2014 Maroondah Logo RGB.jpg

 

 

 

Councillor

(as addressed)

 

 

 

The next Council Meeting will be held in the Council Chamber, Braeside Avenue, Ringwood, on Monday 18 July 2016, 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: Realm 179 Maroondah Highway Ringwood

 


Slide1.JPG

 


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 27 June 2016.

6.       Public Questions

7.       Officers’ Reports

Director Corporate Services

1.       Attendance Reports                                                                                                  5

2.       Reports of Assembly of Councillors                                                                         7

3.       Councillor Representation Reports                                                                        12

4.       Financial Report: Eleven Months Ending 31 May 2016                                         21

5.       2016 General Valuation Analysis and Adoption                                                     61

Director Operations, Infrastructure & Leisure

1.       Community Facilities Lease Agreement for New Community Ringwood              70

2.       Community Assistance Fund                                                                                  77

3.       Box Hill to Ringwood Shared Path - Section 6 -  Albert Street                              80

4.       Capital Funding for Community Groups 2016/2017                                               89

5.       Capital Funding for Committees of Council 2016/2017                                         93

Director Planning & Community

1.       Maroondah Sustainability Strategy
2016-2020                                                                                                               97

2.       Maroondah Community Wellbeing Plan - 2015 Annual Report & 2016-2017 Action Plan                                                                                                                       146

3.       2016-2017 Community Grants Funding Program                                                206

4.       Emergency Management Legislation Amendment (Planning) Bill 2016             212   

8.       Motions to Review  

9.       Late Item

10.     Requests / Leave of Absence

11.     In Camera

Director Corporate Services

1.       Tender Evaluation Report - Contract 20780 Bill Payment & Banking Services

Director Operations, Infrastructure and Leisure

1.       Tender Evaluation Report - Contract 20784 Lusher Road Drainage Reconstruction  

 


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 Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) 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

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

 

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 4: 2016-2017) 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 27 June and 4 July 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.

27 June 2016 - Assembly of Councillors Public Record

2.

04 July 2016 - 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 27 june and 4 july 2016

 


ATTACHMENT No: 1 - 27 June 2016 - Assembly of Councillors Public Record

 

Item  2

 

2014 Maroondah Logo RGB.jpg

 

ASSEMBLY OF COUNCILLORS – PUBLIC RECORD

 

Assembly Details:

 

 

 

 

 

Date: Monday 27 June 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 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

Andrew Fuaux

Acting Director Planning & Community

Trevor Welsh

Director Operations, Infrastructure & Leisure

Wendy King

Manager Community Services                                 Item 2

Adam Cooper

Team Leader Youth Services                                  Item 2

Heather Cummings     

Youth Planning & Policy Advisor                              Item 2

Noelene Greene

Program Manager Community Planning &

Development                                                            Item 3

Stephen Onans

Team Leader Governance

 

 

Apologies:

 

 

Councillors:

 

Council Officers:

Phil Turner, Director Planning & Community

 

 

 

Conflict of Interest Disclosure:

 

Councillors:

 

 

Council Officers:

 

 

 

Matters Discussed:

## Confidential Item

 

 

 

 

1

Council Meeting Agenda

2

Youth Plan Update

3

Australian Night Time Economy Report 2009-2014

4

Local Government Electoral Regulations - Update

5

Items of a General Nature as Raised by Councillors

 

Record completed by:

Council Officer

Stephen Onans

Title

Team Leader Governance

 


ATTACHMENT No: 2 - 04 July 2016 - Assembly of Councillors Public Record

 

Item  2

 

2014 Maroondah Logo RGB.jpg

ASSEMBLY OF COUNCILLORS – PUBLIC RECORD

 

Assembly Details:

 

 

 

 

 

Date: Monday 4 July 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 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

Andrew Taylor

Manager Engineering & Building Services       Items 1 & 2

Tim Cocks

Manager Leisure                                                       Item 3

Dale Bristow

Team Leader Strategic Planning & Sustainability    Item 4

Noelene Greene

Program Manager Community Planning &

Development                                                     Items 5 & 6

Penny Moore

Community Development Officer                              Item 6

Stephen Onans

Team Leader Governance

 

 

Apologies:

 

 

Councillors:

Nil

Council Officers:

Nil

 

 

 

Conflict of Interest Disclosure:

 

Councillors:

Nil

 

Council Officers:

Nil

 

 

Matters Discussed:

## Confidential Item

 

 

 

 

1

The Mall Croydon South - Additional Parking Survey

2

Albert Street VicRoads Proposed Shared Pathway

3

Capital Grants for Community Groups

4

Sustainability Strategy

5

Maroondah Community Wellbeing Action Plan 16/17 & Annual Report 2015

6

Community Grants

7

2016 General Valuation Analysis and Adoption

8

Community Assistance Fund

9

Items of a General Nature as Raised by Councillors

 

Record completed by:

Council Officer

Stephen Onans

Title

Team Leader Governance


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 Metropolitan Local Government Waste Forum Meeting held 9 June 2016

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) 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 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.

 

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 - Metropolitan Local Government Waste Forum Meeting - 9 June 2016

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL RECEIVES AND NOTES THE MINUTES OF THE METROPOLITAN LOCAL GOVERNMENT WASTE FORUM MEETING HELD ON 9 JUNE 2016

 

 


ATTACHMENT No: 1 - Minutes - Metropolitan Local Government Waste Forum Meeting - 9 June 2016

 

Item  3

 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Financial Report: Eleven Months Ending 31 May 2016

Item 4

 

Purpose

To present the financial statements for the eleven months ending 31 May 2016.

Strategic / policy issues

The following directions contained in the Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) 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 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

118,265

115,527

115,438

(89)

117,792

Expenses

(115,648)

(104,359)

(101,056)

3,303

(117,600)

Underlying Surplus (Deficit)

2,617

11,168

14,382

3,214

192

Capital

Grants - Capital (recurrent and non-recurrent)

9,116

4,719

4,611

(108)

3,859

Comprehensive result

11,733

15,886

18,993

3,107

4,051

 

For the eleven months ended 31 May 2016 Council has recorded an operating surplus before capital revenue of $14.38 million, which is $3.21 million ahead of the year to date budget (This equates to a 2.72% 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 Surplus of $2.62m, which is the result of a decrease in budgeted expense expectations of $1.95m and an increase in budgeted income expectations of $473k.

·        User Fees are ($123k) below budget with fees for Aquahub ($186k), Aged and Disability Services ($70k) and Children Services ($43k) all below forecast. Sport and Recreation $103k, Revenue Services $98k and Karralyka $34k were ahead of forecast.

·        Capital Grants (recurrent and non-recurrent) are ($108k) below budget due to receipts for South Croydon Cricket Club ($35k) and North Ringwood Community Childcare ($30k) behind forecast.

·        Materials and Services are ($1.77m) below budget. Expense types contributing to this include Consultancies ($132k), Materials ($104k), Fleet Fuel, Oils and Running Costs ($77k), Rates Special Charges ($76k), Group Training Programs ($71k), Gas ($70k), Software Maintenance ($64k), Electricity ($64k), Agency Staff ($60k), Insurances ($60k), Communications ($51k), Furniture and Equipment less than $1,000 ($50k), Marketing and Promotion ($41k), Advertising ($41k), Printing and Stationary ($32k) and Cleaning ($31k). Expenses for Maintenance were ahead of forecast by $51k.

·        Contractors are ($1.20m) below budget, with Home Care ($601k), Waste Management ($106k), City Parks – Park Maintenance ($77k), City Parks – Tree Maintenance ($65k), Asset Management ($51k), Construction ($49k), Works ($36k) and Operations Management ($31k) all below forecast.

 

 

·        Employee Costs are ($323k) below budget. Service areas contributing to this include Finance and Governance ($43k), Communications and Marketing ($39k), Local Laws ($39k), Ringwood Golf ($37k), Community Services Management ($35k), Children Services ($34k) and Customer Service ($33k). Human Resources $72k, Engineering Services $45k and Planning and Community Management $30k had employee costs above forecast.

 

The movement between the Capital Grants Adopted Budget of $3.86 million and Forecast of $9.12 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 $11.73 million mainly relates to the following (Refer to detailed reconciliation in Appendix A):

·        Carried forward grants net ($675k);

·        New and revised grant funding net ($2.53m);

·        New and revised capital grant funding $5.25m;

·        Transfers to/from capital of $321k;

·        Movement in restricted assets (including Public Open Space and Waste supplementary rates) of $2.86m; and

·        Movement in departmental operating budgets of $2.45m.


1.2    CAPITAL PERFORMANCE

 

Forecast

YTD

YTD

YTD

Adopted

Budget ##

 Budget

Actual #

 Var

Budget

$’000

$’000

$’000

$’000

$’000

Total capital works

44,379

27,619

26,374

1,245

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 eleven months ending 31 May 2016 Council has expended $26.37 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 $297k;

·        Plant, Machinery and Equipment behind by $276k;

·        Roads behind by $159k;

·        Footpaths and Cycleways behind by $158k;

·        Parks and Open Space behind by $138k;

·        Computers and Telecommunications behind by $129k;

·        Recreational Leisure and Community Facilities behind by $85k; and

·        Building Renewal ahead by $82k.

 

 

 

 

1.3     FINANCIAL POSITION

 

 

2015-16

2014-15

2014-15

 

Adopted

May YTD

May YTD

 June YTD

 

Budget

Actual

Actual

Actual

 

$’000

$’000

$’000

$’000

Cash and investments

23,160

49,234

41,066

39,920

 

The Financial Position as at 31 May 2016 shows cash and investment balances of $49.23 million, which is $8.17 million ahead of balances this time last year. Cash and investment balances are above expectations identified in the Long Term Financial Strategy for the current period of 2015/2016.

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.

18 July 2016 - Council Meeting Report - Financial report appendix 11 months 31 May 2016

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE FINANCIAL PERFORMANCE AGAINST BUDGET FOR THE ELEVEN MONTHS ENDING 31 MAY 2016

 


ATTACHMENT No: 1 - 18 July 2016 - Council Meeting Report - Financial report appendix 11 months 31 May 2016

 

Item  4

 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


ATTACHMENT No: 1 - 18 July 2016 - Council Meeting Report - Financial report appendix 11 months 31 May 2016

 

Item  4

 

PDF Creator


 

PDF Creator


ATTACHMENT No: 1 - 18 July 2016 - Council Meeting Report - Financial report appendix 11 months 31 May 2016

 

Item  4

 

PDF Creator


 

PDF Creator


ATTACHMENT No: 1 - 18 July 2016 - Council Meeting Report - Financial report appendix 11 months 31 May 2016

 

Item  4

 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


ATTACHMENT No: 1 - 18 July 2016 - Council Meeting Report - Financial report appendix 11 months 31 May 2016

 

Item  4

 

PDF Creator


ATTACHMENT No: 1 - 18 July 2016 - Council Meeting Report - Financial report appendix 11 months 31 May 2016

 

Item  4

 

PDF Creator


 

PDF Creator


 

PDF Creator


DIRECTOR Corporate Services Marianne Di Giallonardo

 

2016 General Valuation Analysis and Adoption

Item 5

 

Purpose

The purpose of this report is to advise the outcome of the 2016 General Property Revaluation, confirm or amend the estimated valuation and rate in the dollar data used in the preparation of the 2016/2017 Budget documentation and recommend the adoption of the resulting valuations.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide the strategic framework that underpins the purpose of this report.

Outcome Area:  A well governed and empowered community

Our Vision:  Maroondah is 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 provides strong and responsive leadership; ensures transparency, while working with the community to advocate for and ‘champion’ local needs.

Key Directions 2013 – 2017:

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

8.2     Ensure responsible and sustainable management of Maroondah’s resources, assets, infrastructure and natural environment

8.3     Provide community inspired leadership in democratic governance

Background

In 1994 all metropolitan Councils were required to conduct revaluations every four (4) years, as at a date known as the “relevant date”. Values for the 1996 General Valuation were set at the relevant date of June 30, 1994.

 

From 2000, the State Government amended general valuations to be conducted every two years and in accordance with best practice standards determined by the Valuer General Victoria.

 

The reduction in the period between general valuations is intended to mitigate against abrupt changes in property valuations and reduce rating fluctuation levels.

 

The date appointed for determining value levels for the 2016 General Valuation was
1 January 2016, which means that the values are based on the prevailing market conditions at this date.

 

The process of the General Valuation involved updating the database of all attributes, completing an analysis of property sales, deriving levels of value and the application of those levels to individual properties. This process is accompanied by physical inspections of a third of all residential properties in Maroondah, all commercial and industrial properties, and any properties that were sold since 1 January 2014.

Issue / discussion

The following analysis of the 2016 General Property Revaluation has been prepared.

 

Overall Capital Improved Valuation Movements

 

Council’s Capital Improved rating base has increased from $24.785 billion (based on all assessments currently rated, and valued as at January 2014) to $31.666 billion. This represents an overall increase of $6.881 billion or approximately 27.8%.

 

There has been a significant increase in values across Maroondah since the last revaluation.

 

Valuation fluctuations have no bearing on the total rate revenue collected by Council.  Council determines the amount to be raised by rates as part of its budget considerations.  Property valuations merely determine the amount each property is required to pay to generate the total amount determined by Council.

 

Capital Improved Valuation Movements by Property Type

 

Analysis of the movement in Capital Improved Value has been separated into five major property types – residential, commercial/retail, industrial, vacant land, and those on the cultural and recreational rate.

 

The following table depicts the movement in total Capital Improved Valuations between January 2014 and January 2016:

 

Table 1: Movement in Total Capital Improved Valuations by Property/Rate Types

 

Property Type

Number of Assessments

Total 2014 CIV

Total 2016 CIV

Increase

%

Residential

44,518

$20,817,676,000

$27,322,214,587

$6,504,538,587

31.2%

Commercial

2,066

$2,409,985,000

$2,603,708,888

$193,723,888

8.0%

Industrial

1,855

$1,356,699,500

$1,478,772,372

$122,072,872

9.0%

Vacant Land

339

$188,330,000

$247,416,444

$59,086,444

31.4%

Cult/Rec

3

$13,100,000

$14,710,000

$1,610,000

12.3%

Total

48,781

$24,785,790,500

$31,666,822,291

$6,881,031,791

27.8%

 

“Total 2016 CIV” is the total value of current rateable properties as at June 2016, based on the level of value at 1 January 2016.


Shift in the Rating Base

 

Measuring the shift in the rating base involves weighting each of the property types to determine the relative movement. The following redistributive effects have been derived in this manner.

 

Table 2: Effective Movement in Rating Liability (all other factors equal)

 

Property Type

Number of Assessments

Total 2014 CIV

Total 2016 CIV

Redistribution Effect (%)

Residential

44,518

$20,817,676,000

$27,322,214,587

2.3%

Commercial

2,066

$2,409,985,000

$2,603,708,888

-1.5%

Industrial

1,855

$1,356,699,500

$1,478,772,372

-0.8%

Vacant Land

339

$188,330,000

$247,416,444

0.0%

Total

48,778

$24,772,690,500

$31,652,112,291

 

 

*Total CIV excludes properties assessed on cultural-recreation rates

 

The implication of this table is that, if all other factors stayed the same (i.e. there was no rate in the dollar change), the portion of the total rates residential ratepayers would change by 2.3%. Both improved commercial and industrial properties will pay a lower portion of the total rates.

 

The re-distribution effect on the rating burden is a natural outcome of the general revaluation and is the intended consequence of a property valuation based taxation system.

 

Shift in the Rating Base by Suburbs

As indicated above, the aggregated total can tend to hide movements between different geographic areas. The following table reveals the extent of movements in total capital improved valuations for each suburb:


Table 3: Total Capital Improved Valuation Movements by Suburb

Suburb

Number of Assessments

Total 2014 CIV

Total 2016 CIV

Increase

%

Bayswater North

4,506

$2,179,785,000

$2,617,678,215

$437,893,215

20.1%

Croydon

12,553

$5,441,127,000

$6,889,727,883

$1,448,600,883

26.6%

Croydon Hills

1,699

$883,129,500

$1,146,951,165

$263,821,665

29.9%

Croydon North

3,052

$1,496,584,000

$1,848,383,441

$351,799,441

23.5%

Croydon South

1,982

$976,395,000

$1,236,860,160

$260,455,160

26.7%

Heathmont

3,877

$1,952,210,000

$2,685,225,000

$733,015,000

37.5%

Kilsyth

857

$377,140,500

$467,216,277

$90,075,777

23.9%

Kilsyth South

1,190

$700,861,500

$829,929,770

$129,068,270

18.4%

Park Orchards

19

$23,330,000

$29,500,000

$6,170,000

26.4%

Ringwood

9,119

$5,422,128,000

$6,831,862,776

$1,409,734,776

26.0%

Ringwood East

4,481

$2,127,401,000

$2,908,788,000

$781,387,000

36.7%

Ringwood North

3,568

$2,097,536,000

$2,747,743,441

$650,207,441

31.0%

Vermont

159

$83,485,000

$110,635,000

$27,150,000

32.5%

Warranwood

1,615

$962,952,500

$1,238,309,775

$275,357,275

28.6%

Wonga Park

104

$61,725,500

$78,011,388

$16,285,888

26.4%

Total

48,781

$24,785,790,500

$31,666,822,291

$6,881,031,791

27.8%

 

The increase in values has been relatively consistent across all the suburbs within Maroondah with Kilsyth South at the lower end (18.4%) and Ringwood East (36.7%) and Heathmont (37.5%) at the higher end.

 

Capital Improved Valuation Movement by Suburb for each Property Type

 

A further breakdown of the aggregate totals is provided in the following tables, which identify the movements in value for each property type in each suburb:

 

Table 4: Residential

 

Suburb

Number of Assessments

Total 2014 CIV

Total 2016 CIV

Increase

%

Bayswater North

3,570

$1,379,998,000

$1,746,289,665

$366,291,665

26.5%

Croydon

11,683

$4,932,460,000

$6,317,414,443

$1,384,954,443

28.1%

Croydon Hills

1,696

$882,154,500

$1,145,641,165

$263,486,665

29.9%

Croydon North

2,963

$1,445,850,500

$1,788,096,164

$342,245,664

23.7%

Croydon South

1,834

$807,529,500

$1,052,814,942

$245,285,442

30.4%

Heathmont

3,752

$1,878,155,000

$2,597,495,000

$719,340,000

38.3%

Kilsyth

756

$286,400,000

$371,850,000

$85,450,000

29.8%

Kilsyth South

964

$514,717,000

$628,343,493

$113,626,493

22.1%

Park Orchards

19

$23,330,000

$29,500,000

$6,170,000

26.4%

Ringwood

7,659

$3,518,979,000

$4,774,445,776

$1,255,466,776

35.7%

Ringwood East

4,320

$2,026,395,000

$2,792,729,000

$766,334,000

37.8%

Ringwood North

3,471

$2,029,914,000

$2,671,382,553

$641,468,553

31.6%

Vermont

157

$82,860,000

$109,670,000

$26,810,000

32.4%

Warranwood

1,570

$947,208,000

$1,218,530,998

$271,322,998

28.6%

Wonga Park

104

$61,725,500

$78,011,388

$16,285,888

26.4%

Total

44,518

$20,817,676,000

$27,322,214,587

$6,504,538,587

31.2%

There has been an overall valuation increase of 31.2% in the residential sector – which comprises residential house, units, rental flats and residential allotments with unit development potential. Again, the range includes Kilsyth South (22.1%) at the lower end to Ringwood East (37.8%) and Heathmont (38.3%) at the higher end.

 

There has been a significant increase in residential values across Maroondah since the last revaluation driven largely by a strengthening of the market since early to mid 2013, which was a shift from the considerably softer market conditions experienced since late 2010.

 

Table 5: Commercial & Retail

 

Suburb

Number of Assessments

Total 2014 CIV

Total 2016 CIV

Increase

%

Bayswater North

142

$197,949,000

$222,100,000

$24,151,000

12.2%

Croydon

507

$362,552,000

$399,074,888

$36,522,888

10.1%

Croydon North

50

$38,505,000

$44,264,000

$5,759,000

15.0%

Croydon South

56

$20,560,000

$22,985,000

$2,425,000

11.8%

Heathmont

113

$62,465,000

$71,380,000

$8,915,000

14.3%

Kilsyth

12

$5,270,000

$6,185,000

$915,000

17.4%

Kilsyth South

40

$32,125,000

$35,670,000

$3,545,000

11.0%

Ringwood

914

$1,533,588,000

$1,627,185,000

$93,597,000

6.1%

Ringwood East

147

$94,381,000

$106,210,000

$11,829,000

12.5%

Ringwood North

68

$55,825,000

$60,725,000

$4,900,000

8.8%

Vermont

1

$485,000

$740,000

$255,000

52.6%

Warranwood

16

$6,280,000

$7,190,000

$910,000

14.5%

Total

2,066

$2,409,985,000

$2,603,708,888

$193,723,888

8.0%

 

Retail across Maroondah has strengthened in the tightly-held prime retail strips of Heathmont (14.3%), Ringwood North (8.8%), Railway Avenue in Ringwood East (12.5%) and Main Street in Croydon (10.1%). Increases have also been evident within secondary and neighbourhood retail strips.

There has been nominal rental growth with existing leases increasing at fixed rates or CPI, and new leases showing minimal movement from those levels. The sales activity remains from a mixture of both owner-occupiers and investors with passing yields having generally tightened between 0.25 and 0.5 basis points since the last revaluation.

The prime Ringwood commercial locations along Maroondah Highway have significantly increased in value since the last revaluation due to the zoning changes within the Ringwood Activity Centre and the recent redevelopment of Eastland Shopping Centre and Ringwood Train Station.

 


Table 6: Industrial

Suburb

Number of Assessments

Total 2014 CIV

Total 2016 CIV

Increase

%

Bayswater North

763

$568,358,000

$610,153,550

$41,795,550

7.4%

Croydon

226

$90,680,000

$98,292,108

$7,612,108

8.4%

Croydon South

78

$134,040,500

$145,595,218

$11,554,718

8.6%

Kilsyth

87

$84,930,500

$88,216,277

$3,285,777

3.9%

Kilsyth South

177

$141,024,500

$152,211,277

$11,186,777

7.9%

Ringwood

504

$331,261,000

$376,097,000

$44,836,000

13.5%

Other Suburbs

20

$6,405,000

$8,206,942

$1,801,942

28.1%

Total

1,855

$1,356,699,500

$1,478,772,372

$122,072,872

9.0%

Maroondah consists of mainly older industrial areas and estates, with the exception of the Merrindale Estate which has been developing from the early 1990’s. Merrindale industrial estate in Croydon South (8.6% increase) comprises a range of concrete panel factories and warehouses, interspersed with vacant industrial allotments.

Industrial in Ringwood (13.5% increase) and Croydon (8.4% increase) are predominantly older and there are more ‘service’ based industrial premises (i.e. mechanics, shop fitters and cabinet makers) with properties in Bayswater North (7.4% increase) and Kilsyth South (7.9% increase) predominantly used for manufacturing and warehousing. It is also worth noting that although Ringwood is located closest to the Eastlink freeway, the roadways are not ideal for large truck movement and many of the developments have access issues.

Rental yields since 2014 have showed tightening with existing leases increasing at fixed rates or at CPI. However, many of Maroondah’s larger industrial developments are still owned by local investors seeking longer-term capital growth.

Table 7: Vacant Land

 

Suburb

Number of Assessments

Total 2014 CIV

Total 2016 CIV

Increase

%

Bayswater North

30

$32,705,000

$37,945,000

$5,240,000

16.0%

Croydon

137

$55,435,000

$74,946,444

$19,511,444

35.2%

Croydon Hills

3

$975,000

$1,310,000

$335,000

34.4%

Croydon North

32

$10,050,000

$13,235,000

$3,185,000

31.7%

Croydon South

14

$14,265,000

$15,465,000

$1,200,000

8.4%

Heathmont

11

$8,610,000

$12,175,000

$3,565,000

41.4%

Kilsyth

2

$540,000

$965,000

$425,000

78.7%

Kilsyth South

8

$3,650,000

$4,360,000

$710,000

19.5%

Ringwood

42

$38,300,000

$54,135,000

$15,835,000

41.3%

Ringwood  East

11

$4,975,000

$7,630,000

$2,655,000

53.4%

Ringwood  North

22

$9,425,000

$12,665,000

$3,240,000

34.4%

Vermont

1

$140,000

$225,000

$85,000

60.7%

Warranwood

26

$9,260,000

$12,360,000

$3,100,000

33.5%

Total

339

$188,330,000

$247,416,444

$59,086,444

31.4%

 

 

Table 8: Cultural/Recreational Rate

 

Suburb

Number of Assessments

Total 2014 CIV

Total 2016 CIV

Increase

%

Bayswater North Tennis Club

1

$775,000

$1,190,000

$415,000

53.5%

Heathmont Bowls Club

1

$2,980,000

$4,175,000

$1,195,000

40.1%

Eastwood Golf Course

1

$9,345,000

$9,345,000

$0

0.0%

Total

3

$13,100,000

$14,710,000

$1,610,000

12.3%

 

Maroondah currently has three properties on the cultural and recreation rate.

 

Budget Confirmation of Valuation Data

 

Preparation of budget documentation is undertaken late March early April the same time Stage 4 (residential component) of the revaluation is due to be lodged with the Valuer General’s Office. Given the timing requirements of the budget, Council is required to use estimated valuations that will not be confirmed until Stage 5 of the revaluation process which is not due to be submitted to the Valuer General under Valuation Best Practice guidelines until 29 April 2016.

 

Upon checking the results of Stage 5 of the revaluation the following minor adjustments are required to the Rating information that forms part of the adopted budget. There is no material change to any expenditure or income totals adopted as part of the budgetary process. The refinement of this data, both rating and valuation, will flow through to the adopted budget documentation where applicable. The following table identifies the rate in the dollar for both vacant and other land in line with Council’s adopted rating strategy.

 

Category

Rate in the Dollar

Vacant Land

0.3314 cents in the dollar of Capital Improved Value

Other Land

0.2209 cents in the dollar of Capital Improved Value

 

The following table identifies the rate in the dollar impact for rating the cultural and recreational lands in line with Council’s adopted rating strategy.

 

Land

$

Heathmont Club Inc.

5,995.30

Bayswater North Tennis Club

1,708.80

Eastwood Golf Club

13,419.40

 

 

 

 

Financial / economic issues

The property general valuation will impact on the distribution of rating liability across the municipality. However, movements in individual property values do not translate directly into corresponding shifts in rating liability as Council adjusts the Rate in the Dollar after a revaluation to achieve a given sum of total rate revenue.

 

The nexus between the Rate in the Dollar and the rate liability is thus broken each time a General Revaluation occurs.

 

Hence, the impact on individual, rate payments will only be determined once a new rating structure has been settled.

 

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

Not applicable

Conclusion

The 2016 General valuation has been completed in accordance with relevant legislation and Council can proceed to adopt the valuation for rating purposes.

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That council

1.       HAVING CAUSED A VALUATION OF ALL RATEABLE PROPERTY WITHIN ITS MUNICIPAL DISTRICT TO BE MADE AND RETURNED IN ACCORDANCE WITH SECTION 13DC OF THE VALUATION OF LAND ACT 1960, HEREBY DETERMINES TO ADOPT THAT VALUATION FOR THE PURPOSE OF MAKING ITS RATE.

 

2.       NOTES THE CHANGES THAT HAVE OCCURRED IN VALUATION LEVELS BETWEEN VARYING PROPERTY TYPES AND VARYING SUBURBS.

 

 

 

3.       AS A RESULT OF THE CONFIRMATION OF THE STAGE 5 VALUATION FIGURES FURTHER DETERMINES THAT THOSE FIGURES IN THE ADOPTED 2016/17 BUDGET DOCUMENT BE AMENDED TO REFLECT THE REFINEMENT OF THE VALUATION AND THAT THE FOLLOWING REDUCED RATING DETAILS ALSO REFLECT THOSE VALUATION CHANGES

 

Category

Rate in the Dollar

Vacant Land

 

0.3314 cents in the dollar of Capital Improved Value

Other Land

 

0.2209 cents in the dollar of Capital Improved Value

 

Land

$

Heathmont Club Inc.

5,995.30

Bayswater North Tennis Club

1,708.80

Eastwood Golf Club

13,419.40

 

 

  


DIRECTOR Operations, Infrastructure & Leisure Trevor Welsh

 

Community Facilities Lease Agreement for New Community Ringwood

Item 1

 

Purpose

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

Strategic / policy issues

The following directions contained in the Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide the strategic framework that underpins the purpose in this report:

 

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 New Ringwood Community has occupied part of the Maroondah Federation Estate cultural centre since 2002 and the current lease term has now expired and is in over holding.

 

Lease negotiations commenced in March 2016 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 New Community Ringwood.

 

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 activities.

Community consultation

The development of the Lease agreement for the New Community Ringwood was developed with representatives of Maroondah City Council and New Community Ringwood.

Conclusion

The Lease agreement provides a mutually beneficial arrangement between Council and New Community Ringwood for the continued use of the Maroondah Federation Estate.

 

Attachments

1.

Community Facilities Lease Agreement New Ringwood Community - Particulars & Annexure A

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That council

1.       GRANTS A LEASE TO New Community ringwood (TRIM 16/83593) 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, endorsed 23 march 2015.

2.       SIGNs AND SEALs ALL REQUIRED DOCUMENTATION AS APPROPRIATE

 


ATTACHMENT No: 1 - Community Facilities Lease Agreement New Ringwood Community - Particulars & Annexure A

 

Item  1

 

 

Particulars

Item 1.

Council:

(Clause 1)

Maroondah City Council of Braeside Avenue, Ringwood 3134

Item 2.

Tenant:

(Clause 1)

New Community Ringwood  (ABN?)

Item 3.

Land:

(Clause 1)

The land contained in certificate of title volume 10527 folio 753 and known as Maroondah Federation Estate, 32 Greenwood Avenue, Ringwood, 3135

Item 4.

Premises:

(Clause 1)

That part of the Land shown bounded in red on the aerial plan in Annexure B, and in red on the internal floor plan in annexure B.  The areas shaded green on the internal floor plan designate areas used by the tenant that are designated shared use with others.

Item 5.

Commencement Date:

(Clause 1)

01.07.2016           

Item 6.

Term:

(Clause 1)

3 years

Item 7.

Further Term(s):

(Clause 1 & 3.2)

2 further terms of 3 years each

 

Item 8.

First and Last dates for exercising the Option for the Further Term:

(Clause 3.2.1)

The initial term concludes 01.06.2019

6 months prior to the expiry of the initial Term, on the 01.01.2019 the 1st further term of 3 years will be negotiated

This negotiation will be complete by the 01.03.2019 (3 Month notice Period).

The 1st further term concludes 01.06.2022

6 months prior to the expiry of the first further Term, on the 01.01.2022 the 2nd further term of 3 years will be negotiated

This negotiation will be complete by the 01.03.2022 ( 3 month notice period)

The 2nd further term will conclude on the 01.06.2025

6 months prior to this on the 01.01.2025 a review of this lease will be completed

 

 

Item 9.

Rent :

(Clause 1 & 3)

Rent from 01.06.2016-01.06.2017

Calender Year 1:

$367.05 incl GST per month – Administration Office

$302.80 incl GST per month - Senior Leader office

$669.85 incl GST per month - $8038.20 incl GST per annum

Calender Year 2: 01.06.2017-01.06.2018

$387.60 incl GST per month – Administration Office

$319.75 incl GST per month - Senior Leader office

$707.35 incl GST per month - $8488.20 incl GST per annum

Calender Year 3: 1.06.2018-01.06.2019

$409.30 incl GST per month – Administration Office

$337.65 incl GST per month - Senior Leader office

$746.95 incl GST per month - $8963.40 incl GST per annum

The Rent is payable annually in advance, within 28 days of Council issuing an invoice for the Rent, commencing on the Commencement Date, and then on each anniversary of the Commencement Date during the Term and any Further Term. Council will generally issue its tax invoice for the Rent in May preceding the next anniversary of the Lease. This payment obligation also applies to the payment of Rent during any Further Term.

Item 10.

Rent During Further Term:

(Clause 1 and 5)

To be determined by Council if the option is

exercised

 

Item 11.

Security Deposit:

(Clause 1 & 9.1)

$1,000 plus GST

Item 12.

Community Use:

(Clause 1 & 14.1)

The carrying on of activities normally associated with a community focused not for profit organisation

 

Item 13.

Hours of Use

(Clause 14.4)

Not applicable

Item 14.

Special Conditions:

(Clause 1 & 22.6)

The Special Conditions in section two of Annexure A form part of this Lease.

Item 15.

Changes to Council’s standard terms:

(Clause 22.6)

The following standard clauses have been amended (as set out in section one of Annexure A):

§    14.4

§    18.7

 


 

Annexure A

Section One – Changes to Council’s standard community lease terms

The following standard clauses from Part Two of this Lease are amended as noted below:

 

Clause

How amended (changes tracked)

Final form of amendment (untracked)

14.4

Hours of Use

The Tenant

14.4.1     must only use the Premises during the Hours of Use set out in Item 13;

14.4.2     must pay to Council within 14 days of demand, the standard casual use rate, for every hour (or part of an hour) that the Tenant uses the Premises outside of the Hours of Use; and

14.4.3     may use the Premises outside the Hours of Use if the Tenant complies with all laws and first obtains:

(a)      the written consent      Clause 22.8 provides how Council can exercise this consent right.  of the Council; and

(b)      any permits and consents required for such use at the Tenant's cost and provides copies of any such permits or consents to the Council upon request; and

(c)      pays any additional costs incurred by Council in allowing the Premises to be used outside of the Hours of Use.

 

Deleted – Not applicable

 

18.7 Waste services

Council will provide, without charge to the Tenant, two (2) two hundred and forty (240) litre waste bins and two (2) two hundred and forty (240) litre recyclables bins for the use of the Tenant in accordance with Council’s waste collection practices current at the time. Any additional waste collection services that Council agrees to provide will be provided at the Tenant’s cost.

 

18.7 Waste services

Council will provide, without charge to the Tenant waste bins and recyclable bins for the use of the Tenant in accordance with Council’s waste collection practices current at the time. Any additional waste collection services that are required due to increase in waste and that Council agrees to will be provided at the Tenant’s cost.

 

 

 

 


DIRECTOR Operations, Infrastructure & Leisure Trevor Welsh

 

Community Assistance Fund

Item 2

 

Purpose

To provide Council with a summary of the Community Assistance Fund for the six month period 1 January 2016 – 30 June 2016.

Strategic / policy issues

The following directions contained in the Maroondah 2040:  Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide the strategic framework that underpins the purpose of this report:

 

Outcome Area:  Safe, healthy and active community

 

Vision Statement:  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 2013 - 2017

 

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

Background

The Community Assistance Fund provides financial support, being 20% of costs to a maximum value of $250, to assist individuals to meet new challenges and strive to exceed excellence in their chosen sport, profession or arts interest.

 

The Community Assistance Fund also aims to provide financial assistance to not for profit local community groups, to a maximum of $1,000 to assist in meeting unexpected expenses which are unable to be deferred to Council’s Community Grants Scheme for consideration.

 

The Community Assistance Fund also provides for in-kind support to assist community organisations to meet costs associated with participation in community activities such as fund raising and charity days.

 

All grant applications are assessed according to set criteria and funding recommendations based on a funding matrix and approved at monthly Assembly of Councillors meetings.

 

The Community Assistance Fund is the only scheme available offering funding opportunities for individual Maroondah residents.

Issue / discussion

During the funding period 1 January 2016 – 30 June 2016, six individual applications and five organisation applications received funding.  One in-kind application was approved.

 

Community Assistance Fund applications have been received from a range of ages and disciplines which demonstrates diversity of interests in Maroondah and the high level of achievement being reached in the Maroondah community.


The following is a summary of successful Community Assistance Fund applicants for the period 1 January to 30 June 2016.

 

Individuals

Resident of:

Purpose of Funding

Kilsyth

Selected to compete at the Australian Junior Speedway Titles held in Tasmania

Croydon North

Selected to compete at the 2016 Australian Junior Basketball Championships held in Queensland

Croydon North

Selected to compete at the 2016 Australian Junior Basketball Championships held in South Australia

Warranwood

Selected in team competing at the 2016 Australian Little League Championship – Baseball held in NSW

Warranwood

Selected in representative team competing at the  34th IBA-Boys International Baseball Championship, Japan Touring Team held in Japan

Heathmont

Selected in representative team competing at the 34th IBA-Boys International Baseball Championship, Japan Touring Team held in Japan

 

Organisations

Organisation

Purpose of Funding

$ Value

Croydon T.O.W.N Club

Professional medical scales with 250kg capacity

$538.50

East Ringwood Junior Football Club

Fun and Fundamentals Holiday Program – Offset cost of hiring Ainslie ground and pavilion

$868.00

Sport and Life Training (SALT)

SALT dinner held at Karralyka

$1,818.18

Rotary Club of Croydon

Joint Ringwood and Croydon Rotary meeting to promote the L2P Learner Driver Program  held at Karralyka

$800.00

Footmen Foundation

Footmen Foundation – Celebrating 40 years. Funding to cover cost of inviting 40 guests from case agencies.

$1,000.00

 

In-Kind

Organisation

Activity Description

In-Kind Support

$ Value

Rotary Club of Ringwood Inc.

Charity Golf Day

Use of Dorset Golf Course

$5,000

 

During the 2015/2016 Financial Year, 22 Individual and seven group applications received funding and four in-kind applications were approved.

Financial / economic issues

The budget for the 2015/2016 Community Assistance Fund was set at $21,943 with $6,724.68 expended for the 6 month period 1 January 2016 to 30 June 2016 for individuals and organisations.

 

 

The in-kind value for period 1 January 2016 to 30 June 2016 is $5,000.

 

The total expenditure for the 12 month period 1 July 2015 to 30 June 2016 was $11,949.77.

Environmental / amenity issues

Not Applicable

Social / community issues

The Community Assistance Fund has been developed to provide a financial contribution to assist community groups with urgent or unforeseen costs and to assist individuals to meet costs associated with participation in community activities such as sporting competitions, self development initiatives or arts interests.  The in-kind component is to assist community organisations meet costs associated with participation in community activities such as fund raising, charity days etc.

Community consultation

Not Applicable

Conclusion

The report provides details to Council pertaining to the Community Assistance Fund Grant scheme 1 January 2016 – 30 June 2016 and provides a list of individuals and organisations who received financial support through this funding program. 

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL RECEIVES AND NOTES THIS REPORT

 


DIRECTOR Operations, Infrastructure & Leisure Trevor Welsh

 

Box Hill to Ringwood Shared Path - Section 6 -  Albert Street

Item 3

 

Purpose

The purpose of this report is to note the VicRoads Box Hill to Ringwood Bike Path Alignment Report and for Council to consider a request by VicRoads for comment on four questions in relation to the report.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) 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:

Enhance and promote Maroondah’s walking and cycling bike path network ensuring connections with the wider Metropolitan Melbourne trail network.

Background

The Box Hill to Ringwood Bike path will see the development and construction of a 10km walking and cycling connection from central Box Hill to Ringwood Station.  This includes the construction of the ‘Ringwood Connection’ from Albert Street to Wantirna Road recently constructed in 2014.

 

Council’s Engineers have been working with VicRoads Officers (and previously State Government Departments DOT / DTPLI) on the Box Hill to Ringwood bike path design and construction since 2012.

 

VicRoads have undertaken an ‘Options Assessment’ for the various route alignment options within the Maroondah section following consultation with key stakeholders and residents / traders along the route.

 

The alignment report proposes that the section of the Box Hill to Ringwood pathway located in Maroondah will be constructed by VicRoads as a standalone project and will commence on Molan Street east of the EastLink Bridge through to New Street and connect to the existing shared pathway at Albert Street through to Wantirna Road.  The section of pathway west of the EastLink Bridge to Heatherdale Road will be delivered as part of the Heatherdale Station grade separation project.  The report also proposes an alternative alignment for the Molan Street section through to New Street.

 

 

 

 

Issue / discussion

As part of VicRoads ‘Options Assessment’, VicRoads has requested that Maroondah City Council consider and advise of its position in relation to the following items:

 

1.    Note the current preferred option along Molan Street, and status of an alternative rail corridor option;

 

2.    Note the removal of trees along New Street and Albert Street;

 

3.    Provide in principle agreement to maintain the path from Eastlink to Wantirna Road; and

 

4.    Enter into a VicTrack Licence Agreement for the path in the rail corridor.

 

In relation to the questions asked by VicRoads the following comments and recommendations are made:

 

Question 1 - Note the current preferred option along Molan Street, and status of an alternative rail corridor option

 

The current proposed alignment for Molan Street to the east of the EastLink Bridge follows along the south side of the street, crossing New Street via a new Pedestrian Operated Signals and then along the north side of Albert Street to connect with the existing pathway constructed through to Wantirna Road.

 

The report proposes an alternative route for Molan Street utilising the rail corridor to the North of Molan Street.  As part of ongoing discussions with Heatherdale Station grade separation project, there is a potential to relocate the bike path behind the Molan Street factories within the rail reserve as a result of critical rail infrastructure relocation works.  The corridor is located along the northern rear boundary of the Molan Street properties.  Council officers have been advised by VicRoads that its consultation with Molan Street property owner and traders on the proposed Molan Street route highlighted concerns in relation to impact on vehicle and parking access, and perceived safety concerns.  The alternative alignment will also require the relocation of the proposed Pedestrian Operated Signals across New Street to just south of the Railway Bridge.

 

The current proposed Molan Street route also requires the removal of five (5) nature strip trees along the eastern side of New Street between Molan Street and the Railway Bridge.

 

The alternative alignment along the rail corridor will minimise the impact to vehicle access and parking for the factories along Molan Street, whilst the relocation of the proposed Pedestrian Operated Signals to just south of the railway bridge will result in the retention of the five (5) nature strip trees along New Street.

Council Officers Comments Summary:

Note the preferred option along Molan Street as outlined in the report, and encourage VicRoads to pursue as the preferred alignment the rail corridor route through the Heatherdale Grade Separation project.

Question 2Note the removal of trees along New Street and Albert Street

 

The proposed pathway alignment along the east side of New Street from the new Pedestrian Operated Signals to Albert Street will result in the loss of five (5) nature strip trees.  While the removal of the trees along New Street has received in principle support from Council’s Planning department, subject to Planning Permit Process, it is proposed that Council encourages VicRoads to pursue the alternative rail corridor alignment to avoid the removal of trees.  If the alternative rail corridor alignment is not constructed, then given the removal of the trees along New Street has received in principle support from Council’s Planning department, subject to Planning Permit Process, their removal should be supported.

 

The proposed alignment of the shared pathway along the north side Albert Street (within Council’s Road Reserve boundary) behind the existing kerb and channel will result in the removal of approximately twenty six (26) mature trees.  The width of the proposed pathway will require excavation within the adjacent tree root zones and cause potential tree root damage thus requiring their removal.  It is not possible to maintain the required offset from the adjacent tree root zones within the space available behind the Albert Street kern and channel.

 

These trees provide a visual and sound barrier to the railway line and would require a Planning Permit (VicTrack & Council land) for their removal.  The majority of existing trees and vegetation on the railway embankment behind the railway infrastructure conduit would be maintained.

 

Figure 1: Albert Street – Existing Vegetation

 

Council’s Environmental Planners have advised that any proposed tree removal would require a planning permission under State Native Vegetation (and will attract formal offsets for any approved removal/destruction).  Whilst the tree removal south of the railway reserve along Albert Street will also require planning permission under the Significant Landscape Overlay (SLO4).  Any application will need to demonstrate tree/vegetation loss is minimised and most significant trees/vegetation the focus of preservation efforts.

 

 

VicRoads Officers have previously investigated the option of constructed a short section of a boardwalk along Albert Street to avoid tree removal.  It was determined that the proposal would result in the saving of approximately six (6) trees; however due to preliminary cost investigations and impact to remaining trees it was determined that this was not a preferred option.

 

As a result of the concerns regarding the tree removal along Albert Street, Council’s Engineers investigated alternative options to utilise the Albert Street road space for the bike path that would limit the impact on the existing trees.

 

Council Engineers subsequently met with VicRoads Officers to discuss the Albert Street proposal and to discuss the proposed tree removal required and relay their concerns.  At the meeting VicRoads officers were presented with the proposal to consider a “one-way” arrangement for Albert Street to protect the adjacent trees.  VicRoads subsequently developed an alternative Albert Street option that provides a dedicated ‘bicycle only’ path from reallocated road reserve, whilst pedestrians would utilise existing footpath on south side of Albert Street.

 

The alternative Albert Street option involves introducing a ‘one-way only’ section in Albert Street west from property No. 33 Albert Street as shown in Figure 2 below.  Albert Street would then be narrowed to accommodate a kerbside parking lane on the resident side and westbound traffic lane only, with the remaining area utilised for a bike path.

 

Figure 2: Albert Street Alternative Option

 

VicRoads conducted consultation in June 2016 with affected property owners and tenants in Albert Street and other streets to the south including Arlington Street and Barkly Street that may be affected by the altered traffic arrangements.  The consultation took the form of a letter drop, website information and a door knock by VicRoads officers.

 

 

 

VicRoads has advised that from a total of four hundred (400) properties that were letter dropped in the area, and the properties door knocked in Albert Street, the comments received indicated only minor objections to the proposed “one-way” arrangement for Albert Street.

 

From the twenty five (25) properties door knocked in Albert Street the feedback results were:

·        Five (5) properties for the proposal (Two Owners & 3 Tenant properties)

·        Five (5) properties against the proposal (One Owner & 4 Tenant properties)

The comments received were summarised by VicRoads as follows:

·        “Access to Albert Street would be problematic as it would require a big loop to get in and out of his home. Open to tree removal – Likes trees but not an the expense of road access.”

·        Access will be troublesome as it will require a detour via Wantirna Road or Maroondah Highway, which is inconvenient.”

·        Would prefer the removal of on-street parking on both sides of the road, most residents have off-street parking available. Strongly opposed to tree removal.”

·        Parking removal would be problematic, insufficient parking , especially after hours.”

·        “Open to one-way option – Will work with whatever the final solution is and has no major concerns with either option.”

·        “Strongly opposed to the project. Wants it on the other side of the railway or not built at all. Will petition if it goes ahead.”

·        “Very supportive of one-way option. Concerned about rat-running and “hoons” using the street.”

No feedback was received from the letter sent to Arlington Street or Barkly Street properties.

Based on the feedback received by VicRoads it is considered that the objections received were minor in nature.  A general comment provided by VicRoads was that it appeared the majority of residents would prefer the “one-way” road option over tree removal, and would strongly object to the tree removal of the behind kern and channel option for the pathway was to proceed.

On this basis it is considered that VicRoads should continue with the development of the “one-way” arrangement in Albert Street to utilise the existing road pavement for the proposed shared pathway

Prior to construction of the Albert Street “one-way” arrangement it is recommended that VicRoads be requested to carry out further consultation with residents / property owners in Albert Street, and other affected properties, on the detailed design and following this obtain Council approval to proceed.

Council Officers Comments Summary:

Reject the tree removal proposed for New Street subject to successful negotiations by VicRoads with the Heatherdale Station Grade Separation project to gain access to the preferred rail corridor alignment.

Reject the tree removal proposed along the north side of Albert Street for the proposed Shared Pathway alignment.

VicRoads further develop the detailed design for an alternative “one-way” arrangement option in Albert Street.

VicRoads undertake consultation with affected residents and property owners on the detailed design for the one-way arrangement to Council’s satisfaction.

VicRoads obtain Council approval of the detailed design prior to any works being constructed.

Question 3 – Provide in principle agreement to maintain the path from EastLink to Wantirna Road; and

 

Question 4 – Enter into a VicTrack Licence Agreement for the path in the rail corridor.

 

The proposed alignment of the pathway is on part Council land (primarily road reserve) and part railway land under the ownership and management of VicTrack.  It is considered acceptable and practical for Council to enter into man agreement to maintain the full length of the bike path on Council and VicTrack land.  Accordingly an agreement with VicTrack outlining the agreed maintenance standards is required.

The maintenance of the pathway would be carried out by Council to an agreed standard generally in accordance with Council’s Road Management Plan and subject to the understanding and acceptance that Council does not accept ownership of the pathway or the long term financial burden of replacement / renewal of the pathway on non Council land.  It is considered that these costs should be borne by the respective owner of the land.  Council should not be responsible for the replacement costs of the pathway on VicTrack, or other relevant authorities land, and should only acknowledge the ownership of the pathway on Council land. 

With regards to maintenance and replacement costs for the pathway it is considered that Council should request a contribution from the State to cover its on-going operational maintenance costs for the term of the agreement and replacement / renewal costs, given sections of the pathway are located on state owned land.  Accordingly, Council should write to the Minister for Roads, Road Safety and Ports requesting a commitment for a contribution from the State Government for the future on-going maintenance and replacement costs for the bike path.

If demand were to increase beyond the capacity of the current design standards, or the standards were to change requiring an upgrade of the pathway, Council should seek to receive a commitment from the State Government in the form of an agreement that it will not be responsible for the pathway upgrade or costs associated with this requirement.

It is therefore recommended that Council advise VicRoads it will provide an in-principle agreement to maintain the pathway subject to the following:

·        suitable negotiations with VicRoads and VicTrack with respect to the acceptance of the final pathway design;

·        satisfactory negotiations with VicRoads and VicTrack with respect to the licence agreement.

·        that Council will only accept responsibility for ownership of the bike path on its land; and

·        Council writes to the Minister for Roads, Road Safety and Ports requesting a commitment for a contribution from the State Government for the future on-going maintenance and replacement costs for the bike path.

Council Officers Comments Summary:

Accept - Council to advise VicRoads it provides an in-principle agreement to maintain the pathway subject to suitable negotiations with VicRoads and VicTrack with respect to the acceptance of the final pathway design, and satisfactory negotiations with respect to the form of the licence agreement and maintenance and replacement costs for the pathway.

Financial / economic issues

The construction of the Box Hill to Ringwood Bike Path is fully funded by the State Government, with the State requesting that Council take over the ownership and maintenance for sections of the bike path within Council land and to enter into a licence agreement with VicTrack to maintain sections of the path within VicTrack land.

 

Negotiations to enter into any agreement to maintain the pathway will be on the basis that Council only is responsible for replacement of the pathway on its land and that the State should make a contribute for the maintenance costs for the pathway.

Environmental / amenity issues

A planning permit would be required for any required tree removal.

Social / community issues

Not applicable.

Community consultation

VicRoads has undertaken extensive community consultation over the past 18 months including project information letter drops, community information nights and individual property door knocks in both Whitehorse and Maroondah Councils to understand community interests and concerns, and has used the feedback received to help develop design options and the proposed final alignment. 

 

As noted in the discussion, VicRoads have also recently undertaken additional consultation with over 400 properties regarding the proposed alternative ‘one-way Albert Street’ option in; Albert, Arlington and Barkly Streets.  This included individually door knocking directly impacted properties in Albert Street and delivering project information to surrounding properties in Arlington and Barkly Streets.

Conclusion

It is recommended that Council notes the work and consultation undertaken by VicRoads and considers VicRoads four requests noting the following:

 

1.       Notes and encourage VicRoads to pursue the Molan Street alternative rail corridor option through Heatherdale Grade Separation project

 

2.       (a) Rejects the tree removal proposed for New Street subject to negotiations by VicRoads with the Heatherdale Station project to gain access for the pathway to the preferred rail corridor alignment.

(b) Reject the tree removal proposed along the north side of Albert Street for the proposed Shared Pathway alignment.

(c)VicRoads further develop the detailed design for an alternative “one-way” arrangement option in Albert Street.

(d) VicRoads undertake consultation with affected residents and property owners on the detailed design for the one-way arrangement to Council’s satisfaction.

(e) VicRoads obtain Council approval of the detailed design prior to any works being constructed.

 

3.       Council provides an in-principle agreement to maintain the path from Eastlink to Wantirna Road subject to suitable negotiations with VicRoads / VicTrack in respect to the pathway design, the licence agreement for maintenance of the pathway, and future costs for maintenance and replacement of the pathway.

 

4.       Enter into a VicTrack Licence Agreement for the path in the rail corridor subject to suitable negotiations with VicTrack in respect to the licence agreement.

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

 

 

 

 

RECOMMENDATION

 

That

1.       COUNCIL SUPPORTS THE PREFERRED box hill to ringwood bike path ALIGNMENT AS DETAILED IN THE ALIGNMENT REPORT SUBJECT TO:

i.        vicroads pursuing the molan street alternative rail corridor alignment option through the heatherdale grade SEPARATION project as the PREFERRED alignment;

ii.       noting that council does not support the construction of the bike path on the north side of albert street fully behind the kerb and channel due the significant tree removal required;

iii.      a one-way arrangement in albert street being developed by VICROADS through to detailed design stage;

iv.      VICROADS undertaking consultation with affected residents / property owners on the detailed design for the one way albert street arrangement to council’s satisfaction; and

v.       VICROADS obtaining councils approval of the detailed design prior to any works being constructed;

2.       council provides in principle agreement to maintain the bike path from eastlink to wantirna road subject to suitable negotiations with vicroads and victrack with respect to the path design, licence agreement and future costs

3.       council authorises the chief executive officer to negotiate the details of suitable licence agreement with victrack for the path on railway land and sign the agreement on behalf of council

 


DIRECTOR Operations, Infrastructure & Leisure Trevor Welsh

 

Capital Funding for Community Groups 2016/2017

Item 4

 

Purpose

To seek Council approval for the allocation of financial assistance through the Capital Funding for Community Groups Funding Program to nominated community organisations for the 2016/2017 financial year.

Strategic / policy issues

The following directions contained in the Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide the strategic framework that underpins the purpose of this report;

 

Outcome Area: Safe, healthy and active community

 

Vision Statement: 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 2013-2017

 

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

Background

There are two categories available for organisations to apply for Capital Funding:

 

Category 1  –  projects under $5,000, fully funded by Council

Category 2 – projects over $5,000, a Council contribution of 50% of the total project cost (with a max of $75,000 Council contribution)

 

The Capital Funding for Community Groups 2016/2017 Program was advertised on Council’s website. Application guidelines were sent to all kindergartens, senior citizens groups, youth groups and sporting clubs/organisations within the municipality that utilise Council facilities.

 

The application process involved two stages:  stage 1 required applicants to submit an initial project proposal for Council consideration. Council officers reviewed the submissions and recommended eligible projects to stage 2 which required a detailed project submission and full written application.  Organisations were requested to submit applications for Capital Funding for Community Groups 2016/2017 by Friday 22 April 2016.

 

The Capital Funding for Community Groups 2016/2017 review process was undertaken at an Assembly of Councillors on Monday 4 July 2016.

 

All applications received were considered and recommendations were made on the basis of a clearly defined set of selection criteria, which included:

 


Community Benefit

·        Demonstrate a direct benefit to the residents of the City of Maroondah.

·        Evidence that supports an anticipated increase in participation rates.

·        The extent to which the project maximises the use of the facility.

·        That the proposed project is sympathetic to the surrounds of the reserve or building.

·        The extent to which projects address the issues of safety and risk management.

Evidence of Need

·        Evidence that demonstrates community support and need for the project.

·        Evidence to demonstrate improvement to Council assets.

·        The extent to which the project is supported by an adopted concept plan, feasibility assessment and/or linked to any planning process of Council.

Financial Assessment

·        The financial capacity of the organisation to service a deferred payment plan and initial cash contribution.

·        The ability of the project to be completed within the following financial year.

Category 1 projects are fully funded by Council with no organisational contribution. The Category 2 project costs are split evenly between Council and the organisation (with a maximum Council contribution of $75,000). The organisational contribution is also split between an upfront contribution of at least 50% and an optional 5 year deferred payment to be repaid to Council by the relevant organisation.

Issue / discussion

Seventeen community groups requested a total of $329,874 (inclusive of GST) in funding assistance, from which twelve projects were recommended to receive funding.

 

The successfully nominated submissions for funding are detailed in Attachment 1.

 

Of the five projects not recommended for funding in the 2016/2017 program one will be funded by Council through Council’s Capital Renewal Program 2016/2017. Council Officers will work with the remaining organisations to further develop their projects for future submissions.

Financial / economic issues

A total of $176,000 (inclusive of GST) was available for allocation in the Capital Funding for Community Groups 2016/2017 Program budget. Council has recommended that twelve projects be funded at a cost of $192,374 (inclusive of GST). An additional $19,800 has been sourced from unallocated funds in the Capital Funding for Committees of Council program.

Environmental / amenity issues

Financial assistance provided by the Capital Funding for Community Groups Program fosters positive links between Council and community organisations through the improvement and effective management of Council assets.

Social / community issues

Not Applicable.

Community consultation

Considerable effort has been made to ensure that all relevant groups/organisations were aware of this funding program through Council’s website and via direct email updates to local clubs and organisations.

Conclusion

The Capital Funding for Community Groups Program encourages commitment from organisations for the continued improvement to Council facilities and their future development.

 

 

Attachments

1.

Capital Funding for Community Groups - 2016 2017 - Funding Recommendations

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That Council

1.       approves the recommended applications for financial assistance through the capital funding for community groups 2016/2017 program totalling $192,374 (inclusive of gst) as outlined in attachement 1 attached in this report

2.       approves these grants based on one-year funding and service agreements

3.       advises all organisations of the outcome of their grant submission

 


ATTACHMENT No: 1 - Capital Funding for Community Groups - 2016 2017 - Funding Recommendations

 

Item  4

 

PDF Creator


DIRECTOR Operations, Infrastructure & Leisure Trevor Welsh

 

Capital Funding for Committees of Council 2016/2017

Item 5

 

Purpose

To seek Council approval for funding applications made by Special Committees of Council under Council’s 2016/2017 Capital Funding for Committees of Council support program.

Strategic / policy issues

The following directions contained in the Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide the strategic framework that underpins the purpose of this report;

 

Outcome Area: Safe, healthy and active community

 

Vision Statement: 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 2013-2017

 

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

Background

There are currently four Special Committees of Council operating within the City of Maroondah.  These are:

 

Ringwood Athletic Centre                         Cheong Park

Warrien Reserve                                       Warranwood Reserve

 

Generally, each Special Committee of Council is authorised on behalf of Council to manage the facility identified and to exercise Council’s powers and functions in respect of:

·        contracts up to a prescribed amount;

·        determination of fees for casual use; and

·        doing all things necessary in connection with the performance of such functions.

All Special Committees of Council were provided with details of the 2016/2017 Support Program and invited to make submissions. The process involved applicants contacting Council Officers for an application form, then providing a detailed written submission, which responded to clearly defined selection criteria. Committees were requested to submit applications for the Capital Funding for Committees of Council by Friday 22 April 2016.

Issue / discussion

Four applications were received for the Capital Funding for Committees of Council 2016/2017, requesting a total of $35,200 (inclusive of GST) in funding assistance, from which all four projects were recommended to receive funding.

 

The successfully nominated submissions for funding are detailed in Attachment 1.

Financial / economic issues

The Capital Expenditure for the 2016/2017 Capital Funding for Committees of Council Support Program has been set at $55,000 (inclusive of GST), with a maximum of $8,800 (inclusive of GST) available in funding to each Special Committee of Council.  Council has recommended that four projects, at a total cost of $35,200 (inclusive of GST) be funded. It has also been recommended that the remaining funds ($19,800) be transferred to the Capital Funding for Community Groups 2016/2017 program to enable additional projects within this funding program to be undertaken.

Environmental / amenity issues

Each of the projects recommended for approval will serve to enhance the facility to which the projects relate.

Social / community issues

Not Applicable.

Community consultation

Special Committees of Council generally comprise of local community members who represent and advocate for the interests of the broader community.  Council Officers advised all Special Committees of Council of the Committee of Council Support Program guidelines, timelines and process.

Conclusion

Approval of the proposed projects will encourage the Special Committees of Council in their continued management of the various facilities and the future development of Council owned community facilities.

 

Satisfactory completion of these projects will also provide clear evidence to user groups and the community of Council’s continuing support for Special Committees of Council and the facilities managed by them.

 

 

Attachments

1.

Capital Funding for Committees of Council 2016/2017 Funding Recommendations

CONFIDENTIALITY

Not Applicable

 

 

 

 

 

 

RECOMMENDATION

 

That Council

1.       APPROVES THE RECOMMENDED APPLICATIONS FOR FINANCIAL ASSISTANCE THROUGH THE capital funding for committees of council SUPPORT PROGRAM TOTALLING $35,200 (INCLUSIVE OF GST) AS OUTLINED IN ATTACHMENT 1 ATTACHED TO THIS REPORT

2.       Allocates $19,800 from the capital funding for committees of council SUPPORT PROGRAM to the Capital Funding for Community Groups FUNDING PROGRAM 2016/2017

3.       APPROVES THESE GRANTS BASED ON ONE-YEAR FUNDING AND SERVICE AGREEMENTS

4.       ADVISES ALL COMMITTEES OF THE OUTCOME OF THEIR GRANT SUBMISSION

 


ATTACHMENT No: 1 - Capital Funding for Committees of Council 2016/2017 Funding Recommendations

 

Item  5

 

PDF Creator

 


DIRECTOR Planning & Community Phil Turner

 

Maroondah Sustainability Strategy
2016-2020

Item 1

 

Purpose

The purpose of this report is to consider submissions received on the draft Sustainability Strategy and to seek Council’s endorsement of the finalised Strategy. 

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) 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

At its meeting on 16 May 2016, Council approved the public exhibition of the draft Maroondah Sustainability Strategy.

 

The draft Strategy was placed on public exhibition between 18 May 2016 and 18 June 2016 and three formal public comments were received – all supportive. It was also circulated to the Maroondah Environment Advisory Committee who provided feedback. 

 

A separate Implementation Plan was prepared during the public exhibition period and this was presented to the Maroondah Environment Advisory Committee for their consideration.

 

All comments have been considered and where feasible have been incorporated into the final Sustainability Strategy.

 

The Strategy has been prepared based on community consultation, primarily from forums undertaken for Maroondah 2040, employee consultation, the results of a review of the previous strategy (2009) and recent community comment arising from the public exhibition process.

 

The Maroondah Environment Advisory Committee was engaged in the development of the draft Strategy through the preparation of background papers and reviews of a working draft and a more recent draft Strategy and Action Plan.

Issue / discussion

The Maroondah Sustainability Strategy has been prepared to inspire action and leadership on sustainability. 

 

The Strategy sets out an action agenda for Council‘s service delivery over the next four years, in partnership with the Maroondah community.

 

It builds on a range of Council activities that are well underway as per below:

·        The rollout of energy efficient streetlights across Maroondah

·        Eastern Alliance for Greenhouse Action (EAGA) membership, hosting and programs

·        Piloting Sustainable Design in the Planning Process (SDAPP) in Ringwood Metropolitan Activities Centre

·        Development of an Environmentally Sustainable Development (ESD) buildings policy for Council facilities

·        Implementation of the Carbon Neutral Strategy

·        Implementation of the Water Sensitive City Strategy

·        Eastern Alliance for Sustainable Learning (EASL) membership and activities

·        Hosting sustainability awareness events

·        Establishment and co-ordination of the Maroondah Environment Advisory Committee (MEAC) and;

·        Reviewing the planning scheme to protect and enhance habitat corridors.

The Strategy notes that in this era of rapid change in our environment and society, it is important to understand that Earth‘s resources underpin our lifestyles and wellbeing and therefore the liveability of our neighbourhoods. Our lives and economies depend upon clean air, water, energy and many other provisions from nature which we manage for the good or detriment of all.  Sustainability is therefore everyone‘s business and interest.

 

The Strategy 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

5.         Implementation and Review

The following Focus Areas form the basis of the Strategy and some key actions associated with each are outlined below:

 

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 employee 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.

 

The finalised Sustainability Strategy including its associated Action Plan is attached to this report.

 

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

Financial / economic issues

Within existing resources

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

Since the preparation of the last Maroondah Sustainability Strategy in 2009, Council has undertaken a range of actions that have resulted in the delivery of more environmentally sustainable Council services.

 

This new Strategy seeks to build on this work and greater sustainability within Council and the broader Maroondah community.

 

The Strategy has been informed by a strong evidence base and has benefitted from significant community input, particularly via the Maroondah 2040 community vision engagement, consultation at the Maroondah Festival and the recent draft Strategy public exhibition process.  The latter proved particularly supportive with some minor changes incorporated into the final version.

 

Council’s Maroondah Environment Advisory Committee has played an important leadership role in researching the issues and outlining a range of options, a number of which have found form in the final document. 

 

Finally, many of the actions outlined in the Strategy will involve Council and the Maroondah community working in partnership with a range of organisations (a number are listed at the rear of the Strategy). Many of these partnerships are long standing and leave Council well placed to achieve substantially more that were it to work in isolation.

 

It is now timely for Council to consider and adopt the Maroondah Sustainability Strategy. 

 

 

Attachments

1.

Council’s response to formal community submissions

2.

Maroondah Sustainability Strategy 2016-2020

3.

Sustainability Strategy Implementation Plan 2016-2018

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL

1.       NOTES SUBMISSIONS RECEIVED DURING PUBLIC EXHIBITION OF THE DRAFT MAROONDAH SUSTAINABILITY STRATEGY AND ENDORSES OFFICERS RESPONSES TO THE SUBMISSIONS AS PROVIDED IN ATTACHMENT 1

2.       ADOPTS THE MAROONDAH SUSTAINABILITY STRATEGY AND ACCOMPANYING IMPLEMENTATION PLAN

3.       THANKs ALL PARTIES that PROVIDED FEEDBACK ON THE SUSTAINABILITY STRATEGY

4.       Particularly thanks and Acknowledges the significant contributions of the maroondah environment advisory committee in the preparation of the strategy

 


ATTACHMENT No: 1 - Council’s response to formal community submissions

 

Item  1

 

Council’s response to formal community and staff written submissions – draft Maroondah Sustainability Strategy 2016

 

#

Issue

Submitter

Written Submission (key Points)

Council Comments

Action

1

Loss of biodiversity and tree canopy

Candlebark Community Nursery

Support for Strategy. Boost local biodiversity by collecting, cultivating and re-establishing declining species into local reserves. Development destroys canopy trees.

Council already undertakes this work for threatened species on public land. A municipal-wide vegetation review is proposed by the Strategy.

Noted

2

Various

Ruskin Park Residents Action Group

Support for Strategy.

a)   Aim to be carbon negative

b)   Encourage local energy generation

c)   Divest council money invested in fossil fuel companies

d)   Private open space requirements and enforcement insufficient for canopy tree retention

e)   Greater involvement by RPRAG in planning applications, breeches and street tree care

f)    Enhance canopy trees and increase vegetation cover (not just maintain)

g)   ESD mandatory and enforced for all new buildings

a)   Funds allocated for Council carbon neutral activities

b)   Ditto

c)   Ditto

d)   To be considered as part of the municipal-wide vegetation review

e)   Welcomed. To be considered as part of the Strategy’s engagement plan

f)    As for d) above

g)   Strategy has actions to assist Council in this regard.

Noted

3

Various

Margaret Baber

Supports Strategy.

a)   Retrofit energy and water efficiency at Aquanation

b)   Green infrastructure along roads can reduce car parking

c)   Various editorial corrections

a)   Agree. Action is included in Water Sensitive City Strategy

b)   Agree. Addressed on a case by case basis and through trials

c)   Agree

Noted

 

 

 


ATTACHMENT No: 2 - Maroondah Sustainability Strategy 2016-2020

 

Item  1

 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


ATTACHMENT No: 3 - Sustainability Strategy Implementation Plan 2016-2018

 

Item  1

 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


DIRECTOR Planning & Community Phil Turner

 

Maroondah Community Wellbeing Plan - 2015 Annual Report & 2016-2017 Action Plan

Item 2

 

Purpose

To brief Council on the key findings of the Maroondah Community Wellbeing Plan 2015 Annual Report and to inform Council of the development and implementation of the Maroondah Community Wellbeing Plan (MCWP) 2016-2017 Action Plan.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide the strategic framework that underpins the purpose of this report.

Outcome Area:   A safe, healthy and active community.

                            An Inclusive and diverse community.

 

Our Vision:  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.

Maroondah will be an inclusive community where social connections are strong across generations and diversity is embraced and celebrated.

Key Directions 2013-2017:

1.1     Work in partnership to address community safety issue, with a focus on activity centres, public spaces, roads and public transport

1.2     Plan and advocate for the application of community safety principles that facilitate a safe built environment

1.3     Promote and facilitate safer cultures relating to issues of alcohol, drugs, tobacco, gambling, child abuse and family violence

1.4     Encourage and support the implementation of initiatives and programs aimed at improving the actual and perceived safety of the community

1.5     Facilitate the provision of affordable, accessible and responsive services, resources and initiatives that support the physical and mental health and wellbeing of the community

1.6     Actively promote health and wellbeing principles and initiatives within the community

1.11  Work in partnership to address and promote awareness of mental health issues within the community

1.15 Advocate and promote the increased provision of affordable housing options in accessible locations

1.16 Advocate for the development of an equitable and sustainable regionally-sourced healthy food system

7.2   Encourage programs and initiatives that raise the awareness of accessibility issues  and deliver improved access to facilities and services for all ages and abilities

7.6  Work in partnership to break cycles of poverty and socio-economic disadvantage, particularly within marginalised communities

7.11  Ensure the needs of community members from all ages, backgrounds and lifestyles are considered in the planning of local services, programs and infrastructure

7.12 Work in partnership to support culturally and linguistically diverse communities, including refugees and new arrivals in Maroondah

7.13  Encourage and provide community education and awareness on diversity issues

7.15  Acknowledge, recognise and value our indigenous heritage and communities

It should be noted that as the MCWP adopts a social model of health and is therefore, working across the social, economic, built and environmental determinants of health, the strategic framework of the MCWP speaks to all Maroondah 2040 Outcome Areas, however the above noted Outcome Areas are where the most significant representation occurs.

Priority Action 2015-2016:

·        Develop a Maroondah Reconciliation Plan 2016-2020

Background

The MCWP 2013-2017 was developed for the purpose of providing the direction, framework and priorities that work towards maximising health and wellbeing in the community over the specified four year period. The plan is a statutory plan that is prepared in terms of the requirements set out in the Public Health and Wellbeing Act 2008 (VIC). The Act requires Councils to prepare a Community Wellbeing Plan every four years, within 12 months of general Council elections.

 

Additionally, under Section 26 (2) (c) of the Act, Council’s are required to evaluate their plans. In order to not only fulfil this legislative requirement, but also to ensure that the actions within the MCWP are effectively working towards achieving their goals and remain relevant throughout the lifespan of the document, Council implemented its first MCWP Evaluation Strategy in 2015 and generated the first MCWP Annual Report for year one (2014) of the current MCWP 2013-2017.

 

The attached MCWP Annual Report is the second report generated under the Evaluation Strategy and is applicable to year 2 (2015) of the current four year period. The Report will conclude reporting on the 2014-2015 MCWP Action Plan.

 

The second document attached is the MCWP 2016-2017 Action Plan which details the commitments, made by Council and its many external partners, for continuing to deliver against the identified MCWP 2013-2017 Key Directions and Focus Areas. Implementation of the 2016-2017 Action Plan will conclude the overall 4 year cycle of the current MCWP.

 

Issue / discussion

MCWP 2015 Annual Report

 

The MCWP 2015 Annual Report documents highly favourable results in regards to both implementation status and the impact of identified action items.

 

Ninety-six percent of all action items have been recorded as commenced and 76% of those items are recorded as being complete.

 

Of the 98 action items within the 2014-2015 Action Plan, 77 are ‘complete’, 17 are ‘in progress’ and 4 are ‘yet to commence’. Of the 4 yet to commence, 3 were considered no longer relevant by their external lead agencies therefore Council has been unable to pursue those items.

 

Of the 17 action items recorded as ‘in progress’ it should be noted that 4 have been identified as core business of the lead areas so therefore will continue to be implemented but will not be captured within the MCWP. The remaining 13 have been rolled over into the 2016-2017 Action Plan. Also worthy of note is that within the remaining 13 there are actions that despite large volumes of work having being undertaken on them could not be recorded as complete as they are impacted on by external factors such as sector or issue reforms that are occurring in staged approaches.

 

Overall highly positive results have been recorded and will be utilised in reporting to the Department Health and Human Services at the end of 2017 and have also been utilised to assist in the planning of the 2016-2017 Action Plan.

 

MCWP 2016-2017 Action Plan

 

The MCWP 2016-2017 Action Plan is effectively part two of the current four year plan and talks to years 3 and 4 of that document.

 

An extensive consultation program was undertaken to inform the development of the 2016-2017 Action Plan (see below) and generated the following key themes:

·        Food Security

·        Health Literacy and Promotion

·        Housing – Social and Affordable

·        Prevention of Violence against Women,

·        Liveability

·        A very strong sense internally around enhancing the identification and maximisation of opportunities for integrated planning and resourcing.


These key themes have been woven into the action plan and can be witnessed across all four Focus Areas;

·        A Healthy, Social and Safe Community

·        An Equitable and Engaged Community

·        Sustainable Built and Natural Environments

·        A Vibrant Inclusive Economy

In regards to the framework for the determination of inclusion of an action item the following was applied:

·        No core business.

·        High level policy/strategic document planning, implementation or evaluation.

·        Project based.

·        Innovative new action to address an identified issue.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

In working to a social model of health the MCWP strives to enhance health and wellbeing via directing efforts towards addressing the social, economic and environmental determinants of health concurrently.

 

In doing so the overall impact of implementation of the MCWP works to:

·        Address the broader determinants of health

·        Foster inter-sectoral collaboration

·        Reduce social inequities

·        Empower individuals and communities

·        Enable access to health care

The results captured within the MCWP 2015 Annual Report are very positive and reflective of the stakeholders’ commitment to enhancing health and wellbeing within the municipality.


Community consultation

An extensive consultation program was undertaken internally and externally in order to determine how Council and the wider service system would work collaboratively to address the identified needs, as expressed via existing Focus Areas and Key Directions.

 

The overall Consultation Program design, analysis and interpretation of findings was overseen by Council’s Maroondah Partners in Community Wellbeing Committee.  The Committee also commented on and endorsed the 2016-2017 Action Plan.

 

Following presentation of the MCWP 2015 Annual Report and MCWP 2016-2017 Action Plan to Council, the intent is for both documents to be made publicly available via ongoing display on Council’s website.

Conclusion

Under the strategic guidance of the MCWP 2013-2017 a great deal of positive work has been undertaken by Council and its many external partners. This work will continue to be developed, via the implementation of commitments made for years 3 and 4 of the Plan.

 

Council and its partners are striving to enhance health and wellbeing within the City of Maroondah whilst also delivering against legislative requirements under the Public Health Act 2008 (VIC).

 

 

Attachments

1.

Maroondah Community Wellbeing Plan 2015 Annual Report

2.

Maroondah Community Wellbeing Plan 2016/2017 Action Plan

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL

1.       Notes the Maroondah community wellbeing plan 2015 Annual Report

2.       ENDORSES The maroondah community wellbeing plan 2016-2017 action plan

 


ATTACHMENT No: 1 - Maroondah Community Wellbeing Plan 2015 Annual Report

 

Item  2

 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


ATTACHMENT No: 1 - Maroondah Community Wellbeing Plan 2015 Annual Report

 

Item  2

 

PDF Creator


 

PDF Creator


ATTACHMENT No: 1 - Maroondah Community Wellbeing Plan 2015 Annual Report

 

Item  2

 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


ATTACHMENT No: 1 - Maroondah Community Wellbeing Plan 2015 Annual Report

 

Item  2

 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


ATTACHMENT No: 2 - Maroondah Community Wellbeing Plan 2016/2017 Action Plan

 

Item  2

 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


DIRECTOR Planning & Community Phil Turner

 

2016-2017 Community Grants Funding Program

Item 3

 

Purpose

To seek Council endorsement for the allocation of financial assistance through the Community Grants Funding Program to nominated community organisations for the 2016-2017 financial year.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) 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

·        An inclusive and diverse community

Our Vision:

·        Maroondah is 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.

·        Maroondah is a creative cosmopolitan community recognised for its celebration and promotion of arts and culture. There are a broad range of engaging entertainment options, diverse cultural activities and the creation and display of traditional and contemporary forms of art.

·        Maroondah is an inclusive community where social connections are strong across generations and diversity is embraced and celebrated.

Key Directions 2013-2017

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

2.20   Encourage lifelong learning opportunities that support mature age and retired people to participate in the workforce, learn new skills and build community connections.

3.3     Support festivals and events that celebrate local arts, diversity and produce.  

7.10   Promote and create opportunities for community connectedness, learning, mentoring and social interactions for people from all life-stages and cultural backgrounds


Background

Council’s Community Grants Program opened for applications on Wednesday 30 March 2016, closing on Tuesday 10 May 2016.  Council received 63 eligible applications with a total request of $189,174.88.

 

The Community Grants Program consists of two funding schemes, the Community Development/Small Equipment Grants Scheme and the Arts and Cultural Grants Scheme.  Each Scheme has its own funding pool.  An on-line process through SmartyGrants was introduced for applications with positive feedback received from all applicants.

 

All applications were individually reviewed and rated according to the criteria listed below by officers from Community Planning and Development, Sport and Recreation, Arts and Cultural Development, Youth Services, Aged and Disability Services and Children’s Services.

 

The Assessment Criteria for the Grants is as follows:

 

Community Building

Projects which increase community participation, encourage volunteering, provide leadership opportunities and increase learning and skill development.

 

Community Benefit

New initiatives or the expansion of an existing service that will address a clearly identified community need and contribute to improved community wellbeing.

 

Community Support

Funding for community groups that provide help, advice or support to a specific population group that share a common experience.  The common experience could be anything from personally experiencing a similar issue or life situation (e.g. addiction, depression, rare condition or syndrome, disability, relationship and loss or grief).

 

Clearly Defined Arts & Cultural Content

(Arts and Cultural Grant applications only)

Projects which generate community participation in arts and cultural activities, build local community networks and strengthen the identity and profile of the arts in Maroondah.

Issue / discussion

The Community Grants Scheme applications were divided into, and assessed under the following categories:

·        Aged and Disability

·        Children

·        Community Projects

·        Community Support

·        Emergency Relief

·        Physical Activity

·        Youth

All successful applicants for the 2016-2017 Community Grants Funding Program will be required to enter into a funding and service agreement with Council.  The agreements detail specific responsibilities, obligations and any identified reciprocal arrangements.

Financial / economic issues

The budget available for the 2016-2017 Community Grants Funding Program is as follows:

 

Community Development/Small Equipment Grants Scheme:          $119,330.00

Arts and Cultural Grants Scheme:                                                       $20,718.00

 

The total value of recommendations endorsed is $132,985.18, providing funding to 57 community organisations.

 

An additional $7,000 in recurrent Community Grant funding was allocated in 2013-2014 to four organisations for four years. Those four organisations are:

·        Donwood Aged Care Auxiliary

·        Ringwood Eisteddfod

·        Ringwood Professional Athletic Club

·        Ringwood Spiders All Abilities Sports Club

Environmental / amenity issues

Not Applicable

Social / community issues

Financial assistance provided by Council through the Community Grants Funding Program will facilitate an increase in the availability and range of services, facilities and programs throughout the municipality. 

Community consultation

The Community Grants Funding Program was promoted through an advertisement placed in the Maroondah Leader newspaper, an extensive mail-out to previous recipients and through Council’s website.  Applicants were encouraged to attend a Grants Writing Workshop held on Thursday 20 April 2016 at Council’s Offices in Braeside Ave, Ringwood.  Applicants also had the opportunity to schedule an individual appointment with Council Officers to seek advice relevant to their particular organisation and request.


Conclusion

The applications recommended for funding are detailed in Attachment 1.

 

All applicants will be informed in writing of the outcome of their grant submission.  Wherever possible, alternative funding options and other forms of assistance will be provided to unsuccessful organisations.

 

 

Attachments

1.

Community Grants Final Grant Approval -Council report 2016.xlsx

CONFIDENTIALITY

Not Applicable

 

rECOMMENDATION

 

That COUNCIL

1.       APPROVES THE RECOMMENDED SUBMISSIONS (AS OUTLINED IN THE SCHEDULE ATTACHED TO THIS REPORT) FOR FINANCIAL ASSISTANCE THROUGH THE COMMUNITY GRANTS FUNDING PROGRAM, TOTALLING $132,985.18

2.       ADVISES ALL ORGANISATIONS OF THE OUTCOME OF THEIR GRANT SUBMISSION

 


ATTACHMENT No: 1 - Community Grants Final Grant Approval -Council report 2016.xlsx

 

Item  3

 

PDF Creator


 

PDF Creator


DIRECTOR Planning & Community Phil Turner

 

Emergency Management Legislation Amendment (Planning) Bill 2016

Item 4

 

Purpose

The purpose of this report is to provide Council with an update on the recently released Emergency Management Legislation Amendment (Planning) Bill 2016 (Exposure Draft). 

 

Officers from the Emergency Management area of Council recently contributed to two submissions to the State Government regarding this proposed legislation, through the Eastern Metropolitan Councils Emergency Management Partnership and also the Municipal Association Victoria.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide the strategic framework that underpins the purpose of 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 2013 – 2017:

8.5     Work in partnership with key agencies and other levels of government to provide leadership in emergency preparedness, response and recovery processes

Background

The Emergency Management Legislation Amendment (Planning) Bill 2016 (Exposure Draft) aims to modernise the existing requirements in the Emergency Management Act 1986 (EM Act 1986) and the Emergency Management Act 2013 (EM Act 2013), replacing them with a single over-arching planning framework.

 

The aim of the new framework is to provide a more consistent approach to integrated planning at state, regional and municipal levels by establishing a new governance structure for emergency management planning. This structure aims to provide clear and transparent arrangements for planning under the EM Act 2013, and to promote a shared understanding of relevant roles in the planning process.

 

The EM Act 1986 sets out the obligations of councils for emergency management planning at the municipal level. Councils are required to plan for prevention, response and recovery. However, these obligations are focused on planning for the use of resources in emergencies. They do not reflect the wider contemporary role of councils in emergency management.

 

 

At the regional level, section 58 of the EM Act 2013 enables regional emergency response committees to be established to plan for the coordinated response to emergencies. However it offers no further guidance on how this should occur or what the plans should contain. In practice, much work has already been done to establish a more integrated approach to emergency management planning at the regional level.

 

The Country Fire Authority Act 1958 (CFA Act) provides for fire prevention planning at the regional and municipal levels. These provisions are confined in their scope to preventing fire, and do not extend to other forms of emergencies.

 

Overall, Victoria’s existing arrangements are fragmented and outdated, and do not provide a comprehensive and coordinated approach to emergency management planning at all three levels of government and community.

 

Some regions, such as the Eastern Metropolitan Region, have established integrated response and recovery committees. However, these arrangements are in different stages of development across Victoria, and there is a need for a more consistent approach to integrated planning across all regions.

Issue / discussion

Submissions on the legislative reform closed on 30 June 2016. Officers from the Emergency Management area of Council contributed to two submissions to the State Government regarding this proposed legislation, through the Eastern Metropolitan Councils Emergency Management Partnership (EMC EMP) and also the Municipal Association Victoria.

 

While, in principle, the EMC EMP, agree to the legislative reform, a number of concerns were highlighted that require further clarification.

 

Key points of proposed Bill

·        New governance structure: obligating specific agency representation on Municipal Emergency Management Planning Committees (MEMPC) and proposed Regional Emergency Management Planning Committees (REMPC)

·        Removal of the requirement for SES to audit the Municipal Emergency Management Plan with a new approval process being developed whereby the REMPC will approve the Municipal Plans

·        Council to appoint a Municipal Emergency Management Officer: an update of the role of the Municipal Emergency Resource Officer

·        Ministerial Guidelines will support the implementation of the new legislation (yet to be developed)

·        Phased implementation, with state level reform beginning late 2016; regional level reform beginning mid – 2017 and municipal level reform in early 2018.

 


Key points of submissions

 

Both submissions to Emergency Management Victoria and Municipal Association Victoria are consistent on the supporting comments and issues raised.

·        In principle, the obligation to comply for all stakeholders is a welcome addition to the legislation. How effective this will be in application is not certain, as this has the potential for agencies to be overly reluctant to commit to responsibilities/actions associated with municipal and regional level plans.

·        Agency representation on both MEMPC and REMPC is very response focused, and relief and recovery agencies are optional ‘invites’ – not truly reflecting the importance of long term support for relief and recovery

·        REMPC will now approve MEMPs, a Statement of Assurance must be provided with the MEMP. Further information is required and will be included in the Ministerial Guidelines regarding the approval process.

·        The description provided for the appointed Council EM role is very broad and does not cover the responsibilities required by Council in Emergency Management Manual Victoria

·        The requirement for Council to have a Senior Officer as defined by the Local Government Act on the MEMPC, is not equitable, considering other agencies do not have this requirement.

·        Local Government is a key stakeholder in Victoria’s Emergency Management Arrangements and requires further input and consultation into the development of the Ministerial Guidelines that support the implementation of the legislation.

Financial / economic issues

There will be limited financial or economic issues for Council at this stage. To fully assess the financial implications to Council, further information is required about the following key proposals

·        the content of the Ministerial Guidelines, which are yet to be developed

·        the requirement to provide a Statement of Assurance as part of the approval process for the Municipal Emergency Management Plan

·        the requirement for Council to appoint an Municipal Emergency Management Officer, and the definition of the roles and responsibilities of that position

·        the requirement for a Senior Officer  of Council (as defined by the Local Government Act) to chair and organise the MEMPC

Environmental / amenity issues

There will be no environmental or amenity issues with the proposed Bill.

Social / community issues

The legislative change is proposed to provide a sector wide approach to achieve community focussed outcomes. Previous emergency history, such as Black Saturday, has shown that all levels of government working together are required to realise a sustainable and efficient emergency management system that reduces the likelihood, effect and consequences of emergencies on communities.

Community consultation

Emergency Management Victoria has been coordinating the consultation required for this legislative reform.

Conclusion

Council officers have been working closely with neighbouring councils through the Eastern Metropolitan Region Emergency Management Partnership to contribute feedback on the proposed legislative changes. Councils must continue to be included by State Government in further consultation as the proposed Ministerial Guidelines are developed.

 

 

Attachments

1.

Eastern Metro Councils Emergency Management Partnership Regional submission to EM Legislation (Planning) Bill

2.

MAV draft submission to Emergency Management Legislation Amendment Planning Bill 2016 Exposure Draft

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL:

1.       NOTES THE proposed legislative changes

2.       noteS THE submissions to state government

3.       ADVOCATES for local government to be included in further consultation regarding the legislative reform and development of the ministerial guidelines

 


ATTACHMENT No: 1 - Eastern Metro Councils Emergency Management Partnership Regional submission to EM Legislation (Planning) Bill

 

Item  4

 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


ATTACHMENT No: 2 - MAV draft submission to Emergency Management Legislation Amendment Planning Bill 2016 Exposure Draft

 

Item  4

 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator