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City of Whittlesea Annual Report 2016-2017

WELCOME

Welcome to the City of Whittlesea’s Annual Report 2016-17. Council is committed to transparent reporting and accountability to the community and our stakeholders.

This report provides an overview of Council’s performance in the 2016-17 financial year against the seven Future Directions set out in our Council Plan 2013-17 and Annual Budget 2016-17.

The report highlights achievements and challenges faced and includes statutory reporting and legislative information as required under the Local Government Act 1989 and other legislation.

The City of Whittlesea recognises the rich Aboriginal heritage of this country and acknowledges the Wurundjeri Willum Clan as the Traditional Owners of this place.

OUR SERVICES

As a local government organisation, the City of Whittlesea is responsible for a wide range of local services to our community. These include waste and recycling collection services, building and planning services, maternal and child health services, maintenance and provision of local parks and open spaces, services and support for the aged, people with a disability and migrants, and many other services essential to our community.

Council is also responsible for ensuring residents can enjoy new and improved community infrastructure such as community centres, bike paths, upgrades to sporting facilities, local roads and playgrounds and parks.

Council works with the State and Federal Governments, other local councils, developers, local organisations and community groups to advocate, plan and provide for our community’s needs.

Council offices 25 Ferres Boulevard, South Morang VIC 3752

Opening hours: Monday – Friday, 8.30am-5pm

Phone: 9217 2170 TTY: 133 677 (ask for 9217 2107)Email: [email protected] address: Locked Bag 1, Bundoora MDC, Victoria 3083

whittlesea.vic.gov.aufacebook.com/cityofwhittlesea@citywhittlesea

Edge Youth ServicesShop MM1, Westfield Plenty Valley Shopping Centre415 McDonalds Road, Mill Park VIC 3076Phone: 9404 8800

Epping Depot68-96 Houston Street, Epping VIC 3076Phone: 9409 9842

mailto:[email protected]

MAYOR’S MESSAGE

Cr Ricky Kirkham, Mayor

I am proud to present the 2016-17 City of Whittlesea Annual Report.

This year we welcomed a new Council with some new faces, including our youngest ever councillor who was just 19 years old when elected. We also had to sadly farewell one of our newly elected councillors, Cr John Butler who passed away in September 2017 after a short illness.

Significantly, we developed our Council Plan 2017-21 to guide our direction and budget development for the next four years. The plan sets out our priorities with traffic congestion the focus for our advocacy priorities to both State and Federal Governments.

It was a busy year with Council launching a number of important strategies. We are once again leading the way in the local government sector with the launch of our Stretch Reconciliation Action Plan – just one of four local governments to achieve this level of reconciliation. We have a growing Aboriginal community and are proud of our ongoing engagement with them and our continued reconciliation efforts.

We have implemented significant changes this year to some of our processes. For example, a change to the planning delegations and streamlining of our processes has resulted in less Council reports and significant reduction in planning application assessment times for residents and developers.

In line with our commitment to develop community partnerships, Council partnered with Whittlesea Community Futures to launch a prospectus which calls on philanthropists and big business to fund important community projects to address social disadvantage. The launch was a great success and we’ve already had funding pledged for some of the 14 projects.

We also partnered with the YMCA to finalise the Orchard Road Community and Family Centre - a unique partnership approach using State Government and YMCA funding for construction and enabling Council to provide services in a cost effective way.

This year saw us launch both our Middle Years Strategy and Positive Ageing Strategy which will help guide Council in our spending and actions to better support our diverse and growing community. With some 8000 new residents joining us each year, we are a fast growing municipality.

This growth has its challenges, particularly around infrastructure provision. We continue to work with the State and Federal Governments to ensure we are receiving the funding our community needs to develop important projects.

This year we were pleased to receive $8 million from the State Government’s Growing Suburbs Fund which enabled a range of community projects to be developed.

Work is progressing on the Mernda Rail extension project and we were pleased to secure state and federal spending for several important road projects including the O’Herns Road/ Hume Freeway interchange, Plenty Road and Yan Yean Road duplication.

We continue, through our Advocacy Strategy, to lobby for a dedicated pipeline of funds to address our significant traffic congestion problems. We will also continue to advocate for legislative changes to reduce the impact of harm from poker machines on our community. This year Council successfully applied to the Victorian Commission for Gambling and Liquor Regulation to prevent the installation of electronic gaming machines at the Commercial hotel – a big win for our community.

I would like to thank my fellow councillors, our Council staff and the community for their work over the past 12 months. It is this partnership approach that is a great strength in the City of Whittlesea ensuring significant outcomes for our community.

Ricky KirkhamMayor

CEO’S MESSAGE

Simon Overland, Chief Executive Officer

I recently joined the City of Whittlesea as CEO and it is my pleasure to present the 2016-17 Annual Report.

During most of the year Liana Thompson was Acting CEO and I’d like to acknowledge her excellent work in managing the organisation through a period of change, ensuring we continued robust financial performance including a qualified audit report.

As a newcomer to the role, I have inherited some wonderful projects and activities.

Our community continues to grow at one of the fastest rates in the state and during the 2016/17 year Council spent $208 million providing more than 100 services. Council also delivered, with a best-ever completion rate of 90 per cent, a comprehensive $43 million New Works program to give our community improved roads, footpaths and bike paths, upgraded and new community facilities, parks and playgrounds.

Our challenge continues to be how we can deliver the level of service required in a changing fiscal landscape. It’s about keeping our eye on the long term while adapting to the challenges that come along the way. Our People Strategy and People Plan will ensure that staff have the skills, support and capability to deliver on our commitments to our community.

We have also worked to improve collaboration with other councils to improve efficiencies and embrace best practice. In a first for the City of Whittlesea, we have jointly employed a Chief Information Officer, shared with the City of Moreland. We also developed the Epping Animal Welfare Facility in collaboration with the Cities of Moreland and Darebin and we hope this will open the door to other opportunities for collaboration.

We were delighted with the 2017 Local Government Community Satisfaction Survey. Our overall score was higher than the state average and our customer service score was particularly high. While we are pleased with the progress we are making, we know there are still ways we can further improve to ensure our residents are satisfied with our performance.

It is my great pleasure to present the 2016-17 City of Whittlesea Annual Report.

Regards,

Simon OverlandChief Executive Officer

THE YEAR IN REVIEW

Key achievementsCouncil’s work is guided by our Community Plan Shaping Our Future that details our community’s vision for the City of Whittlesea in 2030. It is a plan that sets out the type of municipality our community can expect in the future with clear outcomes that Council works towards achieving. It is these community outcomes that guide Council’s operational work, with our four yearly strategic Council Plans setting out the objectives and strategies that will help Council achieve the community’s goals and vision.

In 2016-17, the City of Whittlesea successfully delivered many key actions and projects. The following is a snapshot of some of the key achievements delivered under the Community Plan’s seven Future Directions.

Inclusive and Engaged Community

Building skills and capacity so everyone can fully participate in community life.

Highlights

Successful launch of the Whittlesea Community Futures Prospectus that seeks philanthropic funding for 14 local projects that will provide targeted support to disadvantaged communities and neigbourhoods.

Successful application to the Victorian Commission for Gambling and Liquor Regulation (VCGLR) to prevent the installation of electronic gaming machines at the Commercial Hotel.

Adoption of the Participation and Engagement Policy and Framework. Finalisation of the ‘Stretch’ Reconciliation Action Plan (RAP) 2017-2020. The Stretch RAP will

see 27 actions delivered over the next four years that will enhance Council’s ability to achieve the best possible opportunities and outcomes with our Aboriginal communities. The City of Whittlesea is one of just four local governments to achieve this level of reconciliation.

Accessibility In, Out and Around Our City of Whittlesea

Public transport, roads for vehicles, walking and bike paths, communication and digital networks allow us to connect with the services we need.

Highlights

Development of a Road and Public Transport Plan will be used to guide Council’s work as we advocate and work with key stakeholders to ensure our community can enjoy access to an efficient and effective road network and have better public transport. The plan was adopted by Council in May 2017.

Contribution to the design of large scale transport infrastructure being delivered by the State Government, to ensure the significant road and public transport investment best delivers improved access for our residents. These projects include the Mernda Rail Extension, the Plenty Road upgrade and the O’Herns Road interchange.

Growing our Economy

A diverse economy offers varied career opportunities so people can live and work in the City of Whittlesea.

Highlights

Council is committed to supporting businesses to start, grow and prosper, giving the community access to a range of local jobs in a strong local economy. Development of our Economic Development Strategy will enhance our local economy's ability to reach its potential. This strategy outlines a clear strategic direction to assist and grow investment with a clear vision - to attract 10,000 new jobs to the City of Whittlesea over the next five years.

In collaboration with the City of Whittlesea, City of Moreland and City of Darebin, the three Councils have constructed a $13 million animal welfare facility that will cater for animals from the three municipalities with improved outcomes for animal welfare. The Epping Animal Welfare facility has capacity to cater for up to 110 dogs and 150 cats at any one time, provide for livestock, and has an on-site vet clinic for desexing.

Places and Spaces to Connect People

Places, spaces and events bring people together to socialise and access services and also help build our community and an understanding and appreciation of our diversity.

Highlights

The Open Space Strategy was endorsed by Council in August 2016. The strategy sets out the strategic direction for the future planning, provision, design and management of open spaces in the City of Whittlesea.

New playgrounds and shared pathways, and improvements to sports ground and road safety contribute to creating a more attractive, accessible and liveable city.

A range of community events and programs were delivered throughout the year including our annual Australia Day celebration, Carols by Candlelight and the Whittlesea Community Festival.

A feasibility study for the Mernda Aquatic and Indoor Centre is underway. Community consultation was undertaken in May 2017 to understand how the community would like to use the facility and what they would like to see included in the design.

Completion of the Orchard Road Community and Early Learning Centre in partnership with the YMCA. This new facility in Doreen will bring together a range of services for children, young people, their families and the community, including maternal and child health services, sessional kindergarten and community spaces for hire.

Health and Wellbeing

A healthy community that supports people through all of life’s stages and cares about life-long learning has a sense of wellbeing and belonging.

Highlights

Development of the National Disability Insurance Scheme (NDIS) rollout plan has assisted Council’s clients transitioning to the NDIS. Council has worked closely with the State and Federal Governments and other agencies to provide information and support to people with a disability and their carers as the NDIS has been rolled out.

The Positive Ageing Policy, Strategy and Action Plan were adopted and launched. The strategy highlights the importance of addressing barriers to ageing well and demonstrates Council’s commitment to creating an age-friendly community.

Gender Equity in Design Guidelines are now in place. Developed as an action under our Gender Equity Strategy, the guidelines outline the attributes required for our buildings to better achieve gender equity and create inclusive community facilities.

Council launched the Female Participation in Sports Grant program to address the low rates of participation of women and girls in all levels of sport. Eight sporting clubs received grants of up to $3,000 to develop programs, projects and initiatives that promote and encourage equal participation of women and girls in sports.

Development of the Community Safety and Crime Prevention Strategy. The strategy outlines how Council will partner with Victoria Police and our community to tackle crime prevention in our municipality, with a focus on reducing risk factors, including disengagement with education and unemployment.

Living Sustainably

Living sustainably in our community means managing the impacts of our environmental, economic and social activities so that we remain healthy over the long term.

Highlights

Council has adopted a Sustainable Procurement Action Plan to reduce the adverse environmental, social and economic impacts of Council’s purchased products and services.

Council’s Sustainable Land Management Rebate Scheme and Environmental Works Grant Program continue to provide financial incentives in the way of grants and rate rebates for management of land that improves the quality of land and water resources.

A climate change adaption plan has been developed. Key sustainable strategies developed that will influence Council’s ongoing investment in the

city’s streetscapes and parks. Upgrades to the Civic Centre Heating Ventilation and Cooling system will provide the Council

Offices in South Morang with a 5 star Green Star rating. The upgrade will provide sustainable climate control and reduce energy use and costs for Council.

Good Governance

Providing good governance means that the decision-making processes for managing public resources are accessible, transparent and appropriate.

The results of the 2016 City of Whittlesea culture survey have been used to inform the development of the People Strategy and People Plan. The People Plan is a big picture plan for how we look after our staff so we can effectively deliver on our responsibilities under the Council Plan now and into the future.

Development and adoption of a Property Management Strategy will ensure that Council’s property portfolio is strategically aligned with its service delivery objectives and community expectations. It will provide systems and processes that enable Council to make fully informed short, medium and long term decisions around our property portfolio.

Introduction of a shared Chief Information Officer (CIO) with Moreland City Council. This position will foster a collaborative culture with Moreland and Whittlesea councils to develop, implement and maintain a Shared CIO management framework and a supporting program aimed at service improvement.

A community Council Meeting was held in Mernda with more than 50 residents attending. This is the first time the City of Whittlesea has held a council meeting outside of the Civic Centre.

Development of the 2017-21 Council Plan will guide our direction and budget development for the next four years.

MAJOR CAPITAL WORKS

In the 2016-17 financial year, the City of Whittlesea spent $43 million on our New Works Program, which included more than 115 projects to build and upgrade community centres, sporting fields and tennis courts, playgrounds, roads, bike paths and footpaths across our new and established areas.

New and improved infrastructure $27,250,716

Construction of the Epping Animal Welfare Facility is complete. The facility will house domestic animals and livestock from the Cities of Whittlesea, Darebin and Moreland.

Construction of the Orchard Road Community and Early Learning Centre in Doreen is complete. The facility includes two kindergarten rooms, two Maternal and Child Health rooms and community meeting spaces.

Construction of the Mernda South Early Learning Centre in Mernda is complete. The facility includes two kindergarten rooms, two Maternal and Child Health rooms and community meeting spaces.

Completion of the extension and refurbishment of Barry Road Community Activity Centre.

Plant and equipment improvements $3,968,103

Furniture and fittings for community halls and centres. New heavy fleet vehicles.

Infrastructure works $26,444,413

Renewal of playgrounds and general landscape improvements. Completion of the RGC Cook Reserve pavilion upgrade. Public realm improvements at Bundoora Shopping Centre. Upgrade of the tennis courts and pavilion at Lalor Tennis Club. Track renewal at Meadowglen Athletics Stadium. Upgrade of the shared path on Darebin Creek – Metropolitan Ring Road to Findon Road. Signalisation and construction of the intersection at Bridge Inn Road and Painted Hills Road,

Mernda. Various road improvements including the urbanising of McKimmies Road – Darebin Creek to

Garden Grove Drive. Completion of the pavilion expansion and upgrade at Mill Park Lakes Reserve.

COMMUNITY SATISFACTION SURVEY

Each year, Local Government Victoria coordinates a state-wide Local Government Community Satisfaction survey. The survey measures the community’s perceptions of their local Council’s performance in key areas.

In 2017, a total of 400 City of Whittlesea residents were interviewed between 1 February to 30 March.

Customer service, with a performance index score of 72 (one index point higher than 2016), is Council’s strongest area of performance in this survey. City of Whittlesea residents rated Council’s overall performance at 63 – higher than the state average of 59.

Council received an index score of 60 or higher on all service areas tested with the exception of overall council direction (index score of 57). However, even on this measure, the City of Whittlesea ratings are significantly higher than the Interface group and state-wide averages for councils (index score of 53 each).

City of Whittlesea’s results from the 2017 Community Satisfaction Survey:

63 for overall performance (state average – 59) 60 for community consultation (state average – 55) 60 for advocacy (state average – 54) 60 for making community decisions (state average -54) 62 for sealed local roads (state average- 53) 72 for customer service (state average – 69) 57 for overall council direction (state average – 53)

The full survey results are available on Council’s website – whittlesea.vic.gov.au

http://www.whittlesea.vic.gov.au/

FINANCIAL SUMMARY

Council’s financial position continues to remain sound. A summary of our performance is outlined below. Detailed information relating to Council’s financial performance is included within the Financial Statements and Performance Statement sections of this Report.

Operating position

Council achieved a surplus of $106.9 million in 2016-17. This surplus compares unfavourably to the prior year surplus of $111.1 million. As per the Comprehensive Income Statement in the Financial Report, the unfavourable variance is due mainly to the reduction in contribution of non-monetary assets and developer contributions.

The adjusted underlying result of Council in 2016-17 was surplus of $20.5 million. The underlying result is an important indicator of Council’s long-term financial sustainability. Underlying surplus is an indication of a gradual increase of the net assets of Council. The underlying result from operations excludes a number of transactions which are either 'non-recurring' or not operational in nature. These items are frequently unpredictable and typically can change from one year to the next. The best examples of these items are assets (roads, footpaths, drains, land reserves) that are given to Council by developers once a new subdivision is completed. There are also other accounting adjustments for 'found assets' (when assets that have not been previously recognised by Council are identified as a result of more accurate data being captured), 'lost assets' (when existing assets are written off) or when existing assets are re-valued. The aim of an underlying result is to determine whether Council's operational costs/income result is in a surplus or deficit outcome. In this way, Council can, in long-term financial planning, aim for an outcome where pure operational outcomes assist Council in achieving a sustainable organisation.

Reconciliation of Comprehensive Result to Underlying Surplus/(Deficit)

2017$’000

2016$’000

Comprehensive result from Comprehensive Income Statement 160,012 170,199

Less other comprehensive incomeAsset revaluation increment (decrement) 53,086 59,059

Net result for the year from Comprehensive Income Statement 106,926 111,140

Less non-operating income and expenditureGrants - Capital 14,063 10,821Contributions – capital (cash) 2,069 2,362Contributions – cash (developer contributions) 11,156 16,174Contributions – non-monetary assets 53,323 94,909Found/(lost) assets 5,774 (6,823)

Adjusted underlying surplus/(deficit 20,541 (6,303)

LiquidityCash has increased by $3 million from the prior year mainly due to an increase in grants income. The working capital ratio which assesses Council’s ability to meet current commitments is calculated by measuring Council’s current assets as a percentage of current liabilities. Council’s result of 378 per cent is an indicator of satisfactory financial position and is above the anticipated target of 318 per cent.

ObligationsCouncil aims to ensure that it is able to maintain its infrastructure assets at the expected levels, while at the same time continuing to deliver the services needed by the community. Council invested $6.5 million in renewal works during the 2016-17 year. Being a growth Council the renewal expenditure reflects the fact that Council’s assets are relatively new and in very good condition. At the end of the 2016-17 year Council’s debt ratio which is measured by comparing interest bearing loans and borrowings to rate revenue was 20.5 per cent. Council’s asset renewal ratio which is measured by comparing asset renewal expenditure to depreciation was 25.17 per cent which was slightly lower than the expected target of 32.3 per cent. This was due to delays in the completion of a number of renewal projects.

Stability and efficiencyCouncil raises a wide range of revenues including rates, user fees, fines, grants and contributions. Despite this, Council’s rates concentration which compares rate revenue to adjusted underlying revenue was 63.97per cent for the 2016-17 year which is toward the top end of the expected target band of 40to 80 per cent. Council has focussed on broadening its revenue base and for the 2016-17 year and kept its rate increase to the rate cap of 2.5 per cent. This resulted in an average residential rate per residential assessment of $1,448 which compares favourably to similar councils in the outer metropolitan area.

Description of Operations

Whittlesea City Council is responsible for more than 100 services, from family and children’s services, traffic regulation, open space, youth facilities, waste management and community building; to matters concerning business development, planning for appropriate development and ensuring accountability for Council’s budget. This broad range of community services and infrastructure for residents support the wellbeing and prosperity of our community.

Council’s vision, strategic objectives and strategies to further improve services and facilities are described in our Council Plan 2013-2017 and associated Budget 2016-17 and reported upon in this document. Refer to the section on Our Performance for more information about Council services.

The delivery of services, facilities, support and advocacy to achieve the Strategic Objectives is measured by a set of performance indicators and measures.

Council also has a wide range of responsibilities under the Victorian and Australian legistlations.

Economic factors

The prolonged low global economic growth has a direct adverse impact on local economy and household income, which continue to put pressure on Council to provide affordable services to the community.

OUR MUNICIPALITY

The City of Whittlesea is located in Melbourne’s northern suburbs, about 20 kilometres from the city centre. It is one of Melbourne’s largest municipalities, covering a land area of approximately 490 square kilometres.

The majority of the City of Whittlesea population live in urban areas. This is split across the major established suburbs of Bundoora, Epping, Lalor, Mill Park and Thomastown, the current growth area precincts of Mernda, Doreen, South Morang, Epping North and Wollert, and the rural areas of Donnybrook and Whittlesea Township and surrounds. Significant future growth is projected for Wollert and Donnybrook. The rural areas of the municipality are characterised by farming, forested areas and historic township communities including Whittlesea Township.

The Wurundjeri Willum people were the original inhabitants of the area and are the traditional owners of this land. Compared with other municipalities, the City of Whittlesea has the fourth largest population of Aboriginal and Torres Strait Islanders (ATSI) by person count in Metropolitan Melbourne, with 1,6391 ATSI residents, whose median age is 21 years1.

City of Whittlesea stats at a glance

Total population (2017) 207,8811

Growth in 2016-17 3.4%2

Median age of residents 34 years1

Gender diversity Females (50.6%), Males (49.4%)1

% of population aged 0-19 years 27.2%1 % of population aged over 60 years 16.3%1

% of households - Couples with children 53.2%1

Couples without children 29%1

Unemployment 5.6%3

Households living in separate detached houses 83.8%1

% of population in primary school 29%1 % of population in secondary school 20.3%1 % of population in tertiary or technical institutions 22%1

A culturally diverse community% of residents born overseas 41.6%1

% of residents who speak a language other than English at home 48.9%1

The most common languages spoken other than English include: Macedonian (5.1%), Arabic (5%), Italian (5%), Greek (3.7%) and Punjabi (3.2%)1

1 Australian Bureau of Statistics (2017). 2016 Census QuickStats, Whittlesea (C), LGA 27070 (LGA). Available: http://www.censusdata.abs.gov.au/census_services/getproduct/census/2016/quickstat/LGA27070?opendocument [accessed July 2017]2 City of Whittlesea (2017). City of Whittlesea Population Forecast.Available: www.forecast.id.com.au/whittlesea [accessed July 2017] 3 City of Whittlesea (2017). City of Whittlesea Population Demographics. Available: www.atlas.id.com.au/whittlesea [accessed July 2017]

http://www.atlas.id.com.au/whittlesea

http://www.forecast.id.com.au/whittlesea

http://www.censusdata.abs.gov.au/census_services/getproduct/census/2016/quickstat/LGA27070?opendocument

http://www.censusdata.abs.gov.au/census_services/getproduct/census/2016/quickstat/LGA27070?opendocument

OUR COUNCIL

Council elections

City of Whittlesea Council is comprised of 11 councillors elected from two four-councillor wards and one three-councillor ward. The electoral structure was last reviewed through an electoral representation review in 2012 and the next scheduled review is required before the 2024.

The Council general election was held on 22 October 2016 Victorian Electoral Commission conducted the General Council elections to elect 11 Councillors in three wards. The Returning Officer established an election office at the Civic Centre in South Morang.

Voter’s roll and candidates

As in past years, the election was conducted by postal vote and 140,236 voters received their ballot papers by post. The election involved a total of 36 candidates. There were eight candidates in North Ward, 12 candidates in South East Ward, and 16 candidates in South West Ward.

The Returning Officer received 93,568 returned ballot paper envelopes through the post by the close of voting at 6.00pm on 21 October 2016. For the 2016 local government elections, the Regulations allowed for the Returning Officer to admit returned ballot paper envelopes received by post before 12 noon on 28 October 2016 if satisfied that the vote had been posted prior to the close of voting. The Returning Officer received 14,685 returned ballot paper envelopes during the extended postal vote receipt period. In total, 106,700 ballot paper envelopes were admitted to the extraction and counting process.

Turnout

As a percentage of the total enrolment for the 2016 general election, the number of ballot papers counted (formal and informal) was 75.87 per cent. This is compared with an average turnout of 75.67 per cent for all postal elections across Victoria at the 2016 local government elections (excluding Melbourne City Council). Whittlesea Council recorded a turnout of 74.30 per cent at its last general election in October 2012.

The informal vote recorded at the 2016 general election was 6.10 per cent, compared with 6.06 per cent for all postal elections across the state at the 2016 local government elections. Whittlesea Council recorded an informal rate of 7.02 per cent at its last general election in October 2012.

The Returning Officer declared the election results at 6.00pm on 2 November 2016 at the Civic Centre, 25 Ferres Boulevard, South Morang. The newly elected Council was sworn in on 3 November 2016.

Six Councillors were re-elected as a result of the 2016 general election:

Cr Sam AlessiCr Norm Kelly (Deputy Mayor)Cr Ricky Kirkham (Mayor)Cr Stevan KozmevskiCr Mary LaliosCr Kris Pavlidis

Five Councillors were newly elected:

Cr John Butler

Cr Lawrie CoxCr Alahna DesiatoCr Caz MonteleoneCr Emilia Lisa Sterjova

Five Councillors were not re-elected:

Cr Rex GriffinCr Ken HarrisCr Darryl SinclairCr Adrian SpinelliCr Christine Stow

COUNCILLORS

North Ward

Cr Ricky Kirkham (Mayor)E: [email protected] M: 9217 2170 (Mayor's office)

Ricky Kirkham has been a Councillor with the City of Whittlesea since October 2012. In November 2014 at the age of 25, he was elected as the youngest Mayor of the City of Whittlesea and in November 2016 was again elected as Mayor. In his professional career, Cr Kirkham was an advisor with the Department of Defence and has previously served in the Royal Australian Air Force with active service in the Middle East. During this second term with the City of Whittlesea, Cr Kirkham has committed to lobby the State and Federal Governments for increased funding for much-needed road infrastructure, recreational facilities and services for young people. He is committed to community safety and crime prevention initiatives. Born and raised in the City of Whittlesea, Cr Kirkham also sits on the City of Whittlesea Audit and Risk Committee and the Emergency Management Planning Committee.

Cr John Butler

Sadly, Cr John Butler passed away in September 2017 after a short illness. The Victorian Electoral Commission will conduct a countback to fill this position.

Cr John Butler was first elected to the position of City of Whittlesea Councillor in November 2016. A passionate member of the Doreen community for the last four years, Cr Butler would like to see more roads, better public transport and improved local job opportunities. He is involved in a number of community organisations, including the Doreen Country Fire Authority and Returned Services League. Now retired, Cr Butler spent 39 years in the Australian Regular Army, achieving the rank of Lieutenant Colonel. Cr Butler sits on Council’s Municipal Emergency Management Planning Committee and Municipal Fire Management Planning Committee.

Cr Emilia Lisa SterjovaE: [email protected] M: 0429 226 133

Cr Emilia Lisa Sterjova was first elected as a City of Whittlesea Councillor in November 2016 and is our youngest ever councillor. As a Mernda resident Cr Sterjova is a passionate local advocate for improving key transport and road infrastructure within the municipality. She is also passionate about improving youth services and providing greater support to local community groups and clubs. Cr Sterjova sits on Council’s Arts Cultural and Sporting Grants Program for Young People Committee and is a delegate for Whittlesea Youth Commitment and is currently completing a Bachelor of Laws/Bachelor of International Relations and a Diploma in Indonesian.

South East Ward

Cr Norm Kelly (Deputy Mayor)E: [email protected] M: 0409 355 665

Cr Norm Kelly was first elected in 2008 and is serving his third term as Deputy Mayor. A Bundoora resident for 35 years, Cr Kelly is committed to the community and passionate about the value local sporting clubs and venues can offer in keeping youth off the streets. Cr Kelly has worked as a Union Official for the Plumbing Trades Employees Union for the past 16 years and currently sits on the boards of the YMCA and the CEPUTEC Unions training school as well as being involved in a number of other committees and organisations. Cr Kelly sits on Council’s Reconciliation Group.

Cr Sam AlessiE: [email protected] M: 0417 392 578

A City of Whittlesea Councillor for over twenty years, Cr Sam Alessi was first elected in 1987 and has served three terms as Mayor of the City of Whittlesea, nine years as a Municipal Association of Victoria Board member including four years as Vice President and a short term as Interim President. He has also served terms as an Australian Local Government Association Board member, member of the Australian Packaging Covenant, five terms as Chair of the Yarra Plenty Regional Library Board and Chair and member of various other local boards and committees.

Cr Alessi has extensive experience with waste and resource recovery within the local government context. He is Council’s representative on the Metropolitan Local Government Waste Forum where he has served two terms as Forum Chair, worked actively to establish the Forum's Strategies and Policy Advisory Group and is its current Chair. In May 2017 Sam received a four year Ministerial appointment to the Metropolitan Waste and Resource Recovery Group Board of Directors.

Cr Alessi is passionate about advocating for and providing improved services for young people, the aged and families as well as being a strong advocate for responsible gambling and gambling reform. He holds a Bachelor of Arts (Social Sciences) degree and a Bachelor of Education degree from La Trobe University and a Post Graduate Diploma in Computing from Deakin University.

Cr Alahna DesiatoE: [email protected] M: 0428 726 939

Cr Alahna Desiato was first elected to the position of City of Whittlesea Councillor in November 2016. Having lived in Mill Park all her life, Cr Desiato is a keen advocate for improving the road network and public transport options for residents. She launched the campaign to extend the 86 Tram line from McKimmies Road in Bundoora to Bush and Lakes Boulevards and onto Plenty Road in South Morang and continues to support the campaign as Council’s representative on the Friends of South Morang committee. Cr Desiato sits on the Yarra Plenty Regional Library board as well as the Council’s Arts Cultural and Sporting Grants Program for Young People Committee.

Cr Mary LaliosE: [email protected] M: 0400 132 117

Cr Mary Lalios has been a City of Whittlesea Councillor since 2005 and has served as Mayor three times, including during the 2009 Victorian bushfires. In March 2017, Cr Lalios was elected as the first female President of the Municipal Association of Victoria. On a national level, her strong representation continues through the Australian Local Government Association board. Cr Lalios believes it is an honour and privilege to serve on a local, state and national level.

A lifelong resident, Cr Lalios is a strong voice and fights for what our community needs. Current priorities include better local roads; addressing the congestion, community safety, CCTV cameras, more public transport; upgrading parks and greening our streets with more trees. She is passionate about supporting and helping those less fortunate. A strong disability advocate, she has been part of successful campaigns to attract more respite facilities to the City of Whittlesea.

As Mayor in 2014, Cr Lalios led the successful community campaign to extend the train line to Mernda. Cr Lalios is an Accountant (FCPA) and is a graduate of AICD course. Committees that Cr Lalios sits on include: Yarra Plenty Regional Library; Meadowglen International Athletics Stadium; Riverside Community Activity Centre; Whittlesea Disability Network.

South West Ward

Cr Lawrie CoxE: [email protected] M: 0419 379 180

Prior to the 2016 election Cr Lawrie Cox was the youngest serving councillor having been elected to the Shire of Whittlesea from 1979 to 1986, including being Shire President from 1982 to 1983. He has chaired several large organisations including the Victorian Trades Hall Council and has been a director of an Industry superannuation fund for over 20 years. Cr Cox is passionate about the community, infrastructure and providing sporting opportunities for young people and sits on Council’s Westgarthtown Pioneer Precinct Advisory Committee.

Cr Stevan KozmevskiE: [email protected] M: 0417 390 854

Cr Stevan Kozmevski has been a City of Whittlesea Councillor since 1997 and has served twice as Mayor during this time. A proud Thomastown resident since 1968, Cr Kozmevski is passionate about making infrastructure improvements and the important role Council plays in advocating for residents.

Cr Kozmevski sits on Council’s Arts Cultural and Sporting Grants Program for Young People Committee.

Cr Caz MonteleoneE: [email protected] M: 0437 601 113

Cr Caz Monteleone was first elected as a City of Whittlesea Councillor in November 2016. He has lived in the City of Whittlesea for over 40 years and lives in Epping. As a passionate advocate for improving community infrastructure and jobs growth, Cr Monteleone would like to see greater transparency and accountability for Council. Professionally, Cr Monteleone is a successful small business owner having run an electrical contracting firm, dairy manufacturing, hospitality and aviation related businesses.

Cr Monteleone sits on Council’s Arts Cultural and Sporting Grants Program for Young People Committee and supports other community events including the Whittlesea Agricultural Show, Hawkstowe Jazz Festival and the Whittlesea & Plenty Valley Tourism Association.

Cr Kris PavlidisE: [email protected] M: 0407 689 032

Cr Kris Pavlidis is honoured to have the privilege to serve the City of Whittlesea as an elected Councillor now in her 4th Term, and was the first female Mayor of Greek background to serve the municipality. A proud resident for more than 40 years, Cr Pavlidis is a passionate community activist and advocate for social justice and has actively pursued Reconciliation, cultural diversity and gender equity portfolios. She is a strong advocate for increased infrastructure that our community expects and deserves and would like to see improved planning of roads and neighbourhoods .

Cr Pavlidis sits on several committees including Whittlesea Community Futures and Council’s Arts Cultural and Sporting Grants Program for Young People Committee, and is a Director with the Ethnic Communities Council Victoria and Pronia Family Support. Cr Pavlidis holds post graduate Degrees in Behavioural Sciences and Management.

OUR PEOPLE

Organisational structure

Council is the governing body that appoints a Chief Executive Officer (CEO). The CEO has responsibility for the day to day management of operations in accordance with the strategic directions of the Council Plan. Five Directors and the CEO form the Executive Leadership Team (ELT), details of which are outlined below.

Chief Executive Officer - Simon Overland

Simon started his current position as Chief Executive Officer at the City of Whittlesea on 21 August 2017. He has extensive experience in executive management, leadership and community service roles. Simon has achievement and success in leading large and complex government organisations. He was secretary of the Department of Justice in Tasmania for five years from 2012 to 2017, and former chief commissioner of Victoria Police from March 2009 to mid-2011.

After serving 19 years in the Australian Federal Police, Simon was appointed assistant commissioner (crime) with Victoria Police in 2003. He is credited with a prominent role in bringing an end to the Melbourne gangland murders and associated crime in Victoria.

Simon holds a Bachelor of Arts in Administration and Graduate Diploma in Legal Studies from the University of Canberra and a Bachelor of Laws with first class honours from the Australian National University. He has demonstrated a strong commitment to social justice throughout his career.

Senior officers reporting directly to the CEO

Director Community Services - Russell Hopkins Our Community Services Directorate oversees many service areas that impact the day-to-day living and wellbeing of City of Whittlesea residents.

Departments include: Aged and Disability; Community Cultural Development; Family, Children and Young People; Community Wellbeing.

The Directorate works collaboratively with the State and Federal Governments to provide many of these services, and operates in partnership with a variety of community service organisations to meet the needs of our diverse and vibrant community.

Director Partnerships and Engagement – Liana Thompson

The Partnerships and Engagement Directorate is central to achieving Council’s vision of creating vibrant self-sustaining communities together. The directorate aims to improve the social and economic wellbeing of the Whittlesea community and foster strong, resilient and connected local communities. The directorate also provides important internal support to departments, including marketing and communications, internal communications, service planning and reviews and research.

Director City Transport and Presentation – Nick Mann Our City Transport and Presentation Directorate provides a diverse range of infrastructure services to the community.

With the high level of growth within the municipality and an increasing number of residents, there is a need to be responsive to community needs. Some of the Directorate’s key functions include managing parks and open spaces, road, road-related and footpath construction and maintenance, building maintenance, engineering services, traffic management and road safety.

Director Planning and Major Projects – Steve O’Brien Our Planning and Major Projects Directorate coordinates the City of Whittlesea’s land use growth, planning it to ensure a sustainable future.

Planning and Major Projects is designed to provide a streamlined link through everything from strategic planning across the City, to the delivery of both private development and public infrastructure.

This significant, diverse portfolio includes sustainable, strategic and statutory planning for development across the City, building standard compliance, as well as the coordination and implementation of the City’s New Works Program.

Director Corporate Services – Helen Sui Our Corporate Services Directorate ensures that Council has the funds available to provide safe, useful and sustainable assets and services to our community. This directorate monitors, manages, researches, reports and provides advice to Council on all financial and organisational matters and ensures good governance.

It directs and assists the organisation to achieve its goals by providing accurate data and introducing efficiencies and enhancements that best utilise Council’s resources.

Equal Employment Opportunity

Council is committed to providing a workplace free from all forms of discrimination, harassment and bullying, and continues to promote equality of opportunity for all employees through merit-based recruitment and selection, employment conditions, benefits and training and promotion.

Staff continue to receive training and information on discrimination, harassment and bullying. All new employees receive training as part of the induction process as well as completing a range of on-line modules. Relevant policies are available to staff via the intranet, plus the organisation has seven Equal Employment Opportunity contact officers across all council sites.

Organisational changesThe City of Whittlesea is continually reviewing its services and operations to ensure that our organisation meets the demands of our community in the most efficient and effective manner. This includes a restructure in early 2017 to better align the functions provided by our Corporate Services and Partnerships and Engagement Directorates to support a high performance organisation. The changes included:

Creation of a Property, Rates and Valuations department and a new Advocacy, Communications and Economic Development department.

The Payroll team moved to the Finance and Assets department and the Governance department moved to the Partnerships and Engagement Directorate.

The Occupational Health and Safety function moved to the Corporate Accountability and Performance department.

With the Payroll team and OHS team moved to other departments, the Manager People and Culture role was made redundant.

As a result of an independent review by Hunt and Hunt into the Service Planning and Improvement team, the department was disbanded and staff were redeployed and made redundant.

In March, Council agreed to terminate the contract of Michael Wootten as Chief Executive Officer (CEO). Liana Thompson was appointed Acting CEO in the interim period until Simon Overland was appointed to the role in August 2017.

Organisational Chart

Corporate Services

Property, Rates and Valuations

Information Services

CorporateAccountability and

Performance

Human Resources

Finance & Assets

DevelopmentAssessment

Strategic Planningand Design

Building Services

Major Projects

Planning andMajor Projects

Major Facilities

City Designand Transport

City Presentation

Parks and Open Space

City Transport and Presentation

Governance

Community Building and Planning

Advocacy,Communications and

Economic Development

Partnerships and Engagement

Leisure and Community Facilities

Aged and Disability

Community Cultural Development

Community Wellbeing

Family, Childrenand Young People

CEOExecutive Services

Community Services

Organisational Development

Council staffA summary of the number of full time equivalent (FTE) Council staff by organisational structure, employment type and gender is set out below.

Employment type/ gender

Executive Services

Planning & Major Projects

Community Services

City Transport & Presentation

Corporate Services

Partnerships and Engagement

City of Whittlesea TOTAL

Permanent Full Time

Female 4.00 34.71 69.48 24.95 43.74 37.89 214.77

Male 0.00 45.47 26.05 168.39 35.37 28.47 303.75

Permanent Part Time

Female 1.77 11.66 144.87 11.45 16.99 44.50 231.24

Male 0.00 2.11 10.67 0.74 1.92 18.14 33.58

Casual Female 0.00 0.00 5.40 2.16 0.70 2.40 10.66

Male 0.00 0.32 1.12 1.24 1.00 0.00 3.68

Total 5.77 94.27 257.59 208.93 99.72 131.40 797.68

Employment classification and genderA summary of the number of full time equivalent (FTE) staff categorised by employment classification and gender is set out below. Employment Classification Female Male Total

Band 1 20.79 16.29 37.08

Band 2 10.83 5.00 15.83

Band 3 54.53 65.21 119.74

Band 4 71.16 25.67 96.83

Band 5 62.24 36.39 98.63

Band 6 107.35 52.47 159.82

Band 7 53.68 63.64 117.32

Band 8 26.86 45.01 71.87

Band Not Applicable 49.23 31.33 80.56

Total 456.67 341.01 797.68

OUR PERFORMANCE

Planning and accountability framework

The Planning and Accountability Framework is found in part 6 of the Local Government Act 1989 (the Act). The Act requires councils to prepare the following planning and reporting documents:

A council plan within the six months after each general election or by 30 June, whichever is later

A strategic resource plan for a period of at least four years and include this in the council plan

A budget for each financial year An annual report in respect of each financial year.

The following diagram shows the relationships between the key planning and reporting documents that make up the planning and accountability framework for local government. It also shows that there are opportunities for community and stakeholder input and feedback at each stage of the planning and reporting cycle.

Council Plan

The Council Plan 2013-17 includes:

Future Directions (the Council’s strategic objectives); actions (strategies) to achieve these for the four year period; measures (strategic indicators) for monitoring achievement of the strategic objectives;

and a strategic resource plan.

The following are the seven strategic objectives “Future Directions” as detailed in the City of Whittlesea Council Plan 2013-17.

1. Inclusive and Engaged Community

Our City is diverse and that is its strength. People from many countries with different languages, faiths, and customs have made it their home. There are also urban and rural communities. When we are together we learn and grow through each other's experiences. We build skills and capacity so everyone can fully engage and participate in community life. All voices are heard and decision making takes account of all views. Our inclusive, engaged community is resilient and strong.

2.Accessibility In, Out and Around Our City

Access in, out and around our community happens in many ways, and for many reasons. Public transport, roads for vehicles, walking and bike paths, communications and digital networks allow us to connect with the services we need. The local services that are provided must match our community need, and services that cannot be provided locally are easily accessible. The design and construction of our built infrastructure enables access for all.

3. Growing our Economy

A diverse economy offers varied career opportunities so people can live and work in Whittlesea. Business attraction requires infrastructure and transport planning, affordable housing, skill development and a supportive regulatory environment. We need to work on supporting and developing opportunities for local business like growing the food we need locally. Education facilities offer everyone career and skill development options.

4. Places and Spaces to Connect People

Places, spaces and events bring people together to socialise and access services and also help build our community and an understanding and appreciation of our diversity. Our community hubs provide a central place to meet, shop and have a haircut, go to the doctor, post a letter, do banking, have coffee, visit the library and be entertained. They bring people together. Urban design develops a sense of place built on heritage. Parks and recreation facilities improve community wellbeing and can be used for events and celebrations. There are many pathways to bring people together in all the communities that together make our

City.

5. Health and Wellbeing

A healthy community that supports people through all of life's stages and cares about life-long learning has a sense of wellbeing and belonging. Health services are available locally and easily accessed in community hubs. Support is available for young people, families, seniors and those who are isolated and disadvantaged. Communities are safe places where harm from violence, alcohol and drugs is removed. Access to education, training and information enables lifelong learning for everyone.

6. Living Sustainably

Living sustainably in our community means managing the impacts of our environmental, economic, and social activities so that we remain healthy over the long term. Our natural environment is a resource for all to enjoy and we need to protect it for future generations. This means our carbon footprint, water, waste, energy use, flora (particularly the majestic River Red Gums) and our fauna need to be cared for. Strong population growth, strong housing demand, economic growth, climate change, alternative energies and transport all provide challenges for our environment, future planning and how we live. Our daily routines have changed; we plan for tomorrow and use innovation to become more sustainable. Everyone does their bit to help.

7. Good Governance

Providing good governance means that the decision making processes for managing public resources are accessible, transparent and appropriate. Council must take into consideration principles of social justice and human rights in the delivery of democratic government.

Our Performance

Council’s performance for the 2016/17 year has been reported against each Future Direction to demonstrate how Council is performing in achieving the 2013-17 City of Whittlesea Council Plan. Performance has been measured as follows:

• Results achieved in relation to the 2016/17 Action in the council plan

• Progress in relation to the major initiatives identified in the budget

• Services funded in the budget and the persons or sections of the community who are provided those services

• Results against the prescribed service performance indicators and measures.

Future Direction 1: Inclusive and engaged community

How we performed against the Council Plan

The following statement reviews: The performance of Council against the Council Plan including results achieved in relation

to the strategic objectives included in the Council Plan The progress of Council in relation to major initiatives identified in the 2016/17 budget for

the year The results of the prescribed service performance indicators and measures including

explanation of material variations.

Strategic Objectives Major Initiatives Progress

People are involved in issues that affect them

Prioritised 2016/17 actions from the Community

Building Strategy to be delivered by 30/06/2017

Council completed 90% of Priority Actions with the remaining 10% to be

completed by the first Quarter 2017/18

Services funded in the 2016-17 Budget

The following statement provides information in relation to the services funded in the 2016/17 budget and the persons or sections of the community who are provided the service.

Service Area Description

2016/17Expenditur

e(Revenue)

Net Cost$000

Aged & Disability

The role of the Aged & Disability team is to coordinate and deliver community care and senior citizens' services for the community in accordance with legislation, funding guidelines and Council policy.

14,367(9,917)

4,450

Advocacy and Communications

The Advocacy and Communications Department's purpose is to advocate on behalf and with the Whittlesea communities and other partners to influence change in respect to public policy and resource allocation by State and Federal Governments as well as advocating for local investment by the not for profit organisations, private sectors and philanthropic organisations.

The department also strategically promotes and builds a positive image and awareness of the City of Whittlesea, its projects, services and initiatives. The team is a collaborative, valued and customer focussed resource that

1,613(43)

1,570

delivers high quality outcomes and expert marketing and communications advice and services that is an enabler for all Departments to improve communications and community engagement. The department is a driver of a well-informed workforce and works to create a culture where quality marketing and communications is fundamental to Council’s success and embedded within key planning processes.

Community & Cultural Development

The Community Cultural Development department’s purpose is to strengthen social cohesion and the capacity of local communities especially our vulnerable, under-represented or marginalised through:

a) Creating opportunities for cultural, creative and participatory activity based community engagement.b) Building our organisational capacity to ensure all Council services are culturally inclusive and accessible.c) Working collaboratively in partnership with community groups and service providers.

2,232(154)2,078

There are no prescribed service performance indicators and measures for Future Direction 1 Inclusive and Engaged Communities.

Future Direction 2: Accessibility in, out and around our city

How we performed against the Council PlanThe following statement reviews: The performance of Council against the Council Plan including results achieved in relation





We can access health services

50% development of a detailed Health and Human Services Plan for the City of Whittlesea and neighbouring municipalities by 30/12/16

A Health Services Regional Plan was undertaken by the State Government. The Plan for the Human Services Needs Analysis has been developed and is currently underway. There was a request from the State Government that there be a delay in commencing our project while the Health Services Regional Plan was undertaken. The Human Services Needs Analysis (Mernda Town Centre focus) will be complete by 30 November 2017

100% development of a Health and Human Services Advocacy fact sheet by 30/06/17

This action will be completed by December 2017

Our road network provides adequate access to the municipality and beyond

100% development of a Transport Priorities Plan by 30/06/17

Complete. The Plan renamed - The Roads and Public Transport Plan was adopted by Council on 9 May 2017

100% implementation of the 2016/17 actions from the Bicycle Plan by 30/06/17

Complete. The programmed infrastructure delivery items: Shared Users Path upgrades have been completed. Behaviour change and forward planning is currently in development

100% development of the Road Safety Strategy 30/06/17

Complete. Draft Road Safety Strategy presented to the Mayor on 28 June 2017. Booked for Council Forum Discussion in August 17

We can access Public Transport

Advocate for the extension of Tram route 86

Complete. Advocacy ongoing through officer input into Tram Route 86 extension feasibility study being

developed by Public Transport Victoria / Transport for Victoria. The recently adopted Roads and Public Transport Plan has Tram 86 as a high Advocacy Priority to be continued by Council

By 30/06/17, the Mernda Rail Extension Reference Design will include stabling north of Mernda Town Centre (MTC), station aligned with main street of MTC, street based bus interchange at MTC and the provision of cycling infrastructure.

Complete. The Main Street of the Mernda Town Centre has been relocated and the alignment across the rail corridor will be maintained south of the Mernda Station Building.

Advocate against Elevated rail as an outcome of the project

Complete. Advocacy efforts have concluded on this item. Elevated rail will be delivered as part of the Mernda Rail Extension. Council was briefed on this subject at Forum on 6 December 2016.




2016/17Expenditure

(Revenue)Net Cost

$000

City Design and Transport

The purpose of City Design and Transport is to provide quality service in customer service, management and protection of Council's road, drainage and public lighting infrastructure assets, design and supervision of capital works, civil engineering services in the area of infrastructure provision for new developments in growth and established areas, including plan assessment and construction supervision, strategic transport planning, including policy and strategy development and development of business cases to address traffic congestion through improved State Government investment in the arterial road and public transport network, and traffic and parking management for existing and future communities.

7,814(2,850)

4,964

Strategic Planning and Design

The role of Strategic Planning and Design is to proactively co-ordinate forward/strategic land use planning and design for Council’s growth areas, established areas and non-urban areas

2,645(982)

including the development of strategic plans, structure plans and key strategic policy/projects which impact on the future land use planning of the municipality. Responsibilities also include coordination of a long-term strategy for local infrastructure, through development contributions, to keep pace with growth in an economically sustainable way.

1,663

Major Projects

The Major Projects Department is responsible for the overall co-ordination for the development and delivery of the capital works program. This includes management and ongoing improvements to the systems and process for best practice project management, facilitating reporting and performance monitoring to Council, coordination of business case for significant project, as well as the development of the 4 year capital works budget and long term 15 year capital works Program. Major Projects also manages the delivery of building and major infrastructure projects.

2,958

Service performance indicators and measures

The following statement provides the results of the prescribed service performance indicators and measures including explanation of material variations.

Results

Service/Indicator/measure 2015 2016 2017 Material Variations and

Comments

Roads

Satisfaction of use

Sealed local road requests

[Number of sealed local road requests / Kilometres of sealed local roads ] x100

0.35 8.874 4.64

Council's requests (or complaints) have decreased from 8 to 4 (per 100km of sealed road) over the past 12 months, which is a positive result and means that we are receiving 50% less or half the level complaints per 100 km to fix or repair our roads.

Condition

Sealed local roads below the intervention level

(The percentage of sealed local roads that are below the renewal intervention level set by Council and not requiring renewal)

99% 96.82% 98.90%

Of the 1,206km of sealed local roads within the City of Whittlesea, just 13km are at the intervention level for renewal. This result highlights the quality of the proactive road resealing and rehabilitation program.

Service Costs

Cost of sealed local road reconstruction

(The direct reconstruction cost to Council per square metre of sealed local roads reconstructed)

$105.25 $140 $120.95

Road reconstructions in Whittlesea are mostly based on an extended design life and pavements tend to be more substantial than metro Melbourne due to local conditions and expansive clays. This year's result is reflective of efficiencies experienced through economies of scale, and technological advances.

4 2016 figure was reported as 0.67, updated figure now included

Cost of sealed local road resealing

(The direct resealing cost to Council per square metre of sealed local roads resealed)

$36.09 $30.15 $21.32

Road resealing in Whittlesea are mostly based on a 20 year design life and pavements tend to be more substantial than metro Melbourne due to local conditions and expansive clays. This year's result is reflective of efficiencies experienced through economies of scale, and technological advances.

Satisfaction with sealed local roads

(Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads)

65 64 62

The satisfaction rating recognises Council's continuing commitment to meet community expectation in providing a local road network that is serviceable and safe.

Sports Grounds (optional)

Utilisation

Structured activities on sports fields

[Number of structured activities / Total number of sports fields]

- 130.69 101.15

Results were lower than projected for 16/17 and the 15/16 actuals. This can be attributed to grounds being unavailable during restoration and redevelopment periods. For example the Mill Park Lake east oval was unavailable for use during July/August 2016 due to the synthetic conversion project.

Condition

Condition of sports fields

[Number of days sports fields are unavailable for structured activities due to condition excluding maintenance and reconstruction/redevelopment / Total number of sports fields]

- 0.26 7.88

Council recommended closure of sports fields to clubs/peak bodies for one week in April 2017 due an extreme weather event. Results are dependent on the clubs/peak bodies undertaking Council's advice in this instance.

Service cost - $13,287.97 $14,273.5 No material variation

Cost of sports grounds

[Direct cost of sports grounds / Total number of sports fields]

8

Availability

Population per sports field

[Municipal population / Total number of sports fields]

- 1426.26 1493.74

The City of Whittlesea adheres to a sports field provision ratio to assist in the planning for the adequate supply of sporting opportunities to cater for the growth community.

Street Sweeping (optional)

Satisfaction

Street sweeping requests

[Number of street sweeping requests / Total number of sealed local road households subject to a street sweeping service]

- - -

A system is being developed to provide the appropriate information in future results.

Service standard

Frequency of sealed local road sweeping

[Number of kilometres of sealed local roads swept / Total kilometres of local sealed local roads required to be swept]

- 2 8

Council's service standard for the street sweeping (of residential roads) is a 6 week cycle. This was achieved over the past 12 months.

Service cost

Cost of street sweeping service

[Direct cost of street sweeping service / Total kilometres of sealed local roads required to be swept]

- $623.935 $688.05The expenditure reflects the cost of the street sweeping service standard.

Environmental and flooding risk

Routine cleaning of sealed local road pits

[Number of sealed local road pits requiring cleaning following routine inspection / Total number of sealed local road pits inspected] x100

- 6.94% 15%

Council carries out a pro-active Pit inspection and cleaning regime of its roadside pits. The outcome of this is the elimination of flood events (except for storms beyond the capacity of the drainage system) and related disruption to residents and traffic.

5 2016 was reported as $258.67, this has been updated with the correct figure

Future Direction 3: Growing our economy


The following statement reviews: The performance of Council against the Council Plan including results achieved in relation





We have strategies that encourage new business investment

100% development of a Jobs and Investment Strategy Implementation Plan, including resourcing and costing, by 30/06/17

Economic Development Strategy presented to Forum on 13 June for feedback. Draft Strategy presented to Councillors, final document to be presented to council Meeting 29 August

Council adoption of the Thomastown Industrial Area Strategy and associated implementation plan by 30/06/17

Complete. At the Forum Council requested finalisation of Economic Development Strategy prior to considering the Thomastown Industrial Strategy. The Economic Development Strategy has been finalised and is proposed to be reported to Council in August. The Thomastown Industrial Strategy will be then be reported to Council at a subsequent meeting. The document has been finalised taking account of document changes arising from Council Forum and the Economic Development Strategy


The following statements provide information in relation to the services funded in the 2016/17 budget and the persons or sections of the community who are provided the service.

Service Area Description 2016/17Expenditur

e(Revenue)

Net Cost$000

Jobs and Investment

The Jobs and Investment department comprises a multi-disciplinary team engaged in facilitating the conditions to sustainably grow businesses within Whittlesea and grow employment. The direction for this will be set by the Economic Development Strategy, which will focus on jobs, investment, supporting current and future businesses, transport, learning, development and education, technology and industrial analysis and land use planning.

1,265(319)1,518

People and CulturePeople and Culture provide a range of strategic HR functions such as workforce planning, learning & development, leadership development and cultural change management.

1,340

Property and Valuations

The role of Property & Valuations is to provide statutory valuations on all properties within the municipality for general valuation and supplementary valuation purposes and to undertake continual maintenance of Council’s property data base system. To provide professional property management of Council property portfolio and to provide valuation and general property advice to Council.

2,710(1,724)

986



Results

Service/Indicator/measure 2015 2016 2017 Material Variations and

Comments

Economic Development (optional)

Participation

Participation in business development activities

[Number of businesses with an ABN in the municipality that participate in a business development activity / Number of businesses with an ABN in the municipality] x100

- -6 7.77%

Calculation for this indicator has been reviewed. Total for the 16/17 Financial year. Inclusive of local event participation, meetings and business visitations.

Service standard

Delivery of planned business development activities

[Number of business development activities delivered / Number of planned business development activities] x100

- 98.08% 100%All planned business development activities were carried out in 16/17.

Service cost

Cost of economic development service

[Direct cost of delivering the economic development service / Number of businesses with an ABN in the municipality]

- - $88.40 Based on annual budget.

Economic activity

Per cent change in number of businesses

[Number of businesses with an ABN in the municipality at the end of the financial year less the

- - 8.37% Year to date figure: 259 new businesses registered for an ABN (GST Active)

6 2016 figure was reported as 78.63%, which was incorrect and has been removed

number of businesses at the start of the financial year / Number of businesses with an ABN in the municipality at the start of the financial year] x100

Future Direction 4: Places and spaces to connect people


The following statement reviews:

The performance of Council against the Council Plan including results achieved in relation to the strategic objectives included in the Council Plan

The progress of Council in relation to major initiatives identified in the 2016/17 budget for the year

The results of the prescribed service performance indicators and measures including explanation of material variations.


We have open spaces that are welcoming and safe for public gathering

100% completion of the Whittlesea Gardens Master plan review by 30/06/17

Workshop with councillors held. A series of preferred options are being created by the Consultant to illustrate how the park can develop over a period of 2, 5 and 10 years

100% development of the Norris Banks Reserve Master plan by 30/06/17

The draft master plan and master plan report for Norris Bank has been completed following all the comments and feedback received from the community, key stakeholders and via a Councillor Workshop. The completed master plan will now be presented back to the community via the final stage of consultation and engagement

100% delivery of the 2016/17 schedule of upgrades to shared pathways by 30/06/2017

Programmed path works complete. Signage to be installed in the 2017/18 Financial Year

100% implementation of the 2016/17 Playground Improvement Program by 30/06/17

All four park and playground improvement projects completed

100% development of a Park Improvements Implementation Plan for the next 5 years, by 30/06/17

Complete. 10 year plan developed which married the recommendations of the Open Space Strategy, Playground Renewal Program and known maintenance

issues

Our recreation facilities and open spaces are accessible and respond to local need

100% completion of the Mill Park Leisure Centre redevelopment design documentation by 30/06/17

Scope and facility elements agreed with Council, design documentation being finalised

100% completion of the Mernda Aquatic & Indoor Centre Feasibility Study (at the Mernda Regional Recreation Reserve), by 30/06/17

Feasibility well under way. Community consultation and Councillor briefing undertaken

100% completion of the Whittlesea Swim Centre Refurbishment Feasibility Study, by 30/06/17

Community consultation completed. Concept development underway

Our urban design helpsbuild connection toplace and thecommunity

100% completion of Daly Place and front car park reconfiguration and streetscape improvements by 30/06/2017

Complete. Design of Stage 3 of Bundoora Square Shopping Centre (Daly Place) substantially completed. Budget for works in 2017/18

100% development of scope for precinct structure plan by 30/06/2017

Project Scope complete. Will be presented to Executive Leadership Team in August for endorsement and approval of next steps




2016/17Expenditure

(Revenue)Net Cost

$000

Leisure ServicesThe purpose of Leisure Services is to provide planning, management, facilities and services to promote community and wellbeing through leisure and sport.

2,275(1,173)

1,102

Major Facilities

The new Major Facilities Department comprises the Council’s three Leisure Centres (TRAC, Mill Park and Whittlesea), the Plenty Ranges Arts and Convention Centre (PRACC) and the Growling Frog Golf Course (GFGC). The Department manages Council’s key major facilities to ensure affordable community access to high quality services and community facilities, whilst maximising revenue generation through thorough business planning and facility partnerships.

4,986(3,658)

1,328

Parks and Open Spaces

The Parks and Open Space department exists to ensure that the community of the City of Whittlesea has ready access to a variety of high quality, functional and well maintained areas of public open space, including streetscapes and similar public spaces that offer a range of passive and recreational amenity opportunities, planned and developed based on the principles of excellence in landscape and urban design.

15,283(922)

14,361

Development Assessment

The role of Development Assessment is to provide statutory planning (application assessment for development and subdivision) services across the entire municipality. This includes determining subdivision and planning permit applications to ensure the objectives of overarching structure plans, development plans and Council policies for established areas are implemented effectively, and facilitating orderly, quality sustainable development across the municipality.

3,350(1,578)

1,772

Community Building and Planning

The Community Building and Planning Department provides a range of services which support the planning and delivery of community facilities and services, as well as the development of strong, active and engaged local communities across the municipality through considered and evidence-based social planning.

A central focus of the research, social planning, service delivery, infrastructure planning and community building work is based on enhancing community wellbeing through facilitating the planning and delivery of local place-based facilities and services, which, where possible, is able to actively engage local residents, community organisations and community services agencies.

3,265(269)2,996

Based on this operating philosophy, one of the key goals of this Department is to build local community capacity to participate in the planning, delivery and management of local facilities and services. All Department efforts focused on achieving the goal will be channelled through the implementation of the recently Council endorsed and adopted Community Building Strategy.



Results

Service/Indicator/measure 2015 2016 2017 Material Variations and comments

Statutory Planning

Timeliness

Time taken to decide planning applications

[The median number of days between receipt of a planning application and a decision on the application]

98 113 112

Improvements in process and delegations have seen a reduction in this indicator for the last quarter of the year.

Service Standard

Planning applications decided within 60 days

[Number of planning application decisions made within 60 days / Number of planning application decisions made] x100

64% 61.4%7 54.15%

The number of decisions made within time has been affected by the number of live applications in the system. Again, improvements in process and delegations have seen an increase in this indicator.

Service cost

Cost of statutory planning service

[Direct cost of the statutory planning service / Number of planning applications received]

$1,689.00 $1,301.948 $2352.90

Local Government Victoria provided further clarity on the parameters to precisely calculate the Cost of Statutory Planning service. As a result, a revised methodology has been utilised to better reflect the costs involved within the planning process.

Decision Making 62.00% 55.56% 38.89% There were 7

7 2016 figure was reported as 57% but has now been corrected8 2016 figure was reported as $1584.14 and has now been corrected

Planning decisions upheld at VCAT

[Number of VCAT decisions that did not set aside council's decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

instances of VCAT affirming Council's

decision and 11 that set it aside, a number

of which related to policy interpretation.

A number of other VCAT matters were

consented to or withdrawn for the

period.

Libraries

Utilisation

Library collection usage

[Number of library collection item loans / Number of library collection items]

6.41 6.62 4.92

Usage decrease is primarily due to the closure of Thomastown Library for renovation from 11 July until 22 August 2016; closure of Mill Park Library for maintenance from 24 October until 6 November 2016; a decrease in the number of LOTE (Language Other Than English) items borrowed from Lalor Library and a general decrease in the number of loans across the region compared to 2015/16.

Resource Standard

Standard of library collection

[Number of library collection items purchased in the last 5 years / Number of library collection items] x100

86.00% 85.92% 83.95%

The library collection continues to be current and contemporary and compares favourably to the Interface average.

Service cost

Cost of library service

[Direct cost of the library service / Number of visits]

$6.899 $6.22 %6.01 The cost per visit has improved marginally, but is influenced by the relatively high cost of providing mobile services and the small

9 2015 figure was reported as $6.47, this has now been updated with the correct cost

Whittlesea branch.

Participation

Active library members

[Number of active library members / Municipal population] x100

16.00% 13.83% 14.89% No material variation

Aquatic Facilities

Satisfaction

User satisfaction with aquatic facilities (optional)

[User satisfaction with how council has performed on provision of aquatic facilities]

NA 65 65

The user satisfaction survey is undertaken every two years. The results shown are for the 2015/16 financial year. The next survey to be undertaken in the 2017/18 financial year.

Service Standard

Health inspections of aquatic facilities

[Number of authorised officer inspections of Council aquatic facilities / Number of Council aquatic facilities]

3.33 3.33 3.33

Health inspections were conducted at all Council aquatic facilities. All pools and spas were assessed and tested and found to meet standards.

Health and Safety

Reportable safety incidents at aquatic facilities

[Number of WorkSafe reportable aquatic facility safety incidents]

0.00 0.00 0.00

There were no reportable safety incidents at the facilities.

Service Cost

Cost of indoor aquatic facilities [Direct cost of indoor aquatic facilities less income received / Number of visits to indoor aquatic facilities]

$0.15 $0.10 $0.18

Indoor aquatic facility costs were affected by a change to the contract arrangement with the Leisure partner combined with an increase in the centres operating expenses.

Service Cost $13.31 $14.58 $10.92 Outdoor aquatic facility costs have

Cost of outdoor aquatic facilities

[Direct cost of outdoor aquatic facilities less income received / Number of visits to outdoor aquatic facilities]

improved due to the positive impact of the previous years' maintenance activities.

Utilisation

Utilisation of aquatic facilities [Number of visits to aquatic facilities / Municipal population]

6.41 5.98 5.22

Increased competition for one of Council’s tree aquatic facilities (Thomaston Recreation and Aquatic Centre) resulted in a 12.73% decrease in overall utilisation during this period.

Future Direction 5: Health and wellbeing






Strategic Objective Major Initiatives Progress

We take a prevention approach to health issues and health policy

100% development of the NDIS Rollout Plan and endorsed by 30/06/17

Complete. Clients are transitioning to NDIS in line with HACC / NDIA process & timelines.

100% development of HACC Transition Plan and endorsed by 30/06/17

Complete. Roadmap to Transition presented to Councillors at Forum April 2017 which outlines exploration of service provision options jointly with other Northern Metro Councils and presentation of future potential options late 2017 for decision on future role in first half of 2018.

100% development of the Positive Ageing Strategy Action Plan and endorsed by 30/06/17

Completed in September 2016 - Positive Ageing Policy, Strategy and Action Plan adopted and launched.

We have family violence prevention programs

100% completion of the 16/17 action plan for the Family Violence Strategy

Complete. Family Violence action plan on track.

100% completion of the 16/17 action plan for the Gender Equity Strategy.

In 2016-17 the Gender Equity in Design Guidelines where developed. Eight sporting clubs have been involved in a project around Increasing Female Participation in Sports.




2016/17Expenditur

e(Revenue)

Net Cost$000

Family, Children and Youth

The Family and Youth Department works toward achieving Council's vision of 'Creating vibrant, self-sustaining, resilient, connected communities', through its policies, planning, programs, partnerships and advocacy. The focus is on building resilience, preventive actions, addressing inequities and vulnerabilities. The aim is to deliver strategies and actions that contribute to the capacity of families, carers and the community to support the development of babies, children, young people and families.

10,765(5,017)

5,747

Community Wellbeing

The Community Wellbeing Department provides services to protect and monitor community health. These include a Food Safety Surveillance Program, an Infectious Diseases Program comprising investigations, public swimming pool water quality testing, regulation of Health Act premises (hairdressers, tattooists, and rooming houses), nuisance investigations and immunisation programs for infants, school children and adults at worksites. The Department also plans for the health and wellbeing of the community by the development and implementation of a Municipal Public Health and Wellbeing Plan and the provision of preventive health programs. The Department also advocates for and supports people with a disability via the Disability Action Plan and provides opportunities to enable people with disabilities to participate fully in community life, as is their right.

The Department also has responsibility for Emergency Management. The Resilience and Emergency Management team (REM) leads capacity building projects at the community and regional level, and provides expert input into State, MAV and regional council policy positions. The team ensures that Council has the internal reserves of trained staff to respond to emergencies, that Council meets its statutory obligations through the effective running of the Municipal Emergency Management Planning Committee (MEMPC) and the maintenance of all key municipal emergency plans.

3,527(1,920)

1,607

Building ServicesThe Building Services Department is committed to ensuring that the amenity and safety of the community is maintained when using Buildings and Places of Public Entertainment,

1,923(1,127)

796

(POPEs). The Unit’s role is derived from a long history of legislated responsibility to Councils for governance of building standards, safety and amenity in the built environment. This includes the issue of Building Permits, Occupancy Permits for Buildings and POPEs, assessment and the issue of “Report & Consent” relative to building siting and encroachments. Inspection of existing buildings, including swimming pools, to ensure compliance of Essential Safety Measures and barriers. Enforcement of Building Legislation with the assistance of the Courts as required. Data entry, retrieval and dissemination in relation to all Building and Occupancy permits.



Results


Animal Management

Timeliness

Time taken to action animal management requests

[Number of days between receipt and first response action for all animal management requests / Number of animal management requests]

N/A 1 1

The City of Whittlesea continues its commitment to delivering a high-quality animal service. Council responded to all 2,946 animal-related requests on the same day of receiving them.

Service Standard

Animals reclaimed

[Number of animals reclaimed / Number of animals collected] x100reclaimed)

41.% 47.78% 37.13%

Of the 2,152 animals impounded in 2016/17, 799 were reclaimed (37.13%). This is overwhelmingly due to cats not being reclaimed by owners, with a reclaim rate of 7%. Over 80% of impounded dogs were reclaimed by their owners.

Service cost

Cost of animal management $41.80 $47.68 $55.28 The 15.93% increase

this year reflects the

service

[Direct cost of the animal management service / Number of registered animals]

trend being experienced across Local Government in delivering animal management services, including animal pound operations. In addition to that, there was a 3.88% reduction of animals registered in the municipality, largely due to animals becoming deceased or moving out of the City. As a result, the cost per animal increased from $47.68 to $55.28. The City of Whittlesea is actively working with other councils to provide a combined animal management service that delivers better value across participating municipalities.

Health and Safety

Animal prosecutions proven in court

[Number of successful animal management prosecutions]

5 2 1

Council presented one dog attack prosecution to the Magistrates Court in 2016/17 with a 100% success rate.

Food safety

Timeliness

Time taken to action food complaints

[Number of days between receipt and first response action for all food complaints / Number of food complaints]

N/A 1.41 1.23 From 1 July 2016, 'Time taken to action food complaints' will be reported by calendar year. Previously this indicator was reported by financial year. This has been implemented to better align reporting with the Department of Health and Human Services. This may result in some variances year on year. This result is an improvement on the

2016 result.

Service Standard

Food safety assessments

[Number of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment in accordance with the Food Act 1984 / Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984] x100

100% 100% 99.11%

Council's Environmental Health Team completed 99% of food safety assessments in 2016. The six premises that didn't receive an assessment in 2016 all opened in late December and did require a final Food Act inspection prior to opening. Assessments should be conducted after a food business has commenced operation; these were all completed by early 2017.

Service Cost

Cost of food safety service [Direct cost of the food safety service / Number of food premises registered or notified in accordance with the Food Act 1984]

$452.23 $356.08 $270.47

The direct cost of Council's food safety program per all registered Food Act food premises is $270.46. This cost ratio compares favourably to previous years. During this period 101 new food premises opened and 55 closed, giving the net result of 46 additional registered premises managed within existing staffing resources.

Health & Safety

Critical and major non-compliance notifications

[Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non-

85.00% 99.24% 100%

From 1 July 2016, 'Critical and major non-compliance outcome notifications' will be reported by calendar year. Previously this indicator was reported by financial year. This has been implemented to better align reporting with the Department of Health and Human

compliance notifications about a food premises] x100

Services. This may result in some variances year on year. During this period 100% of non-compliances were followed up by Council.

Maternal and Child Health

Satisfaction

Participation in first MCH home visit

[Number of first MCH home visits / Number of birth notifications received] x100

98.00% 98.87% 105.71%

The excess of 100% is due to families with babies moving into the municipality having an address outside of the municipality when commencing antenatal care.

Service Standard

Infant enrolments in MCH service

[Number of infants enrolled in the MCH service (from birth notifications received) / Number of birth notifications received] x100

98.00% 93.25% 100%

The Maternal and Child Health service has increased enrolments of infants by 6.8 percentage points from 93.2% 15/16 to 100% in 16/17.

Service Cost

Cost of MCH service

[Cost of the MCH service / Hours worked by MCH nurses] N/A $67.43 $70.35

The increase from 15-16 is within the range expected given increasing costs of service delivery whilst maintaining quality service delivery and outcomes for the community.

Participation

Participation in MCH service [Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

79.00% 78.44% 78.23%

Council's performance in the MCH service is within the anticipated range. Small fluctuations from year to year are normal and expected to occur.

Participation in MCH service by Aboriginal children [Number of Aboriginal children who attend

72.00% 70.95% 65.37%Families have the choice of using either the local Maternal and Child

the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100

Health service and/or an aboriginal controlled service and may move between both agencies.

Immunisation (optional)

Satisfaction

User satisfaction with immunisation service

[User satisfaction with how council has performed on provision of children immunisation service]

- 100 100

No survey was conducted during 2016/17. Customer surveys for the Immunisation service are done every 2 years. The next survey is scheduled for late 2017.

Service standard

Vaccination of children by council

[Percentage of children fully vaccinated by council]

- 41% 39.95%

Council fully vaccinated 39.95% of eligible children within the City of Whittlesea. This figure is based on the March 2017 report from the Australian Childhood Immunisation Register.

Return of consent cards by secondary school children

[Number of secondary school consent cards returned / Total number of secondary school children] x100

- 87.47% 96.83%

In 2016 almost 97% of consent cards were returned from the eligible secondary school children within the City of Whittlesea.

Service cost

Cost of immunisation service

[Direct cost of immunisation service / Total number of vaccinations]

- $22.93 $20.62

During 2016-17 Council's Immunisation Service administered 21,399 vaccinations through its sessional immunisation sessions and secondary school immunisation program. The direct cost of delivering these programs was $20.62 per vaccination.

Participation - 94.00% 94.85%Within the City of Whittlesea 94.85% of eligible children were

Vaccination of children

[Percentage of children who are fully vaccinated in each age group]

fully vaccinated. This figure is based on the March 2017 report from the Australian Childhood Immunisation Register.

Vaccination of secondary school children

[Number of secondary school children fully vaccinated by council / Total number of secondary school children] x100

- 75.59% 85.08%

In 2016 Council fully vaccinated 85% of eligible secondary school children within the City of Whittlesea.

Future Direction 6: Living sustainably






Strategic Objective Major Initiatives Progress

We are an environmentally sustainable city

100% Implementation the 2016/17 Street Tree Renewal Program actions in accordance with process and priorities in new Street Tree Management Plan, by 30/07/2016

All works completed

100% development of the local Climate Change Adaptation Plan by 30/06/17

Climate Change Adaption Plan developed and ready for Council consideration. It is scheduled to be presented at Council Forum 12/09.




2016/17Expenditure

(Revenue)Net Cost

$000

Sustainability Planning

Sustainability Planning provides leadership, direction and support to Council and the community in achieving its aspirations for a more sustainable community and environment. This is achieved by developing key sustainability policy and strategy, and supporting the implementation of endorsed sustainability policies and programs. The Sustainability Planning unit specialises in environmental education, sustainable built form, and land

1,092(116)

976

management issues.

City Presentation

City Presentation is responsible for providing provides road and associated road related infrastructure maintenance, facility (building) management, waste management, fleet management and associated customer service functions to the municipality’s ratepayers through the delivery of physical services and the investigation and development of strategic policy.

39,696(6,454)33,242



Results


Waste Collection

Satisfaction

Kerbside bin collection requests

[Number of kerbside garbage and recycling bin collection requests / Number of kerbside bin collection households] x1000

330.63 302.89 282.72

There has been a decrease in requests in comparison to last year’s results.

Service Standard

Kerbside collection bins missed

[Number of kerbside garbage and recycling collection bins missed / Number of scheduled kerbside garbage and recycling collection bin lifts] x10,000

3.88 3.93 3.68

There is a reduction in rubbish bins missed when compared to previous year's result. This is considered a small percentage given the amount of scheduled collections carried out.

Service cost

Cost of kerbside garbage bin collection service

[Direct cost of the kerbside garbage bin collection service / Number of kerbside garbage collection bins]

$53.55 $52.60 $54.24

The cost difference is considered nominal and generally aligned with cost increases in relevant indices.

Cost of kerbside recyclables bin collection service

[Direct cost of the kerbside recyclables bin collection service / Number of kerbside recyclables collection bins]

$28.51 $28.05 $27.60 The cost difference is considered nominal.

Waste diversion

Kerbside collection waste diverted from landfill

[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

43% 39.86% 41.8%

Diversion rate has increased by 2 percentage points, which is a positive indicator for Council.

Future Direction 7: Good governance







Services and Infrastructure keep pace with population growth

100% completion of the Plenty Valley Town Centre Background Report by 30/06/2017

Report completed and has been used to guide finalisation of the draft Structure Plan

100% completion of the draft Plenty Valley Town Centre Structure Plan by 30/06/2017

Completed and will form basis Planning Scheme Amendment (Action 01087)

Commencement of a planning scheme amendment process for Plenty Valley Town Centre by 30/06/2017

Draft amendment documentation complete. Exhibition commenced June 2017

100% completion of the concept design for High Street Central (between Rufus & Cooper Streets) by 30/06/17

Currently going through the tender evaluation process. Project will carry into the 17/18 Financial Year

100% delivery of the public art project in Epping Central by 30/06/17

Works complete

Council adopts best practice models of operation

9 Council services to be reviewed as part of the Service Planning Review Stage 2 Project, by 30/06/17

Complete. Service Review Report by Nous Group considered by the Executive Team on 3 May 2017, featuring recommendations for ten services. Directors are following up on implementation planning, and responsibility for administering the program has shifted to the Corporate Accountability and Performance

department

2016 CoW Culture Survey complete by 31/12/2016

Culture Survey completed on-time. Results have been used to inform the People Strategy and People Plan

100% of departments having updated their action plans for the 16/17 year

This action has been replaced by the People Strategy and People Plan to be delivered over the next four years

Services and infrastructure keep pace with population growth

100% development of the 15 Year Community Infrastructure Plan by 30/06/17

Complete. 15 Year Infrastructure Plan presented to Council Forum on 15 March 2017 as part of the 2017/18 Council Budget

Report submitted to Council on the status of the Office Accommodation Plan by 30/6/17

Complete. Currie & Brown submitted draft Office Accommodation Plan in June 2017. Scheduled to be reported to the New Works Program Board

Report submitted to Council on the status of PID 1849 Civic Precinct - HVAC and Refurbishment project by 31 December 2016 and 30 June 2017

Stage 1 works in East Wing completed and staff relocated in May 2017. Regular updates via Quarterly New Works Program Report to Council

Council is financially sustainable for the long term

100% development of a Property Management Strategy by 30/06/17

Complete. Formally adopted by Council in May 2017

100% of 2017/18 Council Plan actions are budgeted for in the Strategic Resource Plan by 30/06/2017

Complete. All actions budgeted




2016/17Expenditur

e(Revenue)

Net Cost$000

Governance

The Governance Department comprises four teams, Council Business, Heritage Co-ordination, Local Laws and Customer Service. The department is responsible for managing Council’s governance processes, providing advice and oversight to ensure Council functions as an effective government, management of Council heritage assets and customer service with a focus on the way the organisation provides service to our customers.

10,476(7,206)

3,270

Finance and Assets

The role of Finance and Assets is to ensure the provision of quality financial and asset management systems, processes and advice enabling the organisation’s financial and control functions to be undertaken effectively to ensure ongoing financial viability.

4,789(1,405)

3,383

Information Services

The aim of the Information Services department is to provide customer focused information management and technology solutions and services to all Councillors and departments within the City of Whittlesea and also supports the Council online service delivery functions.

6,506(411)6,095

Service Planning & Improvement

The Service Planning & Improvement team supports Council’s Service Planning & Review project. This project aims to review all of Council’s internal and external services to ensure that it delivers services in the most effective and efficient way. The project aims to embed a continuous improvement program into a 4 – 10 year Service Plan that ensures that services are sustainable into the future.

580(8)

572

Corporate Accountability and Risk

This unit includes procurement and risk management services. Procurement provides centre-led, strategic support to the organisation to maximise achievement of best value, effectiveness and probity in the procurement of works, goods and services. Risk Management provides advice to Management on the development of systems, policies and procedures in relation to management of risk at the strategic, corporate and operational levels, public liability and other claims against Council, ensuring that all claims against Council are properly investigated and settled in a cost effective manner.

2,448(59)

2,389



Results

Service/Indicator/measure 2015 2016 2017 Material Variations

Governance

Transparency

Council decisions made at meetings closed to the public [Number of Council resolutions made at ordinary or special meetings of Council, or at meetings of a special committee consisting only of Councillors, closed to the public / Number of Council resolutions made at ordinary or special meetings of Council or at meetings of a special committee consisting only of Councillors ] x100

35.00% 37.91% 26.95%

In response to resident's feedback and in order to increase Council transparency, reports proposed to be considered in closed session were subjected to a higher level of review during the year. As a result, the number of reports being considered in closed session was reduced by 28.9%. This figure is expected to further improve in the next financial year.

Consultation and engagement

Satisfaction with community consultation and engagement

Community satisfaction rating out of 100 with how Council has performed on community consultation and engagement

60 6110 60

The City of Whittlesea continues to work with our residents to maintain a high level of satisfaction with Community Consultation and Engagement. As a result, overall performance is rated significantly higher than the average rating for councils State-wide as well as similar councils.

Attendance

Councillor attendance at council meetings

[The sum of the number of Councillors who attended

1185.00% 84.85% 87.73%

Councillor attendance of 87.73% is affected by a number of factors including the frequency of meetings, leave of absence granted to

10 2016 figure reported as 58, correct figure now included11 2015 figure reported as 86%, correct figure now included

each ordinary and special Council meeting / (Number of ordinary and special Council meetings) × (Number of Councillors elected at the last Council general election)] x100

Councillors and the well-being of Councillors.

Service cost

Cost of governance

[Direct cost of the governance service / Number of Councillors elected at the last Council general election]

$52,001.00 $53,282.36 $52,537.82

The cost of governance varies each year based on Councillor allowances and costs related to Councillor training and education, travel costs and information technology expenses.

Satisfaction

Satisfaction with council decisions

[Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]

64 58 60

Council continues to focus on the promotion of Council meeting processes including holding a Council meeting at a community venue and investigating live streaming of Council meetings.

GOVERNANCE

Council Governance

The City of Whittlesea is constituted under the Local Government Act 1989 to provide leadership for the good governance of the municipal district and the local community. Council has a number of roles including:

Taking into account the diverse needs of the local community in decision-making Providing leadership by establishing strategic objectives and monitoring achievements Ensuring that resources are managed in a responsible and accountable manner Advocating the interests of the local community to other communities and governments Fostering community cohesion and encouraging active participation in civic life.

Council is committed to effective and sustainable forms of democratic and corporate governance as the key to ensuring that Council and its administration meet the community’s priorities. The community has many opportunities to provide input into Council’s decision-making processes including community consultation and the ability to make submissions to Special Committees of Council.

Council’s formal decision-making processes are conducted through council meetings and Special Committees of Council. Council delegates the majority of its decision making to Council staff. These delegations are exercised in accordance with adopted council policies.

Special committees

The City of Whittlesea does not have any special committees established.

Councillor allowances

In accordance with Section 74 of the Act, the Mayor and Councillors are entitled to receive an allowance while performing their duty.

The Minister for Local Government approved an adjustment to Mayoral and Councillor allowances from 1 December 2016, where allowances increased by 2.5 per cent.

The current Mayoral and Councillor allowance includes an amount equivalent to the superannuation guarantee (currently 9.5 per cent).

Mayoral allowance

$103,631.60 per annum. The Mayor is provided with an office, administrative support and a motor vehicle.

Councillor allowance

$32,444.85 per annum.

Management

All actions arising from an internal audit of Local Laws processes completed by December 2016.

Meetings of Council

Council meetings

Ordinary Council meetings are generally held every three weeks on a Tuesday at the Council Offices and commence at 6.30pm. Special Council meetings are occasionally held to consider urgent matters. Council meeting dates are published in the local media and on Council’s website and copies of agenda and minute documents are available on Council’s website.

For the period 1 July 2016 to 30 June 2017, 14 Ordinary Council meetings, six Special Council meetings and 31 Council Forums were held. Council Forums are informal meetings where Councillors are briefed on current and proposed Council programs, projects and services. Council Forum meetings are not open to the public.

Special meetings were held on 12 July 2016 to discuss the Ashley Park Community Centre, 3 November 2016 to elect the Mayor, 14 February 2017 to adopt the Councillor Code of Conduct, 7 March 2017 for a Chief Executive Officer Key Performance Indicator Progress Report, 14 March 2017 to discuss the Remuneration of the Acting Chief Executive Officer and 28 March 2017 to review the Draft Council Plan 2017-21 and 2017-18 Proposed Budget.

Summary of Councillor attendance for period 1 July 2016 to 30 June 2017

Councillor

Ordinary Council Meetings (14)

Special Council Meetings (6)

Forum Meetings (31)

Cr Ricky Kirkham (Mayor)* – North Ward 14 6 27

Cr Rex Griffin – North Ward (from the period 1 July 2016 to 21 October 2016)

3 1 7

Cr Christine Stow – North Ward (from the period 1 July 2016 to 21 October 2016)

5 1 7

Cr Emilia Sterjova - North Ward (from the period 5 November 2016 to 30 June 2017)

8 5 20

Cr John Butler - North Ward (from the period 5 November 2016 to 30 June 2017)

7 5 16

Cr Kris Pavlidis – South West Ward 10 4 20

Cr Stevan Kozmevski – South West Ward 14 5 27

Cr Adrian Spinelli – South West Ward (from the period 1 July 2016 to 21 October 2016)

3 0 4

Cr Darryl Sinclair – South West Ward (from the period 1 July 2016 to 21 October 2016)

4 1 7

Cr Lawrie Cox – South West Ward - from the period 5 November 2016 to 30 June 2017

8 4 20

Cr Caz Monteleone – South West Ward - from the period 5 November 2016 to 30 June 2017

9 4 19

Cr Norm Kelly (Deputy Mayor)* – South East Ward 13 4 24

Cr Sam Alessi– South East Ward 12 6 29

Cr Mary Lalios – South East Ward 14 5 23

Cr Ken Harris – South East Ward (from the period 1 July 2016 to 21 October 2016)

5 0 7

Cr Alahna Desiato – South East Ward - from the period 5 November 2016 to 30 June 2017

9 4 20

*The Mayoral and Deputy Mayoral term is for the period 3/11/2016 – 2/11/2017

Councillor expenses

In accordance with Section 75 of the Local Government Act 1989, Council is required to reimburse a Councillor for expenses incurred whilst performing their duties as a Councillor. Council is also required to adopt and maintain a policy in relation to the reimbursement of expenses for Councillors. The policy provides guidance for the payment of reimbursements of expenses and the provision of resources, facilities and other support to the Mayor and Councillors to enable them to discharge their duties and is published on Council’s website. Council also publishes in its Annual Report the details of the expenses, including reimbursement of expenses for each Councillor by the Council. The details of the expenses for the 2016-17 year are set out in the following table.

The table below sets out details of expenses incurred by Councillors while performing their duties as a Councillor. These expenses are required to be published under section 131(2) of the Local Government Act 1989. Unless indicated, the expenses shown below are for the full year 1 July 2016 to 30 June 2017.

COUNCILLOR Travel Car Mileage

Child Care

Information & Communication

Technology

Conferences & Training

TOTAL

Cr Alessi $994.21 $764.63 $0 $1,682.93 1$5,239.42 $8,681.19

Cr Butler(from 5 November 2016 to 30 June 2017)

$833.70 $0 $0 $387.67 $55.00 $1,276.37

Cr Cox(from 5 November 2016 to 30 June 2017)

$723.28 $0 $0 $861.81 2$3,772.81 $5,357.90

Cr Desiato(from 5 November 2016 to 30 June 2017)

$679.65 $0 $0 $402.70 3$4,093.19 $5,175.54

Cr Kelly $0 $0 $0 $2,887.29 $0 $2,887.29

Cr Kirkham $757.49 $0 $0 $1,658.19 4$11,743.57 $14,159.25

Cr Kozmevski $61.80 $0 $0 $1,555.27 $264.00 $1,881.07

Cr Lalios $876.40 $4,444.58 $0 $3,879.25 5$1,763.99 $10,964.22

Cr Monteleone(from 5 November 2016 to 30 June 2017)

$873.65 $399.90 $0 $460.00 6$6,889.89 $8,623.44

Cr Pavlidis $248.61 $0 $0 $2,982.64 7$2,713.78 $5,945.03

Cr Sterjova(from 5 November 2016 to 30 June 2017)

$753.90 $1,723.56 $0 $440.35 8$3,086.03 $6,003.84

Cr Griffin(from 1 July 2016 to 21 October 2016)

$111.37 $0 $0 $608.75 $495.00 $1,215.12

Cr Harris(from 1 July 2016 to 21 October 2016)

$0 $0 $0 $328.67 $0 $328.67

Cr Spinelli(from 1 July 2016 to 21 October 2016)

$0 $0 $0 $146.94 $0 $146.94

Cr Sinclair(from 1 July 2016 to 21 October 2016)

$0 $0 $0 $161.32 $0 $161.32

Cr Stow(from 1 July 2016 to 21 October 2016)

$0 $0 $6,363.86 $494.14 $545.00 $7,403.00

Total $6,914.06 $7,332.67 $6,363.86 $18,937.92 $40,661.68 $80,210.19

Below is a description of any combined costs of an expense that was in excess of $1,000 (for example, attendance at a conference might include costs such as registration accommodation and flights).1 Councillor Alessi has costs associated with an Urban Development Institute of Australia Congress in Perth and an Australian Local Government Association National General Assembly in Canberra. These costs are captured in the Travel category ($833.70 for flights) and the Conferences & Training category ($4,975.42 for registration, accommodation and meals)2 Councillor Cox attended an Urban Development Institute of Australia Congress in Perth. These costs are captured in the Travel category ($723.28 for flights) and the Conferences & Training category ($3,772.81 for registration, accommodation and meals)3 Councillor Desiato attended an Urban Development Institute of Australia Congress in Perth. These costs are captured in the Travel category ($666.55 for flights) and the Conferences & Training category ($3,697.19 for registration, accommodation and meals)4 Councillor Kirkham undertook a Company Directors Course Diploma conducted by the Australian Institute of Company Directors that totalled $7,399 for registration fees, this is captured under the Conferences and Training category. Councillor Kirkham also attended the National Growth Areas Alliance in Perth and the Australian Local Government Association National General Assembly in Canberra. These costs are captured in the Travel category ($757.49 for flights and parking) and the Conferences & Training category ($3,356.72 for registration, accommodation and meals)5 Councillor Lalios attended the National Growth Areas Alliance in Perth. These costs are captured in the Travel category ($739.49 for flights) and the Conferences & Training category ($1,307.00 for registration, accommodation and meals)6 Councillor Monteleone attended an Urban Development Institute of Australia Congress in Perth and Australian Local Government Association National General Assembly in Canberra. These costs are captured in the Travel category ($803.09 for flights and parking) and the Conferences & Training category ($5,899.89 for registration, accommodation, study tour and meals)7 Councillor Pavlidis attended an Australian Local Government Women’s Association National Conference in Tasmania. These costs are captured in the Travel category ($248.61 for flights) and the Conferences & Training category ($1,013.71 for registration, accommodation and meals)8 Councillor Sterjova attended an Australian Local Government Women’s Association National Conference in Tasmania and the Australian Local Government Association National General Assembly in Canberra. These costs are captured in the Travel category ($738.90 for flights) and the Conferences & Training category ($3,086.03 for registration, accommodation and meals)

All Councillors elected in October 2016 were provided with a tablet, mobile phone and internet dongle and these purchase costs totalled $2,560 for each Councillor and are not included in the table above. Councillor Cox only accepted the internet dongle when he was elected and later returned it in December; he currently has no Council funded equipment, but uses his own equipment.

Expense categories1. Conferences and Training (costs incurred under this category may include those relating to the

participation of partners in accordance with the Councillor Expenses and Resources Policy and associated Guidelines)

This category covers registration fees associated with attendance by councillors at conferences, seminars and one-off or short-term training courses. These are normally held by local government related organisations, professional bodies and institutions, educational institutions and private sector providers on subjects which impact on the role of councillors and the City of Whittlesea in general. These expenses also comprise of costs associated with accommodation and meals for any interstate conference or training session.

2. Travel (costs incurred under this category may include those relating to the participation of partners in accordance with the Policy and Guidelines)

This category covers costs associated with supporting councillors to meet the transport costs incurred in attending meetings, functions and other commitments within and outside the municipality. This comprises use of taxi service, myki cards, car parking fees, the provision of car parking permits and air fares as provided for in the Policy and Guidelines.

3. Information & Communication Technology

This category covers communication costs associated with ensuring that councillors are accessible and are able to communicate with constituents, stakeholders, other Councillors, Council officers and family members while conducting Council business. This category comprises of all costs associated with the use of mobile phones, home phones and internet services.

4. Car Mileage

This category covers reimbursements for Councillors who use their private vehicle while conducting Council business as provided for in the Policy and Guidelines.

5. Child Care

The Council will reimburse the cost of necessary carer expenses incurred by councillors in the course of carrying out their duties. This covers child care and other forms of care needed to support dependent family members.

AUDIT AND RISK COMMITTEE

Role of the Audit and Risk Committee

The Audit and Risk Committee is an independent advisory committee of Council. Its purpose is to advise Council in fulfilling its responsibilities for the financial and non-financial reporting processes, internal controls, the audit process, risk management and Council’s process for monitoring compliance with legislation and regulations and the Code of Conduct.

An independent Audit and Risk Committee is a fundamental component of a good corporate governance structure. Council’s Audit and Risk Committee is independent from management and free from any undue influence. Members do not have any executive powers, management functions or delegated financial responsibility.

The Committee’s role is to report to Council and to provide appropriate advice and recommendations on matters relevant to its Charter with the aim of facilitating decision-making by Council.

Membership

The Audit and Risk Committee comprises five members – two Councillors and three independent persons. The Audit and Risk Committee Charter states the Chairperson of the Committee must be appointed from amongst its independent members. All members have full voting rights.

The membership of the Audit and Risk Committee during the reporting period 1 July 2016 to 30 June 2017 consisted of:

Committee member Appointment date

Mr Michael Said (Chairperson) Re-appointed 1 October 2015

Mr Michael Ulbrick Re-appointed 1 October 2016

Mr Homi Burjorjee Re-appointed 1 October 2015

Councillor Stevan Kozmevski Re-appointed 1 January 2017

Councillor Ricky Kirkham Re-appointed 1 January 2017

Council’s Chief Executive Officer, Director Corporate Services, Manager Finance and Assets and Internal Compliance Officer attend the meetings and other Council officers attend as and when required.

Meetings

The Committee meets at least quarterly and additional meetings are convened as required. The Audit and Risk Committee met on five occasions during 2016-2017.

Committee Member Attendance

Mr Michael Said 5 of 5

Mr Michael Ulbrick 5 of 5

Mr Homi Burjorjee 5 of 5

Councillor Stevan Kozmevski 5 of 5

Councillor Ricky Kirkham 3 of 5

Audit and Risk Committee work plan

The Committee’s activities are set out in its annual Work Plan and reflect its key responsibilities, as outlined in the Audit and Risk Committee Charter. Annually the Committee confirms it has met its requirements in accordance with the Charter.

Internal Audit

The City of Whittlesea Audit and Risk Committee undertakes a systematic and comprehensive review of Council's systems and processes. A rolling three year Strategic Internal Audit Plan is developed through the contracted internal auditor to ensure all high-risk areas are reviewed and stewardship of Council's resources is maintained at the highest possible level. These audit plans are presented to the Audit and Risk Committee for review, updated annually and recommended to Council for approval.

Council’s current internal auditors, PricewaterhouseCoopers (PwC) have extensive experience in the Local Government sector. The individual internal audit reports on the reviews undertaken from the yearly Audit Plan contain audit findings and recommendations, together with management responses and are presented quarterly to the Committee. The Committee reviews the management responses and actions, and monitors their implementation by the agreed due date. Specifically the internal audit scoped and reported on the following during the year:

Better Practice for Procurement: The purpose of this review was to conduct a benchmarking of Council’s Procurement Policy and Procedures against better practice guidelines.

Verification of Vested Assets: This review considered key processes and controls for the verification of assets vested to Council, with a focus on Council’s assessments for valuation, condition and consistency with agreed design and specifications.

Planning Permits: The purpose of this review was to consider key processes and controls to manage selected planning permit applications in relation to residential use and development. Specifically, this included receipting, assessment criteria, application of delegations and monitoring of timeframes.

Building Maintenance Prioritisation: The purpose of this review was to consider key processes and controls for planned building maintenance prioritisation, specifically, short term and longer term plans, record keeping, monitoring and reporting.

External Complaints Management: This review considered key processes and controls for the management of selected external complaints received at Council, specifically, acknowledgment of receipt, assessment, response and management monitoring /escalation and reporting. A high level benchmark of Council’s Complaints Handling Policy and Complaints Handling Guidelines was also undertaken against better practice guidelines.

An assessment of the internal auditor’s performance was also undertaken by the Committee during the year, with a positive result noted.

External audit

The Victorian Auditor-General has appointed Richmond Sinnott & Delahunty (RSD) to assist in undertaking Council's annual Financial Statements and Performance Statement audit for an initial three year period which commenced with the financial year ending 30 June 2015.

The Audit and Risk Committee reviews the final set of Financial Statements and the Performance Statement, including a presentation from RSD on the results of the interim and end of year external audit processes, and recommends adoption of the Financial Statements and Performance Statement to Council. The Committee also discusses with the external auditors issues arising from the audit, including any management letter issues and the resolution of such matters.

Internal compliance reviews

Council has established an internal compliance review process that covers Council processes, policies, procedures and legislative requirements. At each Committee meeting, a report is provided detailing the outcomes of internal compliance reviews undertaken between meetings. During the year 11 reviews were completed, with significant reviews including:

An examination of the processes in place to manage bonus payments

A review of the management of Budget overruns

An examination into Contract Management processes

A review of payroll processes

A review of processes in place to manage expense reimbursements to staff

A review of the Councillor expense reimbursement process

An investigation into the accurate completion of interest returns

A review into the use of Council’s corporate credit cards

A review of the use and management of E-tags and fuel.

Other reports and recommendations

The Committee has considered other reports such as risk management reports, financial performance reports and compliance reports that meet the criteria of information detailed under

the Committee's Charter. It has also provided advice and recommendations on these matters to Council where necessary.

Other significant reports provided to the Committee included:

Consideration and review of final 2015-2016 Financial Statements

Review of outstanding internal audit action items

Management responses to reports released by responsible regulatory authorities

Special operational reviews undertaken by Council officers as regular or one-off internal investigations.

Reporting to Council

After every Audit and Risk Committee meeting, minutes of that meeting are forwarded to the next ordinary meeting of Council, including any report that requires explanation of specific recommendations and key outcomes.

The Committee Chairperson also prepares and presents a biannual report on significant Committee activities to Council.

Summary

The Committee is satisfied that it has met its requirements for the reporting period in accordance with the Charter. The Committee is also satisfied that progress towards the full implementation of the Committee's recommendations was achieved by Council officers and that outstanding actions were tracked, monitored and reported back to the Committee via a rigorous process.

GOVERNANCE AND MANAGEMENT CHECKLISTThe following are the results in the prescribed form of council’s assessment against the prescribed governance and management checklist.

Governance and Management Items

Assessment

1 Community engagement policy (policy outlining council’s commitment to engaging with the community on matters of public interest)

Consultation and Engagement Framework

Date of operation: 27 June 2017

2 Community engagement guidelines (guidelines to assist staff to determine when and how to engage with the community)

Consultation and Engagement Framework

Date of operation: 27 June 2017

3 Strategic Resource Plan (plan under section 126 of the Act outlining the financial and non-financial resources required for at least the next 4 financial years)

Adopted in accordance with section 126 of the Act

Date of adoption: 30 May 2017

4 Annual budget (plan under section 130 of the Act setting out the services to be provided and initiatives to be undertaken over the next 12 months and the funding and other resources required)

Adopted in accordance with section 130 of the Act

Date of adoption: 6 June 2017

5 Asset management plans (plans that set out the asset maintenance and renewal needs for key infrastructure asset classes for at least the next 10 years)

Date of operation of current plans:

Bridges: 17 July 2015Roads, Buildings: 23 October 2015 Reserve Assets: 20 October 2015 Drainage: 26 October 2015

6 Rating strategy (strategy setting out the rating structure of council to levy rates and charges)

Date of operation of current strategy:9 June 2017

7 Risk policy (policy outlining council’s commitment and approach to minimising the risks to council’s operations)

Date of operation of current policy:25 May 2017

8 Fraud policy (policy outlining council’s commitment and approach to minimising the risk of fraud)

Date of operation of current policy: 31August 2015

9 Municipal emergency management plan (plan under section 20 of the Emergency Management Act 1986 for emergency prevention, response and recovery)

Prepared and maintained in accordance with section 20 of the Emergency Management Act 1986Date of preparation: 28 February 2017

10 Procurement policy (policy under section 186A of the Local Government Act 1989 outlining the matters, practices and procedures that will apply to all purchases of goods, services and works)

Prepared and approved in accordance with section 186A of the Local Government Act 1989Date of adoption: 31 May 2017

11 Business continuity plan (plan setting out the actions that will be undertaken to ensure that key services continue to operate in the event of a disaster)

Date of operation of current plan:14 February 2017

12 Disaster recovery plan (plan setting out the actions that will be undertaken to recover and restore business capability in the event of a disaster)

Date of operation of current plan:

8 October 2016

13 Risk management framework (framework outlining council’s approach to managing risks to the Council’s operations)

Date of operation of current framework:

25 May 2017

14 Audit Committee (advisory committee of council under section 139 of the Act whose role is to oversee the integrity of a council’s financial reporting, processes to manage risks to the council’s operations and for compliance with applicable legal, ethical, and regulatory requirements)

Established in accordance with section 139 of the Act

Date of establishment: 1 April 2003

15 Internal audit (independent accounting professionals engaged by the council to provide analyses and recommendations aimed at improving council’s governance, risk and management controls)

Engaged Price Waterhouse Coopers (PwC)

Date of engagement of current provider: 1 July 2013

16 Performance reporting framework (a set of indicators measuring financial and non-financial performance, including the performance indicators referred to in section 131 of the Act)

Date of operation of current framework:

15 March 2016

17 Council Plan reporting (report reviewing the performance of the council against the Council Plan, including the results in relation to the strategic indicators, for the first six months of the financial year)

As part of the City of Whittlesea quarterly performance reporting:

9 November 20161 March 20171 May 20172 August 2017

18 Financial reporting (quarterly statements to Council under section 138 of the Act comparing budgeted revenue and expenditure with actual revenue and expenditure)

Statements presented to council in accordance with section 138(1) of the Act

Date statements presented: 30 August 201613 December 201628 February 20179 May 2017

19 Risk reporting (six-monthly reports of strategic risks to council’s operations, their likelihood and consequences of occurring and risk

Date of reports:

1 September 20162 March 2017

minimisation strategies)

20 Performance reporting (six-monthly reports of indicators measuring the results against financial and non-financial performance, including performance indicators referred to in section 131 of the Act)

As part of the City of Whittlesea quarterly performance reporting:

9 November 20161 March 20171 May 20172 August 2017

21 Annual report (annual report under sections 131, 132 and 133 of the Act to the community containing a report of operations and audited financial and performance statements)

Considered at a meeting of council in accordance with section 134 of the Act

Date statements presented:

11 October 2016

22 Councillor Code of Conduct (Code under section 76C of the Act setting out the conduct principles and the dispute resolution processes to be followed by Councillors)

Reviewed in accordance with section 76C of the Act

Date reviewed: 14 February 2017

23 Delegations (a document setting out the powers, duties and functions of council and the Chief Executive Officer that have been delegated to members of staff)

Reviewed in accordance with section 98(6) of the Act

Date of review: 18 April 2017

24 Meeting procedures (a local law governing the conduct of meetings of council and special committees)

Meeting procedures local law made in accordance with section 91(1) of the Act

Date local law made: 8 May 2012

I certify that this information presents fairly the status of Council’s governance and management arrangements.

Simon Overland

Chief Executive Officer

Dated: 28 September 2017

Cr Ricky Kirkham

Mayor

Dated: 28 September 2017

STATUTORY INFORMATION

The following information is provided in accordance with legislative and other requirements applying to Council.

Documents available for public inspection

The table below lists documents that are available for public inspection under the Local Government Act 1989. These reports, documents and registers are available at the Council Offices, 25 Ferres Boulevard, South Morang, for inspection or purchase by the public during office hours of 8.30am to 5pm.

If you have any enquiries about these documents, please contact the Council’s Governance Department on 9217 2170.

Legislative Provision Document How to access the document

Section 24B Certified voters roll Available for inspection for a short period before an election. During that period the Voters’ Roll is available for inspection at Council Offices.

Section 62A Election campaign donations returns lodged by Candidates at the previous election

Available for inspection at Council Offices.

Section 75B(3) Councillor Resources and Facilities Policy


Section 76C(6) Code of Conduct for Councillors


Section 80A Assemblies of Councillors – record of Assemblies of Councillors held during the previous 12 months, including names of Councillors and members of Council staff attending, the matters considered and any conflicts of interest disclosed by Councillors or officers.


Section 81(10) Register of Interests – returns lodged by Councillors, members of Special Committees and nominated Council officers

A written application is required to inspect the Register of Interests.


Section 120 Procedural Matters Local Laws (No.1 of 2012); andGeneral Municipal Law (No. 1 of 2014)

Current Local Laws are published on Council’s website.Current Local laws are also available for inspection or purchase at the Council Offices.

Section 125(11) Council Plan Available on Council’s website.The Council Plan is also available for inspection at Council Offices.

Section 126(4) Strategic Resource Plan Available on Council’s website.The Strategic Resource Plan is also available for inspection at Council Offices.

Section 130(9) Council Budget Available on Council’s website. The current Council Budget is also available for inspection at Council Offices.

Section 133(3) Annual Report Available on Council’s website. The current Annual Report is also available for inspection at Council Offices.

Section 133(3) Auditor’s Report Forms part of the Annual Report and is available on Council’s website. The Annual Report incorporating the Auditor’s Report is also available for inspection at Council Offices.

Section 186A(8) Procurement Policy Available on Council’s website. The Procurement Policy is also available for inspection at Council Offices.

Section 208F Best Value Program Report - quality and cost standards for services to community

The Best Value Program is published in Council’s Annual Report which is available on Council’s website.

Local Government (General) Regulations 2015


Regulation 12(a)

Details of overseas or interstate travel undertaken in an official capacity by Councillors and members of Council staff in the previous 12 months


Regulation 12(b)Agendas and minutes of Council meetings, held during the previous 12 months

Agendas for Council meetings are published on the Council’s website the Monday morning before each Council meeting.Minutes of Council meetings held during the


previous 12 months are published on Council’s website.Archived agendas and minutes for meetings held prior to the previous 12 months can also be inspected at Council Offices or by calling 9217 2294.

Regulation 12(c)Minutes of meetings of Special Committees held during previous 12 months

Council does not currently have any Special Committees.

Regulation 12(d)

Register of Delegations to Special Committees and to members of Council staff – including date of last review


Regulation 12(e)

A document containing all leases involving land which were entered into by the Council as lessor, including the lessee and the terms and value of the lease


Regulation 12(f)

Register of Authorised Officers appointed under section 224(1A) of the Local Government Act 1989


Regulation 12(g)

A list of donations and grants made by the Council in the previous 12 months, including the names of persons or bodies which have received a donation or grant and the amount of each donation or grant.

Available for inspection at the Council Offices.

Best Value

The Local Government Act 1989 requires councils to comply with six Best Value principles and to report to the community at least once a year on their achievements. The six principles of ‘Best Value’ are embedded across our entire organisation. Below indicates a few of our achievements under each principle:

Quality and cost standards

Demonstrated through the diligent management of the Council Budget, transparent reporting and no new loan borrowings.

Strategies for planning and design are rigorous and detailed before submitted for approval by the Minister for Planning.

Cost saving initiatives delivered through Information Services.

Almost 75 per cent of Council’s expenditure is through competitively negotiated contracts – higher than average for local government and in line with best practice in the private sector.

Capital works are completed on time and within budget.

Responsiveness

One-on-one engagement with our residents involved 170,000 phone calls and 55,000 walk-in service desk interactions.

Council creates employment opportunities for our residents through the Aboriginal Employment Pathways Strategy, Work Ready program and student placements.

New female change room facilities at sports venues in response to greater female-participation.

New parks and playgrounds in response to community feedback.

Accessibility

Home and Community Care (HACC) services must meet the Community Care Common standards and are periodically assessed by an external auditor for compliance. Council’s services meet or exceed all requirements.

Part of Council’s website redesign has moved more services to the digital transaction space.

Aged and disability services are provided in residents’ homes or an appropriate community setting.

Supports are provided to meet special needs, cultural or language requirements.

Council will continue to provide HACC services during the transition period with the NDIS.

Continuous improvement

Implementation of the Asset Management System is making significant process improvements.

Council has made its network of conduit available to deliver fibre-to-the-premise broadband to otherwise hard to reach residents.

Free WiFi services provided for visitors to the Civic Centre, Youth Services and Plenty Valley Ranges Arts and Convention Centre.

Improvement to subdivision supervision and completion process has provided greater clarity for developers and consultants.

Dial Before You Dig has moved to an online process.

Community consultation

Social media is providing real-time consultation and improved community engagement.

The planning process involves extensive notification, exhibition and consultation with the community.

Keeping a finger on the pulse of community satisfaction with major facilities by development of a ‘net promoter score’.

Community opinion is sought on engineering, road safety and traffic and parking matters.

Reporting

Significant events and celebrations promoted and reported in real time through social media.

Thompson Reuters valuation program VM2020 will enhance reporting to the Valuer General.

The restructured Corporate Accountability and Risk Department improves Council’s oversight, management and reporting of risk and compliance, which ultimately safeguards the community.

Carers Recognition Act

Council is required to report annually on its compliance with the Victorian Carers Recognition Act 2012. Over the past year, Council has undertaken a number of activities consistent with its responsibilities under the Act, including:

Council delivered more than 40,000 hours of services specifically targeting the support of carers

Council has worked with Department of Health and Human Services on the Thomas Street Respite facility project that is at a design phase and will open in 2018. As a part of this Project Steering Group, Council staff have also evaluated, given feedback and supported the awarding of the management contract of this facility to Karingal Disability Services

Council has consulted carers as a part of Whittlesea Disability Network and the community consultation on the Disability Action Plan 2017-21

Council supported the caring role by offering concessions to holders of the Carer Card in a number of Council provided services and program

Council has maintained and refined a variety of different respite programs based on a range of different needs identified by carer surveys

As an employer, Council has a number of carer friendly arrangements to support Council staff who are in a care relationship

Council has formed a partnership with a local NDIS provider to provide continuity of care and a smooth transition from HACC services to NDIS services with an emphasis on maintaining access to relevant respite services

Council’s Positive Ageing Strategy and Action Plan includes recognition of the voices and needs of carers in developing local responses to population ageing

Council promotes various respite services and facilities via its website and other materials

Council supports carers via the organising and running of the Carers Week lunch in October each year with over 100 Carers attending.

Contracts

During the year, Council did not enter into any contracts for goods and services valued at $150,000 or more and contracts for building and construction works valued at $200,000 or more without first engaging in a competitive process.

Disability Action Plan

Council recognises and values the diversity of our local community. Our aim is that our community and all of Council’s activities are inclusive.

Section 38 of the Victorian Disability Act 2006 makes it mandatory for all public sector bodies to develop a Disability Action Plan (DAP) to achieve the following objectives:

• Reduce barriers to persons with a disability accessing goods, services and facilities

• Reduce barriers to persons with a disability obtaining and maintaining employment

• Promote inclusion and participation in the community of persons with a disability

• Achieve tangible changes in attitudes and practices which discriminate against persons with a disability.

Council adopted the City of Whittlesea DAP 2013-2016 following extensive consultations with stakeholders. The Plan identifies action areas for Council to facilitate a truly inclusive community in relation to consultation, civic participation and community engagement, employment, the built environment, transport, arts, leisure and cultural activities and support services.

During 2016-2017, major achievements included:

Work continued as outlined in recommendations from the accessibility audits on Greenbrook Community Centre, Epping North Community Activity Centre and Epping Depot

Over 20 bus stops were made compliant with the relevant Australian Standard and over 15 Disabled Persons Parking bays created or made compliant with the relevant Australian Standard. These bays have been implemented at schools, childcare centres and reserves throughout the municipality

Extensive support for Council, Community and Services providers for the transition to the NDIS. This included information sessions to community members, meeting with over 30 potential services providers

Advocacy regarding accessibility of public transport Resourcing of the Whittlesea Disability Network and its working groups established in

response to issues identified by residents with a disability and their carers. Working Groups

include the Employment Working Group, Hospital Issues Working Group, Accessible Parking and Transport Working Group

Ongoing monthly production of ‘Our News’ newsletter, distributed to over 700 community members monthly

Audited and reviewed City of Whittlesea Disability Action Plan 2013-16 and extensive community and internal consultation on the development on the next Disability Action Plan.

Council has been an active advocate of the rights of people with disabilities in our community and is committed to achieving a truly equitable community.

Domestic Animal Management Plan

The 2013-2016 Domestic Animal Management Plan (the Plan) was adopted by Council on 28 May 2013. In accordance with the section 68A of the Domestic Animals Act the Plan sets out the arrangements that Council has in place to manage domestic animals.

The Plan provides for a broad range of activities to ensure Council meets its legislative responsibilities regarding the management of domestic animals within the municipality and ensuring the needs of the wider community are reflected through Council’s domestic animal management policies, procedures and practices. These services include:

Providing advice to the community on domestic animal matters and promoting responsible pet ownership

Investigation of nuisance animal complaints and dog attacks

Maintaining a domestic animal register and undertaking registration checks

Impounding wandering, unwanted or un-owned dogs and cats

Administration and control of dangerous and restricted breed dogs and the register

Providing a 24-hour a day after-hours emergency service

Registration and inspection of domestic animal businesses

Administration and inspection of excess animal permits

Ensure that Animal Management Officers attend professional development courses

Council recognises companion animals are an integral part of many people’s lives. Therefore, we actively seek new and innovative ways to support owners and to encourage and promote the health and social benefits of responsible pet ownership.

Food Act Ministerial Directions

In accordance with section 7E of the Food Act 1984, Council is required to publish a summary of any Ministerial Directions received during the financial year in its annual report.

No such Ministerial Directions were received by Council during the 2016-17 financial year.

Freedom of Information

The Freedom of Information Act embodies the following principles:

Members of the public have a legally enforceable right of access to government information

Government Departments and agencies are required to publish information concerning the documents they hold

People may ask for inaccurate, incomplete, out of date or misleading information to their personal records to be amended

People may appeal against a decision by a government body not to give access to the information or not to amend a personal record.

Procedure for making a Freedom of Information request

Requests for access to information under the Freedom of Information Act must be in writing, and provide sufficient information to enable the requested documents to be identified. The application must be accompanied by an application fee which is indexed annually and which may be waived on account of hardship.

Upon receipt of a request, Council must make a decision within 45 days. Where a decision is made to refuse or defer access, the applicant is notified in writing of the reasons for the refusal and the procedures available to appeal the decision.

All applications for access to information under the Freedom of Information Act should be addressed to Freedom of Information Officer, City of Whittlesea, Locked Bag 1, Bundoora, MDC, 3083.

A decision by Council on a Freedom of Information request can be referred to the Office of the Freedom of Information (FOI) Commissioner for review.

The FOI Commissioner is responsible for the following functions:

• Conduct reviews of decisions made by councils

• Receive and handle complaints about councils

• Provide advice, education and guidance to councils on the FOI Act

• Monitor compliance by councils with prescribed professional standards

• Provide advice, education and guidance to the public on the role of the Commissioner.

An applicant has 28 days from the Council’s decision to request a review by the FOI Commissioner. The Commissioner has 30 days to decide whether to accept or dismiss the request. If it is dismissed, the applicant can apply for a review via VCAT.

If the Commissioner accepts the review, it will be referred back to Council and Council has 45 days to conciliate with the applicant or make a fresh decision. The review will be dismissed if the applicant agrees to the fresh decision otherwise the Commissioner has an additional 30 days to make a decision. If no fresh decision is made the Commissioner has 14 days to make a decision.

The FOI Commissioner can deal with complaints regarding action taken or failed to be taken in the performance of Council’s functions and obligations under the Freedom of Information Act 1982. Complaints must be made within 60 days after the action took place or the conduct occurred.

The following table summarises Freedom of Information applications received by Council over the past four years:

2013/2014 2014/2015 2015/2016 2016/2017Total number of requests 9 15 21 26Access granted in full 2 4 7 8Access granted in part 3 5 3 7Other: eg. withdrawn or lapsed 4 3 3 3Access denied in full 0 0 0 2Number of internal reviews sought Nil Nil Nil Nil

Number of external reviews sought Nil Nil Nil Nil

Number of appeals lodged with the Victorian Civil & Administrative Appeals Tribunal

Nil Nil Nil Nil

Total fees and charges collected $615 $1,840 $1,220 $1,433

Council fully supports these principles and makes a wide range of information available to the public without the need to make a formal Freedom of Information request. For example, many of Council’s documents are available on Council’s website and the following documents can be inspected or purchased at the Council Offices:

Documents available for inspection

Description Availability / Cost

Various Information Brochures on Council Services are available No charge

Building Services

Copies of building plans (Application by property owner only) – DomesticCommercial

$99.50$181.50 + $8 per sheet copy

Building Permit details, Notices and Orders, Property information relating Regulations 802 & 803 $52.00 (Statutory fee)

City Design & Transport

City of Whittlesea - Development Guidelines Available on website

Standard Civil Works Specifications Available on website

Standard Drawings Available on website

City of Whittlesea - Road Management Plan Available on website


Register of Public Roads Available on website

Council Standard Drawings for Road Works Available on website

Council Standard Road and Drainage Specifications Available on website

Whittlesea Integrated Transport Strategy Available on website

Community ServicesCity of Whittlesea - Disability Action Plan 2013-2016 Available on websiteCity of Whittlesea - Multicultural Action Plan 2014-2018 Available on websiteCity of Whittlesea Municipal Public Health and Wellbeing Plan 2013 – 2017 (incorporated in the Council Plan) Available on website

Register of Premises registered under the Public Health and Wellbeing Act Available for Inspection

Reconciliation Action Plan 2012-2015 Available on websiteRecreation Strategy 2012-2017 Available on websiteCultural Collection Strategy 2008-2012 No chargeFestivals and Events Plan 2014-2017 No chargeBuilding Respect: Whittlesea’s Anti-Racism Strategy Available on websiteArts Development Strategy No chargeFestivals and Events Plan 2014-17 No chargeConnect: A Municipal Plan for Children, Young People and their Families in the City of Whittlesea 2013 to 2018

Available on website

Family Violence Strategy 2014-2018 Available on websiteYouth Plan 2030 Available on websiteCommunity Building and PlanningCity of Whittlesea – Social and Affordable Housing Strategy Available on websiteGender Equity Strategy Available on websiteMunicipal Lifelong Learning Strategy & Action Plan Available on websiteHuman Services Needs Analysis Electronic copies availableCity of Whittlesea Annual Household Survey Main Report Available on websitePlace Profiles Report Available on websitePlace Snapshots: a guide to development in your area Available on websiteCommunity Building Strategy Electronic copies availableCommunity Plan Available on websiteCity of Whittlesea – Social and Affordable Housing Strategy Available on websiteCorporate ServicesCouncil Annual Budget and Operating Statement No chargeStatement of Financial Position and Notes to the Financial Statements No charge

Strategic Resource Plan Available on website or Inspection

Rating Strategy Available on websiteMunicipal Fire Prevention Plan Available for inspection

Development AssessmentWhittlesea Planning Scheme (and amendments prepared from time to time) Electronic copies available

Governance


City of Whittlesea Community Directory Available on website

City of Whittlesea Annual Report No charge

Freedom of Information Explanatory Notes and Application Procedure No charge

Manual of Council Policies Available for Inspection

Register of Dog and Cat Ownership Available for Inspection

Economic Development

City of Whittlesea Business Newsletter No charge

City of Whittlesea Tourism Strategy 2014-2019 No charge

Organisation Planning‘Shaping Our Future’ Council Plan 2013-17 No charge

Parks & Open Space

City of Whittlesea Open Space Strategy Available on website

Whittlesea Township Streetscape Masterplan Available on websiteResilience and Emergency ManagementMunicipal Emergency Management Plan Available for inspectionStrategic Planning & DesignCooper Street Precinct Strategy Electronic copies availableCooper Street Employment Area Documentation Electronic copies availableDevelopment Contributions Policy (Residential and Non Residential) Electronic copies available

Epping Bulge Position Statement Electronic copies availableEpping North, Market and Demographic Analysis Electronic copies available

Epping North, Social Needs Assessment Issues Paper Electronic copies available

Epping North Strategic Plan Electronic copies availableGeneral Plan – City of Whittlesea Electronic copies availableGeneral Plan Background Issues Electronic copies availableLocal Structure Plans (LSP) Electronic copies availableLSP Brochures for Precincts: South Morang, Epping North, Mernda, Doreen and Whittlesea Electronic copies available

Municipal Strategic Statement (Council Approved) Electronic copies availableOverall Development Plans (O.D.P.)/Development Plans (DP) Electronic copies availablePanel Report (Planning Scheme) Electronic copies availableRural Review Electronic copies availableRural Review Brochure Electronic copies availableRural Land Character Areas – Siting, Use and Development Guidelines

Electronic copies available

Subdivision Design – Requirements and Site Analysis Procedure Guidelines

Electronic copies available

Sustainability PlanningEnvironmental Sustainability Strategy 2012-2022 Available on website


Various Information Brochures are available No charge

Protected Disclosures

Council is committed to the aims and objectives of the Protected Disclosure Act 2012 and does not tolerate improper conduct by its employees, officers or members, or the taking of reprisals against those who come forward to disclose such conduct.

Council recognises the value of transparency and accountability in our administrative and

management practices, and support the making of disclosures that reveal:

Corrupt conduct 'Specified conduct' constituting a criminal offence, or constituting reasonable grounds for

dismissing the Councillor or officer engaged in that conduct.

'Specified conduct' is conduct:

o Of any person that adversely affects the honest performance by a public officer or public body of their functions

o Of a public officer or public body that constitutes or involves the dishonest performance of their functions

o Of a public officer or public body that constitutes or involves knowingly or recklessly breaching public trust

o Of a public officer or public body that involves the misuse of information or material acquired in the course of the performance of their functions whether or not for the benefit of the public officer or public body or any other person

o That would constitute a conspiracy or an attempt to engage in any conduct referred to above

o Of a public officer or public body in their capacity as public officer or public body that: involves substantial mismanagement of public resources

o Involves substantial risk to public health and safety, or to the environment.o 56Annual Report – Report of Operations – 2015-2016

Council will take all reasonable steps to protect people who make such disclosures from any detrimental action in reprisal for making the disclosure and will afford natural justice to the person who is the subject of the disclosure.

The Protected Disclosure Act 2012 Procedures, which outline the process for reporting disclosures of improper conduct and the protection provided to persons who make disclosures, are appended to this Report. (Refer to Appendix 1)

To make a disclosure or report detrimental action, call Council’s Protected Disclosure Coordinator on 9217 2207.

During the 2016-17 year no disclosures were notified to Council officers appointed to receive disclosures, or to the Independent Broad-based Anti-corruption Commission.

Road Management Act ministerial directions

In accordance with Section 22 of the Road Management Act 2004, Council must publish a copy or summary of any Ministerial direction in its annual report.

No Ministerial directions were received by Council for the 2016-17 financial year.

OTHER NON-STATUTORY INCLUSIONS

Infrastructure and Developer Contributions

Under sections 46GM and 46QD of the Planning and Environment Act 1987 introduced in 2016, Council, being the Development Contributions collecting agency, or development agency must report to the Minister for Planning on the receipt and expenditure of infrastructure levies under the Infrastructure Contributions Plan (ICP) and Development Contributions Plan (DCP) systems.

Total DCP Levies Received in 2016-17

DCP name and year approved Levies Received in 2016/17 ($)

DCPO1 - Epping North Strategic Plan DCP (2002) $450DCPO2 - Harvest Home Local Structure Plan DCP (2002) $63,618DCPO5 - 9 - Mernda Strategy Plan DCP (2004) $4,240,620DCPO 3 - Drainage Levy (2006) $323,262DCPO 4 - Cooper Street Employment Area DCP (2007) $133,733DCPO10 - Epping North East Local Structure Plan DCP (2008) $822,339DCPO11 - Lockerbie DCP (2012) $679,191DCPO12 - Lockerbie North DCP (2012) $0DCPO14 - Epping Central DCP (2015) $139,060DCPO13 - Quarry Hills DCP (2016) $0DCPO15 - English Street DCP (2016) $0DCPO16 - Wollert DCP (2017) $0Total $6,402,272

DCP land, works, services or facilities accepted as works in-kind (2016-17) DCP Name and Year Approved Project

ID Project Description Item Purpose Project Value ($)

Works

DCPO10 - Epping North East Local Structure Plan DCP (2008) RO26 Bridge Construction - 2 Transport $792,483

DCPO10 - Epping North East Local Structure Plan DCP (2008) PC01 Regional Bike Path - link to Aurora (793.1m) Transport $54,655

DCPO5 - 9 - Mernda Strategy Plan DCP (2004) PC02 Construction of Pedestrian / Cycle Trails in Precinct 2B Transport $81,829

DCPO5 - 9 - Mernda Strategy Plan DCP (2004) PC04 Construction of Pedestrian / Cycle Trails in Precinct 3 Transport $23,600

Land

DCPO 4 - Cooper Street Employment Area DCP (2007) RO01 Edgars Road (part – Taryn Drive – Willandra Drive) Transport $615,825

DCPO5 - 9 - Mernda Strategy Plan DCP (2004) RO02 Duplication of Bridge Inn Road to 4 lanes between the intersection

with proposed E6 roadway and the western edge of the MSP area Transport $43,460

DCPO5 - 9 - Mernda Strategy Plan DCP (2004) CO04 Community Activity Centre (CAC) in Precinct 2B. Facility will

contain a double pre-school, meeting space, and MCH services Community $524,980

DCPO5 - 9 - Mernda Strategy Plan DCP (2004) RO03 Duplication of Bridge Inn Road to 4 lanes between Yan Yean Road

and the western boundary of the MSP area - LAND ONLY Transport $203,884

DCPO5 - 9 - Mernda Strategy Plan DCP (2004) OS02 Local Open Space in Precinct 2B Open Space $93,537

Total DCP contributions received and expended to-date (for DCPs approved after 1 June 2016)

DCP Name and Year Approved Total levies received ($)

Total levies expended ($)

Total works-in-kind accepted

Total DCP contributions received (levies and works-in-kind) ($)

DCPO13 - Quarry Hills DCP (2016) $0 $0 $0 $0DCPO16 - Wollert DCP (2017) $0 $0 $0 $0

Land, works, services or facilities delivered in 2016-17 from DCP levies collected

Project description Project ID

DCP name and year approved

DCP fund expended ($)

Works-in-kind accepted ($)

Council's contribution ($)

Other contributions ($)

Total project expenditure ($)

Percentage of item delivered

Works

Community Activity Centre (CAC) in Precinct 5

CO17 DCPO5 - 9 - Mernda Strategy Plan DCP (2004) $53,680 $2,000,000 $2,053,680 100%

Bridge Construction - 2 RO26DCPO10 - Epping North East Local Structure Plan DCP (2008)

$792,483 $792,483 100%

Regional Bike Path - link to Aurora (793.1m) PC01

DCPO10 - Epping North East Local Structure Plan DCP (2008)

$54,655 $54,655 52%

Construction of Pedestrian / Cycle Trails in Precinct 2B

PC02 DCPO5 - 9 - Mernda Strategy Plan DCP (2004) $81,829 $81,829 14%

Construction of Pedestrian / Cycle Trails in Precinct 3

PC04 DCPO5 - 9 - Mernda Strategy Plan DCP (2004) $23,600 $23,600 5%

Various drainage works N/A DCPO 3 - Drainage Levy (2006) $82,921 $82,921 n/a

Queenscliff Road and Michigan Terrace intersection drainage issue

N/A DCPO 3 - Drainage Levy (2006) $619,255 $619,255 n/a

LandEdgars Road Land (part – Taryn Drive – Willandra Drive)

RO01DCPO 4 - Cooper Street Employment Area DCP (2007)

$615,825 $615,825 25%

Project description Project ID

DCP name and year approved

DCP fund expended ($)

Works-in-kind accepted ($)

Council's contribution ($)

Other contributions ($)

Total project expenditure ($)

Percentage of item delivered

Duplication of Bridge Inn Road to 4 lanes between the intersection with proposed E6 roadway and the western edge of the MSP area.

RO02 DCPO5 - 9 - Mernda Strategy Plan DCP (2004) $43,460 $43,460 17%

Duplication of Bridge Inn Road to 4 lanes between Yan Yean Road and the western boundary of the MSP area.

RO03 DCPO5 - 9 - Mernda Strategy Plan DCP (2004) $203,884 $203,884 3%

Community Activity Centre (CAC) in Precinct 2B.

CO04 DCPO5 - 9 - Mernda Strategy Plan DCP (2004) $524,980 $524,980 100%

Local Open Space in Precinct 2B OS02 DCPO5 - 9 - Mernda

Strategy Plan DCP (2004) $93,537 $93,537 1%

Privacy and Data Protection Act 2014

Council continues to be committed to the responsible collection and handling of personal information in accordance with the Privacy and Data Protection Act 2014. Council’s Information Privacy Policy clearly expresses its approach to the management of personal and health information.

Council takes all reasonable precautions to ensure that the personal information collected, used and disclosed is accurate, complete and up-to-date and that personal information is protected from misuse or loss and from unauthorised access, modification or disclosure.

Council’s policy and other documents relating to information privacy are available on Council’s website.

Local Government Improvement Incentive Program

National Competition Policy Compliance: 2015-2016Certification by Chief Executive Officer

City of Whittlesea Council has complied with the requirements of the National Competition Policy (NCP) for the period 1 July 2016 to 30 June 2017, in accordance with the requirements outlined in National Competition Policy and Local Government – A Revised Statement of Victorian Government Policy December 2008 (2008 Statement); as set out below:

A. Trade Practices ComplianceState whether the Council is compliant or non-compliant. If non-compliant, justify or cite actions to redress.

Compliant

B. Local Laws ComplianceState whether the Council is compliant or non-compliant. List any local laws made or remade during 2016-17 which impose a restriction on competition.

CompliantNo changes were made to the City of Whittlesea General Municipal Law (No. 1 of 2014).No changes were made to the Procedural Matters Local Law (No.1 of 2012).

C. Competitive Neutrality Compliance Compliant

I certify that:a) this statement has been prepared in accordance with the 2011-2012 National Competition Policy

reporting guidelines, which is pursuant to the 2008 Statement; andb) this statement presents fairly the Council’s implementation of the National Competition Policy.

Signed:

Liana ThompsonActing Chief Executive OfficerDate: 30 June 2017