West Arnhem Regional Council – Regional Plan & Budget 2019-20
MAYORAL WELCOME
West Arnhem Regional Council acknowledges the Traditional Owners of our region, including Kakadu National Park and the western part of Arnhem Land.
2019/20 represents the second full financial year for the 3rd Council and I am pleased to present the draft West Arnhem Regional Council Regional Plan 2019/20 which incorporates Council’s Budget. It is a responsible Plan that will focus on sound program to help maintain roads and deliver financial management whilst delivering the services to the West Arnhem community. In best services possible to the members of addition, other Australian Government and our communities. Northern Territory Government funding programs provide opportunities for Council In developing this Plan, Council has taken to deliver new and enhanced projects and into account the current and future services across the region. Council economic environment. appreciates the support provided by all tiers of government. Council is committed to ensuring we deliver high-quality services and responsible asset The issues facing Council have not changed: management. In 2019/20 Council will remoteness, limited economic continue to invest in replacing and opportunities, staff recruitment and renewing existing assets ensuring Council’s retention and dependency on grant strong commitment to sustainability funding. However in developing the West principles for financial management. Arnhem Regional Council Regional Plan and Budget 2019/20 we can see the way Council acknowledges the important role forward to maximise the strengths of and support from the Australian Council, its staff and the communities we Government Financial Assistance Grants serve.
I look forward working with Council, the community and staff in 2019/20 to implement this Regional Plan.
Matthew Ryan
West Arnhem Regional Council – Regional Plan & Budget 2019-20
MESSAGE FROM THE CEO
The 2019/20 financial year will be a year for the West Arnhem Regional Council to continue its focus on core local government services whilst continuing to deliver a range of community and commercial services for the benefit of the residents of the region.
In doing so Council recognises the key role it plays in the social and economic development of the region. As the major I encourage you to read the West Arnhem employer in the region Council is mindful of Regional Plan 2019/20 including Council’s its social responsibilities in maintaining a annual budget. West Arnhem Regional balance between the dual objectives of Council is a significant enterprise having an striving for economic sustainability and average annual turnover in excess of $23 benefiting our communities as a whole. million over the last three years, employing more than 220 people and managing assets The Regional Plan and Budget is the key tool which cost $111 million. The Regional Plan developed by Council for planning for our and Budget 2019/20 is therefore a critical community for today and into the future, by document aimed at ensuring all of Council’s carefully considering where every dollar is resources are properly managed. spent and where the maximum benefit can be achieved. It has also been developed to ensure that all of the activities Council engages in and all of There are key challenges and opportunities the services provided continue to focus on faced by Council in driving service delivery Council’s vision for the future: Strong and improvement in our economic position communities with the leadership, capacity including: and opportunities for improved employment, health and wellbeing. Rising community expectations Increased demand on existing Our Regional Plan reflects this commitment, resources and identifies clear goals, performance Internal and external cost pressures objectives and service delivery plans which Rising operational and construction include key performance indicators that costs for Council’s infrastructure show how we will achieve our vision for the and assets future. Reduced grant and external funding opportunities I take this opportunity to thank Council for its dedication to this process and our staff who have supported Council to produce this plan and budget.
Brian Hylands
West Arnhem Regional Council – Regional Plan & Budget 2019-20
TABLE OF CONTENTS
TABLE OF CONTENTS ...... 5
ABOUT WEST ARNHEM REGION ...... 7 West Arnhem Region 9 Our Councillors 10 Our Committees and Local Authorities 11 Our Organisational Structure 12
FRAMEWORK AND ASSESSMENTS ...... 13 Legislative Framework 15 Assessment of Constitutional Arrangements 18 Assessment of Opportunities and Challenges 19 Assessment of Administrative & Regulatory Frameworks 20 Cooperative Arrangements & Access to Regional Plan 21
STRATEGIC PLAN ...... 23 Strategic Plan 25 Performance Objectives 28
SERVICE DELIVERY PLANS ...... 31 Core Service Activities 33 Community & Commercial Activities 36 Service Delivery Plans 39
BUDGET 2018-19 ...... 69 Budget Discussion 2019-20 71 Long Term Financial Plan 77
APPENDICES ...... 79 1 Declaration of Rates and Charges 2019-20 81 2 Schedule of Fees and Charges 2019-20 85 3 Budget 2019-20 by Activity - Summary 91 4 Budget 2019-20 by Community and Activity 97 5 Budget 2019-20 by Community and Line Item 118
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ABOUT WEST ARNHEM REGIONAL COUNCIL www.westarnhem.nt.gov.au Page 7
West Arnhem Regional Council - Regional Plan & Budget 2019-20
WEST ARNHEM REGION
West Arnhem Regional Council covers an area of almost 50,000km2 of stunning natural landscape in the western part of Arnhem Land, Northern Territory.
More than two thirds of the region’s population of just over 6,000 identify as Aboriginal Australians, who reside in a collection of towns, communities and outstations. Council provides a range of local government services to five towns and communities across four wards.
The Aboriginal communities of Minjilang and Warruwi are located in Barrah Ward, Maningrida community in Maningrida Ward, and Gunbalanya community in Gunbalanya Ward. The town of Jabiru, which was established to service the nearby Ranger uranium mine, is situated in Kakadu Ward which also includes the World Heritage listed Kakadu National Park.
Residents of the four wards elect two members for Barrah Ward, four members for Maningrida Ward and three members each for both Kakadu Ward and Gunbalanya Ward. These twelve Councillors sit as the West Arnhem Regional Council on a monthly basis at the headquarters in Jabiru.
There are many popular tourist destinations within the region’s boundaries, including stunning outback landscapes, colourful rock escarpments, glorious wetlands and picture-perfect beaches. The cultural legacy of the Aboriginal people of the Northern Territory is evident in the various forms of rock art to be found in caves and rock overhangs. One of the richest areas of rock art is located within Kakadu National Park, the traditional lands of the Gagudju people, in the West Arnhem Region. The sensational mix of flora, fauna and wildlife, alongside the rich and diverse culture on display, provides a spectacular visual experience for the visitor and residents to this part of Australia.
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OUR COUNCILLORS
Cr Otto Dann Cr Davison Nawirridj Cr Karl Srdinsek Gunbalanya Ward Gunbalanaya Ward Gunbalanaya Ward
Cr Philip Wasaga Cr James Marrawal Cr Julius Don Kernan Barrah Ward Barrah Ward Maningrida Ward
Cr David Jones Cr Matthew Ryan Cr Valda Bokmakarray Maningrida Ward Mayor, Maningrida Ward Maningrida Ward
Cr Elizabeth Williams Cr Ralph Blyth Cr Anna Egerton Kakadu Ward Kakadu Ward Deputy Mayor Kakadu Ward
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OUR COMMITTEES & LOCAL AUTHORITIES
COUNCIL COMMITTEES
FINANCE AND POLICY COMMITTEE – MEMBERS
Mayor Matthew Ryan Deputy Mayor Anna Egerton Councillor Philip Wasaga Councillor Karl Srdinsek Councillor Elizabeth Williams
AUDIT COMMITTEE – MEMBERS
Iain Summers (Independent Chairman) Mayor Matthew Ryan Deputy Mayor Anna Egerton Councillor Elizabeth Williams Councillor James Marrawal
COUNCIL LOCAL AUTHORITIES
GUNBALANYA MANINGRIDA MINJILANG WARRUWI Andy Garnarradj Matthew Nagarlbin Jason Mayinaj (Chairperson) James Woods (Chairperson) (Chairperson) (Chairperson) Connie Nayinggul Jamie Yibarbuk Charles Yirrawala Albert Naruraidj Evonne Gumurdul Jessica Phillips Daisy Yarmirr Alfred Gawaraidji Henry Yates Manual Brown Henry Guwiyul Douglas Djalanba Kenneth Garnarradj Vacant Isabel Lami Lami Eda Waianga Maxwell Garnarradj Vacant Jimmy Cooper Nicholas Hunter Lachlan Nabegeyo Shane Wauchope
ELECTED MEMBERS Councillor Davison Nawirridj Mayor Matthew Ryan Councillor James Marrawal Councillor Karl Srdinsek Councillor Julius Don Kernan Councillor Philip Wasaga Councillor Otto Dann Councillor Valda Bokmakarray Councillor David Jones
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OUR ORGANISATIONAL STRUCTURE
COUNCIL DIRECTORATE AND Full Time: 154 ATSI: 122 SUPPORT SERVICES Casual: 27 Non ATSI: 98 Part Time: 39 Male: 124 FTE: 182.6 Female: 96 Total Employees: 220
Council
CEO
Governance & Executive Support
Infrastructure & Service Community Services Corporate Services Human Resources Delivery
Council Services: Gunbalanya, Jabiru, Community Care Finance Recruitment Maningrida, Minjilang & Warruwi
Community Safety Information Technology Training Commercial Services
Youth, Sport & Customer Service & Payroll Asset Management Recreation Administration
Workplace Health & Women's Safe House Visitor Accommodation Environmental Health Safety
Employee Conditions & Childcare Contract Management Housing Management Relations
Tendering, Licensing & Library Bylaws
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FRAMEWORK AND ASSESSMENTS
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West Arnhem Regional Council - Regional Plan & Budget 2019-20
LEGISLATIVE FRAMEWORK
Every Municipal, Regional or Shire Council must have a plan for its area (Section 22 of the Local Government Act refers). Furthermore Section 23 of the Local Government Act sets out what must be included in that Plan as follows:
A municipal, regional or shire plan:
(a) must contain: (i) a service delivery plan for the period to which the municipal, regional or shire plan relates; and (ii) the council's budget; and (b) must contain, or incorporate by reference: (i) any long-term, community or strategic plan adopted by the council or a local authority or local board and relevant to the period to which the municipal, regional or shire plan relates; and (ii) the council's long-term financial plan; and (c) must contain, or incorporate by reference, the council's most recent assessment of: (i) the adequacy of constitutional arrangements presently in force for the council under this Act and, in particular, whether they provide the most effective possible representation for the area; and (ii) the opportunities and challenges for local government service delivery in the council's area; and (iii) possible changes to the administrative and regulatory framework for delivering local government services in the council's area over the period to which the plan relates; and (iv) whether possibilities exist for improving local government service delivery by cooperation with other councils, or with government agencies or other organisations; and (d) must define indicators for judging the standard of its performance. (2) A council must make or revise an assessment of the matters mentioned in subsection (1)(c) at least once in the council's term and, until the council makes or revises the assessment, the municipal, regional or shire plan is to include the assessment (if any) made during the previous term of the council. (3) A municipal, regional or shire plan incorporates a plan or assessment by reference if it refers to the plan or assessment and includes a link or reference to a webpage on which the plan or assessment is accessible.
In addition to the above Section 24 of the Local Government Act states: (1) A council must adopt its municipal, regional or shire plan (or revisions to its municipal, regional or shire plan) between 1 April and 31 July in each year and forward a copy of the plan (or the revised plan) to the Agency by the latter date.
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(2) Before the council adopts its municipal, regional or shire plan (or revisions to its municipal,
regional or shire plan) for a particular year, the council must: (a) prepare a draft of the plan (incorporating any proposed revisions); and (b) make the draft plan accessible on the council's website and make copies available for public inspection at the council's public offices; and (c) publish a notice on its website and in a newspaper circulating generally in the area inviting written submissions on the draft plan within a period (at least 21 days) from the date of the notice; and (d) consider the submissions made in response to the invitation and make any revisions to the draft the council considers appropriate in the light of the submissions. (3) Although the council's budget forms part of its municipal, regional or shire plan, this section does not apply to the adoption of the budget or of amendments to it. (4) The adoption of a budget, or of amendments to it, operates to amend the municipal, regional or shire plan so that it conforms with the most recent text of the council's budget.
In developing this Regional Plan Council must consider the Core Services it is responsible for delivering as stated in Section 24A of the Local Government Act as follows:
The Minister may, by Gazette notice, advise one or more regional councils or shire councils as to the services that, in the Minister's view, are services that the regional council or councils or shire council or councils should, as a priority, provide and the regional council or councils or shire council or councils must consider such a list when adopting and renewing their plan.
Having noted the above there are three remaining sections of the Local Government Act which must be observed when ensuring completeness of the Regional Plan. These are as follows:
126 Long-term financial plan (1) A council must prepare and keep up-to-date a long-term financial plan. (2) A long-term financial plan must relate to a period of at least 4 financial years. (3) A long-term financial plan must contain: (a) a statement of the major initiatives the council proposes to undertake during the period to which the plan relates; and (b) projections of income and expenditure for each financial year of the period to which the plan relates; and (c) the council's proposals for the repair, maintenance, management and development of infrastructure for each financial year of the period to which the plan relates. (5) The council must provide the Agency with a copy of its long-term financial plan by 31 July in the first financial year to which the plan relates.
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127 Annual budgets
(1) A council must prepare a budget for each financial year. (2) The budget for a particular financial year must: (a) outline: (i) the council's objectives for the relevant financial year; and (ii) the measures the council proposes to take, during the financial year, towards achieving those objectives; and (iii) the indicators the council intends to use as a means of assessing its efficiency in achieving its objectives; and (b) contain estimates of revenue and expenditure for the financial year (differentiating between operating and capital expenditure); and (c) state the amount to be allocated to the development and maintenance of each class of infrastructure for the financial year; and (d) state the amount the council proposes to raise by way of rates, and set out the rates structure, for the financial year; and (e) contain an assessment of the social and economic effects of its rating policies; and (f) state the allowances for members of the council for the financial year and the amount budgeted to cover payment of those allowances; and (g) contain any other information required by any guidelines that the Minister may make. (3) Subject to the regulations, a council must not budget for a deficit.
128 Adoption of budget or amendment (4) The council's budget forms part of the council's municipal, regional or shire plan.
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ASSESSMENT OF CONSTITUTIONAL ARRANGEMENTS
The West Arnhem Shire Council was established on July 1, 2008 and the first Council (elected body), which was formed in October 2008, comprised twelve councillors from whom a president (principal member) was appointed. The council area was divided into four wards, with each ward being represented by three councillors. In April 2010 Council resolved that the title of the principal member be changed from president to mayor. Council subsequently undertook a scheduled review of its constitutional arrangements in 2010/2011 at which time it retained its existing composition and structure. The name of the Council was formally changed to the West Arnhem Regional Council on 1 January 2014. Council completed its last review of the effectiveness of the current arrangements in March 2015. The review was formally concluded at a meeting of Council held on the 18th February 2015, at which time Council resolved to retain its current constitutional arrangements. In addition, Council resolved not to change its name (i.e. West Arnhem Regional Council) or its boundaries. At its meeting in April 2017 Council was provided with a presentation by the then Department of Housing and Community Development regarding WARC’s electoral representation. This included discussion relating to a paper prepared by the Department entitled “West Arnhem Regional Council Representation: Changes for General Election – 26 August 2017”. This paper expressed the view of the Minister that “the current inequity in the member representation between wards needs to be corrected”. Options for changes in the membership of Council were presented by the Department for consideration. Council subsequently resolved to change the distribution of elected members for the Local Government elections held on 26 August 2017 so that there would be two members for Barrah Ward, four members for Maningrida Ward and three members each for both Kakadu Ward and Gunbalanya Ward. On the 9th June 2017 the Minister formally gazetted the change to the number of members to be elected in the Barrah and Maningrida wards. As a result of the elections the new Council consisted of the members as per page 10 of this Plan. In accordance with Section 23(2) of the Local Government Act Council must make or revise an assessment of the adequacy of Council’s constitutional arrangements “at least once in the council’s term”. Furthermore the Local Government (Electoral) Regulations state, at Section 63(5), that “the council should complete its electoral review at least twelve months before the next general elections”. Council’s next review of constitutional arrangements is likely to take place during 2019-2020. However, at this time it may be that, as a result of proposed changes to the Local Government Act, this review may not be required to be conducted because future reviews and final determinations may be made by a panel consisting of the CEO of LGANT, the Electoral Commissioner, the Surveyor-General and a person appointed by the Minister.
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ASSESSMENT OF OPPORTUNITIES AND CHALLENGES
The most significant challenges facing Council rarely change from year to year. These challenges relate to the age and condition of Council’s plant, fleet and infrastructure, its ability to continue to respond to the changing needs of the community, its ability to recruit and retain suitably qualified staff and its financial capacity to deliver a level of service which fulfils the expectations of the communities it serves.
Each year Council considers these challenges to the delivery of its ongoing core services from a much broader perspective. The internal weaknesses of Council are counter-balanced by the internal strengths it possesses, the most important of which is its staff. It is through the hard work of Council’s staff that external threats are confronted and the most is made of every available opportunity.
Council’s consideration of the challenges faced is represented below:
strengths - internal weaknesses - internal
Enthusiasm and commitment of existing staff Inability to adequately fund the replacement of Knowledge and experience in delivering local ageing plant, fleet and equipment government services Low levels of numeracy, literacy and formal Respect for continuance of indigenous traditions and education impacts on career development culture High levels of staff turnover Making the most of what we have, can do attitude Lack of adequate staff housing High level of Governance and Leadership Lack of financial security Significant indigenous workforce Rising operational costs Small rate base limits the generation of sufficient Major employer in Region revenue
opportunities - external threats - external
Better, more efficient and accountable customer The effects of political and legislative changes service, service delivery and administration of Council Factors which affect efficient service delivery Advocacy of issues on behalf of Regional Lack of secure land tenure communities will be more focused and strengthened Support for a range of civic and community events Lack of IT, communications and technology in across the Region remote communities Development of community projects through the Lack of adequate grant funding to maintain financial Local Authorities sustainability Work towards increased opportunities for greater Atmosphere of uncertainty regarding on-going grant- employment and economic development funded program delivery More efficient and environmentally acceptable Insurmountable weaknesses especially in the area of waste management recruitment and retention of staff
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ASSESSMENT OF ADMINISTRATIVE AND REGULATORY FRAMEWORKS
In late 2014, a review of the Local Government Act was announced.
Submissions were sought from all stakeholders, including the general public and were accepted up until February 2016.
A Local Government Working Party consisting of the Local Government Association of the NT, regional and municipal councils, and department representatives was formed to consider topics raised in the submissions and to make new recommendations to the Department of local Government, Housing and Community Development and the Minister.
The recommendations have now been considered. A consultation paper on proposed new local government legislation is available by visiting https://dlghcd.nt.gov.au/publications-and-policies/review-of-the-local- government-act. Its purpose is to inform stakeholders of intended policy changes and provide an opportunity for comment.
There is a raft of proposed changes which have been flagged, some of which will have a significant impact on Council. Council is currently considering these changes. The Minister for Local Government, Housing and Community Development has advised that a draft Bill for a new Act will be publicly released for further consultation and it is anticipated that this will occur in mid-2019.
The Minister has also issued a revised Guideline 8 Regional Councils and Local Authorities which came into effect on 7 January 2019. There are many changes to this document and a sample of the more significant changes includes the updating of definitions relating to Elected Members, Quorum and the Chair, the inclusion of a new paragraph regarding “Delegations and conflict of interest”, the content for agendas for Local Authority meetings had a major overhaul and changes to budgeting for Local Authorities.
All of these changes have been incorporated into the revised West Arnhem Regional Council Local Authority Policy of 2019.
The above matters have been considered in the development of this Regional Plan. Council is not aware of any further anticipated changes or future developments in the area of administrative and regulatory frameworks which would impact on its operations.
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COOPERATIVE ARRANGEMENTS
West Arnhem Regional Council (WARC) has a history of working collaboratively with other Northern Territory Regional Councils, particularly Tiwi Islands Regional Council. This is a two-way relationship with WARC providing TIRC with rating expertise and assistance and TILRC assisting WARC in the establishment of childcare services in its more remote communities.
WARC is also actively engaged in the Local Government Association of the Northern Territory (LGANT) and contributes greatly to the issues of concern to all councils throughout the Northern Territory. It provides representation on the LGANT Finance Reference Group and Governance Reference Group.
WARC maintains a close relationship with the Jabiru Town Development Authority and in accordance with the terms of the Service Agreement with the Authority provides executive support, administrative, secretarial and financial services and records management.
Council has relationships with a number of parties to improve and enhance the service delivery outcomes of its constituency. In particular, Council works closely with CouncilBIZ, a wholly owned subsidiary of the Regional Councils and LGANT, which was established to facilitate the efficient provision of shared services to Member Councils and Clients. Council’s Executive representative on the Board of CouncilBIZ is the Executive Manager Corporate Services, Mr Valentin Markez.
In March 2017 Council nominated Cr Elizabeth Williams as Council’s representative on the Gunbang Action Group (GAG). GAG is a voluntary coalition of community, business and government agencies. Its focus is on reducing risks arising from alcohol and other drug use in the Kakadu region. It works in partnership with the Bininj Reference Group which links Aboriginal homelands across the area.
Council endeavours to make the most of any opportunity presented to improve its service delivery by cooperation with government agencies, especially through its social welfare programs, and other organisations. With this in mind Council has a Common Services Agreement with a group of councils in Tasmania in order to gain better access to specialist skills resulting in increased efficiency in service delivery.
Council’s Records Coordinator has been instrumental in the development of a local government disposal schedule approved for use throughout the Northern Territory. He is also providing assistance to Litchfield and Coomalie Councils in particular and all regional councils generally in the implementation and maintenance of effective records management systems.
Representatives of WARC participate in the Regional Roads Committee, work with East Arnhem Regional Council on the implementation of the National Disability Insurance Scheme and attend Community Safety Regional meetings – all in an effort to share information, expertise and experience to improve service delivery.
ACCESS TO REGIONAL PLAN
The West Arnhem Regional Council Regional Plan 2019-20 is available on Council’s website by visiting www.westarnhem.nt.gov.au and can be found in Corporate Documents. Copies are also available for public inspection at Council’s public office as per Section 24(2)(b) of the Local Government Act 2008.
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STRATEGIC PLAN www.westarnhem.nt.gov.au Page 23
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STRATEGIC PLAN
During 2018-2019 members of Council and West Arnhem Regional Council’s Senior Management Team participated in a Strategic Planning Workshop, the main purpose of which was to review and assess the continuing relevance of Council’s Strategic Focus, Goals, Performance Objectives and Service Delivery Plans.
The Strategic Planning Model employed by Council is quite basic and incorporates the following steps:
1. Identify the purpose (Vision statement, Mission and Values) – These are the statements that describe why we exist, i.e. our basic purpose. The statements can evolve over the years.
2. Pick the goals (6 Goals) we have to reach if we are to turn the vision into a reality. This includes Goals that are general statements about what WARC needs to accomplish along with any other major issues we need to address.
3. Outline specific approaches (Performance Objectives) that must be implemented to reach these goals. The strategies are often what changes the most as we eventually conduct more robust strategic planning, particularly by more closely examining the external and internal environments in which WARC operates (the SWOT analysis).
4. Outline the action plans to implement each strategy (Service Delivery Plans). These are the specific activities that each person or team must undertake to ensure they’re effectively implementing each strategy.
5. Monitor and update the plan. This is pretty self-explanatory, yet crucial. This is what was done during the Workshops.
Particular attention was focused on the linkage of strategic planning and the subsequent outputs which flow from the process as represented below.
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STRATEGIC
PLANNING
REGIONAL PLAN
AND BUDGET
Work Processes and Asset Management Procedures – Service Plans Delivery
Policies and Risk Register Frameworks
Long Term Financial Workforce Plans Plans
Reports to Council
ANNUAL REPORT
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Elected members and the Senior Management Team endorsed the maintenance of the existing Strategic Focus, Goals and Performance Objectives which have been developed over recent years.
Council’s purpose, its vision, its reason for being, has not changed. The goals we have to reach to achieve this vision have not changed. The approaches we need to implement in order to achieve our Goals have also not changed.
STRATEGIC FOCUS
Vision Strong communities with the leadership, capacity and opportunities for improved employment, health and wellbeing.
Mission The West Arnhem Regional Council provides leadership, facilities, infrastructure and a wide range of services to support and sustain its communities.
Core Values The values or behaviours that Council will embrace to support our Mission and guide us in achieving the Vision are:
Leadership – good governance and leadership for the community and organisation Respect – build trust through respecting others Honesty and Integrity – being open, transparent and accountable Professionalism – business-like in the way we operate Responsiveness – to Council and community priorities
GOALS The following goals represent the priorities, interests, requirements, aspirations and needs of the communities within West Arnhem Regional Council.
In line with the Act, and in order to ensure the West Arnhem Regional Council can best provide its Core Services, the Council has developed a Strategic Plan.
The Strategic Plan sets out the Council’s six main goals:
Goal 1 Inclusive Community Engagement within the region Goal 2 Effective and supportive Local Government Administration Goal 3 Local Infrastructure which is fit for purpose Goal 4 Initiatives which improve Local Environment Health Goal 5 Local Civic Services which respect culture and heritage Goal 6 Social and Commercial Services which contribute to the wellbeing of community members
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PERFORMANCE OBJECTIVES
Goal 1 Community Engagement
Community members and stakeholders that are engaged in, connected to and participate in the affairs of the region.
Objective 1.1 Communication that engages the community. Objective 1.2 Enthusiastic participation in civic and community events. Objective 1.3 Efficient and effective community service delivery. Objective 1.4 Strong governance and leadership.
Goal 2 Local Government Administration
Systems and processes that support the effective and efficient use of financial and human resources.
Objective 2.1 An effective, efficient and accountable Regional Council. Objective 2.2 A professional, skilled, safe and stable workforce. Objective 2.3 Storage and retrieval of records processes which support efficient administration. Objective 2.4 Planning and reporting that informs Council’s decision-making processes. Objective 2.5 Effective and innovative Information Technology Solutions which maximise service delivery. Objective 2.6 The minimisation of risks associated with the operations of Council.
Goal 3 Local Infrastructure
Well maintained and enhanced built and natural environment.
Objective 3.1 Infrastructure and asset management strategies appropriate to the needs of Council. Objective 3.2 Safe and reliable roads, footpaths and street lighting. Objective 3.3 Attractive parks, gardens, streetscapes and open spaces. Modern and well maintained fleet, plant and equipment capable of meeting Objective 3.4 service delivery requirements. Buildings, facilities and infrastructure assets that are fit for purpose and sufficient Objective 3.5 to service operational requirements. The development and enforcement of laws that enhance economic development Objective 3.6 and community safety.
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Goal 4 Local Environment Health
Initiatives which promote healthy, clean living conditions to improve health outcomes.
The provision of an environmentally and economically sound solid waste, water Objective 4.1 and sewerage services. Implementation of sustainable dog management programmes which improve the Objective 4.2 overall health and wellbeing of remote communities.
Goal 5 Local Civic Services
A Council that respects, protects and nurtures the diversity of our culture and heritage.
Objective 5.1 Facilitate the delivery of library and cultural heritage services.
Goal 6 Community Social Programmes and Commercial Services
A Council which provides programmes and services that support and contribute to the wellbeing of its community members.
Objective 6.1 Social programmes that support the safety and wellbeing of community members. The provision of Commercial Services which contribute to the economic Objective 6.2 functionality of Council’s communities.
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SERVICE DELIVERY PLANS
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CORE SERVICE ACTIVITIES
West Arnhem Regional Council’s Goals and Performance Objectives are achieved through the delivery of Core Local Government Services which include the activities listed below. For reference West Arnhem Regional Council’s internal Activity Codes, with descriptions, are also included. Generally these services are delivered across all of Council’s communities with few exceptions which are noted against the relevant activity.
Community Engagement in Local Government
Public and Corporate Relations Activity 2021 – Support Civic and Community Events Activity 2042 – Public Relations and Communications Activity 2156 – Publish the West Arnhem Wire Newsletter
Customer Relationship Management, including complaints and responses Activity 2012 – Community Service Delivery
Governance: incl. administration of Council and Committee meetings, elections and elected member support and administration of Local Authorities. Activity 2071 – Manage Council Governance Activity 2178 – Local Authorities Community Projects
Advocacy and Representation on local and regional issues. Activity 2028 – Executive Leadership CEO
Local Government Administration
Financial Management Activity 2025 – Corporate Financial Management
Revenue Growth Activity 2040 – Manage Rates and Charges Activity 2109 – Manage Council Investments
Human Resources Activity 2037 – Manage Human Resources Activity 2039 – Manage Work Health and Safety (WHS)
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Records Management Activity 2035 – Records Management
Risk Management Activity 2036 – Manage Corporate Risk Activity 2205 – Manage Internal Audit
Council Planning and Reporting: Strategic, Financial and Service Delivery Planning and Reporting Activity 2029 – Executive Leadership Corporate Services
IT and Communications. Activity 2038 – Manage Information Technology and Communications
Local Infrastructure
Asset Management Activity 2058 – Manage Assets
Lighting for Public Safety, including Street Lighting Activity 2004 – Install and Maintain Street Lights
Local Road Traffic Management, Maintenance, Upgrading and Construction Activity 2009 – Maintain Local Roads
Maintenance and Upgrade of Parks, Reserves and Open Spaces inc Weed Control Activity 2017 – Parks and Public Open Space - including Weed Control Activity 2010 – Manage and Maintain Cemeteries
Fleet, Plant and Equipment Maintenance Activity 2016 – Operate Fuel Storage Facility (only in Gunbalanya and Minjilang) Activity 2019 – Fleet - Stock Control Activity 2048 – Maintain Plant, Equipment and Motor Vehicles
Maintenance and Upgrade of Buildings, Facilities and Fixed Assets Activity 2008 – Maintain & Construct Council Controlled Buildings & Facilities Activity 2049 – Maintain Staff Houses
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Management and maintenance of Swimming Pools Activity 2015 – Operate and Maintain Swimming Pools (only in Jabiru and Maningrida)
Management and Administration of Local Laws Activity 2012 – Community Service Delivery
Local Environment Health
Waste, Water and Sewerage Management (including litter reduction) Activity 2013 – Waste Management Activity 2143 – Water Management: Jabiru (only in Jabiru) Activity 2145 – Sewerage Management (only in Jabiru)
Domestic Animal Control Activity 2001 – Dog Control
Local Civic Services
Library and Cultural Heritage Service Activity 2144 – Library Service: Jabiru (only in Jabiru)
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COMMUNITY SOCIAL AND COMMERCIAL SERVICE ACTIVITIES
Although Council’s main focus is the delivery of core services Council also provides a range of Community and Commercial Services. The provision of these services is predominantly determined through contractual agreements with the funding provider, in the case of community services, or the respective agency in the case of commercial services.
In any event the terms and conditions of these agreements contain clauses which specify:
The objectives of the activity; The term of the activity; The quantum of the activity; The operational requirements of the service to be delivered; The reporting requirements; and The key performance indicators
The community activities are delivered by Council because of the social benefits provided to members of our communities. It is important to Council that our communities are safe and that the most vulnerable in our society – children, youth, the aged and disabled – are supported and that Council engages with its community members.
The funding provided by the Northern Territory Government is principally in the form of the Operational Grant and Special Purpose Grant Funding related to the provision of Core Services. However the NTG also provides funding which supports Sport and Recreational Activities and Environmental Health Services.
The funding provided by the Federal Government tends to be for longer periods and is often funded on an ongoing basis. This includes activities such as Night Patrol and funding for the Warruwi Creche.
During the course of any given year varying amounts of funding are received from diverse agencies to undertake specific ad hoc projects which are not recurring. These have not been considered in this Plan.
The community services anticipated to be delivered by West Arnhem Regional Council in 2018-19 include the following activities:
Community Social Programmes Activity 3001 – Home Care Packages Programme (Previously CACP) Activity 3002 – Commonwealth Home Support Programme (CHSP) Activity 3003 – NT Jobs Package - Aged Care Activity 3004 – Night Patrol Activity 3009 – Outside School Hours Care Activity 3011 – Safety and Wellbeing - Sport and Recreation Activity 3012 – Remote Sport Programme
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Activity 3025 – Deliver Indigenous Broadcasting Programmes (RIBS)
Activity 3028 – Warruwi and Minjilang Creche Activity 3040 – Children and Schooling - Youth Activity 3065 – Disability in Home Support Services (DIHS) Activity 3068 – Manage Community Services Activity 3087 – Gunbalanya Women's Safe House
Detailed Service Delivery Plans for Community Social Programmes have been developed and are included in the Regional Plan. They are grouped by the nature of the programme being delivered as follows:
Community Care Community Safety Gunbalanya Women’s Safe House Youth and Community Development
In many instances the commercial services delivered by West Arnhem Regional Council are done so as a community service where no other provider is in a position to do so, an example being the provision of Post Office services. In addition to supplementing Council’s scarce sources of revenue these services enable Council to contribute to the economy of the region through providing opportunities for local employment.
The commercial services anticipated to be delivered by West Arnhem Regional Council in 2019/20 include:
Commercial Services Activity 4001 – Operate Long day care Activity 4002 – Operate Centrelink service Activity 4003 – Provide Airstrip maintenance Activity 4009 – Manage Electricity and water business Activity 4011 – Manage Visitor accommodation Activity 4012 – Operate post office business Activity 4019 – Maintain and Manage Environmental Research Institute of the Supervising Scientist (ERISS) Housing – Jabiru Only Activity 4020 – Manage Commercial Services
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Community and Commercial Services are delivered in the following communities:
COMMUNITY SERVICES GUNBALANYA JABIRU MANINGRIDA MINJILANG WARRUWI Aged and Community Care: Home Care Packages Program Disability in Home Support Services Community and Home Support Program Indigenous Aged Care Employment Program National Disability Insurance Scheme Children and Youth Services: Remote Sport Programme Warruwi and Minjilang Crèche Outside School Hours Care Safety & Wellbeing - Sport and Recreation Youth, Sport and Recreation Program Children & Schooling – Youth
Community Safety and Support: Community Night Patrols
Gunbalanya Women’s Safe House
Culture and Heritage Deliver Indigenous Broadcasting Programme
COMMERCIAL SERVICES GUNBALANYA JABIRU MANINGRIDA MINJILANG WARRUWI
Long Day Care Service Centrelink Agent Services Airstrip Maintenance Contract Power, Water and Sewerage Systems Contract Licenced Post Office Agreement Provision of Tenancy Management Services Manage Visitor Accommodation
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SERVICE DELIVERY PLAN – COMMUNITY ENGAGEMENT IN LOCAL GOVERNMENT
Public and Corporate Relations (2021, 2042 and 2156)
Definition Council aims to engage in effective communications with its constituents and stakeholders and to provide support for a range of civic and cultural events within each of its communities.
Outcomes Media support (promotion and reporting) for community events Promote, support and conduct cultural and civic events such as Australia day and ANZAC Day Information about events regularly made available in Council communications including notice boards, social media, ‘The Wire’, and on the website
Objectives 1.1 Communication that engages the community 1.2 Enthusiastic participation in civic and community events
Strategies Relevant staff participate in the organising of community events Civic events conducted by WARC which recognise and celebrate community sentiment Publish a community event calendar on notice boards and the website Provide support to community organisations to deliver community based events Publish the Wire once a fortnight Develop and manage Council’s social media platforms and website Act as a member of Community Event Groups
Measures Number of community events held in each community hosted by the Council – target 3 times per year in each community. Number of articles/photos contributed to the Wire by community members – target of 4 per edition Number of website ‘hits’ per annum – target 10% increase on 18/19 numbers.
2019/20 Total Revenue: $3,000 Budget Total Expenditure: $195,570
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SERVICE DELIVERY PLAN – COMMUNITY ENGAGEMENT IN LOCAL GOVERNMENT
Customer Relationship Management and Administration of Local Laws (2012)
Definition The aim of each of Council’s administrative offices is to manage relationships, especially as a conduit between Council, Local Authorities and its community members. Each office ensures effective and efficient management of Council business and service delivery and respond to complaints.
Outcomes Effective, efficient, accountable and transparent leadership on behalf of the communities Strong connectedness to Local Authorities Sound grasp of community issues
Objectives 1.3 Efficient and effective community service delivery
Strategies Ensure capacity for customer relationship management including complaints procedures and mechanisms for community feedback on service delivery Contribute and report to Local Authorities Provide a front counter customer service in each community Provide services for the hire and lease of Council facilities Provide services for the receipting of Council payments Provide internal mail and courier services
Measures Complaints and positive feedback are reported to the Administration – target 100% Complaints are acknowledged within 5 working days – target 90% Complaints are finalised within 15 working days – target 100% Local Authority Projects completed on Budget - target 90%
2019/20 Total Revenue: $3,454,824 Budget Total Expenditure: $3,020,073
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SERVICE DELIVERY PLAN – COMMUNITY ENGAGEMENT IN LOCAL GOVERNMENT
Governance & Administration of Council (2071)
Definition Governance is the function fulfilled by the elected members of the West Arnhem Regional Council and Council representation on other organisations or Council subsidiaries. Executive support is provided to enable elected members to discharge their duties and responsibilities.
Outcomes Effective, efficient, accountable and transparent leadership on behalf of the communities Well-developed strategic and corporate planning based on consultation
Objectives 1.4 Strong governance and leadership
Strategies Elected members are to participate in all Council, Committee and Local Authority meetings Elected members and senior staff are to be available to community members to discuss Council decisions, programs and projects either informally or through community meetings Non-confidential Agendas and Minutes of Council, Committee and Local Authority meetings are publicly available at the Council Offices in each community Implement ongoing training programs for Councillors Maintain records in accordance with legislation Produce the key policy and direction documents for the council (including the Regional Plan, Annual Reports and policies) Ensure advocacy and representation of Council interests through government, the private sector and the media Establish formal and informal mechanisms for community consultation on key issues and input into decision making Build effective relationships with governments, stakeholders, businesses and members of the public
Measures Council and Committee Meetings achieve a quorum – target 100% Council and Committee non-confidential Agendas and Minutes are publicly available three working days before a meeting (Agendas) and 10 working days after a meeting (Minutes) – target 100%
2019/20 Total Revenue: $0 Budget Total Expenditure: $611,087
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SERVICE DELIVERY PLAN – COMMUNITY ENGAGEMENT IN LOCAL GOVERNMENT
Administration of Local Authorities and Committees (2178)
Definition The provision of administrative services, training and relevant governance support for Committees and within the communities through Local Authorities.
Outcomes Governance and Local Authority support Reports and recommendations to Council Review of budgets and plans relevant to each community
Objectives 1.1 Communication that engages the community 1.3 Efficient and effective community service delivery 1.4 Strong governance and leadership
Strategies Provide ongoing administrative and secretarial support for Local Authority and Committee meetings Provide ongoing training programmes for Local Authority members. Maintain records in accordance with legislation
Measures 4 meetings of each Local Authority are held each financial year – target 100% Local Authority meetings are attended by at least one relevant Councillor and at least one manager – target 100%
2019/20 Total Revenue: $2,135,135 Budget Total Expenditure: $2,135,135
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SERVICE DELIVERY PLAN – COMMUNITY ENGAGEMENT IN LOCAL GOVERNMENT
Advocacy and Representation (2028)
Definition The Office of the Chief Executive provides the direction for the organisation in the areas of advocacy and representation. The Chief Executive Officer, in particular, focusses on effective engagement with members of the Jabiru Town Development Authority (JTDA).
Outcomes Advocacy and Representation on local and regional issues JTDA agendas, minutes, audited financial statements and Annual Report
Objectives 1.4 Strong governance and leadership
Strategies Ensure advocacy and representation of Council interests through government, the private sector and the media Establish formal and informal mechanisms for community consultation on key issues and input into decision making Build effective relationships with governments, businesses and members of the public Performance of the JTDA Agreement in accordance with the Schedule of Services
Measures Compliance with the JTDA Service Agreement – target 100%
2019/20 Total Revenue: $0 Budget Total Expenditure: $318,118
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SERVICE DELIVERY PLAN – LOCAL GOVERNMENT ADMINISTRATION
Financial Management (2025)
Definition Provide sound financial management to assist Council to make informed decision on the allocation of resources to meet Council objectives.
Outcomes Annual budgets and long term financial plans Financial performance and management reports Annual Report (annual financial statements and audits) Statutory returns Implement, review, update and report on Council Financial Management Efficient and effective implementation of policies, processes and control systems for the financial management of Council
Objectives 2.1 An effective, efficient and accountable Regional Council
Strategies Management of Council’s revenue and payable functions Manage and deliver on Council’s annual statutory and financial obligations Develop and implement sound asset accounting practices Develop and implement a financially sustainable long term financial plan, annual budget and periodic budget reviews Monitor and coordinate external funding provided through grants and commercial contracts
Measures Completion of end-of-month processes within 10 working days – target 100% Full compliance with statutory requirements – target 100% Audit qualifications – target 0
2019/20 Total Revenue: $2,446,482 Budget Total Expenditure: $862,165
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SERVICE DELIVERY PLAN – LOCAL GOVERNMENT ADMINISTRATION
Rates, Charges and Investments (2040 and 2109)
Definition The generation of rates and charges is the single most important source of internally generated revenue for Council. Coupled with this is the management of Council’s scarce financial resources including the return on investments.
Outcomes Monthly report on rates debtors Reports to the Executive on determining exempt land Property rates and charges notices Monthly reports on the return on investments
Objectives 2.1 An effective, efficient and accountable Regional Council
Strategies Maintain the Rates database including all property details Maintain the Rates Register Prepare the annual Rates Declaration Apply rates concessions as appropriate Determine the rateability of properties Manage and provide advice on Council’s investments in accordance with adopted policy Monitor returns on investments including roll-over of term deposits
Measures Full compliance with statutory requirements Percentage of Rates Debtors outstanding – target less than 5% Interest on Investments – target ≥$300,00 in 19/20
2019/20 Total Revenue: $2,350,096 Budget Total Expenditure: $25,600
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SERVICE DELIVERY PLAN – LOCAL GOVERNMENT ADMINISTRATION
Human Resources (2037 and 2039)
Definition The provision of human resource management services to all areas of the organisation to ensure that the organisation and employees meet their obligations of conditions of employment, training, and performance.
Outcomes Ensure high standards of professionalism and support for Council staff through appropriate human resource policies, plans and procedures Implement a recruitment and retention program with emphasis on local employment Develop appropriate internal organisational learning and development programs Support Indigenous employment opportunities through more effective use of training and employment schemes Staff performance management Employee counselling and dispute resolution
Objectives 2.2 A professional, skilled, safe and stable workforce
Strategies Review and implement policies and procedures in accordance with statutory requirements Develop a training program that meets WHS, staff and organisational needs Undertake annual performance appraisals Develop training for selection panels Develop a Work, Health and Safety Framework and Strategic Plan
Measures Policies and procedures are reviewed in accordance with the required timelines – target 100% Performance reviews completed within 30 days – target 90%
2019/20 Total Revenue: $0 Budget Total Expenditure: $746,108
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SERVICE DELIVERY PLAN – LOCAL GOVERNMENT ADMINISTRATION
Records Management (2035)
Definition Provide services to effectively manage Council’s current and historic records and information in accordance with statutory requirements including Freedom of Information and Privacy
Outcomes Develop and implement archiving and records management processes, policies and procedures Manage Council’s requests and compliance for Records Management Provide training and development for staff and management regarding Records Management
Objectives 2.3 Storage and retrieval of records processes which support efficient administration
Strategies Implement disposal schedule by sentencing and disposing of records Train staff in the use of InfoXpert Support staff to identify and save important records
Measures All new staff using InfoXpert receive training during their probation period – target 75% Increase in emails saved to InfoXpert by Manager level and above – target 10% increase on prior year Number of queries/requests telephoned or sent to records@ for support and responded to within 1 day – target 75% Sentence 50% of paper records in secondary storage.
2019/20 Total Revenue: $6,000 Budget Total Expenditure: $129,144
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SERVICE DELIVERY PLAN – LOCAL GOVERNMENT ADMINISTRATION
Risk Management (2036 and 2205)
Definition The provision of strategic and corporate management plans to reduce risk to the organisation resulting from the act of providing services, management of assets and infrastructure, and administrative functions.
Outcomes Risk management plan and risk register Administrative policies and procedures Internal and external audit recommendations Insurance policies Reports to the Audit Committee
Objectives 2.6 The minimisation of risks associated with the operations of Council
Strategies Update risk registers and ensure appropriate treatment plans are implemented Undertake internal audits as per audit plan Regular review of insurance premiums
Measures Internal audits completed as per adopted audit plan – target 100% Overall reduction of risk rating within the risk register – target 10% reduction
2019/20 Total Revenue: $248,777 Budget Total Expenditure: $772,989
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SERVICE DELIVERY PLAN – LOCAL GOVERNMENT ADMINISTRATION
Council Strategic Planning and Reporting (2029)
Definition Provide strategic leadership, planning, direction and management of Council’s corporate programs and activities ensuring efficient and effective service delivery.
Outcomes Regular reporting against Council’s strategic plans Development and implementation of Council plans, policy and decisions Regional Plan Annual Report Statutory returns
Objectives 2.4 Planning and reporting that informs Council’s decision-making processes
Strategies Provide strategic and operational leadership Lead development and implementation of Council plans, policy and decisions Manage council’s legislative compliance
Measures Compliance with statutory requirements – target 100% Develop and implement a strategic approach to seeking external grants by 30.6.2020
2019/20 Total Revenue: $0 Budget Total Expenditure: $384,019
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SERVICE DELIVERY PLAN – LOCAL GOVERNMENT ADMINISTRATION
IT and Communications (2038)
Definition Provide efficient/functional/reliable and cost effective information and communication technology to enable the organisation to achieve its strategic goals.
Outcomes Staff proficient and confident in the use of Information Technology resources Provision of a reliable and modern information technology infrastructure Provision of a relevant and effective Information Technology solution backed by a high level of availability, support and systems expertise. Provision of modern Information Technology solutions to maximise Service Delivery and attract forward thinking and progress staff to our organisation by providing them with an effective and relevant Information Technology solution Provision of new and innovative strategic business systems such as Project Management, Program Delivery, Time Management & Workflow solutions with an emphasis on business analysis and an effective implementation and related support services
Objectives 2.5 Effective and innovative Information Technology Solutions which maximise service delivery
Strategies Effectively plan for and deliver Council’s future technology needs through the provision of a well maintained & managed Information Technology Platform Optimise the delivery of Information Technology services and equipment to required work locations to meet staff and Service Delivery needs Optimise costs associated with Information Technology delivery, including communications, both fixed and mobile; data, voice and video services and staff equipment Provision of innovative, relevant and cost effective Information Technology solutions to solve service delivery challenges Provision of staff training and support services for all in house information technology systems Undertake a thorough analysis of Information Technology needs across the organisation with the intention of developing an Information Technology Strategic Plan
Measures Compliance with industry standard hardware maintenance and replacement schedule – target 90% Compliance with Industry standard service availability schedules Publication of ICT strategic plan by 31.12.2020
2019/20 Total Revenue: $587,363 Budget Total Expenditure: $762,955
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SERVICE DELIVERY PLAN – LOCAL INFRASTRUCTURE
Asset Management (2058)
Definition Manage and implement a Council wide framework for sustainable whole of life asset management to provide the desired level of service to the community.
Outcomes Develop, implement and maintain a corporate asset register Undertake cyclic condition assessments Collection and maintenance of asset information Forward works planning
Objectives 3.1 Infrastructure and asset management strategies appropriate to the needs of Council
Strategies Manage a Corporate Asset Management Strategy and asset management plans for defined asset classes Manage and review the renewal and replacement program Coordinate projects within communities Identify and develop an Asset Maintenance Tracking System that includes cyclical inspections.
Measures Implementation of the tracking system for identifying and capturing operations maintenance costs to be completed by 31.12.2020. Completion and adoption of a 10 year Strategic Asset Management Plan by 30.6.2020.
2019/20 Total Revenue: $0 Budget Total Expenditure: $132,489
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SERVICE DELIVERY PLAN – LOCAL INFRASTRUCTURE
Lighting for Public Safety, inc Street Lighting (2004)
Definition Upgrade street signs and traffic management infrastructure.
Outcomes Community street lighting is in a fit-for-purpose condition Asset management plans and policies Street lighting upgrade programs
Objectives 3.2 Safe and reliable roads, footpaths and street lighting
Strategies All assets are managed and maintained in accordance with plans and policies Develop and implement plans and policies for managing street lighting Implement proactive and reactive service request systems Minimise operational costs and maximise functionality of street lighting
Measures All non-functioning streetlights repaired bi-annually as per set program - 100% Repairs and Maintenance System implemented and records maintained for each community – target 100% Monthly audits conducted on street lights – documented, recorded and filed. -100% Functioning street lights per audit per community – target 80%
2019/20 Total Revenue: $0 Budget Total Expenditure: $61,100
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SERVICE DELIVERY PLAN – LOCAL INFRASTRUCTURE
Local Road Management and Maintenance (2009)
Definition The provision of serviceable and safe roads, footpaths and street furniture within the communities.
Outcomes Roads, footpaths and stormwater asset maintenance programs Road and footpath construction project programs Stormwater network upgrade programs Upgrade street signs and traffic management infrastructure
Objectives 3.2 Safe and reliable roads, footpaths and street lighting
Strategies Develop and schedule road, footpath and stormwater maintenance programs for each community Carry out hazard identification and road condition assessment report templates Investigate partnership opportunities with external service providers to reduce mobilisation costs Determine grading frequency of internal access roads for each community Continually monitor and carry out minor road repairs Develop and implement a traffic management plan for each community.
Measures Maintenance activities are carried out in accordance with the programs – target 100% Inspections and works required entered in asset database in all communities – target 100% Traffic Management Plan implemented and maintained for each community - target 30.6.2020.
2019/20 Total Revenue: $1,682,867 Budget Total Expenditure: $1,424,072
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SERVICE DELIVERY PLAN – LOCAL INFRASTRUCTURE
Maintenance Parks, Reserves, Open Spaces (2010 and 2017)
Definition The provision of community amenity through aesthetically pleasing parks, ovals, public open spaces and gazetted cemeteries.
Outcomes Mowing and slashing programs Watering of grassed areas Maintenance of cemeteries Parks & Open Spaces with established shade areas Well maintained playgrounds
Objectives 3.3 Attractive parks, gardens, streetscapes and open spaces
Strategies Develop and schedule maintenance programs for parks, ovals and reserves Undertake maintenance of gazetted cemeteries Undertake community consultation on the establishment of gazetted cemeteries in Gunbalanya and Maningrida Monitor the condition of footpaths, driveways and walkways throughout the region Inspection programs maintained for playgrounds, parks and open spaces
Measures Maintenance activities are carried out in accordance with the program budget – target 100% Percentage of known footpaths hazards made safe within 24 hours – target 85% Maintenance Programme maintained with all assets kept in a safe condition –target 100% Safety audits conducted on trees throughout the community that council is responsible for - 100% inspection performed as per the program. Community consultation in Minjilang and Maningrida regarding cemeteries to be completed by 30.6.2020
2019/20 Total Revenue: $1,612,050 Budget Total Expenditure: $3,698,508
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SERVICE DELIVERY PLAN – LOCAL INFRASTRUCTURE
Fleet, Plant and Equipment Maintenance (2016, 2019 and 2048)
Definition Management of Council’s vehicle, plant and equipment resources.
Outcomes A well maintained fleet of plant, vehicles and equipment Development and implementation of a strategic fleet asset management plan Fuel distribution facilities capable of safely meeting Council’s service delivery requirements
Objectives 3.4 Modern and well maintained fleet of plant and vehicles capable of meeting service delivery requirements
Strategies Carry out reviews of the strategic fleet asset management plan Maintain accurate vehicle, plant and equipment data Implement effective cost recovery mechanisms for use of Council’s vehicles, plant and equipment Continuously monitor vehicle usage in relation to compliance with Council policy Ensure vehicles, plant and equipment are fully serviced as per the strategic plan for the useful life of the asset Securely store Council vehicles after hours and when not in use Upgrade fuel distribution infrastructure to comply with relevant standards and business requirements Maintain adequate stock levels
Measures Vehicles inspected as per the strategic fleet management plan – target 100% Year-on-year comparison of maintenance costs – target 5% reduction Review and Monitor stocks purchased and used in community workshops - target 90% Repairs and maintenance requests performed in-line with the strategic plan
2019/20 Total Revenue: $1,185,233 Budget Total Expenditure: $974,433
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SERVICE DELIVERY PLAN – LOCAL INFRASTRUCTURE
Maintenance & Upgrade of Council-controlled Buildings (2008)
Definition Manage and maintain Council controlled buildings, facilities and fixed assets.
Outcomes Buildings, facilities and fixed assets are in a fit-for-purpose condition Asset management plans and policies
Objectives 3.5 Buildings, facilities and infrastructure assets that are fit for purpose and sufficient to service operational requirements
Strategies All assets are managed and maintained in accordance with plans and policies Investigate opportunities to source external funding for infrastructure upgrades Implement proactive and reactive service request systems Maintain accurate building infrastructure records Provide ongoing maintenance and capital upgrades to all Council controlled buildings Undertake measures aiming to reduce future reactive maintenance to Council controlled assets
Measures Upgrades/replacement estimates for each Asset identified for future funding requirements – target 100% Repairs and maintenance requests performed in line with the strategic plan – target 100% Building maintenance completed within budget – target 90% All Repairs and Maintenance records maintained for each community – target 100% Inspections carried out as per the asset inspection periods – target 100%
2019/20 Total Revenue: $559,224 Budget Total Expenditure: $1,267,550
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SERVICE DELIVERY PLAN – LOCAL INFRASTRUCTURE
Manage Staff Housing Tenancy (2049)
Definition Manage Council housing, furniture and fittings provided to Staff
Outcomes Furniture and fittings are in a fit-for-purpose condition Property management plans and policies
Objectives 3.5 Buildings, facilities and infrastructure assets that are fit for purpose and sufficient to service operational requirements
Strategies Ensure the appropriate policies and procedures are developed and implemented All tenancies are managed and maintained in accordance with the Residential Tenancies Act, and Council policies and procedures Carry out routine inspections of properties, furniture and fittings as per the procedures Entering data into service request systems to be actioned accordingly Maintain tenancy records in line with the requirements of the Residential Tenancies Act Secure funding for additional housing
Measures Complete tenancy management documentation in place for tenancies – target 100% RTA Tenancy requests responded to within allocated time frame – target 100% Inspection schedule adhered to – target 100% Identify maintenance requirements and enter into the Repairs and Maintenance System – target 90% Tenant damage is actioned and rectified within specified timeframes following tenancy inspections – target 100%
2019/20 Total Revenue: $1,552,320 Budget Total Expenditure: $1,126,243
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SERVICE DELIVERY PLAN – LOCAL INFRASTRUCTURE
Management & Maintenance of Swimming Pools (2015)
Definition Manage and maintain the community swimming pools in Maningrida and Jabiru for the general benefit and satisfaction of the community.
Outcomes Swimming pools are maintained and operated in a safe and culturally appropriate manner Cost efficient maintenance practices
Objectives 3.5 Buildings, facilities and infrastructure assets that are fit for purpose and sufficient to service operational requirements
Strategies Plant room operational procedures are documented for each pool Provide opening hours to meet the community requirements and to ensure reasonable operating costs Employ staff to meet supervision ratios and cultural needs Provide staff training to ensure plant operations are safe and efficient Review the outcome of the internal audit and implement actions deemed appropriate
Measures Plant Room kept clean and safe for operational requirements – target 100% Comparison of year-on-year operating costs – target maximum 10% increase Adherence to relevant legislation for pool attendants – target 100% Record daily attendance to ensure compliance with legislation
2019/20 Total Revenue: $62,400 Budget Total Expenditure: $557,397
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SERVICE DELIVERY PLAN – LOCAL INFRASTRUCTURE
Management and Administration of Local Laws (inc in 2012)
Definition Bylaws are developed by Council to regulate and control activities within the West Arnhem Region and in particular the Jabiru community. The development and enforcement of these bylaws ensures that Council’s infrastructure and assets are used appropriately so as to attract economic development and ensure community safety.
Outcomes Development and review of local laws
Objectives 3.6 The development and enforcement of laws that enhance economic development and community safety
Strategies Formulate a process for developing, implementing and enforcing bylaws Undertake community consultation and education regarding existing and proposed bylaws Work with the Local Government Association of the NT on the revision of existing bylaws and the development of new bylaws Ensure appropriate signage is in place where bylaws exist
Measures Conduct a review of Jabiru signage to ensure it is compliant with Jabiru bylaws by 30.6.2020 Attend LGANT meetings as required.
2019/20 Total Revenue: $0 – Budget included in Customer Relationship Management Budget Total Expenditure: $0
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SERVICE DELIVERY PLAN – LOCAL ENVIRONMENT HEALTH
Water & Sewerage Management (2143 and 2145)
Definition Management and maintenance of the town water supply and sewerage services in Jabiru.
Outcomes Management of groundwater bores (Jabiru) Management of water distribution network (Jabiru) Management of sewerage network (Jabiru)
Objectives 4.1 The provision of an environmentally and economically sound solid waste, water and sewerage services
Strategies Undertake the operation and maintenance of the groundwater bores Undertake the operation and maintenance of the water distribution network Undertake the operation and maintenance of the sewerage network
Measures Disruption to Jabiru town water supply – target nil occurrences Disruption to Jabiru sewerage network – target nil occurrences All potable water testing in Jabiru meets legislated standards – target 100% Implementation of the Internal audit recommendations relating to water treatment policies and procedures to be completed by 30.6.2020.
2019/20 Total Revenue: $2,513,728 Budget Total Expenditure: $573,105
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SERVICE DELIVERY PLAN – LOCAL ENVIRONMENT HEALTH
Waste Management (2013)
Definition The provision of domestic waste collection services in each community, and the management and maintenance of landfill sites as per the Environmental Protection Act (EPA).
Outcomes Domestic waste collection Landfill site management Licensed landfill sites where required by the Act
Objectives 4.1 The provision of an environmentally and economically sound solid waste, water and sewerage services
Strategies Provide regular domestic waste collection in each community Ensure landfills at each community are licensed and operate in accordance with Northern Territory Environment Protection Authority (NTEPA) requirements Plan for long term waste disposal needs Explore options for recycling materials for each community landfill
Measures Waste collections completed – target 100% Landfill sites remain operational – target 100% Licenced landfills to be achieved by 31.12.2020 (dependent upon responsiveness of NLC)
2019/20 Total Revenue: $2,209,005 Budget Total Expenditure: $2,960,384
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SERVICE DELIVERY PLAN – LOCAL ENVIRONMENT HEALTH
Companion Animal Control (2001)
Definition Manage and implement Council’s animal control bylaws and animal management plans.
Outcomes Dog control plan Community dog control bylaws Community consultation
Objectives 4.2 Implementation of sustainable dog management programs which improve the overall health and wellbeing of remote communities
Strategies Develop and implement a dog management plan Implementation of a Region-wide dog control bylaws with appropriate community consultation Develop effective relationships with the communities, Northern Land Council rangers, and National Park authorities Investigation of dog complaints Enforce dog registrations as required and breaches in accordance with approved bylaws
Measures Community consultation on dog bylaws completed by December 2020 Ensure compliance with Council By laws and the NT Animal Welfare Act. Comparison of year-on-year reported dog complaints – target 5% reduction
2019/20 Total Revenue: $2,690 Budget Total Expenditure: $28,180
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SERVICE DELIVERY PLAN – LOCAL CIVIC SERVICES
Library and Cultural Heritage Service (2144)
Definition The provision of free access to library and information services in Jabiru which assist in meeting the recreational, informational and cultural needs of the community.
Outcomes Written and spoken word resources Educational audio visual multi media Reference library resources Local history resources, including local languages Internet access/scanning/photocopying
Objectives 5.1 Facilitate the delivery of library and cultural heritage services
Strategies Develop a Culturally relevant Collection Development Policy Maintain a Culturally relevant Collection Provide variable opening hours to suit seasonal demand Manage and maintain library collections Plan prepare and present weekly Early childhood activities Consult and liaise with Reference Group
Measures Deliver library services within the overarching framework provided by the Guidelines, Standards and Outcomes Measures for Australian Public Libraries and Connected Communities: Vision for Northern Territory Public Libraries 2017 - 2023 – target 100% by 30.06.2020 Implement library outreach services to Gunbalanya by 30.06.2020.
2019/20 Total Revenue: $129,267 Budget Total Expenditure: $129,267
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SERVICE DELIVERY PLAN – COMMUNITY SOCIAL PROGRAMS
Community Care (3001, 3002, 3003, 3028, 3065, 3089)
Definition The provision of services that support and contribute to the safety and wellbeing of the older members of the community, people living with a disability, children and their families.
Outcomes High quality of care provided to recipients of Aged Care Support for carers through the delivery of respite activities Employment of aboriginal staff engaged in Aged Care services Support for people with disabilities to independently undertake daily living activities Provision of quality child care, early learning and school age care services.
Objectives 6.1 Social programmes that support the safety and wellbeing of community members.
Strategies The preparation and delivery of 2 meals per day to Aged and Disability clients Planned group activities at Community Care Centres Individualised personal support for Aged and Disability clients Transporting clients for shopping, banking, medical appointments, community and cultural ceremonies Centre-based wellbeing support Facilitation of reporting and compliance tasks for Aged, Disability and Childcare Provide meals for children at the Crèche Deliver early learning activities for child development
Measures Compliance with Home Support Activity Work Plans – target 100% Aboriginal employees engaged as frontline Aged Care workers – target 100% NDIS transition of all Disability clients – to be completed by 30.6.2020. Completed restructure of Warruwi and Minjilang Crèches with Jabiru Childcare by 31.12.2019.
2019/20 Total Revenue: $2,024,181 Budget Total Expenditure: $2,024,181
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SERVICE DELIVERY PLAN – COMMUNITY SOCIAL PROGRAMS
Community Safety (3004)
Definition The Community Safety Program provides community-based intervention initiatives that aim to establish and maintain safety for all community members.
Outcomes Divert Aboriginal people away from contact with the criminal justice system Increase personal and community safety, particularly for women and children Improve school attendance by ensuring that children are at home or in another safe location at night, with a parent or carer, so they are able to go to school every day
Objectives 6.1 Social programmes and services that support and contribute to the wellbeing of its community members
Strategies Provide a Night Patrol service in Minjilang, Warruwi and Gunbalanya Maintain operational relationships with the police at each location Participate and inform local community safety meetings Provide client referrals to local service providers Participate in community events that promote positive community wellbeing, such as “No More Violence” rally and night-time community events Staff enrolment in training opportunities which enhance and sustain appropriate community safety skills
Measures Review of Night Patrol operations model involving community consultation - completed by 31.12.2019. WARC Night Patrol operations manual and procedures – completed 30.06.2020.
2019/20 Total Revenue: $1,052,086 Budget Total Expenditure: $1,027,017
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SERVICE DELIVERY PLAN – COMMUNITY SOCIAL PROGRAMS
Gunbalanya Safe House (3087)
Definition The Gunbalanya Safe House is at the forefront of supporting and advocating for families and individuals who are experiencing domestic and family violence in the community of Gunbalanya.
Outcomes The Gunbalanya Safe House provides crisis accommodation and support to women and children escaping domestic and family violence
Objectives 6.1 Social programmes and services that support and contribute to the wellbeing of its community members
Strategies Safe House provides 24 hour 7 day a week support to clients who are impacted by domestic and family violence Provision of client accommodation up to 3 months Client referrals to services within Gunbalanya and externally to Darwin Participation in and informing Gunbalanya Community Safety meetings Facilitation and promotion of community events that build awareness of domestic and family violence, such as “No More Violence” rally and International Women’s Day Engage in the broader Northern Territory domestic and family violence sector Staff enrolment in training opportunities which enhance and sustain appropriate community safety skills Review of current safe House model and procedures
Measures Work with local staff to increase the competency levels in responding to Domestic and Family Violence, specifically intake, case management and safety planning with clients – review and report due 30.06.2020. Participate in the Specialist Homeless Service Collection by lodging data monthly to the Australian Institute of Health and Welfare Provide Statistical Profile Reports via SHIP - Client Management System – by 31.12.19 and 30.06.2020. Provide Territory Families with two narrative reports – reporting period 01.07.2019 – 31.12.2019 and 01.01.2020 – 30.06.2020.
2019/20 Total Revenue: $434,908 Budget Total Expenditure: $434,908
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SERVICE DELIVERY PLAN – COMMUNITY SOCIAL PROGRAMS
Youth and Community Development (2218, 3009, 3011, 3012, 3020, 3025, 3040, 3068, 3070, 3085, 3106)
Definition Delivery of youth, sport and recreation activities that enhance Indigenous people’s access to physical, emotional and social wellbeing with a focus on Indigenous recruitment and capacity building.
Delivery will be informed by a Community Development framework to ensure that activities are responsive to local preferences, assets and cultural contexts; are developed in consultation and collaboration with the community; and, build local capacity and foster safety and wellbeing, especially for young people.
Outcomes Regular sport and recreation activities, including competitions and carnivals that strengthen the safety, health, wellbeing and social inclusion of community members. Provision of school holiday programs, Remote Sports Voucher program, community events and specialised workshops that foster interest, skills and capacities in diverse activities. Recruitment of local Indigenous staff and providing opportunities for leadership and learning. Increased local ownership and capacity for self-organisation of sports and recreation activities. Targeted programs for vulnerable groups, especially younger people and children. Access to specialised support through referrals and stakeholder collaboration.
Objectives 6.1 Social programmes and services that support and contribute to the wellbeing of its community members
Strategies Recruit local Indigenous staff and support local capacity and leadership. Design and implement a Community Development framework, with a focus on young people. Design and deliver regular weekly programs, sports competitions and community events in consultation with community groups. Ensure delivery of holiday programs and support the delivery of the Remote Sports Vouchers Scheme. Design and deliver youth engagement programs in consultation with stakeholders. Build, utilise and document local assets and stakeholder relationships. Participate in regional planning processes with Youth, Sport and Recreation and Community Services teams; Ensure robust data collection systems and contribute to community knowledge. Promote, celebrate and report on activities and events on publications such as The Wire and on social media. Ensure compliance with state and federal law and funding requirements.
Measures Implementation of a regional Community Development framework with a focus on youth by 30.06.2020. Establishment of place based Youth Leadership Program for Minjilang, Warruwi, Gunbalanya and Maningrida by 30.06.2020 Implementation of restorative practice approaches for youth workers in Gunbalanya 30.06.2020.
2019/20 Total Revenue: $1,435,028 Budget Total Expenditure: $1,724,397
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SERVICE DELIVERY PLAN – COMMERCIAL SERVICES
Community Commercial Services
Definition The provision of commercial services that support and contribute to the wellbeing of community members.
Outcomes As required by the individual contractual agreement Invoicing for services provided Commercially acceptable returns from contract work
Objectives 6.2 The provision of Commercial Services which contribute to the economic functionality of Council’s communities.
Strategies Deliver commercial services in accordance with contractual arrangements Monitor contract performance and financial management Identify additional works that could generate additional income Renew existing contracts as they become available for tender Improve facilities for Visitor accommodation to enable positive returns
Measures All invoices raised and income received as per contract terms and conditions – target 100% Full compliance with contractual arrangements Review profits of Commercial Income versus Budget monthly Successful in retaining existing and procuring additional contracts – target 10% increase
2019/20 Total Revenue: $4,524,348 Budget Total Expenditure: $4,104,749
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BUDGET 2019-2020
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West Arnhem Regional Council - Regional Plan & Budget 2019-20
BUDGET 2019-20
The West Arnhem Regional Council proposes to adopt its budget for the 2019-20 financial year consistent with the provisions of the Local Government Act.
The following information is provided in accordance with the listed requirements.
The budget for a particular financial year must:
a) outline:
(i) the council's objectives for the relevant financial year; and
The objectives for the 2019-20 financial year are to deliver services and programs as outlined in the Regional Plan 2019-20. The primary focus of the Council is to deliver Core Services such as providing an administration centre in each community and undertake roads and parks maintenance and rubbish collection.
(ii) the measures the council proposes to take, during the financial year, towards achieving those objectives; and
The principal measures that the Council will be taking in 2019-20 will be to continue the measures introduced in 2014-15 to control operating costs in order to remain viable and to build up the plant and equipment fleet in order to have better resources to deliver the services to the communities. As part of this, Council will continue to dispose of plant and equipment that is unreliable and expensive to maintain in favour of new and economic equipment. The measures implemented in the past years have resulted in a healthier financial position which will guarantee a better level of services being delivered in the communities.
All sections of the operations, including Core, Commercial and Community Services, continue to be strictly monitored. The benefit of undertaking Commercial and Community Services programs and services on behalf of government departments and agencies will be assessed against the net benefit that the service or activity provides to the communities, as much as it will be assessed against the net income that the Council receives as a result of that work.
The Core Services activities are listed within the Regional Plan and define the expectations of the outputs/actions.
(iii) the indicators the council intends to use as a means of assessing its efficiency in achieving its objectives; and
The Regional Plan lists the indicators/measures that the Council intends to use to assess the quality and/or effectiveness of the planned outputs/actions.
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b) contain estimates of revenue and expenditure for the financial year (differentiating between
operating and capital expenditure); and
The Combined Budget 2019-20 as shown in the attachments contains the required information as specified.
c) state the amount to be allocated to the development and maintenance of each class of infrastructure for the financial year; and
Infrastructure is taken to include the following categories, and does not include Fleet, Plant and Equipment.
Item / Activity Category Operating Expenditure Capital Expenditure 2004 Street lighting $61,100 - 2008 Buildings (not staff housing) $1,267,550 - 2009 Local Roads $1,424072 - 2013 Waste Management $2,960,384 - 2015 Swimming Pools $557,397 - 2017 Parks and Public Open Spaces $3,631,008 - 2049 Staff Housing $1,126,243 - 2143 Water Management $457,097 - 2145 Sewerage Management $123,000 -
d) state the amount the council proposes to raise by way of rates, and set out the rates structure, for the financial year; and
The full Declaration of Rates and Charges West Arnhem Regional Council 2019-20 under Part 11 of the Local Government Act is included as an appendix (1) to this report. The précis of rates and charges to be levied is as follows:
Rate or Application Rate or Amount Total to be Raised Charge Rate Residential - Jabiru 2.395 cents per dollar/min. charge $847.00
Rate Residential - ALRA 1.786 cents per dollar/min. charge $847.00 Rate Multiple Dwelling - Jabiru 4.78 cents per dollar/min. charge $1,088.00 Rate Commercial - Jabiru 7.989 cents per dollar/min. charge $1,412.00 $2,040,489 Rate Commercial - ALRA 2.662 cents per dollar/min. charge $1,448.00 Rate Commercial – Other 2.662 cents per dollar/min. charge $1,448.00 Conditional rating Rate 0.0306 cents per dollar/ min. charge $376.45 - (pastoral) Rate Conditional rating (mining) 0.3475 cents per dollar/min. charge $890.96 $9,607 Charge Garbage – Residential $665.00 $898,325 Charge Garbage – Commercial $1,163.00 TOTAL $2,948,421
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e) contain an assessment of the social and economic effects of its rating policies; and
The rates and charges are the largest source of revenue for the Council other than operating grants from the Territory Government and from the Commonwealth Government through the NT Grants Commission.
The largest ratepayers are the NT Government and Energy Resources Australia. Between the two organisations they pay 62% of the rates across the five locations. When looking at the capacity to pay more, the Council also needs to be mindful of the total amount being paid. This is not the case for most mainstream Councils because they would be dealing with many individual ratepayers so the net impact on an individual ratepayer faced with increasing rates is substantially less.
Another aspect to note is the lack of opportunity for the Council to increase the number of rateable properties. Therefore the spread of the rate burden is not likely to change for the foreseeable future.
f) state the allowances for members of the council for the financial year and the amount budgeted to cover payment of those allowances.
The amounts included in the budget are listed as follows:
a) Base and Electoral Allowances
Ordinary Council Deputy Principal Allowance Member Member Principal Member
Base Allowance $13,442.75 $27,637.93 $74,742.90
Electoral Allowance $4,919.13 $4,919.13 $19,672.93
TOTAL $18,361.88 $32,557.06 $94,415.83
b) Professional Development Allowance
Ordinary Council Deputy Principal Allowance Member Member Principal Member
Professional Development Allowance $3,734.50 $3,734.50 $3,734.50
c) Extra Meeting Allowance
Deputy Principal Allowance Ordinary Council Member Member Principal Member
Extra Meeting Allowance $145.00 per meeting (to a $0.00 $0.00 maximum of $8,961.83 per annum)
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d) Acting Principal Member
Allowance Amount
Daily Rate $260.04
Maximum Claimable - (90 days) $23,403.60
e) Local Authority Member
Ordinary Local Authority Allowance Member Local Authority Chairman
Meeting Allowance $129.00 $173.00
The detailed Schedule of Fees and Charges 2019-20 is included as Appendix 2.
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Budget Summary 2019-20
2019-20 Budget Net Income / Income Expenditure (Expenditure) $ $ $
Council Core Services
Community Engagement in Local Gov't 3,457,824 3,826,730 (368,906)
Local Gov't Administration 5,638,718 4,074,182 1,564,536
Local Infrastructure 6,654,094 9,241,793 (2,587,699)
Local Environmental Health 4,725,423 3,561,670 1,163,753
Local Civic Services 129,267 129,267 -
One-off Core Grant funding 2,895,135 2,895,135 -
Total Core Services 23,500,460 23,728,776 (228,315)
Non-Council Services
Commercial Operations 4,524,348 4,104,749 419,599
Community Services 4,946,203 5,137,418 (191,215)
Total Non-Council Services 9,470,552 9,242,167 228,384
Total 32,971,012 32,970,943 69
Non-Current Assets
Capital Items 218,688 218,757 (69)
Total Surplus / (Deficit) 33,189,700 33,189,700 -
The detailed Budget 2019-20 by individual Activity is included in the Appendices (4). Minor variations are due to rounding.
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Budget 2019-20 by Community & Account Category
TOTAL COUNCIL Region Gunbalanya Jabiru Maningrida Minjilang Warruwi
$ $ $ $ $ $ $ Operating Revenue Rates 5,410,149 - 444,950 3,996,544 747,511 86,852 134,291 Council Fees and Charges 276,670 19,000 65,870 71,590 80,240 22,920 17,050 Operating Grants 13,330,940 9,076,328 1,490,756 163,907 1,251,160 534,527 814,262 Investments 303,500 303,500 - - - - - Allocations 8,808,442 4,364,695 1,179,024 750,176 1,569,124 528,543 416,880 Other Income 81,060 2,050 15,000 16,610 33,000 6,800 7,600 Agency and Commercial Services 4,760,251 82,000 1,326,660 793,213 1,022,904 841,404 694,070 Total Operating Revenue 32,971,012 13,847,573 4,522,261 5,792,040 4,703,939 2,021,046 2,084,153
Operating Expenditure Employee Expenses 17,202,048 5,221,682 3,406,849 2,557,031 2,712,043 1,673,286 1,631,157 Contract and Material Expenses 9,725,270 695,662 2,278,231 1,762,843 3,166,414 828,798 993,322 Finance Expenses 10,280 4,800 1,500 1,260 600 1,400 720 Travel, Freight and Accommodation 750,697 203,636 93,627 70,398 116,661 143,734 122,640 Fuel, Utilities and Communications 1,904,149 397,503 363,601 343,060 334,071 304,156 161,758 Other Expenses 3,378,500 1,301,319 629,350 228,069 444,078 394,585 381,098 Total Operating Expenditure 32,970,943 7,824,602 6,773,159 4,962,661 6,773,867 3,345,959 3,290,695
Net Operating Surplus / (Deficit) 69 6,022,971 (2,250,898) 829,379 (2,069,928) (1,324,913) (1,206,542)
Non Current Assets Capital Grants and Contributions 218,688 25,000 193,688 - - - - Capital Expenditure 218,757 - 218,757 - - - - Capital Surplus / (Deficit) (69) 25,000 (25,069) - - - - Total Surplus / (Deficit) (0) 6,047,971 (2,275,967) 829,379 (2,069,928) (1,324,913) (1,206,542)
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LONG TERM FINANCIAL PLAN DISCUSSION
The Budget which has been developed for 2019-20 feeds into the long term financial planning of Council. This planning is restricted by a series of unknowns in regards to a range of commercial and community services related programs and contracts.
Commercial and agency contracts represent a significant revenue stream for the Council in management and administration fees. The programs also assist in subsidising other core service activities such as human resources, administration and infrastructure services.
The sustainability of the Council is dependent upon stable, long term grant funding arrangements with the Australian Government and the Northern Territory Government. Changes in these arrangements and in existing commercial and agency contracts have the potential to disrupt the Council’s capacity to deliver core services to the communities.
Key assumptions of the long-term financial plan:
All current core services will continue to be provided by the Council.
Grant-funded (community) services have been considered only where experience shows that the funding is recurrent since the Council hasn’t been advised, at the time of preparing the long term financial plan, of what funding will be available for the next 4 financial years. Estimates are based on original arrangements provided to the Council.
There will be no significant adverse change in government policies impacting upon the operation of the Council.
Overall CPI increases assumed is 2.5% per year.
There are no additional major initiatives planned over the next four years, outside the goals outlined in the Regional Plan. This is due to major initiatives being wholly dependent on additional funding and there is currently no indication of significant increases that would enable major initiatives to be considered.
The repairs, maintenance, management and development of infrastructure is intended to continue at the same level as detailed in the current year budget with increases in line with inflation.
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Long Term Financial Plan
2019-20 Budget 2020-21 Budget 2021-22 Budget 2022-23 Budget Net Income / Income Expenditure Income Expenditure Income Expenditure Income Expenditure (Expenditure) $ $ $ $ $ $ $ $ $ Council Core Services Community Engagement in Local Gov't 3,457,824 3,826,730 (368,906) 3,544,269 3,922,398 3,632,876 4,020,458 3,723,698 4,120,969
Local Gov't Administration 5,638,718 4,001,097 1,637,621 5,779,685 4,101,124 5,924,178 4,203,652 6,072,282 4,308,743
Local Infrastructure 6,654,094 9,241,793 (2,587,699) 6,820,446 9,472,837 6,990,958 9,709,658 7,165,731 9,952,400
Local Environmental Health 4,725,423 3,561,670 1,163,753 4,843,559 3,650,712 4,964,648 3,741,980 5,088,764 3,835,529
Local Civic Services 129,267 129,267 - 132,499 132,499 135,811 135,811 139,206 139,206
One-off Core Grant funding 2,895,135 2,895,135 - 2,967,513 2,967,513 3,041,701 3,041,701 3,117,744 3,117,744
Total Core Services 23,500,460 23,655,690 (155,230) 24,087,972 24,247,084 24,690,171 24,853,261 25,307,425 25,474,591 Non-Council Services Commercial Operations 4,524,348 4,104,749 419,599 4,637,457 4,207,368 4,753,394 4,312,552 4,872,228 4,420,367
Community Services 4,946,203 5,210,503 (264,300) 5,069,858 5,340,835 5,196,605 5,474,356 5,326,520 5,611,215
Total Non-Council Services 9,470,552 9,315,252 155,299 9,707,316 9,548,203 9,949,998 9,786,908 10,198,748 10,031,582
Total 32,971,012 32,970,943 69 33,795,287 33,795,287 34,640,169 34,640,169 35,506,173 35,506,173
Non-Current Assets Capital Items 218,688 218,757 (69) - - - Total Surplus / (Deficit) 33,189,700 33,189,700 - - - -
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APPENDICES
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1) DECLARATION OF RATES & CHARGES 2019-20
West Arnhem Regional Council
Rates Declaration 2019/2020
Notice is hereby given, pursuant to Chapter 11 of the Local Government Act, that the following rates and charges were declared by West Arnhem Regional Council at the Council Meeting held on 10 July 2019 in respect of the financial year ending 30 June 2020.
For the purpose of this declaration:
“Aboriginal Means the properties in the communities of Gunbalanya, Minjilang, Community Living Maningrida and Warruwi being an area that has either been granted as an Area” Aboriginal community living area under Part 8 of the Pastoral Land Act (or the corresponding previous legislative provisions) or an area that the Minister has designated by Gazette notice as an Aboriginal community living area. “The Act” Means the Local Government Act 2008 as in force at 12 April 2017. “Rateable land” As defined at section 141 of the Act. “Conditionally rateable As defined at section 142 of the Act. land” “Residential purposes” Means rateable land used or capable of being used for residential purposes. “Commercial Means rateable land used for commercial, industrial, community or other purposes” business purposes and irrespective of any intention to profit from such use. “single dwelling” Means a dwelling house, flat or other substantially self-contained residential unit or building on residential land and includes a unit within the meaning of Unit Titles Act. . Self-containment is where all the rooms (including kitchen, bathroom and toilet) in a household’s accommodation are behind a single door which only that household can use. “Multiple dwelling” Means allotments that contain two or more dwellings for separate households. These include but is not limited to apartments, flats, block of units, townhouses, row housing, duplex, triplex, etc. “Residential dwelling” Comprises only one dwelling or self-contained residential unit or household. “garbage collection Comprises a kerbside collection service of up to three garbage collection service” visits per week with a maximum of one 240 litre mobile bin per garbage collection visit. Pensioner Refers to residents eligible for a concession under the NT Pensioner and Carer Concession Scheme.
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Rates
West Arnhem Regional Council (“the Council”) made the following declaration of rates pursuant to Chapter 11 of the Act.
1. Pursuant to Section 149(1) of the Act, Council adopts, as the basis of determining the assessed value of all allotments in the Council area, the unimproved capital value (UCV) as it appears on the valuation roll prepared by the Valuer-General under the Valuation of Land Act.
2. The Council, pursuant to section 155 of the Act declared that it intends to raise, for general purposes by way of rates, the amount of $2,050,096 by the application of differential rates with differential minimum charges being payable in application of each of those differential rates for the financial year ending 30 June 2020.
3. The Council declared the following rates:
(a) With respect to every allotment of rateable land within the township of Jabiru that is used for residential purposes and classified as adapted for single dwelling occupancy, a differential rate of 0.02395 of the assessed value of such land with the minimum charge of $847.00 being payable in the application of that differential rate;
(b) With respect to every allotment of rateable land within the township of Jabiru classified as adapted for multiple dwelling occupancy a differential rate of 0.04780 of the assessed value of such land with the minimum charge of $1,088.00 being payable in the application of that differential rate;
(c) With respect to every allotment of rateable land owned by a Land Trust or Aboriginal Community Living Area within the council area that is used for residential purposes, a differential rate of 0.01786 of the assessed value of such land with the minimum charge of $847.00 being payable in the application of that differential rate;
(d) With respect to every allotment of rateable land within the township of Jabiru that is used for commercial purposes a differential rate of 0.07989 of the assessed value of such land with the minimum charge of $1,412.00 being payable in the application of that differential rate;
(e) With respect to every allotment of rateable land owned by a Land Trust or Aboriginal Community Living Area within the region area that is used for commercial purposes a differential rate of 0.02662 of the assessed value of such land with the minimum charge of $1,448.00 being payable in the application of that differential rate;
(f) With respect to every allotment of conditionally rateable land within the council area:
Pastoral Leases A differential rate of 0.000306 of the assessed value of all land held under a pastoral lease, with the minimum charge of $376.45 being payable in the application of that differential rate;
Mining Tenements A differential rate of 0.003475 of the assessed value of all land occupied under a mining tenement, with the minimum charge of $890.96 being payable in the application of that differential rate;
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(g) With respect to every allotment of rateable land within the Council area not otherwise described elsewhere in this declaration, a differential rate of 0.00887 of the assessed value of such land with the minimum charge of $1,448.00 being payable in the application of that differential rate.
Charges
Garbage Collection charges
4. Pursuant to Section 157 of the Act, the Council declared the following charges in respect of garbage collection services it provides for the benefit of all land within the following designated communities and townships within the council area (except such land as Council from time to time determines to be exempt or excluded from the provision of such services or for which the Council has determined it is impractical to provide such services).
5. The designated communities and townships within the council area are Gunbalanya, Jabiru, Maningrida, Minjilang and Warruwi.
6. The following charges were declared:
(a) A charge of $665.00 per annum for each garbage collection service provided to, or which Council is willing and able to provide to, each residential dwelling within the designated communities and townships above.
(b) Other than a residential dwelling to which paragraph 6(a) applies, a charge of $1,163.00 per annum for each allotment used for commercial, industrial or community use purposes in respect of each garbage collection service provided to, or which Council is willing and able to provide to, each such allotment within the designated communities and townships above.
Sewerage and water charges
7. Pursuant to Section 157 of the Act, the Council declared the following charges in respect of water supply and sewerage services it provides for the benefit of all land within the township of Jabiru (except such land as Council from time to time determines to be exempt or excluded from the provision of such services or for which the Council has determined it is impractical to provide such services).
8. The charges are declared in accordance with the Pricing Order as may be declared from time to time throughout the financial year under Section 60(5) of the Water Supply and Sewerage Services Act.
Payment dates
9. Pursuant to Section 161 of the Act, the Council determined that rates, garbage and sewerage charges for the year 1 July 2019 to 30 June 2020 inclusive, shall be due and payable by 30 September 2019.
10. A concession will be provided to eligible residents who qualify under the NT Pensioner and Carer Concession Scheme
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11. Payments falling due on a weekend or public holiday may be paid by the following business day, without incurring any penalty.
(a) details of due dates and specified amounts will be listed on the relevant rates notice under Section 159 of the Act (“the Rates Notice”).
(b) variations to those options for payment will be administered according to the conditions outlined on the front and reverse of the Rates Notice.
A ratepayer who fails to abide by such conditions may be sued for recovery of the principal amount of the rates and charges, late payment penalties, and costs reasonably incurred by Council in recovering or attempting to recover the rates and charges.
Relevant interest rate
12. The Council fixes the relevant interest rate for the late payment of rates and charges in accordance with Section 162 of the Act at the rate of 11% per annum which is to be calculated on a daily basis.
Brian Hylands - Chief Executive Officer For further details please contact West Arnhem Regional Council Executive Manager Corporate Services on 8979 9444.
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2) SCHEDULE OF FEES AND CHARGES 2019-20
The following fees and charges apply to all Service Delivery Centres unless otherwise stated. A 10% discount can be provided to Pensioners upon appropriate documentation being shown.
2019/20 RATE DESCRIPTION QUANTITY $ (GST incl)
AFTER HOURS CALL OUT / SERVICE FEE This call out fee applies to any service provided outside of Council's business hours Call out charge Each 330.00
GENERAL ADMINISTRATION Laminating (A4 and A5) Each 5.00 Laminating (Credit card size) Each 4.00 Printing & Photocopying (A4, Black and White) Per page 0.30 Printing & Photocopying (A4, Colour) Per page 1.00 Printing and Photocopying (A3, Black and White) Per page 0.60 Printing and Photocopying (A3, Colour) Per page 2.00 Scanning (max A3) Per page 0.70 Faxing Per transaction 2.00 Binding (1-50 double sided pages) Per document 10.00 Binding (51+ double sided pages) Per document 15.00 Passport Photo Per set of 6 Photos 18.00 Key Cutting (including blank key) Each 12.00
REPORTS / POLICIES / APPLICATIONS Annual Report Each 30.00 Regional Plan Each 20.00 Copy of policies / bylaws / documents Per double sided page 0.50 Freedom of Information Search (through Jabiru Office only): Personal Information - Application Fee Each Free - Search Fee beyond 2 hours 25.00 Non-Personal Information - Application Fee Each 30.00 - Search Fee Per hour 25.00 - Consideration of Application Per hour 25.00 - Supervising Examination of Information Per hour 25.00
TOWN HALL OR MEETING / TRAINING ROOMS Meeting room Up to 4 hours 270.00 Meeting room Full day (office hours only) 370.00 Meeting room Bond (ad hoc users only) Per use 108.00 Town Hall (Jabiru) - Hall only Up to 4 hours 155.00
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2019/20 RATE DESCRIPTION QUANTITY $ (GST incl)
TOWN HALL OR MEETING / TRAINING ROOMS (Cont’d) Town Hall (Jabiru) - Hall only Up to 4 hours 155.00 Town Hall (Jabiru) - Hall and toilets Up to 4 hours 260.00 Town Hall (Jabiru) - Hall, toilets and kitchen Up to 4 hours 360.00 Town Hall (Jabiru) - Bond Per use 500.00 Town Hall (Jabiru) - Cleaning Hall only Per use (if not cleaned by user) 155.00 Town Hall (Jabiru) - Cleaning fee - Hall and toilets Per use (if not cleaned by user) 220.00 Town Hall (Jabiru) - Cleaning fee - Hall, toilets and kitchen Per use (if not cleaned by user) 290.00 Video Conferencing facilities Per hour, min. 1 hr 150.00 Video Conferencing facilities 1/2 Day (max 3 hrs) 400.00 Teleconference facilities Per hour, min. 1 hr 100.00
PORTABLE ASSETS Chairs (Non-meeting room use) Per chair/day 3.00 Tables (Non-meeting room use) Per table/day 4.00 Tables & chairs Bond Per use 100.00 Overhead or digital projector and screen Per hour 30.00 Overhead or digital projector and screen (Bond) Per use 100.00 Portable whiteboard or screen Per hour, min 1 hr 20.00 Portable whiteboard or screen (Bond) Per use 50.00
ADVERTISING - Wire publication Advertising Rates Full page (Black and white) Per advert/notice 162.00 Full page (Colour) Per advert/notice 203.00 Half page (Black and white) Per advert/notice 95.00 Half page (Colour) Per advert/notice 123.00 Up to, and including Quarter page (Black and white) Per advert/notice 72.00 Up to, Quarter page (Colour) Per advert/notice 82.00 Insert (Black and white) Per advert/notice 193.00 Insert (Colour) Per advert/notice 265.00 Insert (Self prepared) Per advert/notice 139.00 Electronic Edition Ad (full page with hyperlink) Per advert/notice 72.00
LIBRARY (JABIRU ONLY) Used Paper backs Each 4.00 Used Hardcover books Each 6.00 Overdue notice (first notice) Per book 2.70 Overdue notice (second notice) Per book 7.70 Overdue notice (third notice) Per item Replacement cost Overdue notice administration fee Per notice 5.50 WI-FI BYO device N/A Free
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2019/20 RATE DESCRIPTION QUANTITY $ (GST incl)
LIBRARY (JABIRU ONLY) (Cont’d) Internet/Email (non library members) 20 mins 2.00 Internet/Email (non library members) 40 mins 4.00 Internet/Email (non library members) 1 hour 6.00 Printing A4 B/W per sheet per sheet 0.40 Printing A4 Colour per sheet 1.10
FUNERAL PLOTS (JABIRU ONLY) Funeral plots (includes opening and closing of grave) Each 930.00
CONTROL OF DOG BYLAWS (JABIRU ONLY) per dog per year (ending Registration of Entire Dog (without microchip) - Jul to Dec 60.00 financial year) per dog per year (ending Registration of Entire Dog (without microchip) - Jan to Jun* 30.00 financial year) per dog per year (ending Registration of Entire Dog (with microchip) - Jul to Dec 50.00 financial year) per dog per year (ending Registration of Entire Dog (with microchip) - Jan to Jun* 25.00 financial year) per dog per year (ending Registration of De-sexed Dog (without microchip) - Jul to Dec 30.00 financial year) per dog per year (ending Registration of De-sexed Dog (without microchip) - Jan to Jun* 15.00 financial year) per dog per year (ending Registration of De-sexed Dog (with microchip) - Jul to Dec 20.00 financial year) per dog per year (ending Registration of De-sexed Dog (with microchip) - Jan to Jun* 10.00 financial year) Registration of a Dog trained for the Blind or Hearing per dog per year (ending Free Impaired financial year) Tag replacement fee per tag 9.00 Release fee (includes first day charge) Per instance 100.00 Pound charge per day (after day one) 50.00 Additional Release Fee (out of business hours) by prior Per instance (refer call out Fee) 330.00 arrangement only
* Option available only for new dog registrations made between January and June 2020
PARKS, ROADS AND PUBLIC AREAS Stallholders permit (Jabiru only) Per stall 32.00 Hire of Sport oval - individual residents Per use Free Hire of Sport oval - organisations Per event (max 8 hours) 125.00 Use of lights Per hour 10.00 Sign permit fee Annual 69.00 Road Work Permits Per permit 100.00
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2019/20 RATE DESCRIPTION QUANTITY $ (GST incl)
STAFF / LABOUR After hours services will be charged at a 50% rate increase for weekdays after 4:30 PM and 100% rate increase for weekends Site Supervisor Per hour, min. 1 hr 134.00 Administration Assistant Per hour, min. 1 hr 75.00 Trade person (plumbing, electrical, painter etc) Per hour, min. 1 hr 117.00 Trade assistant Per hour, min. 1 hr 69.00 Plant Operator Per hour, min. 1 hr 90.00 Cleaner Per hour, min. 1 hr 55.00
ACCOMMODATION Guest house room / contractors quarters / bed in dorm Per person/night 130.00 room Guest house room / contractors quarters / bed in dorm Per week (Monday to Sunday) 640.00 room Self contained Cabin / Unit Per cabin/night 150.00 Self contained Cabin / Unit Per week (Monday to Sunday) 750.00 Extra cleaning charges Per instance 35.00
SWIMMING POOL COMPLEX (JABIRU & MANINGRIDA) Casual entry (adult) Each 4.00 Casual entry (13 to 17 years) Each 2.00 Child (0 to 12 years) Each Free 10 Pool Pass (13 to 17 years) Person 18.00 10 Pool Pass (adult) Person 36.00 30 Pool Pass (13 to 17 years) Person 38.00 30 Pool Pass (adult) Person 76.00 Season Pass adult (3 months) Person 100.00 Season Pass - 13 to 17 years (3 months) Person 50.00 Season Pass adult (12 months) Person 260.00 Season Pass - 13 to 17 years (12 months) Person 130.00 Hour (outside of operational Pool Hire Charge 100.00 hours) Pool Hire Charge (Bond) Per use 365.00 Swimming Lesson Each 10.00 Swimming Lessons 5 lessons bulk 40.00 Pool Inflatable charge Per hour 100.00 Pool Aqua Fitness includes entry Session 10.00 Pool Aqua Fitness includes entry 10 sessions bulk 80.00
WASTE COLLECTION AND LANDFILL DUMPING FEES 240ltr Wheelie Bin Replacement Each 135.00 Commercial dumping fees Per cubic metre 50.00
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2019/20 RATE DESCRIPTION QUANTITY $ (GST incl)
WASTE COLLECTION AND LANDFILL DUMPING FEES (Cont’d) Car/vehicles Bodies - Dumping only Each 95.00 Car/vehicles Bodies - Removal & Dumping Each 250.00 Sullage Charge Per litre 0.59 White Goods (wash mach, fridge, A/C, freezer) - Commercial Per item 50.00
PLANT & MISCELLANEOUS HIRE All plant hire rates are for cost of machinery only, operator must be added and charged accordingly. No dry hire without the express permission of the RMSD. Half day blocks are for Motor vehicles only, from 8:00 AM to 12:00 PM and 12:00 PM to 4:00 PM Cement mixer (full day hire only) Per day 130.00 Utility vehicle (no recreational use permitted) Per half day block 140.00 Utility vehicle (no recreational use permitted) per day 225.00 Utility vehicle (no recreational use permitted) per week (Mon to Sun) 1,165.00 Backhoe / Mini Excavator Per day 360.00 Traxcavator (Gunbalanya, Jabiru and Maningrida only) Per day 1,065.00 Front end loader (over 13 tonne) Per day 720.00 Excavator (20/25 tonne) (Gunbalanya and Warruwi only) Per day 1,120.00 Motor grader Per day 740.00 Roller - smooth drum (Gunbalanya only) Per day 280.00 Skid steer loader (with attachments) Per hour, min. 4 hrs 75.00 Skid steer loader (with attachments) Per day 360.00 Tractor with slasher Per hour, min. 4 hrs 70.00 Tractor with slasher Per day 280.00 Truck - flat top or tipper (Up to 10 tonne) Per hour, min. 4 hrs 70.00 Truck - flat top or tipper (Up to 10 tonne) Per day 280.00 Truck - flat top or tipper (over 10 tonne) Per day 480.00 Truck - with water tank Per hour, min. 4 hrs 80.00 Truck - with water tank Per day 340.00 Trunk - Large Tipper & Tag Trailer (Gunbalanya) Per hour, min. 4 hrs 110.00 Trunk - Large Tipper & Tag Trailer (Gunbalanya) Per day 570.00 Water Jetter Per hour, min. 1 hr 280.00 Small Drum Roller Per Hour min 1hr 190.00
Concrete Batching Plant Gunbalanya only Batching Plant dry hire (Gunbalanya only) Per m3 135.00 Plant dry hire for batching plant Per m3 60.00 Concrete 25mpa delivered (in Community) Minimum 4m3 Per m3 600.00 (Gunbalanya only) Concrete 32mpa delivered (in Community)Minimum 4m3 Per m3 690.00 Concrete 40mpa delivered (in community)Minimum 4m3 Per m3 775.00 Concrete Test Samples per test 265.00 Retartor on request only Per litre 12.00
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2019/20 RATE DESCRIPTION QUANTITY $ (GST incl)
Concrete Batching Plant Gunbalanya only (Cont’d) Agitator hire only Per hour, min. 4 hrs 500.00
Miscellaneous Equipment Barbeque (where available) Per day 25.00 Barbeque (Bond) Per use 50.00
STORAGE FEES Container Storage Per Week 120.00
WATER & SEWERAGE (JABIRU ONLY) Water and sewerage tariffs and charges are regulated by the Territory Government via a Water and Sewerage Pricing Order issued by the Regulatory Minister. Water usage Per Kilolitre 1.9613 Up to 25mm Fixed daily Charge 0.8190 26 – 40mm Fixed daily Charge 2.0969 41 – 50mm Fixed daily Charge 3.2694 51 – 100mm Fixed daily Charge 13.2087 101 – 150mm Fixed daily Charge 29.4831 151 – 200mm Fixed daily Charge 52.4279 0-2 SF Fixed Charge 826.10 826.10 + 562.40 3 SF TO 24 SF Per Fitting over 2 ea extra fitting 13,198.90 + 527.55 25 SF TO 49 SF Per Fitting over 24 ea extra fitting 26,387.65 + 489.79 50 SF TO 99 SF Per Fitting over 49 ea extra fitting 50,877.15 + 455.09 100 SF TO 149 SF Per Fitting over 99 ea extra fitting 73,631.65 + 440.70 >149 SF Per Fitting over 149 ea extra fitting Sewerage Dumped Waste Disposal Per Kilolitre 59.00
CHILDCARE CENTRE (JABIRU ONLY) Gecko Room (Full day) Per child per day 101.00 Gecko Room (Full day weekly) Per child per week 461.00 Possum Room (Full day) Per child per day 98.00 Possum Room (Full day weekly) Per child per week 451.00 Barramundi Room (Full day) Per child per day 89.00 Barramundi Room (Pre School half day) Per child per day 62.00 Barramundi Room (Full day weekly) Per child per week 410.00
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3 ) BUDGET 2019-20 BY ACTIVITY – SUMMARY
Operational Capital Total WHOLE OF COUNCIL $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result
CORE SERVICES UNTIED
Administration & Customer Management 3,454,824 3,020,073 434,751 - - - 3,454,824 3,020,073 434,751 2012 - Community Service Delivery 3,454,824 3,020,073 434,751 - - - 3,454,824 3,020,073 434,751
Advocacy and Representation - 318,118 (318,118) - - - - 318,118 (318,118) 2028 - Executive leadership CEO - 318,118 (318,118) - - - - 318,118 (318,118)
Animal Control 2,690 28,180 (25,490) - - - 2,690 28,180 (25,490) 2001 - Dog control 2,690 28,180 (25,490) - - - 2,690 28,180 (25,490)
Asset Management - 132,489 (132,489) - - - - 132,489 (132,489) 2058 - Manage Assets - 132,489 (132,489) - - - - 132,489 (132,489)
Buildings & Facilities 2,111,544 2,393,794 (282,250) - - - 2,111,544 2,393,794 (282,250) 2008 - Maintain & construct council controlled buildings & land 559,224 1,267,550 (708,326) - - - 559,224 1,267,550 (708,326) 2049 - Maintain staff houses 1,552,320 1,126,243 426,077 - - - 1,552,320 1,126,243 426,077
Council Planning and Reporting - 384,019 (384,019) - - - - 384,019 (384,019) 2029 - Manage Corporate Services - 384,019 (384,019) - - - - 384,019 (384,019)
Financial Management 2,446,482 862,165 1,584,317 - - - 2,446,482 862,165 1,584,317 2025 - Corporate Financial Management 2,446,482 862,165 1,584,317 - - - 2,446,482 862,165 1,584,317
Fleet 1,185,233 974,433 210,800 25,000 - 25,000 1,210,233 974,433 235,800 2019 - Fleet - Stock Control 35,477 38,394 (2,917) - - - 35,477 38,394 (2,917)
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Operational Capital Total WHOLE OF COUNCIL $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result 2048 - Maintain plant, equipment and motor vehicles 935,776 737,495 198,281 25,000 - 25,000 960,776 737,495 223,281 2016 - Operate fuel storage facility 213,980 198,544 15,436 - - - 213,980 198,544 15,436
Governance - 611,087 (611,087) - - - - 611,087 (611,087) 2071 - Manage Council Governance - 611,087 (611,087) - - - - 611,087 (611,087)
Human Resources - 746,108 (746,108) - - - - 746,108 (746,108) 2037 - Manage human resources - 583,968 (583,968) - - - - 583,968 (583,968) 2039 - Manage occupational health and safety - 162,140 (162,140) - - - - 162,140 (162,140)
IT & Communications 587,363 762,955 (175,592) - - - 587,363 762,955 (175,592) 2038 - Manage Information Technology and Communications 587,363 762,955 (175,592) - - - 587,363 762,955 (175,592)
Libraries 129,267 129,267 - - - - 129,267 129,267 - 2144 - Library Service: Jabiru 129,267 129,267 - - - - 129,267 129,267 -
Lighting for Public Safety - 61,100 (61,100) - - - - 61,100 (61,100) 2004 - Install and maintain street lights - 61,100 (61,100) - - - - 61,100 (61,100)
Local Roads 1,682,867 1,424,072 258,795 - - - 1,682,867 1,424,072 258,795 2009 - Maintain local roads 1,682,867 1,424,072 258,795 - - - 1,682,867 1,424,072 258,795
Parks, Reserves & Open Spaces 1,612,050 3,698,508 (2,086,458) - - - 1,612,050 3,698,508 (2,086,458) 2010 - Manage and maintain cemeteries - 67,500 (67,500) - - - - 67,500 (67,500) 2017 - Parks and Public Open Space - including weed control 1,612,050 3,631,008 (2,018,958) - - - 1,612,050 3,631,008 (2,018,958)
Public Relations 3,000 195,570 (192,570) - - - 3,000 195,570 (192,570) 2042 - Public Relations and Communications - 140,221 (140,221) - - - - 140,221 (140,221) 2156 - Publish the West Arnhem Wire Newsletter 3,000 15,641 (12,641) - - - 3,000 15,641 (12,641) 2021 - Support Civic and community events - 39,707 (39,707) - - - - 39,707 (39,707)
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Operational Capital Total WHOLE OF COUNCIL $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Records Management 6,000 129,144 (123,144) - - - 6,000 129,144 (123,144) 2035 - Records Management 6,000 129,144 (123,144) - - - 6,000 129,144 (123,144)
Revenue Growth 2,350,096 25,600 2,324,496 - - - 2,350,096 25,600 2,324,496 2109 - Manage Council Investments 300,000 - 300,000 - - - 300,000 - 300,000 2040 - Manage Rates and charges 2,050,096 25,600 2,024,496 - - - 2,050,096 25,600 2,024,496
Risk Management 248,777 772,989 (524,212) - - - 248,777 772,989 (524,212) 2036 - Manage corporate risk 248,777 696,481 (447,704) - - - 248,777 696,481 (447,704) 2205 - Manage Internal Audit - 76,508 (76,508) - - - - 76,508 (76,508)
Sport and Recreation - 73,085 (73,085) - - - - 73,085 (73,085) 2218 - Sport and Recreation - Jabiru - 73,085 (73,085) - - - - 73,085 (73,085)
Swimming Pools 62,400 557,397 (494,997) - - - 62,400 557,397 (494,997) 2015 - Operate and maintain swimming pool 62,400 557,397 (494,997) - - - 62,400 557,397 (494,997)
Waste, Water & Sewerage Management 4,722,733 3,533,490 1,189,243 - - - 4,722,733 3,533,490 1,189,243 2145 - Sewerage Management 761,728 123,000 638,728 - - - 761,728 123,000 638,728 2013 - Waste Management 2,209,005 2,960,384 (751,379) - - - 2,209,005 2,960,384 (751,379) 2143 - Water Management: Jabiru 1,752,000 450,105 1,301,895 - - - 1,752,000 450,105 1,301,895 - - - Total Core Services Untied 20,605,325 20,833,641 (228,315) 25,000 - 25,000 20,630,325 20,833,641 (203,315)
CORE SERVICES TIED
Financial Management 760,000 760,000 - - - - 760,000 760,000 - 2070 - Indigenous Jobs Development Funding - DHCD 760,000 760,000 - - - - 760,000 760,000 -
Local Authorities Administration 2,135,135 2,135,135 - - - - 2,135,135 2,135,135 - 2178 - Local Authorities Community Projects 2,135,135 2,135,135 - - - - 2,135,135 2,135,135 -
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Operational Capital Total WHOLE OF COUNCIL $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result
Total Core Services Tied 2,895,135 2,895,135 - - - - 2,895,135 2,895,135 -
COMMERCIAL SERVICES
Childcare Services 590,400 813,764 (223,364) - - - 590,400 813,764 (223,364) 4023 - Childcare Fundraising 600 600 - - - - 600 600 - 4028 - Jabiru Childcare - Food Services 29,800 28,366 1,434 - - - 29,800 28,366 1,434 4001 - Operate Long day care 560,000 784,798 (224,798) - - - 560,000 784,798 (224,798)
Commercial Leadership - 272,660 (272,660) - - - - 272,660 (272,660) 4020 - Manage Commercial Services: Region - 272,660 (272,660) - - - - 272,660 (272,660)
Commonwealth Agency Services 440,113 397,173 42,940 - - - 440,113 397,173 42,940 4002 - Operate Centrelink service 440,113 397,173 42,940 - - - 440,113 397,173 42,940
Governance 75,000 55,976 19,024 - - - 75,000 55,976 19,024 2206 - Manage JTDA Service Agreement 75,000 55,976 19,024 - - - 75,000 55,976 19,024
Other Agency Services 2,678,494 1,941,093 737,401 - - - 2,678,494 1,941,093 737,401 4009 - Manage Electricity and water business 2,508,800 1,746,575 762,225 - - - 2,508,800 1,746,575 762,225 4012 - Operate post office business 169,694 194,518 (24,824) - - - 169,694 194,518 (24,824)
Tenancy Management 92,161 57,397 34,764 - - - 92,161 57,397 34,764 4019 - ERISS Housing Jabiru Only - Maintain & Manage 92,161 57,397 34,764 - - - 92,161 57,397 34,764
Visitor Accommodation 648,180 566,686 81,494 - - - 648,180 566,686 81,494 4011 - Manage Visitor accommodation 648,180 566,686 81,494 - - - 648,180 566,686 81,494
Total Commercial Services 4,524,348 4,104,749 419,599 - - - 4,524,348 4,104,749 419,599
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Operational Capital Total WHOLE OF COUNCIL $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result COMMUNITY SERVICES
Aged Care Services 790,488 790,488 - - - - 790,488 790,488 - 3001 - Home Care Packages Program (Previously CACP) 286,992 286,992 - - - - 286,992 286,992 - 3003 - NT Jobs Package - Aged Care 503,496 503,496 - - - - 503,496 503,496 -
Children Services 920,820 920,820 - - - - 920,820 920,820 - 3028 - Warruwi Creche 825,064 825,064 - - - - 825,064 825,064 - 3009 - Warruwi Outside School Hours Care 95,756 95,756 - - - - 95,756 95,756 -
Community Safety Programs 1,486,994 1,461,925 25,069 - 25,069 (25,069) 1,486,994 1,486,994 - 3087 - Gunbalanya Women's Safe House 434,908 434,908 - - - - 434,908 434,908 - 3004 - Night Patrol 1,052,086 1,027,017 25,069 - 25,069 (25,069) 1,052,086 1,052,086 -
Community Services Leadership - 216,284 (216,284) - - - - 216,284 (216,284) 3068 - Manage Community Services - 216,284 (216,284) - - - - 216,284 (216,284)
Community Support Programs 3,000 3,000 - - - - 3,000 3,000 - 3070 - Australia Day Grant 3,000 3,000 - - - - 3,000 3,000 -
Culture and Heritage 245,655 245,655 - - - - 245,655 245,655 - 3020 - Bininj Gunwok Language Project 245,655 245,655 - - - - 245,655 245,655 -
Home and Community Care 408,629 408,629 - - - - 408,629 408,629 - 3002 - Commonwealth Home Support Program (CHSP) 241,387 241,387 - - - - 241,387 241,387 - 3065 - Disability in Home Support Services (DIHS) 163,642 163,642 - - - - 163,642 163,642 - 3089 - Power Cards for Community Ccare Clients 3,600 3,600 - - - - 3,600 3,600 -
Public Relations 13,430 13,430 - - - - 13,430 13,430 - 3106 - Kakadu Triathlon 13,430 13,430 - - - - 13,430 13,430 -
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Operational Capital Total WHOLE OF COUNCIL $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Radio Broadcasting Services 35,000 35,000 - - - - 35,000 35,000 - 3025 - Deliver Indigenous Broadcasting Programs (RIBS) 35,000 35,000 - - - - 35,000 35,000 -
Sport and Recreation 688,000 688,000 - - - - 688,000 688,000 - 3012 - Remote Sport Program 238,000 238,000 - - - - 238,000 238,000 - 3011 - Safety and Wellbeing - Sport and Recreation 450,000 450,000 - - - - 450,000 450,000 -
Youth Programs 354,187 354,187 - 193,688 193,688 - 547,875 547,875 - 3085 - ABA Funding - Gunbalanya Youth Space Upgrade - - - 193,688 193,688 - 193,688 193,688 - 3040 - Children and Schooling - Youth 354,187 354,187 - - - - 354,187 354,187 -
Total Community Services 4,946,203 5,137,418 (191,215) 193,688 218,757 (25,069) 5,139,891 5,356,175 (216,284)
Net Surplus / (Deficit) - Whole of Council 32,971,012 32,970,943 69 218,688 218,757 (69) 33,189,700 33,189,700 -
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4) BUDGET 2019-20 BY COMMUNITY & ACTIVITY
Operational Capital Total REGION $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result
CORE SERVICES UNTIED
Administration & Customer Management 3,339,840 771,723 2,568,117 - - - 3,339,840 771,723 2,568,117 2012 - Community Service Delivery 3,339,840 771,723 2,568,117 - - - 3,339,840 771,723 2,568,117
Advocacy and Representation - 318,118 (318,118) - - - - 318,118 (318,118) 2028 - Executive leadership CEO - 318,118 (318,118) - - - - 318,118 (318,118)
Asset Management - 132,489 (132,489) - - - - 132,489 (132,489) 2058 - Manage Assets - 132,489 (132,489) - - - - 132,489 (132,489)
Buildings & Facilities 1,544,320 210,017 1,334,303 - - - 1,544,320 210,017 1,334,303 2008 - Maintain & construct council controlled buildings & land - 114,734 (114,734) - - - - 114,734 (114,734) 2049 - Maintain staff houses 1,544,320 95,282 1,449,038 - - - 1,544,320 95,282 1,449,038
Council Planning and Reporting - 384,019 (384,019) - - - - 384,019 (384,019) 2029 - Manage Corporate Services - 384,019 (384,019) - - - - 384,019 (384,019)
Financial Management 2,446,482 862,165 1,584,317 - - - 2,446,482 862,165 1,584,317 2025 - Corporate Financial Management 2,446,482 862,165 1,584,317 - - - 2,446,482 862,165 1,584,317
Fleet 816,000 174,060 641,940 25,000 - 25,000 841,000 174,060 666,940 2048 - Maintain plant, equipment and motor vehicles 816,000 174,060 641,940 25,000 - 25,000 841,000 174,060 666,940
Governance - 572,367 (572,367) - - - - 572,367 (572,367) 2071 - Manage Council Governance - 572,367 (572,367) - - - - 572,367 (572,367)
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Operational Capital Total REGION $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Human Resources - 746,108 (746,108) - - - - 746,108 (746,108) 2037 - Manage human resources - 583,968 (583,968) - - - - 583,968 (583,968) 2039 - Manage occupational health and safety - 162,140 (162,140) - - - - 162,140 (162,140)
IT & Communications 587,363 628,678 (41,315) - - - 587,363 628,678 (41,315) 2038 - Manage Information Technology and Communications 587,363 628,678 (41,315) - - - 587,363 628,678 (41,315)
Local Roads 1,199,367 220,184 979,183 - - - 1,199,367 220,184 979,183 2009 - Maintain local roads 1,199,367 220,184 979,183 - - - 1,199,367 220,184 979,183
Public Relations 3,000 155,862 (152,862) - - - 3,000 155,862 (152,862) 2042 - Public Relations and Communications - 140,221 (140,221) - - - - 140,221 (140,221) 2156 - Publish the West Arnhem Wire Newsletter 3,000 15,641 (12,641) - - - 3,000 15,641 (12,641)
Records Management 6,000 129,144 (123,144) - - - 6,000 129,144 (123,144) 2035 - Records Management 6,000 129,144 (123,144) - - - 6,000 129,144 (123,144)
Revenue Growth 300,000 13,600 286,400 - - - 300,000 13,600 286,400 2109 - Manage Council Investments 300,000 - 300,000 - - - 300,000 - 300,000 2040 - Manage Rates and charges - 13,600 (13,600) - - - - 13,600 (13,600)
Risk Management 248,777 772,989 (524,212) - - - 248,777 772,989 (524,212) 2036 - Manage corporate risk 248,777 696,481 (447,704) - - - 248,777 696,481 (447,704) 2205 - Manage Internal Audit - 76,508 (76,508) - - - - 76,508 (76,508)
Total Core Services Untied 10,491,149 6,091,522 4,399,627 25,000 - 25,000 10,516,149 6,091,522 4,424,627
CORE SERVICES TIED
Financial Management 760,000 760,000 - - - - 760,000 760,000 - 2070 - Indigenous Jobs Development Funding - DHCD 760,000 760,000 - - - - 760,000 760,000 -
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Operational Capital Total REGION $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result
Total Core Services Tied 760,000 760,000 - - - - 760,000 760,000 -
COMMERCIAL SERVICES
Commercial Leadership - 272,660 (272,660) - - - - 272,660 (272,660) 4020 - Manage Commercial Services: Region - 272,660 (272,660) - - - - 272,660 (272,660)
Governance 75,000 55,976 19,024 - - - 75,000 55,976 19,024 2206 - Manage JTDA Service Agreement 75,000 55,976 19,024 - - - 75,000 55,976 19,024
Visitor Accommodation 4,800 2,400 2,400 - - - 4,800 2,400 2,400 4011 - Manage Visitor accommodation 4,800 2,400 2,400 - - - 4,800 2,400 2,400
Total Commercial Services 79,800 331,036 (251,236) - - - 79,800 331,036 (251,236)
COMMUNITY SERVICES
Aged Care Services 487,760 - 487,760 - - - 487,760 - 487,760 3003 - NT Jobs Package - Aged Care 487,760 - 487,760 - - - 487,760 - 487,760
Community Safety Programs 1,052,086 214,663 837,423 - - - 1,052,086 214,663 837,423 3004 - Night Patrol 1,052,086 214,663 837,423 - - - 1,052,086 214,663 837,423
Community Services Leadership - 216,284 (216,284) - - - - 216,284 (216,284) 3068 - Manage Community Services - 216,284 (216,284) - - - - 216,284 (216,284)
Community Support Programs 3,000 - 3,000 - - - 3,000 - 3,000 3070 - Australia Day Grant 3,000 - 3,000 - - - 3,000 - 3,000
Home and Community Care 250,778 37,618 213,160 - - - 250,778 37,618 213,160 3002 - Commonwealth Home Support Program (CHSP) 200,000 30,000 170,000 - - - 200,000 30,000 170,000
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Operational Capital Total REGION $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result 3065 - Disability in Home Support Services (DIHS) 50,778 7,618 43,160 - - - 50,778 7,618 43,160
Radio Broadcasting Services 35,000 5,250 29,750 - - - 35,000 5,250 29,750 3025 - Deliver Indigenous Broadcasting Programs (RIBS) 35,000 5,250 29,750 - - - 35,000 5,250 29,750
Sport and Recreation 688,000 168,229 519,771 - - - 688,000 168,229 519,771 3012 - Remote Sport Program 238,000 100,729 137,271 - - - 238,000 100,729 137,271 3011 - Safety and Wellbeing - Sport and Recreation 450,000 67,500 382,500 - - - 450,000 67,500 382,500
Total Community Services 2,516,624 642,044 1,874,580 - - - 2,516,624 642,044 1,874,580
Net Surplus / (Deficit) - Region / Overheads 13,847,573 7,824,602 6,022,971 25,000 - 25,000 13,872,573 7,824,602 6,047,971
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Operational Capital Total GUNBALANYA $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result
CORE SERVICES UNTIED
Administration & Customer Management 28,680 493,145 (464,465) - - - 28,680 493,145 (464,465) 2012 - Community Service Delivery 28,680 493,145 (464,465) - - - 28,680 493,145 (464,465)
Animal Control - 7,220 (7,220) - - - - 7,220 (7,220) 2001 - Dog control - 7,220 (7,220) - - - - 7,220 (7,220)
Buildings & Facilities 190,774 617,729 (426,955) - - - 190,774 617,729 (426,955) 2008 - Maintain & construct council controlled buildings & land 182,774 391,615 (208,841) - - - 182,774 391,615 (208,841) 2049 - Maintain staff houses 8,000 226,113 (218,113) - - - 8,000 226,113 (218,113)
Fleet 121,840 266,749 (144,909) - - - 121,840 266,749 (144,909) 2019 - Fleet - Stock Control 10,900 10,900 - - - - 10,900 10,900 - 2048 - Maintain plant, equipment and motor vehicles 40,460 197,849 (157,389) - - - 40,460 197,849 (157,389) 2016 - Operate fuel storage facility 70,480 58,000 12,480 - - - 70,480 58,000 12,480
Governance - 5,740 (5,740) - - - - 5,740 (5,740) 2071 - Manage Council Governance - 5,740 (5,740) - - - - 5,740 (5,740)
IT & Communications - 24,373 (24,373) - - - - 24,373 (24,373) 2038 - Manage Information Technology and Communications - 24,373 (24,373) - - - - 24,373 (24,373)
Lighting for Public Safety - 6,500 (6,500) - - - - 6,500 (6,500) 2004 - Install and maintain street lights - 6,500 (6,500) - - - - 6,500 (6,500)
Local Roads 69,000 324,337 (255,337) - - - 69,000 324,337 (255,337) 2009 - Maintain local roads 69,000 324,337 (255,337) - - - 69,000 324,337 (255,337)
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Operational Capital Total GUNBALANYA $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Parks, Reserves & Open Spaces 393,000 695,836 (302,836) - - - 393,000 695,836 (302,836) 2010 - Manage and maintain cemeteries - 11,000 (11,000) - - - - 11,000 (11,000) 2017 - Parks and Public Open Space - including weed control 393,000 684,836 (291,836) - - - 393,000 684,836 (291,836)
Public Relations - 2,000 (2,000) - - - - 2,000 (2,000) 2021 - Support Civic and community events - 2,000 (2,000) - - - - 2,000 (2,000)
Revenue Growth 263,426 2,400 261,026 - - - 263,426 2,400 261,026 2040 - Manage Rates and charges 263,426 2,400 261,026 - - - 263,426 2,400 261,026
Waste, Water & Sewerage Management 561,744 771,615 (209,871) - - - 561,744 771,615 (209,871) 2013 - Waste Management 561,744 771,615 (209,871) - - - 561,744 771,615 (209,871)
Total Core Services Untied 1,628,464 3,217,645 (1,589,180) - - - 1,628,464 3,217,645 (1,589,180)
CORE SERVICES TIED
Local Authorities Administration 456,006 456,006 - - - - 456,006 456,006 - 2178 - Local Authorities Community Projects 456,006 456,006 - - - - 456,006 456,006 -
Total Core Services Tied 456,006 456,006 - - - - 456,006 456,006 -
COMMERCIAL SERVICES
Commonwealth Agency Services 186,542 174,708 11,834 - - - 186,542 174,708 11,834 4002 - Operate Centrelink service 186,542 174,708 11,834 - - - 186,542 174,708 11,834
Other Agency Services 658,463 521,909 136,553 - - - 658,463 521,909 136,553 4009 - Manage Electricity and water business 634,800 490,889 143,911 - - - 634,800 490,889 143,911 4012 - Operate post office business 23,663 31,020 (7,358) - - - 23,663 31,020 (7,358)
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Operational Capital Total GUNBALANYA $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Visitor Accommodation 224,580 257,715 (33,135) - - - 224,580 257,715 (33,135) 4011 - Manage Visitor accommodation 224,580 257,715 (33,135) - - - 224,580 257,715 (33,135)
Total Commercial Services 1,069,585 954,332 115,252 - - - 1,069,585 954,332 115,252
COMMUNITY SERVICES
Aged Care Services 232,992 454,417 (221,425) - - - 232,992 454,417 (221,425) 3001 - Home Care Packages Program (Previously CACP) 232,992 232,992 - - - - 232,992 232,992 - 3003 - NT Jobs Package - Aged Care - 221,425 (221,425) - - - - 221,425 (221,425)
Community Safety Programs 434,908 844,863 (409,955) - 25,069 (25,069) 434,908 869,932 (435,024) 3087 - Gunbalanya Women's Safe House 434,908 434,908 - - - - 434,908 434,908 - 3004 - Night Patrol - 409,955 (409,955) - 25,069 (25,069) - 435,024 (435,024)
Community Support Programs - 300 (300) - - - - 300 (300) 3070 - Australia Day Grant - 300 (300) - - - - 300 (300)
Culture and Heritage 245,655 245,655 - - - - 245,655 245,655 - 3020 - Bininj Gunwok Language Project 245,655 245,655 - - - - 245,655 245,655 -
Home and Community Care 100,464 236,475 (136,011) - - - 100,464 236,475 (136,011) 3002 - Commonwealth Home Support Program (CHSP) 18,600 123,750 (105,150) - - - 18,600 123,750 (105,150) 3065 - Disability in Home Support Services (DIHS) 81,864 112,724 (30,860) - - - 81,864 112,724 (30,860)
Radio Broadcasting Services - 8,579 (8,579) - - - - 8,579 (8,579) 3025 - Deliver Indigenous Broadcasting Programs (RIBS) - 8,579 (8,579) - - - - 8,579 (8,579)
Sport and Recreation - 700 (700) - - - - 700 (700) 3012 - Remote Sport Program - 700 (700) - - - - 700 (700)
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Operational Capital Total GUNBALANYA $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Youth Programs 354,187 354,187 - 193,688 193,688 - 547,875 547,875 - 3085 - ABA Funding - Gunbalanya Youth Space Upgrade - - - 193,688 193,688 - 193,688 193,688 - 3040 - Children and Schooling - Youth 354,187 354,187 - - - - 354,187 354,187 -
Total Community Services 1,368,206 2,145,176 (776,970) 193,688 218,757 (25,069) 1,561,894 2,363,933 (802,039)
Net Surplus / (Deficit) - Gunbalanya 4,522,261 6,773,159 (2,250,898) 193,688 218,757 (25,069) 4,715,949 6,991,916 (2,275,967)
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Operational Capital Total JABIRU $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result
CORE SERVICES UNTIED
Administration & Customer Management 7,580 482,253 (474,673) - - - 7,580 482,253 (474,673) 2012 - Community Service Delivery 7,580 482,253 (474,673) - - - 7,580 482,253 (474,673)
Animal Control 2,690 8,600 (5,910) - - - 2,690 8,600 (5,910) 2001 - Dog control 2,690 8,600 (5,910) - - - 2,690 8,600 (5,910)
Buildings & Facilities - 346,720 (346,720) - - - - 346,720 (346,720) 2008 - Maintain & construct council controlled buildings & land - 35,400 (35,400) - - - - 35,400 (35,400) 2049 - Maintain staff houses - 311,320 (311,320) - - - - 311,320 (311,320)
Fleet 9,180 22,210 (13,030) - - - 9,180 22,210 (13,030) 2019 - Fleet - Stock Control 4,900 4,900 - - - - 4,900 4,900 - 2048 - Maintain plant, equipment and motor vehicles 4,280 17,310 (13,030) - - - 4,280 17,310 (13,030)
IT & Communications - 30,192 (30,192) - - - - 30,192 (30,192) 2038 - Manage Information Technology and Communications - 30,192 (30,192) - - - - 30,192 (30,192)
Libraries 129,267 129,267 - - - - 129,267 129,267 - 2144 - Library Service: Jabiru 129,267 129,267 - - - - 129,267 129,267 -
Lighting for Public Safety - 37,750 (37,750) - - - - 37,750 (37,750) 2004 - Install and maintain street lights - 37,750 (37,750) - - - - 37,750 (37,750)
Local Roads 15,000 42,300 (27,300) - - - 15,000 42,300 (27,300) 2009 - Maintain local roads 15,000 42,300 (27,300) - - - 15,000 42,300 (27,300)
Parks, Reserves & Open Spaces 282,100 931,378 (649,278) - - - 282,100 931,378 (649,278) 2010 - Manage and maintain cemeteries - 9,000 (9,000) - - - - 9,000 (9,000)
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Operational Capital Total JABIRU $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result 2017 - Parks and Public Open Space - including weed control 282,100 922,378 (640,278) - - - 282,100 922,378 (640,278)
Public Relations - 24,553 (24,553) - - - - 24,553 (24,553) 2021 - Support Civic and community events - 24,553 (24,553) - - - - 24,553 (24,553)
Revenue Growth 1,244,408 2,400 1,242,008 - - - 1,244,408 2,400 1,242,008 2040 - Manage Rates and charges 1,244,408 2,400 1,242,008 - - - 1,244,408 2,400 1,242,008
Sport and Recreation - 73,085 (73,085) - - - - 73,085 (73,085) 2218 - Sport and Recreation - Jabiru - 73,085 (73,085) - - - - 73,085 (73,085)
Swimming Pools 56,400 280,845 (224,445) - - - 56,400 280,845 (224,445) 2015 - Operate and maintain swimming pool 56,400 280,845 (224,445) - - - 56,400 280,845 (224,445)
Waste, Water & Sewerage Management 3,181,877 1,310,068 1,871,808 - - - 3,181,877 1,310,068 1,871,808 2145 - Sewerage Management 761,728 123,000 638,728 - - - 761,728 123,000 638,728 2013 - Waste Management 668,149 736,963 (68,814) - - - 668,149 736,963 (68,814) 2143 - Water Management: Jabiru 1,752,000 450,105 1,301,895 - - - 1,752,000 450,105 1,301,895
Total Core Services Untied 4,928,501 3,721,622 1,206,879 - - - 4,928,501 3,721,622 1,206,879
COMMERCIAL SERVICES
Childcare Services 590,400 813,764 (223,364) - - - 590,400 813,764 (223,364) 4023 - Childcare Fundraising 600 600 - - - - 600 600 - 4028 - Jabiru Childcare - Food Services 29,800 28,366 1,434 - - - 29,800 28,366 1,434 4001 - Operate Long day care 560,000 784,798 (224,798) - - - 560,000 784,798 (224,798)
Commonwealth Agency Services 80,075 97,834 (17,759) - - - 80,075 97,834 (17,759) 4002 - Operate Centrelink service 80,075 97,834 (17,759) - - - 80,075 97,834 (17,759)
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Operational Capital Total JABIRU $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Other Agency Services 4,800 552 4,248 - - - 4,800 552 4,248 4009 - Manage Electricity and water business 4,800 552 4,248 - - - 4,800 552 4,248
Tenancy Management 92,161 57,397 34,764 - - - 92,161 57,397 34,764 4019 - ERISS Housing Jabiru Only - Maintain & Manage 92,161 57,397 34,764 - - - 92,161 57,397 34,764
Total Commercial Services 767,436 969,547 (202,112) - - - 767,436 969,547 (202,112)
COMMUNITY SERVICES
Aged Care Services 69,736 179,422 (109,686) - - - 69,736 179,422 (109,686) 3001 - Home Care Packages Program (Previously CACP) 54,000 54,000 - - - - 54,000 54,000 - 3003 - NT Jobs Package - Aged Care 15,736 125,422 (109,686) - - - 15,736 125,422 (109,686)
Community Support Programs - 800 (800) - - - - 800 (800) 3070 - Australia Day Grant - 800 (800) - - - - 800 (800)
Home and Community Care 12,937 38,860 (25,923) - - - 12,937 38,860 (25,923) 3002 - Commonwealth Home Support Program (CHSP) 2,737 16,360 (13,623) - - - 2,737 16,360 (13,623) 3065 - Disability in Home Support Services (DIHS) 9,000 21,300 (12,300) - - - 9,000 21,300 (12,300) 3089 - Power Cards for Community Ccare Clients 1,200 1,200 - - - - 1,200 1,200 -
Sport and Recreation 13,430 13,430 - - - - 13,430 13,430 - 3012 - Remote Sport Program 13,430 13,430 - - - - 13,430 13,430 -
Total Community Services 96,103 271,491 (175,389) - - - 96,103 271,491 (175,389)
Net Surplus / (Deficit) - Jabiru 5,792,040 4,962,661 829,379 - - - 5,792,040 4,962,661 829,379
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Operational Capital Total MANINGRIDA $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result
CORE SERVICES UNTIED
Administration & Customer Management 42,744 508,204 (465,460) - - - 42,744 508,204 (465,460) 2012 - Community Service Delivery 42,744 508,204 (465,460) - - - 42,744 508,204 (465,460)
Animal Control - 10,360 (10,360) - - - - 10,360 (10,360) 2001 - Dog control - 10,360 (10,360) - - - - 10,360 (10,360)
Buildings & Facilities 303,000 799,810 (496,810) - - - 303,000 799,810 (496,810) 2008 - Maintain & construct council controlled buildings & land 303,000 522,758 (219,758) - - - 303,000 522,758 (219,758) 2049 - Maintain staff houses - 277,052 (277,052) - - - - 277,052 (277,052)
Fleet 62,500 255,261 (192,761) - - - 62,500 255,261 (192,761) 2019 - Fleet - Stock Control 14,400 14,400 - - - - 14,400 14,400 - 2048 - Maintain plant, equipment and motor vehicles 48,100 240,861 (192,761) - - - 48,100 240,861 (192,761)
Governance - 11,340 (11,340) - - - - 11,340 (11,340) 2071 - Manage Council Governance - 11,340 (11,340) - - - - 11,340 (11,340)
IT & Communications - 28,446 (28,446) - - - - 28,446 (28,446) 2038 - Manage Information Technology and Communications - 28,446 (28,446) - - - - 28,446 (28,446)
Lighting for Public Safety - 9,450 (9,450) - - - - 9,450 (9,450) 2004 - Install and maintain street lights - 9,450 (9,450) - - - - 9,450 (9,450)
Local Roads 305,500 539,194 (233,694) - - - 305,500 539,194 (233,694) 2009 - Maintain local roads 305,500 539,194 (233,694) - - - 305,500 539,194 (233,694)
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Operational Capital Total MANINGRIDA $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Parks, Reserves & Open Spaces 399,000 836,757 (437,757) - - - 399,000 836,757 (437,757) 2010 - Manage and maintain cemeteries - 33,500 (33,500) - - - - 33,500 (33,500) 2017 - Parks and Public Open Space - including weed control 399,000 803,257 (404,257) - - - 399,000 803,257 (404,257)
Public Relations - 7,330 (7,330) - - - - 7,330 (7,330) 2021 - Support Civic and community events - 7,330 (7,330) - - - - 7,330 (7,330)
Revenue Growth 417,535 2,400 415,135 - - - 417,535 2,400 415,135 2040 - Manage Rates and charges 417,535 2,400 415,135 - - - 417,535 2,400 415,135
Swimming Pools 6,000 276,552 (270,552) - - - 6,000 276,552 (270,552) 2015 - Operate and maintain swimming pool 6,000 276,552 (270,552) - - - 6,000 276,552 (270,552)
Waste, Water & Sewerage Management 763,296 1,063,660 (300,364) - - - 763,296 1,063,660 (300,364) 2013 - Waste Management 763,296 1,063,660 (300,364) - - - 763,296 1,063,660 (300,364)
Total Core Services Untied 2,299,575 4,348,764 (2,049,189) - - - 2,299,575 4,348,764 (2,049,189)
CORE SERVICES TIED
Local Authorities Administration 1,251,160 1,251,160 - - - - 1,251,160 1,251,160 - 2178 - Local Authorities Community Projects 1,251,160 1,251,160 - - - - 1,251,160 1,251,160 -
Total Core Services Tied 1,251,160 1,251,160 - - - - 1,251,160 1,251,160 -
COMMERCIAL SERVICES
Other Agency Services 876,804 734,885 141,919 - - - 876,804 734,885 141,919 4009 - Manage Electricity and water business 756,000 575,136 180,864 - - - 756,000 575,136 180,864 4012 - Operate post office business 120,804 159,750 (38,946) - - - 120,804 159,750 (38,946)
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Operational Capital Total MANINGRIDA $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Visitor Accommodation 276,400 203,981 72,419 - - - 276,400 203,981 72,419 4011 - Manage Visitor accommodation 276,400 203,981 72,419 - - - 276,400 203,981 72,419
Total Commercial Services 1,153,204 938,866 214,338 - - - 1,153,204 938,866 214,338
COMMUNITY SERVICES
Community Support Programs - 900 (900) - - - - 900 (900) 3070 - Australia Day Grant - 900 (900) - - - - 900 (900)
Radio Broadcasting Services - 7,783 (7,783) - - - - 7,783 (7,783) 3025 - Deliver Indigenous Broadcasting Programs (RIBS) - 7,783 (7,783) - - - - 7,783 (7,783)
Sport and Recreation - 226,393 (226,393) - - - - 226,393 (226,393) 3012 - Remote Sport Program - 43,106 (43,106) - - - - 43,106 (43,106) 3011 - Safety and Wellbeing - Sport and Recreation - 183,287 (183,287) - - - - 183,287 (183,287)
Total Community Services - 235,076 (235,076) - - - - 235,076 (235,076)
Net Surplus / (Deficit) - Maningrida 4,703,939 6,773,867 (2,069,928) - - - 4,703,939 6,773,867 (2,069,928)
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Operational Capital Total MINJILANG $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result
CORE SERVICES UNTIED
Administration & Customer Management 16,780 395,166 (378,386) - - - 16,780 395,166 (378,386) 2012 - Community Service Delivery 16,780 395,166 (378,386) - - - 16,780 395,166 (378,386)
Animal Control - 1,300 (1,300) - - - - 1,300 (1,300) 2001 - Dog control - 1,300 (1,300) - - - - 1,300 (1,300)
Buildings & Facilities 67,450 292,848 (225,398) - - - 67,450 292,848 (225,398) 2008 - Maintain & construct council controlled buildings & land 67,450 164,648 (97,198) - - - 67,450 164,648 (97,198) 2049 - Maintain staff houses - 128,200 (128,200) - - - - 128,200 (128,200)
Fleet 151,833 187,007 (35,174) - - - 151,833 187,007 (35,174) 2019 - Fleet - Stock Control 1,533 4,450 (2,917) - - - 1,533 4,450 (2,917) 2048 - Maintain plant, equipment and motor vehicles 6,800 42,013 (35,213) - - - 6,800 42,013 (35,213) 2016 - Operate fuel storage facility 143,500 140,544 2,956 - - - 143,500 140,544 2,956
Governance - 10,820 (10,820) - - - - 10,820 (10,820) 2071 - Manage Council Governance - 10,820 (10,820) - - - - 10,820 (10,820)
IT & Communications - 20,621 (20,621) - - - - 20,621 (20,621) 2038 - Manage Information Technology and Communications - 20,621 (20,621) - - - - 20,621 (20,621)
Lighting for Public Safety - 3,700 (3,700) - - - - 3,700 (3,700) 2004 - Install and maintain street lights - 3,700 (3,700) - - - - 3,700 (3,700)
Local Roads 75,000 163,409 (88,409) - - - 75,000 163,409 (88,409) 2009 - Maintain local roads 75,000 163,409 (88,409) - - - 75,000 163,409 (88,409)
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Operational Capital Total MINJILANG $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Parks, Reserves & Open Spaces 244,950 745,868 (500,918) - - - 244,950 745,868 (500,918) 2010 - Manage and maintain cemeteries - 8,000 (8,000) - - - - 8,000 (8,000) 2017 - Parks and Public Open Space - including weed control 244,950 737,868 (492,918) - - - 244,950 737,868 (492,918)
Public Relations - 2,200 (2,200) - - - - 2,200 (2,200) 2021 - Support Civic and community events - 2,200 (2,200) - - - - 2,200 (2,200)
Revenue Growth 47,787 2,400 45,387 - - - 47,787 2,400 45,387 2040 - Manage Rates and charges 47,787 2,400 45,387 - - - 47,787 2,400 45,387
Waste, Water & Sewerage Management 91,215 114,211 (22,996) - - - 91,215 114,211 (22,996) 2013 - Waste Management 91,215 114,211 (22,996) - - - 91,215 114,211 (22,996)
Total Core Services Untied 695,015 1,939,550 (1,244,535) - - - 695,015 1,939,550 (1,244,535)
CORE SERVICES TIED
Local Authorities Administration 153,498 153,498 - - - - 153,498 153,498 - 2178 - Local Authorities Community Projects 153,498 153,498 - - - - 153,498 153,498 -
Total Core Services Tied 153,498 153,498 - - - - 153,498 153,498 -
COMMERCIAL SERVICES
Commonwealth Agency Services 80,075 52,292 27,783 - - - 80,075 52,292 27,783 4002 - Operate Centrelink service 80,075 52,292 27,783 - - - 80,075 52,292 27,783
Other Agency Services 589,379 356,366 233,014 - - - 589,379 356,366 233,014 4009 - Manage Electricity and water business 575,600 354,317 221,283 - - - 575,600 354,317 221,283 4012 - Operate post office business 13,779 2,049 11,731 - - - 13,779 2,049 11,731
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Operational Capital Total MINJILANG $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Visitor Accommodation 114,000 78,658 35,342 - - - 114,000 78,658 35,342 4011 - Manage Visitor accommodation 114,000 78,658 35,342 - - - 114,000 78,658 35,342
Total Commercial Services 783,454 487,316 296,138 - - - 783,454 487,316 296,138
COMMUNITY SERVICES
Children Services 381,029 381,888 (859) - - - 381,029 381,888 (859) 3028 - Warruwi / Minjilang Creche 381,029 381,888 (859) - - - 381,029 381,888 (859)
Community Safety Programs - 209,968 (209,968) - - - - 209,968 (209,968) 3004 - Night Patrol - 209,968 (209,968) - - - - 209,968 (209,968)
Community Support Programs - 500 (500) - - - - 500 (500) 3070 - Australia Day Grant - 500 (500) - - - - 500 (500)
Home and Community Care 8,050 27,733 (19,683) - - - 8,050 27,733 (19,683) 3002 - Commonwealth Home Support Program (CHSP) 8,050 27,733 (19,683) - - - 8,050 27,733 (19,683)
Radio Broadcasting Services - 6,844 (6,844) - - - - 6,844 (6,844) 3025 - Deliver Indigenous Broadcasting Programs (RIBS) - 6,844 (6,844) - - - - 6,844 (6,844)
Sport and Recreation - 138,663 (138,663) - - - - 138,663 (138,663) 3012 - Remote Sport Program - 2,775 (2,775) - - - - 2,775 (2,775) 3011 - Safety and Wellbeing - Sport and Recreation - 135,887 (135,887) - - - - 135,887 (135,887)
Total Community Services 389,079 765,596 (376,517) - - - 389,079 765,596 (376,517)
Net Surplus / (Deficit) - Minjilang 2,021,046 3,345,959 (1,324,913) - - - 2,021,046 3,345,959 (1,324,913)
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Operational Capital Total WARRUWI $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result
CORE SERVICES UNTIED
Administration & Customer Management 19,200 369,582 (350,382) - - - 19,200 369,582 (350,382) 2012 - Community Service Delivery 19,200 369,582 (350,382) - - - 19,200 369,582 (350,382)
Animal Control - 700 (700) - - - - 700 (700) 2001 - Dog control - 700 (700) - - - - 700 (700)
Buidlings & Facilities 6,000 126,670 (120,670) - - - 6,000 126,670 (120,670) 2008 - Maintain & construct council controlled buildings & land 6,000 38,395 (32,395) - - - 6,000 38,395 (32,395) 2049 - Maintain staff houses - 88,275 (88,275) - - - - 88,275 (88,275)
Fleet 23,880 69,146 (45,266) - - - 23,880 69,146 (45,266) 2019 - Fleet - Stock Control 3,744 3,744 - - - - 3,744 3,744 - 2048 - Maintain plant, equipment and motor vehicles 20,136 65,402 (45,266) - - - 20,136 65,402 (45,266)
Governance - 10,820 (10,820) - - - - 10,820 (10,820) 2071 - Manage Council Governance - 10,820 (10,820) - - - - 10,820 (10,820)
IT & Communications - 30,644 (30,644) - - - - 30,644 (30,644) 2038 - Manage Information Technology and Communications - 30,644 (30,644) - - - - 30,644 (30,644)
Lighting for Public Safety - 3,700 (3,700) - - - - 3,700 (3,700) 2004 - Install and maintain street lights - 3,700 (3,700) - - - - 3,700 (3,700)
Local Roads 19,000 134,648 (115,648) - - - 19,000 134,648 (115,648) 2009 - Maintain local roads 19,000 134,648 (115,648) - - - 19,000 134,648 (115,648)
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Operational Capital Total WARRUWI $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Parks, Reserves & Open Spaces 293,000 488,669 (195,669) - - - 293,000 488,669 (195,669) 2010 - Manage and maintain cemeteries - 6,000 (6,000) - - - - 6,000 (6,000) 2017 - Parks and Public Open Space - including weed control 293,000 482,669 (189,669) - - - 293,000 482,669 (189,669)
Public Relations - 3,624 (3,624) - - - - 3,624 (3,624) 2021 - Support Civic and community events - 3,624 (3,624) - - - - 3,624 (3,624)
Revenue Growth 76,940 2,400 74,540 - - - 76,940 2,400 74,540 2040 - Manage Rates and charges 76,940 2,400 74,540 - - - 76,940 2,400 74,540
Waste, Water & Sewerage Management 124,601 273,934 (149,333) - - - 124,601 273,934 (149,333) 2013 - Waste Management 124,601 273,934 (149,333) - - - 124,601 273,934 (149,333)
Total Core Services Untied 562,621 1,514,538 (951,917) - - - 562,621 1,514,538 (951,917)
CORE SERVICES TIED
Local Authorities Administration 274,471 274,471 - - - - 274,471 274,471 - 2178 - Local Authorities Community Projects 274,471 274,471 - - - - 274,471 274,471 -
Total Core Services Tied 274,471 274,471 - - - - 274,471 274,471 -
COMMERCIAL SERVICES
Commonwealth Agency Services 93,421 72,339 21,082 - - - 93,421 72,339 21,082 4002 - Operate Centrelink service 93,421 72,339 21,082 - - - 93,421 72,339 21,082
Other Agency Services 549,049 327,381 221,668 - - - 549,049 327,381 221,668 4009 - Manage Electricity and water business 537,600 325,681 211,919 - - - 537,600 325,681 211,919 4012 - Operate post office business 11,449 1,699 9,749 - - - 11,449 1,699 9,749
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Operational Capital Total WARRUWI $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result
Visitor Accommodation 28,400 23,932 4,468 - - - 28,400 23,932 4,468 4011 - Manage Visitor accommodation 28,400 23,932 4,468 - - - 28,400 23,932 4,468
Total Commercial Services 670,870 423,652 247,218 - - - 670,870 423,652 247,218
COMMUNITY SERVICES
Aged Care Services - 156,649 (156,649) - - - - 156,649 (156,649) 3003 - NT Jobs Package - Aged Care - 156,649 (156,649) - - - - 156,649 (156,649)
Children Services 539,791 538,932 859 - - - 539,791 538,932 859 3028 - Warruwi Crèche 444,035 443,176 859 - - - 444,035 443,176 859 3009 - Warruwi Outside School Hours Care 95,756 95,756 - - - - 95,756 95,756 -
Community Safety Programs - 192,431 (192,431) - - - - 192,431 (192,431) 3004 - Night Patrol - 192,431 (192,431) - - - - 192,431 (192,431)
Community Support Programs - 500 (500) - - - - 500 (500) 3070 - Australia Day Grant - 500 (500) - - - - 500 (500)
Home and Community Care 36,400 67,944 (31,544) - - - 36,400 67,944 (31,544) 3002 - Commonwealth Home Support Program (CHSP) 12,000 43,544 (31,544) - - - 12,000 43,544 (31,544) 3065 - Disability in Home Support Services (DIHS) 22,000 22,000 - - - - 22,000 22,000 - 3089 - Power Cards for Community Ccare Clients 2,400 2,400 - - - - 2,400 2,400 -
Radio Broadcasting Services - 6,544 (6,544) - - - - 6,544 (6,544) 3025 - Deliver Indigenous Broadcasting Programs (RIBS) - 6,544 (6,544) - - - - 6,544 (6,544)
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Operational Capital Total WARRUWI $ $ $ Description Income Expenses Net Result Income Expenses Net Result Income Expenses Net Result Sport and Recreation - 115,035 (115,035) - - - - 115,035 (115,035) 3012 - Remote Sport Program - 51,709 (51,709) - - - - 51,709 (51,709) 3011 - Safety and Wellbeing - Sport and Recreation - 63,326 (63,326) - - - - 63,326 (63,326)
Total Community Services 576,191 1,078,035 (501,844) - - - 576,191 1,078,035 (501,844)
Net Surplus / (Deficit) - Warruwi 2,084,153 3,290,695 (1,206,542) - - - 2,084,153 3,290,695 (1,206,542)
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5) BUDGET 2019-20 BY COMMUNITY & LINE ITEM
Total Region Gunbalanya Jabiru Maningrida Minjilang Warruwi Description $ $ $ $ $ $ $
Operational Revenue
61 - Income Rates and Charges 5,410,149 - 444,950 3,996,544 747,511 86,852 134,291
6111 - General Rate Income Base 2,050,096 - 263,426 1,244,408 417,535 47,787 76,940 6121 - Sewerage Charges Income Base 756,728 - - 756,728 - - - 6131 - Water Charges Income Base 1,700,000 - - 1,700,000 - - - 6141 - Domestic Waste Charge Income Base 898,325 - 181,524 295,409 324,976 39,065 57,351 6143 - Commercial Waste Charge Income 5,000 - - - 5,000 - -
62 - Income Council Fees and Charges 276,670 19,000 65,870 71,590 80,240 22,920 17,050
6211 - License and Permit Fee Income 1,200 - - 1,200 - - - 6213 - Animal Registration Fee Income 2,440 - - 2,440 - - - 6221 - Council Fees and Charges Income 82,030 3,000 10,580 43,700 22,200 2,550 - 6222 - Fine Income 250 - - 250 - - - 6223 - Property Lease Rental Fee Income 21,390 16,000 5,390 - - - - 6225 - Equipment Hire Income 104,960 - 9,900 - 58,040 20,220 16,800 6226 - Landfill Tipping Fee Income 64,400 - 40,000 24,000 - 150 250
63 - Income Operating Grants 13,330,940 9,076,328 1,490,756 163,907 1,251,160 534,527 814,262
6311 - Operating Grant Income - Australian Government 3,691,321 2,224,846 545,655 - - 381,029 539,791 6312 - Operating Grant Income - Territory Government 6,830,095 5,604,110 595,518 160,907 373,360 37,170 59,030 6319 - Operating Grant Income - Other 6,000 3,000 - 3,000 - - -
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Total Region Gunbalanya Jabiru Maningrida Minjilang Warruwi Description $ $ $ $ $ $ $
6391 - Brought Forward Grants 2,803,524 1,244,372 349,583 - 877,800 116,328 215,441 6393 - Income Allocation Grants 10,527,416 7,831,956 1,141,173 163,907 373,360 418,199 598,821 6394 - Income Allocation Grants OFFSET (10,527,416) (7,831,956) (1,141,173) (163,907) (373,360) (418,199) (598,821)
64 - Income Investments 303,500 303,500 - - - - -
6411 - Interest Income General Operating 3,500 3,500 - - - - - 6412 - Interest Income from Investments 300,000 300,000 - - - - -
65 - Income Allocation 8,808,442 4,364,695 1,179,024 750,176 1,569,124 528,543 416,880
6513 - Internal Staff Cost Allocation - Income 15,736 - - 15,736 - - - 6514 - Internal Staff Housing Cost Allocation - Income 1,528,320 1,528,320 - - - - - 6516 - Workers Comp Cost Allocation - Income 242,277 242,277 - - - - - 6520 - Internal Insurance Premium Allocation - Income 6,500 6,500 - - - - - 6524 - Internal Vehicle and Plant Cost Allocation - Income 816,000 816,000 - - - - - 6525 - Internal Plant & Equip Hire Allocation - Income 1,536,204 - 397,720 274,740 569,524 149,220 145,000 6531 - Internal Information Technology Cost Allocation - Income 561,955 561,955 - - - - - 6535 - Internal Printing Cost Allocation - Income 25,408 25,408 - - - - - 6536 - Internal Accommodation Cost Allocation - Income 64,180 4,800 35,380 - - 24,000 - 6537 - Internal Fuel Cost Allocation - Income 128,980 - 70,480 - - 58,500 - 6538 - Internal Food Purchase Allocation - Income 29,800 - - 29,800 - - - 6541 - Internal Office Rent Cost Allocation - Income 20,400 - - - - 20,400 - 6553 - Internal Work Cost Allocation - Income 2,469,690 - 603,500 425,000 933,700 257,890 249,600 6561 - Contract Admin Fee Cost Allocation - Income 1,179,435 1,179,435 - - - - - 6591 - Internal Material Cost Allocation - Income 79,484 - 36,084 - 20,400 17,000 6,000 6594 - Internal Vehicle and Plant Maintenance Allocation - Income 104,073 - 35,860 4,900 45,500 1,533 16,280
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Total Region Gunbalanya Jabiru Maningrida Minjilang Warruwi Description $ $ $ $ $ $ $
66 - Other Income 81,060 2,050 15,000 16,610 33,000 6,800 7,600
6615 - Reimbursement Income -Other 2,580 - - 2,580 - - - 6618 - Reimbursement Income Employees 150 - - 150 - - - 6619 - Reimbursement Income Centrelink 2,000 2,000 - - - - - 6631 - Cash from Fundraising 600 - - 600 - - - 6632 - Cash Donation and Gift Income 8,000 - - 8,000 - - - 6640 - Fuel Tax Credit 57,680 - 15,000 4,280 24,000 6,800 7,600 6641 - Other Income 10,050 50 - 1,000 9,000 - -
67 - Income Agency and Commercial Services 4,760,251 82,000 1,326,660 793,213 1,022,904 841,404 694,070
6723 - Sales Income 156,198 - 1,298 20,400 47,100 87,400 - 6724 - Service Fee Income 1,064,591 1,000 296,664 283,777 301,800 120,150 61,200 6725 - Contract Fee Income 3,008,510 81,000 809,987 177,036 674,004 633,734 632,750 6726 - FAO Childcare Benefit 264,000 - - 264,000 - - - 6729 - Other Agency Income 266,952 - 218,712 48,000 - 120 120
Total Operational Revenue 32,971,012 13,847,573 4,522,261 5,792,040 4,703,939 2,021,046 2,084,153
Operational Expenditure
71 - Employee Expenses 17,202,048 5,221,682 3,406,849 2,557,031 2,712,043 1,673,286 1,631,157
7111 - Salary Expense Normal 10,806,886 2,997,962 2,239,847 1,488,324 1,783,075 1,190,133 1,107,546 7112 - Salary Expense Overtime 51,318 - 25,686 1,740 3,600 8,791 11,500 7113 - Salary Expense Allowances 263,000 14,300 108,012 19,188 47,000 41,500 33,000 7115 - Salary Expense Workers Compensation 2,621 - - 2,621 - - -
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Total Region Gunbalanya Jabiru Maningrida Minjilang Warruwi Description $ $ $ $ $ $ $
7116 - Salary Expense SGC Superannuation 1,151,884 319,311 236,849 159,182 190,979 127,249 118,314 7117 - Salary Expense Employer Superannuation 348,993 100,692 65,858 48,692 59,080 38,827 35,844 7119 - Salary Other Leave Paid 12,899 223 6,881 - 1,430 3,165 1,200 7121 - Salary Increase or Decrease in LSL Liability 303,729 84,631 62,329 41,890 50,258 33,487 31,135 7122 - Salary Increase or Decrease Annual Leave Liability 1,576,542 454,416 297,627 220,048 266,995 175,469 161,987 7131 - Fringe Benefits Tax 60,000 60,000 - - - - - 7134 - Insurance Premium Expense -Workers Compensation 167,075 167,075 - - - - - 7135 - Relocation/Recruitment Expense 31,935 3,200 7,335 3,580 7,200 3,360 7,260 7136 - Staff Housing Rent Expense 214,000 - - 214,000 - - - 7138 - Employees Locality Allowance 422,035 9,702 91,854 27,288 115,856 87,484 89,851 7139 - FOILS Expense 2,799 - 2,149 - - 650 - 7191 - Salary Expense Normal - Matching Funds - 685,272 (112,175) (64,983) (215,503) (135,482) (157,129) 7192 - Internal Staff Cost Allocation - Expense 15,736 - - 15,736 - - - 7193 - Internal Staff Housing Cost Allocation - Expense 1,528,320 256,800 328,800 346,560 360,000 71,040 165,120 7194 - Workers Comp Cost Allocation - Expense 242,277 68,098 45,798 33,167 42,073 27,612 25,529
72 - Contract and Material Expenses 9,725,270 695,662 2,278,231 1,762,843 3,166,414 828,798 993,322
7211 - Professional Fee Expense 243,406 192,746 - 18,000 32,660 - - 7212 - Legal Fee Expense 6,200 6,200 - - - - - 7233 - Software Help Desk Support Expense 246,000 246,000 - - - - - 7241 - Contractor Expense 3,428,318 80,450 816,452 598,058 1,363,291 218,590 351,478 7243 - Contract Fee Expense 30,180 30,180 - - - - - 7244 - Contract Labour - SUPERANNUATION Expense 600 - - - 600 - - 7247 - Contractor Fire Extinguisher Testing - Expenses 7,300 - - 7,300 - - - 7251 - Material Expense General 732,277 24,308 177,514 174,970 169,450 94,285 91,749
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Total Region Gunbalanya Jabiru Maningrida Minjilang Warruwi Description $ $ $ $ $ $ $
7252 - Material Expense Tyres 56,363 7,620 18,361 5,692 13,900 6,590 4,200 7253 - Material Expense Office Supplies Printing and Stationary 55,253 17,064 6,072 13,397 4,910 8,850 4,960 7254 - Material Expense Computer Consumables 4,040 1,800 240 - 300 600 1,100 7255 - Food Purchases 249,533 8,508 100,820 28,524 11,401 39,561 60,720 7256 - Material Expense Protective Clothing 26,200 1,500 7,950 6,250 6,800 1,500 2,200 7257 - Material Expense Council Uniforms 34,050 5,084 4,530 9,450 9,490 2,250 3,246 7258 - Material Expense Minor Asset Purchases less than $5,000 309,491 46,150 50,200 59,631 57,200 39,600 56,709 7265 - Plant and Equipment Hire Expense 3,400 - 900 1,750 750 - - 7281 - Inventory Purchases 48,000 - - 12,000 36,000 - - 7289 - Internal Printing Cost Allocation - Expense 25,408 24,832 - 576 - - - 7291 - Internal Plant & Equip Hire Allocation - Expense 1,536,204 2,500 400,744 272,240 567,520 149,200 144,000 7292 - Internal Work Cost Allocation - Expense 2,469,690 720 610,284 515,854 835,582 257,850 249,400 7293 - Internal Food Purchase Allocation Expense 29,800 - - 29,800 - - - 7294 - Internal Vehicle and Plant Maintenance Allocation - Expense 104,073 - 34,660 4,900 45,500 2,733 16,280 7297 - Internal Material Cost Allocation - Expense 79,484 - 49,504 4,450 11,060 7,190 7,280
73 - Finance Expenses 10,280 4,800 1,500 1,260 600 1,400 10,280
7311 - Bank Fees and Charges 10,220 4,800 1,500 1,200 600 1,400 720 7315 - Interest Expense General 60 - - 60 - - 60
74 - Travel, Freight and Accom Expenses 750,697 203,636 93,627 70,398 116,661 143,734 122,640
7414 - Freight & Postage Expense 212,160 7,461 32,420 23,507 48,828 51,574 48,370 7421 - Airfare & Taxi Expense 282,016 92,000 20,450 32,528 31,000 62,338 43,700 7422 - Travel Allowance Expense (meals, etc) 75,446 24,715 10,365 4,240 14,003 11,673 10,450 7423 - Accommodation Expense 45,520 33,820 4,470 3,080 2,450 700 1,000
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Total Region Gunbalanya Jabiru Maningrida Minjilang Warruwi Description $ $ $ $ $ $ $
7431 - Training / Conference - Travel Allowance Expense 11,863 7,600 960 1,233 150 1,000 920 7432 - Training / Conference - Accommodation Expense 34,910 14,480 7,120 2,110 7,800 1,700 1,700 7433 - Training / Conference - Airfare & Taxi Expense 24,602 12,660 442 1,000 2,700 4,000 3,800 7484 - Internal Accommodation Cost Allocation - Expense 64,180 10,900 17,400 2,700 9,730 10,750 12,700
76 - Fuel, Utilities & Communication 1,904,149 397,503 363,601 343,060 334,071 304,156 161,758
7611 - Electricity Expense 363,248 16,500 43,479 186,269 58,800 32,150 26,050 7612 - Gas Expense 20,196 - 3,036 15,960 450 - 750 7613 - Water Consumption Service Charge Expense 113,343 800 22,083 1,000 40,100 36,300 13,060 7614 - Sewerage Charge Expense 78,182 5,200 21,464 - 24,968 14,540 12,010 7621 - Fuel and Oil Expense Motor Vehicles 376,222 36,108 61,260 46,610 98,000 99,300 34,944 7631 - Mobile Telephone Expense 65,950 19,303 10,172 5,088 20,931 4,729 5,727 7632 - Office Telephone Fax Expense 42,815 17,266 7,301 5,327 5,334 4,443 3,144 7633 - Network Communication Expense (ISDN, ADSL) 39,620 25,401 2,040 6,479 - 2,040 3,660 7634 - Internet Service Provider Expense 113,638 28,426 18,451 19,597 20,608 13,353 13,203 7681 - Internal Fuel Cost Allocation - Expense 128,980 500 66,720 480 2,780 58,500 - 7691 - Internal Information Technology Cost Allocation - Expense 561,955 248,000 107,595 56,250 62,100 38,800 49,210
79 - Other Expenses 3,378,500 1,301,319 629,350 228,069 444,078 394,585 381,098
7911 - Insurance Premium Expense - Public Liability 75,644 75,644 - - - - - 7913 - Insurance Premium Expense - Plant 88,883 88,883 - - - - - 7914 - Insurance Premium Expense - Industrial Special Risk 299,747 299,747 - - - - - 7915 - Insurance Premium Expense - General 16,646 16,286 - - 360 - - 7916 - Operating Lease Expense Office Equipment 37,812 9,196 6,200 6,515 5,300 2,137 8,463 7919 - Section 19 Lease Expense 201,871 - 66,525 - 93,505 19,235 22,606 7920 - Internal Insurance Premium Allocation - Expense 6,500 - - - - 2,500 4,000
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Total Region Gunbalanya Jabiru Maningrida Minjilang Warruwi Description $ $ $ $ $ $ $
7921 - Advertising Expense 8,240 5,480 1,560 950 - - 250 7922 - Software License Maintenance Fee Expense 44,227 30,212 500 11,641 - 1,154 720 7931 - Training Course Fee Expense 61,226 27,440 10,886 2,700 - 7,000 13,200 7932 - Conference or Seminar Course Fee Expense 8,910 8,910 - - - - - 7941 - Vehicle Registration Expense 87,421 7,526 28,745 6,933 20,003 13,766 10,447 7942 - Rates and Taxes Expense 3,732 3,732 - - - - - 7944 - License Fee Expense 7,023 - 1,020 2,004 3,504 331 164 7951 - Chairman Mayoral Allowance Expense 93,300 93,300 - - - - - 7952 - Councillor and Local Authority Member Allowance Expense 220,320 200,000 5,340 - 5,340 4,820 4,820 7961 - Audit Fee Expense 42,000 42,000 - - - - - 7983 - Internal Office Rent Cost Allocation - Expense 20,400 - - - - 20,400 - 7985 - Contract & Grant Administration Fee Cost Allocation Expense 1,179,435 304,181 291,373 75,746 113,266 198,442 196,428 7986 - Internal Vehicle and Plant Cost Allocation - Expense 816,000 48,000 217,200 103,200 202,800 124,800 120,000 7993 - Contribution or Donation Expense 15,000 - - 15,000 - - - 7995 - Small balances write-off Expense 2,412 12 - 2,400 - - - 7996 - Membership or Subscription Expense 41,750 40,770 - 980 - - -
Total Operational Expenditure 32,970,943 7,824,602 6,773,159 4,962,661 6,773,867 3,345,959 3,290,695
Total Operational Surplus / (Deficit) 69 6,022,971 (2,250,898) 829,379 (2,069,928) (1,324,913) (1,206,542)
www.westarnhem.nt.gov.au Page 124 WestWest Arnhem Arnhem Regional Regional Counc Councilil - Regional - Regional Plan Plan & Budget & Budget 2019 2018-20- 19
Total Region Gunbalanya Jabiru Maningrida Minjilang Warruwi Description $ $ $ $ $ $ $
Capital Income
68 - Income Capital Grants and Contributions 193,688 - 193,688 - - - -
6891 - Brought Forward Capital Grants 193,688 - 193,688 - - - -
69 - Income from Sale of Assets 25,000 25,000 - - - - -
6914 - Proceeds from Sale Plant 15,000 15,000 - - - - - 6917 - Proceeds from Sale Motor Vehicles 10,000 10,000 - - - - -
Total Capital Income 218,688 25,000 193,688 - - - -
Capital Expense
33 - Capital Expenditure 218,757 - 218,757 - - - -
3322 - Capital Expenses Construct/Upgrade Buildings 218,757 - 218,757 - - - -
Total Capital Expense 218,757 - 218,757 - - - -
Total Capital Surplus / (Deficit) (69) 25,000 (25,069) - - - -
Net Surplus / (Deficit) - 6,047,971 (2,275,967) 829,379 (2,069,928) (1,324,913) (1,206,542)
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