Agenda of Ordinary Council Meeting

Director Corporate Services – Marianne Di Giallonardo

Attendance Report	Item 1

Purpose

To provide an opportunity for Councillors to report on Council activities undertaken since the last Ordinary Meeting of Council and forthcoming ward activities.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2017-2021 (Year 3: 2019-2020) 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 2019 – 2020:

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 3: 2019-2020) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community

Key Directions 2019 – 2020:

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 17 February 2020, 21-23 February 2020 and 2 March 2020 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.	2020 February 17 - Assembly of Councillors Public Record
2.	2020 February 21-23 - Assembly of Councillors Public Record
3.	2020 March 02 - 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 17 february 2020, 21-23 February 2020 and 2 March 2020

Director Corporate Services – Marianne Di Giallonardo

Councillor Representation Reports	Item 3

Purpose

To receive and note the following meeting minutes.

· Maroondah Disability Advisory Committee Meeting Minutes - 21 November 2019

· Maroondah Arts Advisory Committee Minutes - 29 January 2020

· Maroondah Partners in Community Health and Wellbeing Minutes - 11 February 2020

· Maroondah Environment Advisory Committee Meeting Minutes - 11 February 2020

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2017-2021 (Year 3: 2019-2020) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community

Key Directions 2019 – 2020:

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 Spears & Dib are Council’s representatives on the Maroondah Disability Advisory Committee.

Crs Spears, Graham and Symon are Council’s representatives on the Maroondah Arts Advisory Committee.

Crs Mazzuchelli & Damante are Council’s representatives on the Maroondah Partners in Community Health and Wellbeing.

Crs Mazzuchelli, Graham & Macdonald are Council’s representatives on the Maroondah Environment Advisory 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 Disability Advisory Committee Minutes - 21 November 2019
2.	Maroondah Arts Advisory Committee Minutes - 29 January 2020
3.	Maroondah Partners in Community Health and Wellbeing Minutes - 11 February 2020
4.	Maroondah Environment Advisory Committee Meeting Minutes - 11 February 2020

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL RECEIVES AND NOTES MINUTES OF the following commitees

1. Maroondah disability advisory committee meeting held on 21 november 2019

2. maroondah arts advisory committee meeting held on 29 january 2020

3. Maroondah partners in community wellbeing committee meeting held on the 11 february 2020

4. Maroondah Environment advisory committee meeting held on 11 February 2020


Director Operations, Assets & Leisure – Adam Todorov
Community Facilities Occupancy and Pricing Policies	Item 1

Purpose

To provide Council with the revised Community Facilities Occupancy Policy and Community Facilities Pricing Policy and to seek endorsement of these Policies.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2017-2021 (Year 3: 2019-2020) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A safe healthy and active community

Key Directions 2019 – 2020:

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

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

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

Background

Maroondah City Council (Council) owns and manages an extensive network of sports fields, pavilions, open space, halls, meeting rooms and other facilities on behalf of the community. Those facilities that are utilised by not for profit community organisations by agreement on a casual or regular basis are defined as Community Facilities.

It is Council’s intention that when it permits use of Council owned Community Facilities the type of agreements afforded and the charge for use will be reasonable, transparent and equitable. Council has an existing Community Facilities Pricing Policy and Community Facilities Occupancy Policy which were endorsed in March 2015. These Policies provide an overarching framework that contains principles that guide the consistent approval for use of, and the pricing of, Council owned and managed community facilities. In essence, the principles refer to occupancy decisions being appropriate, transparent, fair and equitable, and the promotion of enhanced participation. Furthermore, pricing will increase annually to ensure that users continue to make a reasonable contribution to the maintenance and renewal of Council Community Facilities.

The Occupancy Policy outlines the process for determining appropriate occupancy agreements and identifies that consideration is given to the needs of both the intended occupant and the wider Maroondah Community.

The Pricing Policy aims to ensure that users of community facilities understand what they are paying for, why they are paying and are confident that other user groups in similar situations are also contributing in a consistent manner. In reviewing the pricing schedules, Council has undertaken comprehensive benchmarking against four (4) neighbouring municipalities and undertaken a thorough review of all maintenance costs associated with maintaining sportsfields and sporting pavilions.

Issue / discussion

The approval for all use of Council-owned Community Facilities is governed by Council‘s Community Facilities Occupancy Policy, and the fees and charges associated with this usage is then determined using one of three aligned pricing policies. Karralyka facilities and services are covered under the separate Karralyka Pricing Policy, the Maroondah Leisure Facilities are covered under the separate Maroondah Leisure Pricing Policy and all other community facilities are under the Community Facilities Pricing Policy.

In reviewing the schedules, Council has undertaken an extensive benchmarking exercise against our four neighbouring municipalities which has assisted in informing decision making for the recommended rates.

A thorough internal review was also undertaken to establish an accurate base maintenance figure reflective of the cost for maintaining Maroondah pavilions and sportsfields. A base figure was calculated for each category of pavilion and sportsfield which was then used to determine the majority of Community Facilities pricing. Since the development of the last pricing schedule, the Leisure service area has taken over the management of Council’s sportsfields. This change has seen the introduction of new efficiencies and has provided the ability to drill down into costings directly related to the maintenance, providing greater accuracy of expenditure.

A key recommendation for the Pricing Policy was a refinement of category attributes and the introduction of an AA pavilion and sportsfield category. This has been introduced to reflect the disparity in size and scope of facilities within the current category A due to recent ground & pavilion redevelopments (which is in response to the needs of the specific clubs and the broader community).

The proposed policy changes are itemised below:

Policy	Proposed Policy Change	Reasoning
Occupancy Policy	It is proposed to include Karralyka and Maroondah Leisure Facilities within the scope of the policy.	All facilities should sit under the one Occupancy Policy for consistency. They will retain separate Pricing Policies.
Occupancy Policy	No new Section 86 Deeds of Delegation (Special Committees of Council)	Due to increasing legislative reporting obligations and highlighted risks with volunteer management of community facilities.
Occupancy Policy	Extension of the policy term from four years to five years.	To align the review of polices with the term of the new Council rather than the end of term.
Pricing Policy	Introduction of an AA category for Pavilion & Sportfields	Due to the size and infrastructure of the newly developed pavilions and sportsfields, a new AA category has been introduced.
Pricing Policy	Introduction of a pricing structure for events on Council Land	Commercial events that are being held on Council land need to be charged at a commercial rate, in accordance with the size and scale of their event.
Pricing Policy	Introduction of pricing structure for Commercial Fitness Providers utilising Council land for group training of more than 4 participants.	There were no issues identified during the trial period and therefore has bene included in the draft Seasonal and Causal Pricing Schedule.
Seasonal & Casual Pricing Schedule	Extension of the policy term from four years to five years	To align the review of polices with the term of the new Council and allow clubs to better plan budgets.
Seasonal & Casual Pricing Schedule	Introduction of a commercial usage open space pricing structure	Due to the growing number of inquiries, commercial use of open space for group fitness training was trialled in 2018/2019. This has now been formally incorporated into the schedule.

Financial / economic issues

Council subsidises the use of facilities to support community organisations to encourage their use. All seasonal and casual charges are calculated to recover a proportion of Council’s annual maintenance expenditure. Both charges are related to the quality of the facility and the intensity of the maintenance schedule applied to that facility. Price increases as a result of the review were based on extensive benchmarking of surrounding Council’s and Maroondah’s current annual maintenance expenditure.

Environmental / amenity issues

Not Applicable

Social / community issues

The Community Facilities Occupancy Policy supports Maroondah City Council’s mission to work in partnership with the community to foster quality, accessible and sustainable lifestyles for the community by ensuring that usage of Council’s community facilities is the best fit for the facility, existing tenants and neighbouring residents.

The Community Facilities Pricing Policy contains principles that guide the pricing of Council owned or managed community facilities and ensures a consistent and transparent approach to the pricing of such facilities. The principles highlight Council’s commitment to ensuring priority is afforded to Maroondah based organisations and that junior, veteran and disability specific programs are provided with additional fee reduction to support and encourage participation.

Community consultation

Method	Date	Description	Stakeholder Groups/ Audience
Email	15^th Oct	Email was sent informing internal stakeholders of intended changes to peppercorn lease (Groups Traditionally Supported by Council)	Internal lease managers
Sports Associations Briefing Session	25^th Oct	Briefing with Cricket Victoria and Eastern Football League to explain the rational for the Policy changes and new pricing and to gain support for positive advocacy with the clubs.	State or Regional Sports Associations
Maroondah Clubs Briefing Session Maroondah Federation Estate	30^th Oct	Clubs attended a detailed presentation supported by tailored individual documents detailing fee increase estimates based on their 2019 allocation.	Community Clubs with regular casual, seasonal or lease occupancy agreements.
Briefing Meeting	6^th Nov	Presentation and discussion forum with Maroondah Tennis Clubs.	Local Tennis clubs and their State Association
1:1 meetings	November	1:1 meetings were offered over the four week consultation period for any clubs & schools.	Community Clubs with regular casual, seasonal or lease occupancy agreements.

Conclusion

Council views the sustainable use of community facilities as integral to the Maroondah community having equitable access to a wide range of leisure, cultural and educational opportunities and to enhancing the sense of community within Maroondah. Council encourages the use of these facilities by supporting and subsidising the many groups that use them. It is Council’s intention that when it allocates a community facility for use, the type of occupancy agreement and subsequent charge will be reasonable, transparent and equitable, and that the Community Facilities Occupancy Policy and the Community Facilities Pricing Policy guide this process.

Attachments

1.	Community Facilities Occupancy Policy
2.	Community Facilities Occupancy Policy - Occupancy Classification Matrix
3.	Community Facilities Pricing Policy
4.	Lease & Licence Pricing Schedule
5.	Seasonal & Casual Pricing Schedule

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL ENDORSES THE FOLLOWING DOCUMENTS AS REVISED AND AS ATTACHED TO THIS REPORT;

1. COMMUNITY FACILITIES OCCUPANCY POLICY

2. COMMUNITY FACILITIES OCCUPANCY POLICY - OCCUPANCY CLASSIFICATION MATRIX

3. COMMUNITY FACILITIES PRICING POLICY

4. LEASE & LICENCE PRICING SCHEDULE

5. SEASONAL & CASUAL PRICING SCHEDULE

Director Operations, Assets & Leisure – Adam Todorov

Maroondah Golf Strategic Review stage 1 consultation outcomes	Item 2

Purpose

The purpose of this report is to inform Council on the community consultation that was undertaken on the Maroondah Golf Strategic Review (Review) between the period of 10 November 2019 and the 26 January 2020.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2017-2021 (Year 3: 2019-2020) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A safe, healthy and active community

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

Key Directions 2019 – 2020:

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

Background

Council owns and operates two golf courses for public use – Dorset Public Golf Course (Dorset) and Ringwood Public Golf Course (Ringwood). The facilities are collectively known as Maroondah Golf. Both facilities cover approximately 80 hectares (approximately 198 acres) of Maroondah’s open space.

Council wants to ensure golf within the municipality is sustainable into the future and as such, is undertaking a strategic review and future direction study of Maroondah Golf to establish the long-term direction. Council engaged WellPlayed Golf Business Consultancy to undertake Stage One of the Maroondah Golf Strategic Review.

The Review included detailed site assessments of both Ringwood and Dorset Golf, an in-depth analysis of current performance and an analysis of golf market insights and industry trends more broadly. Consultation with key user groups, Council Officers and the community was also undertaken during this stage.

WellPlayed Consultancy prepared a detailed report (Maroondah Golf Strategic Review Stage one report) for Council which identified both challenges and opportunities for the future of golf in Maroondah. The report highlighted two strategic directions for Council to consider:

1) Improving Sustainable Performance:

· Marketing and Promotion

· Green fees and pricing

· Maroondah Leisure membership

· Golf course drainage improvements

· Golf retail

· Finance

2) Building Contemporary Experiences:

· New short-format golf course

· New driving range

· New premium mini-golf

· New golf pavilion and precinct

· New virtual golf lounge

In order to inform the next stage of the review an extensive community consultation process was undertaken from 10 November 2019 to the 26 January 2020.

Issue / discussion

One of the key directions identified in the Review was to facilitate sustainable financial performance for Golf. The table below outlines the historic and projected financial performance of the courses without any changes to the operating model and/or the golf course. As shown in the graph below, which incorporates the full operating and capital costs associated with Golf, the financial projection for the next ten years was a significant net deficit position that was not sustainable.

The yellow trend line represents the potential operating financial position based on adverse weather, and hence highlights the potential volatility of the overall operating financial position for Golf. The blue trend line depicts the overall net position, taking account of capital costs, and taking account of the operating position shown in the yellow trend line.

The above graph clearly demonstrates the need for some change to Golf, to ensure that it is sustainable and meets the broader needs of the community.

The Review also proposed a number of different opportunities to create ‘contemporary’ golf experiences by evolving and diversifying Maroondah Golf’s facilities, services and experiences to increase visitation and deliver improved financial and service delivery outcomes for the community.

‘Contemporary’ elements identified for consideration in Stage 2 of the Review, included new:

· short-format golf course;

· golf driving range;

· premium mini-golf;

· golf pavilion and precinct; and/or

· virtual golf lounge

Given the constraints of available land at each golf facility, any introduction of new ‘contemporary’ elements at either Dorset or Ringwood would likely result in the modification of the golf courses, and the use of land currently used for golf holes. It was therefore extremely important to understand the views of stakeholders and the broader community, and as such Council undertook an extensive community consultation process from early November 2019 to the end of January 2020.

The purpose of the consultation phase was to seek feedback in relation to the Review and to:

· Provide an opportunity for key user groups and the broader community to share their views on the Review

· Determine the level of support from key users and the community in relation to a range of contemporary golf elements and sport and recreation opportunities

· Provide opportunities for participation in Council decision making processes

· Ensure that Council facilities continue to meet the needs of the community

A total of 1,125 submissions were received online and in hardcopy. 53 submissions were received via email, and four (4) petitions containing 76, 207, 371 and 67 respectively were also received. The extent of the consultation process, and the outcomes associated, is outlined in the community consultation section of this report.

A summary of the key themes from the consultation process is outlined below:

What respondents like about Ringwood and Dorset Golf:

· Respondents were supportive of Café improvements/expansion

· Ringwood and Dorset Golf courses are viewed as among the best in Victoria

· Recent upgrades and maintenance of the facilities has been excellent

· Both courses provide valuable open space for the community

· Both courses support healthy, active ageing for senior members of the community

· Golf provides substantial health and wellbeing benefits to participants

What respondents were concerned about:

· Changes to either course would have negative impacts to the health and wellbeing of seniors

· Senior members of the community will be disadvantaged - a loss of social connection

· That the stage one report did not reflect the true picture of golf participation at both courses

· Changes to existing facilities would see members go elsewhere to play

The feedback received from the community will be used to inform the next stage of the Review, and subsequently the development of a draft Maroondah Golf Strategic Review Report, which will be the subject of further community consultation later in the year.

Financial / economic issues

As mentioned earlier in this report, one of the key directions identified in the Review is to facilitate sustainable financial performance for Golf. This is consistent with Council’s approach for all major services provided to the community and is in accordance with the Victorian Government’s Competitive Neutrality Policy, which requires government organisations to compete fairly in specific markets. The financial performance of Golf will be a further focus of the next phase of the Review.

Environmental / amenity issues

Not Applicable

Social / community issues

It is important for golf facilities to continue to provide golf experiences for the traditional market, but there is a clear opportunity for golf facilities to be market-focused and provide different golf experiences to target broader audiences and larger markets, and generally respond to community demand. This can be in the form of a wide range of initiatives and/or improvements, which will be further explored as part of the next phase of the Review.

Community consultation

To ensure Council, stakeholders and the local community were provided with an opportunity to provide feedback on the Review, a range of communication tools and techniques were used to promote the community consultation phase of the Review.

A mix of qualitative and quantitative processes were used to gauge the level of support on proposed key elements identified in the Review. Surveys, community drop-in sessions and meetings with key users and residents, were provided to ensure the views of our community were captured.

The consultation was promoted via:

· Letter box drop to residents in the immediate vicinity of Ringwood and Dorset Golf Courses

· Distribution of Your Say Maroondah postcards at Ringwood and Dorset Golf, and Civic Offices at Croydon, Braeside Avenue and Realm

· Posters and A-frame signage at both facilities

· Your Say Maroondah Consultation portal

· Maroondah Festival - Café Consult precinct

· Emails to existing user groups, and Council data bases

· Corporate TV Screens at Civic Office Braeside Avenue, Croydon Library and Realm

· Maroondah City Council Social Media platforms - Facebook and Twitter

· Eastern FM radio

· Maroondah in focus Newsletter

· Media articles

A comprehensive Community and Stakeholder Consultation report is attached to this report.

Conclusion

The feedback that has been received from the community that was undertaken from 10 November 2019 to 26 January 2020 has been analysed and a consultation report prepared highlighting key themes, concerns and recommendations emerging from the feedback.

The key themes identified throughout the stakeholder and community engagement process will further inform the next stage of the Maroondah Golf Strategic Review.

It is important that the operating model for the Ringwood and Dorset Golf Courses is financially sustainable.

Attachments

1.	Maroondah Golf Strategic Review Consultation Report Final

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That council

1. RECEIVES THE MAROONDAH GOLF STRATEGIC REVIEW STAGE 1 COMMUNITY AND STAKEHOLDER CONSULTATION REPORT; and

2. GIVEN THE ONGOING AND FORECAST UNSUSTAINABLE FINANCIAL POSITION OF MAROONDAH GOLF, PROCEEDS WITH THE DEVELOPMENT OF STAGE 2 OF THE MAROONDAH GOLF STRATEGIC REVIEW WITH THE OUTCOMES TO BE REPORTED TO A FUTURE COUNCIL MEETING


Director Strategy & Community – Phil Turner
Adoption of Maroondah Vegetation Strategy	Item 1

Purpose

To seek Council’s adoption of the Maroondah Vegetation Strategy 2020-2030.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2017-2021 (Year 3: 2019-2020) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A Clean, Green and Sustainable community

Our Vision: In the year 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 2019 – 2020:

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

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

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

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

4.7 Preserve and enhance Maroondah’s canopy vegetation.

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

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

Priority Action 2019-2020:

Finalise the Maroondah Vegetation Review and prepare planning controls for inclusion in the Maroondah Planning Scheme.

Background

Maroondah’s vegetation is the living greenery that includes trees, shrubs, wetland, and ground layer plants, either planted or remnants of pre-settlement vegetation. Maroondah’s vegetation is diverse, as are the places it is found in bushland reserves, creeks and drainage lines, public parks big and small, nature strips, private and public gardens, even on the roofs and walls of buildings.

Indigenous vegetation is critical for Maroondah’s biodiversity and vegetation and nature is also important for Maroondah’s liveability and our human wellbeing.

Maroondah boasts a relatively high cover of canopy vegetation compared to other municipalities in metropolitan Melbourne, and with 110 different sites of biological significance supporting at least 483 indigenous plant species and 167 vertebrate animal species, also boasts a high level of biodiversity for a suburban municipality.

Council has responsibilities that influence vegetation management in four key areas:

1. Planning and management of vegetation public assets and open spaces

2. Administration of the planning scheme that guides Maroondah’s ongoing growth and development

3. Providing information and support to guide community action

4. Leadership and influence

Issue / discussion

The need for Council to pursue the preparation of a Vegetation Strategy is influenced by some important issues and drivers.

In particular, Maroondah is experiencing change to its urban form. Our population continues to grow with an estimated additional 600+ residential dwellings per year anticipated by the year 2041. Maroondah’s climate is expected to get hotter and drier with more hot days and more intense flooding events.

More urbanisation means vegetation is increasingly competing for space, and habitats are becoming more fragmented and isolated from each other.

The warming climate, combined with a reduction in the shade and cooling effects of vegetation, means the urban heat island effect is likely to increase, in turn elevating the risks to those in our community vulnerable to heat.

The increasing area of impervious surfaces, combined with reducing rainfall, means less water infiltrating into the soil, making it more challenging to sustain the health of vegetation, especially indigenous swampy vegetation that is critically endangered in Maroondah.

These issues are also acknowledged by the Victorian Government. Of note they have recently introduced new planning reforms that have relevance for vegetation. These present opportunities to refine and improve Maroondah’s planning controls relating to vegetation.

In response to the above, the Maroondah Vegetation Strategy proposes a suite of actions for Council to pursue with the support of the community and other stakeholders. Feedback on the Draft Strategy revealed a high level of community support for this approach.

The key directions and actions in the Strategy are outlined below.

1. A more liveable Maroondah

a. Strengthen protection of existing beneficial vegetation, especially tree canopy cover (Actions include: tighter planning controls, advocate for stronger penalties, encourage early dialogue in development design, precinct scale planning, ‘Notable Trees’ inventory)

b. Ensure the health and longevity of existing beneficial vegetation, especially tree canopy cover (Actions include: tighter planning controls for permeability, water sensitive urban design, support landholders to care for their trees)

c. Increase the extent of beneficial vegetation, especially tree canopy cover, in key locations (Actions include: planning controls to require more planting, improved compliance monitoring, identify best locations for using vegetation to increase liveability, programmed street and park tree planting, demonstrate green roofs and walls, encourage relocation of services to make more space for trees and other vegetation)

2. More Nature throughout Maroondah

a. Strengthen protection of existing habitat (Actions include: strengthen planning controls for sites of biological significance, partial removal of Bushfire Management Overlay, options for protecting habitat on private land)

b. Ensure the health and longevity of existing habitat (Actions include: improve condition of more habitat, restore habitat corridor function of waterways, improve support for volunteers working in bushland reserves, monitor biodiversity in reserves to inform management, trial new or alter existing bushland and park management practices, water sensitive urban design)

c. Restore/create new habitat in key locations (Actions include: establish a suite of focal species, confirm and protect priority habitat corridor routes, utilise nature strips for habitat along such routes, re-naturalise piped sections of creeks, create wetlands in low lying areas, options for supporting habitat creation on private land

3. Council support

Actions include: use a green infrastructure approach to focus collaborative decision-making, incorporate key policy statements into the Maroondah Planning Scheme, establish reliable methods for monitoring changes in canopy cover and habitat, investigate options for monitoring changes in liveability and biodiversity.

Financial / economic issues

Considered in the Strategy.

Environmental / amenity issues

Considered in the Strategy.

Social / community issues

Considered in the Strategy.

Community consultation

The Strategy has been informed by extensive community feedback as follows:

· 2013/14 - Consultation for the development of Maroondah 2040 A Community Vision

· October/December 2015 - Feedback on the Draft Maroondah Housing Strategy

· November 2017 - Feedback on vegetation at Council’s Café Consult marquee at the Maroondah Festival (160+ responses)

· February/March 2019 - Feedback on the Maroondah Vegetation Review Issues and Options Paper (52 responses)

· August/September 2019 - Feedback on the Draft Maroondah Vegetation Strategy (28 responses). Refer Attachment 1.

It has also invaluable received input from the Maroondah Environment Advisory Committee, Maroondah Bushlinks, Croydon Conservation Society and Council officers.

Conclusion

The Maroondah Vegetation Strategy 2020-2030 is informed by an extensive research and evidence base and has been the subject of strong community input and support. It provides clear direction and focus for Council, the community and stakeholders to protect, improve and extend the municipality’s vegetation to benefit liveability and biodiversity into the future.

Attachments

1.	Draft Maroondah Vegetation Strategy Sep 2019 - feedback summary report
2.	Maroondah Vegetation Strategy 2020-2030

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That council adopts the maroondah vegetation Strategy 2020-2030


Director Strategy & Community – Phil Turner
Maroondah's Disability Advisory Committee Achievements Report 2019	Item 2

Purpose

To update Council on the achievements of the Maroondah Disability Advisory Committee during the 2019 calendar year.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2017-2021 (Year 3: 2019-2020) provide the strategic framework that underpins the purpose of this report.

Outcome Areas:

An accessible and connected community

An inclusive and diverse community

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

Key Directions 2017 – 2018:

5.1 Ensure public buildings are accessible to people of all ages and abilities and promote high levels of accessibility in commercial premises.

5.3 Ensure events and festivals are accessible for people of all ages and abilities.

7.1 Ensure accessibility and social inclusion principles are considered in the planning, delivery and evaluation of facilities and services.

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

Background

The Maroondah Disability Advisory Committee (the Committee) was established in 2010. Since that time, it has provided important linkages between Council, people with disabilities and their carers. Through advice and advocacy, the Committee promotes social inclusion and participation of people with a disability in the community.

The Committee consists of up to 14 members. This comprises of a maximum of six positions for people with a disability, two positions for carers of people with a disability (including one carer of a child), a maximum of three service providers, two Councillors and at least one Council Officer.

The Committee acts in an advisory capacity to Council and has no delegated authority to make decisions. Meetings are held bi-monthly, except in January & December, and are conducted in accordance with Council’s meeting procedures.

The chair of the Committee is a Councillor as appointed by Council. The Committee chairperson for meetings held during 2019 was Cr Kylie Spears. The other delegated Council representative during 2019 was Cr Tony Dib.

Issue / discussion

In 2019, the Maroondah Disability Advisory Committee successfully actioned the following objectives consistent with its Terms of Reference.

Objective 1

Provide advice to the Council on policy, programs, service development, research initiatives and planning issues in relation to people with disabilities at a strategic and operational level.

· During regular Committee meetings, consultation was undertaken on the following Council projects:

- Croydon Community Precinct Master Plan

- Maroondah 2040 Interim Review Project

- Reimagining Tarralla Creek Project

- Council’s new Children’s and Families Strategy

- HE Parker Reserve Sporting Pavilion

- Design of Council’s Operations Centre

- Maroondah’s Liveability and Wellbeing Strategy 2021-2031

· A tour of Ringwood Lake Park was undertaken with consideration of disability needs, followed up by a discussion on the inclusive concepts that could be introduced in other Council play spaces in the future.

· Members participated in a review of the Terms of Reference for the Committee.

· Committee members were provided with an opportunity to participate in the development of Council’s draft Maroondah Vegetation Strategy.

· A tour of Maroondah Nets from a disability perspective.

· The Committee provided feedback to Council on the 2019 Maroondah Festival, including the new sensory garden. It was suggested that an access key be provided next year.

· Opportunity to complete PTV’s survey on their handling of planned/unplanned disruption of services.

· Committee members participated in a Carers Hub Consultation Workshop at Karralyka. An opportunity was also provided to complete the Carers Hub survey.

· Some members participated in the public consultation for the Royal Commission into Mental Health.

· Works were completed on the Wicklow Ave zebra crossing near Croydon Station to ensure accessibility, as requested by a member of the Committee.

· Committee members were invited to attend a youth workshop to make Melbourne more inclusive for young people with disabilities.

· Members were provided with an opportunity to apply for the Public Transport Access Committee.

· A number of members attended Council’s Maroondah 2040 Interim Review workshop at Karralyka in October 2019.

· An opportunity was provided to the Committee to participate in community consultation for the Maroondah’s Arts and Cultural Development Strategy 2020-2025.

Objective 2

Provide advice and guidance in relation to strategies for effective consultation and collaboration in Council activities with a diverse range of stakeholders reflective of the Maroondah community.

· Advice was provided regarding customer service and communication accessibility.

· The Committee was consulted on raising the wellbeing of children, young people and families in Maroondah; specifically, regarding methods for approaching and engaging with children with a disability and their families.

· Committee members participated in the interactive Islands activity by Playable Streets, with feedback provided to Council’s Arts Activation Coordinator.

· Several committee members applied to be a part of the Victorian Disability Advisory Committee.

Objective 3

Provide advice to Council in the development and review of the Disability Policy and Action Plan.

· After extensive consultation with the Committee and the broader community during 2018, the draft Disability Policy and Action Plan 2019-2021 was provided to the Committee in early 2019 for review and feedback. This Plan was formally adopted by Council on 29 April 2019.

Objective 4

Promote the positive image of people with a disability within the municipality of Maroondah.

· One committee member participated in Public Transport Victoria’s (PTV) International Day for People with Disability, sharing his personal experiences of using public transport with their employees.

· The 2018 Disability Advisory Committee Achievements Report was presented at the Council meeting on 18 March 2019.

· One Committee member was chosen to be the Chrisalis Foundation Ambassador for 2019.

· Committee members were provided with an opportunity to participate in an Ausdance Public Flashmob held at Croydon Town Square.

· A photo of the Committee was placed on Council’s website, in the Maroondah Disability Policy and Action Plan 2014-2018 Final Report, and in the Maroondah Disability Policy and Action Plan 2019-2021.

· Some members attended the formal opening of Croydon Town Square with the new Changing Places facility in April 2019.

· One Committee member is studying to be an access consultant. After discussions with the Access Institute and Eastland, this Committee member was provided with the opportunity to complete an access audit on a section of Eastland Shopping Centre.

· Several Committee members assisted at the StressLess and look after your mental wellbeing community event in October 2019.

· One Committee member joined the Victorian Autism Plan Advisory Group.

· A number of Committee members were involved in a Communities of Wellbeing Appreciative Inquiry Workshop during August 2019, where the future health and wellbeing needs of our community were explored.

· Committee members attended the Official Opening of Maroondah Nets.

· The Committee participated in Council’s Volunteer Recognition Evening in December 2019.

Financial / economic issues

Not applicable

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

The Maroondah Disability Advisory Committee is a key community consultation and advisory conduit between Council and the Maroondah community. A broad range of consultation has been undertaken through this Committee over the past twelve months.

Conclusion

Over the past twelve months, the Maroondah Disability Advisory Committee has provided invaluable information, advice and advocacy to Council and the community on a range of disability matters. It has contributed to the Maroondah community being a more accessible and inclusive place for people of all ages and abilities.

Attachments

1.	Maroondah Disability Advisory Committee MDAC 2019 Achievement Report

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCil notes the activities of the Maroondah Disability Advisory Committee during the 2019 calendar year in accordance with objectives outlined in the committee’s terms of reference


Director Strategy & Community – Phil Turner
Arts and Cultural Development Strategy 2020 - 2025	Item 3

Purpose

To endorse the Maroondah Arts and Cultural Development Strategy 2020-2025

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2017-2021 (Year 3: 2019-2020) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A vibrant and culturally rich Maroondah

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

Key Directions 2019 – 2020:

3.1 Facilitate the establishment and consolidation of cosmopolitan food, dining and cultural precincts in key activity centres

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

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

3.4 Promote innovative, contemporary and socially engaged arts practice

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

3.6 Promote, celebrate and recognise our indigenous arts and culture

3.7 Encourage artistic expression and community participation in the arts

3.8 Promote opportunities and spaces for artists to create and display their work

3.9 Broker partnerships and relationships to better connect local artists and the broader community

3.10 Encourage a range of temporary and permanent public art that celebrates the unique characteristics of Maroondah including our history, cultural diversity, environment and future aspirations

3.11 Advocate for and value the contribution of the arts in supporting thriving neighbourhoods and vibrant activity centres

3.12 Encourage partnerships between community and businesses that support local artists

3.13 Utilise emerging technologies and online mediums to promote emerging and established artists and arts practice

Priority Action 2019-2020:

Development of an Arts and Cultural Development Strategy 2020-2025

Background

The Draft Arts and Cultural Development Strategy 2020 - 2025 was developed through a process of research and consultation including with the Maroondah Arts Advisory Committee and the broader community. It was placed on public exhibition from 13 January to 9 February 2020.

Issue / discussion

Community feedback has been considered and the Strategy is now in its final form and will be presented to Council for endorsement.

Financial / economic issues

There are no financial impacts for Council in adopting the Strategy. The Strategy includes a range of Key Directions to enhance the sustainability of the creative industries in Maroondah.

Environmental / amenity issues

The Strategy includes a range of Key Directions to enhance the environment, amenity and liveability of Maroondah.

Social / community issues

The Strategy includes a range of Key Directions which recognise the value of arts and cultural participation in enhancing wellbeing and community cohesion.

Community consultation

The Draft Arts and Cultural Development Strategy 2020-2025 was developed through an extensive process of review, research, and consultation including with the Maroondah Arts Advisory Committee and local arts, creative industries and community stakeholders. The Draft Strategy was placed on public exhibition from 13 January to 9 February 2020.

Four responses were received. These provided overall positive feedback with some suggestions for additional minor inclusions or edits to some areas of the Strategy.

Respondents expressed support across a range of areas including:

- Valuing the arts through the Strategy

- Seeing the progress that has been made - and the importance of continuing to build and grow arts and cultural development in Maroondah

- The comprehensive nature of the Strategy

- Inclusion of indoor and outdoor, traditional and contemporary forms of art and cultural expression

- The principle of “art amongst the people”

- Promotion of Indigenous artmakers and ecological art

- Increasing temporary art installations and events in Maroondah

- Strengthening marketing and promotion for the arts in Maroondah

- Building a focus on support for music in Maroondah

Following the analysis of community feedback, several additions have been made to the Strategy including acknowledging the role of schools in promoting arts and culture, and the inclusion of digital arts.

Conclusion

There is strong support for the Arts and Cultural Development Strategy 2020-2025 as the guiding document for Council and its partners in supporting and promoting a vibrant and culturally rich Maroondah.

Attachments

1.	Final - Arts and Cultural Development Strategy 2020-2025

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That Council adopts the Maroondah Arts and Cultural Development Strategy 2020-2025

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