Corporate Documents

The following documents and publications are available to be downloaded.  Hard copies are available for inspection at the Council Office, 1 Bagot Road, Alice Springs.  Hard copies may also be requested (fees may apply).

Annual Reports

The Council's Annual Reports provide an opportunity for the Council to consider its progress against the Strategic Plan.  The Annual Report also includes the Annual Financial Statements for the year.  

Please find below a copy of the various Annual Reports for the Council.  

Annual statements for CouncilBIZ can be found on the CouncilBIZ page of the website.




Plans and Strategies

The Council adopts Plans and Strategies to assist in the management of specific issues or service areas within the Council.  The following plans and strategies are available for download.


Aged and Disability Strategic Plan 2014

The Strategic Plan will define the direction of the Central Desert Regional Council Aged & Disability Service, its vision, goals and the actions proposed to achieve them. The Plan will guide Council, service management and staff over the course of the next three years with a focus on building strong foundations for providing quality community aged Central disability services.

Animal Management Plan

Council’s Animal Management Plan aims to work with communities and outstations to achieve responsible pet ownership, better animal welfare outcomes and safer, healthier communities.

Through education, communication and support, we can achieve this goal for the benefit of all residents, businesses and visitors within our communities and for the improvement of our environment.

The plan is designed to guide our approach to animal management issues for the next three years. Although there are legislative requirements regarding animal welfare, this plan is based on a cooperative, non-regulatory approach to animal management, with legislation as a back-up measure.

Central Australian Remote Sports Infrastructure Strategy 2014

In June 2013 the Central Desert Regional Council passed a resolution to explore opportunities to improve sporting infrastructure and governance in remote communities to enable peak body-sanctioned sporting competitions to be held in those communities and to reduce dependence on regional service centres like Alice Springs and Katherine.                                          

The strategy is aimed at

  1. Systematically improving the standard of key community infrastructure across remote communities within the Central Australia region.
  2. Developing an agreed priority infrastructure program for the remote region that guides the funding deliberations and decisions at all levels of government as well as peak bodies and key representative stakeholders.
  3. Improving education and employment outcomes on remote Indigenous communities.
  4. Reducing remote community visitor dependence and pressure on Alice Springs township.

Communication Strategy and Action Plan

This strategy will be achieved by Central Desert staff developing internal capacity to ensure leadership and practical implementation.  The actions have been grouped as attached and also put into a plan with timelines and suggested responsible staff, which will be reviewed quarterly to determine progress.

Community Engagement Strategy

The Community Engagement Strategy was adopted by the Council on 6 February 2015.

Community engagement is a way of including the views of our community in our planning and decision making processes. In other words, we engage with our community to identify, understand and develop strategies to address and respond to their needs and concerns for now and in the future. Engaging with the community is part of the Central Deserts Shire’s undertaking to operate with “high standards of communication, transparency and openness” as indicated in the Council’s strategic plan.

This means that Council needs to be open and accountable to the community and provide ample opportunity for feedback. Council acknowledges that by involving a cross section of the community in a consultative process, it can make better decisions. Council also knows that strong relationships with the community is integral and is built on trust, goodwill and respect with the community.

It is intended that this Community Engagement Strategy and Policy framework will give the community a clear understanding of:

  • Council’s commitment to Community Engagement;
  • When Community Engagement will occur;
  • What level of engagement will occur;
  • How the Community Engagement process will be managed.

The Strategy can be accessed here.

Economic Development and Tourism Plan

Council plays a lead role in the economic development and promotion of Central Desert Regional Council communities and is charged with making the most of Council’s assets to secure prosperity and jobs for the long-term future of the region.

Council has prepared this Economic Development Plan (EDTP) to support the success of the existing strategic action plan for the Central Desert Region economy and the Central Australian region more broadly.

Family Wellbeing Strategy

The Central Desert Regional Council delivers services that look after people from the cradle, when they're born, right through life, as developing children, young adults, working age through to the elderly, indeed, to the grave.

We are if you like a whole of life organisation. 

So we employ a lot of people to care for your families, and for the environment and communities you live in.

It would be very easy for people to only focus on what is there responsibility and not look around them to see what else is going on. But we know that everything is connected to everything else. One drop of water into the puddle below sends ripples out from the centre. That one drop of water changes the depth of the water as well as the surface of the water. It has an effect on the entire puddle.

Our services are like that too. If we get our childcare services right, it helps parents grow their kids up stronger and gives kids a better understanding when they go to school. If kids do well at school, and they learn to read and write, it helps them get good jobs. We know that having a job provides a stronger purpose in life and helps keep people healthy, mentally and physically, in the mind and the heart.

We know that looking after the elderly helps keep your stories and communities strong. The old people have the knowledge and wisdom and provide the foundation upon which you build a future for your children.

So its important that when we deliver services, they are joined up so that we are doing the very best for your community with the money that we have.

But it's also important that we work together with other services in our communities. The school, the clinic, the Police, the store, child care, outstations, Central Land Council. We're all working for the same people. Its our responsibility to work together.

That's what the Family Wellbeing Strategy does. It's a plan. As Mr President says, it's a road map. It sets out where we are now and where we want to go. What we do and how we work together now and what new things we want to do to help us get to our destination. That is, a place where families are healthy and happy and communities are strong and vibrant.

Five-Year Road Maintenance and Upgrade Plan

Council adopted the Five-Year Road Maintenance and Upgrade Plan Update in February 2015.  The Council manages 2,030 kilometres of roads within and between communities. The Five-Year Roads Plan details the road network hierarchy of roads, roads budgets, scheduled maintenance programs, scheduled upgrade programs, and works completed in recent years.

Indigenous Workforce Development Strategy

The Central Desert Regional Council (the Council) is strongly committed to increasing the number of Indigenous people employed across the organisation. The Council’s Vision of Two Ways :: One Outcome - Indigenous and non-Indigenous working together for the best outcomes recognises and celebrates the richness of Indigenous cultures and the unique skills and value that Indigenous staff bring to the Council. 

In October 2011, Council formally acknowledged and demonstrated its commitment to the improvement of social and economic opportunities for Indigenous people through employment and development opportunities by the adoption of an Indigenous Employment Policy. The importance of increasing the number of Indigenous employees at Council cannot be underestimated.

This goal is central to ensuring the provision of culturally appropriate services to Indigenous people and to increasing opportunities for economic and social equity. The employment of Indigenous people within Council provides an important contribution to achieving Council’s policy development, service delivery, employment and equity outcomes.

The Council’s Indigenous Workforce Development Strategy will provide a framework for the delivery of improved employment outcomes for Indigenous peoples throughout the Shire. 

One of the major issues facing our workforce today is work and life balances, an issue that is receiving increase attention at an international, national and local level. The Council recognises that all employees have commitments and interests outside the workplace, including family, friends, sports and cultural activities which all contribute to their general health and well-being. In the interest of achieving a stable, committed and capable workforce, the Council will promote flexibility in its employment arrangements to be more responsive to employee’s personal commitments.  Workers are increasingly encouraged to be multi-skilled and see themselves as service providers rather than just workers.

As the key employer and supporting the Government’s commitment to “Closing the Gap” for Indigenous peoples, the Council has an important role to play in modelling better practice to the Indigenous communities and strengthening community capacity.

The Indigenous Workforce Development Strategy will generate and establish successful work opportunities and employment outcomes for Indigenous peoples and increased employment of local Indigenous people. This Strategy can also help build up the skills of all our communities so that they are more confident and capable in developing and delivering services to the wider community.


Risk Management

The reviewed Risk Management Policy and Framework was adopted by Council on 05 December 2014. The Policy has been reviewed and the Audit and Risk Committee section added. It has been approved by Audit and Risk Committee and shared for approval.

The document establishes the processes by the Council will manage its risks. The Council has utilised the approach established in the AS/NZS 31000:2009 Australian Standard and adopts this as its basic approach to risk management. According to the standard, in order for a risk management approach to be effective a framework should be established that integrates the process for managing risk into the organization's overall governance, strategy and planning, management, reporting processes, policies, values and culture. The Risk Management Policy and Framework and its associated Risk Management Plan assists in this process.

The management of risk within the Council should assist by:

  • Increasing the likelihood of achieving objectives;
  • fostering a culture of proactive management;
  • increasing awareness of the need to identify and treat risk throughout the organization;
  • improving the identification of opportunities and threats;
  • improving financial reporting;
  • improving governance;
  • improve stakeholder confidence and trust;
  • establish a reliable basis for decision making and planning;
  • improving operational effectiveness and efficiency;
  • enhancing health and safety performance as well as environmental protection;
  • improving loss prevention and incident management;
  • minimizing losses; and
  • improving the Shire’s resilience.

Vehicle and Plant Management Strategy

Central Desert Shire has approximately 262 items of plant and vehicles. Many of these items are aged and beyond their useful economic life.

In order to ensure that vehicles and items of plant are matched to need and not retained when surplus to requirements, this strategic plan spells out standard levels of plant and vehicles to each Service Delivery Centre.

The plan also identifies the general age and condition of vehicles and plant at acquisition and disposal.


Waste Management Strategy

Council adopted the Waste Management Strategy in June 2010.  The strategy outlines the Council's commitment to:

  • Managing waste in a sustainable manner that minimises environmental and social impacts including negative health impacts.
  • Providing reliable and effective municipal waste collection services.
  • Promoting waste minimisation and optimising resource recovery.
  • Actively manage waste landfill sites in accordance with legislative guidelines, local needs and expectations, and Council policies and procedures.
  • Maintain a high level of public amenity and minimise negative impacts associated with the management of waste.
  • Ensuring that appropriate cost recovery is achieved for collection, management and disposal of waste not associated with municipal services.
  • Maintaining an accurate register of decommissioned and rehabilitated waste pits.

Council adopted the Yuendumu Landfill Environmental Management Plan in February 2015.  The plan details the actions and procedures to be carried out during the operation and post closure phases of the Yuendumu landfill in order to mitigate any adverse impacts to the environment where practicable.


Reviews are discussion papers or formal review undertaken to determine or explore the Council's position on a specific issue.  The following reviews are available for download.

Electoral Representation Review 2010/2011

Under the NT Local Government Act 2008 local governments in the Northern Territory must review the adequacy of their electoral representation arrangements at least once during the term of a council. In the Central Desert Shire these arrangements were put in place by the Department of Local Government, following consultations with a Shire Transition Committee prior to the first shire elections in October 2008. This review was the first opportunity for elected members of the Central Desert Shire Council to review these arrangements. Council conducted an electoral representation review between August 2010 and February 2011.

Please see the attached reports for the full electoral review report.

Electoral Representation Review 2015

Every four years council must review how voters are represented at council.  Council will seek community consultation on the plan and include views on key questions which will be shared with residents and Local Authorities. Council will then consider and make recommendation to the Minister its electoral approach and associated issues.

Please see the attached reports for the full Electoral Review Discussion Paper.

Feedback period closed on 30th January 2015.

Rating Review 2011

In 2011/12 the rating limitations imposed on the Shire Councils as a result of Government Gazette No. S8 dated 25 February 2009, expire. This will allow the Shire to review their rating policy and modify, if required, the rates applied to rateable land within the Shire. According to the Ministerial guidelines, a Council is required to advise the Minister of its rating proposal in relation to conditionally rateable land no later than February.

In February 2011, Council adopted a Rates Discussion Paper this paper:

  • Provide a background to the Shire’s current rating practices;
  • Assist the community to develop an understanding of rating and its connection to the Council’s overall financial sustainability;
  • Provide alternative rating options for consideration by the community and the Council; and
  • Provide opportunities to make comment and provide feedback to further inform future rating proposals by the Council.

The Council undertook a wide consultation process during the last quarter of 2011 resulting in a consultation outcomes paper and rating options paper being presented to Council in February 2012.  The various papers and presentation materials are presented below for information.

On February 2012 Council resolved to continue with the conditional rating guidelines as established in the Ministerial Guidelines.

Yuendumu Justice and Mediation Committee - Independent Cost Benefit Analysis

In 2014 the Central Desert Regional Council commissioned the University of Canberra to undertake a Cost Benefit Analysis to identify the value of the economic impact (costs and benefits) arising from the Yuendumu Mediation and Justice Committee.

The Yuendumu Mediation and Justice Committee (YMJC) has been instrumental in negotiating and maintaining peace in the Yuendumu community.  The independent CBA has identified that for every $1 spent on the YMJC there are $4.30 worth of savings.  Please see below of a summary of the Cost Benefit Analysis, the full report and analysis summary are available for download below.

What is a cost benefit analysis?

Governments spend money on lots of things. Sometimes it is really easy to see the value of those things. Schools help kids get educated, hospitals help people get well and when governments build new roads that helps transport move more easily.

Sometimes it can be hard for government to know if the money they are spending is doing a good job. This can be hard to know when something new comes along like the Yuendumu Mediation and Justice Committee. Everyone agrees the Committee has helped to bring peace to Yuendumu but what sort of benefits does this peace bring?

A cost benefit analysis is one way of working this out. A cost benefit analysis works out all the money that has been spent or all of the costs of the Committee and then looks for all the benefits or savings that have been delivered by the work of the Committee.

Sometimes benefits or savings come about straight away and sometimes they are in the future. The cost benefit analysis triesto find all these costs and benefits.

If the savings and benefits are bigger than the costs then the cost benefit analysis has shown that the program offers government good value for money.

What did the Cost Benefit Analysis of the Yuendumu Mediation and Justice Committee find?

The Yuendumu Mediation and Justice Committee saves the government lots of money and brings lots of benefits to Yapa as well.

For every dollar the government spends on the Yuendumu Mediation and Justice Committee, the work of the Committee provides benefits of $4.30. Much of this $4.30 goes to government because it means they need to spend less on things like police, courts, prison and housing repairs.

Some of this $4.30 goes directly to people in Yuendumu because the work of the Committee helps to keep them safer and healthier and helps kids go to school and all of these benefits means the government saves lots of money and Yuendumu is a better place for everyone to live.

Diagram of cost benefit analysis

How does the Committee save the government so much money and bring so many benefits?

There are lots of ways the Yuendumu Mediation and Justice Committee saves money and brings benefits. Some of those have come about straight away.

Less money needed for police, courts and prison.

The work of the Committee in restoring and keeping peace in Yuendumu means less money is spent on police. A more peaceful Yuendumu means less Yapa going to court and to prison. It also means less money on housing repairs and less money on mediators from the Community Justice Centre. These are some big savings for government.

The Yuendumu Mediation and Justice Committee has also saved the government lots of money into the future as well and brought lots of benefits to Yapa in Yuendumu. Some of those future benefits and savings are:

Better education for kids

A more peaceful Yuendumu means more kids are likely to go to school, they learn things more easily when they go to school because they are not stressed and worried about the fighting and this means some kids will even stay in school for longer. All of this means kids get a better education and this means when they are grown up they will earn more money.

This does two things it brings the benefits to the kids when they are grown up and earning more money and it also saves the government money because when those kids are grown up earning their own money they are looking after themselves rather than needing welfare.

Healthier kids and adults in Yuendumu

When there is lots of fighting people can get hurt and this means they need to go to the Clinic or to hospital in Alice Springs. A more peaceful Yuendumu saves government money on health.

Also when there is fighting, adults and kids get stressed and worried and this can make them sick not just now but in the future too.

So a more peaceful Yuendumu helps adults and kids stay strong and healthy now and in the future. Strong healthy people get the benefit of being well and they cost the government less money because they need less health services and they can work longer and look after themselves rather than needing welfare.

A peaceful Yuendumu is more productive

Whenever there is a conflict in a community it costs the government lots of money. Conflict can mean people leave the community and it can make really difficult to offer services and programs.

With less people it is more expensive for government to deliver things in communities. If the conflict also means services and programs can’t be delivered this makes communities very unproductive places to live.

By helping to deal with conflict the Yuendumu Mediation and Justice Committee has kept people in community and has meant services and programs can be delivered. All of this makes Yuendumu a safer, healthier, happier and more productive place to live. And safer, healthier, happier and more productive places to live save the government money.