City of Whittlesea
Annual Report
2013–2014
PART 1 - REPORT OF OPERATIONS
PART 2 – COUNCIL PLAN PERFORMANCE REPORT
PART 3 – ANNUAL FINANCIAL STATEMENTS
City of Whittlesea Annual Report 2013–2014
HOW TO CONTACT US
CIVIC CENTRE
25 Ferres Boulevard, South Morang 3757
Melway Reference:
Map 183 A10
Telephone:
Facsimile:
National Relay Service:
(03) 9217 2170
(03) 9217 2111
133 677 (ask for 9217 2170)
Office hours:
Monday - Friday, 8.30 am to 5pm
After hours emergency:
(03) 9217 2170
POSTAL ADDRESS
City of Whittlesea
Locked Bag 1
BUNDOORA MDC 3083
ABN:
Email Address:
Internet Address:
72 431 091 058
info@whittlesea.vic.gov.au
www.whittlesea.vic.gov.au
EPPING DEPOT
68-96 Houston Street, Epping 3076
Melway Reference:
Map 182 A10
Telephone:
Facsimile:
(03) 9401 0555
(03) 9409 9842
FAMILY, CHILDREN AND YOUNG PEOPLE, LEISURE AND COMMUNITY
INCLUSION
Shop MM9, Level 1 Westfield Plenty Valley Shopping Centre,
415 McDonalds Road, Mill Park 3076
Melway Reference:
Map 183 B11
Telephone:
(03) 9404 8896
EDGE YOUTH SERVICES
Shop MM1, Westfield Plenty Valley Shopping Centre,
415 McDonalds Road, Mill Park 3076
Melway Reference:
Map 183 B11
Telephone:
(03) 9404 8800
Email Address:
baseline@whittlesea.vic.gov.au
Internet Address:
www.baselinewhittlesea.com.au
PLENTY RANGES ARTS & CONVENTION CENTRE
35 Ferres Boulevard, South Morang 3757
Melway Reference:
Map 183 A10
Telephone:
(03) 9217 2317
Email Address:
info@pracc.com.au
Internet Address:
www.pracc.com.au
Contact telephone numbers for other Council services are available from the Civic Centre or visit
Council’s website.
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City of Whittlesea Annual Report 2013-2014
TABLE OF CONTENTS
HOW TO CONTACT US ____________________________________________ 2
A BRIEF HISTORY __________________________________________________ 4
VISION MISSION VALUES ____________________________________________ 5
WHITTLESEA TODAY ________________________________________________ 5
PART 1 - REPORT OF OPERATIONS ___________________________________ 7
THE MAYOR’S MESSAGE ____________________________________________ 8
THE CHIEF EXECUTIVE OFFICER’S MESSAGE _________________________ 10
FINANCIAL SNAPSHOT _____________________________________________ 12
HIGHLIGHTS ______________________________________________________ 15
YOUR COUNCIL ___________________________________________________ 20
DEPARTMENTAL REPORTS _________________________________________ 24
BEST VALUE PROGRAM ____________________________________________ 40
OUR ORGANISATION _______________________________________________ 41
COUNCIL EMPLOYEES _____________________________________________ 42
VICTORIAN LOCAL GOVERNMENT PERFORMANCE INDICATORS _________ 47
CORPORATE GOVERNANCE ________________________________________
CHIEF EXECUTIVE OFFICER AND DELEGATIONS ___________________________
SENIOR OFFICERS ________________________________________________
COMPLIANCE WITH LEGISLATION _____________________________________
AUDIT & RISK COMMITTEE __________________________________________
COUNCILLORS’ ALLOWANCES _______________________________________
COUNCIL MEETINGS _______________________________________________
COUNCIL REPRESENTATION ON COMMITTEES ____________________________
48
48
48
48
62
65
65
67
AWARDS, DONATIONS AND GRANTS _________________________________ 72
APPENDIX 1 PROTECTED DISCLOSURE ACT 2012 PROCEDURES _________ 84
PART 2 – COUNCIL PLAN PERFORMANCE REPORT
PART 3 – ANNUAL FINANCIAL STATEMENTS
Page 3
City of Whittlesea Annual Report 2013-2014
A BRIEF HISTORY
The original inhabitants and traditional owners of the area which now forms
Melbourne’s northern suburbs, including the City of Whittlesea, were the Wurundjeri
Willum. They lived along the tributaries of the Yarra River, including the Merri, Edgars
and Darebin Creeks and the Plenty River.
The Wurundjeri Willum people have a strong connection to the land. They travelled
the area in search of resources, fresh water, food and shelter; the Plenty River and
many creeks offered various types of fish and birdlife. They held cultural ceremonies
and conducted business and trade negotiations at sacred sites. Over 70 of these
sites still exist in the City today, as well as many sacred ‘scarred’ trees.
The first European settlers in the Whittlesea area were squatters, who began
establishing sheep and cattle runs in the late 1830s. In 1853 the surveyor, Robert
Mason, named Whittlesea after the Town of Whittlesey in Cambridgeshire, England.
He also named Epping after another English town, but many other parts of the
municipality retain their Aboriginal names, such as Bundoora, Morang, Toorourrong
and Yan Yean.
On 1 January 1875, the Whittlesea Roads Board and the Morang Riding (part of the
Shire of Darebin) merged to form the Shire of Whittlesea. This was at a time when
the Yan Yean Reservoir was Melbourne’s major water storage and the Plenty Valley
was an important source of food for the growing colony of Victoria. In 1915, the Shire
of Whittlesea absorbed the Shire of Epping to create the ‘greater’ Shire of Whittlesea.
In the years following World War II the Shire enjoyed steady growth, adding the new
but now well established suburbs of Lalor and Thomastown in the 1950s and 1960s
and Mill Park in the 1970s.
On 15 April 1988, the Shire of Whittlesea was proclaimed a City, becoming the City
of Whittlesea. On 15 December 1994, following a review by the Minister for Local
Government of the City’s boundaries, the City of Whittlesea was re-proclaimed a
City. The review of the municipality resulted in a small section of Whittlesea
transferred to adjoining municipalities.
The City is supported by a strong economic base and is still predominately Green
Wedge and also hosts two water supply catchment reservoirs.
More recently, the addition of thriving new residential estates in Epping, Mernda and
Doreen have contributed to making the City of Whittlesea one of the fastest growing
municipalities in Australia.
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City of Whittlesea Annual Report 2013-2014
VISION MISSION VALUES
Our Vision guides our effort to keep pace with the rapid changes to and growth of our
municipality over the next few years.
Vision
Creating vibrant self-sustaining communities together.
Mission
We strategically resource our organisation to support our community.
We use evidence to decide our community direction.
We use this evidence to advocate to Council and external parties.
Values
Excellence
Wellbeing
Valuing Diversity
Respect
Open Communication
Sustainability
WHITTLESEA TODAY
The City of Whittlesea is one of the fastest growing municipalities in Australia. The
population is expected to exceed 250,000 by 2030, with growth concentrated in the
developing areas of Mernda-Doreen, South Morang, Epping North, Wollert and
Donnybrook. In 2014, the City’s population is approximately 186,000 and this is
expected to increase to 210,000 over the next four years.
The City of Whittlesea is located 20km north of Melbourne’s CBD. Covering
490 square kilometres, it is a large municipality containing established urban, growth
and rural areas.
The City includes the established and growing urban suburbs of Bundoora, Doreen,
Epping, Lalor, Mernda, Mill Park, South Morang and Thomastown, the major rural
centre of Whittlesea together with rural localities of Beveridge, Donnybrook, Eden
Park, Humevale, Kinglake West, Wollert, Woodstock and Yan Yean.
The Wurundjeri Willum people were the original inhabitants of this area and the
traditional owners of this land and, today, the City has the fourth highest indigenous
population in metropolitan Melbourne.
The City of Whittlesea is a diverse community. With migrants from more than
140 countries, 30% of residents come from a country where English is not the first
language (double the Victorian average) and 43% speak a language other than
English at home. The most common languages used other than English are Italian,
Macedonian, Greek, Arabic and Vietnamese.
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City of Whittlesea Annual Report 2013-2014
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City of Whittlesea Annual Report 2013-2014
PART 1 - REPORT OF OPERATIONS
Page 7
City of Whittlesea Annual Report 2013-2014
THE MAYOR’S MESSAGE
I hope you enjoy reading about Council’s significant activities and achievements in 2013-14.
I, like my fellow Councillors, take the role of representing our community very seriously. We
are the representative voice of thousands of people living in the City of Whittlesea.
Access Denied
This year we turned up the volume of the community’s voice with the Access Denied
campaign.
This critical advocacy campaign harnessed the community’s frustration and made our
demands for urgent transport and infrastructure investment by the State Government
perfectly clear.
Quite frankly, enough is enough. The City is being choked by traffic congestion and is
starved of sensible public transport options and essential services.
Access Denied makes two very clear appeals to all political parties as the November 2014
Victorian State election approaches:
1. extend the rail line from South Morang to Mernda
2. give us access to the Hume Freeway at O’Herns Road, Epping North.
It’s not an unreasonable expectation. A rapidly growing city needs investment in transport so
its residents can access jobs, education and community services. We cannot provide that
investment ourselves. The next State Government – be it Liberal or Labor – must commit to
delivering the essential access our residents require.
At the time of writing this report, more than 4,000 emails and 6,500 postcards pledging
community support for the campaign have been sent to the Premier and Opposition Leader.
Education
It’s pleasing to report that some positive investment decisions have been forthcoming this
year. We are delighted that three new primary schools will be built in Epping North, Mernda
South and Mill Park East. That’s fantastic news for the young families living in those areas.
Secondary schools have also been given a boost: stage 2 of Doreen Secondary College will
go ahead and major expansion and upgrade of Whittlesea Secondary College has also been
given approval.
And our youngest residents will get better access to preschool services with new Community
Activity Centres completed this year and $1.5 million grant funding from the Department of
Education and Early Childhood Development. The boost in capacity to deliver kindergarten
programs means all children will receive 15 hours of kinder each week in the year before
school.
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City of Whittlesea Annual Report 2013-2014
Families on the Edge
Our advocacy effort continued to gather momentum in the lead of to the State election. At
the time of writing this report Council has collaborated with high profile community agencies
to secure election commitments from state politicians to improve a shortfall in critical services
for families, children and young people.
Tremendous pressure is on existing community service organisations and families are being
pushed to the edge. If we don’t get the services and infrastructure we need, these social
issues will get worse. Council and partner agencies will advocate for pre-election
commitments for a fairer share of funding in the services and infrastructure that is regarded
by middle and inner residents as a given.
Family violence
Another very important issue that harms our community is the terrible blight of family
violence. We have an important role to play in preventing violence against women and
children – and we are dismayed and alarmed at the higher than average rate of family
violence within the City.
We’ve formed a taskforce with important grassroots agencies and Victoria Police to tackle
this issue as a priority. Increased government funding is needed to extend behaviour change
programs primarily for men and to provide support to vulnerable women and children.
I feel positive that we will make inroads because we have such strong engagement with the
community. With our effective communication and engagement we are responding to many
of the community’s concerns. Family violence is another issue on which we will engage,
advocate and act in the best interests of our community.
Violence is not acceptable and together, as a community, we will change the culture of
acceptance, protect our young people and their mothers and hold those who harm them to
account.
Thanks
There are many good things happening in our City with the assistance of our energetic and
enthusiastic team of volunteers. I would like to thank these people who give their time out of
the goodness of their hearts. Without them we could not deliver the festivals, community
events and aged and disability services that form part of the fabric of our lives.
Thanks also to the fabulous team working at Council. They have to navigate a constantly
evolving regulatory and service delivery landscape, continually develop their skills and
deliver their special brand of customer service in sometimes stressful circumstances.
To my team of fellow Councillors, thank you for the dedication and diverse skills you bring to
the extra role in your busy lives.
Cr Mary Lalios
Mayor
Page 9
City of Whittlesea Annual Report 2013-2014
THE CHIEF EXECUTIVE OFFICER’S MESSAGE
Just as our City is diverse, so too is the team that works at Council.
We’re a big, multi-disciplinary group – comprised of different nationalities, skill sets, ages and
interests. So we’re all quite different.
This year, we conducted an organisation-wide survey to really flesh out the nature of our
organisational culture. The findings of the survey have informed a detailed action plan – One
Whittlesea – and there is very strong commitment from all managers within Council to lead
the way and deliver positive cultural change.
Our change agenda is always focused on delivering better services to our rapidly growing
and changing community.
We’ve also looked very closely at how we work in a Service Level Reporting project. More
than 200 outcome-focused measures will now be reported so we have a better sense of our
efficiency and effectiveness.
Fire Service Levy
Something major changed about our annual rate collection process this year. For the first
time, the State Government Fire Service Levy was applied to ratepayers rather than property
insurers.
This required enormous internal changes to our property data procedures and ratepayer
communications. I’m pleased to report the transition ultimately went smoothly – but it did
require a significant workload.
Communication
It’s a big part of what we do. Communicating with residents about available services, their
obligations as law-abiding citizens and seeking their feedback on the services and issues
that are important to them.
We’ve advanced our communications and engagement this year on two fronts. Firstly, the
appointment of a dedicated engagement officer has vastly improved the quality of community
feedback we’re gathering. And this high quality consultation is bearing fruit for the
community. There is greater community ownership of projects where direct feedback has
been provided. And the end result is turning out just as the community likes it.
The second front is expanding our communications through new channels. Social media
(Facebook and Twitter) helps us engage with a younger audience in a really timely way. And
we have taken to YouTube to deliver a range of messages in a visually appealing format.
Planning
Every aspect of our operations must go through a diligent planning process. It can seem
laborious to people not familiar with the workings of local government. But I can assure you
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City of Whittlesea Annual Report 2013-2014
that thorough planning, with opportunities for community feedback, delivers superior
outcomes.
This year our Council Plan 2013-17, Shaping our Future, was finalised. This Plan includes
the Municipal Health and Wellbeing Plan and has far reaching implications for the community
over the four year period.
The Council Plan includes the specific actions Council has committed to undertake in order
to achieve the strategic objectives articulated in our Community Plan. It’s not a list that
Council has come up with. It’s a direction that is being driven by the community.
The fact the Municipal Health and Wellbeing Plan is incorporated means we recognise that
what we provide and do for the community has a direct impact on our overall wellbeing and
quality of life.
The Council Plan is ultimately a document compiled from collective community feedback. It
sets the direction on the most important things we want to achieve for our City. This annual
report reflects the progress we’ve made in the past 12 months.
David Turnbull
Chief Executive Officer
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City of Whittlesea Annual Report 2013-2014
Financial Snapshot
The City of Whittlesea’s financial challenge continues to be the ability to meet the needs of a
rapidly growing community. It is important to remember that Local Government delivers over
100 services to the community. With the growth of on average 8,500 new residents
expected every year over the next 20 years, there will be a continued demand to provide
more services and build new facilities as well as maintaining and refurbishing existing assets.
The cost to deliver new facilities for one of the fastest growing municipalities in the country
continues to be significant and well beyond the scope of Local Government alone.
Community centres, pre-schools, leisure and aquatic facilities and sporting facilities require
significant investment in the millions of dollars. Council cannot fund these facilities alone and
we rely heavily on grants from the State and Federal Government to bring these community
building assets to fruition.
When you consider that Local Government accounts for only 3% of the total tax dollars
collected in Australia, it is evident the funding capacity of Local Government to deliver
community building infrastructure along with its community services obligations is limited. In
addition, there has been a significant under investment by successive State Governments in
things like roads, school, police stations and public transport in Melbourne’s growth areas
and urgent action is required to fix a backlog of infrastructure problems.
Residents in Melbourne’s growth areas do not have access to the same resources or
infrastructure as residents from inner metropolitan areas. The gap in infrastructure and
access to services creates consequences for our residents.
An increase of State and Federal funding to the City of Whittlesea is critical in meeting
current and future transport and community facility needs. A failure to commit to even
bringing the basics within reach will exacerbate the social costs of isolating communities,
reduce access to jobs and opportunities, increase the cost of travel and negatively impact on
health and wellbeing. It is in the interests of all levels of government to invest in the services
and infrastructure that is regarded by middle and inner metropolitan residents as a given.
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City of Whittlesea Annual Report 2013-2014
City of Whittlesea
2013/2014 Standard Statements
Comprehensive Income Statement
For the Year Ended 30 June 2014
Actual
Budgeted
Variance
$'000
$'000
$'000
%
Income
Rates and charges
112,160
112,053
107
0.1
User fees and fines
18,090
16,760
1,330
7.9
Contributions - cash
2,806
1,305
1,501
115.0
20,310
24,527
(4,217)
-17.2
8,147
6,299
1,848
29.3
161,513
160,944
569
0.4
Employee benefits
69,766
70,984
(1,218)
-1.7
Materials and services
57,033
55,634
1,399
2.5
Depreciation and amortisation
22,518
21,700
818
3.8
2,302
2,281
21
0.9
Other expenses
15,275
14,994
281
1.9
Total expenses
166,894
165,593
1,301
0.8
(5,381)
(4,649)
(732)
15.8
5,346
2,805
2,541
90.6
265
-
265
Grants - recurrent
Other income
Total revenue
Expenses
Finance costs
Net surplus/(deficit) prior to contributions
Grants - non-recurrent
Share of net profits(losses) of associates and joint
ventures accounted for by the equity method
Contributions - cash (developer contributions)
Contributions - non-monetary assets
Net
gain
(loss)
on
disposal
infrastructure, plant and equipment
Asset revaluation increment(decrement)
Total comprehensive income
Page 13
of
property,
100.0
6,136
8,050
(1,914)
-23.8
61,823
80,000
(18,177)
-22.7
195
609
(414)
-68.0
46,864
-
46,864
100.0
115,248
86,815
28,433
32.8
City of Whittlesea Annual Report 2013-2014
NEW WORKS
Council spent a total of $38,523,770 on capital works and major maintenance projects during
the 2013-2014 financial year.
Expenditure for the year occurred on the following:
Plant & Equipment
Transport
Roads & Paths
Drains
Open Space
Buildings
Feasibility & Planning
Page 14
$ 2,641,580
$ 1,284,543
$ 9,500,014
$
307,177
$ 7,996,590
$ 16,699,799
$
94,067
$ 38,523,770
City of Whittlesea Annual Report 2013-2014
HIGHLIGHTS
Inclusive and Engaged Community
The Council commemorated National Sorry Day on 26 May with the Mayor official opening
Council’s Sorry Space outside Council’s offices. The specially commissioned space is a very
physical and tangible expression of our Aboriginal cultural heritage.
The beautifully paved area was designed and installed by renowned Aboriginal artist, Glenn
Romanis. The design incorporates ideas from the local Aboriginal communities, which
include members of the Stolen Generations.
The teardrop design represents the pain and loss experienced by Aboriginal children and
families separated, as well as the joy experienced when some families were reunited.
Council is committing significant resources to engaging with our community. And we’re
putting the wonderful feedback we receive into action.
The Prince of Wales Park redevelopment is a perfect example of people power. The
playground upgrade is exactly how the locals wanted it and it is having a very positive effect
on the community.
The Doreen Recreation Reserve Master Plan is another project that will bring community
consultation to fruition. And the Plenty Valley Town Centre Master Plan includes detailed
feedback from 530 community members.
Residents can now also engage with us via our Facebook page and Twitter account
@CityWhittlesea.
Around 29,000 people enjoyed one or more of our community events this year. Whether it
was the Community Festival, Rockin’@Redleap, Carols or Australia Day, the community
joins together to celebrate and have a good time.
The PLACES Early Years Conference brought more than 200 participants, highly regarded
experts and early years practitioners together on 8 August 2013. The agenda was one they
are all passionate about: growing a connected and inclusive community for all children.
Council is pretty passionate about that objective too!
Accessibility in, out and around our city
‘Access Denied’ has been our biggest advocacy campaign this year. The community is right
behind our call for urgent State Government funding to ease our traffic congestion and
improve our public transport.
The residents of the City have been denied access to basic transport services for too long.
Access Denied highlights two key projects we want delivered in the first term of the next
State Government.
Connect O’Herns Road to the Hume Freeway.
Extend the train line from South Morang to Mernda.
Transport is the most important priority for our community. It affects our access to jobs,
education and community services. This campaign has engaged the community with more
than 10,000 community actions taken in support of the campaign.
We will maintain the momentum right up to the November election.
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City of Whittlesea Annual Report 2013-2014
Access to education (as a basic right) is another area in which Council has been strongly and
successfully advocating. This year we received the good news that State Government
funding has been approved for three new primary schools in Epping North, Mernda South
and Mill Park East. And stage 2 of the Doreen South Secondary College will go ahead, as
well as a $4.7 million upgrade and expansion at Whittlesea Secondary College.
Early years education also got a much needed boost with five additional kindergarten rooms
opening in Mernda, South Morang, Mill Park and Epping. The joint $3.5 million investment by
Council and the State Government means all our pre-schoolers will have access to 15 hours
of kinder each week in their year before starting school.
Council is committed to ensuring all our facilities and services are equally accessible to all
residents. Our Disability Action Plan makes sure access is not just a good idea, but that it
actually happens.
Our achievements include: disabled access at all our leisure and recreation centres; respite
facilities and services for carers and holiday programs for young people with disabilities;
phonic ear and augmented hearing at Council offices; ramps at Council buildings as well as a
stage lift and removable seating at PRACC; way-finding signage at Council buildings; a
recruitment coordinator to enhance Council’s employment of people with disabilities; and
awareness training for all Council staff.
Growing our economy
Discover Your Own Backyard promotes all the good reasons to get out and about in the City
of Whittlesea. Local food, leisure and entertainment transactions help boost local business.
Council has been taking a closer look at local business in its own contract expenditure. By
proactively looking for suppliers in our own backyard, we’re now procuring a greater level of
goods and services from local providers.
We aimed initially for a target of 5% of contract expenditure locally. This was surpassed and
closed the year at 11% of our business now occurring with local business.
The Plenty Food Group (PFG) continues to draw international attention to the outstanding
food producers in our region.
The PFG worked with the State Government on several international missions promoting our
fine food. Eight companies participated in the Middle East Super Mission, four went to Korea
and 11 participated in an inbound mission from China.
Gourmet delicatessen producer, Blue Bird Products was a runner-up in the Governor of
Victoria Export Awards and is a regular participant at PFG international food fairs.
Other local manufacturers are winning awards too. Local business, New Age Caravans, was
awarded a $1 million grant from the fund to build a robotic caravan chassis manufacturing
facility to meet growing demand. The new facility will create 65 additional jobs.
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City of Whittlesea Annual Report 2013-2014
Places and spaces to connect people
Another wonderful community hub was opened in October 2013. The $5 million Epping
Views Family and Community Centre was jointly funded by Council and the State
Government. It’s conveniently located adjacent to a Primary School and to shops as well as
the Lyndarum, Hayston and other housing estates and is easily accessible for mums walking
with prams or young ones on bikes.
The Centre immediately began offering maternal and child health services, youth programs
and hosting community meetings. Epping Views Primary School is managing the three and
four-year-old kindergarten programs, which commenced at the beginning of the 2014 school
year.
Major redevelopment works were also completed on the Whittlesea Community Activity
Centre and Library.
A very important community memorial has been located at the junction of Coombs,
Humevale and Yea Roads. Twelve of our residents who died in the Black Saturday bushfires
had lived in these roads.
The dry-stone wall memorial features glass panels, a seat made from locally sourced timber
and a bronze plaque remembering the names and ages of those who perished.
The opening of the roadside memorial and a community art exhibition in the Great Hall of the
Civic Centre were poignant elements for contemplation and reflection on the fifth anniversary
of the fires in February.
We work out! And with $500,000 of new gym equipment at Mill Park Leisure, why wouldn’t
we?
The new state-of-the-art weight training equipment is providing current members with a
whole new experience – and rapidly attracting new members.
The Health Club and its new gym complement the aquatic and other recreation and fitness
facilities available at Mill Park Leisure. And the programs are accessible to residents of all
ages and abilities.
Health and wellness is the focus in Lalor too, with the May launch of outdoor exercise
equipment at the City of Whittlesea Public Gardens.
Staff from Thomastown Recreation and Aquatic Centre teamed up with graduates from the
Beat It program to demonstrate how to work-out on the stepper, cross trainer, bike and
rowing machine.
Healthy living is promoted to residents through the 12-week Beat It program. Designed by
the Australian Diabetes Council and federally funded Whittlesea Healthy Futures, the
program targets unemployed and potentially isolated residents to increase their physical
activity and adopt a healthier diet.
Other leisure and recreation achievements this year include lighting of baseball diamond #2
at Mill Park Reserve; the beautiful new Waterview Community Recreation Reserve; and
improved lighting at Norris Banks Tennis Club.
A twenty year plan for major leisure and aquatic facilities was adopted by Council and
significant planning has gone into sports lighting and tennis strategies, as well as a feasibility
study for an indoor sports stadium.
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City of Whittlesea Annual Report 2013-2014
Almost 80 hectares of additional public space became available this year, with the
completion of almost 97 stages of new residential housing estates.
All of the open space, street trees, parkland and landscaped areas of these estates are now
community assets.
Health and wellbeing
We are taking the lead to tackle the unacceptable incidence of family violence in our
community.
Along with a range of not-for-profit agencies and Victoria Police, we’ve formed a taskforce
with the focus of setting key priority actions to address this issue. It’s a public commitment to
improve the safety of women and children in their homes. We need increased government
funding and collaboration between key agencies and all tiers of government. We will not turn
a blind eye to this social and health issue.
Getting out and about in the community is great. But our residents need to feel safe and able
to enjoy the amenity of public places.
This year Council responded to community feedback and improved a section of the Peter
Lalor Walk with new lighting, rubbish bins, paving, seating and a pergola.
The popular section of laneway connects Station Street to May Road and is a hub for fresh
produce traders.
Prevention is better than cure. So the Healthy Together Whittlesea program has developed a
comprehensive approach to chronic disease prevention. It addresses the underlying causes
of poor health and we’re rolling that message out to schools, workplaces and communities.
Our ‘Health Champions’ are helping us spread the word about healthy eating, physical
activity and encouraging people to reduce (or quit) smoking and harmful alcohol use.
Nineteen local schools, 17 workplaces and 39 early childhood services have committed to
making positive change in their environment.
Getting an immunisation jab is not as painful as kids think. While we have fantastic rates of
immunisation with our little ones, secondary school coverage is significantly lower.
We surveyed 1,800 students and found the fear of the needle was the key reason they avoid
immunisation. So we responded with the creation of a YouTube clip to set them straight and
get them putting their hands up for vaccination.
Living sustainably
A large, rapidly growing city places enormous strains on the environment. But Council is
committed to living and growing sustainably, to preserve the health of our environment for
the long term.
Our most ambitious recycled water project was completed this year. Storm water is captured
at the Melbourne Markets, recycled, stored and will be used to irrigate a number of sporting
fields and gardens during summer.
The innovative system will potentially save 45 million litres of drinking water each season.
Energy efficient lighting upgrades are being undertaken at all three of our public libraries.
The move will save Council around $387,000 each year and will cut our greenhouse gas
emissions.
In addition, Mill Park Library has received a 28kW solar photovoltaic system, which will
provide 10% of its total energy needs and cut emissions by 45 tonnes per annum.
Page 18
City of Whittlesea Annual Report 2013-2014
With the assistance of federal funding, we’ve also begun replacing nearly 7,000 street lights
with energy efficient models in Thomastown.
And the Plenty Ranges Arts and Convention Centre will make similar emissions and financial
savings with the lighting upgrade taking place there.
Council’s Roadside Management Strategy was reviewed and is expected to be adopted early
in the new financial year. It’s an important strategy that seeks to balance the protection and
sustainable management of environment and heritage assets along roadsides, while
recognising key functional and fire prevention requirements of the municipality.
Good governance
Good customer service is high on our agenda. This year we began to change our frontline
service model to a customer centric model and started multi-skilling our customer service
staff to handle issues raised by residents in a single visit.
The move also frees up back-office staff and allows them to focus on more high level,
specialised enquiries. It’s an efficient change that’s good for residents and good for
governance.
We’ve revised our Customer Service Charter and published it for the broader community. It
gives everyone an understanding of our customer service expectations, including telephone
protocols and response timeframes for residents.
All Council departments adhere to and monitor best practice models of service and
operation. And to make extra sure we’re delivering the best service we possibly can, 25
individual reviews of internal processes were conducted this year. The audits focused on
financial accountability, accurate reporting, contract management and ethical use and
management of Council resources.
To assist our Councillors in their decision making, a secure web portal was created for
remote access to meeting agendas, minutes and Council business papers. This move allows
for efficient and timely electronic access to important Council documents.
If things go wrong, it’s good to know Council operations can very quickly get back on track.
This year our disaster recovery systems were improved and put to a controlled test.
Everyone can be very pleased to know that we passed with flying colours.
Page 19
City of Whittlesea Annual Report 2013-2014
YOUR COUNCIL
A new electoral structure came into operation effective from 27 October 2012 with the
General Council Election resulting in eleven Councillors elected for a four year term. The
next General Council elections will be held in October 2016.
The revised structure increased the number of Councillors from nine to eleven comprising
three Councillors in the North Ward, four in the South East Ward and four in the South West
Ward. Cr Mary Lalios was elected Mayor on 6 November 2013 for a one year term.
IN MEMORY OF NICOLA DAVIS
COUNCILLOR 2012-2014 NORTH WARD
Councillors, members of Council staff and the community acknowledged and paid their
respects to the late Councillor Nicola Davis who passed away in April 2014.
The following is an extract of a statement made by the Mayor, Cr Lalios on behalf of Council
at the Council meeting held on 6 May 2014.
‘Nicola Davis was one of five new Councillors elected in the 2012 election representing the
North Ward.
Councillor Davis left a big impression on Council and the community in her 18 months as a
Councillor. She was passionate about her community and had a particular interest in cycling,
being a strong advocate for the development and integration of bike paths and the promotion
of cycling in general.
Being a young mother herself, a big passion was children and families living in her
community. She actively campaigned for the need for local schools, kindergartens and
playgroups, knowing the value these services provide to a local community. She assisted
community groups like the ‘Raising Mums’ group to ensure their voice was heard; often
acting as a conduit between Council and community.
Councillor Davis was also passionate about tourism, providing much assistance to the
Whittlesea and Plenty Valley Tourism Association and the business community.
Nicola was a strong supporter of social media, with many people in the community engaging
with her through social media for advice and Council related support and information.
Although a Councillor for a relatively short time, Nicola left a lasting impression with
hundreds of people from different sections of the community attending her memorial service
to pay their respects.’
Election of Cr Christine Stow
On 16 May 2014, the Victorian Electoral Commission conducted a countback in the North
Ward to fill the extraordinary vacancy that occurred after the passing of Councillor Nicola
Davis.
After redistribution of preferences, Christine Stow was the successful candidate and was
declared elected and was sworn in a Councillor on 22 May 2014.
Page 20
City of Whittlesea Annual Report 2013-2014
SOUTH EAST WARD
Cr Mary Lalios Mayor
Cr Sam Alessi
Cr Ken Harris
Cr Norm Kelly
Telephone: 0400 132 117
Facsimile: 9404 2264
Telephone: 0417 392 578
Facsimile: 9436 0027
Telephone: 0427 852 845
Telephone 0417 158 996
Facsimile: 9467 3515
mary.lalios@whittlesea.vic.gov.au
sam.alessi@whittlesea.vic.gov.au
ken.harris@whittlesea.vic.gov.au
norm.kelly@whittlesea.vic.gov.au
First elected: 2005
First elected: 1987
First elected: 2012
Mayoral Terms: 2008, 2009, 2014
Mayoral Terms: 1997, 2000,
2004
Page 21
First elected: 2008
City of Whittlesea Annual Report 2013-2014
NORTH WARD
Cr Rex Griffin
Cr Ricky Kirkham
Cr Christine Stow
Telephone: 0400 834 150
Facsimile: 8405 3218
Telephone 0419 659 872
Facsimile: 9409 9878
Telephone 0427 233 695
mayor@whittlesea.vic.gov.au
ricky.kirkham@whittlesea.vic.gov.au
christine.stow@whittlesea.vic.gov.au
First elected: 1990
First elected: 2012
First elected: 2014
Mayoral Term: 2010, 2012, 2013
Page 22
City of Whittlesea Annual Report 2013-2014
SOUTH WEST WARD
Cr Stevan Kozmevski
Cr Kris Pavlidis
Cr Darryl Sinclair
Cr Adrian Spinelli
Telephone: 0417 390 854
Facsimile: 9464 6157
Telephone: 0407 689 032
Telephone: 0427 622 827
Telephone:0428 314 581
Facsimile: 9409 9889
stevan.kozmevski@whittlesea.vic.gov.au
kris.pavlidis@whittlesea.vic.gov.au
darryl.sinclair@whittlesea.vic.gov.au
adrian.spinelli@whittlesea.vic.gov.au
First elected: 1997
First elected: 2005
First elected: 2012
First elected: 2012
Mayoral Term: 2011
Mayoral Term: 2006
Page 23
City of Whittlesea Annual Report 2013-2014
DEPARTMENTAL REPORTS
The City of Whittlesea’s organisational structure is made up of six Directorates – Advocacy &
Communications, Finance & Organisation Improvement, Planning & Major Projects,
Community Services, Governance & Economic Development and Infrastructure &
Technology.
Each Directorate is led by a Director who reports to the Chief Executive Officer (CEO). The
CEO is directly accountable to the Council elected by Whittlesea residents.
Chief Executive Officer – David Turnbull
Executive Services provides leadership to the organisation through the Chief Executive
Officer and has overall responsibility for the administrative functions of the Council.
It provides the linkages between the community, the Councillors and the staff and it is
responsible for ensuring that Council policies and protocols are followed and oversees the
conduct of civic functions and events.
Human Resources – Manager Yvette Reardon
A Human Resources (HR) review took place during the year which resulted in HR being
divided into two separate departments, People & Culture and HR Operations, for a two year
period with both departments now reporting directly to the CEO. This has resulted in a
significant increase in the positions in the Executive Services Directorate and a
corresponding reduction in the positions in the Governance & Economic Development
Directorate.
People & Culture – Manager Joel Edmondson
This is a new department, established in April 2014. Its charter is to implement the ‘One
Whittlesea’ action plan that flowed from the November 2013 survey of organisational culture.
The organisational vision is to create a ‘vibrant, self-sustaining community’ by creating a
more collaborative work environment.
Advocacy and Communications – Director Griff Davis
The directorate provides the representative voice for all residents of the City. The needs and
concerns of all are channelled to politicians and policy makers in state and federal
government.
Advocacy – Executive Manager Mary Agostino
This department continued to tackle its hit list of Top Ten priorities identified in 2013.
Our residents struggle with congested roads and poor public transport and the State
Government needs to invest in these areas.
We are vocal about issues such as the rail extension to Mernda, construction of access
ramps at the Hume Freeway and O’Herns Road, widening of O’Herns Road and extension of
Edgars Road. The Access Denied campaign was launched in March 2014 and will maintain
pressure on the government leading up to the state election in November 2014.
We have lobbied heavily for three new primary schools (in Epping North, Mernda South and
Mill Park East) and for Stage 2 of the Doreen South Secondary College and $4.7 million for
Whittlesea Secondary College.
Sadly, the blight of family violence continues to impact our community. Council has formed a
taskforce with not-for-profit agencies, Victoria Police and government departments to
address this serious social and health issue.
Page 24
City of Whittlesea Annual Report 2013-2014
Marketing & Communications – Manager Sean McManus
We’re here to promote, inform and advocate for our residents in a timely and informative
manner. And you’ll find us in your channel of choice: print, direct mail, online and social
media – with Facebook and Twitter launched in March 2014.
This year we developed our first Online and Social Media Strategy which sets the direction
for our digital communications over the next three years.
It’s very pleasing that we appear to be building greater community engagement and support.
In the 2013 Local Government Community Satisfaction Survey, we received higher-thanstate-average community rankings on consultation, advocacy and direction.
With effort and investment in multiple media channels, we’re also realigning the role of our
website to become a more effective customer self-service channel.
Resilience & Emergency Management
The department successfully completed many projects that feed into our preparedness for
emergency. We held 20 community sessions on what to do in an emergency and produced
and distributed 1000 practical kit-bags for households.
With regard to bushfire risk, we produced a DVD highlighting emergency preparedness in
established and bushfire zones, and conducted community outreach in the grassfire affected
areas of North Epping.
Being ready for anything is not just about information for the community. We also need the
Council staff and community volunteers to be adequately trained, practised and ready to
respond.
This year we increased the size of the Municipal Emergency Management Planning
Committee. These 12 new members subsequently won awards in the 2014 City of Whittlesea
Volunteer Awards.
We are grateful to Whittlesea Secondary College for allowing us to use its sports stadium as
our designated Community Relief Centre while the Community Activity Centre was being
refurbished.
With extreme heatwave periods during summer, we pulled out all stops to ensure the
community – especially our vulnerable residents – were informed on how to keep cool and
hydrated. Warnings of the deadly risk of leaving children in cars were also spread across the
community.
Finance and Organisation Improvement – Director Rod Wilkinson
Financial Services – Manager Darryl Nelson
The value and quantity of financial transactions handled by the Department continue to grow.





rateable assessments of 73,496 properties (up 1,198 on prior year)
rebates to pensioners 13,175 (up 805 on prior year)
payments received 354,913
accounts payable transactions 21,000
budget of approximately $200 million.
As an indication of how rapidly the City of Whittlesea is growing, the number of rate
assessments (including non-rateable properties) has increased from 52,315 in 2007 to
77,461 in 2014. This represents an increase of almost 50% and we expect a growth rate of
more than 30% to around 102,000 rate assessments by June 2020.
On 1 July 2013, the state government began collecting the Fire Services Levy through the
annual rate assessment process. This major change was introduced successfully. But it did
involve a significant amount of work implementing the changes to our property data and
communicating the changes to ratepayers.
Page 25
City of Whittlesea Annual Report 2013-2014
With such a large amount of money flowing in both directions through Council’s accounts, we
set extremely high auditing, risk and compliance measures.
During the year, 25 individual reviews were undertaken. These ranged from accuracy of
reporting, fuel cards, corporate purchases and staff allowances, through to tender evaluation
and contract management, conflicts of interest and financial delegations of authority.
Property & Valuation Services – Manager Gino Mitrione
While housing stock is the major growth component in the number of rate assessments,
completion of the 2014 General Valuation highlighted an almost 6% increase in the value of
commercial property since 2012 (compared with 1.5% for residential property). The issue of
5,800 supplementary valuations during the year returned an additional $2.664 million in rate
revenue.
Approximately 250 formal objections to Council rates and State Revenue Office land tax
notices were received this year.
This department is also responsible for the management of Council’s property portfolio,
consisting of approximately 1,700 land holdings and 110 leaseholds. Council retain a diverse
range of leases, including residential, commercial (café), industrial, telecommunications,
community (such as kindergartens and sporting clubs) and rural land parcel.
The department co-ordinates and manages the strategic acquisition and disposition of
property to facilitate the provision of community services within established and growth areas
of the municipality.
Risk Management – Team Leader Risk Management Geoff Gallagher
Occupational Health and Safety is a major area where we work to reduce or eliminate risk.
This year the entire OH&S management system was reviewed and measured against
Australian Standards.
This attention to practice does ultimately pay dividends. Our WorkCover premium this year
was $482,625 lower than the previous year. And our employer performance rating (0.75903)
puts us ahead of other same-category employers.
This is a very pleasing result, as was our Return to Work Coordinator being one of three
finalists recognised for excellent performance in the annual WorkCover Awards.
Our senior management team has strengthened its oversight by integrating quarterly
reporting of its risk register.
Organisation Improvement – Manager Brad Wynter
A corporate change management framework has been established; a staff culture survey
was conducted and action plan developed; a Service Level project identified new outcomefocused service measures to report from 2015; the Annual Household Survey probed
customer satisfaction for the first time; process improvements identified $1.19 million in
potential savings; and a shift to electronic reporting will save $181,000.
The Department continued to work with the National Broadband Network Company. Fibre
optic cable has now been delivered to a total of 17,500 premises (up from 11,000 last year).
An important milestone in the Intelligent Community Strategy was achieved with the
completion of the Seniors Virtual Village. Digital Hub and Digital Enterprise programs
continued also.
Page 26
City of Whittlesea Annual Report 2013-2014
Organisation Planning – Manager Tracey Mallett
Good planning, consultation and engagement means everything that Council does is more
efficient and effective.
This year our newly appointed Consultation and Engagement Officer ran training sessions
with staff to help them identify every opportunity for community engagement and feedback.
We’ve had a fantastic response to our enhanced engagement initiatives, with the successful
redevelopment of Prince of Wales Park. We captured resident feedback and empowered
residents to take ownership of the project. The park and playground upgrade has had a very
positive effect on the community.
The Council Plan 2013-17, Shaping Our Future, was finalised (including the Municipal Health
and Wellbeing Plan) and five asset management plans were completed. We are also
assessing tenders for an enterprise-wide asset management system.
Planning and Major Projects – Director Steve O’Brien
Established Areas Planning – Manager Maria Cooke
The activities of this department are wide ranging and far reaching – from housing, to service
provision and strategic and statutory planning.
This year the Housing Diversity Strategy was adopted, which requires planning scheme
amendment C130 approval by the Planning Minister. The Strategy provides guidance on the
boundaries of residential zones and the acceptable level of medium and high density housing
within the zones.
A draft Thomastown Industrial Area Strategy was prepared, which involved stakeholder
consultation, an urban design review, economic analysis and transport review.
Council is taking a leading role in efforts to reduce the damage caused to families and the
economy by problem gambling. This year our Draft Gambling Strategy and Action Plan 201418 was adopted for public consultation.
Council has also joined a Municipal Association of Victoria and Local Government National
Assembly motion for A Public Health Approach to Gambling. And we participated in the City
of Monash round-table discussions on how to redress the burden of the electronic gaming
machine.
Growth Area Development Assessment – Manager Roger Sucic
Growth Area Development Assessment administers subdivision applications within growth
areas and some major development applications within these areas, with the objective of
optimal land use.
A total of 47 subdivision applications were received in 2013-14. As anticipated, this is slightly
lower than the 59 and 58 for the previous two years. However, during the year, 2,552 new
lots were released by Council and this is an 11% increase on the previous year.
This team is coordinating the Mernda West Extension Area, which will result in the creation
of approximately 15,000 residential lots.
Planning permits were approved for:







Page 27
the Lyndarum Estate $5 million seniors housing development, Lifestyle Communities
Doreen South Early Learning Centre
a parcel of land for a new government primary school in Epping
mixed use business centre at 250 Epping Road, Wollert
several residential estates in Doreen
Renaissance Rise Family and Activity Centre
two independent primary schools in Doreen and Epping North.
City of Whittlesea Annual Report 2013-2014
Building Services – Manager Peter Phillips
The number of building permits issued increased by 3% to 375 this year. However, we are
concerned by the extremely high number of Building Notices and Orders issued to builders
who have not obtained a permit. This is despite regular media releases and website updates
reporting the prosecution of offenders.
Of particular concern is the 10% rise in Emergency Orders. These relate to fires in
structures, buildings deemed to be dangerous and those with the potential for collapse.
The department also oversees swimming pool fencing regulations and permits and
inspections of boarding and rooming houses.
Strategic Planning & Design – Manager George Saisanas
The aim of this department is to get our land use and development activities in harmony with
our ecological, social, cultural and demographic imperatives.
The development of six major Precinct Structure Plans (PSPs) is nearing finalisation. These
PSPs in Wollert, Quarry Hills, Donnybrook/Woodstock, Northern Quarries Investigation Area
and English Street precinct will have the capacity to accommodate an additional 100,000
residents.
These PSPs have extremely challenging deadlines and are drawing on significant resources
from the department.
The department commenced public engagement over future land use and development
opportunities in the Plenty Valley Town Centre. This will guide the Structure Plan
Background Report for this critical precinct.
Other major activity this year includes master-planning for kindergartens, town centres and
Epping Depot; and preparation of a Heritage Overlay Amendment affecting 148 properties.
Resources were also channelled into a Plan Melbourne submission required by the State
Government and a submission for the Government’s advisory committee looking at new
residential zones.
Sustainability Planning – Manager Kristen Jackson
The Environmental Sustainability Strategy implementation plan was developed and
endorsed, with specific actions and responsibility assigned to a variety of Council
departments. The ESS will be implemented over the next year.
Council remains committed to its zero net increase in greenhouse emissions target (through
to 2022). We believe the target is achievable, and we have a best practice measuring and
reporting framework in place.
While the Carbon Tax may have been repealed, we continue to take advantage of the cost
savings of greenhouse gas offsets and direct these savings into energy efficiency projects.
Nearly 2,500 of 7,000 street lights have been made more energy efficient and lighting
upgrades have occurred at all three public libraries. These projects will generate savings of
approximately $387,000 per annum as well as a reduction in emissions.
Our Council-run workshops extol the virtues of more sustainable living and show residents
how they can make their own energy savings. Four hundred community members attended
one of the 13 workshops held during the year. Our staff are motivated to make a difference,
with support from Green City of Whittlesea (Green CoW) inspiring staff across the
organisation.
And local landholders are encouraged to protect the environment through Council’s
Sustainable Land Management Rebate Scheme and Council’s local laws compel rural
property owners to eradicate pest weeds.
Page 28
City of Whittlesea Annual Report 2013-2014
Major Projects – Manager Nick Mazarella
Major Projects facilitates delivery of the City’s new works program, in collaboration with other
relevant departments. The department acts as project manager, builds potential business
cases for future projects, and manages resources for agreed infrastructure works.
Highlights in 2013-14 include:


installation of temporary buildings for kindergarten and child care services
completion (ahead of schedule) of the Whittlesea Community Activity Centre and
Library redevelopment
 completion of the Epping Views Family and Community Centre
 construction commenced on Renaissance Rise Community Activity Centre
 extension to facilities at five kindergartens to meet increased demand
 extension of Eminence Boulevard in Doreen South in readiness for construction of a
new primary school and early learning centre.
New management processes such as the Project Management Framework and the New
Works Program Guidelines have been implemented to ensure a best practice approach to
the development and delivery of capital works.
SUMMARY OF MAJOR NEW WORKS (CAPITAL) PROGRAM 2013-2014
DESCRIPTION OF WORKS
BUILDINGS
Disability Action Plan works
Office fit out alterations - Civic Centre
Redevelopment of Whittlesea Community Activity Centre
Epping Views Family & Community Centre
Masterplan implementation works (Barry Road CAC)
Civic Precinct - Long Term Office Accommodation Solution
Pavilion Redevelopment - RGC Cook Reserve
Woodland Waters Recreation Reserve Sports Pavilion
Construction of Sporting Pavilion - Laurimar Town Park
Community Activity Centre - construction (Renaissance Rise)
Accessible Public Toilet-Redleap Reserve, Mill Park
New Northern Depot - Whittlesea Depot
Pavilion Upgrade (Public Toilets) Meadowglen Athletics Stadium,
Epping
Master Plan - Main Street Reserve, Thomastown
Kitchen Redevelopment - Epping Memorial Hall
Universal Access to Early Childhood Education (UAECE) Reforms
Whittlesea Community Activity Centre (WCAC) Library
Doreen South Early Learning Centre
Farm Vigano – RLCIP
DRAINS
Flooding issue - Cades Road, Whittlesea
Upgrade Drainage - Norris Bank Hub
FEASIBILITY & PLANNING
Planning and feasibility studies for future community facilities
OPEN SPACE
Renewal of playgrounds
Street tree renewal
Page 29
$ AMOUNT
$ TOTAL
30,957
225,556
3,046,883
416,838
126,521
275,951
73,789
139,931
35,200
1,832,065
149,919
198,701
33,868
46,082
191,560
3,589,109
389,453
1,516,651
71,300
12,390,334
113,415
111,971
225,386
94,067
94,067
188,926
255,404
City of Whittlesea Annual Report 2013-2014
DESCRIPTION OF WORKS
General landscape improvements - Neighbourhood Parks
Playing fields and pavilion - Lalor West Reserve (Mosaic)
Revegetation - Hillcroft Regional Park
Sportsfields - Laurimar Town Park
Lalor Reserve Tennis Development
Mosaic Storm Water Reuse Project - Lalor West Reserve
Irrigation and Sportsfield Upgrade - RGC Cook Reserve, Thomastown
Woodland Waters Sports field and car park development
HR Uren Sportsfield Redevelopment
Green Gully Estate Landscape Works - Green Gully Estate
Norris Bank Tennis Club Courts Lighting Upgrade Project - Bundoora
Court Refurbishment - Barry Road Tennis Club
Mahon Rd Subdivision Landscape Works - Green Gully Estate
HR Uren Reserve Masterplan Development - Thomastown
Subdivision Landscape Rectification - 297 The Lakes Blvd, Sth Morang
PLANT & EQUIPMENT
Replacement of Council fleet
Purchase of new items - light fleet
Furniture and equipment purchases - Civic Centre
Implementation of the Cultural Collection Strategy Public Art Strategy
IT - A0 scanner, printer and plotter - Civic Centre
Air Conditioner renewal - Lalor Library
Civic centre IT system backup power supply
IT - Business Intelligence System - Civic Centre
IT - Infrastructure - Civic Centre
IT - Mobility - Civic Centre
ROADS & PATHS
Local road resurfacing works - Various Roads
Local road reconstruction/rehabilitation - Various Roads
Car Park rehabilitation - Various locations
Footpaths - Various Roads
Bicycle facilities - Various locations
Construct from The Great Eastern Way to Plenty Road - Findon Road,
South Morang
Edgars Creek shared pathway project - Thomastown
Lighting Sustainability in Established Areas' Streets & Libraries
Part constructed roads improvements - Various Roads
Footpath replacement - Lalor Shopping Centre
Concrete access and circulation paths - Eagle's Nest Park, Whittlesea
Church Street Shopping Strip Redevelopment - Church Street
McKimmies Rd Urbanisation
Wallan Road Urbanisation
Bridge Inn Road Duplication
Epping Road Footpath
Footpath Yan Yean Road, Doreen
Eminence Boulevard Extension - Doreen South
Dalton Road Shared Path
Darebin Creek Shared Path - Darebin Creek
Main Street Footpath upgrade - Thomastown
Cooper Street new footpath
Thomastown-Lalor Masterplan Streetscape improvements - Lalor
Page 30
$ AMOUNT
321,334
210,019
38,309
34,250
86,909
498,337
135,908
5,013,786
257,496
55,939
153,377
112,496
471,705
49,690
47,417
1,755,598
96,730
54,446
39,690
78,500
66,128
190,319
48,000
60,057
92,731
1,676,290
2,093,193
41,168
59,895
49,336
61,977
112,360
702,632
88,919
200,000
83,824
130,416
1,028,593
131,104
118,490
91,983
222,557
1,245,451
331,408
321,080
56,406
45,992
339,684
$ TOTAL
7,931,302
2,482,199
City of Whittlesea Annual Report 2013-2014
DESCRIPTION OF WORKS
Wallan Road Foot path
TRANSPORT
LATM Schemes various treatments - Various locations
Improve disability access (DDA) to public transport - Various locations DDA Works
Traffic control devices - Various locations
Install pedestrian crossings - The Lakes Boulevard South Morang
Pedestrian Signals - Morang Drive
Pedestrian Signal - McKimmies Road
Black Length - Victoria Drive, Thomastown
Black Length - Darebin Drive, Lalor
Black Length - Pindari Avenue, Mill Park
Black Length - McKimmies Road
TOTAL
Page 31
$ AMOUNT
108,620
$ TOTAL
9,341,378
145,917
111,832
199,399
115,050
145,982
118,980
118,332
74,211
95,003
145,810
1,270,516
33,735,182
City of Whittlesea Annual Report 2013-2014
Community Services – Director Russell Hopkins
Community Services touches the lives of all our residents, every day. From the very young to
the very old, it provides the services and facilities that add to our quality of life.
Aged & Disability Services – Manager Steve Ward
Home and Community Care (HACC) provides vital services which enable residents to live
safely in their homes.
Key service provision in 2013-14 includes:
Service
Hours
Clients
Intake and assessment
7,783
2,127
Home care (domestic assistance)
44,649
1,859
Personal care
27,787
619
Respite care
16,682
367
Planned Activity Groups (adult day care)
19,575
195
Home delivered meals
28,795
433
Property maintenance
11,098
1,776
Respite is important for carers, many of whom have very physically and emotionally
demanding roles. Our Respite Program provides carers with some valuable time out.
Disability and other activity groups engage young and older people in stimulating activities,
outings and social interaction. We are grateful to our more than 100 volunteers who support
these groups, our home delivered meals, positive ageing and other HACC programs.
The Seniors Virtual Village took shape this year with a re-designed website, introduction of
video content, Facebook page and streaming of information forums.
Family, Children & Young People – Manager Mary Sayers
Council continues to spearhead measures to protect women and children from violence in
their homes. A roundtable was held in July 2013 which brought together Council members,
Victoria Police and the group, Women’s Health in the North. A report of information gathered
is informing Council’s Family Violence Working Group, Gender Equity Working Group and
Family Violence Taskforce.
A DVD has been produced by Council illustrating the impact family violence has on the
developmental outcomes for children.
More than 220 participants attended the fifth Early Years Conference in August, including
highly regarded experts in the field, psychologists and academics.
Two pilot programs in early intervention for vulnerable children are running in conjunction
with the Department of Education and Early Childhood Development, the Departments of
Health and Human Services and Council’s Maternal and Child Health Service.
The Our Time playgroup, supported by Council and delivered by Northern Area Mental
Health Service in partnership with Anglicare Victoria won a State Government Early Years
award. The playgroup is aimed at parents with a mental illness who have a child under five
years of age.
We ran several important projects that focus on the resilience and wellbeing of our young
people. More than 900 year 5 students from 18 primary schools were surveyed about their
Page 32
City of Whittlesea Annual Report 2013-2014
health, academic achievement, social and emotional development, school connectedness
and use of after-school time. The survey results will inform our Middle Years Strategy.
Other achievements include:





Koori Youth Council held its first two-day summit.
Funding continued for the Youth Summit Krew.
Council supported young people in the ‘Our Voice Our Impact’ themed National Youth
Week. Our young residents aged 12-25 are concerned about poor transport options
in growth areas, services for young people with mental health issues and safety and
diversity in the community.
Council had contact with young people aged 10-25 on more than 8,200 occasions,
16,821 children are enrolled in the Maternal and Child Health service, 2,065 preschoolers are attending kindergarten and we welcomed 2,848 newborns to the
community.
Youth Services conducted a silent disco at Barry’s Road Community Festival in
March, which attracted 300 young participants.
Leisure & Community Inclusion – Manager Paul Reading
This department is responsible for community facilities and service planning and provision. It
looks to create opportunities for community connection and engagement that boosts
wellbeing.
Significant service and facilities delivered this year includes:
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Installation of new gym equipment at Mill Park Leisure Centre
Community and sports club training for growing capacity and effectiveness
Management of 58 sporting grounds, tennis clubs and stadiums and ten community
halls
New Community Centre at Epping Views
Completion of roadside memorial for the lives lost in the 2009 bushfires
Development of a multi-cultural women’s cooking group at Mernda
Community art fiesta, ‘read with me’ library sessions, community transport and free
exercise classes.
Several important strategies and policies were endorsed by Council to ensure leisure
facilities meet current and future community need. These include the Tennis Strategy (201318), Sports Lighting Policy, Indoor Stadium Feasibility Study, 20-year Major Leisure and
Aquatic Strategy and the Playspace Planning Framework and Policy.
Community Cultural Development – Manager Catherine Rinaudo
Cultural expression, development and celebration are valuable elements of community
cohesion especially in a community as diverse as ours.
Key achievements this year include:

Page 33
A successful festival and events season which saw 10,000 attend the Community
Festival, 2,000 at Rockin’@Redleap, 3,000 at Carols by Candlelight, and a fantastic
6,000 turned out for Australia Day celebrations, with 10,000 watching the fireworks in
the evening. The Whittlesea Country Music Festival, Kids Art in the Park and
Hawkstowe Music were also well-attended events.
City of Whittlesea Annual Report 2013-2014
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The Cultural Heritage Program featured 33 events and attracted approximately 5,600
participants.
The Harmony Exhibition included works from 104 artists (including 15 from the allabilities group). Nearly half the works were sold during the exhibition.
The Into the Light 2013 – Between Land and Sky project used art to address ongoing
bushfire recovery issues and build connections between fire-affected communities –
1,300 people engaged with this event.
Council’s Multicultural Action Plan 2014-18 was adopted in May.
Other multicultural projects include the City of Whittlesea Welcome Expo, Refugee
Week Awards and the conclusion of the Localities Embracing and Accepting Diversity
four-year pilot program which led to Council recruiting a fulltime officer to continue the
success of the pilot.
Council’s Sorry Day Space was officially completed in time to commemorate National
Sorry Day on 24 May. The beautiful space in front of Council’s offices was designed
and constructed by Aboriginal artist, Glenn Romanis. Paved in the shape of a
teardrop it represents the tears of pain shed by the stolen generations as well as the
tears of joy when some families were reunited.
Health, Access & Bushfire Recovery – Manager Neville Kurth
Public health and wellbeing has now been incorporated into the Council Plan 2013-17.
The underlying causes of poor health and chronic disease are being addressed through
Council’s Healthy Together Whittlesea program. HTW is taking the message of healthy
eating, physical activity and reducing smoking and harmful alcohol use to schools,
workplaces and throughout the community.
It’s an all-encompassing program that’s using the support of 38 adult and 40 junior Health
Champions to strengthen preventative health measures.
Other health initiatives include:
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Installation of an outdoor gym at the public gardens in Lalor
Walkability audits
Beat It programs achieved 100% participation with target groups
Strengthening the focus on preventing family violence
Healthy Living Program implemented at community residential units.
Many serious diseases and preventable illnesses are thankfully under control because of
well-managed immunisation programs. In 2013-14 Council administered 11,943 doses of
vaccine to 4,474 community members.
We have the highest rate of immunisation in the North/West region of Victoria, and higher
than state average, across all three age-cohorts to age six. Secondary school rates of
immunisation are not so high and it has been identified this is due to the perception of the
process being painful. Council has produced a YouTube video in order to dispel this myth.
The Access team had several successful community events including Carers’ Week lunch,
International Day of People with Disability and a celebration for the 21st anniversary of the
Commonwealth Disability Discrimination Act.
The Access team liaises closely with the Whittlesea Disability Network to address issues of
parking, transport, hospital advocacy and employment. A new working group has been
established in anticipation of the rollout of the National Disability Insurance Scheme. And a
Page 34
City of Whittlesea Annual Report 2013-2014
respite consortium meets regularly to review existing respite programs and address service
needs.
Bushfire Recovery marked the fifth anniversary since the devastating Black Saturday fires
with the Five Years On Exhibition in the Great Hall of the Civic Centre. The roadside
memorial commemorating the 12 residents who perished in 2009 was also completed in
February. The memorial sits at the junction of Coombs, Humevale and Yea Roads where
these residents had lived.
During the year, 141 inspections and assessments were conducted of registered food
premises and 315 inspections were made of hairdressers, tattooists and beauty parlours.
Community satisfaction with these food and health proprietors is 97% and 96% respectively.
Governance & Economic Development – Director Neill Hocking
Good government depends on the integrity of its management systems and the capability to
identify and nurture sustainable opportunities for growth.
Civic Administration – Manager Michael Tonta
Civic Administration ensures Council meets its statutory, governance and organisational
functions. In doing so, the Department manages the Council business process including
preparation of notice papers and minutes for Council meetings; co-ordinates the preparation
of the Annual Report; maintains legal registers; conducts Council elections, processes
Freedom of Information applications, administers the Australia Day Awards and manages the
Information Management Unit and the Civic Centre Service Desk.
The City of Whittlesea’s strong volunteer base produced a large field of nominees for the
2014 Australia Day Awards. Thirty nominees were recognised across four categories. The
final Award recipients were: Young Citizen of the Year: Domenic Castagna, Senior Citizen of
the Year: Ken Jeffery, Access and Inclusion Citizen of the Year: Rhiannon Tracey and
Citizen of the Year: Paul Anthony Herbert.
Council’s customer service centre is home to the frontline staff interacting with residents. We
receive around 62,000 calls each month, thousands of email enquiries and have face-to-face
dealings with hundreds of residents each day.
This year we reviewed our customer service model and began multi-skilling the customer
service team so they become the central and single point of contact. They will be better
equipped to resolve a number of different issues in the one visit and back office staff will
focus on more complex enquiries.
Approximately 150 Moving In Kits are sent to new residents each month. The kits inform
residents of Council’s services, key contacts and important community groups, and include
vouchers to some of our leisure facilities.
Local Laws – Manager Wayne Bullock
Local Laws oversees the rules that help maintain a safe and harmonious society. Many of
the laws are underpinned with strong education programs for better community
understanding and compliance. But ultimately the laws are enforced with infringement
penalties.
Key statistics in 2013-14 include:
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Page 35
responsible pet ownership education is supported with access to pet registration and
micro-chipping available 7-days a week
successful door-knock campaign to remind residents to renew animal registration
City of Whittlesea Annual Report 2013-2014
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education and enforcement of Restricted Breed Registration and Identification
Program
24/7 remote access to animal registration data means wandering animals can
potentially be returned to their owner immediately
proactive ranger program supporting responsible pet ownership in new estate areas
community safety awareness programs for: safe driving and parking around schools;
the dangers of overhanging branches; and fire prevention (including direct dialogue
with developers about the risk of wildfire)
development of Council registers of derelict vehicles, trucks, school patrol and naturestrip trees
placement of builder waste bins to better maintain and contain litter on residential
developments.
Plenty Ranges Arts and Convention Centre (PRACC) – Manager James Mavros
The PRACC is our high quality, multi-purpose performance and exhibition facility. It gives the
community the opportunity to attend theatres and ballet performances, cultural displays,
conferences, weddings and other major events.
The Centre has a specialist team of staff and in-house caterers. The catering staff are
particularly responsive to meeting the cultural and dietary needs of our community.
Patronage of PRACC is strong, however the slowing of the economy has impacted on
corporate events and lower government funding of the arts does present management
challenges.
Ford Australia once again used the venue to launch the new Eco-Sport and Kuga cars, with
car dealers from around the country attending.
This year PRACC launched its own standalone website to showcase the versatility and
quality of the Centre.
Economic Development
Approximately 30 business events were held during the year, attracting more than 500
businesses.
Council, in conjunction with Box Hill Business Enterprise Centre, runs a Business Mentoring
Program. The program is popular and around 50 local businesses have accessed the
program.
The Women in Business Program was implemented, in partnership with the Small Business
Mentoring Service and financial support from the Department of Human Services. The six
month program is a combination of training and workshops with support from business
mentors. Twelve local business women participated.
Other activities during the year include:
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Page 36
visits to local business people to raise awareness of business trends and Council
assistance
distribution of quarterly business newsletter to 2,000 businesses and monthly enewsletter to 1,500 subscribers
retail land use research to identify growth and changes in precincts
Farming and Rural Land Use Survey developed and delivered to 1,000 landholders in
the City’s rural north, with a 14% response rate
established the Agribusiness Community Reference Group
City of Whittlesea Annual Report 2013-2014
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reviewed our procurement policy and Council is now doing more business with local
businesses – expenditure surpassed the target of 5% and reached 11%
adopted the Tourism Strategy 2014-19
launched Discover Your Own Backyard campaign promoting local products, festivals
and events.
The Plenty Food Group continues to be a fantastic draw card for the region. The Group
attended Fine Food Australia in Sydney; attended regional and international food fairs; and
hosted international delegations.
We work hard with our local businesses. But they do need more support from government –
especially with the impact of automotive industry closures. Other manufacturing sectors are
looking at expansion and export opportunities, but they need a helping hand.
Information Technology – Manager Duncan Kelly
Just like any organisation, Information Technology (IT) has a major impact on Council’s
operations and efficiency. IT is responsible for the secure management of our data, our
telephony, network, systems and training.
Significant projects completed this year include:
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successful installation and testing of new disaster recovery infrastructure
replacement of the uninterrupted power supply and generator at the Civic Centre
introduction of Outlook Web Access which allows remote access to Council’s email
accounts
upgrade of the server platform to VMware V5.5
new data management system that allows archiving of dormant corporate data,
freeing up valuable space on the file servers
new web portal for Councillors to access meeting agendas and minutes
redevelopment of the PRACC and Plenty Ranges Theatre websites, which included
optimising the sites for mobile and tablet devices
standardised document storage on SharePoint
integration of the new State Government data model into the mapping and analysis
provided for major planning strategies
upgrade of the corporate system, Authority, which was integrated with the new Open
Windows Contract Management System
trialled mobile Xpedite data collection system with Aged Care staff on home visits
implementation of the final stage of the ShoreTel Phone System at the Civic Centre
and Danaher Drive, including training of 450 staff
IT Self Service Portal introduced for staff to raise and track their requests for IT
assistance.
Procurement
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Page 37
Council engages in a substantial number of high value contracts. In 2013-14, we
advertised 45 public tenders (in excess of $150,000 each) – a significant increase of
32 on the previous year.
Smaller contracts with a value of at least $30,000 each increased slightly to 138 in
total. And nearly 11,400 purchase orders were raised through our online requisition
system.
We are very pleased to report we are currently contracting more than 11% of our
expenditure with local businesses. This result surpassed our initial target of 5%.
City of Whittlesea Annual Report 2013-2014
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Our tender production and quotation process has improved this year with the
introduction of a new Tendering and Contract Management System. In addition to
saving time, the system allows unprecedented access and reporting of financial data.
Council’s Procurement Strategy is in its final stages of the review process. We
anticipate this two year strategy will deliver a wide range of activities and success
measures that will help deliver better value for our community.
Infrastructure & Technology – Director Greg Scott
Parks & Open Space – Manager Bruce Schroder
Due to the continuing urban growth in the municipality, the area of open space managed by
Council increased by around 80 hectares last year.
We had some fantastic park redevelopments during the year, with community involvement
and expression shining through. In particular, the Prince of Wales Park in Mill Park was a
glowing example of community consultation bringing about effective action.
Construction of the new reserve and car park in the Woodland Waters Estate is also a
spectacular achievement. The $5.1m project includes two sand-based sports fields, lighting,
irrigation, landscaping and parking for more than 300 cars.
Works on our ambitious recycled water use program were completed. The Mosaic Living
Storm Water Harvesting project will irrigate a number of sporting fields with recycled storm
water over summer. The system will potentially save 45 million litres of potable water.
The future of the Doreen Hall and Recreation Reserve is now crystallising with the
development of a master plan. With intensive community consultation and engagement, the
plan has received in-principal support from VicRoads.
Engineering & Transportation – Manager Michael Lamers
As the City grows, so too does our network of roads, footpaths and other infrastructure
assets. New construction, periodic maintenance and rehabilitation is a constant job.
Past year highlights include:
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Page 38
approval of Integrated Transport Strategy
urbanisation of McKimmies Road between Betula Avenue and Botanica Boulevard,
Mill Park
approval of the local area traffic management plan and 25% of works completed
construction of footpaths and shared pedestrian and bike paths
installation of solar-powered-flashing-light pedestrian crossings in Morang Drive, The
Lakes Boulevard and Gordons Road
completion of federally funded accident blackspot projects
supervision of more than 70 stages of subdivision developments
23 km of developer-gifted roads and footpaths (valued in excess of $24m)
mass conversion of standard street lighting to energy efficient lights ($800k of overall
$2.4m project)
35% increase in ‘dial before you dig’ requests (4,523) and 14% increase in ‘legal point
of discharge’ requests (2,586).
City of Whittlesea Annual Report 2013-2014
Infrastructure – Manager Peter Ali
The Infrastructure Department is responsible for delivering the essential services that are
often taken for granted in a bustling community.
Performance statistics in 2013-14 include:
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maintenance of approximately 1,000 km of roads and 1,300 km of footpaths
regular street sweep of municipal roads every 5-6 weeks
repair of about 12,000 bays of concrete footpath
laying 2,000 tonnes of asphalt to repair potholes and reinstate trenches
combined mechanical and manual collection and disposal of 9,500 tonnes of street
and park litter
rubbish, recycling and green waste collection services to more than 66,000 properties
(up more than 3,500) – and if we miss one, we’ll return for it within 24 hours!
Development Engineering – Manager Irena Krsteska Pop-Stefanova
The Development Engineering department provides the ‘big picture’ coordination and
response to the City’s urban infrastructure needs.
The growth continues, with 2,470 lots approved and released for development. This is
consistent with the previous year but we expect the rate to pick up again in coming years.
The important City of Whittlesea Guidelines for Urban Development was completed this year.
It outlines Council’s design and construction requirements for new developments and
integrates these across all Council departments and disciplines.
The first stage of the Bridge Inn Road construction project was completed. This upgrade will
bring the road up to the ultimate urban design standard.
The department was pleased to continue its involvement in the Student Engineer Program, in
conjunction with Swinburne University’s Industry Based Learning Program.
The department worked closely with Melbourne Water, Yarra Valley Water, VicRoads, SP
Ausnet and other authorities on developments and infrastructure upgrades.
New fees introduced this year for engineering drainage plan assessment has resulted in 17%
more in earnings for the department.
Interestingly, the type and scale of development applications changed this year. Application
review time has increased due to prolonged negotiations with developers and a higher
number of VCAT submissions.
Page 39
City of Whittlesea Annual Report 2013-2014
BEST VALUE PROGRAM
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 how they have achieved this.
These principles are based on:
• Quality and cost standards.
• Responsiveness to community needs.
• Accessibility.
• Continuous improvement.
• Community consultation.
• Reporting to the community.
Rather than treat Best Value as a separate compliance obligation, Whittlesea has adopted a
‘whole of organisation’ approach to embedding the six Best Value principles into all Council
operations. These principles are also linked strongly to our strategic planning process.
This Annual Report contains many examples which demonstrate Council has responded to
the Best Value Principles. For example:

Quality and cost standards are reported on and demonstrated within the Financial
Statements.

An example of ‘responsiveness to community needs’ would be Council’s ‘Access Denied’
advocacy campaign.

Accessibility is demonstrated through the redevelopment of the Disability Action Plan
2013-2016 and the Multicultural Action Plan - Many Faces One Community - Valuing
Cultural Diversity.

Continuous improvement is demonstrated throughout this Report where comparisons are
made to previous years and commented upon.

Community consultation examples are presented in the ‘Shaping Our Future – Council
Plan 2013-2017 (Refer to Part 2 of this Report) and include inviting feedback on the
Council Budget and Council Plan and placing documents on public display.

Reporting to the community examples are presented in the ‘Shaping Our Future –
Council Plan 2013-2017’ and include our quarterly newsletter to residents entitled
‘Whittlescene’, local media releases, Whittlesea’s website stories and Council and
community meetings.

Tendering for major services and works is undertaken in line with Council’s Procurement
Policy to ensure that the community receives the best value for the services provided by
Council. Section 186A of the Local Government Act 1989 requires the Policy to be
reviewed each financial year and it was last reviewed in May 2014.
Page 40
City of Whittlesea Annual Report 2013–2014
OUR ORGANISATION
CEO
David Turnbull
Director Advocacy &
Communications
Griff Davis
Director
Finance & Organisation
Improvement
Rod Wilkinson
Manager
Marketing & Communications
Sean McManus
Manager
Financial Services
Darryl Nelson
Executive Manager Advocacy
Mary Agostino
Team Leader
Risk Management
Resilience &
Emergency
Management
Co-ordinator
Manager
Property & Valuation
Services
Gino Mitrione
Director Planning & Major
Projects
Steve O’Brien
Manager
Established Areas Planning
Maria Cooke
Manager
Growth Areas Development
Assessment
Roger Sucic
Manager
Building Services / Municipal
Building Surveyor
Peter Phillips
Director
Community Services
Russell Hopkins
Manager
Aged & Disability
Steve Ward
Economic
Development
Manager
Family Children &
Young People
Mary Sayers
Manager Information
Technology
Duncan Kelly
Manager
Leisure & Community
Inclusion
Paul Reading
Manager
Community Cultural
Development
Catherine Rinaudo
Manager
Organisation Improvement
Brad Wynter
Director
Governance & Economic
Development
Neill Hocking
Manager
Sustainability Planning
Kristen Jackson
Manager
Health Access & Bushfire
Recovery
Neville Kurth
Page | 41
Manager
Infrastructure
Peter Ali
Manager
Parks & Open Space
Bruce Schroder
Manager
Civic Administration
Michael Tonta
Manager
Local Laws
Wayne Bullock
Team Leader Procurement
Manager
Major Projects
Nick Mazzarella
Manager
Engineering & Transportation
Services
(Acting)
Michael Lamers
Manager PRACC
James Mavros
Manager
Strategic Planning & Design
George Saisanas
Manager
Organisation Planning
Tracey Mallett
Director
Infrastructure &
Technology
Greg Scott
Manager
Development Engineering
Irena Krsteska
Pop-Stefanova
Manager
Human Resources Operations
Yvette Reardon
Manager People & Culture
Joel Edmondson
City of Whittlesea Annual Report 2013–2014
COUNCIL EMPLOYEES
Staff Profile
As at 30 June 2014, the Whittlesea City Council employed 1056 permanent full-time, parttime and casual staff (equivalent full time – 752); an overall growth of 4.04% from the
previous financial year. This is the second consecutive year of slowing growth in employee
numbers.
There has been an increase in part-time employment in the past year, with part-time
employees now outnumbering full-time. At the end of the 2014 financial year, 48.67% of our
permanent workforce was part-time (514 employees) compared to 48.30% full-time (510)
and 3.03% casual (32). Positions which typically attract part-time staff include Home Carers
and School Crossing Supervisors.
The breakdown into Directorate, category of staff and gender is provided in the table below,
including summary from the previous financial year and growth percentages.
Employment by Directorate and Gender
Full-time
Part-time
Casual
All positions
Female
Male
Total
Female
Male
Total
Female
Male
Total
Female
Male
Total
Executive
Services
9
6
15
8
0
8
0
1
1
17
7
24
Finance &
Organisation
Improvement
22
28
50
13
2
15
0
0
0
35
30
65
Planning and
Development
40
49
89
24
4
28
0
1
1
64
54
118
Community
Services
82
19
101
237
20
257
20
1
21
339
40
379
Infrastructure &
Technology
31
154
185
16
4
20
0
1
1
47
159
206
Governance &
Economic
Development
26
30
56
108
73
181
4
4
8
138
107
245
Advocacy &
Communications
8
6
14
4
1
5
0
0
0
12
7
19
Totals 2014
218
292
510
410
104
514
24
8
32
652
404
1056
Totals 2013
219
279
498
381
101
482
29
6
35
629
386
1015
% Growth
-0.05%
4.66%
2.41%
7.61%
2.97%
6.64%
-17.2%
33.3%
-8.57%
3.66%
4.66%
4.04%
Page | 42
City of Whittlesea Annual Report 2013-2014
Gender by Directorate
400
Number of Employees
350
300
250
200
150
100
50
0
Executive
Services
Finance &
Organisation
Improvement
Planning &
Major Projects
Community
Services
Infrastructure &
Development
Governance &
Economic
Development
Advocacy &
Communication
s
Female
17
35
64
Male
7
30
54
339
47
138
12
40
159
107
7
Directorate
Total Employees by Directorate
Executive Services
2%
2% 6%
23%
11%
Finance & Organisation
Improvement
Planning & Major Projects
Community Services
Infrastructure & Development
20%
36%
Governance & Economic
Development
Advocacy & Communications
Page 43
City of Whittlesea Annual Report 2013-2014
Industrial Relations
Negotiations for the 2014 City of Whittlesea Enterprise Agreement commenced in mid-March
2014. Through fair bargaining with all parties, the City of Whittlesea is seeking to ensure that
Council is well positioned to meet the future needs of our community and continue to provide
good working conditions to all employees in a growth environment.
The new Agreement which is expected to be finalised in the second half of 2014 will form the
terms and conditions of employment for all employees.
Organisational Structural Changes
Customer Centric Organisation
In June 2013, a decision was made to centralise the delivery of a range of services. This
decision was in response to listening to our customers and acting to improve their customer
experience by:

Providing customers with one contact point for general enquiries

Streamlining the delivery of customer service
An extensive consultation process was carried out, which involved 49 group and
57 individual consultation sessions. Recruitment of Customer Service Coordinators and
Customer Service Officers has been finalised and training will commence in the second half
of 2014.
People and Culture
The People and Culture Department was created to implement actions arising from the 2013
organisational culture survey, and to provide an ongoing organisation development/Human
Resource strategy function. The department is comprised of existing learning and
development resources, change management staff from Organisation Improvement,
administration support, and two new full time positions in Talent Management. Talent
Management staff will be predominantly focused on helping to create a high-performance
culture, continuously improving the coaching skills of supervisors across the organisation.
Recruitment
In the last 12 months Council has had a total of 149 staff commence work with us. Of this
93 vacancies were filled through external and internal recruitment, which was a reduction on
previous years, consistent with a slowdown in the economy, budget constraints and a lower
turnover of staff across the organisation. In addition, we employed 26 new School Crossing
Supervisors, 3 new Home Care Workers, 69 fixed term staff and 28 Casuals.
Vacancies in the areas of project management, planning and engineering have proven
slightly more difficult to attract, however in a market of rising unemployment staff are
preferring to remain in their current role. Despite this we attracted 2685 job applications for
externally advertised jobs, which was an average of 29 per vacancy, with the highest being
196 applications for a part time administration role.
Aboriginal Employment Strategy
Council adopted a new Aboriginal Employment Strategy in the latter part of 2013. This
incorporated the recruitment of an Aboriginal Employment Officer to liaise and facilitate
employment opportunities for the local Aboriginal & Torres Strait Islander community.
The aim is to achieve a target of 1.5% Aboriginal and Torres Strait Islander staff employed by
Council by 2017. Two Aboriginal Trainees were employed in the outdoor workforce and
another three positions are proposed for the later part of 2014. We are also planning for a
number of work experience placements and a proposal for a scholarship scheme is being
developed.
Page 44
City of Whittlesea Annual Report 2013-2014
Employment Pathways Program
We continue to grow and conduct a range of pre-employment and employment transition
programs via our Employment Pathways Program, which includes:
Work Ready – a work experience program for refugees and migrants, which incorporated
nine placements last year and 52 placements since the commencement of the program 3.5
years ago
Traineeship – a 12 month work and study program incorporating seven placements last year,
and 39 placements in the past five years. Twenty one of those trainees have been employed
in some capacity with Council following successful completion of their traineeship and
Certificate 3 in Business qualification). During the period Council employed two (of the seven
total) Aboriginal trainees in the Infrastructure and Parks & Open Space areas.
Disability – work experience and employment for people with disability, incorporating one
person with a disability, employed at council for three years and was recently made
permanent, and one other person was employed on work experience.
Work Experience – a secondary school 1-2 week work experience program, where 21
secondary school students were placed in a variety of departments across Council.
School based Apprenticeship – practical work experience while studying and attending
school (one student was placed at the Epping Depot).
Tertiary Placement - Five university students were offered work experience in Planning and
Building roles.
Turnover
Voluntary staff turnover continued the downward trend and reduced to 5.66%, down on last
year’s figure of 5.99% and is now at the lowest level since City of Whittlesea started
recording these statistics 14 years ago. For five of the past six years, voluntary turnover has
been less than 7.50%, which is below the industry average.
Comparative Voluntary Staff Turnover - Organisation
18.00%
16.00%
14.00%
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
2000/ 2001/ 2002/ 2003/ 2004/ 2005/ 2006/ 2007/ 2008/ 2009/ 2010/ 2011/ 2012/ 2013/
01
02
03
04
05
06
07
08
09
10
11
12
13
14
Turnover 17.13% 14.25% 8.07% 12.36% 12.05% 10.19% 11.40% 8.60% 7.10% 9.05% 6.54% 6.88% 5.99% 5.66%
Page 45
City of Whittlesea Annual Report 2013-2014
Workforce analysis
A total of 571 employees (54.07%) now reside in the local municipality (down from 54.88%
the previous year), with a further 300 employees (28.41%) residing in adjoining
Municipalities.
Learning and Development (L&D)
Developing and maintaining a highly skilled workforce continues to be an important strategic
objective for the City of Whittlesea.
Some of the Corporate L&D activities undertaken in 2013/14 were:

Difficult conversations (for Managers)

Family Violence Workplace Support Training

Recruitment and Selection Skills Training
Support for accredited training opportunities included:

Diploma of Project Management

Graduate Diploma of Community Sector Management
The Corporate L&D budget also funded the delivery of compliance training via the online
learning management system (LMS).
The City of Whittlesea continues to support staff undertaking relevant tertiary education
courses to gain qualifications through our Study Assistance Program. In June 2013/14, the
Corporate L&D team became part of the new People and Culture department, so as to focus
its efforts for the next two years on supporting culture change activities identified in the
organisational culture survey.
Family Violence
City of Whittlesea acknowledges that violence in the workplace and in the community in all
forms is unacceptable and will not be tolerated. Council is strongly committed to providing
support to employees affected by family violence through the implementation of its Family
Violence Workplace Support Policy. Council continues to be recognised as the leader in
best practice for family violence support.
Council has sixteen fully trained Family Violence Workplace Support Contact Officers that
provide cross-organisational support and act as a referral point for employees experiencing
family violence. A training program has also been implemented for all managers and team
leaders to further help support employees. We are proud to be the only organisation to
implement the Contact Officer initiative and endeavour to be a positive role model for other
organisations.
Page 46
City of Whittlesea Annual Report 2013-2014
VICTORIAN LOCAL GOVERNMENT PERFORMANCE INDICATORS
The Minister for Local Government under the authority of the Local Government Act 1989
requires every Council to present a report on the following indicators:
Category
Indicator
Overall performance
2012/13
2013/14
Community Satisfaction Rating for overall
performance generally for Council (Indexed
mean)
65
62
Advocacy
Community Satisfaction Rating for Council’s
Advocacy and Community Representation
on key local issues
56
55
Engagement
Community Satisfaction Rating for Council’s
Engagement in Decision Making on key
local issues
59
60
All rates
Average rates and charges per assessment
$1,504
$1,568
Residential rates
Average rates and charges per residential
assessment
$1,220
$1,284
Operating costs
Average operating expenditure per
assessment
$2,442
$2,337
Capital expenditure
Average capital expenditure per
assessment
$284
$552
Infrastructure
Ratio of current spending on
renewal of existing infrastructure
which returns the service potential
life of the asset up to that which
originally to the AAAC*.
83
70
88
79
$938
$883
$1,282
$1,608
capital
assets
or the
it had
Totalled for each and every infrastructure
asset to give one ratio.
Infrastructure
Ratio of current spending on capital
renewal of existing infrastructure assets
which returns the service potential or the
life of the asset up to that which it had
originally plus current spending on
maintenance to AAAC*, plus all anticipated
planned and unplanned maintenance (that
is, the expected level of maintenance which
was used in the calculation of the useful life
of the asset) divided by useful life; and
totalled for each and every infrastructure
asset to give one ratio.
*The Average Annual Asset Consumption
(AAAC) is the amount of a local
government’s asset base consumed during
a year based on the current replacement
cost ‘as new’ divided by useful life.
Debts
Average liabilities per assessment
Operating result
Operating result per assessment
Page 47
City of Whittlesea Annual Report 2013-2014
CORPORATE GOVERNANCE
Chief Executive Officer and delegations
The Chief Executive Officer (CEO), David Turnbull, is the only member of staff directly
appointed by and responsible to Council. The CEO’s performance is reviewed annually by
Council.
The CEO implements Council decisions, ensures Council achieves its Council Plan
objectives and manages the day-to-day operations of the organisation.
To carry out his role, the CEO has extensive delegated powers from Council including the
power to award contracts for goods and services up to the value of $150,000 and contracts
for building and construction works up to the value $200,000.
Senior Officers
A Senior Officer of Council is defined as the CEO or any officer of Council who has
management responsibilities and reports directly to the CEO or any other member of Council
staff whose total annual remuneration exceeds $133,000.
Senior Officers are employed under contract up to a maximum of five years and details of the
remuneration of Senior Officers are available for public inspection. As at 30 June, 2014,
Council employed 35 Senior Officers who received total remuneration of $6,401,818 in 201314 compared to $5,609,000 in 2012-13.
Compliance with Legislation
Council is responsible for administering over 40 Acts and Regulations and is required to
report its compliance with some of this legislation in the Annual Report. This section presents
this additional statutory information.
Country Fire Authority Act 1958
The Municipal Fire Management Plan 2012 – 2015 (the Plan) has been developed to replace
the Municipal Fire Prevention Risk Management Strategy 2011 - 2014. The Plan was
developed by the Municipal Fire Management Planning Committee (MFMPC) which was
formed under the auspice of the Emergency Management Planning Committee on the
recommendations of the 2009 Victorian Bushfires Royal Commission.
An MFMPC exists with a membership comprising of representatives of Council, Fire
Services, government departments and authorities and semi-government authorities (utility
service providers) with infrastructure and/or land holdings in the municipality.
The Plan brings together the fire response, prevention and works / maintenance strategies of
all stakeholders. Those strategies contain the provisions identifying areas, buildings and
land use in the municipality that are at a particular risk in case of fires, and bring together the
responsibilities of stakeholders in identifying and treating those risks.
Each year, Council’s fire prevention officers undertake a fire hazards identification and
prevention program and fines for non-compliance of fire hazards removal under the
Metropolitan Fire Brigade and Country Fire Authority Acts are issued. The works undertaken
in this program are a significant factor in the protection of residential properties in the urban
growth area.
Last season saw the implementation of Urban interface buffers of 35 metres as a trial with
the four major growth corridor Councils, being Wyndham, Melton, Hume and Whittlesea.
This trial was a success and the measures are now being implemented state-wide. Council’s
fire prevention team work with developers, landowners and the fire service authorities to
achieve the urban interface buffer.
Page 48
City of Whittlesea Annual Report 2013-2014
Disability Act 2006
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 Disability Action Plan 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 2013-2014, major achievements included:

support of the establishment of a respite facility in Epping North;

Council resolution to lease land in South Morang to Scope Victoria to establish a second
respite facility in the municipality;

extensive audits of the accessibility of all Council buildings and development of priority
recommendations for upgrades;

effective advocacy regarding accessibility of public transport;

partnership with the National Disability Recruitment Coordinator to review and enhance
Council’s recruitment and employment practices of people with disability; and

resourcing of the active 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 Respite Consortium, Employment Working Group, Hospital Issues
Working Group, Accessible Parking and Transport Working Group.
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 Animals Act 1994
Council complies with the Domestic Animals Act 1994 through the 2013-2017 Domestic
Animal Management Plan (t
he Plan).
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:



Page 49
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;
City of Whittlesea Annual Report 2013-2014






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; and
ensuring that Animal Management Officers are kept informed and accredited with
industry standards by attend regular Seminars, Workshops and relevant Training
courses etc.
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.
Page 50
City of Whittlesea Annual Report 2013-2014
The following are some of the key indicators in relation to the Domestic Animal
Management Plan:
Key Performance Indicators (Indicative)
2012/13
2013/14
Dog Registration:*
21,046
21,180
Cat Registration:*
5,852
5,972
-
2,232
918
1,247
100%
100%
201
294
Cat Complaints Investigated:
1,148
919
Cat Trapping Programs (requests received/conducted)
223/86
391/198
61
86
Number of Dogs Impounded/surrendered
1691
1555
Dog Reclaim Rate: (% total dogs reclaimed /total dogs
impounded p.a.)
65%
68%
Dog Rehousing rate: (% total dogs rehoused / total dogs
impounded p.a.)
20%
20%
Dog Euthanasia Rate (% total dogs euthanized / total dogs
impounded p.a.)
12%
10%
Number of Cats Impounded/surrendered
1,397
1,541
Cat Reclaim Rate: (% total cats reclaimed / total cats
impounded p.a.)
5%
6%
Cat Rehousing Rate: (% total cats rehoused / total cats
impounded p.a.)
38%
49%
Cat Euthanasia Rate (% total cats euthanized / total cats
impounded p.a.)
35%
42%
100%
100%
100%
100%
100%
100%
Proactive Property Inspection for New Animal Registration
within new Estates(introduced January 2014)
Registration Renewal Follow-ups
Enforcement Success
Barking Dog Complaints received
Reported Alleged Dog Attacks Investigated:
Declared Dog/Dangerous Dog Compliance Rates: (Number
declared/guard / Number of audits p.a.)
Declared Restricted Breed Dog Compliance Rates: (Number
declared / Number of audits p.a.)
Domestic Animal Business Compliance Rates: (Number
registered business/Number of audits p.a.)
*Animal Registration figures rise and fall during the year due to reduction via
deceased/departed and increasing via the receipt of new registrations
Page 51
City of Whittlesea Annual Report 2013-2014
Information Privacy Act 2000
Council is committed to the responsible collection and handling of personal information.
Council’s Information Privacy Policy clearly expresses its approach to the management of
personal and health information and demonstrates the commitment to the privacy principles
outlined in the Information Privacy Act 2000 and the Health Records Act 2001.
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.
Freedom of Information Act 1982
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 (FOI) 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 the 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.
Page 52
City of Whittlesea Annual Report 2013-2014
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:
2010/2011
2011/2012
2012/2013
2013/2014
Total number of requests
12
17
14
9
Access granted in full
11
12
4
2
Access granted in part
Nil
4
7
3
1
Nil
Nil
4
Nil
1
3
0
Number of internal reviews sought
1
1
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
$262
$414
$644
$615
Other: eg. withdrawn or lapsed
Access denied in full
Total fees and charges collected
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:Description and Location of Documents
Whether Available for
Inspection or Purchase
Various Information Brochures on Council Services are available
No charge
Building Services
Copies of building plans –
Domestic
Commercial
Building Permit details, Notices & Orders, Property information
relating Regulations 802 & 803
$80.00
$145.00 +$8.00 per sheet copy
$47.60 (Statutory fee)
Civic Administration
Freedom of Information Explanatory Notes and Application
Procedure
No charge
Manual of Council Policies
Available for Inspection
City of Whittlesea Community Directory
Available on website
City of Whittlesea Annual Report
No charge
Register of Dog and Cat Ownership
Available for Inspection
Community Services
City of Whittlesea - Disability Action Plan 2013-2016
No charge
City of Whittlesea - Multicultural Plan
No charge
City of Whittlesea Municipal Public Health and Wellbeing Plan
2013 – 2017 (incorporated in the Council Plan)
No charge
City of Whittlesea – Social and Affordable Housing Strategy
Available on website
Page 53
City of Whittlesea Annual Report 2013-2014
Description and Location of Documents
Whether Available for
Inspection or Purchase
Register of Premises registered under the Public Health and
Wellbeing Act
Available for Inspection
Municipal Lifelong Learning Strategy & Action Plan
Available on website
Human Services Needs Analysis
Available on website
Reconciliation Action Plan
Available on website
Community Garden Guidelines
Available on website
Recreation Strategy 2012-2017
Available on website
Development Engineering
City of Whittlesea - Development Guidelines
Available on website
Standard Civil Works Specifications
Available on website
Standard Drawings
Available on website
Engineering Services
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
Bicycle Network Plan (2005)
No Charge
Road Safety Strategy (2004)
No Charge
Family, Children and Young People
Connect: A Municipal Plan for Children, Young People and their
Families in the City of Whittlesea 2013 to 2018
Available on website
YouthPlan2030
Available on website
Finance and Organisation Improvement
Council Annual Budget and Operating Statement
No charge
‘Shaping Our Future’ Council Plan 2013-17
No charge
Statement of Financial Position and Notes to the Financial
Statements
No charge
Strategic Resource Plan
Available on website or Inspection
Economic Development
City of Whittlesea Business Newsletter
No charge
City of Whittlesea Tourism Strategy 2014-2019
No charge
Parks & Open Space
City of Whittlesea Open Space Strategy
Available on website
Whittlesea Township Streetscape Masterplan
Available on website
Page 54
City of Whittlesea Annual Report 2013-2014
Whether Available for
Inspection or Purchase
Description and Location of Documents
Established Areas Planning
Housing Diversity Strategy (2014) (EAP)
$50.00
Epping Central Structure Plan (2011)
$50.00
Epping Central Structure Plan Background Report
$50.00
Thomastown Lalor Masterplan (2011)
$50.00
Urban Character Assessment Report
$100.00
Whittlesea Planning Scheme (and amendments prepared from
time to time)
Available for Inspection
Strategic Planning & Design
Cooper Street Precinct Strategy
$10.00
Cooper Street Employment Area Documentation
Electronic copies available
Development
Residential)
Contributions
Policy
(Residential
and
Non
No charge
Epping Bulge Position Statement
No charge
Epping North, Market and Demographic Analysis
$5.00
Epping North, Social Needs Assessment Issues Paper
$5.00
Epping North Strategic Plan
$10.00
General Plan – City of Whittlesea
$20.00
General Plan Background Issues
$30.00
Local Structure Plans (LSP)
$10.00
LSP Brochures for Precincts: South Morang, Epping North,
Mernda, Doreen and Whittlesea
No charge
Municipal Strategic Statement (Council Approved)
No charge
$20.00 colour
Overall Development Plans (O.D.P.)/Development Plans (DP)
$10.00
Panel Report (Planning Scheme)
$10 for whole report
Rural Review
$40.00
Rural Review Brochure
No charge
Rural Land Character Areas – Siting, Use and Development
Guidelines
No charge
Subdivision Design – Requirements and Site Analysis Procedure
Guidelines
No charge
Sustainability Planning
Environmental Sustainability Strategy 2012-2022
$22 or available free on website
Epping North Flora and Fauna
$5.00 black & white
$20.00 colour
List of Plants Indigenous to the City of Whittlesea
No charge and available on
website
Resilience and Emergency Management
Municipal Emergency Management Plan
Page 55
Available for inspection
City of Whittlesea Annual Report 2013-2014
Description and Location of Documents
Whether Available for
Inspection or Purchase
Municipal Fire Prevention Plan
Available for inspection
Documents Available under the Local Government Act 1989
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 5.00pm.
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
Available for inspection at Council Offices.
Section 76C(6)
Code of Conduct for
Councillors
Available for inspection at Council Offices.
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.
Available for inspection at Council Offices.
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); and
General Municipal Law (No. 1
of 2008)
Current Local Laws are published on Council’s
website.
Community Plan
Available on Council’s website
The Community Plan is also available for
inspection at Council Offices.
Section 125(11)
Page 56
Current Local laws are also available for
inspection or purchase at the Council Offices.
City of Whittlesea Annual Report 2013-2014
Legislative
Provision
Document
How to access the document
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 131(11)
Annual Report
Available on Council’s website.
The current Annual Report is also available for
inspection at Council Offices.
Section 131(12)
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
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 2004
Legislative
Provision
Document
How to access the document
Regulation 11(a)
Allowances fixed for the Mayor
and Councillors
Available for inspection at Council Offices.
Regulation 11(b)
Details of total remuneration
packages of Senior Officers of
the Council for the current
financial year and the previous
year
Available for inspection at Council Offices.
Regulation 11(c)
Details of overseas or
interstate travel undertaken in
an official capacity by
Councillors and members of
Council staff in the previous
12 months
Available for inspection at Council Offices.
Regulation 11(d)
Names of Council officers who
were required to submit a
return of interest during the
financial year, and the dates
the returns were submitted
Available for inspection at Council Offices.
Regulation 11(e)
Names of Councillors who
submitted returns of interest
during the financial year, and
the dates the returns were
submitted
Available for inspection at Council Offices.
Page 57
City of Whittlesea Annual Report 2013-2014
Legislative
Provision
Document
How to access the document
Agendas for Council meetings are published on
the Council’s website the Monday morning
before each Council meeting.
Regulation 11(f)
Agendas and minutes of
Council meetings, held during
the previous 12 months
Minutes of Council meetings held during the
previous 12 months are published on Council’s
website.
Archived Minutes for meetings held prior to the
previous 12 months can also be inspected at
Council Offices or by calling 9217 2294.
Regulation 11(g)
List of Special Committees
established by Council and
their purpose
Council does not currently have any Special
Committees.
Regulation 11(h)
List of Special Committees
abolished by Council or which
ceased to function during the
financial year
Council does not currently have any Special
Committees.
Regulation 11(i)
Minutes of meetings of Special
Committees held during
previous 12 months
Council does not currently have any Special
Committees.
Regulation 11(j)
Register of Delegations to
Special Committees and to
members of Council staff –
including date of last review
Available for inspection at Council Offices.
Regulation 11(k)
Submissions received under
section 223 of the Local
Government Act during the
previous 12 months
Available for inspection at Council Offices.
Regulation 11(l)
Agreements to establish
Regional Libraries
Available for inspection at Council Offices.
Regulation 11(m)
Details of all property, finance
and operating leases involving
land, buildings, plant,
computer equipment and
vehicles entered into by the
Council as lessor or lessee
including the name of the other
party to the lease and the
terms and the value of the
lease
Available for inspection at Council Offices.
Regulation 11(n)
Register of Authorised Officers
appointed under section 224 of
the Local Government Act
1989
Available for inspection at Council Offices.
Regulation 11(o)
A list of donations and grants
made by the Council during
the financial year, including the
names of persons or bodies
which have received a
donation or grant and the
amount of each donation or
grant.
Details of donations and grants made by Council
are published in Council’s Annual Report which
is published on Council’s website or available for
inspection at Council Offices.
Page 58
City of Whittlesea Annual Report 2013-2014
Legislative
Provision
Document
How to access the document
Regulation 11(p)
A list of the names of the
organisations of which the
Council was a member during
the financial year and details of
all membership fees and other
amounts and services
provided during that year to
each organisation by the
Council.
Available for inspection at the Council Offices.
Regulation 11(q)
A list of contracts valued at
$150,000 or more for the
purchase of goods and
services and $200,000 or more
for the carrying out of works
which Council entered into
during the year without first
engaging in a competitive
process and which are not
otherwise exempt under the
section 186 of Local
Government Act 1989.
Available for inspection at the Council Offices.
Protected Disclosure Act 2012
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; or
 'specified conduct' constituting a criminal offence, or constituting reasonable grounds for
dismissing the Councillor or officer engaged in that conduct.
'Specified conduct' is conduct:
 of any person that adversely affects the honest performance by a public officer or public
body of their functions; or
 of a public officer or public body that constitutes or involves the dishonest performance of
their functions; or
 of a public officer or public body that constitutes or involves knowingly or recklessly
breaching public trust; or
 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; or
 that would constitute a conspiracy or an attempt to engage in any conduct referred to
above; or
 of a public officer or public body in their capacity as public officer or public body that:
◦ involves substantial mismanagement of public resources; or
◦ Involves substantial risk to public health and safety, or to the environment.
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)
Page 59
City of Whittlesea Annual Report 2013-2014
To make a disclosure or report detrimental action, call Council’s Protected Disclosure
Coordinator on 9217 2376.
Victorian Carers Recognition Act 2012
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 18,000 hours of services specifically targeting the support of
carers;
 Council resolved to lease land to Scope Victoria to enable the establishment of an
additional respite care facility in the municipality for people with disabilities and their
carers;
 Council providing training on how to implement care relationship principles to Council
staff, particularly to staff involved in direct service delivery to residents in caring roles;
 Council supported the caring role by offering concessions to holders of the Carer Card in
a number of Council provided services and program;
 Council surveyed groups of carers to understand how Council programs and services
can better respond to their needs;
 Based on results of carer surveys, Council is currently implementing new models of
Respite Care and new Carer support programs;
 Council continues to advocate strongly for the provision of addition respite care services
to support residents who are in care relationships with people who have disabilities and
other high support needs; and
 As an employer, Council has a number of carer friendly arrangements to support Council
staff who are in a care relationship.
Equal Employment Opportunity (EEO)
Whittlesea is committed to providing a workplace free from all forms of discrimination,
harassment and continues to promote equality of opportunity for all employees consistent
with the principles of merit-based recruitment and selection, employment conditions, benefits
and training and promotion.
Training for all staff on EEO continues to be a key initiative. All new employees receive
training for discrimination and harassment as part of the induction process as well as being
required to complete a range of online learning modules. Over the last year, EEO training
has continued to be a focus for managers, team leaders and supervisors. As part of the
regular review process, policies for EEO, Prevention of Bullying in the Workplace and EEO &
Bullying Complaints Resolution Policies and Procedures have been updated and
communicated to all employees.
Sexual Harassment and Discrimination
Whittlesea acknowledges that sexual harassment, discrimination and workplace bullying are
unlawful and it will not knowingly permit the occurrence or continuation of such actions within
Council’s organisation.
Our principles are set out in policy and are also spelt out in our ‘Code of Conduct for Staff
and Others’ and reinforced on commencement of employment through the induction
program. A mix of on-line and face to face training is provided to staff and managers as part
of our whole-of-Council Statutory Compliance program.
Page 60
City of Whittlesea Annual Report 2013-2014
Local Government Improvement Incentive Program
National Competition Policy Compliance: 2013-2014
Certification by Chief Executive Officer
Whittlesea City Council has complied with the requirements of the National Competition Policy
(NCP) for the period 1 July 2013 to 30 June 2014, 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 Compliance
State whether the Council is compliant or non-compliant.
If non-compliant, justify or cite actions to redress.
Compliant
B. Local Laws Compliance
Compliant
State whether the Council is compliant or non-compliant.
List any local laws made or remade during 2013-14
which impose a restriction on competition:
C. Competitive Neutrality Compliance
No changes were made to the
City of Whittlesea General
Municipal Law (No. 1 of 2008).
No changes were made to the
Procedural Matters Local Law
(No.1 of 2012).
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; and
b) this statement presents fairly the Council’s implementation of the National Competition
Policy.
Signed:
David Turnbull
Chief Executive Officer
Date:
Page 61
30 June 2014
City of Whittlesea Annual Report 2013-2014
Audit & Risk Committee
Role of the Audit & Risk Committee
The Audit & Risk Committee is an independent advisory committee. Its purpose is to advise
Council in fulfilling its oversight 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 & Risk Committee is a fundamental component of a good corporate
governance structure. Council’s Audit & Risk Committee is independent from management
and free from any undue influence. Members of the Audit & Risk Committee 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 decisionmaking by Council.
Membership
The Audit & Risk Committee comprises five members – two Councillors and three
independent persons. The Audit & 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 & Risk Committee during the reporting period 1 July 2013 to 30
June 2014 consisted of:
Committee Member
Appointment Date
Mr Michael Said (Chairperson from February 2011)
Re-appointed 1 October 2013
Mr Michael Ulbrick
Re-appointed 1 October 2013
Mr Homi Burjorjee
Re-appointed 1 October 2013
Councillor Stevan Kozmevski
Re-appointed 1 January 2014
Councillor Ricky Kirkham
Re-appointed 1 January 2014
Council’s Chief Executive Officer, Director Finance & Organisation Improvement, Manager
Financial Services 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 & Risk Committee met on five occasions during 2013-2014.
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
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City of Whittlesea Annual Report 2013-2014
Audit & 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 & Risk Committee Charter. Annually the Committee
confirms it has met its requirements in accordance with the Charter.
Internal Audit
The City of Whittlesea Audit & 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 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 & Risk Committee for review, updated annually and
recommended to Council for approval.
Council’s current Internal Auditors are PricewaterhouseCoopers (PwC), who have extensive
experience in the Local Government sector. Following an extensive public tender process,
PwC were reappointed by Council in April 2013 for a three year term, commencing 1 July
2013.
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. Specifically, internal audit scoped and reported on the
following during the year:

Facilities Maintenance - The purpose of this review was to consider the processes and
controls in relation to the maintenance of selected Council facilities, with a particular
focus on the verification of, and payment for, maintenance work performed by third party
contractors.

Thomastown Recreation & Aquatic Centre (TRAC) Contract Management – This review
considered Council’s approach to manage the service provider’s contract for services in
relation to the TRAC, with a focus on contract reporting obligations.

New Works – Scope and Variation Management – This review considered Council’s
processes and controls in place for the management of scope and variations for New
Works projects. The focus was on processes for project variations, disciplined application
of procedures, and associated financial monitoring and reporting.

Employee Termination Processes - The purpose of this project was to review the
processes and controls in place for the management and administration of employee
terminations.

Building Inspections – This review considered Council’s framework for the identification of
high risk, significant buildings and inspection of essential safety measures (ESMs).
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’s Office (VAGO) is Council's External Auditor and is appointed
to conduct the interim and final annual audits and issue certification of Council's Annual
Financial Report and Performance Report.
The Audit & Risk Committee reviews the final draft set of Financial Statements, including a
presentation from VAGO on the results of the interim and end of year external audit
processes, and recommends adoption of the annual financial report 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.
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City of Whittlesea Annual Report 2013-2014
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 25 reviews were completed, with significant reviews including:
 An examination of Council’s Community Development Grants Acquittals process.
 A review of the implementation of contract requirements (for a selected contract).
 A review of the use and expenditure on Council Purchasing Cards.
 An examination of Tender Evaluation processes.
 Quarterly reviews of payroll processes.
 A review of how interstate and overseas travel is monitored and recorded.
 A review of the use of Council supplied mobile phones.
 An examination of the effectiveness of Council’s Purchase Order and Financial
Delegations system.
 A review of the controls and processes in place at Plenty Ranges Arts & Convention
Centre (PRACC) in relation to financial management.
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 Draft 2012-2013 Financial Statements.
 Review of Outstanding Internal Audit Action items.
 Councillor Discretionary Funds - Local Government Investigations and Compliance
Inspectorate Investigation.
 Local Government Victoria Performance Reporting Framework.
 Management responses to VAGO Performance Audits.
 Special Operational Reviews undertaken by Council officers as regular or one-off internal
investigations.
Reporting To Council
After every Audit & 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.
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City of Whittlesea Annual Report 2013-2014
Councillors’ Allowances
The Minister for Local Government approved an adjustment to Mayoral and Councillor
allowances from 24 December, 2013, where allowances increased by 2.5%.
The current Mayoral and Councillor allowance includes an amount equivalent to the
superannuation guarantee (currently 9.25%).
Mayoral allowance:
$96,013 per annum.
The Mayor is provided with an office, administrative support
and a motor vehicle.
Councillor allowance:
$30,059.04 per annum.
Council Meetings
Ordinary Council meetings are 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 press and on Council’s
website and copies of agenda and minutes are available on Council’s website and at local
libraries.
For the period 1 July 2013 to 30 June 2014, fifteen ordinary Council meetings, two special
Council meetings and 30 Councillor Forums were held. Councillor 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 2 July 2013 to adopt the 2013/14 Budget and 6 November 2013 to elect the Mayor.
Council Meeting Attendance for Period 1 July 2013 to 30 June 2014
COUNCILLOR
ORDINARY SPECIAL
FORUM
MEETINGS MEETINGS MEETINGS
TOTAL MEETINGS HELD 15
2
30
Cr Mary Lalios (Mayor)
11
2
20
Cr Sam Alessi
15
2
26
Cr Ken Harris
14
2
30
Cr Norm Kelly
12
2
24
Cr Nicola Davis #
10
2
23
Cr Ricky Kirkham
14
2
25
Cr Rex Griffin
14
2
25
Cr Christine Stow #
2
1
2
Cr Stevan Kozmevski
15
2
30
Cr Kris Pavlidis
10
2
16
Cr Darryl Sinclair
15
2
28
Cr Adrian Spinelli
12
2
22
# On 16 May 2014, the Victorian Electoral Commission conducted a countback in the North Ward to fill
the extraordinary vacancy that occurred after the passing of Cr Nicola Davis. After redistribution of
preferences, Christine Stow was the successful candidate and was declared elected and was sworn in
as a Councillor on 22 May 2014.
Page | 65
City of Whittlesea Annual Report 2013–2014
Public Consultation
Councillors attended many community meetings on various matters to hear the views of the
community and to inform Council’s decision-making processes.
Formal written submissions from the public were invited on ten Council proposals and a total
of 13 submissions were received and considered by Council on these proposals before a
decision was made.
PROPOSAL
COMMITTEE MEMBERSHIP
Road Discontinuance – Waterwheel Grove,
Mernda
North Ward Councillors
Council Budget 2014-2015
Cr Lalios, Cr Kozmevski, Cr Kirkham and
Cr Spinelli
Land Exchange-Findon Rd-855W Plenty Road,
South Morang
South West Ward Councillors
Telecommunication Lease – 145T Epping Road,
Epping
South West Ward Councillors
2014 Review of the 2013-2017 Council Plan
Cr Lalios, Cr Kozmevski and Cr Pavlidis
Lease- Arilla Retirement Village
North Ward Councillors
Lease – Energy Australia – 35A Ferres Boulevard
South Morang
South East Ward Councillors
Proposed Declaration of Public Highway – 328-338
McKimmies Road Mill Park
South East Ward Councillors
Lease Lalor Bowling Club Lalor Recreation
Reserve
South West Ward Councillors
Exchange of Land 32W and 38 Warrenwood Place
Bundoora
South East Ward Councillors
Page 66
City of Whittlesea Annual Report 2013–2014
Council Representation on Committees
Councillors represent Council on many external organisations that assist Council and the
community to provide services within the municipality.
Appointment of Councillor Representatives to external organisations and committees was
made at the Council meeting held on 19 November 2013. Appointments are effective to 18
November 2014 being the first Council meeting following the Statutory Council meeting held
to elect a new Mayor.
ORGANISATION/COMMITTEE
COUNCILLOR
REPRESENTATIVE
Australian Local Government Women’s Association (ALGWA) (External)
Cr Lalios
ALGWA is the peak body representing the interests of women in Local
Government across Australia. The Association seeks to assist in furthering
women's knowledge, understanding and participation in the function of Local
Government. Membership is open to all interested in supporting and
encouraging women’s participation in Local Government.
Membership
includes Councillors, Local Government Officers, former Councillors, Councils
and intending Local Government candidates.
Barry Road Community Activity Centre Committee of Management
(External)
Cr Kozmevski
The committee of management manages the Barry Road Community Activity
Centre.
Bundoora Indoor Netball & Sport Centre Board (External)
Cr Kelly
The Board manages the operation of the Bundoora Indoor Netball and Sport
Centre.
Cr Sinclair
City of Whittlesea Arts Cultural and Sporting Grants Program for Young
People (Internal)
Cr Stow
Cr Kelly
Cr Kirkham
Cr Kozmevski
Cr Pavlidis
Cr Sinclair
Cr Spinelli
The Grants Program provides funding to young residents of the City of
Whittlesea to enable them to develop their cultural and sporting endeavours
and to increase participation in sporting and cultural activities.
This Advisory Committee of Councillors considers applications and makes
recommendations to the Council Officer delegate on the amount to be
awarded based on the Program’s guidelines.
City of Whittlesea Australia Day Committee (Internal)
Cr Lalios
This Committee represents a cross-section of the community to promote and
administer the City of Whittlesea Australia Day Awards.
Cr Griffin
City of Whittlesea Responsible Gaming Forum (External)
No delegate
appointed
The Group monitors potential changes in the broader controls that regulate the
operation of gaming venues.
Darebin Creek Management Committee (External)
Cr Stow
This Committee provides a holistic approach to the management of the
Darebin Creek and its catchment through the provision of technical advice and
support to councils and other agencies.
The committee also undertakes individual projects that benefit the local
community by promoting environmental awareness through councils, schools
and the wider community.
Epping Community Activity Centre Committee of Management (External)
The committee of management manages the Epping Community Activity
Centre.
Page 67
Cr Harris
City of Whittlesea Annual Report 2013–2014
ORGANISATION/COMMITTEE
COUNCILLOR
REPRESENTATIVE
Friends of Farm Vigano (External)
Cr Alessi
The group is dedicated to the preservation, restoration and future development
of the property known as Farm Vigano.
Cr Spinelli
Interface Councils Group (External)
Cr Lalios
This Group includes Whittlesea, Nillumbik, Hume, Mitchell, Melton, Cardinia,
Casey, Yarra Ranges Wyndham and Mornington Peninsula Councils, which
are characterised by being part rural and part urban.
Municipal Association of Victoria (MAV) Human Services Advisory
Committee (External)
Cr Pavlidis
Cr Spinelli
To provide strategic advice to the MAV on advocacy regarding social policy
and human services issues, particularly in inter- governmental relations. The
Committee also facilitates consultation with regional groupings of councils on
current state wide issues.
Municipal Association of Victoria (MAV) Transport & Infrastructure
Committee (formerly known as MAV Transport & Infrastructure Advisory
Group) (External)
Cr Harris
To inform and help progress MAV work on the transport and infrastructure
priorities identified by the sector in the MAV Strategic Plan, State Council
resolutions and as nominated by the Board.
Meadowglen International Athletics Stadium Committee of Management
(External)
Cr Sinclair
This Committee of Management manages the Meadowglen International
Athletics Stadium.
Melbourne Airport Noise Abatement Committee (External)
Cr Sinclair
The Committee meets to discuss issues associated with the future plan for
Melbourne Airport, flight paths and noise issues associated with future plans.
Cr Lalios
Melbourne’s Northern Metropolitan Mayor’s and CEO’s Forum (External)
The Group is intended to provide a unified voice for the north so as to
advocate for projects that will enhance the lives of our communities.
Cr Lalios
The Group comprises Banyule City Council, Darebin City Council, Moreland
City Council, Shire of Nillumbik, City of Whittlesea and Yarra City Council.
Merri Creek Management Committee (External)
Cr Kozmevski
This Committee provides a holistic approach to the management of the Merri
Creek and its catchment through the provision of technical advice and support
to Councils and other agencies.
Metropolitan Local Government’s Waste Forum (MLGWF) (External)
Cr Alessi
The Metropolitan Local Governments' Waste Forum (MLGWF) advises the
Metropolitan Waste Management Group (MWMG) on matters and issues
affecting the role of Councils in waste management and resource recovery.
Metropolitan Strategy Forum (External)
The Metropolitan Strategy Forum is a new Advisory Group established by the
Municipal Association of Victoria (MAV) to provide a platform to identify,
discuss and advance local government issues related to the development of
the new Metropolitan Strategy.
Page 68
Cr Spinelli
City of Whittlesea Annual Report 2013–2014
ORGANISATION/COMMITTEE
COUNCILLOR
REPRESENTATIVE
Metropolitan Transport Forum (External)
Cr Alessi
This Forum promotes effective, efficient and equitable transport in metropolitan
Melbourne by providing a forum for debate, research and policy development,
and by disseminating information to improve transport choices.
Cr Lalios
Municipal Association of Victoria (MAV) (External)
The MAV provides industry leadership by supporting local government to
achieve high levels of respect and recognition through improved performance.
Municipal
(External)
Emergency
Management
Planning
Committee
(MEMPC)
Cr Kirkham
Cr Spinelli
This Committee promotes emergency management preparedness with
stakeholders within the municipality and oversees the emergency
management procedures for the municipality.
Municipal Fire Management Planning Committee (MFMPC) (External)
Cr Spinelli
The Committee is made up of fire response agencies and is responsible for
maintaining a fire prevention and response process for the municipality.
Northern Alliance for Greenhouse Action Executive (NAGA) (External)
Cr Spinelli
The NAGA formed in 2002 as a network to share information, skills and
resources related to climate change action. NAGA’s members are the cities of
Banyule, Darebin, Hume, Manningham, Melbourne, Moreland, Whittlesea,
Yarra, Shire of Nillumbik and Moreland Energy Foundation (MEFL). NAGA’S
goal is to substantially contribute to the transition to a low-carbon future.
The NAGA Executive was formed in 2009 to ensure sound and effective
decision-making. It is a senior leadership group comprising Councillors,
Council Senior and Executive Officers, CEO MEFL and NAGA Executive
Officer.
Northern Health Corporate Fundraising Committee (External)
Cr Lalios
The Committee arranges various fundraising events for the Northern Hospital.
Risk & Audit Committee (Internal)
The Audit & Risk Committee’s purpose is to advise Council in fulfilling its
oversight responsibilities for the financial and non-financial reporting process,
internal controls, the audit process, risk management and Council’s process
for monitoring compliance with legislation and regulations and the Code of
Conduct.
Cr Kozmevski
Riverside Community Activity Centre Committee (External)
Cr Harris
Cr Kirkham
This Committee of Management manages the Riverside Community Activity
Centre.
Sustainability Programs Advisory Committee (External)
The Committee provides a forum for community representatives, Councillors
and staff to discuss, develop and contribute to local sustainability programs
and issues relevant to the City of Whittlesea. The Committee assists Council
in the implementation and periodic review of key sustainability programs and
strategies (as referred), and provides an interface between Council and the
community on local sustainability issues arising from the implementation of the
City’s sustainability programs and on other matters referred.
Page 69
Cr Stow
Cr Spinelli
City of Whittlesea Annual Report 2013–2014
ORGANISATION/COMMITTEE
COUNCILLOR
REPRESENTATIVE
Victorian Local Governance Association (VLGA) (External)
Cr Kirkham
The VLGA promotes good governance and sustainability by supporting local
governments and communities through programs of advocacy, training,
information provision and support.
Cr Alessi
Westgarthtown Pioneer Precinct Advisory Committee (External)
Cr Pavlidis
This Committee provides specialist advice on the current and future
management of the historic site at the corner of German Lane and Gardenia
Road, Thomastown. This includes advice on restoration works, project
prioritisation, tours and events.
Cr Spinelli
Whittlesea and Plenty Valley Tourism Association (External)
Cr Kirkham
The Whittlesea and Plenty Valley Tourism Association is a local tourism
association working in partnership with Council to develop and market a
sustainable tourism industry that builds on the region's strengths. The
association consists of volunteer local business and community
representatives and Council staff.
Whittlesea Community Connections (External)
Cr Alessi
Whittlesea Community Connections (WCC) provides a range of services to
support and assist the local community. WCC provides direct help and
assistance and links people to the right place, person or organisation.
Cr Spinelli
Whittlesea Community Futures Partnership (External)
Cr Pavlidis
Whittlesea Community Futures Partnership combines a wide range of
expertise, local knowledge and resources to improve family support, services
and facilities for residents in Thomastown/Lalor and Epping North/Mernda.
Cr Lalios
Whittlesea Country Music Festival Organising Committee (External)
Cr Lalios
The Committee manages the Whittlesea Country Music Festival.
Whittlesea Courthouse Association (External)
Cr Griffin
The Association manages the historic courthouse building as well as operating
as a Visitor Information Centre.
Cr Kirkham
Whittlesea Disability Network (WDN)
Cr Lalios
It is an active network of residents with disabilities, carers and service
providers who meet monthly to consider and address issues for people with
disabilities in the municipality.
Whittlesea Multicultural Communities Council (WMCC) (External)
Cr Pavlidis
The Council enhances co-operation among the diverse communities and
promotes a greater awareness of multicultural values and needs within the
municipality.
Whittlesea Reconciliation Group (External)
Cr Pavlidis
The Group commenced in 2001 as a community based committee to be a key
reference group for Council on the continuing reconciliation process and to
foster understanding of historical, cultural and contemporary issues.
Cr Kelly
Whittlesea Secondary College Chaplaincy Committee (External)
Cr Griffin
The Committee co-ordinates chaplaincy services for students.
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City of Whittlesea Annual Report 2013–2014
ORGANISATION/COMMITTEE
Whittlesea Showground
Management (External)
COUNCILLOR
REPRESENTATIVE
and
Recreation
Reserves
Committee
of
No Delegate
appointed
This Committee provides an oversight and coordination role for the various
users of the Crown land parcel centred on the Scrubby Creek and Plenty River
and bisected by Yea Road in Whittlesea. The Committee is responsible for the
maintenance and safe provision of a range of public open space elements and
activities within the reserve.
Whittlesea Township Community House & Alliance Group Inc. (External)
Cr Kirkham
This group aims to strengthen small communities in Whittlesea township and
help them take charge of their future.
Whittlesea YMCA (External)
Cr Kelly
This organisation fosters programs and services in the local area with a key
objective to assess the needs of the local community and devise programs
and services that address those needs, focusing on recreation, health and
wellbeing.
Cr Sinclair
Whittlesea Youth Commitment Management Group (External)
Cr Spinelli
The Group helps young people to develop a sense of connectedness within
their communities via youth programs and events, community and social
planning, information and referral services and support to the Whittlesea Youth
Network.
Cr Kirkham
Yarra Plenty Regional Library Board (External)
Cr Alessi
The Board has responsibility for the provision and management of the library
service and comprises two representatives from each of the three member
Councils - Whittlesea, Banyule and Nillumbik.
Cr Lalios
Page 71
City of Whittlesea Annual Report 2013–2014
AWARDS, DONATIONS AND GRANTS
Arts, Cultural and Sporting Grants for Young People Program
Council grants young people aged 25 and under, funds to assist them in their pursuits in the
Arts, Cultural and Sporting fields through the Arts, Cultural and Sporting Grants for Young
People Program.
During the year, 19 young people shared in $18,000 of grant funds, including seven young
people who participated in overseas sporting events. Recipients received individual grants
amount values between $200 and $1,200 each.
Two distinct categories exist to assist young people through this program, Arts, Cultural and
Sporting Grants for Young People Program:
These grants aim to help local young people pursue excellence in arts, cultural and sporting
spheres by:
•
Providing opportunities to further develop skills;
•
Encouraging participation in state, national or international events run by recognised
arts, cultural or sporting organisations;
•
Increasing participation;
•
Fostering community pride.
For further information please contact Council’s Governance Department or visit our website
for funding criteria and to download an application form.
Community Development Grants
The objectives of the Community Development Grants Program (CDGP) are to:

Provide “one-off” funding to support new community groups to become established
and viable.

Encourage community cohesion and resource sharing, as demonstrated through
cooperative and/or collaborative projects.

Generate opportunities for the community to make new connections and develop a
greater understanding of each other.
The maximum grant available for any one project is $5,000. A maximum amount of $1,000 is
available for “New and Emerging” groups. The CDGP 2013-2014 opened on 15 April 2013
and closed on 20 May 2013.
For groups and projects to be eligible for CDGP funding, applicants were required to meet
the following criteria:
Eligible Groups




Groups that are incorporated or registered ‘not-for-profit’, as classified by the Australian
Taxation Office in the Income Tax Assessment Act (1936), or a kindergarten, primary or
secondary education provider.
An organisation that is not incorporated must have an auspice that is an incorporated
organisation. The auspice will partner in the project, manage the funds and be
responsible for the delivery and acquittal of the project.
Groups that have the majority of the executive committee residing in the City of
Whittlesea.
Organisations that hold current Public Liability Insurance appropriate to the activity
outlined in the application.
Eligible Projects




The project addresses a key area of the Community Plan.
The project is for the benefit of City of Whittlesea residents.
The project meets all four key areas of the CDGP assessment criteria:
Eligible project applications were assessed against four key criteria:
Page 72
City of Whittlesea Annual Report 2013–2014
1. The project demonstrates value for money
2. The project addresses a demonstrated need in the Whittlesea community
3. The project is realistic and achievable
4. The project delivers one or more of the CDGP goals and objectives
New and Emerging Groups
The New and Emerging Groups are funded to assist with the costs associated with
establishment, such as incorporation and insurance. For groups to be eligible for CDGP
“New and Emerging” funding, applicants are required to meet the following criteria and show
evidence that:
 The group will obtain public liability insurance.
 They are prepared to fulfil the accountability requirements set by Council.
 The group/organisation’s intention is to be not-for-profit.
 The group has been meeting on a regular basis for at least six months at the time of
application.
 A minimum of one executive member resides in the City of Whittlesea.
 The group/organisation has a minimum of six active members with a minimum of 50%
residing in the City of Whittlesea.
 The group holds its meetings and is established in the City of Whittlesea.
In 2013-2014, a total amount of $130,000 was allocated to the following community groups:Projects Funded in Full 2013-2014
Art Connect 111 auspiced by Whittlesea Community Connections
ART Connect 111
The project aims to provide exhibition opportunities to people who have not exhibited their work previously. The
focus will be on new and emerging artists, newly arrived communities and other groups who face significant
barriers accessing mainstream art communities and venues. Local artists will be able to make connections with
each other and with practising and professional artists. Those that exhibit in the space will be encouraged to
contribute to building the art community in the municipality by sharing their creative and artistic expressions.
$4,985
Elizabeth Hoffman House Aboriginal Women's Services Inc.
School Support Program
The project aims to support Aboriginal families experiencing financial hardship to support their children's
education. Funds will contribute towards outstanding costs relating to school uniforms, fees, books, camps and
excursions. The need for this project was identified after parents reported their children received detention for
having incorrect uniforms and could not participate in camps and excursions. Funds will go to families with
children who live or go to school in Whittlesea and whose parent holds a current Health Care Card. Funds will be
distributed in a manner to maximise its effectiveness to alleviate families financial hardship.
$4,000
Friends of Farm Vigano
Biscotti with Stories
The project aims to document the local Italian immigrant history and traditions by engaging its senior members in
story telling through baking traditional biscuits. Participants will have the opportunity to bake their own biscuit
recipes for the community and present a story related to their significance. The stories, traditions and recipes will
be made available to share with all members of the broader local community through a public event. The project
also aims to fight social isolation by connecting people through socialising in the kitchen.
$5,000
Hands on Health Australia
The Aboriginal Health in Aboriginal Hands (AHAH Progarm)
The project is to facilitate six volunteer orientation workshops, followed by six on-site training and treatment
sessions in various Indigenous settings. Cultural awareness materials will be developed to complement the
workshops. The project will take place where the community gathers and health professional volunteers will treat
patients requiring on-site nursing, complementary and allied health care within our community. As research has
shown people from low socio-economic classes are more likely to suffer from musculoskeletal pain, tactile
therapies will also be offered including chiropractic, osteopathy, physiotherapy and myotherapy. The project will
address problems in a holistic and culturally sensitive manner within environments that are known and frequented
by the patient group. Once the cultural links have been established and the program piloted, the AHAH clinic will
be self-sustaining as it will continue to draw from a pool of volunteer Hands On Health professionals.
$4,600
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City of Whittlesea Annual Report 2013–2014
Lalor Community Garden and Social Club auspiced by Peter Lalor Vocational College
Lalor Community Garden Plant Nursery
This project aims to develop a plant nursery for the purpose of social enterprise. The plants propagated at the
nursery will be sold to the community at an affordable price. The funds generated will be re-invested into the
garden to make itself sustaining and to finance existing and future gardening activities. The grant will fund
consulting fees, materials and a professional gardener to run a series of workshops to equip the community with
the skills to establish and operate a nursery.
$3,950
Macedonian Orthodox Community Elderly Citizens
Commemoration of the rebuild and opening of the Macedonian Orthodox Monastery.
The project aims to commemorate the rebuild and opening of the Macedonian Orthodox Monastery, St Kliment of
Ohrid, that perished in the Black Saturday Bushfires of 2009. The event aims to bring the Macedonian and
broader community together at the grounds of the church. The community will celebrate with traditional food,
entertainment and children's activities. The group anticipates over 1,000 community members will attend.
$5,000
Melbourne City Mission
Access Whittlesea: A resource for people with a disability who live in the Whittlesea Local Government
Area
The project's aim is to create a handy, business card sized, fold out resource to assist local residents living with a
disability and their carers to access relevant information, supports and services. The guide will provide a first point
of contact for local residents living with a disability and will include information on where to go and who to contact
to access support in a number of key areas including funding and financial issues, local recreation and learning
opportunities, employment, housing, transport, disability services, health and medical providers, and support for
carers.
$2,350
Mill Park Playgroup
Connect Through
The project aims to offer supported playgroup sessions to families in the Thomastown and Lalor areas whose
children do not attend or have access to early childhood programs prior to commencing school. Families will be
supported, on an individual level, with transitions to community playgroup sessions, kindergartens and school.
Families will also be referred to local services including Maternal and Child Health Centres, libraries and other
services within the community. The project is in response to the organisation's awareness of families in the
community with complex needs which create a barrier to early childhood services.
$4,452
North East Neighbourhood House Network
March Away from Gambling (and into your local neighbourhood house)
The project aim is to encourage residents to take a month long challenge not to gamble. The project will take
place across five Neighbourhood Houses in the municipality. The initiative is supported and promoted by the
Whittlesea Interagency Taskforce on Gambling and will include an online presence to enable residents to sign up
to the challenge. There will be a series of free alternative non gambling activities supported by a network of
organisations, that participants will be encouraged to attend.
$4,750
Northern Melbourne Sri Lankan Association Inc.
All in One - Community Group Information Booklet
The group's aim is to work closely with other community groups in the Whittlesea municipal area to share
information about each other’s groups and activities by producing a community information booklet. The need for
this project was established after a recent collaborative project where members of other community groups were
not aware of the Northern Melbourne Sri Lankan Association (NMSA) and were willing to share their experiences
with them and vice versa. The booklet will contain details of the other community organisations operating in the
municipality including: programs and projects, a calendar of events, contact details and any other relevant
information. The booklet will be distributed to all community organisations.
$5,000
Thomastown Neighbourhood House auspiced by North East Network of Neighbourhood Houses
Totally Thomastown Volunteer Education and Training
The project's aim is to provide pre-accredited training in event management to volunteers engaged in the
organisation. The volunteers will then implement four community based mini festivals in the community in 2014.
$4,600
Turkish Women's Recreational Group
LEZZET
The project's aim is to facilitate an 8 week cultural cooking program open to all residents. A qualified chef will
demonstrate Turkish cooking and supervise 8 volunteer chefs to assist in the preparation of the food. A recipe
sheet will be translated and distributed to participants to enable them to cook the meals for themselves and
others. The program will build the capacity of the volunteer chefs in public speaking and in cooking for large
groups. Turkish women will share their traditional cooking skills and knowledge and the interactive cooking
program will provide a taste experience of the different regions of Turkey. At the completion of the cooking
program a recipe booklet will be produced and distributed to the local libraries for the broader community.
$4,750
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City of Whittlesea Annual Report 2013–2014
Victorian Cooperative on Children’s Services for Ethnic Groups New Futures
Culturally and Linguistically Diverse (CALD) specific community leadership and Indian playgroup activity
The project aims to offer a facilitated Playgroup and Parent group in response to the emerging number of Indian
and other CALD families in Whittlesea. The project is based on the organisation's knowledge that these groups
reduce social isolation, improve parents and children's learning opportunities and promote cultural understanding.
Families will be linked into to the broader community and supported to access services and activities to gain
greater confidence in their parenting role. The playgroups also intend to offer an early intervention prevention
approach to concerns about family violence.
$5,000
Whittlesea Chinese Association Inc. (WCA) in partnership with Trung Vuong Vietnamese Women's Group
A Bilateral Celebration of the Moon Cake Festival 2013
This is a first time partnership project between the two groups to celebrate the Chinese and the Vietnamese
cultures in the community. The project aims to provide an opportunity to exchange ideas, stories, food, art and
culture to assist each group's integrated into the community.
$2,500
Whittlesea Community Garden auspiced by Whittlesea Township Community House and Alliance Group
Creating Connections - Art in the Garden
The project aims to run 6 mosaic art workshops in the garden over a 3 month period facilitated by two local artists.
Participants include Whittlesea Green Thumb members, Whittlesea Secondary College (WSC) and the wider
community. The WSC students will participate in two of the workshops held at the neighbouring Sunlight Aged
Care Facility to allow the inclusion of residents and the formation of cross generational relationships. Mosaics as
an art form have been chosen as they can be made from simple templates and are easily transportable to allow
the inclusion of people of all abilities. The final pieces will be incorporated into a seat for the garden. The seat will
be a lasting artwork that represent a partnership between multi generations and isolated groups.
$4,500
Whittlesea Interagency Taskforce on Gambling auspiced by Whittlesea Community Connections
Target $80 million – an initiative to reduce gambling losses in Whittlesea
With the aim of reducing the harm that gambling, particularly poker machines, is causing in the municipality the
project is to run a community campaign. The project has three key aims,

Run a community awareness campaign in Whittlesea to highlight the risks and dangers associated with poker
machines (EGMs)

Reduce gambling losses in the municipality to be more in line with the state-wide average

Promote a public health approach to reducing harm from gambling.
$5,000
Whittlesea Interfaith Network
Whittlesea Interfaith Network Information Pamphlet
The project's aim is to produce an information pamphlet to not only promote the group's existence but to promote
peace, understanding and harmony across cultures. The hope is that the pamphlet will assist in dispelling
ignorance of different faiths.
$500
Whittlesea Township Community House and Alliance Group Inc.
Grandparents/Kinship Carers Group
The project aims to establish a support group for those caring for grandchildren on a regular basis. A
grandparent/kinship carers group enables carers to gain strength and support from each other and learn new
ways of coping through each other’s experiences.
$5,000
Whittlesea Word Weavers auspiced by Whittlesea Township Community House and Alliance Group
Stepping Forward
The project aims to support emerging and established writers from the Whittlesea Township and surrounding
areas. Participants will be encouraged to develop and improve their knowledge, skills and confidence in their
writing and the promotion of their work. This will assist access to employment and educational pathways as well
as personal development. Skills gained from the professional workshops intend to be shared with other
community groups by producing brochures, prepare policy and procedure documents, write letters, develop social
media and websites and other potential projects.
$3,000
Yarra Plenty Regional Library – Thomastown Library
Lalor Community Connection Day
The project is designed to bring the Lalor community together to create social connections as supported in the
Lalor/Thomastown Shape Your Future community feedback. The focus is to build relationships between local
businesses and community groups to educate and increase capacity of local residents. Project partners include
Lalor Library, Lalor Living & Learning Centre and the Lalor Traders Association as well as other local
organisations and community groups. The project will be a pilot for an annual Lalor Community Connection Day
and will include skill building workshops/stalls/demonstrations and a variety of free activities for all ages and
cultures.
$4,020
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City of Whittlesea Annual Report 2013–2014
New and Emerging Groups 2013-2014
Chaldean Ankawa Social Club Inc.
The group operates within the municipality to serve the Chaldean community through organising cultural, social
and artistic activities. The group aims to build friendly relations with other community clubs and associations
around the area. The group has been incorporated since 2011 and is looking to fund their first public liability
insurance policy. The group has 51 members.
$1,000
Cultural Bridges Action Group
The group's ultimate aim is to create an inter-cultural and inter-generational centre managed by and for the
people of Whittlesea. To achieve this aim the group intends to facilitate partnerships between all communities,
local community agencies and all levels of government. The group's long and short term goals are to: a) Advocate
to build the case for the realization of an intercultural centre in the City of Whittlesea, b) Ensure that the
community’s role and voice is paramount in the planning of the centre, c) Strive for a community role in the
management of the centre, d) Operate as a not-for-profit.
$1,000
Kajmakcalan Social Club Inc.
The group meets weekly and provides social opportunities for seniors from a particular region of Macedonia. The
group's purpose is for members to renew past friendships and family connections to strengthen their social
connections. The group also coordinates celebrations based on its cultural traditions. The group participates in
activities with other Macedonian clubs where possible. There are currently 59 active members.
$883
St Anthony Senior Social Club
The aim of the group is to socialise with each other and have an avenue to gain knowledge about different topics
such as health, education, housing, finance, parenting, immigration and religious practice. There are currently 40
active members.
$495
Projects funded in part – 2013-2014
Anglicare Victoria
Project: Unaccompanied Minors Meaningful Engagement Program
The project aims to provide meaningful engagement to young unaccompanied asylum seekers living in
community care. The project will be flexible allowing clients to engage in activities they find rewarding and that
reflects their individuality. The target group are boys who have turned 18 and receive little financial support for
leisure and meaningful activities such as music lessons. This client group experience social isolation and a strong
sense of loss, the project aims to alleviate this by creating opportunities for confidence building and the pursuit of
personal interests.
$1,250
Australian Sri Lanka Cultural and Welfare Association
Project: Sri Lankan Cultural Evening 2014
The project to hold a Sri Lankan cultural event will consist of a variety of Sri Lankan traditional dances, short
plays, folk songs and drumming with the aim of preserving Sri Lanka's rich artistic tradition. The items will be
presented by the students of Sri Lankan dancing schools, Sri Lankan musicians and community groups. The
objective of the project is to help preserve Sri Lankan culture and traditions, and pass them on to the younger
generations. The project will showcase the rich heritage of Sri Lanka's performing arts, music and dance and will
give an insight to the future generation the value of their culture in the global context.
$3,000
Brunstad Christian Church Melbourne
Project: 2013/2014 Wollert Community Market
The project aims to run a monthly community market for the people of Epping, Wollert, Mill Park, Mernda, Doreen,
South Morang, Donnybrook and the surrounding area. The project will improve on the trial markets by providing a
seating area, rides, playground and others activities for children. The market will promote and encourage a fun,
friendly and inclusive atmosphere. The project aims to attract a wider range of stalls including fresh fruit and
vegetables, trash and treasure, arts and crafts, cakes and baked treats with a focus on local producers. The
market will be run entirely by dedicated and experienced volunteer staff.
$3,200
Bupa Aged Care
Project: FM Community Radio Program
The project aims to develop a community FM radio station within the facility to broadcast within the local
community. Residents will be able to listen to the station and be interviewed on radio to share their stories.
Recorded stories can be given to family members as a keepsake. Volunteers will be trained in radio production to
run the station and then train new volunteers to ensure sustainability of the project.
$2,127
Creeds Farm Community Garden Group auspiced by Creeds Farm Living and Learning Centre
Project: Bugs, Weeds and Trims
The project aims to support residents at Epping North’s only community garden, to learn and share gardening
skills and build on sustainable living skills. The project will consist of four demonstration days to showcase vital
aspects of sustainable living and will be presented by group members and skilled experts. Demonstrations
include, encouraging biodiversity in the back yard by building mini totem sculptures for the garden, edible weeds
and fruit tree pruning.
$2,000
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City of Whittlesea Annual Report 2013–2014
Keon Park Soccer Club
Project: Uniting and Understanding Through Sport
The project will focus on raising cultural awareness of the emerging indigenous members of the club to the long
existing European community. The aim is to promote cultural understanding and acceptance that will be reflected
by positive behaviour on the soccer field. It is anticipated that the success of this project will encourage more
indigenous players to the club.
$2,500
Melbourne Heart Football Club auspiced by Bundoora United Football Club
Coaching with Heart
Melbourne Heart FC and Bundoora United FC (BUFC) aim to partner to build the capacity of the BUFC club
particularly in the area of coaching. Females and Culturally and Linguistically Diverse members of the community
will be assisted to gain coaching accreditation or join a special “apprentice” coach program. Melbourne Heart
players will work with club players on harmony, respect and alcohol/ drug related themes. BUFC will host an
Open Day themed around Harmony and Respect for the Whittlesea community.
$2,500
Norparrin
Welcoming Place
The project aims to provide an opportunity to develop the entrance of Norparrin to be a welcoming place for all.
Families will be engaged in landscaping and planting at the entrance, increasing the sense of belonging and
participation. Families enter Norparrin with a sense of loss as they experience significant grief in having a child
who has a lifelong disability. Improvement to the entrance aims to alleviate the sense of isolation families
experience when arriving at the centre. Families who participated in the "Joy of the Journey" wall funded by the
Community Development Grants Program 2012-2013 expressed the "joy" in working together on an art project,
which did not focus on disability or grief and this project aims to do the same.
$2,087
North Eastern Greek Elderly Citizens Club
Project: Seniors Hobbies Expo Never too Old to Learn and Experience
The project with the theme "never too old to learn and experience" aims to host a seniors hobbies expo that will
include displays and interactive workshops that the broader community can attend. The community will be
encouraged to participate by showcasing their hobbies at the expo as well as share ideas, skills, knowledge and
potentially form social connections.
$1,800
Northern Melbourne Vietnamese Elderly Association
Traditional Vietnamese Cooking Workshops for the Community
The project aims to bring communities together through Traditional Vietnamese cooking workshops. Two free
cooking workshops will be offered, taking participants through a cultural cooking journey. They will discover old
recipes and learn traditional customs and stories behind the food. Participants will identify ingredients, make
shopping lists, discover local grocers, prepare ingredients and the cooking space before cooking traditional food.
A DVD and recipe cards will be produced and made available in local libraries for all the community to enjoy.
$3,200
Northside Community Care
Connect Community Café
The project aims to run a community cafe at the agency's centre in Bundoora, to allow community members to
form connections. The need to address social isolation, depression and boredom came from the organisation's
Food Crisis Centre where clients indicated a need to connect with people. The café would be based out of the
Northside Christian Church and would run once a week in a non threatening and friendly environment where
people would have the opportunity to connect, embrace others, accept themselves and become a functioning part
of community. Once established the project would bring in professionals from the community sector to give a brief
talk on services that are available to community members and provide access to financial counselling, dieticians
and welfare organisations.
$3,000
St Monica’s College
School and Broader Community Sustainability Project
The projects aims to have the College’s sustainability and science coordinators work in conjunction with local
primary school students and their families to enhance science learning and understanding. The project will have a
strong focus on local and national environmental issues. At each school a number of interactive workshops will
take place to encourage ongoing actions that reduce the carbon footprint of the schools and households of
attending students.
$4,400
Thomastown Primary School
Growing Family Connections
The project aims to use the children’s participation in garden classes to involve more parents, particularly those of
non-English speaking background, in their children’s education. The project will train parents to assist in the
classes, run a child/parent lunchtime gardening group and to conduct a weekend working bee each term for each
grade level in the garden. It is anticipated that this project will also provide opportunities to increase social
connectedness between the families by parents working together to organise the activities. The increase of
parental contact can lead to friendship links, after school play-overs and cooperation between families.
$2,900
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City of Whittlesea Annual Report 2013–2014
Whittlesea Community Leadership Network
Leading Women Health and Safety Project
The project aims to remove barriers to participation in health promotion initiatives by providing opportunities for
leading women of culturally and linguistically diverse background, asylum seekers, migrants, refugee women as
well as older and younger women. The project will conduct training programs facilitated by health and allied health
institutions to train women to advocate and participate in government, health and wellbeing and promotion and
prevention initiatives within their community. The project aims to support their understanding and effort to achieve
and maintain good health by engaging women on key health issues such as mental health, domestic violence,
diabetes, obesity, female genital mutilation and sexual and reproductive health.
$2,800
Whittlesea U3A Inc. – University of the Third Age
Recording Living History for Senior Engagement and Community Connection
The objective of the project is to develop a training video to support WU3A tutors and other community group
leaders to record the living history of individual seniors using multimedia formats. The project will provide seniors
with the ability to engage with the wider community and their families to share their life experiences. Access to the
recorded living history of individual seniors will be designed to enable the wider community to gain a working
understanding of information sharing and community engagement through the Mill Park Library Digital Hub. The
project aims to deliver outcomes that address the issues of social isolation by providing access to information and
its application will promote independent living by providing the community an understanding of the value of the
diversity and experience of the aged in the City of Whittlesea.
$2,800
Whittlesea YMCA
Tumble and Play Early Intervention Playgroup
The project aims to provide a playgroup for children aged 0-6 years with a disability or additional needs. The play
based activities will be supported to enable each child to develop at their own pace and ability. The aim of the
playgroup is also to allow families to form friendships and support networks. Whittlesea YMCA has a vast
disability sector of programs however does not currently service children in their early years. The project is based
on research that play settings in early years lays the foundation for entry into school, work and community life.
$2,500
Mayoral Charity Fund
Each year, Council allocates an amount of $10,000 to the Mayoral Charity Fund which was
distributed to the following organisations:
ORGANISATION
AMOUNT
Thomastown West Primary School
$1,000
Plenty Valley Christian Outreach Centre Community Meals Kitchen
$2,000
Merriang Special Development School Lalor and South Morang
Campuses
$2,000
Countrywide Community Missions Victoria (Epping)
$2,000
Neurological Disability Support Inc. (Epping)
$1,000
Whittlesea Men’s Shed
$1,000
Kalparrin Disability Services (Greensborough)
$1,000
TOTAL
$10,000
Student Recognition Awards
Our annual Student Recognition Awards Program aims to encourage students to get actively
involved in their local community.
The program acknowledges students who have demonstrated initiative or leadership in line
with our community values, which include:




respect for the individual and all cultures in our community
preservation of the natural environment
ethical leadership
encouraging a healthy and harmonious community.
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City of Whittlesea Annual Report 2013–2014
Nominations and prizes
Every year, we invite primary and secondary schools across the municipality to nominate one
of their students to be recognised. Primary schools that put forward a successful nomination
receive a $100 encouragement award and secondary schools receive $150.
Eligible students have usually participated in community projects including:







assisting the elderly, financially disadvantaged or people with a disability
language or other support to non-English speaking residents
litter programs
recycling programs
planting or weeding programs
cultural heritage, community building or community vitality project
a special educational achievement.
Each nominated student is presented with a Certificate of Recognition with award recipients
being given a cheque to put towards their future studies.
Mayoral Award and Presentation Night
Our Mayor also selects one primary and one secondary student to receive the Mayoral
Award, which helps the students with further education.
Nominated students together with their parents and School Principals are invited to attend to
a special Mayoral Presentation Night held annually at the Plenty Ranges Arts and
Convention Centre (PRACC) in October each year where students are presented with their
awards.
Mayoral Student Recognition Award – Primary $350
Rebecca Roberts – Laurimar Primary School
Mayoral Student Recognition Award – Secondary $350
Dominic Castagna – Lalor Secondary College
Mayor’s Recognition Award - Primary Schools - $100 each
Epping Primary School
Northside Christian College
Epping Views Primary School
Plenty Parklands Primary School
Findon Primary School
St Francis of Assisi Primary School
Lalor Gardens Primary School
St John's Primary School
Laurimar Primary School
St Luke's Primary School
Meadowglen Primary School
St Mary’s Primary School
Mernda Primary School
St Peter's Primary School
Merriang Special Development School
The Lakes South Morang P-9 School - Junior
Campus
Mill Park Primary School
Thomastown Meadows Primary School
Mill Park Heights Primary School
Whittlesea Primary School
Morang South Primary School
Norris Bank Primary School
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City of Whittlesea Annual Report 2013–2014
Mayor’s Recognition Award - Secondary Schools - $150 each
Epping Secondary College
Northside Christian College
Lalor Secondary College
Plenty Valley Christian College
Lalor North Secondary College
St Monica's College - Junior Campus
Merriang Special Development School
The Lakes South Morang P-9 School - Senior
Campus
Mill Park Secondary College - Middle Years
Campus
Thomastown Secondary College
Mill Park Secondary College - Senior Years
Campus
Whittlesea Secondary College
Senior Citizens Clubs’ Grants
Senior Citizens Clubs’ Grants are provided to eligible clubs on an annual basis to support
and assist them in their operation and development.
In 2013-2014 the following guidelines and funds allocation formula were used, incorporating
a 2.75% increase:

The base grant was $1,122 for a club with an average weekly attendance of up to
20 resident members.

Clubs with an average weekly attendance of more than 20 resident members received
$1,122 plus an additional $19.06 per extra member.
Eligibility guidelines for a Senior Citizens Clubs’ Grant are as follows:

Be incorporated with the purpose of offering a range of social, recreational and
educational activities for their members

Have current Public Liability Insurance

Be linked to Council support programs (i.e. participate in liaison programs)

Provide an annual report to Council’s Aged and Disability Department

Use funds for normal activities of the group, not for the payment or subsidy of rental costs

Have 95% of members over 55 years of age

Club is based in the City of Whittlesea.
For a new club to receive support it is expected that in addition to the above criteria, the club
should also be meeting an unmet need in the community and not be duplicating the
operations of existing clubs.
In the 2013-2014 grants round, 64 applications were received and all clubs satisfactorily
demonstrated eligibility for a grant.
The table below shows a total amount of $124,148.00 allocated in Senior Citizens Clubs’
Grants benefiting 3,980 local residents:
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City of Whittlesea Annual Report 2013–2014
Club / Incorporated Name
Average
2013/2014
Whittlesea
residents
attending
weekly
Grant
amount
Armenoro Senior Citizens Association Inc.
65
$1,980
Barry Road Italian Senior Citizens Club
60
$1,884
Bitola Macedonian Senior Citizens Club of Whittlesea Inc.
120
$3,028
Bundoora Senior Citizens Club Inc.
19
$1,122
Chaldean Senior Citizens' Group Whittlesea
29
$1,294
Circolo Pensionati Italiani Di Bundoora Inc.
70
$2,075
Circolo Pensionati Italiani Di St Luca Lalor & Thomastown Inc.
75
$2,170
Community of Cypriots of the Northern Suburbs Senior Citizens
Club Inc.
131
$3,238
Epping Pensioners Association Inc.
55
$1,789
Goce Delchev Senior Citizens Association Inc.
135
$3,314
Golden Sun Disabled and Senior Citizens Association Inc.
70
$2,075
Whittlesea and District Greek Elderly Citizens Club Inc.
75
$2,170
Greek Orthodox Community of Whittlesea Women’s Group
80
$2,266
Green Island Turkish Women’s Group Inc.
25
$1,217
Italian Pensioners Association of Mill Park Inc.
55
$1,789
Italian Senior Citizens Club of Lalor and Thomastown Inc.
75
$2,170
Italian Speaking Senior Citizens Association of Epping Inc.
75
$2,170
Italian Welfare Association of Whittlesea Senior Citizens Club Inc.
16
$1,122
Italian Women’s Senior Citizens Association of Whittlesea Inc.
80
$2,266
Lalor and Thomastown Combined Pensioners & Superannuants
Association Inc.
48
$1,656
Macedonian Australian Senior Citizens Group "Ilinden" Inc.
55
$1,789
Macedonian Beranci Social Seniors of Whittlesea Inc.
125
$3,123
Macedonian Orthodox Community Elderly Citizens & Pensioners
Group Epping Inc.
180
$4,172
Macedonian Senior Citizens Club of Thomastown, Lalor, Epping
and Mill Park Inc.
85
$2,361
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City of Whittlesea Annual Report 2013–2014
Club / Incorporated Name
Average
2013/2014
Whittlesea
residents
attending
weekly
Grant
amount
Macedonian Women’s Senior Citizens Group of Lalor Inc.
67
$2,018
Macedonian Women’s Social Club of Whittlesea Inc.
55
$1,789
Mernda Senior Citizens Club Inc.
13
$1,122
Mill Park Greek Elderly Citizens Club Inc.
80
$2,266
Mill Park Recycled Teenagers Senior Citizens Club Inc.
45
$1,599
Mill Park Senior Citizens Club Inc.
44
$1,579
Multicultural Women's Senior Citizens Group of Whittlesea Inc.
32
$1,351
Neret Senior Citizens Club Inc.
40
$1,503
North Eastern Greek Elderly Citizens Club Inc.
70
$2,075
Northern Egyptian Seniors Association
43
$1,560
Northern Mauritian Seniors Club Inc.
14
$1,122
Northern Melbourne Sri Lankan Senior's Association Inc.
70
$2,075
Northern Melbourne Vietnamese Elderly Association Group Inc.
85
$2,361
Panagia Soumela Pontian Association of Whittlesea Inc.
42
$1,541
Senior Citizens' Group of the Greek Orthodox Parish of the
Transfiguration of Our Lord
90
$2,456
Spanish Speaking Women's Group Inc.
10
$1,122
St Francis Filipino Senior Citizens Club of Whittlesea Inc.
36
$1,427
Tamil Seniors Social Club Inc.
40
$1,503
Thomastown and Lalor Elderly Citizens Club Inc.
8
$1,122
Thomastown East Greek Senior Citizens Club Inc.
65
$1,980
Thomastown East Italian Senior Citizens Club Inc.
95
$2,552
Turkish Women's Recreation Group Inc.
45
$1,599
Welcome Senior Women’s Group Inc.
35
$1,408
Whittlesea Chinese Association Senior Citizens Group
60
$1,884
Whittlesea Combined Pensioners & Superannuants Inc.
37
$1,446
Whittlesea Maltese Senior Citizens Club Inc.
120
$3,028
Page 82
City of Whittlesea Annual Report 2013–2014
Club / Incorporated Name
Average
2013/2014
Whittlesea
residents
attending
weekly
Grant
amount
Whittlesea Northern Cyprus Turkish Women’s Group Inc.
15
$1,122
Whittlesea Senior Citizens Club Inc.
21
$1,141
Whittlesea Turkish Elderly and Pensioners Association Inc.
57
$1,827
Whittlesea Turkish Women’s Association Inc.
24
$1,198
Greek Cypriot Women's Group
65
$1,980
University of the Third Age (U3A)
364
$7,679
Greek Orthodox Community of Whittlesea Senior Citizens Group
60
$1,884
The Association of Refugee Children from Aegean Macedonia
Senior Citizens Group
35
$1,408
Macedonian Mens Group of Whittlesea
19
$1,122
Paliomillo Social Club
40
$1,503
Community of Niki Inc
45
$1,599
Greek Australian Ex Servicemen's Reserve Whittlesea and Districts
Inc.
30
$1,313
The "Good Shepherd" Egyptian Seniors Association Inc.
36
$1,427
Doreen Seniors Club Inc
25
$1,217
Page 83
City of Whittlesea Annual Report 2013–2014
APPENDIX 1 PROTECTED DISCLOSURE ACT 2012
PROCEDURES
Page 84
PROTECTED DISCLOSURE ACT 2012
PROCEDURES
Updated: July 2013
Page | 1
Contents
1.
STATEMENT OF SUPPORT _______________________________________ 3
2.
PURPOSE OF THESE PROCEDURES _______________________________ 3
3.
OBJECTS OF THE ACT ___________________________________________ 3
4.
DEFINITIONS OF KEY TERMS _____________________________________ 3
5.
THE REPORTING SYSTEM ________________________________________ 6
6.
ROLES AND RESPONSIBILITIES ___________________________________ 8
7.
CONFIDENTIALITY ______________________________________________ 9
8.
COLLATING AND PUBLISHING STATISTICS ________________________ 10
9.
RECEIVING AND ASSESSING DISCLOSURES _______________________ 11
10.
MANAGING THE WELFARE OF THE DISCLOSER __________________ 12
11.
MANAGEMENT OF THE PERSON AGAINST WHOM A DISCLOSURE HAS
BEEN MADE ______________________________________________________ 14
12.
CRIMINAL OFFENCES _________________________________________ 14
13.
REVIEW_____________________________________________________ 15
Page | 2
1.
Statement of Support
The City of Whittlesea (Council) is committed to the aims and objectives of the Protected
Disclosure Act 2012 (the Act). It does not tolerate improper conduct by its employees,
officers or members, nor the taking of reprisals against those who come forward to disclose
such conduct. Council recognises the value of transparency and accountability in its
administrative and management practices, and supports the making of disclosures that
reveal corrupt conduct, conduct involving a substantial mismanagement of public resources,
or conduct involving a substantial risk to public health and safety or the environment.
Council will take all reasonable steps to protect people who make such disclosures from any
detrimental action in reprisal for making the disclosure. It will also afford natural justice to the
person who is the subject of the disclosure.
2.
Purpose of These Procedures
These procedures establish a system for reporting disclosures of improper conduct or
detrimental action by Council or its members, officers or employees. The system enables
such disclosures to be made to the Protected Disclosure Coordinator or to one of the
nominated Protected Disclosure Officers. Disclosures may be made by employees or by
members of the public.
These procedures are designed to complement normal communication channels between
supervisors and employees. Employees are encouraged to continue to raise appropriate
matters at any time with their supervisors. As an alternative, employees may make a
disclosure of improper conduct or detrimental action under the Act in accordance with these
procedures.
3.
Objects of the Act
The Act commenced operation on 10 February 2013. The purpose of the Act is to
encourage and facilitate disclosures of improper conduct by public officers and public bodies.
The Act provides protection to persons who make disclosures in accordance with the Act
(disclosers), and establishes a system for the matters disclosed to be assessed and, if they
constitute protected disclosure complaints, investigated. Council might also, depending on
the outcome of an investigation, be required to take rectifying action.
4.
Definitions of Key Terms
Three key concepts in the reporting system are improper conduct, corrupt conduct and
detrimental action. Definitions of these terms are set out below.
4.1
Improper conduct
A disclosure may be made about improper conduct by a public body or public official.
Improper conduct is defined by section 4 of the Act as follows:
(1)
For the purposes of this Act, improper conduct means –
(a)
Page | 3
corrupt conduct; or
(b)
(2)
conduct specified in subsection (2) that is not corrupt conduct but
that, if proved, would constitute –
(i)
a criminal offence; or
(ii)
reasonable grounds for dismissing or dispensing with, or
otherwise terminating the services of the officer who was, or
is, engaged in that conduct.
For the purposes of subsection (1)(b), specified conduct is conduct –
(a)
of any person that adversely affects the honest performance by a
public officer or public body of his or her or its functions as a public
officer or public body; or
(b)
of a public officer or public body that constitutes or involves the
dishonest performance of his or her or its functions as a public
officer or public body; or
(c)
of a public officer or public body that constitutes or involves
knowingly or recklessly breaching the public trust; or
(d)
of a public officer or public body that involves the misuse of
information or material acquired in the course of the performance of
his or her or its functions as a public officer or public body, whether
or not for the benefit of the public officer or public body or any other
person; or
(e)
that could constitute conspiracy or an attempt to engage in any
conduct referred to in paragraph (a), (b), (c) or (d); or
(f)
of a public or public body in his or her capacity as a public officer or
its capacity as a public body that –
(i)
involves substantial mismanagement of public resources; or
(ii)
involves substantial risk to health or safety; or
(iii)
involves substantial risk to the environment.
The conduct must be serious enough to constitute, if proved, a criminal offence or
reasonable grounds for dismissal.
Examples
To avoid closure of a town’s only industry, an environmental health officer
ignores or conceals evidence of illegal dumping of waste.
A building inspector tolerates poor practices and structural defects in the
work of a leading local builder.
Page | 4
4.2
Corrupt conduct
Corrupt conduct is defined by section 4 of the Independent Broad-based Anti-corruption
Commission Act 2011 (and is adopted by section 3 of the Act) as follows:
(1)
For the purposes of this Act, corrupt conduct means conduct –
(a)
of any person that adversely affects the honest performance by a
public officer or public body of his or her or its functions as a public
officer or public body;
(b)
of a public officer or public body that constitutes or involves the
dishonest performance of his or her or its functions as a public
officer or public body;
(c)
of a public officer or public body that constitutes or involves
knowingly or recklessly breaching public trust;
(d)
of a public officer or a public body that involves the misuse of
information or material acquired in the course of the performance of
his or her or its functions as a public officer or public body, whether
or not for the benefit of the public officer or public body or any other
person;
(e)
that could constitute a conspiracy an attempt to engage in any
conduct referred to in paragraph (a), (b), (c) or (d) –
being conduct that would, if the facts were found proved beyond a
reasonable doubt at a trial, constitute a relevant offence.
(2)
Conduct may be corrupt conduct for the purposes of this Act if –
(a)
all or any part of the conduct occurs outside Victoria, including
outside Australia; and
(b)
the conduct would be corrupt conduct if it occurred in Victoria.
The conduct must be serious enough to constitute, if proved, a criminal offence, being an
indictable offence, an attempt to pervert the course of justice, bribery of a public official or
perverting the course of justice.
Examples
A Councillor/Council employee takes a bribe or receives a payment other
than his or her wages or salary (in the case of employees) in exchange for
the discharge of a public duty.
A Council employee favours unmeritorious applications for jobs or permits
by friends and relatives.
A Councillor/Council employee sells confidential information.
Page | 5
4.3
Detrimental action
The Act makes it an offence for a person to take detrimental action against a person in
reprisal for making a protected disclosure. Detrimental action is defined by section 3 of the
Act as including:
(a)
action causing injury, loss or damage;
(b)
intimidation or harassment;
(c)
discrimination, disadvantage or adverse treatment in relation to a person's
employment, career, profession, trade or business, including the taking of
disciplinary action.
Examples
The Council refuses a deserved promotion of a person who makes a
disclosure.
The Council demotes, transfers, isolates in the workplace or changes the
duties of a person due to the making of a disclosure.
A person threatens, abuses or carries out other forms of harassment
directly or indirectly, against a person who makes a disclosure or his or her
family, friends or associates.
The Council discriminates against a person who makes a disclosure or his
or her family, friends or associates in subsequent applications for jobs,
permits or tenders.
5.
The Reporting System
5.1
Contact persons within Council
Disclosures of improper conduct or detrimental action by Council or its members, officers or
employees, may be made to the following officers:

The Protected Disclosure Coordinator
Rod Wilkinson, Director Finance & Organisation Improvement -  9217 2376

The Protected Disclosure Officer
Angelo Mamatis, Team Leader Governance -  9217 2223
All correspondence, phone calls and emails from persons making a disclosure to someone
other than the Protected Disclosure Coordinator or the Protected Disclosure Officer will be
referred, at first instance, to the Protected Disclosure Coordinator.
Where a person is contemplating making a disclosure and is concerned about approaching
the Protected Disclosure Coordinator or the Protected Disclosure Officer in the workplace, he
or she can call the relevant officer and request a meeting in a discreet location away from the
workplace.
Page | 6
5.2
Alternative contact persons
A disclosure about improper conduct or detrimental action by Council or its members, officers
or employees, may also be made directly to the Independent Broad-based Anti-corruption
Commission (IBAC):
Address:
Phone:
Fax:
Internet:
Level 1, North Tower, 459 Collins Street
Melbourne, Victoria 3001
GPO Box 24234
Melbourne, Victoria 3000
1300 735 135
(03) 8635 6444
www.ibac.vic.gov.au
or to the Ombudsman:
Address:
Phone:
Email:
Internet:
Level 9, North Tower, 459 Collins Street
Melbourne, Victoria 3001
(03) 9163 6222
ombudsmanvic@ombudsman.vic.gov.au
www.ombudsmanvic.vic.gov.au
The following table sets out where disclosures about persons other than employees of
Council should be made.
Person who is the subject of the
disclosure
Person/body to whom the disclosure
must be made
Member, officer or employee of Council
Council or the IBAC
Councillor
The IBAC or the Ombudsman
Member of Parliament
(Legislative Assembly)
Speaker of the Legislative Assembly
Member of Parliament
(Legislative Council)
President of the Legislative Council
Ombudsman Officer
The IBAC or the Victorian Inspectorate
The IBAC or an IBAC Officer
The Victorian Inspectorate
Chief Commissioner of Police
The IBAC
Member of the police force
A member of police personnel with a
rank of sergeant or above or the IBAC
Page | 7
6.
Roles and Responsibilities
6.1
Employees
Employees are encouraged to report known or suspected incidences of improper conduct or
detrimental action in accordance with these procedures. All Council employees have an
important role to play in supporting those who have made a legitimate disclosure. They must
refrain from any activity that is, or could be perceived to be, victimisation or harassment of a
person who makes a disclosure. Furthermore, they should protect and maintain the
confidentiality of a person they know or suspect to have made a disclosure.
6.2
Protected Disclosure Officer
The Protected Disclosure Officer will:

Be a contact point for general advice about the operation of the Act for any person
wishing to make a disclosure about improper conduct or detrimental action

Receive any disclosure directed to the Protected Disclosure Officer made orally or in
writing (including by telephone, email and letter) from members of the public or
employees seeking to make a disclosure

Commit to writing any disclosure made orally

Make arrangements for a disclosure to be made privately and discreetly and, if
necessary, away from the workplace

Impartially assess the allegation and form a view as to whether it is a disclosure made in
accordance with Part 2 of the Act (ie a protected disclosure)

Take all necessary steps to ensure the identity of the person making the disclosure and
the identity of the person who is the subject of the disclosure are kept confidential

Forward all disclosures, supporting evidence and recommendations to the Protected
Disclosure Coordinator for assessment and final determination of whether the disclosure
is a protected disclosure.
6.3
Protected Disclosure Coordinator
The Protected Disclosure Coordinator has a central clearinghouse role in the internal
reporting system. He or she will:

Receive all disclosures forwarded from the Protected Disclosure Officer for assessment
and final determination of whether the disclosure is a protected disclosure

Receive any disclosure directed to the Protected Disclosure Coordinator made orally or
in writing (including by telephone, email and letter) from members of the public or
employees seeking to make a disclosure
Page | 8

Commit to writing any disclosure made orally

Make arrangements for a disclosure to be made privately and discreetly and, if
necessary, away from the workplace

Impartially assess each disclosure to determine whether it is a disclosure made in
accordance with Part 2 of the Act (ie a protected disclosure)

Within 28 days of receipt, notify a disclosure which the Protected Disclosure Coordinator
thinks is a protected disclosure to the IBAC for assessment

Appoint a Welfare Manager to support the discloser and to protect him or her from any
reprisals

Take all necessary steps to ensure the identity of the person making the disclosure and
the identity of the person who is the subject of the disclosure are kept confidential

Advise, to the extent possible, the discloser of the progress of an investigation into the
protected disclosure (it is noted that any investigation will be managed by the IBAC,
meaning that Council may have limited information about its progress)

Establish and manage a confidential filing system

Collate and publish statistics on disclosures made

Liaise with the chief executive officer of the public body.
6.4
Welfare Manager
The Welfare Manager is responsible for looking after the general welfare of the discloser.
The Welfare Manager will:

Examine the immediate welfare and protection needs of a discloser and seek to foster a
supportive work environment

Advise the discloser of the legislative and administrative protections available to him or
her

Listen and respond to any concerns of harassment, intimidation or victimisation in
reprisal for making disclosure

Ensure the confidentiality of the identity of the discloser and the content of the disclosure
in accordance with the Act

Ensure the expectations of the discloser are realistic.
7.
Confidentiality
Council will take all reasonable steps, in accordance with sections 52 and 53 of the Act, to
protect and keep confidential the content of the disclosure and the identity of the person
making it. Maintaining confidentiality is crucial in ensuring that reprisals are not made
against a discloser.
The Act prohibits any person who receives information via a protected disclosure from
disclosing the content, or information about the content, of that disclosure, or the identity of
the person making it, except in certain limited circumstances. Disclosure of information in
breach of section 52 or 53 constitutes an offence that is punishable by a maximum fine of
Page | 9
120 penalty units ($17,323.20) or imprisonment for 12 months or both for a natural person
and 600 penalty units ($86,616.00) for a body corporate.
The circumstances in which a person may disclose information obtained about a protected
disclosure include circumstances where:

The discloser has given their consent, in writing, to the disclosure of their identity;

The IBAC has determined that an assessable disclosure is not a protected disclosure
(then the confidentiality provisions cease to apply)

It is necessary for the purpose of the exercise of Council's functions under the Act

It is necessary for the purpose of obtaining legal advice

It is necessary to use an interpreter for persons who require such assistance

The information is disclosed to a parent or guardian of a person who is under 18 years of
age

The information is disclosed to an independent person for the purpose of enabling a
person who is suffering a disability to understand an obligation under the Act.
While Council is required to include certain information about protected disclosures in its
Annual Report, the Act prohibits the inclusion of particulars in any report or recommendation
that are likely to lead to the identification of the discloser or the person who is the subject of
the disclosure.
Council will ensure all files, whether paper or electronic, are kept in a secure room and can
only be accessed by the Protected Disclosure Coordinator, Protected Disclosure Officer or
the Welfare Manager (in relation to welfare matters). The Welfare Manager will be given
access only to those files which relate to the discloser in respect of whom, and the disclosure
in respect of which, they have been appointed.
All printed material will be kept in files that are clearly marked as a Protected Disclosure Act
matter, and warn of the criminal penalties that apply to any unauthorised divulging of
information concerning a protected disclosure. All electronic files will be produced and
stored on a stand-alone computer and be given password protection. Backup files will be
kept on floppy disc or USB which will be kept by the Protected Disclosure Coordinator in a
secure place. All other types of materials relevant to protected disclosure, such as tapes
from interviews, will also be stored securely with the disclosure files.
Council will not email documents relevant to a protected disclosure matter and will ensure all
phone calls and meetings are conducted in private.
8.
Collating and Publishing Statistics
Section 70 of the Act requires Council to include in its Annual Report, the number of
disclosures (ie protected disclosures) notified to the IBAC during the preceding financial year.
For this purpose, the Protected Disclosure Coordinator will establish a secure register to
record that information, and to generally keep account of the status of disclosures made to
Council. The register will be confidential and will not record any information that may identify
the discloser.
The register will contain the following information:

The number and types of disclosures made to Council during the year
Page | 10

The number of disclosures assessed by Council to be protected disclosures and notified
to the IBAC during the year

The number and types of disclosures assessed by Council not to be protected
disclosures

The numbers and types of protected disclosures investigated, referred or dismissed by
the IBAC (to the extent that Council has access to that information)

Any recommendations made by the IBAC or the Ombudsman that relate to Council.
9.
Receiving and Assessing Disclosures
Where a disclosure has been received by the Protected Disclosure Officer or the Protected
Disclosure Coordinator, he or she will assess whether the disclosure has been made in
accordance with Part 2 of the Act and is, therefore, a protected disclosure.
9.1
Has the disclosure been made to the appropriate person?
For Council to treat the disclosure as a disclosure made under the Act, it must concern an
employee, member or officer of the City of Whittlesea. A disclosure can be made:

To the Chief Executive Officer

To Council’s Protected Disclosure Coordinator or Protected Disclosure Officer

If the person making the disclosure is an employee or officer of the Council, to an
employee who directly or indirectly supervises or manages that person

If the disclosure relates to an employee or officer of a Council, to an employee who
directly or indirectly supervises or manages that person.
If the disclosure concerns a member, officer or employee of another public body, Council will
endeavour to advise the person who has made the disclosure of the correct person or body
to whom the disclosure should be directed (see the table in paragraph 5.2 above). If the
disclosure has been made anonymously, it should be referred to the IBAC.
If a disclosure concerns a Councillor, it must be made to the IBAC or the Ombudsman. If a
disclosure concerning a Councillor is made to Council, the discloser will be advised of the
correct person to whom, or body to which, the disclosure should be directed.
9.2
Does the disclosure contain the essential elements of a protected disclosure?
To be a protected disclosure, a disclosure must satisfy the following criteria:

Did a natural person (that is, an individual person rather than a corporation) make the
disclosure?

Does the disclosure relate to conduct of a member, officer or employee of Council acting
in their official capacity?

Is the alleged conduct either improper conduct or detrimental action taken against a
person in reprisal for making a protected disclosure?

Does the person making the disclosure have reasonable grounds for believing that the
alleged conduct has occurred?
Page | 11
Where a disclosure is received by the Protected Disclosure Officer, the Protected Disclosure
Officer will make an initial assessment about whether it is a protected disclosure. The
Protected Disclosure Coordinator will determine whether the disclosure is a protected
disclosure.
Where the Protected Disclosure Coordinator determines that a disclosure is a protected
disclosure, he or she will notify the protected disclosure to the IBAC. That notification must
be made within 28 days of receiving the disclosure and the person making the disclosure
must also be notified of it.
Where a disclosure is assessed not to be a protected disclosure, Council must notify the
person making the disclosure of that decision and the matter does not need to be dealt with
under the Act. The Protected Disclosure Officer will decide how the matter should be
responded to in consultation with the Protected Disclosure Coordinator, and the person
making the disclosure will be advised of alternative complaint mechanisms available for
addressing the allegations comprising the original disclosure.
In reaching a conclusion as to whether a disclosure is a protected disclosure, the Protected
Disclosure Coordinator will consider whether the disclosure would, if proved true, show, or
tend to show, that the member, officer or employee of Council to whom the disclosure
relates:

Has engaged, is engaging or proposes to engage in improper conduct in his or her
capacity as a member, officer or employee of Council; or

Has taken, is taking, or proposes to take detrimental action in reprisal for the making of
the protected disclosure.
Where the Protected Disclosure Coordinator concludes that the disclosure amounts to a
protected disclosure, he or she will:

Notify the person who made the disclosure of that conclusion; and

Notify the disclosure to the IBAC for formal determination as to whether it is a protected
disclosure complaint.
10.
Managing the Welfare of the Discloser
10.1
Commitment to protecting disclosers
Council is committed to the protection of persons making genuine disclosures against
detrimental action taken in reprisal for the making of protected disclosures. The Protected
Disclosure Coordinator is responsible for ensuring disclosers are protected from direct and
indirect detrimental action, and that the culture of the workplace is supportive of protected
disclosures being made.
The Protected Disclosure Coordinator will appoint a Welfare Manager to all persons who
have made a protected disclosure. The Welfare Manager will undertake the responsibilities
set out in paragraph 6.5 above in respect of a discloser to whom they are appointed.
All employees will be advised that it is an offence for a person to take detrimental action in
reprisal for a protected disclosure. The maximum penalty is a fine of 240 penalty units
(currently $34,646.40) or two years imprisonment or both. The taking of detrimental action in
breach of this provision can also be grounds for making a disclosure under the Act and can
result in an investigation.
The Welfare Manager must not divulge any details relating to the disclosed matter to any
person other than the Protected Disclosure Coordinator (or the Protected Disclosure Officer,
as the case may be). All meetings between the Welfare Manager and the discloser must be
conducted discreetly to protect the confidentiality of the disclosure and the discloser.
Page | 12
Other statutory protections (contained in the Act) applicable to a person who makes a
protected disclosure include:

Immunity from civil and criminal liability and disciplinary action for the making of the
disclosure (section 39)

Immunity from liability for breaching a confidentiality provision (section 40)

Protection from actions in defamation (section 41)

Provision of a statutory right to sue for damages for reprisals made (section 45)

Provision of a statutory right to apply for reinstatement where detrimental action involves
termination or variation of employment (section 46); and

Provision of a statutory right to apply to the Supreme Court for an injunction or order
requiring detrimental action to be remedied (section 49).
10.2
Keeping the discloser informed
The Protected Disclosure Coordinator will ensure the discloser is kept informed of action
taken in relation to his or her disclosure, and the time frames that apply. To the extent
possible, the discloser will be informed of the conduct of an investigation (if any), the findings
of an investigation, and the steps taken by Council to address any improper conduct that has
been found to have occurred. All communication with the discloser will be in plain English.
10.3
Occurrence of detrimental action
If a discloser reports an incident of harassment, discrimination or adverse treatment that
would amount to detrimental action taken in reprisal for the making of the disclosure, the
Welfare Manager will:

Record details of the incident

Advise the discloser of his or her rights under the Act

Advise the Protected Disclosure Coordinator of the detrimental action.
The taking of detrimental action in reprisal for the making of a disclosure can be an offence
against the Act as well as grounds for making a further disclosure. Where such detrimental
action is reported, the Protected Disclosure Coordinator will assess the report as a new
disclosure under the Act. Where the Protected Disclosure Coordinator is satisfied that the
disclosure is a protected disclosure, he or she will notify it to the IBAC for assessment and, if
the IBAC sees fit, action.
10.4
Disclosers implicated in improper conduct
Where a person who makes a disclosure is implicated in misconduct, Council will handle the
disclosure and protect the discloser from reprisals in accordance with the Act and these
procedures. Council acknowledges that the act of making a disclosure should not shield the
person making the disclosure from the reasonable consequences flowing from any
involvement in improper conduct.
Section 42 of the Act specifically provides that a person's liability for his or her own conduct
is not affected by their disclosure of that conduct under the Act. However, in some
circumstances, an admission may be a mitigating factor when considering disciplinary or
other action.
Page | 13
The Chief Executive Officer will make the final decision, on the advice of the Protected
Disclosure Coordinator, as to whether disciplinary or other action will be taken against a
person making a disclosure. Where disciplinary or other action relates to conduct that is the
subject of the relevant disclosure, the disciplinary or other action will only be taken after the
disclosed matter has been appropriately dealt with.
In all cases where disciplinary or other action is being contemplated, the Chief Executive
Officer must be satisfied that it has been clearly demonstrated that:

The intention to proceed with disciplinary action is not causally connected to the
making of the disclosure (as opposed to the content of the disclosure or other
available information)

There are good and sufficient grounds that would fully justify action against any other
person (ie not making the disclosure) in the same circumstances

There are good and sufficient grounds that justify exercising any discretion to institute
disciplinary or other action.
The Protected Disclosure Coordinator will thoroughly document the process, including
recording the reasons why the disciplinary or other action is being taken, and the reasons
why the action is not in retribution for the making of the disclosure. The Protected Disclosure
Coordinator will clearly advise the discloser of the proposed action to be taken, and of any
mitigating factors that have been taken into account.
11.
Management of the Person Against Whom a Disclosure has been Made
Council recognises that employees against whom disclosures are made must also be
supported during the handling of disclosures. Council will take all reasonable steps to
ensure the confidentiality of the person who is the subject of the disclosure.
Council will give its full support to a person who is the subject of a disclosure where the
allegations contained in a disclosure are clearly wrong or unsubstantiated. If the matter has
been publicly disclosed, the Chief Executive Officer will consider any request by that person
to issue a statement of support setting out that the allegations were clearly wrong or
unsubstantiated.
12.
Criminal Offences
Council will ensure that officers appointed to handle protected disclosures and all other
employees are aware of the following offences created by the Act:
12.1
It is an offence for a person to take detrimental action against a person in reprisal for
a protected disclosure being made. The Act provides a maximum penalty of a fine of
240 penalty units ($36,646.40) or two years imprisonment or both.
12.2
It is an offence for a person to disclose information about the content of a protected
disclosure without legislative authority. The Act provides a maximum penalty of 120
penalty units ($17,323.20) or six months imprisonment or both for a natural person
and 600 penalty units ($86,616.00) for a body corporate.
12.3
It is an offence for a person to obstruct IBAC Officers or the Ombudsman in the
performance of their responsibilities under the Act. The Act provides a maximum
penalty of 120 penalty units ($17,323.20) or 12 months imprisonment or both.
12.4
It is an offence for a person to knowingly provide false information under the Act with
the intention that it be acted on as a disclosed matter. The Act provides a maximum
penalty of 120 penalty units ($17,323.20) or 12 months imprisonment or both.
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13.
Review
These procedures will be reviewed annually to ensure they meet the objectives of the Act
and accord with any guidelines published by the IBAC.
-oOo-
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