City of Whittlesea
Annual Report
For the year ended 30 June 2015
Part 1: Report of Operations
Part 2: Performance Statement
Part 3: Financial Statements
Part 4: Council Plan Performance Report
City of Whittlesea
Annual Report
Part 1: Report of Operations
For the year ended 30 June 2015
How To Contact Us
Civic Centre
25 Ferres Boulevard, South Morang 3757
Melway Reference:
Map 183 A10
Telephone:
(03) 9217 2170
Facsimile:
(03) 9217 2111
National Relay Service:
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: 72 431 091 058
Email Address:
Internet Address:
info@whittlesea.vic.gov.au
www.whittlesea.vic.gov.au
Epping Depot
68-96 Houston Street, Epping 3076
Melway Reference:
Telephone:
Facsimile:
Map 182 A10
(03) 9401 0555
(03) 9409 9842
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
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
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.
Annual Report – Report of Operations – 2014-2015
4
Table of Contents
How To Contact Us ............................................................................... 4
Table of Contents ................................................................................. 5
Introduction ......................................................................................... 6
Mayor’s Message .............................................................................. 6
CEO’s Message .................................................................................. 8
Financial Summary ............................................................................ 9
Major Capital Works ....................................................................... 13
Our council ......................................................................................... 16
A Brief History ................................................................................. 16
Whittlesea Today ............................................................................ 17
Vision Mission Values ...................................................................... 18
Your Council ....................................................................................... 20
Highlights............................................................................................ 23
Our people ......................................................................................... 27
Organisational Structure ................................................................. 45
Council Staff .................................................................................... 46
Major Changes ................................................................................ 50
Best Value Program ......................................................................... 51
Our performance ................................................................................ 53
Governance ..................................................................................... 77
Awards, Donations And Grants ....................................................... 86
Audit & Risk Committee ................................................................ 111
Governance and Management Checklist ....................................... 115
Statutory information ................................................................... 120
Local Government Improvement Incentive Program..................... 136
Victorian Local Government Indicators ......................................... 137
Annual Report – Report of Operations – 2014-2015
5
Introduction
Mayor’s Message
Well, this has definitely been a year of ‘people power’.
The Access Denied campaign, a partnership between Council and the community,
voiced two simple appeals: extend the train line to Mernda, and give the people of
Whittlesea access to the Hume Freeway at O’Herns Road in Epping.
After seven months of relentless campaigning in the lead up to the 2014 State
Government election, all three major parties committed to build Mernda Rail.
And we’re delighted the new State Labor Government has allocated $9 million in its
first budget to begin planning for the Mernda Rail extension. Plus, it has also
allocated $40.7 million to build the O’Herns Road Hume Freeway interchange in
Epping North, pending Federal Government funding for the remainder of the project
costs.
Access Denied was a stunning example of what our community is capable of. We’re
one of the fastest growing municipalities in Australia and these two road and
transport projects will make a difference to many people’s lives across our City.
Stamping out family violence
Council also launched two important strategies aimed at reducing family violence in
our community and increasing women’s right to participate in life on equal terms
with men. The City of Whittlesea has one of the highest rates of reported family
violence in the northern region. In addition, only 20 per cent of women experiencing
violence report it to authorities.
Family violence is a complex issue with no easy solution. Research shows that in
countries where there is greater gender equity, there are lower levels of violence
against women. With this in mind, Council has developed a Gender Equity Strategy
to further support our Family Violence Strategy. We’ve also employed a dedicated
Family Liaison Officer to create stronger ties with community members in need of
extra support.
Women and children must be able to feel safe in their homes. Council will not rest
on this issue. It requires targeted, behaviour change programs and pre-emptive
action. Council has zero tolerance for family violence. We want to see greater
investment in family violence services in our municipality and in preventative
programs to challenge attitudes and stereotypes that condone violence.
Annual Report – Report of Operations – 2014-2015
6
Gaming machine reform
Council continues its important role in tackling problem gambling. Over $101 million
was lost on gaming machines across our City in the last financial year with four of our
venues experiencing some of the highest gaming losses in Victoria. Gambling on
pokies is widely considered a major public health issue and Council continues to call
on the Victorian Government to commit to a range of measures to tackle problem
gambling. This includes making Councils responsible for decisions on whether
applications for more gaming machines should be approved.
Boost for education
In welcome news for families, the State Government pledged its continuing
commitment to education in our growing suburbs with the booming suburbs of
Mernda, Doreen and Epping North receiving a much needed injection of funding for
schools.
The City also gained an additional 15 kindergarten rooms to cater for our growing
young families with the opening of five new Family and Community Centres in
Epping, Epping North, Doreen, Mernda and Whittlesea Township. This extra capacity
is vital to ensure our increasing number of four year-olds can get access to quality
preschool education.
Thank you
I would like to thank Council staff and my fellow Councillors at the City of Whittlesea.
Your skills, professionalism and passion for our City help to make this such a great
place to live and work.
And finally, I would like to thank everyone for the support I have received during my
term as Mayor. It has been an honour to serve as Mayor and I have been privileged
to meet many outstanding residents and organisations during this time. I have also
attended some wonderful community events and activities that have made me very
proud to be a fellow resident, and Mayor, of the City of Whittlesea.
Cr Ricky Kirkham
Mayor
Annual Report – Report of Operations – 2014-2015
7
CEO’s Message
I am delighted to present the City of Whittlesea Annual Report 2014/2015.
This Annual Report sets out the achievements of Council during the 2014/15
financial year. With a total budget of $213 million, more than 100 essential services
were delivered to our community. This included a $40 million Major Projects and
Capital Works Program that has enabled residents to enjoy new and improved
community centres, roads, streetscapes, parks and more across the City.
It has been a year where we have again endeavoured to serve our diverse
community and manage the needs of our rapidly growing municipality. In today’s
economic climate, this is not easy and I am pleased that Council continues to keep
our rate rises to one of the lowest in Victoria.
The City of Whittlesea is the third fastest-growing municipality in Victoria and our
population is expected to increase by 121,000 over the next 20 years. With our
rapidly expanding population, there is growing demand for Council services and a
growing need to provide residents with the infrastructure that is essential to their
everyday lives.
With responsibility for public transport, major roads, hospitals and schools resting
with State and Federal Governments, the City of Whittlesea is grateful for the
funding support we continue to receive from both levels of government to deliver
infrastructure projects that make a big difference to residents’ daily lives.
In the coming years we will be challenged to do more with less. But as always we
will respond to this challenge with commitment and energy and continue to strive
for excellence in the performance of our functions and in the delivery of our services.
The City of Whittlesea is fortunate to have a team of dedicated employees and
councillors, and I express my great appreciation to them all for their hard work and
commitment during 2014-15. We look forward to continuing to provide excellent
service to residents, business and community organisations in the year ahead.
David Turnbull
Chief Executive Officer
Annual Report – Report of Operations – 2014-2015
8
Financial Summary
Council’s financial position continues to remain sound. A summary of our
performance is outlined below. Detailed information relating to Council’s financial
performance is included within the Financial Statements and Performance
Statement sections of this Report.
Operating Position
Council achieved a surplus of $90.1 million in 2014–15. This surplus compares
favourably to the prior year surplus of $68.4 million. As per the Comprehensive
Income Statement in the Financial Report, the favourable variance is due mainly to
the early payment of the Victorian Grants Commission Financial Assistance Grants
(FAGs) allocation of approximately $6.2 million and an increase in rate income in the
order of $8 million in the 2013-14 year.
The adjusted underlying surplus of Council, after removing non-recurrent capital
grants, cash capital contributions and non-monetary capital contributions, is a
surplus of $9.4 million or 5.15% when compared to adjusted underlying revenue.
This compares favourably to the expected target of 0.7%. Sustaining an adjusted
underlying surplus is a critical financial strategy that provides capacity to renew the
$2.73 billion of community assets under Council’s control.
For the 2014-15 year Council received $10.66 million in FAGs. FAGs are an important
untied payment to councils from the Australian Federal Government. Council relies
on the funding it receives from the Commonwealth, in the form of FAGs, to ensure
that infrastructure and services are provided at a reasonable level to all ratepayers.
Annual Report – Report of Operations – 2014-2015
9
Liquidity
Cash has decreased by $4.2 million from the prior year mainly due to a larger
proportion of longer term financial assets which have increased by $21 million. The
working capital ratio which assesses Council’s ability to meet current commitments
is calculated by measuring Council’s current assets as a percentage of current
liabilities. Council’s result of 303% is an indicator of satisfactory financial position
and is in line with the anticipated target of 309%.
Obligations
Council aims to ensure that it is able to maintain its infrastructure assets at the
expected levels, while at the same time continuing to deliver the services needed by
the community. Council invested $1.1 million in renewal works during the 2014-15
year. Being a growth Council the renewal expenditure reflects the fact that Council’s
assets are relatively new and in very good condition. At the end of the 2014-15 year
Council’s debt ratio which is measured by comparing interest bearing loans and
borrowings to rate revenue was 27% which was in line with the expected target of
26.9%. Council’s asset renewal ratio which is measured by comparing asset renewal
expenditure to depreciation was 4.66% which was lower than the expected target of
22.56%. This was mainly due to delays in the completion of a number of renewal
projects.
Annual Report – Report of Operations – 2014-2015
10
Stability and Efficiency
Council raises a wide range of revenues including rates, user fees, fines, grants and
contributions. Despite this, Council’s rates concentration which compares rate
revenue to adjusted underlying revenue was 65.8% for the 2014-15 year which is
toward the top end of the expected target band of 40%-80%. Council has focussed
on broadening its revenue base and for the 2014-15 year was able to keep its rate
increase to 3.95%. This resulted in an average residential rate per residential
assessment of $1,588 which compares favourably to similar councils in the inner
metropolitan area.
Annual Report – Report of Operations – 2014-2015
11
Annual Report – Report of Operations – 2014-2015
12
Major Capital Works
SUMMARY OF MAJOR NEW WORKS (CAPITAL) PROGRAM 2014-2015
DESCRIPTION OF WORKS
PROPERTY
Additional Kindergarten, Epping North (Champions Parade CFC)
Animal Welfare Facility
Energy Efficiency Program - Various
Epping Depot - office extension and refurbishment
Epping Memorial Hall - Kitchen redevelopment
Epping Police Station improvements - 785 High Street Epping
Epping Preschool and Blossom Park Kindergarten Compliance Upgrade
Epping Services Hub - Upgrade of 713 High Street Epping
Galada (Aurora) Community Activity Centre (Harvest Home Town Centre)
Jindi Family & Community Centre (Renaissance Rise)
Laurimar Town Park - construction of Sporting Pavilion (Stage 2)
Laurimar Town Park - Refurbish existing Sporting Pavilion (Stage 3)
Lyndarum Family & Children's Services Centre (Epping Views)
New Northern Depot
Office fit out alterations - Various Council Offices
Open space reimbursement - 1480 Plenty Rd
Refurbishment of PRACC Commercial Office - Civic Centre
Sustainable Climate Control Project – Civic Centre (Stage 1)
Whittlesea Community Activity Centre Library
$ TOTAL
PLANT AND EQUIPMENT
Air Conditioner renewal - Lalor Library
Furniture and equipment purchases
Furniture and fittings for halls and CACs - Various Locations
IT - Events Management Booking System
IT - Infrastructure
IT - Meeting Room IT Improvements
IT - Mobility
IT - Public Wi-Fi - Trial
IT - Server replacement program
IT - Various computer system hardware and other IT equipment
Light Fleet Vehicles
Purchase of new items - heavy fleet
Replacement of Council fleet - Ongoing Program
Whittlesea Show 150th Anniversary Public Art Piece
$ TOTAL
Annual Report – Report of Operations – 2014-2015
$ AMOUNT
1,379,015
615,134
199,268
98,560
246,516
63,602
60,151
70,445
1,030,559
3,523,925
1,445,331
87,000
19,599
1,653,532
566,724
1,464,920
676,014
400,000
756,425
14,356,720
761,907
52,581
68,152
40,130
55,695
14,791
24,307
32,981
70,695
70,853
192,538
299,503
1,557,086
55,400
3,296,619
13
DESCRIPTION OF WORKS
INFRASTRUCTURE
Black Length - Derby Drive, Epping between McDonalds Rd & Pentland Dve
Black Length - Pindari Avenue, Mill Park/Epping
Black Length - The Boulevard, Thomastown
Bridge Inn Rd Upgrade Works - Btw Yan Yean Rd and Plenty Rd
Bridge Inn Road Duplication
Bundoora Shopping Centre Upgrade
Car Park rehabilitation - various
Church Street Shopping Strip Redevelopment
Collector Road traffic management - Various locations
Construction of Footpath on Yan Yean Rd - between Bridge Inn Road & Cookes Rd
Construction of Eminence Boulevard Extension - Doreen South
Coulstock Street Epping - Urban renewal and landscape redevelopment
Course improvement works-Growling Frog
Cricket Practice Wicket Upgrade (various locations)
Dalton Road Shared Path - west side - from Keon Parade to Spencer Street
Darebin Creek Shared Path from Metropolitan Ring Road to Findon Road
Darebin Creek Shared Path Upgrade - Landscape Works
Disability Action Plan
Doreen South - Early Learning Centre - (Hazel Glen)
Drainage improvement works
Epping Road footpath (North of Findon Rd up to 450m on east side)
Construction of Findon Rd from The Great Eastern Way to Plenty Rd, Sth Morang.
Floodlights for main softball diamond
Footpath link - Beech Street between Plenty River & Showgrounds
General landscape improvements - Neighbourhood Parks
Harvest Home Soccer Facility - construction of Sports Pavilion
Humevale Road - Btw Whittlesea and Yea Road and Owens Road
Implementation of Signage Strategy - Various
Implementation of the Cultural Collection Strategy Public Art Strategy
Improve disability access to public transport as required by the Disability
Discrimination Act (DDA)
Install Bio Remediation Wash Water System - Growling Frog Golf Course
Installation bus shelters
IT - A0 scanner, printer and plotter
Kerb Ramp (DDA) Upgrades
Lalor Recreation Reserve - Upgrade of tennis facilities
Landscape development balance of site - Hillsview Recreation Reserve
LATM Schemes various treatments
Lighting Sustainability in Established Areas' Streets & Libraries
Annual Report – Report of Operations – 2014-2015
$ AMOUNT
46,000
38,665
130,400
635,063
24,339
115,576
57,654
2,787,309
99,740
147,779
69,664
31,200
58,828
126,288
25,623
323,207
55,820
86,115
4,543,478
77,380
110,910
48,285
21,865
105,207
369,327
30,271
120,203
41,000
31,061
56,851
59,673
20,000
16,820
30,910
534,020
25,000
330,535
725,319
14
DESCRIPTION OF WORKS
Local road reconstruction/rehabilitation (various locations)
Local road resurfacing works (various locations)
Main Street Footpath upgrade - East side
McKimmies Rd Urbanisation (Between Betula Avenue & Garden Grove Drive)
McKimmies Road from Darebin Creek to Garden Grove Drive
Meadowglen Athletics Stadium - additional toilet facility
Mill Park Leisure & Service Centre redevelopment
Minor bicycle paths - on-road and off-road
Minor Footpath Works (various locations)
Painted Hills Road/ Bridge Inn Road Intersection
Parking bay widening - Hazel Glen Drive, Doreen
Part constructed roads improvements (various locations)
Pedestrian Operated Signals - Findon Rd, South Morang
Pedestrian Operated Signals - Kingsway Drive Lalor
Pedestrian Signal: McKimmies Road
Planning and Feasibility Studies for Future Projects
Playing fields and pavilion - Lalor West Reserve (Mosaic)
Redevelop Peter Lalor Walk
Renewal of playgrounds (various locations)
Revegetation - Hillcroft Regional Park
Ridge Road Construction -Yea Rd to Melbourne Water Boundary
Roadside hazard protection (various locations)
Roundabout: Centenary Drive / Redleap Avenue, Mill Park
Signalisation & construction of intersection - Bridge Inn & Bassetts Rd, Mernda
Sportsfields - Laurimar
Street tree renewal - Various locations
Thomastown-Lalor Masterplan Streetscape improvements
Traffic control devices - un-programmed works
Treatment of Recycled Water - Growling Frog Golf Course
Upgrade Coaches Boxes - Various Locations
Upgrade disabled parking bays to (DDA) requirements - Various locations
Upgrade Drainage at Harding Street, Thomastown
Upgrade training lights - Findon Reserve, Mill Park
Vehicle Exclusion Fencing
Whittlesea Community Activity Centre Redevelopment
Woodland Waters Recreation Reserve Sports Pavilion - Mernda (Precinct 4)
Woodland Waters Sports field and car park development
Yan Yean Pipe Track - Gordons Road to Hawkstowe Parade
$ TOTAL
$ GRAND TOTAL
Annual Report – Report of Operations – 2014-2015
$ AMOUNT
1,580,472
1,391,511
93,594
18,430
59,100
123,887
52,000
141,329
99,561
62,924
21,304
61,857
10,850
18,772
34,373
234,319
109,789
500,000
604,059
122,350
403,978
108,869
224,189
1,328,658
120,827
174,332
77,924
180,222
62,325
45,800
31,551
147,286
98,735
89,474
879,015
2,383,468
72,777
16,450
23,943,746
41,597,085
15
Our council
A Brief History
The original inhabitants and traditional owners of the area which now forms
Melbourne’s northern suburbs, including the present City of Whittlesea, are the
Wurundjeri Willum Clan. They ranged across the land for thousands of years before
the arrival of Europeans. Subsistence and settlement activities were concentrated
along the tributaries of the Yarra River, including the Merri, Edgars and Darebin
Creeks and the Plenty River and around places such as the Ryder Swamp.
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
the creeks offered a bounty of fish, birdlife and other animals. Cultural ceremonies,
business and trade negotiations were conducted on an annual cycle at gathering
sites across the area. Over 700 of these sites still exist in the City today, many of
which are 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, South Morang,
Toorourrong and Yan Yean.
On 1 January 1875, the Whittlesea Road District and the Morang Riding (part of the
neighbouring 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 with the development of 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 being
transferred to adjoining municipalities.
Annual Report – Report of Operations – 2014-2015
16
The City is supported by a strong economic base. It has a distinctive urban character,
but remains a predominately Green Wedge municipality, which includes two water
supply catchment reservoirs.
More recently, the addition of thriving new residential estates in Epping, Wollert,
Mernda and Doreen have contributed to making the City of Whittlesea one of the
fastest growing municipalities in Australia.
Whittlesea Today
The City of Whittlesea is the third fastest and largest growing municipality in Victoria
and has been endorsed by the Victorian State Government as a growth area of
metropolitan significance. The population is expected to reach 300,000 by 2030, with
growth concentrated in the developing areas of Mernda-Doreen, South Morang,
Epping North, Wollert and Donnybrook. In 2015, the City’s population is
approximately 194,500 and is expected to grow by 69% over the next 20 years.
The City of Whittlesea is located on Melbourne’s metropolitan fringe, approximately
20km north of the CBD. Covering 490 square kilometres, it is a large municipality
containing established urban, growth and rural areas. The City includes the major
rural centre of Whittlesea, the rural localities of Beveridge, Donnybrook, Eden Park,
Humevale, Kinglake West, Wollert, Woodstock and Yan Yean as well as the
established and growing urban suburbs of Bundoora, Doreen, Epping, Lalor, Mernda,
Mill Park, South Morang and Thomastown.
The Wurundjeri Willum people were the original inhabitants of this area and are the
traditional owners of this land. Today, the City has the fourth highest Aboriginal
population in metropolitan Melbourne.
The City of Whittlesea is a diverse community. More than a third of the population
were born overseas, with the majority coming from countries where English is not
the first language and 43% speak a language other than English at home. The most
common languages used other than English are Macedonian, Italian, Greek, Arabic
and Vietnamese.
Annual Report – Report of Operations – 2014-2015
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Vision Mission Values
Our vision guides our effort to keep pace with the rapid changes to and growth of
our municipality over the coming 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
Annual Report – Report of Operations – 2014-2015
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Annual Report – Report of Operations – 2014-2015
19
Your Council
On 27 October 2012 eleven Councillors were elected for a four year term.
There are three Councillors in the North Ward, four in the South East Ward
and four in the South West Ward. On 5 November 2014 Cr Ricky Kirkham
was elected Mayor and Cr Norm Kelly, Deputy Mayor for a one year term.
The next General Council elections will be held in October 2016.
NORTH WARD
Cr Ricky Kirkham Mayor
Cr Rex Griffin
Cr Christine Stow
Telephone 0419 659 872
Facsimile: 9409 9878
mayor@whittlesea.vic.gov.au
Telephone: 0400 834 150
Facsimile: 8405 3218
rex.griffin@whittlesea.vic.gov.au
Telephone 0427 233 695
First elected: 2012
First elected: 1990
First elected: 2014
Mayoral Term: 2015
Mayoral Term: 2010, 2012, 2013
Annual Report – Report of Operations – 2014-2015
christine.stow@whittlesea.vic.gov.au
20
SOUTH EAST WARD
Cr Sam Alessi
Cr Ken Harris
Telephone: 0417 392 578
Telephone: 0427 852 845
Facsimile: 9436 0027
sam.alessi@whittlesea.vic.gov.au ken.harris@whittlesea.vic.gov.au
First elected: 1987
First elected: 2012
Mayoral Terms: 1997, 2000,
2004
Annual Report – Report of Operations – 2014-2015
Cr Norm Kelly
Deputy Mayor
Cr Mary Lalios
Telephone 0417 158 996
Facsimile: 9467 3515
norm.kelly@whittlesea.vic.gov.au
First elected: 2008
Telephone: 0400 132 117
Facsimile: 9404 2264
mary.lalios@whittlesea.vic.gov.au
First elected: 2005
Mayoral Terms: 2008, 2009, 2014
21
SOUTH WEST WARD
Cr Stevan Kozmevski
Cr Kris Pavlidis
Cr Darryl Sinclair
Cr Adrian Spinelli
Telephone: 0417 390 854
Facsimile: 9464 6157
stevan.kozmevski
@whittlesea.vic.gov.au
First elected: 1997
Mayoral Term: 2011
Telephone: 0407 689 032
Telephone: 0427 622 827
kris.pavlidis
@whittlesea.vic.gov.au
First elected: 2005
Mayoral Term: 2006
darryl.sinclair
@whittlesea.vic.gov.au
First elected: 2012
Telephone:0428 314 581
Facsimile: 9409 9889
adrian.spinelli
@whittlesea.vic.gov.au
First elected: 2012
Annual Report – Report of Operations – 2014-2015
22
Highlights
Inclusive and Engaged Community
We have a strong and proud community spirit in the City of Whittlesea. We love to
come together for a celebration – be it national celebrations like Australia Day, the
Community Festival or our local school theatre productions and performance and
events held at the Plenty Ranges Arts and Convention Centre.
This year, expanded and new assets came on stream for young families. The
Whittlesea Community and Activity Centre was expanded to include community
meeting spaces, a new library and hall.
Brand new Community Activity Centres were completed in Epping North - Galada
and Mernda – Jindi, to enhance engagement opportunities there.
A new early years hub and community meeting spaces also opened on the site of
Hazel Glen Secondary College.
Sport is another activity that involves many members of our community. We
promote involvement, prepare and maintain top quality facilities right across our
suburbs, and we foster a culture of safety and responsibility among sporting club
administrators.
Our Cultural Heritage Program attracted 3500 participants to a series of more than
30 events this year. And we were proud to receive a Keep Australia Beautiful Victoria
award for our preservation, celebration and value for our heritage.
Accessibility in, out and around our City
Access to services, transport and technology all got a boost this year. There’s no
denying our Access Denied campaign made our transport issues crystal clear to the
major political parties.
The State Government has committed to extending the South Morang train line to
Mernda and building access to the Hume Freeway at O’Herns Road. We are also
advocating for better public bus and tram services.
New kindergarten facilities and playgroups are providing valuable resources to our
youngest residents and their parents.
Our Maternal and Child Health Service network has grown this year. However we
need better access to hospital services and we’re advocating for an expansion of the
Northern Hospital.
We’ve delivered technology training to 9,100 residents and 300 local businesses to
enable more informed and intelligent access to new technology. Our significant work
in this area earned us a nomination in the Smart21 Community Program.
Annual Report – Report of Operations – 2014-2015
23
We continue to roll out our Disability Action Plan to ensure residents have equal
access to community facilities and receive the care they need. We’ve stressed to the
community the importance of parking availability for disabled people and supported
the campaign with the message ‘Don’t park in the blue spot’.
Growing our economy
We’re actively working to grow our economy by fostering employment
opportunities, economic development and skill development.
Council is leading by example with more of our expenditure going to local
businesses. The share of spending with local businesses has increased by 17% to $7.5
million this year.
Our local Plenty Food Group continues to put us on the world map and grasp export
opportunities for local food manufacturers.
We also demonstrate the importance of local employment with training and
employment pathways to maximise opportunities for our indigenous residents and
the disabled.
Better transport will improve business prospects in our region. And the relocation of
the fresh food market to Epping later in 2015 will bring new employment
opportunities.
Places and spaces to connect people
Two elements of a well-connected community are good planning and excellent
design. Council has a major role to play, as new suburbs take shape, in the intelligent
design that incorporates open space, robust and reliable community infrastructure
and places where we can come together for recreation or relaxation.
The Community Activity Centres we opened this year in Whittlesea, Epping North Galada, Mernda - Jindi and Hazel Glen are true hubs for play, health and gettogethers.
The second stage of the Peter Lalor Walk brings new assets and ambience to that
mixed social and retail precinct.
Other enhancements to our spaces and places for connection include the
redevelopment of Church Street in Whittlesea, a new shared path along Darebin
Creek, park and playground upgrades at Winchester, Brolga and Diosma Reserve,
and new outdoor fitness equipment at Whittlesea Gardens.
Tree planting, drainage and revegetation works across the City all add to the amenity
and useability of our recreational spaces.
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Health and wellbeing
Our Healthy Together Whittlesea program has now made a difference to the lives of
more than 50,000 residents. The education program involves people of all ages and
stresses the importance of healthy eating, physical activity and healthy lifestyle
habits.
Keeping our community free of preventable disease requires high rates of
immunisation. Once again, we’ve achieved the highest rate of infant immunisation in
the north/west region of Victoria. More than 5,000 secondary school students got
the jab and 6,000 members of the public received 13,000 doses of vaccine.
We have advocated for new schools to cater for our growing student population.
We’re delighted the State Government has committed funds for the completion of
Hazel Glen College in Doreen. And a further three schools will be built in addition to
the three agreed to in the 2013/14 state budget.
Unfortunately, family violence continues to be far too prevalent in our community.
Council is taking a zero tolerance approach and targeting the pockets of our
community that seem to think it is acceptable. Council’s strategies aim to change
behaviour as well as shift cultural attitudes to women through greater gender
equity.
Our capacity to support disengaged young people received a blow with the Federal
Government removing funding for Youth Connections. Sadly, this will impact the
young people who seek Council’s support for alternative education and employment
pathways.
Living sustainably
Our natural environment truly is an asset for all to enjoy. But it must be carefully
managed and safeguarded.
This year Council made further carbon emission reduction measures with the
installation of energy efficient street and sports lighting. Nearly 7,000 mercury
vapour lights were replaced with compact fluorescent lights. Also, solar lighting and
heating and cooling upgrades at Mill Park Library will save 23% in energy
consumption.
New environmentally friendly wash-down facilities were implemented at Growling
Frog Golf Course to eliminate chemical run-off.
More than half of the land within the City of Whittlesea is still rural. Council’s Green
Wedge Management Plan, developed in conjunction with the community, business
and government departments, is a 10-year plan for the balanced and sustainable use
of our rural land.
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Our rural areas support farming, recreation and tourism, plants and animals, water
catchments, settlements, and they include places of cultural and heritage
significance.
Living sustainably means we enjoy and take pleasure from our environment – and
we protect it for future generations.
Good governance
Our customer-centric service model became fully integrated this year. The team is
multi-skilled and resolving customer enquiries quickly and efficiently.
Our ability to respond to a disaster or emergency passed audit with flying colours.
Our Municipal Emergency Management Plan includes strategies to prevent, prepare,
respond to, and recover from emergencies. Our Plan received the highest possible
score in the audit by the State Emergency Service.
Our growth continues to outstrip other local government areas. But we respond
effectively by delivering the services and infrastructure needed, and advocating for
resources from other levels of government where appropriate.
Access Denied was a well-executed campaign that delivered a clear message on
behalf of the community. As a result we will finally get some of the critical road and
rail infrastructure we need.
Similarly, through coordinated efforts we will address the terrible incidence of
domestic violence occurring in too many homes across our community. And our local
voice will once again be heard on the issue of gaming machines.
We manage our finances responsibly and achieve maximum value for residents. In
June, the 2015/16 budget was adopted by Council. With a 3.5% rate rise, it included
one of the lowest general rate increases in Victoria.
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Our people
Departmental Reports
The City of Whittlesea’s organisational structure is made up of six Directorates –
Advocacy & Communications, Community Services, Finance & Organisation
Improvement, Governance & Economic Development, Infrastructure and Planning &
Major Projects.
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
David provides leadership of the organisation and has overall responsibility for the
administrative functions of Council.
He oversees six Directorates which provide linkages between the community, the
Councillors and the staff. He ensures a structure of good governance and one where
decision-making is based on sound information and high regard for community
resources.
Human Resources (HR) Operations – Manager Yvette Reardon
The HR team has been involved in analysing and documenting for tender our need
for a new Human Resources Information Services and Payroll system. We are
confident the successful tenderer will have a clear understanding of our
requirements.
The Department was also involved in the negotiation and signing of our Enterprise
Agreement No. 7, which was a lengthy and detailed process.
The training and employment pathways we provide for indigenous residents was
recognised with a Wurreker Award this year. These awards are run by the Victorian
Aboriginal Education Association and the Department of Education and Early
Childhood Development.
People & Culture – Manager Sam Dureau
Now in its second year, the Department is responsible for delivering learning and
development services to our employees. The services are coordinated against the
Performance Development Plan, change management framework and our ONE
Whittlesea cultural change program.
The vision of ONE Whittlesea is to create a ‘vibrant, self-sustaining community’ by
creating a more collaborative work environment.
The work of the Department is project based and is expected to conclude in
2015/16.
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Advocacy and Communications – Director Griff Davis
Advocacy – Executive Manager Mary Agostino
Our vocal and highly coordinated campaign for better road and rail infrastructure
achieved great success in late 2014. The Access Denied campaign resulted in a $600
million commitment from the new State Government to extend the rail line to
Mernda and $40.7 million to construct the Hume Freeway Interchange and duplicate
O’Herns Road.
Our advocacy efforts continue as we seek the balance of funding required for the
road project from the Federal Government. And our efforts for improved public bus
and tram services are also ongoing.
The State Government has also acknowledged our need for new schools for our
growing population. Funding was committed for the completion of Hazel Glen
College in Doreen, as well as the building of three new schools (in addition to
funding of three schools in the 2013/14 state budget).
Likewise, we have achieved investment in our early years education sector with
funding for the Ashley Park Community Hub ($1.6m) and an early learning centre in
Mernda South ($2m).
The scourge of family violence continues to impact our city. Our advocacy for action
on this issue is gaining the attention of the politicians and we welcome the Royal
Commission into Family Violence. But we desperately need the resources to target
programs in the community. While we are grateful for additional funding for
policing, more is required to prevent the violence occurring in what should be the
safe haven of the family home.
Other community issues we are fighting for include:
 reducing the state-wide cap on gaming machines – it’s too high at 10
machines per 1,000 adults and fails to minimise harm and financial hardship;
 expansion of the Northern Hospital;
 better access to justice services, the courts and tribunals; and
 more investment in essential human services such as carer and respite
services, mental health services and supported accommodation for young
people.
Marketing & Communications – Manager Sean McManus
Complementing our advocacy is our communication with and within our community.
Our social media presence and engagement continues to grow. We’re having realtime, two-way conversations with more than 2,900 fans on Facebook. And more
than 500 people follow the City’s news on Twitter.
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Traditional media includes the 20-page newsletter, Whitlescene which hits 68,000
letterboxes quarterly. A weekly news column also appears prominently in The Leader
community newspaper.
Important dates and community events for the coming year are promoted in our
hard-copy calendar delivered to all households in December.
This year we developed a Multicultural Communications Plan to better engage with
our established, and emerging, multicultural communities.
The Northern Weekly newspaper partnered with our Families on the Edge advocacy
campaign this year. The campaign made the case for a fairer deal for vulnerable
families. Young people, families affected by violence or financial hardship, need
services and assistance to help improve their lives. As a caring and connected
community, it is our duty to help families in need.
Resilience & Emergency Management
We never know when our emergency procedures will be put to a real-life test. But
being well prepared is the first step of best defence.
Important activities during the year include:
 more than 20 community awareness sessions on how to respond in an
emergency;
 closer liaison with the community subcommittee of the Municipal
Emergency Management Planning Committee;
 multi-language translations of our bushfire emergency response DVD were
distributed to community groups;
 adult migrant English program participants received preparedness training;
 review of our Community Emergency Risk Assessment process with
particular attention to our cohort of vulnerable community members;
 maintaining strong links with community groups and associations to
develop place-based emergency and disaster recovery plans; and
 achieving the highest possible rating in the three-yearly VicSES audit of our
emergency management plans.
Being ‘ready for anything’ also involves the extensive training of staff. During times
of relative calm, it can be challenging to instil the culture of preparedness in staff
who have not been confronted by the traumatic reality of a serious emergency.
Community Services – Director – Russell Hopkins
Aged and Disability – Manager Steve Ward
The Home and Community Care (HACC) program delivers vital services that enable
people to live safely, healthily and happily in their homes for as long as possible.
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29
While it is delivered to a large cohort in total, each HACC service delivered is based
on an individual assessment of each person’s needs.
The in-home physical care and services are complemented by activities, outings, and
exercise classes that stimulate the minds and bodies of more than 2,000 of our
residents.
Council support is also provided to groups attended by more than 5,000 senior
residents each week. And this number is growing.
This year we launched a new Planned Activity Group in Epping North, specifically to
support the work of the Elders Making a Difference Aboriginal program.
Community Cultural Development – Manager Catherine Rinaudo
We live in a diverse, multicultural community and the celebration, expression and
understanding of the various cultures helps form the fabric of our society.
The patronage of our many events and festivals continues to grow each year. This
year the Whittlesea Community Festival was bigger and better than ever. It attracted
12,000 people to a day of fine food, market stalls and three stages hosting live
performances.
Australia Day celebrations were attended by 6,000 and the ever-popular Carols by
Candlelight brought 3,000 people out to share the festive spirit.
Other festival highlights were the Welcome Expo, Into the Light, Well Bread,
reconciliation events and the Country Music Festival. The Cultural Heritage Program
attracted 3,500 participants to a series of more than 30 events. This year the
program received a Keep Australia Beautiful Victoria award for our preservation,
celebration and value for our heritage.
Our young people have the opportunity to learn the skills and techniques of selfexpression in free weekly theatre workshops run by FIRST Impressions Youth
Theatre.
Council’s Cultural Collection is a significant body of public art, visual art and civic
history collections. It documents our past, our growth, and our changing
contemporary culture. Valued at $2.7 million, the collection is a major social asset.
This year’s art exhibition had the theme of ‘growth’. It attracted 114 local artists who
submitted paintings, collage, jewellery, craft and sculpture. Five artists were
awarded for their work and 40 works were sold during the exhibition.
Our Multicultural Action Plan 2014-18 was launched in August and it sets out our
commitment to a harmonious, celebrated and supported multicultural community.
That means we provide services that are culturally sensitive and accessible. And we
are a fair and welcoming community that is free of race-based discrimination.
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Activities such as our annual Refugee Week; further extension of our language
interpreter services; becoming a signatory to the Joint Statement by Victorian Local
Governments on Asylum Seekers; and our Stepping Stones mentoring program
demonstrate our leadership in multiculturalism.
Equally, we are committed to reconciliation and celebration of our Aboriginal
heritage and culture. In addition to our programs and events, twice a year the Mayor
and Chief Executive Officer meet with members of the local Aboriginal community
for a conversation about their concerns and seek input to future Council initiatives.
Family Children & Young People – Manager Jane Price
This Department is another engine room of Council services that directly touches so
many people in our community.
Care for our youngest residents begins very early in life through our Maternal and
Child Health Service. This year, in partnership with other health services,
Thomastown West Primary School and Anglicare, we set up a range of additional
place-based activities to better support new mums in their feeding, play and care for
their babies.
Other achievements include:
 15 new early-years rooms came on stream when the new facilities at Mernda
- Jindi, Epping North - Galada, Hazel Glen and Whittlesea opened – this brings
our total rooms to just under 60;
 Connecting Families in Epping North conducted 45 ‘stay and play’ sessions, 16
new parent groups and 59 supported events;
 Baseline for Young People partnered with Hands on Learning to support 50
secondary school students each week to build esteem, remain engaged and
get the most out of school; and
 Our playgroup specifically catering for parents aged 23 or younger was
recognised with a playgroup-of-the-month award from Playgroup Victoria.
Both the growing demand for kindergarten enrolment (10% each year) and
forthcoming changes in staffing ratios from 1:15 to 1:11, will challenge our ability to
keep pace with demand for early years services.
The Federal Government has removed funding for our Youth Connections program.
This is directly impacting the disengaged young people who come to us for personal
support in their education and employment pathways.
Funding for our School Focused Youth Service supporting vulnerable students will
also cease at the end of this year.
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31
Health, Access & Bushfire Recovery – Manager Neville Kurth
On average, 200 women call police every month because of domestic violence in our
City. And police believe that’s a small proportion of the violence that is actually
occurring.
To formalise our efforts to tackle family violence in our community, Council has
adopted the Safe in our Homes, Safe in our Community Strategy. The Strategy
focuses on preventing violence against women and children before it occurs.
This means changing attitudes and behaviours that support or excuse violence
against women.
Council also received $150,000 State Government funding to pilot the Hamdel
Project with our Iranian community. The primary prevention program includes
respectful relationship education and addressing gender equity issues that underpin
violence against women.
Preventing disease through immunisation is an important activity of the Department.
Once again this year we achieved the highest infant immunisation rate in the
north/west region.
Nearly 6,000 members of the public received 13,000 doses of vaccine; more than
5,000 secondary school students were immunised; and more than 1,500 workers
received a ‘flu shot at work. Council is also developing an Indigenous Immunisation
Program which will be rolled out through the Bubup Wilam Family Centre.
The Healthy Together Whittlesea program has now reached more than 50,000
residents. The program educates people about the underlying causes of poor health.
And through wide-ranging activities with people of all ages, it promotes the dietary
habits, physical activity and lifestyle factors that will achieve good health.
In Access initiatives, we continue to implement our Disability Action Plan to ensure
residents have equal access to community facilities and receive the care they need.
Access highlights include:
 opening of a new six-bedroom Scope Respite House on Council land in South
Morang;
 community events that celebrated the work of carers and raised awareness
of disability issues;
 liaison with the National Disability Recruitment Coordinator to enhance
Council’s employment opportunities for people with disabilities;
 an access audit of Council’s facilities; and
 community awareness campaign on the importance of disabled parking
availability.
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Bushfire recovery activities are certainly diminishing. However, a new memorial at
Toorourrong Reservoir was constructed and a private service held to mark its
opening in May.
Leisure & Community Inclusion – Manager Paul Reading
Sport and community engagement has so many intrinsic benefits for our residents.
So it’s part of our job to provide excellent facilities for community participation and
to maintain them in tip-top condition.
Significant achievements this year include:
 the completion of three Community Activity Centres in Whittlesea, Epping
North - Galada and Mernda – Jindi;
 new ovals at Waterview Recreation Reserve;
 an additional kitchen at Epping Memorial Hall for concurrent events;
 stage 1 of the Lalor Tennis Club redevelopment;
 the Mernda Dragons Rugby Club kicked off at Huskisson Reserve;
 sports lighting upgrade for the soccer players at Findon Recreation Reserve;
 more than 200 sporting club representatives attended sessions in the
responsible service of alcohol, first aid, club management, social media and
fundraising;
 in conjunction with the Australian Drug Foundation, we hosted a forum for
clubs around the issues of Ice, Alcohol and other Drugs;
 minimum 20% concession rate at all major leisure facilities; and
 new spin bikes installed at Mill Park Leisure Centre.
From a Department perspective, our restructure has improved our workflow,
enhanced our community connectedness and is helping us better respond to the
changing needs of our growing community.
Finance and Organisation Improvement – Director Rod Wilkinson
Financial Services – Manager Darryl Nelson
The rapid growth of the City of Whittlesea continues to have a significant impact on
the value and number of financial interactions we have with the community.
In the past year, Council made:
 76,351 rateable assessments (up 2,855 on prior year)
 received 404,205 payments
 13,864 rebates to pensioners (up 688)
 more than 33,000 payments to external suppliers.
Our budget of $213 million was managed diligently, with optimal community value
always top of mind. Council also sets extremely high auditing, risk and compliance
measures.
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While maximising the value of our expenditure, we also look at how we can achieve
greater efficiencies in our service delivery and internal processes.
We will face significant financial challenges in coming years with the Federal
Government placing a three-year freeze on the grant funding pool; service
expenditure (such as Home Care) growing faster than CPI-linked grant allocations,
low interest rates impacting investment income; and rate capping from 2016-2017.
The impact of rate capping will be heightened given the backdrop of historically low
rate increases over the past several years.
Organisation Improvement – Manager Brad Wynter
The National Broadband Network Company has successfully rolled out optic fibre to
approximately 30,000 premises in South Morang, Mill Park, parts of Bundoora and
new estates in Mernda, Doreen, Epping North and Whittlesea.
But having high-speed broadband means nothing if we’re not equipped to optimise
its value and potential.
Our three-year Intelligent Community Strategy was completed in May 2015. Utilising
funding of more than $1 million, the Strategy delivered training to around 9,100
residents and 300 local businesses in the scope and capability of the new technology
at our fingertips.
Projects have demonstrated how the technology can support Council’s aged
services, digital artworks, and digital library hub. The Strategy was also a catalyst for
new computer recycling services, a computer programing club for primary school
children, technology lending at the library and seniors training on iPads.
Our significant work in this area has turned heads. The City of Whittlesea was
recognised as one of the 21 world-leading communities in the digital space with our
nomination in the Smart21 Community program.
During the year we collaborated with Deakin University and the Australian Research
Council to study ‘belonging and community connectedness’ in Mernda. And we
joined the Melbourne Migration & Global Cities Research Project alongside the
University of Canberra and the New Zealand School of Government.
With a population growing as rapidly as ours, the data produced from the national
census is important for our planning and decision-making. The Department
supported Council’s advocacy for its continuation and we are pleased the Federal
Government has agreed to continue the census on a five-yearly basis.
Property & Valuation Services – Manager Gino Mitrione
An additional $2.9 million of rate revenue came on stream during the year as a result
of 6,800 supplementary valuations. This is due to new lots on subdivisions, new
dwellings and extension or refurbishment of existing property.
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A total of 539 formal objections were received from both Council rates and State
Revenue Office land tax notices. This represents an objection rate of less than 1%.
Council has purchased the building at 713 High Street, Epping, for the delivery of
community based services. Preparation also commenced for the handover to Council
of the former sales centre at University Hill. The building will be used by a variety of
community groups.
The Department manages the long-term lease of property for general community
use, kindergartens, sporting clubs, industrial and commercial purposes and aged
care.
The purchase and disposal of property is decided in line with Council’s strategic
objectives.
Risk Management
Council has a diverse workforce. It includes office staff, librarians, community liaison
members visiting people in their homes and employees working with heavy
machinery.
We are committed, through a stringent Occupational Health and Safety (OHS)
management system, to making our workplace as safe as it can possibly be for all our
employees.
This year we undertook a complete external review of our OHS management system
against every relevant Australian Standard. With the growth and change occurring
within Council, several recommendations were made and these will be fed back into
our processes for managing occupational health and safety.
Governance & Economic Development – Director Neill Hocking
Civic Administration – Manager Michael Tonta
Civic Administration is the governance and administrative arm of Council. The
Department manages, statutory registers, notice papers and minutes of Council
Meetings, Council elections, Civic functions and events including Australia Day
Awards and Citizenship Ceremonies as well as our customer service team and
management of all corporate information.
This year we had 22 of our residents recognised in the Australia Day Awards. Rachael
Davies was awarded Young Citizen of the Year, Kathy Lizio is Senior Citizen of the
Year, Felicity Hardy is Access and Inclusion Citizen of the Year and Marilyn McQualter
is Citizen of the Year.
The Department is also responsible for internal heritage coordination and oversees
implementation of Council’s Cultural Heritage Strategy. Advice is provided on all
heritage matters, including the management and conservation of Council-owned
places of cultural and heritage significance.
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Council’s cooperation for this year’s excavation at the Moses Thomas Mill, on the
banks of the Plenty River, provided the public with an incredible insight to our local
history. The Department coordinated with archaeologists from Heritage Victoria and
Parks Victoria to promote public access to the site. More than 200 people attended
on the two open days, and a public lecture at Council Offices highlighted the Plenty
Valley’s flour milling industry, established in the 1850s.
The centralisation of Customer Service Centre was fully implemented this year.
Residents now have a single point of contact for front counter enquiries and
payments for a large number of services. And a new multi-skilled team responds to
all other more complex enquiries from the community. This has improved the
experience for our customers significantly with more than 70% of enquiries resolved
at the first point of contact.
Economic Development & Organisation Planning – Manager Tracey Mallett
The Department is always looking for opportunities for new businesses to invest
locally. The Department facilitates training, networking events and strategic planning
sessions to foster economic development and jobs growth.
By stimulating local commercial development we create jobs for our community.
And local jobs have positive flow-on effects.
The Uni Hill Factory Outlet in Bundoora is a pleasing example of commercial
development creating local employment.
The Plenty Food Group continues to grasp export opportunities for local food
manufacturers. This year it attended exhibitions in Dubai, Hong Kong, Jakarta and
across Australia.
A new asset management system was purchased this year. When all data is
imported, it is anticipated its modelling and prediction tools will enhance our long
term financial planning and capital works programing.
Information Technology – Manager Duncan Kelly
This year we made a number of upgrades to our core IT infrastructure. Some of
these upgrades included:
 the primary and secondary data links between the Depot and the Civic Centre
 installation of public WiFi services at Edge and Plenty Ranges Arts and
Convention Centre;
 new ICT infrastructure at the Epping North – Galada and Mernda – Jindi
Community Activity Centres and Whittlesea Depots;
 higher capacity servers and network switches;
 large data sharing capacity through ShareFile; and
 100Mbps internet service at Council.
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The IT Service Desk team keep us connected and working efficiently. Their major
projects this year included:
 upgrade of all staff smart phones;
 250 new staff PCs installed; and
 installation of ShoreTel Phone System and Enterprise Contact Centre – plus
training of 400 staff at the Civic Centre and Danaher Drive.
Our business systems and information management is all encompassing. It touches
every department and activity. From procurement of an events management system
for PRACC, to further embedding our SharePoint document management system,
the IT teams are responsive and adaptive to technological challenges and solutions.
We depend so heavily on their support and technical abilities to perform all of
Council’s daily activities.
Local Laws – Manager Wayne Bullock
Pets and their responsible ownership comprises a significant proportion of the
Department’s workload. And the sound management and enforcement of this area
of our local laws has such a bearing on the amenity and harmony of our suburbs.
Our rangers take our education and awareness campaigns to the streets and parks
across Whittlesea. They enforce the registration of all cats and dogs – and pay
particular attention to restricted breed identification.
The regulations on Restricted Breed Dogs have placed greater accountability and
responsibility on the owner of a restricted breed. But they have also placed a greater
workload on Council officers in identifying suspected restricted dogs.
The Domestic Animals Act now also makes micro-chipping of animals compulsory
and is extended to cats and dogs advertised for sale.
Rangers are on call 24 hours a day and any roaming animals are impounded at the
shelter in Epping. The owners of registered animals are contacted and may collect
their pet from the pound Monday to Sunday. Uncollected animals are transferred to
the RSPCA shelter in Burwood after eight days.
The Department is also responsible for the safe movement of vehicles around
schools through the School Crossing Program. Council recruits and trains the
‘lollypop’ men and women who supervise the City’s 140 school crossings. They also
ensure vehicles are parked safely near schools during the relevant morning and
afternoon periods.
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Plenty Ranges Arts and Convention Centre (PRACC) – Manager James Mavros
PRACC is our world-class performance and exhibition centre. It hosts theatre and
ballet productions, cultural and artistic displays, conferences, weddings and other
large indoor events.
This year we’ve hosted 360 Allstars, Circus Oz, The Wiggles, the Australian Ballet,
indigenous group, Blak Lines, and the regular Morning Melodies program for seniors.
We’ve moved from contracted catering to our own in-house food and beverage
services at the centre. The new arrangement gives us greater control over costs,
staffing and quality of produce. It will soon be extended to incorporate Civic Centre
catering requirements.
Unfortunately, the sluggish state of the economy continues to impact on the
utilisation by theatre companies and revenue from events.
Procurement
A new procurement strategy was launched in March and targets seven strategic
themes for our major contracts.
The total number of new contracts has increased from 205 last year to 224 this year.
This results in 73% of Council’s outgoings being under competitively negotiated
contracts. That’s higher than average for local government and in line with the best
practice of the private sector.
Further analysis of this figure shows the number of individual contractors we deal
with has reduced from almost 3,900 to fewer than 2,500. This helps us achieve
administrative savings, and allows us to leverage economies of scale with our
suppliers.
We’re also delighted to report the share of expenditure with local businesses has
increased by 17% to $7.5 million.
Infrastructure – Director Nick Mann
Development Engineering – Manager Irene Krsteska Pop-Stefanova
The growth just keeps on coming…with 3,350 lots released this year (up 34% on last
year) and engineering designs approved for $53 million of new roads, drainage and
infrastructure in subdivision developments.
The Department has worked closely with the Strategic Planning Department on the
Precinct Structure Plans for new growth areas. We have also worked on the Bridge
Inn Road Construction Strategy to ensure it meets the ultimate urban design
standards.
Planning has been undertaken to address missing pedestrian links in newly created
residential areas, but funding has not yet been secured to deliver this project.
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The Department also liaises with external agencies such as Melbourne Water, Yarra
Valley Water, VicRoads and SP Ausnet on infrastructure upgrades and developments.
The Department will be extensively involved in the Mernda rail extension and
O’Herns Road upgrade and interchange.
Engineering & Transportation Services – Manager Greg Scott
The City’s network of roads, footpaths, bike paths and street lighting are designed,
built and maintained by this Department. They determine ‘how we get around’.
Major achievements this year include:
 major upgrades of Bridge Inn Road, Humevale Road and Coombs Road;
 change over of 2,300 street lights;
 new road and footbridge designs;
 maintenance of the footpath and drainage network;
 rehabilitation of Council car parks;
 installation of pedestrian crossing in Bundoora and further crossings designed
for Findon Road and High Street in Epping; and
 designs completed for three major collector traffic roundabouts.
The Department also oversees the rollout of broadband – more than 50% of the
municipality is now covered.
The Department is working closely with VicRoads and Public Transport Victoria to
progress the major works of O’Herns Road interchange, Edgars Road and O’Herns
Road extensions, bicycle and bus network improvements and the Mernda rail
extension.
The Department must also respond to customer activities such as ‘legal point of
discharge’ and ‘dial before you dig’ requests. The number of requests has grown by
18% and 20% respectively.
Infrastructure – Manager Peter Ali
Infrastructure is responsible for the essential services that keep our City clean,
hygienic and attractive.
Achievements in 2014-15 include:
 street sweeping of residential roads every 5-6 weeks;
 maintenance of more than 1000 km of local roads and 1300 km of footpaths;
 repair of potholes and trenches;
 collection of around 9500 tonnes of street and park litter;
 weekly rubbish and recyclables collection service to 66,000 properties –
that’s 3575 more than last year and totalled more than 34,000 tonnes of
waste and 17,000 tonnes of recyclables; and
 10,000 tonnes of green waste collected under the user-pays Garden Waste
Service.
Annual Report – Report of Operations – 2014-2015
39
The continuing urban growth is not only placing pressure on our service delivery
capacity, but also financially with increased rubbish disposal costs.
This year the Department conducted a computer e-waste trial at Lalor Primary
School and Mill Park Library. Using old, recycled computers, the project has given
disadvantaged children access to low cost computing. It also gives computer-savvy
kids a place to meet and re-build and program computers using Raspberry Pi
technology. The project was recognised at the Unmaking Waste Conference in
Adelaide. And it also received the Resource Recovery and Waste Management award
in the 2015 Keep Australia Beautiful Awards.
Parks & Open Space – Manager Kristen Jackson
With each new subdivision comes new parkland and streetscape assets for Council
to manage. This year approximately 60 hectares was added to the 1,433 hectares of
open space and 80,378 street trees we currently maintain.
Council endorsed the Native Vegetation Offset Plan in December. And the
Department is currently developing a new Open Space Strategy as well as the Quarry
Hills Regional Parkland Landscape Master Plan.
Master plans have also been endorsed for the Doreen, Ashley Park, Bruce’s Creek
and Mosaic Recreation Reserves which will guide the future development of these
important sporting and recreational precincts.
Major capital works projects completed this year include:
 the fabulous $3 million Church Street redevelopment which installed a new
public toilet, street furniture, meeting/event space, new footpaths and raised
pedestrian crossings;
 Findon Reserve sports ground lighting;
 Darebin Creek shared path (stage 1);
 Winchester, Brolga and Diosma Reserve park and playground upgrades;
 revegetation of Hillcroft Reserve (stages 2 and 3);
 outdoor fitness equipment at Whittlesea Gardens;
 practice cricket wickets at Lalor Reserve;
 new environmentally friendly wash-down facilities at Growling Frog Golf
Course to eliminate chemical run-off;
 conducted 30 prescribed burns over 65 hectares and led eight community
planting days in reserves and along waterways; and
 3,383 new street trees were planted.
Annual Report – Report of Operations – 2014-2015
40
Planning and Major Projects – Director Steve O’Brien
Building Services and Municipal Building Surveyor – Manager Peter Phillips
The number of building permits issued by Council declined by almost 16% this year.
This is despite the total number of permits issued in the City increasing by around
9%. While Council’s share of the total has decreased, the volume of more complex
structures has increased involving greater time from staff in reviewing applications
and on-site inspections.
Building approval is now required for site hoardings on the road reserve in order to
ensure adequate protection of pedestrians near building sites. While enhancing
public safety, the measure has also raised additional revenue for Council to offset
additional administrative and inspection costs.
The Department is trialling electronic lodgement of building permits. This will save
time, reduce paper consumption and storage costs and give us the ability to utilise
digital tools for on-site inspections.
The professional excellence in the Building Services team has been recognised with a
national award. Our building surveyor received the Municipal Building Surveyor of
the Year award from the Australian Institute of Building Surveyors.
Established Areas Planning –Acting Manager, Darren Jackson
The Minister for Planning made an important planning approval in March 2015 –
Epping Central is now a designated Metropolitan Activity Centre. It will
accommodate significant growth, employment, new housing, services and
entertainment. The Epping Central Implementation Plan has been prepared to guide
the future growth and a Business Prospectus produced to assist investors.
We were delighted to achieve a Planning Institute of Australia award for our
community engagement relating to the proposed introduction of new residential
zones.
Preliminary planning investigations have been completed for the Thomastown
Industrial Area, with a view to improving employment opportunities and local
community outcomes.
Stage two of the Peter Lalor Walk commenced; land in Barry Road, Thomastown has
been rezoned to accommodate residential infill development; a Heritage Overlay
was introduced to some properties in the Peter Lalor Housing Cooperative Precinct;
and a review of the planning controls affecting the Cooper Street Employment Area
commenced.
Council adopted the Gambling Strategy and Action Plan, which provides the direction
and actions required to minimise the harm caused by gambling. The Strategy gives
consideration to the health, social and economic consequences on the individual and
community as a whole.
Annual Report – Report of Operations – 2014-2015
41
In addition to this big-picture planning, there is plenty of activity at the coal-face too.
Our statutory planners received 690 planning applications during the year. Our
assessment performance has improved 5.6% compared with 2013-2014 and
compares favourably with the metropolitan council average and other growth area
councils.
Approximately 2,300 inspections were carried out as part of a proactive and reactive
enforcement policy. Almost one third of this activity was to industrial areas as part of
our clean-up program, and the remainder were to other areas of the municipality in
response to unauthorised use and development of land.
Of the 500 planning complaints received, in 97% of cases the issue was resolved
through negotiation. Infringement Notices were issued to the remaining 3% and
these infringements were paid or the problem rectified in most cases without the
need to proceed to prosecution.
Growth Area Development Assessment – Manager Roger Sucic
Our management of the subdivision application and approval process ensures the
major developments within the growth areas of the City are fair, make good
economic sense, and are a sustainable use of land.
We are also responsible for the ongoing coordination of 50 active residential estates.
The expanse of growth area will effectively double as new estates become active in
Wollert, Woodstock and Donnybrook. On average, each estate has 25 stages.
This year, 48 applications for subdivision and major development were received, to
the value of $153 million. More than 300 subdivision certification applications were
received, resulting in the release of 3124 lots by Council. The increase in lots is 22.4%
higher than the previous year and we anticipate an additional 20,000 lots will be
created over the next five years.
The Department also facilitated planning approvals for four of the five major
community facilities delivered this year, being the Doreen South Early Learning
Centre, Aurora Community Activity Centre, Woodland Waters Pavilion and
Renaissance Rise Family and Community Centre.
We reviewed our entire application and decision-making process this year to ensure
it is as well informed, streamlined and effective as possible.
State Government legislative changes have broadened the range of land use for
developers and allowed them to lodge ‘early’ applications for subdivision prior to
detailed Precinct Structure Plans. This is leading to more intensive negotiation
between Council planners and developers to ensure appropriate outcomes for our
community. And our planners need to rapidly develop their knowledge and flesh out
as much detail as they can from documents that may lack critical strategic detail.
Annual Report – Report of Operations – 2014-2015
42
Major Projects – Manager Nick Mazzarella
The Major Projects Department oversees the development of new works.
Major building projects delivered to the community this year include:
 the expanded Whittlesea Community and Activity Centre, with an additional
kindergarten and childcare rooms, maternal and child health rooms,
community meeting spaces and a new library and hall;
 the Jindi Family and Community Centre with kindergarten facilities, maternal
and child health and community meeting spaces; and
 the Hazel Glen Child and Family Centre, located at Hazel Glen College,
provides a kindergarten, maternal child health facilities and community
meeting spaces.
We’re very proud to report our completion rate of new works has improved from
73% to approximately 81% this year. An independent review in late 2015 will explore
how we can further improve our performance.
Strategic Planning & Design – Manager George Saisanas
A vital element of the Department’s work is the development plans for new
communities of between 7000 and 40,000 people. Precinct Structure Plans (PSP) are
the blueprints that layout the future roads, town centres, employment areas,
drainage, schools, parks and housing. They also determine the infrastructure
requirements.
Our aim at Council is always to create diverse, vibrant and well-connected
communities through their social and economic infrastructure.
Highlights from the year include:
 Finalised PSPs for Quarry Hills and Wollert;
 English Street PSP is ‘under construction’;
 Development of Urban Design Framework Plans for all town centres within
Donnybrook and Woodstock;
 Development Plans approved for Mernda on the Park, McDonalds Road
Employment Precinct, Plenty Road, Mayfield Historic Precinct, Woodland
Waters, Harvest Home and Martin Close; and
 Collaboration with Public Transport Victoria and other agencies on design
concepts for Mernda Rail.
The work of the Department is detailed and far-reaching across the City. From
heritage sites to industrial areas, town centres to education precincts, Strategic
Planning & Design is involved with methodical precision and insight on the
development plans for our community.
Annual Report – Report of Operations – 2014-2015
43
Sustainability Planning – Acting Manager Ben Harries
With the first year of the Environmental Sustainability Strategy under our belt, we’ve
found the direction it provides has helped embed sustainable actions into business
plans across the organisation.
After nine months of implementation, 66% of the Strategy actions are tracking
positively: 27% fully achieved and 39% are in progress and on track.
Council has led an alliance of nine northern metropolitan councils to assess the
vulnerabilities of our region and the likely impacts of climate change. The work will
identify high priority risks and lead to rigorous adaptation actions to address the
risks.
We have been taking action to reduce our greenhouse gas emissions for many years.
And we maintain our target of a zero net increase to 2022 (based on 2012 levels).
Two major projects this year were:
 Solar lighting and heating and cooling upgrades at Mill Park Library are saving
23% in energy consumption; and
 Stage 1 of energy efficient street lighting was completed. This involved the
replacement of nearly 7,000 mercury vapour lights with energy efficient
compact fluorescents and will save $248,400 each year.
Unfortunately, with dwindling support from the Federal Government for renewable
energy, Council is facing challenges in convincing the community about the urgency
of climate action. In a financially constrained environment, sustainability issues are
striking a lower profile within the community.
Annual Report – Report of Operations – 2014-2015
44
Organisational Structure
Chief
Executive Office
David Turnbull
Director Advocacy &
Communications
Griff Davis
Manager
Marketing &
Communications
Sean McManus
Executive Manager
Advocacy
Mary Agostino
Resilience &
Emergency
Management
Director
Finance &
Organisation
Improvement
Rod Wilkinson
Director Planning &
Major Projects
Steve O’Brien
Director
Community Services
Russell Hopkins
Director
Governance &
Economic
Development
Neill Hocking
Director
Infrastructure
Nick Mann
Manager
Financial Services
Darryl Nelson
Acting Manager
Established Areas
Planning
Darren Jackson
Manager
Aged & Disability
Steve Ward
Manager
Economic
Development &
Organisation Planning
Tracey Mallett
Risk Management
Manager
Growth Areas
Development
Assessment
Roger Sucic
Manager
Family Children &
Young People
Jane Price
Manager Information
Technology
Duncan Kelly
Manager
Infrastructure
Peter Ali
Manager
Leisure & Community
Inclusion
Paul Reading
Manager PRACC
James Mavros
Manager
Parks & Open Space
Kristen Jackson
Manager
Community Cultural
Development
Catherine Rinaudo
Manager
Civic Administration
Michael Tonta
Manager
Development
Engineering
Irena Krsteska
Pop-Stefanova
Manager
Health Access &
Bushfire
Recovery
Neville Kurth
Manager
Local Laws
Wayne Bullock
Manager
Property & Valuation
Services
Gino Mitrione
Manager
Organisation
Improvement
Brad Wynter
Manager
Building Services /
Municipal Building
Surveyor
Peter Phillips
Manager
Strategic Planning &
Design
George Saisanas
Manager
Sustainability Planning
Acting
Ben Harries
Procurement
Manager
Major Projects
Nick Mazzarella
Manager
Engineering &
Transportation
Services
Greg Scott
Manager
Human Resources
Operations
Yvette Reardon
Manager People &
Culture
Sam Dureau
Council Staff
A summary of the number of full time equivalent (FTE) Council staff by organisational
structure, employment type and gender is set out below:
Employment
type/gender
Executive
Services
FTE
Finance &
Org
Improvement
FTE
Planning
& Major
Projects
FTE
Community
Services
FTE
Infrastructure
FTE
Governance
& Eco Dev
FTE
Advocacy
& Comms
FTE
City of
Whittlesea
FTE
Permanent
FT-F
Permanent
FT - M
Permanent
PT - F
Permanent
PT - M
Casual - F
Casual - M
Total
9.00
17.04
38.10
81.72
25.77
39.84
7.00
218.47
5.00
23.00
45.00
22.50
151.00
48.40
5.00
299.90
6.56
5.97
12.13
149.42
6.41
34.47
4.13
219.09
0.00
0.42
2.74
11.44
0.42
16.13
0.00
31.15
0.00
0.00
20.56
0.21
0.00
46.64
0.00
0.00
97.97
5.74
0.04
270.86
0.00
0.89
184.49
1.94
0.52
141.30
0.00
0.00
16.13
7.89
1.45
777.95
Legend: FT= Full Time PT = Part Time F = Female M = Male
Annual Report – Report of Operations – 2014-2015
47
A summary of the number of full time equivalent (FTE) staff categorised by
employment classification and gender is set out below:
Employment
Classification
Band 1
Band 2
Band 3
Band 4
Band 5
Band 6
Band 7
Band 8
Band Not
Applicable
Total
Female
FTE
15.17
5.52
59.13
80.07
54.98
108.14
37.64
10.32
74.48
Male
FTE
11.36
3.22
69.81
20.97
25.34
60.06
36.13
11.84
93.77
Total
FTE
26.53
8.74
128.94
101.04
80.32
168.20
73.77
22.16
168.25
445.45
332.50
777.95
Annual Report – Report of Operations – 2014-2015
48
Annual Report – Report of Operations – 2014-2015
49
Major Changes
The 2014-2015 financial year saw a minor restructure with the Manager
Organisation Planning position transferring from the Finance & Organisation
Improvement Directorate to the Governance & Economic Development Directorate
under the new title, Manager Economic Development & Organisation Planning and
the merger of these two service areas.
The position title of Director Infrastructure & Technology also changed to Director
Infrastructure after a new external appointment, which reflected the transfer of the
Information Technology Department to the Governance & Economic Development
Directorate which happened in the 2013-2014 financial year.
Equal Employment Opportunity Program
Council is committed to providing a workplace free from all forms of discrimination,
harassment and bullying, and continues to promote equality of opportunity for all
employees consistent with the principles of merit-based recruitment and selection,
employment conditions, benefits and training; and promotion.
Training for all staff on discrimination, harassment and bullying continues to be a key
initiative. All new employees receive training as part of the induction process as well
as completing a range of on-line modules. The Equal Employment Opportunity
Policy, Prevention of Bullying in the Workplace and the EEO & Bullying Complaints
Resolution Procedures are available to employees via Council’s intranet and in hard
copy as requested.
The EEO Committee meets bi-monthly and Council employees are supported by
12 fully training EEO Contact Officers that are located across Council’s various sites.
Enterprise Bargaining Agreement
In February 2014, an Enterprise Bargaining Group comprising management
representatives, nominated workplace union delegates and union organisers was
established to negotiate a new Enterprise Agreement for Council Employees. As a
result, a new Enterprise Agreement was successfully negotiated and approved by
Fair Work Australia, with an operative date of 26 December 2014, for a period of
three years until 1 July 2017.
Annual Report – Report of Operations – 2014-2015
50
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 one a year on their achievements.
The principles are based on:
1. Quality and cost standards;
2. Responsiveness to community needs;
3. Accessibility;
4. Continuous improvement;
5. Community consultation; and
6. Reporting to the community.
The principles of Best Value are embedded across our entire organisation. Best Value
is top-of-mind in our service delivery and our strategic planning.
The Departmental reports contain many examples and outcomes of Best Value. Here
are some of the examples:
Quality and cost standards




Demonstrated through the diligent management of the Council Budget and
its transparent reporting;
Procurement practices now have 73% of Council’s outgoings being under
competitively negotiated contracts. This is higher than the local government
average and in line with best practice in the private sector;
Fewer individual suppliers gives Council the opportunity for greater control
and leveraging of economies of scale; and
Design, development and commissioning of a new Animal Welfare Precinct
incorporating best practice animal pound/shelter management.
Responsiveness




Our advocacy for our community needs achieved almost $1 billion in State
Government investment in infrastructure and services in the last 18 months;
The Access Denied Campaign led to the three major political parties agreeing
to fund projects needed by the community;
Responding to family violence with targeted programs and a dedicated
Council Liaison Officer; and
Strategic approach to harm minimisation of problem gambling with Enough
Pokies campaign.
Accessibility

Home and Community Care (HACC) services must meet the Community Care
Common standards and are periodically assessed by an external auditor for
compliance. Council’s services meet or exceed all requirements;
Annual Report – Report of Operations – 2014-2015
51


We also liaise with the National Disability Recruitment Coordinator to
enhance Council’s employment opportunities for people with disabilities; and
We conducted a community awareness campaign on the importance of
disabled parking availability.
Continuous improvement



As part of the Intelligent Community Strategy we trained around 9100
residents and 300 local businesses in the scope and capability of new
technology and high-speed broadband;
The Intelligent Community Strategy also led to new computer recycling
services, a computer programing club for primary school children, technology
lending at the library and seniors training on iPads; and
A review of the kindergarten central enrolment process will lead to
development of online forms and priority access for vulnerable families.
Community consultation


A new two-year communication plan has been developed based on research
conducted with the community. The community is determining the channels,
the format and content they wish to receive; and
Social media is providing real-time consultation and improved community
engagement.
Reporting


Quarterly progress reports on the Council Plan are published in Whittlescene;
and
Significant events and celebrations promoted and reported in real time
through social media.
Annual Report – Report of Operations – 2014-2015
52
Our performance
Council Plan
The Council Plan 2013-17 includes Future Directions (the Council’s strategic objectives),
actions (strategies) to achieve these for the four year period, measures (strategic
indicators) for monitoring achievement of the strategic objectives and a strategic
resource plan. The following are the seven Future Directions as detailed in the City of
Whittlesea Council Plan 2013-17.
1. Inclusive
and
engaged
community
Our City is diverse and that is its strength. People from many
countries with different languages, faiths, and customs have made it
their home. There are also urban and rural communities. When we
are together we learn and grow through each other's experiences. We
build skills and capacity so everyone can fully engage and participate
in community life. All voices are heard and decision making takes
account of all views. Our inclusive, engaged community is resilient and
strong.
2.Accessibility
in, out and
around our
city
Access in, out and around our community happens in many ways, and
for many reasons. Public transport, roads for vehicles, walking and
bike paths, communications and digital networks allow us to connect
with the services we need. The local services that are provided must
match our community need, and services that cannot be provided
locally are easily accessible. The design and construction of our built
infrastructure enables access for all.
3. Growing
our
economy
A diverse economy offers varied career opportunities so people can
live and work in Whittlesea. Business attraction requires
infrastructure and transport planning, affordable housing, skill
development and a supportive regulatory environment. We need to
work on supporting and developing opportunities for local business
like growing the food we need locally. Education facilities offer
everyone career and skill development options.
4. Places and
spaces to
connect
people
Places, spaces and events bring people together to socialise and
access services and also help build our community and an
understanding and appreciation of our diversity. Our community hubs
provide a central place to meet, shop and have a haircut, go to the
doctor, post a letter, do banking, have coffee, visit the library and be
entertained. They bring people together. Urban design develops a
sense of place built on heritage. Parks and recreation facilities
improve community wellbeing and can be used for events and
celebrations. There are many pathways to bring people together in all
Annual Report – Report of Operations – 2014-2015
53
the communities that together make our City.
5. Health and
wellbeing
A healthy community that supports people through all of life's stages
and cares about life-long learning has a sense of wellbeing and
belonging. Health services are available locally and easily accessed in
community hubs. Support is available for young people, families,
seniors and those who are isolated and disadvantaged. Communities
are safe places where harm from violence, alcohol and drugs is
removed. Access to education, training and information enables
lifelong learning for everyone.
6. Living
sustainably
Living sustainably in our community means managing the impacts of
our environmental, economic, and social activities so that we remain
healthy over the long term. Our natural environment is a resource for
all to enjoy and we need to protect it for future generations. This
means our carbon footprint, water, waste, energy use, flora
(particularly the majestic River Red Gums) and our fauna need to be
cared for. Strong population growth, strong housing demand,
economic growth, climate change, alternative energies and transport
all provide challenges for our environment, future planning and how
we live. Our daily routines have changed; we plan for tomorrow and
use innovation to become more sustainable. Everyone does their bit
to help.
Providing good governance means that the decision making processes
7. Good
for managing public resources are accessible, transparent and
governance appropriate. Council must take into consideration principles of social
justice and human rights in the delivery of democratic government.
Performance
Council’s performance for the 2014/15 year has been reported against each Future
Direction to demonstrate how Council is performing in achieving the 2013-17 City of
Whittlesea Council Plan. Performance has been measured as follows:
• Results achieved in relation to the 2014-2015 Action in the council plan;
• Progress in relation to the major initiatives identified in the budget;
• Services funded in the budget and the persons or sections of the community who
are provided those services; and
• Results against the prescribed service performance indicators and measures.
Annual Report – Report of Operations – 2014-2015
54
Future Direction 1: Inclusive and engaged community
The City of Whittlesea Council Performance Report reviews the performance of Council
against the Council Plan including results achieved in relation to the strategic indicators
included in the Council Plan for 2014/15. This can be found as Part Four of the Annual
Report.
The following statement reviews the progress of Council in relation to major initiatives
identified in the 2014/15 budget for the year.
Major Initiatives
Progress
In Progress Consultant engaged to
develop Community Building Framework,
Develop a community building strategy
work well underway and background
paper, framework and recommendations
drafted. To be finalised in 2015/16.
Provide training to build the capacity of
Achieved Two training sessions held to
local volunteer groups through an identified build advocacy capacity of local
number of training sessions
volunteer groups
Advocate to State and Federal
Governments for funding to improve
Achieved Numerous meetings conducted
community infrastructure for
with Vic Roads.
connectedness within the community
The following statement provides information in relation to the services funded in the
2014/15 budget and the persons or sections of the community who are provided the
service.
Service
Description
Aged &
Disability
Services
The role of the Aged & Disability Services team
is to coordinate and deliver community care and
senior citizens' services for the community in
accordance with legislation, funding guidelines
and Council policy.
Advocacy
The Advocacy Department's purpose is to
advocate on behalf and with the Whittlesea
communities and other partners to influence
Annual Report – Report of Operations – 2014-2015
2014/15
Expenditure
(Income)
Net
$000
13,365
(8,421)
4,944
343
(0)
343
55
change in respect to public policy and resource
allocation by State and Federal Governments as
well as advocating for local investment by not
for profit organisations, private sector and
philanthropic organisations.
Community &
Cultural
Development
The Community & Cultural Development
Department’s purpose is to utilise the processes
of Community Cultural Development to identify,
reflect, strengthen and support the cultural
values, capacity and identity of our
communities.
2,231
(72)
2,159
There are no prescribed service performance indicators and measures for Future
Direction 1 Inclusive and Engaged Communities.
Future Direction 2: Accessibility in, out and around our city
The City of Whittlesea Council Performance Report reviews the performance of Council
against the Council Plan including results achieved in relation to the strategic indicators
included in the Council Plan for 2014/15. This can be found as Part Four of the Annual
Report.
The following statement reviews the progress of Council in relation to major initiatives
identified in the 2014/15 budget for the year.
Major Initiatives
Progress
Advocate for local respite services targeting
24-65 year olds
Achieved Respite advocacy factsheets
reviewed, continued support for RAW
(Respite Alliance Whittlesea).
Develop a Municipal Library Strategy to
inform future planning
Not Achieved Library Strategy not
funded in the 2014/15 year. This has
been superseded by the development of
a Library Plan for Mernda and Epping
North in the 2015/16 year.
Annual Report – Report of Operations – 2014-2015
56
Implementation of social capital and service
system plans
In Progress Growing Pains report
developed towards this plan. This is part
of a broader scope of work called People
Spaces and Places (PSaP). In 2015/16
PSaP work will be reviewed and
prioritised.
Develop an implementation plan for the
Integrated Transport Strategy
In Progress Bicycle Plan and Road Safety
Strategies have been revised as part of
the Integrated Transport Strategy. A
Green Travel Plan has also been
developed. More work to progress into
the 2015/16 year.
Advocate for transport improvements as
per the Top 10 Advocacy Priorities
Achieved Priorities were delivered to the
Federal Government for consideration in
the 2015/2016 budget.
The following statement provides information in relation to the services funded in the
2014/15 budget and the persons or sections of the community who are provided the
service.
2014/15
Expenditure
(Income)
Service
Engineering and
Transportation
Strategic Planning
and Design
Description
The role of Engineering and Transportation is to
provide quality service in customer service,
management and protection of Council's road,
drainage and public lighting infrastructure
assets, design and supervision of New Works,
construction supervision of new sub divisional
works, the provision of a safe and efficient
traffic, road, public transport and parking
system for existing and future communities and
the provision of traffic engineering services for
infrastructure planning for new developments
in growth and established areas.
The role of the Strategic Planning and Design
team is to proactively co-ordinate the
management of forward/strategic land use
Annual Report – Report of Operations – 2014-2015
Net
$000
6,856
(1,842)
5,014
2,329
(354)
1,975
57
planning and design for Council’s growth areas
and non-urban areas including the development
of strategic plans, structure plans and key
strategic policy/projects which impact on the
future land use planning of the municipality.
Development
Engineering
Major Projects
Development Engineering provides civil
engineering services in the area of
infrastructure planning for new developments
in growth and established areas. Their role is to
assess and approve designs and construction of
infrastructure works in new developments in
accordance with statutory regulations and
Council’s policies and coordinate the planning
and construction approval process.
The role of the Major Projects Department is to
lead the organisation in the delivery of major
infrastructure and building projects. While we
are involved in the stakeholder engagement and
functional brief preparation, our main purpose
is to co-ordinate the design, manage the
building construction (including contract
management and cost control) and deliver the
completed facility within agreed timelines. A
major project is generally defined as the
implementation of a large, complex or politically
sensitive project (generally projects greater
than $200,000 in budget and all building
projects). The project classification is
determined by the sizing calculator developed
as part of the Project Management Framework
and approved by the Executive Leadership Team
once the needs identification, functional brief
and preliminary business case have been
developed by the sponsor department for the
New Works project. The Major Projects
Department also provides overall co-ordination
for the development and delivery of the New
Works Program.
Annual Report – Report of Operations – 2014-2015
1,334
(40)
924
2,572
(11)
2,561
58
Marketing and
Communications
Marketing & Communication strategically
promotes and builds a positive image and
awareness of the City of Whittlesea, its projects,
services and initiatives. The team is a
collaborative, valued and customer focussed
resource that delivers high quality outcomes
and expert marketing and communications
advice and services that is an enabler for all
Departments to improve communications and
community engagement. The department is a
driver of a well-informed workforce and works
to create a culture where quality marketing and
communications is fundamental to Council’s
success and embedded within key planning
processes.
1,544
(37)
1,507
The following statement provides the results of the prescribed service performance
indicators and measures including explanation of material variations.
Service/Indicator/measure
Roads
Satisfaction
Sealed local road requests
(The number of sealed local road requests per 100
kilometres of sealed local roads)
Satisfaction with sealed local roads
(Community satisfaction rating out of 100 with how
Council has performed on the condition of sealed
local roads)
Condition
Sealed local roads below the intervention level
(The percentage of sealed local roads that are below
the renewal intervention level set by Council and not
requiring renewal)
Service Costs
Cost of sealed local road reconstruction
(The direct reconstruction cost to Council per square
metre of sealed local roads reconstructed)
Annual Report – Report of Operations – 2014-2015
Result
0
65
0.78%
$105
59
Cost of sealed local road resealing
(The direct resealing cost to Council per square metre
of sealed local roads resealed)
$36
Future Direction 3: Growing our economy
The City of Whittlesea Council Performance Report reviews the performance of
Council against the Council Plan including results achieved in relation to the strategic
indicators included in the Council Plan for 2014/15. This can be found as Part Four of
the Annual Report.
The following statement reviews the progress of Council in relation to major initiatives
identified in the 2014/15 budget for the year.
Major Initiatives
Progress
Review Council's recruitment strategy
In Progress Part of the overall review of
the Employment Strategy due June
2016.
Finalise Economic Development Directions
Paper and utilise this to develop an
Economic Development Strategy Brief
Achieved Directions paper is now
complete. This now forms part of the
Economic Development Strategy, which
will appear as a Council Plan action for
the 2015/16 year.
Develop a family strengthening plan
In Progress Progress towards this plan
has occurred through the Epping North
Family Strengthening, Streamlining and
Right@Home projects. This is
scheduled for completion in the
2015/16 year.
The following statements provide information in relation to the services funded in the
2014/15 budget and the persons or sections of the community who are provided the
service.
Annual Report – Report of Operations – 2014-2015
60
Service
Economic
Development &
Organisation
Planning
Description
The role of the Economic Development unit is to
help our business community grow employment
opportunities for residents as well as encourage
new, diverse industry into the municipality. The
Organisation Planning team works to
continuously improve organisation planning,
introduce reporting for accountability and
better management and to link some process
improvement & information management to
these. To provide overarching co-ordination of
asset management functions across operational
and financial areas. Aiming for continuous
improvement, accountability for reporting,
better corporate approach to strategic issues.
Human Resources
Human Resources provides a support function
of Council and are responsible for building,
developing and managing a motivated
workforce that has the skills and capabilities
required to deliver quality services to the
Whittlesea Community.
Procurement
This unit provides centre-led strategic
procurement support to the organisation. We
enable maximised achievement of best value
and improved contracting efficiency while
maintaining an appropriate level of probity in
the procurement process. This results the
delivery of value for money works, goods and
services for our community.
Annual Report – Report of Operations – 2014-2015
2014/15
Expenditure
(Income)
Net
$000
1,880
(340)
1,540
1,689
(108)
1,581
708
(0)
708
61
Property and
Valuations
The role of Property & Valuations is to provide
statutory valuations on all properties within the
municipality for general valuation and
supplementary valuation purposes and to
undertake continual maintenance of Council’s
property data base system. To provide
professional property management of Council
property portfolio and to provide valuation and
general property advice to Council.
3,075
(2,080)
995
There are no prescribed service performance indicators and measures for Future
Direction 3.
Future Direction 4: Places and spaces to connect people
The City of Whittlesea Council Performance Report reviews the performance of Council
against the Council Plan including results achieved in relation to the strategic indicators
included in the Council Plan for 2014/15. This can be found as Part Four of the Annual
Report.
The following statement reviews the progress of Council in relation to major initiatives
identified in the 2014/15 budget for the year.
Major Initiatives
Progress
Develop action plan to implement the Open
Space Strategy
Not Achieved The Open Space Strategy
was not finalised or endorsed by Council
at end of 2014/15.
Implement Major Leisure & Aquatic Facility
Strategy
Achieved Year One action is to undertake
the Mill Park Leisure Centre
Redevelopment Feasibility Study. This
has been completed.
The following statement provides information in relation to the services funded in the
2014/15 budget and the persons or sections of the community who are provided the
service.
Annual Report – Report of Operations – 2014-2015
62
Service
Description
Leisure and
Community
Inclusion
The role of the Leisure and Community Inclusion
Team is to provide efficient community and
sporting facility management, sporting club and
community group coordination, liaison and
development; community based programmes,
professional leisure and recreational planning
and place and project based community
development outcomes that are informed
through community engagement and
consultation.
Plenty Ranges Arts
& Convention
Centre
The role of the Plenty Ranges Arts & Convention
Centre management team is to develop
awareness of PRACC as the premier regional
venue and community facility for the City of
Whittlesea. To contribute to making the City of
Whittlesea an alive and vibrant place to live.
Develop superior customer service and
partnerships within the corporate and private
sectors.
2014/15
Expenditure
(Income)
Net
$000
4,371
(1,487)
2,884
1,939
(1,476)
463
Parks and Open
Space
The Parks and Open Space Department exists to
ensure that the community of the City of
Whittlesea has ready access to a variety of high
quality, functional and well maintained areas of
public open space, including streetscapes and
similar public spaces that offer a range of
passive and recreational amenity opportunities,
planned and developed based on the principles
of excellence in landscape and urban design.
13,454
(834)
12,620
Established Areas
Planning
The role of Established Areas Planning is to
develop strategic policy and planning
frameworks to support and develop the existing
planning processes to deliver desired
community outcomes. To manage, implement
3,310
(971)
2,339
Annual Report – Report of Operations – 2014-2015
63
and enforce statutory and non-statutory
planning instruments including the Whittlesea
Planning Scheme, planning policies and codes.
This includes determining subdivision and
planning permit applications to ensure the
effective implementation of the objectives of
overarching structure plans, development plans
and Council policies for established areas.
Growling Frog Golf
Course
The role of Growling Frog Golf Course
management team is to develop and maintain
and promote awareness of GFGC as a fine
quality community and public golf course and to
be recognised as a priority golf destination by
the local and broader golfing community.
1,058
(887)
171
The following statement provides the results of the prescribed service performance
indicators and measures including explanation of material variations.
Service/Indicator/measure
Statutory Planning
Timeliness
Time taken to decide planning applications (The median
number of days taken between the receipt of a planning
application and a decision on the application)
Service Standard
Planning applications decided within 60 days (The
percentage of planning application decisions made
within 60 days)
Service cost
Cost of statutory planning service
(The direct cost to Council of the statutory planning
service per planning application received)
Decision Making
Planning decisions upheld at VCAT
(The percentage of planning application decisions subject
to review by VCAT that were not set aside)
Annual Report – Report of Operations – 2014-2015
Result
98
64%
$3100
62%
64
Libraries
Utilisation
Library collection usage (The number of library collection
item loans per library collection item)
Resource Standard
Standard of library collection
(The percentage of the library collection that has been
purchased within the last five years)
Service costs
Cost of library service (The direct cost to Council of the
library service per visit)
Participation
Active library members (The percentage of the municipal
population that are active library Members)
Aquatic Facilities
Service Standard
Health inspections of aquatic facilities
(The number of inspections by an authorised officer
within the meaning of the Public Health and Wellbeing
Act 2008 carried out per Council Aquatic facility)
Reportable safety incidents at aquatic facilities
(The number of WorkSafe reportable aquatic facility
safety incidents)
Service Cost
Cost of indoor aquatic facilities (The direct cost to
council less any income received of providing indoor
aquatic facilities per visit)
Cost of outdoor aquatic facilities (The direct cost to
council less any income received of providing outdoor
aquatic facilities per visit)
Annual Report – Report of Operations – 2014-2015
6
86%
$5
16%
3
0
-$9
$8
65
Utilisation
Utilisation of aquatic facilities (The number of visits to
aquatic facilities per head of municipal population)
6
Future Direction 5: Health and wellbeing
The City of Whittlesea Council Performance Report reviews the performance of Council
against the Council Plan including results achieved in relation to the strategic indicators
included in the Council Plan for 2014/15. This can be found as Part Four of the Annual
Report.
The following statement reviews the progress of Council in relation to major initiatives
identified in the 2014/15 budget for the year.
Major Initiatives
Progress
Prioritise opportunities in Local Area
Community Safety Plan with a focus on
social prevention and Crime Prevention
Through Environmental Design (CPTED) in
partnership with the Department of Justice
Achieved CPTED principles are
addressed as part of our broader urban
design considerations. Urban Design
matters are discussed as part of the
development of all our current Precinct
Structure Plans as a key focus.
Manage joint City of Whittlesea and
Department of Education and Early
Childhood Development, Education
Infrastructure Forums
Achieved All scheduled joint forums
were held in the 2014/15 year.
Growth Areas Social Planning Tool (GASPT)
process adopted and used at the City of
Whittlesea
Achieved GASPT process adopted, and
Ashley Park Community Activity Centre
has been developed utilising GASPT.
Implement the Responsible Gambling
Strategy Year one actions in partnership
with key stakeholders. Actions will be
determined by June 2014 upon Council
Adoption of the strategy.
In Progress Strategy was adopted by
Council in December 2014 and many of
the year one actions will require
funding allocations over the coming
years to enable implementation.
Adopt Positive Ageing Strategy
In Progress A Positive Ageing Policy
Project Officer was appointed July 2015,
development of the strategy to follow
in the 2015/16 year.
Annual Report – Report of Operations – 2014-2015
66
The following statement provides information in relation to the services funded in the
2014/15 budget and the persons or sections of the community who are provided the
service.
Service
Family, Children
and Young People
Health, Access and
Bushfire Recovery
Description
The Family and Youth Department works
toward achieving Council's vision of 'Creating
vibrant, self-sustaining, resilient, connected
communities', through its policies, planning,
programs, partnerships and advocacy. The focus
is on building resilience, preventive actions,
addressing inequities and vulnerabilities. The
aim is to deliver strategies and actions that
contribute to the capacity of families, carers and
the community to support the development of
babies, children, young people and families.
The role of the Health Access and Bushfire
Recovery team is to protect the health of the
community by the enforcement of public health
legislation; to provide immunisation programs
to the community for infants, school aged
children and adults, and to achieve national
targets across the age cohorts; to plan for the
Health and Wellbeing of the community by the
implementation of the Municipal Public Health
and Well Being Plan and the provision of health
promotion programs, and to enhance
opportunities for people with disabilities to
enable them to participate fully in community
life, as is their right.
Annual Report – Report of Operations – 2014-2015
2014/15
Expenditure
(Income)
Net
$000
11,076
(5,215)
5,861
4,971
(3,205)
1,766
67
Local Laws
Building Services
Resilience and
Emergency
Management
The Local Laws team works to enhance
community safety and amenity through a
combination of community education and
compliance activities. These activities include
school crossing supervisors, domestic animal
management and welfare, fire prevention and
residential building sites and litter.
The Building Services Department is committed
to ensuring that the amenity and safety of the
community is maintained when using Buildings
and Places of Public Entertainment, (POPEs).
The Department’s role is derived from a long
history of legislated responsibility to Councils
for governance of building standards, safety and
amenity in the built environment. This includes
the issue of Building Permits, Occupancy
Permits for Buildings and POPEs, assessment
and the issue of “Report & Consent” relative to
building siting and encroachments. Inspection of
existing buildings, including swimming pools, to
ensure compliance of Essential Safety Measures
and barriers. Enforcement of Building
Legislation with the assistance of the Courts as
required. Data entry, retrieval and
dissemination in relation to all Building and
Occupancy permits.
The role of the Resilience and Emergency
Management team is to work with Council and
community to develop the capacity to respond
to and recover from localised or municipal wide
emergencies.
Annual Report – Report of Operations – 2014-2015
5,461
(5,514)
(53)
1,819
(1,069)
750
663
(218)
445
68
The following statement provides the results of the prescribed service performance
indicators and measures including explanation of material variations.
Service/Indicator/measure
Animal Management
Timeliness
Time taken to action animal management requests
(applicable from 1 July 2015) (The average number of days it
has taken for Council to action animal management related
requests)
Service Standard
Animals reclaimed (The percentage of collected registrable
animals under the Domestic Animals Act 1994 reclaimed)
Service Cost
Cost of animal management service (The direct cost to
Council of the animal management service per registrable
animal under the Domestic Animals Act 1994)
Health and Safety
Animal prosecutions proven in court (The number of
successful animal management prosecutions)
Food safety
Timeliness
Time taken to action food complaints (applicable from
1 July 2015) (The average number of days it has taken
Council to action food complaints received from members of
the public about the safety or handling of food for sale)
Service Standard
Food safety assessments (The percentage of registered
class 1 and class 2 food premises that receive an annual food
safety assessment)
Cost
Cost of food safety service (The direct cost of the food safety
service per food premises registered by Council, or for which
Council has received notification, during the year)
Health & Safety
Critical and major non-compliance notifications (The
percentage of critical and major non-compliance outcome
notifications that are followed up by Council)
Annual Report – Report of Operations – 2014-2015
Result
15
41%
$10
5
1
100%
$452
85%
69
Home and Community Care
Timeliness
Time taken to commence the Home and Community Care
service (applicable from 1 July 2015) (The average number of
days it has taken for a new client to commence the HACC
service)
Service Standard
Compliance with Community Care Common Standards (The
percentage of Community Care Common Standards expected
outcomes met)
Service Cost
Cost of domestic care service (The cost to Council of the
domestic care service per hour of service delivered)
22
83%
$76
Cost of personal care service (The cost to Council of the
personal care service per hour of service delivered)
$75
Cost of respite care service (The cost to Council of the respite
care service per hour of service delivered)
$85
Participation
Participation in HACC service (Percentage of the municipal
target population that receive a HACC service)
Participation in HACC service by Culturally and Linguistically
Diverse (CALD) people (Percentage of the municipal target
population in relation to CALD people who receive a HACC
service)
10%
14%
Maternal and Child Health
Satisfaction
Participation in first MCH home visit (The percentage of
infants enrolled in MCH service who receive the first MCH
home visit)
98%
Service Standard
Infant enrolments in MCH service (The percentage of infants
enrolled in the MCH service)
98%
Service Cost
Cost of MCH service (The cost to Council of the MCH service
per hour of service delivered
$273
Annual Report – Report of Operations – 2014-2015
70
Participation
Participation in MCH service (The percentage of children
enrolled who participate in the MCH service)
72%
Participation in MCH service by Aboriginal children
Percentage of Aboriginal children enrolled who participated
in the MCH service)
66%
Future Direction 6: Living sustainably
The City of Whittlesea Council Performance Report reviews the performance of Council
against the Council Plan including results achieved in relation to the strategic indicators
included in the Council Plan for 2014/15. This can be found as Part Four of the Annual
Report.
The following statement reviews the progress of Council in relation to major initiatives
identified in the 2014/15 budget for the year.
Major Initiatives
Implement Year 1 Implementation Plan
priorities in ESS
Progress
Achieved 77% of Actions completed,
exceeding the target of 75%.
The following statement provides information in relation to the services funded in the
2014/15 budget and the persons or sections of the community who are provided the
service.
Service
Sustainability
Planning
Description
Sustainability Planning provides leadership,
direction and support to Council and the community
in achieving its aspirations for a more sustainable
community and environment. This is achieved by
developing key sustainability policy and strategy,
and supporting the implementation of endorsed
sustainability policies and programs. The
Sustainability Planning unit specialises in
environmental education, sustainable built form,
and land management issues.
Annual Report – Report of Operations – 2014-2015
2014/15
Expenditure
(Income)
Net
$000
1,614
(146)
1,468
71
Infrastructure
Infrastructure Services is responsible for providing
road infrastructure and facility related maintenance
services to the municipality’s ratepayers through
the delivery of physical services and the
investigation and development of strategic policy.
Our decision making is based on an evidence based
triple bottom line philosophy that balances the
social, environmental and economic needs of the
community we serve.
36,996
(5,754)
31,242
The following statement provides the results of the prescribed service performance
indicators and measures including explanation of material variations.
Service/Indicator/measure
Waste Collection
Satisfaction
Kerbside bin collection requests (The number of
kerbside bin collection requests per 1000 kerbside
bin collection households)
Service Standard
Kerbside collection bins missed (The number of
kerbside collection bins missed per 10,000
scheduled kerbside collection bin lifts)
Service cost
Cost of kerbside garbage bin collection service (The
direct cost of the kerbside garbage bin collection
service per kerbside garbage collection bin)
Cost of kerbside recyclables bin collection service
(The direct cost of the kerbside recyclables collection
service per kerbside recyclables collection bin)
Waste diversion
Kerbside collection waste diverted from landfill
(The percentage of garbage, recyclables and green
organics collected from kerbside bins that is diverted
from landfill)
Annual Report – Report of Operations – 2014-2015
Result
331
4
$54
$29
43%
72
Future Direction 7: Good governance
The City of Whittlesea Council Performance Report reviews the performance of Council
against the Council Plan including results achieved in relation to the strategic indicators
included in the Council Plan for 2014/15. This can be found as Part Four of the Annual
Report.
The following statement reviews the progress of Council in relation to major initiatives
identified in the 2014/15 budget for the year.
Major Initiatives
Progress
Implement centralised Customer Service
Centre
Achieved New centralised customer service
centre in operation.
Develop the Civic Precinct Master plan
Achieved Civic Precinct Master Plan
developed.
Develop an Asset Management Policy
In Progress The Asset Management Policy
has been finalised and approved by the
Executive Leadership Team and will be
presented to Council by the end of 2015.
Review Information Management
Strategy
Achieved Information Management
Strategy review complete.
Develop IT Strategy
In Progress IT Strategy presented to
Information and Communication Services
Committee, for approval by the end of
2015.
Implementation of Asset Management
System
In Progress The implementation of the
Asset Management System is not yet
complete, and user uptake cannot fully be
measured until we have completed this
implementation. Phase one is near
completion, after which it will be possible
to measure an increase in system users.
Annual Report – Report of Operations – 2014-2015
73
The following statement provides information in relation to the services funded in the
2014/15 budget and the persons or sections of the community who are provided the
service.
Service
Civic
Administration
Financial
Services
Growth Ares
Development
Assessment
Information
Technology
Description
Civic Administration provides high quality advice
and develops and implements systems and
processes to support the good governance of
Council, the promotion of responsive services to our
customers and an information management
framework that meets both our legislative
obligations as well as the business needs of the
organisation.
The role of Financial Services is to ensure the
provision of quality financial management systems,
processes and advice enabling the organisation’s
financial and control functions to be undertaken
effectively to ensure ongoing financial viability.
Growth Areas Development Assessment facilitates
the processing of planning applications of a
significant statutory planning nature via consistent
relationship management with key stakeholders,
including local communities, Council and
developers. This includes determining subdivision
and major development planning applications in
growth areas and the certification/approval of
subdivisions under the Subdivision Act 1988 to
ensure the efficient and effective implementation of
the objectives of overarching precinct structure
plans, development plans and Council policies for
growth areas.
The aim of the Information Technology Department
is to provide customer focused, robust and costeffective information technology solutions and
services to all Councillors and departments within
Annual Report – Report of Operations – 2014-2015
2014/15
Expenditure
(Income)
Net
$000
3,855
(5)
3,850
3,971
(1,543)
2,428
959
(195)
764
5,839
(137)
5,702
74
the City of Whittlesea and to support the Council
online service delivery functions.
Organisation
Improvement
Risk
Management
Organisation Improvement is committed to
proactively supporting continuous improvement
and change management across the City of
Whittlesea by collaborating with teams to create
and implement valuable, innovative and evidence
based solutions.
1,339
(2)
1,337
The Risk Management team provides guidance and
advice in relation to best practice in Risk
Management, OHS, Injury Management, Work
Cover and insurance matters. The team works to
ensure management is provided with appropriate
training and assistance to enable the development
and management of processes and policies in
relation to risk that add value to department
operations.
1,568
(16)
1,552
The following statement provides the results of the prescribed service performance
indicators and measures including explanation of material variations.
Service/Indicator/measure
Governance
Transparency
Council decisions made at meetings closed to the
public (The percentage of Council resolutions made at
an ordinary or special meeting of Council, or at a
meeting of special committee consisting only of
councillors, closed to the public under section 89(2) of
the Local Government Act 1989)
Consultation and Engagement
Satisfaction with community consultation and
engagement (Community satisfaction rating out of 100
with the consultation and engagement efforts of the
Council. This includes consulting and engaging directly
with the Community on key local issues requiring
decisions by Council)
Annual Report – Report of Operations – 2014-2015
Result
35%
60
75
Attendance
Councillor attendance at Council meetings (The
percentage of attendance at ordinary and special
Council meetings by Councillors)
Service Cost
Cost of governance (The direct cost of delivering
Council’s governance service per Councillor)
Satisfaction
Satisfaction with Council decisions (The Community
satisfaction rating out 100 with how Council has
performed in making decisions in the interests of the
Community)
Annual Report – Report of Operations – 2014-2015
85%
$65,419
64
76
Governance
Council Meetings
Ordinary Council meetings are generally held every three weeks on a Tuesday at the
Council Offices and commence at 6:30pm. Special Council meetings are occasionally
held to consider urgent matters. Council meeting dates are published in the local
press and on Council’s website and copies of agenda and minute documents are
available on Council’s website and at local libraries.
For the period 1 July 2014 to 30 June 2015, fifteen ordinary Council meetings, two
special Council meetings and 28 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 28 April 2015 for the 2015/16 proposed Budget and
5 November 2014 to elect the Mayor.
Summary of Councillor attendance for Period 1 July 2014 to 30 June 2015
COUNCILLOR
ORDINARY
COUNCIL
MEETINGS
TOTAL MEETINGS HELD 15
SPECIAL
FORUM
COUNCIL
MEETINGS
MEETINGS
2
28
Cr Ricky Kirkham (Mayor)
13
2
25
Cr Rex Griffin
13
2
21
Cr Christine Stow
14
2
25
Cr Sam Alessi
13
2
20
Cr Ken Harris
14
2
24
Cr Norm Kelly (Deputy Mayor)
12
2
23
Cr Mary Lalios
11
2
26
Cr Stevan Kozmevski
12
2
23
Cr Kris Pavlidis
10
2
16
Cr Darryl Sinclair
15
1
27
Cr Adrian Spinelli
14
1
21
*The Mayoral and Deputy Mayoral term is for the period 5/11/2014 – 4/11/2015
Annual Report – Report of Operations – 2014-2015
77
Councillor Allowances
The Minister for Local Government approved an adjustment to Mayoral and
Councillor allowances from 1 December, 2014, 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:
$98,638.70 per annum.
The Mayor is provided with an office, administrative support
and a motor vehicle.
Councillor allowance:
$30,881.19 per annum.
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 seven Council proposals
and a total of 31 submissions were received and considered by Council on these
proposals before a decision was made.
Proposal
Committee Membership
Deed of Variation to Lease – Mossrock – 480
Cooper Street, Epping
South West Ward Councillors
2015 Review of the 2013-2017 Council Plan
Mayor, Cr Kirkham, Cr Alessi,
Cr Kozmevski and Cr Stow
2015/16 Proposed Budget
Mayor, Cr Kirkham; Cr Lalios; and
Cr Spinelli
Epping Services Hub-713 High St, Epping-Proposed
Lease to the Brotherhood of St Laurence
South West Ward Councillors
Proposed Naming of Reserve at 245 Gordons Road
South Morang - 'Nicola Davis Conservation
Reserve"
All Councillors
Road Discontinuance – Tessalaar Road, Epping
South West Ward Councillors
Sale of Council Land – 380 Bridge Inn Road Mernda
North Ward Councillors
Annual Report – Report of Operations – 2014-2015
78
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 18 November 2014.
Appointments are effective to 17 November 2015 being the first Council meeting
following the Statutory Council meeting held to elect a new Mayor.
Organisation/Committee
Australian Local Government Women’s Association
Incorporated (ALGWA) (External)
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.
Barry Road Community Activity Centre Incorporated
(External)
The Committee of Management manages the Barry Road
Community Activity Centre.
Bundoora Indoor Netball & Sport Centre Board (External)
The Board was appointed to oversee the running of the
Centre including reviewing the Business Plan, advising on the
development and review of the maintenance program for
the Centre and determining user fees.
City of Whittlesea Arts Cultural and Sporting Grants
Program for Young People (Internal Advisory Committee)
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.
An Advisory Committee of Councillors considers applications
and makes recommendations to a Council Officer who has
delegated power to approve payments based on the
Program’s guidelines.
Annual Report – Report of Operations – 2014-2015
Appointed Council
Representative for 2015
Delegate:
Cr Stow
Delegate:
Cr Kozmevski
Delegate:
Delegate:
Cr Kelly
Cr Sinclair
Delegate:
Delegate:
Delegate:
Delegate:
Delegate:
Delegate:
Delegate:
Cr Stow
Cr Kelly
Cr Kirkham
Cr Kozmevski
Cr Pavlidis
Cr Sinclair
Cr Spinelli
79
Organisation/Committee
City of Whittlesea Australia Day Committee
(Internal Advisory Committee)
This Committee represents a cross-section of the community
to promote and administer the City of Whittlesea Australia
Day Awards.
Darebin Creek Management Committee Incorporated
(External)
The Committee promotes the preservation, environmental
protection and ecologically sensitive development and
maintenance of the Darebin Creek Linear Park.
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 Incorporated (External)
This Association manages the Epping Community Activity
Centre.
Enough Pokies - Redressing the Burden: discussion on
Electronic Gaming Machine applications and system reform
Led by Monash City Council, a coalition of local government
Mayors, Councillors and Council Officers have recently
formed an on-going Roundtable campaign discussion. They
are currently developing this campaign focussing on
addressing system reform, including Electronic Gaming
Machines (EGMs) applications.
Friends of Farm Vigano Incorporated (External)
This Association is dedicated to the preservation, restoration
and future development of the property known as Farm
Vigano.
Interface Councils Group (External)
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.
MAV - Municipal Association of Victoria (External)
The MAV provides industry leadership by supporting local
government to achieve high levels of respect and recognition
through improved performance.
Annual Report – Report of Operations – 2014-2015
Appointed Council
Representative for 2015
Delegate:
Cr Kirkham
Delegate:
Cr Lalios
Delegate:
Substitute:
Cr Stow
Cr Alessi
Delegate:
Cr Harris
Delegate:
Delegate:
Delegate:
Cr Alessi
Cr Stow
Cr Lalios
Observer:
Observer:
Cr Alessi
Cr Spinelli
Delegate:
Cr Kirkham
First Substitute: Cr Lalios
Second Substitute: Cr Griffin
Delegate:
Substitute:
Cr Lalios
Cr Kozmevski
80
Organisation/Committee
MAV Arts & Culture Committee (External)
To inform and progress arts & cultural policy issues
impacting on local government as prioritised by the MAV.
The committee should identify priority issues to be
addressed which are consistent with the Strategic Plan and
MAV Board priorities
MAV Emergency Management Committee (External)
Provide strategic advice and input to the MAV Board on
emergency management policy issues, including the role and
function of local government in emergency management.
 To inform and help progress MAV work on emergency
management priorities identified by the sector in the
MAV Strategic Plan, State Council resolutions and as
nominated by the Board.
 The committee will focus on the priority issues and
strategic directions within the MAV Strategic Plan and
State Council resolutions.
 Short-term project or policy specific working groups may
be created where the need arises.
MAV Human Services Advisory Committee (External)
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.
MAV Multicultural Committee (External)
To inform and progress multicultural policy issues impacting
on local government as prioritised by the MAV Strategic Plan.
Appointed Council
Representative for 2015
Delegate:
Cr Pavlidis
Delegate:
Cr Spinelli
Delegate:
Substitute:
Cr Spinelli
Cr Pavlidis
Delegate:
Cr Pavlidis
The committee should identify priority issues to be
addressed which are consistent with the Strategic Plan and
MAV Board priorities
Annual Report – Report of Operations – 2014-2015
81
Organisation/Committee
MAV Planning Committee (External)
To engage member councils and inform and progress land
use planning issues impacting on local government as
prioritised by the MAV Strategic Plan and through State
Council.
Appointed Council
Representative for 2015
Delegate:
Cr Kozmevski
The committee should identify priority issues consistent with
the Strategic Plan, State Council resolutions and MAV Board
priorities annually.
Short-term project or policy specific working groups may be
created where the need arises
MAV Transport & Infrastructure Committee (External)
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 Incorporated
(External)
This Committee of Management manages the Meadowglen
International Athletics Stadium.
Melbourne Airport Noise Abatement Committee (External)
The Committee meets to discuss issues associated with the
future plan for Melbourne Airport, flight paths and noise
issues associated with future plans.
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.
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 Incorporated
(External)
This Association promotes the management of the Merri
Creek and its catchment through the provision of technical
advice and support to Councils and other agencies.
Annual Report – Report of Operations – 2014-2015
Delegate:
Cr Harris
Delegate:
Cr Sinclair
Delegate:
Substitute:
Cr Kirkham
Cr Stow
Delegate:
Cr Kirkham
Delegate:
Cr Kozmevski
82
Organisation/Committee
Metropolitan Local Government’s Waste Forum (MLGWF)
(External)
The Metropolitan Waste Management Group (MWMG)
works with metropolitan Councils to plan, coordinate and
facilitate the procurement of waste management and
resource recovery services. The Metropolitan Local
Governments' Waste Forum (MLGWF) has been set up to
support the effective operation of the MWMG.
Municipal Emergency Management Planning Committee
(MEMPC) (Internal)
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)
(Internal)
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)
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.
Northern Health Corporate Fundraising Committee
(External)
The Committee arranges various fundraising events for the
Northern Hospital.
Risk & Audit Advisory 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.
Annual Report – Report of Operations – 2014-2015
Appointed Council
Representative for 2015
Delegate:
Cr Alessi
Substitute:
Cr Lalios
Additional Substitute:
All remaining Councillors
Delegate:
Substitute:
Cr Spinelli
Cr Kirkham
Delegate:
Cr Spinelli
Delegate:
Cr Spinelli
Delegate:
Substitute:
Cr Kirkham
Cr Stow
Delegate:
Delegate:
Cr Kozmevski
Cr Stow
83
Organisation/Committee
Riverside Community Activity Centre Incorporated
(External)
This Association manages the Riverside Community Activity
Centre.
Victorian Local Governance Association (VLGA) (External)
The VLGA promotes good governance and sustainability by
supporting local governments and communities through
programs of advocacy, training, information provision and
support.
Westgarthtown Pioneer Precinct Advisory Committee
(Internal)
This Committee provides a forum for the Friends of
Westgarthtown, the Lutheran Church and Council staff to
exchange information on the management of the various
sites within the Pioneer Precinct.
Whittlesea and Plenty Valley Tourism Association (External)
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)
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.
Whittlesea Community Futures Partnership (Internal)
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.
The Partnership was created through funding from the State
Government in 2006. It has some 45 organisations as part of
the partnership.
Whittlesea Courthouse Association (External)
The Association manages the historic courthouse building
which also operated as a Visitor Information Centre.
Annual Report – Report of Operations – 2014-2015
Appointed Council
Representative for 2015
Delegate:
Cr Harris
Delegate:
Delegate:
Cr Stow
Cr Kirkham
Delegate:
Delegate:
Delegate:
Cr Pavlidis
Cr Spinelli
Cr Alessi
Delegate:
Substitute:
Cr Kirkham
Cr Stow
Delegate:
Substitute:
Cr Alessi
Cr Spinelli
Delegate:
Delegate:
Cr Pavlidis
Cr Lalios
Delegate:
Cr Kirkham
84
Organisation/Committee
Whittlesea Country Music Festival Association Incorporated
(External)
The Committee of Management manages the Whittlesea
Country Music Festival.
Whittlesea Disability Network (WDN) (Internal Advisory
Committee)
The WDN 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)
The WMCC enhances co-operation among the diverse
communities and promotes a greater awareness of
multicultural values and needs within the municipality.
Whittlesea Reconciliation Group (Internal)
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.
Whittlesea Secondary College Chaplaincy Committee
(External)
The Committee co-ordinates chaplaincy services for
students.
Whittlesea Showground and Recreation Reserves
Committee of Management (External)
This Committee provides an oversight or 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 YMCA (External)
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.
Annual Report – Report of Operations – 2014-2015
Appointed Council
Representative for 2015
Delegate:
Cr Kirkham
Substitute:
Cr Lalios
Delegate:
Substitute:
Substitute:
Cr Kirkham
Cr Stow
Cr Lalios
Delegate:
Substitute:
Cr Pavlidis
Cr Spinelli
Delegate:
Delegate:
Cr Pavlidis
Cr Kelly
Delegate:
Cr Griffin
Delegate:
Cr Kirkham
Delegate:
Delegate:
Cr Kelly
Cr Sinclair
85
Organisation/Committee
Whittlesea Youth Commitment Management Group
(External)
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.
Yarra Plenty Regional Library Board (External)
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.
Appointed Council
Representative for 2015
Delegate:
Cr Kirkham
Delegate:
Delegate:
Cr Alessi
Cr Lalios
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, 20 young people shared in $16,000 of grant funds. 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:
Arts and Cultural Grants
These grants aim to help local young people pursue excellence in arts and/or cultural
spheres by:

providing opportunities for young people to further develop skills

encouraging participation in state, national or internationally-certified events
run by recognised arts and/or cultural organisations

increase participation by young people in arts and/or cultural activities

foster community pride in the arts and/or cultural activities pursued by local
young people
Annual Report – Report of Operations – 2014-2015
86
Sporting Grants
These grants aim to help local young people pursue excellence in sports by:
•
Providing opportunities to further develop skills;
•
encouraging participation in state, national or internationally-certified
championship-type events run by recognised sporting associations;

increase participation by young people in sporting activities; and

foster community pride in the sporting activities pursued by young people
within our City.
For further information please contact Council’s Civic Administration 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; and
 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 2014 - 2015 opened
on 31 March 2014 and closed on 12 May 2014.
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 a partner organisation (auspice)
that is an incorporated or not-for-profit organisation. The partner organisation will
manage the funds and be responsible for the delivery and acquittal of the project.
A majority of the executive committee of the applicant organisation are required to
reside in the City of Whittlesea.
Organisations are required to hold current Public Liability Insurance appropriate to
the activity outlined in the application.
Annual Report – Report of Operations – 2014-2015
87
Eligible Projects
The project is for the benefit of City of Whittlesea residents.
The project meets all four key areas of the CDGP assessment criteria and meets at
least one of the objectives of the CDGP.
Projects are to be delivered between 1 October 2014 and 30 September 2015.
Eligible project applications were assessed against each of the four key criteria:
1.
2.
3.
4.
The project demonstrates value for money;
The project addresses a demonstrated need in the Whittlesea community;
The project is realistic and achievable; and
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 were required to meet the following
criteria and show evidence that:







The group/organisation 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/organisation has been meeting on a regular basis for at least
six months at the time of application.
A minimum of one committee 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 2014-2015, a total amount of $133,300 was allocated to the following community
groups:Projects Funded in Full 2014-2015
Whittlesea Men's Shed
Working with Wood
This project aims to increase the capacity of the members of the Men's Shed with
participants attending a series of formal lectures and demonstrations in wood work. As
many participants are self taught, the demonstrations will have a focus on the safe use of
machinery and tools as well as general skill building. It is anticipated that the increased skill
level of participants will lead to more opportunities to produce wooden items for
community benefit.
$780
Annual Report – Report of Operations – 2014-2015
88
Laurimar Netball Club Inc.
Level One Umpiring Course
This project aims to deliver a Netball Victoria approved Level One Umpiring Course that will
be made available to the local community as well as Laurimar Netball Club members. Once
completed the Club will link successful participants with training opportunities to develop
the practical skills to become a qualified netball umpire. Once qualified, participants will be
required to volunteer their time to umpire for the Club. The money saved will fund others to
complete the umpiring course, creating a sustainable training program.
The Club requires umpires to send teams to competitions and have been unable to source
qualified netball umpires within the municipality. The Club also receives requests from other
associations for umpires indicating a lack of umpires in the adjoining areas as well.
$900
Turkish Women's Recreational Group Inc.
Centenary of Anzac's - Art Project
The objective of the project will be to commemorate the centenary of the Anzac's in 2015
and build community awareness of Anzac day by honouring both the sacrifices made by
soldiers of Australia and Turkey.
A 3D wall mural of poppies will be produced using materials such as coloured felt, wool and
pipes as well as using techniques such as sewing and crochet.
The project will culminate in an art exhibition at the Thomastown Library for Anzac Day
2015. The Turkish Women’s Recreational Group and the broader community will contribute
their time, skills and talent by volunteering to the project. They will cut, sew, glue and
crochet material to the wall mural. The project will connect different communities together
as this project provides opportunity for them to contribute to the centenary of the spirited
Anzacs.
$1,400
Damayan Vic. Inc.
Filipino Multicultural Fusion 2015
The event aims to promote intercultural harmony by bringing groups together to share their
culture through food, costumes, arts, music and dances. This is an opportunity for all
cultural groups to mix and get to know each other. It is hoped that this will lead to the
development of long-term friendships and reduce the isolation felt amongst local ethnic
groups.
In March 2015, Ethno specific clubs and groups from the municipality will be invited to a day
of celebration. Each group will contribute to the festivities through food to sample and
share, performances and showcasing respective national costumes. They will be encouraged
to perform their traditional dances, folksongs and share their history. This day will be
publicised through the church and community groups, shops, word of mouth and local
media.
$1,500
Annual Report – Report of Operations – 2014-2015
89
Yarra Plenty Regional Library (Mill Park Library)
Whittlesea Writers Festival
The event will be the first ever Writers Festival in the City of Whittlesea to be held for one
full day at the Mill Park Library. The aim is to encourage writers of all levels and cultures to
connect with each other by networking, learning and discussing their writing.
The program will include, writing workshops run by professional writers; editing and
publishing workshops; both professional and emerging author presentations; writer groups
information sessions; beginner writer sessions; meet the author sessions; open mike for
people who want to read their work; write a story in a day competition; write a story in 5
minutes competition and discussion panels. The most important reason for the festival will
be to promote literacy as a lifelong learning skill.
$1,925
Norparrin - a program of Melbourne City Mission
Family, Fun and Friendship Days
The project aims to provide families of children with disability strong ongoing links with their
community by participating in four community events. In consultation with families who
attend Norparrin, they indicated that coming together for a particular event on the weekend
and meeting other families with children with similar needs would enhance their family's
well-being and knowledge as common connections are strengthening and powerful.
Families will have the opportunity to reach out to others who have a deeper level of
knowledge and understanding.
There is also the opportunity for families of children without identified needs or disability
from the various Early Childhood Education Centres (ECEC) to attend as well. The
organisation will also provide activities that support younger and older siblings. Staff from
Norparrin will volunteer their time to ensure safety and success.
$2,660
Whittlesea Community Connections in partnership with CALD Communities Family
Violence Project
Whittlesea CALD Communities Family Violence Project – Women’s Advisory Group
The Women’s Advisory Group is part of the larger Whittlesea Culturally and Linguistically
Diverse (CALD) Communities Family Violence Project (WCFVP), a place-based integrated
family violence prevention and early intervention project working with City of Whittlesea’s
CALD communities. The key aim of the WCFVP is to prevent and reduce family violence in
Whittlesea’s CALD community by supporting the community to break the cycle of violence.
The Women’s Advisory Group will ensure that local CALD women continue to play a key role
in providing advice, feedback and direction on the project so that it remains responsive and
reflective of the needs of those it is working with. The grant money will be used to cover
associated costs of running the meetings including a child care worker to reduce the
mother's barrier to participation as well as training, catering and an evaluation conducted by
Monash University.
$4,695
Annual Report – Report of Operations – 2014-2015
90
Whittlesea Partnership on Volunteering and Community Engagement in partnership with
Whittlesea
Community Connections
Volunteering in Whittlesea Video
This project will promote volunteering in the local area by capturing the variety of
volunteering opportunities in the City of Whittlesea.
A video will be produced to capture best practice volunteering in action. It will capture
volunteer voices from local volunteering involving organisations, to be used in a variety of
promotional activities. The video will reach at least 1,000 people at volunteer information
sessions, expos, presentations and through use on partner websites.
The community development grant will help resource the production of a video that
highlights and promotes volunteering in the municipality, that can be used to attract and
celebrate volunteers. The different agencies who participate in the partnership have
different volunteering requirements in terms of specific role functions. However, there are
common values, approaches and motivations that drive the work with volunteers. This video
will highlight the benefits of volunteering, and how local people can be involved.
$4,695
Whittlesea U3A Inc. (WU3A)
Digital Literacy WU3A Digital Literacy- Train the Trainer Program
The aim of this project is to train WU3A class tutors to recognise and incorporate the use of
digital technology in the delivery of classes to improve the digital literacy of WU3A
members.
The project will provide training to 70 class tutors who deliver classes to 512 members
participating in 78 class activities mostly on a weekly basis. The program will be delivered in
two sessions for WU3A tutors at Thomastown Library Computer room. The first session per
tutor group will demonstrate the utilisation of video conferencing in the delivery of classes
enabling members to remotely participate in classes and the second session will provide
practical guidance on embedding the use of smart mobile phones, tablet computers and
web enabled applications that are appropriate to the delivery of the content of their
particular classes.
This will improve the digital literacy of class members so that they can overcome their
current fear of technology. This will allow them to better communicate with family and
friends out of class and assist people who cannot attend class to still participate.
$4,800
Annual Report – Report of Operations – 2014-2015
91
Melbourne City Mission
Doreen Dynamites- Early Years Active Movement Program
The main objective of this project is to increase pre-school aged children's levels of fitness
and to improve their fundamental movement skills. Children will develop a life long passion
for physical activity, their risk of childhood obesity will be reduced and their confidence and
sense of general wellbeing will be increased.
Parents and carers will become more aware of the importance of keeping children active
and how they can best support their child's physical development. This project will reduce
social isolation by giving local children and their parents and carers an affordable
opportunity to get out, have fun and connect with others.
The need for this project has stemmed from feedback from the Laurimar Mums and Bubs
Playgroup. Healthy Together Whittlesea have provided guidance to Melbourne City Mission
in regard to applying best practice principles to inform the program development and will
promote the program through Healthy Together Whittlesea’s communication channels.
$4,953
Northern Egyptian Association Inc.
Aqua Swimming for Good Health
The aim of this project is to improve health through participation in an aquatic activities
program. This will improve water confidence amongst the senior members of the
community as well as build social opportunities and new friendships.
The project will also include the opportunity for some of the participants to train as aquatic
instructors to assist with the sustainability of the program.
This project will introduce Thomastown Recreation and Aquatics Centre (TRAC) facilities and
programs to the participants who have not visited before.
The need for this project has stemmed from many older members of the Egyptian and other
cultural communities who do not participate in any exercise. The project will allow seniors
to do aquatic exercise that is low impact allowing for those with health conditions to
participate and with peer support.
$4,960
Mernda and Doreen Multicultural Association Inc. (MADMA)
Diwali - The festival of lights
The aim of the project is to hold a day long event in Mernda to celebrate the largest Indian
festival with the broader community. The event will include entertainment; games and
interactive workshops on South Asian classical dances; yoga; henna; various traditional art
forms; traditional healing methods (Ayurveda). The event will also feature various stalls
featuring different cultural and traditional artefacts, South Asian food stalls, as well as
activities for different age groups making the festival a family fun day.
The need for such a large scale event has come from the knowledge that with the migration
of first generation South Asian migrants to the municipality the 'Diwali - The festival of lights'
Annual Report – Report of Operations – 2014-2015
92
will provide a platform for the South Asian community to celebrate their culture with the
entire community. This will assist in promoting inter cultural and inter religious
understanding in the community
$5,000
Whittlesea Court House Association Inc.
Whittlesea Courthouse 150th Anniversary Celebrations
The project's aim is to fund one aspect of a broader community event, being the gathering
and recording of
historical information related to the 150 year history of the Whittlesea Township and
Courthouse.
The information gathered will support the public displays and festivities that will take place
in October 2014. A video will be produced that will be made available to schools and the
general public to inform the broader community on the historical significance of the
Whittlesea Township and Courthouse.
The celebration will be held on the weekend of 18 and 19 October 2014 and is intended to
celebrate the 150 year history of the of the Whittlesea Township and its historical
foundations. It will include 'Cobb and Co' horse rides as well as re- enactments of actual
court cases from the 1800's, to be staged by the Whittlesea Secondary College's drama
group and a bushranger capture in the Whittlesea Township in 1842 by the Victoria Police
Historical Society. A museum will also open including memorabilia and artefacts. This will
include the courthouse itself being set up with mannequins modelling a scene reflecting the
era of 1864 and the Courthouse volunteers dressed in period costume. The museum and
courthouse displays will be open over four weeks to the public, school children and any
other interested parties.
$5,000
Plenty Valley Church Autism Support Group
Plenty Valley Church Autism Support Group
This program is a series of sessions covering topics related to parenting and caring for a child
with autism where they will be provided with take home resources. Children will be cared
for by an integration aide and Applied Behaviour Analysis (ABA) therapist in the crèche, and
participate in appropriate activities for their level of functioning. The program also includes
regular excursions to build parents' and carers' confidence in managing their children when
out and about in the community.
The need for this project has stemmed from the applicant's work with several groups of
families from pre school aged children on the autism spectrum who have some access to
state and federal programs, to high functioning autistic children diagnosed after they have
started school with no access to government services. Regardless there are no programs that
provide the opportunity for families on a similar journey to come together, find friendship
and understanding amongst other families living with autism.
$5,000
Annual Report – Report of Operations – 2014-2015
93
Arts Access Victoria
Connecting to Country
This project aims to provide industry level tutelage in the creative arts to residents of
Queens Lodge Supported Residential Service in a safe and professional environment. The
project will support the engagement of people with a disability or mental illness to connect
with their local natural environment and community. This will be achieved via presentations
by environmental and indigenous history experts, site visits to the local reserves and
participation in tree planting activities. Artworks of local indigenous flora, fauna, history and
culture will be created and launched at the Arts Access Victoria’s fully accessible mobile art
space, at the 2015 Whittlesea Community Festival.
The need for this project has stemmed from research that indicates that people with a
disability are significantly less likely to participate in arts and cultural activities than other
members of the community. The anticipated benefits from the project include people with a
disability being celebrated for their contribution to the local community; the establishment
of new partnerships between arts, disability and environmental groups; a strengthened
connection to place for some of the most local disadvantaged residents to the local
environment.
$5,000
Plenty Valley Community Health in partnership with NEAMI
Week Without ViolenceHealthy Families Day
The project aims to link with Lalor Library and Lalor Traders Association to hold a free
community event to promote a week without violence. The event will include skilled
practitioners presenting on topics that address the issue of gender inequality framed
through the family friendly lens of healthy relationships. Workers will present on parenting
techniques which build children's emotional intelligence. Local schools and professional
musicians will provide music and self-care activities such as Tai-Chi or Relaxation Sessions.
Translated brochures giving details of local family violence services will be on hand at all
events.
The need for such a project has stemmed from the Lalor Community Needs analysis that
highlighted preventive family violence programs as a high priority. It is anticipated that the
project will improve connections between women, families and services which provide
economic and social support to those affected by family violence as well as help increase
respectful and equitable gender relations within the community.
$5,000
Lalor Tennis Club
Culturally Inclusive Pathways through Tennis (CIPT)
The project aims to provide an accredited junior coaching training for cultural
representatives from new and emerging communities which will provide them with a
qualification through Tennis Australia, to promote their personal and professional
development. It is anticipated that this will encourage their communities to become
involved in activities of the Club including multicultural 'Come and Try' tennis days, social
events, and competitive tennis. In return participants will provide pro-bono coaching
sessions for newcomers to the Club. In addition, the Club will provide sponsorship of five
Annual Report – Report of Operations – 2014-2015
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professional tennis lessons for up to ten individuals expressing a desire to advance their
tennis skills and potential to become more involved in social or competition events.
$5,000
Peter Lalor Vocational College
Life, Work and Success on a Plate
The aim of the project is to engage young people at risk by providing them with retiree
mentors in hospitality. The objective of the project is to build community relationships
between two groups; Peter Lalor Vocational College Students and the Lalor Community
Kitchen. Both groups conduct operations within the same space, yet operate independently
of each other. By engaging these organisations in a common project the aim is to build
stronger community relationships and promote a collaborative approach through using the
skill sets of each party for the betterment of all participants. The benefits include an increase
in nutritional awareness and employment opportunities for young people, with secondary
benefits for cross-generational relationship building and industry mentorship. The program
has eight stages that include participants acquiring certificates in food safety; working in
commercial kitchens; the production of a cookbook which will consider the audience,
purpose, meal cost and nutritional value.
$5,000
Macedonian Community Welfare Association (MCWA)
Baba & I
This project aims to form a playgroup for grandparents who are from CALD backgrounds and
their grandchildren. MCWA staff will work with the Whittlesea Council Playgroup (WCP).
WCP resource officers will support and guide the group into becoming an effective
playgroup that will allow children to gain the skills to play with one another and reduce
isolation for their grandparent carers. This playgroup will also work to produce a pamphlet
that will include bilingual nursery rhymes. It will provide the grandparents the opportunity to
share and pass on their rhymes to younger generations. The project will connect and
educate grandparents as well as provide an interactive, hands on and motivational activity
for children to develop their skills in a comfortable and safe environment. The project will
encourage community cohesion allowing multicultural groups to access services that they
have previously failed to access due to a number of barriers including language, digital
literacy and service disorientation.
$5,000
Jacaranda Preschool - Kingsway Drive
Play Read Learn
The project aims to make a number of calico resource bags, which will be available for the
children to borrow and take home to share with their families. The calico resource bags will
include an English or bilingual book, and resources related to the book for the children and
families to play with to extend on themes within the story and develop literacy and/or
numeracy skills. A range of well known English and bilingual picture books, fairy tales and
non fiction books and resources such as puppets, games, puzzles, toy sets; will be purchased
to place in the calico resource bags.
$5,000
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95
Plenty Valley Community Health - Disability Services
"Our "Garden Program
The aim of the project is to develop a weekly program similar to the Kevin Heinz Garden
Centre (KHGC) in Doncaster that clients once participated in, within the grounds of the
organisation. Clients will be involved in weekly activities within the garden space including
weeding, pruning and watering plants facilitated by a volunteer from the KHGC. This will also
include going out to local nurseries to purchase additional products and plant them into the
beds. Having the garden will allow for spin off projects such as the creation of tactile
ornaments for the sensory garden and vegetables and herbs grown can be used in the
cooking program. All in all the garden space will be enjoyed by all service users and visiting
family on BBQ days.
$5,000
Whittlesea Interagency Taskforce on Gambling (WITOG) in partnership with Whittlesea
Community Connections
Putting the Health and Wealth Back into Whittlesea
The objectives of this project are to increase awareness of the links between gambling losses
and poorer health outcomes, by building a groundswell of community support for safer
gambling products. This will be achieved by developing, producing, distributing materials
and resources to increase community understanding of the dangers associated with poker
machines and how to improve their health, wellbeing and financial situation. An email news
bulletin will be developed for residents and workers in the City of Whittlesea looking to keep
abreast of gambling issues relevant to the municipality. Support will be offered to
community groups that are looking to reduce their access to gambling and champions will be
sought amongst the community, political, civic, health and business leaders in the
municipality to advocate for regulatory change to make poker machines safer. The
anticipated outcomes of the project will be a reduction in visitations to gambling venues and
harm from gambling in the municipality.
$5,000
Whittlesea Arabic Speaking Women Association Inc. (WASWA)
Alsadeqa Alqariba Afdel Min Alaqut Albaieda
(translation 'the friend that is close to you is better than a sister far away').
The translation of the project title is 'the friend that is close to you is better than a sister far
away'. The aim of the project is to develop women's skills in story telling by creating a short
informative and engaging video resource. The video will inform newly arrived women about
settlement and encourage them to make connections into the existing community. In the
lead up to the production of the film, WASWA and other community members will attend
workshops to develop their skills in story telling, video making, photography and editing.
There will then be a storyboard workshop to identify the key issues faced by new settlers;
key messages; and identify other people and organisations to feature in the video and
potential sites to film. A video will be produced, edited and subtitles added, then launched
at a public event. Other opportunities to screen the video will be sought.
$5,000
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96
Projects Partially Recommended 2014-2015
Greek Orthodox Community of Whittlesea Women's Group in partnership with the Greek
Orthodox Community of Whittlesea
Learn to be Healthy through Exercise and Dance
The main aim of this program is to encourage elderly women to exercise regularly by using
movement to music and dance. The group will organise a weekly exercise to music and
dancing program at a small community venue.
Sessions will alternate each week, with exercise one week and dance movement the
following week. There will also be bimonthly healthy living discussions with guest speakers
from social and recreational organisations; community health centres; nutritionists and
medical professions.
The program will cater for women over 50, many from different cultural non English
speaking backgrounds. Many of these women would not have participated in a regular
exercise program and need encouragement and support to attend. It is anticipated that this
will develop self esteem, confidence and a sense of achievement through participation,
learning and an ongoing exercise routine.
$2,000
Whittlesea Community Garden (WCG) in partnership with Whittlesea Township
Community House and Alliance Group Inc.
Recycled Gardening
The project aims to run a series of ten ‘Recycled Gardening’ workshops that will result in the
community learning a sustainable approach to gardening and garden based activities. The
hands on workshops will allow inclusion of all ages and abilities and produce lasting legacies
to be displayed in the community garden for all to enjoy, including scarecrow making, safer
pest control, recycling household products into garden art and insect hotels.
It is anticipated that these workshops will create opportunities for continued community
involvement including, participants entering in the Whittlesea Agricultural show and
returning to the WCG to continue to develop gardening skills.
$3,262
Whittlesea Culturally and Linguistically Diverse (CALD) Asian Association Inc. in partnership
with the Whittlesea Chinese Association
Asian languages learning & cultures celebrations; cooking& socialising
This project aims to provide more services and activities to the broader community as well
as welcome people from CALD backgrounds and provide them with a sense of belonging to
the community.
The first aspect of the project is to run cooking classes so people will learn and share the
knowledge of healthy eating and cooking; and its impact on Asian families and society. The
second aspect of the project is Mandarin language classes that will be open to the
community to participate in.
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The aim of the activities is to share Asian culture with the broader community to encourage
sharing, socialisation and the realisation of each other's values.
$2,500
Lalor Living & Learning Centre Inc. in partnership with Department of Human Services North Division
Raised Gardens Beds for Better Health
The aim of this project is to build and install raised garden beds at each of the three
Community Residential Units in Lalor and Mill Park, whose residents have significant
disabilities which impact on their daily living. This will include the development of sensory
and edible gardens to promote healthy eating and physical activity.
The raised garden beds will be particularly helpful to these residents who have trouble
working at ground level, have back problems, are at risk of falling and frailty. The project will
be run by the Lalor Living and Learning Centre and will include a workshop with the
Horticultural Therapy Association to support the home gardeners to understand the needs
of a 'year round' garden.
The Men's Shed will build the garden beds and the Lalor Community Garden will support
ongoing learning and the development of relationships with other community gardeners.
The relationship with the Lalor Community Garden will also provide a platform for the
residents to volunteer in community events.
$3,000
North East Neighbourhood House in partnership with Thomastown Neighbourhood House
Totally Thomastown Precinct Activation
This project aims to set up a pop up market at Thomastown Train Station to showcase local
community organisations and services to commuters who work and study outside of the
suburb. The pop up market will be held up to six times a year and aims to capture people's
imagination about what activities, classes, courses and services are available to them and
their families at: Thomastown Library, Thomastown Neighbourhood House, TRAC, Bubup
Wilam, Thomastown West Primary School and Thomastown High School.
This event will activate the Main Street precinct by working together on a project that will
benefit all. This is also an opportunity to survey and engage with people who may not
normally access activities on the Main Street Precinct. This project stems from the Totally
Thomastown bimonthly mini festivals held throughout 2013. The Station pop up markets are
another community engagement tool that will build on the Totally Thomastown model that
successfully engaged over 4,000 people and formed strong partnerships with other
agencies.
$3,100
Multicultural Social Group of Victoria
Multicultural Community Picnic
The project will begin with the training in event management for 12 community members.
The training will include how to book parks; promotion; program planning; arranging first aid
and event safety plan; transport options; equipment lists and budgeting. This will encourage
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community members from different backgrounds to work together and offer an opportunity
for participants to gain confidence, and leadership skills.
The trained recruits will then plan a multicultural picnic at Toorourrong Reservoir Park for
the whole community, focusing on people from newly arrived small and emerging
communities. The event will celebrate the re-opening of the Toorourrong Reservoir Park.
The multicultural community picnic can include activities such as arranging ranger talks,
environmental walks with the assistance of local walking groups, picnic games including
traditional games from the Middle East as well as Indigenous games, picnic feast, live
musicians and mini sports.
$3,700
Northern Cancer Support Group
Bereavement at the Bar
This project is aimed at men who have lost their partners to cancer. The program will teach
participants how to cook quick, easy, healthy meals. In addition, the men will have an
opportunity to connect with each other as they learn to cook together and share the meals
that they have prepared.
The need for this project has been established from consultation with Banksia Palliative Care
and cancer support group's where men, many of whom are still working full time, find it
difficult making quick and healthy meals for themselves.
$3,920
Khalsa Lions
Diwali Festival
The aim of this event is to educate the wider community on the beautiful and colourful
Punjabi culture through the celebration of Diwali at the Meadowglen International Athletics
Stadium. The Diwali event will have a number of activities that will help promote and
educate the wider community about Indian culture.
There will be native dance performances of Bhangra and Giddah, role plays and music
performances including Punjabi singers. There will also be a Kabaddi show match which is
Punjab's native sport. Guest speakers will be invited to talk about Punjab's history and
educate people on the Indian lifestyle from the past to the present. They will have displays
of pictures and stories which highlight Punjab and its culture. To promote a healthy lifestyle
amongst young people there will be an athletics event as well as activities for children such
as jumping castles, dance lessons in 'Punjabi hangar', face painting and henna painting.
All cultures will be encouraged to participate in having food stalls at the event and to
perform on the day.
$4,500
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Mernda Village Kindergarten
Mernda Multicultural Celebration
The project aims to work with the kindergarten's Mernda Early Years Network and
community groups to plan and deliver a multicultural event on a Saturday in February 2015.
The purpose of the event is to gain an understanding and value the diverse cultures within
our community. Proposed activities include an Aboriginal welcome ceremony; African
drumming; Sari dressing and Indian dancing; and multicultural food stalls.
The long term benefit to the children is that by seeing that their culture is valued and
celebrated by others, it will improve their feelings of self worth and provide them with
opportunities for social connection. It can also develop children's sense of empathy and
acceptance of difference in others.
$4,600
Ava, Iranian Women's Choir in partnership with The Boite Vic Inc.
Ava Iranian Women's Choir
The project aims to empower and educate recently arrived Iranian women and to build their
confidence and self assuredness as Australian residents. The group will use singing as a
primary means of achieving this but will also conduct cooking classes and excursions to
places such as Ambulance Victoria and the Police Academy.
This needs to be done as their experiences in Iran has led to mistrust of social institutions
such as the police force and government. They are often intimidated by the damaging
experiences of flight and seeking refugee status and are isolated by their own uncertainty
about Iranian culture and their lack of fluent English.
Belonging to the singing group the women are provided with opportunities to meet other
choirs, to sing with them, to travel beyond their own area and to be involved in broader
projects and activities.
$4,450
New and Emerging Groups 2014-2015
Asian Cultures
The group offers free courses in Asian languages, cooking, martial arts, massage and cultural
celebrations for the broader community. The group has 25 members however, has a greater
attendance from the general public. Most of the groups activities take place at Mernda
Village Community Activity Center and are funded by the group in the interest of
strengthening the sense of inclusion of Asian culture in the Mernda community.
$1,000
The Chinese Friendship Association of Whittlesea
The group formed in response to requests from elderly Chinese people and their children for
a seniors group in the Mill Park area to be created. The aim of the group is to provide
opportunities for elderly Chinese people to come together, socialise with friends and
become involved in the community. Most participants are isolated and do not have access to
public transport, therefore they attend group activities in Mill Park as it is in close proximity
to their home.
$1,000
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Sri Lanka Australia Theatre, Entertainment & Performing Arts Society
A member of the group has a background in Sri Lankan stage performance. The group's
objective is to present theatrical and performing arts events to a high professional standard
to the public; provide opportunities for young people to achieve and develop self
confidence; provide theatre skills training and to use local talents creatively as a tool for
communication and education. The group has five committee members and 25 non
committee members.
$1,000
Doreen Community Events Group
The group's purpose is to continue to run community markets that were once run by the
Country Women's Association (CWA). The group aims to run a community market four to
five times a year, where the funds raised go back to the community. The group has five
committee members who were part of the CWA.$
1,000
Boori's Business (means babies business)
The group meets at Bubup Wilam Thomastown, where they provide a Koori Maternity
Service at the Northern Hospital supporting women and families in a culturally friendly
environment. The group provides resources and support on maternal health; well-being,
baby massage, health promotion; cultural activities as well as mind, body and spirit
awareness. The executive committee has three members and participation is open to
patients in the Northern Hospital.
$1,000
La Trobe Vice-Chancellor's City of Whittlesea Scholarships
Each year the City of Whittlesea and LaTrobe University offer a number of
scholarships to residents of the City of Whittlesea who are commencing their first
undergraduate degree at the Bundoora Campus of LaTrobe University.
Council has been participating in the Scholarship program since 1986. On average 3
scholarships have been made each year.
The scholarships provide $3,000 per student for each year of their study, with La
Trobe and Whittlesea paying 50% each. Students need to complete each full year of
study to receive their scholarship for the following year, but do not need to reapply.
Mayoral Charity Fund
In previous years, Council allocated an amount of $10,000 to various groups and
individuals in the community on the recommendation of the Mayor of the day in a
report submitted to Council before the end of each mayoral year, listing proposed
recipients and seeking a Council resolution authorising the payment of proposed
donations.
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101
On 9 December 2014 Council resolved to discontinue the operation of the Mayoral
Charity Fund effective immediately and that any funds allocated for this program be
diverted to other Council grants programs.
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; and

encouraging a healthy and harmonious community.
Nominations and Awards
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 programsl;

planting or weeding programs;

cultural heritage, community building or community vitality project; and

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.
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102
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 in October each year where students are presented with
their awards.
Mayoral Student Recognition Award – Primary $350
Plenty Parklands Primary School – Cassidy Janevski
Mayoral Student Recognition Award – Secondary $350
Thomastown Secondary College - Phillip Papagiannopoulous
Mayor’s Recognition Award - Primary Schools - $100 each
Epping Primary School – Michelle Jugovic
Epping Views Primary School – Dilan Kalkan
Findon Primary School – Kamilia Hisyam
Lalor Primary School – Ahmad Al Bushaikhali
Lalor East Primary School – Tha Chim
Lalor Gardens Primary School – Maria Keo
Laurimar Primary School – Molly Dunbabin
Meadowglen Primary School – Bianca Robertson
Mernda Primary School – John Annett
Merriang Special Development School – Jacob Dafoski
Merriang Special Development School – Angel House
Mill Park Primary School – Casey Simmons
Mill Park Heights Primary School – Shehana Vyravipillai
Morang South Primary School – Alyssa Bannan
Norris Bank Primary School – Vanshika Pancholi
Northside Christian College – Itunuoluwa Akin Ojelabi
Plenty Parklands Primary School – Cassidy Janevski
St Clare’s Primary School – Anthony Apostolopoulos
St Damien’s Primary School – Patricia Nagel
St Francis of Assisi Primary School – Claudia Kyriakou
St John’s Primary School – Elli Harvey
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Mayor’s Recognition Award - Primary Schools - $100 each
St Luke’s Primary School – Leiah Crisante
St Mary’s Primary School – Shannon Murray
St Mary of the Cross Mackillop Primary School – Agnes Gionta
St Peter’s Primary School – Ethan Aquilina
The Lakes P-9 School – (Early Years Campus) – Caitlin Batten
Thomastown Primary School – Philippa Joseph
Thomastown East Primary School – Caitlin Laird
Thomastown Meadows Primary School – Suzie Halabi
Thomastwon West Primary School – Nourah Ammoun
Whittlesea Primary School – Sarah Craker
Mayor’s Recognition Award - Secondary Schools - $150 each
Epping Secondary College – Belvinder Singh
Lalor Secondary College – Chelsea Nikolov
Lalor North Secondary College – Robin Fosbender
Marymede Catholic College – Michael Manoussakis
Mill Park Secondary College – (Senior Campus) – Lyndon Neville
Northside Christian College – Reza Shams
Peter Lalor Vocational College – Emma Bannan
Plenty Valley Christian College – Andrew Kelso
St Monica’s College – (Junior Campus) – Anthony Dask
St Monica’s College – (Senior Campus) – Brandon Lee
The Lakes P-9 School (Middle Years Campus) – Awek Dut
Thomastown Secondary College - Phillip Papagiannopoulous
Whittlesea Secondary College – Thomas Winter
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104
Senior Citizens Clubs’ Grants
Council’s Senior Citizens Clubs’ Grants are provided on an annual basis to eligible
clubs in order to support and assist in their operation and development.
In 2014-2015 the following guidelines and funds allocation formula were used,
incorporating a 2.99% CPI increase.
 The base grant was $1,156 for a club with an average weekly attendance of up to
20 resident members and newly recognised clubs;
 Clubs with an average weekly attendance of more than 20 resident members
received $1,156 plus an additional $20.00 per extra member;
Eligibility guidelines for a Senior Citizens Clubs’ Grant was 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 of subsidy of
rental costs;
 Have 95% of members over 55 years of age; and
 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 unmet need and not be duplicating the operations
of existing clubs.
Attention continues to be paid to ensuring that each club has been able to provide
solid evidence of the number of members residing in the municipality and in
particular to the average weekly attendance figures of the members who reside in
the municipality.
In the 2014-2015 grants round 67 clubs received a grant.
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105
The table below shows a total amount of $136,148 allocated in Senior Citizens Clubs’
Grants benefiting 4,292 local residents:
Club / Incorporated Name
2014/2015
Whittlesea
residents
attending
weekly
Grant
amount
Armenoro Senior Citizens Association Inc. (Mac)
68
$2,116
Barry Road Italian Senior Citizens Club
48
$1,716
Bitola Macedonian Senior Citizens Club of
Whittlesea Inc.
155
$3,856
Bundoora Senior Citizens Club Inc.
18
$1,156
Chaldean Senior Citizens' Group Whittlesea
30
$1,356
Circolo Pensionati Italiani Di Bundoora Inc.
75
$2,256
Circolo Pensionati Italiani Di St Luca Lalor &
Thomastown Inc.
75
$2,256
Community of Cypriots of the Northern Suburbs
Senior Citizens Club Inc.
135
$3,456
Epping Pensioners Association Inc.
52
$1,796
Goce Delchev Senior Citizens Association Inc.
145
$3,656
Golden Sun Disabled and Senior Citizens
Association Inc.
60
$1,956
Whittlesea and District Greek Elderly Citizens Club
Inc.
80
$2,356
Greek Orthodox Community of Whittlesea
Women’s Group
80
$2,356
Green Island Turkish Women’s Group Inc.
25
$1,256
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106
2014/2015
Whittlesea
residents
attending
weekly
Grant
amount
Italian Pensioners Association of Mill Park Inc.
70
$2,156
Italian Senior Citizens Club of Lalor and
Thomastown Inc.
90
$2,556
Italian Speaking Senior Citizens Association of
Epping Inc.
70
$2,156
Italian Welfare Association of Whittlesea Senior
Citizens Club Inc.
15
$1,156
Italian Women’s Senior Citizens Association of
Whittlesea Inc.
75
$2,256
42
$1,596
Macedonian Australian Senior Citizens Group
"Ilinden" Inc.
40
$1,556
Macedonian Beranci Social Seniors of Whittlesea
Inc.
120
$3,156
180
$4,356
Macedonian Senior Citizens Club of Thomastown,
Lalor, Epping & Mill Park Inc
75
$2,256
Macedonian Women’s Senior Citizens Group of
Lalor Inc.
64
$2,036
Macedonian Women’s Social Club of Whittlesea
Inc.
49
$1,736
Mernda Senior Citizens Club Inc.
15
$1,156
Club / Incorporated Name
Lalor and Thomastown Combined Pensioners &
Superannuants Association Inc.
Macedonian Orthodox Community Elderly Citizens
& Pensioners Group Epping Inc.
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107
2014/2015
Whittlesea
residents
attending
weekly
Grant
amount
Mill Park Greek Elderly Citizens Club Inc.
75
$2,256
Mill Park Recycled Teenagers Senior Citizens Club
Inc.
60
$1,956
Mill Park Senior Citizens Club Inc.
49
$1,736
Multicultural Women's Senior Citizens Group of
Whittlesea Inc.
28
$1,316
Neret Senior Citizens Club Inc.
30
$1,356
North Eastern Greek Elderly Citizens Club Inc.
70
$2,156
Northern Egyptian Seniors Association
53
$1,816
Northern Mauritian Seniors Club Inc.
15
$1,156
Northern Melbourne Sri Lankan Senior's
Association Inc.
70
$2,156
Northern Melbourne Vietnamese Elderly
Association Group Inc.
65
$2,056
Panagia Soumela Pontian Association of Whittlesea
Inc.
50
$1,756
Senior Citizens' Group of the Greek Orthodox
Parish of the Transfiguration of Our Lord
90
$2,556
Spanish Speaking Women's Group Inc.
10
$1,156
St Francis Filipino Senior Citizens Club of Whittlesea
Inc.
42
$1,596
Tamil Seniors Social Club Inc.
60
$1,956
Club / Incorporated Name
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108
2014/2015
Whittlesea
residents
attending
weekly
Grant
amount
Thomastown East Greek Senior Citizens Club Inc.
75
$2,256
Thomastown East Italian Senior Citizens Club Inc.
100
$2,756
Turkish Women's Recreation Group Inc.
45
$1,656
Welcome Senior Women’s Group Inc.
34
$1,436
Whittlesea Chinese Association Senior Citizens
Group
60
$1,956
Whittlesea Combined Pensioners & Superannuants
Inc.
27
$1,296
Whittlesea Maltese Senior Citizens Club Inc.
120
$3,156
Whittlesea Northern Cyprus Turkish Women’s
Group Inc.
15
$1,156
Whittlesea Senior Citizens Club Inc.
30
$1,356
Whittlesea Turkish Elderly and Pensioners
Association Inc.
48
$1,716
Whittlesea Turkish Women’s Association Inc.
23
$1,216
Greek Cypriot Women's Group
75
$2,256
University of the Third Age (U3A)
373
$8,216
Greek Orthodox Community of Whittlesea Senior
Citizens Group
55
$1,856
The Association of Refugee Children from Aegean
Macedonia Senior Citizens Group
32
$1,396
Macedonian Mens Group of Whittlesea
20
$1,156
Club / Incorporated Name
Annual Report – Report of Operations – 2014-2015
109
2014/2015
Whittlesea
residents
attending
weekly
Grant
amount
Paliomillo Social Club
52
$1,796
Community of Niki Inc
40
$1,556
Greek Australian Ex Servicemen's Reserve
Whittlesea and Districts Inc.
30
$1,356
The "Good Shepherd" Egyptian Seniors Association
Inc.
38
$1,516
Doreen Seniors Club Inc
95
$2,656
* The Chinese Seniors Friendship Association of
Whittlesea Inc.
20
$1,156
* Kajmakcalan Social Club
20
$1,156
* Men's Shed
20
$1,156
* Macedonian Veterans and Friends Senior Citizens
Group Inc
74
$1,156
* St Anthony Senior Social Club Inc.
53
$1,156
4,292
$136,148
Club / Incorporated Name
Total
* Newly established clubs
Annual Report – Report of Operations – 2014-2015
110
Audit & Risk Committee
Role of the Audit & Risk Committee
The Audit & Risk Committee is an independent advisory committee of Council. 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
decision-making 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
2014 to 30 June 2015 consisted of:
Committee Member
Mr Michael Said (Chairperson)
Mr Michael Ulbrick
Mr Homi Burjorjee
Councillor Stevan Kozmevski
Councillor Ricky Kirkham
Councillor Christine Stow
Appointment Date
Re-appointed 1 October 2013
Re-appointed 1 October 2013
Re-appointed 1 October 2013
Re-appointed 18 November 2014
Member to 18 November 2014
Appointed 18 November 2014
Council’s Chief Executive Officer, Director Finance and Organisation Improvement,
Manager Financial Services and Internal Compliance Officer attend the meetings and
other Council officers attend as and when required.
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111
Meetings
The Committee meets at least quarterly and additional meetings are convened as
required. The Audit & Risk Committee met on five occasions during 2014-2015.
Committee Member
Attendance
Mr Michael Said
5 of 5
Mr Michael Ulbrick
5 of 5
Mr Homi Burjorjee
5 of 5
Councillor Stevan Kozmevski
4 of 5
Councillor Ricky Kirkham
1 of 2*
Councillor Christine Stow
3 of 3*
*Number of meetings held whilst a member of the Committee.
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 all high-risk areas are reviewed and stewardship of Council's resources is
maintained at the highest possible level. These audit plans are presented to the
Audit & 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.
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:

Payment Card Industry Data Security Standard Compliance Diagnostic - The
purpose of this review was to consider Council’s framework for compliance with
Payment Card Industry Data Security Standard (PCI DSS) as defined by the
Payment Card Industry Security Standards Council. As an entity that processes,
stores or transmits cardholder data, Council needs to implement and maintain
arrangements for security of data that comply with the standards.
Annual Report – Report of Operations – 2014-2015
112




Records Management – This review considered Council’s records management
framework, with a focus on the creation, retention, maintenance and destruction
of Council records.
Financial Transactions Analysis – The purpose of this review was to conduct
testing over mobile phone, accounts payable and purchase card data to identify
where data or transactions may have required further investigation.
Plenty Ranges Arts and Convention Centre (PRACC) Health Check – The purpose
of this review was to consider agreed aspects of financial management and
supporting business processes in place at PRACC, with reference to Council’s
policies and procedures.
Fleet Maintenance and Servicing – This review considered policies and
procedures in place for the maintenance of heavy and light fleet vehicles at the
Epping Depot.
An assessment of the internal auditor’s performance was also undertaken by the
Committee during the year, with a positive result noted.
External Audit
The Victorian Auditor-General has appointed Richmond Sinnott & Delahunty (RSD) to
assist in undertaking Council's annual financial audit for an initial three year period
commencing with the financial year ending 30 June 2015.
The Audit & Risk Committee reviews the final draft set of Financial Statements,
including a presentation from RSD 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.
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 20 reviews were completed, with
significant reviews including:




An examination of the processes in place for processing of Home Support Worker
Timesheets;
A review of the implementation of Schedule of Rates contract requirements;
A review of Council’s investment management processes;
An examination of Tender Evaluation processes;
Annual Report – Report of Operations – 2014-2015
113





Quarterly reviews of payroll processes;
A review of Petty Cash payments;
A review of the use of Council supplied mobile phones;
An examination of use of Council’s Commuter Use Vehicles; and
A review of financial expenditure across Council.
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 & Review of Final Draft 2013-2014 Financial Statements;
Review of Outstanding Internal Audit Action items;
Review of contract and tendering related matters;
Local Government Victoria Performance Reporting Framework updates;
Management responses to VAGO Performance Audits; and
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.
Annual Report – Report of Operations – 2014-2015
114
Governance and Management Checklist
The following are the results in the prescribed form of Council’s assessment against the
prescribed governance and management checklist.
Governance and Management Items
1
Assessment
Community engagement policy
(policy outlining council’s
commitment to engaging with the
community on matters of public
interest)
Consultation and Engagement
Framework
2 Community engagement
guidelines (guidelines to assist
staff to determine when and how
to engage with the community)
Consultation and Engagement
Framework
3
Strategic Resource Plan (plan
under section 126 of the Act
outlining the financial and nonfinancial resources required for at
least the next 4 financial years)
Adopted in accordance with
section 126 of the Act
Annual budget (plan under section
130 of the Act setting out the
services to be provided and
initiatives to be undertaken over
the next 12 months and the funding
and other resources required)
Adopted in accordance with
section 130 of the Act
Asset management plans
(plans that set out the asset
maintenance and renewal needs
for key infrastructure asset classes
for at least the next 10 years)
Plans
4
5
Annual Report – Report of Operations – 2014-2015
Date of operation: 14 August 2012
Date of operation: 14 August 2012
Date of adoption: 23 June 2015
Date of adoption: 23 June 2015
Date of operation of current plans:
Roads: 15 July 2014
Reserve Assets, Drainage and
Buildings: 31 March 2014
Bridges: 7 October 2013
115
Governance and Management Items
Assessment
6
Rating strategy (strategy setting
out the rating structure of Council
to levy rates and charges
Strategy
Date of operation of current
strategy: 28 April 2015
7
Risk policy (policy outlining
Council’s commitment and
approach to minimising the risks
to Council’s operations)
Policy
Fraud policy (policy outlining
council’s commitment and
approach to minimising the risk of
fraud)
Policy
Municipal emergency
management plan (plan under
section 20 of the Emergency
Management Act 1986 for
emergency prevention, response
and recovery)
Prepared and maintained in
accordance with section 20 of the
Emergency Management
Act 1986
8
9
Date of operation of current policy:
18 April 2011
Date of operation of current policy:
24 June 2015
Date of preparation:
28 November 2014
10 Procurement policy (policy under
section 186A of the Local
Government Act 1989 outlining the
matters, practices and procedures
that will apply to all purchases of
goods, services and works)
Prepared and approved in
accordance with section 186A of
the Local Government Act 1989
11 Business continuity plan (plan
setting out the actions that will be
undertaken to ensure that key
services continue to operate in the
event of a disaster)
Council has in place a Business
Continuity Plan and an
Information Technology Disaster
Recovery Plan
Date of adoption: 19 December
2014
Annual Report – Report of Operations – 2014-2015

Last Review Outcome presented to
Council: 26 May 2015
116
Governance and Management Items
Assessment
12 Disaster recovery plan (plan
setting out the actions that will be
undertaken to recover and restore
business capability in the event of
a disaster)
Council has in place a Business
Continuity Plan and an
Information Technology Disaster
Recovery Plan
13 Risk management framework
(framework outlining council’s
approach to managing risks to the
Council’s operations)
Framework
14 Audit Committee (advisory
committee of council under
section 139 of the Act whose role
is to oversee the integrity of a
council’s financial reporting,
processes to manage risks to the
council’s operations and for
compliance with applicable legal,
ethical, and regulatory
requirements)
Established in accordance with
section 139 of the Act
15 Internal audit (independent
accounting professionals engaged
by the council to provide analyses
and recommendations aimed at
improving council’s governance,
risk and management controls)
Engaged Price Waterhouse
Coopers (PwC)
Annual Report – Report of Operations – 2014-2015
Date of adoption: 19 December
2014
Date of operation of current
framework: 18 April 2011
Date of establishment:
1 April 2003
Date of engagement of current
provider: 1 July 2013
117
Governance and Management Items
Assessment
16 Performance reporting framework Framework
(a set of indicators measuring
Date of operation of current
financial and non-financial
framework: 1 July 2014
performance, including the
performance indicators referred to
in section 131 of the Act)
17 Council Plan reporting (report
reviewing the performance of the
council against the Council Plan,
including the results in relation to
the strategic indicators, for the
first six months of the financial
year)
Commenced reporting in the 201415 year
18 Financial reporting (quarterly
statements to Council under
section 138 of the Act comparing
budgeted revenue and
expenditure with actual revenue
and expenditure)
Statements presented to council in
accordance with section 138(1) of
the Act
Date statements presented:
16 September 2014, 18 November
2014, 24 February 2015, 5 May
2015
19 Risk reporting (six-monthly reports Reports
of strategic risks to council’s
Date of initial report: 22 May 2015
operations, their likelihood and
consequences of occurring and risk
minimisation strategies)
20 Performance reporting (sixmonthly reports of indicators
measuring the results against
financial and non-financial
performance, including
performance indicators referred to
in section 131 of the Act)
Annual Report – Report of Operations – 2014-2015
Reports
Date of reports: 28 October 2014
and 7 April 2015
118
Governance and Management Items
Assessment
21 Annual report (annual report
under sections 131, 132 and 133 of
the Act to the community
containing a report of operations
and audited financial and
performance statements)
Considered at a meeting of council
in accordance with section 134 of
the Act
22 Councillor Code of Conduct (Code
under section 76C of the Act
setting out the conduct principles
and the dispute resolution
processes to be followed by
Councillors)
Reviewed in accordance
with section 76C of the Act
23 Delegations (a document setting
out the powers, duties and
functions of council and the Chief
Executive Officer that have been
delegated to members of staff)
Reviewed in accordance
with section 98(6) of the Act
24 Meeting procedures (a local law
governing the conduct of meetings
of council and special committees)
Meeting procedures local law
made in accordance with section
91(1) of the Act
Date statements presented:
28 October 2014
Date reviewed: 29 October 2013
Date of review: 26 February 2013
Date local law made: 8 May 2012
I certify that this information presents fairly the status of Council’s governance and
management arrangements.
____________________________
David Turnbull
Chief Executive Officer
Dated: 1 September 2015
Annual Report – Report of Operations – 2014-2015
____________________________
Cr Ricky Kirkham
Mayor
Dated: 1 September 2015
119
Statutory information
The following information is provided in accordance with legislative and other
requirements applying to council.
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 $136,000.
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, 2015, Council employed 45 Senior Officers who received total
remuneration packages of $7,636,588 compared to 38 Senior Officers who received
$6,401,818 in 2013-14.
Documents Available for Public Inspection
The table below lists documents that are available for public inspection under the
Local Government Act 1989. These reports, documents and registers are available at
the Council Offices, 25 Ferres Boulevard, South Morang, for inspection or purchase
by the public during office hours of 8.30am to 5pm.
If you have any enquiries about these documents, please contact the Council’s Civic
Administration Department on 9217 2170.
Annual Report – Report of Operations – 2014-2015
120
Legislative
Provision
Section 24B
Section 62A
Section 75B(3)
Section 76C(6)
Section 80A
Section 81(10)
Section 120
Document
How to access the document
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.
Election campaign
donations returns lodged by
Candidates at the previous
election
Councillor Resources and
Facilities Policy
Code of Conduct for
Councillors
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.
Register of Interests –
returns lodged by
Councillors, members of
Special Committees and
nominated Council officers
Procedural Matters Local
Laws (No.1 of 2012); and
General Municipal Law
(No. 1 of 2008)
Annual Report – Report of Operations – 2014-2015
Available for inspection at Council Offices.
Available for inspection at Council Offices.
Available for inspection at Council Offices.
Available for inspection at Council Offices.
A written application is required to inspect
the Register of Interests.
Current Local Laws are published on
Council’s website.
Current Local laws are also available for
inspection or purchase at the Council
Offices.
121
Legislative
Provision
Section 125(11)
Document
How to access the document
Community Plan
Available on Council’s website
The Community Plan is also available for
inspection at Council Offices.
Section 126(4)
Strategic Resource Plan
Available on Council’s website.
The Strategic Resource Plan is also available
for inspection at Council Offices.
Section 130(9)
Council Budget
Available on Council’s website.
The current Council Budget is also available
for inspection at Council Offices.
Section 133(3)
Annual Report
Available on Council’s website.
The current Annual Report is also available
for inspection at Council Offices.
Section 133(3)
Auditor’s Report
Section 186A
Procurement Policy
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.
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
Regulation
11(a)
Regulation
11(b)
Document
Allowances fixed for the
Mayor and Councillors
Details of total
remuneration packages of
Senior Officers of the
Council for the current
financial year and the
previous year
Annual Report – Report of Operations – 2014-2015
How to access the document
Available for inspection at Council Offices.
Available for inspection at Council Offices.
122
Legislative
Provision
Document
Details of overseas or
interstate travel undertaken
in an official capacity by
Regulation 11(c)
Councillors and members of
Council staff in the
previous 12 months
Names of Council officers
who were required to
Regulation
submit a return of interest
11(d)
during the financial year,
and the dates the returns
were submitted
Names of Councillors who
submitted returns of
Regulation
interest during the financial
11(e)
year, and the dates the
returns were submitted
Agendas and minutes of
Council meetings, held
during the previous 12
months
Regulation 11(f)
Regulation
11(g)
Regulation
11(h)
Regulation 11(i)
List of Special Committees
established by Council and
their purpose
List of Special Committees
abolished by Council or
which ceased to function
during the financial year
Minutes of meetings of
Special Committees held
during previous 12 months
Annual Report – Report of Operations – 2014-2015
How to access the document
Available for inspection at Council Offices.
Available for inspection at Council Offices.
Available for inspection at Council Offices.
Agendas for Council meetings are published
on the Council’s website the Monday
morning before each Council meeting.
Minutes of Council meetings held during
the previous 12 months are published on
Council’s website.
Archived Minutes for meetings held prior to
the previous 12 months can also be
inspected at Council Offices or by calling
9217 2294.
Council does not currently have any Special
Committees.
Council does not currently have any Special
Committees.
Council does not currently have any Special
Committees.
123
Legislative
Provision
Regulation 11(j)
Regulation
11(k)
Regulation 11(l)
Regulation
11(m)
Regulation
11(n)
Regulation
11(o)
Document
How to access the document
Register of Delegations to
Special Committees and to
Available for inspection at Council Offices.
members of Council staff –
including date of last review
Submissions received under
section 223 of the Local
Available for inspection at Council Offices.
Government Act during the
previous 12 months
Agreements to establish
Regional Libraries
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
Register of Authorised
Officers appointed under
section 224 of the Local
Government Act 1989
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.
Annual Report – Report of Operations – 2014-2015
Available for inspection at Council Offices.
Available for inspection at Council Offices.
Available for inspection at Council Offices.
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.
124
Legislative
Provision
Regulation
11(p)
Regulation
11(q)
Document
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.
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.
How to access the document
Available for inspection at the Council
Offices.
Available for inspection at the Council
Offices.
Carers Recognition
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;
 The Scope operated respite facility has been developed on land leased to
Scope by Council
 Council supported the caring role by offering concessions to holders of the
Carer Card in a number of Council provided services and program;
 Council implemented a number of new respite programs based on the
findings of carer surveys undertaken in the previous year;
 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;
Annual Report – Report of Operations – 2014-2015
125



As an employer, Council has a number of carer friendly arrangements to
support Council staff who are in a care relationship.
Council has committed to undertake a National Disability Insurance Scheme
(NDIS) Prepare project which among other objectives will ensure that the
voices and needs of carers are incorporated into the local response to the
NDIS rollout, and;
Council has committed to develop a Positive Ageing Strategy which among
other objectives will ensure that the voices and needs of carers are
incorporated into the local response to population ageing and Aged Care
reform.
Disability Action Plan
Council recognises and values the diversity of our local community. Our aim is that
our community and all of Council’s activities are inclusive.
Section 38 of the Victorian Disability Act 2006 makes it mandatory for all public
sector bodies to develop a Disability Action Plan (DAP) to achieve the following
objectives:




reduce barriers to persons with a disability accessing goods, services and
facilities;
reduce barriers to persons with a disability obtaining and maintaining
employment;
promote inclusion and participation in the community of persons with a
disability; and
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 2014-2015, major achievements included:
 The leasing of Council land in South Morang to Scope Victoria and the opening, in
May 2015, of a six bedroom respite facility in the municipality;
 Extensive audits of the accessibility of all Council buildings and development of
priority recommendations for upgrades;
 Review of staff access training and the establishment of a new customer service
centre inclusive of hearing loop technology and braille signage;
 Effective advocacy regarding accessibility of public transport;
 Accessibility upgrades to Epping Memorial Hall, Greenbrook Community House,
and Epping North Community Activity Centre;
Annual Report – Report of Operations – 2014-2015
126


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 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 Animal Management Plan
Council complies with the Domestic Animals Act 1994 through the 2013-2017
Domestic Animal Management Plan (the 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:
 providing advice to the community on domestic animal matters and
promoting responsible pet ownership;
 investigation of nuisance animal complaints and dog attacks;
 maintaining a domestic animal register and undertaking registration checks;
 impounding wandering, unwanted or un-owned dogs and cats;
 administration and control of dangerous and restricted breed dogs and the
register;
 providing a 24-hour a day after-hours emergency service;
 registration and inspection of domestic animal businesses;
 administration and inspection of excess animal permits; 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.
The following are some of the key indicators in relation to the Domestic Animal
Management Plan:
Annual Report – Report of Operations – 2014-2015
127
Key Performance Indicators (Indicative)
Dog Registration:*
Cat Registration:*
Proactive Property Inspection for New Animal
Registration within new Estates(introduced January
2014)
Registration Renewal Follow-ups
Enforcement Success:
Barking Dog Complaints received
Cat Complaints Investigated:
Cat Trapping Programs (requests
received/conducted)
Reported Alleged Dog Attacks Investigated:
Dog Reclaim Rate: (% total dogs reclaimed /total
dogs impounded p.a.)
Dog Rehousing rate:
(% total dogs rehoused / total dogs impounded p.a.)
Dog Euthanasia Rate
(% total dogs euthanized / total dogs impounded
p.a.)
Cat Rehousing Rate:
(% total cats rehoused / total cats impounded p.a.)
Cat Reclaim Rate:
(% total cats reclaimed / total cats impounded p.a.)
Cat Euthanasia Rate
(% total cats euthanized / total cats impounded p.a.)
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.)
Annual Report – Report of Operations – 2014-2015
2013/14
2014/15
21,180
21,571
5,972
6,551
2,232
1,997
1,247
2,000
100%
100%
294
241
919
1,171
391/198
399/245
86
103
68%
77%
20%
18%
10%
9%
49%
60%
6%
6%
42%
36%
100%
100%
100%
100%
100%
100%
128
Freedom of Information
The Freedom of Information Act embodies the following principles:
 Members of the public have a legally enforceable right of access to government
information.
 Government departments and agencies are required to publish information
concerning the documents they hold.
 People may ask for inaccurate, incomplete, out of date or misleading information
to their personal records to be amended.
 People may appeal against a decision by a government body not to give access to
the information or not to amend a personal record.
Procedure for making a Freedom of Information (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; and
• 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
Annual Report – Report of Operations – 2014-2015
129
Commissioner has an additional 30 days to make a decision. If no fresh decision is
made the Commissioner has 14 days to make a decision.
The FOI Commissioner can deal with complaints regarding action taken or failed to
be taken in the performance of Council’s functions and obligations under the
Freedom of Information Act 1982. Complaints must be made within 60 days after
the action took place or the conduct occurred.
The following table summarises Freedom of Information applications received by
Council over the past four years:
Total number of requests
Access granted in full
Access granted in part
Other: eg. withdrawn or lapsed
Access denied in full
Number of internal reviews sought
Number of external reviews sought
Number of appeals lodged with the
Victorian Civil & Administrative
Appeals Tribunal
Total fees and charges collected
2011/2012
17
12
4
Nil
1
1
Nil
2012/2013
14
4
7
Nil
3
Nil
Nil
2013/2014
9
2
3
4
0
Nil
Nil
2014/2015
15
4
5
3
0
Nil
Nil
Nil
Nil
Nil
Nil
$414
$644
$615
$1,840
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
Various Information Brochures on Council Services are
available
Whether Available for
Inspection or Purchase
No charge
Building Services
Copies of building plans –
Annual Report – Report of Operations – 2014-2015
Domestic
Commercial
$96
$160 + $8 per sheet copy
130
Description and Location of Documents
Whether Available for
Inspection or Purchase
Building Permit details, Notices & Orders, Property
information relating Regulations 802 & 803
$49(Statutory fee)
Civic Administration
Freedom of Information Explanatory Notes and Application
Procedure
Manual of Council Policies
City of Whittlesea Community Directory
City of Whittlesea Annual Report
Register of Dog and Cat Ownership
Community Services
City of Whittlesea - Disability Action Plan 2013-2016
City of Whittlesea - Multicultural Action Plan 2014-2018
City of Whittlesea Municipal Public Health and Wellbeing
Plan 2013 – 2017 (incorporated in the Council Plan)
City of Whittlesea – Social and Affordable Housing Strategy
Register of Premises registered under the Public Health and
Wellbeing Act
Municipal Lifelong Learning Strategy & Action Plan
Human Services Needs Analysis
Reconciliation Action Plan 2012-2015
Recreation Strategy 2012-2017
Cultural Collection Strategy 2008-2012
Festivals and Events Plan 2014-2017
Connect: A Municipal Plan for Children, Young People and
their Families in the City of Whittlesea 2013 to 2018
Family Violence Strategy
Gender Equity Strategy
Youth Plan 2030
Development Engineering
City of Whittlesea - Development Guidelines
No charge
Available for Inspection
Available on website
No charge
Available for Inspection
Available on website
Available on website
Available on website
Available on website
Available for Inspection
Available on website
Available on website
Available on website
Available on website
No charge
No charge
Available on website
Available on website
Available on website
Available on website
Available on website
Standard Civil Works Specifications
Available on website
Standard Drawings
Engineering Services
City of Whittlesea - Road Management Plan
Available on website
Annual Report – Report of Operations – 2014-2015
Available on website
131
Description and Location of Documents
Whether Available for
Inspection or Purchase
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
Parks & Open Space
City of Whittlesea Open Space Strategy
Available on website
Whittlesea Township Streetscape Masterplan
Available on website
Economic Development & Organisation Planning
City of Whittlesea Business Newsletter
No charge
City of Whittlesea Tourism Strategy 2014-2019
No charge
‘Shaping Our Future’ Council Plan 2013-17
Finance and Organisation Improvement
Council Annual Budget and Operating Statement
Statement of Financial Position and Notes to the Financial
Statements
No charge
Strategic Resource Plan
Rating Strategy
Established Areas Planning
Housing Diversity Strategy (2014) (EAP)
Epping Central Structure Plan (2011)
Epping Central Structure Plan Background Report
Thomastown Lalor Masterplan (2011)
Whittlesea Planning Scheme (and amendments prepared
from time to time)
Strategic Planning & Design
Cooper Street Precinct Strategy
Cooper Street Employment Area Documentation
Development Contributions Policy (Residential and Non
Residential)
Epping Bulge Position Statement
Epping North, Market and Demographic Analysis
Epping North, Social Needs Assessment Issues Paper
Epping North Strategic Plan
Annual Report – Report of Operations – 2014-2015
No charge
No charge
Available on website or
Inspection
Available on website
$50
$50
$50
$50
Available for Inspection
$10
Electronic copies available
No charge
No charge
$5
$5
$10
132
Description and Location of Documents
General Plan – City of Whittlesea
General Plan Background Issues
Local Structure Plans (LSP)
LSP Brochures for Precincts: South Morang, Epping North,
Mernda, Doreen and Whittlesea
Municipal Strategic Statement (Council Approved)
Overall Development Plans (O.D.P.)/Development Plans
(DP)
Panel Report (Planning Scheme)
Rural Review
Rural Review Brochure
Rural Land Character Areas – Siting, Use and Development
Guidelines
Subdivision Design – Requirements and Site Analysis
Procedure Guidelines
Sustainability Planning
Environmental Sustainability Strategy 2012-2022
List of Plants Indigenous to the City of Whittlesea
Whether Available for
Inspection or Purchase
$20
$30
$10
No charge
No charge
$20 colour
$10
$10 for whole report
$40
No charge
No charge
No charge
$22 or available free on
website
No charge and available on
website
Resilience and Emergency Management
Municipal Emergency Management Plan
Available for inspection
Municipal Fire Prevention Plan
Available for inspection
Privacy and Data Protection Act 2014
The Privacy and Data Protection Act 2014 which came into force on 2 September
2014 and repealed the Information Privacy Act 2000 and the Commissioner for Law
Enforcement Data Security Act 2005. The intent of combining the two Acts was to
strengthen the protection of personal information and other data held by the
Victorian Public Sector.
Council continues to be 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.
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
Annual Report – Report of Operations – 2014-2015
133
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.
Protected Disclosures
Council is committed to the aims and objectives of the Protected Disclosure Act 2012
and does not tolerate improper conduct by its employees, officers or members, or
the taking of reprisals against those who come forward to disclose such conduct.
Council recognises the value of transparency and accountability in our administrative
and management practices, and support the making of disclosures that reveal:
 corrupt conduct; 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)
Annual Report – Report of Operations – 2014-2015
134
To make a disclosure or report detrimental action, call Council’s Protected Disclosure
Coordinator on 9217 2376.
During the 2014-15 year no disclosures were notified to Council officers appointed to
receive disclosures, or to Independent Broad-based Anti-corruption Commission.
Food Act Ministerial Directions
In accordance with section 7E of the Food Act 1984, Council is required to publish a
summary of any Ministerial Directions received during the financial year in its annual
report.
No such Ministerial Directions were received by Council during the financial year.
Road Management Act Ministerial direction
In accordance with section 22 of the Road Management Act 2004, Council must
publish a copy or summary of any Ministerial direction in its annual report.
No such Ministerial Directions were received by Council during the financial year.
Annual Report – Report of Operations – 2014-2015
135
Local Government Improvement Incentive Program
National Competition Policy Compliance: 2014-2015
Certification by Chief Executive Officer
Whittlesea City Council has complied with the requirements of the National
Competition Policy (NCP) for the period 1 July 2014 to 30 June 2015, 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 noncompliant. If non-compliant, justify or cite actions to
redress.
B. Local Laws Compliance
State whether the Council is compliant or noncompliant. List any local laws made or remade
during 2013-14 which impose a restriction on
competition:
C. Competitive Neutrality Compliance
Compliant
Compliant
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: 30 June 2015
Annual Report – Report of Operations – 2014-2015
136
Victorian Local Government Indicators
The Victorian Government requires all Victorian councils to measure and annually
report against 11 Victorian Local Government Indicators (VLGIs). These indicators
provide information regarding expenditure, cost of services and infrastructure
provision, customer satisfaction and governance. The following table presents the
results of the VLGIs for the 2014-15 year.
Indicator
1.
Average rates and
charges per
assessment
2.
Average residential
rates and charges
per assessment
3.
Average liabilities
per assessment
4.
Operating result
per assessment
5.
Average operating
expenditure per
assessment
6.
Community
satisfaction rating
for overall
performance
generally of
Council
Average capital
expenditure per
assessment
7.
Calculation
Total rates and charges
receivable at beginning
of year/Number of
assessments in the
adopted budget
Rates and charges
declared for residential
assessments receivable
at beginning of
year/Number of
residential assessments
in the adopted budget
Total liabilities/Number
of assessments in the
adopted budget
Net surplus/Number of
assessments in the
adopted budget
Operating
expenditure/Number of
assessments in adopted
budget
Result from the Annual
Local Government
Community Satisfaction
Survey
2014-15
1599
2013-14
1568
1329
1284
1085
963
956
1608
2338
2337
66
62
Capital expenditure/
Number of assessments
in the adopted budget
567
552
Annual Report – Report of Operations – 2014-2015
137
8.
Renewal gap
9.
Renewal and
maintenance gap
10.
Community
satisfaction rating
for Council’s
advocacy and
community
representation on
key local issues
Community
satisfaction rating
for Council’s
engagement in
decision making on
key local issues
11.
Capital renewal/Average
annual asset
consumption
Capital renewal and
maintenance/Average
annual asset
consumption plus
planned maintenance
Result from the Annual
Local Government
Community Satisfaction
Survey
56
70
93
79
61
55
Result from the Annual
Local Government
Community Satisfaction
Survey
60
60
Annual Report – Report of Operations – 2014-2015
138