Agenda of Ordinary Council Meeting

DIRECTOR Corporate Services – Marianne Di Giallonardo

Reports of Assembly of Councillors	Item 2

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 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

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 2014 – 2015:

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 18 April and 2 May 2016 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.⇩	2016 April 18 - Assembly of Councillors Public Record
2.⇩	2016 May 02 - Assembly of Councillors Public Record

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE PUBLIC RECORD OF THE ASSEMBLY OF COUNCILLORS BRIEFING HELD ON 18 April and 2 may 2016

ATTACHMENT No: 1 - 2016 April 18 - Assembly of Councillors Public Record

Item 2

2014 Maroondah Logo RGB.jpg

ASSEMBLY OF COUNCILLORS – PUBLIC RECORD

Assembly Details:

Date: Monday 18 April 2016	Time: 6.00pm	Location: Meeting Room 4, Braeside Avenue, Ringwood
Attendees:

Councillors
Cr Natalie Thomas (Mayor)	Cr Nora Lamont	Cr Les Willmott, JP
Cr Tony Dib, JP	Cr Mary-Anne Lowe	Cr Liam Fitzgerald
Cr Christina Gleeson		Cr Rob Steane

Council Officers:
Steve Kozlowski	Chief Executive Officer
Marianne Di Giallonardo	Director Corporate Services
Phil Turner	Director Planning & Community
Trevor Welsh	Director Operations, Infrastructure & Leisure
Sherryn Dunshea	Manager Communications & Marketing Item 2
Peter Tully	Governance Advisor Item 3
Joshua Burt	Team Leader Sports & Recreation Item 4
Stephen Onans	Team Leader Governance
Others:

Apologies:
Councillors:	Cr Samantha Marks
Council Officers:	Nil

Conflict of Interest Disclosure:
Councillors:	Nil
Council Officers:	Nil

Matters Discussed:		## Confidential Item

1	Council Meeting Agenda
2	Casey Electorate Advocacy
3	Local Government (Electoral) Regulations 2016
4	Maroondah Festival
5	Glen Park Community Garden
6	Early Motions, MAV State Council Meeting

Record completed by:

Council Officer	Stephen Onans
Title	Team Leader Governance

ATTACHMENT No: 2 - 2016 May 02 - Assembly of Councillors Public Record

Item 2

ASSEMBLY OF COUNCILLORS – PUBLIC RECORD

Assembly Details:

Date: Monday 2 May 2016	Time: 6.00pm	Location: Meeting Room 4, Braeside Avenue, Ringwood

Attendees:

Councillors
Cr Natalie Thomas (Mayor)	Cr Nora Lamont	Cr Les Willmott, JP
Cr Tony Dib, JP left meeting at 7.09pm	Cr Samantha Marks	Cr Liam Fitzgerald
Cr Christina Gleeson	Cr Mary-Anne Lowe	Cr Rob Steane

Council Officers:
Steve Kozlowski	Chief Executive Officer
Marianne Di Giallonardo	Director Corporate Services
Phil Turner	Director Planning & Community
Trevor Welsh	Director Operations, Infrastructure & Leisure
Chris Zidak	Manager Business & Development Items 1 & 2
Adam Todorov	Manager Assets Item 3
Tim Cocks	Manager Leisure Item 4
Grant Meyer	Manager Integrated Planning Items 5 & 6
Rob Lewis	Acting Team Leader Governance
Others:
Apologies:
Councillors:	Nil
Council Officers:	Nil

Conflict of Interest Disclosure:
Councillors:	Nil
Council Officers:	Nil

Matters Discussed:		## Confidential Item
1	Proposed Christmas Decoration Update
2	Draft Melbourne East Regional Plan 202
3	Draft Open Space Strategy
4	Melbourne East Sport & Recreation Strategy
5	Reconciliation Action Plan
6	Draft Sustainability Strategy
7	Community Assistance Fund
8	Items of a General Nature as Raised by Councillors
9	Rotary Golf Day
10##	CEO & Councillors discussion

Record completed by:

Council Officer	Marianne Di Giallonardo
Title	Director Corporate Services

DIRECTOR Corporate Services – Marianne Di Giallonardo

Councillor Representation Reports	Item 3

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 Community Safety Committee Meetings – 10 November 2015 & 15 March 2016

· Minutes of the Metropolitan Local Governments’ Waste Forum Meeting – 7 April 2016

· Minutes of the Eastern Alliance for Greenhouse Action Meeting – 19 April 2016

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 well governed and empowered community

Key Directions 2013 – 2017:

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 Gleeson, Steane and Dib are Council’s representatives on the Maroondah Community Safety Committee

Cr Willmott is Council’s representative on the Metropolitan Local Governments’ Waste Forum

Cr Willmott is Council’s representative on the Eastern Alliance for Greenhouse Action

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 Community Safety Committee Meeting - 10 November 2015
2.⇩	Minutes - Maroondah Community Safety Committee Meeting - 15 March 2016
3.⇩	Minutes - Metropolitan Local Government Waste Forum Meeting - 7 April 2016
4.⇩	Minutes - Eastern Alliance for Greenhouse Action Meeting - 19 April 2016

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL RECEIVES AND NOTES:

1. minutes of the maroondah community safety committee meetings held 10 november 2015 and 15 march 2015

2. minutes of the metropolitan local government waste forum meeting held 7 april 2016

3. minutes of the eastern alliance for greenhouse action meeting held 19 april 2016

DIRECTOR Corporate Services – Marianne Di Giallonardo

Financial Report: Nine Months Ending 31 March 2016	Item 4

Purpose

To present the financial statements for the nine months ending 31 March 2016.

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).

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); Balance Sheet; Cash Flow 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 nine months ending 31 March 2016. 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
Income	117,507	108,173	108,181	8	117,792
Expenses	(116,108)	(85,659)	(82,993)	2,665	(117,600)
Underlying Surplus (Deficit)	1,399	22,514	25,188	2,674	192

Capital
Grants - Capital (recurrent and non-recurrent)	8,989	3,765	3,570	(195)	3,859
Comprehensive result	10,388	26,279	28,758	2,478	4,051

For the nine months ended 31 March 2016 Council has recorded an operating surplus before capital revenue of $25.19 million, which is $2.67 million ahead of the year to date budget (This equates to a 2.28% variance on total budgeted turnover). The major contributing variances are: (See also notes to Income Statement Appendix B)

· The change from the Adopted Budget Underlying Surplus of $192k to the Forecast Budget Underlying Deficit of ($1.40m), which is a result of Funding Assistance Grant payments of $2.5m being paid in advance in the previous financial year and carried forward grant expenditure. This is partially offset by a decrease in budgeted expense expectations of $1.49m.

· Cash Contributions are $133k above budget as a result of $223k in Public Open Space contributions above expectations. Statutory Planning ($33k) and School Focused Youth Services ($32k) are behind forecast.

· Rates and Charges are $49k above budget with Supplementary Rates $47k ahead of forecast.

· Statutory Fees and Fines are $45k above budget as Animal Registration Fees $45k and Traffic Fines $39k are above forecast. Special rates and charges relating to Main St Croydon are ($34k) behind forecast.

· Capital Grants (recurrent and non-recurrent) are ($195k) below budget due to receipts for East Ringwood Pavillion ($125k) and South Croydon Cricket Club ($35k) behind forecast.

· User Fees are ($189k) below budget with fees for Aquahub ($79k), Revenue Services ($57k) and Aged and Disability Services ($44k) all below forecast. Sport and Recreation $51k and Wyreena $32k were ahead of forecast.

· Operating Grants (recurrent) are ($44k) below budget, with grants Community Health (Department of Health and Human Services Immunisation) ($70k) behind forecast.

· Materials and Services are ($1.51m) below budget. Expense types contributing to this include Materials ($120k), Fleet Fuels, Oils and Running Costs ($118k), Consultancies ($107k), Electricity ($100k), Gas ($98k), Software Maintenance ($92k), Insurances ($50k), Fire Plug Maintenance ($45k), Group Training Programs ($42k), Legal Fees ($41k), Marketing and Promotion ($40k) and Advertising ($31k). Expenses ahead of forecast included Maintenance $53k, Water $65k and Agency Staff $71k.

· Contractors are ($929k) below budget, with Home Care ($468k), Waste Management ($207k), Construction ($196k) and City Parks (Park Maintenance, Bushland and Weed Management) ($150k) all below forecast. City Parks (Sports and Projects, Tree Maintenance) ($135k) and Works ($119k) were above forecast.

· Employee Costs are ($224k) below budget. Service areas contributing to this include Leisure ($92k), Realm ($49k), Customer Service ($38k) and Community Health ($35k). Human Resources $70k, Facilities Maintenance $65k and Engineering $33k all had employee costs above forecast.

The movement between the Capital Grants Adopted Budget of $3.86 million and Forecast of $8.99 million mainly relates to:

· Department of Infrastructure and Regional Development’s National Stronger Regions Fund income of $3 million for Realm;

· Capital grant income from Vic Roads for Oban Road under the National Black Spot Program of $701k;

· Capital projects for which grant income was budgeted 14/15 but had not been received at year end, resulting in forecast variations for 15/16. This includes projects such as Mullum Reserve, Marveloo, Bedford Road Signalisation, RMAC and East Ringwood CCTV, Croydon Main St Connects and the Ringwood Station Art Project.

The movement between the net surplus Adopted Budget of $4.05 million and the Forecast of $10.39 million mainly relates to the following (Refer to detailed reconciliation in Appendix A):

· Carried forward grants net ($675k);

· New and revised grant funding net ($2.60m);

· New and revised capital grant funding $5.13m;

· Transfers to/from capital of $321k;

· Movement in restricted assets (including Public Open Space and Waste supplementary rates) of $2.21m; and

· Movement in departmental operating budgets of $1.95m.

1.2 CAPITAL PERFORMANCE

	Forecast	YTD	YTD	YTD	Adopted
	Budget ##	Budget	Actual #	Var	Budget
	$’000	$’000	$’000	$’000	$’000
Total capital works	44,169	19,615	18,984	631	37,077

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

The Forecast Budget includes carried forward works from 2014/15 of $3.3m and funding for new and revised 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 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;

· State government funding from the Department of Health and Human Services for the construction of Marveloo 2 $44k;

· Vic Roads funding for Oban Road under the National Black Spot Program $701k; and

· Future years projects brought into current year including the replacement of existing community buildings at Proclamation Park $500k and Street Lighting Improvements $370k.

For the nine months ending 31 March 2016 Council has expended $18.98 million on the capital works program, which is in line with the year to date budget. Capital program variances include: (See also Appendix C for further explanations)

· Buildings behind by $797k;

· Computers and Telecommunications behind by $133k;

· Roads behind by $57k;

· Plant, Machinery and Equipment ahead by $215k; and

· Footpaths and Cycleways ahead by $77k.

1.3 FINANCIAL POSITION

		2015-16	2014-15	2014-15
	Adopted	March YTD	March YTD	June YTD
	Budget	Actual	Actual	Actual
	$’000	$’000	$’000	$’000
Cash and investments	23,160	50,114	49,253	39,920
Net current assets	5,953	47,972	47,579	23,556
Net asset and total equity	1,347,362	1,440,151	1,361,853	1,411,393

The Financial Position as at 31 March 2016 shows cash and investment balances of $50.11 million and a net current asset position of $47.97 million, which are both in line with balances this time last year. The net asset position as at 31 March 2016 is $1.44 billion.

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 2015/2016 services and advocacy programs.

Attachments

1.⇩	Financial Report: Nine Months Ending 31 March 2016

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE FINANCIAL PERFORMANCE AGAINST BUDGET FOR THE NINE MONTHS ENDING 31 MARCH 2016.

DIRECTOR Operations, Infrastructure & Leisure – Trevor Welsh

Melbourne East Regional Sport and Recreation Strategy	Item 1

Purpose

The purpose of this report is to present to Council the draft Melbourne East Regional Sport and Recreation Strategy and to seek Council’s endorsement.

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.

1.19 Provide a range of integrated recreation and leisure facilities that meet the needs of all ages and abilities.

1.20 Enhance Maroondah’s state of the art sporting precincts to cater for a wide range of recreational pursuits

Maroondah City Council: Council Plan 2013-2017 (Year 3: 2015/2016)

Priority Action 2015/16 – Work in partnership to develop the Melbourne East Sport and Recreation Strategy.

Background

The Melbourne East Regional Sport and Recreation Strategy “Strategy” has been developed to support and guide Councils and stakeholders in the East Region in the planning and delivery of regional level sport and recreation facilities and shared recreation trails.

The core project team consisted of representation from the seven eastern Councils (Boroondara, Manningham, Monash, Maroondah, Whitehorse, Knox and the Shire of Yarra Ranges), the Department of Transport, Planning and Local Infrastructure, via Sport and Recreation Victoria (SRV), and Regional Development Australia (East).

The purpose of the Strategy is to undertake a regional planning approach that supports the development of both current and new sport and recreation infrastructure for the Melbourne East Region for the next 20 years.

The Strategy provides an overview of the region, identifies the gaps in regional sport and recreation facilities and shared trails and outlines the vision for the future provision of regional facilities in Melbourne’s East.

Also included in the Strategy is a planning framework to support Councils and other regional stakeholders to prioritise, plan and deliver regional facilities and shared trails collaboratively and effectively.

The Strategy investigates the issues and opportunities impacting the planning and provision of regional level facilities using information provided by the seven represented Councils, State Sporting Associations, State Government and other regional stakeholder groups.

The Strategy is supported by the background, research and consultation reports (Preliminary Situational Analysis and Key Findings Report and the State Sporting Association Consultation Findings Report).

About the region

The seven Council’s are linked by the Yarra River and provide extensive waterways and parklands from Melbourne’s urban landscape to the open space and national parks, forests and gardens of the Yarra Valley and Dandenong Ranges.

Melbourne East includes developed residential areas and accommodates over 1 million people and includes major employment clusters and agricultural areas in the Yarra Valley, considered the food bowl and wine district of Melbourne.

There is a diverse and unique network of regional sport, recreation and tourism experiences in Melbourne’s East that are highly valued.

Key Regional Highlights include:

1.044 million people (24.5% of Melbourne population).

Additional 140,000 by 2031 (55,000 aged 55 and over).

70 identified regional level sport and recreation facilities (including regional play spaces) catering for a range of activities.

Approximately 25 regional trails and mountain bike tracks.

Walking, jogging, cycling and swimming are the most popular recreation activities.

Basketball, Australian Rules Football, netball, soccer and gymnastics are the highest participation sports.

Adventure and lifestyle sports, badminton, table tennis and personal training are activities that are also popular.

The Key Objectives of the Strategy are to:

Identify the vision and principles that will guide future planning and development of regional level sport and recreation facilities.

· Develop a sustainable governance model to drive regional project delivery, improve stakeholder collaboration and create a structure for assessment and decision making.

· Identify and map current and proposed regional level sport and recreation facilities and shared trails across the region.

· Identify gaps in existing regional facility provision and recommend future development priorities that meet current and future demand.

· Develop a regional project assessment criteria to support future project selection and prioritisation

The preparation of the Strategy will be aligned to the recommendations of the individual Recreation and Sports Strategies developed by the seven participating Councils in the Eastern Region, Strategic Plans of State Sporting Associations and relevant State and Federal Government policies and strategies.

The aim is to develop a Strategy that:

· Increases participation in sport and recreation activities;

· Provides facilities that can accommodate future demand;

· Provides increased opportunities to bid for and host regional, state and national sporting events resulting in economic benefits to communities;

· Provides access to a wider range of quality facilities;

· Avoids duplication of facility service provision across Council boundaries; and

· Ensures sports facilities are financially viable and sustainable.

What defines a regional facility?

Regional facilities mean different things to different people. The State Sporting Associations primarily view regional level facilities as venues for elite sport whereas government, in particular local government, see regional facilities as catering for a broad range of sport and community use. For the purposes of this Strategy regional level facilities and trails are defined by their broad characteristics and benefits rather than one single component. They are:

Sport and Recreation Facilities

· Provide a range of participation outcomes which benefit the community, allow for a range of competitions (local, state and/or national), and have the ability to host medium to large scale events.

· Cater for a broad catchment across multiple municipal boundaries

· Offer flexibility of use by one or more sports / activities

· Deliver quality management and service levels that are maintained to a high level.

· Meet the defined regional facility standards of local governments and state sporting associations for training and competition.

Shared trials

· Are integrated and connected across municipal boundaries

· Provide appropriate supporting infrastructure and amenities

· Provide safe off road alternatives

· Support both recreation and commuter use

Issue / discussion

Why do we need a Strategy?

The development of a regional Strategy for sport and recreation provision in Melbourne's East will address a range of issues. These are as follows:

· Gaps in the shared recreation trail network create opportunities to better connect and link trails and develop a comprehensive network of regional trails.

· There is currently no regional approach to identifying sport and recreation priorities for the region.

· There is no formal governance structure or advocacy platform to support the planning and development of regional level facilities.

· There is no alignment of stakeholder policies and strategic directions that supports a collaborative approach to investment.

· There is a lack of stakeholder collaboration on planning regional projects that meet broader sport and recreation needs.

· There is a gap in strategic partnerships across key stakeholder organisations including state and regional sporting groups, schools and government departments.

· The capacity and ability of Melbourne’s East Region Councils to fund regional priorities as well as servicing local sporting needs is increasingly difficult. Councils are generally unable to exclusively deliver regional level facilities.

· The constraints on Councils working across borders, resulting in some duplication and oversupply of facilities across the region is evident.

· The need to provide a regional approach to regional facility planning and delivery that is consistent with peak sporting bodies, Councils and State Government.

An ageing community with changing demographics will create a focus on accessible and affordable facilities with broader recreation objectives.

What did we do?

· Consultation with peak sporting bodies, external reference group members, local Councils and other regional stakeholders;

· Regional facility supply and demand analysis undertaken;

· Current and proposed regional level facilities identified and mapped;

· Key findings and background report completed;

· State Sporting Organisation regional needs identified;

· Project assessment criteria developed; and

· Draft Strategy and Planning Framework developed

What did we find?

Through the development of the strategy and consultation with regional stakeholder groups we found that:

There is a strong supply of regional level sports facilities and shared recreation trails in Melbourne’s East catering for a range of formal and informal activity.

Some of Melbourne’s East Region Councils are under ongoing financial pressure and are prioritising the renewal of existing community facilities over committing to regional planning and collaboration.

Councils exist to provide facilities and services that serve their local communities and are constrained on the level of support they can provide to regional level projects.

Those municipalities located in the outer east such as Yarra Ranges can offer different sport and recreation experiences than densely populated inner region municipalities due to having greater access to land and open space provision.

Informal sport and recreation activities such as walking, swimming and gymnasiums are popular with adults in Melbourne’s East.

Structured sports such as basketball, netball, football, cricket and soccer have high participation rates, particularly in the junior category.

Limited information is available from some State Sporting Associations that will influence regional planning and support key projects.

There is an adequate supply of swimming pools and athletics facilities to service current and future demand across Melbourne’s East at a regional level.

There is an appetite from state and local government to plan and collaborate on shared recreation trail development projects to service the region.

These high level findings have guided the development of the strategic directions recommended for the region.

What are the gaps?

A number of gaps in the current provision of regional level sport and recreation facilities in Melbourne’s East have been identified. These include:

· The connection and development of shared recreation trails

· Fit for purpose indoor sports courts for basketball, netball and other compatible sports

· Development of specialised purpose built facilities for gymnastics

· A destination for adventure based activities that caters for the strong recreation market

The Strategy focuses on three priority areas for the region that are critical to the successful planning, funding and delivery of regional sport and recreation facilities. These are:

1. Governance and partnerships

2. Knowledge and understand of the region

3. Sustainable, flexible and efficient facility development

Governance and partnerships

It is essential that the Melbourne East Region establishes a strong and sustainable governance structure that provides a process for decision making and helps to identify, prioritise and implement regional projects.

The proposed governance and project management structure will require Councils and other stakeholders to collaborate and invest resources into the regional planning process to ensure the objectives of the Strategy are achieved.

Knowing and understanding the region

Recognising and responding to the region’s unique attributes and continuing to challenge, assess and review identified priorities through the use of current sports participation, recreation trail and future population data will be a high priority for the region.

To ensure the identified facility gaps remain applicable to the region it is essential that the baseline trail usage and sport participation data collected as part of the Strategy is kept up to date and reviewed annually.

Sustainable, flexible and efficient facility development

There is a need for sport, government and community stakeholders to work together more effectively on planning and delivery of regional facilities, to ensure future provision is targeted, sustainable and successful. The delivery of regional projects require significant investment from a range of funding providers, so the development of a regional framework to guide future investment and provide the evidence to secure support from potential investors is vital.

The sport and recreation needs of the region and the role and function of existing regional level facilities have been considered in the development of the framework. The framework identifies and prioritises future regional level facilities and shared trail development that will be required to service the region for the next twenty years.

These priorities are supported by 23 recommended actions.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Regional level sport and recreation facilities play an important role in contributing to the health and well being of communities, as they serve a broad catchment and cater for a diverse range of activities. The Strategy identifies projects that address the regional sport and recreation needs of residents and demonstrates the broader health, social and economic benefits to the region.

Community consultation

In preparation for the development of the Strategy, a range of consultation methods were undertaken to ensure that the outcomes of the Strategy were evidence based and provided a clear picture of the future needs of the region.

The following methods were undertaken:

· Provided an opportunity for all State and Regional Sporting Associations to have input into the development of the Strategy through an information session and subsequent survey (33 peak sporting bodies participated in the survey) – December 2014.

· Key Internal Stakeholder consultations with individual Councils – July – Sep 2014

· External Reference Group - Provided technical advice and a formal mechanism to consult with key sport and industry leaders and organisations which included the following organisations:

- Aquatics and Recreation Victoria

- Victorian Trails Committee

- VicSport

· Other Regional Stakeholders – Parks Victoria, Melbourne Water, Melbourne Planning Authority, Bicycle Network Victoria, YMCA, Belgravia Leisure, Victorian Equal Opportunity and Human Rights Commission

Conclusion

The draft Melbourne East Regional Sport and Recreation Strategy has been developed through detailed consultation and research to create a Strategy that provides a snap shot of the current provision of regional facilities and identifies future prioritises.

The Strategy recommends the development of a planning framework and a process for evaluating, assessing and prioritising regional projects that improves collaboration across local government areas and delivers regional facilities that support healthy and active communities.

The establishment and nurturing of strategic partnerships and improving collaboration across key sport, government and community stakeholder groups which will provide more opportunities for Councils to secure funding for regional projects is also a key outcome of this Strategy.

Attachments

1.⇩	Draft Melbourne East Regional Sport and Recreation Strategy

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL ENDORSES THE DRAFT melbourne east regional sport and recreation strategy

DIRECTOR Operations, Infrastructure & Leisure – Trevor Welsh

Community Facilities Lease Agreement for Ringwood Ballet Group Inc	Item 2

Purpose

To seek Council approval of a Lease agreement between Maroondah City Council and Ringwood Ballet Group Inc. (Lessee) and to authorise the signing and sealing of the relevant documentation.

Strategic / policy issues

Outcome Area: Safe, healthy and active community

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

Key Directions 2015 – 2016

1.21 Support and empower local community groups, sporting clubs and special interest groups across Maroondah

Background

The Ringwood Ballet Group has occupied the Ballet Studio in Bedford Park Ringwood since 1975 and the current lease term has now expired and is in over holding.

Lease negotiations commenced in November 2015, and the tenant is now ready to progress to endorsement of the draft lease.

Issue / discussion

Council seeks to enter into a Community Facilities Lease Agreement with the Ringwood Ballet Group Inc.

By Lease agreements made between Council and the Lessee, the Lessee will be granted use and occupation of the premises for a term of three (3) years with the option for a further two terms of three (3) years at annual rentals calculated in accordance with the principles of the Community Facilities Pricing Policy and determined under the category of Other Community Groups Occupying Council-Owned Facilities.

Officers recommend that Council approves the Lease agreement upon the terms and conditions as set out in the Lease, the principal terms of which are:

· Term – Three (3) years with the option for a further two terms of three (3) years.

· Maintenance – in accordance with the Community Facilities Standard Maintenance Schedule.

· Public Liability insurance of $20M and glass replacement insurance.

Financial / economic issues

Council’s Community Facilities Pricing Policy provides an overarching framework to guide Council and ensures a consistent and transparent approach to the pricing of facilities. Under the category of Other Community Groups Occupying Council-Owned Facilities, the Policy outlines the factors to be considered when calculating the rental fee.

The rental is determined based on the quality of the facility, capital contributions provided by Council and the community organisation, the type of organisation using the facility and whether the organisation has exclusive use of the facility.

Environmental / amenity issues

Not Applicable

Social / community issues

The implementation of the standard Community Facilities Lease Agreement ensures the clear and equitable delineation of maintenance responsibilities for all tenants occupying Council owned and/or managed community facilities, consistent with the Community Facilities Pricing Policy, and supports a sustainable approach to the provision of community based sport and recreation.

Community consultation

The development of the Lease agreement for the Ringwood Ballet Studio was developed with representatives of the Ringwood Ballet Group and Sport & Recreation.

Conclusion

The Lease agreement provides a mutually beneficial arrangement between Council and Ringwood Ballet Group Inc for the continued use and management of the Ringwood Ballet Studio.

Attachments

1.⇩	Draft Lease - Ringwood Ballet Group Inc - 1 January 2014

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That council

1. GRANTS A LEASE TO RINGWOOD Ballet Group INC. FOR AN INITIAL THREE YEAR PERIOD with the option for a further two terms of three (3) years IN ACCORDANCE WITH COUNCIL’S STANDARD LEASE AGREEMENT AND THE CLUB TO BE CHARGED IN ACCORDANCE WITH COUNCIL’S COMMUNITY FACILITIES PRICING POLICY

2. SIGNs AND SEALs ALL REQUIRED DOCUMENTATION AS APPROPRIATE

DIRECTOR Operations, Infrastructure & Leisure – Trevor Welsh

Maroondah Carols 2016	Item 3

PURPOSE

In order to facilitate the operations of the 2016 Maroondah Carols on Saturday 3 December, this report seeks formal Council endorsement to:

· Advertise the Town Park precinct as a smoke free area on the above date; and

· Prohibit dogs within the Town Park precinct.

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 vibrant and culturally rich community

Our Vision: In 2040, Maroondah will be a creative cosmopolitan community recognised for its celebration and promotion of arts and culture. There will be a broad range of engaging entertainment options, diverse cultural activities and the creation and display of traditional and contemporary forms of art.

Key Directions 2015 – 2016:

3.2 Provide a diverse range of engaging entertainment spaces, events and activities background

Background

Smoke Free

Since 2013 Maroondah Festival has been a smoke free event after the community consultation in which 96% of participants in a survey responded positively to the ban. In 2014 Council extended this ban to the Maroondah Carols which was also received positively by the community.

Dog Free

The grand finale of the Maroondah Carols is a fireworks display. Unfortunately, many animals are terrified by fireworks displays, causing them to be distressed, upset and can indirectly pose risks to dog safety through damage of the ear canal, and by causing them to take flight to escape the loud noises, sometimes injuring themselves and others in the process.

Fireworks may also trigger an aggressive fear response in dogs putting the community around them at risk.

During fireworks, dogs should be kept indoors and in a comfortable hiding place to allow the dogs to feel safe.

Therefore it is proposed that Council ban dogs from the 2016 Maroondah Carols.

Issue / discussion

Smoke Free

It is proposed to promote the Maroondah Carols site as a smoke free event from 4pm to 10pm inclusive on Saturday 3 December 2016.

Dog Free

It is proposed to ban dogs, with the exception of guide dogs, at the Maroondah Carols site from 4pm to 10.00pm inclusive on Saturday 3 December 2016.

To declare a defined area as 'dog free' Council may by resolution make an order under Part 26 - 2a of the Domestic Animals Act 1994 with the right to:

‘Prohibit the presence of dogs and cats in any public area of the municipal district of the Council.’

The Carols site includes the following areas:

· Town Park including Athletics track

· Fred Geale oval

The following process will be undertaken in order to ensure a safe Maroondah Carols and that the general public are aware that dogs are not to be brought to the event.

· All promotion and marketing in the lead up to the 2016 Maroondah Carols will contain information indicating that it is a dog free event.

· In the event that visitors bring their dogs to the 2016 event they will be handed a letter outlining the reasons behind the ban and asked to remove their dog from the site.

· If a dog is displaying a dangerous temperament and/or the owner refuses to follow the instruction, the owner will again be asked to remove the dog off the Carols site immediately and may be fined.

Two Officers nominated from Local Laws will be employed to patrol the Maroondah Carols between 4.00pm to 10.00pm on Saturday 3 December 2016 ensuring dogs are removed immediately by the owners.

Financial / economic issues

Financial implications of these two measures are minimal and will be met within budget.

Environmental / amenity issues

Maroondah Carols is promoted as a family celebration with expectations that over 5,000 people will attend the event. Maintaining a safe environment for visitors is of paramount importance and actions such as the promotion of a smoke free and dog free event is a significant contributor to this end.

Social / community issues

Not Applicable

Community consultation

‘No Smoking’ and ‘No Dogs’ information will be included in Maroondah Carols advertising material.

Conclusion

The dog and smoke free areas are crucial to ensuring the safe conduct of the 2016 Maroondah Carols.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COuncil

1. APPROVES promotion of THE MAROONDAH CAROLS ON SATURDAY 3 DECEMBER 2016 BETWEEN 4.00PM AND 10.00 PM as a smoke free event

2. APPROVES THE PROHIBITION OF DOGS DURING THE MAROONDAH CAROLS ON SATURDAY 3 DECEMBER 2016 BETWEEN 4.00PM AND 10PM EXCEPT IN THE FOLLOWING AREAS:

i. NORTON ROAD (FROM MT DANDENONG ROAD TO LEIGH ROAD)

ii. CIVIC SQUARE

3. PROMOTES INFORMATION REGARDING a SMOKE FREE EVENT AND the prohibition of DOGs ON ALL MAROONDAH CAROLS MARKETING MATERIAL PRIOR TO THE EVENT

DIRECTOR Operations, Infrastructure & Leisure – Trevor Welsh

Petition - Winchester Drive, Bayswater North - Traffic and Tree Issues	Item 4

Purpose

The purpose of this report is for Council to receive two petitions from the residents of Winchester Avenue, Bayswater North. The first containing nine (9) signatures, requesting the closure of Winchester Road where it intersects with Blandford Crescent in Bayswater North, to reduce traffic flow through the street. The second containing 15 signatures, requesting the removal of nature strip trees and their replacement with evergreen trees.

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: An accessible and connected community.

Our Vision: In 2040, Maroondah is an accessible community for all ages and abilities with walkable neighbourhoods, effective on and off-road transport networks, and access to a range of sustainable transport options.

Key Directions 2013 – 2017:

Work in partnership to provide improved accessibility and safety for transport users across all modes.

Background

Council received the petitions on 19 April 2016. The petitions, with an accompanying letter dated 18 April 2016, contained nine (9) signatures requesting road closure and 15 signatures requesting tree removal from residents in Winchester Drive, Bayswater North.

The prayer of the petitions are as follows:

Traffic

“This petition is to cut the excessive flow of traffic along Winchester Drive, Bayswater North. We wish to enjoy what other people take for granted; a peaceful, quiet and safe street. The ideal place to erect a barrier is at Blandford Crescent and Winchester Drive and No Through Signs at each end of Winchester Drive. We the undersigned agree this is the ideal solution to the ever growing problem.”

Trees

“Trees in Winchester Drive be completely removed and replaced by evergreen trees/shrubs, e.g., conifers/cypress shrubs/plants that once established need little maintenance.”

Issue / discussion

Winchester Drive is a general local access street (in accordance with the Road Management Plan) located within a residential pocket in Bayswater North separated by Canterbury Road to the north, Dorset Road to the west, Colchester Road to the east and the Dandenong Creek to the south.

It contains 24 properties (providing direct vehicle access to 22 dwellings) and like the majority of local access streets within the municipality, it has a default speed limit of 50km/hr and a suitable carriageway width of approximately 7.2 metres to allow parking on both sides of the road while providing one lane of through traffic.

Figure 1 on the following page shows an extract from Melway, providing details of Winchester Drive’s location and its connections to the wider road network.

Figure 1 – Melways extract showing Winchester Road and wider road network

From previous correspondence with the lead petitioners, it is noted that they have concerns with larger vehicles i.e. buses and trucks using the street, and vehicles using it as a short cut.

Noting the connection it provides to Canterbury Road for various streets within the residential district, it is likely to service a higher volume of traffic compared to a typical “court” which generally only services residents within the street.

Given configuration and carriageway width of Winchester Drive as discussed above, in accordance with the Clause 56.06 of the Maroondah Planning Scheme, Winchester Drive could be expected to satisfactorily cater for in the order of 2,000 – 3,000 vehicles per day.

Previous traffic and speed volume surveys conducted in September 2010 revealed the following results:

· The 85th percentile speed^{^[1]} of vehicles travelling along Winchester Drive was 49.9 km/h;

· The mean speed of vehicles travelling along Winchester Drive was 40 km/h;

· The Annual Average Daily Traffic (AADT) volume along Winchester Drive was 227 vehicles per day;

· Of the AADT recorded, on average:

- 218 were cars,

- 8 were small trucks; and

- 1 was a large truck.

· The evening peak hour occurred between 3:00pm and 4:00pm where a total of 35 vehicles were recorded in Winchester Drive comprising:

- 6 vehicles travelling west; and

- 29 vehicles travelling east.

Subject to Council’s endorsement of the recommendations within this report, Council’s Engineers will undertake an investigation of Winchester Road to determine its current use, organise updated traffic volume and speed counts, and determine whether the closure of the road is warranted or practical, or if other suitable options are available. A survey of all residents within Winchester Drive will also be undertaken as it is noted that only 25% of properties (6 out of 24) signed the petition.

Council Arborists will inspect the trees in Winchester Drive and assess the condition of them before recommending to Council about the removal of all trees at once. It is to be noted that a Tree Removal Permit will need to be obtained prior to removing any trees.

It should also be noted that Council requires both VicRoads and Ministerial consent to permanently close a road in accordance with Schedule 11, Clause 9, of the Local Government Act 1989. This would require an extensive traffic report detailing the reasoning for the closure.

Financial / economic issues

There would be a significant financial cost associated with formally closing Winchester Road at Blandford Crescent (including design work, civil construction, re-vegetation and signage). The closure would also require the addition of a waste turn around facility to ensure bins can be collected appropriately. If the closure was to occur, it would need to be referred to Council’s Capital Works Program for a future funding allocation.

Environmental / amenity issues

High levels of traffic volume caused by rat running can result in an increase in traffic congestion, vehicle speed and road safety concerns, and result in decreased amenity in the area.

Removal of all trees at once will change the streetscape and we will need to carry out a survey of all residents about the proposal, as it is only a small portion of residents who have signed the petition.

Social / community issues

As Winchester Road provides both an eastern and western connection from Canterbury Road to the surrounding network within the residential precinct, a closure on one side would limit access options for residents in the area.

Community consultation

As part of an investigation into the operation of Winchester Drive, Council’s Engineers will consult with all affected residents to determine the level of resident support for the proposed road closure.

Conclusion

It is recommended that Council receives and notes the petition containing 9 signatures, requesting the closure of Winchester Road where it intersects with Blandford Crescent in Bayswater North, to reduce traffic flow through the street. It is proposed that a detailed investigation into the prayer of the petition be completed and a further report detailing the findings will be presented to Council at a future meeting.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL

1. Receives and notes the petition containing 9 signatures, requesting the closure of Winchester Road where it intersects with Blandford Crescent in Bayswater North, to reduce traffic flow through the street

2. receives and notes the petition containing 15 signatures, requesting removal of nature strip trees in winchester drive, bayswater north

3. officers prepare reports on the matters raised in the petitions for consideration at a future meeting of council

4. Advise the lead petitioners accordingly

DIRECTOR Operations, Infrastructure & Leisure – Trevor Welsh

Exhibition of Draft Maroondah Open Space Policy & Strategy	Item 5

Purpose

The purpose of this report is to seek Council’s endorsement to place the Draft Maroondah Open Space Policy and Strategy out on public exhibition. It provides a summary of the content of the Draft Policy and Strategy and outlines Council’s community engagement approach.

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 Areas: A safe, healthy and active community; a prosperous and learning community; a vibrant and culturally rich community; a clean, green and sustainable community; an accessible and connected community; an attractive, thriving and well built community; an inclusive and diverse community; and a well governed and empowered community.

Our Vision: In 2040, Maroondah will be a vibrant and diverse city with a healthy and active community, living in green leafy neighbourhoods which are connected to thriving and accessible activity centres contributing to a prosperous economy within a safe, inclusive and sustainable environment.

Key Directions:

1.1, 1.2, 1.12, 1.17, 1.18, 1.19, 1.20, 1.21, 2.17, 3.2, 3.5, 3.6, 3.8, 4.1, 4.5, 4.6, 4.7, 4.8, 4.10, 4.12, 5.6, 5.9, 5.10, 5.11, 6.2, 6.5, 6.7, 6.11, 6.13, 6.14, 7.14, 8.2, 8.8

Priority Actions 2015-2016:

Develop a Maroondah Open Space Strategy.

Background

In February 2016 Council Officers and Councillors were provided with a Background Paper outlining the Open Space key issues arising from extensive research, as well as previous community engagement associated with other corporate strategies.

Informed by this work, a draft Open Space Policy and Strategy has been prepared to establish policy directions and guide the provision of open space within Maroondah.

The process of developing this Strategy included a review of the community aspirations as detailed in Maroondah 2040, and considered what worked well in our current Open Space Strategy and what could be improved. It also considered the changing population, environment and recreation trends, and identified the key areas for future action.

The Maroondah Open Space Policy and Strategy provides a roadmap for Council that will guide us towards our vision for open space and the achievement of the broader Maroondah 2040 Community Vision.

Issue / discussion

Process to date

The following outlines the stages associated with the preparation of the Draft Open Space Policy and Strategy:

· Stage 1 August 2014 - Application to Department of Sport and Recreation Victoria for funding support to review current Open Space Strategy which was successful

· Stage 2 December 2014 - Undertook Parksbase User Survey

· Stage 3 March – December 2015 - Relevant document, community consultation and industry practice reviews and distillation of key issues and options

· Stage 4 February – August 2016 - Preparation of the Draft Open Space Policy and Strategy, public exhibition, review and adoption of the Strategy by Council

Draft Strategy Content

The Draft Open Space Policy and Strategy has been prepared with a key focus on the implementation of the directions of the Maroondah 2040 Vision, in particular the ‘Safe, healthy and active’ and ‘Clean, green and sustainable’ directions to align with the current and emerging objectives of Plan Melbourne. In addition, the Draft Open Space Policy and Strategy is intended to respond to the challenges posed by the evidence and to reflect the views of the community.

The Draft Open Space Policy is divided into five functional areas, as follows:

· Engagement;

· Planning;

· Development;

· Management; and

· Promotion.

The Draft Policy sets out fifteen Policy Positions which each have a number of aligned Strategies for implementation.

Financial / economic issues

The Draft Open Space Policy and Strategy have been developed using the existing project budget.

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

A significant amount of community engagement has been undertaken recently as part of the preparation of other relevant Council Strategies, including the Housing Strategy, Physical Activity Strategy and Maroondah 2040, which has been utilised to inform the development of the Open Space Policy and Strategy. The proposed four week public exhibition period between 25 May 2016 and 22 June 2016 will allow the community and interested groups to provide feedback.

Conclusion

The Draft Open Space Policy and Strategy has been informed by a robust evidence base, strong community input and Council Service Area engagement. It identifies fifteen policy positions and includes numerous strategies to guide the future provision of open space within Maroondah.

It is now timely for Council to seek feedback on the draft Policy and Strategy via a public exhibition process. Following this public exhibition period a report will be brought back to Council summarising feedback received along with any proposed modifications to the Policy and Strategy, and will be accompanied by an implementation plan.

Attachments

1.⇩	Draft Open Space Policy
2.⇩	Draft Open Space Strategy

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL

1. NOTES THE WORK UNDERTAKEN IN THE PREPARATION OF THE DRAFT OPEN SPACE POLICY AND STRATEGY

2. PLACES THE DRAFT MAROONDAH OPEN SPACE POLICY AND STRATEGY ON PUBLIC EXHIBITION FROM 25 MAY 2016 TO 22 JUNE 2016

acting DIRECTOR Planning & Community – grant meyer

Community Lease Agreement for Eastern Community Broadcasters Inc	Item 1

Purpose

To seek Council approval of a lease agreement between Maroondah City Council and Eastern Community Broadcasters Inc, and to authorise the signing and sealing of the relevant documentation subject to undertaking the administrative procedure under Section 223 of the Local Government Act.

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: An inclusive and diverse community

Our Vision: In 2040 Maroondah will be an inclusive community where social connections are strong across generations and diversity is embraced and celebrated.

Key Directions 2015 – 2016:

7.3 Promote a culture of volunteerism across all life-stages that builds an inclusive, supportive and connected community

7.4 Support community members to age in place, live in accessible neighbourhoods and remain socially connected

Background

Eastern Community Broadcasters Inc has occupied studios at Wyreena Community Arts Centre since 1991 and the current lease term has now expired and is in over holding.

Lease negotiations commenced in late 2015 and the tenant is now ready to progress to endorsement of the draft lease.

Issue / discussion

Council seeks to enter into a Community Facilities Lease Agreement with Eastern Community Broadcasters Inc.

By Lease Agreements made between Council and the Lessee, the Lessee will be granted use and occupation of the premises for a term of three (3) years with the option for a further two terms of three (3) years at annual rentals calculated in accordance with the principles of the Community Facilities Pricing Policy and determined under the category of Other Community Groups Occupying Council-Owned Facilities.

Officers recommend that Council approves the Lease Agreement upon the terms and conditions as set out in the Lease, the principal terms of which are:

· Term – Three (3) years with the option for a further two terms of three (3) years.

· Maintenance – in accordance with the Community Facilities Standard Maintenance Schedule.

· Public Liability insurance of $20M and glass replacement insurance.

Financial / economic issues

Environmental / amenity issues

Not Applicable

Social / community issues

Community consultation

The development of the lease agreement for Eastern Community Broadcasters Inc, was developed by the Coordinator of Wyreena Community Arts Centre with representatives of Eastern Community Broadcasters Committee of Management.

Conclusion

The Lease Agreements provide a mutually beneficial arrangement between Council and Eastern Community Broadcasters Inc for the continued use of operating a community radio station from studios at Wyreena Community Arts Centre.

Attachments

1.⇩	Wyreena Eastern Community Broadcasters Inc Draft Lease 2015

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL

1. GRANTS A LEASE TO Eastern Community Broadcasters Inc. FOR AN INITIAL THREE YEAR PERIOD with the option for a further two terms of three (3) years IN ACCORDANCE WITH COUNCIL’S STANDARD LEASE AGREEMENT AND THE LESSEE TO BE CHARGED IN ACCORDANCE WITH COUNCIL’S COMMUNITY FACILITIES PRICING POLICY

2. SIGNs AND SEALs ALL REQUIRED DOCUMENTATION AS APPROPRIATE

acting DIRECTOR Planning & Community – grant meyer

Draft Maroondah Sustainability Strategy 2016-2020	Item 2

Purpose

The purpose of this report is to seek Council’s endorsement to place the Draft Maroondah Sustainability Strategy out on public exhibition. This report provides a summary of the content of the Draft Strategy and outlines Council’s community engagement approach.

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

Key Directions 2013 – 2017

A Clean Community

4.1 Ensure the long-term protection and rehabilitation of the city’s waterways and wetlands to improve water quality and stream flow

4.3 Build the capacity of households and businesses to behave more sustainably reduce waste and minimise consumption of natural resources

4.4 Work in partnership to improve air quality by enhancing vegetation and encouraging use of sustainable transport modes

A Green Community

4.5 Enhance Maroondah’s parklands, bushlands, gardens and open spaces

4.6 Protect and restore biodiversity and native habitat for local plants and animals on public and private land

4.7 Preserve and enhance Maroondah’s canopy vegetation

4.8 Create and foster a culture within our community that is committed to protecting the unique features of Maroondah’s landscape, including our ridgelines, waterways, canopy vegetation, green open space and bushland reserves

A Sustainable Community

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

4.12 Mitigate and adapt to the effects and impacts of climate change

4.14 Support, educate and build the capacity of our community to make more environmentally sustainable lifestyle choices

4.15 Work in partnership to reduce greenhouse gas emissions and support the community in adapting to a post peak oil environment

Priority Action 2015-2016:

Complete development of the Maroondah Sustainability Strategy 2016-2020

Background

The Draft Strategy was prepared based on community consultation, primarily from forums undertaken for Maroondah 2040, staff consultation and the results of a review of the previous strategy.

The Maroondah Environment Advisory Committee has been heavily involved in the development of the Strategy through the preparation of background papers and a review of an earlier draft.

A separate Implementation Plan will be prepared during the public exhibition period.

The Maroondah Sustainability Strategy provides a roadmap for Council that will guide us towards our vision for a clean, green and sustainable community and the achievement of the broader Maroondah 2040 Community Vision.

Issue / discussion

Draft Strategy Content

The Draft Sustainability Strategy has been prepared to implement the directions of the Maroondah 2040 Vision, in particular the ‘Clean, Green and Sustainable’ direction.

It has five chapters:

1. Introduction – Vision, Aims, Principles

2. Background – Council’s role, policy context and activities in relation to sustainability

3. Our Strategic Response – background to the five focus areas

4. The Way Forward – our actions in relation to the five focus areas (see below)

5. Implementation and Review

Key actions arising in the five focus areas are as follows:

Focus Area 1

Climate Change, Energy Efficiency and Transport;

· Lead by example in addressing Councils’ operational impacts in areas including resource efficiency, reduced C02 emissions, sustainable construction and refurbishment and resilience to climate change.

Focus Area 2

Green Assets and Water;

· Lead by example in protecting and enhancing the natural systems and resources that are vital to the sustainability of our local environment.

Focus Area 3

Engagement, Partnerships and Communication;

· Encourage community participation and partnerships with key stakeholders for greater involvement in sustainability issues and promote the adoption of more sustainable lifestyles.

Focus Area 4

Governance, Evaluation and Improvement;

· Establish key indicators and monitoring processes to raise staff awareness of their roles in, and benefits of, sustainability and strategically promote performance for greater sustainability within Council. This includes ensuring strategies and policies account for sustainability.

Focus Area 5

Funding, Resourcing and Opportunities.

· Optimise available resources for sustainability projects and seek external opportunities to complement Council resources.

Next Steps

The draft Strategy is now ready for public feedback.

The Strategy and Implementation Plan will be reviewed in 2018 and a new Strategy prepared in 2020.

Financial / economic issues

Within existing resources

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

It is proposed to exhibit the Draft Strategy for public comment from 18 May – 18 June 2016 in anticipation of preparation of a final Strategy for Council adoption on 27 June 2016.

The Maroondah Environment Advisory Committee has received a copy of the draft and will be further consulted about it during their next meeting on 24 May.

Conclusion

The Draft Sustainability Strategy has been informed by an evidence base from the review of the previous strategy and strong community input via Maroondah 2040 consultations, the Maroondah Environment Advisory Committee and other community consultation such as at the Maroondah Festival. It identifies five focus areas and includes priority actions to guide greater sustainability within Council and the broader Maroondah community.

It is now timely for Council to seek feedback on the draft Strategy. Following this public exhibition period a report on the consultation will be presented to a future Council meeting summarising feedback received along with any proposed modifications to the Strategy, accompanied by an Implementation Plan.

Attachments

1.⇩	Draft Sustainability Strategy 2016 - 2020

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL PLACES THE DRAFT MAROONDAH SUSTAINABILITY STRATEGY ON PUBLIC EXHIBITION FROM 18 MAY 2016 TO 18 JUNE 2016

acting DIRECTOR Planning & Community – grant meyer

Melbourne East Regional Plan 2020	Item 3

Purpose

To seek Council acknowledgement and support of the Draft Melbourne East Regional Plan 2020.

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 community.

Our Vision: In 2040, Maroondah will be 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 will have access to a wide range of quality learning resources and facilities.

Key Directions 2013 – 2017:

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

2.2 Promote and leverage the strategic location of Ringwood as the Metropolitan Activity Centre for the outer eastern region

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

2.12 Broker community-government-business partnerships that build social capital, create community connections and foster a culture of corporate social responsibility

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

Background

The role of the Regional Development Australia (RDA) Melbourne East is to build partnerships between all levels of government, industry groups, businesses, community groups and other key stakeholders in the region.

The RDA Melbourne’s East spans the local government areas of Boroondara, Knox, Manningham, Maroondah, Monash, Whitehorse and the Yarra Ranges and is governed by the RDA Melbourne East Committee who have developed and released the Draft RDA Melbourne East Regional Plan 2020.

The Plan sets out a list of priorities that will be the catalyst for regional growth and prosperity. These include a strategic focus on investment attraction, accommodation, precinct activation, connectivity, employability and import replacement.

The regional plan seeks to convert these priorities into tangible results through the development of strategies that support their realisation through an integrated regional action plan.

Issue / discussion

The RDA Melbourne East Regional Plan 2020 provides directions and priorities which focus on:

· Developing the vision for Melbourne's East to be Australia's premier lifestyle and business destination;

· The development of a strategic roadmap for Melbourne East to achieve economic prosperity for the Eastern Region;

· A collaborative and integrated partnership model for economic growth between RDA Melbourne East, State Government, Eastern Metro CEO's and Mayors Group, Melbourne East Regional Economic Development Group (MEREDG) - comprised of the 7 outer eastern Councils, representatives from the Department of Economic Development Jobs Transport and Resources (DEDJTR), Eastern Victorian Government Business Offices (VGBO) and RDA Melbourne East;

· Leveraging the eastern regions areas of competitive advantage including health, professional services, education, research and high tech manufacturing in establishing the eastern region as a business tour de force;

· Promoting the competitive advantage of the region as the premier lifestyle and business destination.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

The RDA Melbourne East Committee has consulted widely with key stakeholders to ensure that the Plan focuses on priorities that will enhance, promote and build on the assets of the Region.

Conclusion

The RDA Melbourne East Regional Plan 2020 sets out a list of priorities that will be the catalyst for regional growth and prosperity. The Plan provides significant opportunities to maximise the growth potential of both the Maroondah and regional economy.

Attachments

1.⇩	Draft Melbourne East Regional Plan 2020 - April 2016

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL ACKNOWLEDGE AND ENDORSE THE DRAFT MELBOURNE EAST REGIONAL PLAN 2020.

[1] 85^th percentile speed is the speed at which 85% of vehicles are travelling at or below

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: Realm 179 Maroondah Highway Ringwood

DIRECTOR Corporate Services – Marianne Di Giallonardo

Attendance Reports	Item 1