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Macdonnell Shire Council MacDonnell Shire Council Service Delivery Plan Summary Period: 08/09 - 12/13 v3.2.3 MacDonnell Shire Council SERVICE DELIVERY PLAN SUMMARY (08/09 - 12/13) Organisational SWOT S TRENGTHS W EAKNESSES INTERNAL • Capacity to maintain and improve social infrastucture • CDEP participants being able to effectively transition ie Swimming Pools, Sports grounds, Rec. Halls into real jobs • Increased purchasing power. Economies of scale not • Inadequate community plant and equipment to possible with individual Councils deliver core services • Increased Lobbying and advocacy power • Potential for disempowerment of community • Relationship between MacDonnell Shire and Central residents in decision making at the local level Desert Shire • Links between councils and Job Network providers • IT can be standardized across Shire. Substantial are weak savings. • Dog control is inadequate • Delivery of appropriate Library services to • Clients could be forced to move community to be MacDonnell Shire able to access aged and community care services. • Stronger governance of Contracted services • Lack of library related infrastructure • Established links with Job Network Providers • Ad Hoc coordination between councils, agencies • Infrastructure will be constantly maintained and and RTOs improved. • Difficulties in retaining the current workforce • Greater consistency in service provision between • Poor maintenance of plant and equipment communities. • Inadequate sporting facilities • Provision of efficient, effective essential services of • Community residents may be disempowered and power water and sewerage distrust Shire if they have limited input in budgeting • Network of Public Library and Knowledge Centres • Maintenance of “cross-border” services from Docker supported by NTL ensures sustainable staff support River. • Potential for increased professionalism in Aged Care • Inadequate local road maintenance Workforce • ESO’s in remote locations have varying skill levels • Existing skills already available in the local • The loudest Ward could receive most economic population. benefit • Potential for economies of scale. • Ageing infrastructure and plant and equipment • Implement a demand management program • Access to registered training providers in remote supporting community education in the best use of communities resources. • Limited capacity of local government to recruit and • Support community capacity building and regional retain library staff development. • Lack of focus on engaging residents in the design • More efficient monitoring of Governance functions. and delivery of services Information in one place • High staff turnover • Existing staff in Councils have a level of • Inadequate information on the impact of shire understanding and experience of the environment establishment on allocation of responsibility • Centrally located. Smoother more efficient flow of • Lack of financial capacity from NTL to support information. expanded Public Library and Knowledge Centre • Community willingness for training – Amoonguna and Network Papunya • No consistent communication strategy for PWC to • Potential for improved service delivery in Aged Care. access ESOs • Capacity to develop regional responses across • “Double dipping” across CACP, Flexible Aged Care human services areas Services and Home and Community Care Services • Inadequate public open space and facilities – Amoonguna • Inability to control dust within the community - Watiyawanu • Allocation of Community Care packages in an inconsistent way across the region. • Potential for increases in costs associated with regional management structure. • Lack of clarity around changes to housing management • Limited pool of appropriately skilled local people. • Distance between communities and lack of transport services • If infrastructure isn't developed/maintained in remote communities, drift to towns will continue July 26, 2008 Page 2 of 230 MacDonnell Shire Council SERVICE DELIVERY PLAN SUMMARY (08/09 - 12/13) • Inadequate community centre facilities - Imanpa • Significant scattered non-perishable (Hard) Rubbish - Aputula • Huge costs in travel etc to attend Shire meetings • Inadequate approach to rubbish collection and disposal • Limited ability for resource sharing due to distances between communities • Not enough funding to employ people in real jobs • Lack of clarity regarding type and level of service delivery • Poor public facilities in Aputula • Lack of clarity regarding the approach to service delivery to outstations • Poor usage and wastage of water and electrical resources that is unsustainable • Low levels of Indigenous women and men employed in local government • Community service delivery centres potentially not supporting Job Network provider access • Retention of Indigenous employees in councils O PPORTUNITIES T HREATS EXTERNAL • Consistency of Service Standards • Inability to gain high level support from DEET for NT • Can provide better facilities that will attract town Libraries based sporting activities to remote communities • Low aspirations, poor confidence, low morale • What role will Shire play in STEP-ERS process amongst general Indigenous population • Expand Our Story, Early Literacy programs and • Use of assets historically used for Aged and Internet access to all communities Community Care service delivery. • Litter issues including derelict cars and other • Centralized data recording and storing may be recyclable materials - Imanpa accessed without authority. Data lost due to system • Increased pool of skilled and unskilled labour fa available through CDEP shutdown • Lack of suitable equipment to undertake desired • Potential development of shared Government road maintenance “shopfront” • Can very easily slip into a mentality of the loudest • Essential service provision to MacDonnell Shire wheel gets the most grease Outstations • Communication protocol between government • Shire model can achieve best practice for Local business managers and the shire Government. • Relationship between shire Councils and agencies • Develop MOU with key training providers • Disruption caused during transition to regional • Development of a Regional Respite Service Model service model. • Engage MacDonnell Shire in the implementation of • Transfer in responsibility for employees transferred the emerging Water for Healthy Communities Program from CDEP to Shire • Engage MacDSC in a partnering arrangement to • Economy is centred where the work or service is deliver efficient effective essential services easy to provide, marginalizing remote communities • Increased opportunities for Indigenous employment • Low skill base in semi–skilled jobs • Taking on too much change at once • Ability to align Australian Government roles servicing • Difficulty in accessing remote communities during the MacDonnell Shire area inclement weather and subsequent road closures. • Improved Regional Service Planning Practices • Inadequate water supply and infrastructure • Qualified staff can be utilized on a fee for service to • Feeling of disempowerment of local community train staff, maintain equipment Councils particularly with respect to social issues • Feral animal control • No clear strategy for transitioning people off CDEP • Pool of available local labour into jobs. • Innovative employment options to better utilise • Future of Community Councils public internet available skills resource in the community access facility – Aputula • Learn from others mistakes and achievements / • Willingness or desire of MacDonnell shire to successes participate in the delivery of employment programs • Shire structure can offer benefits, attractions and • Inflexible training and funding models incentives for business interests. • Reduction in the number of jobs available in local • Skilled but unqualified workforce communities July 26, 2008 Page 3 of 230 MacDonnell Shire Council SERVICE DELIVERY PLAN SUMMARY (08/09 - 12/13) • Role of government business managers and • Water quality issues relationship with shires • Closure of existing library sites • Some young people are finishing year 11 & 12 • PWC and MacDonnell Shire Technical staff retention • Ability to streamline liaison and negotiation • Increased drug use on communities arrangements within the shire. • Requests for money from income managed welfare • Direct voice to NTG and AG decision making recipients may impact on individual's desire to work. • Availability of plant and equipment associated with • Value of libraries not appreciated or well understood. Hermannsberg/Ntaria’s construction • Experienced RTOs with an understanding of the environment • Streamlined Administrative, Data Collection and Reporting Arrangements • Role of council in the provision of youth services including sport and recreation • Wild dog control • New business opportunities emerging • Better Staff Support Structures • Shire structure will provide career paths for employees • Existing Centrelink contract arrangements have potential for expansion/enhancement • Current political momentum July 26, 2008 Page 4 of 230 MacDonnell Shire Council SERVICE DELIVERY PLAN SUMMARY (08/09 - 12/13) Directorate: Corporate and Community Services Business Unit: Agency Service Delivery Service Grouping: Agency Services Service Profile: Aged and Disabled Care (Agency) Description: Provision of Aged and Community Care Services to ensure that older Australians enjoy independence, good health and wellbeing; have access to person focused, flexible, high quality, easy to understand and sustainable care; and
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