2014 Maroondah Logo RGB.jpg

 

 

 

 

 

Councillor

(as addressed)

 

 

 

The next Council Meeting will be held in the Council Chamber, Braeside Avenue, Ringwood, on Monday 20 July 2015, commencing at 7:30pm and your presence is requested.

 

 

Yours faithfully

 

SKozlows.jpg

 

Steve Kozlowski

CHIEF EXECUTIVE OFFICER

 

 

Logo2

Council Chamber
is fitted with a Hearing Aid Induction Loop

 

Switch Hearing Aid to ‘T’ for Reception

 

City Offices

Braeside Avenue, Ringwood, 3134

Postal

PO Box 156, Ringwood 3134

DX 38068, Ringwood

Telephone

1300 88 22 33

 

 

Facsimile

Email

Web

 

Service Centres

Translating and Interpreting Service (TIS): 131 450

National Relay Service (NRS): 133 677

(03) 9298 4345

maroondah@maroondah.vic.gov.au

www.maroondah.vic.gov.au

 

Croydon: Civic Square

Ringwood: 1 Civic Place, Ringwood

 


 

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ORDER OF BUSINESS

1.       Prayer

2.       Acknowledgment of Country

3.       Apologies  

4.       Declaration of Interests

5.       Confirmation of Minutes of the Ordinary Council Meeting held on Monday 22 June 2015.

6.       Public Questions

7.       Officers’ Reports

Director Corporate Services

1.       Attendance Reports                                                                                                  4

2.       Councillor Representation Reports                                                                           6

3.       Reports of Assembly of Councillors                                                                         8

4.       Councillors Professional Development Report - February to June 2015               11

5.       Financial Report: Eleven Months Ending 31 May 2015                                         13

Director Operations, Infrastructure & Leisure

1.       Draft Physical Activity Strategy 2015 - 2020                                                         18

Director Planning & Community

1.       Bayswater Industrial Precinct Report                                                                     22

2.       Draft Water Sensitive City Strategy                                                                       28

3.       Carbon Neutral Strategy and Action Plan 2014/2015 - 2010/2021                        32   

8.       Motions to Review  

9.       Late Item

10.     Requests / Leave of Absence

11.     In Camera

Director Corporate Services

1.       Land Abutting 362-364 Maroondah Highway, Ringwood  

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Attendance Reports

Item 1

 

Purpose

To provide an opportunity for Councillors to report on Council activities undertaken since the last Ordinary Meeting of Council and forthcoming ward activities.

Strategic / policy issues

The following directions contained in the Council Plan 2013-2017 (Year 3: 2015-2016) provide the strategic framework that underpins the purpose in this report:

 

Outcome Area:  A well governed and empowered community

 

Our Vision:  Maroondah is an effectively empowered community that is actively engaged in Council decision making through processes that ensure their voice is heard and considered.  Council provides strong and responsive leadership, ensures transparent processes and works with the community to advocate and champion their needs

Key Directions 2015 – 2016:

8.1     Provide enhanced governance that is transparent, accessible, inclusive and accountable

Background

Not Applicable

Issue / discussion

It is intended that the Mayor and Councillors be given the opportunity to present a verbal or written report updating Council on the activities they have undertaken in their role as Councillors and forthcoming ward activities.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

It is appropriate that Councillors formally report to Council upon the activities they have undertaken in their role as Councillors.

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL RECEIVES AND NOTES THE REPORTS AS PRESENTED BY COUNCILLORS

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Councillor Representation Reports

Item 2

 

Purpose

To receive and note the following meeting minutes and to provide an opportunity for Council’s representative to provide a further verbal report.

·        Minutes of the Maroondah Disability Advisory Committee held 14 May 2015

·        Minutes of the Metropolitan Local Government Waste Forum Group held 11 June 2015

Strategic / policy issues

The following directions contained in the Council Plan 2013-2017 (Year 3: 2015-2016) provide the strategic framework that underpins the purpose in this report:

 

Outcome Area:  A well governed and empowered community

 

Our Vision:  Maroondah is an effectively empowered community that is actively engaged in Council decision making through processes that ensure their voice is heard and considered.  Council provides strong and responsive leadership, ensures transparent processes and works with the community to advocate and champion their needs

Key Directions 2015 – 2016:

8.1     Provide enhanced governance that is transparent, accessible, inclusive and accountable.

Background

As part of Council's commitment to the principles and practice of good governance, it is appropriate that Councillors and the Community are formally updated on the actions and activities of the various organisations bodies/advisory groups upon which it is represented.

Issue / discussion

Council is represented on numerous Boards and Organisations. Appointments are made annually by Council at the commencement of the new Mayoral term in November.

 

Crs Fitzgerald and Lamont are Council’s representatives on the Maroondah Disability Advisory Committee with Cr Thomas as substitute representative.

 

Cr Willmott is Council’s representative on the Metropolitan Local Government Waste Forum Group.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

It is appropriate that Councillors and the Community are formally updated on the actions and activities of the various organisations bodies/advisory groups upon which Council is represented.

 

 

Attachments

1.

Minutes - Maroondah Disability Advisory Committee (MDAC), 14 May 2015

2.

Minutes - Metropolitan Local Government Waste Forum, 11 June 2015

 

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL RECEIVES AND NOTES:

1.       minutes of the maroondah disability advisory committee held 14 may 2015

2.       minutes of the metropolitan local government waste forum held 11 june 2015

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Reports of Assembly of Councillors

Item 3

 

Purpose

To present the ‘Public Record’ of those Assembly of Councillors briefings which are attended by all Councillors and generally held on Monday evenings at the City Offices Ringwood, usually two weeks prior to the formal Council Meeting, and to note the issues discussed.

Strategic / policy issues

The following directions contained in the Council Plan 2013-2017 (Year 3: 2015-2016) provide the strategic framework that underpins the purpose in this report:

 

Outcome Area:  A well governed and empowered community

 

Our Vision:  Maroondah is an effectively empowered community that is actively engaged in Council decision making through processes that ensure their voice is heard and considered.  Council provides strong and responsive leadership, ensures transparent processes and works with the community to advocate and champion their needs

Key Directions 2015 – 2016:

8.1     Provide enhanced governance that is transparent, accessible, inclusive and accountable

Background

An Assembly of Councillors, as defined under the Local Government Act 1989 [s.3], is a planned or scheduled meeting, comprising at least five (5) Councillors and one (1) member of Council staff, that considers matters that are intended or likely to be:

 

·        the subject of a decision of the Council; or

·        subject to the exercise of a delegated function, duty or power of Council

Examples of an Assembly of Councillors may include:

 

·        Councillor Briefings (which are attended by all Councillors and generally held on Monday evenings),

·        On-site inspections,

·        Consultative Meetings with residents, developers, consultants,

·        Panel Hearings conducted under s223 of the Act,

·        Meetings with local organisations, Government Departments, statutory authorities, and local politicians

Issue / discussion

As part of decision making processes at Maroondah, it is essential that Councillors are briefed on a range of issues which come before Council for consideration.  As a means of providing this information, Assembly of Councillors briefings are conducted.

 

Assemblies are also attended by Council Officers, and sometimes other specific advisors, to provide Councillors with a detailed knowledge and understanding of issues under consideration to a level of detail that would inhibit timely decision-making, that would not be possible in an open Council meeting, where decision-making related debate is governed by strict meeting procedures.

 

The intent of this report is to present the ‘Public Record’ of those Assembly of Councillors briefings which are attended by all Councillors and generally held on Monday evenings, and to note the items discussed.  This information is already available to the public upon request in accordance with the Local Government Act [s.80A].

 

This report and attachments formally table the information items previously covered by Councillors.

 

The ‘Public Record’ of the Assembly of Councillors briefings held on 22 June, 29 June, 6 July and 13 July 2015 are attached for information.

 

The items contained therein were noted.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

Assembly of Councillors briefings are important forums for advice and discussion, on what are often complex issues facing the municipality, in the lead up to formal decisions being made by Councillors at Council Meetings.  At Assemblies, or outside them, Councillors also have the opportunity of requesting additional information to assist in the decision making process.

 

It is appropriate that the ‘Public Record’ of those Assembly of Councillors briefings which are attended by all Councillors and generally held on Monday evenings at the City Offices Ringwood, usually two weeks prior to the formal Council Meeting, be noted at a formal meeting of Council.

 

 

Attachments

1.

2015 June 22 - Assembly of Councillors - Public Record

2.

2015 June 29 - Assemlby of Councillors - Public Record

3.

2015 July 6 - Assembly of Councillors - Public Record

4.

2015 July 13 - Assembly of Councillors - Public Record

 

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL RECEIVES AND NOTES THE PUBLIC RECORD OF THE ASSEMBLY OF COUNCILLORS BRIEFINGS HELD 22 june, 29 june, 6 july and 13 july 2015

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Councillors Professional Development Report - February to June 2015

Item 4

 

Purpose

To provide a report to the community on professional development undertaken by Councillors.

 

STRATEGIC / POLICY ISSUES

The following directions contained in the Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 3: 2015-2016) provide the strategic framework that underpins the purpose in this report:

Outcome Area: A well governed and empowered community.

Our Vision:   In 2040, Maroondah will be an empowered community that is actively engaged in council decision making through processes that consider the needs and aspirations of all ages and population groups.  Council will provide strong and responsive leadership, ensuring transparency, while working with the community to advocate for and 'champion' local needs.

Key Directions 2015 - 2016:

8.1     Provide enhanced governance that is transparent, accessible, inclusive and accountable.

Background

The Councillor Expenses/ Entitlements Policy, as amended, was adopted by Council on 27 June 2011. In accord with clause 5.4.3 of the amended policy, a report to Council is provided covering all professional development undertaken by Councillors within that period. This report covers the February - June period of the 2014/2015 Financial Year.

Issue / discussion

This is a standard Governance reporting item.

Financial / economic issues,

A budget of $72,000 in the 2014/2015 Financial Year exists for the professional development of Councillors. 

The following table outlines both individual Councillor expenditure for the period and the YTD figure as at 30 June 2015.

 


Councillor

Feb to June 2015

YTD 30/6/15

Tony Dib

$5,828.57

$5,828.57

Liam Fitzgerald

--

--

Christina Gleeson

$4,137.41

$4,632.41

Nora Lamont

$8,314.56

$10,789.56 *

Mary-Anne Lowe

$4,791.35

$5,066.35

Samantha Marks

$5,398.52

$8,398.52 *

Rob Steane

$3,153.91

$3,153.91

Natalie Thomas

$4,542.26

$4,817.26

Les Willmott

      $4,656.99

$8,185.62

TOTAL

$40,823.57

$50,872.20

Note: 

*Cr Lamont  includes final instalment for a 12 month Advanced Leadership Program for which she received a scholarship in the 2014/15 financial year

*Cr Marks includes two final payments for a three year Diploma of Local Government

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

Not Applicable

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL NOTES THE COUNCILLORS’ PROFESSIONAL DEVELOPMENT REPORT FOR FEBRUARY 2015 – JUNE 2015

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Financial Report: Eleven Months Ending 31 May 2015

Item 5

 

Purpose

To present the financial statements for the eleven months ending 31 May 2015.

Strategic / policy issues

The following directions contained in the Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 3: 2015-2016) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community.

 

Vision Statement: In 2040, Maroondah will be an empowered community that is actively engaged in council decision making through processes that consider the needs and aspirations of all ages and population groups. Council will provide strong and responsive leadership, ensuring transparency, while working with the community to advocate for and ‘champion’ local needs.

 

Key Directions 2015 - 2016:

8.1       Provide enhanced governance that is transparent, accessible, inclusive and accountable.

Background

In accordance with Sections 136, 137 and 138 of the Local Government Act 1989, Council is required each quarter to consider the financial performance of the municipality against budget for the year to date (YTD). Whilst a comprehensive suite of reports is provided to the Audit & Risk Advisory Committee and Council each quarter it is considered financially prudent to provide a brief monthly report to Council in order to track performance to budget between the quarterly reports.

 

This requirement is not a substitute for the more frequent range of detailed financial reports that continue to be provided to Council management.

 

The attached financial statements contain an Income Statement (Operating Statement) and a Statement of Capital Works. The Income Statement is presented per accounting standards by nature.

 

The statements have been prepared on the basis of accrual accounting (i.e. including significant accruals) and non-consolidation (i.e. excludes the results of the Eastern Regional Library Corporation and Section 86 Committees of Management).

 

The statements provide comparisons between actual results and the YTD forecast budget.

Issue / discussion

The following is a summary of the financial position for the eleven months ending 31 May 2015. A more detailed report is attached.


1.1 OPERATING PERFORMANCE

 

 

Forecast

YTD

YTD

YTD

Adopted

 

Budget

Budget

Actual

 Var

Budget

 

$’000

$’000

$’000

$’000

$’000

Operating

Revenue

109,995

107,808

108,245

437

107,218

Expenditure

(105,756)

(94,935)

(92,436)

2,499

(106,092)

Net surplus (deficit) from ordinary activities

4,239

12,873

15,809

2,936

1,126

Net gain (loss) on disposal of property

115

126

93

(33)

(93)

Capital

Grants & contributions

10,990

7,412

7,458

46

4,960

Net surplus (deficit)

15,344

20,411

23,360

2,949

5,993

 

For the eleven months ended 31 May 2015 Council has recorded an operating surplus before capital revenue of $15.8 million, which is $2.94 million ahead of the year to date budget (This equates to a 2.7% variance on total budgeted turnover). The major contributing variances are:  (See also notes to Income Statement on pages 19 to 22 and Appendix B.)

·        Statutory fees and fines are showing a favourable variance of $184k due to higher than anticipated parking fines and the animal registrations.

·        Operating grants of a non-recurrent nature show a favourable variance of $61k which is mainly timing related with the receipt of a Realm grant earlier than anticipated.

·        Developer’s contributions are $69k under budget.

·        Employees costs are below budget by $645k with Community Services $158k, Operations $148k, Karralyka $126k, Revenue, Property and Customer Services $69k and Community Health $47k.

·        Contractor payments for home care (including respite, personal care and property maintenance) are $238k under budget. Waste are under budget $311k mainly in the area of green waste collection $89k, hard waste $91k and domestic garbage collection $41k.

 

The variances relate to timing and non timing differences and the forecast expected at 30 June 2015 is anticipated to be better than the adopted budgeted net surplus from ordinary activities. There is no element of the operating budget that causes concern.

 

The movement between the net surplus Adopted Budget of $5.993m and the Forecast of $15.344m mainly relates to the following (Refer to detailed reconciliation in Appendix A page 19):

·        Carried forward grants net ($824k)

·        New and revised grant funding net  $15k

·        Carried forward capital income $1,397k

·        New capital grant funding $4,632k

·        Additional restricted assets (POS & Waste) $1,520k

·        On going review  of operations

1.2     CAPITAL PERFORMANCE

 

Forecast

YTD

YTD

YTD

Adopted

Budget ##

 Budget

Actual #

 Var

Budget

$’000

$’000

$’000

$’000

$’000

Total capital works

56,676

46,141

44,932

1,209

41,211

#YTD Actual expenditure includes Carried Forwards              ##Forecast Budget expenditure includes Carried Forwards

 

The Forecast Budget includes carried forward works from 2013/14 of $8.8m, funding for new projects including:

·        State government funding from the Department of Transport, Planning & Local Infrastructure for the signalisation of Bedford Road and Great Ryrie Street of $1.0 million;

·        Federal government funding from the Attorney-General’s Department for the installation of CCTV cameras in the Ringwood Metropolitan Activity Centre and East Ringwood of $400k;

and future years projects brought into current year including the redevelopment of the Norwood Family & Children’s Centre of $1.2 million and carpark Aquanation $700k.

 

Other funding received in 2014/15 include contributions from Shire of Yarra Ranges for Colchester Road Stage 2 $757k, grant from the Department of Justice for Croydon Main Street Connects $100k and a contribution for Ringwood Station Art of $100k.

 

For the eleven months ended 31 May 2015 Council has expended $44.9 million on the capital works program, which is $1.2 million behind the year to date budget. The variance is due mainly to:

·        Building & facilities behind by $427k;

·        Roads to Recovery behind by $256k;

·        Recreational improvements ahead by $175k;

·        Drainage works ahead by $169k;

·        Roads and Footpaths behind by $59k;

·        Information Technology behind by $586k;

·        and Road Asset Enhancement $182k behind.

1.3     FINANCIAL POSITION

 

 

2014-15

2013-14

2013-14

 

Adopted

May YTD

May YTD

 June YTD

 

Budget

Actual

Actual

Actual

 

$’000

$’000

$’000

$’000

Cash and investments

29,297

41,066

36,306

32,332

 

The Financial Position as 31 May 2015 shows a cash and investment balance of $41.1 million which is $4.8 million higher than 31 May 2014. This reflects the successful tender for loan borrowings of $24.2 the proceeds being received during November as part of the funding for the Aquanation project.

 

These figures are in line with the 2014/15 Long Term Financial Strategy predictions.

Financial / economic issues

As presented in this report and accompanying financial statements.

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

The YTD results are favourable for this time in the financial year and provide a firm base for the achievement of Council’s 2014/2015 services and advocacy programs.

 

 

Attachments

1.

20 July 2015 - Financial report appendix 11 months 31 May 2015

 

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE FINANCIAL PERFORMANCE AGAINST BUDGET FOR THE ELEVEN MONTHS ENDING 31 MAY 2015

  


DIRECTOR Operations, Infrastructure & Leisure Trevor Welsh

 

Draft Physical Activity Strategy 2015 - 2020

Item 1

 

Purpose

The purpose of this report is to present to Council the draft Physical Activity Strategy 2015 – 2020 and to seek Council’s endorsement for it to be placed on public exhibition for community comment.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 3: 2015-2016) provide the strategic framework that underpins the purpose of this report.

Outcome Area:  Maroondah is a safe, healthy and activity community with local opportunities provided for people of all ages and abilities to have high levels of social, emotional and physical wellbeing.

Our Vision:  In 2040, Maroondah will be a safe, healthy and activity community with local opportunities provided for all people of all ages and abilities to have high levels of social, emotional and physical wellbeing.

Key Directions 2015 – 2016:

1.14   Ensure that all young people and their families in Maroondah have access to affordable childcare, education, health and leisure services.

1.17 Promote healthy eating and physical activity by supporting education initiatives and providing a diverse range of accessible open spaces and recreation facilities and services.

1.18   Enhance and maintain an integrated and connected network of passive and active open space to promote community health and wellbeing.

 

Maroondah City Council: Council Plan 2013-2017 (Year 2: 2014/2015)

Priority Action 2014/15 - Develop a Physical Activity Strategy 2015-2016

Background

In 2009, Council developed the 2009 – 2013 Leisure Services Strategic Plan which guided the service delivery of the Leisure Services Team with a specific focus of increasing participation in sport and recreation. In response to the recommendations of Maroondah’s 2013 – 2017 Community Wellbeing Plan and the Maroondah 2040 Vision and to address increasing levels of sedentary activity a Physical Activity Strategy was developed to provide a whole of Council approach.

 

In order to increase Maroondah’s participation levels in physical activity Maroondah Council has undertaken extensive research to highlight the barriers preventing or inhibiting active participation.  

 


The strategy focuses on four key Council Priorities which highlight opportunities for Council to impact physical activity levels. These are:

1.       Active Travel

2.       Activating Open Space

3.       The Future of Sport

4.       Schools and Workplaces

The five year action plan will guide the development of new policies, infrastructure improvements, programs and initiatives which will improve practices, respond to demonstrated need, increase access and encourage residents to prioritise physical activity in their daily routine.

 

The four key focus areas of the action plan are:

1.       Information / Health Promotion

2.       Access:  Physical, Social and Attitudinal environments

3.       Infrastructure

4.       Activation Initiatives / Opportunities

The plan contains 45 actions to be implemented over a 5 year period from a wide range of Council service areas which link back to the Maroondah 2040 Community Indicators of Progress. To measure the impact of these actions, the strategy has established a reporting baseline based on current ABS data and /or other current sources which will continue to be updated to enable future measurement. Reporting will be undertaken annually under the facilitation of Council’s Sport and Recreation Team.

Issue / discussion

The majority of Maroondah residents do not undertake enough physical activity.

 

Obesity levels and other chronic health problems associated with sedentary lifestyles are increasing.  The Australian Government Department of Health and Ageing have developed an evidenced based set of National Physical Activity Guidelines for children, adults and older Australians. The most recent update was released in 2014 and added Sedentary Behaviour (sitting time) to the guide as well as a new guideline for muscle strengthening activities. Only 35% of adult Maroondah residents are undertaking enough physical activity to meet the National Physical Activity Guidelines and on a state level children’s participation decreases with age, from 36% of 5 to 8 year olds to just 6% of 15 to 17 year olds.

 

Increasing the level of physical activity in the Maroondah Community is likely to have a major impact on public health and therefore Maroondah City Council will prioritise the development and/or improvement of environments to support physical activity. Active living is incorporating regular activity into daily routine. It includes active travel, play, gardening, incidental exercise as well as competing in a sport or participating in an activity class or pursuit for pleasure and fitness. Prioritising physical activity as an individual, an organisation and as a community has multiple benefits to overall health, social, economic and environmental benefits

 

The primary reason Maroondah residents do not undertake enough regular physical activity is self reported as ‘lack of time’.  This reasoning indicates the need to support environments for physical activity in a range of different settings such as schools, workplaces, residential streets and public open space and recognise that while sport is an important component; incidental exercise is of primary importance to increasing overall activity levels. Council needs to ensure that an extensive range of opportunities exist to make it an easier choice for those who have indicated they do not have time to meet the required physical activity guidelines. Furthermore information and education is essential to ensure that residents understand the importance of regular physical activity for health and wellbeing.

Financial / economic issues

Increasing the physical activity levels of Maroondah residents will result in economic benefit. A more physically active community reduces health care costs, workplace injury and absenteeism and supports local business, boosting productivity and job growth.

 

Research supports that the walkability and cyclability of an area translates into substantial increase in the value of retail, office and residential property.  Homes and work places situated in more walkable neighbourhoods, have more pleasant amenity, better accessibility, provide greater transport opportunities are more desirable places to live, work, study and recreate. 

Environmental / amenity issues

Not Applicable

Social / community issues

There are different factors that affect the physical activity levels of specific populations and therefore different strategies required to overcome. The Strategy highlights the challenges and opportunities for the general community and then focuses on six different specific populations in order to target specific actions which will have a positive impact on participation.

 

The Strategy highlights that while 70% of Maroondah residents do not participate in organised sport and may not ever have the interest or ability to do so, sport still plays an important role in the community, for health and fitness, social interaction and social cohesion. Sport teaches important values and helps to build character. Involvement in sport also provides a rewarding opportunity to interact with others as a participant, volunteer, leader, or supporter. Sports organisations need however, to be aware that there is a shift in the motivation for people to play sport, and to embrace new ways of delivering sport to those who want to be involved.

 

Maroondah residents have indicated a preference for unstructured activities which primarily occur outdoors.  In order to encourage residents to adopt regular participation in the wide range of unstructured activities available within Maroondah, Council needs to create or facilitate and promote opportunities to inspire residents to walk, run, cycle, scooter, skate, exercise or play.

Community consultation

In preparation for the development of Council’s Physical Activity Strategy 2015 - 2020, a range of consultation methods were undertaken to establish a clear picture of Maroondah’s current participation levels, reasons for non participation and community needs.

 

The following methods were undertaken:

·        Maroondah Household Telephone Survey – July 2014

·        Key Internal Stakeholder consultations – July – Sep 2014

·        Maroondah Sports Club Participation Data Survey – Aug 2014

·        Maroondah Festival Physical Activity Interactive Voting Poll Nov 2014

 

In addition related feedback from other recent community engagement initiatives has also been collated to inform the development of the Physical Activity Strategy.

·        The Maroondah 2040 Community Engagement Program 2013

·        The Children’s Services Plan Key Stakeholder Forum

An analysis of the consultation data was conducted and a consultation and engagement report is an appendix to the strategy.

Conclusion

The Maroondah City Council Physical Activity Strategy 2015 – 2020 has been developed through detailed consultation and research to create a Strategy that prioritises the development and/or improvement of environments to support increased participation in physical activity.

 

The Strategy highlights the challenges and opportunities for the general community and then focuses on specific populations in order to target actions which will have a positive impact on participation.

 

 

Attachments

1.

Draft Physical Activity Strategy - June 2015

 

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL PLACES THE DRAFT PHYSICAL ACTIVITY STRATEGY 2015-2020, ON PUBLIC EXHIBITION FROM 21 JULY TO 18 AUGUST 2015.

  


DIRECTOR Planning & Community Phil Turner

 

Bayswater Industrial Precinct Report

Item 1

 

Purpose

For Council to note the Bayswater Industrial Precinct Review report and accompanying Precinct survey.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 3: 2015-2016) provide the strategic framework that underpins the purpose of this report.

 

Outcome Area:  A prosperous and learning community.

 

Our Vision:  In 2040, Maroondah is a thriving centre of economic activity and opportunity within the Eastern Region where the sustainability and growth of local businesses is supported.  All community members, groups, education providers and local businesses have access to a wide range of quality learning resources and facilities.

Key Directions 2015 – 2016:

2.1     Advocate, promote and market key business opportunities and the competitive strengths of the municipality.

2.3     Promote the diversification and localisation of Maroondah’s economy to stimulate job growth and encourage the community to work and live locally.

2.8     Seek increased investment in targeted industries, including advanced manufacturing and associated supply chains.

2.10   Identify and facilitate development of under-utilised key urban renewal sites along transit corridors.

2.14   Facilitate the enhancement and revitalisation of industrial and commercial precincts that maximise investment, promote diverse job opportunities and provide for value adding industries.

Priority Action 2014-2015:

Develop a Bayswater Investment Strategy for the Bayswater/Bayswater North Industrial Precinct to encourage business attraction and facilitate the transition to emerging industries.

Background

The Bayswater Industrial Precinct Review and accompanying survey were jointly funded by Melbourne East Regional Development Australia (ME RDA), and Maroondah, Knox and Yarra Ranges Councils, under the auspice of the Department of Economic Development, Jobs, Transport and Resources (DEDJTR). The Precinct Review and Survey were prepared by the AEC Group, and the report was delivered in October 2014. 

 

The aim of the jointly commissioned study is to:

 

·        Set the future regional direction for the Precinct

·        Assess and address future challenges

·        Assist existing businesses to grow, develop and transition

·        Create an environment where businesses can maximize growth potential and local employment opportunities.

The ‘Bayswater Industrial Precinct’, includes the industrial areas of Bayswater, Croydon South, Bayswater North, Kilsyth and Kilsyth South, within the municipalities of Maroondah, Knox and Yarra Ranges. This precinct comprises approximately 730 hectares of land zoned for industrial use.   As an employment hub, the Bayswater Industrial Precinct employs almost 40,000 people from an estimated 4,500 businesses. 

 

The consultant’s report outlined a three phase action plan in response to the study findings, and this was supported by the evidence and intelligence gathered through an in-depth survey of 200 precinct businesses.

 

The report identifies three broad target areas to expand investment within the precinct:

 

1.      Expansion and strengthening of existing businesses and key industries.

2.      Targeting new property investors and developers.

3.      Attracting new owners and tenants.

More specifically, the report identifies:

 

·        An aligned vision for the Precinct.

·        The future of current industry in the Precinct and key opportunities

·        The opportunity for existing businesses to increase local supply chain utilisation, access to new technology, processes and markets

·        Importance of assisting businesses and industry sectors that are in transition

·        Industries to target for investment in the Precinct

·        Engagement methods to attract new investment

·        The barriers to investment from within and external to the precinct and how these can be eliminated or minimised.

·        Infrastructure needs that would enhance the Precinct

·        Potential alignment with respect to Planning in the Precinct.

·        Land use policy changes that may be required to ensure suitable use of available or underutilised land.

The Precinct Review report has been interrogated and evolved by an established working group, comprising representatives from each local government area.  Moving forward, this working group will include a jointly funded ME RDA and LGA part-time contract position, which will report to a broader Project Control Group including representatives from ME RDA and DEDJTR.

Issue / discussion

The Precinct has a diverse range of current industries including automotive, manufacturing, wholesale trade and transport, service related and retail/bulky goods.  The Precinct provides a critical function as an employment hub and contains a broad spectrum of multi-national corporations, small-medium enterprises and small owner-operator business entities. 

 

The importance of the Precinct has also been strengthened through designation within Plan Melbourne as an area of ‘Investment and Employment Opportunity’.

 

To support a future vision for the Precinct, the report identifies both the challenges and strengths of the precinct in relation to future business operations, re-investment and the attraction of new investment to the area.

 

Key strengths of the Precinct include:

·        Close proximity to a highly skilled employment base

·        Strong transport links that enhance accessibility for suppliers, clients and employees

·        Diverse range of businesses – varying in size, scale and activity.

·        Longevity and long-term commitment of businesses to the area.

Recognition of these strengths provides a sound base for enhancing and attracting future investment opportunities within and to the Precinct. 

 

The identification of the existing and future challenges facing businesses within the Precinct, that relate to the Precinct itself and broader economic and structural issues, are key to developing an action-orientated plan.  These challenges include:

·        Lack of undeveloped sites, with less than 10% of greenfield land remaining and the majority of vacant land available being less than 1000 square metres.

·        Comparatively higher price of accommodation (i.e. rents, property prices, and land values) particularly for larger allotments.

·        Traffic congestion in key parts of the Precinct.

·        Rising utility prices.

·        Inadequate IT infrastructure and internet speeds.

·        Lack of staff amenity.

·        Recruitment and staff retention issues.

·        Low level awareness between businesses about the capabilities of precinct businesses.

·        Lack of co-ordinated efforts to limit the importation of goods and services from outside the precinct.

·        Adaptability of businesses experiencing industry decline and transference of local skills between related industry sectors.

Financial / economic issues

An improvement in the ongoing economic performance of the Bayswater Industrial Precinct is important to its future prosperity and employment provision.

 

Council has contributed $7,500 to jointly fund the initial precinct review, which culminated in the final report.

 

From 1st July 2015, ME RDA has confirmed it will contribute $22,000 towards the employment of a part-time officer to implement the evolving action plan.  This contract position will be auspiced by Knox Council and additional in-kind resources from each council are also envisaged for the period of the employment contract.

 

Each of the three Council’s will also contribute $5,000 towards agreed implementation projects in 2015/16.  Additional capital works allowances may be required for joint infrastructure projects in the Precinct, and requests shall be submitted in accordance with the Capital Expenditure Program process.

Environmental / amenity issues

The report identified that the redevelopment of existing and aged building sites presents an opportunity to improve on the efficiency of the buildings through the inclusion of solar power, waste reduction, water and energy saving modifications.  Activities associated with this priority area will be articulated in the emerging action plan.

 

As the business community within the Precinct becomes more connected, there is also an opportunity to share information on more sustainable business practices.  One option to be explored is group buying for utilities, as the cost of utilities was identified as an area of concern for existing businesses.

Social / community issues

The support of a vibrant business community is as much about creating employment and wealth, as it is about providing the local population with the opportunity to experience productive social interactions, a sense of community responsibility and belonging.  The protection and sustainability of existing jobs is therefore directly linked to the health and wellbeing of the community. 


Community consultation

In addition to Council Officer consultation, 200 businesses within the Precinct were interviewed and surveyed by the consultants.  The survey revealed key insights that have informed the Precinct Review, including:

·        The stability of the Precinct, with 55% of firms intending to stay in their current location for the next five years.

·        Anticipated skill shortages over the next 10 years were minimal, but were more likely to occur with respect to technicians and trade workers.

·        Supply chain linkages demonstrate that 30% of goods and services are sourced within the South-East Region and a further 21% within the State, indicating that further connectivity between businesses would greatly enhance the Precinct.

·        One quarter of businesses within the Precinct export with a further 20% indicating a preference to engage internationally in the future.

Key infrastructure and advocacy initiatives included:

-        access to high speed internet;

-        improved road networks and conditions;

-        enhancement of the look and presentation of the precinct; and

-        improved connectivity with surrounding rail infrastructure.

This intelligence will feed into subsequent phases of the partnership project to generate project initiatives and inform future actions.  Further consultation with local businesses and stakeholders will be undertaken as initiatives proceed.  A briefing on the project’s status was also provided to Council’s Business Advisory Committee at the 22 June meeting.

 

Further to the Bayswater Industrial Precinct Review being noted by participating Council’s, this report will be officially launched by the Minister for Employment in August 2015.

Conclusion

To address the key priorities identified in the report, and to implement the evolving action plan, a regional approach is vital, and the Precinct must be identified as a whole, rather than by municipal boundaries.  A regional approach provides greater opportunities with respect to joint advocacy efforts and pooled resources supported by a shared vision will ensure efforts from key stakeholders are maximised.

 

The drivers of global and local economic change are creating challenges for many of the businesses located within the Precinct. At the same time it should be recognised that the vast majority of precinct businesses are stable, growing and embracing the application of new technologies and participation in new markets.

 

The Bayswater Industrial Precinct Review has provided an evidence base and set of priority areas for action in partnership with businesses. There is a sound joint commitment and focus on the area for the future, lead by the 3 municipalities, ME RDA and DEDJTR.

 

Council’s continued active participation in the partnership group and the work it is undertaking is considered critical to assisting Maroondah City Council and the relevant business community to work together to both leverage and respond to the range of factors and drivers currently influencing the future the Precinct.

 

 

 

Attachments

1.

Bayswater Industrial Precinct Survey - 2014

2.

Bayswater Industrial Precinct Review Report - 2014

 

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL NOTES THE COMPLETION OF THE 2014 BAYSWATER INDUSTRIAL PRECINCT REVIEW AND THE ACCOMPANYING BUSINESS SURVEY.

 


DIRECTOR Planning & Community Phil Turner

 

Draft Water Sensitive City Strategy

Item 2

 

Purpose

The purpose of this report is to present the draft Maroondah Water Sensitive City Strategy and to seek Council’s endorsement for the draft Strategy to be made available for community feedback in accordance with Council’s Community Engagement Policy.

Strategic / policy issues

The Draft Water Sensitive City Strategy encourages sourcing and using water wisely to ensure good long-term quality of life and liveability outcomes in Maroondah.

 

The following directions contained in the Council Plan 2013-2017 (Year 3: 2015-2016) underpins the purpose of this report:

 

Outcome Area: A Clean, Green and Sustainable community

 

Our Vision: In the year 2040, Maroondah will be a leafy, green community with high levels of waste diversion and sustainable approaches to infrastructure development, urban design and management of natural resources. Our community is resilient and has the knowledge, capacity and resources to make sustainable lifestyle choices.

 

Key Directions 2013 – 2017

 

4.1     Ensure the long term protection and rehabilitation of the city’s waterways and wetlands to improve water quality and streamflow;

4.13   Advocate for increased stormwater harvesting and greywater reuse by households and businesses

6.5     Work in partnership to encourage the use of a water sensitive approach in the development and renewal of the built and natural environment.

Background

The key aim of the Draft Strategy is to help Council to develop an integrated water management culture across Maroondah.  This involves improving the way we manage water now so that current and future generations can benefit from secure water supplies, healthy environments and safe and beautiful places to live.

 

Council has received strong support from Melbourne Water, Yarra Valley Water and the State Department of Environment, Land, Water and Planning in the preparation of this Draft Strategy.

 

Concurrently, a Council Water Sensitive City Group with cross-departmental and external membership was established to assist with the Draft Strategy preparation.

 

The Draft Strategy consists of a ‘Vision and Outcomes’ document (Attachment 1) and ‘Transition Toolkit’ (Attachment 2)

Issue / discussion

Traditionally, water has been managed in central ‘silos’, eg stormwater, potable water, sewage without holistic management of all water sources and end users.

 

However increasingly rapid change, population growth and uncertainty mean that a new approach is needed. Increasing demands for potable water; climate uncertainty resulting in greater rainfall variability and more frequent storm, drought and flood events mean that a more flexible approach to water management, including alternatives to potable water and more distributed (local and regional) water sources is needed. 

 

The State Government, including Melbourne Water, supports and funds integrated water management strategies such as this one.  In addition, all major water entities, including Council, are increasingly working together to solve complex water-related issues.

 

The Draft Strategy’s key findings and recommendations include:

·        Council is already pursuing a water sensitive approach.  For example, water sensitive urban design projects (WSUDs)

·        Multiple benefits have been demonstrated through water sensitive projects

·        Mainstreaming water sensitivity through culture change, partnerships and demonstration projects

·        Maroondah is at the headwaters of several catchments and this implies downstream responsibilities.

Some recent projects demonstrating water sensitivity include:

·        Acacia Court flood mitigation and WSUD

·        Ringwood Station drainage/WSUD works (with Public Transport Victoria)

·        Enhancing Our Dandenong Creek daylighting and billabong restoration (with Melbourne Water)

·        Croydon Civic Flood mitigation, carpark, WSUD and oval beautification works

·        Car City, Ringwood runoff mitigation

·        The Range, Croydon (use of recycled water and wetlands)

It is anticipated that over the ten years of the Draft Strategy’s life, there will be many benefits associated with the adoption of water sensitive behaviours.  These include:

·        Improved water security

·        drought and flood resilience

·        Improved water management practices in homes and buildings

·        well-designed streets and green corridors safely convey flood waters

·        Council delivers multiple benefits through continual improvement of the local water cycle in partnership with government, community and relevant authorities.

 

Implementation will involve the partners who helped Council to develop the Draft Strategy.  These include: Melbourne Water, Yarra Valley Water, and the Department of Environment, Land, Water and Planning and the Maroondah Environment Advisory Committee.  A cross-Council Water Sensitive City Working Group will take carriage of many of the actions and report progress annually to Council.

Financial / economic issues

Financial and economic issues are considered in the Draft Strategy.

Environmental / amenity issues

Environmental and amenity issues are considered in the Draft Strategy.

Social / community issues

Social and community issues are considered in the Draft Strategy.

Community consultation

During the preparation of the Draft Strategy, Council has consulted extensively with representatives from Melbourne Water, Yarra Valley Water and the Department of Environment, Land, Water and Planning.

 

The Draft Strategy was initially informed by community feedback received during the development of Maroondah 2040 A Community Vision in 2013 and 2014.

 

In addition, comments have been received from Council’s Maroondah Environment Advisory Committee (MEAC) and this feedback has been incorporated into the Draft Strategy.

 

Whilst significant targeted consultation with key stakeholders has already been undertaken to inform the Draft Strategy, it is recommended that the community be provided with the opportunity to provide comments on the Draft Strategy between 21 July 2015 to 21 August 2015.

Conclusion

This Draft Water Sensitive City Strategy will help Council and the community to achieve the Maroondah 2040 Community Vision. Water is central to our current and future lives and we all have a role in ensuring this vital resource is wisely managed for the wellbeing of all.  The Draft Strategy is proposed to be implemented over 10 years and its recommended actions integrated into Council service delivery plans.

 

Achieving this vision of a water sensitive city will require a range of changes to be made to our neighbourhoods, our infrastructure and our way of doing things.  To do so, Council will need support from our partners that influence different aspects of water management and from our local communities and businesses who live, work, play and visit Maroondah.  The Draft Strategy provides a critical platform to make this happen.


 

 

Attachments

1.

Maroondah Water Sensitive City Strategy Vision and Outcomes June 2015

2.

Maroondah Water Sensitive City Strategy Toolkit June 2015

 

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL PLACES THE DRAFT WATER SENSITIVE CITY STRATEGY ON PUBLIC EXHIBITION FROM 21 JULY 2015 TO 21 AUGUST 2015.

 


DIRECTOR Planning & Community Phil Turner

 

Carbon Neutral Strategy and Action Plan 2014/2015 - 2010/2021

Item 3

 

Purpose

The purpose of this report is to seek Council’s approval of the Carbon Neutral Strategy and Action Plan 2014/2015 - 2020/2021.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 3: 2015-2016) provide the strategic framework that underpins the purpose of this report:

 

Outcome Area: A Clean, Green and Sustainable Community

 

Our Vision: In the year 2040 Maroondah is a leafy green community with high levels of waster diversion and sustainable approaches to infrastructure development, urban design and management of natural resources. Our community is resilient and has the knowledge, capacity and resources to make sustainable lifestyle choices.

 

Key Directions 2013-2017

 

4.11   Strive to become a carbon neutral Council by implementing energy efficient initiatives and embracing clean energy solutions

Background

Preparation of the Carbon Neutral Strategy and Action Plan 2014/15-2020/21 (Attachment 1) has been an important priority of Council.  This is an acknowledgement that significant action to reduce greenhouse gases in the short term is needed to reduce the long term impacts of climate change. The Strategy is focussed on managing and reducing Council’s corporate greenhouse gas emissions.

 

It provides principles and actions for carbon management and maps a path to carbon neutrality. The Strategy recommends energy efficiency measures and process changes relevant to the delivery of Council services to the Maroondah community.

Issue / discussion

Council seeks to achieve a planned, systematic and supported approach to carbon management across the organisation.  It recognises the importance of early action and the long life of assets and infrastructure.  This Strategy provides a roadmap to 2020/21. Actions are focused on energy efficiency and these are anticipated to deliver significant greenhouse and financial savings.

 

A reduction target has been set to guide decision making and provide an indicator of the level of abatement sought. In setting this target regard was given to available resources for mitigation activities, as well as estimated emission growth to 2020/21. Taking into account emission growth anticipated from Aquanation, a target has been set that excludes Ringwood Aquatic Centre from the baseline year and Aquanation from the target year.

 

The target is to reduce emissions by 20% (no more than 11,698 tonnes CO2-e) below 2010/11 levels (14,622 tonnes CO2-e) by 2020/21. The carbon neutral target however applies to the whole inventory. Significant mitigation work will need to continue beyond 2020/21, with the intention of setting a reduction target for 2025/26 to include the complete inventory.

 

The Strategy will be reviewed annually as actions are progressed and more experience is gained.

Financial / economic issues

Energy efficiency activities are typically a cost effective means for reducing carbon. Over time these actions can provide funds for reinvestment in additional mitigation actions. The actions within this Strategy aim to make Council more resilient to the impacts of rising energy and fuel costs.

 

Some of the actions included are proposed to be funded from the creation of a Council Revolving Energy Fund. This will take savings from energy reduction projects and use them to implement additional actions that will reduce greenhouse gas emissions.

Environmental / amenity issues

The Climate Commission, (now the Climate Council), described 2011-2020 as the ‘Critical Decade’ for taking action to reduce greenhouse gas emissions and the impacts of climate change. Latest reports from the Intergovernmental Panel on Climate Change (IPCC) show that the impacts of climate change are already occurring and that accelerated action to reduce emissions is required.

Social / community issues

Climate change has a number of impacts that will affect communities. Impacts include: hotter temperatures, decreased average rainfall, more severe droughts, longer fire seasons and floods that are more intense. Some of these impacts are already locked-in due to greenhouse gas emissions that have been released in the past. They will have consequences for public health and wellbeing – such as health impacts of heatwaves, damage to essential infrastructure and homes from extreme weather events such as floods and impacts on food production.

Community consultation

Feedback from the Maroondah 2040 Community Vision has helped to inform the direction of the Strategy.  In addition, the Strategy has been influenced by input received from the Eastern Alliance for Greenhouse Action (EAGA) of which Maroondah is a member Council.

 

Comment on the draft Carbon Neutral Strategy was also obtained from the Maroondah Environment Advisory Committee (MEAC).


 

Conclusion

The Strategy provides a roadmap for Council to work towards achieving carbon neutrality for its corporate greenhouse gas emissions by 2020/21. It seeks to implement significant greenhouse reduction projects, create process changes, build knowledge and utilise alternative funding models through the use of a revolving energy fund. It aims to reduce energy costs and improve wellbeing by working collaboratively with internal and external stakeholders.  The Strategy is demonstrating Council’s leadership and commitment to reducing its carbon footprint.

 

 

Attachments

1.

Climate Change - Carbon Neutral Strategy Draft

 

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL ADOPTS THE CARBON NEUTRAL STRATEGY AND ACTION PLAN 2014/15-2020/21