Central Desert Regional Council 2015–16 ANNUAL REPORT The Story of the Front Cover The cover of this year’s annual report shows the Anmatjere Roads Team and Community Development Program (CDP) participants and local community members celebrating the opening of the Nturiya Road. Due to heavy rains in January 2015, the Nturiya Road was badly damaged making access to the community difficult and dangerous. Works to reinstate the road were possible thanks to funding provided by the Natural Disaster Relief and Recovery Arrangements funding. The Nturiya Road reinstatement project demonstrates how Central Desert Regional Council actively works to ensure that projects deliver maximum community benefit as well as value for money for community members and funding bodies. Working Nturiya Road, Anmatjere: flood damage reinstatement work. cooperatively with local businesses, training providers and across different programs within the Council, the Nturiya Road project was a success on multiple fronts. The work undertaken by the Council’s Works team was of a high standard and demonstrated the Council’s ability to undertake works of this calibre. A further nine men from the Community Development Program (CDP), worked alongside private contractors and the Council’s own Works team as part of a Certificate III in Civil Construction training program. The training program, delivered in association with Charles Darwin University, saw the participants not only learn valuable skills, but also significantly contribute to important community projects. Skills learnt as part of the training course have enabled the men Anmatjere’s Morgan Abbott, Maureen van Heusden, Apprentice to operate heavy machinery, including backhoes, bobcats, vibe of the Year Jacko Long and Peter van Heusden at the GTNT Award rollers, tipper trucks, semi trailers, graders and front end loaders. Ceremony. The CDP participants began their training in June this year so as to be job-ready for opportunities in the upcoming TNG Limited mining project in the Ti Tree area as well as various opportunities open to them on Council Works programs, outstations and other construction projects across the region. CDP participants were also engaged in delivering other community priority projects: zGrading and laying the foundation for a new shade structure at the Community Development Program Activity Centre zLevelling the ground, loading the tipper truck with the front end loader, digging the pit with a backhoe and compacting the ground with a wide roller at the landfill zGrading the road from Ti Tree town to Nturiya. The Nturiya Road project is just one way that the Council lives its motto of ‘Two ways one outcome – Indigenous and non- Indigenous people working together for the best services and outcomes’. Among the crew were Jocko Long, who in March was named GTNT Apprentice of the Year, and Morgan Abbot, a GTNT Remote Apprentice Award nominee.
B Contents
President’s Welcome 2 List of Alternative Chief Executive Officer’s Report 4 Place Names
Our Governance 6 Gazetted name Alternative name/s Anmatjere Ti Tree Elected Members 6 Atitjere Harts Range Council Meetings 8 Engawala Alcoota Station Local Authorities 8 Laramba Napperby Organisational Structure 11 Lajamanu Hooker Creek Nyirripi N/A Our Community 12 Willowra Wirliyajarrayi Our Performance 14 Yuendumu N/A Key Performance Indicators 15 Yuelamu Mount Allan, Alpirakina Pmara Jutunta Six Mile Our Services 16 Nturiya Station Municipal Services 16 Wilora Stirling Service Delivery Summary 16 Community Services 17 Commercial Activities 19 List of Shortened Forms Corporate Services 19 ABS Australian Bureau of Statistics Our People 20 BIITE Batchelor Institute of Indigenous Staff Profile 20 Tertiary Education Work Health and Safety 20 CAT Centre for Appropriate Technology Recruitment and Retention 21 CAYLUS Central Australian Youth Link Up Staff Training and Development 21 Service Enterprise Agreement Negotiations 21 CEO Chief Executive Officer Cr Councillor Our Achievements 22 CDP Community Development Program Anmatjere 23 EBA Enterprise Bargaining Agreement Atitjere 24 ESO Essential Services Officer Engawala 25 FTE full-time equivalent Lajamanu 26 HMP Housing Maintenance Program Laramba 27 HR human resources IT information technology Nyirripi 28 KPI key performance indicator Willowra 29 LGA local government area Yuelamu 30 LGANT Local Government Association of Yuendumu 31 the Northern Territory MoU memorandum of understanding Our Goals 32 NT Northern Territory Goal 1: Social and Cultural 33 RIPIA Remote Indigenous Public Internet Goal 2: Physical Assets 38 Access Goal 3: Economy 40 RJCP Remote Jobs and Communities Goal 4: Environment 42 Program Goal 5: Management and Governance 43 WHS work health and safety WYDAC Warlpiri Youth Development Our Finances 45 Aboriginal Corporation Financial Summary 45 YS&R Youth, Sport and Recreation Financial Statements FS–1 Index to the Financial Statements FS–4
1 President’s Welcome
am very proud to present the CDRC Annual Report for 2015–16. Once again the IAnnual Report demonstrates the strength and achievements of the Council. These achievements would not be possible without the contribution made to the Council by its Councillors and Local Authority members. It is a testament to our Councillors’ commitment that four current Councillors received long service awards for their contribution to local government in the Northern Territory. Crs James Glenn, William Japanangka Johnson, Louis Japanangka Schaber and I received awards at the Annual General Meeting of LGANT in April. I would like to pass on my condolences to Councillor Louis Schaber’s family after his passing on 2 April 2016. The Council would like to acknowledge the important contribution Kumunjayi made to local government in Central Australia. Kumunjayi was a founding Councillor of the Central Desert Regional Council serving since its formation in 2008 and a tireless advocate for his community as well as the whole council region. During this year the Council has welcomed two new Councillors. Cecilia Alfonso was elected to the Southern Tanami Ward in July 2015 and Sandra Peckham was elected to the Akityarre Ward in April 2016. It is a pleasure to welcome these two strong community advocates to our Council. It is also a pleasure to note that with the election of these two Councillors our Council is now evenly gender balanced. The impact of a strong community voice, dedicated staff and solid leadership can be felt across the region. The Council continues to focus on ensuring that high quality services are provided to our community members. It is gratifying to see the impact that these services have on community life. Whether it is helping parents grow kids up strong, providing employment, job training or keeping our culture stay strong by supporting our old people, the Council has a part to play. This year we have continued to focus on ensuring our services are joined up so that they can provide the best outcomes. The Council recognises that it is important to work together with our own services as well as other agencies to ensure that we achieve the best possible outcomes on the ground. Our focus on family wellbeing, and the work we have been doing to develop this strategy, has seen us renew our commitment to constructive partnerships, with community and with service providers, and to approach these partnerships with a genuine attitude of collaboration. The outcomes of this collaboration are clear to see. During the year we have delivered on a number of significant projects for the community. Our focus on upgrading sporting facilities has proved popular and successful with both the Lajamanu and
L–R: CEO Cathryn Hutton, President Dixon, Minister Price and Deputy President Patrick were pleased that Yuendumu will receive a new compactor truck.
2 President’s Welcome
Nyirripi from the air.
Yuendumu ovals hosting major sporting events. The upgrade of these facilities, including the installation of competition-quality lighting, was supported by the Northern Territory Government. Pmara Jutunta and Yuelamu have also seen upgrades to their sporting facilities with both communities receiving ABA funds to upgrade their softball field and basketball courts. Work on these facilities will be completed during the 2016–17 financial year. Work also commenced on reinstating roads damaged during the unseasonal rains in January 2015. Reinstatement of roads to a value of $5 million is well underway thanks to joint NT and Commonwealth funding under the NDRRA program. It is pleasing to see that all of these projects, plus many others too numerous to mention, have been delivered with strong support from our community and with the help of CDP participants. It makes me incredibly proud to see the positive impact that our communities and community members can make through their hard work, either as CDP participants or as paid employees of the Council. Councillor Kumunjayi Schaber who passed Working together as a team has enabled the Council and its communities to thrive. Thank away in 2016 was a founding Councillor of the Council and a tireless advocate for his you to all of those people who have helped make this happen. community. I would also like to thank the Chief Executive Officer, her Executive Team and the other Council employees whose expertise and commitment has made the Central Desert Regional Council what it is today. I am also grateful for the support that I have received from my fellow Councillors in what has been an exciting year. Cr Adrian Dixon President
3 Chief Executive Officer’s Report
he 2015–16 financial year has been another exceptionally productive period for Central TDesert Regional Council with a number of key priorities achieved. These priorities have been delivered against a backdrop of ongoing financial constraint and legislative review. Within this environment the Council made a number of significant policy decisions. Firstly, while focusing on funding basic service delivery, the Council actively seeks opportunities to work cooperatively with other programs to extend the reach of its funding and maximise community benefits. This approach has seen the development of some productive and beneficial partnerships across the Council as well as with other service delivery agencies. The Council’s approach to the delivery of the Federal Government’s Community Development Program (CDP) demonstrates how successful the application of an overarching ‘community development’ ethos can be. At every opportunity, CDP is strategically integrated with other service delivery arms of Council and with external agencies in its endeavour to deliver the best outcomes for both the participants and the communities. Through active involvement in the Council’s community planning process, CDP has tailored activities to suit the specific aspirations of the community and deliver real projects which have real value to communities. Secondly the Council continues to seek funding partners for capital projects, such as new playgrounds, staff housing and office upgrades. These projects are to be delivered at Australian standards and exemplify best practice. Furthermore, the Council continues to seek opportunities to partner with other organisations, including the Central Land Council and Northern Territory and Commonwealth Governments, to provide successful services and programs within the Central Desert region. I would like to acknowledge and thank the NT and Federal Governments for their continued support of the Council. In particular, I would like to acknowledge the following projects and programs that were funded and delivered during the 2015–16 financial year: zYuendumu and Lajamanu oval lighting funding from NT Government; zLocal Authority Project funding from the NT Government; zRoad reinstatement under the Natural Disaster Relief and Recovery Arrangements funding which is a joint NT and Federal Government program; and zChildcare, Community Safety, School Nutrition and Youth, Sport and Recreation funding from the Federal Government under the Indigenous Advancement Strategy. Thirdly, the Council would actively seek opportunities to take on commercial activities within the region where these commercial activities provided social returns (such as local employment or improved social amenity) as well as reasonable economic returns to the Council. During the year the Council undertook a commercial contract to deliver housing upgrades to 43 houses in Nyirripi. Working in cooperation with local businesses, the Council was able to ensure a consistently high level of local engagement with an average of 40% Indigenous labour being used during the project. The Council continues to deliver the CDP in five communities. These two successful commercial contracts have provided much needed discretionary funds as well as supporting the social aspirations of the community and the Council. These three key strategies have proved successful and have been fundamental to the achievements reported within this Annual Report. An equally important approach of the Council, given the limited resources available, was to focus on those services and projects that provided the best value to the communities. The Council has continued to place a high focus on local decision making with strong community plans fully integrated into the strategic planning and operational planning process and strong engagement with Local Authorities. The Council was pleased by the strength of the Local Authorities which were all successfully running during the 2015–16 period. These Authorities were delegated full control of their Local Authority funding and
4 Chief Executive Officer’s Report
Willowra Aged Care were pleased to receive the keys to their new bus. have successfully delivered a variety of local projects detailed later in this plan. These financial constraints have forced the Council to review all funded programs to ensure that the Council does not cross-subsidise these services. Unfortunately, in August 2015, after extensive and exhaustive negotiations with the Commonwealth Government, the Council was forced to close the Child Care Centres in Atitjere, Nyirripi and Yuelamu due to lack of funding. These closures were a significant blow to these communities and the Council with 15 staff losing their jobs. It was a difficult decision for the Council to make, however, the Council could not continue to provide the high quality childcare that the communities deserve with the available funding. On a more positive note, Yuendumu Childcare, which moved into its new premises during the year, became the Council’s first licensed childcare facility. Sincere congratulations to all of the staff who were involved in the journey to accreditation. I am extremely proud to lead a team of professional and committed people who are determined to achieve great outcomes for our community. I take this opportunity to thank our people, who together with our Councillors and Local Authority members have made this another successful year for our Council and our community. Cathryn Hutton Chief Executive Officer
5 Our Governance
Elected Members
Our Council reflects our community and we are proud that 10 of our 12 Councillors are Indigenous. A by-election was held in the Akityarre Ward in February 2016 following the resignation of long-time Councillor Louis Schaber due to ill health. Councillor Sandra Peckham was elected unopposed.
President Deputy President Regional Councillors
Adrian Dixon Norbert Jampijinpa Patrick Councillor Cecilia Alfonso Anmatjere Ward Northern Tanami Ward (elected July 2015) PO Box 137, Alice Springs NT 0872 CMB Lajamanu Southern Tanami Ward P 08 8956 8455 Katherine NT 0852 LBO, Alice Springs NT 0872 F 08 8956 8341 P 08 89750 886 P 08 956 4000 F 08 956 4070 [email protected] F 08 89750 988 [email protected] [email protected]
Regional Councillors
Councillor Benedy Bird Councillor Elizabeth Bird Councillor James Jampajimpa Glenn Anmatjere Ward Akityarre Ward Anmatjere Ward PMB 180, Alice Springs NT 0872 PO Box 8045, Alice Springs NT 0871 PMB 256 via Alice Springs NT 0871 P 08 8956 9989 P 08 8956 9779 P 08 8956 9933 F 08 8956 9976 [email protected] F 08 8956 9730 [email protected] [email protected]
6 Our Governance
Regional Councillors
Councillor William Japanangka Councillor April Martin Councillor Sandra Peckham Johnson Southern Tanami Ward (elected April 2016) Northern Tanami Ward PMB 224, Alice Springs NT 0872 Akityarre Ward CMB Lajamanu via Katherine NT 0852 P 08 8956 4820 PMB 86, Alice Springs NT 0872 P 08 8975 0886 F 08 8956 4920 P 08 956 9787 [email protected] F 08 956 9917 F 08 8975 0988 [email protected] [email protected]
Councillor Louis Japanangka Councillor Jacob Spencer Councillor Marlene Tilmouth Schaber (resigned January 2016) Southern Tanami Ward Anmatjere Ward Akityarre Ward PMB 16, Alice Springs NT 0872 PMB 180, Alice Springs NT 0872 PMB 86, Alice Springs NT 0872 P 08 8956 8720 P 08 8956 9989 P 08 8956 9787 F 08 8956 8739 F 08 8956 9976 F 08 8956 9917 [email protected] [email protected] [email protected]
Councillor Georgina Wilson Southern Tanami Ward LBO, Alice Springs NT 0872 P 08 8956 4000 F 08 8956 4070 [email protected]
7 Our Governance
Council Meetings Local Authorities Meeting Attendance During the 2015–16 year, the overall The Council continued to schedule its Council supports nine Local Authorities minimum meeting requirement for each ordinary Council meetings every two which began functions on 1 July 2014. This Local Authority was reduced to four months, rotating the location of the includes providing support to 72 appointed meetings per year in line with the Northern meetings between the Alice Springs members (local community members) and Territory Government’s Guideline 8 – office and remote services delivery 12 elected members (ward councillors) Regional Councils and Local Authorities centres in each of our nine communities. – 84 positions in total. Together these (effective 29 January 2016). To reflect this, During 2015–16 meetings were held in members make up the Central Desert meetings were reduced to five scheduled Alice Springs, as well as in Anmatjere in Region’s nine Local Authorities, one for meetings per Local Authority (45 total) December 2015. A scheduled remote each major service centre. Strong Local in 2016. These totals do not include any meeting in Atitjere in April 2016 was Authorities ensure that Central Desert special meetings that may have been called rescheduled and relocated to Alice Springs communities are engaged in council for individual Local Authorities. Results of out of respect for community. decision making to directly shape the the annual meeting targets as at 30 June management and development of local 2016 are displayed in the table opposite. Council Attendance government service delivery inline with Council held five ordinary meetings, four community aspirations. In terms of overall special meetings and one professional representation, this equates to one in every development training day in 2015–16. 52 adult residents being a representative of a community.
worth celebrating . . . PUT IT IN A BIN uendumu community members expressed interest in developing a campaign to educate the community and visitors on Yputting rubbish in the bin. Council identified 21 litter hot spots in community then accessed funding via the Northern Territory EPA Environment Grant from which community developed the ‘Put it in a Bin’ campaign. The project took a three-pronged approach: new lockable bin surrounds, a recycling program and a promotional campaign. Whilst recycling has been slow to be adopted, statistics show up to 70% reduction in litter within 30 metres of the litter hot spots. The accompanying promotional campaign consisted of banners in Warlpiri and English, a rap radio jingle produced by PAW Media and painted promotional car bonnets produced by Council’s Community Development Program. The radio advertisements commenced as a paid spot, but thanks to the support of PAW Media, they continue to be on high rotation as a community service announcement. The effects of the campaign were most evident following the Yuendumu Sports Weekend with considerably less work required on the part of Council’s Works crews in the post-festivity clean up. Positive comments from community members as well as the use of the jingle as people’s ring tones would indicate that this initiate has been very popular. Community continues to benefit through the proceeds of the recycling campaign.
8 Our Governance
Attendance at Council meetings, 2015–16 Council held four special Council meetings and six ordinary Council meetings in 2015–16.
Cecelia Afonso – Ordinary Special Benedy Bird – Ordinary Special Elizabeth Bird – Ordinary Special Adrian Dixon – Ordinary Special Finance Committee Audit and Risk Committee James Glenn – Ordinary Special Finance Committee Audit and Risk Committeee Absent William Johnson – Ordinary Special Finance Committee Apology April Martin Special Attended Norbert Patrick – Ordinary Special Sandra Peckham – Ordinary Special Louis Schaber – Ordinary Special Jacob Spencer – Ordinary Special Finance Committee Marlene Tilmouth – Ordinary Special Georgina Wilson – Ordinary Special 0123456
Local Authority meetings planned and held, 2015–16
Anmatjere Atitjere Engawala Lajamanu Meetings planned Laramba Meetings planned Meetings held Nyirripi Meetings held Willowra Yuelamu Yuendumu 012345678
9 Our Governance
Local Authority Projects Government and Community Services, for of release. During 2015–16 a wide variety local projects. Council has delegated all of projects were being undertaken across Local Authorities provided input into decision making on Local Authority project the region. A table outlining 2014–15 Local various local community projects over the funding to Local Authorities in order Authority projects, acquitted by 30 June year, as well as making direct decisions to empower them to directly improve 2016, is listed below. about how to spend Local Authority project community life. The grant funds have to be funds, granted by the Department of Local acquitted within two years from the date
Local Authority Projects 2015–16 funding
PROGRESS COMMUNITY GRANT PROJECT ALLOCATED COMMENTS TOTAL ALLOCATED Anmatjere $114,651 Upgrade Ti Tree town oval $15,000 $114,000 Purchase ride-on mower $21,000 Completed Repair fences Nturiya $5,000 Completed Repair three cattle grids at Nturiya $20,000 Completed Beautification of Wilora hall $10,000 Upgrade Ti Tree park $10,000 In progress Upgrade Wilora oval $8,000 Upgrade Pmara Jutunta basketball court roof $25,000 Completed Atitjere $27,986 The Local Authority are still to determine how the $0 – – Atitjere 2015–16 LA grant funding will be spent. Engawala $21,365 Sewing machines $450 In progress $21,365 Lajamanu $93,360 Playground (project rolling on from 2014–15) $35,000 Completed $93,360 Removal of legacy rubbish $20,000 Completed Installing solar street lights $15,000 Completed Rubbish bin holders $10,000 Laramba $38,267 Two softball players' boxes $8,000 In progress $38,267 Electrical boxes relocation $4,500 Complete Football oval goal posts $5,000 Complete Oval park upgrades $8,000 Complete Bobcat auger $5,000 Complete Upgrade of Centre Park $7,767 Completed Nyirripi $32,065 Install morgue screen and plants $24,000 Complete $64,130 Install softball back net $17,861 In progress (2014–15 & Install playground fence (lot 37) $10,000 In progress 2015–16 funds combined) Repair football change room $8,000 Complete Purchase football scoreboard $1,242 Complete Purchase football uniforms $1,800 Complete Purchase softball uniforms $1,227 Complete Willowra $34,322 Grassing the park (70 square metres) $2,555 Complete $34,322 Lander River crossing $14,625 Complete Purchase two solar lights $7,300 Complete Install softball field (rolled into 2016–17 funds) $9,842 Complete Yuelamu $31,061 Fencing the football oval $31,061 Completed $31,061 Yuendumu $103,941 Continued development of community parks $103,941 Project rolled over $103,941 from 2014–15
10 Our Governance
worth celebrating . . . YUENDUMU & LAJAMANU LIGHTING TOWERS wo of Council’s larger communities, Yuendumu and Lajamanu, both benefited in 2015–16 from the installation of lighting Ttowers at their respective sporting precincts. Both communities identified an opportunity to develop football for their local communities and to bring additional economic stimulus into the community via the players and visitors who partake in summer night time competitions. Both projects were funded via special purpose grants from the Northern Territory Government with additional funding for Lajamanu coming from Granites Mine Affected Area Aboriginal Corporation (GMAAAC) royalty money. Council’s own Works Directorate staff designed and project managed both installations with contactors providing specialist skills. On both occasions, the towers complemented earlier upgrades to sporting precincts. Yuendumu’s night skies were officially lit up on 1 August 2015 and Lajamanu followed closely in December 2015.
Organisational Structure The Council has three directorates each with specific service delivery responsibilities.
LOCAL AUTHORITIES (9 COMMUNITIES) COMMUNITY
STANDING COMMITTEES (FINANCE COUNCIL COMMITTEE, AUDIT AND RISK, CEO PERFORMANCE)
STAKEHOLDERS AREAS OF RESPONSIBILITY • Overall Management CHIEF EXECUTIVE OFFICER • Lobbying and Advocacy • Community Engagement
DIRECTOR FINANCE & DIRECTOR WORKS & INFRASTRUCTURE DIRECTOR SERVICES CORPORATE SERVICES COMMUNITY
AREAS OF RESPONSIBILITY AREAS OF RESPONSIBILITY AREAS OF RESPONSIBILITY • Financial Management • Animal Welfare & Control • Library & Cultural Heritage • Financial Reporting • Street Lighting • Aged & Disability Services • Payroll • Cemetery Management • Arts & Culture • Governance • Local Emergency Services • Vacation & After School Care • HR Management • Maintenance of Council-controlled Facilities • Early Education & Child Care • Risk Management and Internal Audit • Parks & Gardens • School Nutrition • Information Technology • Municipal Services • Domestic Violence & Mediation • Records Management • Roads and Traffic Management • Community Safety • Customer Service • Waste Management • Sport and Recreation • Corporate Planning and Reporting • Weed & Fire Hazard Reduction • Youth Programs • Civic Ceremonies and Functions • Centrelink Delivery • Community Development • Outstations • Asset Management (including Fleet) • Commercial Contracts (including Airstrips and Power & Water) • Capital Projects
11 Our Community
The Central Desert Regional Council
This map of the Central Desert Region shows our nine council service delivery centres.
Location of Central Desert Regional Council within the Northern Territory
Area The Central Desert Regional Council covers an area of approximately 282,093 km².
12 Our Community
Population The total estimated resident population in the Central Desert Region is 4,331. The estimated resident population of the major localities within the Regional Council are worth celebrating shown in the table below. The national census, conducted YUENDUMU MOBILE HOT SPOT in August 2016, may show different population figures in he community of Yuelamu went mobile in May 2016 with the future annual reports. Tinstallation of a mobile hotspot. The hot spot was a joint project between Council and the Centre for Appropriate Technology (CAT) Estimated Resident Population by urban and was funded by the Northern Territory Government. centre / locality as at 30 June 2012* Prior to the installation of the hotspot, users of portable mobile Locality No. of people (ERP) devices, such as smart phones and tablets, needed to be within 10–15 km of a radio base station; in Yuelamu’s case, the closest Greater Regional Anmatjere (b) 617 base station was 43 km away in Yuendumu. Ti Tree 142 The new mobile hotspot uses unpowered passive parabolic ‘dish’ Wilora 128 antenna technology to amplify the signal from Yuendumu to Yuelamu. Community members have gone from being unable to Willowra 252 sustain connectivity to being able to facilitate telephone calls and Engawala 166 data usage, including surfing the web.
Harts Range Region (excluding The hotspot is very popular, with community members making use 457 Engawala) of it round the clock. This is a fantastic outcome for the community and a step in the right direction for telecommunications in the Lajamanu 757 Central Desert. Laramba 290
Nyirripi 242
Tanami Region (excluding 315 Lajamanu & Nyirripi)
Yuelamu 235
Yuendumu 785
Total LGA of Central Desert 4306
*The table provided was sourced from the ABS and updated in October 2016. Urban Centres/Localities as defined in the 2011 edition of the Australian Statistical Geography Standard (ASGS). Data for 2011 is preliminary rebased. Source: ABS.
13 Our Performance The Council is proud of its achievements in 2015–16; here are a few of the highlights. 102 services 72 Local Authority 2,612 staff attend Over 750 participants delivered across members engaged in Toolbox Talks on received services 9 communities local decision making dozens of procedural through the Community covering approximately across 9 communities. and risk-related topics. Development program. 282,093 km².
Yuendumu’s Kurdu Kurdu 9 community-based 4 early childhood Kurlungu becomes the early childhood Children attended 6,389 educators enrolled in first licensed early educators graduate days of early childhood Diploma of Community childhood program in from Certificate III in programs. Services. the Central Desert region. Children’s Services.
Nutrition staff in Our Community communities achieved Development 156 players competed 1,690 km of unsealed 100% success rate program assisted in annual CDRC softball roads graded. by meeting every 136 participants championship. scheduled service move into paid delivery. employment.
The Yuendumu Mediation and Family Community safety Over 1,320 dogs were An estimated 10,000 Safety service interacted patrol operated in 11 treated as part of our children were with over 400 people locations and over Animal Management assisted to return in the pursuit of 3,000 patrols per year. program. home at night. peace in community.
82,490 meals 6,492 social inclusion prepared and delivered 32 high-needs home- activities held with 5,802 water samples to aged and disability care clients received aged people, including gathered to ensure high clients every day of the 23,360 meals. personal care and quality water. year. outings.
Across 5 communities, Carers and families 91,828 hours of over 50 projects and benefited from over activities completed Lost time injury rate of activities delivered 2,000 hours of respite by Community just 0.08%. by local Community provided to aged and Development program Development Program disability clients. participants. staff.
10,109 breakfasts, 30,326 lunches Approximately 20,000 1,500 Youth, Sport and 60,652 snacks people received and Recreation 33 Local Authority provided to students – assistance from activities attracted meetings held. enough food to cover community safety over 30,000 attendees. the Melbourne Cricket patrols. Ground.
14 Our Performance
Key Performance Indicators The following is a summary of our key performance indicators for 2015–16.
KPI RESULT INDICATOR
94% Percentage of Corporate Plan Actions achieved within designated timeframes
98% Compliance with the CDRC 10 Year Road Works Plan
97% Plant and vehicles serviceable
68% Indigenous employment rate
100% Compliance with Waste Management Strategy
100% Community services delivered in accordance with the grant conditions
Local Authority meetings successfully conducted (against target) 56% Local Authorities met 28 times against a target of 50 meetings
37% Performance management reviews undertaken in a timely manner
23% Voluntary staff turnover
Work health and safety: 0.08% Lost-time injury rate calculated as the total number of hours lost through injury over the total number of labour hours.
Nil Reported non-compliance with statutory and legislative requirements
15 Our Services
he range and profile of services offered Tby Council is broad and includes VICTORIA–DALY REGION a range of municipal and community services for each of its nine communities, Lajamanu mostly via our service delivery centres with support from the Alice Springs office as required. CENTRAL DESERT Our service delivery centres are located REGION Tennant Creek at Anmatjere (Ti-Tree), Atitjere, Engawala, Lajamanu, Laramba, Nyirripi, Willowra, BARKLY REGION Willowra Yuelamu and Yuendumu. WESTERN AUSTRALIA The range of services we provided by location in 2015–16 are summarised Ti Tree below. Additional information about the Yuendumu Yuelamu Engawala scope of service is also provided in this Laramba
Nyirripi QUEENSLAND section. For specific community highlights Atitjere please refer to Our Achievements on page MACDONNELL REGION 22. Alice Springs Municipal Services Service Delivery Centres Service Delivery Summary The following core municipal services are provided at all service delivery centres: zRubbish collection / landfill and waste management (including litter reduction) zMaintenance and upgrade of Council- Anmatjere Atitjere Engawala Lajamanu Laramba Nyirripi Willowra Yuelamu Yuendumu Population 812 460 167 755 292 246 253 236 1,110 controlled parks, ovals, reserves and open spaces Workforce 40 15 18 29 33 25 22 24 78 zCemetery management Distance from Alice Springs 192 240 181 1298 203 454 337 280 290 zSupport of Local Authorities Municipal Services 999999999 zCompanion animal welfare and control Essential Services (power, zLocal emergency recovery management water and sewers) 999 9999 zLocal road maintenance, including over Airstrips 999 9999 1,770 km of roads Animal Control zTraffic management 999999999 zFire hazard reduction and weed control. Outstations 9999 9 Centrelink 99999999 Outstations Community Safety Patrol Council is contracted by the Northern 999999999 Territory Government to assist 15 occupied Aged and Disability 9 999999 outstations, with 78 houses located at Children Services 9 999 the outstations. The following municipal School Nutrition and essential services and housing 9 9 9999 management services are provided: Youth Sport and Rec 999 9 9 zRepair and maintenance of housing Libraries 99 zElectricity, water and sewerage Community Development operation and maintenance Program 9 9 999 zRoad maintenance Waste Management 999999999 zLandfill facilities Post Office Agency 99999999 zLandscaping, dust control and fire breaks Family Mediation 99
16 Our Services
zManagement of infrastructure and municipal services zEnvironmental health activities zDog control. Reliable water and power supplies are a priority for Council. Capital upgrades are undertaken as needed, and routine six- monthly repairs and maintenance visits are done by plumbers and electricians. Bushlight solar power supplies are in place for the majority of outstations, the others having diesel generators. Local Indigenous field officers provide most of the municipal services such as slashing grass and rubbish clean up. The table below sets out the outstations The Alyuen outstation is now receiving reliable clean drinking water. managed by Council and the community each outstation is managed from.
Community outstation is Outstation managed from Irrelirre Atitjere Mt Eaglebeak Atitjere Foxalls Well Atitjere Spotted Tiger Atitjere Alatyeye Engawala Mulga Bore Engawala Angula Engawala Adelaide Bore Ti Tree Alyuen Ti Tree Woods Camp Ti Tree Petyale Ti Tree Pulardi Yuelamu Ten Mile Yuelamu Yuendumu CDP delivering delicious results. Arrunge Yuelamu Lultju Lajamanu CDP participants preparing meals for the Yuendumu Community Services careers expo. The following community services are provided on behalf of other government agencies on a grant or contract basis:
Children Services zEarly Childhood childcare centres in Laramba and Yuendumu zPlaygroup in Yuendumu, Engawala and the Anmatjere region
17 Our Services
zSchool Nutrition Programs in Engawala, Laramba, Nyirripi, Willowra, Wilora and Yuelamu.
Aged Care and Disability Services Service delivery in Engawala, Laramba, Lajamanu, Nyirripi, Yuelamu and Anmatjere (including Wilora): zpersonal care zrespite care zMeals on Wheels zsocial inclusion activities zsocial support and transport services. Meals on Wheels, social inclusion activities and limited aged care support in Willowra.
Community Development Program Lajamanu Community Safety Patrol receiving training from North Australian Aboriginal Justice Agency’s Community Legal Educators. Service delivery in Anmatjere, Laramba, Willowra, Yuendumu and Yuelamu: zassisting eligible job seekers to secure meaningful employment zfacilitating education and training opportunities to improve work readiness zpartnering with other Council programs and services to provide on the job work experience and to build community capacity.
Youth and Communities Community Safety Program in Anmatjere, Atitjere, Engawala, Lajamanu, Laramba, Nyirripi, Willowra, Yuelamu and Yuendumu: zworking collaboratively with other Council programs to get young people home in the evenings Yuendumu’s new oval lights. zworking collaboratively with other communities, including Alice Springs, to holidays Library Services support regional sporting and cultural zVacation Care program during school events Delivering library services in Anmatjere and holidays for young people aged five to Lajamanu in conjunction with NT Libraries: Youth, Sport and Recreation programs 24. delivered across Anmatjere, Atitjere, ztargeting at risk young people Engawala, Laramba and Yuelamu: Mediation and Justice program in zfacilitating and promoting community contribution to the Community Stories zsupporting, facilitating and running Yuendumu and Willowra: social history database. inter-community sporting competitions zMaintain peace in community through in conjunction with other service engaging community mediators in Community Events providers in the region Support for a range of community and zafter school hours care, sport and utilising cultural authority and traditional civic events including: recreation and art and cultural activities practices in conflict resolution to achieve five days a week, including public mala mala (proper sorry) zAileron Bush Carnival Rodeo
18 Our Services
zAnnual Central Desert Regional Softball zMaintenance of airstrips and support for Competition emergency evacuations zAnnual Central Desert Regional Women’s zCentrelink service centre delivered Basketball Competition consistently in eight communities zAnmatjere Cup Cricketing Competition zPostal agency services provided in all and pathways to Imparja Cup held in communities with the exception of Ti Alice Springs Tree and Yuendumu (until March 2015) zAustralia Day events zHousing upgrade and construction zCommunity-based sports weekends (commercial contract through Territory across the region Housing) zHarts Range Bush Sports Weekend zCommunity Development Program, see zNAIDOC Week celebrations. above zFencing and other minor capital works. Commercial Activities Corporate Services The following services are provided based on various commercial contracts: The above services are supported by corporate staff in the areas of: zEssential Services contract including: –maintenance of power support zHuman resources Children’s Service’s School Nutrition and generators for all communities zFinance program at work in Wilowra. apart from Laramba, Lajamanu and zInformation technology Wilora where it is provided by other zRecords contractors zPlanning and governance. –maintenance of water supply and water quality for all communities apart from Laramba, Lajamanu and Wilora where it is provided by other contactors –maintenance of sewerage treatment facilities.
CDP putting their Certificate III Civil Construction skills to the test in Ti Tree.
Nyirripi’s softball team travelled to Darwin with the support of Central Desert Regional Council.
19 Our People
ouncil continues to focus on developing Indigenous Employment 2013–15 Cand supporting our most important 80 resource: our people. The HR team, together with line management, have 70 provided services to all employees across 60 the region ensuring employees are well 50 informed in Human Resources matters, recruitment, training and work place health 40 and safety, industrial relations and change 30 management. 20 Management of our employees is strongly 10 linked to the Council’s strategic goals, EMPLOYMENT OF TOTAL PERCENTAGE particularly with regard to increasing 0 Indigenous employment and local capacity JUNE AUG NOV DEC JAN MAR MAY JULY SEPT NOV JAN MAR MAY JUN building. Through robust planning and 2014 2015 2016 systems the team have ensured that the REPORTING PERIOD organisation is able to respond to the % Indigenous Employment highly challenging local environment. The Council continues to implement its Indigenous Workforce Development Location of Normal Place of Work of Council Staff strategy and this strategy and action plan was reviewed and refreshed in conjunction with Council staff. Notable achievements: Main office zOngoing organisational realignment has been supported through change Community management processes. zNew Enterprise Agreement was successfully negotiated in an atmosphere marked by good faith. zOngoing focus on a positive safety development needs and initiatives and culture ensuring a safe working Work Health and Safety develop a plan to support this. A total of environment. 132 employees attended a job-related In 2015–16 Council placed its focus on zCross-cultural training provided to course during the 2015–16 financial continuously improving Work Health and all new employees with four training year. Safety (WHS) compliance. As has been sessions organised during the year. zHR related policies and procedures the case over recent years, a positive Mentoring and coaching by respected reviewed and maintained. WHS culture has developed. Proactive community members and long-serving WHS compliance systems continued to be staff members augmented the external promoted with the use of a monthly WHS course. Staff Profile compliance schedule, as well as on-hand Induction of staff was actively promoted z As at 30 June 2016: guidance and support from WHS staff. through the production of new induction DVDs made available in all Central Total staff 338 As a risk training and risk mitigation strategy, Toolbox Talks were delivered Desert languages, including Arrernte, Total agency and 191 (179 FTE) Anmatyerr, English and Warlpiri. commercial staff: to 2,612 staff on dozens of topics both Ongoing improvements continue in this routine and unlikely. 75 WHS inductions Total core staff: 147 (143 FTE) space. were completed. zContinued training and promotion The lost time hours, as paid for by workers of a working environment free from At 30 June 2016, of the total Council compensation, over 2015–16 was 0.08% workplace bullying and harrassment. workforce: of all hours worked. In relation to previous zA training-needs analysis was carried z68% identified as Indigenous, and years, this is again down, and a gratifying out to identify employee training and zA third of all supervisors are Indigenous. result. 20 Our People
Recruitment and Retention Lost time hours paid for workers compensation as Yearly voluntary staff turnover of 23% was below the a percentagepercentage ooff aallll hhoursours worworkedked byby CouncilCouncil staffstaff target of 35%. As was the case in the previous financial year, Council managed to a very large extent to find 1.5 prospective candidates to fill almost all vacant positions within a reasonable timeline. Pressure typical of being 1.2 ST in a regional centre was felt as we struggled to fill O certain positions. RS L
OU 0.9
The Indigenous Workforce Development Strategy F H O E continued to be the cornerstone and driver of G 0.6 employee retention and attraction. Focus will continue to be on ensuring that all components of the strategy 0.3 are implemented. PERCENTA Staff induction DVDs are now available in several 0.0 Central Desert languages. 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 2012 2013 2014 2015 2016 Staff Training and Development QUARTERS Significant progress in employee training and Data by quarter, since the current recording system began in development was recorded during 2015–16. The table the third quarter of 2012. at right sets out the types of training or development activities and attendance numbers.
In 2015, Council conceived and ran the first ever NT Number of staff Local Government Municipal Services Conference Training or development activity who attended which was held in Alice Springs. The event was 4WD Awareness Training 13 attended by over 50 people from across the Territory, predominantly Local Government works staff, Central Management Development Course 12 Desert’s senior Works staff and Council Services Certificate I in Business 3 managers. Certificate II in Rural Operations 36 The conference facilitated valuable networking Certificate III in Children Services 9 opportunities, promoted robust discussion around best Certificate III in Civil Construction 2 practice and also, in keeping with Council’s desire to have all initiatives benefit communities, it promoted Certificate III in Local Government 5 succession planning by engaging front line staff in new Certificate III in WHS 1 concepts and methodologies. Certificate III in Youth, Sport and Recreation 3 Topics included dog management, by-laws, fleet Certificate IV in Community Services 2 management, road upgrades, cyclone clean-up, Local Certificate IV in Front Line Management 5 Authority engagement, sacred sites clearances, traffic management, outstation funding and asbestos, and Certificate IV in Leadership and Management 1 included two field trips. Certificate II Aged and Disability Care 1 The overwhelming feedback from front line staff was Certificate II Remote Area Essential Services 1 that the conference was extremely valuable. Certificate IV Aged and Disability Care 10 Cultural Awareness Training 40 Enterprise Agreement Diploma of Business (Governance) 1 Negotiations Essential Services Orientation 1 Enterprise Agreement (EA) negotiations were First Aid 5 successfully concluded in June 2016 and the draft Certificate III in Aged and Disability Care 2 EA voted on and supported by a majority of Council Remote Area Fire Fighting 8 employees on 22 July 2016. The EA was then provided to the Fair Work Commission which approved it on 15 Working Safely at Heights 10 September 2016.
21 Our Achievements
n the following pages we highlight our Ospecific achievements per community for 2015–16. Our major highlights include: zUpgrades of sporting facilities across the region including installation of competition grade AFL lighting in Yuendumu and Lajamanu, construction of change rooms and erection of softball back net and boundary fencing in various communities. zSuccessful roll out of a range of sport and recreation programs that support healthy living in communities including: –annual women’s softball competition –support of Imparja Cup –Central Desert Region Basketball Competition with the competition winners, Laramba, participating in the Territory competition. zAccreditation of the Yuendumu Child Care Service – the first accredited centre within the region. zContinued to provide high quality children’s services across the region including: –individual children attended 2,853 days of Yuendumu Childcare Centre –individual children attended 1,589 Nyirripi football team receive new jerseys through Local Authority funding. days of Laramba Childcare Centre –individual children attended 70 days are Indigenous the NT in attendance at Nyirripi Creche (Three Months –increase in social inclusion programs zSupport of Certificate III in Civil operational) –capital works program has Construction training through CDP in –individual children attended 199 commenced with the replacement Anmatjere days at Atitjere Creche (Three Months of the Lajamanu roof, upgrades at zCommencement of Youth Patrols in operational) Yuelamu complete and upgrades at Lajamanu and Yuendumu –individual children attended 245 days Engawala, Ti Tree and Laramba zSuccessful negotiation of the new at Yuelamu Creche (Three Months –commenced roll out of reform changes Enterprise Bargaining Arrangements operational) including commencement of the Client zCompletion of Yuendumu Peace Park –provision of Playgroup Service in Directed Care model for clients zOngoing support of Yuendumu Yuendumu –training for eTools client information Mediation and Justice Committee –18,630 meals provided by School management system to ensure including support of Elders Visiting Nutrition Programs in Willowra compliance with the new aged care Program –9,793 meals provided by School reforms zExtensive staff and community Nutrition Programs in Wilora –continued provision of healthy and engagement as part of the annual –14,796 meals provided by School nutritious meals to all aged and strategic and community planning Nutrition Programs in Engawala disability service clients. process –23,330 meals provided by School zShoulder upgrades and resurfacing of zSuccessful delivery of Community Nutrition Programs in Yuelamu roads in Laramba, Wilora and Willowra Development Program including: –14,140 meals provided by School zSuccessful Nyirripi Housing Upgrade –placement of 136 participants into Nutrition Programs in Nyirripi contract (commercial contract through real jobs (43 were placed into Council –23,820 meals provided by School Territory Housing) positions) Nutrition Programs in Laramba. zReinstatement of Irrelirre Creek crossing –over 60 training and activities were zContinued to provide high quality Aged using National Disaster Relief and offered and Disability services across the region Recovery Arrangement funding –595 participants receiving ongoing including: zMunicipal Works Conference in October services. –ongoing training of staff of which 85% 2015 with 50 participants from all over
22 Our Achievements
Anmatjere
The Anmatjere office provides services to Anmatjere town, Nturiya, Pmara Jutunta, Wilora, Alyuen and smaller outstations, collectively referred to as the Anmatjere region. NO. STAFF: 40 % OF INDIGENOUS STAFF: 70% LOCAL AUTHORITY: Dean Pepperill (Chairperson), Rodney Baird (Deputy Chairperson), Graham Woods (Former Deputy, resigned December 2015), April Campbell, Betty Carter, Hannes Rosslee, Harry More, Jimmy Haines, Mark Pepperill, Trevor Cook, Wayne Scrutton Jnr, Jasper Haines (resigned December 2015) Anmatjere’s CDP participants learning how to make bread. WARD COUNCILLORS: Cr Adrian Dixon, Cr Benedy Bird, Cr James Glenn, Cr Marlene Tilmouth. Community Achievements
zCouncil Field Officer Jacko Long was awarded GTNT Apprentice of the Year zMajor upgrades to the Nturiya Road were undertaken with the Works team collaborating with local contractors as well as local Indigenous labour zRoads have been resealed with new kerbing and street furniture installed zNew water pipeline installed to Alyuen outstation zFencing upgrade at Pmara Jutunta and Nturiya to better contain cattle zSolar lights erected at Pmara Jutunta, Wilora and Alyuen zLocal Wilora School Nutrition team prepared and provided 636 breakfasts, 1,908 lunches and 3,816 snacks, totalling 6,360 healthy meals for students attending school throughout the year zFive shade structures constructed by Community Development Program participants on behalf of Council’s Children’s Services program z28,233 hours recorded for Community Development Program participants zAnmatjere’s men’s cricket team qualified for the Imparja Community Cup semi-finals for the first time.
Travelling vet nurse from Darwin preparing a dog for an Laramba and Anmatjere cricket teams competing in the Anmatjere operation. Cup.
23 Our Achievements
Atitjere
NO. STAFF: 15 % OF INDIGENOUS STAFF: 93% LOCAL AUTHORITY: Anthony Petrick (Chairperson), Benjamin AJ Pope (Deputy Chairperson), Peppi Drover, Barbara Petrick, Edward Duffill, Joseph Webb, and Raymond Webb. WARD COUNCILLORS: Cr Louis Schaber (resigned January 2016), Cr Liz Bird, Cr Sandra Peckham (elected April 2016).
Aged care clients making beads in the Welcome to Atitjere! traditional way. Community Achievements
zDelivery of Early Childhood services with an average attendance of 11 children and three family members volunteering per day zThree Early Childhood staff who graduated from Certificate III in Early Childhood Education have subsequently gone on to enrol in the Diploma of Children’s Services zOne of Council’s Indigenous Early Childhood Educators has been promoted to assistant coordinator proving a great roll model zNegotiations are continuing regarding the delivery of aged care services to the region which includes a long term lease The 68th Harts Range Races. on a parcel of land zPurchase of a portable score board for the football oval zInstallation of park furniture zBollards installed around sporting facilities zRoad repair work at Irrelirre Creek crossing.
24 Our Achievements
Engawala
NO. STAFF: 18 % OF INDIGENOUS STAFF: 83% LOCAL AUTHORITY: Audrey Inkamala (Chairperson), Sarah Williams (Deputy Chairperson), Nancy Tilmouth, Elizabeth Dixon, Dianne Dixon, Maryane Tilmouth, Mary Tilmouth & Margot Nott. WARD COUNCILLORS: Cr Adrian Dixon, Cr James Glenn, Cr Benedy Bird and Cr Marlene Tilmouth.
Go the Crows! School Nutrition program educates kids in Engawala about healthy eating.
Community Achievements
zConstruction of a 5 x 9 m outdoor cinema screen with seating zConstruction of a beach volleyball court zErection of a dog compound to assist with dog management zWindbreak planted zBush tucker mural painted by local women on the façade of the Women’s Centre zRemoval of car bodies from Mulga Bore Outstation zThe local Engawala School Nutrition team prepared and provided 1,479 breakfasts, 4,439 lunches and 8,879 snacks, totalling 14,796 healthy meals for students attending school throughout the year Open air cinema screen delivered to Engawala. zCommencement of a major upgrade to the two bathrooms, storage room and external laundry at the Aged Care facility zConstruction of a two-bedroom property as a dedicated house for the Council Services manager zUpgrade of the Aged Care facility to meet Environmental Health standards including enclosure of the rear verandah, upgrading the bathroom to wheelchair accessible and installation of washing machines and dryers zNew lockable chemical storage constructed in the Women’s Centre.
Engawala’s yarning circle under construction.
25 Our Achievements
Lajamanu
NO. STAFF: 29 % OF INDIGENOUS STAFF: 79% LOCAL AUTHORITY: Robert George (Chairperson), Joe Marshall (Deputy Chairperson), Andrew Johnson, Doris Lewis, Sheree Anderson, Elizabeth Ross, Tracie Patrick, William Lewis (resigned September 2015), Josias Dixon and Jenny Johnson (appointed May 2016). WARD COUNCILLORS: Cr Norbert Patrick and Cr Willie Johnson.
Lajamanu Works crew planting shade trees in community.
Community Achievements
zUpgrade to the cemetery including expansion of the burial area, new fencing, new seating and a new shade shelter zCompletion of the roll out of rubbish bin holders to all households by CDP participants zUnauthorised waste removed from Duck Ponds Road zNew land fill pit excavated zMemorial Park upgrade with shade structure, bollards and trees zHoly Ground Park upgraded with new shade structure, playground equipment Lajamanu community planning day. and landscaping zNew change room, toilets, boundary fence and new lighting system installed at the football oval facilitating night games zDemolition of old change rooms at sports precinct zReplacement of the roof at the Aged Care facility zCommunity Safety Patrol teams praised in the media by Lajamanu’s Acting Sergeant in relation to their exemplary work.
Minister Price visits Lajamanu. Pictured with President and Deputy President, CEO and LA Members at Lajamanu.
26 Our Achievements
Laramba
NO. STAFF: 33 Community Achievements % OF INDIGENOUS STAFF: 79% zSolar lighting installed at the Recreation from Certificate III in Children’s Services LOCAL AUTHORITY: Irene Floyd Centre and Clinic and have gone on to enrol in the (Chairperson), Ron Hagan, Clayton zSport & Recreation program experienced Diploma of Children’s Services Martin (resigned March 2016), Deb increased numbers zOne of Council’s Indigenous Early Williams, Peter Stafford, Huckitta Lynch, zInstallation of a new softball field to Childhood Educators was promoted to Lana Field (appointed March 2016) and meet Softball Australia international assistant coordinator Caroline Stafford (appointed June 2016). playing standards allowing Laramba’s zThe Laramba School Nutrition team award-winning softball team to host prepared and provided 2,382 breakfasts, WARD COUNCILLORS: Cr Adrian Dixon teams from around the region 7,146 lunches and 14,292 snacks, (Deputy Chairperson), Cr Benedy Bird, zInstallation of fencing around the softball totalling 23,820 healthy meals for Cr James Glenn, Cr Marlene Tilmouth. field by CDP participants (pictured left) students attending school throughout zFootball goal post upgraded to AFL the year standard, plus installation of solar zBack verandah and ramp replaced in the lighting Aged Care facility zFencing upgrade to community houses zSignificant maintenance undertaken on zCompletion of road kerbing project the Aged Care bathroom zInstallation of visitors’ accommodation zSeven activities made available to providing Council with an income- CDP participants with 14,773 hours generating asset completed zPreparation for new Council staff zCommunity Safety Patrol’s Morning housing School Attendance Strategy improving zTwo Early Childhood staff graduated school attendance.
worth celebrating . . . CDP IN LARAMBA he Laramba Community Development Program (CDP) have been very busy during T2015–16; the ramp at the rear of the Aged Care facility was replaced, the outside of the Childcare facility was thoroughly cleaned and stage one of the beautification of Council’s offices commenced with a new concrete path and new trees and shrubs. The CDP women have been doing some of the cleaning inside the Childcare facility. The women also attend school once a week to interact with the junior classes as part of a mentoring and leadership program. The CDP pizza oven is open for business and there’s no shortage of hungry stomachs at lunchtime.
27 Our Achievements
Nyirripi
NO. STAFF: 25 % OF INDIGENOUS STAFF: 72% LOCAL AUTHORITY: Ben Gallagher (Chairperson), Lance Turner (Deputy Chairperson), Valerie Morris, Alice Henwood, Hilda Bert (resigned May 2016), Duncan Jangala and Mickey Singleton (resigned May 2016). WARD COUNCILLORS: Cr Jacob Spencer, Cr Robert Robertson (retired June, 2015), Cr Georgina Wilson, Cr April Martin.
Council’s Works and CDP teams worked together to upgrade community housing.
Community Achievements
zEarly Childhood facility celebrated three months of operation with a daily average attendance of eight children and four volunteer family members zOne Early Childhood staff member graduated from Certificate III in Children’s Services Nyirripi Works Depot. zIntroduction of hospital grade lunch boxes for School Nutrition Program zThe Nyirripi School Nutrition team prepared and provided 1,414 breakfasts, 4,242 lunches and 8,484 snacks, totalling 14,140 healthy meals for students attending school throughout the year zPurchase of washing machine and dryer to increase services for aged care and disability clients zRenovation of Aged Care facility to meet environmental health standards zPurchase of mattresses and blankets for aged and disability clients zInstallation of an air curtain in the Aged Care facility to prevent flies and dust from entering the facility zApplication submitted to purchase aged care bus with Central Land Council funding zRepairs to the football change rooms achieved through Local Authority funds zFencing erected around children’s playground zMajor community housing refurbishment providing significant local employment opportunities zInstallation of softball back net zPurchase of football jerseys and softball uniforms using Local Authority funding zHousing Management Program engaging local labour and CDP participants commenced zCemetery solar lights, noticeboards, chairs, shed to store garden materials, a water bubbler and a shade structure at the front entrance zFootball change room renovated zWelcome sign erected at entrance of community zLocal art work designs for signs for waste area management.
28 Our Achievements
Willowra
NO. STAFF: 22 % OF INDIGENOUS STAFF: 78% LOCAL AUTHORITY: Harold Ross (Chairperson), Justin Forrest, Jeanie Presley, Lillian Long, Kathy Walker (Deputy Chair), Freddy Williams, Justina Forest (appointed December 2015). WARD COUNCILLORS: Cr Jacob Spencer, Cr Cecilia Alfonso, Cr Georgina Wilson, Cr April Martin.
Community Achievements zWelcome sign installed at community entrance as the final feature in the beautification of the community entrance zOver 30 metres of concrete pathway Willowra’s first public park completed. laid between major community facilities to improve wheelchair and pedestrian zConfirmation of a lease on a lot zDevelopment and implementation of access containing residential accommodation a community recycling program by zCompletion of the community’s first which will be used for staff and visitors CDP staff and participants with over public park zCompletion of 26 new community 15,000 beverage containers recycled zInstallation of six new solar lights in housing fences and proceeds being invested back into public spaces to improve safety zFencing of the lot intended for staff and community zTwo sections of gazetted community visitor accommodation zCollaboration with Centre for roads reconstructed to alleviate zUpgrade to the landfill’s permanent solid Appropriate Technology projects to flooding, all community roads resealed sorting bays deliver Certificate II in Construction and concrete kerbing installed at all zFunding secured for construction of Pathways to 10 CDP participants intersections a new softball field to meet Softball zCDP participants developed a kitchen zTraffic Management Plan targeting off- Australia international playing standards garden in the school grounds for road vehicle control and traffic-calming zPlanting of 80 native trees by CDP residents to harvest vegetables devices participants zA total of 9,456 hours delivered to CDP participants zAcquisition of a mini bus dedicated to transporting aged care clients zAbridged aged care services have been operating for over 12 months with planning underway to construct a purpose-built facility zLocal Willowra School Nutrition staff prepared and provided 1,863 breakfasts, 5,589 lunches and 11,178 morning / afternoon, totalling 18,630 healthy meals for students attending school teas throughout the year.
Aged Care’s new bus.
29 Our Achievements
Yuelamu
Yuelamu provides services to the surrounding area including Pulardi, Garden Bore and 10 Mile outstations. NO. STAFF: 24 % OF INDIGENOUS STAFF: 79% LOCAL AUTHORITY: David McCormack (Chairperson), David Stafford (Deputy Chairperson), Mack Murphy, Billy Stafford, Cliffy Tommy, Norman Hagen and Christopher Hagen (appointed November 2015). WARD COUNCILLORS: Cr Adrian Dixon, Cr Benedy Bird, Cr James Glenn, Cr Marlene Tilmouth.
Central Desert Regional Council Basketball Competition.
Community Achievements
zUpgrade of the Mt Allan cemetery including renovation of the cemetery signage, landscaping, grading of the car park to improve drainage, installation of a shade shelter and water tank, upgrades to existing fencing and new landscaping zUpgrading of both parks including landscaping, installation of recycled play equipment, garbage bin security cages and entry gates to prevent the area being used as a thoroughfare for vehicles zUpgrade of the football oval to AFL standards including the installation of new goal posts with padding and surface recapping zRemoval of car bodies from around the community zSignificant renovation of the Local Authority meeting room zRenovation of the basketball court including resurfacing and improvement to drainage to address secondary damage to nearby structures during rain zCDP completed a footpath over the hill to allow north side residents to access the facilities on south side zMobile hotspot installed zNew speed limit signs and speed humps installed zParticipated in the Community Litter Action Plan in conjunction with Keep Australia Beautiful zRefurbishment of the Aged Care facility improving ease of access and increased functionality Works team upgrading the Yuelamu oval. zThe Yuelamu School Nutrition team prepared and provided 2,333 breakfasts, 6,999 lunches and 13,998 snacks, totalling 23,330 healthy meals for students attending school throughout the year zEarly Childhood facility operational with an average attendance of 13 children and five volunteer family members per day z13,093 hours of CDP programs delivered to participants.
30 Our Achievements
Yuendumu
NO. STAFF: 78 % OF INDIGENOUS STAFF: 85% LOCAL AUTHORITY: David McCormack (Chairperson), David Stafford (Deputy Chairperson), Mack Murphy, Billy Stafford, Cliffy Tommy, Norman Hagen and Christopher Hagen (appointed November 2015). WARD COUNCILLORS: Cr Adrian Dixon, Cr Benedy Bird, Cr James Glenn, Cr Marlene Tilmouth.
Community Achievements zRepairs to the football oval and change rooms zInstallation of the new football lighting towers facilitating night training and games zFive Council employees received service awards during the year, one employee from Works and a second from Child Yuendumu ladies celebrate a win in the Central Desert Regional Council basketball Care both attaining five years service competition. zRepairs to local roads via the National Disaster Relief and Recovery Conference on Asbestos Awareness and participants and PAW Media Arrangements (NDRRA) employing local Management in Brisbane speaking on zA new landfill pit was constructed to labour the development of a global information extend the life of the landfill area zEmployees and community members system (GIS) project to map legacy zSpeed mitigation measures were put in upgrading their C Class Licence to Heavy asbestos located on the outskirts of place on West Camp Road and Ral Ral Rigid licences allowing them to apply for Yuendumu Avenue other positions within Council zRollout of the ‘Put it in a Bin’ campaign zA local Indigenous Early Childhood zCouncil represented by two staff to promote positive change in relation to Educator was promoted to assistant members at the 2015 International litter; the campaign included local CDP coordinator zYuendumu’s Kurdu Kurdu Kurlungu Early Childhood program successfully passed Australian Children’s Education and Care Quality Authority’s assessment becoming the first licensed Early Childhood centre in the Central Desert region zFour CDP participants were employed in the construction of the Yuendumu store zOngoing availability of CDP projects and activities facilitating 26,273 hours zCouncil assisted Southern Tanami Kurdiji Indigenous Corporation to secure two years’ funding intended to transition the Corporation to independence.
Works team in Yuendumu preparing slabs for new community bins.
31 Our Goals
Goal 1: Social and Cultural Maintain and improve the health, culture and wellbeing of the community
Eastern Arrernte: Mwantyele rlkerte akerte arnte-arnte aremele akangkentyele aknangentyele tyerrtye Ingkerreke mwerre anenhewerretye akert arlke aremele. Arnte-arnte aremele interre iteremele rlkerte kenge akerte arlke akngantyeke arlke tyerrtye akerteke ampere itne kenhe itne arle anemeke arlke. Anmatjere: Tyerretye mwarre arrkwetyeke,pmere mwarre arrkwetyeke, anfketyeke mwarre arrkwetyeke, kwerrenhe mwarre arrkwetyeke, Ingkerreke mwarre anetyeke. Warlpiri: Jukurrpala manyungka palypuru nyinanjaku ngurrangka.
Goal 2: Physical Assets Well-managed and well-maintained physical infrastructure
Eastern Arrernte: Mwantyele arnte-arnte areme ampere iwenhe apeke renhe ingekerreke-ke alakenhe akwele. Anamtjere: Mwarre arnte arnte areme, atemele, mpwareme, mwarre arrkwete anetyeke. Warlpiri: Murlparlu warra-warra kanjaku, warrki-kirlangu nyiya kanti-kanti.
Goal 3: Economy A dynamic and growing economy with strong local employment
Eastern Arrernte: Ilyempenye anthurre amangele arle aneme mane mpwarelte anamele warrke arlke atningke akertele. Anmatjere: Kwen yanhe akwete arrwetyeke. Economy amangke le leme. Warreke a,amgke le leme, tyerretye ke. Warlpiri: Nguru warlalja warrki nyiyaku. Wiri maninjaku ngurraju.
Goal 4: Environment A region that respects, protects and looks after its natural and built environment
Eastern Arrernte: Agelhe anteke ingkerrekele arle arnte-arnte anthurre renhe, mwantyele ampere ahelhe anteke arerlte anemele. Anmatjere: Pmere atemele, pmere nhen arnte arnte aremele. Rubetyr kwetyemele iwetyeke, pmere mwarre arrkwetyeke. Warlpiri: Murlparlu warra-warra kanjaku nguru warlalja.
Goal 5: Democracy and Governance Good leadership, effective advocacy and high quality services supported by good management practices
Eastern Arrernte: Ilyenpenye anthurrele akwele arnte-arnte arerlte anetyenhele mwantyele iterremele ilemele anthemele arlke services mwerre anthurre renhe itne apurtele nhenhe ikwerele arle warrke-irreme itne ingkerrekele. Anmatjere: Tyerretye mwarre atningkele angketye, anyinte awemele mpwareme, nhenge rikarlhe mpwareme. Tyerretye mwarre arnte arnte aremele akaltyele. Warlpiri: Nguru warlalja pirrjirdi mardaka.
32 Our Goals
Goal 1: Social and Cultural
Family Wellbeing Strategy Early childhood attendance rates (percentage) across The Central Desert Regional Council is our communities developing a Family Wellbeing Strategy that will provide a road map for the Yuendumu Childcare & Playgroup Council going forward to help communities Laramba Childcare become healthier, safer and more vibrant Anmatjere Playgroup places to live. It is proposed that the strategy will be in place by October 2016. Yuelamu Crèche* The Family Wellbeing Strategy has, at Atitjere Crèche* its foundation, five key outcomes of Nyirripi Crèche* the Council’s Corporate Plan, that is, a commitment to: 0 20406080100 zCommunity services that are *Achieved in the three months prior to handing back the service to the Northern Territory accessible, meet the needs of residents Government and promote the wellbeing of the community; foundations for Council to strive for best Whilst Council was disappointed to lose zA positive living environment for our practice in time for assessment. these services, all of which have been youth; In addition, strategic changes were made Council run since the formation of Central zCommunities that are safe for residents to the mix of qualifications across the team Desert Regional Council, the data coming and visitors; with the view to ensuring staff received out of the program in the lead up to zCelebrating and respecting tradition and strong mentoring, leading to increased the handback should be celebrated (see culture; and quality of practice. below). zCommunity involvement in cultural, civic Other highlights of the year include: and sporting events. As a result, Yuendumu’s Kurdu Kurdu Kurlungu Early Childhood program z92% of the Children’s Services staff The Family Wellbeing Strategy sets out underwent the Australian Children’s identify as Indigenous what we will do as an organisation to Education and Care Quality Authority’s zChildren’s Services staff achieved support families in our communities assessment, becoming the first early excellent statistics, providing full services become and remain strong and healthy childhood centre in the remote Central to all communities at every scheduled and has shaped the service delivery Desert region to become a fully licensed time (see chart above). activities of the Council. early childhood service. zEarly Childhood: Children’s Services During 2015–16 early childhood programs –58% of staff became qualified or in a number of locations settled into new were already qualified to Certificate The emphasis for Children’s Services in III Children’s Services or greater; this 2015–16 continued to be on improving buildings and have been completing facility upgrades to meet family and service represents an increase of 10% on practice and working collaboratively with 2014–15 statistics other Council services, external agencies delivery needs. Our thanks to the NT –71% of these staff are Indigenous and stakeholders to support the welfare Department of Education for their financial support. –two of the community-based staff of children across the Central Desert who achieved their qualification in region – a whole-of-community approach. In addition, the School Nutrition Program 2015–16 were promoted to assistant We continued to explore creative ways to undertook minor renovations to coordinator positions, both continue develop these partnerships, increase the enable Council to meet food safety and to study and are now enrolled in a sustainability of our service and improve Environmental Health Standards. These Diploma in Children’s Services the quality of our practice. upgrades were funded via operational –85% of all early childhood staff were Through consultation and on-the-ground funding. enrolled in Certificate III in Children’s training, Council has spent four years In late 2015, Council handed back to Services; this represents an increase of developing and implementing Quality the NT Department of Education the 7% on 2014–15 statistics Improvement Plans which have lead Yuelamu, Atitjere and Nyirripi crèches. –100% of these staff were Indigenous. to a Children’s Services Staff Induction In the six months leading up to the zAnmatjere Playgroup has operated with Handbook, an Early Childhood Parent handback, Council worked closely with an average of five children a day at Ti Handbook, a Food Safety Plan and an the department to find a way forward; Tree Station, five children a day in Wilora, Early Childhood Policies and Procedures however, Council’s desired service delivery seven children a day in Ti Tree Town and Manual. These documents have laid the model was not able to be fully funded. eight children a day in Six Mile
33 Our Goals
zAll local Early Childhood teams were implementing processes to monitor Aged Care involved in non-accredited training quality The Aged and Disability Services provides zSchool Nutrition: –50% of the School Nutrition programs a culturally appropriate service to the –across the six communities currently work directly with Council’s aged vulnerable and at-risk elderly and younger funded, the School Nutrition program care facilities and are engaged in persons with a disability. Currently delivered 101,087 meals consisting of accredited training through the Aged Council’s Community Aged and Disability 10,109 breakfasts, 30,326 lunches and Care Program program provides National Aboriginal and 60,652 morning and afternoon teas –due to funding limitations, the Torres Strait Islander Flexible Age Care; – in four of our six communities, other 50% are not able to access Commonwealth Home Support Program; the School Nutrition staff work Home Care Packages; Disability In-Home accredited training; however, they collaboratively with aged care staff Services and NT Jobs Packages for staff. do receive non-accredited training to deliver meals to clients of both and mentoring; Council is seeking to Services are provided in Anmatjere the Aged Care and School Nutrition access funding to provide accredited (including Wilora), Yuelamu, Engawala, programs Laramba, Nyirripi, and Lajamanu. An training in the coming years. –Council’s School Nutrition program abridged service is also offered in Willowra. has focused on food safety and The major focus for the year was a revision of Council’s Aged Care services in line with the Commonwealth Department of Health’s aged care reforms, which were rolled out 1 July 2015. Council engaged worth celebrating . . . consultants using funds provided by the SHADE STRUCTURES FOR PLAYGROUP Department to assess the program against ouncil celebrated another productive partnership between two internal programs the reforms which gave rise to three major Cin late 2015 with a significant win–win outcome. projects: The Community Development Program partnered with the Children’s Services team zassessment of service delivery and staff to erect four shade structures in Wilora, Station, Six Mile and Ti Tree. The structures training to ensure Council is delivering and their dog-proof fences were completed using only CDP participants and are now home care packages under a consumer home to a small playgroup from each location. directed care model, including monthly income and expenditure statements for Playgroup meets weekly and follows a traditional early childhood development each client; program exploring, amongst other things, parenting strategies and school readiness zongoing development and for children up to four years of age. implementation of a client information The program’s travelling facilitator and her Indigenous playgroup assistant also work management system employed to closely with other agencies to identify children who would otherwise miss out on meet legislative requirements under the this valuable educational milestone and facilitate their attendance. reforms, and CDP and Children’s Services will continue to work together as they translate teaching zestablishment of a pricing framework for resources into language. services rendered. Amazing what can come from an 8 x 8 m metal structure. As a result, all aged care facilities successfully met the Australian Aged Care Quality standards. In addition to training required to support the reform, accredited and non-accredited training continues to be delivered including Certificate II and Certificate III in Community Services, Certificate IV in Ageing Support, First Aid, Writing Defensible Documentation and Food Safety. Capital upgrades were completed across many of the Aged and Disability services including: zreplacement of the Lajamanu roof
34 Our Goals
zmajor renovations to Engawala Aged Care facility in line with EPA standards zmajor upgrades to the Yuelamu Aged and Disability centre zreplacement of the rear verandah and ramp at Laramba.
Youth and Community Services The 2015–16 year saw an increased focus on the delivery of holistic family wellbeing services. This approach has resulted in further integration of delivery to improve the cohesion between services and ensure services are outcome focused. The two programs of youth, sport and recreation and night patrol have amalgamated into one under the Youth and Community Services banner. The amalgamation of the Community Safety Patrol (formerly night patrol) and the Youth Sport and Recreation (YS&R) teams has been one of the most strategically important initiatives undertaken by the Community Services division of the Council in its relatively short history. This has Willowra residents testing out the community’s new exercise equipment. resulted in a higher level of supervision, training, support and accountability for forces with the Youth and Community remote staff and improved service delivery teams to promote various family wellbeing outcomes. A change management group strategies including alcohol and domestic worked diligently to implement the change violence awareness, mental health process in the previous reporting period. and other wellbeing strategies. The It is becoming more apparent that the program has also been actively involved structure is having a positive impact. in the Councils support of the NO MORE As a result, Community Safety Programs campaign. and Youth Sport and Recreation Programs Youth, Sport and Recreation continued to have been working together much more deliver a high quality combination of after closely. Patrollers and sport and recreation school hours care, sport and recreation, art Yuelamu basketball court. officers meet regularly under the guidance and cultural activities including weekends, of an area coordinator or community public holidays and vacation care services, and Yuendumu, where Council’s Youth and coordinators to better organise their for young people aged between five Communities staff work closely with them efforts and jointly plan events. Community and 24 years. There were over 35,000 supporting WYDAC programs through safety patrollers are actively engaged in, attendances by youth in our five program inter-community sporting competitions. and assist with sport and recreation night locations of Anmatjere, Atitjere, Engawala, Sporting programs delivered under a time activities where appropriate. Patrollers Laramba and Yuelamu during 2015–16. partnership arrangement with the Central have been increasingly playing a strong The Central Australian Youth Link Up Desert Regional Softball Competition role in assisting youth sport and recreation Service (CAYLUS) remain a significant include a professional pathway to State programs to get kids home in the evenings partner of the YS&R Program providing Championships, Central Desert Regional to prepare for school the next day. We are advice and advocacy services as well as Women’s Basketball Competition and the seeing a much more accessible, responsive direct support in Atitjere and Laramba. The Anmajtere Cup Cricketing Competition and effective service delivery model on the Warlpiri Youth Development Aboriginal which provides a pathway to the Imparja ground. Corporation (WYDAC) also provides sport Cup. Laramba were the softball champions Community Safety Patrols have also joined and recreation services in Nyirripi, Willowra and were runners-up in Division 2 in
35 Our Goals
the Territory championships. Yuendumu represented the region in basketball and Anmatjere made it through to compete in the Imparja Cup only to lose a close semi- final in the communities division. YS&R also provided school holiday care activities during the winter and summer school holiday breaks to counter high-risk periods for young people. These programs are heavily supported by volunteers who come to Central Australia through an Australian not-for-profit organisation called Linkz Incorporated. Youth and Communities have a commitment to helping ensure that youth are attending school. We actively cultivate and strengthen our relationships with schools, working closely to improve school attendance. To this end, recreation activities conclude at 8.30pm on school nights and young people are assisted Community Safety Patrol supporting Council’s school attendance strategy in Laramba. home by Community Safety Patrol.
Family Safety The Southern Tanami Kurdiji Indigenous Corporation (STKIC) that delivers the Mediation and Justice programs, works closely with Prime Minister and Cabinet, Community Safety Patrol to support the residents of Yuendumu in finding positive pathways to increase community safety. The Willowra Peace Working Group is working with the STKIC to develop a mediation program in that community. The Mediation and Justice Program operates in Willowra (Willowra Peace Working Group) and Yuendumu. The M&J Program has been very active in Wombat Ceremony at Laramba. successfully maintaining peace. There are now mediators appointed in Willowra Program has a mediation presence with Centrelink who will be undertaking training and the school in Yuendumu which is now Centrelink services are provided by Council development toward effective delivery of formalised with Charles Darwin University. in all communities except Yuendumu. mediation services. Two-year funding for The Elder’s Visiting Program (EVP) has Local staff are the nominated agents who the program has been secured through the also led to valued outcomes through receive training and support on an ongoing Department of Prime Minister and Cabinet. engagement with the correctional services basis by Centrelink. system, and has included members of the As part of the Southern Tanami Kurdiji Yuendumu Mediation Team visiting prisons. Association moving towards independence, Community Events there has been a strong focus on service Australia Post The Central Desert Regional Council is development to more effectively deliver a proud supporter of numerous annual Council is the provider of postal services to positive outcomes with regard to reducing community events such as Harts Range all of our communities, with the exception intra and inter family violence in the Bush Sports, Aileron Bush Weekend, Milpirri of Anmatjere and Yuendumu. communities. The Mediation and Justice Festival (Lajamanu) and a number of
36 Our Goals
community Sports Weekends that are held during the school holidays. Other marquee major community events for the Council include the annual CDRC softball and basketball championships which provide women with the opportunity to participate in structured sporting competition and a pathway for further representation.
Library Services In partnership with NT Libraries, the Council manages the operation of two Yuendumu careers expo.. public library services: one in Ti Tree and another in Lajamanu. The services include Remote Indigenous Public Internet Access (RIPIA) and the ability for community member to access and contribute to the Community Stories social history database.
Animal Management The Council continues to implement its Animal Management Strategy. Dog numbers are stable or dropping in all communities due to an active de-sexing program strongly supported by community members. Dog health continues to improve due to regular treatment for ticks, mange and other parasites. Council is working in close collaboration with several partners for vet services, including the Canberra Vet Program at Atitjere and Engawala, Warlukurlangu Arts Centre in Yuendumu, Yuelamu and Nyirripi and the Ark Animal Hospital in other communities. Council is grateful for ongoing support from the Animal Management in Rural and Remote Indigenous Communities program (AMRRIC). zAdelaide Bore: a generator was installed Indigenous employee. Council invests Two dog pounds were constructed in and three houses refurbished to allow significant training and mentoring to Engawala and Ti Tree this year. re-occupation of this outstation after build ESO skills suitable to maintain this many years of being uninhabited important contract. Pulardi: replacement of the water Outstations and Homelands z Essential services work includes: reticulation main pipe Council is funded to provide assistance Housing refurbishments done to 40 zmaintaining power generation equipment to 18 outstations for municipal services z outstation houses using the Homelands zensuring water supplies are at adequate and housing repairs and maintenance. Extra Allowance funding. levels Outstation assistance in the Yuendumu zmonitoring of water quality region was transferred to Yapa-Kurlangu Essential Services zmaintenance of sewerage systems. Ngurrara Aboriginal Corporation. The Council continues to manage The same staff also provide support to Capital works completed this year include: essential services in seven communities emergency services through attending zMt Eaglebeak: four derelict houses were as a contract to the Power and Water medical evacuations and maintaining refurbished and a generator installed Corporation. In four communities the airstrip infrastructure. with all houses now occupied essential services officers (ESO) is a local
37 Our Goals
Goal 2: Physical Assets
Road Maintenance and zLaramba solar street lighting was installed received new flood lighting (and are now Upgrades zWelcome signs installed at the entrance utilising the oval every weekend) to all communities zLaramba received new goal posts Council has an all-Indigenous road crew zTraffic management rails and bollards and the softball field relocation was based in Yuendumu to service the 1,690 km were installed in all communities to commenced of Council-managed unsealed roads control off-road traffic. zWillowra basketball court was around Nyirripi, Yuendumu, Yuelamu, refurbished Laramba and Willowra. This year the three- Fleet zAtitjere received a new public toilet for person crew has expanded to seven using the football oval all local Indigenous employees. Council Council’s 10-year Fleet and Plant zPmara Jununta commenced construction has invested in additional machinery, Replacement plan was updated in 2015– of a new basketball court including graders, a tipper truck, rollers, 16. In recognition of the Council’s ongoing zLajamanu received new change rooms an excavator, a loader and a water cart fleet and plant responsibilities, a fleet and for the football oval and now has the capacity to do major plant replacement reserve was established. zYuelumu oval was reshaped and capped, construction and refurbishment work as This reserve ensures that a fleet drainage was upgraded and new goal well as basic maintenance grading. consumption allocation can be protected within the Council’s own source income, to posts were installed Council commenced refurbishment of fund future asset replacement activities. zLajamanu completed stage one of a local roads damaged by rains in early feasibility assessment for a water park Major items of fleet and plant purchased 2015 which was funded to the tune zWillowra oval and drainage upgrade during the 2015–16 financial year include: of $5.5 million by the National Disaster commenced. Recovery and Relief Arrangements grant. zRoad plant equipment including roller Other major projects undertaken this year and grader Parks and Public Spaces include: z5 Works 4WD vehicles Council continues to upgrade playground zTown car equipment, lighting, shade, seating and zResealing of Willowra and Willora z6 Community Safety Patrol vehicles. community roads traffic exclusion works in parks around our communities. Highlights include: zCorner kerbing in Laramba, Willora and Ovals and Sporting Facilities Willowra zLajamanu Holy Ground Park received a Council continues to focus on upgrading zFormal traffic management plans for the new playground and the public toilets majority of communities with installation sporting facilities to meet Australian were upgraded standards. of signage, speed humps and bollards zLajamanu received a new park, created having commenced zYuendumu and Lajamanu football ovals near the CLC building
Lajamanu Works team installing solar lights Wilora has new kerbing thanks to funding from Roads to Recovery. in community.
38 Our Goals
A Community Services planning day in Alice Springs was a chance for Council staff to look to New goal posts installed in Lajamanu. the future. zNyirippi Centre Park received new lease was secured and boundary are very happy with the outcomes and playground equipment fencing installed many barbecues were held to celebrate zEngawala cinema screen, barbecues zWillowra store, the Learning Centre and milestones throughout. and seating were erected and a new Council office were connected via a new Housing Management fencing works were kangaroo cooking facility installed concrete path commenced at Nturiya, Willowra, and zYuelamu South Park Playground was zYuelamu received a path over the hill Willowra in 2016–17. upgraded connecting residents on both sides of zAtitjere Park traffic exclusion bollards the community. were installed Cemeteries zWillowra received a new park with a Community Housing and Council continues to manage cemeteries climbing wall and gym equipment Fencing Upgrades in all communities including ground zYuendumu’s Peace Park next to the Nyirripi visitors’ accommodation was maintenance and burial assistance. Council office was completed enhanced to house contractors working Highlights of the year include: Ti Tree Town Park irrigation was z on the Nyirripi Housing Upgrade zLajamanu cemetery area was extended refurbished. contract. and the cemetery road was re-graded Housing and Facilities Also in Nyirripi, Council secured a zNyirripi received new solar lighting and $4.1 million Community Housing a tool shed Improvements have been made to staff Refurbishment contract using Stronger zYuelamu perimeter fencing was housing and other facilities throughout Futures NT funding from the Northern completed the year to ensure they are at a safe and Territory Government. All 43 community zAtitjere received new fencing around acceptable standard for use by Council houses had major refurbishments with the employees. Highlights include: family plot areas program finishing on time and on budget zEngawala car parking area was zYuendumu ex-childcare building was in June 2016. Council achieved 40% local constructed. converted to three housing units Indigenous employment for the duration zYuendumu ‘Hilton’ contractors’ of the contract, substantially exceeding Council formally handed over all accommodation was substantially the NT Government’s requirement of 30%. responsibility for morgues in Yuendumu, upgraded Local participants obtained Certificate Nyirripi and Lajamanu to the Northern zYuendumu office garden was II Civil Construction qualifications and Territory Government. refurbished substantial hands-on experience whilst zEngawala received a new two-bedroom refurbishing and painting the interior flat-pack staff house and exterior of houses. This was zTi Tree office was retiled done in partnership with Nurratjuta’s zLaramba office boardroom was Community Development program (CDP) refurbished program and the Centre for Appropriate zWillowra contractors’ accommodation Technology (CAT). Community members
39 Our Goals
Goal 3: Economy
Indigenous Workforce Development Strategy The Council has continued to implement JOB PLACEMENT the Indigenous Workforce Development Strategy. The strategy generated successful work opportunities and employment outcomes for Indigenous people and increased employment of local COMMUNITY PROJECTS Indigenous people. AND WORK ACTIVITIES
Economic Development and Tourism Council continued to implement its Tourism TRAINING AND SKILL and Economic Development Plan. In DEVELOPMENT addition to pursuing a range of commercial activities in the region, the Council has continued to maintain strong relationships with emerging businesses advocating strongly for local Indigenous engagement and employment. JOB READY Community Development Program The Community Development Program (CDP) is the Commonwealth Government’s key remote employment program with a focus on job readiness and employment placement services, primarily for plans that meet the individual needs of value of the CDP participant’s contribution Indigenous residents. participants, to back up those plans by to the community. providing work-like activities and access The CDP also works with employers to The program has undergone many to training to fulfil the aspirations of those changes to policy and practice, match job vacancies on communities with same participants and to assist people suitable job seekers and provides post having initially been introduced by the secure and maintain real jobs. Commonwealth Government as the placement support in the early months mandatory Remote Jobs and Communities Breaking from a traditional commercial when job seekers take on a new job. Program (RJCP) in 2013–14, a replacement model, the Council has been mindful to Council’s CDP delivered employment for the voluntary Community Development ensure that all CDP activities are integrated services and work-for-the-dole activities to Employment Program (CDEP). In 2015–16, with existing service provision to maximise approximately 800 people in Yuendumu, the program underwent some major community benefits. CDP contributes to Anmatjere, Laramba, Yuelamu and structural and policy changes and was a broad range of activities and training Willowra. including building and construction, rebadged as the Community Development While the CDP was not able to achieve the Program (CDP). This program was let under street, yard and park maintenance, waste management services, fencing, arts and Commonwealth’s arbitrary target in 2015– commercial arrangements with a mixture 16, the participation rate across the region of commercial, NGO and government craft, cleaning, road maintenance, catering – health and nutrition, administration has shown improvement, consistently agencies being commissioned to deliver reaching greater than 60% in its second the program. and office operations, as well as driver training. These activities are designed year of operation. The program has also The Commonwealth’s aim is to have to assist job seekers become job ready worked hard to accommodate the policy at least 75% participation in the CDP, and build their individual capacity and changes introduced by the Commonwealth although given the nature of the program, resilience whilst also improving community Government and communicate these 75% is an arbitrary target. amenity. Priority is given to training in real to the CDP participants living in our Council’s role is to provide case environments that provide real outcomes communities. management services to CDP participants, thus ensuring that both the community to develop tailored job and training and the CDP participant recognise the
40 Our Goals
Highlights for 2015–16: zPayment of Performance Bonus payments as a result of the programs performance zThe program placed 136 participants into paid employment, 43 of which were Council positions zOver 60 training programs and activities were offered including: –civil construction –welding –horticulture –nutrition and food preparation –numeracy and literacy. z595 participants received ongoing services zStrong integration with Council’s community-planning process resulting in activities tailored to specific community Induction ceremony for new Works Officers in Yuendumu. priorities.
Community Development Program job seekers placed into employment 2015–16
60
50
40
30
20
10
0 Yuendumu Yuelamu Willowra Laramba Ti Tree region Total
Community Development Program employment percentage 2015–16
Ti Tree region
Laramba
Willowra
Yuelamu
Yuendumu
41 Our Goals
Goal 4: Environment
Fire Management The main disaster risks affecting communities are flood and fire. There were no major incidents throughout the year. Fire breaks are maintained in all centres. Clearing of long-term debris from grassed areas surrounding communities is virtually complete in all locations, allowing efficient, safe slashing of those areas to reduce fire risk.
Waste Management The Council has continued to work collaboratively with MacDonnell and Barkly Regional Councils to roll out the Central Australian Waste Management Strategy. Achievements this year include: zYuendumu and Lajamanu received new landfill pits zLajamanu old legacy waste on the edges of the community and around the landfill Asbestos inspections in Yuendumu. was cleaned up zYuendumu public litter education campaign completed including ‘Put it in a Bin’ jingle (created by PAW Media) zLajamanu EPA-licensed asbestos disposal facilities approved and contracted zWillowra recycling and hazardous waste drop-off area upgraded. Legacy asbestos assessments completed at Yuendumu, Lajamanu, Laramba, Yuelamu, Willowra and Willowra. Unfortunately, legacy asbestos has been identified in the surrounding areas of all communities, except Yuelamu. The legacy waste dates back 10 to 30 years. The cost to remove this asbestos from Yuendumu alone is around $1 million. Council is working with relevant Land Trusts and the Australian and Northern Territory Governments to find a solution. The Yuendumu Licensed Asbestos Disposal Facility has proved very valuable in disposing of occasional asbestos pipes and sheeting identified within the community.
42 Our Goals
Goal 5: Management and Governance
Proactive partnerships with for Appropriate Technology to deliver Department of Correctional Services with government agencies and the Certificate II and III in Remote Operations the implementation and development private sector to Council’s field staff. of Prison Industries in NT Correctional zMoU between Council and Central Services. Council has forged a wide range of Australian Youth Link Up Service. zBoral Asphalt for the support of road cooperative arrangements with external zMoU between Menzies School of construction training in the region. stakeholders, including: Health Research and Council’s Nutrition The Council has also been the lead agency zMemorandum of Understanding (MoU) Program at Nyirripi. for a number of regional initiatives, these between Council and Central Land zCouncil and Charles Darwin University include: Council. for the delivery of relevant employee zMOU between the Council and the and CDP training modules. zCentral Australia Regional Waste NT Police in relation to the delivery zPartnership with AMRRIC Animal Management project – this project has of community safety patrols in the Management in Rural and Remote established a Central Australian Waste region. Separate MOUs also exist Communities, Warlukurlangu Artists Management manual and training between individual police stations and (Yuendumu) and the Canberra Mob vets program across the entire southern communities. for vet visits to communities. NT. Central Desert Regional Council has zMOU between Council and PAW Media zMoU with Aileron Roadhouse and Aileron been the hosting organisation with to support the delivery of remote Station to deliver water to Alyuen MacDonnell Regional Council, Barkly broadcasting services in the region. Outstation. Regional Council and LGANT engaged in zMoU between Council and Warlpiri Youth zMoU with Wave Hill Station to operate the project. Development Aboriginal Corporation, Lajamanu landfill and recycling centre, as zCentral Australian Traffic Management Mt Theo – Yuendumu Substance well as the Lajamanu cemetery on their Manual – this was a joint venture Misuse Aboriginal Corporation and pastoral lease. between Central Desert, MacDonnell Warlukurlangu Artists Aboriginal zCDRC is a member of the Alice Springs and Barkly Regional Councils and LGANT Association. Correctional Industries Advisory Council, to create a traffic management manual zMoU between Council and the Centre which provides advice to assist the for remote communities. The resulting
Atitjere, one of nine main Central Desert region communities.
43 Our Goals
manual provides clear guidelines for road signs, traffic control devices, line marking and kerbing that complies with Australian guidelines.
Local Government Association of the NT The President and the Deputy President represented Central Desert Regional Council at meetings of the Local Government Association of the NT (LGANT).
Effective and Efficient Council Management INTEGRATED PLANNING The Council has continued to refine and improve its reporting against the Corporate Elected members and Executive Management Team working together to set priorities for Plan. Reporting provides both the Council communities for the coming year. and the public an opportunity to review the activities of the Regional Council with its review schedule. In 2015–16 RECORD KEEPING against the agreed Corporate Plan. The a number of significant policies were This financial year Council continued progress reports for 2015–16 are publicly reviewed or developed, including updated to build on our commitment to comply available on the Council website. policies on staff and elected member with part 9 of the Information Act 2003. In the first half of 2016, community travel, an updated Code of Conduct for The Council’s Record Keeping Plan has plans for 2016–17 for each of the nine Elected Members and an updated Local been significantly progressed with the Local Authority areas were developed in Authority Policy to comply with the introducion of a new library folder system consultation with the community. This changes brought about by Guide 8 – linked to the NT Archives Disposal and consultation is key to steering Council in Regional Councils and Local Authorities. Retention schedules. the direction set by community members All public policies are published on the for the next financial year. Ideas were Council’s website. Information Services and collated and presented to Councillors at CouncilBIZ a special council meeting in Alice Springs. RISK MANAGEMENT Council’s information services are provided Councillors used colour-coded themed During 2015–16 CDRC undertook a review by a fully owned subsidiary CouncilBIZ. notes to create a visual mind map, of its risk management practices. CDRC This entity was formed by all regional placing like ideas together and discussing utilised the approach established in the councils in 2008 to provide ICT support similarities and differences across the AS/NZS 31000:2009 Australian Standard to councils. The services provided by region. From this, a project plan will be and has adopted this standard as its developed. Good feedback means that basic approach to risk management. The CouncilBIZ include: Council’s work will reflect the needs of Risk Management Plan for 2015–16 is an zIT support for the main business systems local people and also mean Council’s focus outcome of the Regional Plan process, thus zIT services, including network is where it should be. The plan relevant to ensuring the establishment of a process management each community will be presented to its that integrates managing risk into the zBusiness support for business systems organisation’s overall governance and Local Authority at the August / September zIT and business systems training. 2016 round of meetings in order to be strategy and planning. The annual financial statements for presented to Council at the ordinary All scheduled Council Audit and Risk CouncilBIZ are available from the Council’s meeting in October 2016 for approval. Committee meetings were held. The website. Once approved, the plans will be publicly committee continues to monitor and available on the Council website. advise Council on risks associated with the Council’s business. The Council introduced POLICY REVIEW AND DEVELOPMENT new risk management software that will Council continues to develop new policies be utilised for 2016–17 financial year and review existing policies in accordance onwards.
44 Our Finances
Financial Summary Three-year comparison from audited financials:
2014 2015 2016
Income ‘000,000 ‘000,000 ‘000,000
Rates and Charges 1.30 1.96 2.20
User Charges and Fees 0.38 0.42 0.96
Interest 0.42 0.37 0.36
Grants 12.47 19.79 20.35
Other Operating Revenue 5.61 5.82 12.33
Gain from Disposal of Assets 0.12 0.13 0.01
Income from Ordinary Activitiesa 20.30 28.49 36.21
Expenditure ‘000,000 ‘000,000 ‘000,000
Employee Costs 14.23 15.34 17.22
Materials and Contracts 6.83 6.87 10.06
Depreciation 3.35 1.39 1.73
Other Expenses 2.75 3.37 3.15
Expenses from Ordinary Activities 27.16 26.97 32.16
Surplus (Deficit) for the Year (6.86) 1.52 4.05
OTHER COMPREHENSIVE INCOME (3.45) (20.56) 7.08
Revenue by type 2015–16 Expenditure by type 2015–16
Other Operating Revenue Materials & Contracts $12.33 m $10.06 m Employee Costs Grants $17.22 m $20.35 m
Gain from Disposal of Assets Other $0.01 m Expenses Depreciation $3.15 m $1.73 m Rates & Charges $2.2 m
User Charges & Fees Interest $0.96 m $0.36 m
45 Our Finance
Finance Key Performance Indicators
KPI Result Indicator
Operating Deficit No deficit Total operating revenue (excluding capital grants) less total operating expenses divided by total operating revenue.
Interest Coverage Greater than 3 Earnings before interest and tax divided by interest expense
Sustainability Ratio >10 Capital expenditures divided by depreciation expense
Current Ratio 1.12 Current assets divided by current liabilities
Rate Coverage 3.67% Rates revenue divided by total revenue. It should be noted that this is an aspirational target as historically the Council has only been able to secure <2% rates coverage.
Full report is attached as per accounting guidelines.
46 Financial Statements
CENTRAL DESERT REGIONAL COUNCIL GENERAL PURPOSE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2015
Financial Statements • FS–1 CENTRAL DESERT REGIONAL COUNCIL INDEPENDENT AUDITOR’S REPORT
FS–2 • Financial Statements Financial Statements • FS–3 CENTRAL DESERT REGIONAL COUNCIL GENERAL PURPOSE FINANCIAL STATEMENTS: CONTENTS
CONTENTS PAGE
Independent auditor's report...... 2
Chief executive officer's certificate ...... 5
Statement of comprehensive income ...... 6
Statement of financial position ...... 7
Statement of changes in equity ...... 8
Statement of cash flows ...... 9
Notes to, and forming part of, the principal financial statements ...10
FS–4 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL CHIEF EXECUTIVE OFFICER’S CERTIFICATE
Financial Statements • FS–5 CENTRAL DESERT REGIONAL COUNCIL STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2016
2016 2015 Notes $ $
INCOME
Rates 2 2,204,990 1,955,508
User charges 2 957,326 418,345
Grants, subsidies and contributions 2 20,350,471 19,753,584
Investment income 2 358,860 377,572
Other Income 2 12,329,070 5,852,744
Gain on Disposal of Assets 4 15,858 132,939
Total Income 36,216,575 28,490,692
EXPENSES
Employee costs 3 17,225,161 15,347,306
Materials, contracts & other expenses 3 10,057,807 6,877,451
Depreciation, amortisation & impairment 3 1,731,229 1,396,974
Other operating expenses 3 3,153,407 3,366,023
Total Expenses 32,167,604 26,987,754
OPERATING SURPLUS / (DEFICIT) 4,048,971 1,502,938
NET SURPLUS / (DEFICIT) 4,048,971 1,502,938
Other Comprehensive Income Amounts which will not be reclassified subsequently to operating result
Gain on revaluation of infrastructure, property, plant & equipment 3,033,271 0
Impairment (expense) / recoupment offset to asset revaluation (22,068,364) reserve
Total Other Comprehensive Income 3,033,271 (22,068,364)
TOTAL COMPREHENSIVE INCOME 7,082,242 (20,565,426)
This Statement is to be read in conjunction with the attached Notes.
FS–6 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2016
2016 2015 Notes $ $
ASSETS Current Assets Cash and cash equivalents 5 6,301,985 8,514,677 Investments 5 10,291,895 10,037,034 Trade & other receivables 5 1,401,123 1,367,465 Total Current Assets 17,995,003 19,919,176
Non-current Assets Infrastructure, Property, Plant & Equipment 7 19,070,275 12,690,659 Work in progress – Fixed Assets 1,587,993 695,293 Total Non-current Assets 20,658,268 13,385,952 Total Assets 38,653,271 33,305,128
LIABILITIES Current Liabilities Trade & Other Payables 8(a) 2,257,378 2,614,398 Provisions 8(c) 1,503,918 1,860,001 Unexpended grants 8(b) 12,061,132 13,197,561 Total Current Liabilities 15,822,428 17,671,960
Non-current Liabilities Provisions 8(d) 330,804 215,370 Total Non-current Liabilities 330,804 215,370 Total Liabilities 16,153,231 17,887,330 NET ASSETS 22,500,040 15,417,798
EQUITY Accumulated Surplus 2,781,437 252,718 Asset Revaluation Reserve 9 17,648,351 14,615,080 Other Reserves 9 2,070,252 550,000 TOTAL EQUITY 22,500,040 15,417,798
This Statement is to be read in conjunction with the attached Notes.
Financial Statements • FS–7 CENTRAL DESERT REGIONAL COUNCIL STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2016
Asset Accumulated Revaluation Surplus Reserve Other Reserves TOTAL EQUITY Notes $ $ $ $
2016
Balance at end of previous reporting period 252,718 14,615,080 550,000 15,417,798
Restated opening balance 252,718 14,615,080 550,000 15,417,798
Net Surplus / (Deficit) for Year 4,048,971 4,048,971
Other Comprehensive Income Amounts which will not be reclassified subsequently to operating result
Changes in revaluation surplus – infrastructure, property, plant & equipment 0 3,033,271 0 3,033,271
Transfers from Accummulated Surplus to reserves (1,520,252) 1,520,252 0
Balance at end of period 2,781,437 17,648,351 2,070,252 22,500,040
2015
Restated opening balance 21,368,144 14,615,080 0 35,983,224
Net Surplus / (Deficit) for Year (20,565,426) 0 (20,565,426)
Other Comprehensive Income
Transfers between reserves (550,000) 0 550,000 0
Balance at end of period 252,718 14,615,080 550,000 15,417,798
This Statement is to be read in conjunction with the attached Notes.
FS–8 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2016
2016 2015 Notes $ $
CASH FLOWS FROM OPERATING ACTIVITIES Payments
Employee costs (17,225,161) (15,099,488)
Materials, contracts and other costs (11,640,999) (7,883,829)
Other operating payments (5,144,202) (3,621,720)
Receipts from activities 16,835,501 8,183,876
Interest received 358,860 362,990
Grants and Contributions 20,812,586 24,298,828
Net Cash provided by (or used in) Operating Activities 10(b) 3,996,585 6,240,657
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for property, plant & equipment (4,864,537) (1,937,870)
Payments for Work In Progress (WIP) (1,211,612) (491,807)
(Payments)/Receipts from Investments (254,860) (3,983,788)
Proceeds on sale of assets 121,732 223,446
Net Cash provided by (or used in) Investing Activities (6,209,277) (6,190,019)
CASH FLOWS FROM FINANCING ACTIVITIES
Repayment of borrowings 0 (210)
Net Cash provided by (or used in) Financing Activities 0 (210)
Net Increase (Decrease) in cash held (2,212,692) 50,428
Cash & cash equivalents at beginning of period 8,514,677 8,464,249
Cash & cash equivalents at end of period 10(a) 6,301,985 8,514,677
This Statement is to be read in conjunction with the attached Notes.
Financial Statements • FS–9 CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
NOTE 1: SIGNIFICANT ACCOUNTING POLICIES
The principal accounting policies adopted in the preparation of the financial report are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
1 Basis of Preparation 1.1 Compliance with Australian Accounting Standards This general purpose financial report has been prepared in accordance with Australian Accounting Standards as they apply to not- for-profit entities, other authoritative pronouncements of the Australian Accounting Standards Board, and relevant Northern Territory legislation. The financial report was authorised for issue by certificate under clause 16 of the Local Government (Accounting) Regulations dated 8th November 2016.
1.2 Historical Cost Convention Except where stated below, these financial statements have been prepared in accordance with the historical cost convention.
1.3 Critical Accounting Estimates The preparation of financial statements in conformity with Australian Accounting Standards requires the use of certain critical accounting estimates, and requires management to exercise its judgement in applying Council’s accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are specifically referred to in the relevant sections of this Note.
1.4 Rounding All amounts in the financial statements have been rounded to the nearest dollars ($).
2 The Local Government Reporting Entity Central Desert Regional Council is incorporated under the NT Local Government Act and has its principal place of business at 1 Bagot Street, Alice Springs. These financial statements include the Council’s direct operations.
3 Income recognition Income is measured at the fair value of the consideration received or receivable. Income is recognised when the Council obtains control over the assets comprising the income, or when the amount due constitutes an enforceable debt, whichever first occurs. Where grants, contributions and donations recognised as incomes during the reporting period were obtained on the condition that they be expended in a particular manner or used over a particular period, and those conditions were undischarged as at the reporting date, the amounts subject to those undischarged conditions are disclosed in these notes. Also disclosed is the amount of grants, contributions and receivables recognised as incomes in a previous reporting period which were obtained in respect of the Council’s operations for the current reporting period.
4 Cash, Cash Equivalents and other Financial Instruments Cash Assets include all amounts readily convertible to cash on hand at Council’s option with an insignificant risk of changes in value with a maturity of three months or less from the date of acquisition. Receivables for rates and annual charges are secured over the subject land, and bear interest at rates determined in accordance with the Local Government Act 1999. Other receivables are generally unsecured and do not bear interest. All receivables are reviewed as at the reporting date and adequate allowance made for amounts the receipt of which is considered doubtful. All financial instruments are recognised at fair value at the date of recognition. A detailed statement of the accounting policies applied to financial instruments forms part of Note 13.
5 Infrastructure, Property, Plant & Equipment 5.1 Land under roads Council has elected not to recognise land under roads acquired prior to 1 July 2008 as an asset in accordance with AASB 1051 Land under
FS–10 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
Roads. Land under roads acquired after 30 June 2008 has not been recognised as in the opinion of Council it is not possible to reliably attribute a fair value, and further that such value if determined would be immaterial.
5.2 Initial Recognition All assets are initially recognised at cost. For assets acquired at no cost or for nominal consideration, cost is determined as fair value at the date of acquisition. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition, including architects’ fees and engineering design fees and all other costs incurred. The cost of non-current assets constructed by the Council includes the cost of all materials used in construction, direct labour on the project and an appropriate proportion of variable and fixed overhead. All non-current assets purchased or constructed are capitalised as the expenditure is incurred and depreciated as soon as the asset is held “ready for use”. Capital works still in progress at balance date are recognised as other non-current assets and transferred to infrastructure, property, plant & equipment when completed ready for use.
5.2 Subsequent Recognition Certain asset classes are revalued on a regular basis such that the carrying values are not materially different from fair value. Additions acquired subsequent to a revaluation are recognised at cost until next revaluation of that asset class. Further detail of existing valuations, methods and valuers are provided at Note 7.
5.3 Depreciation of Non-Current Assets Other than land, all infrastructure, property, plant and equipment assets recognised are systematically depreciated over their useful lives on a straight-line basis which, in the opinion of Council, best reflects the consumption of the service potential embodied in those assets.
5.4 Impairment Assets that have an indefinite useful life are not subject to depreciation and are reviewed annually for impairment. Assets that are subject to depreciation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount (which is the higher of the present value of future cash outflows or value in use). For assets whose future economic benefits are not dependent on the ability to generate cash flows, and where the future economic benefits would be replaced if Council were deprived thereof, the value in use is the depreciated replacement cost. In assessing impairment for these assets, a rebuttable assumption is made that the current replacement cost exceeds the original cost of acquisition. Where an asset that has been revalued is subsequently impaired, the impairment is first offset against such amount as stands to the credit of that class of assets in Asset Revaluation Reserve, any excess being recognised as an expense.
6 Payables 6.1 Goods & Services Creditors are amounts due to external parties for the supply of goods and services and are recognised as liabilities when the goods and services are received. Creditors are normally paid 30 days after the month of invoice. No interest is payable on these amounts.
6.2 Payments Received in Advance & Deposits Amounts (other than grants) received from external parties in advance of service delivery, and security deposits held against possible damage to Council assets, are recognised as liabilities until the service is delivered or damage reinstated, or the amount is refunded as the case may be.
7 Employee Benefits 7.1 Salaries, Wages & Compensated Absences Liabilities for employees’ entitlements to salaries, wages and compensated absences expected to be paid or settled within 12 months of reporting date are accrued at nominal amounts (including payroll based oncosts) measured in accordance with AASB 119. Liabilities for employee benefits not expected to be paid or settled within 12 months are measured as the present value of the estimated future cash outflows (including payroll based oncosts) to be made in respect of services provided by employees up to the reporting date. Present values are calculated using government guaranteed securities rates with similar maturity terms.
Weighted average discount rate 1.73% Weighted average settlement period 1.61 Financial Statements • FS–11 CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
No accrual is made for sick leave as Council experience indicates that, on average, sick leave taken in each reporting period is less than the entitlement accruing in that period, and this experience is expected to recur in future reporting periods. Council does not make payment for untaken sick leave.
7.2 Superannuation The Council makes employer superannuation contributions in respect of its employees to the Statewide Superannuation Scheme. No changes in accounting policy have occurred during either the current or previous reporting periods. All employees (including casuals) have all contributions allocated to the Accumulation section. Accumulation only members receive both employer and employee contributions on a progressive basis. Employer contributions are based on a fixed percentage of ordinary time earnings in accordance with superannuation guarantee legislation (9.50%). No further liability accrues to the Council as the superannuation benefits accruing to employees are represented by their share of the net assets of the Fund.
8 Leases Lease arrangements have been accounted for in accordance with Australian Accounting Standard AASB 117. In respect of finance leases, where Council substantially carries all of the risks incident to ownership, the leased items are initially recognised as assets and liabilities equal in amount to the present value of the minimum lease payments. The assets are disclosed as assets under lease, and are amortised to expense over the period during which the Council is expected to benefit from the use of the leased assets. Lease payments are allocated between interest expense and reduction of the lease liability, according to the interest rate implicit in the lease. In respect of operating leases, where the lessor substantially retains all of the risks and benefits incident to ownership of the leased items, lease payments are charged to expense over the lease term.
9 GST Implications In accordance with Interpretation 1031 “Accounting for the Goods & Services Tax” zReceivables and Creditors include GST receivable and payable. zExcept in relation to input taxed activities, revenues and operating expenditures exclude GST receivable and payable. zNon-current assets and capital expenditures include GST net of any recoupment. zAmounts included in the Statement of Cash Flows are disclosed on a gross basis. 10 Comparative Information Comparative information has been reclassified to be consistent with the current year disclosure of equivalent information.
11 Pending Accounting Standards Certain new accounting standards and interpretations have been published that are not mandatory for the 30 June 2016 reporting period. zAASB 7 Financial Instruments – Disclosures zAASB 9 Financial Instruments zAASB 15 Revenue from Contracts with Customers zAASB 124 Related Party Disclosures zStandards containing consequential amendments to other Standards and Interpretations arising from the above – AASB 2010-7, AASB 2014-1, AASB 2014-3, AASB 2014-4, AASB 2014-5, AASB 2014-6, AASB 2014-7, AASB 2014-8, AASB 2014-9, AASB 2014-10, AASB 2015-1, AASB 2015-2, AASB 2015-3, AASB 2015-4, AASB 2015-5, AASB 2015-6 and AASB 2015-7. Council is of the view that none of the above new standards or interpretations will affect any of the amounts recognised in the financial statements, but that they may impact certain information otherwise disclosed. The Australian Accounting Standards Board is currently reviewing AASB 1004 Contributions. It is anticipated that the changes resulting from this review may have a material effect on the timing of the recognition of grants and contributions, but the financial consequences cannot be estimated until a revised accounting standard is issued. Accounting Standard AASB 16 Leases may have a material effect on the amounts disclosed in these reports, particularly in relation to Infrastructure, Property, Plant & Equipment, but does not commence until the 2019/20 financial period, and it is not Council’s intention to adopt this Standard early.
FS–12 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
NOTE 2: INCOME
2016 2015 Notes $ $ RATES General Rates Residential 1,078,151 1,079,216 Farmland 24,855 31,182 Mining 9,276 0 Business 89,846 58,747 1,202,128 1,169,145 Special Rates Animal Management 116,513 0 116,513 0 Annual Charges Waste Management Service 886,349 786,363 886,349 786,363 2,204,990 1,955,508 USER CHARGES Accommodation Charges 630,029 367,796 Equipment Hire Income 327,297 50,549 957,326 418,345 INVESTMENT INCOME Interest on investments Banks & other 87,389 39,951 Term Deposit 271,471 337,621 358,860 377,572 OTHER INCOME Agency Fees 5,142,583 3,407,151 Commission Income 0 22,271 Contract fee income 5,842,883 1,191,984 Fuel Tax Rebate 27,489 15,428 Post Office Sales 0 40,930 Reimbursements 80,440 43,889 Service fee income 896,829 1,131,092 Creditor write off 337,052 0 Other Income 1,794 0 12,329,070 5,852,745 GRANTS, SUBSIDIES, CONTRIBUTIONS Commonwealth government – Operational grant 9,906,935 8,742,581 Commonwealth government – Capital grant 804,864 460,224 Northern Territory government – Operational grant 7,481,663 7,473,652 Northern Territory government – Capital grant 1,416,691 5,869,322
Financial Statements • FS–13 CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
2016 2015 Notes $ $ Other 1,397,727 509,566 Total Grants received this year 21,007,880 23,055,345 Add: Unexpended Grants prior year 12,099,130 9,077,235 Less: Unexpended Grants repaid (773,168) (279,866) Less: Unexpended Grants this year 8(b) (11,983,371) (12,099,130) Total Grants recorded as Income 20,350,471 19,753,584
NOTE 3: EXPENSES
2016 2015 Notes $ $ EMPLOYEE COSTS Salaries and Wages 12,993,551 12,010,171 Employee leave expense 2,222,514 1,986,339 Superannuation – defined contribution plan contributions 1,406,993 1,254,690 Fringe Benefit Tax 28,083 60,610 Workers’ Compensation Insurance 527,476 0 Other Staff Costs 46,544 35,494 Total Operating Employee Costs 17,225,161 15,347,304 Total Number of Employees (Full time equivalent at end of reporting period) 361 OTHER OPERATING EXPENSES Advertising 248,794 83,081 Auditor’s Remuneration – Auditing the financial reports – Deloitte Touche Tohmatsu 50,595 44,500 – Other Services 00 – Other Auditors 00 Bad and Doubtful debts 162,883 89,790 Bank Fees 6,955 5,776 Elected Member Allowances 314,524 293,383 Local Authority Allowances 27,869 38,968 Insurance 364,127 354,109 IT expenses (network and internet) 234,393 251,241 Membership or Subscriptions 55,696 58,267 Postage, Freight and courier 113,086 108,887 Sundry Expenses 89,173 15,210 Telephone 270,734 277,079 Training and Conference Expenses (Job Seekers) 581,667 1,118,866 Travelling and accommodation 632,911 626,866 Subtotal – Other operating Expenses 3,153,407 3,366,023
FS–14 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
2016 2015 Notes $ $ MATERIALS, CONTRACTS & OTHER EXPENSES Consulting Fees 171,807 136,273 Contract Labour 2,384,958 216,928 Contract Materials and Labour 1,547,041 1,226,510 Fuel and Oil 602,449 598,545 Materials Food 529,570 608,825 Materials Other 1,112,437 896,574 Minor Asset Purchases 236,569 308,858 Motor Vehicle expenses 642,337 601,824 Operating Lease 320,213 463,363 Printing and Stationary 108,729 105,012 Protective Clothing and uniforms 70,143 168,456 Repairs and Maintenance 1,359,571 672,109 Software and business systems 439,552 297,070 Utility expenses 532,431 577,104 Subtotal – Other Materials & Contracts 10,057,807 6,877,451 13,211,214 10,243,474 DEPRECIATION, AMORTISATION & IMPAIRMENT Depreciation Buildings 291,926 244,627 Infrastructure 255,153 130,208 Plant and Equipment 494,745 396,766 Vehicles 666,385 619,014 Furniture & Fittings 20,246 3,585 Leasehold Improvements 2,774 2,774 Buildings Write Off 0 20,145,691 Infrastructure Write Off 0 1,922,672 1,731,229 23,465,337
NOTE 4: GAIN OR LOSS ON DISPOSAL OF ASSETS
2016 2015 Notes $ $ INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT Assets renewed or directly replaced Proceeds from disposal 121,732 223,446 Less: Carrying amount of assets sold 105,874 90,507 Gain (Loss) on disposal 15,858 132,939
Financial Statements • FS–15 CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
NOTE 5: CURRENT ASSETS
2016 2015 CASH & EQUIVALENT ASSETS Notes $ $ Cash at Bank 6,298,298 8,510,149 Cash on Hand 3,687 4,528 Short Term Deposits & Bills, etc 10,291,895 10,037,034 16,593,880 18,551,711 TRADE & OTHER RECEIVABLES Rates and Annual Charges 590,570 255,929 Accrued Income 20,135 784,022 Goods and Services Tax 100,350 38,774 Trade receivables 871,704 313,267 Total 1,582,759 1,391,992 Less: Allowance for Doubtful Debts 181,636 24,527 1,401,123 1,367,465
NOTE 6: INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT
Fair Value 2015 2016 Level $ $ AT FAIR ACCUM CARRYING AT FAIR ACCUM CARRYING VALUE AT COST DEP’N AMOUNT VALUE AT COST DEP’N AMOUNT Land 2 0 1,310,000 0 1,310,000 751,750 0 0 751,750 Buildings 3 0 11,016,370 (5,495,611) 5,520,759 4,926,661 4,314,091 (221,951) 9,018,801 Infrastructure 0 3,050,265 (1,596,644) 1,453,621 585,325 4,115,975 (636,451) 4,064,849 Furniture & Fittings 0 1,165,249 (1,114,797) 50,452 0 1,172,210 (1,135,043) 37,167 Plant & equipment 0 9,677,395 (7,349,585) 2,327,810 0 5,720,070 (2,434,753) 3,285,317 Leasehold Improvements 0 347,616 (342,667) 4,949 0 348,208 (345,441) 2,767 Motor Vehicle 0 6,955,305 (4,932,237) 2,023,068 0 5,527,946 (3,618,322) 1,909,624 TOTAL PROPERTY, PLANT & EQUIPMENT 0 33,522,200 12,690,659 6,263,736 21,198,500 (8,391,961) 19,070,275
NOTE 7: INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT
Valuation of Assets General Valuation Principles Assets at deemed cost – Upon the transition to AIFRS, Council elected pursuant to AASB 1.19 to retain a previously established cost under GAAP as its deemed cost. With subsequent additions at cost, this remains as the basis of recognition of non-material asset classes. Accounting procedure – Upon revaluation, the current new replacement cost and accumulated depreciation are re-stated such that the difference represents the fair value of the asset determined in accordance with AASB 13 Fair Value Measurement: accumulated depreciation is taken to be the difference between current new replacement cost and fair value. In the case of land, fair value is taken to be the current replacement cost.
FS–16 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
Highest and best use – For land which Council has an unfettered right to sell, the “highest and best use” recognises the possibility of the demolition or substantial modification of some or all of the existing buildings and structures affixed to the land. Much of the land under Council’s care and control is Crown land or has been declared as community land. Other types of restrictions also exist. For land subject to these restrictions, the highest and best use is taken to be the “highest and best use” available to Council, with a rebuttable presumption that the current use is the “highest and best use”. The reason for the current use of a large proportion of Council’s assets being other than the “highest and best use” relates to Council’s principal role as the provider of services to the community, rather than the use of those assets for the generation of revenue. For buildings and other structures on and in the land, including infrastructure, “highest and best use” is determined in accordance with the land on and in which they are situated. Transition to AASB 13 – The requirements of AASB 13 Fair Value Measurement have been applied to all valuations undertaken by individual asset classes below.
Land under Roads Council being of the opinion that it is not possible to attribute a value sufficiently reliably to qualify for recognition, land under roads has not been recognised in these reports. Land acquired for road purposes during the year is initially recognised at cost, but transferred to fair value at reporting date, effectively writing off the expenditure.
Land & Land Improvements (Alice Springs & Ti Tree) Fair value hierarchy level 2 valuations – Certain land, and the buildings and structures thereon, are shown above as being based on fair value hierarchy level 2 valuation inputs. They are based on prices for similar assets in an active market, with directly or indirectly observable adjustments for specific advantages or disadvantages attaching to the particular asset. Fair value hierarchy level 3 valuations of land – Valuations of Crown land, community land and land subject to other restrictions on use or disposal, shown above as being based on fair value hierarchy level 3 valuation inputs, are based on prices for similar assets in an active market, but include adjustments for specific advantages or disadvantages attaching to the particular asset that are not directly or indirectly observable in that market, or the number and / or amount of observable adjustments of which are so great that the valuation is more fairly described as being based on level 3 valuation inputs. These assets were valued as at 30 June 2016 valuation by Mr. Graham Martin, Certified Practising Valuer, Maloney Field Services (National Valuation and Land Access Solutions).
Buildings & Other Structures and Infrastructure shown as fair value hierarchy level 3 There is no known market for these assets and they are valued at depreciated current replacement cost. This method involves: zThe determination of the cost to construct the asset (or its modern engineering equivalent) using current prices for materials and labour, the quantities of each being estimated based on recent experience of this or similar Councils, or on industry construction guides where these are more appropriate. zThe calculation of the depreciation that would have accumulated since original construction using current estimates of residual value and useful life under the prime cost depreciation method adopted by Council. This method has significant inherent uncertainties, relying on estimates of quantities of materials and labour, residual values and useful lives, and the possibility of changes in prices for materials and labour, and the potential for development of more efficient construction techniques.
Buildings & Other Structures and Infrastructure These assets were valued as at 30 June 2016 valuation by Mr. Graham Martin, Certified Practising Valuer, Maloney Field Services (National Valuation and Land Access Solutions).
Financial Statements • FS–17 CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
Capitalisation Thresholds Capitalisation thresholds used by Council for a representative range of assets are shown below. No capitalisation threshold is applied to the acquisition of land or interests in land. Office Furniture & Equipment $1,000 Other Plant & Equipment $1,000 Buildings – new construction/extensions $10,000 Park & Playground Furniture & Equipment $2,000 Road construction & reconstruction $10,000 Paving & footpaths, Kerb & Gutter $2,000 Drains & Culverts $5,000 Reticulation extensions $5,000 Sidelines & household connections $5,000 Artworks $5,000
Estimated useful lives Plant, Furniture & Equipment Office Equipment 5 to 10 years Office Furniture 10 to 20 years Vehicles and Road-making Equip 5 to 8 years Other Plant & Equipment 5 to 15 years Building & Other Structures Buildings – masonry 50 to 100 years Buildings – other construction 20 to 40 years Park Structures – masonry 50 to 100 years Park Structures – other construction 20 to 40 years Playground equipment 5 to 15 years Benches, seats, etc 10 to 20 years Infrastructure Sealed Roads – Surface 15 to 25 years Sealed Roads – Structure 20 to 50 years Unsealed Roads 10 to 20 years Bridges – Concrete 80 to 100 years Paving & Footpaths, Kerb & Gutter 80 to 100 years Drains & Culverts 80 to 100 years Flood Control Structures 80 to 100 years Dams and Reservoirs 80 to 100 years Bores 20 to 40 years Reticulation Pipes – PVC 70 to 80 years Other Assets Library Books 10 to 15 years Artworks indefinite
FS–18 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016 $ 2016 AMOUNT CARRYING CARRYING Net Revaluation $ Disposal Depreciation Impairment Adjustment CARRYING AMOUNT MOVEMENTS DURING YEAR CARRYING Additions New Upgrade Renewals Restructure $ 2015 AMOUNT CARRYING CARRYING Land 1,310,000 0 0 0 0 0 0 0 (558,250) 751,750 Buildings 5,520,759 783,772 0 0 (291,926) 0 0 3,006,196 9,018,801 Infrastructure 1,453,621 2,281,056 0 0 0 (255,153) 0 0 585,325 4,064,849 Furniture & FittingsFurniture 50,452 6,960 0 0 0 (20,246) 0 1 0 37,167 Plant & equipment 2,327,810 1,465,532 0 0 (11,416) (494,745) 0 (1,864) 0 3,285,317 Leasehold Improvements 4,949 0 0 0 0 (2,774) 0 592 0 2,767 Motor Vehicle 2,023,068 646,131 0 0 (94,460) (666,385) 0 1,270 0 1,909,624 TOTAL INFRASTRUCTURE, INFRASTRUCTURE, TOTAL PLANT & PROPERTY, EQUIPMENT 12,690,659 5,183,451 0 0 (105,876) (1,731,229) 0 (1) 3,033,271 19,070,275 NOTE 7: INFRASTRUCTURE, PROPERTY, PLANT & EQUIPMENT PROPERTY, 7: INFRASTRUCTURE, NOTE
Financial Statements • FS–19 CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
NOTE 8: LIABILITIES
2016 2015 $ $ Current Current (a) Trade & Other Payables Trade Creditors 1,868,624 2,361,016 Accrued Expenditure 388,754 253,382 2,257,378 2,614,398 (b) Unexpected Grants Grant received in advance 77,761 1,098,431 Unexpended grant 11,983,371 12,099,130 12,061,132 13,197,561 (c) Provisions Current Annual leave – Current 1,140,441 997,228 Long Service Leave – Current 15,613 63,454 Salary And Wages 267,620 693,912 Audit Fees, FBT and Other 80,244 31,801 Section 19 Leases 0 73,606 1,503,918 1,860,001 (d) Provisions Non-Current Long Service Leave – Non Current 330,804 215,370 330,804 215,370
Movements in Provisions – 2016 year only (current & non-current) Annual Leave Long Service Leave Opening Balance 997,228 215,370 Restructure adjustments Add Unwinding of present value discounts Additional amounts recognised 143,213 46,657 (Less) Payments (326,421) (35,198) Unused amounts reversed Add (Less) Remeasurement Adjustments 326,421 103,976 Closing Balance 1,140,441 330,805
FS–20 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
NOTE 9: RESERVES
Net Increments Transfers, 1/07/2015 (Decrements) Impairments 30/06/2016 ASSET REVALUATION RESERVE Notes $ $ $ $ Land 759,327 (558,250) 0 201,077 Buildings 13,855,753 3,006,196 0 16,861,949 Infrastructure 0 585,325 0 585,325 Vehicle 0 0 0 0 Furniture 0 0 0 0 Leasehold 0 0 0 0 Plant & Equipment 0 0 0 0 Total Infrastructure, Property, Plant & Equipment TOTAL 14,615,080 3,033,271 0 17,648,351
Transfers to Transfers from OTHER RESERVES 1/07/2015 Reserve Reserve 30/06/2016 Fleet and Plant replacement reserve 250,000 0 0 250,000 Facilities Reserve 200,000 0 0 200,000 Waste Management Reserve 100,000 33,395 0 133,395 Leave Reserve 0 1,486,857 0 1,486,857 TOTAL OTHER RESERVES 550,000 1,520,252 2,070,252
PURPOSES OF RESERVES Asset Revaluation Reserve The asset revaluation reserve is used to record increments and decrements arising from changes in fair value of non-current assets and available-for-sale financial assets. Fleet and Plant replacement reserve The fleet and plant replacement reserve is used to maintain or replace Council fleet and plant. Facilities Reserve The Facilities reserve is used to repair or maintained the Council properties. Leave Reserve The Leave reserve held for the purposes of discharging leave liability.
NOTE 10: RECONCILIATION TO STATEMENT OF CASH FLOWS (a) Reconciliation of Cash Cash Assets comprise highly liquid investments with short periods to maturity subject to insignificant risk of changes of value. Cash at the end of the reporting period as shown in the Cash Flow Statement is reconciled to the related items in the Statement of Financial Position as follows: 2016 2015 Notes $ $ Total cash & equivalent assets 5 6,301,985 8,514,677 Balances per Cash Flow Statement 6,301,985 8,514,677
Financial Statements • FS–21 CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
2016 2015 Notes $ $
(b) Reconciliation of Change in Net Assets to Cash from Operating Activities Net Surplus (Deficit) 4,048,971 1,502,938 Non-cash items in Income Statement Depreciation, amortisation & impairment 1,731,229 1,396,974 Net (Gain) Loss on Disposals (15,858) (132,939) 5,764,342 2,766,973 Add (Less): Changes in Net Current Assets (Increase) Decrease in receivables (129,192) (657,733) (Increase) Decrease in inventory 0 98,412 Increase (Decrease) in payables (844,888) 79,742 Increase (Decrease) in provision for doubtful debts 157,110 (4,621) Increase (Decrease) in employee leave entitlements 185,642 (2,092) Increase (Decrease) in unexpended grants (1,136,429) 3,959,977 Net Cash provided by (or used in) operations 3,996,585 6,240,657
NOTE 11: FUNCTIONS
The activities relating to Council functions are as follows:
General Public Services Administrative, legislative and executive affairs, financial and fiscal affairs, general research and general services; also includes Natural Disaster relief.
Public Order & Safety Fire protection; local emergency services; animal control and impounding; control of public places; control of signs, hoardings and advertising, community policing and probationary matters.
Economic Affairs General economic, agriculture and forestry, fuel and energy, other labour and employment affairs, CDEP and transport and other industries, saleyards and tourism.
Environmental Protection Waste management, pollution reduction, protection of biodiversity and landscape and protection and remediation of soil, ground water and surface water.
Housing & Community Amenities Housing, housing and development, water supply and street lighting.
Recreation, Culture and Religion Facilities and venues, recreation parks and reserves, culture and religion services, museums and libraries.
Social Protection Outlays on day care services, family day care, occasional care and outside school hours care, aged service, shelter protection, drug and alcohol treatment programs; also includes relief from man-made disasters.
FS–22 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016 59 $ 2015 ACTUAL 5 2,536,573 2 3,235,101 ,429 7,939,789 ,271 8,769,878 $ 2016 141,378 3,779,076 ACTUAL AMENITIES HOUSING & COMMUNITY HOUSING & COMMUNITY $ 2016 BUDGET $ 2015 ACTUAL $ 2016 ACTUAL $ 2016 BUDGET $ 2015 ACTUAL $ 2016 ACTUAL $ 2016 BUDGET 4000000000 $ 2015 ACTUAL $ 2016 ACTUAL $ 2016 BUDGET 2000000000000 $ REVENUES, EXPENSES AND ASSETS HAVE BEEN DIRECTLY ATTRIBUTED TO THE FOLLOWING FUNCTIONS & ACTIVITIES THE FOLLOWING TO ATTRIBUTED BEEN DIRECTLY REVENUES, EXPENSES AND ASSETS HAVE 2015 ACTUAL 00000000000000 $ 2016 ACTUAL 000000000000000 $ GENERAL PUBLIC SERVICES PUBLIC ORDER & SAFETY AFFAIRS ECONOMIC PROTECTION ENVIRONMENTAL 2016 BUDGET Total 5,272,584 9,268,003 7,270,126 4,219,302 3,437,633 4,069,035 1,769,308 1,994,686 1,331,238 1,201,948 1,076,425 904,712 13,708,391 10,867 Total 8,472,832 8,382,081 7,729,078 4,691,335 3,794,434 4,016,663 9,375,564 2,947,958 1,370,877 1,217,314 991,051 1,067,502 16,749,279 14,120 TOTALS 3,200,248 (885,922) 458,951 472,033 356,801 (52,372) 7,606,256 953,272 39,639 15,366 (85,373) 162,790 3,040,888 3,252,842 830,089 Other operating expenses (2,189,597) (94,652) (1,459,339) 727,245 252,178 1,073,285 663,744 508,710 727,418 (55,871) 69,738 68,916 2,376,966 1,388,277 2,192,1 Sale and Write Off (377) Depreciation & Depreciation amortisation 0 1,706,910 1,400,264 0 17,564 17,564 45,244 0 0 86,503 0 0 8,268 3,565 (24,044) Interest charges Interest Materials & contracts 1,746,490 2,137,466 2,084,244 365,656 702,317 357,360 141,837 729,192 164,077 241,033 109,678 58,876 6,219,916 5,032,20 OPERATING EXPENSES OPERATING Employee costs 5,716,068 5,518,279 5,244,957 3,126,401 2,465,574 2,620,826 918,483 756,784 439,743 930,283 897,008 776,919 5,103,241 4,443,38 Profit on disposal of Profit assets 108,750 15,858 110,575 0 0 22,36 Rates, User charges Rates, User charges & fees 2,076,685 1,987,187 1,475,702 114,048 47,650 (50,213) 260,682 294,255 162,479 909,690 877,255 763,009 211,250 230,541 214,986 Other operating revenues 153,971 738,136 289,862 15,000 12,263 15,727 197,898 350,166 178,334 30,000 14,999 121,992 10,410,746 10,748,352 4,775,816 Interest 345,000 358,860 377,57 OPERATING REVENUES OPERATING Grants Revenue 5,788,426 5,282,041 5,475,367 4,562,287 3,734,521 4,028,785 8,916,984 2,303,537 1,030,064 277,624 98,797 182,501 6,127,283 3, NOTE 11: FUNCTIONS NOTE
Financial Statements • FS–23 CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
RECREATION, CULTURE & RELIGION SOCIAL PROTECTION TOTAL
BUDGET ACTUAL ACTUAL BUDGET ACTUAL ACTUAL BUDGET ACTUAL ACTUAL 2,016 2,016 2,015 2,016 2,016 2,015 2,016 2,016 2,015 $ $ $ $ $ $ $ $ $
OPERATING REVENUES
Grants Revenue 1,842,680 1,413,091 1,101,528 5,969,528 4,377,105 4,156,262 33,484,812 20,350,471 19,753,584
Interest 0 0 0000345,000 358,860 377,572
Other operating revenues 315 13,541 13,326 449,544 451,613 457,686 11,257,474 12,329,070 5,852,744
Rates, User charges & fees 0 (41,213) (27,202) 0 (233,359) (164,908) 3,572,355 3,162,316 2,373,853
Profit on disposal of assets 0 0 0000108,750 15,858 132,939
Total 1,842,995 1,385,419 1,087,653 6,419,072 4,595,359 4,449,041 48,768,391 36,216,575 28,490,692
OPERATING EXPENSES
Employee costs 932,462 730,251 657,719 2,992,848 2,413,883 2,372,040 19,719,786 17,225,161 15,347,306
Materials & contracts 295,007 228,441 172,321 1,835,553 1,118,508 1,504,001 10,845,492 10,057,807 6,877,451
Depreciation & amortisation 00003,190 3,190 140,015 1,731,229 1,396,974
Sale and Write Off 0 0 0000(377) 0 0
Other operating expenses 436,458 251,374 198,705 1,057,693 777,781 564,878 3,016,638 3,153,407 3,366,023
Total 1,663,927 1,210,066 1,028,745 5,886,094 4,313,363 4,444,109 33,721,554 32,167,604 26,987,754
TOTALS 179,068 175,353 58,908 532,978 281,997 4,932 15,046,837 4,048,971 1,502,938
FS–24 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
NOTE 12: FINANCIAL INSTRUMENTS
Accounting Policies
Bank, Deposits at Call, Short Accounting Policy: Carried at lower of cost and net realiseable value; Interest is recognised when Term Deposits earned. Terms & conditions: Short term deposits have an average maturity of 30 days and an average interest rates of 1.9% (2015: 30 days, 2.29%). Carrying amount: approximates fair value due to the short term to maturity. Receivables – Rates & Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An allowance for Associated Charges (including doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable. legals & penalties for late payment) Receivables – Fees & other Accounting Policy: Carried at nominal values less any allowance for doubtful debts. An allowance for charges doubtful debts is recognised (and re-assessed annually) when collection in full is no longer probable. Terms & conditions: Unsecured, and do not bear interest. Although Council is not materially exposed to any individual debtor, credit risk exposure is concentrated within the Council’s boundaries. Carrying amount: approximates fair value (after deduction of any allowance). Liabilities – Creditors and Accounting Policy: Liabilities are recognised for amounts to be paid in the future for goods and Accruals services received, whether or not billed to the Council. Terms & conditions: Liabilities are normally settled on 30 day terms. Carrying amount: approximates fair value.
Liquidity Analysis
Due > 1 year; Total Contractual Due < 1 year < 5 years Due > 5 years Cash Flows Carrying Values $ $ $ $ $ 2016 Financial Assets Cash & equivalents 6,301,985 0 0 6,301,985 6,301,985 Term Deposits 10,291,895 0 0 10,291,895 10,291,895 Receivable 1,462,274 0 0 1,462,274 1,462,274 Total 18,056,154 0 0 18,056,154 18,056,154 Financial Liabilities Payables 1,868,624 0 0 1,868,624 1,868,624 Current Borrowings 0 0 0 0 0 Non-Current Borrowings 0 0 0 0 0 Total 1,868,624 0 0 1,868,624 1,868,624 2015 Financial Assets Cash & equivalents 8,514,677 0 0 8,514,677 8,514,677 Term Deposits 10,037,034 0 0 10,037,034 10,037,034 Other financial assets 569,196 0 0 569,196 569,196 Total 19,120,907 0 0 19,120,907 19,120,907
Financial Statements • FS–25 CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
Due > 1 year;< 5 Total Contractual Due < 1 year years Due > 5 years Cash Flows Carrying Values 2016 $ $ $ $ $ Financial Liabilities
Payables 2,361,016 0 0 2,361,016 2,361,016
Current Borrowings 0 0 0 0 0
Non-Current Borrowings 0 0 0 0 0
Total 2,361,016 0 0 2,361,016 2,361,016
All financial instruments are categorised as loans and receivables. Note: Statutory receivables, such as rates, have been excluded from the above tables. Note: The Council does not have any outstanding borrowings.
30 June 2016 30 June 2015 Weighted Average Weighted Average Interest Rate Carrying Value Interest Rate Carrying Value % $ % $ Overdraft 0.00% 0 0.00% 0
Other Variable Rates 0.00% 0 0.00% 0
Fixed Interest Rates 0.00% 0 0.00% 0
00
Net Fair Value All carrying values approximate fair value for all recognised financial instruments. There is no recognised market for the financial assets of the Council.
Risk Exposures Credit Risk represents the loss that would be recognised if counterparties fail to perform as contracted. The maximum credit risk on financial assets of the Council is the carrying amount, net of any provision for doubtful debts. In accordance with regulations, all Council investments are made with authorised deposit taking institutions. Except as detailed in Notes 5 in relation to individual classes of receivables, exposure is concentrated within the Council’s boundaries, and there is no material exposure to any individual debtor. Market Risk is the risk that fair values of financial assets will fluctuate as a result of changes in market prices. All of Council’s financial assets are denominated in Australian dollars and are not traded on any market, and hence neither market risk nor currency risk apply. Liquidity Risk is the risk that Council will encounter difficulty in meeting obligations with financial liabilities. Liabilities have a range of maturity dates based on cash inflows. Council also has available a range of bank overdraft and short-term draw down facilities that it can access. Interest Rate Risk is the risk that future cash flows will fluctuate because of changes in market interest rates. Most of Council’s financial instruments – both assets and liabilities – are at fixed rates. Any such variations in future cash flows will not be material in effect on either Council incomes or expenditures.
FS–26 • Financial Statements CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
NOTE 13: COMMITMENTS FOR EXPENDITURE
2016 2015 Notes $ $
Capital Commitments Capital expenditure committed for at the reporting date but not recognised in the financial statements as liabilities:
Building 0 63,460
Infrastructure 0 16,490
Plant & Equipment 194,017 0
194,017 79,950
These expenditures are payable:
Not later than one year 194,017 79,950
Later than one year and not later than 5 years 0 0
Later than 5 years 0 0
194,017 79,950
NOTE 14: FINANCIAL INDICATORS
2016 2015 2014 2013
Current Ratio
Current Assets – Externally Restricted Assets Current Liabilities 1.12:1 1.13:1 1.13:1 1.73:1
Debt Service Ratio
Net Debt Service Cost Operating Revenue* * as defined 0 0 43879.84:1 883.01:1
Rate Coverage Percentage
Rate Revenues Total Revenues 3.67% 4.10% 3.86% 2.13%
Rates & Annual Charges Outstanding Percentage
Rates & Annual Charges Outstanding Rates & Annual Charges Collectible 37.51% 19.22% 18.58% 13.24% CENTRAL DESERT REGIONAL COUNCIL NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2016
NOTE 15: OPERATING LEASES
Lease payment commitments of Council Council has entered into non-cancellable operating leases for various items of computer and other plant and equipment. Contingent rental payments exist in relation to the lease of one grader if utilisation exceeds 250 hours during any month. No contingent rentals were paid during the current or previous reporting periods. No lease imposes any additional restrictions on Council in relation to additional debt or further leasing. Leases in relation to computer and office equipment permit Council, at expiry of the lease, to elect to re-lease, return or acquire the equipment leased. No lease contains any escalation clause. Commitments under non-cancellable operating leases that have not been recognised in the financial statements are as follows:
2016 2015 $ $
Not later than one year 49,487 113,119
Later than one year and not later than 5 years 438,562 66,011
Later than 5 years 0 0
488,049 179,130
FS–28 • Financial Statements Our Vision Two ways, one outcome: Indigenous and non-Indigenous people working together. Our Mission To work together in one spirit, guided by strong leadership and good management to provide high-quality services across the Central Desert Regional Council. Our Values We highly value: zRESPECT, for each other, culture, language, community and environment zSTRONG and GOOD LEADERSHIP, applied courageously and uniformly across the organisation, constantly seeking organisational improvement zTEAMWORK, all working together towards accomplishing common goals zACCOUNTABILITY, all taking personal responsibility for decisions and actions to achieve agreed outcomes and standards zINTEGRITY, taking responsibility for honesty, trust and openness in all our actions. Our Goals See page 32.
Office Community Contacts Alice Springs Anmatjere (Ti Tree) Lajamanu Willowra Freecall: 1300 360 605 Phone: 08 8956 9933 Phone: 08 8975 0886 Phone: 08 8956 4820 Phone: 08 8958 9500 Atitjere Laramba Yuelamu General fax: 08 8958 9501 Phone: 08 8956 9787 Phone: 08 8956 8765 Phone: 08 8956 4016 Fax for Purchase Orders: 08 8958 9502 Fax for Payroll: 08 8958 9503 Engawala Nyirripi Yuendumu Fax for Human Resources: 08 8958 9504 Phone: 08 8956 9989 Phone: 08 8956 8720 Phone: 08 8956 4038 Accounts Payable email: [email protected]
Street address: Service Delivery Centres 1 Bagot Street Anmatjere (Ti Tree) Nyirripi Alice Springs NT 0870 Phone: 08 8956 9933 Phone: 08 8956 8720 Postal address: Fax: 08 8956 9730 Fax: 08 8956 8739 PO Box 2257 Email: [email protected] Email: [email protected] Alice Springs NT 0871 Atitjere Willowra Email: [email protected] Phone: 08 8956 9787 Phone: 08 8956 4820 Website: www.centraldesert.nt.gov.au Fax: 08 8956 9917 Fax: 08 8956 4920 Email: [email protected] Email: [email protected] Depot Street address (NO MAIL): Engawala Yuelamu 41 Cameron Street Phone: 08 8956 9989 Phone: 08 8956 4016 Fax: 08 8956 9976 Fax: 08 8956 4088 Alice Springs NT 0870 Email: [email protected] Email: [email protected] Phone: 08 8952 0928 Fax: 08 8958 9501 Lajamanu Yuendumu Phone: 08 8975 0886 Phone: 08 8956 4038 Fax: 08 8975 0988 Fax: 08 8956 4070 Email: [email protected] Email: [email protected] Credits All photos Central Desert Regional Council Laramba Production: Bruderlin MacLean Publishing Phone: 08 8956 8765 Services Fax: 08 8956 8341 Email: [email protected] Regional Council Headquarters 1 Bagot Street PO Box 2257 Alice Springs Alice Springs NT 0870 NT 0871
Phone 08 8958 9500 Freecall 1300 360 605 Fax 08 8958 9501 Email [email protected] Web www.centraldesert.nt.gov.au