Victoria Daly Shire Business Plan

Victoria Daly Shire Council The Shire Plan

Second Draft for Community Consultation

May 2008

Foreword This second draft plan for the Victoria Daly Shire has been developed with the assistance and input from many people and groups.

Senior management staff of the Victoria Daly Shire have been key contributors. I, Sandra Cannon, formerly the Chief Executive Officer (CEO) of Sarina Shire Council in Queensland, have been appointed to the position of CEO and have taken on the responsibility of coordinating and ratifying this version of the plan. Greg Arnott, formerly the CEO at Angurugu Community Government Council on Groote Eyelandt, is the Director of Corporate and Community Services for the Victoria Daly Shire. He has taken primary responsibility for the drafting of the second version of the three-year financial plan and staffing structure.

The Shire Transition Committee (STC) members, officers of the eight local government bodies, and staff of Outstation Resource Centres and Aboriginal Corporations in the Shire have given generously of their time to provide ideas and “grassroots” input into the planning work. This input has included providing feedback on the first version of the plan at STC meetings in January, February, March and May, during community visits by Shire and Local Government departmental staff in the last three months, and at an intensive 4-day workshop with CEOs of existing Community Government Councils and Aboriginal Resource Centres in April.

Officers from the Department of Local Government, Housing and Sport have continued to offer significant support at all levels of the development of this second draft Shire plan.

This is, however, only a second draft. It is open for comment and debate; to stimulate creativity, and possibly to generate controversy. Feedback and constructive criticism of this Plan is hoped for. The Plan is also considered to be a ‘living’ document, and will be able to be altered as the need arises. Likewise, by October 2008 elections will be held to elect 12 councillors from the eight wards of the Victoria Daly Shire. The revised draft of this Plan will be the councillors’ guide for the first year of the Shire’s operation. However, it will be the responsibility of and expectation on the elected councillors to make alterations to the Plan as they see fit.

This is the first time a plan for a bush Shire in the Northern Territory has been developed. It is planning for a new system of governance that will operate in a remote, sparsely populated area of Australia, where several different languages are spoken and where some cattle stations are each as big as a local government area in the southern states.

The Northern Territory must address the difficulties faced by our current system of small, isolated local community governments. One of our key challenges is to develop good governance – good, commonsense approaches to management and delivery of local government services. But critically, this needs to be based on a foundation of cross-cultural competence. We must aim to create and achieve the nation’s best standards of delivering services to indigenous communities that are crying out for better basic environmental health services, roads and infrastructure, sporting and community facilities, and above all opportunities for jobs and training.

We must also ensure we are inclusive of residents of all residents who live in the Shire. While a lot of focus will be on communities and small urban centres, we also need to be inclusive of pastoralists, roadhouse owners and workers, miners, tourism operators, rangers, and their families. Many of these are fiercely independent and wary of governments, local or otherwise.

However the Northern Territory is only as strong as its regions. Regions that do not have strong governance are unable to attract investment – public or private – and are unable to develop regional economies that in turn stimulate better infrastructure. The new system of local government will provide stable governance, robust internal and external accountability, a strong voice for the region and the resources to devote to attracting funding and investment. This can only be good for the region, and for the Northern Territory as a whole.

Local Government also means rates, and many residents will be paying rates and fees for the first time. Much thought has gone into working out a rating model that follows the principles of equity, benefit, ability to pay, efficiency and simplicity. The impact of proposed rates will not affect the viability of businesses (including pastoral and tourism businesses) nor impact on the quality of life of residents. They represent a fair contribution to the development of the region.

At the time of writing of the Plan’s second draft, the Shire is still negotiating with a range of Australian and Territory Government agencies in regards to funding. This funding has not been included in the Plan, however in anticipation of finalising these agreements prior to 1 July 2008, indicative staff positions have been included in the organisation structures.

The financial and operational planning has been undertaken on the basis of best available information, and during the first six months of operation, regular reviews and changes will occur.

The local roads network is one area of service delivery that deserves special mention as it is key to the development of the region. Some parts of the existing Northern Territory Government roads network may be transferred to the Shire over a five to ten year period, at a timetable and financial scheduling agreed to by the Government and the Shire. This will allow for minimal disruption to services, and the gradual development of capacity within the Shire to manage the roads network.

Again, we would like to thank the work of the Victoria Daly STC and the many other people who have helped bring this draft plan together. I look forward to feedback from you, the reader, to the development of the final version.

We would also like to gratefully acknowledge that the financial support provided by the Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) in preparing the first and second drafts of this plan.

Sandra Cannon John de Koning Chief Executive Officer Shire Manager Victoria Daly Shire Council Victoria Daly Shire Council

Victoria Daly Shire Council

Business Plan – Second Draft for Consultation

Table of Contents

1. Introduction ...... 1

2. Methodology...... 2

3. Issues and Solutions (Environmental Analysis)...... 3

4. Governance and Representation...... 3

5. Strategic Plan...... 11

6. Service Delivery Plans ...... 12

7. Organisation Structure ...... 16

8. Rating Policy...... 22

9. 2008-09 Financial Plan ...... 26

Appendix 1 Issues Summary

Appendix 2 Communities, Localities and Pastoral Properties

Appendix 3 Draft Governance Charter

Appendix 4 Community Engagement

Appendix 5 Strategic Plan

Appendix 6 Service Delivery Plan Summary

Appendix 7 Organisation Charts

Appendix 8 Staff Summary

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1. Introduction

On the 31st of January 2007, the structural reform of local government was announced by the Northern Territory Government. The reform will transform the way local government services are delivered to all Territorians living in rural and remote communities. The reform involves the establishment of eight new Shire councils and the retention of four existing municipal councils (Alice Springs Town Council, Darwin City Council, Katherine Town Council, and Palmerston City Council). The new local government structure will come into full effect on the 1st of July 2008.

This is the second draft of the new Shire’s Strategic and Business Plan. It has been prepared by the Department of Local Government Housing and Sport (DLGHS) in partnership with the Victoria Daly Shire Transition Committee to propose levels of service delivery, governance framework, organisational structure and a three year financial plan.

It is being released for public comment and will be continually refined until it is adopted by the prospective Shire Council in June 2008. After this date, it will continue to be a ‘working’ document, and will able to be changed by the Shire Council as it sees fit.

The new Shire incorporates existing local government bodies; Nauiyu Nambiyu Community Government Council, Nganmarriyanga Community Inc., Peppimenarti Community Council Inc., Thamarrurr Regional Council, Daguragu Community Government Council, Timber Creek Community Government Council, Walangeri Ngumpinku Community Government Council and Pine Creek Community Government Council. It also incorporates a large area of currently unincorporated land, including a number of major pastoral properties throughout the western areas of the Shire and a number of tourism ventures along the Daly and Victoria Rivers.

Consultation with key stakeholders, including the Shire Transition Committee, residents of the new Shire, industry groups, representatives of key Government Agencies, Indigenous organisations and existing Community Government Councils and Associations has been undertaken and will continue in order to develop a business plan that will truly reflect the aspirations and operations of the new Shire’s residents.

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2. Methodology The following methodology is being utilised to prepare the three year Business Plan.

4.0 DRAFT BUSINESS PLAN

4.1 Strategic Plan 5.0 Stakeholder Input

4.2 Governance 6.0 Framework and Revised Draft Charter Business Plan 1.0 2.0 3.0 New Local Existing Council Issues and 4.3 Government Financial and Solutions Organisation Implementation service delivery (Environmental 7.0 Structure Plan details Analysis) Adoption by Shire Council

4.4 Service Delivery Plan 8.0 Business Plan Implementation

4.5 Financial Plan Including Rating

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3. Issues and Solutions (Environmental Analysis)

This first and second drafts of the Shire Plan were developed utilising information obtained through consultation with key stakeholders that included the Shire Transition Committee and Council staff workshops, meetings with funding agencies, and engagement with community members. Participants in the workshops and meetings were asked to identify their perceptions of the strengths, weaknesses, opportunities and threats facing the new Shire Council.

In addition, all available documents and literature relevant to the establishment of the Shire were reviewed as part of the preparation of this plan.

The process of identifying issues facing the new Shire and developing solutions to these issues is called an “environmental analysis”. Solutions to issues are included within the plan as strategies or actions of the Shire Council.

Details of the environmental analysis undertaken in the development of this plan are contained in Appendix 1: Issues Summary.

4. Governance and Representation

Principles for Developing the Governance Structure: The following principles have been considered in developing the proposed governance structure for the Shire: • Maintain local community input and influence in local government decision making • Ensure flexibility in dealing with local issues and local community differences • Incorporate transitional requirements in mapping out governance implementation • Ensure each local community’s interests are represented through appropriate structures and processes • Ensure representation occurs as closely as possible to one vote one value • Support the retention of cultural identity at the local community level

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Shire Boundaries: The boundaries of the prospective Shire are shown in the following map. These boundaries will be gazetted by the Minister for Local Government in early 2008.

Relevant Facts:

Area The new Shire Council covers an area of approximately 168,277 km² of land.

Localities For a complete list of localities refer Appendix 2: Communities and Localities

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Population The total estimated resident population* of the Shire is 6,678, based on the Northern Territory Grants Commission’s proposed population count for 2007-08. The estimated resident population of the major localities within the Shire are shown in Table 1 below.

Table 1: Estimated Resident Population by locality (ABS Census 2006)

Locality Population

Daly River / Nauiyu 512

Palumpa 442

Peppimenarti 202

Wadeye (including 2,570

Kalkarindji-Daguragu 752

Timber Creek 132

Yarralin 376

Pine Creek 473

Other Communities within Shire (including Wadeye area 1,219 homelands, Wudykupildiyerr, Emu Point, Wooliana, Kybrook Farm, Amanbidji, Bulla, Myatt and Pigeon Hole)

Total 6,678

* The Australian Bureau of Statistics uses a number of methods to represent population, including Usual Resident Population and Estimated Resident Population. The Northern Territory Government and the Northern Territory Grants Commission use Estimated Resident Population figures when representing population.

Estimated Resident Population figures are sourced from NT Treasury for Collection Districts (CDs) at 30 June 2006. These figures have no official status with NTG or ABS and should be used in accordance with NT Treasury's paper titled "Paper Estimated Resident Populations for CDs Northern Territory 30 June 2006" which details the findings and methods used.

The total Shire population has been calculated using a concordance developed by ABS, Charles Darwin University, and Department of Local Government, Housing and Sport. The concordance uses Statistical Local Area (SLA) Estimated Residential Population (ERP) developed by ABS and allocates shire population which is split by the SLA to their respective shire. Populations aggregated from Treasury's ERPs at CD level are constrained to shire totals and in some cases resulted in small adjustments being made.

Statutory Requirements The new Shire has statutory obligations under a variety of Northern Territory and Australian Government legislation. The most important legislation governing the Shire is the Local Page 5 Draft Version 2 for community consultation May 2008

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Government Act (NT). The Act’s regulations and guidelines are currently being amended by the Northern Territory Government. The Local Government Act (NT) 2008 can be viewed at www.dlghs.nt.gov.au

In particular, the Local Government Act sets out rules for election systems, obligations of Councillors and many other matters relating to the governance and administration of the Shire.

Basis for Good Governance The following provides the generally accepted basis for good governance and has informed the development of a Governance Charter for the new Shire: • Build upon the foundations of governance best practice • Build upon existing community strengths and capacities • Ensure plans and services are driven by a clear vision • Promote ethical and responsible decision making • Ensure openness and integrity in financial reporting • Recognise and manage risk • Encourage improved performance • Recognise the legitimate interest of stakeholders

Shire Council Charter As part of development of the Shire’s Business Plan a draft Governance Charter has been developed. This can be further developed and will ultimately be adopted by the new Council.

Refer to Appendix 3: Draft Governance Charter

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Shire Elected Representation The Shire Transition Committee has made representation to the Northern Territory Government and the Northern Territory Local Government Advisory Board in terms of its proposed system of elected representation. The following representation model is proposed:

Ward No Elected Members Pine Creek 1

Milngin (Nauiyu area) 1

Nganmarriyanga (Palumpa area) 1

Tyemirri (Peppimenarti area) 1

Thamarrurr Pindi Pindi (Wadeye, 4 Wudycapildiyerr and Emu Point area)

Timber Creek 2

Walangeri (Yarralin area) 1

Daguragu 1

Total 12

In May, residents and representatives from Pine Creek submitted a petition to the Minister for Local Government the Hon Robert Knight to amalgamate with Katherine Town Council instead of the Victoria Daly Shire. At the time of printing of this draft Shire Plan, this issue had not been resolved. The assumptions made in this version of the Plan is that the Pine Creek ward will remain in the Victoria Daly Shire, and all local government staff and services delivered in Pine Creek will be the responsibility of the Victoria Daly Shire. As negotiations continue, this set of arrangements may change.

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Victoria Daly Shire Ward Map (as of April 2008)

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Election of Mayor The new Act will provide that the chairperson of the Council can hold the title of either President or Mayor. The Victoria Daly Shire Transition Committee has decided that the chairperson of the Victoria Daly Shire Council will be titled Mayor.

In addition, the new Act will provide that the first Council will elect the Mayor from within the Council and then decide whether subsequent elections will include a separate election for a Mayor.

Community Engagement through Local Boards and Other Processes

Local Boards A network of Local Boards will be established by the Shire to enable Council to have a systematic approach to community input on issues that affect a particular community or local region. They will provide guidance to and receive feedback on Shire activities from the local Shire councillor and other Shire staff.

A Local Board will have the following roles: • Provide advice to the Shire Council on service delivery plans for communities or local regions, and have input into Shire Plans and Regional Management Plans. • Provide advice on specific Council community and social projects that impact on that community or region • Alert Council to new and emerging issues within the scope of Council activity • Ensure the needs of the local community or region are considered by the Council • Other delegated roles such as organising community events.

At least once every four months, the Shire’s Chief Executive Officer or her/his delegate will report to each Local Board on local service delivery.

Community residents will be responsible for recommending Local Board members. Until elections occur in October 2008, the Shire Manager can approve the establishment of Local Boards and appoint Local Board members, based on community residents’ recommendations. After elections in October 2008, the Shire Council will be responsible for the approval of Local Boards and their members. Existing Community Councils and other community groups will be encouraged to submit a Local Board proposal to the Shire Manager before 30 June 2008.

Local Boards will be supported by Council staff who will act as secretariat to the Board and provide other support as required. Staff will also be responsible for providing an induction program to Board members, and ongoing training as needed.

For further details on Local Boards, refer to Appendix 4: Community Engagement

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Other Community Engagement Processes

Establishment of Stakeholder Forums/Advisory Committees The Council or CEO may from time to time establish formal or informal forums with particular stakeholders to allow for discussion and input from these stakeholders.

Such forums will include in the first instance: • A forum for Australian Government Business Managers to meet with the CEO and senior staff to discuss operational issues within communities • A forum for locally resident business people including pastoralists, tourism, contractors and others to discuss issues of concern with the CEO and senior staff and to provide feedback on the impact of Shire service provision on their businesses

Council meetings open to the public Except under exceptional circumstances, Council meetings will be open to the public. This ensures transparency in decision making processes and accountability to residents.

Formal deputations to Council In addition, the Council will accept formal deputations from Local Boards and other interest groups at Council meetings, to put a particular point of view or argue a case for a particular action to be supported by Council. (For example pastoralists, traditional owners, or youth groups may wish to present their views on the allocation of Council resources or service priorities.)

Establishment of Committees The Shire may establish Council committees. The members of a Council committee may include people who are not Council members. A Council committee can have a wide range of executive or advisory functions. An executive committee carries out on behalf of the Council functions delegated to it by the Council. A Council committee is subject to control and direction by the Council. Subject to any direction by Council, a Council committee may determine its own procedures.

No Committees are proposed to be established prior to Council elections in October 2008.

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5. Strategic Plan

The Shire Strategic Plan has been developed based on feedback obtained through a series of workshops with key stakeholders including the Shire Transition committee and staff from existing Councils.

Issues and related solutions identified in Section 3 of this Business Plan have formed the basis for the development of strategies to achieve the Shire’s identified goals and outcomes.

The Shire’s Strategic Plan contains the following: • Vision • Mission • Core Values • Goals • Outcomes • Strategies

The Strategic Plan forms the basis for the development of service delivery plans and associated actions required to implement the Council’s strategies and achieve the Shire’s outcomes.

Refer to Appendix 5: Strategic Plan

Refer to Appendix 6: Service Delivery Plan Summary (incorporating operational actions)

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6. Service Delivery Plans

The development of service delivery plans has been based on the identification of individual services and the classification of those services as follows: • Core Services • Commercial Services • Agency Services • Other Council Services

Core Services Core Services are services that all Shire Councils are required to deliver to specified communities from 1 July 2008 under the amended Local Government Act.

The following core services will be provided to communities in the Shire: • Administration of Council Meetings, Local Boards and Sub Committees • Administration of Local Laws • Advocacy and Representation on Local and Regional Issues • Asset Management • Cemetery Management • Civic, Cultural and Sporting Events • Community Information and Liaison Services • Companion Animal Welfare and Control • Corporate and Community Services Management • Council Planning and Reporting • Financial Management • Fleet and Plant Maintenance and Management • Governance • Human Resources Management • Information Technology and Communications • Infrastructure and Civil Services Management • Library and Cultural Heritage • Lighting for Public Safety including Street Lighting • Local Emergency Management • Local Roads Maintenance • Local Roads Upgrading and Construction • Maintenance and Upgrade of Council Controlled Buildings, Facilities and Fixed Assets • Maintenance and Upgrade of Council Controlled Parks, Reserves and Open Spaces • Public and Corporate Relations • Records Management • Revenue Growth • Risk Management • Shire Services Management • Traffic Management on Local Roads • Training and Employment of Local People in Council Operations • Waste Management (including litter reduction) • Weed Control and Fire Hazard Reduction Page 12 Draft Version 2 for community consultation May 2008

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Commercial Services Commercial Services are services that the Shire is undertaking on a full commercial basis with the intention of using profits from commercial activities to improve services to the community. The following Commercial Services may be undertaken by the Shire: • Barge Landing Maintenance • Community Stores and Retail • Employment and Training • Horticulture • Indigenous Art Enterprises • Non Council Roads • Post Office Agency • Territory Housing and Related Infrastructure Repairs and Maintenance • Territory Housing Tenancy Management • Visitor Accommodation and Tourist Information

Alternatively, existing councils and community groups may wish to develop proposals to transfer commercial services in their community from the Shire to a community-based commercial enterprise.

Agency Services Agency Services include services that the Shire Council has agreed to deliver on behalf of other Government Agencies on a fee for service basis. It is anticipated that these services would be fully funded by the relevant agency and that funding would include a contribution to administrative costs associated with delivering the service. Subject to funding provided by the relevant agencies, the following Agency Services will be delivered by the Shire: • Airstrips Maintenance • Community Safety • Economic Development Support • Family Services (Including Child Care) • Outstation/Homeland Municipal Services • Power, Water and Sewerage Essential Services • Sport and Recreation and Youth Services • Aged and Disabled Care • Centrelink • Community Media • Natural Resource Management

Other Council Services These are services that each Shire chooses to deliver from its own-source revenue. These are services that are, as of yet, not funded on an agency or commercial basis. The following additional services will be delivered by the Shire: • Swimming Pools • Borrow Pits Operations

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Services that will not transfer to the Shire

Many communities are currently reviewing the services local government bodies currently deliver and projects they are managing, to determine if there are any services that will not transfer to the Shire.

The Wadeye community is currently in the process of developing an independent incorporated enterprise, called the Thamarrurr Development Corporation (TDC), to take on the management and delivery of a number of projects and services. These include housing construction, building construction, the Thamarrurr Rangers program, the Job Network program, fuel sales, commercial mechanical workshop operations, post office and retail services, and visitor accommodation.

In Palumpa, Nganmarriyanga Community Incorporated council members have made resolutions aimed at separating the council-managed community store from Shire operations.

In Nauiyu, Nauiyu Nambiyu Incorporated (NN Inc) is already a functioning commercial enterprise. In the past it has relied significantly on administrative services from the Nauiyu Nambiyu Community Government Council. It is currently in the process of separating its activities from the council. Concurrently, community members and NN Inc staff and Committee members are deliberating on whether services such as Department of Planning and Infrastructure (DPI) road contract work, commercial mechanical workshop operations, post office services, and banking services will transfer to NN Inc.

In Yarralin, Walangeri Ngumpinku Community Government Council members have made resolutions aimed at separating the council-managed community store from Shire operations.

In Kalkarindji / Daguragu, the Daguragu Community Government Council members have made resolutions aimed at separating the Warnkurr Club operations from Shire operations.

Where any of the processes are incomplete by 1 July 2008, these activities can continue under the new local government structure until such time as the incorporation process is complete.

Development of Service Delivery Plans Detailed Service Delivery Plans have been developed for all services being provided by the Shire. These plans contain the following details: • A description of the service • Service outputs • The primary outcome that the service delivers • An analysis of the current approach to service delivery • An analysis of future approach to service delivery • Details of the specific actions to be undertaken relevant to the delivery of the service, including each community that will receive the service

Service Delivery Plans will be continually refined.

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Refer to Appendix 6: Service Delivery Plan Summary (incorporating operational actions)

The ways in which services are being delivered is constantly changing, particularly since the implementation of the Australian Government intervention. The Service Delivery Plans attached may not contain all the current information regarding service delivery and the Service Delivery Plan will be continually revised.

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7. Organisation Structure

Governance Objectives supported by the Organisation Structure The organisation structure has been designed to support the following governance objectives: • Improved control over outcomes within the community • Strong and developing leadership • Improved ability to influence government policy • Increased staff accountability through the utilisation of performance based contracts and performance management and monitoring tools • Long term financial sustainability through prudent financial management supported by regular and accurate financial reporting • Formal induction for the CEO / Managers in local issues and induction and training for elected members in governance practices e.g. legal / accounting • Improved selection processes for CEO and Managers • Clear directions and policies and regular monitoring, review and advice on performance of the portfolio of programs and projects • Clear and comprehensive roles and responsibilities of the Council and their committees, supported by appropriate policies and delineated from the role of the CEO and management • Fully integrated Council plans, projects and budgets to ensure strategic priorities clearly drive project and resource allocation decisions • Alliances and partnerships will be actively managed to ensure stakeholders’ needs are identified, projects are targeted and commitment is secured • Prioritisation of projects within and between program areas will be supported by decision making tools and processes to ensure the right mix of initiatives to achieve the goals and outcomes of the Council’s Strategic Plan

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Administrative Objectives supported by the Organisation Structure The organisation structure has been designed to support the following administrative objectives: • Ability to attract and retain talented people, underpinned by policies and processes that encourage good performance, identify and provide training and development opportunities and enable flexibility in the contract appointment of senior level positions • Ability to work effectively to deliver community outcomes identified in the Strategic Plan to the community utilising a coordinated, cross-departmental approach • Ensure that community infrastructure provision and service delivery is clearly linked to priority community outcomes • Present a common and coordinated approach to government agencies on funding requirements and community projects • Utilise a “Regional” approach to targeted programs e.g. community development, economic development, sport and recreation, aged care, waste management and housing maintenance • Apply a consistent and beneficial approach to employment across the region to maximise outcomes for the community and the individual • Ability to provide full financial reporting and program/project performance reporting against planned objectives and budget provided to the Shire Council on a regular basis • Maximise the utilisation of current assets including buildings, workshops, plant and equipment • Ability to provide an improved level of service delivery in key areas including roads, waste management, parks and reserves etc. • Information systems and software will be of a high industry standard and scaleable, enabling data and information essential to operations to be collected internally and externally, analysed and delivered at the appropriate level • Professional skills in the following disciplines: o Management and Administration o Strategic and Business Planning o Accounting/Financial o Engineering/Technical o Information Technology o Community Development • Have a continued and stable presence in key community locations • In-house delivery of key services where appropriate to retain, increase and utilise skills linked to labour market programs • Centralised information technology and administrative systems and processes • A focus on achieving partnerships and external funding to achieve community outcomes

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It is important to take the organisational analysis and put it into the broader context of public sector reform, in particular: • Emphasis on performance management and accountability • Competitiveness • Activity review and process improvement • Autonomy of operation with a limited number of supervisory controls

Meaningful and responsible work should be performed at all levels in the organisation structure, with employees being responsible for: • Customer satisfaction • Quality of work output • Financial performance • Finished staff work • Decision making • Organisation of priorities • Problem solving • Innovation and change

In today’s environment an organisational structure should: • Support decentralisation of decision making • Empower autonomy of operation • Encourage cross functional cooperation • Be adaptable to a rapidly changing environment • Encourage multi-skilling and a variety of job design without organisational chaos • Encourage initiative • Be non–hierarchical • Have as low ratio of administration (management) as possible • Have a customer focus

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Operational Locations In 2008/2009 the Shire provides services from the following operational locations:

Service Delivery Centres: • Kalkarindji / Daguragu • Nauiyu • Palumpa • Peppimenarti • Pine Creek • Timber Creek • Wadeye • Yarralin

Headquarters: • Katherine

Shared Services: • Katherine • Darwin

The operational model includes service delivery centres at appropriate locations and a centralised administration office. The make up of each service delivery centre will vary according to identified needs but will include at a minimum a Shire Services Manager, a Customer Service Officer and Civil Services Staff. Communities with higher asset maintenance needs will clearly have a higher need for additional local staff.

The centralised administration office will be networked to local offices and play a strong coordination role in liaison with Local Boards and committees. Major strategic projects will be directly managed through the Shire headquarters.

The shared services arrangements with the Roper Gulf Shire will be finalised before May 2008 in consultation with the Victoria Daly Shire CEO and Director of Corporate Services. The arrangements will involve use of a common business system being procured by DLGHS on behalf of all Shire Councils. There will also be a degree of shared resources between the Roper Gulf and Victoria Daly Shires for payroll and procurement functions. Furthermore, the Regional Management Plan that covers the broader Katherine region allows for new cooperative service delivery arrangements to be built in the future.

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Directorate Structure Figure 2: Directorate Structure

The directorate structure outlined above provides a framework for the strategic delivery of more efficient and effective services. Professional expertise will be available at the regional level however there will remain a strong need for the local delivery of services in communities.

Core Administration of Council Meetings, Local Chief Executive Boards and Sub Committees Officer Administration of Local Laws Advocacy and Representation on local and regional issues Community Information and Liaison Services Governance Local Emergency Management Public and Corporate Relations Shire Services Management Director Infrastructure and Agency Civil Services Economic Development Support

Core Asset Management Director Cemetery Management Corporate and Companion Animal Welfare and Community Control Services Fleet and Plant Management Lighting for Public Safety including Street Lighting Core Local Roads Maintenance Civic, Cultural and Sporting Events Local Roads Upgrading and Council Planning and Reporting Construction Financial Management Maintenance and Upgrade of Human Resource Management Council Controlled Buildings, Information Technology and Facilities and Fixed Assets Communications Maintenance and Upgrade of Libraries and Cultural Heritage Council Controlled Parks, Reserves Records Management and Open Spaces Revenue Growth Traffic Management on Local Roads Risk Management Waste Management (including litter Training and Employment of Local reduction) People in Council Operations Weed Control and Fire Hazard Reduction Agency Aged and Disabled Care Services Agency Centrelink Outstation/ Homeland Municipal Community Media Services Community Safety Natural Resource Management Family Services (Including Child Airstrips Maintenance Care) Sport and Recreation and Youth Commercial Services Barge Landing Maintenance Power, Water and Sewerage Commercial Essential Services Community Stores and Retail Territory Housing and Related Horticulture Infrastructure Maintenance and Employment and Training Management Indigenous Art Enterprises Non Council Roads Post Office Agency Visitor Accommodation and Tourist Other Council Services Information Swimming Pools Borrow Pit Operations

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Staffing Levels and Detailed Organisational Structure The Shire’s organisational structure will facilitate increased service provision across the region and increased opportunities for local and indigenous employment.

Overall, the structure provides for the following:

Full Time Estimated Service Delivery Area Equivalent Actual Staff (FTE’s) (Headcount) Core Services (Communities. Note: Does not 99 109 include CDEP-related positions)

Core Services (Headquarters) 19 19

Estimated Sub Total Core Services 118 128

Agency Services (Note: Actual numbers dependent on final funding agreements. Does 109.75 144 not include CDEP-related positions)

Commercial Services (Note: Actual numbers dependent on finalising contract and decisions 85.75 101 about the structure of local businesses. Does not include CDEP-related positions)

Included in Core Included in Core Other Council Services Service Staffing Service Staffing Levels Levels

Total 313.5 373

These figures are indicative only. Funding agreements with many agencies are still under negotiation (as of the end of May), and final staffing figures will not be determined until all funding agreements are in place.

Detailed Organisations Charts (including staffing levels) for the Community Service Delivery Centres and Headquarters are outlined in:

Appendix 7: Detailed Organisation Structure

Appendix 8: Staff Summary

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8. Rating Policy

The Territory Government has determined that in 2008/09 financial year the rating policy of the Shire Council shall be as follows:

Pastoral Leases and Commercial Agricultural Properties In 2008/2009 the rate for pastoral leases and commercial agricultural properties will be calculated by multiplying the unimproved capital value (UCV) by 0.00060. The minimum amount payable will be $300. Accordingly, all properties with a UCV of less that $500,000 will pay $300 per annum.

Under Section 142 of the Local Government Act (NT) 2008, land held under a pastoral lease and land occupied under a mining tenement is conditionally rateable land. The Guidelines of the Local Government Act (NT) 2008 provide guidance to Councils in framing rating proposals pursuant to Chapter 11 of the Local Government (NT) 2008, for conditionally rateable land.

Under Section 268 of the Local Government Act (NT) 2008 the Minister may, by Gazette notice, impose limits on rates for the 2008/2009, 2009/2010 and 2010/2011 financial years. The details of rating limits for residential and commercial properties, pursuant to Section 268 of the Local Government Act (NT) 2008 have been gazetted.

Section 144 of the Local Government Act (NT) 2008 details land exempt from rates.

The average rate on pastoral leases in the Shire will be $1425 per lease and the total revenue from this sector in the Shire will be $58,287 in 2008-09.

Active Mining, Extractive and Petroleum Leases Only active mining, extractive or petroleum leases will be rateable.

The assessed value of an active mining, extractive or petroleum lease shall be 20 times the yearly rent payable in respect of the lease, where the rent is $10 per hectare. This is in line with the approach taken in Western Australia and Queensland, where the rateable value of a mineral lease is calculated on the basis of its rental value.

The guideline rate for mining land is to be the same as the guideline rate for ‘commercial non- agricultural’, calculated by multiplying the assessed value by 0.00284. The minimum rate shall be $710. Under this model the great majority of extractive and mining leases in the Territory will pay the minimum amount of $710.

Further guidelines will be finalised in consultation with the Northern Territory Minerals Council and extractive industry representatives before the end of the year and will include: • Adjusted calculations for lease holders paying other than the standard rate of $10 per hectare • ‘Clustering’ of valuation where a single lease owner has a number of leases in the same location, to avoid multiple payment of the minimum rate. Page 22 Draft Version 2 for community consultation May 2008

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• Special measures for small extractive operations, where the operator has freehold ownership of the same land and is also paying residential rates to the Shire • A clear definition of ‘active’ in respect of mineral leases, including a cut-off date for assessment as active for the purpose of rating.

Section 144 of the Local Government Act (NT) 2008 details land exempt from rates.

The total rates from mining tenements in the Shire are estimated to be $34,221 in 2008-09.

Existing incorporated areas The Territory Government has determined that rates in existing incorporated areas will be based on 07/08 rating systems, with an increase of no more than CPI in overall rates in the 08/09, 09/10 and 10/11 financial years.

Pine Creek and Timber Creek are currently subject to rating systems. Applying the principle outlined above, the rates from Pine Creek are estimated to be $60,839 and the charges from Timber Creek are estimated to be $22,016.

Commercial properties in currently unincorporated areas (excluding mining and pastoral) The minimum rate or service charge for commercial properties (not otherwise classified above) will be $710 per operational location or, where the commercial property is on rateable title with a UCV in excess of $250,000, an amount calculated by multiplying the unimproved capital value by 0.00284.

No previously unincorporated commercial properties with an assessed UCV in excess of $250,000 have been identified in the Shire.

It is estimated that the total rates from this sector in the Shire will $59,640 in 2008/09.

Further, where a business uses a waste management facility operated by the Shire and/or receives waste collection from the Shire waste charges will apply.

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Public Housing in Remote Communities and Residential Properties in Previously Unincorporated Areas A significant majority of indigenous housing in the Northern Territory falls within the jurisdiction of existing community government councils. Most existing councils on indigenous land levy a poll tax against residents of indigenous housing in lieu of the revenue that would otherwise be derived from rating property.

The concurrent reforms to the management of indigenous housing in the Territory provide an opportunity for Shire councils to move to a fairer, simpler and more efficient method of collecting local government revenue in indigenous townships.

From 1 July 2008, Territory Housing will assume direct responsibility for tenancy management of housing stock in most indigenous communities. The Australian Government and Territory Government have agreed that these tenancy arrangements will include the payment of a ‘rate equivalent’ per dwelling, replicating the current payment of rates to municipal councils in respect of public housing in major centres such as Darwin or Alice Springs. The responsibility for payment of the rate equivalent will rest with the management authority.

For example, where a Shire council provides local government services to 500 dwellings managed by Territory Housing, the Shire council will charge Territory Housing the annual rate equivalent amount multiplied by 500. Like any ‘landlord’, Territory Housing will cover its ‘rate’ payments through rent collected from residents and other sources of tenancy management income. Due to current non-applicability of unimproved capital values on inalienable indigenous land, the ‘rate equivalent’ will be a flat service charge.

The Territory Government has yet to make a final determination on the service charges for remote public housing in the Shire. For the purpose of this draft plan, the charge has been estimated as $600 per dwelling for houses currently managed by local government bodies. In addition, where the existing council provides a garbage collection service, there may be an additional guideline charge of $150 per dwelling. The financial impact on residents of this charge will be limited by the rent ceiling placed on public and indigenous housing.

For rating purposes, all other residential properties in previously unincorporated areas (ie outside of the Pine Creek and Timber Creek town areas) will be treated the same as households in Indigenous communities. Certain residents (such as pensioners or registered carers) may be eligible for rates concessions.

It is estimated that the total rates and garbage collection charges from this sector in the Shire will be in $396,900 in 2008-09.

Transfer of responsibility for local roads and other assets Given the relatively low levels of rates and charges that will result from the determinations made by the Territory Government, it is important to note that no roads or other linear infrastructure will be transferred to the new Shires on 1 July 2008. Instead a strategic asset transfer process and program will be established by the Department of Planning and Infrastructure (DPI) with all Shires post 1 July 2008. This program will ensure that local roads, Page 24 Draft Version 2 for community consultation May 2008

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barge landings, boat ramps and airstrips that are currently the responsibility of the Northern Territory Government will be transferred to Shires in a coordinated way over a five to ten year period and with agreed appropriate funding.

Rating Exemptions Certain land is exempt from rating under the Local Government Act, including: • Crown Land - occupied by the Territory or land owned by the Commonwealth other than for industrial or commercial uses • Community Land – reserves, parks, sports grounds, gardens, cemeteries or roads which are a public place • Land Owned by Religious Bodies – churches, manses, teaching buildings etc • Public Hospitals • Land used for a Public Benevolent Institution or Public Charity • Educational Institutions – schools, universities, tertiary education, youth centres • Libraries or Museums • Land exempted under other Acts

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9. 2008-09 Financial Plan Councils are responsible for the delivery of a broad and unique range of services to their communities, with different communities within the Shire having their own different priorities.

The new Shire is responsible for: • Delivering Core Services • Providing Corporate Governance • Providing Advice and Advocacy • Ensuring Legislative Compliance • Facilitating Local Education and Training for Shire employees and managing the following resources: • Financial Resources • Human Resources • Physical Resources • Information Resources • External Resources (Suppliers and Contractors) • Partnerships and Relationships

The Shire will deliver a range of Agency, Commercial and Other Council Services that contribute toward improving the level of services provided to their communities.

The Shire is faced with the challenge of delivering a broad range of services to a standard acceptable to the community whilst at the same time procuring income required to deliver core services.

Long term financial planning (3-5 years or longer) assists the Shire in delivering services in a sustainable way and will be undertaken to ensure that: • Managers and elected members understand the current financial position of the Shire and how various financial elements impact on each other • Guidelines are set to underpin the long term financial capacity • Short term decisions and annual Budgets are made within the framework of longer term financial capacity • Available funds are maximised for the benefit of the community

The key component of any financial strategy in a service delivery organisation is to balance community demands and expectations with the Shire’s financial capacity.

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A long term financial plan will link the strategic direction and policy of Council into the delivery of a range of services. The extent and standards of service delivery will depend largely on Council’s preferred position on debt, cash reserves, liquidity and rating. The financial information contained in any long term plan simply reflects this. There is no right or wrong position but rather a “preferred” position based on strategic needs and level of financial conservatism.

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

STRATEGIC PLAN External Vision, Goals, Outcomes, Environment Strategies

Corporate Planning Performance Management Other plans Corporate Assets Management, Business plan IT, HR, etc. Measurement Frameworks • Performance Business plans Measures (KPI’s) Annual & (Work Unit Plans) • Targets Financial plans Issues, Action Plans, Measures

Budget $’s, FTE’s, Resources

Once the organisation’s goals, objectives and strategies have been developed, individual actions or processes are defined to support achievement of outcomes. This is usually carried out at a Business Unit level on an annual basis (Business Planning). These actions are also linked to relevant areas of service delivery.

The information obtained from the strategic planning and business planning processes can then be utilised in the preparation of annual plans and budgets.

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Overview – 2008-09 Financial Plan In order to assist in the discussions on development of the new Shire, a draft 2008-09 financial plan has been prepared as the basis on which discussion and decisions on service delivery and revenue requirements of the organisation can be made.

A major task of the new Council is to ensure, over time, consistency of standard of service delivery across all existing and new areas of the Shire.

The Financial Plan has been based on the Core, Agency, Commercial and Other Council Services detailed in Appendix 6 – Service Delivery Plan Summary.

At the time of print, a large amount of funding from government agencies for Agency Services had not been finalised. This funding will have a major impact on the annual budget. Accordingly, revisions to this financial plan will need to be made as agency funding is finalised.

Likewise, until the 2007-08 end-of-year financial reports and audits for existing councils are completed, and until a comprehensive asset audit has been undertaken, the Shire will not be able to accurately estimate its depreciation budget, unrestricted cash holdings, and the value of other assets and liabilities.

The major financial assumptions that have been made in the development of the draft financial plan for the Shire are summarised below:

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FINANCIAL ITEM ASSUMPTIONS

Operating Expenditure

• Ongoing base operational expenditure has been developed Ongoing operations for each service from first principles and compared with existing 2007-08 budget details where possible. • Operational income and expenditure has been expressed in 2008-09 values to facilitate development of detailed budgets for the first year of operation of the new Shire. • The Victoria Daly Shire will honour the Employee Relations Principles established by the Department of Local Government, Housing and Sport and the Local Government Association of the Northern Territory. Under these Principles, all efforts are to be made to offer all existing staff the same or similar positions under the Shire, and all employees are to have their existing employment terms and conditions matched until at least July 2009. If new positions are created under the reform, existing council staff are to be preferred for selection. Adherence to these Principles will lead to abnormal operational expenditure during the 2008-09 period. • An attempt has been made to allocate significant labour costs across most program areas. This allocation will be refined as the year progresses, and as more detailed data is available to accurately determine labour allocation. • FaHCSIA will provide $10,000 per annum for vet clinics in each community. • The existing communities general purpose road grant funding has been used as the basis for establishing the initial Road Maintenance road maintenance budget. This will be reviewed once actual road maintenance needs have been determined • A provision of $1,009,000 has been allocated for the road maintenance program in 2008-09. • No provision has been made for the transfer of Department of Planning and Infrastructure (DPI)-managed roads in 2008- 09. • Local community civil works teams will continue to undertake relevant DPI road maintenance activities under contract, unless or until otherwise negotiated.

• No provision has been made for waste management-related Waste Management capital works, on the assumption that these works are being undertaken during the current year as part of the Federal Government’s intervention strategy. • No allowance has been made in this budget for provision of additional household bins. This may be revised in the coming months.

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FINANCIAL ITEM ASSUMPTIONS • No new operating initiatives have been included in this draft. However, for some services (such as Community New operating Development Employment Projects (CDEP) and night patrol) initiatives there has been a significant expansion in operations. Similarly, many services will from 1 July 2008 be defined as ‘core’ services, which the Shire will be obliged to deliver. This may entail additional service activities in some communities (for example, for weeds and fire control, and cemetery management).

• Depreciation has not been included, as the value of assets Depreciation will need to be determined on transfer along with the level of assets impairment. Interest on • No loan borrowings have been provided for. borrowings

Operating Income

Rates • This plan is been prepared in 2008-09 values.

Fees and Charges, • Current levels sourced from the 2007-08 budgets where Interest Earnings available. and Other Income • Assumed to increase by the Consumer Price Index (CPI) rate.

General Purpose • Grant estimates for 2008-09 were provided by the and Road Grants Department of Local Government, Housing and Sport.

Goods and Services • GST offsets have not been included in the budget estimates. Tax (GST)

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FINANCIAL ITEM ASSUMPTIONS

Balance Sheet Items • No provision has been made for Black Spot funding. Road Upgrade and Additional funding will be added when there is greater Construction certainty about road construction priorities and carry-over Black Spot funding from 2007-08.

Vehicles, Plant and • Provision has been made for a mix of leased and purchased Equipment vehicles depending upon operational requirements and availability of vehicles from NT Fleet. • All other new vehicles, plant and equipment will be purchased, not leased. • There is likely to be a significant requirement to replace key plant and equipment during the first year of operations • Provision has been made for restoration of landfills as Landfill Restoration required by the Waste Management & Pollution Control Act Provision (NT).

Borrowings • No loan borrowings are proposed.

Valuation of Fixed • Issues relating to fixed asset ownership, valuation and Assets related depreciation expenses will be addressed once a detailed asset audit has been completed, and an asset management and valuation plan has been prepared.

Unrestricted Cash • The general lack of balance sheet information has prevented and Unrestricted an assessment of unrestricted cash. This will not be Current Ratio determined until completion of the 2007-08 financial statements for each of the existing organisations that will form the new Shire.

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Estimated Income Summary for 2008-09 A summary of proposed Operating Income for Core, Agency, Commercial and Other Services is contained in the following table:

Grant Income 2008-09

Operation Grants FAG $1,009,006.00 FAG Roads $1,192,708.00 NT Operating $2,772,152.00 Roads to Recovery (brought forward) $392,355.00 Establishment $100,000.00 Matching Funding $1,386,076.00 Total $5,466,221.00

Aged and Disability Services HACC $ 269,326.00 HACC CDEP $550,000.00 AG Flexible Service $1,252,064.00 AG CACP $ 180,916.50 AG (brought forward) $ 52,800.34 Total $2,305,106.84

Community Development Employment Project CDEP Wages $6,156,950.00 CDEP MAF $2,388,775.00 Total $8,545,725.00

Child Care DHCS $ 22,786.44 Child Care $ 364,550.80 Child Care CDEP $ 291,109.26 Indexation $ 11,801.88 Total $ 690,248.38

Enviromental Health NT Health $ 66,560.00 Total $ 66,560.00

Housing 3 Month NT Maintenance Grant - minor comm $ 63,531 3 Month NT Maintenance Grant - major comm $ 302,861 3 Month NT Management Grant - minor Comm $ 14,750 3 Month NT Management Grant - major comm $ 57,000 Total $ 438,142

Night Patrol Operational Funding $ - Total

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Municipal Services NT Operation Grant $ 677,171 Total $ 677,171

Sport and Recreation AG After School Care $ 55,402 AG Vacation Care $ 46,086 NT Sport and recreation $ 279,468 Total $ 380,956

Other Grants Remote Indigenous Broadcast Service $ 40,000 AG Regional Cultural Festivals $ 47,000 Regional Family Violence Program $ - Language Preservation Projects $ - Regional Cool Pools Project $ - Regional Indigenous Arts Projects $ - Regional Sport and Recreation $ - Regional Heritage Projects $ - Women's Capacity Building Projects $ - Total $ 87,000

Agency Income 2008-09

CentreLink $530,949.93 Total $ 530,950

NT Housing Housing Repairs and Maintenance $3,183,152.81 Housing Management $868,350.00 Total $4,051,502.81

Power and Water Corporation Essential Services $ 681,373.31 Meter Reading $32,982.22 Total $ 714,355.53

Commercial Operations Grant funding $ - Sales income $ - DPI contract income $ - Total

Other Income Rates $571,064.00 Total $571,064.00

Total Revenue $24,525,002.71

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The current total estimated revenue is $24,525,003 for 2008-09. However, this does not account for a number of income streams. Grant funding for night patrol services will likely be over $2 million, however the funding agency has not yet released financial details.

Income from commercial operations is also not estimated here, for two reasons. First, final 2007-08 income and expenditure statements for local government-owned commercial operations will not be available until August 2008. It is difficult to accurately estimate projected income for 2008-09 until these statements are available. Second, some commercial operations currently performed by existing councils will transfer to separate entities from 1 July 2008, or later during the 2008-09 period. Therefore they will not represent an ongoing income stream for the Shire. However, the timing and the extent of these transfers has not been finalised in some cases.

At the time of print, only two funding agreements with government agencies have been finalised: for child care services and aged care services. All other agency income figures remain estimates until final agreement.

Financial Statements A financial plan would normally include: • Income and Expenditure Statement • Balance Sheet • Statement of Cash Flow

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

An expenditure statement has not been provided here, because Victoria Daly Shire management staff are not confident they are able to provide an accurate estimate at this time. First, the staff payroll will be finalised by 8 July 2008 (for the first pay period). However, before this date it will be difficult to accurately estimate comprehensive staffing costs. Second, the Australian Government recently announced the re-introduction of Community Development Employment Projects (CDEP) into communities where CDEP ceased during 2007-08. In the Victoria Daly Shire, this affects the communities of Nauiyu, Palumpa, Wadeye and surrounding homelands. There have been 215 CDEP participant places offered to be provided by the Shire in these communities, and efforts will be made in the coming weeks to match individuals into these places. This will entail significant additional expenditure that, as of yet, cannot be determined. Third, until a comprehensive asset check and revaluation process occurs, it will be difficult to accurately estimate depreciation costs and needed capital expenditure.

Financial Indicators There are a number of key financial measures and ratios used in a financial plan, including cash balances, unrestricted cash balances, revenue ratio, liquidity ratio, operational surplus / total revenue ratio, and, of special relevance to the Victoria Daly Shire, an agency dependency ratio.

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At the time of print, a large amount of funding from government agencies for Agency Services had not been finalised. This funding will have a major impact on the financial plan, including most obviously on the estimate of an agency dependency ratio. Accordingly, revisions to the financial plan will need to be made as agency funding is finalised.

Likewise, until the 2007-08 end-of-year financial reports and audits for existing councils are completed, and until all assets and liabilities of existing councils are transferred to the Shire, the Shire will not be able to accurately estimate its cash balances, liquidity ratio and operational surplus. Similarly, until a comprehensive asset audit is completed, the Shire will be unable to provide an accurate depreciation budget, valuation of all assets and liabilities, and a capital expenditure budget.

Key Conclusions

The new Shire will have a high dependency on revenues from fully funded agency services The financial analysis highlights that under the proposed Shire structure the Council will have annual revenues totalling at least $24.4 million. A number of additional agency and commercial contracts are expected to be added to the Shire’s planned operations in the coming weeks.

Despite an increase in the rating base of the Council there remains a significant reliance on grant funding. Under the proposed model rate revenue comprises approximately two per cent of total revenue. The Northern Territory Government has determined that rates will be capped for three years, therefore this reliance on grant funding will not change in the near future.

Agency dependency will grow as additional contracts are finalised. It will be important to ensure that all agency contacts are negotiated and operated on a commercial basis.

Road funding will be a key driver of the new Shire’s future Financial Plans Funding of road infrastructure is likely to be the biggest risk to the new Shire over the coming years. Assuming that the Shire will progressively take over maintenance of some of the road network previously undertaken by the Department of Planning and Infrastructure (DPI), the financing the ongoing improvement and maintenance of the roads will be a major ongoing service delivery issue. It will require the development of road asset management plans and long term prioritisation of the work required under those plans. However, there are no plans to negotiate the transfer of DPI-managed roads in the near future, and no financial provision has been made for any transfers in 2008-09.

There is no provision for new borrowings under the proposed Financial Plan The use of debt is a legitimate means of financing major new or replacement infrastructure projects. Further discussion and analysis needs to be undertaken as to the appropriateness of utilising borrowings for financing long term capital works and asset refurbishment, and the future capacity of the Shire to service debt.

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The Shire’s liquidity position is unknown The 2007-08 annual financial statements and end-of-year audits of existing local government councils were not available at the time of preparing this draft, and hence no accurate information can be provided on estimated cash balances for 2008-09.

There is a need to resolve issues relating to Shire assets The asset registers of existing councils and further asset information collected by DLGHS over the last twelve months has formed the basis of the asset analysis. However the following issues need to be addressed by the incoming senior administration: • The accuracy of existing council asset registers, in particular the inclusion of assets that are obsolete or unable to be located leading to an overstatement of assets in the Shire’s balance sheet. • Inadequate valuation of gifted assets • The likely condition of assets when the shire takes formal possession on 1 July 2008 • The ownership (and liability) in relation to fixed assets, given that many were built on Aboriginal Land without leases from the relevant Land Trust. • The impact of the Australian Government ‘intervention’ leasing arrangements; and the move to a public housing model in respect to Indigenous housing. • The ongoing responsibility (and management authority), if any, of the Victoria Daly Shire in relation to fixed assets that will be used by third party providers to deliver services previously delivered by local government

Prior to transfer of assets to the Shire and subsequent insurance of the assets, it is intended that Shire assets will be re-valued as necessary. From June 2008, DLGHS officers will be conducting a comprehensive local government asset check. This will assist in the Shire’s asset revaluation process.

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The Victoria Daly Shire Council welcomes and values comments, questions and suggestions regarding the Draft Shire Business Plan. All constructive comments will be acknowledged and considered for incorporation in further drafts. Please include your relevant contact details (full name and post or email address) when contacting us.

We look forward to hearing from you.

Shire Manager: John de Koning Postal Address: GPO Box 4246 Darwin NT 0801 Telephone: (08) 8973 8533 Facsimile: (08) 8973 8999 Email: [email protected]

Local Government Reform Information: 1300 654 368

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