Agenda of Ordinary Council Meeting - Monday, 20 February 2023


Chief Financial Officer – Tony Rocca
Reports of Councillor Briefings	Item 2

Purpose

To present the ‘Public Record’ of those Councillor Briefings which are attended by Councillors and generally held on Monday evenings at Realm, 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 2021-2025 (Year 2: 2022-2023) 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 actively engaged in local decision making, led by an innovation community inspired Council that collaborates regionally and proactively champions local needs.

Key Directions 2021 – 2025:

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

Background

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, Councillor Briefings are conducted.

Councillor Briefings 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.

A Councillor Briefing is a non-decision-making forum, and as per past good governance practice, is deemed to be a scheduled or planned meeting comprising a majority of Councillors (at least 5) and one (1) Council employee, for the purpose of discussing 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 a Councillor Briefings may include:

· On-site inspections,

· Consultative Meetings with residents, developers, consultants

· Meetings with local organisations, Government Departments, statutory authorities, and local politicians.

Issue / discussion

Councillor Briefings are generally held twice a month, on Monday evenings at Realm, usually two (2) weeks prior to, and on the night of a formal Council meeting.

The intent of this report is to present a ‘Public Record’ of those Councillor Briefings which are generally attended by all Councillors and typically held on Monday evenings, and to note the items discussed.

The ‘Public Record’ of the Councillor Briefings held on the 12 December 2022 and 6 February 2023 are attached for information.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

Councillor 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 Councillor Briefings, 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 Councillor Briefings, which are attended by a majority of Councillors, i.e. at least five (5) Councillors and one (1) employee of Council, be noted.

Attachments

1.	2022 December 12 - Councillor Briefing Public Record
2.	2023 February 06 - Councillor Briefing Public Record

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE PUBLIC RECORD OF THE COUNCILLOR BRIEFINGS HELD ON THE 12 DECEMBER 2022 AND 6 FEBRUARY 2023


Chief Financial Officer – Tony Rocca
Councillor Representation Reports	Item 3

Purpose

To receive and note the meeting minutes of the following committees:

· Maroondah Disability Advisory Committee (MDAC) held on 24 November 2022

· Eastern Transport Coalition (ETC) held on 17 November 2022

· Eastern Transport Coalition (ETC) held on 15 December 2022

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 2: 2022-2023) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community

Key Directions 2021 – 2025:

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 Dib, Spears and Steane are Council’s Representatives on the Maroondah Disability Advisory Committee during the 2021/2022 Councillor representation term.

Crs Graham and Damante are Council’s Representatives on the Eastern Transport Coalition Committee during the 2021/2022 Councillor representation term.

Crs Dib and Damante are Council’s Representatives on the Eastern Transport Coalition Committee during the 2022/2023 Councillor representation term.

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.	2022 November 24 - Maroondah Disability Advisory Committee Meeting Minutes
2.	2022 November 17 - Eastern Transport Coaliton Minutes
3.	2022 December 15 - Eastern Transport Coalition Draft Minutes

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL RECEIVES AND NOTES MINUTES OF the following committees

1. Maroondah disability advisory committee held on 24 November 2022

2. Eastern Transport Coalition committee held on 17 november 2022

3. Eastern transport coalition committee held on 15 December 2022


Chief Financial Officer – Tony Rocca
Proposed Grant Of Easement At 50A Nangathan Way Croydon North	Item 4

Purpose

For Council to consider whether to grant the power supply easement shown marked ‘E-1’ on the plan attached as Schedule 1 in favour of Ausnet Electricity Services Pty Ltd (Easement) over part of Council’s land contained in certificate of title volume 9549 folio 483, volume 11027 folio 276 and volume 10311 folio 988 and known as 50A Nangathan Way Croydon North (Council Land) subject to Council complying with section 114 of the Local Government Act 2020 (Act).

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 2: 2022-2023) 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 actively engaged in local decision making, led by an innovative community inspired Council that collaborates regionally and proactively champions local needs.

Key Directions 2022 – 2023:

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

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

Priority Action 2022-2023:

Not applicable

Background

Council is the registered proprietor of the Council Land, shown delineated red on the locality plan attached as Schedule 2 to this report.

History

Ausnet approached Council early 2019, with a proposal for the installation of a new electricity supply cable from their existing electrical substation at 50B Nangathan Way Croydon North, through Council’s reserve at 50A Nangathan Way, and connecting into Bronte Court.

The purpose of this new underground cable connection was to maintain the stability and reliability of the network during the coming summer peak demands to the Croydon community.

Under a licence agreement dated 13 November 2019, Council granted Ausnet Electricity Services Pty Ltd (Ausnet) the right to enter onto the Council Land to install a new electricity cable through Council Land, to supply an electrical substation on adjoining non-Council land (Works). The Works were completed on 12 December 2019.

Ausnet requires the Easement over the Council Land to secure its ongoing rights to access the area in which the electricity cable is located.

There is no existing electricity infrastructure, or any existing easements, which need to be removed from the Council Land.

Issue / discussion

At its meeting on 12 December 2022, Council resolved to commence the statutory process to grant the Easement.

Public Notice

Council is required to publish notice of its intention to grant the Easement over Council Land on its website and to undertake a community engagement process in accordance with its community engagement policy pursuant to section 114 of the Act.

On 16 December 2022, a public notice of the proposed Easement was placed on Council’s website, which contained details of the proposal and sought submissions from the public regarding the proposal.

In accordance with Council’s Community Engagement Policy, the Public Notice was made available as follows.

· On Council’s website

· For viewing at Realm and Croydon Customer Service Centre

· Via email or mail upon request

At the conclusion of the 4-week period for submissions which ended 13 January 2023, no submissions were received in response to the public notice.

Valuation

Westlink Consultants provided a current market valuation of $29,000 plus GST for the grant of the 1.52m Easement over 206sqm of Council Land. Ausnet has agreed to proceed with grant of the Easement on this basis and to pay all of Council’s legal and disbursement costs associated with this process.

Financial / economic issues

All legal, administrative and disbursement costs associated with the grant of the Easement are to be funded by Ausnet, which are anticipated at $5,000 plus GST.

Environmental / amenity issues

Nil

Social / community issues

Nil

Community consultation

Council has undertaken the necessary statutory procedures in accordance with section 114 of the Act for the grant of the Easement, by publishing a Public Notice on Council’s website on 16 December 2022 for a 4-week period, which sought submissions from the public.

There were no submissions received at the conclusion of the submission period on 13 January 2023.

Conclusion

Having complied with section 114 of the Act, Council can now determine whether or not to proceed with the grant of Easement over Council Land in favour of Ausnet, considering that Ausnet has completed the Works.

Attachments

1.	Creation of Easement 50A Nangathan Way - Schedule 1 - Easement Plan
2.	Creation of Easement 50A Nangathan Way - Schedule 2 - Locality Plan

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That council

1. having followed all the required statutory procedures under section 114 of the local government act 2020 (act) in relation to its proposal to grant the power supply easement shown marked ‘e-1’ on the plan attached as schedule 1 to this report, over part of the land contained in certificates of title volume 9549 folio 483, volume 11027 folio 276, and volume 10311 folio 988, and noting that there were no submissions received in response to the public notice, resolves to grant the easement in favour of ausnet for an amount not less than a current market valuation held by council, plus other incidental costs in relation to the process; and

2. authorises the chief executive officer or any other officer with delegated authority to undertake the administrative procedures necessary to enable council to complete its functions under the act in relation to this matter

Chief Financial Officer – Tony Rocca

Councillors Quarterly Expense and Reimbursement Report - October to December 2022	Item 5

Purpose

To provide the regular quarterly report to the community on Councillor expenses.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 2: 2022-2023) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community.

Key Directions 2021 – 2025:

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

Background

In accordance with Section 40 and 42 of the Local Government Act 2020 (the Act), Council is required to:

· reimburse a Councillor for expenses reasonably incurred in the performance of their role as a Councillor.

· make available to the Mayor and Councillors the resources and facilities reasonably necessary to enable them to effectively perform their role.

Council is also required to adopt and maintain an Expenses Policy in relation to the reimbursement of expenses for Councillors (Section 41 of the Act). The Policy provides guidance for the payment of reimbursements of expenses and the provision of resources, facilities and other support to the Mayor and Councillors to enable them to perform their duties.

The Council Expenses Policy was adopted by Council on 31 August 2020. Council also publishes in its Annual Report the details of the expenses for each Councillor and member of a Council Committee paid by the Council. The details of the expenses for the past financial year are set out in the 2021/22 Annual Report.

Issue / discussion

This is a standard Governance reporting item in line with legislative requirements and sector Best Practice and an opportunity to be transparent to the Maroondah community regarding these matters.

Financial / economic issues

A budget of $102,000 in the 2022/2023 financial year exists for the expenses and reimbursement of Councillors. A budget of $12,000 is allocated to the Office of the Mayor for the provision of a vehicle during the Mayoral term (November to November). All expenditure is within budget.

*Councillor*	TR *($)*	CM *($)*	CC *($)*	IC *($)*	CT *($)*	*CCA* *($)*	*Total* *1 October to* *31 December 2022* *($)*	*Total* *1 July to 31 December 2022 ($)*
Tasa Damante	0.0	0.0	331.36	177.00	285.45	458.41	1,252.22	2,209.34
Tony Dib OAM JP	0.0	0.0	0.0	177.00	0.00	0.0	177.00	579.00
Marijke Graham	113.41	0.0	32.48	136.00	285.45	28.41	595.75	2,907.40
Linda Hancock	0.0	0.0	0.0	96.00	285.45	415.23	796.68	1,265.89
Paul Macdonald	185.69	284.77	0.0	136.00	84.69	398.41	1,089.56	5,399.60
Kylie Spears	0.0	0.0	0.0	231.00	285.45	270.00	786.45	1,702.49
Rob Steane Mayor 11 November 2022 to 15 November 2023	0.0	#1,690.41	0.0	136.00	0.0	276.13	#2,102.54	#2,685.87
Suzy Stojanovic	0.0	0.0	888.86	262.00	376.36	113.18	1,640.40	3,139.03
Mike Symon Mayor 10 November 2021 to 9 November 2022	1,881.30	#1,295.89	0.0	136.00	2,435.05	262.73	#6,010.97	#11,202.64
TOTAL	2,180.40	#3,271.07	1,252.70	1,487.00	4,037.90	2,222.50	#14,451.57	#31,091.26

Legend: TR-Travel, CM-Car Mileage (# a budget allocation of $12,000 is allocated to the Office of the Mayor for the provision of a vehicle during the Mayoral term - November to November), CC-Child Care, IC-Information and Communication expenses, CT- Conferences and Training expenses, CCA-Civic and Community Attendance.

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

Council as a whole and Councillors as individuals continue to be diligent with their Councillor Allowances as these quarterly figures demonstrate. All are within budget and expectation.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL NOTES THE COUNCILLORS EXPENSE AND REIMBURSEMENT REPORT FOR OCTOBER TO DECEMBER 2022


Chief Financial Officer – Tony Rocca
Report of Audit and Risk Committee Meeting	Item 6

Purpose

To report to Council on the outcomes of the Audit and Risk Committee Meeting held on 15 December 2022.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 2: 2022-2023) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community

Key Directions 2021 – 2025:

8.1 Provide community inspired governance that is transparent, accessible, inclusive and accountable

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

8.3 Nurture a continuous improvement council culture of being collaborative, strategic, sustainable and employing best practice, that positions Maroondah as a leader in local government

Priority Action 2022-2023:

Not applicable

Background

The Local Government Act 2020 prescribes that Council must establish an Audit & Risk Committee and that such Committee will be advisory in nature. The Audit & Risk 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.

Council’s Audit and Risk Committee consists of both Council and external representatives. The Mayor Mike Symon, and Cr Kylie Spears, are the Councillors on the Committee. The external members are Dr John Watson (chair), Mr Bruce Potgieter and Mr Michael Ulbrick.

The Audit and Risk 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 Committee of the meeting held on Thursday 15 December 2022.

Many items on the agenda are regular reports such as the CEO’s Report which covers state-wide integrity agencies activity and report findings, Council’s Internal Audit Progress Report, quarterly Finance Report, Risk and Insurance Report, Internal Audits Actions Register, Local Government Act Implementation Update and sector related agencies reports.

Issue / discussion

Details associated with some of the regular reports as well as other specific items considered by the Audit and Risk Committee are noted below:

· Internal Audit Reports were presented to the Committee. Those reports were for:

- Internal Audit Status Report - provides audits undertaken and upcoming audits and the status of them as at December 2022;

- An internal audit report review of Council’s Swimming Pool Registrations Process. This review assessed the design and effectiveness of the Council’s approach to the management and processing of swimming pool and spa registrations, identified any potential risks and/or opportunities to improve related practices.

The Swimming Pool Registrations Process review highlighted that Council has appropriate systems, processes and controls in place over swimming pool and spa registration related activities. The report identified several recommendations for continuous improvement.

· The Internal Audit Actions Register for the period ending 31 September 2022:

- The Committee provided feedback highlighting its satisfaction with how Council continues to progress the implementation of internal audit recommendations in a timely manner.

· Internal Auditors HLB Mann Judd provided a general update of the Internal Audit Program noting it was on track. They also tabled an issues paper, that outlines general sector guidance and trends.

· The Finance Report for the first quarter of the 2022/23 financial year ending 30 September 2022 was discussed.

· A Risk and Insurance Report for the period ending 30 September 2022 was tabled noting the organisation’s current operational and strategic risks and the controls that are in place to mitigate those risks. The report also highlighted the status of current insurance and claims matters.

· A Chief Executive Officer Report highlighted sector updates of interest related to local government integrity and risk management. The Report also noted the status of Council’s Local Government Defined Benefits Superannuation Scheme along with recent State and Federal Election commitments.

The Committee was complimentary of Council and its management regarding the very high standard of integrated audit and risk management leadership as demonstrated by reporting to this Committee.

Financial / economic issues

Council’s current budget provides for the operation of the Audit and Risk Committee, the completion of an Internal Audit Program and associated duties and responsibilities to ensure the organisation is actively delivering exemplar leadership and control of all its risks.

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 and Risk Committee meeting held on 15 December 2022 in accordance with transparency and accountability principles. The report illustrates that Council has a high level of maturity in managing and mitigating its risks.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL RECEIVES AND NOTES THE REPORT FROM THE AUDIT & RISK COMMITTEE MEETING HELD ON 15 DECEMBER 2022


Chief Financial Officer – Tony Rocca
Council Plan 2021-2025 (Year 2: 2022/23) Priority Action Progress Report, Quarter 2, 2022/23	Item 7

Purpose

To provide an update on progress made towards implementation of 2022/23 priority actions identified in the Council Plan 2021-2025, as at 31 December 2021.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 2: 2022-2023) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community

Key Directions 2021 – 2025:

8.1 Provide community inspired governance that is transparent, accessible, inclusive and accountable

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

8.3 Nurture a continuous improvement council culture of being collaborative, strategic, sustainable and employing best practice, that positions Maroondah as a leader in local government

Priority Action 2022-2023:

Not applicable

Background

The Council Plan 2021-2025 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 a 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 service delivery activities and initiatives across Council, and outcomes are measured and reported regularly.

Issue / discussion

Within the Council Plan, there are a range of priority actions identified that work towards delivery of the Maroondah 2040 Community Vision. These actions are updated annually to ensure 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 community outcome areas, each with a set of four-year key directions (strategies), four-year 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 visions outlined in Maroondah 2040: Our future together.

The attached report identifies the progress made by Council in delivering the 2022/23 priority actions identified in the Council Plan 2021-2025 (Year 2: 2022/23).

As at 31 December 2022, 35 priority actions scheduled for the 2022/23 financial year are currently underway, and one has been completed. A number of these priority actions are multi-year initiatives scheduled to be completed in future financial years.

Financial / economic issues

Not applicable

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

Council Plan achievements are reported back to Council and the community through quarterly reporting and through the Maroondah City Council Annual Report at the end of each financial year.

Conclusion

Council has made positive progress over the past six months (1 July 2022 to 31 December 2022) towards implementation of Council Plan priority actions scheduled for the 2022/23 financial year.

Attachments

1.	Council Plan 2021-2025 Priority Action Progress Report - Year 2 - Q2, 2022/23

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That Council NOTEs PROGRESS MADE TOWARDS THE DELIVERY OF 2022/23 PRIORITY ACTIONS IDENTIFIED IN THE COUNCIL PLAN 2021-2025 AS AT 31 DECEMBER 2022


Chief Financial Officer – Tony Rocca
Local Government Performance Reporting Framework - Service Performance Indicator Report - Quarter 2, 2022/23	Item 8

Purpose

To provide a report of Council’s indicators of service performance as measured by the Local Government Performance Reporting Framework (LGPRF) as at the end of quarter 2 of the 2022/23 financial year (31 December 2022).

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 2: 2022-2023) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community

Key Directions 2021 – 2025:

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 2022-2023:

Not applicable

Background

The Local Government Performance Reporting Framework (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 Victorian Government initiative aimed at ensuring transparency and accountability of the local government sector performance to ratepayers and 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 as part of the Report of Operations and Performance Statement sections as required by the Local Government (Planning and Reporting) Regulations 2020 and associated elements of the Local Government Act 2020.

End of financial year results are also publicly released by the Victorian Government in November/December each year. This public release enables users to benchmark the relative performance of Council’s on LGPRF indicators.

Issue / discussion

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

Many service performance indicators are subject to fluctuations across the year, reflect seasonality, or phasing of service delivery. As a result, quarterly data is not always indicative of the end of financial year result.

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

Financial / economic issues

As identified within the report.

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

End of financial year results for 2022/23 will be publicly released in Council’s Annual Report 2022/23. They will also be submitted for publication by the Victorian Government in November/December 2023.

From 1 January 2023, Local Government Victoria (LGV) moved to the newly formed Department of Government Services and the ‘Know Your Council’ website was deactivated. Performance data submitted by Councils remain publicly available via the LGV.

Conclusion

LGPRF service performance indicators as at the end of quarter 2 of the 2022/23 financial year (31 December 2022) are presented in the attached report. It is important to note that results for a number of indicators are subject to seasonal fluctuations.

Annual results for the full 2022/23 financial year will be published in Council’s Annual Report 2022/23.

Attachments

1.	2022-23 LGPRF Service Performance Indicator Progress Report - Quarter 2, 2022/23

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL Notes THE LOCAL GOVERNMENT PERFORMANCE REPORTING FRAMEWORK SERVICE PERFORMANCE RESULTS FOR the 2022/23 FINANCIAL YEAR AS AT 31 DECEMBER 2022


Chief Financial Officer – Tony Rocca
Quarterly Financial Report: Six months ending 31 December 2022	Item 9

Purpose

To present Council with a snapshot of Council’s financial performance for the six months ending 31 December 2022. Attachment 1 provides the full Maroondah City Council financial report.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 2: 2022-2023) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community.

Key Directions 2021 – 2025:

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

Background

In accordance with Section 97 of the Local Government Act 2020, 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 Committee.

On this occasion, the quarterly finance report is being presented to Audit and Risk Committee the day of Monday 20 February 2023. If there is anything of a material nature noted at the Audit and Risk Committee meeting, this will be raised as a discussion item.

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 in line with required accounting standards.

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

1. OPERATING PERFORMANCE

1.1 Overall Operating Performance

For the six months ended 31 December 2022, Council has recorded an underlying surplus before capital revenues of $57.99 million, which is $5.1 million ahead of the year-to-date forecast budget. This is primarily related to unexpended funds during the period and slightly higher than anticipated income, as outlined in section 1.3 of the report.

Taking into account that the Annual Forecast Underlying Surplus of $3,309K is inclusive of restricted items such as Public Open Space and Waste Management revenue collected during the year.

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 $639k - Areas of Council contributing to this are: Leisure ($887K), Engineering and Building Services ($146K) and Community Services ($57k).

· Net gain on disposal of property, infrastructure, plant and equipment $255K - Capital ($207K) for the sale of 3A Dunn St., Ringwood East ($124K) and Plant & Fleet ($83K)

There is no income stream with unfavourable variance.

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 $1,604K - Areas of Council contributing to this are: Leisure ($404K), Cyber and Technology ($347K), Community Services ($228K), and Strategy and Development ($138K).

· Contractors $2,007K - Driven by differences in the timing of expenses across the organisation. Areas of Council contributing to this are: Operations ($848K), Assets ($156K), Finance and Commercial ($651K), Strategy and Development ($168K) and People and places ($141K).

There are no unfavourable variances in the expense stream to date.

2. CAPITAL WORKS

2.1 Capital works YTD expenditure cumulative

* YTD Actual expenditure includes Carried Forwards

** Forecast Budget expenditure includes Carried Forwards

The Forecast Capital Expenditure program for 2022/23 is $62.54 million. A carry forward amount from 2021/22 of $12.78 million is included in the forecast for the current period.

The chart above indicates how Council is performing year to date against the forecast, as well as how we are tracking to achieve the period end target of $16.61 million. Council has spent 29% of its forecast at the end of the second quarter.

3. RATES

3.1 Actual rates outstanding balance by month

The chart above compares the rates outstanding as at 31 December 2022 to the same time last financial period. Our collection rate follows a similar pattern to previous periods, based on rate instalments occurring at set times throughout the financial period. Council has one of the highest debt recovery performances in comparison to other local government authorities.

Financial / economic issues

These are as presented in this Report and accompanying Financial Statements. As per section 97 of the Local Government Act 2020, the accompanying financial statements provide a comparison of actual and budgeted results to date with any variances deemed to be material commented on accordingly.

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

Over the course of the current financial year and especially the past two financial years, Council has responded to the pandemic from both a financial and community perspective. With this, Council has focused on repairing its financial position, continuously reviewing its financial position on a monthly/quarterly basis. Council’s financial position presents fairly and in a more financial sustainable position than the previous quarter, as it continues to make inroads towards building towards a long-term financially sustainable position.

Attachments

1.	Quarterly Finance Report - Council Meeting December 2022

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE FINANCIAL PERFORMANCE AGAINST BUDGET FOR THE SIX MONTHS ENDING 31 DECEMBER 2022


Director Assets & Leisure – Adam Todorov
Petition - Heathmont Residents Action Group	Item 1

Purpose

The purpose of this report is to present an additional petition that has been received from the Heathmont Residents Action Group, for the establishment of a “Heathmont Village Green” open space area at 127B Canterbury Road, Heathmont.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (2022/23 Update) 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, sustainable and well-built community with thriving activity centres and a network of neighbourhoods where everyone has the opportunity to live, work and play locally.

Background

Further to the petition tabled at the Council Meeting on 12 December 2022 (which contained 156 signatures), an additional hard copy petition was received on 15 December 2022 for the establishment of a “Village Green” open space area at 127B Canterbury Road, Heathmont. The lead petitioner is Ms Ann Albrecht, on behalf of the Heathmont Resident’s Group, and the petition has 128 signatures. The prayer of the petition is as follows:

“We the undersigned petition Maroondah City Council, in celebration of Heathmont’s Centenary in 2023, to preserve as permanent public open space the land at 127B Canterbury Road on the corner of Campbell Street, Heathmont: the ‘Heathmont Village Green’.

In support of the prayer, the petition also includes the following:

“Rather than selling or developing 127B Canterbury Road for reasons such as a car park / commercial land use / high-density or medium-density residential land use, we petition that Council develop on the site a thoughtfully landscaped ‘Village Green’ which can be enjoyed in perpetuity by all the residents of Heathmont and beyond”

The petition is a hard copy version of an online petition, similar to that presented at the Council Meeting on 12 December 2022. The online petition is still live, and now has 866 signatures.

Issue / discussion

The land associated with 127B Canterbury Road (Land), Heathmont, is currently owned by Maroondah City Council (Council), and was purchased for the purposes of constructing the proposed Heathmont Activity Centre Car Park (Car Park), using funding from the Federal Government (i.e. as part of the overall Car Park project). The Land is adjacent to a section of State Government owned VicTrack land, which Council maintains on behalf of the community for passive recreational purposes and for access to the Heathmont Train Station.

Council is currently awaiting further advice from the Australian Government on how its announcement to no longer fund the Car Park will impact the future use of the land.

The Land is commercially zoned in accordance with the Heathmont Structure Plan and the Maroondah Planning Scheme and any future use of the space would need to be consistent with this land zoning. The land zones within Heathmont were adopted by the State Government to maintain an appropriate balance between residential, commercial and open space uses.

It should be noted that Council is committed to maintaining and improving the section of State Government owned VicTrack land adjacent to 127B Canterbury Road, Heathmont, and the nearby FJC Rogers Reserve. Council has plans to engage with the community in the future in relation to the enhancement of these spaces and the Australian Government’s decision regarding the Car Park should have no bearing on those plans.

Financial / economic issues

The land was purchased for the purposes of constructing the Car Park, using Federal Government funding, and is currently commercially zoned.

Environmental / amenity issues

Not applicable

Social / community issues

The additional hard copy version of the petition has 128 signatures, and the online version now has 866 signatures.

Community consultation

Not applicable

Conclusion

The petition calls for the establishment of a “Village Green” at 127B Canterbury Road, Heathmont, to celebrate Heathmont’s centenary in 2023.

Council however, is currently awaiting further advice from the Australian Government on how its announcement to no longer fund the Car Park will impact the future use of the land.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That Council

1. RECEIVES AND NOTES the ADditional PETITION, CONTAINING 128 SIGNATURES, requesting the establishment of a “Village Green” at 127B canterbury road, heathmont

2. ADVISES THE LEAD PETITIONER THAT council is currently awaiting further advice from the australian government on how its announcement to no longer fund the proposed Heathmont Activity Centre car park will impact the future use of the land

Director Assets & Leisure – Adam Todorov

Capital Works Report: Second Quarter 2022/2023 Financial Year	Item 2

Purpose

To present the financial and operational status of Council’s Capital Works program for the second quarter of the 2022/2023 financial year.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 2: 2022-2023) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community

Key Directions 2021 – 2025:

8.1 Provide community inspired governance that is transparent, accessible, inclusive and accountable

Background

Council, as part of its Adopted Budget 2022/23, allocated $51.69M to Capital Works projects. Council also carried forward $12.78M from the 2021/22 capital works budget which includes some State and Federal grant funding previously received. The total adjusted forecast budget for 2022/23, taking account of changes to external funding for Activity Centre Carpark projects is $62.5M as of 31 December 2022.

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 program areas for the period 1 July to 31 December 2022.

Issue / discussion

The following is a summary of the status of Council’s major program areas as of 31 December 2022.

CAPITAL PERFORMANCE – SIX MONTHS ENDING 31 DECEMBER 2022

	YTD	YTD	YTD	Forecast	Amount	Adopted
	Forecast Budget	Actual *	Bud Var	Budget **	Carried Forward	Budget
	$’000	$’000	$’000	$’000	$’000	$’000
Classification
Buildings¹	5,627	7,837	(2,210)	14,575	5,228	2,800
Roads²	2,173	2,213	(40)	4,258	778	2,638
Footpaths and Cycleways³	1,361	1,173	188	2,601	221	3,446
Carparks⁴	478	451	27	19,491	440	24,050
Drainage⁵	564	551	13	5,851	1,559	4,292
Waste Management	831	829	2	2,587	37	2,550
Other Capital Roads and Drainage⁶	182	158	24	1,436	667	1,045
Recreational Leisure and Community Facilities⁷	1,345	1,593	(248)	1,888	348	1,201
Parks and Open Space⁸	769	732	37	2,533	697	2,197
Fixtures, Fittings and Furniture⁹	87	56	31	133	33	95
Plant, Machinery and Equipment¹⁰	1,649	1,250	399	3,698	500	3,238
Computers and Telecommunications¹¹	111	125	(14)	1,802	1,618	359
Property Sales	0	(9)	9	0	0	0
Building Renewal¹²	578	573	5	1,153	651	3,787
Total capital works	16,612	18,375	(1,763)	62,540	12,777	51,698

* YTD Actual expenditure includes Carried Forwards

** Forecast Budget expenditure includes Carried Forwards, future years’ projects brought into this year and projects related to new capital grants

Explanation of variations between forecast budget and adopted budget:

· ¹ Buildings – Variation between adopted $2.8M and forecast $14.58M budgets is due primarily to:

- $5.23M in funds carried forward from 2021/22;

- $3.90M transferred from Building Renewal for various community facility projects;

- $980K grant funds for East Ringwood Reserve lighting and Hughes Park female friendly facilities;

- $500K transferred from Parks and Open Space for works to complement community facility projects;

- $437K transferred from Roads to support works associated with pavilion improvements;

- $150K from Commercial Centres for CCTV Upgrades in Ringwood and Croydon precincts;

- $122K transferred from Footpaths and Cycleways for the peripheral works associated with the JW Manson redevelopment project;

- $100K from Recreation, Leisure & Community Facilities for Bedford Guide Hall renewal;

- $97K from Building Renewal for Gracedale Tennis Pavilion roof replacement; and

- $83K grant income received for the Croydon North Children’s Centre project

· ²Roads – Variation between adopted $2.64M and forecast $4.26M budgets is due primarily to:

- $778K in funds carried forward from 2021/22;

- $928K from Footpaths and Cycleways transferred to support various Road projects;

- $599K from Carpark funds transferred to support various Road projects;

- $250K transferred to Park and Open Space for Grayswood Reserve improvements;

- $56K transferred to Parks and Open Space projects; and

- $36K transferred from Other Capital Roads and Drainage for RMAC projects

· ³Footpaths & Cycleways – Variation between adopted $3.45M and forecast $2.60M budgets is due primarily to:

- $221K in funds carried forward from 2021/22;

- $928K transferred to support various Roads projects;

- $122K transferred to Buildings for works associated with the JW Manson redevelopment project; and

- $20K to Open Space for the Vinter Avenue Retaining Wall project

· ⁴Carparks – Variation between adopted $24.05M and forecast $19.49M budget is due primarily to:

- $440K in funds carried forward from 2021/22;

- $12.8M grant funds for the Ringwood Multilevel Carpark and other changes to reflect the withdrawal of the Government funding for Heathmont Activity Centre Carpark; and

- $599K transferred to support works associated with Roads projects

· ⁵Drainage – Variation between adopted $4.29M and forecast $5.85M budgets is due primarily to:

- $1.56M in funds carried forward from 2021/22; and

- $297K from Recreational Leisure and Community Facilities for Golf Course drainage projects

· ⁶Other Capital Roads and Drainage – Variation between adopted $1.05M and forecast $1.44M is due primarily to:

- $667K in funds carried forward from 2021/22;

- $36K transferred to Roads for RMAC road projects; and

- $35K transferred to Open Space for complementary street furniture works

· ⁷Recreational Leisure and Community Facilities – Variation between adopted $1.20M and forecast $1.89M budgets due primarily to:

- $348K in funds carried forward from 2021/22;

- $297K to Drainage for Golf Course drainage projects;

- $130K grant funding for JW Manson Cricket Nets;

- $100K to Buildings for Bedford Guide Hall renewal;

- $108K grant funding for Proclamation Park Safety Nets;

- $61K grant funding for Heathmont Reserve Safety Nets; and

- $150K transferred from Open Space

⁸Parks and Open Space. – Variation between adopted $2.19M and forecast $2.53M budgets is due primarily to:

- $697K in funds carried forward from 2021/22;

- $500K transferred to Buildings to support works for various projects;

- $250K transferred from Roads for Grayswood Reserve improvements;

- $150K transferred to support works associated with Recreational Leisure and Community Facilities projects;

- $56K transferred from Roads to support various Open Space projects;

- $50K transferred to Building Renewal to support various projects;

- $20K from Footpaths and Cycleways for Vinter Ave Retaining Wall; and

- $10K transferred to Fixtures, Fittings and Furniture for Art in Public Places

· ⁹Fixtures, Fittings and Furniture – Variation between adopted $95K and forecast $133K budgets is due primarily to:

- $33K in funds carried forward from 2021/22; and

- $10K from Parks and Open Space for Art in Public Places

· ¹⁰Plant Machinery and Equipment – Variation between adopted $3.24M and forecast $3.70M budgets is due to:

- $500K in funds carried forward from 2021/22

· ¹¹Computers and Telecommunication – Variation between adopted $359K and forecast $1.80M budgets is primarily due to:

- $1.62M in carried forwards from 2020/21

· ¹²Building Renewal – Variation between adopted $3.79M and forecast $1.15M budgets is primarily due to:

- $651K in funds carried forward from 2021/22;

- $3.9M funds transferred to individual community facility Building projects; and

- $97K transferred to Buildings for Gracedale Tennis Pavilion roof replacement.

Financial / economic issues

CARRIED FORWARDS FROM 2021/2022

Council carried forward an amount of $12.78M into the 2022/23 financial year, which primarily related to major projects that were underway at the end of the 2021/22 financial year.

CAPITAL WORKS YTD – EXPENDITURE (CUMULATIVE)

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

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

At 31 December 2022, Council had a total Capital Works forecast budget for 2022/23 of $62.54M, including $12.78M carried forward from 2021/22 and significant grant funding from State and Federal Governments. Key variations between adopted and forecast program budgets for the period 1 July to 31 December 2022 are noted within this report.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE STATUS OF THE CAPITAL WORKS PROGRAM FOR THE PERIOD 1 JULY TO 31 DECEMBER 2022


Director Strategy & Development – Andrew Fuaux
Biodiversity in Maroondah (2020) Volumes 1 & 2	Item 1

Purpose

To present the consultancy report Biodiversity in Maroondah (2020) Volumes 1 & 2 for Council’s noting and formal adoption to enable the report to be made publicly available, and to underpin future policy.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 2: 2022-2023) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A clean, green and sustainable community

Our Vision: In 20240, Maroondah will be a resilient community committed to sustainable living, enhancing our natural environment, and providing leadership in responding to climate change

Key Directions 2021 – 2025:

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

4.5 Preserve and enhance Maroondah’s parklands, bushlands, gardens, canopy vegetation and open spaces

4.6 Work in partnership to protect and restore biodiversity and habitat corridors for local plants and animals

4.7 Plan for increased vegetation and green spaces within activity centres and major development sites to link the built environment to the natural landscape and better connect people to nature

Priority Action 2022-2023:

Prepare and implement a Maroondah Habitat Connectivity Action Plan

Background

Maroondah’s present-day biodiversity has benefited from the introduction of a Vegetation Protection Overlay in the late 1990s that still provides a level of protection to sites of biological significance identified at the time. The evidence-base that supported their successful introduction came largely from the report “Maroondah’s Sites of Biological Significance (1997) Volumes 1 & 2” by Graeme Lorimer. However, much has changed since this report was released, including continued urbanisation, climate variation, changes to the criteria for assigning biological significance, and the discovery of new sites. This means that the 1997 report is no longer a contemporary representation of Maroondah’s current sites of biological significance and the biodiversity they support.

Through the community engagement process for development of the Maroondah Housing Strategy (2016), the community identified their highest housing issue and priority policy response to be “Balancing development and the natural environment”

With the resulting policy response to this issue being noted for Council to “Protect and enhance our vegetation, ridgelines and landscapes”

As a result of this policy, the Strategy sets a key direction to review, evaluate, reaffirm and enhance the existing commitment to areas of special environmental quality in Maroondah, with the priority action to: “Undertake a municipal wide vegetation review and ensure consistency of supporting planning controls”.

A key component of the municipal wide vegetation review was to establish a contemporary understanding of Maroondah’s biodiversity (what species and ecosystems it comprises, where it is concentrated, what threatens and sustains it), and in doing so provide an updated assessment of Maroondah’s sites of biological significance as originally identified in the report Sites of Biological Significance in Maroondah (1997) Volumes 1 & 2 by Graeme Lorimer.

Biosphere P/L (Graeme Lorimer) was engaged to undertake this contemporary assessment, leading to the report Biodiversity in Maroondah (2020) Volumes 1 & 2.

Issue / discussion

Biodiversity in Maroondah (2020) overview

Volume 1 (162 pages) provides a contemporary overview of Maroondah’s biodiversity: what species and ecosystems it comprises; where it is concentrated; what threatens and sustains it; and what Maroondah City Council and the community can do to protect, restore and improve it.

Volume 1 Chapter headings include:

· Introduction

· The knowledge base for this study

· Maroondah’s original vegetation

· Ecological communities

· Wild plant species

· Fungi and lichens

· Fauna and wildlife habitat

· Summary of findings re Sites of Biological Significance

· Findings about biodiversity outside of the ‘significant sites’

· Philosophical issues with practical implications

· Actions for council consideration

· Issues for bodies other than council

· Appendices:

- Indigenous plant species inventory

- Inventory of naturalised flora

- Inventory of fungi and lichens

- Fauna inventory

Chapter 11, “Actions for Council Consideration”, summarises issues raised in other parts of the report to which “..Council may wish to respond, or at least to take into account in related decisions that it has to consider..” and suggests actions for Council’s consideration. It covers a wide range of topics, including aspects of strategic and statutory planning, reserve management, water management, community support and involvement, and monitoring.

Maroondah officers from relevant teams were consulted in the preparation of a corresponding document, outlining responses to each of the suggested actions.

In summary there is in principle support for the intent and directions of all of the suggested actions.

Volume 1 provides a rich source of information on biodiversity in Maroondah that is considered valuable to both Council and community. Making it publicly available on Council’s website would enable many to benefit.

Volume 2 (851 pages) provides a detailed individual analysis of each site in Maroondah that meets the Victorian Government’s criteria for ‘sites of biological significance’. It identifies 109 current Sites of Biological Significance, with recommendations for their protection through planning provisions as outlined below:

For each of the 109 currently recognised Sites of Biological Significance Volume 2 provides individual site-by-site descriptions, including the following:

· Site name and level of biological significance

· Details of site boundaries, land use and tenure, including a map overlaid on a 2017 aerial photograph

· General description of the land, habitat and relevant historical information

· Relationship to other land, to provide a landscape context and explain fauna movements

· Descriptions of the various habitat types (vegetation and aquatic) in the site

· Information about significant species of flora and fauna

· Fauna habitat features

· Ecological condition of the vegetation

· Biological significance ratings by the state government’s criteria

· Other values of the site not assessed in the biological significance ratings

· Changes in species present and the habitat’s extent and condition (where apparent)

· Threats facing the site’s natural values

· Strategic planning recommendations, e.g. whether an overlay is recommended

· Any other recommendations

Volume 2 provides valuable and detailed information on individual sites that is considered valuable for Council, environmental volunteers and others with an interest in the study, protection and management of these sites and their environmental values. This information provides the scientific rigour and evidentiary rationale to support the introduction of policies such as planning provisions designed to protect and improve Maroondah’s contemporary Sites of Biological Significance. For this information to be used to underpin policies, Volume 2 needs to be formally adopted by Council as an accepted base of evidence. Also making it publicly available on Council’s website would enable many others to benefit as well.

Financial / economic issues

There are no financial implications for the noting of Volume 1 or the formal adoption of Volume 2 of Biodiversity in Maroondah (2020), nor with making them both publicly available on Council’s website.

Environmental / amenity issues

The report Biodiversity in Maroondah (2020) Volumes 1 & 2 is a vital source of information for the ongoing protection and management of indigenous vegetation, habitats and biodiversity in Maroondah. Formal adoption by Council of Volume 2 as an accepted base of evidence, and making both volumes publicly available, will assist the protection and management of Maroondah’s natural environment by both Council, community and others.

Social / community issues

There are no negative social implications for the noting of Volume 1 or the formal adoption of Volume 2 of Biodiversity in Maroondah (2020), nor with making them both publicly available on Council’s website. In fact, the information they contain can provide the community with insights into Maroondah’s natural environment they may have otherwise been unaware of.

Community consultation

The report Biodiversity in Maroondah (2020) Volumes 1 & 2 is expected to be an important source of information for any future community consultations on matters relating to Maroondah’s indigenous vegetation, habitats and biodiversity, including the introduction of associated planning provisions.

Conclusion

Biodiversity in Maroondah (2020) Volumes 1 & 2 is a detailed, factual and comprehensive assessment of biodiversity in Maroondah, and provides a contemporary assessment of Maroondah’s Sites of Biological Significance. It serves as a valuable source of information for Council and community, and a sound scientific base that can underpin future vegetation-related policies and action on the ground.

Attachments

1.	Biodiversity in Maroondah Vol 1 FINAL
2.	Biodiversity in Maroondah Vol 2 FINAL
3.	Council responses to 'Actions for Council consideration' in Biodiversity in Maroondah 2020 Volume 1

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That

1. Volume 1 of Biodiversity in Maroondah (2020) be noted by Council and made publicly available on Council’s website

2. The document “Council responses to 'Actions for Council consideration' in Biodiversity in Maroondah 2020 Volume 1” accompany Volume 1 and BE made publicly available on Council’s website

3. Volume 2 of Biodiversity in Maroondah (2020) be formally adopted by Council as an accepted base of evidence, and also be made publicly available on Council’s website

Director People & Places – Marianne Di Giallonardo

Local Government Women's Charter 21 - Annual Update	Item 1

Purpose

To provide an update on Maroondah City Council’s participation in the Victorian Local Government Australia (VLGA) Women’s Charter; and to acknowledge activities that have taken place in Maroondah over the past twelve months which support the Charter principles.

Strategic / policy issues

The following directions contained in Maroondah 2040: Our Future Together and the Council Plan 2021-2025 (Year 2: 2022-2023) provide the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered community

Key Directions 2021-2025:

The organisation has a significant amount of activity relating to increasing female participation across all its operations.

1.6 Promote the health and wellbeing of the community through accessible and affordable initiatives and services that respond to community needs.

2.11 Facilitate and encourage the provision of positive learning environments, life-long learning opportunities and employment pathways for all ages, abilities and backgrounds

2.12 Advocate for accessible and affordable education and childcare in Maroondah that responds to local needs and enhances individual wellbeing

2.14 Promote connections between education providers, businesses and the broader community to support employment pathways, intergenerational connections and knowledge transfer

7.1 Support people of all ages, abilities and backgrounds to be connected, valued and empowered within their local community through accessible and inclusive services, programming and facilities

7.2 Ensure social inclusion principles inform the planning for local services, programs and community infrastructure

7.6 Support community members to age in place, live in accessible neighbourhoods and remain socially connected

7.8 Work in partnership to facilitate and promote sustainable social enterprises that create local community connections, inclusion and empowerment

8.1 Provide community inspired governance that is transparent, accessible, inclusive and accountable

8.3 Nurture a continuous improvement council culture of being collaborative, strategic, sustainable and employing best practice, that positions Maroondah as a leader in local government

8.8 Work in partnership to advocate for and champion the needs and aspirations of the community to Victorian and Australian levels of government, service providers and the business sector

Priority Action 2021-2022:

· Investigate and implement additional female changing facilities at local sporting venues.

· Implement the Gender Equality Act 2020, including Council’s Gender Equality Action Plan

BACKGROUND

The Local Government Women’s Charter recognises the need for increased women’s participation in Local Government and promotes the principles of:

· gender equity: advocating the equal right of women and men to be local government representatives;

· diversity of representation: encouraging the inclusion of different experiences and perspectives in local government and community decision making;

· recognising and supporting the active citizenship of women: increasing the numbers and participation of women in decision making so that our community demographics are more accurately reflected in local government.

Council at its meeting in August 2010 endorsed the Victorian Local Government Women’s Charter and, at the time, nominated both Councillors Lamont and Thomas as Charter Champions along with the Director Corporate Services. Council undertook a range of activities in the lead up to the 2012 Council elections to attract greater interest in civic affairs and increase participation in the number of female candidates for the 2012 elections.

In 2018, the VLGA received funding from the Department of Health and Human Services (DHHS) Community Primary Prevention Partnerships program to work with Councils to reactivate the Charter in their local government area, with a 12-month project entitled “Women’s Charter 21”. In November 2018, Council appointed Councillors Damante, Graham, Lamont, Mazzuchelli and Spears as Women’s Charter Champions in conjunction with the Director Corporate Services and provided a report on activities over the previous 12 months that supported the Charter principles.

Following the Council election in October 2020, Councillors Damante, Graham, Lamont, Stojanovic and Spears together with the Director Corporate Services were appointed as Women’s Charter Champions, with an update to Council on recent activities provided at the 13 December 2021.

On the 6 December 2021, Nora Lamont resigned from her role as a Councillor of Maroondah. A by-election was held for the Wonga Ward in March 2022 and Linda Hancock was elected as Councillor. Cr Hancock was appointed as a Women’s Charter Champion at the Council Meeting held on 28 March 2022.

Issue / discussion

The Local Government Women’s Charter is in its 24th year of existence and is adopted by 73 out of 79 Victorian Councils.

Since endorsing the VLGA Women’s Charter in August 2010, Council has undertaken a range of programs and projects to support the three key principles: gender equity; diversity; and active citizenship. Over the past 12 to 18 months, through the COVID pandemic and the recovery period, the importance of these activities has been amplified. A list of activities over the past 12 months is provided below:

Leadership and accountability

· Following the resignation of Cr Nora Lamont in December 2021, a by-election was held for the Wonga Ward in March 2022. Linda Hancock was elected as Councillor for the Wonga Ward, maintaining a ratio of five women to four men on Maroondah City Council.  Senior leadership of the organisation is represented by a ratio of 7 women to 13 men, that is 35% women and 65% men.

· In March 2022, Council successfully submitted its first Gender Equality Action Plan 2021-2025 to the Commission for Gender Equality in the Public Service. This Plan is now available to the public via both Council’s and the Commission’s website.  The Gender Equality Action Plan explains the results of the workplace gender audit, our key priorities, strategies for achieving workplace gender equality and our commitment to resourcing this Plan and undertaking gender impact assessment for our policies, programs, and services. 

· Council’s Equal Opportunity Committee has been reinvigorated this year with a new Committee framework, new membership, terms of reference and formalised working groups which will include the lived experience perspective of employees from the LGBTIQA+ community, and employees living with and/or caring for others with a disability and illness.

Preventing gender-based harassment and discrimination, sexual harassment, and bullying

· Council has implemented the 12 recommendations summarised in VAGO’s Report into Sexual Harassment in Local Government 2020. Some significant achievements have included:

- From May to September 2022, Council implemented a Sexual Harassment Prevention Program consisting of 39 facilitated sessions. Five leader sessions and 34 employee sessions resulted in almost 900 employees taking part. After participating in these sessions, 8 out of 10 participants felt confident to deal with or speak up about sexual harassment in the workplace.

- During 2022, Councillors and the Corporate Management Group completed sexual harassment training with the Victorian Equal Opportunity and Human Rights Commission.  

- During 2022, 13 equal opportunity contact officers were trained by the Victorian Equal Opportunity and Human Rights Commission. These contact officers will provide a vital first point of contact to employees to informally discuss concerns they might have, support them to identify their issues and assist them weigh up the best option for a resolution.

- A new standalone Sexual Harassment Policy was implemented by Council in May 2022. The Equal Opportunity, Bullying and Harassment Policy was also amended. In addition, reporting of sexual harassment, violence and aggression was incorporated into the procurement needs analysis for a more comprehensive online OHS reporting system.

- In November 2022, Council delivered its first Ally training for employees who wish to gain a better understanding of why LGBTIQ+ inclusion is important to Maroondah and explore the challenges often faced by people who identify as LGBTIQ+. Training will be offered biannually and open to all employees across Council.

Workforce development, gender pay equity and support for caring

A range of these enhancements have successfully been negotiated with Council’s Enterprise Bargaining Agreement Negotiating Committee, supported by employees, and recently approved by the Fair Work Commission. These items include but are not limited to increased paid parental leave for primary and secondary carers, gender neutral language throughout the document better reflecting Maroondah’s workplace language, increased commitment to diversity consistent with Council’s Gender Equality Action Plan, and increased ex-gratia leave considerations on a range of health-related matters.

Driving change in the community

· In May 2022, Council received Victorian Government funding to implement the Free From Violence Local Government Pilot Program. Over three years, 15 Victorian Councils will implement a whole-of-council framework to embed gender equality and family violence prevention practices. The framework focusses on Council’s domains of influence as a workplace, a service provider, a connector, and as a community leader. To date, Council has appointed a project officer and completed the Organisational Health Check (OHC) to the Victorian Government funding body, Department of Families, Fairness and Housing. The OHC included a review of relevant Council documents, focus groups across each Council service area, and an organisation wide survey. Based on the information collected through the OHC, an initiative plan has been developed for the 2022/23 financial year. Updated plans will be developed for the two further financial years.

· Council is one of more than 30 partners participating in Together For Equality and Respect - the regional Strategy for Preventing Violence Against Women in Melbourne’s Eastern Region. The Strategy outlines the case for action and sets out a strategic framework for 2021-2025. Council’s involvement in this partnership continued during 20222 involving: regular attendance at Community of Practice forums; promoting gender equality in sporting clubs; along with partnering in activities of mutual benefit such as women’s safety walks and keeping safe online workshops.

· As part of the 16 Days of Activism Against Gender-based Violence, Council displayed seven billboards in prominent locations across the municipality during November and December 2022 with messages relating to the prevention of family and gender-based violence and promoting gender equality. Reflecting Council’s obligations under the Victorian Gender Equality Act 2020, Council worked with community project partners to develop a range of messages for the 2022 campaign billboards that reflect intersectionality, diversity and inclusion:

- Everyone deserves to feel safe at home

- Gender equality prevents family violence

- There’s no excuse for elder abuse

- Violence is not part of our culture - in partnership with Mullum Mullum Indigenous Gathering Place

- Women can lead (in Falam Chin, Karen and English languages) - in partnership with Eastern Community Legal Centre - Matter of Respect project

- Disability and gender do not limit who I can be - in partnership with Women’s Health East - Margins to Mainstream project

· Hair 3Rs (Recognise, Respond and Refer) teaches salon professionals to recognise the signs of family violence and know what to say and do if a client or colleague shares their experience of family violence. In May 2022, 14 Maroondah salon professionals attended a three-hour online training facilitated by EDVOS and received a certificate of completion as well as access to downloadable resources to display in their salon.

· Council hosted free Social Media Self-Defence community education programs during 2022 delivered by eSafety Women, from the Office of the eSafety Commissioner. The program is aimed at elevating and protecting women’s voices online. Two online sessions were held in March 2022 for women and girls aged 16+, in conjunction with Knox and Yarra Ranges Councils. A total of 43 women attended the two online sessions. An in-person session was also held in Maroondah during November 2022, specifically for older women with 31 women in attendance. These interactive sessions help local women to use social media platforms more safely and effectively, learning how to use privacy settings, recognise online abuse and ways to report it. A further session is planned in 2023 in conjunction with Women’s Health East and Margins to the Mainstream project experts for women with disabilities and their carers.

· Two Ways to Play sessions were offered to families in October as part of Children’s Week.  Ways to Play is an active play-based workshop that engages children aged 0-6 alongside their parents and caregivers in a fun and playful way to support healthy childhood development, and to inspire children to play without restrictive and harmful gender stereotypes.  Each family received a free family play kit to take home. Session times were Wednesday and Saturday morning to enable greater accessibility. A total of 86 children, parents and caregivers attended. 

· The MABELS (Mothers And Babies Engaging and Living Safely) program continued over the past 12 months. The program continues to support families experiencing family violence and has been particularly important in providing referral pathways with the impacts of the COVID pandemic increasing levels of violence in the home.

· Council’s Maternal and Child Health service has developed strong partnerships to improve the mental health wellbeing of children and their families through improved referral pathways. Key partners include EACH; Eastern Health Mental Health Services; Eastern Community Legal Centre (ECLC); Eastern Health Perinatal Emotional Health Service (PEHS) for women experiencing emotional health issues including: postnatal depression and trauma impacting mental health during the first 12 months post birth; The O’Connell Centre providing early parenting support for vulnerable families; and Child and Youth Mental Health Services. Maternal and Child Health continue to see mental health and family violence issues exacerbated as part of the ongoing impacts of the COVID pandemic with corresponding increase in referrals to specialist services.

Diversity of Representation

· Council holds a gender balance at the Councillor level. The 2020 Maroondah election saw 13 women run for Council, resulting in five women being elected to a nine seat Council. Following the by-election in March 2022, Maroondah continues to have a majority of five women in elected positions.

· In 2020, Cr Kylie Spears was elected President of the Victorian Branch of the Australian Local Government Women’s Association, a position she continues to hold. ALGWA is an organisation that assists in furthering women’s participation, knowledge and understanding of the function of Local Government.

· As President of the Victorian Branch of the Australian Local Government Women’s Association, Cr Kylie Spears is a standing member of the Local Government Victoria Gender Equality Advisory Committee. This Committee has been formed in an effort to drive gender equality across Victoria’s 79 Councils, and advises the Minister for Local Government and Minister for Women on how to deliver the Victorian Government’s target of 50 per cent female Mayors and Councillors by 2025.

Recognising and Supporting the Active Citizenship of Women

· Council has partnered with our neighbouring Eastern Region Councils to undertake a collaborative project to support consistent implementation of the Victorian Government’s Fair Access Policy Roadmap which will advance gender equitable access and use of community sports infrastructure.

· In 2021, Council secured Victorian Government funding to develop an indoor cricket training venue to complement the newly reconstructed pavilion, reconstructed Russell Lucas Oval and upgraded sportsground lighting at Jubilee Park. The investment in this venue has been provided to support the growth of women’s cricket in the Eastern Region. The facility has been under development during 2022 and it is envisaged that the venue will open mid-2023.

· Council has completed pavilion works at Cheong Park in Croydon South, Springfield Reserve and Ainslie Park in Croydon; Proclamation Park in Ringwood, improving facilities for women’s participation in sport for cricket, AFL, and baseball. Council was successful in receiving Victorian and Australian Government funding to develop a new multi-purpose pavilion at Dorset Reserve that will be home to the Croydon City Arrows, supporting the Club in developing their highly successful women’s program. The facility will also be used by the Eastern Burmese Ethnic Community.

· This year’s International Women’s Day breakfast at Karralyka was held in March 2022. Lauren Oliver, CEO of Mum’s who wine shared her motherhood juggle and determination to create a “village” that supports women in a fun and social way with the use of events, retreats and networking while encouraging self-care.

· In collaboration with Knox and Yarra Ranges Councils, Maroondah City Council held a Women in Business event at Karralyka - the first face to face in a few years. The event encouraged women in business to take time out to connect and learn with like-minded people at Women on the Go: Step Ahead 2022. Key speakers were four local professional women who shared their insights into running successful businesses whilst maintaining a work-life balance. Over morning tea, guests heard how to build strong customer connections through digital marketing, learnt simple tips to improve finances, successful time management and identifying priorities to build confidence and redefining self-worth.

Next steps

Maroondah City Council currently comprises of a majority of women Councillors; however, this outcome cannot be taken for granted. Studies supported by bodies such as the Victorian Local Government Gender Equity Advisory Committee and ALGWA have illustrated that women need additional support and encouragement from the community and Council to successfully nominate for, and be elected in Local Government elections. The Victorian Government has a goal to achieve 50:50 representation for Councillors by 2025.

In pursuing diversity and inclusion amongst democratically elected local government representatives, it is acknowledged that people from a range of backgrounds may benefit from additional promotion, encouragement and support as they consider whether to run for Council in future elections.

During 2023, Council will investigate opportunities to promote, encourage and support women and gender diverse people to stand for the 2024 Local Government elections in the City of Maroondah. It is hoped that providing additional awareness and support will facilitate an elected Council that continues to reflect the growing diversity of our Maroondah community.

Council will also seek to work in partnership with other Eastern Region Councils to explore how to promote, encourage and support people from all backgrounds to stand for future Local Government elections.

FINANCIAL / ECONOMIC ISSUES

Advocacy and Council programs identified in this report are contained within the current budget.

Environmental / amenity issues

Not Applicable

Social / community issues

This Report continues to recognise the positive work undertaken across the municipality by Council and its many partners in ensuring women in Maroondah are able to develop to their full potential and participate equally across all aspects of family, community and business life.

COMMUNITY CONSULTATION

During the COVID-19 pandemic, Council sought to engage with the Maroondah community through a COVID-19 Community Survey, workshops with key community service partners, and social impact assessments undertaken with input from local agencies. This engagement input highlighted the gendered social and economic impacts of the COVID-19 pandemic on the Maroondah community, including impacts on job security, home schooling and childcare responsibility and increased levels of family violence. The information gathered contributed to the Maroondah COVID-19 Recovery Plan.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That Council

1. notes the OVERVIEW of actions in support of the three women’s charter key principles of gender equity, diversity and active citizenship THAT COUNCIL HAS UNDERTAKEN OVeR THE PAST 12 MONTH PERIOD

2. investigateS opportunities to promote, encourage and support women and gender diverse people to stand for Local Government elections in the City of Maroondah

Realm	179 Maroondah Hwy, 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, Croydon 3136 Realm: 179 Maroondah Hwy, Ringwood 3134


Chief Financial Officer – Tony Rocca
Attendance Report	Item 1

Chief Financial Officer – Tony Rocca

Audit and Risk Committee - Further Term Appointment for Current Member	Item 10