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Minutes

 

OF Scheduled
COUNCIL MEETING

HELD ON

Tuesday 2 February 2021

AT 6.30PM

In Council Chamber, 25 Ferres Boulevard, South Morang


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

 

 

ADMINISTRATORS

 

LYDIA WILSON                            CHAIR OF COUNCIL

THE HON. BRUCE BILLSON      ADMINISTRATOR

On 19 June 2020 the Acting Minister for Local Government, Daniel Andrews appointed the Panel of Administrators for the City of Whittlesea and appointed Lydia Wilson as Chair of the Panel.  The Panel of Administrators comprises of Ms Lydia Wilson, The Honourable Bruce Billson and Ms Peita Duncan and they will undertake the duties of the Council of the City of Whittlesea until the October 2024 Local Government Election.PEITA DUNCAN                           ADMINISTRATOR

 


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

 

 

SENIOR OFFICERS

 

 

CRAIG LLOYD                             CHIEF EXECUTIVE OFFICER

FRANK JOYCE                            EXECUTIVE MANAGER GOVERNANCE

KATE MCCAUGHEY                   DIRECTOR COMMUNITY WELLBEING

AMY MONTALTI                          DIRECTOR CORPORATE SERVICES & PERFORMANCE

JUSTIN O’MEARA                       DIRECTOR PLANNING & DEVELOPMENT

DEBBIE WOOD                            DIRECTOR INFRASTRUCTURE & ENVIRONMENT

 

 


UNCONFIRMEDScheduled Council Meeting Minutes                                            Tuesday 2 February 2021

 

 

ORDER OF BUSINESS

 

The Chief Executive Officer submitted the following business:

 

1.            Opening.. 9

1.1         MEETING OPENING & introductions.. 9

            1.2         appointment OF ACTING CHAIRPERSON.. 9

            1.3         INTRODUCTORY STATEMENT BY THE ACTING CHAIRPERSON.. 9

1.4         PRAYER BY THE CHIEF EXECUTIVE OFFICER.. 10

1.5         ACKNOWLEDGMENT OF TRADITIONAL OWNERS STATEMENT. 10

1.6         Present.. 10

2.            Apologies.. 10

3.            Declarations of Interest. 11

4.            Confirmation of Minutes of Previous Meeting.. 11

5.            Questions, Petitions and Joint Letters.. 11

5.1         Questions To ADMINISTRATORS.. 11

5.2         Petitions.. 13

5.2.1       REQUEST TO COUNCIL REGARDING FIELDING DRIVE MERNDA.. 13

5.2.2       REQUEST TO COUNCIL REGARDING 16 WOODRUFF ROAD SOUTH MORANG.. 13

5.3         Joint Letters.. 15

Nil Reports.. 15

6.            Officers’ Reports.. 17

6.1         Connected Communities. 19

6.1.1       For Noting - COVID-19 Update on Key Issues - February 2021  19

6.1.2       For Decision - Community Council Meetings 2021. 25

6.1.3       For Discussion - Green Wedge and Agricultural Land Review Submission.. 29


 

6.2         Liveable Neighbourhoods.. 67

6.2.1       For Decision - Public Submissions Committee Recommendations Report - Request for Boundary Change of a Locality – 182 Greenhills Road, Thomastown.. 67

6.2.2       FOR DECISION - Kelynack Recreation Reserve Master Plan   111

6.3         Strong Local Economy.. 195

6.3.1       For Decision - Municipal Pandemic Readiness and Recovery Plan.. 195

6.4         Sustainable Environment. 227

Nil Reports.. 227

6.5         High Performing Organisation.. 229

6.5.1       For Decision - Administrator/Councillor Gift and Benefits Policy.. 229

6.5.2       For Decision - Administrator and Councillor Code of Conduct 2021. 243

6.5.3       FOR DECISION - Contract No 2017-137 - Supply of Bulk Fuel, Fuel Cards and Lubricants (MAV C031-17) - Contract Extension Report. 253

6.5.4       FOR NOTING - Unconfirmed Minutes of Audit & Risk Committee Meeting and Annual Committee Performance Assessment. 259

6.5.5       For Noting - Informal Meetings of Administrators - 2 February 2021. 281

7.            Notices of Motion.. 289

Nil Reports.. 289

8.            Questions to Officers.. 289

9.            Urgent Business.. 289

10.         Reports from Delegates Appointed by Council to Other Bodies. 289

11.         Confidential Business. 293

11.1       Connected Communities. 293

Nil Reports.. 293

11.2       Liveable Neighbourhoods.. 293

Nil Reports.. 293

11.3       Strong Local Economy.. 293

Nil Reports.. 293


 

11.4       Sustainable Environment. 293

Nil Reports.. 293

11.5       High Performing Organisation.. 293

Nil Reports.. 293

11.6       Notices of Motion.. 293

Nil Reports.. 293

12.         Closure.. 293

 

 


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

1.         Opening

1.1       MEETING OPENING & introductions

The Chief Executive Officer, Craig Lloyd opened the meeting at 6.30pm.

1.2       appointment OF ACTING CHAIRPERSON

The Chief Executive Officer invited nominations for Acting Chairperson for this meeting as the Chair of Council, Administrator Wilson, was an apology for the meeting.

NOMINATION FOR ACTING CHAIRPERSON

NOMINATOR:             Administrator Billson

THAT Administrator Duncan be nominated as Acting Chairperson for the meeting.

As there was only one nomination, the Chief Executive Officer appointed Peita Duncan as Acting Chairperson for the meeting.

 

1.3       INTRODUCTORY STATEMENT BY THE ACTING CHAIRPERSON

“I am Peita Duncan, Acting Chairperson and I welcome you to this Council meeting which is being livestreamed.

 

I would like to introduce my colleague The Hon. Bruce Billson.

 

I would also like to introduce our Chief Executive Officer, Mr Craig Lloyd and ask that he in turn introduce the members of your Executive Leadership Team in attendance today.”

 

The Chief Executive Officer, Mr Craig Lloyd then introduced the members of the Executive Leadership Team:

 

“Good evening everyone, we also have with us:

 

Director Community Wellbeing, Ms Kate McCaughey;

Director Corporate Services & Performance, Ms Amy Montalti;

Director Infrastructure & Environment, Ms Debbie Wood;

Director Planning & Development, Mr Justin O’Meara; and

Executive Manager Governance, Mr Frank Joyce.


 

1.4       PRAYER BY THE CHIEF EXECUTIVE OFFICER

Following the Introductions, the Chief Executive Officer read the following prayer:

 

Almighty God, we humbly beseech thee, to vouchsafe thy blessing upon this council.  Direct and prosper its deliberations to the advancement of thy glory and the true welfare of the people of the Whittlesea City Council.

 

Our father who art in heaven, hallowed be thy name, Thy kingdom come, Thy will be done on earth as it is in heaven. Give us this day our daily bread and forgive us our trespasses as we forgive them that trespass against us; and lead us not into temptation but deliver us from evil, For thine is the kingdom, the power and the glory, for ever and ever.

 

Amen

1.5       ACKNOWLEDGMENT OF TRADITIONAL OWNERS STATEMENT

The Acting Chairperson, Peita Duncan read the following statement:

“On behalf of the City of Whittlesea I recognise the rich Aboriginal heritage of this country and acknowledge the Wurundjeri Willum Clan as the Traditional Owners of this place.”

1.6       Present

Members:

Ms Peita Duncan                 Acting Chairperson

The Hon. Bruce Billson        Administrator

Officers:

Mr Craig Lloyd                     Chief Executive Officer

Mr Frank Joyce                   Acting Executive Manager Governance

Ms Kate McCaughey          Director Community Wellbeing

Ms Amy Montalti                  Director Corporate Services & Performance

Mr Justin O’Meara               Director Planning & Development

Ms Debbie Wood                 Director Infrastructure & Environment

2.         Apologies

Apology

Administrator Duncan noted Administrator Wilson is an apology for this meeting.

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Administrator Wilson’s apology be received.

CarrieD

3.         Declarations of Interest

            NIL

4.         Confirmation of Minutes of Previous Meeting

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT the following Minutes of the preceding meeting as circulated, be confirmed:

Ordinary Meeting of Council held 7 December 2020.

CARRIED

 

5.         Questions, Petitions and Joint Letters

5.1       Questions To ADMINISTRATORS

NIL 

The answers provided verbally by the Chief Executive Officer at the meeting in response to questions asked by members of the public are preliminary answers provided on a without prejudice basis.  A formal written response to each question is sent following the Council meeting which contains Council official position on the matter.

 


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

5.2       Petitions

5.2.1    REQUEST TO COUNCIL REGARDING REPLACEMENT OF TREES IN FIELDING DRIVE MERNDA

 

Administrator Billson tabled a petition from 15 residents requesting Council consider the following:

‘All of the residents of Fielding Drive, Mernda request that the Whittlesea Council replace the Eucalyptus trees in [their] street landscape with more suitable trees to fit our idyllic suburban street.’

 

COUNCIL RESOLUTION

 

MOVED:                       Administrator Billson

SECONDED:               Administrator Duncan

 

THAT Council resolve to receive the petition from 15 residents and a report be prepared for a subsequent Council meeting.  This would include a technical investigation with consideration of our STMP (Street Tree Management Plan).  This will be completed and ready to present to Council at the Council meeting held on 4 May 2021.

Carried

 

 

5.2.2    REQUEST TO COUNCIL REGARDING HOUSE CONSTRUCTION SITE AT 16 WOODRUFF ROAD SOUTH MORANG

 

Administrator Billson also tabled a petition from 21 residents requesting Council consider the following:

‘We are writing to express the horrible problems we, some residents of South Morang, have long been experiencing caused by the house construction site at 16 Woodruff Road, South Morang, and sincerely ask you to help us with this matter.’

 

COUNCIL RESOLUTION

 

MOVED:                       Administrator Billson

SECONDED:               Administrator Duncan

 

THAT Council resolve to receive the petition from 21 residents and a report be presented at the 4 May 2021 Council meeting.

Carried

 

 


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

5.3       Joint Letters

Nil Reports 


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

6.         Officers’ Reports

 

Chief Executive Officer Explanatory Note

Under the Governance Rules 2020, Administrators are to be provided an opportunity to speak regarding each of the reports contained within the Agenda, without the need to indicate opposition for the purpose of debate.

 

 

 


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

6.1         Connected Communities

6.1.1      For Noting - COVID-19 Update on Key Issues - February 2021  

Responsible Officer:           Chief Executive Officer

Author:                                  Chief Executive Officer   

 

CONTEXT

In the lead up to the Christmas/New Year period, Sydney-based COVID-19 outbreaks caused a ripple effect that disrupted many holiday plans for both Victorians and interstate visitors.

Border regulations were once again stepped up as a growing number of community transmissions in Victoria and spreading throughout NSW.  With fears of COVID spreading through seasonal social events, the Victorian Government introduced quick changes in regulations, especially around mask wearing, visitor numbers in houses as well as a permit system for interstate visitors.  These regulations were enforced and by mid-January, with the clusters seemingly contained, restrictions started to ease again to their pre-New Year COVID-safe summer setting.

Local COVID testing sites in Epping and Mernda experienced spikes in attendance numbers around the outbreaks, however in more recently DHHS has requested Council to further promote the testing as numbers have dropped slightly from optimal figures.

Over summer, Council has held events and activities aimed at COVID-safe community connection and launched more support for local businesses through a new mentoring program.  As of 18 January, Council has welcomed 50% of staff back to the office and the customer service team are continuing to cater to members of the public at South Morang and at Westfield.

A Municipal COVID-19 Pandemic Readiness and Recovery Plan has been prepared and Council is now working with Victorian Government partners on planning for the vaccination program forecasting a February start and helping the community recovery from the impacts of COVID-19.

Council will launch a community engagement program of activities to help inform its next Council Plan using a mix of online and in-person engagement methods over February and March 2021.  This engagement program will include community surveys, focus groups and workshops, and a community budgeting workshop to allocate the $2 million COVID-19 Recovery Fund which was approved in the 2020-21 Budget.

COUNCIL SUPPORT

Council focused on resuming services in a COVID-Safe environment and supporting community recovery throughout December and January.  This included:

·         Supporting drive-thru testing sites at Mernda and the Northern Hospital;

·         Reopening local public facilities and resuming essential in-person services;

·         Several emergency relief providers returning to their pre-COVID service model;

·         Supporting community reconnection through in-person arts and cultural activities with COVID-Safe measures;

·         Assisting businesses to adapt to changes to restrictions under the State Roadmap;

·         Supporting local businesses with outdoor dining infrastructure;

·         Providing financial and practical support to community members through hardship applications, grants, information and referrals for emergency relief; and

·         Providing financial and in-kind support to local services under the $500,000 Emergency Relief Fund to help them to provide emergency food relief and essential items to vulnerable community members.

COMMUNITY IMPACTS

On jobs and our economy

According to ABS data, the Victorian unemployment rate fell 0.6% in December to 6.5%.  The national unemployment rate also fell 0.2% to 6.6%.  However, the unemployment rate in the local North East Melbourne region was still high in November at 8.9%, up from 8.7% in September and 4.5% in March.

The number of payroll jobs in the local Whittlesea-Wallan SA3 region decreased 4.9% between 19 December 2020 and 2 January 2021.  Although this likely reflects seasonal variation over the holiday period, it will be important to monitor this trend over the coming months, particularly as JobKeeper payments are wound back.

Expected financial impacts on all postcodes in the City of Whittlesea have been downgraded from a peak of ‘High’ to ‘Extreme’ in October to ‘Medium’ to ‘High’ in January.  This suggests that while residents are likely to have experienced loss of income and employment during the pandemic, financial impacts may be stabilising.  However, with JobKeeper and JobSeeker payments reducing, and rent and mortgage deferrals coming to an end in early 2021, it is anticipated that the need for financial support and assistance will remain strong.

However, a recent report from Equity Economics indicates that the worst may be yet to come.  Forecast estimates suggest that in the local North East Melbourne region (which includes the City of Whittlesea), the high rate of unemployment during COVID-19 will lead to a dramatic increase in the number of families under housing stress and the number of people experiencing homelessness.  Compared with pre-pandemic levels, forecasts indicate there will be a:

·         38% increase in the number of local families under housing stress (compared with 32% in Victoria and 24% in the rest of Australia).  This change is from February 2020 (pre-pandemic) to June 2021 (post-pandemic).

·         14% increase in the number of people experiencing homelessness (compared with 13% in Victoria and 9% in the rest of Australia).  This change is from February 2020 (pre-pandemic) to June 2021 (post-pandemic).

On our vulnerable community

Emergency relief data from the Whittlesea Food Collective reveals the financial hardship faced by the community due to the pandemic.  From April to November 2020, 4,960 deliveries of food and other essential goods were made to households across Whittlesea, providing approximately 65% of their average weekly Recommended Dietary Intake.

Service usage and medication data from the Australian Institute of Health and Welfare demonstrates the considerable mental health impacts of the pandemic, which are likely to be reflected within our own community.  In the four weeks from 31 August to 27 September 2020, national data revealed that the number of Medicare-subsidised mental health services delivered was up 15% and the number of prescriptions for antidepressants was up 7.6% compared with the same period in 2019.  Contacts to crisis support lines also increased over this period, with Lifeline receiving 15.6% more calls and Beyond Blue receiving 21.3% more calls compared with the same time the previous year.

 

 

COUNCIL RESPONSE

Services

All Council facilities have reopened with appropriate modifications and COVID-safe plans in place.  Many face to face services have restarted, with some continuing as online.  The Farmers and Makers Market will also resume in February.

Council has welcomed 50 per cent of staff back to the office since 18 January.

Emergency relief

Council continued to provide financial and in-kind support to local non-government organisations under the $500,000 Emergency Relief Fund.  One new financial and one in-kind support requests were received from three non-government organisations in December 2020.  These have all been finalised.  In January, Council has received one request for financial support which has been approved.

The Toy Drive took place in December where toys, cash, gift cards and movie tickets were donated by the community at different locations within the municipality.  From January 2021, Whittlesea Food Collective (WFC), a joint initiative by Whittlesea Community Connections and Whittlesea Emergency Relief Network, had a pilot launch of a supermarket model of its services to offer food relief to international students, refugees and asylum seekers, and those who are experiencing hardship due to unemployment and are unable to access services elsewhere.  Council’s partnership with WFC and OzHarvest will see approximately 200 kilograms of food per week that will be available for food relief for International students over a period of 12 weeks, totalling approximately 2,400 kilograms of food.  The estimated commencement date of this initiative is around the first week of February.

Since 6 April 2020, 21 local organisations have received financial support under the Emergency Relief Fund, totalling $337,668.  In total, Council has received 181 requests for support from 50 organisations.

Creating jobs

Recruitment for the Working For Victoria (WFV) program concluded on 30 November 2020. Under this program, Council has employed a total of 294 people to the equivalent of 258.5 full time positions, with 147 working directly within Council and 147 within local community service and partner organisations.

Business support

Supporting our local business community to recover from the impacts of the pandemic continues to be a priority.  Council is finalising the activities to support the Business Recovery Support program that includes mentoring, networking events (online and face-to-face) and educational workshops to support local businesses.  Council has begun the Investment Attraction strategy and appointed Urbis as the consultant.

The first round of approximately 150 COVID-safe goody bags have been delivered to cafes, restaurants and food takeaways and the second round of the delivery of the remaining 260+ goody bags will begin in February.

Council continues to work with local businesses and shopping precincts to transition to outdoor dining under the $500,000 State Government ‘Outdoor dining and entertainment package’.  Stage 1 of the project has been completed with new table and chair structures being installed at Gorge Road, South Morang; Oleander Drive, Mill Park, Hazel Glen Drive, Doreen and Church Street.  The signage on these structures are currently being added.  The locations for Stage 2 of the project will be finalised in the upcoming weeks.

Four businesses registered with Council under the Food Act or Public Health and Wellbeing Act closed in January 2021, all had suffered from the impacts of the Victorian Government pandemic restrictions.

Out of these four businesses, two were food businesses and the other two were public health and wellbeing businesses.  However, a total of six businesses opened in January – three food businesses and three public health and wellbeing businesses.

Financial support

From November 2020 until January 2021, Council received an additional eight hardship applications via the COVID-19 Hardship Policy.  A total of 185 applications have been received since 6 April, and 141 have been approved.

A $50,000 Sports Club Emergency Grants program remains open for clubs to apply for up to $1,000 to cover out-of-pocket expenses.  To date, 25 applications have been approved, totalling $31,777.30.

A second round of the Reconnection Grant Program inviting applications for initiatives to support community groups to reconnect and reactivate will be launched in March 2021.

Community connection

Council is continuing to develop new projects that will help our community to reconnect and recover from the impacts of the pandemic through arts, culture and creativity.  Council has returned to delivering a small number of live public events under a COVID-safe plan and the State Government’s new Public Events Framework.  The Summer Series, a month-long festival of live entertainment including music, circus and a feature film on an outdoor cinema screen, had run from 15 to 30 January at different locations across the municipality.  Tickets were free for this festival and could be booked online.

Council’s Annual Community Art Exhibition inaugurated in the Great Hall on 21 January and will remain open until 18 February 2021.  The exhibition is showcasing 97 works from 75 local artists, many of whom belongs to culturally and linguistically diverse backgrounds and one of them is an Aboriginal artist.  An online gallery of the artists’ work has also been launched for the first time.

In January, Council has released the community film - One Shot at a Time, a project that invited submissions of one shot a day from the community over a period of four weeks during lockdown.  Council also continues its project - Culture in the Kitchen, a multi-cultural cooking show due to be released in February.

Council’s newly established Arabic Community Support Group, African Community Support Group and Asylum Seeker Social Support Group continue to provide support and information to members of our culturally and linguistically diverse communities.  In December and January, Council held a couple of meetings for these groups.  Council also chaired the Whittlesea CALD COVID-19 Recovery Network meeting on 2 December with seven local services and provided case work support to six asylum seekers.

Council also continues to work with Study Melbourne and local tertiary institutions to support local international students impacted by the pandemic.

For Aboriginal communities, Council chaired the City of Whittlesea Aboriginal COVID-Response Network on 22 January and developed partnership with the Regional Aboriginal Justice Advisory Committee to deliver 60 Coles vouchers of $50 each to Aboriginal families with newborn babies.  Council is also working with the Connecting Home for Stolen Generations to provide social support to local Aboriginal seniors.

COVID-19 vaccination program

The Australian COVID-19 vaccination program will commence with priority populations including aged care and disability care residents and workers, frontline healthcare workers and quarantine and border workers.  A staged rollout of the Pfizer vaccine is expected to commence from February.  Vaccine doses will be available through 30 - 50 hospital sites in metropolitan and regional areas (pending advice from states and territories) plus in residential aged care and disability care facilities.

Recovery planning

A Municipal COVID-19 Pandemic Readiness and Recovery Plan has been prepared and is being presented to Council for adoption for implementation through to 30 June 2021 (subject to a separate Council report).

Over the next 6 months, Council will undertake a community engagement process on a new City of Whittlesea Council Plan 2021-2025 (Council Plan) which will include COVID-19 pandemic responses.  This consultation will also explore community perspectives to guide the roll out of the $2 million Whittlesea Community Recovery Fund.

COMMUNICATIONS

Council continues to use all communication mediums to share DHHS and Council information including print, radio, digital and social media.  Events continue to be adapted for online formats and hosted via the Whittlesea Unites Facebook page and the Arts Website.

During December and January Council:

·         Launched the community video project - ‘one shot at a time’, a community toolkit and an Active Whittlesea Facebook page.

·         Ran campaigns promoting Carols, the Summer Series and 10 days of summer kids’ activities, and the new business mentoring program.

·         Supported messages and information distribution from the Victorian Government around fire preparation, mask use, traffic light border permit system and increasing testing rates.

·         Shared information on changes to community group facilities hiring, libraries and opening conditions, the virtual art tour and recognition of the Greenbrook singers.

CONCLUSION

Council thanks the City of Whittlesea community for continuing to adhere to Victorian Government rules restrictions to help contain outbreaks and minimise the number of new COVID-19 cases.

We look forward to working closely with the community and hearing their insights on the future direction of Whittlesea in the upcoming Council Plan community engagement program and co-designing our $2M fund for Covid recovery initiatives.

 

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolves to note the verbal update by the Chief Executive Officer on the impacts of COVID-19 on our community.

Carried


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

ITEM 6.1.2    For Decision - Community Council Meetings 2021   

Responsible Officer:           Chief Executive Officer

Author:                                  Governance Officer   

 

RECOMMENDATION SUMMARY

Further to the Council resolution on 7 December 2020, it is recommended that two Council meetings be held in community venues outside the Civic Centre in 2021.

Brief overview

At the Council Meeting on 7 December 2020, the dates for Scheduled Council Meetings for 2021 were determined. At that meeting, it was also proposed that one or more Council meetings be held at community venues.

Three community centres were considered as possible options and each one is in a separate ward of the municipality. The Galada Community Centre and the Whittlesea Community Activity Centre are preferred as they have adequate space and facilities to conduct Council Meetings and are central to their local communities.

It is proposed to hold the first community meetings at Whittlesea Community Activity Centre on 1 March 2021 and the second at Galada Community Centre on 7 September 2021.

rationale for recommendation

Conducting Council Meetings in the community will provide residents with an opportunity to attend a Council Meeting in their local community and will promote openness and transparency in Council’s decision-making processes.

The two preferred centres are centrally located to the relevant communities and this should encourage greater participation from residents.

impacts of recommendation

Conducting Council meetings throughout the year enables Council to undertake its decision-making role. As meetings are open to the public, this gives the community an opportunity to become involved in Council’s decision-making process on issues that affect them.

what measures will be put in place to manage impacts

Scheduled Council Meeting dates for 2021 have been published on Council’s website.  Changes to the commencement time and location of community Council Meetings will be extensively promoted in the local communities and on Council’s social media and relevant stakeholders will be contacted directly and invited to attend.

 

 

Report

Background

At the Council Meeting on 7 December 2020 Scheduled Council Meetings were determined for 2021 and it was proposed that one or more Council meetings be held at community venue outside the Council Offices in South Morang.

Proposal

The following format for community Council Meetings is proposed:

Community Forum – 6.15pm to 7.15pm

The forum component will provide an opportunity for community members to attend prior to the Council meeting to speak informally with Administrators and the Executive and raise any issues.   Customer Service Officers will be available during the forum to log any issues raised by residents.  The Forum will also provide Council with the opportunity to promote current Council projects such as the Council Plan and seek community feedback.

The Council Meeting and the Community Forum will be extensively promoted in the local community leading up to the meeting.  It will also be promoted on Council’s social media and relevant stakeholders will be contacted directly and invited to attend. 

 

The Community Forum will not be live streamed. Light refreshments will be provided in a COVID safe manner.

 

Break between Council meeting – 7.15pm to 7.30pm

 

Scheduled Council Meeting from 7.30pm

The Scheduled Council meeting will run as usual with any confidential business being adjourned to the following week. It is expected that the Scheduled Council Meeting would close at 8.30pm and that the event would conclude by 9pm.  The open portion of the scheduled Council meeting will be livestreamed and recorded and broadcast through Council’s YouTube channel.

Consultation

Officers have identified three venues that are of an appropriate size to hold a community Council meeting and each centre is in a different ward.  The maximum capacity limits listed for each venue do not consider current COVID-19 physically distancing requirements. 

Prior to each scheduled Community Council Meeting, an assessment against the relevant COVID safe requirements that apply at the time will take place and the maximum capacity limits reduced accordingly.

Galada Community Centre

The Galada Community Centre is in Epping North and is in the South West Ward. The Community Hall is large and can seat 150 people. The centre has enough tables and chairs to hold 150 people, it has a commercial kitchen and two large meeting rooms that staff and Council can use as break out rooms.

The centre has a large car park and is a fully accessible building. It is also connected to Council’s corporate Wi-Fi.

 

Whittlesea Community Activity Centre

The Whittlesea Community Activity Centre is in Whittlesea and in the North Ward. The Memorial Hall is large and can seat 150 people. The centre has enough tables and chairs to hold 150 people, it also has chairs appropriate for the use by seniors who are regular hirers of the Hall. The centre has a commercial kitchen and two large meeting rooms that staff and Council can use as break out rooms.

The centre has a small car park however there is ample street parking for any overflow required. It is a fully accessible building and is also connected to Council’s corporate Wi-Fi.

The Whittlesea Township Community are engaged civic participants.  It is envisaged that were a Council Meeting held at this centre it will be well attended by residents.

Mill Park Community Centre

The Mill Park Community Centre is in Mill Park and in the South East Ward. The Main Hall is the smallest of the three centres and due to the Main Hall’s layout, it would be difficult to seat more than 50 community members (depending on relevant COVID physical restrictions at the time) once the set-up for the Council Meeting and Chanel 31 is complete. There is also no room for overflow of people if required.

The centre does have a commercial kitchen and two meeting rooms that staff and Council can use as break out rooms.

Additional tables would need to be brought in from neighbouring centres, the centre’s car park is small and there is no street parking available, there is also no Wi-Fi available at this centre.

Critical Dates

It is proposed to hold the two meetings on 1 March 2021 and 7 September 2021. These dates do not coincide with school holidays which would encourage greater participation by residents.

Financial Implications

Any costs associated with holding Council Meetings at community locations would be covered in existing budgets. 

Policy strategy and legislation

In accordance with the Local Government Act 2020 and Council’s Governance Rules 2020 Council is required to set the date, time and place of Scheduled Council Meetings and that reasonable notice be provided to the public. 

Strategic Risk Governance - Ineffective governance of Council’s operations and activities resulting in either a legislative or policy breach

Regular Council meetings promote open and transparent decision making and civic engagement. Conducting a Council Meeting in the community will provide residents an opportunity to attend the Council Meeting in their local community.

Links to whittlesea 2040 and the CoUNCIL Plan

Goal                                       Connected community

Key Direction                        A participating community

 

Council will work to build a stronger sense of community within neighbourhoods and across the municipality and create new opportunities for social networks and civic engagement.

Conducting community Council meetings throughout the year gives the local community greater opportunity to become involved in Council’s decision-making process on issues that affect them.

Declarations of Conflicts of Interest

Under Section 130 of the Local Government Act 2020 and Chapter 5.7 of the Governance Rules 2020, officers providing advice to Council are required to disclose any conflict of interest they have in a matter and explain the nature of the conflict.

The Responsible Officer reviewing this report, having made enquiries with relevant members of staff, reports that no disclosable interests have been raised in relation to this report.

Conclusion

It is recommended the Galada Community Centre and the Whittlesea Community Activity Centre be used as the venues for community Council Meeting in 2021. The centres have adequate space and facilities to conduct a Council Meeting and a Community Forum and are central to their local communities.

 

RECOMMENDATION

THAT Council resolve to:

1.       Hold the Scheduled Council meeting on 1 March 2021 at the Whittlesea Community Activity Centre commencing at 7.30pm;

2.       Hold the Scheduled Council meeting on 7 September 2021 at the Galada Community Centre commencing at 7.30pm; and

3.       Promote the community Council meetings in the local community leading up to the meetings including on Council’s social media and directly with relevant stakeholders and community groups.

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolve to adopt the Recommendation.

Carried

 

 

 


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

ITEM 6.1.3   For Discussion - Green Wedge and Agricultural Land Review Submission 

Attachments:                        1        City of Whittlesea Green Wedge Areas Map

2        Submission to State government GWAL Review   

Responsible Officer:           Director Planning & Development

Author:                                  Senior Strategic Planner - Policy   

 

RECOMMENDATION SUMMARY

That Council resolve to:

1.       Endorse the submission at Attachment 2 as Council’s formal submission to the Planning for Melbourne’s Green Wedge and Agricultural Land Review and forward the submission to the Department of Environment, Land Water and Planning.

2.       To seek a meeting with the Minister for Environment to enquire on progress with acquiring 1200ha of land for the Grassy Eucalypt Woodlands.

3.       Provide a copy of the submission to the local Members of the Parliament, the Municipal Association of Victoria, other relevant Councils and make a copy publicly available on Council’s website.

4.       Write to relevant local community groups and organisations advising them of Council’s submission.

Brief overview

1.       Melbourne’s Green Wedge and peri-urban area consists of 12 designated green wedge areas across 17 municipalities surrounding the built-up urban area of Melbourne, and broader peri-urban area that extends beyond the green wedges to a 100km radius from central Melbourne.

2.       Melbourne’s green wedges are the green lungs for Metropolitan Melbourne that provide a diverse range of important services, capabilities and values ranging from environmental conservation, habitat, heritage protection, rural living, landscape quality, tourism and recreation. The green wedges and peri-urban area also contain some of Victoria’s most productive agricultural land and produces around 10 per cent of Victoria’s gross value of agricultural production.

3.       The Green Wedge and Agricultural Land review process was commenced in 2018 by the Department of Environment Land Water and Planning. Feedback from the first round of State Government engagement highlighted that the planning system needs to do more to protect and support all of Melbourne’s agricultural land, minimise land use conflicts, protect the ‘right to farm’ and recognise the importance of access to water to support agriculture.

4.       Due to COVID 19 restrictions, the second round of public consultation was rescheduled to run from 27 November 2020 till 5 February 2021.

5.       The State Government released a consultation paper that outlines proposed changes to strengthen the protection of Green Wedges and agricultural land.

6.       Council officers have prepared a submission for Council endorsement (Attachment 2).  The submission is required to be sent via a structured pro forma template which is broken up into specific topic areas and comprises of tick a box sections and an opportunity for additional comments, with a very statutory/legislative focus. 

7.       The submission is due on 5 February 2021.

8.       Council are undertaking a separate process to review its current Green Wedge Management Plan which ends in 2021. The proposed project plan and overview was presented to a Council Briefing on 1 Dec 2020.

rationale for recommendation

The proposed changes outlined in the consultation paper are consistent in principle with Whittlesea’s current GWMP. Council officers are generally supportive of key proposals to further protect Green Wedge areas and agricultural land and have also identified some matters that require further consideration by the State Government, including a request that the State Government make good on their commitment to secure/purchase land for the future Grassy Eucalypt Woodland (GEW) investigation area.

impacts of recommendation

The recommendation supports further strengthening the protection of Melbourne’s Green Wedge and agricultural land. The proposed changes to the planning system are consistent with Council’s current strategic and policy directions for the Green Wedge and broader agricultural land.

what measures will be put in place to manage impacts

Council will continue to liaise with the Department of Environment, Land, Water and Planning to ensure preparation of the new City of Whittlesea Green Wedge Management Plan 2022-32 is consistent with the proposed State government reforms.

 

Report

Background

The Green Wedge and Peri-Urban area

The Green Wedge and peri-urban area surrounding Melbourne (the study area) is identified in the map at attachment 1.

It consists of:

-     12 designated green wedge areas across 17 municipalities surrounding Melbourne.

-     Broader peri-urban area that extends beyond the designated green wedges to a 100km radius from central Melbourne.

It is a State Government requirement for each of these 17 local government areas to develop a Green Wedge Management Plan (GWMP) that identifies a vision, objectives and actions for the sustainable use and development of its green wedge.

Melbourne’s Green Wedges provide a diverse range of important services, capabilities and values ranging from environmental conservation, heritage protection, rural living, landscape quality, tourism and recreation. The Green Wedge and peri-urban area around Melbourne, while smaller in area compared to metropolitan urban zoned land, also contain some of Victoria’s most productive agricultural land and produces around 10 per cent of Victoria’s gross value of agricultural production.

A diverse range of agricultural activities of different types, sizes and intensities, from commercial to hobby farming are undertaken within the area.

Planning for Melbourne’s Green Wedge and Agricultural Land Review (GWAL) Project

Melbourne’s metropolitan planning strategy - Plan Melbourne 2017–2050 and its Five-Year Implementation Plan outlines the Victorian Government’s commitment to protecting Melbourne’s Green Wedge and peri-urban areas.

In 2018, the Department of Environment, Land, Water and Planning (DELWP) undertook a technical assessment of the study area’s agricultural capability, followed by consultations with a range of stakeholders including local government, water authorities, government agencies, industry bodies, community groups and the public.

Feedback from the above DELWP engagement highlighted that the planning system needs to:

•     Protect and support all of Melbourne’s agricultural land;

•     Minimise land use conflicts and protect the ‘right to farm’;

•     Recognise the importance of access to water to support agriculture; and

•     Factor in long-term changes to safeguard the productive capability of land.

The second round of community consultation was delayed due to COVID 19 restrictions. Consultation has now been rescheduled to run from 27 November 2020 till 5 February 2021 when submissions from all stakeholders are due.

The public are invited to participate in the consultation via the following options provided by DEWLP:

-     Attending an online community information session;

-     Commenting on an online feedback map; and

-     Making a submission.

Council officers have been actively promoting the DEWLP consultation via City of Whittlesea social media channels, newsletters and will continue to do so throughout January 2021.

For the second round of consultation, DELWP have released a consultation paper that outlines the proposed changes to the legislative and policy framework relating to the protection of Green Wedges and agricultural land.

The consultation paper outlines the key purpose of the GWAL Review as follows:

·    Adequately respond to land speculation and continued pressure to convert farmland to other uses;

·    Respond to the high demand for rural living and the desire to use Green Wedges and agricultural land for a range of urban activities;

·    Retain land for agriculture and other important non-urban uses and prevent the incremental loss of this asset;

·    Prevent land use conflict (for example, conflict arising due to sensitive uses such as dwellings being located too close to agriculture); and

·    Ensure that the planning system continues to support our farmers to grow, adapt and innovate.

Difference between the City of Whittlesea’s Green Wedge Management Plan Review and the State government GWAL Review

Council’s GWMP is being reviewed in 2021 with the aim to deliver a new GWMP for Whittlesea’s Green Wedges.

While the Whittlesea GWMP identifies local land use planning policy directions for our Green Wedge areas, it must operate within the legislative and policy framework that will be updated by the State government GWAL review.

In other words, the GWMP Review project cannot change the Urban Growth Boundary (UGB) or override any other policies, controls set out by the State government.  On the other hand, the State government can and is, via the GWAL review, proposing a wide range of changes to the State planning system in relation to Green Wedges.

It is important to note that the GWAL Review does not propose any change to the UGB at this time. Council can advocate for relevant changes supporting stronger protection of Green Wedge areas and agriculture land through the GWAL review process.

It is also worth noting that once the State government implements the GWAL review, Council might need to review relevant existing local policy and overlays to ensure their consistency with the new framework. This could be captured as an action arising from Council’s GWMP Review project.

This report will be focused on the submission to the State Government GWAL Review.

dISCUSSION

Key changes being proposed

The consultation paper proposes several key options that address four key aspects of land use and development in Melbourne’s Green Wedge and peri-urban areas:

1.   Strengthen legislative and policy frameworks to provide clear strategic direction for Melbourne’s green wedges and agricultural land.

Noteworthy changes proposed to the Planning & Environment Act and the Planning Schemes include:

Require parliamentary ratification for proposals to subdivide land into more lots or smaller lots than currently provided for in the planning scheme for land in the Farming Zone and Rural Activity Zone within 100km of Melbourne.

Introduce right-to-farm legislation, including agent of change measures, to protect lawful agricultural uses.

Introduce a vision, objectives and regional policy for Green Wedges in legislation.

Strengthen requirements for preparation, review and ministerial approval of GWMPs through legislation.

2.   Support agricultural land use by strengthening rural zones and overlays.

Key actions proposed include:

Update to the definition of ‘Primary produce sales’ to support greater farm gate sales.

Managing subdivision and dwelling development in agricultural areas.

Improve discretionary decision-making on agricultural land by introducing decision guidelines, application requirements and a practise note to allow dwellings to be considered but to also ensure the use does not compromise the long term productivity of surrounding farmland or limit the operation and expansion of agricultural uses.

3.   Manage Green Wedge and peri-urban land through more consistent and coherent land use decision-making.

Manage the urban rural interface by providing guidance on preferred transitional land uses at the urban–rural interface.

Provide urban design guidance that supports a permanent edge and buffer to the urban area through region-level strategic policies.

4.   Improving design and development in Green Wedges to respond to the surrounding landscape.

The key implementation approaches proposed in the consultation paper include:

Specifying maximum site coverage, setbacks and building heights in a schedule to the Green Wedge zones.

Introducing a new particular provision in Planning Schemes.

Updating the form and structure of GWMPs to include issues such as setbacks, siting and site coverage to be determined at a local level, or adjusting the decision guidelines (General Issues and Design and Siting) in Green Wedge Zones to introduce application requirements for development.

Whilst there is discussion regarding the strategic directions and objectives for green wedge areas there is a large focus on seeking feedback to proposed detailed statutory changes to the Planning and Environment Act and the Planning Scheme to implement these objectives.

Draft Submission

 

Council officers have prepared a submission for Council endorsement at the 2 February 2021 (Attachment 2).  The submission is required to be sent via a structured pro forma template which is broken up into specific topic areas and comprises of tick a box sections and an opportunity for additional comments, with a very statutory/legislative focus.

 

It is worth noting that while Council recognises that our Green Wedges provide for a diverse range of values, the submission itself has a heavy focus towards farming/agriculture as the latter is the primary focus of the State Government GWAL review and the proposed reforms.

The below section identifies the key directions and issues that form the basis of the submission.

Council officers are generally supportive of the following key proposals contained in the State Government consultation paper to:

·    Further strengthen the legislative and policy framework for green wedges.

·    Protect all agricultural land rather than just strategic agricultural land.

·    Establish ‘right to farm’ legislation where the zoning supports agricultural use as a primary purpose.

·    Update the definition of ‘Primary produce sales’ to support and encourage farm gate sales.

·    Safeguard agricultural land serviced by irrigation infrastructure and make the best use of productive soils for soil-based agriculture.

·    Defend existing minimum lot size.

In addition, Council officers note:

·    Further consultation is required with DELWP in respect to the drafting of changes to the Planning and Environment Act 1987, especially in relation to appropriate time frames for Ministerial Approval of the preparation/review of GWMPs.

·    Additional resources and support will be required from the State government to assist Councils in the implementation and monitoring of the GWMPs, including meeting the potential new data inventory requirements. Based on the City of Whittlesea’s own experience this could require additional staff resources equivalent to 1.5 - 2 FTE to coordinate the implementation, data collection and monitoring for the life of the GWMP.

·    There are still big gaps between the high-level guidance conveyed in policy and decision making on ground. Further clarity and consultation are required to further define which land uses will be considered appropriate or inappropriate on agriculture land.

·    Further emphasising the ‘right to farm’ by requiring non-agricultural uses to meet setbacks, siting and site coverage requirements to not only minimise the impact on existing agricultural use but also on future agriculture uses. This is particularly important for the City of Whittlesea where we are seeking to promote and grow our existing agricultural and agribusiness base.

·    On this basis, planning provisions should aim to increase flexibility, providing maximum opportunity to encourage farm gate sales and other value adding innovations to support agribusiness diversification/innovation. Controls/policy should therefore be designed with this as an overarching objective.

·    Further clarification on what will be considered ‘appropriate’ transitional uses at the urban-rural interface.

For instance, Council officers do not consider the ‘Rural Living Zone’ as an appropriate “transition” zone as it would only serve to encourage residential uses and allotment fragmentation encroaching further into productive land and create ongoing pressure for subdivision and future land use conflicts.

·    Application of an Urban Growth Boundary (UGB) around the Whittlesea Township where there has been increasing pressure to extend the Township boundary to support additional residential development.

 

This is a key recommendation of the draft Whittlesea Township Strategy. It is considered that the consultation paper does not adequately deal with the matter of defined UGBs around some of the rural/semi-rural townships within Green Wedge areas.

·    The future Grassy Eucalypt Woodland (GEW) investigation area in the Whittlesea Green Wedge as described in the Melbourne Strategic Assessment, remains a significant outstanding matter yet to be progressed by the State Government.

The GEW are Nationally significant ecological communities listed under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act). In 2009, the Victorian Government entered into an agreement with the Commonwealth Government under the EPBC Act to undertake a strategic assessment of (among other things) the extension of Melbourne’s UGB. The Commonwealth Government approved the extension of the UGB, subject to conditions aimed at ensuring that development occurs in a way that protects areas of environmental significance. This includes securing 1200ha of GEW Reserve in the Whittlesea Green Wedge as part of a broader Biodiversity Conservation Strategy across Melbourne’s growth areas.

 

The Whittlesea GEW investigation area is covered by an Environment Significant Overlay (ESO) which was introduced into the Whittlesea Planning Scheme in August 2010 via Amendment VC68.  However, to date no land within this reserve has been secured or acquisition processes commenced. It is noted that in 2020 the State Government introduced the Melbourne Strategic Assessment (MSA) Levy to assist with funding the obligations of the Biodiversity Conservation Strategy 2013 including acquisition of the land for the GEW and other conservation reserves. Whilst the MSA levy has been introduced, the State Government has not outlined a timeframe for acquisition of land for the GEW.

 

Establishment of the proposed GEW conservation reserve within Whittlesea’s Green Wedge is important not only for the City of Whittlesea, but also the adjoining Councils and their communities.

The submission requests that the State Government make good on their commitment to secure/purchase this land, as a matter of priority. This has also been included as a recommendation of this report.

Consultation

DELWP is leading the community consultation on their GWAL consultation paper.

Council officers have been liaising with DELWP and Council’s own Communication officers to promote DELWP’s consultation via City of Whittlesea social media and newsletters such as Landcare and Rural News to ensure the Whittlesea community have ample opportunity to get involved and make a submission to DELWP by 5 February 2021.

The submission at Attachment 2 has been prepared in consultation with internal stakeholders across Council.

Critical Dates

2 February 2021 – Seek Council’s endorsement on the Submission to the Green Wedge and Agricultural Land Review.

5 February 2021 – Submissions due to DELWP.

Financial Implications

Not applicable

Policy strategy and legislation

·    Whittlesea 2040: a sustainable environment, a strong local economy

·    Whittlesea Biodiversity Strategy

·    The Planning and Environment (Metropolitan Green Wedge Protection) Act 2003

·    Plan Melbourne 2017–2050

·    Planning and Environment Act 1987

link to strategic risks

Strategic Risk Community and Stakeholder Engagement - Ineffective stakeholder engagement resulting in compromised community outcomes and/or non-achievement of Council's strategic direction

While the proposed changes outlined in the consultation paper are consistent in principle with Whittlesea’s current GWMP, there is the potential that DELWP’s final report and implementation plan might change the current proposals which may be inconsistent with Council’s further suggestions. Council officers will closely monitor the review outcome and liaise with DELWP project team to inform the Whittlesea Green Wedge Management Plan Review project.

Links to whittlesea 2040 and the CoUNCIL Plan

Goal                                       Strong local economy

Key Direction                        Increased local employment

 

 It will contribute primarily to the implementation of Goal 3 of Whittlesea 2040:

The GWAL submission will inform the development of new Green Wedge planning framework that seeks to protect agricultural land and encourage a broad range of agricultural businesses which offer multiple benefits ranging from economic growth, local job creation and food security for the community.

Declarations of Conflicts of Interest

Under Section 130 of the Local Government Act 2020 and Chapter 5.7 of the Governance Rules 2020, officers providing advice to Council are required to disclose any conflict of interest they have in a matter and explain the nature of the conflict.

The Responsible Officer reviewing this report, having made enquiries with relevant members of staff, reports that no disclosable interests have been raised in relation to this report.

Conclusion

The State government has commenced consultation on their ‘Planning for Melbourne’s Green Wedge and Agricultural Land Review’. Public consultation is being held from 27 November 2020 – 5 February 2021.  Submissions from all stakeholders are due on 5 February 2021.

The consultation paper proposes comprehensive changes to further strengthen the protection of Melbourne’s Green Wedge and agricultural land. Council officers are generally supportive of the key proposals being put forward, especially the proposal to introduce legislative changes and protect all agricultural land rather than just strategic agricultural land. Council officers have also identified some matters that require further careful consideration by Department of Environment Land Water and Planning.

A submission has been prepared for Council endorsement at the Council meeting on 2 February 2021.

It is recommended that a copy of the submission be provided to the local Members of the Parliament, the Municipal Association of Victoria, other relevant Councils and that a copy be made publicly available on Council’s website and to relevant community groups.

 

RECOMMENDATION

THAT Council resolve to:

1.       Endorse the submission at Attachment 2 as Council’s formal submission to the Planning for Melbourne’s Green Wedge and Agricultural Land Review and forward the submission to the Department of Environment, Land Water and Planning.

2.       To seek a meeting with the Minister for Environment to enquire on progress with acquiring 1200ha of land for the Grassy Eucalypt Woodlands.

3.       Provide a copy of the submission to the local Members of the Parliament, the Municipal Association of Victoria, other relevant Councils and make a copy publicly available on Council’s website.

4.       Write to relevant local community groups and organisations advising them of Council’s submission.

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolve to adopt the Recommendation.

Carried

 


UNCONFIRMEDScheduled Council Meeting Minutes                                                          Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                                          Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

6.2       Liveable Neighbourhoods

ITEM 6.2.1   For Decision - Public Submissions Committee Recommendations Report - Request for Boundary Change of a Locality – 182 Greenhills Road, Thomastown 

Attachments:                        1        Attachment 1 Committee of Council Meeting Minutes from 15 December 2020 and Submissions Table

2        Attachment 2 Map of 182 & 182W Greenhills Road

3        Attachment 3 Map of Southern Part of 172, 182 & 182W Greenhills Road   

Responsible Officer:           Executive Manager Governance

Author:                                  Team Leader Governance Administration   

 

RECOMMENDATION SUMMARY

That Council resolves to:

1.   Accept the recommendations of the Committee of Council (the Committee) outlined in Attachment 1, following its consideration of public submissions on the proposal for 182 & 182W Greenhills Road Thomastown to be included in the locality of Bundoora (Attachment 2);

2.   Note the advice received from the Office of Geographic Names Victoria (GNV) to amend the proposal to include the southern section of 172 Greenhills Road in the proposed locality boundary realignment;

3.   Write to the submitters informing them of Council’s decision in relation to their submission as detailed in the attached table (Attachment 1) and informing them that the proposal has been amended and will be readvertised;

4.   Give public notice of the amended proposal to include the southern section of 172 Greenhills Road in the proposed locality boundary realignment (Attachment 3);

5.   Seek input on the proposal from relevant statutory authorities including emergency and postal services operating in Thomastown and Bundoora;

6.   Establish a Committee of Council comprising of two Administrators to consider any written submissions and to hear those persons requesting to be heard in relation to their submission by the Committee at a time and date to be determined by the Committee; and

7.   Receive a summary report of submissions with any recommendations of the Committee at the Council meeting on 6 April 2021.

Brief overview

The proposal, as detailed in Attachment 2, was assessed against the State Government Naming Rules for places in Victoria, (Naming Rules) and complied with the following general principles:

·    It will promote public safety by assisting emergency service authorities to respond and will assist transport, communication and mail services; and

·    It will promote the public interest by recognising that access to 182 & 182W Greenhills Road is from Greenhills Road Bundoora via Messini Place and that there is no access from Thomastown.

At its meeting on 6 October 2020, Council resolved to endorse the proposal to include the properties located at 182 and 182W Greenhills Road, Thomastown in the locality of Bundoora and to consult the public on the proposal. 

An analysis of the submissions received in response to Council’s survey of affected properties indicates that 94 per cent of owners and residents in the affected area surveyed where supportive of the proposal.

The Committee of Council considered public submissions on the proposal.  Council is required to assess the submissions received in accordance with the State Government Naming Rules and the GNV is responsible for deciding naming issues. 

Subsequent to the proposal being advertised, advice was received from GNV that, for the proposed locality boundary realignment to be accepted, it would need to be amended to include the southern section of property located at 172 Greenhills Road. 

Council is obliged to amend the proposal accordingly otherwise GNV has advised that it would decline the proposal.

rationale for recommendation

The proposal, in its current form, cannot proceed unless it is amended to include the southern portion of 172 Greenhills Road. 

impacts of recommendation

If Council agrees to amend the proposal, the amended proposal would need to be readvertised and public submissions invited.  This would include direct consultation with 234 properties of which 230 properties have already been consulted under the original proposal.  Public notice would also be given on Council’s website and local newspapers.

There are no critical dates associated with this proposal.  The applicant has been informed that the process for realigning locality boundaries is lengthy and may not be resolved until mid 2021.

what measures will be put in place to manage impacts

Affected property owners will be informed that Council has been requested by GNV to amend the original proposal to include the southern portion of 172 Greenhills Road, Thomastown and that Council is re-consulting with the community on the amended proposal.

Affected property owners will also be informed that, if they had previously submitted a survey response or a written submission, they would not be required to re-submit and that their original feedback will be taken into consideration by Council when making a decision.

 

 

Report

Background

A request was received from Urbis Pty Ltd on behalf of Wolf Development, the owners of the site at 182 Greenhills Road, Thomastown, to have the locality boundary between Thomastown and Bundoora changed to include the property located at 182 Greenhills Road, Thomastown in the locality of Bundoora.

The Site is located at 182 Greenhills Road, Thomastown, is approximately 2.4 hectares, situated on the outskirts of the Thomastown Industrial/Employment Area and directly north of the established Greenhills Road, Bundoora residential area.

The site is currently under development, following the approval of Planning Permit No. 716125, which allows the construction of 56 dwellings.  Access to the site is from Greenhills Road, Bundoora through Messini Place (formerly 214 Greenhills Road, Bundoora).

At its meeting on 6 October 2020, Council resolved to endorse the proposal to include the properties located at 182 and 182W Greenhills Road, Thomastown in the locality of Bundoora and to commence a public consultation process on the proposal. 

It was made clear in the consultation documentation that the proposal was not initiated by Council but by the owner of the property 182 Greenhills Road, Thomastown and that Council’s role was to process the request in accordance with the Naming Rules. 

Public submissions

A public notice was placed on Council’s website on 13 October 2020 inviting public submissions to be made by 12 November 2020.  A courtesy notice was also placed in the Northern Star Weekly on 20 October 2020.  Statutory authorities, including emergency and postal services and GNV were consulted.

In addition, a postal survey of affected property owners and residents was conducted.  There are 230 properties within the geographic area affected by the proposal.  The area was determined in accordance with the Naming Rules which require consultation for a locality boundary change to be carried out with residents and ratepayers within 200 metres of the current and proposed boundary.

Submitters were invited to speak in support of their submission at a Committee of Council meeting and were informed that the Committee would hear and consider submissions and make recommendations to Council. 

In total, 46 surveys were returned by the close of the submission period. No submitter requested to speak at the submissions meeting.

Committee of Council Meeting 

The Committee met on 15 December 2020 and considered the public submissions and returned surveys.

The following is summary of returned surveys:

 

Agree

Object

No Response

Total

Number of surveys

29

17

252

298

Percentage of surveys

10%

6%

84%

100%

In accordance with the Naming Rules, a non-response to the survey must be taken as agreement to the proposal. A non-response was received from 84 per cent of properties surveyed. It is, therefore, deemed that 94 per cent of the owners and occupiers surveyed where supportive of the proposal.

A submission was received from a resident outside the affected geographic area who objected to the proposal.

Attachment 1 provides a summary of the feedback received including officer comments and the Committee’s recommendations.

As no significant comments were provided by submitters supporting the proposal, submissions 18 to 46 have been grouped together in the submission table.

Concerns raised by objectors

The main concern raised by objectors was the perception that the valuation of properties located within the geographic area of the proposal will be adversely affected by the proposal. 

It should be noted that an objection based on property valuation is not a valid objection under the Naming Rules.  In any event, Council obtained independent advice from a valuer confirming that the proposal was unlikely to affect property values in the subject area.

discussion

GNV have advised that the parcel of land described as 172 Greenhills Road, Thomastown is owned by the Department of Transport and that it was split into two parcels by the creation of the Metropolitan Ring Road. (Refer to Attachment 3).

GNV have requested Council to amend the proposal to enable the southern section of 172 Greenhills Road to be aligned with the locality of Bundoora. This section of land adjoins 182 Greenhills Road and 182W Greenhills Road and should be included as part of the proposal.

Council is obliged to amend the proposal based on the advice from GNV.   

GNV has advised that the Department of Transport are supportive of the boundary amendment and will proceed with separating 172 Greenhills Road into two parcels. 

The Committee considered submissions on the original proposal and has made its recommendations to Council as outlined in the attached table (Attachment 1).

The Committee also considered the advice from GNV to include the southern section of 172 Greenhills Road in the proposal.

The Committee acknowledged that, as most owners and occupiers surveyed supported the proposal, Council should proceed with the request.  This will require the amended proposal to be readvertised as required by GNV.

Proposal

It is recommended that the proposal for the properties at 182 and 182W Greenhills Road, Thomastown to be included in the locality of Bundoora be amended to also include the southern section of 172 Greenhills Road, Thomastown. 

Further public Consultation

The Naming Rules require Council to consult with the public on any naming proposal. 

If Council approves the amended proposal, further public consultation will be carried out on the amended proposal.  Statutory authorities, including emergency, postal and other services in Thomastown and Bundoora will also be consulted. 

There are 234 properties identified in the affected geographic area under the amended proposal.  Of which 230 properties within the geographic area affected were previously consulted in relation to the former proposal. 

The consultation process will involve a survey of affected property owners and residents on whether they support the proposal to have the properties located at the southern part of 172 Greenhills Road, 182 & 182W Greenhills Road included in the locality of Bundoora. 

Council will also invite public submissions regarding the amended proposal.  A public notice will be placed on Council’s website on 9 February 2021 seeking public submissions to be received by 5pm on 11 March 2021.  In addition, submitters will be informed that they are invited to speak in support of their submission at a meeting of a Committee of Council. The Committee would hear and consider any submissions and make recommendations to Council.   

It would be made clear in the consultation documentation that Council is obliged to incorporate the southern portion of 172 Greenhills Road in the proposal following advice from GNV and that, as the proposal has been amended, Council is re-consulting with the affected community.

Affected property owners will be informed that, if they had previously submitted a survey response or a written submission, they would not be required to re-submit and that their original feedback will be taken into consideration by Council when making its decision.

Critical Dates

Tuesday 9 February 2021

Public consultation period opens on amended proposal

Thursday 11 March 2021

Public consultation period closes on amended proposal

Monday 22 March 2021

Committee of Council Public Submissions Meeting

Tuesday 6 April 2021

Council meeting to consider the Committee of Council recommendations and to decide on the proposed locality boundary change

Financial Implications

Costs of the direct mail (approximately $600) will be covered in the Governance Department’s operational budget.

Policy strategy and legislation

Naming processes are regulated by the Naming Rules which set out the process for naming and renaming localities, features and roads.

The State Government, through the Office of Geographic Names Victoria, is responsible for deciding naming issues. Council, however, is responsible for processing requests.

link to strategic risks

Strategic Risk Community and Stakeholder Engagement - Ineffective stakeholder engagement resulting in compromised community outcomes and/or non-achievement of Council's strategic direction

Community and stakeholder engagement is important to ensure public safety, ease of delivery of postal and other service and public transparency.

Links to whittlesea 2040 and the CoUNCIL Plan

Goal                                       Liveable neighbourhoods

Key Direction                        Well-designed neighbourhoods and vibrant town centres

Declarations of Conflicts of Interest

Under Section 130 of the Local Government Act 2020 and Chapter 5.7 of the Governance Rules 2020, officers providing advice to Council are required to disclose any conflict of interest they have in a matter and explain the nature of the conflict.

The Responsible Officer reviewing this report, having made enquiries with relevant members of staff, reports that no disclosable interests have been raised in relation to this report.

Conclusion

That Council accept the recommendations of the Committee outlined in Attachment 1 and readvertise the amended proposal.

 

RECOMMENDATION

THAT Council resolve to:

1.   Accept the recommendations of the Committee of Council (the Committee) outlined in Attachment 1, following its consideration of public submissions on the proposal for 182 & 182W Greenhills Road Thomastown to be included in the locality of Bundoora (Attachment 2);

2.   Note the advice received from the Office of Geographic Names Victoria (GNV) to amend the proposal to include the southern section of 172 Greenhills Road in the proposed boundary realignment;

3.   Write to the submitters informing them of Council’s decision in relation to their submission as detailed in the attached table (Attachment 1) and informing them that the proposal has been amended and will be readvertised;

4.   Give public notice of the amended proposal including the southern section of 172 Greenhills Road in the proposed locality boundary realignment (Attachment 3);

5.   Seek input on the proposal from relevant statutory authorities including emergency and postal services operating in Thomastown and Bundoora;

6.   Establish a Committee of Council comprising of two Administrators, Administrator __________ and Administrator __________, to consider any written submissions and to hear those persons requesting to be heard in relation to their submission by the Committee at a time and date to be determined by the Committee; and

7.   Receive a summary report of submissions with any recommendations of the Committee at the Council meeting on 6 April 2021.

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolve to:

1.   Accept the recommendations of the Committee of Council (the Committee) outlined in Attachment 1, following its consideration of public submissions on the proposal for 182 & 182W Greenhills Road Thomastown to be included in the locality of Bundoora (Attachment 2);

2.   Note the advice received from the Office of Geographic Names Victoria (GNV) to amend the proposal to include the southern section of 172 Greenhills Road in the proposed boundary realignment;

3.   Write to the submitters informing them of Council’s decision in relation to their submission as detailed in the attached table (Attachment 1) and informing them that the proposal has been amended and will be readvertised;

4.   Give public notice of the amended proposal including the southern section of 172 Greenhills Road in the proposed locality boundary realignment (Attachment 3);

5.   Seek input on the proposal from relevant statutory authorities including emergency and postal services operating in Thomastown and Bundoora;

6.   Establish a Committee of Council comprising of two Administrators, Administrator Wilson and Administrator Duncan, to consider any written submissions and to hear those persons requesting to be heard in relation to their submission by the Committee at a time and date to be determined by the Committee; and

7.   Receive a summary report of submissions with any recommendations of the Committee at the Council meeting on 6 April 2021.

Carried

 


UNCONFIRMEDScheduled Council Meeting Minutes                                                          Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                                                       Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                                                       Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

ITEM 6.2.2   FOR DECISION - Kelynack Recreation Reserve Master Plan 

Attachments:                        1        Attachment 1- Kelynack Recreation Reserve Master Plan

2        Attachment 2- Kelynack Recreation Reserve Estimate of Probable Cost

3        Attachment 3- Kelynack Recreation Reserve Participation and Engagement Findings Report   

Responsible Officer:           Director Infrastructure & Environment

Author:                                  Landscape Architect   

 

RECOMMENDATION SUMMARY

That Council resolve to endorse the Kelynack Recreation Reserve Master Plan.

Brief overview

The City of Whittlesea’s Open Space Strategy identifies Kelynack Recreation Reserve as a Municipal Level Open Space, recommending development of a master plan to guide future direction of the reserve and to address ageing infrastructure and facilities.

·        A Master Plan has now been prepared for Kelynack Recreation Reserve which, meets the contemporary leisure needs of the community and guides the future direction of the reserve. The master plan addresses three key objectives developed with the community and key stakeholders:

o   Improve physical access and safety;

o   Improve the natural environment and biological connection to Plenty Gorge Parklands; and

o   Upgrade sporting infrastructure and community facilities.

·        The master plan has received overwhelming support from the community and stakeholders through a comprehensive consultation process, directly engaging 1000 households and 140 community members.

·        The estimate of probable cost of $4.9m is indicative only. The master plan considers major facilities at the reserve, such as the Sports Pavilion. Endorsement of the master Plan is required for inclusion in Council’s annual budget consideration. The report has previously been deferred due to an over subscription of the Council Agenda.

 RATIONALE FOR RECOMMENDATION

The endorsed Kelynack Recreation Reserve Master Plan becomes the shared vision between Council and community on the future direction and development of the reserve. 

impacts of recommendation

The recommendations will allow Council to adequately plan and prepare for the development of the reserve through the New Works Program annual allocations.

what measures will be put in place to manage impacts

·        Upload the endorsed master plan on to the City of Whittlesea website for community to view and track the progress of development.

·        Add all master plan actions and recommendations into the 4/15 New Works Program.

·        Report on implementation of the master plan through the Open Space Strategy annual reporting to the Open Space Board and Council.

Report

Introduction

The Kelynack Recreation Reserve Master Plan (the master plan) has been developed to guide future use and development of Kelynack Recreation Reserve. To ensure that the reserve continues to function as a high quality public open space reserve and meet the needs of the growing community, three key objectives of the master plan have been developed. (refer to attachment 1 Kelynack Recreation Reserve Master plan) The key objectives were developed in consultation with the community and stakeholders.

1.       Improve physical access and safety;

2.       Improve the natural environment and biological connection to Plenty Gorge Parklands; and

3.       Upgrade sporting infrastructure and community facilities.

The Master Plan objectives can be fulfilled by improvements to 13 key areas:

1.       Upgrade of the North Western Entry;

2.       Upgrade and relocation of the play space, picnic area and fitness station;

3.       Creation of a spectator embankment;

4.       Creation of a multi- play area;

5.       Creation of a secondary picnic area;

6.       Enhancement and expansion to the car park;

7.       Construction of a new Sports pavilion including improved accessibility (to be assessed with Council’s future Pavilion Development Guidelines);

8.       Upgrades to the Sports Oval including fencing;

9.       Retention of the cricket practise nets;

10.     Provision of a vegetated buffer along the neighbouring property boundary;

11.     Upgrade to the path network;

12.     Provision of additional vegetation along the south eastern grassed embankment; and

13.     Upgrade of the South Eastern Entry.

Background

·        Kelynack Recreation Reserve is a 5.7ha reserve in Mill Park designated as a Municipal Open Space. It is located in an established urban area in the south of the municipality. The reserve primarily accommodates football, cricket and passive recreational use.

·        Kelynack Recreation Reserve is surrounded by the Blossom Park residential development. It is accessed from Blossom Park Drive and Azalea Avenue. It neighbours Blossom Park Kindergarten and is located within close proximity to Plenty Parklands Primary School and Plenty Gorge Park. It is not highly visible or accessible from surrounds which lessons opportunities for passive surveillance and inhibits safe community use.

·        The reserve’s linkage to Plenty Parklands Primary School and Blossom Park Kindergarten makes Kelynack Recreation Reserve an ideal destination for a range of recreational activities and informal community event space.

·        The Reserve currently faces a number of issues despite its potential use by the community. There are a number of fundamental issues with the site’s structure affecting how it currently functions including access, car parking, community infrastructure and social amenity, sporting infrastructure, facilities, environment and landscape.

Consultation

An engagement process was undertaken to develop the Master Plan, reaching out to key stakeholders and the general community. 140 community members directly engaged in the process and strong support was provided for the master plan. (refer to attachment 3 Kelynack Recreation Reserve Master plan – Participation and Engagement Findings Report).

Phase 1- Master Plan Development

Feedback was gathered from stakeholders and residents to understand how they currently use the reserve and what they would like to see to maximise opportunities for further use. This information informed the development of the draft master plan. Engagement included:

·        Key Stakeholder meetings with representatives from Blossom Park Kindergarten, Mill Park Football Club and Rivergum Cricket Club.

·        Two onsite pop-up sessions.

·        Online survey and kid’s drawings activities.

To promote the project and highlight the opportunity for engagement, a variety of communication methods were utilised including:

·        A direct mailout to 1000 households within walking distance of the reserve.

·        ‘Have Your Say’ page on the City of Whittlesea website.

·        Signage installed at the reserve.

·        Social media post.

Phase 2- Consultation- Draft Master Plan

·        The draft master plan was exhibited to the community through Council’s ‘Have Your Say’ page.

·        The draft Master Plan was presented back to key stakeholders including representatives from Blossom Park Kindergarten, Plenty Parklands Primary School, Mill Park Football Club and Rivergum Cricket Club. Representatives from Blossom Park Kinder expressed strong interest in using the reserve for future nature based activities. Overall strong support was received for the recommendations of the draft Master Plan. 

Financial Implications

The estimated budget required to implement the master plan recommendations and actions are subject to further design development and business case assessment; however initial estimates place the cost at $4.9 million (inclusive of the major pavilion redevelopment). $900,000 has been allowed for in the 2022/23 financial year to deliver high priority action items. While some medium and long term action items of the master plan can be funded through existing rolling programs (e.g. playground renewal program), the bulk of the improvements will be subject to consideration as a project within Council’s 4/15 New Works Program (refer to attachment 2 Kelynack Recreation Reserve Master plan – Estimate of Probable Cost).

 

There are opportunities to seek State Government funding from grants such as the Growing Suburbs Fund, Safer Communities Fund and Sports and Recreation Victoria – Community Sports Infrastructure Fund to aid funding the master plan recommendations.

Strategic Risk Service Delivery - Inability to plan for and provide critical community services and infrastructure impacting on community wellbeing

Park master planning for complex and large reserves is required to deliver on the strategic direction of the open space system, deliver sustainable service levels and to meet community expectations.

Strategic Risk Life Cycle Asset Management - Failure to effectively plan for the construction, on-going maintenance and renewal of Council’s assets

The current sports and public open space infrastructure is aged with many of the site assets not currently included in Council’s asset renewal programs. These assets will be unable to be renewed without the implementation of a master plan.

Links to whittlesea 2040 and the CoUNCIL Plan

Goal                                       Liveable neighbourhoods

Key Direction                        Well-designed neighbourhoods and vibrant town centres

 

The Kelynack Recreation Reserve Master Plan is consistent with Council’s Open Space Strategy (2016) and has been prepared to address the issues of the site access, visibility, perceptions of community safety, improvement to the natural environment and upgrading of aged infrastructure.

Declarations of Conflicts of Interest

Under Section 130 of the Local Government Act 2020 and Chapter 5.7 of the Governance Rules 2020, officers providing advice to Council are required to disclose any conflict of interest they have in a matter and explain the nature of the conflict.

The Responsible Officer reviewing this report, having made enquiries with relevant members of staff, reports that no disclosable interests have been raised in relation to this report.

Conclusion

A Master Plan has been prepared to guide and provide direction for the future development of Kelynack Recreation Reserve. A comprehensive engagement process was undertaken to develop the master plan, reaching out to key stakeholders and the general community. The master plan responds to issues of aged sports, increased greening and public open space infrastructure. The consultation for the master plan has shown that Mill Park residents are passionate about Kelynack Recreation Reserve and enthusiastic to see future upgrades to their local open space.

 


 

RECOMMENDATION

THAT Council resolve to endorse the Kelynack Recreation Reserve Master Plan.

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolve to adopt the Recommendation.

Carried

 


UNCONFIRMEDScheduled Council Meeting Minutes                                                                       Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                                                       Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                                          Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

6.3       Strong Local Economy

ITEM 6.3.1   For Decision - Municipal Pandemic Readiness and Recovery Plan 

Attachments:                        1        Municipal Pandemic Readiness and Recovery Plan   

Responsible Officer:           Manager Community Wellbeing

Author:                                  Pandemic Recovery Coordinator   

 

A Municipal COVID-19 Pandemic Readiness and Recovery Plan (the Plan) has been prepared and is presented to Council for adoption for implementation through to 30 June 2021.

Over the next 6 months, Council will undertake a community engagement process on a new City of Whittlesea Council Plan 2021-2025 (Council Plan) which will include COVID-19 pandemic responses. This consultation will also explore community perspectives to guide the roll out of the $2 million Whittlesea Community Recovery Fund.

This report proposes the new Council Plan includes COVID-19 Pandemic readiness and recovery as a clearly articulated and distinctive set of actions within the new Council Plan. These pandemic recovery and readiness actions can be extracted as a separate report if required and will form our Recovery Plan for reporting purposes under the Emergency Management Act.

Council will also continue to liaise with key government agencies to advocate for local community needs in any COVID-19 related program and provide input into any new government directions.

Council’s Pandemic recovery and readiness responses will be reported on (quarterly) and updated (annually) via Council Plan processes.

It also proposed that the new Council Plan incorporates our Municipal Public Health and Wellbeing Plan (subject to a separate Council report).

The proposed framework aims to align major inter-related strategic planning processes as well as consolidate Council resources and effort for maximum community benefit and outcomes.

RECOMMENDATION SUMMARY

That Council resolve to:

1.       Adopt the Municipal COVID-19 Pandemic Readiness and Recovery Plan for implementation through to 30 June 2021.

2.       Undertake community engagement on a new City of Whittlesea Council Plan 2021-2025 which includes COVID-19 pandemic responses including implementation opportunities for the Whittlesea Community Recovery Fund.

3.       Carry forward the $2 million for the Community Recovery Fund to the 2020/21 budget.  This will include $1 million from reserve and $1 million from savings identified from Departments being a total of $2 million.

4.       Develop COVID-19 Pandemic readiness and recovery actions as a clearly articulated and distinctive set of actions within the new Council Plan.

5.       Notes that pandemic recovery and readiness actions within the new City of Whittlesea Council Plan 2021-2025 will be extracted as a separate report as required and will form our Recovery Plan for reporting purposes under the Emergency Management Act.

6.       Notes that Council’s Pandemic recovery and readiness responses will be reported on (quarterly) and updated (annually) via Council Plan processes.

Brief overview

The Municipal Readiness and Recovery Plan’s purpose is to guide community recovery from, and transition through, the COVID-19 pandemic.

The plan brings together community and business perspectives, evidence and research gathered throughout the COVID-19 period, as well as specialist knowledge and insights from council teams and departments across Council.

With the move towards ‘COVID Normal’, the Municipal Pandemic Readiness and Recovery Plan has been developed to guide Council through to the end of the 2020/21.

Our 2020 Pandemic journey is summarised highlighting key impacts and responses, as well as a broad range of recovery actions to be completed in the first half of 2021.

Consistent with the identified role of local government as the coordinator of local relief and recovery activities, this Plan aligns with the community vision, Whittlesea 2040 and the objectives of the Victorian State Emergency Relief Plan for COVID-19. It outlines key directions and an action plan which are designed to assist the community back to a state of normal functioning.

Early in 2021, Council will engage with the community to further develop a new City of Whittlesea Council Plan 2021-2025 which includes COVID-19 pandemic responses. This process will explore implementation opportunities to guide the roll out of the $2 million Community Recovery Fund.

rationale for recommendation

The COVID-19 Pandemic will continue to have a profound health, social and economic impact globally and locally. Whittlesea’s response has been designed to respond to evidence and draw on the findings from Council’s Pandemic Impact Assessments, community engagements and is aligned with other Council plans, strategies and budgets to optimise Council’s capacity to support the community to recover from the pandemic.

impacts of recommendation

A summary of how the Pandemic has impacted the Whittlesea community is provided on pages 7-8 of the Plan (Attachment 1).

The Plan identifies actions which will be led by Council to address impacts experienced by the community through the pandemic. The Plan has a strong alignment between the Environments for Health[1] approach which guides Whittlesea 2040 goals, municipal public health planning as well as the Disaster Recovery Environments[2]. The table below aligns these themes with Whittlesea goals. These goals will be used to prioritise and measure pandemic recovery responses.


 

Table 1: Alignment between Whittlesea 2040, Environments for Health and Disaster Recovery Environments

Whittlesea 2040 goals

Environments for Health (DHHS)

Disaster Recovery Environments (EMV)

Connected community

Social

Social

Liveable neighbourhoods

Built

Built infrastructure

Strong local economy

Economic

Economic

Sustainable environment

Natural

Natural

what measures will be put in place to manage impacts

·    Progress against the Plan be reported to the community quarterly.

·    Consultation and engagement be undertaken with the community as part of new Council Plan process by 30 June 2021.

·    Ongoing monitoring of government and industry responses and updating of findings of Council’s Pandemic Impact Assessments.

 

Report

Introduction

This report outlines Council’s COVID-19 Pandemic recovery and readiness approach.

A Municipal Pandemic Readiness and Recovery Plan has been prepared to lead Councils response through to the end of the financial year. This Plan is consistent with the identified role of local government as the coordinator of local relief and recovery activities and aligns with the community vision, Whittlesea 2040 and the objectives of the Victorian State Emergency Relief Plan for COVID-19. It outlines key directions and an action plan and from each of the four Whittlesea 2040 goal areas, designed to assist the community back to a state of normal functioning.

The COVID-19 pandemic has exacerbated key social and economic determinants of health, such as financial vulnerability, unemployment/underemployment, inequality and social isolation and will have an impact upon mental and physical wellbeing. Pandemic recovery will align with the Whittlesea 2040 goals and have a strengthened focus on the social and economic environment. The pandemic has highlighted the benefits of access to the natural environment and this presents an opportunity to strengthen access to local natural green open space.

Over the next 6 months, Council will undertake a community engagement process on a new City of Whittlesea Council Plan 2021-2025 (Council Plan) which will include COVID-19 pandemic responses. This consultation will also explore community perspectives to guide the roll out of the $2 million Whittlesea Community Recovery Fund.

Background

·    In March 2020, in response to the COVID-19 Pandemic and a declared state of Public Health Emergency and State of Disaster, Council established a team to coordinate its response under the Emergency Management Act.

·    Multiple sources were used to collate and update Pandemic Impact Assessments on the municipality.

·    Almost every service delivered by Council was altered or reprioritised to comply with Victorian Government restrictions, support the community and lay the groundwork for recovery.  These actions were collated into an operational ‘Pandemic Action Plan’ that was updated fortnightly.

·    In response to the scale of the impacts and the understanding that the road to recovery would be long and complex, Council committed $2 million in the 2020/21 budget to create a ‘Community Recovery Fund’

·    Whilst preparing to consult, the second wave unfolded. 

·    In response to the pandemic’s second wave, recovery planning was postponed, and Council committed a further $1 million to sustain the extension of response and relief actions.

·    With an imminent move to ‘COVID Normal’ It is now timely to produce a Municipal Pandemic Readiness and Recovery Plan to guide Council through to the end of the 2020/21 financial year which builds on learnings and actions to date; and create a program of reporting and community engagement to keep the Plan relevant.

 

·    The Plan brings together community and business perspectives, evidence and research gathered throughout the COVID-19 period, as well as specialist knowledge and insights from council teams and departments across Council.  The key directions from each of the four Whittlesea 2040 goal areas are designed to assist the community to recover and are aligned to emergency management frameworks.

·    The process of developing and updating the Plan will be aligned with other Council planning and engagement processes and timelines – notably the new Whittlesea Council Plan 2021-2025.

Proposal

It is proposed that an organisation wide, Municipal Pandemic Readiness and Recovery Plan be endorsed which will guide Council through to the end of the current financial year (refer to Attachment 1).

The purpose of the Plan is to guide community recovery from, and transition through, the COVID-19 Pandemic. The Plan outlines the measures that are in place to support the community while the Pandemic continues. As restrictions ease, the Plan will support the community in both the short and medium term. Given the unpredictable nature of this Pandemic, the Plan has the flexibility to adapt as conditions, restrictions as community needs evolve and change.

The Plan is structured around Whittlesea 2040 goals.  Most of the actions in the Plan are already committed and underway in either the Pandemic Action Plan, Council Plan 2017-2021 or service plans.

This report proposes the new Council Plan includes COVID-19 Pandemic readiness and recovery as a clearly articulated and distinctive set of actions within the new Council Plan. These pandemic recovery and readiness actions can be extracted as a separate report if required and will form our Recovery Plan for reporting purposes under the Emergency Management Act.

Consultation

During the development of Municipal Pandemic Readiness and Recovery Plan consultation occurred with key external partners and across the organisation.

The Plan reflects community impacts and input derived from multiple sources and reflected in Council’s monthly Pandemic Impact Assessments. Sources include direct community inputs via Coronavirus Community Impact Survey and the Business Impact Survey.  These are complimented and calibrated against inputs from council services, multiple networks and partnerships and data sources such as ABS and other national and state-wide research.

Early in 2021, Council will engage with the community to further develop the new City of Whittlesea Council Plan 2021-2025 which includes COVID-19 pandemic responses. This consultation will also explore community perspectives to guide the roll out of the $2 million Whittlesea Community Recovery Fund.

Consultation and advocacy will continue with key State Government Departments and local stakeholders.   Council will also liaise closely with the local Department of Health Public Health Unit which has been established to enable stronger place-based approaches as part of the future state-wide public health system. 

Critical Dates

Given the unpredictable nature of this Pandemic, a phased approach in the Plan is proposed. This allows Council to move in and out of phases as conditions and restrictions change. Council’s planning and responses may evolve as further information is available on the impacts of COVID-19 and the needs of the community change.

February – June 2021:

·    Adopt and implement the Municipal COVID-19 Pandemic Readiness and Recovery Plan through to 30 June 2021.

·    Consult and engage with the community as part of new Council Plan process.

Post 30 June 2021:

·    Adopt new Council Plan which includes Pandemic readiness and recovery actions.

·    Report (quarterly) and update (annually) Council’s Pandemic recovery and readiness responses via Council Plan processes.

Financial Implications

Almost every service delivered by Council has been altered or reprioritised to comply with Victorian Government restrictions, support the community and lay the groundwork for recovery.  These actions required re-forecasting of Council’s budget and where possible were implemented within existing resources. Additional Pandemic resourcing is summarised in Table 2 below.

Table 2: Council resourcing for pandemic relief and recovery

Item

Target Group

Comment

Financial Year

2019/20

Actual

Financial Year

2020/21

Forecast

Additional Initiatives

Emergency Relief Fund

Local Service Providers

Resources allocated to local service providers to support immediate emergency relief for impacted residents.

$200,000

$500,000*

Business Assistance and Resilience Program (Emergency Relief Fund)

Local business

Resources allocated to support local businesses experiencing financial hardship.

 

$500,000*

Community Support reprioritised programs

Whole of community

Implementation of projects to address reduced community connections.

$28,450

$26,350

 

 

 

 

Item

Target Group

Comment

Financial Year

2019/20

Actual

Financial Year

2020/21

Forecast

Additional Initiatives

Community messaging directing to testing sites

Whole of community

Directional signage and COVID-19 messaging for Northern Hospital and Mernda testing sites.

$70,000

$6,000

Business support package

Local business

Activities including additional mentoring session, Business Development Program and educational webinars.

$69,333

$20,667

COVID-19 Hardship Policy

Residents with need

 

The Policy includes payment plans, deferral of rates, fees and charges, and holding interest until 30 June 2021.

 

It provides support for those in our community who are having difficulty meeting everyday living expenses and other basic necessities.

 

Rate payments totalling $1,607,381** have either been deferred or put on payment plans.  Though the final date offered for deferrals or payment plans is 30 June 2021, there have been a variety of different timings prior to that date agreed to as well as those electing the 30 June 2021 date.  A total of 141 hardship applications have been approved.

International Student Wellbeing Hub

International students

Work with partners to establish an International Student Wellbeing Hub to provide non-medical health and social connection opportunities.

 

$10,000

 


 

Item

Target Group

Comment

Financial Year

2019/20

Actual

Financial Year

2020/21

Forecast

Additional Initiatives

Community Recovery Fund

Whole of community

Create a ‘Community Recovery Fund’.  Community perspectives will guide the roll out of the fund.

 

$2,000,000***

Council staff arrangements

Pandemic Relief and Recovery Staff

Council staff

Staff redirected to focus on Councils pandemic response, relief and recovery role.

$225,596

$207,309

COVID-19 Leave

Council Staff

To support staff to remain at home during testing or positive case of COVID-19.

$151,698

$200,000

Working for Victoria

Local employment

Coordination costs for the State Government Working for Victoria initiative.

 

$140,380

Fee Waiver Initiatives

Provide fee subsidies for sporting clubs

Sporting clubs

Winter and summer sporting clubs were provided fee relief.

$18,512

$11,400

Provide fee subsidies for groups which use the Community Activity Centres.

Community groups

Community Facilities were closed from mid-June to November 2020. No users were accessing the facilities during this period. All fees waived from 1 November to 24 January when charging of fees for regular hirers will recommence.

 

$85,465


 

Item

Target Group

Comment

Financial Year

2019/20

Actual

Financial Year

2020/21

Forecast

Fee Waiver Initiatives

Registered businesses Fee Waiver

 

Waive registration fees for the 2021 calendar year for 1,180 local businesses under the Food Act 1984 and the Public Health and Wellbeing Act 2008, that have been significantly impacted by the State Government COVID-19 restrictions during 2020.

 

$550,000

Grants

Sporting clubs emergency grants

Sporting clubs

Clubs to apply for up to $1,000 to cover out-of-pocket expenses.

$10,000

$40,000

COVID-19 Response Grant Programs

Whole of community

Restructure of Council’s community grant programs to better serve the community in recovering from the impacts of the COVID-19 pandemic by establishing four new COVID-19 Response Grant Programs for a minimum period of 12 months.

 

$533,000****

TOTAL COST

 

 

$773,589

$4,830,571

* Provisional allocation of $1 million from the accrued 2019/20 net operating surplus.

** Not included in TOTAL COSTS as these hardship applications have either been deferred or put on payment plans and will be recovered by Council.

*** Request Council to carry forward to the 2021/22 financial year.

**** Business as usual budget repurposed to pandemic recovery.

 

 

In July 2020, Council committed $2 million in the 2020/21 budget to create a ‘Community Recovery Fund’. Whilst preparing to consult with the community, the second wave unfolded requiring Council to return to relief phase. With restrictions starting to ease, Council will engage with the community to further develop the new City of Whittlesea Council Plan 2021-2025 which includes COVID-19 pandemic responses. This consultation will also explore community perspectives to guide the roll out of the $2 million Whittlesea Community Recovery Fund.   

This report proposes that Council carry forward the $2 million for the Community Recovery Fund to the 2021/22 budget.  This will include $1 million from reserve and $1 million from savings identified from Departments being a total of $2 million.

Policy strategy and legislation

Under the Emergency Management Act, following any major emergency incident, Council is required to develop a local Recovery Plan which incorporates outcomes from community engagement and impact assessments.  This report proposes the new Council Plan includes COVID-19 Pandemic readiness and recovery as a clearly articulated and distinctive set of actions within the new Council Plan. These pandemic recovery and readiness actions can be extracted as a separate report if required and will form our Recovery Plan for reporting purposes under the Emergency Management Act.

Under the Act, the pandemic is a class 2 incident and the State is also required to develop a recovery plan and Council would be expected to align the local plan with the State plan, once developed.  Under a class 2 incident, local government is not eligible for resource re-imbursement for emergency relief and recovery expenditure from the Victorian Government.  There are however ongoing discussions between Councils, the Department of Health and Human Services, Emergency Management Victoria, and other Government Departments on funding and grants for specific pandemic response and recovery initiatives.

At this point the State is yet to confirm when they will release their Recovery Plan. Once a State Recovery Plan is developed, the local plan (via our Council Plan quarterly reporting and annual updates) can be aligned when it is next updated.

Whittlesea 2040 – A place for all Having municipal Pandemic Readiness and Recovery items embedded within the new Council Plan will align with Whittlesea 2040 goals and other major Council strategies. In addition, Whittlesea 2040 goals align with the four disaster recovery environments identified in Table 1 of this report.

link to strategic risks

Strategic Risk Emergency Management - Failure to manage and respond to an emergency event which may be detrimental to community health and wellbeing

Development of a Municipal Pandemic Readiness and Recovery Plan is a requirement of the Emergency Management Act and a key ‘planned treatment’ under Council’s strategic risk management framework.

Strategic Risk Governance - Ineffective governance of Council’s operations and activities resulting in either a legislative or policy breach

Developing Municipal Pandemic Readiness and Recovery actions that are embedded in the Council Plan and aligned with Whittlesea 2040 as well as wider emergency management frameworks avoids the risks associated with poorly coordinated services and maximises community outcomes.

 

Strategic Risk Financial Sustainability - Inability to meet current and future expenditure

The pandemic has had a major impact on Council and community finances and municipal pandemic readiness and recovery Planning that is aligned with Council Plan and Council budget maximises the opportunity to achieve financial sustainability during a turbulent and challenging time.

Links to whittlesea 2040 and the CoUNCIL Plan

Goal                                       Connected community

Key Direction                        A healthy and safe community

 

 Key Direction: A healthy and safe community

The Municipal Pandemic Readiness and Recovery Plan and subsequent actions within the new Council Plan will specifically address Council’s commitments to create a healthy and safe community and support the achievement of Whittlesea 2040 goals by coordinating Council’s recovery actions into other key Council plans, resources and service delivery.

Declarations of Conflicts of Interest

Under Section 130 of the Local Government Act 2020 and Chapter 5.7 of the Governance Rules 2020, officers providing advice to Council are required to disclose any conflict of interest they have in a matter and explain the nature of the conflict.

The Responsible Officer reviewing this report, having made enquiries with relevant members of staff, reports that no disclosable interests have been raised in relation to this report.

Conclusion

The Municipal Pandemic Readiness and Recovery Plan and subsequent updates through the new Council Plan will draw on considerable works to date, the findings of Council’s Pandemic Impact Assessments, community engagements and is aligned with other Council plans, strategies and budgets to optimise Council’s capacity to support the community to recover.

 

RECOMMENDATION

THAT Council resolve to:

1.       Adopt the Municipal COVID-19 Pandemic Readiness and Recovery Plan for implementation through to 30 June 2021.

2.       Undertake community engagement on a new City of Whittlesea Council Plan 2021-2025 which includes COVID-19 pandemic responses including implementation opportunities for the Whittlesea Community Recovery Fund.

3.       Carry forward the $2 million for the Community Recovery Fund to the 2021/22 budget.  This will include $1 million from reserve and $1 million from savings identified from Departments being a total of $2 million.

4.       Develop COVID-19 Pandemic readiness and recovery actions as a clearly articulated and distinctive set of actions within the new Council Plan.

 

5.       Note that pandemic recovery and readiness actions within the new City of Whittlesea Council Plan 2021-2025 will be extracted as a separate report as required and will form our Recovery Plan for reporting purposes under the Emergency Management Act.

6.       Note that Council’s Pandemic recovery and readiness responses will be reported on (quarterly) and updated (annually) via Council Plan processes.

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolve to adopt the Recommendation.

Carried

 


UNCONFIRMEDScheduled Council Meeting Minutes                                                          Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

6.4       Sustainable Environment

            Nil Reports


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

6.5       High Performing Organisation

ITEM 6.5.1   For Decision - Administrator/Councillor Gift and Benefits Policy 

Attachments:                        1        Administrator/Councillor Gift and Benefits Policy   

Responsible Officer:           Chief Executive Officer

Author:                                  Principal Governance Advisor   

 

RECOMMENDATION SUMMARY

That Council adopt the Administrator/Councillor Gift and Benefits Policy (the Policy), as set out in Attachment 1 of the report.

Brief overview

The Policy provides guidance to Administrators/Councillors when offered gifts, hospitality or professional development and sets out the processes for recording offers of gift and benefits. The Policy also includes procedures for the maintenance of a Gift Register.

rationale for recommendation

Council is required to adopt a Councillor (Administrator) Gift Policy under section 138 of the Local Government Act 2020.

impacts of recommendation

Adopting the Policy will ensure that Council is complying with its obligations under the Local Government Act 2020. The Policy will also ensure that Council decision making is transparent and is not perceived to be influenced by personal interests through the offer of gifts or benefits.

what measures will be put in place to manage impacts

The Policy will be reviewed again as part of a broader Governance review of the policies and procedures adopted under the Local Government Act 2020.

 

Report

Background

Under the Local Government Act 2020, Council is required to adopt a Councillor Gift Policy on or before 24 April 2021. The gift policy must include procedures for the maintenance of a gift register.

The Local Government Act 2020 also provides that anonymous gifts valued at $500 or more must not be accepted and that any such gifts must be disposed of to the Council.

Council adopted a Councillor Gift Policy in October 2013. Under that Policy, Administrators are required to complete a gift declaration form and details of gifts received are recorded in a Gift Register. 

Proposal

It is proposed that Council adopt the revised Gift and Benefit Policy as contained in Attachment 1.

The Policy is largely consistent with the current policy and with the current practices of Council in relation to offers of gifts and benefits.

The key differences between the existing and the draft policy can be surmised as follows:

·    the Policy has been amended to reflect new requirements in the Local Government Act 2020 including making specific reference to the adoption of a gift policy which contains procedures for the maintenance of a gift register and which prohibits Administrators/Councillors from accepting anonymous gifts valued at $500 or more;

·    the Policy explicitly states what conduct is not acceptable including soliciting gifts and accepting monetary gifts; and

·    the Policy is intended to be easier to follow, assisted by the inclusion of flowcharts.

It is proposed that the following details be recorded in the Gift Register:

·    the name of the person the gift was made/offered to;

·    the name of the person or organisation who offered the gift;

·    the date the offer was made;

·    A description of the gift and its value; and

·    the action that was taken in relation to the gift offer.

Consultation

Administrators provided feedback on the draft Policy at the Council Briefing meeting on 17 November 2020 and feedback received has been incorporated into the Policy.

Critical Dates

Council must adopt a Councillor (Administrator) Gift Policy under section 138 of the Local Government Act 2020 on or before 24 April 2021.

Financial Implications

Any costs associated with the adoption or administration of the Policy is included in Council’s recurrent budget. 

Policy strategy and legislation

Legislation

Local Government Act 2020

It is a requirement of the Local Government Act 2020 that Council adopt a Councillor (Administrator) Gift Policy on or before 24 April 2021. The Local Government Act 2020 also contains other provisions that regulate the acceptance of gifts and benefits, including provisions relating to anonymous gifts, material conflicts of interest and gifts or donations in the context of elections.

City of Whittlesea Policies and Strategies

Administrator Code of Conduct

The Administrator Gift and Benefits Policy aligns with the behaviours expected of Administrators as set out in the Administrator Code of Conduct. The Policy supports the expectations of the code that Administrators will act in the best interests of the members of the community and not based on personal interests.

Public Transparency Policy

The Administrator Gift and Benefits policy is intended to support transparency in Council decision-making as it ensures decisions are made based on achieving the best outcomes for the community and are not influenced, or perceived to be influenced, by offers of gifts or other benefits.

Link to strategic risks

Strategic Risk Governance - Ineffective governance of Council’s operations and activities resulting in either a legislative or policy breach

If Council does not adopt a Gift Policy as required under the Local Government Act 2020, it will be in breach of its legislative obligations under the Act. Without a clear policy, offers of personal gain could be made in order to influence Council decision-making policy and there would be insufficient guidance to Administrators on what constitutes acceptable behaviour.

Links to whittlesea 2040 and the CoUNCIL Plan

Goal                                       High-performing organisation

Key Direction                        More informed Council decisions based on strong advice and community consultation and engagement

 

By adopting and implementing an Administrator/Councillor Gift Policy that clearly states Council’s position in relation to offers of gifts and benefits, members of the community can be confident that Council decisions are not influenced by such offers and are based purely on achieving the best outcomes for the community.

It ensures that decisions are made on the basis of strong advice and community engagement and are not impacted or not perceived to be impacted by personal interests or gains.

Declarations of Conflicts of Interest

Under Section 130 of the Local Government Act 2020 and Chapter 5.7 of the Governance Rules 2020, officers providing advice to Council are required to disclose any conflict of interest they have in a matter and explain the nature of the conflict.

The Responsible Officer reviewing this report, having made enquiries with relevant members of staff, reports that no disclosable interests have been raised in relation to this report.

Conclusion

It is recommended that Council adopt the Administrator Gift and Benefits Policy as contained in Attachment 1.

 

RECOMMENDATION

THAT Council resolve to adopt the Administrator/Councillor Gift and Benefits Policy as contained in Attachment 1 of this report.

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolve to:

1.         Adopt the Administrator/Councillor Gift and Benefits Policy as contained in Attachment 1 of this report; and

2.       Rescind the Councillor Gift Policy dated 29 October 2013 and any other versions.

Carried

 


UNCONFIRMEDScheduled Council Meeting Minutes                                                          Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

ITEM 6.5.2   For Decision - Administrator and Councillor Code of Conduct 2021 

Attachments:                        1        Administrator/Councillor Code of Conduct   

Responsible Officer:           Chief Executive Officer

Author:                                  Principal Governance Advisor   

 

RECOMMENDATION SUMMARY

That Council adopt the Administrator and Councillor Code of Conduct as set out in Attachment 1 of the report.

Brief overview

This report presents a revised Code of Conduct document for adoption by Council.  The revised Code includes feedback provided by Administrators and sets out values and behaviours that will guide Administrators/Councillors when carrying out their Council responsibilities.

The Code meets and exceeds the legislative requirements of the Local Government Act 2020 and will guide Administrators in their deliberations through to the October 2024 general Council elections.

rationale for recommendation

A Code of Conduct is a requirement under section 139 of the Local Government Act 2020 and Council must adopt a revised Code on or before 24 February 2021.

impacts of recommendation

Adopting the revised Administrator and Councillor Code of Conduct will affirm a commitment by Administrators to exemplary governance practices.

what measures will be put in place to manage impacts

The Administrator and Councillor Code of Conduct will be published on Council’s website following its adoption.

 

Report

Background

The Local Government Act 2020 requires Council to adopt a Councillor/Administrator Code of Conduct on or before 24 February 2021.

The purpose of the Code is to promote and reinforce the values and behaviours that guide Administrators in delivering great outcomes for the City of Whittlesea and to establish an environment that will enable Administrators to provide exemplar governance.

The existing Code was adopted on 14 February 2017 and focused primarily on compliance with legal requirements.

Proposal

It is proposed that Council adopt the revised Administrator/Councillor Code of Conduct contained in Attachment 1 of this report.

The revised Code sets out how Administrators will lead by example and promotes the highest standards in the way that Council business is conducted.  It also commits Administrators to achieving the greatest outcomes for the community by championing Council’s adopted values and behaviours in pursuit of Council’s future vision.

The Code contains a pledge stating that Administrators will work in the best interests of all people who live in our municipality, who conduct business here, and those who visit.

By adopting the Code, Administrators promise to adhere to the principles, values and behaviours outlined in the Code and to work diligently to deliver on our shared community vision - a Place for All.

The Code also incorporates new requirements under the Local Government 2020 and the Local Government (Governance and Integrity) Regulations 2020 regarding processes for addressing any breach of the prescribed standards of conduct.

Consultation

The draft Code was discussed with Administrators at several workshops and the feedback received has informed the development of the final draft.

Critical Dates

Council is required to adopt the Administrator and Councillor Code of Conduct under section 139 of the Local Government Act 2020 on or before 24 February 2021.

Financial Implications

There are no financial implications resulting from the adoption of the Administrator and Councillor Code of Conduct.

Policy strategy and legislation

The Local Government Act 2020 requires Council to adopt an Administrator/Councillor Code of Conduct by a formal resolution of Council passed at a meeting by at least two-thirds of the total number of Administrators.

link to strategic risks

Strategic Risk Governance - Ineffective governance of Council’s operations and activities resulting in either a legislative or policy breach

Council will be in breach of its legislative obligations if the Administrator and Councillor Code of Conduct is not adopted by Council by 24 February 2021.

Links to whittlesea 2040 and the CoUNCIL Plan

Goal                                       High-performing organisation

Key Direction                        Driving better community outcomes through improved service access, satisfaction and advocacy

 

The Code will promote the good governance of the Council by specifying agreed standards of behaviour for Administrators.

Declarations of Conflicts of Interest

Under Section 130 of the Local Government Act 2020 and Chapter 5.7 of the Governance Rules 2020, officers providing advice to Council are required to disclose any conflict of interest they have in a matter and explain the nature of the conflict.

The Responsible Officer reviewing this report, having made enquiries with relevant members of staff, reports that no disclosable interests have been raised in relation to this report.

Conclusion

It is recommended that the Administrator and Councillor Code of Conduct be adopted as it affirms a strong commitment by the Administrators to exemplary governance practices.

 

RECOMMENDATION

THAT Council resolve to adopt the Administrator and Councillor Code of Conduct as contained in Attachment 1 of this report.

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolve to:

1.         Adopt the Administrator and Councillor Code of Conduct as contained in Attachment 1 of this report; and

2.       Rescind any earlier versions of the Councillor Code of Conduct.

Carried

 


UNCONFIRMEDScheduled Council Meeting Minutes                                                          Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

ITEM 6.5.3   FOR DECISION - Contract No 2017-137 - Supply of Bulk Fuel, Fuel Cards and Lubricants (MAV C031-17) - Contract Extension Report 

Attachments:                        1        Financial Arrangements - Confidential

This Attachment has been designated as confidential information under section 66(5) of the Local Government Act 2020 on the grounds that it contains details relating to Council business information, being information that would prejudice the Council's position in commercial negotiations if prematurely released. In particular the report/attachment contains information regarding the variation (financial arrangements) of Contract 2017-137 (MAV C031-17).    

Responsible Officer:           Director Infrastructure & Environment

Author:                                  Manager City Presentation   

 

RECOMMENDATION SUMMARY

That Council resolve, in relation to Contract No. 2017-137 for Supply of Bulk Fuel, Fuel Cards and Lubricants to:

1.       Approve a variation of $370,000.00 (excluding GST) making a revised contract sum of $3,000,000.00 (excluding GST).

2.       Note the funding arrangements detailed in the confidential attachment.

3.       Approve extension of the contract end date to 31 January 2022.

Brief overview

This contract was awarded in three parts: BP Australia for bulk fuel (Category 1), Caltex Australia Petroleum Pty Ltd for fuel cards (Category 2) and Fuchs Lubricants (Australasia) as the primary supplier and Castrol Australia as the secondary suppler for lubricants (Category 3).

The contract has been performed satisfactorily and under the contract extension options are available to 31 January 2023.

A variation and extension of this contract is required to enable Council’s fleet of passenger and light commercial vehicles, plant and mobile equipment to continue the delivery of key services to the community. This variation request includes an extension of the contract of 12 months and additional budget to ensure appropriate funding is available for the extension of the contract period.

rationale for recommendation

The contractors’ prices were benchmarked by the Municipal Association of Victoria against industry standards and point of sale bowser prices. Economies of scale were also achieved through this collaborative process, and therefore the prices are considered competitive.

impacts of recommendation

This contract enables Council’s fleet of passenger and light commercial vehicles, plant and mobile equipment to continue the delivery of key services to the community.

what measures will be put in place to manage impacts

Council will continue its regular consultation and engagement with the relevant stakeholders throughout the life of contract. Any change in the delivery of services shall be communicated to affected parties in a timely manner, with contingency plans developed to manage risks.

 

Report

Background

The purpose of this contract is to provide fuels and lubricant products for the operation of the passenger and light commercial vehicles, trucks and mobile plant items.

Council requires the provision of bulk fuels for the filling of tanks located at Council’s Epping Depot to fuel the depot-based trucks and plant. Fuel cards enable users of Council’s passenger and light commercial vehicle fleet to access a network of fuel sites. Lubricant products are required for vehicle servicing and daily maintenance activities of the mechanical workshop and plant operators.

On 29 July 2017, the National Procurement Network advertised a tender for provision of bulk fuel (Category 1), fuel cards (Category 2) and lubricants (Category 3). That tender was conducted on behalf of the Municipal Association of Victoria (MAV), and therefore the resulting contract could be accessed by all Victorian Councils.

At its meeting dated 6 June 2018, Council resolved to:

Accept the National Procurement Network contract for the supply of fuels and lubricants for the period 1 February 2018 to 31 January 2021 as detailed in the confidential attachment, with:

·    The supply contract for bulk fuels being awarded to BP Australia;

·    The supply contract for fuel cards being awarded to Caltex Australia Petroleum Pty Ltd; and

·    The supply contract for lubricants be awarded to Fuchs Lubricants (Australasia) Pty Ltd as the primary supplier and Castrol Australia as the secondary supplier subject to price variations being made in accordance with the provisions in the contract and expenditure up to a maximum value of $2,630,000.00 (excluding GST).

The contract commenced on 1 February 2018 and the current approved end date is 31 January 2021.  Options exist to extend the contract up to 31 January 2023, subject to MAV approval.

A summary of the financial performance of the contract is provided in the confidential attachment.

VARIATION AND EXTENSION

The MAV recently enacted a twelve month extension of this contract (to 31 January 2022), which allows councils to approve a similar extension at their discretion.

The contract has been performed satisfactorily; it is therefore proposed to extend the contract term to 31 January 2022.

The contractor’s prices have been checked and are considered competitive; however, a variation of $370,000.00 is now required to enable Council’s fleet of passenger and light commercial vehicles, plant and mobile equipment to continue the delivery of key services to the community.  This variation request is to ensure appropriate funding is available for the extension of the contract. Further details of the requested variation are provided in the confidential attachment.

FINANCIAL IMPLICATIONS

Sufficient funding for this contract is available in the City Presentation - Fuels and Oils recurrent budget in the 2020/21 and 2021/22 financial years.

link to strategic risks

Strategic Risk Service Delivery - Inability to plan for and provide critical community services and infrastructure impacting on community wellbeing

The provision of bulk fuel, fuel cards and lubricants for vehicles and plant is vital to ensuring Council can continue to deliver key services to the community.

Links to WHITTLESEA 2040 AND the CoUNCIL Plan

Goal                              High-performing organisation

Key Direction              Driving better community outcomes through improved service access, satisfaction and advocacy

The provision of bulk fuel, fuel cards and lubricants for vehicles and plant is vital to ensuring Council can continue to deliver key services to the community.

Declarations of Conflicts of Interest

Under Section 130 of the Local Government Act 2020 and Chapter 5.7 of the Governance Rules 2020, officers providing advice to Council are required to disclose any conflict of interest they have in a matter and explain the nature of the conflict.

The Responsible Officer reviewing this report, having made enquiries with relevant members of staff, reports that no disclosable interests have been raised in relation to this report.

CONCLUSION

Variation and extension of the contract is sought in accordance with the contract’s terms and conditions and Council’s applicable policy and procedures.


 

Recommendation

THAT Council resolve, in relation to Contract No. 2017-137 for Supply of Bulk Fuel, Fuel Cards and Lubricants to:

1.       Approve a variation of $370,000.00 (excluding GST) making a revised contract sum of $3,000,000.00 (excluding GST).

2.       Note the funding arrangements detailed in the confidential attachment.

3.       Approve extension of the contract end date to 31 January 2022.

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolve to adopt the Recommendation.

Carried

 


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

ITEM 6.5.4   FOR NOTING - Unconfirmed Minutes of Audit & Risk Committee Meeting and Annual Committee Performance Assessment 

Attachments:                        1        Unconfirmed Minutes of Audit & Risk Committee Meeting - 12 November 2020

2        Audit & Risk Committee Annual Performance Assessment   

Responsible Officer:           Executive Manager Governance

Author:                                  Internal Compliance Officer   

 

RECOMMENDATION SUMMARY

That Council resolve to:

1.       Note the Unconfirmed Minutes of the Audit & Risk Committee meeting held on 12 November 2020.

2.       Note the results and outcomes of the Audit & Risk Committee Annual Performance Assessment.

Brief overview

As required under Council’s Audit & Risk Committee Charter, this report presents the Unconfirmed Minutes of the Audit & Risk Committee meeting held on 12 November 2020.

Section 54(4) of the Local Government Act 2020 requires that the Audit & Risk Committee undertake an annual assessment of its performance against the Audit & Risk Committee Charter. A copy of that assessment is to be tabled at the next ordinary Council meeting.

rationale for recommendation

Council is required to comply with the requirements of the Audit & Risk Committee Charter and the Local Government Act 2020.

impacts of recommendation

Council will comply with its Audit & Risk Committee Charter and meet its legislative requirements.

what measures will be put in place to manage impacts

Provision of Audit & Risk Committee meeting minutes and the results of the Committee’s Annual Performance Assessment to Council, ensures that the Council is regularly informed of the operations of the Audit & Risk Committee and has the opportunity to consider its performance.

 

Report

Background

The Audit & Risk Committee is an independent advisory committee of Council and its role is to report to Council and provide appropriate advice and recommendations on matters presented to it.  It acts in this capacity by monitoring, reviewing and advising on issues within its scope of responsibility and assisting Council’s governance obligations to its community.

The Audit & Risk Committee meets at least four times a year and its Charter requires that minutes from Committee meetings are presented to Council.

The Audit & Risk Committee considered a number of reports at the meeting held 12 November 2020, as well as confirming minutes from the previous meeting held on 20 August 2020.

Main agenda items included:

·    In-camera discussion with the CEO

·    Audit & Risk Committee Work Plan

·    Financial Report:

-     Financial Performance Report for Period Ended 30 September 2020

·    Risk Management Update

·    Operational Risks Review

·    COVID-19 Pandemic Update

·    Internal Audit:

-     Internal Audit Status Report

-     Internal Audit Review: Information Technology – Security & Access Controls and Cyber Security

-     Outstanding Action Items Report from Previous Internal Audits

·    Impacts of the Local Government Act 2020 on the Audit & Risk Committee

·    Significant Contract Controls

·    DCP Management Update 2020

·    Internal Compliance Reviews

·    External Agency Examinations

·    Review of Audit & Risk Committee’s Performance

A copy of the minutes from the 12 November 2020 Audit & Risk Committee meeting is attached (Attachment 1).

Annual Assessment of Audit & Risk Committee’s Performance

In accordance with Section 54(4) of the Local Government Act 2020, the Audit & Risk Committee is required to undertake an annual assessment of its performance against the Audit & Risk Committee Charter, with a copy of that assessment to be tabled at the next Ordinary Council meeting.

 

At the 12 November 2020 meeting, the Audit & Risk Committee considered the results of the Performance Assessment undertaken for 2020. A questionnaire to review the performance of the Committee was provided to each Committee member and Officers who regularly attend Committee meetings for completion. The Committee discussed the results and outcomes from the questionnaire and considered opportunities for improvement.

The Audit & Risk Committee Chairperson has prepared a summary of the results from the Performance Assessment for Council’s consideration (Attachment 2).

Policy strategy and legislation

The Audit & Risk Committee is established in accordance with Division 8, Section 53 and 54 of the Local Government Act 2020.

The Committee’s responsibilities and requirements are outlined in the Audit & Risk Committee Charter.

link to strategic risks

Strategic Risk Governance - Ineffective governance of Council’s operations and activities resulting in either a legislative or policy breach

The Audit & Risk Committee assists Council in monitoring its governance requirements and provides advice to Council to assist with fulfilling its oversight responsibilities.

Links to whittlesea 2040 and the CoUNCIL Plan

Goal                                       High-performing organisation

Key Direction                        More informed Council decisions based on strong advice and community consultation and engagement

 

 The establishment of the Audit & Risk Committee and the reports it receives are reflective of Council’s commitment to the implementation of good governance principles. The Committee provides advice to Council to assist with 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, regulations and the Code of Conduct.

Declarations of Conflicts of Interest

Under Section 130 of the Local Government Act 2020 and Chapter 5.7 of the Governance Rules 2020, officers providing advice to Council are required to disclose any conflict of interest they have in a matter and explain the nature of the conflict.

The Responsible Officer reviewing this report, having made enquiries with relevant members of staff, reports that no disclosable interests have been raised in relation to this report.

Conclusion

The Audit & Risk Committee met on 12 November 2020. The minutes of that meeting are attached to this report for noting by Council.

In accordance with the requirements of the Local Government Act 2020, Council is also provided with a copy of the Audit & Risk Committee’s Performance Assessment for 2020.

 

RECOMMENDATION

THAT Council resolve to:

1.       Note the Unconfirmed Minutes of the Audit & Risk Committee meeting held on 12 November 2020.

2.       Note the results and outcomes of the Audit & Risk Committee Annual Performance Assessment.

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolve to adopt the Recommendation.

Carried

 


UNCONFIRMEDScheduled Council Meeting Minutes                                                          Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                                          Tuesday 2 February 2021

 

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UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

ITEM 6.5.5   For Noting - Informal Meetings of Administrators - 2 February 2021   

Responsible Officer:           Chief Executive Officer

Author:                                  Governance Officer   

 

recommendation summary

That Council note the record of the Informal Meetings of Administrators to the period ending 14 January 2021 as set out in the table in the report.

BRIEF OVERVIEW

The Council is required to note at a Council Meeting that meetings involving Administrators have taken place and topics discussed.  This report provides details involving the Panel of Administrators within the last month.

rationale for recommendation

It is a requirement of Chapter 6 of the Governance Rules for Informal Meetings of Administrators records to be reported to Council.

impacts of recommendation

This report will be presented to each monthly scheduled Council Meeting. 

what measures will be put in place to manage impacts

No impacts are expected.  On rare occasions an item considered at a meeting receives a media enquiry.  If requests for more information are received, these will be managed by our communications team in consultation with the Chair of Administrators.


 

Report

Background

It is a requirement of Chapter 6 of the Governance Rules for Informal Meetings of Administrators records to be reported to Council.

The Local Government (Whittlesea City Council) Act 2020 dismissed all Councillors from the City of Whittlesea effective Saturday 21 March 2020.  Ms Lydia Wilson was appointed Interim Administrator for a three-month period commencing on 21 March 2020.

On 19 June 2020, the Panel of Administrators for the City of Whittlesea were appointed.  The Panel of Administrators comprises of Chair Ms Lydia Wilson, the Hon Bruce Billson and Ms Peita Duncan.

Ms Lydia Wilson, the Hon Bruce Billson and Ms Peita Duncan will carry out the role, responsibilities and functions of a Councillor as set out in Section 231(1)(a) of the Local Government Act 2020 until their appointment ends following the October 2024 Local Government Elections.

In accordance with Rule 1 (Chapter 6) of the Governance Rules 2020 an Informal Meeting of Administrators is a meeting of at least one Administrator that is:

·    scheduled or planned for the purpose of discussing the business of Council or briefing Administrators;

·    attended by at least one Officer; and

·    not a Council Meeting, Delegated Committee Meeting or Community Asset Committee Meeting.

The Chief Executive Officer must ensure that a summary of the matters discussed at the meeting are tabled at the next Council Meeting and recorded in the minutes of that Meeting.

Proposal

Informal Meetings of Administrators records not previously reported to Council are detailed in the following table:

Assembly Details

Administrator attendees

Officer attendees

Matters discussed

Council Briefing

24 November 2020

Lydia Wilson

(Chair)

The Hon Bruce Billson (Administrator)

Peita Duncan

(Administrator)

CEO

DCCW

DCIE

DCPD

DCSP

EMCA

AEMG

AMFA

DPE

MCBP

MCP

MLCF

MMP

SLP

SPPO

SWSO

TLMLF

 

1.   Mernda Aquatic Indoor Sports Centre (MAISC) Project Briefing.

External in attendance for this item: Jim Corbett, Director Sport and Leisure Solutions.

2.   Long Term Financial Plan & New Works Program Update.

3.   Epping Community Services Hub Annual Report.

4.   Whittlesea Community Connections Annual Report.

5.   Waste and Resource Recovery Services Overview and Initial Strategy Consultation Workshop.

6.   Contract 2020-68 Food Organics Waste Disposal and Processing – Tender Evaluation.

7.   Cooper Street West Resource Recovery Expression of Interest Evaluation.

External in attendance for this item: Gino Mitrione, Director, Partners Property Advisory & Valuations Pty Ltd.

8.   Draft Annual Report 2019-20.

9.   General Business:

a.   COVID Update.

b.   Staff transitioning back into the office.

c.   Council Briefing – Engagement Workshop (1 December 2020).

d.   Epping Road offramp closures.

Nil disclosures

Council Briefing

1 December 2020

Lydia Wilson

(Chair)

The Hon Bruce Billson

(Administrator)

Peita Duncan

(Administrator)

CEO

DCCW

DCIE

DCPD

DCSP

EMCA

EMCF

AEMG

AMFA

LA

MMP

MPUD

MSPED

TLBS

TLCPI

TLE

TLFS

TLPS

TLPRD

1.  Whittlesea Green Wedge Management Plan Review (20/21 CAP item).

2.  Kelynack Recreation Reserve Master Plan.

3.  Quarterly Financial Report for the Period Ended 30 September 2020.

4.  2020/21 New Works Program – First Quarter Report.

5.  Council Action Plan 2020-2021 – Q1 Progress Report.

6.  Community Engagement and Council Plan Development.     

7.  General Business:

a.   COVID Update.

b.   Council meetings and Council briefings in December 2020.

c.   Economic Development Update.

d.   Corporate Affairs Update.

e.   Feedback and Discussion regarding 7 December 2020 Council Reports.

Nil disclosures

Meeting with Craig Ondarchie, Member for Northern Metropolitan Region

2 December 2020

Lydia Wilson

(Chair)

 

CEO

 

1.  Sport in the City of Whittlesea.

2.  Community Facilities Discussion.

3.  General Business – Community Surveys.

Nil disclosures

Council Briefing

7 December 2020

Lydia Wilson

(Chair)

The Hon Bruce Billson

(Administrator)

Peita Duncan

(Administrator)

AEMG

CEO

CSPED

DCCW

DCIE

DCPD

DCSP

EMCA

EMCF

EOSFP

EOSP

MCBP

PSO

SPP

TLSPP

1.  Climate Change Strategy and Action Plan.

2.  Council Zero Net Emissions Plan.

3.  Victorian Government Big Housing Build Initiative.

This item was deferred until the 15 December 2020 Council Briefing.

4.  Last Minute Matters Before Council Meeting/General Business.

Nil Disclosures

 

Laurimar 1C – Street Tree Renewal Project First Public Information Session

7 December 2020

Lydia Wilson

(Chair)

Peita Duncan

(Administrator)

CDOD

CPS

DCIE

POSMO

SCEA

TLPRD

 

 

 

1.  Eleven groups of people attended for the first public information session on this project:

·    Seven individuals were in favour of the trees being removed and replaced.

·    Three of the attendees were not from Laurimar 1C but had received correspondence regarding the project and attended this meeting in order to discuss the project further.

·    One couple in attendance were in strong favour of retaining the street trees.

2.  Questions from the Community at this meeting were:

a)  How long between the removals of the trees and the planting of the new street trees?

b)  What tree are you going to replace the current existing trees with?

Nil Disclosures

 

 

 

Laurimar 1C – Street Tree Renewal Project

Second Public Information Session

8 December 2020

The Hon Bruce Billson (Administrator)

TLPRD

POSMO

CDOD

SCEA

1.  Nine groups of people attended for the second public information session on this project:

·    Two groups had already spoken to Council, one was for the removal and one was against the removal of the trees.

·    Seven were new groups and 3 of the groups were against the removal of the street trees.

·    Four of the seven new groups were supportive of the street trees being removed and replaced with a different tree species.

2.  Questions from the Community at this meeting were:

a)  Is it possible to have sequential removal so not all 140 street trees are removed at once, creating a very sparse landscape?

b)  Can the street trees to the north side of Harlin Street be retained as they have not caused any damage and the dwellings are approximately 1.2m to 1.5m higher than the footpath and road reserve?

Nil Disclosures

Laurimar 1C – Street Tree Renewal Project

Third Public Information Session

12 December 2020

Lydia Wilson

(Chair)

 

TLPRD

AO

CPS

MPUD

1.  Six groups of people attended for the third public information session on this project:

·    Five of these were new groups and one group had already attended a previous session on the project.

·    One group was not from Laurimar 1C but had received correspondence regarding the project and wanted to attend to discuss the project further.

·    Two groups were from the southern sections of Laurimar 1C and were supportive of the tree removal.

·    One group that attended this meeting recognised why Council would like to remove and replace the trees but was strongly against the removal of street trees.

2.  Questions from the Community at this meeting were:

a)  Is it possible to have sequential removal of street trees?

b)  Can the street trees to the north side of Harlin Street be retained as they have not caused any damage?

Nil Disclosures

Committee of Council Meeting – Request for Boundary Change of a Locality – 182 Greenhills Road, Thomastown

15 December 2020

Lydia Wilson

(Chair)

The Hon Bruce Billson

(Administrator)

Peita Duncan

(Administrator)

CEO

AEM

DCCW

DCIE

DCPD

DCSP

EMCA

EMG

SPO

TLGA

TLTE

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1.   Introduction.

2.   Declarations of Interest.

3.   Meeting Closed to the Public.

4.   Confidential Discussion regarding submissions.

5.   Meeting Close.

Nil Disclosures

 

 

 

 

 

 

 

Council Briefing

15 December 2020

Lydia Wilson

(Chair)

The Hon Bruce Billson

(Administrator)

Peita Duncan

(Administrator)

CEO

DCCW

DCIE

DCPD

DCSP

EMCA

EMG

CSPED

ICO

MCBP

MLCF

MPR

MSPED

PGA

TLMLF

 

1.   Golf Services Management (GSM) of Growling Frog Golf Course.

Externals in attendance: Ian Denny, Principal Director, Golf Services Management.

Scott Eduati, Group Operations Manager Golf Services Management.

Phillip Redley, Finance Manager, Golf Services Management.

2.   Victorian Government Big Housing Build Initiative.

3.   Unconfirmed Minutes of Audit & Risk Committee meeting and Annual Committee Performance Assessment.

4.   Municipal Pandemic Recovery Plan.

5.   Administrator Code of Conduct Workshop.

6.   General Business:

a.   Future meetings.

b.   VLGA and MAV Membership.

Nil Disclosures

Meeting with Danielle Green, Member for Yan Yean

22 December 2020

Lydia Wilson

(Chair)

 

CEO

1.   Advocacy priorities for City of Whittlesea in the Yan Yean electorate.

Nil Disclosures

Council Briefing

11 January 2021

Lydia Wilson

(Chair)

The Hon Bruce Billson

(Administrator)

Peita Duncan

(Administrator)

CEO

DCCW

DCIE

DCPD

DCSP

EMCA

EO

CSPED

MPUD

PGA

TLPRD

TLPS

1.   Administrator/Councillor Gift and Benefits Policy.

2.   Administrator and Councillor Code of Conduct 2021.

3.   Green Wedge and Agricultural Land Review Submission.

4.   Laurimar 1C – Street Tree Renewal Project.

5.   General Business:

a.   COVID-19 Update.

b.   Community Consultation.

c.   Melbourne Polytech.

d.   City Tour.

e.   Peter Hopper Lake.

f.    Council Chamber Refurbishment.

g.   Honour Board in the Council Chamber.

h.   Council Municipal Arts Collection.

i.    Review of Community Services Policies.

j.    Forward Plan.

Nil Disclosures

City Bus Tour

14 January 2021

Lydia Wilson

(Chair)

The Hon Bruce Billson

(Administrator)

Peita Duncan

(Administrator)

CC

CCC

CEO

CSPEC

DCCW

DCIE

DCPD

DCSP

EMCA

MCCD MLCF

MMP

MPUD

SPPM

TLPRD

 

The Council and relevant Officers attended the following locations within the municipality as part of their first City Bus Tour:

1.  Findon Road, Ferres Boulevard, The Lakes Boulevard Traffic Light Intersection Upgrade.

2.  Westfield Council Offices.

3.  Mill Park Leisure – Mill Park Recreation Reserve and Softball Field.

4.  All Abilities Play Space, Mill Park.

5.  Mill Park Basketball Stadium/Redleap Reserve/Cricket Nets.

6.  Lalor Streetscape Works.

7.  Thomastown Streetscape Works.

8.  Epping Depot.

9.  Manor House Drive Intersection.

10. Harvest Home Pavilion.

11. O’Herns Road.

12. The Guardian Public Art, South Morang.

13. The Great Eastern Way, South Morang.

Nil Disclosures

 

 

 

The table below represents an Index of Officer titles:

Initials

Title of Officer

Initials

Title of Officer

AEMG

Acting Executive Manager Governance – Frank Joyce

MLCF

Manager Leisure & Community Facilities – Benjamin Waterhouse

AMFA

Acting Manager Finance & Assets – Nicole Montague

MMP

Manager Major Projects – Nick Mazzarella

AO

Arborist Operations – Cameron Pepper

MPR

Manager Pandemic Recovery – Steve Ward

CC

Coordinator Corporate Communications – Natalie Corbett

MPUD

Manager Parks & Urban Design – Susan Hecker

CCC

Cultural Collection Coordinator – Sandy Caldow

MSPED

Manager Strategic Planning & Economic Development – George Saisanas

CDOD

Community Development Officer Doreen – Leanne Arnel

PGA

Principal Governance Advisor – Angelo Mamatis

CEO

Chief Executive Officer – Craig Lloyd

POSMO

Parks & Open Space Maintenance Officer – Eliza Perry

CPS

Conservation Projects Supervisor – Narelle Bozinis

PSO

Planning & Strategy Officer – Min Jiang

CSPED

Coordinator Strategy Planning & Economic Development – Liam Wilkinson

TLBS

Team Leader Business Support – Rod Cann

DCCW

Director Community Wellbeing – Kate McCaughey

TLCPI

Team Leader Corporate Planning & Improvement – Robert Kisgen

DCIE

Director Infrastructure & Environment – Debbie Wood

TLE

Team Leader Engagement – Caralene Moloney

DCPD

Director Planning & Development – Justin O’Meara

TLFS

Team Leader Financial Services – Allan Cochrane

DCSP

Director Corporate Services & Performance – Amy Montalti

TLGA

Team Leader Governance Administration – Amanda Marijanovic

DPE

Directorate Projects Executive – Jack Jansen

TLMLF

Team Leader Major Leisure Solutions – Jacinda Hunt

EMCA

Executive Manager Corporate Affairs – Kristi High

TLPRD

Team Leader Public Realm Development – Adrian Napoleone

EMCF

Executive Manager Customer First – Ben Harries

TLPS

Team Leader Policy & Strategy – Denise Turner

EMG

Executive Manager Governance – Frank Joyce

TLSPP

Team Leader Sustainability Policy Program – Fleur Anderson

EO

Executive Officer – Madeleine Knowles

TLTE

Team Leader Transport Engineering – Michael Lamers

EOSFP

Executive Officer Sustainability Flagship Project – Karen Rosenberg

SCEA

Senior Community Engagement Advisor – Luke Hambly

EOSP

Executive Officer Sustainability Planning – Felicity Ayres

SLP

Senior Leisure Planner – Sarah McPhee

ICO

Internal Compliance Officer – David Gauci

SPO

Senior Property Officer – Greg Phippen

LA

Landscape Architect – Alexandra Desmond

SPP

Sustainability Policy Programs Officer – Danelle Ayres

MCP

Manager City Presentation – Anthony Kyrkou

SPPM

Senior Parks Project Manager – Katelin Smith

MCBP

Manager Community Building & Planning – Belgin Besim

SPPO

Social Policy & Project Officer – Helen Jennings

MCCD

Manager Community Cultural Development – Rachel Francis

SWSO

Senior Waste Services Officer – Simone Chetwynd-Brown

Consultation

Consultation has taken place with Council Officer representatives of each of the meetings and committees that qualify as an Informal Meeting of Administrators.

Financial Implications

There are no financial implications as a result of this report.

Policy Strategy and Legislation

Section 9(2)(i) of the Local Government Act 2020 provides that Council must in the performance of its role give effect to the overarching governance principles which includes that the transparency of Council’s decisions, actions and information is to be ensured.

It is a requirement of Chapter 6 of the Governance Rules for Informal Meetings of Administrators records to be reported to Council.

link to strategic risks

Strategic Risk Governance - Ineffective governance of Council’s operations and activities resulting in either a legislative or policy breach

In accordance with Chapter 6 of the Governance Rules Informal Meetings of Administrators will be presented at each monthly Council meeting.

Links to whittlesea 2040 and the CoUNCIL Plan

Goal                                       High Performing Organisation

Key Direction                        More informed Council decisions based on strong advice and community consultation and engagement

The provision of this report is in line with Whittlesea 2040 and the Council Plan by ensuring Council monitors and evaluates all of its operations.

Declarations of Conflicts of Interest

Under Section 130 of the Local Government Act 2020 and Chapter 5.7 of the Governance Rules 2020, officers providing advice to Council are required to disclose any conflict of interest they have in a matter and explain the nature of the conflict.

The Responsible Officer reviewing this report, having made enquiries with relevant members of staff, reports that no disclosable interests have been raised in relation to this report.

CONCLUSION

It is recommended that the report containing details of the business transacted at recent Informal Meetings of Administrators meetings be noted.


 

THAT Council note the records of the Informal Meetings of Administrators to the period ending 14 January 2021 in the table set out in the report.

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolve to adopt the Recommendation.

Carried

   

 


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

7.         Notices of Motion

Nil Reports 

8.         Questions to Officers

NIL 

9.         Urgent Business

NIL 

10.       Reports from Delegates Appointed by Council to Other Bodies

The Acting Chairperson, Peita Duncan invited Administrator Billson to report back to Council on recent meetings he had attended.

 

Firstly, as Administrator Wilson is an apology for this meeting, Administrator Billson provided an update in relation to recent meetings that she had attended:

 

Laurimar Street Tree Removal Project – 7 & 12 December 2020

 

“Our Chair of Council, Administrator Wilson has been very busy attending meetings over the last couple of months.  There were three community consultations that were held that each Administrator took turns in attending regarding the Laurimar Street Tree Removal Project. Administrator Wilson attended two out of the three sessions.” 

 

National Growth Areas Alliance – 8 December 2020

 

“Administrator Wilson also attended the National Growth Areas Alliance Annual Meeting of Member Councils.”

 

Northern Councils Alliance – 10 December 2020

 

“This meeting was part of a Councillor/Administrator induction and update on the Northern Councils Alliance activity.  There was also a focus on the review of the Charter including protocols and also a report on the progress with the city deal proposal for the north and west of Melbourne.”

 

Whittlesea Community Connections Board Meeting – 14 December 2020

 

“Administrator Wilson also attended the board meeting for Whittlesea Community Connections.  The topics covered at this meeting were refugees and people seeking asylum, subcommittee structure and also the calendar for priorities and activities for 2021 which included governance and strategic focus items.”

 

Senior Citizens Club Liaison Meeting – 15 December 2020. 

 

“Administrator Wilson attended a Senior Citizens Club Liaison Meeting on 15 December 2020.”


 

City Bus Tour – 14 January 2021

 

“The City Bus Tour held on 14 January 2021 was extremely useful.  The year 2020 was challenging for Administrators to get out and about in the community, however, we were able to have the first instalment of the City Bus Tour in mid-January 2021.”

 

Annual Community Art Exhibition – 21 January 2021

 

“Administrator Wilson was part of the judging panel for the Annual Community Art Exhibition held on 21 January 2021.”

 

Australia Day Citizenship Ceremonies – 26 January 2021

 

“We conducted two really uplifting citizenship ceremonies on Australia Day with 120 new citizens.  What a delight it was to see people choosing to be part of our nation voluntarily whilst we are lucky winning life’s ‘lotto being’ citizens here.”

 

Whittlesea Community Connections - 27 January 2021

 

“Administrator Wilson also attended a Whittlesea Community Connections meeting.  This was a development session for the Board."

 

After providing an update on Administrator Wilson’s recent meeting attendances, Administrator Billson provided an insight into meetings he had attended:

 

Whittlesea Disability Network – 8 December 2020

 

”I attended this network meeting and items covered included a COVID-19 update from Council, updates from the YMCA and Brotherhood of St Laurence and a reflection on the year that was 2020.  At this meeting, Ms Kate McCaughey, Director Community Wellbeing was also introduced to members.”

 

Yarra Plenty Regional Library Board – 17 December 2020

 

“This meeting comprised of a verbal presentation from the Ivanhoe Branch Manager with CEO’s report, quarterly statistics, some financial information and financial statements.  An examination of community room fees and charges, and the Annual Report for 2019-20 was adopted.  There was also an initial examination of a supplementary agreement for the regional library service, the board code of conduct, information and technology update, fire safety procedure.  The meeting also concerned a comparative analysis of the library services that comes through the Auditor General’s Office, that was really interesting.  We want to increase participation within the municipality with the library service through the lens of that regional service.”

 

Laurimar Street Tree Removal Project – 8 December 2020

 

 “I also attended one of the Laurimar Street Tree Removal Project Consultation Meetings.”

 

City Bus Tour – 14 January 2021

 

“As mentioned earlier when I covered Administrator Wilson’s recent meetings, I also attended the City Bus Tour held on 14 January 2021 which I found to be very informative.”


 

Australia Day Citizenship Ceremonies – 26 January 2021

 

“I also attended the two citizenship ceremonies that were held on Australia Day.”

 

To conclude, Acting Chairperson Administrator Duncan provided a summary of meetings she had recently attended:

 

Laurimar Street Tree Removal Project – 7 December 2020

 

“As Administrator Billson has already noted the three Administrators attended the Laurimar Street Consultation process which was our first in person gathering with the community.  It was quite beneficial for us to attend these sessions in order to listen directly to the community and meet those residents that were affected.  It was very well received.”

 

City Bus Tour – 14 January 2021

 

“Just to expand on this update which Administrator Billson has already provided, we had a day tour with Council officers and the Chief Executive Officer where we went to various locations in Thomastown, Lalor, the Leisure Centre to see how it is progressing and other areas in the community.  I think it’s fair to say for Administrators, the tour was a much better way for us to see exactly what is happening in the community. Obviously COVID-19 prevented us from doing that last year.  We will be doing more this year in terms of getting out and about in the community to meet people.  We met some shop keepers, had some award winning cheese and met the retailers and also to see what facilities are being built and how they are looking at the moment. The City Bus Tour was a very valuable day for Administrators.” 

 

Australia Day Citizenship Ceremonies – 26 January 2021

 

“Finishing off with the two citizenship ceremonies on Australia Day with 120 individuals becoming Australian citizens from over 30 countries, that was rewarding for us to be involved in our first formal ceremony.  We had many MPs in attendance and I thank them as well on behalf of the Administrators and Council.”

 

Council Resolution

Moved:                       Administrator Billson

Seconded:               Administrator Duncan

 

THAT Council resolve to note the Delegate’s reports.

Carried

 

 


UNCONFIRMEDScheduled Council Meeting Minutes                                             Tuesday 2 February 2021

 

11.       Confidential Business

11.1     Connected Communities

Nil Reports

11.2     Liveable Neighbourhoods

Nil Reports

11.3     Strong Local Economy

Nil Reports

11.4     Sustainable Environment

Nil Reports

11.5     High Performing Organisation

Nil Reports

11.6     Notices of Motion

Nil Reports

12.       Closure

DELETE THE CLOSURE TEXT NOT REQUIRED

THERE BEING NO FURTHER BUSINESS THE ACTING CHAIRPERSON CLOSED THE MEETING AT 7.25 PM.

 

CONFIRMED THIS 1ST DAY OF MARCH 2021.

 

 

 

___________________________

PEITA DUNCAN

ACTING CHAIRPERSON OF COUNCIL



[1] Department of Health & Human Services (2001) Environments for Health

[2] Emergency Management Victoria (2019) Resilient Recovery Strategy