2020 NT Election Advocacy for Local Government - We are local We connect - LGANT
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2020 NT Election Advocacy
for Local Government
We are local
We connect
About LGANT ................................................................................................ 2
Introduction .................................................................................................. 3
Local Populations .......................................................................................... 8
Local Economies ........................................................................................... 9
Local Representation ..................................................................................10
Local Safer Communities ............................................................................11
Local Council Sustainability.........................................................................12
Local Governance Reform ..........................................................................13
Local Service Coordination .........................................................................14
Local Infrastructure ....................................................................................15
Local Waste Management ..........................................................................16
Local Connectivity .......................................................................................17
Local Closing the Gap..................................................................................18
Local Housing and Land Servicing ...............................................................19
Local Environment ......................................................................................20
Local Water Security ...................................................................................21
About LGANT
The Local Government Association of the Northern Territory (LGANT) is the voice of local
government in the Northern Territory, representing all 17 municipal and regional councils. We
provide leadership, support, representation and advocacy on behalf of our member councils for the
benefit of their communities.
Local government makes a significant contribution to the Northern Territory economy as collectively
councils employ around 3,000 Territorians, is the largest employer of Indigenous people in remote
and regional areas, manage and control assets and infrastructure valued at $2.57 billion, is
responsible for over 14,000 kilometres of roads and receive and expend over $505 million in the
Northern Territory annually.
2
Introduction
We are local. We connect.
Councils are the closest to communities and have the largest footprint across the Northern Territory
of any government or organisation. This proximity to Territorians, the acute sparsity of population
across 17% of the nation, low rate-paying base and focus on local decision-making has meant we do
a lot more than roads, rates and rubbish. Often this means the fourth "r" - "reverything else".
Expectations of councils from its citizens have risen markedly and while councils are always looking
to be more effective and efficient with its limited resources assistance is nonetheless required.
Local government collects less than 4% of the total taxes paid by Australians, meaning partnerships
with and funding from the other two levels of government are critical.
We are of course fortunate that Commonwealth and Territory government subsidies, grants and
funding schemes support much of what the sector does particularly in regional and remote
communities. This support needs to continue and in some cases be expanded if we are to maintain
and develop the very reason councils exist - to increase community wellbeing via service provision.
It is true that the local government sector needs to and is "lifting its eyes" to be more strategic and
aspirational, the development of the Local Government 2030 strategy with the Territory government
is testimony to this. This document will form the basis of the 10-year plan.
The 14 key priorities outlined in this election advocacy document support LGANT's strategic
outcomes:
• supporting local government reforms
• contributing to infrastructure provision and enhancement
• bolstering community services and Indigenous employment
The commitments we seek from those parties or individuals seeking to form the next Northern
Territory Government are derived from the Strategic Plans of the Australian Local Government
Association and that of LGANT, the 2020/21 LGANT Budget Submission to the Northern Territory
Government, LGANT Policies and motions passed at Executive Meetings and the last two LGANT
Annual General and General Meetings.
Our vision is for local government in the Northern Territory to develop the most liveable communities
in Australia.
Our mission is for our local communities through strong partnerships with the Commonwealth and
Territory governments to be progressive, resilient, safe, healthy, fun, inclusive, vibrant, self-
determining and self-sustaining.
3
Summary of the commitments we are seeking
Local Populations
1 •
•
A Local Government Strategic Population Plan for each of the 17 councils and shires.
$250,000 to produce a NT Local Government Strategic Population Policy.
• $900,000 over three years for a Regional Youth Traineeship program.
• Increase the Zone Tax Offset to CPI to support those living in regional Australia and
incentivise people to move to regional Australia to reduce the population pressures in
Australia’s major cities.
Local Economies
2 •
•
Economic Development Plans for all 17 councils and shires.
Establishment of a Local NT Red Tape Reduction Taskforce.
• Development of a Local Procurement and Tender Ready Capability Program.
• Regional and remote Local Qualifications, Skills and Training Audit.
• An emphasis on Creative Industries, Cultural, Accessible and Heritage Tourism.
Local Representation
3
• Greater resourcing and coordination to improve voter enrolment and turnout at elections.
• Target areas of greatest disenfranchisement over the next three elections.
• The Extension of the Your Voice, Your Community campaign.
• Greater involvement of local government including training of council staff as NTEC Officials.
• NTG to work with land councils to avoid election dates clashing with royalty distribution
days.
• Extension of early-voting period and polling booths to be open for longer in regional and
remote communities
Local Safer Communities
4 • Establish a $20M program to upgrade and construct cyclone shelters to allow residents to
remain in communities during a cyclone rather than evacuate to major centres.
• $150,000 per year for three years to employ a Local Government Road Safety Project
Officer to work with councils on collaborative initiatives with other governments on the
Australian National Road Safety Strategy and the Northern Territory Towards Zero:
Road Safety Action Plan 2018-22.
Local Council Sustainability
5 •
•
The retention and expansion of current NTG and Commonwealth funding streams.
Commonwealth Grants Commission's Financial Assistance Grants restored to 1% of GDP.
• The removal of Conditional Rating.
• The ongoing development of the Local Government 2030 Strategy.
4
Summary of the commitments we are seeking
Local Government Reform
6 • The provision of $2M for the 2020-2021 financial year for constituting and resourcing
councils to complete local government incorporation for the Northern Territory.
• Continuation of the current funding arrangement for Elected Member training to ensure
local government is compliant with the new legislation and that councils are sustainable.
• NT Government to provide appropriate funding and resources to ensure the Local
Government 2030 Strategy is successful.
• Establish a Northern Territory Local Government Rating System Reference Group.
• The retention of a Minister for Local Government.
• The retention of a local government department.
Local Service Coordination
7
• An MoU between DIPL and Regional Councils for the ongoing coordination of Regional Roads
Committees, including collaborative procurement processes and access to Konect.
• The formal engagement of local government in the Emergency Management Committees in
the planning for and management of disaster relief and recovery operations.
• Consideration of broader collaboration in areas of public health and community wellbeing.
Local Infrastructure
8 • $150,000 per year for three years to fund a Project Officer to facilitate the use of the Konect
program by councils so that data on all government roads are kept on the one site.
• Maintain the Strategic Local Government Infrastructure Fund (SIF) at $5M so that councils
can continue to underpin infrastructure provision in their communities
• Increase funding for remote land servicing in the Northern Territory, around $40M, to
address the backlog in water and sewerage infrastructure in remote towns to encourage
development and provide essential water services.
• Encourage the production of land use plans for all Territory remote towns.
• For fair rating, amend the Building Regulations to allow councils to access all building
records and relevant information held by the NTG on properties within respective council
areas.
• Work together with the Power and Water Corporation and other stakeholders in the
development of a NT Water Security Plan including individual plans for the 17 councils and
shires.
• Maintain public library collections funding at $3M with provision for capital
expenditure to improve library assets.
Local Waste Management
9 • Establish a Cooperative Research Centre for Waste, Recycling and the Circular Economy.
• Develop a NT Solid Waste Strategy with targets.
• Identify a site for a second Top End Regional Waste Management facility for overflow waste.
5
Summary of the commitments we are seeking
Local Connectivity
10 • Build on the Smart Cities and Suburbs Program approach by providing a Smart Communities
Program of $100M per annum.
• Establish a Digital Local Government and Rural/Regional Telecommunications Program of
$100M over four years to increase the community benefits of improved technology,
connectedness and innovation.
• Develop an Indigenous digital inclusion strategy focused on affordability and access to
learning for digital capability.
• Audit of regional and remote communities to ensure continuous connectivity.
Local Closing the Gap
11 •
•
Formally include local government in the new national agreements on Closing the Gap.
Continue NTG support grants for Indigenous employment, services to outstations and
project funding for local authorities.
• The continuation of the five-year contract initiative for community services.
• The development of Economic Development Plans for all 17 councils and shires.
Local Housing and Land Servicing
12 • A summit with Power and Water Corporation, NTG and local government to develop a joint
planning framework to guide strategic community infrastructure and housing investment
over the next decade.
• Increase the budget for remote land servicing and for addressing failing water and
sewerage infrastructure in remote towns to include an NT Water Security Plan.
Local Environment
13 • Provide increased funding towards reducing the amount of ‘fuel loads’ throughout the
natural environment to specifically, but not exclusively, combat the spread of Gamba Grass.
• Include Climate Change risk in the Northern Territory Emergency Plan.
Local Water Security
14
• Sustainably ensure the quantity and quality of water for all Territorians.
• Address the backlog in water and sewerage infrastructure in remote towns to open up land
development and deliver water and greater sanitation standards.
• Review the current Power and Water/Indigenous Essential Services delivery model of two
separate providers in terms of effectiveness and efficiency, coordination between PWC and
IES and greater transparency regarding the long-term asset management strategy for
maintaining remote essential services.
6
7
1
Local Populations
What is the issue?
As at September 2019, the NT's population was 245 562, a decrease of 0.6% from 2018. This is well below
the national increase of 1.5% and the NT's 20-year annual average growth of 1.1%, over the same period.
An uneven growth within the Northern Territory sees Darwin's population growing while in other centres and
communities numbers are declining.
Why does it matter?
Increasing local populations will boost consumer and business confidence increasing local spending, while
attracting local and outside investment. As the NT Government's 2018-2028 Population Growth Strategy
says, "A sustainably growing population that supports a healthy economy and thriving communities is
essential to the future of the Northern Territory."
We need to retain who we have and attract the specific skills we need to particular areas.
Further information
The Northern Territory has had five years of low population growth, including 21 consecutive quarters of
negative net interstate migration. Research by the team at the Northern Institute of CDU suggests that
changes to people's migration behaviours are based around life-stage transitions including:
• Large declines in our biggest in-migration 'market' of early-career workers, particularly women
• Dramatic declines in children and teenagers migrating to the Northern Territory
(mainly linked to the changing migration patterns of families)
• Increased departures of key 'markets' like early-career workers, those nearing
retirement age and those who have recently retired
• Lower proportions of interstate migrants from key sources coming to the
Northern Territory (South Australia, New South Wales and Victoria)
• Increased seasonal volatility for both interstate and overseas migration
• Reduced contributions to population growth from net overseas migration
Councils need to know what their roles are in telling the Territory story, attracting investment and creating
jobs, attracting and retaining migrants, enhancing liveability, understanding the drivers of population change
and maximising the opportunities post COVID-19 to grow the population.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• A Northern Territory Local Government Strategic Population Plan for each of the 17 councils and
shires to responsibly grow our population and allow for the more efficient and effective allocation of
public and private resources, to achieve economic, social, cultural and environmental outcomes, job
creation and community sustainability.
• $900,000 over three years for a Regional Youth Traineeship program.
• Increase the Zone Tax Offset to CPI to support those living in regional Australia and incentivise
people to move to regional Australia to reduce the population pressures in Australia’s major cities.
8
2
Local Economies
What is the issue?
The COVID-19 restrictions have shown how important businesses are to local communities and their overall
wellbeing. Local government needs to know its role in the economic recovery in the short and long term.
Why does it matter?
Councils are in most cases the largest employer and largest "business” and need to know what they can do to
help reinvigorate local economies and play a part in the recovery. The economic health of a community is a
significant determinant of its levels of wellbeing. Economic recovery for the Northern Territory will be led by
the stimulation and activation of local economies.
Further information
• Identify red tape that acts as a barrier to growth and simplify or remove it.
• Councils buying locally is the quickest and easiest way to stimulate local economies.
• Standardised, small business friendly procurement philosophies, policies and practices across the
NTG and local government needs to be explored.
• To better understand the capability of local suppliers, we need to know what skills and qualifications
already exist and then identify the opportunities for upskilling and retraining.
• The NT needs to find more niche Tourism markets.
• Technology and connectivity help to solve the tyranny of distance and lack of scale.
• The identification and promotion of investment opportunities, greater synergy between the RDA NT,
the ICN and NTG to match investors with investment product is key.
• The investment attraction function within the Territory government could work more closely with
our councils with an emphasis on attracting more skilled migrants, business migrants and
international students to assist regional investment attraction.
• Greater emphasis on export ready programs, business start-up assistance and outlets for
entrepreneurs to develop ideas in a safe, encouraging way. This could be via businesses incubators,
and for example the Darwin Innovation Hub adopting a hub-and-spoke model linked to the regions.
• Significant public infrastructure investment required to encourage private investment including
roads, rail, ports, water, electricity and gas infrastructure, affordable land, skilled local labour-force
and strong and stable local leadership.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• Local infrastructure projects brought forward.
• Economic Development Plans for all 17 councils and shires.
• Establishment of a Local NT Red Tape Reduction Taskforce.
• Development of a Local Procurement and Tender Ready Capability Program.
• Regional and remote Local Qualifications, Skills and Training Audit.
• An emphasis on Creative Industries, Cultural, Accessible and Heritage Tourism.
9
3
Local Representation
What is the issue?
Only 62% of eligible voters in the Northern Territory voted in the 2016 NT Election, this shortfall includes
over 25,000 missing from the electoral roll and of those about 16,000 are Aboriginal. Voter enrolments and
turnouts at Federal, Territory and Local government elections are lower than what should be acceptable.
Why does it matter?
Disenfranchisement and under-representation not only promote apathy and disillusion but also
disengagement leading to a disintegration of democracy and communities. Further, with fewer people
involved in the democratic process, the lower the interest in nominating for Local Authorities, Local
government and other councils, Territory and Federal parliament. With a smaller pool of leaders, the
capacity to advocate and influence for change is threatened.
Further information
• The NT Election will be held 22 August 2020.
• The NT Local Government (Council) election will be held 28 August 2021.
• Local leadership will grow if local leaders are listened to. Regional communities feel every policy bump
and are well-across many policy issues as they are invariably affected by funding and service delivery
cuts. Empowering and supporting local communities to develop locally based solutions is an essential
part of building regional leadership capacity.
• Resourcing needs to be increased to improve enrolment and turnout at elections.
• The 2016 Territory election saw 135,506 electors on the roll, but only 100,304 of those voted. Only 72
per cent of enrolled voters had their say.
• According to ABS statistics it is estimated that there are a further 25,000 Territorians missing from the
electoral roll. About 16,000 of those are Aboriginal. Adding those 25,000 to the roll figure of 135,506
would mean that the actual voter turnout of 100,304 in 2016 was just 62 per cent of eligible voters.
Most of those being in the 18-25 age group.
• In some communities the voter turnout was less than 50%.
• Apathy is not the sole reason for low enrolment and voting.
• The access to enrolment, the enrolment process itself, identification issues, greater pre-polling
opportunities and greater NTEC presence on Election Day would improve the situation.
• The Your Voice Your Community campaign needs more time to understand its effectiveness and we look
forward to its continuation and maturation.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• Greater resourcing and coordination to improve voter enrolment and turnout at elections including
advocacy to the Commonwealth for greater funding given its management of the NT electoral roll.
• Target over the next three elections, NT, Local Government and Federal, areas of greatest
disenfranchisement.
• The Extension of the Your Voice Your Community campaign.
• Greater involvement of Local Government including training of select staff as NTEC Officials.
• NTG to work with land councils to avoid election dates clashing with land council payment days.
• Extension of early-voting period and polling booths open for longer in regional and remote communities
104
Local Safer Communities
What is the issue?
Feeling safe walking our streets, driving on our roads safely and being safe from extreme weather events are
the three key themes that our communities still believe not enough is being done.
Why does it matter?
The "new normal" may mean less community acceptance of previous illegal and anti-social behaviour and
greater demand for action from government and government agencies. Further, feeling safe driving on our
roads and safe from cyclones is important for community wellbeing, population retention and attraction,
tourism, reliance on the health sector, incarceration rates and the limited resources of emergency services.
Further information
• Councils want to know what the NT Government will be doing to address public and domestic
violence, drunkenness, crime, illicit drugs and the effect it has on community wellbeing.
• Road safety is a major issue for all governments throughout Australia and if efforts to improve safety
are to be made, then resources have to be found to support it.
• Further given that Local Government is "responsible" for over 14 000kms of road infrastructure we
have a duty to be involved in road safety planning, messaging and training.
• Road Safety is not just about the design, engineering, construction and maintenance of roads it is
also about the education of the road users. It is not just about the number of fatalities, it is also
about the utility of the road, its appropriateness to local conditions, and it is about those injured -
mentally and physically.
• LGANT and member councils support the proposal for cyclone shelters to be constructed in remote
areas in preference to evacuating people en masse to locations like Darwin and Katherine. These
shelters could be designed to be multipurpose and thus have utility all year additional to that for
which they are principally designed.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• Establish a $20M program to maintain, upgrade and construct cyclone shelters to allow residents to
remain in communities during a cyclone rather than evacuate to major centres.
• $150,000 per year for three years to employ a Local Government Road Safety Project Officer to work
with councils on collaborative initiatives with other governments on the Australian National Road
Safety Strategy and the Northern Territory Towards Zero: Road Safety Action Plan 2018-22.
115
Local Council Sustainability
What is the issue?
Financial sustainability is the benchmark for councils throughout Australia. The viability of local government
councils across the Northern Territory is vulnerable to changes in Commonwealth and NTG policy.
Regional councils in particular are dependent on highly prescriptive Commonwealth programs designed to
support disadvantaged communities and individuals. Cost shifting to local government is becoming a
significant issue for these Commonwealth programs.
Why does it matter?
With a diverse and highly dispersed population, and only a brief history of local government funding,
communities and their local councils are decades behind other jurisdictions in the provision of basic
infrastructure and community services. While local government councils appreciate the financial assistance
from the Commonwealth and Territory governments, much of this is based on short-term contracts that do
not allow for appropriate long-term asset management, planning or workforce development.
Further information
Specifically, from the NTG, LGANT seeks the continuation, extension or expansion of:
• NT Operation Subsidy
• Special Purpose Grants and Local Authority Project Grants
• Strategic Local Government Infrastructure Fund
• Continued Funding for Elected Member Training
The NT Operational Subsidy (NT Ops Sub) is one of the very few untied revenue sources available to regional
and shire councils, given rate capping (Conditional Rating) for the pastoral and mining sectors, and LGANT is
requesting a 5% NT Ops Sub increase from 2021-22 to contribute to the following:
• the operating costs of local authorities
• infrastructure leasing costs for properties on Aboriginal land
• the preparation for councils to assume full responsibility for cemeteries
• increased employee expenses
• increased costs meeting with the NT government's environmental reforms
• extraordinary increases in insurance costs
LGANT is developing a Local Government 2030 strategy in partnership with the Department of Local
Government, Housing and Community Development to guide the sector's future over the next decade.
LGANT seeks to continue this initiative to assist financial sustainability, formalised arrangements and gain
some consensus on future directions for local government for the next ten years.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• The retention and expansion of current NTG and Commonwealth funding streams.
• Commonwealth Grants Commission's Financial Assistance Grants restored to 1% of GDP.
• The removal of Conditional Rating
• The ongoing development of the Local Government 2030 Strategy.
126
Local Governance Reform
What is the issue?
The Northern Territory is not fully incorporated; does not have a formal structure linking the Local
Government Act 2019 to operational arrangements between councils, the Territory and Commonwealth
governments; and has a rating system that needs reviewing.
Why does it matter?
If these unincorporated areas are not brought into local government areas landowners within these areas
will continue to receive benefits at a cost to other taxpayers. Uncoordinated services lead to under-servicing,
duplication and waste. Rates need to promote equity and equality.
Further information
• Unincorporated areas include Dundee, North Crest, Darwin Waterfront and Yulara.
• All landowners or lessees of land in the NT should contribute to services, infrastructure maintenance
etc. through the system of land taxation that is local government rates.
• Sufficient funds need to be allocated by the NTG to ensure the smooth transition and amalgamation
of the Coomalie and Belyuen councils into one entity and engagement with nearby communities.
• LGANT and DLGHCD are working together on a Local Government 2030 Strategy. This will
define the vision, mission and actions for local government and the NTG in a ten-year formal and
collaborative operational plan.
• LGANT is grateful for the government's financial support of elected member training which needs to
be extended given 157 members are elected every four years and the Local Government Act 2019
makes the training about the responsibilities of being a member of council compulsory. Elected
Member governance capability will promote the sustainability and viability of the local government
sector.
• Rates and charges underpin the revenue of Local Governments and the many essential services and
infrastructure provided throughout the Northern Territory.
• Despite the different requirements of large municipal councils and smaller regional shires, a
comprehensive rating system which is reviewed regularly will allow for both enhanced sustainability
and community understanding of rating.
• The rating of Mining and Pastoral Properties in Northern Australia would form part of the review.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• The provision of $2M for the 2020-2021 financial year for constituting and resourcing councils to
complete local government incorporation for the Northern Territory.
• The continuation of the current funding arrangement for Elected Member training to ensure that the
local government sector is compliant with the new legislation and that councils are sustainable.
• NT Government to provide appropriate funding and resources to ensure the Local Government 2030
Strategy is successful.
• Establish a Northern Territory Local Government Rating System Reference Group.
• The retention of a Minister for Local Government.
• The retention of a local government department.
137
Local Service Coordination
What is the issue?
The coordination between the Territory and local governments with regard to the management of the road
system and natural disaster response and recovery, for example has been ad hoc and would benefit from
more formal arrangements.
Why does it matter?
Local government acknowledges that protecting the safety and wellbeing of its communities is a shared
responsibility for all tiers of government and reaffirms the significant contributions that councils make in this
area. Councils should contribute equitably to providing safe road access and disaster response and recovery,
notwithstanding the significant responsibilities of the Territory government.
Further information
• Devolving decisions to the lowest level capable of performing them has largely worked well for the
Australian Federation but his assumes that between the NTG and local government there is a clear
definition of roles and responsibilities and strong collaboration.
• The Territory road network is currently managed and maintained by the DIPL, by local councils and
by Aboriginal community organisations. There has been limited coordination other than informal
Regional Road Committees. To improve the cost effectiveness of investment in the network, to
maximise the opportunities for coordination of activities across regions and to streamline
procurement processes, these committees should be formalised through an MOU.
• Under the new Disaster Recovery Funding Arrangements (DRFA) it is important that the coordination
between the NTG and Local government, including asset benchmarking and the protocols for post-
disaster assessment, are clarified. While councils have been seen as partners in response and
recovery efforts, councils have not always been engaged early in the regional planning and
implementation processes and this would be enhanced by a formal agreement.
• At the local level, there are other opportunities for the NTG to work with councils to improve the
public health and community wellbeing. Regional communities face significant challenges including
youth unemployment, drug use, obesity, mental health and isolation. Councils can be part of the
solution as they have local staff, local knowledge of service gaps and broad experience in delivering
vital community services.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• An MoU between DIPL and Regional Councils for the ongoing coordination of Regional Roads
Committees, including collaborative procurement processes and access to Konect.
• The formal engagement of local government in the Emergency Management Committees in the
planning for and management of disaster relief and recovery operations.
• Consideration of broader collaboration in areas of public health and community wellbeing.
148
Local Infrastructure
What is the issue?
Local economies will play a role in the economic recovery of the NT and local infrastructure will be the major
plank in the strategy. A coordinated approach is required to ensure the right spread of projects across the
Territory is achieved in terms of productivity (jobs), liveability (social infrastructure) and environmental
sustainability (green infrastructure and programs).
Why does it matter?
Regional communities underpin the Northern Territory's economy. They need higher levels of investment in
infrastructure and public facilities to ensure they retain their attractiveness as places to invest, work and
visit. Cooperative efforts by state and local governments on infrastructure and land use planning, as well as
the attraction of private investment, will maximise the potential of NT's regions.
Further information
• LGANT is calling for all roads to be mapped on one platform. This will assist in the prioritisation of
road building, maintenance spend and for contractors a continuous work plan.
• Funding is required to address the backlog in water and sewerage infrastructure in remote towns to
open up land development and deliver water and greater sanitation standards.
• Improving the competitiveness of the NT as a location for business is also critical. The regions are
major contributors to our economy predominantly through tourism, energy, resources, Defence and
the agricultural and pastoral sectors.
• Planning reform should include an emphasis on councils as local placemakers, with an initial focus on
revitalising main streets.
• In setting priorities to drive investment in infrastructure, the NT could be guided by the various ways
infrastructure can support economic growth, build social wellbeing and ensure sound environmental
management.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• $150,000 per year for three years to fund a Project Officer to facilitate the use of the Konect
program by councils so that data on all government roads are kept on the one site.
• Maintain the Strategic Local Government Infrastructure Fund (SIF) at $5M so that councils can
continue to underpin infrastructure provision in their communities
• Increase funding for remote land servicing in the Northern Territory, around $40M, to address the
backlog in water and sewerage infrastructure in remote towns to encourage development and
provide essential water services.
• Encourage the production of land use plans for all Territory remote towns.
• For fair rating, amend the Building Regulations to allow councils to access all building records and
relevant information held by the NTG on properties within respective council areas.
• Work together with the Power and Water Corporation and other stakeholders in the development of
a NT Water Security Plan.
• Maintain public library collections funding at $3m with provision for capital expenditure to improve
library assets.
159
Local Waste Management
What is the issue?
There is no over-arching plan for the Northern Territory to address the challenges and opportunities of
waste, recycling and the circular economy.
Why does it matter?
The Northern Territory has a growing waste issue over a vast geography and we do not know what
environmental damage is being done nor what could be recycled and sold as another product in a changing
global market.
Further information
• COAG has directed the development of a strategy to reduce waste, decrease the amount of waste
going to landfill, and maximise the capability of the waste management and recycling sector to
collect, recycle, reuse, convert and recover waste.
• Infrastructure Australia recently listed national waste and recycling management as one of five
national high priority initiatives.
• The issues with waste management and recycling are complicated by the lack of an appropriate
policy framework and expertise to guide waste industry development across Northern Australia.
• The Shoal Bay Waste Facility is the only active waste management site across four municipal and
shire councils and services over half of the NT population. A second site needs to be identified for
future needs and as an "overflow" for waste generated from an extreme weather event such as a
cyclone.
• The Federal Government is proposing a waste export ban on unprocessed recyclables putting more
pressure on Australian industry and local government to implement solutions to the recycling crisis.
• The establishment of a Cooperative Research Centre for Waste, Recycling and the Circular Economy
is required to develop innovative projects designed to grow the Territory's waste management and
recycling industries and address the many legacy waste issues facing local government.
LGANT believes that such a body should develop an NT Solid Waste Strategy with staged targets and:
• Include representation from the three levels of government, industry, universities and special
interest/community groups
• Work with NTG to identify a site in the Top End for emergency waste from cyclones or natural
disasters
• develop broad regional waste policies that can be tailored by individual councils
• develop codes of practice for landfills and other waste disposal facilities
• assist with the development and implementation of waste education programs
• set industry reduction targets and develop opportunities for recycling and circular economies
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• Establish a Cooperative Research Centre for Waste, Recycling and the Circular Economy.
• Develop a NT Solid Waste Strategy with targets.
• Identify a second Top End Regional Waste Management facility.
1610
Local Connectivity
What is the issue?
To make the most out of a connected Northern Territory, considerable planning and coordination is required
and real commitment from all levels of government, the private sector, businesses and communities.
Why does it matter?
High bandwidth will assist councils to be more effective and efficient, use technology and data to do good
things better. Councils can use connectivity to plan and budget better for community services as it can use
real-time data to make quicker and better decisions, allocating resources where they need to be and when
they are most needed. But this is not just about councils.
Further information
• The three main challenges for business growth in regional NT are the tyranny of distance, the lack of
scale, and the right skills at the right time to do the right job by the right person. A connected NT
would address distance and scale, grow markets, and allow locals to be global businesses.
• We need to make the most out of the high level of connectivity that the NBN has already given us to
drive local economies and take our regional and remote products and services to the world.
• Reliable mobile phone and internet connectivity are important to individuals and communities for
every-day liveability and emergency services, for business operability, viability and sustainability.
• An opportunity to make the NT the most "connected" jurisdiction in Australia.
• This type of connectedness will allow, for example, highly technical medical procedures to be
performed by local practitioners directed by specialists anywhere in the world. It will also enable our
youth to study overseas from home or at a communal space for learning.
• This plays into how we retain those people we already have and how we attract the skills that we
need, as there will be fewer reasons to leave and more reasons to come to the NT.
• Smart Cities concepts regionalised to become Smart Communities principles using a hub and spoke
model to drive and enable greater innovation and entrepreneurship as ideas can be exchanged
globally with regional thinkers with access to mentors, programs and peers.
• The CDU and our TAFEs can have a much greater online and virtual presence.
• A key enabler that will attract investment, innovators and entrepreneurs is connectivity.
• ALGA has identified that the Smart Communities Program could have a cumulative Gross Domestic
Product benefit of $242.3M by the third year and create up to 700 new jobs. The Digital Local
Government and Rural/ Regional Telecommunications Program could have a cumulative Gross
Domestic Product benefit of $98.1 million by the third year and create up to 300 new jobs.
• Explore recommendations from the 2018 Regional Telecommunications Review.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• Build on the Smart Cities and Suburbs Program approach by providing a Smart Communities Program
of $100M per annum.
• Establish a Digital Local Government and Rural/Regional Telecommunications Program of $100M
over four years to improve technology, connectedness and innovation.
• Develop an Indigenous digital inclusion strategy focused on access, affordability and access to
learning for digital capability.
• Audit of regional and remote communities to ensure continuous connectivity.
1711
Local Closing the Gap
What is the issue?
The latest 2020 Closing the Gap report shows a failure to meet targets in improving levels of Indigenous
childhood mortality, life expectancy, school attendance and employment.
Why does it matter?
Commonwealth, State and Territory leaders are forming a new Closing the Gap agreement that will guide
funding to Aboriginal people and organisations. It is critical that the central role of local government,
particularly regional councils, is acknowledged as an essential delivery vehicle for Commonwealth and
Territory government programs and in responding to Closing the Gap initiatives.
Further information
• Collaboration between the Territory government and regional councils through the Indigenous
Employment program has created some of the highest levels of Aboriginal employment in Australia,
generally between 60 and 75% of total staff.
• Regional councils are the most significant employers of Aboriginal people in remote communities
and unlike many NGOs, which only have a presence at a location for the duration of a specific
contract, local government provides a stable platform for long-term workforce development.
• Regional councils have a large majority of Aboriginal councillors, staff and residents.
• Regional councils and homeland resource centres also benefit from Territory government
employment programs in providing municipal and essential services to homelands.
• Regional Council Local Authorities, in every Aboriginal community, allocate funding to community
driven projects and advise regional councils on community service and infrastructure priorities.
• Regional Councils can delegate responsibility under the Local Government Act 2008 to local authorities
and this is central to the real local decision-making initiatives across the Territory.
• Regional Councillors and Local Authority members wear many hats and bring a broad range of
community service expertise and access to specialist networks through their other roles.
• It is critical that the NTG five-year funding agreements across a range of social and economic support
programs for Aboriginal Territorians continues. Stable funding allows investment in local capacity
development and is central to improving the skills of the remote community workforce.
• In the recovery phase from the pandemic, LGANT seeks collaboration with the NTG in the
establishment of Economic Development Plans for each of the 17 councils and shires which
acknowledges the critical role for local government in Local Decision Making and recognises the
central role that regional councils play in the delivery of NTG and Commonwealth services for
Aboriginal people.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• Formalise engagement with local government in a new national agreement on Closing the Gap.
• Continued NTG support grants for Indigenous employment, services to outstations and project
funding for local authorities.
• The continuation of the five-year contract initiative for community services.
• The development of Economic Development Plans for all 17 councils and shires.
1812
Local Housing and Land Servicing
What is the issue?
There is a lack of coordination between Federal and Territory agencies, land councils, utilities and local
government for the provision of housing and serviced land, particularly in regional and remote communities.
Why does it matter?
The wellbeing of individuals and communities is at serious risk. Confidence in the three levels of government
and agencies has eroded as lags between decision and construction has meant houses not yet connected to
utilities, planning for the provision of housing and services being decided by externalities such as a lack of
water and electricity supply, inappropriate housing design and lack of suitable land.
Further information
LGANT councils acknowledge the progress of the NT Government's Remote Housing Investment Package Our
Community Our Future Our Homes but councils need confidence that the investment they make in community
infrastructure is at the most appropriate location to guarantee its long-term functionality and accessibility.
• The future of many Northern Territory Aboriginal communities is dependent on sufficient housing
for residents and staff, reliable long-term water supply and adequate provision of essential service
infrastructure.
• Regional Councils require access to serviced land for staff accommodation, offices, community
infrastructure and works yards.
Advice from Power & Water Corporation on the long-term viability of many water-stressed, remote Aboriginal
communities is now available to allow local councils to determine the most appropriate locations for
investment in community infrastructure, such as staff accommodation.
• LGANT believes the 2019-20 level of investment in the 'rolling capital works' for essential Aboriginal
services of $7M is inadequate and will not keep up with the demand for new NTG and local
government housing requirements nor address the issues with aging community infrastructure.
• LGANT considers the government has to make some substantial investments over the next five years
to arrest the backlog of water and sewerage infrastructure renewal and growth needed in remote
communities given there are now some ten communities with water quality or water shortage issues.
Infrastructure Australia argues that Indigenous communities should have similar access to infrastructure as
non-Indigenous communities of comparable size and location. 'Essential services infrastructure, such as
water storage and sewerage management, is not always adequate for the population it supports. Improving
the delivery of infrastructure to these areas can bring considerable social benefits in terms of access to
services and economic opportunities and it is fundamental to the government's broader agenda of Closing
the Gap in Indigenous Disadvantage.' (Australian Infrastructure Audit 2015).
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• A summit with Power and Water Corporation and the Department of Local Government, Housing
and Community Development to develop a joint planning framework to guide strategic community
infrastructure and housing investment over the next decade.
• Increase the budget for remote land servicing and for addressing failing water and sewerage
infrastructure in remote towns to include an NT Water Security Plan.
1913
Local Environment
What is the issue?
LGANT recognises there is growing community demand for councils to devote substantial resources to
environmental protection and management and to continue to provide ‘livable’ environments.
Why does it matter?
Local government is responsible for servicing the bulk of the Territory landmass, particularly for the
management of community infrastructure and waste management. As a result, the sector is heavily
impacted by changes to environmental protection legislation and regulations regarding waste facilities.
The increasing incidences of extreme weather events will adversely impact on councils’ capacity to maintain
vital roads and community assets and, with massive increases in insurance costs, to manage the financial
impacts of climate change.
Further information
• LGANT recognises that the global climate is changing as a consequence of increased concentrations
of greenhouse gas emissions in the atmosphere, and that these increased concentrations are largely
the result of human activities and industrialisation.
• LGANT supports councils addressing climate change in their strategic planning frameworks because
of the legal, indemnity, budgetary, asset management, infrastructure, planning and environmental
implications for councils.
• LGANT calls upon the Federal and Territory governments to develop appropriate policy and
legislative frameworks to allow councils to respond to climate change without prejudice or undue
risk exposure.
• LGANT supports councils receiving appropriate levels of funding and resourcing assistance to meet
urgent climate change mitigation and adaptation requirements for the short and long-term
protection and benefit of their communities.
• LGANT supports an effective national effort to control feral cats and other pests.
• LGANT supports effective Territory efforts to control native animal pests within urban areas.
• LGANT supports land Commonwealth or NTG owned land, which suffers from environmental
degradation, being restored to at least the same standards these governments would expect of the
private sector.
• Gamba Grass is a weed of National Significance and it impacts not only on land controlled by Local
government but also the surrounding properties.
• In light of the recent devastating bush fires, reducing fuel loads will contribute to minimising the
instances and impacts of bush fires and support the efforts of volunteer fire fighters to effectively
combat those fires when they occur.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• Provide increased funding towards reducing the amount of ‘fuel loads’ throughout the natural
environment to specifically, but not exclusively, combat the spread of Gamba Grass.
• Include Climate Change risk in the Northern Territory Emergency Plan
2014
Local Water Security
What is the issue?
Local government needs to be fully briefed on the availability of potable water supplies to communities
across the Northern Territory to ensure resource allocation and infrastructure development occurs at the
most appropriate location to ensure its long-term viability.
Currently PowerWater Corporation (PWC) does not manage the Indigenous Essential Services (IES) for
remote communities and outstations and, as a result, information sharing between councils, land councils,
DLGHCD (who manage IES) and PWC is not providing a clear strategic framework for future infrastructure
development.
Why does it matter?
Local councils manage over $3B in assets across the NT and annually invest over $500M in community
infrastructure. Local government needs to have confidence that the location of proposed public facilities to
meet community needs appropriately reflects the best scientific advice available to the NTG and its agencies.
With growing impacts of climate change on water supplies for coastal communities, through salt water
inundation, and for desert communities (and even the Darwin rural area) through drought and the
exhausting of ancient aquifers, it is important that local government is regularly briefed on the latest PWC
projections.
Further information
• It is apparent that the decisions DLGHCD make in the allocation of community housing and those
local government councils make on the location of staff accommodation, community facilities and
infrastructure such as swimming pools, is dependent on having a clear understanding of the access
to services, particularly potable water, and the expected long term viability of those services.
• All parties engaged in providing community infrastructure and planning future community
development need to understand each other’s requirements for serviced land.
• Local government is well placed to provide community education on restricting community water
use and to manage community expectations on the most appropriate course of development.
• Local government staff already manage internal community water reticulation and work closely with
PWC on the provision and monitoring of essential services such as bore fields and power houses.
• IES depends heavily on the expertise within PWC as well as on its historical records of water,
sewerage and power infrastructure but IES does not sit within PWC. As a result, there is no clear
long-term plan or pre-agreed budget for the replacement and upgrade of remote infrastructure.
Commitment sought
LGANT calls upon all political parties and independent candidates to commit to:
• Sustainably ensure the quantity and quality of water for all Territorians.
• Address the backlog in water and sewerage infrastructure in remote towns to open up land
development and deliver water and greater sanitation standards.
• Review the current Power and Water/Indigenous Essential Services delivery model of two separate
providers in terms of effectiveness and efficiency, coordination between PWC and IES and greater
transparency regarding the long-term asset management strategy for maintaining remote essential
services.
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