2014 Maroondah Logo RGB.jpg

 

 

Councillor

(as addressed)

 

 

The next Council Meeting will be held in the Council Chamber, Braeside Avenue, Ringwood, on Monday 27 November 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

 


 

 


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 16 October 2017 and the Statutory Council Meeting held on Wednesday 15 November 2017.

6.       Public Questions

7.       Officers’ Reports

Director Corporate Services

1.       Attendance Report                                                                                                    6

2.       Reports of Assembly of Councillors                                                                         8

3.       Councillor Representation Reports                                                                        11

4.       Financial Report: Three Months Ending 30 September 2017                                13

5.       Outcomes of Maroondah Motions to the Municipal Association of Victoria State Council Meeting                                                                                                      19

6.       Audit & Risk Advisory Committee Report                                                               22

7.       Draft Rating Strategy 2018 - 2022                                                                          24

8.       Council Representation 2017/18                                                                            28

9.       Redistribution of Victorian Federal Divisions - Submission                                   33

10.     Audit and Risk Advisory Committee - Further Term Appointment for Current Member                                                                                                                                36

11.     Eastern Regional Libraries Corporation July 2017 - September 2017 Report on the Provision of Library Services                                                                                  38

Acting Director Operations, Infrastructure & Leisure

1.       Capital Works Report - First Quarter 2017/2018                                                   47

Director Planning & Community

1.       Council Plan 2017-2021 (Year 1: 2017/18) Progress Report - As at 30 September 2017                                                                                                                        52

2.       Local Government Performance Reporting Framework - Quarter 1 Results 2017/18                                                                                                                                55

3.       Draft Domestic Wastewater Management Strategy                                               58

4.       Smart Planning Consultation                                                                                  61  

8.       Documents for Sealing

1.       Lease: EACH - 9 Greenwood Avenue Ringwood                                                  65

2.       Volunteer Years of Service Recognition                                                                66  

9.       Motions to Review   

10.     Late Item

11.     Requests / Leave of Absence

12.     In Camera

Acting Director Operations, Infrastructure and Leisure

1.         Tender Evaluation Report – Contract 20850 Design & Construction of HE Parker Multi Sports Complex

2.         Tender Evaluation Report - Contract 20848 Cleaning Services for Depot, Public Toilets & Barbecues

3.       Property Matter 2/40 Myrtle Avenue, Heathmont  

 


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 2017-2021 (Year 1: 2017-2018) 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 2017 – 2018:

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 2017-2021 (Year 1: 2017-2018) 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 2017 – 2018:

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 16 October 2017 and 13 November 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 October 16 - Assembly of Councillors Public Record

2.

2017 November 13 - Assembly of Councillors Public Record

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL RECEIVES AND NOTES THE PUBLIC RECORD OF THE ASSEMBLY OF COUNCILLORS BRIEFINGS HELD ON 16 October 2017 and 13 November 2017

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Councillor Representation Reports

Item 3

 

Purpose

To receive and note the following meeting minutes.

·        Maroondah Community Safety Committee (MCSC) held on 9 October 2017

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

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 Nora Lamont, Rob Steane, and Paul Macdonald are Council’s representative on the Maroondah Community Safety 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.

Maroondah Community Safety Committee (MCSC) Minutes - 9 October 2017

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL RECEIVES AND NOTES MINUTES OF THE Maroondah COMMUNITY SAFETY COMMITTEE HELD ON 9 OCTOBER 2017

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Financial Report: Three Months Ending 30 September 2017

Item 4

 

Purpose

To present Council with a snapshot of Council’s financial performance for the three months ending 30 September 2017. Attachment 1 provides the full financial report.

Strategic / policy issues

The following directions contained in the Maroondah 2040: Our Future Together and the Council Plan 2017-2021 (Year 1: 2017-2018) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community.

 

Vision Statement: In the year 2040, Maroondah will be an effectively empowered community that is actively engaged in Council decision making through processes that ensure their voice is heard and considered. Council provides strong and responsive leadership, ensures transparent processes and works with the community to advocate and champion their needs.

 

Key Directions 2017 - 2021:

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

Background

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

 

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

 

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

 

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

 

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

Issue / discussion

The following is a summary of the financial position for the three months ending 30 September 2017. A detailed report is attached to this document.
1. OPERATING PERFORMANCE

          1.1 Overall Operating Performance

 

YTD

YTD

YTD

Forecast

Adopted

 

Forecast

Actual

 Var

Budget

Budget

 

$’000

$’000

$’000

$’000

$’000

Operating

Income

94,287

94,451

164

128,127

129,320

Expenses

(30,614)

(29,282)

1,332

(125,901)

(124,664)

Underlying Surplus (Deficit)

63,673

65,169

1,496

2,226

4,656

Grants - Capital (recurrent and non-recurrent)

221

284

63

3,528

1,934

 

 

 

 

 

 

Comprehensive result

63,894

65,453

1,559

5,754

6,590

 

For the three months ended 30 September 2017, Council has recorded an underlying surplus before capital revenues of $65.17 million, which is $1.5 million ahead of the year to date forecast budget; primarily related to unexpended funds during the period, as outlined in section 1.3 of the report.

 

1.2 Income YTD Forecast Budget variances

 

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

 

Favourable Variances:

-     User Fees ($288k) – relates mostly to higher than anticipated sales at Karralyka, as well as other leisure facilities.

 

-     Statutory Fees and Charges ($117k) – associated with greater than forecast performance in the Planning, Health and Local Laws area, most of which relates to planning application fees.

 

Unfavourable Variances:

-     Contributions Cash ($364k)  – again, this variance mainly driven from the Planning, Health and Local Laws area, with Open Space Cash in Lieu down on forecast by $272k. In general, this is a restricted asset which limits the variances impact. The variance and forecast is currently being monitored with the service area.

 

 

1.3 Expenses YTD Forecast Budget variances

 

 

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

 

Favourable Variances:

-     Materials and Services ($670k) – Driven by difference in the timing of expenses across the organisation. Areas of council contributing to variance include Leisure ($219k), IT ($100k) and Community Services ($96k) amongst others.

 

-     Contractors ($378k)– The largest driver of this variance is Community Services ($195k) in relation to the transition to CHSP and reduced number of referrals. Finance and Governance ($77k) and HR ($30k) also contribute to this variance.

 

-     Employee Costs ($277k) – Generally driven by vacancies that have not been filled in the timeline expected, resulting in reduced expenditure to what was initially forecast. This has been the case for Planning, Health and Local Laws ($59k), Operations ($54k), HR ($44k) and Integrated Planning ($37k).

 

2. CAPITAL WORKS

 

2.1 Capital works YTD expenditure cumulative

 

* YTD Actual expenditure includes Carried Forwards

** Forecast Budget expenditure includes Carried Forwards

 

The Capital Expenditure program for 2017/18 is $34.08m. A carry forward amount from 2016/17 of $4.28m is included in the forecast for the current year.

 

The chart above indicates how Council is performing year to date against the forecast, as well as how we are tracking to achieve the year end target of $34.08m. Currently Council has spent 8.4% of its forecast at the end of the first quarter and plans to meet target by year end.

 

 

 

 

 

 

 

 

 

 

 

3. RATES

 

3.1 Actual rates outstanding balance by month

The chart above compares the rates outstanding as at 30 September 2017 to the same time last financial year, with our collection rates following a similar pattern to previous years based on rate instalments occurring at set times throughout the financial period. Council has one of the highest debt recovery performances when compared to other local government authorities.

Financial / economic issues

As presented in this report and accompanying financial statements.

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

The 30 September 2017 YTD results are favourable and provide a solid foundation for achieving Council’s 2017/2018 services and advocacy programs.

 

 

 

 

Attachments

1.

27 November 2017 - Council Meeting Report - Financial report appendix 3 months 30 September 2017

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE FINANCIAL PERFORMANCE AGAINST BUDGET FOR THE THREE MONTHS ENDING 30 SEPTEMBER 2017.

 


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 20 October 2017.

Strategic / policy issues

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

 

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 20 October 2017.  Council had previously resolved to submit five motions and subsequently supported one regional motions from Manningham as one of the Councils that in part form the Metropolitan East Region. 

 

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

1.         Program for Younger People (PYP) – Carried 98% for;

2.         Sugar Sweetened Drinks – Carried 89% for;

3.         Building Act and Regulation Cost Shifting – Carried 96 % for;

4.         Annual Financial Report Template - Carried 91 % for; and

5.         Maintenance of State Owned/Managed Assets – Carried unanimously – 100% for.

 

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

 

Motion 1:- Program for Younger People - PYP

 

Resolution: - That the Municipal Association of Victoria State Council calls upon the State Government to commit to funding the current Program for Younger People (PYP) after June 2019.

 

Motion 2:- Sugar Sweetened Drinks

 

Resolution: - That the Municipal Association of Victoria State Council reiterates to the State Government the importance of work being undertaken by Local and State Government to reduce the consumption of sugar sweetened drinks as a population level intervention to reduce obesity and associated burdens of disease.

 

Motion 3:- Cost Shifting – Building Act and Regulation - Local Government Impacts

 

Resolution: - That the Municipal Association of Victoria State Council Meeting calls upon the State Government to ensure that the recent amendments to both the Building Act and Building Regulations do not create a financial impost upon the Local Government sector in terms of cost shifting in the role of monitoring and compliance of building works being transferred from the Victorian Building Authority to Councils.

 

Motion 4:- Model Accounts – Annual Financial Report Template

 

Resolution: - That the Municipal Association of Victoria State Council Meeting calls upon the State Government to ensure that the local government annual financial report template, note 17 ‘cash and cash equivalents’ and note 18 ‘other financial assets’ be amended to reflect a more accurate presentation of the notes and overall position.

 

Motion 5: - Maintenance of State Government Owned and / or Managed Assets

 

Resolution: - That the Municipal Association of Victoria State Council calls upon the state government to ensure that the maintenance and upkeep of State Government owned public infrastructure/assets be adequately funded so that expected community standards are able to be achieved.

 

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.  Only one motion was received from these Councils – Manningham – and that motion was supported by Maroondah

 

 

 

 

 

The outcomes of that motions from the State Council was:-

Motion from Manningham:-

·    Affordable Housing – Carried 97% for

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 five motions, together with the one regional motions (all carried), 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 FIVE MOTIONS SUBMITTED BY COUNCIL AND THE ONE REGIONAL MOTIONS SUPPORTED BY COUNCIL THAT WERE THE SUBJECT OF CONSIDERATION AND DEBATE AT THE MUNICIPAL ASSOCIATION OF VICTORIA STATE COUNCIL MEETING HELD ON 20 OCTOBER 2017.

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Audit & Risk Advisory Committee Report

Item 6

 

Purpose

To report to Council on the outcomes of the Audit & Risk Advisory Committee Meeting held on 15 November 2017.

Strategic / policy issues

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

Background

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

 

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

 

The Audit & Risk Advisory Committee Charter requires that this Committee report to Council on the findings and recommendations from its meetings. This report provides a summary of matters under consideration by the Audit & Risk Advisory Committee of the meeting held on Wednesday 15 November 2017.

Issue / discussion

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

·        Internal Audit report update by Crowe Horwath Partner, Mr Andrew Zavitsanos, who discussed the following internal audit reports:

-        Fraud Management and Prevention

-        Procurement (below the tendering threshold) & Purchasing Cards

·        The 17/18 Quarterly Finance Report for the three months ended September 2017 which is the subject of a separate report within this Council Agenda

·        Updated risk management report – presenting the organisations current operational and strategic risks and the controls that are currently in place to mitigate those risks. The Committee endorsed the Risk Management Report and supported continuing development and progress that is being undertaken in the area. An update on the progress of Risk Leaders was provided to the Committee, who endorsed the work being undertaken in this area. Point of note from the Committee was that Risk Management ensured that the completion of actions within the register are thoroughly reviewed and that going forward, target dates are realistic and achievable by the organisation. Where these dates are not met, a continued focus will be made on those items by the Committee.

·        Status report of how MCC is tracking in implementation of past audit recommendations. Committee was satisfied with the progress and timeliness of implementation of audit recommendations. The Committee also accepted an extension of timeframes for the Privacy review action points, given the unforeseen staff absences in that area.

·        Reports from sector related agencies – with keen focus the Essential Services Commission (ESC) Efficiency Factor. The Committee endorsing Council’s involvement in working groups, to ensure any concerns with the efficiency factor are addressed directly with the ESC.

FINANCIAL / ECONOMIC ISSUES

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

Environmental / amenity issues

Not applicable.

Social / community issues

Not applicable.

Community consultation

Not applicable.

Conclusion

This report provides a summary of the outcomes of the Audit & Risk Advisory Committee meeting held on Wednesday 15 November 2017.

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL RECEIVES AND NOTES THE REPORT FROM THE AUDIT & RISK ADVISORY COMMITTEE MEETING HELD ON WEDNESDAY 15 NOVEMBER 2017

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Draft Rating Strategy 2018 - 2022

Item 7

 

Purpose

To provide Council with the draft Rating Strategy 2018 – 2022 and to seek Council endorsement for the public exhibition in accordance with Council’s Community Engagement Policy 2015 and the Right to Make Submission (S.223) under the Local Government Act 1989 (“the Act”).

 

This procedure incorporates the period of public inspection and invitation to the community to make submissions in accordance with the provisions of the Act.

Strategic / policy issues

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

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

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

Background

Under the Local Government Act 1989 (LGA), a primary objective of all Victorian Councils is to ensure the equitable distribution imposition of rates and charges. The purpose of a rating strategy is to consider what rating options are available to Council under the LGA and how a Councils decision in applying these options will contribute to the adherence of an equitable outcome for the whole community.

 

The rating strategy is a complimentary document to Council’s Long Term Financial Strategy and Annual Budget documents which focus on the quantum of rates and charges to be raised for Council to deliver the services and capital expenditure required. The emphasis for Maroondah’s Rating Strategy will be on how that quantum will be equitably distributed amongst Maroondah’s ratepayers.

 

In the past, Council has regularly updated the Rating Strategy as part of its Annual Budgetary process to meet changing needs and legislative requirements.

 

The State Government decision to introduce rate capping on 1 July 2016, the same year as a revaluation of the municipality was returned and used for the first time, created significant confusion amongst Maroondah’s ratepayers given the government’s announcement of a 2.5% rate cap. The revaluation of the municipality meant that the vast majority of ratepayers had increases or decreases in their rates outside the publicly perceived 2.5% figure, depending on an individual property movement in valuation. The current years rate cap of 2% was in fact the amount that ratepayers saw on their rate notices as it was a non-revaluation year.

 

On 1 July 2018, another revaluation will be applied to all properties within the municipality and therefore the same confusion is likely to again arise as happened in the first year of rate capping. To further compound this issue, the State Government has introduced a bill in the parliament to move to annual revaluations commencing on 1 July 2019. As part of the same bill, full responsibility for conducting revaluations will move to the Valuer General of Victoria.

 

This move to an annual revaluation would mean redistribution of the rate burden occurring every year. This will lead to an increased unpredictability in a ratepayer’s individual rate bill from year to year, depending on valuation movements..

 

Council in recognising the changing landscape in the recent past and the not too distant future is positioning itself to address the changing environment to ensure that its rating regime maintains the primary objective of the equitable distribution of rates and charges across property classes. In Maroondah, these property classes are residential, commercial, industrial, vacant land and cultural and recreation.

Issue / discussion

The Rating Strategy 2018-2022 considers the existing range of rating options available to Council under the LGA including:

 

1.       The choice of which of the three valuation bases to be utilised for the purposes of rating

2.       The consideration of uniform rating versus the application of differential rates for different categories of property

3.       What is the most equitable level of differential rating across the property categories

4.       Consideration of the application of fixed service charges for the areas of waste collection and municipal administration

5.       The application of special rates and charges

 

In addition, Council is also releasing its Rate Collection and Financial Hardship Policy as part of the overall Rating Strategy review.

 

Maroondah City Council currently receives 65% of its total revenue by way of rates and waste collection charges. The Rating Strategy is therefore of critical importance to both Council and the community.

 

The principles of good governance require Council to provide continuing and periodic monitoring and review of the impact of major decisions. It is therefore essential for Council to assess on a regular basis, the legislative objectives to which it must have regard and those other objectives which Council believes are related.

 

 

 

Financial / economic issues

The resources required to undertake the Review of the Rating Strategy are contained within the current budget.

Environmental / amenity issues

The resources required to undertake the Review of the Rating Strategy are contained within the current budget.

Social / community issues

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

Community consultation

Council has determined before adopting the Rating Strategy 2018-2022, it will provide public notice of the proposed document in accordance with Section 223 of the LGA at minimum. The LGA provides that a person may, within 28 days of the date of the public notice, lodge a written submission regarding the proposed Rating Strategy. In this instance Council has determined to provide an extended public submission period of 29 November 2017 to 9 February 2018, due to the Christmas/New Year period (12 weeks).

 

Where a person has made a written submission to Council requesting that he or she be heard in support of the written submission, Council must permit that person to be heard before a meeting of Council or the Committee which has delegated authority to hear those submissions, giving reasonable notice of the day, time, and place of meeting.

 

After hearing any submissions made, Council must determine whether to proceed with the proposed draft strategy or make amendments as deemed appropriate.

Conclusion

Given that Council typically reviews all policies on a regular basis, a fuller review of its Rating Strategy as contained within the Long Term Financial Strategy and operationalised through the annual budget process is warranted, particularly given the tight fiscal rate capped environment.

 

 

Attachments

1.

Maroondah City Council Draft Rating Strategy 2018-2022

2.

Rate Collection and Financial Hardship Policy

CONFIDENTIALITY

Not Applicable

 

 

 

 

 

 

 

RECOMMENDATION

 

That COUNCIL

1.       provisionally endorses the DRAFT RATING STRATEGY 2018 – 2022 for community consultation purposes.

2.       AUTHORISEs THE CHIEF EXECUTIVE OFFICER TO GIVE PUBLIC NOTICE OF THE PREPARATION OF THE DRAFT RATING STRATEGY 2018 - 2022

3.       authorises the release of the DRAFT RATING STRATEGY 2018 - 2022 AND PLACE on public exhibition from 29 NOVEMBER 2017 to 9 FEBRUARY 2018 AND receive SUBMISSIONS IN ACCORDANCE WITH SECTION 223 OF THE LOCAL GOVERNMENT ACT 1989

4.       APPOINTs A COMMITTEE OF COUNCILLORS COMPRISING COUNCILLORS ___________, __________ and __________ TO CONSIDER ANY SUBMISSIONS AND HEAR FROM ANY PERSON/S WHO HAS/HAVE REQUESTED TO BE HEARD IN SUPPORT OF THEIR SUBMISSIONS IN ACCORDANCE WITH THE PROVISIONS OF SECTION 223 OF THE LOCAL GOVERNMENT ACT 1989

5.       DETERMINEs THAT SUCH COMMITTEE WILL CONSIDER ALL SUBMISSIONS RECEIVED AT A MEETING TO BE HELD IN THE COUNCIL CHAMBERS ON tuesday 13 FEBRUARY 2018 AT 7PM

6.       FOLLOWING EXHIBITION AND CONSIDERATION OF ANY SUBMISSIONS RECEIVED, THE FINAL RATING STRATEGY 2018 - 2022 WILL BE FORMALLY CONSIDERED AT A MEETING TO BE HELD AS PART OF ITS 18/19 BUDGET FINALISATION ON MONDAY 21 MAY 2018 AT 7.30PM

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Council Representation 2017/18

Item 8

 

Purpose

To appoint formal Council representation to internal and external organisations for the period November 2017 to November 2018.

Strategic / policy issues

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

 

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

Background

Council appoints Council delegates at the commencement of a new Mayoral term on an annual basis.  It provides clear communication and delegate identification for Councillors, the community and the organisations or bodies/advisory groups to which a Councillor is a delegate.

 

There are two types of bodies requiring formal Council representation, either internal or external.  Internal bodies/advisory groups have been initiated by Council and are serviced administratively.  They typically consider in-depth issues that are related to Council policy or activities.  Their primary purpose is to advise Council on issues.  An extension of these committees has been the development of internal committees with a large degree of community representation. 

 

External bodies are those outside the control of Council as they operate under their own charter and determine their own procedures, policies and practices.  In these instances, Council involvement is to participate and influence the activities of those external groups where those activities are in the Maroondah public’s interest.

Issue / discussion

Committee representation is reviewed on an annual basis and aligns with the election of Mayor through the November cycle of meetings.

 

Convention indicates that where the Mayor is a member of an internal Committee of Council, they would automatically act as the chair, unless they relinquish that role.  Additionally, in accordance with good governance practice where the Mayor is not a specific member of a Committee – they may exercise the option to attend any Committee in an ex-officio capacity.

 

The internal committees are: -

·        Arts Advisory Committee * 

·        Audit and Risk Advisory Committee

·        Disability Advisory Committee * 

·        Maroondah Business Advisory Committee * 

·        Maroondah Community Safety Committee * 

·        Maroondah Partners in Community Wellbeing Committee * 

·        Maroondah - City of - Wellbeing Steering Committee

·        Maroondah Environment Advisory Committee * 

 

* These Council Committees have external key stakeholders/advisors as active participants. 

 

The external committees are: -

·        Eastern Affordable Housing Alliance

·        Eastern Alliance for Greenhouse Action

·        Eastern Regional Group – Mayors and CEO’S

·        Eastern Regional Libraries Corporation

·        Eastern Transport Coalition

·        Local Government Safe Cities Network

·        Metropolitan Local Governments’ Waste Forum

·        Municipal Association of Victoria – State Council

·        Victorian Local Government Women’s Charter

 

Each of the committees has at least one Council appointees with a number also requiring a substitute Councillor, should Council’s primary appointee be unable to attend. 

Financial / economic issues

Not applicable

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

 

 

Community consultation

Not applicable

Conclusion

That Council consider the appointment of delegates to the organisations bodies/advisory groups as listed within the recommendation to this report.

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

THAT WITH RESPECT TO BODIES/ADVISORY GROUPS REQUIRING A FORMAL COUNCIL DELEGATE, COUNCIL:

 

1.      NOTES THAT THE MAYOR IS ABLE, AS EX-OFFICIO, TO ATTEND ANY OF THE BODIES/ADVISORY GROUPS WHERE SHE IS NOT A SPECIFIC MEMBER AS A DELEGATE; AND

 

2.      MAKES THE FOLLOWING APPOINTMENTS:

 

ARTS ADVISORY COMMITTEE

 

CR. SPEARS, CR. GRAHAM AND CR SYMON AS COUNCIL'S REPRESENTATIVES TO THE ARTS Advisory Committee.

 

AUDIT AND RISK ADVISORY COMMITTEE

 

THE MAYOR OF THE DAY AND CR. SYMON AS COUNCIL'S REPRESENTATIVES TO THE AUDIT AND RISK ADVISORY COMMITTEE.

 

DISABILITY ADVISORY COMMITTEE

 

CR. SPEARS AND CR. DIB AS COUNCIL'S REPRESENTATIVES WITH THE PROGRAM MANAGER COMMUNITY PLANNING & DEVELOPMENT AS SUBSTITUTE REPRESENTATIVE TO THE Disability Advisory Committee.

 

EASTERN AFFORDABLE HOUSING COMMITTEE

 

CR. PAUL MACDONALD AS COUNCIL'S REPRESENTATIVE WITH THE PROGRAM MANAGER COMMUNITY PLANNING & DEVELOPMENT AND/OR MANAGER INTEGRATED PLANNING AS SUBSTITUTE REPRESENTATIVES TO THE EASTERN Affordable Housing Alliance.

 

 

EASTERN ALLIANCE FOR GREENHOUSE ACTION

 

CR. GRAHAM AS COUNCIL'S REPRESENTATIVE WITH THE DIRECTOR PLANNING & COMMUNITY AND/OR MANAGER INTEGRATED PLANNING AS SUBSTITUTE REPRESENTATIVES TO THE EASTERN ALLIANCE FOR GREENHOUSE ACTION.

 

EASTERN REGIONAL GROUP – MAYORS AND CEO’S

 

THE MAYOR OF THE DAY, THE DEPUTY MAYOR OF THE DAY AND THE CHIEF EXECUTIVE OFFICER AS COUNCIL'S REPRESENTATIVES TO THE EASTERN REGIONAL GROUP – MAYORS AND CEO’S.

 

EASTERN REGIONAL LIBRARIES CORPORATION

 

CR. SPEARS AND CR. GRAHAM AS COUNCIL'S REPRESENTATIVES WITH CR. PAUL MACDONALD IN ADDITION TO THE DIRECTOR CORPORATE SERVICES (OR NOMINEE) AND MANAGER REVENUE, PROPERTY & CUSTOMER SERVICE AS SUBSTITUTE REPRESENTATIVES TO THE EASTERN REGIONAL LIBRARIES CORPORATION.

 

EASTERN TRANSPORT COALITION

 

CR. MICHAEL MACDONALD AS COUNCIL'S REPRESENTATIVE WITH CR SPEARS AND THE TRANSPORT & SUSTAINABILITY PLANNER AND/OR TEAM LEADER STRATEGIC PLANNING & SUSTAINABILITY AS SUBSTITUTE REPRESENTATIVES TO THE EASTERN TRANSPORT COALITION.

 

LOCAL GOVERNMENT SAFE CITIES NETWORK

 

CR. STEANE AS COUNCIL'S REPRESENTATIVE WITH CR. PAUL MACDONALD AS SUBSTITUTE REPRESENTATIVE TO THE LOCAL GOVERNMENT SAFE CITIES NETWORK.

 

MAROONDAH BUSINESS ADVISORY COMMITTEE

 

CR. SPEARS, CR. STEANE AND CR DIB AS COUNCIL'S REPRESENTATIVES TO THE MAROONDAH BUSINESS ADVISORY COMMITTEE.

 

MAROONDAH Community Safety COMMITTEE

 

CR. LAMONT, CR. STEANE AND CR. PAUL MACDONALD AS COUNCIL'S REPRESENTATIVES WITH THE COMMUNITY SAFETY OFFICER AS SUBSTITUTE REPRESENTATIVE TO THE MAROONDAH Community Safety COMMITTEE.

 

 

 

 

 

 

 

MAROONDAH PARTNERS IN COMMUNITY WELLBEING COMMITTEE

 

CR. MARKS AND CR. GRAHAM AS COUNCIL'S REPRESENTATIVES WITH THE SOCIAL PLANNING & DEVELOPMENT OFFICER AND PROGRAM MANAGER COMMUNITY PLANNING & DEVELOPMENT AS SUBSTITUTE REPRESENTATIVES TO THE MAROONDAH PARTNERS IN COMMUNITY WELLBEING COMMITTEE.

 

MAROONDAH – CITY OF - WELLBEING STEERING COMMITTEE

 

CR. MARKS AND CR. GRAHAM AS COUNCIL'S REPRESENTATIVES WITH THE MANAGER INTEGRATED PLANNING AS SUBSTITUTE REPRESENTATIVE TO THE MAROONDAH – CITY OF - WELLBEING STEERING COMMITTEE.

 

MAROONDAH ENVIRONMENT ADVISORY COMMITTEE

 

CR. MARKS, CR. GRAHAM AND CR. PAUL MACDONALD AS COUNCIL'S REPRESENTATIVES TO THE MAROONDAH ENVIRONMENT ADVISORY COMMITTEE.

 

METROPOLITAN LOCAL GOVERNMENTS’ WASTE FORUM

 

CR. SYMON AS COUNCIL'S REPRESENTATIVE WITH THE DIRECTOR CORPORATE SERVICES, MANAGER FINANCE & GOVERNANCE, AND WASTE MANAGEMENT CO-ORDINATOR AS SUBSTITUTE REPRESENTATIVES TO THE METROPOLITAN LOCAL GOVERNMENTS’ WASTE FORUM.

 

MUNICIPAL ASSOCIATION OF VICTORIA STATE COUNCIL

 

CR. SYMON AS COUNCIL'S REPRESENTATIVE WITH CR. SPEARS AS SUBSTITUTE REPRESENTATIVE TO THE MUNICIPAL ASSOCIATION OF VICTORIA STATE COUNCIL.

 

VICTORIAN LOCAL GOVERNMENT WOMEN’S CHARTER

 

CR. MARKS, CR. GRAHAM, CR. SPEARS AND CR. LAMONT AS COUNCIL'S REPRESENTATIVES/CHARTER CHAMPIONS WITH THE DIRECTOR CORPORATE SERVICES ALSO AS A CHARTER CHAMPION.

 

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Redistribution of Victorian Federal Divisions - Submission

Item 9

 

Purpose

To endorse the actions of Officers in lodging a submission pertaining to the redistribution of Federal divisions (seats) within Victoria to the Secretariat Redistribution Committee. 

Strategic / policy issues

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

 

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

Background

Public notice was given by the Australian Electoral Commission (AEC) that Victoria is undergoing a redistribution of House of Representative divisions (seats) due to the number of divisions increasing from 37 to 38 following a determination of the Electoral Commissioner in August 2017.

 

The public consultation process is quite extensive with several opportunities for public comment.  The initial consultation calls for submissions focused on ideas and notions re boundaries.  Currently there are no maps available of possible boundary changes and these will only be available in April next year.

 

Only a four-week period was allotted for the initial consultation with the receipt of submissions closing on 17 November 2017 and given that there was a six-week gap between the October and November ordinary Council meetings it necessitated Officers lodging a submission. 

Issue / discussion

The AEC advises that following from a determination to increase the number of divisions it is a requirement to review and assess all current divisions against the prescribed statutory voter ranges, that are: -

§ Plus and minus 10% of the current enrolment quota; and

§ Plus and minus 3.5% of the projected enrolment quota as at 25 August 2019.

 

Currently 27 of the 37 divisions do not meet either one or both prescribed voter thresholds for electorates and therefore changes will be required for most of the current boundaries.   Maroondah will be impacted by the redistribution as 2 out its 3 divisions – Menzies and Deakin - require increases in voter numbers.  Casey meets the requirements but is likely to have boundary changes to accommodate movements for adjacent divisions.  

 

Maroondah’s submission – attached – focuses heavily on the principle of reducing wherever possible the fragmentation of Federal representation across the Victorian Local Government sector.  Council is particularly keen to ensure that communities of interest are not split or portions of the community disadvantaged through dislocation from natural/behavioural centres of attraction. 

 

Council accordingly would be pleased to see the outcome of a redistribution with the aim of only 1 (one) division covering Maroondah.  This aim appears to be manageable to achieve by i) relocating the northern Menzies boundary from Maroondah into Manningham; and if necessary ii) relocating the Casey eastern boundary from Maroondah into Yarra Ranges.

Financial / economic issues

Not applicable

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

Council, through various forums, consultations and strategies, regularly engages the Maroondah community.  The submission further demonstrates Council’s preparedness to ensure consistent representation across communities of interest for the benefit of Maroondah residents.

Conclusion

Maroondah City Council most strongly advocates for the Redistribution Committee to ease the current fragmentation of Federal representation across its municipality.  Council proposes that the electorate division review should aim to defragment as much as possible/practical communities of interest.  Further, that communities of interest within an individual municipal district should be in one division wherever practical.

 

 

Attachments

1.

Submission Maroondah - Federal Redistribution - Victoria 2017/18

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL ENDORSES THE ACTION OF OFFICERS IN LODGING A SUBMISSION ON BEHALF OF COUNCIL ON THE REDISTRIBUTION OF VICTORIAN FEDERAL DIVISIONS WITH THE SECRETARIAT VICTORIAN REDISTRIBUTION COMMITTEE.

 

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Audit and Risk Advisory Committee - Further Term Appointment for Current Member

Item 10

 

Purpose

To reappoint a current independent member to Council’s Audit and Risk Advisory Committee for a further term in line with Council’s Charter for this Committee

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 an ‘champion’ local needs.

Key Directions 2016– 2017:

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

Background

Council’s Audit and Risk Advisory Committee Charter requires Council to appoint an Audit and Risk Advisory Committee which consists of at least five members – three independent members, the Mayor and one Councillor.

 

The Mayor, Nora Lamont and the Deputy Mayor Mike Symon have been duly appointed to the Committee for the next 2017/2018 mayoral year.

 

The Audit and Risk Advisory Committee Charter requires appointments to be made on a three year rotational basis, with a maximum of two terms per member allowed to be served.  In order to facilitate this approach, Mr. Bruce Potgieter was appointed for a three year term as Committee member in 2014, hence his current term has now expired. 

Issue / discussion

Given Mr Potgieter’s extensive sector experience including roles such as these as well as his exemplary performance over the past three years, Council is able to provide him a further term.

Financial / economic issues

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

 

 

Environmental / amenity issues

Not Applicable.

Social / community issues

Not Applicable.

Community consultation

Not Applicable.

Conclusion

Given Mr. Potgieter’s vast sector experience in Audit Committee roles as well as his exemplary performance to date, Council will be well placed to reappoint him for a further three year term in line with Council’s Audit & Risk Advisory Committee Charter.

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT MR. BRUCE POTGIETER BE APPOINTED AS AN INDEPENDENT COMMITTEE MEMBER FOR A FURTHER THREE YEAR TERM.

 

 


DIRECTOR Corporate Services Marianne Di Giallonardo

 

Eastern Regional Libraries Corporation July 2017 - September 2017 Report on the Provision of Library Services

Item 11

 

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 2017-2021 (Year 1: 2017-2018) 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 Councils.

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 – 2,025,908

·        Turnover Rate (Physical Items) - each item in our collection goes out an average of 9.2 times per year. The average for Victoria is 5.2

·        Loans — 3,389,560 - when you add together the number of loans of physical items (2,992,906) with the number of eloans of Items (396,654)

The independent annual Syndicate Survey for 2015/16 (next biannual survey is 2017/18) 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, 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 library service per capita is $31.40 compared to the State average of $40.95;

·        cost library service per visit is $4.92 compared to the State average of $6.49; and

·        number of Equivalent Full Time (EFT) staff is 0.22 compared to the State average of 0.30

 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 - 33,524, and Croydon No 3 – 24,917

Maroondah memberships have increased by 5.87% in the first quarter.

 

 

 

 

YTD

2017/18

YTD

2016/17

Croydon

24,917

24,226

Realm

33,524

30,974

Maroondah Total

58,441

55,200

 

Visits YTD: Realm (No 1) and Croydon (No 2) are the busiest branches in the region with Visits having increased by 5.65% in a YTD comparison

 

 

YTD

2017/18

YTD

2016/17

 

Croydon

77,008

85,161

Realm

144,878

124,850

Maroondah Total

221,886

210,011

 

 

Loans YTD: Croydon is ranked No 1 – 136,522 and Realm No 3 – 97,511.

Loans overall have increased by 0.18 in a YTD comparison.

 

 

YTD

2017/18

YTD

2016/17

 

Croydon

136,522

138,412

Realm

97,511

95,191

Maroondah Total

234,033

233,603

 

 

Public Enquiries: Realm is ranked No 2 – 7,647 and No 3 – 7,255

Enquiries overall have gone down 3.92%. This is consistent with the statistics for the entire Region.

 

 

YTD

2017/18

YTD

2016/17

Croydon

7,255

9,406

 

Realm

7,647

7,905

 

Maroondah Total

14,902

17,311

 

 

Public PCs Sessions: Realm is ranked No 1 — 11,297 and Croydon No 3 — 7,155

Overall PC sessions are up YTD by 8.8%

 

 

REALM

CROYDON

16/17 TOTAL

REALM

CROYDON

15/16 TOTAL

Total

11,297

7,155

18,452

9,266

7,693

16,959

 

 

WiFi Sessions: Realm ranks 1 and Croydon ranks No 3 in the region after Knox Shopping Centre. Overall sessions are up by 160.74%, which is partly due a new WiFi system that better records sessions.

 

 

YTD

2017/18

YTD

2016/17

Croydon

7,989

4,206

Realm

35,481

12,466

Maroondah Total

43,470

16,672

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 750 adults and 4,018 children (accompanied by 3,166 adults) have attended various activities to date this year. Just some of these programs and events include:

 

Adult Programs Attendances YTD: Realm is ranked No 3 – 301 and Croydon at No 3 – 453.

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: Croydon at No. 1 — 3,679 and Realm is No. 2 — 3,505.

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

 

Children's and Youth Programs & Events

 

Storytimes

Storytime is popular at Realm and Croydon Library. 4,018 children (accompanied by 3,166 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.

School Holiday Program

The September/October school holidays were very busy with families wanting to participate in our (mostly) free activities. 615 children accompanied by 454 adults attended the events.

 

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.

 

 

Children’s Book Week

Children’s Book Week 2017 was held nationwide from 18th - 25th August, and ERLC participated with many visits and events scheduled for the week. A colouring competition based on one of the shortlisted books was held, and held special themed storytimes. Children’s Book Week is an especially busy week for Outreach services, and a number of kindergartens and child care centres were visited.

 

Adult Programs & Events

Over 750 adults have attended events year to date.

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 staff members.

 

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.

 

Author Talks

A.S. PatricRealm Library hosted a fabulous Melbourne Writer's Festival event with the fascinating Alec Patrić, winner of the 2016 Miles Franklin prize for "Black Rock White City”.Alec was joined by Israeli-Australian novelist Dr. Lee Kofman for an enthralling discussion on the inspirations behind his powerful debut novel. This very enjoyable free event was opened by Cr Marijke Graham (Wyreena Ward).

 

Award winning author and playwright Hannie Rayson, gave her insights about writing for theatre.  Hannie's work focuses on contemporary Australian life, exploring how we live within various communities, what matters to us and the ethical, moral and political choices we make.

 

Croydon Library played host to another highly captivating BookBites event with special guest author Lesley Truffle. Lesley entertained the audience with personal anecdotes as well as readings from her books "Hotel du Barry and "The Scandalous Life of Sasha Torte".

Realm Library hosted another wonderful "Brunch with an Author" event with writer & Francophile, Ella Carey . Ella fascinated the audience with the inspiration and true stories behind some of her novels.

Patricia Dennis also visited Croydon Library during September

 

Social & Technology Events

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.

 

Collections

Digital Collection

Usage of the eLibrary continues to grow with members eagerly utilising the three apps – Overdrive, BorrowBox and Zinio. In the three month period they downloaded 89,901 eBooks and eAudiobooks from Overdrive, 8,606 eAudiobooks and eBooks from BorrowBox, and 19,551 eMagazines from Zinio. Overdrive usage also grew exponentially – September 2017 saw a 23% increase in the number of unique users accessing the service in comparison to the same month in 2016.4,338 members downloaded an item from Overdrive in September 2017 making this resource alone one of our busiest branches.

 

Kanopy - Kanopy, who describe themselves as “Netflix for Libraries”, is an on demand video streaming service that allows members to access over 15,000 independent, foreign language, classic or documentary films from their mobile device or PC. Kanopy’s films cover all topics including foreign languages, LGBT cinema, career development and business skills, environmental sciences, history as well as some of the latest Hollywood movies – such as ‘Carol’, ‘Brooklyn’ and ‘Silence’. Members are able to stream 12 films each month. We have been promoting the new resource on the ERLC website, via Facebook and through the monthly electronic newsletter with great success – so far members have watched 691 films.

 

Nintendo Switch - The library service has introduced a collection of Nintendo Switch console games. They will be held at Belgrave, Croydon, Realm and Rowville branches. The Switch will officially be the smallest items held in the Library collection.   

 

Partnerships  

Living in the Real World was a series of events designed to assist people dealing with real life issues. It was a joint project with City of Monash libraries and was funded by a $20,000 grant received from the State Library of Victoria to support adult literacy. More than 40 events (some at Realm) were delivered by subject experts to over 400 participants on a range of ‘real life’ issues including citizenship, money management, job readiness, avoiding scams and rights for tenants and landlords. An App has been developed to capture the information delivered at these sessions.  Feedback from participants indicated that over 90% found the sessions ‘quite helpful’ (the highest response option). 

 

Neighbourhood and community houses - on Tuesday 12 September ERLC hosted representatives from 13 of the region’s neighbourhood and community houses at Glen Park Community Centre to discuss how ERLC could support their programs and showcase what the library service can offer their staff and clients. The response was overwhelmingly positive with many connections formed or strengthened between neighbourhood house staff as well as with the Library. The participants have requested the get-together become a regular event. As a result of the breakfast a partnership has already developed between ERLC and Yarrunga Community Centre in relation to ERLC providing taster sessions and promotions to encourage participants to participate in pre-accredited training or other activities in the Community Centre, including busineess set-ups for budding artists.

 

Schools Database Program - Croydon Community School was one of the schools that was focused on in Term 3. The class sizes were really small which allowed us to streamline the presentations to cater to the students’ needs. With the older students we were able to teach them research skills and how to access valuable information that would help them with their theses, whereas the younger students were more interested in how to access ebooks and eAudiobooks.

 

STEAM - The STEAM Project Officer role commenced in September. The aim of this position is to provide opportunities for the community to engage in, and be inspired towards learning in the Science, Technology, Engineering, Arts and Math’s fields. Using the library as an educational setting provides the community with opportunities for developing a non-formal background in STEAM, driven by scientific curiosity and creativity. Reducing barriers in learning by providing access to fun STEAM based programming, and creative use of technology is especially relevant to the wider community looking toward the future, where the demand for STEAM skills is high. To provide these opportunities for learning within the community, the STEAM Project Officer will be working to create and deliver new programs and activities, coordinate events with external organizations, and continue supporting the development of STEAM related skills within the team at ERLC.  

Financial / economic issues

The Maroondah City Council contributes in the order of $2.8m for this service for services 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 very 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  as outlined. The first three months reporting in the 17/18 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 JULY 2017SEPTEMBER 2017

 

  


ACTING DIRECTOR Operations, Infrastructure & Leisure TIM COCKS

 

Capital Works Report - First Quarter 2017/2018

Item 1

 

Purpose

To present the financial and operational status of major Capital Works projects for the first quarter of the 2017/2018 financial year.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2017-2021 (Year 1: 2017-2018) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community.

 

Vision Statement:  In the year 2040, Maroondah will be an effectively empowered community that is actively engaged in Council decision making through processes that ensure their voice is heard and considered.  Council provides strong and responsive leadership, ensures transparent processes and works with the community to advocate and champion their needs.

Key Directions 2017 - 2018:

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

Background

Council, as part of its Adopted Budget 2017/2018, has allocated $27.25M to Capital Works projects.  In addition, Council obtained external State and Federal grants totalling an additional $2.5M. 

 

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

 

Provided in this report is an overview of Capital Expenditure on Council’s major projects for the period 1 July 2017 to 30 September 2017.

 

The report also includes funds carried forward into the current financial year (2017/2018).

 

 


Issue / discussion

The following is a summary of the status of Council’s major construction projects and financial position for the first quarter of the 2017/2018 financial year.

 

CAPITAL PERFORMANCE – 3 MONTHS ENDING SEPTEMBER 2017

 

 

YTD

YTD

YTD

Forecast

Amount

Adopted

Forecast Budget

Actual *

Bud Var

Budget **

Carried Forward

Budget

$’000

$’000

$’000

$’000

$’000

$’000

Classification

Buildings1

342

293

49

9,047

1,369

4,630

Roads2

402

642

(240)

5,138

318

3,807

Footpaths and Cycleways3

329

310

18

2,083

(359)

2,745

Carparks4

16

14

1

689

16

445

Drainage5

257

243

14

1,766

(20)

2,440

Waste Management

20

14

6

72

22

50

Other Capital Roads and Drainage6

97

67

30

1,681

1,012

825

Recreational Leisure and Community Facilities7

197

118

79

2,844

72

2,446

Parks and Open Space8

143

127

16

3,556

1,264

2,121

Fixtures, Fittings and Furniture

21

8

13

66

6

60

Plant, Machinery and Equipment9

583

550

33

4,326

875

3,552

Computers and Telecommunications10

303

201

102

1,426

506

920

Property Sales

0

10

(10)

0

0

0

Building Renewal11

329

271

58

1,383

(800)

3,213

Total capital works

3,038

2,868

170

34,076

4,279

27,254

*YTD Actual expenditure includes Carried Forwards   

**Forecast Budget expenditure includes Carried Forwards and future years’ projects brought forward

 

Explanation of variations between forecast budget and adopted budget:

·        1 Buildings – Variation between adopted $4.6M and forecast $9.0M budgets is due to:

-        $1.4M carried forward from 16/17, which includes: HE Parker Sporting Redevelopment ($359K); Town Park Floodlights ($269K); Public Toilet Improvement Program ($154K); Bedford Park Scout Hall ($150K); and Ringwood Lake Storeroom ($120K) projects;

-        $1.5M for HE Parker Sporting Pavilion Redevelopment ($450K funded from the Federal government);

-        $100K grant each for CCTV Croydon, CCTV RMAC & CCTV East Ringwood;

-        $200K for the East Ringwood Multipurpose Pavilion project; and

-        $200K Contribution for East Ringwood Pavilion.

·        2 Roads – Variation between adopted $3.8M and forecast $5.1M budgets is due primarily to:

-        $318K carried forward from 16/17 which includes: $100K Depot Paved Roadway; $100K for Heathmont Rd Reconstruction; and $146K in the Roads to Recovery Program;

-        $512K grant from VicRoads for Main St Pedestrian Safety Improvements; and

-        $116K for Heathmont Rd Indented Parking brought forward from 18/19.

·        3 Footpaths & Cycleways – Variation between adopted $2.7M and forecast $2.0M budgets is due primarily to $400K allocated to 17/18 completed and spent in 16/17.

·        4 Carparks – Variation between adopted $0.4M and forecast $0.7M budget is due primarily to $16K carried forward from 16/17 and $200K brought forward for Knaith Rd Reserve Carpark from 18/19.

·        5 Drainage – Variation between adopted $2.4M and forecast $1.7M budgets is due primarily to $500K drainage works completed in 16/17 brought forward from 17/18 budget.

·        6 Other Capital Roads and Drainage – Variation between adopted $825K and forecast $1.7M due primarily to $1.0M carried forward from 16/17 which relates to: $578K RCAD Developers Contributions; $118K Commercial Centres Upgrade Program; $261K Street Lighting Improvements; and $44K Street Furniture Renewal.

·        7 Recreational Leisure and Community Facilities – Variation between adopted $2.4M and forecast $2.8M budgets due primarily to:

-        $213K carried forward from 16/17, which includes: $101K Dorset Golf Dam Desilting; $41K Sportsfield Lighting Renewal; and $41K Tarralla Creek Path & Land Acquisition;

-        $75K grant from Department Sport & Recreation for Belmont Park Lighting; and

-        $15K contributions each for Great Ryrie PS Netball Court Resurfacing and Manson Reserve Lighting.

·        8 Parks and Open Space – Variation between adopted $2.1M and forecast 3.6M budgets is due primarily to:

-        $1.3M carried forward from 16/17 which includes: $787K Croydon Town Centre; $165K East Ringwood Reserve Carpark & Landscaping; $121K Reserves Bridge Replacements; $91K Ringwood Lake Playspace; and $80K Ringwood Lake Masterplan.

·        9 Plant, Machinery and Equipment – Variation between adopted $3.5M and forecast $4.3M budgets is due primarily to $774K carried forward from 16/17, which includes: $663K in Plant & Fleet and $123K Leisure Facilities Equipment Replacement.

·        10 Computers and Telecommunication – Variation between adopted $920K and forecast $1.4M budgets is due to $506K carried forward from 16/17.

·        11 Building Renewal – Variation between adopted $3.2M and forecast $1.4M budgets is due partly to $800K allocated to 17/18 projects which have been completed and spent in 16/17, and to the budget being segregated to individual major facility improvement projects (ie, Croydon Sporting Pavilion, Bedford Park Scout Hall, Jubilee Park Sporting Pavilion, etc).

Financial / economic issues

CARRIED FORWARDS

Council carried forward $4.3M into the 2017/2018 financial year. 

 

PROJECT STATUS

Attachment 1 contains the status of the individual projects at 30 September 2017. 

 

CAPITAL WORKS YTD – EXPENDITURE (CUMULATIVE)

* YTD Actual expenditure includes Carried Forwards

** Forecast Budget expenditure includes Carried Forwards

 

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable


Conclusion

Council has allocated $27.25M to Capital Works for 2017/2018, with $4.3M carried forward from 2016/2017.  An additional sum of $2.5M has been received via State and Federal Government grants.  Variations between adopted and forecast budgets are noted.  Overall Council’s Capital Works projects for the 2017/2018 financial year are progressing well.

 

 

Attachments

1.

Capital Projects Summary as at 30 September 2017

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE STATUS OF CAPITAL WORKS PROJECTS FOR THE PERIOD 1 JULY 2017 TO 30 SEPTEMBER 2017

 

  


DIRECTOR Planning & Community Phil Turner

 

Council Plan 2017-2021 (Year 1: 2017/18) Progress Report - As at 30 September 2017

Item 1

 

Purpose

To provide an update on the progress of priority actions identified in the Council Plan 2017-2021 (Year 1: 2017/18)

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2017-2021 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 2017 – 2018:

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

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

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

Priority Action 2017-2018:

Not applicable

Background

The Council Plan 2017-2021 is Maroondah City Council’s key medium-term strategic document that sets key directions and priority actions to work towards the long-term community vision outlined in Maroondah 2040: Our future together.

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

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


 

Issue / discussion

Each year, Council identifies a range of priority actions for implementing the four-year Council Plan. This helps to ensure that the Plan continues to be aligned with Maroondah 2040: Our future together, the community’s long-term vision, and is responsive to community needs and expectations.

 

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

 

The attached report identifies the progress made by Council this financial year in working towards the delivery of the 2017/18 priority actions identified in the Council Plan 2017-2021.

 

As at 30 September 2017, 24 of the 2017/18 Council Plan priority actions were underway, one was yet to commence, and one was deferred as it is subject to external funding.

Financial / economic issues

One of the 2017/18 Council Plan priority actions (Commence construction of the $2.5m Jubilee Sporting Pavilion redevelopment) is subject to external funding and is unlikely to be funded this financial year. As a result, this priority action will be deferred.

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

The attached report identifies that Council has already made excellent progress in working towards the delivery of Council Plan priority actions for 2017/18.

 

 

Attachments

1.

Council Plan 2017-2021 - Progress Report - Q1 2017-18

CONFIDENTIALITY

Not Applicable

 


 

RECOMMENDATION

 

That COUNCIL NOTES THE PROGRESS MADE TOWARDS THE DELIVERY OF 2017/18 PRIORITY ACTIONS WITHIN THE COUNCIL PLAN 2017-2021 AS AT 30 SEPTEMBER 2017

 


DIRECTOR Planning & Community Phil Turner

 

Local Government Performance Reporting Framework - Quarter 1 Results 2017/18

Item 2

 

Purpose

To provide a report of Council’s Local Government Performance Reporting Framework (LGPRF) service performance information for the first quarter of 2017/18 (1 July 2017 to 30 September 2017).

Strategic / policy issues

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

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

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

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

Priority Action 2017-2018:

Not Applicable

Background

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

The LGPRF is a State Government initiative aimed at ensuring transparency and accountability of the local government sector performance to ratepayers and to provide a meaningful set of information to the public.

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

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

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

Issue / discussion

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

A report that outlines LGPRF service performance indicator results from the first quarter of 2017/18 (1 July 2017 to 30 September 2017) is attached to this Council Report.

All but two of the service indicator measures are within the ‘expected range’ as defined by the framework for this quarter. It is important to note that much of the quarterly data collected will not necessarily reflect or be predictive of annual performance due to phasing of service delivery across the year and seasonal influences.

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

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

LGPRF service performance indicators for the first quarter of 2017/18 are presented in the attached report. It is important to note that many of these quarterly results will not necessarily reflect or be predictive of annual performance due to phasing of service delivery across the year and seasonal influences. Annual results for the 2017/18 financial year will be published in Council’s Annual Report and on the Victorian Government ‘Know Your Council’ website in November 2018.

 

 

Attachments

1.

LGPRF Service Performance Results - Q1 2017-18

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That COUNCIL NOTES THE REPORT ON LOCAL GOVERNMENT PERFORMANCE REPORTING FRAMEWORK SERVICE PERFORMANCE INDICATORS FOR QUARTER 1, 2017/18.

 


DIRECTOR Planning & Community Phil Turner

 

Draft Domestic Wastewater Management Strategy

Item 3

 

Purpose

To advise Council of the outcomes of the public exhibition of the Draft Domestic Wastewater Management Strategy (2017-2021) and to recommend that Council adopts the Domestic Wastewater Strategy.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2017-2021 (Year 1: 2017-2018) provide the strategic framework that underpins the purpose of this report.

Outcome Area:  A Clean, Green and Sustainable Community

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

Key Directions 2017 – 2018:

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

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

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

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

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

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

Background

Under the State Environment Protection Policy (Waters of Victoria), Councils are legislatively required to develop a Domestic Wastewater Management Plan in conjunction with the local water authority and community. Councils are the primary agency responsible for the management of domestic wastewater.

 

The Draft Domestic Wastewater Management Strategy 2017-2021 (the Strategy) is designed to not only meet Council’s regulatory requirements but to assist Council in achieving best practice in the management of domestic wastewater.

 

The Strategy addresses the priorities identified in the Domestic Wastewater Management Plan (2013).

The overall vision of the Strategy is to: ‘Protect public health, the natural environment and the amenity of the municipality by promoting environmental best practice in the management of domestic wastewater’.

 

To achieve this vision, we will work towards three key outcomes that each highlight priority actions within the Strategy. These outcomes are:

·        Healthy Environments

·        Collaborative Culture

·        Information Management

At its meeting on 28 August 2017, Council resolved that the Draft Domestic Wastewater Management Strategy (2017-2021) be placed on Public Exhibition from 1 September 2017 to 30 September 2017. This period was extended until the 9 October 2017.

Issue / discussion

During the public exhibition period for the Strategy, consultation included:

·        A range of media, including Council’s website and social media.

·        Hard copies were made available at Council’s Customer Service centres with feedback forms available.

·        Letters were sent directly to the 158 properties serviced by wastewater systems.

Feedback received included:

·        One written submission from Yarra Valley Water – mostly minor clarifications of wording – all suggestions have been incorporated into the final document.

·        10 phone calls from residents whose property is serviced by a septic tank system. There were no specific comments about the content of the Draft Strategy more so requests for further information about how the Strategy might impact themselves.

Financial / economic issues

The Draft Strategy will be implemented within existing resources.

Environmental / amenity issues

Environmental and amenity issues will be considered in the Draft Strategy.

Social / community issues

Social and community issues are considered in the Draft Strategy.


 

Community consultation

During the preparation of the Draft Strategy, Council consulted extensively with key stakeholders, both internally and with representatives from Yarra Valley Water and the Environment Protection Authority.

 

The community were also provided an opportunity to provide comments on the Draft Strategy during a period of Public Exhibition between 1 September 2017 to 9 October 2017.

Conclusion

The Domestic Wastewater Management Strategy (2017-2021) has been developed through extensive work undertaken in the Community Health Services Wastewater Project, and is informed by a strong evidence base.

 

The Strategy has now been on Public Exhibition and all submissions and feedback reviewed.

 

The Strategy will help Council and the community achieve the Maroondah 2040 Vision. The Strategy is proposed to be implemented over a 4-year period and its recommended actions integrated into Council service delivery plans.

 

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

 

 

Attachments

1.

Domestic Wastewater Management Strategy - Final - 2017

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

THAT COUNCIL

1.   RESOLVES TO ADOPT THE MAROONDAH CITY COUNCIL DRAFT DOMESTIC WASTEWATER MANAGEMENT STRATEGY (2017-2021)

2.   REVIEW THE MAROONDAH CITY COUNCIL DRAFT DOMESTIC WASTEWATER MANAGEMENT STRATEGY BY THE END OF 2021

 


DIRECTOR Planning & Community Phil Turner

 

Smart Planning Consultation

Item 4

 

Purpose

The purpose of this report is to inform Council on consultation undertaken by the Department of Environment, Land, Water and Planning (DELWP) to restructure and reform the Victoria Planning Provisions through the State’s Smart Planning program. Consultation activities conclude on 1 December 2017 and Council officers, working with a range of stakeholders across Council, have prepared a draft submission for Council’s consideration. 

Strategic / policy issues

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

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

The Smart Planning program is (initially) a two-year program to reform Victoria’s planning system being undertaken by the Department of Environment, Land, Water and Planning (DELWP). A Smart Planning team project team was established and funded through the 2015-2016 and 2017-2018 financial years. The team has been granted a total of $25 million in funding, ending 31 June 2018.

 

The Smart Planning team has also submitted a business case for a second tranche of funding for the ‘Transform’ aspect of their agenda and is also preparing a business case for a 3rd tranche of funding to assist local governments in implementation. Although there have been previous reviews of the planning system (including by the Victorian Auditor-General Office 2017) this is the first review and reform funded by DELWP (or its predecessors) in more than 20 years.

 

Victoria’s planning system currently handles 500 planning scheme amendments and 46,000 development applications per year. The Smart Planning program has come about due to DELWP’s view (and that of other reviews) that the planning system has become increasingly complex, inaccessible and inefficient due to the cumulative impact of amendments undertaken to state and local planning schemes over the past 20 years. Previous reviews found that this has led to:

·        Lengthy approval times and increased compliance costs

·        Barriers to participation in the process

·        Lack of consistency between planning schemes

Other issues identified by the Smart Planning team include the following:

·        Duplication and repetition between the State Planning Policy Framework (SPPF), Municipal Strategic Statement (MSS) and Local Planning Policy Framework (LPPF).

·        State planning provisions are too broad to be effectively implemented in decision making on development applications.

·        Local provisions are not given enough weight in decision making.

Due to the level of complexity as well as the level of duplication, inconsistency and redundancy, DELWP views the planning system as increasingly less effective for implementing policy.

Issue / discussion

The Smart Planning Team undertook a round of preliminary consultation in July 2017 through an online survey and consultation with key stakeholders and agencies. The outcome of that consultation informed the proposals set out in the discussion paper entitled: Reforming the Victorian Planning Provisions Discussion Paper October 2017, as has a review undertaken by the Smart Planning team itself. The review undertaken thus far has led to the following conclusions:

·        Planning schemes are not user friendly

·        Development assessments are long and complex

·        There are too many permit triggers

·        There needs to be a stronger and clearer policy framework

In order to address these issues, the Smart Planning Team have prepared a consultation document containing a wide range of proposals, from broad structural reworking of the State and local planning policy to very specific minor changes to zones/ overlays.

 

The Discussion Paper invited submissions to be made through an online questionnaire via the Engage Victoria website and can be viewed at https://engage.vic.gov.au/reform-victoria-planning-provisions.

 

After the closing date on 1 December 2017, the Smart Planning Team will review all submissions and report back. Following that, DELWP anticipates the following program of changes to the planning system:

·        Gazettal of first tranche of (low risk) changes early 2018 that apply to the current VPP framework.

·        Gazettal of a second tranche of more significant changes mid-2018 before current funding arrangements expire.

 

The proposals put forward in the Smart Planning consultation document have been reviewed by Council officers and a response has been prepared. In preparing Council’s response, officers also had regard to the draft response prepared by the Municipal Association of Victoria (MAV) and circulated to Councils on 9 November 2017. Where officers agreed with the MAV response Council has deferred to the MAV but has put its own views forward where this was not the case. The detailed response to be lodged on behalf of Council will be  circulated to the Councillors prior to the meeting.

Financial / economic issues

The Smart Planning consultation document contains a range of proposals that, if implemented, would have significant policy implications for the Maroondah Planning Scheme. Substantial changes to the scheme are likely to place significant pressures on Council’s Strategic Planning Department with regard to developing the necessary policy work. This will have budgetary consequences and may result in a requirement for additional resources or the diversion of resources already committed to projects previously identified in the Maroondah Council Plan. 

 

At a recent briefing on the Smart Planning program, the Director of the Smart Planning Program stated that DELWP is committed to assisting Councils with implementation, but acknowledged that no funding has been approved as yet. If approved, this is likely to take the form of guidelines, education and mentoring.

Environmental / amenity issues

The Smart Planning consultation document proposes a range of suggestions for changes to the planning system, including to overlays designed to protect the environment and amenity.

Social / community issues

The Smart Planning consultation document proposes a range of suggestions for changes to the planning system, which includes matters such as the role and function of the planning system in the approval of licenced premises.

Community consultation

The Smart Planning consultation document is available online enabling all to respond via the online portal. The consultation period commenced on Monday 16 October 2017 and is set to conclude on Friday 1 December 2017.

Conclusion

The Department of Environment, Land, Water and Planning (DELWP) is undertaking the first funded review of the Victorian planning system in 20 years. Reforming the Victoria Planning Provisions Discussion Paper October 2017, which sets out a range of proposals to restructure and reform the Victoria Planning Provisions, was put on display from 16 October 2017 to 1 December 2017 and contained a wide range of proposals from the broad to the highly specific.

 

Council officers prepared a draft response to the wide range of matters raised for Council’s consideration.

 

 

Attachments

1.

Reforming the Victoria Planning Provisions - Summary and Response

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

 

That council

1.       notes the Reforming the Victoria Planning Provisions Discussion Paper October 2017

2.       endorses the draft maroondah submission to the smart planning consultation discussion paper

  


DOCUMENTS FOR SEALING

 

 

Lease: EACH - 9 Greenwood Avenue Ringwood

ITEM 1

 

Background

The final term of the lease between Maroondah City Council and EACH, to occupy our facility at 9 Greenwood Avenue Ringwood, expired in March 2016.  Council were in the process of signing a new lease for a 5-year term commencing on 1 April 2016 with an option of a further 4 years, however before the lease was signed, Council recalled the lease to ensure it contained our standard Community Facilities Maintenance Schedule.  This was done to ensure uniformity with most other Council facilities.

 

The lease is now finalised with all required documentation contained. 

 

The rent is based on the market value of $28,600 per annum plus GST.  The rent will increase by CPI each anniversary of the Commencement Date.

Section 173 Agreement

Not Applicable

Background

Not Applicable

Transfer of Land

Not Applicable

background

Not Applicable

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

That council signs and seals The lease agreement with each, for occupancy of the council facility at 9 greenwood avenue, ringwood

 

 


DOCUMENTS FOR SEALING

 

 

Volunteer Years of Service Recognition

ITEM 2

 

Background

On the occasion of the Annual Volunteer Recognition Civic Reception to be held on Wednesday 6 December 2017, Council has much pleasure in recognising the valuable contribution to the community of our Volunteer helpers to a range of Council services and programs.

 

It is thanks to volunteers such as these that Maroondah is able to offer enjoyment to the Maroondah community. Maroondah City Council relies on its willing volunteers to support its many services, and values their contribution greatly.

 

Council extends to you its appreciation to our dedicated service of Maroondah volunteers in the past. Council and its citizens are indeed fortunate to have such caring volunteers working in this municipality. The names of the volunteers to be presented with Letters Under Seal are listed in the recommendation to this report.

 

The Chief Executive Officer and the Mayor will host the civic reception on Wednesday 6 December 2017 at Karralyka, at which the Letters Under Seal will be presented.

 

 

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

 

RECOMMENDATION

That council signs and seals the volunteer years of service award letters in recognition of:

35 years of Service given By:

·    PAULA JUDD

 

30 years of service given by:

·    WILLY VAN RAVESTEIJN

 

25 years of service given by:

·    JOHN ARMSTRONG

 

 

 

 

 

 

 

20 years of service given by:

·    PAUL CHENERY

·    IAN GAME

·    COLIN LAWN

·    ANNETTE O’SULLIVAN

 

15 years of service given by:

·    EDELTRAUD CAMERON

·    JILL COWIE

·    RAY COWIE

·    MARGARET EVERETT

·    MARLENE GIST

·    ROBERT GIST

·    WILLIAM HERMON

·    KATIE O’CALLAGHAN

·    Chris Perry

·    BARBARA RICHARDS

 

10 years of service given by:

·    LUCINDA CLARKE

·    cR. tONY DIB

·    KIM HAYSOM

·    ivy herman

·    andrea holland

·    MARIE MC KEOWN

·    LINDA MOORE

·    Janene Nicholson

·    ANDREW PARSONS

·    dave roberts

·    MARK SMITH

·    MERRILYN SMITH

·    ARIANA TAYLOR

·    angela veysey