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CENTRAL DESERT REGIONAL COUNCIL REGIONAL PLAN 2018 – 2022
YEAR TWO: 2019/2020
RELEASE NOTICE
File name: Regional Plan 18-22 Reason for release: Adoption Plan Version 2 – Revised for Year two 2019/20 Contact information: For further information please contact:
Diane Hood Chief Executive Officer
Central Desert Regional Council PO Box 2257, Alice Springs, NT 0871 1 Bagot Street, Alice Springs, NT, 0870 Tel/Direct: (08) 8958 9500 | Fax: (08) 8958 9501 [email protected]
Document Number: Organisational Unit: ALL Responsible Position: Chief Executive Officer Relevant Delegations: Not Applicable Date Adopted: Review Date: Every year
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TABLE OF CONTENTS 1 INTRODUCTION ...... 4 2 WHERE WE ARE TODAY ...... 5 CDRC Profile ...... 5 Our Councillors ...... 7 Service Delivery ...... 9 Opportunities and Challenges for our Service Delivery...... 10 Council’s Assessment of Constitutional Arrangements ...... 10 Possible Changes to the Regulatory and Administrative Framework ...... 11 Possibilities for improving local government service delivery ...... 12 3 CDRC STRATEGIC PLAN – WHERE WE WANT TO BE ...... 13 Vision ...... 13 Mission...... 13 Overall Strategy ...... 13 Core Values ...... 13 Our Goals and Objectives ...... 14 What Success Looks Like...... 18 4 2019/20 COUNCIL PLAN ...... 21 2019/2020 Actions ...... 21 Organisation Structure ...... 28 5. 2019/2020 Budget ...... 29 Overview of 2019/20 Annual Budget ...... 29 Budget Assumptions ...... 32 Infrastructure Development and Maintenance ...... 33 Reserve Transfers ...... 33 Capital Expenditure ...... 33 Rate Assessment Record Certification...... 34 Rating Structure ...... 34 Fees and Charges...... 37 Social and Economic Impacts of Rating Policy ...... 37 Elected Member Allowances ...... 38 Local Authority Allowances ...... 38 Regional Council Contacts ...... 39
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1 INTRODUCTION
Central Desert Regional Council works hard on detailed planning to ensure our residents have the best possible outcomes delivered from Local Government. This regional plan incorporates all the mandated planning requirements and includes: Strategic Plan The Strategic Plan covers our vision, mission and values. It defines our key goals (where we want to be), strategic objectives (steps to get there), strategies (how we will get there) and our Key Performance Indicators, KPIs (what success looks like)) which tell us whether we are progressing towards our goals. A Long Term Financial Plan (LTFP) is also included to ensure what is planned is financially sustainable and we can continue to support and deliver Local Government outcomes into the future. Annual (Council) Plan This is our operational plan and sets out our service delivery, and the 2019/20 actions provide the additional steps Council intends to achieve the objectives and goals defined in the Strategic Plan. The annual plan also includes our annual budget as well as our agreed organization structure.
Other complementary documents include: Service Plans which define our “business as usual” delivery ; and Community Plans which cover each of the individual communities in the Central Desert Region. These plans show the community’s vision for the future and their priorities. The plans are developed by community members, and are regularly reviewed by the Local Authority in each place.
These Plans for 2018/19 – 2021/22 can be found on our website www.centraldesert.nt.gov.au.
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2 WHERE WE ARE TODAY
CDRC Profile The Central Desert Regional Council area is located in the central southern section of the Northern Territory, lying north of Alice Springs. Central Desert Regional Council is named to describe its location and geography; in the central part of Australia and encompassing the Tanami Desert. The land area is 282,064 Km2
The original inhabitants of the Central Desert Regional Council area were the Anmatjere, Arrernte and Warlpiri Aboriginal people. The population of the Council area increased during the early 1990s, rising from about 4,000 in 1991 to nearly 5,000 in 1996. The population then gradually declined, falling to about 4,222 in 2016. The communities in the Central Desert are Lajamanu, Ti Tree, Willowra, Laramba, Nyirripi, Yuelamu, Atitjere, Engawala and Yuendumu. There are also smaller indigenous communities and outstations. Major features of the Council area include the Tanami Desert, Arltunga Historical Reserve, Dulcie Range National Park, Trephina Gorge Nature Park, Anna’s Reservoir Conservation Reserve, Nature Gap Conservation Reserve, Lake Mackay, Warlukurlangu Artists of Yuendumu, Warnayaka Art Centre, Red Sand Art Gallery and Granites Gold Mine. Much of the Central Desert area is Aboriginal freehold land held by the Central Land Council.
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The Central Desert area is considered remote and disadvantaged, for the following reasons:
1. Population - declining at a rate higher than that for Australia or the Northern Territory.
2. Demographics – our service needs are higher with a younger population, more couples with children and a significantly higher Aboriginal and Torres Strait Islander population.
3. Household statistics – Central Desert has less lone person households and significantly lower income, which is only partially offset by lower median weekly rent. There is a very low level of house ownership due to the land tenure situation (77% of households are renting).
4. Education and Qualifications – Central Desert has significantly higher unemployment; and lower rates of university and other qualifications.
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5. Local employment There were 1,672 jobs located in the Central Desert Regional Council Local Government Area in the year ending June 2016. The number of jobs has declined since 2007.
In Central Desert Regional Council Local Government Area, there were 1,363 residents employed in the year ending June 2016. These residents may work in the Central Desert area or may be employed outside the area. In 2015, the Mining sector accounted for 33.8% of employment. The importance of this sector has increased over the last 10 years (9.7% in 2005)
*Statistics provided by Regional Development Australia economy.id website
Our Councillors Twelve Councillors were the elected members for the Central Desert Regional Council for the second term of the Council. We have recently had two resignations, Councillor Norbert Patrick (Northern Tanami Ward) and Councillor Renita Webb (Akityarre Ward). A by-election will be held in 2019/20 to fill these vacant positions. Coincillors at time of printing this plan are:
President Adrian Dixon Deputy President Warren Williams Anmatjere Ward Southern Tanami Ward
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Councillor Robert George Councillor David McCormack Northern Tanami Ward Anmatjere Ward
Councillor Jacob Jungarai Spencer Councillor James Glenn Southern Tanami Ward Anmatjere Ward
Councillor April Martin Councillor Audrey Inkamala Southern Tanami Ward Anmatjere Ward
Councillor Freddy Williams Councillor William Liddle Southern Tanami Ward Akityarre Ward
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Service Delivery
The Regional Council manages approximately $20 million worth of assets and has an estimated income of $37 million for 2018/19 year. The Regional Council employs over 300 staff, of which approximately 70% are Indigenous. Council staff provides a wide variety of services across our communities:
Anmatjere Atitjere Engawala Lajamanu Laramba Nyirripi Willowra Yuelamu Yuendumu Core Functions Municipal Works Waste Management Roads Libraries Contract Services Community Development Program Airstrips Centrelink Post Office Power and Water Visitors Accommodation Agency Services Outstations Community Safety Aged and Disability Children’s Services School Nutrition Youth Sport and Recreation
The Central Desert Regional Council has taken on a wide variety of responsibilities to ensure professional service delivery in each of the nine communities. Service delivery plans have been developed for each service, see www.centraldesert.nt.gov.au/Regional-Plan
The provision of contracted services is dependent upon the contract period. The provision of Agency Services is dependent on the availability of funds and grant period.
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Opportunities and Challenges for our Service Delivery
Opportunities
. Increase our indigenous employment through strong provision of Commonwealth job programs such as the CDP. CDP has been awarded for a further three years (2019/20 – 2022/23). . Improving our consultation and liaison with communities through an improved Local Authority approach. . Investigating the development of revenue raising opportunities – e.g. through scrap metal. . NBN rollout to the bush may improve economic and work opportunities for residents. . Advocacy to promote tourism, particularly along the Plenty Highway, linked to fossil museum in Alice Springs. . Development of CentreROC – regional alliance across Central Desert, MacDonnell and Barkley Regional Councils and Alice Springs Town Council. This was achieved during 2018/19, the opportunity is now to capitalize on the Regional Organisation of Councils.
Challenges
. A high dependence on grant funding and limited ability to generate own revenue impacts services. . Limited staff housing (and land tenure) can dictate geographic placement of staff. . Annual approach to grant funding does not allow for longer term planning. . Expectations of communities are not always well managed nor well set; with a mismatch between need and (financial) ability to provide equity in service delivery versus other country areas; and confusion around Local Government responsibilities and roles of other tiers of government. . While mining developments provide opportunity in relation to jobs for residents, they equally provide a challenge to Council service delivery through loss of strong employees and social impacts. . Future of major programs dependent on political direction which can change. . Transport restrictions due to lack of quality road networks and geographic isolation. . Availability of skills and expertise that have applicability to function and culture can be difficult to find. . Grant funding and contracts are not always culturally or geographically appropriate. Council’s Assessment of Constitutional Arrangements
Registered voters in four Wards elect the Councillors to represent them on Council. The number of Councillors for each Ward is as follows:
Table 1: Ward Representation Ward Number of Elected Number of Registered Members Voters Akityarre 2 247 Anmatjere 4 949 Northern Tanami 2 414 Southern Tanami 4 890 Total 12 2,500 As at March 2019
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While Central Desert Regional Council enjoys a ratio of 1 Councillor to between 123 – 238 voters, Council believes this ratio is required due to the variety of needs of the different areas and communities. As part of the development of this Regional Plan, Council has reviewed the constitutional arrangements and representation of the area. Council considered three main options: 1. No change 2. Increasing the number of wards to equal the number of communities and moving to nine Councillors (one per community) 3. Increasing the number of wards to equal the number of communities, and retaining twelve Councillors (one per smaller community and two each for Yuendumu, Anmatjere and Lajamanu)
After review, Council was satisfied that representation across a ward was working well, and understands there is a risk that a given community may not have a Councillor living there dependent on voting patterns. Council decided there would be no recommended changes to name of wards or Council, name of members, electoral boundaries, or number and distribution of elected members.
Possible Changes to the Regulatory and Administrative Framework While there are regular reviews by government in relation to various legislation, Central Desert Regional Council will continue to provide feedback to potential changes if and when they arise. There is currently a major review of Guideline 8 (Local Authorities) to which Council has already provided input – the currently proposed changes will positively impact this Regional Plan as they are designed to provide simplification and clarity to the operation of Local Authorities. The only major regulatory and administrative change that is likely to take place during the term of this Strategic Plan is Federal Government changes to the Community Development Program (CDP). Council currently provides these services to most of our region, and wishes to continue to do so due to the synergies and benefits the program can provide to residents. CDRC has, and will continue to, engage with Prime Minister and Cabinet (PMC) and be actively involved in providing feedback and suggestions as to the framework for the future CDP model. Many Regional Councils, including Central Desert, have raised the need for a change in either the Electoral Act or Local Government Act which allows for a more flexible approach in conducting elections on remote communities that allow for polling to be open longer and account for the mobility of the population. Over the last two years a Northern Territory Government working party has reviewed the Local Government Act, changes appear to be on hold and the timing of any proposed changes is unknown. CDRC will review and provide feedback if and when this process is re-activated.
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Possibilities for improving local government service delivery
Council continues to work cooperatively with other councils and stakeholders in the region. The Council has identified a number of opportunities for cooperation and these include: . Continuation of the Central Australian Regional Waste Management program which is a cooperative arrangement between Central Desert Regional Council, MacDonnell Regional Council, and Barkly Regional Council. Three Councils have now voted to create a subsidiary with a view developing a scrap metal (car body) clean-up project. . Central Australian Regional Asset Management program which is a LGANT initiative involving Alice Springs Town Council, Central Desert Regional Council, MacDonnell Regional Council, and Barkly Regional Council. . Some Lajamanu programs, such as the Community Development Program (CDP) are run by the Victoria Daly Regional Council – we continue to have open discussion and cooperate as needed.
The Council is also working cooperatively with regional councils in the area to develop plans, manuals and procedures.
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3 CDRC STRATEGIC PLAN – WHERE WE WANT TO BE
Vision Central Desert people have equality of access to services and opportunities that enhance their well-being. VISION STATEMENT Our desired end-state – what is
the change we wish to see Mission resulting from our work. We protect and improve the wellbeing of our communities, by providing local government and other services, for people today and tomorrow.
OUR MISSION MISSION What we do Overall Strategy What we do
Two ways, one outcome: Indigenous and non-indigenous people working together
Core Values The Council adopted values are used to shape the organisation actions and behaviour. We highly value:
STRONG and GOOD LEADERSHIP: applied courageously and uniformly across the organisation, constantly seeking organisational improvement
TEAMWORK: all working together towards accomplishing common goals
ACCOUNTABILITY: all taking personal responsibility for decisions and actions to achieve agreed outcomes and standards
INTEGRITY: taking responsibility for honesty, trust and openness in all our actions
RESPECT: for each other, culture, language, community and environment
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Our Goals and Objectives
DEFINITIONS Our GOALS are the outcomes we want to achieve – these further describe our vision.
Our OBJECTIVES are the measurable steps we will take to reach our goals.
Our STRATEGIES describe our approach, HOW we will achieve our objectives.
Our KEY PERFORMANCE INDICATORS (KPIs) is a measurement that tells us how we are performing and how effectively we are achieving our objectives.
Central Desert Regional Council has defined five themes each with its own goal, which define where we want to be. Some of these goals are four year goals and intended to be fulfilled during the term of this Strategic Plan, others are longer term and Council desires to make clear progress towards the goals over the next four years.
THEME GOALS ADVOCACY The needs of our communities are understood by and actioned by all stakeholders. CUSTOMER SERVICE Council services are understood and service levels agreed; with known, useful and clear processes. LIVEABILITY Our communities foster quality of life for all residents. SUSTAINABLE Council can continue to provide infrastructure and services to support COMMUNITIES residents. ECONOMIC A diverse, growing regional economy, with strong local employment. GROWTH
Council has defined six strategies, at the high level, which it may adopt when considering goals. These are:
Strategies (HOW): A. Council Delivers DO D. Another agency owns/delivers LOBBY B. Outsource BUY E. Individual responsibility COMMUNITY C. Work with another party PARTNER F. Cannot meet this goal DO NOT DO
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GOAL 1: ADVOCACY
The needs of our communities are understood by and actioned by all stakeholders.
OBJECTIVE 1: Communication Plan (including stakeholder mapping and key messages) developed by 30 June 2019 OBJECTIVE 2: Full implementation of Communication Plan by 1 January 2020. OBJECTIVE 3: Metrics designed to measure impact of advocacy, and measurement commenced, by 30 June 2020. OBJECTIVE 4: Success stories acknowledged and published (ongoing). OBJECTIVE 5: Demonstrated and acknowledged (by community) change in approach to housing design by 30 June 2021. OBJECTIVE 6: Demonstrated and acknowledged (by community) improvement in transport services to and from communities, by 30 June 2021.
PRIMARY STRATEGIES: DO, LOBBY
Council will deliver directly in terms of the Communication Plan, design and measurement of metrics, development and publishing of success stories. Some of these activities may require Council to outsource or partner for some elements.
Council’s primary role will be lobbying (or advocating) to the Northern Territory and Federal Governments for change and/or funding.
GOAL 2: CUSTOMER SERVICE
Council services are understood and service levels agreed; with known, useful and clear processes.
OBJECTIVE 1: Services are clearly defined and communicated to the communities, by 30 June 2019. OBJECTIVE 2: Local and consistent service request and complaints processes are developed and rolled out by 30 June 2019. OBJECTIVE 3: Service levels for each service plan are agreed with communities and published, by 30 June 2020. OBJECTIVE 4: Customer satisfaction survey designed with benchmark survey completed by 30 June 2019. OBJECTIVE 5: Year on year improvement shown in customer satisfaction by 30 June 2021.
PRIMARY STRATEGIES: DO
Council will deliver directly. This goal is central to Council’s engagement with community being robust. Council may source expertise where needed in the development of processes and plans.
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GOAL 3: LIVEABILITY
Our communities foster quality of life for all residents.
OBJECTIVE 1: Community Plans and specific actions for each community are documented and part of an ongoing discussion between Council and the Local Authority, to commence from 1 July 2018. OBJECTIVE 2: Each community has an identified annual event, which is promoted and supported by CDRC, with a calendar developed by 2020.
OBJECTIVE 3: There is a fit for purpose, designated community meeting area (hall or outdoor area, with shade), for each community by 30 June 2021. OBJECTIVE 4: Service levels for sports and recreation facilities on each community are agreed, with improvements implemented each year.
OBJECTIVE 5: Water is available in community areas; such as ceremony areas, sorry camps and playgrounds by 30 June 2021.
PRIMARY STRATEGIES: DO, COMMUNITY
Council will deliver directly. This goal is central to Council’s engagement with community being robust. Council may have to lobby for funds or, for example, an upgrade to water supply in some instances. The community has a primary role to play within this goal in terms of respecting and protecting assets, and maintaining a litter free environment.
GOAL 4: SUSTAINABLE COMMUNITIES
Council can continue to provide infrastructure and services to support residents.
OBJECTIVE 1: All communities have clean and adequate water supplies by 2025. OBJECTIVE 2: Interior roads within communities are maintained regularly and have curbs, gutters and/or drainage installed by 2025.
OBJECTIVE 3: Major connector roads, between communities and from communities to State or Federal roads, meet Australian standards for formed gravel roads by 2030. OBJECTIVE 4: Council services are financially sustainable into the future (ongoing).
OBJECTIVE 5: Council assets have a defined asset management plan and monies are available for annual renewal needs, by 30 June 2021.
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PRIMARY STRATEGIES: DO, BUY, PARTNER, LOBBY
Council will deliver directly. This goal is central to Council’s engagement with community being robust. Council may have to lobby for funds or, for example, an upgrade to water supply in some instances. Expertise may be required for specialist skills; this may involve outsourcing or partnering for delivery of some elements.
GOAL 5: ECONOMIC GROWTH
A diverse, growing regional economy; with strong local employment. OBJECTIVE 1: Increased number of locally available jobs, improving year on year. OBJECTIVE 2: Land is available for business use in Ti Tree township, by 2022. OBJECTIVE 3: Yuendumu is recognised as a regional center by 2025; with a welcome area and clear identification to link visitors to businesses within the township, by 30 June 2020. OBJECTIVE 4: Tourism opportunities are identified for agreed communities, by 30 June 2019; and implemented by 30 June 2021. OBJECTIVE 5: Grow own-source revenue by $1 million by 30 June 2021.
PRIMARY STRATEGIES: DO, PARTNER, LOBBY
Council has a primary role of advocacy or lobbying of other tiers of government. Council will partner with other organisations (e.g. tourism bodies) to deliver some elements of this goal. Council will deliver directly where funded and able, in terms of specific actions which foster progress towards the objectives.
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What Success Looks Like
Council has determined eight strategic key performance indicators (KPIs) across its five goals. All KPIs impact all goals to differing extents, and so are grouped as Central Desert Regional Council’s strategic indicators.
1. Growing number of positive press stories or externally published success stories, with minimum of twelve per year.
TRAFFIC LIGHTS:
Twelve plus positive stories per year
Five to eleven positive stories per year
Less than five positive stories per year
2. Percentage of service plan key performance indicators met year on year.
TRAFFIC LIGHTS:
Greater than 85% of service plan indicators met.
75 – 85% of service plan indicators met.
Less than 75% of service plan indicators met.
3. Central Desert region population trend is improving from 2016 census measure of 4,222.
TRAFFIC LIGHTS:
Population is stable or growing by 30 June 2021.
Population rate of decline is improved for 2016 to 2021 comparison versus decline shown in 2016 from 2012.
Rate of population decline is steady or worsening from 2016.
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4. Available jobs and number of residents employed has increased by 30 June 2022. Benchmark: 1672 jobs in the region and 1363 residents employed (30 June 2016).
TRAFFIC LIGHTS:
Available jobs and residents employed have increased by 2% by 2021 census.
Available jobs and residents employed have increased <2% by 2021 census.
Available jobs and residents employed have decreased by 2021 census.
5. The current ratio (current assets / current liabilities) is greater than or equal to $2 by 30 June 2022.
TRAFFIC LIGHTS:
Current ratio is >= $2.
Current ratio is between $1.50 and $1.99.
Current ratio is less than $1.50.
6. The depreciation ratio (Capital Expenditure / Depreciation) is greater than or equal to 1.3 by 30 June 2022.
TRAFFIC LIGHTS:
Depreciation ratio is >= 1.3
Depreciation ratio is between 0.65 and 1.29.
Depreciation ratio is less than 0.65.
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7. 60% or higher of survey respondents, in each community, are satisfied with council service delivery by 30 June 2022.
TRAFFIC LIGHTS:
60% or higher satisfaction rating
Satisfaction rating of between 50% and 59%; or some communities do not meet 60% benchmark.
Satisfaction rating of less than 50% in more than two communities.
8. Community involvement in local decision making and local leadership is increasing.
TRAFFIC LIGHTS:
Local Authority meetings (with quorum) are held at least four times per annum in each of the nine communities.
Improving results, with four to eight communities achieving 4 or more meetings in the year.
At or below benchmark from 2016_17 of three out of nine communities achieving four or more meetings over the year.
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4 2019/20 COUNCIL PLAN
2019/2020 Actions
GOAL 1: Advocacy The needs of our communities are understood by and actioned by all stakeholders. RESPONSIBLE DIRECTORATE: Office of the CEO
OBJECTIVE 1: Communication Plan (including stakeholder mapping and key messages) developed by 30 June 2019 ACTIONS ACHIEVED DURING 2018/2019 Stakeholder map (relationships) Key Messages Communications Plan
YEAR TWO ACTIONS CARRIED FORWARD Determine and document policy and process for advocacy on areas outside of primary agreed areas
OBJECTIVE 2: Full implementation of Communication Plan by 1 January 2020. ACTIONS ACHIEVED DURING 2018/2019 Develop rollout schedule YEAR TWO ACTIONS
Rollout Communications Plan and establish baseline
OBJECTIVE 3: Metrics designed to measure impact of advocacy, and measurement commenced, by 30 June 2020. YEAR TWO ACTIONS
Determine metrics and baseline
OBJECTIVE 4: Success stories acknowledged and published (ongoing). ACTIONS ACHIEVED DURING 2018/2019 Developed “mailchip” with routes to market Wrote and published >12 stories, including two page and one page spread in LF Focus YEAR TWO ACTIONS Write and publish stories.
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OBJECTIVE 5: Demonstrated and acknowledged (by community) change in approach to housing design by 30 June 2022. ACTIONS ACHIEVED DURING 2018/2019 Identified and documented, through discussions with Local Authorities, key elements of housing design important to community residents and how communities wish to interact with NTG
YEAR TWO ACTIONS Determine how to measure and baseline
OBJECTIVE 6: Demonstrated and acknowledged (by community) improvement in transport services to and from communities, by 30 June 2022. YEAR TWO ACTIONS CARRIED FORWARD Identify and document, through discussions with Local Authorities, community requirements for transportation services.
GOAL 2: Customer Service Council services are understood and service levels agreed; with known, useful and clear processes.
RESPONSIBLE DIRECTORATE: Corporate Services
OBJECTIVE 1: Services are clearly defined and communicated to the communities, by 30 June 2019. ACTIONS DURING 2018/2019 Service story – Poster designed, documented and published
COMPLETED
OBJECTIVE 2: Local and consistent service request and complaints processes are developed and rolled out by 30 June 2019. ACTIONS ACHIEVED DURING 2018/2019 Service Request process designed and documented Complaints policy and process reviewed, designed, documented and communicated YEAR TWO ACTIONS Communicate service request process and rollout
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OBJECTIVE 3: Service levels for each service plan are agreed with communities and published, by 30 June 2020. ACTIONS ACHIEVED DURING 2018/2019 Updated service plans and aligned to financials and organization structure
YEAR TWO ACTIONS CARRIED FORWARD Identify and document, service levels for each service plan.
OBJECTIVE 4: Customer satisfaction survey designed with benchmark survey completed by 30 June 2019.
ACTIONS ACHIEVED DURING 2018/2019 Independent study and customer satisfaction survey undertaken and tabled at Council Determined timing cannot meet CDRC requirements
YEAR TWO ACTIONS CARRIED FORWARD Determine method and design of own survey. Rollout survey to residents of Central Desert Regional Council area.
OBJECTIVE 5: Year on year improvement shown in customer satisfaction by 30 June 2022. No specific actions 2019/20 – however need to establish baseline.
GOAL 3: LIVEABILITY Our communities foster quality of life for all residents. RESPONSIBLE DIRECTORAT: Community Services
OBJECTIVE 1: Community Plans and specific actions for each community are documented and part of an ongoing discussion between Council and the Local Authority, to commence from 1 July 2018. ACTIONS ACHIEVED DURING 2018/2019 Community Plans documented for each community Each plan reviewed at each Local Authority meeting (living plans)
YEAR TWO ACTION Hold all of community meeting to refresh and update community on achievements
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OBJECTIVE 2: Each community has an identified annual event, which is promoted and supported by CDRC, with a calendar developed by 2020. YEAR TWO ACTIONS CARRIED FORWARD Discuss and agree with each Local Authority nominated events Council to endorse events.
OBJECTIVE 3: There is a fit for purpose, designated community meeting area (hall or outdoor area, with shade), for each community by 30 June 2022. ACTIONS ACHIEVED DURING 2018/2019 Discussed at each Local Authority, identified and documented requirements
YEAR TWO ACTION
Document schedule across next three years and program
OBJECTIVE 4: Service levels for sports and recreation facilities on each community are agreed, with improvements implemented each year. ACTIOND ACHIEVED DURING 2018/2019 Documented service levels for sports and recreation facilities YEAR TWO ACTION
CARRIED FORWARD Document schedule and program to bridge gaps across next three years.
OBJECTIVE 5: Water is available in community areas; such as ceremony areas, sorry camps and playgrounds by 30 June 2022. ACTIONS ACHIEVED DURING 2018/2019 Discuss with Local Authorities and documented where water availability points were wanted in communities.
YEAR TWO ACTION
Document schedule across next three years and program
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GOAL 4: SUSTAINABLE COMMUNITIES Council can continue to provide infrastructure and services to support residents. RESPONSIBLE DIRECTORATE: Council Services (objectives 1, 2 and 3) Corporate Services (Objectives 4,5)
OBJECTIVE 1: All communities have clean and adequate water supplies by 2025. ACTIONS ACHIEVED DURING 2018/2019 Stakeholder map (relationships) Key Messages Communications Plans
YEAR TWO ACTIONS Ongoing focus required due to issues Establish improved two-day dialog with Power and Water
OBJECTIVE 2: Interior roads within communities are maintained regularly and have curbs, gutters and/or drainage installed by 2025. ACTIONS ACHIEVED DURING 2018/2019 Developed, documented and communicated road service plan (attached to Infrastructure Council Report (bi-monthly))
YEAR TWO ACTIONS Document program – identify gaps in curbs/gutter/drainage and schedule improvements
OBJECTIVE 3: Major connector roads, between communities and from communities to State or Federal roads, meet Australian standards for formed gravel roads by 2030. ACTIONS ACHIEVED DURING 2018/2019 Stakeholder map, key messages and communications plan Developed, documented and communicated road service plan (attached to Infrastructure Council Report (bi-monthly))
YEAR TWO ACTION CARRIED FORWARD Identify and document gaps to Australian standards Document program – identify gaps to standards and schedule improvements
OBJECTIVE 4: Core services are financially sustainable into the future (ongoing). ACTIONS ACHIEVED DURING 2018/2019 Established measurement and reporting of financial sustainability measures Improved productivity – eliminated costs and reduced overhead (indirect costs = administration fee) to 15% Sessions with Council on improving understanding of financial measures
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OBJECTIVE 5: Council assets have a defined asset management plan and monies are available for annual renewal needs, by 30 June 2022. YEAR TWO ACTION CARRIED FORWARD Develop and document detailed asset management plan
GOAL 5: ECONOMIC GROWTH A diverse, growing regional economy; with strong local employment. RESPONSIBLE DIRECTORATE: Office of the CEO
OBJECTIVE 1: Increased number of locally available jobs, improving year on year. ACTIONS ACHIEVED DURING 2018/2019 Stakeholder map, key messages and communications plan Significantly improved linkages between CDP and CDRC jobs Improved interview process for on-community Achieved movement from casual roles to permanent part time
YEAR TWO ACTION
(Continue to ) Identify initiatives to increase jobs – for CDRC and more broadly
OBJECTIVE 2: Land is available for business use in Ti Tree township, by 2022. ACTIONS ACHIEVED DURING 2018/2019 Stakeholder map, ley messages and communications plan Continued discussions with NT Government and Department of Infrastructure Planning and Logistics (DIPL) regarding Ti Tree sub-division
YEAR TWO ACTION
Discuss further at the Local Authority and document requirements
OBJECTIVE 3: Yuendumu is recognised as a regional center by 2025; with a welcome area and clear identification to link visitors to businesses within the township, by 30 June 2020.
ACTIONS ACHIEVED DURING 2018/2019 Requirements documented
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YEAR TWO ACTIONS CARRIED FORWARD Develop steps and plans for visitors welcome area
OBJECTIVE 4: Tourism opportunities are identified for agreed communities, by 30 June 2019; and implemented by 30 June 2022. ACTIONS ACHIEVED DURING 2018/2019 East Plenty Highway and MacDonnell Ranges TOURISM Master Plan completed and launched (April)
YEAR TWO ACTION (Continue to) Discuss at the Local Authorities and advocate for resources to achieve outcomes
OBJECTIVE 5: Grow own-source revenue by $1 million by 30 June 2022. ACTIONS ACHIEVED DURING 2018/2019 Identified and documented criteria for approved own-source revenue contacts that fit with Council’s strategy Won airstrip maintenance contract Increased CDP revenue through improved performance measures Increased Australia Post revenue, with less communities being serviced
YEAR TWO ACTIONS Ensure profitability measures for contract services are in place Continue to identify opportunities for revenue growth
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Organisation Structure
Local Authorities - Nine communities COMMUNITY STRATEGY, POLICY, LOCAL DECISION Central Desert MAKING Regional Council
Stakeholders
Links between the structure (Directorates) and the services are shown with the service plan numbers; and links to the financial reporting are shown by the colour coding.
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5. 2019/2020 BUDGET Overview of 2019/20 Annual Budget Council expects to receive income from a number of sources in the year; the 2019/20 annual budget includes the following income mix:
2019/20 Budgeted Income Interest Income, $296,000, 1% Contribution, Sponsorship and Reimbursement s, $12,000, 0% Contact Income, $8,001,163, Sale of Assets, 20% $1,670,000, 4%
Rates and Charges, $3,014,233, 7% Grants Income, $26,988,366, 66% Statutory and User Charges, $692,100, 2%
In undertaking the operations during the 2019/20 financial year, the council expects to spend funds on the following types of expenditure:
2019/20 Budgeted Expenditure
Other Expenses, $2,740,951, 7% Capital, Finance $7,955,501, 19% Costs, $7,500, 0%
Employee Costs, Materials & $18,643,539, Contracts, 46% $11,199,678, 28%
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2019/20 Annual Budget and Long Term Financial Plan 2019/23
Capital New version 2020/21 2021/22 2022/23 Income Expenditure Expenditure Net budget Budget Budget Budget 1 - Core Services CEO & Corporate Services $7,649,859 ($4,290,090) ($115,000) $3,244,769 $3,293,440 $3,342,842 $3,392,985 Municipal Works $288,668 ($3,607,719) ($0) ($3,319,051) ($3,368,837) ($3,419,370) ($3,470,660) Waste Management $1,136,958 ($801,284) ($170,000) $165,675 $168,160 $170,682 $173,242 Roads $7,459,712 ($1,789,211) ($5,670,501) $0 $0 $0 $0 Other Infrastructure & Assets $2,667,243 ($2,551,053) ($2,000,000) ($1,883,809) ($1,912,066) ($1,940,747) ($1,969,859) $19,202,440 ($13,039,356) ($7,955,501) ($1,792,417) ($1,819,303) ($1,846,593) ($1,874,292)
3 - Contract Services Community Development Program (CDP) $6,200,000 ($5,419,868) $0 $780,132 $791,834 $803,712 $815,768 Other Contract Services $1,543,141 ($404,162) $0 $1,138,978 $1,156,063 $1,173,404 $1,191,005 $7,743,141 ($5,824,030) $0 $1,919,111 $1,947,897 $1,977,116 $2,006,773
4 - Agency Services Homelands Services $1,087,577 ($1,087,577) $0 $0 $0 $0 $0 Aged Care & Disability $5,412,977 ($5,412,977) $0 $0 $0 $0 $0 Children's Services $2,913,178 ($2,913,178) $0 $0 $0 $0 $0 Community Safety $2,845,569 ($2,845,569) $0 $0 $0 $0 $0 Youth, Sport and Recreation $1,468,980 ($1,468,980) $0 $0 $0 $0 $0 $13,728,281 ($13,728,281) $0 $0 $0 $0 $0
Grand Total $40,673,862 ($32,591,667) ($7,955,501) $126,694 $128,594 $130,523 $132,481
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2019/20 Annual Budget by Location
Head Office Anmatjere Atitjere Engawala Lajamanu Laramba Nyrirripi Willowra Yuelamu Yuendumu Roads Crew Total Net Budget Net Budget Net Budget Net Budget Net Budget Net Budget Net Budget Net Budget Net Budget Net Budget Net Budget Budget 1 - Core Services CEO & Corporate Services $4,514,979 ($222,150) ($92,710) ($92,310) ($125,200) ($90,860) ($100,760) ($101,260) ($106,260) ($338,700) ($0) $3,244,769 Municipal Works ($365,892) ($538,659) ($276,339) ($221,096) ($440,210) ($283,643) ($252,271) ($274,674) ($237,097) ($429,171) ($0) ($3,319,051) Waste Management $1,067,655 ($132,478) ($118,864) ($30,708) ($151,285) ($81,958) ($88,987) ($83,674) ($99,453) ($114,574) ($0) $165,675 Roads $1,082,166 ($151,467) ($0) ($0) ($0) ($0) ($0) ($0) ($0) $0 ($930,699) $0 Other Infrastructure & Assets ($1,143,309) ($146,000) ($69,500) ($56,500) ($104,000) ($52,000) ($55,800) ($90,500) ($56,200) ($110,000) ($0) ($1,883,809) $5,155,600 ($1,190,754) ($557,413) ($400,614) ($820,695) ($508,461) ($497,818) ($550,108) ($499,010) ($992,445) ($930,699) ($1,792,417)
3 - Contract Services CDP $3,734,254 ($777,751) ($0) ($0) ($0) ($442,312) ($0) ($518,461) ($417,935) ($797,662) ($0) $780,132 Other Contract Services $664,919 $5,750 $176,250 $13,054 $91,914 $35,068 ($923) ($1,431) $29,056 $125,320 ($0) $1,138,978 $4,399,174 ($772,002) $176,250 $13,054 $91,914 ($407,244) ($923) ($519,892) ($388,879) ($672,342) ($0) $1,919,111
4 - Agency Services Homelands Services $952,148 ($247,626) ($297,012) ($187,188) ($33,578) ($0) ($0) ($0) ($186,743) ($0) ($0) ($0) Aged Care & Disability $3,435,915 ($690,981) ($397,180) ($276,501) ($562,255) ($486,092) ($289,871) ($327,471) ($405,563) ($0) ($0) ($0) Children's Services $338,254 ($38,847) ($0) ($50,273) ($0) ($60,640) ($61,140) ($66,212) ($61,140) $0 ($0) $0 Community Safety $1,933,897 ($472,952) ($250,679) ($201,402) ($476,566) ($247,244) ($104,228) ($0) ($180,827) ($0) ($0) ($0) Youth, Sport and Recreation $596,320 ($176,134) ($64,295) ($162,070) ($0) ($101,342) ($0) ($0) ($92,481) ($0) ($0) ($0) $7,256,533 ($1,626,540) ($1,009,166) ($877,434) ($1,072,399) ($895,317) ($455,240) ($393,683) ($926,754) $0 ($0) $0
$16,811,307 ($3,589,296) ($1,390,329) ($1,264,993) ($1,801,180) ($1,811,022) ($953,981) ($1,463,682) ($1,814,643) ($1,664,788) ($930,699) $126,694
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Budget Assumptions In establishing the 2019/20 Annual Budget and forecasting the Long Term Financial Plan the following assumptions have been made about the ongoing operations of Central Desert Regional Council.
1) No major new initiatives will be undertaken by the Council unless funding is received to offset the expense;
2) The level of funding received from the Commonwealth and Northern Territory Governments via Federal Assistance Grants and untied funding for operations will be ongoing. Funding from the Northern Territory Government will only likely increase by CPI, whilst there will be no such CPI from the Commonwealth Government;
3) After review of Council expenditure on capital renewal the Council has set a target to achieve a depreciation ratio of greater than or equal to 1.3 by 30 June 2021. In order to achieve this, the Council’s reserves and budget will need to provide for capital renewal as identified within the Asset Management Plan;
4) Rates income is estimated to increase by 3.7%, based on a review of the impact on Council’s finances of CPI, the Local Government Cost index and the freeze experienced on grants from Commonwealth Government. Waste Management Charges have been reviewed with an aim to ensure all costs are covered and income is estimated to increase by 7.3%;
5) In ensuring the Council has sufficient working capital for their needs focus has been made in setting the budget to ensure, where possible, full costs are charged to programs undertaken on behalf of external parties. This includes a general administration charge at the rate of 15%;
6) Contract services are deemed by Council to be optional and a key criteria in undertaking such services is a need to return a surplus for Council;
7) Funding from the Northern Territory Government for Local Authority Projects, Homelands and other grants have been assumed to be ongoing at the same level as the 2018/19 financial year;
8) Future income and expenditure has been estimated to increase over the life of the plan at a rate of 1.5%.
9) Contract Services for undertaking Municipal Works at Utopia will no longer be provided by Council in the period of this plan.
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Infrastructure Development and Maintenance The following table provides a summary of the budgeted infrastructure development and repairs and maintenance costs for each class of asset.
Asset Class Upgrade Maintenance Total Buildings $1,615,000 $1,029,047 $2,644,047 Furniture & Fittings $106,005 $106,005 Infrastructure $5,840,501 $72,321 $5,912,822 Motor Vehicle $200,000 $499,320 $699,320 Plant & Equipment $300,000 $463,984 $763,984
$7,955,501 $2,170,677 $10,126,178
Reserve Transfers The 2019/20 budget includes the following transfers from reserves:
Facilities Accumulated Surplus $1,500,000 Facilities Reserve $40,000 Transfer to Building 2019/20 Budget ($1,540,000) Forecast Balance at 30 June 2020 $0
Capital Expenditure The 2019/20 budget includes the following capital expenditure items: Major Upgrade of Council’s facilities in Alice Springs and maintenance various other locations. Road development and repairs throughout the region Council fleet, plant and equipment as per the Fleet Replacement Plan. Development of Landfill sites across the region.
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Rate Assessment Record Certification I certify to the Council that, to the best of my knowledge, information and belief, the rates assessment record of the Council is a comprehensive record of all rateable land within the area.
Diane Hood, Chief Executive Officer, Central Desert Regional Council Dated: 31st May, 2019
Rating Structure RATES
Pursuant to section 155 of the Local Government Act (“Act”), Council declares that it intends to raise, for general purposes by way of rates, the amount of $1,778,139.
Pursuant to section 148 of the Act, the basis of rates is a combination of:
i. valuation based charges which are subject to minimum charges; and
ii. fixed charges.
Pursuant to section 149 of the Act, the basis of assessed value is the unimproved capital value.
1. Residential
In respect of allotments classed as “Residential" in the council assessment record, a fixed charge of $1,866.64 per allotment.
2. Business Commercial
In respect of allotments classed as "Business Commercial" in the council assessment record, a differential rate of 0.117739% of the unimproved capital value with the minimum amount payable in the application of this rate being $1,866.64 multiplied by:
i. the number of separate parts or units that are adapted for separate occupation or use (pursuant to section 148(4) of the Act) on each allotment; or
ii. the number 1, which ever is the greater.
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3. Agriculture Commercial
In respect of allotments classed as "Agriculture Commercial" in the council assessment record, a differential rate of 0.117739% of the unimproved capital value with the minimum amount payable in the application of this rate being $933.35 multiplied by:
i. the number of separate parts or units that are adapted for separate occupation or use (pursuant to section 148(4) of the Act) on each allotment; or
ii. the number 1, which ever is the greater.
4. Pastoral leases under the Pastoral Land Act
In respect of allotments of land over which there is a pastoral lease, as defined in section 3 of the Pastoral Land Act, a rate of 0.0306% of the unimproved capital value with the minimum amount payable in the application of this rate being $367.45.
5. Mining tenements
In respect of allotments of land which are subject to mining tenements as defined in the Local Government Act, a rate of 0.3475% of the unimproved capital value with the minimum amount payable in the application of this rate being $890.96.
Note:
i. Contiguous mining tenements or reasonably adjacent tenements held by the same person will be rated as if they were a single tenement.
ii. If the owner of the mining tenement is also the owner of another interest in the land and is liable for the rates for the other interest, the rates payable will be equivalent to the rates for the mining tenement or the rates for the other interest, whichever is the highest.
6. Special rate
Pursuant to Section 156 of the Act, the Council declares the Special rate “Animal Management” to assist with implementation of animal management in the area.
The Council intends to raise the amount of $133,635 by way of this special rate.
This rate will be levied on all “Residential” allotments by application of a fixed charge of $191.73 per allotment.
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CHARGES
Pursuant to section 157 of the Act, Council declares the following charges for the purpose of kerbside garbage collection provided, or which council is willing and able to provide in Anmatjere, Atitjere, Engawala, Lajamanu, Laramba, Nyirripi, Willowra, Yuelamu and Yuendumu.
Council intends to raise $1,102,458 by these charges.
7. Residential Waste Collection
In respect of allotments classed as "Residential" in the council assessment record, where Council is willing and able to provide the service, a charge of $1,104.60 per bin per annum and additional charge of $552.30 per additional bin requested by the ratepayer.
The service provided is a kerbside collection of the contents of one 240 litre bin per week and access to the Council's waste management facility for the purpose of depositing waste from the residential allotment, regardless of whether the services are used.
8. Business Commercial Waste Collection
In respect of allotments classed as "Business Commercial" in the council assessment record, where council is not willing and able to provide the service, a charge of $2,209.20 per bin and additional charge of $1,104.60 per additional bin requested by the ratepayer.
9. Payment
Council has resolved that the payment of rates and charges may be paid by two approximately equal instalments on the following dates:
first instalment due 30 November 2019; and
second instalment due 29 March 2020.
Pursuant to section 161(3) of the Act, Council resolved to relieve all ratepayers from the consequences of default in payment by instalment, to the extent of those instalments where the due date has not yet arrived. Where instalments of rates and charges are not paid on or before the date on which the instalment is due and payable:
i. the date on which any future instalment is due and payable is not affected; and
ii. the penalty for late payment, under item 10 below, shall be calculated only on the amount of the outstanding instalment on a daily basis from the date on which the missed instalment became due and payable, until the date payment is made.
A ratepayer who fails to abide by such conditions may either be sued for recovery of the principal amount of the rates and charges and late payment penalties; or a charge may be registered over the property or lease prior to potential sale of the property. Costs reasonably incurred by Council in recovering or attempting to recover the rates and charges will be recoverable from the ratepayer
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10. Interest Rate for late payment
The relevant interest rate for the late payment of rates and charges is fixed in accordance with section 162 of the Act at the rate of 19% per annum.
Fees and Charges Council’s fees and charges are available on its website at: www.centraldesert.nt.gov.au/rates-fees-and-charges
Social and Economic Impacts of Rating Policy The Council’s current income is derived from four basic sources:
Income from rates and statutory charges; Local Government Operational Grants; Grants provided by other Agencies to undertake specific funded programs (such as Aged Care); and Contract income which is generated from external entities seeking Council’s services. In determining the rating regime for this year, the Council has considered a number of factors, including:
The Council’s statutory and legislative obligations; The service level expectations of the communities, residents and ratepayers; The funding environment and the overall income from grant and own source income. The asset management and asset renewal obligations of the Council; The Council’s priorities with regards to local employment and maintenance of community based employment and training opportunities; How current and future rating practices will impact on the Council’s financial sustainability; How existing services (particularly waste management and animal management) can be funded from existing revenue sources; and The impact of the leasing arrangements for Aboriginal owned land on the Council’s budget (a cost of approximately $316,000 per annum). The income received from rates represents just 3.5% of Council’s total income, a small proportion of them are conditionally rateable properties, which Council has no control over.
Council has increased the amount it aims to receive from rate revenue by 5.0% for the 2019/20 financial year on the basis of the effective reduction in revenue from other sources due to a freeze on CPI increases in grant revenue, balanced with its needs to cover increased costs forecast for the new financial year.
It is acknowledged that some individual ratepayers may experience difficulties and may seek consideration of their rates through application under the Rates Hardship policy, available on the Council’s website. However, it is not believed that the small increase will have any significant social or economic impact on ratepayers or on the region.
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Elected Member Allowances In accordance with Section 71 of the Local Government Act, Central Desert Regional Council has fixed the following elected member allowances for 2019/20:
Allowance President Deputy President Councillors Base Allowance $74,742.90 $27,637.93 $13,442.75 Electoral Allowance $19,672.93 $4,919.13 $4,919.13 Professional Development $3,734.50 $3,734.50 $3,734.50 Allowance* Max extra meeting allowance - - $8,961.83 (Per meeting) ($137.00) Total Claimable $98,150.30 $36,291.56 $31,058.21 *The professional development allowance includes costs for travel, accommodation, meals and course or conference fees. The amount budgeted for the above Elected Member Allowance is $332,592.
Local Authority Allowances Local Authority Allowances are established by the Minister for Local Government. The allowances for Local Authorities based on revenue units as follows:
Chair, if eligible, 143 revenue units Other eligible members 107 revenue units. The Department of Treasury and Finance establishes the revenue unit based on CPI in Darwin on 1st July each year.
Allowance Local Authority Local Authority Chairperson Members Revenue Units 143 107
The amount budgeted for the Local Authority member allowances is $48,420.
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REGIONAL COUNCIL CONTACTS
Corporate Office
Freecall 1300 360 605 Phone 08 8958 9500 Fax 08 8958 9501
Postal PO Box 2257, Alice Springs NT 0871 Location 1 Bagot Street, Alice Springs NT 0870
Email: [email protected] Web: www.centraldesert.nt.gov.au
Council Service Delivery Centers
Anmatjere (Ti Tree) Atitjere Phone (08) 8966 9900 Phone (08) 8956 9787 Fax (08) 8966 9901 Fax (08) 8956 9917 [email protected] [email protected]
Engawala Lajamanu Phone (08) 8956 9989 Phone (08) 8974 5500 Fax (08) 8956 9976 Fax (08) 8974 5501 [email protected] [email protected]
Laramba Nyirripi Phone (08) 8956 8765 Phone (08) 8956 8720 Fax (08) 8956 8341 Fax (08) 8956 8739 [email protected] [email protected]
Willowra Yuelamu Phone (08) 8956 4820 Phone (08) 8956 4016 Fax (08) 8956 4920 Fax (08) 8956 4088 [email protected] [email protected] Yuendumu Phone (08) 8993 7900
Fax (08) 8993 7901 [email protected]
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