Agenda of Ordinary Council Meeting - Monday, 12 December 2022


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 21 November 2022 and 5 December 2022 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 November 21 - Councillor Briefing Public Record
2.	2022 December 05 - Councillor Briefing Public Record

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

THAT COUNCIL RECEIVES AND NOTES THE PUBLIC RECORD OF THE COUNCILLOR BRIEFINGS HELD ON THE 21 NOVEMBER 2022 AND 5 DECEMBER 2022


Chief Financial Officer – Tony Rocca
Part Road Discontinuance - Devon Street Croydon	Item 3

Purpose

For Council to consider whether the land shown as Lot 1 on TP 965743, attached as Schedule 1 (Road) abutting 19-21 Devon Street Croydon, being part of the land contained in the certificate of title volume 11110 folio 738, should be discontinued pursuant to the Local Government Act 1989 (Act) and retained by Council.

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

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

Background

Council is the registered proprietor of the Road, which is outlined in blue on the locality plan, as attached as Schedule 2 (Locality Plan).

The Road forms part of Council’s car park at 19-21 Devon Street Croydon, as outlined in red on the Locality Plan. Council is the owner of parcels of land connected to the car park (Council Adjoining Land).

If the Road is discontinued, the Road will be retained by Council and consolidated into one larger lot, made up of the Road and the Council Adjoining Land, as an administrative tidy up of Council land.

Council will bear the costs associated with the proposal to discontinue the Road.

Road

The Road is a ‘road for the purpose of the Act. Council has the statutory power to consider discontinuing the Road.

If the Road is discontinued, the Road will vest in Council.

At its meeting on 29 August 2022, Council resolved;

· For the Road to be removed from Council’s Register of Public Roads; and

· To commence the statutory procedures and give notice pursuant to section 207A of the Act of its intention to discontinue the Road and retain the land.

Public Notice

The required Public Notice was placed in:

· The ‘Age’ newspaper on 2 September 2022

· On Council’s website from 2 September 2022 to 30 September 2022

· Available to any persons requesting a copy to be emailed of mailed to them via Council’s Customer Service team

A copy of the public notice was emailed to the only adjoining property owner at 24 Mount View Street Croydon.

No submissions were received by Council in response to the public notice by the closing date, being 30 September 2022.

Public Authorities

The following statutory authorities have been advised of the proposed discontinuance of the Road and have been asked to respond to the question of whether they have any existing assets in the Road, which should be saved under 207C of the Act:

· Yarra Valley Water;

· Ausnet;

· Multinet Gas;

· Telstra.

All authorities notified have advised that they have no objection to the proposed discontinuance of the Road. Any existing easements in the Road will be retained in favour of the relevant authority.

Issue / discussion

There are no strategic traffic or pedestrian reasons to oppose the discontinuance of the Road.

To facilitate future consideration and development of Council’s land at 19-21 Devon Street Croydon, Council proposes to discontinue the Road and consolidate the titles of the discontinued Road with the Council Adjoining Land.

Financial / economic issues

The legal and disbursement costs associated with the discontinuance and Council’s administration in dealing with the property matters, is contained within the current budget.

Environmental / amenity issues

Not Applicable.

Social / community issues

Not Applicable.

Community consultation

Council has notified the community of the proposal to discontinue the Road, through a public notice that was published in the ‘Age’ Newspaper on 2 September 2022, inviting submissions to be received in accordance with the statutory procedures pursuant to section 223 of the Act.

The Act provides that a person may, within 28 days of the date of the public notice, lodge a written submission regarding the proposed discontinuance of part of the Road.

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

At the conclusion of the consultation period on 30 September 2022, there were no submissions received.

The public notice has also been published on Council’s website and has been available upon request at Council’s customer service counter at both Ringwood and Croydon.

Conclusion

It is proposed that given all Council’s statutory and policy processes have been undertaken, Council should discontinue the Road pursuant to the Act and consolidate the Road with the Council Adjoining Land, as the Road is no longer reasonably required for general public use, as the Road is not:

· Constructed as a road;

· Required for public access; and

· Part of a thoroughfare for pedestrian or vehicular traffic.

Attachments

1.	Road Discontinuance Devon Street - Schedule 1 - Title Plan
2.	Road Discontinuance Devon Street - Schedule 2 - Locality Plan - 2nd report

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That council acting under clause 3 of Schedule 10 of the local government Act 1989 (Act):

1. Resolves, having followed all the required statutory procedures pursuant to sections 207A and 223 of the Act, and being of the opinion that the road shown marked as Lot 1 on the title plan attached as Schedule 1 to this report (Road) is no longer reasonably required for general public use, to discontinue the road.

2. directs that a notice pursuant to the provisions of clause 3(A) of Schedule 10 of the Act, is to be published in the Victoria Government Gazette.

3. directs that once discontinued, the road be retained by council.

4. directs the chief executive officer, or any person with the necessary delegation, sign any transfer or transfers of the road and any other documents required to be signed in connection with the discontinuance of the road and its subsequent transfer to council; and

5. directs that any easements, rights or interests required to be created or saved over the road by any authority be done so and not be affected by the discontinuance and transfer of the discontinued road to council

Chief Financial Officer – Tony Rocca

Council Representation 2022/2023	Item 4

Purpose

To formally appoint Council representation to internal and external organisations for the period December 2022 to December 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 in 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 on an annual basis appoints Council delegates at the commencement of a new Mayoral term. It provides clear communication and delegate identification for Councillors, the community and the organisations or bodies/advisory groups to which a Councillor is a delegate.

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

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

Issue / discussion

Convention indicates that where the Mayor is a member of an internal Committee of Council, they automatically act as the Chair, unless they relinquish that role, other than the Audit and Risk Committee which is required to have an Independent Chair.

Additionally, in accordance with good governance practice where the Mayor is not a specific member of a Committee – they may exercise the option to attend any Committee in an ex-officio capacity.

The Internal Advisory Committees are to contribute towards reference panels, and assist with consultation, whether towards the Council Plan, Budget and provide representation of community-based issues that should be considered when making decisions.

Internal Advisory Committees:

Internal Advisory Committee		Brief Description	Councillor Rep #
Maroondah Access, Inclusion and Equity Advisory Committee		The role of the Maroondah Access, Inclusion and Equity Advisory Committee is to provide advice to Council and inform service delivery, advocacy and partnerships on a range of social policy matters relating to community access, inclusion and equity.	Three
Maroondah Arts Advisory Committee		The role of the Maroondah Arts Advisory Committee is to provide advice and expertise that assists Council in realising the community’s vision for a creative and culturally vibrant Maroondah as outlined in Maroondah 2040 and key Council cultural policies and strategies.	Three
Maroondah Business Advisory Committee		The role of the Maroondah Business Advisory Committee is to provide a framework for the collaborative sharing of local business intelligence, and sector specific opportunities and challenges, that will shape and enhance the future role of Council to impact positively on local businesses.	Three
Maroondah Community Health and Wellbeing Committee		The role of the Maroondah Community Health and Wellbeing Advisory Committee is to provide advice to Council and inform service delivery, advocacy and partnerships on a range of community health and wellbeing matters.	Two
Maroondah Disability Advisory Committee		The role of the Maroondah Disability Advisory Committee is to provide advice to Council and inform service delivery, advocacy and partnerships on a range of matters relating to people with a disability, their carers and families.	Three
Maroondah Environment Advisory Committee		The role of the Maroondah Environment Advisory Committee is to establish a collaborative partnership between Council and key community stakeholders, to inform and advise Council on environmental sustainability issues.	Three
Maroondah Liveability, Safety and Amenity Committee	The role of the Maroondah Liveability, Safety and Amenity Advisory Committee is to provide advice to Council and inform service delivery, advocacy and partnerships on a range of community liveability, safety and amenity matters.		Three

Other Internal Committees that are statutory in nature but do not consist of Community Members, are the following:

Other Internal Committee	Brief Description	Councillor Rep #
Maroondah Audit and Risk Committee	The role of the Audit and Risk Advisory Committee in line with the Local Government Act 2020 is to oversee, monitor and report upon the effectiveness of Council in carrying out its responsibilities for accountable financial management, good corporate governance, maintaining a system of internal control and risk management, and fostering an ethical environment.	Two plus designated substitute

External Bodies with Council Representation

Council also is represented by Councillors and Council employees on a range of External Committees and networks at Local, State and National levels. In these instances, Council involvement is to participate, advocate and influence the activities of these external groups on behalf of the Maroondah community.

External Committees and Networks:

Committee	Local/Regional/ State/National	Brief Description	Councillor Rep #
Maroondah – Communities of Wellbeing Steering Committee	Local	Communities of Wellbeing Inc is a collaborative community partnership that seeks to build capability and connectedness to enhance human flourishing.	Three
Eastern Regional Group – Mayors and CEO’s	Regional	The Eastern Regional Group (ERG) collaborates on common issues facing Council for its six a representative Councils, comprising of - Knox, Manningham, Maroondah, Monash, Whitehorse and Yarra Ranges.	Mayor, Deputy Mayor, CEO, plus designated substitute (past Mayor)
Eastern Affordable Housing Alliance	Regional	The Alliance aims to ensure that the most disadvantaged people in the EMR can access safe, secure, affordable housing, with a view to better health outcomes and higher quality of life for all. Collaboration of six LGs comprising of - Knox, Manningham, Maroondah, Monash, Whitehorse and Yarra Ranges.	One, plus designated substitute
Eastern Alliance for Greenhouse Action	Regional	The Eastern Alliance for Greenhouse Action (EAGA) is a formal collaboration of eight Councils in Melbourne’s east, working together on regional programs that reduce greenhouse gas emissions and facilitate regional adaptation.	One, plus designated substitute
Eastern Regional Libraries Corporation	Regional	Eastern Regional Libraries (ERL) is a co-operative venture of three outer eastern metropolitan councils – Knox, Maroondah and Yarra Ranges. The Corporation Board provides leadership for the good governance of ERL and consists of two appointed Councillors from each of the member Councils. The Board meet quarterly during the year to discuss library issues and receive reports from library management. There is also an Audit and Risk Committee to which Board Members are able to nominate which meets a couple of times a year.	Two, plus designated substitute
Eastern Transport Coalition	Regional	The Eastern Transport Coalition (ETC) consists of seven eastern metropolitan Melbourne Councils, comprising Greater Dandenong, Knox, Manningham, Maroondah, Monash, Whitehorse and Yarra Ranges. The purpose of the ETC is to: advocate for transport projects which improve connectivity, liveability, sustainability, productivity and efficiency throughout Melbourne’s eastern region; work cooperatively with councils, stakeholders and governments; and support transport improvements when they occur.	One, plus designated substitute
METEC (Metropolitan Training Education Centre Inc.)	Regional	Metropolitan Training Education Centre Inc (METEC) Driver Training is a not-for-profit road safety organisation dedicated to improving road safety. Located in Colchester Road in Bayswater North, a board representative from Council has been in place in recent years.	One, plus designated substitute
Municipal Association of Victoria State Council	State	The State Council operates as the governing body of the Municipal Association of Victoria (MAV). It is made up of single representatives from all member councils who formulate, debate, and vote on the operations of the MAV.	One, plus designated substitute
Victorian Local Government Women’s Charter	State	The Victorian Local Government Women’s Charter promotes the principles of gender equity, encouraging diversity in representation and participation; and women’s active citizenship.	All female Councillors, plus Director People & Places

The Metropolitan Waste Resource Recovery Group Forum and Local Government Safe Cities Network were disbanded in July 2022.

Financial / economic issues

As a governance item the resources required for this item is contained within the current budget.

Environmental / amenity issues

Not applicable

Social / community issues

Not applicable

Community consultation

Not applicable

Conclusion

That Council consider the appointment of delegates to the Committees/Bodies/Advisory Groups as listed within the recommendation to this Report in order to develop, review, advocate and support the needs and aspirations of the Maroondah community as outlined in the Maroondah 2040 Community Vision and Council Plan.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

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

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

2. MAKES THE FOLLOWING APPOINTMENTS:

Maroondah Access, Inclusion and Equity Advisory Committee

CRS. ……….., …………… AND ……….. AS COUNCIL'S REPRESENTATIVES ON THE MAROONDAH ACCESS, INCLUSION AND EQUITY ADVISORY COMMITTEE.

Maroondah Arts Advisory Committee

CRS. ……….., …………… AND ……….. AS COUNCIL'S REPRESENTATIVES ON THE MAROONDAH ARTS ADVISORY COMMITTEE.

Maroondah Business Advisory Committee

CRS. ………… , …………… AND …………. AS COUNCIL'S REPRESENTATIVES ON THE MAROONDAH BUSINESS ADVISORY COMMITTEE.

Maroondah Community Health and Wellbeing Committee

CRS. ……….. AND ……….. AS COUNCIL'S REPRESENTATIVES ON THE MAROONDAH COMMUNITY HEALTH AND WELLBEING COMMITTEE.

Maroondah Disability Advisory Committee

CRS. ……….., …………… AND ……….. AS COUNCIL'S REPRESENTATIVES ON THE Disability Advisory Committee.

Maroondah Environment Advisory Committee

CRS. ……………, ………….. AND …………… AS COUNCIL'S REPRESENTATIVES ON THE MAROONDAH ENVIRONMENT ADVISORY COMMITTEE.

Maroondah Liveability, Safety and Amenity Committee

CRS. ……….., …………… AND ……….. AS COUNCIL'S REPRESENTATIVES ON THE MAROONDAH LIVEABILITY, SAFETY AND AMENITY COMMITTEE.

Maroondah Audit and Risk Committee

THE MAYOR AND CR. ……….. AS COUNCIL'S REPRESENTATIVES WITH CR. ………… AS SUBSTITUTE REPRESENTATIVE ON THE AUDIT AND RISK COMMITTEE.

Maroondah - Communities of Wellbeing Steering Committee

CRS. ……….., ……………. AND ……….. AS COUNCIL'S REPRESENTATIVES ON THE MAROONDAH - COMMUNITIES OF WELLBEING STEERING COMMITTEE.

Eastern Regional Group – Mayors and CEO’s

THE MAYOR, THE DEPUTY MAYOR, THE CHIEF EXECUTIVE OFFICER AS COUNCIL'S REPRESENTATIVES AND THE PAST MAYOR CR. …………. AS SUBSTITUTE REPRESENTATIVE TO THE EASTERN REGIONAL GROUP – MAYORS AND CEO’S.

Eastern Affordable Housing Alliance

CR. …………….. AS COUNCIL'S REPRESENTATIVE WITH CR. ……….. AS SUBSTITUTE REPRESENTATIVE TO THE EASTERN Affordable Housing Alliance.

Eastern Alliance for Greenhouse Action

CR. …………….. AS COUNCIL'S REPRESENTATIVE WITH CR. ……….. AS SUBSTITUTE REPRESENTATIVE TO THE TO THE EASTERN ALLIANCE FOR GREENHOUSE ACTION.

Eastern Regional Libraries Corporation

CRS. ……………… AND ………………. AS COUNCIL'S REPRESENTATIVES WITH CR. ……….. AS SUBSTITUTE REPRESENTATIVE TO THE EASTERN REGIONAL LIBRARIES CORPORATION.

Eastern Transport Coalition

CR. ………………….. AS COUNCIL'S REPRESENTATIVE WITH CR………… AS SUBSTITUTE REPRESENTATIVE TO THE EASTERN TRANSPORT COALITION.

METEC (Metropolitan Training Education Centre Inc.)

CR. ………………….. AS COUNCIL'S REPRESENTATIVE WITH CR………… AS SUBSTITUTE REPRESENTATIVE TO METEC.

Municipal Association of Victoria – State Council

CR. …………… AS COUNCIL'S REPRESENTATIVE WITH CR………… AS SUBSTITUTE REPRESENTATIVE TO THE MUNICIPAL ASSOCIATION OF VICTORIA.

Victorian Local Government Women’s Charter

CRS. ……………, ………., ……….., ……….., ……… AND DIRECTOR PEOPLE & PLACES AS COUNCIL'S REPRESENTATIVES TO THE VICTORIAN LOCAL GOVERNMENT WOMEN’S CHARTER.


Chief Financial Officer – Tony Rocca
Sale of Land adjacent to 1 Clegg Grove Ringwood	Item 5

Purpose

For Council to consider whether the land shown as Lot 3 on the registered plan of subdivision no PS 791094L, that abuts 1 Clegg Grove Ringwood being the whole of the land contained in certificate of title volume 11597 folio 132 (Land), should be sold to the adjoining owner of 1 Clegg Grove Ringwood (Owner) subject to Council complying with section 114 of the Local Government Ace 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

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 resources, assets, infrastructure, and natural environment.

Background

The Land abuts 1 Clegg Grove Ringwood, shown highlighted in blue on the locality plan, attached as Schedule 1 (Locality Plan).

Council is the registered proprietor of the Land and is shown as Lot 3 on the title plan, attached as Schedule 2 (Title Plan).

History

The Land was part of a drainage reserve that ran from Maroondah Highway to Mullum Mullum Creek at the rear of the properties bounded by Oliver Street and Georges Road. The drainage reserve had historically been registered in the name of the original developer and was vested to Council in 2005.

In 2015, the reserve status was removed from the drainage reserve (Reserve 2 on LP 12418), and Council subdivided the land into four lots and a road parcel on plan of subdivision no PS 731094L.

On 22 September 2015, Council sold lot 2 on the plan of subdivision PS 731094L to the owner of 2/7 Oliver Street.

In February 2021 Council received a sales enquiry from the owner of 5 Oliver Street Ringwood, and Council proceeded to gauge the level of interest from the abutting owners of Lots 1 and 3 of PS 731094L.

A portion of the original drainage reserve was acquired by adverse possession, by the owners at 319A Maroondah Highway Ringwood in 2000, prior to the land being vested in Council.

Issue / discussion

The Land is no longer reasonably required for public use as it is considered insignificant in terms of useful recreational land.

At its meeting on 26 September 2022, Council resolved to commence the statutory process to sell the Land to the Owner.

Public Notice

Council is required to publish a notice of its intention to sell the 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 28 September 2022 a public notice of the proposed sale of the Land 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 Process, the Public Notice was published as follows:

· On Council’s website

· Made available for viewing at the Realm and Croydon Customer Service Centres

· Made available to any persons requesting a copy, to be emailed or mailed to them via Council’s Customer Service team

· Sent to the abutting property owners directly affected by the sale of the land

At the conclusion of the notice period which ended on 24 October 2022, no submissions were received in response to the public notice.

Internal consultation

Council’s relevant internal service areas have been consulted and all had no objection to the proposed sale. Council’s Drainage Engineer noted that the Land is subject to overland flow during significant storm events, but does not affect the sale of the Land.

Valuation

Council’s valuing consultants provided a current market Valuation for each Lot.

· Lot 1 is approximately 102 square metres and valued at $65,000 excluding GST.

· Lot 3 is approximately 103 square metres and valued at $65,000 excluding GST.

After consulting all abutting owners, the only party interested in proceeding with the purchase of land was the owner of 1 Clegg Grove Ringwood, and signed a Cost Agreement for the above purchase price and the reimbursement of Council’s costs associated with completing the sale.

Easements/Public Authorities

The Land contains an easement “E-1” in favour of Yarra Valley Water and Council as shown on the Title Plan, which reflects both a sewer drain and a Council drain running through the property. If the Land is sold, easement rights will be retained on title.

There are no other assets contained within the Land.

Planning Zone

Both the Land and 1 Clegg Grove Ringwood are classed as GRZ - General Residential Zone.

Consolidation

As a condition of the sale, Council will require the Owner to consolidate the title of the Land with the title of their property, being 1 Clegg Grove Ringwood, at a time as agreed by Council.

Financial / economic issues

The legal and disbursement costs associated with the sale of the Land would be funded by the purchaser in line with Council policy, estimated at $13,000 plus GST. The costs associated with Council’s administration in dealing with property matters is contained within the current budget.

Environmental / amenity issues

As the Subject Land has been enclosed within the fence boundary by the Owner, and maintained by the Owner for many years, it is considered that there will be minimal environmental impact (if any) arising from the proposed sales.

Social / community issues

As the Land has been enclosed within the fence boundary by the Owner, and maintained by the Owner for many years, it is considered that there will be minimal social impact (if any) arising from the proposed sales.

Community consultation

Council has undertaken the necessary statutory procedures in accordance with section 114 of the Act for the sale of the Land, by publishing a public notice on Council’s website on 28 September 2022, which sought submissions from the public, and notifying those persons directly affected by the proposed sale of the Land.

There were no submissions received at the conclusion of the consultation period on 24 October 2022.

Conclusion

Having complied with section 114 of the Act, Council is now in a position to determine whether or not to proceed with the sale of the Land to the Owner, as the Land is not required for municipal purposes.

Attachments

1.	Drainage Reserve Georges Rd/Oliver St - Schedule 1 - Locality Plan
2.	Drainage Reserve Georges Rd/Oliver St - Schedule 2 - Title 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 sell the land contained in certificate of title volume11597 folio 132, being shown as lot 3 on plan of subdivision no 731904 (land) and noting that there were no submissions received in response to the public notice, resolves to sell the land to the adjoining owner of 1 clegg grove ringwood, for an amount not less than a current market valuation held by council, plus other incidental costs in relation to the sale process

2. Authorises the chief executive officer or any officer with delegated authority to undertake the administrative procedures necessary to complete the sale of the land


Chief Financial Officer – Tony Rocca
Proposed Grant Of Easement At 50A Nangathan Way Croydon North	Item 6

Purpose

For Council to consider commencing the required statutory procedures under the Local Government Act 2020 (Vic) (Act) 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).

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 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.

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

Internal consultation with Council’s relevant service areas resulted in support of the proposal to grant the Easement over the Council Land.

There are no strategic traffic or pedestrian reasons to oppose the grant of the Easement.

Council requires Ausnet to pay a consideration of $29,000 plus GST, based on a market valuation provided by Westlink Consulting, for the grant of the 1.52 m Easement over 206 sqm of Council land in favour of Ausnet.

Financial / economic issues

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

The costs associated with Council’s administration in dealing with property matters is contained within the current budget.

Environmental / amenity issues

Nil

Social / community issues

Nil

Community consultation

Prior to proceeding with the proposal to grant an easement in favour of Ausnet over Council Land, Council in accordance with section 114 of the Act must:

· Place a public notice of its intention to the Easement on Council’s website

· Undertake a community engagement process in line with Council’s Engagement Policy and publish the public notice as follows.

- Being made available for viewing at the Realm and Croydon Customer Service Centres

- Being made available to any persons requesting a copy, to be emailed or mailed to them via Council’s Customer Service team

Any interested person will be given the opportunity to make a submission.

Any submissions received will be reviewed in accordance with Council’s Community Engagement Policy and recorded in a further report to be presented to Council to determine whether to grant the Easement.

Conclusion

Considering that Ausnet has completed the Works, it is proposed that Council should consider commencing the required statutory procedures under the Act for the proposed grant of the Easement over the Council Land.

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 pursuant to section 114 of the local government act 2020 (act)

1. resolves to commence the statutory procedures to consider the grant of the power supply easement shown marked ‘e-1’ on the plan attached as schedule 1 to this report in favour of ausnet electricity services pty ltd over part of the land contained in certificates of title volume 9549 folio 483, volume 11027 folio 276 and volume 10311 folio 988 and known as 50a nangathan way croydon north for market value

2. now directs that a public notice of the proposal to grant the power supply easement over part of council’s land be published on council’s website

3. now directs that a community engagment process in accordance with council’s community engagement policy be undertaken in respect of the proposal

4. notes that once all public submissions have been considered, a further report will be presented to council to decide whether to proceed with the granting of the easement.

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


Chief Financial Officer – Tony Rocca
Road Discontinuance - Palmerston Road West Ringwood	Item 7

Purpose

This report seeks Council’s authority to:

· Consider removing from its Register of Public Roads pursuant to section 17(4) of the Road Management Act 2004 (Vic) (RMA), the road comprising part of the land contained in the certificate of title volume 10474 folio 742 and Crown Grant 49849/1858, shown marked as Lots 1 and 2 on the proposed title plan attached as Schedule 1 (Road),

· Commence the statutory procedures pursuant to clause 3 of Schedule 10 and section 223 of the Local Government Act 1989 (Act), to consider discontinuing the Road.

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 resources, assets, infrastructure, and natural environment.

Priority Action 2022-2023:

Not Applicable

Background

The eastern section of Palmerston Road West (Road) is fenced off to the public and has been mostly inaccessible to the public for at least 20 years.

The Road is not fully constructed as a road and has in part fallen into disrepair and will in the coming years require significant upgrade to comply with safety road standards and to provide adequate vehicle access.

The Road falls steeply towards the Eastlink reservation and the narrow width of the road does not allow for adequate usage of the road in its current state.

Road Status

Palmerston Road was divided into ‘West’ and ‘East’ with the construction of Eastlink, as part of the Eastlink Project Act 2004.

The Road comprises part of Palmerston Road West and East, and forms part of the land contained in;

· Crown Grant 49849/1858, part of Crown Portion 3, Parish of Ringwood, as attached as Schedule 2 which is known to title as a ‘road’ with the last registered owner in the name of Samuel George Isaacs dated May 1858; and

· Certificate of title volume 10474 folio 742, being R1 on PS 413267 and registered to Maroondah City Council attached as Schedule 3.

The Road is recorded on Council’s Register of Public Roads. The Road is therefore a ‘public road’ for the purposes of section 17 of the RMA, and a ‘road’ for the purposes of section 3(1) of the Act.

Council has the statutory power to consider discontinuing the Road or part thereof, pursuant to clause 3 of Schedule 10 to the Act.

It is considered that the Road is no longer reasonably required for general public use as the Road;

· Has not been used by the general public for many years

· Is a dead end as a result of the construction of Eastlink and does not provide any public access to any other public road as a thoroughfare

· Is not constructed as a road.

If the Road is discontinued, the Road will vest in Council.

Public Authorities

· Yarra Valley Water

· Ausnet

· Multinet Gas

· Telstra

· NBN

Ausnet has advised that it has overhead, and underground cables located on the Road and requires an easement along the length of its assets.

Multinet Gas has advised that it has a gas main located within the Road and requires an easement to be recorded in its favour over the asset.

Council proposes to retain all current easements by the Public Authorities.

Issue / discussion

Council is now in a position to consider whether to;

· Remove the Road from Council’s Register of Public Roads; and

· Commence the statutory procedure to consider discontinuing the Road.

Financial / economic issues

The legal and disbursement costs associated with the discontinuance and Council’s administration in dealing with property matters is contained within the current budget.

Environmental / amenity issues

Not Applicable

Social / community issues

Not Applicable

Community consultation

Before proceeding with the discontinuance of the Road, Council must give public notice of the proposed discontinuance in accordance with section 223 of the Act. The Act provides that a person may, within 28 days of the date of the public notice, lodge a written submission regarding the proposed discontinuance of the Road.

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

After hearing of submissions made, Council must determine whether the Road is not reasonably required as a road for public use, in order to decide whether the Road should be discontinued.

Conclusion

It is proposed that Council considers;

· removing the Road from Council’s Register of Public Roads on the basis that part of the Road is no longer reasonably required for general public use for the reasons set out in the report

· commencing the statutory procedures pursuant to Clause 3 of Schedule 10 and section223 of the Act to consider discontinuing the Road

Attachments

1.	Road Discontinuance - Palmerston Road West - Schedule 1 - Title Plan with easements
2.	Road Discontinuance - Palmerston Road West - Schedule 2 - Historical Title
3.	Road Discontinuance - Palmerston Road West - Schedule 3 - Council title R1 PS 413267

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That council acting under:

1. Section 17(4) of the Road management Act 2004 (Vic), resolves that the road comprising part of the land contained in Certificate of title volume 10474 Folio 742 and Crown grant 49849/1858, shown marked as Lots 1 and 2 on the proposed title plan, attached to this report (road) be removed from Council’s register of public roads on the basis that the road is no longer reasonably required for general public use for the reasons outlined in the report; and

2. clause 3 of schedule 10 of the Local Government Act 1989 (act):

i. Resolves that the statutory procedures be commenced to consider discontinuing the road

ii. directs that under sections 207A and 223 of the LGA 1989, public notice of the proposed discontinuance be given in the Age Newspaper

iii. resolves that the public notice required to be given under sections 207A and 223 of the LGA 1989 should state that if the road is discontinued, council proposes to retain the land for its own purposes

iv. a committee comprising of councillors, Mike Symon, Kylie Spears and Linda Hancock, be appointed to hear any persons wishing to be heard in support of their submission, on a date to be determined; and

v. Authorises the Chief financial officer be authorised to undertake the administrative procedures necessary to enable council to carry out its functions under section 223 of the act in relation to this matter.

Director Assets & Leisure – Adam Todorov

Melbourne East Regional Sport and Recreation Strategy 2022-2032	Item 1

Purpose

The purpose of this report is to present to Council the draft Melbourne East Regional Sport and Recreation Strategy 2022-2032 and to seek Council’s endorsement.

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:

1.13. Promote physical activity by supporting education initiatives and providing a diverse range of accessible active and passive open spaces, state of the art sporting precincts and integrated recreation facilities

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

Background

In 2016, the Melbourne East Regional Sport and Recreation Strategy “Strategy” was developed in partnership with seven eastern region Councils, namely Yarra Ranges, Maroondah, Manningham, Monash, Whitehorse, Knox and Boroondara. The Strategy established the region’s first coordinated and collaborative approach to sport and recreation planning. Given that the trends and issues that shape planning for sport and recreation across the region continue to evolve, it was timely to review and update this document.

The purpose of the Strategy is to undertake a regional planning approach that supports the development of both current and new sport and recreation infrastructure for the Melbourne East Region for the next 10 years.

The strategic directions and recommendations outlined in the updated Strategy were developed through engagement with local government authorities and state sporting associations, as well as the analysis of updated participation data. The updated Strategy prioritises a network approach to collaboration within the region, with the establishment of four strategic pillars:

1. A balanced network of regional sport and recreation facilities

2. Knowing and understanding the region

3. A collaborative approach to regional planning, policy development and advocacy, and

4. Shared resources and support for regional sport and recreation.

The strategic pillars aim to build on the success of the original strategy while further embedding the collaborative approach to planning and development.

The Strategy investigates the issues and opportunities impacting the planning and provision of regional level facilities using information provided by the seven represented Councils, State Sporting Associations, State Government and other regional stakeholder groups.

The Strategy is aligned with the recommendations of the individual Recreation and Sports Strategies developed by the seven participating Councils in the Eastern Region, Strategic Plans of State Sporting Associations and relevant State and Federal Government policies and strategies.

Issue / discussion

The development of the Strategy has followed a similar process to the previous version and focuses on changes to participation and trends, as well as updating facility priorities.

The Strategy provides high-level guidance and direction for sport and recreation planning across the region and references joint planning and development. The Strategy does not commit Council to any funds that are not already included as part of existing budgets. Joint planning and development will be considered on a case-by-case basis (and not always facility related) and no Council is committed to contributing to any particular project. The Strategy will be predominately utilised to advocate for funding in facilities and other areas such as policy and research development, and ground upgrades.

Any Maroondah involvement in regional sport and recreation facility development will require alignment with identified local priorities and be of benefit to the local Maroondah community. Maroondah residents are likely to attend regional facilities in other municipalities, however, the Strategy does not require Councils to invest funds into regional projects located outside their municipality.

Through the development of the draft Strategy, a number of key regional factors are identified as influencing sport and recreation across the seven (7) Councils. These include:

· Population growth of 16% between 2021 and 2036

· Demographic profile is changing with communities ageing and becoming more diverse

· Increased urban density is placing pressure on existing sport and recreation facilities and community assets

· COVID-19 has impacted how communities live and play, and sport activity was broadly affected

· Changing participation with increases in informal activities and communities seeking flexible ways to participate

· Increased pressure on open space provision due to population growth and limited opportunities for new open space

· Budget and funding constraints due to rate-capping and COVID-19 impacts

· Urban development such as the North East Link and transport corridors impacting existing sport and recreation facilities

· Continued impact of climate change resulting in pressures on infrastructure and reliance on natural resources

· Importance of partnerships between all levels of government and key stakeholders to advocate for joint priorities.

Four strategic pillars have been included in the Strategy which have been developed through engagement with Council staff and state sporting associations to review and collate trends, planning, issues and opportunities. Through this review process and analysis of sport and recreation data, new priorities and opportunities have been identified. This review ensures priorities remain relevant and sets the regional direction for the next ten years. Strategic priorities within each pillar aim to progress collaborative relationships between Councils and regional stakeholders.

Pillar One: A balanced network of regional sport and recreation facilities

Strategic priorities within Pillar One include the establishment of regional facility priorities, addressing the gaps in existing regional provision, planning for emerging and under-represented sport and recreation activities and development of regional facility opportunities with schools and other land managers.

Key recommendations within Pillar One for Maroondah include:

· Support the move of Calisthenics Victoria to the Karralyka Centre

· The establishment of a collaborative planning approach to active recreation facility development

· The establishment of multi-discipline cycling facilities and exploring partnership opportunities with schools to develop indoor stadiums and sportsgrounds.

Pillar Two: Knowing and Understanding the Region

Strategic priorities within Pillar Two include understanding and planning for the impact of population growth, the collection and analysis of data and consideration and planning for the impacts of urban development. Key recommendations within Pillar Two include:

· The continued collection and analysis of shared sport and recreation and population data and forecasts

· Ensuring urban development impacts on sport and recreation provision, such as those associated with North East Link is understood and offset both locally and regionally

· Exploring opportunities to increase open space provision

Pillar Three: A collaborative approach to regional planning, policy development and advocacy

Strategic priorities within Pillar Three include regional collaboration through the Strategy steering group, development of regional strategies which address priorities and shared opportunities, collaborative policy development and the creation of regional partnerships to plan, advocate and fund priorities.

Key recommendations within Pillar Three most relevant to Maroondah include:

· Involvement in the Strategy Steering Group

· Opportunities to jointly develop and fund sport/activity strategies

· Establishment of a shared register of regional issues to create joint strategy and policy development

· Shared policies and procedures and increased policy consistency

· Investigation into flexible scheduling with leagues

· Implementation of the Victorian Government Fair Access Policy Roadmap consistently across the region

· Completion of gender impact assessments for facility developments

· The establishment of partnerships with multiple stakeholders to plan and advocate for shared regional priorities, facility development and collaboration.

Pillar Four: Shared resources and support for regional sport and recreation

Strategic priorities within Pillar Four include the stakeholder discussion of regional issues and opportunities, the engagement of peak sporting bodies and sharing of resources to improve regional planning and advocacy.

Recommendations within Pillar Four which are most relevant to Maroondah include:

· The establishment of development opportunities with multiple stakeholders (facilities, policies and forums)

· Strategy Steering Group involvement to develop joint strategies, policies, research and data collection.

All other recommendations in the Strategy are general and tend to apply to all eastern region local government authorities. These priorities are supported by 44 recommended actions.

Next Steps & Priorities

All eastern region Councils are planning to take the Strategy to their respective Councils for endorsement in late 2022 or early 2023. Following endorsement, officers will meet to discuss implementation of the Strategy. Immediate priorities include:

· Completion of dashboard for the analysis and monitoring of participation trends

· Review and update of the terms of reference

· Exploration of the opportunity for regional procurement and planning and policy development.

Financial / economic issues

Not Applicable

Environmental / amenity issues

Not Applicable

Social / community issues

Regional level sport and recreation facilities play an important role in contributing to the health and well being of communities, as they serve a broad catchment and cater for a diverse range of activities. The Strategy identifies projects that address the regional sport and recreation needs of residents and demonstrates the broader health, social and economic benefits to the region.

Community consultation

In preparation for the development of the Strategy, a range of consultation methods were undertaken to ensure that the outcomes of the Strategy were evidence based and provided a clear picture of the future needs of the region. The following methods were undertaken:

· Provided an opportunity for State and Regional Sporting Associations to provide participation data and input into the draft Strategy (15 peak sporting bodies participated)

· Key Internal Stakeholder consultations with individual Councils included feedback from Mayors and CEO’s of the ERG of Councils

· Review by Sport and Recreation Victoria, Officers

Conclusion

The updated Melbourne East Regional Sport and Recreation Strategy 2022-2032 seeks to build on the foundation provided by the original strategy, while acknowledging the emergence of new trends and issues across the region.

The draft Melbourne East Regional Sport and Recreation Strategy has been developed through consultation and research to create a Strategy that provides a snapshot of the current provision of regional facilities and identifies future prioritises which will provide more opportunities for Councils to secure funding for regional projects

Attachments

1.	Draft Melbourne East Regional Sport and Recreation Strategy 2022 - 2032 Updated V3.2

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That COUNCIL ADOPTS THE DRAFT melbourne east regional sport and recreation strategy 2022-2032


Director Assets & Leisure – Adam Todorov
Petition - Heathmont Residents Action Group	Item 2

Purpose

The purpose of this report is to present two (2) petitions that have 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

A hard copy version of an online petition was received on 18 November 2022 for the establishment of a “Village Green” open space area at 127B Canterbury Road, Heathmont. The lead petitioner is Ms Alex Kingsbury, on behalf of the Heathmont Resident’s Group, and the petition has 156 signatures. The prayer of the petition is as follows:

“We the undersigned, petition Maroondah City Council to stablish a Village Green at 127B Canterbury Road, Heathmont, to celebrate Heathmont’s centenary in 2023.”

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

“We the residents request that Maroondah council abandon the plans to build a multi-level car park, and instead retain this site as green space for use by the Heathmont community. The site currently connects two nature reserves in Heathmont that sustain significant biodiversity and is already used by the community for recreation and relaxation.

As Heathmont prepared the celebrate its centenary in 2023, we propose the development of a ‘Centenary Village Green’, a thoughtfully landscaped garden that can be enjoyed by all the residents of Heathmont and beyond. Such a parkland would celebrate Heathmont’s heritage, add significantly to the visual landscape, and create a mutual place of gathering and social connection for our village, enhancing our village atmosphere.”

The online version of the petition, which has the exact same prayer as the hard copy version, has 733 signatures.

The hard copy and online versions of the petition also include details about a landscape design that has been prepared by a consultant, which includes various open space improvements, including the establishment of a picnic area, bicycle rest area, interactive play space for children, and a centenary ‘walk in the park’ with named pavers.

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 Carpark (Carpark), using funding from the Federal Government (ie as part of the overall Carpark 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 Carpark 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 Carpark should have no bearing on those plans.

Financial / economic issues

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

Environmental / amenity issues

Not applicable

Social / community issues

The hard copy version of the online petition has 156 signatures, 140 of which are from the Maroondah community, and the online version has 733 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 Carpark will impact the future use of the land.

Attachments

Not Applicable

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That Council

1. RECEIVES AND NOTES both THE hard copy version of the online PETITION, and the online version of the petition, CONTAINING 156 SIGNATURES and 733 signatures respectively, 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 carpark will impact the future use of the land


Director Strategy & Development – Andrew Fuaux
Maroondah Housing Strategy: 2022 Refresh	Item 1

Purpose

To present the Maroondah Housing Strategy: 2022 Refresh for Council’s formal consideration and adoption.

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 vibrant and culturally rich community

· A clean, green and sustainable community

· An accessible and connected community

· An attractive, thriving and well-built community

· An inclusive and diverse community

· A well governed and empowered community

Our Vision:

In 2040, Maroondah will be:

· A vibrant and creative community recognised for celebration of the arts, cultural expression and diverse entertainment options.

· A resilient community committed to sustainable living, enhancing our natural environment, and providing leadership in responding to climate change.

· Accessible for all ages and abilities with walkable neighbourhoods, sustainable transport options, and a safe integrated transport network.

· 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.

· An inclusive and equitable community where all people are valued, supported and socially connected, and diversity is embraced and celebrated.

· 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:

4.8 Mitigate and adapt to the risk, effects and impacts of climate change and be responsive and adaptive to new environmental opportunities and threats as they occur.

5.2 Apply universal design principles to create a built environment that strengthens the inclusiveness and accessibility of our local neighbourhoods, activity centres, facilities and services

5.5 Work in partnership to facilitate a safe, accessible and efficient integrated transport network that enhances liveability and facilitates living locally within 20-minute neighbourhoods

6.4 Work towards a network of local 20-minute neighbourhoods across Maroondah where everyone can live, work and play

6.5 Develop and implement an urban environment that enhances the desirable attributes of Maroondah to protect and value neighbourhood character, local history and cultural heritage

6.6 Encourage high density development in activity centres with access to high quality facilities, services and amenities

6.8 Ensure the management of infrastructure and prioritisation of capital works is informed by demographic change, technological advancement, the impacts of climate change, and accessibility for all ages, abilities and backgrounds

7.4 Advocate and promote the diverse provision of safe and affordable housing options in accessible locations to suit a range of lifestyle and life-stage requirements

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

8.12 Foster local and regional partnerships with individuals, community groups, businesses, service providers, agencies and all levels of government

Priority Action 2022-2023:

“Develop a new Croydon Structure Plan and prepare a planning scheme amendment to incorporate the policy into the Maroondah Planning Scheme”

“Work in partnership to implement the Greening the Greyfields project to facilitate a sustainable approach to urban redevelopment in identified residential precincts”

Background

The Maroondah Housing Strategy 2016 and the accompanying implementation plan was adopted by Council on 27 June 2016. The Strategy establishes future policy directions and guides future residential development. In doing so it seeks to protect and enhance the places we live and make sure that the municipality meets its housing requirements to 2040. The Housing Strategy states that an interim review should be carried out every five years, with a complete review due in 2031. The first interim review of the Strategy has now been completed.

The focus of this review has been to:

· Understand the impacts of State Government housing initiatives and changes to the planning system on planning for housing in Maroondah.

· Update population figures and forecasts and consider any change in trend that emerges.

· Review recent development activity to understand whether housing supply is meeting demand and provide an estimate of housing capacity within the municipality.

· Review progress on actions detailed in the Strategy.

· Map the housing information and policy included in the Housing Strategy 2016 and the Maroondah Planning Scheme to provide a Residential Development Framework Plan consistent with current state government requirements.

· Improve text clarity and layout.

The Maroondah Housing Strategy: 2022 Refresh is the result of this review. It is policy neutral, retaining the objectives of the 2016 document. It is also consistent with community feedback provided during development of that Strategy.

Issue / discussion

Progress on actions detailed in the strategy

The Maroondah Housing Strategy 2016 contains 32 actions across five key directions. Work has been completed on 16 of these actions with work commenced on a further 12. This has included:

Greening the Greyfields

Council has partnered with state and federal governments to pilot the Greening the Greyfields project. The project encourages land-owners to work with one another and Council to improve the quality of infill development. It is anticipated that this will improve overall amenity, lead to better built and natural environment outcomes while also increasing housing density where appropriate compared with ad-hoc development.

The amendments that implement the project were submitted to the Department of Environment, Land, Water and Planning for approval on 4 October 2021. Gazettal occurred on 18 November 2022 for C134 and 25 November 2022 for C136.

Ringwood and Croydon Activity Centres

The Ringwood Metropolitan Activity Centre Masterplan was adopted by Council on 1 November 2018. The planning scheme was amended on 10 December 2021 to implement the Masterplan. This will encourage significant development in the Ringwood Metropolitan Activity Centre, maintaining its role as Maroondah’s key employment and retail precinct and encouraging the construction of multi-level apartment buildings.

The Croydon Structure Plan is currently under review, with a draft to be developed for public consultation in coming months.

Vegetation Review

The Maroondah Vegetation Strategy 2020-2030 was adopted on 16 March 2020. Work is currently underway to investigate how the planning scheme may be changed to implement the Strategy.

Environmentally Sustainable Design

An Environmentally Sustainable Design (ESD) policy and requirements were included in the Maroondah Planning Scheme on 7 April 2022. Council is also now a member of the Council Alliance for a Sustainable Built Environment. Through this membership Council is joining with other like-minded Councils to seek improvements to ESD provisions in Victorian planning schemes.

Housing in Maroondah

Housing demand

It is anticipated that between 2016 and 2041 the number of households in Maroondah will grow by a third. They will include:

· Over 5,400 single-person households

· Nearly 4,200 couple households with no children

· Approximately 4,750 households with children

Together, they will generate demand for 562 dwellings per year between 2021 and 2041. The number of small households indicates that there is likely to be significant demand for one- and two-bedroom dwellings.

Recent development activity

Planning permits issued in the 2019-2021 calendar years allowed the construction of an additional 1,140 dwellings. This equates to 380 dwellings a year. This is below the longer-term trend, with census information indicating that 462 additional dwellings were built per year between 2011 and 2021. Both are well below the forecast demand for housing in the municipality.

Understanding Maroondah’s total housing capacity

Development approved in recent years continued established patterns within Maroondah, with:

· 80% of applications resulted in one or two additional dwellings each.

· A small number of larger applications contributed a relatively large number of dwellings. For example, one permit issued in Heathmont was responsible for 136 dwellings (11% of the new dwellings).

· Over half of the new dwellings were in the General Residential Zone and nearly a quarter in the Neighbourhood Residential Zone.

The approvals issued were analysed, and information on the density of development was used to inform a housing capacity estimate for the municipality. It is estimated that there is capacity for more than 25,500 additional dwellings in Maroondah based on:

· Existing rates of development in the General Residential Zone Schedule 1 (GRZ1) and Neighbourhood Residential Zone Schedules 3-6 (NRZ3-6).

· Building heights outlined in the Ringwood Activity Centre Zone and Croydon Structure Plan.

· The lot sizes that are permitted in the Low Density Residential Zone as well as Schedules 1 and 2 to the Neighbourhood Residential Zone (NRZ1 & NRZ2).

There is additional capacity in the Heathmont and Ringwood East neighbourhood activity centres and the smaller local activity centres which has not been estimated to date.

The estimates referenced in the Housing Strategy: 2022 Refresh are based on the existing planning provisions and demonstrates that there is enough capacity to meet Maroondah's housing needs for the next 45 years. This is well above the 15 years’ capacity Council should plan for. Actual growth will differ from the estimate. In some areas landowner interest and physical and market constraints will reduce capacity. In other areas capacity is likely to increase. Regardless Maroondah has ample capacity for at least the coming 15 years.

A number of Housing Strategy actions will impact on housing capacity. Together they will result in growth being targeted towards activity centres, with lower change elsewhere. Examples include:

· Ongoing work associated with Greening the Greyfields and 20-minute neighbourhoods. These are anticipated to increase the capacity of some residential areas.

· Implementing the Maroondah Neighbourhood Character Study, which recommends rezoning of some areas.

· Structure Planning for the Croydon and lower order activity centres. This will outline capacity that has not been included to date.

The housing capacity estimate will be adjusted as this work is completed. Monitoring of the Housing Strategy will include the impact of these actions, as well as the Ringwood Activity Centre Zone, on the number and location of new dwellings being approved.

Dwelling sizes

Data from the Census of Population and Housing from 2011, 2016 and 2021 indicates that:

· One- and two-bedroom dwellings consistently make up 23% of housing in Maroondah. Most of these dwellings are in developments that are three or more storeys in height. Developments of this type largely occur in and around activity centres.

· Three-bedroom dwellings comprised 43.7% of housing stock in 2021, down from 46.8% in 2011. Housing of this size occurs across a range of development types.

· The most significant growth was in dwellings with four bedrooms. There were 2,063 more four-bedroom dwellings in Maroondah in 2021 than 2011. By comparison, there were 1,902 more dwellings with less than four bedrooms in 2021 than in 2011.

· In total, dwellings with four or more bedrooms rose from 28.6% of the dwelling stock in 2011 to 32.1% in 2021. They are almost always constructed as separate houses.

This shows an increase in housing diversity at the larger end of the dwelling spectrum. An increase in small dwellings to cater for anticipated growth in small households has not occurred to date. The Housing Strategy: 2022 Refresh includes actions to monitor these trends and to seek input from the community about their housing needs. This will help Council determine whether planning scheme changes, such as the implementation of the Ringwood Metropolitan Activity Centre Masterplan, 20-minute neighbourhoods and Greening the Greyfields are encouraging the construction of dwellings which meet the needs of our residents.

Updating the Strategy

Mapping housing change areas

The Maroondah Planning Scheme allows around 74% of land in the municipality to be used for housing. This includes land in:

· Residential zones (68% of the municipality),

· Activity centres, where housing is often provided above commercial land uses on commercially zoned land, and

· Melbourne’s designated ‘Green Wedges’, where limited change is expected.

Additional controls such as Significant Landscape, Vegetation Protection and Heritage Overlays apply in some locations. These zones and overlays influence the extent of change expected in an area.

It is now a requirement that Council map the implications of these controls, designating areas of Significant, Incremental and Minimal change. The Maroondah Housing Strategy: 2022 Refresh contains a Residential Development Framework map which shows the distribution of the change areas.

Details of the type of housing expected within these areas is as follows:

Areas of significant change
Ringwood Metropolitan Activity Centre	Significant change in the form of apartments and higher density townhouse development. The Activity Centre Zone allows development of up to 15 storeys in some precincts.
Croydon Major Activity Centre	Significant change in the form of apartments and higher density townhouse development, with a maximum height of 3-4 storeys.
Heathmont Neighbourhood Activity Centre	Significant change in the form of apartments and higher density townhouse development, with a maximum height of 4 storeys.
Ringwood East Neighbourhood Activity Centre
Areas of incremental change
Local Activity Centres	Additional housing is anticipated above ground level to the commercial areas.
Land in General Residential Zone (GRZ) Schedule 1	Continued dual occupancy and multi dwelling development at similar densities to recent construction in the neighbourhood. This is expected to include: · lower levels of construction where the Heritage, Neighbourhood Character or Special Building Overlay controls apply; and · relatively more dwellings in Greening the Greyfield areas and close to activity centres. Single and double storey construction will continue in the NRZ. Construction in the GRZ has traditionally been single and double storey, however it is likely to include some three storey construction over time.
Land in Neighbourhood Residential Zone (NRZ) Schedules 3-6 (except where the Design and Development Overlay Schedule 7 applies)
Areas of minimal change
Land in Neighbourhood Residential Zone Schedules 1 and 2	Minimum lot sizes of: • 2,000 sqm in Schedule 1 land • 864 sqm in Schedule 2 land will maintain lot sizes of 2,000-3,999 sqm, and 864-1,727 sqm respectively in the longer term. Housing will be single and double storey.
Land in Neighbourhood Residential Zone Schedule 3 where the Design and Development Overlay Schedule 7 applies	Maintenance of the minimum lot size of 1,500 sqm in this area means that additional dwellings cannot be accommodated. Housing will continue to be single and double storey.
Low Density Residential Zone	Maintenance of the minimum lot size of 2,000 sqm will maintain lot sizes of 2,000-3,999 sqm in the longer term.
Green Wedge land	The purposes and minimum lot sizes included in the Green Wedge A Zone and Farming Zone mean that minimal change is anticipated.

Updating Strategy Actions

Action is complete on 16 of the Strategy’s actions and commenced or ongoing on a further 12. This level of progress results in the need for revised actions that build on work completed under the Strategy. There is also some need to carry out minor changes to the wording of some actions. These are detailed in Attachment 2, however key updates include supplementary actions to:

· “Develop a new Croydon Structure Plan and prepare a planning scheme amendment to incorporate the policy into the Maroondah Planning Scheme.” This is also an action identified in the Council Plan.

· “Support implementation of the Vegetation Strategy through changes to the planning scheme to balance residential development and protection of the natural environment.”

· “Develop a neighbourhood character strategy and amend the planning scheme to protect and enhance the preferred neighbourhood character of Maroondah’s residential areas.”

· “Develop planning scheme mechanisms to support residential development in and around Neighbourhood and Local Activity Centres at densities suited to each Centre.”

· Outline how the Strategy is to be reviewed and implemented.

Editorial changes

Development of the Maroondah Housing Strategy: 2022 Refresh has included a review of the structure and readability of the text of the document. As a result, there has been some rearrangement and rewording of the content. This is designed to improve readability without altering the intent of the document.

Implementation

The Refresh includes a number of ‘Indictors of Progress’. These will ensure that strong action on housing issues continues. Importantly, they include both annual engagement with the community and monitoring of trends in housing approvals. In combination they will provide Council and the community with a shared understanding of how well housing is meeting the needs of our residents.

Financial / economic issues

Implementation of the Strategy will primarily be funded through Council’s operating budget. Council will endeavour to work in partnership with other bodies to improve its capacity however. The organisation has been successful in obtaining state government grant funding to assist with actions relating to 20-minute neighbourhoods and lower-order activity centres. This follows earlier funding from the state and federal governments for the Greening the Greyfields project.

Environmental / amenity issues

The Maroondah Housing Strategy: 2022 Refresh, like the Maroondah Housing Strategy 2016, acknowledges that the need to balance environmental and amenity issues with the demand for additional housing is a key housing issue in Maroondah. Both documents identify the significance of these issues to our community. Refresh actions seek to guide development so that additional housing can be provided at the same time as improving the environment and protecting neighbourhood character.

Social / community issues

The provision of housing in appropriate locations and associated ability for residents to age in place is the key social and community outcome of the Maroondah Housing Strategy. Projects related to the strategy have the potential to be used to improve the broader wellbeing of the community however. For example, the 20-minute neighbourhood project is resulting in collaboration across Council. It will review the availability of a range of services within a 20-minute walk for residents in five neighbourhoods. This will have implications on planning for Council services such as Maternal and Child Health Centres, planning scheme requirements for services such as medical centres, and activities that Council conducts in local activity centres.

Community consultation

The Maroondah Housing Strategy: 2022 Refresh is a review and refresh of the Maroondah Housing Strategy 2016. It remains consistent with the 2016 document, which was underpinned by a range of community consultation events. Additional consultation has not been conducted in the preparation of the Refresh, however ongoing dialogue on housing issues is appropriate. As a result:

· The need for annual engagement with sectors of the community is a feature of both the 2016 and 2022 documents.

· Council has conducted ongoing engagement with sectors of the community on individual projects, such as Greening the Greyfields and planning scheme amendments for the Ringwood Metropolitan Activity Centre, heritage protection, etc.

· Community engagement on the ‘My Neighbourhood’ theme was conducted at the 2022 Maroondah Festival. Responses from the community will provide input to a range of housing strategy actions, including those relating to 20-minute neighbourhoods.

· Actions of the Refresh commit Council to:

- Research whether new dwellings are meeting the needs of smaller and older households.

- Engage with the community, housing providers and developers to assist in the delivery of the key directions of the Strategy.

Conclusion

The Maroondah Housing Strategy: 2022 Refresh is the outcome of the first interim review of the Maroondah Housing Strategy 2016. It recognises the extent of action undertaken under the 2016 strategy and changes in Maroondah’s population and planning for housing during the intervening period. Its adoption as a replacement to the Maroondah Housing Strategy 2016 will allow Council to continue to plan for the housing of its population and monitor whether that housing is meeting their needs.

Attachments

1.	Housing Strategy Review - Maroondah Housing Strategy 2022 Refresh
2.	Housing Strategy Review - Report - Appendix 1 - Action progress and updates

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That council adopts the maroondah housing strategy: 2022 refresh in place of the maroondah housing STRATEGY 2016


Director Strategy & Development – Andrew Fuaux
Eastern Alliance For Greenhouse Action (EAGA) Annual Report 2021/2022	Item 2

Purpose

To present our Eastern Alliance for Greenhouse Action (EAGA) Annual Report for 2021/22 for Council information.

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 2040, 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:

4.1 Create and foster a culture within our community that is committed to the sustainable use of natural resources

4.8 Mitigate and adapt to the risk, effects and impacts of climate change and be responsive and adaptive to new environmental opportunities and threats as they occur

4.9 Strive to become a carbon neutral council and build the capacity of our community to make more sustainable choices

4.10 Work in partnership to reduce Maroondah’s greenhouse gas emissions and improve air quality

Priority Action 2022-2023:

Not applicable

Background

The Eastern Alliance for Greenhouse Action (EAGA) is a formal collaboration of eight Councils in Melbourne’s east, working together on regional programs that reduce greenhouse gas emissions and facilitate regional adaptation. EAGA’s member Councils are: Maroondah, Boroondara, Glen Eira, Knox, Monash, Stonnington, Whitehorse and Yarra Ranges.

The Alliance implements joint initiatives that provide economies of scale and enable projects typically beyond the reach of individual Councils. EAGA’s project work is complemented by advocacy, capacity building and regional partnerships.

Maroondah City Council is represented on EAGA by Cr Marijke Graham.

Issue / discussion

The EAGA Annual Report outlines a number of highlights and achievements for 2021/22 including:

· Savings: EAGA Councils have saved $4.8M from EAGA projects over the last 12 months and reduced greenhouse emissions by 57,000 tonnes

· Climate change mitigation and adaptation projects;

- Victorian Energy Collaboration (VECO), initiated by EAGA and the Victorian Greenhouse Alliances, has led to 51 Victorian councils switching to 100% renewable energy - the largest ever local government emissions reduction project. This collaboration has reduced electricity bills for the participating Councils, delivering energy ~25% cheaper in the first 12 months. EAGA councils have saved 41,000 tonnes of emissions since 2021.

· Capacity building and information exchange

- Electric vehicle transition and business case to reduce Council vehicle fleet emissions and to accelerate moving away from fossil fuels

- Adaptive community assets, a DELWP-funded project, delivered a cost benefit analysis framework for Councils to undertake business case assessments of the best adaptation options for community assets and infrastructure

- Community net zero technical analysis to identity opportunities Councils can take to reduce emissions from the community sector

· Advocacy

- Planning for a safe climate. A collaboration with the Council Alliance for a Sustainable Built Environment (CASBE) and the Victorian Greenhouse Alliances to embed climate change into Victoria’s planning system.

- Energy market reform: EAGA also successfully advocated for changes to regulation on embedded networks requiring all networks to be powered by 100% renewable energy, as well as strengthening tenants’ rights

Financial / economic issues

As highlighted in the 2021/22 Annual Report.

Environmental / amenity issues

As highlighted in the 2021/22 Annual Report.

Social / community issues

As highlighted in the 2021/22 Annual Report.

Community consultation

As highlighted in the 2021/22 Annual Report.

Conclusion

EAGA has finalised its Annual Report outlining its role and achievements for the 2021/22 financial year. EAGA provides a key leadership and advocacy role across Melbourne’s east and has continued to deliver key projects assisting Council members and the community to address climate change. EAGA’s advocacy and capacity building role is also critical for assessment of the financial, social and environmental costs of mitigation and adaption actions and addressing the climate change risks across EAGA’s region.

Attachments

1.	EAGA 2021-2022 Annual Report

CONFIDENTIALITY

Not Applicable

RECOMMENDATION

That Council notes the OUTCOMES ACHIEVED BY EAGA IN THEIR annual report FOR 2021/22

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 neighborhoods 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

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. As a result, she no longer continues as a Local Government Women’s Charter Champion.

Following the resignation of Cr Nora Lamont, a by-election was held for the Wonga Ward in March 2022. Linda Hancock was elected as Councillor for the Wonga Ward and 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 this year, Council successfully submitted its first Gender Equality Action Plan 2021-2025 (the Plan). This Plan is now available to the public via Council’s website and via the Commission for Gender Equality in the Public Service’s website.  This 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:

- A Sexual Harassment Prevention Program consisted of 39 facilitated sessions held between May to September. Five leader sessions and 34 employee sessions resulted in almost 900 employees taking part, with 8 out of 10 feeling confident after completing the program to deal with or speak up about sexual harassment in the workplace.

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

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

- A new standalone sexual harassment policy was implemented in May, and the equal opportunity, bullying and harassment policy amended to reflect this. 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, 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 been negotiated with Council’s Enterprise Bargaining Agreement Negotiating Committee. Given the EBA is in the final stages of the industrial process at the time of writing this Report, the specifics are unavailable for the purposes of this Report.

Driving change in the community

· In May this year, Council received 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, Year One project, activity and initiative plans have been developed which will be effective until 30 June 2023. Plans are submitted each financial year.

· 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 a strategic framework for 2021-2025. Council’s involvement includes regular attendance at Community of Practice forums; promoting gender equality in sporting clubs and partnering in activities of mutual benefit such as women’s safety walks and keeping safe online workshops, to name a few.

· As part of the 16 Days of Activism Against Gender-based Violence in 2022, Council displayed seven billboards in prominent locations across the municipality 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, this year Council has worked with community project partners to develop a range of messages 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, 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 a free community education program delivered by eSafety Women, from the Office of the eSafety Commissioner. The Social Media Self-Defence program is aimed at elevating and protecting women’s voices online. Two online sessions were held in March for women and girls aged 16+, in conjunction with Knox and Yarra Ranges Councils. A total of 43 women attended the two online sessions, 27 in the evening and 16 in the daytime. One in-person session was hosted on 9 November at Maroondah Federation Estate, specifically for older women and 31 women attended. 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 5 women elected to a 9 seat Council. Following the by-election in March 2022, Maroondah continues to have a majority of 5 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 State Government’s Fair Access Policy Road Map 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. 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 State and Federal 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.

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 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

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
Council Honours and Recognition Policy	Item 8