ROPER GULF REGIONAL COUNCIL Strategic Planropergulf.nt.gov.au/wp-content/uploads/2017/12/2017_R… · · 2017-12-19flowing figures have multiple meanings. They represent the five

1STRATEGIC PLAN 2018-2021

ROPER GULF REGIONAL COUNCIL

Strategic Plan 2018-2021

2 ROPER GULF REGIONAL COUNCIL

ROPER GULF REGIONAL COUNCIL 2018-2021 STRATEGIC PLANThe Roper Gulf Regional Council 2018-2021 Strategic Plan is available online at www.ropergulf.nt.gov.au.For more information about the Strategic Plan, please contact:Manager Governance and Corporate PlanningAddress: PO Box 1321, Katherine NT 0851Phone: 08 8972 9005Email: [email protected]

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.

RGRC ADMINISTRATION CENTREStreet Address

2 Crawford Street Katherine NT 0850Postal AddressPO Box 1321 Katherine NT 0851Phone 08 8972 9000

Fax 08 8944 7020Email [email protected]

Website www.ropergulf.nt.gov.au

Roper Gulf Regional Council ABN 94 746 956 090

WORKS DEPOT63 Chardon Street Katherine NT 0850

COMMERCIAL, COUNCIL AND COMMUNITY SERVICES126 Victoria Highway Katherine NT 0850

COUNCIL OFFICES Phone Fax

Barunga 08 8977 3200 08 8944 7059Beswick 08 8977 2200 08 8975 4565Borroloola 08 8975 8758 08 8975 8762Bulman 08 8975 4189 08 8975 4753Jilkminggan 08 8977 3100 08 8975 4905Manyallaluk 08 8975 4055 N/AMataranka 08 8977 2300 08 8975 4608Ngukurr 08 8977 4600 08 8975 4658Numbulwar 08 8977 2100 08 8975 4673

DESIGN AND LAYOUTPhotography: Roper Gulf Regional CouncilDesign and layout: [email protected]

This Strategic Plan was approved by Council on Month Day 2018.

OTHER LOCATIONSBarawarkaBaghettiBarrapunta (Emu Springs)Boomerang LagoonCostelloDaly WatersJodetluk (Gorge Camp)Kewulyi

LarrimahMinyerriMole HillMount CattMulganNulawan (Nalawan)Werenbun

INDIGENOUS BROADCASTINGLocated in Barunga, Beswick, Bulman, Ngukurr and Numbulwar.

Phone 08 8972 9000

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


Section 1 - IntroductionWhat is the Strategic Plan? 5

Message from the Mayor 6

Our Council 7

About Us 8

About the Roper Gulf Region 9

Our Vision, Mission and Values 10

Section 2 - Planning FrameworkOur Role and Responsibilities 12

Our Planning Framework 13

Measuring Our Success 14

SWOT Analysis for Service Delivery 15

Section 3 – Strategic GoalsOur Goals 19

Goal 1 – Good Governance 20

Goal 2 – Strengthen Quality of Life in the Roper Gulf Region 22

Goal 3 – To Protect and Care for Our Physical Environment 24

Goal 4 – To Support Training and Employment in Remote Communities 26

Section 4 – Long-Term Financial PlanProjections of Income and Expenditure (2017-18 to 2020-21) 28

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The Roper Gulf Regional Council 2018-2021 Strategic Plan is a document that identifies the direction we need to take in order to strengthen the quality of life for those who call the Roper Gulf region home over the current four-year term of Government.This Strategic Plan lays out the four goals we believe are critical to delivering our vision of a sustainable, viable and vibrant future for both the organisation and residents, and specifies the outcomes that will contribute to the achievement of this aim.

These goals represent the core of what we are about – robust governance, providing safe, strong communities, protecting the physical environment of our Local Government Area, and supporting training, employment and economic development opportunities for remote stakeholders.

The focus of our annual Regional Plan is underpinned by the strategies explained in this document.

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Roper Gulf Regional Council’s 2018-2021 Strategic Plan was developed in late 2017 following the appointment of the 13 new Elected Members who will lead the organisation for the next four years.Our region is the jewel in the crown of the Top End, with unlimited potential to develop into a social and economic powerhouse that plays a major role in the long-term growth of the Northern Territory.

Council is an impassioned advocate for that development, and I believe the four goals outlined on the following pages will provide the framework for us to deliver on outcomes that will make the Roper Gulf region sustainable, viable and vibrant for generations to come.

These goals take on the themes of strong governance and financial management, building capacity, ensuring natural environment is considered in every decision we make, and supporting local training opportunities and employment for local people.

The outcomes, and strategies that will be implemented to achieve them, have been purposely designed to be easy to understand and quantifiable,

which will allow us to track and report our progress on an annual basis via the Regional Plan and Annual Report.

This Strategic Plan is the result of extensive consultation with stakeholders at all levels, and I would like to thank them, Council staff, our 10 Local Authorities and my fellow Elected Members for their input and dedication to creating a document that clearly sets out our direction until 2021.

Judy MacFarlaneMayorRoper Gulf Regional Council

MES

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OU

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NEVER NEVER WARD

NYIRRANGGULUNG WARD

SOUTH WEST WARD

YUGUL MANGI WARD NUMBULWAR NUMBURINDI WARD

Councillor Annabelle Daylight

Councillor Ossie Daylight

MayorJudy MacFarlane

Councillor Selina Ashley

CouncillorWayne Runyu

Deputy MayorHelen Lee

Councillor Eric Roberts

CouncillorOwen Turner

Councillor David Murrungun

CouncillorEdwub Nunggunmajbarr

Councillor Don Garner

CouncillorKeith Rory

CouncillorSamuel Evans

The third Roper Gulf Regional Council was sworn in on September 14, 2017 at its inaugural Ordinary Meeting of Council in Katherine. At the meeting, Never Never Ward Councillor Judy MacFarlane was appointed Mayor for the four-year term of Government and Nyirranggulung Ward Councillor Helen Lee Deputy Mayor.

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KATHERINE TOWN COUNCIL

EAST ARNHEM REGIONAL COUNCIL

WEST ARNHEM REGIONAL COUNCIL

VICTORIA DALY REGIONAL COUNCIL

BARKLY REGIONAL COUNCIL

NYIRRANGGULUNG WARD

Daly Waters

NEVER NEVERWARD

YUGUL MANGIWARD

SOUTH WESTWARD

NUMBULWAR NUMBURINDI

WARD

BulmanWeemol

Beswick

Minyerri/Hodgson Downs

Jilkminggan

Larrimah

Mataranka

Manyallaluk (Eva Valley)

Barunga

Robinson River

Borroloola

NumbulwarKatherine

NgukurrUrapunga

DARWINJABIRU

PINE CREEK

ROPER GULF REGIONAL COUNCIL

KATHERINE

ALICE SPRINGS

DALY WATERS

RENNER SPRINGS

TENNANTCREEK

BARROWCREEK

WA

SA

NT

QLD

ABOU

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Roper Gulf Regional Council delivers a range of services and programs as diverse as the part of the Northern Territory’s Top End it is located in.Roper Gulf Shire Council was formed in 2008 following the amalgamation of six smaller Community Councils - Borroloola Community Council, Numbulwar Numburindi Community Council, Nyirranggulung Mardrulk Ngadberre Regional Council, Yugul Mangi Community Council, Mataranka Community Council and Jilkminggan Community Council - and previously unincorporated land. It was renamed Roper Gulf Regional Council in January 2014.

Incorporating a Local Government Area of 186,000 square kilometres – almost three times the size of Tasmania – the Council’s operational footprint is the fourth largest in the NT and 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.

The Council’s strategic direction and service delivery is governed by four major pieces of legislation, being:

• Local Government Act; • Local Government (Accounting) Regulations;• Local Government (Administration) Regulations; and• Local Government (Electoral) Regulations.

In addition, subordinate Guidelines and General Instructions determine the Council’s operational model in a number of key areas, including the establishment and maintenance of the 10 Local Authorities within its boundary.


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

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The Roper Gulf Local Government Area is a vast area as rich in biodiversity as it is with the people who call the region home.

The Census held in 2016 showed 6,505 people live in towns and outstations within the Roper Gulf Regional Council boundary, with a median age of just 26. Of this small 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.

The towns and communities serviced by the Council are:

Central Arnhem Management Area

• Barunga (population 363*);

• Beswick (population 531);

• Bulman and Weemol (population 266);

• Daly Waters (population 9);

• Jilkminggan (population 301);

• Larrimah (population 47);

• Manyallaluk (population 87);

• Mataranka (population 350); and

• Minyerri** (population 585).

Roper Management Area

• Borroloola (population 871);

• Ngukurr (population 1149);

• Numbulwar (population 723);

• Robinson River*** (population 222); and

• Urapunga (population 128).

The Council receives funding from the Northern Territory Department of Housing and Community Development to provide maintenance and essential services in the following outstations:

• Badawarka

• Baghetti

• Boomerang Lagoon

• Barrapunta

• Costello

• Jodetluk (Gorge Camp)

• Kewulyi

• Mole Hill

• Mount Catt

• Mulgan Camp

• Nulawan

• Werenbun

Almost 80 per cent of people living within the Council’s Local Government Area identify as Aboriginal or Torres Strait Islander - three times the NT figure of 25.5 per cent, and 28 times greater than the national figure of 2.8 per cent. It is estimated that X traditional languages are regularly spoken in the region, with 48.6 per cent of the population speaking Kriol at home.

* Population data source: Australian Bureau of Statistics (2016 Census)

** Core program and service delivery provided by Alawa Aboriginal Corporation (AAC), with Community Night Patrol service subcontracted by Roper Gulf Regional Council to AAC.

*** Core program and service delivery provided by Mungoorbada Aboriginal Corporation.

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VISIONRoper Gulf Regional Council’s vision is to be Sustainable, Viable and Vibrant through:

• SERVICE DELIVERY: be the provider of choice by meeting appropriate service standards;• GOVERNANCE: the role model for good governance;• LEADERSHIP: identify, nurture, and promote excellence in leadership;• RELATIONSHIPS: growing relationships through community partnerships;• INVESTMENT OPPORTUNITIES: a smart place to do business;• ENGAGEMENT: listen, learn and respond;• PEOPLE: employer of choice; and• KNOWLEDGE: planning and development based on knowledge of the region.

MISSION

Roper Gulf Regional Council is the Local Government delivering a variety of services to remote communities in the Roper Gulf region and adjoining areas by working as one towards a better future through effective use of all resources.


VALUES

HonestyEqualityAccountabilityRespectTrust

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The Roper Gulf Regional Council 2018-2021 Strategic Plan is our commitment to the people of our Local Government Area to contribute to making the place they work and play more liveable, as well as socially and economically sustainable.As the largest service provider to towns, outstations and homelands in the Roper Gulf region, we recognise that we have a vital leadership role to play not only through the implementation of the plan, but also by being an advocate that values collaboration and strives to develop strong relationships between all stakeholders.

Under the provisions of the Local Government Act, the 13 Councillors whom have been elected to represent residents for the four-year term covered by the plan have a prescribed set of responsibilities they must carry out.

Our role as a Council is:

a. to act as a representative, informed and responsible decisionmaker in the interests of its constituency; and

b. to develop a strong and cohesive social life for its residents and allocate resources in a fair, socially inclusive, and sustainable way; and

c. (c) to provide and coordinate public facilities and services; and

d. to encourage and develop initiatives for improving quality of life; and

e. to represent the interests of its area to the wider community; and

f. to exercise and perform the powers and functions of local government assigned to the council under this Act and other Acts.

The role of individual Elected Members is:

a. to represent the interests of all residents and ratepayers of the council area; and

b. to provide leadership and guidance; and

c. to facilitate communication between the members of the council’s constituency and the council; and

d. to participate in the deliberations of the council and its community activities; and

e. to ensure, as far as practicable, that the council acts honestly, efficiently and appropriately in carrying out its statutory responsibilities.


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The Roper Gulf Regional Council 2018-2021 Strategic Plan is the overarching document in our integrated planning framework.In order for our strategic goals and sustainability to be achieved, there are a number of lower-level documents that drive planning for a range of functions, including organisational structure, service delivery, budgeting and business unit operation.

The plans that make up the framework are:

Strategic Plan

The Strategic Plan is a plan that sets the vision, mission, goals, strategies and key performance indicators of the Council. The plan sets the scene for the Council’s strategic direction and priorities for the next four years, or the term of Council. The plan is released for a 21-day period for public comment before being endorsed by Elected Members.

Regional Plan

The Regional Plan in an annual document that includes the Council’s governance structure, staffing chart, service delivery plan and town priorities, financial planning, including a Budget summary, and rates declaration. The plan is released for a 21-day period for public comment before being endorsed by Elected Members.

Operational Plan

The Operational Plan provides the operational strategies for each business unit and informs the activity plans of managers within the Council’s three Directorates.

Activity Plans

An 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.

Work Plans

These detailed plans are task related. A manager facilitates the specific instructions for service delivery at each service location detailing schedules, daily tasks and deadlines for completion.

A summary of each plan and which level it sits on within the integrated framework, is illustrated below.

PLANNING LEVEL LIFE OF PLAN REPORTING/EVALUATION REVIEWED ACTION GROUP

STRATEGIC PLAN 4 years Annual Report One year before end of life Council

REGIONAL PLAN 1 year Quarterly to Council Quarterly to OCM CEO

OPERATIONAL PLAN 1 year Annually to CEO Quarterly to CEO Directors

ACTIVITY PLANS 1 year Quarterly to SLT Monthly Managers

WORK PLANS Weekly/monthly Weekly/monthly Monthly Coordinators/Officers

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As part of our commitment to transparent and accountable service delivery, reporting on the progress of Key Performance Indicators (KPIs) against the strategies outlined in the Roper Gulf Regional Council 2018-2021 Strategic Plan is completed on a quarterly basis to Elected Members at Ordinary Meetings of Council.The KPIs we are measuring against the specific strategies in the plan are detailed in our annual Regional Plan, which must be adopted by the Council by July 31 for the following financial year.

Due to the nature of many of the KPIs, it is only possible for them to reported on annually, but their progress and the actions being taken to ensure they are achieved are made publicly available regularly throughout the financial year in Elected Member reports at Ordinary Meetings of Council and Local Authority Meetings.

Our Annual Report provides the community and other stakeholders with an accurate way to measure our performance over the previous 12-month period through a comprehensive listing of identified KPIs and assessment of whether they were met or not met.

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In accordance with Section 23 of the Local Government Act, the following Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis identifies the most recent assessment of opportunities and challenges for service delivery in the Roper Gulf Local Government Area.

Any future reviews of relevant Northern Territory and Commonwealth Acts, Regulations or Guidelines may impact Roper Gulf Regional Council’s operation and service delivery.

STRENGTHS STRATEGY RESPONSIBILITY

Financial performance Continually review financial policies to ensure compliance with legislation and accounting standardsRegular review of financial reports against budgetEnsure through the budget process that all programs are fully fundedManaging contracts and agency services to be adequately funded Partially funded annual depreciation expenseNo expenditure outside budget Staff with high professional and technical skills

Director Corporate GovernanceFinance ManagerFinance CommitteeManagers

Financial reporting Continue to review our financial reporting process Director Corporate GovernanceFinance Manager

Governance and Corporate Planning

Continue to align the grants and project management resources to deliver on Town Priority projectsImprove focus area reportingContinue professional development of Elected MembersContinue professional development of Corporate Governance staffImprove corporate communication strategies and activitiesAnnual review of policiesReview record management process

Director Corporate GovernanceGovernance Manager

Investment strategy Continue with current strategy Finance Manager

Fleet management Continue vehicle replacement programIVMSContinue regular maintenance programEnsuring all vehicles are fit for purpose

Director Corporate GovernanceAsset Manager

ICT Systems – one platform for Finance, HR, Asset and WHS management systems

Continue configuration and implementation of the Technology 1 product across Finance, HR, Assets and WHSInvestigate the utilisation of the Technology 1 product for grants management and project management

Director Corporate Governance

WHS management and awareness Continue the high level extension of the Katherine team to the communitiesIncrease the Council’s awareness of its obligation as a leader in relation to the organisation’s WHS performance

Strategic Leadership Team

Australian Government and NTG on local infrastructure upgrades in remote locations

Continue to align the Government’s Developing the North Strategies to the Council’s local infrastructure development prioritiesDevelop a long-term Financial and Asset Management Plan


Involvement in the Big Rivers Region Waste Management Reference Group

Development of the Big Rivers Region Waste Management StrategyMaintain our membership and engagement in the Big Rivers Region Waste Management Coordination projectDeliver on the Regional Waste Management Facility in Mataranka

Director Council and Community Services

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High value procurement Maintain the use of the Tenderlink and Local Buy Strategic Leadership Team

Regional office infrastructure To implement a staged development plan for 2 Crawford StreetUndertake investigations and long term planning for current premises in Katherine


Contract Management and Service Delivery

Improve the Council’s contract management system and capabilitiesImplement continual improvement processes for contract management; development of panel of contractors framework and release for EOI

Director Commercial Services

Organisational capacity for service delivery

Maintain organisational accreditationsContinue to advocate our organisations capabilities


Development of long term infrastructure plans

Implementation of the ROAMS system for our assets Undertake audit of fixed assets and facilities and incorporate into long term plansUpdate asset management plans to include long term asset management strategies


Animal health program has reduced population and increased health

Introduce a user-pay system to ensure the sustainability of this program


Litter management Introduce a container deposit scheme which will potentially reduce the litter stream by 90%


Local Authority support Continue professional development of members and local admin support staff

Director Corporate Governance Governance Manager

Presence in Indigenous remote communities

Maintain our existing position, identify gaps and improve the functionality of our fixed assets


Cross-cultural relationships Utilise the knowledge of our local leaders in a comprehensive orientation program and decision making frameworks


WHS organisational culture Continued improved WHS leadership in all directorates Strategic Leadership Team

WEAKNESSES STRATEGIES RESPONSIBILITY

Assets with no operational funding Investigate strategies to increase operational funding through user pay, and funding optionsContinue to impress on the Council the opportunity cost of accepting capital infrastructure for unviable assets


Operational planning and reporting Development of annual operational plans Monthly review of compliance with operational plans


Asset replacement reserve is less than accumulated depreciation

Establish infrastructure renewal fund Budget for full funding of annual depreciation expenseTransfer any operational surplus to asset replacement reserve

Director Corporate GovernanceFinance Manager

Fixed asset management such as roads and facilities

Utilising asset management systems to identify high priority needs Develop asset management systems to utilise audit information


Recruitment and retention of suitably qualified staff

Development of workforce development planDevelop succession planning policyDevelop and implement a reward and recognition programDevelop and implement a strategic remuneration policy and practices



WHS organisational culture Improve WHS inductions/training and continue vigilance Strategic Leadership Team

Risk management Review and implement a Risk Management Plan for the organisationImplement an internal audit program


Organisational structure Managers’ matrix implementation to continue to improve communication and coordination


Low-cost procurement Develop rigorous procedures for procurement to capitalise on the high volume of goods and services, and increase value for money


Asset repairs and maintenance Develop thorough procedures to improve efficiencies in our asset maintenance program


Development opportunity for middle managers and emerging managers

Create a Leadership Management Program Strategic Leadership Team

Lack of service delivery standards Create service delivery standards across core and agency services


Aging IT infrastructure Develop IT infrastructure replacement plan Director Corporate Governance

Other agencies working with the Council

Develop communication and coordination process between agency and core services


Non-compliance with agency services contracts

Implement a compliance internal audit system Director Corporate Governance

The Council accepting contracts that cost-shift to the Council

Providing frank and fearless advice on the consequence of accepting inadequately funded programsIf accept the funding because the program is valued, the program will have a reduced scope to fit the budget


Induction and performance management processes

Develop a comprehensive regional and local multi-faceted orientation and induction program for all staff including cross cultural trainingDevelop a welcome booklet for all staff


OPPORTUNITIES STRATEGIES RESPONSIBILITY

Prioritise our road projects expenditure

Utilise the new roads and stormwater audit to prioritise expenditure

Director Council and Community Services Director Commercial ServicesFinance Manager

Shared services with other councils Discuss with adjoining Councils opportunities for shared services


Attainment of more Government contracts

Lobby the Government to demonstrate our capacity to deliver more contracts on their behalf


Look at other investment opportunities

Review investment policy and seek expert advice on potential investments


Extend resource distribution from Mataranka

Investigate and design a master plan to rationalise the Council office, museum and municipal yard in preparation for the development of a resource distribution centre on Council’s special purpose lease


Growth town opportunities for increased economic development translating to jobs and resources

Work with Government to develop long-term economic plans for Borroloola, Numbulwar and Ngukurr


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Engage youth in Council decision making processes

Ensure that at least two members of each Local Authority are under the age of 25 and represent the youth of their communitiesCouncil youth programs to develop through community consultation of long-term youth needs and plans for assets and activitiesCouncil extends the Youth Services program to the Central Arnhem management area

Director Corporate GovernanceDirector Council and Community Services

Increase ability to influence Government policy

Ensure that the Council monitors communications from Government and advocates community issues relating to Government policy

CEO

THREATS STRATEGIES RESPONSIBILITY

Inadequate own source revenue Review Rating Policy with a view of increasing rates in line with other CouncilsReview investment in line with Investment PolicyContinue to explore commercial opportunities

Director Corporate GovernanceFinance ManagerDirector Commercial Services

Funding Agencies are not recognising the real cost for facility use

Fully cost all funding offers including asset expense prior to acceptance of the offerAll Funding Agreement negotiations to be undertaken with a minimum of cost-neutral outcome Reduce the scope of the program if the funding is inadequate

All DirectorsFinance Manager

Continued low interest rates is reducing return on investment

Review investment in line with Investment Policy Director Corporate GovernanceFinance Manager

Conditional rating Advocate for the abolition of Conditional Rating MayorCEO

Reliance on grant and agency funding

Review Rating Policy with a view of increasing rates in line with other CouncilsReview investments in line with Investment PolicyContinue to explore commercial opportunities

Director Corporate GovernanceFinance ManagerDirector Commercial Services

Some remote service centres have no or limited ICT system – Jilkminggan, Larrimah and Urapunga

Continue to advocate for better ICT infrastructure for remote communities


Development of By-Laws Continue to cooperate with LGANT and the NTG on the development of By-Laws

Director Corporate GovernanceGovernance Manager

Government policy change Stay aware of discussion of Government policy and influence discussion through the use of media, social media, advocacy and lobbying of stakeholders

MayorExecutive

Cost shift to Local Government Fully cost all funding offers including asset expense prior to acceptance of the offer.All Funding Agreement negotiations to be undertaken with a minimum of cost-neutral outcome.Stay aware of discussion of Government policy and influence discussion through the use of media, social media, advocacy and lobbying of stakeholders

MayorExecutive

Wet season access and tyranny of distance

Improve logistical and service delivery planning to mitigate isolation caused by environmental factors

All Directors


The four goals that make up Roper Gulf Regional Council’s Strategic Plan are vastly different in the outcomes they target, yet they are all similar in the fact that they align with the vision staff, Elected Members, Local Authorities and residents share of a prosperous future based on sustainable social and economic development. Goal one recognises that good governance, innovative leadership and strong financial management are important for Council to have the operational capacity to deliver the ever-changing services and programs communities demand.

Goal two is our commitment to leading by example to empower residents’ participation by promoting local development opportunities, and contributing to safe and harmonious communities.

The natural beauty of the Roper Gulf region is one of its biggest assets, which is why Goal three outlines how we will help protect the environment through best practice animal health, waste management and recycling strategies, and incorporating the use of green spaces in urban developments.

Goal four focuses on Council’s strategy to engage stakeholders to provide local training and employment opportunities for local people.

OUR

GOAL

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A sustainable, viable and vibrant Council and

Roper Gulf region

GOAL 1Good governance

GOAL 4To support training and employment

in remote communities

GOAL 3To protect and care

for our physical environment

GOAL 2Strenthen the

quality of life in the Roper Gulf Region

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GOAL 1

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

OUTCOMES STRATEGY

1.1. Council decisions based on community inclusion and consultation

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

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

1.1.3 Undertake annual Community Satisfaction Survey, and public consultation on Regional and Strategic Plans

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

1.2.2 Facilitate ongoing training for Members on governance, advocacy and meeting procedures

1.2.3 Revise Local Authority Handbook to complement training for Local Authority Members and support local leadership, community development and financial awareness

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

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

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

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

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


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

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

1.4.3 Through community consultation ensure community priorities are identified in Council’s business planning process

1.5. Organisational sustainability through responsible financial management

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

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

1.5.3 Maintain legislative compliance through regular internal and independent audits, compliance checks and reviews

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

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

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

1.6.2 Improve communications on decisions of Council that directly impact communities

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

1.7. Contribute to improved community planning and design

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

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GOAL 2

Strenthen the quality of life in the Roper Gulf RegionCouncil provides safe, strong and vibrant communities through building participation, contributing to safe and harmonious communities, and promoting local economic development opportunities.

OUTCOMES STRATEGIES

2.1. Increase community participation in delivery of Agency Services

2.1.1 Delivery of programs for feasible remote agency services that Council has the capacity to deliver

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

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

2.2.2 Install solar lighting in identified public areas

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

2.2.4 Continued delivery of Community Night Patrol program

2.3. Vibrant, economically-sustainable communities

2.3.1 Consult with stakeholders to identify priority projects specific to each community

2.3.2 Advocate to other tiers of Government, stakeholders and financial partners to secure support and funding for identified priority projects

2.3.3 Utilise Council’s existing networks and communications channels to actively promote positive economic and social stories from communities in the Roper Gulf Local Government Area

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

2.3.5 Advocating for improved connectivity through development of linear infrastructure


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GOAL 3

To protect and care for our physical environmentCouncil 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.

OUTCOMES STRATEGIES

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

3.1.2 Revise and implement Council’s Green Plan

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 climate change

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

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

3.2.3 Promote the benefit of waste resource recovery

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

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

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

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

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

3.4. Build the resilience of communities against emergencies

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

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

3.4.3 Developing infrastructure to withstand extreme climatic events and emergencies


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GOAL 4

To support training and employment in remote communitiesCouncil engages stakeholders to identify and deliver training and employment opportunities in the Roper Gulf Local Government Area.

OUTCOMES STRATEGIES

4.1. Local jobs for local people

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

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

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

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

4.1.5 Continue to attract and maintain contracts and services to employ local people

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

4.2.2 Collaborate with stakeholders to provide training opportunities in community development projects

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

4.3. Generational growth in employment opportunities

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

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


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Roper Gulf Regional Council’s Long-Term Financial Plan has been developed to support and achieve the goals and strategies that are highlighted in this Strategic Plan.

• The Community Development Program has employment sustainability for our organisation and promotes opportunities for employment for local people.

• The Council will develop an Integrated Asset Management Program during the 2017-18 financial year for its ongoing asset management requirements. It is anticipated that this should provide cost efficiencies going forward.

• The Council is undertaking an asset assessment process during the the 2017-18 financial year to fully evaluate all council controlled fixed and non-fixed assets with the goal of rationalising underutilised assets and developing management plans for all assets.

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


Projections of Income and Expenditure

2017-18 2018-19 2019-20 2020-21

ROPER GULF 4 YEAR PROJECTED BUDGET BUDGET ($) BUDGET ($) BUDGET ($) BUDGET ($)

Income

11 - Income Rates 1,872,808 2,153,729 2,412,177 2,605,151

12 - Income Council Fees and Charges 772,167 795,332 819,192 843,768

13 - Income Operating Grants Subsidies 18,014,182 18,014,182 18,554,607 19,111,246

14 - Income Investments 220,000 200,000 180,000 180,000

17 - Income Agency and Commercial Services 14,352,277 14,639,323 14,785,716 15,081,430

19 - Other Income 112,913 115,000 115,000 116,000

TOTAL INCOME 35,344,346 35,917,566 36,866,692 37,937,594

CARRIED FORWARD / RESERVES

81- Carried Forward Reserves 3,090,701 3,646,639 3,861,299 3,952,700

TOTAL CARRIED FORWARDS 3,090,701 3,646,639 3,861,299 3,952,700

EXPENDITURE

21 - Employee Expenses 21,350,763 21,991,286 22,651,024 23,330,555

22 - Contract and Material Expenses 7,978,939 8,138,518 8,301,288 8,467,314

23 - Fleet, Plant & Equipment 1,071,091 1,116,077 1,162,952 1,174,582

24 - Asset Expense 4,435,599 4,568,667 4,705,727 4,846,899

25 - Other Operating Expenses 3,586,984 3,737,637 3,894,618 4,058,192

27 - Finance Expenses 11,670 12,020 12,381 12,752

TOTAL EXPENDITURE 38,435,047 39,564,205 40,727,990 41,890,294

OPERATING SURPLUS/(DEFICIT) 0 0 0 0

CAPITAL EXPENDITURE

53 - Asset Purchases 3,320,000 3,320,000 2,500,000 2,500,000

TOTAL CAPITAL EXPENDITURE 3,320,000 3,320,000 2,500,000 2,500,000

Budget Assumptions

• All current services will continue to be provided by the Council;• There are no adverse changes in government policies impacting the Regional council;• Depreciation Expense to be covered from operational income;• Use of Reserves to fund capital expenditure; • Any unaccounted surpluses would be transferred to asset replacement reserves at the year end; and• No direct control on Grants and agency income for future years.

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2 Crawford Street, Katherine NT 085063 Chardon Street, Katherine NT 0850PO Box 1321, Katherine NT 0851

For all inquiries, please call 08 8972 9000 from 8.00am until 4.30pm Monday to Friday, or email [email protected] up to date by following us on Facebook and Twitter

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Documents

ROPER GULF REGIONAL COUNCIL Strategic Planropergulf.nt.gov.au/wp-content/uploads/2017/12/2017_R… · · 2017-12-19flowing figures have multiple meanings. They represent the five