DELWP Annual Report

The annual report provides a snapshot of the department's performance, our achievements, report of operations, the audited financial statements and appendices.

Annual Report 2015-16 (PDF, 6.0 MB)
Annual Report 2015-16 (DOCX, 955.8 KB)

Additional departmental information available on request:

Additional information available on request (PDF, 386.9 KB)
Additional information available on request (DOCX, 87.3 KB)


The datasets contained in the 2015-16 Annual Report are available in Excel format:

Consistent with the DataVic Access Policy issued by the Victorian Government in 2012, the datasets from the 2015-16 Annual Report will be available at in machine readable xls format.

Previous Annual Reports

Previous Annual Reports (PDF, 165.5 KB) in line with the current Department of Environment, Land, Water and Planning

To view previous reports, visit:

Victorian Government Library Service

Parliament's Tabled Documents Database

Environmental policy statement

DELWP supports Victoria’s natural and built environment to ensure economic growth and liveable, sustainable and inclusive communities.

DELWP is committed to best practice and continuous improvement through reducing the environmental impacts of its operations as outlined in the DELWP Green Team Strategy.

To do this DELWP will:

  • Refine and maintain an Environmental Management System (EMS) that drives continual improvement across the department
  • clearly communicate our Environmental Policy Statement and responsibilities to staff and contractors
  • set targets and objectives to minimise waste, environmental harm and pollution associated with departmental operations
  • ensure our operational activities exceed the requirements of environmental legislation and Government policy, and adopt leading edge environmental procedures and guidelines
  • minimise the consumption of water, energy, materials and other resources in all operational areas through discipline and innovation
  • ensure new capital works programs incorporate comprehensive environmental sustainability principles
  • incorporate environmental principles and, where possible, life cycle costing in decision making and procurement processes
  • ensure department staff have the ability to achieve these policy objectives
  • share our achievements and learnings with other departments
  • monitor, measure and publicly report our environmental performance.

Inadvertent sharing of data by the DELWP Customer Service Centre

Recently, the Department of Environment Land Water and Planning’s (DELWP) Customer Service Centre inadvertently shared personal data of some Game Management Authority (GMA) customers.

This information – name, address and game licence approach – was inadvertently sent to individual customers as an email attachment in the process of GMA customers’ renewing their game licences.

DELWP has contacted the customers affected by the data breach to apologise and let them know of the steps taken to delete the data.

These steps include:

  • Suspension of the use of email to communicate GMA Game Licence renewals
  • Complete review of licence renewal processes, with responsibility escalated to senior customer Service Centre management
  • A complete review and additional training for customer service staff about the handling of customer data and privacy requirements under the Privacy and Data Protection Act 2014
  • Notifying Victoria Police as a precautionary measure
  • Notifying the Privacy and Data Protection Commissioner to ensure transparency and best practice is followed across DELWP
  • Commissioning an independent investigation into the processes and systems that were in place and led to the incident occurring

The independent investigation has been completed and findings/recommendations provided to the department.

Click here for the executive summary of the report (PDF, 304.8 KB), and see below for a table of actions to fully implement all recommendations in the report




Frequently Asked Questions process

Limit authorship/amendments rights to dedicated staff


Authority to create or amend FAQs has been limited to substantive Team Leaders and Team Support Officers only.  Customer Service Officers also have Key Performance Indicators linked to their performance and progression plans to provide feedback and suggestions for continued improvements to FAQ's

FAQ Process and Guidelines

Establish a set of guidelines to help the FAQ Team determine when a new process or process change involves the handling or dissemination of sensitive information


A new 'FAQ Management' standard operating procedure is being established for staff authorised to create, amend and review FAQs.

This procedure includes specific guidance on the handling or dissemination of sensitive data, including assistance on identification and determination.


Establish a process for the creation, amendment and review of FAQs that do not involve the handling or dissemination of sensitive information


To be covered under new FAQ management standard operating procedure

Improve clarity of language used in FAQs to limit confusion


Part of the new FAQ management standard operating procedure FAQ's.  This procedure includes tailored requirements around peer review that includes specific instruction regarding language review

Privacy training

Implement systematic privacy training for all CSC staff.


All Customer Service Centre staff have completed online training by the Victorian Office of the Commissioner for Privacy and Data Protection.

This program also incorporated into the training package for new staff at the CSC and included as a standing item on the agenda for the annual CSC all staff workshops.

In January 2017, staff received an additional in-person briefing on privacy principles and obligations.

The CSC Operations Manager now personally debriefs any instance where compliance with privacy obligations are identified as an issue to reinforce with staff our commitment to privacy

Increased management and oversight processes

Expand the existing Quality Monitoring program to include 'side by side' monitoring.


The Quality Monitoring program for telephone transactions includes components of staff self-monitoring and supervisor monitoring against score card rating.

The supervisor monitoring element has been split to include both remote and 'side by side' monitoring, increasing side by side monitoring to 25% of all telephone transactions

Expand the existing Quality Monitoring program to include monitoring of non- telephone transactions such as email.


A quality scorecard specific to email transactions to be developed, to include accuracy of authorised information and process, assessment on use of language and clarity of messages

Improve the monitoring and supervision of the CSC Duty Team.

In Progress – finish date July 2017

Relocation of the CSC Operations Manager to a work station immediately adjacent the Duty Team area

Enhanced oversight by the CSC Operations Manager by being physically present at least one third of Team Leader/CSO monthly feedback sessions, and continuing to monitor the remainder via reporting

Development of a Duty Team quality monitoring scorecard

Clearly define the tasks undertaken by the Duty Team and ensure only trained and assessed staff are assigned these tasks/roles.

In Progress – finish date July 2017

Reinforce management expectations of Duty Team shift supervision obligations.

Review of the Duty Team position descriptions for currency.

Develop a formal training and assessment program for the Duty Team roles.

Assessment all current Duty Team staff capabilities.

Enhance the existing 'decision trigger' matrix to include Duty Team decisions more broadly than just those around staffing and activations.

Finish date July 2017

Current decision matrix to be expanded to include decisions that change the way the CSC conducts business, and/or relates to sensitive information, and/or identified as potential risk

Ongoing risk assessment

Staff wide awareness of risk assessment process/issues/outcomes


Covered by new FAQ management standard operating procedure that will include briefings on specific reference to the risks associated with the activity and associated risk mitigation included within the process or workflow

Staff encouraged to report and/or escalate data security concerns


Privacy and data security matter have been discussed in depth through formal presentations, online training and team meetings over recent months.  This will continue with a further privacy presentation during the CSC all staff workshops in July and as a standing agenda item for team meetings.

This level of information has lead to a number of changes:

  • privacy statement added to all outbound email groups,
  • documents containing sensitive data are sent via postal mail only,
  • where possible, postal mail is only sent via windowed envelopes to avoid mislabelling,
  • an internal form has been modified so it can simply be sent via windowed envelope

Formal documentation on service delivery between CSC and GMA

Establish a formal document (SLA/MOU) between the CSC and GMA that documents the commitment and obligations of both parties

In progress – finish date July 2017

Discussions have commenced with GMA representatives on the need to establish a Memorandum of Understanding (MOU) for services between CSC & GMA that documents the commitment and obligation of both parties

More robust licensing system

Specific systems issue

DELWP to request a statement from GMA that clearly explains the specific system issue that required the implementation of a manual work around, including attempts made to rectify the system.

In progress – finish date August 2017

Discussions on the best way to implement this recommendation have begun between departments and GMA

New Game Licensing System

DELWP to seek advice from GMA on efforts made to procure a new licensing system, including the anticipated time frame and likely impact on the license renewal process.

In progress – finish date August 2017

Discussions on the best way to implement this recommendation have begun between departments and GMA

Removal of workarounds

DELWP to request that GMA commit to a deadline for either making the necessary enhancements to the existing Game Licensing System, or the procuring a new system, so that manual work arounds are no longer required.

In progress – finish date August 2017

Discussions on the best way to implement this recommendation have begun between departments and GMA

Ministerial travel reports

Minister: The Hon Richard Wynne MP

Portfolio: Minister for Planning

Countries visited: Canada, United States of America

Date of travel: 4 July – 15 July 2016

No. of official travel days: 11

No. of accompanying Ministerial staff: 1

Number of official travel days (include day of departure and day of return): 11 days

Funding for the overseas trip was paid by (list department/s or agency): Office of the Minister for Planning

Air fares: $28,771.52

Accommodation: $7,029.93

Other expenses (including surface travel and travel allowances): $9,498.41

Travel cost for Minister and staff: $45,299.86

Purpose of travel

A strategic approach to managing our built environment is critical to accommodating population growth and change in a way that maintains our world class liveability and protects our heritage. Victoria's population is growing fast and projected to increase from six million in 2016 to almost eight million in 2031, and exceeding 10 million by 2051. Eight million people are projected to live in Greater Melbourne and 2.1 million in Victoria's regions. The quality of our built environment will continue to influence Victoria's ability to attract jobs, investment and skills.

From 4-15 July 2016 I travelled to Canada and the United States, with the purpose being:

  • to develop a rich understanding of the suite of policy responses available to Victoria to strengthen its strategic management of population growth
  • to investigate best practice delivery and governance structures for urban renewal areas,  affordable housing delivery, transport-orientated development, climate change adaptation and resilience, built-form controls and public realm infrastructure delivery
  • to consult with senior government, academic and industry leaders to share information and improve linkages between Melbourne and cities facing similar challenges
  • to gain an understanding of innovative community engagement approaches in land use planning processes.

Vancouver, Toronto, New York and Chicago were selected because of their population size, rate of growth, economic and employment profile and contrasting jurisdictional policy responses in a number of fields of interest. Like Melbourne, each of these cities is experiencing strong population growth (in the case of Toronto, growing at approximately 100,000 people per year – the same as Victoria). These cities are managing population growth through a combination of:

  • strategic urban renewal projects on land adjacent to downtown/CBD locations
  • utilisation of former industrial or waterfront areas to facilitate economic development and affordable housing opportunities
  • innovative models of infill and greenfield development.

Benefits of travel to the State of Victoria

Significant insights have been gained from this trip, with implications for a number of Victorian Government initiatives in planning, development and affordable housing. The finalisation of the Plan Melbourne metropolitan strategy, the new Smart Planning program, review of controls for Melbourne's Central City area, reforms to residential zones and a framework for better apartments are particularly pertinent. 

The organisations visited emphasised the importance of government actively promoting sustainable growth and economic development opportunities while carefully balancing economic success with liveability issues. Valuable context was provided for amended Central City planning controls for Melbourne, with North American jurisdictions enforcing a range of controls to ensure amenity is maintained in downtown areas, requiring significant developments give back to the public realm and contribute to positive city outcomes. 

Discussions with policy makers and experts, together with guided visits to urban renewal precincts and revitalised waterfront areas, emphasised the importance of delivering activated public spaces which can attract locals and visitors alike. Improving the public realm and delivering new open spaces will form a critical component of the intensification of inner Melbourne through development of emerging precincts such as Fishermans Bend and Arden Macaulay. Visits also highlighted the important role strategic renewal can play in supporting new employment precincts that deliver jobs and ensure a healthy social and economic mix in new communities.

All cities visited had a range of policy mechanisms in place to secure more affordable housing for their communities. These measures provide a timely lesson as we create a stronger, fairer Victoria by identifying ways to facilitate a greater supply of social and affordable housing and continue to ensure sufficient development opportunities in well-located areas.

Practical lessons about the governance and oversight of long-term planning projects point to the importance of a strong, inclusive and consistent approach over time to benefit present and future populations. The degree to which Victoria can sustainably and effectively manage growth and change will rely on Government providing a clear and transparent pathway. The implementation of Plan Melbourne affords us an opportunity to work closely with Local Governments and continue to lead an engaged community conversation around the future of our city.

Further benefits to Victoria also included the establishment of closer ties with the city governments and planning departments of Vancouver, Toronto, New York and Chicago, as well as with the provincial Government of Ontario.

More information

For information about reporting, contact the Customer Service Centre on 136 186.