regular revision of pay / employee
compensation framework
Reduction in staff turnover
Staff Satisfaction Survey resulting in >85% positive feedback.
Implement Performance Review Process that ensures alignment with Organisational Objectives
% Annual Performance Reviews undertaken on time
Performance management framework reviewed and improved by 31 March 2020
1.3.2 Develop work conditions that meet staff expectations for work-life balance, and take into consideration behavioural trends and contemporary work ethics
Develop strategy for employer of choice including:• Develop an integrated remuneration
strategy, classification structure and job evaluation system
• Robust Roper staff health and wellbeing initiatives
Implement the new structures in to the workplace by next financial year
1.3.3 Provide comprehensive induction to all new staff, including cross-cultural awareness training
Inductions for 2x Communities per year at minimum, HR inductions are done as required and Cross Cultural training done annually at a minimum
All new employees completely inducted with HR,WHS and Cultural Awareness within 3-6 months of commencement.
1.3.4 Strive to achieve best practice in work, health and safety
Work Health and Safety Committee to conduct regular reviews of Work Health and Safety Matters and report to Council
Loss Time Injury hours
20% reduction in compensation claims from previous year.
1.4 Effective Council advocacy on priority issues
1.4.1 Develop strong partnerships with other tiers of Government and other stakeholders through regular communication, collaboration and coordination
Develop a Community Engagement Plan which is specific to communication, collaboration and coordination with External and Internal Stakeholders
Delivery of Community Engagement Plan.
Number of Advocacy matters in CEO and Mayors report to Council.
1.4.2 Advocate to other tiers of Government and other stakeholders on behalf of communities in the Roper Gulf Local Government Area
To ensure Town Priorities are incorporated into the RGRC Communication Strategy.
Number of meetings and correspondence with stakeholders in CEO report, including Director activity
1.5 Organisational sustainability through responsible financial management
1.5.1 Manage Council’s business based on sustainable financial, asset and operational strategies to increase opportunities for growth and reduce inefficiencies
Develop Long Term Financial Plan incorporating long term asset plans, community plans to support Council’s strategic objectives.
Regular Reporting to Finance Committee on Council’s Sustainability Ratio
Delivery of LTFP
Bi-monthly reporting to Council
Develop Strategic Investment Plan to maximise returns on current strategic investments
Plan presented to Council
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AT
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Regional Plan 2019/20 | 51
OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI
Complete Operational Plans for all Directorates’ activities
Activity Plans for each business unit completed by 30 May annually.
1.5.2 Facilitate ongoing training for Elected Members on financial management within the scope of Local Government
Provide at least one financial management training and development session to Elected Members per Financial Year
Number of Elected Members trained
Number of sessions held
1.5.3 Proactively manage the Council’s risks through effective risk management and audit processes
Implement Organisational Risk Management Strategy through:• Review Risk Management Plan on regular
basis • Development and Implementation of Internal
Audit Plan (against legislative and policy compliance)
• Regular Financial Audits
Plans developed and implemented with reports to Audit Committee.
1.5.4 Develop and implement a long-term asset plan for Council infrastructure
Develop Assets Management Plan for fleet, buildings and roads (10 year Capital Works Plan)
Review annually in line with budget review
1.5.5 Utilise a community development approach to establish service plans and infrastructure relating to demographics and community needs
Development of Service Plan for each location Number of Service plans achieved;
90% of Service Plans completed by 30 September 2019.
1.6 Innovative, contemporary communication
1.6.1 Develop an adaptable communications strategy that meets community expectation and need, and reflects current trends in information delivery
Create Communication Strategy part of, and linked to Community Engagement Plan
Report on proportion of different communications mediums used by community and stakeholders and quantify the community engagement
1.6.2 Improve communications on decisions of Council that directly impact communities
Continued use of communication mediums to facilitate delivery of community achievements and notices
Number of opportunities identified and implemented
1.6.3 Undertake regular monitoring of communications strategy to ensure outcome is being met
Report quarterly to Council the implementation of Communication Strategy
Quarterly reports to Council
1.7 Contribute to improved community planning and design
1.7.1 Influence governments planning mechanisms to overcome poor urban design in communities
Lobby for all Roper Gulf towns included in Northern Territory Government Remote Community Planning Scheme to have relevant Community Plans
Develop Community Plans
Number of communities included in the program
100% Community Plan implementation by 30/06/2020
52 | Roper Gulf Regional CouncilSTR
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GOAL 2: Strengthen Quality Of Life
Council provides safe, strong and vibrant communities through building participation, contributing to safe and harmonious communities, and promoting local economic development opportunities
STRATEGIC FOCUS
A key focus in this Plan is to continue to strongly advocate for quality services and infrastructure in our Towns. With renewed focus on community engagement, Council will continue to work with local communities to ensure that the services are provided in an efficient and effective manner.
Other key initiatives include:
• Operational reviews of major agency service programs (including Aged Care and NDIS) to ensure continued operational viability and improvements to compliance and quality standards
• Ongoing support of mentoring and training for local staff involved in service provision• Marketing campaign to promote Council services in community to maximise local participation• Development of Regional Community Safety Strategy
OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI
2.1 Work with community and stakeholders to identify and deliver services that are accessible and support the wellbeing of community
2.1.1 Ensure all Community Service programs (Aged Care and Childcare and Community Safety programs) are appropriate, viable and sustainable.
Undertake an annual review of the operational plans for agency services to ensure financial viability of Agency Services
Annual review of services undertaken and findings presented to Council by 30 June 2020
100% of Community Service programmes break-even or provide positive cash-flows to Council.
STR
AT
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Regional Plan 2019/20 | 53
OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI
Ensure high quality and compliant Community Service delivery in all communities:• Implementing the Aged Care
Quality Standard Transition Plan• Reviewing service delivery and
compliance in all sites• Working closely with contracted
providers to ensure positive outcomes for the Community
Plans in place
Quality and Compliance Audit results
Maximise local community members capability to deliver Community Services by:• Maximising local employment
opportunities• Ensuring on-going support and
mentoring for local staff• Maximising training opportunities
for local staff
Number of local community people employed to deliver the Agency service
Number of participants in Agency programs
2.1.2 Undertake targeted communications and consultation to increase community awareness about, and participation in, services provided by Council and other stakeholders
Promote and market council services for stakeholders
Number of participants actively engaged number of marketing campaigns
Undertake annual Agency Service satisfaction surveys
Number of surveys conducted per Agency Service
Promote feedback mechanism Number of registered complaints per Agency Service
Develop marketing plan for Agency and Commercial services
Marketing Plan is developed and completed by December 2019
Report quarterly on the number of people engaged from marketing campaigns
2.2 Increase public safety through environmental design and service delivery
2.2.1 Conduct regular community safety audits of primary and secondary hotspots in communities and act on audit recommendations
Development of regular community safety audits on primary and secondary hotspots program
Number of safety audits conducted
2.2.2 Install solar lighting in identified public areas
Continue the ‘Light Up the Dark Spot Program’
Number of lights installed in public places by location
2.2.3 Introduce technology to reduce vandalism and graffiti of Council assets and public infrastructure
Identify and install the technology to reduce vandalism and graffiti in public places
Report on introduction of lights, CCTV, other technologies, fences and security guards
Comparison of incidents from previous years to determine the effectiveness of the implementation of technology
54 | Roper Gulf Regional CouncilSTR
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OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI
2.2.4 Continued delivery of Community Night Patrol program
Maintain and implement the Regional Community Safety Strategy
Number of services contributing to the Community Safety Program
Number of Staff involved in the Community Safety Program
2.3 Vibrant, economically sustainable communities
2.3.1 Advocate to other tiers of Government, stakeholders and financial partners on behalf of Council’s community members to improve remote facilities and services.
Implement Communication Strategy to ensure positive engagement with key stakeholders.
Activity pursue grant and other funding opportunities to support development of Town Priorities and Community Plans.
Number of grants applied for and total value
Percentage of successful grants
2.3.3 Actively promote positive economic and social stories from communities in the Roper Gulf Local Government Area
Utilise communication mechanisms available to Council to promote positive stories.
Audience engagement statistics and report on growth trends
2.3.4 Increase own-sourced revenue to allow Council to fund more identified priority projects
Promote and increase Council own-sourced revenues through rates, grants, contracts an enterprise development.
Comparison of own-source revenue income against previous year
2.3.5 Advocate for improved connectivity through development of linear infrastructure
Engage with appropriate agency on high priority lineal infrastructure
Number of projects completed
2.3.6 Develop Council’s ability and capacity to successfully deliver contract and agency services infrastructure on behalf of Government
Maintain our position of interest in the development process of the Territory Government including the applications of Sub-Divisional Guidelines
Number of development advisory services applications responded to by Council
Advocate for Government to fund purpose built infrastructure for Agency Programs
Number of Government funded facilities developed for Agency Services
2.3.7 Service delivery improvements for Daly Waters, Larrimah, Minyerri, Robinson River and Urapunga
Develop service delivery plans and budgets to improve service delivery in Daly Waters, Larrimah, Minyerri, Robinson River and Urapunga.
Percentage increase of funding.
Service Plans completed by 30 September 2019.
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GOAL 3: To Protect and Care For Our Physical Environment
Council contributes to protecting the natural assets of the Roper Gulf Local Government Area through innovative animal health, waste management and recycling strategies, the development of green spaces and improved energy efficiency practices
Strategic Focus
Council recognises the importance of our physical environment for the health and wellbeing of its residents. This year will see a renewed focus on ensuring that energy and water efficiency strategies are incorporated into the Council’s activities and plans through a refresh of the Council’s Green Plan.
Could will also continue to work with its regional partners to implement a Regional Waste Management Strategy in association with the Big Rivers Region Waste Management Reference Group.
The Council by-law review will continue community consultation and education being a priority.
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OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI
3.1 Council decreases its carbon footprint
3.1.1 Implement processes to improve energy efficiency and decrease power and water consumption by Council undertaking regular energy audits of its operation and increasing the proportion of operations that rely on renewable energy sources
Review and Refresh the Council’s Green Plan. Including:
Develop and implement an energy efficiency program across organisation
Undertake regular energy audits of its operation
Implement Water Wise program for Council facilities.
Adoption of new Green Plan
Reduction and stabilisation of energy and water usage
3.1.3 Advocate and manage for initiatives that will protect the natural resources of the Roper Gulf Region and reduce the negative impacts of potential climate change
Continue to incorporate weed and fire management in to Council’s Operations
Each community have up-to-date weed and fire management plans
Incorporate strategies to address potential climate change into the Green Strategy and future planning
Number of strategies adopted to deal with environmental factors
3.2 Contribute to the protection of the natural environment
3.2.1 Develop and implement a long-term road and storm water drainage maintenance plan for Council-controlled roads
Implement the road and storm water drain audit in to the long term asset management plan
Annual review by Roads Committee
3.2.2 Implement improved waste management strategies that incorporate resource recovery and ensure compliant Waste Management Facilities
Develop regional waste management strategy
Obtain Environment Protection Authority licence and approval for waste management facilities in region
Number of towns engaged in recycling
3.2.3 Promote the benefit of waste resource recovery
Participate in the ‘Big Rivers Region Waste Management Reference Group’
Number of strategies engaged to reuse and recycle
3.2.4 Develop green spaces that improve public amenity and advocate for the inclusion in urban development projects
Introduce the service level for parks and gardens
Number of Service Plans completed
3.2.5 Continue to develop, implement and enforce litter and waste By-Laws in all communities
Undertake Community Consultation as part of the final review of the Litter By-Laws
Develop education program in anticipation to By Law introduction
Community Consultation undertaken in each community
Number of Education events
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OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI
3.3 Improved animal health in remote communities
3.3.1 Delivery of Animal Health Program in communities specified in Council’s annual rates declaration and user-pays veterinary services for other residents in the Local Government Area
Continue program of Desexing of animals and administering of parasite treatments
Percentage of animals desexed
Percentage of administered parasite treatments
3.3.2 Development and delivery of targeted, educational programs that engage stakeholders and advocate the whole-of-community benefits of responsible pet ownership and proactive animal health practices
Provide animal education and awareness through conducting school-based education programs and liaising with pet owners
Number of education awareness events >5 per annum
3.3.3 Continue to develop, implement and enforce animal control By-Laws
Undertake Community Consultation as part of the final review of the Roper Gulf By-Laws
Develop education program in anticipation to By-Law introduction
Number of education awareness events
3.4 Build the resilience of communities against emergenciesv
3.4.1 Continue to be actively involved in disaster management preparation, response and recovery in Katherine and the Roper Gulf Local Government Area
Katherine and remote staff to be engaged in local area emergency planning and implementation
Review annual Local Area Management plan tabled at LA and staff meetings
3.4.2 Continue to represent Council on the Katherine and Local Area Emergency Management Committees
Katherine and remote staff to be engaged in local area emergency planning and implementation
Number of meetings attended
3.4.3 Developing infrastructure to withstand extreme climatic events and emergencies
Include in the long term asset management plan assets recognised as resistant to extreme weather
Number of assets identified per location
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GOAL 4: To Support Training and Employment in Remote Communities
Council engages stakeholders to identify and deliver training and employment opportunities in the Roper Gulf Local Government Area
STRATEGIC FOCUS
In this Financial Year the Council will continue to focus on maximising employment opportunities for local residents. As the CDP service model changes there will be an increased focus on ensuring job placement opportunities within Council. Council will also be developing an Indigenous Workforce Development Plan that will consolidate and integrate the Council’s various employment and training initiatives.
OUTCOMES STRATEGY ACTIVITIES TO ACHIEVE STRATEGY KPI
4.1 Local jobs for local people
4.1.1 Undertake targeted communications to increase stakeholder awareness of local Council job opportunities
Develop regional marketing campaign to promote employment opportunities.
Number of bulletins provided to stakeholders is > 4 per annum
Number of campaigns
4.1.2 Identify and support opportunities for service and program growth that result in increased job opportunities for local people
Continue to identify and support opportunities for service growth resulting in additional jobs
Number of new services
% of locally-sourced staff as part of overall workforce
4.1.3 Advocate to Government and other stakeholders to provide training and employment opportunities for local people
Liaise with regional partners to identify local training opportunities to the region and remote
Number of regional training events involved in
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4.1.4 Participate in annual careers events for the greater Katherine region which promote Council job opportunities for local people
Staff attend the Katherine High School for visits to the Stars Foundations for a career discussion, staff attended High School career Expo and Industry Forum
Number of Events attended and increase of local applicants from which have recently graduated or currently still in school
4.2 Increase community based training programs that promote job readiness and life skills
4.2.1 Continued delivery of Community Development Program (CDP) to provide training and upskilling opportunities for local jobseekers
Continued quality delivery of program ensuring compliance/service delivery/data entry/appropriateness of activities/job placements
To achieve a minimum “Good” rating as set by the changing and varied KPIs as determined by DPMC in 2 x Reporting Periods: Oct-Mar & Apr-Sept
4.2.2 Collaborate with stakeholders to provide training opportunities in community development projects both within Council and as external placements
Collaborate with stakeholders to provide training opportunities within Council by developing host agreements with other CDP providers
Develop positive relationships with potential hosting organisations to maximise opportunities of hosting arrangements.
Develop data bases of skills, qualifications, licences, and community priorities for meaningful training and completion of projects
Determined by number of successful completions of training of participants, also activities/projects completed in community whilst upskilling participants
4.2.3 Collaborate with training providers and funding partners to increase the number of in-community training opportunities
Continue to work with RTO’s/stakeholders in providing quality/relevant training on community
Determined by number of successful completions of training of participants, also activities/projects completed in community whilst upskilling participants
4.3 Generational growth in employment opportunities
4.3.1 Provide engagement training for, Elected Members, Local Authority Members and staff
Incorporate engagement training and development in to the annual training plan for Elected Members, Local Authority Members and staff
Number of training events itemised attendance records
4.3.2 Develop Indigenous employment strategy, and career management and mentoring strategies that position Council as an employer of choice
Develop and implement an Indigenous Workforce Development Plan
Workforce Development Plan endorsed by Council and reported against every six months
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TOWN PRIORITIES
Town PrioritiesEach community within the Roper Gulf Region is unique. Town priorities give the members of these communities the opportunity to express what is important to them and the areas in which they would like to see improvement. Consultations with residents, stakeholders, Local Authorities, Elected Members and Council staff have ensured the listed priorities are up to date and relevant.
The projects included on these town priority lists are not necessarily included in this year’s budget unless stated. The Council will be actively seeking funding for those priorities throughout the 2019-20 Financial Year.
TOWN PRIORITIES Town priorities are divided into core services, agency services, contract services and other/advocacy to ensure easy delegation and management through the directorate structure once funding has been secured.
CORE SERVICES Core services are those services defined by the Council in lieu of the Northern Territory legislation defining what a core Local Government service is.
AGENCY SERVICES Agency services are services that the Council has agreed to deliver on behalf of other Government agencies on a fee-for-service basis. It is anticipated that these services would be fully funded by the relevant agency, and that funding would include a contribution to administrative costs and land lease arrangements associated with delivering these services.
COMMERCIAL SERVICES Commercial services are similar to agency services, however, the intention is to make these contracts profitable by ensuring efficiencies are gained and maintained. These contracts are not designed to operate on a cost recovery basis only. Any surplus from these contractual arrangements is used to improve services to community and strengthen the organisations financial sustainability.
OTHER SERVICES Other services are services performed by the Council that are not core services. They are not services delivered on behalf of another organisation, nor do they make a profit to help fund Council operations or contribute to other services.
ADVOCACY Advocacy from the Council occurs on behalf of residents and stakeholders on a range of issues that are not core, agency or contractual services of the organisation.
The funding source in the town priority table denotes how the Council plans to perform the project listed under the town priority list.
The Council is continually searching for other means to fund the town priority projects through grant opportunities from the Commonwealth and Territory Governments, and philanthropic organisations.
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BARUNGANYIRRANGGULUNG WARDOther names: Bamyili
Location: Barunga is located 80 kilometres southeast of Katherine on the Central Arnhem Road, and 31 kilometres from Beswick.
Total population: 363 (2016 Census)
Total Indigenous population: 328 (2016 Census)
Population change since 2011: 15.9% increase (2016 and 2011 Censuses)
Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Barunga, including road maintenance and repair, traffic management, rubbish collection, airstrip maintenance and repair, maintenance of parks, ovals
and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink and facilities. The Community Development Program (CDP) activities are managed by Nyirranggulung Rise.
Located in Barunga is a health clinic, a school, a store and an airstrip, with a police station approximately eight kilometres away in Maranboy.
Major Event: The Barunga Festival, one of Australia’s longest running Indigenous festivals, is held annually on the Queen’s Birthday long weekend in June. The festival, an alcohol and drug free event, showcases and celebrates the music, sport and culture of the region.
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CORE SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE FUNDING OBTAINED
Right Path Project: Footpaths around the town to enable the elderly and children to move through the township without having to use roadways starting at the store.
RGRC RGRC Roads and CDP PROPOSED
Bin holder‘s installed in public throughout the town
RGRC Waste Management YES
Develop the Cemetery Management Plan RGRC Cemetery Management YES
Resealing internal roads RGRC RGRC Roads NO
Install speedbumps for high priority areas RGRC RGRC Roads YES
Shade and seating around the oval RGRC GRANTS YES
Repairs and upgrades to all oval surfaces RGRC GRANTS NO
Remove rocks around parks and ovals and replace with a safer Bollard option
RGRC RGRC Roads YES
Install fence around Football Oval RGRC GRANTS YES
AGENCY SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE FUNDING OBTAINED
Sport and recreation activities for 10-16 years old kids in the community to keep them engaged
RGRC INHOUSE YES
Program for school leavers to have a future pathway to employment
RGRC INHOUSE YES
Support for the Youth Café RGRC AAI & Community Safety
PROPOSED
Community Safety Strategy for Barunga for disengaged youth
RGRC AAI & Community Safety
PROPOSED
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OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Community social club and promote responsible drinking – as part of the Alcohol Management Plan
RGRC, NTG & COMMONWEALTH
NO
Advocate for Vocational child care during school holidays and after school care
RGRC NO
Repairs to fencing around dwellings and ensure new housing has fences
DLGHCD NO
Advocate on behalf of tenants on storm drainage with Territory housing houses where house pads not installed at the time of construction
RGRC NO
Barunga to be the District Hub for large sport and community events
RGRC YES
Bridge railing at Beswick Creek CEO & RGRC DIPL & COMMONWEALTH
Continued support for the Community Safety Committee to be driven by community
DPMC, NTG, POLICE & RGRC
EXISTING RESOURCES
Upgrade blind spots on Central Arnhem Road NTG & COMMONWEALTH
UPGRADE CENTRAL ARNHEM HIGHWAY
PROJECT
YES
Develop Infrastructure Master Plan (STAGE 1 Planning, design and documentation)
CEO and STAKEHOLDERS (eg
Jawoyn Association and Skinny Fish)
NO
Support Tourism opportunities in Barunga including construction of Gatdanj Lookout
NTG; COMMONWEALTH
BAGALA ABORIGINAL CORPORATION AND
JAWOYN
NO
Entry Grids and stock exclusion fencing around community NLC and ILC NO
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BESWICK (WUGULARR)NYIRRANGGULUNG WARDLocation: Beswick is located on the bank of the Waterhouse River, 118 kilometers south-east of Katherine on the Central Arnhem Highway and 31 kilometres from Barunga.
Outstation: Bishop Bore
Total population: 531 (2016 Census)
Total Indigenous population: 515 (2016 Census)
Median age: 24 years (2016 Census)
Population change since 2011: 3.71% increase (2016 and 2011 Censuses)
Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Beswick, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks, gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and community aged care programs. The Community Development Program(CDP) activities are managed by Nyirranggulung Rise.
Located in Beswick are a health clinic, a school, a store, and an arts and cultural centre – which includes a small motel. The closest police station is located at Maranboy, approximately 39 kilometers away.
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CORE SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE FUNDING OBTAINED
Water Park RGRC To be sourced / LAPF PARTIALSolar Lights at designated areas to target hidden dark spots
RGRC LAPF & RGRC YES
Stormwater drainage in new sub-division. RGRC & DLGHCD To be sourced NO
Right Path Project (from Aged Care to existing in new subdivision)
RGRC, CDP JAWOYN & RISE JV
RGRC ROADS & CDP PARTIAL
Existing oval realign drainage, expansion width 110m, overlay for future softball, install amenities block and safety fencing
RGRC To be sourced NO
OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS FUNDING OBTAINED
Entry Grids and stock exclusion fencing around community
NLC and ILC NO
Reconstruct Central Arnhem Road – upgrade road to landfill
NTG & COMMONWEALTH UPGRADE CENTRAL ARNHEM HIGHWAY PROJECT
PROPOSED
Upgrade the intersection at new subdivision and Central Arnhem Road
NTG & COMMONWEALTH UPGRADE CENTRAL ARNHEM HIGHWAY PROJECT
PROPOSED
Literacy and numeracy program for older kids
Mission Australia YES
Resolve issue of Lot 3 – Single Men’s Quarters
NLC NO
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BORROLOOLASOUTH WEST WARDLocation: Borroloola is situated on the eastern coast of the Northern Territory in the Gulf of Carpentaria, and on the banks of the McArthur River. Borroloola is 670 kilometers east-south-east of Katherine. Borroloola includes four town camps within its boundary - Garawa Camp One, Garawa Camp Two, Yanyula Camp and Mara Camp.
Total population: 871 (2016 Census)
Total Indigenous population: 669 (2016 Census)
Median age: 26 years (2016 Census)
Population change since 2011: 5.9% decrease (2016 and 2011 Censuses)
Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Borroloola, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks, gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs as well as delivers Community Development Program activities in Borroloola. In addition, it operates the community swimming pool and Waste Management Facility.
Mabunji Aboriginal Resource Indigenous Corporation is a provider of agency services in Borroloola such as
a childcare centre, aged care centre, safe house, sea ranger unit, town camp and outstation maintenance, and the community radio station.
Other services in the town include a police station, a school, a health clinic, motels, caravan parks, cafes, shops, Post Office, NLC, service stations, mechanical, electrical, building and maintenance contractors.
Major events: The Borroloola Show, Rodeo, Camp Draft, Malandari Festival and NAIDOC Events draws hundreds of visitors to the remote town every year. There are also various fishing competitions held at nearby King Ash Bay throughout the year.
CORE SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE FUNDING OBTAINED
Community & Town Camp roads & drainage plans
NTG & RGRC NTG
RGRC
PARTIAL
Waste Management Strategy for Borroloola including links to Regional Strategy
NTG, RGRC, LGANT, NT EPA & BRRW
RGRC Waste Management
YES
Construction of new council offices including business hub, meeting spaces and waste dump point
RGRC RGRC & BBRF YES
New street lights throughout the town eliminate dark spots and maintenance of existing lights
RGRC RGRC PARTIAL
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Showgrounds master plan to include following elements:• Upgrade Cricket Club shelter as a shared
facility• New shelter for spectators adjacent softball
diamond• Upgrade toilet block and include showers for
campers• Lighting for softball diamond and oval• Flood Lights at showgrounds
RGRC & NTG To be sourced NO
Multipurpose Sport Courts upgrades: • Shade cover or roof over both courts• Lighting for courts• Resurface courts• Replace current toilets• Expansion of building with larger covered
space/veranda overlooking courts and relocate toilets to one side
• Prepare as cyclone shelter
NTG –DIPL&TOURISM & CULTURE, RGRC & MRM
CBT
NTG
RGRC
MRM CBT
DIPL
YES
AGENCY SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE FUNDING OBTAINED
Anti-social behaviour management through agency program support
GMCE PMC
NTG RGRC
YES
OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS FUNDING OBTAINED
Support the operation of safe house for women and families
Mabunji NO
Advocate for safe house for men Mabunji NOAdvocate for sobering up shelter Mabunji NOAdvocate for more public housing– vacant blocks
NTG DLGHCD & COMMONWEALTH YES
Advocate for upgrade to mobile phone footprint
COMMONWEALTH NBN NO
Produce a Directory with information and map of the town
RGRC, LA YES
Mara – Bing Bong road access in wet DIPL, Town Camp Roads, NLC AND MABUNJI NOSearcy Street – Bing Bong road culverts DIPL NO
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BULMAN AND WEEMOLNYIRRANGGULUNG WARDOther Names: Gulin Gulin
Location: Bulman is located 220 kilometres north-east of Katherine. Via road, Bulman is 312 kilometres from Katherine on the Central Arnhem Highway.
Weemol is a separate suburb of Bulman. It is located three kilometres north-west of Bulman off the Central Arnhem Highway.
Outstations: Baghetti, Barrapunta, Gorpulyul, Momob and Mount Catt.
Total population: 259 including Weemol (2016 Census)
Total Indigenous population: 259 including Weemol (2016 Census)
Median age: 28 years (2016 Census)
Population change since 2011: 3.78% decrease (2016 and 2011 Censuses)
Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Bulman, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks, gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and community home support programs. The Community Development Program (CDP) activities are managed by a joint venture between RISE and Jawoyn Association. Council also works with Mimal Land Management in this area.
Located in Bulman are a health clinic, a school, a store, an airstrip and a police station. Weemol relies on services provided from Bulman.
Major event: From time to time an annual festival called the Walaman Cultural Festival (Bulman Festival) occurs in July. The festival is largely run by community volunteers and gives community members an opportunity to share their arts, crafts and culture with visitors.
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CORE SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Drainage improvements near council offices and workshop area.
RGRC RGRC Roads YES
Upgrade Sport and Recreation Hall:• resurface the indoor court surface, • upgrade toilets and showers, • ventilation improvements, • landscaping, • half court on old outdoor court - Gunia • park, • shade roof and verandah on oval side• feasibility to widen the hall
RGRC Grants NO
Upgrade the Sports Oval:• re-level and refurbish the playing surface• install shaded spectator facility at hall• provide a second amenities block
RGRC Grants NO
Plant more shady trees around the community RGRC Municipal budget
YES
New park setting including BBQ in park land near the old meat shed
RGRC & CDP Contractor
Grants NO
Solar lights in identified dark spots x 4 RGRC Street Light & LAPF
YES PARTIALLY
Turn old shed next to shop into church RGRC To be sourced NO
Speed bumps (near the roundabout, Lot 75, 76, 77 area) RGRC RGRC Roads YESInstall Bollards along Bulman front park RGRC RGRC Roads YESInstall traffic mirror (near fuel tanks) RGRC RGRC Roads NOMore speed limit signs RGRC RGRC Roads YESStreet Sign Names RGRC RGRC Roads YES
OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Install traffic mirror (near fuel tanks) RGRC YESTurn old shed next to shop into church RGRC & CDP CONTRACTOR NOHomeland roads upgrades DLGHCD NOHousing upgrades and repairs DLGHCD YESSupport development of new Arts & Cultural Resource Centre at the old store by Walaman Festival
RGRC NO
Public toilet block for Bulman including wash house for festival patrons
RGRC, LAPF & NTG SPG YES
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Airstrip facilities – Shelter, emergency phone and toilet at airstrip
RGRC & DIPL NO
Access road to Airport from Central Arnhem Highway to be upgraded for all year round access
DIPL & CENTRAL ARNHEM ROAD UPGRADE
YES
Water quality improvement PWC NOCreche (day care centre) COMMONWEALTH &NTG NOTruck stop on left hand side of Central Arnhem Highway DIPL & ARNHEM ROAD UPGRADE NO
Install Power Card meter at church RGRC, PWC STORE NOTCU Bank CEO & TCU NOMarket Garden for Bulman RGRC & CDP CONTRACTOR NO
WEEMOL
CORE SERVICES
PROJECT DETAILSRESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Basketball full court RGRC GRANTS NOSolar Lights x 2 RGRC LAPF NOBeautification of park with BBQ shed RGRC GRANTS NOWeemol Park irrigation (part of the beautification project) RGRC GRANTS NO
Bollards x 220 around Weemol Park RGRC RGRC ROADS YES
More speed humps RGRC RGRC ROADS YESStreet sign names RGRC RGRC ROADS YESOld demountable removal RGRC & NTG GRANTS NOOld Shed to be concreted RGRC & CDP
CONTRACTORTO BE
SOURCEDNO
Playground Fence GMI & CDP TO BE SOURCED
NO
Investigate solar power to CDP green shed RGRC RGRC NO
OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Public toilet block for Weemol including a laundry RGRC NOUpgrade community space - mini oval RGRC NOPark improvements - furniture and beautification RGRC & CDP CONTRACTOR NO
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DALY WATERSNEVER NEVER WARDLocation: Daly Waters is located in the Birdum region, which encompasses the Stuart Highway from south of Mataranka to Newcastle Waters station. The town of Daly Waters is 307 kilometres south of Katherine and 170 kilomtres south of Mataranka.
Total population: 86 people reside in the Birdum Region (2016 Census) including 9 people in the Daly Waters township.
Median age: 34 years (2016 Census)
Services: Roper Gulf Regional Council provides a range of core services in Daly Waters, including the maintenance and upgrade of infrastructure, weed
control and fire hazard reduction and roads repairs and maintenance in and around the township.
Rubbish collection services and the maintenance of parks and gardens are provided by the Daly Waters Progress Association.
Also located in Daly Waters are a store with fuel, a hotel (the famous Daly Water’s Pub), caravan park, airstrip and heritage-listed police station.
Major event: The annual rodeo and campdraft is held on the May Day long weekend, and draws locals and tourists to the town’s showground.
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CORE SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Formalise the dump and Waste Management Plan and Land Tenure
RGRC RGRC Waste Management
YES
Consult with local community and stakeholders in relation to upkeep of tennis court and other public open spaces
RGRC RGRC Municipal YES
Upgrades to Tennis Court• Additional basketball hoop• New surface• Fix netting
RGRC & Daly Waters Progress Association
Grant NO
OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Waste Management Strategy RGRC REGIONAL PLAN IN
PROCESSFood/Camping/Hotel signs on Highway DIPL NONew Traffic management on road into town including reflector guide posts and speed signs
DIPL NO
Stuart Tree Bins require more frequent cleaning Daly Waters Pub & DIPL NORoad edges on town entrance and Stuart Tree Road require resurfacing
DIPL NO
Bicentennial Park tidy up and new irrigation Daly Waters Progress Association NO
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HODGSON DOWNS/MINYERRINEVER NEVER WARDLocation: Hodgson Downs is located 270 kilometers south-east of Katherine, 80 kilometres off the Roper Highway.
Outstations: Kewulyi
Total population: 585 (2016 Census)
Total Indigenous population: 582 (2016 Census)
Median age: 18 years (2016 Census)
Population change since 2011: 19.63% increase (2016 and 2011 Censuses)
OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Morgue DLGHCD UNDER DISCUSSION
Roads and maintenance RGRC ROADS AND LAPF YESSafe house – men/women DLGHCD NOLighting for streets RGRC & ALAWA
ABORIGINAL CORPORTATON
YES
New dump ALAWA ABORIGINAL CORPORTATION
YES
Sports oval staged plan:• Locate toilet block adjacent to the oval once it can be
connected to services• Construct portable stands for spectators and shade shelter in
convenient locations with a good view of the oval• Continue planning to secure grant funding to construct shade
over the water park• Investigate opportunities to fund a S&R officer with multi-
agency partnership combining smaller funding sources to achieve sufficient funds to employ someone
ALAWA ABORIGINAL CORPORTATION
NO
Services: Roper Gulf Regional Council provides the Community Night Patrol, Community Development Program and Territory Housing maintenance in Hodgson Downs. All other services are provided by Alawa Aboriginal Corporation in a sub-contract arrangement with Council. These services include, but are not limited to, road maintenance and repair, airstrip maintenance and repair, traffic management, rubbish collection, maintenance of parks, ovals and gardens, and weed management.
Located in Hodgson Downs are a health clinic, a school, a crèche, a women’s centre, an aged care facility, a store, an airstrip, a police station and a water park.
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JILKMINGGANNEVER NEVER WARDOther Names: Djembere, Djilkminggan, Duck Creek and Jilkminggal
Location: Jilkminggan is located 138 kilometres south-east of Katherine and 28 kilometres from Mataranka.
Outstations: Mole Hill
Total population: 301 (2016 Census)
Total Indigenous population: 291 (2016 Census)
Median age: 23 years (2016 Census)
Population change since 2011: 7.5% increase (2016 and 2011 Censuses)
Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Jilkminggan including road maintenance and repair, traffic management, rubbish collection, airstrip maintenance and repair, maintenance of parks, ovals and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs and Centrelink facilities. Alawa Aboriginal Corporation provides Community Development Program activities.
Located in Jilkminggan are a health clinic, a school and a store. The nearest police station located at Mataranka, is 28 kilometres away.
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CORE SERVICES
PROJECT DETAILSRESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Footpaths next to main roads. RGRC Design and documentation
stage 1
PARTIAL
Traffic management - Parking area near Art Centre and Clinic RGRC Design and documentation
stage 1
PARTIAL
Culverts for dump and farm roads RGRC To be sourced NO
Dump Road wet area fill RGRC RGRC roads NO
Solar Light for Basketball court, Cover for Basketball Court. RGRC To be sourced NO
Install lighting for small park behind Council Office and Entry corner where Mangarrayi Road
RGRC Design and documentation
stage 1
NO
AGENCY SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
A Vehicle for Sport and Recreation purposes. RGRC To be sourced NO
OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Sport and recreation precinct (oval, softball, outdoor court, S&R shed) master plan to consider:• minor configuration of oval so it can comply with standards
to host games• relocation of old softball nets to SE corner of oval area• resolve drainage issues• additional shade tree planting• integration with the sports court and shed should consider
development of single toilet and change block to service both field and court
• Public toilet and shower at football grounds for visiting players
JCAC & RGRC NO
Sports court lighting and covering with a fixed roof JCAC NOInstall grids and stock exclusion fencing JCAC NONew Cemetery and Cemetery Project – headstones and surrounds
JCAC & RGRC CDP YES
Formalised Youth and Men’s Group Programs COMMONWEALTH & NTG NOWater park COMMONWEALTH & NTG NOMobile phone coverage tower COMMONWEALTH & NBN NOMore housing to reduce crowding NTG NOSingle men’s and Women’s accommodation. NTG NOOutside light at Pumping Station PWC NO
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LARRIMAH NEVER NEVER WARDLocation: Larrimah is located in the Birdum region, which stretches down the Stuart Highway from south of Mataranka to Newcastle Waters station. The town of Larrimah is 182 kilometres south of Katherine and 76 kilometres south of Mataranka.
Total population: 86 people reside in the Birdum Region (2016 Census) including 47 people in the township of Larrimah.
Median age: 41 years (2016 Census)
Services: Roper Gulf Regional Council provides a range of core services in Larrimah, including the maintenance and upgrade of infrastructure, and weed control and fire hazard reduction in and around the township.
Located in Larrimah are a hotel, a cafe and a museum. The nearest police station is located in Mataranka, 76 kilometres to the north.
CORE SERVICES
PROJECT DETAILSRESPONSIBILITY, STAKEHOLDERS
OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Continue beautification of the park area at Lot 62 with irrigation and bore repairs
RGRC To be sourced NO
Larrimah Waste Management Facility:• General clean up required• Compact and create new hole• Formalise site (plans/licence)• Develop management plan
RGRC Grant NO
Investigate running irrigation to park in middle of Gantry Road RGRC RGRC NO
Investigate future use of Single Men’s Quarters (Post Master General’s House/Writers Residence) about sublease and repairs.
RGRC & Larrimah Hotel
To be sourced NO
New magnetic notice board RGRC RGRC CSC YESSource front deck mower to be based at Larrimah to mow oval RGRC To be sourced NO
OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Clean up of Green Park Roadhouse Larrimah Hotel NOMobile Phone Services Telstra, Optus, NTG, Larrimah Hotel YESSpeed Limit though town on Stuart Highway – requires regular policing/enforcement.
NT Police NO
Greater speed and traffic management signs on Stuart Highway DIPL NO
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MANYALLALUKNYIRRANGGULUNG WARDOther Names: Eva Valley
Location: Manyallaluk is located north east of Katherine, approximately 35 kilometres from the Central Arnhem Highway. The surrounding landscape is filled with rivers, gorges and plateaus, so road access requires heading south, then east, then north.
Total Population: 87 (2016 Census)
Median Age: 21 years (2016 Census)
Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Manyallaluk, including road maintenance and repair, traffic management, rubbish collection,
maintenance of parks and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and a crèche. The Community Development Program(CDP) activities are managed by Nyirranggulung Rise.
Other services in Manyallaluk include a health clinic, a primary school and an airstrip. Local police are located at Maranboy, about 30 minutes away on the Central Arnhem Highway.
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CORE SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Establish a network of paths throughout the town. RGRC & CDP CONTRACTOR
To be sourced NO
Road upgrades • repair washouts and concrete • bituminise (shoulder and reseal) from Jump Up
to Town • kerb and gutter• resheeting of Eva Valley Road• Jump up to Council office sealed
RGRC RGRC Roads DESIGN AND DOCUMENTATION
ONLY
Local area traffic management – speed bumps, pedestrian crossing between basketball court, school and clinic
RGRC RGRC Roads YES
Development of a Cemetery Management Plan RGRC RGRC & Stakeholders
INHOUSE
AGENCY SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Water safety training with parents and children RGRC RGRC Community
Safety
YES
Park upgrades:• Upgrade soft fall under swing• Play equipment• Town water to the park
RGRC Grants NO
BMX track RGRC Grants NO
OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Increase housing DLGHCD YESEntry Grids and stock exclusion fencing RGRC & NLC NO
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MATARANKA (including MULGGAN CAMP)NEVER NEVER WARDLocation: Mataranka is located 110 kilometres south of Katherine on the Stuart Highway. In addition to Mataranka Town Centre, Mataranka also includes Mulgan Camp.
Total population: 350 (2016 Census)
Total Indigenous population: 104 (2016 Census)
Median age: 46 years (2016 Census)
Population change since 2011: 42.27% increase (2016 and 2011 Censuses)
Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Mataranka, including road maintenance and repair, traffic management, rubbish collection, airstrip maintenance and repair, maintenance of parks, ovals and gardens, community safety through Community Night Patrol, animal welfare and control, sport and recreation programs, Centrelink facilities and Community Development Program activities.
Located in Mataranka are a health clinic, a Rural Transaction Centre, a school, shops, a supermarket, motels, caravan parks, an airstrip, a hotel, service stations and a police station.
Events and Recreation: Mataranka is a must-see Northern Territory destination for domestic and international travellers alike. Boasting the Mataranka Thermal Pools, Bitter Springs, a historic cemetery and buildings, as well as an abundance of fishing and camping locations, Mataranka offers the true tropical Territory experience.
The Never Never Festival is held in May each year and showcases the arts, crafts and culture of the region. It is generally run in conjunction with a rodeo and campdraft, which attracts cowboys and cowgirls from across the Top End. Other annual events in Mataranka include the rodeo in August and fishing competition in September.
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CORE SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE FUNDING OBTAINED
Development of Lot 120 as the Mataranka Community Hub
RGRC NTG & RGRC YES
Re-develop Cemetery Management Plan at Mataranka – commenced.
RGRC RGRC WASTE MANAGEMENT
YES
Develop new toilet block Sport and Recreation Grounds in consultation with LA
RGRC NTG & RGRC & LAPF YES
Replacement of park statues RGRC LAPF PARTIAL
Footpaths around internal streets – Priortise Elsey Street
RGRC RGRC ROADS NO
AGENCY SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE FUNDING OBTAINED
Increasing the Mataranka Community Safety Program
RGRC RGRC COMMUNITY SAFETY PROGRAM
YES
Sport and Recreation activities RGRC, NTG & PMC RGRC COMMUNITY SAFETY PROGRAM
YES
Increase Youth at Risk Support Services and Activities
RGRC, NTG & PMC RGRC COMMUNITY SAFETY PROGRAM
YES
Upgrade the Airstrip to CASA Standard including installation of lights
RGRC To be sourced NO
OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Land release NTG NODevelop Regional Aged and Disability Facility CEO YES YES NTG NOLittle Roper Bridge Upgrade NTG NOWomen’s Safe House RGRC NONO CEO & Big Rivers Region Economic
Development Committee & Local BusinessesNO
School Bus to Katherine NTG DoE NOContinue to advocate support for the promotion of tourism and contribute to the towns opportunities for tourism
CEO & BIG RIVERS REGION ECONOMIC DEVELOPMENT COMMITTEE & LOCAL
BUSINESSES
NO
Drainage at Elsey street NTG & DIPl YES
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NGUKURRYUGUL MANGI WARDLocation: Ngukurr is located 331 kilometres south-east of Katherine on the Roper Highway.
Outstations: Boomerang Lagoon, Badawarka, Costello, Lake Katherine, Manbu Manbu, Ngaliwan, Namaliwirri, Ruined City, Turkey Lagoon, Wanmurri and Urapunga.
Total population: 1149 (2016 Census)
Total Indigenous population: 1079 (2016 Census)
Median age: 23 years (2016 Census)
Population change since 2011: 8.81% increase (2016 and 2011 Censuses)
Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Ngukurr, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks and gardens, community safety through
Community Night Patrol, animal welfare and control, sport and recreation programs. In addition, it operates the community swimming pool, Waste Management Facility and aged care facility.
A joint venture between Yugul Mangi Development Aboriginal Corporation and ITEC have been contracted to deliver the Commonwealth’s Community Development Program activities in Ngukurr and Urapunga.
Located in Ngukurr are a health clinic, a school, a store with fuel available, an arts centre, a motel, an airstrip, boat ramp and police station.
Major Event: The Yugul Mangi Festival is held annually, usually in mid-July. The festival allows community members to share their musical, sporting and cultural successes with patrons, who travel to the remote community from across Australia.
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CORE SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Solar lighting for cemetery, and barge landing footpath
RGRC To be sourced NO
Install bus stops through town at Top Camp, Bottom Camp and opposite the store
RGRC& NGUKURR MASTERPLAN
FACE DESIGN AND DOCUEMENTATION
Commence installation of footpaths, road signs, associated landscaping and park furniture
RGRC RGRC ROADS PARTIAL
Installation of drinking water fountains at oval and pool
RGRC LAPF YES
No smoking signage for public places e.g. oval
RGRC RGRC CSC YES
Enclose open drains RGRC UNDER INVESTIGATION
NO
Upgrade dump and surrounds to improve waste management
RGRC RGRC WASTE MANAGEMENT
YES
Plan and design Police Lookout Park to include:• Irrigation• BBQ furniture
RGRC LAPF NO
Swimming pool complex improvement: installations of shade cloths, community graffiti board, water fountains, CCTV and upgrades to shade shelter, table and seats
RGRC To be sourced NO
Development of new lawn cemetery including fencing
RGRC RGRC CEMETERY
MANAGEMENT
PARTIAL
Fencing off the two current Cemetery sites RGRC & CDP CONTRACTOR
To be sourced NO
Sports and Rec Masterplan• New Multipurpose Court• Develop second oval• Outdoor Stage• Seating• Dance area• Footpaths and river access
RGRC DTSC YES
Upgrade Waste Management Facility RGRC DIPL YES
Multipurpose Sports Court Upgrade• Upgrade to Cyclone shelter
RGRC DIPL YES
Upgrade to the pool entry point and shade GMI To be sourced NO
Provision of flexible space for youth centre as part of centre
GMI&GMCE To be sourced NO
Oval drainage GMCE RGRC NO
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COMMERCIAL SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Upgrade Post Office area Australia Post AUSTRALIA POST
NO
OTHER SERVICES - ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Upgrade Barge Road and boat ramp NTG & RGRC NOIncrease opportunity for Youth to be involved with Trade Training
MYCDP NGUKURR
Support Aged Care and Disability services through the quality improvement process, and development of a purpose built building and facility
DH NO
Encourage government to undertake community housing fencing program
DLGHCD NO
Installation of a compost toilet at airport DIPL & RGRC NODevelopment of an Alcohol Management Plan - consult with broader community through public meetings to plan
DTBI NO
Establishment of a Community Safety Committee to work with Ngukurr's Justice and Harmony Committee and other key stakeholders to develop place-based strategies that will address safety concerns
DTBI & NT POLICE NO
Jobs, training or further education offers guaranteed to all NTCET graduates living in Ngukurr through an organised transition to work program
MYCDP NGUKURR
Upgrade Roper Highway by sealing the road up to Ngukurr DIPL PARTIALNT Government to establish MVR and other general front line services in Ngukurr
MVR NO
Assist stakeholders in Ngukurr to develop more subdivision project to increase general industry and residential lots available to residents and local businesses.
NLC/ YMAC/ RGRC NO
Advocate to upgrade Church with:• Access road• Disabled ramp • Coffin trolley
NTG NO
Advocate for more housing DoH NOInteragency coordination group to improve coordination of programs and activities and improve resource sharing
PMC NO
Discussions with YMDAC to develop a more “whole community” approach to funding and managing Sport and Recreation facilities in the community
YMDAC & RGRC PARTIAL
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NUMBULWARNUMBULWAR NUMBURINDI WARDLocation: Numbulwar is located at the mouth of the Rose River, on the western coast of the Gulf of Carpentaria and adjacent to Groote Eylandt. Numbulwar is approximately 476 kilometres east of Katherine, 156 kilomtres north-east of Ngukurr and 260 kilometres south-west of Nhulunbuy.
Total population: 723 (2016 Census)
Total Indigenous population: 678 (2016 Census)
Median age: 27 years (2016 Census)
Population change since 2011: 5.24% increase (2016 and 2011 censuses)
Services: Roper Gulf Regional Council provides a range of core, commercial and agency services in Ngukurr, including road maintenance and repair, traffic management, rubbish collection, maintenance of parks and gardens, community safety through Community Night Patrol, animal welfare and control, and sport and recreation programs. In addition, it operates an aged care facility and delivers Community Development Program activities.
Located in Numbulwar are a health clinic, a school, two stores, an airstrip, boat ramp, Outstations Resource Centre, Land and Sea Ranger Base and police station.
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CORE SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Build waterless/eco public toilets at waterfront and airport
RGRC To be sourced YES PARTIAL
Education awareness program for health, dogs, litter, adult learning and governance
RGRC To be sourced YES
Upgrade current site, reducing the footprint in preparation for future relocation of the dump
RGRC NTG & REIF YES
Right Path Project – including bike lanes and footpath lanes
RGRC To be sourced NO
New cemetery RGRC To be sourced YES
Curb, guttering and drain management to control storm water at school and along main road to the CBD
RGRC RGRC DESIGN AND DOCUMENTATION
ONLY
Upgrades for a current sports oval RGRC RGRC Numbulwar LA
DESIGN AND DOCUMENTATION
ONLY
Transform Sport and Rec Centre to include a community park and focus area with indoor and outdoor elements; shade, play, and program and activity spaces
RGRC To be sourced NO
AGENCY SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Development of family and children’s centre DET and DoE To be sourced NODevelopment of Alcohol Management Plan DTBI & NT Police To be sourced NO
Provide youth leadership courses to develop leadership skills for youth across the Region and pathways to employment
GMCE Community Safety Program
YES
OTHER SERVICES – ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Bridge built over Phelps River and address series of culverts issue to improve year round access
DIPL NO
Working partnership to support the small business developments; develop a government business and service centre
DTBI NO
Development of second oval and auxiliary buildings DLPE NOSupport School Attendance Working Group to develop a localised school attendance strategy that will increase attendance and have young adults and parents returning to school
RSAS and School YES
Safe House PMC NOMental Health and Wellbeing, AOD Care Program DoH & RGRC COMMUNITY SAFETY
PROGRAMYES
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ROBINSON RIVERSOUTH WEST WARDLocation: Robinson River is located 144 kilometres south-east of Borroloola and 798 kilometres from Katherine.
Total population: 222 (2016 Census)
Total Indigenous population: 212 (2016 Census)
Median age: 20 years (2016 Census)
Population change since 2016: 13.96% decrease (2016 and 2011 Censuses)
Services: Roper Gulf Regional Council provides Community Night Patrol services in Robinson River.
Mungoorbada Aboriginal Corporation provides other services including, but not limited to, rubbish collection services, cemetery management, traffic management,
maintenance of parks, ovals and gardens, Community Development Program and Centrelink services.
Gulf Savannah NT Aboriginal Corporation is the Community Development Program provider in Robinson River.
AGENCY SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Community Night Patrol RGRC IAS YES
OTHER SERVICES – ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Employment and training MUNGOORBADA ABORIGINAL CORPORATION YESSports oval upgrade (including container) MUNGOORBADA ABORIGINAL CORPORATION,
RGRC & NTGYES
Cemetery management MUNGOORBADA ABORIGINAL CORPORATION NODog management MRMCBT, RGRC & MUNGOORBADA
ABORIGINAL CORPORATIONYES
Tourism development MUNGOORBADA ABORIGINAL CORPORATION NOMore housing to address housing shortage MUNGOORBADA ABORIGINAL CORPORATION NOTraffic calming devices and signage MUNGOORBADA ABORIGINAL CORPORATION NOInstall new playground at community park RGRC, MAC & NTG YES
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URAPUNGAYUGUL MANGI WARDLocation: Urapunga is township near Ngukurr. It is located on the Wilton River, 30 kilometres west of Ngukurr off the Roper Highway.
Total population: 128 (2016 Census)
Median age: 17 years (2016 Census)
Services: Roper Gulf Regional Council delivers a limited range of core and agency services in Urapunga, including rubbish collection, maintenance of parks, gardens and public spaces.
CORE SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Continue to develop Council Services RGRC Budget YESInstall fence around Cemetery (commenced) and enclose headstones around existing gravesites
RGRC & NTG DLGHCD YES
Install Solar Lights at various locations around Community – Playground, Public toilets, Fellowship and Entrance areas
RGRC DLGHCD YES
Bituminise dirt section to and around Local Shop area RGRC RGRC YESRegular airstrip maintenance and install landing lights NTG & RGRC ONGOING PARTIALUpgrade and repair existing public toilet, installing power, drains, lighting, landscaping and community washing machine
NGUKURR LA & NTG SPG
LA & DLGHCD YES
Landscaping around Community creating parks, gardens and grassed areas
RGRC DLGHCD YES
Install new road signs, town entry sign, footpaths and speedbumps
RGRC RGRC PARTIAL
Construction of shade structure over playground and renew softfall
RGRC DLGHCD YES
AGENCY SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE
FUNDING OBTAINED
Community Night Patrol Services RGRC RGRC COMMUNITY
SAFETY PROGRAM
YES
Provide Sport and Recreational activities – Exercise area, BMX/Bike track, Oval, Basketball court
RGRC To be sourced PARTIAL
Upgrade council depot and install staff housing RGRC To be sourced NO
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COMMERCIAL SERVICES
PROJECT DETAILSRESPONSIBILITY,
STAKEHOLDERS OR PARTNERS
FUNDING SOURCE FUNDING OBTAINED
Construct Shade Shelter at Aerodrome and access to water
RGRC To be sourced No
OTHER SERVICES – ADVOCACY ONLY
PROJECT DETAILS RESPONSIBILITY, STAKEHOLDERS OR PARTNERS
FUNDING OBTAINED
Provide Mobile Phone Coverage DCA YesRepair current Public Telephone Box and install seating and shade
Telstra No
Provide Aged Care services and investigate options to incorporate with crèche/childcare services
DPMC No
Upgrade old Barge Area DIPL & RGRC NoClear and upgrade old Homestead area Urapunga Aboriginal Corporation No
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OUTSTATIONS AND HOMELANDSOutstations serviced within the Roper Gulf Region are:
Serviced from Bulman and Katherine
• Barrapunta• Baghetti• Mount Catt
Serviced from Katherine
• Jodetluk (Gorge Camp)• Werenbun
Serviced from Mataranka and Katherine
• Mulggan Camp
Serviced from Ngukurr and Katherine
• Badawarrka• Boomerang Lagoon• Costello• Kewulyi• Mole Hill• Nulawan
There are approximately 300 people living across all of the Roper Gulf Region outstations in 43 dwellings, with a further 60 outstation dwellings currently vacant. The 300 residents are not evenly distributed across the outstations - Mulggan Camp has approximately 60 residents with up to 150 transient residents at times, Mount Catt has approximately 15 residents, Jodetluk has approximately 40 residents, Kewuyli approximately 20 residents and Werenbun approximately 40 residents, with an average across the region of 5.4 residents per outstation. Significant seasonal population variations occur in the small- to medium-sized outstations restricted wet weather access.
In partnership with the Northern Territory Department of Local Government, Housing and Community Development, the Council provides basic core services to outstations and homelands, including:
Municipal and Essential ServicesOperational funding received by the Council covers repairs and maintenance, minor works and general operational costs of the delivery of municipal and essential services.
Municipal services primarily include road and aerodrome maintenance, waste disposal, landscaping and dust control in common areas, fire breaks, dog control programs, environmental health activities and other municipal services.
Essential services activities primarily are concerned with electricity, water and the operation and maintenance of sewerage systems.
Housing Maintenance ServicesThis assists homeland residents to live in a safe and healthy environment. Funding is used for the direct costs associated with undertaking urgent and planned repairs and maintenance of dwellings.
Home Extra AllowanceThis is an annual $5200 per-dwelling grant applied for by the homeland resident (who meets the eligible criteria) and allows families to improve living conditions on their homelands. Funding will be spent on identified repairs and maintenance of the dwelling, particularly for issues that ensure a safe and secure environment for families.
Municipal and Essential Services Special Purpose GrantsThis is capital infrastructure funding to assist service providers with the delivery of municipal and essential services in homelands where the cost to deliver the services is beyond the capacity of the Municipal and Essential Services Program annual grant.
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Commercial Services
Project Details TimeframeResponsibility,
Stakeholders or Partners
Funding Source
Municipal Essential Services
– Barrapunta, Baghetti,
Mount Catt, Jodetluk, Werenbun, Mulggan Camp, Badawarrka, Costello, Mole Hill, Nulawan, Kewulyi, Boomerang Lagoon
2019-2020 DLGHCD Budget
Housing Maintenance Services
- Barrapunta, Baghetti, Mount Catt, Jodetluk, Werenbun, Mulggan Camp, Badawarrka, Costello, Mole Hill, Nulawan, Kewulyi, Boomerang Lagoon
2019-2020 DLGHCD Budget
Home Extra Allowance
– Badawarrka, Barrapunta, Boomerang Lagoon, Jodetluk, Kewulyi, Mole Hill, Mt Catt, Nulawan, Werenbun
2019-2020 DLGHCD Budget
Badawarrka
• Solar panels• Electrical upgrades• Solar lighting
2019-2020 DLGHCD To be sourced
Boomerang Lagoon • Solar generator • Boundary fencing • Upgrade shower block
2019-2020 DLGHCD To be sourced
Jodetluk • Replace water tank • Replace sewage pump
2019-2020 DLGHCD To be sourced
Kewulyi• Upgrade access road to dump and tidy up • Housing upgrades• Solar lighting
2019-2020 DLGHCD To be sourced
Mole Hill • Remove old car bodies at dump • Upgrade the dump • Replace tank stand • Solar lighting
2019-2020 DLGHCD To be sourced
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Mt Catt• Upgrade septic tank• Upgrade power line • Upgrade the dump • Upgrade access road• Solar lighting
2019-2020 DLGHCD To be sourced
Mulggan Camp• Replace sewage pump• Investigate excess water usage• Support NTG with transient issue
2019-2020 DLGHCD To be sourced
Werenbun• Replace water tank • Replace sewage pump • Flood damage repairs to access road• Advocate mobile phone coverage• Water filtration system
2019-2020 DLGHCD To be sourced
All Locations • Additional solar lights for communal facilities
2019-2020 DLGHCD To be sourced
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FINANCIAL PLANNING
Financial PlanningThe key component of any financial strategy in a service delivery organisation is to balance community needs and expectations with the organisation’s financial capacity. Due to a small base of less than 1000 rateable properties in the Local Government Area, Roper Gulf Regional Council remains heavily reliant on grant funding and agency income. This reliance will continue as long as source operating revenue is restricted.
This Financial Plan has been based on the Core, Agency, Commercial and Other Council Service programs outlined in section 2 of this 2019-20 Regional Plan.
Budget Summary 2019-20The budget for 2019-20 has been completed on a consultative basis and aims to address the needs of residents and the programs under the Roper Gulf Regional Council’s direction.
During the 2019-20 Financial Year, Roper Gulf Regional Council is expected to receive revenue of $45.18 Million (M). Of this revenue, 61 percent is expected to be sourced from grants, 30 percent from government contracts and agency services, 6 percent from rates and remaining 4 percent from other sources. The council will be looking to use the reserves of 12.56M for funding capital expenditure and some operational expenses relating to local authority projects.
In expenditure terms, the five largest service delivery program areas for the Council are: Community Development Program (CDP), Night Patrol, Territory Housing Repairs and Maintenance Contract, Municipal Services, and Council Services General. The largest component of operating expenditure is on wages and salaries, for a total of $19.46 million or 47 per cent. This is budgeted to fund 328 employment positions across the Region. This makes the Council one of the largest employers in the Big Rivers region, and the largest employer of Indigenous people in the Roper Gulf Regional Council area.
Additionally, the council has budgeted $21.4 million for capital expenditure. The majority of this budget will be used for renewal of ageing plant, machinery and vehicles. Major capital upgrades are planned for Borroloola, Mataranka, Ngukurr and Numbulwar.
The impact of not retaining the CDP contract in 5 communities has resulted in loss of 74 staff positions and a reduced income of about $6M. This has adversely affected council’s surplus and put pressure on council’s capability to provide quality services in communities. The council budget is expected to be in deficit of $3.6M after covering for the deprecation of $5.2M. Council is aiming to fund its depreciation of $5.2M and using this as a component to partly cover its capital expenditure of $21.4M. The carried forward of $12.56 M will also be used to fund remaining capital expenditure and for completing Local Authority funding projects which remain incomplete in 2018-19.
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Budgeted Income 2019-20 Commercial
Agency Revenue$13.46M29.79%
Rates & Waste Collection Revenue
$2.60M5.75%
Fees & Charges Revenue$988K2.19%Grant &
Contributions Revenue
$17.52M38.78%
Investments & Interest Revenue
$638K1.41%
Capital Grants$9.98M22.09%
INCOME$45.18M
2019-20
Income Budget ($)
Income Rates and Waste Collection 2,598,471
Income Council Fees and Charges 987,858
Income Operating Grants Subsidies 17,518,336
Income Investments 320,000
Income Agency and Commercial Services 13,458,438
Income Capital Grants 9,978,337
Other Income 318,000
Total Income 45,179,440
96 | Roper Gulf Regional CouncilFIN
AN
CIA
L PL
AN
NIN
G
Budgeted Expenditure 2019-20
Budgeted Capital Expenditure 2019-20
Other Operating Costs
$4.48M10.79%
Employee Costs
$19.46M46.83%
Contracts & Materials Costs
$11.35M27.32%
Fleet, Plant & Equipment
Costs$1.03M2.48%
Assets Expenses$5.22M12.55% EXPENSES
$41.56M
Local Roads Upgrade$5.25M24.52%
Building Upgrades$6.65M31.06%
Infrastructure Upgrades$8.66M40.46%
Plant & Equipment
Upgrades$457K2.14%
Motor Vehicle Upgrades$390K1.82%
CAPITAL EXPENDITURE
$21.41M
2019-20
Expenditure Budget ($)
Employee Expenses 19,463,451
Contract and Material Expenses 11,353,790
Fleet, Plant and Equipment 1,028,863
Asset Expense 5,216,000
Other Operating Expenses 4,484,573
Finance Expenses 12,180
Total Expenditure 41,558,857
2019-20
Capital Expenditure Budget ($)
Capital Purchase Buildings 6,650,523
Capital Purchase Infrastructure 8,663,924
Capital Purchase Plant and Equipment 457,364
Capital Purchase Motor Vehicles 390,000
Capital Purchase Roads 5,250,840
Total 21,412,651
Regional Plan 2019/20 | 97
Consolidated Revenue & Expense Budget 2019-20 by Natural Account Category
INCOME BY ACCOUNT CATEGORY
EXPENDITURE BY CATEGORY
2019-20
Income Budget ($)
11 - Income Rates and Waste Collection 2,598,471
12 - Income Council Fees and Charges 987,858
13 - Income Operating Grants Subsidies 17,518,336
14 - Income Investments 320,000
17 - Income Agency and Commercial Services 13,458,438
18 - Income Capital Grants 9,978,337
19 - Other Income 318,000
Total Income 45,179,440
81 - Accumulated Surplus Deficit 12,576,068 Total Income & Carried Forwards 57,755,508
Expenditure
21 - Employee Expenses 19,463,451 22 - Contract and Material Expenses 11,353,790 23 - Fleet, Plant & Equipment 1,028,863 24 - Asset Expense 5,216,000 25 - Other Operating Expenses 4,484,573 27 - Finance Expenses 12,180 Total Expenditure 41,558,857
Operating Surplus/(Deficit) 16,196,651
Capital Expenditure
53 - WIP Assets 21,412,651 Total Capital Expenditure 21,412,651
ROPER GULF REGIONAL COUNCILIncome and Expenditure Report 28 June 2019For the year ended 2019-20
19 - Other Income
18 - Income Capital Grants
17 - Income Agency and Commercial Services
14 - Income Investments
13 - Income Operating Grants Subsidies
12 - Income Council Fees and Charges
11 - Income Rates
19 - Other Income
18 - Income Capital Grants
17 - Income Agency and Commercial Services
14 - Income Investments
13 - Income Operating Grants Subsidies
12 - Income Council Fees and Charges
11 - Income Rates
27 - Finance Expenses
25 - Other Operating Expenses
24 - Asset Expense
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
27 - Finance Expenses
25 - Other Operating Expenses
24 - Asset Expense
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
98 | Roper Gulf Regional Council
ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
HQ
2019-20Expenditure Budget ($)10 - CORE - Corporate, Executive & Support 69,82812 - CORE - Governance & Council 1,490,84614 - CORE - Services 12,32816 - CORE - Infrastructure and Assets 350,00018 - COMMERCIAL - Housing 727,02320 - COMMERCIAL - Other 356,87822 - COMMERCIAL - Mechanial Workshops 44,14826 - AGENCY - CDP 530,05328 - AGENCY - Homelands and Outstations 259,62630 - AGENCY - Family and Community 599,03732 - AGENCY - Enviro Health and Landcare 378,50434 - AGENCY - Community Safety 1,464,38736 - AGENCY - Other 9,780Total Expenditure 6,292,437
Expenditure21 - Employee Expenses 7,017,39222 - Contract and Material Expenses 1,782,23523 - Fleet, Plant & Equipment 247,40524 - Asset Expense 5,216,00025 - Other Operating Expenses 2,385,76427 - Finance Expenses 11,78031 - Internal Cost Allocations -10,368,139Total Expenditure 6,292,437
Expenditure Budget ($)101 - Chief Executive 385,369102 - Corporate Sustainability Directorate 322,757103 - Infrastructure and Technical Services Directorate
348,962
104 - Community Engagement Directorate 298,067105 - Financial Management 959,112106 - General Council Operations -4,205,823107 - Human Resources 1,106,121108 - IT services 92,627109 - Asset Department 184,311110 - Assets Managment - Fixed Assets 476,006113 - Project Management 330,732114 - Work Health and Safety 218,085115 - Asset Management - Mobile Fleet & Equipment
-837,476
118 - Corporate Information Department 390,980130 - Executive Management 668,731131 - Council and Elected Members 746,207132 - Local Authority 5,908134 - Community Grants 70,000
161 - Waste management 12,328200 - Local roads maintenance 350,000220 - Territory Housing Repairs and Maintenance Contract
595,701
221 - Territory Housing Tenancy Management Contract
131,321
240 - Commercial Operations admin 51,500241 - Airstrip maintenance Contracts 2,100244 - Power Water contract 298,795246 - Commercial Australia Post 4,483275 - Mechanical Workshop 44,148313 - CDP Central Administration 85,000314 - Service Fee - CDP 445,053320 - Outstation Services Admin 93,850323 - Outstations municipal services 165,776340 - Community Services admin -2,500341 - Commonwealth Aged Care Package -51,533342 - Indigenous Aged Care Employment -1,789344 - Commonwealth Home Support Program
-12,445
346 - Indigenous Broadcasting 30,442347 - Creche 7,860348 - Library 16,959350 - Centrelink 113,045355 - National Disability Insurance Scheme 479,030356 - NDIS – Information, Linkages and Capacity Building
19,967
381 - Animal Control 378,504401 - Night Patrol 578,250403 - Outside School Hours Care -44,402404 - Indigenous Sports and Rec Program 252,152407 - Remote Sports and Recreation 231,493410 - National Youth Week 8,000414 - Drug and Volatile Substances 34,523415 - Indigenous Youth Reconnect 404,371488 - NTEPA Environment Grant 9,780Total Expenditure 6,292,437
Capital Expenditure Budget ($)110 - Assets Managment - Fixed Assets 10,000115 - Asset Management - Mobile Fleet & Equipment
406,364
200 - Local roads maintenance 2,165,000497 - SPG - Ablution Block (Toilets) 200,000498 - Energy Efficiency and Sustainability Grant
90,143
Total Capital Expenditure 2,871,507
Regional Plan 2019/20 | 99
36 - AGENCY - Other
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
30 - AGENCY - Family and Community
28 - AGENCY - Homelands and Outstations
26 - AGENCY - CDP
22 - COMMERCIAL - Mechanical Workshops
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
27 - Finance Expenses
31 - Internal Cost Allocations
25 - Other Operating Expenses
24 - Asset Expense
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
100 | Roper Gulf Regional Council
2019-20Expenditure Budget ($)10 - CORE - Corporate, Executive & Support 383,202
12 - CORE - Governance & Council 154,868
14 - CORE - Services 630,414
16 - CORE - Infrastructure and Assets 82,048
18 - COMMERCIAL - Housing 132,522
20 - COMMERCIAL - Other 43,271
30 - AGENCY - Family and Community 186,147
34 - AGENCY - Community Safety 263,705
Total Expenditure 1,876,177
Expenditure
21 - Employee Expenses 780,865
22 - Contract and Material Expenses 374,141
23 - Fleet, Plant & Equipment 62,485
25 - Other Operating Expenses 106,559
31 - Internal Cost Allocations 552,126
Total Expenditure 1,876,177
Expenditure
110 - Assets Managment - Fixed Assets 36,943
111 - Council Services General 346,259
132 - Local Authority 5,908
138 - Local Authority Project 148,960
160 - Municipal Services 514,117
161 - Waste management 102,840
162 - Cemeteries Management 10,000
164 - Local Emergency Management 2,756
170 - Australia Day 300
171 - Naidoc Week 400
200 - Local roads maintenance 10,500
201 - Street lighting 12,880
202 - Staff Housing 58,668
221 - Territory Housing Tenancy Management Contract
132,522
241 - Airstrip maintenance Contracts 5,000
242 - Litter Collection and Slashing External Contracts
27,271
246 - Commercial Australia Post 11,000
341 - Commonwealth Aged Care Package 12,396
344 - Commonwealth Home Support Program
5,460
346 - Indigenous Broadcasting 46,612
348 - Library 45,429
350 - Centrelink 76,249
401 - Night Patrol 191,645
404 - Indigenous Sports and Rec Program 65,433
407 - Remote Sports and Recreation 3,627
416 - Youth Vibe Grant 2,500
423 - SPG - Diversion Evenings 500
Total Expenditure 1,876,177
Capital Expenditure
110 - Assets Managment - Fixed Assets 75,000
115 - Asset Management - Mobile Fleet & Equipment
50,000
464 - NT Govt Special Purpose Grants 115,000
Total Capital Expenditure 240,000
ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
BARUNGA (BAMYILI)
34 - AGENCY - Community Safety
30 - AGENCY - Family and Community
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
Regional Plan 2019/20 | 101
ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
BESWICK (WUGULARR)
2019-20Expenditure Budget ($)
10 - CORE - Corporate, Executive & Support
414,559
12 - CORE - Governance & Council 251,868
14 - CORE - Services 571,682
16 - CORE - Infrastructure and Assets 60,695
18 - COMMERCIAL - Housing 141,604
20 - COMMERCIAL - Other 159,147
30 - AGENCY - Family and Community 715,616
32 - AGENCY - Enviro Health and Landcare
528
34 - AGENCY - Community Safety 565,222
Total Expenditure 2,880,922
Expenditure
21 - Employee Expenses 1,303,239
22 - Contract and Material Expenses 566,903
23 - Fleet, Plant & Equipment 81,230
25 - Other Operating Expenses 150,280
31 - Internal Cost Allocations 779,269
Total Expenditure 2,880,922
Expenditure
110 - Assets Managment - Fixed Assets 40,593
111 - Council Services General 373,965
132 - Local Authority 5,908
138 - Local Authority Project 245,960
160 - Municipal Services 467,305
161 - Waste management 94,324
162 - Cemeteries Management 5,000
164 - Local Emergency Management 4,452
170 - Australia Day 300
171 - Naidoc Week 300
200 - Local roads maintenance 15,500
201 - Street lighting 10,600
202 - Staff Housing 34,595
220 - Territory Housing Repairs and Maintenance Contract
141,604
245 - Visitor Accommodation and External Facility Use
148,097
246 - Commercial Australia Post 11,050
341 - Commonwealth Aged Care Package 43,655
342 - Indigenous Aged Care Employment 195,285
344 - Commonwealth Home Support Program
84,500
346 - Indigenous Broadcasting 44,713
347 - Creche 232,029
350 - Centrelink 104,514
355 - National Disability Insurance Scheme
10,920
381 - Animal Control 528
401 - Night Patrol 354,959
403 - Outside School Hours Care 150,501
404 - Indigenous Sports and Rec Program 51,762
407 - Remote Sports and Recreation 3,600
414 - Drug and Volatile Substances 1,400
416 - Youth Vibe Grant 2,500
423 - SPG - Diversion Evenings 500
Total Expenditure 2,880,922
Capital Expenditure
110 - Assets Managment - Fixed Assets 120,000
Total Capital Expenditure 120,000
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
30 - AGENCY - Family and Community
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
102 | Roper Gulf Regional Council
ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
BORROLOOLA
2019-20Expenditure Budget ($)
10 - CORE - Corporate, Executive & Support
548,659
12 - CORE - Governance & Council 384,536
14 - CORE - Services 652,636
16 - CORE - Infrastructure and Assets 266,326
20 - COMMERCIAL - Other 151,350
26 - AGENCY - CDP 1,690,197
30 - AGENCY - Family and Community 51,173
32 - AGENCY - Enviro Health and Landcare
2,660
34 - AGENCY - Community Safety 566,407
38 - OTHER - Swimming Pools 469,153
Total Expenditure 4,783,098
Expenditure
21 - Employee Expenses 1,720,567
22 - Contract and Material Expenses 1,068,720
23 - Fleet, Plant & Equipment 115,722
25 - Other Operating Expenses 329,380
31 - Internal Cost Allocations 1,548,708
Total Expenditure 4,783,098
Expenditure
110 - Assets Managment - Fixed Assets 3,000
111 - Council Services General 545,659
131 - Council and Elected Members 6,000
132 - Local Authority 27,956
138 - Local Authority Project 350,580
160 - Municipal Services 436,568
161 - Waste management 205,068
162 - Cemeteries Management 10,000
170 - Australia Day 400
171 - Naidoc Week 600
200 - Local roads maintenance 246,000
201 - Street lighting 26,000
202 - Staff Housing -5,674
241 - Airstrip maintenance Contracts 109,300
245 - Visitor Accommodation and External Facility Use
42,050
314 - Service Fee - CDP 1,530,197
318 - Outcome Payments - CDP 160,000
348 - Library 51,173
381 - Animal Control 2,660
401 - Night Patrol 247,854
404 - Indigenous Sports and Rec Program 80,408
407 - Remote Sports and Recreation 10,080
415 - Indigenous Youth Reconnect 225,065
416 - Youth Vibe Grant 2,500
423 - SPG - Diversion Evenings 500
550 - Swimming Pool 469,153
Total Expenditure 4,783,098
Capital Expenditure
110 - Assets Managment - Fixed Assets 2,498,160
425 - SPG - Borroloola Rocky Creek Upgrade
2,200,000
462 - 2014-19 Roads to Recovery 875,840
480 - CBF - Borroloola Multi-Purpose Court
4,300,000
484 - Blackspot Funding 176,640
491 - BBRF - Borroloola Government Business Hub Development
978,714
Total Capital Expenditure 11,029,354
38 - OTHER - Swimming Pools
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
30 - AGENCY - Family and Community
26 - AGENCY - CDP
20 - COMMERCIAL - Other
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
Regional Plan 2019/20 | 103
ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
BULMAN (GULIN GULIN)
2019-20Expenditure
10 - CORE - Corporate, Executive & Support 336,572
12 - CORE - Governance & Council 209,528
14 - CORE - Services 365,606
16 - CORE - Infrastructure and Assets 269,996
18 - COMMERCIAL - Housing 127,589
20 - COMMERCIAL - Other 433,943
30 - AGENCY - Family and Community 450,485
32 - AGENCY - Enviro Health and Landcare 2,640
34 - AGENCY - Community Safety 346,230
Total Expenditure 2,542,589
Expenditure
21 - Employee Expenses 960,070
22 - Contract and Material Expenses 689,726
23 - Fleet, Plant & Equipment 51,200
25 - Other Operating Expenses 147,546
31 - Internal Cost Allocations 694,046
Total Expenditure 2,542,589
Expenditure
110 - Assets Managment - Fixed Assets 12,063
111 - Council Services General 324,509
132 - Local Authority 17,908
138 - Local Authority Project 191,620
160 - Municipal Services 273,727
161 - Waste management 86,279
162 - Cemeteries Management 5,000
170 - Australia Day 300
171 - Naidoc Week 300
200 - Local roads maintenance 215,000
201 - Street lighting 18,600
202 - Staff Housing 36,396
220 - Territory Housing Repairs and Maintenance Contract
64,492
221 - Territory Housing Tenancy Management Contract
63,097
241 - Airstrip maintenance Contracts 13,300
244 - Power Water contract 392,530
245 - Visitor Accommodation and External Facility Use
20,112
246 - Commercial Australia Post 8,000
341 - Commonwealth Aged Care Package 4,250
342 - Indigenous Aged Care Employment 110,745
344 - Commonwealth Home Support Program
50,202
346 - Indigenous Broadcasting 42,990
349 - School Nutrition Program 151,000
350 - Centrelink 83,108
355 - National Disability Insurance Scheme 8,190
381 - Animal Control 2,640
401 - Night Patrol 202,554
404 - Indigenous Sports and Rec Program 134,775
407 - Remote Sports and Recreation 5,000
414 - Drug and Volatile Substances 1,400
416 - Youth Vibe Grant 2,500
Total Expenditure 2,542,589
Capital Expenditure
110 - Assets Managment - Fixed Assets 330,000
115 - Asset Management - Mobile Fleet & Equipment
191,000
Total Capital Expenditure 521,000
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
30 - AGENCY - Family and Community
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
104 | Roper Gulf Regional Council
ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
EVA VALLEY (MANYALLALUK)
2019-20Expenditure Budget ($)
10 - CORE - Corporate, Executive & Support
265,646
12 - CORE - Governance & Council 53,848
14 - CORE - Services 345,105
16 - CORE - Infrastructure and Assets 72,562
20 - COMMERCIAL - Other 169,400
30 - AGENCY - Family and Community 512,970
34 - AGENCY - Community Safety 205,614
Total Expenditure 1,625,144
Expenditure
21 - Employee Expenses 579,296
22 - Contract and Material Expenses 271,383
23 - Fleet, Plant & Equipment 35,900
25 - Other Operating Expenses 197,433
31 - Internal Cost Allocations 541,133
Total Expenditure 1,625,144
Expenditure
110 - Assets Managment - Fixed Assets 29,852
111 - Council Services General 234,793
115 - Asset Management - Mobile Fleet & Equipment
1,000
132 - Local Authority 5,908
138 - Local Authority Project 47,940
160 - Municipal Services 259,385
161 - Waste management 77,805
162 - Cemeteries Management 5,000
164 - Local Emergency Management 2,415
170 - Australia Day 200
171 - Naidoc Week 300
200 - Local roads maintenance 50,500
201 - Street lighting 7,000
202 - Staff Housing 15,062
241 - Airstrip maintenance Contracts 14,000
244 - Power Water contract 115,592
245 - Visitor Accommodation and External Facility Use
32,409
246 - Commercial Australia Post 7,400
341 - Commonwealth Aged Care Package 29,461
344 - Commonwealth Home Support Program
11,597
347 - Creche 366,386
349 - School Nutrition Program 105,276
350 - Centrelink 250
401 - Night Patrol 172,536
404 - Indigenous Sports and Rec Program 19,720
409 - Sport and Rec Facilities 8,958
414 - Drug and Volatile Substances 1,400
416 - Youth Vibe Grant 2,500
423 - SPG - Diversion Evenings 500
Total Expenditure 1,625,144
Capital Expenditure
Total Capital Expenditure 0
34 - AGENCY - Community Safety
30 - AGENCY - Family and Community
20 - COMMERCIAL - Other
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
Regional Plan 2019/20 | 105
ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
JILKMINGGAN (DUCK CREEK)
2019-20Expenditure Budget ($)
10 - CORE - Corporate, Executive & Support
284,670
12 - CORE - Governance & Council 131,238
14 - CORE - Services 441,153
16 - CORE - Infrastructure and Assets 25,095
18 - COMMERCIAL - Housing 42,769
20 - COMMERCIAL - Other 115,542
26 - AGENCY - CDP 629,371
30 - AGENCY - Family and Community 764,883
32 - AGENCY - Enviro Health and Landcare
528
34 - AGENCY - Community Safety 463,491
Total Expenditure 2,898,740
Expenditure
21 - Employee Expenses 993,553
22 - Contract and Material Expenses 359,180
23 - Fleet, Plant & Equipment 64,430
25 - Other Operating Expenses 333,038
31 - Internal Cost Allocations 1,148,539
Total Expenditure 2,898,740
Expenditure
110 - Assets Managment - Fixed Assets 15,179
111 - Council Services General 269,491
132 - Local Authority 5,908
138 - Local Authority Project 125,330
160 - Municipal Services 306,524
161 - Waste management 127,299
164 - Local Emergency Management 6,730
170 - Australia Day 300
171 - Naidoc Week 300
200 - Local roads maintenance 15,500
201 - Street lighting 5,400
202 - Staff Housing 4,195
221 - Territory Housing Tenancy Management Contract
42,769
244 - Power Water contract 108,042
246 - Commercial Australia Post 7,500
314 - Service Fee - CDP 554,371
318 - Outcome Payments - CDP 75,000
341 - Commonwealth Aged Care Package 26,768
344 - Commonwealth Home Support Program
14,357
347 - Creche 677,419
350 - Centrelink 46,339
381 - Animal Control 528
401 - Night Patrol 248,594
403 - Outside School Hours Care 164,634
404 - Indigenous Sports and Rec Program 30,863
407 - Remote Sports and Recreation 3,500
414 - Drug and Volatile Substances 12,900
416 - Youth Vibe Grant 2,500
423 - SPG - Diversion Evenings 500
Total Expenditure 2,898,740
Capital Expenditure
Total Capital Expenditure 0
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
30 - AGENCY - Family and Community
26 - AGENCY - CDP
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
106 | Roper Gulf Regional Council
ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
MATARANKA
2019-20Expenditure Budget ($)
10 - CORE - Corporate, Executive & Support 437,739
12 - CORE - Governance & Council 134,892
14 - CORE - Services 922,616
16 - CORE - Infrastructure and Assets -5,335
20 - COMMERCIAL - Other 66,202
26 - AGENCY - CDP 535,046
30 - AGENCY - Family and Community 410,170
32 - AGENCY - Enviro Health and Landcare 1,325
34 - AGENCY - Community Safety 310,363
Total Expenditure 2,813,018
Expenditure
21 - Employee Expenses 1,362,610
22 - Contract and Material Expenses 467,227
23 - Fleet, Plant & Equipment 87,700
25 - Other Operating Expenses 149,927
27 - Finance Expenses 200
31 - Internal Cost Allocations 745,355
Total Expenditure 2,813,018
Expenditure
111 - Council Services General 437,739
132 - Local Authority 7,182
138 - Local Authority Project 127,710
160 - Municipal Services 816,187
161 - Waste management 55,810
162 - Cemeteries Management 12,000
164 - Local Emergency Management 1,869
165 - Recycyling Station 10,750
166 - Rural Transaction Centre 25,400
170 - Australia Day 300
171 - Naidoc Week 300
200 - Local roads maintenance 15,500
201 - Street lighting 6,400
202 - Staff Housing -27,235
241 - Airstrip maintenance Contracts 2,000
242 - Litter Collection and Slashing External Contracts
35,919
245 - Visitor Accommodation and External Facility Use
19,484
246 - Commercial Australia Post 8,800
314 - Service Fee - CDP 495,046
318 - Outcome Payments - CDP 40,000
341 - Commonwealth Aged Care Package 197,079
342 - Indigenous Aged Care Employment 25,349
344 - Commonwealth Home Support Program
76,206
348 - Library 64,805
350 - Centrelink 46,731
381 - Animal Control 1,325
401 - Night Patrol 260,992
404 - Indigenous Sports and Rec Program 20,846
414 - Drug and Volatile Substances 26,025
416 - Youth Vibe Grant 2,500
Total Expenditure 2,813,018
Capital Expenditure
110 - Assets Managment - Fixed Assets 1,508,460
432 - Mataranka Show Ground Upgrade - Capex 200K
92,664
495 - BBRF - Mataranka Regional Community Hub
500,000
496 - Aged Care Regional Rural & Remote Infrastruture Grant
500,000
Total Capital Expenditure 2,601,124
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
30 - AGENCY - Family and Community
26 - AGENCY - CDP
20 - COMMERCIAL - Other
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
27 - Finance Expenses
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
Regional Plan 2019/20 | 107
ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
MINYERRI
2019-20Expenditure Budget ($)
10 - CORE - Corporate, Executive & Support
365,648
12 - CORE - Governance & Council 292,548
18 - COMMERCIAL - Housing 2,500
26 - AGENCY - CDP 1,740,000
32 - AGENCY - Enviro Health and Landcare
2,112
34 - AGENCY - Community Safety 198,300
Total Expenditure 2,601,108
Expenditure
22 - Contract and Material Expenses 2,590,288
25 - Other Operating Expenses 10,820
Total Expenditure 2,601,108
Expenditure
106 - General Council Operations 365,648
132 - Local Authority 5,908
138 - Local Authority Project 286,640
221 - Territory Housing Tenancy Management Contract
2,500
314 - Service Fee - CDP 1,740,000
381 - Animal Control 2,112
401 - Night Patrol 198,300
Total Expenditure 2,601,108
Capital Expenditure
Total Capital Expenditure 0
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
26 - AGENCY - CDP
18 - COMMERCIAL - Housing
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
25 - Other Operating Expenses
22 - Contract and Material Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
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ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
NGUKURR
36 - AGENCY - Other
38 - OTHER - Swimming Pools
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
30 - AGENCY - Family and Community
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
27 - Finance Expenses
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
2019-20Expenditure Budget ($)10 - CORE - Corporate, Executive & Support 781,52312 - CORE - Governance & Council 674,57814 - CORE - Services 926,63316 - CORE - Infrastructure and Assets 263,59718 - COMMERCIAL - Housing 285,80320 - COMMERCIAL - Other 340,76230 - AGENCY - Family and Community 829,86032 - AGENCY - Enviro Health and Landcare 6,03034 - AGENCY - Community Safety 770,91536 - AGENCY - Other 103,65038 - OTHER - Swimming Pools 360,969Total Expenditure 5,344,319
Expenditure21 - Employee Expenses 2,031,80422 - Contract and Material Expenses 1,553,14023 - Fleet, Plant & Equipment 111,63525 - Other Operating Expenses 361,64527 - Finance Expenses 20031 - Internal Cost Allocations 1,285,895Total Expenditure 5,344,319
Expenditure110 - Assets Managment - Fixed Assets 89,444111 - Council Services General 692,079132 - Local Authority 14,408138 - Local Authority Project 660,170160 - Municipal Services 675,609161 - Waste management 236,244162 - Cemeteries Management 10,000164 - Local Emergency Management 3,780170 - Australia Day 500171 - Naidoc Week 500200 - Local roads maintenance 152,832201 - Street lighting 15,000202 - Staff Housing 95,765220 - Territory Housing Repairs and Maintenance Contract
170,807
221 - Territory Housing Tenancy Management Contract
114,996
241 - Airstrip maintenance Contracts 108,000245 - Visitor Accommodation and External Facility Use
224,562
246 - Commercial Australia Post 8,200340 - Community Services admin 2,500341 - Commonwealth Aged Care Package 229,255342 - Indigenous Aged Care Employment 175,102344 - Commonwealth Home Support Program
131,414
346 - Indigenous Broadcasting 44,921348 - Library 27,597350 - Centrelink 164,192355 - National Disability Insurance Scheme 54,846356 - NDIS – Information, Linkages and Capacity Building
33
381 - Animal Control 6,030401 - Night Patrol 451,574404 - Indigenous Sports and Rec Program 73,228407 - Remote Sports and Recreation 7,100409 - Sport and Rec Facilities 96,894414 - Drug and Volatile Substances 1,400415 - Indigenous Youth Reconnect 137,719416 - Youth Vibe Grant 2,500423 - SPG - Diversion Evenings 500463 - Ngukurr Sports and Recreation Precinct Master Plan
51,600
486 - Ngukurr, Numbulwar & Borroloola Feasibility Studies
52,050
550 - Swimming Pool 360,969Total Expenditure 5,344,319
Capital Expenditure110 - Assets Managment - Fixed Assets 185,000115 - Asset Management - Mobile Fleet & Equipment
120,000
430 - AAI - Community Harmony Area (Playgrounds)
39,000
464 - NT Govt Special Purpose Grants 800,000485 - Ngukurr and Numbulwar Fright Hub 175,000499 - Ngukurr Sports Courts 500,000Total Capital Expenditure 1,819,000
Regional Plan 2019/20 | 109
ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
NUMBULWAR
2019-20Expenditure
10 - CORE - Corporate, Executive & Support 472,043
12 - CORE - Governance & Council 407,392
14 - CORE - Services 1,093,704
16 - CORE - Infrastructure and Assets 102,617
18 - COMMERCIAL - Housing 197,131
20 - COMMERCIAL - Other 286,154
22 - COMMERCIAL - Mechanial Workshops 177,203
26 - AGENCY - CDP 1,987,224
30 - AGENCY - Family and Community 613,150
32 - AGENCY - Enviro Health and Landcare 3,168
34 - AGENCY - Community Safety 631,117
36 - AGENCY - Other 5,200
Total Expenditure 5,976,103
Expenditure
21 - Employee Expenses 2,227,959
22 - Contract and Material Expenses 1,209,340
23 - Fleet, Plant & Equipment 138,055
25 - Other Operating Expenses 260,249
31 - Internal Cost Allocations 2,140,499
Total Expenditure 5,976,103
Expenditure
110 - Assets Managment - Fixed Assets 56,218
111 - Council Services General 413,326
113 - Project Management 2,500
131 - Council and Elected Members 5,000
132 - Local Authority 12,682
138 - Local Authority Project 389,710
160 - Municipal Services 441,855
161 - Waste management 218,534
162 - Cemeteries Management 10,000
164 - Local Emergency Management 2,415
170 - Australia Day 400
171 - Naidoc Week 500
172 - Numbulwar Fuel 420,000
200 - Local roads maintenance 16,000
201 - Street lighting 25,800
202 - Staff Housing 60,817
220 - Territory Housing Repairs and Maintenance Contract
129,452
221 - Territory Housing Tenancy Management Contract
67,679
241 - Airstrip maintenance Contracts 127,300
245 - Visitor Accommodation and External Facility Use
150,754
246 - Commercial Australia Post 8,100
275 - Mechanical Workshop 177,203
314 - Service Fee - CDP 1,914,224
318 - Outcome Payments - CDP 73,000
341 - Commonwealth Aged Care Package 126,165
342 - Indigenous Aged Care Employment 192,109
344 - Commonwealth Home Support Program
139,573
346 - Indigenous Broadcasting 42,636
350 - Centrelink 107,207
355 - National Disability Insurance Scheme 5,460
381 - Animal Control 3,168
401 - Night Patrol 325,725
404 - Indigenous Sports and Rec Program 48,322
407 - Remote Sports and Recreation 5,600
415 - Indigenous Youth Reconnect 248,971
416 - Youth Vibe Grant 2,500
486 - Ngukurr, Numbulwar & Borroloola Feasibility Studies
5,200
Total Expenditure 5,976,103
Capital Expenditure
110 - Assets Managment - Fixed Assets 393,366
115 - Asset Management - Mobile Fleet & Equipment
60,000
485 - Ngukurr and Numbulwar Fright Hub 175,000
490 - Numbulwar Waste Management Facility
200,000
Total Capital Expenditure 828,366
36 - AGENCY - Other
34 - AGENCY - Community Safety
32 - AGENCY - Enviro Health and Landcare
30 - AGENCY - Family and Community
26 - AGENCY - CDP
22 - COMMERCIAL - Mechanical Workshops
20 - COMMERCIAL - Other
18 - COMMERCIAL - Housing
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
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2019-20Expenditure
34 - AGENCY - Community Safety 180,589
Total Expenditure 180,589
Expenditure
21 - Employee Expenses 168,033
22 - Contract and Material Expenses 650
23 - Fleet, Plant & Equipment 3,600
25 - Other Operating Expenses 3,364
31 - Internal Cost Allocations 4,943
Total Expenditure 180,589
Expenditure
401 - Night Patrol 180,589
Total Expenditure 180,589
Capital Expenditure
430 - AAI - Community Harmony Area (Playgrounds)
39,000
Total Capital Expenditure 39,000
ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
ROBINSON RIVER
34 - AGENCY - Community Safety
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
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ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
URAPUNGA (RITARANGU)
2019-20Expenditure Budget ($)
10 - CORE - Corporate, Executive & Support
87,347
12 - CORE - Governance & Council 45,908
14 - CORE - Services 53,442
16 - CORE - Infrastructure and Assets 9,000
20 - COMMERCIAL - Other 5,000
34 - AGENCY - Community Safety 11,043
Total Expenditure 211,740
Expenditure
21 - Employee Expenses 85,134
22 - Contract and Material Expenses 59,000
23 - Fleet, Plant & Equipment 10,300
25 - Other Operating Expenses 11,063
31 - Internal Cost Allocations 46,243
Total Expenditure 211,740
Expenditure
111 - Council Services General 87,347
132 - Local Authority 5,908
138 - Local Authority Project 40,000
160 - Municipal Services 47,715
161 - Waste management 4,677
164 - Local Emergency Management 1,050
201 - Street lighting 9,000
241 - Airstrip maintenance Contracts 5,000
401 - Night Patrol 8,543
416 - Youth Vibe Grant 2,500
Total Expenditure 211,740
Capital Expenditure
115 - Asset Management - Mobile Fleet & Equipment
20,000
431 - SPG - Vitalisation of Rittarangu Town 200,000
Total Capital Expenditure 220,000
34 - AGENCY - Community Safety
20 - COMMERCIAL - Other
16 - CORE - Infrastructure and Assets
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
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ROPER GULF REGIONAL COUNCILDirect Expenditure Report: 2019-2020 Budget As at 28 June 2019
OTHER LOCATIONS(not locations 10-16,18-23,99)
2019-20Expenditure
10 - CORE - Corporate, Executive & Support
2,500
12 - CORE - Governance & Council 600
14 - CORE - Services 1,750
26 - AGENCY - CDP 761,109
28 - AGENCY - Homelands and Outstations
766,914
Total Expenditure 1,532,873
Expenditure
21 - Employee Expenses 232,928
22 - Contract and Material Expenses 361,856
23 - Fleet, Plant & Equipment 19,200
25 - Other Operating Expenses 37,506
31 - Internal Cost Allocations 881,383
Total Expenditure 1,532,873
Expenditure
111 - Council Services General 2,500
132 - Local Authority 600
160 - Municipal Services 1,750
314 - Service Fee - CDP 761,109
322 - Outstations Housing Maintenance 195,492
323 - Outstations municipal services 421,422
325 - HEA (Homelands Extra Allowance) 150,000
Total Expenditure 1,532,873
Expenditure
24 - Werenbun 164680
25 - Outstations Region 29 CDP 761108.72
26 - Badawarrka 63504
27 - Baghetti 13168
28 - Barrapunta (Emu Springs) 43504
29 - Boomerang Lagoon 31336
30 - Costello 26336
32 - Gorge Camp (Jodetluk) 95150
35 - Mole Hill 53504
37 - Mount Catt 72672
38 - Mulggan 72884
40 - Nulawan (Nalawan) 26336
44 - Larrimah 4299.96
45 - Daly Waters 550
47 - Kewyuli (Roper Valley) 103840
Total Expenditure 1,532,873
Capital Expenditure
324 - Outstations Capital Infrastructure 60,000
327 - Town Camps Dwelling- Mulggan 1,000,000
429 - AOD - Weemol BBQ Area Funding 24,300
430 - AAI - Community Harmony Area (Playgrounds)
39,000
Total Capital Expenditure 1,123,300
28 - AGENCY - Homelands and Outstations
26 - AGENCY - CDP
14 - CORE - Services
12 - CORE - Governance & Council
10 - CORE - Corporate, Executive & Support
31 - Internal Cost Allocations
25 - Other Operating Expenses
23 - Fleet, Plant & Equipment
22 - Contract and Material Expenses
21 - Employee Expenses
EXPENDITURE BY SERVICE
EXPENDITURE BY ACCOUNT CATEGORY
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Council & Local Authority ExpensesCouncillor Allowances
Approved Councillor Allowances
Approved Amount $ Budget Amount $
Councillor – base1 13,442.75 147,870.25Electoral2 4,919.13 54,110.43
Deputy Mayor – base1 27,637.93 27,637.93Electoral2 4,919.13 4,919.13
Mayor – base1 74,742.90 74,742.90Electoral2 19,672.93 19,672.93
TOTAL BASE+ELECTORAL ALLOWANCE 328,953.57
Professional Development Allowance3 including: Course Fees, Travel, Meals and Accommodation
3734.50 max per elected member 48,548,.50
Extra Meeting Allowance4 ($125 per meeting maximum claimable $8,961.83 per Councillor)
As per CL006 Councillor Allowances Policy
125.00 per meeting per Councillor 12,000.00
Acting Principal Member5 ($260.04 per day maximum claimable 90 days $23,403.60) 260.04 per day 23,403.60
1Base Allowance Claims
The base allowance is automatically paid to council members each month or at such frequency as resolved by council, in arrears.2Electoral Allowance Claims
The electoral allowance is automatically paid to council members each month or at such frequency as resolved by council, in arrears.3Professional Development Allowance Claims
(i) The allowance is available to all council members. (ii) The professional development allowance may be claimed multiple times each year, but the total value of those claims must not exceed the maximum specified in the table (see clause 8). (iii) The professional development allowance is to be used to cover the cost of travel to the course or conference, course or conference fees, meals and accommodation for the duration of the course or conference. (iv) Claims must be made using the forms approved by council. (v) Only approved courses/conferences consistent with council policy attract professional development allowance.4 Extra Meeting Allowance Claims
(i) Council members may only claim an extra meeting allowance for meetings referred to in the council policy. (ii) An extra meeting allowance may be claimed for up to a maximum of two meetings per day. (iii) Council members must not claim for an extra meeting more than once for the same meeting. (iv) When a council member is required to travel in order to attend an approved extra meeting, the council member may claim an extra meeting allowance for each full day of travel, unless that travel falls on the same day on which the meeting is held. In this context, a full day of travelling means at least four hours of travelling, which may include time in transit. (v) Claims must be made using the forms approved by council. (vi) Forms must include the date on which the meeting was
held and indicate the period of time the member was present at the meeting. (vii) The member must have attended at least 75 per cent of the duration of the meeting to claim an extra meeting allowance. (viii) Claims for extra meeting allowance must be made by the second working day in the month following the meeting for which the claim is made, or as resolved by council. Payment of extra meeting allowance is monthly or as resolved by council. (ix) Claims for extra meeting allowance not made in accordance with (viii) will be regarded as a late claim and paid with the next monthly payment. However, if the claim is not made within three months of the meeting for which the extra meeting allowance is claimed, the right to an extra meeting allowance for that meeting is forfeited. (x) Claims forms must be submitted by the approved method.5 Acting Principal Member Claims
(i) When the deputy principal member carries out the functions of the principal member as outlined in section 43(2)(b) and section 43(2)(c) of the Local Government Act, the deputy principal member is entitled to be paid an allowance as the acting principal member. (ii) If some other council member is acting as the principal member in accordance with section 43(3) of the Local Government Act, the member is entitled to be paid an allowance as the acting principal member. (iii) The acting principal member is entitled to be paid the daily rate, as outlined in the table of allowances. While a council member is acting principal member, the extra meeting and base allowances are suspended. In the case of base allowance, this is on a pro rata basis. The member is still entitled to their usual electoral allowance. The daily rate includes Saturdays, Sundays and public holidays. (iv) The maximum number of days (including Saturdays, Sundays and public holidays) that a council member may be paid as the acting principal member is an aggregate of 90 days in a financial year. A member may continue to hold the position for a longer period if council so resolves, however, the allowance reverts to the usual rate for that member
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Councillor Expenses
The table below shows the detailed breakdown of the budgeted expenses that will be incurred on Council Elected Members for the period ending 30 June 2020.
Expenditure Budget ($)
Account Description Annually
2131 Fringe Benefits Tax $ 11,000.042211 Consulting Fee Expense $ 11,700.00
2244 Freight and Delivery Expense $ 100.002251 Material Expense General $ 1,000.002258 Material Expense Asset Purchases < $ 5000 $ 2,600.002273 Food, Catering & Cleaning Supplies $ 1,000.002313 Ins Premium Expense Fleet & Plant $ 500.042341 Vehicle Registration Expense $ 699.962372 Fuel and Oil Expense Motor Vehicles $ 6,000.002517 Network Communication Expense $ 3,000.002518 Mobile Telephone Expense $ 8,380.002521 Advertising Expense $ 4,000.002522 ID/Ochre Card & Police Checks $ 780.002530 Outdoor Recreation Activity Expense $ 300.002531 Training Course Fee Expense $ 6,500.042532 Conference or Seminar Course Fee Expense $ 10,000.002534 Accommodation Expense $ 48,860.002535 Airfare and Travel Fare Expense $ 105,000.002536 Regular Chartered Flight Service Expenseenseense $ 1,359.092537 Travel Allowance Expense $ 81,500.002549 Chairman Mayoral Allowance Expense $ 98,150.332551 Councillor Allowance Expense $ 314,755.342552 Printing and Stationery $ 1,000.002555 Meeting Catering $ 12,000.002557 Council Uniforms $ 1,299.963121 Plant and Vehicle Cost Allocation $ 15,000.003151 Internal Workshop allocation $ 8,722.563198 Internal Vehicle Hire Charges $ 2,000.00
$ 757,207.36
Local Authority AllowancesLocal Authority members are paid an allowance after attending a local authority meeting or provisional meeting. The Local Authority Allowances are established by the Minister. On the 29 January 2016, the allowances set for Local Authorities were based on the revenue units and are as follows:
• Chair, if eligible, 143 units• Other eligible members 107 units
The Department of Treasury and Finance has established the revenue unit at $1.21 for the period from 1 July 2019 to 30 June 2020.
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Approved Local Authority Allowances
Approved Amount $ Budget Amount $
Local Authority Chairperson 173.00 11,418.00Local Authority Member 129.00 45,666.00
TOTAL LOCAL AUTHORITY ALLOWANCE (excluding support and training Expenses) 57,084
Local Authority ExpensesThe table below shows the detailed breakdown of the budgeted expenses that will be incurred on Local authorities for the period ending 30 June 2020.
Expenditure Budget ($)
Natural Account Annually
2531 Training Course Fee Expense 4,308.002535 Airfare & Travel Fare 47,500.002550 Local Authority Meeting Allowance 57,084.002555 Meeting Catering 13,100.003198 Internal Vehicle Hire Charges 100.00
Total 122,092.00
Please note that the budget excludes the support employee Expense, travel and other direct cost attributed to conducting the meetings.
Long Term Financial PlanStatement of Major Initiatives The Roper Gulf Regional Council Long-term Financial Plan has been developed to support and achieve the goals and strategies that are highlighted in the RGRC Strategic Plan 2018-2021.
• The Community Development Program has employment sustainability for our organisation and promotes opportunities for employment for local people.
• Council will develop an Integrated Asset Management program in 2019-20 for its ongoing asset management requirements. It is anticipated that this should provide cost efficiencies going forward.
• Council has adopted an Investment Policy which will guarantee the capital investment whilst maximising the return on the investment.
• Establishment of an internal committee to focus on long term sustainability and investments
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Projections of Income and ExpenditureRoper Gulf Regional CouncilIncome & Expense Report, 2019-20 to 2022-23 Forecast
2019-20 2020-21 2021-22 2022-23
Roper Gulf 4 Year Projected Budget Budget ($) Budget ($) Budget ($) Budget ($)
Income
11 - Income Rates and Waste Collection 2,598,471 2,858,318 3,144,149 3,238,47412 - Income Council Fees and Charges 987,858 1,017,494 1,048,019 1,079,45913 - Income Operating Grants Subsidies 17,518,336 18,043,886 18,585,203 19,142,75914 - Income Investments 320,000 329,600 280,000 240,00017 - Income Agency and Commercial Services 13,458,438 13,862,191 14,278,057 14,706,39918- Income Capital Grants 9,978,337 0 0 019 - Other Income 318,000 333,900 333,900 333,900Total Income 45,179,440 36,445,389 37,669,328 38,740,990
Carried Forward / Reserves
81- Carried Forward Reserves 12,576,069 6,846,013 6,762,832 7,017,171Total Carried Forwards 12,576,069 6,846,013 6,762,832 7,017,171
Expenditure
21 - Employee Expenses 19,463,451 20,047,355 20,648,775 21,268,23822 - Contract and Material Expenses 11,353,790 11,921,480 12,517,553 13,143,43123 - Fleet, Plant & Equipment 1,028,863 1,059,729 1,091,521 1,124,26624 - Asset Expense 5,216,000 5,216,000 5,216,000 5,016,00025 - Other Operating Expenses 4,484,573 4,708,802 4,944,242 5,191,45427 - Finance Expenses 12,180 13,398 14,068 14,771Total Expenditure 41,558,857 42,966,763 44,432,160 45,758,162
Operating Surplus/(Deficit) 16,196,651 324,639 0 0
Capital Expenditure
53 - Asset Purchases 21,412,651 5,540,639 5,216,000 5,016,000Total Capital Expenditure 21,412,651 5,540,639 5,216,000 5,016,000
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BUDGET ASSUMPTIONS AND FACTS• All current services will continue to be provided
by the Regional council.• There are no adverse changes in government
policies impacting the Regional council.• Amounts of carried forwards include the
unspent from operational grant funded programs.
• Use of Reserves as carried forwards are used for covering most part of capital Expenditure and some local authority project funding
• Any unaccounted surpluses would be transferred to asset replacement reserves at the year end
• In the absence of a significant rates base, the Commonwealth and Territory Government will continue to fund services
• The budget has been set with the assumption that there will be minimal CPI increase in government funding with the release of the NT Government Plan for Budget Repair which includes the application of a 3% efficiency dividend to NT funded grants for 2019-20, 2020-21 and 1% for 2021-22 and 2022-23
• No direct control on Grants and agency income for future years
• In absence of a long term asset management plan, council’s capital expenditure can only be estimated to the amount of depreciation expense
• There are no additional major initiatives planned over the next five years, outside the
• Council Plan. This is largely due to any major initiatives being wholly dependent on additional funding and there is currently no indication of significant increases that would enable major increases to be considered.
CAPITAL EXPENDITUREAsset management is increasingly becoming important to Roper Gulf Regional Council. With over $65 million in depreciating physical assets and the need for financial sustainability and economical practices, it is prudent that asset management is a key focus for Council in the years to come and that it is to the highest standards possible.
Council’s asset management team focuses on delivering the following services to Council:
• Acquisitions and disposal of assets;• Fleet and pool vehicle management;• Financial asset management (maintenance
of asset registers, ledgers, commissioning, insurance);
• Long term planning for assets (10 year plans);• Staff housing tenancy management;• Visitor Accommodation management; and• Commercial tenancy management
The primary role of assets is to support the delivery of services that serves Council’s long term objectives. As Council’s assets are aging, there are increases in maintenance, refurbishment and disposal cost which increase the cost of the services that they support.
The main aim of Council’s asset management is to ensure that assets are managed in accordance with the National Asset Management Strategy (NAMS) – a national framework for local governments to manage their assets, and this framework outlines minimal ‘core’ asset management actions based around the framework.
The national frameworks for asset management are:
• Framework 1: Criteria for Assessing Financial Sustainability
• Framework 2: Asset Planning and Management• Framework 3: Financial Planning and Reporting
A gap analysis has been undertaken to gain an understanding of Council’s current level of asset management and to highlight areas for improvement and best practice to further develop Council’s asset management planning practices. Thus, Council’s main asset management focus for the forthcoming year is implementing strategies identified from this analysis.
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REPAIRS AND MAINTENANCE, AND INFRASTRUCTURE DEVELOPMENT Amount
Capital Expenditure
5321 - Capital Purchase/Construct Buildings $6,650,523.005331 - Capital Construct Infrastructure $ 8,663,924.005341 - Capital Purchases Plant & Equipment $ 457,364.005371 – Capital Purchases Vehicles $ 390,000.005381 – Capital Purchases Roads $ 5,250,840.00Total Capital Expenditure $ 21,412,651.00
Repairs and Maintenance
2242 - Asset R&M Expense $ 753,670.562352 - Fleet, Plant & Equipment R&M $ 38,971.00Total Repairs and Maintenance $ 792,641.56
Asset and Infrastructure Development Scheduled for 2019-20
Account Number Amount ($) Description
Location: 10 - HQ
10.10.110.5321 10,000.00 ACT 106 - 2 Crawford Street loading Zone
10.36.497.5321 200,000.00 ACT 497 - Ablution Block
10.36.498.5321 90,143.00 ACT 498 - Energy Efficiency & Sustainability
10.10.115.5341 180,000.00 ACT 323 - Replacement Hino Truck
10.10.115.5341 16,364.00 ACT 323 - Manitou Forklift
10.10.115.5371 75,000.00 ACT 323 - Replacement Land Cruiser
10.10.115.5371 75,000.00 ACT 220 - C/F Replacement Land Cruiser
10.10.115.5371 60,000.00 ACT 347 - C/F Replacement Hilux
10.16.200.5381 2,165,000.00 ACT 200 - C/F Roads Upgrade
2,871,507.00
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Account Number Amount ($) Description
Location: 11 - Barunga (Bamyili)
11.10.110.5321 30,000.00 ACT 111 - C/F Security camera (Council Office)
11.10.110.5321 15,000.00 ACT 111 - C/F Key to like System
11.10.110.5321 30,000.00 ACT 161 - C/F Security camera (Dump)
11.36.464.5331 115,000.00 ACT 464 - C/F Barunga Oval Lights & Fencing Project 11.10.115.5341 50,000.00 ACT 160 - New Rough Terrain Forklift
240,000.00
Location: 12 - Beswick (Wugularr)
12.10.110.5321 30,000.00 ACT 111 - C/F Security camera (Council Office)
11.10.110.5321 30,000.00 ACT 160 - C/F Security camera (Muns yard)
11.10.110.5321 35,000.00 ACT 202 - C/F Lot 118A Renovations
11.10.110.5321 25,000.00 ACT 245 - C/F Lot 16 Security fencing & lights
120,000.00
Location: 13 - Borroloola
13.10.110.5321 100,000.00 ACT 160 - C/F Caged Shed
13.10.110.5321 20,000.00 ACT 160 - C/F 3000Ltrs Water Tank
13.10.110.5321 300,000.00 ACT 202 - C/F Lot 391 Development
13.10.110.5321 20,000.00 ACT 202 - C/F Lot 383 Renovations
13.10.110.5321 20,000.00 ACT 202 - C/F Lot 382 Renovations
13.10.110.5321 1,264,000.00 ACT 111 - C/F Business Hub Development
13.10.110.5321 180,000.00 ACT 160 - Lot 784 Power Upgrade
13.36.491.5321 978,714.00 ACT 491 - Business Hub Development
13.10.110.5331 30,000.00 ACT 161 - Water source tank and stand for waste facility
13.10.110.5331 40,000.00 ACT 161 - Office & Toilet for waste facility
13.10.110.5331 524,160.00 ACT 110 - Rocky Creek Bridge Crossing
13.36.480.5331 4,300,000.00 ACT 480 - Multi Purpose Court
13.36.484.5331 176,640.00 ACT 484 - Anyula Street Blackspot Project
13.34.425.5381 2,200,000.00 ACT 425 - Rocky Creek Bridge Crossing
13.36.462.5381 875,840.00 ACT 462 - Rocky Creek Bridge Crossing
11,029,354.00
Location: 14 - Bulman (Gulin Gulin)
14.10.110.5321 50,000.00 ACT 245 - C/F Lot 30 Outdoor Kitchen
14.10.110.5321 20,000.00 ACT 245 - C/F Lot 30 Verandah
14.10.110.5321 20,000.00 ACT 202 - C/F Lot 1 Renovations
14.10.110.5321 100,000.00 ACT 160 - C/F Shed extension
14.10.110.5321 20,000.00 ACT 160 - C/F 6000 Ltrs Water pot
14.10.110.5321 10,000.00 ACT 160 - C/F Pump, Guttering & Flashing to channel water
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Account Number Amount ($) Description
14.10.110.5321 15,000.00 ACT 202 - Lot 1A Painting & new screen door
14.10.110.5321 25,000.00 ACT 111 - Key to like system
14.10.110.5321 10,000.00 ACT 162 - Cemetery Fencing
14.10.110.5331 45,000.00 ACT 160 - C/F Top dress Oval
14.10.110.5331 15,000.00 ACT 160 - C/F Oval Irrigation System
14.10.115.5341 28,000.00 ACT 160 - New Ride on Mower
14.10.115.5341 28,000.00 ACT 244 - New Ride on Mower
14.10.115.5341 15,000.00 ACT 244 - New Trailer
14.10.115.5371 60,000.00 ACT 244 - C/F New 4WD Hilux
14.10.115.5371 60,000.00 ACT 220 - C/F New 4WD Hilux
521,000.00
Location: 17 - Mardrulk (Weemol)
17.34.429.5321 24,300.00 ACT 429 - Weemol BBQ Area Upgrade
24,300.00
Location: 18 - Mataranka
18.10.110.5321 1,300,000.00 ACT 111 - Lot 120 Community Services Hub
18.10.110.5321 80,000.00 ACT 160 - Public Toilet at Stan Martin Park
18.10.110.5321 20,000.00 ACT 202 - C/F 29 Gunn Street renovations
18.36.495.5321 500,000.00 ACT 495 - Lot 120 Community Services Hub
18.36.496.5321 500,000.00 ACT 496 - Aged care Regional Rural & Remote Infrastructure Project
18.10.110.5331 108,460.00 ACT 160 - C/F Stage 1 Ginty Airstrip Resheeting 18.34.432.5331 92,664.00 ACT 432 - Mataranka Show Ground Upgrade 2,601,124.00
Location: 20 - Ngukurr
20.10.110.5321 50,000.00 ACT 245 - C/F Extended Verandah
20.10.110.5321 75,000.00 ACT 160 - C/F Security Fencing
20.10.110.5321 20,000.00 ACT 245 - C/F Lot 297 Sub-Division
20.10.110.5321 15,000.00 ACT 111 - Council Office Security Fencing & Security Camera
20.10.110.5321 25,000.00 ACT 160 - Municipal Depot Design
20.34.430.5331 39,000.00 ACT 430 - Playground Upgrade
20.36.464.5331 800,000.00 ACT 464 - Ngukurr Sports & Rec Oval Lights Upgrade Project
20.36.485.5331 175,000.00 ACT 475 - Ngukurr Freight Hub Project
20.36.499.5331 500,000.00 ACT 499 - Ngukurr Sports Court
20.10.115.5341 110,000.00 ACT 160 - New Backhoe
20.10.115.5341 10,000.00 ACT 160 - New Heavy Duty Box tandem Trailer
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Account Number Amount ($) Description
1,819,000.00
Location: 21 - Numbulwar
21.10.110.5321 200,000.00 ACT 344 - Lot 206 Aged Care facility renovations
21.10.110.5321 193,366.00 ACT 245 - C/F Lot 156 Upgrade
21.36.485.5331 175,000.00 ACT 485 - Numbulwar Freight Hub Project
21.36.490.5331 200,000.00 ACT 490 - Numbulwar Waste Management Facility Upgrade
21.10.115.5371 60,000.00 ACT 220 - C/F Replacement 4WD Hilux
828,366.00
Location: 22 - Robinson River
22.34.430.5331 $ 39,000.00 ACT 430 - Playground Upgrade
$ 39,000.00
Location: 23 - Urapunga (Rittarangu)
23.34.431.5331 $ 200,000.00 ACT 431 - Revitalisation of Rittarangu Town
23.10.115.5341 $ 20,000.00 ACT 161 - New Side lifter rubbish tipping trailer
$ 220,000.00
Location: 30 - Costello
30.28.324.5331 $ 35,000.00 ACT 324 - Upgrade & Install Ablution Block
$ 35,000.00
Location: 38 - Mulggan
38.28.327.5331 $ 1,000,000.00 ACT 327 - C/F Mulggan Camp Dwellings Renovations
38.34.430.5331 $ 39,000.00 ACT 430 - Playground Upgrade
$ 1,039,000.00
Location: 43 - Mobarn (Bluewater)
43.28.324.5381 $ 10,000.00 ACT 324 - Installation of Culvert & Gravel and Resheeting $ 10,000.00
Location: 47 - Kewyuli (Roper Valley)
47.28.324.5331 $ 15,000.00 ACT 324 - Replace Underground water line
$ 15,000.00
$ 21,412,651.00
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Rates Assessment of the Social and Economic Effects of the Rating Policy and DeclarationRates to be levied on property owners by Roper Gulf in 2019-20 remain affordable and at very low levels compared to other local government jurisdictions in Australia. Further, rates levied on Territory Housing dwellings are paid in the first instance by Territory Housing, so have no direct financial impact on public housing tenants. As such, the Council does not anticipate any detrimental socio-economic impact from levying rates in 2019-20.
Additionally, rates revenue remains a small proportion of the Council’s total budget, at less than 6 per cent of the total. This underlies the fact that the Council is effective in securing significant non-rate revenue for all of its communities, including government grants and contracts. This allows for services and employment opportunities to be delivered to Council residents far above what the rates revenue would alone enable, resulting in a net positive socio-economic impact for residents
Despite having mining and pastoral properties in the council’s area, the rate capping imposed by the Territory Government for this category, restricts council’s ability to generate increased revenue. This adversely affects council to provide increased services to the communities.
Rates Declaration Summary 2019-2020Summary
The following rates declaration has been prepared as per section 158 of the Local Government Act. Adjustments have been made to incorporate the Minister for Local Government’s approved conditional rating levies for mining and pastoral leases.
The rates declaration for 2019-20 will levy approx. $1,313,013.11 in rates revenue. The Waste Collection charges would be approx. $ 1,210,207.46 in 2019-20. The special rates to cover for the Animal Health Management in various communities are $75,250..
Please note that revenue estimates for pastoral and mining leases are based on accepted rates proposal by the Minister for Local Government and Community Services.
RATES – RESIDENTIAL PROPERTIES
RESIDENTIAL RATE 1 For residential properties on Aboriginal land and in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships:
2018-19 2019-20
$ 1,102.81 $ 1,235.21
RESIDENTIAL RATE 2 For residential properties in Borroloola, Mataranka, Larrimah and Daly Waters townships:
2018-19 2019-20
$ 1,007.23 $ 1,171.48
RESIDENTIAL RATE 3 For vacant land in Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:
2018-19 2019-20
$ 1,007.23 $ 1,171.48
RATES – COMMERCIAL PROPERTIES
COMMERCIAL RATE 1 For commercial properties on Aboriginal land and in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:
2018-19 2019-20
$ 1,275.69 $ 1,417.13
COMMERCIAL RATE 2 For commercial properties in Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of:
2018-19 2019-20
$ 1,218.96 $ 1,379.31
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COMMERCIAL RATE 3 For Tourist Commercial/Caravan Parks within the Region boundaries, a differential rate of:
2018-19 2019-20
7.1289% of UCV
RATES - RURAL PROPERTIES
RURAL RATE 1 For rural residential living, horticultural or agricultural purpose properties under 200 hectares, a flat rate of:
2018-19 2019-20
$ 1,020.72 $ 1,180.48
RURAL RATE 2 For rural residential living, horticultural or agricultural purpose properties over 200 hectares, a flat rate of:
2018-19 2019-20
$ 1,067.01 $ 1,211.34
RATES – CONDITIONAL RATING
CONDITIONAL RATE 1 – PASTORAL LEASES For pastoral properties, with an assessed value of the property under $ 1,230,000, a flat rate of:
2018-19 DECREED 2019-20
$ 371.99 $ 376.45
For pastoral properties, with an assessed value of the property of over $ 1,230,000, a differential rate multiplying the assessed value of each property by:
2018-19 DECREED 2019-20
0.0302% 0.0306%
CONDITIONAL RATE 2 – MINING AND EXTRACTION LEASES For mining and extraction leases with an assessed value of the property under $255,100, a flat rate of:
2018-19 DECREED 2019-20
$ 880.40 $ 890.96
For mining and extraction leases with an assessed value of the property of over $255,100, a differential rate multiplying the assessed value of each property by:
2018-19 2019-20
0.3434% 0.3475%
OTHER For all other properties not defined elsewhere in the proposal, a flat rate of:
2018-19 2019-20
$ 1,102.81 $ 1,235.21
SPECIAL RATES – ANIMAL CONTROL
Pursuant to Section 156 of the Act, Council declared the special rate (“Animal Control) to assist with the implementation of Animal Management in the area. For all residential allotments within Barunga, Beswick, Bulman, Jilkminggan, Eva Valley, Minyerri, Ngukurr, Numbulwar, Weemol, a flat rate of:
2018-19 2019-20
$ 125.00 $ 125.00
WASTE MANAGEMENT CHARGES
For all town or community properties, or those receiving waste management services from or on behalf of Roper Gulf Regional Council, a flat charge per annum per property in respect of the garbage collection service provided, multiplied by the number of standard rubbish bins at the property and by the number of services per week.
2018-19 2019-20
$ 360.32 $ 426.58
All other service charges and fees are scheduled in the Region’s Annual Business Plan.
All above rates are in line with the rating and waste collection policy adopted by council.
Rate Assessment Record CertificationI certify to the Council that, to the best of my knowledge, information and belief, the rates assessment record is a comprehensive record of all rateable and within the area.
Sharon HillenActing Chief Executive OfficerRoper Gulf Regional CouncilTuesday 42th June 2019
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Fees and Charges Schedule• A senior discount of 15% applies to all the below listed fees and charges for residents holding a Seniors
Card. This discount does not apply to Rates & Post Boxes. • Concession Card holders receive a 30% discount on veterinary services relating to euthanasia and
desexing surgeries (card must be sighted prior to delivery of service).• Penalty rates apply for work outside normal span of work hours including weekends and public holidays.• The below charges are for short term hire of Plant, Machinery & Labour subject to availability. Long term
hire, lease or other arrangements need to be negotiated with the Council.• A request for waiver must be written correspondence to the Council. Any waiver of fee or charge must be
approved by the Council.
2019-20 Description GST Inc Unit CommentsTrades and Labour
All of RGRC Where Available
Tradesman - Plumber/Electrician/Carpenter/Certified Operators
$150.00 per hour includes all trades
Mechanic $160.00 per hour Trades Assistant - includes apprentice $100.00 per hour All other labourTravel $2.30 per km Includes sealed and unsealedLabour - Operator $90.00 per hour Travel time charges based on
hourly rateLabour - Lead Operator $110.00 per hour Travel time charges based on
hourly rateLabour - Supervisor $160.00 per hour Travel time charges based on
hourly rateEmergency call out fee $290.00 per call out Outside of council operating
hours
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2019-20 Description GST Inc Unit Comments
Plant and Equipment - Wet Hire
Elevated Work Platform $140.00 per hour Need 2 licensed elevated platform license holders to operate
3/6 Ton Small Drop Side Tipper $135.00 per hour Backhoe $220.00 per hour Includes attachmentsGrader (Cat 140G) $250.00 per hour Grader (Cat 12M) $345.00 per hour Grader (Gallion Flea) $185.00 per hour Prime Mover (Single trailer Capacity) $195.00 per hour Service Truck (Hino) $180.00 per hour HIAB Truck $135.00 per hour Forklift (Manitou Telehandler) $195.00 per hour Bobcat with Attachments $185.00 per hour Mini Excavator $155.00 per hour 24 Tonne Excavator (Hitachi) $310.00 per hour plus $85 standby24 Tonne Excavator (Hitachi) $140.00 per hour Dry Hire RateRock-hammer $25.00 per hour Mini Excavator only Front End Loader $235.00 per hour Includes attachmentsTractor - up to 100hp with Slasher or Post Hole Borer
$200.00 per hour Need to check locations for availability
Quad Bike & Spray Pack $145.00 per hour Does not include chemicalsRide -On - mower - with operator $150.00 per hour Housing onlyTrailer(Small box/tandem) $13.50 per hour Box Trailer $55.00 half day Minimum Half Day charges Box Trailer $80.00 per day Car Trailer $140.00 per day Car Trailer $100.00 half day Wood Chipper $135.00 per hour Chainsaw $85.00 per hour Hilux Ute $60 per day or
40 cents per KM whichever
is higher
Dry Hire - Minimum per day charge applies
Flat Top Truck CB18WE $100.00 per hour
Waste Management
Service Charge $426.58 per bin Multiplied by number of collections
Commercial Waste Dump Fee $85.00 per m3 Grease Trap Dump Fee $65.00 per kilolitres (Borroloola Only) & Does not
include removal + transport costDead Car Fee $115.00 per car Tyres - Standard Sedan $12.50 Tyres – All Terrain / Small Tractor $46.00 Tyres - Truck / Tractor Large $95.00
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2019-20 Description GST Inc Unit CommentsRegistration companion animals
Entire dog- with reproductive organs $52.00 per year Registration per dog De-sexed - without reproductive organs
$25.00 per year
Registration per dog License for more than two dogs
$125.00 per year
Pound Maintenance Fee $35.00 per dog per day/part day
Veterinary Fees
Town camps and outstations - Full Day $1,870.00 per day Town camps and outstations - Half Day $820.00 half day applicable to day drip town
camps and outstations ex Katherine only
Town camps and outstations - Travel $2.30 per km ex Katherine
Individual fees for service (Where owner does not fall under outstation or town camp service provision).
Consultation $90.00 Flat Rate Irrespective of
hours
Nail clip $30.00 per animalSedation $90.00 Flat Rate
Irrespective of hours
General Anaesthetic iv $120.00 Flat Rate Irrespective of
hours
General Anaesthetic gaseous per hour $220.00 per hour Surgical time/hr or part there of $440.00 per hour or part
thereof
Dog spey $350.00 per dog additional $70 for on heat, pregnant or dog over 30kg
Dog Castration $280.00 per dog additional $70 for dog over 30kgPup desexing - Spey dog less than 5 months old $240.00 per dog
Pup desexing - Castrate dog less than 5 months old
$200.00 per dog
Cat spey $180.00 per cat Cat castration $130.00 per cat Kitten desexing - Spey kitten less than 5 months old
$160.00 per cat
Kitten desexing - Castrate kitten less than 5 months old
$90.00 per cat
Contraceptive injections for female - Small dog (less than 10 kg)
$55.00 per dog
Contraceptive injections for female - Medium dog (10-25 kg)
$70.00 per dog
Contraceptive injections for female - Large dog (>25 kg)
$80.00 per dog
IV fluid therapy $70.00 per bagSubcutaneous fluid therapy $30.00 per animal
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2019-20 Description GST Inc Unit CommentsDectomax injection $20.00 per dog for ticks, scabies, intestinal worms
and heartwormOral ivermectin $15.00 per dog for ticks, scabies, intestinal worms
and heartwormOral tablet dispensing $3.00 per tabletParental drug administration $30.00 per injectionParvovirus vaccination $50.00 per dog Protech C3Euthanasia without burial $100.00 per animal Euthanasia with burial $180.00 per animal Cemetery services
Burial charges include digging and backfilling of grave
$815.00 per burial Where available. Where unavailable, contractors may be engaged at an additional cost.
Communications, publications and administration
Rates Search $80.00 per Property Post Box - Small $40.00 per year Post Box - Medium $65.00 per year Post Box - Large $90.00 per year Establishment fee $26.00 per box New lock $31.00 per lock Extra keys $12.40 per key Reactivation $31.00 each
reactivation
Internet Café $3.60 per 15 mins Printing - A4 Black & White single sided $1.25 per page Printing - A4 Black & White double sided $2.10 per page Printing - A3 Black & White single sided $2.10 per page Printing - A3 Black & White double sided $2.60 per page Printing - A4 Colour single sided $2.10 per page Printing - A4 Colour double sided $3.60 per page Printing - A3 Colour single sided $2.60 per page Printing - A3 Colour double sided $5.20 per page Transmit or Receive a fax per A4 page $2.30 per page Local Transmit or Receive a fax per A4 page $3.60 per page Interstate Transmit or Receive a fax per A4 page $13.40 per page InternationalLaminate - A4 sheet $4.60 per page Laminate - A3 sheet $6.20 per page Laminate Business Card $2.10 per card Binding of documents $12.50 up to 30 pages Binding of documents $21.00 up to 50 pages Binding of documents $26.00 over 50 pages Annual Report or Regional Plan black and white copy
$32.00 Free copies can be downloaded at: www.ropergulf.nt.gov.au. Copies of the document are free to read at all any SDC’s
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2019-20 Description GST Inc Unit CommentsAnnual Report or Regional Plan Colour copy $2.60 per page One sided print Annual Report or Regional Plan printers Copy $55.00 per copy Ads in Newsletter-Banner Advertisement $65.00 per ad Ads in Newsletter-Quarter page $170.00 per ad To place Advertisements in RGRC
Newsletter Ads in Newsletter-Half page $250.00 per ad Ads in Newsletter-Full page $335.00 per ad Copy of Minutes black and white copy $9.30 per meeting Free copies can be downloaded
at: www.ropergulf.nt.gov.au. Copies of the document are free to read at all any SDC’s
Local Authority Special Meeting Fee per meeting Price on application - varies with town
Projector $30.00 per hour White Board $15.00 per hour Scanning & Email 70 cents per page
Venue hire
Basic Facility Hire $215.00 per day - Flat Rate
Includes main building such as Community Halls, Board Rooms, Training Rooms and Singular Sport and Rec Building
Basic Facility Hire $170.00 Minimum 4 hours + $25 per additional hour
Includes main building such as Community Halls, Board Rooms, Training Rooms and Singular Sport and Rec Building
Whole Facility Hire $330.00 per day - Flat Rate
Incorporates the hire of several buildings on the same grounds including kitchen, toilets and showers
Whole Facility Hire $260.00 Minimum 4 hours + $40 per additional hour
Incorporates the hire of several buildings on the same grounds including kitchen, toilets and showers
Office Space $250.00 per week 3x2 metre area. Long term leases can be negotiated
Visitor Accommodation - Service Charge $150.00 per room per day.
Booking up to 5 nights - $140 per room per night Bookings >5 nights to 4 weeks $126 per room per night Bookings >4 weeks $100 per room per night
Oval For Organised Competition $1,090.00 per season (12-14 weeks)
Facility hire agreement must be signed and approved by Council before access to the facility is approved.
Long Term Development Program Fee $3,195.00 per season (30-40 weeks)
Facility hire agreement must be signed and approved by Council before access to the facility is approved.
Tables $3.60 per day per table, payable in advanceChairs $1.55 per day per chair, payable in advanceDelivery of Tables/Chairs $90.00 per event Local delivery only
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2019-20 Description GST Inc Unit CommentsBBQ $40.00 per day $100.00 deposit required.
Hire includes a gas bottle with gas. The hirer is responsible for ensuring they have adequate gas as hire does not include a full gas bottle
Camping Fees $20.00 per day per site per vehicleStorage Facility Fee $25.00 per pallet per
weekinsurance to be born by the customer
Livestock Adjistment $25.00 for 5 head $ 2 per head over 5 (Max 2 nights)
Home Care Packages
Package Management Cost:
Level 1 $25.27 per week GST not applicableLevel 2 $44.47 per week GST not applicableLevel 3 $96.77 per week GST not applicableLevel 4 $146.69 per week GST not applicableCare Management Cost:
Level 1 $50.55 per week GST not applicableLevel 2 $88.94 per week GST not applicableLevel 3 $193.54 per week GST not applicableLevel 4 $293.37 per week GST not applicable
GST not applicableExit Fee $550.00 one off GST not applicableClient Contribution $10.50 per day GST not applicableSupport Services:
Social Support Individual $60.00 per hour GST not applicableSocial Support Group (minimum of 5 people) $10.80 per person per
hourGST not applicable
Meals Preparation and Delivery $14.51 per meal GST not applicableDomestic Assistance $60.00 per hour GST not applicablePersonal Care $60.00 per hour GST not applicableTransport $60.00 per hour GST not applicableCommonwealth Home Support Program (CHSP) & Disability In Home Support (DIHS)
Meals $15.00 per meal GST not applicableSupport Services:
Transport $11.00 per trip GST not applicableSocial Support Group $11.00 per service GST not applicableSocial Support Individual $11.00 per service GST not applicableDomestic Assistance $11.00 per service GST not applicablePersonal Care $11.00 per service GST not applicable
National Disability Insurance Scheme (NDIS) Very Remote
Support Services:
Coordination of Support (COS) $147.09 per hour GST not applicable
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2019-20 Description GST Inc Unit CommentsSocial Support Individual/Transport $79.28 per hour GST not applicableSocial Support Group Centre Based $29.58 per hour GST not applicableMeals (Preparations & Delivery) $14.51 per meal GST not applicableDomestic Assistance $75.05 per hour GST not applicableSelf Care (Personal Care) $85.22 per hour GST not applicableHouse/Yard Maintanence $72.42 per hour GST not applicableA comprehensive listing of all the charges related to NDIS can be obtained with below link https://www.ndis.gov.au/providers/price-guides-and-information/annual-price-reviewGeneral
Road Permit – Application Fee $200.00 per application
Deposit to Repair Damage to Footpath, Kerb, Road or Road Reserve
$5,675.00 per contract
Push Lawn mower hire with Operator $135.00 per hour (if available)
Commercial Enterprises
Whipper Snipper hire with Operator $125.00 per hour (if available)
Commercial Enterprises
Push Lawn mower hire with Operator $70.00 per hour (if available)
Residential Homeowners
Whipper Snipper hire with Operator $70.00 per hour (if available)
Residential Homeowners
School nutrition program - breakfast and lunch $8.00 per person per day
GST not applicable
Creche (Relevant Arrangement Fee) $6.50 per person per day
GST not applicable
Creche (Complying Written Arrangement Fee) $25.95 per person per day
GST not applicable
Beswick Aged Care Room Rent - single room $285.00 per person per week
Beswick Aged Care Room Rent - double room $145.00 per person per week
Airports
Airport Pick & Drop Off $70.00 Per Person One way
Group Booking per organisation
Landing Fees (All airports) except Mataranka $26.00 per tonne- Min Charge $75
Landing Fees - Mataranka $26.00 per tonne- Min Charge $30
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Appendices
Rates Declaration 2019-2020Notice is hereby given that pursuant to Section 158 of the Local Government Act 2008 that the following rates and charges were declared by Roper Gulf Regional Council (the “Council”) at the Ordinary Council Meeting held on 24.07.2019 and pursuant to Sections 155-157 of the Local Government Act 2008 (the “Act”) in respect of the Financial Year ending 30 June 2020.
The Roper Gulf Regional Council makes the following declaration of rates pursuant to sections 155-157 of the Act.
The following definitions are applicable for the purposes of all sections of this Rates and Charges declaration.
Land use The purpose for which the land is used being used
Property type Is defined by the properties land use being Residential, Commercial / Multi Use /Horticultural / Agricultural / Rural living / Vacant Land/ Mining / Pastoral
Property location is the physical location of the property and the community/town boundaries in which the property exists.
“residential dwelling”means a dwelling house, flat or other substantially self contained residential unit or building on residential land and includes a unit within the meaning of the Unit Titles Act.
“residential land” means land used or capable of being used for residential purposes (includes land on which there is no residential dwelling).
“commercial and industrial activity”
means those activities that are carried out by individuals, partnerships, associations and corporations for the purposes of generating revenue for profit. These can be carried at home or at a proposed business address. Revenue is not the medium to determine the classification but it is the land use that will determine if property is residential or commercial. In case of partial usage of land i.e for both residential and commercial, the greater rates for the category would be applicable. (irrespective of the revenue generated, being $1 or 1 million)
“government activity”means those activities that are carried out by employees of the Australia or Northern Territory Governments for the purpose of providing support to the residents of the townships and communities within the Regional as identified in paragraph 5 above.
“garbage collection service”
the “garbage collection service” comprises a collection service of one garbage collection visit per week with a maximum of one 240 litre mobile bin per garbage collection visit. The total garbage collection service charge for an allotment is the :
Total Garbage Service Charge=garbage collection service charge x #bins assigned x #assigned collection services
The number of assigned collection services and the standard number of bins assigned are dependent upon the community.
Conditionally rateable land
Is defined in s142 of LGA as:
(a) land held under a pastoral lease;
(b) land occupied under a mining tenement;
(c) other land that is classified under the regulations as conditionally rateable.
Categorisation of land
The land in a local government area is divided into 3 basic categories s 142(1):
(a) rateable land; and
(b) conditionally rateable land; and
(c) land (exempt land) that is exempt from rates.Vacant Land Residential land that does not contain a residential dwelling
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Multi-Use Allotments
The basis on which the Council determines rates and the subsequent classifications of land which is multi-use of which one of the uses is exempt, the allotment will be deemed exempt if the non-exempt use is “merely incidental to the exempt purpose” (s.44(2)of the Act). Therefore if the non-exempt purpose operates in its own right then the allotment will not be exempt from rates.
All other multi-use allotments except conditionally rateable allotments will be charged at the land-use rate that has the higher rate level and is not subject to the “predominant use” principle. This classification is used if more than one of the above land uses is applicable to a particular allotment.
Land use The categorical use of the land for which the property type is defined.
Council, pursuant to Section 149 of the Act and section 6.1 of the Roper Gulf Regional Council Rating Policy (FIN008 – Rating Policy), adopts the Unimproved Capital Value method as the basis for determining the assessed value of allotments within the Roper Gulf Region boundaries.
Council intends to raise, for general purposes by way of rates the amount of $1,313,013.11 which will be raised by application of:
a. Differential valuation-based charges (“differential rates”) with a differential minimum charge (“minimum amounts”) being payable in each application of those differential rates.
b. A fixed charge (“Flat Rate”).
c. Flat rate for different classes of allotments within the Region boundary.
Council declared the following differential rates with minimum amounts being payable in application of each of those differential rates subject to paragraphs 1,2,3,and 4 of this rates declaration.
a. RESIDENTIAL RATE 1: With respect to every allotment of rateable land within the Region area that is used for residential purposes in the council assessment record and for which the rural classification is not applicable, and which conditional rating is not applicable in areas excluding Borroloola, Mataranka, Larrimah and Daly Waters townships, a flat rate of $ 1,235.21 for each allotment.
b. RESIDENTIAL RATE 2: With respect to every allotment of rateable land within the localities of Borroloola, Mataranka, Larrimah and Daly Waters that is used for residential purposes in the council assessment record, and for which
the rural classification is not applicable, and which conditional rating is not applicable, a flat rate of $ 1,171.48 for each allotment.
c. RESIDENTIAL RATE 3: With respect to every allotment within the Region boundaries that is vacant land and is not exempt land in the council assessment record, and is not conditionally rateable, and for which the rural classification is not applicable, a flat rate of $ 1,171.48 for each allotment will be applied.
d. COMMERCIAL RATE 1: With respect to every allotment of rateable land within the Region area that is used for commercial purposes in the council assessment record in areas excluding Borroloola Mataranka, Larrimah, and Daly Waters townships, a flat rate of $ 1,417.13 for each allotment.
e. COMMERCIAL RATE 2: With respect to every allotment of rateable land within the localities of Borroloola, Mataranka, Larrimah, and Daly Waters that is used for commercial purposes in the council assessment record, a flat rate of $ 1,379.31 for each allotment.
f. COMMERCIAL RATE 3: With respect to every allotment of rateable land within the Region area that is used for Tourist Commercial purposes (such as Caravan Parks) in the assessment record, a differential rate of 7.1289 % of the Unimproved Capital Value of the property.
g. RURAL RATE 1: With respect to every allotment of rateable land under 200 hectares within the Region boundaries that is used for rural living purposes, horticultural, farming, or agricultural purposes in the council assessment record that is not
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conditionally rateable, and is not an allotment for which a pastoral lease is applicable, and is not exempt land, a flat rate of $ 1,180.48 for each allotment.
h. RURAL RATE 2: With respect to every allotment of rateable land over 200 hectares in size within the Region boundaries and is used for rural living purposes, horticultural, farming, or agricultural purposes in the council assessment record and is not conditionally rateable and is not an allotment for which a pastoral lease is applicable, and is not exempt land, a flat rate of $ 1,211.34 for each allotment.
i. CONDITIONAL RATE 1 – PASTORAL LEASES: With respect to every allotment of conditionally rateable land within the Region boundaries held under a Pastoral Lease ,as defined in section 3 of the Pastoral Land Act, the applicable rate to be charged per allotment is the greater of:
i. a differential rate of 0.0306% of the Unimproved Capital Value of the property;
ii. The minimum rate amount of $376.45 for each allotment.
j. CONDITIONAL RATE 2 – MINING AND EXTRACTION LEASES: With respect to every allotment of conditionally rateable land within the Regional boundaries held under a mining, extractive, or petroleum lease as defined in the Act, the applicable rate to be charged per allotment is the greater of:
i. a differential rate of 0.3475% of the Unimproved Capital Value of the property;
ii. The minimum rate amount of $890.96 for each allotment.
k. OTHER RATE: With respect to every allotment of rateable land within the Region boundaries that is not otherwise described elsewhere in this declaration, and which is not exempt from paying rates in the council assessment record under another statutory act (s.144 (L)) a flat rate of $ 1,235.21 for each allotment will
apply. In the event that the allotment contains separate residential parts or units, then the flat rate of $ 1,235.21 multiplied by the number of residential parts or units.
l. SPECIAL RATE – ANIMAL Management: With respect to every allotment of rateable land within the localities of Barunga, Beswick, Bulman, Jilkminggan, Eva Valley, Minyerri, Ngukurr, Numbulwar & Weemol that is used for residential purposes in the council assessment record, and for which the rural classification is not applicable, Council declared a Special rate “Animal Control” to assist with the implementation of Animal management in the area, a flat rate of $125.00 for each allotment. The total of $75,250 will be collected with special rates and will solely be used for Animal Management.
ChargesWaste Management / Garbage Collection Charge
a. Pursuant to Section 157 of the Act, Council declared the following charges in respect to the garbage collection services it provides for the benefit of eligible ratepayers within or near the following designated communities and townships within the Region area (except such land as the Council from time to time determines to be exempt or excluded from the provision of such services or for which the Council has determined impractical to provide such services) and the occupiers of such land.
b. The designated communities, localities, and townships subject to the garbage collection service charge are Barunga, Beswick, Borroloola, Bulman, Jilkminggan, Jodeluk, Manyallaluk, Mataranka, Ngukurr, Numbulwar, Urapunga, Weemol, and Werenbun.
c. The Council intends to raise $1,210,207.46 by way of garbage collection charges.
d. A charge of $ 426.58 per annum, regardless of whether the service is utilised or not, for each allotment used for residential, commercial, industrial, or government activity in the council
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assessment record multiplied by the number of standards bins assigned to the allotment multiplied by the number of collection services per week.
Waste Management Charge=$ 426.58 x #bins assigned x #assigned collection services
The standard Collection Services are:
Location / Community / Township
# Weekly Service Collections
Standard #bins
assigned
Barunga 2 2
Beswick 2 2
Borroloola 2 1
Bulman 2 2
Jilkminggan 2 2
Manyallaluk 2 1
Mataranka 1 1
Ngukurr 2 1
Numbulwar 3 1
Urapunga 2 2
Weemol 2 2
Relevant Interest RateThe relevant interest rate for late payment and charges is fixed in accordance with Section 162 of the Act at a rate of 18% per annum and is calculated on a daily basis.
Payment1. Rates and charges declared under this
declaration may be paid by:
a. Instalments of two (2) payments approximately equal instalments on the following dates:-
i. First instalment to be paid on or before 30 September of each year;
ii. Second instalment to be paid within four months of the due date issued on the rates notice.
2. Failure to pay either instalment or full payment by the due date will result in interest accruing.
3. Instalments falling due on a weekend or public holiday may be paid by the following business day, without incurring any penalty.
4. The relevant interest rate for the late payment of rates and charges is fixed in accordance with section 162 of the Local Government Act at the rate of 18% per annum.
5. Details of due date and specified amounts are listed on the relevant Rates Notice.
6. Variations to those options for payment will be administered according to the conditions outlined on the front and reverse of the Rates Notice.
7. A ratepayer who fails to pay the rates and charges notified under the relevant rates notice, under section 159 of the Act may be sued for recovery of the principal amount of the rates and charges, late payment penalties and costs reasonably incurred by Council in recovering or attempting to recover the rates and charges.
8. The Council under Section 173 of the Local Government Act may sell the land on which the rates have been in arrears for at least 3 years. More information on this is available in Council’s rating policy.
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Budget Legislative Requirement Legislative Framework This plan is prepared in accordance with the requirements of the Local Government Act. Relevant sections of the Act are as follows:
Part 10.4 Long-term financial plans 126 Long-term financial plan (1) A council must prepare and keep up-to-date a long-term financial plan. (2) A long-term financial plan must relate to a period of at least 4 financial years. (3) A long-term financial plan must contain: (a) a statement of the major initiatives the council proposes to undertake during the period to which the plan relates; and (b) projections of income and expenditure for each financial year of the period to which the plan relates; and (c) the council’s proposals for the repair, maintenance, management and development of infrastructure for each financial year of the period to which the plan relates. (5) The council must provide the Agency with a copy of its long-term financial plan by 31 July in the first financial year to which the plan relates.
Part 10.5 Annual budgets 127 Annual budgets (1) A council must prepare a budget for each financial year. (2) The budget for a particular financial year must: (a) outline: (i) the council’s objectives for the relevant financial year; and (ii) the measures the council proposes to take, during the financial year, towards achieving those objectives; and (iii) the indicators the council intends to use as a means of assessing its efficiency in achieving its objectives; and (b) contain estimates of revenue and expenditure for the financial year (differentiating between operating and capital expenditure); and
(c) state the amount to be allocated to the development and maintenance of each class of infrastructure for the financial year; and (d) state the amount the council proposes to raise by way of rates, and set out the rates structure, for the financial year; and (e) contain an assessment of the social and economic effects of its rating policies; and (f) state the allowances for members of the council for the financial year and the amount budgeted to cover payment of those allowances; and (g) contain any other information required by any guidelines that the Minister may make. (3) Subject to the regulations, a council must not budget for a deficit. 128 Adoption of budget or amendment (1) A council must adopt its budget for a particular financial year on or before 31 July in the relevant financial year. (2) Subject to subsection (2A), a council may, after adopting its budget for a particular financial year, adopt an amendment to its budget. (2A) An amendment cannot have the effect: (a) of increasing the amount of an allowance for the financial year for the members of the council; or (b) of changing the amount of an allowance for the financial year for members of a local authority established by the council except in accordance with any guidelines made by the Minister. (3) As soon as practicable after adopting its budget, or an amendment to its budget, for a particular financial year, a council must: (a) publish the budget or the amendment as adopted on the council’s website; and (b) notify the Agency in writing of the adoption of the budget or amendment; and (c) publish a notice in a newspaper circulating generally in the area informing the public that copies of the budget or amendment may be downloaded from the council’s website or obtained from the council’s public office. (4) The council’s budget forms part of the council’s municipal, regional or shire plan.
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Regional Plan Legislative RequirementsLegislative frameworkThis plan is prepared in accordance with the requirements of the Local Government Act. Relevant sections of the Act are as follows:
Part 3.2 Municipal, regional or shire plans 22 Municipal, regional or shire plan (1) Each council must have a plan for its area.(2) The plan for a municipal council is called the municipal plan, for a regional council, the regional plan, and for a shire council, the shire plan. (3) A council’s municipal, regional or shire plan:
(a) must be accessible on the council’s website; and (b) must be available for inspection at the council’s public office; and (c) must be available for purchase at a fee fixed by the council from the council’s public office.
23 Contents of municipal, regional or shire plan (1) A municipal, regional or shire plan:
(a) must contain: (i) a service delivery plan for the period to which the municipal, regional or shire plan relates; and (ii) the council’s budget; and
(b) must contain, or incorporate by reference: (i) any long-term, community or strategic plan adopted by the council or a local authority or local board and relevant to the period to which the municipal, regional or shire plan relates; and (ii) the council’s long-term financial plan; and
(c) must contain, or incorporate by reference, the council’s most recent assessment of:
(i) the adequacy of constitutional arrangements presently in force for the council under this Act and, in particular, whether they provide the most effective possible representation for the area; and (ii) the opportunities and challenges for local government service delivery in the council’s area; and (iii) possible changes to the administrative and regulatory framework for delivering local government services in the council’s area over the period to which the plan relates; and (iv) whether possibilities exist for improving local government service delivery by cooperation with other councils, or with government agencies or other organisations; and
(d) must define indicators for judging the standard of its performance.
(2) A council must make or revise an assessment of the matters mentioned in subsection (1)(c) at least once in the council’s term and, until the council makes or revises the assessment, the municipal, regional or shire plan is to include the assessment (if any) made during the previous term of the council. (3) A municipal, regional or shire plan incorporates a plan or assessment by reference if it refers to the plan or assessment and includes a link or reference to a webpage on which the plan or assessment is accessible. 24 Annual review of municipal, regional or shire plan (1) A council must adopt its municipal, regional or shire plan (or revisions to its municipal, regional or shire plan) between 1 April and 31 July in each year and forward a copy of the plan (or the revised plan) to the Agency by the latter date. (2) Before the council adopts its municipal, regional or shire plan (or revisions to its municipal, regional or shire plan) for a particular year, the council must:
(a) prepare a draft of the plan (incorporating any proposed revisions); and (b) make the draft plan accessible on the council’s website and make copies available for public inspection at the council’s public offices; and (c) publish a notice on its website and in a newspaper circulating generally in the area inviting written submissions on the draft plan within a period (at least 21 days) from the date of the notice; and (d) consider the submissions made in response to the invitation and make any revisions to the draft the council considers appropriate in the light of the submissions.
(3) Although the council’s budget forms part of its municipal, regional or shire plan, this section does not apply to the adoption of the budget or of amendments to it. (4) The adoption of a budget, or of amendments to it, operates to amend the municipal, regional or shire plan so that it conforms with the most recent text of the council’s budget. 24A Core services The Minister may, by Gazette notice, advise one or more regional councils or shire councils as to the services that, in the Minister’s view, are services that the regional council or councils or shire council or councils should, as a priority, provide and the regional council or councils or shire council or councils must consider such a list when adopting and renewing their plan.
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STREET ADDRESSES
2 Crawford Street Katherine NT 0850
POSTAL ADDRESS
PO Box 1321 Katherine NT 0851
CONTACT
Phone 08 8972 9000Fax 08 8911 7020Email [email protected] www.ropergulf.nt.gov.au
Roper Gulf Regional Council ABN 94 746 956 090