Victoria Daly Shire Council Shire Plan Victoria Daly Shire Council Contacts Headquarters Phone –...

Victoria Daly Shire Council

Shire Plan

June 2012-2013

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Victoria Daly Shire Council Contacts

Headquarters Phone – (08) 8972 0777 Fax – (08) 8971 0856 Post – Po Box 19

Katherine NT 0851

Location – 14 Katherine Terrace Katherine NT 0850

Email – [email protected] Website – www.victoriadaly.nt.gov.au Daguragu / Kalkarindji Phone: (08) 8975 0357 Fax: (08) 8975 0804 Address: CMB Kalkarindji Via Katherine NT 0852

Nauiyu / Daly River Phone: (08) 8978 2422 Fax: (08) 8978 2382 Address: PMB 28 Daly River NT 0822

Palumpa Phone : (08) 8978 2450 (08) 8978 2275 Fax: (08) 8978 2589 Address: CMB 30 WINNELLIE NT 0821

Peppimenarti Phone: (08) 8978 2377 Fax: (08) 8978 2370 Address: PMB 56 WINNELLIE NT 0822

Pine Creek Phone: (08) 8976 1391 Fax: (08) 8976 1212 Address: PO Box 144 PINE CREEK NT 0847

Timber Creek Phone: (08) 8975 0860 Fax: (08) 8975 0708 Address: PMB 150 Via KATHERINE NT 0852

Wadeye Phone: (08) 8978 2355 Fax: (08) 8978 2357 Address: Wadeye Post Office Port Keats Via DARWIN NT 0822

Yarralin Phone: (08) 8975 0839 Fax: (08) 8975 0863 Address: PMB 116 Via KATHERINE NT 0852

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Table of Contents Foreword.................................................................................................................................... 4 1. Introduction........................................................................................................................... 6

Shire Boundaries................................................................................................................... 7 General Information............................................................................................................... 8 Area....................................................................................................................................... 8 Population ............................................................................................................................. 8 Council Member Allowances................................................................................................. 8 Victoria Daly Shire Ward Map ............................................................................................. 10

2. Governance and Representation......................................................................................... 11 Principles for Developing the Governance Structure: ......................................................... 11 Shire Elected Representation ............................................................................................. 12 Town Planning..................................................................................................................... 12 Community Surveys ............................................................................................................ 13 Local Roads, Drainage, Street Lighting .............................................................................. 13 Rubbish removal, litter pick up, landfill................................................................................ 13 Housing repairs and maintenance ...................................................................................... 13 Parks and reserves, sports grounds and playground ......................................................... 14 Animal welfare and control .................................................................................................. 14 Community Services ........................................................................................................... 14 (Sport & Recreation, Night Patrol, Aged & Child Care)....................................................... 14 Overall Services .................................................................................................................. 15 Demographic Projections .................................................................................................... 15 Regional Management Plan................................................................................................ 15 Statutory Requirements....................................................................................................... 15

3. Opportunities & Challenges................................................................................................. 16 Opportunities ....................................................................................................................... 16 Challenges .......................................................................................................................... 17

4. Shire Plan ............................................................................................................................ 18 5. Service Delivery................................................................................................................... 19

Core Services...................................................................................................................... 19 Non Core Services .............................................................................................................. 20 Commercial Services .......................................................................................................... 20 Other Council Services........................................................................................................ 21 Development of Service Delivery Plans .............................................................................. 21 Assets and Infrastructure .................................................................................................... 22

6. Organisation Structure......................................................................................................... 24 Operational Locations ......................................................................................................... 24 Staffing Levels and Detailed Organisational Structure ....................................................... 25

Detailed Organisational Structure ........................................................................................ 1 7. 2012-13 Financial Plan....................................................................................................... 29

Financial Sustainability Results........................................................................................... 30 Long Term Financial Plan ................................................................................................... 30 Future Strategic Management Planning Development ....................................................... 30 Overview – 2012-2013 Financial Plan ................................................................................ 31 Estimated Income Summary for 2012-2013........................................................................ 34 Expenditure – Tied Grants .................................................................................................. 36 Financial Statements........................................................................................................... 36 Financial Indicators ............................................................................................................. 36 Key Conclusions.................................................................................................................. 36 Measures Implemented for Rate Change ........................................................................... 39

Victoria Daly Shire Council ................................................................................................... 1 Strategic Plan ....................................................................................................................... 1

1. To provide good governance, leadership and advocacy............................................. 43 2. To promote local employment and a strong regional economy .................................... 45 3. To provide high quality services within financial resources .......................................... 48 4. To maintain and develop shires assets, natural resources and country....................... 50 5. To ensure strong, safe, healthy communities that respect culture and heritage ........... 52

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Foreword The original Shire Plan, which was developed during 2008/2009, has undergone an extensive consultation process and this reviewed edition has been developed with the assistance and input from many people and groups. Victoria Daly Shire Council became a legal entity on July 1st 2008 and inaugural council elections were held in October 2008 and the most recent election was held in March 2012. Section 3.2 of the Northern Territory Local Government Act 2008 (as amended) states that each Council must have a Shire Plan which must contain: • A Service Delivery Plan • Council’s Budget • Long term strategic plan • The adequacy of constitutional arrangements • Opportunities and challenges • Regional co-operation • Performance indicators A Council must adopt its Shire Plan and any revisions between 1 April and 31 July in line with the budget. The aim of the Shire Plan is to improve the quality of life for our residents. Victoria Daly Shire Council reviews its Shire Plan on an annual basis. This year we have involved the Local Boards and Council has also undertaken independent community surveys within each community in regards to the services we provide to also feed into the Shire Plan. The vast majority of Council’s income is produced in grants from a range of Australian and Territory Government Agencies. These are often annual agreements, making the budgetary process for each financial year extremely difficult. This year Council will concentrate on further strengthening Local Boards, asset management, compliance, land tenure and by-law development. Council elections occurred in March 2012 with a new Council elected. Community members and residents are encouraged to consider standing for council. This year will also see the replacement of many non fixed assets (cars/plant) funded by borrowings. This will allow communities to have access to equipment required for service delivery. Council has established an Indigenous Employment Working Party to develop a recruitment and retention strategy for local indigenous employment and a workforce development plan in conjunction with the NT Government. Land tenure will also be a major issue with Council currently only having short term occupancy rights under the intervention.

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The Victoria Daly Shire Council is committed to ensuring the new system of local government will provide stable governance, robust accountability, a strong voice for the region and resources to devote to attracting funding and investment. The Shire has already had a 59 per cent increase in employment and is currently supporting many local businesses to develop into sustainable businesses supporting local employment of Indigenous people. ______________________ _______________________ Cr. Betty Sullivan Greg Arnott Mayor Acting Chief Executive Officer

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1. Introduction

Victoria Daly Shire Council strives to exceed community expectation in its operational functions and deliver a balance of services that respond to community requirements. The Victoria Daly Shire Council Shire Plan has received feedback from Local Boards advising that they prefer the Shire Plan to be simple, easy to read and clearly set out expectations of what we will deliver. In 2007 the structural reform of local government was announced by the Northern Territory Government. The reform altered the way local government services are delivered to all Territorians living in rural and remote communities. Eight new Shire councils were formed and four existing municipal councils (Alice Springs Town Council, Darwin City Council, Katherine Town Council, and Palmerston City Council) were retained. Other community councils still exist such as Litchfield. This Victoria Daly Shire Plan proposes the levels of service delivery and organisational structure to be delivered by the Shire in the 2012 / 2013 financial year. Victoria Daly Shire incorporates the former:

- Nauiyu Nambiyu Community Government Council - Nganmarriyanga Community Incorporated - Peppimenarti Community Council Incorporated - Thamarrurr Regional Council - Daguragu Community Government Council - Timber Creek Community Government Council - Walangeri Ngumpinku Community Government Council - Pine Creek Community Government Council

A large area of previously unincorporated land, including a number of major pastoral properties throughout the western areas of the Shire and a number of tourism ventures along the Daly and Victoria Rivers, is also incorporated within the Shire. Consultation with various stakeholders has been undertaken in the preparation of this plan and will continue in order to develop a Shire Plan that truly reflects the aspirations and operations of the Shire’s communities, residents and businesses.

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Wadeye (Port Keats)

Timber Creek

Pine Creek

Nauiyu (Daly River) Peppimenarti

Palumpa (Nganmarriyanga)

Yarralin (Walangeri)

Kalkarindji / Daguragu

Shire Boundaries: The boundaries and area of the Victoria Daly Shire are indicated on the map below. The Shire includes the Shire Service Delivery Centres of Wadeye, Palumpa, Peppimenarti, Nauiyu and Pine Creek in the North, through the centrally located Timber Creek and Yarralin and down to Daguragu and Kalkarindji in the South. The Shire’s headquarters are located in Katherine.

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General Information

Area Victoria Daly Shire Council covers an area of approximately 168,277 km2 of land.

Population The total estimated resident population* of the Shire is 6,711, based on the Australian Bureau of Statistics 2011. The estimated resident population of the major localities within the Shire are shown in Table 1 below.

Table 1: Estimated Resident Population by locality (ABS Census 2011)

Locality Population

Daly River / Nauiyu 512

Palumpa 442

Peppimenarti 202

Wadeye 2591

Kalkarindji / Daguragu 752

Timber Creek 140

Yarralin 380

Pine Creek 473

Other communities within Shire (including Wadeye area homelands, Wudykupildiyerr, Emu Point, Woolianna, Kybrook Farm, Amanabidji, Bulla, Myatt and Pigeon Hole)

1,219

Total 6711

The ABS released the Regional Population Growth Australian March 2011. This indicated the total Shire population is now 6,711, a growth rate of 2.2%.

Council Member Allowances Allowances for elected members of the Council for the term of this Shire Plan are to be set at the August 2012 Ordinary Council Meeting in line with the maximum level of allowances available.

Mayor Allowances

Base Allowance $66,727.29

Electoral Allowance $17,563.16

Professional Development Allowance $3,334.00

Total claimable $87,624.44

Deputy Mayor Allowances



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Councillor ( 10 Councillors) Allowances




Max extra meeting allowance $8,000.74


These figures are included in the budget item Core Services (elected members).

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Victoria Daly Shire Ward Map

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2. Governance and Representation

Principles for Developing the Governance Structure: The following principles have been considered in developing the proposed governance structure for the Shire: • Maintain local community input and influence in local government decision making • Ensure flexibility in dealing with local issues and local community differences • Incorporate transitional requirements in mapping out governance implementation • Ensure each local community’s interests are represented through appropriate

structures and processes • Ensure representation occurs as closely as possible to one vote one value • Support the retention of cultural identity at the local community level Council has established the following Local Boards: Wadeye Local Board Palumpa Local Board Peppimenarti Local Board Milngin Local Board Daly River Progress Local Board Pine Creek Local Board Timber Creek Local Board Yarralin Local Board Daguragu / Kalkarindji Local Board They formally meet twice a year, informally when they require, all minutes are presented to council and where necessary ratified with formal resolutions. Council has reviewed the constitutional arrangements for 2012/13 as required by Section 23 (1c) of the Northern Territory Local Government Act 2008

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Ministerial approval has been given for the following recommendations submitted during the review of constitutional arrangements.

1. That the Mayor be elected by popular vote within the Victoria Daly Shire 2. That the number of ward based councillors be 11, with Timber Creek ward

to be reduced to one councillor 3. That the Deputy Mayor is elected from within the Council for a one year

term on a rotational basis. No councillor can serve more than one year within the four year term

Shire Elected Representation The Victoria Daly Shire has eleven elected councillors to represent the eight wards within the Shire. The current Councillors are indicated in the table below. There is a By-Election to be held in the Thamarrurr / Pindi Pindi Ward to replace Councillor Mark Ninnal who resigned in May 2012.

The current Mayor of the Victoria Daly Shire is Betty Sullivan. The number of Councillors or Elected Members for each ward is indicated in the table below: Ward Elected Member Pine Creek Cr. Veronica Birrell Milngin (Nauiyu area) Cr. Aaron McTaggart Nganmarriyanga (Palumpa area) Cr. Nancy Dairiyi Tyemirri (Peppimenarti area) Cr. Harold Wilson

Thamarrurr / Pindi Pindi Ward (Wadeye, Wudycapildiyerr and Emu Point area)

Cr. Leon Melpi Cr. Benildus Narndu Cr. Andrew Brown

Vacant

Timber Creek

Cr. Steven Hennessy Walangeri (Yarralin area) Cr. Brian Pedwell Daguragu Cr. Georgina Macleod Total 11

Town Planning The Northern Territory Government has committed to develop town plans for all communities over the next five years. Kalkarindji / Daguragu, Wadeye and Palumpa are well advanced and once formally gazetted, will identify land allocated for future

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development. Town Planning is a Northern Territory Government responsibility, however the Victoria Daly Shire Council believes the development of the plan is key to community’s economic and social development.

Community Surveys Independent Community Surveys were conducted during May 2012.

Local Roads, Drainage, Street Lighting The ratings for local roads were in the range of bad to average. This clearly relates to the limited funding provided to communities which has not changed in four years which means the grant has actually decreased by approximately 30 per cent. Traffic management plans for all major communities are included as an action within this plan. Council continue to develop the road construction businesses in both Nauiyu and Yarralin. Council continues to struggle with funding to improve roads and streets within our communities. Constant vandalism of street lighting exhausts funding to carry out repairs.

Rubbish removal, litter pick up, landfill Waste management received ratings from bad to good. In the communities where few compactors have been allocated there were very positive remarks which indicates councils investment has improved service delivery. They indicated their waste service was bad to okay. Council will continue to lobby for increased funding in this area. Council has introduced a waste charge, this only covers approximately 40 per cent of the cost of the Shires waste service and landfills. Council has included the purchase of new equipment for Wadeye waste services in this plan. Council is consulting with communities in regards to litter by-laws.

Housing repairs and maintenance Council undertakes this service under contract from the Department of Local Government, Housing & Regional Services which undertook a new delivery model of service from direct grants to an invoicing model. This new model of delivery has improved from last year, but continues to have issues In regards to processes.

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In this area the ratings are from bad to good. Council has the current contract and will continue working with the Northern Territory Local Government to improve the process that ensures all works are carried out in a timely manner.

Parks and reserves, sports grounds and playground The main ratings in this area were average to good, except for Kalkarindji and Yarralin which indicated bad services. Council’s review of the open space areas that are maintained has found to include large areas of crown land or land occupied by other levels of Governments. Council continues to work with agencies and the community to reduce the area. The communities still have expectations that all areas will be mowed and slashed and council will be exploring a cost recovery model. Council also allocated $235,000 in the budget to improve playgrounds after the completion of the recreational review.

Animal welfare and control In this area Council only scored an average rating. Outstations and Kalkarindji rated the Council bad in this area. Council receives no funding for this service, and has included $60,000 in the budget to cover the vet program in each community. Council is beginning consultations in every community regarding the development of animal by-laws and allocated money in the budget for implementation. By-laws will only be introduced with full community support and a clear enforcement plan. Council will continue to lobby for increased funding in this area.

Community Services

(Sport & Recreation, Night Patrol, Aged & Child Care) Council has improved service delivery in this area in many cases due to the training and staff development over the past two years. This has been a priority so that we can meet new quality standards for aged services and child care. The ratings were from average to good, five of our eight service centre communities rated this area as good. And Pigeon Hole was the only community to rate community services as bad.

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Outstations rated this area as bad to very bad. It is highly unlikely with current Government policies, new funding will be provided for community services in outstations.

Overall Services The overall ratings for all services to all communities (except outstations) was average with a variance from bad to good. The results show most residents have increased satisfaction with the level of services offered by Council. Council wishes to aim for an excellence in service standards. The community surveys will continue to occur annually and will drive the strategies within the Shire Plan.

Demographic Projections Victoria Daly Shire Council as part of their long term planning process engaged a consultant during 2011 to complete demographic projections from 2012 to 2021. Whilst the projections are compelling they are not an exhaustive list and are raised for consideration in future planning.

For full reference refer to http://victoriadaly.nt.gov.au/governance/info/shire-plan

Regional Management Plan Section 3.1 of the Northern Territory Local Government Act 2008 as amended dictates the Shire has a Regional Management Plan. Victoria Daly Shire Council, Roper Gulf Shire Council and Katherine Town Council make up the organisation in the region included in this plan. The Regional Management Plan has undergone a review process and lodged with the Department of Local Government Housing and Regional Services. For full reference refer to http://victoriadaly.nt.gov.au/governance/info/shire-plan

Statutory Requirements Victoria Daly Shire has statutory obligations under a variety of Northern Territory and Australian Government legislation with the most important legislation governing the Shire being the Local Government Act 2008 (NT). The Northern Territory Local Government Act 2008 (as amended) can be viewed at www.localgovernment.nt.gov.au/legislation/proposed_new_local_government_act In particular, the Local Government Act sets out rules for election systems, obligations of Councillors and many other matters relating to the governance and administration of the Shire.

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3. Opportunities & Challenges

An Environmental Analysis has been undertaken to identify the areas in which Council is performing well and areas in which improvement may be necessary. A review of the 2011/2012 Environmental Analysis was undertaken and the findings of that review form part of this Shire Plan.

Opportunities The development of a customer service ethos which is transparent, accessible

and responsive to community demands.

Improved record keeping and administration

Coordination of asset and property management optimising the use of resources

Ability to economise on procurement of goods and services

Advocacy of issues on behalf of Shire communities will be more focused and strengthened

New business and IT systems will enable improved communication and management of finance and other records

The development of governance and leadership within Council

Improved accountability with transparency of Council business

Emergency management will become more coordinated

Co-ordinate management of human resources

Development of a range of civic and community events across the Shire

Ability to introduce by-laws especially in environmental health and dog control

Local Boards to support council and allow for broader community engagement

Development of regional agreements and regional plan

Territory standards for waste collection and landfill maintenance

Development of local economies and skilled local staff

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Services that can be delivered more effectively, equitably and constantly across communities

Communities have access to specialist technical expertise

Ability to borrow to replace assets

Increased local employment

Challenges • Highly dependent on annual grant funding • Conditional rating does not give shire internal ability to raise funds • Decisions and service level agreements from Commonwealth and NT do not

allow for consistency of service

• Ageing and poorly maintained road network

• Existing council facilities, plant, fleet and equipment inherited by the shire are in many communities in poor condition and ageing

• No comprehensive road condition hierarchy to support asset management and maintenance. NT Government are indicating they will transfer all roads within five years

• Low levels of numeracy, literacy and formal education impacts on employability of many local residents

• Current data shows a high level of turnover of indigenous staff

• Lack of adequate staff housing • Business systems still not operating appropriately and roll out to communities

indicating limited access to compatible information technology

• Still need standardised practices in many areas i.e. cemetery management, dog control

• Access to communities during the wet season • Community expectations of service delivery can be high with limited funding i.e.

homelands

• The Shire has no land tenure for many of its fixed assets post intervention • Cost of appropriate waste management practices • Communication of Victoria Daly Shire Council’s role to communities • Impact of Commonwealth and NT Government “working futures” project and

development of towns

• Limited occupational health and safety understanding

• Changes to CDEP Program

• Funding for core services

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4. Shire Plan

The Shire Plan has been developed through a review of the 2011-2012 Shire Plan, together with the important feedback from communities, residents, businesses, service providers and other stakeholders in the Shire. Issues and related solutions identified in the Environmental Analysis (Community Surveys and Local Boards) have formed the basis for the development of strategies to achieve the Shire’s identified and prioritised goals and outcomes. The Shire’s Plan contains: • Council’s Vision • Mission Statement • Core Values • Strategies • Goals • Performance measures The Shire Plan forms the basis for the development of service delivery plans and associated actions required to implement the Council’s strategies and achieve the Shire’s outcomes.

The Shire Plan contains the Council’s budget and details the manner in which the budget supports service delivery to achieve Victoria Daly Shire’s outcomes.

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5. Service Delivery

The Shire Plan incorporates the administrative and regulatory framework for delivering local government services within the Shire. These include Core Services, Commercial Services, Agency Services and other Council Services.

Core Services Core Services are services that all Shire Councils are required to deliver to specified communities from 1 July 2008 under the Local Government Act 2008. The following core services will be provided to communities in the Shire: • Administration of Council Meetings, Local Boards and Sub Committees • Administration of Local Laws • Advocacy and Representation on Local and Regional Issues • Asset Management • Cemetery Management • Civic, Cultural and Sporting Events • Community Information and Liaison Services • Companion Animal Welfare and Control • Corporate and Community Services Management • Council Planning and Reporting • Financial Management • Fleet and Plant Maintenance and Management • Governance • Human Resources Management • Information Technology and Communications • Infrastructure and Civil Services Management • Library and Cultural Heritage • Lighting for Public Safety including Street Lighting • Local Emergency Management Support • Local Roads Maintenance • Local Roads Upgrading and Construction • Maintenance and Upgrade of Council Controlled Buildings, Facilities and Fixed

Assets

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• Maintenance and Upgrade of Council Controlled Parks, Reserves and Open Spaces

• Public and Corporate Relations • Records Management • Revenue Growth • Risk Management • Shire Services Management • Traffic Management on Local Roads • Training and Employment of Local People in Council Operations • Waste Management (including litter reduction) • Weed Control and Fire Hazard Reduction

Non Core Services Non core Services include services the Victoria Daly Shire Council has agreed to deliver on behalf of other Government Agencies on a fee for service basis. It is anticipated these services will be fully funded by the relevant agency and funding would include a contribution to administrative costs associated with delivering the service. Subject to funding provided by the relevant agencies, the following Agency Services will be delivered by the Shire: Aged and Disabled Care Airstrips Maintenance & Reporting Officer Centrelink Community Media Community Patrol Community Safety Environmental Health and Life Skills Family Services (Including Child Care) Natural Resource Management Outstation/Homeland Municipal Services Sport and Recreation and Youth Services

Commercial Services Commercial Services are designed to deliver services under contract or agreement on a full commercial basis with the intention of using the profits made from these commercial activities to improve services to the community. The following Commercial Services may be undertaken by the Shire: • Barge Landing Maintenance • Community Stores and Retail • Employment and Training • Horticulture • Indigenous Art Enterprises • Non Council Roads • Post Office Agency

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• Power, water and Sewerage Essential Services • Territory Housing and Related Infrastructure Repairs and Maintenance • Territory Housing Tenancy Management • Visitor Accommodation and Tourist Information Alternatively, Council and community groups may wish to develop proposals to transfer commercial services in their community from the Shire to a community-based commercial enterprise. Council has also undertaken business plans for a range of shops and a club and will work with communities to transfer these commercial services where appropriate and with adequate long term protection of the asset. Council will continue to work on the transfer to community groups: • Palumpa Store • Daguragu Club • Yarralin Store

Other Council Services These are services the Shire chooses to deliver from its own-source revenue. These are services that are not funded on an agency or commercial basis. The following additional services will be delivered by the Shire: Swimming Pools Public Relations and Communications Cultural & Arts Development

Development of Service Delivery Plans Service Delivery Plans continue to be adopted for each of the services being provided or facilitated by the Shire. These plans usually contain the following details: Goal Action Measure Resources Service Delivery Plans are continually reviewed, refined and re-prioritised as needs and service requirements demand. These plans usually form part of the Service Level Agreement. The range of services being delivered and the extent to which they can be delivered may be determined by the level of funding provided to the Shire to deliver the services to the communities and / or the agencies contracted to provide services to communities. Changing priorities in the implementation of the Northern Territory

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Emergency Response and Australian Government Intervention programs may also impact on service delivery. Such Service Delivery Plans will be continually monitored, reviewed and refined where necessary.

The development of service standards across all communities is a priority for the next two years.

Assets and Infrastructure In order to provide services for residents and businesses in their communities, the Shire must have appropriate and necessary assets and buildings (infrastructure). The use of land and buildings by the Shire in relation to delivery of current services and the ability to expand services to meet community needs may be limited as the Shire, does not own the land or buildings it occupies (except for the communities of Pine Creek, Timber Creek and Kalkarindji). The land in all other communities is owned by a Land Council or Land Trust and permission must be obtained from them through the traditional owners.

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Director Infrastructure

and Civil Services

Director Corporate

Services

Assistant Director Service Delivery

Chief Executive Officer

Core Asset Management Cemetery Management Fleet & Plant Management Lighting for Public Safety

Including street lighting Feral Animal Control Local Emergency Management Local Roads Maintenance Local Roads Upgrading and

Construction Maintenance and Upgrade of

Council Controlled Buildings, Facilities and Fixed Assets

Maintenance and Upgrade of Council Controlled Parks, Reserves And Open Spaces

Traffic Management on Local Roads

Waste Management (including Litter reduction)

Weed Control and Fire Hazard Reduction

Agency Outstation/Homeland Municipal

Services Natural Resource Management Airstrips Maintenance Commercial Barge Landing Maintenance Power, Water and Sewerage

Essential Services Territory Housing and Related

Infrastructure Maintenance and Management

Non Council Roads

Core Council Planning & Reporting

Financial Management Human Resource

Management Information Technology &

Communications Records Management Revenue Growth Risk Management Training and Employment of

Local People in Council Operations

Administration of Council Meetings, Local Boards and Sub Committees

Administration of Local Laws Advocacy & Representation

on Local & Regional Issues

Community Information & Liaison Services

Governance Public & Corporate Relations Community Stores & Retail

Visitor Accommodation & Tourist Information

Core Shire Service Management Civic, Cultural & Sporting

Events Companion Animal Welfare Libraries & Cultural Heritage Companion Animal Control

Agency Aged & Disabled Care

Services Centrelink Community Media Community Safety Family Services (Including

Child Care)

Sport & Recreation & Youth Services

Commercial Horticulture Employment & Training Indigenous Art Enterprises Post Office Agency

6. Organisation Structure

Operational Locations In 2012/2013 the Shire will provide services to its residents and communities from the following Shire Service Delivery Centres: Service Delivery Centres: • Kalkarindji / Daguragu • Nauiyu (Daly River) • Palumpa (Nganmarriyanga) • Peppimenarti • Pine Creek • Timber Creek • Wadeye (Port Keats) • Yarralin (Walangeri) Regional Office: • Katherine Shared Services – IT Support: • Darwin The operational model for the Shire includes a Shire Service Delivery Centre in each of the eight key communities throughout the Shire with a centralised administration office and headquarters in Katherine. The make-up of each service delivery centre varies according to the identified needs of the area it serves but will include at a minimum; a Shire Services Manager, a Customer Service Officer and Civil Services staff. Communities with higher asset maintenance needs will clearly have a higher need for additional local staff. Council is looking to expand its services to Amanbidji. The centralised administration office is networked to the community based offices and plays a strong support role in relation to Local Boards and Council committees. Major strategic projects are directly managed through the Shire Regional Office.

In early 2009, the Victoria Daly Shire Council moved into its own office space in Katherine after a lengthy period of sharing office space and resources with other agencies until appropriate accommodation became available. The Victoria Daly Shire and Roper Gulf Shire Council have commenced planning and designing a Joint

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Headquarters facility to meet future needs of both Shires. It is expected that this facility will provide both Shires with real cost efficiencies and in turn provide their communities with the services and resources they need. As part of the Local Government reform, Councilbiz was formed as a Local Government subsidiary to provide Councils with a range of services to support the Shires and enhance their ability to manage Council finances and other administrative functions. Councilbiz provides support as a provider of information and communications technology and related services (computers etc.) and computer software applications and training in these areas. The organisation charts outlined below provide a framework for the strategic delivery of more efficient and effective services. Professional expertise will be available at the regional level however there will remain a strong need for the local delivery of services in communities.

Staffing Levels and Detailed Organisational Structure The Shire’s organisational structure facilitates increased service provision across the region and increased opportunities for local and indigenous employment. Overall, the structure provides for the following:

Service Delivery Area Full Time

Equivalent (FTE’s)

Estimated Actual Staff (Headcount)

Core Services (Communities. Note: Does not include CDEP – related positions)

137.05 145.00

Core Services (Headquarters) 29.50 32.50 Estimated Sub Total Core Services 166.55 177.50 Agency Services (Note: Actual numbers dependent on final funding agreements. Does not include CDEP-related positions)

137.67 176.00

Commercial Services (Note: Actual numbers dependent on finalising contract and decisions about the structure of local businesses. Does not include CDEP-related positions)

46.20 48.00

Other Council Services Included in

Core Service Staffing Levels

Included in Core Service

Staffing Levels

Total 350.42 401.50 These figures are indicative only as funding agreements with many agencies are still under negotiation (as of the end of May), and final staffing figures will not be determined until all funding agreements are in place. Detailed Organisations Charts (including staffing levels) for the Community Service Delivery Centres and Headquarters are outlined in the following: • Regional Office: Detailed Organisational Structure • Service Delivery Centres • Staff Summary (Core Services Only)

CEOVacant

Director Of Infrastructure & Civil WorksTrevor Troy

Director Of Corporate ServicesGreg Arnott

Senior Finance OfficerDonna Balzan

Accounts PayableDonna Jeffery

Finance OfficerJennifer Westra Van

Holthe

Accounts Recveivable/Rates Officer

Vacant

Financial Admin Supprot Officer

Maria Jeffery

Human Resource Coordinator

Ashleigh Brown

Training & Development Coordinator

Haley Mahony

Office ManagerRose Peckham

Executive AssistantBarrie Martyn

Executive AssistantSharnnah Morris

Customer Service OfficerCasey Anderson

Cultural Liaison ManagerMay Rosas

Manager Of AssetsHenry Higgins

Regional Housing Manager

Alan Townsend

Civil Services Project ManagerVacant

Chief Financial OfficerTerry Luce

Human Resource Manager

Trudy Braun

CDEP Regional ManagerVacant

Community Services Regional ManagerNaseem Chetty

Night Patrol ManagerRichard Watson

Payroll OfficerStephen Neal

OH&S CoordinatorVacant

CDEP Regional Administration Coordiantor

Amie Hancock

Mentor CoordinatorRobyn Page

Mentor Coordinator Trainee

Camile Berto

Sports & Recreation Coordinator

David Ferguson

Broadcasting & Media Coordinator

Kevin Starbuck

Womens & Childrens Coordinator

Nalika Ahangama

Night Patrol Field OfficerPeter Moloney

Night Patrol Field OfficerVacant

Assets Administration Officer

Cate Elliott

Regional Housing OfficerKate Festing

Regional PlumberStephen Lawson

Financial Admin Support Officer

Julie David

Purchasing OfficerJohn Sheppard

Governance CoordinatorChris Mackay

Grants CoordinatorJoanna York

Road Train OperatorKevin Troy

Regional Office

Casual

Temporary

Senior Finance OfficerRamesh Pudasaini

Youth Engagement Coordinator

Catherine Harris

Program Support Officer Teresita Berwick

Regional Tenancy Administration CoordinatorJaimie Robins

Governance & Planning ManagerFrank Mills

Special Projects “By Laws” Coordinator

Vacant

Communications Coordinator

Layla Kirchhoff

Procurement CoordinatorPatrick Bodzak

Governance & Planning Admin Support

Madison Budarick

Assistant Director Service DeliveryMarc Gardner

Essential Services OfficerJason Moore

Senior Finance OfficerSusan McKenzie

Detailed Organisational Structure

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Appendix 2: Staff Summary (Core Services Only) Note: Staff count based on core services staffing structures.

Position Hea

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Chief Executive and Governance Chief Executive Officer 1 1 Cultural Liaison Manager 1 1 Corporate Services Director Corporate Services 1 1

Human Resources Manager 1 1 Training & Development Coordinator 1 1 Human Resources Coordinator 1 1 Payroll Officer 1 1 WHS Coordinator 1 1 Chief Finance Officer 1 1 Senior Finance Officer 3 3 Finance Officer 1 1 Finance Admin Support 2 2 Purchasing Officer 1 1 Accounts Receivable Officer 1 1 Accounts Payable Officer 1 1 Governance & Planning Manager 1 1 Governance Coordinator 1 1 Governance & Planning Admin Support .5 .5 Grants Coordinator 1 1 Procurement Coordinator 1 1 Communications Coordinator 1 1 Special Projects/By Laws Coordinator 1 1 Office Manager 1 1 Executive Assistants 2 2 Customer Service Officer 1 1 Shire Service Delivery Assistant Director Service Delivery 1 1 Shire Service Managers 1 1 1 1 1 1 1 1 8 Customer Services Team Leader 1 1 1 1 1 5 Customer Services Officers 5 2.15 .5 0.8 1 2 2 13.45 Mechanics 1 1 1 3 Civil Services Team Leaders 1 1 1 1 1 1 6 Civil Services Leading Hands 0.8 2 2 4.8 Civil Services Administration Officer 1 1 2 Civil Services Workers 13.8 2.5 2 6 1 2.5 6 12.5 46.3 Mechanics Assistants 1 1 2 Cleaners 2 2 1.2 0.2 1.5 6.9 Pool Manager 2 2 Library Officer 2.35 1 0.75 4.1 Infrastructure and Civil Services Director Infrastructure & Civil Services 1 1 Civil Services Project Manager 1 1 Assets Manager 1 1 Assets Admin 1 1 Total - Victoria Daly Shire Council 33.50 30.95 7.65 6.00 13.5 5.75 5.50 14.20 20.00 137.05

7. 2012-13 Financial Plan

Victoria Daly Shire Council is responsible for the delivery of a broad and unique range of services to its residents and communities, with each community having its own special needs and priorities. The Shire is responsible for:

Delivering Core Services Providing Corporate Governance Providing Advice and Advocacy Ensuring Legislative Compliance Facilitating Local Education and Training for Shire employees

It also manages the following resources:

Financial Resources Human Resources Physical Resources Information Resources External Resources (Suppliers and Contractors) Partnerships and Relationships The Shire delivers a range of Core Agency, Commercial and Other Council

Services that contribute toward improving the level of services provided to residents and communities.

The Shire is faced with the challenge of delivering a broad range of services to a standard acceptable to the community whilst at the same time procuring income required to deliver core services. Long term financial planning (3-5 years or longer) assists the Shire in delivering services in a sustainable way and will be undertaken to ensure:

Managers and elected members understand the current financial position of the Shire and how various financial elements impact on each other

Guidelines are set to underpin the long term financial capacity Short term decisions and annual Budgets are made within the framework of

longer term financial capacity Available funds are maximised for the benefit of the community

The key component of any financial strategy in a service delivery organisation is to balance community demands and expectations with the Shire’s financial capacity. A long term financial plan should link the strategic direction and policy of Council into the delivery of a range of services. The extent and standards of service delivery will depend largely on Council’s preferred position on debt, cash reserves, liquidity and

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rating. The financial information contained in any long term plan simply reflects this. There is no right or wrong position but rather a “preferred” position based on strategic needs and level of financial conservatism. The current funding model for Local Government and agency services utilised by the Australian Government and the Northern Territory Government is primarily based on annual funding rounds. This creates difficulties in accurately developing a long term financial plan in any depth and this necessitates that long term financial planning is basic. The new CouncilBiz systems are now operational and with the purchase of a budget module a simple long term financial plan outlining councils preferred position on debt, cash reserves, liquidity, investments and rating can now be developed. This will be dependent upon approval by the Northern Territory Minister for Local Government in respect to Councils positions to borrow funds to finance investment in both fixed and non fixed assets.

Financial Sustainability Results During 2011-2012, the Department of Housing, Local Government and Regional Services commissioned Deloitte to complete a review and report on the financial sustainability of eleven Northern Territory Councils – one of which was Victoria Daly Shire Council. Council welcomes the report which inferences the opportunities and challenges facing Local Government and in particular, the VDSC in the short and long term future. During 2012-2013, Council will conduct a complete analysis of the report and in conjunction with the other spheres of Government; aim to pursue the means necessary to implement the recommended changes in the report. Council’s vision for the Victoria Daly Shire is moving forward together, becoming a well-respected and recognised leader within Australia’s Local Government. One of the key roles in facilitating a sustainable future for the region; is to work towards developing a broad range of strategies that will assist in shaping financial security for the Shire. This will be strengthened by VDSC’s commitment to providing excellent service delivery and community engagement; ultimately building one of the most sustainable, vibrant and diverse regions in Australia.

Long Term Financial Plan Council is currently conducting an audit of all assets and infrastructure to assist with the development of a long term financial. In line with the analysis of the financial sustainability results this will form the basis for the development of a sustainable long term financial plan to be adopted by Council in due course.

Future Strategic Management Planning Development The following model is designed to provide a solid planning base by providing effective linkages from Strategic Planning, through the Business or “Corporate” Planning element and into the allocation of resources in the budget process. It demonstrates the interaction with planning documents, including long term financial plans, with the strategic direction of Council.

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Once the organisation’s strategies and goals have been developed, individual actions or processes are defined to support achievement of outcomes. This is usually carried out at a Business Unit level on an annual basis (Business Planning). These actions are also linked to relevant areas of service delivery. The information obtained from the strategic planning and business planning processes can then be utilised in the preparation of annual plans and budgets.

Overview – 2012-2013 Financial Plan In order to assist in the development of the Shire Plan, the draft 2012-2013 financial plan has been prepared as the basis for which discussion and decisions on service delivery and revenue requirements of the organisation can be made. A major task of Council is to ensure consistency of standard of service delivery across all existing areas of the Shire. The Financial Plan has been based on the Core, Agency, Commercial and Other Council Services.

Annual Shire Plan

Budget $ & Resources

AAnnnnuuaall RReeppoorrtt

Performance Measured

CCOOMMMMUUNNIITTYY SSUURRVVEEYYSS

CCoommmmuunniittyy IInnppuutt

CCoouunncciill PPllaannss Asset Management Waste Management Long Term Financial

Management

LLooccaall BBooaarrddss

Councils Strategic Plan

Vision & High Level

Goals

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At the time of print, a large amount of funding from government agencies for Agency Services had not been finalised. This funding will have a major impact on the annual budget. Accordingly, revisions to this financial plan will need to be made as agency funding is finalised. Until the 2011-2012 end-of-year financial reports and audits are completed, and until a comprehensive asset valuation has been completed, the Shire will not be able to accurately estimate its depreciation budget, unrestricted cash holdings, and the value of other assets and liabilities. The major financial assumptions that have been made in the development of the draft financial plan for the Shire are summarised below:

FINANCIAL ITEM

ASSUMPTIONS

Operating Expenditure

Ongoing operations

Ongoing base operational expenditure has been developed for each service based on 2011-2012 budget details.

Operational income and expenditure has been expressed in 2011-2012 values to facilitate development of detailed budgets for the 2012-2013 operation of the Shire.

An attempt has been made to allocate significant labour costs across most program areas. This allocation will be refined as the year progresses, and as more detailed data is available to accurately determine labour allocation.

Roads Maintenance

The 2011-2012 general purpose roads grant funding has been used as the basis for establishing the 2012-13 roads maintenance budget. This will be subject to ongoing review as roads maintenance needs are determined

A provision of $2,000,000 has been allocated for the road maintenance program in 2012-13.

No provision has been made for the transfer of Department of Land and Planning (DLP) - managed roads in 2012-13

Local community civil works teams will continue to undertake relevant DCI roads maintenance activities under contract.

Waste Management

Provision has been made for Waste Management Consultation across the “Big Rivers” Region, funds being carried over from 2011-2012 from an NTG SPG.

New operating initiatives

Review Civil Services Team

Business Plan in regards to Construction Services

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FINANCIAL ITEM

ASSUMPTIONS

Depreciation Depreciation has been included only on assets that

council has clear ownership, care and control of.

Interest on Borrowings

It is anticipated that upon approval by the Minister for Local Government the Shire will seek to borrow sufficient funds to invest in the development of a shared Regional Office and Infrastructure with the Roper Gulf Shire for the purposes of enhancing service delivery

Interest will be at commercial rates

Operating Income

Rates It is expected that a total income of $874,711.81 will be raised by rates

Fees and Charges, Interest Earnings and Other Income

It is expected that a total income of $598,664.91 will be raised by fees and charges

Interest earnings and other income are being prepared in 2011-2012 values

General Purpose and Road Grants

A combined total of $5,929,591 has been allocated by the Department of Housing, Local Government and Regional Services

Goods and Services Tax (GST)

GST offsets have not been included in the budget estimates.

Balance Sheet Items

Road Upgrade and Construction

No provision has been made for Black Spot funding. Additional funding will be added when there is greater certainty about road construction priorities.

Roads to Recovery Program will fund $1,400,000 over the next four years.

Vehicles, Plant and Equipment

Provision has been made for a mix of leased Heavy fleet and purchase of vehicles for light fleet depending upon operational requirements.

There is likely to be a significant requirement to replace key plant and equipment during the 2012-2013 year of operations

Borrowings It is anticipated that upon approval by the Minister for Local Government the Shire will seek to borrow sufficient funds to invest in the development of a shared Regional Office and Infrastructure with the Roper Gulf Shire for the purposes of enhancing service delivery

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FINANCIAL ITEM

ASSUMPTIONS

Valuation of Fixed Assets

Issues relating to fixed asset ownership, valuation and related depreciation expenses will be addressed once long term land tenure issues are resolved

Unrestricted Cash and Unrestricted Current Ratio

To be advised upon the completion of the 2011-2012 General Purpose Financial Audit

Estimated Income Summary for 2012-2013 A summary of proposed Operating income and expenditure for Core, Non core, Commercial and Other Services is contained in the following table:

2012/13 Budget INCOME EXPENSE

PROGRAM Core Services Administration $0.00 $1,350,000.00Animal Welfare $0.00 $60,000.00Asset Management - Fixed $200,000.00 $50,000.00Asset Management - Non-fixed $0.00 $0.00By Laws Consultation $200,000.00 $150,000.00Civil Services $150,000.00 $3,600,000.00Closing the Gap $220,000.00 $220,000.00Community Consultation $0.00 $15,000.00Council Meetings $0.00 $15,000.00Cultural Liaison Manager $0.00 $110,000.00Elected Members $0.00 $550,000.00FAG General Purpose $2,800,000.00 $0.00Festivals and Events $27,600.00 $27,600.00Financial Management $650,000.00 $1,500,000.00Governance $0.00 $550,000.00Housing - Staff Housing $246,000.00 $350,000.00HR Management $0.00 $550,000.00Indigenous Employment Working Party (IEWP) $0.00 $3,000.00Infrastructure $200,000.00 $300,000.00 IT&T $0.00 $500,000.00Libraries $155,000.00 $175,000.00Local Boards $0.00 $50,000.00Local Emergency Management $0.00 $50,000.00Matching Funds Grant $1,360,000.00 $0.00NTG Operational $2,676,762.00 $0.00Playgrounds Consultation $0.00 $235,000.00Pools $0.00 $33,000.00Professional Services $0.00 $50,000.00Property and Rating $874,711.00 $0.00Regional Office Corporate $0.00 $1,250,000.00Roads Maintenance - Shire $0.00 $300,000.00Shire Service Management $0.00 $2,000,000.00Training and Development $0.00 $750,000.00Waste Management $598,665.00 $0.00Waste Management - Collection $0.00 $100,000.00Waste Management - Dumps $0.00 $500,000.00

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$10,358,738.00 $15,393,600.00 Non Core Services Arts and Culture $0.00 $25,000.00Aged & Disability Services $3,600,000.00 $3,200,000.00CDEP $3,022,451.00 $2,569,083.00Child Care $900,000.00 $800,000.00Community Patrol $3,050,000.00 $2,800,000.00Community Services $0.00 $200,000.00Emergency Relief Funding $40,000.00 $40,000.00Endangered Languages $35,000.00 $0.00Environmental Services $70,000.00 $0.00Grants - Community $0.00 $75,000.00Media and Broadcasting $510,000.00 $460,000.00Outstations and Homelands - Essential Services $338,585.00 $100,000.00Outstations and Homelands - Municipal Services $338,585.00 $100,000.00Outstations and Homelands - MUNS Conversion $225,000.00 $25,000.00Outstations and Homelands Housing Maintenance $238,874.00 $150,000.00Roads to Recovery $350,000.00 $350,000.00School Nutrition Program $320,000.00 $250,000.00Sport and Rec $1,100,000.00 $950,000.00Womens Resources $70,000.00 $63,000.00Youth Services $2,000,000.00 $1,750,000.00 $16,208,495.00 $13,907,083.00 Commercial Services Airport Maintenance, Safety & Security $440,000.00 $280,000.00Australia Post $15,000.00 $0.00Centrelink $492,000.00 $200,000.00Civil Contractors $1,700,000.00 $1,200,000.00Civil Services Consultation $0.00 $15,000.00Commercial Cleaning Business $100,000.00 $85,000.00Community Club $1,100,000.00 $1,000,000.00Community Stores $2,500,000.00 $2,000,000.00Essential Services $750,000.00 $650,000.00Hire Council Facilities / Equipment $180,000.00 $0.00Housing - Community - Maintenance $4,600,000.00 $4,000,000.00Housing - Community - Management $1,109,591.00 $650,000.00Mechanical Workshops $20,000.00 $15,000.00Prime Mover Business $10,000.00 $8,000.00Tilt Tray Business $10,000.00 $7,500.00Visitor Accommodation Business $40,000.00 $0.00 $13,066,591.00 $10,110,500.00 Other Services Baptist Church Renovation $7,000.00 $7,000.00Construction of Joint Headquarters $0.00 $100,000.00Heritage - Police Museum $0.00 $30,000.00

$7,000.00 $137,000.00

TOTAL $39,640,824.00 $39,548,183.00

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The current total estimated revenue is $39,640,824.00 for 2012-2013. However, this may not account for all income streams.

Expenditure – Tied Grants

Financial Statements A financial plan would normally include:

Income and Expenditure Statement Balance Sheet Statement of Cash Flow

The Income and Expenditure Statement contains financial details for those agency service profiles where funding details were provided. Therefore, this statement will need to be updated when full details for all agency and commercial services are available.

Financial Indicators There are a number of key financial measures and ratios used in a financial plan, including cash balances, unrestricted cash balances, revenue ratio, liquidity ratio, operational surplus / total revenue ratio, and, of special relevance to the Victoria Daly Shire Council, an agency dependency ratio. At the time of print, a large amount of funding from government agencies for Agency Services has not been finalised. This funding will have a major impact on the financial plan, including the estimate of an agency dependency ratio. Accordingly, revisions to the financial plan will need to be made as agency funding is finalised.

Key Conclusions

The Shire will have a high dependency on revenues from fully funded agency services

The financial analysis highlights that under the Shire structure the Council will have annual revenues totalling approximately $40 million. Additional agency and commercial contracts are expected to be added to the Shire’s planned operations in the coming weeks. Despite an increase in the rating base of the Council there remains a significant reliance on grant funding. Under the proposed model rate revenue comprises approximately 2.2 per cent of total revenue. The Northern Territory Government has determined that conditional rating will continue next financial year and therefore this reliance on grant funding will not change in the near future. Agency dependency will grow as additional contracts are finalised. It will be important to ensure that all agency contacts are negotiated and operated on a commercial basis.

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Rates Declaration Victoria Daly Shire Council’s Rates Declaration for 2012-2013 is as follows.


Public Notice

Declaration of Rates and Charges for 2012/2013

Notice is herby given that pursuant to Section 158 of the Local Government Act (“the Act”) the following Rates and Charges were declared by the Victoria Daly Shire Council at an Ordinary Council Meeting held 29th June 2012 pursuant to Sections 155-157 of the Act in respect of the financial year ending 30 June 2013.

Declaration of Rates and Charges for 2012/2013

1. That pursuant to Sections 148 & 149 of the Local Government Act (“the Act”) Victoria Daly Shire Council (“the council”) declares that the basis of rates is a combination of fixed charges and valuation based charges, latter adopting unimproved capital values as it appears from the valuation roll, calculated as a proportion of the assessed value of each rateable allotment within the Shire, as the basis of the assessed value, subject to a minimum charge.

2. That the Council makes the following declaration of Rates and Charges pursuant to sections 155, 156 & 157 of the Act.

Council intends to raise, for general purposes by way of rates, the amount of $874,711.81

Council intends to raise, for general purposes by way of refuse charges, the amount of $598,664.91

Those rates and charges are raised by the application of fixed charges, differential fixed charges and differential valuation-based charges with differential minimum charges determined in accordance with the following rates table.

If an allotment is divided into separate parts or units that are adapted for separate occupation or use, the minimum charges is the fixed amount specified in the Rating Table as the minimum charge multiplied by the number of separate parts or units.

(a) RATING TABLE

Valuation Based Charge Proportion of Assessed

UCV

Charge Type Minimum Charge per parts/units

PART A – RESIDENTIAL

Residential dwellings on Land Trust/ Aboriginal

$683.33

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Community Living Area Association

Residential Allotments both Vacant Land and Land with

Dwelling(s)

$683.33

Residential Garbage Collection

$544.13

Residential Waste Management

$170.95

PART B - COMMERCIAL

Commercial /Business premises on Land Trust/

Aboriginal Community Living Area Association

$808.60

% Commercial/Business Allotments both Vacant

Land and Land with Dwelling(s)

$808.60

Commercial/Business Garbage Collection

$986.11

Commercial/Business Waste Management

$448.23

PART C – ACTIVE MINING TITLE

0.318% Mining Titles $795.42

PART D – PASTORAL PROPERTIES

0.0672% Pastoral Properties $336.06

Pastoral Waste Management

$

(b) Regular garbage collection service provided by the Council or its contractors is a service comprising of a maximum of one 240 litre garbage bin collected weekly.

(i) On request, each additional residential ’240 litre garbage bin’ collected in conjunction with the regular weekly garbage service incurs a further annual charge of $544.13 per bin.

(ii) On request, each additional commercial ’240 litre garbage bin’ collected in conjunction with the regular weekly garbage service incurs a further annual charge of $544.13 per bin.

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(c) Waste management fee is incurred by all ratepayers that do not receive a regular garbage collection service which grants unlimited access to the landfill facilities within the Shire boundaries.

(d) That for the purposes of Section 161 of the Act the Council determines that rates and charges for the year ending 30 June 2013 may be paid by four instalments which fall due for payment on the following dates :-

(i) 1st Instalment – Friday 28th September 2012

(ii) 2nd Instalment – Friday 30th November 2012

(iii) 3rd Instalment – Friday 1st March 2013

(iv) 4th Instalment – Friday 3rd May 2013

(e) That pursuant to Section 162 of the Act, the Council determines that the relevant interest rate for the late payment of rates and charges should be calculated on a daily basis at the rate of 17% per annum

Measures Implemented for Rate Change

Councils rating policies are subject to rate capping and increase in line with CPI and/or the Local Government Cost Index. For the financial period (2012-2013), Council has adopted to use the LGCI to calculate its rates where they have previously been uncapped. Rate funding for the 2012-2013 financial year will raise $874,711.00. This level of funding will show negligible, or no impact or effect on the social or economic levels of residents, ratepayers or the Shire itself.

Road funding will be a key driver of the new Shire’s future financial plans

Funding of road infrastructure is likely to be the biggest risk to the Shire over the coming years. Assuming the Shire will progressively take over maintenance of some of the road networks previously undertaken by the Department of Construction and Infrastructure (DCI), the financing of the ongoing improvement and maintenance of the roads will be a major ongoing service delivery issue. It will require the development of road asset management plans and long term prioritisation of the work required under those plans. However, there are no plans to negotiate the transfer of DCI-managed roads in the near future and for any transfers in 2012-13. Provision for borrowings under the proposed financial plan

The use of debt is a legitimate means of financing major new or replacement infrastructure projects. To maximise Council’s capacity to service its communities, businesses and residents Council is intending to develop property in conjunction with the Roper Gulf Shire in the 2012-13 financial year and continue to develop its consolidated fleet Management system. To achieve this goal, Council is intending to seek external finance for these investments.

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The Shire’s liquidity position

The Shire’s liquidity, or Current Ratio, at the end of the 2011-12 Financial Year was approximately 1.5. This is not anticipated to shift greatly during the 2012-13 Financial Year. This recognises Council is able to meet its financial obligations and has the cash flow to ensure the delivery of services continues throughout the Victoria Daly Shire. There is a need to resolve issues relating to Shire assets

Many of the assets of the former community Council’s have been transferred to the Shire, valued and insured. To complete the transfer of the remaining assets to the Shire the tenure of these assets needs to be determined. This process will continue in the current financial year. Victoria Daly Shire Council Shire Strategic Plan and Service Delivery Plan Vision Victoria Daly Shire: Moving Forward Together Mission Working together to develop and move the Shire and its residents forward through excellent service delivery in accordance with Australian standards

Core Values The key values and principles that are integral in the achievement of our vision are:

- Respect - Integrity - Honesty - Openness - Equality

Strategic Goals

1. To provide good governance, leadership and advocacy

2. To promote local employment and a strong regional economy

3. To provide high quality services within financial resources

4. To maintain and develop shires assets, natural resources and country

5. To ensure strong, safe, healthy communities that respect culture and heritage


Strategic Plan

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Goal Strategy 1 To provide good governance, leadership and advocacy

Goal 1.1 Victoria Daly Shire Councillors, staff, committees and residents showing effective and innovative leadership.

Goal 1.2 People doing good things for their community and Victoria Daly Shire Council by being on Local Boards and Committees.

Goal 1.3 Cooperative and effective partnerships with government agencies, other Councils and private businesses.

Goal 1.4 Good ways of looking after Shire business

Goal 1.5 Review the structure of Local Boards to allow more community input and participation

Goal 1.6 Review the Councillors/Council Strategies in regard to regular community input

Goal Strategy 2 To promote local employment and a strong regional economy

Goal 2.1 Energetic and loyal Shire employees

Goal 2.2 Local community economies that are workable and growing

Goal 2.3 More local people working for the Shire

Goal 2.4 Access to non council services that give most benefit to local people,

business and jobs

Goal 2.5 Promote the advantages and responsibilities of working for the Shire

Goal 2.6 Promote the advantages of compliance with OHS Policies and Procedures

Goal Strategy 3 To provide high quality services within financial resources

Goal 3.1 To properly manage shires core services to ensure residents get the level

of service they should get

Goal 3.2 To provide and advocate for non-core services to be available for all communities

Victoria Daly Shire Council Strategic Plan

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Goal 3.3 To ensure standards for services are appropriate and further develop service levels

Goal Strategy 4 To maintain and develop shires assets, natural resources and country

Goal 4.1 To ensure all council building structures, assets are maintained and

developed

Goal 4.2 Good management of essential services

Goal 4.3 Make sure communities manage their waste properly and without damage to the environment

Goal 4.4 Improved access into and around communities

Goal 4.5 Functional, clean and tidy public spaces

Goal 4.6 Look after the environment using modern and culturally appropriate environmental management methods

Goal 4.7 Review Shire policy in regards to rubbish disposal pits to advocate a speedier solution

Goal Strategy 5 To ensure strong, safe, health communities that respect culture and heritage

Goal 5.1 To celebrate, preserve and promote local knowledge and heritage

Goal 5.2 Sharing information in the community using radio and other

mediums

Goal 5.3 Make the community a good place to live

Goal 5.4 To ensure opportunities for young people to join sport and recreation activities

Goal 5.5

To increase services for aged and disabled

Goal 5.6 To make communities healthier with better public health standards

Goal 5.7 Make communities safe places for people to live in

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1. To provide good governance, leadership and advocacy

Goal Description Actions Measure Resources 1.1 Victoria Daly Shire councillors, staff,

committees and residents showing effective and innovative leadership.

Council to develop culturally appropriate councillor induction program for new council March 2012 To continue to support local boards and hold two formal board meetings in each community per year The continuation of women’s leadership program, link with leadership training in growth towns

Program developed and delivered 2 formal boards per year Number attending

Governance and Planning Manager / Cultural Liaison Manager Governance and Planning Manager & Executive FACHSIA Funding

1.2 People doing things for their community and Victoria Daly council by being on local boards and committees

To work in conjunction with Department Local Government, Housing & Regional Services to encourage board membership and new councillors

Number standing in By-Elections Number of Local Boards Number of Local Board Members Number of Meetings Number of members attending Local Boards

DLGRHS Funding

1.3 Co-operative and effective partnerships with government agencies, other councils and private business

To ensure SSM develop local links To review executive

Number of Joint Community Projects Number of partnerships

Shire Service Manager Council

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structure to allow more high level partnerships

1.4 Good ways of looking after shire business Continue the development of the Governance and Planning Unit Develop a compliance spread sheet for Management Establishment of an Audit Committee Establishment of an Internal Audit Function Establishment of a Risk Register and Management Program

Appointments made Spread sheet developed Appointments made Appointments made Appointments made

$550,000 Governance and Planning Manager Governance and Planning Manager Governance and Planning Manager Governance and Planning Manager

1.5 Review the structure of Local Boards to allow more community input and participation

Governance staff to attend Local Board and community meetings Review of Local Board structure

Number of meetings attended Review conducted Report to Council

Manager of Governance and Planning Manager of Governance and Planning

1.6 Review the Councillors/Council strategies in regard to regular community input

Executive and Governance staff to attend community meetings. Review of

Number of meetings attended Review conducted

Manager of Governance and Planning Manager of Governance and

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Councillors/Council strategies

Report to Council Planning

2. To promote local employment and a strong regional economy Goal Description Actions Measure Resources

2.1 Energetic and loyal Shire employees Recruitment policy to ensure local recruitment prior to external recruiting To support Indigenous Employment working partly in regards to retention strategies Employer of choice

Number of local staff Retention rate increase Development of a new EBA

Human Resources Human Resources Human Resources / Executive Members

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2.2 Local community economies that are workable and growing

To continue to support the transfer of commercial business to indigenous organisations including: Palumpa Store Yarralin Store Daguragu Club Support establishment of indigenous enterprise such as civil teams as stand alone entities

Number transferred Number of businesses established

Director of Corporate Services Director of Infrastructure and Civil Services

2.3 More local people working for the Shire In conjunction with the Department of Local Government, Housing & Regional Services, develop workforce plans for the Shire To appoint a new Occupational Heath & Safety Officer to support the reps & working party To continue the develop and support mentor program To further develop the 50/50 vision project in gaining gender equity To ensure workplace

Plans in place Appointment made Number of Indigenous Employees No of women employed and positions Agreement supported

Human Resources $100,000 External funding Human Resources Human Resources

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agreement discussions include flexible work options To provide higher duties and job share / swaps as developmental opportunities, especially between regional office and communities to target team leader and supervisory training

No of appointments Training occurred

Human Resources Human Resources

2.4 Access to non-council services that give most benefit to local people, business & jobs

To develop the “one stop shop” at Kalkarindji To work with other agencies to implement the LIP in Wadeye To work with other agencies to implement the LIP in Kalkarindji / Daguragu To continue to lobby for services seen as normal in towns Palumpa Resource Centre Development

Shop operational Number of actions completed Number of actions completed Number of new services established Centre operational

Capital investment via funding Shire Service Manager Shire Service Manager Shire Service Manager

2.5 Promote the advantages and responsibilities of working for the Shire

To further develop the Indigenous Employment Working Party

Meetings Held Staff attended

Cultural Liaison Manager

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To review and update the VDSC Staff Enterprise Agreement

Staff consultation held Agreement reviewed Agreement approved

Executive Human Resources Manger

2.6 Promote the advantages of compliance with OHS Policies and procedures.

Employment of OH&S Coordinator

Number of staff trained Number of incidents reported Number of workplace evaluations conducted

Human Resources Manager $100,000

3. To provide high quality services within financial resources

Goal Description Actions Measure Resources 3.1 To properly manage shires core services to

ensure residents get the service they should get.

Plan, monitor and coordinate resources in order to ensure core services are delivered optimally and effectively To ensure appropriate coding to cost centre for services To undertake Traffic Management plans in each community To undertake annual community survey on core services

Quarterly reports Budget correct Plans Surveys complete

SSM’s & Directors SSM / Program Managers LAMP Funding $50,000

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3.2 To provide and advocate for non-core

services to be available for all communities To continue to lobby for communities with limited or no Child, Aged & Disability Care. To begin a campaign to gain Youth funding for all communities

Increase in services Funding

Managers Executive

3.3 To ensure standards for services are appropriate and develop service levels

To develop service standards and delivery methods for a range of core services including waste, parks and ovals To benchmark standards across communities once established Internal auditing to highlight the continuous improvement plans for services developed

Standards in place Benchmarks in place Audit Committee established Audit process documented Audit’s commenced

$50,000 year one Assistant Director Service Delivery Governance and Planning Manager Audit Committee Audit Committee

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4. To maintain and develop shires assets, natural resources and country Goal Description Actions Measure Resources

4.1 To ensure all council building structures, assets are maintained and developed

To work in partnership with LGANT in developing asset management plans To lobby for appropriate funding to update Child & Aged Care centres to comply with legislation To lobby for new Night Patrol office in Wadeye To review all staff and visiting officer accommodation to develop a future plan To work in partnership with other Shires to develop leases for occupancy of buildings post intervention To ensure all buildings have valuations To ensure all assets are insured

Plans in place Funding Funding Plan in place Leases Valuations – Moloney’s Field Service Insurance

Asset Manager $150,000 Program Manager Asset Manager $100,000 $50,000 Asset Manager

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Upgrade Yarralin IT infrastructure Upgrade Palumpa roads

Funding Funding

Asset Manager Director of Infrastructure and Civil Services

4.2 Good management of essential services To ensure contracts are met & security for equipment To develop service plans for outstations

Breaches Plans

Director of Infrastructure and Civil Services Director of Infrastructure and Civil Services

4.3 Make sure communities manage their waste properly and without damage to environment

To action the Regional Waste Management Strategy To replace Wadeye’s compactor Refurbish Wadeye’s compactor and place in service at Peppimenarti To develop local strategies for Tips including signage and separate areas for types of refuse

Strategy in place Funding and community satisfaction Funding Strategies developed

Special purpose grant $100,000 Asset Manager Asset Manager SSM / Director of Infrastructure

4.4 Improve access into and around communities

Continue to lobby for road funding - Palumpa Roads To input into regional

Increase funding Number trained

Director of Infrastructure and Civil Services Director of Infrastructure and

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transport strategy To continue to develop road construction skills within the work force

Number trained

Civil Services Director of Infrastructure and Civil Services

4.5 Functional clean and tidy public spaces Encourage innovative community approaches i.e. Clean Up Australia Day Tidy town awards To consider the development of litter by-laws on community

Number of events Applications for awards By-laws

Shire Service Managers Shire Service Manager Funding $200,000

4.6 Look after the environment using modern and cultural appropriate environment methods

Consult with Traditional Owner’s / Ranger programs in Caring For Country

Consultations conducted Director of Infrastructure and Civil Services

4.7 Review Shire Policy in regards to rubbish disposal pits to advocate a speedier solution

Action recommendation of Waste Management Review

Increase funding Director of Infrastructure and Civil Services

5. To ensure strong, safe, healthy communities that respect culture and heritage

Goal Description Actions Measure Resources 5.1 To celebrate, preserve and promote local

knowledge and heritage To support councils Arts Policy in each community To continue to support festivals and events via festival policy

Community satisfaction Festivals and events conducted

$25,000 Regional Manager Community Services

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To continue to allocate $75,000 in community grants each year To support the transfer of the Museum at Wadeye to Thamarrurr Inc. To continue to support the development: - Pine Creek Steam Heritage Precinct - Timber Creek Police Precinct - Interpretation of Wave Hill

Grant allocations made Museum transferred Community satisfaction

$75,000 Assistant Director of Service Delivery Assistant Director of Service Delivery

5.2 Sharing information in community using radio and other mediums

To actively encourage councillors & staff to use RIB Medium in each community To continue to auspice RIBS Program To investigate communal delivery options for communication i.e. electronic notice boards / large screens To complete an updated

Increase usage No. in place Community surveys Revise strategy

RIBS Coordinator RIBS Coordinator RIBS Coordinator and Communications Coordinator Communications

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communication strategy for adoption

Coordinator

5.3 Make the community a good place to live To continue consultation on by-laws and implement the model chosen for each community including enforcement To review Disaster Management Plans To continue with twice yearly vet visits while developing animal management plans on community To support the LIP planning process

By-laws established Plans review Number of visits Plan developed Number of LIP implemented programs (See previous)

$100,000 Council $200,000 NTG Governance and Planning Manager Director of Infrastructure & Civil Services Governance and Planning Manager Shire Service Managers

5.4 To ensure opportunities for young people to join sport and rec activities

To continue to support Sport & Recreation Program and ensure every community has an allocated Sport & Rec Officer and where possible trainees, vehicles and operational costs etc. Lobby for increased program funding

Number of staff / Vehicles / Programs Increase in funding

Funding $100,000

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To finalize playgrounds / sports survey and allocate $235,000 to priority projects To continue to support Youth Engagement Program and ensure every community has an allocated officer and where possible trainees, vehicles and operational costs etc. Develop a Shire Sport and Recreation Plan

Number of playgrounds upgraded Number of Staff / Vehicles / Program Plan developed

Regional Manager Community Services Regional Manager Community Services Sport and Recreation Coordinator

5.5 To increase services for aged and disabled To continue to lobby for increased service provision

Increased funding Funding

5.6 To make communities healthier with better public health standards

Develop partnerships with health providers within the region To work with Department of Health to implement housing environment program

Number of partnerships Program in place

CEO Funding

5.7 Make communities safe places for people to live

To develop traffic management plans including speed limits for each community

Plans

LAMP funding

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3 year block funding for Community Patrols to provide greater employment security and training opportunities for staff To continue to support and develop Community Patrols and ensure Police and other stakeholders work with the MOU

Increased funds Increased ongoing funding

Manager Community Patrol Manager Community Patrol

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