ORDINARY COUNCIL MEETING

Tuesday 30 January, 2018 6:00pm

Community Hub Room 1 48 Burns Street, Maryborough

AGENDA

Public Question Time 5:30pm

Item Title Page

1. Commencement of Meeting, Welcome and Opening Prayer 1

2. Apologies 1

3. Leave of Absence 1

4. Disclosures of Conflicts of Interest 1

5. Confirmation of the Minutes of the Previous Council Meeting 3

6. Reports from Committees NIL

7. Petitions NIL

8. Officer Reports

8.1 ASSEMBLIES OF COUNCILLORS 5

8.2 ORGANISATION AND GOVERNANCE REFORM PROGRAM PROGRESS REPORT 13

8.3 MEDIA AND ONLINE COMMUNICATION POLICIES 16

8.4 DISPOSAL OR SALE OF COUNCIL ASSET AND LAND POLICY 18

8.5 CORPORATE PURCHASE CARD POLICY 20

8.6 APPOINTMENT OF AUTHORISED OFFICERS 22

8.7 SUBMISSION TO PARLIAMENTARY ENQUIRY INTO PUBLIC ROADS 24 Central Goldfields Shire Council Ordinary Council Meeting – 30 January, 2018 Page 2

8.8 DOMESTIC ANIMAL MANAGEMENT PLAN 26

8.9 PUBLIC HEALTH AND WELLBEING PLAN 30

8.10 INTERNAL AUDIT PROGRAM 35

8.11 APPOINTMENT OF ADMINISTRATORS TO MUNICIPAL COMMITTEES 39

9. Documents for Sealing Confirmation 42

10. Notices of Motion

11. Urgent Business

12. Confidential Business 45

12.1 MARYBOROUGH CARAVAN PARK LEASE RENEWAL

Meeting Close Ordinary Council Meeting – 30 January, 2018 Page 3

5 CONFIRMATION OF THE MINUTES OF PREVIOUS COUNCIL MEETINGS

Author: Manager Governance

Responsible Chief Executive Officer General Manager:

SUMMARY/PURPOSE:

To present for confirmation, the minutes of the Ordinary Council Meeting held on 12 December 2017, In-committee meeting held 12 December 2018, Council Meeting held on 19 December 2017 and In-committee meeting held December 19, 2018. Special Meeting held on 23 January 2018 and In Committee Meeting held on 23 January 2018

POLICY CONTEXT:

Council Plan Reference: Our Organisation Strategy Reference: Ensure Council’s regulatory environment operates efficiently and effectively.

BACKGROUND INFORMATION:

The minutes of meetings remain unconfirmed until the next appropriate meeting of Council.

REPORT:

Section 93 of the Local Government Act 1989 requires Council to keep minutes of each meeting of the Council and Special Committees, and for minutes to be submitted to the next appropriate meeting for confirmation.

CONCLUSION:

The unconfirmed minutes of the 12 December 2017, In-committee meeting held 12 December 2018, Council Meetings held on 19 December 2017 and In-committee meeting held December 19.and unconfirmed minutes for the Special Meeting of Council and In Committee meeting of Council are presented for confirmation.

ATTACHMENTS: 1. Minutes of Ordinary Council Meeting held 12 December, 2017 2. Minutes of In-committee Meeting held 12 December, 2017 (Administrators/staff only) 3. Minutes of Council Meeting held 19 December, 2017 4. Minutes of In-committee Meeting held 19 December 2017 (Administrators Only) 5. Minutes of the Special Meeting of Council held 23 January 2018 6. Minutes of In-committee Meeting held 23 January 2018 (administrators Only) Ordinary Council Meeting – 30 January, 2018 Page 4

RECOMMENDATION:

That Council confirms the Minutes of the

1. Minutes of Ordinary Council Meeting held 12 December, 2017

2. Minutes of In-committee Meeting held 12 December, 2017

3. Minutes of Council Meeting held 19 December, 2017

4. Minutes of In-committee Meeting held 19 December 2017

5. Minutes of the Special Meeting of Council held 23 January 2018

6. Minutes of In-committee Meeting held 23 January 2018

ORDINARY MEETING OF COUNCIL MINUTES

Tuesday 12 December, 2017 6:00pm

Council Chamber Room 1 Community Hub 48 Burns Street Maryborough

MEMBERSHIP Administrator Mark Davies

Confirmed at the Ordinary Council Meeting held on 30 January 2018

CONFIRMED MINUTES

1. COMMENCEMENT OF MEETING AND WELCOME The meeting commenced at 6:00pm. The Chair, Administrator Mark Davies read the Council Prayer and acknowledgement statement: Council Prayer Almighty God, we ask you to be present in this Council. Direct and guide our deliberations. We ask you to grant us wisdom and sensitivity as we deal with the business of our Shire. May each decision that we make advance the wellbeing of all our residents. This we pray. Amen. Acknowledgement of Country I acknowledge the Traditional Owners of the land on which we are meeting. I pay my respects to their Elders, past and present, and the Elders from other communities who may be here today.

PRESENT Administrator Mark Davies

IN ATTENDANCE Chief Executive Officer, Vince Haining General Manager Corporate and Community Services, Venkat Peteti General Manager Technical Services, David Sutcliffe Manager Governance, Marita Turner Governance Support Officer, Eveline Ord

2. APOLOGIES

Nil

3. LEAVE OF ABSENCE

Nil

4. DISCLOSURES OF CONFLICTS OF INTEREST

Nil

5. CONFIRMATION OF THE MINUTES OF THE PREVIOUS COUNCIL MEETING

The purpose of this report was to present for confirmation, the minutes of the Ordinary Council Meeting held on 21 November, 2017 and the In Committee Meeting held on 21 November, 2017.

Council Resolution That Council confirms the minutes of the Ordinary Council Meeting held on 21 November, 2017 and In Committee Meeting held on 21 November, 2017.

Moved, Seconded and CARRIED by Administrator Mark Davies

Ordinary Meeting of Council Minutes – 12 December 2017 Page 2 of 9 CONFIRMED MINUTES

6. REPORTS FROM COMMITTEES

6.1 Noting the approved Minutes of Section 86 Committee Meetings

The purpose of this report was to present for noting, the minutes of Council’s Special Committees established under Section 86 of the Local Government Act 1989.

Council Resolution

That Council notes;

1. The confirmed Minutes of the Adelaide Lead Hall Committee of Management meeting held on 27 February, 2017.

Moved, Seconded and CARRIED by Administrator Mark Davies

7. PETITIONS

Nil

8. OFFICER REPORTS

8.1 Assemblies of Councillors

The purpose of this report was to provide the record of any assembly of Councillors, which has been held since the last Council Meeting, so that they are recorded in the minutes of the formal Council Meeting.

Council Resolution

That Council notes the record of assemblies of Councillors for 21-November, 2017 and 5 December, 2017.

Moved, Seconded and CARRIED by Administrator Mark Davies

8.2 Organisation and Governance Reform Program Progress Report

The purpose of this report was to provide a status update on the progress of the Organisation and Governance reform Program

Council Resolution

That Council receives and notes the status update of the Organisation and Governance Reform Program.

Moved, Seconded and CARRIED by Administrator Mark Davies

Ordinary Meeting of Council Minutes – 12 December 2017 Page 3 of 9 CONFIRMED MINUTES

8.3 Ordinary Council Meeting Dates for 2018

The purpose of this Report was to enable Council to fix Ordinary Council meeting dates and times for 2018, and provide reasonable notice for such meetings.

Council Resolution

1. That Council adopts the following meeting dates for the 2018 Ordinary Council meeting cycle;  Tuesday 27 February 2018  Tuesday 27 March 2018  Tuesday 24 April 2018  Tuesday 22 May 2018  Tuesday 26 June 2018  Tuesday 24 July 2018  Tuesday 28 August 2018  Tuesday 25 September 2018  Tuesday 23 October 2018  Tuesday 27 November 2018  Tuesday 18 December 2018 2. That the meetings commence at 6:00pm in the Community Hub, unless determined otherwise. 3. That the information in this resolution be advertised accordingly.

Moved, Seconded and CARRIED by Administrator Mark Davies

8.4 Review of Staff Delegations

The purpose of this report was to present the outcomes of a review of Council’s Instruments of Delegation in accordance with the Local Government Act 1989.

Council Resolution

That Council considers the outcomes of the review of Council’s Instruments of Delegation and adopts them accordingly; A. Delegation to Chief Executive Officer. In the exercise of the powers conferred by section 98(1) of the Local Government Act 1989 (the Act) and the other legislation referred to in the attached instrument of delegation, Central Goldfields Shire Council (Council) RESOLVES THAT - 1. There be delegated to the person holding the position, acting in or performing the duties of Chief Executive Officer the powers, duties and functions set out in the attached Instrument of Delegation to the Chief Executive Officer, subject to the conditions and limitations specified in that Instrument. 2. The instrument comes into force immediately the common seal of Council is affixed to the instrument 3. On the coming into force of the instrument all previous delegations to the Chief Executive Officer are revoked.

Ordinary Meeting of Council Minutes – 12 December 2017 Page 4 of 9 CONFIRMED MINUTES

4. The duties and functions set out in the instrument must be performed, and the powers set out in the instruments must be executed, in accordance with any guidelines or policies of Council that it may from time to time adopt It is noted that the instrument includes a power of delegation to members of Council staff, in accordance with section 98(3) of the Act. Further; B. Delegation to members of Council staff In the exercise of the powers conferred by section 98(1) of the Local Government Act 1989 (the Act) and the other legislation referred to in the attached instrument of delegation, Central Goldfields Shire Council (Council) RESOLVES THAT - 1. There be delegated to the members of Council staff holding, acting in or performing the duties of the offices or positions referred to in the attached Instrument of Delegation to members of Council staff, the powers, duties and functions set out in that instrument, subject to the conditions and limitations specified in that Instrument. 2. The instrument comes into force immediately the common seal of Council is affixed to the instrument. 3. On the coming into force of the instrument all previous delegations to members of Council staff (other than the Chief Executive Officer) are revoked. 4. The duties and functions set out in the instrument must be performed, and the powers set out in the instruments must be executed, in accordance with any guidelines or policies of Council that it may from time to time adopt.

C. That Council notes the Instrument of Delegation from CEO to other Staff.

Moved, Seconded and CARRIED by Administrator Mark Davies

8.5 Consideration of Central Goldfields Shire Council’s 2016/2017 Annual Report

The purpose of this report was to present the Central Goldfields Shire Council’s 2016/2017 Annual Report for Council’s consideration.

Council Resolution

That Council receives the Central Goldfields Shire Council’s 2016/2017 Annual Report..

Moved, Seconded and CARRIED by Administrator Mark Davies

Ordinary Meeting of Council Minutes – 12 December 2017 Page 5 of 9 CONFIRMED MINUTES

8.6 Go Goldfields Collaborative Table (Section 86 Committee) Update

The purpose of this report was to provide Council with an update of the Collaborative Table (Section 86) Committee) decision of 15 November, 2017 to initiate a review of its processes to strengthen its governance in line with the requirements of a Section 86 Committee of Council, and to propose that the Maryborough District Health Service become a member of this Committee.

Council Resolution

That Council;

1. Agrees with the Recommendation of the Go Goldfields Sec 86 Committee to undertake a Review of its Terms of Reference and make recommendations on any amendments proposed for Council to consider at a future meeting.

2. Agrees to the appointment of the Maryborough and District Health Service as a member of the Sec 86 Committee.

Moved, Seconded and CARRIED by Administrator Mark Davies

8.7 Request for addition to the Municipal Public Roads Register

The purpose of this report was to consider a request from a ratepayers to add a section of road to the Municipal Public Roads Register, and as such take on the maintenance responsibility for the road.

Council Resolution

That Council agree that; 1. Slaughteryard Road from Mt Greenoch Road to Majorca Road (730m) be made an RAT (Rural Access Track) be included in the Municipal Public Road Register. 2. Garden Flat Track from Pilchers Road to Beveridge Road (1636m) be made an RAT (Rural Access Track) be included in the Municipal Public Road Register.

Moved, Seconded and CARRIED by Administrator Mark Davies

Ordinary Meeting of Council Minutes – 12 December 2017 Page 6 of 9 CONFIRMED MINUTES

9. DOCUMENTS FOR SEALING

The purpose of this report was to present documents that have been signed under Council’s common seal via delegation since the last Ordinary Council Meeting, to Council for endorsement.

Council Resolution

That Council endorse the following documents that have been signed and sealed under delegation on behalf of Council;

Date Contract number Contract Contractor

20 November, 2017 G1186-17 Supply of Catering Lastdasc Pty Ltd Services trading as Café One Ninety Maryborough

23 November, 2017 G1186-17 Supply of Catering Native View Pty Ltd trading as Parkview Bakery

23 November, 2017 G1198-17 Annual Supply Tree Aspect Tree Maintenance & Powerline Management Pty Ltd Clearance Audit

23 November, 2017 G1198-17 Annual Supply Tree Skyrider Tower Hire Maintenance & Powerline Pty Ltd Clearance Audit

23 November, 2017 G1198-17 Annual Supply Tree The Trustee for the D Maintenance & Powerline Fleming-Dodds Family Clearance Audit Trust trading as Pyrenees Tree Service (Vic) Pty Ltd

23 November, 2017 G1198-17 Annual Supply Tree Hickmans Pty Ltd Maintenance & Powerline Clearance Audit

23 November, 2017 G1198-17 Annual Supply Tree Wesley Martin trading Maintenance & Powerline as WM Environmental Clearance Audit

29 November 2017 G1205-17 Lawn Tennis Club Court A.S. Lodge (VIC) Pty Upgrade Ltd

29 November 2017 G1198-17 Annual Supply Tree Active Tree Services Maintenance & Powerline Pty Ltd Clearance Audit

29 November 2017 G1198-17 Annual Supply Tree Tree Top Tower Hire Maintenance & Powerline Pty Ltd Clearance Audit

6 December 2017 G1221-17 Go Goldfields Evaluation Murdoch Childrens Research Institute

Moved, Seconded and CARRIED by Administrator Mark Davies

Ordinary Meeting of Council Minutes – 12 December 2017 Page 7 of 9 CONFIRMED MINUTES

10. NOTICES OF MOTION

Nil

11. URGENT BUSINESS

Nil

12. CONFIDENTIAL BUSINESS

Council Resolution

That Council close the meeting to the public pursuant to Section 89(2)(d), Section 89(2)(e) and Section 89(2)(h) of the Local Government Act 1989, to discuss the following matters;

 Confidential Agenda Item 12.1 Consideration of seeking EOI for the sale of 11 Penney Lane Carisbrook

 Confidential Agenda Item 12.2, Australia Day Awards

Moved, Seconded and CARRIED by Administrator Mark Davies

CLOSURE OF PUBLIC MEETING

The Chair, Administrator Mark Davies, declared the meeting closed to members of the public at 6:30pm for consideration of confidential agenda items 12.1 and 12.2.

REOPENING OF PUBLIC MEETING

Council Resolution

That the meeting be reopened to members of the public.

Moved, Seconded and CARRIED by Administrator Mark Davies

The meeting was reopened to the public at 6:34pm.

Recommendation

That the Council resolves that the reports remain confidential, however the resolution for Item 12.1 be made public in the open session of Council.

Ordinary Meeting of Council Minutes – 12 December 2017 Page 8 of 9 CONFIRMED MINUTES

12.1 Proposed Process for an Expression of Interest for the potential sale of 11 Penney Lane Carisbrook.

Council Resolution

That: 1. Council advertises its intention to sell and invites expressions of interest on Lot 2 and Lot 3 at 11 Penney Lane, Carisbrook, popularly known as Penney and Lang Site, as per 189 (2) (a) of the Local Government Act 1989; 2. Council undertakes the valuation of Lot 2 and Lot 3 at 11 Penney Lane, Carisbrook by an independent valuer as per 189 (2) (b) of the Local Government Act 1989; 3. A further report be brought to Council pending the the outcomes of 1 and 2 above, and 4. Council resolves to keep this report confidential; however, make the resolution public.

Moved, Seconded and CARRIED by Administrator Mark Davies

13. MEETING CLOSURE

The Chair, Administrator Mark Davies, declared the meeting closed at 6:37pm.

______Confirmed at the Ordinary Council Meeting held on 30 January 2018.

Chair, Administrator Noel Harvey.

Ordinary Meeting of Council Minutes – 12 December 2017 Page 9 of 9 ORDINARY MEETING OF COUNCIL MINUTES

Tuesday 19 December, 2017 6:00pm

Council Chamber Room 1 Community Hub 48 Burns Street Maryborough

To be confirmed at the Ordinary Council Meeting scheduled for 30 January 2018 UNCONFIRMED MINUTES

1. WELCOME The Chief Executive Officer, as presiding officer, welcomed the Administrators (appointed) and the gallery to the Meeting called for the purposes of swearing-in of the newly appointed panel of Administrators.

2. COMMENCEMENT OF MEETING AND WELCOME The meeting commenced at 6:00pm. The CEO Vince Haining read the Council Prayer and acknowledgement statement: Council Prayer Almighty God, we ask you to be present in this Council. Direct and guide our deliberations. We ask you to grant us wisdom and sensitivity as we deal with the business of our Shire. May each decision that we make advance the wellbeing of all our residents. This we pray. Amen. Acknowledgement of Country I acknowledge the Traditional Owners of the land on which we are meeting. I pay my respects to their Elders, past and present, and the Elders from other communities who may be here today.

PRESENT Chairperson Administrator Appointed Noel Harvey Administrator Appointed Karen Douglas Administrator Appointed Hugh Delahunty

IN ATTENDANCE Chief Executive Officer, Vince Haining General Manager Corporate and Community Services, Venkat Peteti General Manager Technical Services, David Sutcliffe Acting General Manager Go Goldfields, Sandra Hamilton Manager Governance, Marita Turner Governance Support Officer, Eveline Ord

DISCLOSURES OF CONFLICT OF INTEREST

Nil

3. SWEARING IN OF NEWLY APPOINTED ADMINISTRATORS AND SIGNING OF CODE OF CONDUCT

3.1 SWEARING IN OF ADMINISTRATORS

4. CONFIDENTIAL BUSINESS

4.1 REPORT FROM CEO RECRUITMENT, PERFORMANCE AND REMUNERATION ADVISORY COMMITTEE

Ordinary Meeting of Council Minutes – 19 December 2017 Page 2 of 4 UNCONFIRMED MINUTES

3.1 SWEARING-IN OF ADMINISTRATORS

The Chief Executive Officer invited Chairperson of Administrators Appointed Noel Harvey OAM, Administrator Appointed Karen Douglas and Administrator Appointed The Hon Hugh Delahunty to, in turn, come forward and take the Oath of Office in accordance with section 63 of the Local Government Act 1989.

Each Administrator took the following Oath of Office, and dated and signed the document witnessed by the Chief Executive Officer;

“I will undertake the duties of the office of Councillor in the best interests of the people in the Municipal district of Central Goldfields Shire and faithfully and impartially carry out the functions, powers, authorities and discretions vested in me under the Local Government Act 1989 or any other Act to the best of my skill and judgment”

The signed and dated Administrators’ Oaths of Office are attached to these minutes.

Section 63 of the Act further provides for the declaration to abide by, and signing of, the Councillor Code of Conduct.

Each Administrator made the following declaration, and dated and signed the document witnessed by the Chief Executive Officer;

“I, (name) declare that I have been given a copy of the Councillors’ Code of Conduct of the Central Goldfields Shire Council adopted by Council on the 14th February, 2017. I have read the Code and agree to abide by it.”

The signed, dated and witnessed Declarations are attached to these minutes.

Following taking the Oath and making the Declaration, each Administrator was invited to take their seat at the table.

The Chairperson of Administrators assumed the Chair for the remainder of the meeting.

4. CONFIDENTIAL BUSINESS

Administrator Hugh Delahunty Administrator Karen Douglas

That Council close the meeting to the public pursuant to Section 89(2)(a) and Section 89(2)(d) of the Local Government Act 1989, to discuss the following matter as it contains information relating to personnel and contractual matters;

 Confidential Agenda Item 4.1, Report from CEO Recruitment and Remuneration Committee.

CARRIED

CLOSURE OF PUBLIC MEETING

Ordinary Meeting of Council Minutes – 19 December 2017 Page 3 of 4 UNCONFIRMED MINUTES

The Chairman, Administrator Noel Harvey, declared the meeting closed to members of the public at 6:07pm for consideration of confidential agenda item 4.1.

4 MEETING CLOSURE

The Chairperson, Administrator Noel Harvey, declared the meeting closed at 7:22pm.

______Confirmed at the Ordinary Council Meeting held on 30 January 2018.

Chairperson, Administrator Noel Harvey.

Ordinary Meeting of Council Minutes – 19 December 2017 Page 4 of 4 SPECIAL MEETING OF COUNCIL MINUTES

Tuesday 23 January, 2018 10:00am

Council Chamber Room 1 Community Hub 48 Burns Street Maryborough

MEMBERSHIP Chairperson Administrator Noel Harvey Administrator Karen Douglas Administrator Hugh Delahunty

To be confirmed at the Ordinary Council Meeting Scheduled for 30 January, 2018 UNCONFIRMED MINUTES

1. COMMENCEMENT OF MEETING AND WELCOME The meeting commenced at 10:00am. The Chair, Administrator Noel Davies read the Council Prayer and acknowledgement statement: Council Prayer Almighty God, we ask you to be present in this Council. Direct and guide our deliberations. We ask you to grant us wisdom and sensitivity as we deal with the business of our Shire. May each decision that we make advance the wellbeing of all our residents. This we pray. Amen. Acknowledgement of Country I acknowledge the Traditional Owners of the land on which we are meeting. I pay my respects to their Elders, past and present, and the Elders from other communities who may be here today.

PRESENT Chairperson Administrator Noel Harvey Administrator Karen Douglas Administrator Hugh Delahunty

IN ATTENDANCE Chief Executive Officer, Vince Haining General Manager Corporate and Community Services, Venkat Peteti General Manager Technical Services, David Sutcliffe Acting General Manager Go Goldfields, Sandra Hamilton Acting Manager Governance, Eveline Ord Business Transformation Team Officer, Marita Turner

2. APOLOGIES

Nil

3. LEAVE OF ABSENCE

Nil

Special Meeting of Council Minutes – 23 January 2018 Page 2 of 4 UNCONFIRMED MINUTES

4. OFFICER REPORT

Council Resolution

That Council resolve to close the meeting to the public pursuant to Section 89(2) (2) and Section 89(2) (d) of the Local Government Act 1989 to discuss the following matter as it contains information relating to personnel and contractual matters.

4.1 Confidential report for consideration of proposed appointment of Chief Executive Officer

Moved: Administrator Delahunty Seconded: Administration Douglas

CARRIED

CLOSURE OF PUBLIC MEETING

The Chair, Administrator Noel Harvey, declared the meeting closed to members of the public at 10:01am for consideration of confidential agenda item 4.1.

5. REOPENING OF PUBLIC MEETING

Council Resolution

Moved: Administrator Douglas Seconded: Administration Delhunty

That the meeting be reopened to members of the public.

CARRIED

The meeting was reopened to the public at 10:04am.

Recommendation

That the Council resolves that the report remain confidential, however the resolution for Item 4.1 be made public in the open session of Council.

4.1 Proposed Appointment of Chief Executive Officer

Council Resolution That Council resolves to; 1. Appoint Ms L Roffey to the position of Central Goldfields Shire Council CEO for a period of 5 years. 2. Delegate the Chair of Administrators the task of negotiating final contract details and signing all contract documentation.

CARRIED

Special Meeting of Council Minutes – 23 January 2018 Page 3 of 4 UNCONFIRMED MINUTES

6. MEETING CLOSURE

The Chairperson, Administrator Noel Harvey, declared the meeting closed at 10:07am.

______Confirmed at the Ordinary Council Meeting held on 30 January, 2018.

Chairperson, Administrator Noel Harvey

Special Meeting of Council Minutes – 23 January 2018 Page 4 of 4 Ordinary Council Meeting – 30 January, 2018 Page 5

8.1 ASSEMBLIES OF COUNCILLORS

Author: Chief Executive Officer

SUMMARY/PURPOSE:

The purpose of this report is to provide the record of any assembly of Councillors, which has been held since the last Council Meeting, so that it can be recorded in the Minutes of the formal Council Meeting.

POLICY CONTEXT:

An amendment to the Local Government Act 1989, which came into effect on September 24, 2010, requires the record of any assembly of Councillors to be reported to the next practicable Council Meeting and recorded in the Minutes.

BACKGROUND INFORMATION:

The Local Government Act provides a definition of an assembly of Councillors where conflicts of interest must be disclosed.

A meeting will be an assembly of Councillors if it considers matters that are likely to be the subject of a Council decision, or, the exercise of a Council delegation and the meeting is:

1. A planned or scheduled meeting that includes at least half the Councillors (4) and a member of Council staff; or 2. an advisory committee of the Council where one or more Councillors are present.

The requirement for reporting provides increased transparency and the opportunity for Councillors to check the record, particularly the declarations of conflict of interest.

REPORT:

Outlined below are the details of Assemblies of Councillors since the last Ordinary Council Meeting: Ordinary Council Meeting – 27 February, 2018 Page 6

December 2017

Conflict of Councillor Council Staff Meeting and Date Matters Considered Interest Attendees Attendees Disclosures Mark Davies Public Question Vince Haining (Interim Questions from the Gallery included; (Administrator) Chief Executive Officer) 12 December, 1) The following question was asked by Lauris Weir, 2017 Maryborough; Venkat Peteti (General Manager Corporate and Question; Community Services) I believe that timber from felled Council trees goes to a furniture maker – Is it tendered? David Sutcliffe (General Manager Technical Answer; Services Administrator Davies replied that he is aware that the timber from the trees felled at the Maryborough Marita Turner (Manager outdoor pool was taken to a furniture maker by the Governance) contractor that felled the trees. Council’s tree Eveline Ord maintenance contracts stipulate that the contractor (Governance Support is responsible to ensure that all debris is to be Officer) removed from site. As Mrs Weir is not in the gallery tonight a written response will be provided to her. 2) The following questions were asked by Virginia Cox, Maryborough; Question 1; Having confirmed with Committee for Maryborough their receipt of $25k from Go Goldfields out of State Government funding, on what basis do they qualify? Go Goldfields is a Section 86 Committee of Council with delegated powers. Go Goldfields Collaborative Ordinary Council Meeting – 27 February, 2018 Page 7

Table made the decision to support Committee forMaryborough, as was their right to do under delegation. Question 2; Was this put before the Councillors and approved by them? Councillors were informed at a Council Briefing. Approval by Council was not required as the decision was made under delegation. 3) The following questions were asked by Judi McKail, Maryborough; Question 1; Last public meeting (21 November 2017), I submitted a question regarding the burn off at the Penney & Lang Flagstaff site and subsequent asbestos clean-up. I asked; Question: Regarding the asbestos clean-up at Penney & Lang – were the two neighbouring businesses i.e., ASQ and Maryborough Machinery notified of the asbestos/fire and also the clean up taking place? Mr Haining replied: The answer to your question is that the CFA undertook the responsibility of advising the neighbouring properties and Vic Fire that the burn off was planned. Council’s information is that the neighbours were door knocked between 21-23 June 2017. My response to this reply: The burn off was conducted on 25 June 2017, after Ordinary Council Meeting – 27 February, 2018 Page 8

which the EPA raised the asbestos issue and theasbestos clean-up commenced on 26 July 2017. The removal of soil commenced on 8 August 2017. This response by Mr Haining clearly does not address the matter of the businesses being advised of the asbestos matter. Under EPA guidelines these businesses should have been informed prior to any asbestos clean-up taking place. I note there is no reference to the notification of these businesses in the report (Item 8.9) on the Penney & Lang site attached to the 21 November meeting agenda. The recommendation before you in last month’s agenda Item 8.9 includes: “1. Notes the submission to the EPA and endorses its full and open public disclosure” – it seems that my question certainly fits into this category of full and open public disclosure. When will my question actually be responded to in full regarding the asbestos matter being advised to the businesses – or were they not informed at all regarding the asbestos? Question 2; In accordance with section 86 of the Local Government Act 1989, Council has established Special Committees. Does the Committee for Maryborough fit into this category, having taken over the Central Goldfields Business Group? What connection does council have with this entity? If so, when can rate payers expect the minutes of meetings to be included in council minutes? Ordinary Council Meeting – 27 February, 2018 Page 9

Answer; The Chief Executive Officer, Mr Vince Haining, advised that the Committee for Maryborough is not a Committee of Council established under Section 86 of the Local Government Act 1989 (nor was the Central Goldfields Business Group). The Committee for Maryborough is independent from Council, and his understanding is that the Committee is currently working on completing its articles of association. As discussed in the response to Ms Cox’s question earlier this evening, Go Goldfields has provided some funding to the Committee for Maryborough. It was also announced last week that the Committee received a grant of $50,000 from the State Government via Regional Development Victoria earlier to help the new organisation get established and make a positive impact on the economic and social well-being of the region.

Noel Harvey (Chief 19 December 2017 Vince Haining (Interim Administrator induction session. Various matters Administrator) Chief Executive Officer) discussed. Karen Douglas (Administrator) Hugh Delahunty (Administrator) Ordinary Council Meeting – 27 February, 2018 Page 10

January 2018

Conflict of Councillor Council Staff Meeting and Date Matters Considered Interest Attendees Attendees Disclosures 2 January 2018 Noel Harvey (Chief Vince Haining (Interim  Update on current issues Administrator) Chief Executive Officer) Karen Douglas (Administrator) Hugh Delahunty (Administrator) 2 January 2018 Noel Harvey (Chief Vince Haining (Interim  CEO Recruitment Administrator) Chief Executive Officer) Karen Douglas (Administrator) Clare McCartin - Davidsons Hugh Delahunty (Administrator) Noel Harvey (Chief 8 January 2018 Vince Haining (Interim Various matters relating to economic development Administrator)  Chief Executive Officer) Karen Douglas (Administrator) The Agenda Group Representative Hugh Delahunty (Administrator)

Noel Harvey (Chief 9 January 2018 Vince Haining (Interim CEO Recruitment Administrator)  Chief Executive Officer) Karen Douglas (Administrator) Clare McCartin - Davidsons Hugh Delahunty Ordinary Council Meeting – 27 February, 2018 Page 11

(Administrator) Noel Harvey (Chief Strategic Briefing Vince Haining (Interim Proposed new Local Government Act 2018 Administrator)  Chief Executive Officer) 16 January 2018 Karen Douglas  Murray Basin Rail Project and passenger rail (Administrator) Venkat Peteti (General services Manager Corporate and Hugh Delahunty  Authorisation of Planning Staff Community Services) (Administrator)  Organisation and Governance reform plan David Sutcliffe (General  Media and Online Communications Policy Manger Technical Services)  Disposal of Sale of Council Asset and Land Policy  Corporate Purchase Card Policy Marita Turner (Project Officer)  Review of Councils Code of Meetings Procedure 2015 Eveline Ord (Governance Officer)  Domestic Animal Management Plan  Maryborough Caravan Park Lease renewal Sandra Hamilton (acting GM Go Goldfields)  Internal Audit program  Public Health and Well Being Plan  Appointment of Representatives to municipal committees. Noel Harvey (Chief 23 January 2018 Ms Isabelle Kingshott Meeting with Office of Local Government Ministers' Administrator)  (Adviser to the Minister Advisors Karen Douglas for Local Government)  Role and powers of administrators (Administrator)  Update from the Administrators Mr Graeme Emonson Hugh Delahunty  Update from the Minister’s Office (Executive Director, (Administrator)  Protocols for interaction between Minister and Local Government Council (administrators): Victoria)  Communication Ms Lou Curry (Senior  Reporting Ordinary Council Meeting – 27 February, 2018 Page 12

Advisor Governance  Other matters Projects, Local Government Victoria) Noel Harvey (Chief 24 January 2018 Marg Allen (DELWP) DELWP and Central Goldfields Shire Council Administrator)  discussion on key issues Karen Douglas (Administrator) Hugh Delahunty (Administrator)



RECOMMENDATION:

1. That Council endorse the record of assemblies of Councillors as outlined in this report. Ordinary Council Meeting – 30 January 2018 Page 13

8.2 ORGANISATION AND GOVERNANCE REFORM PROGRAM PROGRESS REPORT

Author: Director Business Transformation

Responsible Director Business Transformation General Manager:

SUMMARY/PURPOSE:

This report provides a status update on the progress of the Organisation and Governance Reform Program.

POLICY CONTEXT:

The relevant Council Plan references are:

4.1 Ensure the Financial Sustainability of Council 4.2 Deliver the ‘core business’ of Council in an efficient and effective way 4.3 Ensure Council’s regulatory environment operates efficiently and effectively 4.5 Pursue a best practice approach to leadership and governance

BACKGROUND INFORMATION:

In September 2016, following receipt of various allegations, the Inspectorate commenced a formal investigation into council matters including an alleged conflict of interest relating to the CEO, alleged false claiming of expenses and numerous allegations of poor governance and noncompliance with legislative requirements. These investigations, in general terms related to council’s lack of internal controls, inadequate policies and procedures, and an overall lack of compliance.

In August 2017, the inspectorate delivered its report “Protecting integrity: Central Goldfields Shire Council investigation”. Due to the comprehensive nature of this investigation and the large number of issues identified, for the purpose of this report, the findings generally related to the following areas:

 Asset mismanagement  Financial mismanagement  Human resources mismanagement  Governance failures.

In addition, Central Goldfields Shire Council has had two instances where a Municipal Monitor has been appointed by the State Government under section 223CA of the Local Government Act 1989. Municipal Monitor Bill Jaboor was in place between 11 October 2016 – 31 December 2016, and again between July 2017 – September 2017. The municipal Monitor prepared a report which identified the need for a range of governance improvements. Ordinary Council Meeting – 30 January 2018 Page 14

REPORT:

Central Goldfields Shire has developed a comprehensive action plan to respond to the shortcomings identified in the Local Government Investigations and Compliance Inspectorate Report, and the Municipal Monitor’s Report. This Action Plan seeks to address all of these issues and ensure a sustainable organisation with strong governance. The Action Plan encompasses the following 4 themes;

 Asset Management  Financial Management  Human Resource Management  Governance

Positive progress has been made toward achieving important initiatives identified within the Action Plan. Some key issues that were identified in the various reports have been addressed and are noted in this update. Commitment will now be turned to ensuring that those items are embedded into daily practice within the organisation. Highlights of achievement against the Action Plan since the last update are:

 New Executive and management Contracts have been implemented for all new appointments which provide significantly improved rigour and align to industry standards.  A program of internal audits has been developed to ensure that appropriate independent auditing is undertaken on a regular basis  Improved openness, transparency and consistency with the Council Plan is being achieved through a revision to the Code of Meeting Procedures, allowing for Question Time to be included in the Ordinary Council Meeting  All staff have undertaken training which covered; o “Good Governance” o Role of IBAC, the Inspectorate, and the Protected Disclosure Officer o Respectful Behaviours in the Workplace  New policies which seek to address various items included in the Inspectorate and Monitors report, are to be considered by Council at the 30 January 2018 meeting, including; o Media Policy and Online Communication Policy o Disposal or Sale of Council Assets and Land o Corporate Purchase Card Policy o Review Of Council’s Code Of Meetings Procedure 2015  A comprehensive Delegation framework has been endorsed by the Interim Administrator which clearly articulates Council delegations to CEO, Council delegations to staff and also CEO delegations to staff.

The attached Action Plan excerpt provides detail of all identified actions with associated timeframes and indicates whether each action item is currently on target to be achieved by the due date.

Additionally, the table below provides an overview of the status of actions in accordance with Action Plan.

STATUS COMPLETED ON TARGET OVERDUE COMMENTS 15 37 0 Note: Above table relates specifically to those 37 items in the Action Plan which are relevant to the Inspectorate Report or the Monitors Report. Ordinary Council Meeting – 30 January 2018 Page 15

CONSULTATION/COMMUNICATION:

The Action Plan has been communicated to the wider staff team and a Project Control Group has been established. Relevant Officers have been consulted and will participate on resolving action items pertaining to their work area.

RESOURCE IMPLICATIONS:

Dedicated Council resources have been allocated to this project to ensure that all of these matters are resolved in accordance with the timeframes identified in the Action Plan.

CONCLUSION:

This Action Plan demonstrates a strategy to respond to all shortcomings which have been identified through the Local Government Investigations and Compliance Inspectorate, and the Municipal Monitor, and represents a positive future for Central Goldfields Shire Council. All action items are currently on target for achievement by their due date.

ATTACHMENTS: 1. ORGANISATION GOVERNANCE AND REFORM ACTION PLAN – Copy of Action Plan 01 January 2018

OFFICER’S RECOMMENDATION:

1 That this report is noted. ORGANISATION AND GOVERNANCE REFORM PROGRAM ACTION PLAN

CATEGORY ACTION ACTION OVERVIEW INSPECTORATE PRIMARY SUPPORTING PLANNED PLANNED PERCENTAGE ON TARGET FOR NUMBER ITEM / REFERENCE RESPONSBILE OFFICER / TEAM COMMENCEMENT COMPLETION COMPLETE COMPLETION BY OFFICER DUE DATE Develop a policy for property sales and leases to ensure: (1) Compliance with LGA, 1 (2) Appropriate, timely, and transparent consideration of issues by Council 2.1, 2.2, 2.3 Travis Heeney Manager Finance Nov-17 Dec-17 100% YES

ASSET MANAGEMENT Appoint a Property Officer with sound technical knowledge and clear responsibility for processing property issues in accordance with relevant 2 Legislation 2.1, 2.2, 2.3 Travis Heeney Manager Finance Oct-17 Feb-1850% YES

Review the grants acquittal processes both for grants received and grants provided. Subject these processes to periodic auditing through the internal Manager Finance / 3.1, 5.5, 5.5.1, 3 audit program Travis Heeney Manager Nov-17 Mar-1850% YES 5.5.2 Governance

Ensure that the Council updates its website and adopts a Website Management Policy and keeps up to date Community grants information on Communications 4 the Website 5.5.3 Travis Heeney Oct-17 Dec-17100% YES Officer

Ensure that a clear and comprehensive audit trail is provided with full auditability on all grants (including community grants) and compliance with 3.1,5.5, 5.5.1, 5 the 2012/13 VAGO report Travis Heeney Manager Finance Nov-17 Mar-18 50% YES 5.5.2, 5.5.4

Review credit card processes, policies and procedures and amend these as necessary to achieve best practice

FINANCIAL 6 3.2 Travis Heeney Manager Finance Nov-17 Dec-17100% YES MANAGEMENT

Review budget processes to ensure adequate controls around expenditures, funding allocations and changes

7 3.1 Travis Heeney Manager Finance Nov-17 Jan-1850% YES

Review contract and procurement policies and controls and amend these as necessary to achieve best practice and compliance 8 4.1, 5.6 Travis Heeney GM CCS Nov-17 Feb-1850% YES

Review all HR Management policies to ensure best practice and Statutory compliance

9 4 Bill Drummond MOD Oct-17 Mar-1850% YES

Action Plan - Organisation and Governance Reform Project 01 January 2018 Page 1 ORGANISATION AND GOVERNANCE REFORM PROGRAM ACTION PLAN

CATEGORY ACTION ACTION OVERVIEW INSPECTORATE PRIMARY SUPPORTING PLANNED PLANNED PERCENTAGE ON TARGET FOR NUMBER ITEM / REFERENCE RESPONSBILE OFFICER / TEAM COMMENCEMENT COMPLETION COMPLETE COMPLETION BY OFFICER DUE DATE Undertake Annual Staff Reviews for all staff ensuring that a genuine engagement with staff is achieved.

10 4.2 Bill Drummond CLT Oct-17 Mar-1825% YES

Provide adequate training on HR Management Policies and Staff Conflict of Interest issues

11 4.1.1, 4.1.2, 4.1.3 Bill Drummond MOD Oct-17 Jun-1825% YES

Action Plan - Organisation and Governance Reform Project 01 January 2018 Page 2 ORGANISATION AND GOVERNANCE REFORM PROGRAM ACTION PLAN

CATEGORY ACTION ACTION OVERVIEW INSPECTORATE PRIMARY SUPPORTING PLANNED PLANNED PERCENTAGE ON TARGET FOR NUMBER ITEM / REFERENCE RESPONSBILE OFFICER / TEAM COMMENCEMENT COMPLETION COMPLETE COMPLETION BY OFFICER DUE DATE Review Organisational capacities to meet good governance standards and; HUMAN RESOURCE (i) Aquire additional resourcesas needed MANAGEMENT (ii) Undertake training and education programs

(iii) Implement an organisation wide culture improvement program

12 Bill Drummond 25% YES

Manager Monitors Report Governance Oct-17 Oct-18 Reposition the governance function organisationally to have a stronger and higher profile in the organisation 13 Monitors Report Marita Turner CEO Dec-17 Feb-1850% YES

Review the organisation structure and amend as necessary to achieve a modern and efficient alignment of functions and responsibilities which 14 50% YES provides equity and appropriate checks and balances Monitors Report CEO/Travis Heeney Consultant Oct-17 Oct-18 Review current relevant staff roles and create Governance and Organisational development KPI’s which are consistent with best practice 15 Monitors Report Bill Drummond MOD Nov-17 Jun-1825% YES

Actively promote a culture of disclosure where any practices that are Monitors Report Bill Drummond / CLT/PCG Nov-17 Jun-18 considered suspicious or potentially in breach of Councils policies and (2) Marita Turner 16 100% YES procedures or Statutory Legislation are reported and are appropriately addressed Undertake training in safe workplace requirements (bullying and harassment)

Monitors Report 17 Bill Drummond MOD Nov-17 Mar-18100% YES (2)

Introduce “industry standards” contracts for the CEO and all contractual staff Travis Heeney

Monitors Report 18 MOD Nov-17 Dec-17100% YES (2)

Action Plan - Organisation and Governance Reform Project 01 January 2018 Page 3 ORGANISATION AND GOVERNANCE REFORM PROGRAM ACTION PLAN

CATEGORY ACTION ACTION OVERVIEW INSPECTORATE PRIMARY SUPPORTING PLANNED PLANNED PERCENTAGE ON TARGET FOR NUMBER ITEM / REFERENCE RESPONSBILE OFFICER / TEAM COMMENCEMENT COMPLETION COMPLETE COMPLETION BY OFFICER DUE DATE Review compliance and commitment to best practice OH&S principals across the organisation

Monitors Report 19 Bill Drummond MOD Dec-17 Jul-1825% YES (2)

Work with Council to ensure that the Council decision Assemblies and Council Meeting Procedures Local Laws processes and practices reflect the 20 2 Marita Turner CEO Oct-17 Jun-1850% YES requirements of the LGA especially as they relate to Briefings and Council decision making Work with the Chair of the Audit Committee and Council to correctly establish and operate the Audit Committee and develop a comprehensive annual 21 5.3.2 Marita Turner Manager Finance Oct-17 Mar-1875% YES internal audit program. Further ensure compliance with VAGO directions of 2012/13, 2013/14, 2014/15 Review all Corporate Records management systems especially as they relate 5.1, 5.2, 5.4, 3.5 to; (1) FOI matters (2) Protected Disclosure issues (3) Declatartions of Interest (4) Primary and Ordinary Returns for Councillors, nominated staff, Special Committee members and Audit Committee members. (5) Council meetings and Sec. 86 & Sec. 223 Committees

Acting Manager 22 Marita Turner Nov-17 May-1825% YES 5.4, 5.4.1, 5.4.2, Governance (6) Ensure compliance with VAGO Internal Management letters of 2012/13, 5.4.3, 5.4.3.1, 2013/14, 2014/15, 2015/16 regarding records management and other issues 5.4.3.2, 5.4.3.3, 5.4.3.4

5.3, 5.3.3, 5.3.4, 5.3.5

Develop and implement the following Polocies/Procedures: (1) Records Management (2) Protected Disclosures 23 (3) IT Security Marita Turner 25% YES (4) FOI (5) Information Privacy 5.1 CLT Nov-17 Jun-18 Ensure transfer of hardcopy records to digital format in EDMS 24 5.1 Marita Turner Records Officer Nov-17 Oct-1825% YES

Action Plan - Organisation and Governance Reform Project 01 January 2018 Page 4 ORGANISATION AND GOVERNANCE REFORM PROGRAM ACTION PLAN

CATEGORY ACTION ACTION OVERVIEW INSPECTORATE PRIMARY SUPPORTING PLANNED PLANNED PERCENTAGE ON TARGET FOR NUMBER ITEM / REFERENCE RESPONSBILE OFFICER / TEAM COMMENCEMENT COMPLETION COMPLETE COMPLETION BY OFFICER DUE DATE Review all delegations and adopt appropriate, contempary and understood delegations across the organisation 5.3.1, 5.8, 5.8.1, 5.8.2, 5.8.3, 5.8.4, Travis Heeney / 25 Manager Gov Oct-17 Dec-17100% YES 5.8.5, 5.8.6, 5.8.7, Marita Turner 5.8.8, 5.8.9

Review all authorisations to ensure that they are current and correct Travis Heeney / 26 5.9 Manager Gov Nov-17 Dec-17100% YES Marita Turner

Comply with Councillor Code of Conduct requirements 27 5.7 Marita Turner MOD Nov-17 Mar-18100% YES

Review the current policy framework across Council, create or update these 28 6 Marita Turner CLT Dec-17 May-1825% YES policies and have them adopted by Council Ensure all Committees of Council are correctly established and comply with GOVERNANCE relevant Legislation i.e. Primary and Ordinary Return lodgement, Minutes, Financial Reports, Delegations, expense reimbursement

29 5.3.3, 5.3.4, 5.3.5 Marita Turner Manager Gov Dec-17 May-1850% YES

Introduce “good governance” training for all staff and Councillors

Bill Drummond / 30 Monitors Report Manager Gov Oct-17 Jun-18100% YES Marita Turner

Ensure that the roles and functions of IBAC, the Inspectorate and the Protected Disclosure Officer are known and understood across the Monitors Report Bill Drummond / 31 organisation CEO Oct-17 Jun-18100% YES (2) Marita Turner

Implement an appropriate team building program for Councillors and staff

Monitors Report 32 Travis Heeney (All)CEO Nov-17 Jun-1825% YES (2)

Introduce process for Executive meetings to ensure adequate Council Agenda reviews, Council Meeting Plans, minutes / implementation of decisions, and communication issues. Monitors Report 33 Travis Heeney CEO Oct-17 Dec-17100% YES (2)

Action Plan - Organisation and Governance Reform Project 01 January 2018 Page 5 ORGANISATION AND GOVERNANCE REFORM PROGRAM ACTION PLAN

CATEGORY ACTION ACTION OVERVIEW INSPECTORATE PRIMARY SUPPORTING PLANNED PLANNED PERCENTAGE ON TARGET FOR NUMBER ITEM / REFERENCE RESPONSBILE OFFICER / TEAM COMMENCEMENT COMPLETION COMPLETE COMPLETION BY OFFICER DUE DATE Provide regular staff bulletins to ensure awareness of current issues Monitors Report Communications 34 Travis heeney Oct-17 Ongoing100% YES (2) Officer Review the media and communications policy to ensure current relevance and compliance Monitors Report Communications 35 Travis Heeney Nov-17 Dec-17100% YES (2) Officer

Implement a regular Reporting process to Council (and its Audit Committee) and the Inspectorate on progress against this plan

Monitors Report 36 Travis Heeney CEO Nov-17 Ongoing100% YES (2)

Plan and prepare a comprehensive Councillor induction program prior to the next Council elections Monitors Report 37 Marita Turner CEO Nov-17 Oct-1875% YES (2)

Action Plan - Organisation and Governance Reform Project 01 January 2018 Page 6 ORGANISATION AND GOVERNANCE REFORM PROGRAM ACTION PLAN

CATEGORY ACTION ACTION OVERVIEW INSPECTORATE PRIMARY SUPPORTING PLANNED PLANNED PERCENTAGE ON TARGET FOR NUMBER ITEM / REFERENCE RESPONSBILE OFFICER / TEAM COMMENCEMENT COMPLETION COMPLETE COMPLETION BY OFFICER DUE DATE Review and refine the Customer Service Charter and strategy to ensure Marita Turner CEO consistent Customer Service standards are applied across the organisation

38 Not Applicable Nov-17 Mar-1825% YES

Staff Health and Wellbeing Program Travis Heeney MOD GENERAL ORGANISATIONAL 39 Not Applicable Nov-17 Jun-1875% YES ISSUES

Revise and clarify Corporate Identity Travis Heeney Communications 40 Not Applicable Officer Dec-17 Jan-18 25% YES

Explore Shared Services models with appropriate Local Government Travis Heeney CEO Authorities to ensure contemporary systems in a sustainable organisation 41 Not Applicable Nov-17 Oct-1825% YES

Action Plan - Organisation and Governance Reform Project 01 January 2018 Page 7 Ordinary Council Meeting – 30 January 2018 Page 16

8.3 MEDIA POLICY AND ONLINE COMMUNICATIONS POLICY

Author: Director Business Transformation

Responsible Director Business Transformation General Manager:

SUMMARY/PURPOSE:

This report presents the draft Policy – Media policy and the draft Policy – Online Communications Policy for consideration by Council.

POLICY CONTEXT:

The relevant Council Plan references are:

4.2 Deliver the ‘core business’ of Council in an efficient and effective way

BACKGROUND INFORMATION:

In August 2017, the Local Government Inspectorate delivered its report “Protecting integrity: Central Goldfields Shire Council investigation”. Due to the comprehensive nature of this investigation and the large number of issues identified, for the purpose of this report, the findings generally related to the following areas:

 Asset mismanagement  Financial mismanagement  Human resources mismanagement  Governance failures.

Among other things, Section 5 of this report identified various shortcomings in relation to Governance, stating “It is imperative that councils as public institutions responsibly manage public assets, exercise financial responsibility and good governance, and comply with all legislative requirements”. Specifically, section 5.5.3 referred to “outdated information: Of the grant information published on council’s website a significant proportion was, at the time of the review, out of date including no details of previously successful applicants published”.

REPORT:

Central Goldfields Shire has developed a comprehensive action plan to respond to the shortcomings identified in the Local Government Investigations and Compliance Inspectorate Report, and the Municipal Monitor’s Report. This Action Plan seeks to address all of these issues and ensure a sustainable organisation with strong governance. Item 4 specifically seeks to address the shortcomings in relation to outdated information on the Council Website. This report seeks Council endorsement of a revised draft Media Policy and newly developed Online Communications Policy. These Policies will ensure that all Officers and Councillors are aware of the requirements in relation to this important process.

The purpose of the draft Media Policy is; Ordinary Council Meeting – 30 January 2018 Page 17

This Media Policy guides our relationship with the media and provides a clear framework for internal procedures for dealing with media requests, including who is authorised to respond to media enquiries on what issues. The local media is an important platform for Central Goldfields Shire Council in the promotion of projects, decisions and events. It’s important that we use it effectively to ensure our messages are consistent and to promote positive engagement with residents and stakeholders.

The draft Online Communications Policy is intended to;

Provide understanding, guidance and acceptable standards to ensure the appropriate use of the website and social media platforms for the purpose of conducting Council business.

The Central Goldfields Shire Council website and social media platforms provide us with an opportunity to complement our existing traditional based communication channels and to improve our ability to communicate Council news, information and services to a broader audience.

CONSULTATION/COMMUNICATION:

The draft Policy has been discussed with relevant Officers internally for contribution and comment.

RESOURCE IMPLICATIONS:

There are no direct Resource Implications resulting from this Policy.

CONCLUSION:

This draft Policy demonstrates a strategy to respond to the shortcomings which have been identified through the Local Government Investigations and Compliance Inspectorate, and the Municipal Monitor, and represents an improved approach to Media and Online Communications.

ATTACHMENTS: 1 Draft Policy – Online Communications Policy December 2017.

2. Draft Policy – Media Policy

OFFICER’S RECOMMENDATION:

That Council:

1. adopt the attached Council Policy Online Communications December 2017 2. adopt the attached Council Policy Media Policy December 2017 3. That the Media Policy December 2017 supersedes the previous council Policy titled Media Policy May 2010. DRAFT

POLICY

POLICY TITLE ONLINE COMMUNICATIONS POLICY

POLICY NUMBER XX.YY ☐ COUNCIL DELEGATION ☒ ORGANISATIONAL

22 NOLAN STREET MARYBOROUGH VIC 3465 Policy Name: Online Communications Policy Policy Number: XX.YY

DOCUMENT CONTROL Policy Name Online Communications Policy Policy Number XX.YY Responsible Business Unit CEO File Location Document Status Version Version Date January 2018 Next Review Date January 2020

DOCUMENT HISTORY Version Date Author Initial Draft 1.01 December 2017 Kate Bucknall Final Draft 1.02 January 2018 Kate Bucknall Approved Review Draft Review Final Approved

Policy Online Communications Policy Page 2 of 10 Policy Name: Online Communications Policy Policy Number: XX.YY

1. Purpose

This Online Communications Policy aims to provide understanding, guidance and acceptable standards to ensure the appropriate use of the website and social media platforms for the purpose of conducting Council business. The Central Goldfields Shire Council website and social media platforms provide us with an opportunity to complement our existing traditional based communication channels and to improve our ability to communicate Council news, information and services to a broader audience.

2. Scope

This policy applies to all Councillors, employees, contractors, sub-contractors, consultants and volunteers who engage online through websites and/or social media on behalf of, and for the purpose of conducting Council business. This policy outlines the requirements for compliance with confidentiality, governance, legal, privacy and regulatory parameters.

It aims to:

 Address appropriate use of Council’s web content management system and social media tools  promote effective and productive online community engagement through websites and social media  minimise miscommunication or mischievous communications  help Council manage the inherent challenges of speed and immediacy.

The policy applies to those digital spaces where people may comment, contribute, create, forward, post, upload and share content, including:

 Apps  blogs  bulletin boards  citizen journalism and news sites  forums and discussion boards  instant messaging facilities  microblogging sites (eg Twitter)  online encyclopaedias (eg Wikipedia)  podcasts  social networking sites (eg Facebook, Myspace, Bebo, Friendster, Linkedln)  video and photo sharing sites (eg Flickr, YouTube)  video podcasts  wikis  any other websites that allow individuals to use simple publishing tools or new technologies emerging from the digital environment.

Policy Online Communications Policy Page 3 of 10 Policy Name: Online Communications Policy Policy Number: XX.YY As it is not possible to expressly refer to or list the specific sites or kinds of social media sites or outlets, the absence of a reference to a particular site or kind of social media activity does not limit the application of this policy. This policy is intended to cover the use personal use of social media even where:  the author publishes information in their personal capacity and not on behalf of, or in association with Central Goldfields Shire Council; and  no reference is made to Central Goldfields Shire Council, its councillors, staff, policies and services, suppliers or other stakeholders or Council-related issues. Notwithstanding, any personal use of social media during work hours should be kept to a minimum and not impede or interfere with work. This policy should be read in conjunction with other relevant policies and procedures of Central Goldfields Shire Council.

3. Policy

Staff, contractors and volunteers of Council are expected to demonstrate standards of conduct and behaviour that are consistent with relevant legislation, regulations and policies. A list of relevant legislation which may be used as a guide is included in section 8 of this document. Council’s online presence aims to:

 enable people to conduct their Council business online 24/7  provide customer service  distribute positive news, events and information of interest to residents  engage in two way conversation where possible  establish greater engagement with the community  establish trust in Central Goldfields Shire Council  humanise and bring personality to the Central Goldfields Shire Council brand

4. Website

In order to create a better website for everyone, Council’s website should adhere to the following requirements: 4.1.1. Authorisation Authorised Users only are permitted to contribute to Council’s website on behalf of Council. Authorisation is granted through the Communications Officer in coordination with the relevant service unit Manager. Training in the web content management system by the provider or the Communications Officer is mandatory. 4.1.2. Accessibility The Web Accessibility National Transition Strategy sets a course for improved web services, paving the way for a more accessible and usable web environment that will more fully engage with, and allow participation from, all people within our society. It states that Web Content Accessibility Guidelines (WCAG) 2.0 is applicable to all online government information and services. Conformance is required on all government websites owned and/or operated by government under any domain. This includes external (public- facing or private) and internal (closed community) sites.

Policy Online Communications Policy Page 4 of 10 Policy Name: Online Communications Policy Policy Number: XX.YY The WCAG 2.0 guidelines have been developed with a goal of proving a single shared standard for web content accessibility that meets the needs of individuals, organisations, and governments internationally. Central Goldfields Shire Council must meet the legislative requirements under the:  Victorian Equal Opportunity Act 2010  Human Rights and Equal Opportunity Commission Act 1986  Disability Discrimination Act 1992. 4.1.3. Accuracy The website must be updated as often as needed, with a minimum of every three months to ensure the information is timely and correct. 4.1.4. Responsiveness The website must be accessible through desktop, mobile phone and tablet. The layout should automatically adjust based on the user’s screen size. This is now an expected feature in websites. 4.1.5. Usability User ‘needs’ should be the guiding principle for government websites. Users come to the site to accomplish tasks and to fulfil needs. It is Council’s responsibility to make sure they can complete the top tasks easily and efficiently. The website should be simple and approachable and focussed on Council’s core services and users ‘top tasks’. The information presented should be necessary, useful, and understandable and presented in a clear, concise and accessible manner. The pages should contain simple, clear language using active voice and avoiding jargon. 4.1.6. Content included The Communications Officer retains the right to amend, delete, add content on an as-needs basis. Information included on the site should;  Inform and provide access to Council’s programs and services, or provide relevant links to information from other stakeholders and/or  Engage the community and/or  Allow stakeholders to conduct Council business. The website is not a reference for information that does not pertain to Council business.

5. Sub sites

Central Goldfields Shire Council only has three main websites – Central Goldfields Shire Council, Visit Maryborough and Go Goldfields. If service units have specific needs in website functionality or branding that can’t be met by Council’s main website they can create a sub site. 5.1. Authorisation Service units need to provide a business case and get authorisation from the Communications Officer to create a sub site. Unless there is a demonstrable reason why the Council brand should not take precedence, all sub sites will be so branded. To protect the reputation and image of Council, authorisation will depend on:  Specify aim and target group and functionality needs  Quality assurance

Policy Online Communications Policy Page 5 of 10 Policy Name: Online Communications Policy Policy Number: XX.YY

 Resources to start and maintain the sub site  Hosting facilities  Branding  Temporary or permanent sub site  Risk management strategy

6. Social media

Currently there are five Facebook pages – Central Goldfields Shire Council, Go Goldfields, Visit Maryborough, Maryborough Regional Library and Central Goldfields Rehoming. There is one twitter account – Central Goldfields Shire Council. There is also a Central Goldfields Shire Council Linked In account. 6.1 Authorisation If service units want to create a social media presence for a certain program, target group or issue, they need to develop a business case and risk management strategy and get authorisation from the Communications Officer. Authorisation will depend on the following:  Specify the aim and target group of the social media tool  Social media tool needs to provide two-way communication  Specifying how the social media tool will be branded and linked back to Council and how it will be linked to other Council communication materials  Specifications on quality insurance regarding content production and timing, monitoring, effectiveness measurement, response strategy, accessibility, usability, content permission, copyright, content optimisation and promotion  Specifications on resourcing (budget and staff)  Risk management strategy  Data management and record keeping  Social media tool look/brand will need be professionally designed and approved by Communications Only Authorised Users are permitted to use social media for professional reasons or on behalf of Council. A social media presence always needs to be linked to a profile and for this a mock profile to which more than one staff member has access. The Communications Officer must have access to all pages. Authorised User status can be revoked without prior notice by Communications, service unit manager or Executive and is revoked immediately after leaving the organisation or termination of employment. Staff must have participated in social media training. When using social media Councillors, staff and contractors are required to:  adhere to Central Goldfields Shire Council codes of conduct, policies and procedures  behave with caution, courtesy, honesty and respect  comply with relevant laws and regulations  reinforce the integrity, reputation and values of Central Goldfields Shire Council 6.2 Disclaimer: Rules of engagement and disclaimers should always be included in the profile section of the social media tool or be available in a clearly obvious and discoverable way.

Policy Online Communications Policy Page 6 of 10 Policy Name: Online Communications Policy Policy Number: XX.YY 6.3 Authorisation: You must obtain authorisation from the Communications Officer before using social media, including, but not limited to, uploading content and acting as a spokesperson on behalf of Council. The Communications Officer can authorise the continual use of a social media tool. 6.4 Expertise: Do not comment outside your area of expertise. Do not commit Council to actions or undertakings. 6.5 Disclosure: Only discuss publicly available information. Do not disclose confidential information, internal discussions or decisions of Council, employees or third parties. This includes publishing confidential, personal or private information where there is sufficient detail for potential identification of councillors, Council staff or third parties. 6.6 Accuracy: Be accurate, constructive, helpful and informative. Correct any errors as soon as practicable. Do not publish information or make statements which you know to be false or may reasonably be taken to be misleading or deceptive. 6.7 Identity: Be clear about professional identity or any vested interests. Do not use fictitious names or identities that deliberately intend to deceive, mislead or lie. Do not participate anonymously or covertly via a third party or agency. 6.8 Opinion: Clearly separate personal opinions from professional ones and be mindful of Council's Code of Conduct when discussing or commenting on Council matters. Do not express personal opinions using Council # tags or other identifications. Only where this is not possible, consider using a formal disclaimer to separate official Council positions from your personal opinions. 6.9 Privacy: Be sensitive to the privacy of others. Do not publish personal information (which can include a person's name or image or information or an opinion that makes the identity of a person apparent or reasonably capable of being ascertained) without the consent of the person to whom the information relates. If, having consented to the publication, the person subsequently asks you to remove or correct that publication, you must do so as soon as practicable. 6.10 Intellectual property: Seek permission from the creator or copyright owner, to use or reproduce copyright material including applications, audio tracks (speeches, songs) footage (video), graphics (graphs, charts and logos), images, artwork, photographs, publications or music. Also seek permission before publishing or uploading material in which the intellectual property rights, such as trademarks, are owned by a third party (for example, company logos). 6.11 End User Licence Agreements: Be aware of any End User Licence Agreements (EULA) that exist on any social media sites or outlets that you use and seek authorisation before accepting any EULA. An EULA is a set of terms and conditions provided by the owner of the social media outlet that you must accept and are generally unable to negotiate. The terms and conditions can provide the social media outlet owner the right to change the terms of use of the site, exclude any liability of the owner of the site and in some instances grant the owner rights to use material uploaded by users without the user's consent. 6.12 Defamation: Do not comment, contribute, create, forward, post, upload or share content that is malicious or defamatory. This includes statements which may negatively impact the reputation of another. 6.13 Reward: Do not publish content in exchange for reward of any kind. 6.14 Transparency: Do not seek to buy or recompense favourable social media commentary. Encourage online publishers to be open and transparent in how they engage with, or review Council personnel, services or wares. 6.15 Political bias: Do not endorse any political affinity or allegiance.

Policy Online Communications Policy Page 7 of 10 Policy Name: Online Communications Policy Policy Number: XX.YY 6.16 Respect: Always be courteous, patient and respectful of others' opinions, including detractors. 6.17 Discrimination: Be mindful of anti-discrimination laws and do not publish statements or information which may be discriminatory. 6.18 Language: Be mindful of language and expression. Use language which is clear and simple. Avoid slang and jargon. Plan your writing first and always proofread content. 6.19 State of mind: Do not use social media when inebriated, irritated, upset or tired. 6.20 Be safe: Protect your personal privacy and guard identity theft. 6.21 Media: Do not issue statements or make announcements through social media channels unless authorised. Do not respond directly if approached by media for comment through social media. Refer the enquiry to the Communications Officer as per Council's Media Policy. 6.22 Modification and moderation: Ensure that any social media sites created or contributed to can be readily edited, improved or removed and appropriately moderated. Ensure appropriate moderation guidelines and processes are in place. 6.23 Access: Be mindful of the requisite government web standards for accessibility. Information made available via non-compliant platforms should be made accessible in another form where practical. 6.24 Be responsive: Specify the type of comments and feedback that will receive a response and clearly communicate a target response time. Make it easy for audiences to reach Council via other methods by publishing Council's phone number, generic email, Facebook and Twitter accounts. 6.25 Record keeping: All content published or communicated by or on behalf of Council using social media must be recorded (including the author's name, date, time and media site location) and kept on record in accordance with Council's Record Management Policy. 6.26 Enforcement: Council actively monitors social media for relevant content that impacts on the City, its operations and reputation. Council will be able to find - and act upon - content communicated or published by staff if deemed necessary. This policy will be published and promoted to staff of Council. Breaching this policy may result in disciplinary action, performance management and review. Serious breaches may result in suspension or termination of employment or association. Council reserves the right to remove, where possible, social media content that violates this policy or any other Council policy. 6.27 Content not permitted: The following content is not permitted under any circumstances:  Offensive or inappropriate language or material (such as pornography, depictions of extreme violence, racial or other vilification or hatred)  Content which is false or misleading  Confidential information about Council or third parties  Copyright or Trade mark protected materials  Discriminatory material in relation to a person or group based on age, breastfeeding, employment activity, gender identity, impairment (also known as ‘disability’), industrial activity, lawful sexual activity, marital status, parental status or status as a carer, physical features, political belief or activity, pregnancy, race, religious belief or activity, sex, sexual orientation or personal association (weather as a relative or otherwise) with a person who is identified by reference to any of the listed attributes  Illegal material or materials designed to encourage law breaking

Policy Online Communications Policy Page 8 of 10 Policy Name: Online Communications Policy Policy Number: XX.YY

 Materials that could compromise Council, employee or system safety  Materials which would breach applicable laws (defamation, privacy, trade practices, financial rules and regulations, fair use, trademarks)  Material that would offend contemporary standards of taste and decency  Material which would bring the Council into disrepute  Personal details or references to Councillors, Council staff or third parties, which may breach privacy laws  Spam, meaning the distribution of unsolicited bulk electronic messages  Statements which may be considered to be bullying or harassment  Content not relating to the subject matter of that blog, board, forum or site.

7. Responsibility/Accountability

7.1 Councillors  Seek advice from the Communications Officer on using social media  Seek approval for Council branding of social media  Register social media accounts with the Communications Officer  Understand the comply with the provisions of this policy  Seek training and development for using social media 7.2 Executive  Promotion of adherence of this policy to Management team and staff 7.3 Staff and contractors  Seek approval from relevant manager for business case for social media or sub-site  Seek training for using social media or sub-site content management system  Understand and comply with the provisions of this policy  Maintain records of URLs logins, passwords and content management training manuals  Ensure contractors are provided with a copy of this policy 7.4 Business Unit Manager  Ensure staff obtain authorisation from the Communications Officer on their planned use of social media or creation of a sub site.  Ensure contractors and staff are aware of this policy and comply with its requirements  Offer training to staff where needed 7.5 IT Department  Facilitate secure access to support delivery of Council business via social media  Provide technical support and solutions to assist regularly back –up and archiving internally hosted social media sites as practicable 7.6 Communications Unit  Protect the reputation and image of Council  Authorise use of social media tools or creation of sub sites for conducting Council business  Identify (in cooperation with Managers), authorise and train uses to maintain Council’s website  Provide advice on development and use of social media tools and sub sites

Policy Online Communications Policy Page 9 of 10 Policy Name: Online Communications Policy Policy Number: XX.YY

 Educate Councillors, staff and contractors about this policy and their responsibilities when using social media  Monitor social media accounts/tools/ and sub sites  Seek legal advice as appropriate where an issue is likely to be contention or may create legal risk to Council

8. Relevant legislation

Victorian legislation  Crimes Act 1958 (Vic)  Defamation Act 2005 (Vic)  Equal Opportunity Act 2010 (Vic)  Fair Trading Act 1999 (Vic)  Freedom of Information Act 1982 (Vic)  Information Privacy Act 2000 (Vic)  Local Government Act 1989 (Vic)  Public Records Act 1973 (Vic)  Racial and Religious Tolerance Act 2001 (Vic)  Spam Act 2003 (Vic)  Wrongs Act 1958 (Vic)

Commonwealth legislation  Australian Human Rights Commission Act 1986 (Cth)  Copyright Act 1968 (Cth)  Fair Work Act 2009 (Cth)  Privacy Act 1988 (Cth)  Trade Marks Act 1995 (Cth)

Policy Online Communications Policy Page 10 of 10 DRAFT

POLICY

POLICY TITLE MEDIA POLICY

POLICY NUMBER XX.YY ☒ COUNCIL DELEGATION ☐ ORGANISATIONAL

22 NOLAN STREET MARYBOROUGH VIC 3465 Policy Name: Media Policy Policy Number: XX.YY

DOCUMENT CONTROL Policy Name Media Policy Policy Number XX.YY Responsible Business Unit CEO File Location Document Status Version Version Date January 2018 Next Review Date January 2020

DOCUMENT HISTORY Version Date Author Initial Draft 1.01 December 2017 Kate Bucknall Final Draft 1.02 January 2018 Kate Bucknall Approved Review Draft Review Final Approved

Policy 20180130 Media Policy Page 2 of 5 Policy Name: Media Policy Policy Number: XX.YY

1. Purpose

This Media Policy guides our relationship with the media and provides a clear framework for internal procedures for dealing with media requests, including who is authorised to respond to media enquiries on what issues. The local media is an important platform for Central Goldfields Shire Council in the promotion of projects, decisions and events. It’s important that we use it effectively to ensure our messages are consistent and to promote positive engagement with residents and stakeholders.

2. Scope

This Policy applies to all Central Goldfields Shire Council Councillors, Executive Team, staff, contractors, sub-contractors and volunteers when interacting with the media. The term ‘media’ refers to all external news channels, including television, radio, newspapers, magazine and online news services. It also includes journalism students. It does not refer to social media – refer to the Online Communications Policy.

3. Policy

The primary purpose of this policy is to ensure that clear and relevant information is provided to the community. The policy has been established to ensure Councillors and staff understand and respect the role of the media, and who has responsibility to communicate with the Media, ensuring timely, accurate and newsworthy information is provided. This policy provides a clearly defined process for Central Goldfields Shire Council to manage, monitor and coordinate dealings with the media. 3.1 Media enquiries The Communications Officer is the primary liaison point between the media and the organisation. 3.1.1. Staff All media enquiries must be referred to the Communications Officer. If staff are contacted directly by a journalist they should ask the journalist to contact the Communications Officer. The Communications Officer will research the enquiry by making contact with either the CEO or General Manager. A response will be provided to the journalist in one of two formats:

 A written response attributed to the appropriate spokesperson; or,  A verbal response by the appropriate spokesperson

Policy 20180130 Media Policy Page 3 of 5 Policy Name: Media Policy Policy Number: XX.YY The Communications Officer can provide journalists with background information but are not spokespeople in the first instance. All responses must be approved by the Chief Executive Officer. If the Communications Officer is unavailable, the journalist must contact the CEO’s office. The CEO’s Executive Assistant will take the call and liaise with the CEO regarding the response. 3.1.2 Councillors As elected community representatives it is expected that the media will contact Councillors directly at times to provide comment on issues. If a Councillor is contacted about an issue that is the subject of a pending Council decision or pending policy, the Councillor must be careful in not stating a position prior to the Council meeting. Councillors are encouraged to inform the Mayor, CEO or Communications Officer for advice on key messages or issues prior to responding to media enquiries, where possible. It is preferable that Councillors distinguish between their personal views and Council decisions or positions if there is a difference. It is also preferable that all comments to the media portray the Mayor and Councillors a united team working for the betterment of the municipality. 3.1.3 Approaching the media The Communications Officer is responsible for issuing media releases, organising photo opportunities, media briefings, pitching stories and contacting journalists about potential issues. This includes information from Go Goldfields, Maryborough Regional Library, Visitor Information Centre, Central Goldfields Art Gallery and Goldfields Family Centre. The Communications Officer identifies and plans media relations activities. This is based on information provided to them by Council staff as well as the Council Meeting agenda. Staff are encouraged to contact the Communications Officer to advise of potential media stories. All media releases must be approved by the Chief Executive Officer prior to their release. The Councillors and the CEO are the only people to be quoted in a media release. All photo opportunities should include a Councillor, where possible. Staff can provide factual information at a photo opportunity and should only be quoted if approved by the Communications Officer.

Policy 20180130 Media Policy Page 4 of 5 Policy Name: Media Policy Policy Number: XX.YY 3 Responsibility/Accountability

4.1 Councillors  Understand and comply with the provisions in the this policy  Seek advice from the Communications Officer or CEO on media relations  Seek training and development for media relations  Seek advice from the CEO or Communications Officer if unsure about applying the provisions of this policy

4.2 Executive Team  Understand and comply with the provisions of this policy  Promotion of adherence to this policy to staff  Seek advice from the Communications Officer or CEO on media relations  Seek training and development for media relations

4.3 Staff, Contractors, Sub-contractors and Volunteers  Understand and comply with the provisions of this policy

4.4. Communications Officer  Protect the reputation and image of Council  Provide advice on media relations and media training  Educate Councillors and staff about this policy and their responsibilities in undertaking media relations  Establish and maintain effective relationships with the media

Policy 20180130 Media Policy Page 5 of 5 Ordinary Council Meeting – 30 January 2018 Page 18

8.4 DISPOSAL OR SALE OF COUNCIL ASSETS AND LAND POLICY

Author: Director Business Transformation

Responsible Director Business Transformation General Manager:

SUMMARY/PURPOSE:

This report presents the draft Policy – Disposal or Sale of Council Assets and Land for consideration by Council.

POLICY CONTEXT:

The relevant Council Plan references are:

4.1 Ensure the Financial Sustainability of Council 4.2 Deliver the ‘core business’ of Council in an efficient and effective way 4.3 Ensure Council’s regulatory environment operates efficiently and effectively 4.5 Pursue a best practice approach to leadership and governance

BACKGROUND INFORMATION:

In August 2017, the Local Government Inspectorate delivered its report “Protecting integrity: Central Goldfields Shire Council investigation”. Due to the comprehensive nature of this investigation and the large number of issues identified, for the purpose of this report, the findings generally related to the following areas:

 Asset mismanagement  Financial mismanagement  Human resources mismanagement  Governance failures.

Among other things, Section 2 of this report identified various shortcoming in relation to Asset Mismanagement. The report identified that “a fundamental role of councils governing for the present day and the future is the responsible management of public assets. Therefore, by planning for the long term and taking into consideration the cumulative effects of all decisions made regarding public assets, responsible asset management by council is essential in ensuring the best outcomes for the community”.

Allegations were received by the Inspectorate which initiated an investigation into the sale of several council properties and landholdings. There are specific provisions under the Local Government Act which seek to ensure the transparency and integrity of the sale of public assets or land and to allow residents an opportunity to make a submission6 to council. The report identified several land sales which may not have complied with these requirements adequately. Ordinary Council Meeting – 30 January 2018 Page 19

REPORT:

Central Goldfields Shire has developed a comprehensive action plan to respond to the shortcomings identified in the Local Government Investigations and Compliance Inspectorate Report, and the Municipal Monitor’s Report. This Action Plan seeks to address all of these issues and ensure a sustainable organisation with strong governance. Items 1 and 2 specifically seek to address the shortcomings in relation to Asset Management. This report seeks Council endorsement of a newly developed Policy which provides clear direction for the disposal or sale of Council assets and land. This Policy will ensure that all Officers and Councillors are aware of the requirements in relation to this important process. No Policy of this nature currently exists within Council and as such presents a significant improvement in the governance of Asset and Land disposal or sale.

The purpose of this policy is to:

 define the process for identifying and proceeding with the disposal or sale of Council owned assets and land;  endorse the approach that the proceeds from any sale of Council assets should be directly used in the acquisition of new assets or the enhancement of existing assets; and that asset sale proceeds may not be utilised for recurrent/operational purposes.  establish guidelines for the application of proceeds for the various classes of major assets; and  provide a basis for Council consideration of setting aside funding for a particular project.

CONSULTATION/COMMUNICATION:

The draft Policy has been discussed with relevant Officers internally for contribution and comment.

RESOURCE IMPLICATIONS:

There are no direct Resource Implications resulting from this Policy.

CONCLUSION:

This draft Policy demonstrates a strategy to respond to the shortcomings which have been identified through the Local Government Investigations and Compliance Inspectorate, and the Municipal Monitor, and represents a more robust approach to Asset Management into the future for Central Goldfields Shire Council.

ATTACHMENTS: 1 Draft Policy – Disposal or Sale of Council Assets and Land December 2017.

OFFICER’S RECOMMENDATION:

1. That Council adopt the attached Policy for the Disposal or Sale of Council Assets and Land December 2017. DRAFT

POLICY

DISPOSAL OR SALE OF COUNCIL ASSETS AND POLICY TITLE LAND POLICY NUMBER XX.YY ☒ COUNCIL DELEGATION ☐ ORGANISATIONAL

22 NOLAN STREET MARYBOROUGH VIC 3465 Policy Name: Disposal or Sale of Council Assets and Land Policy Number: XX.YY

DOCUMENT CONTROL Disposal or Sale of Council Assets and Policy Name Land Policy Number XX.YY Responsible Business Unit CEO File Location Document Status Version Version Date December 2017 Next Review Date December 2019

DOCUMENT HISTORY Version Date Author Initial Draft 1.01 15 November 2017 Travis Heeney Final Draft 1.02 31 December 2017 Travis Heeney Approved 1.02 30 January 2018 Travis Heeney Review Draft Review Final Approved

Policy Disposal or Sale of Council Assets and Land Page 2 of 11 Policy Name: Disposal or Sale of Council Assets and Land Policy Number: XX.YY Contents 1. Purpose...... 4 2. Background...... 4 3. Scope...... 4 4. Human Rights and Responsibilities Charter – Compatibility Statement...... 4 5. References...... 5 6. Definitions...... 5 7. Council Policy – Assets (not including Land and Plant)...... 5 7.1 Sale Process...... 5 7.2 Proceeds of Sale...... 6 7.3 Application of Sale Proceeds...... 6 8. Council Policy – Council Owned Land...... 6 8.1 Sale Process...... 6 8.1.1 Sale of Land and Planning / Permit Approvals...... 7 8.1.2 Sale of Land -Discontinued Roads...... 7 8.1.3 Sale of Land – Public Open Space...... 9 9. Council Policy – Plant and Equipment...... 9 10. Proceeds of any Sale...... 10 11. Related Documents...... 10

Policy Disposal or Sale of Council Assets and Land Page 3 of 11 Policy Name: Disposal or Sale of Council Assets and Land Policy Number: XX.YY 1. Purpose

The purpose of this policy is to:

 define the process for identifying and proceeding with the disposal or sale of Council owned assets and land;  endorse the approach that the proceeds from any sale of Council assets should be directly used in the acquisition of new assets or the enhancement of existing assets; and that asset sale proceeds may not be utilised for recurrent/operational purposes.  establish guidelines for the application of proceeds for the various classes of major assets; and  provide a basis for Council consideration of setting aside funding for a particular project.

2. Background

It is recognised that a municipality’s standards and developments change or evolve over time and some assets may become redundant or surplus to Council’s needs. Council will overtime, carry out a strategic review of its asset and property holdings and may make a determination that some assets are excess to Council’s needs. This policy is designed to provide a framework for the disposal and/or sale of Council assets. It is also designed to:  endorse the approach that the proceeds from any sale of Council assets should be directly used in the acquisition of new assets or the enhancement of existing assets; and that asset sale proceeds may not be utilised for recurrent/operational purposes.  establish guidelines for the application of proceeds for the various classes of major assets including the process required to be followed in determining whether assets are surplus to Council’s requirements.

3. Scope

This policy applies to all fixed assets or property no longer required by Council for strategic or operational purposes and which have been identified for potential sale, transfer, exchange or disposal. The policy includes reference to the following fixed assets: a. Land and buildings; b. Public open space; c. Plant and equipment.

4. Human Rights and Responsibilities Charter – Compatibility Statement

The Victorian Charter of Human Rights and Responsibilities has been considered in the preparation of this policy but is not relevant to its content.

Policy Disposal or Sale of Council Assets and Land Page 4 of 11 Policy Name: Disposal or Sale of Council Assets and Land Policy Number: XX.YY 5. References

 Council Plan  Council’s Annual Budget  Asset Management Plans  Local Government Act 1989 (LGA)  Planning and Environment Act 1987  Subdivision Act 1988  Local Government Best Practice Guideline for the Sale, Exchange and Transfer of Land 2009 – Department of Planning and Community Development.

6. Definitions

In this policy the following definitions apply:  Asset is a resource controlled by Council, from which it expects to derive economic benefits or use for service delivery to the community over a period extending beyond one financial year. The asset carrying value is the asset value (cost or valuation) less any accumulated depreciation and accumulated impairment loss.  Council owned land includes vacant land, including discontinued roads, and any building and development thereon.  Open space reserve is a reserve set aside for any funds received from the sale of public open space which includes any land set aside in a plan or land in a plan zoned or reserved under a planning scheme: . for public recreation or public resort; or . as parklands; or . for similar purposes as defined in the Subdivision Act 1988.  Plant and Equipment includes major items of plant and equipment in excess of $50,000 written down value.  Right of Way (ROW) means a road as defined in section 3 of the LGA.  Road means a road as defined in section 3 of the LGA. The term “road” includes, but is not limited to, a ROW, a street, a laneway or a footpath.

7. Council Policy – Assets (not including Land and Plant)

7.1 Sale Process From time to time, Council will review its asset holdings and identify any surplus assets for consideration of sale. In identifying any potential surplus Council owned assets, a report shall be presented to Council providing all relevant information regarding the asset identified for potential sale including environmental and planning issues and shall include a proposed process for undertaking both consultative and/or statutory processes under the Local Government Act 1989, including provisions for Council to hear submissions from the community related to the proposed sale.

Policy Disposal or Sale of Council Assets and Land Page 5 of 11 Policy Name: Disposal or Sale of Council Assets and Land Policy Number: XX.YY The decision to proceed to offer specific parcels of land for sale (excluding Right of Ways and Road Discontinuances) rests exclusively with Council and will always require a Council Resolution. 7.2 Proceeds of Sale The proceeds from any sale of surplus Council assets are subject to the following guidelines: a. trading the equipment to suppliers; or b. obtaining expressions of interest from interested buyers; or c. selective tender from an identified group of buyers; or d. public tender – openly seeking buyers using the tender process (including third party provider); or e. public auction -advertisement for auction through the local paper and, where appropriate, a paper circulating in the State, or procuring the services of an auctioneer. The selection process is to give consideration to: a. the method likely to return the higher value net of disposal costs; and b. the current written down value (book value) of the asset; and c. compliance with relevant statutory obligations. The sale of each item of plant and equipment is to be subject to a minimum reserve price to be approved by the Manager infrastructure Services. 7.3 Application of Sale Proceeds Application of proceeds of sale: Council must apply the sale proceeds of a community asset to either the establishment of a new asset or major refurbishment of an existing asset. Allocation of asset sale proceeds: Allocation of asset sale proceeds to an appropriate capital project can only occur via either an Annual Budget process or Mid-Year Budget process where the highest and best use of funds can be determined in reference to all potential capital projects. Proceeds from the sale of assets must be received by Council prior to the expenditure allocation being determined.

8. Council Policy – Council Owned Land

8.1 Sale Process All sales, exchanges and transfers of land are required to comply with the provisions of the LG Act 1989. Sales are to be conducted through a public process (i.e. public auction, public tender or by registration of expressions of interest) unless circumstances exist that justify an alternative method of sale, (for example the sale or exchange of land by private treaty). All sales and exchanges of land should occur at not less than the market value assessed by Council’s valuer. Land will not be sold for less than the market value, unless there are some significant and independently verified alternate community benefits derived by the sale of the land.

Policy Disposal or Sale of Council Assets and Land Page 6 of 11 Policy Name: Disposal or Sale of Council Assets and Land Policy Number: XX.YY Any proposal to sell the land at a reduced sale price must be reported to Council for consideration, providing commentary, including an independent assessment, of the alternate benefits derived by a sale at a reduced sale price. Such benefits may include the achievement of planning and development goals, educational or medical benefits to the community, or some other significant strategic goal of Council. Section 189 of the LG Act 1989 requires Council to do certain things prior to selling or exchanging land: a. to give at least four weeks public notice of an intention to sell or exchange land; and b. allow interested persons to make a submission under section 223 on the proposed sale or exchange. c. The intent of the legislation is to ensure that Council: i. consults the community on any proposal to sell or exchange land; and ii. provides the community with the opportunity to have their views heard; and d. obtains a current valuation (not more than 6 months) for the land that is proposed for sale or exchange. Additionally, Council will institute the process to sell land no more than 6 months after the notice of intention to sell has been advertised.

8.1.1 Sale of Land and Planning / Permit Approvals Where a prospective purchaser requests that a potential sale is subject to the approval (by Council) of an associated Planning Permit, Council will make absolutely clear that it will not contemplate entering in to such an arrangement.

8.1.2 Sale of Land -Discontinued Roads The sale of land that forms part of a road that has been discontinued is subject to the provisions of the LG Act except for public consultation under section 223. The public consultation process for road discontinuance is provided for under clause 3, Schedule 10 by way of a notice published in the Government Gazette. Prior to considering the discontinuance and sale or transfer of roads or ROWs or the removal of reserve status and the subsequent sale, transfer or exchange of land, officers will consider if land is required for any of the following purposes:  there is an ongoing need for the land to provide either vehicular or pedestrian access.  the land has strategic value to Council or the community.  the land provides recreational linkages or linked paths.  the land increases public open space.  the land is required for public works or flood mitigation.  the land is generally required for a municipal purpose. The benefits in discontinuing and selling or transferring a road or ROW or removing the status of a reserve and selling, transferring or exchanging land that is no longer required are:  it provides an additional source of income is received from the sale and transfer of land.  there will be a reduction in Council’s financial liability in terms of the ongoing maintenance costs of unused and surplus land.

Policy Disposal or Sale of Council Assets and Land Page 7 of 11 Policy Name: Disposal or Sale of Council Assets and Land Policy Number: XX.YY

 there is the potential for increased rate revenue.  there is improved security for unused portions of land.  Council can formalise any illegal occupation of public land.

The general principles that Council will apply in considering selling or transferring a road or ROW are:  Council discourages the unauthorised occupation of roads, ROWs and reserves and will take steps to remove such illegal occupation.  Council will encourage the sale or transfer of such land that is not being used for pedestrian or vehicular access or is no longer required for a strategic or public use.  The value of the land to be sold will be determined by a current expert valuation.  Council will only sell or transfer such land holdings to abutting property owners, unless the land is able to be sold or transferred to a third party for a significant community benefit.  All abutting owners will be given an equal opportunity to purchase any land that abuts their property. Accordingly, officers will attempt to divide land equally. However, Council will acknowledge and give preferential allocation rights to abutting property owners who can demonstrate continuous exclusive occupation of the land for more than 15 years (i.e. occupation that would otherwise give rise to an adverse possession claim).  Council will recover all costs incurred in the application of this policy.  Council reserves the right to retain any portion of land if Council has title to such land if it is considered to be appropriate. This land may be retained to: o meet a strategic need or o protect Council’s rights of ownership or o sell in the future in accordance with this policy.  Council has the right to place an easement, covenant, or create an easement on, or over, the land parcel in order to protect existing rights or future requirements. If there is a requirement by service authorities to relocate any assets located within the land (e.g. drains, power lines, etc), then all costs will be borne by the purchaser. In relation to the sale of roads, ROWs or minor reserves, if a property owner can demonstrate continuous exclusive occupation of the land for 15 years or longer and they have a right to claim the land by adverse possession, consideration may be given to discounting the purchase price by up to 25% of the current market value. Direct Costs All direct costs associated with the discontinuance and sale, transfer or exchange of roads, ROW’s or minor reserves are to be borne by the purchaser, or shared by the purchasers. These costs include:  legal fees (Council officers will use Council appointed legal contractors for any legal advice sought);  surveyor’s fees;  land registry fee – Transfer of Land;  Stamp duty;  advertising costs;  consolidation costs;

Policy Disposal or Sale of Council Assets and Land Page 8 of 11 Policy Name: Disposal or Sale of Council Assets and Land Policy Number: XX.YY

 planning permit application fees.. Council officers will endeavour to keep all costs borne by the purchaser(s) to a minimum and will seek to reduce costs if the portion of land is to be sold or transferred to a number of purchasers. Relocation Costs The relocation or replacement costs of any assets within roads, ROWs or minor reserves will be borne by the purchaser. These may include:  relocation of fences  service authority assets such as those belonging to water, gas or telecommunications organisations  re-useable materials as determined by Council which may remain the property of Council  replacement drainage or new storm water drainage. GST In accordance with the provisions of the Goods and Services Tax Act 1999, the sale, transfer or exchange of Council property, including the sale, transfer or exchange of discontinued ROWs, roads, minor or major Reserves or other land parcels will attract GST. Council will ensure that GST is added to the sale price or that the sale price is inclusive of GST. Terms of Payment The full purchase price will be paid to Council at the time of settlement, except timing of payments may be at the discretion of the Manager Finance in exceptional circumstances. If purchasers of roads, ROW’s and minor reserves meet the requirements of Council’s Financial Hardship Policy, terms may be extended to allow equal payments over a three year period. In relation to term payments, an additional service charge will be applied to cover any administration costs. The transfer of land will not be passed onto the purchaser until the purchase price plus any costs or additional amounts are paid in full. Terms payments associated with the sale of major reserves or other significant land parcels will be considered on a case by case basis determined by accepted commercial practices.

8.1.3 Sale of Land – Public Open Space In addition to the requirements under the LG Act, Council is required to comply with section 20 of the Subdivision Act 1988 when selling public open space. The Subdivisions Act requires Council to apply the proceeds from the sale of any public open space to: a. buy land for use for public recreation or public resort, as parklands or for similar purposes; or b. improve land already set aside, zoned or reserved (by the council, the Crown, a planning scheme or otherwise) for use for public recreation or public resort, as parklands or for similar purposes; or c. with the approval of the Minister administering the LG Act, improve land (whether set aside on a plan or not) used for public recreation or public resort, as parklands or for similar purposes.

Policy Disposal or Sale of Council Assets and Land Page 9 of 11 Policy Name: Disposal or Sale of Council Assets and Land Policy Number: XX.YY 9. Council Policy – Plant and Equipment

The objective for Council is to obtain the best value for money outcome within a transparent and accountable process. The sale or disposal of major plant and equipment is subject to the following guidelines:  trading in the equipment to suppliers; or  obtaining expressions of interest from interested buyers (excluding Council employees); or  public tender – openly seeking buyers using the tender process; or  public auction -advertisement for auction through the local paper and, where appropriate, a paper circulating in the State, or procuring the services of an auctioneer. The selection process is to give consideration to:  the method likely to return the higher value net of disposal costs; and  the current written down value (book value) of the asset; and  compliance with relevant statutory obligations. The sale of each item of Plant and Equipment is to be subject to a minimum reserve price to be approved by the General Manager Infrastructure Services and Manager Finance.

10. Proceeds of any Sale

The proceeds from any sale of surplus Council assets or land shall be allocated on the following basis:  Sale of Council owned Plant and Equipment All sale proceeds are to be applied to the purchase of new plant and equipment.  Sale of Council Owned Land The purpose of all sale proceeds will be determined by Council through a formal Council Resolution. The proceeds allocated will be net of all expenditure including advertising, agent’s fees, legal costs and other sale costs  Public Open Space All proceeds from open space reserve sales are required to be used in accordance with the Subdivision and Planning Environment Act and must be allocated to the Council’s Open Space Reserve.

11. Related Documents

This Policy will be implemented in conjunction with the following legislation:

 Under clause 3 of schedule 10 of the Local Government Act 1989, Council has the authority to discontinue a road or ROW, or part thereof, and sell it to a third party or retain it for municipal purposes.  Under section 24A of the Subdivision Act 1988, Council has the authority to initiate procedures to remove and vest in itself all, or part, of a drainage reserve or sell it to a third party.

Policy Disposal or Sale of Council Assets and Land Page 10 of 11 Policy Name: Disposal or Sale of Council Assets and Land Policy Number: XX.YY

 Under section 189 of the Local Government Act 1989, Council has the authority to sell land to a third party. This may include discontinued roads and/or reserves and other Council properties.  Under section 20 of the Subdivision Act 1988, Council may sell land set aside as public open space but must abide by the legislation in relation to the use of funds derived from the sale.

Policy Disposal or Sale of Council Assets and Land Page 11 of 11 Ordinary Council Meeting – 30 January 2018 Page 20

8.5 CORPORATE PURCHASE CARD POLICY

Author: Director Business Transformation

Responsible Director Business Transformation General Manager:

SUMMARY/PURPOSE:

This report presents the draft Policy – Corporate Purchase Card Policy for consideration by Council.

POLICY CONTEXT:

The relevant Council Plan references are:

4.1 Ensure the Financial Sustainability of Council 4.2 Deliver the ‘core business’ of Council in an efficient and effective way 4.3 Ensure Council’s regulatory environment operates efficiently and effectively 4.5 Pursue a best practice approach to leadership and governance

BACKGROUND INFORMATION:

In August 2017, the Local Government Inspectorate delivered its report “Protecting integrity: Central Goldfields Shire Council investigation”. Due to the comprehensive nature of this investigation and the large number of issues identified, for the purpose of this report, the findings generally related to the following areas:

 Asset mismanagement  Financial mismanagement  Human resources mismanagement  Governance failures.

Among other things, Section 3 of this report identified various shortcomings in relation to Financial Mismanagement, specifically Section 3.2 relating to Corporate Credit Card use. The report identified that “Councils are responsible for the management of public funds, which includes federal and state government grants and ratepayer contributions. The importance of responsible administration by local government of public finances cannot be overstated”.

REPORT:

Central Goldfields Shire has developed a comprehensive action plan to respond to the shortcomings identified in the Local Government Investigations and Compliance Inspectorate Report, and the Municipal Monitor’s Report. This Action Plan seeks to address all of these issues and ensure a sustainable organisation with strong governance. Item 6 specifically seek to address the shortcomings in relation to Financial Management and specifically Corporate Credit Card use. This report seeks Council endorsement of a newly developed Ordinary Council Meeting – 30 January 2018 Page 21

Policy which provides clear direction for the use of Corporate Credit Card use. This Policy will ensure that all Officers and Councillors are aware of the requirements in relation to this important process. A Council Policy already exists relating to this issue, and this revised and updated Policy will provide greater rigour authorisations.

The main objectives of the Corporate Purchase Card program are:  To streamline Council’s purchasing and payments processes for low value and high volume transactions  To reduce Council’s internal costs by streamlining the organisations purchasing, receipting and payment systems  To record and report on transactions with Fringe Benefits Tax implications  To record and report on purchases of low value assets  To assist Procurement on reporting on low dollar value and high volume transactions

CONSULTATION/COMMUNICATION:

The draft Policy has been discussed with relevant Officers internally for contribution and comment.

RESOURCE IMPLICATIONS:

There are no direct Resource Implications resulting from this Policy.

CONCLUSION:

This draft Policy demonstrates a strategy to respond to the shortcomings which have been identified through the Local Government Investigations and Compliance Inspectorate, and the Municipal Monitor, and represents a more robust approach to the use of Corporate Credit Cards.

ATTACHMENTS: 1 Draft Policy – Corporate Purchase Card Policy December 2017.

OFFICER’S RECOMMENDATION:

That Council:

1. adopts the attached Corporate Purchase Card Policy 2017 2. that this Policy supersedes the previous council Policy titled Corporate Credit Card Policy Version 4 November 2015. DRAFT

POLICY

POLICY TITLE CORPORATE PURCHASE CARD POLICY

POLICY NUMBER XX.YY ☒ COUNCIL DELEGATION ☐ ORGANISATIONAL

22 NOLAN STREET MARYBOROUGH VIC 3465 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY

DOCUMENT CONTROL Policy Name Corporate Purchase Card Policy Policy Number XX.YY Responsible Business Unit Finance File Location Document Status Version Version Date December 2017 Next Review Date December 2019

DOCUMENT HISTORY Version Date Author Initial Draft 1.01 15 November 2017 Travis Heeney Final Draft 1.02 31 December 2017 Travis Heeney Approved Review Draft Review Final Approved

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 2 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY Contents

1. Policy Statement...... 5 2. Owner ...... 5 3. Applicability ...... 5 4. Definitions ...... 5 5. Protocols ...... 6 Central Goldfields Shire Council Policy on use of cards 6 5.1 Usage 6 5.2 Card eligibility 6 5.3 Limits 6 5.4 Card security 7 5.5 Appropriate purchases 7 5.6 Excluded uses 7 5.7 Return of goods purchased on a Purchase Card 8 5.8 Disputed transactions 8 5.9 Phone and internet use 8 5.10 Documentation 8 5.11 Coding of transactions 8 5.12 Completion of FBT Modules 8 5.13 Review and authorisation 8 5.14 Statements 9 5.15 Auditing of transactions 9 5.16 Periods of Leave 9 5.17 Misuse of Corporate Purchase Cards 9 5.18 Personal transactions 9 5.19 Cash advances 9 5.20 Termination of use 9 5.21 Cardholder acknowledgement and acceptance of this Policy 10 6. Cardholders Compliance Responsibilities...... 10 6.1 Conditions of use 10 6.2 Coding, reconciliation and disputes 10 6.3 Managing transactions 10 6.4 Periods of Leave 11 6.5 Administrator support 11 7. Business Unit Managers Compliance Responsibilities...... 11 7.1 Approvals 11 7.2 Guidelines 11 8. General Manager Compliance Responsibilities...... 11 8.1 Approvals 11 9. Card Administrators Compliance Responsibilities...... 12 10. Remuneration and Benefits Manager Compliance ResponsibilitiesError! Bookmark not defined. 11. Consequences of Failure to Comply with Purchase Card Policy...... 13 11.1 Failure to maintain administrative compliance 13 11.2 Failure to comply with security requirements 13

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 3 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY

11.3 Unauthorised usage of a Purchase Card 13 11.4 Failure to meet Cardholder obligations upon review / audit 14 11.5 Council actions following security breaches or unauthorised use 14 12. Charter of Human Rights Compliance...... 14 13. References and Related Policies...... 14 Appendix One Corporate Purchase Card Application Acknowledgment...... 16 Appendix Two Corporate Purchase Card Renewal Acknowledgment...... 17

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 4 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY 1. Policy Statement

Corporate Purchasing cards are utilised by Central Goldfields Shire (Council), to contribute to the efficiency of the purchasing and payment processes within Council in terms of cost, control, proficiency and effectiveness. . Council uses the system provided by the Corporate Purchase Card Provider to review, manage and report all purchase card transactions. The main objectives of the Corporate Purchase Card program are:  To streamline Council’s purchasing and payments processes for low value and high volume transactions  To reduce Council’s internal costs by streamlining the organisations purchasing, receipting and payment systems  To record and report on transactions with Fringe Benefits Tax implications  To record and report on purchases of low value assets  To assist Finance on reporting on low dollar value and high volume transactions 2. Owner The owner of this Policy is Council. All enquiries regarding this Policy should be directed to the Manager Finance. 3. Applicability This Policy applies to all full-time and part-time employees, contractors, temporary and casual employees who use or maintain Councils’ financial systems, Corporate Purchase Cards and procurement facilities. 4. Definitions Corporate Purchase Card (Card) – A corporate credit card (Mastercard) issued by Central Goldfields Shire for use by employees to acquire goods and services on behalf of Council. Cardholder – An eligible Council employee issued with a Corporate Purchase Card. Refer section 5.2 for eligibility. Transaction Limit – Is the maximum value of any individual transaction that a Cardholder is authorised to execute as dictated by the Instrument of Financial Delegation. Credit Limit – The Monthly Limit that applies to an individual card. Once reached, or potentially exceeded, the card will cease to work until the following statement period. Transaction Coding – The process of entering account string/s, transaction description, tax status and additional information. Transaction Approval – Authorisation of a Cardholders transactions by their Manager against the obligations of this Policy FBT Modules – Data capturing questionnaires that are required to be completed when the nature of the purchase/s made match one of the categories in the list. Many of the categories relate to Councils Fringe Benefit Tax (FBT) obligations, but they also cover asset recognition and management.

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 5 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY Tax Invoice – A source document that itemises the goods or services acquired and substantiates a purchase. A Tax Invoice is also an Australian Taxation Office (ATO) requirement for an entity to be eligible to claim any Goods and Services Tax (GST) credits included in a purchase from any other entity registered for GST. To meet ATO requirements, a Tax Invoice must include the following information:  The document must include the words “Tax Invoice”  Identify the Supplier  Identify the Suppliers’ Australian Business Number (ABN)  Record the date of issue  Describe the goods or services supplied, including the quantity (if applicable) and price  The GST amount (if applicable) payable, either as a separately identified amount, or, where the total GST is exactly 1/11th of the total price, as an express statement such as “Total payable including GST”  The extent to which individual sale items are taxable (in the event of purchases with a mixture of taxable and GST free supplies)  The Purchasers identity or ABN (where the invoice is greater than $1,000) 5. Protocols

Central Goldfields Shire Council Policy on use of cards This document must be read in conjunction with all other Policy guides available within Central Goldfields Shire Council.

5.1 Usage The Corporate Purchasing Card is only to be used for purchasing goods and/or services for genuine business purposes and as required within the Cardholder’s position and authority. Use of a card is not permissible when such a use would circumvent the requirements of the procurement policy.

5.2 Card eligibility A Corporate Purchasing card can be issued to selected Council employees that: a.) are employed in a full time, part time or fixed term position b.) are reasonably expected to purchase goods in line with their position; and, c.) have a Financial Delegation. Corporate Purchasing cards are not issued to temporary, casual or agency staff.

5.3 Limits Card limits are prescribed in the Central Goldfields Shire Instrument of Financial Delegations as deemed appropriate by the Manager Finance and approved by the Chief Executive Officer. A Transaction Limit and Monthly Limit will be applied to the card in line with the Cardholders authorised Financial Delegation.

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 6 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY The Card Administrator will advise the Cardholder of the limits applied to their Corporate Purchase Card upon issuing to the employee. The Transaction Limit represents the value that Cardholders are authorised to spend up to in a single transaction. In the event that a transaction exceeds this limit, formal approval by the Cardholder’s Manager is required and signed off on the monthly Statement. The Monthly Credit Limit is dictated by the Financial Delegation listing in line with expected monthly spend requirements. Once this limit is reached or potentially exceeded, the Card will cease to work until the following calendar month. For extraordinary periods where Cardholders may require higher limits, a request for a Temporary increase may be offered following a request from:  the Cardholder’s Manager to the Finance Manager for an increase in the Credit Limit.

5.4 Card security The Cardholder is the only person authorised to use the Card and/or Card number allocated to them as an employee of Council. The security of the Card is the sole responsibility of the Cardholder and must be retained in a safe place. Under no circumstances are the Personal Identification Number (PIN) or the Card Verification Value (CVV) to be disclosed to any other individual. If the Card is lost, stolen or compromised in any way, the Cardholder must notify the Finance Department immediately for cancellation of the card. If outside business hours, the Bank that issued the card must be notified on the lost card. Currently, Commonwealth Bank of Australia must be notified by calling 132 221.

5.5 Appropriate purchases Where possible purchases should be charged/purchased using a Corporate Purchase Card. Cardholders should ensure that the purchase does not require processing through other formal channels. Typical acceptable uses for a Purchase Card include:  Low value / high volume items  Stationery and office supplies  Computer and trade consumables  Small tools, equipment and furniture purchases  Subscriptions & memberships  Training courses, seminars and workshops  Business related travel expenses, including airfares, taxis, accommodation, car parking and meals in accordance with Council’s Travel Policy.  Business related catering

5.6 Excluded uses include;  The withdrawal of cash, whether it be a via a Bank, ATM or EFTPOS facility is strictly prohibited  The purchases of fuel for vehicles or other plant items where an appropriate fuel card has been issued.

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 7 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY

 Charging personal transactions to Corporate Purchase Cards. Any accidental expenditure is to be reimbursed within the same statement period and the Manager Finance advised as appropriate.

5.7 Return of goods purchased on a Purchase Card All refunds for goods and services originally purchased on the Corporate Purchase Card are to be credited back to the Card account. A cash refund is not to be accepted.

5.8 Disputed transactions Disputed transactions must first be referred back to the supplier where possible. Escalation to the Card Administrator is to occur where direct resolution is not possible. The issuing Bank must be notified in writing of any disputed transactions immediately. This process will be facilitated by the Finance department.

5.9 Phone and internet use Purchases can be made across the counter, where the Tax Invoice serves as a requisition, purchase order and receipt, or via the telephone or internet where the vendors are well known and reputable organisations and their payment systems are secure. The Cardholder must obtain and retain all Tax Invoices and maintain all other records of their transactions to facilitate coding transactions and authorisation of their monthly Purchase Card Statements by their Manager.

5.10 Documentation Adequate documentation, expressly a Tax Invoice (and any additional documentation) is required to support every transaction to demonstrate the nature of the goods/services purchased and the relevance to the business. (Note that an EFT transaction approval docket is insufficient evidence of a transaction) It is also a legislative requirement of the Australian Taxation Office that a Tax Invoice is possessed by the purchaser in order to claim any GST credits on a purchase. Tax Invoices and other relevant documentation are to be retained and attached to the monthly transaction statement. It is the obligation of the Cardholder to ensure that ALL documentation is obtained, retained and submitted to their Manager each month for review and authorisation.

5.11 Coding of transactions All transactions are to be coded with appropriate ledger numbers and be coded with respect to the nature and purpose of the individual transaction made. All transactions are to be coded prior to the Cardholder taking any planned periods of leave or voluntarily exiting the organisation.

5.12 Completion of FBT Modules Cardholders are required to complete the relevant FBT Information,.

5.13 Review and authorisation All Cardholders shall apply ledger numbers to the printed copy of their monthly Purchase Card Statement.

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 8 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY This is to be signed by the Cardholder and authorised by their direct Manager as shown below:  Staff statements signed by direct Manager.  Manager’s statements signed by General Manager.  General Manager’s statements signed by CEO.  CEO statements signed by both the General Manager Corporate and Community Services and Mayor. It is the obligation of the Cardholder to ensure that their Purchase Card Statement along with all appropriate documentation is submitted to their Manager each month for review and authorisation within 1 week of receiving the statement.

5.14 Statements All monthly Purchase Card Statements and Tax Invoices are to be forwarded to the Finance Department as soon as practicable.

5.15 Auditing of transactions The Cardholder’s Manager is to ensure ongoing compliance with this Policy and Cardholder obligations through review and authorisation of monthly Purchase Card Statements. Audits of Corporate Purchase Card usage will be conducted regularly at random by Finance Department staff, as well as upon expiration of a Card and cessation of a Cardholder’s employment with Council. Council’s Internal and external Auditors will also audit credit card usage.

5.16 Periods of Leave To mitigate against the risk of unintentional private use of a Corporate Purchase Card during periods of leave, Cardholders are required to surrender their Card to:  Their Manager before taking planned leave in excess of 10 business days.  The Finance Department before taking planned leave in excess of 20 business days.

5.17 Misuse of Corporate Purchase Cards Misuse of a Corporate Purchase Card by a Cardholder may lead to withdrawal of the Card, internal disciplinary action, criminal charges, or any other actions deemed appropriate by the Manager Finance Services or required by law. In any instance of misuse, Central Goldfields Shire reserves the right to recover any losses from the Cardholder by any legal means available.

5.18 Personal transactions Charging personal transactions to a Corporate Purchasing Card is strictly prohibited

5.19 Cash advances Cardholders are strictly prohibited from using their Card to obtain cash advances.

5.20 Termination of use If a Cardholder no longer requires, or is no longer entitled to a Corporate Purchase Card due to:  Retirement, Resignation or Termination of employment

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 9 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY

 Re-assignment to another position that does not require use of a Purchase Card  Disciplinary action due to failure to comply with Cardholder obligations  Cancellation of Financial Delegation  Any other reason as determined by the Responsible Manager, General Manager and/or the Manager Finance Services the Card, together with all supporting documentation and other relevant documentation, must be forwarded to the Card Administrator immediately, who will note the return date in the Register of Cardholders and review all Purchase Card transactions and compliance to this policy.

5.21 Cardholder acknowledgement and acceptance of this Policy The Corporate Purchase Card Application Acknowledgement form (Appendix One) is to be completed by the Cardholder before their Purchase Card is issued. The Corporate Purchase Card Renewal Acknowledgement form (Appendix Two) is to be completed by the Cardholder before their Purchase Card is reissued upon expiration of their current Card or upon replacement of a lost, stolen, compromised or damaged card. 6. Cardholders Compliance Responsibilities 6.1 Conditions of use  Adherence to the Central Goldfields Shire Council Corporate Purchase Card Policy.  Before being issued with a card, a Cardholder must:  Complete the relevant Bank (currently Commonwealth Bank of Australia) Card application form,  Complete the “Corporate Purchase Card Application Acknowledgement” form (Appendix One),  Complete 100 Point Cardholder Identity check,  Have received, read and understood the Corporate Purchase Card Policy and accompanying Procedures; and,  Completed Cardholder training, to be conducted by the Financial Services Staff. All required documentation will be provided by the Card Administrator. 6.2 Coding, reconciliation and disputes  The Cardholder must verify, code, and authorise transactions within required timeframe of the transactions having been made.  The Cardholder must maintain adequate documentation (i.e. tax invoice) to support each transaction and demonstrate the nature of the goods/services purchased.  The Cardholder must immediately contact the supplier when transaction data is incorrect and resolve it satisfactorily.  If the transaction cannot be resolved with the supplier, the Cardholder must contact the Card Administrator to lodge a “Letter of Dispute” to the issuing Bank, or take other actions as deemed appropriate in respect to the individual circumstances.

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 10 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY 6.3 Managing transactions  The Cardholder must provide all required documentation and ledger numbers for all transactions each month.  All Statements and documentation must be returned to the Card Administrator in the Finance Department each month. 6.4 Periods of Leave Cardholders are required to surrender their Corporate Purchase Card during periods of planned annual, long service, personal or other types of leave is in accordance with section 5.16 of this Policy. 6.5 Administrator support If you experience any difficulties with a Corporate Purchase Card, contact the Card Administrator who will assist or refer the problem to the relevant area for resolution. If you have questions regarding this Policy or procedures, contact your Business Unit Manager or the Card Administrator. 7. Business Unit Managers’ Compliance Responsibilities A Cardholder’s Business Unit Manager shall: 7.1 Approvals  Ensure that the Cardholder has correctly coded all their transactions in the required timeframe.  Ensure that the Cardholder adheres to the Central Goldfields Shire Council Policy for the use of Corporate Purchase Cards  Ensure the Cardholder supplies all supporting documentation for all expenses that appear on the card statement.  Monitor and approve all Cardholder transactions.  Review and sign all Cardholder statements each month within required timeframe of the end of the Statement Period. 7.2 Guidelines  Advise the Card Administrator of any employee changes within their department  Pursue any irregular or unusual transactions with the respective Cardholder  Follow up Cardholders delaying the coding/approval of their transactions  Follow up Cardholders delaying the review and signoff of their transactions  Business Unit Managers are to conduct spot checks on their Cardholders purchases to ensure validity and compliance to policies  Responsible for the safe custody of cards surrendered by employees during planned periods of leave  Ensure Corporate Purchase Cards and all supporting documentation is returned to the Card Administrator upon cessation of the Cardholder’s employment, or upon request by the Card Administrator or Manager Finance. 8. General Managers’ Compliance Responsibilities A Cardholder’s General Manager shall:

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 11 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY 8.1 Approvals  Authorise the Bank Application form for issue of a Corporate Purchase Card to an employee in accordance with the employee’s position and delegated responsibility.  Authorise individual Transaction and Monthly Card Limits for each new Cardholder in respect to existing and/or approved Financial Delegation limits.  Authorise temporary/permanent increases/decreases in transaction limits for each Cardholder.  Be accountable for maintaining the expected level of compliance with this Policy by all Cardholders in their portfolio.  Uphold the responsibilities of the ‘Business Unit Managers Compliance Responsibilities’ for the Cardholders that are directly reportable to them. 9. Finance Manager’s Compliance Responsibilities

 Enforce all elements of this Policy with all Cardholders at all times  Ensure a “Cardholder Request Form” has been completed correctly with all signatures and details  Before issuing a Corporate Purchase Card to an employee  Ensure employee completes and provides all required documentation;  Provide full Cardholder training in respect to the Corporate Purchase Card Policy;  Ensure employee receives a copy of this Policy manual; and,  Completes 100 Point Cardholder Identity check.  Conduct spot audits on Cardholder transactions and compliance with the Purchase Card Policy.  Complete full audits on Cardholder transactions and compliance with the Purchase Card Policy at expiration of the purchase card  Complete full audits on Cardholders transactions and compliance with the Purchase Card Policy at other times as required  Make recommendations to the Manager Finance in respect to the replacement or cancellation of cards based on findings from audit of Cardholder transactions and compliance to Policy requirements  Ensure that all transactions have been coded with appropriate General Ledger codes  Ensure effective operation and functionality of the Purchase Card facility  Provide ongoing training and support to Cardholders and Managers  Provide regular and timely extraction of transactions from the purchase cards system (currently CommBiz system) to Central Goldfield Shire Council’s General Ledger  Regular verification that Cardholder transactions are within approved delegations.  Maintain Corporate Purchase Card Policy and Procedures guide and training material  Assist Delegates in managing administration tasks for the Cardholders they maintain  Maintain the register of Corporate Purchase Cards  Liaise with the issuing Bank to resolve any disputed transactions

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 12 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY

 Regularly prepare exception reports as required to review and analyse Card usage  Notify issuing Bank of damaged cards and request replacement  Notify issuing Bank immediately of lost cards and request the Bank immediately place a stop on the Card  Notify issuing Bank of Cards requiring cancelation 10. Consequences of Failure to Comply with Purchase Card Policy 11.1 Failure to maintain administrative compliance Cardholders are expected to maintain the administrative compliance obligations in accordance with Council’s Corporate Purchase Card Policy. Administrative compliance includes, but is not limited to, the protocols under Section 5 of this Policy and the Cardholder responsibilities under Section 6.1 of this Policy. Cardholders that fail to respond to a direct request by the finance department to return their Purchase Card account to a compliant state in line with the Corporate Purchase Card Policy may have their account suspended. The suspension will remain until outstanding transactions have been correctly coded and any outstanding monthly Purchase Card Statements reviewed and authorised by their Manager. Repeat and regular non-compliance by a Cardholder may result in the suspension of their Corporate Purchase Card AND Financial Delegation. Reinstatement of Financial Delegation will need to be authorised by the CEO. A Business Unit Manager is also responsible for ensuring their employees with Corporate Purchase Cards submit their monthly statements and all appropriate documentation for review and authorisation in accordance with the Corporate Purchase Card Policy. A Business Unit Manager that fails to follow up on their employees with outstanding authorisations or inform the Card Administrator of any non-compliance by their employees may also have their Financial Delegation suspended under this Policy. 11.2 Failure to comply with security requirements Cardholders are expected to maintain adequate levels of security over all elements of their Corporate Purchase Card at all times. Security Compliance includes but is not limited to:  Maintaining secure possession and control of a Corporate Purchase Card  Relinquishing possession of a Corporate Purchase Card to the Cardholder’s Manager or the Card Administrator during periods of Leave  Not disclosing the PIN to any other person or employee of Council  Not allowing any other person or employee to utilise an individual’s Corporate Purchase Card by any means (online, payWave, etc)  Not disclosing Corporate Purchase Card details to any unknown or untrusted vendor.  Not recording or communicating Corporate Purchase Card details outside of any secure Merchant Gateway (PayPal, SecurePay, etc) or Application/Payment form with a trusted vendor Cardholders that are found to be non-compliant with the security requirements of the Corporate Purchase Card Policy will have their Purchase Card AND Financial Delegation cancelled immediately. An investigation will follow as required under Section 11.5.

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 13 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY 11.3 Unauthorised usage of a Purchase Card Cardholders are only authorised to use their Corporate Purchase Card for accepted business related expenditure. Expenditure must be directly connected to the Cardholders’ Business Unit and the expected activities of their position. Purchase Card transactions deemed to be unauthorised under this Policy include but are not limited to:  Personal transactions  Cash advances  Transactions outside the scope of the Cardholders’ position  Transactions in excess of a Cardholders’ Transaction Limit  Invoices split to reduce payment amounts under a Cardholders’ Transaction Limit  Transactions that contradict other Council policies and guidelines. Cardholders that are found to have used their Corporate Purchase Card for any purpose outside of this Policy may have their Purchase Card AND Financial Delegation cancelled immediately. An investigation will follow as required under Section 11.5. 11.4 Failure to meet Cardholder obligations upon review / audit The Card Administrator is required to review and audit a Cardholder’s compliance to this Policy upon expiration of the card and at any other time deemed necessary. Failure to meet Cardholder obligations under this Policy will result in the immediate suspension of their Corporate Purchase Card AND Financial Delegation for a minimum of 3 months. Reinstatement of Financial Delegation will need to be authorised by the CEO. An investigation will follow as required under Section 11.5. 11.5 Council actions following security breaches or unauthorised use Upon becoming aware of any breach of Policy, actual loss to Council, or potential loss to Council, an investigation will commence into the Cardholder’s:  Transactions history;  Actual usage;  Administrative compliance; and,  Security maintenance. The investigation is to determine the extent to which Council may be exposed to any fraud, theft or breaches of internal controls. The outcome of the investigation will determine the follow up actions required by Council. This may include reinstatement of the Corporate Purchase Card, disciplinary and/or recovery actions against the Cardholder and/or Manager, or reporting to relevant authorities as may be required by law. Due to the possible impact on Council it is necessary for the Card Administrator to immediately cancel any Corporate Purchase Card identified as being at risk of causing loss to Council. This is not an immediate indictment of the Cardholder, but a protective action to mitigate any potential loss to Council. 11. Charter of Human Rights Compliance It is considered that this Policy does not impact on any human rights identified in the Charter of Human Rights Act 2007.

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 14 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY 12. References and Related Policies

 Purchasing Card Training Guide  Purchasing Card Administration Guide  Central Goldfields Shire Council Instrument of Financial Delegation  Central Goldfields Shire Council Procurement Policy  Central Goldfields Shire Council Fraud Policy

Acts Regulations Codes of Practice Guidance notes - Purchasing Card Training Guide - Purchasing Card Administration Guide Australian Standards Related Policies

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 15 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY Appendix One Corporate Purchase Card Application Acknowledgment.

To the Manager Finance of the Central Goldfields Shire and the Issuing Bank,

I, ______(Please Print Name) acknowledge that I am to be issued with a Purchase Card for the Central Goldfields Shire account, and I have read the Central Goldfields Shire Corporate Purchase Card Policy (FP-21) and agree that:-

_____ 1 I will not use the Corporate Purchase Card, nor permit it to be used, for other than authorised purposes; _____ 2. I will not use the Corporate Purchase Card unless authorised in writing to do so by the person authorised to issue cards under this facility; _____ 3. Misuse of the Corporate Purchase Card will result in card suspension and further disciplinary or police action may be taken if deemed appropriate; _____ 4. If I misuse the Corporate Purchase Card (use it otherwise than in accordance with the instructions given to me) I understand that proceedings may be instituted against me; _____ 5. If due to misuse of the Corporate Purchase Card I am found guilty of an offence, I authorise Council to recoup any loss to the Council from my employee entitlements; _____ 6. I may only use the Corporate Purchase Card to my delegated monthly limit; or other limits as set by the Manager Finance; _____ 7. I will code all transactions accurately and promptly as required by the Corporate Purchase Card Policy; _____ 8. I will sign each statement and maintain adequate documentation to support each transaction to demonstrate the nature of the goods/services purchased; _____ 9. I will submit each complete and coded statement to my business unit manager for review and authorisation promptly at the end of each month as required by the Corporate Purchase Card Policy. _____ 10 I may only use the Corporate Purchase Card for purchasing or to pay for authorised items; _____ 11. I will not authorise any other person to use a Corporate Purchase Card that has been issued to me; _____ 12. I will not disclose my Corporate Purchase Card Personal Identification Number (PIN) or Card Verification Value (CVV) to any other person; _____ 13. If the Corporate Purchase Card is lost or stolen I am to report it immediately to the Commonwealth Bank of Australia Lost/Stolen Cards Unit (132 221), my Manager and the Central Goldfields Shire Purchase Card Administrator (Finance Department). _____ 14. I will forfeit the Corporate Purchase Card to my Manager in the event of my retirement or resignation from Central Goldfields Shire, or prior to me assuming duties in another position that does not have Delegation for a Corporate Purchase Card; _____ 15. I will surrender the Corporate Purchase Card to my Manager or the Card Administrator during planned periods of leave, as per the Corporate Purchase Card Policy. _____ 16. I will maintain the expected level of compliance required for the Corporate Purchase Card and will comply with all ongoing instruction as disseminated from time to time by the Purchase Card Administrator. and that I understand the conditions set out above and within the Corporate Purchase Card Policy which govern the issue of a Corporate Purchase Card in my name...... ………………… Signature of Cardholder Signature of General Manager Print Name: Print Name: Date: Date:

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 16 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY

...... ………………… Signature of Manager Finance Print Name: Date: Appendix Two Corporate Purchase Card Renewal Acknowledgment

To the Manager Finance of the Central Goldfields Shire and the Issuing Bank, I, ______(Please Print Name) acknowledge that I am to be reissued with a Purchase Card for the Central Goldfields Shire account, and I have read the current Central Goldfields Shire Corporate Purchase Card Policy (FP-21) and agree that:-

_____ 1. I will not use the Corporate Purchase Card, nor permit it to be used, for other than authorised purposes; _____ 2. I will not use the Corporate Purchase Card unless authorised in writing to do so by the person authorised to issue cards under this facility; _____ 3. Misuse of the Corporate Purchase Card will result in card suspension and further disciplinary or police action may be taken if deemed appropriate; _____ 4. If I misuse the Corporate Purchase Card (use it otherwise than in accordance with the instructions given to me) I understand that proceedings may be instituted against me; _____ 5. If due to misuse of the Corporate Purchase Card I am found guilty of an offence, I authorise Council to recoup any loss to the Council from my employee entitlements; _____ 6. I may only use the Corporate Purchase Card to my delegated monthly limit; or other limits as set by the Manager Finance Services; _____ 7 I will code all transactions accurately and promptly as required by the Corporate Purchase Card Policy; _____ 8. I will sign each statement and maintain adequate documentation to support each transaction to demonstrate the nature of the goods/services purchased; _____ 9. I will submit each complete and coded statement to my Business Unit Manager for review and authorisation promptly at the end of each month as required by the Corporate Purchase Card Policy. _____ 10 I may only use the Corporate Purchase Card for purchasing or to pay for authorised items; _____ 11 I will not authorise any other person to use the Corporate Purchase Card that has been issued to me; _____ 12. I will not disclose my Corporate Purchase Card Personal Identification Number (PIN) or Card Verification Value (CVV) to any other person; _____ 13. If the Corporate Purchase Card is lost or stolen I am to report it immediately to the Commonwealth Bank of Australia Lost/Stolen Cards Unit (132 221), my Manager and the Central Goldfields Shire Purchase Card Administrator (Finance Department). _____ 14 I will forfeit the Corporate Purchase Card to my Manager in the event of my retirement or resignation from Central Goldfields Shire, or prior to me assuming duties in another position that does not have Delegation for a Corporate Purchase Card; _____ 15. I will surrender the Corporate Purchase Card to my Manager or the Purchase Card Administrator during planned periods of leave, as per the Corporate Purchase Card Policy. _____ 16 I will maintain the expected level of compliance required for the Corporate Purchase Card and will comply with all ongoing instruction as disseminated from time to time by the Card Administrator. _____ 17 I will comply with all instruction and corrective actions as given by the Card Administrator pertaining to the audit of my Corporate Purchase Card.

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 17 of 18 Policy Name: Corporate Purchase Card Policy Policy Number: XX.YY

_____ 18. Failure to comply with Council’s Corporate Purchase Card Policy will result in the enactment of administrative consequences as detailed in the Policy, or any other actions deemed necessary by the Manager Finance or by law. and that I understand the conditions set out above and within the Corporate Purchase Card Policy which govern the issue of a Corporate Purchase Card in my name.

...... ………………… Signature of Cardholder Signature of Card Administrator Print Name: Print Name: Date: Date:

Policy 20180116 Corporate Purchase Card Policy (Amended) Page 18 of 18 Ordinary Council Meeting – 30 January 2018 Page 22

8.6 APPOINTMENT OF AUTHORISED OFFICERS

Author: Governance Support Officer

Responsible CEO General Manager:

SUMMARY/PURPOSE:

The purpose of this report is to enable the appointment of four planning staff as authorised officers pursuant to the Local Government Act 1989 and the Planning and Environment Act 1987.

POLICY CONTEXT:

While there is no requirement for a Council policy in relation to the subject of this report, various Acts and Regulations enable the Council and the Chief Executive Officer to appoint authorised officers. Such appointments are essential to enable staff to:

a. have “powers of entry” to relevant premises; b. issue infringements; and c. Institute proceedings where required.

BACKGROUND INFORMATION:

Arising from the report of the Local Government Investigations and Compliance Inspectorate and in accordance with Council’s Organisation and Governance Reform Programme, a comprehensive review of the organisation’s appointment of authorised officers has been conducted.

REPORT:

The subject of this report, a proposed Instrument of Appointment and Authorisation pursuant to the Planning and Environment Act 1987 (the P&E Act) has been prepared following advice received from Council’s solicitors (Maddocks) and is similar to that used by many Victorian municipalities.

The proposed Instrument of Appointment and Authorisation will allow Council officers to conduct their normal business in relation to enforcement of the P&E Act and to act and commence proceedings in Council’s name.

These appointments must be made by resolution of the Council. Although section 3(6) of the Local Government Act 1989 defines “resolution of the council” as including a power exercised under delegation (ie: by the Chief Executive Officer), section 188 (2) (c) of the P&E 1987 prohibits authorisations being made under delegation. Ordinary Council Meeting – 30 January 2018 Page 23

The Instrument of Appointment and Authorisation would come into force once the common seal is affixed.

CONSULTATION/COMMUNICATION:

Relevant staff have been consulted.

FINANCIAL & RESOURCE IMPLICATIONS:

There are no financial or resource implications.

CONCLUSION:

The proposed appointments are in accordance with legislative obligations and are similar to those used by the vast majority of Victorian municipalities. The Register of Authorisations is also a public document.

ATTACHMENTS: 1. Instrument of Appointment of Authorised Officers.

Recommendation

1. That the attached Instrument of Authorisation be adopted and sealed.

Maddocks Delegations and Authorisations

S11A. Instrument of Appointment and Authorisation (Planning and Environment Act 1987)

Surname Given name SMITH Miriam EDWARDS John CRON Mathieu PAEZ Lori

Central Goldfields Shire Council

Instrument of Appointment and Authorisation

(Planning and Environment Act 1987 only)

S11A. Instrument of Appointment and Authorisation (Planning and Environment Act 1987) Template I June 2016 Update [628721: 17105516_1]

Instrument of Appointment and Authorisation (Planning and Environment Act 1987)

In this instrument "officer" means:

a) Miriam Smith; b) John Edwards; c) Mathieu Cron; d) Lori Paez.

By this instrument of appointment and authorisation Central Goldfields Shire Council:

a) under section 147(4) of the Planning and Environment Act 1987 - appoints the officers to be an authorised officers for the purposes of the Planning and Environment Act 1987 and the regulations made under that Act; and

b) under section 232 of the Local Government Act 1989 authorises the officers generally to institute proceedings for offences against the Acts and regulations described in this instrument.

It is declared that this instrument -

a) comes into force immediately upon its execution; and

b) remains in force until varied or revoked.

This instrument is authorised by a resolution of the Central Goldfields Shire Council on INSERT DATE 2018.

THE COMMON SEAL OF THE CENTRAL ) GOLDFIELDS SHIRE COUNCIL was hereunto ) affixed the insert date of insert month 2018 in ) the presence of: ) ) ______) Noel Harvey ) Administrator ) ) ) ) ______Vince Haining Interim Chief Executive Officer

S11A. Instrument of Appointment and Authorisation (Planning and Environment Act 1987) Template I June 2016 Update

[628721: 17105516_1] page 1 Ordinary Council Meeting – 30 January 2018 Page 24

8.7 SUBMISSION TO PARLIAMENTARY ENQUIRY ON THE EFFECTIVENESS OF VICROADS IN MANAGING COUNTRY ROADS BY CENTRAL GOLDFIELDS SHIRE

Author: General Manager Technical Services

Responsible General manager Technical Services General Manager:

PURPOSE:

The purpose of this Report is to seek formal endorsement of the submission to the Victorian Parliament enquiry into Country Roads funding.

BACKGROUND INFORMATION:

The Parliament of Victoria established the above Enquiry on 23 November 2016, pursuant to Section 33 of the Parliamentary Committees Act 2003.

The Law Reform, Road and Safety Committee is currently receiving submissions and has recently extended its reporting date until 30 June, 2018.

A Submission has been made (Attachment 1) which is subject to formal Council endorsement.

ISSUES:

Road networks provide fundamental backbone infrastructure to support agriculture, commerce and industry. Additionally the quality of the available network has a direct impact on the livability of centres and townships.

Over recent decades VicRoads funding has increasingly been directed to new assets, augmentation of existing capacity and urgent and responsive needs. As Victoria has continued to grow significantly the “consumption” of existing assets has accelerated and the need for new assets has created a situation where rural roads have progressively received relatively less funding because the mechanisms for allocating scarce capital dollars almost always favours large metropolitan growth centres and, or, metropolitan network system augmentations.

Council has limited funding to expand on its road assets and it is sometimes the case that the distinction between a Shire Road and a VicRoads Road is not well understood. (Councils adopted Road Management Plan articulates all our roads and the condition standards that they will be maintained to).

Within the Submission some 16 significant project opportunities are identified that relate to VicRoads controlled assets within the Shire. These works are crucial to be undertaken not simply because of the asset condition but also as a consequence of changes in the composition of road traffic with a greater proportion of trucks (inclusive of B doubles) now utilising the network on a more frequent basis. Ordinary Council Meeting – 30 January 2018 Page 25

CONSULTATION:

The Enquiry process will enable community input into the Enquiries deliberations. Additionally work is proposed to be undertaken at a Regional level to facilitate more information being provided to communities on specific plans for road works well in advance of those works occurring.

FINANCIAL & RESOURCE IMPLICATIONS:

Any additional engagement with VicRoads; or further information needs for the Enquiry will be provided from existing resources.

CONCLUSION:

The Enquiry currently underway is welcomed as it offers Council the opportunity to highlight deficiencies in the management of the State managed road network which have been significant concerns for residents and businesses for a long period of time.

Council is committed to represent these concerns and to seek positive outcomes in the future.

ATTACHMENTS: 3. Submission to Parliamentary Enquiry effectiveness of VicRoads in managing Country Roads

RECOMMENDATION:

1. That Council endorses the attached Submission (Attachment 1) to the Parliamentary Enquiry.

2. That Council requests the CEO to work with VicRoads at a Regional level to enhance communications with the community on planned works. SUBMISSION TO PARLIMENTARY ENQUIRY ON THE EFFECTIVENESS OF VICROADS IN MANAGING COUNTRY ROADS BY CENTRAL GOLDFIELDS SHIRE The terms of reference

The terms of reference of “The parliamentary inquiry into the effectiveness of VicRoads in managing country roads” was received from the Legislative Council on 23 November 2016.

That pursuant to section 33 of the Parliamentary Committees Act 2003 this house requires the Law Reform, Road and Community Safety Committee to inquire into, consider and report, no later than 30 November 2017 (now 30th June 2018)—

1. The effectiveness of VicRoads in managing country roads;

2. The existing funding model and its lack of effectiveness for country Victoria;

3. The lack of consultation with regional communities and their subsequent lack of input into prioritising which roads are in dire need of repair; and

4. The option of dismantling VicRoads and creating a specific Country Roads organisation and separate Metropolitan Roads body.

1.0 INTRODUCTION

Central Goldfields Shire is located at the geographical centre of Victoria. The shire covers 1,532 square kilometres and has an estimated residential population of just over 12,500 people.

Maryborough is the shire’s major business centre with a population of around 7,500.

Main settlements in the shire are Maryborough (population 7,500), Bealiba, Carisbrook, Dunolly, Majorca, Talbot and Bowenvale-Timor.

The land through the shire is rural farming with considerable tracts of native forests.

The shire has been experiencing residential growth being well positioned for lifestyle and located within one hour’s drive from main provincial centres of Ballarat and Bendigo and just an hour and half Melbourne. 2.0 RESPONSE 1

The effectiveness of VicRoads in managing country roads

Effective existing relationships

Council has enjoyed a professional, friendly and co-operative relationship with VicRoads staff. The municipality is within the Western Region of VicRoads.

Operating in a difficult financial framework

The council experience with VicRoads is they maintain their road network within the limits of their financial capacity. Over many years VicRoads has been subject to severe budget variation and in the last two decades budget cuts.

This has led to prioritising the limited funding available with the consequential failure to really address B and C road needs other than stich in time maintenance. What appears to be missing are programs to upgrade and improving (modernise) A but particularly B and C road classes to accommodate the ever growing needs of larger trucks, more trucks and more cars. While roads have a life and wear out, the change in use and vehicles necessitate the need to upgrade the infrastructure over time.

Examples of outdated structure are narrow bridges, narrow sealed roads, narrow shoulders, lack of turning lanes. There appears to be no programs to address these issues. Specific example of issues needing to be addressed in Central Goldfields Shire

Need for turning lanes on VicRoads roads  Ballarat-Maryborough Rd / Lexton Talbot Rd intersection – right turn lanes  Ballarat-Maryborough Rd / Old Ballarat Rd intersection – right turn lane.  Ballarat-Maryborough Rd / Landrigan Rd intersection – right turn lane.  Bendigo-Maryborough Rd Simson Rd intersection – left and right turn lanes  Pyrenees Hwy Maryborough/St Arnaud Rd intersection – right turn lane and intersection lighting Pyrenees Hwy / Chaplins Rd Intersection – intersection upgrade. Narrow road – narrow road and shoulders overdue for modernisation  Maryborough/St Arnaud Rd – Longs Rd to Porteous Rd - narrowness of road & shoulders Narrow Bridges – need to be modernised suitable widths for modern traffic  Ballarat-Maryborough Rd London Bridge - narrow bridge  Dunach Eddington Rd Cottrells Bridge - narrow bridge and dangerous approaches  Maryborough/St Arnaud Rd bridge west of Longs Rd – narrow bridge Road maintenance  Pyrenees Hwy Moolort Plains – continual road pavement failure  Pyrenees Hwy Bung Bong – Road roughness  Lexton-Talbot Rd – Road roughness and clear zone concerns Talbot to Caralulup  Pyrenees Hwy / Gillies St intersection – pavement failure  Gladstone St - repeated pavement failures  Dunach Eddington Rd – continual surface and shoulders deterioration  Pyrenees Hwy (Sutton Rd) , Bendigo Maryborough Rd (Park Rd) and Gladstone St – kerb & channel deterioration. 3.0 RESPONSE 2

The existing funding model and its lack of effectiveness for country Victoria

Prioritisation of limited resources works against the lower use regional roads VicRoads in dealing with serious underfunding has quite rightly prioritised their expenditure based on the number of fatalities and higher traffic volume roads. This has unfortunately been the norm for such a long period of time that the “B” and “C” roads have received very limited maintenance renewal essentially other than keeping them operational. As a result in Central Goldfields Shire there are many narrow roads and bridges (listed in Response 1) suited to the traffic of the 1950’s. Traffic volumes and truck transport has grown significantly over the last 50 years and so has the size of trucks. There does not appear to be sufficient funds to undertake network modernisation and development.

Response versus planning

Possibly as a result of the difficult funding paradigm for decades has been that planning appears largely to be maintenance response based. There seems to be little programming of asset modernisation to bring road and bridges to current expectations and demand or in anticipation of future growth. Maintenance intervention based on immediate problem solving rather than a program of cyclical planned maintenance inevitably delivers poorer quality outcomes with higher costs over the long run.

In this continuum, there is little prospect “B” and “C” class roads being brought to modern construction on operational expectations and standards. It is recognised there is a huge backlog of work required on freeways, metro roads. “A” class roads may see some basic improvements. Of course at some time in the future there will be the need to update these networks either as a result of age or simply being totally unsuitable. A program of asset improvement is required across all road classes aimed at assets not being too far behind their functional needs and avoiding a future knee jerk program of catch-ups.

Where there has been sufficient fatalities road lengths or intersections receive funding. While it is appropriate to address black spots, there is something unsettling about waiting for the body count to reach 3 before the intersection or road length can meet requirements. Clearly this is prioritisation in response to available funding. It would be better for the fatalities not to have occurred.

It may also be perceived that, in some instances, VicRoads appears to have its funding shaped by political initiatives perhaps with insufficient consideration of getting the basic network planning and development as the key driver.

Prioritisation on traffic volume favours Melbourne Metropolitan area

Prioritisation based on traffic volume will inevitably see a large proportion of funding being expended in the Melbourne Metropolitan area. Country councils have difficulty receiving VicRoads funding for signalised pedestrian crossings because of the waiting list swamped by metropolitan needs.

The failure of long term growth areas and metro transport planning and historically inadequate application of developer contributions has seen the need to expend significant state funds in Metropolitan growth areas. The transport problems generated by the backlog but also forecast Melbourne metropolitan growth needs potentially overwhelms the rural needs for road assets. 4.0 RESPONSE 3 The lack of consultation with regional communities and their subsequent lack of input into prioritising which roads are in dire need of repair; There are no specific programs that this council has been consulted on for upgrade renewal and repair priorities by VicRoads. This would extend to the community in Central Goldfields Shire. Our presumption is that there is a well-established asset management system which determined priorities based on condition needs.

There are opportunities for a formal and structured approach to be introduced which would enable communities to receive timely relevant information, and, to provide local inputs into the decision process. Council would encourage the creation of such a process.

As a Road Authority ourselves, Council supports the need to have a strong assessment based process to determining priorities. 5.0 RESPONSE 4

The option of dismantling VicRoads and creating a specific Country Roads organisation and separate Metropolitan Roads body.

There may be merit in the suggestion to separate Metropolitan form Country roads to provide more balance in prioritisation.

However this may result in regional centres like Ballarat, Bendigo, Traralgon etc. replacing the Melbourne metro and could well perpetuate the same albeit in a different form.

Breaking VicRoads into two organisations will lead to increased overheads eating into available road funding. It would have been thought that a substantial adjustment to the operating guidelines could address the problems identified.

The underlying problems are:

 The inadequate amount of funding available and the security of road funding over the long term

 The growing unfunded needs of Metropolitan growth (possibly regional centre growth in the future)

 The redirection of essential road funding to special initiatives versus ensuring the fundamental asset maintenance and development needs are met first and special initiatives have separate funding programs.

 Clearly articulated (measurable) plans for network management and development.

 Need to transparently segregate VicRoads expenditure for Metropolitan and regional needs across Victoria. Ordinary Council Meeting – 30 January 2018 Page 26

8.8 DOMESTIC ANIMAL MANAGEMENT PLAN 2017-2021

Author: General Manager Corporate and Community Services

Responsible General Manager Corporate and Community Services General Manager:

SUMMARY/PURPOSE:

This report seeks Council’s approval on the Domestic Animal Management Plan 2017-2021.

POLICY CONTEXT:

Central Goldfields Shire Council Plan 2017-2021

Council Plan Reference: Our Community 2017-21 Priorities: Identify areas of priority in public health and wellbeing.

BACKGROUND INFORMATION:

Under Section 68A of the Domestic Animals Act, every Council must prepare a domestic animal management plan, as follows:

68A Councils to prepare domestic animal management plans (1) Every Council must, in consultation with the Secretary (of the Department of Primary Industries), prepare at four-year intervals a domestic animal management plan. (2) A domestic animal management plan prepared by a Council must— (a) Set out a method for evaluating whether the animal control services provided by the Council in its municipal district are adequate to give effect to the requirements of this Act and the regulations; and (b) Outline programs for the training of authorised officers to ensure that they can properly administer and enforce the requirements of this Act in the Council's municipal district; and (c) Outline programs, services and strategies which the Council intends to pursue in its municipal district— (i) To promote and encourage the responsible ownership of dogs and cats; and (ii) To ensure that people comply with this Act, the regulations and any related legislation; and (iii) To minimise the risk of attacks by dogs on people and animals; and (iv) To address any over-population and high euthanasia rates for dogs and cats; and (v) To encourage the registration and identification of dogs and cats; and Ordinary Council Meeting – 30 January 2018 Page 27

(vi) To minimise the potential for dogs and cats to create a nuisance; and (vii) To effectively identify all dangerous dogs, menacing dogs and restricted breed dogs in that district and to ensure that those dogs are kept in compliance with this Act and the regulations; and (d) provide for the review of existing orders made under this Act and local laws that relate to the Council's municipal district with a view to determining whether further orders or local laws dealing with the management of dogs and cats in the municipal district are desirable; and (e) Provide for the review of any other matters related to the management of dogs and cats in the Council's municipal district that it thinks necessary; and (f) Provide for the periodic evaluation of any program, service, strategy or review outlined under the plan. (3) Every Council must— (a) Review its domestic animal management plan annually and, if appropriate, amend the plan; and (b) Provide the Secretary with a copy of the plan and any amendments to the plan; and (c) Publish an evaluation of its implementation of the plan in its annual report.

REPORT:

There are proven health benefits to pet ownership for people, including physical, mental and emotional improvements. Dogs and cats make wonderful companions and provide many emotional and physical benefits; they can form special bonds with their owners. They form a special relationship in families but more so in single person households where they can boost self-esteem and improve health and wellbeing. In recent years, dogs are also serving an important role in aged care centres, hospitals and as support animals.

Our Goals for animal management are;  To create an environment where people and pets can peacefully co-exist in the community;  To inform and educate the community and to promote responsible pet ownership  To promote the welfare and health of pets in the community  To protect people and animals from attacks by dogs and cats.

Key issues for the delivery of animal management within the central Goldfields Shire are;  Compliance with registration of dogs and cats  Dogs wandering and at large  The large size of the shire  Dog attacks on livestock in rural areas of the shire Ordinary Council Meeting – 30 January 2018 Page 28

 Cats in residential and rural areas which are semi owned by persons who feed them but take no responsibility for registration, desexing or microchipping  Feral cat colonies in rural areas.

Elements of the domestic animal management plan

The plan builds on the good work undertaken by Council to date enhancing the management of domestic animals in key specific areas.  Pet registration and identification  Training of authorised officers  Nuisance pets  Dangerous, menacing and restricted breed dogs  Dog attacks  Overpopulation and high euthanasia  Domestic animal businesses  Promoting a pet-friendly community  Annual review of the plan and annual reporting  Responsible pet ownership  Barking dogs  Encouragement of building cat proof fencing and cat enclosures  Impounding of stray or wandering and lost dogs and cats  Supply of cat traps and pick up of trapped cats  Annual microchipping, pet education and free health check days in collaboration with Maryborough Veterinary practice.

COMMUNITY CONSULTATION:

Community education is an essential element to ensure Council improves on the implementation of the plan. Hence, Council sought public submissions under section 223 of the Local Government Act on this plan. Council received no submissions on this plan.

In addition to the formal submission process, officers consulted with key stakeholders like Veterinary practitioners, Domestic Animal Business for the preparation of the plan. Also, through the Council’s communications role, key messages on the compliance of the plan will be shared in the traditional and social media.

FINANCE AND RESOURCE IMPLICATIONS:

The Domestic Animal Management Plan is prepared to align with the existing Council resources. No new resources are planned to implement this plan. Any new initiatives identified to add strength to this plan will be discussed in the annual budget process for the Council.

CONCLUSION: Ordinary Council Meeting – 30 January 2018 Page 29

Community education on the Domestic Animal issues is essential to meet the objectives of the Domestic Animal Management Plan.

ATTACHMENTS: 1. Domestic Animal Management Plan 2017-21.

RECOMMENDATION:

1. That the Council adopts the attached Domestic Animal Management Plan 2017-21.

CENTRAL GOLDFIELDS SHIRE COUNCIL

Domestic Animal Management Plan

2017 – 2021

Page | 1

INDEX

DOMESTIC ANIMAL MANAGEMENT PLANS OVERVIEW…………………………3

CENTRAL GOLDFIELDS SHIRE……………………………….………………………..4

INTRODUCTION………………………………………………….……………………….4

STAFF AND TRAINING…………………..………………………………………...….....7

REGISTRATION AND IDENTIFICATION…………………….……...... ……………….8

NUISNACE……………………………………………………….……………………….10

DANGEROUS, MENACING AND RESTRICTED BREED DOGS…………………….11

OVERPOPULATION AND HIGH EUTHANASIA…………………………..……....….11

DOMESTIC ANIMAL BUSINESSES…………………………………………………….12

OTHER MATTERS……………..………………………………………………...…..…...13

ANNUAL REVIEW OF PLAN AND ANNUAL REPORTING………………………..…13

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1. DOMESTIC ANIMAL MANAGEMENT PLANS OVERVIEW

Under Section 68A of the Domestic Animals Act, every Council must prepare a domestic animal management plan, as follows: 68A Councils to prepare domestic animal management plans (1) Every Council must, in consultation with the Secretary (of the Department of Primary Industries), prepare at four-year intervals a domestic animal management plan. (2) A domestic animal management plan prepared by a Council must— (a) Set out a method for evaluating whether the animal control services provided by the Council in its municipal district are adequate to give effect to the requirements of this Act and the regulations; and (b) Outline programs for the training of authorised officers to ensure that they can properly administer and enforce the requirements of this Act in the Council's municipal district; and (c) Outline programs, services and strategies which the Council intends to pursue in its municipal district— (i) To promote and encourage the responsible ownership of dogs and cats; and (ii) To ensure that people comply with this Act, the regulations and any related legislation; and (iii) To minimise the risk of attacks by dogs on people and animals; and (iv) To address any over-population and high euthanasia rates for dogs and cats; and (v) To encourage the registration and identification of dogs and cats; and (vi) To minimise the potential for dogs and cats to create a nuisance; and (vii) To effectively identify all dangerous dogs, menacing dogs and restricted breed dogs in that district and to ensure that those dogs are kept in compliance with this Act and the regulations; and (d) provide for the review of existing orders made under this Act and local laws that relate to the Council's municipal district with a view to determining whether further orders or local laws dealing with the management of dogs and cats in the municipal district are desirable; and (e) Provide for the review of any other matters related to the management of dogs and cats in the Council's municipal district that it thinks necessary; and (f) Provide for the periodic evaluation of any program, service, strategy or review outlined under the plan. (3) Every Council must—

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(a) Review its domestic animal management plan annually and, if appropriate, amend the plan; and (b) Provide the Secretary with a copy of the plan and any amendments to the plan; and (c) Publish an evaluation of its implementation of the plan in its annual report.

Central Goldfields Shire Central Goldfields Shire is located in the central part of the state. It covers an area of 1,534 square kilometres and has a population of 12,575. It includes the towns of Bealiba, Carisbrook, Dunolly, Maryborough and Talbot. It was formed in 1995 from the amalgamation of the City of Maryborough, most of the Shire of Tullaroop and parts of the Shire of Bet Bet and the Shire of Clunes and Talbot.

The Shire is governed and administered by the Central Goldfields Shire Council; its administrative centre is located in Maryborough, it also has a service centre located in Talbot. The Shire is named after the region having historically been a major goldfields region in Central Victoria.

2. INTRODUCTION

Purpose The purpose of this Domestic Animal Management plan is to provide The Central Goldfields Shire Council with a strategic framework that delivers policy, direction and action plan to deliver quality animal management for the next four years. The shire plays an important role in supporting and promoting responsible pet ownership. The object of this plan is to build on the success of previous Domestic Animal Management plans and strengthen our animal management practices which are based on education, excellent service delivery and enforcement of legislation requirements.

The Domestic Animal Management Plan will ensure that the Shire will meet its obligations under the Domestic Animals Act, 1994. We will continue to use a mix of regulatory and educational approaches to promote responsible pet ownership within the Shire.

This plan focuses predominantly on Cats and Dogs (registered animals), the Animal Management other domestic animals / pets are done through the planning provisions, legislative provisions including the prevention of Cruelty to Animals Act 1986 (POCTA) set by State and or Local Governments. There are proven health benefits to pet ownership for people, including physical, mental and emotional improvements. Dogs and cats make wonderful companions and provide many emotional and physical benefits; they have the ability to form special bonds with their owners. They form a special relationship in families but more so in single person households where they can boost self-esteem and improve health and wellbeing. In recent years, dogs are also serving an important role in aged care centres, hospitals and as support animals.

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Our Goals for animal management are  To create an environment where people and pets can peacefully co-exist in the community;  To inform and educate the community and to promote responsible pet ownership  To promote the welfare and health of pets in the community  To protect people and animals from attacks by dogs and cats.

Key issues for the delivery of animal management within the central Goldfields Shire are;  Compliance with registration of dogs and cats  Dogs wandering and at large  The large size of the shire  Dog attacks on livestock in rural areas of the shire  Cats in residential and rural areas which are semi owned by persons who feed them but take no responsibility for registration, desexing or microchipping  Feral cat colonies in rural areas.

Elements of the domestic animal management plan

The plan builds on the good work undertaken by Council to date enhancing the management of domestic animals in key specific areas such as

 Pet registration and identification;  Training of authorised officers;  Nuisance pets;  Dangerous, menacing and restricted breed dogs;  Dog attacks;  Overpopulation and high euthanasia;  Domestic animal businesses;  Promoting a pet-friendly community;  Annual review of the plan and annual reporting;  Responsible pet ownership;  Barking dogs;  Encouragement of building cat proof fencing and cat enclosures;  Impounding of stray or wandering and lost dogs and cats;  Supply of cat traps and pick up of trapped cats;  Annual microchipping, pet education and free health check days in collaboration with Maryborough Veterinary practice.

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Processes applied in developing the plan

In preparing the Domestic Animal Management (DAM) Plan existing animal management operations were reviewed including all procedures, local laws and orders. The strategic context was reviewed including plans and strategies that are relevant to animal management.

Role of other stakeholders

Local Veterinary Practice: Local Vet/s plays an important role in our animal management plan. Our Rangers and staff work closely with the practice especially in the area of the Animal Health Management plan and ensuring all animals in the Shire pound are vaccinated as soon as possible to minimise the chance of spreading disease or infections. They also play an important role in the education of pet owners and distribute Animal registrations forms to new clients on behalf of the Council. The practice runs an on-call service after hours and is always available for advice when approached. Other parts of the shire are serviced by Veterinary clinics in Bendigo, Castlemaine and Creswick.

The Department of Primary Industries (DPI): DPI has a range of responsibilities associated with the administration and enforcement of the Act. It also facilitates research and educational programs for domestic animals as well as literature which is distributed by Council to animal owners.

Local media: Local media assists the Council to promote responsible pet ownership, programmes run by the Shire in conjunction with other stakeholders such as schools and the veterinary practice. We also use local media to promote dogs and cats at the pound which are available for adoption. We feature a “pet of the week in the local paper” to encourage animal adoption.

Social media: Council uses social media to promote activities and news within the Council area, and we have recently commenced including animal management and featured pets on the pages. We also have a facebook page promoting dogs and cats in the Shire pound available for adoption.

Neighbouring Councils: Council maintains regular contact with bordering shires and value the input of shared information and education.

Pet owners: Pet owners are encouraged through media and education programmes to choose an appropriate pet to suit their circumstances and lifestyle. Our Shire rangers and staff are available to assist and will if required visit homes to advise pet owners in relation to various matters.

Domestic animal businesses: There are five domestic animal businesses operating in the Central Goldfields Shire. The DPI provides codes of practice for the operation of breeding and rearing establishments, shelters and pounds. Council inspects each domestic animal business annually as part of the permit renewal process.

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3. STAFF AND TRAINING

Central Goldfields Shire has one full-time Local laws Coordinator, one full-time Local Laws Officer/Animal Ranger and one part-time Animal Ranger. There is a staff member available every day for after-hours call outs for animal management duties. All staff are required to perform regular animal enforcement duties. All three of our Officers are trained across both animal management and local laws duties.

It is a requirement that all staff are authorised officers under the Domestic Animals Act and also that they have achieved a Certificate IV in Animal Control and regulation and Certificate IV in Government (Statutory Compliance). We currently have one staff member undertaking these courses which will be completed mid in 2018. We have one ranger qualified as a microchip implanter. In addition, our current training and development activities include

 Service delivery training in accordance with the principles of continuous improvement;  Specific training related to animal management;  Participation in Council training programs such as risk management, conflict management and other relevant courses;  Ongoing training in relation to occupational health and safety issues and risks;  Training with specialist equipment such as animal catch poles and cat traps as required;  Ongoing training in relation to the gathering of evidence for court proceedings such as note taking, photographs and preparation of statements and other documents as required.  All staff participate in their own research and education, and we have an open sharing of information to ensure best practices and continuous improvement.  All staff are encouraged to undergo further development training and assistance with funding provided when possible.  Annual skills audits are conducted.  All Government updates and information notices are forwarded to all officers for information and notation.

All staff receive an average of 30 hours training per annum this is both internal and external training and information sessions. A training record for individual officers detailing completed and proposed training is maintained by the Council Human Resources Department. Council has recently upgraded their records Management system, and all staff have been trained to use the system to effectively reduce the quantity of paperwork and the keeping of documents manually.

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4. REGISTRATION AND IDENTIFICATION.

Section 68 (A)(2)(c)(v) of the Domestic Animals Act (DAA) requires Council to outline programs, services and strategies to encourage the registration and identification of dogs and cats. The purpose of animal registrations is to provide a dog and cat population and to provide funding for domestic animal management. A proportion of all registrations are allocated to the state government for administration of the DAA and provision of the statewide education programs. It is believed that there are a greater number of domestic animals in the community than on Council’s database, especially in rural areas where many working dogs may be microchipped but not registered and many cats are neither microchipped or registered. However, this is extremely difficult to quantify. It is known that registration rates are higher for dogs than cats.

It is a known fact that a registered and identifiable domestic animal has a much higher chance of being returned home and reduces the stress to both the owner and the pet is found wandering. Our current programs, services and strategies to encourage the registration of dogs and cats include;

 Central Goldfields Shire Council sends registration reminder notices out annually to all pet owners  Pet registration information sheets are now included in all new resident information packs  Half price registrations are available from November 30th to April 9th Each year.  Providing a range of easy payment methods  Enforcement of legislative requirements of the Act and local laws pertaining to the registration and microchipping of animals  Education, warnings and notices to comply are the preferred methods of dealing with irresponsible pet owners, the use of infringement notices and Court proceedings are used as a last resort.  Extensive use of local media and our own social media websites to promote registration requirements  Extensive use of local media and our own social media websites to promote responsible pet ownership  Providing a microchipping service at a discounted rate.  A current programme to assist pet owners to update their microchipping details at Central Animal Records.  An annual day in conjunction with The Local Veterinary Practice to microchip, register and give a free basic health check on domestic animals  Central Goldfields Shire currently run a cat de-sexing program which pays for all cats from our pound to be de-sexed prior to adoption. The program also assists in discounted de-sexing on a case by case basis.  Council registration forms are distributed to all new clients who attend at the Maryborough veterinary Practice

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 All complaints are attended to promptly and registration, and identification checks are made in relation to each complaint  Regular patrols are conducted upon request  Ensuring all seized animals and impounded animals are microchipped and registered prior to returning them to their owner  Follow up registration notifications received on all animals adopted from other centres or animal breeding businesses  Regular cat trapping provided for residents.  Our staff conduct a door knock on one street per week to conduct registration audits.  Follow up each year (June) of animal registrations from the previous year which have not been renewed with a view to having registration paid or removal of the animal from our database.  Registration forms and information are available on Council website.

Our council will continue all the above initiatives to maximise the number of registered and identifiable domestic animals to aid compliance activities and to help reunite lost pets with their owners. The promotion of pet registration, identification and responsible ownership will continue to be our highest priorities.

DOMESTIC ANIMAL MANAGEMENT STATISTICS 2016

DOGS 2016

Number of registered dogs 3408

Number of declared menacing dogs 5

Number of dogs impounded 282

Number of dogs returned to owner 188

Number of dogs rehoused 92

Number of dogs euthanized 13

CATS

Number of registered cats 965

Number of cats impounded 207

Number of cats returned to owner 30

Number of cats rehoused 92

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Number of cats euthanized 85

5. NUISANCE

Dog Attacks

Any reported incidents of dogs attacking or rushing are fully investigated in a timely manner and appropriate action taken against the dog owner. Any action taken against the owner is with the consultation of the victim. In the case of an attack against another animal, Council attempts to assist the victim by negotiating payments of restitution or veterinary accounts where possible. We have a current animal attack form which serves as a checklist for the officer investigating reports. In the last 12 months Council have obtained a dog trap which has been successful in trapping two dogs in rural areas where attacks on sheep have occurred.

All reports of dogs wandering are attended to as soon as possible to reduce the threat of a dog attack or dog rushing incident. Council offers an on-call ranger who will attend urgent after hour’s matters.

Dogs attacks in Central Goldfields Shire 2014 25 reported incidents

Dog attacks in Central Goldfields Shire 2015 23 reported incidents

Dog attacks in central Goldfields Shire 2016 17 reported incidents.

The current local law prohibiting dogs from being within the Central Business district of Maryborough is currently under review.

A dog “off Leash” area has recently been opened in Maryborough and is currently under trial. We are receiving positive feedback about this, and it is envisaged it will become permanent. Our officers conduct random checks on the two lake areas in Maryborough in relation to pets being off leash in those popular walking areas

The existing local law in relation to dog faeces is supplemented by the placement of faeces bag dispenses at various popular walking locations around the Shire.

Cats

It is of concern that cat registrations are low within the Central Goldfields Shire and as part of our initiative to conduct “one street per week door knock audit”, we are concentrating in the identification of persons who own unregistered cats as well as cats that are a nuisance to their neighbours. As part of the audit, we are conducting microchip scans of animals and checking that the recorded details of owners are up to date. Residents require a permit to

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own two or more cats and dogs within residential areas of the Shire and four or more in rural areas.

We offer a cat trapping service within the shire and have recently increased the number of traps from 9 to 14. We also offer a desexing cat subsidy to persons who are in need.

We continue to offer education material about nuisance issues to cat owners in registration information packs each year as well as effective use of local and social media to educate cat owners.

Dog barking complaints

It is our policy to encourage complainants to speak directly with their neighbours in an effort to resolve problems with pets especially dog barking issues. Where formal complaints are received we issue the complainant with “barking log kit”. The barking incidents are recorded on a log for three weeks and at the same time we visit the dog owner and inform them of the complaint and that a log is being maintained. We have also purchased some anti- barking devices, such as barking collars and towers, which we lend to dog owners to allow them to evaluate the effectiveness of particular devices for their dog. Council rangers will also visit the premises and give advice to dog owners to minimise the barking of their dog(s) for example the use of shade cloth to block a wire gate or fence and of course regular exercise and activities for the animal. Again we provide education material, such as pamphlets and other items to pet owners as well as complainants.

6. DANGEROUS, MENACING AND RESTRICTED BREED DOGS

We currently have no declared dangerous dogs or restricted breed dogs within the shire. We have three dogs which have been declared as menacing. All Rangers keep up to date with current legislation and information which is available in relation to these issues. Our Officers, this year will attend the Canine Anatomy and Identification Training to assist them in applying the restricted breed dog standard.

The owners of the dogs that have been declared as menacing are audited by our staff regularly to ensure that they are complying with conditions that were set at the time of the incidents. Security and fencing are checked, and we continue to work with the owners through education once the decision has been made to declare the dog as menacing.

All visits made are documented and results recorded to ensure continued compliance.

7. OVERPOPULATION AND HIGH EUTHANASIA

Central Goldfields Shire manages its own animal pound, and all lost or surrendered dogs and cats are taken there. If the owner can be identified, the animal is currently registered, and there are no other issues or offences involved, as part of our education process we will return the dog or cat and issue a warning to the owner. We do charge a pound release fee to the owner. Dogs and cats that are impounded will not be released to the owner unless they are microchipped and registered. Any dog or cat which is not claimed by the owner within the statutory 8 days period becomes the property of Central Goldfields Shire and will be available for adoption. Only dogs and cats that pass the temperament test are veterinarian

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checked, vaccinated and desexed are rehoused. (Refer central Goldfields Shire Animal Health Management Plan Revised August 2017)

Currently, Our Animal Management Team place regular articles in our local newspaper featuring a “pet of the week” available for adoption from the pound. As part of that program we have articles featuring dogs and cats that are brought to our pound, this often involves an emotional story about a particular dog or cat, the aim is to promote discussion and education in the community about the effects of irresponsible pet ownership. We also use our own social media to promote the messages.

While not a big issues in our shire we have had several cases of cat hoarding. Our rangers have worked closely with these persons to control the issue. We have had success in working with them rather than attempting to just remove all cats from them. We have issued permits for the current cats, assisted in microchipping and desexing, and placed conditions that no further cats are to be taken to the properties.

We encourage the continued visits from local schools to our Shire Pound and where children can interact with the animals and find that they are enthusiastic to learn the history of particular animals and how they came to be in the pound. Our staff speak to them about desexing their animals, registration and microchipping. We believe that this education process reaches the children and the parents and encourages responsible pet ownership. We plan to expand on this in 2018-19 and trial, with school approval, visiting the schools to capture a comprehensive audience. This education will be with a Veterinarian from the local practice and would cover aspects of responsible pet care and ownership.

We will continue with the use of cat traps in the areas where strays are an issue. Our staff monitor local social media sites for animals for sale or free to good home and take appropriate action where required. We encourage persons to consider the pound rather than giving kittens away and of course, follow up with assistance and education to have the adult anima desexed. We encourage the public to report any incidents that may involve any illegal breeding establishments.

8. DOMESTIC ANIMAL BUSINESSES

Our data

Domestic Animal Business (DAB) register database. We have numbered permits and copies of completed audits are maintained in the records management system.

Orders, local Laws, Council policies and Procedures.

We enforce the legislative requirements of the Domestic Animals Act. Central Goldfields Shire currently has 5 DAB in operation. They are audited annually by the Local laws department according to the current code of practice.

Our Current Activities

 Provide information to registered DABs to ensure compliance  Annual registration of DAB  Annual auditing of premises Page | 12

 Investigate all reports of suspected unregistered DAB  Issue compliance notices or infringement notices as required.  Liaise with CGSC planning department over any suspected DABs and any new planning application for DABs  Monitor social media, local free advertising boards and newspaper advertisements to identify businesses selling pets.  Monitor all legislation changes in relation to DABs  Training in 2018 for Animal management Officers to conduct audits.

9. OTHER MATTERS

 An audit was conducted on CGSC animal pound in 2017, and all issues raised by that audited will be completed by December 2017 to ensure our full compliance with legislative requirements.  A review of our emergency management plan in relation to animals was completed in 2016  Our off-leash area was opened in January 2016 for a 6 month trial and having received no complaints in relation to it has now become a permanent fixture  Central Goldfields Shire Council has a new record management system which allows for a more efficient information storage and search provision.  The prevention of Cruelty to Animals Act 1986 (POCTA) allows for the authorisation of local government officers, who are employees of the council and authorised under section 72 of the Act. We currently have one officer who is not authorised and this will be actioned in 2018 when the officer’s training is completed.

10. ANNUAL REVIEW OF PLAN AND ANNUAL REPORTING

As per section 68A(3) of the Domestic Animals Act 1994, Council will review its Domestic Animal Management Plan annually to assess whether any amendments are necessary in order to ensure the plan is relevant and effective. An evaluation of the implementation of the plan will be included in CGSC annual report.

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Ordinary Council Meeting – 30 January 2018 Page 30

8.9 DRAFT MUNICIPAL HEALTH AND WELLBEING PLAN

Author: General Manager Corporate and Community Services

Responsible General Manager Corporate and Community Services General Manager:

SUMMARY/PURPOSE:

This report seeks Council approval on the Municipal Health and Wellbeing Plan 2017-21.

POLICY CONTEXT:

Central Goldfields Shire Council Plan 2017-2021

Council Plan Reference: Our Community 2017-21 Priorities: Identify areas of priority in public health and wellbeing.

BACKGROUND INFORMATION:

The Public Health and Wellbeing Act 2008 states that all Victorian councils are required to prepare a Municipal Public Health and Wellbeing Plan within 12 months of the last local Council general election which:  is consistent with the Council Plan  covers a four-year period  has regard for the impact of climate change

Council engaged Central Victorian Primary Care Partnership to facilitate the preparation of the Health and Wellbeing Plan.

They should be completed before 31 October 2017, due to resource issues an extension was sought from Department of Health and Human Services.

The draft plan was prepared to support already existing initiatives like Go Goldfields and complements existing Council programs and community initiatives that are in place.

REPORT:

Victorian Public Health and Wellbeing Plan 2015 – 2019 outlines the State government’s key priorities to improve the health and wellbeing of all Victorians. The State plan stipulates the importance of governments working with other organisations in a concerted effort to address six priority areas:  Healthier eating and active living  Tobacco-free living  Reducing harmful alcohol and drug use  Improving mental health  Preventing violence and injury  Improving sexual and reproductive health Ordinary Council Meeting – 30 January 2018 Page 31

The plan also identifies the importance of maintaining healthy environments and responding to the impacts of climate change on people’s health and wellbeing.

A collaborative approach was followed in working with local and regional organisations in the Health and Wellbeing, and a partnership was formed.

CENTRAL GOLDFIELDS HEALTH AND WELLBEING PARTNERSHIP (CGHWP):

The Central Goldfields Shire Council (and Go Goldfields) has partnered with Asteria Services Inc. (disability service providers), Central Victorian Primary Care Partnership, Maryborough District Health Service and Women’s Health Loddon Mallee. These partners have come together because of the recognised need to work together in order to maximise the opportunities for all residents to achieve optimal health and wellbeing. Working together at a local level enables a systems approach to place-based prevention.

POPULATION DATA

Listed below are some important demographic statistics specifically related to the health and wellbeing of the population within the municipality.  12,575 people live in Central Goldfields Shire (Census Australia Bureau of statistics 2015)  Median age 49.8 person-years and in Australia 37.4 person-years population (ABS 2011).  54% of individuals with income less than $400 per week. Significantly above Victoria at 40% (Census of Population and Housing, Basic Community Profiles, ABS 2011)  Manufacturing is the main employment industry, employing 17.1% of the population (ABS 2011)

Social Inclusion  In 2011 53% of households in the Central Goldfields Region had broadband internet compared to the Victoria average of 72.4%.  71% of Central Goldfields Residents said that they feel like they live in a close-knit neighbourhood. This is higher than the Victorian average of 61%.

Healthy Eating and Active Living  13% of people in Central Goldfields were reported to drink soft drink every day (Victorian Adolescent Health and Wellbeing survey 2009, Department of Education and Early Childhood Development)  39% of infants were reported as fully breastfed at three months of age in Central Goldfields. This was lower than the proportion reported across Victoria at 52% (Department of Education and Early Childhood Development and 2010 Estimated Resident Population, ABS 2010-2011).  Compared to all Victorians, a significantly larger proportion of Central Goldfields residents engaged in no physical activity during the week (26.9%, Victoria = 18.9%) (Central Goldfields LGA Profile VicHealth Indicators Survey 2015 Results)  The three most popular non-organised physical activities in Central Goldfields were walking (59.3%), gym or fitness (6.9%), and swimming (5.7%) (Central Goldfields LGA Profile VicHealth Indicators Survey 2015 Results). Ordinary Council Meeting – 30 January 2018 Page 32

Mental Wellbeing  Over 50% of youth report, they are engaged in local, clubs, associations or community groups, with the remaining proportion reporting they are not involved with any local groups (Youth Survey, Youth Advisory Council, and Central Goldfields Shire 2016).  Nearly 12% of families are experiencing high levels of stress (Department of Education Victorian Child and Adolescent Monitoring System 2015)  16.4% of Loddon Area young people are bullied most days. (15.3% for Vic).

Primary Prevention of Violence against women  Family Violence rates in the Central Goldfields are three times the state average and second highest in Victoria (per 100,000 population Victoria Police 2013/2014)  43% of family violence incidents in Central Goldfields have children present (per 100,000 population Victoria Police 2013/2014)  In Central Goldfields 83.0% of lone parent families are headed by a female parent compared to the state average of 81.6% (2011 Census of Population and Housing, ABS. Census Table: Lone parent status by Sex by LGA, Population: Persons)

COMMUNITY CONSULTATION:

In a bid to accurately capture community perspectives and viewpoints on what makes a community vibrant, and seeking ways to improve health and wellbeing, extensive community consultations were held. As a result, the voices of our community have strongly informed this plan.

Council engaged with the following organisations to prepare the plan in addition to community consultation and public submissions process under Section 223 of the Local Government Act.

- Central Victoria Primary Care Partnership - Asteria Services - Maryborough District Health services - Go Goldfields team - Women’s Health Loddon Mallee - Department of Health and Human Services (VIC)

The community was consulted over a six week period including an online survey, focus group discussions with a number of more vulnerable groups, pocket and pebble activity, and we made sure to utilise the data that has been collected through recent community consultation with the Central Goldfields community, particularly through Go Goldfields and with youth.

Data collected from the above consultation activities were collated and used, along with population health data to inform priority selection.

On collation, the most important factors for the health and well-being of the community were preventing violence against women, reducing harmful drug and alcohol use and improving mental health.

In regard to their own health and wellbeing, people were least satisfied with how much they exercise, their oral health, their ability to cope with stress and their connection to the community. People felt least confident in their ability to make changes in the following areas: oral health, mental health, active living and social connection. Ordinary Council Meeting – 30 January 2018 Page 33

Council invited submissions on the draft Public Health and Well Being Plan under Section 223 of the Local Government Act. Council received two submissions on this , which are attached to the report.

IDENTIFIED PRIORITIES

As a result of examining the community’s data, and feedback from the community consultation three priority areas were identified for action:

Priority 1: Healthy Eating and Active Living

Priority 2: Mental Wellbeing

Priority 3: Primary Prevention of Violence against Women

An action plan is also prepared to address the priorities identified as above in consultation with all Council departments. The action plan had inputs from all departments including the Maternal and Child Health Nurses, Go Goldfields team, Aged Services team and the Environmental Health Officer.

FINANCIAL AND RESOURCE IMPLICATIONS:

The action plan classifies Council actions into three categories

1. Direct Action: Actions which should be the responsibility of Council. These actions are prepared to align with existing plans and programs and also considering potential grant opportunities. 2. Collaborative action: These actions are responsibilities of other government agencies and or other organisations, where Council’s role will be to create a collaborative platform for the community to support the organisation responsible. 3. Advocacy action: These actions require Council to advocate on behalf of the community, hence should not require substantial financial and physical resources.

By clearly defining the scope of practice for Council in implementing this plan, the proposed action plan minimises cost shift from other layers of Government and ensures the collaboration between all forms of government and, government and the community. Council officers, while developing the draft plan leveraged activities and programs in place to ensure there is minimal impact on the budget. Any additional funds to support the implementation of the plan will be part of the annual budget program.

IMPLEMENTATION AND EVALUATION:

The Central Goldfields Health and Wellbeing Partnership Plan 2017-21 presents the overarching strategic framework to guide the development of an annual implementation plan. The partnership through developing this plan has formed strong relationships and is committed to the sustainability of the objectives.

The Partnership will meet on a regular basis to continue to monitor and refine the plan. The plan will be considered a live document as we recognised the need to be flexible and adaptable to the changing health and wellbeing needs of our community. Ordinary Council Meeting – 30 January 2018 Page 34

The Central Goldfields Health and Wellbeing Partnership will:  Develop an annual implementation plan each year to capture the activities of partnership members to address the objectives of the plan.  Work with the community using a co-design process to ensure our activities work for them, in particular, the vulnerable and hard to reach groups.  Continue to actively pursue cross-sector partnerships.  Apply a social inclusion and a gender equity lens to all activities  Monitor and evaluate the plan to ensure activities leading to change  Provide yearly reports to DHHS and all partner organisations.

Central Victorian Primary Care Partnership will provide the backbone support to this partnership.

Council will be provided with a report on the progress of the implementation of the health and wellbeing plan including the Council action plan on an annual basis.

CONCLUSION:

Officers collaborated with local and regional Health and Wellbeing Providers in preparing the Municipal Health and Wellbeing Plan.The draft plan provides a framework for Council to address the regional and state priorities in Health and Wellbeing while balancing the resource constraints at the Council.

ATTACHMENTS:

1. Draft 2017-21 Municipal Health and Wellbeing Plan for Central Goldfields Shire Council

2. Submissions received on the Municipal Health and Wellbeing Plan.

RECOMMENDATION:

That

1. Council notes the two submissions received from members of the public on the Draft Municipal Health and Wellbeing Plan 2017-21 pursuant to the Sec. 223 process. 2. Council adopts the attached Municipal Health and Wellbeing Plan 2017-21.

Central Goldfields Shire Council Municipal Public Health and Wellbeing Plan 2017 – 2021

Purpose

The Public Health and Wellbeing Act 2008 states that all Victorian councils are required to prepare a Municipal Public Health and Wellbeing Plan within 12 months of the last local Council general election which:

 is consistent with the Council Plan  covers a four-year period  has regard for the impact of climate change

Councils must do this as they have a role under legislation to protect, improve and promote public health and wellbeing within their municipality. Council is also identified as a decision maker under the Climate Change Act 2010 and therefore has a duty to consider the impact of climate change in the preparation of this Plan. While the direct health impacts of responding to extreme weather events are outlined within the Municipal Emergency Management Plan there are indirect health impacts caused by climate change which also need to be considered. Local Government Role

Council plays an important role in the community. It has the responsibility to improve, promote and protect public health and does this through a number of activities within the Council Plan and Public Health and Wellbeing Plan. The role of a local government could be classified in three segments. 1. Direct Action: These actions are delivered by Council and in majority of the cases Council only. An example of a Council direct action include installing water fountains in the Play grounds that are managed by the Council. 2. Collaborative Actions: These actions are supported by Council where the action is the responsibility of another agency. Council to support the implementation of these actions, creates an environment that these issues are discussed and supported and undertakes any reasonable measures to make sure the agency responsible for these actions, delivers the action. An example of this action is to support drinking water fountains in all recreation facilities not managed by Council. 3. Advocacy Action: These are activates Council advocates on behalf of community. These actions could not be achieved locally, with Council resources and any other local agencies. An example of the advocacy actions include, Council advocating for more funding for Youth Counselling services.

In the preparation of 2017-21 Municipal Health and Wellbeing Plan Council considers all three types of actions segmented above. An Action Plan is developed using the three segments above and attached to this plan as Attachment 1.

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As the level of government closest to the people, the infrastructure and services councils provide can and do directly promote and enhance the health of a community. Councils across Victoria have been developing plans in partnership with ratepayers over decades and these plans cover more that roads, rates and rubbish. They address the broader social and economic impacts which influence our communities. They also demonstrate the promotion of health through shaping the environments which enable residents and visitors to intentionally make choices to positively affect their health. Although Council has a key role in influencing the health and wellbeing of residents and visitors it cannot and should not do so on its own. Central Goldfields Shire Council is committed to working in partnership with other stakeholders in the community to tackle issues in a concerted way. By being strategic in our approach we can ensure that health and wellbeing is considered with every decision that we make. The following table provides an example of the impact that Council services have on the health and wellbeing of those within the municipality.

Table 1. Council Services and their Health and Wellbeing benefit Examples of Council Services & Influence on Health and Wellbeing Programs Aged and Disability Services  Home support programs  Increased social and community  Senior citizens centres connectedness positively influencing  Meals on wheels mental health and wellbeing  Social support services  Enhancing independent living options  Improved nutrition through provision of meals on wheels  Preventing social isolation Arts, Cultural & Tourism Services  Tourism development  Promotion of positive mental health and  Arts and cultural wellbeing opportunities  Improved cultural appreciation and  Community festivals and understanding Events  Economic benefits  Library services  Community cohesion  Aged and disability Library  Reduction in social isolation access programs

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 Author visits  Increased social connection and community engagement which positively influences mental health and wellbeing Community  Go Goldfields  Promote community cohesion  Community connectedness  Internal staff policies that promote health  Social capital and wellbeing  Volunteer support  Community safety  Local Laws

Environmental Health Services  Food and health premises  Protection of public health via provision of registrations safe food  Compliance with tobacco  Reducing harm from tobacco legislation  Development and management of  Emergency management Municipal Public Health and Wellbeing Plan recovery  Infectious disease control and prevention  Public Health and wellbeing  Safe drinking water planning  Public health protection via natural  Climate change environments (air/water/land)  Wastewater regulation  Advocating for sewerage of small towns  Monitoring outbreak  Immunisation of secondary school aged investigations children  Immunisation Goldfields Family Centre  Maternal and Child Health  Universal access for all children from birth  Go Goldfields to school age  Child care services  Prevention, promotion, early detection and  Toy Library intervention for concerns of children  Advice on infant feeding and family nutrition  Immunisation service for infants and young children

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 Enhanced Maternal & Child Health service for families requiring extra support  Supporting sexual and reproductive health  Reducing violence and injury and increasing safety of women and children  Supporting literacy skills  Increasing breastfeeding rates Engineering, Infrastructure Projects & Operations  Enhancing liveability  Protect and enhance existing  Provision and maintenance of facilities amenities which promote physical activity and mental  Maintenance of roads, health wellbeing bridges, footpaths, kerb &  Enabling community connectedness channel, parks & gardens,  Positive environmental amenity and healthy drainage & buildings natural environments  Traffic management  Creating environments that support public  Waste management wellbeing and economic success  Emergency management response  Public safety through safe and effective pedestrian, cycling and road networks

Procurement  Supporting activities that contribute to the  Ensure compliance with municipality’s prosperity policy, process & procedure  Ensuring provision of healthy choice options are included within Council’s Catering Policy Recreational Services  Recreation and sporting  Promotion of physical activity across all facilities stages of the lifespan  Sporting events & programs  Enhancing liveability  Recreation Strategy Plan  Promotion of active transport  Major Recreation Reserve  Enhancing social connectedness Master Plans

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 Improved mental health and wellbeing through connection to the natural environment Strategic Land Use Planning  Environmentally sustainable development  Building and residential  Liveable and health-enhancing built and estate planning approvals natural environments  Residential, commercial and  Promotion of physical activity and active community precinct planning transport  Open space planning  Creating environments that support public wellbeing and economic success  Walkability and connection throughout residential areas  Separation of land uses in order to achieve healthy environments Youth support Services  Enhanced community connection and  FReeZa social inclusion  Youth Space  Supporting positive mental health  Youth Advisory Council  Providing a voice for the youth population  Engage! Youth

VICTORIAN PUBLIC HEALTH AND WELLBEING PLAN The Public Health and Wellbeing Act, 2008, provides the legislative framework for public health and wellbeing while the Victorian Public Health and Wellbeing Plan 2015 – 2019 outlines the State government’s key priorities to improve the health and wellbeing of all Victorians. The State plan stipulates the importance of governments working with other organisations in a concerted effort to address six priority areas:  Healthier eating and active living  Tobacco-free living  Reducing harmful alcohol and drug use  Improving mental health  Preventing violence and injury  Improving sexual and reproductive health

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The plan also identifies the importance of maintaining healthy environments, and responding to the impacts of climate change on people’s health and wellbeing.

CENTRAL GOLDFIELDS SHIRE & COUNCIL PLAN (2017 - 2021) Located at the geographical centre of Victoria, the Central Goldfields Shire covers some 1,550km² and has an estimated residential population approaching 13,000 people. Maryborough is the Shire’s major business centre with a population of around 7,500. Maryborough has gained recognition in recent years as having some of the finest recreation and sporting facilities in regional Victoria, together with significant historical buildings dating back to the goldmining era of the 1850s. With an expanding passenger rail service Maryborough acts as a sub-regional centre providing connectivity with our regional and metropolitan neighbours. Other towns in the Shire include Bealiba, Carisbrook, Dunolly, Majorca, Talbot, Bowenvale-Timor and the rural districts surrounding these centres. All are noteworthy for their heritage architecture and significant agriculture industries, supporting an increasing level of visitations. The Shire has experienced significant growth including key infrastructure projects and residential developments, together with real community renewal. Central Goldfields Shire has excellent schools, health facilities and amenities that support an attractive lifestyle. The Shire is located within one hour’s drive from the main provincial centres of Bendigo and Ballarat and 2 hours from Melbourne. Municipal Snapshot Population 12,561 (Australian Bureau of Statistics – Estimated Resident Population 30.6.16) Area 1,532km² Rateable properties 8,348 Number of Employees 143.8EFT Rate Revenue $13.5m (Includes rates and charges 2016/17) Total Expenditure $32.0m (2016/17) Length of sealed local roads 507kms

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Length of unsealed local roads 793kms Young people having completed Year 12 or equivalent (2014) 63% (State average 85%) Prep students having reading skills at/above foundation level (2015) 76% (State average 62%) Median Household Income (2015) $685 pw (State average $1216 pw)

Council’s vision, as stated in the Central Goldfields Shire Council Plan (2017 – 2021), is “To be a vibrant, thriving and inclusive community.” It further states as a purpose, “The primary objective of a Council is to endeavour to achieve the best outcomes for the local community having regard to the long term and cumulative effects of decisions.” From a historical point of view local government in Victoria has a long standing association with public health. It began during the gold rushes of the 1850s with the rapid increase in population and concerns about unsanitary conditions. The focus then was on preventing the spread of epidemic diseases, primarily through action on sanitation and housing standards. This continued into the 20th century, with public health practitioners focussed on threats to health in the immediate environment by dealing with sewage, the provision of clean water, sale of adulterated foods and housing conditions. There is still an important role for local government to play in controlling these threats. While the leading causes of ill health within the municipality are no longer infectious diseases, evidence shows that the conditions in which we live, learn, work and socialise have an enormous impact on our health. Considerations in these times include how best to keep our health, not just how to get it back. Council plays an important role in the community. It has the legislated responsibility to improve, promote and protect public health and does this by direct involvement in a range of areas including roads, parks, waste management, land use, local laws, arts and culture, personal and home care, early-years services, recreation, community development, health protection, emergency management and advocating for community needs. Given this, local government is well placed to have an influence on many of the factors which directly and indirectly affect the health and wellbeing of our community. Our changing climate The environment is an issue of importance to our community and its sustainability. However according to the CSIRO our climate is changing, “It is often claimed that the observed warming of the climate system results from natural climate processes rather than being human-induced. However, there are no known natural factors that can explain the observed warming.” Changes to our climate has the potential to impact the water supply, air, soils and in turn the type and amount of crops that are grown.

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On average, rainfall has declined since the 1960s, especially in autumn. The harsh Millenium Drought (1996 to 2009) ended with two of the wettest years on record in 2010 – 11. Bureau of Meteorology data shows a trend within this region of:

 temperatures continuing to increase year round  less rainfall  fewer frosts  more frequent and intense heavy downpours  more days of extreme heat  harsher fire weather

The change in climate brings with it an unreliability of the natural forces that potentially impact our health. While these cannot be controlled, they can be anticipated and prepared for.

GO GOLDFIELDS People often ask ‘what is Go Goldfields?’ Put simply Go Goldfields is our community working together towards a positive future. The Central Goldfields Shire Council is the backbone for this work. Consequently the Council Plan (2017 – 20121) endeavours not only to support the work but demonstrates how Council as an organisation is ‘walking the talk.’ Continuing the implementation of the Go Goldfields program, and working towards program sustainability is listed as a priority within the Council Plan Go Goldfields is a place based initiative designed to address complex social issues within the Central Goldfields Shire. When we talk about Go Goldfields the ‘we ‘ refers to everyone who has an opinion, passion, commitment and influence to help us achieve our shared aspiration of ‘Our community aspiring, achieving and living a full life,’ where:

 Family Violence is unacceptable in our community.  Children are loved and safe.  Everyone has the language and literacy skills needed.  Young people are celebrated as they strive to reach their full potential.  Everyone can earn, learn, achieve and dream.

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To achieve our ambitious outcomes we have governance structures and processes in place, and commitments from, community (people who live, work and play in the community), services and Education, Business, Philanthropy and other funders, Government departments and Peak bodies. The Central Goldfields Shire Council holds the Backbone role for supporting the implementation of the collective impact approach for this initiative. Over the decades the Central Goldfields Shire population has been significantly impacted by the closure of manufacturing industries and a lack of transport to major places of employment and learning. However in more recent times there is a real buzz in the community as change becomes evident. Go Goldfields provides a collaborative platform for this change where everyone is working together towards a positive future for all who live, work and play in the community. We work to support the Central Goldfields Health and Wellbeing Partnership plan (2017 -2021) through the social inclusion lens of our work. We act to ensure sharing power with community in decision making is foundational in developing shared aspirations and mobilising for change.

CENTRAL GOLDFIELDS HEALTH AND WELLBEING PARTNERSHIP (CGHWP) The Central Goldfields Shire Council (and Go Goldfields) has partnered with Asteria Services Inc. (disability service providers), Central Victorian Primary Care Partnership, Maryborough District Health Service and Women’s Health Loddon Mallee. These partners have come together because of the recognised need to work together in order to maximise the opportunities for all residents to achieve optimal health and wellbeing. Working together at a local level enables a systems approach to place-based prevention.

POPULATION DATA Listed below are some important demographic statistics specifically related to the health and wellbeing of the population within the municipality.

 12, 575 people live in Central Goldfields Shire (Census Australia Bureau of statistics 2015)  Median age 49.8 person years and in Australia 37.4 person years population (ABS 2011).  54% of individuals with income less than $400 per week. Significantly above Victoria at 40% (Census of Population and Housing, Basic Community Profiles, ABS 2011)  Manufacturing is the main employment industry, employing 17.1% of the population (ABS 2011)

Social Inclusion

 In 2011 53% of households in the Central Goldfields Region had broadband internet compared to the Victoria average of 72.4%.

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 71% of Central Goldfields Residents said that they feel like they live in a close knit neighbourhood. This is higher than the Victorian average of 61%.

Healthy Eating and Active Living

 13% of people in Central Goldfields were reported to drink soft drink every day (Victorian Adolescent Health and Wellbeing survey 2009, Department of Education and Early Childhood Development)  39% of infants were reported as fully breastfed at 3 months of age in Central Goldfields. This was lower than the proportion reported across Victoria at 52% (Department of Education and Early Childhood Development and 2010 Estimated Resident Population, ABS 2010-2011).  Compared to all Victorians, a significantly larger proportion of Central Goldfields residents engaged in no physical activity during the week (26.9%, Victoria = 18.9%) (Central Goldfields LGA Profile VicHealth Indicators Survey 2015 Results)  The three most popular non-organised physical activities in Central Goldfields were walking (59.3%), gym or fitness (6.9%), and swimming (5.7%) (Central Goldfields LGA Profile VicHealth Indicators Survey 2015 Results).

Mental Wellbeing

 Over 50% of youth report, they are engaged in local, clubs, associations or community groups, with the remaining proportion reporting they are not involved with any local groups (Youth Survey, Youth Advisory Council, and Central Goldfields Shire 2016).  Nearly 12% of families are experiencing high levels of stress (Department of Education Victorian Child and Adolescent Monitoring System 2015)  16.4% of Loddon Area young people are bullied most days. (15.3% for Vic).

Primary Prevention of Violence against women

 Family Violence rates in the Central Goldfields are 3 times the state average and second highest in Victoria (per 100,000 population Victoria Police 2013/2014)  43% of family violence incidents in Central Goldfields have children present (per 100,000 population Victoria Police 2013/2014)

 In Central Goldfields 83.0% of lone parent families are headed by a female parent compared to the state average of 81.6% (2011 Census of Population and Housing, ABS. Census Table: Lone parent status by Sex by LGA, Population: Persons)

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COMMUNITY CONSULTATION In a bid to accurately capture community perspectives and viewpoints on what makes a community vibrant, and seeking ways to improve health and wellbeing, extensive community consultations were held. As a result the voices of our community have strongly informed this plan. The community were consulted over a 6 week period including an online survey, focus group discussions with a number of more vulnerable groups, pocket and pebble activity and we made sure to utilise the data that has been collected through recent community consultation with the Central Goldfields community, particularly through Go Goldfields and with youth. Data collected from the above consultation activities were collated and used, along with population health data to inform priority selection. On collation, the most important factors for the health and wellbeing of the community were preventing violence against women, reducing harmful drug and alcohol use and improving mental health. In regard to their own health and wellbeing, people were least satisfied with how much they exercise, their oral health, their ability to cope with stress and their connection to community. People felt least confident in their ability to make changes in the following areas: oral health, mental health, active living and social connection

IDENTIFIED PRIORITIES As a result of examining the community’s data, and feedback from the community consultation three priority areas were identified for action: Priority 1: Healthy Eating and Active Living Priority 2: Mental Wellbeing Priority 3: Primary Prevention of Violence against Women Overarching Lens: Social Inclusion In setting these priorities we acknowledge that we also have a leadership role to play in ensuring all of our community, regardless of diversity, can live a full and healthy life. As such, we have committed to applying a social inclusion lens to all of our work in this plan, which is reflected in our plans overarching vision. This will be enacted by utilising the document Building a Socially Inclusive Rural Community: A complete resource during planning, implementation and evaluation.

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Council recognises the influence of the organisation on all three identified priority areas, often through direct provision of services. It also acknowledges the key advocacy role it plays to support work within the priorities, in line with the objective listed in the Council Plan, to support community cohesion, health and wellbeing for our community. Go Goldfields and Priorities The priority of this plan for Healthy Eating and Active Living is supported through the work of the shared aspiration in Go Goldfields for ‘Children in our community are confident, creative, safe and healthy’. The themes in this work are:

 Services and education providers work in ways that meet individual needs of children and families  Children have the language and literacy skills to support aspiration and create life opportunities  All parents nurture their children so they can achieve their aspirations  All children are active and valued community participants

We work to support the priority of Mental Wellbeing through our work on youth connectivity and the implementation of the Central Goldfields Shire Youth Services Development Plan. This plan addresses the importance of ensuring that there are supportive environments to nurture the health and wellbeing of young people in the shire, and that they have opportunities for clear pathways for the future. Children in our community are ‘loved and safe’. We work to support the priority of ‘Primary Prevention of Violence Against Women’ through the work of the Go Goldfields Family Violence Action Group and the implementation of the Go Goldfields Family Violence Action Plan in the Shire. The Go Goldfields themes in this work are:

 Women are treated equally and respectfully and their expertise is valued and sought.  The Community is skilled and empowered to take action against family violence.  Family violence offenders are held to account by police, court and community.  A cultural shift in service sector – service providers have the ownership, the will skills and resources to meet community need.

We learn, monitor and evaluate our impact on outcomes and processes through systems of shared measurement.

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IMPLEMENTATION

The Central Goldfields Health and Wellbeing Partnership Plan 2017-21 presents the overarching strategic framework to guide the development of an annual implementation plan. The partnership through developing this plan has formed strong relationships and is committed to the sustainability of the objectives. The Partnership will meet on a regular basis to continue to monitor and refine the plan. The plan will be considered a live document as we recognise the need to be flexible and adaptable to the changing health and wellbeing needs of our community. The Central Goldfields Health and Wellbeing Partnership will:

 Develop an annual implementation plan each year to capture the activities of partnership members to address the objectives of the plan.  Work with the community using a co-design process to ensure our activities work for them, in particular the vulnerable and hard to reach groups.  Continue to actively pursue cross-sector partnerships.  Apply a social inclusion and a gender equity lens to all activities  Monitor and evaluate the plan to ensure activities leading to change  Provide yearly reports to DHHS and all partner organisations. Central Victorian Primary Care Partnership will provide the backbone support to this partnership. MONITORING AND EVALUATION

Monitoring and evaluation will be central to this plan and to meeting the health and wellbeing needs of the Central Goldfields community. The monitoring and evaluation framework will ensure the plan is focussed on delivering long term outcomes for the community. To create a culture of action, reflection and experimentation, developmental evaluation alongside a co-design approach will facilitate real-time feedback to inform the ongoing design, development and implementation of local strategies. The partnership has utilised the Victorian Public Health and Wellbeing Outcomes Framework to identify shared indicators for each objective in order to measure longer term impact at a community level. To demonstrate that we are making progress towards achieving these longer term impacts, we will develop shorter term progress measures and also continue to collect process indicators. These are included in the annual implementation plans.

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Attachment 1: Central Goldfields Shire Council – Action Plan

Area Action Outcomes Time Responsibility/comment Priority 1 : Healthy eating and Active living 1.Support mothers by providing breastfeeding Direct Action friendly places 1.1 Educate staff on the existing arrangements with A staff bulletin is prepared and Jan 2018‐June HR Manager and supporting staff with infants. information provided in meetings with 2018 communications officer the interested staff members Staff members are aware of their right and obligations as part of EBA 1.2 Consult with Staff on any gaps within EBA Staff inputs are tabled in EBA discussions Jan 2020‐ HR Manager regarding supporting staff with breastfeeding March2020 arrangements 1.3 Consider Breastfeeding friendly facilities in the Develop/amend a planning Jan 2018‐Dec Planning Manager development of future community infrastructure policy/framework to include 2018 consideration of parents room facilities 1.4 Promote Council facilities that are breastfeeding a. Have a signage, presence in Council Ongoing Communications Officer friendly website, regular social media updates b. Promote the MCH facility available for residents and visitors as a safe, clean and breastfeeding friendly facility. Advocacy 1.5 prepare an advocacy package to enable MCH Advocacy paper prepared and endorsed June 2018‐ Dec General Manager Go Nurses additional time and backfill to attain IBLCE by the collaborative table. 2018 Goldfields (International Board Certified Lactation Consultants) qualifications. Collaborative Action 1.6 Support Go Goldfields Children and Families Increase awareness of the business ongoing Economic Development Action Group in educating and promotion of community resource (TBD) Breastfeeding leveraging the existing MCH Nurses Council has available.

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2. Promote increase of Direct Action water intake 2.1 Consideration of water fountains in developing Water fountains are considered in all Ongoing General Manager Technical public infrastructure future infrastructure works Services 2.2 Internal campaign/education to staff on Central More awareness to staff on water March 2018 Health and Wellbeing Highlands Water Choose Tap campaign consumption Committee Create a visual Displays in the staff rooms (Vic Health Resource) Advocacy 2.3 Advocate for more water fountains in the public Engage with Central Highlands Water in Feb 2019‐June GMTS places improving and increasing Drinkwater 2020 facilities in public spaces

3. Support Fresh Food Direct Action intake 3.1 Promote Healthy eating at workplace Work with the Health and Wellbeing July 2018‐June HR Manager committee to engage staff in supporting 2019 Healthy Eating at workplace 3.2 Conduct an audit in Council owned kitchen Audit report of Council owned kitchen Jan 2018‐ Dec EHO facilities facilities. Report provided to Council 2018 Collaborative Action 3.3 Support Street Harvest or any other community Provide resources (shared services – Jan 2019‐Dec GMCCS groups in establishing or enhancing Community Ballarat City) 2019 gardens 4. Support Walking and cycling (Physical movement) Direct Action 4.1 Continue to implement footpath links and a. Progressive implementation of Ongoing a. Recreation connections as per Walking and Cycling strategy footpaths construction/renewal and Officer consideration in the annual budget and b. Manager long‐term planning Planinng

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b. Ensure new residential developments or subdivisions are designed to promote walking or cycling 4.2 Promote walking and Cycling with the employees Promotional activities conducted to July 2020‐June HR Manager. Health and of Central Goldfields Shire council (including walking encourage employees to walk/cycle more 2021 Wellbeing committee meetings, discounted gym membership for staff) 4.3 Work with Maryborough Leisure Centre ‐contract review of Maryborough Leisure July 2019‐ June Recreation Manager contractor to increase participation. Centre 2020 ‐ A report to Council with recommendations to improve participation at the leisure centre for Council consideration Advocacy 4.4 Prepare an advocacy package to seek funding to Advocacy package prepared July 2018 – June Manager Recreation implement the walking and cycling strategy priorities 2019 4.5 Prepare an advocacy package for Sewer Talbot Advocacy package prepared July 2018 – June GMTS & GMCCS township 2019 Collaborative Action 4.5 collaborate with the activities of CHSP or any Provide information/ education to July 2019 – June Coordinator CHSP & other seniors funding programs to promote the program managers for Senior’s program 2020 Manager Recreation recreation facilities Council manages to leverage Council managed recreation facilities 4.6 Collaborate with Community to create a program Design a program and report it for July 2020‐ June Manager Recreation(Civic similar to Active Ararat Council consideration 2021 leadership project) Priority 2: Mental Wellbeing 5. Training and support Direct Action to Central Goldfields Shire Council Staff 5.1 Increase awareness on mental health issues with Provide messaging to staff on maintaining Ongoing HR Manager & staff working with Health and Wellbeing Committee good mental wellbeing through regular communications officer communication via staff newsletters, all staff meetings

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5.2 Formal training programs to staff Deliver July 2017‐June HR Manager, Health and ‐ Mindfulness sessions (or similar) 2021 Wellbeing committee ‐ Mental Health First Aid training (to targeted staff members) ‐ Other training/programs as identified by the Health and Wellbeing committee 5.3 Prepare a Reconciliation Plan to Support Reconciliation Plan Prepared July 2019‐ GMCCS Aboriginal and Torres Strait Islander community December 2019 6. Promoting programs Direct Action and events to the community 6.1 Actively promote programs support Mental ‐Regular promotion in traditional and Ongoing Communications officer, Health and wellbeing using Council’s channels of Social media on programs that Support GMCCS and GMGG communication Mental Health and Wellbeing issues ‐Calendar of events that support Mental wellbeing Collaborative Action 6.2 Assist the MDHS and any other community ‐ Support in promotion of the events Ongoing Events Manager services agencies to roll out programs to combat using council’s event management mental health issues resources, Advocacy 6.3 Prepare an advocacy package for the Youth ‐ Advocacy Package to support Young Jan 2018 – Dec GMCCS Centre People to have a Youth Centre, that could 2018 work as a Hub of activities for Young People Priority 3: Prevention of Violence against Women 7. Training and Support Direct Action to Central Goldfields Shire Council staff 7.1 Support staff facing family violence issues Supported by Ongoing HR Manager, Executive ‐ Providing EAP team ‐ Additional leave as per EBA ‐ Support provided as per EBA

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7.2 Staff training and increased awareness Supported by July 2018‐ June HR Manager ‐Sons of the West Presentation to staff 2019 ‐Respectful relationship training ‐ Any other training/programs identified by the Health and Wellbeing Committee, including being part of White Ribbon Day 7.3 Have a policy position that prevents Undertake Gender Equity Audit July 2018‐ Dec HR Manager, Director Org discriminatory practices Adopt Equal opportunity Policy 2018 Transformation 8.Supporting Female Direct Action Friendly facilities and improve female participation in community events and recreation activities 8.1. conduct an audit on public amenities with a Council to understand the gaps in the July 2019‐June GMTS Female Friendly Lens and a Family Friendly Lens public amenities to support female 2020 friendly ethos 8.2 Actively Promote family friendly and or female ‐Organise Schedule Facebook posts to Ongoing Communications Officer friendly facilities through social media promote female friendly facilities actively Advocacy 8.3 Advocate for funding to improve female/family Advocacy Package Prepared July 2020‐ June Recreation Manager friendly facilities as identified in 8.1 above 2021 Collaborative Action 8.2 Working with Sport and Recreation Victoria and Recreation Strategy Prepared Jan 2019‐ Dec Recreation Manager all sporting clubs of Central Goldfields Shire Council 2019 prepare a Recreation Strategy that supports increased female participation 8.3 Support the Go Goldfields Family Violence Action ‐ Provide advocacy support Ongoing GMGG Group in their work with prevention of Violence ‐ Develop awareness to ensure that against women there are synergies between community activities and Council activities

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9. Support Community Collaborative Action run events to prevent family violence 9.1 Support community groups in promoting ‐ Support in promotion of the events Ongoing Events Manager programs and or events supporting prevention of using council’s event management family violence resources ‐Support funding applications for grants

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Ordinary Council Meeting – 30 January 2018 Page 35

8.10 Internal Audit Program

Author: General Manager Corporate and Community Services

Responsible General Manager Corporate and Community Services General Manager:

SUMMARY/PURPOSE:

This report seeks Council’s approval on the Internal Audit Program.

POLICY CONTEXT:

Council Plan Reference: Organisational Processes and Systems

BACKGROUND INFORMATION:

Section 139 of the Local Government Act 1989 (the Act) requires all Council’s to establish an Audit Committee as an advisory committee. However, this Audit Committee was previously established as a special committee under section 86 of the act.

Council appointed three new external members to the audit committee in May 2017. The three external members are Mr John Watson (Chair), Ms Cheryl Fitzgerald and Mr Robert Tommasini.

In the first meeting with the new external members held on 21st June 2017, the audit committee recommended Council to have an Internal Audit Program and recommended the following to the Council.

 The internal audit must be conducted by an external agency (independent)  Council should undertake a minimum four internal audit reviews annually  Council should maintain a tracking mechanism to ensure that all internal audit recommendations are reported to the committee, Council and addressed as per the agreed timelines  Council to follow a risk management approach to prepare and execute an internal audit program. The audit committee will assist Council by reviewing and providing advice on the internal audit program.

Council in the June 2017 Ordinary Council meeting, received the above recommendations and resolved as follows.

“That Council allocates $50,000 in the 2017-18 financial year, and considers the allocation of $45,000 per annum for 2018-19 and 2019-20 budgets to engage a suitable provider in undertaking an internal audit program as per the Ordinary Council Meeting – 30 January 2018 Page 36 recommendation of the audit committee; the sourcing of such allocation to be addressed in upcoming Budget reviews”. AFS & Associates Pty Ltd, Bendigo (AFS) were appointed as internal audit providers after following due procurement process. In the September 2017 Ordinary Council meeting, Council revoked the special committee status of the audit committee, re-established the audit committee with the same external members as per Section 139 of the act. Council also changed the name of the Audit Committee to the Audit and Risk Committee and adopted a new charter.” AFS conducted a workshop on 18th of December 2017, to gather inputs to prepare an internal audit program. An audit program was developed by AFS, which was reviewed by the Audit and Risk Advisory Committee (The audit committee) and resolved as follows. “That the Audit and Risk Committee acting out of session as decided at the meeting of the Committee held on 18 December 2017:

1. Receive and agree that the Internal Audit program for financial years 2017-18,2018- 19,2019-20 and 2020-21 as per the attached report prepared by AFS and Associates Pty Ltd is consistent with the discussions at that meeting, 2. Note that the draft scope for each item within the program will be the subject of further consideration and finalisation on a proposed quarterly basis ahead of the next quarter’s internal audits proceeding, and 3. Recommend that the Council adopt the attached audit program at the earliest opportunity with a view to the Internal Auditors making an early start on implementing the program.”

Based on the recommendation of the audit committee, the Audit program is presented to the Council for adoption.

REPORT:

AFS prepared the Audit program based on

. Research on the status of Central Goldfields Shire . Planning and initial focus discussions with Executive Management, Audit Committee Chair, Director of Business Transformation and Interim Administrator and . Workshops with CLT, the Audit Committee and Chief Administrator.

AFS undertook a risk management approach to prepare the audit program. The risks identified by officers and audit committee were also complemented by the generic risks related to the area of audit based on AFS’s rich experience and expertise in the field of audit.

This risk-based audit program development ensures Council’s resources are optimally utilised

The risks identified by AFS against each auditable area are subject to review each quarter. The risk review will be conducted by officers with the inputs from the audit committee. Ordinary Council Meeting – 30 January 2018 Page 37

AFS also recommended Council to consider the following

. A review of the risk register with input from key staff with a view to make this up to date, complete with risks, controls and gaps, and to become a living document . A review of the Risk Management Policy and Procedure for amendment, re-approval and communication and education to staff. . Establishment of risk identification, analysis and planning procedures, roll-out and embedding into everyday processes for major endeavours . Establishment of a risk reporting procedure to Executive Management and those charged with governance such as the Audit Committee and Councillors/Administrators that sit upon it. . Embedding the coordination of Risk Management into a functional and dedicated organisational position (we note this is occurring).

The recommendations made by AFS are similar to the suggestions from Audit & Risk Committee in the previous meetings. Council is currently in the process to recruit a resource to work in the Risk Management area to address the recommendations made by AFS.

CONSULTATION:

The preparation of the audit program involved consultation with the Audit & Risk Committee, the executive team, managers and team leaders of each department. In preparing the proposed program, the Auditors considered previous work compiled by the CMI and Municipal Monitor.

Council’s audit committee members appreciated the thoroughness of the audit program, and the detail provided relating to risks associated with auditable areas.

FINANCIAL AND RESOURCE IMPLICATIONS:

Council approved an allocation of $50,000 in the 2017-18 financial year for the audit program. The audit program for 2017-18 will be within the allocated budget. Council also considered an allocation $45,000 per year for next two financial years. The financial resources required to deliver the 2018-19,2019-20 program are within the previous notional allocation by the Council.

The internal audit process will provide various recommendations to council to improve its internal controls. The implementation of some recommendations may require additional resources. All additional resource requirements will be presented to Council for its consideration. Officers will undertake all reasonable steps including scheduling and prioritising of tasks to ensure minimise the need for additional resources.

CONCLUSION:

Internal audit is an independent, objective assurance and consulting activity designed to add value and improve Council’s operations. It is an important part of the internal control framework and helps Council accomplish its objectives by bringing a systematic, disciplined Ordinary Council Meeting – 30 January 2018 Page 38 approach to evaluating and improving the effectiveness of risk management, internal controls and governance processes.

The council must take all reasonable steps to ensure that an Internal Audit work is commenced as soon as possible, based on an approved internal audit program.

ATTACHMENTS:

1. Unconfirmed Minutes of the Audit and Risk Advisory Committee meeting held on 18th December 2017; 2. Internal Audit program prepared by AFS Associated Pty Ltd, Bendigo;

RECOMMENDATION :

1. That Council adopts the Internal Audit Program for financial years 2017-18,2018-19,2019-20 and 2020-21 as per the attached report prepared by AFS and Associates Pty Ltd. Central Goldfields Shire Council ‐ Audit and Risk Committee Meeting Minutes

Location: Community Hub Room 1– 48 Burns Street, Maryborough

Date/Time: Monday 18 December 2017 – 4.45PM

Members:

 Mr John Watson – Independent Chair  Mr Robert Tommasini – Independent Member  Ms Cheryl Fitzgerald – Independent Member

Chief Administrator – Mr Noel Harvey

Officers Attending:

 Mr Vince Haining –Interim CEO, CGSC  Mr Venkat Peteti – General Manager Corporate & Community Services, CGSC  Mr David Sutcliffe – General Manager Technical Services, CGSC  Mr Travis Heeney – Director Business Transformation, CGSC  Mrs Marita Turner – Manager Governance CGSC  Mrs Anna Bartlett – Finance Manager, CGSC

Visitors Attending:

 Mr Brad Ead – AFS & Associates Pty Ltd  Ms Imogen Guidi – AFS & Associates Pty Ltd

1. Welcome and Introduction

The Chair welcomed all attendees to the meeting.

2. Apologies

Mrs Sandra Hamilton – Acting General Manager Go Goldfields CGSC

3. Declaration of Conflicts of Interest

Nil.

4. Consideration of the Agenda

No amendments required.

5. Declarations a. Interim CEO – Any impending legal action or legislation breaches

The Interim CEO advised of a current issue regarding the privacy of a complainant’s details which is currently being investigated, and a second issue regarding the HACC acquittal process which is also to be investigated.

6. In Camera Session a. Interim CEO – in camera report

All Council Officers, except the Interim CEO, left the meeting for the In Camera Session. The Chief Administrator remained in the meeting for the In Camera Session.

7. Adoption of minutes of the meeting held on 26 October 2017

Decision

Agreed that the minutes of the meeting held on 26 October 2017 be adopted.

8. Matters Arising/Action List

The Committee reviewed the outstanding action items from prior meetings, noting that a full update will be provided at the next meeting.

A copy of the most recent Council report was circulated by the Director Business Transformation with regard to the status of Organisation and Governance Reform Action items.

Decision

That the status of matters/actions arising be noted by the Committee.

9. Internal Audit Plan

AFS & Associates facilitated a workshop with the Committee to develop a Draft Internal Audit Plan for Council consideration. The workshop addressed both Internal Audit to be funded from the annual budget allocation to support the work of the Audit and Risk Committee and Audit work to address matters arising from the Organisation and Governance Reform Action Plan which has its own budget allocation. After much robust discussion, a draft three‐year Internal Audit Plan and priorities for audit work to address matters in the Organisation and Governance Reform Action Plan were agreed to recommend to the council noting that the Action plan items did not require council approval to proceed.

Note: During the discussion, The Chief Administrator left the meeting to attend to another commitment. The Chair acknowledged the Chief Administrator attendance and thanked him for his participation in the meeting.

The matters to be included in the Draft Internal Audit plan are as follows:

For the financial year 2017‐18

 Risk Assessment and Internal Audit Program  RACV Energy Breakthrough Review  FBT and Fuel Tax Credits Review  Payroll Review For the financial year 2018‐19

 Key Internal Controls  ICT Controls and Governance  Budget Processes, Monitoring and Adjustments  Business Continuity, Disaster Recovery Planning

For the financial year 2019‐20

 S.86 Committees  Road Management Plan  Contract Management  Project Management  Property Management

For the financial year 2020‐21

 Depot Operations Review  Work Order Management  Volunteer Management  Past Issues Review

The priorities as discussed for the Organisation and Governance Reform Action Plan are as follows:

 Grants Management  Credit Cards and Procurement  OHS  HR Risk Management  Information Privacy and Records Management  Governance

Note: It was discussed that all the reviews identified as part of the reform program as above must be concluded before October 2018.

It was agreed that AFS and Associates Pty Ltd would provide a fuller version of the draft Internal Audit Plan and priorities for the Organisation and Governance Reform Action Plan early in January 2018 which will be circulated to the Committee out of session. Once confirmed by the Committee Members as accurately reflecting the discussion at this meeting, the intention will be that the Draft Internal Audit Plan will be reported to the Council at the earliest opportunity with a recommendation for endorsement. The Committee noted the urgency of Internal Audits commencing as soon as possible.

It was noted that prior to the meeting a broader workshop with the Council Leadership Team (CLT) had been held. It was requested that the matters identified during the earlier CLT Workshop which are addressed as part of the draft three‐year Internal Audit Plan and priorities for the Organisation and Governance Reform Action Plan be cross‐referenced to the plans. Brad Ead indicated that he would do this. Central Goldfields Shire Council

Internal Audit Report 2018-01 Risk Assessment and Internal Audit Program January 2018

Confidential

Prepared for: Central Goldfields Shire Council Prepared by: Brad Ead - AFS & Associates Pty Ltd

Table of contents 1. Executive summary ...... 1 1.1 Objective ...... 1 1.2 Conclusion ...... 1 1.3 Proposed internal audit program ...... 2 Remainder of 2017/18 ...... 2 Year 1 – 2018/19 ...... 3 Year 2 – 2019/20 ...... 3 Year 3 – 2020/21 ...... 3 1.4 Other potential areas of review ...... 4 2. Internal audit introduction ...... 5 2.1 Scope ...... 5 2.2 Approach ...... 5 3. Detailed observations and recommendations ...... 6 3.1 Risk assessment ...... 6 3.2 Risk management maturity ...... 6 3.3 Identified risks and areas of concern ...... 8 3.4 Internal audit topics ...... 17 Appendix 1 – Proposed internal audit program ...... 19

1. Executive summary

1.1 Objective

The purpose of the risk assessment was to gain an understanding of Central Goldfields Shire Council (CGSC) to:

. allocate internal audit resources to the areas of greatest risk as perceived by you for the three year internal audit plan . accurately scope topics . maximise the value you achieve for your internal audit budget.

1.2 Conclusion

We successfully reviewed the risk environment of CGSC. We have assessed the maturity of your Risk Management Framework as at the “Initial” stage and have made recommendations about progressing the development of the risk management framework.

Respondent’s perceptions of key areas of concern and risk management within CGSC were recorded. We established a strong background on the known risks and emerging risks currently faced by CGSC.

We have proposed an internal audit program commencing in January 2018.

This would consist of four topics for the remainder of this financial year and four to five topics per year of sufficient depth to properly test the internal control environment and add value through identifying opportunities to strengthen controls or improve efficiency. It also consists of four attendances per year to the Audit Committee meetings.

The risk assessment process and workshops highlighted opportunities for AFS to assist CGSC in improving processes, strengthening the internal control framework and secure better governance in operational areas.

Consulting engagements are listed highlighting those areas earmarked to address items within the Organisation and Governance Reform Program Action Plan (The Reform Program). These don’t form part of the Internal Audit program and whilst not necessarily under the control of the Audit Committee, are highlighted to keep the Audit Committee informed of other areas of assurance that will be occurring. Scope will be determined in consultation with the CEO and Director Business Transformation.

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1.3 Proposed internal audit program

The table below provides an overview of our proposed internal audit program remaining for this financial year and the future three financial years. The table also highlights high‐urgency consulting engagements linked to fulfilling the Organisation and Governance Reform Program.

Remainder of 2017/18

Auditable areas Approx. Timing of Fieldwork Remainder of 2017/18 Risk Assessment and Internal Audit Program Complete RACV Energy Breakthrough event Review Jan/Feb 2018 Payroll Review# Apr 2018 Fleet Review# Apr 2018 3 x Audit Committee Preparation and Attendance As scheduled Consulting Engagements Linked to Organisational and Governance Reform Program Grants Management Items due Mar 2018* Jan/Feb 2018 Budget Management Items due Jan 2018* Jan 2018 Purchase Cards and Procurement Items due Feb 2018* Jan/Feb 2018 HR Risk Management Items due Mar 2018* Feb 2018 OHS Items due Jul 2018* May 2018 Information Privacy and Records Items due Oct 2018* June 2018 Management Governance Items due Feb‐Oct 18* June 2018 Other Engagements FBT Return Completion# Apr 2018 Fuel Tax Credits Review# Apr 2018 Table 1: Proposed internal audit program (Remainder of 2017/18) – detailed proposed scopes of topic and costing is contained within Appendix 1 # Topics performed concurrently * Due dates as per Organisational and Governance Reform Program

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Year 1 – 2018/19

Auditable areas Approx. Timing of Fieldwork Year 1 – 2018/19 Key Internal Controls July 2018 Budget Processes, Monitoring and Adjustments Oct 2018 ICT Controls and Governance Jan 2019 Business Continuity, Disaster Recovery Planning Mar 2019 4 x Audit & Risk Advisory Committee Preparation and Attendance Quarterly 4 x Quarterly Completed Past Issues Verification Quarterly Table 2: Proposed internal audit program (Year 1 – 2018/19) – detailed proposed scopes of topic and costing is contained within Appendix 1

Year 2 – 2019/20

Auditable areas Approx. Timing of Fieldwork Year 2 – 2019/20 S.86 Committees July 2019 Road Management Plan Dec 2019 Contract Management Jan 2020 Project Management Mar 2020 Property Management Mar 2020 4 x Audit & Risk Advisory Committee Preparation and Attendance Quarterly 4 x Quarterly Completed Past Issues Verification Quarterly Table 3: Proposed internal audit program (Year 2 – 2019/20) – detailed proposed scopes of topic and costing is contained within Appendix 1

Year 3 – 2020/21

Auditable areas Approx. Timing of Fieldwork Year 3 – 2020/21 Depot Operations Review ^ Oct 2020 Work Order Management ^ Oct 2020 Volunteer Management Dec 2020 Past Issues Review Dec 2020 3 x Quarterly Completed Past Issues Verification Quarterly 4 x Audit & Risk Advisory Committee Preparation and Attendance Quarterly Table 4: Proposed internal audit program (Year 3 – 2020/21) – detailed proposed scopes of topic and costing is contained within Appendix 1 ^ Topics performed concurrently

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1.4 Other potential areas of review

The table below highlights topics that were raised as areas that would also benefit from an internal audit (due to risk, reliance on controls or perceived value to be achieved) but do not presently fit within CGSC’s internal audit budget. This is not an exhaustive list. These are highlighted per Appendix 2 – Additional suggested IA topics.

Auditable areas Long Term Financial Planning Delegations and Authorities Infrastructure Asset Management Community Grant Management Fraud and Corruption Risk Management Framework Table 5: Other potential areas of review

We have also included a list of other services that may lower associated risks or aid CGSC in compliance or overcoming road‐blocks within Appendix 3 – Additional services.

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2. Internal audit introduction

2.1 Scope

The scope of the risk assessment and internal audit proposal was to identify key risks and develop an internal audit program based on those risks at CGSC for:

. remainder of 2017/18 . 2018/19 . 2019/20 . 2020/21

2.2 Approach

Our risk assessment involved:

A review conducted through conversations with key personnel at CGSC, including:

. Finance Manager . Interim CEO . Interim Administrator . General Manager Corporate & Community Services . Director Business Transformation . Audit Committee Chair.

The review also incorporated workshops with the Audit Committee and Corporate Leadership Team (CLT) held 18 December 2017 to identify key risks and creation of the three year internal audit program. In addition, we completed a review of relevant documents and publications to determine the key auditable risk areas, including:

. Corporate Risk Register . Council Risk Register . Council Plan . Organisation and Governance Reform Program Action Plan . Interim Administrator’s Report . 2017 Financial Statements . Buildings Asset Management Plan . Interim and Final Management Letters from 2012/13 financial year to 2016/17 . Risk Management Policy . Risk Management Procedure . Council Finance Reports including October 2017 . Road Management Plan v6 . Audit and Risk Committee meeting agenda and minutes . Council Agendas . Audit and Risk Committee Charter . Local Government Investigations and Compliance Inspectorate Protecting Integrity: Central Goldfields Shire Council investigation August 2017 . Adopted Budget 2017/2018 . Asset Management Plan for Pathways.

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3. Detailed observations and recommendations

3.1 Risk assessment

A risk assessment is a systematic process for identifying and evaluating events (i.e. possible risks and opportunities) that could affect the achievement of objectives, positively or negatively.

Such events can be identified in the external environment and within an organisation’s internal environment. When these events intersect with an organisation’s objectives, or can be predicted to do so, they become risks.

3.2 Risk management maturity

As part of this project we assessed the maturity of your risk management framework.

A risk management framework is a set of components that provide the foundations and organisational arrangements for designing, implementing, monitoring, reviewing and continually improving risk management throughout the organisation.1

Diagram 1: Risk Management Maturity Model is based on COSO Enterprise Risk Management Integrated Framework and highlights the phases of maturity under the COSO Enterprise Risk Management Integrated Framework.

1 AS NZS ISO 31000:2009 Risk Management

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We have assessed CGSC’s maturity level as “Initial” and in need of attention to revisit and redesign the organisation’s risk registers, risk profile and reporting.

This assessment is based on the following:

1. A culture of desired improvement in risk management exists 2. An established Risk Management Policy exists 3. No Risk Appetite Statement across risk/division categories 4. Risk Management Procedure is in place 5. Requirement of the Policy to undergo bi‐annual review 6. Policy and procedure structure could be improved 7. Risk register exists but not complete 8. Opportunity for more and regular oversight of the organisation’s risk profile 9. Organisation restructure to be undertaken and risk management embedded (position is advertised) 10. Established processes applied ad hoc 11. Weakness in up‐front risk identification, analysis, planning, management and monitoring processes for major endeavours (projects, programs, Council decisions) 12. High risk of legislative non‐compliance due to the above 13. Opportunity to further document the control environment 14. Opportunities to provide further coverage and assurance across the third line of defence 15. Information management systems for risk management heavily reliant on the use of spreadsheets 16. No embedded software systems to facilitate legislative compliance and corporate calendar 17. Improvement opportunities in training and inducting staff 18. Key risk indicators and metrics reporting to be further established 19. Opportunity to align risk management processes across different divisions 20. Opportunity to link processes further to strategy/Council plan initiatives and actions and strategic planning processes

To this extent we recommend:

. A review of the risk register with input from key staff with a view to make this up to date, complete with risks, controls and gaps, and to become a living document . A review of the Risk Management Policy and Procedure for amendment, re‐approval and communication and education to staff. . Establishment of risk identification, analysis and planning procedures, roll‐out and embedding into everyday processes for major endeavours . Establishment of a risk reporting procedure to Executive Management and those charged with governance such as the Audit Committee and Councillors/Administrators that sit upon it. . Embedding the coordination of Risk Management into a functional and dedicated organisational position (we note this is occurring).

An established and effective risk management framework can justify itself through cost and efficiency savings, and lowering the risk profile to reduce the likelihood and impacts of adverse events.

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3.3 Identified risks and areas of concern

Table 6 documents the risk areas discussed in the internal audit risk assessment workshops and discussions, and how they have been factored into our proposed internal audit plan.

Bold text is a direct factor highlighted from responses from either Executive Management, CLT or participants in the Audit Committee workshop. Non‐bold text is other general factors of risk to highlight as derived from our review of your documents and industry experience.

Item Potential Organisation Specific Areas/Factors of Risk Topic and Governance Reform Program Action 1 RACV Energy 29 . Large number of children involved in the event Breakthrough . Large number of volunteers that work at the event Review . Risk of non‐compliance as a S.86 committee . High‐profile event . Participant safety . Attendee safety and security (camping sites) . Insurability/coverage against adverse events . Uncertainty of where liability sits . Reliance on economic contribution to town . Unknown risk management processes . Uncertainty over governance . Uncertainty over financial management . Partners/Stakeholders and reliance on them . Poorly managed community events on council land, resulting in significant environmental and/or personal harm . Changing legislation and events that don’t meet requirements . Gap in the special committees constitution and operation, leading to issues of non‐compliance with LG Act and management of facilities and events . No long term Business development strategy for the event . Uncertainty over appropriateness of structure of committee . Compliance with OHS requirements

2018‐01 Risk Assessment and Internal Audit Program 8

Item Potential Organisation Specific Areas/Factors of Risk Topic and Governance Reform Program Action 2 Project . No consistently applied project management framework Management . Variability of approaches across council . Size of capital program . Compliance with grant funder’s requirements . Potential for program reduction to counter operational over‐runs . Lack of community planning results in community inputs not considered in developing projects . Concern over budget monitoring over multiple years at individual project and whole program level . Silo approach . Insufficient risk identification and planning and development of risk mitigation strategies . Large risks around cost/budget, schedule, scope creep and quality . Key person dependency . Level of reporting and communication to those charged with governance . Ill‐defined process . Perceived lack of executive oversight . Large volume of funds 3 FBT and Fleet 18 . Not reviewed for a long time Review . Perception of volume of fleet being oversized for purpose . Insufficient control over vehicle types . Insufficient control over private use . Potential efficiency gains (booking system, pooled vehicles, use of software) . The structure of fleet management into salaries may not be effective for FBT . Vehicle safety checks . Vehicle maintenance . Process of procurement including trade‐in of old fleet

2018‐01 Risk Assessment and Internal Audit Program 9

Item Potential Organisation Specific Areas/Factors of Risk Topic and Governance Reform Program Action 4 Grants 3, 5 . Financial loss if funders requirements not met Management . Inability to attract grant funding (grants . Reputational risk of mismanagement funding received) . Procedural internal controls to isolate specific‐purpose funds . Inconsistent acquittal processes . Grant applications are not successful . Grant schemes are not accessed due to lack of available time to investigate all funding avenues . Grant funded projects are not completed according to prescribed timeframes jeopardising funding . Applying for funds without executive approval . Inconsistent approach to grant management . Central monitoring and control (timelines, spend, committed funds, est. to complete) . Governance and accountability . Links to project management framework . Appropriate accounting treatment including carry forward arrangements on unspent grants . Officers committing organisation to financial obligations with no link to Council objectives/plan . Planning, design and approval prior to application 5 Information 22, 23, 24 . Data breach/IT Security Privacy and . Lack of adherence to policies surrounding information privacy Records . Inefficiency in recall Management . FOI compliance risk . Lack of guidance and training . Inconsistent approach to record keeping . Poorly applied record keeping practices . Non‐transfer of hardcopy records to digital format . Risk of data and information loss . Key person dependency . VAGO Management letter points potentially not dealt with . Cost of records management . Application of data back‐up procedures . Quality and frequency of testing of data recovery procedures . Compliance with privacy regulations and legislation . Reputational risk of not protecting personal information

2018‐01 Risk Assessment and Internal Audit Program 10

Item Potential Organisation Specific Areas/Factors of Risk Topic and Governance Reform Program Action 6 Purchase 6, 8 . Potential for fraud if inappropriate controls Cards and . Concern over control framework and guidelines on employee use Procurement . High reputational risk exposure . Procurement efficiency (opportunity) . Under or overstatement of need . Misinterpretation of user need . Insufficient funding . Probity failure . High expenditure area . Potential to breach the Local Government Act . Corruption threat . Confirmation orders . Split invoices 7 Key Internal 25, 26 . Uncertainty over governance Controls . Debts are not collected for services rendered . Prevention of the likelihood and impact of fraud . Maintaining integrity over key financial data . Financial loss to the organisation . Risk of reputational damage 8 Council 17, 16 . Non‐implementation of recommendations from previous IBAC study Works at CGSC depot Depots – . OHS threats Operational . Monitoring of workorders and their status Review . Security threat/theft and damage risk . Inventory management . Training in plant operations . Manual handling . Incorrect chemical storage handling . Security at depot . Potential for misappropriation of materials and tools . Operate in a silo . Use of minor plant and equipment registers . Perception of procedural non‐compliance . Recent IBAC reviews highlighting corruption risk . Procurement non‐compliance risk . Key person dependency/succession risk . Plant maintenance requirements

2018‐01 Risk Assessment and Internal Audit Program 11

Item Potential Organisation Specific Areas/Factors of Risk Topic and Governance Reform Program Action 9 Occupational 17, 19 . Safe work practices by contractors on projects are adhered to Health and . Maintaining vigilance in best practice in OHS for operations Safety . Staff on external sites, particularly for compliance visits . Working alone . Poor health and safety culture . Bullying and harassment claims . Culture and attitude to safe work practices . Increased workloads . No other independent assurance providers . Hazard identification processes . Incident reporting and prevention . Contractor work environment . Contractor induction 10 Business 24, 23 . Critical interventions not incorporated into the BCP or DRP Continuity . Emergency management plan and testing and Disaster . Ineffective business continuity planning Recovery . Planning and preparation unknown (by some levels) Planning . IT disruption and data loss risk . Succession risk management . Contingency planning . Unidentified critical services . Unmeasured downtime limits . Suboptimal planning 11 Payroll 18 . Financial sustainability of Council . Outdated payroll system . Staff entitlements are based on incorrect award level . Incomplete files could cause errors in payroll or failure to comply with legislation . Biggest operational expense . Potential for incorrect pays . Potential to be outside of budget . Fraud potential . Segregation of duties requirements . Basic internal controls requirements 12 Volunteer 17, 19 . No centralised volunteer management function Management . Large volume of volunteers being used across the organisation by each department . Management and coordination challenges . Ad hoc processes . Liabilities claims risk . Potential for lack of insurance coverage . Weak induction processes . OH&S risk . Uncontrolled workforce

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Item Potential Organisation Specific Areas/Factors of Risk Topic and Governance Reform Program Action 13 Contract 8 . Compliance with contract management framework Management . Shortfall to best practice . Contractor performance management processes . Payment approval . Dispute resolution processes 14 Human 9, 10, 11 . Concern over resources vs required volume of work Resource . Perceived weakness in succession planning Management . Key person risk . Staff wellbeing . Shortfall in skills and capability to complete work . Ageing workforce . Training . Encouraging younger employees to work for CGSC . Changes in awards or other entitlements not recognised . Performance appraisals not completed on anniversary date thus affecting budget restraints . Performance appraisal not sufficiently comprehensive and does not address appropriate performance standards . Performance appraisals not connected with Council Plan or any other Strategic Plan objectives . Possible claim for discrimination within recruitment process . Unsuitable people employed for high risk areas . Inadequate human resources causing significant staff stress . Staff stress caused by staff mistrust on management and change management . Resourcing and scheduling . HR strategy . Induction processes . Termination processes . System limitations . Performance evaluation processes . Equal employment/Bullying and harassment . Workforce planning . Employer relations and reputation

2018‐01 Risk Assessment and Internal Audit Program 13

Item Potential Organisation Specific Areas/Factors of Risk Topic and Governance Reform Program Action 15 ICT Controls 23 . Outdated ICT systems and . Finance, payroll and rates system outdated Governance . Systems not meeting user needs . Unreliable access to ICT system from external workplaces of Council . Lack of upgrades to ICT systems to perform duties adequately . Concern over documenting business continuity processes . Untested recovery . Allocated budget costs insufficient . Potential for ICT services disruption by fire/water/flood/power surge . Potential for virus on network . Heavy reliance on systems . Quality of maintenance . Increasing digitisation of documents and processes . Dependence on key staff and service providers . No other control testing providers . Potential for significant infrastructure and implementation costs . Underutilised systems . ICT Strategy status 16 S.86 13, 29 . Non‐compliance with the Local Government Act (Ordinary returns, Committees COI declarations, minutes of meetings) . Defunct committees no longer operating . Lack of clarity over whether some fall under the delegation of S.86 . Declarations of interests not kept up to date . Basic risk management concerns . Volunteer management . Concern over use of Council resources and funds . Lack of delineation of obligations between Committee and Council . Committees established under incorrect structures . No long term planning around committees 17 Governance 12, 13, 16, 22, . Perceived gaps in governance 27, 28, 29, 30 . Conflict of interest threat . Lack of guidelines and policies . Lack of adherence to current policies . Outdated policies . Reputational risk . Poor corporate governance . Future delivery and monitoring of Council Plan . Performance reporting framework . Underuse of systems to aid compliance . Lack of clarity on how priorities in Council Plan are set . Legislative compliance burden . Code of conduct existence, signing and compliance . Reporting frameworks to be optimised

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Item Potential Organisation Specific Areas/Factors of Risk Topic and Governance Reform Program Action 18 Road ‐ . Renewal set below consumption Management . Highest value asset class Plan . Maintenance and renewal program large component of annual budget . No broader asset management strategy . Asset renewal (more broadly) occurring in unplanned way long term . Long term financial obligations not known . Inconsistent inspections process . Inadequate maintenance of roads . Delayed repairs after significant environmental events . Accounting treatment . Potential for litigation if not adequately maintained and adverse event occurs 19 Budget 7 . Lack of financial, budget variance reporting Processes, . Potential for inaccurate income and expenditure budgets Monitoring . Ease of budget owners deriving required information and Adjustments . Financial sustainability of Council . Asset maintenance and renewal funding occurring in an unplanned way . No updated rating strategy . Rate capping vs modelled rate increases . Further scrutiny of assumptions in Budget and Strategic Resource Plan required . Concern over adequate controls around expenditures, funding allocations and changes/variations . Capital program monitoring and control . Budget accountability . Forecast cash flows . Need for better justification framework . Need for better consistency . Uncertainty around framework . Potential lack of fairness in budget distributions . Need to promote fairness and transparency . Squeeze on availability of discretionary funds 20 Work Order 38 . Inefficiency in management/ability to manage Management . Monitoring and reporting of status of outstanding work orders . Promoting customer satisfaction . Escalation processes for overdue work orders . Number of overdue work orders . Linkages to Customer Request Management System . Linkages to actual assets . Injury or death caused to the public by Council asset . Litigation from damages, injury or death caused by a council asset

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Item Potential Organisation Specific Areas/Factors of Risk Topic and Governance Reform Program Action 21 Long Term 7 . Ageing equipment and infrastructure (including IT) Financial . No modelling and multi‐variable (scenario) analysis Planning . Small Rural Council with limited funding sources . Rate capping environment . Major project lifecycle costing . General cost shifting (from higher levels of government) . Lack of integration between asset plans and long term financial plans . Continually changing State and Federal Government policy and funding streams . Uncertainty about ability to reasonably predict the impact of various decision (i.e. major projects) that have long term cost implications. . Service cost increases greater than revenue increases 22 Delegations 7, 25, 26 . Not following policy and procedure of Authority . Previously no established procedure or system to control and update . Non‐compliance with the instrument of delegation . Unapproved purchases . Potential for non‐compliance with LG Act. 23 Infrastructure ‐ . Ageing infrastructure Asset . Potentially understated insurance valuations Management . No established long‐term infrastructure strategy . Systems not supporting infrastructure management . Financial squeeze on capital program and maintenance . Degradation risk . Increased probability of liability claims . Increased risk of causing injury to community members due to condition . New projects creating new assets to maintain (without increasing revenue base to service the maintenance) . Community demand for big projects . The need for infrastructure to support an ageing population . Consideration for asset divestment and rationalisation 24 Community 3, 4, 5 . Uncertainty around acquittal and inspection processes Grant . Large volume of funds Management . Robustness and consistency in assessments . Establishment of fairness in assessments . Need to review justification of community use in assessing need . Often lack of linkage to Council Plan initiatives 25 Fraud and 31 . Lack of robust systems and processes to prevent and detect fraud Corruption . Fraud prevention framework not well known or communicated . Conflict of interest threat . IBAC increasing awareness

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Item Potential Organisation Specific Areas/Factors of Risk Topic and Governance Reform Program Action 26 Risk 28, 36 . Processes still evolving Management . Lack of training across the organisation Framework . Induction processes need improving . Risk reporting processes need improving . Risks and controls not fully captured/documented . Framework needs to focus at higher level activities . Consistency opportunities . Improvement in lead indicators required . Levels of embeddedness and accountability . Emerging risks not regularly reviewed . Software to facilitate risk management . Speed and capacity to implement recommendations Table 6: Identified risks & areas of concern

Through our workshop process, several risks were raised and identified that have not been included within the internal audit program. However, these may be reviewed and referred to in future for additional audit topics:

. non‐compliance with Australian Tourism Accreditation Program (ATAP) requirements within tourism departments . impact council services have on the environment when performing duties . artists employed by the Council working in the community increasing Council’s liability risk . safety within the library services including public and staff . compliance with pool regulations regarding lifeguard levels on busy days . compliance with childcare regulations for the Goldfields Family Centre, such as staff to children ratios . compliance with scheme or permits . private permit system failure . emergency management . waste management.

3.4 Internal audit topics

A detailed description of the topics and preliminary scopes are included in Appendix 1 – Proposed internal audit program.

Scopes can be refined with management and approved by the Audit Committee prior to commencing the topics to ensure the internal audit is targeted to achieve the most value.

Additional suggestions for topics are represented in Appendix 2 – Additional suggested IA topics.

Further services that may assist in mitigating risk or offer further value to CGSC are incorporated in Appendix 3 – Additional services.

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Please convey our thanks and appreciation to your staff for their assistance and co‐operation during the course of our audit.

Please contact me if you have any questions.

Yours sincerely

Brad Ead AFS & Associates Pty Ltd

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Appendix 1 – Proposed internal audit program

Auditable Specific audit areas / example scope Indicative Indicative fee* area hours (Incl. GST) $ Remainder of 2017/18 Risk Identify key risks and develop an internal audit program. Assessment The independent risk assessment involves the following: and Internal . conducting research into the risk environment Council is Audit Program presently operating in . planning meetings with relevant staff, Interim Administrator and Audit Committee Chair . preparation for and conducting a workshop for Corporate Leadership Team members to communicate risks of the organisation . preparation for and conducting a workshop for members of the Audit Committee to identify risks to the organisation and agree a three year internal audit plan . analysis of the maturity of the current risk management framework . discussions with participants regarding their responses and to further investigate risks noted . preparation of a report to the Audit Committee outlining our review and outcomes including the draft three year internal audit plan.

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Auditable Specific audit areas / example scope Indicative Indicative fee* area hours (Incl. GST) $ RACV Energy The objective is to: Breakthrough . confirm an established process for management of the Committee event including risk management Review . review the financial management of the Committee . ensure governance requirements as a S.86 committee are complied with.

The scope includes: . identifying the structure of the committee and commenting on the appropriateness as a s.86 committee . confirming long‐term planning and strategy exists for the event . reviewing the risk identification and management processes . review of team induction and safety . review of management of volunteers at the event, including: ‐ registration ‐ working with children check requirements ‐ record keeping ‐ Induction process . review of budget setting process for the event . analysis of costs for the 2017 event to determine any cost overruns and explanations . review of the approval process for expenditure and reimbursement claims . review of the acquittal process for the 2017 event (if required) . review of staff fatigue management process and overtime . reviewing compliance with the Local Government Act as a S.86 committee, including: ‐ ensuring an instrument of delegation is in place ‐ reviewing the conflict of interest declaration process ‐ reviewing member nomination and appointment process ‐ keeping and distribution of minutes and financial reports ‐ completion of ordinary returns

2018‐01 Risk Assessment and Internal Audit Program 20

Auditable Specific audit areas / example scope Indicative Indicative fee* area hours (Incl. GST) $ Payroll Review The objectives are to confirm: . accuracy of employee pays and . an effective internal control environment exists The scope includes: . confirming adequacy of policies and procedures . reviewing and testing the internal control environment in relation to payroll including approvals and timesheets . assessing the segregation of duties . confirming security over personnel files ‐ testing controls and procedures for staff additions and terminations ‐ confirming controls over changes to employee details . confirming controls over approving additional hours, overtime and higher duties . confirming controls over leave taken and leave balances . confirming pay is accurately calculated and recorded . confirming the adequacy of payroll reporting including the generation and review of masterfile changes . confirming if payments made outside the normal payrun are appropriately processes and approved. . ensuring the pays occur in accordance with individual pay rates from EBA and legislation. . confirming superannuation is calculated accurately and remitted . confirming PAYG is withheld and remitted as required . confirming leave and timesheet approval processes are adequate

2018‐01 Risk Assessment and Internal Audit Program 21

Auditable Specific audit areas / example scope Indicative Indicative fee* area hours (Incl. GST) $ Fleet Review The objective is to identify and confirm the effectiveness of the fleet management function in terms of cost management, safety and compliance. The scope of the internal audit includes: . Identify the framework and systems in place for motor vehicle fleet management and comment on its effectiveness to optimise fleet management. . Review the maintenance of fleet registers. . Assess the reliability and effectiveness of the current fleet management practices and procedures. . Identify and document insurance coverage and confirm it is at level required (per Council’s policy on required insurance). . Identify vehicle safety confirmation procedures and test application. . Determine whether preferred suppliers exist and if procurement is made in accordance with this. . Assess whether appropriate documentation has been maintained in accordance with policies and FBT requirements. . Test sample of vehicle files to assess whether policies and procedures are being adhered to. Scope limitation: Scope is limited to light fleet only. The review will be conducted in conjunction with completion of the FBT return and Fuel Tax Credit review. 3 x Audit Preparation for Audit Committee meetings including submission Committee of internal audit program status update, review of agendas, Preparation travel to and from meeting and meeting attendance. and Attendance Remainder of 2016/17 Total

2018‐01 Risk Assessment and Internal Audit Program 22

Auditable Specific audit areas / example scope Indicative Indicative fee* area hours (Incl. GST) $ Year 1 – 2018/19 Key Internal The objective is to confirm key internal controls are in place Controls and to identify control weaknesses over core finance functions. The scope includes: . Perform a gap analysis and identify that key internal controls exist for: ‐ Accounts payable (all payment methods i.e. cheques, electronic, direct payment, cash) ‐ Accounts receivable, invoicing (rates and sundry), receipting and banking ‐ Payroll ‐ Asset management. . Test for their consistent application and effectiveness. . Identify reporting opportunities that may assist in enhancing the internal control framework (i.e. exception reports). ICT Controls The objective is to ensure a strategic approach to ICT and management and planning exists to minimise ICT risk and Governance effectively plan ICT capital and operational costs. The scope includes: . identify the existence of an approved ICT Strategy and its status . identifying ICT need forecasting and budget bid processes . identify the ICT risk management and governance framework incorporating identifying ICT risk, monitoring and reporting and control environment . a review of associated policies and procedures . confirming basic system level controls exist . confirming physical security . confirming operating systems and network security . assessing the capture and logging of issues and resolutions . reviewing back‐up and recovery procedures . reviewing disaster recovery planning and associated actions . assessing the management of Share Services/Outsourcing Arrangements.

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Auditable Specific audit areas / example scope Indicative Indicative fee* area hours (Incl. GST) $ Budget The objective is to confirm: Processes, . a transparent and fair process for budget bids Monitoring . a robust budget setting process and . a robust budget spend monitoring and additional budget Adjustments request process. The scope includes: . confirm a transparent and fair process for allocating budget resources exists that promotes achievement of the Council Plan . identify the budget setting process, involvement with and guidance to budget managers, alignment to Council Plan and assumption verification. Confirm the process aligns with legislative requirements . verify a robust budget spend monitoring and reporting process . verify a robust ‘additional budget request’ process . identify and comment on management’s capacity to identify and review their budgets (software sufficiency) . identify and comment on Executive Management’s capacity to globally review the budget variances and financial performance of Council. Business The objective is to confirm Council’s business continuity and Continuity, disaster recovery planning aligns to best practice standards and Disaster is reviewed and tested. Recovery The scope includes a review of: Planning . Critical assessment of Council’s Business Continuity and Disaster Recovery Plan against standards. . Management of Council’s Business Continuity and Disaster Recovery Plan and its on‐going testing. Assessment of: . What awareness programs exist for staff for their roles and responsibilities. . Council’s training and communication strategy. 4 x Quarterly On a quarterly basis independently confirm actions taken on independent “completed” internal audit recommendations. Provide a report review of on outcomes. completed actions 4 x Audit & Preparation for Audit Committee meetings including submission Risk Advisory of internal audit program status update, review of agendas, Committee travel to and from meeting and meeting attendance. Preparation and Attendance Year 1 Total

2018‐01 Risk Assessment and Internal Audit Program 24

Auditable Specific audit areas / example scope Indicative Indicative fee* area hours (Incl. GST) $ Year 2 – 2019/20 S.86 The objective of the internal audit is to review the effectiveness Committees of management of S.86 committees to promote compliance with the Local Government Act. The scope of the internal audit includes: . reviewing Council's management of S.86 Committees . ensuring delegations are formally approved through an instrument of delegation . reviewing the conflict of interest declaration process . assessing conduct of S.86 Committee meetings against the Local Government Act 1989 (the Act) and Council's local law on meeting procedures . ensuring a register of delegation is maintained and made publicly available . assessing register of interest compliance . reviewing the member nomination and appointment process. Road The objective is to review the adequacy of the Road Management Management Plan and confirm compliance with requirements Plan established within it. The scope of the internal audit is to review and report on: . the Road Management Plan (RMP) . compare the RMP against the requirements of the Road Management Act 2004 . test Council’s operational compliance with the RMP. Contract The objective is to ensure Council maintain and apply an Management effective contract management procedure that aligns to better practice. The scope of the internal audit includes: . assessing the contract management framework against a best practice guide (i.e. ANAO, MAV) . reviewing and reporting on management of: ‐ contract variations ‐ contract dispute management ‐ contract monitoring and reporting ‐ payment claims processes and matching to original contract and subsequent variations . ensuring quality assurance over contract management exists . testing a sample of contracts to ensure compliance with policies and procedures. . testing the application of OHS procedures for contractors

2018‐01 Risk Assessment and Internal Audit Program 25

Auditable Specific audit areas / example scope Indicative Indicative fee* area hours (Incl. GST) $ Project The objective is to ensure a consistently applied project Management management framework exists that aligns to best practice and thereby effectively mitigates project risks. The scope of the internal audit includes: . identifying the framework for managing projects . assessing how project management incorporates risk management and integrates with the organisation's risk management framework. . comparing the entity's project risk management framework against a best practice framework (e.g. PMBOK Guide) . for selected projects, sighting the application of the project risk management framework . for selected projects, testing the application and effectiveness of controls and mitigates put in place to manage project risk . assessing the entity's project risk management communication of information, and risk monitoring . evaluating the reporting and monitoring of completed projects versus budgeted projects . identifying how and if quality assurance over project management occurs . for selected projects , test the budget management of the project over multiple years Property Review of Council’s management of Council‐owned property Management including: . lease establishment . lease management . property asset management . stakeholder management . requests for capital expenditure related to leased buildings . portfolio review, . governance and . costs to manage. Confirm processes exist to minimise risk and financial exposure to Council. Confirm a policy framework exists to enable fairness to ratepayers and community groups. . Verify the clarity of the roles and responsibilities between tenant and landlord 4 x Quarterly On a quarterly basis independently confirm actions taken on independent “completed” internal audit recommendations. Provide a report review of on outcomes. completed actions 4 x Audit & Preparation for Audit Committee meetings including submission Risk Advisory of internal audit program status update, review of agendas, Committee travel to and from meeting and meeting attendance. Preparation

2018‐01 Risk Assessment and Internal Audit Program 26

Auditable Specific audit areas / example scope Indicative Indicative fee* area hours (Incl. GST) $ and Attendance Year 2 Total

2018‐01 Risk Assessment and Internal Audit Program 27

Auditable Specific audit areas / example scope Indicative Indicative fee* area hours (Incl. GST) $ Year 3 – 2020/21 Depot The objective is to confirm appropriate risk management occurs Operations for operational risks in Council’s works depots. Review The scope includes: . visit depots on site and assess: ‐ site security and report weaknesses and opportunities for improvement ‐ inventory purchasing, storage and consumption reporting processes ‐ accuracy of inventory management ‐ existence and accuracy of plant and equipment registers ‐ decommissioning process for damaged or obsolete stock items ‐ fuel storage, security, use and consumption logging processes and procedures ‐ timesheet logging and sign‐off processes ‐ depot reporting obligations for each depot ‐ plant pre‐use safety checks and time logging ‐ existence and effectiveness of work request management system and related controls ‐ site chemical storage ‐ material safety data sheet existence and maintenance. ‐ assess how risks highlighted in IBAC’s report on Local Government works depots are managed Work Order The objective is to confirm appropriate work order Management management processes exist. The scope includes: . reviewing the work order generation system . confirming integration of the work order generation system with the customer relationship management system . reviewing key indicators and measures, and associated reporting . assessing work order management performance monitoring . evaluating work order prioritising mechanisms and compliance with these . confirming the existence of controls to ensure work orders are acted upon (and not missed) and escalated . confirming the existence of and compliance with a Customer Service Charter.

2018‐01 Risk Assessment and Internal Audit Program 28

Auditable Specific audit areas / example scope Indicative Indicative fee* area hours (Incl. GST) $ Volunteer The objective is to ensure an effective framework for managing Management volunteers exists including alignment to best practice, effective OH&S and insurance management and recognition for services.

The scope includes . identify the extent of volunteers managed by Council and maintenance of associated volunteer registers and databases . review: ‐ the structure and resources dedicated to manage and coordinate volunteers ‐ Council’s policies and procedures in place for the management of volunteers ‐ any reporting frameworks in place ‐ Council’s volunteer induction processes ‐ Council’s volunteer risk identification, assessment and management procedures ‐ the extent to which insurance exists over volunteers . assess: ‐ the Council’s coverage of volunteers within the Insurance Program ‐ Council’s quality control and improvement processes for volunteer management.

Reference will be made to the National Standards for Volunteer Involvement. Past Issues The objective is to provide independent third party assurance Review and status update on actions made towards recommendations made by internal audit and accepted by management.

The scope is to assess the status of actions undertaken by Council officers to address risks identified from recommendations made by internal audit. This topic varies from the quarterly review as it confirms the status of open items, as opposed to only verifying closed/completed items. 3 x Quarterly On a quarterly basis independently confirm actions taken on independent “completed” internal audit recommendations. Provide a report review of on outcomes. completed actions 4 x Audit & Preparation for Audit Committee meetings including submission Risk Advisory of internal audit program status update, review of agendas, Committee travel to and from meeting and meeting attendance. Preparation and Attendance Year 3 Total

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Appendix 2 – Proposed consulting program linked to Organisation and Governance Reform Program

Note: Whilst consultation with the Audit Committee will occur, these scopes are not subject to audit committee approval. The owners of the Reform Program are the CEO and Director of Business Transformation. Scope and outcomes may be changed by the Reform Program Owners. This may be done to facilitate faster achievement of The Reform Program Action Items.

Review area Specific audit areas / example scope Indicative hours Grants This item seeks to satisfy actions 3 and 5 of the Reform Program and seeks Management enable independent assurance to funding bodies over the robustness of CGSC’s Grant Administration Processes. The scope will include: . review of the application of previous and current grants to their intended purpose (as per service agreements) and completeness of corporate records available to demonstrate such compliance . review of acquittals of funds in accordance with the specific funding agreement requirements . identification of any specific systemic operational or management defects evidence and recommendation on how to rectify these . review of adequacy and use of records management system in grant administration processes . providing of advice regarding specific areas requiring detailed attention . provision of a report on the findings of the review, as well as recommendations for a robust framework moving forward.

The review will include the areas of: . all Commonwealth Grants received/receivable by the Council – with particular priority on the acquittal of the National Flood Disaster Program (last 5 years) and Commonwealth Home Support Program (previously HACC) . all State Grants received/receivable by the Council with particular priority on the acquittal of the HACC funding stream and the National Disaster Relief Trust . Community Grants Program (Outgoing). Outcomes – a short briefing paper on the outcomes of the review (satisfying Actions 3 and 5) and draft action plan to schedule recommendations for improvement. Budget This item seeks to satisfy action number 7 of the Reform Program. Processes ‐ The objective is to review Council’s budget process to ensure adequate controls Monitoring and around expenditure, funding allocations and changes. Adjustments The scope will be to review budget processes to ensure adequate controls around expenditures, funding allocations and changes. Outcomes – a short briefing paper on the outcomes of the review (satisfying Action 7) and draft action plan to schedule recommendations for improvement.

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Review area Specific audit areas / example scope Indicative hours Purchase Cards This item seeks to satisfy action numbers 6 and 8 of the Reform Program. and The objective is to: Procurement . Confirm a robust and compliant procurement process that promotes better values and probity principles . Ensure appropriate controls over granting and monitoring purchase card use . Ensure transactions are legitimate in accordance with policy.

The scope includes: . reviewing adequacy of card processes, policies and procedures . confirming internal controls over the issuing of purchase cards . sample review purchase card transactions across the previous twelve months . compliance with and application of card policy framework . legislative compliance with S.186 . procurement policy gap analysis and compliance . ensuring a robust evaluation process . gap analysis against industry best practice guide for procurement . compliance with delegations. The scope specifically excludes contract management procedures, with the exception of the payment claims approval process.

Outcomes – a short briefing paper on the outcomes of the review (satisfying Actions 6 and 8) and draft action plan to schedule recommendations for improvement. OHS This item seeks to satisfy components of action number 17 and fully satisfy action number 19 of the Reform Program. The objective of the internal audit is confirm compliance and commitment to best practice OHS principles The scope is to assess compliance with OHS obligations and commitment to best practice OHS principles. The review will include: . gap analysis against the Australian Standards 4801 and 4804 . assessing the adequacy and application of the systems and controls in place to ensure effective OHS risk management . assessing OHS procedures for employees, volunteers and contractors . reviewing WorkCover claims volume and benchmarked outcome . assessing Council’s measurement and reporting of key OHS risk indicators . reviewing the near misses register and appropriate actions taken to address safety concerns lodged. . confirming an adequate framework for dealing with bullying and harassment claims exists.

Outcomes – a short briefing paper on the outcomes of the review (satisfying Action 19 and components of Action 17) and draft action plan to schedule recommendations for improvement.

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Review area Specific audit areas / example scope Indicative hours HR Risk This item seeks to satisfy components of action numbers 9, 10 and 11 of the Management Reform Program.

The objectives are to: . Confirm completeness of the HR Policy Framework against best practice and statutory requirements (or identify gaps) . Confirm a plan to undertake annual staff reviews is established and report on progress against that plan . Confirm HR policies, codes of conduct and conflict of interest requirements are communicated to staff, and an appropriate inducting and refresher training schedule exists

The scope includes: . Assess the HR Policy Framework against best practice and statutory requirements – noting gaps . Assess the plan to undertake annual staff reviews, walk through the process, test a sample and report on progress of the plan . Identify the training, communication and induction protocols for HR policies, codes of conduct and conflict of interest requirements . Identify records management and security of staff information in relation to staff information.

Note: this is a limited scope engagement to satisfy the requirements of the reform program only. The scope excludes other components typically incorporated in a HR internal audit.

Outcomes – a short briefing paper on the outcomes of the review (satisfying Actions 9 and 11 and reporting on the status of item 10) and draft action plan to schedule recommendations for improvement.

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Review area Specific audit areas / example scope Indicative hours Information This item seeks to satisfy components of action numbers 22, 23 and 24 of the Privacy and Reform Program. Records The objective is to: Management . Confirm the adequacy and status of the following policies/procedures ‐ Records Management ‐ Protected Disclosures ‐ IT Security ‐ FOI ‐ Information Privacy and ‐ Data Breaches (mandatory notifications) . Confirm adequate records management systems and protocols – especially as they relate to: ‐ FOI requests ‐ Protected disclosures ‐ Declarations of Interest ‐ Primary and Ordinary Returns for Councillors, nominated staff, Specials Committee members and Audit Committee members ‐ Council meetings and s.86 and s.223 committees . Confirm progress with VAGO Management Letter points in relation to corporate records . Confirm the status of hard copy records transfer to digital formats

The scope includes: . Perform a gap analysis of the following policies and procedures stated in the objective . Confirm application of the above policies and procedures on a sample basis . Independently verify and report on the status of VAGO Management Letter points as they relate to records management . Verify and report on the process and status of hard copy records transfer to digital records format.

Outcomes – a short briefing paper on the outcomes of the review (satisfying Actions 9 and 11 and reporting on the status of item 10) and draft action plan to schedule recommendations for improvement.

Governance Presently there are no scheduled reviews of governance due to other consultants achieving outcomes in this space.

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Appendix 3 – Proposed other consulting engagements

Engagement Example scope Indicative Indicative hours fee* (Incl. GST) $ Fuel Tax Credit The objectives include: Variable Review . ensuring record keeping to maximise fuel tax credit depending on claims volume of . identifying potential available claims claims available The scope includes: . Confirm the process for documenting fuel usage to enable and maximise fuel tax credit claims . Identify unclaimed credits across the last four years (or whatever statutory limitation is in place)

FBT Return Complete the Annual FBT Return TBA TBA Dependent on types of benefits and no. of vehicles

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Appendix 4 – Additional suggested IA topics

Auditable area Proposed scope Long Term Financial Planning The potential scope of an internal audit may include: . identifying whether long term financial modelling exists . assess and comment on the model’s adequacy for purpose . confirming the model measures Council’s long term financial position and performance . confirming the existence of approved key financial sustainability targets and ratios (based upon VAGO sustainability indicators) . assessing the capability to perform multi‐variable financial analysis using the model . confirming that the model uses historical data to drive accuracy in future financial modelling . identifying the level (or deficiency) of risk management financial buffers built into approved financial targets. Delegations of Authority Central Goldfields Shire sourced the services of Maddocks Lawyers to ensure compliant delegations exist. The potential scope may include application of the relevant delegations and controls to ensure compliance. Infrastructure Asset Management The potential scope may include: . Review on: ‐ documented infrastructure asset management requirements and consider these against best practice ‐ infrastructure Management (assets under asset management plans or as otherwise agreed for review) ‐ asset failure prevention measures ‐ inspection and condition rating regime and logging thereof ‐ status of asset management software ‐ how maintenance demand is fed into budget and long term financial plan ‐ linkage of infrastructure management with the Council plan. ‐ how key risk indicators are monitored and reported. Community Grant Management The potential scope may include: . the planning process behind the community grants program . the processes by which the program is established and operated . the monitoring of individual grants . the evaluation process for the program . the acquittal process . testing application in a sample of grant files.

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Auditable area Proposed scope Fraud and Corruption The potential scope may include a review and report on:

. the adequacy of the fraud and corruption control framework vs. best practice . whether a fraud control plan is in place . if periodic and comprehensive assessments of the entity’s fraud risks are occurring . if documented policies and procedures for dealing with suspected fraud exist including whistleblower’s protection . if regular fraud awareness training is occurring . if a sound ethical culture is supported by the code of conduct . if dedicated controls for activities with high fraud risk exposure are in place. . outcomes of a gap analysis against recommendations in VAGO’s report Fraud Prevention Strategies in Local Government and IBAC’s report on integrity frameworks . assess any response to recent industry reports (i.e. IBAC investigations). Risk Management Framework The potential scope may include:

. review and report on the state of risk management at Council . benchmark the risk management framework against good practice . assess the link between Council’s risk management framework and initiatives within the Council Plan . identify if Council have a Risk Appetite Statement (per the recommendations of the COSO framework) in place for risk categories/classes . comment on the accuracy and completeness of the risk register . review the reporting of key risk indicators, emerging and adversely trending risks and management thereof . review the risk rating matrix to ensure it is scaled appropriately for Strathbogie Shire and contains appropriate risk categories for local government . review of risk reporting to the audit committee and its coverage of: - emerging risks (going from a lower rating to a higher rating) - new risks - changes in risk profiles of risks (higher to lower or transferred/accepted/reduced) . assess how risk is built into decision making . assess the link between insurance claims and the risk management framework . cross reference the risk register to the remaining IA program to ensure topics cover high risk exposures.

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Appendix 4 – Additional services

Additional services Estimated Fee Units (inc. GST) Fringe Benefits Tax Return Fuel Tax Credits Review Probity Auditor Services quote Development of Probity Plan quote Desktop review of disaster scenario analysis quote New IT System Implementation governance oversight quote Major Project Risk Management Plan development assistance quote Fraud Prevention Planning quote Accounting assistance secondment quote Redundancy calculation GST Advice

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2018‐01 Risk Assessment and Internal Audit Program 38 Ordinary Council Meeting – 30 January 2018 Page 39

8.11 APPOINTMENT OF REPRESENTATIVES TO MUNICIPAL COMMITTEES

Author: Governance Support Officer

Responsible CEO General Manager:

SUMMARY/PURPOSE:

Councillors have the option to be appointed to various committees and statutory or regional bodies. The purpose of this report is to provide information to council regarding current Special Committees of Council and to seek appointments, if appropriate to these bodies.

POLICY CONTEXT:

Our Organisation: Implement strong, transparent corporate governance, 4.4 Optimise community engagement, 4.5 Pursue a best practice approach to leadership and governance.

BACKGROUND INFORMATION:

Currently there are thirteen section 86 committees. Action no. 29 council adoptedof the Organisation and Governance Reform Program Action Plan requires a review of all Committees of Council to ensure that they are correctly established and comply with the relevant legislation. There are some Sec. 86 committees that would likely be more appropriately advisory committees, some that no longer meet, and those that look after a community asset such as the Hall Committees.

At the 21 November, 2017 Ordinary Council Meeting, council resolved:

That; 1. Council exempt members of Special Committees from the requirement to submit primary or ordinary Register of Interests forms (pursuant to sec. 81 (2A) of the LGA), 2. Officers advise each of the 13 active Special Committees of Council of Council’s intent to exempt the Committee members of the requirement to submit forms, however emphasizing that the requirement remains for members to consider matters before the committee, declare interests and excuse themselves from discussion and decision making, as applicable, and, remind the Committees of the requirement to provide copies of minutes of committee meetings to Council, 3. Officers continue with a comprehensive review of Section 86 Committees of Council as part of the Organisation and Governance Reform program (Item 29).

REPORT:

The proposed new Local Government Act 2018 looks to provide a new framework for special committees of Council. The structure and governance of the current Section 86 committees will be strengthened, the new “Community Asset Committees” will provide a structure that Ordinary Council Meeting – 30 January 2018 Page 40 will be more appropriate for community asset management and will be a delegation function of the CEO. There are no changes proposed to advisory committees.

Notwithstanding the proposed legislation it is appropriate for Council to have representation on various committees, especially where significant policy and strategy matters are being considered.

The following lists the committees that Councillors have historically been delegated to. Current committees include Associations and Regional Alliances which have a board position available for a member of Central Goldfields Shire Council. There are some section 86 committees and advisory groups where an officer has been the representative.

Committee/Statutory Body Type of Committee Municipal Association of Victoria Association Rural Councils Victoria Association Grampians Central Waste and Resource Recovery Regional Alliance Group Public Places Tree advisory Group Maryborough Section 86 Public Places Tree advisory Group Carisbrook Section 86 Public Places Tree advisory Group Talbot Section 86 Public Places Tree advisory Group Dunolly Section 86 Audit and Risk Advisory Committee Advisory Plant Committee Advisory Heritage Advisory Committee Advisory Energy Breakthrough Committee Section 86 Municipal Emergency Management Committee Statutory Municipal Fire Management Committee Statutory Go Goldfields Collaborative Table Section 86 Central Victoria Greenhouse Gas Alliance Association Carisbrook Flood and Drainage Management Community Group Committee Dunolly Flood and Drainage Management Committee Community Group Bendigo Regional Tourism Board Regional Assoc. Committee Maryborough Incorporated Central Victorian Agri Business Forum Regional Alliance. Rail Freight Alliance Regional Alliance

Attachment 1 if this report includes all thirteen section 86 committees of council. The current review of the Special Committees of Council will most likely see two section 86 committees remaining under the current legislation or the new proposed act. There are a number of Sec. 86 committees that are actually advisory committees, some that no longer convene and others would be better placed as a community asset committee. The two committees that most likely would be recommended to remain as formal Sec. 86 committees are:

1. Energy Breakthrough 2. Go Goldfields Collaborative Table

A full report will be provided to Council once the review has been completed. Pending completion of that review (scheduled for May 2018) it will be recommended that council resolve to participate in the Go Goldfields Collaborative Table, the Energy Breakthrough Committee and the Audit and Risk Advisory Committee.

CONSULTATION/COMMUNICATION: Ordinary Council Meeting – 30 January 2018 Page 41

There is no consultation for this process required, however the review of council committees will require a comprehensive consultation and communication plan

FINANCIAL & RESOURCE IMPLICATIONS:

There are no financial implications outside of the standard councillor allowance for travel and expenses.

CONCLUSION:

Administrators have a number of committees that require representation from either Administrator or officer.

ATTACHMENTS:

1. Current Section 86 Committees of Council.

RECOMMENDATION :

1. That the following Administrators be appointed to the following committees and/or associations

Municipal Association of Victoria Noel Harvey Rural Councils Victoria Karen Douglas Audit and Risk Advisory Committee Karen Douglas & Hugh Delahunty Energy Breakthrough Hugh Delahunty Go Goldfields Collaborative Table Noel Harvey Complete list of Section 86 Committees as at 1 November 2017 Contact Person Postal Address Telephone number Committee Adelaide Lead Hall Committee of Noreen Martin 160 Possum Gully Road 5461 2158 Management Adelaide Lead Vic 3465 Daisy Hill Community Hall Committee of Wendy Newitt 56 Nicholls Road 5461 1416 Management Daisy Hill Vic 3465 Dunolly Historic Precinct Committee of Marion DaCosta PO Box 128 0438 168 634 Management Dunolly Vic 3472 Energy Breakthrough Management Martin Mark C/ CGSC PO Box 194 5461 0621 Committee Maryborough Vic 3465 Sandra Hamilton C/ CGSC PO Box 194 5461 0684 Go Goldfields Collaborative Maryborough Vic 3465 Public Places Tree Advisory Committee Glenn Deaker C/ CGSC PO Box 194 5461 0651 - Maryborough Maryborough Vic 3465 Public Places Tree Advisory Committee Glenn Deaker C/ CGSC PO Box 194 5461 0651 – Bealiba (not active) Maryborough Vic 3465 Public Places Tree Advisory Committee Glenn Deaker C/ CGSC PO Box 194 5461 0651 - Carisbrook Maryborough Vic 3465 Public Places Tree Advisory Committee Glenn Deaker C/ CGSC PO Box 194 5461 0651 - Dunolly Maryborough Vic 3465 Public Places Tree Advisory Committee Glenn Deaker C/ CGSC PO Box 194 5461 0651 - Talbot Maryborough Vic 3465 Reiny Gunther 14 Camp Street 5463 2212 Talbot Community Homes Talbot Vic 3371 Talbot Town Hall Committee of Tina Fowler PO Box 43 5463 2501 Management Talbot Vic 3371 Tullaroop Leisure Centre Committee of Russell Cain 18 Moolort Street 5464 2414 Management Carisbrook Vic 3464 Maryborough Wings and Wheels Anthony Ohlsen 131 Balaclava Road 5461 2860 Committee of Management Maryborough Vic 3465 Preserve Planet Earth – Carisbrook Park Reserve Committee (not active)

Ordinary Council Meeting – 30 January 2018 Page 42

9.1 DOCUMENTS FOR SEALING CONFIRMATION

Author: Manager Governance

Responsible Manager: Chief Executive Officer

SUMMARY/PURPOSE:

To present documents that have been signed under Council’s common seal, via delegation since the last Ordinary Council Meeting, to Council for endorsement.

POLICY CONTEXT:

Council Plan Reference: Our Organisation Strategy Reference: Deliver the core business of Council in an efficient and effective way.

BACKGROUND INFORMATION:

The Local Government Act 1989 (the Act) states that Council is a body corporate with perpetual succession and must have a common seal.

The Act also allows for the delegation to a member of the Council staff the power to sign, seal, issue, revoke or cancel any notice, order or agreement on behalf of the Council, via a Local Law.

In the case of Central Goldfields Shire Council, regulation of the common seal is dealt with under the Governance Local Law.

REPORT:

The following contract has been signed under seal;

Date Contract Contract Contractor number

14 December G1210-17 Annual Supply of Cutting Edges 2017 Grader Blades Equipment Parts Pty Ltd

14 December G1215-17 Asbestos & Safety Systems 2017 Hazardous Materials Pty Ltd Audit Service

18 December G1218-17 Tullaroop Road – Doran 2017 Chaplins Road Earthmoving Pty Intersection Ltd Realignment Ordinary Council Meeting – 30 January 2018 Page 43

19 December G1223-17 Annual Supply of Eureka Concrete 2017 Concrete (Holdings) Pty Ltd trading as Eureka Pre-Mix Concrete

CONSULTATION/COMMUNICATION:

Council employs a public process when tendering contracts for goods or services.

RESOURCE IMPLICATIONS:

No resource implications.

CONCLUSION:

Contracts for the provision of goods and services to Council are signed and sealed under delegation, so that the business of Council can run efficiently and effectively in between Council meetings.

RECOMMENDATION:

That Council endorse the above documents that have been signed and sealed under delegation on behalf of Council. Ordinary Council Meeting – 30 January 2018 Page 44

12. CONFIDENTIAL BUSINESS

Closure of meeting to public

Recommendation

That Council resolve to close the meeting to the public pursuant to Section 89(d) of the Local Government Act 1989 to discuss the following matter(s) as they contain information relating to contractual matters and proposed development matters.

 CONFIDENTIAL AGENDA ITEM 12.1, MARYBOROUGH CARAVAN PARK LEASE RENEWAL

13. MEETING CLOSE