Agenda of Ordinary Council Meeting

DIRECTOR Corporate Services – Marianne Di Giallonardo

Attendance Report	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 2013 – 2017:

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

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 24 April 2017 and 8 May 2017 is 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.⇩	2017 April 24 - Assembly of Councillors Public Record
2.⇩	2017 May 08 - Assembly of Councillors Public Record

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE PUBLIC RECORD OF THE ASSEMBLY OF COUNCILLORS BRIEFINGS HELD ON 24 April 2017 and 8 May 2017

ATTACHMENT No: 1 - 2017 April 24 - Assembly of Councillors Public Record

Item 2

2014 Maroondah Logo RGB.jpg

ASSEMBLY OF COUNCILLORS – PUBLIC RECORD

Assembly Details:

Date: Monday 24 April 2017	Time: 6:05pm	Location: Meeting Room 4, Braeside Avenue, Ringwood

Attendees:

Councillors
Cr Tony Dib, JP (Mayor)	Cr Michael Macdonald	Cr Kylie Spears
Cr Nora Lamont (Deputy Mayor)	Cr Paul Macdonald	Cr Rob Steane
Cr Marijke Graham		Cr Mike Symon

Council Officers:
Steve Kozlowski	Chief Executive Officer
Dale Muir	Acting Director Corporate Services
Phil Turner	Director Planning & Community
Adam Todorov	Acting Director Operations, Infrastructure & Leisure
Peter Tully	Governance Advisor
Others:
Robyn Williams	Community Safety Officer Item 2
Nick Doherty	Team Leader Customer Service Item 3
Inspector Gerry De Vries	Victoria Police
Apologies:
Councillors:	Cr Samantha Marks (Leave of Absence)
Council Officers:	Marianne Di Giallonardo, Director Corporate Services Stephen Onans, Team Leader Governance

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

Items Discussed: ## Confidential

1	Council Meeting Agenda
2	Victoria Police Presentation
3	Customer Service Strategy

Record completed by:

Council Officer	Peter Tully
Title	Governance Advisor

ATTACHMENT No: 2 - 2017 May 08 - Assembly of Councillors Public Record

Item 2

2014 Maroondah Logo RGB.jpg

ASSEMBLY OF COUNCILLORS – PUBLIC RECORD

Assembly Details:

Date: Monday 8 May 2017		Time: 6:00pm	Location: Meeting Room 4, Braeside Avenue, Ringwood

Attendees:

Councillors
Cr Tony Dib, JP (Mayor)	Cr Michael Macdonald		Cr Kylie Spears
Cr Nora Lamont (Deputy Mayor)	Cr Paul Macdonald		Cr Rob Steane
Cr Marijke Graham			Cr Mike Symon

Council Officers:
Steve Kozlowski	Chief Executive Officer
Marianne Di Giallonardo	Director Corporate Services
Grant Meyer	Acting Director Planning & Community
Adam Todorov	Acting Director Operations, Infrastructure & Leisure
Wendy King	Manager Community Services Item 1
Adam Cooper	Interim Team Leader Youth & Children’s Services Item 1
Heather Cummings	Youth Planning & Policy Officer Item 1
Sherryn Dunshea	Manager Communications & Marketing Item 2
Peter Tully	Governance Advisor
Apologies:
Councillors:	Cr Samantha Marks (Leave of Absence)
Council Officers:	Phil Turner, Director Planning & Community

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

Items Discussed: ## Confidential

1	Youth Strategy Update
2	Election Advocacy Projects 2018/19
3	Wyreena Heritage Masterplan
4	Review of Delegations
5	MAV State Council Meeting 2017 Motions
6	Community Assistance Fund

Record completed by:

Council Officer	Peter Tully
Title	Governance Advisor

DIRECTOR Corporate Services – Marianne Di Giallonardo

Financial Report: Nine Months Ending 31 March 2017	Item 3

Purpose

To present the Audit and Risk Advisory Committee and Council, with a snapshot of Council’s financial performance for the nine months ending 31 March 2017. Attachment 1 provides the full financial report.

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 the year 2040, Maroondah will be 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 2016 - 2017:

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

Background

In accordance with Sections 136, 137 and 138 of the Local Government Act 1989, Council is required each quarter to consider the financial performance of the municipality against budget for the year to date (YTD).

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

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

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

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

Issue / discussion

The following is a summary of the financial position for the nine months ending 31 March 2017. Detailed report is attached.
1. OPERATING PERFORMANCE

1.1 Overall Operating Performance

	YTD	YTD	YTD	Forecast	Adopted
	Forecast	Actual	Var	Budget	Budget
	$’000	$’000	$’000	$’000	$’000
Operating
Income	115,830	115,886	56	126,700	126,863
Expenses	(88,677)	(87,256)	1,421	(121,106)	(122,046)
Underlying Surplus (Deficit)	27,153	28,630	1,477	5,594	4,817

Capital
Grants - Capital (recurrent and non-recurrent)	3,662	3,575	(87)	6,565	1,420
Comprehensive result	30,815	32,205	1,390	12,159	6,237

For the nine months ended 31 March 2017, Council has recorded an operating surplus before capital revenues of $28.63 million, which is $1.48 million ahead of the year to date forecast budget.

1.2 Income – YTD Forecast Budget variances

The table at 1.2 illustrates how each income stream is performing at year to date against forecast, by variance. Key variances of note include:

Favourable Variances:

- Rates and Charges – relates mostly to supplemenary income that has been achieved over and above forecast.

- Statutory Fees and Charges – associated with greater than forecast performance in the Planning, Health and Local Laws area, by $77k, most of which relates to planning applications.

Unfavourable Variances:

- Contributions Cash – again, this variance mainly driven from the Planning, Health and Local Laws area, with Open Space Cash in Lieu down on forecast by $81k. In general, a resitricted asset, so no significant impact. Will work with service area to monitor forecast.

1.3 Expenses – YTD Forecast Budget variances

The table at 1.3 illustrates how each expense stream is tracking at year to date against forecast, by variance. Key variances of note include:

Favourable Variances:

- Employee Costs – Generally driven by vacancies that have not been filled in the timeline expected, resulting in reduced expenditure to what was initially forecast. This has been the case for Planning, Health and Local Laws ($88k), Community Services ($84k), Leuisre ($44k) and Comms and Marketing ($37k).

- Materials and Services – Driven by timing, with forecast expenditure already predicted, by spend now not happening until last quarter of the year. Specifically the case for Operations (Materials $185k), Planning, Health and Local Laws (Legal Fees $16k) and Leisure ($81k).

- Contractors – Largest driver of this variance is Community Services ($579k) – all in relation to the transition to CHSP and reduced number of referrals. However, the service area have indicated that they expect to catch-up on the spend by EOFY.

2. CAPITAL WORKS

2.1 Capital works YTD expenditure cumulative

* YTD Actual expenditure includes Carried Forwards

** Forecast Budget expenditure includes Carried Forwards

The Capital Expenditure program for 2016/17 is $24.553m. A carry forward amount from 2015/16 of $8.357m is included in the forecast for the current year.

The chart above indicates how Council is performing year to date against the forecast, as well as how we are tracking to achieve the year end target of $36.3m. Currently Council has spent 59.4% of its forecast at the end of quarter 3, with approximately another $14.7m of forecast remaining for the last quarter of the year.

3. RATES

3.1 Actual rates outstanding balance by month

The chart above compares the rates outstanding as at 31 March 2017 and compares it to the same time, last financial year. As can be clearly seen in the chart above, rates collection is on track and virtually at the same balance as the same time last year. As a percentage, the collection rate has in fact improved compared to last year, given there was higher dollar value of rates to collect on this year, compared to last year.

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 31 March YTD results are favourable and provide a solid foundation for achieving Council’s 2016/2017 services and advocacy programs.

Attachments

1.⇩	15 May 2017 - Council Meeting Report - Financial report appendix 9 months 31 March 2017
2.⇩	15 May 2017 - Council Meeting Report - Appendix 2 - Financial Report Analytics - Balance Sheet - March 2017
3.⇩	15 May 2017 - Council Meeting Report - Appendix 3 - Financial Report Analytics - Cashflow - March 2017

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE FINANCIAL PERFORMANCE AGAINST BUDGET FOR THE NINE MONTHS ENDING 31 MARCH 2017

DIRECTOR Corporate Services – Marianne Di Giallonardo

Delegations Review	Item 4

Purpose

To advise on the review of Council delegations as prescribed by section 98(6) Local Government Act 1989.

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 in this report.

Outcome Area: A well governed and empowered community.

Key Directions 2013 – 2017:

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

Background

Council is required to review its delegations 12 months after an election pursuant to section 98(6) Local Government Act 1989. A register of delegations is maintained as prescribed by Regulation 12 Local Government (General) Regulations 2015 – available for public inspection.

Delegations are a power or duty or function of Council that via a formal resolution of Council are delegated to member(s) of Council Officers. They are a means of effectively streamlining decision-making and enable Councils to concentrate on the broader strategic issues rather than administrative and routine matters.

Issue / discussion

Maroondah has a multiple number of delegations under a wide range of State legislation – 38 Acts and 13 Regulations - and such is appropriate given the diversity of services provided by Council.

Councillors have recently had the opportunity to review the extent of the delegations and to also note that Maroondah’s delegations are based upon the format provided by Council solicitors, Maddocks. All delegations are subject to a formal Instrument of Delegation. There are two types of formal Instruments of Delegations, firstly, Council to the Chief Executive Officer – with the Chief Executive Officer having power to sub-delegate; and secondly, Council direct to Council Officers. A small number of acts do not permit any sub-delegation and these are delegated direct from Council to Officers, for instance delegations under the Planning and Environment Act 1987 and the Food Act 1984.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

That Council formally notes that a review of delegations has occurred in accordance with Councils obligations under s98(6) LGA with no immediate change being required to the existing processes and delegations within the current register.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT WITH RESPECT TO DELEGATIONS OF POWERS DUTIES AND FUNCTIONS OF COUNCIL, MAROONDAH CITY COUNCIL NOTES AND ENDORSES THE CURRENT ARRANGEMENTS RELATING TO THE FORMAL PROCESSES FOR DELEGATIONS, HAVING COMPLETED A REVIEW OF DELEGATIONS IN ACCORDANCE WITH SECTION 98(6) OF THE LOCAL GOVERNMENT ACT 1989

DIRECTOR Corporate Services – Marianne Di Giallonardo

Audit & Risk Advisory Committee Report	Item 5

Purpose

To report to Council on the outcomes of the Audit & Risk Advisory Committee Meeting held on 26 April 2017.

Strategic / policy issues

The Local Government Act 1989 prescribes that Council must establish an Audit & Risk Advisory Committee and that such committee will be advisory in nature. The Audit & Risk Advisory Committee provides a mechanism for Council to strategically examine various aspects of the Council operations to ensure risk management, legal compliance, financial control, and governance measures are in place.

Background

Council’s Audit & Risk Advisory Committee consists of both Council and external representatives. The Mayor Tony Dib, and Councillor Mike Symon, are Council representatives on the Committee.

The external members are Mr John Watson (chair), Mr Bruce Potgieter and Mr Michael Ulbrick.

The Audit & Risk Advisory Committee Charter requires that this Committee report to Council on the findings and recommendations from its meetings. This report provides a summary of matters under consideration by the Audit & Risk Advisory Committee of the meeting held on Wednesday 26 April 2017.

Issue / discussion

The Annual Financial Report and Annual Performance Statement for the nine months ended 31 March 2017 were presented for the consideration and approval in principle of the Audit & Risk Advisory Committee. An overview of the Statements was provided as well as some analytics explaining some of the movements in the Statements. The Committee accepted the Statements and were complimentary in terms of how the information presented. This report is included as a separate item in this Council Meeting Agenda.

The Audit & Risk Advisory Committee confidentially considered several other items, which included:

· Standard Items

o CEO’s Report, Finance Quarterly Report, VAGO Audit Strategy 16/17, Internal Audit Progress and Status reports, Risk and Insurance report and reports from sector related agencies.

· Internal Audit Projects

o Cash Handling & Receipting Review - the Internal Auditors concluded that Council had an overarching Cash & Handling Policy that incorporates cash handling procedures and uses the Pathway receipting module and the LINK system to record customer payments and to process cash payments. The sites that were reviewed have a safe with a combination access code to store cash.

o Contract Management Review – the Internal Auditors concluded that Council has in place a contract management process which is governed by the Council’s Procurement Policy Procedure and Guidelines. The Procurement Guidelines are comprehensive, well-structured, and clearly outline Council expectations of Contract managers in their management of contracts throughout the contract lifecycle.

o OH&S (including Contractors) Review – the Internal Auditors concluded that Council’s current controls in place for safety management provide a framework that complies with AS 4801. They also identified that there is strong management commitment to occupational health and safety at Council.

o A summary of number of findings and ratings can be seen in the chart below:

FINANCIAL / ECONOMIC ISSUES

Council’s budget provides for the operation of the Audit & Risk Advisory Committee and for the completion of an Internal Audit Program.

Environmental / amenity issues

Not applicable.

Social / community issues

Not applicable.

Community consultation

Not applicable.

Conclusion

This report provides a summary of the outcomes of the Audit & Risk Advisory Committee meeting held on Wednesday 26 April 2017.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL RECEIVES AND NOTES THE REPORT FROM THE AUDIT & RISK ADVISORY COMMITTEE MEETING HELD ON WEDNESDAY 26 APRIL 2017

Acting DIRECTOR Operations, Infrastructure & Leisure – Adam Todorov

Capital Works Quarterly Report 2016/2017	Item 1

Purpose

To present the financial and operational status of major Capital Works projects for the third quarter of 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 Area: A well governed and empowered community.

Key Directions 2013 - 2017:

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

Background

Council, as part of its Adopted Budget 2016/2017, allocated $24.553m to Capital Works projects. Council has obtained external State and Federal grants totalling an additional $1.260m.

Capital Works programs status reports are prepared by management and reviewed monthly at the Capital Works Implementation Group (CWIG) and presented quarterly to the Audit and Risk Advisory Committee (ARAC).

Provided in this report is an overview of the period 1 July to 31 March 2017 Capital Expenditure on Council’s major projects, together with explanations on budget overruns or timing differences in the stages of project completion.

The report also discusses those Capital Projects which due to various reasons required funds to be carried forward from the previous financial year (2015/2016).

Issue / discussion

The following is a summary of the status of Council’s major construction projects and financial position for the third quarter of the 2016/2017 financial year.

CAPITAL PERFORMANCE – NINE MONTHS ENDING MARCH 2017

	YTD	YTD	YTD	Forecast	Amount	Adopted
	Forecast Budget	Actual *	Bud Var	Budget **	Carried Forward	Budget
	$’000	$’000	$’000	$’000	$’000	$’000
Classification
Buildings ¹	4,487	4,575	(88)	9,913	3,136	2,900
Roads ²	3,499	3,521	(22)	6,050	1,653	4,280
Footpaths and Cycleways	1,504	1,495	9	2,375	61	2,050
Carparks	251	299	(48)	359	59	426
Drainage	2,071	2,169	(98)	3,056	798	2,420
Waste Management	36	35	1	66	16	50
Other Capital Roads and Drainage	339	331	8	1,512	566	525
Recreational Leisure and Community Facilities ³	2,930	3,040	(110)	3,710	1,447	2,396
Parks and Open Space ⁴	1,015	1,046	(30)	2,994	332	2,191
Fixtures, Fittings and Furniture	35	31	4	69	14	60
Plant, Machinery and Equipment ⁵	2,517	1,912	605	3,705	74	3,502
Computers and Telecommunications ⁶	828	788	40	1,579	587	920
Property Sales	380	376	4	380	0	0
Building Renewal	523	1,950	(1,427)	523	(386)	2,833
Total capital works	20,416	21,568	(1,152)	36,290	8,357	24,553

Explanation of variations between forecast budget and adopted budget:

· ¹ Buildings – Variation between adopted ($2.9m) and forecast ($9.9m) budgets is due to:

- $3.1m that was carried forward from the 15/16 financial year, which relates to the Ringwood Athletics Pavilion ($928k) and East Ringwood Multipurpose Pavilion ($1.7m) projects;

- $450k from the Federal Government for HE Parker Sporting Pavilion Redevelopment (which is the majority of their allocation, the rest of which is anticipated in 17/18);

- $750k from external funding sources (State and Federal Government) for the East Ringwood Multipurpose Pavilion project; and

- $2.3m from the Building Renewal budget (note that the building renewal line item has a reduction in the budget of this amount), which has been allocated to individual building projects within this category

· ²Roads – Variation between adopted ($4.3m) and forecast ($6.05m) budgets is due primarily to the $1.65m that was carried forward from the 15/16 financial year, which includes the Roads to Recovery program (Lincoln Road) ($990k), Bedford/Great Ryrie Street Signalisation ($418k), and some other minor road improvement projects.

· ³Rec Leisure and Community Facilities – Variation between adopted ($2.4m) and forecast ($3.7m) budgets is due to the $1.45m that was carried forward from the 15/16 financial year, which relates primarily to the AC Robertson Athletics Track Renewal project and some other minor associated projects;

· ⁴Parks and Open Space – Variation between adopted ($2.2m) and forecast ($2.9m) budgets is due to primarily to the $332k that was carried forward from the 15/16 financial year, which relates to the East Ringwood Reserve Drainage and Landscaping ($155k) and other minor park improvement works;

· ⁵Plant, Machinery and Equipment – Variation between adopted ($3.5m) and forecast ($3.7m) budgets is due primarily to the $74k that was carried forward from the 15/16 financial year, which relates to the Plant & Equipment replacement program

· ⁶Computers and Telecommunication - – Variation between adopted ($920k) and forecast ($1.6m) budgets is due primarily to the $587k that was carried forward from the 15/16 financial year, which relates to a number of the IT based projects

Financial / economic issues

CARRIED FORWARDS

These projects have funds allocated in 2015/2016 budget year and have been carried forward into the 2016/2017 budget year to allow completion of projects. Attachment 1: Projects Carried Forward 2015/2016 shows the current status of these projects.

PROJECT STATUS

See Attachment 2: Project Status 1 July to 31 March 2017.

CAPITAL WORKS YTD – EXPENDITURE (CUMULATIVE)

* YTD Actual expenditure includes Carried Forwards

** Forecast Budget expenditure includes Carried Forwards

Currently Council has spent 59.4% of its forecast at the end of quarter 3, with approximately another $14.7m of forecast remaining for the last quarter of the year.

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

The 2016/2017 Capital Works Budget is tracking close to projection at the third quarter point. Most carried forward projects are now complete. End of year forecast budget is $11.1m above adopted due to variations of brought forwards to complete large projects.

Attachments

1.⇩	Carried Forwards 15/16 Status Graph
2.⇩	Capital Works Project Status at 31 March 2017

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE PROGRESS AND STATUS OF CAPITAL WORKS PROJECTS FOR THE PERIOD 1 JULY TO 31 MARCH 2017

DIRECTOR Planning & Community – Phil Turner

Draft Youth Strategy - Public Exhibition	Item 1

Purpose

To resolve to place the Draft Youth Strategy on public exhibition for community comment.

Strategic / policy issues

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

Outcome Area: Safe, healthy and active

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 2016 – 2017:

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

1.9 Facilitate development of integrated health and community service hubs within neighbourhood centres in partnership with key service providers

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

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

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

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

Priority Action 2016-2017:

Complete development of the Youth Plan 2017-2021 and present to Council for consideration

Background

The newly developed Youth Strategy replaces the Maroondah City Council Youth Plan 2012-2016 as Council’s key strategic document regarding its work with and for young people.

The Youth Strategy seeks to:

· Guide and focus Council’s work with and for young people

· Ensure that Council delivers best practice services for young people and their families

· Utilise a strong evidence base to help Council better meet the needs of Maroondah’s young people

· Ensure that Council is actively engaged with young people and responsive to their needs

· Outline how Council will raise the well-being of Maroondah’s young people

Extensive community consultation and research informed the development of the Youth Strategy, including consultation with over 5000 young people, as well as youth service providers, parents / carers, and community members. Internal engagement across many Council service areas has also contributed to the development of the Youth Strategy.

The new Youth Strategy adopts a well-being framework based on the multi-dimensional model of adolescent well-being developed by the University of Melbourne.

In this model, there are six domains of well-being that cover multiple elements of a young person’s life:

· Psychological wellbeing

· Cognitive wellbeing

· Emotional wellbeing and strengths

· Social wellbeing

· Physical wellbeing

· Economic wellbeing

This model informs Council’s understanding of the well-being of Maroondah’s young people, and our approach to raising it through the Youth Strategy.

Scope of the Youth Strategy:

· The Youth Strategy covers the age range of 10 – 25 years

· The Youth Strategy is a Council-wide strategic document

· The Youth Strategy does not cover organisations or groups outside of Council – it does however aim to guide some of Council’s work with those organisations or groups

· The Youth Strategy will commence in 2017, but will not have a set end-date – it will be reviewed every two years and renewed when required

· To ensure that Council is responsive to changes in need and evidence, the Youth Strategy will have a sequence of two-year action plans that sit under, but separately from, the Youth Strategy

Issue / discussion

Using strong evidence, Council has developed a strategy that outlines its strategic focus regarding its work with and for young people over the coming years. The strategic framework of the Youth Strategy is outlined below.

Vision:

Maroondah’s young people are flourishing as part of a healthy and thriving community

Mission:

To raise the well-being of Maroondah’s young people

Strategic Outcomes:

· Maroondah’s young people are HEALTHY

· Maroondah’s young people are CONNECTED

· Maroondah’s young people are ENGAGED

· Maroondah’s young people are PREPARED

Key Directions:

Maroondah’s young people are HEALTHY:

1. Provide high quality accessible services and activities that support young people to develop their HEALTH and wellbeing in all aspects of their lives

2. Educate and empower young people to make positive choices about their HEALTH

3. Support young people to have safe and respectful relationships that protect and build their physical and emotional HEALTH

4. Ensure Maroondah provides a safe and HEALTHY natural and built environment for young people now and into the future

5. Develop the community’s capacity to effectively build and support young people’s HEALTH and wellbeing

6. Advocate for the provision of affordable, accessible, high quality and responsive services, resources and initiatives that effectively support the HEALTH and wellbeing of Maroondah’s young people

Maroondah’s young people are CONNECTED:

1. Build young people’s sense of belonging and CONNECTION through the strengthening of positive relationships with their peers, families, and communities

2. Support young people to CONNECT with the digital world in positive and safe ways

3. Provide, develop and advocate for safe and effective options that CONNECT young people to places and opportunities

4. Work in partnership with stakeholders to ensure that young people and their families know about, and feel confident to CONNECT with, the range of services, opportunities, and information available to them

Maroondah’s young people are ENGAGED:

1. Ensure that young people are effectively informed and ENGAGED on matters that affect them and their community

2. Employ principles of youth participation and co-design to ensure young people are effectively ENGAGED in making decisions about themselves and their community

3. Support young people to develop leadership and advocacy skills that assist them to be actively involved and ENGAGED citizens

4. Provide, promote and advocate for a wide range of meaningful opportunities in Maroondah that young people want to ENGAGE with

5. Recognise and celebrate young people’s accomplishments to support their ENGAGEMENT in the Maroondah community

Maroondah’s young people are PREPARED:

1. Equip young people with skills and knowledge that PREPARE them to successfully navigate change, grow from life’s challenges, and build their resilience

2. Leverage the use of character strengths to PREPARE young people to flourish throughout their lives

3. Support the development of positive learning environments in Maroondah that are engaging for young people and effectively PREPARE them for the future

4. Assist young people to be work ready and PREPARED for the changing landscape of employment

5. Support parents, schools, and youth service providers to better understand young people and feel confident to PREPARE them to grow into adulthood

Councillors were briefed on the Youth Strategy’s draft strategic framework prior to the public exhibition process. A full copy of the Youth Strategy will be circulated to Councillors prior to the public exhibition period.

Financial / economic issues

The Youth Strategy will be implemented within existing resources.

Environmental / amenity issues

Through the consultation process a number of items were raised in relation to Maroondah’s natural and built environment. The Youth Strategy outlines a several Key Directions which will address environmental and amenity issues for the benefit of young people.

Social / community issues

All four of the Youth Strategy’s Strategic Outcomes (i.e. Healthy, Connected, Engaged, Prepared) cover social and community aspects of young people’s lives. The Youth Strategy outlines several Key Directions which support the development of healthy and positive social connections and the strengthening of young people’s engagement in the community.

Community consultation

The development of the Youth Strategy was underpinned by significant consultation and needs analysis work, which involved four key components:

· The Maroondah Well-being Survey in schools, conducted in partnership with The University of Melbourne

· Broader youth consultation, to reach those young people not able to access the school survey – this included 11 youth focus groups, consultations at Maroondah Festival and an additional youth survey

· Stakeholder consultation, including youth service providers, school staff and parents/carers

· Research, including demographics, social and well-being data, youth needs/issues, and best practice youth service delivery

Conclusion

The draft Youth Strategy has been developed through extensive consultation, engagement, and research work, and is informed by a strong evidence base. Council now seeks to place the draft Youth Strategy on public exhibition to obtain community feedback and ensure that Council is meeting the needs of Maroondah’s young people.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COuncil determinEs

1. that the draft youth strategy be placed on public exhibition from 16 may to 13 june 2017 and

2. if required, a committee of councillors ____, ____ and ____ be appointed to hear from any persons wishing to be heard in support of their submission, on a date to be fixed

DIRECTOR Planning & Community – Phil Turner

Council Plan 2013-2017 (Year 4: 2016/17) Progress Report - As at 31 March 2017	Item 2

Purpose

To provide an update on the progress of priority actions identified in the Council Plan 2013-2017 (Year 4: 2016/17)

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 2016 – 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

8.4 Foster a culture of innovation, cooperation, commitment, communication, and continuous improvement that positions Maroondah City Council as a leader in local government

Priority Action 2016-2017:

Not Applicable

Background

The Council Plan 2013-2017 is Maroondah City Council’s key medium-term strategic document that sets key directions and priority actions to work towards the long-term community vision outlined in Maroondah 2040: Our future together.

The Council Plan plays a vital role in shaping Maroondah’s future over a four-year period. It identifies both challenges and opportunities for our community at local and regional level within the context of the community’s long term community vision, Maroondah 2040: Our future together. It also forms the basis for Council to make decisions regarding resources and priorities in response to community needs and aspirations.

The Council Plan is implemented through a service delivery planning process, and outcomes are measured and reported regularly. Achievements are reported back to Council and the community through the Maroondah City Council Annual Report at the end of each financial year.

Issue / discussion

Each year, Council presents to the community an updated set of key directions and priority actions for implementing the four-year Council Plan. This helps to ensure that the Plan continues to be aligned with Maroondah 2040: Our future together, the community’s long-term vision, and is responsive to community needs and expectations. The review also helps to ensure that all Council planning, strategies, policies, and processes take their lead from the key directions outlined within the Plan.

The Council Plan is divided into eight future outcome areas, each with a set of four-year key directions (strategies), annual priority actions, strategic indicators and supporting strategies and plans. The priority actions identified work towards the achievement of the key directions, and ultimately toward the outcomes and vision outlined in Maroondah 2040: Our Future Together.

The attached report identifies the progress made by Council this financial year in working towards the delivery of the Council Plan 2013-2017 (Year 4: 2016/17) Priority Actions.

As at 31 March 2017, all 24 Council Plan Priority Actions for 2016/17 were on track.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

The attached report identifies that Council in continuing to make excellent progress in working towards the delivery of Council Plan priority actions for 2016/17.

Attachments

1.⇩	Council Plan 2013-2017 - Year 4 2016-17 - Priority Actions Progress Report - As at 31 March 2017

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

that COUNCIL NOTES THE PROGRESS MADE TOWARDS THE DELIVERY OF COUNCIL PLAN 2016/17 PRIORITY ACTIONS AS AT 31 MARCH 2017

DIRECTOR Planning & Community – Phil Turner

Local Government Performance Reporting Framework (LGPRF) - Quarter 3 Results 2016/17	Item 3

Purpose

To provide a financial year-to-date report of Council’s Local Government Performance Reporting Framework (LGPRF) service performance information as at the end of the third quarter of 2016/17 (31 March 2017).

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

Key Directions 2016 – 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

8.4 Foster a culture of innovation, cooperation, commitment, communication, and continuous improvement that positions Maroondah City Council as a leader in local government

Priority Action 2016-2017:

Not Applicable

Background

The LGPRF is a mandatory reporting system developed by Local Government Victoria which was introduced in 2014 to ensure all Victorian Councils are measuring and reporting on their performance in a consistent way.

The framework is made up of service performance, financial performance, and sustainability measures, along with a governance and management checklist. Together these components build a comprehensive picture of local government performance.

These measures are reported in Council’s Annual Report each year via the Report of Operations and Performance Statement sections as required by the Local Government (Planning and Reporting) Regulations 2014 and associated elements of the Local Government Act 1989.

End of financial year results are also publicly released on the Victorian Government’s ‘Know Your Council’ website in November each year. This site provides information on the sector and enables users to benchmark the relative performance of Councils on LGPRF indicators.

Issue / discussion

Maroondah City Council continues to monitor LGPRF indicator results on a quarterly basis for service performance indicators and annually for financial performance and sustainable capacity indicators.

A report that outlines LGPRF service performance indicator results as at the end of the third quarter of 2016/17 (31 March 2017) is attached to this Council Report.

Due to the implementation of a new Maternal and Child Health (MCH) system during the quarter, several MCH related measures cannot be reported upon for this particular period.

It is also important to note that many of the financial measures included in this report will not necessarily reflect or be predictive of annual performance due to the phasing of service delivery across the year and seasonal influences.

Maroondah City Council will continue to monitor its performance against LGPRF indicators and report on its performance quarterly to ensure accountability and transparency.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

Council’s third quarter results for LGPRF service performance indicators are presented in the attached report. Annual results for the 2016/17 financial year will be reported to Council in August 2017 and published on the Victorian Government ‘Know Your Council’ website in November 2017.

Attachments

1.⇩	LGPRF Service Performance Results - Q3 2016-17 - 8 May 2017

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL NOTES THE REPORT ON LOCAL GOVERNMENT PERFORMANCE REPORTING FRAMEWORK SERVICE PERFORMANCE INDICATORS AS AT THE End of QUARTER 3, 2016/17

DOCUMENTS FOR SEALING

Employee Milestones Letters under Seal

ITEM 1

Letters under seal

Background

Council recognises employees each year who have achieved service milestones. Combined

service with either the former Cities of Ringwood or Croydon and Maroondah City Council is

recognised.

During the year, from 1 July 2016 to 30 June 2017, three employees will have achieved 30

years of service, eleven will have achieved 20 years and eighteen will have achieved 10 years.

The names of employees to be presented with Letters Under Seal are listed in the

recommendation to this report.

The Chief Executive Officer and the Mayor will host a reception on Thursday 29 June 2017,

at Karralyka at which the Letters Under Seal and gifts will be presented.

It is necessary for Council to formally resolve to execute the Letters Under Seal.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That council signs and seals LETTERS IN RECOGNITION OF:

1. THIRTY YEARS OF SERVICE GIVEN BY:

Karyn Anderson

Michael Murray

Neil Rattray

2. TWENTY YEARS OF SERVICE GIVEN BY:

Christine Biesbroek

Tracey Cardamone

Karen Chynoweth

Kerri Hack

Yeasmin Haider

Andrea Hargreaves

Judy McGrath

Stephen Onans

Wendy Potter

Ray Smart

Mark Weightman

3. TEN YEARS OF SERVICE GIVEN BY:

Ben Allamby

Jo Bester

Michael Blowfield

Denise Brown

Vickie Butler

Russell Davison

Joy Delaney

John Dupe

Terri Janssen-Arendse

Christine Massarotti

Graeme Ratcliffe

Pamela Refeld

Sarah Remin

Tanya Ruhnau

Julie Softley

Alishio White

Heather Wittingslow

Michelle Woodman

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 REALM: 179 Maroondah Hwy, Ringwood

10 May 2017