2014 Maroondah Logo RGB.jpg

 

 

 

Councillor

(as addressed)

 

 

The next Council Meeting will be held in the Council Chamber, Braeside Avenue, Ringwood, on Monday 26 June 2017, commencing at 7:30pm and your presence is requested.

 

Yours faithfully

SKozlows.jpg

 

Steve Kozlowski

CHIEF EXECUTIVE OFFICER

 

Note:

This meeting is being streamed live on the internet and recorded.

Every care is taken to maintain privacy and attendees are advised they may be recorded.

 

 

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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

REALM: 179 Maroondah Hwy, Ringwood

 


 

 

2015 Seating Plan - 20170424

 


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 15 May 2017.

6.       Public Questions

7.       Suspension of Standing Orders, to deal with the following matters:

          1.       Presentation of Letters Under Seal – Mr Les Willmott

          2.       Presentation of Certificate of Audit by Vic SES, following recent audit of the                    Municipal Emergency Management Plan

          3.       Presentation regarding Preliminary Investigation into Croydon Grade Separation

8.       Resumption of Standing Orders

9.       Change in Order of Business to deal with Item 3 Director Planning & Community –         Preliminary Investigation into Croydon Grade Separation

10.     Officers’ Reports

Director Corporate Services

1.       Attendance Report                                                                                                    5

2.       Reports of Assembly of Councillors                                                                         7

3.       Councillor Representation Reports                                                                        13

4.       Adoption of Draft Council Plan 2017-2021, Proposed Budget 2017/18 and Declaration of Rates 2017/18 and Determination of the Level of Mayoral and Councillor Allowances                                                                                                              61

5.       Outcomes of Maroondah Motions to the Municipal Association of Victoria State Council Meeting                                                                                                    307

6.       Municipal Association Act Review                                                                        311

7.       Eastern Regional Libraries Corporation February 2017 - April 2017 Report on the Provision of Library Services                                                                                334

Director Operations, Infrastructure & Leisure

1.       Road Management Plan 2017                                                                              343

2.       Capital Funding for Community Groups 2017/2018                                             400

3.       Capital Funding for Committees of Council 2017/2018                                       405

 

Director Planning & Community

1.       Surrender Of Lease Agreement And Approve New Lease - Norwood Preschool 409

2.       C110 - Heritage Overlay 29 Bedford Road                                                          412

3.       Preliminary Investigation into Croydon Grade Separation                                   417

4.       Local Government Community Satisfaction Survey Results 2017                      455

5.       Draft ESD Policy and Guidelines for Council Buildings                                       459

6.       Youth Strategy - Public Exhibition outcomes and Adoption of the Strategy        503   

11.     Motions to Review   

12.     Late Item

13.     Requests / Leave of Absence

14.     In Camera

Director Corporate Services

1.       Contract 97042 Service Agreement relating to Infor Global Solutions Annual Maintenance & Software Support

2.       Land Matters - General  

 


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

 

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 15 May 2017 and 5 June 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 May 15 - Assembly of Councillors Public Record

2.

2017 June 05 - 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 15 May 2017 and 5 June 2017

 


ATTACHMENT No: 1 - 2017 May 15 - Assembly of Councillors Public Record

 

Item  2

 

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ASSEMBLY OF COUNCILLORS – PUBLIC RECORD

Assembly Details:

 

 

 

 

 

Date: Monday 15 May 2017

Time: 6:00pm

Location: Meeting Room 4, Braeside Avenue, Ringwood

 

 

 

Attendees:

 

 

 

 

 

Councillors

 

 

Cr Tony Dib, JP

Cr Michael Macdonald

Cr Kylie Spears

Cr Marijke Graham

Cr Paul Macdonald

Cr Rob Steane

Cr Nora Lamont

 

Cr Mike Symon

 

 

 

Council Officers:

 

 

Steve Kozlowski

Chief Executive Officer

Marianne Di Giallonardo

Director Corporate Services

Phil Turner

Director Planning & Community

Adam Todorov

Acting Director Operations, Infrastructure & Leisure

Grant Meyer

Manager Integrated Planning                                   Item 2

Tim Cocks

Manager Leisure                                          Items 3, 4 & 5

Joshua Burt

Team Leaders Sports & Recreation            Items 3, 4 & 5

Peter Tully

Governance Advisor

 

 

Others:

 

 

Representatives from Elisha Care – Item 1

 

Apologies:

 

 

Councillors:

Cr Samantha Marks (Leave of Absence)

Council Officers:

Stephen Onans, Team Leader Governance

 

 

 

Conflict of Interest Disclosure:

 

Councillors:

Nil

 

Council Officers:

Nil

 

 

 

 

Items Discussed:                 ##  Confidential

 

1

Council Meeting Agenda

2

Elisha Care Presentation

3

East Ringwood Sports and Community Group

4

Cheong Park Special Committee of Council

5

Community Sports Infrastructure Fund

 

Record completed by:

Council Officer

Peter Tully

Title

Governance Advisor

 


ATTACHMENT No: 2 - 2017 June 05 - Assembly of Councillors Public Record

 

Item  2

 

2014 Maroondah Logo RGB.jpg

 

ASSEMBLY OF COUNCILLORS – PUBLIC RECORD

 

Assembly Details:

 

 

 

 

 

Date: Monday 5 June 2017

Time: 6:00pm

Location: Council Chamber + Meeting Room 4, Braeside Avenue, Ringwood

 

 

 

Attendees:

 

 

 

 

 

Councillors

 

 

Cr Tony Dib, JP

Cr Michael Macdonald

Cr Kylie Spears

Cr Marijke Graham

Cr Paul Macdonald

Cr Rob Steane

 

 

Cr Mike Symon

Council Officers:

 

 

Steve Kozlowski

Chief Executive Officer

Marianne Di Giallonardo

Director Corporate Services

Phil Turner

Director Planning & Community

Adam Todorov

Acting Director Operations, Infrastructure & Leisure

Grant Meyer

Manager Integrated Planning                        Item 1, 4 & 5

Andrew Fuaux

Manager Planning, Health & Local Laws                 Item 2

Merg Mikaelian

Team Leader Local Laws                                         Item 2

Andrew Taylor

Manager Engineering & Building Services              Item 3

Scott McKenry

EAGA Executive Officer                                           Item 4

Nelly Belperio

Environment Planner                                                Item 5

Tim Cocks

Manager Leisure                                                      Item 6

Joshua Burt

Team Leader Sport & Recreation                            Item 6

Naomi Bickerdike

Sport & Recreation Liaison Officer                           Item 6

Stephen Onans

Team Leader Governance

Others:

 

 

Members of the City of Wellbeing Steering Committee, including:

Edwina Ricci (Croydon Chamber of Commerce and Industry)

Adam Cooper (Maroondah City Council)

Dave Mitton (Sport & Life Training)

Tan Chyuam Chim (University of Melbourne)                                                                    Item 1

 

Apologies:

 

 

Councillors:

Cr Samantha Marks, Cr Nora Lamont

Council Officers:

Nil

 

 

 

Conflict of Interest Disclosure:

 

Councillors:

Nil

 

Council Officers:

Nil

 

 

 

 

 

 

Items Discussed:

## Confidential Item

 

 

 

 

1

City of Wellbeing Presentation

2

Domestic Animal Management Plan

3

Bus Shelter Improvement Program

4

EAGA Project Update

5

ESD Policy & Guidelines for Council Buildings

6

Capital Grants for Community Groups & Committees of Council

7

Road Management Plan

8

Infor Service Agreement Renewal

9

Municipal Association Act Review

10

Community Assistance Fund

 

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.

·        National Local Government Drug And Alcohol Committee (NLGDAAC) held on 1-2 December 2016

·        Maroondah Disability Advisory Committee (MDAC) held on 18 May 2017

·        National Local Government Drug And Alcohol Committee (NLGDAAC) held on 1-2 June 2017

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.

 

Crs Lamont and Spears are Council’s representatives on the Maroondah Disability Advisory Committee.

 

Crs Steane is Council’s representative on the National Local Government Drug And Alcohol Committee

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.

National Local Government Drug & Alcohol Committee (NLGDAAC) Minutes December 2016

2.

Maroondah Disability Advisory Committee (MDAC) Minutes May 2017

3.

National Local Government Drug And Alcohol Committee Minutes June 2017

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL RECEIVES AND NOTES MINUTES OF THE

1.       national local government drug and alcohol committee held on 1-2 december 2016

2.       Maroondah disability advisory committee held on 18 may 2017

3.       national local government drug and alcohol committee held on 1-2 June 2017

 

 


ATTACHMENT No: 1 - National Local Government Drug & Alcohol Committee (NLGDAAC) Minutes December 2016

 

Item  3

 


 


 


 


ATTACHMENT No: 2 - Maroondah Disability Advisory Committee (MDAC) Minutes May 2017

 

Item  3

 


 


 


ATTACHMENT No: 3 - National Local Government Drug And Alcohol Committee Minutes June 2017

 

Item  3

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Adoption of Draft Council Plan 2017-2021, Proposed Budget 2017/18 and Declaration of Rates 2017/18 and Determination of the Level of Mayoral and Councillor Allowances

Item 4

 

Purpose

To enable Council to formally adopt the Draft Council Plan 2017-2021 and the Proposed Budget 2017/18, and to declare the rates and charges in respect of the year ended 30 June 2018 and to determine the level of the Councillor allowance and Mayoral allowance which is required under Section 74 of the Local Government Act 1989 (the Act).

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.

8.3     Provide community inspired leadership in democratic governance.

Priority Action 2016-2017:

Not applicable

Background

Council Plan

 

The Council Plan together with Maroondah 2040: Our future together, the Annual Budget and Annual Report, are Council’s high level strategic documents which draw together the community aspirations, preferred outcomes and key directions for the future. These high level strategic documents and associated processes form an integral part of the Maroondah City Council’s Integrated Planning Framework (shown below).

 


Figure 1: Council’s Integrated Planning Framework

 

IntegratedPlanningFramework_January2017

 

The Draft Council Plan 2017-2021 has been prepared in accordance with requirements of the Local Government Act 1989. The Act requires the Council Plan 2017-2021 to include the strategic objectives of the Council (outcome areas), strategies for achieving the objectives for at least the next four years (key directions), strategic indicators for monitoring the achievement of these objectives (Council Plan indicators) and a Strategic Resource Plan describing financial and non-financial resources. At Maroondah, the Council Plan is updated annually in ensure it continues to reflect community needs and aspirations.

 

The Draft Council Plan 2017-2021 reflects the preferred future outcomes and key directions as identified by the community in the development of Maroondah 2040: Our future together. A suite of priority actions for the 2017-2021 period are identified in the Draft Council Plan to reflect Council’s contribution to progressing the aspirations identified in the Maroondah 2040 Community Vision. At Maroondah, the Council Plan is refreshed annually to ensure identified priority actions meet emerging community needs and aspirations, and provide an updated strategic resource plan.

 

Reporting against the Council Plan and Annual Budget is undertaken quarterly to Council and the Audit and Risk Advisory Committee. Reporting on annual achievements is undertaken through the Annual Report and the ‘Our Achievements’ document.

 

 

The Draft Council Plan 2017-2021 has been prepared in response to stakeholder input received at two Council Plan stakeholder workshops held in February 2017. Community engagement inputs from a range of other Council strategic projects have also informed the Draft Council Plan. These strategic projects include

·        Maroondah Health and Wellbeing Plan (still underway)

·        Youth Strategy 2017-2021 (still underway)

·        Maroondah Housing Strategy (completed in 2016)

·        Sustainability Strategy 2016-2020 (completed in 2016)

·        Open Space Strategy (completed in 2016)

·        Active and Healthy Ageing Initiative (completed in 2015)

·        Water Sensitive Cities Strategy (completed in 2015)

·        Children’s Plan (completed in 2015)

·        Arts and Cultural Development Strategy (completed in 2014)

·        Maroondah 2040: Our future together (completed in 2014)

 

The Draft Council Plan identifies a range of proposed ‘Priority Actions’ for the next four financial years, i.e. from 2017/18 to 2020/21. These proposed priority actions have been aligned with the outcome areas identified in Maroondah 2040: Our future together.

 

Proposed priority actions for 2017/18 include:

 

Outcome Area – A safe, healthy and active community

·        Commence construction of the $2.5m Jubilee Sporting Pavilion redevelopment (Subject to external funding)

·        Commence construction of the $2.0m HE Parker Sporting Pavilion redevelopment

·        Develop a Gender Equity Policy/Statement

·        Finalise a new Gaming Policy and commence preparation of a planning scheme amendment to incorporate the policy into the Maroondah Planning scheme

·        Complete the design works, undertake operational readiness planning and construct the $13.5m HE Parker Multi Sports Complex 

·        Undertake works to implement CCTV in Croydon Town Centre, including detailed design and documentation, along with the supply and installation of cameras

·        Prepare and commence implementation of a new Maroondah Health and Wellbeing Plan 2017-2021

·        Participate in the South East Melbourne Council’s Alliance (SEMCA) Alcohol Density Project to strengthen the decision making capabilities of Councils through assessment of planning applications for packaged liquor outlets

·        Commence construction of the $2.5m Silcock Sporting Pavilion redevelopment (Subject to external funding)

·        Commence sportsfield reconstruction works at Jubilee Park in Ringwood

 

Outcome Area – A prosperous and learning community

·        Undertake pedestrian and vehicle access improvement works at Heathmont Shopping Precinct - Canterbury Road, Heathmont

·        Commence Regional Service Partnerships at Realm

·        Work in partnership to finalise development of the Ringwood Metropolitan Activity Centre Masterplan

·        Work in partnership to implement the Bayswater / Bayswater North Industrial Precinct Strategy

·        Work in partnership to facilitate appropriate development within the Ringwood Metropolitan Activity Centre and Croydon Activity Centre

·       

Outcome Area – A vibrant and culturally rich community

·        Create a new Croydon Town Square, including community engagement, completion of detailed design and construction.

·        Implement innovative and engaging arts events and outcomes in Ringwood Town Square arts precinct

 

Outcome Area – A clean, green and sustainable community

·        Commence implementation of the Eastern Organics Contract

·        Develop a Climate Change Risk and Adaptation Strategy

·        Undertake preliminary works to rehabilitate the waterway and infrastructure at Yanggai Barring in Warranwood

·        Undertake a major upgrade of the playground at Ringwood Lake Park

·        Finalise the Maroondah Vegetation Review

 

Outcome Area – An accessible and connected community

·        Advocate for grade separation of the Lilydale railway line at Coolstore Road in Croydon

·        Commence Hughes Park carpark improvement works

·        Work in partnership to implement intersection improvement works at the corner of Maroondah Highway and Dorset Road in Croydon North

·        Accelerate Council's footpath construction program

·        Advocate to the Commonwealth and Victorian Government for provision of new and upgraded major transportation infrastructure in Maroondah; including freeway connections, upgrade to arterial roads and intersections, and major public transport enhancements

 

Outcome Area – An attractive, thriving and well built community

·        Continue the upgrade of drainage including flood mitigation works in Acacia Court catchment in Ringwood and the Scenic Avenue catchment in Ringwood East

·        Upgrade Lincoln Road, east of Dorset Road

·        Undertake a municipal wide review of Council’s neighbourhood character and heritage controls

 

Outcome Area – An inclusive and diverse community

·        Monitor the federal National Disability Insurance Scheme and My Aged Care reform agenda and implement transitional arrangements for relevant areas of Council service delivery

·        Develop a Female Participation Strategy for physical activity

·        Investigate and implement additional changing facilities for females at local sporting facilities

 

 

Outcome Area – A well governed and empowered community

·        Progress Council’s innovative digital services transformation

 

It is important to note that a number of these actions will span multiple financial years. Proposed Council Plan priority actions for the full 2017/18 to 2020/21 period can be found in the attached document.

 

 

Budget

 

The 2017/18 Budget links to the achievement of the Council Plan 2017-2021 as part of Council’s Integrated Planning Framework. The Council Plan plays a vital role in shaping the future for Maroondah over a four-year period. It sets out local and regional challenges and opportunities for our community within the framework of the community’s long term vision. It also forms the basis for Council to make decisions regarding resources and priorities in response to community aspirations.

 

The 2017/18 Budget outlines the provision of financial resources for the next 12 months and details how these resources will be applied to meet these actions and initiatives detailed in the Council Plan, as well as delivering the more than 120 services and the extensive range of programs and activities that Council provides to the Maroondah community.

 

The 2017/18 budget contains 35 initiatives including 15 major initiatives, as identified in the Council Plan. These initiatives will contribute to the achievement of the four-year Council Plan key directions and ultimately the preferred outcome as outlined in Maroondah 2040.

 

The Annual Budget together with the Council Plan and the Annual Report are the major municipal planning and reporting documents.  One of the accountability tools utilised is the Financial Statements so that the community may more readily follow strategic financial planning (in the Council Plan) through to operational financial planning (in the Annual Budget) and then be able to measure actual performance against those plans (in the Annual Report).

 

Mayoral and Councillor Allowances

 

Mayoral and Councillor allowances are to be paid at the levels determined by the Minister for Local Government in accordance with section 73B Local Government Act 1989 – as at 1 July 2017 - Councillors $27,079 and Mayor $83,790.  Such figures also incorporate an amount for a sum equivalent to the Superannuation Guarantee Contribution, currently 9.5% - as per advice by Local Government Victoria within Circular 42/2016.  Increases for both the Councillor and Mayoral allowances for the reminder of the present Council term - up until the next Council review in the year 2020 – will be made in accordance with section 74 Local Government Act 1989, by the levels determined within the annual review of allowances carried out by the Minister for Local Government.

 

Statutory requirements

 

A requirement under the Act is for the Draft Council Plan, Proposed Budget and the review and determination of Mayoral and Councillor Allowances to be subject to a Section 223 right to make a submission.  Council at its meeting held on 8 May 2017, appointed a Committee of the Council comprising Councillors Dib, Lamont and Steane to hear submissions.

 

In terms of the Draft Council Plan (incorporating a Strategic Resource Plan), a number of sections of the Act are relevant:

·        Section 125 of the Local Government Act 1989 (the Act) requires Council to prepare and approve a Council Plan within the period of 6 months after each general election or by the next 30 June, whichever is later. At least once in each financial year, a Council must consider whether the current Council Plan requires any adjustment in respect of the remaining period of the Council Plan.

·        Section 125 of the Act also requires Council to include in the Council Plan

(a)     the strategic objectives of the Council (outcome areas);

(b)     strategies for achieving the objectives for at least the next 4 years (key  directions);

(c)     strategic indicators for monitoring the achievement of the objectives (Council Plan indicators);

(d)     a Strategic Resource Plan containing the matters specified in section 126 of  the Act; and

(e)     any other matters which are prescribed by the regulations.

·        Section 125 of the Act also provides that Council must also follow a public consultation process prior to formal adoption of the Council Plan, including making the document available for at least 28 days after a public noticed is placed.  This process commenced with a public notice by Council of the preparation of the Draft Council Plan in The Age and Herald Sun newspapers on 11 May 2017 (with a courtesy notice in the Maroondah Leader on 16 May 2017), and included the consideration of submissions on the Draft Council Plan under Sections 125 and 223 of the Act.

·        Section 126 of the Act requires Council to provide a Strategic Resource Plan of the resources required to achieve its strategic objectives over the next four financial years, including provision of prescribed statements. The Strategic Resource Plan must take into account services and initiatives contained in any plan adopted by the Council.

·        Section 126 of the Act requires Council review the Strategic Resource Plan during the preparation of the Council Plan; and adopt the Strategic Resource Plan not later than 30 June each year, or such other date fixed by the Minister by notice published in the Government Gazette. A copy of the current Strategic Resource Plan must also be available for inspection by the public.

In terms of the Proposed Budget a number of sections of the Act are relevant:

·        Section 127 of the Local Government Act 1989 (the Act) requires Council to prepare a budget for each financial year commencing 1 July.  The 2017/18 Proposed Budget was presented to the meeting of Council held on 8 May 2017.

·        Section 158 of the Act requires Council to declare, for each financial year, the amount which the Council intends to raise by general rates, service rates and service charges.

·        Section 129 of the Act provides that Council must also follow a public consultation process prior to formal adoption of the Budget.  This process commenced with a public notice by Council of the preparation of the Proposed Budget (incorporating its intention to declare the rates and charges embodied in that budget) in The Age and Herald Sun newspapers on 11 May 2017 (with a courtesy notice in the Maroondah Leader on 16 May 2017), and included the consideration of submissions on the Proposed Budget under Sections 129 and 223 of the Act.

·        Section 130 of the Act provides that Council must adopt its budget by 30 June each year whilst Section 158 provides that rates and charges must also be declared by the same date.

In terms of the Councillor allowance and Mayoral allowance a number of sections of the Act are relevant:

·        Section 74 of the Act provides that Council must review and determine the level of the Councillor allowance and Mayoral allowance within the period of 6 months after a general election or by the next 30 June, whichever is later. This process must   include the consideration of submissions under Sections 223 of the Act. The proposed Councillor allowance and Mayoral allowance levels are encompassed within the Proposed Budget and as such the Section 223 process commenced with a public notice by Council of the preparation of the Proposed Budget in The Age and Herald Sun newspapers on 11 May 2017 (with a courtesy notice in the Maroondah Leader on 16 May 2017), and included the consideration of submissions on the Proposed Budget under Sections 129 and 223 of the Act.

Issue / discussion

Council Plan and Budget

 

Council resolved on 8 May 2017 to place the Draft Council Plan and Proposed Budget on public exhibition. Council commenced a public consultation process on 12 May 2017.  In accordance with the Act and Council’s previous resolution the Committee of Council was convened to consider the submissions in respect of the Proposed Budget. After consideration of submissions (per attached table) and Councillor feedback (amendment to the tabled aquatic fees, specifically a reduction to the concession entry to be 21% less than the adult entry fee), the Committee subsequently opted to recommend to Council to formally adopt the Draft Council Plan 2017-2021 and the Proposed Budget 2017/18 with minimal change at a meeting to be held on Monday 26 June 2017.

 

A summary of submissions received is contained on the attached table (Attachment 1).  All submissions have been circulated to Councillors.  The key issues raised by submissions with Council officer responses are also included on the table. Each submitter will receive an individual formal response to their submission.

Financial / economic issues

These are contained within the Council Plan and articulate the Council’s current directions.

 

The adoption of the 2017/18 Proposed Budget not only contributes to compliance with the financial planning and reporting requirements of the Act, but also provides management with an important tool to monitor and control the detailed financial performance and directions of Council.

Environmental / amenity issues

These are contained within the Council Plan and articulate the Council’s current directions.

Social / community issues

These are contained within the Council Plan and articulate the Council’s current directions.

Community consultation

The Draft Council Plan 2017-2021 has been prepared in response to stakeholder input received at two Council Plan stakeholder workshops held in February 2017, along with community engagement inputs from a range of other Council strategic projects.

 

Prior to the community submission process, the Draft Council Plan 2017-2021 and Proposed Budget underwent an internal review by both Councillors and employees. Council approved the Draft Council Plan 2017-2021 for public exhibition on 8 May 2017.  Public submissions were solicited, to be received until 5pm on Friday 9 June 2017.

 

Copies of the Draft were made available for public inspection and comment from 8.30 am on Friday 12 May 2017 and placed on display at the City Offices Service Centre in Ringwood, Civic Square Service Centre in Croydon, Realm at the Ringwood Town Square in Ringwood, at the Croydon Library, and on Council’s website.  The public was advised through articles in the local papers as well as in advertisements in the Maroondah Leader, the Herald Sun and The Age newspapers. 

 

Further in accordance with Section 129 of the Act, Council gave public notice of its Proposed Budget and advised the public of its right under the Section 223 of the Act to make submissions on any proposal contained in the Proposed Budget.  The required public notice was published in The Age and Herald Sun newspapers on Thursday 11 May 2017 and a courtesy public notice was also published in the Maroondah Leader on Tuesday 16 May 2017.

 

The Proposed Budget was made available for public inspection and comment from 8.30 am on Friday 12 May 2017 at the City Offices Service Centre, Ringwood, Civic Square Service Centre, Croydon and Realm, Ringwood Town Square Ringwood and at the Croydon Library, and Council’s website.  Provision was also made for interested parties to receive the Proposed Budget and/or to obtain further information about it by appointment with Council officers.  Submissions were received up to 5pm on Friday 9 June 2017.

 

The receipt of submissions from the public and the consideration of those submissions by Council form an integral part of the public consultation process.

 

At the expiration of the consultation period, Council had received one submission on the Draft Council Plan and one on the Proposed Budget There were no submitters who wished to appear in person in support of their submission.  A Committee of Council considered the two submissions received at a meeting held on Wednesday 14 June 2017. 

Conclusion

The Draft Council Plan 2017-2021 and Proposed Budget 2017/18 have been developed and submissions from the community considered. Both documents reflect Council’s commitment to pursue excellence, good governance and responsible management of resources for the community within the City of Maroondah.  

 

Given Council’s legislative obligations, both the Draft Council Plan 2017-2021 and Proposed Budget 2017/18 are recommended for Council adoption with no change.

 

 

Attachments

1.

Maroondah City Council - Council Plan 2017-2021 - Final Version - 21 June 2017

2.

Maroondah City Council Adopted Budget 2017-2018 Final Version

3.

Draft Council Plan 2017-2021 - Response to submissions

4.

Proposed Budget 2017-18 Response to Submissions

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That

A.  COUNCIL PLAN

THAT COUNCIL:

1.       ADOPTS THE COUNCIL PLAN 2017–2021

2.       FORWARDS A COPY OF THE COUNCIL PLAN TO THE MINISTER FOR LOCAL GOVERNMENT AS REQUIRED BY THE LOCAL GOVERNMENT ACT 1989

3.       AUTHORISES OFFICERS TO ARRANGE FOR THE SUITABLE PUBLICATION AND DISTRIBUTION OF THE COUNCIL PLAN TO COMMUNITY GROUPS AND RELEVANT STAKEHOLDERS

B.   BUDGET

THAT COUNCIL DETERMINES:

1.       Budget

1.1     The submissions on the Budget be noted

1.2     The Chief Executive Officer be authorised to write to each submitter in accordance with section 223 (1)(e) of the Local Government Act 1989 advising of the purport of this Recommendation and the reasons for it

1.3     The Budget annexed to this Recommendation and initialled by the Mayor for identification ("the Budget") be adopted by Council

1.4     The Chief Executive Officer be authorised to give public notice of this decision to adopt the Budget, in accordance with section 130(2) of the Local Government Act 1989

2.       Amount Intended To Be Raised

An amount of $84,110,135 (or such other amount as is lawfully raised as a consequence of this Resolution) be declared as the amount which Council intends to raise by general rates and the annual service charge (described later in this Resolution), which amount is calculated as follows:

General Rates                         $72,520,135

Annual Service Charge       $11,590,000

3.       General Rates

3.1.    A general rate be declared in respect of the 2017/18 Financial Year

3.2.    It be further declared that the general rate be raised by the application of differential rates

3.3.    A differential rate be respectively declared for rateable land having the respective characteristics specified below, which characteristics will form the criteria for each differential rate so declared:

3.3.1.          Vacant Land

Any land on which there is no building which is    occupied or adapted for occupation

3.3.2.          Other Land

                   Any land which does not have the characteristics     of Vacant Land

3.4.    Each differential rate will be determined by multiplying the Capital Improved Value of each rateable land (categorised by the characteristics described in paragraph 3.3 of this Resolution) by the relevant percentages indicated in the following table:

Category

Rate in the Dollar

Vacant Land

 

0.3380 cents in the dollar of Capital Improved Value

Other Land

 

0.2253 cents in the dollar of Capital Improved Value

 

3.5.    It be recorded that Council considers that each differential rate will contribute to the equitable and efficient carrying out of Council functions, and that

3.5.1.                   the respective objectives of each differential rate be those specified in the Schedule to this Resolution; and

3.5.2.                   the respective types or classes of land which are subject to each differential rate be those defined in the Schedule to this Resolution; and

3.5.3.                   the respective uses and levels of each differential rate in relation to those respective types or classes of land be those described in the Scheduleto this Resolution; and

3.5.4.          the relevant

(a)    uses of;

(b)    geographical locations of;

(c)    planning scheme zonings of; and

(d)    types of buildings on

the respective types or classes of land be those identified in the Schedule to this Resolution; and

 

3.6.    It be confirmed that no amount is fixed as the minimum amount payable by way of general rate in respect of each rateable land within the municipal district

3.7.    In accordance with Section 4 (4) of the Cultural and Recreational Lands Act 1963, the amounts in lieu of rates payable in respect of each rateable  land to which that Act applies be the amounts respectively set out below:

Land

$

Heathmont Club Inc.

6,112.20

Bayswater North Tennis Club

1,742.15

Eastwood Golf Club

13,681.05

TOTAL

21,535.40

 

4.       Annual Service Charge

4.1.    An annual service charge be declared in respect of the 2017/18 Financial Year

4.2.    The annual service charge be declared for the collection and disposal of refuse

4.3.    The annual service charge be in the sum of, and be based on, the criteria specified below:

4.3.1.                   any land within Council's municipal district which is used primarily for residential purposes where a kerbside collection is deemed possible by council:

          $213.00 per service for each land, where the service is for an 80-litre bin

          $255.50 per service for each land, where the service is for a 120-litre bin

          $272.00 for each second and subsequent bin supplied in respect of the land

4.3.2.                   any land within Council's municipal district which is used primarily for residential purposes where the kerbside collection is deemed possible by council:

          $200.00 per service for each land, where the service of a second residential PUTRESCIBLE bin is requested by the owner of the land (or the agent of the owner) and is for collection and disposal of the contents of a 120 litre bin ONLY at the frequency of once per week

                   $200.00 per service for each land, where the service of a second garden organics bin ONLY is requested by the owner of the land (or the agent of the owner) and is for collection and disposal of the contents of a 240 litre bin at the frequency of once per fortnight

4.3.3.                   any land within Council's municipal district which is used primarily for commercial purposes:

$502.00 (including GST) per service for each land, where the service is requested by the owner of the      land (or the agent of the owner) and is for collection and disposal of the contents of a 240          litre bin at the frequency of once per week

$1,060.00 (including GST) per service for each land, where the service is requested by the owner of the land (or the agent of the owner) and is for collection and disposal of the contents of a 240 litre bin at the frequency of three times per week

4.3.4.          any land within Council's municipal district which is used primarily for industrial purposes:

          $243.00 (including GST) per service for each land, where the service is requested by the owner of the land (or the agent of that owner) and is for collection and disposal of the contents of an 80   litre bin

          $288.00 (including GST) per service for each land, where the service is requested by the owner of the land (or the agent of that owner) and is for collection and disposal of the contents of a 120 litre bin

4.3.5.                   any land within Council's municipal district which is used primarily for other than residential purposes   and has an existing commercial service or is a not for profit organisation:

          $103.00 (including GST) per each 240 litre recycling bin, where the service is requested by the owner of the land (or the agent of the owner) and is for     collection and recycling of the bin at the                        frequency of once per fortnight

4.3.6.                   any land within Council's municipal district which is used primarily for commercial and INDUSTRIAL PURPOSES where the kerbside collection is deemed practicable by council:

                   $180.00 (including GST) per service for each land, where the service of a garden organics bin is requested by the owner of the land (or the agent of the owner) and is for collection and disposal of the contents of a 240 litre bin at the frequency of once per fortnight

 

5.       Incentives

No incentive be declared for early payment of the general rates and annual service charge previously declared

6.       Extra Instalment Options

IN ACCORDANCE WITH SECTION 167 OF THE LOCAL GOVERNMENT ACT 1989, PAYMENT OF RATES AND CHARGES CAN BE MADE IN

·        ONE (1) ANNUAL PAYMENT (DUE 15 FEBRUARY 2018),

·        FOUR (4) INSTALMENT PAYMENTS (DUE 30 SEPTEMBER 2017,
30 NOVEMBER 2017, 28 FEBRUARY 2018 AND 31 MAY 2018),

·        OR BY NINE (9) MONTHLY (DIRECT DEBIT ONLY) INSTALMENTS (DUE 30 SEPTEMBER 2017, 31 OCTOBER 2017, 30 NOVEMBER 2017, 31 DECEMBER 2017, 31 JANUARY 2018, 28 FEBRUARY 2018, 31 MARCH 2018, 30 APRIL 2018 AND 31 MAY 2018).

DUE DATES THAT FALL ON A WEEKEND OR PUBLIC HOLIDAY WILL BE DUE ON THE NEXT BUSINESS DAY

7.       Consequential

7.1.    It be recorded that Council requires any person to pay interest on any amount of rates and charges which:

7.1.1.                    that person is liable to pay; and

7.1.2.                    have not been paid by the date specified for their payment

7.2.   The Chief Executive Officer be authorised to levy and recover the general rates and annual service charge in accordance with the Local Government Act 1989

C.   mayoral and councillor allowances

THAT COUNCIL DETERMINES:

1.         THAT MAYORAL AND COUNCILLOR ALLOWANCES:

 

1.1    THAT MAYORAL AND COUNCILLOR ALLOWANCES BE PAID AT THE LEVELS DETERMINED BY THE MINISTER FOR LOCAL GOVERNMENT IN ACCORDANCE WITH SECTION 73B LOCAL GOVERNMENT ACT 1989 – AS AT 1 JULY 2017 COUNCILLORS $27,079 AND MAYOR $83,790;

1.2    TO INCORPORATE AN AMOUNT WITHIN THE ALLOWANCES FOR A SUM EQUIVALENT TO THE SUPERANNUATION GUARANTEE CONTRIBUTION 9.5% AS PER ADVICE BY LOCAL GOVERNMENT VICTORIA WITHIN CIRCULAR 42/2016; AND

1.3    TO INCREASE BOTH THE COUNCILLOR AND MAYORAL ALLOWANCES UNTIL THE NEXT COUNCIL REVIEW IN THE YEAR 2020 IN ACCORDANCE WITH SECTION 74 LOCAL GOVERNMENT ACT 1989, AS PER THE LEVELS DETERMINED WITHIN THE ANNUAL REVIEW OF ALLOWANCES CARRIED OUT BY THE MINISTER FOR LOCAL GOVERNMENT.

 

 


ATTACHMENT No: 1 - Maroondah City Council - Council Plan 2017-2021 - Final Version - 21 June 2017

 

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ATTACHMENT No: 2 - Maroondah City Council Adopted Budget 2017-2018 Final Version

 

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ATTACHMENT No: 2 - Maroondah City Council Adopted Budget 2017-2018 Final Version

 

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ATTACHMENT No: 2 - Maroondah City Council Adopted Budget 2017-2018 Final Version

 

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ATTACHMENT No: 2 - Maroondah City Council Adopted Budget 2017-2018 Final Version

 

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ATTACHMENT No: 2 - Maroondah City Council Adopted Budget 2017-2018 Final Version

 

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ATTACHMENT No: 3 - Draft Council Plan 2017-2021 - Response to submissions

 

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ATTACHMENT No: 4 - Proposed Budget 2017-18 Response to Submissions

 

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DIRECTOR Corporate Services Marianne Di Giallonardo

 

Outcomes of Maroondah Motions to the Municipal Association of Victoria State Council Meeting

Item 5

 

Purpose

To consider the outcomes of motions submitted and jointly supported by Council to the Municipal Association of Victoria (MAV) State Council Meeting held on Friday 12 May 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 in this report.

 

Outcome Area:  A well governed and empowered community.

 

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

 

Key Directions 2013 – 2017:

 

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

Background

The Municipal Association of Victoria State Council Annual Meeting was held on Friday 12 May 2017.  Council had previously resolved to submit three motions and support thirteen regional motions from the other Councils that in part form the Metropolitan East Region (Knox, Manningham, Monash, Maroondah, Whitehorse and Yarra Ranges). 

 

The MAV is one of the local government sector peak body associations and together with local members of parliament, provides significant advocacy to both State and Federal Governments on behalf of Maroondah residents and ratepayers. 

Issue / discussion

The three motions submitted from Maroondah together with the result of the deliberations of the State Council, are as follows:

1.         State Government Rate Capping Communication in a Revaluation Year – Carried 99% for;

2.         Universal Access to Early Childhood Education – 15 Hours per Week Kindergarten Funding – Consolidated Motion – Carried 94% for; and

3.         Return of Interests – Privacy Issue – Carried 83 % for.

The motions passed by the State Council Meeting are identified below:

 

Motion 1:  State Government Rate Capping Communication in a Revaluation Year

 

Resolution: - That the Municipal Association of Victoria State Council calls upon the State Government to undertake a full communication media campaign to ensure the rate cap increase is completely understood by Victorian rate payers in a revaluation year.

 

Motion 2:  Universal Access to Early Childhood Education – 15 Hours per Week Kindergarten Funding

 

A consolidated motion from those submitted by the municipalities of Maroondah, Manningham, Moreland and Moonee Valley.

 

Resolution:  That the MAV ramps up its advocacy campaign to both State and Federal Governments to secure:

a.   Long term ongoing funding beyond the life of the current National Partnership Agreement which is due to expire in December 2017; and

b.   Funding to assist Councils to upgrade ageing infrastructure from which 15 hours kindergarten is delivered..

 

Motion 3:  Return of Interests – Privacy Issue

 

Resolution:- That the Municipal Association of Victoria State Council calls upon the State Government to request Local Government Victoria to review the wording of the Return of Interest forms - both primary and ordinary – specifically point number 3 of the details required with regard to perceived privacy implications. 

 

 

Regional Motions

 

The Eastern Metropolitan Councils have adopted the practice of circulating motions with a view to engendering regional support for them.  Participating municipalities are Boroondara, Knox, Manningham, Monash, Maroondah, Whitehorse and Yarra Ranges.  A total of seventeen motions were received from these Councils – except for Boroondara – and thirteen of these motions were supported by Maroondah

 

The outcomes of these motions from the State Council were:-

Motions from Knox:-

·    Increased Affordable Housing in Eastern Metropolitan Melbourne – Consolidated Motion - Carried;

·    Funding for CCTV Systems - Carried; and

·    Continuation of Funding for Building Inclusive Communities (Metro Access) - Carried

 

Motions from Manningham:-

·    Metro Access Program - Carried

·    School Focused Youth Services - Withdrawn; and

·    Universal Access (15 Hours Kindergarten) – Consolidated Motion - Carried.

 

Motions from Monash:-

·    School Focused Youth Service – Carried;

·    Building Inclusive Communities Metro Access Partnership Program Funding Advocacy – worthy of support – Carried;

·    ResCode – Development Framework - Carried; and

·    Homelessness and Rough Sleeping - Carried.

 

Motion from Whitehorse:-

·    Increased Affordable Housing in Eastern Metropolitan Melbourne - Carried.

 

Motions from Yarra Ranges:-

·    Community Legal Centres Funding - Carried; and

·    Volunteer Management Program Funding - Carried.

Financial / economic issues

Refer to rationale as highlighted under Issue / Discussion.

Environmental / amenity issues

Refer to rationale as highlighted under Issue / Discussion.

Social / community issues

Refer to rationale as highlighted under Issue / Discussion.

Community consultation

Council, through various forums, consultations and strategies, has engaged the Maroondah community regarding these various issues.  This report further demonstrates Council’s preparedness to advocate to other spheres of government on behalf of Maroondah residents.

Conclusion

The three motions submitted by Maroondah, together with the thirteen (twelve carried) regional motions, indicates the willingness of Council to advocate in such forums on behalf of residents and ratepayers, in addition to demonstrating Council’s continued leadership on issues within the sector. 

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL NOTES THE OUTCOME OF THE THREE MOTIONS SUBMITTED BY COUNCIL AND THE THIRTEEN REGIONAL MOTIONS SUPPORTED BY COUNCIL THAT WERE THE SUBJECT OF CONSIDERATION AND DEBATE AT THE MUNICIPAL ASSOCIATION OF VICTORIA STATE COUNCIL MEETING HELD ON 12 MAY 2017

 

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Municipal Association Act Review

Item 6

 

Purpose

The purpose of this report is to seek Councillor endorsement of the officer submission to the State Government’s Department of Environment, Land, Water and Planning (DELWP) associated Consultation Paper May 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

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.

8.3     Provide community inspired leadership in democratic governance.

Background

This Act hasn’t had a comprehensive review since its inception in 1907 and hence it is timely to develop contemporary legislation as well as addressing many of the recommendations in the Victorian Auditor-General’s Office (VAGO’s) recent review of the Effectiveness of Support for Local Government Report.

 

The attached Consultation Paper has been provided by Local Government Victoria (LGV) who welcomed submissions by Friday 23 June 2017 on a range of five key reforms:

·        provide a clear understanding of The Municipal Association of Victoria (MAV) roles and responsibilities;

·        embed contemporary processes to ensure integrity and good conduct;

·        provide a framework of strategic planning and performance monitoring against desired outcomes;

·        create an obligation to report and be accountable to member Councils; and

·        provide for a comprehensive insurance regulatory framework.

 


 

Issue / discussion

The Municipal Association of Victoria (MAV) is the legislated Association for all Local Government  Authorities in Victoria and has been recognised as a significant organisation in this regard since 1879.  The proposed reforms bring the Act into contemporary Victorian Local Government and are welcomed by Maroondah City Council.  The following material outlines these 33 proposed reforms grouped under four headings - Roles and Powers, Responsibilities, Reporting and Accountability and Insurance.

 

A.      Roles and Powers

 

Proposed Reforms

 

1.       Replace the preamble with a provision that clearly sets out that the role of MAV is to represent members’ interests and be accountable to Member Councils including:

·        advocating and promoting local government interests

·        building the capacity of Councils

·        facilitating collaboration and shared services between Councils

·        providing support and advice to local government

·        providing insurance protection for local government.

 

2.       Retain MAV’s status as a body corporate under the Municipal Association (MA) Act.

 

3.       Amend MAV’s powers to provide that MAV has the power to:

·        do all other things necessary or convenient to be done for or in connection with, or as incidental to, the achievement of its role or the performance of its functions

·        undertake and carry on in Victoria or elsewhere insurance business for the purpose of providing insurance or insurance services under and for the purposes of the MA Act.

 

4.       Provide that each Council has a right to appoint a Councillor from that Council as their representative and that these representatives constitute MAV.

 

B.      Responsibilities

 

Proposed Reforms

 

5.       Insert a provision that provides that the support representatives are responsible for:

·        determining the Rules of the Association

·        appointing the President and Board of Management

·        determining the strategic direction of MAV

 

6.       Provide MAV the power to make rules for the management of MAV.

 

7.       Provide that a rule that is inconsistent with the MA Act or contrary to law is of no effect.

 

8.       Provide that the following matters must be provided for in the rules:

·        annual fees

·        rights, obligations and liabilities of Members

·        the election of the President and Board of Management

·        procedures for assessing the performance of the Board of Management and detailing with governance failures.

9.       Provide that the rules may be amended, removed or remade if 60 per cent of the representatives vote in favour of the change.

10.     Provide for MAV to have in place a Board of Management with functions to include:

·        the sound and prudent management of the affairs of MAV

·        exercising the powers of MAV (including the power of delegation)

·        providing general directions as to the performance of MAV’s functions and the achievement of its objectives

·        reporting on MAV’s performance and financial transactions

·        monitoring the performance of its Chief Executive Officer.

11.     Provide that the Board of Management must have mechanisms in place for monitoring the exercise of delegated authority.

12.     Provide that the Board of Management must have processes in place for dealing with conflicts of interest, misuse of position and the prevention of fraudulent behaviour.

13.     Provide that Board Members must at all times in the exercise of the functions of their office act:

·        honestly

·        in good faith in the best interests of MAV

·        with integrity

·        in a financially responsible manner

·        with a reasonable degree of care, diligence and skill

·        in compliance with the MA Act and MAV Rules.

14.     Provide that the Board of Management may appoint a CEO for the day to day management and administration of MAV.

15.     Provide that MAV must have in place a CEO remuneration policy that broadly aligns with the Victorian Public Sector Commission’s Policy on Executive Remuneration for Public Entities in the Broader Public Sector.

 

C.      Reporting and Accountability

          Proposed Reforms

16.     Insert a provision that provides that MAV must comply with the following principles of sound financial management:

·        manage financial risks prudently, having regard to economic circumstances

·        undertake responsible spending and investment for the benefit of Member Councils

·        provide services which are accessible and responsive to local government needs

·        ensure full, accurate and timely disclosure of financial information.

17.     Provide that MAV must keep proper accounts and records of MAV’s transactions and affairs in order to sufficiently explain the financial operations and financial position of MAV.

18.     Provide that, within four months after the end of each financial year, MAV must prepare and have independently audited financial statements in accordance with the Australian Accounting Standards.  The financial statements must be included in the Annual Report for the relevant financial year and contain such information as is necessary to give a true and fair view of the financial transactions and state of affairs of the insurance scheme.

19.     Insert a provision that provides that that Board of Management must develop a strategic plan for the implementation of the strategic direction set by the State Council.

20.     Provide that MAV must develop an annual report setting out MAV’s performance against the objectives set out in the strategic plan.

21.     Provide that written four months after the end of each financial year, MAV must submit the Annual Report to the Annual General Meeting of MAV and lodge with the Minister a copy of the Annual Report to be tabled in both houses of Parliament.

22.     Insert a provision to require MAV to adopt a procurement policy detailing the principles, processes and procedures that will apply to all purchases of goods and services by MAV.

23.     This procurement policy would need to specify:

·        the circumstances in which MAV will invite tenders or expressions of interest from any person interested in undertaking the contract

·        the form and manner in which MAV will undertake tenders or expressions of interest

·        a process to regularly review contractual arrangements to ensure they are achieving value of money, and

·        a process to manage conflicts of interest.

24.     Insert a provision to provide that when MAV is carrying out procurement activities on behalf of Councils, MAV must provide information to Councils on the specifications of the tender and how the tender process was undertaken, and seek to facilitate share service arrangements.

25.     Provide that MAV establish an independently chaired Internal Audit and Risk Committee to review the effectiveness of MAV’s financial reporting and risk management frameworks.

D.      Insurance

Proposed Reforms

26.     Retain the requirement for MAV to provide mutual liability insurance for the benefit of Victorian Councils and any other sector if expansion of the fund is in the interest of the participating Victorian Member Councils.

27.     Provide that the Minister must ensure a review of the insurance provisions in the MA Act is completed every five years to determine whether the provisions remain appropriate.

28.     Remove the provisions relating to the fidelity guarantee fund and accident insurance.

29.     Provide that, in addition to the mandatory provision of mutual liability insurance, MAV may, subject to Ministerial approval, arrange insurance and receive commissions.

30.     Provide that in the performance of all of MAV’s insurance functions (including mutual liability insurance), MAV be subject to the general direction of the Minister.

31.     Provide that MAV must include in its Annual Report any directions issued by the Minister and MAV’s compliance with each direction.

32.     Provide a requirement for MAV to appoint an independent actuary to evaluate the risk and uncertainty associated with MAV’s insurance liabilities and provide advice on premium rates, scheme changes and the financial sustainability of each scheme.

33.     Provide that, should an insurance scheme be discontinued, the funds after payment of all liabilities and expenses are to be distributed to the contributing members, pro rata based on the sums contributed.

The reform objectives and other details for each of these proposed reforms are listed in Consultation Paper 2017 (Attachment).

Officers support each of these recommendations in the Consultation Paper.  Additionally, Council officers would welcome four additional points to be considered in the sector dialogue prior to the State Government framing the final legislation.  These four points are:

1.       the strengthening of relationships by the MAV with other sector related associations and organisations such as LGPro, Procurement Australia and the Victorian Local Government Association (VLGA).

2.       continuing Council’s independent decision not to become members of the MAV if Councils so chose.

3.       that the MAV foster best practice leadership across the sector and best practice support and guidance to Councils across all Councils activity; and

4.         that a review of the current make-up of the Board and the definition of MAV Region’s be reviewed to more accurately reflect communities of interest with considerations to align with State Government Regions and perhaps a slightly larger Board with four metro Councils per Region be included.

 

Maroondah’s broad support of the proposed reforms as outlined in the Consultation Paper as well as these additional points, are broadly consistent with the MAV’s own submission to the Consultation Paper albeit the MAV submission provides a greater degree of operational detail.

Financial / economic issues

Not applicable.

Environmental / amenity issues

Not applicable.

Social / community issues

Not applicable.

Community consultation

Not applicable.

Conclusion

Maroondah welcomes the State Government’s Review of the Municipal Association Act in line with the Consultation Paper May 2017, which is in  response to the Victorian Auditor-General’s review of the Effectiveness of Support for Local Government.  Four additional points have been included in Maroondah’s submission which are:

 

1.         the strengthening of relationships by the MAV with other sector related associations and organisations such as LGPro, Procurement Australia and the VLGA.

2.       continuing Council’s independent decision not to become members of the MAV if Councils so choose,

3.       the MAV foster leadership of sector best practice across all aspects of Local Government Authorities, and

4.       a review of the current make-up of the board and the definition of MAV Region’s be reviewed to more accurately reflect communities of interest with considerations to align with State Government Regions and perhaps a slightly larger Board with four metro Councils per Region be included.

 

 

Attachments

1.

MA Act Consultation Paper - May 2017

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL ENDORSES THE SUPPORT TO THE mUNICIPAL ASSOCIATION ACT REVIEW CONSULTATION PAPER WITH THE ADDITIONAL FOUR POINTs AS OUTLINED IN THE REPORTto this meeting, WHICH HAS BEEN SENT TO THE DEPARTMENT ENVIRONMENT, LAND, WATER AND PLANNING

 

 


ATTACHMENT No: 1 - MA Act Consultation Paper - May 2017

 

Item  6

 

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DIRECTOR Corporate Services Marianne Di Giallonardo

 

Eastern Regional Libraries Corporation February 2017 - April 2017 Report on the Provision of Library Services

Item 7

 

Purpose

To outline the activity of this service for this period, given the significant partnership and service to Maroondah residents, ratepayers and visitors.

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

A clean, green sustainable community

An accessible and connected community

An attractive, thriving and well-built community

An inclusive and diverse community

A well governed and empowered community

 

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

Key Directions 2013 - 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.

2.15   Facilitate and encourage the provision of world-class life-long learning opportunities in Maroondah, from early learning through to adult and tertiary levels.

2.17   Facilitate and encourage places, spaces and programming that provide for a third place of community connection beyond home and work.

3.5     Support and celebrate the unique cultures of emerging communities in Maroondah.

Background

Maroondah City Council's library services are provided by the Eastern Regional Libraries Corporation (ERLC).

As part of a Regional Library Agreement, ERLC provides library services also to Knox City and Yarra Ranges Shire Councils.

Maroondah Councillors Kylie Spears and Paul Macdonald represent Maroondah on the Board of ERL.

The estimated population of its Member Councils (approximately 410,000) makes ERLC the largest public library service in Victoria.

Based on the results of the annual survey of Victorian Public Libraries (of which there are 46) ERLC is also number 1 based on per annum:

·        Library Visits - 1,969,577

·        Turnover Rate (Physical Items) - each item in our collection goes out an average of 9 times per year. The average for Victoria is 5.3

·        Loans - 3,494,893 - when you add together the number of loans of physical items (3,187,534) with the number of loans of Items (307,359)

The independent annual Syndicate Survey for 2015/16 shows that 57% of users rate ERLC's service as between 9 and 10 (where 10 is very satisfied). The overall rating was 8.42 out of 10 for the key areas of courtesy, helpfulness, knowledge, reference and information services which is up on the 8.24 of 2014/15.

From the results of the annual survey of Victorian Public Libraries, these results were achieved where for ERLC the:

·        cost of library service per capita is $31.89 compared to the State average of $38.68;

·        cost of library service per visit is $5.09 compared to the State average of $6.11; and

·        number of Equivalent Full Time (EFT) employee is 0.24 compared to the State average of 0.31

Issue / discussion

Overall Maroondah library services are experiencing considerable growth. The major reason for this growth is the opening of the new Realm Library in October 2015.

During the temporary relocation of the Ringwood Library to Warrandyte Road, Ringwood Library lost its position at the highest ranked library branch in the Region for almost every service area. Since the opening of Realm, it has resumed its No 1 position in most service areas.

Croydon library which gained some 'business' from the relocated library has maintained its very strong position in relation to the Region. Only Knox Library, which is based in a major Westfield Shopping Centre, comes between either Realm and Croydon being the No 1 or 2 library branch for the Region in all service areas.

 

Based on ERLC regional Year to Date (YTD) statistics, Realm and Croydon rank as follows.

 

Memberships YTD: Realm is ranked No 1 - 26,036, and Croydon No 3 – 21,332

Maroondah memberships have increased by 12.5% in the last nine months

 

 

16/17

15/16

Croydon

21,332

19,321

Realm

26,036

22,768

Maroondah Total

47,368

42,089

 

Visits YTD: Realm (No 1) and Croydon (No 2) are the busiest branches in the region with Visits having increased by 25% in a YTD comparison

 

 

16/17

15/16

Croydon

250,139

238,918

Realm

396,534

274,890

Maroondah Total

646,673

513,808

 

 

Loans YTD: Croydon is ranked No 1 – 445,085 and Realm No 3 – 307,589

Loans overall have decreased by 0.3% in a YTD comparison. Croydon -2.3%, Realm +2.9%

 

 

16/17

15/16

Croydon

445,085

455,793

Realm

307,589

298,811

Maroondah Total

752,674

754,604

 

Public Enquiries: Croydon is ranked No 2 – 28,530 and Realm No 3 – 25,689.

Enquiries overall have gone up 9.9%.

 

 

16/17

15/16

Croydon

28,530

31,443

Realm

25,689

17,894

Maroondah Total

54,219

49,337

 

Public PCs Sessions: Realm is ranked No 1 - 21,750 and Croydon No 3 - 16,210.

Overall PC sessions are down YTD by 6.6%

 

 

RINGWOOD

CROYDON

16/17 TOTAL

15/16 TOTAL

 

 

WP/Int

15 Min

WP/Int

10 Min

 

 

Maroondah Total

30,175

2,037

18,738

3,817

54,767

58,647

 


WiFi Sessions:Realm ranks 1 and Croydon ranks No 3 in the region after Knox Shopping Centre. While WiFi session are down in Croydon, overall sessions (due to Realm) are up by 27.2%

 

 

16/17

15/16

Croydon

12,584

15,722

Realm

46,565

27,358

Maroondah Total

59,149

43,080

 

Adult Programs Attendances YTD: Realm is ranked No 2 – 2,176 and Croydon at No 3 – 1,591.

Programs which run at either or both locations are:

·        Author Talks/Workshops

·        Book chat/Book club

·        Family History

·        Monthly Clubs

·        Friendship Groups

·        External Visits

·        Military History

 

Children's & Youth Programs Attendances: Realm is ranked No. 1 - 10,362 and Croydon at No. 2 - 10,355

Programs for Adults/Juniors, Schools and Children which run at either or both locations include:

·        Pre-school activities

·        After School club

·        Tiny Tots

·        Toddlertime

·        Holiday programs

·        Teenage activities

·        Other group visits to library

·        Saturday story times

·        Festivals

·        External visits (to schools etc.)

·        School visits to Library

·        Pre-school visits to library

 

Programs & Events

As can be seen from the statistics Maroondah libraries have proved to be very popular for adult, children's and youth programs and events. Over 3,700 adults and 12,000 children (accompanied by 8,500 adults) have attended various activities to date this year. Just some of these programs and events include:

 

Children's and Youth Programs & Events

 

Storytimes

Storytime is popular at Realm and Croydon Library. 12,000 children (accompanied by 8,500 adults) have attended various activities to date this year.

 

Weekly Storytimes sessions are as follows:

 

 

 

Croydon*

Realm**

Tinytots

0 – 12 months

1

1

Toddlers**

1 – 3 years

1

1

Preschoolers

3 – 5 years

1

1

Family

1 - 5 years

 

1

Family Saturday

1 - 5 years

1

1

* Croydon’s Toddler’s storytime is also presented through Auslan once a month.

** Storytimes are so popular at Realm that a booking system has had to be introduced.

 

Easter Holiday Program

The April school holidays were very busy, and with Easter falling at the end of the holidays, our branches were very busy with families wanting to participate in our (mostly) free activities. 

 

Both branches offered a range of craft activities, “all day” craft activities (where families can visit the branch at any time during the day to participate in the activities on offer) and STEAM related sessions. 

 

The STEAM sessions ranging from Minecraft to Ozobots booked out very quickly and were very popular with the older primary age children.

 

1000 Books Before School program – State Library of Victoria  

ERLC began enrolling children in the program from 1st November last year. The program is a great way of promoting early literacy.

 

This is proving to be a very popular program with children and parents alike. Children receive rewards when they reach a milestone. The goal is to read 1000 books before children start school.

 

In the period November 2016 - March 2017, ERLC employees have enrolled 374 children. Of those 374 enrolments:  

·        41 children have achieved their first milestone of 100 books read

·        9 children have achieved the second milestone of 250 books read

·        2 children have achieved the third, fourth and fifth milestones of 500, 750 and 1000 books read.

 

Meet the Cat in the Hat!

Realm was thrilled to be hosting this magical mischief-maker for a very special storytime on Sunday 19 March.

Adult Programs & Events

Bookchats

Croydon and Realm host two and one ‘chats’ respectively every month.

Bookclub Program

ERLC’s Bookclub program provides sets of 10 books for Bookclubs to borrow. Both Croydon and Realm have 37 Bookclubs respectively.

 

Currently ERLC has over 400 Bookclub sets. 50-70 new sets are added to the collection each year. Titles include classic and contemporary fiction, memoirs, biographies and general non-fiction. We welcome suggestions for titles from the Bookclubs as well as ERLC employees.

 

The Bookclub fee for 2017 is $350 per Bookclub. This entitles the group to receive a Bookclub set, delivered to the branch of their choice, each month with a loan period of six weeks.

 

Book Bites @ Croydon

Lisa Gorton lives in Melbourne and writes poetry, essays and fiction. Her novel The Life of Houses received the 2016 People's Choice Award at the NSW Premier's Prize for Fiction and the Prime Minister's Literary Award, shared with Charlotte Wood. Lisa is the granddaughter of former Prime Minister John Gorton.

 

The Book Bites audience at Croydon Community Library enjoyed meeting her and asking questions about her poetry and prose writings.

 

Local author, journalist, and professional speaker, Heather Ellis, discussed her new book "Ubuntu; one woman's motorcycle odyssey across Africa".

 

Art of the Novel with Lia Hills @ Realm

Writing workshops are always well received and this one held at Realm was very popular!

 

Lia is a local author whose latest book is The Crying Place. The workshop attracted many budding authors with a wide range of ages and abilities.

 

Feedback was very positive and participants are eager for more workshops!

 

Smart Money @ Realm and Croydon

This session was presented by Cire Services, part of the Learn Local collective of training providers. The program aims to help people with money management.

 

Printmaking Workshop @ Realm

An excited group of budding artists learned the fascinating art of printmaking with exhibiting artist and teacher Kylie Watson. 


Using the linocut technique, students created a small print in the 2 hour workshop. All supplies and tools were for each student to use and take home!

 

 

Sculptures @ Realm

Artist Elaine Pullum's beautiful and original sculptural pieces were on display at Realm until 27 May 2017. Using the library’s ‘Wall of Wonder’, ERLC hopes to partner with more artists.

 

Consumer Affairs Victoria

ERLC has been helping Consumer Affairs Victoria to find volunteers, 60 years or older who may have experienced an online scam.

 

Consumer Affairs Victoria is looking for volunteers to share their scam story as part of an education campaign to help older Victorians better identify and avoid online scams.

 

Genie Exchanges

Sessions were held at Croydon to provide opportunities to meet fellow genealogists in the local area. Research stories were swapped, genealogists helped each other and in turn were helped with their own research.

 

Ask our Experts Sessions

Croydon offers one hour appointments with our specialised staff to receive help with:

 

·        Family History searching

·        Newspaper articles

·        Library databases

·        Research questions

 

Open Technology Q&A

Informal Q&A with ERLC’s technology team every second Wednesday.

 

Conversation Cafe

Every Friday at Realm there is an opportunity for our community members for whom English is their second language to meet over a cuppa.

 

IC&T

The rollout of PCs (public and employees) was completed. All public and employee computers in Croydon and Realm were replaced with “all in one” DELL computers that have an integrated screen. This has helped provide a tidier environment for the public computers.  The “KIDS” computers are touch screen, which allows children to interact without needing a mouse or keyboard.

 

New Self-Checkout Kiosks have also been deployed. These Kiosks offer an enhanced customer experience, and messaging opportunities in relation to services.

 

New EFTPOS machines (ALBERTs) are being rolled out which will allow payments by Tap N’ Go.

 

New Website

ERLC has launched its new website. A new modern look with easier access to all the information that people require.

 

Financial / economic issues

The Maroondah City Council contributes in the order of $2.8m for this service at Croydon and Realm per annum.

Environmental / amenity issues

Not applicable.

Social / community issues

As outlined under the Strategic/Policy Issues heading above, the library service is a highly significant universal service for all members of the community. Council seeks to ensure increases in productivity and efficiencies don't impact on the services but continue to enhance the Maroondah residents library experience.

Community consultation

Not applicable

Conclusion

Council's Library service provided by the Eastern Regional Library Service provides a highly valued universal service to the Maroondah Community at both Realm and Croydon sites as well as outline the first ten months reporting in the 16/17 year demonstrates high membership, visits, loans, public enquiries, public pc activities, Wi-Fi, adult, children and youth program attendance and program events continue to be well received and attended by the Maroondah community. These figures are some of the highest for the region and demonstrates Council's continued investment in this service is reaping significant benefits and rewards for the community.

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL NOTES THE EASTERN REGIONAL LIBRARIES CORPORATION REPORT FEBRUARY 2017 – APRIL 2017

  


DIRECTOR Operations, Infrastructure & Leisure Adam Todorov

 

Road Management Plan 2017

Item 1

 

Purpose

The purpose of this report is to seek endorsement by Council of the Road Management Plan (RMP) which has been developed pursuant the Road Management Act 2004.

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 attractive, thriving and well built community; and

A well governed and empowered community.

Our Vision: 

In 2040, Maroondah will be an attractive community with high quality residential and commercial areas incorporating infrastructure that meets the needs and aspirations of all ages and abilities. A diverse range of housing options will be available and thriving activity centres will provide a broad range of facilities and services that meet community needs.

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:

5.5 Improve the efficiency of Maroondah’s road network through effective asset management, maintenance and renewal works.

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

8.6 Embrace emerging technology and the digital economy in the delivery of services, enhancement of assets, and engagement of the community.

Background

Council’s Road Management Plan (RMP) sets reasonable standards in relation to the performance of road management functions for the maintenance of its public roads and associated road infrastructure.

 

The Road Management Act 2004, allows Council, as a road authority, to amend its Road Management Plan (RMP) in accordance with the Road Management (General) Regulation 2016 (the Regulations).

 

The Regulations state that the RMP must be reviewed within the period of 6 months after each general election or by the next 30 June, whichever is later.

The RMP has been reviewed and amended following consultation with relevant internal service areas and the community.

Issue / discussion

The review process

Council’s Asset Management team undertook an initial internal review of the RMP with representatives from Assets, Engineering, Operations and Risk Management. The primary focus of the review was to assess the appropriateness of the established levels of service, taking account of what is considered reasonable, affordable, and achievable.

 

The subsequent amended version of the RMP was placed on public exhibition for the period between 28 March 2017 and 28 April 2017. Copies of the amended RMP were available for inspection at Maroondah City Council Offices and via Council’s website.

 

Council also sort feedback on the proposed amendments from the Municipal Association of Victoria (MAV). Feedback received from the MAV were generally editorial in nature and were included into the final version of the RMP, as they did not result in any reduction to the levels of service Council outlined in the amended RMP.

 

The comments received in relation to the RMP were discussed further with representatives from Engineering, Operations and Risk Management. Prior to finalising the amended RMP.

 

Issues identified during review process

The issues associated with the current RMP that were identified during the consultation include:

·        The need to simplify and clarify wording, terminology, references and formatting within the RMP;

·        The need for further clarity in relation to defect identification and severity; and

·        Ensuring that the defect severities and response times stated in the RMP reflect achievable targets, taking account of resource levels.

 

RMP changes

In general, the changes proposed to the RMP include:

·        Simplification and consolidation of some components of the RMP;

·        Providing clarification around the demarcation of responsibility for the road management function;

·        Setting reasonable and achievable maintenance standards; and

·        Updates to the relevant maps, images, and figures

Financial / economic issues

In reviewing the levels of service within the RMP, consideration was given to what is reasonable, affordable and achievable, taking account of current and future budgetary constraints.

Environmental / amenity issues

The proposed amendments to the RMP have been prepared with consideration to the amenity and safety of road and associated road infrastructure. It is a desired outcome that the amenity provided within the road environment be to the highest level that is reasonable, affordable and achievable.

Social / community issues

The social and community issues considered when undertaking this review focus around the desire for all modes of transport being undertaken in as safe an environment as practical for the benefit of the community.

Community consultation

In accordance with the Road Management (General) Regulations 2016, Council published notices of intention to amend the RMP in the Maroondah Leader (on 28 March 2017) and in the Victorian Government Gazette (on 30 March 2017). The RMP was made available for inspection at Council offices, Council’s website, and a Facebook post was also placed on Council’s Facebook page on 10 April 2017.

 

Opportunity for community feedback on the RMP closed on 28 April 2017. No formal submissions in relation to the proposed RMP amendments were received. However, one general comment was received in relation to pathway defects.

Conclusion

The RMP review process has been undertaken in accordance with the Road Management (General) Regulations 2016 taking account of what is reasonable, affordable, and achievable. These proposed amendments will result in significant improvements to the understanding and workability of the RMP whilst increasing the level of safety to benefit the community.

 

 

Attachments

1.

Road Management Plan - Version 7 (Revision 5) FULL

2.

RMP Change Register for Version 7 (Revision 5)

 

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That Council endorses the maroondah city council road management plan 2017

 


ATTACHMENT No: 1 - Road Management Plan - Version 7 (Revision 5) FULL

 

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DIRECTOR Operations, Infrastructure & Leisure Adam Todorov

 

Capital Funding for Community Groups 2017/2018

Item 2

 

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 2017/2018 financial year.

Strategic / policy issues

The following directions contained in the Maroondah 2040: Our Future Together and the Draft Council Plan 2017-2021 (Year 1: 2017-2018) 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 2017-2021

 

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 2017/2018 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 2017/2018 by Tuesday 18th April 2017.

 

The Capital Funding for Community Groups 2017/2018 review process was undertaken at an Assembly of Councillors on Monday 5 June 2017.

 

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; and

·        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; and

·        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; and

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

Category 1 (ie less than $5k) projects are fully funded by Council with no organisational contribution. The Category 2 (ie over $5k) 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

Nine (9) community groups requested a total of $192,924 (inclusive of GST) in funding assistance, from which seven (7) projects were recommended to receive funding.

 

The submissions recommended for funding are detailed in Attachment 1.

 

In relation to the two (2) projects not recommended for funding in the 2017/2018 program, Council Officers will work with the organisations to further develop their projects for future application submission and funding consideration.

Financial / economic issues

A total of $160,000 (inclusive of GST) was available for allocation in the Capital Funding for Community Groups 2017/2018 Program budget. Seven (7) projects are recommended for funding, at a cost of $113,939 (inclusive of GST). The underspend associated with the Program budget ($46,061), is recommended for sports field lighting renewal projects. 

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. Significant discussions have also occurred between Council Officers and the various community groups prior to the application process commencing, to ensure that the various community groups had adequate information to support their respective applications. 

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 - 2017 2018

CONFIDENTIALITY

Not Applicable

 


 

RECOMMENDATION

 

That Council

1.       approves the recommended applications for financial assistance through the capital funding for community groups 2017/2018 program totalling $113,939 (inclusive of gst) as outlined in attachement 1 attached in this report

2.       approves the Allocation of the remaining $46,061 from the capital FUNDING FOR COMMUNITY GROUPS PROGRAM to sports field lighting renewal projects

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

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

 


ATTACHMENT No: 1 - Capital Funding for Community Groups - 2017 2018

 

Item  2

 

PDF Creator


DIRECTOR Operations, Infrastructure & Leisure Adam Todorov

 

Capital Funding for Committees of Council 2017/2018

Item 3

 

Purpose

To seek Council approval for funding applications made by Special Committees of Council under Council’s 2017/2018 Capital Funding for Committees of Council support program.

Strategic / policy issues

The following directions contained in the Maroondah 2040: Our Future Together and the Draft Council Plan 2017-2021 (Year 1: 2017-2018) 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 2017-2021

 

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; and 

·        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 2017/2018 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 Tuesday 18th April 2017.

Issue / discussion

Four (4) applications were received for the Capital Funding for Committees of Council 2017/2018, requesting a total of $30,600 (inclusive of GST) in funding assistance, from which all four (4) 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 2017/2018 Capital Funding for Committees of Council Support Program has been set at $60,000 (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 (4) projects, at a total cost of $30,600 (inclusive of GST) be funded. It has also been recommended that the remaining funds ($29,400) be utilised for sports field lighting renewal projects. 

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 Committee of Council 2017 2018 - (FINAL) 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 $30,600 (INCLUSIVE OF GST) AS OUTLINED IN ATTACHMENT 1 ATTACHED TO THIS REPORT

2.       Allocates THE remaining $29,400 from the capital funding for committees of council SUPPORT PROGRAM to sports field lighting renewal projects

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 Committee of Council 2017 2018 - (FINAL) Funding Recommendations

 

Item  3

 

 


DIRECTOR Planning & Community Phil Turner

 

Surrender Of Lease Agreement And Approve New Lease - Norwood Preschool

Item 1

 

Purpose

To seek Council approval of the surrender of a lease agreement between Maroondah City Council and Norwood Preschool.

And, Council endorsement to enter a new lease with Bestchance Child Family Care for three (3) years with the option for a further two (2) terms of three (3) years each.

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.

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:

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

Priority Action 2016-2017:

Assist all kindergartens to maintain sound and sustainable governance models.

Background

There are twenty (20) kindergartens located on Council land and occupying Council owned premises. Independent incorporated associations, via representative Committees of Management or Cluster Management operate these services.

 

Four (4) of the twenty (20) kindergartens in Maroondah are currently managed by Bestchance, a cluster manager as part of the Early Childhood Management Service model. Bestchance is an experienced independent, not for profit organisation which supports community-based kindergartens in delivering high quality education and care programs for children and families. Bestchance currently manages over sixty (60) kindergartens across eleven (11) local government areas.  

 

The Parent Committee of Norwood Preschool no longer desire to manage the service and have made arrangements for Bestchance to manage the individual service. In order to facilitate this arrangement, the Preschool has agreed to surrender their lease so that a new lease can be developed with Bestchance.

                    

 

 

 

Issue / discussion

Council seeks to surrender the current lease with Norwood Preschools Committee of Management and enter a Community Facilities Lease Agreement with Bestchance.

 

Through 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 (2) 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 set out in the lease, the principal terms which are:

·        Term – three (3) years with the option for a further two (2) terms of three (3) years.

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

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

Financial / economic issues

There will be a rent increase of approximately $400 in the first year. The pricing will be in line with Maroondah City Council’s Leases and Licenses Pricing Schedule. Bestchance are aware of this and in agreeance.

Environmental / amenity issues

Not Applicable

Social / community issues

In line with the State Government policy direction, the transfer of the lease to Bestchance will strengthen the Cluster Management Model in Maroondah and contribute to the ongoing sustainability of preschool education for Maroondah’s children.

Community consultation

Maroondah City Council, along with Bestchance and the kindergartens work closely together to ensure the best outcomes for children and families of Maroondah.

Conclusion

The lease agreements provide a mutually beneficial arrangement between Maroondah City Council and Bestchance.

 

 

Attachments

Not Applicable

 

CONFIDENTIALITY

Not Applicable

 

 

RECOMMENDATION

 

That council

1.       approves the surrender of a lease agreement between maroondah city council and norwood preschool

2.       Grants a lease to bestchance child family care for norwood PRESCHOOL; the principal terms being:

i.        each lease will be for an initial three (3) year period with the option for a further two (2) terms of three (3) years in accordance with council’s standard lease agreement

ii.       and bestchance child family care be charged in accordance with council’s community facilities pricing policy, endorsed 23 march 2015

3.       signs and seals all required documentation as appropriate

 


DIRECTOR Planning & Community Phil Turner

 

C110 - Heritage Overlay 29 Bedford Road

Item 2

 

Purpose

The purpose of this report is to inform Council on the outcome of the exhibition of planning scheme Amendment C110. The Amendment seeks to apply the heritage overlay to 29 Bedford Road, Ringwood on a permanent basis. This report recommends that Council refer the Amendment to Planning Panels Victoria for a public panel hearing. 

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 attractive, thriving and well-built community.

Our Vision:  In 2040, Maroondah will be an attractive community with high quality residential and commercial areas incorporating infrastructure that meets the needs and aspirations of all ages and abilities. A diverse range of housing options will be available and thriving activity centres will provide a broad range of facilities and services that meet community needs.

Key Directions 2013 – 2017:

6.1     Encourage high quality urban design that provides for a healthy, attractive, and desirable built form.

6.3     Work in partnership to deliver distinctive and high quality architecture through the use of urban design guidelines and principles.

6.7     Plan and facilitate the development of a community where everyone can live, work and play locally.

Background

In May 2016 an application for a development permit was lodged with Council for the construction of a three (3) storey apartment style building comprising seven (7) dwellings plus basement level car park with fifteen (15) car spaces at 29 Bedford Road, Ringwood. The proposal required the demolition of the existing dwelling.

 

Fifteen (15) objections were received during advertising of the development proposal on the grounds that the existing property had heritage value, amongst other concerns. Council subsequently refused to grant a permit for the development due to the heritage value of the existing dwelling, as well as design issues with the proposed development. The notice of decision to refuse to grant a permit was issued on 9 January 2017.

 

The heritage value of the existing dwelling was established through a report by Context Heritage Consultants. The Context report also recommended that a Heritage Overlay be applied to the property. The report was prepared at Council’s request and reviewed the recommendation of a report by Coleman Architects submitted by the applicant. The Coleman Architects report found that the existing dwelling did not meet the threshold of heritage significance required for inclusion in a heritage overlay.

 

On 22 December 2016, while the development application was still under consideration, a request for report and consent for a building permit to demolish the existing dwelling was submitted to Council’s Building Department. On 9 January 2017 Council applied to the Minister for Planning to apply an Interim Heritage Overlay to the property to prevent the demolition of the existing dwelling and to give Council sufficient time to undertake Amendment C110 to apply a permanent heritage overlay. The interim overlay will remain in effect until 29 December 2017. 

 

At its meeting on 20 February 2017, Council passed the following resolution:

 

RECOMMENDATION

 

THAT COUNCIL:

1.       SEEKS AUTHORISATION FROM THE MINISTER FOR PLANNING TO APPLY A PERMANENT HERITAGE OVERLAY TO THE PROPERTY AT 29 BEDFORD ROAD, RINGWOOD

2.       AS PART OF ITS BUDGET CONSIDERATIONS, COMMITS TO THE PREPARATION OF A MUNICIPAL WIDE OR PRECINCT HERITAGE STUDY TO REVIEW AND UPDATE THE 2003 MAROONDAH HERITAGE STUDY

 

In response to the first item above, authorisation was obtained from the Minister for Planning to prepare Amendment C110 to the Maroondah Planning Scheme. Amendment C110 seeks to apply the Heritage Overlay to 29 Bedford Road, Ringwood on a permanent basis.

Issue / discussion

The heritage report prepared by Context Heritage Consultants concluded that 29 Bedford Road, Ringwood is significant at a local level, being of local historical, representative, and aesthetic significance. The property was originally subdivided as part of the Railway Park Estate in 1888 and is significant for its demonstration of the many land speculations of the time and was marketed for its proximity to the railway station. The house was built in 1914 as a part of the housing boom that occurred following the announcement of the electrification of the railway line.

 

According to the Context heritage report, the house itself is significant as a representative example of the few remaining Edwardian dwellings in Ringwood. The report notes that it is one of only six comparable examples in the municipality and one of only three in Ringwood and that any modifications, if not original, are sympathetic to the original style. Based on the heritage significance of the property, the heritage report recommended that a heritage overlay be applied.

 

Amendment C110 to the Maroondah Planning Scheme was prepared on the basis of the recommendation in the Context heritage report. Exhibition of the Amendment commenced on Thursday 20 April 2017 and concluded on Friday 19 May 2017. One late submission was received from James Livingston Planning on behalf of the landowner on 30 May 2017. An additional follow up submission was received on 12 June 2017, following a request from Council to provide further information.

 

The objection is based on the opinion that the dwelling does not meet the necessary threshold for inclusion under the heritage overlay and that there has been insufficient evidence and research carried out to establish heritage significance. The objection also attached the earlier heritage report prepared by Coleman Architects, that had been lodged as a part of the original development application. The Coleman Architects report acknowledges that the property has some heritage value, but found that it is below the level of significance required to apply the heritage overlay.

 

As the landowner has objected to Amendment C110 and the application of the heritage overlay, it is recommended that the Amendment be referred to Planning Panels Victoria for a public Panel hearing. The pre-set Panel hearing dates are preliminarily scheduled as follows:

 

-        Directions Hearing: Week commencing 17 July 2017

-        Merits Hearing: Week commencing 7 August

Following the Council meeting on 26 June 2017, specific hearing dates will be confirmed with Panels Victoria.

 

The Directions Hearing considers procedural matters, such as when and where the Merits Hearing is held and the timing for the circulation of expert witness reports. The Merits Hearing is the main hearing that will consider in detail whether the heritage overlay is appropriate for the property.

 

After the hearing has concluded, Panels Victoria will prepare a report recommending whether the heritage overlay is appropriate. That recommendation will form the basis of a future Council report. Council will then be able to determine whether to proceed with the Amendment with the benefit of the Panel’s recommendation.

Financial / economic issues

The project is within existing budget.

Environmental / amenity issues

The protection of a property with local heritage significance through the application of a heritage overlay is an important amenity issue for the municipality.

Social / community issues

A total of 15 objections to the development application which would have resulted in the demolition of the existing property indicates that the protection of the existing dwelling is an important issue for some members of the community. However, no submissions either supporting or opposing Amendment C110 were received from the community during exhibition.

Community consultation

Amendment C110 was placed on public exhibition from 20 April 2017 to 19 May 2017. The following steps were taken to advertise the Amendment:

1.       A letter was sent via e-mail on 3 April 2017 to the landowner notifying them of Council’s intention to prepare a planning scheme amendment to apply the heritage overlay on a permanent basis. The letter also informed the landowner that Council had requested that the Minister for Planning apply an interim heritage overlay while the permanent overlay was being pursued

2.       A letter was sent by registered post to the landowner on 19 April 2017. The letter was collected from the post office on 24 April 2017

3.       A letter was sent by registered post to the current occupier of the property on 19 April 2017. The letter was delivered on 20 April 2017

4.       Public notice was placed in the Maroondah Leader on Tuesday 18 April 2017 advertising the Amendment

5.       Notice of the Amendment was placed in the Victorian Government Gazette on 20 April 2017

6.       Notice of the Amendment and the associated amendment documents were placed on public display at Council’s service centres at Braeside Avenue and Realm on 20 April 2017

7.       The Amendment documentation was placed on the website of the Department of Environment, Land, Water and Planning on 20 April 2017

8.       The Maroondah City Council website was updated to add the Amendment to the ‘Current Planning Scheme Amendments’ webpage on 20 April 2017

Public exhibition of the Amendment concluded on 19 May 2017. One late submission was received from the landowner objecting to the Amendment. No other submissions were received.

Conclusion

Council has exhibited Amendment C110 to the Maroondah Planning Scheme. The Amendment seeks to apply a Heritage Overlay to 29 Bedford Road, Ringwood on a permanent basis. An interim heritage overlay currently applies to the site which will expire on 29 December 2017.

 

The Amendment was advertised from 20 April 2017 to 19 May 2017. One submission was received following exhibition of the Amendment. That submission was from the landowner and objected to the application of the heritage overlay to the property. The landowner is of the opinion that the existing dwelling does not meet the threshold for the application of the heritage overlay. As an objection has been received from the landowner to Amendment C110, it is recommended that the Amendment be referred to Planning Panels Victoria for a public Panel hearing.

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That council

1.       Requests the minister for planning appoint an independent panel to consider the submission received

2.       informS the submitter that an independent panel is to be appointed

 


DIRECTOR Planning & Community Phil Turner

 

Preliminary Investigation into Croydon Grade Separation

Item 3

 

Purpose

The purpose of this report is to report back to Council on the preliminary investigation into the grade separation at Coolstore Road, Croydon and the associated upgrade of Croydon Station.

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:  Maroondah will be 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:

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

5.4     Work in partnership to provide a safe and efficient integrated transport network that enhances liveability, encourages a shift in travel modes and promotes Maroondah as a 20-minute city

5.7     Advocate for an integrated public transport network with improved connectivity, capacity and service frequency

5.8     Work in partnership to ensure sustainable transport options and public transport connections are considered in the design of new developments and public spaces

Background

The Victorian Government is in the process of planning for the removal of 50 level crossings in the Melbourne Metropolitan area over an 8-year period.  While Coolstore Road Croydon is not one of the 50 crossings to be removed, Council is keen to investigate the potential for the rail line at Croydon to be grade separated to remove the divisive barrier it creates within the village.

 

Over the past 12 months, the matter has been the subject of some advocacy from the Croydon Chamber of Commerce and Industry to State Government. 

 

The Croydon Structure Plan (2006) makes the following comments about the value of grade separation:

 

“A long standing goal of planning policy for the Croydon Town Centre has been the achievement of greater integration of both the Croydon Market Shopping Centre and Main Street precincts with the station precinct.  This would not only promote higher public transport usage both to and from the centre, but have benefits for traders who would have greater access to commuters as potential customers.  At present both precincts are poorly placed to serve commuters directly.

Related to the issue of integration with the station, is the issue of integration across the station between the Croydon Market Shopping Centre and Main Street precincts.  At present this integration is almost non-existent and there appear to be only minimal cross-use between the two precincts despite their relative proximity.  It is recognised that without full grade separations, the rail line will always be a significant barrier.  However, there needs to be serious consideration given to ways of improving the current situation which limits the potentially strong synergies between the Croydon Market Shopping Centre and Main Street precincts.”

 

Whilst the preliminary investigation reviewed some of the constraints and opportunities in respect to a grade separation at Coolstore Road, it is important to note that this report is only for discussion and potentially advocacy purposes as any decision in relation to the grade separation would be made and funded by the State Government who would undertake their own investigation.

Issue / discussion

There are significant improvements either planned or underway for the Croydon Activity Centre. Council is finalising plans for the new Croydon Town Square with works to commence in the coming months. Planning has also commenced for the Croydon Civic Precinct with draft plans to be finalised this year. There is also significant private sector interest in the centre which includes a proposed upgrade of the Croydon Central Shopping Centre. It is vital for the continued success of the centre that the station area and the connections through this precinct are improved.

 

The Croydon Structure Plan stresses the value of promoting opportunities for a mixed use development of the railway station, in partnership with VicTrack and public transport operators.  It also recommends that in partnership with the State Government and in consultation with adjoining landowners that a new, more direct at-grade link should be provided between the eastern end of the station platform and the existing crossing further east, to provide direct access (a continuous, accessible path of travel) between Main Street and Kent Avenue.

 

The preliminary investigation into Croydon Grade Separation undertook investigations into clearly defining the rail corridor using the cadastral base and readily available aerial photography to document the existing corridor together with its related rail assets and the surrounding features of the Croydon station precinct.  The investigation identified technically viable grade separation options together with indicative costings.

 

The report which is attached has identified that it is not possible to underground the railway line through Croydon due to the height of the railway bridge at Mt Dandenong Road.  The report provides 3 different alignment options and potential costings associated with these alignments.

 

The report also identifies potential improvements to the precinct as a result of the grade separation including vehicle and pedestrian connectivity, more open space and car parking and better linkages for Main Street through to Croydon Central.

 

Tonight at the Council Meeting, the consultant Peter Marshall from K2 Group will provide a brief presentation covering their findings.

Financial / economic issues

Allocation of $40,000 in this year’s budget to undertake preliminary investigations.

 

ENVIRONMENTAL / AMENITY ISSUES

 

Not Applicable

Social / community issues

Not Applicable

Community consultation

State consultation and advocacy to date has included a number of media statements, articles in the Focus Community Newsletter, information on the Council website, meetings with the local Members of Parliament, a meeting with the Level Crossing Removal Authority and meetings with the executive members of the Croydon Community Chamber of Commerce and Industry and the Main Street Traders Association.

Conclusion

The opportunity to provide a grade separation at Coolstore Road Croydon could have a significant impact on the Croydon Activity Centre.  The grade separation could improve linkages between the Croydon Central Shopping Centre, Main Street and Station precincts, providing improvements to pedestrian and vehicle connections, development outcomes and potentially car parking within the Activity Centre Area.

 

 

Attachments

1.

Croydon Grade Separation Council Presentation for 26 June (undated) - Copy

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That council:

1.       RECEIVES THE REPORT

2.       NOTES THE PROCESS OF COUNCIL’S ADVOCACY PROGRAM TO DATE

3.       ContinueS TO ENGAGE WITH KEY STAKEHOLDERS AND THE COMMUNITY IN RESPECT TO THE PROPOSED LEVEL CROSSING REMOVAL AT COOLSTORE ROAD

 


ATTACHMENT No: 1 - Croydon Grade Separation Council Presentation for 26 June (undated) - Copy

 

Item  3

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


DIRECTOR Planning & Community Phil Turner

 

Local Government Community Satisfaction Survey Results 2017

Item 4

 

Purpose

To highlight the 2017 results of the Local Government Community Satisfaction Survey conducted by an independent market research organisation on behalf of the State Government.

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

8.3     Provide community inspired leadership in democratic governance

Background

Each year the State Government coordinates and auspices a state-wide Local Government Community Satisfaction Survey across Victorian local government areas.

 

The main objectives of the survey are to assess the performance of Maroondah City Council across a range of measures and to seek insight into ways to provide improved or more effective service delivery.

 

The survey also provides local government authorities with a means to fulfil some of their statutory reporting requirements (via the Local Government Performance Reporting Framework) whilst also acting as a feedback mechanism to the State Government.

 

In 2017, the survey was conducted by independent market research firm, JWS Research, on behalf of the Department of Environment, Land, Water and Planning. A total of 400 community members in Maroondah were surveyed by telephone from 1 February to 30 March 2017. In 2017, a total of 67 of the 79 Councils throughout Victoria participated in this survey.

 

 

Maroondah was benchmarked against statewide results and also against a ‘Metropolitan’ group, with interface Councils excluded. The ‘Metropolitan’ group comprised the following Council’s: Banyule, Bayside, Boroondara, Brimbank, Glen Eira, Greater Dandenong, Frankston, Kingston, Knox, Manningham, Maroondah, Melbourne, Monash, Moonee Valley, Moreland, Port Phillip, Stonnington and Whitehorse.

 

The Local Government Community Satisfaction Survey is one of many engagement methods used by Council to track its performance and community perceptions of its service delivery. An indexed mean is used and adjusted to a base to allow comparison with other Councils.

 

It is important to note that the survey questions are standardised across the state which means that their wording may not always reflect the localised focus of service delivery. The survey questions also only provide limited contextual information which could mean that respondents provide ratings based on services, activities or issues that are beyond Council’s direct area of influence.

Issue / discussion

The results indicate that community perception of Council performance declined slightly in 2017, however, many of Maroondah’s indicators remain significantly higher than the state average.

 

Compared with the state average, Maroondah City Council’s result is higher at a statistically significant level for: advocacy, making decisions in the interest of the community, condition of local roads, condition of local streets and footpaths, recreational facilities, arts centres and libraries, community and cultural activities, waste management, business and community development and tourism.

 

Core measures

 

Performance Measures

Maroondah City Council 2016

Maroondah City Council 2017

Statewide Average 2017

Metro Average 2017

Overall performance

68

63

59

64

Community consultation

58

55

55

57

Advocacy

56

57

54

56

Customer service

77

70

69

71

Overall Council direction

59

53

53

54

Making decisions in the interest of the community

61

58

54

58

 

In relation to Council’s overall direction: 17% of residents say “things have improved over past year”; 64% say “things have stayed the same”; just 12% say “things have deteriorated.”

 

 

 

 

 

 

Service measures

 

Performance Measures

Maroondah City Council 2016

Maroondah City Council 2017

Statewide Average 2017

Metro Average 2017

Informing the community

61

58

59

61

Condition of sealed roads

68

66

53

66

Condition of local streets and footpaths

62

60

57

62

Traffic management

59

56

59

56

Parking facilities

56

48

55

53

Enforcement of local laws

66

64

64

64

Family support services

69

68

67

68

Elderly support services

66

68

68

67

Disadvantaged support services

60

63

61

62

Recreational facilities

78

77

70

73

Appearance of public areas

72

72

71

72

Arts centres and libraries

77

78

73

75

Community and cultural activities

71

72

69

70

Waste management

76

75

71

75

Business and community development and tourism

67

64

61

60

Council’s general town planning policy

58

53

53

53

Planning and building permits

55

45

51

49

Environmental sustainability

65

64

64

64

Emergency and disaster management

72

69

70

68

 

Council will consider these results to help identify opportunities for improvement and enhanced service delivery.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

It is expected that the Local Government Community Satisfaction Survey will be repeated in 2018 to understand community perceptions of Council’s performance across the range of core and service measures. Results are likely to be provided to Council by 30 June 2018.

Conclusion

Council has received mixed results from the 2017 Local Government Community Satisfaction Survey. Whilst a number of measures experienced declines this year compared with 2016 results, our results across most indicators when compared with state-wide averages are overwhelmingly positive.

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That Council noteS the 2017 results from the state government auspiced Local Government Community Satisfaction survey

 


DIRECTOR Planning & Community Phil Turner

 

Draft ESD Policy and Guidelines for Council Buildings

Item 5

 

Purpose

To present the draft ESD Policy for Council Buildings (‘the Policy’) and draft ESD Policy Guidelines for Council Buildings (‘the Guidelines’) and seek authorisation for the release of the Policy and the Guidelines for public exhibition.

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 clean, green and sustainable community; An accessible and connected community; An attractive, thriving and well built community; A well governed and empowered community.                

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

Key Directions 2016 – 2017:

1.12 Apply healthy by design principles in planning for the development and revitalisation of activity centres and public spaces

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

4.2     Provide leadership and adopt sustainable innovative approaches to limit consumption, prevent litter, reduce waste to landfill and encourage reuse and recycling of resources

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

4.10   Encourage increased green spaces within activity centres that link the built environment to the natural landscape

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

4.16   Be responsive and adaptive to new environmental opportunities and threats as they occur, building resilience and capacity within the community

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

5.4     Work in partnership to provide a safe and efficient integrated transport network that enhances liveability, encourages a shift in travel modes and promotes Maroondah as a 20 minute city

5.8     Work in partnership to ensure sustainable transport options and public transport connections are considered in the design of new developments and public spaces

5.9     Promote streetscapes that encourage social interaction, physical activity and connection to the natural environment

5.10 Work in partnership to improve walkability within and between neighbourhoods and activity centres through effective urban design, open space planning, wayfinding signage, improved public lighting and accessible infrastructure

6.1     Encourage high quality urban design that provides for a healthy, attractive and desirable built form

6.2     Work in partnership to ensure development considers urban design principles that enhance the connection between the built environment and the natural environment

6.4     Facilitate, lead and educate the community in the use of environmentally sustainable design across all forms of infrastructure to limit carbon emissions and reduce resource consumption

6.11 Ensure the management of infrastructure and prioritisation of capital works considers demographic change, the impacts of climate change, and accessibility for all ages and abilities

6.13   Coordinate and advocate for the increased utilisation, longevity and availability of fit for purpose public, private and not for profit buildings and spaces that can act as key places for neighbourhood connection

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

8.11   Foster a Council culture of collaboration and partnerships with individuals, community groups, businesses, service providers and other levels of government

Background

Council has a significant portfolio of community building assets (~176 facilities with 25 different building types).  The Draft ESD Policy and Guidelines will apply to projects consisting of new, replacement and renewal of Council buildings and surrounding assets, from the project planning phase through to operations and the end of the building’s life. 

 

Buildings can have a life span of over 50 years and usually have a significant environmental impact. They are substantial users of energy and water and generators of waste sent to landfill. However, technologies and approaches already exist that can help reduce these impacts, in the case of energy use in existing non-residential buildings, this can be reduced by 44%[1].

 

Environmentally Sustainable Design (ESD) aims to improve building performance, reduce environmental impacts and waste, create healthy indoor and outdoor environments and reduce operating costs.

 

The Draft ESD Policy and Guidelines are new strategic documents. They seek to bring together Council’s strategic direction (including a whole of life cycle approach to asset management) across 8 sustainability categories, enhance shared decision making, raise awareness about sustainable building design and provide clarity on the level of ESD to be achieved to formalise Council’s ESD practice.  They have been prepared following research and consultation with relevant service areas across Council.

 

Policy principles to guide decision making incorporate the principles of Sustainable Development, that addresses intra and inter-generational equity – to be able to meet the needs of current generations without compromising the ability of future generations to meet their needs.

Issue / discussion

Buildings become part of the landscape and can impact on such things as biodiversity, amenity and the quality and quantity of stormwater that enters our creeks. They have a role to play in the behaviour and wellbeing of the people who use them. There are also benefits associated with reducing vulnerability to climate change risks through building design.

 

There is no overarching legislation for ESD requirements, with minimum requirements for building design, construction and performance set in the National Construction Code. This Policy aims to achieve and exceed best practice ESD with a sustainability standard for building projects based on project type, location and budget. This will assist Council in understanding the best practice measure that is sought at the planning stage. Green Star and the Built Environment Sustainability Scorecard (BESS) are the two (2) recommended sustainability rating tools to provide best practice benchmarks.

 

Developed by the Green Building Council of Australia (GBCA), the Green Star system is internationally recognised. Buildings can be accredited for their design and construction, fit outs and operational performance. The draft ESD Policy requires the ‘Green Star Design and As Built’ rating tool.  Green Star accredited buildings are often ‘flagship’ buildings with significant budgets and are typically accredited through an assessment by a third party. Without accreditation, Green Star can still be used as a tool – however it would still require some type of assessment to ensure the standard has been reached. Buildings can achieve a 4-6 star accreditation (4 star = best practice; 5 star = Australian excellence; 6 star = world leadership).

Compared to an average building, Green Star certified buildings on average use over 50% less energy and water and send 37% less construction and demolition waste to landfill[2].

 

BESS is hosted by the Municipal Association of Victoria, and was developed by the Council Alliance for a Sustainable Built Environment (CASBE) to assess the sustainability of building projects at the design stage. CASBE is an alliance of Victorian Councils who work together to improve the sustainability of the built form. BESS is not as complex as the Green Star process and provides an assessment against 9 sustainability categories. The minimum pass mark for the tool is 50% (best practice), with 70% and higher achieving BESS excellence. The Maroondah community and Council have access to this tool as Council is a CASBE member and BESS subscriber.

 

The purpose of the Guidelines are to provide a clear process for decision making to include ESD considerations at key points throughout a building project. Council specific approaches and requirements are a key component of the sustainability categories within the Guidelines. 

In recent weeks amendments have been made to the documents based on valuable feedback from the Maroondah Environment Advisory Committee (MEAC).  This feedback has strengthened and clarified specific objectives and guideline requirements, and has assisting in clarifying the policy scope, references, and has resulted in additional definitions.

Financial / economic issues

A healthy economy relies upon a healthy environment, and integrating ESD into a building project contributes to improved asset management (and does not always incur an extra cost). Studies of Green Star projects indicate that when there have been additional costs this ranges from an average 3% to 10% of the total project documentation and capital costs. This will likely be offset by operating efficiencies over the life of the building. A report by Pitt & Sherry[3] on the benefit cost analysis of ESD buildings found that there was a net benefit where ESD policies were applied.

Environmental / amenity issues

The Policy and Guidelines provide objectives and requirements for the following sustainability categories: climate change risks, energy, management and governance, materials, sustainable transport, urban ecology, waste, and water and stormwater.

 

The Policy and Guidelines will contribute to working towards several of Council’s existing sustainability targets. These targets are from Council’s Carbon Neutral Strategy, Sustainability Strategy and Water Sensitive City Strategy and the Port Phillip and Westernport Regional Catchment Strategy.

 

They also seek to help address the most significant current and future threat to the community and Council of climate change. This will not only require the significant reduction of greenhouse gas emissions, but the need to address the impacts and resilience of our green environment, water assets, infrastructure, wellbeing and economy. In addition, our ecological footprint (the amount of productive land needed to produce all the resources consumed and to absorb the waste produced by populations), needs to be reduced as it has exceeded what the planet can sustain.

Social / community issues

An objective of the Policy and Guidelines is to improve the quality of the indoor environment (i.e. natural day light, low toxic furnishings and finishes, fresh air) and create outdoor spaces that are healthy for people and the natural environment. This is to increase the connection with the natural environment and to create buildings that are healthy and pleasant to work and recreate in. For example, in a Green Star study, 66% of employers felt Green Star rated buildings helped to keep and attract employees[4]. Buildings also have a role to play in the sustainability behaviour of the people who use them. 

 

Engaging with building managers, user groups and the wider community helps to create buildings that are fit for purpose, well used and managed for optimal ESD performance. Communicating ESD initiatives of buildings will also raise awareness and aims to inspire increased uptake of ESD. 

Community consultation

The draft Policy and Guidelines have been presented to MEAC, who have provided valuable feedback (which has been incorporated into the attached documents). MEAC also provided their in-principle support for the Policy and Guidelines.

 

It is proposed that further community feedback be sought in the form of the draft Policy and Guidelines being placed on public exhibition between 4 July 2017 and 1 August 2017. 

Conclusion

The draft ESD Policy for Council Buildings and draft ESD Guidelines for Council Buildings seek to bring about best practice ESD and outcomes for building projects.

 

They are consistent with the policy intent of key Council strategies and position Council to lead by example in the community through endorsed standards.

 

They seek to create a shared vision for Council and external stakeholders to advance the ESD aims and outcomes sought.

 

Implementation of the draft Policy and Guidelines will not only reduce environmental impacts but contribute to improved asset management, greenhouse gas reductions and long-term financial savings.

 

It is now timely for these documents to be the subject of further community input and comment though the public exhibition process.

 

Attachments

1.

Draft ESD Policy for Council Buildings

2.

Draft ESD Policy Guidelines for Council Buildings

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL AUTHORISES THE CHIEF EXECUTIVE OFFICER TO GIVE PUBLIC NOTICE FROM 4 JULY 2017 TO 1 AUGUST 2017 OF THE DRAFT ESD POLICY FOR COUNCIL BUILDINGS AND THE DRAFT ESD POLICY GUIDELINES FOR COUNCIL BUILDINGS

 


ATTACHMENT No: 1 - Draft ESD Policy for Council Buildings

 

Item  5

 


 


 


 


 


 


 


 


 


 


ATTACHMENT No: 2 - Draft ESD Policy Guidelines for Council Buildings

 

Item  5

 


 


 


ATTACHMENT No: 2 - Draft ESD Policy Guidelines for Council Buildings

 

Item  5

 


 


 


 


 


ATTACHMENT No: 2 - Draft ESD Policy Guidelines for Council Buildings

 

Item  5

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


DIRECTOR Planning & Community Phil Turner

 

Youth Strategy - Public Exhibition outcomes and Adoption of the Strategy

Item 6

 

Purpose

To advise Council of the outcomes of the public exhibition of the draft Youth Strategy, and to recommend that Council adopts the Youth 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:  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:

To complete development of the Youth Plan 2017-2021 and present to Council for their consideration

Background

The newly developed Youth Strategy will replace 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 and aspirations 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 well-being

·        Cognitive well-being

·        Emotional well-being and strengths

·        Social well-being

·        Physical well-being

·        Economic well-being

 

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 people aged 10 to 25 years who live, work, study, or play in the City of Maroondah

·        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 instead be reviewed every two years and renewed when required

Action Plans:

·        The Youth Strategy will be supplemented by a sequence of two-year actions plans that sit under, but separately from, the Youth Strategy, and that will outline the actions Council will undertake

·        These Action Plans will be developed based on current evidence and consultation which will ensure that Council is responsive to changes in young people’s needs and aspirations, while maintaining a clear and consistent strategic focus. 

At its meeting on 15 May 2017, Council resolved that the draft Youth Strategy be placed on public exhibition from 16 May to 13 June 2017.

Issue / discussion

During the public exhibition period for the Youth Strategy, a stakeholder engagement plan was put in place to obtain community feedback on the draft Youth Strategy. This included:

·        Three feedback activities with young people held at Swinburne TAFE in Croydon, Ringwood Secondary College, and EV’s Youth Centre

·        Display of the draft Youth Strategy at Council Service Centres and libraries, and online at Council’s website

·        Promotion through local media, Council websites and social media

·        Emails to community agencies, Maroondah schools and other stakeholders

·        Internal feedback via a range of methods

Feedback received included:

·        One formal written submission, via the online form.  The submitter did not request to appear in person or by a person acting on their behalf in support of their written submission, therefore a committee of Councillors is not required.  The body of this submission is below:

-        The directions of the strategy is reflective of the feedback obtained. I would like to see a greater emphasis on Council facilitating or brokering more joined up service delivery especially when it relates to emotional and physical wellbeing actions. The danger with strategies is that they can sometimes overlook or be unclear about who will have carriage of initiatives.

-        Overall, the strategy aligns very well with the Maroondah 2040 vision and it would be great if the broader principles of Positive Psychology could be applied more broadly into this vision.

·        Feedback from young people on key elements of the draft Youth Strategy through three feedback activities, of which over 80 young people participated in.  The feedback from young people was primarily positive, with some minor edits suggested.

·        A range of other informal feedback (from external and internal sources) via emails, in-person feedback, and social media.  This feedback was primarily positive, with some edits and additions suggested (including a reference to inclusion) and a query about how the Key Directions are going to be done.

Changes made to the Youth Strategy include:

·        Slight wording changes to several Key Directions, generally to strengthen or clarify their intent or improve their reading

·        Insertion of new separate sub-section about the Action Plans (rather than including this under ‘Scope’)

·        Changes to the ‘evidence base’ section, including addition of further data about the Well-being Survey results

·        A change to the ordering of sections to improve the flow of the document given the above addition

·        Addition of a new line about inclusion in the ‘Guiding Principles’ section

·        Minor edits have also been made throughout the Youth Strategy, such as wording, references and formatting

These changes are incorporated into the Youth Strategy as presented in Attachment 1 of this report.

Financial / economic issues

The Youth Strategy will be implemented within existing resources.

Environmental / amenity issues

Through the consultation process several items were raised in relation to Maroondah’s natural and built environment.  The Youth Strategy outlines a number of Key Directions which 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 involves 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

 

During the public exhibition period, the draft Youth Strategy was available for viewing at Council’s Service centres and libraries and online at Council’s website.  Public exhibition of the draft Youth Strategy was advertised in the Maroondah Leader on 23 May 2017, promoted via social media, email, and Council’s website.  Feedback activities for young people were facilitated at 3 locations to allow their input on key elements of the Strategy.

Conclusion

The Youth Strategy has been developed through extensive consultation, engagement, and research work, and is informed by a strong evidence base.  It will guide and focus Council’s work with and for young people over the coming years. 

 

The draft Youth Strategy has now been on public exhibition and all submissions & feedback reviewed.  It has been broadly distributed and endorsed by young people, stakeholders, and internal Council officers.

 

It is recommended that Council adopt the Youth Strategy as presented in Attachment 1 of this report. 

 

 

Attachments

1.

Youth Strategy - 2017 - Final Version PDF

CONFIDENTIALITY

Not Applicable

 

 

 

 

 

RECOMMENDATION

 

That Council, having considered all submissions pursuant to the provisions of section 233 of the local government act 1989:

1.       NoteS the submissions TO the Youth strategy

2.       adopts the youth strategy

3.       authoriseS the chief executive officer to write to each submitter in accordance with section 223 of the local government act 1989

4.       authorises officers to arrange for the publication and distribution of the Youth Strategy to community groups and relevant stakeholders

 


ATTACHMENT No: 1 - Youth Strategy - 2017 - Final Version PDF

 

Item  6

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 

                

 



[1] Beyond Zero Emissions, Melbourne Energy Institute, The University of Melbourne, 2013, Zero Carbon Australia Buildings Plan

 

[2] Green Building Council of Australia: https://www.gbca.org.au/news/gbca-media-releases/environmental-benefits-of-green-star-buildings-are-too-good-to-ignore/

 

[3] Pitt & Sherry, Harrington, P, 2013, Environmentally Efficient Design Planning Policies – Cities of Banyule, Moreland, Port Phillip, Stonnington, Whitehorse and Yarra, Expert Evidence – Benefit Cost Analysis

 

[4] Bond University, 2010, Performance & Perceptions of Green Buildings: a study based on the experiences of working, renting and owning Green Star certified buildings