Councillor Kit 2012

Councillor Kit 2012 Information guide for newly elected City of Port Phillip Councillors

G o v e r n a n c e I n f o r m at i o n

G e n e r a l I n f o r m at i o n

S e rv ic e S n a ps h ot s

Strengthening the Community

M a j o r C A P I TAL P r o j e c t s

C u r r e n t I ss u e s

C o u n ci l l o r S u pp o rt I n f o r m at i o n

L o c a l G o v e r n m e n t P e a k O r g a n is at i o n s

Lis t o f Ac ro n y m s 2

City of Port Phillip Councillor Kit 2012

Governance Information

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A guide to this section

W h at i s g o od gov e r n a n c e?

Governance – a definition Good governance in the local government sector Good governance and the community

Rol e a n d fu n c t ion S of C ou n c i l Introduction Council decisions required by the Act Council meetings cycle Council meetings procedures The role of Council and the organisation

Rol e a n d fu n c t ion s of a C o u n c i l l or Introduction Councillor conduct Disclosure of confidential information Conflict of interest Register of interests Gifts and donations

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City of Port Phillip Councillor Kit 2012

Governance A Guide to t h i s SE C TION The Governance section of this kit is not a comprehensive guide to the responsibilities of local government and the role of elected representatives, but rather an overview of the important elements Councillors need to be aware of in the immediate to short term.

The proposed transition timetable has been designed to assist Councillors with most of the elements contained within this kit.

Further information can also be found at the following websites: • Local Government Victoria www.dpcd.vic.gov.au/localgovernment • Municipal Association of Victoria www.mav.asn.au • Victorian Local Governance Association

www.vlga.org.au

What is good governance?

Gov e r n a n c e – a def i n i t ion Governance is a broad concept that institutions (public and private), organisations and individuals have used to explore the question of how best to govern.

The ‘Good Governance Guide’ (2012) produced by the Municipal Association of Victoria (MAV), Victorian Local Governance Association (VLGA) Local Government Victoria (LGV) and Local Government Professionals (LGPro) defines good governance as: “The processes for making and implementing decisions. It’s not about making ‘correct’ decisions, but about the best possible process for making those decisions. Good decision-making processes, and therefore good governance, share several characteristics. All have a positive effect on various aspects of local government including consultation policies and practices, meeting procedures, service quality protocols, councillor and officer conduct, role clarification and good working relationships.”

Good governance is: accountable transparent follows the rule of law responsive equitable and inclusive effective and efficient participatory.

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G o od g ov e r n a n c e i n t h e l o ca l g ov e r n me n t s e c tor Good governance in the local government sector can make a significant contribution to improving community life. High standards of public accountability are evident when local governments practise good governance.

“Good governance is important for several reasons. It not only gives the local community confidence in its council, but improves the faith that elected members and officers have in their own local government and its decision-making processes.

It also leads to better decisions, helps local government meet its legislative responsibilities and importantly provides an ethical basis for governance.”

A good council is one that characteristically governs by engaging the community, and from a legal and ethical basis. It makes decisions with the best information available in an open and transparent manner and in consideration of the interests of the whole of the municipality.

According to the ‘Good Governance Guide’ (2012), good governance: promotes community confidence encourages elected members and council officers to be confident leads to better decisions helps local government meet its legislative responsibilities supports ethical decision making.

Local governments are dealing with a complex mix of roles and responsibilities that include asset management, sustainability, service delivery, advocacy, community engagement, partnerships and regulation, within a context of high expectations.

The organisation looks forward to discussing with Councillors your own interests, expectations and experiences of governance and how you wish to best represent the City of Port Phillip community, as part of Council’s transition timetable.

The full version of the ‘Good Governance Guide’ (2012) provides further background on this subject, and is available at www.goodgovernanceguide.org.au

G o od g ov e r n a n c e a n d t h e c ommu n i t y

What is meant by ‘community’?

‘Community’ is a broadly used term. In the City of Port Phillip municipality the population consists of a large number of communities, such as the business and resident communities, and even expands to the four million visitors to the City of Port Phillip each year.

These can be further defined by subsets of communities, such as disadvantaged communities, ageing communities and arts and cultural communities. Local communities can also be defined by geographical area.

Although diversity is seen as strength for Port Phillip, often such diverse communities do not share the same aspirations, goals and interests. One of the challenges - particularly for local government, which defines itself as being closest to the ‘community’ - is how to govern so that different and often competing interests are recognised, addressed and managed.

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City of Port Phillip Councillor Kit 2012

Community engagement Local governments have an important role in building strong communities.

A community that is engaged and involved is more likely to have trust and confidence in Council. Staff can support Council on a range of practices to help Council inform, consult and collaborate with the community.

The organisation has developed an internal communications and engagement strategy to strengthen staff capacity and assist Council in engaging with the community, drawn on learning from our own and other councils’ experiences, as well as best practice frameworks, including the International Association for Public Participation Australasia (IAP2).

Staff look forward to supporting Council through discussions around how they wish to engage the community in their decision making throughout this Council’s term.

Community leadership Community leadership is an important role of Council.

Council may chose to advocate to local and state government on progressive policies to ensure the aspirations of future communities. At certain times, the interests of a local community may need to be balanced with the broader community interests. For example, Council, in considering the impacts of changing traffic management to suit the needs of a local community may shift the problem to another local area. Decisions need to be taken in a broader context.

In these types of situations Council’s role can also be characterised by processes that ensure information, explanations and consultation are provided to ensure Council remains accountable to the community.

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Role and functions of Council The role of Council as prescribed in Part 1, Section 3 of the Local Government Act 1989 clearly states that the purpose of local government is to “provide a system under which councils perform the functions and exercise the powers conferred by or under the [Local Government Act 1989] and any other Act for the peace, order and good government of their municipal districts.”

An extract from the Local Government Charter which prescribes the objectives, role and functions of a Council, is included in Attachment 1.

To consider the issues of good governance in local government, it is also necessary to consider the varied roles of Council. These roles are fundamental to the function of a Council, and highlight the often complex nature of Council. Table 1 (below) illustrates the various roles of Council.

Tabl e 1: VA RIOUS ROLES OF C OUN C IL Role

Counci l wil l

Example

Leader

Lead by example

Take a leadership role in the adoption of sustainable procurement

Service Provider Fully or partially fund service

Ensure the maintenance of existing trees on boulevards

Partner

Contribute funds or other resources Support local businesses by developing actions plans in partnership with others to ensure viable strip shopping precincts

Facilitator

Bring stakeholders together

Work with other organisations to continue to deliver and support Council’s youth services and facilities

Regulator

Take direct legal responsibility

Administer local laws (i.e. activities permitted on roads and Council land)

Advocate

Proactively make representations

Advocate for the recognition of community action in reducing carbon emissions

C o u n c il de c i s ion s r e q u i r e d b y t h e Ac t There are a range of decisions and reviews required under the Local Government Act. 1989 Some of the decisions Council is required to make are:

elect the Mayor appoint a Chief Executive Officer develop and adopt a four-year Council Plan and Strategic Resource Plan review all Council delegations to staff and special committees establish and maintain a budget and reporting framework review the Councillor Code of Conduct review Councillor allowances declare rates and charges review the Procurement Policy review the Chief Executive Officer’s performance.

The election of Mayor is the first decision that Council will have to make. This has to occur at a Council meeting. There is the option of electing the mayor for two years; to do this requires a resolution to be passed at the beginning of the meeting.

The list of decisions is included in the proposed Council Induction Timetable, to provide Council with opportunities to further consider and discuss these requirements of the Local Government Act 1989.

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City of Port Phillip Councillor Kit 2012

C oun c il me e t i n gs c yc l e The City of Port Phillip is consistent with other municipal councils in its meeting cycle. The current meeting cycle includes; Ordinary Council meetings held at 6 pm on the second and fourth Tuesdays of the month Statutory Planning Committee meetings held at 6 pm on the third Tuesday of the month Councillor briefings being held weekly on Tuesday mornings, from 9.30 am - 12.30 pm.

Council meetings are rotated between the St Kilda, South Melbourne and Port Melbourne Town Halls.

The organisation will seek feedback early in the transition period as to whether Council wishes to continue this cycle of meetings or make amendments. The Interim CEO can advise on what cycle may best meet Council’s business needs. The Local Government Act 1989 requires that the cycle of Council meeting dates be set by the Council through a formal Council resolution. Council generally adopts its Council meeting timetable prior to the new year cycle (i.e. in December).

C oun c il me e t i n g pro c e du r e s The organisation will assist Councillors in becoming familiar with Council meeting procedures. Time has been allocated in the Council Induction Timetable to facilitate a mock Council meeting and Statutory Planning meeting prior to the first normal meeting of Council.

Council reports The Council Report is the formal means by which the organisation provides advice, relevant data on issues, and options that enable Council to consider the matter at hand in order to make a decision.

The content of reports aims to give factual information, be accurate and unbiased, cover the range of policy, financial and other implications, and state the consultative processes that have occurred or intend to occur.

The City of Port Phillip Ordinary Council Report and Statutory Planning Report templates are provided in Attachment 2.

Council briefings Councillors can have complex issues to consider in making decisions. Complex issues often require more extensive advice processes which may culminate into the preparation of a formal Council report. A key feature of these processes is Council briefings. In these sessions Councillors are given detailed briefings – oral and written – that provide them with an opportunity to discuss these issues with staff in an open and frank manner.

Importantly, Councillors do not commit to formal decisions at Council briefings.

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T he rol e of C oun c i l a n d t h e Org a n i s at ion

Council’s responsibilities and powers A council is elected to provide leadership to ensure peace, order and good governance of the municipal district and the local community (refer Section 3D(1) of the Local Government Act 1989).

The Council exercises responsibilities and powers through formal resolutions at a Council meeting.

Responsibilities and powers of the Council can also be delegated to staff or to special committees.

The Council’s focus should be high-level, strategic and policy oriented, not operational.

The Council is responsible for the appointment of a permanent CEO.

CEO’s responsibilities and powers Some specific responsibilities and functions are vested in the CEO. These include staffing, organisational structure and day-to-day management of operations.

The CEO is responsible for implementing Council decisions.

For the prescribed roles and responsibilities, refer to extract from the Local Government Act 1989 at www.austlii.edu.au

Roles and relationships The organisation understands that effective relationships are at the core of achieving a culture of good governance, and continues to be focused on building an organisational culture that values teams and people working together to deliver on Council’s directions.

While there is a separation of powers between Council and the CEO, a ‘good’ Council and a ‘good’ organisation is where there is a clear understanding of Council’s interests and a shared willingness to work together to achieve outcomes for the community.

The Executive Management Team has proposed a two-day facilitated workshop with Councillors on 1 and 2 November 2012 to get to know the Councillors and understand their interests early on, and to further explore how the Executive Management Team can best support and work with Council.

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City of Port Phillip Councillor Kit 2012

Role and functions of a Councillor C oun c il l or c on du c t Council is required by the Local Government Act 1989 to have a Councillor Code of Conduct that must be reviewed within 12 months of the general election. Codes of Conduct are strongly supported in the Australian Standard of Governance Principles as a means of fostering good governance. The Act states that the Code: must include the mandated Councillor conduct principles (primary principles) may set out processes for the purpose of resolving an internal dispute between Councillors may include any other matters (e.g. matters relating to Councillor / officer relationships).

The primary principles are based on acting with integrity and impartiality, not seeking to advantage or disadvantage any person and misuse of position. The City of Port Phillip’s Councillor Code of Conduct Policy is detailed in full in Attachment 3.

Di s cl o s ur e of c on f i de n t i a l i n f or m at ion Section 77(1) of the Local Government Act 1989 provides that: “A person who is, or has been, a Councillor or a member of a special committee, must not release information that the person knows, or should reasonably know, is confidential information.”

Councillors who breach this provision can be subject to determination by a Councillor Conduct Panel, which has a range of sanctions available to it.

The Local Government Act 1989 deems information to be formally confidential in three circumstances: 1. if it is provided at a closed Council or special committee meeting (and there is no resolution that the information is not confidential) 2. if there has been a specific resolution of Council or a special committee to declare the information confidential under Section 89(2) of the Local Government Act 1989 3. if it is designated by the Chief Executive Officer as confidential (unless Council has formally resolved that the information is not confidential).

Note that the Chief Executive Officer’s designation of material as confidential expires after 50 days (unless it is then deemed confidential due to actions at 1 or 2 above).

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C on fl ict of i n t e r e s t Local Government Conflict of Interest policies changed in early 2008. In summary the provisions of the Local Government Act 1989: define the circumstances in which a councillor must declare a conflict of interest require that any councillor with a conflict of interest not be present or vote on the topic set up principles of conduct and sanctions for misconduct (as noted in 4.3) set up Councillor Conduct Panels to hold a hearing and determine allegations of misconduct (VCAT makes determinations in some instances) set up sanctions for misconduct including disqualification from being a councillor, and disqualification from being Mayor Conflict of interest can be either a direct or an indirect interest. A direct interest is where there is likelihood that the Councillor’s circumstances (benefits, obligations or opportunities) would be directly altered if the matter is decided in a particular way. An indirect interest can be defined through a close association, an indirect financial interest, conflicting duties, receipt of applicable gift, becoming an interested party or impact on residential amenity.

R e gi s t e r of i n t e r e s t s Under the Local Government Act 1989, Councillors must register their interests, and disclose and declare any conflicts of interest (direct, indirect or personal).

Councillors must lodge interest returns in which they disclose information about their personal circumstances, to be held on the Register of Interests. This register is required to be maintained by the Chief Executive Officer.

The reason for having to lodge interest returns is to ensure public transparency. It also serves as a reminder of individual obligations to avoid conflict of interest.

Two types of interest returns are required to be lodged under Section 81(1) of the Local Government Act 1989: 1) Primary Returns, which must be lodged after taking office

2) Ordinary Returns, which must be lodged twice yearly after being elected to office (between 30 June and 9 August, and 31 December and 9 February).

Details of all registrable interests need to be given to the Chief Executive Officer. This must occur within 30 days of the election or within seven days of making the oath of office of a Councillor, whichever date occurs later. If interests are not submitted Councillors can be penalised 60 units, which is equivalent to $7,328.40.

Primary and Ordinary Return forms are provided as Attachment 4. The Manager of Governance and Engagement can assist Councillors with completing these forms if required.

It is important to understand that information disclosed in a return is not always the same as a conflict of interest. There are circumstances where a person has a conflict of interest even though it is not recorded as a Primary or Ordinary Return.

The Council Induction Timetable includes some time in Council briefings on Wednesday 7 November to discuss case studies, provide opportunities for questions and share more information on this topic.

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City of Port Phillip Councillor Kit 2012

Gif t s a n d d on at ion s Councillors must declare all gifts of $500 and above when they submit their Ordinary Return (except where the gift is from a relative or received as hospitality at an event or function attended in an official capacity as the Mayor, a Councillor, or a member of a special committee).

Anonymous gifts cannot be accepted Councillors (or someone acting on behalf of Councillors) cannot accept gifts of value over $500 made to or for the benefit of the Councillor, unless: the name and address of the person giving the gift are known to the person receiving the gift; or the person giving the gift also provides their name and address to the person receiving the gift.

Election campaign donations After the election, all candidates must submit a list of all election campaign donations they have received over the preceding (approximately) four years that are of a value of $500 or more.

Election campaign donations are defined as any cash or non-cash gifts received from a person or an association during that period that have been ‘used for or in connection with the election campaign’, the value of which equals or exceeds $500. Two or more gifts from the same person are counted as one gift, so two gifts of $250 each would still need to be declared.

Candidates do not have to declare gifts if those gifts were ‘made in a private capacity to the candidate for the candidate’s personal use and the candidate has not used, and will not use, the gift solely or substantially for a purpose related to the election’ Local Government Act 1989.

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Governance Kit 2012 Attachments Attachment 1 Local Government Charter Attachment 2 Ordinary Council Report template Statutory Planning Report template Attachment 3

Councillor Code of Conduct Policy

Attachment 4 Primary and Ordinary Return forms

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City of Port Phillip Councillor Kit 2012

Attachment 1 Local Government Charter

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  

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  

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  

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 

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  



 

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  

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 

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    17

Attachment 1 Local Government Charter

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  

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   

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  

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  

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  

 

   

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  

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  

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  

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  

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  

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 

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   

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  

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    

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     

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   

18

City of Port Phillip Councillor Kit 2012

Attachment 2 Ordinary Council Report template

MEETING TYPE DATE OF MEETING 1

BRIEF STATEMENT IDENTIFYING THE SUBJECT OF THE REPORT

address / location:

ADDRESS / LOCATION that the report deals with, otherwise ‘whole of municipality’ is the default

GENERAL MANAGER:

NAME, division

PREPARED BY:

NAME, TITLE

file no.:

TRIM FILE NO. INSERTED WHEN SAVED

attachments:

ATTACHMENTS MUST BE TRIMMED PRIOR TO ATTACHING

PURPOSE Maximum 4 lines (this compulsory field is required for the minutes).

1.

EXECUTIVE SUMMARY 1.1

Summarise the report, outlining the main issues and clarify why the report is being presented to Council.

1.1.1

2.

RECOMMENDATION That Council: 2.1

State explicitly what the recommendation is. Do not use abbreviations or acronyms.

Legislation requires that resolutions made by the Council must be clearly expressed and self explanatory and need to be able to stand alone separate to the report.

2.1.1

2.2 2.2.1 3.

19

Attachment 2 Ordinary Council Report template

4.

BACKGROUND AND CONTEXT 1.1

Briefly outline the history to date. Provide enough information to help Councillors understand past events and how they relate to the current situation.

3.1.1

1.2 1.1.1 3 CONSULTATION AND STAKEHOLDERS 4.1

List external parties and parts of the organization that have been consulted with and the outcomes of those consultations (ie, support or not support initiative or plan).

Indicate nature of consultation already undertaken and / or planned.

1.1.1

4.2 1.1.1 4.

DISCUSSION 5.1 OPTIONS 1.1.1 Clearly identify a preferred course of action that is supported by information in the report. Identify alternative options to respond to the issues. If there is only one viable option, say so and say why.

1.1.2 1.2 ALIGNMENT TO COUNCIL PLAN 1.2.1 Clearly explain how this report aligns with the 4 key directions in the adopted Council Plan: 1 - Engaging and governing the City. 2 - Taking action on climate change. 3 - Strengthening our diverse and inclusive community. 4 – Enhancing liveability.

1.2.2 1.3

20

City of Port Phillip Councillor Kit 2012

Attachment 2 Ordinary Council Report template

1.4

POLICY IMPLICATIONS 1.4.1 For the preferred option and alternative options, detail any Council policy that is related to the subject of the report. Is this proposal driven by existing council policy? Is there a policy gap which this report intends to address? Is there a need to repeal or amend existing policy to avoid contradictions? Is the proposed recommendation or options likely to set a precedent?

1.4.2

1.5

FINANCE / RESOURCE IMPLICATIONS 1.1.1 For the preferred option and alternative options, indicate what the costs are to the Council, whether these are covered in the current year’s budget or being requested for the future. If applicable, provide a financial analysis and/or cost implications.

1.1.2

1.4 LEGAL & RISK IMPLICATIONS 1.4.4 For the preferred option and alternative options, list any possible risks to the Council that have not been covered elsewhere. The risks associated with the option/s might be legal, financial, political, social or impact on our reputation.

List all relevant legislative restrictions. Where applicable summarise the human rights compatibility assessment you have done for this topic.

1.4.5 1.5 SUSTAINABILITY 1.5.4 Please refer to the User Manual: Sustainability considerations for Council Reports and address the key questions outlined in that section.

5. IMPLEMENTATION STRATEGY 1.1 TIMELINE 1.1.1 Show how the recommended option will be implemented. Identify and outline who will be involved, the proposed steps, timeframes.

1.1.2

21

Attachment 2 Ordinary Council Report template

1.2 COMMUNICATION 1.2.1 Show how this decision will be communicated, and list key messages.

1.2.2 7.

OFFICER DIRECT OR INDIRECT INTEREST

(Please delete one of the following statements, as applicable to your circumstance):

7.1

No officers involved in the preparation of this report have any direct or indirect interest in the matter.

or

The officers involved in the preparation of this report have the following (direct / indirect delete where not applicable) interest in the matter. Please describe the type of interest.

22

City of Port Phillip Councillor Kit 2012

Attachment 2

Statutory Planning Report template

Statutory Planning Committee (edit date) location/address: RESPONSIBLE Manager: Author: TRIM file no.: ATTACHMENTS: Ward: Trigger for determination

BY Committee: ApplicATION NO: Applicant: Existing use: Abutting uses: Zoning: Overlays: Statutory time remaining for decision as at day of council

TRIM FILE NO. inserted when saved ATTACHMENTS MUST BE TRIMMED PRIOR TO ATTACHING text> text> text> text> text> text> text> text> text>

PROPOSAL Maximum 4 lines (this compulsory field is required for the minutes). details here‌> 1.

EXECUTIVE SUMMARYSummarise the report, outlining the main issues and clarify why the report

is being presented to Council.

1.1

text>

KEY ISSUES

1. text>

2.

RELEVANT BACKGROUND Delete irrelevant paragraph.

The following relevant applications have previously been considered for the subject site: Only include those applications that are relevant to or inform the current application.

Application No.

Proposal

Decision

Date of Decision

23

Attachment 2

Statutory Planning Report template

OR

There is no relevant history or background for this application.

3.

PROPOSAL 3.1

4.

SUBJECT SITE AND SURROUNDS 1.1

5.

text>

text>

Permit Triggers The following zone and overlay controls apply to the site, with planning permission required as described.

Zone or Overlay

Why is a permit required?

Clause 32.01 Residential 1 Zone Clause 43.02 Design and Development Overlay Schedule number> Clause 43.01 Heritage Overlay Clause 44.05 Special Building Overlay Clause 52.06 Car Parking Clause 52.34 Bicycle Facilities Add as necessary

6.

PLANNING SCHEME PROVISIONS 6.1

State Planning Policy Frameworks (SPPF) The following State Planning Policies are relevant to this application: Delete as necessary

Clause 21.03 Ecologically Sustainable Development, including Clause 21.03-1

Environmentally Sustainable Land Use and Development

Clause 21.03-2

Sustainable Transport

Clause 21.04 Land Use, including

24

Clause 21.04-1

Housing and Accommodation

Clause 21.04-2

Activity Centres

City of Port Phillip Councillor Kit 2012

Attachment 1 - Local Government Charter Clause 21.04-3

Office and Mixed Activity Areas

Clause 21.04-4

Industry

Clause 21.04-5

Public Open Space and Foreshore

Clause 21.04-6

Tourism and the Arts

Clause 21.04-7

Subdivision

Clause 21.04-8

Social Impact Assessments

Clause 21.05 Built Form, including Clause 21.05-1

Heritage

Clause 21.05-2

Urban Structure and Character

Clause 21.05-3

Urban Design and the Public Realm

Clause 21.05-4

Physical Infrastructure

Clause 21.06 Neighbourhoods, including

6.2

Clause 21.06-1

East St Kilda and Balaclava

Clause 21.06-2

Elwood and Ripponlea

Clause 21.06-3

Middle Park and Albert Park

Clause 21.06-4

Port Melbourne and Garden City

Clause 21.06-5

South Melbourne

Clause 21.06-6

St Kilda

Clause 21.06-7

St Kilda Road and Queens Road

Local Planning Policy Framework (LPPF) The following local planning policies are relevant to this application: Delete as necessary

Clause 22.01 Non-residential uses in the residential zone Clause 22.02 Backpackers’ Lodges Clause 22.03 Caretakers’ Houses in Industrial and Business Zones Clause 22.04 Heritage Policy Clause 22.05 Subdivision Policy Clause 22.06 Urban Design Policy for Non - Residential Development and Multi - Unit Residential Development Clause 22.07 Gaming Clause 22.08 Outdoor Advertising Policy Clause 22.09 St Kilda Foreshore Area Policy

25

Attachment 2

Statutory Planning Report template

6.3

Other relevant provisions text>

6.4

Relevant Planning Scheme Amendment/s text>

7.

REFERRALS 7.1

Internal referrals The application was referred to the following areas of Council for comment. The comments are discussed in detail in Section 9.

Delete as necessary

 Heritage & Urban Design  Traffic & Parking Management  Building  Sustainable Design  Property Services 7.2

External referrals Delete irrelevant paragraph.

Referral Authority Melbourne Water

Response No objection subject to conditions/ objection summarised.

Conditions Refer conditions

relevant condition numbers>

OR

The application was not required to be externally referred.

8.

PUBLIC NOTIFICATION/OBJECTIONS 8.1

It was determined that the proposal may result in material detriment therefore Council gave notice of the proposal by ordinary mail to the owners and occupiers of surrounding properties ( how many letters> letters) and directed that the applicant give notice of the proposal by posting how many notices> notice(s) on the site for a 14 day period, in accordance with Section 52 of the Planning and Environment Act 1987.

8.2

The application has received how many objections> objections. The key concerns raised are summarised below (officer comment will follow in italics where the concern will not be addressed in Section 9):  objections (include responses to non-planning issues in italics)>

8.3

26

A consultation meeting was held on date> which was attended by….

City of Port Phillip Councillor Kit 2012

9.

10.

OFFICER’S ASSESSMENT 9.1

Local Policy text>

9.2

Amenity – Clause 54/55 (Rescode) The proposed development satisfies the compliant standards ie street set back, building height etc> standards of Rescode. Variations have been sought and could be granted in relation to non compliant standards> as follows: standards and discuss why variations can be supported> Eg Street setback text> Building Height text>

COVENANTS The applicant has completed a restrictive covenant declaration form declaring that there is no restrictive covenant on the titles for the subject site known as Lot of Plan of Subdivision [Parent Title Volume Folio ].

11.

OFFICER DIRECT OR INDIRECT INTEREST 11.1

12.

13.

No officers involved in the preparation of this report have any direct or indirect interest in the matter.

OPTIONS 12.1

Approve as recommended

12.2

Approve with changed or additional conditions

12.3

Refuse - on key issues

CONCLUSION 13.1

text>

1.RECOMMENDATION - OF DECISION / REFUSAL (Enter text)…> Delete one 1.1

That the Responsible Authority, having caused the application to be advertised and having received and noted the objections, issue a Notice of Decision to Grant a Permit / Notice of Refusal Delete one

1.2

That a Notice of Decision to Grant a Permit be issued for purpose> at address>

1.3

That the decision be issued as follows: Conditions with numbers and headings in bold

1

Heading>

2

Heading>

3

Heading>

27

Attachment 3 - Councillor Code of Conduct

COUNCIL POLICY

Councillor Code of Conduct Responsible Officer: Manager Governance & Risk Management Authorising Officer:

1.

TRIM folder: 18/04/61 Approval date: 14/09/2009 Approved by: Council Review Date

By Nov 2013 Expiry Date Nov 2013 Version No 1 Chief Executive Officer

PURPOSE

The Code is designed to facilitate the effective functioning of the Council and Councillors.

This Code incorporates the statutory requirements specified for a Councillor Code of Conduct in accordance with section 76C of the Local Government Act 1989 (see clause 3 of this Code).

2. INTRODUCTION

The Councillors of the Port Phillip Council are committed to working together in the best interests of the people within the municipality and to discharging their responsibilities to the best of their skill and judgement.

The Councillors commit to working together constructively to enable them to achieve the best outcomes for the local community having regard to the long term and cumulative effects of their decisions.

The direction for the Port Phillip Council is set by the elected Council, through the Council Plan and Council policy. Councillors will work constructively with the Chief Executive Officer, who is responsible for staffing matters and who will ensure appropriate protocols are in place for communications between Councillors and staff.

3. COUNCILLOR PRIMARY & GENERAL CONDUCT PRINCIPLES In carrying out the role of a Councillor, Councillors will: a.

act with integrity;

b.

impartially exercise his or her responsibilities in the interests of the local community;

c.

not improperly seek to confer an advantage or disadvantage to any person;

d.

avoid conflicts between his or her public duties as a Councillor and his or her personal interests and obligations;

e.

act honestly and avoid statements (whether oral or in writing) or actions that will or are likely to mislead or deceive a person;

f.

treat all persons with respect and have due regard to the opinions, beliefs, rights and responsibilities of other Councillors, council officers and other persons;

g.

exercise reasonable care and diligence and submit himself or herself to the lawful scrutiny that is appropriate to his or her office;

h.

endeavour to ensure that public resources are used prudently and solely in the public interest;

i.

act lawfully and in accordance with the trust placed in him or her as elected representatives;

j.

support and promote these principles by leadership and example and act in a way that secures and preserves public confidence in the office of Councillor.

28

City of Port Phillip Councillor Kit 2012

These principles describe the standards that the community has a right to expect of its Councillors.

4. DISPUTE RESOLUTION PROCEDURES

a. The guiding principle of the dispute resolution procedure is that every Councillor has the right to be heard. b.

Before commencing any formal dispute resolution process, the Councillors who are parties to any disagreement will endeavour to resolve their differences in a courteous and respectful manner, recognising that they have been elected to represent the best interests of the community.

c.

Any grievance that cannot be resolved by the parties is to be brought before the Mayor or where the Mayor is involved in the dispute, the Deputy Mayor, to attempt to resolve the grievance.

e.

If a mediator is appointed, all Councillors agree to cooperate with the dispute resolution process and use their best endeavours to assist the mediator when requested.

g.

A Council by resolution, or a Councillor, or group of Councillors can apply for a Councillor Conduct Panel to be established in accordance with the requirements of the Act.

d.

Where a matter cannot be resolved following the processes outlined in (b) and (c) above, the Chief Executive Officer may appoint an independent mediator to attempt to resolve the grievance.

f.

In the event that a dispute cannot be resolved through the application of these processes, it may be referred to a Councillor Conduct Panel.

h.

The dispute resolution procedure is not intended to resolve differences in policy or decision making, which are appropriately resolved through debate and voting in the Council and committee meetings.

5. SCOPE

This policy applies to the Councillors of the Port Phillip Council.

6. REFERENCES

• Local Government Act 1989

7. DEFINITIONS

• “Act” means the Local Government Act 1989.

• “Code” means this policy adopted by the Council and that is still current.

• “Independent mediator” means a person qualified to act as a mediator and who is recommended by the Law Institute of Victoria, the Municipal Association of Victoria or the Victorian Local Governance Association.

8. ATTACHMENTS Nil

29

Attachment 4 – Primary and Ordinary Return forms

Ordinary Return Notes—Please Read: (1) Interests which you are required to register are prescribed in section 81(7) of the Local Government Act 1989.

(2) If there is not sufficient space on this form for all of the information you are required to register, you may attach additional papers for that purpose. Each paper is to be signed, dated and witnessed in the same manner as this return.

(3) Answer all questions and ensure your answers are clear and legible.

Person Completing Return

Council

Family name Given names

Name of Council Name of Ward (if applicable) Position held

Insert details of the Registrable Interests held during the return period*: 1. The name of any company or other body corporate or unincorporate in which you held an office as a director or otherwise. −

−

−

−

2. The name or description of any company or body in which you hold or have held a beneficial interest unless the total value of the interest does or did not exceed $10,000 and the total value of issued shares of the company or body exceeds $10 million.

3. The address or description of any land in the municipal district of the Council or in a municipal district which adjoins that municipal district in which you had any beneficial interest other than by way of security for any debt.

4. A concise description of any trust in which you held a beneficial interest or of which you are a trustee and in which a member of your family** held a beneficial interest.

5. Particulars of any gift of or above the amount or value of $500 received by you, either directly or indirectly, other than: -

a gift received from a person who is a relative*** of yours; or

-

a gift received as hospitality at an event or function you attended in an official capacity as the Mayor, a Councillor, a member of Council staff or a member of a special committee.

−

−

6. Any other substantial interest (whether of a pecuniary nature or not) held by you or a member of your family of which you are aware and which you consider might appear to raise a material conflict between your private interest and your public duty as a Councillor, member of a special committee or nominated officer.

……………………………………........

…………./…………/………..

Signature of person making return

Date

……………………………………….....

……………………………………….....

Signature of witness

Name of witness

*A reference to return period has the same meaning as return period has in section 81 of the Act. **A reference to family has the same meaning as family member has in section 78 of the Act. *** A reference to relative has the same meaning as relative has in section 78 of the Act.

30

City of Port Phillip Councillor Kit 2012

Attachment 4 – Primary and Ordinary Return forms

Register of Interests Local Government Act 1989, Section 81(5)

Local Government (General) Regulations 2004, Regulation 7

Primary Return Notes—Please Read: (1) Interests which you are required to register are prescribed in section 81(7) of the Local Government Act 1989.

(2) If there is not sufficient space on this form for all of the information you are required to register, you may attach additional papers for that purpose. Each paper is to be signed, dated and witnessed in the same manner as this return.

(3) Answer all questions and ensure your answers are clear and legible.

Person Completing Return Family name Given names Council Name of Council Name of Ward (if applicable) Position held

Insert details of the Registrable Interests held during the return period*: 1. The name of any company or other body corporate or unincorporate in which you held an office as a director or otherwise. −

2. The name or description of any company or body in which you hold or have held a beneficial interest unless the total value of the interest does or did not exceed $10,000 and the total value of issued shares of the company or body exceeds $10 million. −

3. The address or description of any land in the municipal district of the Council or in a municipal district which adjoins that municipal district in which you had any beneficial interest other than by way of security for any debt. −

4. A concise description of any trust in which you held a beneficial interest or of which you are a trustee and in which a member of your family** held a beneficial interest. −

5. Any other substantial interest (whether of a pecuniary nature or not) held by you or a member of your family of which you are aware and which you consider might appear to raise a material conflict between your private interest and your public duty as a Councillor, member of a special committee or nominated officer. −

……………………………………........

…………./…………/………..

Signature of person making return

Date

……………………………………….....

……………………………………….....

Signature of witness

Name of witness

***A reference to family has the same meaning as family member has in section 78 of the Act

31

General Information

33

Council offices Enquiry counter and cashier for paying rates and fees St Kilda Town Hall Monday – Friday

8.30 am – 5 pm

South Melbourne Town Hall Monday – Friday

208 Bank Street, South Melbourne

8.30 am – 5 pm

Port Melbourne Town Hall Monday – Friday

Corner Carlisle Street and Brighton Road, St Kilda

333 Bay Street, Port Melbourne

8.30 am – 5 pm

Postal Address

City of Port Phillip

Private Bag 3, PO St Kilda,VIC 3182

Call centre Monday – Friday

8 am – 5.30 pm

General enquiries

03 9209 6777

Rates 03 9209 6777 Planning

03 9209 6424

Building

03 9209 6253

Parking fines

03 9611 7660

Waste management

03 9209 6533

Facsimile

03 9536 2722

Email assist@portphillip.vic.gov.au Website www.portphillip.vic.gov.au

34

City of Port Phillip Councillor Kit 2012

About Port Phillip Located on the northern shore of Port Phillip Bay, south of Melbourne’s city centre, the City of Port Phillip is known for its urban village feel, strip-shopping, tree-lined streets and artistic expression. Nearly 100,000 people live in Port Phillip and the city attracts approximately four million visitors each year.

The character of the city is marked by a richness of diversity, and hosts many celebrated and innovative cultural events, parks, open spaces, recreational facilities, restaurants, entertainment venues and 12 kilometres of sweeping foreshore for people to enjoy.

Port Phillip is home to the major village precincts of Bay Street (Port Melbourne), Clarendon Street (South Melbourne), Fitzroy and Acland streets (St Kilda) and Carlisle Street (Balaclava). Each has its own character and cultural expression.

Significant employment areas also sit within Port Phillip, including the St Kilda Road office district and the industrial, warehousing and manufacturing districts in South Melbourne and Port Melbourne.

As a sought-after inner city area, Port Phillip’s neighbourhoods are bustling centres that continue to experience significant residential development, with an expected increase of 18,000 households (28,000 people) over the next 20 years.

Port Phillip’s population is diverse, with almost two thirds of Port Phillip’s resident population aged between 25 and 49 years, and over 19 per cent from a non-English speaking background.

C ITY SNA PSHOT Declared rates (2011/12)

$87,916,640

Community-managed child care centres 8

Rateable properties

63,809

Commercial child care centres

Residential properties

56,137

Kindergartens 13

Commercial/Industrial properties

7,672

Family day care educators

Non-rateable properties

521

Playgroups 104

Area of land

20.62 km²

Primary schools

13

Parks and open space

176 ha

Secondary schools

7

Length of roads

221 km

Community centres

12

Length of bike paths

63.2 km

Significant sites

Walkable foreshore

9.7 km

Aboriginal* 3

Maternal & child health care centres

7

European heritage

Council-managed child care centres

4

* Source: Aboriginal Affairs Victoria

11 10

163

35

Port Phillip Trends The following provides a snapshot of the some of the information available from the 2011 Census.

Full data will be available in the final ABS release scheduled for 28 March 2013.

Tabl e 1: T r e n ds i n P ort Ph i l l i p f rom 2 0 1 1 C e n s u s TREND

PORT PHILLIP

change from 2006 (%)

Population (Estimated Resident Population)

97,854

+8.1%

Population (Census Usual Residence)

91,373

+7.4%

Dwellings

52,413

+6.5%

Average household size

1.93

+2.7%

Median age

35

Stable

Number of 0-4 year olds

4,580

+17%

Number of 5-11 year olds

4,151

+25%

POPULATION

AGE

Number of 50-64 year olds (baby boomers) 14,240

+13%

Number aged 65-74 year old

5,191

+17.6%

Older couples

1,723

+21.5%

Couples with young children

4,372

+26.5%

One-parent families with young children

932

+13%

Older lone persons

2,963

+2.8%

% born overseas

28,332

+24%

Speaking non-English language at home

17,990

+20%

Emerging birthplaces

India (+924 persons) United Kingdom (+811 persons) Ireland (+800 persons) New Zealand (+612 persons)

Indigenous

282

+20%

Median household income (weekly)

$2,200

+36%

Mortgage payments (weekly)

$400

+26%

Rental payments (weekly)

$365

+46%

FAMILIES

DIVERSITY

SOCIO-ECONOMIC

36

City of Port Phillip Councillor Kit 2012

emeralD Hill SANDRIDGE

albert park

JUNCTION

CARLISLE

CATANI

Wards

POINT ORMOND

Here is a map showing the seven wards of the municipality, together with the major suburbs.

Ta bl e 2: Pop ul at ion c h a n g e s i n P ort Ph i l l i p Small Area

2011

2006

2001

5 year growth% 10 year growth %

Albert Park

6,193

6,044

6,032

2.5%

2.7%

Balaclava

5,136

4,924

4,829

4.3%

6.4%

Elwood

14,896

14,012

13,126

6.3%

13.5%

Middle Park

3,970

3,914

3,949

1.4%

0.5%

Port Melbourne

14,508

13,280

10,406

9.2%

39.4%

Ripponlea

1,477

1,362

1,366

8.4%

8.1%

South Melbourne

9,189

8,682

7,805

5.8%

17.7%

St Kilda

17,686

16,124

15,409

9.7%

14.8%

St Kilda East

8,654

8,409

8,247

2.9%

4.9%

St Kilda Road

6,791

5,279

3,606

28.6%

88.3%

St Kilda West

2,825

2,998

2,870

-5.8%

-1.6%

PORT PHILLIP

91,325

85,028

77,645

7.4%

17.6%

37

Organisational Structure The City of Port Phillip consists of four divisions managed by four General Managers. Each division is made up of a number of departments that deliver a range of services and provide support to the local community.

More information about these services and support is available in the Service Snapshot and Strengthening the Community sections of this kit.

Lana Tsyer

Vanda Iaconese

Connie Ticinovic

Internal Auditor

Interim CEO

ea to the CEO

Di v i s ion John Hicks

Mark Brady

Chris Pike (Acting)

Sue Wilkinson

City AND

Corporate

Cultural AND

Environment AND

Infrastructure

Services

Community

Planning

Development

Services

De pa rt me n t Clare Gibson

Jack Crawford

Leo Kelly (Acting)

George Borg

Assets

Community and Councillor Support

Community Development

City Development

Darren Martin

David Filmalter

Deidre Pellizzer

Sandra Wade

Operations

Finance

Culture and Leisure

City Strategy

Damien Burgess

Rowena McLean

Heather Betts

Rod Burke

Parks and Open Spaces

Governance and Engagement

Diversity and Ageing

Compliance and Parking

38

Mark Gallon

Trudy Rankin

Michele Leonard (Acting)

Sally Moxham

Project Services

Information Systems

Family,Youth AND Children

Sustainability

Fiona Blair

Kim Oakman

Property Services

People AND Organisational Development

City of Port Phillip Councillor Kit 2012

Working together to deliver on the Council Plan This diagram was developed by the organisation to help communicate to staff how we are all linked to the delivery of the Council Plan.

s itie

Co

Our Values

r Purpose u O

Th

s vice Ser re tu uc

ink

ing

s o n a l G ro w t h a n - Per

unity p

cou

m com

illi Ph d P erf or

c - A

rt

n

d i f fe re n c e t o t h eP ea o

ce

ak

m

a

s iv ce

ic

m

Se r

po

and

Inf r a str

or

g

T e a ms

te

City

Str a

e rat

Enhancing Liveability o

ity - Courage ntabil

Strengthening Our Diverse and Inclusive Community

g e t h e r - C re a t i ve a nd

Wo r k i n g t o

Taking Action on Climate Change

rt

ices

g To

Engaging and Governing the City

get he

v Se r

kin

and

Int

or W

eg

ri

ty

un c

en t lopm eve

mm

Priorities Our

al a nd Co m

rs

Co

Cul tur

D ity

un

ng

illo

En vi r on

d an t en

nn i P la

Our Teams

un m

m

The Council Plan provides the overarching roadmap for the organisation as set by the elected representatives of Council. The organisation is made up of four Divisional teams and many service departments. Whilst diverse, these many areas all exist with the common goal of working together to make a difference to the Port Phillip community and importantly to support the delivery of the Council Plan. Our way of working is underpinned by a clear set of values which govern and represent how staff conduct their daily duties, interact with each other, the Council and our community. The diagram reinforces the importance of working together, to build a great team culture so we can best support Council and the community.

39

C

Service Snapshots

41

C ITY AN D I NFRASTRUCTURE S ERV I C E S A S S ETS Asset Management Traffic and Parking Design O PERATION S Emergency Management Infrastructure Maintenance Street and Beach Cleaning Waste Management Contracts Waste Management Operations PARK S AN D OP EN SPACES Foreshore Parks Open Spaces P ROJE C T S ERVICES Capital Project Delivery - Buildings Infrastructure Development Services (IDS) Major Projects / Strategic Projects Site Contamination P RO PERTY S ERVICES Building Development Building Maintenance Property Management South Melbourne Market

C orporate Se rvice S C OMMUN ITY AND COUNCILLOR SU PPORT Customer Contact (ASSIST) Mayor and Councillors’ Office Meetings and Events Service Excellence F INANC IAL SERVICES Contracts and Purchasing Financial Compliance Financial Management Payroll and HR Rates G OVERNANCE AND EN G AGEMENT Communications and Engagement Council Planning and Performance Governance I NFORMAT ION SYSTEMS Corporate Systems IS Service Support IS Projects and Strategy Technology

42

City of Port Phillip Councillor Kit 2012

PEO PLE AND OR GANISAT IONAL D EVELO PMENT HR Organisational Development and Learning

C ULTURAL AND COMMUNI TY D EVELOP MENT C OMMUN ITY DEVELOP MENT Community Connect Community and Health Development Social Planning and Policy C ULTURE AND LEISURE Arts Festivals Libraries Recreation DIVER S ITY AND AGING Community Support Access and Inclusion Metro Access Project Officer Strategy and Planning FAM ILY YOUTH AND CHILDREN Children’s Services Family Services Family Youth and Children Projects St Kilda Family and Children’s Centre Youth Services

ENVIRONMENT AND P LANN I N G C ITY DEVELOPMENT Building MBS City Permits Planning Business Support Statutory Planning C ITY S TRATE GY Economic Development Place and Projects Strategic Planning C OM PLIANCE AND PARKING Development Compliance Health Services Local Laws and Animal Management Parking Enforcement Parking Systems S US TA INA BILITY Sustainable Policy Sustainable Programs Sustainable Transport

43

City of Port Phillip Service Snapshots Council provides a diverse range of services to support the community.

This section provides a snapshot of services provided by Council and supported by each of the four divisions within the organisation.

This is not the full list of services, as there are a number of services Council provides in addition to this list; some of these are captured in the section titled “Strengthening the Community�.

We’ve proposed some time in the coming weeks for Councillors to meet informally with the General Manager and Managers from each division and to provide the opportunity to ask general questions.

44

City of Port Phillip Councillor Kit 2012

Service Snapshots DEPARTMENT:

ASSETS

MANAGER:

CLARE GIBSON

STAFFING EFT:

16.6

BUDGET 2012/13:

Income $76,335 Expense ($3,589,715) Capital ($30,243,000) NET ($33,756,380)

Service Name: Purpose:

Asset Management The development and implementation of policy, strategy and plans for the lifecycle management of infrastructure assets with a replacement value of approximately $2 billion. Lifecycle management covers the process of asset creation, operation, maintenance, renewal and disposal in the most cost-effective manner to ensure sustainable service delivery to the community.

The management of asset information necessary to support effective asset planning and investment decisions, and manage risk. Asset information covers inventory, condition, utilisation, lifecycle cost, serviceability and performance.

The processing of applications for private works impacting on community assets in roads and drainage networks.

Service Description:

Asset Investment Program (Capital Works) of approx $30 million per annum including approx. $10 million in asset renewal

Legal Point of Discharge and Hoarding permits – 100 per annum Build Over Easement – 25 per annum Development Plans – 100 per annum

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Service Snapshots Service Name:

Traffic and Parking Design (Transport Safety Engineering) Improving safety of all road users and providing priority treatments to vulnerable road users (pedestrians and cyclists); transport design; management of Council’s Car Parking Permit Policy; parking restriction changes.

Purpose:

Management of road closures for On Road events and road works.

Service Description:

10 STPPs & implement 2,000 – 2,200 customer requests per year Design, approve, manage and monitor ten large On Road events per year including Melbourne Marathon, Pride March, St Kilda Festival and Grand Prix

40 – 60 internal referrals per month from Statutory Planning and Building Administration of 24 Private Parking Agreements Concept designs, consultations and approvals of final designs for all Walk and Bike Plans’ capital works

Regular monitoring of the City of Port Phillip to identify and blackspot / blacklength, develop appropriate measures, make submissions to VicRoads for funding and manage the implementation of successful submissions

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City of Port Phillip Councillor Kit 2012

DEPARTMENT:

OPERATIONS

MANAGER:

DARREN MARTIN

STAFFING EFT:

20.8

BUDGET 2012/13: Income $1,320,784 Expense ($20,391,552) NET ($19,070,768) Service Name:

Emergency Management

Purpose:

Coordination and delivery of legislated emergency management functions in relation to planning, response and recovery for the City of Port Phillip.

Service Description:

Coordination / attendance of internal and external emergency management meetings Updating of all relevant emergency management documentation including an external audit of Municipal Emergency Management Plan (MEMPlan)

Involvement in a number of external emergency exercises Input into major events Emergency response management to municipal emergencies including flooding, heat waves and major infrastructure failure.

After hours service.

Service Name:

Infrastructure Maintenance

Purpose:

Provision of civil infrastructure maintenance and minor capital works for roads, footpaths and street furniture assets.

Service Description:

Provide maintenance to:

257 km’s of Local Roads 188 km’s of concrete footpaths 316 km’s of asphalt footpaths 224 km’s of underground drains 19,000 signs 12 bridges and 10,000 furniture items

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Service Snapshots Service Name:

Street and Beach Cleaning

Purpose:

Provision of street and commercial precinct sweeping and cleaning services, beach cleaning, drainage maintenance and litter bin clearance

Service Description:

Provide cleaning services to:

536 km of kerb and channel 19 shopping centres 33 off street car parks 49 km of laneway 73,000 traffic treatments 10 km of shoreline 300 foreshore litter bins 12,952 pits 224 km of underground drainage

Service Name:

Waste Management Contracts

Purpose:

Provision of residential kerbside collection services and processing for recyclables, kerbside collection and disposal services for municipal solid waste.

Service Description:

Coordinate and manage the collection of 36,896 municipal solid waste bins

Service Name:

Waste Management Operations

Purpose:

Hard / green waste kerbside collection service, illegal dumping removal service, resource recovery centre, street litter bin clearances and waste education.

Service Description:

Servicing of 440 street litter bins per day

and 32,187 recycling bins per week.

11,000 hard waste bookings per year The resource recovery centre services 12,000 paying customers and 17,000 free drop-off (recycling) customers per year.

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City of Port Phillip Councillor Kit 2012

DEPARTMENT:

PARKS AND OPEN SPACES

MANAGER: STAFFING EFT: BUDGET 2012/13:

DAMIEN BURGESS 18.6 Income $163,687 Expense ($8,971,167) NET ($8,807,480)

Service Name:

Foreshore

Purpose:

Leading, developing and coordinating an integrated cross-organisational approach to the planning and delivery of services for the City of Port Phillip foreshore.

Service Description:

Regional collaboration for the bay and the Association of Bayside Municipalities Technical expertise to internal departments and external bodies Community engagement on foreshore issues or developments Implementation of the foreshore management plan Developing and coordinating service planning and delivery along the foreshore

Service Name:

Parks

Purpose:

Responsible for (the area of) service provision for parks, public open space and streetscapes, and implementing strategic policy relating to public open space.

Service Description:

Management of the following service contracts for parks and open space:

Tree Maintenance Services – 35,000 trees Parks and Open Space Maintenance – 183 Parks, Gardens and Reserves Sports Field Maintenance – 8 playing fields Natural Heritage Areas Maintenance – 18 NHA sites Childcare/Community Centre Grounds maintenance – 22 sites.

Service Name:

Open Spaces

Purpose:

Responsible for design, tender and construction of capital works relating to public open space, and development and implementation of strategic policy relating to public open space.

Service Description:

Landscape architectural design of approximately 25 projects a year Manage the tender and construction phase of the capital works project, including work supervision and contract management to the estimated value of $3.5 - $6 million per year

Development of strategic policy and master plans for parks and gardens and customer service liaison relating to public open space.

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Service Snapshots DEPARTMENT:

PROJECT SERVICES

MANAGER:

MARK GALLON

STAFFING EFT: BUDGET 2012/13:

15.6 Expense ($1,831,302) NET ($1,831,302)

Service Name:

Capital Project Delivery - Buildings

Purpose:

Project management of building projects from concept design to completion and handover.

Service Description:

Building projects include new buildings, building refurbishments and retro fits to extend service life (over 47 separate building projects for 12/13 with a value over $29 million). Other deliverables include disability action plan capital works, walking and cycling infrastructure delivery and environmental retrofits to Council buildings.

Service Name:

Infrastructure Development Services (IDS)

Purpose:

Responsible for the design, tender and construction of capital works projects involving roads and drains.

Service Description:

Civil design of approximately 30 capital works projects per year Manage the tender and construction implementation phases of the capital works projects, including works supervision and contract management, to the estimated value of $3.5 - $5 million per year

Service Name:

Strategic Projects

Purpose:

Develop, implement and maintain a Project Management System.

Provide project management and technical support for capital and/or operational (non-capital) projects.

Service Description:

Administrator of the enterprise project management system to aid and guide project managers in consistency in project management practices.

Service Name:

Site Contamination

Purpose:

Provide site contamination advice.

Service Description:

Undertake offsite soil disposal categorisation from Council sites Assist with soil contamination impacts of project budget Provide advice on EPA Environmental Audits and requirements for sites including Gasworks Arts park.

Delivery of capital projects (three projects with a construction budget of approximately $500,000)

All sites in the City of Port Phillip are considered to be contaminated unless proven otherwise.

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City of Port Phillip Councillor Kit 2012

DEPARTMENT:

PROPERTY SERVICES

MANAGER:

FIONA BLAIR

STAFFING EFT: 18.1 BUDGET 2012/13: Income $7,740,710 Expense ($11,498,035) NET ($3,757,325) Service Name: Building Development Purpose:

Ensuring that Council’s building portfolio is fit for purpose, sustainable and accessible.

Service Description:

Responsible for developing and implementing the ten year capital renewal program for Council building assets which includes the environmental retrofits program, building renewal program and Disability Discrimination Act Program. Leads, develops and coordinates compliance requirements associated with essential safety measures, DDA and Building Code Australia requirements for Council building assets.

Service Name: Building Maintenance Purpose:

Responsible for the maintenance of Council’s property portfolio and other assets such as lights.

Service Description:

Provides contract management and advice for the provision of building maintenance services for 200 buildings for:

cleaning security plumbing carpentry electrical air-conditioning painting graffiti removal.

Service Name: Property Management Purpose:

Responsible for the effective and responsible stewardship of Council’s property portfolio.

Service Description:

This unit provides advice on:

property management and documentation legislative compliance and risk management, management of Council’s commercial, community and residential property portfolio, which currently has 135 leases and licenses.

Service Name: South Melbourne Market Purpose:

Responsible for the effective and responsible management of the South Melbourne Market.

Service Description:

fresh shopping venue for 3.75 million shoppers per annum management of the market’s operations, renewal and licensing 140 licences) an expanded service for non-trading day activities (cafes, night market etc) a centre for training and education (gourmet and environmental tours, and cooking school) environmental leadership in doing business.

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Service Snapshots DEPARTMENT:

COMMUNITY AND COUNCILLOR SUPPORT

MANAGER:

JACK CRAWFORD

STAFFING EFT: BUDGET 2012/13:

37 Income $695,023 Expense ($3,904,462) Capital ($100,000) NET ($3,309,439)

Service Name:

Customer Contact (ASSIST)

Purpose:

Call Centre and Front Desk Services.

Service Description:

Service Level for June 2012

Calls answered within first 30 seconds: 85.94% Calls offered: 8,520 Calls answered: 8,329 Calls rejected: 0 Calls abandoned: 30 CRMs logged: 2,217 Payments processed: 4,134 Customers served at counter: 3,832 Parking Permit administration tasks: 1,768 General administration tasks (e.g. respond to emails, resident kits): 2,476

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City of Port Phillip Councillor Kit 2012

Service Name:

Mayor and Councillors’ Office

Purpose:

Provide a high level of administrative support to the Mayor and Councillors across a wide range of activities, administrative tasks and civic events management.

Service Description:

Primary interface between the Mayor / Councillors and the organisation and the first port of call for all internal and external requests and enquiries to the Mayor and Councillors.

Service Name:

Meetings and Events

Purpose:

Manage auditorium and meeting room spaces. Facilitate needs of internal events including staffing, catering and equipment. Manage Town Hall subsidy scheme for Community group use. Promote and sell auditorium space to commercial hire.

Supply staff kitchenettes with consumables (e.g. coffee, tea, milk).

Service Description:

Service levels for 2011/12:

Weddings and minor events: 137 Meetings (St Kilda and Port Melbourne): 3,199 Hall events (St Kilda / South Melbourne / Port Melbourne): 316 Catering only / equipment only: 378 Civic internal: 3,560 (88.34%) Community: 327 (8.11%) Commercial: 143 (3.55%)

Service Name:

Service Excellence

Purpose:

Engagement and dialogue with teams on service issues with an especially strong focus on developing and delivering programs that ensure a high level of internal and external customer service.

Service Description:

Develop and implement organisation wide programs to improve customer service across divisions and within departments.

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Service Snapshots DEPARTMENT:

FINANCIAL SERVICES

MANAGER:

DAVID FILMALTER

STAFFING EFT: 31 BUDGET 2012/13: Income $103,245,000 Expense ($10,126,568) NET $93,118,432 Service Name:

Contracts and Purchasing

Purpose:

Manage procurement compliance with Section 186 of Local Government Act 1989 (including threshold monitoring); maintain a strategic approach to the procurement process for CoPP; support Council departments in achieving their corporate objectives; assist the organisation with all tenders.

Service Description:

Provide leadership and influence to help achieve best value outcomes Develop market sourcing and collaboration as required Provide a suite of reports to the organisation to ensure they are informed of relevant procurement activity

Mandatory training for all stakeholders Maintain procedures and templates within procurement model Review and monitor all purchase orders Support and develop key financial systems used by Council (Computron financials and the contract management system)

Service Name:

Financial Compliance

Ensure compliance with internal controls designed to minimise the risk of financial loss

Purpose:

and damage to reputation arising from fraud.

Ensure compliance with statutory obligations arising under Australian taxation legislation.

Provide advice on the financial sustainability of entities tendering for large Council contracts.

Prepare financial acquittal documents for various government departments who fund Council by way of grants.

Service Description:

Establish and maintain suite of internal controls; undertake a weekly review of exception reports of transaction occurring in Computron and Pathway Preparation of taxation returns required for GST and FBT Provide advice around taxation matters and cash handling processes Undertake assessment of financial position of entities tendering for large Council contracts Undertake funding acquittal audits for lodgement with various government departments

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City of Port Phillip Councillor Kit 2012

Service Name:

Financial Management

Purpose:

Coordination of annual budget process; investment and management of funds of up to $50 million + throughout the year

Service Description:

Month-end financial reporting (including Quarterly Financial Report) Preparation of Annual Report Provision of an internal compliance function which includes independent internal checks of key controls, review of grant acquittals and the financial probity checks for major contractors that are engaged by Council

Provision of professional internal financial advice and support that may be required by the organisation

Provision and cost of a full service banking service, which provides a number of different payment channels that may be accessed by ratepayers and users of Council services to pay their rates, animal registrations and debtor accounts

Maintenance of the general ledger (including various reconciliations) Investment and management of Council’s surplus funds Receipting of funds and treasury function Service Name:

Payroll and HR

Purpose:

Payroll Administration includes the processing of all salary and wages. This service unit provides accurate advice and helpdesk support within agreed standards. The unit respects the privacy of all staff in relation to confidential payroll information and is focused on providing a responsive and efficient payroll service to the City.

Service Description:

Processing of salary and wages, part time, casual and overtime entitlements to

Service Name:

Rates

Purpose:

Collection of rates and charges from residents of Port Phillip.

Service Description:

Maintenance of the City of Port Phillip’s property rating system

800 + employees every fortnight.

The issue of property related notices (Land information certificates, notices of acquisition and disposal)

Processing of Pensioner Rebate Applications Production of CEO Electoral Roll Revaluation of all property within the municipality at a prescribed date every two years

Regular review of property valuations, especially changes arising from development and the timely issue of supplementary valuation notices that reflect valuation changes

Annual review of all Council controlled or owned properties for insurance and financial reporting purposes 55

Service Snapshots DEPARTMENT:

GOVERNANCE AND ENGAGEMENT

MANAGER:

ROWENA MCLEAN

STAFFING EFT: 29 BUDGET 2012/13: Income $60,000 Expense ($7,692,167) NET ($7,632,167) Service Name:

Communications and Engagement

Purpose:

Provide communications and engagement advice and support to the organisation.

Build staff capacity in communications and engagement, and improve Council operations.

Service Description:

Assistance with the development and implementation of communication and

Service Name:

Council Planning and Performance

Purpose:

Provide support to Council and the organisation in the development and review of the Council Plan. Prepare Quarterly and Annual Reports to communicate Council’s achievements and ensure accountability. Support the organisation in the development and implementation of strategic and annual business planning and performance.

Service Description:

Informal and formal consultation with Council and staff to ensure CPP

engagement strategies. This includes providing tools and advice on media, strategic relations, advisory committees, survey design, photo shoots, video and digital communications, print and online campaigns and publications, and designing large engagement events.

service is accessible to their needs

Improvements to public reporting with an ongoing emphasis Establishment and coordination of Council conversation tents and providing multiple opportunities for input into the annual planning and budget process

Work with managers, coordinators and staff to improve strategic and annual business planning and performance, and alignment of organisational effort with Council’s strategic directions Service Name:

Governance

Purpose:

Support Council and the organisation in the implementation of good governance and compliance. Provide general support and specialist advice to the organisation on compliance to the Local Government Act 1989.

Service Description:

Coordinate the preparation of agendas and minutes for Council meetings,

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Statutory Planning Committee meetings, Councillor briefings and support to Council’s Audit Committee.

Provide proactive training and awareness on good governance and respond in timely fashion to requests for governance advice

City of Port Phillip Councillor Kit 2012

DEPARTMENT:

INFORMATION SYSTEMS

MANAGER:

TRUDY RANKIN

STAFFING EFT: BUDGET 2012/13:

26.4 Expense ($7,099,563) Capital ($1,723,736) NET ($8,823,299)

Service Name:

Corporate Systems

Purpose:

Improve and develop our two primary enterprise systems, Pathway and Dekho.

Service Description:

Corporate Systems focuses on identifying and delivering system improvements

Service Name:

IS Service Support

Purpose:

Our front line and your first point of contact for all Information and Communication Technology support

Service Description:

First point of contact for IS related incidents, problems or request for equipment

Service Name:

IS Projects and Strategy

Purpose:

Project Managers and Business Analysts to support improvement to the organisation through technology in a structured and efficient process.

Service Description:

Support the organisation in planning, prioritising and implementing ICT Strategic

Service Name:

Technology

Purpose:

Behind the scenes monitoring to make sure that servers serve, switches switch and applications connect to databases (and fix them all when they misbehave).

Service Description:

Is to build, support and maintain Council’s core ICT architecture-both technology,

in consultation with staff

or services

projects; embedding project management framework and practices.

applications and web

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Service Snapshots DEPARTMENT:

PEOPLE AND ORGANISATIONAL DEVELOPMENT

MANAGER:

KIM OAKMAN

STAFFING EFT: BUDGET 2012/13:

8.7 Expense ($1,759,602) NET ($1,759,602)

Service Name:

Human resources (hr)

Purpose:

Support organisational decision making and HR functions through the provision of HR / IR / ER advice, policy / procedures, projects and reporting

Service Description:

Provide timely generalist and specialist advice to the City of Port Phillip management group and employees

Negotiate the Enterprise Agreement (EA) and manage the application and interpretation of the EA and other relevant industrial instruments

Provide guidance and support to employees throughout their employment, including recruitment, induction and exit process

Provide HR frameworks such as HR strategy, policy, compliance, workforce planning, procedures and processes

Remuneration management, including job score and benchmarking.

Service Name:

Organisational Development and Learning

Purpose:

Developing and enhancing the capacity of people through enabling a culture where leadership, fun and growth at work are encouraged, and where sustainable service is delivered in line with the strategic intent of the organisation.

Service Description:

People and Organisational Development advisors are responsible for delivering high level strategy for the following areas of expertise:

Organisational Development Human Resources Occupational Health and Safety Learning and Development Culture and Strategy Workforce Planning.

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City of Port Phillip Councillor Kit 2012

DEPARTMENT:

COMMUNITY DEVELOPMENT

MANAGER:

LEO KELLY

STAFFING EFT: BUDGET 2012/13:

19.3 Income $484,737 Expense ($3,162,514) NET ($2,677,777)

Service Name:

Community Connect

Purpose:

Connecting and strengthening communities through partnership and inclusion.

Service Description:

The Community Connect Unit works in partnership with the community sector to deliver a range of services, spaces and capacity building initiatives to create active, connected, equitable and inclusive communities. These include:

Community Grants Program Community Facilities Port Philip Gives (PPG) Friends of Suai (FoS) Timor Leste Toyota Mentoring Program (TMP) Economic Community Development partnerships Community Strengthening newsletter Community Training Calendar Service Agreements Social Justice Action Plan Indigenous Cadet Program Port Phillip Inclusion Partnership (PPIP) Service Name:

Community and Health Development

Purpose:

To work in partnership with agencies and the community at both a strategic and ‘grass roots’ level in order to facilitate, resource and advocate for better health outcomes across the entire scope of the diverse City of Port Phillip demographic.

Service Description:

Current projects being prioritised are around intervention, diversion and engagement in the areas of indigenous health, street sex work, drug and alcohol prevention, gender equity, family violence prevention, community cohesion initiatives such as community gardens, street parties and social indicator analysis.

The unit is accountable for the development and delivery of the Municipal Public Health and Wellbeing Plan 2013-17, a legislative requirement as part of the Public Health and Wellbeing Act 2008.

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Service Snapshots Service Name:

Social Planning and Policy

Purpose:

Promote Council’s commitment to social inclusion, equity, peace, social justice, diversity and harmony.

Service Description:

Social Planning and Policy delivers the following services:

makes demographic data available to Council staff and the community, and respond to any questions

social research to understand the drivers of changes in the community and to position Council to respond appropriately

develops social policy in a range of areas, such as gambling and Indigenous affairs DEPARTMENT:

CULTURE AND LEISURE

MANAGER:

DEIDRE PELLIZZER

STAFFING EFT:

70.5

BUDGET 2012/13:

Income $3,118,900 Expense ($10,536,037) Capital ($786,959) NET ($8,204,096)

Service Name:

Arts

Purpose:

To provide year-round arts and heritage programming and services, and partnerships

Service Description:

Funding programs – local events and cultural development Contemporary art and cultural heritage collections Heritage programming and services Exhibitions throughout Council buildings and the St Kilda Town Hall Gallery Accessible arts programs Facilitating filming locations Facilitating public art Support Gasworks Arts Park and Linden Contemporary Centre for the Arts

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City of Port Phillip Councillor Kit 2012

Service Name:

Festivals

Purpose:

To provide, fund and facilitate an annual program of significant cultural festivals directly produced by City of Port Phillip

Service Description:

Yalukit Wilam Ngargee – Indigenous visual and performing arts festival opens the week-long St Kilda Festival

Live N Local local music in venues program St Kilda Festival – free showcase for Australian music over multiple stages, including new and local music and coordination of community groups and arts organisation involvement

St Kilda Short Film Festival – showcasing 100 Australian short films shown professionally in competition for industry prizes Service Name:

Libraries

Purpose:

To coordinate public library services across five locations

Service Description:

Providing a wide range of information and recreational resources, including loans of books, magazines, CDs and DVDs, public computer and Internet access, online databases and resources, public programs, events and workshops; local history services; computer and console games; home library services and inter-library loan request service.

Service Name:

Recreation

Purpose:

To coordinate recreation services including sports clubs and grounds, events on the foreshore and programs for people with disabilities.

Service Description:

Recreation services include:

Sport and Recreation Joint Councils Access for All Abilities (JCAAA) Events – providing advice and permits for applicants wishing to hold events in the municipality

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Service Snapshots DEPARTMENT:

DIVERSITY AND AGEING

MANAGER:

HEATHER BETTS

STAFFING EFT:

88.6

BUDGET 2012/13:

Income $4,384,299 Expense ($7,953,877) NET ($3,569,578)

Service Name:

Community Support

Purpose:

Provide Home and Community Care (HACC) funded services for the aged, socially isolated and those living with disability, and provide basic support and maintenance to people living at home whose capacity for independent living is at risk of premature or inappropriate admission to long term residential care.

Service Description:

Activities and services are provided that assist with daily living tasks by helping to make living at home manageable, and to provide social programs to reduce isolation.

Home support – respite care, personal care and home care Property maintenance Service Name:

Access and Inclusion

Purpose:

Promote and support social connection, ensuring services are appropriate in their response to a diverse community, inclusive of people living with disabilities and with significant cultural and faith diversity. Provide HACC funded services providing social activities and nutritional services such as Delivered Meals.

Service Description:

Community Access – planned activity groups, access and support Multicultural Liaison Metro Access Food Services – Delivered Meals, Social Meals Linking Neighbours, Community Register

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City of Port Phillip Councillor Kit 2012

Service Name:

Metro Access Project Officer

Purpose:

To build the capacity of the local community so that it is more welcoming and inclusive of people with disabilities and promote awareness of disability issues within the organisation.

Service Description:

To identify the issues impacting on the lives of local people living with a disability and their carers. Work alongside the community with the aim of creating sustainable changes that will enable people with a disability to live their lives the way they choose.

Five key focus areas are:

support people with disabilities to participate to the fullest within the community strengthen the community’s capacity to support people with disabilities and their families

include people with disabilities in planning processes work with service providers to enhance their capacity to provide support relevant to the community

improve access to information about relevant services and activities to people with a disability in the community Service Name:

Strategy and Planning

Purpose:

Support Ageing and Diversity department to plan, provide, monitor and evaluate its activities and services.

Service Description:

Manage Council’s Community Transport Service; provide financial and business support; maintain, upgrade and train staff in GoldCare database for all HaCC services, manage key departmental projects, frameworks and strategies including Age Friendly Cities Strategy and City of Port Phillip Access Plan.

Includes;

Community Transport – Community Bus, Hire Bus Service Systems Analyst Business Analyst (shared with Family Youth and Children)

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Service Snapshots DEPARTMENT:

FAMILY YOUTH AND CHILDREN

MANAGER:

MICHELE LEONARD

STAFFING EFT:

147

BUDGET 2012/13:

Income $9,979,928 Expense ($16,201,520) NET ($6,222,592)

Service Name:

Children’s Services

Purpose:

To provide, fund, advocate for and facilitate high quality, affordable, education and care to 0 – 5 year olds in Port Phillip

Service Description:

Services include:

Four Council Long Day Care Centres Council’s Family Day Care scheme Financial assistance (funding and in-kind) for long day care and kindergarten services operating from Council owned facilities

Cost of care subsidy for users of long day care services in Council owned facilities Facility management and planning Sector strengthening, including support for community-run committees of management and their staff (e.g. long day care centres, kindergartens, playgroups, toy libraries)

Liaison with advocacy to State and Federal Governments Operation of waiting list for ten long day care services Service Name:

Family Services

Purpose:

To provide, fund, advocate for and facilitate high quality support services for parents and carers who are raising children in the Port Phillip community.

Service Description:

Services include:

Maternal & Child Health Family Support (provided as a member of local Child FIRST Alliance) Vacation Care Program Funding a number of local health and community support agencies to provide services on behalf of CoPP

Liaison with/advocacy to State and Federal Governments

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City of Port Phillip Councillor Kit 2012

Service Name:

Family Youth and Children Projects

Purpose:

To coordinate department-wide policies and projects to improve outcomes for families, young people and children in our community.

Service Description:

Services include:

Project management of capital projects including new family and children’s centres Strategic plan development and implementation including Family Youth and Children Strategic Plan, City of Port Phillip Early Years Plan and Kids Plan.

Service development and research including focus on integrated service delivery FYC IT systems support Championing Council’s policy regarding children as active citizens and children’s participation

FYC website, service information and publications Service Name:

St Kilda Family and Children’s Centre

Purpose:

A Council-run family and children’s centre (opening Jan 2013) providing multiple services from the one location and a seamless service experience for the local community.

Service Description:

Services include:

Long day education and care including kindergarten Playgroups Maternal and Child Health services Family Services including parent support and education Allied Health Services Multi purpose community spaces

Service Name:

Youth Services

Purpose:

To provide, fund, facilitate and advocate for a range of services, programs and projects for young people aged 5-25 years who live, work, study or recreate in Port Phillip.

Service Description:

We do not tend to provide direct service delivery for young people (the exceptions are the adventure playgrounds). Instead we support agencies within the community to provide relevant programs and services. Our focus is on strong networks, delivering a whole of community response to issues young people are facing and providing opportunities for young people to participate in their community. Services include:

Sector leadership, coordination, strengthening and planning Youth participation events and initiatives Two staffed adventure playgrounds (Skinners South Melbourne and St Kilda) Funding local youth organisations to provide services on City of Port Phillip’s behalf Liaison with and advocacy to State and Federal Governments

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Service Snapshots DEPARTMENT:

CITY DEVELOPMENT

MANAGER:

GEORGE BORG

STAFFING EFT:

46.2

BUDGET 2012/13:

Income $4,070,095 Expense ($4,753,328) NET ($683,232)

Service Name:

Building – MUNICIPAL BUILDING SURVEYOR

Purpose:

Issue building permits, and administer and enforces the Building Regulations including prosecutions, site provisions and legal requirements concerning issues of safety; rovide a comprehensive service that includes administering building permits and inspections and over the counter or telephone advice on building legislation, policies, regulations and processes.

Service Description:

Process Report and Consent applications and Regulation 326 Certificates within statutory time frames. Key service statistics include:

50 building permits issued per annum 210 Report and Consent applications determined per annum 400 Fire Safety Inspections conducted per annum 3,400 Regulation 326 Certificates 1,000 Private Building Surveyors permits lodged in 2011

Service Name:

City Permits

Purpose:

Responsible for the administration of various applications that are triggered by Council’s Local Laws No’s. 3 and 7. These include footpath trading and a range of construction related application types which consider the private use of the public realm.

Service Description:

Issue approximately 4,500 permits per financial year consisting of:

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Real estate pointer boards Skip bins Mobile crane Road closure Significant tree Vehicle crossover / temporary vehicle crossover Street occupation Charity bins on Council land Asset protection Road opening / road opening reinstatement Work zones Footpath trading Mobile food vehicle Permanent fixtures

City of Port Phillip Councillor Kit 2012

Service Name:

Planning Business Support

Purpose:

The Business Support Team play a critical support role in assisting City Development to meet its commitment to quality customer service.

Lodgement of Planning and Subdivision Applications, Amendments and Referrals

Service Description:

Lodge and process Objections Update Planning & Building Register Prepare Council and Applicant Planning advertising Phone and Counter responsibility Generate Consultation Meetings / Notice of Decisions / Refusal letters Compilation and storage of all Building and Planning Files Building and Planning file search requests

Service Name:

Statutory Planning

Purpose:

Provide Planning and Subdivision permits and specialist advice

Service Description:

Approximately 1,540 planning permit applications determined per annum Responsibilities are to make decisions on planning permit and subdivision applications and provide advice (including ESD and Heritage) in accordance with the requirements of the Port Phillip Planning Scheme

230 VCAT appeals per annum

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Service Snapshots DEPARTMENT:

CITY STRATEGY

MANAGER:

SANDRA WADE

STAFFING EFT:

19.9

BUDGET 2012/13:

Income $94,120 Expense ($4,249,529) NET ($4,155,409)

Service Name:

Economic Development

Purpose:

Deliver services to business in our community to help them grow and prosper.

Service Description:

Includes the delivery of business development programs, networking events,

Service Name:

Place and Projects

Purpose:

Delivering complex high level multi disciplinary projects and strategies across Council.

Service Description:

Provide high level strategic advice on urban design, programs that activate the

Service Name:

Strategic Planning

Purpose:

Responsible for a range of services that aim to direct and manage changes in land use, the built environment and public spaces in a way that contributes to a sustainable future for the city and its communities.

Service Description:

Managing the Port Phillip Planning Scheme and preparing amendments to the

business communications and engagement, biennial business awards program, business liaison and business association support. In addition, our tourism services assist to support and develop the local tourism industry. This includes visitor research, regional collaboration, management of key visitor communications channels and development of local tourism product and visitor service improvements.

city and place management to Council and the community; advocating for the quality of the public realm and urban outcomes; managing relationships with Council, the State and community around Activity Centres and urban design and planning outcomes.

Planning Scheme when necessary

Developing Structure Plans and Urban Design Frameworks Preparing specific Land Use Strategies such as the Port Phillip Housing Strategy (2007) and Activity Centres Strategy (2005)

Facilitating and advocating for affordable and community housing to support a diverse community

Representing and advocating Council’s views on regional and state planning initiatives and issues

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City of Port Phillip Councillor Kit 2012

DEPARTMENT:

COMPLIANCE AND PARKING

MANAGER:

ROD BURKE

STAFFING EFT: BUDGET 2012/13:

66.4 Income $27,983,482 Expense ($11,788,494) Capital ($400,000) NET $15,794,988

Service Name:

Development Compliance

Purpose:

The Planning Compliance Team promotes the image and appearance of the municipality by ensuring compliance of the Planning Scheme through effective liaison with applicants, owners and the community.

Service Description:

The Planning Compliance team manages the investigation and enforcement of

Service Name:

Health Services

Purpose:

The Environmental Health Unit provides a range of services designed to maintain and improve the public health, safety and wellbeing of the community.

Service Description:

The team can provide information, support or advice on topics including:

alleged breaches of the Planning and Environment Act 1987 and the Port Phillip Planning Scheme.

food safety and food poisoning (in the home and in the community) fundraising with the sale of food (temporary premises) immunisation syringes and sharps containers reuse of grey water public health nuisances (commercial noise, odour, pests) tobacco reforms.

Health Services also works to ensure general health standards are met in:

registered food businesses registered hairdressers, beauty therapists, tattooists, etc backpackers, rooming houses, boarding houses and other forms of accommodation public swimming pools and spas.

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Service Snapshots Service Name:

Local Laws and Animal Management

Purpose:

Provide a safe and healthy environment for residents and visitors so they can enjoy a quality of life that meets the general expectation of the community.

Service Description:

Manage the investigation and enforcement of alleged breaches of Council’s Local

Service Name:

Parking Enforcement

Purpose:

To improve the safety of road users and the amenity of residents and ratepayers. The service includes schools crossing supervision and management of clearways and abandoned vehicles.

Service Description:

Laws, including issues of building site management, kerbside trading, amenity and litter control and the protection of Council’s assets

Management of abandoned and derelict vehicles Parking enforcement patrols 24 hrs a day, 7 days a week Residential and Visitor Parking Permits Reserve parking, films shoots, resident relocation, weddings, etc.

School crossing management

Service Name:

Parking Systems

Purpose:

To effectively manage the timely, efficient and effective processing of parking fines, maintenance of parking machines and auditable collection of money from those machines.

Service Description:

Responsible for Parking Infringement Appeals and Management Maintenance of

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parking meters

City of Port Phillip Councillor Kit 2012

DEPARTMENT:

SUSTAINABILITY

MANAGER:

SALLY MOXHAM

STAFFING EFT:

15.6

BUDGET 2012/13:

Income $44,800 Expense ($2,929,230) NET ($2,884,430)

Service Name:

Sustainable Policy

Purpose:

To take action on climate change; to develop a healthy and liveable city and bioregion with the smallest possible ecological footprint that is vibrant, viable and nourishes the living aspects we love and depend on. Our focus and direction in realising this vision is guided by Toward Zero, Council’s Sustainable Environment Strategy.

Service Description:

Our team works to address key sustainability challenges, including:

energy water transport waste and pollution; purchasing our natural environment and climate change

Service Name:

Sustainable Programs

Purpose:

To deliver community sustainability programs to build community resilience and reduce environmental impact.

Service Description:

The Sustainable Programs team infuses sustainability into our community through education programs that build community resilience and reduce environmental impact.

Our team builds relationships within our community to achieve Council’s sustainability objectives and initiatives.

Service Name:

Sustainable Transport

Purpose:

The Sustainable Transport Team is dedicated to increasing walking, bike riding and public transport use by our residents, visitors and workers. We are passionate about changing the way people and goods are moved about our city to create a better connected and liveable city with a more sustainable future.

Service Description:

Our team leads Council’s activity towards a permanent shift away from private vehicle to sustainable modes of transport.

Our activity and projects are guided by the:

Sustainable Transport Strategy Walk Plan 2011-2020 Bike Plan 2011-2020 Public Transport Advocacy Statement 2009 Parking Plan 71

Strengthening the Community

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City of Port Phillip Strengthening the Community As has been previously described in this kit, Council strengthens the community in many ways, through: •

planning for the future

•

advocating for change

•

representing local needs in partnerships

•

facilitating networks, events and information sharing

•

funding community service organisations and groups

•

providing financial assistance to individuals.

Along with traditional services these contribute greatly to community wellbeing and social justice.

Council’s work in these areas is resourced through staff time and effort, grant payments, funding deeds and financial subsidies.

This section provides a snapshot of the range of activities undertaken by Council. We look forward to supporting Council to strengthen our community further.

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City of Port Phillip Councillor Kit 2012

Planning for the future Activity Name:

ADVO C ACY – COMMUN I TY D EVELOPMENT

Department:

Community Development

Purpose:

To ensure shared planning and coordination in regards to complex emerging issues.

Current Projects:

Responsible Gambling - Minimise harm associated with all forms of gambling in the City of Port Phillip

Rooming House Forum – Best Practice Forum - Councils and researchers to explore emerging marginalised forms of shared accommodation

Recent submission to the Victorian Government Housing Frameworks review AHURI Roundtable Marginal Rental Housing Gay, Lesbian, Bisexual, Transgender, Intersex (GLBTI) Issues ISEPICH Human Rights Working Party

Activity Name:

ADVO C ACY – CULTURE AND LE I SURE

Department:

Culture and Leisure

Purpose:

Provide leadership across government and industry sectors and develop partnerships and networks with arts and non arts agencies for the benefit of local artists, organisations and groups.

Current Projects:

Industry expertise and advice and active partnership development Assistance with applications for funding (eg letters of support) Representation at industry / local government for / working groups Presenting at conferences and meetings to practitioners and students Advocacy to State and Federal Government (and other local councils)

Activity Name:

ADVO C ACY – FAMI LY YOUTH AND CH I L D REN

Department:

Family,Youth & Children

Purpose:

To secure better services and facilities for our community.

Current Projects:

Public education Maternal & Child Health funding Education Engagements Partnerships funding

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Representing local needs in partnerships Activity Name:

PARTNERSHIP S – COMMUN I TY D EVELOPMENT

Department:

Community Development

Purpose:

Coordination of and / or participation in partnerships with community, community service organisations and government agencies on a range of community development issues.

Current Projects:

Port Phillip Inclusion Partnership Friends of Suai / Covalima Cheap and Free Meals Guide Health and Safety Alliance Annual Events - Poverty Week, Mabo, Reconciliation Week, Sorry Day, NAIDOC, Suicide Prevention, Walk for Violence Against Women, Diversity Day, Harmony Day, Volunteers Week, Annual Homeless Memorial

Homelessness (Rough Sleepers) Protocol Footprints – Community Leadership Program Street Sex Work – After Hours Service Research Project Inner South East Partnership in Community Health (ISEPICH) Citygate Local Indigenous Network Group Toyota Mentoring Program (TMP) Melbourne Metro Rooming House Working Group Port Phillip and Stonnington Housing Information Network Rooming House ‘Accord’ Scoping Project Gender Equity / Prevention of Violence Against Women Activity Name:

P ORT PHILL IP AGED SERV I CE S NET WOR K

Department:

Community Development

Purpose:

Information Sharing / networking / guest speakers attended by any Aged Services (usually frontline workers) in the Inner and Middle South but predominantly Port Phillip.

Some of the services that attend cover a range of LGAs including Port Phillip.

Current Projects:

Ongoing

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City of Port Phillip Councillor Kit 2012

Facilitating networks, events and information sharing Activity Name:

FACILITATION – C OMMUN I TY D EVELOPMENT

Department:

Community Development

Purpose:

To support committees and working groups, to disseminate information on and provide training opportunities for individuals and groups.

Current Projects:

482 Williamstown Road Project Community Pulse Public Housing Estate Planning Group Social Inclusion Committee Community Strengthening News e-bulletin distributed monthly to 700 community groups / organizations

Community Training Calendar Community Gardens and Composting

Activity Name:

FACILITATION – FAMI LY YOUTH AND CH I L D REN

Department:

Family,Youth and Children

Purpose:

To support the provision of high quality, viable and affordable services.

Current Projects:

Support for community based child care centres and kindergartens to meet the National Quality Standards

Support for services to implement 15 hour kindergarten in 2013 Ongoing facilitation for network meetings Ongoing support for playgroups and toy libraries Parent Information Sessions Youth Sector networks Family Services networks

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Activity Name:

FACILITATION – DIVERSI TY AND AG E I N G

Department:

Diversity and Ageing

Purpose:

Support consultative committees that provide information, feedback and advice to Council.

Current Projects:

The Older Persons’ Consultative Committee (OPCC) has been appointed by the Council to be an advisory body on all issues that affect the health and welfare of older residents in Port Phillip.

The Multifaith Network’s purpose is to draw on the wisdom of spiritual values of our diverse traditions to foster an inclusive, respectful and compassionate people of Port Phillip.

Multicultural Forum facilitates discussion and advises council officers and the Council about policies and plans supporting the multicultural community.

Port Phillip Recreation Network is made up of Seniors / disability / disadvantaged recreation Providers in Port Phillip who focus on issues relating to the provision of activities in Port Phillip.

Community Register / Linking Neighbours Program - Support vulnerable and socially isolated people in times of emergency and create social links within neighbourhoods.

Activity Name:

FACILITATION – CULTURE AND LE I SURE

Department:

Culture and Leisure

Purpose:

To provide support to community reference groups that exist to provide advice or feedback to council.

Current Projects:

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MSAC Committee Esplanade Market Advisory Committee Art acquisitions Rupert Bunny Foundation Heritage Reference Committee Cultural Development Panel Friends of Emerald Hill Library History groups Sports and recreation support Assist to community groups in the planning of internal and external events

City of Port Phillip Councillor Kit 2012

Funding community service organisations and groups Activity Name:

FUNDING DEE DS - COMMUN I TY D EVELOPMENT

Department:

Community Development

Purpose:

Provide funding for key organisations providing specific services to the community ($135,000)

Current Projects:

Inner South Community Health ‘Our Rainbow Place’ Port Phillip Citizens for Reconciliation Russian Culture TV association for CH 31 Sputnik TV Boon Wurrung Foundation Port Phillip EcoCentre Port Phillip Community Group Port Melbourne Neighbourhood House Development Program

Activity Name:

FUNDING DEE DS - CULTURE AND LE I SURE

Department:

Culture and Leisure

Purpose:

Provide funding and advice or facilitation for key cultural organisations providing specific services to City of Port Phillip and for one-off projects and community based projects ($1.2 million)

Current Projects:

Funding deeds in place (replacing service agreements) for

Gasworks Art Park Linden $207,000 (2011/12); $233.4k (2012/13) Port Melbourne Historical and Preservation Society St Kilda Historical Society Middle Park History Group Multicultural Arts Victoria Red Stitch Actors Theatre Local Festivals Fun

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Activity Name:

FUNDING DEE DS - FAMI LY SERVI CE S

Department: Purpose:

Family,Youth and Children Provide funding for key organisations providing specific services to the community ($645,000) INNER SOUTH COMMUNITY HEALTH SERVICE

Current Projects:

Families in Port Phillip Supported Playgroup Pre School Dental Service Community Midwife PORT PHILLIP COMMUNITY GROUP Information, support referral Tax Help SOUTH PORT LEGAL SERVICE Provide legal advice and assistance ST KILDA GATEHOUSE Provide support to street sex workers to have access /regain custody of their children

Albert Park / Port Melbourne Baptist Church Administer FaHCSIA Emergency Relief Funds PORT MELBOURNE NEIGHBOURHOOD HOUSE Excursion and activity based school holiday program Activity Name:

FUNDING DEE DS - YOUTH SERVI CE S

Department:

Family,Youth and Children

Purpose:

Council funded agreements target families from lower socio economic backgrounds predominantly living in the neighbourhood of South Melbourne and Port Melbourne.

Current Projects:

Council funds 6 local service agreements providing services and supports for young people and their families:

St Luke’s – Quest, Homies, Drop in SKYS - peer leadership, wellbeing transition program, same sex attracted social support

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Kombiz - Girl Zone, Friday drop-in, Impact Inner South Community Health – intensive outreach, identification of issues PCYC - Pro-social outreach and centre-based recreational activities Council also manage ‘L2P’ program funds on behalf of VicRoads

City of Port Phillip Councillor Kit 2012

Activity Name:

FUNDING DEE DS – SU STA I NAB I L I TY

Department:

Sustainability

Purpose:

To provide support to Port Phillip EcoCentre ($145,000).

Current Projects:

Tomorrow’s Leaders – sustainability leadership program for schools EnviroEvents – some events held at EcoCentre

Activity Name:

COMMUNITY GRANT S PROG RAM

Department:

Community Development

Purpose:

The Community Grants Program provides Council with a strategic opportunity to work in partnership with community groups and organisations to create and promote a socially inclusive City of Port Phillip ($284,000).

Current Projects:

2013/14 round opens in February 2013

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Providing financial assistance to individuals Activity Name:

FINANCIAL HAR DSHI P POL I CY

Department:

Finance

Purpose:

Assist ratepayers experiencing financial hardship with the management of their financial obligations to Council ($10,000)

Current Projects:

The City of Port Phillip has developed a financial hardship policy that can be applied by officers when assessing applications for support from ratepayers who are currently experiencing financial difficulties.

Activity Name:

COUNCIL PEN SIONER RATE RE B ATE

Department: Purpose:

Finance Assist eligible pensioners with the payment of their rates ($404,000)

Current Projects:

The City of Port Phillip is one of a handful of municipalities that provides additional assistance (over and above the State Government rebate) to pensioners who have a DHS recognised concession card.

Activity Name: Department: Purpose: Current Projects:

CHILDREN’S SERV ICE S SU B SI D I E S Family Youth and Children To reduce the cost of early childhood education and care services for members of the community, particularly those on lower incomes ($543,000) Affordability subsidy available at 12 Council/community run long day care centres, family day care and vacation care programs

Fee relief at community run kindergartens

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City of Port Phillip Councillor Kit 2012

Major Capital Projects

85

City of Port Phillip Major Capital Projects The City of Port Phillip has a very extensive capital works program in place, including a number of large projects.

Many of these projects have been carried forward from previous years due to the high level of complexity, community consultation and project development that has been necessary. Without the comprehensive planning and development work that has preceded these projects, it would not be possible to be confident of achieving the beneficial outcomes and improved service that the projects have been designed to achieve. The organisation therefore has adopted a best practice approach to project delivery by consulting in Year One, planning and permits in Year Two followed by construction in Year Three. This will ensure a more viable process for all major capital projects into the future.

The range of projects includes many that will be completed in the near future and they vary from library upgrades, to new family and children centres, to open space, to sports facilities and other buildings.

Major capital works projects include: 1. Emerald Hill Library Upgrade 2. Gasworks Arts Park (building) 3. St Kilda Life Saving Club Redevelopment 4. South Melbourne Life Saving Club Redevelopment 5. North Port Sports Upgrades (Club Pavilion and Norman Goss Grandstand and Internal Refurbishment) 6. Liardet St Family and Children’s Centre 7. Marina Reserve 8. South Melbourne Market - Roof over Roof 9. St Kilda Family and Children’s Centre

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City of Port Phillip Councillor Kit 2012

Emerald Hill Library Description

An upgrade to provide a purpose-built library optimising available public space (by integrating currently under utilised floor space / area), helping improve service delivery options, and providing better public access to technology.

Through the upgrade of the Emerald Hill Library and Heritage Centre Council seeks to improve the building’s capacity and flexibility; promote service delivery outcomes more in line with sister branches, and help the library meet current and emerging sector trends and initiatives.

The upgrade will include a flexible new layout with improved new technology initiatives, such as enhanced wireless/internet access and self check-out, webbased content creation and delivery, as well as expanded physical spaces for community activities, meeting rooms, an external courtyard space and improved physical access.

location

Bank Street, South Melbourne

Budget

$2.73 million

sponsor

Diedre Pellizzer, Manager Culture and Leisure

Current status

Contract documentation (drawings, specifications, etc.) are in preparation and expected to be finalised in 2012.

Program – Key milestones

Contract documentation is expected in November 2012 Public tendering will follow thereafter Anticipated completion in late 2013

Division

City and Infrastructure Services - General Manager: John Hicks

Department

Project Services 87

Gasworks Arts Park (building) Description

Upgrade of the theatre building at Gasworks Arts Park as part of Council’s commitment to revitalise integrated arts, learning and cultural precincts across the municipality.

This project will improve the building to ensure that the space can accommodate a variety of arts activities and can be used by a wide range of groups including artists, performers and schools. The improved facilities will also enhance audience experience and community access.

As part of the project a modest new extension to the Gasworks Theatre will be added. The extension will be located on the paved area to the north of the building.

location

Pickles Street, Albert Park

Budget

$ 1.8 million

sponsor

Diedre Pellizzer, Manager Culture and Leisure

Current status

Construction is scheduled to commence in May 2013 and is estimated to be completed prior to Christmas and Council will work closely with the Gasworks Theatre to minimise the disruption to the operation of Gasworks Theatre and Arts Park.

As the majority of the works will be internal or closely connected to the existing Theatre building, there will be minimal impact on park users.

Program – Key milestones

Detailed design completed

Division

City and Infrastructure Services - General Manager: John Hicks

Department

Project Services

88

Ready to tender in February 2013

City of Port Phillip Councillor Kit 2012

St Kilda Life Saving Club Description

St Kilda Life Saving Club (SKLSC)

location

Jacka Boulevard, St Kilda

Budget

Council has allocated up to $1M for a new building, on the proviso that any remaining funds are sourced by the Club.

There is no budget set for the 2012/13 financial year.

sponsor

Diedre Pellizzer, Manager Culture and Leisure

Current status

Concept designs have been completed for the proposed upgrade. Further design work will be undertaken when additional funds for the project are sourced.

Program – Key milestones

Concept designs are complete.

Division

City and Infrastructure Services - General Manager: John Hicks

Department

Project Services

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South Melbourne Life Saving Club Description

South Melbourne Life Saving Club (SMLSC)

location

Beaconsfield Parade, Albert Park, (opposite Withers Street)

Budget

Council has allocated up to $2 million for a new building, on the proviso that any remaining funds are sourced by the Club.

Life Saving Victoria has pledged $1 million towards the project with South Melbourne LSC committing $300,000.

The allocated budget for 2012 is $150,000 for design.

sponsor

Diedre Pellizzer, Manager Culture and Leisure

Current status

Tendering for design services has been undertaken and the appointment of an architectural firm will occur in late October 2012.

The south melbourne project will undergo a site feasibility study followed by design work.

Program – Key milestones

The feasibility report is due to be presented to Council in early 2013. Following approval of the preferred site, design will commence and will be followed by community consultation which is anticipated to commence in mid 2013.

Division

City and Infrastructure Services - General Manager: John Hicks

Department

Project Services

90

City of Port Phillip Councillor Kit 2012

North Port Sports Pavilion and Grandstand redevelopment Description

Construction of a new football club pavilion in the northeast corner of the Reserve along with internal refurbishment of the Norman Gross Grandstand.

The new building will accommodate football club administration, meeting / conference rooms and a social club area.

An interconnecting path will link this building back to the visitors change rooms and Norman Goss Grandstand around the western boundary of the oval.

location

Corner of Ingles Street and Williamstown Road, Port Melbourne

Budget

$4.7 million

sponsor

Diedre Pellizzer, Manager Culture and Leisure

Current status

It is anticipated that works will commence in October 2012, with works to be completed within nine months. A number of trees of varying ages and conditions of health will be removed and replaced with new advanced trees.

Soil contamination will be managed as part of the building contract.

A separate construction project on the Norman Goss Grandstand which entails internal refurbishment of the players facilities and a modest addition to the rear of the visitors’ change rooms to accommodate the needs of players and associated staff.

Program – Key milestones

Council awarded the contract in September 2012 Commencement on site – October 2012 Expected completion – July 2013

Division

City and Infrastructure Services - General Manager: John Hicks

Department

Project Services

91

Liardet Street Family and Children’s Centre Description

Construction of a new purpose-built integrated family and children’s centre featuring up to 135 early childhood education and care places. The project will also provide for maternal and child health services, various complementary child and family services, playgroups and multi-purpose community space.

The project is part-funded by the Commonwealth Government ($1.6 million) and State Government ($1.2 million)

Location

85 Liardet Street, Port Melbourne VIC 3207

Budget

$7.9 million

Sponsor/Manager

Michele Leonard – Acting Manager, Family Youth and Children

Current status

Construction in progress.

Lady Foster Kindergarten (LFK) is currently temporarily located at Elwood Beach Community Centre. LFK have formally requested to stay permanently at this site and officers are investigating this possibility with DEECD and DSE. Albert Park College Child Care Centre is temporarily located at Port Melbourne Primary School pending completion of the project.

Maternal and Child Health nurses will relocate from Port Melbourne Town Hall.

Program – Key milestones

Practical completion due September 2013

Division

City and Infrastructure Services - General Manager: John Hicks

Department

Project Services

92

Services are expected to be operating by the end of 2013

City of Port Phillip Councillor Kit 2012

Marina Reserve Master plan Description

Development of foreshore recreation area adjacent to the St Kilda Marina Includes picnic, play and skate-able areas All information about this project can be found on Council’s website: www.portphillip.vic.gov.au/marina-reserve.htm

Location

Marine Parade, St Kilda VIC 3182

Budget

$5.5 million

Sponsor/Manager

Damien Burgess, Manager Parks & Open Space

Current status

Marina Reserve is a passive recreation space which is underutilised and short on community facilities.

Following an extensive community consultation program, construction of the new master plan has been underway since July.

The site will feature a skate space, new playground, WSUD, bike path, BBQ, trees and perimeter walking path.

Program – Key milestones

Council approved Master plan in November 2011 Operations plan developed November 2011 Council awarded tender to Fulton Hogan in May 2012 Construction commenced in July 2012 Project completion due in March 2013 Community Reference Group to be established in March 2013 to provide advice on early operation of the Reserve

Division

City and Infrastructure Services - General Manager: John Hicks

Department

Project Services 93

South Melbourne Market – Roof Over Roof Description

Construction of a new roof that will cover the existing market building and will waterproof the building.

The current building leaks and causes flooding in the market during heavy rains.

Due to the type of the existing structure the seepage also results in the need for ongoing maintenance.

The existing ‘roof’’ was constructed using a ‘T-beam bridge’ construction method and rainwater leaks through the structure’s seams cause discomfort to shoppers and damage to stallholder goods. The new roof will also reduce the heat build up in the market and reduce food spoilage.

The project includes the installation of an underground water storage tank for runoff from the new roof with the non-potable water to be used for washing down the market areas and toilet flushing.

Location

Cecil Street, South Melbourne

Budget

$4.9 million

Sponsor

Fiona Blair, Manager Property Services

Current status

Under construction

Program – Key milestones

Roof completion – end November 2012

Division

City and Infrastructure Services - General Manager: John Hicks

Department

Project Services

94

Installation of underground water tanks – Feb 2013

City of Port Phillip Councillor Kit 2012

St Kilda Family and Children’s Centre Description

Construction of a new purpose-built integrated family and children’s centre featuring up to 116 early childhood education and care places. The project will also provide for maternal and child health services, various complementary child and family services, playgroups and multipurpose community spaces.

Project is part-funded by the Commonwealth Government ($1.6 million) and State Government ($0.5 million)

Location

99B Carlisle Street, St Kilda

Budget

$14.3 million

Sponsor/Manager Michele Leonard – Acting Manager, Family Youth and Children Current status

Construction nearing completion.

Services preparing to relocate from their temporary facilities:

Long day care – York Street Children’s Centre Maternal and child health – St Kilda Town Hall Playgroups – Betty Day Centre Program – Key milestones

Due for completion in December 2012 Open for business in January 2013

I

Division

City and Infrastructure Services - General Manager: John Hicks

Department

Project Services

Current Issues

97

City of Port Phillip Current Issues A summary of key current issues is provided in this section for Councillors’ information.

These issues are important because: • they are likely to be matters which may impact on budgets • they are complex and of an ongoing nature, or • they are matters which may need Council to develop a strategic direction to effectively manage the issue.

It should be remembered that this is not a comprehensive list of all the issues Council is dealing with, but are the issues that have been identified as being the most important for newly elected Councillors to be aware of. If Councillors need any further information on these or any other issue, you are encouraged to discuss that issue with the relevant General Manager.

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City of Port Phillip Councillor Kit 2012

Flood Management Background

City of Port Phillip has a history of flooding with the last major flood experienced in February 2011.

Main drainage system is a State Government responsibility (Melbourne Water) with local municipal drains predominantly emptying into the main drain.

There are a number of high risk areas including Port Melbourne and the areas surrounding the Elwood Canal and Shakespeare Grove main drain.

Increased frequency and intensity of rainfall in combination with sea level rise will see the municipality become more flood prone.

35% of the municipality is three metres or less above sea level.

The municipality is subject to flash flooding with little advanced warning.

Drainage infrastructure was largely installed between the late 1800’s to the mid 1900’s and in many situations does not meet today’s design standards.

Council drains flow into the Melbourne Water main drainage system. When the main drainage system becomes full, flooding occurs within the Council drainage system.

90% of the water that flows through Melbourne Waters main drainage system comes from upstream catchments outside of the municipality.

The population of the City of Port Phillip has a large turnover due to renting making community education and capacity building difficult.

Course of action

A Flood Management Plan has been developed in conjunction with Melbourne Water which details a number of key actions which are currently underway.

Detailed modelling of the municipalitys drainage infrastructure underway, which will deliver a revised capital works program.

A new preventative drainage maintenance program commenced in 2012/13.

Review of Special Building Overlays and subsequent Planning Scheme Amendment to occur over the next 12 months.

Community capacity building programs including flood forums / workshops,

development of flood safe guides and education material, partnering with Melbourne Water and SES.

Key Messages

The issue of flooding within the City of Port Phillip is extremely complex with no clear response evident.

The City of Port Phillip will continue to work with key stakeholders in order to further understand flooding issues and to develop mitigation and awareness campaigns.

The potential impacts of climate change further complicate future mitigation strategies.

Division

City and Infrastructure Services - General Manager: John Hicks

Department

Operations 99

Fishermans Bend Urban Renewal Area Background

In February 2011, the State Government announced plans to redevelop the industrial precinct of Fishermans Bend to ‘a high-density residential area’ and the establishment of the Urban Renewal Authority (now Places Victoria) to focus on redevelopment of inner areas.

At its meeting on 26 September 2011, Council resolved to seek confirmation from the State Government that the City of Port Phillip will participate in all decisions affecting the Fishermans Bend area, including the Montague Precinct.

Subsequent meetings were held with the Minister for Planning and correspondence sent during 2011 (to the Premier, Minister for Planning, Major Projects Victoria and Places Victoria Chair).

On 12 June 2012, Council endorsed the Montague Precinct Structure Plan – Consultation Draft for public consultation.

On 5 July 2012, the Minister for Planning rezoned 240 hectares of Fishermans Bend (including most of the Montague area) to a Capital City Zone via Planning Scheme Amendment C102. The Minister also became the Responsible Authority for the majority of planning applications.

A small parcel of approximately 27 Ha, known as the Lorrimer Precinct, is in the City of Melbourne. The balance of the Fishermans Bend renewal area is in the City of Port Philip.

Places Victoria has been given the responsibility by the Minister for Planning to coordinate the preparation of framework planning for the Fishermans Bend Urban Renewal Area (FBURA).

Council officers have been participating in a wide range of working groups to help inform the preparation of the plan and to influence the planning outcomes for Fishermans Bend and the future communities of Port Phillip.

Until the framework plan is finalised there is very limited strategic planning direction or policy to guide the consideration of any planning permit applications in this area.

In September 2012 Council adopted guiding principles and strategic directions for Fishermans Bend.

These guiding principles and strategic directions represent Council’s position and are being used to advocate to the State Government during the preparation of a planning framework for the area to guide the long term development of Fishermans Bend.

The guiding principles and strategic directions do not apply to the Montague Precinct Structure Plan.

Course of action

Continue to collaborate with Places Victoria and DPCD and to continue to participate in the Places Victoria Project Control Group and various officer working groups for Fishermans Bend.

Places Victoria will prepare a Framework Plan for the FBURA for the Minister for Planning by the 30 June 2013.

Council to continue to advocate for Council’s Fishermans Bend guiding principles and strategic directions which complement the Montague Precinct Structure Plan.

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City of Port Phillip Councillor Kit 2012

Key Messages

Council is working closely with Places Victoria and DPCD and is continuing to participate in Places Victoria’s Project Control Group and various officer working groups for the FBURA. The Montague Precinct Structure Plan provides strategic directions in relation to land use and built form, ESD, public space improvements and transport / accessibility.

Council’s guiding principles and strategic directions complement the Montague Precinct Structure Plan and represent Councils formal position for the balance of Port Phillip’s part of Fishermans Bend.

Council’s guiding principles include creating a child and family friendly place, a highly connected place that prioritises sustainable travel and the movement of people, an exemplary environmentally sustainable precinct, a vibrant and diverse mix of land uses and a well serviced, diverse and connected local community that welcomes everyone.

Council is committed to ensuring Fishermans Bend is well planned and staged and facilitates the orderly transition of the precinct and is supported by a funding plan that provides for open space, community facilities and physical infrastructure.

Division

Environment and Planning - General Manager: Sue Wilkinson

Department

City Strategy

101

Montague Precinct Structure Plan (Part of Fishermans Bend Urban Renewal Area) Background

The Montague Precinct Structure Plan affects the (former) industrial area of South Melbourne, immediately south of the West Gate Freeway, west of the St Kilda light rail and generally north of City Road.

The Plan: -

provides a planning framework to underpin the future urban renewal of this strategic location

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establishes a future vision for the Precinct and its three distinct Neighbourhoods

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provides future directions in relation to the desired land use mix, built form (including proposed heights), a future public space network, transport and access, and community infrastructure.

A consultation draft was released in June 2012. Extensive community consultation was undertaken and 54 submissions were received.

On 5 July 2012 (during the consultation process), the Minister for Planning rezoned the majority of the Montague Precinct (and the wider Fishermans Bend Urban Renewal Area - FBURA) to a Capital City Zone via Planning Scheme Amendment C102. The Minister also became the Responsible Authority for the majority of planning permit applications.

Montague (50 hectare) is one of four precincts within the defined FBURA (240 hectare).

Two areas within the Montague Precinct were not included in Amendment C102 and remain in the Industrial 1 Zone.

The Structure Plan was adopted by Council on 11 September 2012.

Course of action

On 11 September 2012, Council resolved to: Continue to participate on the Places Victoria Project Control Group and various officer working groups for Fishermans Bend. A Framework Plan for the FBURA is anticipated to be completed by mid 2013.

Advocate for the Plan to be fully incorporated into the Framework Plan being prepared

by Places Victoria for the wider Fishermans Bend area.

Request that the Minister for Planning, as Responsible Authority, immediately commence use of the adopted Structure Plan as the basis for decision making for planning permit applications within the Precinct. (This has been actioned.)

Prepare detailed planning scheme policy and provisions to implement the Structure Plan, and inform the refinement of policy and controls implemented through Ministerial Amendment C102.

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City of Port Phillip Councillor Kit 2012

Key Messages

The Structure Plan provides strategic directions in relation to land use and built form, ESD, public space improvements and transport / accessibility.

The Structure Plan provides a strong basis from which Council can continue to advocate for the development of Montague as a highly liveable and sustainable mixed use precinct.

Council will promote use of the Plan to influence and inform future decision making for the Precinct, including planning frameworks being developed by Places Victoria and planning permit decisions by the Minister for Planning.

Division

Environment and Planning - General Manager: Sue Wilkinson

Department

City Strategy

103

Port Melbourne Waterfront Urban Design Framework Background

The Port Melbourne Waterfront Urban Design Framework (UDF) aims to guide the future development and character of the Port Melbourne waterfront from Princes Pier to Bay Street.

In 2003, Council resolved to use the Port Melbourne Management Framework (PMMF) to assist with decision making on matters relating to Port Melbourne. The PMMF recommended the preparation of an Urban Design Framework for the Port Melbourne foreshore.

In November 2009, Council endorsed urban design advice for the site at 1-7 Waterfront Place prepared by MGS Architects as interim design guidelines while an urban design framework was prepared for the waterfront area.

In 2010, Council began preparation of the draft Port Melbourne Waterfront Urban Design Framework to inform a future Planning Scheme Amendment in anticipation of the return of planning controls for the area to the City.

The draft UDF was put on public exhibition in December 2011 and public submissions were received until Friday 9 March 2012. Formal community consultation was held for four weeks in February 2012.

The redevelopment of the site at 1-7 Waterfront Place was the subject of the majority of submissions.

Course of action

Review and finalise the draft UDF, focussing on revisiting the Waterfront Place Precinct.

Key Stakeholder Forums will be held to involve local input in the preparation of revised Waterfront precinct and site guidelines The key issues are transport and access, views and vistas, and the preparation of suitable detailed design guidelines for 1-7 Waterfront Place. This work will inform revisions to the UDF. It is anticipated the revised UDF draft will be released for public comment in early 2013.

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City of Port Phillip Councillor Kit 2012

Key Messages

The Port Melbourne Waterfront Urban Design Framework aims to enhance liveability and secure a sustainable future for the precinct.

Council is revising the draft Port Melbourne Waterfront Urban Design Framework to reflect the feedback from the February – March 2012 community consultation and ongoing discussions with key stakeholders.

Division

Environment and Planning - General Manager: Sue Wilkinson

Department

City Strategy

105

St Kilda Triangle In 2009 a development proposal for the St Kilda Triangle was abandoned after community opposition.

Background

St Kilda Triangle 2012 was adopted on 28 August 2012.

The document is the accumulation of more than two and a half years work, including extensive community engagement with over1,000 people from four Ideas Forums, online forums, public events, email and newspaper communications.

The document also reflects three technical studies that investigated the future requirements of the Palais Theatre, the feasibility of the underground car park and the views and vistas that could impact on the development of the site.

St Kilda Triangle 2012 comprises a Vision, objectives, principles and design and development requirements to guide the future of the Triangle site.

Course of action

Preparation of a Planning Scheme Amendment to commence, which will review the existing planning controls to implement the statutory planning elements of St Kilda Triangle 2012.

The draft Planning Scheme Amendment will be subject to further community consultation in 2013.

The Planning Scheme Amendment will seek to reintroduce the third party notice and appeal rights that were removed by State Government to allow the community the opportunity to participate in the implementation of any proposal on the site.

The actions outlined in the Implementation Plan will also immediately commence ,including work to progress funding options, the process of procuring a design for the Triangle site (including the option of a design competition), and the preparation of a traffic and car park demand study.

Key Messages

Catani Gardens

Council is committed to securing a sustainable future for the Triangle site.

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City of Port Phillip Councillor Kit 2012

Veg Out

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Palais Theatre Background

The Crown Land (St Kilda Triangle) Act 2006 designated Council as Committee of Management for the Palais Theatre and St Kilda Triangle site.

The Palais Theatre is a Crown Asset and is located on Crown Land adjacent to the St Kilda Triangle.

The Palais Theatre is currently leased and operated by Palais Theatre Management P/L, for which the ultimate holding company is Citta Property Holdings P/L. This lease arrangement expires 29 September 2015.

A Palais Theatre Requirements Study (March 2012) was prepared by a consortium led by William Ross Architects. This study identified what the Palais might need to operate sustainably into the future. This technical study also helped inform the St Kilda Triangle 2012 planning framework document.

The report suggested that there are a range of options for a viable operating model for the Palais. It also found that there are very significant costs associated with bringing the Palais up to a safe and efficient operating standard. The footprint or building envelope would also need to be expanded to support the operation of the theatre and ensure its compliance with regulatory requirements.

Course of action

In the interim a short term lease will be explored to ensure the ongoing operation of the Theatre.

St Kilda Triangle 2012 identifies land adjacent to, and behind, the theatre to allow for possible future upgrade works to the Palais Theatre.

Council will initiate a process to secure a future longterm lease and operational arrangements for the Palais Theatre. Future management and sustainable operation will be determined through a separate but parallel planning process to the St Kilda Triangle project.

Next steps are to develop a process to determine the optimal management options for a sustainable operation of the theatre.

Key Messages

Council is committed to securing a sustainable future for the Palais Theatre.

Council seeks to achieve broad community engagement on the future direction of the St Kilda Triangle, which includes the Palais Theatre.

Division

City and Infrastructure Services - General Manager: John Hicks Environment and Planning - General Manager: Sue Wilkinson

Department

Property Services / City Strategy

107

St Kilda Festival Background

St Kilda Festival has been held on the second Sunday each year since 1980 and like many successful historic institutions it is as contested as it is popular.

The Festival delivers community benefits such as performance opportunities for musicians, engagement opportunities for community groups, free access to live music and entertainment for a wide audience, as well as significant economic benefit for local business. It is also a major way that Council can support live music.

The St Kilda Festival has emerged as a particular issue in recent months because a historical dependency on substantial sponsorship is no longer viable and therefore the net costs to Council have increased, creating perceptions of a budget ‘blowout’.

Sponsorship has become more difficult for reasons such as the economic climate post GFC that has created more competition for sponsorship dollars - substantial sponsorship that tends to go towards major sports or arts events where audiences have higher spending tendencies and the brand exposure is much higher - and because Council does not accept alcohol sponsorship.

Discuss with incoming Council, with a view to developing guiding principles that will inform the best way forward for the Festival, and for the ongoing support of live music, the local economy and audiences – much of which includes younger people.

Course of action

Develop wide ranging consultation that engages with all those interested in the future of the Festival or whatever might replace it.

Canvas the views of, and the impacts and benefits to, the Festival community beyond the resident and business groups (while, of course, still including them), as this was a voice not heard during the last review of the Festival. This would encompass musicians at all stages of their career, as well as the many community groups that also derive benefit from the Festival that Council may want to somehow provide for in future models.

Survey local musicians (not only Festival participants) and live music venues within the municipality on their views and priorities.

Develop an Options Paper that is the subject of the consultation, one option of which is to continue the St Kilda Festival; the others would involve new ideas or redistribution of cultural spend.

St Kilda Festival is a highly successful festival for all ages, and showcases Australian musicians; however it may not be viable, for Council to support in its current format.

Key messages

Council is committed to encouraging and supporting Port Phillip’s creative community.

Division

Cultural Community Development - General Manager: Chris Pike

Department

Culture and Leisure

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City of Port Phillip Councillor Kit 2012

Live Music in Port Phillip Background

Live music has emerged as an issue over the last 12 months. This issue was raised mainly by members of the St Kilda Live Music Community Group and a few St Kilda venues struggling with the ability to comply with planning permit conditions and associated building permit issues. Concerns include resident amenity, noise, planning controls and enforcement, ‘agent of change’ principle, and changing demographic and music tastes.

Council has had two forums on live music in St Kilda with key stakeholders.

Course of action

Develop relationship with the State Government, particularly the Live Music Roundtable.

Improve the communication processes around requirements that may be needed for venues or musicians in order to bring them into compliance with State Government requirements (i.e. SEPP N2).

Develop a community engagement plan with music stakeholders and the wider community, including, but not limited to, current interest groups.

Key messages

Council is committed to supporting live music within the municipality and to Port Phillip’s creative community.

Council is committed to balancing the tension between amenity and activity within the city.

The controls governing live music (i.e. SEPP N2) are state and not local controls.

Statistically, Council receives very few applications for or complaints in regard to live music venues.

Division

Cultural Community Development - General Manager: Chris Pike City and Infrastructure Services - General Manager: John Hicks Environment and Planning - General Manager: Sue Wilkinson

Department

Culture and Leisure / City Development / Compliance and Parking

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St Kilda Road Precinct Review Background

In January 2011, the Minister for Planning introduced interim mandatory height controls to the northern portion of the St Kilda Road Precinct (area immediately southwest of the Shrine of Remembrance) for a two year period, to enable a review of the current built form controls (DDO3 & 4) that regulate building heights and setbacks for the area.

Since then Council has been undertaking the St Kilda Road Precinct Review which will result in revised built form controls for the area, and ultimately set a ‘vision’ for this precinct and guide future development to achieve a well serviced, high amenity living and working environment.

The Review of Design and Development Overlay 3 & 4 (DDO3 & 4) - Interim Draft, September 2012 is one of five technical reports to inform this comprehensive review of the St Kilda Road Precinct. Other technical reports are specific to transport and access, community needs, public realm and physical infrastructure capacity.

The Review of DDO3 & 4, Interim Draft, September 2012 (‘prepared by Plansiphere Pty Ltd) was endorsed for public release by Council at its meeting on 24 September 2012. A Variation Paper documenting Councils variations to Planisphere’s recommended built form controls for Kings Way and the south side of Albert Road was also endorsed at this meeting.

The primary reason for this technical report being endorsed separately from the others was to support a request to the Minster for Planning to extend the interim mandatory height controls prior to their lapsing in January 2013.

Course of action

Formally request extension of time to the mandatory height controls introduced by the Minister for Planning via Amendment C86.

Finalise the Review of DDO3 & 4, Interim Draft, September 2012 in the context of: The Shrine of Remembrance Built Form Review study which is being prepared by the Shrine Trustees, but has not yet been released.

Further consideration of transport impacts and the status of the proposed Melbourne Metro project with the Department of Transport Implications of the State Government’s proposed Zone Reforms on the St Kilda Road Precinct Finalise the other four technical reports (1.Transport and Access Study; 2. Community Needs Assessment; 3. Public Realm and Linkages Study; 4. Infrastructure (physical) Capacity Assessment) and formulate a Council Vision and Position Paper for the St Kilda Road Precinct to guide future planning, design and infrastructure projects in the St Kilda Road Precinct Undertake a formal community consultation process when Council releases its draft Vision and Position Paper for St Kilda Road (in conjunction with the five technical papers) Undertake a Planning Scheme Amendment to apply revised built form controls (DDO3 & 4) to the St Kilda Road Precinct.

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City of Port Phillip Councillor Kit 2012

Key Messages

Council has been undertaking the St Kilda Road Review which will set its ‘vision’ for this precinct, and guide future development to achieve a well serviced, high amenity living and working environment.

A key emphasis of the review is to consider the future development potential of the precinct in the context of (social and physical) infrastructure capacity and the creation of a high quality public realm.

The Review of Design and Development Overlay 3 & 4 (DDO3 & 4) was released as an interim draft, (at Council’s meeting on 24 September 2012) with Council variations, with the intent to finalise the report in 2013 to reflect and incorporate the St Kilda Road Precinct Review when completed and Shrine of Remembrance Built Form Review when released.

A formal request to the Minister for Planning was made in October 2012 or an extension of time to interim mandatory height controls introduced by Amendment C86.

Division

Environment and Planning - General Manager: Sue Wilkinson

Department

City Strategy

111

Fire Services Levy Background

In August 2012, the Victorian Government announced that councils will now collect the Fire Services Levy (FSL), following the introduction of the Fire Services Property Levy Bill 2012. The proposed FSL will replace the current insurance FSL which required Victorian property owners to pay a contribution to the fire services through a levy imposed on their insurance premiums by the insurance companies. It is expected that Councils will collect the FSL via our rate notice effective 1 July 2013.

The contribution that councils currently make to the Metropolitan Fire Brigade (MFB) will also be abolished. Council paid $2.295 million to the MFB in 2011/12 and has budgeted $2.348 million for this expense in 2012/13, which equates to 2.5% of its rate revenue.

This change, which was recommended by the Victorian Bushfires Royal Commission, will require all Victorians, rather than all insured Victorians, to contribute to the cost of fire services.

The levy collected within the Metropolitan Fire Distract (MFD) area will be used to fund the MFB while the levy collected outside the metropolitan area will be used to fund the Country Fire Association (CFA). The State Government advises that it will continue to make its existing statutory contribution to funding the state’s fire services.

Under the proposed property based levy:

o Councils will collect the levy through rates notices

o The levy will consist of a fixed component ($100 for residential and $200 for

non-residential), plus a variable component calculated as a percentage of capital improved values (CIV)

o The levy rate will vary for different property types such as residential, industrial, commercial and primary production.

o Council will have to forward on the fixed component to the MFB; however will retain the variable component, provided the property is classified with one of the relevant Australian Valuation Property Classification Codes (AVPCC).

Course of action

The bill has not yet passed through Parliament and both the Finance and Revenue management sector groups are working closely with the MAV as well as DTF and the SRO to obtain further clarification on the application and interpretation of this draft legislation.

Council will be provided with further information on the application of this levy once it is passed in Parliament and the final ad valorem rates are set.

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City of Port Phillip Councillor Kit 2012

Key Messages

Councils have been appointed as the collection agents for the Fire Services Levy effective 1 July 2013. This is in response to one of the major recommendations of the Victorian Bushfires Royal Commission.

While the full impact on ratepayers is not yet confirmed, indicative modellings based on information contained in media releases as well as the DTF website highlights that this levy will have a disproportionately higher impact on ratepayers who own relatively low value properties than those owning high value properties. Councils will need to explain the collection of this levy and deal with potential community backlash.

Councils will, in the discharge of their collection responsibilities, incur significant establishment costs (system changes, stationery modifications, temporary staff) that need to be recovered from consolidated revenue. These increased costs will be more than offset by the significant savings arising from the abolition of the MFB fire services levy.

Division

Corporate Services - General Manager: Mark Brady

Department

Finance

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Unfunded Superannuation Liability Background

Vision Super is the default superannuation fund for local government employees in Victoria. There are two different funds under the Vision Super umbrella; a Defined Benefits fund which has been closed to new members since 1993, and an Accumulation Fund.

The funding principles of the two funds are very different. The Defined Benefits fund (DBF) is a super fund that pays a final benefit based on a formula that takes into account a staff member’s final salary and the number of years that a staff member has work for the Council. The Accumulation Fund on the other hand, pays a final lump sum benefit that is based on the actual value of the vested benefit that individual members have built up over time ,which includes their actual contributions, investment income and attributable capital gains or losses.

Under the defined benefits model the employer rather than the employee carries the investment risk while under the accumulation model the employee carries the investment risk.

Over recent years the DBF has come under increasing pressure due to a combination of factors. These include:

o investment underperformance in the wake of the Global Financial Crisis and persisting Euro Zone sovereign debt concerns.

o the systematic impact of the closed fund which has resulted in a

reduction of working members compared to retired members and their dependants who are receiving benefits from the Fund. This has been exacerbated by increased life expectancies and above inflation growth in salaries, which are key determinants of final benefits.

Council received a call from the Fund of just over $2 million in February 2011.

This was settled early using funds in Council’s general reserves and these are being replenished over a seven year period at $300,000 per annum. This call was in response to the preliminary results of the actuarial review of the fund.

Following the completion of the actuarial investigation into the Fund, an unfunded liability of $453 million has been identified and Port Phillip has been notified that its total share of the shortfall is $11.147 million (including tax and the Streetsahead Joint Venture).

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City of Port Phillip Councillor Kit 2012

Course of action

We have been advised that there are a number of payment options available to Council. These include:

repayment over a 15 year period at a fixed interest rate of 7.5% per annum, settlement in full on the due date (1 July 2013)

settlement in full before the due date which will result in a further effective discount based on the 7.5% per annum reduction.

A cost benefit analysis of the payment options has identified the most financially advantageous means of settling the liability is immediate settlement or at the very least, settlement in full by the due date of 1 July 2013.

The repayment of this liability needs to be considered by Council when discussing the 2013/14 Budget and 10 Year Financial Plan.

Key Messages

The unfunded superannuation liability is a cost that is totally outside Council’s control.

Council has, based on earlier information, set aside $800,000 from an increase in rates in the 2012/13 budget to deal with this issue. This will now have to be topped up significantly.

Council’s financial results for 2011/12 were significantly impacted by the full cost of the superannuation call.

Council will need to finalise the funding arrangements for the repayment of the liability.

Division

Corporate Services - General Manager: Mark Brady

Department

Finance

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Councillor Support

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Support for Community Service Requests The staff in the Mayor and Councillors office can assist with any service requests Councillors receive from the community.

These requests will be logged by staff into our request and complaints management system.

This formalises the request and should give Councillors confidence that these requests will be answered.

Please contact the relevant General Manager if you have any critical issues you wish to discuss.

If Councillors are uncertain which General Manager to contact, the Mayor and Councillors office staff can assist.

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City of Port Phillip Councillor Kit 2012

Useful Phone Numbers Mayor and Coun cillors ’ O f f ic e Name Phone Marisa Tramontana 9209 6483

Fax 9536 2729

Mobile n/a

Position Executive Support Services

Barbara Wilson

9209 6431

n/a

0435 657 334 Executive Assistant to Mayor

Mary Baensch

9209 6705

9536 2708

n/a

Councillor Support Officer

Division Mayor and Councillors Office Mayor and Councillors Office Mayor and Councillors Office

Ex ecu tive MANAGEMENT T e a m Name Vanda Iaconese Chris Pike

Phone 9209 6464 9209 6890

Fax 9536 2729 9536 2707

John Hicks

9209 6481

9536 2710

Mark Brady

9209 6313

9536 2725

Sue Wilkinson

9209 6300

9536 2754

Mobile Position 0418 692 049 Interim Chief Executive Officer 0403 575 643 Acting General Manager Cultural and Community Development 0429 955 995 General Manager City and Infrastructure Services 0419 116 863 General Manager Corporate Services 0418 549 874 General Manager Environment and Planning

Division Chief Executive Officer Cultural and Community Development City and Infrastructure Services Corporate Services

Mobile Position 0403 369 284 Executive Assistant to General Manager City and Infrastructure Services n/a Executive Assistant To CEO 0403 605 513 Executive Assistant to General Manager Cultural and Community Development 0434 072 539 Executive Assistant to General Manager Corporate Services 0435 657 335 Executive Assistant to General Manager Environment and Planning

Division City and Infrastructure Services

Environment and Planning

other su pp ort s ta ff Name Carina Calleya

Phone 9209 6663

Fax 9536 2710

Connie Ticinovic Gabi Alleyne

9209 6464 9209 6304

9536 2729 9536 2707

Lexie Bown

9209 6710

9536 2756

Agnes Hon

9209 6390

9536 2754

Chief Executive Officer Cultural and Community Development Corporate Services Environment and Planning

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The role of the Mayor and Councillors’ Office (MCO) The staff in the Mayor and Councillors’ Office are there to assist. This team is: responsible for supporting the Mayor and Councillors with a wide range of tasks and administrative activities, including logging of complaints and requests on same day as receipt the primary interface between Mayor/Councillors and the organisation first port of call for community requests and enquiries civic events management.

MCO should be your first point of contact for all requests.

The staff can be contacted by calling, visiting or email.

L o cat ion Level 1, St Kilda Town Hall

Of fic e hour s

8.30am – 5.15pm Mon/Wed/Thu/Fri 8.30am – 6.00pm Tuesdays (Council meeting night)

Yo ur s upport t e a m

Marisa Tramontana Mayor and Councillor Support Coordinator Ext. 483 Email: mtramont@portphillip.vic.gov.au Mary Baensch

Councillors’ Support Officer

Ext. 705 Email: mbaensch@portphillip.vic.gov.au Barbara Wilson Executive Assistant to Mayor Ext. 431 Email: bwilson@portphillip.vic.gov.au Helpdesk for all general enquiries: Ext: 483 Email: helpdesk – mayor and councillors

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City of Port Phillip Councillor Kit 2012

The role of the MCO (cont.)

Services administered through the MCO include: Business Cards Cab charge Complaints & requests management Calendar management Conference registrations & travel arrangements Correspondence and invitations Courier Services Email management – as required IT equipment and services – coordinate supply & maintenance Information and research requests Meeting Rooms – booking of in 3 Town Halls Neighbourhood Programs allowances Parking Permit for councillor vehicles – all areas Parking Infringements – processing of requests to waiver Personal Development & Training Allowance Photocopying service Postage service Reimbursements – Petty Cash Reimbursements – Child Care Expenses Security Access Cards (replacement if lost or stolen) Speech Requests for the Mayor Stationery supplies including printing cartridges Telephone enquiries – we aim to resolve on first call basis Vehicles – available from pool

Organisation and management of annual Civic Events include: Citizenship Ceremonies – 6 per year including Australia Day Albert Jacka Memorial Service (January) Raoul Wallenberg Memorial Service (January) International Women’s Day (March) ANZAC Day services in conjunction with RSL (April) Remembrance Day service in conjunction with RSL (November) Special Council Meetings (election of Mayor) Civic Awards (currently under review) Ad hoc events as required

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Mayor and Councillors’ Allowances The payment of allowances to Councillors is governed by the Local Government Act 1989.

The state government sets the framework for determining the quantum of Councillor and Mayoral allowances.

Councils are categorised within a three-level framework based on population and total revenue. Recent legislative changes require that the quantum of allowances within each level be reviewed each year by the Minister for Local Government and the outcome be published in an Order-in-Council in the Victorian Government Gazette each year. Councillor allowances must not exceed one month in advance.

Port Phillip Council is classified in the highest category level 3.

In line with the recommendations in the state government report, an Order-in-Council in the Victorian Government Gazette dated 27 November 2008, set the range of allowances for all three categories. The maximum allowances for level 3 were set at: Councillors’ allowance $26,188 per annum Mayoral allowance $83,650 per annum

As well as the allowance, councillors will be given an additional amount equivalent to the Superannuation Guarantee Contribution which is currently 9%.

Councillors will be paid these amounts automatically once they have been sworn in. However, within seven months of election day Council is required to review its allowances. The Local Government Act requires that sometime before 30 June 2013, Council must set councillor allowances for the period July 2013 – June 2017.

Before the final decision is made there must be a public process of inviting public submissions on the level of allowances.

Allowance levels during the four year period will be subject to indexation as determined annually by the Minister for Local Government under the Local Government Act. The first index change is due around December 2012.

The Local Government Act sets out a number of parameters for the payment of the allowance: A Mayor cannot receive the Councillor allowance at the same time as receiving the Mayoral allowance.

The amount of the allowance must be the same for each Councillor (except the Mayor).

A Council does not have to pay an allowance to a Councillor who does not wish to receive it.

A person is only entitled to receive an allowance while he or she holds the office of Councillor or Mayor.

The allowance is processed by Council via Accounts Payable and is paid electronically. As an allowance, no tax is deducted but the allowance should be declared by the recipient in their annual taxation return. Councillors will be paid from the declaration of polls.

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City of Port Phillip Councillor Kit 2012

Councillor Expense Entitlement Policy Adopted by Council 10 August 2009

1.

PART A – COUNCI LLOR S U P P ORT & E X P EN S E REI M BUR S EMENT

1

OBJECTIVE 1.1

1

1

To set out a Councillor’s entitlement for: 1.1.1

reimbursement by Council of reasonable bona fide Councillor out of pocket expenses incurred while performing duties as a Councillor; and

1.1.2

payment by Council of reasonable bona fide expenses to enable Councillors to perform their duties; and

1.1.3

provision of facilities and resources by Council to assist Councillors in the performance of their duties.

BACKGROUND 1.1

This policy gives a broad overview of how a Council can give assistance to its Councillors in carrying out their functions. It does not attempt to prescribe for every possible situation that may arise.

1.2

As well as legislation (see Attachment 1), there is an information guide issued by the Department of Planning and Community Development that outlines the entitlements and support to be provided to Mayors and Councillors.

1.3

The information guide is known as “Mayor and Councillors Entitlements, reimbursement of expenses and provision of resources and facilities support for Victorian Mayors and Councillors November 2008”. The guide (see Attachment 2) prescribes the minimum toolkit for expenses, support and resources for Councillors.

1.4

Mayoral and Councillor allowances are provided separately to reimbursement of expenses and the costs of facilities/resource support.

1.5

Where this policy is satisfied and a Councillor has incurred an out of pocket expense they must be reimbursed by Council.

DETAILS 1.1

Travelling Expenses 1.1.1

Council will reimburse all reasonable costs associated with travel related to attendance at: (a)

Council and Special Council meetings, and meetings of committees of Council;

(b)

Councillor briefings and meetings with Council staff;

(c)

Council civic and ceremonial functions;

(d)

meetings arising as a result of a Councillor being appointed by the Council to an external body;

(e)

meetings, events or occasions attended in the capacity as a Councillor; and

(f)

any other event as agreed by the Chief Executive Officer or resolution of Council.

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1.1.2

All overseas travel will be by a resolution of Council.

1.1.3

Travel reimbursed by Council will be for:

1.1.4

1.2

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public transport;

(b)

bicycle maintenance expenses for Councillors using their own bicycles (see Attachment 3 for rates);

(c)

taxi;

(d)

private vehicle – reimbursement of motor vehicle expenses shall be by cents per kilometre at the rate reimbursed to Council employees for use of a private vehicle.

Instead of reimbursements made under 3.1.3, Council can provide: (a)

cabcharge card or vouchers for travel by taxi;

(b)

sustainable transport (public transport) vouchers;

(c)

a bicycle for exclusive use of any Councillor who rides, or makes a commitment to ride, more than 15 kilometres per week on Council business (see Attachment 3 for conditions); or

(d)

a Council pool vehicle (subject to availability) to be arranged with the Chief Executive Officer or delegate.

1.1.5

Wherever appropriate Council supports the use of sustainable transport.

1.1.6

The conditions below will be applied to determine the amount of travel-related expenses that will be reimbursed or paid for: (a)

travel must be undertaken as quickly as possible and by the shortest route possible;

(b)

any time occupied in other than authorised Council business is not to be included in the calculation of any expenses to be reimbursed or paid;

(c)

claims will only be paid on the basis of the actual form of transport used;

(d)

where travel is by air, the standard form of travel will be economy class, unless otherwise arranged with the Chief Executive Officer.

1.1.7

The Chief Executive Officer or the Council will approve discretionary trips and interstate travel, with travel related to training and conferences subject to the budget restrictions set out at 3.4.3.

1.1.8

Where reimbursements are beyond the Chief Executive Officer’s authority, the reimbursement will be referred to Council.

Support for the Mayor – Mayoral Vehicle 1.2.1

1.3

(a)

Where Council resolves to provide a vehicle to the Mayor and the Mayor accepts such a vehicle, Council will provide a fully maintained vehicle (including Fringe Benefits Tax) to the standard specified by the Council at the time at no cost to the Mayor.

Support for Councillors – Stationery 1.3.1

The Council shall, upon request, provide Councillors with standard stationery held or obtained generally for the organisation’s requirements.

1.3.2

The stationery may include, but not necessarily be limited to, paper, business cards, writing implements, diaries, writing pads/books, computer discs and paper, toner cartridges, envelopes and the like.

City of Port Phillip Councillor Kit 2012

1.4

Conferences, Professional Development and Training 1.4.1

The City of Port Phillip is committed to helping Councillors meet their training and professional development needs relating to their Councillor role and duties.

1.4.2

Subject to availability of funds within the specific budget: (a)

Councillors attending relevant conferences and seminars shall have all reasonable expenses for travelling, transport, accommodation, registration fees and meals, and other out of pocket expenses reimbursed or paid on their behalf.

(b)

Councillors may also be reimbursed for professional development including study expenses incurred, subject to approval of the Chief Executive Officer.

(c)

Development programs and initiatives may be available to all Councillors collectively or individually.

(d)

Professional development expenditure should always be tested against the following criteria: 1. is in the interest of the Port Phillip community; 2. meets the budget determined by Council; 3. clearly offers and promotes public benefit, as distinguished from private benefit; 4. is directly relevant to the Councillor’s role; and 5. takes place and is able to be utilised during the Councillor’s term of office.

(e)

1.4.3

1.5

If insufficient funds are available within the budget, Councillors may attend conferences and seminars by paying their own expenses or by reimbursing their expenses to Council.

The Chief Executive Officer or delegate will approve travel, registration and accommodation costs for training and conferences in Victoria or interstate, up to the amount allocated in the annual budget for conferences and courses costs. The Mayor will be entitled to 20% of the annual budget and each Councillor will be entitled to a pro rata allocation of the remaining 80%.

Reimbursement of Child Care Expenses 1.5.1

Council will reimburse all reasonable costs associated with necessary child care for their immediate family incurred to attend: (a)

Council and Special Council meetings, and meetings of committees of Council;

(b)

Councillor briefings and meetings with Council staff;

(c)

Council civic and ceremonial functions;

(d)

meetings arising as a result of a Councillor being appointed by the Council to an external body;

(e)

meetings, events or occasions attended in the capacity as a Councillor; and

(f)

any other event as agreed by the Chief Executive Officer or resolution of Council.

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1.5.2

1.6

3

That the hourly rate is reasonable.

(b)

Each claim for reimbursement shall be substantiated by a receipt from the caregiver showing the name of the provider, dates and times the care was provided, the rate per hour and why the child care service was required.

(c)

Child care costs are not eligible for reimbursement if paid to a person who normally or regularly resides with the Councillor.

(d)

All reimbursement claims are to be made on the appropriate form.

Councillors will be provided with the following, noting that the Council will pay all connection fees, rental charges, all Council business call charges and reasonable personal use of the equipment listed below: (a)

Mobile phone or handheld mobile device eg Blackberry;

(b)

telephone;

(c)

personal computer (desk top or laptop);

(d)

modem;

(e)

printer/fax;

(f)

standard operating software;

(g)

Internet access;

(h)

office space.

CLAIMS FOR REIMBURSEMENT 2.1

In accordance with section 75(1)(a) of the Local Government Act 1989, every claim for reimbursement must be lodged in writing. To comply with this requirement, Councillors are to complete an Expense Reimbursement Form and submit it to the Chief Executive Officer or delegate for authorisation, noting and payment.

2.2

Councillors are to provide receipts and/or tax invoices for any expenses incurred. Receipts/ tax invoices are to be submitted with the Expense Reimbursement Form. If receipts cannot be produced, Councillors may be required to provide a Statutory Declaration.

2.3

In accordance with the requirements of section 75(1)(b) of the Local Government Act 1989, Councillors should establish that the expenses were reasonable, bona fide, out-of-pocket expenses incurred while performing duties as a Councillor.

2.4

Claims are to be submitted at a frequency convenient to the Councillor, but not less than quarterly.

2.5

Bicycle Maintenance Expense Reimbursement may also be paid on an annual basis by provision of an Expense Reimbursement Form by the Councillor.

GENERAL PROVISION 3.1

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(a)

Councillor Support – Equipment/Facilities 1.6.1

2

Reimbursement is subject to the following conditions:

Council resources must not be used for the purposes of election campaigning for Councillors.

City of Port Phillip Councillor Kit 2012

6.

PART B – REIMBURSEMENT TO MEMBERS OF SPECIAL COMMITTEES

1. OBJECTIVE 1.1.

To enable a member of a special committee to apply for reimbursement of necessary out-ofpocket travelling expenses incurred while performing duties as a special committee member.

2. BACKGROUND 2.1.

3.

The Local Government Act states that a Council may reimburse members of Council committees for necessary out-of-pocket expenses incurred while performing duties as a committee member.

DETAILS 3.1.

Travelling Expenses 3.1.1.

4.

At the discretion of the Chief Executive Officer, Council may reimburse to members of special committees reasonable costs associated with travel related to attendance at the meetings.

CLAIMS FOR REIMBURSEMENT 4.1.

Members of special committees are to complete an Expense Reimbursement Form and submit it to the Chief Executive Officer or delegate for authorisation, noting and payment.

4.2.

Members of special committees are to provide receipts and/or tax invoices for any travel expenses incurred. Receipts/tax invoices are to be submitted with the Expense Reimbursement Form. If receipts cannot be produced, members of special committees may be required to provide a Statutory Declaration.

4.3.

Claims are to be submitted not less than quarterly.

7.

8.

PART C – GENERAL CONDITIONS

1. REVIEW OF POLICY a. This policy continues to have effect until amended by the Council. b. This policy must be reviewed within seven months of a Council general election.

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Attachment 1 LEGISLATIVE REQUIREMENT – Local Government Act 1989: s75 Reimbursement of expenses of Councillors (1) A Council must reimburse a Councillor for expenses if the Councillor— (a) applies in writing to the Council for reimbursement of expenses; and (b) establishes in the application to Council that the expenses were reasonable bona fide Councillor out-of-pocket expenses incurred while performing duties as a Councillor.

(2) In this section, duties as a Councillor means duties performed by a Councillor that are necessary or appropriate for the purposes of achieving the objectives of a Council having regard to any relevant Act, regulations, Ministerial guidelines or Council policies.

s75A Reimbursement of expenses of members of council committees A Council may reimburse members of council committees for necessary out-of-pocket expenses incurred while performing duties as a committee member.

s75B Councillor reimbursement policy (1) A Council must adopt and maintain a policy in relation to the reimbursement of expenses for Councillors and members of Council committees.

(2) A policy adopted by Council under this section must be consistent with— (a) the prescribed types of Councillor out-of-pocket expenses that must be reimbursed if the expenses are reasonable and bona fide; and (b) the prescribed procedures to be followed by Councils in relation to the reimbursement of out-ofpocket expenses.

(3) A Council must keep a copy of the policy adopted and maintained under this section available for inspection at the office of the Council.

s75C Resources and facilities for Councillors A Council must make available for the Mayor and the Councillors the minimum resources and facilities prescribed for the purposes of this section.

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Attachment 2

Information Guide

Mayor and Councillor Entitlements reimbursement of expenses and provision of resources and facilities support for Victorian Mayors and Councillors November 2008

Supporting awareness of Mayoral and Councillor entitlements Policy and legislative arrangements Principles Approval arrangements Appendices

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Supporting awareness of Mayoral and Councillor entitlements This Information Guide is to assist Councils, Council staff and the community understand the entitlements of Mayors and Councillors with respect to expenses reimbursement and the provision of facilities and resources support.

Councils are encouraged to promote this Information Guide on their websites to better inform the Council, Councillors, the community and the media of Mayoral and Councillor entitlements and where they are referenced in policy or legislation.

Council policies on Councillor expenses reimbursement and facilities and resources support are required to be published on Councils’ websites under section 82A (2) (c) of the Local Government Act 1989.

The Information Guide describes the minimum toolkit of support and what is prescribed under the following:

•

Recognition and Support, the Victorian Government’s Policy Statement on Local Government Mayoral and Councillor Allowances and Resources April 2008 (Recognition and Support).

•

Local Government Act 1989 (the Act) as amended by the Local Government (Councillor Conduct and Other Matters) Act 2008

In addition, the Information Guide also describes the principles that are to guide the application of entitlements provided by policy and legislation.

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City of Port Phillip Councillor Kit 2012

Policy and legislative arrangements Policy arrangements- Recognition and Support, the Victorian Government’s Policy Statement on Local Government Mayoral and Councillor Allowances and Resources

Recognition and Support prescribes the following as a “minimum toolkit” for expenses, support and resources.

Section 76C of the Act allows for these to be further prescribed in the Local Government (General) Regulations 2004 (refer Appendix 1):

Resources/facilities mandatory •

Administrative support for the Mayor

•

Office for Mayor

•

Vehicle for Mayor

•

Computer – desktop or laptop

•

Mobile phone and landline

•

Stationery

•

Access to fax/copier

•

Website development as part of Council website*

Reimbursement •

Travel - including reimbursement of public transport costs

•

Phone –re-imbursement of relevant call costs

•

Internet

•

Child care/family care

And that as a matter for Council determination the following be considered •

Access to pool car for Councillors

•

Office space and furniture

*In accordance with Principle 2 website development is intended to facilitate participation and access between councillors and the community. For some Councils this can simply mean developing their websites to include information about councillors, contact details and useful links. For others it could mean developing more sophisticated forms of e-democracy and online avenues of engagement.

Under Principle 4, the response by Councils to website development is expected to be an individual one based on local circumstances.

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Legislative arrangements- Local Government Act 1989

The relevant sections of the Local Government Act 1989 concerned with the reimbursement of expenses and provision of the minimum of resources and facilities support are listed below and detailed at Appendix 1):

- S75

Reimbursement of expenses of Councillors

- S75A

Reimbursement of expenses of members of Council Committees.

- S75B

Councillor reimbursement policy

- S75C

Resources and facilities for Councillors

Requirement for Council website

- S82A Council must maintain an internet website.

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Principles 1

C ou n cillor c on d uc t p r i ncip l e s Sections 76B and 76B A of the Local Government Act cover Councillor Conduct Principles. Details are included at Appendix 2 and include the requirements for Councillors to:

2

•

act honestly and avoid statements whether oral or in writing or actions that will or are likely to mislead or deceive a person,

•

endeavour to ensure that public resources are used prudently and solely in the public interest,

•

act lawfully and in accordance with the trust placed in him or her as an elected representative, and

•

support and promote these principles by leadership and example and act in a way that secures and preserves public confidence in the office of Councillor.

Encouraging diversit y in participation , equit y and acc ess Councillors operate in a complex environment and bring unique skills and insights to the role.

Diversity in participation and access to local representation contributes to well-informed decision making involving the community.

It is important that the Councillor role attracts and retains a wide cross section of people, particularly those from under-represented groups such as women, young people, those with disabilities and those in primary caregiver roles (whether of children, the disabled and the aged/infirm).

Councillors need to be accessible to a wide range of constituents and to stay informed about issues in their communities is an important part of the role. Use of the Internet is now essential to facilitate access.

Councillors are to be supported in undertaking their duties by assuring that reimbursement of expenses and access to resources support are provided in an equitable manner to cater for the full participation of all Councillors in Council business and with their communities, while also recognising individual needs and circumstances.

The Councillor role involves attendance at formal Council meetings and participation in community activities. Where these are part of the duties that are in within the scope of s75 (2) of the Act,( i.e. duties performed by a Councillor that are necessary or appropriate for the purposes of achieving the objectives of a Council having regard to any relevant Act, regulations, Ministerial Guidelines or Council policies), all Councillors are entitled to the toolkit of support described above and as allowed to be prescribed under section 75C of the Act.

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3 Acc ou nta bili ty, tra n spar e nc y a nd c o mmu ni t y acc epta n c e In line with section 75B of the Local Government Act 1989 Councils must adopt and maintain a policy in relation to the reimbursement of expenses for Councillors and members of Council committees.

Policies are required to cover the types of expenses and prescribed procedures for reimbursement and substantiation (section 75 (1) and (2)).

Individual Council policies should, in addition to providing expenses reimbursement, adequately reflect the basic toolkit and toolkit of resources and facilities entitlements available to all Mayors and Councillors.

Individual Council policies should be sufficiently flexible and tailored to allow Councils to determine what they can afford to provide for beyond the minimum toolkit and what is acceptable to their communities.

The overriding principle to be addressed in the development of a Council expenses reimbursement policy is that the details and range of benefits provided to Councillors by the Council should be clearly stated and be fully transparent and acceptable to the local community.

In the interests of accountability and transparency, s 75 B (3) requires that Council policies on expenses reimbursement are required to be available for inspection at Council Offices.

4. Loc a l fle xibi li ty acc or ding to c o mp l e xi t y, ne e ds a nd standar ds It is a basic cost of governance that all Councils should provide for the reimbursement of expenses as stated in this Information Guide and the basic toolkit - regardless of individual circumstances.

This Information Guide reflects the minimum standard ‘toolkit’ for the provision of reimbursement of expenses and for the provision of resources and facilities support for all Mayors and Councillors.

It is the responsibility of Councils to establish and define an appropriate and reasonable level of provision beyond the minimum that would enable Councillors to effectively carry out their civic role.

Provision for support beyond the reimbursement of expenses entitlements and the minimum toolkit needs to recognise the differences between Councils.

Differences include levels of complexity of a Council – indicated by its population size and growth and in the financial circumstances of a Council in terms of its revenue base. The local/regional economic and development environment is also important.

Levels of complexity are broadly reflected in the three categories of the Victorian Mayoral and Councillor allowances model under Recognition and Support.

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It is expected that unique individual circumstances and the allowances Category of a Council will have a bearing on the needs of different Councils and this would be reflected in the scale, scope and nature of expenses, resources and facilities support provided over and above the minimum toolkit.

Councils may determine their own rates of expenses and provision of resources and facilities support over and above those described in this Information Guide as long as they conform to legislative and statutory requirements, or accepted benchmarks and standards applied in the Sector.

5 N o dis a dva n tag e - s e pa r at i o n o f a l l owa nc e s f ro m reim burs e m e n t of e xp e ns e s a nd p rov isi o n o f r e s o u r c es and facili ti e s s upp ort Under section 74B of the Act, Mayoral and Councillor Allowances are provided separately to reimbursements of expenses and the costs of facilities/resources support. These allowances are further described in Recognition and Support and given effect through the 25 November 2008 Order in Council.

Accordingly, Mayors and Councillors’ allowances must not be used to subsidise their entitlements and resources and facilities support provided by policy and legislation.

Any provision of other ‘general expenses/allowances’ unrelated to actual expenses incurred or to annual allowances provided by the Act, and which could be designed to supplement Councillors’ annual allowances entitlements under the Local Government Act 1989 is not permitted.

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Approval arrangements Approval is required for all Councillors undertaking discretionary trips and interstate travel and attendance at conferences.

At a minimum the Chief Executive Officer should be the approval authority in accordance with the Council’s predetermined policy.

All overseas travel should be by resolution of full Council.

The Council’s policy should specify any additional approval arrangements required by the Council.

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Appendix 1:

Legislative requirements – expenses reimbursement and facilities/resources support S75

Reimbursement of expenses of Councillors (1) A Council must reimburse a Councillor for expenses if the Councillor –

S75A

•

applies in writing to the Council for reimbursement of expenses; and

•

establishes in the application to Council that the expenses were reasonable bona fide Councillor out-of-pocket expense incurred while performing the duties of a Councillor.

(2)

In this section, duties as a Councillor means duties performed by a Councillor that are necessary or appropriate for the purposes of achieving the objectives of a Council having regard to any relevant Act, regulations, Ministerial guidelines or Council policies.

Reimbursement of expenses of members of Council Committees.

A Council may reimburse members of council committees for necessary out-of-pocket expenses incurred while performing duties as a committee member.

S75B

Councillor reimbursement policy (1) A Council must adopt and maintain a policy in relation to the reimbursement of expenses for Councillors and members of Council Committees.

(2) A policy adopted by Council under this section must be consistent with

(a)

the prescribed types of Councillor out-of-pocket expenses that must be reimbursed if the expenses are reasonable and bona fide; and

(b)

the prescribed procedures to be followed by Councils in relation to the reimbursement of out-of-pocket expenses.

(3) A Council must keep a copy of the policy adopted and maintained under this section available for inspection at the office of the Council

S75C

Resources and facilities for Councillors A Council must make available for the Mayor and the Councillors the minimum resources and facilities prescribed for the purposes of section

(Note: Minimum facilities and resources support are prescribed in the policy Recognition and Support, and are described earlier in this document under Policy and legislative arrangements).

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Appendix 2:

Legislative requirements – Councillor Conduct Principles

76B

Primary principle of Councillor conduct It is a primary principle of Councillor conduct that, in performing the role of a Councillor, a Councillor must—

76BA

(a)

act with integrity; and

(b)

impartially exercise his or her responsibilities in the interests of the local community; and

(c)

not improperly seek to confer an advantage or disadvantage on any person.

General Councillor conduct principles In addition to acting in accordance with the primary principle of Councillor conduct specified in section 76B, in performing the role of a Councillor, a Councillor must—

138

(a)

avoid conflicts between his or her public duties as a Councillor and his or her personal interests and obligations;

(b)

act honestly and avoid statements (whether oral or in writing) or actions that will or are likely to mislead or deceive a person;

(c)

treat all persons with respect and have due regard to the opinions, beliefs, rights and responsibilities of other Councillors, council officers and other persons;

(d)

exercise reasonable care and diligence and submit himself or herself to the lawful scrutiny that is appropriate to his or her office;

(e)

endeavour to ensure that public resources are used prudently and solely in the public interest;

(f)

act lawfully and in accordance with the trust placed in him or her as an elected representative;

(g)

support and promote these principles by leadership and example and act in a way that secures and preserves public confidence in the office of Councillor.

City of Port Phillip Councillor Kit 2012

Appendix 3:

Legislative requirements – Council websites and making available policies on expenses and resources support available for public inspection.

82A

Council must maintain an Internet website (1) A Council must maintain an Internet website.

(2) The Council must ensure that—

(c)

a list of documents of the Council that the Council is required to make available for public inspection under this Act, and how a member of the public can examine each document on the list, is published on the Internet website.

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Attachment 3

PROVISIONS FOR USE OF BICYCLES The Port Phillip City Council encourages the use of bicycles generally in the community. The Councillor Support and Expense Reimbursement Policy ensures the reimbursement or payment for sustainable forms of transport used by Councillors in the performance of their duties. This attachment outlines the conditions by which bicycle expenses will be reimbursed and Council-owned bicycles will be provided.

Bicycle Maintenance Expense Reimbursement Where a Councillor uses his/her own bicycle for transport whilst undertaking their duties as a Councillor, the following reimbursements will be allowed to provide for reasonable annual maintenance: Average kilometres per week per annum (based on 48 weeks) 10 or less 10 to 20 20 to 30 Above 30

Maintenance allowance per annum $60 $160 $200 $240

Councillors will be requested to make an estimate of their average weekly travel for the year.

Bicycle for the Exclusive Use of a Councillor A Councillor can be offered the exclusive use of a Council-owned bicycle where they ride, or commit to ride, an average of more than 15 kilometres per week whilst undertaking their duties as a Councillor.

Council will be responsible for the purchase and maintenance of the bicycle.

Prior to the purchase, the size, type and requirements with respect to the bicycle will be discussed with the relevant Councillor, however, the bicycle must be appropriate for work purposes and be fitted with front and rear lights, a secure anti-theft device, puncture repair kit (including spare tube) and if required mudguards and panniers (front or rear carry racks for secure transport of Council papers).

The bicycle must be securely stored at home, work and wherever it is used.

The Councillor must submit the bicycle for a safety and maintenance check every six months at Council’s expense. In between these service intervals, Councillors should undertake daily and weekly safety and maintenance checks and maintain the bicycle in good working order.

Subject to the condition of the bicycles used by Councillors, it is envisaged that they would be traded-in every four years.

When the Councillor leaves the Council or ceases to use the bicycle for Council purposes, the bicycle and any accessories are to be returned to Council.

Councillors will be permitted to use the Council owned bicycle for private trips.

The cost of each bicycle and accessories will be limited to $1,000.

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Local Government Peak Organisations

143

Local Government Peak Organisations There are a number of peak organisations representing the interests of local government authorities in Victoria. Each organisation provides a range of programs and advice aimed at supporting the local government sector. Municipal Association of Victoria The Municipal Association of Victoria (MAV) is the oldest representative and advocacy body for Victoria's 79 local councils. It was established in 1879 and became the official representative body of Victorian local government in 1907. Its membership consists only of councils.

The MAV role is to:

advocate local government interests, build the capacity of councils, facilitate effective networks, initiate policy development and advice, support Councillors,

promote the role of local government.

For more information: www.mav.asn.au

V ictor i a n L o ca l G ov e r n a n c e A s s o c i at ion The Victorian Local Governance Association (VLGA) formed in 1995. It has three membership groups – local councils, community organisations and individuals. The VLGA is a unique peak body for Councillors, community leaders and local governments working to build and strengthen their capacity to work together for progressive social change.

The VLGA aims to promote democratic governance through its numerous programs, projects, training and presence in the sector.

For more information: www.vlga.org.au

Au s t r a l i a n L o ca l G ov e r n me n t A s s o c i at ion The Australian Local Government Association (ALGA) is the national voice of local government, representing 560 councils across the country.

The ALGA key activities include representation of local government on national bodies and ministerial councils, providing submissions to government and parliamentary inquiries, raising the profile and concerns of local government at the national level and providing forums for local government to guide the development of national local government policies.

For more information: www.alga.asn.au 144

City of Port Phillip Councillor Kit 2012

Au s t r a l i a n L o ca l G ov e r nme n t Wome n ’s A s s o c i at ion The Australian Local Government Women’s Association (ALGWA) was created as a national association in 1951 as a non-party political organisation to support women’s participation in Local Government.

The aim of the ALGWA is to:

assist in furthering women's knowledge and understanding of the functions of Local Government, encourage women to participate in Local Government, encourage women to make a career from Local Government protect the interests and rights of women in Local Government, take action in relation to any subject or activity affecting Local Government and Local Government legislation, act in an advisory capacity to intending women candidates for Local Government elections.

For more information: www.algwa.net.au

Au s t r a l i a n C e n t r e f or E xc e l l e n c e i n L o ca l G ov e r n me n t The Australian Centre for Excellence in Local Government (ACELG) is a unique collaboration of universities and professional bodies committed to the advancement of Local Government.

The Centre's mandate is to enhance professionalism and skills in local government, showcase innovation and best practice, and facilitate a better-informed policy debate.

For more information: www.acelg.org.au

L o ca l Gov e r n m e n t Prof e s s ion a l s Local Government Professionals (LGPro) is the peak body for Local Government professionals in Victoria.

Created in 1996/97, it includes the Victorian Division of Local Government Managers Australia (LGMA); the Victorian Division of the Institute of Public Works & Engineering of Australia (IPWEA); and the Victorian Association of the Local Government Community Services Association of Australia (LGCSAA). It also auspices a number of professional networks of council officers.

For more information: www.lgpro.com Information provided here has been adapted from the ‘Guide to Local Government’ Department of Planning and Community Development, www.dpcd.vic.gov.au/localgovernment/guide-to-local-government/how-councils-work/ the-system-of-government

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Commonly Used Acronyms

147

Commonly Used Acronyms A ACLG ADASS ALGA ANAM ASSIST ATSI

Australian Council for Local Government Adult Day Activity and Social Support Australian Local Government Association Australian National Academy of Music, located at South Melbourne Town Hall Advice SolutionS Information Service Team, reception desks and call centres for City of Port Phillip Aboriginal and Torres Strait Islanders

B BA BSO

Business Analyst Business Support Officer

C CCD CEO CLO COAG CoPP CRM CS

Cultural and Community Development division Chief Executive Officer Councillor Liaison Officer Coalition of Australian Governments, meetings of state, territory and federal government representatives.

City of Port Phillip Pathway Customer Relationship Module - IT System used to track complaints, compliments and requests of council.

Corporate Services Division

D DHS DoT DPCD DSE

Department of Human Services, the state department which includes community services and housing.

Department of Transport (state government) Department of Planning and Community Development, the state department which has responsibility for local government and numerous other portfolios.

Department of Sustainability and Environment, the state department which has responsibility for planning and environment matters.

E E&P EA, EB or EBA EA EAP EAP EEO EMT

Environment & Planning Division Enterprise Bargaining Agreement, governs staff conditions of employment Executive Assistant (support to Divisional General Managers) Environmental Advocates (staff) Program Employee Assistance Program (Human Resources) Equal Employment Opportunity / Equal Opportunity Executive Management Team, consists of CEO and General Managers

F FMIS FOI FoS FPS

Financial Management Information System, the Port Phillip accounting system Freedom of Information (relating to the Freedom of Information Act) Friends of Suai Forward Planning Schedule

G GIS GLBTI GM 148

Geographic Information System, the City of Port Phillip computer system which keeps records by geographical location Gay, Lesbian, Bisexual, Transgender and Intersex General Manager (Divisional) City of Port Phillip Councillor Kit 2012

H HACC HR

Home and Community Care, often refers to program funded by Victorian state government Human Resources (Also referred to as Organisational Development)

I IGA IMAP IS ISCHS ISEPICH

Inter-Governmental Agreement Inner Metropolitan Action Plan Information Systems Inner South Community Health Service Inner South East Partnerships in Community and Health, an alliance of over 40 health care providers

J JCAAA

Joint Councils Access for all Abilities program, a joint councils program for people with disabilities.

K L LGA LGMA LGPro LGV

Local Government Act 1989 (or sometimes Local Government Authority) Local Government Managers Association (national association) Local Government Professionals, professional body for people working in local government Local Government Victoria, the section of the state Department of Planning and Community Development that deals with local government.

M MCH MCO MAV MSAC

Maternal and Child Health (also M&CH) Mayor & Councillors Office Municipal Association of Victoria Melbourne Sports & Aquatic Centre

O OH&S or OHS OD P Pathway CRM PaRS PPA PPLS

Occupational Health and Safety Organisational Development (Human Resources) Customer Relationship Manager, tracking system for customer requests, complaints and compliments Planning and Reporting System (software management of commitments such as those detailed in the Council Plan) Parking Permit Administration Port Phillip Library Service

R RBT

Report and Briefing Timetable

S SEO SLA SOE

Senior Executive Officer, a senior staff classification.

Service Level Agreement Standard Operating Environment (Information Systems)

T TRIM

City of Port Phillip’s Records Information Management system – electronic and hard copy files.

V VCAT VEC VLGA VLGIs VAGO

Victorian Civil and Administrative Tribunal, handles appeals on planning matters among other things.

Victorian Electoral Commission Victorian Local Governance Association Victorian Local Government Indicators, indicators put out by DPCD measuring community strength Victorian Auditor-General’s Office 149