ROPER GULF REGIONAL COUNCIL Strategic Plan

2018-2021STRATEGIC PLAN 2018-2021 1 ROPER GULF REGIONAL COUNCIL 2018-2021 STRATEGIC PLAN The 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 Planning Address: PO Box 1321, Katherine NT 0851 Phone: 08 8972 9005 Email: [email protected]

THE LOGO The logo was developed from a concept created by Lainie Joy of . The five flowing figures have multiple meanings. They represent the five wards in our region (Never Never, 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 CENTRE COUNCIL OFFICES Street Address Phone Fax

2 Crawford Street Katherine NT 0850 Barunga 08 8977 3200 08 8944 7059 Postal Address Beswick 08 8977 2200 08 8975 4565 PO Box 1321 Katherine NT 0851 Borroloola 08 8975 8758 08 8975 8762 Phone 08 8972 9000 Bulman 08 8975 4189 08 8975 4753 Fax 08 8944 7020 Jilkminggan 08 8977 3100 08 8975 4905 Email [email protected] Manyallaluk 08 8975 4055 N/A Website www.ropergulf.nt.gov.au Mataranka 08 8977 2300 08 8975 4608 08 8977 4600 08 8975 4658 Roper Gulf Regional Council ABN 94 746 956 090 Numbulwar 08 8977 2100 08 8975 4673 WORKS DEPOT 63 Chardon Street Katherine NT 0850 OTHER LOCATIONS COMMERCIAL, COUNCIL AND COMMUNITY SERVICES Barawarka Larrimah 126 Victoria Highway Katherine NT 0850 Baghetti Minyerri Barrapunta (Emu Springs) Mole Hill Boomerang Lagoon Mount Catt DESIGN AND LAYOUT Costello Mulgan Photography: Roper Gulf Regional Council Daly Waters Nulawan (Nalawan) Design and layout: [email protected] Jodetluk (Gorge Camp) Werenbun Kewulyi This Strategic Plan was approved by Council on Month Day 2018.

INDIGENOUS BROADCASTING WARNING: Aboriginal and Torres Strait Islander readers Located in Barunga, Beswick, Bulman, Ngukurr and Numbulwar. are advised that this document may include the images of people who are deceased. Phone 08 8972 9000

2 ROPER GULF REGIONAL COUNCIL Introduction

Section 1 - Introduction

What is the Strategic Plan? 5

Message from the Mayor 6

Our Council 7 Planning Framework About Us 8

About the Roper Gulf Region 9

Our Vision, Mission and Values 10

Section 2 - Planning Framework

Our Role and Responsibilities 12

Our Planning Framework 13

Measuring Our Success 14

SWOT Analysis for Service Delivery 15 Strategic Goals Strategic Section 3 – Strategic Goals

TABLE OF CONTENTS TABLE Our 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 Plan

Projections of Income and Expenditure (2017-18 to 2020-21) 28 Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 3 4 ROPER GULF REGIONAL COUNCIL Introduction Planning Framework

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 Goals Strategic 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. WHAT IS THE STRATEGIC PLAN? THE STRATEGIC IS WHAT Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 5 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, which will allow us to track and report our progress with unlimited potential to develop into a social and on an annual basis via the Regional Plan and Annual economic powerhouse that plays a major role in the Report. long-term growth of the . This Strategic Plan is the result of extensive Council is an impassioned advocate for that consultation with stakeholders at all levels, and I development, and I believe the four goals outlined would like to thank them, Council staff, our 10 Local on the following pages will provide the framework Authorities and my fellow Elected Members for their for us to deliver on outcomes that will make the input and dedication to creating a document that Roper Gulf region sustainable, viable and vibrant for clearly sets out our direction until 2021. 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. Judy MacFarlane The outcomes, and strategies that will be Mayor implemented to achieve them, have been purposely Roper Gulf Regional Council designed to be easy to understand and quantifiable, MESSAGE FROM THE MAYOR FROM MESSAGE

6 ROPER GULF REGIONAL COUNCIL NEVER NEVER WARD Introduction

Mayor Councillor Councillor Judy MacFarlane Annabelle Daylight Ossie Daylight

NYIRRANGGULUNG WARD OUR COUNCIL Planning Framework

Deputy Mayor Councillor Councillor Helen Lee Selina Ashley Wayne Runyu

YUGUL MANGI WARD NUMBULWAR NUMBURINDI WARD

Councillor Councillor Councillor Councillor Owen Turner Eric Roberts Edwub Nunggunmajbarr David Murrungun Goals Strategic

SOUTH WEST WARD

Councillor Councillor Councillor Samuel Evans Don Garner Keith Rory

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. Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 7 WEST ARNHEM DARWIN REGIONAL COUNCIL EAST JABIRU ARNHEM PINE CREEK KATHERINE ROPER GULF REGIONAL COUNCIL REGIONAL WA NT COUNCIL DALY WATERS QLD

RENNER SPRINGS

TENNANT CREEK Bulman

BARROW NYIRRANGGULUNG Weemol CREEK

ALICE WARD SPRINGS Manyallalu (Eva Valley) Numbular SA Katherine Barunga NUMBULWAR NUMBURINDI KATHERINE Besic Nguurr TOWN COUNCIL Urapunga WARD Jilminggan Matarana YUGUL MANGI Minyerri/ WARD Hodgson Dons Larrimah NEVER NEVER WARD Borroloola

Daly Waters VICTORIA SOUTH WEST DALY WARD REGIONAL Robinson River COUNCIL

BARKLY REGIONAL COUNCIL

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 of the to the Gulf of Carpentaria and the amalgamation of six smaller Community Councils - Queensland border. Borroloola Community Council, Numbulwar Numburindi Community Council, Nyirranggulung Mardrulk The Council’s strategic direction and service delivery is Ngadberre Regional Council, Yugul Mangi Community governed by four major pieces of legislation, being:

ABOUT US ABOUT Council, Mataranka Community Council and Jilkminggan • Local Government Act; Community Council - and previously unincorporated • Local Government (Accounting) Regulations; land. It was renamed Roper Gulf Regional Council in January 2014. • Local Government (Administration) Regulations; and • Local Government (Electoral) Regulations. Incorporating a Local Government Area of 186,000 square kilometres – almost three times the size of In addition, subordinate Guidelines and General Tasmania – the Council’s operational footprint is the Instructions determine the Council’s operational model fourth largest in the NT and runs from the southern in a number of key areas, including the establishment side of the Kakadu escarpment to the northern edge and maintenance of the 10 Local Authorities within its of the Barkly Tablelands, and from the western fringe boundary.

8 ROPER GULF REGIONAL COUNCIL WEST ARNHEM REGIONAL COUNCIL EAST ARNHEM REGIONAL COUNCIL

Bulman Introduction NYIRRANGGULUNG Weemol WARD Manyallalu (Eva Valley) Numbular Katherine Barunga NUMBULWAR NUMBURINDI KATHERINE Besic Nguurr TOWN COUNCIL Urapunga WARD The Roper Gulf Local Government Area is a vast area The Council receives funding from the Northern Jilminggan as rich in biodiversity as it is with the people who Territory Department of Housing and Community Matarana call the region home. Development to provide maintenance and essential YUGUL MANGI services in the following outstations: Minyerri/ WARD The Census held in 2016 showed 6,505 people Hodgson Dons live in towns and outstations within the Roper Gulf • Badawarka Larrimah Regional Council boundary, with a median age of just 26. Of this small population base, more than • Baghetti NEVER NEVER 42 per cent reside in the three largest towns of • Boomerang Lagoon WARD Borroloola Ngukurr, Numbulwar and Borroloola, giving the

overall area an extremely low population density of • Barrapunta Planning Framework one person per 28 square kilometres. Daly Waters • Costello VICTORIA SOUTH WEST The towns and communities serviced by the Council DALY WARD are: • Jodetluk (Gorge Camp) REGIONAL Robinson River • Kewulyi COUNCIL Central Arnhem Management Area • Mole Hill BARKLY REGIONAL • Barunga (population 363*); • Mount Catt COUNCIL • Beswick (population 531); • Mulgan Camp • Bulman and Weemol (population 266); • Nulawan • Daly Waters (population 9); • Werenbun • Jilkminggan (population 301); Almost 80 per cent of people living within the Strategic Goals Strategic • Larrimah (population 47); Council’s Local Government Area identify as • Manyallaluk (population 87); Aboriginal or Torres Strait Islander - three times the NT figure of 25.5 per cent, and 28 times greater • Mataranka (population 350); and than the national figure of 2.8 per cent. It is estimated that X traditional languages are regularly • Minyerri** (population 585). spoken in the region, with 48.6 per cent of the population speaking Kriol at home. Roper Management Area * Population data source: Australian Bureau of Statistics • Borroloola (population 871); (2016 Census)

• Ngukurr (population 1149); ** Core program and service delivery provided by Alawa Aboriginal Corporation (AAC), with Community Night • Numbulwar (population 723); Patrol service subcontracted by Roper Gulf Regional • Robinson River*** (population 222); and Council to AAC. • Urapunga (population 128). *** Core program and service delivery provided by Mungoorbada Aboriginal Corporation. ABOUT THE ROPER GULF LOCAL GOVERNMENT AREA GOVERNMENT THE ROPER GULF LOCAL ABOUT Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 9 VISION

Roper 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

OUR VISION, MISSION AND VALUES OUR VISION, 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.

10 ROPER GULF REGIONAL COUNCIL Introduction Planning Framework

VALUES Honesty Equality Accountability Respect Strategic Goals Strategic Trust Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 11 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 d. to encourage and develop initiatives for and homelands in the Roper Gulf region, we improving quality of life; and recognise that we have a vital leadership role to play not only through the implementation e. to represent the interests of its area to the of the plan, but also by being an advocate that wider community; and values collaboration and strives to develop strong f. to exercise and perform the powers and relationships between all stakeholders. functions of local government assigned to the Under the provisions of the Local Government Act, council under this Act and other Acts. the 13 Councillors whom have been elected to The role of individual Elected Members is: represent residents for the four-year term covered by the plan have a prescribed set of responsibilities a. to represent the interests of all residents and they must carry out. ratepayers of the council area; and Our role as a Council is: b. to provide leadership and guidance; and a. to act as a representative, informed and c. to facilitate communication between the responsible decisionmaker in the interests of members of the council’s constituency and the its constituency; and council; and b. to develop a strong and cohesive social life for d. to participate in the deliberations of the council its residents and allocate resources in a fair, and its community activities; and socially inclusive, and sustainable way; and e. to ensure, as far as practicable, that the council

OUR ROLE AND RESPONSIBILITIES OUR ROLE c. (c) to provide and coordinate public facilities acts honestly, efficiently and appropriately in and services; and carrying out its statutory responsibilities. 12 ROPER GULF REGIONAL COUNCIL The Roper Gulf Regional Council 2018-2021 Strategic Plan is the overarching Introduction document in our integrated planning framework.

In order for our strategic goals and sustainability Operational Plan to be achieved, there are a number of lower-level documents that drive planning for a range of The Operational Plan provides the operational functions, including organisational structure, service strategies for each business unit and informs the delivery, budgeting and business unit operation. activity plans of managers within the Council’s three Directorates. The plans that make up the framework are: Activity Plans Strategic Plan An Activity Plan is a project or program plan for each The Strategic Plan is a plan that sets the vision, activity carried out by each business unit. A manager mission, goals, strategies and key performance may have one or more activity plans which relate to indicators of the Council. The plan sets the scene for the activity accounts they are delegated to manage, the Council’s strategic direction and priorities for as well as other responsibilities relating to an the next four years, or the term of Council. The plan Operational Plan. is released for a 21-day period for public comment Planning Framework before being endorsed by Elected Members. Work Plans

Regional Plan These detailed plans are task related. A manager facilitates the specific instructions for service delivery The Regional Plan in an annual document that at each service location detailing schedules, daily includes the Council’s governance structure, staffing tasks and deadlines for completion. chart, service delivery plan and town priorities, financial planning, including a Budget summary, and A summary of each plan and which level it sits on rates declaration. The plan is released for a 21-day within the integrated framework, is illustrated below.

OUR PLANNING FRAMEWORK period for public comment before being endorsed by Elected Members.

PLANNING LEVEL LIFE OF PLAN REPORTING/EVALUATION REVIEWED ACTION GROUP

STRATEGIC PLAN 4 years Annual Report One year before end of life Council Strategic Goals Strategic 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 Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 13 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. MEASURING OUR SUCCESS

14 ROPER GULF REGIONAL COUNCIL 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. Introduction 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 Director Corporate Governance legislation and accounting standards Finance Manager Regular review of financial reports against budget Finance Committee Ensure through the budget process that all programs are fully Managers funded Managing contracts and agency services to be adequately funded Partially funded annual depreciation expense No expenditure outside budget Staff with high professional and technical skills

Financial reporting Continue to review our financial reporting process Director Corporate Governance Finance Manager Planning Framework Governance and Corporate Continue to align the grants and project management Director Corporate Governance Planning resources to deliver on Town Priority projects Governance Manager Improve focus area reporting Continue professional development of Elected Members Continue professional development of Corporate Governance staff Improve corporate communication strategies and activities Annual review of policies Review record management process

Investment strategy Continue with current strategy Finance Manager

Fleet management Continue vehicle replacement program Director Corporate Governance IVMS Asset Manager Continue regular maintenance program Ensuring all vehicles are fit for purpose Strategic Goals Strategic ICT Systems – one platform for Continue configuration and implementation of the Technology Director Corporate Governance Finance, HR, Asset and WHS 1 product across Finance, HR, Assets and WHS management systems Investigate the utilisation of the Technology 1 product for grants management and project management

SWOT ANALYSIS FOR SERVICE DELIVERY ANALYSIS SWOT WHS management and awareness Continue the high level extension of the Katherine team to the Strategic Leadership Team communities Increase the Council’s awareness of its obligation as a leader in relation to the organisation’s WHS performance

Australian Government and NTG Continue to align the Government’s Developing the North Strategic Leadership Team on local infrastructure upgrades in Strategies to the Council’s local infrastructure development remote locations priorities Develop a long-term Financial and Asset Management Plan

Involvement in the Big Rivers Development of the Big Rivers Region Waste Management Director Council and Community Region Waste Management Strategy Services Reference Group Maintain our membership and engagement in the Big Rivers Region Waste Management Coordination project Deliver on the Regional Waste Management Facility in Mataranka Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 15 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 Street Strategic Leadership Team Undertake investigations and long term planning for current premises in Katherine

Contract Management and Service Improve the Council’s contract management system and Director Commercial Services Delivery capabilities Implement continual improvement processes for contract management; development of panel of contractors framework and release for EOI

Organisational capacity for service Maintain organisational accreditations Strategic Leadership Team delivery Continue to advocate our organisations capabilities

Development of long term Implementation of the ROAMS system for our assets Director Corporate Governance infrastructure plans Undertake audit of fixed assets and facilities and incorporate Asset Manager into long term plans Update asset management plans to include long term asset management strategies

Animal health program has Introduce a user-pay system to ensure the sustainability of this Director Council and Community reduced population and increased program Services health

Litter management Introduce a container deposit scheme which will potentially Director Council and Community reduce the litter stream by 90% Services

Local Authority support Continue professional development of members and local Director Corporate Governance admin support staff Governance Manager

Presence in Indigenous remote Maintain our existing position, identify gaps and improve the Strategic Leadership Team communities functionality of our fixed assets

Cross-cultural relationships Utilise the knowledge of our local leaders in a comprehensive Strategic Leadership Team 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 Strategic Leadership Team user pay, and funding options Continue to impress on the Council the opportunity cost of accepting capital infrastructure for unviable assets

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

Asset replacement reserve is less Establish infrastructure renewal fund Director Corporate Governance than accumulated depreciation Budget for full funding of annual depreciation expense Finance Manager Transfer any operational surplus to asset replacement reserve

Fixed asset management such as Utilising asset management systems to identify high priority Strategic Leadership Team roads and facilities needs Develop asset management systems to utilise audit information

Recruitment and retention of Development of workforce development plan Strategic Leadership Team suitably qualified staff Develop succession planning policy Develop and implement a reward and recognition program Develop and implement a strategic remuneration policy and practices

16 ROPER GULF REGIONAL COUNCIL WHS organisational culture Improve WHS inductions/training and continue vigilance Strategic Leadership Team

Risk management Review and implement a Risk Management Plan for the Strategic Leadership Team organisation

Implement an internal audit program Introduction

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

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

Asset repairs and maintenance Develop thorough procedures to improve efficiencies in our Director Corporate Governance asset maintenance program Asset Manager

Development opportunity for Create a Leadership Management Program Strategic Leadership Team middle managers and emerging managers

Lack of service delivery standards Create service delivery standards across core and agency Strategic Leadership Team services

Aging IT infrastructure Develop IT infrastructure replacement plan Director Corporate Governance

Other agencies working with the Develop communication and coordination process between Strategic Leadership Team Council agency and core services Planning Framework Non-compliance with agency Implement a compliance internal audit system Director Corporate Governance services contracts

The Council accepting contracts that Providing frank and fearless advice on the consequence of Strategic Leadership Team cost-shift to the Council accepting inadequately funded programs If accept the funding because the program is valued, the program will have a reduced scope to fit the budget

Induction and performance Develop a comprehensive regional and local multi-faceted Strategic Leadership Team management processes orientation and induction program for all staff including cross cultural training Develop a welcome booklet for all staff

OPPORTUNITIES STRATEGIES RESPONSIBILITY

Prioritise our road projects Utilise the new roads and stormwater audit to prioritise Director Council and Community expenditure expenditure Services Strategic Goals Strategic Director Commercial Services Finance Manager

Shared services with other councils Discuss with adjoining Councils opportunities for shared Strategic Leadership Team services

Attainment of more Government Lobby the Government to demonstrate our capacity to deliver Director Commercial Services contracts more contracts on their behalf

Look at other investment Review investment policy and seek expert advice on potential Director Corporate Governance opportunities investments

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

Growth town opportunities for Work with Government to develop long-term economic plans Director Commercial Services increased economic development for Borroloola, Numbulwar and Ngukurr translating to jobs and resources Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 17 Engage youth in Council decision Ensure that at least two members of each Local Authority Director Corporate Governance making processes are under the age of 25 and represent the youth of their Director Council and Community communities Services Council youth programs to develop through community consultation of long-term youth needs and plans for assets and activities Council extends the Youth Services program to the Central Arnhem management area

Increase ability to influence Ensure that the Council monitors communications from CEO Government policy Government and advocates community issues relating to Government policy

THREATS STRATEGIES RESPONSIBILITY

Inadequate own source revenue Review Rating Policy with a view of increasing rates in line with Director Corporate Governance other Councils Finance Manager Review investment in line with Investment Policy Director Commercial Services Continue to explore commercial opportunities

Funding Agencies are not Fully cost all funding offers including asset expense prior to All Directors recognising the real cost for facility acceptance of the offer Finance Manager use All Funding Agreement negotiations to be undertaken with a minimum of cost-neutral outcome Reduce the scope of the program if the funding is inadequate

Continued low interest rates is Review investment in line with Investment Policy Director Corporate Governance reducing return on investment Finance Manager

Conditional rating Advocate for the abolition of Conditional Rating Mayor CEO

Reliance on grant and agency Review Rating Policy with a view of increasing rates in line with Director Corporate Governance funding other Councils Finance Manager Review investments in line with Investment Policy Director Commercial Services Continue to explore commercial opportunities

Some remote service centres Continue to advocate for better ICT infrastructure for remote Director Corporate Governance have no or limited ICT system communities – Jilkminggan, Larrimah and Urapunga

Development of By-Laws Continue to cooperate with LGANT and the NTG on the Director Corporate Governance development of By-Laws Governance Manager

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

Cost shift to Local Government Fully cost all funding offers including asset expense prior to Mayor acceptance of the offer. Executive 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

Wet season access and tyranny of Improve logistical and service delivery planning to mitigate All Directors distance isolation caused by environmental factors

18 ROPER GULF REGIONAL COUNCIL The four goals that make up Roper Gulf Regional Council’s Strategic Plan Introduction 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. OUR GOALS 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 Planning Framework employment opportunities for local people.

GOAL 1 Good governance Strategic Goals Strategic

GOAL 4 A sustainable, viable GOAL 2 To support training and vibrant Council and Strenthen the and employment Roper Gulf region quality of life in the in remote Roper Gulf Region communities

GOAL 3 To protect and care for our physical environment Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 19 GOAL 1 Good governance Council provides strong leadership through robust governance, responsible financial management, strategic corporate planning and operational delivery.

OUTCOMES STRATEGY

1.1.1 Facilitate local decision making through Elected Members, Local Authorities and stakeholders 1.1. Council decisions based on community inclusion and 1.1.2 Provide high-level support to Local Authorities and community consultation engagement 1.1.3 Undertake annual Community Satisfaction Survey, and public consultation on Regional and Strategic Plans

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 1.2. Best-practice governance by and meeting procedures Elected Members, Local Authority Members and Council staff 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

1.3.1 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 1.3. Quality people 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

20 ROPER GULF REGIONAL COUNCIL Introduction

1.4.1 Develop strong partnerships with other tiers of Government and other stakeholders through regular communication, collaboration and coordination 1.4. Effective Council advocacy on priority issues 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 Planning Framework identified in Council’s business planning process

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. Organisational sustainability through responsible financial 1.5.3 Maintain legislative compliance through regular internal and management 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 Goals Strategic and infrastructure relating to demographics and community needs

1.6. Innovative, contemporary 1.6.1 Develop an adaptable communications strategy that meets communication 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 1.7.1 Influence governments planning mechanisms to overcome poor community planning and design urban design in communities Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 21 GOAL 2 Strenthen the quality of life in the Roper Gulf Region Council provides safe, strong and vibrant communities through building participation, contributing to safe and harmonious communities, and promoting local economic development opportunities.

OUTCOMES STRATEGIES

2.1.1 Delivery of programs for feasible remote agency services that Council has the capacity to deliver 2.1. Increase community participation in delivery of Agency Services 2.1.2 Undertake targeted communications and consultation to increase community awareness about, and participation in, services provided by Council and other stakeholders

2.2.1 Conduct regular community safety audits of primary and secondary hotspots in communities, and act on audit recommendations

2.2. Increase public safety through 2.2.2 Install solar lighting in identified public areas environmental design and service delivery 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

2.3.1 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. Vibrant, economically-sustainable 2.3.3 Utilise Council’s existing networks and communications channels communities 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

22 ROPER GULF REGIONAL COUNCIL Introduction Planning Framework Strategic Goals Strategic Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 23 GOAL 3 To protect and care for our physical environment Council contributes to protecting the natural assets of the Roper Gulf Local Government Area through innovative animal health, waste management and recycling strategies, the development of green spaces and improved energy efficiency practices.

OUTCOMES STRATEGIES 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. Council decreases its carbon footprint 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

3.2.1 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. Contribute to the protection of the natural 3.2.3 Promote the benefit of waste resource recovery environment 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

3.3.1 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. Improved animal health in remote communities 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

3.4.1 Continue to be actively involved in counter disaster management preparation, response and recovery in Katherine and the Roper Gulf Local Government Area 3.4. Build the resilience of communities against 3.4.2 Continue to represent Council on the Katherine and Local Area Emergency emergencies Management Committees

3.4.3 Developing infrastructure to withstand extreme climatic events and emergencies

24 ROPER GULF REGIONAL COUNCIL Introduction Planning Framework Strategic Goals Strategic Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 25 GOAL 4 To support training and employment in remote communities Council engages stakeholders to identify and deliver training and employment opportunities in the Roper Gulf Local Government Area.

OUTCOMES STRATEGIES

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. Local jobs for local people 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 which promote Council job opportunities for local people

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

4.2.1 Continued delivery of Community Development Program (CDP) to provide training and upskilling opportunities for local jobseekers 4.2. Increase community-based training programs that promote 4.2.2 Collaborate with stakeholders to provide training opportunities in job readiness and life skills community development projects 4.2.3 Collaborate with training providers and funding partners to increase the number of in-community training opportunities

4.3.1 Provide engagement training for staff, Elected Member, Local Authority Members and staff 4.3. Generational growth in employment opportunities 4.3.2 Develop Indigenous employment strategy, and career management and mentoring strategies that position Council as an employer of choice

26 ROPER GULF REGIONAL COUNCIL Introduction Planning Framework Strategic Goals Strategic Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 27 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. PROEJECTIONS OF INCOME AND EXPENDITURE OF INCOME PROEJECTIONS

28 ROPER GULF REGIONAL COUNCIL Projections of Income and Expenditure

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

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 Planning Framework 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 Goals Strategic

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. Long-Term Financial Plan Financial Long-Term STRATEGIC PLAN 2018-2021 29

2 Crawford Street, Katherine NT 0850 63 Chardon Street, Katherine NT 0850 PO Box 1321, Katherine NT 0851

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