Agenda of Ordinary Council Meeting


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 community inspired 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 17 April 2023 and 1 May 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.	2023 April 17 - Councillor Briefing Public Record
2.	2023 May 01 - Councillor Briefing Public Record

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE PUBLIC RECORD OF THE COUNCILLOR BRIEFINGS HELD ON THE 17 APRIL 2023 AND 1 MAY 2023


Chief Financial Officer – Tony Rocca
Councillor Representation Reports	Item 3

Purpose

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

· Maroondah Access, Inclusion and Equity Advisory Committee held on 31 March 2023

· Maroondah Disability Advisory Committee held on 30 March 2023

· Eastern Transport Coalition held on 16 March 2023

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 Graham, Spears and Stojanovic are Council’s Representatives on the Maroondah Access, Inclusion and Equity Advisory Committee.

Crs Dib, Spears and Hancock are Council’s Representatives on the Maroondah Disability Advisory Committee.

Cr Dib as Council’s Representative with Cr Damante as Substitute Representative on the Eastern Transport Coalition.

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.	2023 March 31 - Maroondah Access Inclusion and Equity Advisory Committee Meeting Minutes
2.	2023 March 30 - Maroondah Disability Advisory Committee Meeting Minutes
3.	2023 March 16 - Eastern Transport Coalition Draft Minutes

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL RECEIVES AND NOTES MINUTES OF the following committees

1. MAROONDAH ACCESS, INCLUSION AND EQUITY ADVISORY COMMITTEE HELD ON 31 march 2023

2. MAROONDAH DISABILITY ADVISORY COMMITTEE HELD ON 30 March 2023

3. EASTERN TRANSPORT COALITION HELD ON 16 march 2023

Chief Financial Officer – Tony Rocca

Councillors Quarterly Expense and Reimbursement Report - January to March 2023	Item 4

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.

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 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 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 January to* *31 March 2023* *($)*	*Total* *1 July to 31 March 2023 ($)*
Tasa Damante	329.00	525.74	102.50	459.00	2,538.14	743.00	4,697.38	6,906.72
Tony Dib OAM JP	1,054.00	0.00	0.00	459.00	2,779.00	0.00	4,292.00	4,871.00
Marijke Graham	0.00	0.00	0.00	418.00	0.00	0.00	418.00	3,325.40
Linda Hancock	959.00	0.00	0.00	459.00	5,279.00	83.00	6,780.00	8,045.89
Paul Macdonald	1,561.00	0.00	0.00	418.00	3,070.00	128.00	5,177.00	10,576.60
Kylie Spears	692.00	506.84	0.00	513.00	1,727.00	0.00	3,438.84	5,141.33
Rob Steane Mayor 11 November 2022 to 15 November 2023	960.00	#3,000.00	0.00	418.00	1,946.00	83.00	#6,407.00	#9,092.87
Suzy Stojanovic	0.00	0.00	1,268.50	512.00	5,165.00	0.00	6,945.50	10,084.53
Mike Symon Mayor 10 November 2021 to 9 November 2022	681.00	278.51	0.00	418.00	2,612.00	78.00	4,067.51	#15,270.15
TOTAL	6,236.00	#4,311.09	1,371.00	4,074.00	25,116.14	1,115.00	#42,223.23	#73,314.49

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 JANUARY TO MARCH 2023


Chief Financial Officer – Tony Rocca
Council Plan 2021-2025 (Year 2: 2022/23) Priority Action Progress Report, Quarter 3, 2022/23	Item 5

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 March 2023.

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 March 2023, 36 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 that will continue into 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 nine months (1 July 2022 to 31 March 2023) towards implementation of Council Plan priority actions scheduled for the 2022/23 financial year.

Attachments

1.	Council Plan Priority Actions - Year 2 2021-2025_Q3 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 march 2023


Chief Financial Officer – Tony Rocca
Local Government Performance Reporting Framework - Service Performance Indicator Report - Quarter 3, 2022/23	Item 6

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 3 of the 2022/23 financial year (31 March 2023).

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

8.4 Work in partnership to deliver innovative, accessible and evidence informed services that are people focused, proactive, integrated and responsive

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, enabling benchmarking of the relative performance of Council 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 website.

Conclusion

LGPRF service performance indicators as at the end of quarter 3 of the 2022/23 financial year (31 March 2023) 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 Q3 Progress Report

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 MARCH 2023


Chief Financial Officer – Tony Rocca
Financial Report: Nine Months Ending March 2023	Item 7

Purpose

To present Council with a snapshot of Council’s financial performance for the nine months ending 31 March 2023. 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.

The quarterly finance report is being presented to Audit and Risk Committee the day of Friday 2 June 2023. If any material commentary is made at the Audit and Risk Committee, this will be communicated to Council via the next reporting period.

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.

discussion

The following is a summary of the financial position for the nine months ending 31 March 2023. A detailed report is attached to this document.

1. OPERATING PERFORMANCE

1.1 Overall Operating Performance

	YTD	YTD	YTD			Adopted
	Forecast	Actual	Forecast	Annual	Adopted	To
	Budget	Results	Variance	Forecast	Budget	Forecast
	$’000	$’000	$’000	$’000	$’000	$’000
Operating
Income	139,218	140,465	1,247	171,570	151,558	20,011
Expenses	112,809	111,399	1,409	164,989	149,507	(15,483)
Underlying surplus (deficit)	26,410	29,066	2,656	6,580	2,052	4,529

Capital
Grants - capital (recurrent and non-recurrent)	7,688	7,689	1	28,611	23,585	5,026
Comprehensive result	34,098	36,755	2,657	35,191	25,637	9,554

For the nine months ended 31 March 2023, Council has recorded an underlying surplus before capital revenues of $29.07 million, which is $2.7 million ahead of the year to date forecast budget. This is primarily related to unexpended funds during the period, as outlined in section 1.2 of the report.

Considering, that the annual forecast underlying surplus of $6.6 million 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:

· Statutory Fees & Fines $240k - Timing variance is mainly in the Local Laws performing more strongly in income generation than predicted at this point in time by $363k.

· User Fees $129k - Represents in $104k Ringwood Golf and $134k Risk Management areas.

· Grants Operating (non-recurrent) $137k - $150k represents in Business & Precincts area for Building Acceleration Fund (BAF) initiative.

· Other Income $269k - Finance & Commercial area contributes to this variance relating to Interest income of $260k which is higher than the anticipated budget.

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 $388k - Timing variance is mainly in the Plant & Fleet area of $532k.

· Contractors $1,009k - Driven by differences in the timing of expenses across the organisation. Areas of Council contributing to this are: Operations $685k, Leisure $76k, Business & Precincts $49k, Finance & Commercial $118k and Assets $66k.

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 $65.15 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 $29.42 million. Council has spent 48.89% of its forecast at the end of the third quarter.

3. RATES

3.1 Actual rates outstanding balance by month

The chart above compares the rates outstanding as at 31 March 2023 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 Reporting - Council Meeting - Mar 2023
2.	Quarterly Finance Report - Appendix Analytics Mar 2023

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE REPORT ON THE FINANCIAL PERFORMANCE AGAINST BUDGET FOR THE NINE MONTHS ENDING 31 MARCH 2023


Director Assets & Leisure – Adam Todorov
Community Facilities Lease - Maroondah Tennis Clubs	Item 1

Purpose

To seek Council approval of lease agreements with seven (7) incorporated Tennis Clubs and to authorise the signing and sealing of the relevant documentation.

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 Safe Healthy and Active Community

Our Vision: In 2040, Maroondah will be a safe, healthy and active community where all people have the opportunity to experience enhanced levels of social, emotional and physical wellbeing.

Key Directions 2021 – 2025:

1.14 Work in partnership to increase opportunities and create welcoming, supportive and accessible environments for all community members to undertake physical activity

Background

There are ten (10) tennis clubs in the municipality, located on Council land and occupying Council-owned premises. Independent, incorporated associations, via representative Committees of Management, manage the tennis clubs operating out of these premises. The current leases for all tennis clubs are currently in overholding and discussions have progressed with 7 of the 10 clubs to draft new lease agreements for the continued use and occupation of the facilities. Further planning and discussions will continue to be undertaken with the remaining three (3) clubs.

Issue / discussion

Council seeks to enter into a new lease agreement with each of the following clubs:

· Burnt Bridge Tennis Club Inc.

· Croydon Tennis Club Inc.

· Gracedale Park Tennis Club Inc.

· H.E. Parker Reserve Tennis Club Inc.

· Heathmont Tennis Club Inc.

· East Croydon Kilsyth Tennis Club Inc.

· Ringwood Central Tennis Club Inc.

In respect to these lease agreements between Council and the Lessees, the Lessees will be granted use and occupation of the premises for a term of five (5) years with an option for a further five (5) years at annual rentals based on the number of courts located within the premises.

It is proposed that Council approves the lease agreements, based on the following principal terms:

· Rental – Set for two (2) years and then reverting to the Community Facilities Pricing Schedule, to be developed later this year

· Term – Five (5) years with the option of a further five (5) year term

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

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

· Special condition 1, Commercial Operations

Financial / economic issues

Under the previous tennis club lease agreements, which are currently in overholding since 31 December 2022, clubs paid a nominal lease fee in accordance with Council’s Community Facilities Pricing Policy lease category for Groups that are responsible for specialised maintenance. Under the policy, there are several sports, including tennis, that are responsible for the specialised maintenance of all areas within their Leased or Licensed facility, except for the pavilion.

In order to improve open space aesthetics, environmental sustainability and the safety of Council owned tennis facilities, the Maroondah Tennis Strategy, which was endorsed by Council at the 20 March Council Meeting, proposed that Council assumes responsibility for the renewal of tennis court fencing and court lighting and that an increase to club lease fees occurs, to offset part of the cost. Maintenance remains the responsibility of the tenant, excluding acts of vandalism. An internal review of the current tennis leases also proposed that the pavilion charge be consistent with the Community Facilities category C pavilion fee, rather than the previous 50% court charge, as tennis pavilion size does not correlate to the number of courts.

Environmental / amenity issues

Not Applicable

Social / community issues

The development of the standard Community Facilities Lease Agreement will ensure the clear and equitable delineation of maintenance responsibilities for all tenants occupying Council owned and/or managed Community Facilities, consistent with the Community Facilities Pricing Policy, and supports a sustainable approach to the provision of community-based sport and recreation.

Community consultation

Council undertook high level discussions with clubs in February and March 2022 as part of the Maroondah Tennis Strategy engagement. Clubs received an update on potential changes to leasing fee structure at the annual Maroondah Tennis Clubs’ Forum in October 2022 and then were provided with a proposal document in December 2022 outlining proposed changes to the lease and inviting clubs to meet 1:1 with Council Officers to discuss. Council has met with all seven (7) clubs and received written acknowledgement of the intention to sign the lease as presented.

Conclusion

The lease agreements provide a mutually beneficial arrangement between Council and the seven (7) incorporated community tennis clubs for the continued use and management of the stated premises for tennis activities.

Attachments

1.	DRAFT LEASE - HE Parker Reserve Tennis Club Inc - April 2023
2.	Burnt Bridge Tennis Club - Lease Particulars 2023
3.	Croydon Tennis Club - Lease Particulars 2023
4.	East Croydon Kilsyth Tennis Club - Lease Particulars 2023
5.	Gracedale Tennis Club - Lease Particulars 2023
6.	Heathmont Tennis Club - Lease Particulars 2023
7.	Ringwood Central Tennis Club - Lease Particulars 2023

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL SIGNS AND SEALS COMMUNITY FACILITIES LEASE DOCUMENTATION FOR THE FOLLOWING INCORPORATED TENNIS CLUBS

1. Burnt Bridge Tennis Club Inc

2. Croydon Tennis Club Inc

3. Gracedale Park Tennis Club Inc

4. H.E. Parker Reserve Tennis Club Inc

5. Heathmont Tennis Club Inc

6. East Croydon KILSYTH Tennis Club Inc

7. Ringwood CENTRAL Tennis Club Inc

Director Assets & Leisure – Adam Todorov

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

Purpose

To present the financial and operational status of Council’s Capital Works program for the third 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 external funding received is $65.15M as of 31 March 2023.

Capital Works program status reports are prepared by management and reviewed monthly at the Capital Works Implementation Group (CWIG) meetings 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 March 2023.

Issue / discussion

The following is a summary of the status of Council’s major program areas as of 31 March 2023.

CAPITAL PERFORMANCE – NINE MONTHS ENDING 31 MARCH 2023

	YTD	YTD	YTD	Forecast	Amount	Adopted
	Forecast Budget	Actual *	Bud Var	Budget **	Carried Forward	Budget
	$’000	$’000	$’000	$’000	$’000	$’000
Classification
Buildings	12,285	14,476	(2,191)	15,400	5,225	2,800
Roads	3,988	4,076	(88)	5,298	778	2,638
Footpaths and cycleways	1,719	1,766	(48)	2,602	221	3,446
Carparks	640	597	43	19,492	440	24,050
Drainage	2,983	2,978	5	6,345	1,559	4,292
Waste management	1,433	1,433	0	2,570	37	2,550
Other capital roads and drainage	314	314	0	1,703	667	1,045
Recreational leisure and community facilities	1,616	2,107	(491)	1,888	348	1,201
Parks and open space	874	1,041	(166)	2,542	700	2,197
Fixtures, fittings and furniture	104	85	19	135	33	95
Plant, machinery and equipment	2,392	1,816	576	3,683	500	3,238
Computers and telecommunications	184	266	(82)	2,286	1,618	359
Property sales	0	(8)	8	0	0	0
Building renewal	886	902	(16)	1,201	651	3,787
Total capital works	29,420	31,850	(2,430)	65,145	12,779	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:

· Buildings – Variation between adopted $2.8M and forecast $15.40M budgets is due primarily to:

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

- $3.90M transferred from Building Renewal for various major 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; and

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

· Roads – Variation between adopted $2.64M and forecast $5.30M budgets is due primarily to:

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

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

- $599K from Carpark funds transferred to complement 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 the Ringwood Metropolitan Activity Centre (RMAC) projects

· Footpaths & 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 complement various Road 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

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

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

- $18.93M forecast for the Heathmont Activity Centre carpark which will be further adjusted to reflect the Government’s decision to withdraw funding for the project; and

- $599K transferred to complement various Road projects

· Drainage – Variation between adopted $4.29M and forecast $6.35M 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

· Other Capital Roads and Drainage – Variation between adopted $1.05M and forecast $1.70M is due primarily to:

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

- $36K transferred for RMAC road projects; and

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

· Recreational 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

· Parks and Open Space. – Variation between adopted $2.20M and forecast $2.54M budgets is due primarily to:

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

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

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

- $150K transferred to complement 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

· Fixtures, Fittings and Furniture – Variation between adopted $95K and forecast $135K 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

· Plant Machinery and Equipment – Variation between adopted $3.24M and forecast $3.68M budgets is due to:

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

· Computers and Telecommunication – Variation between adopted $359K and forecast $2.29M budgets is primarily due to:

- $1.62M in carried forwards from 2020/21

· Building Renewal – Variation between adopted $3.79M and forecast $1.20M 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)

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

At 31 March 2023, Council had a total Capital Works forecast budget for 2022/23 of $65.15M, 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 March 2023 are noted within this report.

The year to date expenditure, as at 31 March 2023, was $31.85M, or approximately 48.89% of the forecast budget. It should be noted however, that the forecast budget of $65.15M includes the external funding for the Heathmont Activity Centre Carpark, and that, based on the Government’s decision to withdraw funding for this project, a forecast variation will be arranged as soon as possible.

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 MARCH 2023

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